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06 June 9, 2021 Commission
MEETING AGENDA TIME/DATE: 9:30 a.m. / Wednesday, June 9, 2021 RIVERSIDE COUNTY TRANSPORTATION COMMISSION Pursuant to Governor Newsom's Executive Order N-29-20, (March 18, 2020), the meeting will only be conducted via video conferencing and by telephone. Please follow the instructions on the following page to join the meeting remotely. COMMISSIONERS Chair —Jan Harnik Vice Chair — V. Manuel Perez Second Vice Chair — Bob Magee 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 Kyle Pingree / Alberto Sanchez, City of Banning Lloyd White / David Fenn, City of Beaumont Joseph DeConinck / Johnny Rodriguez, City of Blythe Linda Molina / Wendy Hewitt, City of Calimesa Jeremy Smith / Larry Greene, City of Canyon Lake Raymond Gregory / Mark Carnevale, City of Cathedral City Steven Hernandez / Denise Delgado, 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 / Donna Griffith, City of Indian Wells Waymond Fermon / Oscar Ortiz, City of Indio Brian Berkson / Guillermo Silva, 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 / To Be Appointed, City of Moreno Valley Scott Vinton / Lisa DeForest, City of Murrieta Ted Hoffman / Katherine Aleman, 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 Chuck Conder / Erin Edwards, City of Riverside Alonso Ledezma / Crystal Ruiz, City of San Jacinto Matt Rahn / Maryann Edwards, City of Temecula Ben J. Benoit / Joseph Morabito, City of Wildomar Mike Beauchamp, Governor's Appointee Caltrans District 8 RIVERSIDE COUNTY TRANSPORTATION COMMISSION www.rctc.org MEETING AGENDA * *Actions may be taken on any item listed on the agenda 9:30 a.m. Wednesday, June 9, 2021 Pursuant to Governor Newsom's Executive Order N-29-20, (March 18, 2020), the meeting will only be conducted via video conferencing and by telephone. Please follow the instructions below to join the meeting remotely. INSTRUCTIONS FOR ELECTRONIC PARTICIPATION Join Zoom Meeting https://rctc.zoom.us/j/87218133305 Meeting ID: 872 1813 3305 One tap mobile +16699006833„87218133305# US (San Jose) Dial by your location +1 669 900 6833 US (San Jose) For members of the public wishing to submit comment in connection with the Commission Meeting please email written comments to the Clerk of the Board at Imobley@rctc.org prior to June 8, 2021 at 5:00 p.m. and your comments will be made part of the official record of the proceedings. Members of the public may also make public comments through their telephone or Zoom connection when recognized by the Chair. 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. PLEDGE OF ALLEGIANCE Riverside County Transportation Commission Meeting Agenda June 9, 2021 Page 2 4. 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. 5. ADDITIONS / REVISIONS — The Commission may add an item to the Agenda after making a finding that there is a need to take immediate action on the item and that the item came to the attention of the Commission subsequent to the posting of the agenda. An action adding an item to the agenda requires 2/3 vote of the Commission. If there are less than 2/3 of the Commission members present, adding an item to the agenda requires a unanimous vote. Added items will be placed for discussion at the end of the agenda. 7. PUBLIC HEARING — PROPOSED BUDGET FOR FISCAL YEAR 2021/22 Overview This item is for the Commission to: Page 1 1) Receive input on the proposed Budget for Fiscal Year (FY) 2021/22; 2) Approve the revised mid -year FY 2020/21 revenue projections of $210 million for 2009 Measure A revenues for a revenue budget increase of $15 million and a related local streets and roads expenditure budget increase of $4,573,000 to reflect the revised FY 2020/21 Measure A projection; 3) Approve the revised mid -year FY 2020/21 revenue projections of $105 million for Local Transportation Fund (LTF) revenues for a revenue budget increase of $5 million and the related planning allocation expenditure budget increases of $113,000 and transfer out of $150,000 to reflect the revised FY 2020/21 LTF projection; 4) Approve the revised FY 2021/22 revenue projections of $210 million for 2009 Measure A and $105 million for LTF; 5) Approve the salary schedule effective July 1, 2021, located in Appendix B of the proposed budget; 6) Authorize the expenditure of $1,025,700 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); 7) Close the public hearing on the proposed Budget for FY 2021/22; and 8) Adopt the proposed Budget for FY 2021/22. 8. 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. 8A. APPROVAL OF MINUTES — MAY 12, 2021 Page 160 Riverside County Transportation Commission Meeting Agenda June 9, 2021 Page 3 8B. APPROPRIATIONS LIMIT FY 2021/22 Page 177 Overview This item is for the Commission to adopt Resolution No. 21-010 "Resolution of the Riverside County Transportation Commission Establishing the Annual Appropriations Limit", for Fiscal Year 2021/22. 8C. QUARTERLY FINANCIAL STATEMENTS Page 184 Overview This item is for the Commission to receive and file the Quarterly Financial Statements for the nine months ended March 31, 2021. 8D. QUARTERLY INVESTMENT REPORT Overview This item is for the Commission to receive and file the Quarterly Investment Report for the quarter ended March 31, 2021. 8E. QUARTERLY SALES TAX ANALYSIS Overview Page 195 Page 290 This item is for the Commission to receive and file the sales tax analysis for Quarter 4, 2020 (4Q 2020). 8F. FEDERAL TRANSIT ADMINISTRATION PROPOSED TRIENNIAL OVERALL DISADVANTAGED BUSINESS ENTERPRISE GOAL FOR FEDERAL FISCAL YEARS 2022-2024 Page 299 Overview This item is for the Commission to: 1) Approve 11 percent as the Commission's Federal Transit Administration (FTA) proposed triennial overall Disadvantaged Business Enterprise (DBE) race -neutral goal for Federal Fiscal Years (FFY) 2022-24 for the period October 1, 2021 to September 30, 2024; and 2) Adopt Resolution No. 21-007, "Resolution of the Riverside County Transportation Commission Adopting Its Triennial Overall Disadvantaged Business Enterprise Program Goal (49 CFR Part 26) as it Applies to Funding Received Directly from the Federal Transit Administration". Riverside County Transportation Commission Meeting Agenda June 9, 2021 Page 4 8G. RECURRING CONTRACTS FOR FISCAL YEAR 2021/22 Overview This item is for the Commission to: Page 332 1) Approve the single -year recurring contracts in an amount not to exceed $15,679,516 for Fiscal Year (FY) 2021/22; 2) Approve the recurring multi -year contracts for specialized services on long-term projects in an amount not to exceed $1,373,967 in FY 2021/22 and $2,801,989 in FYs 2022/23 — 2025/26; and 3) Authorize the Chair or Executive Director, pursuant to legal counsel review, to execute the agreements on behalf of the Commission. 8H. QUARTERLY PUBLIC ENGAGEMENT METRICS REPORT, JANUARY -MARCH 2021 Page 345 Overview This item is for the Commission to receive and file the Quarterly Public Engagement Metrics Report for January -March 2021. 81. STATE AND FEDERAL LEGISLATIVE UPDATE Overview This item is for the Commission to receive and file an update on state and federal legislation. 8J. 91 EXPRESS LANES MONTHLY STATUS REPORTS Overview This item is for the Commission to receive and file the 91 Express Lanes Monthly Reports for the three months from January to March 2021. Page 355 Page 359 8K. AMENDMENTS TO ON CALL PURCHASE AGREEMENTS FOR 6C TRANSPONDERS Page 423 Overview This item is for the Commission to: 1) Approve the amendments to the following 6C transponder provider agreements for an additional four years with no additional cost authorization: a) Agreement No. 18-31-094-01, Amendment No. 1 to Agreement No. 18-31-094-00, with Kapsch TraffficCom USA, Inc.; and Riverside County Transportation Commission Meeting Agenda June 9, 2021 Page 5 b) Agreement No. 18-31-161-02, Amendment No. 2 to Agreement No. 18-31-161-00, with Neology, Inc.; 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 purchase orders awarded to the contractors under the terms of the agreements. 8L. READOPTED AND REAFFIRMED THE 15 EXPRESS LANES TOLL POLICY GOALS AND TOLL POLICIES Page 434 Overview This item is for the Commission to adopt Resolution No. 21-012, "Resolution of the Riverside County Transportation Commission Reaffirming and Readopting the Amended and Restated Interstate 15 Express Lanes Toll Policy Goals and Toll Policies and Ratifying Actions in the Furtherance of the Policy". 8M. STATE ROUTE 71/STATE ROUTE 91 INTERCHANGE IMPROVEMENT PROJECT FOR CONSTRUCTION MANAGEMENT SERVICES, CONSTRUCTION AND MAINTENANCE, AND COOPERATIVE AGREEMENTS Page 480 Overview This item is for the Commission to: 1) Award Agreement No. 21-31-012-00 to Falcon Engineering Services to provide construction management (CM), materials testing, construction surveying and environmental monitoring services for the State Route (SR) 71/SR-91 (71/91) interchange improvement project (Project) in the amount of $16,756,467, plus a contingency amount of $1,443,533, for a total amount not to exceed $18,200,000; 2) Approve Agreement No. 21-31-091-00 for the Project construction and maintenance (C&M) agreement with BNSF Railway in the amount of $1,957,727, plus a contingency amount of $195,773, for a total amount not to exceed $2,153,500; 3) Approve Agreement No. 21-31-067-00, a cooperative agreement between the Commission and Caltrans, that defines the roles and responsibilities for Project construction at no cost to the Commission; 4) Authorize the Chair or Executive Director, pursuant to legal counsel review, to finalize and execute the agreements on behalf of the Commission; and 5) Authorize the Executive Director, or designee, to approve contingency work up to the total not to exceed amount as required for these services. Riverside County Transportation Commission Meeting Agenda June 9, 2021 Page 6 8N. AMENDMENT TO COOPERATIVE AGREEMENT WITH THE CITY OF PERRIS AND AMENDMENT TO AGREEMENT WITH T.Y. LIN INTERNATIONAL FOR THE INTERSTATE 215/PLACENTIA AVENUE INTERCHANGE PROJECT Page 671 Overview This item is for the Commission to: 1) Approve Agreement No. 16-31-066-06, Amendment No. 6 to Agreement No. 16-31-066-00, with T.Y. Lin International (T.Y. Lin) for design support during construction of the Interstate 215/Placentia Avenue Interchange project (Project) in the amount of $257,285, plus a contingency amount of $25,728, for an additional amount of $283,013, and a total amount not to exceed $5,454,198; 2) Approve Agreement No. 19-31-044-01, Amendment No. 1 to Agreement No. 19-31-044-00, with the city of Perris (City) for storm drain improvements on Placentia Avenue and street and signal improvements at the Placentia Avenue and Indian Avenue intersection for the Project for an additional Commission contribution of $1,081,157 and a total Commission contribution not to exceed $1,231,157; 3) Authorize the Chair or Executive Director, pursuant to legal counsel review, to execute the agreements on behalf of the Commission; and 4) Authorize the Executive Director, or designee, to approve contingency work up to the total not to exceed amount as required for the design support services. 80. POLICY UPDATE ON THE USE OF STATE TRANSIT ASSISTANCE FUNDING BY OPERATORS Page 694 Overview This item is for the Commission to adopt Resolution No. 21-011, "Resolution of the Riverside County Transportation Commission Regarding the Policy for Use of State Transit Assistance Funding by Transit Operators". 8P. ADOPTION OF RESOLUTION NO. 21-009 TO BECOME THE ACCESS FUND ADMINISTRATOR FOR THE TRANSPORTATION NETWORK COMPANIES ACCESS FOR ALL PROGRAM Page 700 Overview This item is for the Commission to: 1) Adopt Resolution No. 21-009, "A Resolution of the Riverside County Transportation Commission Authorizing the Execution of the Certification to Serve as the Local Access Fund Administrator (LAFA) for the Access for All Program for the County of Riverside"; and Riverside County Transportation Commission Meeting Agenda June 9, 2021 Page 7 2) Authorize the Executive Director or designee, pursuant to legal counsel review, to execute agreements and/or documents related to the Transportation Network Companies (TNC) Access for All program on behalf of the Commission. 8Q. AMENDMENT TO CITY OF BANNING'S FISCAL YEAR 2020/21 SHORT RANGE TRANSIT PLAN Overview This item is for the Commission to: Page 705 1) Approve an amendment to the city of Banning's (City) FY 2020/21 Short Range Transit Plan (SRTP) to reflect the operating shortfalls in FY 2019/20 and FY 2020/21 and increase the Local Transportation Fund (LTF) operating allocation in the net amount of $597,039; 2) Approve the reprogramming of $134,213 of State Transit Assistance (STA) from capital assistance to operating assistance for the City for FY 2019/20 operating expenses; 3) Approve the reprogramming of $135,000 of LTF from the Comprehensive Operational Analysis (COA) capital assistance to operating assistance for FY 2020/21 operating expenses; 4) Approve an additional FY 2020/21 LTF allocation of $217,039 to the City for FY 2019/20 operating expenses; and 5) Approve an additional FY 2020/21 LTF allocation of $380,000 to the City for FY 2020/21 operating expenses. 8R. AMENDMENT TO RIVERSIDE TRANSIT AGENCY'S FISCAL YEAR 2020/21 SHORT RANGE TRANSIT PLAN Overview This item is for the Commission to: Page 714 1) Amend the Riverside Transit Agency's (RTA) Fiscal Year (FY) 2020/21 Short -Range Transit Plan (SRTP) to include the Meals on Wheels program in the Operating Budget; and 2) Approve an allocation of $175,000 of 2009 Measure A Western County specialized transit funding for the Meals on Wheels program. Riverside County Transportation Commission Meeting Agenda June 9, 2021 Page 8 8S. FISCAL YEAR 2021/22 SHORT RANGE TRANSIT PLAN UPDATES AND TRANSIT FUNDING ALLOCATIONS Overview This item is for the Commission to: Page 723 1) Approve the Fiscal Years 2021/22 — FY 2023/24 Draft 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 2021/22 — 2025/26 SRTP for the Rail and Vanpool Programs; 2) Approve Fiscal Year 2021/22 Transit Operator Funding Allocations of 2009 Measure A, Local Transportation Funds (LTF), State Transit Assistance (STA), and State of Good Repair (SGR) for Banning, Beaumont, Corona, and Riverside; PVVTA; RTA; SunLine; and the Commission's Rail and Vanpool Programs aggregating $107,217,986; 3) Adopt Resolution No. 21-008, "Resolution of the Riverside County Transportation Commission to Allocate Local Transportation Funds and State Transit Assistance Funds For the Fiscal Year 2021/22" and 4) Direct staff to add the federally funded and regionally significant projects into the Federal Transportation Improvement Program (FTIP). 8T. FISCAL YEARS 2021/22 — 2025/26 MEASURE A FIVE-YEAR CAPITAL IMPROVEMENT PLANS FOR THE LOCAL STREETS AND ROADS PROGRAM Page 733 Overview This item is for the Commission to approve the Fiscal Years 2021/22 — 2025/26 Measure A Five -Year Capital Improvement Plans (CIP) for Local Streets and Roads (LSR) as submitted by the participating agencies. 8U. FISCAL YEAR 2021/22 MEASURE A COMMUTER ASSISTANCE BUSPOOL SUBSIDY FUNDING CONTINUATION REQUEST Overview This item is for the Commission to: Page 1060 1) Authorize payment of the $2,350/month maximum subsidy per buspool for the period July 1, 2021 to June 30, 2022, 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 9, 2021 Page 9 9. APPROVAL OF METROLINK OPERATING AND CAPITAL SUBSIDIES FOR FISCAL YEAR 2021/22 AND RELATED MEMORANDUM OF UNDERSTANDING Overview This item is for the Commission to: Page 1066 1) Receive and file a report on highlights from the Southern California Regional Rail Authority's (SCRRA) services; 2) Approve the Fiscal Year 2021/22 SCRRA operating and capital budget, which results in an operating subsidy of $21,474,584 and capital subsidy of $4,293,459 for the Commission; and 3) Authorize the Executive Director to finalize and execute Memorandum of Understanding (MOU) No. 21-25-093-00 with SCRRA regarding annual funding, including subrecipient matters related to pass -through of federal funding. 10. FISCAL YEAR 2021/22 TRANSPORTATION DEVELOPMENT ACT ARTICLE 3 (SB 821) CALL FOR PROJECTS — PROJECT RECOMMENDATIONS Page 1093 Overview This item is for the Commission to approve the Fiscal Year 2021/22 Transportation Development Act Article 3 Bicycle and Pedestrian Facilities program (SB 821) recommended project allocations in the amount of $4,327,472. 11. ITEM(S) PULLED FROM CONSENT CALENDAR AGENDA 12. 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. 13. ADJOURNMENT The next meeting of the Commission is scheduled to be held on Wednesday, July 14, 2021, via Zoom. AGENDA ITEM 7 PUBLIC HEARING RIVERSIDE COUNTY TRANSPORTATION COMMISSION DATE: June 9, 2021 TO: Riverside County Transportation Commission FROM: Budget and Implementation Committee Michele Cisneros, Deputy Director of Finance Theresia Trevino, Chief Financial Officer THROUGH: Anne Mayer, Executive Director SUBJECT: Proposed Budget for Fiscal Year 2021/22 BUDGET AND IMPLEMENTATION COMMITTEE AND STAFF RECOMMENDATION: This item is for the Commission to: 1) Receive input on the proposed Budget for Fiscal Year (FY) 2021/22; 2) Approve the revised mid -year FY 2020/21 revenue projections of $210 million for 2009 Measure A revenues for a revenue budget increase of $15 million and a related local streets and roads expenditure budget increase of $4,573,000 to reflect the revised FY 2020/21 Measure A projection; 3) Approve the revised mid -year FY 2020/21 revenue projections of $105 million for Local Transportation Fund (LTF) revenues for a revenue budget increase of $5 million and the related planning allocation expenditure budget increases of $113,000 and transfer out of $150,000 to reflect the revised FY 2020/21 LTF projection; 4) Approve the revised FY 2021/22 revenue projections of $210 million for 2009 Measure A and $105 million for LTF; 5) Approve the salary schedule effective July 1, 2021, located in Appendix B of the proposed budget; 6) Authorize the expenditure of $1,025,700 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); 7) Close the public hearing on the proposed Budget for FY 2021/22; and 8) Adopt the proposed Budget for FY 2021/22. BACKGROUND INFORMATION: The annual fiscal budget is the result of staff determining the operating and capital needs for FY 2021/22 and identifying the resources to fund those needs. The policy goals and objectives approved by the Commission on March 10 were the basis of the budget. The long-term policy goals that support the Commission's objectives considered during the preparation of the budget Agenda Item 7 1 relate to promoting quality of life; achieving operational excellence; connecting the economy; being a responsible partner; and maintaining fiscal accountability. Staff presented the proposed budget to the Commission on May 12. Subsequent to that presentation, staff updated the document as a result of the following changes resulting in a net increase of $50,325,600 to the projected fund balance at June 30, 2022. Adjustments to FY 2020/21 Projected Amounts • A $15,000,000 increase in Measure A sales tax revenues; • A $5,000,000 increase in LTF sales tax revenues; • $113,000 increase in operating and capital disbursements for planning allocations resulting from the increase in LTF sales tax revenues; • A $4,573,000 increase in local streets and roads allocations to local jurisdictions resulting from the increase in Measure A sales tax revenues; and • A net $0 change in operating transfers as a result of the increase in LTF sales tax revenues and the related planning allocations of $150,000 and State Route (SR) -79 funding of $300,000 from the Measure A Western County highway fund to the Transportation Uniform Mitigation Fee (TUMF) fund. Adjustments to FY 2021/22 Budgeted Amounts • A $15,000,000 increase in Measure A sales tax revenues; • A $5,000,000 increase in LTF sales tax revenues; • A net $1,273,600 increase in reimbursements comprised of $1,300,800 increase from the Orange County Transportation Authority for the 91 Corridor Operations project, a decrease of $34,500 for regional conservation reimbursements, and an increase of $7,300 in federal reimbursements for the Smart Freeway project. • A $50,100 increase in investment income as a result of the net increase in fund balance; • A $1,208,200 increase in personnel salaries and benefits for the reorganization and position reclassications approved by the Executive Committee in May. The reorganization adds four new positions — Toll Customer Service Manager, Toll Systems Engineer, Senior Capital Projects Manager in the toll project delivery program, and Community Engagement Manager. • A net decrease of $19,460,000 in operating and capital disbursements comprised of an increase of $188,000 in planning allocations due to the increase in LTF sales tax revenues and a $19,648,000 decrease in allocations to transit operators based on updated short- range transit plans; • A $4,563,900 increase in local streets and roads allocations to local jurisdictions resulting from the increase in Measure A sales tax revenues; and • A net $0 change in operating transfers as a result of the increase in LTF sales tax revenues and the related planning allocations of $150,000, an increase of $125,000 for SR -79 funding from Measure A Western County highway fund to the TUMF fund; and an increase of $375,000 from the 91 Express Lanes toll revenue surplus for the 15/91 Express Lanes Connector. Agenda Item 7 2 At its January meeting, the Commission approved the mid -year FY 2020/21 and the FY 2021/22 revenue projections for Measure A and LTF revenues with limited economic data related to the COVID-19 pandemic impacts. Subsequently, data received from the Commission's sales tax consultant supports the better than expected sales tax revenues in Riverside County despite the COVID-19 pandemic impacts. The positive sales tax data can be attributed to the Measure A sales taxes assessed based on destination versus point of sale, as well as the timing of the Wayfair decision benefitting the Commission due to the large volume of online sales during the pandemic. Therefore, staff recommends revising the revenue projections for Measure A and LTF sales tax revenues to $210 million and $105 million, respectively, for FY 2020/21 and FY 2021/22. Additionally, staff recommends budget adjustments to FY 2020/21 revenue projections and related expenditures. Measure A January 2021 Projection May 2021 Projection Increase ($) Increase (%) Budget Adjustments: Revenues Expenditures (Local Streets and Roads) LTF January 2021 Projection May 2021 Projection Increase ($) Budget Adjustments: Revenues Expenditures Transfers FY 2020/21 FY 2021/22 $ 195,000,000 210,000,000 15,000,000 8% $ 195,000,000 210,000,000 15,000,000 8% 15,000,000 4,573,000 $ 100,000,000 $ 100,000,000 105,000,000 105,000,000 5,000,000 5,000,000 5% 5% 5,000,000 113,000 150,000 The proposed Budget for FY 2021/22 is attached. 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 acronyms, the salary schedule effective July 1, 2021, and organization chart. 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 2021/22 Budget anticipates that total uses will exceed sources by approximately $108 million. Similar to prior years, the accumulated reserves, which include bond proceeds issued in FY 2017/18 will fund the Agenda Item 7 3 deficiency. In the executive summary, Table 17 provides a summary of the projected fund balance at June 30, 2022, and Tables 18-20 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 only 1.2 percent of budgeted expenditures. Budgeted personnel costs reflect recent Commission actions, including 15 new regional conservation positions related to serving as managing agency for the Western Riverside County Regional Conservation Authority (RCA), four new management services positions, reinstatement of funding for four approved but unfilled RCTC positions, three new positions related to the reorganization of the toll program, and one new position for community engagement; a 4 percent pool for performance merit -based salary increases; and an annual salary range schedule cost of living adjustment adopted by the Executive Committee at its April meeting. The salary range schedule, as revised by reorganization and position classification changes approved by the Executive Committee at its May meeting, is included in Appendix B 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 range schedule effective July 1, 2021, located in Appendix B of the proposed FY 2021/22 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 SR -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) I-215/Placentia Avenue Interchange in Perris, and 71/91 Connector in Corona; • Design -build activities, including toll system implementation, on the completion of the 1-15 Express Lanes Project and the 15/91 Express Lanes Connector in Corona; and • Preliminary engineering, final design, and/or right of way acquisitions on the 71/91 Connector in Corona, 1-15 Express Lanes Project — Southern Extension, 15/91 Express Lanes Connector in Corona, 1-15 Corridor Operations Project in Corona, 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 $1,025,700 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 anticipates that approximately $841,000 of the costs related to consultants may be Agenda Item 7 4 reimbursed by the Transportation Corridor Agencies under a future agreement. Staff recommends that the Commission authorize the expenditure of $1,025,700 of 91 Express Lanes toll revenues designated as surplus in accordance with the 2013 Toll Revenue Bonds Indenture to fund these costs. The FY 2021/22 Budget also anticipates completing the refinancing of the 91 Express Lanes debt approved in March 2020 but suspended due to COVID-19 and related market disruptions. The refinancing distorts the significance of debt service expenditures in the FY 2021/22 budget compared to prior years. The following table compares the debt service expenditure components in the FY 2020/21 and proposed FY 2021/22 budgets: Debt Service Component 2009 Measure A sales tax revenue bonds principal and interest 91 Express Lanes: Toll revenue bonds principal and interest TIFIA Loan interest 15 Express Lanes: Y 2020/21 FY 2021/22 Budget Budget $ 69,519,000 $ 69,594,300 7, 119,900 10,939,900 1,921,000 Interest on Commission's Measure A Loan to 15 Express Lanes to fund TIFIA Loan debt service reserve 91 Express Lanes Refinancing: 309,700 443,400 Principal and interest on refunded/refinanced debt Cost of issuance Total 495,823,600 2,883,400 $ 76,948,600 $ 581,605,600 A public hearing to allow for public comment on the proposed budget is required prior to the adoption of the proposed budget, including proposed salary schedule. The Commission opened the public hearing at its May 12 meeting. Staff recommends the close of the public hearing on June 9 followed by the adoption of the proposed Budget for FY 2021/22. In accordance with the Commission's fiscal policies, the budget must be adopted no later than June 15 of each year. FISCAL IMPACT: A summary of the proposed Budget for FY 2021/22 is as follows: Agenda Item 7 5 FY 2021/22 Budget di Revenues and other financing sources: Sales taxes -Measure A and Local Transportation Funds Reimbursements (federal, state, and other) TUMF 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/expenses 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/expenses and other financing uses Excess (deficiency) of revenues and other financing sources over (under) expenditures/expenses and other financing uses Beginning fund balance (projected) Ending fund balance (projected) $ 315,000,000 340,027,500 11,000,000 23,862,200 65,123, 700 657,300 910,100 674,497,000 196,890,000 1,627,967,800 16, 213, 200 36,222,800 750,786,800 6,359,700 581,605,600 147,488,000 196,890,000 1,735,566,100 (107,598,300) 1,016,288,600 $ 908,690,300 As a result of the revised FY 2020/21 Measure A and LTF revenue projections, certain budget adjustments are required as described in the Financial Information below. Agenda Item 7 6 Financial Information $20,000,000 Revenues In Fiscal Year Budget: No Year: FY 2020/21 Amount: $4,836,000 Expenditures $150,000 Transfers in/out Source of Funds: Measure A, LTF Budget Adjustment: Yes Measure A $3,558,000 623999 401 40101 262 3140101 revenues 1,291,000 613999 401 40101 262 3140101 revenue 712,000 644199 401 40101 265 33 40101 revenues 178,000 269 62 40101 revenues 222,000 260 26 40101 revenues 74,000 270 26 40101 revenues 174,000 632199 401 40101 263 41 40101 revenues 1,046,000 005200 401 40101 266 72 40101 revenues 3,382,000 267 7140101 revenues 941,000 264 19 40101 revenues 140,000 683999 401 40101 268 3140101 revenues 1,609,000 563999 401 40101 256 3140101 revenues GL/Project Accounting No.: 1,126,000 257 7140101 revenues 482,000 258 26 40101 revenues 65,000 234 7140101 revenues 3,382,000 267 71 86104 expenditures 1,126,000 257 71 86104 expenditures 65,000 234 71 86104 expenditures LTF $5,000,000 601 62 40102 revenues 38,000 601 62 86205 expenditures 150,000 601 62 97001 transfer out 150,000 106 65 59001 transfer in 75,000 106 65 86205 expenditures Fiscal Procedures Approved: \J `y�' '� Date: 05/13/2021 Attachment: FY 2021/22 Proposed Budget Approved by the Budget and Implementation Committee on May 24, 2021 In Favor: 12 Abstain: 0 No: 0 Agenda Item 7 7 RCTC 91 Express Lanp§, 8 June 9, 2021 Honorable Commissioners Riverside County Transportation Commission Riverside, California FY 2021/22 Budget Introduction RCTC: Safety. Fiscal Responsibility. Economic Recovery. Thank you for reviewing the Fiscal Year (FY) 2021/22 budget for the Riverside County Transportation Commission (Commission or RCTC). This document provides an opportunity to evaluate the financial backbone of an innovative, active, and essential public transportation agency that connects the lives of Riverside County (County) residents every day. Although we have faced a serious public health crisis with the COVID-19 pandemic, Riverside County continues to grow as fast as any other area of the state of California (California). This makes our mission to provide transportation projects and services increasingly important in protecting and improving the quality of life for over 2.4 million residents. RCTC has responded to that challenge. The pandemic has not spared Riverside County residents. More than 4,600 people have died from the virus, and business closures and restrictions have resulted in a significant loss of jobs that increased the County's unemployment rate to a high of 16.0% in April 2020 and 8.0% as of February 2021. From a revenue perspective, the impact to the Commission has been mixed. Sales tax revenues derived from Riverside County's voter -approved Measure A program are 9.1 %higher for the benchmark year ended February 2021 compared to February 2020. On the other hand, RCTC 91 Express Lanes traffic volume and gross toll revenues declined 20.1%and 37.1%, respectively, for the nine months ended March 2021 compared to March 2020. The March 2021 approval of the $1.9 trillion American Rescue Plan Act of 2021 will provide significant economic stimulus, which will likely help the local economy; however, the lasting impacts of the pandemic continue to evolve and change. It is with this backdrop that RCTC presents its FY 2021/22 budget. Overall, while the budget predicts modest gains from the Measure A sales tax and the RCTC 91 Express Lanes revenues, it also lays out a smart and aggressive program of highway, regional arterial, and rail construction to ensure that Riverside County keeps working and creates a transportation system that will be ready for a productive and promising future. RCTC has 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 serving the taxpayers of Riverside County. Moreover, the Commission will be aggressive in seeking additional revenue from grants and other funding programs to expand our services to the public and play an important role in ensuring equity for the entirety of Riverside County in terms of access and benefit from our efforts. Commission Activities Continue at Full Speed The Commission's voter -approved half -cent sales tax program serves as the main funding source for transportation funding in Riverside County. Prior to the COVID-19 crisis, Measure A sales tax revenues were stable; FY 2019/20 Measure A revenues of $195 million decreased only 3.1%compared to FY 2018/19 - much less than the revised pandemic projections. FY 2020/21 and FY 2021/22 Measure A revenues are conservatively projected at $210 million compared to the FY 2019/20 revenues of $195 million. Although Measure A revenues help to fund major projects including the 1-15 Express Lanes project, Measure A also funds local transportation priorities and 9 needs. In FY 2021/22, the Commission will return $63.7 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, TUMF dollars are equally split between WRCOG and the Commission with RCTC's dollars allocated to regional arterials and new highway corridors. Funding transportation projects and services requires a 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 funds for programs for senior citizens, persons with disabilities, and individuals of limited means; allocating funds for commuter rail and intercity bus services; 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 $1.4 billion for FY 2021/22 by program, which includes delivery of capital projects and 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 - FY 2021/22 Budget (in millions $) Planning and Programming Services,$7.41 Management Services, $12.6 Toll Operations, — $51 .1 Building a Better Future Rail Maintenance and Operations, $41.3 Public and Specialized Transit, $126.0 Capital Projects Development and Delivery, $556.5 Commuter Assistance,$4.5 Motorist Assistance, $6.2 Regional Conservation, $4.1 The Commission and its project partners at the California Department of Transportation, local jurisdictions, and transit agencies will continue investing in transportation using a variety of local, state, and federal sources to build projects, plan and design new improvement to keep people working and contributing to the local economy. During FY 2021/22, the Commission will invest $556.5 million in capital projects (Chart 2) that include highway, regional arterial, local streets and roads, and rail projects. Riverside County is in a 10 fortunate position, as significant pre -construction work has taken place on a number of projects and the Commission has successfully sought out funding 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 FY 2021/22 include the following: • Fine-tuning operations and fostering increased usage of the recently -opened 15 Express Lanes; • Ongoing construction of truck lanes on State Route (SR) 60 in the Badlands area; • Planning for station expansion and additional operational improvements at the Riverside - Downtown Metrolink station; • Near completion of construction of a new freeway interchange at Placentia Avenue and Interstate (I) 215 in Perris; • Expansion and construction of major improvements at the I-15/Railroad Canyon Interchange in Lake Elsinore; • Completion of construction of a new auxiliary lane on the westbound SR -91 near Green River Road in Corona; • Completion of reconstruction of the Pachappa Underpass at SR -91 in Downtown Riverside; and • Construction of a new toll connector to and from the RCTC 91 Express Lanes and the 15 Express Lanes north of SR -91. The Commission is a project -driven agency. Capital project costs comprise 36% of the Commission's FY 2021/22 overall budget. Chart 2 illustrates the capital projects expenditures by function. Chart 2 - Capital Projects (in millions $) Capital Outlay, $4.8 Operating and Capital Disbursements, $0.9 Regional Arterials $30.0 Local Streets and Roads, $63.7 f Right of Way and Land, $66.9 Design Build, Personnel, Professional, and Support , $9.6 Program Operations, $6.7 Engineering, $24.5 11 RCTC Express Lanes Program Strengthens and Expands On March 20, 2017, the Commission opened the extension of the 91 Express Lanes into Riverside County. Until early March 2020 and the onset of the COVID-19 pandemic and resulting shutdown orders, usage and revenue regularly exceeded original projections. As a result, the Commission received an upgrade in its long-term debt ratings from Fitch Ratings and S&P Global Ratings during FY 2019/20. RCTC's ratings have been upheld in spite of reduced traffic demand from the pandemic. Thanks to its conservative fiscal strategy and reserves set aside for debt service, the Commission's near term and mid-term debt service requirements are already funded. The Commission's venture into toll operations has now expanded into a much broader role with the opening of the 15 Express Lanes in April 2021. This $472 million effort added one to two tolled express lanes to an approximately 15 -mile section of 1-15 between SR -60 and Cajalco Road. The new 15 Express Lanes will travel through the cities of Corona, Eastvale, Norco, and Jurupa Valley. Planning for a New and Uncertain Future Funding is but 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, RCTC 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 SR -79, passenger 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 streets and roads and new interchanges are equally important. In order to address the future, the Commission adopted a Traffic Relief Plan in May 2020. The plan identifies RCTC's overall transportation priorities and is intended to be part of an overall strategy to adopt an additional sales tax to fund it. The sales tax effort has been suspended for the near - term, and RCTC 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 stands ready to meet that challenge thanks to strong and innovative leadership from Commissioners and 77 staff members. Effective January 1, 2021, the Commission became the managing agency for the Western Riverside County Regional Conservation Authority (RCA). RCTC is fully reimbursed by RCA for management and oversight costs; accordingly, RCTC's funding sources do not support this new role. As the managing agency, RCTC provides strong management and places a high priority on the completion of the region's Multiple Habitat Species Conservation Plan (MSHCP). In addition to preserving sensitive open space, the MSHCP enables RCTC and others a more streamlined approach to develop needed infrastructure. Thanks to this program, the time needed to get projects to construction has been reduced, which, in turn, has a positive impact on the Commission's efficiency in delivering projects. 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's commitment to the public as well as documenting the Commission's dedication to sound budget practices. This budget document is one of many ways the Commission works to ensure public accountability and full transparency of its actions. The Commission has also expanded its commitment to communicate with the public and closely monitors its public engagement activities, which progress is reported on a quarterly basis. We 12 welcome public input and participation and invite you to visit our website at www.rctc.org or to follow us on Facebook, Twitter and Instagram ©theRCTC. A major focus in the coming year is to seek and achieve equity in the Commission's mission to serve all of Riverside County. 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. Acknowledgments This budget document serves as a policy document, an operations guide, a financial plan, and a communications device. This budget provides the information necessary for the Commission to manage its resources in FY 2021/22. The preparation of this budget has been a collaborative effort of the Commission's staff. The budget reflects the Commission's desire to communicate the components of the budget in terms that are easily understandable and supportable for the general public. Staff acknowledges and appreciates the guidance, inspiration and leadership of the Board of Commissioners in advancing the future of transportation in Riverside County. Signature on file Signature on file Anne Mayer, Executive Director Theresia Trevino, Chief Financial Officer 13 TABLE OF CONTENTS COMMISSION INTRODUCTION Narrative history of the Commission and list of principal officers EXECUTIVE SUMMARY Introduction Policy Goals and Objectives Policy Matrix Budget Overview Commission Personnel Department Initiatives Fund Balances Budget Comparative Operating and Capital Budget Budget by Fund Type Highway, Regional Arterial, Rail, and Regional Conservation Program Projects GANN APPROPRIATIONS LIMIT Section 1: FINANCIAL OVERVIEW Fiscal Accountability Policies Functional Management Functional Organization Chart Budget Process Section 2: FUND BUDGETS Budgetary Basis and Funds Structure General Fund Special Revenue Funds Capital Projects Funds Debt Service Funds Enterprise Funds Section 3: DEPARTMENT BUDGETS Budget Comparison by Department 3.1: MANAGEMENT SERVICES Executive Management Administration External Affairs Finance 3.2: REGIONAL PROGRAMS Planning and Programming Rail Public and Specialized Transit Commuter Assistance Motorist Assistance Regional Conservation 3.3: CAPITAL PROJECTS Capital Project Development and Delivery Capital Projects Summary Local Streets and Roads Summary 3.4: TOLL OPERATIONS RCTC 91 Express Lanes 15 Express Lanes Section 4: APPENDICES A —Glossary of Acronyms B —Salary Schedule/Organization Chart Narrative overview of the operational and financial factors considered Narrative description of policy goals and objectives Linkage of policy goals and departmental goals and objectives Summarized narrative overview, charts, and tables of sources and uses Personnel expenditures and full-time equivalents Major initiatives and summarized uses by department Projected fund balances by governmental 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 expenditures by program Narrative discussion of the appropriations limit Description of financial policies Narrative description of Commission functions Organization chart by Commission functions Narrative description of various budget stages Narrative description of budgetary basis and funds structure Overview; narrative and charts of sources and uses Overview; narrative and charts of sources and uses by Measure A and non -Measure A special revenue funds Overview; narrative and charts of sources and uses Overview; narrative and charts of sources and uses Overview; narrative and charts of sources and uses Schedule of revenues, expenditures, and other financing sources (uses) by department Mission statement, budgeted uses, overview, and goals Mission statement, budgeted uses, overview, and goals Mission statement, budgeted uses, overview, and goals Mission statement, budgeted uses, overview, and goals Mission statement, budgeted uses, overview, and goals Mission statement, budgeted uses, overview, and goals Mission statement, budgeted uses, overview, and goals Mission statement, budgeted uses, overview, and goals Mission statement, budgeted uses, overview, and goals Mission statement, budgeted uses, overview, and goals Mission statement, budgeted uses, overview, and goals Mission statement, budgeted uses, overview, and goals Mission statement, budgeted uses, overview, and goals Narrative description of each capital project Schedule of local streets and roads disbursements by local agency Mission statement, budgeted uses, overview, and goals Mission statement, budgeted uses, overview, and goals Explanation of commonly used abbreviations Schedule of salaries in accordance with state law and staff organization chart 14 Commission Introduction State of California (State or California) law created the Riverside County Transportation Commission (Commission or RCTC) in 1976 to oversee the funding and coordination of all public transportation services within Riverside County (County). The Commission's mission is to assume a leadership role in improving mobility in the 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 responsible for setting policies, establishing priorities, and coordinating activities among the County's various transit operators and other agencies. The Commission also programs and/or reviews the allocation of federal, state, and local funds for highway, transit, rail, non - motorized travel (bicycle and pedestrian), and other transportation 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 -quarter of one -cent state sales tax, and State Transit Assistance (STA), derived from the statewide sales tax on diesel fuel. The Commission serves as the 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 (sales tax) to fund specific transportation programs that commenced in July 1989 (1989 Measure A). Voters approved the 1989 Measure A for 20 years, and it expired on June 30, 2009. On November 5, 2002, the voters of 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 vehicles on the main highways of the County during peak rush hour traffic 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 (SB 1) recent increase in the state gas tax fund these services. The Commission is designated as the Congestion Management Agency (CMA) for the County. As the CMA, the Commission coordinates with local jurisdictions to establish congestion mitigation procedures for the County's roadway system. The Commission participates in ongoing funding and governance of the Southern California Regional Rail Authority (SCRRA), known as Metrolink. The Commission owns and operates all nine commuter rail stations serving 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). The Commission reached substantial completion on the (I)-15 Express Lanes project and commenced toll operations on the 15 Express Lanes in April 2021. The Commission anticipates 15 completion of the 15/91 Express Lanes connector, a tolled connector between the existing RCTC 91 Express Lanes and the 15 Express Lanes north of SR -91, by 2023. Effective January 1, 2021, RCTC became the managing agency for the Western Riverside County Regional Conservation Authority (RCA). RCTC is fully reimbursed by RCA for management and oversight costs. As the managing agency, RCTC provides strong management and places a high priority on the completion of the region's Multiple Species Habitat Conservation Plan (MSHCP). 16 Riverside County Transportation Commission List of Principal Officials Name Kevin Jeffries Karen Spiegel Chuck Washington V. Manuel Perez Jeff Hewitt David Happe Lloyd White Joseph DeConinck Linda Molina Jeremy Smith Raymond Gregory Steven Hernandez Wes Speake Scott Matas Clint Lorimore Linda Krupa Dana Reed Waymond Fermon Brian Berkson Kathleen Fitzpatrick Bob Magee Bill Zimmerman Yxstain Gutierrez Scott Vinton Ted Hoffman Jan Harnik Lisa Middleton Michael M. Vargas Ted Weill Chuck Conder Alonso Ledezma Matt Rahn Ben J. Benoit Mike Beauchamp Board of Commissioners Title Member Member Member Vice Chair (Commission) Member Member Chair (Budget and Implementation Committee), Chair (Toll Policy and Operations Committee) Member Member Member Vice Chair (Budget and Implementation Committee) Member Member Member Chair (Western Riverside County Programs and Projects Committee) Member Member Member Member Member 2nd Vice Chair (Commission) Member Member Member Member Chair (Commission) Member Member Member Member Member Member Vice Chair (Western Riverside County Programs and Projects Committee), Vice Chair (Toll Policy and Operations Committee) Governor's Appointee Agency County of Riverside, County of Riverside, County of Riverside, County of Riverside, County of Riverside, City of Banning City of Beaumont District 1 District 2 District 3 District 4 District 5 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 17 Riverside County Transportation Commission List of Principal Officials Executive Management Anne Mayer, Executive Director John Standiford, Deputy Executive Director Jennifer Crosson, Toll Operations Director Marlin Feenstra, Project Delivery Director Jillian Guizado, Planning and Programming Director Aaron Hake, Interim Regional Conservation Deputy Executive Director David Knudsen, Interim External Affairs Director Lorelle Moe -Luna, Multimodal Director David Thomas, Toll Project Delivery Director Theresia Trevino, Chief Financial Officer 18 Executive Summary Introduction The budget for Fiscal Year (FY) 2021/22 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 appropriates expenditures to accomplish these tasks. The budget also shows the 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 major programs and projects. In early March 2020, the federal government as well as the California Governor issued 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. Over the past year, the restrictions have been modified in response to the changing nature of the pandemic. The end of the COVID-19 pandemic appears to be in sight with vaccine distributions becoming widely available, more Californians returning to work or leisure activities with modified stay at home orders, and financial relief to families and businesses most impacted by the pandemic. COVID-19 and the related government health orders have negatively impacted the local, regional, state, and federal economies; the magnitude and duration of these impacts remain uncertain. This budget is presented based on the best available economic information. The Board and staff will continuously monitor, assess, and adjust the budgeted revenue and expenditures as necessary throughout the crisis and duration of economic recovery. Policy Goals and Objectives As approved at its March 10, 2021 meeting, the Commission is driven by four core mission statements and underlying goals for the people of Riverside County and the transportation system upon which they rely: QUALITY OF LIFE RCTC is focused on improving life for the people of Riverside County and empowering them to live life at their • ace. Environmental Stewardship Goods Movement RCTC empowers the residents of Riverside County to choose how to get safely to where they are going. RCTC protects and preserves the County's environment for its residents. RCTC provides access, equity, and choice in transportation; RCTC is a mobility partner. RCTC supports transportation services and projects that equitably benefit all residents, including those in rural, low income, and disadvantaged communities. RCTC projects and programs are the connection to employment, housing, schools, community institutions, parks, medical facilities, and shopping in the region. RCTC facilitates the funding and delivery of projects that mitigate the impact of increased goods movement flow through Riverside County and advocates for a reasonable balance between the need to create jobs and to protect public health. 19 OPERATIONAL EXCELLENCE RCTC is a responsible and conservative steward of tax • a er dollars. State of Good Repair Promises Fulfilled Efficiency Innovation Information ICTC invests in road safety and maintenance in its residents' neighborhood Projects are completed on -time, on -budget; RCTC delivers on its promises as a steward of Riverside County residents' investment. ■ RCTC operates in an efficient and cost-effective manner. R Program and project delivery innovations drive results, savings, and greater economic opportunities for Riverside County residents. RCTC operations are transparent and easily accessible; customers get prompt, reliable, quality service. CONNECTING THE ECONOMY RCTC is a driver of economic •rowth in Riverside Count . Workforce Mobility Population Growth Economic Impact RCTC improves the economy by creating a robust workforce to workplace system; RCTC fosters workforce development by improving transportation access to major employment and education centers. Since 1976, RCTC has been responsible for connecting the County's economy as the County's population has quadrupled from 550,000 to over 2.4 million today. RCTC is sensitive to each geographic area's unique needs. RCTC has invested over $4.3 billion in the County's economy thanks to 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 • Tonal, and state • overnments to deliver road and transit • rooects. Streets and Roads Transit Active Transportation Facilities Grants Local Measure A Value RCTC has invested over $1.2 billion in local priorities for maintaining streets and roads and fixing potholes. RCTC partners with other transit operators to provide residents mobility choices, flexibility, intercity and intercounty connectivity, and access — especially during a post -pandemic recovery. RCTC continually improves its stations for better bicycle and pedestrian access and partners with agencies within the County to promote active transportation alternatives, including the building of regional trails and bicycle and pedestrian facilities in accordance with local general master and active transportation plans. RCTC is a steward of state and federal grants to leverage Measure A dollars and improve our communities. RCTC invests Measure A dollars into projects and programs that benefit local communities throughout the County. Staff used these core mission statements and goals to prepare this budget and develop the following short-term objectives to guide further the development of the FY 2021/22 budget. Capital Project Development and Delivery • Continue preliminary engineering, design, right of way acquisition, and/or construction of projects included in the Western County Highway Delivery Plan. • Continue operations planning and design of projects led by other agencies. • As lead agency for partner agency projects, continue construction of the I-15/Railroad Canyon Interchange project and commence preliminary engineering of the I-10/Highland Springs Avenue Interchange project. • Consider opportunities to implement technology -based strategies, or Smart Freeway projects, to manage traffic, reduce congestion and pollution, increase safety, and improve the quality of commutes. 20 " M a i n t a i n a n d e n h a n c e c o m m u n i c a t i o n a n d c o l l a b o r a t i o n w i t h t h e C a l i f o r n i a D e p a r t m e n t o f T r a n s p o r t a t i o n ( C a l t r a n s ) 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 . " C o l l a b o r a t e w i t h l o c a l j u r i s d i c t i o n s t o i m p l e m e n t T r a n s p o r t a t i o n U n i f o r m M i t i g a t i o n F e e ( T U M F ) r e g i o n a l a r t e r i a l p r o g r a m p r o j e c t s a n d f a c i l i t a t e t h e d e l i v e r y o f e l i g i b l e a r t e r i a l i m p r o v e m e n t s i n w e s t e r n R i v e r s i d e C o u n t y ( W e s t e r n C o u n t y ) . " 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 . 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 . " E f f i c i e n t l y a n d c o s t e f f e c t i v e l y o p e r a t e t h e c o m m u t e r r a i l s t a t i o n s a n d f a c i l i t i e s a n d P e r r i s V a l l e y L i n e ( P V L ) r a i l c o r r i d o r t o e n s u r e r e l i a b l e h i g h q u a l i t y c o m m u t e r r a i l s e r v i c e . " E f f i c i e n t l y p r o v i d e m o t o r i s t a s s i s t a n c e s e r v i c e s s o t h a t m o t o r i s t s c a n c o n v e n i e n t l y t r a v e l a n d u s e t r a n s p o r t a t i o n f a c i l i t i e s a s s a f e l y a s p o s s i b l e . 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 . " M o n i t o r t r a n s i t t r e n d s a n d t h e a s s o c i a t e d e c o n o m i c , s o c i a l , a n d p u b l i c h e a l t h f a c t o r s t h a t i m p a c t r i d e r s h i p a n d c r e a t e b a r r i e r s t o t r a n s i t g r o w t h . " 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 c o n t i n u e d 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 r n 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 s u c h a s v a n p o o l 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 1 / 2 2 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 1 . 9 2 % 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 1 / 2 2 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 0 . 7 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 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 . 2 1 Table 1 - Relationship between Commission and Departmental Mission Statements Department Quality of Life Operational Excellence Connecting the Econom Responsible Partner Mana • ement Services Executive Management Administration External Affairs Finance Regional Programs Planning and Programming Rail Maintenance and Operations Public and Specialized Transit Commuter Assistance Motorist Assistance Regional Conservation Capital Pro'ect Development and Delivery Toll O • erations Budget Overview X X X X �r X X X X X X-11 x X x x x X x x x X x x x Total sources (Table 2) are budgeted at $1,627,967,800, an increase of 105% over FY 2020/21 projected sources and 83% increase over the FY 2020/21 budget. Total sources are comprised of revenues of $756,580,800, transfers in of $196,890,000, and debt proceeds of $674,497,000. The projected fund balance at June 30, 2021 available for expenditures/expenses (excluding amounts restricted for debt service of $11,681,500 and advances receivable of $19,384,700) is $985,222,400. Accordingly, total funding available for the FY 2021/22 budget totals $2,613,190,200. Table 2 - Sources FY 2020-2022 FY 19/20 FY 20/21 FY 20/21 FY 21/22 Dollar Percent Actual Revised Budget Projected Budget Change Change Measure A Sales Tax $ 195,036,300 $ 210,000,000 $ 210,000,000 $ 210,000,000 $ - 0% LTF Sales Tax 100,283,600 105,000,000 105,000,000 105,000,000 - 0% STA Sales Tax 27,796,500 28,915,700 19,015,100 23,862,200 (5,053,500) -17% IntergovernmentaI 147,620,000 273,315,400 227,107,700 340,027,500 66,712,100 24% TUMF Revenue 23,257,900 11,000,000 11,000,000 11,000,000 0% Tolls, Penalties, and Fees 56,434,000 31,718,600 44,545,700 65,123,700 33,405,100 105% Other Revenue 566,600 549,100 582,400 657,300 108,200 20% Investment Income 18,491,600 3,545,500 6,462,500 910,100 (2,635,400) -74% Transfers In 146,618,000 179,922,600 153,100,800 196,890,000 16,967,400 9% Debt Proceeds 111,301,900 47,371,900 15,661,000 674,497,000 627,125,100 1324% TOTAL Sources $ 827,406,400 $ 891,338,800 $ 792,475,200 $ 1,627,967,800 $ 736,629,000 83% 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's ability to attract businesses with lower commercial rents and a skilled labor force. Population migration to the Inland Empire (i.e., Riverside and San Bernardino counties) occurred due to these employment opportunities and a lower cost of living compared to the coastal counties. Improvements in the local labor market and housing advantages had increased economic activity contributing to stable sales tax revenue growth through FY 2018/19 as noted on Chart 3. Following the onset of the pandemic, the local unemployment rate increased while sales tax revenues declined 3% - less than anticipated - in FY 2019/20. During FY 2020/21, the local unemployment rate has declined and sales tax revenues have been better than anticipated. The strong sales tax revenues performance is attributable to the diversified economic taxable sales base in the County. 22 Chart 3 - Sources: Five -Year Trend $800,000,000 $700,000,000 $600,000,000 $500,000,000 $400,000,000 $300,000,000 $200,000,000 $100,000,000 $0 FY 17/18 FY 18/19 FY 19/20 FY 20/21 FY 21/22 Measure A Sales Tax LTF Sales Tax ,Yr,STA Sales Tax •[•T UM F .*F•Federal, State, Local Revenues . .Toll Revenue .wIPWransfers In Debt Proceeds Regardless of the current and future economic conditions, the Commission faces formidable ongoing challenges in terms of providing needed infrastructure enhancements to support a population and an economy that has outgrown the capacity of its existing infrastructure. Fortunately, the foundation of the regional economy continues to retain many of the fundamental positive attributes that fueled its earlier 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 LTF sales taxes, other revenues and financing sources are required to fund the Commission's programs and projects as illustrated in Chart 4. The Commission receives Measure A and LTF sales tax revenues from the California Department of Tax and Fee Administration (CDTFA), as statutorily created and authorized successor to the former California State Board of Equalization. Chart 4 - Sources: Major Categories Debt Proceeds Transfers In 12% Measure A Sales Tax 13% LTF Sales Tax 6% STA S ales Tax 2% Intergovernmental 21% TUMF Revenue 1% \_ Tolls, Penalties, and Fees 4% 23 After considering the state of the local economy due to COVID-19, staff projects Measure A sales tax revenues of $210,000,000 for FY 2021/22. This is no change from the FY 2020/21 revised projection of $210,000,000. Generally the Commission reassesses its sales tax revenue projections at midyear based on the economy and revenue trends; however, the Commission anticipates more frequent reviews throughout FY 2021/22 as the post COVID-19 impacts become 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 receives allocations for administration, planning, and programming in addition to funding for Western County rail operations included in the commuter rail Short Range Transit Plan (SRTP). LTF sales tax revenue is budgeted at $105,000,000, no change from the FY 2020/21 revised projection. 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 provides additional STA revenues, including State of Good Repair (SGR) funds for transit maintenance, rehabilitation, and capital projects. The FY 2021/22 STA/SGR allocations, based on recent State estimates, is $23,862,200. Intergovernmental revenues include reimbursement revenues from federal sources of $107,438,700, state sources of $210,931,000, and local agencies of $21,657,800 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 24% in FY 2021/22 compared to the FY 2020/21 budget is related to increases in federal, state, and local agency reimbursements. Senate Bill 132 (SB 132) enacted in April 2017 provides state funding for the 15/91 Express Lanes Connector and pass -through funding to the County for the Hamner Bridge widening and to the County and city of Corona for grade separation projects. Other state reimbursements will fund the SR -60 Truck Lanes, 71/91 Connector, Mid County Parkway (MCP) 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, SR -91 Corridor Operations Project (91 COP), SR -60 Truck Lanes, 71/91 Connector, Pachappa Underpass, MCP second construction contract package, and station rehabilitation projects. In connection with the Coronavirus Aid, Relief, and Economic Security (CARES) Act, the Commission anticipates that less than 2% of federal revenues will primarily support commuter rail stations and the commuter assistance program. Local reimbursements will fund the 91 COP, 241/91 Express Lanes Connector, Santa Ana River Trail Extension, rideshare services, and regional conservation. Reimbursement revenues vary from year to year depending on project activities and 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 Nexus study). TUMF represents fees assessed on new residential and commercial development in Western County. The Commission projects FY 2021/22 TUMF fees at $1 1,000,000. FY 2020/21 marked the fourth 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; however, traffic and related revenues have improved through March 2021 with traffic levels approximately 20% and revenues 37% lower than the same period through March 2020. Based on the anticipated impacts of post COVID-19 on the RCTC 91 Express Lanes, the Commission conservatively estimates FY 2021/22 toll revenues, penalties and fees of $41,551,900 — a 47% increase from the FY 2020/21 projected revenues of $28,205,000. 24 FY 2020/21 marked the initial year of toll operations for the 15 Express Lanes following substantial completion of the 1-15 Express Lanes Project and opening of the 15 Express Lanes in April 2021. For FY 2021/22, the Commission projects $23,571,800 in toll revenues, penalties and fees for the 15 Express Lanes. Other revenue of $657,300 includes property management generated from properties acquired in connection with various highway and rail properties. The Commission anticipates a 74% decrease in FY 2021/22 investment income due to extremely conservative investment yield projections resulting from lower interest rates in FY 2020/21. The FY 2021/22 budget projects investment income at a 0.10% investment yield, compared to at least 0.50% in recent prior year budgets. Transfers in of $196,890,000 relate primarily to the transfer of available debt proceeds for highway projects; LTF funding for general administration, planning and programming, rail operations, and grade separation project allocations; approved interfund allocations for specific projects and administrative cost allocations; and debt service requirements from highway, new corridors, and regional arterial funds. Debt proceeds consist of $6,919,000 in drawdowns from the federal Transportation Infrastructure Finance and Innovation Act (TIFIA) Loan related to the 1-15 Express Lanes Project and $667,578,000 in senior lien and second lien toll revenue refunding bonds (2021 Refunding Bonds) from the anticipated refinancing of the Commission's 2013 Toll Revenue Senior Lien Current Interest Bonds and 2013 TIFIA Loan related to the 91 Project. Total uses (Table 3), including transfers out of $196,890,000, are budgeted at $1,735,566,100, a 76% increase from the prior year budget amount of $983,922,700. Program expenditures and transfers out totaling $983,833,000 represent 57% of total budgeted uses in FY 2021/22. Program costs increased by 12% from $885,231,200 in FY 2020/21 due to projects and programs identified below. Table 3 — Uses FY 2020-2022 FY 19/20 FY 20/21 Actual Revised Budget FY 20/21 FY 21/22 Projected Budget Dollar Percent Change Change Capital Highway, Rail, and Regional Arterials Capital Local Streets and Roads Commuter Assistance Debt Service Management Services Motorist Assistance Planning and Programming Public and Specialized Transit Rail Maintenance and Operations Regional Conservation Toll Operations $ 422,079,000 58,983,400 3,938,600 76,885,000 20,849,300 7,334,000 8,078,200 124,913,900 31,015,900 16,299,800 $ 586,548,100 63, 725,100 5,333,900 76,638,900 22,052,600 8,994,900 8,202,700 123,932,200 51,199,500 2,050,000 35,244,800 $ 409,052,400 63, 725,100 3,356,500 76,948,600 19,789,600 6,981,800 5,095,000 74,472,200 40,245,500 2,030,300 25,799,100 TOTAL Uses $ 770,377,100 $ 983,922,700 $ 727,496,100 $ 634,094,200 63,702,300 4,783,700 729,093,600 22,639,500 9,096,600 8,197, 600 144,686,800 42,167,000 5,527,400 71,577,400 $ 1,735,566,100 $ 47,546,100 (22,800) (550,200) 652,454,700 586,900 101,700 (5,100) 20, 754, 600 (9,032,500) 3,477,400 36,332,600 8% 0% -10% 851% 3% 1% 0% 17% -18% 170% 103% $ 751,643,400 76% Note: Management Services includes Executive Management, Administration, External Affairs, and Finance. Capital highway, rail, and regional arterials budgeted uses of $634,094,200 are 8% higher compared to the FY 2020/21 budget due to project activity on the 1-15 Corridor Operations Project (15 COP), 15/91 Express Lanes Connector, County's Hamner Bridge widening, County and city of Corona grade separation projects, MCP second construction package, 71/91 Connector, SR -60 Truck Lanes, and completion and close-out activities on the 1-15 Express Lanes Project and 91 Project. Local streets and roads expenditures of $63,702,300 remained unchanged from the FY 2020/21 budget and represent the disbursements of 2009 Measure A to local jurisdictions for the construction, repair, and maintenance of local streets and roads. 25 Commuter assistance budgeted expenditures of $4,783,700 are 10% lower than the FY 2020/21 budget due to a decline in projected vanpools and restructuring of rideshare/vanpool platforms. Debt service of $729,093,600 includes the one-time refinancing of the 91 Project toll debt with proceeds from the 2021 Refunding Bonds. The Commission approved and budgeted for the refinancing in March 2020; however, the Commission postponed the refinancing to FY 2021/22 due to market disruptions caused by COVID-19. Management services expenditures of $22,639,500 increased 3% due to five new positions approved by the Commission's Executive Committee. In November 2020, four positions were necessary for workload management and continuance of service levels specifically for the Finance and External Affairs departments in connection with the Commission serving as the management agency for the RCA effective January 1, 2021; in May 2021, one additional position was added for a Community Engagement Manager in the External Affairs department. Motorist assistance expenditures of $9,096,600 increased 1% due to transfers out for SAFE matching funds to FSP and commuter assistance special projects. Planning and programming budgeted expenditures of $8,197,600 remained unchanged from the FY 2020/21 budget. Public and specialized transit budgeted expenditures of $144,686,800 are 17% higher than the FY 2020/21 budget. With the increased federal funds available to help respond to COVID-19, operating subsidy expenditures for public transit decreased in the previous year. The rail maintenance and operations budgeted expenditures of $42,167,000 are 18% lower than the FY 2020/21 budget due to the inability to obtain access agreements with the host railroads for the Indio special events train platform for the Coachella Valley -San Gorgonio Pass Corridor rail service. Regional conservation budgeted expenditures of $5,527,400 reflect a full year serving as the managing agency for the RCA, as FY 2020/21 includes six months after the effective date of the Implementation and Management Services Agreement between the Commission and the RCA. Toll operations expenses are budgeted at $71,577,400 to manage the operations, maintenance, and capital support of the RCTC 91 Express Lanes and 15 Express Lanes and to pay interest on 91 Express Lanes toll revenue debt. The 103% increase is due to a full year of 15 Express Lanes operations following opening in April 2021; reorganization of the toll program and the addition of three new full-time equivalents (FTEs) for a Toll Customer Service Manager, Toll Systems Engineer, and Senior Capital Projects Manager; required repair and rehabilitation activity on the RCTC 91 Express Lanes; and transfer of surplus toll revenues for the 15/91 Express Lanes Connector project. Chart 5 is an illustration of total uses included in the FY 2021/22 budget by major categories. 26 Chart 5 - Uses: Major Categories Rail Maintenance and Operations 2% Toll Operations Public and Specialized, I r 4% Transit 8% Planning and Programming 1% Motorist Assistance 1% Management Services 1% Debt Service 42% Commission Personnel Capital Highway, Rail, and Regional Arterials 37% Capital Local Streets and Roads 4% The Commission's salaries and benefits total $16,213,200 for FY 2021/22. This represents an increase of $3,067,200 or 23% over the FY 2020/21 budget of $13,146,000 (Chart 6). The increase relates primarily to additional staff positions related to regional conservation and to maintain management services levels for a full year; reorganization of the toll program and the addition of three new positions; addition of a Community Engagement Manager in External Affairs department; reinstating funding for previously approved positions; a 4% pool for performance merit -based salary increases; and an annual salary range cost of living adjustment. The 11% decrease from FY 2019/20 is due to the Commission's one-time disbursement to fund the California Public Employees Retirement System (CaIPERS) net pension liability of $8.6 million. The Commission's salary schedule for FY 2021/22 is included in Appendix B and complies with Government Code §20636 "Compensation Earnable" and California Code of Register §570.5, "Requirements for a Publicly Available Pay Schedule." Chart 6 - Salaries and Benefits Cost: $20,000,000 $18,000,000 $16,000,000 $14,000,000 $12,000,000 $10,000,000 $8,000,000 $6,000,000 $4,000,000 $2,000,000 $- Five -Year Comparison I I FY 17/18 FY 18/19 FY 19/20 FY 20/21 FY 21/22 The 77 FTE positions included in the FY 2021/22 budget (Table 4) reflects an increase of four FTE from the FY 2020/21 budget and reflects an increase of 27 FTE from FY 2019/20. The 27 FTEs include 15 regional conservation positions related to serving as managing agency for the RCA, five new management services positions, reinstatement of funding for four approved but unfilled RCTC positions, and three new toll program positions. 27 The Commission accomplished significant organization changes over the last year related to management of the RCA, toll operations, and various projects 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 demands to be met. Table 4 - Full -Time Equivalents by Department FY 2020-2022 FY 19/20 FY 20/21 FY 21/22 Executive Management 0.8 1.3 Administration 5.3 5.6 External Affairs 3.0 3.4 Finance 9.3 10.7 Planning and Programming 5.8 4.8 Rail Maintenance and Operations 3.5 4.4 Public and Specialized Transit 2.7 2.7 Commuter Assistance 1.5 1.8 Motorist Assistance 0.8 1.1 Regional Conservation 0.0 15.8 Capital Project Development and Delivery 13.3 17.3 Toll Operations 4.0 4.1 TOTAL 50.0 73.0 1.0 5.7 4.2 9.4 5.6 4.4 2.7 1.7 1.4 17.5 14.5 8.9 77.0 The Commission provides a comprehensive package of benefits to 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 illustrates the compensation components. Chart 7 - Personnel Salaries and Benefits Other Fringes Health 1%I 11% Retirement 18% Salaries 70% Department Initiatives Staff prepared each department's budget based on key assumptions, accomplishments in FY 2020/21, major initiatives for FY 2021/22, and department goals and related objectives. Tables 5 through 16 present the key initiatives and summary of expenditures/expenses for each department. The department budgets section contains detailed discussions about each department. 28 Executive Management • Continue project development and delivery as the key Measure A priority. • Foster growth in usage of express lanes and ensure their financial success. • Actively monitor, assess, and manage financial implications of the COVID-19 crisis. • Influence and monitor the implementation of SB 743 related to transportation impacts analysis and mitigation as part of CEQA. • Continue planning efforts to advance passenger rail service in the Coachella Valley -San Gorgonio Pass Corridor. • Advocate for state and federal investments in transportation to fund needed transportation priorities in the County and stimulate the local economy. • Maintain regional cooperation and collaboration as a significant effort consistent with the philosophy and mission of the Commission. • Support a comprehensive social media outreach program to build awareness of the Commission and its role in the community. • Maintain an effective mid -sized transportation agency with dedicated staff. Table 5 - Executive Management FY 19/20 FY 20/21 FY 20/21 FY 21/22 Dollar Percent Actual Revised Budget Projected Budget Change Change Personnel $ 628,300 $ 482,200 $ 482,200 $ 388,900 $ (93,300) Professional 234,000 300,000 300,000 300,000 Support 61,800 91,800 80,900 91,800 TOTAL $ 924,100 $ 874,000 $ 863,100 $ 780,700 $ (93,300) Administration - 19% 0% 0% - 11% • Provide high quality support services to the Commission and to internal and external customers. • Maintain transparency and public accessibility to Commission business during COVID-19 crisis. • Maintain an accurate and efficient electronic records management system. • Provide timely communications and high -quality support services to Commissioners. • Update technology to improve internal processes and interaction with the public. • Support and develop a motivated workforce with a framework of activities and practices that comply with employment laws and regulations. Table 6 - Administration FY 19/20 FY 20/21 FY 20/21 FY 21/22 Dollar Percent Actual Revised Budget Projected Budget Change Change Personnel $ 1,418,600 $ 767,600 $ 766,800 $ 881,200 $ 113,600 15% Professional 1,029,500 1,113,600 1,011,500 1,241,600 128,000 11% Support 823,500 1,212,400 887,600 1,350,400 138,000 11% Capital Outlay 132,900 405,000 360,000 (45,000) -11% Debt Service 15,800 - - - N/A TOTAL $ 3,420,300 $ 3,498,600 $ 2,665,900 $ 3,833,200 $ 334,600 10% External Affairs • Develop effective partnerships with transportation providers to communicate a unified message to Congress regarding mobility needs. • Advocate on behalf of Riverside County's interests regarding the implementation of SB 743 and the State's Climate Action Plan for Transportation Infrastructure. • Advocate positions in the State Legislature and in Congress that advance the County's transportation interests. • Continue a leadership role in formulating a countywide direction on federal transportation policies. • Conduct a concerted outreach effort to new federal and state representatives on local transportation issues. • Use modern technology to support a robust public communication and engagement effort focusing on accessible and transparent communication of the Commission's projects and programs. 29 " B u i l d 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 R C A a n d t h e i m p l e m e n t a t i o n o f t h e M S H C P . T a b l e 7 - E x t e r n a l A f f a i r s F Y 1 9 / 2 0 F Y 2 0 / 2 1 F Y 2 0 / 2 1 F Y 2 1 / 2 2 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 P e r s o n n e l $ 1 , 2 5 5 , 3 0 0 $ 7 3 4 , 6 0 0 $ 7 2 9 , 5 0 0 P r o f e s s i o n a l 6 7 1 , 8 0 0 1 , 0 2 0 , 5 0 0 9 9 0 , 5 0 0 S u p p o r t 1 0 8 , 5 0 0 2 3 2 , 1 0 0 2 0 1 , 5 0 0 T O T A L $ 2 , 0 3 5 , 6 0 0 $ 1 , 9 8 7 , 2 0 0 $ 1 , 9 2 1 , 5 0 0 F i n a n c e $ 1 , 0 1 6 , 7 0 0 1 , 0 1 4 , 9 0 0 2 3 0 , 5 0 0 $ 2 , 2 6 2 , 1 0 0 $ 2 8 2 , 1 0 0 3 8 % ( 5 , 6 0 0 ) - 1 % ( 1 , 6 0 0 ) - 1 % $ 2 7 4 , 9 0 0 1 4 % " P r o a c t i v e l y m o n i t o r , a s s e 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 R C T C 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 ( G A S B ) 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 , i n c l u d i n g G A S B S t a t e m e n t N o . 8 7 o n a c c o u n t i n g a n d r e p o r t i n g o n l e a s e 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 9 / 2 0 F Y 2 0 / 2 1 F Y 2 0 / 2 1 F Y 2 1 / 2 2 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 P e r s o n n e l $ 2 , 5 6 9 , 2 0 0 P r o f e s s i o n a l 1 , 3 9 0 , 7 0 0 S u p p o r t 3 5 9 , 4 0 0 C a p i t a l O u t l a y 1 3 2 , 5 0 0 T r a n s f e r s O u t 1 0 , 0 3 3 , 3 0 0 T O T A L $ 1 4 , 4 8 5 , 1 0 0 1 , 6 8 6 , 5 0 0 2 , 4 1 6 , 3 0 0 6 6 9 , 0 0 0 9 1 3 , 3 0 0 1 0 , 0 0 7 , 7 0 0 1 5 , 6 9 2 , 8 0 0 1 , 6 7 2 , 8 0 0 $ 1 , 6 6 4 , 1 0 0 $ ( 2 2 , 4 0 0 ) - 1 % 1 , 8 1 9 , 0 0 0 2 , 2 1 7 , 0 0 0 ( 1 9 9 , 3 0 0 ) - 8 % 6 7 8 , 0 0 0 9 3 3 , 8 0 0 2 6 4 , 8 0 0 4 0 % 1 6 1 , 6 0 0 8 7 0 , 0 0 0 ( 4 3 , 3 0 0 ) - 5 % 1 0 , 0 0 7 , 7 0 0 1 0 , 0 7 8 , 6 0 0 7 0 , 9 0 0 1 % 1 4 , 3 3 9 , 1 0 0 $ 1 5 , 7 6 3 , 5 0 0 $ 7 0 , 7 0 0 0 % 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 t 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 T I 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 T I 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 T 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 ( S C 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 T I 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 . " 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 , T 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 . " 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 . " 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 ( S B 8 2 1 ) . 3 0 Table 9 - Planning and Programming FY 19/20 FY 20/21 FY 20/21 FY 21/22 Dollar Percent Actual Revised Budget Projected Budget Change Change Personnel $ 2,479,900 Professional 950,300 Support 573,300 Projects and Operations 3,149,700 Transfers Out 925,000 TOTAL $ 8,078,200 Rail Maintenance and Operations 1,028,000 $ 1,010,600 $ 1,333,800 $ 305,800 30% 1,167,300 314,000 473,000 (694,300) -59% 1,367,100 12,100 28,600 (1,338,500) -98% 3,578,900 2,696,900 5,520,200 1,941,300 54% 1,061,400 1,061,400 842,000 (219,400) -21% 8,202,700 $ 5,095,000 $ 8,197,600 $ (5,100) 0% • As a member of the SCRRA, continue active participation in the governance and operations of the Metrolink commuter rail system. • Continue the planning and implementation of capital improvements at the commuter rail stations in the County, including security and rehabilitation projects and meeting parking requirements. • Continue to support and evaluate activities related to the PVL service, such as promoting ridership especially for weekend service. • Establish the best approach to build, maintain, and operate cost effective and environmentally sustainable facilities that meet the public's transportation needs. • Lead the service development process and actively coordinate with all stakeholders along the Coachella Valley -San Gorgonio Pass Corridor for intercity passenger rail service. • Advance the next generation rail feasibility study to evaluate future growth opportunities for passenger rail in the County. Table 10 - Rail Maintenance and Operations FY 19/20 FY 20/21 FY 20/21 FY 21/22 Dollar Percent Actual Revised Budget Projected Budget Change Change Personnel $ 1,347,200 Professional 858,600 Support 2,789,400 Projects and Operations 25,098,800 Capital Outlay 167,300 Transfers Out 754,600 TOTAL $ 31,015,900 866,700 $ 2,530,000 4,021,100 41, 498, 400 528,500 1,754,800 51,199,500 $ 866,700 1,282,900 2,732,300 34, 051, 300 405,200 907,100 40, 245, 500 Public and Specialized Transit $ 862,100 1,972,900 3,630,400 34,613,700 180,000 907,900 $ 42,167,000 $ (4,600) -1% (557,100) -22% (390,700) -10% (6,884,700) -17% (348,500) -66% (846,900) -48% $ (9,032,500) -18% • Coordinate the operation of all public transportation services, especially for disadvantaged communities and essential workers, within the County by promoting program efficiency between transit operators. • Monitor and coordinate federal stimulus (CARES Act, Coronavirus Response and Relief Supplemental Appropriations Act, and American Rescue Plan Act of 2021) allocations for COVID- 19-related service impacts with transit operators. • Monitor and coordinate state and federal regulations for operating and/or capital impacts with transit operators. • Continue public transit operator oversight and fiduciary responsibilities to ensure completion of annual fiscal audits and state triennial performance audits in accordance with TDA regulations. • Support innovative programs that provide transit assistance in hard to serve rural areas or for riders having very special transit needs and monitor funding of these programs. • Continue long-range planning activities to ensure that anticipated revenues are in line with projected levels of service by transit operators. • Develop a TDA manual for transit operators receiving allocations from the Commission. 31 Table 11 - Public and Specialized Transit FY 19/20 FY 20/21 FY 20/21 FY 21/22 Dollar Percent Actual Revised Budget Projected Budget Change Change Personnel $ 878,400 $ 523,100 $ 450,000 $ 547,700 $ 24,600 5% Professional 287,200 579,700 326,600 1,179,700 600,000 104% Support 45,100 91,600 67,700 115,600 24,000 26% Projects and Operations 99,483,500 101,383,700 55,584,100 124,146,400 22,762,700 22% Transfers Out 24,219,700 21,354,100 18,043,800 18,697,400 (2,656,700) -12% TOTAL $ 124,913,900 $ 123,932,200 $ 74,472,200 $ 144,686,800 $ 20,754,600 17% Commuter Assistance • Operate a cost-effective Transportation Demand Management (TDM) program within the County that results in a reduction of single occupant vehicles, vehicle miles traveled, and emissions. • Transition from a locally provisioned Inland Empire -based rideshare and vanpool system to a regional platform/database. • Maintain and grow employer partnerships through value-added services and tools for rideshare and telework programs. • Evaluate the feasibility of expanding Commuter Assistance services and incentives to the Coachella Valley to stimulate countywide employer and TDM participation. • Maintain the long-term partnership with San Bernardino County Transportation Authority (SBCTA) to manage and implement a "sister" commuter assistance program for residents and employers in San Bernardino County; release a request for proposals for the Commission and SBCTA's next evolution of the region's TDM program. • Optimize park and ride facilities to support shared -ride arrangements and facilitate transit connections. Table 12 - Commuter Assistance FY 19/20 FY 20/21 FY 20/21 FY 21/22 Dollar Percent Actual Revised Budget Projected Budget Change Change Personnel $ 638,200 $ 401,700 $ 401,700 Professional 441,900 747,700 477,400 Support 18,900 179,700 3,500 Projects and Operations 2,561,500 3,742,000 2,211,100 Transfers Out 278,100 262,800 262,800 TOTAL $ 3,938,600 $ 5,333,900 $ 3,356,500 Motorist Assistance $ 319,400 509,200 57,900 3,600,600 296,600 $ 4,783,700 $ (82,300) -20% (238,500) -32% (121,800) -68% (141,400) -4% 33,800 13% $ (550,200) -10% • Maintain a high benefit -to -cost ratio related to the performance of the FSP program. • Transition from a locally provisioned 1E511 system to a regional southern California 511 solution. • Implement a "mobile" call box program to supplement the existing fixed call box system and enhance access to motorist aid call center services. Table 13 - Motorist Assistance FY 19/20 FY 20/21 FY 20/21 FY 21/22 Dollar Percent Actual Revised Budget Projected Budget Change Change Personnel $ 279,300 $ Professional 361,100 Support 272,300 Projects and Operations 3,726,800 Transfers Out 2,694,500 TOTAL $ 7,334,000 207,600 $ 207,600 $ 223,500 $ 15,900 8% 534,500 491,300 535,300 800 0% 203,800 170,800 203,600 (200) 0% 5,433,000 3,856,100 5,227,000 (206,000) -4% 2,616,000 2,256,000 2,907,200 291,200 11% 8,994,900 $ 6,981,800 $ 9,096,600 $ 101,700 1% Regional Conservation • Maintain commitment to protecting sensitive habitat and ensuring open space is a key component in enhancing the quality of life for local residents. • Enhance communications to stakeholders, members of the public, and elected officials to be transparent about the RCA's conservation efforts, funding, and collaboration opportunities. • Build upon relationships with local, state and federal agencies to manage lands purchased or controlled by the RCA. 32 Table 14 - Regional Conservation FY 19/20 FY 20/21 Actual Revised Budget FY 20/21 FY 21/22 Projected Budget Dollar Change Percent Change Personnel $ $ Professional - Support Projects and Operations Transfers Out TOTAL $ $ 1,500,000 $ 86,200 7,800 256,000 200,000 2,050,000 $ 1,500,000 $ 72,500 7,800 250,000 200,000 2,030,300 $ 3,309,300 243,900 60,300 500,000 1,413,900 5,527,400 $ 1,809,300 157,700 52,500 244,000 1,213,900 $ 3,477,400 121% 183% 673% 95% 607% 170% Capital Project Development and Delivery • Continue project work on the 91 COP, 1-15 Express Lanes -Southern Extension, 15/91 Express Lanes Connector, 15 COP, I-215/Placentia Avenue Interchange improvement, 71/91 Connector, SR -60 Truck Lanes, and MCP and Smart Freeway projects included in the Western County Delivery Plan as well as projects on behalf of other agencies, including the I-15/Railroad Canyon Interchange, I- 10/Highland Springs Road Interchange, and Santa Ana River Trail. • Continue design and operations planning of the 241/91 Express Lanes Connector and 1-15 Express Lanes -Northern Extension led by other agencies. • Provide 2009 Measure A funding to the incorporated cities and the County for local streets and roads maintenance, repair, and construction and to the Coachella Valley Association of Governments (CVAG) for highways and regional arterials. • Provide TUMF regional arterial funding and support to local jurisdictions for regional arterial project engineering, right of way acquisition, and construction. • Maintain a right of way acquisition and management program in support of capital projects and in the most cost-effective manner within project schedules, while adhering to federal and state regulations. • Maintain and manage the access, use, safety, and security of Commission -owned properties including commuter rail stations, properties in acquisition process, and income -generating properties. • Develop strategies to implement alternative financing structures including public express lanes. Table 15 - Capital Project Development and Delivery FY 19/20 FY 20/21 Actual Revised Budget FY 20/21 FY 21/22 Projected Budget Dollar Change Percent Change Personnel Professional Support Projects and Operations Capital Outlay Debt Service Transfers Out TOTAL $ 5,909,500 2,842,600 526,100 363, 630, 200 3,364,700 69,749,300 104,789,300 $ 550,811,700 3,584,000 4,303,700 2,457,900 494, 474, 600 3,927,500 69,519,000 141,525,500 719,792,200 3,583,200 2,574,800 2,140, 000 341,615,300 3,642,500 69,828,700 119,221,700 542,606,200 Toll Operations $ 3,569,800 4,586,300 1,478,600 542, 074,400 4,769,700 70, 037, 700 141, 317, 700 $ 767,834,200 $ (14,200) 282,600 (979, 300) 47,599,800 842,200 518,700 (207, 800) $ 48,042,000 7% 0% 7% -40% 10% 21% 1% 0% • Manage the operations of the RCTC 91 Express Lanes and 15 Express Lanes adhering to the Commission's Express Lanes toll policies. • Manage toll operations using investment grade traffic and revenue studies and cost estimate assumptions specific to each express lane facility. • Provide timely and effective reporting of toll operation metrics including revenue, transactions, carpool usage, and performance indicators. • Support the design -build activities related to the 15/91 Express Lanes Connector and the design and development led by other agencies related to the 241/91 Express Lanes Connector and 1-15 Express Lanes -Northern Extension. • Participate in the California Toll Operators Committee (CTOC) to advance regional and statewide tolling initiatives, technology, interoperability, and coordination among California toll agencies. 33 Table 16 - Toll Operations I FY 19/20 FY 20/21 FY 20/21 FY 21/22 Dollar Percent Actual Revised Budget Projected Budget Change Change Personnel $ 786,200 $ 1,364,000 $ 1,364,000 $ 2,096,700 $ 732,700 54% Professional 1,341,700 6,072,900 3,084,300 4,992,000 (1,080,900) -18% Support and Maintenance 3,321,300 5,576,100 3,462,700 8,775,500 3,199,400 57% Projects and Operations 7,509,800 20,783,200 16,744,500 35,104,500 14,321,300 69% Capital Outlay 417,300 308,300 3,300 180,000 (128,300) -42% Debt Service 7,119,900 7,119,900 7,119,900 659,055,900 651,936,000 9157% Transfers Out 2,923,500 1,140,300 1,140,300 20,428,700 19,288,400 1692% TOTAL $ 23,419,700 $ 42,364,700 $ 32,919,000 $ 730,633,300 $ 688,268,600 1625% Fund Balances The projected total fund balance as of June 30, 2021 is $1,016,288,600. The Commission expects the FY 2021/22 budgeted activities to result in an $107,598,300 decrease of total fund balance at June 30, 2022 to $908,690,300. The primary cause of the decrease is project activities in FY 2021/22 related to the 1-15 Express Lanes Project completion, MCP project, I-15/Railroad Canyon Interchange, close-out activity on the 91 Project, rail station rehabilitation and maintenance, Western County Measure A and TUMF regional arterial projects, and public transit allocations. Table 17 presents the components of the projected fund balance by program at June 30, 2022. Table 17 - Projected Fund Balances by Fund Type and Program at June 30, 2022 Measure A Sales Tax Western County Coachella Valley Palo Verde Other Total Restricted: Bond Financing $ 18,123,300 $ - $ Commuter Assistance 16,560,100 - Debt Service - - Economic Development 7,133,000 - Highways 48,169,800 47,040,100 New Corridors 56,944,100 - Planning and Programming - - Public and Specialized Transit 7,861,600 2,025,000 Rail 44,550,400 - CETAP - - Regional Arterials 60,659,900 - Motorist Assistance - - Toll Operations - - Assigned: Management Services TOTAL Fund Balance $ 260,002,200 $ 11,693,200 60,412,000 1,762,600 293,469,100 9,965,000 26,796,800 23,507,200 10,196,000 156,995,000 $ 18,123,300 16,560,100 11,693,200 7,133,000 155, 621, 900 56,944,100 1,762,600 303,355,700 54,515,400 26,796,800 84,167,100 10,196,000 156,995,000 4,826,100 4,826,100 49,065,100 $ - $ 599,623,000 $ 908,690,300 Chart 8 illustrates the actual and projected trends in fund balances for each governmental and enterprise fund type from FY 2018/19 through FY 2021/22. 34 Chart 8 - Projected Fund Balance Trends by Fund Type FY 2019 - 2022 $805,000,000 $705,000,000 $605,000,000 $505,000,000 $405,000,000 $305,000,000 $205,000,000 $105,000,000 $5,000,000 J General Fund Special Revenue Capital Projects Debt Service Fund Enterprise Fund Funds Funds Budget Summary he FY 18/19 iii FY 19/20 u FY 20/21 ▪ FY 21/22 The overall budget for FY 2021/22 is presented in Table 18 by summarized line items, Table 19 by operating and capital classifications, and Table 20 by fund type. Highway, regional arterial, rail, and regional conservation program projects expenditures are summarized in Table 21. 35 Table 18 — Budget Comparative by Summarized Line Item FY 2020-2022 FY 19/20 FY 20/21 FY 20/21 Actual • Revised Budget Projected FY 21/22 Budget Dollar Change Percent Change Revenues Measure A Sales Tax $ 195,036,300 LTF Sales Tax 100,283,600 STA Sales Tax 27,796,500 Federal Reimbursements 34,120,400 State Reimbursements 109,840,500 Local Reimbursements 3,659,100 TUMF Revenue 23,257,900 Tolls, Penalties, and Fees 56,434,000 Other Revenue 566,600 Investment Income 18,491,600 TOTAL Revenues 569,486,500 Expenditures/Expenses Personnel Salaries and Benefits Professional and Support Professional Services Support Costs TOTAL Professional and Support Costs Projects and Operations Program Operations Engineering Construction Design Build Right of Way/Land Operating and Capital Disbursements Special Studies Local Streets and 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 (deficiency) of Revenues over (under) Expenditures/Expenses Other Financing Sources (Uses) Transfers In Transfers Out Debt Proceeds TIFIA Loan Proceeds Bond Premium Payment to Escrow Agent Net Financing Sources (Uses) Excess (deficiency) of Revenues over (under) Expenditures/Expenses and Other Financing Sources (Uses) 18,190,100 10,409,400 8,899,600 $ 210,000,000 105,000,000 28,915,700 103,535,700 149,063,600 20, 716,100 11,000,000 31,718,600 549,100 3,545,500 664,044,300 $ 210,000,000 105,000,000 19,015,100 71, 624, 500 140,552,600 14,930,600 11,000,000 44,545,700 582,400 6,462,500 623,713,400 $ 210,000,000 $ 105,000,000 23,862,200 107,438, 700 210,931,000 21,657,800 11,000,000 65,123, 700 657,300 910,100 756,580,800 13,146,000 13,035,100 16,213,200 20, 872,400 12, 744, 800 19, 265,800 16,110,400 10,444,900 16,957,000 19,309,000 36,982,800 22,888,500 10,969,300 74,650,500 143,977,800 52,766,300 125,896,800 482,900 58,983,400 14,544,800 39,249,300 30,450,200 206,182,700 100,615,600 57,738,700 138,032,200 1,403,000 63,725,100 33,753,000 23,189,700 36,222,800 31,794,400 17,366,100 132,862,700 60,650,100 32,227,600 88,233,300 150,000 63,725,100 30,000,000 41,120,600 26,462,300 266,474,600 97,959,000 67,546,600 155,500,400 2,021,000 63,702,300 30,000,000 (5,053,500) 3,903,000 61,867,400 941,700 33,405,100 108,200 2,635,400 92,536,500 3,067,200 0% 0% - 17% 4% 42% 5% 0% 105% 20% - 74% (1,606,600) 846,600 (760,000) 1,871,300 (3,987,900) 60,291,900 (2,656,600) 9,807,900 17,468,200 618,000 (22,800) (3,753,000) 14% 23% -8% 5% - 2% 5% -13% 29% - 3% 17% 13% 44% 0% - 11% 505,160,300 671,149,800 457,009,300 750,786,800 27,253,700 28,495,000 28,495,000 49,631,300 48,143,900 48,453,600 518,386,600 60,335,600 2,883,400 79,637,000 489,891,600 12,191,700 2,883,400 504,966,700 277,100 12% 1719% 25% N/A 76,885,000 4,214,700 76,638,900 76,948,600 581,605,600 6,082,600 4,212,600 6,359,700 659% 5% 623,759,100 804, 000,100 574,395, 300 1,391,188,100 587,188,000 73% (54,272,600) (139,955,800) 49,318,100 (634,607,300) (494,651,500) 146,618,000 (146,618,000) 111,301,900 179, 922, 600 (179,922,600) 153,100,800 (153,100,800) 47,371,900 15,661,000 196,890,000 (196,890,000) 627,600,000 6,919,000 39,978,000 (147,488,000) 16,967,400 (16,967,400) 627,600,000 (40,452,900) 39,978,000 (147,488,000) 353% 9% 9% N/A -85% N/A N/A 111,301,900 47,371,900 15,661,000 527,009,000 479,637,100 1012% 57,029,300 (92,583,900) Beginning Fund Balance 894,280,200 ENDING FUND BALANCE $ 951,309,500 $ 64,979,100 (107,598,300) (15,014,400) 16% 951,309,500 951,309,500 1,016,288,600 64,979,100 7% 858,725,600 $ 1,016,288,600 $ 908,690,300 $ 49,964,700 6% 36 Table 19 — Operating and Capital Budget FY 2021/22 FY 21/22 FY 21/22 FY 21/22 Operating Budget Capital Budget TOTAL Budget Revenues Measure A Sales Tax $ 29,019,000 $ 180,981,000 $ 210,000,000 LTF Sales Tax 105,000,000 - 105,000,000 STA Sales Tax 23,862,200 - 23,862,200 Federal Reimbursements 18,343,600 89,095,100 107,438,700 State Reimbursements 8,493,500 202,437,500 210,931,000 Local Reimbursements 8,223,400 13,434,400 21,657,800 TUMF Revenue - 11,000,000 11,000,000 Tolls, Penalties, and Fees - 65,123,700 65,123,700 Other Revenue - 657,300 657,300 Investment Income 366,800 543,300 910,100 TOTAL Revenues 193,308,500 563,272,300 756,580,800 Expenditures/Expenses Personnel Salaries and Benefits 10,476,500 5,736,700 16,213,200 Professional and Support Professional Services 9,667,500 9,598,300 19,265,800 Support Costs 6,702,900 10,254,100 16,957,000 TOTAL Professional and Support Costs 16,370,400 19,852,400 36,222,800 Projects and Operations Program Operations 12,491,300 28,629,300 41,120,600 Engineering - 26,462,300 26,462,300 Construction 1,711,000 264,763,600 266,474,600 Design Build - 97,959,000 97,959,000 Right of Way and Land 6,546,100 61,000,500 67,546,600 Operating and Capital Disbursements 154,600,400 900,000 155,500,400 Special Studies 2,021,000 - 2,021,000 Local Streets and Roads - 63,702,300 63,702,300 Regional Arterials - 30,000,000 30,000,000 TOTAL Projects and Operations 177,369,800 573,417,000 750,786,800 Debt Service Principal Payments - 518,386,600 518,386,600 Interest Payments - 60,335,600 60,335,600 Cost of Issuance - 2,883,400 2,883,400 TOTAL Debt Service - 581,605,600 581,605,600 Capital Outlay 1,410,000 4,949,700 6,359,700 TOTAL Expenditures/Expenses 205,626,700 1,185,561,400 1,391,188,100 Excess (deficiency) of Revenues over (under) Expenditures/Expenses Other Financing Sources (Uses) Transfers In Transfers Out Debt Proceeds TIFIA Loan Proceeds Bond Premium Payment to Escrow Agent Net Financing Sources (Uses) Excess (deficiency) of Revenues over (under) Expenditures/Expenses and Other Financing Sources (Uses) Beginning Fund Balance ENDING FUND BALANCE $ 353,490,000 $ 555,200,300 $ 908,690,300 (12,318,200) (622,289,100) (634,607,300) 27,845,500 169, 044, 500 196,890,000 (35,143,600) (161,746,400) (196,890,000) - 627,600,000 627,600,000 6,919,000 6,919,000 - 39,978,000 39,978,000 - (147,488,000) (147,488,000) (7,298,100) 534,307,100 527,009,000 (19,616,300) (87,982,000) (107,598,300) 373,106,300 643,182,300 1,016,288,600 Table 20 — Budget by Fund Type FY 2021/22 FY 21/22 General Fund Special Revenue Capital Projects Debt Service Enterprise TOTAL Budget Revenues Measure A Sales Tax $ $ 210,000,000 $ - $ - $ - LTF Sales Tax 105,000,000 - STA Sales Tax 23,862,200 - Federal Reimbursements 15,700,000 88,929,600 - 2,809,100 - State Reimbursements 3,004,500 207,926,500 - - Local Reimbursements 312,300 20,504,700 - - 840,800 TUMF Revenue 11,000,000 Tolls, Penalties, and Fees - - - 65,123,700 Other Revenue - 559,300 - - 98,000 Investment Income 17,600 663,700 60,300 11,700 156,800 TOTAL Revenues 19,034,400 668,446,000 60,300 2,820,800 66,219,300 Expenditures/Expenses Personnel Salaries and Benefits 6,083,400 8,033,100 - - 2,096,700 Professional and Support Professional Services 5,839,500 8,434,300 4,992,000 Support Costs 3,087,200 5,094,300 - - 8,775,500 TOTAL Professional and Support Costs 8,926,700 13,528,600 13,767,500 Projects and Operations Program Operations 19,509,100 21,611,500 Engineering 26,312,300 - - 150,000 Construction 1,711,000 254,980,600 9,783,000 Design Build 94,399,000 - - 3,560,000 Right of Way/Land 67,546,600 Operating and Capital Disbursements 30,725,000 124,775,400 - - - Special Studies 2,021,000 Local Streets and Roads 63,702,300 - - - Regional Arterials 30,000,000 TOTAL Projects and Operations 34,457,000 681,225,300 - - 35,104,500 Debt Service Principal Payments - - - 29,995,000 488,391,600 Interest Payments 443,400 39,599,300 20,292,900 Cost of Issuance - - - - 2,883,400 TOTAL Debt Service - - 443,400 69,594,300 511,567,900 Capital Outlay 1,230,000 4,949,700 180,000 TOTAL Expenditures/Expenses 50,697,100 707,736,700 443,400 69,594,300 562,716,600 Excess (deficiency) of Revenues over (under) Expenditures/Expenses Other Financing Sources (Uses) Transfers In Transfers Out Debt Proceeds TIFIA Loan Proceeds Bond Premium Payment to Escrow Agent Net Financing Sources (Uses) Excess (deficiency) of Revenues over (under) Expenditures/Expenses and Other Financing Sources (Uses) Beginning Fund Balance ENDING FUND BALANCE $ 15,187,200 $ 664,402,900 $ 60,412,000 $ 11,693,200 $ 156,995,000 (31,662,700) (39,290,700) (383,100) (66,773,500) (496,497,300) 25,036,200 102,259,500 - 69,594,300 (1,618,100) (155,792,200) (16,241,900) (2,809,100) (20,428,700) 627,600,000 6,919,000 - 39,978,000 (147,488,000) 23,418,100 (46,613,700) (16,241,900) 66,785,200 499,661,300 (8,244,600) (85,904,400) (16,625,000) 11,700 3,164,000 23,431,800 750,307,300 77,037,000 11,681,500 153,831,000 $ 210,000,000 105,000,000 23,862,200 107,438,700 210,931,000 21, 657,800 11,000,000 65,123,700 657,300 910,100 756,580,800 16,213,200 19,265,800 16,957,000 36,222,800 41,120,600 26,462,300 266,474,600 97,959,000 67,546,600 155,500,400 2,021,000 63,702,300 30,000,000 750,786,800 518,386,600 60,335,600 2,883,400 581,605,600 6,359,700 1,391,188,100 (634,607,300) 196,890,000 (196,890,000) 627,600,000 6,919,000 39,978,000 (147,488,000) 527,009,000 (107,598,300) 1,016,288,600 $ 908,690,300 38 Table 21— Highway, Regional Arterial, Rail, and Regional Conservation Program Projects FY 2021/22 Description HIGHWAY ENGINEERING 71/91 Connector 91 Express Lanes (details presented in Section 3.4 Toll Operations) 1-15 Express Lanes —Southern Extension 15 COP Mid County Parkway (MCP) MCP I-215/Placentia Avenue Interchange MCP Sweeney mitigation MCP second construction package Riverside County -Santa Ana River Trail Extension (details presented in Section 3.2 Planning and Programming) SR -74 corridor— Ethanac Road SR -79 realignment SR -60 Truck Lanes General (details presented in Section 3.3 Capital Projects) SUBTOTAL HIGHWAY ENGINEERING REGIONAL ARTERIAL ENGINEERING I-15/Railroad Canyon Interchange I-10/Highland Springs Avenue Interchange SUBTOTAL REGIONAL ARTERIAL ENGINEERING RAIL ENGINEERING Moreno Valley March Field station upgrade Riverside layover facility Riverside Downtown station track and platform SUBTOTAL RAIL ENGINEERING TOTAL HIGHWAY, REGIONAL ARTERIAL, AND RAIL ENGINEERING HIGHWAY CONSTRUCTION 15/91 Express Lanes Connector 71/91 Connector 91 COP 91 Project 91 Express Lanes (details presented in Section 3.4 Toll Operations) Hamner Bridge widening 1-15 Express Lanes 1-15/Limonite Interchange Jurupa Avenue grade separation MCP I-215/Placentia Avenue Interchange McKinley Avenue grade separation Pachappa Underpass SR -60 Truck Lanes General (details presented in Section 3.2 Planning and Programming) General (details presented in Section 3.3 Capital Projects) SUBTOTAL HIGHWAY CONSTRUCTION REGIONAL ARTERIAL CONSTRUCTION I-15/Railroad Canyon Interchange Various Western County MARA and TUMF regional arterial projects SUBTOTAL REGIONAL ARTERIAL CONSTRUCTION RAIL CONSTRUCTION Moreno Valley -March Field station upgrade Riverside layover facility Other Riverside Downtown station mobility improvements (costs and details presented in Section 3.2 Rail) SUBTOTAL RAIL CONSTRUCTION TOTAL HIGHWAY, REGIONAL ARTERIAL, AND RAIL CONSTRUCTION $ 1,380,000 150,000 6,500,000 4,300,000 155,000 211,000 10,000 4,000,000 1,821,000 1,041,800 125,000 50,000 3,050,000 22,793,800 195,500 1,158,000 1,353,500 200,000 115,000 2,000,000 2,315,000 26,462,300 $ 4,840,000 5,739,000 16,049,000 1,471,000 9,783,000 26,238,500 9,591,000 10,000 38,000,000 22,295,600 51,000,000 6,129,000 45,000,000 311,000 45,000 236,502,100 12,900,000 5,557,500 18,457,500 9,815,000 300,000 1,400,000 11,515,000 $ 266,474,600 39 Description HIGHWAY DESIGN BUILD 15/91 Express Lanes Connector 91 COP 91 Express Lanes (details presented in Section 3.4 ToII Operations) 91 Project 1-15 Express Lanes 1-15 Express Lanes - Northern Extension TOTAL HIGHWAY DESIGN BUILD HIGHWAY RIGHT OF WAY AND LAND 60/215 East Junction high occupancy vehicle (HOV) lane connectors 71/91 Connector 91 Project 91 COP Jurupa Avenue grade separation MCP MCP I-215/Placentia Avenue Interchange SR -60 Truck Lanes Pachappa Underpass Riverside County -Santa Ana River Trail Extension (details presented in Section 3.2 Planning and Programming) SR -74/I-15 to 7th Street SR -91 NOV lanes/Adams Street to 60/91/215 interchange General (details presented in Section 3.3 Capital Projects) SUBTOTAL HIGHWAY RIGHT OF WAY AND LAND REGIONAL ARTERIAL RIGHT OF WAY AND LAND I-15/Railroad Canyon Interchange I-10/Highland Springs Avenue Interchange Various Western County MARA and TUMF regional arterial projects SUBTOTAL REGIONAL ARTERIAL RIGHT OF WAY AND LAND RAIL RIGHT OF WAY AND LAND Riverside layover facility Riverside Downtown station track and platform Moreno Valley- March Field rail upgrades General SUBTOTAL RAIL RIGHT OF WAY AND LAND REGIONAL CONSERVATION RIGHT OF WAY AND LAND Regional Conservation acquisition consultant costs (details presented in Section 3.2 Regional Conservation) TOTAL HIGHWAY, REGIONAL ARTERIAL, RAIL, AND REGIONAL CONSERVATION RIGHT OF WAY AND LAND GRAND TOTAL HIGHWAY, REGIONAL ARTERIAL, RAIL, AND REGIONAL CONSERVATION PROGRAMS $ 85,697,000 201,000 3,560,000 978,000 7,323,000 200,000 $ 97,959,000 $ 5,000 1,150,000 12,420,000 146,000 2,000,000 8,300,000 28,275,000 120,000 110,000 155,000 5,000 15,000 676,100 53,377,100 30,000 10,000 11,045,000 11,085,000 2,000 2,400,000 30,000 152,500 2,584,500 500,000 $ 67,546,600 S 458,442,500 40 Gann Appropriations Limit In November 1979, the voters of the State approved Proposition 4, commonly known as the Gann Initiative (Gann). The proposition created Article XIIIB of the State Constitution, placing limits on the amount of revenue that can be spent by public agencies from the "proceeds of taxes." In 1980, the State Legislature added Section 7910 to the Government Code, providing that the governing body of each local jurisdiction must establish, by resolution, an appropriations limit for the following year. The appropriations limit for any fiscal year is equal to the previous year's limit adjusted for population changes and changes in 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. 21-010 on June 1 1, 2021, establishing appropriations limits for the Commission at $542,714,188. The FY 2021/22 budget appropriated $272,699,000 in taxes for the Commission, falling well within the limits set by the Gann. Based on historic trends and future projections, it appears the Commission's use of the proceeds of taxes, as defined by Article XIIIB, will continue to fall below the appropriations limit. The calculation for the FY 2021/22 appropriations limit is as follows: IFY 2020/21 Appropriations Limit $509,885,755 1FY 2021/22 adjustment: x 1.0643839 •Change in California per capita personal income 1.0573% ((5.73+ 100) / 100 = 1.0573) •Change in Population, Riverside County •Calculation of factor for FY 2019/20 1.0067% ((0.67 + 100) / 100 = 1.0067) 1.0573 x 1.0067 = 1.0643839 IFY 2021/22 Appropriations Limit $542,714,188 •$509,885,755 x 1.0643839 = $542,714,1 88 Source: California per capita income - California Department of Finance Population, Riverside County - California Department of Finance 41 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. Financial Plannin Balanced Budget Administration Retirement Benefits Capital Projects Revenues RCTC adopts an annual budget in which operating and capital expenditures and other financing uses are equal to or less than identified revenues and other financing sources as well as available fund balances. Allocations from local and state sources and toll operations fund administrative costs, including salaries and benefits. o Administrative salaries and benefits cannot exceed 1% of Measure A sales tax 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 policies as well as debt agreements. Sales Tax Tolls Funding Sources Sale of Properties RCTC prepares annual and mid -year revised revenue projections to ensure use of current and relevant data; staff may adjust amounts during the budget process to reflect the most current economic trends. RCTC-adopted policies establish congestion pricing in order to optimize throughput on toll facilities while generating revenue to meet all financial commitments related 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 indebtedness of 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 Projects within the corridor that 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 programs that provided the funding sources for the property acquisition. Expenditures/Expenses Priorities Accountability Procurement RCTC reviews established priorities for planning and programming of capital projects annually — — RCTC compares actual expenditures/expenses to the budget on at least a quarterly basis and appropriately notes, explains, and justifies significant deviations. RCTC ensures competitive, transparent, objective, and fair procurement selection processes in accordance with policies adopted on February 10, 2021. 42 Capital and Intangible Assets On a government -wide basis, RCTC records capital and intangible assets at historical costs, estimated historical costs if purchased or constructed, or estimated fair value at date of donation. RCTC maintains such assets in 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 Caltrans or other governmental agency. o RCTC depreciates capital and amortizes intangible assets over the estimated useful life or service concession term. Debt Mana • ement Debt Limitation Management Coverage Issuance Maturity 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 projects based on amounts authorized by the Commission. RCTC maintains and updates the Debt Management Policy, as adopted on March 1 1, 2020, and Interest Rate Swap Policy, as adopted July 12, 2006, for matters related to sales tax revenue and toll -supported indebtedness. RCTC maintains debt coverage ratios of 2.0x on all senior sales tax revenue debt and 1.3x on 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 sales tax revenue debt matures prior to the termination of 2009 Measure A on June 30, 2039; all toll -supported debt matures prior to the expiration of toll facility agreements. Cash Mana • ement Management Receipts Payments Operating Balances RCTC invests funds in order of priority (safety, liquidity, and yield) in accordance with the Investment Policy, adopted on August 12, 2020, 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/consultants in 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 Reporting Audits RCTC maintains an ERP system that integrates project and toll operations accounting needs and improves accounting efficiency. RCTC issues an annual financial report; separate financial reports for the LTF, STA, Proposition 1B Rehabilitation 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 recipients for compliance and other matters in a timely manner. 43 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 is related to toll operations, multimodal programs (transit planning, rail operations, and commuter and motorist assistance services), and regional conservation. Management services, consisting of executive management, administration, external affairs, and finance, provide support to both capital and operating programs and projects. Chart 9 depicts the organization of the Commission's oversight and management functions. Chart 9 - Functional Organization Chart FY 2021/22 RCTC Board of Commissioners RCA Board of Directors Policy Committees • WRC Programs & Projects • Toll Policy & Operations • Budget& Implementation Advisory Committees • Technical Advisory • Citizens Advisory Executive Committee Legal Counsel Executive Management Administration A Clerk of the Board & Board Relations Claims Administration Human Resources — Office & Records Management _ Information Technology Budget Development Contract Management & Procurement Disadvantaged Business Enterprise Financial Management Insurance Administration Investment Management Debt Management External Affairs Goods Movement Legislative Advocacy & Analysis Media Relations — Public Information & Communications M ult imodal Pro rams Call Box Program — Commuter Assistance Capital Project Development & Delivery Congestion Management — Highway & Rail Capital Programs — Freeway Service - New Corridors Patrol — Rail Operations — Transit Planning — Property Management Regional Transportation Plan _ State Transportation Improvement Proaram — TUMF Program - Station Maintenance Toll System L Development MSHCP Operations Financing Region Chart 10 illustrates the relationship between the Commission's functional management or departments and the Commission's fund structure. 44 Chart 10 - Relationship of Functional Management and Fund Structure Special Revenue Capital Debt Service Functional Management/Department General Fund Fund Projects Fund Fund Management Services Executive Management Administration External Affairs Finance Regional Programs Planning and Programming Services X Rail Maintenance and Operations X Public and Specialized Transit X Commuter Assistance Motorist Assistance Regional Conservation Capital Projects Development and Delivery Toll Operations Enterprise Fund Budget Process X X X X X X X X X X X X X X X X The budget is the primary performance tool used to measure and control accountability of public agencies for taxpayer dollars. The budget communicates to 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 progress on a monthly basis, and it makes revisions and updates as necessary to reflect changing dynamics and accommodate unplanned requests. This results in a budget document that is useful and meaningful as a benchmark against which to evaluate government accomplishments and/or challenges and to assess compliance with fiscal accountability. The budget process consists of six primary tasks conducted in phases throughout the fiscal year. Chart 11 illustrates the budget process for the development of the FY 2021/22 budget and monitoring of the FY 2020/21 budget. Each task is summarized below. Chart 11 - Bud et Process ID Task Name Duration 2020 2021 J A I S I O I N D J I F I M A M I J 1 Short Term Strategic Direction Phase 140 days y 2 Resource Identification and Allocation Phase 200 days y 3 Needs Assessment Phase 120 days 4 Development and Review Phase 150 days y 5 Adoption and Implementation Phase 60 days 6 Budget Roles and Responsibilities 366 days y Short -Term Strategic Direction Phase The first phase of the budget process is to 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 as updated and discussed in the Capital Project Development and 45 Delivery department section. Annually a workshop is held for the Board to evaluate and determine where the Commission plans to be and what it desires to accomplish over the next five to ten years; however, due to COVID-19, the Commission did not have a 2021 workshop. 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 assess actual results, compared to the current year budget, and map changes in strategy for the ensuing fiscal year. Additionally staff reviews and, if necessary, updates Commission goals and departmental mission statements. Those goals, upon review by the Board, become the Commission's short-term strategic direction. Resource Identification and Allocation Phase Simultaneous with the short-term strategic direction phase, staff focuses on available funding sources and estimated carryover amounts from the current year. The Commission analyzes its fund balances, the excess of fund assets over fund liabilities, for available appropriation in the following fiscal year. In actuality, resource identification occurs throughout the year, but it is finalized 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 projects by acceleration or postponement. The Commission may add new projects or delete existing priorities. Development and Review Phase Using all the data and information gathered from the previously mentioned stages, department managers submit their desired budgets to the Finance Department. Finance staff compiles the information, along with staff and overhead allocations, into a preliminary or draft budget. After review by the Executive Director and inclusion of the desired changes, staff presents the draft budget to the Board for input. Adoption and Implementation Phase Staff submits the proposed budget to the Commission no later than its June meeting, and the Commission conducts a public hearing to allow for public comment on the proposed budget. The Commission may choose, after the public hearing, to adopt the budget or to request additional information and/or changes to the budget. The budget, including the salary schedule, must be adopted no later than June 15 of each year. Upon adoption by the Commission, staff enters the budget into the ERP system effective July 1 for the next fiscal year. Budget Roles and 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 46 components and submits those budgets, by program, to the department director for review and concurrence. While all departments have operating components, Rail station operations and maintenance and Toll Operations represent the Commission's primary operation functions that consider long-range planning. Details on these operations are included in the Rail and Toll Operations department sections, respectively. The department managers submit their budgets to the Chief Financial Officer by mid -March, and the Finance Department compiles the department budgets. Both the capital and operating budgets are combined into the draft budget for the entire Commission. The Chief Financial Officer and Executive Director review the entire budget for overall consistency with both the short- and long-term strategic direction of the Commission, appropriateness of funding sources for the identified projects and 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, TUMF, Other Agency Projects, Capital Projects, Debt Service Funds, and Enterprise Fund) for each 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/expenses cannot legally exceed the appropriated amount). Budget -to -actual reports are available to program managers and directors on a real-time basis through the ERP system for informational and management purposes, including identification and evaluation of any significant budget variations. During the fiscal year, management has the discretion to transfer budgeted amounts within the financial responsibility unit according to function or may provide support for supplemental budget appropriations requests. Supplemental budget appropriation requests require 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 annual financial report in the final budget amounts reported in the budgetary schedules. 47 Fund Budgets Budgetary Basis The Commission accounts for its budgeted funds using the modified and current financial resources measurement focus for governmental funds and the accrual basis of accounting and the economic resources measurement focus for enterprise funds. The basis of accounting is the same as the basis of budgeting. The Commission recognizes governmental fund revenues when measurable and available to meet current year obligations. Such 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 expenses are 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 2021/22 budget. Chart 12 - Total Sources and Uses by Fund Type FY 2021/22 60.00% 50.00% 40.00% 30.00% - 20.00% - 10.00% - 0.00% 3% 3% 50% 48% 0% 1% 4% 4% 45% 42% General Fund Special Revenue Funds Capital Projects Funds Fund Structure Debt Service Fund Enterprise Fund Id Total Sources NTotal Uses The Commission accounts for its sources and uses in 33 funds (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's funds are budgeted. There are three funds reported in the General fund and 25 in the special revenue funds. Two capital projects funds are used to account for capital project expenditures financed with short- or long-term debt proceeds. The Commission has one debt service fund to account for debt -related activity. In addition, the Commission has two enterprise funds to account for the RCTC 91 Express Lanes and 15 Express Lanes operations. 48 Chart 13 - Budgeted Funds Structure FY 2021/22 General Fund • Administration — •Rail Operations • Planning & Programming General Fund Overview Special Revenue Funds 1989 Measure A •Western County • Highway 2709 Measure A • Western County • Highways • Local Streets & Roads • Public Transit • Spedalized Transit • Bus Transit • Rail Transit & Maintenance • Commuter Assistance • New Corridors •Bond Financing • Reg ona I Arteria Is • Economic Development • Coo chella Valley • Highway & Regiona I Arterials • Lo uIStreets&Roads • Specia Iized Transit • Palo Verde Valley • Lo uIStreets&Roads • FSP • SAFE • Local Transportation Funds • State Transit Assistance • State of Good Repair - •TUMF • Coachella Valley Rail • Other Agency Projects Fund • Regiona I Conservation • SB132 Capital Projects Funds • Commercial Paper • Sales Tax Bonds Enterprise Funds • 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 for separately. For many public agencies, the General fund is the largest fund; however, it is less significant for the Commission. The Commission's largest revenue source is Measure A, a locally levied sales tax that legally must be accounted for separately in special revenue funds. In addition to Commission administration and general operations, other General fund activities include commuter rail operations as well as planning and programming. Table 22 presents the FY 2021/22 budget for the General fund, followed by a discussion of significant components of the budget. 49 Table 22 - General Fund FY 2020 - 2022 FY 19/20 FY 20/21 FY 20/21 FY 21/22 Dollar Percent Actual Revised Budget Projected Budget Change Change Revenues Federal Reimbursements $ 3,922,400 22,000,000 $ 17,006,600 $ 15,700,000 $ (6,300,000) -29% State Reimbursements 1,416,100 3,581,400 2,097,400 3,004,500 (576,900) -16% Local Reimbursements 865,500 101,700 901,300 312,300 210,600 207% Other Revenue 3,400 - - - N/A Investment Income 285,100 131,600 114,700 17,600 (114,000) -87% TOTAL Revenues 6,492,500 25,814,700 20,120,000 19,034,400 (6,780,300) -26% Expenditures Personnel Salaries and Benefits 9,801,700 5,656,100 5,545,000 6,083,400 427,300 8% Professional and Support Professional Services 4,104,600 6,579,900 4,353,300 5,839,500 (740,400) -11% Support Costs 2,044,600 4,013,100 1,992,900 3,087,200 (925,900) -23% TOTAL Professional and Support Costs 6,149,200 10,593,000 6,346,200 8,926,700 (1,666,300) -16% Projects and Operations Program Operations 18,900 2,000 - - (2,000) -100% Construction 865,000 1,285,000 535,000 1,711,000 426,000 33% Operating and Capital Disbursement 22,714,100 35,986,500 32,011,500 30,725,000 (5,261,500) -15% Special Studies 481,200 1,403,000 150,000 2,021,000 618,000 44% TOTAL Projects and Operations 24,079,200 38,676,500 32,696,500 34,457,000 (4,219,500) -11% Debt Service Principal Payments 8,700 - - - - N/A Interest Payments 7,100 N/A TOTAL Debt Service 15,800 - - - - N/A Capital Outlay 261,300 1,318,300 161,600 1,230,000 (88,300) -7% TOTAL Expenditures 40,307,200 56,243,900 44,749,300 50,697,100 (5,546,800) -10% Excess (deficiency) of Revenues over (under) Expenditures (33,814,700) (30,429,200) (24,629,300) (31,662,700) (1,233,500) 4% Other Financing Sources (Uses) Transfers In 32,001,200 27,129,200 24,127,800 25,036,200 (2,093,000) -8% Transfers Out (1,448,500) (2,247,200) (1,929,000) (1,618,100) 629,100 -28% Net Financing Sources (Uses) 30,552,700 24,882,000 22,198,800 23,418,100 (1,463,900) -6% Excess (deficiency) of Revenues over (under) Expenditures and Other Financing Sources (Uses) (3,262,000) (5,547,200) (2,430,500) (8,244,600) (2,697,400) 49% Beginning Fund Balance 29,124,300 25,862,300 25,862,300 23,431,800 (2,430,500) -9% ENDING FUND BALANCE $ 25,862,300 $ 20,315,100 $ 23,431,800 $ 15,187,200 $ (5,127,900) -25% The sources for the General fund (Chart 14) consist of: • Various federal and state reimbursements for planning activities and commuter rail station operations; • Investment income; • Transfers from various funds for the allocation of administrative costs; • Transfers of LTF sales tax revenues for planning, programming, and monitoring (PPM) activities; and • Transfers of LTF Article 4 allocations for commuter rail operations and capital. 50 Chart 14 - General Fund Sources FY 2021/22 Transfers In 57% Federal Reimbursements 35% State Reimbursements 7% Local Reimbursements 1% Federal reimbursements relate to rail station preventative maintenance and PVL operations. State reimbursements include station mobility improvements and PVL operations, as well as STIP funds for PPM activities. Local reimbursements relate to station operations and maintenance activities. The Commission allocates and transfers to the General fund a portion of LTF sales tax revenues for administration, planning and programming, and rail transit operations and capital for the following purposes: • General fund administration allocations funded with LTF sales tax revenues of $115,200 in FY 2021/22 and is comparable to the prior year. • State law sets planning allocations at 3% of estimated LTF sales tax revenues. The FY 2021/22 budget for planning allocations is $3,150,000. The FY 2020/21 revised budget of $3,423,000 includes the effect of the mid -year projection adjustment that includes the unapportioned carryover amount, which is not determined until after the prior year's fiscal year end, and revised revenue projections. • LTF sales tax revenues of $992,900 in FY 2021/22 will fund General fund allocations for planning, programming, and regional activities. • Commuter rail operating and capital needs determine the amount of LTF allocations to the extent that revenues and reserved fund balance are available. The FY 2021/22 budget includes $9,000,000 in LTF allocations primarily to fund operating contribution expenditures to SCRRA. The Commission allocates administrative costs based on a cost allocation plan and recognizes reimbursements to the General fund from other funds as transfers in. The FY 2021/22 General fund administrative allocation of $5,251,500 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 salaries and benefits). Administrative transfers in from STA, TUMF, motorist assistance, toll operations, SB 132, regional conservation, and other agency project funds of $6,526,600 in FY 2021/22 increased slightly from $6,41 1,200 in FY 2020/21 due to increased level of activity requiring administrative support. 51 Chart 15 — General Fund Uses FY 2021/22 Capital Outlay 2% Projects and Operations 66% Transfers Out 3% Personnel Salaries and Benefits 12% Professional Services 11% Support Costs 6% Chart 15 depicts General fund uses. Personnel salaries and benefits expenditures increased $427,300 due to the net change in allocation of FTEs, the addition of the Community Engagement Manager, additional staff positions related to regional conservation and to maintain management services levels for a full year, a 4% pool for performance merit -based salary increases, and an annual salary range adjustment. Professional costs decreased 11% compared to the prior year due to completion of the Traffic Relief Plan, as well as refocusing rail operations planning efforts. Support costs decreased 23% primarily due to completion of the public engagement program related to the Traffic Relief Plan. Construction expenditures include Riverside Downtown station mobility improvements. The FY 2021/22 operating and capital disbursements budget includes allocations of $29,150,000 for the Metrolink commuter rail subsidy and $1,575,000 for planning operating disbursements. Special studies expenditures include transit -oriented communities, pass area transit, truck impact, and next generation rail studies. Capital outlay expenditures decreased 7% due to information technology upgrades and station improvements in the prior year. Transfers out include $1,618,100 to the General fund for administration from rail operations and planning and programming activities. 52 Special Revenue Funds Overview The Commission's special revenue funds are legally restricted as to use for Measure A projects and programs, TUMF projects, motorist assistance services, regional conservation, other agency project coordination, and funding transit operations and capital in the County. Table 23 is a summary of the special revenue funds' budgets, and Tables 24 through 36 present the individual budgets along with respective discussions. Table 23 - Special Revenue Funds FY 2020 - 2022 FY 19/20 FY 20/21 FY 20/21 FY 21/22 Dollar Percent Actual Revised Budget Projected Budget Change Change Revenues Measure A Sales Tax LTF Sales Tax STA Sales Tax Federal Reimbursements State Reimbursements Local Reimbursements TUMF Revenue Other Revenue Investment Income TOTAL Revenues $ 195,036,300 $ 210,000,000 $ 210,000,000 100, 283, 600 105,000, 000 105, 000,000 27,796,500 28,915,700 19,015,100 27,386,300 78,704,100 51,805,800 108, 424, 400 145, 482, 200 138, 455, 200 2,793,500 20,614,400 13,976,900 23,257,900 11,000,000 11,000,000 556,900 525,000 558,300 10,994,500 2,301,800 3,713,500 496,529,900 602,543,200 553,524,800 Expenditures Personnel Salaries and Benefits 7,602,200 6,125,900 6,126,100 Professional and Support Professional Services 4,963,100 8,219,600 5,307,200 Support Costs 3,533,700 6,521,200 4,989,300 TOTAL Professional and Support Costs 8,496,800 14,740,800 10,296,500 Projects and Operations Program Operations 15,579,200 20,364,100 16,669,900 Engineering 10,969,300 30,450,200 17,366,100 Construction 73,759,500 203,617,700 131,327,700 Design Build 143,784,400 99,995,600 60,030,100 Right of Way 52,766,300 57,738,700 32,227,600 Operating and Capital Disbursements 103,182,700 102,045,700 56,221,800 Special Studies 1,700 Local Streets and Roads 58,983,400 63,725,100 63,725,100 Regional Arterials 14,544,800 33,753,000 30,000,000 TOTAL Projects and Operations 473,571,300 611,690,100 407,568,300 Capital Outlay 3,536,100 4,456,000 4,047,700 TOTAL Expenditures 493,206,400 637,012,800 428,038,600 Excess (deficiency) of Revenues over (under) Expenditures 3,323,500 (34,469,600) 125,486,200 Other Financing Sources (Uses) Transfers In Transfers Out TIFIA Loan Proceeds Net Financing Sources (Uses) Excess (deficiency) of Revenues over (under) Expenditures and Other Financing Sources (Uses) 44,991,000 (112,956,000) 111,301,900 43,336,900 80,599,000 (148,678,100) 47,371,900 (20,707,200) 59,454,000 (134,953,400) 15,661,000 (59,838,400) 46,660,400 (55,176,800) 65,647,800 Beginning Fund Balance 637,999,100 684,659,500 684,659,500 ENDING FUND BALANCE $ 684,659,500 $ 629,482,700 $ 750,307,300 $ 210,000,000 105,000,000 23,862,200 88,929,600 207,926,500 20, 504, 700 11,000,000 559,300 663,700 668,446,000 8,033,100 8,434,300 5,094,300 13,528,600 19,509,100 26,312,300 254,980,600 94,399,000 67,546,600 124,775,400 63,702,300 30,000,000 681,225,300 4,949,700 707, 736, 700 (39,290,700) 102,259,500 (155, 792, 200) 6,919,000 (46,613,700) (85,904,400) 750,307,300 $ 664,402,900 0% 0% (5,053,500) -17% 10,225,500 13% 62,444,300 43% (109,700) -1% 0% 34,300 7% (1,638,100) -71% 65,902,800 11% 1,907,200 31% 214,700 3% (1,426,900) -22% (1,212,200) -8% (855,000) -4% (4,137,900) -14% 51,362,900 25% (5,596,600) -6% 9,807,900 17% 22,729,700 22% N/A (22,800) 0% (3,753,000) -11% 69,535,200 493,700 11% 11% 70,723,900 11% (4,821,100) 14% 21,660,500 27% (7,1 14,100) 5% (40,452,900) -85% (25,906,500) 125% (30,727,600) 56% 65,647,800 10% $ 34,920,200 6% The Commission accounts for Measure A and LTF sales taxes, STA allocations, Western County TUMF, state budgetary allocations, and vehicle registration fees in the 25 special revenue funds. Federal, state, and local reimbursements and transfers in consisting principally of debt proceeds supplement the Measure A sales tax revenues. Chart 16 illustrates the various special revenue fund sources. 53 Chart 16 - Special Revenue Funds Sources FY 2021/22 Debt Proceeds Transfers In_ 1% 13% TUMF Revenue 1% Local Reimbursements 3% State Reimbursements 27% Federal Reimbursements 11% Measure A Sales Tax 27% LTF Sales Tax 14% STA Sales Tax 3% The Commission expends special revenue funds' resources on: • County highway, rail, regional arterial, and new corridors engineering, right of way acquisition, construction, and design -build; • Local streets and roads maintenance, repair, and construction; • Economic development incentives; • Sales tax bond financing; • Bicycle and pedestrian facilities; • Education and incentive programs to encourage use of alternate modes of transportation; • Special social service transportation programs; • Public transit operations and capital needs; • Motorist towing and freeway call box assistance; and • Regional conservation management. As shown in Chart 17, projects and operations expenditures represent the primary use of special revenue fund resources. Chart 17 - Special Revenue Funds Uses FY 2021/22 Personnel Salaries and Benefits 1% Transfers Out 18% Professional Services 1% Support Costs 1% Projects and Operations 79% 54 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 Palo Verde Valley Coachella 1% Valley -- 21% Western County 78% Since the 1989 Measure A terminated on June 30, 2009, the remaining 1989 Measure A Western County fund will be closed upon the completion of the specific highway projects. With the commencement of the 2009 Measure A on July 1, 2009, 14 funds will be in existence for the 30 - year term. These funds account for all Measure A project and program expenditures and transfers of debt service for capital projects. The Measure A special revenue funds expend monies on capital construction and improvements to highways, commuter rail, regional arterials, new corridors, and local streets and roads. Funding is also reserved for commuter assistance, public and specialized transit, and economic development incentives programs as well as bond financing costs. The Commission is a self-help county, and, as such on major highway projects, the Commission supplements the State's spending. Upon completion of most highway projects, Caltrans takes over the maintenance and operations of the projects. The Commission pledged all Measure A sales tax revenues as security for the Commission's senior sales tax revenue bonds and subordinate commercial paper notes. Debt service on the bonds is recorded in the Sales Tax Bonds debt service fund, and Measure A special revenue funds provide most of the resources for debt service through transfers out. Western County Measure A Funds The Western County Measure A special revenue funds account for Western County's approximately 78% share of the Measure A sales tax. As demonstrated in Table 24, most of the Commission's reimbursements flow through these funds, since the sales tax leverages state and federal dollars. 55 Table 24 - Western County Measure A Funds FY 2020 - 2022 FY 19/20 FY 20/21 FY 20/21 FY 21/22 Actual Revised Budget Projected Budget Dollar Change Percent Change Sources Measure A Sales Tax Bond Financing Commuter Assistance Economic Development Incentives Highways Local Streets and Roads New Corridors Public Bus Transit Rail Regional Arterials Specialized Transit Total Measure A Federal Reimbursements State Reimbursements Local Reimbursements Other Revenue Investment Income Transfers In TIFIA Loan Proceeds TOTAL Sources Uses Personnel Salaries and Benefits Professional Services Support Costs Projects and Operations Program Operations Engineering Construction Design Build Right of Way Operating and Capital Disbursements Special Studies Local Streets and Roads TOTAL Projects and Operations Debt Service Capital Outlay Transfers Out TOTAL Uses Excess (deficiency) of Sources over (under) Uses $ 12,242,900 $ 13,182,000 $ 13,182,000 $ 13,187,000 $ 5,000 2,267,200 2,441,000 2,441,000 2,442,000 1,000 1,813,800 1,953,000 1,953,000 1,954,000 1,000 46,251,000 49,800,000 49,800,000 49,812,000 12,000 43,983,800 47,358,000 47,358,000 47,376,000 18,000 16, 777,300 18, 065, 000 18, 065, 000 18, 071,000 6,000 2,312,500 2,490,000 2,490,000 2,491,000 1,000 9,250,200 9,960,000 9,960,000 9,963,000 3,000 13,603,200 14,647,000 14,647,000 14,652,000 5,000 3,854,200 4,149,000 4,149,000 4,152,000 3,000 152,356,100 164,045,000 164,045,000 164,100,000 55,000 26,850,300 78,504,100 51,605,800 88,929,600 10,425,500 25,530,000 42,435,800 40,397,100 34,523,100 (7,912,700) 1,642,300 16,778,400 10,655,300 12,036,300 (4,742,100) 531,700 491,000 540,300 541,300 50,300 4,159,600 775,200 1,125,500 259,600 (515,600) 41,635,400 75,342,900 54,516,100 57,753,200 (17,589,700) 111,301,900 47,371,900 15,661,000 6,919,000 (40,452,900) 364,007,300 425,744,300 338,546,100 365,062,100 (60,682,200) 0% 0% 0% 0% 0% 0% 0% 0% 0% 0% 0% 13% - 19% - 28% 10% - 67% -23% -85% -14% 6,385,000 3,805,000 3,804,700 3,768,500 (36,500) -1% 2,853,300 5,389,500 3,331,900 5,510,300 120,800 2% 3,257,300 6,050,900 4,764,000 4,772,000 (1,278,900) -21% 11,012,200 13,101,900 10,984,600 12,046,500 (1,055,400) -8% 8,937,300 20,660,200 9,369,100 22,857,800 2,197,600 11% 53,982,500 161,381,000 96,243,400 121,992,100 (39,388,900) -24% 113,623,200 54,025,600 14,961,100 8,702,000 (45,323,600) -84% 12,622,900 28,657,100 6,755,600 44,833,000 16,175,900 56% 9,187,900 7,124,500 2,602,700 13,400,000 6,275,500 88% 1,700 - N/A 43,755,300 47,242,700 47,242,700 47,260,700 18,000 0% 253,123,000 332,193, 000 188,159,200 271,092,100 (61,100,900) -18% 3,536,100 4,456,000 4,047,700 4,949,700 493,700 11% 84,998,500 109,345,100 108,344,900 104,840,700 (4,504,400) -4% 354,153,200 461,239,500 312,452,400 394,933,300 (66,306,200) -14% $ 9,854,100 $ (35,495,200 $ 26,093,700 $ (29,871,200) $ 5,624,000 -16% The budgeted Western County Measure A sales tax is comparable to the prior year. Taxable sales changes between jurisdictions within the County also periodically affect the geographic allocation formula from year to year. Federal reimbursements for highway and rail projects are higher in the FY 2021/22 budget and relate primarily to funding from the Federal Transit Administration (FTA), Congestion Mitigation and Air Quality (CMAQ), Surface Transportation Block Grant (STBG), CARES Act, and Federal Emergency Management Agency. The 13% increase in federal reimbursements is primarily attributable to activity on the SR -60 Truck Lanes project, 91 COP, 71/91 Connector project, 1-15 Express Lanes -Southern Extension project, MCP second construction contract package, and station rehabilitation and improvement projects. State reimbursements are lower by 19% compared to the FY 2020/21 budget and reflect funding from STIP, State Highway Operations and Protection Program (SHOPP), and SB 1 Local Partnership Program (LPP) for the SR -60 Truck Lanes project, 15/91 Express Lanes Connector project, 71/91 Connector project, MCP I-215/Placentia Avenue Interchange project, and various Western County SB 132 Riverside County Transportation Efficiency Corridor projects. Local reimbursements are lower by 28% compared to the FY 2020/21 budget and reflects lower funding for the 91 COP from the Orange County Transportation Authority (OCTA). Other revenue is higher by 10% from the prior year and is attributable to property management lease revenues. Investment income decreased 67% compared to the previous year's budget due 56 to extremely conservative investment yield projections in FY 2021/22. As in prior years, a significant portion of transfers in consists of sales tax revenue bonds proceeds of $10,334,300 to fund the 1-15 Express Lanes project. Other significant transfers in include: • $5,907,600 from sales tax revenue bonds proceeds to fund for the 15 COP; • $10,000,000 from the 2009 Measure A bond financing fund to fund a portion of Western County debt service; • $1 1,779,000 from the TUMF Community Environmental Transportation Acceptability Process (CETAP) fund for the MCP I-215/Placentia Avenue Interchange project and second construction contract package; • $530,300 from the 2009 Measure A Western County new corridors fund for the 71/91 Connector project; • $8,218,600 from the 2009 Measure A Western County new corridors fund for its share of the MSHCP debt service obligation; • $3,522,300 from the TUMF CETAP fund for its share of the MSHCP debt service obligation; • $2,809,100 from the Debt Service fund for Build America Bonds (BABs) subsidy payments; • $2,337,000 from the SGR fund for a station rehabilitation and improvement project; • $1,900,000 from the STA fund for a station rehabilitation and improvement project; • $360,000 from the SAFE fund for a Next Generation TDM study; and • $55,000 from the 2009 Measure A Western County commuter assistance fund for the Smart Freeway project. TIFIA loan proceeds of $6,919,000 will fund eligible 1-15 Express Lanes project expenditures. Personnel salaries and benefits expenditures decreased 1% and is comparable to the prior year. Measure A Western County professional services expenditures in FY 2021/22 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 2% increase in FY 2021/22 reflects the activity in legal 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 decreased $1,278,900, or 21%, from the prior year due to prior year additional station maintenance, including COVID-19 sanitation, as well as increased station general business insurance. General program operations comprise the program management with outside consultants for the highway and rail capital and commuter assistance programs, permits required for capital projects, and subsidies and certificates for the commuter assistance program. Such levels of operations typically fluctuate as project activities transition to another phase. Many of the Commission's Western County rail and highway projects funded by Measure A have been in various phases of engineering, construction, design -build, and right of way activity. The Commission expects engineering and right of way to increase 11% and 56%, respectively, due to the MCP second construction contract package, 1-15 Express Lanes - Southern Extension project, 15 COP, station rehabilitation and improvements, and Smart Freeway project. Construction and design -build decreased 24% and 84%, respectively, due to the 1-15 Express Lanes project, 91 COP, and close-out activities on the 91 Project. Right of way acquisition, another major project activity, can be a lengthy process. Right of way acquisition activity, including utilities and railroad relocations, will primarily benefit the MCP and 1- 215/Placentia Avenue Interchange project and closeout of the 91 Project. Operating and capital disbursements increased 88% compared to the FY 2020/21 budget and relate to Western County intercity bus service, specialized transit expenditures, and rail capital funded by Measure A. In FY 2020/21, CARES Act funds provided significant support for transit operations and capital, thereby reducing Measure A disbursements. Local streets and roads, or 57 turn back payments to local jurisdictions and the County, are comparable to the prior year as a result of comparable Measure A sales tax revenues. Capital outlay includes equipment and improvements for the rail program and reflects an 11% increase for station rehabilitation and improvements. Significant transfers out from the Western County Measure A funds include: • Funding for debt service payments of $79,594,300; • $8,218,600 from the 2009 Measure A Western County new corridor fund for its share of the MSHCP debt service obligation; • $11,517,900 from the 2009 Measure A Western County regional arterial fund for the Hamner Bridge widening loan; • $530,300 from the 2009 Measure A Western County new corridors fund for the 71/91 Connector project; • $55,000 from the 2009 Measure A Western County commuter assistance fund for the Smart Freeway project; • $125,000 from the 2009 Measure A Western County highways fund for a TUMF regional arterial project; and • $4,799,600 for the administrative costs allocation. Coachella Valley Measure A Funds These special revenue funds account for Coachella Valley's 21% share of the Measure A sales tax (Table 25). Table 25 - Coachella Valley Measure A Funds FY 2020 - 2022 FY 19/20 FY 20/21 FY 20/21 FY 21/22 Dollar Percent Actual Revised Budget Projected Budget Change Change Sources Measure A Sales Tax Highways & Regional Arterials $ 20,916,200 $ 22,521,000 $ 22,521,000 $ 22,490,000 $ (31,000) 0% Local Streets and Roads 14,641,300 15,765,000 15,765,000 15,743,000 (22,000) 0% Specialized Transit 6,274,900 6,756,000 6,756,000 6,747,000 (9,000) 0% Total Measure A 41,832,400 45,042,000 45,042,000 44,980,000 (62,000) 0% Investment Income 1,108,900 182,200 391,200 49,000 (133,200) -73% Transfers In 142,200 - - N/A TOTAL Sources 43,083,500 45,224,200 45,433,200 45,029,000 (195,200) 0% Uses Personnel Salaries and Benefits 56,100 - - - - N/A Professional Services 8,800 19,200 8,900 19,200 0% Support Costs 200 200 100 (100) -50% Projects and Operations Operating and Capital Disbursements 6,206,400 5,955,900 5,955,900 7,000,000 1,044,100 18% Local Streets and Roads 14,413,100 15,649,700 15,649,700 15,627,700 (22,000) 0% Regional Arterials 14,544,800 33,753,000 30,000,000 30,000,000 (3,753,000) -11% TOTAL Projects and Operations 35,164,300 55,358,600 51,605,600 52,627,700 (2,730,900) -5% Transfers Out 691,300 363,000 363,000 345,800 (17,200) -5% TOTAL Uses 35,920,700 55,741,000 51,977,500 52,992,800 (2,748,200) -5% Excess (deficiency) of Sources over (under) Uses $ 7,162,800 $ (10,516,800) $ (6,544,300) $ (7,963,800) $ 2,553,000 -24% Coachella Valley Measure A sales tax revenues is comparable to the prior year. Taxable sales changes between jurisdictions within the County also periodically affect the geographic allocation formula from year to year. Investment income decreased 73% compared to the previous year's budget due to extremely conservative investment yield projections in FY 2021/22. The Coachella Valley operating and capital disbursements represent specialized transit funds distributed to SunLine Transit Agency (SunLine) for transit operations. Local streets and roads payments to local jurisdictions are directly affected by changes in Measure A sales tax revenues. Regional arterial projects are highway and regional arterial projects managed by CVAG. 58 The Commission accounts for debt service funding related to CVAG highway and regional arterial projects, under advance funding agreements, in projects and operations in order to be consistent with the accounting in the ERP system. Transfers out of $345,800 relate to the administrative costs allocation. Palo Verde Valley Measure A Fund This special revenue fund accounts for Palo Verde Valley's 1% share of the Measure A sales tax (Table 26). Table 26 - Palo Verde Valley Measure A Fund FY 2020 - 2022 FY 19/20 FY 20/21 FY 20/21 FY 21/22 Dollar Percent Actual Revised Budget Projected Budget Change Change Sources Measure A Sales Tax Local Streets and Roads $ 847,800 $ 913,000 $ 913,000 Uses Local Streets and Roads 815,000 832,700 832,700 TOTAL Projects and Operations 815,000 832,700 832,700 Transfers Out 32,900 80,300 80,700 TOTAL Uses 847,900 913,000 913,400 Excess (deficiency) of Sources over (under) Uses $ (100) $ $ (400) $ 920,000 813,900 813,900 106,100 920,000 $ 7,000 1% (18,800) -2% (18,800) -2% 25,800 32% 7,000 1% N/A Total Measure A sales tax revenues is comparable to the prior year due to Measure A sales tax projections affected by taxable sales changes among the geographic areas that impact the geographic allocation formula from year to year. Local streets and roads represent the only expenditures in the Palo Verde Valley. Transfers out of $106,100 relate to the administrative costs allocation. Non -Measure A Special Revenue Funds The non -Measure A special revenue funds account for LTF disbursements; TUMF Western County project costs; motorist assistance expenditures for towing service as well as freeway call box and 511 traveler information system operations; transit disbursements from STA and SGR funding; Coachella Valley rail planning and development; interagency project activities; regional conservation; and SB 132 project activities. These activities are budgeted in the LTF, TUMF, FSP, SAFE, STA, SGR, Coachella Valley Rail, Other Agency Projects, regional conservation, and SB 132 special revenue funds, respectively. Local Transportation Fund The LTF special revenue fund derives its revenue from one quarter of one cent of the state sales tax that is returned to source and provides for funding of public transit operations in the County, bicycle and pedestrian facility projects, planning, and administration (Table 27). 59 Table 27 - Local Transportation Fund FY 2020 - 2022 FY 19/20 Actual FY 20/21 FY 20/21 FY 21/22 Revised Budget Projected Budget Dollar Change Percent Change Sources LTF Sales Tax Investment Income TOTAL Sources Uses Operating and Capital Disbursements TOTAL Projects and Operations Transfers Out TOTAL Uses Excess (deficiency) of Sources over (under) Uses $ 100,283,600 $ 105,000,000 $ 105,000,000 $ 105,000,000 $ 1,167,800 402,400 406,000 174,400 101,451,400 105,402,400 105,406,000 105,174,400 73,985,300 73,985,300 21,899,200 95,884,500 48,030,000 48,030,000 18,006,600 66,036,600 36,454,000 36,454,000 15, 534, 300 51, 988, 300 67, 913, 000 67, 913, 000 13, 258,100 81,171,100 0% (228,000) -57% (228,000) 0% 19,883,000 41% 19,883,000 41% (4,748,500) -26% 15,134,500 23% $ 5,566,900 $ 39,365,800 $ 53,417,700 $ 24,003,300 $ (15,362,500) -39% The Commission projects LTF sales tax revenue in FY 2021/22 to remain comparable to the prior year. Investment income decreased 57% compared to the previous year's budget due to extremely conservative investment yield projections in FY 2021/22. In FY 2021/22, approximately 93% and 7% of the LTF transit expenditures of $64,613,000 are for operating and capital purposes, respectively. LTF operating allocations, subject to approval in June 2021, are comprised of 72% to Western County, 26% to Coachella Valley, and 2% to Palo Verde Valley public bus operators. Other operating and capital disbursements include allocations for SB 821 bicycle and pedestrian projects of $2,500,000 and planning and administration allocations of $800,000 to the County Auditor -Controller and SCAG. Transfers out include allocations to the Commission's General fund for planning and administration of $3,150,000; rail operations of $9,000,000; $992,900 for planning, programming, and agency share of the administrative costs; and $1 15,200 for administrative costs allocation. Transportation Uniform Mitigation Fee Fund The TUMF fund accounts for the Commission's share of developer fee assessments on new residential and commercial developments in Western County for regional arterials and CETAP corridors (Table 28). TUMF revenues includes $11,000,000 based on projected fees distributed to the Commission and is comparable to the prior year. The decrease in state reimbursements is related to STIP and SB 1 LPP reimbursements in the prior year for the I-15/Railroad Canyon Interchange project, a city of Lake Elsinore regional arterial project managed by the Commission. Investment income decreased 88% compared to the previous year's budget due to extremely conservative investment yield projections in FY 2021/22. The FY 2021/22 transfers in of $125,000 relate to funding for the SR -79 realignment project from the 2009 Measure A Western County highways special revenue fund. 60 Table 28 - Transportation Uniform Mitigation Fee Fund FY 2020 - 2022 FY 19/20 FY 20/21 FY 20/21 FY 21/22 Dollar Percent Actual Revised Budget Projected Budget Change Change Sources State Reimbursements $ 527,000 $ 13,920,000 $ 17,920,000 TUMF Revenue 23,257,900 11,000,000 11,000,000 Other Revenue 25,200 34,000 18,000 Investment Income 2,120,500 436,400 715,900 Transfers In 177,100 300,000 300,000 TOTAL Sources 26,107,700 25,690,400 29,953,900 Uses Personnel Salaries and Benefits 560,700 376,800 374,100 Professional Services 79,600 174,800 154,800 Support Costs 3,400 228,800 27,700 Projects and Operations Program Operations 476,700 598,000 598,000 Engineering 925,300 1,640,000 1,397,000 Construction 1,196,900 25,350,400 25,226,900 Right of Way 13,929,500 12,533,600 10,654,000 TOTAL Projects and Operations 16,528,400 40,122,000 37,875,900 Transfers Out 1,051,800 14,826,500 6,361,900 TOTAL Uses 18,223,900 55,728,900 44,794,400 Excess (deficiency) of Sources over (under) Uses $ 7,883,800 $ (30,038,500) $ (14,840,500) 11,000,000 18,000 50,300 125,000 11,193,300 262,700 129,600 28,600 439,800 1,633,500 12,900,000 20,058,600 35, 031, 900 28,133,100 63, 585, 900 $ (52,392,600) $ (13,920,000) -100% 0% (16,000) -47% (386,100) -88% (175,000) -58% (14,497,100) -56% (114,100) -30% (45,200) -26% (200,200) -88% (158,200) -26% (6,500) 0% (12,450,400) -49% 7,525,000 60% (5,090,100) -13% 13,306,600 90% 7,857,000 14% $ (22,354,100) 74% Personnel salaries and benefits reflect a decrease of 30% primarily due to the allocation of FTEs, offset by a 4% pool for performance merit -based salary increases and an annual salary range adjustment. Professional services decreased $45,200 compared to the prior year due to reduced legal and other professional services. Support costs reflect an 88% decrease due to utility fees for the I-15/Railroad Canyon interchange project. Projects and operations costs decreased 13%, as many regional arterial projects move through various stages of engineering, right of way acquisition, and construction. Approximately 74% of the projects and operations costs are attributable to programmed regional arterial projects. The remaining 26% relates to CETAP projects such as the MCP preliminary engineering and right of way activities. Transfers out represent $1,313,900 to the General fund related to the administrative cost allocation; $3,522,300 to the 2009 Measure A Western County highways fund for TUMF CETAP's share of the MSHCP debt service obligation; $11,779,000 to the 2009 Measure A Western County new corridors fund for the MCP I-215/Placentia Avenue Interchange project; and $1 1,517,900 to the SB 132 fund for the Hamner Bridge widening loan. Freeway Service Patrol Fund The FSP fund accounts for the state and local resources provided to cover the costs of servicing stranded motorists in covered service areas and construction zones by means of towing, changing tires, and providing fuel (Table 29). The State's funding share of $3,012,000 decreased 14% from the FY 2020/21 budget. Local reimbursements of $95,000 relate to local grants for project and weekend FSP services. Investment income decreased 78% compared to the previous year's budget due to and extremely conservative investment yield projections in FY 2021/22. Transfers in represent Commission match funds of $2,260,000 from the SAFE special revenue fund. 61 Table 29 - Freeway Service Patrol Fund FY 2020 - 2022 ■ Sources State Reimbursements $ 2,773,900 $ 3,500,000 $ 3,356,000 $ 3,012,000 $ (488,000) -14% Local Reimbursements 184,600 413,000 94,600 95,000 (318,000) -77% Investment Income 45,000 26,000 17,600 5,600 (20,400) -78% Transfers In 2,400,000 1,965,900 1,965,900 2,260,000 294,100 15% TOTAL Sources 5,403,500 5,904,900 5,434,100 5,372,600 (532,300) -9% FY 19/20 FY 20/21 FY 20/21 FY 21/22 Dollar Percent Actual Revised Budget Projected Budget Change Change Uses Personnel Salaries and Benefits 190,200 174,700 178,900 182,400 7,700 4% Professional Services 24,800 60,000 18,800 41,000 (19,000) -32% Support Costs 42,700 81,200 85,600 95,100 13,900 17% Projects and Operations Program Operations 3,707,000 5,406,000 3,846,900 5,200,000 (206,000) -4% TOTAL Projects and Operations 3,707,000 5,406,000 3,846,900 5,200,000 (206,000) -4% Transfers Out 243,800 216,300 216,300 199,100 (17,200) -8% TOTAL Uses 4,208,500 5,938,200 4,346,500 5,717,600 (220,600) -4% Excess (deficiency) of Sources over (under) Uses $ 1,195,000 $ (33,300) $ 1,087,600 $ (345,000) $ (311,700) 936% Personnel salaries and benefits increased 4% primarily due to FTE allocations, a 4% pool for performance merit -based salary increases, and an annual salary range adjustment. Professional services is slightly lower than the prior year budget. Support costs increased slightly compared to the prior year budget. Operating costs for towing services in FY 2021/22 are lower than the FY 2020/21 budget due to less construction FSP services anticipated. Transfers out to the General fund of $199,100 are administrative cost allocations. Service Authority for Freeway Emergencies Fund The SAFE fund accounts for the $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 highways throughout the County as well as the operations of the 511 traveler information system (Table 30). Table 30 - Service Authority for Freeway Emergencies Fund FY 2020 - 2022 FY 19/20 FY 20/21 FY 20/21 FY 21/22 Dollar Percent Actual Revised Budget Projected Budget Change Change Sources State Reimbursements $ 2,066,400 $ 2,000,000 $ 2,075,000 $ 2,000,000 $ 0% Local Reimbursements 167,700 222,300 207,300 241,600 19,300 9% Investment Income 103,700 24,200 30,400 4,600 (19,600) -81% TOTAL Sources 2,337,800 2,246,500 2,312,700 2,246,200 (300) 0% Uses Personnel Salaries and Benefits 89,200 28,800 28,700 41,100 12,300 43% Professional Services 336,400 474,500 472,500 494,300 19,800 4% Support Costs 229,600 122,600 85,200 108,500 (14,100) -12% Projects and Operations Program Operations 19,800 27,000 9,200 27,000 - 0% TOTAL Projects and Operations 19,800 27,000 9,200 27,000 0% Transfers Out 2,450,700 2,399,700 2,039,700 2,708,100 308,400 13% TOTAL Uses 3,125,700 3,052,600 2,635,300 3,379,000 326,400 11% Excess (deficiency) of Sources over (under) Uses $ (787,900) $ (806,100) $ (322,600) $ (1,132,800) $ (326,700) 41% Local reimbursements represent recoveries through a collection agency related to call box knockdowns and pass -through funds from SBCTA for its share of the 511 traveler information system operating costs. Investment income decreased 81% compared to the previous year's budget due to extremely conservative investment yield projections in FY 2021/22. Personnel salaries and benefits increased 43% due to FTE allocations, a 4% pool for performance merit -based salary increases, and an annual salary range adjustment. Professional services and support costs are comparable to the prior year budget. Projects and operations costs remained unchanged from FY 2020/21. The transfers out reflect a $2,260,000 match to the State's contribution for towing services in the FSP special revenue fund, $360,000 to the 2009 Measure A 62 Western County commuter assistance fund for special projects, and $88,100 to the General fund for administrative cost allocations. State Transit Assistance Fund The STA fund accounts for the state budgetary allocation of gas tax revenues designated for rail and bus transit operations and capital requirements (Table 31). Estimates of diesel fuel sales tax revenues provided by the State Controller, subject to an annual state budget appropriation, serve as the basis for the allocation. These estimates now include funding from SB 1 for transit. Table 31 - State Transit Assistance Fund FY 2020 - 2022 FY 19/20 FY 20/21 FY 20/21 FY 21/22 Dollar Percent Actual Revised Budget Projected Budget Change Change Sources STA Sales Tax $ 23,910,400 $ 24,704,700 $ 14,804,100 $ 19,657,800 $ (5,046,900) -20% Local Reimbursements 500 - N/A Investment Income 2,073,200 428,900 964,500 112,400 (316,500) -74% TOTAL Sources 25,984,100 25,133,600 15,768,600 19,770,200 (5,363,400) -21% Uses Professional Services 17,500 18,700 17,600 Projects and Operations Operating and Capital Disbursements 13,045,400 35,423,000 10,099,200 TOTAL Projects and Operations 13,045,400 35,423,000 10,099,200 Transfers Out 678,300 787,300 787,300 TOTAL Uses 13,741,200 36,229,000 10,904,100 Excess (deficiency) of Sources over (under) Uses $ 12,242,900 $ (11,095,400) $ 4,864,500 18,700 29,643,000 29,643,000 2,204,500 31,866,200 $ (12,096,000) 0% (5,780,000) -16% (5,780,000) -16% 1,417,200 180% (4,362,800) -12% $ (1,000,600) 9% Investment income decreased 74% compared to the previous year's budget due extremely conservative investment yield projections in FY 2021/22. The operating and capital disbursements consist of allocations primarily for bus capital purposes. In FY 2021/22, approximately 60% of the allocations are in Western County, 39% in Coachella Valley, and 1% in Palo Verde Valley. Similar to the LTF allocations, the STA allocations are subject to Commission approval in June 2021. Transfers out represent rail capital allocations of $189,300 to the Coachella Valley Rail fund, $1,900,000 to the 2009 Measure A Western County rail fund, and $115,200 to the General fund for administrative cost allocations. State of Good Repair Fund The SGR fund accounts for additional STA funding under SB 1 for transit infrastructure repair and service improvements (Table 32). These additional revenues fund eligible transit maintenance, rehabilitation, and capital projects. Table 32 - State of Good Repair Fund FY 2020 - 2022 FY 19/20 FY 20/21 FY 20/21 FY 21/22 Dollar Percent Actual Revised Budget Projected Budget Change Change Sources STA Sales Tax $ 3,886,100 $ 4,211,000 $ 4,211,000 $ 4,204,400 $ (6,600) 0% State Reimbursements - 477,000 477,000 N/A Local Reimbursements - - 230,000 230,000 N/A Investment Income 128,400 26,400 46,000 6,500 (19,900) -75% TOTAL Sources 4,014,500 4,237,400 4,257,000 4,917,900 680,500 16% Uses Professional Services - 477,000 477,000 N/A Projects and Operations Operating and Capital Disbursements 757,700 5,512,300 1,110,000 6,819,400 1,307,100 24% TOTAL Projects and Operations 757,700 5,512,300 1,110,000 6,819,400 1,307,100 24% Transfers Out 849,300 1,783,300 945,300 2,452,200 668,900 38% TOTAL Uses 1,607,000 7,295,600 2,055,300 9,748,600 2,453,000 34% Excess (deficiency) of Sources over (under) Uses $ 2,407,500 $ (3,058,200) $ 2,201,700 $ (4,830,700) $ (1,772,500) 58% 63 State reimbursements consists of STIP PPM reimbursements and a Caltrans grant for the SB 1376 Transportation Network Companies (TNC) Access for All Program; local reimbursements relate to TNC revenues. The capital disbursements consist of allocations for bus capital purposes. In FY 2021/22, 73% of the allocations are in Western County, 22% in Coachella Valley, 4% for the TNC Access for All Program, and 1% in Palo Verde Valley. Similar to the LTF and STA allocations, Commission approval of the SGR allocations occurs in June 2021. Transfers out of $2,337,000 relate to a station rehabilitation and improvement project in the 2009 Measure A Western County rail special revenue fund and $115,200 to the General fund for administrative costs allocations. Coachella Valley Rail Fund The Coachella Valley Rail fund accounts for federal funding for the planning and development of the new Coachella Valley -San Gorgonio Pass Corridor rail service (Table 33). Table 33 - Coachella Valley Rail Fund FY 2020 - 2022 FY 19/20 FY 20/21 FY 20/21 FY 21/22 Dollar Percent Actual Revised Budget Projected Budget Change Change Sources Federal Reimbursements $ 536,000 $ 200,000 $ 200,000 $ - $ (200,000) -100% Investment Income 51,100 - 14,400 1,300 1,300 N/A Transfers In 450,000 990,200 672,000 189,300 (800,900) -81% TOTAL Sources 1,037,100 1,190,200 886,400 190,600 (999,600) -84% Uses Personnel Salaries and Benefits 15,500 20,700 20,500 38,600 17,900 86% Professional Services 752,600 1,709,700 1,095,200 1,265,300 (444,400) -26% Support Costs - 3,700 1,000 3,700 0% Projects and Operations Program Operations 3,500 - N/A Engineering 374,900 550,000 - - (550,000) -100% Construction - 1,779,300 - - (1,779,300) -100% TOTAL Projects and Operations 378,400 2,329,300 - (2,329,300) -100% Transfers Out 60,200 670,000 80,000 130,600 (539,400) -81% TOTAL Uses 1,206,700 4,733,400 1,196,700 1,438,200 (3,295,200) -70% Excess (deficiency) of Sources over (under) Uses $ (169,600) $ (3,543,200) $ (310,300) $ (1,247,600) $ 2,295,600 -65% Federal reimbursements decreased 100% due to a Federal Rail Administration (FRA) grant received for rail station planning and development in the prior year. Transfers in of $189,300 reflect STA fund allocations. Personnel salaries and benefits increased 86% primarily due to FTE allocations, a 4% pool for performance merit -based salary increases, and an annual salary range adjustment. Professional services decreased 26% due to refocusing department planning efforts. Engineering and construction costs decreased 100% due to the inability to obtain access agreements with the host railroads. Transfers out to the General fund of $130,600 relate to administrative costs allocations. Other Agency Projects Fund The Other Agency Projects fund accounts for interagency cooperative planning and development of projects in the County (Table 34). 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. 64 Table 34 - Other Agency Projects Fund FY 2020 - 2022 FY 19/20 FY 20/21 FY 20/21 FY 21/22 Dollar Percent Actual Revised Budget Projected Budget Change Change Sources Local Reimbursements $ 798,400 $ 1,250,700 $ 989,400 $ 2,374,400 $ 1,123,700 90% Investment Income 4,500 100 1,400 - (100) -100% Transfers In 19,400 - - - - N/A TOTAL Sources 822,300 1,250,800 990,800 2,374,400 1,123,600 90% Uses Personnel Salaries and Benefits 116,600 69,300 69,000 70,200 900 1% Professional Services 8,200 20,000 20,000 20,000 0% Support Costs 300 - N/A Projects and Operations Program Operations 253,400 350,400 350,400 308,200 (42,200) -12% Engineering 426,900 600,000 550,000 1,821,000 1,221,000 204% Construction - 10,000 - (10,000) -100% Right of Way 13,000 130,000 155,000 25,000 19% TOTAL Projects and Operations 693,300 1,090,400 900,400 2,284,200 1,193,800 109% TOTAL Uses 818,400 1,179,700 989,400 2,374,400 1,194,700 101% Excess (deficiency) of Sources over (under) Uses $ 3,900 $ 71,100 $ 1,400 $ - $ (71,100) -100% The District is responsible for 100% of the Santa Ana River Trail project costs. It will reimburse the Commission, including providing an advance deposit, for all salaries and benefits, professional services, support costs, project management, engineering, construction costs, and right of way. SB 132 Fund The SB 132 fund (Table 35) 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 Lanes Connector project; • City of Corona's McKinley Avenue grade separation project; • County's Jurupa Road grade separation project with the city of Jurupa Valley as its partner; • County's 1-15/Limonite Interchange project with the cities of Eastvale and Jurupa Valley as its partners completed in 2020; and • County's Hamner Bridge widening project with the city of Norco as its partner. Without the state funding approved by the Governor and State Legislators in April 2017 as part package of legislation that passed with SB 1, these projects would not have been built for many years. Transfers in consist of $18,896,200 from the RCTC 91 Express Lanes surplus toll revenues for the 15/91 Express Lanes Connector project and $23,035,800 from the TUMF regional arterial and 2009 Measure A Western County regional arterial (MARA) funds as a loan for the County's Hamner Bridge widening project to be repaid upon the receipt of federal funds. 65 Table 35 - SB 132 Fund FY 2020 - 2022 FY 19/20 FY 20/21 FY 20/21 FY 21/22 Dollar Percent Actual Revised Budget Projected Budget Change Change Sources State Reimbursements $77,527,100 $ 83,626,400 $ 74,707,100 $ 167,914,400 $ 84,288,000 101% Investment Income 31,800 - 600 N/A Transfers In 166,900 2,000,000 2,000,000 41,932,000 39,932,000 1997% TOTAL Sources 77,725,800 85,626,400 76,707,700 209,846,400 124,220,000 145% Uses Personnel Salaries and Benefits 188,900 150,600 150,200 360,300 209,700 139% Professional Services 881,900 267,000 115,000 215,000 (52,000) -19% Support Costs 200 26,000 18,000 26,000 0% Projects and Operations Program Operations 106,600 880,800 880,800 1,487,600 606,800 69% Engineering 304,900 7,000,000 6,050,000 - (7,000,000) -100% Construction 18,580,100 15,097,000 9,857,400 120,088,500 104,991,500 695% Design Build 30,161,200 45,970,000 45,069,000 85,697,000 39,727,000 86% Right of Way 26,200,900 16,162,000 14,568,000 2,000,000 (14,162,000) -88% TOTAL Projects and Operations 75,353,700 85,109,800 76,425,200 209,273,100 124,163,300 146% TOTAL Uses 76,424,700 85,553,400 76,708,400 209,874,400 124,321,000 145% Excess (deficiency) of Sources over (under) Uses $ 1,301,100 $ 73,000 $ (700) $ (28,000) $ (101,000) -138% Personnel salaries and benefits increased 139% primarily due to FTE allocations, a 4% pool for performance merit -based salary increases, and an annual salary range adjustment. Professional services decreased 19% due to reduced activity in special legal services primarily related to the 15/91 Express Lanes Connector project. Support costs remained unchanged from FY 2020/21 and are related to utilities, public notices, communications, general supplies and materials, and staff - related costs. Projects and operations increased 146% due to design -build activities on the 15/91 Express Lanes Connector project; construction on the Hamner Bridge widening project; and construction and right of way activities on the Jurupa Road and McKinley Avenue grade separation projects. Regional Conservation In November 2020, the Commission and the RCA Board of Directors approved the Implementation and Management Services Agreement for the Commission to serve as the managing agency for the RCA effective January 1, 2021. The Regional Conservation Department provides these management services through its staff and consultants to fulfill the needs and requirements of the RCA. The Regional Conservation fund (Table 36) accounts for interagency assistance with the RCA in its obligations to acquire, administer, operate, and maintain land and facilities to establish habitat reserves for the conservation and protection of species covered by the MSHCP. Table 36 - Regional Conservation Fund FY 2020 - 2022 FY 19/20 FY 20/21 FY 20/21 FY 21/22 Dollar Percent Actual Revised Budget Projected Budget Change Change Sources Local Reimbursements $ Uses Personnel Salaries and Benefits Professional Services Support Costs Projects and Operations Right of Way TOTAL Projects and Operations Transfers Out TOTAL Uses Excess (deficiency) of Sources over (under) Uses $ 1,950,000 $ 2,030,300 1,500,000 86,200 7,800 1,500,000 72,500 7,800 256,000 250,000 256,000 250,000 200,000 200,000 2,050,000 2,030,300 (100,000) $ $ 5,527,400 3,309,300 243,900 60,300 500,000 500,000 1,413,900 5,527,400 $ 3,577,400 183% 1,809,300 121% 157,700 183% 52,500 673% 244,000 95% 244,000 95% 1,213,900 607% 3,477,400 170% $ 100,000 -100% 66 The RCA is responsible for 100% of the regional conservation costs. It will reimburse the Commission for all salaries and benefits, professional services, support costs, right of way costs, and administrative allocations. 67 Capital Projects Funds Overview Two capital projects funds account for all debt proceeds from commercial paper notes, sales tax revenue bonds, and toll revenue bonds (Table 37). Currently, there are no capital projects funds for toll revenue bonds. Table 37 - Capital Projects Funds FY 2020 - 2022 FY 19/20 FY 20/21 FY 20/21 FY 21/22 Dollar Percent Actual Revised Budget Projected Budget Change Change Sources Investment Income $ 3,046,300 $ 341,700 $ 1,460,700 $ 60,300 $ (281,400) -82% TOTAL Revenues 3,046,300 341,700 1,460,700 60,300 (281,400) -82% Expenditures Debt Service Interest Payments TOTAL Expenditures 211,800 211,800 309,700 443,400 309,700 443,400 443,400 N/A 443,400 N/A Excess (deficiency) of Revenues over (under) Expenditures 2,834,500 341,700 1,151,000 (383,100) (724,800) -212% Other Financing Sources (Uses) Transfers Out (26,336,100) (25,044,900) (12,266,000) (16,241,900) 8,803,000 -35% Net Financing Sources (Uses) (26,336,100) (25,044,900) (12,266,000) (16,241,900) 8,803,000 -35% Excess (deficiency) of Revenues over (under) Expenditures and Other Financing Sources (Uses) (23,501,600) (24,703,200) (11,115,000) (16,625,000) 8,078,200 -33% Beginning Fund Balance ENDING FUND BALANCE 111,653,600 88,152,000 88,152,000 77,037,000 (11,115,000) -13% $ 88,152,000 $ 63,448,800 $ 77,037,000 $ 60,412,000 $ (3,036,800) -5% As illustrated in the following charts for FY 2021/22, capital projects funds sources and uses consist of investment income (Chart 19) and debt service 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. The Commission does not anticipate any new sales tax revenue debt issuances or refundings in FY 2021/22. Chart 19 - Capital Projects Funds Sources FY 2021/22 Investment Income 100% 68 Chart 20 - Capital Projects Funds Uses FY 2021/22 Debt Service 3% In FY 2021/22, the Commission expects to transfer out sales tax bond proceeds of $16,241,900 to the 2009 Measure A Western County Highways special revenue fund for the 1-15 Express Lanes project. Interest payments of $443,400 relate to the Commission's loan to establish an $18 million TIFIA loan reserve. The initial loan of Measure A Western County sales tax revenues of $3 million per year from 2019 through 2024 is needed to the extent that 15 Express Lanes revenues are not sufficient to fund the TIFIA loan reserve. 69 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 paper program in 2005. Periodically the Commission issues commercial paper notes and retires some of the notes with proceeds from sales tax revenue bonds. The current commercial paper program authorization is $60,000,000. As credit and liquidity support for the commercial paper notes, the Commission has an irrevocable direct draw letter of credit in the amount of $60,750,000 and a reimbursement agreement with a bank that expires in October 2025. The costs for the liquidity support are reflected in the 2009 Measure A Western County bond financing special revenue fund. Currently, there are no outstanding commercial paper notes; the FY 2021/22 budget does not include any issuances of commercial paper notes. The Commission currently maintains a P-1 and an A-1+ rating from Moody's Investors Service (Moody's) and S&P Global Ratings (S&P), respectively, on the commercial paper notes. The sales tax revenue bonds are limited tax bonds secured by a pledge of the 2009 Measure A revenues (Limited Tax Bonds). All outstanding sales tax revenue bonds are fixed rate bonds that mature on or before June 2039, prior to the expiration of the 2009 Measure A. Currently, the Commission has five series of sales tax revenue bonds outstanding: • Series B taxable bonds issued in November 2010 (2010B Bonds) designated as BABs under the American Recovery and Reinvestment Act. The Commission designated a portion of the BABs as recovery zone economic development bonds (RZEDBs). The Commission expects to 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 BABs subsidies occurred in recent years due to federal sequestration cuts. If sequestration continues, the Commission anticipates a reduction in the FY 2021/22 BABs subsidy of approximately 5.8%; • Tax-exempt bonds issued in July 2013 (2013 Sales Tax Bonds) and partially refunded in December 2017. The Commission used a significant portion of the proceeds of the 2013 Sales Tax Bonds to fund a substantial portion of the 91 Project costs; • Tax-exempt refunding bonds issued in September 2016 (2016 Refunding Bonds); • Tax-exempt bonds issued in July 2017 (2017A Bonds) to fund the I-15 Express Lanes project and 91 Project completion costs; • Tax-exempt refunding bonds issued in December 2017 (2017B Refunding 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 its currently outstanding sales tax revenue bonds. The debt agreements require the trustee to hold all sales tax debt proceeds and a portion of the sales tax revenues intercepted from the CDTFA and to segregate all funds into separate accounts. These monies are included in the restricted investments held by trustee in the capital projects funds and debt service fund. Under the sales tax indentures, the Commission may use sales tax revenues for any lawful purpose related to the Riverside County TIP after the trustee has satisfied debt service requirements. 70 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 38). The Commission does not anticipate any issuances of sales tax bonds in FY 2021/22. Table 38 - Debt Service Fund FY 2020 - 2022 FY 19/20 FY 20/21 FY 20/21 FY 21/22 Dollar Percent Actual Revised Budget Projected Budget Change Change Sources Federal Reimbursements $ 2,811,700 $ 2,812,100 $ 2,812,100 Local Reimbursements 100 Investment Income 269,000 78,500 29,200 TOTAL Sources 3,080,800 2,890,600 2,841,300 Expenditures Debt Service Principal Payments 27,245,000 28,495,000 28,495,000 Interest Payments 42,292,500 41,024,000 41,024,000 TOTAL Debt Service 69,537,500 69,519,000 69,519,000 TOTAL Expenditures 69,537,500 69,519,000 69,519,000 Excess (deficiency) of Revenues over (under) Expenditures Other Financing Sources (Uses) Transfers In Transfers Out Net Financing Sources (Uses) Excess (deficiency) of Revenues over (under) Expenditures and Other Financing Sources (Uses) (66,456,700) (66,628,400) (66,677,700) 69,625,800 69,519,000 69,519,000 (2,953,900) (2,812,100) (2,812,100) 66,671,900 66,706,900 66,706,900 215,200 Beginning Fund Balance 11,437,100 ENDING FUND BALANCE $ 11,652,300 $ 11,730,800 $ 11,681,500 78,500 29,200 1 1, 652, 300 11, 652, 300 $ 2,809,100 11,700 2,820,800 29,995,000 39,599,300 69,594,300 69,594,300 (66,773,500) 69,594,300 (2,809,100) 66,785,200 11,700 11,681,500 $ 11,693,200 $ (3,000) 0% N/A (66,800) -85% (69,800) -2% 1,500,000 5% (1,424,700) -3% 75,300 0% 75,300 0% (145,100) 0% 75,300 0% 3,000 0% 78,300 0% (66,800) -85% 29,200 0% $ (37,600) 0% Reimbursements consist of federal cash subsidy payments related to the 2010B Bonds designated as BABs. The BABs subsidy payments reflect a reduction in the expected payments due 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 highways and bond financing special revenue funds. Chart 21 - Debt Service Fund Sources FY 2021/22 Federal Reimbursements 4% Transfers In 96% 71 Debt Service fund uses (Chart 22) consist of principal and interest debt service payments on the outstanding sales tax revenue bonds (2010B Bonds, 2013 Sales Tax Bonds, 2016 Refunding Bonds, 2017A Bonds, 2017B Refunding Bonds, and 2018 Refunding Bonds) and transfer of the BABs subsidy payments to the 2009 Measure A Western County highways and 2009 Measure A Coachella Valley highway and regional arterials funds. Chart 22 - Debt Service Fund Uses FY 2021/22 Transfers Out 4% ) Debt Service 96% 72 Enterprise Funds Overview In FY 2021/22, the Commission will operate two express lanes systems that are accounted for in separate enterprise funds. The RCTC 91 Express Lanes opened in March 2017 and the 15 Express Lanes opened in April 2021. 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 TIFIA loan executed with the United States Department of Transportation (U.S. DOT) in July 2013 (2013 TIFIA Loan) for the 91 Project. The 2013 Toll Bonds consist of current interest bonds that have maturity dates through June 2048 and capital appreciation bonds that mature at the accreted value commencing June 2022 through June 2043. The 2013 TIFIA Loan requires mandatory debt service payments at a minimum and scheduled debt service payments to the extent additional funds are available. TIFIA debt service payments commence on December 1, 2021 through June 1, 2051. The 2013 Toll Bonds and the 2013 TIFIA 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. The 2013 Toll Bonds and the 2013 TIFIA Loan long-term ratings from S&P and Fitch are A- and BBB+, respectively. Toll revenues generated on the 1-15 Express Lanes are pledged to pay debt service on the federal TIFIA loan executed with the U.S. DOT in 2017 (2017 TIFIA Loan) for the 1-15 Express Lanes project. Proceeds of the 2017 TIFIA Loan may be drawn upon after certain conditions are met; the Commission anticipates that the loan will be drawn in full during FY 2021/22. Interest payments are expected to commence on the fifth anniversary of the substantial completion date or the first interest payment date occurring prior to the fifth anniversary date. Accordingly, semiannual interest payments are anticipated to commence December 2025; principal payments are expected to commence in December 2030. The 2017 TIFIA Loan is expected to mature on the earlier of 35 years after substantial completion of the 1-15 Express Lanes project or June 1, 2056. The 2017 TIFIA Loan is secured by a lien on the 15 Express Lanes trust estate, which consists primarily of toll revenues and non -toll revenues (including account and violations revenues) less operating and maintenance expenses of the 15 Express Lanes. For the 2017 TIFIA Loan, the Commission received long-term ratings of BBB- and BBB from 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's toll revenues as security for the respective toll revenue bonds, including TIFIA loans. Each debt agreement requires the trustee to hold all debt proceeds and 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 prescribes the use of toll revenues for each express lanes system. The Commission excludes accretion amounts related to capital appreciation bonds and compounded interest on the TIFIA loans, as they do not affect the annual budget activities. RCTC 91 Express Lanes The RCTC 91 Express Lanes is a four -lane, eight -mile toll road in the median of SR -91 that extends the OCTA 91 Express Lanes at the Orange County/Riverside County line to the SR -91/I-15 interchange. It includes a direct express lanes connector from SR -91 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 39). The RCTC 91 Express Lanes toll collection system is all electronic transactions, with no toll collection booths. Commuters on SR -91 in Corona have a choice of using either the express lanes or the general purpose lanes. 73 Table 39 - RCTC 91 Express Lanes Enterprise Fund FY 2020 - 2022 FY 19/20 FY 20/21 FY 20/21 FY 21/22 Dollar Percent Actual Revised Budget Projected Budget Change Change Revenues Local Reimbursements $ - $ - $ 52,400 $ 840,800 $ 840,800 N/A Tolls, Penalties, and Fees 56,434,000 28,205,000 40,757,800 41,551,900 13,346,900 47% Other Revenue 6,300 - N/A Investment Income 3,896,700 691,900 1,144,400 149,500 (542,400) -78% TOTAL Revenues 60,337,000 28,896,900 41,954,600 42,542,200 13,645,300 47% Expenses Personnel Salaries and Benefits 786,200 1,189,700 1,189,700 1,141,200 (48,500) -4% Professional and Support Professional Services 1,341,700 5,253,600 2,829,500 4,006,100 (1,247,500) -24% Support Costs 3,321,300 4,284,700 2,625,400 4,677,800 393,100 9% TOTAL Professional and Support Costs 4,663,000 9,538,300 5,454,900 8,683,900 (854,400) -9% Program and Operations Program and Operations 7,290,400 15,340,800 12,742,400 11,744,900 (3,595,900) -23% Engineering 150,000 150,000 N/A Construction 26,000 1,280,000 1,000,000 9,783,000 8,503,000 664% Design Build 193,400 620,000 620,000 3,560,000 2,940,000 474% TOTAL Program and Operations 7,509,800 17,240,800 14,362,400 25,237,900 7,997,100 46% Debt Service Principal Payments - - - 488,391,600 488,391,600 N/A Interest Payments 7,119,900 7,119,900 7,119,900 20,292,900 13,173,000 185% Cost of Issuance - - - 2,883,400 2,883,400 N/A TOTAL Debt Service 7,119,900 7,119,900 7,119,900 511,567,900 504,448,000 7085% Capital Outlay 417,300 305,000 - 130,000 (175,000) -57% TOTAL Expenses 20,496,200 35,393,700 28,126,900 546,760,900 511,367,200 1445% Excess (deficiency) of Revenues over (under) Expenses Other Financing Sources (Uses) Transfers Out Debt Proceeds Payment to Escrow Agent Bond Premium Net Financing Sources (Uses) (2,923,500) (1,025,300) (1,025,300) 500,119,100 501,144,400 -48878% Excess (deficiency) of Revenues over (under) Expenses and Other Financing Sources (Uses) 36,917,300 (7,522,100) 12,802,400 (4,099,600) 3,422,500 -45% 39,840,800 (6,496,800) 13,827,700 (504,218,700) (497,721,900) 7661% (2,923,500) (1,025,300) (1,025,300) (19,970,900) (18,945,600) 1848% 627,600,000 627,600,000 N/A (147,488,000) (147,488,000) N/A 39,978,000 39,978,000 N/A Beginning Fund Balance 104,066,100 140,983,400 140,983,400 153,785,800 ENDING FUND BALANCE $ 140,983,400 $ 133,461,300 $ 153,785,800 $ 149,686,200 $ 16,224,900 12% 12,802,400 9% 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 $35,421,700 based on estimated toll transactions and current RCTC 91 Express Lanes traffic, while the balance of $6,130,200 represents penalties and fees related to toll transactions and other customer account fees. Local reimbursements of $840,800 are the 241/91 Direct Connector project costs reimbursed from the Transportation Corridor Agency. Investment income represents earnings on operating and other restricted funds and reflects a 78% decrease due to extremely conservative investment yield projections and use of fund balance in FY 2021/22. Debt proceeds, a one-time financing source, including bond premium, consist of $667,578,000 in 2021 Refunding Bonds from the refinancing of the Commission's 2013 Toll Bonds and 2013 TIFIA Loan. The Commission originally approved this refinancing in March 2020; however, the Commission postponed the transaction due to the market disruptions caused by the COVID-19 crisis. 74 Chart 23 — RCTC 91 Express Lanes Enterprise Fund Sources FY 2021/22 Tolls, Penalties, and Fees 6% Debt Proceeds 94% Toll operations expenses in FY 2021/22 are necessary 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. Personnel salaries and benefits decreased 4% due to the allocation of FTEs, offset by a 4% pool for performance merit -based salary increases, an annual salary range adjustment, and the addition of three FTEs to support the reorganization of the toll program. Professional and support costs are 1% of budgeted uses and include system, equipment, and road maintenance; insurance; violation enforcement; consulting services; and marketing. Program and operations of $1 1,744,900 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. Engineering, construction, and design - build costs of $150,000, $9,783,000, and $3,560,000, 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 2021 Refunding Bonds; principal payments of $3,820,000 on the 2013 Toll Bonds; and interest payments of $7,1 19,900 for the current interest portion of the 2013 Toll Bonds and $1,921,000 for the 2013 TIFIA Loan. Capital outlay of $130,000 is related to the transition to new 6c transponder technology. Chart 24 — RCTC 91 Express Lanes Enterprise Fund Uses FY 2021/22 Professional Program and Transfers Out and Support Operations 3% 1% 7 4% Debt Service 92% Payment to escrow agent of $147,488,000 relates to the refunding of the current interest portion 75 of the 2013 Toll Bonds with proceeds from the 2021 Refunding Bonds. Transfers out include $18,896,200 of excess 91 Express Lanes surplus toll revenues to the SB 132 fund for the 15/91 North Director Connector project and $1,074,700 to the General fund for administrative cost allocations. 15 Express Lanes The 15 Express Lanes opened in April 2021 and consist of tolled express lanes in each direction from Cajalco Road in Corona to the SR -60 interchange in Jurupa Valley. Tolled revenues and non - toll revenues fund maintenance and operating costs, rehabilitation, capital expenses, and debt service (Table 40). The 15 Express Lanes toll collection system is all electronic transactions, with no toll collection booths. Commuters on 1-15 have a choice of using either express lanes or the general purpose lanes. Table 40 - RCTC 15 Express Lanes Enterprise Fund FY 2020 - 2022 FY 19/20 FY 20/21 FY 20/21 FY 21/22 Dollar Percent Actual Revised Budget Projected Budget Change Change Revenues Federal Reimbursements $ $ 19,500 $ - $ - $ (19,500) -100% Tolls, Penalties, and Fees - 3,513,600 3,787,900 23,571,800 20,058,200 571% Other Revenue - 24,100 24,100 98,000 73,900 307% Investment Income - - 7,300 7,300 N/A TOTAL Revenues 3,557,200 3,812,000 23,677,100 20,119,900 566% Expenses Personnel Salaries and Benefits 174,300 174,300 955,500 781,200 448% Professional and Support Professional Services 819,300 254,800 985,900 166,600 20% Support Costs - 1,291,400 837,300 4,097,700 2,806,300 217% TOTAL Professional and Support Costs - 2,110,700 1,092,100 5,083,600 2,972,900 141% Program and Operations Program and Operations - 3,542,400 2,382,100 9,866,600 6,324,200 179% TOTAL Projects and Operations - 3,542,400 2,382,100 9,866,600 6,324,200 179% Capital Outlay - 3,300 3,300 50,000 46,700 1415% TOTAL Expenses - 5,830,700 3,651,800 15,955,700 10,125,000 174% Excess (deficiency) of Revenues over (under) Expenses (2,273,500) 160,200 7,721,400 9,994,900 -440% Other Financing Sources (Uses) Transfers In - 2,675,400 - - (2,675,400) -100% Transfers Out - (115,000) (115,000) (457,800) (342,800) 298% Net Financing Sources (Uses) 2,560,400 (115,000) (457,800) (3,018,200) -118% Excess (deficiency) of Revenues over (under) Expenses and Other Financing Sources (Uses) Beginning Fund Balance ENDING FUND BALANCE $ $ 286,900 $ 45,200 $ 7,308,800 $ 7,021,900 2448% 286,900 45,200 7,263,600 6,976,700 2432% 45,200 45,200 N/A Tolls, penalties, and fees revenues represent the primary revenue source for the enterprise fund (Chart 25). Such revenues consist of $21,599,800 based on estimated toll transactions, while the balance of $1,972,000 represents penalties and fees related to toll transactions and other customer account fees. Other revenues reflect operating lease payments from OCTA for its share of the 91 Express Lanes' customer service center, which is owned by the 15 Express Lanes. Investment income represents earnings on operating and other restricted funds. 76 Chart 25 - RCTC 15 Express Lanes Enterprise Fund Sources FY 2021/22 \_Tol Is, Penalties, and Fees 100% Chart 26 - RCTC 15 Express Lanes Enterprise Fund Uses FY 2021/22 Transfers Out 3% Program and Operations 60% Personnel Salaries and Benefits 6% Professional and Support 31% Toll operations expenses in FY 2021/22 are necessary to manage the operations, maintenance, and capital support of the 15 Express Lanes (Chart 26). Personnel salaries and benefits represents 6% of the total budgeted uses. Personnel salaries and benefits increased 448% due to a full year of toll operations, a 4% pool for performance merit -based salary increases, an annual salary range adjustment, and the addition of three FTEs to support the reorganization of the toll program. Professional and support costs is 31% of budgeted uses and includes system, equipment, and road maintenance; insurance; violation enforcement; consulting services; and marketing. Program and operations of $9,866,600 consist of the toll services provider expenses related to operating and maintaining the toll lane hardware and software and customer service center, toll processing, and violation collection processing. Capital outlay of $50,000 is related to computer equipment. Transfers out include $457,800 to the General fund for the administrative cost allocations. 77 Table 41 - Budget Comparison by Department FY 2020 - 2022 FY 19/20 FY 20/21 FY 20/21 FY 21/22 Dollar Percent Actual Revised Budget Projected Budget Change Change Revenues Measure A Sales Tax LTF Sales Tax STA Sales Tax Federal Reimbursements State Reimbursements Local Reimbursements TUMF Revenue Tolls, Penalties, and Fees Other Revenue Investment Income Total Revenues $ 195,036,300 $ 210,000,000 $ 210,000,000 100, 283, 600 105,000,000 105,000,000 27,796,500 28,915,700 19,015,100 34,120,400 103,535, 700 71, 624,500 109, 840, 500 149, 063, 600 140, 552, 600 3,659,100 20,716,100 14,930,600 23,257,900 11,000,000 11,000,000 56,434,000 31,718,600 44,545,700 566,600 549,100 582,400 18,491,600 3,545,500 6,462,500 569,486,500 664,044,300 623,713,400 Expenditures/Expenses Management Services: Executive Management 924,100 874,000 863,100 Administration 3,404,500 3,498,600 2,665,900 External Affairs 2,035,600 1,987,200 1,921,500 Finance 4,451,800 5,685,100 4,331,400 Total Management Services 10,816,000 12,044,900 9,781,900 Regional Programs: Planning and Programming Services Rail Maintenance and Operations Public and Specialized Transit Commuter Assistance Motorist Assistance Regional Conservation Total Regional Programs Capital Project Development and Delivery Toll Operations Debt Service Principal Payments Interest Payments Cost of Issuance Total Debt Service Total Expenditures/Expenses 7,153,200 30,261,300 100,694,200 3,660,500 4,639,500 7,141,300 49,444,700 102,578,100 5,071,100 6,378,900 1,850,000 4,033,600 39,338,400 56,428,400 3,093,700 4,725,800 1,830,300 146,408,700 172,464,100 109,450,200 376,273,100 13,376,300 508,747,700 353,555,800 34,104,500 24,658,800 27,253,700 28,495,000 28,495,000 49,631,300 48,143,900 48,453,600 76,885,000 76,638,900 76,948,600 623,759,100 804,000,100 574,395,300 Excess (deficiency) of Revenues over (under) Expenditures/Expenses (54,272,600) (139,955,800) 49,318,100 Other Financing Sources (Uses) Transfers In Transfers Out Debt Proceeds TIFIA Loan Proceeds Payment to Escrow Agent Bond Premium Net Financing Sources (Uses) Excess (deficiency) of Revenues over (under) Expenditures/Expenses and Other Financing Sources (Uses) Beginning Fund Balance Ending Fund Balance $ 951,309,500 $ 858,725,600 $ 1,016,288,600 146,618,000 (146,618,000) 111,301,900 179,922,600 (179,922,600) 153,100,800 (153,100,800) 47,371,900 15, 661,000 111,301,900 47,371,900 15, 661,000 57,029,300 (92,583,900) 64,979,100 894,280,200 951,309,500 951,309,500 $ 210,000,000 105,000,000 23,862,200 107,438,700 210,931,000 21,657,800 11,000,000 65,123,700 657,300 910,100 756,580,800 780,700 3,833,200 2,262,100 5,684,900 12,560,900 7,355,600 41,259,100 125,989,400 4,487,100 6,189,400 4,113,500 189,394,100 556,478,800 51,148,700 518,386,600 60,335,600 2,883,400 581,605,600 1,391,188,100 (634,607,300) 196,890,000 (196,890,000) 627,600,000 6,919,000 (147,488,000) 39,978,000 527,009,000 (107,598,300) 1,016,288,600 $ 908,690,300 $ 0% 0% (5,053,500) -17% 3,903,000 4% 61,867,400 42% 941,700 5% 0% 33,405,100 105% 108,200 20% (2,635,400) -74% 92,536,500 14% (93,300) -11% 334,600 10% 274,900 14% (200) 0% 516,000 4% 214,300 3% (8,185,600) -17% 23,411,300 23% (584,000) -12% (189,500) -3% 2,263,500 122% 16,930,000 10% 47,731,100 9% 17,044,200 50% 489,891,600 1719% 12,191,700 25% 2,883,400 N/A 504,966,700 659% 587,188,000 73% (494,651,500) 353% 16,967,400 9% (16,967,400) 9% 627,600,000 N/A (40,452,900) -85% (147,488,000) N/A 39,978,000 N/A 479, 637,100 1012% (15,014,400) 16% 64,979,100 7% $ 49,964,700 6% 78 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 services to meet Riverside County's mobility needs. Chart 27 - Executive Management Professional Costs 38% Expenditures Support Costs 12% Salaries and Benefits 50% Executive Management has a budget of $780,700 (Table 42) for oversight of all Commission functions. The 19% decrease in salaries and benefits reflects the net change in FTE allocations, offset by the addition of the Community Engagement Manager, a 4% pool for performance merit - based salary increases, and an annual salary range adjustment. Professional costs of $300,000 include legal fees and organizational consulting services. Support costs include various membership dues and staff -related travel costs of $91,800. Table 42 - Executive Management Expenditure Detail FY 19/20 FY 20/21 FY 20/21 FY 21/22 Dollar Percent Actual Revised Budget Projected Budget Change Change Salaries and Benefits $ 628,300 $ 482,200 $ 482,200 $ 388,900 $ (93,300) -19% Professional Costs Legal Services 220,400 200,000 200,000 200,000 - 0% Professional Services - General 13,600 100,000 100,000 100,000 - 0% Total Professional Costs 234,000 300,000 300,000 300,000 - 0% Support Costs 61,800 91,800 80,900 91,800 0% TOTAL Executive Management $ 924,100 $ 874,000 $ 863,100 $ 780,700 $ (93,300) -11% 79 Executive Management Staffing Summary Position FY 19/20 FY 20/21 FY 21/22 Administrative Services Manager -Clerk of the Board 0.00 0.05 Chief Financial Officer 0.00 0.06 Community Engagement Manager 0.00 0.00 Deputy Director of Finance Administration 0.00 0.02 Deputy Executive Director 0.16 0.23 Executive Director 0.44 0.50 External Affairs Director 0.00 0.28 Human Resources Administrator 0.00 0.02 Project Delivery Director 0.00 0.01 Public Affairs Manager 0.00 0.01 Senior Administrative Assistant 0.00 0.00 Senior Financial Analyst 0.00 0.03 Senior Office Assistant 0.18 0.11 FTE 0.78 1.32 Department Overview 0.00 0.00 0.20 0.00 0.20 0.28 0.05 0.00 0.00 0.00 0.06 0.00 0.20 0.99 The Executive Director is responsible for developing and implementing new strategies at the local, regional, and statewide levels to assure delivery of transportation improvements and programs throughout the County. Furthermore, Executive Management is committed to fostering a positive and supportive work environment for staff that emphasizes quality work and encourages teamwork and open communication, with a commitment to serving the public. This is accomplished through a productive and collaborative effort with the members of the Commission and the oversight of the Commission's Executive Committee. As a result of the COVID-19 crisis, under Executive Management's leadership, it has been 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 operations is essential. Department Goals EM1 - Focus on timely and effective completion of capital projects and implementation of needed transportation services. (Policy Goals: Quality of Life, Responsible Partner) 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 counties that are of benefit to Riverside County. (Policy Goals: Quality of Life, Operational Excellence, Responsible Partner) EM4 - Maintain effective working relationships with Commissioners to strengthen and expand the Commission's leadership in transportation policy decision -making at all levels of government and raise the Commission's profile in the community. (Policy Goals: Quality of Life, Operational Excellence) EM5 - Promote the Commission's effectiveness by improving and developing staff skills, using state- of-the-art working tools, and fostering an environment that encourages and rewards individual and team effort. (Policy Goal: Operational Excellence) 80 EM6 - Continue and enhance the effective administration of the MSHCP with the integration of the RCA into the Commission. (Policy Goals: Quality of Life and Operational Excellence). EM7 - Foster and maintain a Commission culture that provides equal opportunity, enhances productivity, encourages regular and open communication among staff, and promotes the mutual achievement of individual and organizational goals and objectives. (Policy Goal: Operational Excellence) EM8 - Ensure a safe and productive workplace environment that serves the public effectively in response to the challenges posed by COVID-19. This includes strategies such as conducting public and business meetings electronically and modifications to work schedules, equipment and procedures. (Policy Goal: Operational Excellence) EM9 - Develop and ensure an agency culture that prioritizes equity in every facet of the Commission's actitvies and especially in its interaction with the public, including: • Proactive communication with a wide variety of communities throughout Riverside County, ensuring transportation services, programs and opportunities to serve all - especially rural, low- income and disadvantaged communities; and • Specialized outreach to small and disadvantaged businesess in terms of contracting opportunities and to create and maintain a diverse and empathetic Commission workforce reflecting the residents of all of Riverside County. (Policy Goals: Connecting the Economy, Operational Excellence, Quality of Life, Responsible Partner). ID Executive Management Performance Measures and Results FY 19/20 Estimated FY 19/20 Actual FY 20/21 Estimated FY 21/22 Projected EM1 EM3 Expenditures / Expenses $704,038,500 $623,759,100 $574,395,300 $1,391,188,100 EMS EM6 Staffing levels 54 50 73 77 EM5 Administration costs as percentage of expenditures / expenses 2.8% 1.7% 1.8% 1.90 81 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 as well as the RCA Board of Directors, staff, and external customers in compliance with applicable federal, state, and local requirements. Chart 28 - Administration Support Costs 35% Expenditures Capital Outlay 10% Salaries and Benefits 23% Professional Costs 32% As noted in Table 43, the Administration Department's total budget is $3,833,200 for office operations including management of office space, lease, and equipment; records; Commission and committee meetings; RCA Board of Directors and committee meetings; special events; Clerk of the Board; and Human Resources. Salaries and benefits expenditures of $881,200 reflect an increase of 15% for the net change in FTE allocations, a 4% pool for performance merit -based salary increases, and an annual salary range adjustment. Professional costs of $1,241,600 cover various services including, but not limited to, Commissioner per diems, legal fees, and consultant and other professional services and reflect an increase of 11% related to information technology services. Support costs of $1,350,400 cover administrative overhead including office maintenance; information technology updates, support, and maintenance; and recruitments. Capital outlay of $360,000 covers office space improvements, information technology improvements and upgrades, and equipment upgrades. Clerk of the Board costs related directly to regional conservation are included in the Regional Conservation Department. Table 43 - Administration Expenditure Detail FY 19/20 FY 20/21 FY 20/21 FY 21/22 Dollar Percent Actual Revised Budget Projected Budget Change Change Salaries and Benefits $ 1,418,600 $ 767,600 $ 766,800 $ 881,200 $ 113,600 15% Professional Costs Commissioner Per Diem 47,600 65,000 40,000 65,000 - 0% Legal Services 36,700 95,000 34,000 95,000 - 0% Professional Services - General 945,200 953,600 937,500 1,081,600 128,000 13% Total Professional Costs 1,029,500 1,113,600 1,011,500 1,241,600 128,000 11% Support Costs 823,500 1,212,400 887,600 1,350,400 138,000 11% Capital Outlay 132,900 405,000 - 360,000 (45,000) -11% Debt Service 15,800 - - - - N/A TOTAL Administration $ 3,420,300 $ 3,498,600 $ 2,665,900 $ 3,833,200 $ 334,600 10% 82 Administration Staffing Summary Position FY 19/20 FY 20/21 FY 21/22 Administrative Assistant Administrative Services Manager -Clerk of the Board Deputy Clerk of the Board Deputy Director of Finance Deputy Director of Finance Administration Deputy Executive Director Executive Director Facilities Administrator Human Resources Administrator IT Administrator Procurement Analyst Procurement Manager Records Technician Senior Administrative Assistant Senior Management Analyst Senior Office Assistant Senior Procurement Analyst FTE 0.00 1.00 1.00 0.01 0.00 0.06 0.00 0.06 1.00 0.00 0.00 0.00 1.00 0.59 0.00 0.60 0.01 0.00 0.73 1.13 0.00 0.00 0.06 0.00 0.04 0.98 0.80 0.00 0.00 0.90 0.44 0.00 0.50 0.02 0.15 0.75 1.08 0.00 0.02 0.08 0.02 0.04 1.00 0.81 0.06 0.04 0.90 0.25 0.04 0.40 0.06 Department Overview - Office Operations 5.33 5.60 5.70 Office Operations oversees the daily maintenance needs of the Commission's office facilities and 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 provides support services. Department Goals - Office Operations 001 - Ensure quality service that demonstrates responsiveness and flexibility and provides services at the most reasonable cost. (Policy Goal: Operational Excellence) 002 - Facilitate access to Commission information and records. (Policy Goal: Operational Excellence) Department Overview - Clerk of the Board The Clerk of the Board provides support services to the Board and its alternates and for Commission and committee meetings; the Clerk of the Board also supports the RCA Board of Directors and its alternates and for RCA board and committee meetings. It serves as an important resource for the Commission and RCA and has the responsibility for: • Recording, publishing, preserving, and filing meeting proceedings of documents acted upon by the boards and their committees; • Processing claims against the Commission and RCA; • Fulfilling requirements of the Commission and RCA, including committees, as it relates to the Conflict of Interest Code; • Serving as the Filing Officer for Economic Interest and Campaign Disclosure statements and legal claims against the Commission and RCA; • Coordinating special events and meetings; and • Performing all duties required by law, rules, or order of the Board and RCA. 83 As such, this department has a direct link and responsibility to serve local taxpayers and the public while supporting the actions of the Commission and RCA. 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 responses to California Public Records Act requests. Department Goals - Clerk of the Board CB1 - Ensure coordination and documentation of board and committee meetings as required by state regulations. (Policy Goal: Operational Excellence) CB2 - Facilitate public access to board meetings, agenda items, and records as required by state regulations. (Policy Goal: Operational Excellence) Department Overview - Human Resources Human Resources responsibilities include: • Planning, administering, and implementing human resources programs, including the recruitment, selection, and appraisal process; • Employee training and development; • Classification and compensation studies; • Benefits administration; • Employee relations; and • Recommending, implementing and maintaining personnel policies, procedures, and practices. Department Goals - Human Resources HR1 - Administer human resources policies, procedures, and programs in order to align personnel laws and the Commission's policies with continuous improvement principles. (Policy Goal: Operational Excellence) HR2 - Continue to employ and recruit a diverse, dynamic, and talented workforce to meet the needs of the growing organization. (Policy Goal: Operational Excellence) HR3 - Train and develop staff to be their best in order to meet the needs of the organization. (Policy Goal: Operational Excellence) HR4 - Understand and consistently deliver excellent customer service to all employees in person or virtual settings. (Policy Goal: Operational Excellence) HR5 - Improve the quality of the work culture and administer appropriate safety protocols and precautions as it relates to COVID-1 9 in the workplace. (Policy Goal: Operational Excellence) HR6 - Promote diversity and inclusion by providing equal access to opportunities and ensuring fair treatment of all candidates and staff. (Policy Goal: Operational Excellence)) 84 ID Administration Performance Measures and Results FY 19/20 Estimated FY 19/20 Actual FY 20/21 Estimated FY 21/22 Projected 001 Staff supported: Regular full-time 54 50 73 77 002 Legal notices 25 15 15 25 CBI, CB2 RCTC and RCA board, committee, and ad hoc meetings 50 54 65 75 CBI RCTC and RCA board members supported (including alternates) 62 62 108 108 HR1, HR4 Employee Policies and Procedures/Benefits review sessions held 2 4 5 5 HR2 Recruitments 6 4 15 11 HR2 Positions filled 6 4 15 11 HR3 Employee Training Sessions held 3 2 3 3 85 External 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 - External Affairs Support Costs 10% Professional Costs 45% Expenditures Salaries and Benefits 45% The External Affairs Department has a total budget of $2,262,100 (Table 44), an overall 14% increase primarily due to salaries and benefits. Salaries and benefits reflect an increase of 38% due to the change in FTE allocations, the addition of the Community Engagement Manager, additional staff positions related to maintain management services levels, a 4% pool for performance merit -based salary increases, and an annual salary range adjustment. Professional costs of $1,014,900, reflect a 1% decrease and include legislative advocacy, graphic design, and website updates. Support costs of $230,500 reflect a 1% 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 44 - External Affairs Expenditure Detail FY 19/20 FY 20/21 FY 20/21 FY 21/22 Dollar Percent Actual Revised Budget Projected Budget Change Change Salaries and Benefits Professional Costs Legal Services Professional Services - General Total Professional Costs Support Costs TOTAL External Affairs $ 1,255,300 $ 734,600 $ 729,500 3,800 35,000 1 1, 500 668,000 985,500 979,000 671,800 1,020,500 990,500 108,500 232,100 201,500 $ 2,035,600 $ 1,987,200 $ 1,921,500 $ 1,016,700 35,000 979,900 1,014,900 230,500 $ 2,262,100 $ 282,100 38% 0% (5,600) -1% (5,600) -1% (1,600) -1% $ 274,900 14% 86 External Affairs Staffing Summary Position FY 19/20 FY 20/21 FY 21/22 Community Engagement Manager 0.00 0.00 Deputy Director of Finance Administration 0.00 0.01 Deputy Executive Director 0.47 0.39 External Affairs Director 0.49 0.34 Legislative Affairs Manager 0.91 0.78 Procurement Analyst 0.00 0.00 Procurement Manager 0.00 0.03 Public Affairs Manager 0.34 0.36 Senior Administrative Assistant 0.32 0.30 Senior Management Analyst 0.42 1.19 Senior Procurement Analyst 0.02 0.03 FTE 2.97 3.43 Department Overview 0.80 0.02 0.35 0.49 0.70 0.03 0.02 0.38 0.26 1.16 0.03 4.24 The External Affairs Department manages two core functions: legislative affairs and public affairs. These are public -facing functions with high impact on how citizens, stakeholders, and decision - makers interact with the Commission. Legislative Affairs Improved mobility for Riverside County residents requires the financial resources and public policy to implement transportation projects and programs. Through proactive advocacy at all levels of 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 items in state or federal budgets; • Changing the law; • Shaping rules and regulations; • Educating elected, appointed, and career government officials, as well as interest groups; and • Ensuring Commission projects are eligible for competitive new and existing grant programs. 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 consultants in their areas of expertise. The Commission retains legislative consultants with 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 process that seeks to acquire the greatest talent and the best value for the Commission. The FY 2021/22 budget does not contemplate any increases in retainer fees for legislative consulting services. Staff, in consultation with the legislative advocates, provides recommendations and support to Commissioners, who set legislative policy priorities and are often the Commission's most effective advocates in Washington, D.C. and Sacramento. Commissioner engagement takes the form of actions such as adopting a legislative platform; taking positions on individual bills; and communicating with government decision -makers in writing, verbally, or through trips to capital 87 cities. Thus, the Commission's team 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 coalitions are: • Mobility 21 - a coalition of public agencies, the Automobile Club of Southern California, and business advocacy groups in southern California; • Self Help Counties Coalition - an alliance of all California counties with voter -approved sales taxes for transportation projects; • California Association of Councils of Government - a diverse alliance of transportation and planning agencies that are impacted by the State's laws and regulations on land use, air quality, and transportation; • CTOC - an industry group of tolling agencies that collaborates on matters of common interest pertaining to operations, technology, finance and public policy; and • International Bridge, Tunnel, and Turnpike Association - an industry group of public and private stakeholders in the tolling industry that focuses on federal policy and developing best business practices within the tolling community. Although participation in these coalitions requires staff and consultant time, they leverage the collective strength of more voices beyond the Commission, which is often necessary to affect policy change. Additionally, members of these coalitions may have expertise and resources outside of the Commission's current capability that can contribute significant value to the Commission. Active engagement by the Commission in the development and implementation of significant federal infrastructure legislation is necessary to ensure Riverside County taxpayers receive a proportional benefit to any federal investment. This legislation would include reauthorization of federal surface transportation programs to replace the expiring Fixing America's Surface Transportation (FAST) Act and a possible COVID-19 economic stimulus package which may include new transportation investment. This means significant advocacy and bill language development are anticipated. The Commission will continue to engage state and federal officials regarding the implementation of climate action policies and identify any impact to the Commission's ability to complete projects in Measure A. A key recommendation of the Commission's Strategic Assessment is for the Commission to pursue state and federal funding for priority projects, given the yawning gap of funding for Riverside County's long-term mobility needs. Staff will continue to ensure that Commission projects are eligible and competitive for new and existing grant programs. The Commission is now the managing agency for the RCA as of January 2021. Outreach to elected and policy officials will include information regarding the MSHCP, issues associated with its completion, and benefits to transportation infrastructure project delivery. 88 Public Affairs The Commission's commitment to engage and educate residents, business operators, and motorists requires a comprehensive public affairs program. The Commission continues to develop relationships with the public and major stakeholders through 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; • Building awareness and support for the Commission's projects, services, and funding challenges through a comprehensive, data -driven public engagement program, with tools to receive public feedback about transportation priorities and funding; • Maintaining and enhancing the RCTC.org website and promptly responding to website inquiries from residents and other interested parties; • Providing news updates through RCTC's blog, The Point, and sending monthly newsletters; • Producing and providing resource materials, such as fact sheets, brochures, annual reports, and newsletters in print and digital form; • Communicating with news media outlets through news releases, radio and television interviews, advertisements, cable television recordings, and podcasts; • Interacting with communities of interest and stakeholder groups, such as city councils, chambers of commerce, industry associations, service clubs, and other community -based organizations and businesses; • Participating in or hosting public meetings, with a shift to more virtual public meetings; • Measuring public affairs activities to assess progress toward goals and determining the most effective means of reaching various stakeholders; and • Integrating RCA communications, due to the Commission's new management role of this agency. The Commission will place continued emphasis on providing communications support to major projects, such as: • 1-15 Express Lanes • SR -60 Truck Lanes • I-15/Railroad Canyon Interchange • MCP I-215/Placentia Avenue Interchange • 91 COP • Pachappa Underpass • Riverside layover facility • 15/91 Express Lanes Connector • 71/91 Connector • 15 COP • 1-15 Express Lanes -Southern Extension • Metrolink station improvements • Coachella Valley -San Gorgonio Pass Corridor Rail Service • Santa Ana River Trail Extension The Commission also promotes high -value public services, such as FSP, the VanClub vanpool subsidy program, and other motorist and commuter assistance programs. In addition, the Commission continues to support the public outreach efforts of Caltrans District 8 and member jurisdictions, in relation to transportation planning and construction activities. 89 The Commission's communications efforts also focus on marketing and customer service for the RCTC 91 Express Lanes, 15 Express Lanes, and public transit operations including Metrolink service. The Commission has a significant stake in ensuring positive experiences by the public with these toll and transit services. An ongoing emphasis for the Commission is increased digital communications. The public can expect to see increased information from The Point, the Commission's e -newsletter and blog; RCTC.org, the Commission's website; and social media accounts, @therctc. Staff will continue to produce quarterly reports to monitor the effectiveness of these digital communication activities. Additionally, the public can expect more information related to the RCA including progress toward completing the MSHCP. Efforts will include expanded social media engagement, website outreach, email outreach, video production, stakeholder communication, school programs, and recreational opportunities. Staff will provide quarterly analytics to measure the success of these communication activities. In 2019, the Traffic Relief Strategy Committee directed the development of a draft Traffic Relief Plan, following the #RebootMyCommute program. The Commission collected public input and opinion polling data from across Riverside County and adopted the draft Traffic Relief Plan for public review in January 2020. In April 2020, as a result of the COVID-19 pandemic, the Commission took action to defer placing the Traffic Relief Plan on the November 2020 ballot. The Commission approved the final Traffic Relief Plan in May 2020, and it has independent utility as an aspirational planning document supported by grassroots public input. The Commission can use the Traffic Relief plan as a reference point for future decisions; however, the projects and services within the plan are unlikely to be delivered without a funding source. Measure A remains the 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 programs will not be sufficient to deliver all projects in the 2009 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 Assessment and meets the requirements of Public Utilities Code Section 240302.Department Goals The External Affairs Department plays a unique role by providing broad internal support to all Commission departments while also being the conduit for a 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 goals of quality of life, operational excellence, connecting the economy, and being a responsible partner. The External Affairs Department will adapt to ensure achievement of these broader organizational aims. 90 External Affairs Performance Measures and Results FY 19/20 Estimated FY 19/20 Actual FY 20/21 Estimated FY 21/22 Projected Legislative action submittals to Commission 8 3 6 6 Commission -adopted legislative positions 8 3 6 6 Letters received supporting State/federal/regional grants pursuits 25 68 25 25 Items of state or federal legislation sponsored by the Commission 0 0 0 1 Annual legislative delegation staff briefing 1 0 1 1 Speakers bureau/stakeholder presentations/events 110 64 70 75 Social media postings per week (average) 6 5 5 6 Facebook "likes" 8,500 9,618 10,000 10,500 Twitter followers 1,300 1,282 1,340 1,400 Instagram followers 600 680 840 900 The Point postings per month (average) 4 3 4 4 The Point subscribers 3,300 3,920 4,000 4,500 Website visitors per month (average) 28,000 27,363 30,000 33,000 91 Finance Mission Statement: Finance safeguards the Commission's assets 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 seeks financing alternatives that complement the Commission's strategic direction. Chart 30 - Finance Salaries and Benefits 11% Transfers Out 64% Expenditures Professional Costs 14% Support Costs 6% Capital Outlay 5% The Finance Department's total budget is $15,763,500 (Table 45) and is consistent with the prior year's budget. Department staffing costs will total $1,664,100 and reflects a 1% decrease due to the net change in FTE allocations, offset by additional staff positions related to to maintain management services levels, a 4% pool for performance merit -based salary increases, and an annual salary range adjustment. Professional costs of $2,217,000 include various services related to general and specialized legal, financial and investment advisory, audits, debt management, annual financial report and annual graphic design and publications, and procurement. Support costs of $933,800, which include insurance, printing, and staff training, are expected to increase due to rising insurance costs. Capital outlay of $870,000 includes ERP updates. Transfers out of $10,000,000 and $78,600 are related to funding a portion of the sales tax debt service interest payments and administrative costs to the General fund, respectively, from the 2009 Measure A Western County bond financing program. Table 45 - Finance Expenditure Detail FY 19/20 FY 20/21 FY 20/21 FY 21/22 Dollar Percent Actual Revised Budget Projected Budget Change Change Salaries and Benefits Professional Costs Legal Services Audit Services Financial Advisory Professional Services - General Total Professional Costs Support Costs Capital Outlay Transfers Out TOTAL Finance $ 2,569,200 $ 1,686,500 $ 1,672,800 75,200 240,000 220,000 448,500 622,300 453,500 91,300 275,000 101,000 775,700 1,279,000 1,044,500 1,390,700 2,416,300 1,819,000 359,400 669,000 678,000 132,500 913,300 161,600 10,033,300 10,007,700 10,007,700 $ 14,485,100 $ 15,692,800 $ 14,339,100 $ 1,664,100 220,000 512,800 277,000 1,207,200 2,217,000 933,800 870,000 10,078,600 $ 15,763,500 $ (22,400) -1% (20,000) -8% (109,500) -18% 2,000 1% (71,800) -6% (199,300) -8% 264,800 40% (43,300) -5% 70,900 1% $ 70,700 0% 92 Finance Staffing Summary Position FY 19/20 FY 20/21 FY 21/22 Accountant 0.98 0.98 0.97 Accounting Assistant 2.00 2.00 2.00 Accounting Supervisor 1.00 1.00 1.00 Accounting Technician 1.99 2.00 2.00 Chief Financial Officer 0.59 0.60 0.60 Deputy Director of Finance 0.92 0.96 0.94 Deputy Director of Finance Administration 0.00 0.19 0.15 Procurement Analyst 0.00 1.00 0.20 Procurement Manager 0.24 0.21 0.10 Senior Administrative Assistant 0.44 0.38 0.45 Senior Financial Analyst 0.66 0.70 0.60 Senior Management Analyst 0.01 0.01 0.01 Senior Office Assistant 0.22 0.29 0.30 Senior Procurement Analyst 0.22 0.39 0.10 Toll Project Manager 0.01 0.00 0.00 FTE 9.28 10.71 9.42 Department Overview Finance and Accounting Commission resources are allocated to assure financial stability and fiscal accountability. Finance activities include investing the Commission's cash resources, planning and directing financial transactions, and subsequent monitoring of legal and regulatory requirements. Adequate cash flow must be maintained while at the same time prudently investing operating and capital funds. Borrowing needs are carefully planned using both short- and long-term debt. Once debt is issued, 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 bonds and the U.S. DOT for TIFIA loans. Fiscal accountability involves receiving all funds due the Commission, paying all Commission obligations, maintaining the general ledger, reporting regularly on the Commission's fiscal results, and preparing and monitoring the budget. Fiscal accountability requires the coordination of budget planning and monitoring and the accurate and timely accounting for all funding sources, including compliance with all applicable laws and regulations governing those funds. Accounting encompasses cash receipt and disbursement functions, maintenance of the general ledger including project cost accounting, payroll processing, debt and investment management, quarterly and annual financial reporting, and retention of and coordination with independent auditors. In connection with its accounting and financial reporting responsibilities, the Commission will continue to monitor GASB activities and implement new standards, such as leases, when required. The Commission also recognizes the importance of accountability for the organization. As a result, the Commission is highly regarded by individuals, peers, other organizations, and government officials at a local, regional, state, and national basis. Measures have been implemented related to oversight, reporting, fraud, internal control, and ethics to maintain the public's confidence in the Commission, including participation in the Government Finance Officers Association (GFOA) certificate programs. While the Commission continues to participate in GFOA's Certificate of Achievement for Financial Reporting Program, it did not participate in the Distinguished Budget Presentation program for the FY 2020/21 budget due to the impact of COVID-19 on staff resources. Similar to the prior year as a result of the continued impact of COVID-19, the Commission will not 93 submit the FY 2021/22 budget to the program; however, the budget document approved by the Commission provides essential information without some details provided in prior years that were required by the GFOA budget program. 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 policies and procedures as required. After contract award and during the contract lifetime, contract administration activities include issuing contract task orders and amendments; ensuring compliance with contract terms, conditions, and deliverables; and monitoring contract balances to prevent contract overruns. The Commission approved the revised Procurement Policy Manual in February 2021 to include the RCA procurement policies and procedures. Procurement management also includes oversight of the Commission's DBE and SBE program. This includes developing DBE contract goals, attending various DBE/SBE outreach events to encourage participation on Commission contracts, monitoring DBE participation achievement, and ensuring all vendors have an equal opportunity to provide the Commission with goods and services. Risk management includes identifying Commission insurance needs to protect the Commission's assets, such as its commuter rail stations, toll facilities, and vacant land, and to ensure that insurance requirements for services purchased with public funds are 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's insurance 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's outstanding debt ensuring compliance with applicable laws and regulations and continued investor awareness and receptivity to the Commission's program. (Policy Goal: Operational Excellence) F3 - Ensure the Commission and funding recipients comply with Measure A and TDA 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's strategic 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) 94 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) F8 - Review existing procurement policies and procedures. (Policy Goal: Operational Excellence) F9 - Protect the Commission's assets by ensuring appropriate insurance is obtained. (Policy Goal: Operational Excellence) ID Finance Performance Measures and Results FY 19/20 Estimated FY 19/20 Actual FY 20/21 Estimated FY 21/22 Pro'ected F2 Sales tax revenue bonds ratin Aa2/AA+/AA Aa2/AA+/AA Aa2/AA+/AA Aa2/AA+/AA F2 Toll revenue bond rating: 2013 Bonds A/BBB+ A/BBB+ A/BBB+ A/BBB+ F2 TIFIA loan rating: 2013 TIFIA Loan 2017 TIFIA 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 1.50% operating and debt proceeds .93% operating / 1.42% debt proceeds .10 % operating and debt proceeds .10% operating and debt proceeds F5 GFOA Certificate of Achievement Awarded Awarded Awarded Awarded F4 GFOA Distinguished Budget Award Proficient Proficient N/A N/A F5 Accounts payable invoices processed 7,700 7,294 7,300 7,300 F5 Accounts payable checks processed 4,500 4,068 4,100 4,100 F3 Audit adjustments 0 0 0 0 F5 Payroll hours processed 99,800 101,989 151,800 156,000 F5 Accounts receivable invoices processed 250 288 290 290 F7 A reements rocessed 180 189 210 230 95 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 partnerships with local, regional, state, and federal agencies resulting in maximum returns on local investment. Planning and Programming also supports a coordinated regional approach to solve transportation funding issues. Chart 31 - Planning and Programming Transfers Out 10%I Projects and Operations 67% Expenditures Salaries and Benefits 16% Professional Costs 6% Support Costs 1% Planning and Programming expenditures of $8,197,600 remained comparable to last year's budget (Table 46). Salaries and benefits total $1,333,800 and reflect a 30% increase due to the net change in FTE allocations, a 4% pool for performance merit -based salary increases, and an annual salary range adjustment. Professional services totaling $473,000 decreased 59% due to completion of the Traffic Relief Plan work in the prior year. Professional services include air quality analysis; project database management; local, regional, and state planning activities; on -call goods movement consultants; and legal services. Support costs decreased 98% or $1,338,500 due to completion of the Traffic Relief Plan work in the prior year and includes various membership dues and staff -related travel costs. Projects and operations costs increased 54% primarily due to engineering and right of way work for the Santa Ana River Trail Extension project for the District, grant -funded reimbursement of construction costs for a CVAG signal synchronization project; and a transit -oriented communities study. Transfers out of $842,000 are related to administrative costs to the General fund. 96 Table 46 - Planning and Programming Expenditure Detail FY 19/20 FY 20/21 FY 20/21 FY 21/22 Dollar Percent Actual Revised Budget Projected Budget Change Change Salaries and Benefits $ 2,479,900 $ 1,028,000 $ 1,010,600 $ 1,333,800 $ 305,800 30% Professional Costs Legal Services 163,200 79,000 64,000 93,000 14,000 18% Financial Advisory 1,800 2,000 - (2,000) -100% Professional Services - General 785,300 1,086,300 250,000 380,000 (706,300) -65% Total Professional Costs 950,300 1,167,300 314,000 473,000 (694,300) -59% Support Costs 573,300 1,367,100 12,100 28,600 (1,338,500) -98% Projects and Operations Program Operations 272,600 352,400 350,400 308,200 (44,200) -13% Engineering 426,900 600,000 550,000 1,821,000 1,221,000 204% Construction 865,000 45,000 35,000 311,000 266,000 591% Right of Way 13,000 130,000 - 155,000 25,000 19% Special Studies 249,100 815,000 50,000 1,350,000 535,000 66% Operating and Capital Disbursements 1,323,100 1,636,500 1,711,500 1,575,000 (61,500) -4% Total Projects and Operations 3,149,700 3,578,900 2696,900 5,520,200 1,941,300 54% Transfers Out 925,000 1,061,400 1,061,400 842,000 (219,400) -21% TOTAL Planning and Programming $ 8,078,200 $ 8,202,700 $ 5,095,000 $ 8,197,600 $ (5,100) 0% Planning and Programming Staffing Summary Position FY 19/20 FY 20/21 FY 21/22 Capital Project Manager 0.48 0.17 0.00 Chief Financial Officer 0.08 0.01 0.01 Deputy Director of Finance Administration 0.00 0.04 0.03 Deputy Executive Director 0.10 0.07 0.11 Executive Director 0.51 0.38 0.38 External Affairs Director 0.34 0.01 0.01 IT Administrator 0.00 0.02 0.02 Management Analyst 1.07 0.00 0.00 Multimodal Services Director 0.26 0.28 0.25 Planning and Programming Director 0.00 1.00 0.99 Planning and Programming Manager 1.00 1.00 0.99 Procurement Analyst 0.00 0.00 0.08 Procurement Manager 0.06 0.15 0.06 Project Delivery Director 0.09 0.04 0.04 Public Affairs Manager 0.16 0.00 0.02 Senior Administrative Assistant 0.28 0.24 0.20 Senior Capital Project Manager 0.00 0.00 0.15 Senior Management Analyst 1.13 1.31 2.11 Senior Procurement Analyst 0.00 0.10 0.14 Toll Project Delivery Director 0.24 0.00 0.00 FTE 5.80 4.82 5.59 Department Overview Transportation Planning and Programming The Planning and Programming Department is responsible for short- and long-range transportation planning and programming. Short-range planning and programming involves the development of the five-year STIP and preparation of the six -year FTIP for the County. These programming documents identify projects funded from Measure A, TUMF, transit operators' Short -Range Transit Plans (SRTPs), state and federally funded projects, locally funded regionally significant projects, and local jurisdiction Capital Improvement Plans (CIPs). 97 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 commissions in the region on various planning efforts relative to: • Implementation of the SCAG region's RTP/SCS; • Corridor and goods movement plans; and • STIP. Programming specifically involves the development, review, and approval of projects for various funding programs, particularly those where the Commission has a responsibility for project nominations. Additionally, programming involves the monitoring of projects from project selection through construction close-out. In order to receive federal funds and approvals, projects must be included in the RTP and FTIP in accordance with project delivery schedules and financial constraint requirements. This also includes regionally significant projects that are state only or locally funded. SCAG, as the metropolitan planning organization (MPO), is responsible for incorporating all six county (Imperial, Los Angeles, Orange, Riverside, San Bernardino, and Ventura) transportation improvement programs into one regional programming document - the RTP/SCS. SCAG 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/SCS is updated every four years, and the FTIP update effort is performed every 18 to 24 months. Multiple amendments occur within each FTIP cycle; RTP amendments are less frequent as they require air quality conformity analyses. FTIP amendments can occur for minor project changes that do not affect the conformity determination. The Planning and Programming Department is responsible for allocating the following local, state, and federal funding sources: Local Sources State Sources Federal Sources 1989 and 2009 Measure A, including MARA SB 821 for pedestrian and bicycle projects STBG, formerly Surface Transportation Program Western County TUMF regional arterial program STIP-RIP ATP MPO County share SB 1 LPP Formula Share Mobile Source Air Pollution Reduction Review Committee (MSRC) CMAQ Highway Infrastructure Program (HIP) Transportation Alternatives Program (TAP)* *TAP funds are combined with State/MPO ATP Call for Projects administered by CTC. 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 with federal and state funds to prevent loss of funding. Monthly meetings with Caltrans Local Assistance are also held to coordinate and address any issues with federal funding obligations and state funding allocations. 98 Partnership development, public and private, is critical to the Commission's continued success in affecting positive transportation decisions to meet future demands. Commission staff works in close coordination with its partners to advocate for federal, state, and local funding to improve mobility, mitigate the impacts of goods movement, and streamline the programming and project delivery process. Federal Funding STBG, CMAQ, HIP, and TAP/ATP: The Commission is responsible for obligating STBG and CMAQ, and HIP funds to transportation projects in the County. The Commission's policy states that priority shall be given to Western County Highway Delivery Plan -supporting projects for programming of STBG and CMAQ funds designated for the South Coast Air Basin. The Commission delegates the selection of projects for CMAQ funds apportioned to the Salton Sea Air Basin to CVAG. Through SB 99 and 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 modes of transportation such as biking 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. State Funding STIP-RIP: The Commission works on the development of the STIP in addition to monitoring delivery of STIP projects to 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, SCAG, and RTPA to ensure projects in the County are successful in these funding programs. Each county transportation commission throughout the State is responsible for programming RIP funds, which represents 75% of the total STIP funding available statewide for capital enhancement 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 levels called "county shares." The Commission is responsible for ensuring that projects funded with STIP funding are administered and implemented consistent with CTC and Caltrans policies. It is the Commission's policy to set aside 2% off the top of new programming capacity for staff support to carry out STIP PPM activities. The remaining RIP funds are further distributed geographically among Western County, Coachella Valley, and Palo Verde Valley per the Commission's intra-county STIP formula. The Commission may also consider a call for projects for RIP discretionary funds when sufficient programming capacity is available. The Commission is responsible for approving projects for RIP funds in Western County and coordinating with Caltrans on the selection of Interregional Improvement Program funds as part of the STIP approved by the CTC every two years. The Commission delegated the authority to nominate projects for RIP funds in the Coachella Valley to CVAG. A MOU between the city of Blythe, representing Palo Verde Valley, and the Commission allows the city to trade RIP funds for local Measure A sales tax funds. The CTC administers federal TAP funds under the State's ATP that was created by SB 99 and AB 101 to encourage increased use of active modes of transportation, such as biking and walking. Federal TAP funds are authorized each year by the passage of the state budget. 99 SB l: The State Legislature and Governor approved SB 1 in April 2017. This transportation tax provides annual revenues for transportation purposes statewide, with a portion coming directly to Riverside County. The CTC is responsible for administering the majority of the SB 1 programs. The Commission receives LPP formula funds over a three-year cycle. The Commission also submits project applications for the SB 1 Solutions for Congested Corridors Program (SCCP), Trade Corridor Enhancement Program (TCEP), and LPP competitive programs. The FAST Act, signed into law in December 2015, established a new formula freight fund under the National Highway Freight Program for a five-year period. The CTC is responsible for allocating these funds. SB 821: SB 821, also known as TDA Article 3, projects are funded by 2% of LTF revenues; the expenditures under this program are included in the LTF special revenue fund and reflected in the Public and Specialized Transit Department since the LTF activities relate primarily to transit funding. The Commission released a call for projects in February 2021 and will award the next round of funding in June 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 has programmed MARA funds on projects based on a multi - funding call for projects or separate requests. 2009 Measure A Local Streets and Roads: In order to receive Measure A local streets and roads funding each year, the Commission requires the local jurisdictions to submit a five-year CIP based on Measure A revenue projections. Additionally, the local jurisdictions are required to submit a Maintenance of Effort (MOE) certification consistent with adopted MOE guidelines and participate in the MSHCP and in the local agency's respective TUMF program, as applicable. The Planning and Programming Department processes administrative amendments to CIPs for minor changes that do not affect the total programmed amount or are within budget levels. Significant changes require Commission approval. Western County TUMF Regional Arterial Program: WRCOG administers the Western County TUMF program and collects the fees from participating jurisdictions. WRCOG disburses to the Commission approximately 45.7% of the TUMF funds collected. The Commission further distributes these funds equally to the Commission's TUMF CETAP corridors and regional arterial programs. In September 2004, the Commission established a program and approved the programming of 23 regional arterial projects. The expenditures for these regional arterial capital projects are included in the Capital Project Development and Delivery Department budget. Planning and Programming staff monitors TUMF regional arterial projects based 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 TUMF regional arterial projects with WRCOG and local jurisdiction staff. Funding Pursuit Having a local sales tax measure dedicated to transportation improvements gives Riverside County the ability to leverage Measure A funds in pursuit of competitive regional, state, and federal funding opportunities. The Planning and Programming Department, in collaboration with other departments, monitors competitive grant opportunities. Regional and local projects are identified that have the potential to meet each funding opportunity's criteria. An analysis is conducted to determine the feasibility of a grant application being successful, and a decision is made whether to pursue any given funding opportunity. In 2017, the Commission established a 100 bench of four firms to assist in these pursuits. Most recently, in December 2020, the Commission was awarded $58,108,000 in SB 1 TCEP funding to construct the 71/91 Connector. These grant funds will leverage more than $66 million in STIP-RIP funds. Long Range Planning and Congestion Management The Commission's involvement with long-range planning efforts includes the coordination and input into planning efforts throughout the County, southern California region, and statewide. These efforts involve participation in local, bi-county, and regional corridor plans and studies, including the continued development of the CETAP corridors. • The passage of SB 1 created and funded the SCCP competitive grant program. SB 1 requires that SCCP funding be available for projects that make specific performance improvements and are part of a comprehensive multimodal corridor plan designed to reduce congestion in highly traveled corridors. In preparation for future SCCP pursuits, the Commission partnered with SBCTA, Caltrans District 8, and SCAG to develop the Inland Empire Comprehensive Multimodal Corridor Plan (IE CMCP), which the Commission adopted in October 2020. The IE CMCP goes beyond traditional freeway planning and identifies potential multimodal infrastructure opportunities within Western Riverside County and the valley -area of San Bernardino County. The Commission would like to work with CVAG to develop a multimodal corridor plan for the Coachella Valley. • The Commission commenced its first Countywide Long Range Transportation Study (LRTS) in 2017, which was completed in December 2019. The LRTS provides a vision of Riverside County's future integrated transportation system and serves as a document to advocate for changes to transportation policy, legislation, and funding. It also includes a comprehensive review of projects, including highways, arterials, grade separations, transit, and active transportation improvements. • The RTP is a 25 -year transportation plan developed by SCAG in conjunction with county transportation commissions, sub -regional agencies, local agencies, transit operators, and other interested parties within the SCAG six -county region. The SCAG 2020 RTP, adopted 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/goods movement, interregional highways, and air quality 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 CMP was developed to meet federal Congestion Management System requirements since state CMP is a 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 occurs along the CMP system, the Commission will review the cause of congestion and determine projects and programs that can alleviate the congestion along with potential funding. Regional Issues - Freight The Commission focuses on facilitating ongoing commitments as well as being responsive to various emerging regional and statewide issues relating to freight/goods movement that traverse the southern California region. The Commission participates in 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 meets quarterly at various locations across the state 101 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 also works with SCAG and partners from the Southern California Consensus Group (Ports of Long Beach and Los Angeles, Alameda Corridor Transportation Authority, Alameda Corridor East Construction Authority, SBCTA, OCTA, Los Angeles County Metropolitan Transportation Authority, Ventura County Transportation Commission, SCAG, and SCRRA) to identify goods movement priorities in the SCAG region. In 2017, a Companion Study was completed for the 2012 Grade Separation Priority Update Study. The 2012 study was completed to update information regarding improving each of the remaining 46 at -grade crossings. The 2017 study identified 11 grade crossings considered as high priorities for the local jurisdictions for the next 10 years. The Commission continues to work closely with the local jurisdictions to develop funding strategies and provide funding assistance to support projects that 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 2017 to evaluate a logistics -related regional fee on new warehousing facilities as a 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 is the developer of the World Logistics Center, which is planned to encompass more than 40 million square feet of large-scale logistics operations in 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 center warehouses to offset the cost of highway improvements caused by the growth in truck trips originating or ending in the County. The Commission may consider the implementation of such as program in a future year. Other Agency Projects The Commission entered into a MOU with the District for the Santa Ana River Trail Extension projects. The projects are a joint effort with several public and private agencies including the counties of Orange and San Bernardino. Santa Ana River Trail Extension (P007201 & P007202) Provide support to the District for the Santa Ana River Trail Extension projects under a cooperative planning and development agreement. 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. The District is responsible for 100% of costs. FY 2021/22 Cost Funding Impact Operating Budget Impact Department Goals $ 1,821,000 Engineering $ 155,000 Right of way $ 398,400 Other project -related costs Costs will be funded by the District. N/A; operations are the responsibility of the District. PP1 - Build upon relationships with local, regional, state, and federal agencies to coordinate short - and long-range planning to ensure that transportation projects receive funding and approvals. (Policy Goals: Quality of Life, Operational Excellence, Responsible Partner) PP2 - Continue to seek a stronger role for county transportation commissions in state and regional transportation and air quality programs to direct funding for programs and projects that will 102 improve air quality, mobility, and the economy in the County. (Policy Goals: 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/SCS and state and federal planning regulations. (Policy Goals: Quality of Life, Responsible Partner) PP4 - Maintain support of the SCAG regional FTIP and Caltrans project databases to allow for efficient monitoring of projects and funding obligations with the ability to share project information with local jurisdictions. (Policy Goal: Operational Excellence) PP5 - Ensure maximum funding and flexibility for projects funded with STIP-RIP, SB 1, ATP, and federal FAST Act funds. (Policy Goal: Quality of Life) PP6 - Provide support to the Commission's Capital Project Development and Delivery, Toll Operations, and Finance departments to maintain project funding and schedules and minimize programming -related delays. (Policy Goals: Quality of Life, Operational Excellence) PP7 - Collaborate with local agencies in the development of Measure A CIPs, program funding guidelines, and grant applications for local, regional, state, and federal funding programs, including facilitating allocation and obligation processes required for project delivery. (Policy Goals: Quality of Life, Operational Excellence) PP8 - Continue to work with state and federal agencies to streamline processes for funding and project approvals. (Policy Goals: Quality of Life, Operational Excellence) ID Planning and Programming Performance Measures and Results FY 19/20 Estimated FY 19/20 Actual FY 20/21 Estimated FY 21/22 Projected PP5 PP6 PP7 PP8 Federal projects monitored for obligation authority delivery 10 1 1 6 6 PP6 TUMF regional arterial projects monitored for im lementation/ex enditures 3 3 3 2 PP6 TUMF agreements/amendments 5 5 2 1 PP6 MARA projects monitored for im lementation/ex enditures 4 4 4 3 PP6 MARA agreements/amendments 5 5 3 3 PP1 RTP/FTIP amended projects 197 209 269 200 PP4 2021 FTIP 389 387 N/A 380 PP1 PP5 STIP/TCEP/SB 1/ATP programming, allocations, amendments, and extensions for Commission projects/local agency projects 30 30 37 32 PP2 SB 821 projects awarded and monitored for extensions and reimbursements 28 28 20 35 PP7 Measure A local streets and roads CIP projects 275 232 276 250 PP7 Review/processing of Measure A CIP project amendments and extension re uests 10 1 1 10 10 PP3 2020 RTP/SCS U date ro'ects reviewed 50 43 55 50 PP5 PP7 State/federal grants pursued 4 3 4 2 103 Rail Mission Statement: Rail develops and supports passenger rail transportation options for increased mobility within Riverside County and the region. Chart 32 - Rail Transfers Out 2% Capital Outlay 0% Projects and Operations 82% Expenditures Salaries and Benefits 2% Professional Costs 5% Support Costs 9% Rail expenditures of $42,167,000 include Metrolink operations and capital support as well as maintenance and operations of the nine Commission -owned and operated commuter rail stations (Table 47). Salaries and benefits reflect a 1% decrease due to the net change in FTE allocations, offset by a 4% pool for performance merit -based salary increases and an annual salary range adjustment. Professional costs, which include legal and consultant services, decreased 22% due to refocusing department planning efforts. Support costs include station maintenance, media ads, printing services, and marketing incentives. Projects and operations expenditures of $34,613,700 decreased 17%. Program operations comprise rail state of good repair and a $15,000,000 operating contribution for SCRRA Metrolink operations including the PVL service. The Commission's commuter rail program intends to utilize existing mechanisms within Metrolink to assess and monitor operations and budget performance. Program operations relate primarily to station operations. The "next generation" rail feasibility study is included in special studies. Engineering and construction decreased 100% and 54%, respectively, related to the Indio special events train platform for the Coachella Valley -San Gorgonio Pass Corridor rail service due to the inability to obtain access agreements with the host railroads. Construction in FY 2021/22 relates to Riverside Downtown station mobility improvements. Capital outlay of $180,000 reflects a 66% decrease and is due to a series of station -related improvement projects in the prior year. Transfers out of $907,900 relate to administrative costs to the General fund. 104 Table 47 - Rail Expenditure Detail FY 19/20 FY 20/21 Actual Revised Budget FY 20/21 FY 21/22 Projected Budget Dollar Percent Change Change Salaries and Benefits Professional Costs Legal Services Professional Services - General Total Professional Costs Support Costs Projects and Operations Program Operations Engineering Construction Special Studies Operating and Capital Disbursements Total Projects and Operations Capital Outlay Transfers Out TOTAL Rail Maintenance and Operations Rail Staffing Summary Position $ 1,347,200 $ 866,700 $ 866,700 67,100 215,000 115,000 791,500 2,315,000 1,167,900 858,600 2,530,000 1,282900 2,789,400 3,039,800 374,900 232,200 21,451,900 25,098,800 167,300 754,600 $ 31,015,900 4,021,100 2,732,300 3,169,100 550,000 3,029,300 400,000 34,350,000 41,498,400 528,500 1,754,800 $ 51,199,500 3,151,300 500,000 100,000 30,300,000 34,051,300 405,200 907,100 $ 40,245,500 $ 862,100 205,000 1,767,900 1,972,900 3,630,400 3,663,700 1,400,000 400,000 29,150,000 34,613,700 180,000 907,900 $ 42,167,000 FY 19/20 FY 20/21 FY 21/22 Capital Project Manager Chief Financial Officer Deputy Director of Finance Administration Deputy Executive Director Facilities Administrator IT Administrator Management Analyst Multimodal Services Director Procurement Analyst Procurement Manager Project Delivery Director Public Affairs Manager Rail Manager Senior Administrative Assistant Senior Management Analyst Senior Procurement Analyst FTE 0.00 0.00 0.00 0.00 0.87 0.00 0.89 0.32 0.00 0.09 0.05 0.03 1.00 0.01 0.06 0.18 0.00 0.04 0.18 0.02 0.90 0.04 1.00 0.30 0.00 0.24 0.04 0.04 1.00 0.02 0.36 0.20 0.10 0.04 0.15 0.01 0.73 0.04 1.00 0.30 0.25 0.22 0.05 0.06 1.00 0.02 0.15 0.25 Department Overview -Rail Operations 3.50 4.38 4.37 $ (4,600) -1% (10,000) -5% (547,100) -24% (557,100) -22% (390,700) -10% 494,600 16% (550,000) -100% (1,629,300) -54% 0% (5,200,000) -15% (6,884,700) (348,500) (846,900) -17% -66% -48% $ (9,032,500) -18% The Rail Department directs efforts in the areas of regional commuter rail, intercity passenger rail, high speed rail, and capital improvements to support enhanced passenger and freight rail service. The entire program includes elements of planning, programming, commuter and intercity rail development and support, station and corridor management, mitigation of community and environmental impacts, legislative and regulatory advocacy, and construction of capital projects. Other Commission departments, legal counsel, and consultants manage or support many of these elements. Departmental efforts contributing 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 agencies, University of California Riverside (UCR), transit providers, SCAG, WRCOG, CVAG, San Diego Association of Governments, Los Angeles -San Diego -San Luis Obispo (LOSSAN) joint powers authority, local governments, private freight railroads, businesses, and property owners. The Commission participates in the ongoing funding and governance of Metrolink through SCRRA, a joint powers authority consisting of the county transportation commissions of Riverside, San Bernardino, Orange, Los Angeles, and Ventura counties. The Commission holds two voting positions on SCRRA's eleven -member board. The role of chair rotates between the member agencies every two years. Commission staff serves on the five -county Member Agency Advisory 105 Committee (MAAC) that negotiates service and funding levels, based upon each county's established priorities. The MAAC provides policy and technical guidance, coordination between various SCRRA and member agency departments, and linkages to local communities. Of the seven commuter rail lines operated by Metrolink, three routes consisting of the Riverside, Inland Empire -Orange County (IEOC), and 91/PVL directly serve Western County. Unlike the other SCRRA member agencies, the Commission owns and operates the commuter rail stations serving the County: Riverside Downtown, Jurupa Valley - Pedley, Riverside - La Sierra, 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 (CCTV) 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 maintains the layover facilities. Station operation and maintenance costs are included in the Rail Department budget with services currently coordinated by the Capital Projects Development and Delivery Department through the Facilities Administrator. New and ongoing construction projects at these stations are described in the Capital Project Development and Delivery Department. Chart 33 - Riverside County Metrolink Station Locations Jurupa Valley Eastvale Corona - West aii Station Corona - North Main Station Corona 09 t• Lake 2 di Matthews °° o o Norco RCTC Stations Metrolink Line Jurupa Valle Pedley Station Riverside Riverside • Downtown Station Riverside - Hunter Park/ UCR Station Riverside - Moreno Valley/ La Sierra Station March Field Station Lake Perris RIVERSIDE CO. Moreno Valley Perris Perris • Downtown Station Perris - South CD Station Canyon Lake Menifee A general description of each of the Commission -owned rail station facilities is presented in Chart 34. 106 Chart 34 - Commission -Owned Rail Station Facilities In Service Location Size Transit Services Primary Features Date _ yo e "I RIVERSIDE - DOWNTOWN Riverside Downtown (P244001) 4066 Vine Street, Riverside June 1993 26.5 Rail: 91/PVL 2 platforms with 4 boarding tracks acres IEOC Une 4 parking lots (1,240 spaces) Riverside Une Enclosed pedestrian bridge, elevators, stairwells Amtrak Bus: RTA OmniTrans SunLine Amtrak Mega Bus Jurupa Valley-Pedley (P244002) 6001 Pedley Road, Jurupa Valley June 1993 4.5 Rail: Riverside Une Platform with boarding track acres Bus: RTA Parkinglot(288spaces) PEDLEY !. ►�'r r Bus: Riverside -La Sierra (P244003) 10901 Indiana Avenue, Riverside 24.69 Rail: 91/PVL Platform with 2 boarding tracks October1995 acres IE0CLine Parkinglot(1,065spaces) RTA Enclosed pedestrian bridge, elevators, stairwells - RIVERSIDE LA SIERRA Corona -West (P244004) 155 South Auto Center Drive, Corona 5.49 Rail: 91/PVL Platform with 2 boarding tracks October 1995 acres IEOC Une Parking lot (564 spaces) Bus: RTA Enclosed pedestrian bridge, elevators, stairwells CORONA - WEST ■+ice r� R:r . I<aa�s CORONA - NORTH MAIN Corona -North Main (P244006) 250 East Blaine Street, Corona November 6.72 Rail: 91/PVL Platform with 2 boarding tracks 2002 acres IEOCLine Parkinglot(579spaces) c Bus: RTA Parking structure (1,000 spaces) Corona Cruiser Enclosed pedestrian bridge, elevators, stairwells I € 111,.in0 n mni `� 1 Perris -Downtown (P244010) 121 South C Street, Perris June 2016 5.5 Rail: 91/PVL Platform with boarding track (bus transit acres Bus: RTA Parking lot (444 spaces) center opened 2010) PERRIS - DOWNTOWN o /, Res l- E- E RIVERSIDE HUNTER PARK/UCR Riverside -Hunter Park/UCR (P244020) 1101 Marlborough Avenue, Riverside June 2016 9.35 Rail: 91/PVL Platform with boarding track acres Bus: RTA Parking lot (528 spaces) _•_ s - i _D MORENO VALLEY/ MARCH FIELD Moreno Valley/March Field (P244021) 14160 Meridian Parkway, Riverside June 2016 14.47 Rail: 91/PVL Platform with boarding track acres Bus: RTA Parkinglot(476spaces) Amtrak Stairwell 411101b I,..miliv -s = E PERRIS - SOUTH Perris -South (P244022) 1304 Case Road, Perris June 2016 40.57 Rail: 91/PVL Platform with boarding track acres Bus: RTA Parkinglot(907spaces) Amtrak MOB— �.' yi."- RDOCC(P244024) 4344Vine Street, Riverside April 2016 3,000 N/A CCTV operations center square Offices and meeting rooms feet Station maintenance includes property management, utilities, grounds maintenance, repairs, cleaning, and security services at the Commission -owned rail stations, including the RDOCC. As a result of the new PVL service and increased stations, LTF allocations are generally used for 107 Metrolink operating contributions, and 2009 Measure A Western County rail funds are used for station maintenance. Table 48 summarizes the rail station maintenance costs. Table 48 - Rail Station Maintenance Summary FY 19/20 FY 20/21 Actual Budget FY 20/21 FY 21/22 Projected Budget Equipment maintenance and repairs Grounds maintenance and repairs Utilities and support Property management and operations Security Improvements Total expenditures $ 614,462 978,656 480,781 1,077,344 2,656,144 167,266 $ 761,200 $ 517,300 1,575,200 1,260,600 564,300 1,142,100 2,792,700 520,500 515,000 747,000 2,777,600 405,200 $ 5,974,653 $ 678,300 1,592,900 589,500 997,300 3,088,300 180,000 $ 7,356,000 $ 6,222,700 $ 7,126,300 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 States (Chart 35). Chart 35 - Southern California Passenger Rail System Map ite Passenger Rail Station O Amtrak Coast Starlight' O Amtrak Pacific Surflinere Q COASTER ® Metrolink Q SPRINTER (Light Rail) Passenger Rail Service - Amtrak Coast Starlight' Amtrak Pacific Surfhner'(LOSSAN Corridor) COASTER Metrolink Ventura County Line Metrolink Antelope Valley Line - Metrolink Son Bernardino Line Metrolink Riverside Line - Metrolink 91/Perris Volley Line - Metrolink Orange County Line Metrolink Inland Empire -Orange County Line - SPRINTER (Light Rail) — Amtrak San Joaquin^ ---- Son Joaquin Thruway Bus — Amtrak Southwest Chief* — Amtrak Sunset Limited' • ininsodokl Ve.Wm Cry O N County 0 5 10 15 20 30 40 Miles 1 Lo Argosies County Son benodno County ✓� i et.e,ae Cory County ,1A Mt M carry tin.... Posts San Dingo County Gimps b Son A.o- n • / Now Woofs 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 108 Board of Directors composed of elected officials representing rail owners, operators, and planning agencies along the rail corridor. In recent years, LOSSAN has gained more local control over the management and coordination of the southern California rail services. The Commission is involved to promote travel options and connections for County residents and to be engaged in decisions impacting the rail track rights the Commission purchased for commuter rail service. Commission staff also participates in the Technical Advisory Committee that provides technical assistance, service planning, and coordination between various agencies to improve customer service. Department Goals —Rail Operations RO1 - Improve utilization and increase efficiency of commuter rail lines serving the County. (Policy Goals: Quality of Life, Responsible Partner) RO2 - Maximize opportunities for public use of rail -related investment. (Policy Goals: Quality of Life, Responsible Partner) RO3 - Implement energy efficient systems and generate revenue to offset maintenance costs of 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 studies to assess the viability of commuter rail expansion. The Commission engaged a consultant to perform a "next generation" rail feasibility study based on findings from the RCTC Strategic Assessment completed in January 2016. The 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 Pass corridor. San Jacinto Branch Line (SJBL) The Commission holds title to and manages the 38 -mile SJBL (Chart 36) and several adjacent properties, preserved for future passenger rail service. BNSF Railway (BNSF) holds the freight rights in the corridor, providing service to local shippers, and performs maintenance on the line. Chart 36 - San Jacinto Branch Line San Jacinto Branch Line lei Riverside Lake Matthews F++++ San Jacinto Branch Line Perris Valley Line Service Area Carryon Menifee Lake Calimesa Banning Beam Hemet 109 COACHELLA VALLEY - SAN GORGONIO PASS Perris Valley Line Project The Commission completed the PVL in September 2016, and operations commenced in June 2016. The construction project was a 24 -mile extension of the 512 -mile Metrolink commuter rail system. It extended the existing Metrolink 91 Line, which provides service between Riverside and Downtown Los Angeles via Fullerton. There are timed connections to the other routes out of the Riverside Downtown station. The project included the construction of four passenger stations at Riverside - Hunter Park/UCR, Moreno Valley/March 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 layover facility at Perris - South for vehicle storage and servicing. The hours of operation are from 4:30 a.m. to 8:00 p.m. on weekdays. In October 2019, a fourth daily roundtrip to Los Angeles and regular weekend service was added. Coachella Valley -San Gorgonio Pass Corridor Rail Service In recent years the Commission also focused attention on the creation of intercity passenger rail service between the Coachella Valley, the Pass Area, Riverside, and the Los Angeles basin through advocacy efforts with state, federal, and local government entities and negotiation with the freight railroads. The Commission ensured the corridor was prominently featured in the updated 2013 California State Rail Plan. In May 2013, the Caltrans Division of Rail completed the first phase of a planning study and initial alternatives analysis for the rail corridor. This planning study was very supportive of the potential for a viable service, and future studies can expand on this by determining ridership demand and better cost estimates. Caltrans also included an updated project description and analysis of the Coachella Valley -San Gorgonio Pass corridor rail Program Environmental Document and Service Development Plan 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 as an integral part of future growth. 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 various state and federal levels. The Commission established a MOU with CVAG for its cooperation in the planning as well as funding through a new TDA bus/rail split for the Coachella Valley. This agreement also included the application of Proposition 1B funds toward the initial Phase I analysis that included public outreach, development of the project Purpose and Need Statement, and development of the Preliminary Alternatives Analysis Report. As part of this effort, the Commission secured a letter of agreement with Caltrans for its cooperation and modeling support. The Commission completed the Phase I planning efforts, including the Alternatives Analysis, and the FRA approved the Phase I work. In the July 2010 Federal Register notice on High -Speed Intercity Passenger Rail (HSIPR) program, it clearly outlines the planning process needed to be eligible for HSIPR funds. This process identifies the need for a Service Development Plan (SDP) with the following requirements: • • • • • Clearly demonstrate the purpose and need; Analyze alternatives for the proposed passenger rail service; Identify the alternative that best meets the purpose and need; Identify the discrete capital projects required; and Demonstrate the operational and financial feasibility. 110 To continue the development of this project, the Commission partnered with Caltrans and successfully applied for and was awarded a $2,900,000 FRA grant to complete the corridor study's SDP. This was the only rail corridor in the country awarded these planning grant funds. Staff worked through the multiple agreements needed in order to utilize this funding in coordination with the FRA and Caltrans. In order to expedite project development, a highly qualified consultant is preparing the SDP and leading the environmental process needed for the NEPA documentation. This project is ongoing and incorporated in the FY 2021/22 budget. The Commission prepares an annual SRTP for the Coachella Valley -San Gorgonio Pass corridor rail service project. As the result of the many studies performed to date by both CVAG and the Commission, it was determined that using state -supported intercity trains presents the best alternative for developing service along the corridor. The 141 -mile trip between Los Angeles and the Coachella Valley would cross four counties (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 larger seats and food service would be more appealing to the riders. In addition, the service would operate over Union Pacific and BNSF tracks, and, in general, Amtrak has a greater ability to initiate service over freight railroads based on a national agreement. The initial service plan anticipates two daily round trips along the corridor. The approved Alternative Analysis recommended a preferred alignment. Chart 37 - Coachella Valley -San Gorgonio Pass Corridor Rail Service - Proposed Alternative CcroliAl 6 ~m. ArtenThead 14,749 Lien Bernardino Rialto J•�a''i` Fontana rn Dman. ONT • $41 Loma Linda Moreno Valle, Pass Area LEGEND - Preferred Route • - Existing Station D - Potential Station Area SAN GORGQNIO PASS Springs Palm Springs1N COACHELLA vsv Mid Valley VALLEY a raw Panc],Virage Palm Desert Dumta Coac Thermal High Speed Rail The Commission continues to play a proactive role in the development of a statewide, high speed passenger rail system, including routing of the backbone corridor through the Inland Empire with possible stations in the Riverside/Corona and Murrieta/Temecula areas. With the passage of Proposition 1A in November 2008, there is a proposed funding mechanism to move the state high speed rail project forward. The CHSRA began work on a project level environmental assessment and corridor alignment study for the section between Los Angeles and San Diego via the Inland Empire. The Commission directed the review to include an alignment alternative along 1-15 for analysis. The Commission entered into a MOU to be supportive in the development of this high speed rail project and participates in the Southern California Inland Corridor Group meetings. The Commission actively contributed to the development of the supplemental Alternatives Analysis efforts. Work on this effort has slowed down with the release of the latest business plan that extends the development of this Phase 11 section from Los Angeles to San Diego via the Inland Empire to beyond 2030. The Commission signed a MOU along with the other southern California transportation entities and SCAG to commit $1 billion in unallocated Proposition 1A funds for early investment to be spent locally for rail transportation improvement projects. With recent developments related to the State's high speed rail project, staff will continue to monitor progress and look for opportunities to benefit the regional rail network. 111 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 efforts with local agencies, other southern California counties, and the state and federal governments to expand intercity passenger rail service into the County and the Coachella Valley. (Policy Goals: Quality of Life, Responsible Partner) RD3 - Continue to monitor the state efforts in the creation of a high-speed passenger rail system along an Inland Empire alignment through coordination with state and local agencies. In addition, continue to identify and advocate for high-speed rail funding to be spent on beneficial local rail projects in the County. (Policy Goals: Quality of Life, Responsible Partner) ID Rail Performance Measures and Results FY 19/20 Estimated FY 19/20 Actual FY 20/21 Estimated FY 21/22 Projected RO1 Weekday trains in Riverside County 41 41 31 31 RD1 Marketing/outreach meetings 37 37 41 46 RD1 Strategic plans and studies 2 2 3 3 RD2 Monitoring of discretionary grant opportunities 4 4 3 3 112 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 and improve air quality and mobility options for all users. Public and Specialized Transit also maintains and improves, as resources allow, mobility options to meet travel needs of seniors, persons with disabilities, and persons of limited means to enhance quality of life through innovative solutions and better coordination of existing services. Chart 38 - Public and Specialized Transit Professional Costs 1% Transfers Out_ 13% Expenditures Projects and Operations 86% Public and specialized transit uses are budgeted at $144,686,800 for FY 2021/22, as presented in Table 49, and consist primarily of capital projects and operations costs as well as transfers out to Commission funds for administration, planning, and rail purposes. The 5% increase in salaries and benefits reflects the change in FTE allocations, a 4% pool for performance merit -based salary increases, and an annual salary range adjustment. Professional services increased 104% due to the addition of the SB 1376 Transportation Network Companies Access for All Program and the required TDA performance audits. Special studies increased 44% due to the Commission taking the lead on the Innovative Clean Transit Regulation Bus plans required by the California Air Resources Board. Operating and capital disbursements increased 22% as a result of the use of federal funds available in the prior year to help respond to COVID-19 impacts rather than traditional operating subsidies to public transit operators. LTF disbursements consist of transit operating and capital allocations to public transit operators of $64,613,000; bicycle and pedestrian facilities allocations to cities and the County of $2,500,000; and planning and administration allocations to other agencies of $800,000. STA/SGR disbursements of $36,462,400 are primarily for bus capital purposes in Western County, Coachella 113 Valley, and Palo Verde Valley. The STA and SGR transit allocations reflect the use of $12,096,000, and $4,830,700 in fund balances, respectively. Measure A disbursements include $6,500,000 for Western County specialized transit funding of the second year of the 2018 Call for Projects. The majority of other Measure A disbursements relates to other Measure A public transit programs: • $2,000,000 for Western County Consolidated Transportation Service Agency allocations; • $4,000,000 for Western County intercity bus services; and • $7,000,000 for Coachella Valley public and specialized transit. The Commission disburses Measure A public transit allocations monthly to Riverside Transit Agency (RTA) and SunLine, the major transit providers in the Western County and Coachella Valley, respectively. LTF, STA, and SGR transfers out comprise: • $9,000,000 for rail operations; • $3,150,000 for planning; • $350,000 for regional studies; • $642,900 for administration; • $4,237,000 for station rehabilitation and improvement project; and • $189,300 for Coachella Valley rail operations and capital. Transfers out of $1,128,200 relate to administrative costs to the General fund. Table 49 - Public and Specialized Transit Expenditure Detail FY 19/20 FY 20/21 FY 20/21 FY 21/22 Dollar Percent Actual Revised Budget Projected Budget Change Change Salaries and Benefits $ 878,400 $ 523,100 $ 450,000 $ 547,700 $ 24,600 5% Professional Costs Legal Services 8,600 15,000 5,000 15,000 - 0% Audit Services 76,500 - - - - N/A Financial Advisory 16,100 17,000 16,400 17,000 0% Professional Services - General 186,000 547,700 305,200 1,147,700 600,000 110% Total Professional Costs 287,200 579,700 326,600 1,179,700 600,000 104% Support Costs 45,100 91,600 67,700 115,600 24,000 26% Projects and Operations Special Studies - 188,000 - 271,000 83,000 44% Operating and Capital Disbursements 99,483,500 101,195,700 55,584,100 123,875,400 22,679,700 22% Total Projects and Operations 99,483,500 101,383,700 55,584,100 124,146,400 22,762,700 22% Transfers Out 24,219,700 21,354,100 18,043,800 18,697,400 (2,656,700) -12% TOTAL Public and Specialized Transit $ 124,913,900 $ 123,932,200 $ 74,472,200 $ 144,686,800 $ 20,754,600 17% Public and Specialized Transit Staffing Summary Position FY 19/20 FY 20/21 FY 21/22 Accountant 0.02 0.02 0.03 Chief Financial Officer 0.05 0.07 0.07 Deputy Director of Finance Administration 0.00 0.00 0.02 Deputy Executive Director 0.07 0.08 0.05 External Affairs Director 0.01 0.00 0.00 Management Analyst 1.04 0.00 0.00 Multimodal Services Director 0.42 0.42 0.45 Procurement Analyst 0.00 0.00 0.08 Procurement Manager 0.00 0.02 0.00 Senior Administrative Assistant 0.04 0.00 0.00 Senior Management Analyst 0.01 1.08 1.00 Senior Procurement Analyst 0.01 0.02 0.02 Transit Manager 1.00 1.00 1.00 FTE 2.67 2.71 2.72 114 Department Overview The Commission has public transit operator oversight and fiduciary responsibilities and ensures that annual fiscal audits and a state triennial performance audit are conducted in accordance with TDA regulations. The Commission also reviews public transit operator activities on an annual basis and recommends potential productivity improvements to make services more cost effective and efficient. In addition, the Commission ensures that specialized transit allocations are expended in accordance with funding agreements and engages audit firms to perform certain agreed -upon procedures for the 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 various stakeholders. 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 cities of Banning, Beaumont, Corona, and Riverside; • Commission's Commuter Rail and Commuter Assistance Vanpool Programs; • Palo Verde Valley Transit Authority; • RTA; and • SunLine. The Public and Specialized Transit Department coordinates the annual development, review, and approval of the operator SRTPs as well as allocates transit funding resources to public transit programs. The 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 FTIP and/or other major planning documents as necessary for allocation or obligation of funds. With the passage of SB 1, STA revenues were stabilized and SGR was created to provide support for operating and capital rehabilitation projects. The Public and Specialized Transit Department coordinates with transit operators for the preparation and submission of transit projects to Caltrans for award of LCTOP funds under the California Air Resources Board's Cap and Trade Program. The LCTOP program provides funding for operating and capital transit projects that reduce GHG emissions and improve mobility with a priority of serving disadvantaged communities. The State Controller's Office annually appropriates the LCTOP funds. Riverside County's share has supported projects such as station upgrades at the Commission's PVL stations to encourage active transportation and energy efficiency; free transit ride campaigns; and expansion of SunLine's Hydrogen fueling operations. Funds may also be used to increase service frequency on selected rail and bus lines that operate in disadvantaged communities. The County's share of the annual allocations has fluctuated based on state appropriations. Specialized Transit The 2009 Measure A Western County specialized transit program provides a valuable service to the community by serving the needs of residents, mainly seniors and persons with disabilities, whose transportation needs are not met by traditional services. Social service and nonprofit agencies typically administer specialized transit operations. The Commission awards 2009 Measure A Western County funds for specialized transit through a competitive call for projects. The 2018 Call for Projects provided funding for 18 operators over a three-year term through June 30, 2021. 115 The Commission awarded funding under the next Call for Projects in May 2021 and funding will cover FY 2021/22 through FY 2023/24. 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 Goals: 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 Goals: Quality of Life, Operational Excellence, Responsible Partner) PST3 - Coordinate the operation of all public transportation services within the County with a goal toward promoting program efficiency and harmony between transit operators as outlined in state law. (Policy Goals: Quality of Life, Operational Excellence, Connecting the Economy, Responsible Partner) PST4 - Continue to provide staff resources to assist and support the coordination of transit services within the County and throughout the State. (Policy Goals: Quality of Life, Operational Excellence, Connecting the Economy, Responsible Partner) ID Public and Specialized Transit Performance Measures and Results FY 19/20 Estimated FY 19/20 Actual FY 20/21 Estimated FY 21/22 Projected PST3 SRTPs submitted by operators and reviewed 9 9 9 9 PST3 SRTP amendments 6 15 10 8 PST2 Specialized Transit grants awarded/monitored 18 18 18 16 PST2 Specialized Transit site visits 9 2 9 16 PSTI Specialized Transit brochures distributed 3,500 12,800 0 5,000 PST3 Transit operator quarterly coordination meetings 16 8 8 16 PST4 Social service/partnering agencies monitored in database 430 430 430 430 PST4 Workshops and meetings attended with regional partners (i.e. Board meetings, CSTAC, SCAG working groups, workshops) 25 15 25 25 116 Commuter Assistance Mission Statement: Commuter Assistance helps constituents discover their best commute through meaningful employer and community engagement, rideshare incentives, and advancing technology in order to reduce drive alone trips, regional congestion and vehicle emissions. Chart 39 - Commuter Assistance Transfers Salaries and Out Benefits 6% 7% Projects and Operations 75% Expenditures Professional Costs 11% Support Costs 1% Commuter Assistance expenditures total $4,783,700, which represents a 10% decrease from last year's budget (Table 50) due to a decline in projected vanpools and restructuring of rideshare/vanpool platforms. Salaries and benefits of $319,400 reflect a 20% decrease due to the net change in FTE allocations, offset by a 4% pool for performance merit -based salary increases and an annual salary range adjustment. Professional costs of $509,200 decreased 32% over the prior year due to reduced hosting and support costs for the new regional rideshare/vanpool system platform. Support costs of $57,900 decreased 68% due to reduced media and consolidation of IE Commuter and VanClub outreach efforts. Projects and operations expenditures of $3,600,600 consist of: • Regional transportation consultant services totaling $2,621,000 to manage and implement the program; • Vanpool subsidies and commuter incentives valued at $829,600; and • Park and ride lease payments of $150,000. Reimbursements from SBCTA for rideshare services provided by the Commission are included in local revenues to offset a portion of these expenditures. Transfers out include $296,600 for administrative costs. 117 Table 50 - Commuter Assistance Uses Detail FY 19/20 Actual FY 20/21 FY 20/21 FY 21/22 Revised Budget Projected Budget Dollar Percent Change Change Salaries and Benefits Professional Costs Legal Services Audit Services Financial Advisory Professional Services - General Total Professional Costs 441,900 747,700 477,400 Support Costs 18,900 179,700 3,500 Projects and Operations Program Operations 2,561,500 3,742,000 2,211,100 Transfers Out 278,100 262,800 262,800 TOTAL Commuter Assistance $ 3,938,600 $ 5,333,900 $ 3,356,500 413,800 $ 638,200 $ 401,700 $ 401,700 20,000 32,000 20,000 8,100 8,000 687,700 28,000 10,000 8,300 431,100 Commuter Assistance Staffing Summary Position r $ 319,400 39,000 20,000 8,300 441,900 509,200 57,900 3,600,600 296,600 $ 4.783.700 $ (82,300) -20% 7,000 22% 0% 300 4% (245,800) -36% (238,500) -32% (121,800) -68% (141,400) 33,800 -4% 13% $ (550,200) -10% FY 19/20 FY 20/21 FY 21/22 Chief Financial Officer Commuter and Motorist Assistance Manager Deputy Director of Finance Administration Deputy Executive Director External Affairs Director IT Administrator Management Analyst Procurement Manager Project Delivery Director Public Affairs Manager Senior Administrative Assistant Senior Management Analyst FTE Department Overview 0.00 0.84 0.00 0.01 0.06 0.00 0.42 0.01 0.02 0.00 0.11 0.01 0.01 0.84 0.01 0.03 0.09 0.02 0.00 0.00 0.23 0.00 0.20 0.34 1.48 1.77 0.01 0.69 0.05 0.02 0.12 0.02 0.00 0.00 0.00 0.02 0.20 0.54 1.67 While much of the Commission's work focuses on enhancing transportation infrastructure, there is significant value in ensuring that the transportation systems are used efficiently. To foster a more efficient use of infrastructure investments and transit networks, the Commission's Commuter Assistance Program seeks to increase the awareness, consideration, and adoption of telework and alternative modes of transportation such as riding a bus or train, carpooling, vanpooling, walking, and bicycling. This transportation demand management strategy, implemented under the "IE Commuter" umbrella in partnership with SBCTA, provides services and incentives to 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 fair and rideshare events, and social media to increase the awareness for transportation alternatives; • Partner with and serve as a resource to employers to implement TDM programs, services, and incentives to increase consideration and adoption of telework and transportation alternatives at worksites throughout the region; • Provide both online access (IECommuter.org) and personal support (866-RIDESHARE) to custom commute information and ridematching services; • Incentivize commuters for beginning and/or maintaining an alternative commute mode; • Leverage technology to deliver easy -to -use online resources and tools to 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 solutions in the region. 118 The Commission implemented the Commuter Assistance Program in Western County as a specific requirement under Measure A to address congestion mitigation. In addition to improving mobility overall, this TDM strategy helps to 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. The next couple of years will mark a transitionary period for the Commuter Assistance Program. The Commission will focus on 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 TDM 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 Bernardino, and Ventura programs, will expand the Commuter Assistance Program database and increase 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. • Expand Program Reach: The traditional approach for the Commuter Assistance Program has been to leverage larger employer (250+ employees) partnerships to cost effectively access and market to employee commuters. IE Commuter will explore opportunities to efficiently expand outreach and support to small/medium sized businesses (less than 250 employees) where a significant volume of employers and employees exist. Additionally, regionalizing the TDM platform will introduce new community -based tools (i.e. city microsites, first/last mile resources) that will help the program also engage commuters on the home front as well. These efforts will broaden the reach of the Commission's Commuter Assistance Program and help further increase the awareness and consideration of rideshare options. • Standardize Services and Incentives Countywide: Due to the current Measure A funding structure, core Commuter Assistance Program services (i.e. employer support, leased park and ride spaces) and incentives (i.e. $2/day rideshare incentives) are limited to western County employers and resident commuters. This often leads to 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 TDM in the Coachella Valley and to help enhance employer and commuter TDM participation throughout the region. • Help Transit Ridership Ramp Back Up: The best time to change a behavior is during a major change or "Fresh Start" such as a relocation or a new job. Although shared -ride modes such as rail and bus transit, carpools and vanpools, have been significantly impacted by the COVID-19 pandemic, an expansive "fresh start" will emerge on the other side. Through coordination with transit, full scale marketing, and new incentives, IE Commuter aims to leverage this unique window of opportunity to maximize both telework and rideshare adoption across existing and expanded target markets. • Continue to Evolve the Commission's TDM Program: In response to the COVID-19 pandemic, IE Commuter enhanced its core employer services offering with a new Telework Employer Assistance Program (TEA) providing telework tools, resources, and employee incentives. The TEA aims to support employers with work from home arrangements during the pandemic and to help maintain telework momentum and longer -term adoption post COVID-19 pandemic. Potential SB 743 applications of vehicle miles traveled, GHG emission reduction data tied to TEA, and other new program enhancement efforts toward offsetting capacity increasing projects will be explored. Lastly, building upon these initiatives, a request for proposals will be released in FY 2021/22 to secure a program administrator to implement a Next Generation TDM Program for the Inland Empire. 119 Department Goals CA1 - Operate a cost-effective Commuter Assistance Program resulting in a demonstrable reduction in single occupant vehicle trips, thus assisting with congestion mitigation and improving air quality. (Policy Goals: Quality of Life, Responsible Partner) CA2 - Ensure the coordination of ridesharing programs throughout the Inland Empire and the southern California region. (Policy Goals: Quality of Life, Operational Excellence, and Responsible Partner) 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 Goals: Quality of Life, Operational Excellence, Responsible Partner) ID Commuter Assistance Performance Measures and Results FY 19/20 Estimated FY 19/20 Actual FY 20/21 Estimated FY 21/22 Projected CA2 Number of Employer Partners 325 313 360 410 CA3 Number of Employee Transportation Surveys 82,000 60,639 97,000 102,000 CA3 RideGuides Produced 7,100 10,970 12,000 14,000 CAI Rideshare Week Pledges 8,349 N/A N/A 9,000 Incentive Participation: CAI Rideshare Incentive 800 1,049 1,300 1,400 CA1 Rideshare Plus 1,700 1,451 2,600 2,700 CA1 Rideshare Spotlight 2,000 2,763 3,700 4,200 CA1 Number of one-way single occupant vehicle trips reduced from Rideshare Incentive and Rideshare Spotlight participation 303,000 329,012 425,000 475,000 CA2 Leased Park & Ride Spaces 942 942 1,000 1,000 CA2 VanClub Vanpools 75 32 35 60 120 Motorist Assista nce Mission Statement: Motorist Assistance improves safety, reduces congestion, and enhances access to traveler information for motorists through the provision of a comprehensive motorist aid system. Chart 40 - Motorist Assistance Transfers Out 32% Expenditures Salaries and Benefits 2% Professional Costs 6% Support Costs 2% Projects and Operations 58% Motorist Assistance expenditures and uses are budgeted at $9,096,600, an increase of 1% compared to the prior year budget (Table 51) primarily due to transfers out for SAFE matching funds to FSP services and commuter assistance special projects. Salaries and benefits reflect an increase of 8% due to the change in FTE allocations, a 4% pool for performance merit -based salary increases, and an annual salary range. Professional costs of $535,300 are comparable to the prior year and includes maintenance of the FSP portal and website and traveler information related technical services supporting the 1E511 interactive voice response (IVR), website, and mobile application. Support costs of $203,600 are comparable to the prior year. Reimbursements from SBCTA for half of all locally -provided 511 system related expenditures is included in local revenues. Program operations include $4,200,000 in towing contract costs for the FSP program. Projects and operations costs decreased 4% due to less construction FSP services anticipated. Transfers out represent SAFE matching funds of $2,260,000 for FSP services, $360,000 for commuter assistance special projects, and a $287,200 allocation for administrative costs. Table 51 - Motorist Assistance Uses Detail FY 19/20 FY 20/21 FY 20/21 FY 21/22 Dollar Percent Actual Revised Budget Projected Budget Change Change Salaries and Benefits $ 279,300 $ 207,600 $ 207,600 $ 223,500 $ 15,900 8% Professional Costs Legal Services 16,300 45,500 30,500 38,300 (7,200) -16% Professional Services - General 344,800 489,000 460,800 497,000 8,000 2% Total Professional Costs 361,100 534,500 491,300 535,300 800 0% Support Costs 272,300 203,800 170,800 203,600 (200) 0% Projects and Operations Program Operations 3,726,800 5,433,000 3,856,100 5,227,000 (206,000) -4% Transfers Out 2,694,500 2,616,000 2,256,000 2,907,200 291,200 11% TOTAL Commuter Assistance $ 7,334,000 $ 8,994,900 $ 6,981,800 $ 9,096,600 $ 101,700 1% 121 Motorist Assistance Staffing Summary Position FY 19/20 FY 20/21 FY 21/22 Commuter and Motorist Assistance Manager Deputy Director of Finance Administration External Affairs Director IT Administrator Management Analyst Procurement Analyst Procurement Manager Public Affairs Manager Senior Administrative Assistant Senior Management Analyst Senior Procurement Analyst FTE Department Overview 0.16 0.00 0.01 0.00 0.58 0.00 0.01 0.00 0.00 0.00 0.09 0.16 0.03 0.01 0.02 0.00 0.00 0.07 0.00 0.00 0.66 0.10 0.31 0.03 0.02 0.02 0.00 0.07 0.05 0.02 0.10 0.65 0.10 0.85 1.05 1.37 As a SAFE, the Commission is responsible for providing a motorist aid system for the County. This system is comprised of three components: • The 511 traveler information system is a telephone, website, and mobile app -based service that delivers real-time traffic information, including incidents and travel times, bus and rail trip planning, and rideshare information; • The FSP program patrols the most congested Riverside County freeways and assists stranded motorists by getting them back on the road or towed 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. In addition to delivering these core elements, the emphasis for Motorist Assistance in FY 2021/22 will be to: • Launch a "Mobile" 511 Call Box Program to provide stranded motorists with convenient access to call box services by dialing 511 from their mobile phones; and • Transition to a regional 511 traveler information solution to streamline resources and provide enhanced services such as a Spanish IVR and an enhanced congestion notification system. Department Goals MA1 - Provide efficient delivery of a comprehensive motorist aid system (511, FSP, Call Box) and an outstanding level of service to the traveling public. (Policy Goals: Quality of Life, Operational Excellence, Responsible Partner) MA2 - Support regional mobility by providing 24/7 access to real-time traffic information, transportation options and services. (Policy Goals: Quality of Life, Operational Excellence, Responsible Partner) MA3 - Enhance highway safety and reduce congestion by providing a roving motorist assistance service that patrols designated urban freeways and assists stranded or disabled vehicles. (Policy Goals: Quality of Life, Operational Excellence, Responsible Partner) 122 MA4 - Improve motorist safety on the highway system by providing "lifeline" call box services for stranded motorists. (Policy Goals: Quality of Life, Operational Excellence, Responsible Partner) ID Motorist Assistance Performance Measures and Results FY 19/20 Estimated FY 19/20 Actual FY 20/21 Estimated FY 21/22 Projected MA1 MA4 Number of call boxes 158 158 158 158 MA1 MA4 Number of call box calls 1,100 979 950 850 MA1 MA3 Number of FSP vehicle assists 46,000 49,051 50,000 50,000 MA1 MA2 Number of 511 phone calls 108,000 95,164 32,000 40,000 MA1 MA2 Number of 511 web visits 220,000 296,339 250,000 275,000 123 Regional Conservation Mission Statement: Regional Conservation assists the RCA in its obligations to acquire, administer, operate, and maintain land and facilities to establish habitat reserves for the conservation and protection of species covered by the MSHCP. Chart 41 - Regional Conservation Transfers Out 26% Projects and Operations 9% \Salaries and Support Costs Benefits 1% 60% Professional Costs 4% Expenditures The Regional Conservation Department has a total budget of $5,527,400 (Table 52). For FY 2020/21, the Commission was responsible for management of the RCA for the latter half of the fiscal year. The Implementation and Management Services Agreement between the Commission and the RCA became effective on January 1, 2021. Accordingly, the FY 2021/22 budget includes a full fiscal year of management responsibility and the staff resources approved in November 2020. Overall, the Regional Conservation budget is 170% higher than FY 2020/21. Professional costs of $243,900 include general legal, legislative advocacy, public outreach, and website updates. Support costs of $60,300 include advertising, various membership dues, seminars and conferences, office equipment and furniture, and office maintenance. Right of way costs of $500,000 relate to professional services costs for RCA habitat acquisition. Transfers out of $1,413,900 relate to the administration cost allocation. 124 Table 52 - Regional Conservation Expenditure Detail FY 19/20 Actual FY 20/21 FY 20/21 FY 21/22 Revised Budget Projected Budget $ 1,500,000 $ 1,500,000 Dollar Percent Change Change Salaries and Benefits Professional Costs Commissioner Per Diem Legal Services Audit Services Professional Services - General Total Professional Costs Support Costs Projects and Operations Right of Way Total Projects and Operations Transfers Out TOTAL Regional Conservation $ 17,000 25,000 44,200 86,200 72,500 17,000 25,000 30,500 7,800 7,800 256,000 250,000 Regional Conservation Staffing Summary 256,000 200,000 $ 2,050,000 250,000 200,000 $ 2,030,300 $ 3,309,300 34,000 10,000 85,000 114,900 243,900 60,300 500,000 500,000 1,413,900 $ 5,527,400 Position FY 19/20 FY 20/21 FY 21/22 Accountant Accounting Supervisor Accounting Technician Administrative Assistant Administrative Services Manager -Clerk of the Board Chief Financial Officer Deputy Clerk of the Board Deputy Director of Finance Administration Deputy Executive Director Executive Director External Affairs Director Facilities Administrator Financial Administration Manager IT Administrator Legislative Affairs Manager Procurement Manager Public Affairs Manager Records Technician Regional Conservation Deputy Executive Director Reserve Management and Monitoring Manager Right of Way Manager Senior Administrative Assistant Senior Financial Analyst Senior Management Analyst Senior Office Assistant Senior Procurement Analyst Technical Information Program Manager FTE Department Overview 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 1.00 1.00 1.00 1.00 0.22 0.04 0.87 0.07 0.01 0.06 0.23 0.00 1.00 0.05 0.22 0.01 0.05 0.10 1.00 1.00 0.20 0.00 0.01 5.46 0.10 0.05 1.00 1.00 1.00 1.00 0.85 0.25 0.10 0.92 0.25 0.10 0.25 0.25 0.03 1.00 0.05 0.30 0.15 0.08 0.10 1.00 1.00 0.50 0.10 0.00 6.11 0.10 0.05 1.00 0.00 15.75 17.54 $ 1,809,300 121% 17,000 (15,000) 85,000 70,700 157,700 183% 100% -60% N/A 160% 52,500 673% 244,000 244,000 95% 95% 1,213,900 607% $ 3,477,400 170% In November 2020, the Commission and the RCA Board of Directors approved the Implementation and Management Services Agreement for the Commission to serve as the managing agency for the RCA effective January 1, 2021. The Regional Conservation Department provides these management services through its staff and consultants to fulfill the needs and requirements of the RCA. 125 The MSHCP is the largest conservation plan of its kind in the United States, protecting 146 species and 500,000 acres of open space when completed. As a result of the MSHCP and related permits, the Commission and other agencies have saved significant amounts of taxpayer dollars and time from streamlined project approvals. Most importantly, the commitment to protecting sensitive habitat and ensuring open space is a key component in enhancing the quality of life for local residents. Ongoing implementation of the MSHCP is even more critical, and the Commission is the largest investor in the plan to date —having provided $153 million in 2009 Measure A funding for habitat acquisition. As RCA's managing agency and a vested stakeholder and investor in the MSHCP, the Commission offers long-term support and expertise for the implementation of the MSHCP. Such support and expertise consists of, but is not limited to: • Preparation of board and committee agendas and provision of staff support for related meetings; • Oversight and implementation of the MSHCP; • Administration of the RCA Joint Powers Agreement among the RCA and its member agencies; • Preparation of state and federal reports, including required audits and an annual budget and amendments; • Oversight of collection and administration of the MSHCP Local Development Impact Fee, including preparation of required ordinances, resolutions, nexus studies, and member agency audits; • Seeking, obtaining, and administering federal and state funding and grants to support assembly of habitat reserves; • Management of consultant contracts and provision of legal support and representation; • Provision of land acquisition services and oversight of land management and monitoring contracts; • Provision of administrative support as required; • Provision of any other support to carry out the purposes of the MSHCP, the RCA, and the Implementation and Management Services Agreement; and • Oversight and implementation of the RCA Board of Directors actions and directives. Efficiencies through the consolidation of professional services contracts will be realized over the long-term. Further, the collaboration between agencies on matters such as land acquisition, public outreach and awareness, internal administrative functions including Clerk of the Board and Finance, and legislative affairs will be significant. The Commission has long-standing, existing relationships with state and federal resource agencies and a track record of successful delivery of projects with approvals from those agencies. The Regional Conservation Department has three key priorities for FY 2021/22. • Sustainability of the MSHCP and funding sources; • Organizational excellence related to staffing and consultant efficiencies and effectiveness; and • Partnerships and open communications with member agencies and local, state, and federal agencies. 126 Department Goals RC1 - Provide executive director services and such other administrative support as required to assist RCA in its obligations to administer the MSHCP. RC2 - Facilitate and support member agency implementation of the MSHCP, including adoption of changes related to long-term strategies. RC3 - Build upon relationships with local, state and federal agencies to maximize funding opportunities and create greater financial stability for implementation of the MSHCP. RC4 - Strengthen communications to stakeholders, members of the public, and elected officials to be transparent about RCA's conservation efforts, funding, and collaboration opportunities. Regional Conservation Performance Measures and Results FY 19/20 Estimated FY 19/20 Actual FY 20/21 Estimated FY 21/22 Projected Acres purchased N/A N/A 722 700 Acres donated N/A N/A 302 550 127 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 acquires and manages required right of way in the fairest, most economical, efficient, and timely manner possible. Chart 42 - Capital Project Development and Delivery Salaries and Professional Benefits Costs 0% mil% Transfers Out 18% Debt Service 9% Capital Outlay 1% Projects and Operations 71% Expenditures The budgeted expenditures and transfers out total $767,834,200 to cover all of the Commission's major capital projects (Table 53). Salaries and benefits expenditures represent less than 1% of the budgeted uses and are comparable to the prior year. Professional costs of $4,586,300 primarily relate to general legal costs, specialized legal and financial advisory services related to the toll program, public communications, and property management services. Support costs of $1,478,600 consist primarily of services needed to maintain the Commission's real properties in a condition that complies with all local codes and regulations governing property maintenance. General project costs of $6,709,600 comprise program management provided by Bechtel Infrastructure (Bechtel) and permits for highway and rail capital projects. Significant projects included in engineering expenditures of $24,491,300 relate to the 1-15 Express Lanes -Southern Extension; MCP; the 71/91 Connector; 15 COP; Santa Ana River Trail Extension; various commuter rail improvement and rehabilitation; and various Western County Measure A highway and TUMF regional arterial projects. Construction expenditures of $254,980,600 primarily relate to the 1-15 Express Lanes project; 15/91 Express Lanes Connector project; 91 COP; 91 Express Lanes repair and rehabilitation; 71/91 Connector project; SR -60 Truck Lanes; Pachappa Underpass; MCP I-215/Placentia Avenue 128 Interchange; Hamner Bridge widening; Jurupa Road and McKinley Avenue grade separations; various Western County Measure A and TUMF regional arterial projects; and rail improvement and rehabilitation projects. Design -build costs of $94,399,000 pertain primarily to the 1-15 Express Lanes project and the 15/91 Express Lanes Connector project. Right of way expenditures of $66,891,600 on significant projects include the 91 Project; 71/91 Connector project; MCP I-215/Placentia Avenue Interchange; Jurupa Road grade separation project; various Western County TUMF 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 $63,702,300. Disbursements of $30,000,000 to CVAG for the 2009 Measure A Coachella Valley highway and regional arterial program comprise substantially all of the regional arterial expenditures. The Planning and Programming Department monitors the eligibility for local streets and roads funding and reviews reimbursement claims for Coachella Valley highway and regional arterial program expenditures. Operating and capital disbursements of $900,000 will be made for commuter rail capital projects. Interest payments on outstanding sales tax revenue bonds (2010B Bonds, 2013 Sales Tax Bonds, 2016 Refunding Bonds, 2017A Bonds, 2017B Refunding Bonds, and 2018 Refunding Bonds) are $40,042,700. The Commission will make principal payments of $29,995,000 for the outstanding sales tax revenue bonds. Significant transfers out consist of the following: • $10,334,300 in sales tax revenue bond proceeds to fund the 1-15 Express Lanes project; • $5,907,600 in sales tax revenue bond proceeds to fund the 15 COP; • $69,594,300 from 2009 Measure A Western County highway fund to the Debt Service fund for sales tax revenue bonds debt service; • $8,218,600 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; • $3,522,300 from the TUMF CETAP fund to the 2009 Measure A Western County highway fund for its share of the MSHCP debt service contribution; • $11,517,900 from the TUMF Regional Arterial fund to the SB 132 fund for Hamner Bridge widening loan; • $1 1,517,900 from the 2009 Measure A Western County Regional Arterial fund to the SB 132 fund for the Hamner Bridge widening loan; • $5,461,400 from Measure A, SB 132, and TUMF for the allocation of administrative costs to the General fund; • $11,779,000 from the TUMF CETAP fund to the 2009 Measure A Western County highway fund for the MCP construction package and I-215/Placentia Avenue Interchange; • $2,809,100 from the Debt Service fund to the 2009 Measure A Western County highway and Coachella Valley highway funds for BABs subsidy reimbursements; • $530,300 from the 2009 Measure A Western County new corridor fund to the 2009 Western County highway fund for the 71/91 Connector project; and • $125,000 from the 2009 Measure A Western County highway fund to the TUMF Regional Arterial fund for the SR -79 realignment project. 129 Table 53 - Capital Project Development and Delivery Uses Detail Salaries and Benefits Professional Costs Legal Services Audit Services Financial Advisory Professional Services - General Total Professional Costs Support Costs Projects and Operations Program Operations Engineering Construction Design Build Right of Way and Land Local Streets and Roads Regional Arterials Special Studies Operating and Capital Disbursements Total Projects and Operations Capital Outlay Debt Service Transfers Out TOTAL Capital Project Development and Delivery FY 19/20 FY 20/21 FY 20/21 Actual Revised Budget Projected $ 5,909,500 $ 3,584,000 $ 3,583,200 1,864, 700 1,834,000 33,300 38,000 75,700 103,900 868,900 2,327,800 2,842,600 4,303,700 526,100 2,457,900 5,997,400 7,669,600 10,167,500 29,300,200 73,759,500 201,828,400 143,784,400 99,995,600 52,753,300 57,352,700 58,983,400 63,725,100 14,544,800 33,753,000 1,600 - 3,638,300 850,000 363,630,200 494,474,600 3,364,700 3,927,500 69,749,300 69,519,000 104,789,300 141,525,500 $ 550,811,700 $ 719,792,200 $ 1,602,500 35,000 70,400 866,900 2,574,800 2,140,000 7,101,000 16,816,100 131,327,700 60,030,100 31,977,600 63,725,100 30,000,000 637,700 341,615,300 3,642,500 69,828,700 119,221,700 542,606,200 FY 21/22 Budget $ 3,569,800 2,212,000 40,000 130,600 2,203,700 4,586,300 1,478,600 6,709,600 24,491,300 254,980,600 94,399,000 66,891,600 63,702,300 30,000,000 900,000 542,074,400 4,769,700 70,037,700 141,317,700 $ 767,834,200 Dollar Change $ (14,200) Percent Change 0% 378,000 21% 2,000 5% 26,700 26% (124,100) -5% 282,600 7% (979,300) -40% (960,000) -13% (4,808,900) -16% 53,152,200 26% (5,596,600) -6% 9,538,900 17% (22,800) 0% (3,753,000) -11% N/A 50,000 6% 47,599,800 10% 842,200 21% 518,700 1% (207,800) 0% $ 48,042,000 7% Capital Project Development and Delivery Staffing Summary Position FY 19/20 FY 20/21 FY 21/22 Capital Project Manager Chief Financial Officer Deputy Director of Finance Deputy Director of Finance Administration Deputy Executive Director Executive Director External Affairs Director Facilities Administrator IT Administrator Legislative Affairs Manager Planning and Programming Director Planning and Programming Manager Procurement Analyst Procurement Manager Project Delivery Director Public Affairs Manager Right of Way Manager Senior Administrative Assistant Senior Capital Project Manager Senior Financial Analyst Senior Management Analyst Senior Procurement Analyst Toll Operations Director Toll Project Delivery Director Toll Project Manager Toll Technology Manager FTE 2.52 0.13 0.01 0.00 0.10 0.04 0.09 0.03 0.00 0.09 0.00 0.00 0.00 0.44 0.84 0.47 1.00 0.21 0.00 0.10 4.16 0.45 0.60 0.48 0.99 0.57 4.83 0.08 0.00 0.41 0.08 0.05 0.04 0.03 0.05 0.00 0.00 0.00 0.00 0.26 0.68 0.54 0.73 0.34 0.00 0.10 6.41 0.06 0.67 0.51 0.88 0.60 13.32 17.35 2.90 0.14 0.00 0.18 0.06 0.04 0.04 0.10 0.04 0.00 0.01 0.01 0.13 0.31 0.91 0.33 0.50 0.36 3.45 0.00 4.21 0.17 0.14 0.30 0.00 0.14 14.47 130 Department Overview The primary responsibility of Capital Projects is the development and delivery of major highway and rail capital projects where the Commission is identified as the lead agency. 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. Capital Projects also develops and delivers a limited number of highway, regional arterial, and regional trail projects on behalf of local jurisdictions; these efforts are funded by the local jurisdictions through funding agreements with the Commission. Approximately 32% of the Commission's FY 2021/22 budgeted expenditures originates in this department managed by the Toll Project Delivery and Project Delivery Directors responsible for the capital program. Capital Projects accelerates delivery of the Measure A, toll, state, and federally funded highway, regional arterial, and rail capital improvement projects throughout the County. Highway improvements currently in progress include the addition of mixed flow, truck climbing and descending, and tolled express lanes; widening and realignment projects; interchange improvements; and a new CETAP corridor. Commuter rail capital improvements include the expansion of commuter rail service in Western County and related station improvement and rehabilitation projects. Regional arterial capital improvements include Western County TUMF and Measure A regional arterial projects administered by the Planning and Programming Department and reimbursements to CVAG related to the highway and regional arterial program that it administers in the Coachella Valley. Capital Projects may develop and deliver Western County regional arterial projects on behalf of local jurisdictions, as noted 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 is set by formula established in the Measure A TIP. Each jurisdiction's respective 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 administers the local streets and roads funding eligibility reviews. Capital Projects provides the necessary coordination between the Commission and Caltrans for the development of scope, cost, and project delivery schedules for Measure A projects that include STIP funding. Given the support required to oversee and participate in the project development work, costs for Commission staff and related support are included in this department budget. The projects identified in the FY 2021/22 budget funded by Measure A, TUMF, state, or federal funds as well 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, contracts administration, and support staff. The Commission incurred debt for highway (non -tolled and tolled), new corridor, regional arterial, and local streets and roads projects for which title usually vests or, upon completion, will vest with Caltrans or local jurisdictions for ongoing operations and maintenance. The financed projects are not assets of the Commission for which the Commission will have operating responsibilities, except for the intangible rights to operate the express lanes on SR -91 and 1-15. Accordingly, future operating costs related to the non -capitalized projects cannot be determined since they are not the Commission's responsibility and are not applicable to the annual budget. Operating budget impacts for the Commission's toll assets and non -financed rail assets are included in the annual budget. 131 Right 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 supervises and manages right of way services and related support for individual projects that are included in the Capital Projects Department budget and for habitat acquisition related to the RCA's MSHCP. 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 or RCA. During FY 2014/15, the Commission performed a comprehensive analysis of existing licenses and encroachments. The Commission resolved private use and utility encroachments on the SJBL, resulting in additional licenses. The Commission will continue to monitor, identify and, if necessary, enter into new licenses or eliminate encroachments on SJBL. In certain limited situations, the Commission may also grant easements. The property management scope of work on all Commission -owned properties consists of general maintenance activities and security measures. The property management function includes the demolition and clearance of structures and other improvements on acquired property, excluding commuter rail stations. Additionally, the Commission must manage real property acquired for a project until required for construction. Since 1990, the Commission has acquired property assets in the course of rail and highway project implementation. The Commission acquires and transfers to Caltrans most of these parcels upon project completion. Upon project completion, all remaining portions of properties within every project are reassessed and deemed surplus, when it has been determined that the continued retention of the property no longer supports the Commission's policy goals and objectives. Property acquisition for the 91 Project began in 2010 with all of the 197 required parcels acquired and delivered to the design -builder by June 2015. One remaining parcel acquired through condemnation action is in active litigation. Long -Term Strategic Planning The Commission completed a significant effort in December 2006 to develop an implementation plan strategy for the 2009 Measure A state highway program, with a focus on the first 10 years of 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 TIP along with the prioritization of the program of projects. The Commission selected four highway corridors (1-215, 1-15, 1-10, and SR -91) as the priority focus for the first 10 years of the 2009 Measure A program, and long-term development work was approved for large-scale projects such as the development of the MCP and realignment of SR -79. Project development activities for these projects have been ongoing, including an update and reprioritization in January 2010 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 132 consists of tolled express lanes on the northern 15 miles of 1-15 in the County. The Commission deferred the 1-10 truck climbing lanes project several years and replaced it with added safety improvements on SR -60, which is under construction. For the strategic projects, the Commission completed preliminary engineering and environmental clearance for the MCP and SR -79 realignment projects and has begun 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 -year Western County Highway Delivery Plan for 2019-2029. 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 sources as well as state and federal funding. Group 2 projects (or project phases) are partially funded with full funding likely available over the 2019-2029 period. Group 3 projects represent partner agency -sponsored projects being assisted by Commission funding. While not part of the Commission's Western County Highway Delivery Plan these notable projects are reflected for reference. CVAG developed a strategic plan for Coachella Valley highway and regional arterial projects based upon a transportation project prioritization study that is updated 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 SCRRA or based on a rail station plan that is updated periodically. Station operation costs are included in the Rail Department budget. Four new Western County transportation corridors were identified through CETAP and are eligible for 2009 Measure A Western County new corridor and TUMF 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 MCP is complete, acquisition for the second package is proceeding, and acquisitions for the remainder of MCP will be considered for extraordinary acquisitions on a pay-as-you-go basis. Additionally, the Commission will participate in the improvement of a wildlife corridor crossing under SR -91, 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 particular the capital budget. Detailed descriptions of the capital projects, including local streets and roads funding, that are included in the FY 2021/22 budget follow the Department Goals. Department Goals CAP1 - Build upon and strengthen the partnership with Caltrans toward timely delivery of identified Measure A, toll program, and STIP projects. (Policy Goals: Quality of Life, Connecting the Economy) 133 CAP2 - To the extent permitted by law, pursue reasonable involvement of local DBE and SBE firms in contract work. (Policy Goal: Operational Excellence) CAP3 - Provide effective communication of project progress to the Board, city councils, the County Board of Supervisors, Caltrans, CTC, FTA, and Federal Highway Administration. (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 Western County Highway Delivery Plan. (Policy Goals: Quality of Life, Operational Excellence) Capital Projects Summary The following is a summary of the capital projects included in the FY 2021/22 budget with costs generally categorized by preliminary engineering, final design, right of way, construction, and design -build phases in addition to other project -related costs such as salaries and 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 lanes from Gilman Springs Road to west of Jack Rabbit Trail; upgrade existing shoulders to standard widths. Construction of the project is expected to be completed by 2022. The total project cost is estimated at $138 million. FY 2021/22 Cost $ 50,000 Engineering $ 45,000,000 Construction $ 120,000 Right of way $ 455,800 Other project -related costs Funding Impact Costs funded with CMAQ, STIP/RIP, SHOPP, and 2009 Measure A highway funds. Caltrans is the lead agency for preliminary engineering and design. The Commission is the lead agency for right of way acquisition and construction. Operating Budget Impact N/A; state highway operations are the responsibility of Caltrans. 134 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 phases will be dependent upon the availability of funding. Right of way acquisition dependent upon the availability of funding. FY 2021/22 Cost Funding Impact Operating Budget Impact $ 125,000 Engineering $ 88,700 Other project -related costs Costs funded using TUMF regional arterial, 2009 Measure A highway, and federal funds. N/A; state highway operations are the responsibility of Caltrans. 91 Project (P003028) Continue to closeout right of way 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 activities began in September 2007 and lanes were open to traffic in March 2017. The 91 Project cost is estimated at $1.4 billion, including financing costs. FY 2021/22 Cost $ 1,471,000 Construction $ 12,420,000 Right of way $ 978,000 Design -build $ 1,378,300 Other project -related costs Funding Impact Costs funded using 2009 Measure A highway, new corridor, and economic development funds including sales tax revenue bonds and commercial paper, toll revenue bonds, a federal TIFIA loan, STIP and State LPP funds, and 1989 Measure A contribution. Operating Budget Impact Operation and maintenance of the tolled express lanes facilities are the responsibility of the Commission, while all other state highway operations are the responsibility of Caltrans. Current estimates of annual operating and maintenance costs are $17 million. Such costs are paid from the collection of RCTC 91 Express Lanes toll revenues. Toll operating costs are included in Toll Operations Department budget. 71/91 Connector Project (P003021) Continue right of way acquisition and utility relocation work, environmental revalidation work, and commence construction of improvements to the 71/91 connector. Final design began in March 2012. The total estimated project cost is $128 million. FY 2021/22 Cost Funding Impact Operating Budget Impact $ 1,380,000 Engineering $ 5,739,000 Construction $ 1,150,000 Right of way $ 828,100 Other project -related costs Costs for right of way acquisition and utility relocation work primarily funded using Congressionally designated federal funding remaining from previous area projects; construction costs to be primarily with STIP-RIP and SB 1 TCEP funds. Other costs funded with 2009 Measure A highway funds and SB 1 LPP funds. N/A; state highway operations are the responsibility of Caltrans. 135 91 Corridor Operations Project (P623046) Complete construction for a westbound general-purpose lane on SR -91 from the Green River Road on -ramp to SR -241 in Orange County. Project development activities began in May 2018, and construction is anticipated to be completed in Spring 2022. The project cost is estimated at $43 million, including contingency. FY 2021/22 Cost $ 16,049,000 Construction $ 146,000 Right of way $ 201,000 Design -build $ 748,900 Other project -related costs Funding Impact Costs for environmental and final design work were funded using surplus toll revenues. The Commission's authorizing legislation, SB 1316, requires that all RCTC 91 Express Lanes surplus revenue be spent for transportation purposes within the SR -91 corridor. Construction costs will be funded by federal STBG and HIP funds and a contribution from OCTA. Operating Budget Impact N/A; state highway operations are the responsibility of Caltrans. 1-15 Express Lanes Project (P003027) Closeout the design -build and toll system design and construction to add two tolled express lanes in each direction from SR -60 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 were opened to traffic in April 2021. The estimated total project cost is $472 million, including financing costs. FY 2021/22 Cost Funding Impact Operating Budget Impact $ 9,591,000 Construction $ 7,323,000 Design -build $ 517,200 Other project -related costs Project development costs funded using 2009 Measure A highway funds. Federal CMAQ and STBG funds were used to fund interagency support and a portion of design -build costs. A federal TIFIA loan secured by the Commission funds a portion of design -build and toll system costs. Proceeds from sales tax revenues debt completed the project financing. Operation and maintenance of future tolled express lanes facilities are 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 costs are $16 million. Such costs will be paid from the collection of 15 Express Lanes toll revenues. 136 15/91 Express Lanes Connector (P003039) Continue design and construction to add an express lanes connector between 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 amendments to 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 is being accomplished through a competitive design -build contract that was awarded in April 2020. Project development activities began in May 2017, and lanes are expected to be open to traffic in 2023. The estimated total project cost is $270 million. FY 2021/22 Cost Funding Impact Operating Budget Impact $ 4,840,000 Construction $ 85,697,000 Design -build $ 2,088,900 Other project -related costs Costs funded primarily by state SB 132 funds with RCTC 91 Express Lanes surplus toll revenues for the balance. Operation and maintenance of future tolled express lanes facilities are the responsibility of the Commission. Such costs will be paid from the collection of 15 Express Lanes toll revenues. 1-15 Express Lanes -Southern Extension (P003044) The proposed project is to add two express lanes in each direction on the 1-15 between SR -74 and Cajalco Road. The project proposes to extend express lanes south of the 15 Express Lanes opened earlier this year. Public scoping of the project was completed in November 2019 and an Environmental Impact Report/Environmental Assessment is the expected environmental document. Engineering and environmental studies are ongoing and will continue through FY 2023/24. Project development activities began in September 2017 when the Board approved STIP funds for the next phase of project development. Preliminary engineering and environmental studies commenced in May 2019 with execution of a consultant contract. FY 2021/22 Cost Funding Impact Operating Budget Impact $ 6,500,000 Engineering $ 1,161,900 Other project -related costs All project development costs funded by Federal CMAQ and Measure A funds. CMAQ funds subsequently replaced STIP 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 facilities are 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. 137 15 Corridor Operations Project (P003052) The proposed project is to add a southbound auxiliary lane on the Interstate 15 between Cajalco Road and Weirick Road interchanges. Features of the project include paving of the median, widening of Bedford Wash Bridge, and restriping to accommodate the new lane. In summer 2020, the Commission evaluated the traffic operations, geometric, and funding feasibility of the project. The Commission approved, in October 2020, the commencement of project development and final design activities. The Commission executed a cooperative agreement with Caltrans for the project development, final design, and construction phases. The environmental document is expected to be completed in 2022 with construction starting as early as 2023. FY 2021/22 Cost Funding Impact Operating Budget Impact $ 4,300,000 Engineering $ 368,100 Other project -related costs All project development costs funded by Federal CMAQ and Measure A funds. N/A; state highway operations are the responsibility of Caltrans. 1-15 Express Lanes -Northern Extension (P003050) In Spring 2020, the Commission agreed staff would work with SBCTA to help facilitate delivery of the Riverside County portion of the SBCTA 1-15 Freight Corridor Project. The scope of the larger SBCTA project is to add express lanes in each direction from Foothill Boulevard in San Bernardino County to Cantu-Galleano Ranch Road in Riverside County. This project will connect seamlessly with the Riverside 15 Express Lanes and create a fifth toll zone for the Commission's toll facility. The project is expected to start construction in 2023 and open to traffic in 2026. The scope of the project will include all Riverside 15 Express lanes improvements, including civil work for the fifth toll zone, design and installation of in -lane and back -office toll systems, and changes to the Regional Operations Center, including the Traffic Operations Center and Customer Service Center. Although this cross -county project is not identified in Measure A, the delivery of the project would add to and enhance the planned regional express lanes network. The project will use a traditional design -bid -build delivery and is currently in final design. The Commission will need to exert significant staff and consultant effort in the coming years to manage the design, coordination, and implementation of the toll operations system of the fifth toll zone. In FY 2021/22, staff is working with SBCTA to develop a cooperative agreement and long-term loan agreement and start final design and oversight reviews. The Commission will be reviewing and ensuring all design, construction, and operation activities for the fifth toll zone will be completed to be consistent with the Riverside 15 Express Lanes. FY 2021/22 Cost Funding Impact Operating Budget Impact $ 200,000 Design -build $ 454,800 Other project -related costs All project development costs for the Riverside 15 Express Lanes improvements, currently estimated at $67.2 million, will be funded initially by SBCTA through SB-1 TCEP grant funds and/or local SBCTA sources. It is estimated that the Commission will pay SBCTA back between $15-22 million, depending on future actual costs, for a portion of the project development costs for the Riverside 15 Express Lane improvements with future 15 Express Lanes surplus toll revenues related to the fifth toll zone. Operation and maintenance of future tolled express lanes facilities are 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. 138 I-15/Railroad Canyon Interchange (005104) Continue construction of Phase 1 for the city of Lake Elsinore. The estimated total project cost is $35 million. FY 2021/22 Cost $ 195,500 Engineering $ 12,900,000 Construction $ 30,000 Right of way $ 418,100 Other project -related costs Funding Impact Costs funded using TUMF, SB 1 LPP, and STIP. Operating Budget Impact 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 for the second construction package, and perform activities related to post- environmental/permitting, design and right of way for a new corridor from 1-215 to SR -79. Construction of this new facility will be completed over many years as funding becomes available and is estimated to cost $1.7 to $1.9 billion. FY 2021/22 Cost Funding Impact Operating Budget Impact $ 4,376,000 Engineering $ 22,295,600 Construction $ 36,575,000 Right of way $ 1,129,500 Other project -related costs Costs for first two construction packages funded with TUMF CETAP, 2009 Measure A new corridor, SB 1 LPP, and STBG funds. Responsibility for highway operations has not been determined. Pachappa Underpass (P003038) Closeout construction phase. Design was performed by Caltrans. Project will remove the Pachappa shoofly and construct the retaining wall, drainage, and track work for the permanent Pachappa underpass. The total project cost is estimated at $18 million with an anticipated completion date in 2021. FY 2021/22 Cost $ 6,129,000 Construction $ 110,000 Right of way $ 142,400 Other project -related costs Funding Impact Costs funded with federal earmarks, CMAQ, and SB 1 LPP funds. Operating Budget Impact N/A; federal highway operations are the responsibility of Caltrans and railroad operations are the responsibility of Union Pacific Railroad. Various Western County Riverside County Transportation Efficiency Corridor Projects (P003040, P003041, P003042, P003043) Provide funding and support to local jurisdictions for the 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 projects funded by SB 132. FY 2021/22 Cost Funding Impact Operating Budget Impact $ 115,248,500 Construction $ 2,000,000 Right of way Costs funded 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. 139 Various Western County Highway Projects (P003001, P003005, P003017, P003023, P003051, P005134, P613999, P615133, P622402, P623994, P623999 & P735000) Provide funding and support to close out various Western County highway and grade separation projects, including the SR -91 HOV lanes from Adams Street to the 60/91/215 interchange, 60/215 East Junction HOV lane connectors, and SR -74/I-15 to 7th Street projects and to continue development of the SR -74 corridor-Ethanac Road project. FY 2021/22 Cost Funding Impact Operating Budget Impact $ 4,091,800 $ 45,000 $ 701,100 $ 3,190,000 Costs funded using primarily 1989 and 2009 Measure A highway funds. N/A; federal highway operations are the responsibility of Caltrans. Engineering Construction Right of way Other project -related costs Various Western County Measure A and TUMF Regional Arterial Projects (P005200, P005209, P005210, P005116, P005127, P005135, & P725000) Provide Western County Measure A and TUMF funding 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 TUMF regional arterial projects approved by the Commission. Total project costs approved for MARA and TUMF regional arterial projects approximate $143 million. FY 2021/22 Cost Funding Impact Operating Budget Impact $ 1,158,000 Engineering $ 5,557,500 Construction $ 11,055,000 Right of way $ 203,400 Other project -related costs Costs funded using TUMF regional arterial and 2009 Measure A regional arterial funds with various local jurisdictions as lead agency for their respective projects. N/A; regional arterial operations are the responsibility of the local jurisdictions. 140 Rail Projects Riverside Layover Facility (P653822) Closeout 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. FY 2021/22 Cost Funding Impact Operating Budget Impact $ 115,000 Engineering $ 300,000 Construction $ 2,000 Right of way $ 23,200 Other project -related costs Costs funded using FTA Section 5307 grant funds. Operations will be the responsibility of SCRRA. Moreno Valley - March Field Station Upgrade (P004026) Begin 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 is estimated at $40 million. FY 2021/22 Cost Funding Impact Operating Budget Impact $ 200,000 Engineering $ 9,815,000 Construction $ 30,000 Right of way $ 258,900 Other project -related costs Costs funded using FTA Section 5307 grant funds. Operations will be the responsibility of the Commission and are funded using 2009 Measure A Western County rail funds. Riverside -Downtown Station Improvements Project (P004027) Continue environmental studies for expanding operational flexibility through the construction of an additional center platform and associated tracks on the south side of the station, extend the existing pedestrian bridge, and add an additional elevator for the new platform. Engineering, construction, and right of way are expected to be completed by 2024. The total project cost is estimated at $24 million. FY 2021/22 Cost Funding Impact Operating Budget Impact $ 2,000,000 Engineering $ 2,400,000 Right of way $ 408,600 Other project -related costs Costs funded using FTA Section 5307 grant funds. Operations will be the responsibility of the Commission and are funded using 2009 Measure A Western County rail funds. 141 Station Rehabilitation and Security (P004011 & P652402) Provide funding and support for station upgrades, improvements and security at the Riverside Downtown, Riverside - La Sierra, Corona - North Main, West Corona, March Field - Moreno Valley, and Perris - South stations. Improvements include solar panel installation project, parking lot repaving and restriping, elevator modernization, high -definition camera replacement, fencing, ATP passenger access, signage, station painting, and walk -ways improvements. This is an ongoing project. FY 2021/22 Cost Funding Impact Operating Budget Impact $ 4,769,700 Property improvements (capital outlay) $ 167,200 Other project -related costs Costs funded using FTA, MSRC, LCTOP, SB 1, and 2009 Measure A Western County rail funds. Operations will be the responsibility of the Commission and are funded using 2009 Measure A Western County rail funds. Various Western County Rail Projects (P652402 & P654199) Provide Measure A funding and support for right of way activities related to various rail projects. FY 2021/22 Cost Funding Impact Operating Budget Impact $ 152,500 Right of way $ 3,293,000 Other project -related costs Costs funded 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 for operations in those areas. 142 Local Streets and Roads Western County Area Distribute local return funding for local streets and roads projects in Western County. FY 2021/22 Cost Funding Impact Operating Budget Impact $ 673,000 Banning 1,142,000 Beaumont 207,000 Calimesa 217,000 Canyon Lake 4,715,000 Corona 1,585,000 Eastvale 2,026,000 Hemet 2,495,000 Jurupa Valley 1,543,000 Lake Elsinore 2,100,000 Menifee 4,603,000 Moreno Valley 2,810,000 Murrieta 783,000 Norco 2,357,000 Perris 8,458,000 Riverside 1,058,000 San Jacinto 3,441,000 Temecula 757,000 Wildomar 6,406,000 Riverside County 47,376,000 Total Western County (115,300) Less: Allocation of administrative costs $ 47,260,700 Total Western County, net All costs distributed in accordance with 2009 Measure A local streets and roads funds. N/A; local streets and roads operations are the responsibility of the local jurisdiction. Coachella Valley Area Distribute local return funding for local streets and roads projects in Coachella Valley. FY 2021/22 Cost Funding Impact Operating Budget Impact $ 1,628,000 668,000 550,000 286,000 2,173,000 1,671,000 3,056,000 2,703,000 1,065,000 1,943,000 15,743,000 (115,300) Cathedral City Coachella Desert Hot Springs Indian Wells Indio La Quinta Palm Desert Palm Springs Rancho Mirage Riverside County Total Coachella Valley Less: Allocation of administrative costs $ 15,627,700 Total Coachella Valley, net All costs distributed in accordance with 2009 Measure A local streets and roads funds. N/A; local streets and roads operations are the responsibility of the local jurisdiction. 143 Palo Verde Valley Area Distribute local return funding for local streets and roads projects in Palo Verde Valley. FY 2021/22 Cost Funding Impact Operating Budget Impact $ 729,000 Blythe 191,000 Riverside County 920,000 Total Palo Verde Valley (106,100) Less: Allocation of administrative costs $ 813,900 Total Palo Verde Valley, net All costs distributed in accordance with 2009 Measure A local streets and roads funds. N/A; local streets and roads operations are the responsibility of the local jurisdiction. 144 Toll Operations Mission Statement: Toll Operations efficiently operates express lanes with high customer satisfaction to reduce congestion, improve mobility, and manage demand. Chart 43 - Toll Operations Professional Support and Costs Maintenance 1% Costs Transfers Out 1% 3% / Program Operations 5% 'mos/ Debt Service 90% Expenditures Toll operations expenses of $730,633,300 represent the fifth full year of operating expenses and debt service for the RCTC 91 Express Lanes and the first full year of operating expenses and debt service for the 15 Express Lanes. (Table 54). Approximately 61% of the expenses and other uses are comprised of operations, maintenance, and support costs, when excluding debt service. Salaries and benefits reflect an increase of 54% due to net changes in FTE allocations; reorganization of the toll program to include the addition of three new FTEs for a Toll Customer Service Manager, Toll Systems Engineer, and Senior Capital Projects Manager; a 4% pool for performance merit -based salary increases; and an annual salary range adjustment. Professional costs of $4,992,000 consist of toll services consultants, traffic and revenue consultants, financial advisors, general and specialized legal counsel, audit and financial services, and rating agency and TIFIA loan servicing fees. Support and maintenance costs of $8,775,500 include road and systems maintenance, insurance, credit card processing fees, violations enforcement, transponder costs, marketing, lease, travel, and other support costs. Program operations costs of $21,611,500 primarily includes the Commission's share of the toll contractor cost to operate the 91 Express Lanes, toll services provider cost for the 15 Express Lanes, system changes to comply with statewide technology requirements, and FSP services. Engineering, construction, and design build costs of $13,493,000 consist of RCTC 91 Express Lanes repair and rehabilitation. Capital outlay of $180,000 consists of 6C transponder technology. Debt service of $659,055,900 reflects the refinancing of the 2013 Toll Bonds (current interest bonds) and 2013 TIFIA Loan related to the 91 Project with the issuance of the 2021 Refunding Bonds. It consists of a $147,488,000 payment to escrow agent, $2,883,400 cost of issuance, $488,391,600 145 principal payment, and $20,292,900 interest payment for the 2013 Toll Bonds (current interest bonds) and 2021 Refunding Bonds. Transfers out relate to $18,896,200 of toll operations surplus revenues to fund the 15/91 Express Lanes Connector project and $1,532,500 for the administrative cost allocation. Table 54 - Toll Operations Uses Detail Salaries and Benefits Professional Costs Legal Services Audit Services Financial Advisory Professional Services - General Total Professional Costs Support and Maintenance Costs Projects and Operations Program Operations Engineering Construction Design Build Total Projects and Operations Capital Outlay Debt Service Transfers Out TOTAL Toll Operations FY 19/20 FY 20/21 FY 20/21 Actual Revised Budget Projected Budget FY 21/22 $ 786,200 $ 1,364,000 $ 1,364,000 286,200 50,500 156,000 849,000 928,000 64,800 100,000 4,980,100 205,000 31,600 5,000 2,842,700 1,341,700 6,072,900 3,084,300 3,321,300 5,576,100 3,462,700 7,290,400 18,883,200 15,124,500 26,000 193,400 1,280,000 1,000,000 620,000 620,000 7,509,800 417,300 7,119,900 2,923,500 $ 23,419,700 20,783,200 308,300 7,119,900 1,140,300 $ 42,364,700 16,744,500 3,300 7,119,900 1,140,300 $ 32,919,000 Toll Operations Staffing Summary Position 2,096,700 430,000 64,800 10,000 4,487,200 4,992,000 8,775,500 21,611,500 150,000 9,783,000 3,560,000 35,104,500 180,000 659,055,900 20,428,700 $ 730,633,300 FY 19/20 FY 20/21 FY 21/22 Accounting Technician Chief Financial Officer Deputy Director of Finance Deputy Director of Finance Administration Deputy Executive Director Executive Director External Affairs Director Facilities Administrator Financial Analyst Procurement Analyst Procurement Manager Public Affairs Manager Right of Way Manager Senior Administrative Assistant Senior Capital Project Manager Senior Financial Analyst Senior Management Analyst Senior Procurement Analyst Toll Customer Service Manager Toll Operations Director Toll Project Delivery Director Toll Project Manager Toll Systems Engineer Toll Technology Manager FTE 0.01 0.15 0.06 0.00 0.03 0.01 0.00 0.04 1.00 0.00 0.15 0.00 0.00 0.00 0.00 0.24 1.20 0.02 0.00 0.40 0.28 0.00 0.00 0.43 0.00 0.09 0.04 0.04 0.03 0.01 0.00 0.03 1.00 0.00 0.01 0.00 0.07 0.08 0.00 0.16 1.18 0.03 0.00 0.33 0.49 0.12 0.00 0.40 4.02 4.11 0.00 0.03 0.06 0.10 0.02 0.03 0.02 0.10 1.00 0.10 0.05 0.09 0.00 0.00 0.40 0.40 2.02 0.08 1.00 0.86 0.70 0.00 1.00 0.86 8.92 Dollar Percent Change Change $ 732,700 54% (498,000) -54% 0% (90,000) -90% (492,900) -10% (1,080,900) -18% 3,199,400 57% 2,728,300 150,000 8,503,000 2,940,000 14% N/A 664% 474% 14,321,300 (128,300) 651,936,000 19,288,400 69% -42% 9157% 1692% $ 688, 268, 600 1625% 146 Department Overview Express Lanes Planning History In December 2006, the Commission adopted the Western Riverside County Delivery Plan that served as a 10 -year capital improvement plan from 2009-2019 for Western County freeways and highways. To address unprecedented population, economic, and travel demand growth in Western County, the Commission desired to provide freeway corridor improvements beyond what traditional funding sources would be able to provide. The Commission studied innovative funding sources, including tolling, in advance of the adoption of the Western Riverside County Delivery Plan as a means to provide more transportation improvements. In 2006, the Commission conducted a toll feasibility study that determined that SR -91 and 1-15 were both feasible corridors to introduce tolling via high occupancy toll lanes (now referred to as express lanes). The Western Riverside County Delivery Plan detailed ambitious improvements to the SR -91 and 1-15 corridors including the addition of two tolled express lanes in each direction and the ability to operate and maintain these tolled express lanes for a long-term period. The Commission's commitment in 2006 to tolling also indicated its future intent to become an operating toll agency and establish the Toll Operations Department. In FY 2017/18, the Commission initiated a second toll feasibility study (Next Generation Toll Feasibility Study) to assist in the determination of the location and type of future toll projects. In FY 2019/20, the Commission initiated project development activities for the 15 Express Lanes -Southern Extension, which are included in the Capital Project Development and Delivery Department. Express Lanes Operations The Toll Operations Department, as supported by contractors, is responsible for the management of express lanes in Riverside County. In addition to operations and maintenance, the responsibilities include toll system design, implementation, violations enforcement, customer service, and associated traffic and incident management. Toll Operations provides direct oversight to the toll services operators and roadside system contractor and administers contracts with the California Highway Patrol for toll enforcement, Caltrans for road maintenance, and various maintenance contracts. The Commission utilizes a marketing services consultant for planning and implementing marketing efforts related to the RCTC 91 Express Lanes and the 15 Express Lanes. 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 projections adopted by the Commission. In addition to monitoring toll revenues, Toll Operations monitors and analyzes operation and maintenance costs during 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, as the Commission purchased these facilities for express lanes operations. Toll Operations supports project development by providing comprehensive input to the tolling concept of operations, contractor procurements, agency agreements, public outreach, Regional Operations Center development, and toll policies and business rules. RCTC 91 Express Lanes In March 2021, the Commission completed its fourth full year of operation of the RCTC 91 Express Lanes. The completed 91 Project connects the OCTA 91 Express Lanes with the RCTC 91 Express Lanes using a two-mile long mixing area, allowing vehicles to use either or both sections of the 91 Express Lanes (Chart 43). The RCTC 91 Express Lanes continue approximately eight miles to the 1- 147 15 interchange in Riverside County. A two-lane (one lane in each direction) direct tolled connector approximating 2.8 miles provides the RCTC 91 Express Lanes with access/egress to 1-15 south of the SR -91/I-15 interchange. The Commission has the authority to charge tolls on the RCTC 91 Express Lanes for 50 years through March 2067, based on a cooperative agreement between the Commission and Caltrans. Chart 44 - RCTC 91 Express Lanes eti Exit at County Line for destinations in Riverside County: • Green River Rd • Maple St/W 6th St • SR -71 • Lincoln 5t • Serfas Club Dr • Main 5t Exit at County Line for destinations in Orange County: • Gypsum Canyon Rd • 241 Toll Road • Weir Canyon Rd/Yorba Linda Blvd • Imperial Hwy • Lakeview Ave RIVERSIDE col 1NTy - a9^°\la Pve �ntario Ave Legend Existing 91 Express Lanes • 91 Express Lanes Extension County Line Entry/Exit Zone Q Carpool Verification Point . 91 Express Lanes Entry/Exit Points and Price Signs (Posted price is for the entire trip) OCTA owns and operates the Orange County portion of the 91 Express Lanes. Under a cooperative agreement, 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 coordinates ongoing joint 91 Express Lanes marketing efforts with OCTA. In July 2019, a contractor completed the installation of new roadside toll equipment to allow for interfacility trip pricing between the RCTC 91 Express Lanes and 15 Express Lanes. Additionally, the new equipment complied with the State'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, tolls for each of the RCTC 91 Express Lanes and the OCTA 91 Express Lanes are charged independently and reported separately. In connection with an agreement between the Commission, OCTA, and a master custodian, tolls related to the RCTC 91 Express Lanes and the Commission's portion 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 expenses and debt service as well as fund repair and rehabilitation reserves. 15 Express Lanes In April 2021, the Commission opened the 15 Express Lanes which generally includes two lanes in each direction of the center median from Cajalco Road to State Route (SR) 60, approximately 15 miles in each direction. Similar to the RCTC 91 Express Lanes, the Commission has the authority to charge tolls on the 15 Express Lanes for 50 years after opening through April 2071 based on a cooperative agreement between the Commission and Caltrans. 148 Chart 45 -15 Express Lanes 1 RiversideExpress 15 Express Lanes Map LEGEND G Tolling Rate Signs 15 Express Lanes Segments 5-T91 Express Lanes QExpress Lanes Entry • Express Lanes Exit Express Lanes EniryfExit 111111111 Entry/Exit Access Paints 0T • Cantu•Galleeno Ranch Rd Eastvale Limonite Ave Sixth St Second St First St Hidden Valley Pkwy Corona I County Line EntrancelExit 0 N Nap is not to scale. Riverside 0• Jurupa valley 0 0 0 Norco 4,6 The 15 Express Lanes operator provides 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 Express Lanes will be deposited with the Commission's trustee into the trust estate for the 15 Express Lanes. The Commission will use these revenues to pay for operation and maintenance expenses and debt service as well as fund repair and rehabilitation reserves. 149 Future Express Lanes Facilities The Commission is jointly developing with OCTA, Caltrans, 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 Express Lanes to the SR -241 toll road. In 2019, the agencies approved a term sheet that set forth key areas of agreement for this facility including the responsibility for the 91 Express Lanes to be the day-to-day operator. Currently, Commission staff is actively developing the project as part of a multi -agency project development effort with a focus on the future pricing and operations of the connector. When this facility opens, currently planned in 2025, 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. In December 2020, SBCTA received notification of significant SB 1 grant funding that will fully fund additional express lanes on the 1-15 corridor from Cantu-Galleano Ranch Road in Riverside County to Foothill Boulevard in San Bernardino County. This project will result in approximately two additional miles of a single express lane in each direction for the Commission from Cantu-Galleano Ranch Road to the county line. This SBCTA-led project will effectively become a northern extension of the Commission's existing 15 Express Lanes with the associated responsibilities of daily operations and maintenance. State and Regional Toll Efforts Toll Operations is also working on several important efforts related to tolling. The Commission is a member of and staff is actively involved in the CTOC, which addresses many statewide toll issues including toll technology to improve the customer experience across the state, create synergy among toll agencies, improve legislation related to tolling, and comply with State's Title 21 transition to new 6c transponder technology. Commission staff also participates in and provide input to regional studies performed by Caltrans District 8 and SCAG related to managed lanes (including express lanes, toll policies, and issues related to regional express lane networks). 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 FY 2021/22, the Commission will deposit approximately $2.9 million, to the extent available, to the RCTC 91 Express Lanes repair and rehabilitation fund. Toll Operations expenditures include $17.5 million for major repair and rehabilitation expenses permitted under the master indenture. 150 91 Express Lanes Major Repair and Rehabilitation (P009103, 009104) Commence asphalt overlays of pavement and other necessary repairs on 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, Caltrans has agreed to share 50% of the cost. The Commission's future cost for this work will be estimated after geotechnical analysis, project scope creation, and cost responsibility allocations are determined. Additionally, continue replacement of the back office system and new data mart. FY 2021/22 Cost $ 150,000 Engineering $ 9,783,000 Construction $ 3,560,000 Design -build $ 3,250,000 Toll services $ 716,700 Other project -related costs Funding Impact Costs funded with RCTC 91 Express Lanes repair and rehabilitation funds. Operating Budget Impact N/A; federal highway operations are the responsibility of Caltrans. The RCTC 91 Express Lanes Engineer's Technical Report projected operations and maintenance costs of approximately $16.3 million, whereas the FY 2021/22 budget is approximately $16.7 million, including an internal administrative cost allocation. The FY 2021/22 costs budget amount is $378,700, or 2% above the Engineer's Technical Report projection. In accordance with the 2013 TIFIA Loan agreement, expenses that account for any portion over 10% require additional explanation. For FY 2020/21, the Commission is not required to deposit any funds to the 15 Express Lanes repair and rehabilitation fund and anticipates no major repair and rehabilitation expenses. For the first year of operations, the 15 Express Lanes Engineer's Technical Report projected operations and maintenance costs of approximately $15.1 million (as adjusted by an escalation factor of 2.5%), whereas the FY 2021/22 budget is approximately $16.4 million. The FY 2021/22 budgeted costs are $1.3 million, or 9% above the Engineer's Technical Report projection. In accordance with the 2017 TIFIA Loan agreement, expenses that account for any portion over 10% require additional explanation. The projected cash flows for the RCTC 91 Express Lanes and the 15 Express Lanes for the year ending June 30, 2022 are presented in Table 55. The cash balances at June 30, 2022 include surplus toll revenues. 151 Table 55 - RCTC 91 Express Lanes and 15 Express Lanes Projected Cash Flows FY 2021/22 RCTC 91 Express Lanes 15 Express Lanes Cash balance at July 1, 2021, as projected Cash flows from operating activities: Sources of operating funds: Toll revenue Non -toll revenue Total sources of operating funds Uses of funds for operations and maintenance: Salaries and benefits Professional costs Support and maintenance costs Projects and operations Capital outlay Administrative allocation to General fund Total uses of funds for operations and maintenance Net cash provided by operations Cash flows from non -capital financing activities: Repair and rehabilitation costs Use of surplus for development of 241/91 connector agreements Use of surplus for 15/91 Express Lanes Connector Net cash provided by (used for) non -capital financing activities Cash flows from capital and related financing activities: Proceeds from 2021 Refunding Bonds, including premium Payment to escrow agent for refunded bonds Prepayment of 2013 TIFIA Loan related to refinancing Costs of issuance paid in connection with 2021 Refunding Bonds Interest paid on 2021 Refunding Bonds Payment to U.S. DOT to repay 2013 TIFIA Loan Interest paid on 2013 Toll Bonds Net cash provided by capital and related financing activities $ 153,785,800 $ 45,200 35,421,700 6,130,200 21,599,800 2,070,000 41,551,900 23,669,800 852,800 1,524,200 4,677,800 8,457,300 130,000 1,074,700 955,500 985,900 4,097,700 9,866, 600 50,000 457,800 16, 716, 800 16, 413, 500 24,835,100 7,256,300 (17,459,700) (184,900) (18,896,200) (36,540,800) 667,578,000 (147,488,000) (484,571,600) (3,948,900) (11,252,000) (3,820,000) (9,040,900) 7,456,600 Cash flows from investing activities: Interest on investments 149,500 7,300 Net cash provided by investing activities 149,500 7,300 Net increase in cash (4,099,600) 7,263,600 Cash balance at June 30, 2022, as projected $ 149,686,200 $ 7,308,800 Department Goals TO1 - Provide effective communication of project progress and toll operations to the Board members, city councils, County Board of Supervisors, Caltrans, CTC, Federal Highway Administration, TIFIA, and bondholders. (Policy Goal: Operational Excellence) TO2 - Focus on timely and effective completion of toll -related capital projects and implementation of needed transportation services. (Policy Goals: Quality of Life, Connecting the Economy, Responsible Partner) TO3 - Support regional transportation solutions in cooperation with toll operators in surrounding counties that are of benefit to Riverside County. (Policy Goals: Quality of Life, Operational Excellence, Responsible Partner) 152 ID Toll Operations Performance Measures and Results FY 19/20 Estimated FY 19/20 Actuals FY 20/21 Estimated FY 21/22 Projected TO1 Toll transactions • 91 Express Lanes 15,788,000 13,119,123 16,136,000 15,320,000 • 15 Express Lanes N/A N/A 5,137,800 25,870,000 TO1 Toll revenues • 91 Express Lanes $44,362,300 $49,252,190 $34,656,400 $35,421,700 • 15 Express Lanes N/A N/A $3,765,400 $21,599,800 TO1 Non -toll revenues, excluding investment income • 91 Express Lanes $5,259,700 $7,181,835 $6,101,400 $6,130,200 • 15 Express Lanes N/A N/A $22,500 $2,070,000 153 Appendix A - Glossary of Acronyms AB - Assembly Bill ATP - Active Transportation Program BABs - Build America Bonds Bechtel - Bechtel lnfrastructure BNSF - BNSF Railway Board - Board of Commissioners for the Riverside County Transportation Commission California - State of California CalPERS - California Public Employees Retirement System CaISTA California State Transportation Agency Caltrans California Department of Transportation Capital Projects - Capital Projects Development and Delivery, a RCTC department CARES Act - Coronavirus Aid, Relief, and Economic Security Act enacted in March 2020 to support the federal government's response and help businesses and individuals in regard to COVID-19 CCTV - Closed -Circuit Television CDTFA - 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 Air Quality CMP - Congestion Management Program Commission - Riverside County Transportation Commission County - County of Riverside COVID-19 - An infectious disease caused by a newly discovered coronavirus that created a worldwide pandemic CSTAC - Citizens and Specialized Transit Advisory Committee CTC - California Transportation Commission CTOC - California Toll Operators Committee CVAG - Coachella Valley Association of Governments DBE - Disadvantaged Business Enterprise District - Riverside County Regional Park and Open Space District ERP - Enterprise Resource Planning FAST Act - Fixing America's Surface Transportation Act Fitch - Fitch Ratings FRA - Federal Railroad Administration FSP - Freeway Service Patrol FTA - Federal Transit Administration FTE - Full-time Equivalent FTIP - Federal Transportation Improvement Program FY - Fiscal Year Gann - Gann Initiative approved by California voters in 1979 GASB - Governmental Accounting Standards Board GFOA - Government Finance Officers Association GHG - Greenhouse Gas HIP - Highway Infrastructure Program HOV - High Occupancy Vehicle (Carpool Lane) HSIPR - High Speed Intercity Passenger Rail 154 I - Interstate IE Commuter - Inland Empire Commuter rideshare system IE CMCP Inland Empire Comprehensive Multimodal Corridor Plan IEOC - Inland Empire -Orange County Metrolink Service Inland Empire Region covering Riverside and San Bernardino counties IVR - Interactive Voice Response LCTOP - Low Carbon Transit Operations Programs Limited Tax Bonds - Indebtedness secured by a specified tax or group of taxes LOSSAN - Los Angeles -San Diego -San Luis Obispo, a rail corridor LPP - Local Partnership Program, an SB 1 funding category LRTS - Long Range Transportation Study LTF - Local Transportation Fund MAAC - Member Agency Advisory Committee MARA - 2009 Measure A Regional Arterial funding for Western County MCP Mid County Parkway Measure K - Increase of sales tax revenue bonds debt limit to $975 million approved by voters in November 2010 Metrolink - Operating name for SCRRA (see SCRRA) MOE - Maintenance of Effort Moody's - Moody's Investors Service MOU - Memorandum of Understanding MPO - Metropolitan Planning Organization MSHCP - Multi -Species Habitat Conservation Plan MSRC - Mobile Source Air Pollution Reduction Review Committee (AB2766) NEPA - National Environmental Policy Act OCTA - Orange County Transportation Authority PPM - Planning, Programming, and Monitoring PVL - Perris Valley Line Metrolink Extension Project RCA - Western Riverside County Regional Conservation Authority 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 Operations Control Center RIP - Regional Improvement Program RTA - Riverside Transit Agency RTP - Regional Transportation Plan RTPA - Regional Transportation Planning Agencies RZEDBs - Recovery Zone Economic Development Bonds S&P - S&P Global Ratings SAFE - Service Authority for Freeway Emergencies Sales tax - 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 purposes and was signed by the Governor in April 2017 SB 132 - State appropriation approved in April 2017 that provides $427 million in funding for five Riverside County Transportation Efficiency Corridor projects SB 743 - State legislation that created a process that changes how transportation impacts are analyzed under CEQA SB 821 - State legislation that provides funding for bicycle and pedestrian projects through the TDA 155 SB 1376 - State legislation that designated the California Public Utilities Commission as the administrative agency for the Transportation Network Companies Access for All program SBCTA - San Bernardino County Transportation Authority SBE - Small Business Enterprise SCAG - Southern California Association of Governments SCCP - Solutions for Congested Corridors Program SCRRA - Southern California Regional Rail Authority SCS - Sustainable Communities Strategy SDP - Service Development Plan SGR - State of Good Repair (SB 1 Program) SHOPP - State Highway Operations and Protection Program SJBL - San Jacinto Branch Line SR - State Route SRTP - Short Range Transit Plan STA - State Transit Assistance State - State of California STBG - Surface Transportation Block Grant STIP - State Transportation Improvement Program SunLine - SunLine Transit Agency TAP - Transportation Alternatives Program TCEP - Trade Corridor Enhancement Program TDA - Transportation Development Act TDM - Transportation Demand Management TEA - Telework Employer Assistance Program TIFIA - Transportation Infrastructure Finance and Innovation Act TIP - Transportation Improvement Plan TNC - Transportation Network Companies TUMF - Transportation/Traffic Uniform Mitigation Fee (Western County/Coachella Valley) U.S. DOT - United States Department of Transportation UCR - University of California at Riverside VanClub - RCTC's vanpool subsidy program Western County - Western area of Riverside County WRCOG - Western Riverside Council of Governments 15 COP - 15 Corridor Operations Project 15 Express Lanes - Express lanes on 1-15 in Riverside County from SR -60 to Cajalco Road in Corona owned and operated by the Commission; also referred to as Riverside Express 91 COP - 91 Corridor Operations Project 91 Express Lanes - Tolled express lanes on SR -91 in Orange County operated by OCTA (OCTA 91 Express Lanes) and in Riverside County by the Commission (RCTC 91 Express Lanes) 91 Project - SR -91 corridor improvement project consisting of two tolled express lanes in each direction of SR -91 between the Orange County line and 1-15 and a direct connector, the addition of a general purpose lane between SR -71 and 1-15, and other improvements 1989 Measure A - Original 1/2 cent transportation sales tax measure approved by voters in November 1988 that expired in June 2009 2009 Measure A Extension of sales tax measure approved by voters in November 2002 which became effective upon expiration of original sales tax measure on July 1, 2009 for a 30 -year period 2010B Bonds - Sales Tax Revenue Bonds, Series B Taxable issued in November 2010 156 2013 Sales Tax Bonds 2013 TIFIA Loan 2013 Toll Bonds 2016 Refunding Bonds 2017 TIFIA Loan 2017A Bonds 2017B Refunding Bonds 2018 Refunding Bonds 2021 Refunding Bonds - Sales Tax Revenue Bonds issued in July 2013 for the 91 Project - TIFIA Loan executed in July 2013 for the 91 Project Toll Revenue Bonds issued in July 2013 for the 91 Project as two series (current interest bonds and capital appreciation bonds) - Sales Tax Revenue Refunding Bonds issued in September 2016 to refund the Series A portion of bonds issued in 2009 - TIFIA Loan executed in July 2017 for the 1-15 Express Lanes project - Sales Tax Revenue Bonds issued in July 2017 for the 1-15 Express Lanes project and completion of the 91 Project - Sales Tax Revenue Refunding Bonds issued in December 2017 to refund all of the outstanding 2010A Bonds and a portion of the 2013 Sales Tax Bonds Sales Tax Revenue Refunding Bonds issued in April 2018 to refund all of the Series B and Series C bonds issued in 2009 - RCTC 91 Express Lanes senior and second lien toll revenue bonds approved by the Commission in March 2020 to refund 2013 Toll Bonds (current interest bonds) and 2013 TIFIA Loan; the marketing and sale of the bonds was suspended due to the COVID-19 crisis and related market disruption but is anticipated to be completed in fall 2021 157 Appendix B - Salary Schedule Effective 7/1/2021 Department ADMINISTRATION Administrative Services Manager/Clerk of the Board 1 51 $ 9,969 $ 13,459 E Deputy Clerk of the Board 1 32 $ 6,270 $ 8,464 NE Human Resources Administrator 1 45 $ 8,612 $ 11,626 E IT Administrator 1 45 $ 8,612 $ 11,626 E Records Technician 1 17 $ 4,350 $ 5,872 NE Senior Administrative Assistant 2 25 $ 5,287 $ 7,137 NE Senior Office Assistant 1 13 $ 3,945 $ 5,326 NE Administration Subtotal 8 CAPITAL PROJECT DEVELOPMENT AND DELIVERY Capital Projects Manager 2 53 $ 10,468 $ 14,132 E Facilities Administrator 1 45 $ 8,612 $ 11,626 E Project Delivery Director 1 71 $ 16,239 $ 21,923 E Right of Way Manager 1 53 $ 10,468 $ 14,132 E Senior Capital Projects Manager 2 65 $ 14,028 $ 18,938 E Senior Management Analyst 4 43 $ 8,202 $ 11,073 E Capital Project Development and DelierySubtotal 11 EXECUTIVE MANAGEMENT Deputy Executive Director 1 75 $ 17,904 $ 24,170 E Executive Director 1 83 $ 21,762 $ 29,379 E Executive Management Subtotal 2 FINANCE Accountant 1 33 $ 6,426 $ 8,676 E Accounting Assistant 2 17 $ 4,350 $ 5,872 NE Accounting Supervisor 1 44 $ 8,402 $ 11,343 E Accounting Technician 2 25 $ 5,287 $ 7,137 NE Chief Financial Officer 1 67 $ 14,729 $ 19,885 E Deputy Director of Finance 1 57 $ 11,541 $ 15,580 E Deputy Director of Financial Administration 1 57 $ 11,541 $ 15,580 E Financial Analyst 1 35 $ 6,748 $ 9,109 E Procurement Analyst 1 36 $ 6,912 $ 9,332 E Procurement Manager 1 53 $ 10,468 $ 14,132 E Senior Financial Analyst 1 43 $ 8,202 $ 11,073 E Senior Procurement Analyst 1 43 $ 8,202 $ 11,073 E Finance Subtotal 14 EXTERNAL AFFAIRS Community Engagement Manager 1 51 $ 9,969 $ 13,459 E Commuter and Motorist Assistance Manager 1 51 $ 9,969 $ 13,459 E External Affairs Director 1 63 $ 13,360 $ 18,036 E Legislative Affairs Manager 1 51 $ 9,969 $ 13,459 E Public Affairs Manager 1 51 $ 9,969 $ 13,459 E Senior Management Analyst 4 43 $ 8,202 $ 11,073 E External Affairs Subtotal 9 MULTIMODAL SERVICES Management Analyst 1 35 $ 6,748 $ 9,109 E Multimodal Services Director 1 63 $ 13,360 $ 18,036 E Rail Manager 1 51 $ 9,969 $ 13,459 E Senior Management Analyst 1 43 $ 8,202 $ 11,073 E Transit Manager 1 51 $ 9,969 $ 13,459 E Multimodal Services Subtotal 5 PLANNING AND PROGRAMMING SERVICES Planning and Programming Director 1 63 $ 13,360 $ 18,036 E Planning and Programming Manager 1 51 $ 9,969 $ 13,459 E Senior Management Analyst 2 43 $ 8,202 $ 11,073 E Planning and Programming Services Subtotal 4 Regional Conservation Accountant 1 33 $ 6,426 $ 8,676 E Accounting Supervisor 1 44 $ 8,402 $ 11,343 E Accounting Technician 1 25 $ 5,287 $ 7,137 NE Administrative Assistant 1 17 $ 4,350 $ 5,872 NE Deputy Clerk of the Board 1 32 $ 6,270 $ 8,464 NE Financial Administration Manager 1 53 $ 10,468 $ 14,132 E Regional Conservation Deputy Executive Director 1 67 $ 14,729 $ 19,885 E Reserve Management and Monitoring Manager 1 53 $ 10,468 $ 14,132 E Senior Management Analyst 5 43 $ 8,202 $ 11,073 E Technical Information Program Manager 1 45 $ 8,612 $ 11,626 E Regional Conservation Subtotal 14 TOLL OPERATIONS AND PROJECT DELIVERY Capital Projects Manager 1 53 $ 10,468 $ 14,132 E Senior Capital Projects Manager 2 65 $ 14,028 $ 18,938 E Senior Management Analyst 2 43 $ 8,202 $ 11,073 E Toll Customer Service Manager 1 53 $ 10,468 $ 14,132 E Toll Operations Director 1 67 $ 14,729 $ 19,885 E Toll Project Delivery Director 1 71 $ 16,239 $ 21,923 E Toll Systems Engineer 1 45 $ 8,612 $ 11,626 E Toll Technology Manager 1 53 $ 10,468 $ 14,132 E Toll Operations and Project Delivery Subtotal 10 Range Monthly Monthly Exempt / FTE No. Minimum Maximum Non -Exempt Total Authorized Positions Administration Capital Project Development and Delivery Executive Management Finance External Affairs Multimodal Services Planning and Programming Services Regional Conservation Toll Operations and Project Delivery Total Authorized Positions 8 11 2 14 9 5 4 14 10 77 158 Appendix B - FY 2021/22 Organization Chart Board of Commissioners Executive Director Legal Counsel Human Resources Administrator Administrative Services Manager/Clerk of the Board Deputy Clerk of the Board (2) Senior Administrative Assistant (2) Records Technician Administrative Assistant Senior Office Assistant IT Administrator PE._ Chief Financial Officer 1 Deputy Director of Finance Senior Financial Analyst Financial Analyst Accounting Technician Accounting Supervisor Accountant Accounting Technician Accounting Assistant (2) Deputy Director of Financial Administration Procurement Manager Senior Procurement Analyst Procurement Analyst Financial Administration Manager Accounting Supervisor Accountant Accounting Technician Deputy Executive Director I Planning and rogramming Director Planning and Programming Manager Senior Management Analyst (2) iii Multimodal Services Director iii Rail Manager Transit Manager Senior Management Analyst Management Analyst External Affairs Director I Public Affairs Manger Senior Management Analyst (2) Legislative Affairs Manager Senior Management Analyst Commuter and Motorist Assistance Manager Senior Management Analyst Community Engagement Manager troll . Operations. Director I Toll Customer Service Manager Senior Management Analyst Toll Technology Manager Toll Systems Engineer Senior Management Analyst wProject Delivery Director Senior Capital Projects Manager (2) Capital Projects Manager (2) Right of Way Manager Senior Management Analyst (6) Facilities Administrator Toll Project Delivery Director Senior Capital Projects Manager (2) Capital Projects Manager Regional Cconservation Deputy Executive Director Reserve Management and Monitoring Manager Senior Management Analyst (2) Technical Information Program Manager Senior Management Analyst 159 RIVERSIDE COUNTY TRANSPORTATION COMMISSION PROPOSED BUDGET FISCAL YEAR 2021/22 Michele Cisneros, Depuiy Director of Finance Ai Theresia Trevino /lief Financial Officer RIVERSIDE COUNTY TRANSPORTATION COMMISSION BUDGET ADJUSTMENTS Fund Balance FY 2021/22 Ending Fund Balance (as reported 5/12/2021) FY 2020/21 Revised Projections: Increase in Measure A sales tax revenues Increase in LTF sales tax revenues Increase in transfers in Increase in operating and capital disbursements, net Increase in local streets and roads expenditures Increase in transfers out FY 2021/22 Budget Adjustments: Increase in Measure A sales tax revenues Increase in LTF sales tax revenues Increase in federal reimbursements Increase in local reimbursements, net Increase in investment income Increase in transfers in Increase in personnel salaries and benefits Decrease in operating and capital disbursements, net Increase in local streets and roads expenditures Increase in transfers out FY 2021/22 Ending Fund Balance $ 858,364,700 15,000,000 5,000,000 450,000 (113,000) (4,573,000) (450,000) 15,000,000 5,000,000 7,300 1,266,300 50,100 650,000 (1,208,200) 19,460,000 (4,563,900) (650,000) $ 908,690,300 RIVERSIDE COUNTY TRANSPORTATION COMMISSION Beginning Fund Balance BUDGET SUMMARY $1,016,288,600 Total Estimated Revenues/Sources 1,627,967,800 Revenues Debt Proceeds Transfers In $756,580,800 674,497,000 196,890,000 Total Estimated Expenditures/Expenses/Uses (1,735,566,100) Expenditures/Expenses Debt Service Transfers Out $809,582,500 729,093,600 196,890,000 Revenues/Sources under Expenditures/Expenses/Uses (107,598,300) Ending Fund Balance FY 2021/2 Id RIVERSIDE COUNTY TRANSPORTATION COMMISSION REVENUES/SOURCES COMPARISON FY 2019/20 FY 2020/21 Actual Revised Bud • et FY 2020/21 Pro'ected FY 2021/22 Bud • et Percent Chan •e Measure A Sales Tax LTF Sales Tax STA Sales Tax Federal reimbursements State reimbursements Local reimbursements TUMF Tolls, Penalties, and Fees Other revenues Investment income Total Revenues Debt proceeds TIFIA loan proceeds Transfers in Total Revenues/Sources $ 195,036,300 100,283, 600 27,796,500 34,120,400 109,840,500 3,659,100 23,257,900 56,434,000 566,600 18,491,600 569,486,500 $ 210,000,000 105,000,000 28, 915, 700 103,535,700 149,063,600 20,716,100 11,000,000 31,718,600 549,100 3,545,500 664,044,300 $ 210,000,000 105,000,000 19,015,100 71,624,500 140,552,600 14,930,600 11,000,000 44, 545, 700 582,400 6,462,500 623,713,400 1 1 1,301,900 146,618,000 47,371,900 179,922,600 827,406,400 $ 891,338,800 $ 15,661,000 153,100,800 792,475,200 $ 210,000,000 105,000,000 23,862,200 107,438,700 210,931,000 21,657,800 11,000,000 65,123, 700 657,300 910,100 756,580,800 667,578,000 6,919,000 196,890,000 $ 1,627,967,800 0% 0% - 17% 4% 42% 5% 0% 105% 20% - 74% 14% N/A - 85% 9% 83% RIVERSIDE COUNTY TRANSPORTATION COMMISSION SUMMARY OF EXPENDITURES, EXPENSES, AND USES Management Services Regional Programs Capital Project Development and Delivery Toll Operations Debt Service Transfers Out Total Expenditures, Expenses, and Uses FY 2021/22 Budget $ 12,560,900 189,394,100 556,478,800 51,148, 700 729,093,600 196,890,000 $ 1,735,566,100 Percentage of Uses 1% 11% 32% 3% 42% 11% 100% RIVERSIDE COUNTY TRANSPORTATION COMMISSION MANAGEMENT SERVICES EXPENDITURES/USES FY 2019/20 FY 2020/21 FY 2020/21 FY 2021/22 Actual Revised Bud • et Pro'ected Bud • et Executive Management Administration External Affairs Finance Debt Service Total Expenditures Transfers Out Total Management Services Executive Management 6% $ 924,100 $ 874,000 $ 3,404,500 3,498,600 2,035,600 1,987,200 4,451,800 5,685,100 15,800 863,100 2,665,900 1,921,500 4,331,400 10,831,800 10,033,300 12,044,900 10,007, 700 9,781,900 10,007,700 $ 20,865,100 $ 22,052,600 $ 19,789,600 Administration External Affairs Finance 31% 18% 45% $ 780,700 3,833,200 2,262,100 5,684,900 12,560,900 10,078,600 $ 22,639,500 RIVERSIDE COUNTY TRANSPORTATION COMMISSION REGIONAL PROGRAMS EXPENDITURES/USES FY 2019/20 Actual FY 2020/21 Revised Bud • et FY 2020/21 Pro'ected FY 2021/22 Bud• et Planning and Programming Services Rail Maintenance and Operations Public and Specialized Transit Commuter Assistance Motorist Assistance Regional Conservation Total Expenditures Transfers Out Total Regional Programs Planning and Programming 4% Rail Maintenance and Operations 22% ♦ $ 7,153,200 30,261,300 100,694,200 3,660,500 4,639,500 $ 7,141,300 49,444, 700 102,578,100 5,071,100 6,378,900 1,850,000 $ 4,033,600 39,338,400 56,428,400 3,093,700 4,725,800 1,830,300 146,408,700 28,871,900 172,464,100 27,249,100 109,450,200 22,731,100 $ 175,280,600 $ 199,713,200 $ 132,181,300 Public and Specialized Transit 67% Commuter Assistance 2% $ 7,355,600 41,259,100 125,989,400 4,487,100 6,189,400 4,1 13,500 189,394,100 25,065,000 $ 214,459,100 -4 Regional Conservation 2% f RIVERSIDE COUNTY TRANSPORTATION COMMISSION CAPITAL PROJECT DEVELOPMENT & DELIVERY EXPENDITURES/USES FY 2019/20 FY 2020/21 FY 2020/21 Actual Revised Bud • et Pro'ected FY 2021/22 Bud • et Percentage of Expenditures / Uses Salaries and benefits Professional costs Support costs Projects and operations: Program operations Engineering Construction Design build Right of way and land Local streets and roads Regional arterials Other (special studies/operating & capital disbursements) Capital outlay Debt service Total Expenditures Transfers out Total Capital Project Development & Delivery 5,909,500 $ 2,842,600 526,100 5,997,400 10,167,500 73,759,500 143,784,400 52,753,300 58,983,400 14,544,800 3,639,900 3,364, 700 69,749,300 3,584,000 $ 4,303,700 2,457,900 7,669,600 29,300,200 201,828,400 99,995,600 57,352,700 63, 725,100 33,753,000 850,000 3,927,500 69,519,000 3,583,200 2,574,800 2,140,000 7,101,000 16,816,100 131,327,700 60,030,100 31,977,600 63,725,100 30,000,000 637,700 3,642,500 69, 828, 700 446,022,400 104,789,300 578,266,700 141,525,500 423,384,500 119,221,700 1 $ 3,569,800 4,586,300 1,478,600 6,709,600 24,491,300 254,980,600 94,399,000 66,891,600 63,702,300 30,000,000 900,000 4,769,700 70,037, 700 626,516,500 141,317,700 $ 550,81 1,700 $ 719,792,200 $ 542,606,200 $ 767,834,200 0% 1% 0% 1% 3% 33% 12% 9% 8% 4% 0% 1% 9% 82% 18% 100% RIVERSIDE COUNTY TRANSPORTATION COMMISSION CAPITAL PROJECT HIGHLIGHTS 15/91 Express Lanes Connector 1-15 Express Lanes 91 Corridor Operations Project 91 Project close out Mid County Parkway 60 Truck Lanes RIVERSIDE COUNTY TRANSPORTATION COMMISSION TOLL OPERATIONS RCTC 91 Express Lanes 15 Express Lanes Total FY 2020/21 FY 2021/22 FY 2020/21 FY 2021/22 FY 2021/22 Projected Budget Projected Budget Budget Sources Local Reimbursements Tolls, Penalties, and Fees Other Revenue Investment Income Debt Proceeds Total Sources $ 52,400 $ 840,800 40,757,800 41,551,900 1,144,400 149,500 667,578,000 $ - $ 3,787,900 23,571,800 24,100 98,000 7,300 41,954,600 710,120,200 3,812,000 23,677,100 Expenses/Uses Personnel Salaries and Benefits 1,189,700 1,141,200 174,300 955,500 Professional Services 2,829,500 4,006,100 254,800 985,900 Support Costs 2,625,400 4,677,800 837,300 4,097,700 Program Operations 14,362,400 25,237,900 2,382,100 9,866,600 Capital Outlay - 130,000 3,300 50,000 Debt Service 7,1 19,900 659,055,900 - - Transfers Out 1,025,300 19,970,900 1 15,000 457,800 Total Expenses/Uses Excess (deficiency) of revenues over (under) expenses/uses and other financing sources (uses) Beginning Fund Balance Ending Fund Balance $ 153,785,800 $ 149,686,200 $ 45,200 $ 7,308,800 1 $ 156,995,000 29,152,200 714,219,800 3,766,800 16,413,500 12,802,400 140,983,400 (4,099,600) 153,785,800 45,200 7,263,600 45,200 I $ 840,800 65,123, 700 98,000 156,800 667,578,000 733,797,300 2,096,700 4,992,000 8,775,500 35,104,500 180,000 659,055,900 20,428,700 730,633,300 3,164,000 153,831,000 RIVERSIDE COUNTY TRANSPORTATION COMMISSION FUNCTION BREAKDOWN FY 2019/20 FY 2020/21 FY 2020/21 Actual Revised Bud • et Pro'ected FY 2021/22 Percentage of Bud • et Function Personnel Professional Support Projects and operations Capital outlay Debt service Total Expenditures/Expenses Transfers out Total Expenditures/Expenses/Uses $ 18,190,100 10,409,400 8,899,600 505,160,300 4,214, 700 76,885,000 $ 13,146,000 20,872,400 16,1 10,400 671,149,800 6,082,600 76,638,900 $ 13,035,100 12,744,800 10,444,900 457,009,300 4,212,600 76,948,600 623,759,100 146,618,000 804,000,100 179,922,600 574,395,300 153,100,800 770,377,100 $ 983,922,700 $ 727,496,100 $ 16,213,200 19,265,800 16,957,000 750,786,800 6,359,700 729,093,600 1,538,676,100 196,890,000 $ 1,735,566,100 1% 1% 1% 43% 0% 42% 89% 11% 1000 RIVERSIDE COUNTY MEASURE A ADMINISTRATIVE COSTS FY 2021/22 Budget 0 0 00 1 1.21% IMIWIF Benefits, Salaries and 0.71% . Imo Administrative Costs, I I Wi° c.0°i° 1 O° n0°i° olc°/° c.0e° DO°�° 5°i° • • • • • Ad m i nistrative salaries & benefits ca p 1%; Total a dministrative costs cap 4% • 2• RIVERSIDE COUNTY TRANSPORTATION COMMISSION Close Public Hearing Authorization and adoption Continue monitoring • Review the final budget document •Close the public hearing NEXT STEPS •Approve salary schedule effective 7/1/2021 •Approve the revised Measure A and LTF sales tax revenue projections and related expenditure budget increases for FY 2020/21 •Approve the revised Measure A and LTF sales tax revenue projections for FY 2021/22 •Approve the use of surplus toll revenues for 241/91 connector efforts •Adopt Proposed FY 2021/22 Budget • Measure A administrative salaries and benefits • Funding needs for projects and transit operations •Sales tax and TUMF revenue trends • Timeliness of federal and state reimbursements AGENDA ITEM 8A MINUTES RIVERSIDE COUNTY TRANSPORTATION COMMISSION MEETING MINUTES Wednesday, May 12, 2021 1. CALL TO ORDER The Riverside County Transportation Commission was called to order by Chair Jan Harnik at 9:30 a.m., via Zoom Meeting ID 856 3069 4948. Pursuant to Governor Newsom's Executive Order N-29-20. 2. ROLL CALL Commissioners/Alternates Present Commissioners Absent Ben J. Benoit Bob Magee Brian Berkson Scott Matas David Bricker Lisa Middleton Chuck Conder Linda Molina Joseph DeConinck V. Manuel Perez Waymond Fermon Kyle Pingree Kathleen Fitzpatrick Dana Reed Raymond Gregory Wes Speake Yxstain Gutierrez Karen Spiegel Jan Harnik Jeremy Smith* Steven Hernandez* Michael M. Vargas Jeff Hewitt Scott Vinton Ted Hoffman Chuck Washington Kevin Jeffries Ted Weill Linda Krupa Lloyd White Alonso Ledezma Bill Zimmerman Clint Lorimore *Arrived after the meeting was called to order. Matt Rahn 3. PLEDGE OF ALLEGIANCE Commissioner Manuel Perez led the Commission in a flag salute. At this time, Commissioner Steven Hernandez joined the meeting. 4. PUBLIC COMMENTS Arnold San Miguel, Southern California Association of Governments (SCAG), announced SCAG's 32nd Annual Demographic Virtual Workshop - Part 1 will be held on June 8, and it 160 Riverside County Transportation Commission Meeting Minutes May 12, 2021 Page 2 is presented by the SCAG and the University of Southern California Sol Price School of Public Policy. Part 2 - The Post -Pandemic City Virtual Workshop will be held on June 15th and to register on the SCAG website. Arnold San Miguel stated he has made this promise, if anyone attends and they are not satisfied he will take a vacation and work for them. 5. ADDITIONS / REVISIONS There were no additions or revisions to the agenda. 6. PUBLIC HEARING — ADOPTION OF A RESOLUTION OF NECESSITY FOR THE ACQUISITION OF A FEE INTEREST IN PORTIONS OF CERTAIN REAL PROPERTY, BY EMINENT DOMAIN, MORE PARTICULARLY DESCRIBED AS ASSESSOR PARCEL NUMBER 305-080-092 (RCPN 1030), FOR THE PLACENTIA AVENUE WIDENING PROJECT, IN RIVERSIDE COUNTY, CALIFORNIA At this time, Chair Harnik opened the public hearing and called upon legal counsel to explain the nature and scope of this hearing. Steve DeBaun, legal counsel, explained the purpose of this hearing is for the Board to consider the adoption of Resolution of Necessity No. 21-006 for the acquisition of real property for the Placentia Ave Widening Project. He stated at the conclusion of this hearing, the Board will be asked to adopt the resolution of necessity and he listed the findings. He explained the purpose of this hearing is to consider the need for acquisition of the property and not to consider the value of the property. At this time, Chair Harnik called on the Clerk of the Board to confirm the proof of mailing and that the Commissioners received any written objections, protests, and requests to be heard from their owners or representatives. Lisa Mobley, Clerk of the Board, verified the proof of mailing that certifies the notices were sent to the property owners of said parcel number are on file with the Commission. Ms. Mobley stated there were no written objections, protests, or requests to be heard from the owners or representatives. She then asked if there was anyone who wishes to speak either the owner or the owner's representatives that is present today. There was no one wishing to speak from the public. Hector Casillas, Right of Way Manager, presented the resolution of necessity for the Placentia Ave Widening Project and discussed the following areas: • Commission guidance • Four findings required by the Board • Ariel view of the parcel to be acquired • Parcel information and offer of just compensation • Contact summary 161 Riverside County Transportation Commission Meeting Minutes May 12, 2021 Page 3 • District Condemnation Evaluation & Condemnation Panel Review meetings Lisa Mobley asked if there was anyone who wishes to speak either the owners or the owner's representatives. There was no one wishing to speak from the public. In response to Commissioner Chuck Conder's question that this is in no way going to affect this business' opportunities to do business or to affect their product output, Hector Casillas replied correct. Commissioner Conder clarified that their business will not be affected in anyway and it is a matter of finalizing an entrance that is about 12,000 square feet that is needed for the public good. Hector Casillas replied yes. In response to Commissioner Ted Hoffman's confirmation that the area being discussed is located on the southside of the property on the roadway is the unimproved section, Mr. Casillas replied that is correct, the unimproved area of their property. Commissioner Hoffman concurred with Commissioner Conder's comments. Commissioner Scott Vinton stated regarding the additional parcel looking along the corridor it looks like there is going to be a lot of takes specifically the one of concern is adjacent to the east of this parcel and there is a building in the way, and he wanted to know what the status is of those negotiations. Chair Harnik clarified this is not germane to this specific issue and suggested to stay on track and called on Legal Counsel to clarify. Commissioner Vinton asked if Steve DeBaun, Legal Counsel, would confirm that his concern that the Commission will get this one parcel and then they cannot finish the rest of it if that is germane to this. Steve DeBaun asked for clarification from Commission Vinton. Commissioner Vinton clarified he was asking about other parcels as the Commission may have similar issues all up and down the corridor, specifically the one to the east with the building if they continue the right of way a crossed that might possibly affect that and Chair Harnik suggested it is not germane to this specific one. Steve DeBaun explained the only parcel under consideration today is the parcel that is on the resolution of necessity so if there are additional parcels that are needed that cannot be acquired through negotiation then they will bring those forward at that point. He asked Commissioner Vinton if that answered his question. Commissioner Vinton clarified if he could ask the question because if they are not able to take those other properties by negotiation or otherwise as he is a little concerned about having to take this piece from this owner then they do not have a project. Steve DeBaun stated RCTC does have a project now and are committed to take this property based on their good faith belief that there is a project so there is no legal concern with proceeding with the project. He explained if in fact they cannot come to terms with another property owner then it will be up to the 162 Riverside County Transportation Commission Meeting Minutes May 12, 2021 Page 4 Commission to decide whether or not there is a resolution of necessity, but on these projects of these sorts it is often done on a piecemeal basis. It is not unusual to have one property that is condemned and then sequentially another property later condemned. RCTC does have a project and are purchasing property in good faith and proceeding along with the resolution of necessity in good faith that they will be able to acquire all the necessary parcels. Steve DeBaun stated he does not know the status of the particular property that is under consideration but if it is something that is needed for the project, he is certain there are negotiations underway. In response to Commissioner Vinton's clarification the bottom line is that he cannot ask his question, Steve DeBaun replied if he wanted to know whether or not RCTC is actually negotiating with the other property owners. Commissioner Vinton stated he would assume the Commission is in negotiations and wondered if the other property owners are somewhat fruitful at this point. It is not a guarantee but if staff thinks they can begin to move forward with some of the other negotiations, then it is possible. Anne Mayer, Executive Director, clarified the Commission is currently in negotiations. Mark Lancaster, County of Riverside Director of Transportation, stated since he was involved with the project this is the last parcel that is needed for the Placentia Avenue Widening Project. He explained the parcel at the corner of Perris and Placentia Avenues has already been acquired and they have a plan to move that current tenant of that property to another facility. This particular parcel under consideration today will complete all the right of way necessary for the Placentia Avenue Widening Project. Commissioner Vinton thanked Mark Lancaster for answering his question. Commissioner Brian Berkson expressed disliking having to do eminent domain as it is always the last resort and knows that RCTC has reached out numerous times. He stated since this seems to be a compensation issue what they are asking versus what RCTC is paying and is that something that can continue to be negotiated. Chair Harnik reminded the Commissioners that this agenda item is not regarding the compensation. Staff had said right to the end even if they go to court, they will continue to negotiate and try to find a place where everyone agrees. Commissioner Berkson stated he understood that, and it is not that, but if they are talking about a few dollars that is one thing but if it is hundreds of thousands of dollars then obviously there may not be much alternative for the Commission to make that decision. In response to Commissioner Linda Molina's question about the owner's driveway access issue and clarified if that had been resolved because it is the storage side of their property, Hector Casillas replied yes, they informed them of where their driver locations can go, and city staff has confirmed that. He stated now the owner is just going back to do their own due diligence to make sure that will work for their operations. 163 Riverside County Transportation Commission Meeting Minutes May 12, 2021 Page 5 Commissioner Michael Vargas expressed appreciation to staff for their due diligence behind this project as it is a great project. Obviously, it will impact the Mid County Parkway Project and as Mr. Lancaster indicated this is the last piece and the benefit to everybody is that RCTC is taking four lanes up to Indian Avenue and the city will continue from Indian all the way to Perris, so there will be four lanes going back and forth to the interchange. He expressed appreciation for everybody's efforts and all the questions being asked because this is the final piece, and the key thing is that the reason for moving forward because they are trying to match the timeline so when they start the four lanes coming out it will end at the same time that the project is completed. Commissioner Vargas then moved staff's recommendation. Chair Harnik asked if there were any owners or their representatives that wish to speak. There was no one wishing to speak from the public. Chair Harnik asked if there was anyone else who would like to speak on this issue. There was no one wishing to speak. At this time, Chair Harnik closed the public hearing. M/S/C (Vargas/Benoit) to: 1) Conduct a hearing to consider the adoption of a Resolution of Necessity, including providing all parties interested in the affected property and their attorneys, or their representatives, an opportunity to be heard on the issues relevant to the Resolution of Necessity; 2) Make the following findings as hereinafter described in this report: a) The public interest and necessity require the proposed project; b) The project is planned or located in a manner that will be most compatible with the greatest public good and the least private injury; c) The real property to be acquired is necessary for the project; and d) The offer of just compensation has been made to the property owner; 3) Adopt Resolution of Necessity No. 21-006 described as "Adoption of a Resolution of Necessity for the Acquisition of a Fee Interest in Portions of Certain Real Property, by Eminent Domain, More Particularly Described as Assessor Parcel Number 305-080-092 (RCPN 1030), Located in Perris, Riverside County, California, for the Placentia Avenue Widening Project." Chair Harnik thanked everyone for their questions, comments, and information as eminent domain always deserves ample time and consideration. 164 Riverside County Transportation Commission Meeting Minutes May 12, 2021 Page 6 7. PUBLIC HEARING — PROPOSED BUDGET FOR FISCAL YEAR 2021/22 Michele Cisneros, Deputy Director of Finance, presented the proposed Fiscal Year Budget for FY 2021/22, highlight the following areas: • Budget process, FY 2021/22 budget considerations, budget summary • Revenue/sources breakdown and by comparison • Expenditure/expenses by department and by comparison • Capital development and delivery department highlights • Expenditures/expenses by function and by function comparison • Next steps At this time, Chair Harnik opened the public hearing and asked if there were any comments from the public. There were no comments received from the public. Second Vice Chair Bob Magee expressed appreciation for a $1 billion budget, which is amazing, and this is not the first time the Commission has been here. He stated during one of the Budget and Committee meetings there was discussion about one of the guiding principles being equity and equity ought to drive the Commission pun intended as they deliver these funds and projects. Second Vice Chair Magee explained the Commission has a new obligation, which is managing the Western Riverside County Regional Conservation Authority (RCA) and it was heard that managing the RCA amounts to less than 3 percent of RCTC's budget so at 3 percent with equity being one of RCTC's guiding principles he looks forward to staff's plan on how to make the administration of the RCA and the Multiple Species Habitat Conservation Plan (MSHCP) equitable among all the partners. Second Vice Chair Magee stated he plans to support this because guiding principle includes equity and looks forward to hearing the implementation as the Commission gets there. Commissioner Jeffries expressed to Anne Mayer that there is extreme criticism now for the Interstate 15 south, which is a nightmare going from six lanes down to three when approaching Cajalco Road, literally miles of dead stopped traffic now on the 1-15 south. He stated as the Commission is going through this process to adopt this budget what does he say, and Commissioner Wes Speake say to the residents who see this mostly as a failure although one can argue that RCTC was successful at moving the bottleneck from the heart of the 15/91 a couple of miles south to Cajalco Road. Commissioner Jeffries asked Anne Mayer what is his and Commissioner Speake's response in adopting nearly $1 billion budget that may not fix the problem there now. Anne Mayer stated the 1-15 Express Lanes Project opened last month and they have been carefully monitoring the south end and there is significant congestion on the south end. She explained not only is there the reduction of the lanes at Cajalco Road but there is also a situation where all the auxiliary lanes at each of the on -ramps in that area of Corona 165 Riverside County Transportation Commission Meeting Minutes May 12, 2021 Page 7 there are lane drops. There is a combination of freeway traffic and a lot of traffic getting on at Ontario, Magnolia Avenues, and Cajalco Road all going south. She explained there is this perfect storm of traffic congestion there where they are absolutely trying to do whatever mitigation they can for that. Anne Mayer then discussed what they are doing now, which is working closely with Caltrans on modifications to the ramp metering so they are working, which will the reduce congestion on the mainline, and looking at operations and doing time trials to see before and after what is happening to realize what modifications can be made to ease that congestion at Cajalco Road. In addition, included in the budget is continued work on the 1-15 Corridor Operations Project (1-15 COP), which is an almost $40 million project to extend a lane from Cajalco Road all the way to Weirick Road that the Commission approved last year and they are continuing to work on that. She expressed it was never their intent to only build half of that project, when the Commission approved the project in 2006 it was supposed to go all the way to Lake Elsinore and SR -74. The recession hit in 2010, it had to all get cut back due to a lack of funding and unfortunately, the Commission was in a situation where they can only build what they have money for, so they are incrementally building on the 1-15 and the Commission had to do this on the 1-215 as well. There is congestion all over the County, on the 1-15, 1-215, the 1-10 and the Commission is basically building pieces at a time and moving bottlenecks, and without enough money that is kind of the mode the Commission is in. The Commission builds with the funds that are available and they are not going to build their way out of this, they are trying but they cannot stay ahead of it. Anne Mayer stated just from when this project was approved in 2010 to when it opened, she does not know how many more houses were built along the 1-15 corridor and they are trying desperately hard to chase this. The Commission has spent over $2 billion just within the city limits of Corona trying to tackle SR -91 and 1-15 and they can keep doing it, but they are not going to catch up. She explained the Commission has to figure out ways of having the freeways operate better and noted the next agenda item is about the Smart Freeways concept in Temecula, but she is highly concerned that this is the situation the Commission is in as population continues to grow. She acknowledged they know there is congestion there and did careful analysis on how to stripe that area so it would not give all the advantage to the express lanes, reduced the number of express lanes towards the south end, and they did not want to impact the people trying to get on the freeway. It is a tough situation, but she assured the Commissioners they are monitoring it and working with Caltrans and the next segment is coming. They are not going to build their way out of it and need to figure out a better way to do this because it is a matter of money not a lack of desire or anything else they simply do not have the money. Commissioner Jeffries noted welcome to California. At this time, Commissioner Jeremy Smith joined the meeting. Chair Harnik stated thank you for those comments and not only a lack of money because RCTC spends an unfortunate amount of time looking for money for these projects but it is also a shift in thinking because they cannot build their way out of it. She asked when Michele Cisneros mentioned that the 15/91 Express Lanes Connector and the 1-15 Express 166 Riverside County Transportation Commission Meeting Minutes May 12, 2021 Page 8 Lanes that will be worked on in this coming year if it will have any impact on the congestion and is there any mitigation effort there. Anne Mayer replied the 15/91 Express Lanes Connector it is a connection to the north so that is connecting the 91 Express Lanes to the 1-15 Express Lanes to the north to serve the cities of Corona, Norco, Eastvale, and Jurupa Valley and it will primarily alleviate congestion and improve connectivity between SR -91 and the communities to the north. The 1-15 COP is in the design and environmental phase and it will not be going to construction next year, but there is money in the budget to continue doing that work on an accelerated basis. Commissioner Wes Speake expressed appreciation for Commissioner Jeffries comments as they are both getting slammed with that. He apologized to Anne Mayer for the angry emails that were passed onto her and his frustration, but it is real, and he knows that staff realizes it is real. He expressed gratitude to the Commissioners for their continued investments that this budget does show but as Commissioner Jeffries and Anne Mayer commented there is still a long way to go and there are some funding shortfalls. The folks in Western Riverside County spent $2 billion as Anne Mayer just noted to help traffic flow through these two freeways. He expressed it is time for the state to pony up too as he has mentioned a few times. The city of Corona passed a resolution a year or so ago, Caltrans did a study on some auxiliary lanes and there is a need. He suggested this could be a future agenda item to get some support from Commissioners for pursuing that at the state level and finding ways for the state to do it. Commissioner Speake expressed the Commission should not have to pay for it and the folks in Western Riverside County have ponied up enough, but they deserve those fixes on the 1-15 as it will help those bottlenecks and it is an awful situation. He invited anyone that wants to join him to stand on the bridge at Cajalco Road, look north and look at the desperation in the people's eyes, it is maddening. He expressed appreciation for continuing to invest in Corona with this budget and really the SR -91 and 1-15 being the lifeblood for Western Riverside County, because the better the freeway moves the less impacts there are in all their communities. Commissioner Hoffman concurred with Commissioner Speake's comments as he travels 1-15 going south and tries to pick the right time to go through there and come back because it is a mess. He expressed concern there is an 851 percent increase in RCTC's debt service and yet there is a $2 billion budget being approved and asked if there is a plan on how to get that debt service down. Anne Mayer stated she wanted to provide a little bit of background, Measure A in 2010 the voters authorized up to $975 million in debt at anyone time. So RCTC is actually capped by voter determination in the amount of debt that can be issued, which is capped at $975 million and that is a Measure A debt. She discussed when RCTC went to build the 91 Project, which is a $1.4 billion and the 1-15 Project that was recently finished and RCTC financed those projects using a federal Transportation Infrastructure Finance and Innovation Act TIFIA loan. In addition, on the 91 Project RCTC issued toll revenue bonds, 167 Riverside County Transportation Commission Meeting Minutes May 12, 2021 Page 9 which are bonds that RCTC was issued to payback with toll revenue, and they also used some Measure A bonds. While it may seem counter intuitive this is actually a good opportunity for RCTC, the debt service included in RCTC's budget is that they are refinancing their debt on the SR -91 to lower their interest rates and interest payments. She stated before the lockdown with COVID the Commission had approved a refinancing plan that not only with the right market conditions reduce RCTC's overall debt, but also allow RCTC to pay off the TIFIA loan and use other debt instruments so RCTC would no longer owe the federal government a significant amount of money. That debt from a TIFIA loan comes with a lot of reporting requirements and there are restrictions on what this Commission can do with its surplus revenue. The Commission is at a point on the 91 where with surplus revenue once all the costs have been paid RCTC shares it 50/50 with the federal government. She stated RCTC keeps 50 percent of their surplus revenue and the other 50 percent goes to the federal government to purchase down RCTC's debt. By paying off the TIFIA loan and refinancing RCTC is saving money and streamlining costs this Commission will have control over 100 percent of the surplus revenues on the 91 and can choose to continue paying down more debt or choose to invest in other projects. Anne Mayer explained that is a very large number, but it is a good news story and RCTC is doing it to save the Commission and the taxpayers overall both money as well as retaining some local control over the investment. Commissioner Hoffman expressed appreciation for Anne Mayer's comments, and he understands that there is a plan. Commissioner Chuck Washington expressed appreciation to Anne Mayer for her thorough comments and he wanted to reference in 2018 he accompanied her and RCTC staff to the Bond Rating agencies meetings in New York. He learned an immeasurable amount regarding financing and debt, and he does not believe without the debt the improvements on SR -91 would have been completed and asked Anne Mayer if that was correct. Anne Mayer replied that is correct. Commissioner Washington replied that was the only way to do it and he used purchasing a house as an example where some people can save up the cash to save on the interest, but it might take 30 years to save that much. He explained financing is the only way to get these big projects done and RCTC is doing it in a fashion that is top shelf. He was filled with pride as they made their rounds while in New York to the rating agencies and they were telling him about all the different entities that finance infrastructure such as the very prevalent toll passageways up and down the eastern seaboard and how they wished these entities were more like RCTC with the way RCTC manage their finances and their debt. He is not sure if all the Commissioners are aware of the details of how that is done and how RCTC functions at a very high level. Commissioner Washington shared a story of a road trip to Santa Barbara that he and his wife took about a month ago after being fully vaccinated and they took 1-15 north and got in the toll lane and could not get out to get on SR -71 and they drove through Los Angeles and they were able to see all the traffic mid -day on a Friday through Southern California and arrived in Santa Barbara after five hours of driving. He expressed it pretty much cured him of wanting to do road trips in Southern California. He stated for those Commissioners that feel they are the only ones being singled out for traffic southbound on 1-215 and southbound on 1-15 as they near the merge and then beyond are dramatically bad every 168 Riverside County Transportation Commission Meeting Minutes May 12, 2021 Page 10 day. The last six or seven months there have been two fatal accidents southbound on I- 15 near Temecula due to a combination of inattention and traffic backup and he wanted to share so that no one thinks that their region of Riverside County is being neglected. Commissioner Karen Spiegel stated she cannot really say much more in addition to what has been said, but something they tend to fail to look at is that why they are at the point of expanding like it happened on SR -91. A couple of decades and she has gone back and found newspaper articles long before on SR -91 needing to improve the traffic situation, so when Anne Mayer commented on the additional housing because the state says additional housing must be added but the state is not adding the transportation and roadways for them. She expressed the same thing is happening with what is going on I- 15 and there have been problems for quite some time, it is not new, and it not only because of the 1-15 expansion, which because of new construction people assume that is why it is worse. Commissioner Spiegel expressed it was bad, the Commission was trying to make it better and as elected officials they need to remind them it is not just because of construction, or that it went from five to four lanes, traffic was already backing up at Cajalco Road, that was the reason they were looking at it, and the reason for the expansion with the projections of the additional housing. These are key factors the Commissioners have to remind them, and it is hard, but they need to stick together with the same message that it was a necessity of adding more roadway and as it was added Riverside County continues to grow. The SR -91 expansion was started over a decade ago in some of the beginnings it was just trying to capture the money and the same thing with the 1-15, so it takes a few years to get everything in order before construction begins. It is important to remind folks they were trying to expand at the request of constituents complaining of the traffic increasing and there are houses being built but there was also a demand before those houses came. Commissioner Spiegel stated as Anne Mayer noted there is a total lack of funding and it has to be done piece by piece and the elected officials are the message carriers, and they have to make sure they have that same message. At this time, Commissioner Hernandez left the meeting. Chair Harnik reminded everyone that this is a public hearing on the budget. M/S/C (Ledezma/Perez) to: 1) Discuss, review, and provide guidance on the proposed Fiscal Year 2021/22 Budget; 2) Open the public hearing in order to receive input and comments on the proposed FY 2021/22 Budget on May 12 and June 9, 2021, and thereafter close the public hearing; and 3) Approve an increase in the FY 2020/21 budget for revenues and expenditures for $250,000 related to regional conservation right of way consultant costs. 169 Riverside County Transportation Commission Meeting Minutes May 12, 2021 Page 11 8. CONSENT CALENDAR M/S/C (Gregory/Benoit) to approve the following Consent Calendar items. 8A. APPROVAL OF MINUTES — APRIL 14, 2021 8B. SINGLE SIGNATURE AUTHORITY REPORT Receive and file the Single Signature Authority report for the third quarter ended March 31, 2021. 8C. AGREEMENTS FOR AUDIT AND ATTESTATION SERVICES 1) Award the following agreements to provide audit and attestation services for the Western Riverside County Measure A recipients and Transportation Development Act (TDA) claimants of the Commission and the member agencies of the Western Riverside County Regional Conservation Authority (RCA) for a three-year term, with three one-year options to extend the agreements in the total aggregate amount of $1,524,661, plus a contingency amount of $75,339, for a total aggregate amount not to exceed $1,600,000: a) Agreement No. 21-19-034-00 to BCA Watson Rice LLP; b) Agreement No. 21-19-035-00 to Brown Armstrong Accountancy Corporation (Brown Armstrong); c) Agreement No. 21-19-036-00 to Conrad LLP; and d) Agreement No. 21-19-037-00 to Eide Bailly LLP; 2) Award the following agreements to provide audit and attestation services for the Eastern Riverside County Measure A Recipients and Transportation Development Act Claimants of the Commission for a three-year term, with three one-year options to extend the agreements in the total aggregate amount of $413,160, plus a contingency amount of $19,840, for a total aggregate amount not to exceed $433,000: a) Agreement No. 21-19-056-00 to Brown Armstrong; and b) Agreement No. 21-19-057-00 to Conrad LLP; 3) Authorize the Chair or Executive Director, pursuant to legal counsel review, to finalize and execute the agreements, including options years, on behalf of the Commission; and 4) Authorize the Executive Director or designee to approve contingency work up to the total not to exceed amount as required for these audit and attestation services. 8D. STATE AND FEDERAL LEGISLATIVE UPDATE 1) Receive and file an update on state and federal legislation; 170 Riverside County Transportation Commission Meeting Minutes May 12, 2021 Page 12 2) Adopt the following bill positions: a) SB 261 (Allen) — Oppose. 8E. 2021 MID -CYCLE STATE TRANSPORTATION IMPROVEMENT PROGRAM FUNDING DISTRIBUTION AND PROGRAMMING 1) Approve the 2021 Mid -Cycle State Transportation Improvement Program (STIP) funding distribution among the three geographic areas in Riverside County per the adopted STIP Intracounty Memorandum of Understanding (MOU); 2) Approve programming $10,069,068 of 2021 Mid -Cycle STIP Western Riverside County, Coachella Valley, and Palo Verde Valley funding capacity to the 71/91 Connector project, and submit the 2021 Mid -Cycle STIP to the California Transportation Commission (CTC); 3) Include programming Planning, Programming, and Monitoring (PPM) funds (2 percent of STIP programming capacity) in the amount of $205,491 in Fiscal Year 2022/23; 4) Approve swapping the Coachella Valley STIP share with Surface Transportation Block Grant (STBG) funds in the amount of $2,159,815; 5) Approve Agreement No. 07-71-028-04, Amendment No. 4 to Agreement No. 07-71-028-00, with the city of Blythe (Blythe) to trade $43,297 of Palo Verde Valley STIP funds with Measure A Western Riverside County Highway funds to facilitate delivery of local arterial projects; and 6) Authorize the Executive Director, pursuant to legal counsel review, to execute Agreement No. 07-71-028-04 on behalf of the Commission upon CTC adoption of the 2021 Mid -Cycle STIP. 8F. AMENDMENT NO. 1 TO AGREEMENT NO. 16-31-102-00 WITH COUNTY OF RIVERSIDE TO FUND A PROJECT STUDY REPORT FOR THE INTERSTATE 215/ETHANAC ROAD INTERCHANGE 1) Approve Amendment No. 1 to Agreement No. 16-31-102-00 with the County of Riverside (County) to utilize the remaining balance of $1,041,716 of 2009 Measure A Western County New Corridors Program funds from the original agreement for the preparation of a Project Study Report (PSR) for the Interstate 215/Ethanac Road Interchange, for which the County will serve as lead agency; and 2) Authorize the Executive Director, pursuant to legal counsel review, to execute the amendment on behalf of the Commission. 171 Riverside County Transportation Commission Meeting Minutes May 12, 2021 Page 13 8G. INTERSTATE 15 EXPRESS LANES PROJECT DESIGN -BUILD CONTRACT FINAL ACCEPTANCE Approve Final Acceptance for the Interstate 15 Express Lanes Project (1-15 ELP or Project) Design -Build Contract, Agreement No. 16-31-057-00, with Skanska-Ames, a Joint Venture, subject to the Executive Director's verification that all contract requirements for Final Acceptance have been met. 8H. SMART FREEWAYS PILOT PROJECT 1) Approve Agreement No. 21-31-063-00 with WSP USA Inc, (WSP) to provide professional services for preliminary engineering/environmental document, final design, construction support, and operations support services for Smart Freeway improvements on Interstate 15 (1-15) project (Project), from the San Diego county line to Winchester Road in the city of Temecula in an amount of $3,866,809, plus a contingency amount of $133,191, for a total amount not to exceed of $4,000,000; 2) Approve Agreement No. 21-31-059-00 with Caltrans to obtain a State Highway Operation and Protection Program (SHOPP) Minor Funds contribution for a total amount not to exceed of $1,200,000; 3) Authorize the Chair or Executive Director, pursuant to legal counsel review, to execute the agreements on behalf of the Commission; and 4) Authorize the Executive Director, or designee, to approve contingency work as may be required for the Project. 81. AMENDMENT NO. 1 TO COOPERATIVE AGREEMENT NO. 19-33-004-00 WITH SOUTHERN CALIFORNIA REGIONAL RAIL AUTHORITY FOR CONSTRUCTION OF THE RIVERSIDE LAYOVER FACILITY IMPROVEMENT PROJECT 1) Approve Agreement No. 19-33-004-01, Amendment No. 1 to Agreement No. 19-33-004-00, between the Commission and Southern California Regional Rail Authority (SCRRA) for the construction of the Riverside Layover Facility Improvement project (Project) in the amount of $99,999, plus a contingency amount of $10,000, for an additional amount of $109,999, and a total amount not to exceed $281,999; 2) Authorize the Chair or Executive Director, pursuant to legal counsel review, to execute the cooperative agreement on behalf of the Commission; and 3) Authorize the Executive Director or designee to approve the use of a contingency, as may be required for these services. 172 Riverside County Transportation Commission Meeting Minutes May 12, 2021 Page 14 8J. QUARTERLY REPORTING OF CONTRACT CHANGE ORDER FOR CONSTRUCTION CONTRACTS Receive and file the Quarterly Report of Contract Change Orders for Construction Contracts for the past three months ending March 31, 2021. 8K. LOW CARBON TRANSIT OPERATIONS PROGRAM RESOLUTION Adopt Resolution No. 21-005, "Resolution of the Riverside County Transportation Commission Regarding Authorization for the Execution of the Certifications and Assurances and Authorized Agent Forms for the Low Carbon Transit Operations Program for the Expanded Perris Valley Line Operations Project Fiscal Year 2022 Funds in the Amount of $864,540". 9. MEASURE A SPECIALIZED TRANSIT AWARD RECOMMENDATIONS FOR FISCAL YEARS 2021/22 — 2023/24 Monica Morales, Senior Management Analyst, presented the Measure A Specialized Transit Program awards for FY 2021/22 — 2023/24, highlighting the following areas: • Call for projects applications • Measure A awards • Measure A Pilot Project M/S/C (Vargas/Vinton) to: 1) Approve the staff recommendations for the Measure A Western Riverside County Specialized Transit Program Fiscal Year (FY) 2021/22 - 2023/24 Call for Projects totaling $8,951,257; 2) Approve an allocation of $150,000 for a specialized transit pilot program for the city of Menifee (City); 3) Direct staff to prepare agreements with the award recipients to outline the scope, project schedules, and local funding commitments; and 4) Authorize the Chair or Executive Director to execute the agreements with the award recipients, pursuant to legal counsel review. Due to technical difficulties, there was no confirmation of Commissioner Ledezma's vote. 10. COACHELLA VALLEY -SAN GORGONIO PASS RAIL CORRIDOR TIER 1 PROGRAM DRAFT ENVIRONMENTAL IMPACT STATEMENT/ENVIRONMENTAL IMPACT REPORT Sheldon Peterson, Rail Manager, thanked the Commissioners for getting through this effort and RCTC leadership, the partners at Caltrans, and the Federal Railroad 173 Riverside County Transportation Commission Meeting Minutes May 12, 2021 Page 15 Administration (FRA) for helping to get this project along. He then presented the Coachella Valley -San Gorgonio Pass Rail service update, highlighting the following: • Shared a project video preview of the Coachella Valley -San Gorgonio Pass Rail Corridor Project • An updated map of the proposed Coachella Valley (CV) Passenger Rail Project • CV Rail purpose and need, project process overview and the Program Level (Tier 1) draft EIR/EIS overview • Passenger rail options studied, next steps in Program -Level (Tier 1) EIR/EIS, upcoming project phases, and the Program -Level (Tier 1) EIS/EIR Public Comment Commissioner Middleton expressed appreciation to Sheldon Peterson for a really good presentation and asked if he could remind the Commissioners what the cost estimates are for building the third track from Colton to the CV. Sheldon Peterson replied the very early estimates without any solid engineering is roughly $1 billion to make that investment including the stations so that does seem like a very large number, but the state is investing heavily in rail and there are $1 billion station projects in Los Angeles, San Diego, and all over the state so there are opportunities. In response to Commissioner Middleton's inquiry about the timeframe that was provided that would include coming to a determination by the end of the year as to which one of the three options that Mr. Peterson laid out is the preferred option, Sheldon Peterson replied that is correct for the environmental document. It will environmentally clear one of those options and they could potentially build anything that is environmentally cleared. Commissioner Middleton stated she will not belabor this, it is a lot of money and it is a generational public works project. She expressed it is one of the most important public works projects for the CV in well over a generation not only for the CV, but for anyone of the over 10 million people who visit the CV on an annual basis. Commissioner Middleton noted spending a lot of time in this valley and spoke to a tremendous number of people who visit and love coming here and in all of those years and she has yet to meet one individual who arrived in the CV by train, and it is time to change that. Vice Chair Perez expressed appreciation to Sheldon Peterson for his presentation and for Commissioner Middleton's comments. He thanked all the people here that have gotten this project this far. He expressed sincere appreciation to the late former Commissioner Greg Pettis who was leading the charge for several years and he needs to be honored and recognized for that effort. He stated this is also transportation just like the future Cal State University Palm Desert Campus and the arena that is coming along and moving forward and for all those reasons Commissioner Middleton brought forward earlier this is critical. He thanked staff that there will be materials and interpreters to translate into Spanish as there is quite a bit of folks on the east end that go to the L.A. area and Orange County and folks over there that come this way by bus, and they have various stops in 174 Riverside County Transportation Commission Meeting Minutes May 12, 2021 Page 16 Coachella and in Indio. Having that information in Spanish and getting their voices heard will be very helpful as well in moving this project along. He stated he needed to leave the Commission meeting as he has another meeting. Commissioner Jeff Hewitt concurred with some of the comments made by the Commissioners and stated this helps connect the county in so many ways the eastern part of the county has had 1-10 and some mountain roads to get over the backway. With the growth out in CV and in the Pass has increased and seeing the major impacts on 1-10 this project will change everything. There are so many positive things from having easier access to Palm Springs International Airport, it gives people all sorts of choices, it is the future, this one makes sense in everyway if they can get the railroads to buy in, which might be one of the biggest issues. Commissioner Hewitt expressed if it is $1 billion it is one of the best $1 billion to be spent. Commissioner Waymond Fermon concurred with a lot of the Commissioners' comments and expressed appreciation for all the hard work and a great presentation. He stated the city of Indio will do what they can to get the word out to their constituents. This project is going to really support their workforce as well expanding out into the Inland Empire in Los Angeles for their folks out in CV. Commissioner Fermon explained as the cities of Indio and Coachella really begin to reinvest in their downtown areas and see this growth this will be vital to them as well. This EIR/EIS being released is perfect timing for them and investing in rail is going to be crucial as they are growing out in the CV at a fast rate. He stated if they do not deal with how to mitigate those issues in the valley, they might end up with those same traffic issues they see in western county. This is crucial to start investing and changing the way they think as it pertains to transportation. Commissioner Fermon thanked staff for adding the bilingual piece into the presentation and for getting the message out because 60 percent of residents in the city of Indio are Hispanic and about 30 percent of that are Spanish speaking. Chair Harnik asked if she pronounced Commissioner Kyle Pingree's name correctly. She stated he is representing the city of Banning and this is his first meeting. Commissioner Pingree replied yes and stated it is a great project he is looking forward to being able to connect the CV with the Pass Area. He expressed concern with Cabazon as there is one exit in and one exit out into Cabazon as he has seen where two trains have already blocked the entrance in, which have set fire trucks off from getting into the south side of Cabazon south of the freeway. He asked if they are going to fix that to where the Metrolink and the freight trains running all at the same time and is there going to be away in case of an emergency evacuation the citizens can get out. Chair Harnik stated that is an important comment and they will have the opportunity to make that comment when the draft EIR/EIS is released. 175 Riverside County Transportation Commission Meeting Minutes May 12, 2021 Page 17 Sheldon Peterson replied to Commissioner Pingree that is a great comment and stated that is something they will bring into the design effort going into the Tier 2 document so raising it now, it will be addressed going forward. He explained conceptually the third track would help to keep traffic flowing so if there is a freight train there would be opportunity to get around that on the railroad, but the street crossings will need to be addressed as they get closer in the project. M/S/C to receive and file an update on the Coachella Valley-SanGorgonio Pass Rail Corridor Service Planning Study with the imminent release of the Draft Tier 1 Program Draft Environmental Impact Statement/Environmental Impact Report. 11. ITEM(S) PULLED FROM CONSENT CALENDAR FOR DISCUSSION There were no items pulled from the Consent Calendar. 12. COMMISSIONERS/EXECUTIVE DIRECTOR'S REPORT There were no Commissioners or Executive Director reports. 13. CLOSED SESSION 13A. CONFERENCE WITH REAL PROPERTY NEGOTIATORS Pursuant to Government Code Section 54956.8 Agency Negotiator: Executive Director or Designee Item Property Description Property Owner Buyer(s) 1 210-180-011, 034, 045, and 210-190-001 RCTC Alexey Zaboloskikh 2 118-160-021 RCTC SPX Investment, LLC 3 102-092-030, 031, 102-101-002, 033, 035, 037 RCTC Realm AC, LLC There were no announcements from the closed session. 14. ADJOURNMENT There being no further business for consideration by the Riverside County Transportation Commission, Chair Harnik adjourned the meeting at 11:33 a.m. The next Commission meeting is scheduled to be held at 9:30 a.m., Wednesday, June 9, 2021, via Zoom. Respectfully submitted, Lisa Mobley Clerk of the Board 176 AGENDA ITEM 8B RIVERSIDE COUNTY TRANSPORTATION COMMISSION DATE: June 9, 2021 TO: Riverside County Transportation Commission FROM: Budget and Implementation Committee Michele Cisneros, Deputy Director of Finance THROUGH: Anne Mayer, Executive Director SUBJECT: Appropriations Limit FY 2021/22 BUDGET AND IMPLEMENTATION COMMITTEE AND STAFF RECOMMENDATION: This item is for the Commission to adopt Resolution No. 21-010 "Resolution of the Riverside County Transportation Commission Establishing the Annual Appropriations Limit", for Fiscal Year 2021/22. 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 as $542,714,188 for FY 2021/22. 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 2021/22 Appropriations Limit was posted on the Commission's website. Attachments: 1) Resolution No. 21-010 2) California Per Capita Income and Population, Riverside County — California Department of Finance Approved by the Budget and Implementation Committee on May 24, 2021 In Favor: 12 Abstain: 0 No: 0 Agenda Item 8B 177 ATTACHMENT 1 RESOLUTION NO. 21-010 RESOLUTION OF THE RIVERSIDE COUNTY TRANSPORTATION COMMISSION ESTABLISHING THE ANNUAL APPROPRIATIONS LIMIT WHEREAS, Article XIIIB of the California Constitution places an annual limitation upon appropriations from proceeds of taxes by each local government of the State of California; and WHEREAS, in 1988, pursuant to Article XIIIB, section 4 of the California Constitution, the Riverside County Transportation Commission established its appropriations limit at $75 million for fiscal year 1988-1989 under ordinance No. 88-1; and WHEREAS, Section 7910 of the California Government Code implements Article XIIIB of the California Constitution by requiring each local jurisdiction to establish, by resolution, its appropriations limit for each fiscal year and to make the documentation used in determining the appropriations limit available to the public fifteen days prior to adoption of the resolution establishing the appropriations limit; and WHEREAS, in accordance with Senate Constitutional Amendment No. 1 approved by the voters of the State effective June 6, 1990, beginning with Fiscal Year (FY) 1990/91 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 FY 2021/22 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 FY 2021/22 and said calculations have been made available to the public at least fifteen days prior to the adoption of this resolution. 178 NOW, THEREFORE, BE IT RESOLVED by the Board of Commissioners of the Riverside County Transportation Commission as follows: 1. For FY 2021/22, 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 FY 2021/22 are hereby established and determined to be $542,714,188. 3. A copy of the documentation used in the determination of the appropriations limit for FY 2021/22 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 9th day of June, 2021. Jan Harnik, Chair Riverside County Transportation Commission ATTEST: Lisa Mobley, Clerk of the Board Riverside County Transportation Commission 179 ATTACHMENT 2 RIVERSIDE COUNTY TRANSPORTATION COMMISSION 2021/22 APPROPRIATIONS LIMIT 2020/21 Appropriations Limit $ 509,885,755 2021/22 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 factor for FY 2021/22: Per capita cost of living ratio Population ratio FY 2021/22 factor 2020/21 Appropriations Limit FY 2021/22 factor 5.73% 1.0573 0.67% 1.0067 1.0573 1.0067 1.0643839 $ 509,885,755 1.0643839 2021/22 Appropriations Limit $ 542,714,188 Source: California per capita income - California Department of Finance Population, Riverside County - California Department of Finance 180 ENT at. A i q ^ ti a r"II z w I I I n 0 Pt ¥ DEPARTMENT OF °',,,,..0 -FINANCE OFFICE OF THE DIRECTOR ATTACHMENT 3 GAVIN NEWSOM - GOVERNOR STATE CAPITOL • ROOM 1 1 45 • SACRAMENTO CA • 95614-4996 ■ WWW.DOF.CA.GOV May 2021 Dear Fiscal Officer: Subject: Price Factor and Population Information Appropriations Limit California Revenue and Taxation Code section 2227 requires the Department of Finance (Finance) to transmit an estimate of the percentage change in population to local governments. Each local jurisdiction must use their percentage change in population factor for January 1, 2021, in conjunction with a change in the cost of living, or price factor, to calculate their appropriations limit for fiscal year 2021-22. Attachment A provides the change in California's per capita personal income and an example for utilizing the price factor and population percentage change factor to calculate the 2021-22 appropriations limit. Attachment B provides the city and unincorporated county population percentage change. Attachment C provides the population percentage change for counties and their summed incorporated areas. The population percentage change data excludes federal and state institutionalized populations and military populations. Population Percent Change for Special Districts Some special districts must establish an annual appropriations limit. California Revenue and Taxation Code section 2228 provides additional information regarding the appropriations limit. Article XIII B, section 9(C) of the California Constitution exempts certain special districts from the appropriations limit calculation mandate. The code section and the California Constitution can be accessed at the following website: http://leginfo.legislature.ca.gov/faces/codes.xhtml. Special districts required by law to calculate their appropriations limit must present the calculation as part of their annual audit. Any questions special districts have on this requirement should be directed to their county, district legal counsel, or the law itself. No state agency reviews the local appropriations limits. Population Certification The population certification program applies only to cities and counties. California Revenue and Taxation Code section 11005.6 mandates Finance to automatically certify any population estimate that exceeds the current certified population with the State Controller's Office. Finance will certify the higher estimate to the State Controller by June 1, 2021. Please Note: The prior year's city population estimates may be revised. The per capita personal income change is based on historical data. Given the stay-at-home orders due to COVID-19, growth in the coming years may be substantially lower than recent trends. If you have any questions regarding this data, please contact the Demographic Research Unit at (916) 323-4086. KEELY MARTIN BOSLER Director By: Erika Li Chief Deputy Director Attachment 181 May 2021 Attachment A A. Price Factor: Article XIII B specifies that local jurisdictions select their cost of living factor to compute their appropriation limit by a vote of their governing body. The cost of living factor provided here is per capita personal income. If the percentage change in per capita personal income is selected, the percentage change to be used in setting the fiscal year 2021-22 appropriation limit is: Per Capita Personal Income Fiscal Year (FY) Percentage change over prior year 2021-22 5.73 B. Following is an example using sample population change and the change in California per capita personal income as growth factors in computing a 2021-22 appropriation limit. 2021-22: Per Capita Cost of Living Change = 5.73 percent Population Change = -0.46 percent Per Capita Cost of Living converted to a ratio: 5.73 + 100 = 1.0573 100 Population converted to a ratio: -0.46 + 100 = 0.9954 100 Calculation of factor for FY 2021-22: 1.0573 x 0.9954 = 1.0524 182 Fiscal Year 2021-22 Attachment B Annual Percent Change in Population Minus Exclusions* January 1, 2020 to January 1, 2021 and Total Population, January 1, 2021 County Percent Change --- Population Minus Exclusions --- City 2020-2021 1-1-20 1-1-21 Riverside Total Population 1-1-2021 Banning 3.79 31,057 32,233 32,233 Beaumont 1.85 51,731 52,686 52,686 Blythe -0.02 13,934 13,931 18,556 Calimesa 7.50 9,522 10,236 10,236 Canyon Lake 0.06 11,018 11,025 11,025 Cathedral City 0.91 53,445 53,934 53,973 Coachella 0.51 47,583 47,825 47,825 Corona 0.67 168,332 169,454 169,454 Desert Hot Springs 0.17 30,036 30,086 30,086 Eastvale 1.64 66,535 67,626 67,626 Hemet 0.16 84,391 84,525 84,525 Indian Wells 1.06 5,371 5,428 5,428 Indio 0.90 90,804 91,621 91,621 Jurupa Valley 1.03 107,000 108,097 108,097 Lake Elsinore 1.85 63,446 64,617 64,762 La Quinta 0.83 40,906 41,247 41,247 Menifee 2.67 97,094 99,686 99,686 Moreno Valley 0.30 208,791 209,426 209,426 Murrieta 0.55 114,541 115,172 115,172 Norco 0.02 24,038 24,043 26,107 Palm Desert 0.12 53,828 53,892 53,892 Palm Springs 0.52 47,509 47,754 47,754 Perris 0.51 78,575 78,977 78,977 Rancho Mirage 1.01 18,611 18,799 18,799 Riverside -1.36 328,707 324,243 324,302 San Jacinto 2.12 50,207 51,269 51,269 Temecula 0.23 112,512 112,771 112,771 Wildomar 0.14 36,963 37,013 37,013 Unincorporated 1.35 384,506 389,711 389,905 County Total 0.67 2,430,993 2,447,327 2,454,453 *Exclusions include residents on federal military installations and group quarters residents in state mental institutions, state and federal correctional institutions and veteran homes. 183 AGENDA ITEM 8C RIVERSIDE COUNTY TRANSPORTATION COMMISSION DATE: June 9, 2021 TO: Riverside County Transportation Commission FROM: Budget and Implementation Committee Michele Cisneros, Deputy Director of Finance THROUGH: Anne Mayer, Executive Director SUBJECT: Quarterly Financial Statements BUDGET AND IMPLEMENTATION COMMITTEE AND STAFF RECOMMENDATION: This item is for the Commission to receive and file the Quarterly Financial Statements for the nine months ended March 31, 2021. BACKGROUND INFORMATION: During the nine months of the fiscal year, staff monitored the revenues and expenditures of the Commission. The attached financial statements present the revenues and expenditures for the nine months of the fiscal year. Period closing accrual adjustments are not included for revenues earned but not billed and expenditures incurred for goods and services received but not yet invoiced, as such adjustments are normally made during the year-end closing process. The operating statement shows the 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 through January 2021. On a cash basis, the Measure A and LTF sales tax receipts are 11.41 and 9.19 percent higher, respectively, than the same period last fiscal year. State Transit Assistance revenues, including State of Good Repair for the third quarter of 2021, are expected to be received in the fourth quarter of 2021. Based on monitoring of the trends in the sales taxes, staff intends to recommend revised Measure A and LTF sales tax revenue projections for FY 2020/21 and FY 2021/22 at the June meeting in connection with adoption of the FY 2021/22 budget. Federal, state, and local reimbursements are generally on a reimbursement basis. The Commission will receive these revenues as eligible project costs are incurred and invoiced to the Agenda Item 8C 184 respective agencies. The negative revenue amounts reflect the reversal of FY 2019/20 accrued revenues at the beginning of FY 2020/21 in excess of amounts billed through the third quarter. Reimbursement invoices for third quarter expenditures will be prepared and submitted in the fourth quarter. During the FY 2020/21 budget process, the Commission conservatively estimated Transportation Uniform Mitigation Fee (TUMF) revenues of $11 million passed through from Western Riverside Council of Governments (WRCOG). The Commission expects to receive the November 2020 through March 2021 revenues by the end of the fourth quarter. The budgeted balance of $4.5 million relates to the TUMF zone reimbursements from WRCOG for the Interstate 15 interchange at Railroad Canyon in the city of Lake Elsinore. During the FY 2020/21 budget process, the Commission conservatively budgeted RCTC 91 Express Lanes and 15 Express Lanes toll revenues and toll violations and fee revenues at $37.3 million and $4.9 million, respectively. In January 2021, the Commission approved a $10.7 million mid -year budget adjustment to reduce toll revenues and toll violations and fee revenues due to the delayed opening of the 15 Express Lanes. The operating statement shows the toll revenues at 97 percent of the revised budget and toll violations and fee revenues at 143 percent. All toll and fee revenues are related to the RCTC 91 Express Lanes, as the 15 Express Lanes opened in early April 2021. Staff will continue to monitor the toll transactions. Other revenues primarily related to property management lease revenues are at 104 percent of the $549,100 budget; investment income through the third quarter is 85 percent of the budget. Gain on sale of land is recorded as part of the RCTC 91 Express Lanes Enterprise Fund accounting records and reflects the gain on sale of excess land purchased for the 91 Project. Gain on sale of land is not a budget -related item and, therefore, is not included in the FY 2020/21 budget. The expenditures/expenses and other financing sources/uses categories are in line overall with the expectations of the budget with the following exceptions: • Salaries and benefits are under budget primarily due to unfilled budgeted positions, including the regional conservation positions related to the Implementation and Management Services Agreement between the Commission and the Western Riverside County Regional Conservation Authority effective January 1, 2021; • Professional services are under budget primarily due to unused budget authority for rail operations and development activities, highway general legal and professional services, toll operations general legal and professional services, administrative professional services, and finance auditing and professional services; • Support costs are under budget due to unused budget authority for administrative activities, rail operations and development activities, regional program and commuter assistance advertising, and toll operations; Agenda Item 8C 185 " P r o g r a m o p e r a t i o n s a r e u n d e r b u d g e t d u e t o u n u s e d b u d g e t a u t h o r i t y f o r t h e t o l l o p e r a t i o n s , 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 o p e r a t i o n s , h i g h w a y a n d r a i l p r o g r a m m a n a g e m e n t , a n d s t a t i o n s e c u r i t y ; " T h e s t a t u s o f s i g n i f i c a n t C o m m i s s i o n c a p i t a l p r o j e c t s ( e n g i n e e r i n g , c o n s t r u c t i o n , d e s i g n - b u i l d , a n d r i g h t o f w a y / l a n d ) w i t h b u d g e t a m o u n t s e x c e e d i n g $ 5 m i l l i o n i s d i s c u s s e d i n t h e a t t a c h m e n t ; " 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 a r e m a d e a s c l a i m s a r e s u b m i t t e d t o t h e C o m m i s s i o n b y t r a n s i t o p e r a t o r s ; " S p e c i a l s t u d i e s u n u s e d b u d g e t a u t h o r i t y i s r e l a t e d t o f e a s i b i l i t y s t u d i e s ; " L o c a l s t r e e t s a n d r o a d s e x p e n d i t u r e s a r e r e l a t e d t o M e a s u r e A s a l e s t a x r e v e n u e s . T h e s e f i n a n c i a l s t a t e m e n t s r e f l e c t t h e t u r n b a c k p a y m e n t s t h r o u g h J a n u a r y 2 0 2 1 ; " R e g i o n a l a r t e r i a l e x p e n d i t u r e s p r i m a r i l y r e p r e s e n t e x p e n d i t u r e s 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 p r o g r a m a d m i n i s t e r e d b y 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 ) . C V A G r e q u e s t s r e i m b u r s e m e n t s f r o m t h e C o m m i s s i o n b a s e d o n a v a i l a b l e f u n d s a n d s u f f i c i e n t b u d g e t a u t h o r i t y ; " D e b t s e r v i c e p r i n c i p a l p a y m e n t s a r e m a d e a n n u a l l y o n J u n e 1 , w h i l e d e b t s e r v i c e i n t e r e s t p a y m e n t s a r e m a d e s e m i a n n u a l l y o n D e c e m b e r 1 a n d J u n e 1 . O n a q u a r t e r l y b a s i s i n t h e R C T C 9 1 E x p r e s s L a n e s E n t e r p r i s e F u n d a c c o u n t i n g r e c o r d s , t h e C o m m i s s i o n r e c o r d s a c c r u e d i n t e r e s t i n c l u d i n g c o m p o u n d e d i n t e r e s t o n t h e 9 1 P r o j e c t T r a n s p o r t a t i o n I n f r a s t r u c t u r e F i n a n c e a n d I n n o v a t i o n A c t ( T I F I A ) l o a n a n d a c c r e t e d i n t e r e s t o n t h e 2 0 1 3 T o l l R e v e n u e B o n d s , S e r i e s B ( c a p i t a l a p p r e c i a t i o n ) . H o w e v e r , $ 1 6 . 9 m i l l i o n o f t h e $ 2 2 . 2 m i l l i o n i n t e r e s t c o s t t h r o u g h t h e t h i r d q u a r t e r w i l l n o t b e p a i d i n t h e c u r r e n t y e a r a n d t h e r e f o r e i s n o t i n c l u d e d i n t h e F Y 2 0 2 0 / 2 1 b u d g e t ; " C a p i t a l o u t l a y e x p e n d i t u r e s a r e u n d e r b u d g e t d u e t o u n u s e d b u d g e t a u t h o r i t y f o r o f f i c e a n d p r o p e r t y i m p r o v e m e n t s f o r s t a t i o n r e h a b i l i t a t i o n , t o l l o p e r a t i o n s t r a n s p o n d e r s , a n d C o m m i s s i o n o f f i c e , n e t w o r k , h a r d w a r e , a n d s o f t w a r e i m p r o v e m e n t s ; " D e p r e c i a t i o n i s r e c o r d e d a s p a r t o f t h e a c c r u a l a d j u s t m e n t s i n t h e R C T C 9 1 E x p r e s s L a n e s E n t e r p r i s e F u n d a c c o u n t i n g r e c o r d s ; h o w e v e r , s u c h d e p r e c i a t i o n i s n o t p a i d a n d t h e r e f o r e i s n o t i n c l u d e d i n t h e F Y 2 0 2 0 / 2 1 b u d g e t ; a n d " T h e C o m m i s s i o n e n t e r e d i n t o a l o a n a g r e e m e n t w i t h t h e U . S . D e p a r t m e n t o f T r a n s p o r t a t i o n f o r a $ 1 5 2 . 5 m i l l i o n T I F I A l o a n t o p a y e l i g i b l e 1 - 1 5 E x p r e s s L a n e s p r o j e c t c o s t s . P r o c e e d s o f t h e T I F I A l o a n m a y b e d r a w n u p o n a f t e r c e r t a i n c o n d i t i o n s h a v e b e e n m e t . T h r o u g h t h e t h i r d q u a r t e r , t h e C o m m i s s i o n d r e w d o w n $ 1 5 . 7 m i l l i o n i n T I F I A l o a n p r o c e e d s , f o r a c u m u l a t i v e i n c e p t i o n t o d a t e t o t a l i n T I F I A l o a n p r o c e e d s o f $ 1 4 1 . 9 m i l l i o n . D u r i n g c o n s t r u c t i o n o f t h e 1 - 1 5 E x p r e s s L a n e s p r o j e c t a n d f o r a p e r i o d o f u p t o f i v e y e a r s f o l l o w i n g s u b s t a n t i a l c o m p l e t i o n , i n t e r e s t i s c o m p o u n d e d a n d a d d e d t o t h e T I F I A l o a n . T I F I A d e b t s e r v i c e p a y m e n t s a r e e x p e c t e d t o c o m m e n c e i n D e c e m b e r 2 0 2 5 , w h i c h i s a p p r o x i m a t e l y f i v e y e a r s a f t e r s u b s t a n t i a l c o m p l e t i o n o f t h e 1 - 1 5 E x p r e s s L a n e s p r o j e c t , t h r o u g h 2 0 5 5 . A t t a c h m e n t s : 1 ) Q u a r t e r l y P r o j e c t S t a t u s M a r c h 2 0 2 1 2 ) Q u a r t e r l y F i n a n c i a l S t a t e m e n t s M a r c h 2 0 2 1 A g e n d a I t e m 8 C 1 8 6 Approved by the Budget and Implementation Committee on May 24, 2021 In Favor: 12 Abstain: 0 No: 0 Agenda Item 8C 187 Project Description RIVERSIDE COUNTY TRANSPORTATION COMMISSION QUARTERLY PROJECT STATUS 3rd QUARTER FOR NINE MONTHS ENDED 3/31/2021 FY 2020/21 3rd Quarter Budget Expenditures 3rd Quarter Actuals 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 2020/21 budget amount is $15,493,100. SR -91 Corridor Operations Project (623046) The project will add one additional general-purpose lane to westbound SR- 91 between Green River Road and the on -ramp to southbound SR -241. Included in the project is 9 to 10 feet of outside widening at some locations and restriping in others. The FY2020/21 budget amount is $37,390,100. 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 Spring 2021. The total project cost is estimated at $472 million, which includes $42 million of contingency. The FY 2020/21 budget amount is $69,731,400. $ 2,944,300 13, 715, 500 26, 079, 700 ($ 536,041) The under run of the FY 2020/21 budget at the third quarter is due to a FY 2019/20 accrual reversal for the Army Corps of Engineers Reach 9 project ($1.7 million), a FY 2019/20 accrual reversal for Caltrans not yet offset by actual invoices ($0.6 million), a FY2019/20 accrual reversal for the design builder costs not yet offset by actual invoices ($0.4 million), and an under run in the project and construction management (PCM) contract ($0.7 million). 5,070,009 The under run of the FY 2020/21 budget at the third quarter is due to a slower than anticipated start for the construction contract ($7.4 million) and under runs in construction management ($0.9 million) and program management ($0.1 million). 16,221,101 The under run of the FY 2020/21 budget at the third quarter is due to design builder contingency not used ($2.0 million), under runs in the PCM contract ($1.9 million) and marketing and towing ($0.9 million), late opening for the toll services provider ($2.9 million), and an agreement that Caltrans extended oversight was not needed after October 2020 ($1.5 million). Staff anticipates roughly $6 million in dispute resolution claims that will draw down from unused contingency. 188 RIVERSIDE COUNTY TRANSPORTATION COMMISSION QUARTERLY PROJECT STATUS 3rd QUARTER FOR NINE MONTHS ENDED 3/31/2021 Project Description FY 2020/21 3rd Quarter Budget Expenditures 3rd Quarter Actuals 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 2023. The FY 2020/21 budget amount is $51,620,000. 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 2020/21 budget amount is $6,862,000. 31, 743, 500 4,621, 500 28,692,504 The under run of the FY 2020/21 budget at the third quarter is due to under runs in the PCM contract ($1.5 million), the toll service provider ($0.5 million), and a BNSF temporary construction license ($0.7 million). 2,979,880 The under run of the FY 2020/21 budget at the third quarter is due to lagging invoices from the PA/ED firm ($1.4 million). 189 RIVERSIDE COUNTY TRANSPORTATION COMMISSION QUARTERLY PROJECT STATUS 3rd QUARTER FOR NINE MONTHS ENDED 3/31/2021 Project Description FY 2020/21 3rd Quarter Budget Expenditures 3rd Quarter Actuals Project Status Mid County Parkway (MCP) (P002302, P612302, P002320, & P002317) The environmental document for a new corridor from 1-215 to SR -79 was approved in April 2015. The first design package is under construction. 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 $2.1 billion. The FY 2020/21 budget amount is $43,222,800. 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 (UPRR). The project construction cost is estimated at $16 million. The FY 2020/21 budget amount is $14,296,100. 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 2020/21 budget amount is $43,565,700. 30,837,600 8,820,900 28, 818, 300 12,044,346 The under run of the FY 2020/21 budget at the third quarter is primarily due to the following for each project: • MCP: Under runs in preliminary engineering due to lower than anticipated billing from consultants ($0.3 million) and right of way (ROW) acquisition, acquisition support, and ROW support for moving expenses ($0.3 million). • MCP Placentia: Under runs in construction, construction management, and construction support due to the contract bid being substantially lower than the engineer's estimate ($4.9 million). • MCP Mitigation: The first year of plant establishment was completed at the beginning of the third quarter in FY 2020/21 and the minimal under run was due to construction and construction management ($0.1 million). 4,220,631 The under run of the FY 2020/21 budget at the third quarter is due to additional time required for UPRR, pushing expenditures into the next quarter for construction ($2.1 million) and construction management ($0.5 million), as well as billings not yet received for UPRR construction support services ($1.9 million). 21,120,445 The under run of the FY 2020/21 budget at the third quarter is due to lower -than -expected construction invoice billings ($6.0 million), one month lag in construction management billing ($0.9 million), and FY 2019/20 accrual reversals for construction support services not yet offset by actual invoices ($0.4 million). 190 RIVERSIDE COUNTY TRANSPORTATION COMMISSION QUARTERLY PROJECT STATUS 3rd QUARTER FOR NINE MONTHS ENDED 3/31/2021 Project Description FY 2020/21 3rd Quarter Budget Expenditures 3rd Quarter Actuals Project Status 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 2020/21 budget amount is $5,055,700. I-15/Railroad Canyon Interchange (P005104) The project is to relieve congestion by improving traffic operations through improvements of the Railroad Canyon Road interchange and correction of the merging/diverging freeway and ramp movements. The estimated project cost is $51 million and the project is funded by TUMF Regional Arterial, SB-1 LPP-C, STIP/RIP, and city of Lake Elsinore contribution. The FY 2020/21 budget amount is $26,952,500. 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 project is funded by Federal Transit Administration Section 5307. The FY 2020/21 budget amount is $9,683,600. 3,791,800 19, 584,400 3,837,700 1,227,099 The minimal under run of the FY 2020/21 budget at the third quarter is due to delayed billings on final design by the consultant ($0.2 million). 16,404,131 The under run of the FY 2020/21 budget at the third quarter is due to under runs in construction ($1.1 million), construction management ($0.9 million), ROW services ($0.6 million), construction support services ($0.2 million), and final design ($0.2 million). 4,132,735 Construction was substantially completed in the third quarter of FY 2020/21 and the overrun is due to SCRRA billings of engineering support services ($0.1 million) and additional work items identified by SCRRA, postponing construction and construction management ($0.4 million) into the fourth quarter of FY 2020/21. The total overrun is offset by an under run of construction support & ROW services ($0.2 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. 191 Revenues Sales tax Federal reimbursements State reimbursements Local reimbursements Transportation Uniform Mitigation Fee Toll revenues Toll violations and fee revenues Other revenues Investment income Gain on sale of land Total revenues Expenditures/Expenses Salaries and benefits Professional and support Professional services Support costs Total Professional and support costs RIVERSIDE COUNTY TRANSPORTATION COMMISSION QUARTERLY BUDGET TO ACTUAL 3RD QUARTER FOR NINE MONTHS ENDED 3/31/2021 ATTACHMENT 2 FY 2020/21 3RD QUARTER REMAINING PERCENT BUDGET ACTUAL BALANCE UTILIZATION $ 323,915,700 $ 207,991,603 $ (115,924,097) 64% 103,535,700 9,544,633 (93,991,067) 9% 149,063,600 51,487,951 (97,575,649) 35% 20,466,100 6,025,484 (14,440,616) 29% 15,500,000 5,660,120 (9,839,880) 37% 28,268,400 27,303,540 (964,860) 97% 3,450,200 4,936,554 1,486,354 143% 549,100 571,922 22,822 104% 3,545,500 3,025,229 (520,271) 85% 1,772,393 1,772,393 N/A 648,294,300 318,319,429 (329,974,871) 49% 13,246,000 6,967,050 6,278,950 53% 20,786,400 5,471,787 15,314,613 26% 15,885,400 5,350,392 10,535,008 34% 36,671,800 10,822,179 25,849,621 30% Projects and operations Program operations 40,1 19,300 15,710,522 24,408,778 39% Engineering 30,450,200 9,902,676 20,547,524 33% Construction 206,567,700 69,834,120 136,733,580 34% Design Build 100,395,600 34,307,303 66,088,297 34% Right of way/land 57,482,700 13,983,635 43,499,065 24% Operating and capital disbursements 136,775,700 45,057,194 91,718,506 33% Special studies 1,445,000 - 1,445,000 N/A Local streets and roads 59,152,100 39,604,120 19,547,980 67% Regional arterials 33,753,000 8,122,453 25,630,547 24% Total projects and operations 666,141,300 236,522,023 429,619,277 36% Debt service Principal 28,495,000 - 28,495,000 N/A Interest 48,143,900 42,839,656 5,304,244 89% Total debt service 76,638,900 42,839,656 33,799,244 56% Capital outlay 6,072,600 2,007,159 4,065,441 33% Depreciation - 8,083,625 (8,083,625) N/A Total Expenditures/Expenses 798,770,600 307,241,692 491,528,908 38% Excess revenues over (under) expenditures/expenses (150,476,300) 11,077,737 512,076,432 -7% Other financing sources/(uses) Transfer in 179,922,600 120,772,379 (59,150,221) 67% Transfer out (179,922,600) (120,772,379) 59,150,221 67% TIFIAIoan proceeds 47,371,900 15,660,996 (31,710,904) 33% Total financing sources/(uses) 47,371,900 15,660,996 31,710,904 33% Net change in fund balances Fund balance July 1, 2020 Fund balance March 31, 2021 (103,104,400) 821,472,700 26,738,733 543,787,336 -26% 534,094,125 (287,378,575) 65% $ 718,368,300 $ 560,832,858 $ 256,408,761 78% 192 RIVERSIDE COUNTY TRANSPORTATION COMMISSION QUARTERLY BUDGET TO ACTUAL BY FUND 3RD QUARTER FOR NINE MONTHS ENDED 3/31/2021 SPECIAL REVENUE FUNDS MEASURE A SALES TAX TRANSPORTATION DEVELOPMENT ACT GENERAL FUND FSP/ SAFE WESTERN COUNTY COACHELLA PALO VERDE LOCAL TRANSPORTATION STATE TRANSIT STATE OF GOOD VALLEY VALLEY FUND ASSISTANCE REPAIR TRANSPORTATION UNIFORM MITIGATION FEE (TUMF) COACHELLA OTHER AGENCY REGIONAL VALLEY RAIL PROJECTS CONSERVATION SB1 32 Revenues Sales tax $ - $ - $ 101,981,152 $ 27,953,147 $ 571,420 $ 65,607,661 $ 9,516,550 $ 2,361,673 $ - $ - $ - $ $ - Federal reimbursements (3,006,558) - 11,049,247 - - - - 89,691 - - - State reimbursements (49,034) 1,840,687 10,327,916 - - - - 6,954,883 - - 32,413,499 Local reimbursements 410,907 19,107 5,086,070 - - - - - 192,105 317,295 - Transportation Uniform Mitigation Fee - - - - - - 5,660,120 - - - Toll revenues - - - - - - - - - Toll violations and fee revenues - - - - - - - - - Other revenues 346 504,166 - - - - 15,000 - - - Investment income 58,066 22,676 592,575 167,824 - 204,980 312,257 22,177 298,957 7,242 843 16,656 Gain on sale of land - - - - - - - - - - Total revenues (2,586,273) 1,882,470 129,541,126 28,120,971 571,420 65,812,641 9,828,807 2,383,850 12,928,960 96,933 192,948 317,295 32,430,155 Expenditures/Expenses Salaries and benefits Professional and support Professional services Support costs Total Professional and support costs 3,332,522 2,038,613 1,397,202 3,435,815 92,273 2,221,127 192,086 83,412 275,498 1,890,141 2,170,241 4,060,382 5,882 5,882 177,522 16,355 27,008 488,046 59,775 11,763 - 43,516 494,230 3,496 20,221 10,348 - - - 2,253 - - 1,202 6 - 11,763 - 45,769 494,230 3,496 21,423 10,354 Protects and operations Program operations - 2,431,635 6,424,143 - - - - - 438,693 - 126,231 1,172 259,267 Engineering - 5,034,543 - - - - - 452,915 3,667 97,932 4,313,619 Construction (375,000) 50,633,033 - - - - - 15,958,459 - - 3,195,965 Design Build - 7,697,538 - - - - - - - 26,550,097 Right of way/land - (1,070,068) - - - - 3,581,094 - - 6,861 11,465,748 Operating and capital disbursements 747,995 1,066,507 3,970,589 - 31,386,634 7,352,778 532,691 - - - - Special studies - - - - - - - - - - - - Local streets and roads - - 29,351,087 9,693,703 559,330 - - - - - - - Regional arterials - - 8,122,453 - - - - - - - Total protects and operations 372,995 2,431,635 99,136,783 21,786,745 559,330 31,386,634 7,352,778 532,691 20,431,161 3,667 224,163 8,033 45,784,696 Debt service Principal Interest Total debt service Capital outlay Depreciation Total Expenditures/Expenses Excess revenues over (under) expenditures/expenses 67,306 1,939,853 7,208,638 2,799,406 107,358,145 21,792,627 559,330 31,386,634 7,364,541 532,691 20,654,452 514,252 254,667 517,502 45,854,825 (9,794,911) (916,936) 22,182,981 6,328,344 12,090 34,426,007 2,464,266 1,851,159 (7,725,492) (417,319) (61,719) (200,207) (13,424,670) Other financing sources/(uses) Transfer in 12,745,356 1,965,900 51,188,164 - - - - 61,680 672,000 - 2,000,000 Transfer out (272,900) (2,065,700) (87,418,023) (242,500) (12,500) (11,019,855) (751,600) (845,203) (4,024,299) (11,300) TIFIAIoan proceeds - - 15,660,996 - - - - - - - - - Total financing sources/(uses) 12,472,456 (99,800) (20,568,863) (242,500) (12,500) (11,019,855) (751,600) (845,203) (3,962,619) 660,700 - 2,000,000 Net change in fund balances 2,677,545 (1,016,736) 1,614,118 6,085,844 (410) 23,406,152 1,712,666 1,005,956 (11,688,111) 243,381 (61,719) (200,207) (11,424,670) Fund balance July 1, 2020 25,862,291 10,908,798 263,779,809 63,573,136 411 97,108,303 119,712,384 9,087,946 117,537,108 2,902,126 20,861 - 28,746 Fund balance March 31, 2021 $ 28,539,836 $ 9,892,062 $ 265,393,927 $ 69,658,980 $ 1 $ 120,514,455 $ 121,425,050 $ 10,093,902 $ 105,848,997 $ 3,145,507 $ (40,858) $ (200,207) $ (11,395,924) 193 RIVERSIDE COUNTY TRANSPORTATION COMMISSION QUARTERLY BUDGET TO ACTUAL BY FUND 3RD QUARTER FOR NINE MONTHS ENDED 3/31/2021 ENTERPRISE FUND CAPITAL PROJECTS FUNDS TOLL OPERATIONS COMMERCIAL PAPER SALES TAX BONDS DEBT SERVICE COMBINED TOTAL Revenues Sales tax $ - $ $ $ - $ 207,991,603 Federal reimbursements - - - 1,412,253 9,544,633 State reimbursements - - - - 51,487,951 Local reimbursements - - - 6,025,484 Transportation Uniform Mitigation Fee - - 5,660,120 Toll revenues 27,303,540 - 27,303,540 Toll violations and fee revenues 4,936,554 - 4,936,554 Other revenues 52,410 - 571,922 Investment income 251,333 813,527 243,075 13,041 3,025,229 Gain on sale of land 1,772,393 - - 1,772,393 Total revenues 34,316,230 813,527 243,075 1,425,294 318,319,429 Expenditures/Expenses Salaries and benefits 552,422 - 6,967,050 Professional and support Professional services 761,491 - 5,471,787 Support costs 1,696,076 - 5,350,392 Total Professional and support costs 2,457,567 - 10,822,179 Protects and operations Program operations 6,029,381 - 15,710,522 Engineering - - 9,902,676 Construction 421,663 - 69,834,120 Design Build 59,668 - 34,307,303 Right of way/land - - 13,983,635 Operating and capital disbursements - - 45,057,194 Special studies - - - Local streets and roads - - 39,604,120 Regional arterials - - - 8,122,453 Total protects and operations 6,510,712 - 236,522,023 Debt service Principal - Interest 22,234,617 Total debt service 22,234,617 Capital outlay Depreciation Total Expenditures/Expenses 8,083, 625 93,020 93,020 20,512,019 20,512,019 42,839,656 42,839,656 2,007,159 8,083,625 39,838,943 93,020 20,512,019 307,241,692 Excess revenues over (under) (5,522,713) 813,527 150,055 (19,086,725) 11,077,737 expenditures/expenses Other financing sources/(uses) Transfer in - 52,139,279 120,772,379 Transfer out (489,200) (12,207,045) (1,412,254) (120,772,379) TIFIAIoan proceeds - - - 15,660,996 Total financing sources/(uses) (489,200) (12,207,045) 50,727,025 15,660,996 Net change in fund balances (6,011,913) 813,527 (12,056,990) 31,640,300 Fund balance July 1, 2020 (276,232,056) 18,123,165 70,028,781 11,652,316 Fund balance March 31, 2021 $ (282,243,969) $ 18,936,692 $ 57,971,791 $ 43,292,616 $ 26, 738, 733 534,094,125 560,832,858 194 AGENDA ITEM 8D RIVERSIDE COUNTY TRANSPORTATION COMMISSION DATE: June 9, 2021 TO: Riverside County Transportation Commission FROM: Budget and Implementation Committee Megan Kavand, Senior Financial Analyst Michele Cisneros, Deputy Finance Director THROUGH: Anne Mayer, Executive Director SUBJECT: Quarterly Investment Report BUDGET AND IMPLEMENTATION COMMITTEE AND STAFF RECOMMENDATION: This item is for the Commission to receive and file the Quarterly Investment Report for the quarter ended March 31, 2021. BACKGROUND INFORMATION: The Commission's quarterly investment reports have generally reflected investments primarily concentrated in the Riverside County Pooled Investment Fund as well as investments in mutual funds for sales tax revenue bonds debt service payments and in the state Local Agency Investment Fund. 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 engaged MetLife Investment Management, LLC, formerly Logan Circle Partners, L.P. (MetLife), as the investment manager for the bond proceeds and other required funds. Additionally, the Commission engaged Payden & Rygel Investment Management (Payden & Rygel) to make specific investments for Commission operating funds. The Commission approved initial agreements with the investment managers in May 2013 following a competitive procurement and has extended the agreements through the annual recurring contracts process. MetLife invested the debt proceeds and subsequent other required contributions for the 91 Project and 1-15 ELP in separate accounts of the Short -Term Actively Managed Program (STAMP). The Commission completed the 91 Project financing in 2013 and the 1-15 ELP project and 91 Project completion financing (2017 Financing) in July 2017. Consistent with financing expectations, the Commission expended 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 continues to expend the 2017 Financing bond proceeds on the 1-15 ELP and funded required reserve accounts. The quarterly investment report for the third quarter of FY 2020/21, as required by state law and Commission policy, reflects the investment activities resulting from the 91 Project, Agenda Item 8D 195 2017 Financing, and available operating cash. As of March 31, 2021, the Commission's cash and investments was comprised of the following: CASH AND INVESTMENTS PORTFOLIO AMOUNTS Operating Trust Commission -managed STAMP for 91 CIP STAMP for 2017 Financing Total $ 593,520,758 120,230,491 132,351,764 65,697,097 54,034,909 $ 965,835,019 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 2021 Review; • Payden & Rygel Operating Portfolio by Investment Category; • Payden & Rygel Operating Portfolio Transaction Report; • Payden & Rygel Operating Portfolio First Quarter 2021 Review; and • County of Riverside Investment Report for the Quarter Ended March 31, 2021. The Commission's investments were in full compliance with the Commission's investment policy adopted on August 12, 2020, and investments securities permitted under the indenture for the Agenda Item 8D 196 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: 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 Approved by the Budget and Implementation Committee on May 24, 2021 In Favor: 12 Abstain: 0 No: 0 Agenda Item 8D 197 ATTACHMENT 1 Riverside County Transportation Commission Investment Portfolio Report Period Ended: March 31, 2021 (Amounts subject to rounding differences) 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 7,122,796 A3/BBB+ N/A N/A County Treasurer's Pooled Investment Fund 582,479,182 Aaa-bf/AAA-V1 N/A 0.33% Local Agency Investment Fund (LAIF) 3,918,780 N/A N/A N/A Subtotal Operating Funds 593,520,758 FUNDS HELD IN TRUST County Treasurer's Pooled Investment Fund: Local Transportation Fund 120,230,491 Aaa-bf/AAA-V1 N/A 0.33% Subtotal Funds Held in Trust 120,230,491 COMMISSION MANAGED PORTFOLIO US Bank Payden & Rygel Operating 55,628,262 See attached report for details First American Government Obligation Fund 76,723,502 N/A N/A N/A Subtotal Commission Managed Portfolio 132,351,764 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 $ 965,835,019 17,797,766 26,955,167 20,944,165 65,697,097 37,555,430 16,479,479 54,034,909 5700,000,000 5600,000,000 $500,000,000 $400,000,000 5300,000,000 $200,000,000 $100,000,000 $- 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 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 198 ATTACHMENT 2 RIVERSIDE COUNTY TRANSPORTATION COMMISSION 91 CIP STAMP Portfolio by Investment Category for quarter ended March 31, 2021 Source Account Account Identifier Security Type Category Final Maturity Trade Date Current Face Value Original Cost Next Call Date Base Market Value Base Net Total Unrealized Gain/Loss Coupon Summarized Yield Credit Rating 256350023 MIM-Sr Lien Reserve Fund -1 3130AFFX0 Agency Federal Home Loan Banks Freddie Mac 11/16/2028 09/11/2019 185,000.00 205,766.25 -- 208,100.95 5,598.06 3.250 1.510 AAA 256350023 MIM-Sr Lien Reserve Fund -1 3134GWND4 Agency 08/12/2025 08/14/2020 300,000.00 299,580.00 08/12/2021 296,103.00 (3,528.45) 0.600 0.904 AAA 256350023 NOM -Sr Lien Reserve Fund -1 3134GWTLO Agency Freddie Mac 09/28/2023 09/23/2020 290,000.00 289,956.50 09/28/2021 290,116.00 152.12 0.300 0.219 AAA 256350023 MIM-Sr Lien Reserve Fund -1 3134GXDT8 Agency Freddie Mac 11/24/2023 11/19/2020 145,000.00 145,000.00 05/24/2021 144,841.95 (158.05) 0.350 0.391 AAA 256350023 NOM -Sr Lien Reserve Fund -1 3130ALIZ8 Agency Federal Home Loan Banks 03/12/2024 02/26/2021 200,000.00 200,000.00 04/12/2021 200,026.00 26.00 0.500 0.471 AAA 256350021 MIM-RCTC 2013 Residual Fund 3134GV6H6 Agency Freddie Mac 10/20/2022 07/22/2020 400,000.00 399,960.00 07/20/2021 400,132.00 159.71 0.320 0.211 AAA 256350021 MBd-RCTC 2013 Residual Fund 3134GWTL0 Agency Freddie Mac 09/28/2023 09/23/2020 270,000.00 269,959.50 09/28/2021 270,108.00 141.63 0.300 0.219 AAA 256350021 MIM-RCTC 2013 Residual Fund 3134GWY42 Agency Freddie Mac 10/13/2023 10/07/2020 300,000.00 299,850.00 10/13/2021 299,730.00 (143.26) 0.300 0.336 AAA 256350021 MBd-RCTC 2013 Residual Fund 3136G46A6 Agency Federal National Mortgage Association 10/27/2023 10/20/2020 415,000.00 414,896.25 10/27/2021 415,087.15 176.14 0.300 0.263 AAA 256350018 MIM-RCTC 91 TIFIA Reserve 3130AFFX0 Agency Federal Home Loan Banks 11/16/2028 09/11/2019 200,000.00 222,450.00 --- 224,974.00 6,051.96 3.250 1.510 AAA 256350018 MIM-RCTC 91 TIFIA Reserve 3137FGFf 9 Agency Freddie Mac 08/12/2021 04/29/2020 270,000.00 273,044.52 -- 271,053.00 180.49 1.125 0.053 AAA 256350018 MIM-RCTC 91 TIFIA Reserve 3134GWND4 Agency Freddie Mac 08/12/2025 08/14/2020 325,000.00 324,545.00 08/12/2021 320,778.25 (3,822.49) 0.600 0.904 AAA 256350018 MIM-RCTC 91 TIFIA Reserve 3134GWTL0 Agency Freddie Mac 09/28/2023 09/23/2020 315,000.00 314,952.75 09/28/2021 315,126.00 165.23 0.300 0.219 AAA 256350018 MIM-RCTC 91 TIFIA Reserve 3134GXDT8 Agency Freddie Mac 11/24/2023 11/19/2020 160,000.00 160,000.00 05/24/2021 159,825.60 (174.40) 0.350 0.391 AAA 256350018 MM1-RCTC 91 TIFIA Reserve 3137EADB2 Agency Freddie Mac 01/13/2022 06/06/2019 500,000.00 505,766.50 -- 508,995.00 7,224.68 2.375 0.077 AAA 256350018 MIM-RCTC 91 TIFIA Reserve 3130AL2Z8 Agency Federal Home Loan Banks 03/12/2024 02/26/2021 250,000.00 250,000.00 04/12/2021 250,032.50 32.50 0.500 0.471 AAA 256350023 MIM-Sr Lien Reserve Fund -1 3136A72D3 Agency CMO Federal National Mortgage Association 04/25/2022 07/03/2013 130,887.60 124,343.22 -- 132,591.76 2,453.70 2.482 0.477 AAA 256350023 MIM-Sr Lien Reserve Fund -1 3137AUPE3 Agency CMO Freddie Mac 06/25/2022 --- 150,000.00 151,611.80 -- 153,138.00 2,960.28 2.396 0.352 AAA 256350023 MIM-Sr Lien Reserve Fund -1 383772Z89 Agency CMO Government National Mortgage Association 10/20/2039 -- 20,922.21 21,492.04 -- 21,359.07 236.63 3.500 0.260 AAA 256350023 MIM-Sr Lien Reserve Fund -1 38376T5Z1 Agency CMO Government National Mortgage Association 01/16/2039 01/26/2015 42,772.58 44,686.66 --- 44,623.78 885.29 3.000 0.720 AAA 256350023 MIM-Sr Lien Reserve Fund -1 38378TAF7 AgencyCMO Government National Mortgage Association 07/20/2041 07/05/2013 72,010.87 72,021.73 -- 74,398.03 2,440.22 2.500 0.687 AAA 256350023 MIM-Sr Lien Reserve Fund -1 38380AZ34 Agency CMO Government National Mortgage Association 04/20/2046 11/28/2016 83,625.11 85,967.27 --- 88,640.94 2,936.55 3.000 1.749 AAA 256350023 MIM-Sr Lien Reserve Fund -1 38378CRT6 AgencyCMO Government National Mortgage Association 10/20/2040 05/22/2014 20,107.18 19,415.99 -- 20,515.55 733.02 2.000 0.640 AAA 256350023 MIM-Sr Lien Reserve Fund -1 38376WA62 Agency CMO Government National Mortgage Association 10/20/2039 --- 112,040.82 114,859.32 --- 119,677.52 4,911.41 4.000 1.257 AAA 256350023 NOM -Sr Lien Reserve Fund -1 38377RVK8 AgencyCMO Government National Mortgage Association 04/20/2039 -- 52,071.68 53,110.55 -- 53,375.03 969.99 3.000 1.119 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 -- 143,966.20 3,521.80 2.573 0.384 AAA 256350023 MIM-Sr Lien Reserve Fund -1 3137ATRW4 AgencyCMO Freddie Mac 05/25/2022 -- 282,110.00 278,085.13 -- 287,458.81 6,763.40 2.373 0.306 AAA 256350023 MIM-Sr Lien Reserve Fund -1 38378B7F0 Agency CMO Government National Mortgage Association 12/16/2042 --- 450,000.00 427,324.22 --- 461,767.50 20,457.82 2.273 1.365 AAA 256350023 MIM-Sr Lien Reserve Fund -1 38378VC45 AgencyCMO Government National Mortgage Association 12/16/2041 11/23/2018 78,800.61 75,956.40 -- 81,215.06 4,361.04 2.250 0.394 AAA 256350023 MIM-Sr Lien Reserve Fund -1 383772M59 Agency CMO Government National Mortgage Association 10/20/2039 11/21/2018 22,983.47 22,408.88 --- 23,214.23 501.09 2.500 0.893 AAA 256350023 NOM -Sr Lien Reserve Fund -1 38378HXH4 AgencyCMO Government National Mortgage Association 09/16/2027 03/08/2019 8,850.50 8,583.50 -- 8,968.04 300.72 1.250 0.288 AAA 256350023 MIM-Sr Lien Reserve Fund -1 3137B5A60 Agency CMO Freddie Mac 10/15/2028 03/20/2019 12,467.38 12,327.13 -- 12,912.47 550.03 2.500 -0.083 AAA 256350023 MM1-Sr Lien Reserve Fund -1 3137B4HD1 Agency CMO Freddie Mac 12/15/2042 03/20/2019 22,078.79 22,803.25 -- 23,424.94 777.02 4.500 0.580 AAA 256350023 MIM-Sr Lien Reserve Fund -1 38375XCM4 Agency CMO Government National Mortgage Association 11/16/2037 05/14/2019 24,810.87 25,513.52 --- 25,393.68 257.17 5.000 1.351 AAA 256350023 MIM-Sr Lien Reserve Fund -1 3136ADFF1 Agency CMO Federal National Mortgage Association 04/25/2023 06/10/2019 46,613.48 45,943.41 -- 46,923.46 714.89 1.500 0.502 AAA 256350023 MIM-Sr Lien Reserve Fund -1 38377REV3 Agency CMO Government National Mortgage Association 10/20/2039 07/01/2019 22,634.28 23,083.43 --- 22,970.40 133.32 3.500 0.798 AAA 256350023 MIM-Sr Lien Reserve Fund -1 38377QKH9 AgencyCMO Government National Mortgage Association 08/20/2040 08/20/2019 23,316.56 23,740.08 -- 23,985.75 294.33 3.000 1.172 AAA 256350023 MIM-Sr Lien Reserve Fund -1 383792M99 Agency CMO Government National Mortgage Association 02/16/2041 08/28/2019 11,166.53 11,238.50 -- 11,261.11 82.43 2.500 0.995 AAA 256350023 MIM-Sr Lien Reserve Fund -1 383781ZD7 AgencyCMO Government National Mortgage Association 12/20/2040 10/16/2019 24,735.18 24,425.99 -- 25,046.84 541.67 1.500 0.487 AAA 256350023 MIM-Sr Lien Reserve Fund -1 38378FRB8 Agency CMO Government National Mortgage Association 07/20/2042 12/30/2019 138,103.82 136,075.42 -- 141,530.17 5,490.12 2.000 1.319 AAA 256350023 MN4-Sr Lien Reserve Fund -1 38376TT7'9 AgencyCMO Government National Mortgage Association 11/20/2039 01/29/2020 26,430.38 27,049.84 -- 27,656.74 616.51 3.000 0.413 AAA 256350023 MIM-Sr Lien Reserve Fund -1 3137B1UG5 Agency CMO Freddie Mac 01/25/2023 -- 240,000.00 250,336.72 -- 248,726.40 1,816.64 2.637 0.341 AAA 256350023 MM1-Sr Lien Reserve Fund -1 38378AU90 AgencyCMO Government National Mortgage Association 10/20/2026 04/28/2020 74,259.70 76,394.67 -- 76,119.91 507.65 3.000 -0.645 AAA 256350023 MIM-Sr Lien Reserve Fund -1 3137ABFH9 Agency CMO Freddie Mac 06/25/2021 07/22/2019 56,945.05 58,410.94 --- 57,046.41 (30.72) 3.989 1.264 AAA 256350023 MEN -Sr Lien Reserve Fund -1 3137ARVU7 AgencyCMO Freddie Mac 08/15/2038 06/30/2020 68,229.20 69,178.01 -- 68,483.01 (51.83) 3.000 0.275 AAA 256350023 MIM-Sr Lien Reserve Fund -1 38377YTL4 Agency CMO Government National Mortgage Association 05/20/2040 12/16/2020 17,837.88 18,069.22 -- 18,093.32 (1.42) 2.000 1.243 AAA 256350023 MIM-Sr Lien Reserve Fund -1 3136A85X9 Agency CMO Federal National Mortgage Association 09/25/2027 02/04/2021 44,830.55 45,706.15 -- 45,944.14 260.63 1.500 0.068 AAA 256350023 MIM-Sr Lien Reserve Fund -1 3137AQQE1 Agency CMO Freddie Mac 05/15/2027 -- 89,950.00 91,636.58 -- 91,740.01 111.16 1.500 0.453 AAA 256350023 M!M-Sr Lien Reserve Fund -1 3136ADZA0 Agency CMO Federal National Mortgage Association 04/25/2028 -- 111,705.60 113,097.17 -- 113,299.64 208.40 1.250 0.356 AAA 256350023 MIM-Sr Lien Reserve Fund -1 3137B9RN7 Agency CMO Freddie Mac 12/15/2027 02/05/2021 43,778.40 44,770.26 --- 45,122.39 385.03 2.500 -0.463 AAA 256350023 MIM-Sr Lien Reserve Fund -1 3136ABNZ2 Agency CMO Federal National Mortgage Association 11/25/2042 02/05/2021 52,922.20 53,980.64 -- 54,443.71 470.91 2.000 0.243 AAA 256350023 MIM-Sr Lien Reserve Fund -1 3136AEY84 Agency CMO Federal National Mortgage Association 07/25/2028 02/05/2021 49,308.88 50,341.29 --- 50,573.66 254.22 1.750 0.264 AAA 256350023 MIM-Sr Lien Reserve Fund -1 38377LFC7 Agency CMO Government National Mortgage Association 12/20/2039 02/12/2021 45,249.19 45,722.90 --- 45,793.54 87.80 2.500 0.958 AAA 256350023 MIM-Sr Lien Reserve Fund -1 38378HAU0 Agency CMO Government National Mortgage Association 08/20/2027 --- 58,221.08 59,217.48 --- 59,371.53 137.74 1.500 0.341 AAA 256350023 MIM-Sr Lien Reserve Fund -1 3137BLW87 AgencyCMO Freddie Mac 01/25/2025 02/04/2021 208,348.06 219,058.46 -- 217,769.56 (872.14) 2.802 0.203 AAA 256350023 MIMSr Lien Reserve Fund -1 3137B6DF5 Agency CMO Freddie Mac 11/15/2026 03/05/2021 86,731.28 88,614.97 --- 88,529.22 (73.94) 2.000 0.431 AAA 256350023 NOM -Sr Lien Reserve Fund -1 3136AQZK9 AgencyCMO Federal National Mortgage Association 11/25/2031 03/11/2021 74,312.18 76,695.40 -- 76,617.34 (98.58) 2.000 0.593 AAA 256350023 MIM-Sr Lien Reserve Fund -1 3137BB5D8 Agency CMO Freddie Mac 11/15/2043 03/26/2021 43,316.76 45,123.88 --- 45,356.98 181.82 3.000 0.631 AAA 256350021 M!M-RCTC 2013 Residual Fund 31397LUK3 Agency CMO Federal National Mortgage Association 06/25/2023 10/10/2018 33,656.87 34,335.27 -- 34,316.88 462.87 4.500 0.297 AAA 256350021 MIM-RCTC 2013 Residual Fund 3137A2PV7 Agency CMO Freddie Mac 09/15/2022 06/03/2019 17,683.12 17,373.67 -- 17,824.76 313.43 1.500 0.633 AAA 256350021 MIM-RCTC 2013 Residual Fund 31394GUX9 Agency CMO Freddie Mac 08/15/2023 07/02/2019 14,381.91 14,993.14 -- 15,000.62 247.46 5.500 0.822 AAA 256350021 MIM-RCTC 2013 Residual Fund 3136A72D3 Agency CMO Federal National Mortgage Association 04/25/2022 07/26/2019 18,224.85 18,331.51 --- 18,462.14 184.95 2.482 0.477 AAA 256350021 MBd-RCTC 2013 Residual Fund 38377REV3 AgencyCMO Government National Mortgage Association 10/20/2039 07/01/2019 48,502.04 49,464.50 --- 49,222.29 285.68 3.500 0.798 AAA 256350021 MIM-RCTC 2013 Residual Fund 3137AYCE9 Agency CMO Freddie Mac 10/25/2022 08/13/2019 360,000.00 367,790.63 -- 371,152.80 7,735.43 2.682 0.437 AAA 256350021 MIM-RCTC 2013 Residual Fund 3137GAUY1 AgencyCMO Freddie Mac 10/15/2022 08/15/2019 89,746.68 88,821.17 -- 90,663.89 1,471.04 1.500 0.296 AAA 256350021 MIM-RCTC 2013 Residual Fund 3137ATRW4 Agency CMO Freddie Mac 05/25/2022 08/19/2019 100,000.00 101,109.38 -- 101,896.00 1,562.01 2.373 0.306 AAA 256350021 MIM-RCTC 2013 Residual Fund 38378PPK8 AgencyCMO Government National Mortgage Association 12/20/2038 01/08/2020 42,880.23 43,183.40 -- 43,613.91 476.87 2.500 0.922 AAA 256350021 MIM-RCTC 2013 Residual Fund 3137ADT16 Agency CMO Freddie Mac 04/25/2021 03/11/2020 25,083.64 25,597.07 -- 25,076.61 (7.02) 3.871 0.402 AAA 256350021 MIM-RCTC 2013 Residual Fund 3137ABFH9 AgencyCMO Freddie Mac 06/25/2021 03/15/2019 117,306.80 119,497.14 -- 117,515.61 42.62 3.989 1.264 AAA 256350021 MIM-RCTC 2013 Residual Fund 3137AH6C7 Agency CMO Freddie Mac 07/25/2021 03/11/2020 27,985.64 28,527.87 -- 28,135.64 45.46 3.230 0.135 AAA 256350021 MIM-RCTC 2013 Residual Fund 3133Q5GZ3 AgencyCMO Freddie Mac 09/25/2033 01/05/2021 239,530.96 242,861.94 -- 239,250.71 (3,571.55) 1.000 1.026 AAA 256350021 MIM-RCTC 2013 Residual Fund 3137BLW87 Agency CMO Freddie Mac 01/25/2025 02/04/2021 312,522.09 328,587.68 --- 326,654.33 (1,308.22) 2.802 0.203 AAA 256350018 M!M-RCTC 91 TIFIA Reserve 3136ADFF1 AgencyCMO Federal National Mortgage Association 04/25/2023 06/10/2019 49,355.45 48,645.96 -- 49,683.66 756.95 1.500 0.502 AAA 256350018 MIM-RCTC 91 TIFIA Reserve 3137AS7D0 Agency CMO Freddie Mac 4 liCi2R9 06/14/2019 1,253.90 1,244.50 --- 1,253.46 (0.44) 2.000 0.974 AAA Page of 41 RIVERSIDE RCTC COUNTY TRANSPORTATION COMMISSION 91 CIP STAMP Portfolio by Investment Category for quarter ended March 31, 2021 Source Account 256350018 Account MIM-RCTC 91 TIFIA Reserve Identifier 3137B6DF5 Security Type Category Agency CMO Issuer Freddie Mac Final Maturity Trade Date Current Face Value 108,414.10 Next Call Original Cost Date Base Market Value 110,661.52 Base Net Total Unrealized Gain/Loss 3,041.16 Coupon 2.000 Summarized Yield Credit Rating 0.431 AAA 11/15/2026 06/18/2019 107,287.61 --- 256350018 MIM-RCTC 91 TIFIA Reserve 3136AGFQ0 Agency CMO Federal National Mortgage Association 12/25/2038 06/18/2019 22,342.67 22,624.57 -- 22,414.39 52.31 3.500 0.728 AAA 256350018 MIM-RCTC 91 TIFIA Reserve 3137B3HX9 Agency CMO Freddie Mac 07/15/2038 06/20/2019 0.00 0.00 --- (0.00) (0.00) 0.556 0.454 AAA 256350018 MIM-RCTC 91 TIFIA Reserve 38377YTL4 Agency CMO Government National Mortgage Association 05/20/2040 06/17/2019 70,227.90 69,372.00 -- 71,233.56 1,780.16 2.000 1.243 AAA 256350018 MIM-RCTC 91 TIFIA Reserve 38378WUY7 Agency CMO Government National Mortgage Association 06/20/2041 06/12/2019 34,055.28 34,108.49 --- 34,169.02 126.83 2.500 1.116 AAA 256350018 MIM-RCTC 91 TIFIA Reserve 3137B1UG5 Agency CMO Freddie Mac 01/25/2023 06/25/2019 200,000.00 204,101.56 --- 207,272.00 5,419.42 2.637 0.341 AAA 256350018 MIM-RCTC 91 TIFIA Reserve 3136AF!7d 3 Agency CMO Federal National Mortgage Association 09/25/2030 06/25/2019 12,497.07 12,580.55 --- 12,721.39 196.00 3.000 0.013 AAA 256350018 MIM-RCTC 91 TIFIA Reserve 3137AUPE3 Agency CMO Freddie Mac 06/25/2022 06/28/2019 200,000.00 201,773.44 --- 204,184.00 3,677.69 2.396 0.352 AAA 256350018 MIM-RCTC 91 TIFIA Reserve 3137ATRW4 Agency CMO Freddie Mac 05/25/2022 06/28/2019 300,000.00 302,496.09 -- 305,688.00 5,063.82 2.373 0.306 AAA 256350018 MIM-RCTC 91 TIFIA Reserve 3137AXHP1 Agency CMO Freddie Mac 09/25/2022 06/28/2019 150,000.00 152,232.42 --- 154,249.50 3,389.02 2.573 0.384 AAA 256350018 MIM-RCTC 91 TIFIA Reserve 38377REV3 Agency CMO Government National Mortgage Association 10/20/2039 07/01/2019 24,251.02 24,732.25 -- 24,611.15 142.84 3.500 0.798 AAA 256350018 MIM-RCTC 91 TIFIA Reserve 38378TAF7 Agency CMO Government National Mortgage Association 07/20/2041 07/05/2019 78,011.78 78,158.05 --- 80,597.87 2,499.74 2.500 0.687 AAA 256350018 MIM-RCTC 91 TIFIA Reserve 38377QKH9 Agency CMO Government National Mortgage Association 08/20/2040 08/20/2019 25,157.34 25,614.30 -- 25,879.35 317.56 3.000 1.172 AAA 256350018 MIM-RCTC 91 TIFIA Reserve 38376V2E6 Agency CMO Government National Mortgage Association 07/16/2039 08/06/2019 75,400.72 78,463.88 --- 80,104.22 2,333.75 4.000 0.357 AAA 256350018 MIM-RCTC 91 TIFIA Reserve 383791M99 Agency CMO Government National Mortgage Association 02/16/2041 08/28/2019 12,025.49 12,103.00 -- 12,127.35 88.77 2.500 0.995 AAA 256350018 MIM-RCTC 91 TIFIA Reserve 383781ZD7 Agency CMO Government National Mortgage Association 12/20/2040 10/16/2019 26,281.13 25,952.61 --- 26,612.27 575.52 1.500 0.487 AAA 256350018 MIM-RCTC 91 TIFIA Reserve 38377RED3 Agency CMO Government National Mortgage Association 12/16/2025 12/11/2019 123,288.97 124,271.43 -- 126,893.94 2,835.40 2.500 0.084 AAA 256350018 MIM-RCTC 91 TIFIA Reserve 38376WA62 Agency CMO Government National Mortgage Association 10/20/2039 12/17/2019 62,302.59 65,359.31 --- 66,549.13 1,321.62 4.000 1.257 AAA 256350018 MIM-RCTC 91 TIFIA Reserve 38378FRB8 Agency CMO Government National Mortgage Association 07/20/2042 12/30/2019 145,776.25 143,635.16 -- 149,392.96 5,795.13 2.000 1.319 AAA 256350018 MIM-RCTC 91 TIFIA Reserve 383771Z89 Agency CMO Government National Mortgage Association 10/20/2039 01/28/2020 24,141.02 24,669.10 --- 24,645.08 140.79 3.500 0.260 AAA 256350018 MIM-RCTC 91 TIFIA Reserve 3137B5A60 Agency CMO Freddie Mac 10/15/2028 02/07/2020 11,383.26 11,489.98 -- 11,789.64 315.14 2.500 -0.083 AAA 256350018 MIM-RCTC 91 TIFIA Reserve 38376TTt9 Agency CMO Government National Mortgage Association 11/20/2039 01/29/2020 28,728.67 29,401.99 --- 30,061.68 670.12 3.000 0.413 AAA 256350018 MIM-RCTC 91 TIFIA Reserve 38378AU90 Agency CMO Government National Mortgage Association 10/20/2026 04/28/2020 80,748.42 83,069.93 -- 82,771.16 552.00 3.000 -0.645 AAA 256350018 MIM-RCTC 91 TIFIA Reserve 3137ABFH9 Agency CMO Freddie Mac 06/25/2021 --- 84,848.12 86,992.11 --- 84,999.15 (31.65) 3.989 1.264 AAA 256350018 MIM-RCTC 91 TIFIA Reserve 3137AH6C7 Agency CMO Freddie Mac 07/25/2021 06/07/2019 244,874.35 249,207.48 -- 246,186.87 786.77 3.230 0.135 AAA 256350018 MIM-RCTC 91 TIFIA Reserve 3137045W2 Agency CMO Freddie Mac 09/15/2030 12/30/2020 92,847.18 93,775.66 --- 94,131.26 496.19 2.750 0.466 AAA 256350018 MIM-RCTC 91 TIFIA Reserve 38378PZN1 Agency CMO Government National Mortgage Association 03/16/2039 12/30/2020 37,047.67 37,111.35 -- 37,056.56 (7.68) 2.500 0.910 AAA 256350018 MIM-RCTC 91 TIFIA Reserve 3136A8SX9 Agency CMO Federal National Mortgage Association 09/25/2027 02/04/2021 51,909.06 52,922.92 --- 53,198.48 301.79 1.500 0.068 AAA 256350018 MIM-RCTC 91 TIFIA Reserve 3137AQQE1 Agency CMO Freddie Mac 05/15/2027 --- 104,152.65 106,105.51 -- 106,225.28 128.73 1.500 0.453 AAA 256350018 MIM-RCTC 91 TIFIA Reserve 3136ADZA0 Agency CMO Federal National Mortgage Association 04/25/2028 --- 131,169.45 132,803.01 --- 133,041.24 244.99 1.250 0.356 AAA 256350018 MIM-RCTC 91 TIFIA Reserve 3136ABNZ2 Agency CMO Federal National Mortgage Association 11/25/2042 02/05/2021 63,065.61 64,326.93 -- 64,878.74 561.16 2.000 0.243 AAA 256350018 MIM-RCTC 91 TIFIA Reserve 3137B9RN7 Agency CMO Freddie Mac 12/15/2027 02/05/2021 50,690.78 51,839.25 --- 52,246.99 445.83 2.500 -0.463 AAA 256350018 M!M-RCTC 91 TIFIA Reserve 3136AEY84 Agency CMO Federal National Mortgage Association 07/25/2028 02/05/2021 57,094.49 58,289.91 -- 58,558.96 294.35 1.750 0.264 AAA 256350018 MIM-RCTC 91 TIFIA Reserve 38377LFC7 Agency CMO Government National Mortgage Association 12/20/2039 02/12/2021 52,933.01 53,487.16 --- 53,569.80 102.70 2.500 0.958 AAA 256350018 M!M-RCTC 91 TIFIA Reserve 38378HAU0 Agency CMO Government National Mortgage Association 08/20/2027 --- 69,180.34 70,364.02 -- 70,547.35 163.89 1.500 0.341 AAA 256350018 MIM-RCTC 91 TIFIA Reserve 3137BLW87 Agency CMO Freddie Mac 01/25/2025 02/04/2021 243,072.74 255,568.20 --- 254,064.49 (1,017.50) 2.802 0.203 AAA 256350018 NEIM-RCTC 91 TIFIA Reserve 3136AQZK9 Agency CMO Federal National Mortgage Association 11/25/2031 03/11/2021 87,688.37 90,500.57 -- 90,408.46 (116.32) 2.000 0.593 AAA 256350018 MIM-RCTC 91 TIFIA Reserve 3137BB5D8 Agency CMO Freddie Mac 11/15/2043 03/26/2021 50,689.82 52,804.54 --- 53,077.31 212.77 3.000 0.631 AAA 256350018 MIM-RCTC 91 TIFIA Reserve 3137B4HD1 Agency CMO Freddie Mac 12/15/2042 03/26/2021 25,918.58 27,518.24 -- 27,498.84 (75.53) 4.500 0.580 AAA 256350023 MIM-Sr Lien Reserve Fund -1 38379KDN5 Agency MBS Government National Mortgage Association 09/16/2055 08/05/2015 62,525.17 60,927.85 --- 64,514.72 1,950.45 2.299 2.042 AAA 256350023 MIM-Sr Lien Reserve Fund -1 36202F2H8 Agency MBS Government National Mortgage Association 01/20/2027 -- 85,355.89 87,977.38 -- 89,705.63 2,559.46 3.000 0.562 AAA 256350023 MIMSr Lien Reserve Fund -1 38378XP62 Agency MBS Government National Mortgage Association 05/16/2055 05/14/2015 137,203.67 138,897.27 --- 141,192.18 2,580.41 2.500 1.768 AAA 256350023 MIM-Sr Lien Reserve Fund -1 38378KWU9 Agency MBS Government National Mortgage Association 11/16/2041 -- 30,307.31 28,798.89 -- 30,407.93 610.23 1.400 0.828 AAA 256350023 MIMSe Lien Reserve Fund -1 3138EJPZ5 Agency MBS Federal National Mortgage Association 07/01/2022 08/29/2016 183,248.64 194,637.25 --- 186,241.09 (339.42) 2.996 1.609 AAA 256350023 MIM-Sr Lien Reserve Fuad-1 3136A7MN9 Agency MBS Federal National Mortgage Association 05/25/2022 08/29/2016 182,380.56 187,595.50 -- 185,468.26 2,133.97 2.349 0.122 AAA 256350023 MIMSr Lien Reserve Fund -1 31417YKF3 Agency MBS Federal National Mortgage Association 01/01/2030 --- 84,139.38 88,174.15 -- 92,342.97 5,351.22 4.500 0.585 AAA 256350023 MIM-Sr Lien Reserve Fund -1 38378KRS0 Agency MBS Government National Mortgage Association 07/16/2043 05/08/2015 450,000.00 434,460.94 -- 455,359.50 9,811.84 2.389 1.091 AAA 256350023 MIMSe Lien Reserve Fund -1 38378KXW4 Agency MBS Government National Mortgage Association 02/16/2037 12/11/2014 58,199.34 57,917.43 --- 58,529.32 414.55 1.705 0.894 AAA 256350023 NOM -Sr Lien Reserve Fuad-1 3138FKXI4 Agency MBS Federal National Mortgage Association 03/01/2023 --- 190,853.73 188,140.84 -- 194,938.00 4,025.78 2.325 1.230 AAA 256350023 MIM-Sr Lien Reserve Fund -1 38378K0L4 Agency MBS Government National Mortgage Association 12/16/2046 --- 425,000.00 415,829.11 --- 434,392.50 14,836.26 2.795 2.398 AAA 256350023 MIM-Sr Lien Reserve Fuad-1 3136AHAEO Agency MBS Federal National Mortgage Association 04/25/2023 10/28/2016 28,557.16 29,172.92 -- 28,758.20 (94.42) 2.548 1.913 AAA 256350023 MIMSe Lien Reserve Fund -1 38378B6A2 Agency MBS Government National Mortgage Association 11/16/2052 01/22/2015 97,155.15 94,092.48 --- 98,542.53 2,736.40 1.826 1.271 AAA 256350023 MIM-Sr Lien Reserve Fund -1 3137B1U75 Agency MBS Freddie Mac 01/25/2023 08/29/2016 310,070.94 322,243.65 -- 317,766.91 5,186.04 2.522 0.274 AAA 256350023 MIM-Sr Lien Reserve Fund -1 3136AC714 Agency MBS Federal National Mortgage Association 03/25/2023 --- 43,218.77 42,637.25 -- 44,668.76 1,672.23 2.532 0.800 AAA 256350023 MIM-Sr Lien Reserve Fund -1 3137F4D41 Agency MBS Freddie Mac 01/25/2028 04/01/2019 35,000.00 36,714.84 -- 39,434.50 3,091.58 3.600 1.578 AAA 256350023 MIM-Sr Lien Reserve Fund -1 3620ARB67 Agency MBS Government National Mortgage Association 05/15/2025 06/10/2019 60,463.80 62,665.06 --- 64,294.18 2,276.96 4.000 -0.326 AAA 256350023 MIM-Sr Lien Reserve Fuad-1 3137FBAJ5 Agency MBS Freddie Mac 08/25/2027 06/26/2019 200,000.00 211,593.75 -- 220,702.00 11,584.08 3.281 1.481 AAA 256350023 MIMSr Lien Reserve Fund -1 31371316SO Agency MBS Freddie Mac 11/25/2022 07/31/2019 360,000.00 363,360.94 --- 371,437.20 10,094.90 2.510 0.332 AAA 256350023 MIM-Sr Lien Reserve Fund -1 3137FNAD2 Agency MBS Freddie Mac 11/25/2028 08/01/2019 131,309.57 133,930.25 -- 139,821.06 6,588.13 2.631 1.053 AAA 256350023 MIMSe Lien Reserve Fund -1 3138LFGP7 Agency MBS Federal National Mortgage Association 10/01/2028 08/07/2019 273,018.94 282,307.99 --- 288,717.53 7,332.74 2.550 1.820 AAA 256350023 MIM-Se Lien Reserve Fund -1 36178NB99 Agency MBS Government National Mortgage Association 08/15/2027 10/11/2019 23,994.33 24,260.53 -- 24,984.58 750.38 2.500 0.601 AAA 256350023 MIM-Sr Lien Reserve Fund -1 36202FA30 Agency MBS Government National Mortgage Association 09/20/2024 10/23/2019 22,776.71 23,730.49 --- 24,291.37 817.68 4.500 -0.589 AAA 256350023 MIM-Sr Lien Reserve Fund -1 36179M416 Agency MBS Government National Mortgage Association 03/20/2028 11/20/2019 30,692.84 31,062.11 -- 31,942.65 911.65 2.500 0.725 AAA 256350023 MIM-Sr Lien Reserve Fund -1 3137FPJF3 Agency MBS Freddie Mac 06/25/2029 01/08/2020 180,313.28 181,130.33 --- 189,155.84 8,249.96 2.258 0.979 AAA 256350023 MIM-Sr Lien Reserve Fund -1 3137FQ3Y7 Agency MBS Freddie Mac 07/25/2029 01/08/2020 180,763.75 180,827.30 -- 188,784.24 8,017.29 2.190 1.159 AAA 256350023 MIMSe Lien Reserve Fund -1 36179NHK7 Agency MBS Government National Mortgage Association 07/20/2028 03/31/2020 143,660.16 149,855.50 --- 151,367.53 1,803.55 3.000 0.836 AAA 256350023 MIM-Sr Lien Reserve Fuad-1 36179RFD6 Agency MBS Government National Mortgage Association 06/20/2030 05/01/2020 18,461.45 19,373.16 -- 19,454.31 31.41 3.000 1.150 AAA 256350023 MIM-Sr Lien Reserve Fund -1 36179MU24 Agency MBS Government National Mortgage Association 12/20/2027 04/28/2020 45,077.47 47,007.34 --- 46,472.61 (458.19) 2.500 1.091 AAA 256350023 MIM-Sr Lien Reserve Fund -1 36179MZV5 Agency MBS Government National Mortgage Association 02/20/2028 04/28/2020 59,631.39 62,184.36 -- 62,058.98 (12.00) 2.500 0.709 AAA 256350023 MIM-Sr Lien Reserve Fund -1 36179NKP2 Agency MBS Government National Mortgage Association 08/20/2028 04/28/2020 67,504.43 70,394.46 --- 70,256.59 (61.96) 2.500 0.796 AAA 256350023 MIM-Sr Lien Reserve Fuad-1 36179/HEK2 Agency MBS Government National Mortgage Association 06/20/2027 04/28/2020 77,394.16 80,707.59 -- 79,785.64 (711.15) 2.500 1.026 AAA 256350023 MIM-Sr Lien Reserve Fund -1 3140JAU97 Agency MBS Federal National Mortgage Association 05/01/2023 05/20/2020 46,091.54 47,920.80 --- 47,155.79 (235.03) 2.596 1.181 AAA 256350023 MIM-Sr Lien Reserve Fuad-1 36179MICL3 Agency MBS Government National Mortgage Association 08/20/2027 05/28/2020 80,682.67 84,061.25 -- 83,178.19 (764.88) 2.500 1.052 AAA 256350023 MIM-Sr Lien Reserve Fund -1 3128MMUL5 Agency MBS Freddie Mac AVM' 06/22/2020 107,419.05 112,454.31 --- 112,203.49 (445.11) 2.500 1.047 AAA Page of 41 RIVERSIDE RCTC COUNTY TRANSPORTATION COMMISSION 91 CIP STAMP Portfolio by Investment Category for quarter ended March 31, 2021 Source Account 256350023 Account MIM-Sr Lien Reserve Fund -1 Identifier 3620ARZE4 Security Type Category Agency MBS Issuer Government National Mortgage Association Final Maturity Trade Date Current Face Value Next Call Original Cost Date 79,635.94 --- Base Market Value 80,359.03 Base Net Total Unrealized Gain/Loss 814.32 Coupon 3.000 Summarized Yield Credit Rating -0.158 AAA 02/15/2026 06/22/2020 76,115.59 256350023 MIMSr Lien Reserve Fund -1 36179MU32 Agency MBS Government National Mortgage Association 12/20/2027 06/22/2020 80,492.95 84,819.45 -- 84,800.93 (12.17) 3.000 0.722 AAA 256350023 MIM-Sr Lien Reserve Fund -1 36176XE21 Agency MBS Go crameat National Mortgage Association 03/15/2027 06/22/2020 137,223.00 143,783.97 --- 144,873.18 1,135.77 3.000 0.202 AAA 256350023 MIM-Sr Lien Reserve Fund -1 36179NA17 Agency MBS Government National Mortgage Association 04/20/2028 06/30/2020 30,815.91 32,525.24 -- 32,467.96 (9.23) 3.000 0.781 AAA 256350023 MIM-Sr Lien Reserve Fund -I 36202F3H7 Agency MBS Govemmeat National Mortgage Association 02/20/2027 06/30/2020 52,390.47 54,944.51 --- 55,187.60 298.27 3.000 0.453 AAA 256350023 MIM-Sr Lien Reserve Fund -1 3137BVZ74 Agency MBS Freddie Mac 08/25/2026 07/09/2020 259,005.56 277,368.65 --- 277,081.55 3,077.51 3.045 0.291 AAA 256350023 MIM-Sr Lien Reserve Fund -1 3132A85Y1 Agency MBS Freddie Mac 09/01/2032 08/12/2020 206,410.01 217,536.80 -- 214,748.98 (2,864.68) 2.500 1.170 AAA 256350023 MIMSr Lien Reserve Fund -1 3132A9T64 Agency MBS Freddie Mac 10/01/2032 08/14/2020 139,696.17 147,226.67 --- 147,513.57 (454.92) 3.000 1.203 AAA 256350023 MIM-Sr Lien Reserve Fund -1 3137AWQG3 Agency MBS Freddie Mac 04/25/2022 08/19/2020 50,015.12 50,452.76 -- 50,335.22 33.63 1.583 0.282 AAA 256350023 MIM-Sr Lien Reserve Fund -1 3137FMD66 Agency MBS Freddie Mac 05/25/2026 08/18/2020 82,743.17 87,035.46 -- 85,680.55 (1,838.45) 2.283 1.130 AAA 256350023 MIM-Sr Lien Reserve Fund -1 3138X0ZY7 Agency MBS Federal National Mortgage Association 07/01/2028 08/31/2020 37,758.65 39,676.08 --- 39,431.74 (148.94) 2.500 0.645 AAA 256350023 MIM-Sr Lien Reserve Fund -1 3137FWHY9 Agency MBS Freddie Mac 09/25/2030 09/15/2020 194,375.15 193,403.27 -- 184,467.84 (8,972.46) 0.826 1.688 AAA 256350023 M M -Sr Lien Reserve Fund -1 31418AM39 Agency MBS Federal National Mortgage Association 12/01/2027 09/22/2020 43,863.98 45,796.74 --- 45,807.59 32.37 2.500 0.482 AAA 256350023 MIM-Sr Lien Reserve Fund -1 3137FBAB2 Agency MBS Freddie Mac 08/25/2027 09/22/2020 120,000.00 131,714.06 -- 129,374.40 (869.54) 3.038 0.123 AAA 256350023 MIM-Sr Lien Reserve Fund -1 3128MENS6 Agency MBS Freddie Mac 01/01/2029 10/01/2020 31,436.24 32,899.99 -- 32,732.36 (98.06) 2.500 0.729 AAA 256350023 MIM-Sr Lien Reserve Fund -1 3132AEFC5 Agency MBS Freddie Mac 11/01/2030 10/14/2020 400,248.39 430,829.87 -- 432,196.21 2,729.36 3.500 0.132 AAA 256350023 MBd-Sr Lien Reserve Fund -1 36179TF83 Agency MBS Government National Mort gage Association 09/20/2032 10/26/2020 75,466.41 80,300.97 -- 80,583.79 (32.48) 3.500 1.135 AAA 256350023 MIM-Sr Lien Reserve Fund -1 36179RHM4 Agency MBS Government National Mortgage Association 07/20/2030 10/27/2020 72,617.10 76,928.75 --- 77,523.83 638.81 3.500 0.859 AAA 256350023 MBd-Sr Lien Reserve Fund -1 314016FU6 Agency MBS Federal National Mortgage Association 10/01/2032 11/03/2020 89,430.89 95,467.47 -- 96,027.31 619.21 3.000 0.678 AAA 256350023 MIM-Sr Lien Reserve Fund -1 3137BYPQ7 Agency MBS Freddie Mac 04/25/2024 11/30/2020 225,407.37 240,639.97 -- 238,553.13 (543.49) 2.905 0.770 AAA 256350023 MIM-Sr Lien Reserve Fund -1 3132AEFK7 Agency MBS Freddie Mac 04/01/2033 01/14/2021 78,970.93 85,905.56 -- 85,338.35 (606.65) 3.500 0.666 AAA 256350023 MIM-Sr Lien Reserve Fund -1 3132AEF68 Agency MBS Freddie Mac 01/01/2033 -- 113,177.55 123,197.10 -- 123,070.40 (108.82) 3.500 0.418 AAA 256350023 MBd-Sr Lien Reserve Fund -1 38378KW47 Agency MBS Government National Mortgage Association 08/16/2035 01/14/2021 12,466.16 12,473.95 -- 12,479.37 6.64 2.150 0.781 AAA 256350023 MIM-Sr Lien Reserve Fund -1 31418DVU3 Agency MBS Feder al National Mort gage Association 01/01/2031 01/21/2021 168,932.49 176,534.45 --- 174,762.35 (1,647.62) 2.000 0.995 AAA 256350023 MBd-Sr Lien Reserve Fund -1 3140X4H90 Agency MBS Federal National Mortgage Association 06/01/2032 02/02/2021 151,311.76 159,681.19 -- 157,424.75 (2,354.06) 2.500 1.178 AAA 256350023 MIM-Sr Lien Reserve Fund -1 3137BLAC2 Agency MBS Freddie Mac 06/25/2025 02/08/2021 37,000.00 40,815.63 -- 40,381.43 (307.55) 3.284 0.940 AAA 256350023 MIM-Sr Lien Reserve Fund -1 31307NP40 Agency MBS Freddie Mac 07/01/2030 02/05/2021 181,957.98 195,263.67 -- 193,021.02 (2,119.05) 3.000 0.756 AAA 256350023 MIM-Sr Lien Reserve Fund -1 3140X9VK8 Agency MBS Federal National Mort gage Association 02/01/2035 02/10/2021 204,825.08 219,610.89 --- 216,209.26 (3,467.71) 3.000 0.983 AAA 256350023 MIM-Sr Lien Reserve Fund -1 3138ETQP4 Agency MBS Federal National Mortgage Association 06/01/2031 02/11/2021 85,835.01 93,077.33 -- 93,633.98 658.81 3.500 -0.077 AAA 256350023 MIM-Sr Lien Reserve Fund -1 36176XQB8 Agency MBS Government National Mortgage Association 05/15/2027 02/23/2021 41,880.50 43,817.48 --- 44,215.33 387.16 3.000 0.289 AAA 256350023 MIM-Sr Lien Reserve Fund -1 314028382 Agency MBS Federal National Mortgage Association 10/01/2028 02/26/2021 85,039.73 88,893.10 -- 88,972.82 46.58 2.500 0.519 AAA 256350023 MIM-Sr Lien Reserve Fund -1 3138WEMJ5 Agency MBS Federal National Mort gage Association 05/01/2030 02/26/2021 67,249.51 70,527.93 --- 70,509.10 (45.75) 2.500 0.757 AAA 256350023 MIM-Sr Lien Reserve Fund -1 3131X83H7 Agency MBS Freddie Mac 04/01/2028 02/26/2021 34,198.14 35,704.99 -- 35,715.17 (2.72) 2.500 0.595 AAA 256350023 MIM-Sr Lien Reserve Fund -1 31418DQ47 Agency MBS Federal National Mort gage Association 07/01/2035 02/24/2021 165,224.08 171,187.64 -- 170,076.71 (1,046.52) 2.000 1.280 AAA 256350023 MIM-Sr Lien Reserve Fund -1 31418D 0 Agency MBS Federal National Mortgage Association 02/01/2036 02/24/2021 173,951.76 180,366.24 -- 178,622.37 (1,666.32) 2.000 1.407 AAA 256350023 MIM-Sr Lien Reserve Fund -1 3138EQRJ3 Agency MBS Federal National Mortgage Association 11/01/2030 02/24/2021 60,900.99 65,468.57 -- 65,949.68 506.55 3.500 0.055 AAA 256350023 MIM-Sr Lien Reserve Fund -1 3128 T52 Agency MBS Freddie Mac 10/01/2030 02/24/2021 113,075.57 118,446.66 -- 118,108.56 (307.26) 2.500 0.956 AAA 256350023 MIM-Sr Lien Reserve Fund -1 3138EJRP5 Agency MBS Federal National Mortgage Association 06/01/2021 03/18/2021 36,393.52 36,393.52 -- 36,395.34 1.82 4.244 3.092 AAA 256350023 MIM-Sr Lien Reserve Fund -1 31418DYF3 Agency MBS Federal National Mortgage Association 04/01/2031 03/18/2021 35,000.00 36,110.16 -- 36,211.35 98.85 2.000 1.054 AAA 256350023 MIM-Sr Lien Reserve Fund -1 3140J8ME0 Agency MBS Federal National Mort gage Association 12/01/2032 03/18/2021 48,946.21 52,204.19 -- 51,903.54 (363.12) 3.000 0.877 AAA 256350023 MIM-Sr Lien Reserve Fund -1 36179NAH1 Agency MBS Government National Mortgage Association 04/20/2028 03/26/2021 128,758.46 134,029.51 -- 133,648.71 (518.88) 2.500 0.852 AAA 256350023 MIM-Sr Lien Reserve Fund -1 3137F4CY6 Agency MBS Freddie Mac 09/25/2024 03/31/2021 40,000.00 42,250.00 --- 42,720.40 470.40 2.920 0.806 AAA 256350021 MIM-RCTC 2013 Residual Fund 3137B!UF7 Agency MBS Freddie Mac 09/25/2022 01/25/2018 6,752.37 6,653.19 -- 6,813.47 97.86 1.785 0.254 AAA 256350021 MIM-RCTC 2013 Residual Fund 3137AWQG3 Agency MBS Freddie Mac 04/25/2022 -- 20,839.64 20,452.15 --- 20,973.01 272.19 1.583 0.282 AAA 256350021 MIM-RCTC 2013 Residual Fund 3620ARB67 Agency MBS Government National Mort gage Association 05/15/2025 06/10/2019 39,603.79 41,045.61 -- 42,112.69 1,491.41 4.000 -0.326 AAA 256350021 MIM-RCTC 2013 Residual Fund 38378KW47 Agency MBS Government National Mortgage Association 08/16/2035 06/13/2019 18,132.60 18,030.60 -- 18,151.82 49.81 2.150 0.781 AAA 256350021 MN4-RCTC 2013 Residual Fund 3140J6DU8 Agency MBS Federal National Mortgage Association 08/01/2031 07/26/2019 137,373.90 138,296.88 -- 143,320.82 5,186.76 2.500 0.621 AAA 256350021 MIM-RCTC 2013 Residual Fund 3138EKXL4 Agency MBS Feder al National Mort gage Association 03/01/2023 08/21/2019 41,265.67 41,729.91 -- 42,148.76 450.32 2.325 1.230 AAA 256350021 MMI-RCTC 2013 Residual Fund 3136AMM48 Agency MBS Federal National Mortgage Association 07/25/2022 08/01/2019 278,385.60 279,951.52 -- 281,283.60 2,541.37 2.509 0.756 AAA 256350021 MIM-RCTC 2013 Residual Fund 36178NB99 Agency MBS Government National Mortgage Association 08/15/2027 10/11/2019 79,981.13 80,868.42 -- 83,281.95 2,501.27 2.500 0.601 AAA 256350021 MIM-RCTC 2013 Residual Fund 3132G5AV1 Agency MBS Freddie Mac 07/01/2028 10/11/2019 52,329.36 53,310.54 -- 55,247.24 2,162.93 3.000 0.082 AAA 256350021 MIM-RCTC 2013 Residual Fund 36179M436 Agency MBS Government National Mortgage Association 03/20/2028 11/20/2019 102,309.46 103,540.37 --- 106,475.50 3,038.81 2.500 0.725 AAA 256350021 MIM-RCTC 2013 Residual Fuad 36202F2H8 Agency MBS Government National Mort gage Association 01/20/2027 12/12/2019 58,317.69 59,757.41 --- 61,289.56 1,668.77 3.000 0.562 AAA 256350021 MIM-RCTC 2013 Residual Fund 36179RFD6 Agency MBS Government National Mortgage Association 06/20/2030 05/01/2020 49,230.54 51,661.30 --- 51,878.15 84.26 3.000 1.150 AAA 256350021 M!M-RCTC 2013 Residual Fuad 36179Q2A8 Agency MBS Govemmeat National Mortgage Association 02/20/2030 04/30/2020 257,678.18 272,494.68 --- 272,324.61 (735.17) 3.000 1.014 AAA 256350021 MIM-RCTC 2013 Residual Fund 3622A2GC0 Agency MBS Government National Mortgage Association 03/15/2028 04/30/2020 184,951.94 192,407.81 --- 192,584.90 620.81 2.500 0.581 AAA 256350021 M!M-RCTC 2013 Residual Fuad 31397UPF0 Agency MBS Federal National Mortgage Association 06/25/2021 03/15/2019 28,938.69 29,354.69 -- 28,927.70 (11.00) 3.763 0.525 AAA 256350021 MIM-RCTC 2013 Residual Fund 3138L2GH4 Agency MBS Federal National Mortgage Association 07/01/2021 --- 120,169.36 117,624.84 --- 120,134.51 384.93 1.870 1.685 AAA 256350021 M!M-RCTC 2013 Residual Fuad 31381RLL6 Agency MBS Federal National Mortgage Association 07/01/2021 11/02/2018 50,745.22 51,498.48 -- 50,727.97 (30.20) 3.840 3.425 AAA 256350021 MIM-RCTC 2013 Residual Fund 3137BJP56 Agency MBS Freddie Mac 01/25/2025 07/23/2020 40,831.52 42,574.83 --- 42,568.49 280.17 2.697 0.216 AAA 256350021 MBd-RCTC 2013 Residual Fund 3137BFE80 Agency MBS Freddie Mac 08/25/2024 07/15/2020 274,033.61 286,151.03 -- 284,107.08 217.06 2.720 0.436 AAA 256350021 MIM-RCTC 2013 Residual Fund 31381RZ23 Agency MBS Federal National Mortgage Association 08/01/2021 11/02/2018 58,360.00 59,226.28 --- 58,340.16 (6.77) 3.840 3.215 AAA 256350021 MBd-RCTC 2013 Residual Fund 3132A85Y1 Agency MBS Freddie Mac 09/01/2032 08/12/2020 279,925.91 295,015.67 -- 291,234.92 (3,884.98) 2.500 1.170 AAA 256350021 MIM-RCTC 2013 Residual Fund 3132AEFC5 Agency MBS Freddie Mac 11/01/2030 10/14/2020 167,032.79 179,795.14 --- 180,365.34 1,139.01 3.500 0.132 AAA 256350021 M!M-RCTC 2013 Residual Fuad 314017Q32 Agency MBS Federal National Mortgage Association 10/01/2031 10/20/2020 43,187.77 46,507.83 -- 47,060.85 656.24 3.500 -0.171 AAA 256350021 MIM-RCTC 2013 Residual Fund 314038M00 Agency MBS Federal National Mort gage Association 12/01/2032 12/30/2020 93,861.55 100,138.55 --- 99,532.66 (582.64) 3.000 0.877 AAA 256350021 MBd-RCTC 2013 Residual Fund 31307NTZ7 Agency MBS Freddie Mac 11/01/2028 01/13/2021 246,163.46 258,048.54 -- 257,058.65 (801.08) 2.500 0.623 AAA 256350021 MIM-RCTC 2013 Residual Fund 3128MMUL5 Agency MBS Freddie Mac 02/01/2031 01/19/2021 59,080.47 62,200.67 -- 61,711.91 (577.33) 2.500 1.047 AAA 256350021 MBd-RCTC 2013 Residual Fund 3137APP61 Agency MBS Freddie Mac 01/25/2022 09/06/2019 12,517.55 12,721.93 -- 12,718.83 143.11 2.789 0.327 AAA 256350021 MIM-RCTC 2013 Residual Fund 3140X4H90 Agency MBS Federal National Mortgage Association 06/01/2032 02/02/2021 226,967.63 239,521.78 --- 236,137.12 (3,531.09) 2.500 1.178 AAA 256350021 MIM-RCTC 2013 Residual Fund 3140X9VK8 Agency MBS Federal National Mort gage Association 02/01/2035 02/10/2021 121,919.69 130,720.77 -- 128,695.99 (2,064.11) 3.000 0.983 AAA 256350021 MIM-RCTC 2013 Residual Fund 3137AXHN6 Agency MBS Freddie Mac 02/25/2022 01/25/2018 5,712.83 5,634.28 -- 5,733.97 40.77 1.749 0.176 AAA 256350021 MIM-RCTC 2013 Residual Fund 3137B7YY9 Agency MBS Freddie Mac 01/25/2024 02/26/2021 120,000.00 129,506.25 -- 129,010.80 (215.41) 3.490 0.519 AAA 256350021 MIM-RCTC 2013 Residual Fund 31418DYF3 Agency MBS Federal National Mortgage Association 04(0{2431 03/18/2021 50,000.00 51,585.94 --- 51,730.50 141.22 2.000 1.054 AAA Page of 41 RIVERSIDE RCTC COUNTY TRANSPORTATION COMMISSION 91 CIP STAMP Portfolio by Investment Category for quarter ended March 31, 2021 Source Account 256350018 Account MIM-RCTC 91 TIFIA Reserve Identifier 3620ARB67 Security Type Category Agency MBS Issuer Government National Mortgage Association Final Maturity Trade Date Current Face Value Next Call Original Cost Date Base Market Value 128,588.36 Base Net Total Unrealized Gain/Loss 4,553.91 Coupon 4.000 Summarized Yield Credit Rating -0.326 AAA 05/15/2025 06/10/2019 120,927.60 125,330.12 --- 256350018 MIM-RCTC 91 TIFIA Reserve 3620AFYR2 Agency MBS Government National Mortgage Association 12/15/2024 06/12/2019 57,698.96 59,576.44 --- 61,338.61 2,330.57 4.000 -0.541 AAA 256350018 MIM-RCTC 91 TIFIA Reserve 36297GCD0 Agency MBS Government National Mortgage Association 02/15/2025 06/12/2019 56,632.23 59,014.77 --- 59,647.89 1,369.59 4.500 0.856 AAA 256350018 MIM-RCTC 91 TIFIA Reserve 3620A9T35 Agency MBS Government National Mortgage Association 11/15/2024 06/13/2019 98,378.98 101,583.98 --- 104,610.30 4,009.25 4.000 -0.733 AAA 256350018 MIM-RCTC 91 TIFIA Reserve 3620C4SU5 Agency MBS Government National Mortgage Association 09/15/2025 06/12/2019 60,155.98 62,381.28 --- 63,969.87 2,202.42 4.000 0.108 AAA 256350018 MIM-RCTC 91 TIFIA Reserve 38378KW47 Agency MBS Government National Mortgage Association 08/16/2035 06/13/2019 46,918.09 46,654.18 --- 46,967.83 128.89 2.150 0.781 AAA 256350018 MIM-RCTC 91 TIFIA Reserve 3137AWQG3 Agency MBS Freddie Mac 04/25/2022 06/07/2019 133,373.66 131,894.05 -- 134,227.26 1,541.36 1.583 0.282 AAA 256350018 MIM-RCTC 91 TIFIA Reserve 3137B1BS0 Agency MBS Freddie Mac 11/25/2022 --- 645,000.00 652,086.14 --- 665,491.65 17,616.99 2.510 0.332 AAA 256350018 MIM-RCTC 91 TIFIA Reserve 3137F4D41 Agency MBS Freddie Mac 01/25/2028 06/27/2019 150,000.00 163,248.05 -- 169,005.00 8,343.21 3.600 1.578 AAA 256350018 MIM-RCTC 91 TIFIA Reserve 3137B1U75 Agency MBS Freddie Mac 01/25/2023 06/27/2019 305,991.06 308,943.40 --- 313,585.76 6,448.45 2.522 0.274 AAA 256350018 MIM-RCTC 91 TIFIA Reserve 3137BM6P6 Agency MBS Freddie Mac 08/25/2022 06/28/2019 198,847.40 204,253.57 -- 204,118.85 3,269.00 3.090 0.681 AAA 256350018 MIM-RCTC 91 TIFIA Reserve 3137F4CY6 Agency MBS Freddie Mac 09/25/2024 06/28/2019 190,000.00 195,907.81 --- 202,921.90 9,081.82 2.920 0.806 AAA 256350018 MIM-RCTC 91 TIFIA Reserve 3137FBAJ5 Agency MBS Freddie Mac 08/25/2027 06/26/2019 200,000.00 211,593.75 -- 220,702.00 11,584.08 3.281 1.481 AAA 256350018 MIM-RCTC 91 TIFIA Reserve 31419AM53 Agency MBS Federal National Mortgage Association 08/01/2024 06/28/2019 37,853.53 39,249.38 --- 38,833.94 331.49 5.500 0.864 AAA 256350018 MIM-RCTC 91 TIFIA Reserve 3136AHAEO Agency MBS Federal National Mortgage Association 04/25/2023 06/28/2019 34,156.60 34,471.87 -- 34,397.06 (102.59) 2.548 1.913 AAA 256350018 MIM-RCTC 91 TIFIA Reserve 3138EJPZ5 Agency MBS Federal National Mortgage Association 07/01/2022 07/22/2019 206,154.72 209,915.43 --- 209,521.23 895.81 2.996 1.609 AAA 256350018 001M-RCTC 91 TIFIA Reserve 38378KWU9 Agency MBS Government National Mortgage Association 11/16/2041 -- 18,597.67 17,781.98 -- 18,659.41 481.97 1.400 0.828 AAA 256350018 MIM-RCTC 91 TIFIA Reserve 3137BSRZ8 Agency MBS Freddie Mac 09/25/2022 06/28/2019 76,114.03 77,615.50 -- 78,004.70 814.92 2.838 0.767 AAA 256350018 MEM-RCTC 91 TIFIA Reserve 38378NWU3 Agency MBS Government National Mortgage Association 06/16/2048 06/27/2019 0.00 0.00 -- (0.00) (0.00) 3.005 1.087 AAA 256350018 MIM-RCTC 91 TIFIA Reserve 3137FNAD2 Agency MBS Freddie Mac 11/25/2028 08/01/2019 145,899.53 148,811.39 -- 155,356.73 7,320.15 2.631 1.053 AAA 256350018 MEM-RCTC 91 TIFIA Reserve 3138LFGP7 Agency MBS Federal National Mortgage Association 10/01/2028 08/07/2019 297,838.85 307,972.35 --- 314,964.58 7,999.36 2.550 1.820 AAA 256350018 MIM-RCTC 91 TIFIA Reserve 3138EKXL4 Agency MBS Federal National Mortgage Association 03/01/2023 08/21/2019 38,686.57 39,121.79 --- 39,514.46 422.17 2.325 1.230 AAA 256350018 MIM-RCTC 91 TIFIA Reserve 3136A7MN9 Agency MBS Federal National Mortgage Association 05/25/2022 08/22/2019 100,309.30 101,120.40 --- 102,007.54 1,306.73 2.349 0.122 AAA 256350018 MIM-RCTC 91 TIFIA Reserve 3137FL6P4 Agency MBS Freddie Mac 01/25/2029 09/09/2019 275,000.00 307,108.40 -- 309,628.00 7,574.50 3.563 1.785 AAA 256350018 M M-RCTC 91 TIFIA Reserve 3137BP4K2 Agency MBS Freddie Mac 03/25/2026 09/09/2019 200,000.00 210,125.00 -- 214,794.00 7,071.34 2.849 1.257 AAA 256350018 MIM-RCTC 91 TIFIA Reserve 3138L2QG5 Agency MBS Federal National Mortgage Association 01/01/2028 09/09/2019 250,874.39 266,211.06 --- 272,336.69 7,036.87 3.010 1.851 AAA 256350018 MEM-RCTC 91 TIFIA Reserve 36178NB99 Agency MBS Government National Mortgage Association 08/15/2027 10/11/2019 31,992.45 32,347.37 --- 33,312.78 1,000.51 2.500 0.601 AAA 256350018 MIM-RCTC 91 TIFIA Reserve 36202FA30 Agency MBS Government National Mortgage Association 09/20/2024 10/23/2019 24,757.29 25,794.01 --- 26,403.65 888.78 4.500 -0.589 AAA 256350018 M M-RCTC 91 TIFIA Reserve 3137BJQ71 Agency MBS Freddie Mac 05/25/2025 10/30/2019 200,000.00 206,296.88 -- 214,602.00 9,920.96 2.770 0.927 AAA 256350018 MIM-RCTC 91 TIFIA Reserve 3137BLAC2 Agency MBS Freddie Mac 06/25/2025 --- 150,000.00 159,648.05 --- 163,708.50 6,455.61 3.284 0.940 AAA 256350018 MEM-RCTC 91 TIFIA Reserve 36179M4J6 Agency MBS Government National Mortgage Association 03/20/2028 11/20/2019 122,771.35 124,248.45 --- 127,770.60 3,646.57 2.500 0.725 AAA 256350018 MIM-RCTC 91 TIFIA Reserve 36202F2H8 Agency MBS Government National Mortgage Association 01/20/2027 12/12/2019 132,540.21 135,812.30 --- 139,294.46 3,792.66 3.000 0.562 AAA 256350018 MEM-RCTC 91 TIFIA Reserve 3137FPJF3 Agency MBS Freddie Mac 06/25/2029 01/08/2020 194,933.27 195,816.56 -- 204,492.80 8,918.89 2.258 0.979 AAA 256350018 MIM-RCTC 91 TIFIA Reserve 3137FQ3Y7 Agency MBS Freddie Mac 07/25/2029 01/08/2020 195,420.27 195,488.97 -- 204,091.07 8,667.34 2.190 1.159 AAA 256350018 MIM-RCTC 91 TIFIA Reserve 31417YKF3 Agency MBS Federal National Mortgage Association 01/01/2030 -- 47,894.09 52,347.59 -- 52,563.77 500.47 4.500 0.585 AAA 256350018 MIM-RCTC 91 TIFIA Reserve 36179RFD6 Agency MBS Govemment National Mortgage Association 06/20/2030 05/01/2020 18,461.45 19,372.98 --- 19,454.31 31.60 3.000 1.150 AAA 256350018 MEM-RCTC 91 TIFIA Reserve 36179NKP2 Agency MBS Government National Mortgage Association 08/20/2028 04/28/2020 67,504.43 70,394.46 --- 70,256.59 (61.96) 2.500 0.796 AAA 256350018 MIM-RCTC 91 TIFIA Reserve 36179MU24 Agency MBS Government National Mortgage Association 12/20/2027 04/28/2020 48,833.92 50,924.63 --- 50,345.33 (496.38) 2.500 1.091 AAA 256350018 MEM-RCTC 91 TIFIA Reserve 36179MZV5 Agency MBS Government National Mortgage Association 02/20/2028 04/28/2020 64,684.89 67,454.22 --- 67,318.21 (13.01) 2.500 0.709 AAA 256350018 MIM-RCTC 91 TIFIA Reserve 36179MEK2 Agency MBS Government National Mortgage Association 06/20/2027 04/28/2020 83,843.67 87,433.23 --- 86,434.44 (770.41) 2.500 1.026 AAA 256350018 MEM-RCTC 91 TIFIA Reserve 3140JAU97 Agency MBS Federal National Mortgage Association 05/01/2023 05/20/2020 50,281.68 52,277.23 --- 51,442.68 (256.40) 2.596 1.181 AAA 256350018 MIM-RCTC 91 TIFIA Reserve 3138EJRP5 Agency MBS Federal National Mortgage Association 06/01/2021 06/18/2019 15,922.16 16,402.48 --- 15,922.96 (41.36) 4.244 3.092 AAA 256350018 MIM-RCTC 91 TIFIA Reserve 36179MU32 Agency MBS Government National Mortgage Association 12/20/2027 06/22/2020 87,200.70 91,887.74 -- 91,867.68 (13.17) 3.000 0.722 AAA 256350018 MIM-RCTC 91 TIFIA Reserve 3128MMUL5 Agency MBS Freddie Mac 02/01/2031 06/22/2020 110,999.69 116,202.79 -- 115,943.61 (459.95) 2.500 1.047 AAA 256350018 MIM-RCTC 91 TIFIA Reserve 3620ARZE4 Agency MBS Government National Mortgage Association 02/15/2026 06/22/2020 84,127.75 88,018.66 -- 88,817.87 900.03 3.000 -0.158 AAA 256350018 MIM-RCTC 91 TIFIA Reserve 36176XE21 Agency MBS Government National Mortgage Association 03/15/2027 06/22/2020 149,230.01 156,365.07 --- 157,549.58 1,235.14 3.000 0.202 AAA 256350018 MIM-RCTC 91 TIFIA Reserve 31397UPF0 Agency MBS Federal National Mortgage Association 06/25/2021 06/10/2019 57,877.38 58,826.94 -- 57,855.39 (21.99) 3.763 0.525 AAA 256350018 MIM-RCTC 91 TIFIA Reserve 36179NAJ7 Agency MBS Govemment National Mortgage Association 04/20/2028 06/30/2020 33,314.50 35,162.42 --- 35,100.49 (9.97) 3.000 0.781 AAA 256350018 MIM-RCTC 91 TIFIA Reserve 3137BVZ74 Agency MBS Freddie Mac 08/25/2026 07/09/2020 302,173.15 323,596.75 -- 323,261.81 3,590.43 3.045 0.291 AAA 256350018 MIM-RCTC 91 TIFIA Reserve 3132A85Y1 Agency MBS Freddie Mac 09/01/2032 08/12/2020 223,375.22 235,416.55 -- 232,399.57 (3,100.15) 2.500 1.170 AAA 256350018 MIM-RCTC 91 TIFIA Reserve 3132A9T64 Agency MBS Freddie Mac 10/01/2032 08/14/2020 150,442.03 158,551.80 -- 158,860.77 (489.91) 3.000 1.203 AAA 256350018 MIM-RCTC 91 TIFIA Reserve 3137FMD66 Agency MBS Freddie Mac 05/25/2026 08/18/2020 82,743.17 87,035.46 --- 85,680.55 (1,838.45) 2.283 1.130 AAA 256350018 MEM-RCTC 91 TIFIA Reserve 3138X0ZY7 Agency MBS Federal National Mortgage Association 07/01/2028 08/31/2020 41,534.52 43,643.69 -- 43,374.91 (163.83) 2.500 0.645 AAA 256350018 MIM-RCTC 91 TIFIA Reserve 3137FWHY9 Agency MBS Freddie Mac 09/25/2030 09/15/2020 194,375.15 193,403.27 --- 184,467.84 (8,972.46) 0.826 1.688 AAA 256350018 M!M-RCTC 91 TIFIA Reserve 31418AM39 Agency MBS Federal National Mortgage Association 12/01/2027 09/22/2020 47,444.71 49,535.25 -- 49,546.98 35.01 2.500 0.482 AAA 256350018 MIM-RCTC 91 TIFIA Reserve 3137FBAB2 Agency MBS Freddie Mac 08/25/2027 09/22/2020 130,000.00 142,690.23 --- 140,155.60 (942.00) 3.038 0.123 AAA 256350018 MEM-RCTC 91 TIFIA Reserve 3128MENS6 Agency MBS Freddie Mac 01/01/2029 10/01/2020 39,295.31 41,124.98 -- 40,915.45 (122.56) 2.500 0.729 AAA 256350018 MIM-RCTC 91 TIFIA Reserve 3132AEFC5 Agency MBS Freddie Mac 11/01/2030 10/14/2020 431,764.00 464,753.47 --- 466,227.40 2,944.26 3.500 0.132 AAA 256350018 M!M-RCTC 91 TIFIA Reserve 36179RHM4 Agency MBS Government National Mortgage Association 07/20/2030 10/27/2020 84,719.95 89,750.20 -- 90,444.48 745.29 3.500 0.859 AAA 256350018 MIM-RCTC 91 TIFIA Reserve 36179TF83 Agency MBS Government National Mortgage Association 09/20/2032 10/26/2020 84,899.70 90,338.60 --- 90,656.75 (36.55) 3.500 1.135 AAA 256350018 MEM-RCTC 91 TIFIA Reserve 314016FU6 Agency MBS Federal National Mortgage Association 10/01/2032 11/03/2020 98,373.98 105,014.22 --- 105,630.04 681.12 3.000 0.678 AAA 256350018 MIM-RCTC 91 TIFIA Reserve 3137B7YX1 Agency MBS Freddie Mac 04/25/2023 12/23/2020 146,310.24 149,945.14 -- 149,780.72 195.26 2.592 -0.024 AAA 256350018 M!M-RCTC 91 TIFIA Reserve 3137BYPQ7 Agency MBS Freddie Mac 04/25/2024 11/30/2020 225,407.37 240,639.98 -- 238,553.13 (543.50) 2.905 0.770 AAA 256350018 MIM-RCTC 91 TIFIA Reserve 3132AEFK7 Agency MBS Freddie Mac 04/01/2033 01/14/2021 92,132.75 100,223.16 --- 99,561.41 (707.76) 3.500 0.666 AAA 256350018 MEM-RCTC 91 TIFIA Reserve 3132AEF68 Agency MBS Freddie Mac 01/01/2033 -- 133,150.06 144,933.85 -- 144,788.71 (124.29) 3.500 0.418 AAA 256350018 MIM-RCTC 91 TIFIA Reserve 31418DVU3 Agency MBS Federal National Mortgage Association 01/01/2031 01/21/2021 193,065.70 201,753.66 --- 199,728.40 (1,883.01) 2.000 0.995 AAA 256350018 MEM-RCTC 91 TIFIA Reserve 3140X4H90 Agency MBS Federal National Mortgage Association 06/01/2032 02/02/2021 179,682.71 189,621.41 --- 186,941.89 (2,795.45) 2.500 1.178 AAA 256350018 MIM-RCTC 91 TIFIA Reserve 31307NP40 Agency MBS Freddie Mac 07/01/2030 02/05/2021 213,415.58 229,021.60 -- 226,391.25 (2,485.40) 3.000 0.756 AAA 256350018 MIM-RCTC 91 TIFIA Reserve 3140X9VK8 Agency MBS Federal National Mortgage Association 02/01/2035 02/10/2021 243,839.38 261,441.54 --- 257,391.97 (4,128.23) 3.000 0.983 AAA 256350018 MIM-RCTC 91 TIFIA Reserve 3138ETQP4 Agency MBS Federal National Mortgage Association 06/01/2031 02/11/2021 97,539.78 105,769.70 --- 106,402.24 748.64 3.500 -0.077 AAA 256350018 MEM-RCTC 91 TIFIA Reserve 36176XQB8 Agency MBS Government National Mortgage Association 05/15/2027 02/23/2021 48,323.66 50,558.62 --- 51,017.70 446.74 3.000 0.289 AAA 256350018 MIM-RCTC 91 TIFIA Reserve 314028382 Agency MBS Federal National Mortgage Association 10/01/2028 02/26/2021 106,299.67 111,116.37 --- 111,216.03 58.23 2.500 0.519 AAA 256350018 MEM-RCTC 91 TIFIA Reserve 3138WEMJ5 Agency MBS Federal National Mortgage Association 05/01/2030 02/26/2021 67,249.51 70,527.93 --- 70,509.10 (45.75) 2.500 0.757 AAA 256350018 MIM-RCTC 91 TIFIA Reserve 3131X83H7 Agency MBS Freddie Mac 04/01/2028 02/26/2021 39,083.58 40,805.71 -- 40,817.33 (3.13) 2.500 0.595 AAA Pages of 41 RIVERSIDE RCTC COUNTY TRANSPORTATION COMMISSION 91 CIP STAMP Portfolio by Investment Category for quarter ended March 31, 2021 Source Account 256350018 Account MIM-RCTC 91 TIFIA Reserve Identifier 31418DXH0 Security Type Category Agency MBS Issuer Federal National Mortgage Association Final Maturity Trade Date Current Face Value 198,802.01 Original Cost Next Call Date -- -- --- Base Market Value 204,139.85 Base Net Total Unrealized Gain/Loss (1,904.35) Coupon 2.000 Summarized Yield Credit Rating 1.407 AAA 02/01/2036 02/24/2021 206,132.84 256350018 MIM-RCTC 91 TIFIA Reserve 3138EQRJ3 Agency MBS Federal National Mortgage Association 11/01/2030 02/24/2021 70,776.83 76,085.09 76,644.23 588.69 3.500 0.055 AAA 256350018 MBN-RCTC 91 TIFIA Reserve 3128MMT52 Agency MBS Freddie Mac 10/01/2030 02/24/2021 129,229.22 135,367.60 134,981.21 (351.15) 2.500 0.956 AAA 256350018 MIM-RCTC 91 TIFIA Reserve 31418DQ47 Agency MBS Federal National Mortgage Association 07/01/2035 02/24/2021 185,877.09 192,586.09 -- 191,336.30 (1,177.33) 2.000 1.280 AAA 256350018 MIM-RCTC 91 TIFIA Reserve 31418DYF3 Agency MBS Federal National Mortgage Association 04/01/2031 03/18/2021 40,000.00 41,268.75 --- 41,384.40 112.97 2.000 1.054 AAA 256350018 MIM-RCTC 91 TIFIA Reserve 314038M00 Agency MBS Federal National Mortgage Association 12/01/2032 03/18/2021 59,311.29 63,259.20 -- 62,894.88 (440.02) 3.000 0.877 AAA 256350018 MIM-RCTC 91 TIFIA Reserve 36179NAH1 Agency MBS Government National Mortgage Association 04/20/2028 03/26/2021 151,602.70 157,808.94 --- 157,360.57 (610.95) 2.500 0.852 AAA 256350021 MIM-RCTC 2013 Residual Fund 65478DAD9 Asset Backed Nissan Auto Receivables 2018-A Owner Trust 05/16/2022 06/29/2018 6,781.79 6,746.82 --- 6,791.83 11.75 2.650 0.709 AAA 256350021 MIM-RCTC 2013 Residual Fund 65478HAD0 Asset Backed Nissan Auto Receivables 2017-C Owner Trust 04/18/2022 09/25/2018 2,368.53 2,331.62 --- 2,370.12 2.40 2.120 0.370 AAA 256350021 MIM-RCTC 2013 Residual Fund 38013FAD3 Asset Backed GM Financial Consumer Automobile Receivables Trust 2018-4 10/16/2023 07/24/2019 39,498.43 40,222.06 --- 40,079.85 362.12 3.210 0.232 AAA 256350021 MIM-RCTC 2013 Residual Fund 87165LBB6 Asset Backed Synchrony Credit Card Master Note Trust 2016-2 05/15/2024 08/02/2019 160,000.00 160,387.50 -- 160,374.40 346.41 2.210 0.370 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 --- 80,537.60 540.27 2.230 0.849 AAA 256350021 MIM-RCTC 2013 Residual Fund 12596EAC8 Asset Backed CNH Equipment Trust 2018-B 11/15/2023 12/05/2019 111,173.22 112,988.47 -- 113,019.80 1,104.78 3.190 0.211 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 --- 61,339.80 1,346.80 1.890 0.567 AAA 256350021 M M-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 -- 102,013.00 1,829.32 1.720 0.333 AAA 256350021 MIM-RCTC 2013 Residual Fund 34528QHK3 Asset Backed Ford Credit Floorplan Master Owner Trust A, Series 2020-1 09/15/2025 09/15/2020 225,000.00 224,986.86 --- 225,470.25 484.64 0.700 0.614 AAA 256350021 MIM-RCTC 2013 Residual Ftmd 43813KAA0 Asset Backed Honda Auto Receivables 2020-3 Owner Trust 10/18/2021 09/22/2020 78,931.76 78,931.76 -- 78,931.76 0.00 0.189 0.189 AAA 256350021 MIM-RCTC 2013 Residual Fund 14315PAB1 Asset Banked Carmax Auto Owner Trust 2019-3 12/15/2022 01/29/2021 0.02 0.02 --- 0.02 (0.00) 2.210 0.451 AAA 256350021 MIM-RCTC 2013 Residual Ftmd 98162HAC4 Asset Backed World Omni Automobile Lease Securitizatioe Trust 2020-A 01/17/2023 02/04/2021 235,000.00 239,773.44 -- 239,206.50 (9.17) 1.700 0.104 AAA 256350021 MIM-RCTC 2013 Residual Fund 34528QFY5 Asset Backed Ford Credit Floorplan Master Owner Trust A 05/15/2023 02/04/2021 300,000.00 302,226.56 -- 300,858.00 (140.00) 2.950 0.596 AAA 256350021 MIM-RCTC 2013 Residual Ftmd 98162YAD5 Asset Backed World Omni Auto Receivables Trust 2019-A 05/15/2024 02/04/2021 129,923.55 132,253.05 -- 132,189.42 (41.82) 3.040 0.903 AAA 256350021 MIM-RCTC 2013 Residual Fund 92347YAA2 Asset Backed Verizon Owner Trust 2019-A 09/20/2023 02/04/2021 180,000.00 183,058.59 --- 182,449.80 (144.39) 2.930 0.941 AAA 256350021 MIM-RCTC 2013 Residual Ftmd 34528QFU3 Asset Backed Ford Credit Flooeplan Master Owner Trust A, 2017-3 09/15/2022 02/12/2021 100,000.00 103,445.31 -- 103,097.00 (73.12) 2.480 0.346 AAA 256350021 MIM-RCTC 2013 Residual Fund 14315XAD0 Asset Backed Carmax Auto Owner Trust 2020-1 06/16/2025 03/03/2021 280,000.00 291,309.38 --- 290,449.60 (602.20) 2.030 0.813 AAA 256350021 MIM-RCTC 2013 Residual Ftmd 86787EBD8 Corporate Tmist Bank 05/17/2022 05/14/2019 50,000.00 50,000.00 04/17/2022 50,282.50 282.50 0.782 0.266 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 100,580.00 580.00 0.802 0.281 A 256350021 MIM-RCTC 2013 Residual Ftmd 05531FB71 Corporate Tmist Financial Corporation 03/16/2023 09/09/2019 165,000.00 164,877.90 02(13/2023 170,492.85 5,562.26 2.200 0.408 A 256350021 MIM-RCTC 2013 Residual Fund 17308CC46 Corporate Citigmup Inc. 11/04/2022 10/28/2019 195,000.00 195,000.00 11/04/2021 197,061.15 2,061.15 2.312 0.528 A 256350021 MIM-RCTC 2013 Residual Ftmd 69353RFU7 Corporate PNC Bank, National Association 02/24/2023 02/20/2020 250,000.00 250,000.00 02/24/2022 250,467.50 467.50 0.501 0.329 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 --- 120,054.00 54.00 0.582 0.237 A 256350021 MIM-RCTC 2013 Residual Fund 14913R2D8 Corporate Caterpillar Financial Services Corporation 07/07/2023 07/06/2020 200,000.00 199,888.00 -- 200,982.00 1,066.95 0.650 0.432 A 256350021 MIM-RCTC 2013 Residual Fund 438516CC8 Corporate Honeywell International Inc. 08/19/2022 08/17/2020 265,000.00 265,000.00 08/19/2021 265,243.80 243.80 0.483 0.243 A 256350021 MIM-RCTC 2013 Residual Fund 06051GHC6 Corporate Bank of America Corporation 12/20/2023 10/09/2020 185,000.00 194,412.80 12/20/2022 192,401.85 (23.63) 3.004 0.660 A 256350021 MIM-RCTC 2013 Residual Fund 46647PAY2 Corporate JPMorgan Chase & Co. 12/05/2024 --- 495,000.00 544,824.45 12/05/2023 537,010.65 (3,356.19) 4.023 0.812 A 256350021 MIM-RCTC 2013 Residual Fund 06051GIH3 Corporate Bank of America Corporation 10/24/2024 11/05/2020 205,000.00 205,604.75 10/24/2023 205,498.15 (26.71) 0.810 0.714 A 256350021 MIM-RCTC 2013 Residual Fund 6174468T9 Corporate Morgan Stanley 11/10/2023 11/09/2020 380,000.00 380,000.00 11/10/2022 380,110.20 110.20 0.560 0.517 A 256350021 MIM-RCTC 2013 Residual Ftmd 38141GXL3 Corporate The Goldman Sachs Group, Inc. 11/17/2023 --- 485,000.00 486,140.00 11/17/2022 485,038.80 (954.32) 0.627 0.594 A 256350021 MIM-RCTC 2013 Residual Fund 863667666 Corporate Stryker Corporation 12/01/2023 11/18/2020 160,000.00 159,860.80 12/01/2021 160,096.00 218.98 0.600 0.510 A 256350021 MIM-RCTC 2013 Residual Ftmd 172967LC3 Corporate Citigmup Inc. 12/08/2021 -- 450,000.00 449,617.50 11/08/2021 457,150.50 7,250.61 2.900 0.260 A 256350021 MIM-RCTC 2013 Residual Fund 637432MV4 Corporate National Rural Utilities Cooperative Finance Corporation 11/15/2023 12/23/2020 165,000.00 178,234.65 08/15/2023 175,754.70 (1,181.00) 3.400 0.628 A 256350021 MIM-RCTC 2013 Residual Ftmd 025816CD9 Corporate American Express Company 05/20/2022 12/30/2020 150,000.00 154,734.00 04/19/2022 153,733.50 (116.17) 2.750 0.373 A 256350021 MIM-RCTC 2013 Residual Fund 89236THU2 Corporate Toyota Motor Credit Corporation 01/11/2024 01/06/2021 170,000.00 169,989.80 --- 169,615.80 (374.75) 0.450 0.532 A 256350021 MIM-RCTC 2013 Residual Ftmd 21688AAQ5 Corporate Cooperatieve Rabobank U.A., New York Branch 01/12/2024 01/05/2021 285,000.00 284,803.35 -- 283,483.80 (1,333.78) 0.375 0.568 AA 256350021 MIM-RCTC 2013 Residual Fund 22550L2E0 Corporate Credit Suisse AG, New York Branch 02/02/2024 01/26/2021 250,000.00 250,000.00 --- 247,160.00 (2,840.00) 0.495 0.902 AA 256350021 MIM-RCTC 2013 Residual Ftmd 20030NCRO Corporate Comcast Corporation 04/15/2024 02/04/2021 250,000.00 275,055.00 03/15/2024 273,012.50 (867.00) 3.700 0.556 A 256350021 MIM-RCTC 2013 Residual Fund 91159HHV5 Corporate U.S. Bancorp 02/05/2024 02/04/2021 500,000.00 543,865.00 01/05/2024 538,170.00 (3,537.64) 3.375 0.584 A 256350021 MIM-RCTC 2013 Residual Ftmd 0258M0EH8 Corporate American Express Credit Corporation 03/03/2022 06/12/2020 270,000.00 270,459.00 01/31/2022 271,341.90 1,106.22 0.884 0.326 A 256350021 MIM-RCTC 2013 Residual Fund 95000U2R3 Corporate Wells Fargo & Company 06/02/2024 03/05/2021 395,000.00 404,254.85 06/02/2023 403,492.50 (505.33) 1.654 0.654 A 256350021 MIM-RCTC 2013 Residual Fund 842400HC0 Corporate Southern California Edison Company 04/01/2024 03/24/2021 160,000.00 160,000.00 04/01/2023 160,249.60 249.60 0.840 0.762 A 256350023 MIM-Sr Lien Reserve Fund -1 CCYUSD Currency UNITED STATES OF AMERICA 03/31/2021 --- 0.00 2.04 --- 2.04 0.00 0.000 0.000 AAA 256350023 MIM-Sr Lien Reserve Fund -1 CCYUSD Currency UNITED STATES OF AMERICA 03/31/2021 -- 0.00 (258,514.62) -- (258,514.62) 0.00 0.000 0.000 AAA 256350021 MIM-RCTC 2013 Residual Fund CCYUSD Currency UNITED STATES OF AMERICA 03/31/2021 --- 0.00 (160,000.00) --- (160,000.00) 0.00 0.000 0.000 AAA 256350021 MIM-RCTC 2013 Residual Ftmd CCYUSD Currency UNITED STATES OF AMERICA 03/31/2021 -- 0.00 0.01 -- 0.01 0.00 0.000 0.000 AAA 256350018 MIM-RCTC 91 TIFIA Reserve CCYUSD Currency UNITED STATES OF AMERICA 03/31/2021 --- 0.00 (0.00) --- (0.00) 0.00 0.000 0.000 AAA 256350018 MIM-RCTC 91 TIFIA Reserve CCYUSD Currency UNITED STATES OF AMERICA 03/31/2021 -- 0.00 (43,410.25) --- (43,410.25) 0.00 0.000 0.000 AAA 256350023 MIM-Sr Lien Reserve Fund -1 31846V401 MM Fund First American Funds, Inc. -Govemment Obligations Fund 03/31/2021 --- 0.00 289,267.93 --- 289,267.93 0.00 0.010 0.010 AAA 256350021 MIM-RCTC 2013 Residual Fund 31846V401 MM Ftmd First American Funds, Inc. - Government Obligations Fund 03/31/2021 --- 0.00 605,440.05 --- 605,440.05 0.00 0.010 0.010 AAA 256350018 MIM-RCTC 91 TIFIA Reserve 31846V401 MM Fund First American Funds,Inc. - Govemment Obligations Fund 03/31/2021 --- 0.00 143,181.47 --- 143,181.47 0.00 0.010 0.010 AAA 256350021 MIM-RCTC 2013 Residual Ftmd 072024W W8 Muni Bay Area Toll Authority 04/01/2022 09/20/2019 95,000.00 95,000.00 -- 96,650.15 1,650.15 2.128 0.386 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 --- 107,051.70 2,051.70 2.057 0.250 AA 256350021 MIM-RCTC 2013 Residual Ftmd 650036AS5 Muni The New York State Urban Development Corporation 03/15/2024 06/18/2020 180,000.00 180,000.00 -- 180,702.00 702.00 0.965 0.831 AA 256350021 MIM-RCTC 2013 Residual Fund 1947400F7 Muni Collin County Texas 02/15/2024 06/25/2020 175,000.00 175,000.00 --- 176,111.25 1,111.25 0.867 0.643 AAA 256350021 MIM-RCTC 2013 Residual Fund 64971QWL3 Muni New York City Transitional Finance Authority 08/01/2023 07/07/2020 155,000.00 164,850.25 -- 163,447.50 910.98 2.710 0.362 AAA 256350021 MIM-RCTC 2013 Residual Fund 916544ES4 Muni Upper Santa Clara Valley Joint Powers Authority 08/01/2023 07/16/2020 170,000.00 170,000.00 --- 170,974.10 974.10 0.680 0.433 AA 256350021 MIM-RCTC 2013 Residual Ftmd 283062DK0 Muni El Dorado Irrigation District 03/01/2022 06/16/2020 155,000.00 155,000.00 -- 155,666.50 666.50 0.739 0.269 AA 256350021 MIM-RCTC 2013 Residual Fund 4581X0CZ9 Non -US Gov Inter -American Development Bank 09/14/2022 09/30/2019 650,000.00 652,067.00 --- 664,287.00 13,256.90 1.750 0.234 AAA 256350023 MIM-Sr Lien Reserve Fund -1 9128285W6 TIPS United States Department of The Treasury 01/15/2029 08/26/2019 129,477.50 139,651.12 -- 148,315.18 10,390.09 0.875 -0.921 AAA 256350018 MIM-RCTC 91 TIFIA Reserve 9128285W6 TIPS United States Department of The Treasury 01/15/2029 --- 155,373.00 164,273.78 --- 177,978.22 15,252.41 0.875 -0.921 AAA 256350023 MBd-Sr Lien Reserve Fund -1 912828638 US Gov United States Department of The Treasury 11/15/2024 04/18/2017 795,000.00 806,210.74 -- 843,383.70 42,803.67 2.250 0.552 AAA 256350023 MIM-Sr Lien Reserve Fund -1 912828XB1 US Gov United States Department of The Treasury 05/15/2025 --- 1,250,000.00 1,278,552.74 --- 1,322,700.00 55,573.81 2.125 0.692 AAA 256350023 MBd-Sr Lien Reserve Fund -1 91282CAM3 US Gov United States Department of The Treasury 09/30/2025 10/30/2020 425,000.00 422,376.95 -- 414,341.00 (8,258.32) 0.250 0.819 AAA 256350023 MIM-Sr Lien Reserve Fund -1 91282CAE1 US Gov United States Department of The Treasury 08/15/2030 12/04/2020 90,000.00 87,148.83 --- 81,492.30 (5,745.16) 0.625 1.721 AAA 256350023 MIM-Sr Lien Reserve Fund -1 91282CAP6 US Gov United States Department of The Treasury 10/15/2023 03/08/2021 420,000.00 418,369.93 -- 418,572.00 164.45 0.125 0.259 AAA 256350023 MIM-Sr Lien Reserve Fund -1 912828ZF0 US Gov United States Department of The Treasury 03/31/2025 03/08/2021 365,000.00 362,889.84 --- 362,518.00 (404.41) 0.500 0.673 AAA 256350023 001M -Sr Lien Reserve Fund -1 9128286Q8 US Gov United States Department of The Treasury 04/30/2021 03/31/2021 180,000.00 180,020.01 -- 180,010.80 (9.21) 0.159 0.086 AAA 256350021 MIM-RCTC 2013 Residual Fund 912828L57 US Gov United States Department of The Treasury 09/30/2022 --- 2,150,000.00 2,158,926.57 --- 2,201,987.00 47,025.53 1.750 0.136 AAA 256350021 MBvI-RCTC 2013 Residual Fund 912828YK0 US Gov United States Department of The Treasury 1011/510j2 --- 1,820,000.00 1,830,721.10 -- 1,854,543.60 24,105.66 1.375 0.142 AAA Page of 41 RIVERSIDE RCTC COUNTY TRANSPORTATION COMMISSION 91 CIP STAMP Portfolio by Investment Category for quarter ended March 31, 2021 Source Account Account Identifier Security Type Category Issuer mat Maturity Trade Date Current Face Value Original Cost Next Call Date Base Market Value Base Net Total Unrealized Gain/Loss Coupon Yield Summarized Credit Rating 256350021 MIM-RCTC 2013 Residual Fund 912828ZD5 US Gov United States Department of The Treasury 03/15/2023 -- 1,560,000.00 1,572,206.84 -- 1,570,062.00 (26.22) 0.500 0.170 AAA 256350021 MIM-RCTC 2013 Residual Fund 912828T67 US Gov United States Department of The Treasury 10/31/2021 12/09/2019 480,000.00 476,306.25 --- 483,336.00 4,480.81 1.250 0.057 AAA 256350021 MIM-RCTC 2013 Residual Fund 912828ZP8 US Gov United States Department of The Treasury 05/15/2023 11/09/2020 810,000.00 808,354.69 --- 808,890.30 282.52 0.125 0.190 AAA 256350021 MIM-RCTC 2013 Residual Fund 91282CAP6 US Gov United States Department of The Treasury 10/15/2023 12/31/2020 350,000.00 349,753.91 --- 348,810.00 (965.06) 0.125 0.259 AAA 256350021 MIM-RCTC 2013 Residual Fund 9128286Q8 US Gov United States Department of The Treasury 04/30/2021 --- 2,045,000.00 2,045,706.29 --- 2,045,122.70 (112.97) 0.159 0.086 AAA 256350021 MIM-RCTC 2013 Residual Fund 912828743 US Gov United States Department of The Treasury 02/28/2022 12/30/2019 125,000.00 125,463.87 --- 126,895.00 1,697.09 1.750 0.093 AAA 256350018 MIM-RCTC 91 TIFIA Reserve 912828L57 US Gov United States Department of The Treasury 09/30/2022 09/10/2019 305,000.00 306,894.34 --- 312,374.90 6,433.18 1.750 0.136 AAA 256350018 MBd-RCTC 91 TIFIA Reserve 912828XB1 US Gov United States Department of The Treasury 05/15/2025 --- 710,000.00 744,402.74 --- 751,293.60 12,989.93 2.125 0.692 AAA 256350018 MIM-RCTC 91 TIFIA Reserve 912828YK0 US Gov United States Department of The Treasury 10/15/2022 --- 750,000.00 763,253.90 --- 764,235.00 5,509.47 1.375 0.142 AAA 256350018 MIM-RCTC 91 TIFIA Reserve 91282CAM3 US Gov United States Department of The Treasury 09/30/2025 10/30/2020 700,000.00 695,679.69 --- 682,444.00 (13,601.94) 0.250 0.819 AAA 256350018 MIM-RCTC 91 TIFIA Reserve 91282CAP6 US Gov United States Department of The Treasury 10/15/2023 --- 1,530,000.00 1,524,537.31 --- 1,524,798.00 (96.47) 0.125 0.259 AAA 256350018 MIM-RCTC 91 TIFIA Reserve 91282CAB1 US Gov United States Department of The Treasury 08/15/2030 12/04/2020 110,000.00 106,515.23 --- 99,601.70 (7,021.86) 0.625 1.721 AAA 256350018 MIM-RCTC 91 TIFIA Reserve 912828ZF0 US Gov United States Department of The Treasury 03/31/2025 03/08/2021 85,000.00 84,508.59 --- 84,422.00 (94.17) 0.500 0.673 AAA 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 04/20/2021 460,000.00 0.00 0.110 0.110 AAA 63,304,262.78 65,259,136.30 65,697,097.31 590,542.49 204 Page of 41 pi" RIVERSIDE COUNTY TRANSPORTATION COMMISSION 91 CIP STAMP Portfolio by Account for quarter ended March 31, 2021 ATTACHMENT 3 Source Security Typ Next Call Base Net Total Summarized Account 256350018 Account MIM-RCTC 91 TIFIA Reserve I.entifier 3130AFFX0 Category Agency Federal Home Loan Bank, Freddie Mac Final Maturity 11/16/2028 Tra.e late 09/11/2019 Current Face Value 200,000.00 Original Cast 222,450.00 late --- .use Market Value 224,974.00 Uorealize.Gaio/Loss 6,051.96 Con.on 3.250 Viel, 1.510 Cre •it'ating AAA 256350018 MIN-RCTC 91 TIFIA Reserve 3137EAEC9 Agency 08/12/2021 04/29/2020 270,000.00 273,044.52 --- 271,053.00 180.49 1.125 0.053 AAA 256350018 MIM-RCTC 91 TIFIA Reserve 3134GWND4 Agency Freddie Mac 08/12/2025 08/14/2020 325,000.00 324,545.00 08/12/2021 320,778.25 (3,822.49) 0.600 0.904 AAA 256350018 MIN-RCTC 91 TIFIA Reserve 3134GWTLO Agency Freddie Mac 09/28/2023 09/23/2020 315,000.00 314,952.75 09/28/2021 315,126.00 165.23 0.300 0.219 AAA 256350018 MIM-RCTC 91 TIFIA Reserve 3134GXDT8 Agency Freddie Mac 11/24/2023 11/19/2020 160,000.00 160,000.00 05/24/2021 159,825.60 (174.40) 0.350 0.391 AAA 256350018 MIM-RCTC 91 TIFIA Reserve 3137EADB2 Agency Freddie Mac 01/13/2022 06/06/2019 500,000.00 505,766.50 --- 508,995.00 7,224.68 2.375 0.077 AAA 256350018 MIM-RCTC 91 TIFIA Reserve 3130AIJZ8 Agency Federal Home Loan Banks 03/12/2024 02/26/2021 250,000.00 250,000.00 04/12/2021 250,032.50 32.50 0.500 0.471 AAA 256350018 MIM-RCTC 91 TIFIA Reserve 3136ADFF1 Agency CMO Federal National Mortgage Association 04/25/2023 06/10/2019 49,355.45 48,645.96 --- 49,683.66 756.95 1.500 0.502 AAA 256350018 MIM-RCTC 91 TIFIA Reserve 3137AS7D0 Agency CMO Freddie Mac 04/15/2039 06/14/2019 1,253.90 1,244.50 - 1,253.46 (0.44) 2.000 0.974 AAA 256350018 MIM-RCTC 91 TIFIA Reserve 3137B6DF5 Agency CMO Freddie Mac 11/15/2026 06/18/2019 108,414.10 107,287.61 - 110,661.52 3,041.16 2.000 0.431 AAA 256350018 MIM-RCTC 91 TIFIA Reserve 3136AGFQ0 Agency CMO Federal National Mortgage Association 12/25/2038 06/18/2019 22,342.67 22,624.57 - 22,414.39 52.31 3.500 0.728 AAA 256350018 MIM-RCTC 91 TIFIA Reserve 3137B3HX9 Agency CMO Freddie Mac 07/15/2038 06/20/2019 0.00 0.00 - (0.00) (0.00) 0.556 0.454 AAA 256350018 MIM-RCTC 91 TIFIA Reserve 38377YTL4 Agency CMO Government National Mortgage Association 05/20/2040 06/17/2019 70,227.90 69,372.00 - 71,233.56 1,780.16 2.000 1.243 AAA 256350018 MIM-RCTC 91 TIFIA Reserve 38378WUY7 Agency CMO Government National Mortgage Association 06/20/2041 06/12/2019 34,055.28 34,108,49 - 34,169.02 126.83 2.500 1.116 AAA 256350018 MIM-RCTC 91 TIFIA Reserve 3137B1UG5 Agency CMO Freddie Mac 01/25/2023 06/25/2019 200,000.00 204,101.56 - 207,272.00 5,419.42 2.637 0.341 AAA 256350018 MIM-RCTC 91 TIFIA Reserve 3136AGZA3 Agency CMO Federal National Mortgage Association 09/25/2030 06/25/2019 12,497.07 12,580.55 - 12,721.39 196.00 3.000 0.013 AAA 256350018 MIM-RCTC 91 TIFIA Reserve 3137AUPE3 Agency CMO Freddie Mac 06/25/2022 06/28/2019 200,000.00 201,773.44 - 204,184.00 3,677.69 2.396 0.352 AAA 256350018 MIM-RCTC 91 TIFIA Reserve 3137ATRW4 Agency CMO Freddie Mac 05/25/2022 06/28/2019 300,000.00 302,496.09 --- 305,688.00 5,063.82 2.373 0.306 AAA 256350018 MIM-RCTC 91 TIFIA Reserve 3137AXHPI Agency CMO Freddie Mac 09/25/2022 06/28/2019 150,000.00 152,232.42 - 154,249.50 3,389.02 2.573 0.384 AAA 256350018 MIM-RCTC 91 TIFIA Reserve 38377REV3 Agency CMO Government National Mort gage Association 10/20/2039 07/01/2019 24,251.02 24,732.25 - 24,611.15 142.84 3.500 0.798 AAA 256350018 MIM-RCTC 91 TIFIA Reserve 38378TAF7 Agency CMO Govemment National Mortgage Association 07/20/2041 07/05/2019 78,011.78 78,158.05 - 80,597.87 2,499.74 2.500 0.687 AAA 256350018 MIM-RCTC 91 TIFIA Reserve 38377QKH9 Agency CMO Government National Mortgage Association 08/20/2040 08/20/2019 25,157.34 25,614.30 - 25,879.35 317.56 3.000 1.172 AAA 256350018 MIM-RCTC 91 TIFIA Reserve 38376V2E6 Agency CMO Government National Mortgage Association 07/16/2039 08/06/2019 75,400.72 78,463.88 - 80,104.22 2,333.75 4.000 0.357 AAA 256350018 MIM-RCTC 91 TIFIA Reserve 383791M99 Agency CMO Government National Mortgage Association 02/16/2041 08/28/2019 12,025.49 12,103.00 - 12,127.35 88.77 2.500 0.995 AAA 256350018 MIM-RCTC 91 TIFIA Reserve 38378JZD7 Agency CMO Government National Mortgage Association 12/20/2040 10/16/2019 26,281.13 25,952.61 - 26,612.27 575.52 1.500 0.487 AAA 256350018 MIM-RCTC 91 TIFIA Reserve 38377RED3 Agency CMO Government National Mortgage Association 12/16/2025 12/11/2019 123,288.97 124,271.43 - 126,893.94 2,835.40 2.500 0.084 AAA 256350018 MIM-RCTC 91 TIFIA Reserve 38376WA62 Agency CMO Government National Mortgage Association 10/20/2039 12/17/2019 62,302.59 65,359.31 - 66,549.13 1,321.62 4.000 1.257 AAA 256350018 MIM-RCTC 91 TIFIA Reserve 38378FRB8 Agency CMO Government National Mortgage Association 07/20/2042 12/30/2019 145,776.25 143,635.16 - 149,392.96 5,795.13 2.000 1.319 AAA 256350018 MIM-RCTC 91 TIFIA Reserve 383770Z89 Agency CMO Government National Mortgage Association 10/20/2039 01/28/2020 24,141.02 24,669.10 - 24,645.08 140.79 3.500 0.260 AAA 256350018 MIM-RCTC 91 TIFIA Reserve 313785660 Agency CMO Freddie Mac 10/15/2028 02/07/2020 11,383.26 11,489.98 - 11,789.64 315.14 2.500 -0.083 AAA 256350018 MIM-RCTC 91 TIFIA Reserve 383761=9 Agency CMO Government National Mortgage Association 11/20/2039 01/29/2020 28,728.67 29,401.99 - 30,061.68 670.12 3.000 0.413 AAA 256350018 MIM-RCTC 91 TIFIA Reserve 38378AU90 Agency CMO Government National Mortgage Association 10/20/2026 04/28/2020 80,748.42 83,069.93 - 82,771.16 552.00 3.000 -0.645 AAA 256350018 MIM-RCTC 91 TIFIA Reserve 3137ABFH9 Agency CMO Freddie Mac 06/25/2021 --- 84,848.12 86,992.11 - 84,999.15 (31.65) 3.989 1.264 AAA 256350018 MIM-RCTC 91 TIFIA Reserve 3137AH6C7 Agency CMO Faaddie Mao 07/25/2021 06/07/2019 244,874.35 249,207.48 - 246,186.87 786.77 3.230 0.135 AAA 256350018 MIM-RCTC 91 TIFIA Reserve 3137B45W2 Agency CMO Freddie Mac 09/15/2030 12/30/2020 92,847.18 93,775.66 - 94,131.26 496.19 2.750 0.466 AAA 256350018 MIM-RCTC 91 TIFIA Reserve 38378PZN1 Agency CMO Government National Mortgage Association 03/16/2039 12/30/2020 37,047.67 37,111.35 - 37,056.56 (7.68) 2.500 0.910 AAA 256350018 MIM-RCTC 91 TIFIA Reserve 3136A8SX9 Agency CMO Federal National Mortgage Association 09/25/2027 02/04/2021 51,909.06 52,922.92 - 53,198.48 301.79 1.500 0.068 AAA 256350018 MIM-RCTC 91 TIFIA Reserve 3137AQQEl Agency CMO Freddie Mac 05/15/2027 --- 104,152.65 106,105.51 - 106,225.28 128.73 1.500 0.453 AAA 256350018 MIM-RCTC 91 TIFIA Reserve 3136ADZA0 Agency CMO Federal National Mortgage Association 04/25/2028 --- 131,169.45 132,803.01 - 133,041.24 244.99 1.250 0.356 AAA 256350018 MIM-RCTC 91 TIFIA Reserve 3136ABNZ2 Agency CMO Federal National Mort gage Association 11/25/2042 02/05/2021 63,065.61 64,326.93 - 64,878.74 561.16 2.000 0.243 AAA 256350018 MIM-RCTC 91 TIFIA Reserve 3137B9RN7 Agency CMO Freddie Mac 12/15/2027 02/05/2021 50,690.78 51,839.25 - 52,246.99 445.83 2.500 -0.463 AAA 256350018 MIM-RCTC 91 TIFIA Reserve 313660Y84 Agency CMO Federal National Mortgage Association 07/25/2028 02/05/2021 57,094.49 58,289.91 - 58,558.96 294.35 1.750 0.264 AAA 256350018 MIM-RCTC 91 TIFIA Reserve 38377LFC7 Agency CMO Government National Mortgage Association 12/20/2039 02/12/2021 52,933.01 53,487.16 - 53,569.80 102.70 2.500 0.958 AAA 256350018 MIM-RCTC 91 TIFIA Reserve 38378HAU0 Agency CMO Government National Mortgage Association 08/20/2027 --- 69,180.34 70,364.02 - 70,547.35 163.89 1.500 0.341 AAA 256350018 MIM-RCTC 91 TIFIA Reserve 3137BLW87 Agency CMO Freddie Mac 01/25/2025 02/04/2021 243,072.74 255,568.20 - 254,064.49 (1,017.50) 2.802 0.203 AAA 256350018 MIM-RCTC 91 TIFIA Reserve 3136AQZK9 Agency CMO Federal National Mortgage Association 11/25/2031 03/11/2021 87,688.37 90,500.57 - 90,408.46 (116.32) 2.000 0.593 AAA 256350018 MIM-RCTC 91 TIFIA Reserve 3137BB5D8 Agency CMO Freddie Mac 11/15/2043 03/26/2021 50,689.82 52,804.54 - 53,077.31 212.77 3.000 0.631 AAA 256350018 MIM-RCTC 91 TIFIA Reserve 3137B4HD1 Agency CMO Freddie Mac 12/15/2042 03/26/2021 25,918.58 27,518.24 - 27,498.84 (75.53) 4.500 0.580 AAA 256350018 MIM-RCTC 91 TIFIA Reserve 3620ARB67 Agency MBS Government National Mortgage Association 05/15/2025 06/10/2019 120,927.60 125,330.12 - 128,588.36 4,553.91 4.000 -0.326 AAA 256350018 MIM-RCTC 91 TIFIA Reserve 3620AFYR2 Agency MBS Government National Mortgage Association 12/15/2024 06/12/2019 57,698.96 59,576.44 - 61,338.61 2,330.57 4.000 -0.541 AAA 256350018 MIM-RCTC 91 TIFIA Reserve 36297GCD0 Agency MBS Government National Mortgage Association 02/15/2025 06/12/2019 56,632.23 59,014.77 - 59,647.89 1,369.59 4.500 0.856 AAA 256350018 MIM-RCTC 91 TIFIA Reserve 3620A9T35 Agency MBS Government National Mortgage Association 11/15/2024 06/13/2019 98,378.98 101,583.98 - 104,610.30 4,009.25 4.000 -0.733 AAA 256350018 MIM-RCTC 9I TIFIA Reserve 3620C4SU5 Agency MBS Govemment National Mortgage Association 09/15/2025 06/12/2019 60,155.98 62,381.28 - 63,969.87 2,202.42 4.000 0.108 AAA 256350018 MIM-RCTC 91 TIFIA Reserve 38378KW47 Agency MBS Government National Mortgage Association 08/16/2035 06/13/2019 46,918.09 46,654,18 --- 46,967.83 128.89 2.150 0.781 AAA 256350018 MIM-RCTC 91 TIFIA Reserve 3137AWQG3 Agency MBS Freddie Mac 04/25/2022 06/07/2019 133,373.66 131,894.05 - 134,227.26 1,541.36 1.583 0.282 AAA 256350018 MIM-RCTC 9I TIFIA Reserve 31 7131138 Agency MBS Freddie Mac 11/25/2022 --- 645,000.00 652,086,14 - 665,491.65 17,616,99 2.510 0.332 AAA 256350018 MIM-RCTC 91 TIFIA Reserve 313704134 1 Agency MBS Freddie Mac 01/25/2028 06/27/2019 150,000.00 163,248.05 - 169,005.00 8,343.21 3.600 1.578 AAA 256350018 MIM-RCTC 9I TIFIA Reserve 3137B1U75 Agency MBS Freddie Mac 01/25/2023 06/27/2019 305,991.06 308,943.40 --- 313,585.76 6,448.45 2.522 0.274 AAA 256350018 MIM-RCTC 91 TIFIA Reserve 3137BM6P6 Agency MBS Freddie Mac 08/25/2022 06/28/2019 198,847.40 204,253.57 - 204,118.85 3,269.00 3.090 0.681 AAA 256350018 MIM-RCTC 91 TIFIA Reserve 3137F4CY6 Agency MBS Freddie Mac 09/25/2024 06/28/2019 190,000.00 195,907.81 --- 202,921.90 9,081.82 2.920 0.806 AAA 256350018 MIM-RCTC 91 TIFIA Reserve 31370BAJ5 Agency MBS Freddie Mac 08/25/2027 06/26/2019 200,000.00 211,593.75 - 220,702.00 11,584.08 3.281 1.481 AAA 256350018 MIM-RCTC 91 TIFIA Reserve 31419AM53 Agency MBS Federal National Mortgage Association 08/01/2024 06/28/2019 37,853.53 39,249.38 --- 38,833.94 331.49 5.500 0.864 AAA 256350018 MIM-RCTC 91 TIFIA Reserve 3136AHAE0 Agency MBS Federal National Mortgage Association 04/25/2023 06/28/2019 34,156.60 34,471.87 - 34,397.06 (102.59) 2.548 1.913 AAA 256350018 MIM-RCTC 91 TIFIA Reserve 3138EJPZ5 Agency MBS Federal National Mortgage Association 07/01/2022 07/22/2019 206,154.72 209,915.43 - 209,521.23 895,81 2.996 1.609 AAA 256350018 MIM-RCTC 91 TIFIA Reserve 38378KWU9 Agency MBS Government National Mortgage Association 11/16/2041 --- 18,597.67 17,781.98 - 18,659.41 481.97 1.400 0.828 AAA 256350018 MIM-RCTC 91 TIFIA Reserve 3137BSRZ8 Agency MBS Freddie Mac 09/25/2022 06/28/2019 76,114.03 77,615.50 - 78,004.70 814.92 2.838 0.767 AAA 256350018 MIM-RCTC 91 TIFIA Reserve 38378NWU3 Agency MBS Govemmeat National Mortgage Association 06/16/2048 06/27/2019 0.00 0.00 - (0.00) (0.00) 3.005 1.087 AAA 256350018 MIM-RCTC 91 TIFIA Reserve 3137FNAD2 Agency MBS Freddie Mac 11/25/2028 08/01/2019 145,899.53 148,811.39 --- 155,356.73 7,320.15 2.631 1.053 AAA 256350018 MIM-RCTC 91 TIFIA Reserve 3138LFGP7 Agency MBS Federal National Mortgage Association 10/01/2028 08/07/2019 297,838.85 307,972.35 - 314,964.58 7,999.36 2.550 1.820 AAA 256350018 MIM-RCTC 91 TIFIA Reserve 3138EKXL4 Agency MBS Federal National Mortgage Association 03/01/2023 08/21/2019 38,686.57 39,121.79 - 39,514.46 422.17 2.325 1.230 AAA 205 Page 8 of 41 OFRIVERSIDE COUNTY TRANSPORTATION COMMISSION 91 CIP STAMP Portfolio by Account for quarter ended March 31, 2021 Source Security Type Next Call Base Net Total Summarized Account Account Identifier Category Issuer Final Maturity Trade Date Current Face Value Original Cost Date Base Market Value Unrealized Gain/Loss Coupon Yield Credit Rating 256350018 MIM-RCTC 91 TIFIA Reserve 2563500/8 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 TTFIA Reserve 256350018 MIM-RCTC 91 TIFIA Reserve 256350018 MIM-RCTC 91 TTFIA Reserve 256350018 MIM-RCTC 91 TIFIA Reserve 256350018 MIM-RCTC 91 TTFIA Reserve 256350018 MIM-RCTC 91 TIFIA Reserve 256350018 MIM-RCTC 91 T1FIA Reserve 256350018 MIM-RCTC 91 TIFIA Reserve 256350018 MIM-RCTC 91 TIFIA Reserve 256350018 MIM-RCTC 91 TIFIA Reserve 256350018 MIM-RCTC 91 TINA Reserve 256350018 MIM-RCTC 91 TTFIA Reserve 256350018 MIM-RCTC 91 TIFIA Reserve 256350018 MIM-RCTC 91 TIFIA Reserve 256350018 MIM-RCTC 91 TWA Reserve 256350018 MIM-RCTC 91 TIFIA Reserve 256350018 MIM-RCTC 91 TINA Reserve 256350018 MIM-RCTC 91 TWA 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 TWA Reserve 256350018 MIM-RCTC 91 TIFIA Reserve 256350018 MIM-RCTC 91 TIFIA Reserve 256350018 MIM-RCTC 91 TIFIA Reserve 256350018 MIM-RCTC 91 TWA Reserve 256350018 MIM-RCTC 91 TIFIA Reserve 256350018 MIM-RCTC 91 TIFIA Reserve 256350018 MIM-RCTC 91 TINA Reserve 256350018 MIM-RCTC 91 TWA 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 TWA Reserve 256350018 MIM-RCTC 91 TIFIA Reserve 256350018 MIM-RCTC 91 TIFIA Reserve 256350018 MIM-RCTC 91 TTFIA Reserve 256350018 MIM-RCTC 91 TWA 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 CCYUSD Currency UNITED STATES OF AMERICA 03/31/2021 --- 0.00 (0.00) --- (0.00) 0.00 0.000 0.000 AAA 256350018 MIM-RCTC 91 TIFIA Reserve 256350018 MIM-RCTC 91 TIFIA Reserve 31846V401 MM Fund First American Funds, Inc. - Government Obligations Fund 03/31/2021 256350018 MIM-RCTC 91 TIFIA Reserve 9128285W6 TIPS United States Department of The Treasury 01/15/2029 - 155,373.00 164,273.78 - 177,978.22 15,252.41 0.875 -0.921 AAA 256350018 MIM-RCTC 91 TINA Reserve 256350018 MIM-RCTC 91 TIFIA Reserve 912828XB1 US Gov United States Department of The Treasury 05/15/2025 - 710,000.00 744,402.74 - 751,293.60 12,989.93 2.125 0.692 AAA 256350018 MIM-RCTC 91 TINA Reserve 256350018 MIM-RCTC 91 TIFIA Reserve 91282CAM3 US Gov United States Department of The Treasury 09/30/2025 10/30/2020 700,000.00 695,679.69 - 682,444.00 (13,601.94) 0.250 0.819 AAA 256350018 MIM-RCTC 91 TINA Reserve 256350018 MIM-RCTC 91 TIFIA Reserve 91282CAE1 US Gov United States Department of The Treasury 08/15/2030 12/04/2020 110,000.00 106,515.23 - 99,601.70 (7,021.86) 0.625 1.721 AAA 256350018 MIM-RCTC 91 TINA Reserve 3136A7MN9 Agency MBS 3137FL6P4 Agency MBS Freddie Mac 3137BP4K2 Agency MBS Freddie Mac 3138L2QG5 Agency MBS Federal National Mortgage Association 36178NB99 Agency MBS Government National Mortgage Association 36202FA30 Agency MBS Government National Mortgage Association 3137BJQ71 Agency MBS Freddie Mac 3137BLAC2 Agency MBS Freddie Mac 36179M4J6 Agency MBS Government National Mortgage Association 36202F2H8 Agency MBS Government National Mortgage Association 3137FPJF3 Agency MBS Freddie Mac 3137FQ3Y7 Agency MBS Freddie Mac 31417YKF3 Agency MBS Federal National Mortgage Association 36179RFD6 Agency MBS Government National Mortgage Association 36179NICP2 Agency MBS Government National Mortgage Association 36179MU24 Agency MBS Government National Mortgage Association 36179MZV5 Agency MBS Government National Mortgage Association 36179MEK2 Agency MBS Government National Mortgage Association 3140JAU97 Agency MBS Federal National Mortgage Association 3138EIRP5 Agency MBS Federal National Mortgage Association 36179M1132 Agency MBS Government National Mortgage Association 3128MMUL5 Agency MBS Freddie Mac 3620ARZE4 Agency MBS Government National Mortgage Association 36176XE21 Agency MBS Government National Mortgage Association 31397UPF0 Agency MBS Federal National Mortgage Association 36179NAJ7 Agency MBS Government National Mortgage Association 3137BVZ74 Agency MBS Freddie Mac 3132A85Y1 Agency MBS Freddie Mac 3132A9T64 Agency MBS Freddie Mac 3137FMD66 Agency MBS Freddie Mac 3138X0ZY7 Agency MBS Federal National Mortgage Association 3137FWHY9 Agency MBS Freddie Mac 31418A8439 Agency MBS Federal National Mortgage Association 3137FBAB2 Agency MBS Freddie Mac 3128MENS6 Agency MBS Freddie Mac 3132AEFC5 Agency MBS Freddie Mac 36179RHM4 Agency MBS Government National Mortgage Association 36179TF83 Agency MBS Government National Mortgage Association 314016FU6 Agency MBS Federal National Mortgage Association 3137B7YX1 Agency MBS Freddie Mac 3137BYPQ7 Agency MBS Freddie Mac 3132AEFK7 Agency MBS Freddie Mac 3132AEF68 Agency MBS Freddie Mac 31418DVU3 Agency MBS Federal National Mortgage Association 3140X40190 Agency MBS Federal National Mortgage Association 31307NP40 Agency MBS Freddie Mac 3140X9VK8 Agency MBS Federal National Mortgage Association 3138ETQP4 Agency MBS Federal National Mortgage Association 36176XQB8 Agency MBS Government National Mortgage Association 314028382 Agency MBS Federal National Mortgage Association 3138WEMJ5 Agency MBS Federal National Mortgage Association 3131X83H7 Agency MBS Freddie Mac 31418DXH0 Agency MBS Federal National Mortgage Association 3138EQRJ3 Agency MBS Federal National Mortgage Association 3128MMT52 Agency MBS Freddie Mac 31418DQ47 Agency MBS Federal National Mortgage Association 31418DYF3 Agency MBS Federal National Mortgage Association 314078ME0 Agency MBS Federal National Mortgage Association 36179NAH1 Agency MBS Government National Mortgage Association Federal National Mortgage Association 05/25/2022 01/25/2029 09/09/2019 03/25/2026 09/09/2019 01/01/2028 09/09/2019 08/15/2027 10/11/2019 09/20/2024 10/23/2019 05/25/2025 10/30/2019 06/25/2025 03/20/2028 11/20/2019 01/20/2027 12/12/2019 132,540.21 135,812.30 --- 139,294.46 3,792.66 3.000 0.562 AAA 06/25/2029 01/08/2020 07/25/2029 01/08/2020 195,420.27 195,488.97 --- 204,091.07 8,667.34 2.190 1.159 AAA 01/01/2030 06/20/2030 05/01/2020 08/20/2028 04/28/2020 12/20/2027 04/28/2020 02/20/2028 04/28/2020 06/20/2027 04/28/2020 05/01/2023 05/20/2020 06/01/2021 06/18/2019 12/20/2027 06/22/2020 02/01/2031 06/22/2020 02/15/2026 06/22/2020 03/15/2027 06/22/2020 06/25/2021 06/10/2019 04/20/2028 06/30/2020 08/25/2026 07/09/2020 09/01/2032 08/12/2020 10/01/2032 08/14/2020 05/25/2026 08/18/2020 07/01/2028 08/31/2020 09/25/2030 09/15/2020 12/01/2027 09/22/2020 08/25/2027 09/22/2020 01/01/2029 10/01/2020 11/01/2030 10/14/2020 07/20/2030 10/27/2020 09/20/2032 10/26/2020 10/01/2032 11/03/2020 04/25/2023 12/23/2020 04/25/2024 11/30/2020 04/01/2033 01/14/2021 01/01/2033 133,150.06 144,933.85 - 144,788.71 (124.29) 3.500 0.418 AAA 01/01/2031 01/21/2021 06/01/2032 02/02/2021 07/01/2030 02/05/2021 02/01/2035 02/10/2021 06/01/2031 02/11/2021 05/15/2027 02/23/2021 10/01/2028 02/26/2021 05/01/2030 02/26/2021 04/01/2028 02/26/2021 39,083.58 40,805.71 --- 40,817.33 (3.13) 2.500 0.595 AAA 02/01/2036 02/24/2021 11/01/2030 02/24/2021 70,776.83 76,085.09 --- 76,644.23 588.69 3.500 0.055 AAA 10/01/2030 02/24/2021 07/01/2035 02/24/2021 185,877.09 192,586.09 - 191,336.30 (1,177.33) 2.000 1.280 AAA 04/01/2031 03/18/2021 12/01/2032 03/18/2021 04/20/2028 03/26/2021 08/22/2019 100,309.30 275,000.00 200,000.00 250,874.39 101,120.40 307,108.40 210,125.00 266,211.06 102,007.54 309,628.00 214,794.00 272,336.69 33,312.78 26,403.65 1,306.73 7,574.50 3.563 1.785 7,071.34 2.849 1.257 7,036.87 3.010 1.851 1,000.51 2.500 0.601 AAA 2.349 0.122 AAA AAA AAA AAA 31,992.45 24,757.29 25,794.01 32,347.37 888.78 4.500 -0.589 AAA 200,000.00 206,296.88 - 214,602.00 9,920.96 2.770 0.927 AAA 150,000.00 159,648.05 122,771.35 124,248.45 - 127,770.60 3,646.57 2.500 0.725 AAA 163,708.50 6,455.61 3.284 0.940 AAA 194,933.27 195,816.56 - 204,492.80 8,918.89 2.258 0.979 AAA 47,894.09 52,347.59 - 52,563.77 500.47 4.500 0.585 AAA 18,461.45 19,372.98 - 19,454.31 31.60 3.000 1.150 AAA 67,504.43 70,394.46 - 70,256.59 (61.96) 2.500 0.796 AAA 48,833.92 50,924.63 - 50,345.33 (496.38) 2.500 1.091 64,684.89 67,454.22 - 67,318.21 (13.01) 2.500 0.709 AAA 83,843.67 87,433.23 - 86,434.44 (770.41) 2.500 1.026 50,281.68 52,277.23 - 51,442.68 (256.40) 2.596 1.181 AAA 15,922.16 16,402.48 - 15,922.96 (41.36) 4.244 3.092 87,200.70 91,887.74 - 91,867.68 (13.17) 3.000 0.722 AAA 110,999.69 116,202.79 - 115,943.61 (459.95) 2.500 1.047 84,127.75 88,018.66 - 88,817.87 900.03 3.000 -0.158 149,230.01 156,365.07 - 157,549.58 1,235.14 3.000 0.202 AAA 57,877.38 58,826.94 - 57,855.39 (21.99) 3.763 0.525 33,314.50 35,162.42 - 35,100.49 (9.97) 3.000 0.781 AAA 302,173.15 323,596.75 - 323,261.81 3,590.43 3.045 0.291 223,375.22 235,416.55 - 232,399.57 (3,100.15) 2.500 1.170 AAA 150,442.03 158,551.80 - 158,860.77 (489.91) 3.000 1.203 AAA 82,743.17 87,035.46 - 85,680.55 (1,838.45) 2.283 1.130 AAA 41,534.52 43,643.69 - 43,374.91 (163.83) 2.500 0.645 AAA 194,375.15 193,403.27 - 184,467.84 (8,972.46) 0.826 1.688 AAA 47,444.71 49,535.25 - 49,546.98 35.01 2.500 0.482 AAA 130,000.00 142,690.23 - 140,155.60 (942.00) 3.038 0.123 AAA 39,295.31 41,124.98 - 40,915.45 (122.56) 2.500 0.729 AAA 431,764.00 464,753.47 - 466,227.40 2,944.26 3.500 0.132 AAA 84,719.95 89,750.20 - 90,444.48 745.29 3.500 0.859 AAA 84,899.70 90,338.60 - 90,656.75 (36.55) 3.500 1.135 AAA 98,373.98 105,014.22 - 105,630.04 681.12 3.000 0.678 AAA 146,310.24 149,945.14 - 149,780.72 195.26 2.592 -0.024 AAA 225,407.37 240,639.98 - 238,553.13 (543.50) 2.905 0.770 AAA 92,132.75 100,223.16 - 99,561.41 (707.76) 3.500 0.666 AAA 193,065.70 201,753.66 - 199,728.40 (1,883.01) 2.000 0.995 AAA 179,682.71 189,621.41 - 186,941.89 (2,795.45) 2.500 1.178 AAA 213,415.58 229,021.60 - 226,391.25 (2,485.40) 3.000 0.756 AAA 243,839.38 261,441.54 - 257,391.97 (4,128.23) 3.000 0.983 AAA 97,539.78 105,769.70 - 106,402.24 748.64 3.500 -0.077 AAA 48,323.66 50,558.62 - 51,017.70 446.74 3.000 0.289 AAA 106,299.67 111,116.37 - 111,216.03 58.23 2.500 0.519 AAA 67,249.51 70,527.93 - 70,509.10 (45.75) 2.500 0.757 AAA 198,802.01 206,132.84 - 204,139.85 (1,904.35) 2.000 1.407 AAA 129,229.22 135,367.60 - 134,981.21 (351.15) 2.500 0.956 AAA 40,000.00 41,268.75 - 41,384.40 112.97 2.000 1.054 AAA 59,311.29 63,259.20 - 62,894.88 (440.02) 3.000 0.877 AAA 151,602.70 157,808.94 - 157,360.57 (610.95) 2.500 0.852 AAA CCYUSD Currency UNITED STATES OF AMERICA 03/31/2021 0.00 (43,410.25) - (43,410.25) 0.00 0.000 0.000 AAA 0.00 143,181.47 --- 143,181.47 0.00 0.010 0.010 AAA 912828L57 US Gov United States Department of The Treasury 09/30/2022 09/10/2019 305,000.00 306,894.34 --- 312,374.90 6,433.18 1.750 0.136 AAA 912828YK0 US Gov United States Department of The Treasury 10/15/2022 --- 750,000.00 763,253.90 --- 764,235.00 5,509.47 1.375 0.142 AAA 91282CAP6 US Gov United States Department of The Treasury 10/15/2023 --- 1,530,000.00 1,524,537.31 - 1,524,798.00 (96.47) 0.125 0.259 AAA 912828ZF0 US Gov United Slates Department of The Treasury 03/31/2025 03/08/2021 85,000.00 84,508.59 --- 84,422.00 (94.17) 0.500 0.673 AAA 20,128,438.58 20,821,817.36 20,944,164.98 207,336.98 256350021 MIM-RCTC 2013 Residual Fund 3134GV6H6 Agency Freddie Mac 10/20/2022 07/22/2020 400,000.00 399,960.00 07/20/2021 400,132.00 159.71 0.320 0.211 AAA 256350021 MIM-RCTC 2013 Residual Fund 3134GWTLO Agency Freddie Mac 09/28/2023 09/23/2020 270,000.00 269,959.50 09/28/2021 270,108.00 141.63 0.300 0.219 AAA 256350021 MIM-RCTC 2013 Residual Fund 3134GWY42 Agency Freddie Mac 10/13/2023 10/07/2020 300,000.00 299,850.00 10/13/2021 299,730.00 (143.26) 0.300 0.336 AAA 256350021 MIM-RCTC 2013 Residual Fund 3136G46A6 Agency Federal National Mortgage Association 10/27/2023 10/20/2020 415,000.00 414,896.25 10/27/2021 415,087.15 176.14 0.300 0.263 AAA 206 Page 9 of 41 OFRIVERSIDE COUNTY TRANSPORTATION COMMISSION 91 CIP STAMP Portfolio by Account for quarter ended March 31, 2021 Source Security Type Next Call Base Net Total Summarized Account Account Identifier Category Issuer Final Maturity Trade Date Current Face Value Original Cost Date Base Market Value Unrealized Gain/Loss Coupon Yield Credit Rating 256350021 MIM-RCTC 2013 Residual Fund 256350021 MIM-RCTC 2013 Residual Fund 3137A2PV7 Agency CMO Freddie Mac 256350021 MIM-RCTC 2013 Residual Fund 31394GUX9 Agency CMO Freddie Mac 256350021 MIM-RCTC 2013 Residual Fund 3136A72D3 Agency CMO Federal National Mortgage Association 256350021 MIM-RCTC 2013 Residual Fund 38377REV3 Agency CMO Government National Mortgage Association 256350021 MIM-RCTC 2013 Residual Fund 3137AYCE9 Agency CMO Freddie Mac 256350021 MIM-RCTC 2013 Residual Fund 3137GAUY1 Agency CMO Freddie Mac 256350021 MIM-RCTC 2013 Residual Fund 3137ATRW4 Agency CMO Freddie Mac 256350021 MIM-RCTC 2013 Residual Fund 38378PPK8 Agency CMO Government National Mortgage Association 256350021 MIM-RCTC 2013 Residual Fund 3137ADT16 Agency CMO Freddie Mao 256350021 MIM-RCTC 2013 Residual Fund 3137ABFH9 Agency CMO Freddie Mac 256350021 MIM-RCTC 2013 Residual Fund 3137AH6C7 Agency CMO Freddie Mac 256350021 MIM-RCTC 2013 Residual Fund 3133Q5GZ3 Agency CMO Freddie Mac 256350021 MIM-RCTC 2013 Residual Fund 3137BLW87 Agency CMO Freddie Mac 256350021 MIM-RCTC 2013 Residual Fund 3137B1UF7 Agency MBS Freddie Mac 256350021 MIM-RCTC 2013 Residual Fund 3137AWQG3 Agency MBS Freddie Mac 256350021 MIM-RCTC 2013 Residual Fund 3620ARB67 Agency MBS Government National Mortgage Association 256350021 MIM-RCTC 2013 Residual Fund 38378KW47 Agency MBS Government National Mortgage Association 256350021 MIM-RCTC 2013 Residual Fund 314016DU8 Agency MBS Federal National Mortgage Association 256350021 MIM-RCTC 2013 Residual Fund 3138FYX14 Agency MBS Federal National Mortgage Association 256350021 MIM-RCTC 2013 Residual Fund 3136AMM48 Agency MBS Federal National Mortgage Association 256350021 MIM-RCTC 2013 Residual Fund 36178NB99 Agency MBS Government National Mortgage Association 256350021 MIM-RCTC 2013 Residual Fund 3132G5AV1 Agency MBS Freddie Mac 256350021 MIM-RCTC 2013 Residual Fund 36179M416 Agency MBS Government National Mortgage Association 03/20/2028 11/20/2019 102,309.46 103,540.37 106,475.50 3,038.81 2.500 0.725 AAA 256350021 MIM-RCTC 2013 Residual Fund 36202F2H8 Agency MBS Government National Mortgage Association 256350021 MIM-RCTC 2013 Residual Fund 36179RFD6 Agency MBS Government National Mortgage Association 06/20/2030 05/01/2020 49,230.54 51,661.30 51,878.15 84.26 3.000 1.150 AAA 256350021 MIM-RCTC 2013 Residual Fund 36179Q2A8 Agency MBS Government National Mortgage Association 256350021 MIM-RCTC 2013 Residual Fund 3622A2GC0 Agency MBS Government National Mortgage Association 03/15/2028 04/30/2020 184,951.94 192,407.81 192,584.90 620.81 2.500 0.581 AAA 256350021 MIM-RCTC 2013 Residual Fund 31397UPF0 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 31381RLL6 Agency MBS Federal National Mortgage Association 256350021 MIM-RCTC 2013 Residual Fund 3137BJP56 Agency MBS Freddie Mac 01/25/2025 07/23/2020 40,831.52 42,574.83 42,568.49 280.17 2.697 0.216 AAA 256350021 MIM-RCTC 2013 Residual Fund 3137BFE80 Agency MBS Freddie Mac 08/25/2024 07/15/2020 274,033.61 286,151.03 284,107.08 217.06 2.720 0.436 AAA 256350021 MIM-RCTC 2013 Residual Fund 31381RZ23 Agency MBS Federal National Mortgage Association 08/01/2021 11/02/2018 58,360.00 59,226.28 58,340.16 (6.77) 3.840 3.215 AAA 256350021 MIM-RCTC 2013 Residual Fund 3132A85Y1 Agency MBS Freddie Mac 09/01/2032 08/12/2020 279,925.91 295,015.67 291,234.92 (3,884.98) 2.500 1.170 AAA 256350021 MIM-RCTC 2013 Residual Fund 3132AEFC5 Agency MBS Freddie Mac 11/01/2030 10/14/2020 167,032.79 179,795.14 180,365.34 1,139.01 3.500 0.132 AAA 256350021 MIM-RCTC 2013 Residual Fund 3140J7Q32 Agency MBS Federal National Mortgage Association 10/01/2031 10/20/2020 43,187.77 46,507.83 47,060.85 656.24 3.500 -0.171 AAA 256350021 MIM-RCTC 2013 Residual Fund 314018ME0 Agency MBS Federal National Mortgage Association 12/01/2032 12/30/2020 93,861.55 100,138.55 99,532.66 (582.64) 3.000 0.877 AAA 256350021 MIM-RCTC 2013 Residual Fund 31307NTZ7 Agency MBS Freddie Mac 11/01/2028 01/13/2021 246,163.46 258,048.54 257,058.65 (801.08) 2.500 0.623 AAA 256350021 MIM-RCTC 2013 Residual Fund 3128MMUL5 Agency MBS Freddie Mac 02/01/2031 01/19/2021 59,080.47 62,200.67 61,711.91 (577.33) 2.500 1.047 AAA 256350021 MIM-RCTC 2013 Residual Fund 3137APP61 Agency MBS Freddie Mac 01/25/2022 09/06/2019 12,517.55 12,721.93 12,718.83 143.11 2.789 0.327 AAA 256350021 MIM-RCTC 2013 Residual Fund 3140X4H90 Agency MBS Federal National Mortgage Association 06/01/2032 02/02/2021 226,967.63 239,521.78 236,137.12 (3,531.09) 2.500 1.178 AAA 256350021 MIM-RCTC 2013 Residual Fund 3140X9VK8 Agency MBS Federal National Mortgage Association 02/01/2035 02/10/2021 121,919.69 130,720.77 128,695.99 (2,064.11) 3.000 0.983 AAA 256350021 MIM-RCTC 2013 Residual Fund 3137AXHN6 Agency MBS Freddie Mac 02/25/2022 01/25/2018 5,712.83 5,634.28 5,733.97 40.77 1.749 0.176 AAA 256350021 MIM-RCTC 2013 Residual Fund 3137B7YY9 Agency MBS Freddie Mac 01/25/2024 02/26/2021 120,000.00 129,506.25 129,010.80 (215.41) 3.490 0.519 AAA 256350021 MIM-RCTC 2013 Residual Fund 31418DYF3 Agency MBS Federal National Mortgage Association 04/01/2031 03/18/2021 50,000.00 51,585.94 51,730.50 141.22 2.000 1.054 AAA 256350021 MIM-RCTC 2013 Residual Fund 65478DAD9 Asset Backed Nissan Auto Receivables 2018-A Owner Trust 05/16/2022 06/29/2018 6,781.79 6,746.82 6,791.83 11.75 2.650 0.709 AAA 256350021 MIM-RCTC 2013 Residual Fund 65478HAD0 Asset Backed Nissan Auto Receivables 2017-C Owner Trust 04/18/2022 09/25/2018 2,368.53 2,331.62 2,370.12 2.40 2.120 0.370 AAA 256350021 MIM-RCTC 2013 Residual Fund 38013FAD3 Asset Backed GM Financial Consumer Automobile Receivables Trust 2018-4 10/16/2023 07/24/2019 39,498.43 40,222.06 - 40,079.85 362.12 3.210 0.232 AAA 256350021 MIM-RCTC 2013 Residual Fund 8716SLBB6 Asset Backed Synchrony Credit Card Master Note Trust 2016-2 05/15/2024 08/02/2019 160,000.00 160,387.50 --- 160,374.40 346.41 2.210 0.370 AAA 256350021 MIM-RCTC 2013 Residual Fund 26209AAE1 Asset Backed Drive Auto Receivables Trust 2019-4 256350021 MIM-RCTC 2013 Residual Fund 12596EAC8 Asset Backed CNH Equipment Trust 2018-B 11/15/2023 12/05/2019 111,173.22 112,988.47 --- 113,019.80 1,104.78 3.190 0.211 AAA 256350021 MIM-RCTC 2013 Residual Fund 14315XAC2 Asset Backed Carmax Auto Owner Trust 2020-1 256350021 MIM-RCTC 2013 Residual Fund 14041NFUO Asset Backed Capital One Multi -Asset Execution Trust, Seres 2019-2 256350021 MIM-RCTC 2013 Residual Fund 34528QHK3 Asset Backed Ford Credit Flcorplan Master Owner Trust A, Series 2020-1 09/15/2025 09/15/2020 225,000.00 224,986.86 - 225,470.25 484.64 0.700 0.614 AAA 256350021 MIM-RCTC 2013 Residual Fund 43813KAA0 Asset Backed Honda Auto Receivables 2020-3 Owner Trust 256350021 MIM-RCTC 2013 Residual Fund 14315PAB1 Asset Backed Camrax Auto Owner Trust 2019-3 256350021 MIM-RCTC 2013 Residual Fund 98162HAC4 Asset Backed World Omni Automobile Lease Securitization Trust 2020-A 01/17/2023 02/04/2021 235,000.00 239,773.44 --- 239,206.50 (9.17) 1.700 0.104 AAA 256350021 MIM-RCTC 2013 Residual Fund 34528QFY5 Asset Backed Ford Credit Floorplan Master Owner Trost A 256350021 MIM-RCTC 2013 Residual Fund 98162YAD5 Asset Backed World Onmi Auto Receivables Trust 2019-A 256350021 MIM-RCTC 2013 Residual Fund 92347YAA2 Asset Backed Verizon Owner Trust 2019-A 256350021 MIM-RCTC 2013 Residual Fund 34528QFU3 Asset Backed Ford Credit Flcorplan Master Owner Trust A, 2017-3 09/15/2022 02/12/2021 100,000.00 103,445.31 - 103,097.00 (73.12) 2.480 0.346 AAA 256350021 MIM-RCTC 2013 Residual Fund 14315XAD0 Asset Backed Carmax Auto Owner Trust 2020-1 256350021 MIM-RCTC 2013 Residual Fund 86787EBD8 Corporate Tmist Bank 05/17/2022 05/14/2019 50,000.00 50,000.00 04/17/2022 50,282.50 282.50 0.782 0.266 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 100,580.00 580.00 0.802 0.281 A 256350021 MIM-RCTC 2013 Residual Fund 05531FBH Corporate Trnist Financial Corporation 256350021 MIM-RCTC 2013 Residual Fund 17308CC46 Corporate Citigrcup Inc. 11/04/2022 10/28/2019 195,000.00 195,000.00 11/04/2021 197,061.15 2,061.15 2.312 0.528 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 250,467.50 467.50 0.501 0.329 A 256350021 MIM-RCTC 2013 Residual Fund 14913Q2X6 Corporate Caterpillar Financial Services Corporation 256350021 MIM-RCTC 2013 Residual Fund 14913R2D8 Corporate Caterpillar Financial Services Corporation 256350021 MIM-RCTC 2013 Residual Fund 438516CC8 Corporate Honeywell International Inc. 08/19/2022 08/17/2020 265,000.00 265,000.00 08/19/2021 265,243.80 243.80 0.483 0.243 A 256350021 MIM-RCTC 2013 Residual Fund 06051GHC6 Corporate Bank of America Corporation 12/20/2023 10/09/2020 185,000.00 194,412.80 12/20/2022 192,401.85 (23.63) 3.004 0.660 A 256350021 MIM-RCTC 2013 Residual Fund 46647PAY2 Corporate JPMorgan Chase & Co. 12/05/2024 495,000.00 544,824.45 12/05/2023 537,010.65 (3,356.19) 4.023 0.812 A 256350021 MIM-RCTC 2013 Residual Fund 06051GJH3 Corporate Bank of America Corporation 10/24/2024 11/05/2020 205,000.00 205,604.75 10/24/2023 205,498.15 (26.71) 0.810 0.714 A 256350021 MIM-RCTC 2013 Residual Fund 6!74468T9 Corporate Morgan Stanley 11/10/2023 11/09/2020 380,000.00 380,000.00 11/10/2022 380,110.20 110.20 0.560 0.517 A 256350021 MIM-RCTC 2013 Residual Fund 38141GXL3 Corporate The Goldman Sachs Group, Inc. 11/ 17,2023 --- 485,000.00 486,140.00 11/17/2022 485,038.80 (954.32) 0.627 0.594 A 31397LUK3 Agency CMO Federal National Mortgage Association 06/25/2023 09/15/2022 06/03/2019 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 05/25/2022 08/19/2019 12/20/2038 01/08/2020 04/25/2021 03/11/2020 06/25/2021 03/15/2019 07/25/2021 03/11/2020 09/25/2033 01/05/2021 01/25/2025 02/04/2021 09/25/2022 01/25/2018 04/25/2022 20,839.64 20,452.15 - 20,973.01 272.19 1.583 0.282 AAA 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 08/15/2027 10/11/2019 07/01/2028 10/11/2019 10/10/2018 33,656.87 17,683.12 14,381.91 18,224.85 48,502.04 360,000.00 367,790.63 - 371,152.80 7,735.43 2.682 0.437 AAA 89,746.68 88,821.17 - 90,663.89 1,471.04 1.500 0.296 AAA 100,000.00 101,109.38 - 101,896.00 1,562.01 2.373 0.306 AAA 42,880.23 43,183.40 - 43,613.91 476.87 2.500 0.922 AAA 25,083.64 25,597.07 - 25,076.61 (7.02) 3.871 0.402 AAA 117,306.80 119,497.14 - 117,515.61 42.62 3.989 1.264 27,985.64 28,527.87 - 28,135.64 45.46 3.230 0.135 AAA 34,335.27 17,373.67 14,993.14 18,331.51 49,464.50 34,316.88 17,824.76 15,000.62 18,462.14 49,222.29 462.87 313.43 247.46 184.95 2.482 0.477 285.68 3.500 0.798 AAA 4.500 0.297 1.500 0.633 5.500 0.822 AAA AAA AAA AAA 239,530.96 242,861.94 - 239,250.71 (3,571.55) 1.000 1.026 312,522.09 328,587.68 - 326,654.33 (1,308.22) 2.802 0.203 AAA 6,752.37 6,653.19 - 6,813.47 97.86 1.785 0.254 AAA 39,603.79 41,045.61 - 42,112.69 1,491.41 4.000 -0.326 AAA 18,132.60 18,030.60 - 18,151.82 49.81 2.150 0.781 AAA 137,373.90 138,296.88 - 143,320.82 5,186.76 2.500 0.621 AAA 41,265.67 41,729.91 - 42,148.76 450.32 2.325 1.230 AAA 278,385.60 279,951.52 - 281,283.60 2,541.37 2.509 0.756 AAA 79,981.13 80,868.42 - 83,281.95 2,501.27 2.500 0.601 AAA 52,329.36 53,310.54 - 55,247.24 2,162.93 3.000 0.082 AAA 01/20/2027 12/12/2019 58,317.69 59,757.41 - 61,289.56 1,668.77 3.000 0.562 AAA 02/20/2030 04/30/2020 257,678.18 272,494.68 - 272,324.61 (735.17) 3.000 1.014 AAA 06/25/2021 03/15/2019 07/01/2021 - 120,169.36 117,624.84 120,134.51 384.93 1.870 1.685 AAA 07/01/2021 11/02/2018 28,938.69 29,354.69 - 28,927.70 (11.00) 3.763 0.525 AAA 50,745.22 51,498.48 - 50,727.97 (30.20) 3.840 3.425 AAA 01/16/2024 09/09/2019 80,000.00 79,989.10 - 80,537.60 540.27 2.230 0.849 AAA 12/16/2024 01/14/2020 09/15/2022 03/13/2020 100,000.00 100,312.50 --- 102,013.00 1,829.32 1.720 0.333 AAA 60,000.00 59,988.23 - 61,339.80 1,346.80 1.890 0.567 AAA 10/18/2021 09/22/2020 12/15/2022 01/29/2021 78,931.76 78,931.76 78,931.76 0.00 0.189 0.189 AAA 0.02 0.02 - 0.02 (0.00) 2.210 0.451 AAA 05/15/2023 02/04/2021 05/15/2024 02/04/2021 09/20/2023 02/04/2021 300,000.00 302,226.56 - 300,858.00 (140.00) 2.950 0.596 AAA 129,923.55 132,253.05 - 132,189.42 (41.82) 3.040 0.903 AAA 180,000.00 183,058.59 - 182,449.80 (144.39) 2.930 0.941 AAA 06/16/2025 03/03/2021 280,000.00 291,309.38 - 290,449.60 (602.20) 2.030 0.813 AAA 03/16/2023 09/09/2019 165,000.00 164,877.90 02/13/2023 170,492.85 5,562.26 2.200 0.408 A 05/17/2021 05/14/2019 07/07/2023 07/06/2020 120,000.00 120,000.00 - 120,054.00 54.00 0.582 0.237 A 200,000.00 199,888.00 - 200,982.00 1,066.95 0.650 0.432 A 207 Page 10 of 41 OFRIVERSIDE COUNTY TRANSPORTATION COMMISSION 91 CIP STAMP Portfolio by Account for quarter ended March 31, 2021 Source Security Type Next Call Base Net Total Summarized Account Account Identifier Category Issuer Final Maturity Trade Date Current Face Value Original Cost Date Base Market Value Unrealized Gain/Loss Coupon yield Credit Rating 256350021 MIM-RCTC 2013 Residual Fund 256350021 MIM-RCTC 2013 Residual Fund 256350021 MIM-RCTC 2013 Residual Fund 637432MV4 Corporate 256350021 MIM-RCTC 2013 Residual Fund 025816CD9 Corporate 256350021 MIM-RCTC 2013 Residual Fund 89236T11U2 Corporate Toyota Motor Credit Corporation 256350021 MIM-RCTC 2013 Residual Fund 21688AAQ5 Corporate Co6peratieve Rabobank U.A., New York Branch 256350021 MIM-RCTC 2013 Residual Fund 22550L2E0 Corporate Credit Suisse AG, New York Branch 256350021 MIM-RCTC 2013 Residual Fwd 20030NCRO Corporate Comcast Corporation 256350021 MIM-RCTC 2013 Residual Fund 91159HHV5 Corporate U.S. Bancorp 256350021 MIM-RCTC 2013 Residual Fund 0258M0EH8 Corporate American Express Credit Corporation 03/03/2022 06/12/2020 270,000.00 270,459.00 01/31/2022 271,341.90 1,106.22 0.884 0.326 A 256350021 MIM-RCTC 2013 Residual Fund 95000112113 Corporate Wells Fargo & Company 256350021 MIM-RCTC 2013 Residual Fund 842400HC0 Corporate Southern California Edison Company 04/01/2024 03/24/2021 160,000.00 160,000.00 04/01/2023 160,249.60 249.60 0.840 0.762 A 256350021 MIM-RCTC 2013 Residual Fund CCYUSD Currency UNITED STATES OF AMERICA 256350021 MIM-RCTC 2013 Residual Fund CCYUSD Currency UNITED STATES OF AMERICA 03/31/2021 --- 0.00 0.01 --- 0.01 0.00 0.000 0.000 AAA 256350021 MIM-RCTC 2013 Residual Fund 31846V401 MM Fund First American Funds, Inc. - Government Obligations Fund 03/31/2021 - 0.00 605,440.05 - 605,440.05 0.00 0.010 0.010 AAA 256350021 MIM-RCTC 2013 Residual Fund 072024W W8 Muni Bay Area Toll Authority 04/01/2022 09/20/2019 95,000.00 95,000.00 --- 96,650.15 1,650.15 2.128 0.386 AA 256350021 MIM-RCTC 2013 Residual Fund 783186TZ2 Muni Rutgers, The State University of New Jersey 256350021 MIM-RCTC 2013 Residual Fund 650036AS5 Muni The New York State Urban Development Corporation 03/15/2024 06/18/2020 180,000.00 180,000.00 --- 180,702.00 702.00 0.965 0.831 AA 256350021 MIM-RCTC 2013 Residual Fund 194740PF7 Muni Collin County Texas 256350021 MIM-RCTC 2013 Residual Fund 64971QWL3 Muni New York City Transitional Finance Authority 08/01/2023 07/07/2020 155,000.00 164,850.25 --- 163,447.50 910.98 2.710 0.362 AAA 256350021 MIM-RCTC 2013 Residual Fund 916544ES4 Muni Upper Santa Clara Valley Joint Powers Authority 256350021 MIM-RCTC 2013 Residual Fund 283062DK0 Muni El Dorado Irrigation District 03/01/2022 06/16/2020 155,000.00 155,000.00 --- 155,666.50 666.50 0.739 0.269 AA 256350021 MIM-RCTC 2013 Residual Fund 4581X0CZ9 Non -US Gov Inter -American Development Bank 256350021 MIM-RCTC 2013 Residual Fund 912828L57 US Gov United States Department of The Treasury 09/30/2022 2,150,000.00 2,158,926.57 --- 2,201,987.00 47,025.53 1.750 0.136 AAA 256350021 MIM-RCTC 2013 Residual Fund 912828YK0 US Gov United States Department of The Treasury 10/15/2022 - 1,820,000.00 1,830,721.10 - 1,854,543.60 24,105.66 1.375 0.142 AAA 256350021 MIM-RCTC 2013 Residual Fund 912828ZD5 US Gov United States Department of The Treasury 03/15/2023 --- 1,560,000.00 1,572,206.84 --- 1,570,062.00 (26.22) 0.500 0.170 AAA 256350021 MIM-RCTC 2013 Residual Fund 912828T67 US Gov United States Department of The Treasury 10/31/2021 12/09/2019 480,000.00 476,306.25 - 483,336.00 4,480.81 1.250 0.057 AAA 256350021 MIM-RCTC 2013 Residual Fund 912828ZP8 US Gov United States Department of The Treasury 05/15/2023 11/09/2020 810,000.00 808,354.69 --- 808,890.30 282.52 0.125 0.190 AAA 256350021 MIM-RCTC 2013 Residual Fund 91282CAP6 US Gov United States Department of The Treasury 10/15/2023 12/31/2020 350,000.00 349,753.91 - 348,810.00 (965.06) 0.125 0.259 AAA 256350021 MIM-RCTC 2013 Residual Fund 9128286Q8 US Gov United States Department of The Treasury 04/30/2021 --- 2,045,000.00 2,045,706.29 --- 2,045,122.70 (112.97) 0.159 0.086 AAA 256350021 MIM-RCTC 2013 Residual Fund 912828743 US Gov United States Department of The Treasury 02/28/2022 12/30/2019 125,000.00 125,463.87 - 126,895.00 1,697.09 1.750 0.093 AAA 256350021 MIM-RCTC 2013 Residual Fund 196480CW5 VRDN Colorado Housing and Finance Authority, Inc. 863667BB6 172967LC3 Corporate Corporate Stryker Corporation Citigroup Inc. National Rural Utilities Cooperative Finance Corporation American Express Company 12/01/2023 12/08/2021 11/15/2023 12/23/2020 05/20/2022 12/30/2020 01/11/2024 01/06/2021 01/12/2024 01/05/2021 02/02/2024 01/26/2021 04/15/2024 02/04/2021 250,000.00 275,055.00 03/15/2024 273,012.50 (867.00) 3.700 0.556 A 02/05/2024 02/04/2021 500,000.00 543,865.00 01/05/2024 538,170.00 (3,537.64) 3.375 0.584 A 11/18/2020 160,000.00 450,000.00 165,000.00 150,000.00 170,000.00 285,000.00 284,803.35 250,000.00 250,000.00 - 247,160.00 (2,840.00) 0.495 0.902 AA 159,860.80 12/01/2021 449,617.50 11/08/2021 178,234.65 08/15/2023 154,734.00 04/19/2022 169,989.80 160,096.00 457,150.50 175,754.70 153,733.50 169,615.80 283,483.80 (1,333.78) 0.375 0.568 AA 218.98 0.600 0.510 A A A A A 7,250.61 2.900 0.260 (1,181.00) 3.400 0.628 (116.17) 2.750 0.373 (374.75) 0.450 0.532 06/02/2024 03/05/2021 395,000.00 404,254.85 06/02/2023 403,492.50 (505.33) 1.654 0.654 A 03/31/2021 0.00 (160,000.00) - (160,000.00) 0.00 0.000 0.000 AAA 05/01/2022 10/18/2019 105,000.00 105,000.00 - 107,051.70 2,051.70 2.057 0.250 AA 02/15/2024 06/25/2020 175,000.00 175,000.00 - 176,111.25 1,111.25 0.867 0.643 AAA 08/01/2023 07/16/2020 170,000.00 170,000.00 - 170,974.10 974.10 0.680 0.433 AA 09/14/2022 09/30/2019 650,000.00 652,067.00 - 664,287.00 13,256.90 1.750 0.234 AAA 10/01/2051 03/19/2020 460,000.00 460,000.00 04/20/2021 460,000.00 0.00 0.110 0.110 AAA 26,032,782.00 26,868,537.92 26,955,166.72 125,970.51 256350023 MIMSr Lien Reserve Fund -1 256350023 MM -Sr Lien Reserve Fund -1 256350023 MIMSr Lien Reserve Fund -1 256350023 MINI -Sr Lien Reserve Fund -1 256350023 MIMSr 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 MIMSr 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 Fwd -1 256350023 MIM-Sr Lien Reserve Fund -1 256350023 MIM-Sr Lien Reserve Fund -1 3130AFFX0 Agency Federal Home Loan Banks 3134GWND4 Agency Freddie Mac 3134GWTI0 Agency Freddie Mac 313402XDT8 Agency Freddie Mac 3130ALIZ8 Agency Federal Home Loan Banks 3136A72D3 Agency CMO Federal National Mortgage Association 3137AUPE3 Agency CMO Freddie Mac 383771Z89 Agency CMO Government National Mortgage Association 38376T5Z1 Agency CMO Government National Mortgage Association 38378TAF7 Agency CMO Government National Mortgage Association 38380AZ34 Agency CMO Government National Mortgage Association 38378CRT6 Agency CMO Government National Mortgage Association 38376WA62 Agency CMO Government National Mortgage Association 38377RVK8 Agency CMO Government National Mortgage Association 3137AXHP1 Agency CMO Freddie Mac 3137ATRW4 Agency CMO Freddie Mac 38378B7F0 Agency CMO Government National Mortgage Association 38378VC45 Agency CMO Government National Mortgage Association 3837715459 Agency CMO Government National Mortgage Association 38378HXH4 Agency CMO Government National Mortgage Association 3137B5A60 Agency CMO Freddie Mac 3137B4HD1 Agency CMO Freddie Mac 38375XCM4 Agency CMO Government National Mortgage Association 3136ADFFI Agency CMO Federal National Mortgage Association 38377REV3 Agency CMO Government National Mortgage Association 38377QKH9 Agency CMO Government National Mortgage Association 3837915499 Agency CMO Government National Mortgage Association 38378JZD7 Agency CMO Government National Mortgage Association 38378FRB8 Agency CMO Government National Mortgage Association 38376TTT9 Agency CMO Government National Mortgage Association 3137B1UG5 Agency CMO Freddie Mae 38378A1590 Agency CMO Government National Mortgage Association 3137ABFH9 Agency CMO Freddie Mac 3137ARVU7 Agency CMO Freddie Mac 38377YTI4 Agency CMO Government National Mortgage Association 3136A8SX9 Agency CMO Federal National Mortgage Association 3137AQQE1 Agency CMO Freddie Mac 3136ADZA0 Agency CMO Federal National Mortgage Association 3137B9RN7 Agency CMO Freddie Mac 3136ABNZ2 Agency CMO Federal National Mortgage Association 3136AEY84 Agency CMO Federal National Mortgage Association 38377LFC7 Agency CMO Government National Mortgage Association 38378HAU0 Agency CMO Government National Mortgage Association 11/16/2028 09/11/2019 08/12/2025 08/14/2020 300,000.00 299,580.00 08/12/2021 296,103.00 (3,528.45) 0.600 0.904 AAA 09/28/2023 09/23/2020 290,000.00 289,956.50 09/28/2021 290,116.00 152.12 0.300 0.219 AAA 11/24/2023 11/19/2020 145,000.00 145,000.00 05/24/2021 144,841.95 (158.05) 0.350 0.391 AAA 03/12/2024 02/26/2021 200,000.00 200,000.00 04/12/2021 200,026.00 26.00 0.500 0.471 AAA 04/25/2022 07/03/2013 06/25/2022 --- 150,000.00 151,611.80 - 153,138.00 2,960.28 2.396 0.352 AAA 10/20/2039 --- 20,922.21 21,492.04 -- 21,359.07 236.63 3.500 0.260 AAA 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 --- 112,040.82 114,859.32 - 119,677.52 4,911.41 4.000 1.257 AAA 04/20/2039 52,071.68 53,110.55 - 53,375.03 969.99 3.000 1.119 09/25/2022 09/29/2017 05/25/2022 282,110.00 278,085.13 - 287,458.81 6,763.40 2.373 0.306 AAA 12/16/2042 450,000.00 427,324.22 - 461,767.50 20,457.82 2.273 1.365 AAA 12/16/2041 11/23/2018 10/20/2039 11/21/2018 09/16/2027 03/08/2019 10/15/2028 03/20/2019 12/15/2042 03/20/2019 11/16/2037 05/14/2019 04/25/2023 06/10/2019 10/20/2039 07/01/2019 08/20/2040 08/20/2019 02/16/2041 08/28/2019 12/20/2040 10/16/2019 07/20/2042 12/30/2019 11/20/2039 01/29/2020 01/25/2023 --- 240,000.00 250,336.72 - 248,726.40 1,816.64 2.637 0.341 AAA 10/20/2026 04/28/2020 06/25/2021 07/22/2019 08/15/2038 06/30/2020 05/20/2040 12/16/2020 09/25/2027 02/04/2021 05/15/2027 04/25/2028 12/15/2027 02/05/2021 11/25/2042 02/05/2021 52,922.20 53,980.64 --- 54,443.71 470.91 2.000 0.243 07/25/2028 02/05/2021 49,308.88 50,341.29 - 50,573.66 254.22 1.750 0.264 AAA 12/20/2039 02/12/2021 45,249.19 45,722.90 --- 45,793.54 87.80 2.500 0.958 AAA 08/20/2027 - 58,221.08 59,217.48 - 59,371.53 137.74 1.500 0.341 AAA 185,000.00 205,766.25 - 208,100.95 5,598.06 3.250 1.510 AAA 130,887.60 124,343.22 - 132,591.76 2,453.70 2.482 0.477 AAA 42,772.58 44,686.66 - 44,623.78 885.29 3.000 0.720 AAA 72,010.87 72,021.73 - 74,398.03 2,440.22 2.500 0.687 AAA 83,625.11 85,967.27 - 88,640.94 2,936.55 3.000 1.749 AAA 20,107.18 19,415.99 - 20,515.55 733.02 2.000 0.640 140,000.00 142,089.06 - 143,966.20 3,521.80 2.573 0.384 AAA 78,800.61 75,956.40 - 81,215.06 4,361.04 2.250 0.394 AAA 22,983.47 22,408.88 - 23,214.23 501.09 2.500 0.893 AAA 8,850.50 8,583.50 - 8,968.04 300.72 1.250 0.288 AAA 12,467.38 12,327.13 - 12,912.47 550.03 2.500 -0.083 AAA 22,078.79 22,803.25 - 23,424.94 777.02 4.500 0.580 AAA 24,810.87 25,513.52 - 25,393.68 257.17 5.000 1.351 AAA 46,613.48 45,943.41 - 46,923.46 714.89 1.500 0.502 AAA 22,634.28 23,083.43 - 22,970.40 133.32 3.500 0.798 23,316.56 23,740.08 - 23,985.75 294.33 3.000 1.172 AAA 11,166.53 11,238.50 - 11,261.11 82.43 2.500 0.995 24,735.18 24,425.99 - 25,046.84 541.67 1.500 0.487 AAA 138,103.82 136,075.42 - 141,530.17 5,490.12 2.000 1.319 AAA 26,430.38 27,049.84 - 27,656.74 616.51 3.000 0.413 AAA 74,259.70 76,394.67 56,945.05 58,410.94 - 57,046.41 (30.72) 3.989 1.264 AAA 68,229.20 69,178.01 - 68,483.01 (51.83) 3.000 0.275 AAA 17,837.88 18,069.22 - 18,093.32 (1.42) 2.000 1.243 AAA 44,830.55 45,706.15 - 45,944.14 260.63 1.500 0.068 89,950.00 91,636.58 - 91,740.01 111.16 1.500 0.453 AAA 111,705.60 113,097.17 - 113,299.64 208.40 1.250 0.356 43,778.40 44,770.26 - 45,122.39 385.03 2.500 -0.463 AAA 76,119.91 507.65 3.000 -0.645 AAA AAA AAA AAA 208 Page 11 of 41 OFRIVERSIDE COUNTY TRANSPORTATION COMMISSION 91 CIP STAMP Portfolio by Account for quarter ended March 31, 2021 Source Security Type Account Account Identifier Category Issuer Next Call Base Net Total Summarized Final Maturity Trade Date Current Face Value Original Cost Dale Base Markel Value Unrealized Gain/Loss Coupon Yield Credit Rating 256350023 256350023 MIM-Sr Lien Reserve Fund -1 3137B6DF5 Agency CMO 256350023 MIM-Sr Lien Reserve Fund -I 3136AQZK9 Agency CMO Federal National Mortgage Association 256350023 M MSr Lien Reserve Fund -1 3137BB5D8 Agency CMO Freddie Mac 256350023 MIM-Sr Lien Reserve Fund -1 38379KDN5 Agency MBS Government National Mortgage Association 256350023 M MSr 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 256350023 MIM-Sr Lien Reserve Fund -1 38378KWU9 Agency MBS Government National Mortgage Association 256350023 MIM-Sr Lien Reserve Fund -I 3138EJPZ5 Agency MBS Federal National Mortgage Association 256350023 MIM-Sr Lien Reserve Fund -1 3136A7MN9 Agency MBS Federal National Mortgage Association 256350023 MIM-Sr Lien Reserve Fund -I 31417YKF3 Agency MBS Federal National Mortgage Association 256350023 MIM-Sr Lien Reserve Fund -1 38378KRN0 Agency MBS Government National Mortgage Association 256350023 MIM-Sr Lien Reserve Fund -I 38378KXW4 Agency MBS Government National Mortgage Association 256350023 MIMSr Lien Reserve Fund -1 3138EKXL4 Agency MBS Federal National Mortgage Association 256350023 MIM-Sr Lien Reserve Fund -I 38378KSL4 Agency MBS Government National Mortgage Association 256350023 MIM-Sr Lien Reserve Fund -1 3136AHAE0 Agency MBS Federal National Mortgage Association 256350023 MIM-Sr Lien Reserve Fund -1 38378B6A2 Agency MBS Government National Mortgage Association 256350023 MIMSr Lien Reserve Fund -1 3137B1U75 Agency MBS Freddie Mac 256350023 MIM-Sr Lien Reserve Fund -I 3136AC714 Agency MBS Federal National Mortgage Association 256350023 MIMSr Lien Reserve Fund -1 3137F4D41 Agency MBS Freddie Mac 256350023 MIM-Sr Lien Reserve Fund -1 3620ARB67 Agency MBS Government National Mortgage Association 256350023 MIMSr Lien Reserve Fund -1 3137FBAJ5 Agency MBS Freddie Mac 256350023 MIM-Sr Lien Reserve Fund -1 3137B1BS0 Agency MBS Freddie Mac 256350023 MIMSr Lien Reserve Fund -1 3137FNAD2 Agency MBS Freddie Mac 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 256350023 MIM-Sr Lien Reserve Fund -I 36202FA30 Agency MBS Government National Mortgage Association 256350023 MIM-Sr Lien Reserve Fund -1 36179M416 Agency MBS Government National Mortgage Association 256350023 MIM-Sr Lien Reserve Fund -1 3137FPJF3 Agency MBS Freddie Mac 256350023 MIM-Sr Lien Reserve Fund -1 3137FQ3Y7 Agency MBS Freddie Mac 256350023 MIM-Sr Lien Reserve Fund -1 36179NHK7 Agency MBS Government National Mortgage Association 256350023 MIM-Sr Lien Reserve Fund -1 36179RFD6 Agency MBS Government National Mortgage Association 256350023 MIM-Sr Lien Reserve Fund -1 36179MU24 Agency MBS Government National Mortgage Association 256350023 MIM-Sr Lien Reserve Fund -1 36179MZV5 Agency MBS Government National Mortgage Association 256350023 MIM-Sr Lien Reserve Fund -1 36179NKP2 Agency MBS Government National Mortgage Association 256350023 MIM-Sr Lien Reserve Fund -1 36179MP.K2 Agency MBS Government National Mortgage Association 256350023 MIM-Sr Lien Reserve Fund -1 3140JAU97 Agency MBS Federal National Mortgage Association 256350023 MIM-Sr Lien Reserve Fund -1 36179MKL3 Agency MBS Government National Mortgage Association 256350023 MIM-Sr Lien Reserve Fund -1 3128MMUL5 Agency MBS Freddie Mac 256350023 MIM-Sr Lien Reserve Fund -1 3620ARZ04 Agency MBS Government National Mortgage Association 256350023 MIM-Sr Lien Reserve Fund -1 36179MU32 Agency MBS Government National Mortgage Association 256350023 MIM-Sr Lien Reserve Fund -1 36176XE21 _ cy MBS Government National Marco re Association 256350023 MIM-Sr Lien Reserve Fund -1 36179NAJ7 Agency MBS Government National Mortgage Association 256350023 MIM-Sr Lien Reserve Fund -1 36202F3H7 Agency MBS Government National Mortgage Association 256350023 MIM-Sr Lien Reserve Fund -1 3137BVZ74 Agency MBS Freddie Mac 256350023 MIM-Sr Lien Reserve Fund -1 3132A85Y1 Agency MBS Freddie Mac 256350023 MIM-Sr Lien Reserve Fund -1 3132A9T64 Agency MBS Freddie Mac 256350023 MIM-Sr Lien Reserve Fund -1 3137AWQG3 Agency MBS Freddie Mac 256350023 MIM-Sr Lien Reserve Fund -1 3137FMD66 Agency MBS Freddie Mac 256350023 MIM-Sr Lien Reserve Fund -1 3138X0ZY7 Agency MBS Federal National Mortgage Association 256350023 MIM-Sr Lien Reserve Fund -1 3137FWHY9 Agency MBS Freddie Mac 256350023 MIMSr Lien Reserve Fund -1 31418AM39 Agency MBS Federal National Mortgage Association 256350023 MIM-Sr Lien Reserve Fund -1 3137FBAB2 Agency MBS Freddie Mac 256350023 MIM-Sr Lien Reserve Fund -1 3128MENS6 Agency MBS Freddie Mac 256350023 MIM-Sr Lien Reserve Fund -1 3132AEFC5 Agency MBS Freddie Mae 256350023 MIMSr Lien Reserve Fund -1 36179TF83 Agency MBS Government National Mortgage Association 256350023 MIM-Sr Lien Reserve Fund -1 36179RHM4 Agency MBS Government National Mortgage Association 256350023 MIMSr Lien Reserve Fund -1 3140J6FU6 Agency MBS Federal National Mortgage Association 256350023 MIM-Sr Lien Reserve Fund -1 3137BYPQ7 Agency MBS Freddie Mae 256350023 MIM-Sr Lien Reserve Fund -1 3132AEFK7 Agency MBS Freddie Mac 256350023 MIM-Sr Lien Reserve Fund -1 3132AEF68 Agency MBS Freddie Mac 256350023 MIM-Sr Lien Reserve Fund -1 38378KW47 Agency MBS Government National Mortgage Association 256350023 MIM-Sr Lien Reserve Fund -1 31418DVU3 Agency MBS Federal National Mortgage Association 256350023 MIM-Sr Lien Reserve Fund -1 3140X4H90 Agency MBS Federal National Mortgage Association 256350023 MIM-Sr Lien Reserve Fund -1 3137BLAC2 Agency MBS Freddie Mae 256350023 MIMSr Lien Reserve Fund -1 31307NP40 Agency MBS Freddie Mac 256350023 MIM-Sr Lien Reserve Fund -1 3140X9VK8 Agency MBS Federal National Mortgage Association 256350023 MINI -Sr Lien Reserve Fund -1 3138ETQP4 Agency MBS Federal National Mortgage Association 256350023 MIM-Sr Lien Reserve Fund -1 36176XQB8 Agency MBS Government National Mortgage Association 256350023 MIM-Sr Lien Reserve Fund -1 3140J83R2 Agency MBS Federal National Mortgage Association 256350023 MIM-Sr Lien Reserve Fund -1 3138WEMJ5 Agency MBS Federal National Mortgage Association 256350023 MIM-Sr Lien Reserve Fund -1 3131X83H7 Agency MBS Freddie Mac 256350023 MIM-Sr Lien Reserve Fund -1 31418DQ47 Agency MBS Federal National Mortgage Association 256350023 MIM-Sr Lien Reserve Fund -1 31418DXHO Agency MBS Federal National Mortgage Association 256350023 MIM-Sr Lien Reserve Fund -I 3138EQRJ3 Agency MBS Federal National Mortgage Association 256350023 MIM-Sr Lien Reserve Fund -1 3128MMT52 Agency MBS Freddie Mac 256350023 MIM-Sr Lien Reserve Fund -1 3138EJRP5 Agency MBS Federal National Mortgage Association 256350023 MIM-Sr Lien Reserve Fund -1 31418DYF3 Agency MBS Federal National Mortgage Association 256350023 MIM-Sr Lien Reserve Fund -1 314018ME0 Agency MBS Federal National Mortgage Association 256350023 MIM-Sr Lien Reserve Fund -1 36179NAH1 Agency MBS Government National Mortgage Association MIM-Sr Lien Reserve Fund -1 3137BLW87 Agency CMO Freddie Mac Freddie Mac 01/25/2025 11/15/2026 03/05/2021 11/25/2031 03/11/2021 11/15/2043 03/26/2021 09/16/2055 08/05/2015 01/20/2027 - 05/16/2055 05/14/2015 11/16/2041 07/01/2022 08/29/2016 05/25/2022 08/29/2016 01/01/2030 --- 07/16/2043 05/08/2015 02/16/2037 12/11/2014 03/01/2023 12/16/2046 --- 04/25/2023 10/28/2016 11/16/2052 01/22/2015 01/25/2023 08/29/2016 03/25/2023 --- 01/25/2028 04/01/2019 05/15/2025 06/10/2019 08/25/2027 06/26/2019 11/25/2022 07/31/2019 11/25/2028 08/01/2019 10/01/2028 08/07/2019 08/15/2027 10/11/2019 09/20/2024 10/23/2019 03/20/2028 11/20/2019 06/25/2029 01/08/2020 07/25/2029 01/08/2020 07/20/2028 03/31/2020 06/20/2030 05/01/2020 12/20/2027 04/28/2020 02/20/2028 04/28/2020 08/20/2028 04/28/2020 06/20/2027 04/28/2020 05/01/2023 05/20/2020 08/20/2027 05/28/2020 02/01/2031 06/22/2020 02/15/2026 06/22/2020 12/20/2027 06/22/2020 03/15/2027 06/22/2020 04/20/2028 06/30/2020 02/20/2027 06/30/2020 08/25/2026 07/09/2020 09/01/2032 08/12/2020 10/01/2032 08/14/2020 04/25/2022 08/19/2020 05/25/2026 08/18/2020 07/01/2028 08/31/2020 09/25/2030 09/15/2020 12/01/2027 09/22/2020 08/25/2027 09/22/2020 01/01/2029 10/01/2020 11/01/2030 10/14/2020 09/20/2032 10/26/2020 07/20/2030 10/27/2020 10/01/2032 11/03/2020 04/25/2024 11/30/2020 04/01/2033 01/14/2021 01/01/2033 --- 08/16/2035 01/14/2021 01/01/2031 01/21/2021 06/01/2032 02/02/2021 06/25/2025 02/08/2021 07/01/2030 02/05/2021 02/01/2035 02/10/2021 06/01/2031 02/11/2021 05/15/2027 02/23/2021 10/01/2028 02/26/2021 05/01/2030 02/26/2021 04/01/2028 02/26/2021 07/01/2035 02/24/2021 02/01/2036 02/24/2021 11/01/2030 02/24/2021 10/01/2030 02/24/2021 06/01/2021 03/18/2021 04/01/2031 03/18/2021 12/01/2032 03/18/2021 04/20/2028 03/26/2021 02/04/2021 208,348.06 86,731.28 74,312.18 43,316.76 62,525.17 85,355.89 137,203.67 30,307.31 183,248.64 182,380.56 84,139.38 450,000.00 58,199.34 190,853.73 425,000.00 28,557.16 97,155.15 310,070.94 43,218.77 35,000.00 60,463.80 200,000.00 360,000.00 131,309.57 273,018.94 23,994.33 22,776.71 30,692.84 180,313.28 180,763.75 143,660.16 18,461.45 45,077.47 59,631.39 67,504.43 77,394.16 46,091.54 80,682.67 107,419.05 76,115.59 80,492.95 137,223.00 30,815.91 52,390.47 259,005.56 206,410.01 139,696.17 50,015.12 82,743.17 37,758.65 194,375.15 43,863.98 120,000.00 31,436.24 400,248.39 75,466.41 72,617.10 89,430.89 225,407.37 78,970.93 113,177.55 12,466.16 168,932.49 151,311.76 37,000.00 181,957.98 204,825.08 85,835.01 41,880.50 85,039.73 67,249.51 34,198.14 165,224.08 173,951.76 60,900.99 113,075.57 36,393.52 35,000.00 48,946.21 128,758.46 219,058.46 88,614.97 76,695.40 45,123.88 60,927.85 87,977.38 138,897.27 28,798.89 194,637.25 187,595.50 88,174.15 434,460.94 57,917.43 188,140.84 415,829.11 29,172.92 94,092.48 322,243.65 42,637.25 36,714.84 62,665.06 211,593.75 363,360.94 133,930.25 282,307.99 24,260.53 23,730.49 31,062.11 181,130.33 180,827.30 149,855.50 19,373.16 47,007.34 62,184.36 70,394.46 80,707.59 47,920.80 84,061.25 112,454.31 79,635.94 84,819.45 143,783.97 32,525.24 54,944.51 277,368.65 217,536.80 147,226.67 50,452.76 87,035.46 39,676.08 193,403.27 45,796.74 131,714.06 32,899.99 430,829.87 80,300.97 76,928.75 95,467.47 240,639.97 85,905.56 123,197.10 12,473.95 176,534.45 159,681.19 40,815.63 195,263.67 219,610.89 93,077.33 43,817.48 88,893.10 70,527.93 35,704.99 171,187.64 180,366.24 65,468.57 118,446.66 36,393.52 36,110.16 52,204.19 134,029.51 217,769.56 88,529.22 76,617.34 45,356.98 64,514.72 89,705.63 141,192.18 30,407.93 186,241.09 185,468.26 92,342.97 455,359.50 58,529.32 194,938.00 434,392.50 28,758.20 98,542.53 317,766.91 44,668.76 39,434.50 64,294.18 220,702.00 371,437.20 139,821.06 288,717.53 24,984.58 24,291.37 31,942.65 189,155.84 188,784.24 151,367.53 19,454.31 46,472.61 62,058.98 70,256.59 79,785.64 47,155.79 83,178.19 112,203.49 80,359.03 84,800.93 144,873.18 32,467.96 55,187.60 277,081.55 214,748.98 147,513.57 50,335.22 85,680.55 39,431.74 184,467.84 45,807.59 129,374.40 32,732.36 432,196.21 80,583.79 77,523.83 96,027.31 238,553.13 85,338.35 123,070.40 12,479.37 174,762.35 157,424.75 40,381.43 193,021.02 216,209.26 93,633.98 44,215.33 88,972.82 70,509.10 35,715.17 170,076.71 178,622.37 65,949.68 118,108.56 36,395.34 36,211.35 51,903.54 133,648.71 (872.14) (73.94) (98.58) 181.82 1,950.45 2,559.46 2,580.41 610.23 (339.42) 2,133.97 5,351.22 9,811.84 414.55 4,025.78 14,836.26 (94.42) 2,736.40 5,186.04 1,672.23 3,091.58 2,276.96 11,584.08 10,094.90 6,588.13 7,332.74 750.38 817.68 911.65 8,249.96 8,017.29 1,803.55 31.41 (458.19) (12.00) (61.96) (711.15) (235.03) (764.88) (445.11) 814.32 (12.17) 1,135.77 (9.23) 298.27 3,077.51 (2,864.68) (454.92) 33.63 (1,838.45) (148.94) (8,972.46) 32.37 (869.54) (98.06) 2,729.36 (32.48) 638.81 619.21 (543.49) (606.65) (108.82) 6.64 (1,647.62) (2,354.06) (307.55) (2,119.05) (3,467.71) 658.81 387.16 46.58 (45.75) (2.72) (1,046.52) (1,666.32) 506.55 (307.26) 1.82 98.85 (363.12) (518.88) 2.802 0,203 2.000 0.431 2.000 0.593 3.000 0.631 AAA AAA AAA AAA 2.299 2.042 AAA 3.000 0.562 AAA 2.500 1.768 AAA 1.400 0.828 AAA 2.996 1.609 AAA 2.349 0.122 AAA 4.500 0.585 AAA 2.389 1.091 AAA 1.705 0.894 AAA 2.325 1.230 AAA 2.795 2.398 AAA 2.548 1.913 AAA 1.826 1.271 AAA 2.522 0.274 AAA 2.532 0.800 AAA 3.600 1.578 AAA 4.000 -0.326 AAA 3.281 1.481 AAA 2.510 0.332 AAA 2.631 1.053 AAA 2.550 1.820 AAA 2.500 0,601 AAA 4.500 -0.589 AAA 2.500 0,725 AAA 2.258 0.979 AAA 2.190 1.159 AAA 3.000 0.836 AAA 3.000 1.150 AAA 2.500 1.091 AAA 2.500 0.709 AAA 2.500 0.796 AAA 2.500 1.026 AAA 2.596 1.181 AAA 2.500 1.052 AAA 2.500 1.047 AAA 3.000 -0.158 AAA 3.000 0.722 AAA 3.000 0.202 AAA 3.000 0.781 AAA 3.000 0.453 AAA 3.045 0.291 AAA 2.500 1.170 AAA 3.000 1.203 AAA 1.583 0.282 AAA 2.283 1.130 AAA 2.500 0.645 AAA 0.826 1.688 AAA 2.500 0.482 AAA 3.038 0.123 AAA 2.500 0.729 AAA 3.500 0.132 AAA 3.500 1.135 AAA 3.500 0.859 AAA 3.000 0.678 AAA 2.905 0.770 AAA 3.500 0.666 AAA 3.500 0.418 AAA 2.150 0.781 AAA 2.000 0.995 AAA 2.500 1.178 AAA 3.284 0.940 AAA 3.000 0.756 AAA 3.000 0.983 AAA 3.500 -0.077 AAA 3.000 0.289 AAA 2.500 0.519 AAA 2.500 0.757 AAA 2.500 0.595 AAA 2.000 1.260 AAA 2.000 1.407 AAA 3.500 0.055 AAA 2.500 0.956 AAA 4.244 3.092 AAA 2.000 1.054 AAA 3.000 0.877 AAA 2.500 0.852 AAA 256350023 MINI -Sr Lien Reserve Fund -1 09/25/2024 03/31/2021 40,000.00 42,250.00 - 42,720.40 470.40 2.920 0.806 AAA 209 3137F4CY6 Agency MBS Freddie Mac Page 12 of 41 OFRIVERSIDE COUNTY TRANSPORTATION COMMISSION 91 CIP STAMP Portfolio by Account for quarter ended March 31, 2021 Source Security Type Next Call Base Net Total Summarized Account Account Identifier Category Issuer Final Maturity Trade Date Current Face Value Original Cost Date Base Market Value Unrealized Gain/Loss Coupon yield Credit Rating 256350023 256350023 MlM-Sr Lien Reserve Fund 256350023 MIM-Sr Lien Reserve Fund 256350023 MlM-Sr Lien Reserve Fund 256350023 MIM-Sr Lien Reserve Fund -1 912828G38 US Go 256350023 MlM-Sr Lien Reserve Fund 256350023 MIM-Sr Gen Reserve Fund 256350023 MlM-Sr Lien Reserve Fund 256350023 MIM-Sr Gen Reserve Fund 256350023 MIM-Sr Lien Reserve Fund 256350023 MIM-Sr Gen Reserve Fund- MIM-Sr Lien Reserve Fund CCYUSD CCYUSD Curren 31846V40 9128285W6 TIPS Currency Fund 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 03/31/2021 03/31/2021 03/31/2021 01/15/2029 08/26/2019 0.00 0.00 0.00 2.04 (258 514.62) 289,267.93 139,651.12 2.04 (258 514.62) 289,267.93 148,315.18 0.00 0.00 0.00 0.000 0.000 0.000 0.000 0.010 0.010 129,477.50 795,000.00 806,210.74 -- 843,383.70 42,803.67 2.250 0.552 AAA 0,390.09 0.875 -0.921 AAA AAA AAA AAA 1/15/2024 04/18/2017 912828XB1 US Go 91282CAM3 US Gov United States Department of The Treasury 91282CAE1 US Gov United States Department of The Treasury 91282CAP6 US Gov United States Department of The Treasury 912828ZF0 US Gov United States Department of The Treasury 9128286Q8 US Gov United States Department of The Treasury 05/15/2025 09/30/2025 10/30/2020 08/15/2030 12/04/2020 1,250,000.00 1,278,552.74 1,322,700.00 55,573.81 2.125 0.692 AAA 425,000.00 422,376.95 414,341.00 (8,258.32) 0.250 0.819 AAA 90,000.00 87,148.8 81,492.30 (5,745.16) 0.625 1.721 AAA 0/15/2023 03/08/2021 420,000.00 418,369.93 --- 418,572.00 164.45 0.125 0.259 AAA 03/31/2025 03/08/2021 365,000.00 362,889.84 — 362,518.00 (404.41) 0.500 0.673 AAA 04/30/2021 03/31/2021 180,000.00 180,020.01 --- 180,010.80 (9.21) 0.159 0.086 AAA 17,143,042.21 17,568,781.02 17,797,765.61 257,235.00 210 Page 13 of 41 OFRIVERSIDE COUNTY TRANSPORTATION COMMISSION 91 CIP STAMP Portfolio Transaction Report by Account Quarter ended March 31, 2021 ATTACHMENT 4 Sou Ace unt Account Base Base Change In Net Beginning Base Base Maturities and Net Total Realized Amortisation/Ac Unrealized Ending Accrued Identifier ITescri Lion Market Value Base Purchases Base Sales Redem buns Base Pax doons Gain/Loss cretion Gain/Loss Endin Base Market Value Income Balance 256350018 MIM-RCTC 91 TIFIA Reserve 256350018 MIM-RCTC 91 TIFIA Reserve 256350018 MIM-RCTC 91 TIFIA Reserve 3137BYPQ7 FHMS K-726 A2 256350018 MIM-RCTC 91 TIFIA Reserve 3132AEFC5 FH ZT1963 256350018 MIM-RCTC 91 TIFIA Reserve 3137FL6P4 FHMS K-089 A2 256350018 MIM-RCTC 91 TIFIA Reserve 912828XB1 UNITED STATES TREASURY 256350018 MIM-RCTC 91 TIFIA Reserve 31401AU97 FN BM6007 256350018 MIM-RCTC 91 TIFIA Reserve 3137EAEC9 FEDERAL HOME LOAN MORTGAGE CORP 256350018 MIM-RCTC 91 TIFIA Reserve 3130AFFX0 FEDERAL HOME LOAN BANKS 256350018 MIM-RCTC 91 TIFIA Reserve 3137EADB2 FEDERAL HOME LOAN MORTGAGE CORP 256350018 MIM-RCTC 91 TIFIA Reserve 3137FBAB2 FHMS K-IR3 Al 256350018 MIM-RCTC 91 TIFIA Reserve 3137AH6C7 FHMS K-015 A2 256350018 MIM-RCTC 91 TIFIA Reserve 912828XB1 UNITED STATES TREASURY 256350018 MIM-RCTC 91 TIFIA Reserve 3137BM6P6 FHMS K-721 A2 256350018 MIM-RCTC 91 TIFIA Reserve 3137BLW87 FHMS K-050 Al 256350018 MIM-RCTC 91 TIFIA Reserve 3137670X1 FHMS K-037 Al 256350018 MIM-RCTC 91 TIFIA Reserve 912828XB1 UNITED STATES TREASURY 256350018 MIM-RCTC 91 TIFIA Reserve 38378AU90 GNR 2011-158 CA 256350018 MIM-RCTC 91 TIFIA Reserve 3137BP4K2 FHMS K-IR1 A2 256350018 MIM-RCTC 91 TIFIA Reserve 3137FBA15 FHMS K-IR3 A2 256350018 MIM-RCTC 91 TIFIA Reserve 3137F4D41 FHMS K-074 A2 256350018 MIM-RCTC 91 TIFIA Reserve 912828L57 UNITED STATES TREASURY 256350018 MIM-RCTC 91 TIFIA Reserve 3137B1BS0 FHMS K-026 A2 407,888.85 256350018 MIM-RCTC 91 TIFIA Reserve 3137B1UG5 FHMS K-027 A2 256350018 MIM-RCTC 91 TIFIA Reserve 3138EJPZ5 FN AL2239 212,019.57 - - - (1,506.04) (18.57) (303.81) (669.92) 209,521.23 531.86 256350018 MIM-RCTC 91 TIFIA Reserve 3137F4CY6 FHMS K-BXI Al 203,503.30 256350018 MIM-RCTC 91 TIFIA Reserve 3137BJQ71 FHMS K-PLB A 256350018 MIM-RCTC 91 TIFIA Reserve 313761680 FHMS K-026 A2 256350018 MIM-RCTC 91 TIFIA Reserve 3135003(75 FEDERAL NATIONAL MORTGAGE ASSOCIATION 105,291.00 - (104,342.00) - - (652.83) (277.24) (18.93) 256350018 MINI-RCTC 91 TIFIA Reserve 3137BLAC2 FHMS K-048 A2 256350018 MIM-RCTC 91 TIFTA Reserve 3137ATRW4 FILMS K-020 A2 306,876.00 256350018 MIM-RCTC 91 TIFIA Reserve 912828658 UNITED STATES TREASURY 1,191,737.40 - (1,190,000.00) - (0.00) (257.43) (1,479.97) 256350018 MIM-RCTC 91 TIFIA Reserve 3138L2Q05 FN AM2254 282,341.20 - - - (2,394.12) (139.04) (254.71) (7,216.64) 272,336.69 650.25 256350018 MIM-RCTC 91 TIFIA Reserve 3137B9RZ8 FHMS K-109 A2 89,804.15 - - - (10,944.30) (165.83) (245.78) (443.54) 78,004.70 180.01 256350018 MIM-RCTC 91 TIFIA Reserve 31397UPF0 FNA2011-MI A3 126,162.93 (67,414.77) (34.43) (205.32) (653.01) 57,855.39 181.49 256350018 MIM-RCTC 91 TIFIA Reserve 3137B1U75 FHMS K -S01 A2 343,220.04 (27,880.58) (103.97) (205.15) (1,444.58) 313,585.76 643.09 256350018 MIM-RCTC 91 TIFIA Reserve 3137AXHP1 FHMS K-024 A2 256350018 MINI-RCTC 91 TIFIA Reserve 3138LFGP7 FN AN2905 328,997.52 - - - (1,320.53) (41.00) (197.99) (12,473.42) 314,964.58 654.00 256350018 MIM-RCTC 91 TIFIA Reserve 3137AUPE3 FHMS K-021 A2 205,284.00 256350018 MIM-RCTC 91 TIFIA Reserve 36176X621 GN 778953 173,448.70 - - - (16,100.95) (773.39) (178.58) 1,153.80 157,549.58 373.08 256350018 MIM-RCTC 91 TIFIA Reserve 3137FMD66 FHMS KJ24 Al 94,588.46 (7,143.34) (417.25) (177.58) (1,169.75) 85,680.55 157.42 256350018 MIM-RCTC 91 TIFIA Reserve 3137BLAC2 FHMS K-048 A2 256350018 MIM-RCTC 91 TIFIA Reserve 38378FRB8 GNR 2013-005 JE 256350018 MIM-RCTC 91 TIFIA Reserve 3137645W2 FHR4243 LH 256350018 MIM-RCTC 91 TIFIA Reserve 3137ABFH9 FHMS K -AN A2 47,007.16 (483.17) (2.08) (148.26) (166.06) 46,207.59 153.33 256350018 MINI-RCTC 91 TIFIA Reserve 31307NP40 FH 132243 - 233,219.57 - - (3,911.91) (287.52) (143.50) (2,485.40) 226,391.25 533.54 256350018 MIM-RCTC 91 TIFIA Reserve 31418DVU3 FN MA4226 - 206,939.29 - - (4,962.32) (222.39) (143.18) (1,883.01) 199,728.40 321.78 256350018 MIM-RCTC 91 TIFIA Reserve 3620ARB67 GN 737261 143,050.01 - - - (13,858.66) (365.95) (142.06) (94.97) 128,588.36 403.09 256350018 MIM-RCTC 91 TIFIA Reserve 3620A9035 GN 723370 115,722.32 - - - (10,652.10) (250.38) (132.77) (76.76) 104,610.30 327.93 256350018 MIM-RCTC 91 TIFIA Reserve 3137ABFH9 FHMS K -AN A2 39,462.80 (405.63) (1.71) (122.20) (141.71) 38,791.56 128.72 256350018 MIM-RCTC 91 TIFIA Reserve 38376V2E6 GNR2010-019 UA 87,626.76 - - - (7,111.90) (230.94) (120.44) (59.27) 80,104.22 251.34 256350018 MIM-RCTC 91 TIFIA Reserve 3620ARZE4 GN 737941 99,203.39 - - - (10,452.57) (479.85) (118.37) 665.27 88,817.87 210.32 256350018 MIM-RCTC 91 TIFIA Reserve 3138ETQP4 FN 41.8561 107,740.12 (1,817.10) (152.68) (116.74) 748.64 106,402.24 284.49 256350018 MINI-RCTC 91 TIFIA Reserve 3137FNAD2 FHMS K-095 Al 159,404.92 - - - (483.20) (7.28) (110.44) (3,447.27) 155,356.73 319.88 256350018 MIM-RCTC 91 TIFIA Reserve 36179RHM4 G2 MA2936 96,466.63 - - - (6,102.09) (364.19) (100.97) 545.10 90,444.48 247.10 256350018 MIM-RCTC 91 TIFIA Reserve 31417YKF3 FN MA0293 256350018 MIM-RCTC 91 TIFIA Reserve 3136A7MN9 FNA 2012-M8 A2 256350018 MIM-RCTC 91 TIFIA Reserve 31418DXH0 FN MA4279 256350018 MIM-RCTC 91 TIFIA Reserve 31419AM53 FN AE0379 256350018 MIM-RCTC 91 TIFIA Reserve 3138E1RP5 FN AL2293 256350018 MIM-RCTC 91 TIFIA Reserve 38378PZN1 GNR2014-01013 256350018 MIM-RCTC 91 TIFIA Reserve 31418DQ47 FN MA4074 256350018 MIM-RCTC 91 TIFIA Reserve 3136AGFQ0 FNR 2013-92 A 256350018 MIM-RCTC 91 TIFIA Reserve 3620AFYR2 GN 728920 256350018 MIM-RCTC 91 TIFIA Reserve 38377RED3 GNR 2010-158 EC 256350018 MIM-RCTC 91 TIFIA Reserve 362004905 GN 748531 256350018 MIM-RCTC 91 TIFIA Reserve 3128MENS6 FH 015601 256350018 MIM-RCTC 91 TIFIA Reserve 3137001F3 FHMS K-099 Al 256350018 MIM-RCTC 91 TIFIA Reserve 3136AHAE0 FNA2013-M14 APT 256350018 MIM-RCTC 91 TIFIA Reserve 3138X0ZY7 FN AUI658 256350018 MIM-RCTC 91 TIFIA Reserve 36202FA30 G2004526 256350018 MIM-RCTC 91 TIFIA Reserve 36179MEK2 G2 MA0138 256350018 MIM-RCTC 91 TIFIA Reserve 3132C1Al2 FH SA0009 83,825.41 - (75,569.50) - (8,277.39) 1,827.44 (38.70) (1,767.26) 256350018 MIM-RCTC 91 TIFIA Reserve 3137B9RN7 FIR 4328 EA 256350018 MIM-RCTC 91 TIFIA Reserve 9128286Q8 UNITED STATES TREASURY - 400,144.56 (400,101.03) - - (5.96) (37.57) 256350018 MIM-RCTC 91 TIFIA Reserve 3128MMT52 FH 018571 256350018 MIM-RCTC 91 TIFIA Reserve 3137BDKF2 RIR4384 LA 30,342.35 - (22,997.70) - (7,102.85) 124.75 (34.66) (331.90) 256350018 MIM-RCTC 91 TIFIA Reserve 36179MZV5 G2 MA0756 256350018 MIM-RCTC 91 TIFIA Reserve 3138EQR13 FN AL7688 256350018 MIM-RCTC 91 TIFIA Reserve 36179NKP2 G2 MA1202 256350018 MIM-RCTC 91 TIFIA Reserve 314016FU6 FN BM1978 256350018 MIM-RCTC 91 TIFIA Reserve 31417YKF3 FN MA0293 912828YK0 UNITED STATES TREASURY 3137BVZ74 FHMS K-063 Al 536,691.75 328,798.95 241,682.57 504,038.82 325,578.00 161,895.00 70,201.57 271.657.80 239,176.00 511.560.00 142,758.20 284,108.54 485,685.00 206,626.00 (5,178.79) (719.91) (33 285.10) (1,526.08) (312.81) (1,290.73) (46.10) (1,178.47) (2501.12) (1,103.06) (201.17) 1,245.20 (1,184.95) (922.13) (830.10) (15,119.90) (677.29) (2,493.71) 534,964.50 3,331.73 323,261.81 766.76 238,553.13 466,227.40 1,259.31 309,628.00 816.52 158,724.00 1,206.32 545.67 (18,074.29) (725.76) (677.22) 718.39 51,442.68 112.40 (585.60) (19.20) 271,053.00 413.44 (572.04) (13,629.96) 224,974.00 2,437.50 (555.70) (2,009.30) 508,995.00 2,572.92 (548.75) (2,053.85) 140,155.60 329.12 (36,204.16) (134.47) (540.11) (1,042.92) 246,186.87 659.12 (517.41) (8,995.59) 476,172.00 3,618.96 (1,152.59) (13.27) (504.22) (837.07) 204,118.85 512.03 168,253.12 118,723.00 95,879.87 261,251.43 - - (5,405.37) (273.14) (490.93) (1,017.50) 254,064.49 567.57 (17,843.96) (435.61) (488.11) 295.28 149,780.72 316.03 (486.23) (1,839.17) 116,397.60 884.63 (12,935.51) (289.01) (411.04) 526.85 82,771.16 201.87 220,142.00 229,026.00 175,879.50 (385.75) (4,962.25) 214,794.00 474.83 (382.84) (7,941.16) 220,702.00 546.83 (376.32) (6,498.18) 169,005.00 450.00 1,028,240.00 - (712,987.69) - - 15,714.86 (375.15) (18,217.12) 312,374.90 14.58 207,460.00 (339.09) (0.61) 407,549.15 826.21 (324.38) 136.38 207,272.00 439.50 (297.98) (283.42) 202,921.90 462.33 (290.20) (1,093.80) 214,602.00 461.67 (289.61) 74.61 257,942.50 522.92 215,986.00 258,157.50 100.195.20 (274.31) (1,695.79) 98,225.10 246.30 (272.29) (915.71) 305,688.00 593.25 154,527.00 (199.54) (77.96) 154,249.50 321.63 (184.40) (915.60) 204,184.00 399.33 66,796.80 159,475.20 (171.52) (1,141.88) 65,483.40 164.20 (9,982.54) 137.68 (152.80) (84.58) 149,392.96 242.96 111,594.42 - (17,642.34) (165.70) (151.31) 496.19 94,131.26 212.77 32.808.88 116,720.03 206,132.84 (1,922.82) (200.63) (97.75) 247.48 30,835.16 105.36 (14,024.59) (58.74) (90.07) (539.09) 102,007.54 196.39 (88.64) (1,904.35) 204,139.85 331.34 51,197.42 57,311.08 (11,899.56) (216.02) (87.65) (160.25) 38,833.94 173.50 (41,408.41) (293.48) (81.78) 395.55 15,922.96 58.19 80,066.97 (42,881.91) (46.29) (74.53) (7.68) 37,056.56 77.18 192,586.09 (72.46) (1,177.33) 191,336.30 309.80 54,749.33 69,747.81 141,294.45 71,025.32 44,337.81 211.110.48 38,677.15 46,989.25 29,073.19 96.355.15 (31,966.77) (81.74) (68.30) (218.14) 22,414.39 65.17 (8,012.21) (186.19) (59.09) (151.71) 61,338.61 192.33 (14,284.14) (93.27) (53.72) 30.62 126,893.94 256.85 (6,769.49) (185.38) (53.17) (47.42) 63,969.87 200.52 (3,114.14) (140.76) (49.35) (118.10) 40,915.45 81.87 (1,238.71) (4.27) (49.12) (5,325.58) 204,492.80 366.80 (4,203.70) (45.08) (47.69) 16.37 34,397.06 72.53 (3,414.07) (167.29) (47.45) 14.47 43,374.91 86.53 (2,512.54) (79.42) (40.22) (37.36) 26,403.65 92.84 (8,484.13) (341.09) (39.77) (1,055.72) 86,434.44 174.67 53,614.72 - - (1,736.14) (39.09) (38.32) 445.83 52,246.99 105.61 135,367.60 (35.24) (351.15) 134,981.21 269.23 73,759.43 (5,841.60) (239.70) (32.07) (327.84) 67,318.21 134.76 76,518.26 113,614.91 23,119.43 76,085.09 (29.56) 588.69 76,644.23 206.43 (5,655.77) (235.96) (28.47) (341.47) 70,256.59 140.63 (7,905.53) (528.68) (28.10) 477.44 105,630.04 245.93 (1,354.96) (91.75) (27.68) 83.56 21,728.61 74.24 256350018 MIM-RCTC 91 TIFIA Reserve 3136488X9 FNR2012-102 B1 - 53,890.88 - - (949.42) (18.57) (26.19) 301.79 53,198.48 64.89 256350018 MIM-RCTC 91 TIFIA Reserve 3!36AEY84 FNR 2013-70 DG (1,257.46) (26.38) (25.24) 294.35 58,558.96 83.26 Page 14 of 41 OFRIVERSIDE COUNTY TRANSPORTATION COMMISSION 91 CIP STAMP Portfolio Transaction Report by Account Quarter ended March 31, 2021 Source Account Account Base Base Change In Net Beginning Base Base Maturities and Net Total Realized Amortization/Ac Unrealized Ending Accrued Identifier Description Market Value Base Purchases Base Sales Redemptions Base Pnydmfns Gain/Loss cretion Gain/Loss Ending Base Market Value Income Balance 256350018 MIM-RCTC 91 TIFIA Reserve 256350018 MIM-RCTC 91 TIFIA Reserve 256350018 MIM-RCTC 91 TIFIA Reserve 256350018 MIM-RCTC 91 TIFIA Reserve 38377YTL4 GNR 2011-136 GA 256350018 MIM-RCTC 91 TIFIA Reserve 3132A0068 FH ZT1989 256350018 MIM-RCTC 91 TIFIA Reserve 36179M024 G2 MA0601 256350018 MIM-RCTC 91 TIFIA Reserve 3137FQ3Y7 FHMS K-101 Al 256350018 MIM-RCTC 91 TIFIA Reserve 3137BDKF2 FHR 4384 LA 256350018 MIM-RCTC 91 TIFIA Reserve 3137AQQE1 FHA 4039 QB 256350018 MIM-RCTC 91 TIFIA Reserve 9128285Y2 UNITED STATES TREASURY 256350018 MIM-RCTC 91 TIFIA Reserve 3136ADZA0 FNR2013-27 KA 256350018 MIM-RCTC 91 TIFIA Reserve 3136ABNZ2 FNR 2012-148 MC 256350018 MIM-RCTC 91 TIFIA Reserve 3136AGZA3 FNR 2013-101 A 256350018 MIM-RCTC 91 TIFIA Reserve 36178NB99 GN AB2764 256350018 MIM-RCTC 91 TIFIA Reserve 38378WUY7 GNR2013-124CP 256350018 MIM-RCTC 91 TIFIA Reserve 36179M416 G2 MA0825 256350018 MIM-RCTC 91 TIFIA Reserve 3137B5A60 FHR4257 BK 256350018 MIM-RCTC 91 TIFIA Reserve 38378TAF7 GNR 2013-071 GA 256350018 MIM-RCTC 91 TIFIA Reserve 3138EKXL4 FN AL3382 256350018 MIM-RCTC 91 TIFIA Reserve 383771Z89 GNR 2010-117 GK 256350018 MIM-RCTC 91 TIFIA Reserve 31846V401 FIRST AMBR:GVTOBLGD 256350018 MIM-RCTC 91 TIFIA Reserve CCYUSD Cash 256350018 MIM-RCTC 91 TIFIA Reserve CCYUSD Payable 256350018 MIM-RCTC 91 TIFIA Reserve 3137B3HX9 FHR4231 FB 256350018 MIM-RCTC 91 TIFIA Reserve 38378BSZ3 GNR 2012-053 A 256350018 MIM-RCTC 91 TIFIA Reserve 38378NWU3 GNR 2014-017 AM 256350018 MIM-RCTC 91 TIFIA Reserve 3134GWGB6 FEDERAL HOME LOAN MORTGAGE CORP 256350018 MIM-RCTC 91 TIFIA Reserve 3134GXDT8 FEDERAL HOME LOAN MORTGAGE CORP 160,068.80 256350018 MIM-RCTC 91 TIFIA Reserve 3137B45W2 FHR4243 LH 126,206.66 (125,688.98) 256350018 MIM-RCTC 91 TIFIA Reserve 38378PZN1 GNR 2014-010 B 114,655.33 (114,437.00) 256350018 MIM-RCTC 91 TIFIA Reserve 3130AL1Z8 FEDERAL HOME LOAN BANKS 256350018 MIM-RCTC 91 TIFIA Reserve 3132AEF68 FH ZTI989 256350018 MIM-RCTC 91 TIFIA Reserve 3136A5KR6 FNR2012-31 AD 256350018 MIM-RCTC 91 TIFIA Reserve 38377REV3 GNR 2010-158 HA 256350018 MIM-RCTC 91 TIFIA Reserve 36179NA17 G2 MA0909 256350018 MIM-RCTC 91 TIFIA Reserve 31418DYF3 FN MA4309 256350018 MIM-RCTC 91 TIFIA Reserve 3134GWTLO FEDERAL HOME LOAN MORTGAGE CORP 315,053.55 256350018 MIM-RCTC 91 TIFIA Reserve 3137AQQE1 FHR 4039 QB 256350018 MIM-RCTC 91 TIFIA Reserve 91282CAP6 UNITED STATES TREASURY 256350018 MIM-RCTC 91 TIFIA Reserve 3136ADZA0 FNR 2013-27 KA 256350018 MIM-RCTC 91 TIFIA Reserve 38378HAU0 GNR 2012-096 AD 256350018 MIM-RCTC 91 =IA Reserve 38376TTT9 GNR 2010-006 AB 256350018 MIM-RCTC 91 TIFIA Reserve 912828Z00 UNITED STATES TREASURY 256350018 MIM-RCTC 91 TIFIA Reserve 36297GCD0 GN 711168 256350018 MIM-RCTC 91 TIFIA Reserve 3137AS7D0 FHR4084 TC 256350018 MIM-RCTC 91 TIFIA Reserve 36176XQB8 GN 779250 256350018 MIM-RCTC 91 TIFIA Reserve 3131X83H7 FH ZK5300 256350018 MIM-RCTC 91 =IA Reserve 38378HAU0 GNR 2012-096 AD 256350018 MIM-RCTC 91 TIFIA Reserve 383781ZD7 GNR 2013-047 EC 256350018 MIM-RCTC 91 TIFIA Reserve 3137FWHY9 FHMR2020-P003 Al 256350018 MIM-RCTC 91 TIFIA Reserve 3134GWND4 FEDERAL HOME LOAN MORTGAGE CORP 323,492.00 256350018 MIM-RCTC 91 TIFIA Reserve 3136AQZK9 FNR 2015-89 KE 256350018 MIM-RCTC 91 TIFIA Reserve 3137EAEV7 FEDERAL HOME LOAN MORTGAGE CORP 256350018 MIM-RCTC 91 TIFIA Reserve 3138 WEM15 FN AS4860 256350018 MIM-RCTC 91 TIFIA Reserve 36179RFD6 G2 MA2864 256350018 MIM-RCTC 91 TIFIA Reserve 36179MU32 G2 MA0602 256350018 MIM-RCTC 91 TIFIA Reserve 9128285W6 UNITED STATES TREASURY 12,117.87 256350018 MIM-RCTC 91 TIFIA Reserve 36202F2H8 G2 005276 256350018 MIM-RCTC 91 TIFIA Reserve 38378KW47 GNR 2013-138A 256350018 MIM-RCTC 91 TIFIA Reserve 3140/8382 FN BM4407 256350018 MIM-RCTC 91 TIFIA Reserve 313500504 FEDERAL NATIONAL MORTGAGE ASSOCIATION 256350018 MIM-RCTC 91 TIFIA Reserve 3136ADFF1 FNR 2013-36 KC 256350018 MIM-RCTC 91 TIFIA Reserve 3137B6DF5 FHR4272 YG 256350018 MIM-RCTC 91 TIFIA Reserve 3132AEFK7 FH ZT1970 256350018 MIM-RCTC 91 TIFIA Reserve 3137B4HD1 FHA 4247 AK 256350018 MIM-RCTC 91 TIFIA Reserve 3137BB5D8 FHR4338 HP 256350018 MIM-RCTC 91 TIFIA Reserve 38377QKH9 09482011-018 PG 256350018 MIM-RCTC 91 TIFIA Reserve 91282CAP6 UNITED STATES TREASURY 256350018 MIM-RCTC 91 TIFIA Reserve 314018M00 FNBM3956 256350018 MIM-RCTC 91 TIFIA Reserve 38376WA62 GNR 2010-015 PD 256350018 MIM-RCTC 91 TIFIA Reserve 3140X9VK8 FN FM6017 256350018 MIM-RCTC 91 TIFIA Reserve 91282CAEI UNITED STATES TREASURY 107,250.00 256350018 MIM-RCTC 91 TIFIA Reserve 3128MMUL5 FH 018586 256350018 MIM-RCTC 91 TIFIA Reserve 38378KWU9 GNR 2013-096A 256350018 MIM-RCTC 91 TIFIA Reserve 36179TF83 02 MA4691 256350018 MIM-RCTC 91 TIFIA Reserve 3132A85Y1 FH ZS8063 256350018 MIM-RCTC 91 TIFIA Reserve 3137AWQG3 FHMS K-023 Al 256350018 MIM-RCTC 91 TIFIA Reserve 3140X4H90 FN FM1155 256350018 MIM-RCTC 91 TIFIA Reserve 912828YK0 UNITED STATES TREASURY 230,010.75 256350018 MIM-RCTC 91 TIFIA Reserve 38378KWU9 GNR 2013-096 A 256350018 MIM-RCTC 91 TIFIA Reserve 36179NAH1 G2 MA0908 256350018 MIM-RCTC 91 TIFIA Reserve 91282CAP6 UNITED STATES TREASURY 674,527.50 38377LFC7 GNR2010-116NE 31418AM39 FN MA1277 383795M99 GRA 2015-045 AG 54,993.65 19,636.20 93,066.02 58,978.40 (5,434.35) (5,168.72) (7,392.82) (21,171.90) (58.02) (224.86) (14.56) 231.93 (18.94) (18.44) (17.41) (17.40) 102.70 (34.65) (84.05) (875.08) 53,569.80 110.28 49,546.98 98.84 12,127.35 71,233.56 101,352.10 271.85 50 345.33 101.74 25.05 117.05 56,118.90 106,154.97 - - (4,184.83) (381.63) (15.87) (220.54) (4,936.30) (202.56) (14.92) (619.79) (1,004.90) (0.06) (13.65) (5,181.14) 204,091.07 356.64 210,290.82 13,577.33 (10,290.81) - (3,178.32) 84.36 (12.60) (179.96) 175,014.00 54,470.44 - (1,399.80) (25.99) (12.54) 80.53 53,112.64 65.10 (100,005.11) (75,000.00) 0.00 (11.66) 2.77 58,287.48 - - (1,697.31) (21.76) (10.98) 92.38 56,649.82 58.18 66,816.53 - - (2,440.79) (49.00) (9.16) 561.16 64,878.74 105.11 15,31636 36,067.38 56,418.62 140,858.86 12,972.54 85,973.79 39,922.30 33,513.57 311,324.23 (2,549.06) (6.78) (8.95) (30.18) 12,721.39 31.24 (2,60091) (26.33) (7.99) (119.38) 33,312.78 66.65 (21,869.52) 7.67 (7.07) (380.67) 34,169.02 70.95 (11,910.99) (130.41) (5.44) (1,041.43) 127,770.60 255.77 (1,179.25) (9.79) (4.80) 10.94 11,789.64 23.72 (5,398.80) (5.74) (1.93) 30.55 80,597.87 162.52 (268.10) (2.67) (1.11) (135.96) 39,514.46 77.45 (8,519.47) (118.66) (0.85) (229.50) 24,645.08 70.41 4,158,998.94 (4,327,141.70) 143,181.47 0.01 (0.00) (240,195.73) (0.00) (43,410.25) (0.00) - - (0.00) 71,190.14 - - - (70,772.59) 238.38 - (655.93) (0.00) (0.00) - (0.00) 225,049.50 (225,000.00) - - - (49.50) (243.20) (517.69) (218.33) 159,825.60 197.56 250,000.00 43,340.35 18,486.42 34,392.34 38,193.43 32.50 250,032.50 65.97 96.26 43,436.61 69.90 (18,486.55) 42.14 0.67 (42.68) (9,496.09) (75.5) 0.85 (210.44) 24,611.15 70.73 (3,005.53) (160.46) 2.62 70.43 35,100.49 83.29 41,268.75 2.68 112.97 41,384.40 66.67 3.90 68.55 315,126.00 7.88 54,487.16 - - (1,399.80) (26.87) 3.96 48.19 53,112.64 65.10 54,798.05 78,551.28 - - (2,288.80) (28.39) 4.72 152.61 76,391.42 78.45 45,995.86 - - (1,346.92) (24.67) 4.92 74.08 44,703.27 54.80 4.47 10.48 54,813.00 31.73 34,532.65 (4,367.92) (99.30) 4.98 (8.73) 30,061.68 71.82 74,000.55 37,042.92 84,508.59 7.58 (94.17) 84,422.00 1.16 (14,027.54) (395.32) 7.71 62.49 59,647.89 212.37 (35,720.25) 77.82 12.04 (159.06) 1,253.46 2.09 51,694.02 - - (1,085.21) (51.54) 13.69 446.74 51,017.70 120.81 40,805.71 25,739.28 14.75 (3.13) 40,817.33 81.42 14.99 89.81 25,844.08 31.68 29,630.95 195,013.11 (3,001.65) 29.17 16.97 (63.16) 26,612.27 32.85 (2,832.89) 13.82 20.20 (7,746.40) 184,467.84 133.86 90,500.57 22.24 (2,735.99) 320,778.25 265.42 24.21 (116.32) 90,408.46 146.15 425,837.25 - (425,212.50) - - 567.84 26.24 (1,218.83) 70,527.93 26.91 (45.75) 70,509.10 140.10 21,385.99 100,903.42 (1,872.47) (93.90) 30.17 4.51 19,454.31 46.15 (8,760.70) (463.29) 31.32 156.92 91,867.68 218.00 153,801.53 109,065.98 32.06 (284.71) 11,865.21 19.03 (14,084.06) (307.05) 35.01 (150.96) 139,294.46 331.35 (61,795.66) 137.26 40.78 (480.54) 46,967.83 84.06 111,116.37 41.43 58.23 111,216.03 221.46 426,015.75 (425,110.50) - - 640.08 41.65 (1,586.98) 64,108.22 124,250.42 (14,390.06) 133.04 48.51 (216.05) 49,683.66 61.69 (12,860.25) 98.06 51.64 (878.34) 110,661.52 180.69 105,524.56 - - (4,873.45) (433.81) 51.87 (707.76) 99,561.41 268.72 27,518.24 52,804.54 56.13 (75.53) 27,498.84 97.19 60.00 212.77 53,077.31 126.72 31,034.45 796,875.00 63,259.20 (4,611.63) (60.18) 65.32 (548.61) 25,879.35 62.89 72.46 332.54 797,280.00 461.54 75.70 (440.02) 62,894.88 148.28 72,086.36 (5,280.06) (238.03) 80.06 (99.19) 66,549.13 207.68 268,046.88 - - (6,160.62) (449.96) 83.91 (4,128.23) 257,391.97 609.60 84.93 (7,733.23) 99,601.70 85.46 128,194.52 20,502.35 99,718.15 255,768.36 165,246.57 (11,617.00) (553.22) 90.20 (170.88) 115,943.61 231.25 (13,458.87) 465.35 98.29 (696.23) 6,910.89 8.04 (8,972.99) (598.92) 109.91 400.61 90,656.75 247.62 (21,376.86) (1,144.01) 112.17 (960.08) 232,399.57 465.37 (30,686.75) 174.60 118.38 (625.55) 134,227.26 175.94 195,554.72 (5,622.32) (314.12) 119.06 (2,795.45) 186,941.89 374.34 34,853.99 124.70 (864.95) 229,270.50 1,427.88 (22,880.08) 739.96 159.54 (1,124.89) 11,748.52 13.66 157,808.94 162.58 (610.95) 157,360.57 315.84 180.14 (2,002.64) 672,705.00 389.42 256350018 MIM-RCTC 91 TIFIA Reserve 91282CAM3 UNITED STATES TREASURY 697,347.00 256350018 MIM-RCTC 91 TIFIA Reserve 3132A9T64 FH Z88673 215.44 (15,118.44) 682,444.00 4.78 178,438.06 (19,510.31) (1,105.45) 357.00 681.48 158,860.77 376.11 Page 15 0541 OFRIVERSIDE COUNTY TRANSPORTATION COMMISSION 91 CIP STAMP Portfolio Transaction Report by Account Quarter ended March 31, 2021 Sou Ace unt Account Base Base Change In Net Beginning Base Base Maturities and Net Total Realized Amortization/Ac Unrealized Identifier Description Market Value Base Purchases Rase Sales Redemptions Rase Pnydowos Gain/Loss cretion Gain/Loss Ending Accrued Ending Base Market Value Income Balance 256350018 MIM-RCTC 91 THTA Reserve 9128285W6 UNITED STATES TREASURY 169,650.13 21,044,875.46 9,152,514.06 (6,603,758.54) (1,490,000.00) (1,138,540.17) 426.14 649.32 (19,349.53) (3,963.27) (199,011.10) 166,113.00 266.39 20,944,16498 49,278.31 256350021 MIM-RCTC 2013 Residual Ford 912828YK0 UNITED STATES TREASURY 256350021 MIM-RCTC 2013 Residual Fund 91159HHV5 U.S. BANCORP 256350021 MIM-RCTC 2013 Residual Fond 46647PAY2 1PMORGAN CHASE & CO 256350021 MIM-RCTC 2013 Residual Fwd 46647PAY2 1PMORGAN CHASE & CO 256350021 MIM-RCTC 2013 Residual Fund 637432MV4 NATIONAL RURAL UTILITIES COOPERATIVE FINANCE CORP 177,969.00 256350021 MIM-RCTC 2013 Residual Fwd 34528QFY5 FORDF 2018-1 Al 256350021 MIM-RCTC 2013 Residual Fund 20030NCRO COMCAST CORP 256350021 MIM-RCTC 2013 Residual Fwd 060510HC6 BANK OF AMERICA CORP 256350021 MIM-RCTC 2013 Residual Fund 95000U2B8 WELLS FARGO & CO 256350021 MIM-RCTC 2013 Residual Fwd 025816CD9 AMERICAN EXPRESS CO 256350021 MIM-RCTC 2013 Residual Fwd 3137BFE80 FHMS K-041 Al 256350021 MIM-RCTC 2013 Residual Fwd 64971QWL3 NEW YORK Y CITY TRANSITIONAL FM AUTH REV 163,512.60 256350021 MIM-RCTC 2013 Residual Fund 3137AYCE9 FHMS K-025 A2 256350021 MIM-RCTC 2013 Residual Fwd 3137BLW87 FHMS K-050 Al 256350021 MIM-RCTC 2013 Residual Fund 98162HAC4 WOLS 2020-A A3 256350021 MIM-RCTC 2013 Residual Fwd 3137ADT16 FHMS K-014 A2 362,708.04 256350021 MIM-RCTC 2013 Residual Fund 92347YAA2 VZOT 2019-A AI 256350021 MIM-RCTC 2013 Residual Fwd 9128286Q8 UNITED STATES TREASURY 256350021 MIM-RCTC 2013 Residual Fund 912828ZD5 UNITED STATES TREASURY 539,349.55 256350021 MIM-RCTC 2013 Residual Fwd 912828ZD5 UNITED STATES TREASURY 554,471.50 256350021 MIM-RCTC 2013 Residual Fund 912828658 UNITED STATES TREASURY 256350021 MIM-RCTC 2013 Residual Fwd 3132AEPC5 FH ZT1963 256350021 MIM-RCTC 2013 Residual Fund 912828L57 UNITED STATES TREASURY 539,826.00 256350021 MIM-RCTC 2013 Residual Fwd 912828ZD5 UNITED STATES TREASURY 478,861.75 256350021 MIM-RCTC 2013 Residual Fwd 95000U2B8 WELLS FARGO & CO 243,253.20 (242,511.38) 4,909.60 (304.03) (5,347.39) 256350021 MIM-RCTC 2013 Residual Fwd 3137B7YY9 FHMS K-037 A2 129,506.25 - - (280.04) (215.41) 129,010.80 349.00 256350021 MIM-RCTC 2013 Residual Fund 34528QFU3 FORDF 2017-3 A - 103,445.31 - - - - (275.19) (73.12) 103,097.00 110.22 256350021 MIM-RCTC 2013 Residual Fwd 14315XAD0 CARMX2020-1 A4 - 291,309.38 - - - - (257.58) (602.20) 290,449.60 252.62 256350021 MIM-RCTC 2013 Residual Fund 95000U2R3 WELLS FARGO & CO - 404,254.85 - - - - (257.02) (505.33) 403,492.50 2,159.62 256350021 MIM-RCTC 2013 Residual Fwd 3137ABPH9 FHMS K-AIV A2 256350021 MIM-RCTC 2013 Residual Fwd 912828L57 UNITED STATES TREASURY 431,860.80 256350021 MIM-RCTC 2013 Residual Fwd 3136AMM48 FNA 2015-M4 AV2 256350021 MIM-RCTC 2013 Residual Fwd 912828L57 UNITED STATES TREASURY 282,766.00 - - - - - (203.54) (912.96) 281,649.50 13.15 256350021 MIM-RCTC 2013 Residual Fwd 3622A2GC0 ON 783795 256350021 MIM-RCTC 2013 Residual Fund 912828L57 UNITED STATES TREASURY 853,439.20 - - - - - (202.85) (3,166.95) 850,069.40 39.69 256350021 MIM-RCTC 2013 Residual Fwd 12596EAC8 CNH 2018-B A3 256350021 MIM-RCTC 2013 Residual Fund 31307NTZ7 FH 132368 256350021 MIM-RCTC 2013 Residual Fwd 4581X0CZ9 INTER -AMERICAN DEVELOPMENT BANK 667,387.50 - - - - - (173.29) (2,927.21) 664,287.00 537.15 256350021 MIM-RCTC 2013 Residual Fund 38141GXL3 GOLDMAN SACHS GROUP INC 251,012.50 - - - - - (146.88) (845.62) 250,020.00 574.75 256350021 MIM-RCTC 2013 Residual Fwd 3137ATRW4 FHMS K-020 A2 102,292.00 - - - - - (122.09) (273.91) 101,896.00 197.75 256350021 MIM-RCTC 2013 Residual Fund 314017Q32 FEDERAL NATIONAL MORTGAGE ASSOCIATION 50,750.29 256350021 MIM-RCTC 2013 Residual Fwd 9128286N5 UNITED STATES TREASURY 226,859.22 (227,657.31) 13,222.92 (115.40) (12,309.43) 256350021 MIM-RCTC 2013 Residual Fund 313780P56 FHMS K-046 Al 256350021 MIM-RCTC 2013 Residual Fwd 3132G5AV1 FH U79019 256350021 MIM-RCTC 2013 Residual Fund 3137AH6C7 FHMS K-015 A2 256350021 MIM-RCTC 2013 Residual Fwd 3138118Z23 FN 468861 59,021.89 - - - (381.70) (0.23) (81.93) (217.87) 58,340.16 192.98 256350021 MIM-RCTC 2013 Residual Fand 61746BEE2 MORGAN STANLEY 256350021 MIM-RCTC 2013 Residual Fwd 31397L11K3 FNR2008-45 DB 50,851.57 - - - (16,122.95) (119.79) (76.00) (215.95) 34,316.88 126.21 256350021 MIM-RCTC 2013 Residual Fwd 9128285Y2 UNITED STATES TREASURY 1,150,092.00 - (540,035.02) (610,000.00) 256350021 MIM-RCTC 2013Residual Fwd 0258M0EH8 AMERICAN EXPRESS CREDIT CORP 271,674.00 - - - - (69.55) (262.55) 271,341.90 192.32 256350021 MIM-RCTC 2013 Residual Fwd 31381RLL6 FN 468431 51,170.28 (304.59) (0.21) (68.58) (68.93) 50,727.97 167.80 256350021 MIM-RCTC 2013 Residual Fwd 31397UPP0 FNA 2011-M1 A3 63,081.47 (33,707.39) 2.87 (68.01) (381.25) 28,927.70 90.75 256350021 MIM-RCTC 2013 Residual Fund 17305EFM2 CCCIT 2014 -AI AI 256350021 MIM-RCTC 2013 Residual Fwd 87165LBB6 SYNCT2016-2A 161,124.80 - - - - - (55.12) (695.28) 160,374.40 157.16 256350021 MIM-RCTC 2013 Residual Fand 912828/43 UNITED STATES TREASURY 127,363.75 - - - - - (53.08) (415.67) 126,895.00 190.22 256350021 MIM-RCTC 2013 Residual Fund 0605101143 BANK OF AMERICA CORP 206,914.70 - - - - - (50.28) (1,366.27) 205,498.15 738.00 256350021 MBA-RCTC 2013 Residual Fund 38013FAD3 GMCAR 2018-4 A3 51,095.19 - - - (10,652.41) (65.73) (49.69) (247.50) 40,079.85 52.83 256350021 MIM-RCTC 2013 Residual Fwd 17305EFM2 CCCIT2014-AlAl 256350021 MIM-RCTC 2013 Residual Fund 3620ARB67 GN 737261 46,848.87 - - - (4,538.71) (119.85) (46.53) (31.10) 42,112.69 132.01 256350021 MIM-RCTC 2013 Residual Fwd 31418CQM9 FNMA3l59 256350021 MIM-RCTC 2013 Residual Fund 3133Q5GZ3 FHS 370 A3 256,319.76 (13,273.25) (183.44) (40.83) (3,571.55) 239,250.71 199.61 256350021 MIM-RCTC 2013 Residual Fwd 9128286Q8 UNITED STATES TREASURY - 270,064.80 - - - - (33.48) (15.12) 270,016.20 79.76 256350021 MIM-RCTC 2013 Residual Fund 31394GUX9 FHR 2666 OD 17,809.00 - - - (2,674.23) (71.86) (31.91) (30.37) 15,000.62 65.92 256350021 MIM-RCTC 2013 Residual Fwd 14041NFUO COMET 2019-2 A 102,427.00 - - - - - (31.16) (382.84) 102,013.00 76.44 256350021 MIM-RCTC 2013 Residual Fund 9128286U9 UNITED STATES TREASURY 308,202.00 - (308,203.13) - - 5,430.36 (28.01) (5,401.22) 256350021 MIM-RCTC 2013 Residual Fwd 9128285Y2 UNITED STATES TREASURY 256350021 MIM-RCTC 2013 Residual Fwd 3137APP61 FHMS K-018 A2 13,719.88 - - - (921.33) (6.04) (24.96) (48.72) 12,718.83 29.09 256350021 MIM-RCTC 2013 Residual Fwd 17305E0K5 CCCIT 2018 -Al Al 256350021 MIM-RCTC 2013 Residual Fund 9128286945 UNITED STATES TREASURY 45,371.84 (45,531.46) 2,762.82 (21.27) (2,581.93) 256350021 MIM-RCTC 2013 Residual Fwd 36178NB99 GNAB2764 90,168.45 (6,502.28) (65.81) (19.97) (298.44) 83,281.95 166.63 256350021 MIM-RCTC 2013 Residual Fund 314008ME0 FN BM3956 256350021 MIM-RCTC 2013 Residual Fwd 65602VS72 Norinchukiv Beek NY Branch 256350021 MIM-RCTC 2013 Residual Fwd 314016DU8 FN BM1914 157,765.41 - - - (13,616.57) (76.24) (17.92) (733.88) 143,320.82 286.20 256350021 MIM-RCTC 2013 Residual Fwd 3136A72D3 FNA2012-M9 A2 19,627.27 - - - (4,383.75) (14.10) (14.04) (109.99) 15,105.39 30.84 256350021 MIM-RCTC 2013 Residual Fwd 31418CQM9 FN MA3159 256350021 MIM-RCTC 2013 Residual Fwd 98162YAD5 WOART2019-AA3 - 98,852.11 - - (11,732.61) (214.15) (10.53) (27.48) 86,867.34 115.36 256350021 MIM-RCTC 2013 Residual Fund 9128286U9 UNITED STATES TREASURY 123,280.80 - (123,281.25) - - 2,541.87 (7.46) (2,533.96) 256350021 MIM-RCTC 2013 Residual Fwd 14315PABI CARMX2019-3 A2A 256350021 MIM-RCTC 2013 Residual Fund 98162YAD5 WOART 2019-A A3 807,593.30 (2367.75) (2,157.36) (3,537.64) (2,017.69) (2,088.51) (1,247.26) (2,097.74) 271,217.50 3,240.75 (1,243.68) (970.62) 175,754.70 2,119.33 (1,228.56) (140.00) 300,858.00 393.33 (1,175.50) (867.00) 273,012.50 4,265.28 (1,061.50) (1,251.00) 192,401.85 1,559.16 (231 35) 804,994.20 5,013.46 538,170.00 2,625.00 265,793.15 3.175.94 269,899.35 543,865.00 274,562.50 302,226.56 275,055.00 194,714.35 258,780.00 - (257,990.83) 154,747.50 303,999.33 372,254.40 (61.37) (910.30) 182.50 (884.33) (129.67) 153,733.50 1,501.04 (17,466.22) (662.52) (858.13) (905.38) 284,107.08 621.14 (791.24) 726.14 163,447.50 700.08 (681.90) (419.70) 371,152.80 804.60 335,894.70 - - (6,949.76) (351.19) (631.20) (1,308.22) 326,654.33 729.74 239,773.44 (557.77) (9.17) 239,206.50 177.56 183,058.59 (336,902.87) (456.98) (474.34) 202.76 25,076.61 80.92 (464.40) (144.39) 182,449.80 161.15 2,150,777.01 (375,111.12) - - (1.63) (459.91) (97.85) 1,775,106.50 524.38 (452.20) (446.60) 538,450.75 123.57 (451.36) (472.64) 553,547.50 127.04 1,181,722.80 - - (1,180,000.00) - - (443.44) (1,279.36) 194,993.12 - - - (12,876.72) (967.59) (426.73) (356.74) 180,365.34 487.18 (383.33) (1,748.17) 537,694.50 25.10 (373.61) (424.39) 478,063.75 109.71 119,549.08 - - - (1,228.80) (3.45) (246.05) (555.18) 117,515.61 389.95 (244.95) (1,460.25) 430,155.60 20.08 327,131.80 - - - (44,226.40) (85.66) (233.67) (1,302.47) 281,283.60 582.06 209,194.38 - - - (15,719.91) (605.56) (203.02) (80.99) 192,584.90 385.32 136,898.29 - - - (23,159.33) (174.65) (191.58) (352.93) 113,019.80 157.62 270,048.14 - - (11,446.93) (554.17) (187.30) (801.08) 257,058.65 512.84 (3,205.28) (246.11) (116.05) (121.99) 47,060.85 125.96 45,153.97 (2,590.78) (96.96) (114.99) 217.24 42,568.49 91.77 58,518.52 - - - (3,399.91) (55.74) (111.21) 295.58 55,247.24 130.82 32,469.55 - - - (4,137.61) (26.75) (107.39) (62.15) 28,135.64 75.33 200,102.00 - - (200,000.00) - - (76.37) (25.63) (1.19) (73.95) 18.17 110,145.20 - - - (110,000.00) - (59.96) (85.24) 90,118.80 - - - (90,000.00) - (49.41) (69.39) 64,064.46 (59,845.25) (4,408.35) 4.27 (44.91) 229.78 275,022.00 - - (275,000.00) - - (26.35) 4.35 100,123.00 - - - (100,000.00) - (21.86) (101.14) 106,761.70 (2,051.96) - - (4,182.06) (283.10) (19.83) (692.09) 99,532.66 234.65 450,054.00 - - (450,000.00) - - (19.43) (34.57) 40,320.28 - (37,664.84) - (2,774.48) 1,169.34 (12.21) (1,038.10) 27,011.57 (21,498.85) 51,575.01 (6,121.36) (111.73) (5.50) (14.34) 45,322.08 60.19 (5,476.27) (29.84) (6.59) (0.00) 0.02 256350021 MIM-RCTC 2013 Residual Fund 36179M406 G2 MA0825 117,382.38 - - - (9,925.82) (108.68) (4.53) (867.86) 106,475.50 213.14 256350021 MIM-RCTC 2013 Residual Fwd 3136A72D3 FNA 2012-M9 A2 4,361.61 (974.17) (3.11) (3.11) (24.47) 3,356.75 6.85 Page 16 0541 OFRIVERSIDE COUNTY TRANSPORTATION COMMISSION 91 CIP STAMP Portfolio Transaction Report by Account Quarter ended March 31, 2021 Source Account Account Base Base Change In Net Beginning Base Base Maturities and Net Total Realized Amortisation/Ac Unrealized Ending Accrued Identifier Description Market Value Base Purchases Base Sales Redemptions Base Paydowns Gain/Loss cretion Gain/Loss Ending Base Market Value Income Balance 56350021 56350021 MUM-RCTC 2013 Residual Fund 56350021 MIM-RCTC 2013 Residual Fund 3136A5KR6 FNR 2012-31 AD 56350021 MIM-RCTC 2013 Residual Fwd 31846V491 FIRSTAMER:GVT OBLG D 56350021 MIM-RCTC 2013 Residual Fwd CCYUSD Payable 56350021 MIM-RCTC 2013 Residual Fwd CCYUSD Receivable 56350021 MIM-RCTC 2013 Residual Fwd 658886DZ6 NORTH DAKOTA ST HSG FIN AGY MTG REV 56350021 MIM-RCTC 2013 Residual Fwd 86787EBD8 TRUIST BANK 56350021 MIM-RCTC 2013 Residual Fwd 025816CE7 AMERICAN EXPRESS CO 56350021 MIM-RCTC 2013 Residual Fwd 072024W W8 BAY AREA TOLL AUTH CALIF TOLL BRDG REV 97,004.50 MIM-RCTC 2013 Residual Fund 4528Q 138EKXL4 FN AL3382 ORDF 2020-1 AI 226,593.00 42,583.79 11,091.85 1,141,444.51 (1,125,143.21) 7,603,400.37 (8,139,404.8 (285.97) (1109196) (2.85) (1.23) (2.50) (1.19) (0.46) (1,120.25) (145.03) 1.80 225,470.25 42,148.76 605,440.05 (160,000.00) 70.00 82.62 0.01 100,000.00 50,304.00 100,635.00 (100,000.00) (21.50) (55.00) (354.35) 487.20 50,282.50 46.67 100,580.00 84.66 96,650.15 1,010.80 107,051.70 899.94 197,061.15 1,840.93 256350021 MIM-RCTC 2013 Residual Fwd 783186TZ2 RUTGERS ST UNIV N 256350021 MIM-RCTC 2013 Residual Fund 17308CC46 CITIGROUP INC 256350021 MIM-RCTC 2013 Residual Fwd 3137A5FP4 FHR 3791 DA 256350021 MIM-RCTC 2013 Residual Fwd 69353RFU7 PNC BANK NA 256350021 MIM-RCTC 2013 Residual Fwd 31381QB54 FN 467260 256350021 MIM-RCTC 2013 Residual Fwd 196480CW5 COLORADO HSG & FIN AUTH 256350021 MIM-RCTC 2013 Residual Fwd 14913Q2X6 CATERPILLAR FINANCIAL SERVICES CORP 120,159.60 256350021 MIM-RCTC 2013 Residual Fond 283962DK0 EL DORADO CALIF IRR DIST REV 155,754.85 256350021 MIM-RCTC 2013 Residual Fwd 650036AS5 NEW YORK ST URBAN DEV CORP REV 181,443.60 256350021 MIM-RCTC 2013 Residual Fund 194740PF7 COLLIN CNTY TEX 176,842.75 256350021 MIM-RCTC 2013 Residual Fwd 916544E54 UPPER SANTA CLARA VY IT PWRS AUTH CALIF REV 170,578.00 256350021 MIM-RCTC 2013 Residual Fund 3134GWGB6 FEDERAL HOME LOAN MORTGAGE CORP 256350021 MIM-RCTC 2013 Residual Fwd 438516CC8 HONEYWELL INTERNATIONAL INC 265,424.00 256350021 MIM-RCTC 2013 Residual Fund 43813KAA0 HAROT 2020-3 Al 338,938.83 - - - (260,007.08) 0.0 256350021 MIM-RCTC 2013 Residual Fwd 362569A1I8 GMALT2020-3 Al 282,003.71 - - - (282,003.70) (0.01) 256350021 MIM-RCTC 2013 Residual Fwd 6174468T9 MORGAN STANLEY 380,881.60 256350021 MIM-RCTC 2013 Residual Fwd 38141GXL3 GOLDMAN SACHS GROUP INC 235,951.75 256350021 MIM-RCTC 2013 Residual Fund 22550L2E0 CREDIT SUISSE AG (NEW YORK BRANCH) - 250,000.00 256350021 MIM-RCTC 2013 Residual Fwd 842400HC0 SOUTHERN CALIFORNIA EDISON CO - 160,000.00 256350021 MIM-RCTC 2013 Residual Fund 477870AB5 JDOT 2019-0 A2 256350021 MIM-RCTC 2013 Residual Fwd 31680YAB3 FITAT2019-1 A2A 256350021 MIM-RCTC 2013 Residual Fund 65478LAB5 NALT 2019-0 A2A 256350021 MIM-RCTC 2013 Residual Fwd 14315PAB1 CARMX2019-3 A2A 256350021 MIM-RCTC 2013 Residual Fund 3136A5KR6 FNR 2012-31 AD 256350021 MIM-RCTC 2013 Residual Fwd 89236T11812 TOYOTA MOTOR CREDIT CORP 256350021 MIM-RCTC 2013 Residual Fond 14315XAC2 CARMX 2020-1 A3 256350021 MIM-RCTC 2013 Residual Fwd 26209AAE1 DRIVE 2019-4B 256350021 MIM-RCTC 2013 Residual Fund 38377REV3 GNR 2010-158 HA 256350021 MIM-RCTC 2013 Residual Fwd 3134GWTLO FEDERAL HOME LOANMORTGAGE CORP 256350021 MIM-RCTC 2013 Residual Fund 31418DYF3 FN MA4309 256350021 MIM-RCTC 2013 Residual Fwd 65478DAD9 NAROT2018-AA3 256350021 MIM-RCTC 2013 Residual Fund 3134GV6H6 FEDERAL HOME LOAN MORTGAGE CORP 256350021 MIM-RCTC 2013 Residual Fwd 3137AXHN6 FHMS K-024 Al 256350021 MIM-RCTC 2013 Residual Fund 3137B1UF7 FHMS K-027 Al 256350021 MUM-RCTC 2013 Residual Fwd 3138L1W62 FNAMl568 256350021 MIM-RCTC 2013 Residual Fund 65478HAD0 NAROT 2017-C A3 256350021 MIM-RCTC 2013 Residual Fwd 3136G46A6 FEDERAL NATIONAL MORTGAGE ASSOCIATION 415,012.45 - - - - - 8.52 256350021 MIM-RCTC 2013 Residual Fund 05531FB11 TRUIST FINANCIAL CORP 171,279.90 - - - - - 8.57 256350021 MIM-RCTC 2013 Residual Fwd 14913R2D8 CATERPILLAR FINANCIAL SERVICES CORP 201,676.00 - - - - - 9.23 256350021 MIM-RCTC 2013 Residual Fund 3137AWQG3 FHMS K-023 Al 10,327.91 - - - (1917.92) 14.08 10.02 256350021 M!M-RCTC 2013 Residual Fwd 256350021 MIM-RCTC 2013 Residual Fwd 3134GWY42 FEDERAL HOME LOAN MORTGAGE CORP 299,991.00 - - - - - 12. 256350021 MUM-RCTC 2013 Residual Fwd 21688AAQ5 COOPERATIEVE RABOBANKUA(NEW YORK BRANCH) - 284,803.35 - - - - 14.23 256350021 MIM-RCTC 2013 Residual Fund 172967LC3 CITIGROUP INC 255,402.50 - - - - - 14.95 256350021 MIM-RCTC 2013 Residual Fwd 3137AWQG3 FHMS K-023 AI 15,491.87 - - - (2,876.89) 21.35 15.23 256350021 MIM-RCTC 2013 Residual Fwd 36202F2H8 G2005276 67,672.67 - - - (6,196.98) (135.11) 15.40 256350021 MIM-RCTC 2013 Residual Fwd 38378KW47 GNR2013-138 A 42,151.10 - - - (23,882.38) 53.05 15.76 (185.72) 18,151.82 32.49 256350021 MIM-RCTC 2013 Residual Fund 3138L2GH4 FN AM1999 33,424.09 - - - (245.54) 0.53 16.65 (55.17) 33,140.56 53.38 256350021 MIM-RCTC 2013 Residual Fwd 172967LC3 CITIGROUP INC 204,322.00 - - - 20.71 (1,164.71) 203,178.00 1,820.56 256350021 MIM-RCTC 2013 Residual Fund 91282CAP6 UNITED STATES TREASURY 349,755.00 - - - - - 21.15 (966.15) 348,810.00 201.92 256350021 MIM-RCTC 2013 Residual Fwd 3137A2PV7 FHR 3760 BA 19,544.00 - - - (1,727.53) 18.34 23.64 (33.68) 17,824.76 22.10 256350021 MIM-RCTC 2013 Residual Fund 3140X9VK8 FN FM6017 - 134,023.44 - - (3,080.31) (224.98) 41.95 (2,064.11) 128,695.99 304.80 256350021 MIM-RCTC 2013 Residual Fwd 38378PPK8 GNR2013-190 GA 256350021 MIM-RCTC 2013 Residual Fund 3137GAUY1 FHR 3737 MA 256350021 MIM-RCTC 2013 Residual Fwd 36179RFD6 G2 MA2864 256350021 MIM-RCTC 2013 Residual Fund 3128MMUL5 FH G18586 256350021 MIM-RCTC 2013 Residual Fwd 912828B58 UNITED STATES TREASURY 256350021 MIM-RCTC 2013 Residual Fund 912828YK0 UNITED STATES TREASURY 256350021 MIM-RCTC 2013 Residual Fwd 3132A85Y1 FHZ58063 320,519.85 - - - (26,788.71) (1,433.65) 140.56 (1,203.14) 291,234.92 583.18 256350021 MIM-RCTC 2013 Residual Fwd 3140X4H90 FN FM1155 56350021 MIM-RCTC 2013 Residual Fwd 912828ZP8 UNITED STATES TREASURY 809,781.30 162.76 (1,053.76) 808,890.30 383.18 56350021 MIM-RCTC 2013 Residual Fwd 912828B58 UNITED STATES TREASURY 56350021 MIM-RCTC 2013 Residual Fund 3138L2GH4 FN AM1999 56350021 MIM-RCTC 2013 Residual Fwd 912828L57 UNITED STATES TREASURY 102,824.00 - - - - - 224.81 (630.81) 102,418.00 4.78 56350021 MIM-RCTC 2013 Residual Fad 912828T67 UNITED STATES TREASURY 484,464.00 - - - - - 487.14 (1,615.14) 483,336.00 2,519.34 56350021 MIM-RCTC 2013 Residual Fwd 36179Q2A8 G2 MA2569 56350021 MIM-RCTC 2013 Residual Fwd 912828YK0 UNITED STATES TREASURY 868,929.50 - - - - - 574.81 (3,371.31) 866,133.00 5,394.23 106,564.50 98,116.10 13,694.81 (1,054.95) 250,452.50 96,240.43 460,000.00 (13,699.90) 0.02 - 5.07 5.00 250,467.50 125.13 (96,284.72) 42.49 - 1.80 460,000.00 288.25 120,054.00 83.35 155,666.50 95.45 180,702.00 77.20 176,111.25 193.87 170,974.10 192.67 (105.60) (88.35) (741.60) (731.50) 396.10 (66.00) 300,066.00 - - (300,000.00) (180.20) 265,243.80 149. (0.00) 78,931.76 5.79 (771.40) (932.95) 380,110.20 815.73 235,018.80 540.27 247,160.00 202.81 (2,840.00) 249.60 160,249.60 (42.19) (1.06) (12.19) 20,823.26 - - - (20,781.09) 0.02 0.00 1,190.79 - - - (1,189.73) (0.00) 0.00 11,654.90 - - - (11,642.79) 0.06 0.02 40,934.27 - (26,873.59) - (13,953.85) 80.96 0.11 9,428.07 - - - (9,428.16) 28.83 0.58 (187.89) (29.32) 169,989.80 - - - - 0.75 61,551.60 - - - - - 1.05 80,820.80 - - - - - 1.69 68,784.68 - - - (18,992.18) (151.03) 1.69 (374.75) (212.85) (284.89) (420.88) 169,615.80 170.00 61,339.80 50.40 80,537.60 79.29 49,222.29 141.46 270,045.90 - - - - - 3.34 58.76 270,108.00 6.75 41.22 51,730.50 83.33 (75.04) (212.43) (31.15) (29.35) (418.30) (45.19) 66.18 415,087.15 532.58 51,585.94 - - - - 3.34 19,385.01 - - - (12,527.91) 5.69 4.08 400,340.00 - - - - - 4.43 6,791.83 7.99 400,132.00 252.44 8,318.65 - - - (2,568.96) 10.15 5.27 8,138.73 - - - (1,308.99) 7.77 5.31 22,744.71 - - - (122,836.85) 503.78 6.66 11,372.96 - - - (8,975.16) 10.08 7.42 5,733.97 8.33 6,813.47 10.04 2,370.12 2.23 (795.62) (703.23) 170,492.85 151.25 200,982.00 30 (44.88) (168.12) (273.31) 8,389.20 11.00 863667BB6 STRYKER CORP 160,252.80 2 160,096.00 341.33 299,730.00 420.00 283,483.80 234.53 253,972.50 2,275.69 (1,333.78) (1,444.95) (67.76) (66.42) 12,583.81 16.49 61,289.56 145.79 56,308.54 (12,370.26) (50.09) 66.46 01,435.21 - - - (11,036.47) 73.72 66.92 57,029.31 - - - (4,993.24) (250.42) 80.47 (340.74) 43,613.91 89.33 124.52 90,663.89 112.18 12.04 51,878.15 123.08 66,730.47 - - (4,302.57) (230.49) 91.84 (577.33) 61,711.91 123.08 (488.62) (700.23) 265,386.90 - - (265,000.00) - - 101.72 184,008.60 - - - - - 108.03 183,416.40 1,142.31 247,016.48 - - (7,101.88) (396.77) 150.39 (3,531.09) 236,137.12 472.85 285,416.10 - - (285,000.00) - - 184.75 (600.85) 87,738.24 - - - (644.5 .79 196.42 (299.95) 86,993.95 140.13 301,890.80 - - - (28,528.49) ( 1.27) 555.70 37.87 272,324.61 644.20 26,955,20093 15,173,097.87 (10,505,608.87) (3,565,000.00) (1959,257.50) 20,585.46 (23,667.87) (105,326.52) 26,955,166.72 65,092.98 56350023 MBA -Sr Lien Reserve Fwd -1 3137BYPQ7 FHMS K-726 A2 241,682.57 - - - (719.91) 56350023 MUM -Sr Lien Reserve Fund -1 3135G0V75 FEDERAL NATIONALMORTGAGE ASSOCIATION 447,486.75 - (443,453.50) - - (2,774.55) (1,178.27) (80.43) 56350023 MIM-Sr Lien Reserve Fwd -1 3137BVZ74 FHMS K-063 Al (46.10) (1,178.47) (1,184.95) 238,553.13 545.67 281,827.67 - - - (4,438.97) (268.12) (1,106.34) 1,067.31 277,081.55 657.23 56350023 MIMSr Lien Reserve Fund -1 3132AEFC5 FH ZT1963 467,247.67 - - - (30,855.53) (2,318.56) (1,022.54) (854.83) 432,196.21 1,167.39 56350023 MIM-Sr Lien Reserve Fund -1 912828XB1 UNITED STATES TREASURY 1,052,317.50 (644.80) (19,966.70) 1,031,706.00 7,841.07 Page 17 of 41 OFRIVERSIDE COUNTY TRANSPORTATION COMMISSION 91 CIP STAMP Portfolio Transaction Report by Account Quarter ended March 31, 2021 Source Account Account Base Base Change In Net Beginning Base Base Maturities and Net Total Realized Amortization/Ac Unrealized Ending Accrued Identifier Description Market Value Base Purchases Base Sales Redemptions Base Paydowns Gain/Loss cretion Gain/Loss Ending Base Market Value Income Balance 256350023 MIMSr LienReserve Fund -1 256350023 MIM-Sr Lien Reserve Fund -1 256350023 MIMSr LienReserve Fwd -1 256350023 MIM-Sr Lien Reserve Fwd -1 3130AFFX0 FEDERAL HOME LOAN BANKS 256350023 MIM-Sr Lien Reserve Fwd -1 912828638 UNITED STATES TREASURY 256350023 MIM-Sr Lien Reserve Fwd -1 3137FBAB2 FHMS K-IR3 Al 256350023 MIM-Sr Lien Reserve Fund -1 3137B1UG5 FHMS K-027 A2 256350023 MIMSr Lien Reserve Fwd -1 3138EJPZ5 FN AL2239 256350023 MIM-Sr Lien Reserve Fund -1 3137BLW87 FHMS K-050 Al 256350023 MIM-Sr Lien Reserve Fund -1 3137ARVU7 FHR 4073 AI 256350023 MIMSr Lien Reserve Fwd -1 3137FBA15 FHMS K -1R3 A2 256350023 MIMSr LienReserve Fwd -1 38378AU90 GNR2011-158 CA 256350023 MIMSr Lien Reserve Fwd -1 3137B11175 FHMS K-901 A2 256350023 MIMSr LienReserve Fwd -1 3137131000 FHMS K-026 A2 256350023 MIM-Sr Lien Reserve Fwd -1 3136A7MN9 FNA 2012-M8 A2 256350023 MIMSr LienReserve Fwd -1 3137ABFH9 FHMSKAIV A2 256350023 !d M -Sr LienReserve Fwd -1 3138LFGP7 FNAN2905 256350023 MIM-Sr Lien Reserve Fwd -1 3137FMD66 FHMS K-124 Al 256350023 MIMSr Lien Reserve Fwd -1 36176X821 GN 778953 256350023 MIMSr LienReserve Fwd -1 38378FRB8 GNR 2013-005 1E 256350023 MIMSr Lien Reserve Fwd -1 3137BLAC2 FHMS K-048 A2 256350023 MIMSr LienReserve Fwd -1 31418DV113 FN MA4226 256350023 MIM-Sr Lien Reserve Fwd -1 31307NP40 FH 132243 256350023 MIMSr LienReserve Fwd -1 3137AXHP1 FHMS K-024 A2 256350023 MIM-Sr Lien Reserve Fwd -1 3620ARZE4 GN 737941 256350023 MIM-Sr Lien Reserve Fwd -1 3137AUPE3 FHMS K-021 A2 256350023 MIM-Sr LienReserve Fwd -1 3138ETQP4 FNAL8561 - 94,811.30 - - (1,599.05) (134.36) (102.73) 658.81 93,633.98 250.35 256350023 MIM-Sr Lien Reserve Fwd -1 3137FNAD2 FHMS K-095 Al 256350023 MIMSr LienReserve Fwd -1 36179RHM4 G2 MA2936 256350023 MIMSr Lien Reserve Fwd -1 31418DXH0 FN MA4279 256350023 MIMSr LienReserve Fwd -1 3137AWQG3 FHMS K-023 Al 256350023 MIMSr Lien Reserve Fwd -1 3620ARB67 GN 737261 256350023 MIM-Sr Lien Reserve Fwd -1 31418DQ47 FN MA4074 256350023 MIMSr Lien Reserve Fwd -1 38378CRT6 GNR 2012-013 EG 256350023 MIMSr LienReserve Fwd -1 31379DKF2 FHR4384 LA 37,927.95 - (28,747.13) - (8,878.54) 89.50 (50.11) (341.67) 256350023 MIM-Sr Lien Reserve Fwd -1 3136AHAEO FNA2013-M14 APT 256350023 MIMSr LienReserve Fwd -1 3137FP1F3 FHMS K-099 Al 256350023 MIM-Sr LienReserve Fwd -1 3138X0ZY7 FNAU1658 256350023 MIMSr LienReserve Fwd -1 3137F4D41 FHMS K-074 A2 256350023 MIM-Sr LienReserve Fwd -1 3128MENS6 FH G15601 256350023 MIMSr LienReserve Fwd -1 38376T5Z1 GNR 2010-004 PD 256350023 MIMSr Lien Reserve Fwd -1 36202FA30 G2 004526 256350023 MIMSr Lien Reserve Fwd -1 36179MEK2 G2 MA0138 256350023 MIMSr LienReserve Fwd -1 3132CJA12 FH SA0009 77,119.37 - (69,523.94) - (7,615.21) 1,681.25 (35.60) (1,625.87) 256350023 MIMSr Lien Reserve Fwd -1 38375XCM4 GNR 2008-047 PC 256350023 MIM-Sr Lien Reserve Fond -1 3137B9RN7 FHR 4328 EA 256350023 MIMSr LienReserve Fwd -1 313711411131 FHR4247 AK 256350023 MIMSr LienReserve Fwd -1 3128MMT52 FH 618571 256350023 MIMSr LienReserve Fed -1 36179MZV5 G2 MA0756 256350023 MIMSr LienReserve Fund -1 36179NKP2 G2 MA1202 256350023 MIMSr Lien Reserve Fund -1 36179MKL3 G2 MA0299 256350023 MIM-Sr LienReserve Fwd -1 314016FU6 FN BM1978 256350023 MIM-Sr LienReserve Fmd-1 3138EQR13 FNAL7688 256350023 MIM-Sr Lien Reserve Fwd -1 3136A8SX9 FNR 2012-102 91 256350023 MIMSr Lien Reserve Fwd -1 3136AEY84 FNR 2013-70 DG 256350023 MIM-Sr LienReserve Fwd -1 3135G05G4 FEDERAL NATIONAL MORTGAGE ASSOCIATION 256350023 MIMSr LienReserve Fwd -1 31418AM39 FN MA1277 256350023 MIM-Sr Lien Reserve Fwd -1 38377LFC7 GNR 2010-116 NE 256350023 MIMSr Lien Reserve Fwd -1 383793M99 GNR 2015-045 AG 256350023 MIMSr Lien Reserve Fwd -1 36179MU24 G2 MA0601 256350023 MIMSr LienReserve Fwd -1 3132AEF68 FHZT1989 256350023 MIM-Sr Lien Reserve Fond -1 3137FQ3Y7 FHMS K-101 Al 256350023 MIMSr LienReserve Fmd-1 3137B6DF5 FHR4272YG 256350023 MIMSr Lien Reserve Fwd -1 3137AQQE 1 FHR 4039 QB 256350023 MIMSr Lien Reserve Fed -1 31417YKF3 FN MA0293 256350023 MIMSr Lien Reserve Fwd -1 3136ADZA0 FNR 2013-27 KA 256350023 MIMSr Lien Reserve Fwd -1 3136ABNZ2 FNR 2012-148 MC 256350023 MIMSr Lien Reserve Fwd -1 36178N099 GN AB2764 256350023 MIM-Sr LienReserve Fwd -1 3137F4D41 FHMS K-074 A2 256350023 MIM-Sr Lien Reserve Fwd -1 383771M59 GNR 2010-111 PE 256350023 MIMSr LienReserve Fwd -1 9128286Q8 UNITED STATES TREASURY - 300,104.11 (300,100.57) - - 0.01 (3.55) 256350023 MIM-Sr LienReserve Fund -1 38377RVK8 GNR2010-166 GP 256350023 MIMSr Lien Reserve Fwd -1 36179M436 G2 MA0825 256350023 MIMSr LienReserve Fwd -1 38377RVK8 GNR2010-166 GP 256350023 MIMSr Lien Reserve Fwd -1 38378KW47 GNR 2013-138 A 256350023 MIM-Sr Lien Reserve Fwd -1 383771Z89 GNR 2010417 GK 256350023 MIM-Sr LienReserve Fwd -1 3137ATRW4 FHMS K-020 A2 127,865.00 - - - - - (0.12) (494.88) 127,370.00 247.19 256350023 MIM-Sr LienReserve Fwd -1 31846V401 FIRST AMER,GVTOBLGD 256350023 MIM-Sr LienReserve Fwd -1 CCYUSD Receivable 256350023 MIM-Sr Lien Reserve Fond -1 CCYUSD Payable 256350023 MIMSr LienReserve Fwd -1 3137A5FP4 FHR3791 DA 22,908.55 - - - (22,917.03) (0.01) - 8.48 256350023 MIMSr LienReserve Fond -1 3137A5FP4 FHA 3791 DA 15,400.71 - - - (15,406.40) (0.00) - 5.70 256350023 MIMSr LienReserve Fwd -1 31381QB54 FN 467260 125,530.99 - - - (125,588.74) 55.40 - 2.35 256350023 MIMSr LienReserve Fwd -1 3134GWGB6 FEDERAL HOME LOAN MORTGAGE CORP 256350023 MIMSr LienReserve Fwd -1 3134GXDT9 FEDERAL HOME LOAN MORTGAGE CORP 145,062.35 31401AU97 FN BM6007 313791UG5 FHMS K-027 A2 912828X61 UNITED STATES TREASURY 64,351.44 145,222.00 134,912.50 221,237.80 (16,568._09) (665.29) (620.79) (589.73) (552.53) (529.14) (12,607.71) (526.09) (51,410.08) (506.54) (1,895.86) (502.17) 408.17 103,636.00 219.75 658.52 458.13 47,155.79 145,090.40 307.65 132,270.00 208,100.95 2,254.69 843,383.70 6,769.58 129.374.40 303.80 103.04 (2,089.97) 1,005.27 1,454,314.50 (593,772.66) 34,778.03 131,776.80 103,730.00 188,461.84 141,283.23 229,026.00 88,175.24 347,796.31 371,746.80 212,218.25 (1,338.70) (25.46) (435.55) (421.04) 186,241.09 472.76 223,929.80 - - (4,633.17) (234.13) (420.80) (872.14) 217,769.56 486.49 (71,991.16) (608.66) (395.79) 195.39 68,483.01 170.57 (382.84) (7,941.16) 220,702.00 546.83 (11,896.05) (265.79) (378.01) 484.52 76,11991 185.65 (28,252.31) (227.80) (374.90) (1,174.40) 317,766.91 651.67 (309.04) 10.561 371,437.20 753.00 58,033.53 301,581.06 94,588.46 159,493.07 151,081.77 40,815.63 181,071.87 - - (4,342.03) (194.59) (125.28) (1,647.62) 174,762.35 281.55 198,842.85 - - (3,335.29) (245.14) (122.35) (2,119.05) 193,021.02 454.89 (25,499.24) (149.33) (248.45) (852.98) 185,468.26 357.07 (596.50) (2.75) (195.56) (192.321 57,046.41 189.29 (1,210.47) (37.60) (181.49) (11,433.97) 288,717.53 599.50 (7,143.34) (417.25) (177.58) (1,169.75) 85,680.55 157.42 (14,805.47) (711.16) (164.21) 1,060.96 144,873.18 343.06 (9,457.15) 130.44 (144.76) (80.131 141,530.17 230.17 (126.65) (307.55) 40,381.43 101.26 144,225.20 89,755.46 147,804.48 (121.97) (137.03) 143,966.20 300.18 (9,457.07) (434.17) (107.10) 601.91 80,359.03 190.29 (104.58) (687.42) 147,012.48 287.52 143,464.43 82,685.68 (434.87) (6.56) (99.40) (3,102.54) 139,821.06 287.90 (5,230.37) (312.16) (86.55) 467.23 77,523.83 211.80 180,366.24 61,967.46 71,525.00 (77.56) (1,666.32) 178,622.37 289.92 (11,507.53) (76.13) (73.99) 25.40 50,335.22 65.98 (6,929.33) (182.97) (71.03) (47.491 64,294.18 201.55 24,936.71 171,187.64 (64.41) (1,046.52) 170,076.71 275.37 (4,316.88) 55.09 (60.03) (99.341 20,515.55 33.51 32,336.64 195,277.19 42,717.50 35,175.90 35,470.24 48,248.02 26,747.33 88,943.22 (3,514.56) (39.49) (46.74) 22.35 28,758.20 60.64 (1,145.80) (3.95) (45.43) (4,926.16) 189,155.84 339.29 (3,103.71) (152.07) (43.13) 13.15 39,431.74 78.66 (41.87) (1,333.03) 33,801.00 90.00 (2,491.32) (112.60) (39.48) (94.48) 32,732.36 65.49 (3,514.71) (81.04) (38.23) 9.74 44,623.78 106.93 (2,311.53) (73.07) (37.00) (34.37) 24,291.37 85.41 (7,831.52) (314.84) (36.71) (974.51) 79,785.64 161.24 31,865.99 25,901.43 (6,103.87) (80.92) (33.47) (254.05) 25,393.68 103.38 46,303.62 - - (1,499.39) (33.76) (33.10) 385.03 45,122.39 91.21 (2,335.10) (62.29) (30.83) (48.28) 23,424.94 82.80 118,446.66 67,996.98 76,518.26 92,277.96 103,286.29 (30.83) (307.26) 118,108.56 235.57 (5,385.23) (220.97) (29.57) (302.23) 62,058.98 124.23 (5,655.77) (235.96) (28.47) (341.47) 70,256.59 140.63 (8,411.08) (339.05) (27.98) (321.66) 83,178.19 168.09 (7,186.84) (480.62) (25.55) 434.03 96,027.31 223.58 65,468.57 46,542.12 - - (819.95) (16.05) (22.62) 260.63 45,944.14 56.04 51,450.01 - - (1,085.99) (22.78) (21.80) 254.22 50,573.66 71.91 (25.43) 506.55 65,949.68 177.63 200,478.00 - (200,280.20) - 9.69 (18.49) (189.00) 50,843.19 (4,778.61) (207.91) (17.05) (32.03) 45,807.59 91.38 50,417.02 - - (4,645.49) (49.60) (16.19) 87.80 45,793.54 94.27 18,233.61 51,802.06 (6,864.77) (13.52) (16.17) (78.05) 11,261.11 23.26 (4,556.57) (187.00) (13.77) (572.11) 46,472.61 93.91 194,519.01 90,989.97 - - (3,587.00) (327.11) (13.60) (189.03) 86,873.23 233.01 (929.53) (0.06) (12.63) (4,792.55) 188,784.24 329.89 88,614.97 47,042.66 - - (1,208.92) (22.45) (10.83) 69.54 45,870.00 56.22 (11.81) (73.94) 88,529.22 144.55 50,352.77 (2,951.03) (95.58) (10.62) 28.10 47,323.64 161.70 50,339.18 - - (1,465.86) (18.79) (9.48) 79.80 48,924.85 50.25 56,069.82 - - (2,048.21) (41.12) (7.69) 470.91 54,443.71 88.20 27,050.53 (1,950.68) (19.75) (5.99) (89.531 24,984.58 49.99 5,862.65 31,471.94 (5.95) (223.20) 5,633.50 15.00 (8,044.45) 87.73 (3.91) (297.08) 23,214.23 47.88 17,982.31 35,214.72 29,970.52 (1,679.01) (23.48) (1.49) (8591) 16,192.43 39.49 (2,977.74) (32.61) (1.36) (260.36) 31,942.65 63.94 (2,798.35) (20.71) (0.76) (163.33) 26,987.38 65.82 11,171.18 26,422.51 - - (13,939.85) (9.50) (0.44) 6.64 12,479.37 22.34 (2,839.83) (39.55) (0.28) (76.501 8,215.02 23.47 122,760.15 3,425,404.90 (3,258,897.12) - - - - - 289,267.93 2.04 (258,514.62) 200,044.00 - - (200,000.00) - - - (44.00) (220.40) 144,841.95 179.03 256350023 MIM-Sr LienReserve Fwd -1 3130AL1Z8 FEDERAL HOME LOAN BANKS - 200.000.00 - - - - - 26.00 200,026.00 52.78 256350023 MIMSr LienReserve Fwd -1 3138E1RP5 FN AL2293 - 36,393.5 15 - - - - - 1.82 36,395.34 133.00 Page 18 0541 OFRIVERSIDE COUNTY TRANSPORTATION COMMISSION 91 CIP STAMP Portfolio Transaction Report by Account Quarter ended March 31, 2021 Sou Ace unt Base Base Change In Net Beginning Base Base Maturities and Net Total Realized Amortisation/Ac Unrealized Ending Accrued Account Identifier Description Market Value Base Purchases Rase Sales Redemptions Rase Paydosns Gain/Loss cretion Gain/Loss Ending Base Market Value Income Balance 256350023 256350023 MIMSr Lien Reserve 03md-1 256350023 MIM-Sr Lien Reserve Fund -1 256350023 MIMSr Lien Reserve Fmd-1 3136AC714 FNA 2013-M6 2A 256350023 MIMSr Lien Reserve Fwd -1 3136A5KR6 FNR 2012-31 AD 256350023 MIMSr Lien Reserve Fmd-1 38377REV3 GNR2010-158 HA 256350023 MIMSr Lien Reserve Fwd -1 36202F2H8 G2005276 256350023 MIM-Sr Lien Reserve Fwd -1 38377RVK8 GNR2010-166 GP 256350023 MIM-Sr Lien Reserve Fwd -1 38378TAF7 GNR 2013-071 GA 256350023 MIMSr Lien Reserve Fmd-1 31418DYF3 FN MA4309 256350023 MIM-Sr Lien Reserve Fund -1 383771Z89 GNR 2010-117 GK 256350023 MIMSr Lien Reserve Fwd -1 36179NA27 G2 MA0909 256350023 MIM-Sr Lien Reserve Fund -1 91282CAP6 UNITED STATES TREASURY 256350023 MIMSr Lien Reserve Fwd -1 3137AQQE l FHR 4039 QB 256350023 MIM-Sr Lien Reserve Fwd -1 3134GWELO FEDERAL HOME LOAN MORTGAGE CORP 290,049.30 256350023 MIMSr Lien Reserve 03md-1 91282CAP6 UNITED STATES TREASURY 256350023 MIM-Sr Lien Reserve Ford -1 38378KXW4 GNR2013-105A 256350023 MIMSr Lien Reserve 03md-1 3136ADZA0 FNR 2013-27 KA 256350023 MIM-Sr Lien Reserve Fwd -1 313705A60 FUR 4257 EK 256350023 MIMSr Lien Reserve Fwd -1 38378HAU0 GNR 2012-096 AD 256350023 MIMSr Lien Reserve Ford -1 383767779 GNR 2010-006 AB 256350023 MIMSr Lien Reserve Fwd -1 3138L1W62 FNAM1568 256350023 MIM-Sr Lien Reserve Fwd -1 38378KWU9 GNR2013-096A 256350023 MIMSr Lien Reserve Fwd -1 38378XP62 GNR 2014-166 PL 256350023 MIMSr Lien Reserve Fwd -1 3137AUPE3 FHMS K-021 A2 256350023 MIM-Sr Lien Reserve Fwd -1 36176XQB8 GN 779250 256350023 MIMSr Lien Reserve Fwd -1 38378HAU0 GNR 2012-096 AD 256350023 MIMSr Lien Reserve Fund -1 3131X83H7 FHZK5300 256350023 MIM-Sr Lien Reserve Fund -1 383781ZD7 GNR 2013-047 EC 256350023 MIMSr Lien Reserve 03md-1 38377YTIA GNR 2011-136 GA 256350023 MIM-Sr Lien Reserve Fwd -1 38378KSL4 GNR2013-074 AL 238,835.25 256350023 MIMSr Lien Reserve 03md-1 313560504 FEDERAL NATIONAL MORTGAGE ASSOCIATION 256350023 MIMSr Lien Reserve Fwd -1 3137FWHY9 FHMR2020-P003 Al 256350023 MIM-Sr Lien Reserve Fwd -1 3136AQZK9 FNR 2015-89 KE 256350023 MIM-Sr Lien Reserve Fwd -1 3134GWND4 FEDERAL HOME LOAN MORTGAGE CORP 298,608.00 256350023 MIMSr Lien Reserve Fmd-1 36202F3H7 G2005300 256350023 MIM-Sr Lien Reserve Fund -1 31417YKF3 FN MA0293 256350023 MIMSr Lien Reserve 03md-1 3137EAEV7 FEDERAL HOME LOAN MORTGAGE CORP 256350023 MIMSr Lien Reserve Fwd -1 38378HXH4 GNR 2012119 KB 256350023 MIM-Sr Lien Reserve Fwd -1 3138WEM75 FN AS4860 256350023 MIMSr Lien Reserve Fwd -1 3136AC714 FNA 2013-M6 2A 256350023 MIM-Sr Lien Reserve Fwd -1 36179MU32 G2 MA0602 256350023 MIM-Sr Lien Reserve Fwd -1 36179RFD6 G2 MA2864 256350023 MIM-Sr Lien Reserve Fwd -1 3138FKY14 FNAL3382 256350023 MIM-Sr Lien Reserve Fund -1 912828ZF0 UNITED STATES TREASURY 256350023 MIMSr Lien Reserve Fund -1 3140/83122 FN BM4407 256350023 MIM-Sr Lien Reserve Fwd -1 3138EKXL4 FNAL3382 256350023 MIMSr Lien Reserve Fwd -1 912828L57 UNITED STATES TREASURY 256350023 MIM-Sr Lien Reserve Fwd -1 91282CAP6 UNITED STATES TREASURY 256350023 MIMSr Lien Reserve Fwd -1 38376WA62 GNR 2010-015 PD 256350023 MIMSr Lien Reserve Fwd -1 3132AEFK7 FH ZT1970 256350023 MIMSr Lien Reserve Fwd -1 38378KW U9 GNR 2013-096 A 256350023 MIMSr Lien Reserve Fwd -1 3136ADFF1 FNR2013-36 KC 256350023 MIMSr Lien Reserve Fwd -1 912828YK0 UNITED STATES TREASURY 256350023 MIM-Sr Lien Reserve Fund -1 38378VC45 GNR2013_116MA 256350023 MIMSr Lien Reserve Fund -1 3137BB5D8 FHA 4338 HP 256350023 MIM-Sr Lien Reserve Fwd -1 3837806A2 GNR2013-012 AB 256350023 MIMSr Lien Reserve Fmd-1 38377QICII9 GNR2011-018 PG 256350023 MIMSr Lien Reserve Fwd -1 314018ME0 FN 0M3956 256350023 MIMSr Lien Reserve Fmd-1 38376WA62 GNR 2010-015 PD 256350023 MIMSr Lien Reserve Fund -1 91282CAE1 UNITED STATES TREASURY 256350023 MIM-Sr Lien Reserve Fwd -1 3140X9VK8 FN FM6017 256350023 MIM-Sr Lien Reserve Fond -1 36202F2H8 G2 005276 256350023 MIMSr Lien Reserve Fwd -1 38378KSL4 GNR 2013-074 AL 256350023 MIMSr Lien Reserve Fwd -1 38379KDN5 GNR 2015-029 AD 256350023 MIMSr Lien Reserve Fwd -1 36179NHK7 G2 MA1134 256350023 MIMSr Lien Reserve Fwd -1 3128MMUL5 FH 018586 256350023 MIMSr Lien Reserve Fwd -1 38376WA62 GNR 2010-015 PD 256350023 MIM-Sr Lien Reserve Fwd -1 361797E83 G2 MA4691 256350023 MIM-Sr Lien Reserve Fwd -1 3140X4H90 FNFM1155 256350023 MIMSr Lien Reserve Fwd -1 3132A85Y1 FHZS8063 256350023 MIMSr Lien Reserve Ford -1 3136A72D3 FNA 2012-M9 A2 256350023 MIM-Sr Lien Reserve Fund -1 91282CAM3 UNITED STATES TREASURY 256350023 MIMSr Lien Reserve Fwd -1 38378KW U9 GNR 2013-096 A 256350023 MIMSr Lien Reserve Fwd -1 36179NAH 1 G2 MA0908 256350023 MIMSr Lien Reserve Fwd -1 912828YK0 UNITED STATES TREASURY 256350023 MIMSr Lien Reserve Fwd -1 9128287(01 UNITED STATES TREASURY 256350023 MIM-Sr Lien Reserve Fwd -1 38378KWU9 GNR 2013-096 A 256350023 MIMSr Lien Reserve Fwd -1 3138EKXL4 FN AL3382 256350023 MIM-Sr Lien Reserve Fwd -1 3137ATRW4 FHMS K-020 A2 256350023 MIM-Sr Lien Reserve Fwd -1 3837807F0 GNR 2013-033 B 256350023 MIMSr Lien Reserve Fwd -1 38380AZ34 GNR 2016-147 DA 256350023 MIM-Sr Lien Reserve Fwd -1 9128285W6 UNITED STATES TREASURY 256350023 MIMSr Lien Reserve Fwd -1 3132A9T64 FH 758673 256350023 MIM-Sr Lien Reserve Fwd -1 3837807E0 GNR2013-033B 256350023 MIM-Sr Lien Reserve Fwd -1 38378KRS0 GNR 2013-078 AG MIM-Sr Lien Reserve Fund -1 3132AEF68 9128286Q8 UNITED STATES TREASURY 3137F4CY6 FHMS K-BXI Al FH ZT1989 36,116.96 180,020.01 42,250.00 8,348.63 6,137.49 32,099.52 19,071.39 11,322.19 79,360.42 (180.77) (6,137.56) (8,863.02) (70.48) 0.79 (196.41) (1,746.42) (0.59) 1.06 (52.93) 17,272.51 41.09 (1,057.15) 9.92 1.22 (80.95) 10,195.23 24.87 (4,983.52) 3.85 1.27 16.02 74,398.03 150.02 (0.00) 18.78 0.38 0.00 80.21 (9.21) 470.40 (46.26) (19.09) 36,197.17 180,010.80 42,720.40 8,121.60 58.25 53.18 16.22 16.58 36,110.16 22,970.40 66.02 2.34 98.85 36,211.35 58.33 17,873.90 35,328.92 19,986.00 - (19,989.06) (4,543.72) (24.66) 2.41 (163.88) 13,144.04 37.55 (2,780.13) (148.41) 2.43 65.15 32,467.96 77.04 46.94 2.43 (46.31) 47,057.09 - - (1,208.92) (23.21) 3.42 41.62 45,870.00 56.22 3.59 63.11 290,116.00 7.25 3.66 8.57 44,847.00 25.96 44,834.77 64,545.01 (5,953.07) 8.89 3.72 (75.23) 58,529.32 82.69 14,208.02 66,194.90 - - (1,928.76) (23.92) 3.98 128.60 64,374.79 66.11 (1,291.56) 11.16 4.03 (19.19) 12,912.47 25.97 31,770.04 160,512.32 38,809.01 - - (1,136.46) (20.82) 4.15 62.50 37,718.38 46.23 (4,018.48) (91.36) 4.58 (8.03) 27,656.74 66.08 8,200.94 (160,632.81) 658.79 8.71 (547.01) (5,383.55) 35.60 9.34 (97.98) 2,764.36 3.21 (20,385.70) (207.20) 9.48 (3,655.40) 141,192.18 285.84 165,431.01 6,158.52 11.38 (44.381 6,125.52 11.98 27,887.95 23,638.76 44,801.49 - - (940.51) (44.67) 11.86 387.16 44,215.33 104.70 21,565.35 35,704.99 12.56 75.24 21,653.15 26.54 12.90 (2.72) 35,715.17 71.25 (2,825.07) 27.44 15.97 (59.45) 25,046.84 30.92 (5,377.66) (73.98) 16.04 (109.84) 18,093.32 29.73 17.06 (8,879.81) 229,972.50 524.13 200,478.00 - (200,280.20) - - 531.76 17.25 (746.81) 195,013.11 (2,832.89) 13.82 20.20 (7,746.40) 184,467.84 133.86 76,695.40 20.52 (98.58) 76,617.34 123.85 20.53 (2,525.53) 296,103.00 245.00 61,792.28 47,900.96 400,788.00 - (400,200.00) - - 534.44 24.70 (1,147.14) (6,381.51) (298.69) 21.07 54.45 55,187.60 130.98 (2,807.33) (97.65) 24.52 (1.17) 45,019.33 153.82 9,993.02 70,527.93 37,568.79 93,141.61 21,385.99 10,645.95 (1,036.63) 24.23 26.67 139.261 8,968.04 9.22 26.91 (45.75) 70,509.10 140.10 (813.47) 5.54 28.84 (242.551 36,547.16 74.61 362,889.84 88,893.10 (8,086.82) (427.63) 28.91 144.85 84,800.93 201.23 (1,872.47) (93.92) 30.18 4.53 19,454.31 46.15 (71.49) 1.04 31.12 (69.42) 10,537.19 20.65 32.57 (404.41) 362,518.00 4.99 33.14 46.58 88,972.82 177.17 13,307.43 (89.37) 0.98 33.54 (81.11) 13,171.49 25.82 231,354.00 - (231,120.11) - - 6,709.22 33.77 (6,976.88) 373,535.16 21,145.33 30,753.52 60,546.66 33.96 155.88 373,725.00 216.35 (1,548.82) (42.14) 35.77 (69.07) 19,521.08 60.92 90,449.62 - - (4,177.25) (371.83) 44.46 (606.65) 85,338.35 230.33 (20,188.31) 164.58 45.13 (408.58) 10,366.34 12.05 (13,590.62) 125.66 45.82 (204.05) 46,923.46 58.27 209,56535 91,302.79 103,530.69 28,763.64 86,86406 87,750.00 79,976.80 212,298.00 70,158.41 165,183.24 124,059.21 21,625.91 88,638.36 236,342.92 172,283.82 423,389.25 20,502.35 475,355.55 161,895.00 30,753.52 172,996.63 160,710.96 207,222.00 97,190.87 151,473.33 165,692.48 259,027.50 465,196.50 45,123.88 52,204.19 225,159.38 164,677.66 134,029.51 (209,389.45) (474,897.86) (10,025.71) (4,271.93) (4,274.20) (6,362.47) (5,174.92) (7,323.71) (3,948.59) (13,416.37) (11,242.26) (1,584.02) (7,975.99) (4,734.59) (19,753.30) (38,479.70) (13,458.87) (20,188.31) (1,161.76) (8,203.86) (18,116.71) 5,173.18 47.97 (5,397.05) - - 249.37 50.38 (361.78) 81,215.06 147.75 51.27 181.82 45,356.98 108.29 61.14 56.07 (833.44) 98,542.53 147.84 (55.77) 60.54 (508.46) 23,985.75 58.29 62.47 (363.12) 51,903.54 122.37 (92.59) 65.02 (282.32) 80,191.71 250.25 69.49 (6,327.19) 81,492.30 69.92 (377.97) 70.48 (3,467.71) 216,209.26 512.06 (178.79) 79.41 (120.58) 72,433.12 172.30 80.04 (7,958.04) 204,420.00 465.89 (0.29) 82.61 (1,777.42) 64,514.72 119.78 (539.27) 82.80 57.13 151,367.53 359.15 (535.37) 87.29 (165.37) 112,203.49 223.79 (77.21) 90.46 (90.41) 19,964.74 62.30 (532.37) 97.69 356.10 80,583.79 220.11 (264.51) 100.26 (2,354.06) 157,424.75 315.23 (1,057.13) 103.65 (887.16) 214,748.98 430.02 246.88 109.32 (1,568.56) 132,591.76 270.72 130.80 (9,179.05) 414,341.00 2.90 586.48 131.64 (850.70) 6,910.89 8.04 138.08 (518.88) 133,648.71 268.25 12,430.38 169.93 (13058.00) - - 183.47 (3,354.47) 158,724.00 1,206.32 819.48 207.19 (1,225.55) 10 366.34 12.05 (0.35) 224.10 (829.30) 171,229.33 335.63 238.97 (861.12) 160,088.81 310.69 - 241.69 (2,233.69) 205,230.00 378.83 (179.61) 248.70 (415.16) 88,640.94 209.06 306.28 (3,464.43) 148,315.18 237.85 (1,026.50) 331.50 632.80 147,513.57 349.24 715.73 (3,205.73) 256,537.50 473.54 1,335.34 (11,172.34) 455,359.50 895.72 17,923,229,04 8,068,685,37 (6,430,651,80) 216 (200,000,00) (1,091,195,75) 44,690,99 (8,135,12) (250,344,54) 17,797,765,61 47,193,55 Page 19 0541 *Negative cash reflects securities in transit at month end 1111 RIVERSIDE COUNTY TRANSPORTATION COMMISSION 91 CIP STAMP Portfolio Summary of Investments for quarter ended March 31, 2021 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 AA AA- A+ A A- A-1+ I Industry Group Security Type Other (15.894%) AGCY BOND (6.962%) FHLMC CMO-- (7.198%) GNMA (8.328%) 11/11111 CORP (9A08%) US GOV (26.308%) VFHLMC (15.593%) FNMA (10.309%) Chart calculated by: Base Market Value + Accrued Other (16.240%) GNMA2 Collateral (4.059%) Agency Collet CMO- _i (4.175%) B Banks (5.395 % ) FGLMC Collateral (6.089%) FNMA Collateral (9.147%) Commercial MBS (21.127%) Sovereign (33.766%) Chart calculated by: Base Market Value + Accrued Market Secto Other (1.118%)l Industrial Municipal (2.299.: )� Asset Backed (3.221%) Agency (6.962%) Financial (7.370%)" Government/ (27.814%) Mortgage Backed (48.991%) Chart calculated by: Base Market Value + Accrued 217 RIVERSIDE COUNTY TRANSPORTATION CO MMISSION ATTACHMENT 6 91 CIP STAMP Portfolio Series A & Series B Reserve Fund Summary of Investments for quarter ended March 31, 2021 ■ Base Market Value + Accrued Credit Rating 20, 000, 000 15,000,000 10,000,000 5,000,000 0 AAA Asset Class Cash (-1.449%)\ Money Market Funds (1.623%) Fixed Income (99.825%) Chart calculated by: Base Market Value + Accrued *Negative cash reflects securities in transit at month end Industry Group w Other (6.489%) AGCY BOND (6.399%) GNMA CMO - (8.283%) FHLMC CMO� (8.331%) FNMA (14.546%) Security Type US GOV (20.399%) GNMA (15.595%) FHLMC (19.959%) Chart calculated by: Base Market Value + Accrued Other (2.190%) Agency Collat PAC CMO (4.080%) Agency Collat CMO (5.895%) GNMA2 Collateral (6.306%) FGLMC Collateral (8.395%) FNMA Collateral (13.092%) Sovereign Commercial MBS (32.412%) (27.630%) Chart calculated by: Base Market Value + Accrued Cash (0.175%)\ Agency (6.399%) Gov ernment---„, (21. 231%) %) Mortgage Backed (72.195%) Chart calculated by: Base Market Value + Accrued 218 RIVERSIDE COUNTY TRANSPORTATION CO MMISSION ATTACHMENT 7 91 CIP STAMP Portfolio Residual Fund Required Retained Balance Summary of Investments for quarter ended March 31, 2021 ■ Base Market Value + Accrued Credit Rating 25, 000, 000 20,000,000 15,000,000 10,000,000 5,000,000 AAA - AA AA- I A+ A I A- A-1+ Cash (-0.592%) Money Market Funds (2.243%) MUNI (3.900%) FNMA (4.777%)-------_ FHLMC (4.944%) AGCY BOND (5.130%) ABS (7.850%) Fixed Income (98.349%) Chart calculated by: Base Market Value + Accrued *Negative cash reflects securities in transit at month end Industry Group Other (22.799%) \ FGLMC Collateral (3.136%) Diversified Finan-11.111.99. Collateral (3.627%) Diversified Finan Sen., (4.814%) US Municipals (5.603%) Commercial MBS (6.748%) Sovereign (40.124%) Banks (13.149%) Chart calculated by: Base Market Value + Accrued Other (2.244%) Agency (5.130%) Industrial (5.425%) Municipal (5.603%) — Asset Backed (7.850%) Financial (17.963%) /Government (37.454%) Mortgage Backed (18.331%) Chart calculated by: Base Market Value + Accrued 219 RIVERSIDE COUNTY TRANSPORTATION CO MMISSION 91 CIP STAMP Portfolio TIFIA Reserve Fund Summary of Investments for quarter ended March 31, 2021 ATTACHMENT 8 ■ Base Market Value + Accrued Credit Rating 25, 000, 000 20,000,000 15,000,000 10,000,000 5,000,000 0 AAA Cash (-0.207%)) Money Market Funds (0.682%) Fixed Income (99.525%) Chart calculated by: Base Market Value + Accrued *Negative cash reflects securities in transit at month end Industry Group w Security Type Other (6.111%) GNMA CMO (4.758%) GNMA (8.916%) FHLMC CMO (9.135%) AGCY BOND (9.797%) FHLMC (27.303%) US GOV (20.152%) FNMA (13.827%) Chart calculated by: Base Market Value + Accrued Other (3.742%). GNMA Collateral (3.577%) GNMA2 Collateral (5.026%) Agency Collat CMO (5.985%) FGLMC Collateral (7.930%) FNMA Collateral" (12.900%) Sovereign (30.798%) Commercial MBS (30.042%) Chart calculated by: Base Market Value + Accrued Cash (0.475%) Agency (9.797%) - Government --- (21.001%) Mortgage Backed (68.726%) Chart calculated by: Base Market Value + Accrued 220 ATTACHMENT 9 RIVERSIDE COUNTY TRANSPORTATION COMMISSION 2017 Financing STAMP Portfolio by Investment Category for quarter ended March 31, 2021 Source Account Account Identifier Security Type Category Issuer Final 'Maturity Trade Date Current Face Value I Original Cost Next Call Date Base Market Value Base Net Total Unrealized Cain/Loss Coupon Summarized Yield Credit Rating 240907004 MIM-RCTC Toll Revenue: - 1-15 3134GV6H6 Agency Freddie Mac 10/20/2022 07/20/2020 500,000.00 499,850.00 07/20/2021 500,165.00 268.78 0.320 0.211 AAA 240907004 MIM-ROTC Toll Revenue: -1-15 3134GWEH5 Agency Freddie Mac 07/27/2022 07/27/2020 750,000.00 749,850.00 07/27/2021 750,292.50 391.97 0.280 0.159 AAA 240907004 MIM-RCTC Toll Revenue: - 1-15 3133E1355 Agency Federal Farm Credit Banks Fording Corporation 09/15/2022 09/16/2020 1,000,000.00 999,300.00 04/05/2021 999,630.00 140.53 0.180 0.205 AAA 240907004 MIM-ROTC Toll Revenue: -1-15 3135G05F6 Agency Federal National Mortgage Association 07/08/2022 11/03/2020 1,250,000.00 1,252,443.00 --- 1,252,312.50 418.91 0.190 0.047 AAA 240907004 MIM-RCTC Toll Revenue: -1-15 3134GXJF2 Agency Freddie Mac 12/30/2022 12/15/2020 405,000.00 404,989.88 06/30/2021 404,708.40 (282.76) 0.200 0.241 AAA 240907004 MIM-ROTC Toll Revenue: -1-15 3130ALJZ8 Agency Federal Home Loan Banks 03/12/2024 02/26/2021 750,000.00 750,000.00 04/12/2021 750,097.50 97.50 0.500 0.471 AAA 240907020 RCTC 1-15 P j RAMP UP RESERVE 3134GV6H6 Agency Freddie Mac 10/20/2022 07/22/2020 125,000.00 124,987.50 07/20/2021 125,041.25 49.91 0.320 0.211 AAA 240907020 RCTC 1-15 Prj RAMP UP RESERVE 3133EL7F5 Agency Federal Farm Credit Banks Funding Corporation 09/15/2022 09/15/2020 200,000.00 199,880.00 04/05/2021 199,926.00 13.52 0.180 0.205 AAA 240907020 RCTC 1-15 P j RAMP UP RESERVE 3134GWTLO Agency Freddie Mac 09/28/2023 09/23/2020 85,000.00 84,987.25 09/28/2021 85,034.00 44.59 0.300 0.219 AAA 240907020 RCTC 1-15 Prj RAMP UP RESERVE 3134GWY42 Agency Freddie Mac 10/13/2023 10/07/2020 100,000.00 99,950.00 10/13/2021 99,910.00 (47.75) 0.300 0.336 AAA 240907020 RCTC 1-15 Pj RAMP UP RESERVE 3136G46A6 Agency Federal National Mortgage Association 10/27/2023 10/20/2020 130,000.00 129,967.50 10/27/2021 130,027.30 55.18 0.300 0.263 AAA 240907020 RCTC 1-15 Prj RAMP UP RESERVE 3135G05F6 Agency Federal National Mortgage Association 07/08/2022 11/03/2020 100,000.00 100,195.44 --- 100,185.00 33.51 0.190 0.047 AAA 240907020 RCTC 1-15 Pj RAMP UP RESERVE 3134GXDT8 Agency Freddie Mac 11/24/2023 - 135,000.00 135,035.00 05/24/2021 134,852.85 (160.40) 0.350 0.391 AAA 240907020 RCTC 1-15 Prj RAMP UP RESERVE 3137EADB2 Agency Freddie Mac 01/13/2022 09/30/2019 400,000.00 406,425.20 --- 407,196.00 4,960.81 2.375 0.077 AAA 240907020 RCTC 1-15 Pj RAMP UP RESERVE 3134GW601 Agency Freddie Mac 11/02/2023 02/23/2021 400,000.00 400,536.00 11/02/2021 399,648.00 (809.08) 0.320 0.354 AAA 240907020 RCTC 1-15 Prj RAMP UP RESERVE 3130ALIZ8 Agency Federal Home Loan Banks 03/12/2024 02/26/2021 350,000.00 350,000.00 04/12/2021 350,045.50 45.50 0.500 0.471 AAA 240907020 RCTC 1-15 P j RAMP UP RESERVE 31392J6N4 Agency CMO Federal National Mortgage Association 04/25/2023 12/05/2017 147,618.14 160,590.95 --- 152,803.97 (99.56) 5.500 0.875 AAA 240907020 RCTC 1-15 Pj RAMP UP RESERVE 3137B8403 Agency CMO Freddie Mac 02/15/2029 01/31/2018 47,370.42 46,778.29 --- 48,255.77 1,260.25 2.000 0.174 AAA 240907020 RCTC 1-15 Pj RAMP UP RESERVE 383742C76 Agency CMO Government National Mortgage Association 08/16/2037 01/31/2018 33,900.60 34,748.11 - 34,751.16 459.41 4.000 1.636 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 --- 101,896.00 2,824.92 2.373 0.306 AAA 240907020 RCTC 1-15 Pj RAMP UP RESERVE 38378VC45 Agency CMO Government National Mortgage Association 12/16/2041 11/23/2018 35,324.41 34,049.42 - 36,406.75 1,954.95 2.250 0.394 AAA 240907020 RCTC 1-15 Prj RAMP UP RESERVE 383770M59 Agency CMO Government National Mortgage Association 10/20/2039 11/21/2018 10,325,90 10,067.76 --- 10,429.58 225.12 2.500 0.893 AAA 240907020 RCTC 1-15 Pj RAMP UP RESERVE 3137ARBX3 Agency CMO Freddie Mac 03/15/2039 03/14/2019 3,406.83 3,358.39 - 3,407.95 20.18 0.456 0.301 AAA 240907020 RCTC 1-15 Prj RAMP UP RESERVE 38378HXH4 Agency CMO Government National Mortgage Association 09/16/2027 03/08/2019 4,022.96 3,813.92 --- 4,076.38 197.03 1.250 0.288 AAA 240907020 RCTC 1-15 Pj RAMP UP RESERVE 38375XCM4 Agency CMO Government National Mortgage Association 11/16/2037 05/14/2019 10,925.89 11,235.31 - 11,182.54 113.25 5.000 1.351 AAA 240907020 RCTC 1-15 Prj RAMP UP RESERVE 3136A72D3 Agency CMO Federal National Mortgage Association 04/25/2022 07/26/2019 8,284,03 8,332.50 --- 8,391.88 84.07 2.482 0.477 AAA 240907020 RCTC 1-15 Pj RAMP UP RESERVE 38377REV3 Agency CMO Government National Mortgage Association 10/20/2039 07/01/2019 10,508.77 10,717.31 - 10,664.83 61.90 3.500 0.798 AAA 240907020 RCTC 1-15 Prj RAMP UP RESERVE 3137AYCE9 Agency CMO Freddie Mac 10/25/2022 08/13/2019 100,000.00 102,164.06 --- 103,098.00 2,148.73 2.682 0.437 AAA 240907020 RCTC 1-15 Prf RAMP UP RESERVE 38377QKH9 Agency CMO Government National Mortgage Association 08/20/2040 08/20/2019 10,431.09 10,620.57 - 10,730.46 131.67 3.000 1.172 AAA 240907020 RCTC 1-15 Prj RAMP UP RESERVE 38376V2E6 Agency CMO Government National Mortgage Association 07/16/2039 08/06/2019 14,661,25 15,256.87 --- 15,575.82 453.78 4.000 0.357 AAA 240907020 RCTC 1-15 Pj RAMP UP RESERVE 38379JM99 Agency CMO Government National Mortgage Association 02/16/2041 08/28/2019 4,867.46 4,898.83 - 4,908.69 35.93 2.500 0.995 AAA 240907020 RCTC 1-15 Prj RAMP UP RESERVE 38378JZD7 Agency CMO Government National Mortgage Association 12/20/2040 10/16/2019 10,821,64 10,686.38 --- 10,957.99 236.98 1.500 0.487 AAA 240907020 RCTC 1-15 Pj RAMP UP RESERVE 3137ARVU7 Agency CMO Freddie Mac 08/15/2038 06/30/2020 30,147.78 30,567.03 - 30,259.93 (22.90) 3.000 0.275 AAA 240907020 RCTC 1-15 Prj RAMP UP RESERVE 3137AH6C7 Agency CMO Freddie Mac 07/25/2021 11/29/2018 69,964.10 70,089.82 --- 70,339.11 362.84 3.230 0.135 AAA 240907020 RCTC 1-15 Pj RAMP UP RESERVE 3137A6Z47 Agency CMO Freddie Mac 01/15/2041 08/31/2020 33,263.35 34,999.28 - 35,106.14 (36.53) 4.500 0.893 AAA 240907020 RCTC 1-15 P j RAMP UP RESERVE 3137A1MF8 Agency CMO Freddie Mac 10/25/2021 11/29/2016 90,433.31 90,133.05 --- 91,174.86 940.01 2.968 0.476 AAA 240907020 RCTC 1-15 Pj RAMP UP RESERVE 3133Q5GZ3 Agency CMO Freddie Mac 09/25/2033 01/05/2021 73,701.82 74,726.75 - 73,615.59 (1,098.95) 1.000 1.026 AAA 240907020 RCTC 1-15 Prj RAMP UP RESERVE 3137B45W2 Agency CMO Freddie Mac 09/15/2030 12/30/2020 69,635.39 70,331.74 --- 70,598.44 372.14 2.750 0.466 AAA 240907020 RCTC 1-15 Pj RAMP UP RESERVE 38378PZN1 Agency CMO Government National Mortgage Association 03/16/2039 12/30/2020 14,975.14 15,000.88 - 14,978.73 (3.11) 2.500 0.910 AAA 240907020 RCTC 1-15 Prj RAMP UP RESERVE 3137ASR97 Agency CMO Freddie Mac 01/25/2022 02/27/2018 1,221.85 1,194.36 --- 1,222.05 3.77 1.573 0.268 AAA 240907020 RCTC 1-15 Prj RAMP UP RESERVE 3137AQQE1 Agency CMO Freddie Mac 05/15/2027 - 42,607.89 43,406.79 - 43,455.79 52.65 1.500 0.453 AAA 240907020 RCTC 1-15 Prj RAMP UP RESERVE 3136A8SX9 Agency CMO Federal National Mortgage Association 09/25/2027 02/04/2021 21,235.53 21,650,28 --- 21,763.02 123.46 1.500 0.068 AAA 240907020 RCTC 1-15 Prj RAMP UP RESERVE 3137B9RN7 Agency CMO Freddie Mac 12/15/2027 02/05/2021 20,737.13 21,206.96 - 21,373.76 182.38 2.500 -0.463 AAA 240907020 RCTC 1-15 Pj RAMP UP RESERVE 3136ABNZ2 Agency CMO Federal National Mortgage Association 11/25/2042 02/05/2021 25,138.04 25,640,80 --- 25,860.76 223,69 2.000 0.243 AAA 240907020 RCTC 1-15 Pi) RAMP UP RESERVE 3136AEY84 Agency CMO Federal National Mortgage Association 07/25/2028 02/05/2021 23,356.84 23,845.87 - 23,955.94 120.42 1.750 0.264 AAA 240907020 RCTC 1-15 Prj RAMP UP RESERVE 3136ADZA0 Agency CMO Federal National Mortgage Association 04/25/2028 --- 53,314.03 53,978.09 --- 54,074.82 99.52 1.250 0.356 AAA 240907020 RCTC 1-15 Pj RAMP UP RESERVE 3136A7D25 Agency CMO Federal National Mortgage Association 07/25/2041 02/12/2021 52,534.81 53,142.25 - 54,332.03 1,188.80 3.000 0.716 AAA 240907020 RCTC 1-15 Prj RAMP UP RESERVE 31394KJP0 Agency CMO Freddie Mac 10/15/2023 02/18/2021 43,651,75 45,336.44 --- 45,214.48 (115.45) 4.500 0.824 AAA 240907020 RCTC 1-15 Pj RAMP UP RESERVE 313702Z78 Agency CMO Freddie Mac 07/15/2023 02/18/2021 55,129.63 55,394.52 - 55,345.19 (42.98) 1.400 0.669 AAA 240907020 RCTC 1-15 Prj RAMP UP RESERVE 38377LFC7 Agency CMO Government National Mortgage Association 12/20/2039 02/12/2021 21,343.95 21,567.40 --- 21,600.72 41.41 2.500 0.958 AAA 240907020 RCTC 1-15 Pi) RAMP UP RESERVE 38378HAU0 Agency CMO Government National Mortgage Association 08/20/2027 --- 53,426.40 54,302.93 - 54,482.10 156.30 1.500 0.341 AAA 240907020 RCTC 1-15 Prj RAMP UP RESERVE 3137AWWM3 Agency CMO Freddie Mac 12/15/2027 02/17/2021 23,845.74 24,151.27 --- 24,265.90 112.68 1.250 0.166 AAA 240907020 RCTC 1-15 Pj RAMP UP RESERVE 3137BLW87 Agency CMO Freddie Mac 01/25/2025 02/25/2021 206,031.47 216,325.01 - 215,348.21 (706.26) 2.802 0.203 AAA 240907020 RCTC 1-15 Pj RAMP UP RESERVE 3137B6DF5 Agency CMO Freddie Mac 11/15/2026 03/05/2021 81,310,57 83,076.54 --- 82,996.14 (69.33) 2.000 0.431 AAA 240907020 RCTC 1-15 Pj RAMP UP RESERVE 3136AQZK9 Agency CMO Federal National Mortgage Association 11/25/2031 03/11/2021 68,367.21 70,559.77 - 70,487.96 (90.69) 2.000 0.593 AAA 240907004 MIM-RCTC Toll Revenue: -1-15 3137B7YX1 Agency MBS Freddie Mac 04/25/2023 --- 387,722.15 396,380.71 --- 396,918.92 3,114,48 2.592 -0.024 AAA 240907004 MIM-RCTC Toll Revenue: -1-15 31416BTW8 Agency MBS Federal National Mortgage Association 01/01/2024 09/03/2019 169,020.13 176,309.12 - 175,672.76 2,125.22 5.500 0.593 AAA 240907004 MIM-RCTC Toll Revenue: -1-15 3137FQXG3 Agency MBS Freddie Mac 07/25/2024 01/16/2020 635,118.47 635,118.47 --- 636,248.98 1,130.51 0.455 0.252 AAA 240907004 MIM-RCTC Toll Revenue: -1-15 3137B36116 Agency MBS Freddie Mac 10/25/2022 - 81,005.56 82,393.77 - 81,929.02 6.02 2.839 0.199 AAA 240907004 MIM-RCTC Toll Revenue: -1-15 3137BFDQ1 Agency MBS Freddie Mac 09/25/2021 08/19/2020 11(247.91 113,160.30 --- 112,016.63 193.73 2.991 0.342 AAA 240907020 RCTC 1-15 Pj RAMP UP RESERVE 31370113F7 Agency MBS Freddie Mac 09/25/2022 01/25/2018 14,469.36 14,256.84 - 14,600.31 209.71 1.785 0.254 AAA 240907020 RCTC 1-15 Prj RAMP UP RESERVE 3136AC7J4 Agency MBS Federal National Mortgage Association 03/25/2023 02/21/2018 29,467.34 28,982.74 --- 30,455.97 1,173.83 2.532 0.800 AAA 240907020 RCTC 1-15 P j RAMP UP RESERVE 3136A96F0 Agency MBS Federal National Mortgage Association 11/25/2022 02/27/2018 43,203.34 41,875.17 - 44,082.52 1,277.58 2.184 0.281 AAA 240907020 RCTC 1-15 Prj RAMP UP RESERVE 3137B1U75 Agency MBS Freddie Mac 01/25/2023 02/27/2018 97,917,14 96,257.14 --- 100,347.44 3,086.26 2.522 0.274 AAA 240907020 RCTC 1-15 Pj RAMP UP RESERVE 3620A9WV9 Agency MBS Government National Mortgage Association 12/15/2024 05/23/2018 5,828.49 5,955.99 - 6,105.41 204.47 4.000 0.446 AAA 240907020 RCTC 1-15 Prj RAMP UP RESERVE 3620ARB67 Agency MBS Government National Mortgage Association 05/15/2025 05/23/2018 13,302,03 13,617.96 --- 14,144.72 660.42 4.000 -0.326 AAA 240907020 RCTC 1-15 Pi) RAMP UP RESERVE 3136AMM48 Agency MBS Federal National Mortgage Association 07/25/2022 09/26/2018 66,282.29 65,291.73 - 66,972.28 997.52 2.509 0.756 AAA 240907020 RCTC 1-15 Prj RAMP UP RESERVE 3137B3NW4 Agency MBS Freddie Mac 09/25/2022 09/26/2018 41,942.32 41,581.88 --- 42,670.43 918.99 2.778 0.262 AAA 240907020 RCTC 1-15 Pi) 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 0.065 AAA 240907020 RCTC 1-15 Pj RAMP UP RESERVE 38378KWU9 Agency MBS Government National Mortgage Association 11/16/2041 05/03/2019 6,888.03 6,461.83 --- 6,910.89 221.03 1.400 0.828 AAA 240907020 RCTC 1-15 Pj RAMP UP RESERVE 38378KW47 Agency MBS Government National Mortgage Association 08/16/2035 06/13/2019 9,066.30 9,015.30 - 9,075.91 24.91 2.150 0.781 AAA 240907020 RCTC 1-15 Prj RAMP UP RESERVE 3138EJPZ5 Agency MBS Federal National Mortgage Association 07/01/2022 07/22/2019 22,906.08 23,323.94 --- 23,280.13 99.53 2.996 1.609 AAA 240907020 RCTC 1-15 Pj RAMP UP RESERVE 314026DU8 Agency MBS Federal National Mortgage Association 08/01/2031 07/26/2019 53,176.99 53,534.28 - 55,479.03 2,007.78 2.500 0.621 AAA 240907020 RCTC 1-15 Prj RAMP UP RESERVE 36178N099 Agency MBS Government National Mortgage Association 08/15/2027 10/11/2019 23,994.33 24,260.53 --- 24,984.58 750.38 2.500 0.601 AAA 240907020 RCTC 1-15 Pj RAMP UP RESERVE 36202FA30 Agency MBS Government National Mortgage Association 09/20/2024 10/23/2019 10,233.01 10,661.52 - 10,913.51 367.36 4.500 -0.589 AAA 240907020 RCTC 1-15 Prj RAMP UP RESERVE 36179M436 Agency MBS Government National Mortgage Association 03/20/2028 11/20/2019 20,461,89 20,708.07 --- 21,295.10 607.76 2.500 0.725 AAA 240907020 RCTC 1-15 Pi) RAMP UP RESERVE 36202F2118 Agency MBS Government National Mortgage Association 01/20/2027 12/12/2019 21,206.43 21,729.97 - 22,287.11 606.82 3.000 0.562 AAA 240907020 RCTC 1-15 Prj RAMP UP RESERVE 3617914E11(7 Agency MBS Government National Mortgage Association 07/20/2028 03/31/2020 95,773.44 99,903.67 --- 100,911.69 1,202.36 3.000 0.836 AAA 240907020 RCTC 1-15 P j RAMP UP RESERVE 36179RFD6 Agency MBS Government National Mortgage Association 06/20/2030 05/01/2020 18,461.45 19,372.98 - 19,454.31 31.60 3.000 1.150 AAA 240907020 RCTC 1-15 Prj RAMP UP RESERVE 3622A2GC0 Agency MBS Government National Mortgage Association 03/15/2028 04/30/2020 58,177.38 60,522.65 --- 60,578.36 195.28 2.500 0.581 AAA Page 24 of 41 RIVERSIDE COUNTY TRANSPORTATION COMMISSION 2017 Financing STAMP Portfolio by Investment Category for quarter ended March 31, 2021 Source Account Account Identifier Security Type Category Issuer Final 'Maturity Trade Date Current Face Value IN Original Cost Next Call Date Base Market Value Base Net Total Unrealized Cain/Lass Summarized Coupon Yield Credit Rating 240907020 RCTC 1-15 Prj RAMP UP RESERVE 36179Q2A8 Agency MBS Government National Mortgage Association 02/20/2030 04/30/2020 81,700.71 86,398.50 --- 86,344.57 (233.10) 3.000 1.014 AAA 240907020 RCTC 1-15 Prj RAMP UP RESERVE 3132A9SM0 Agency MBS Freddie Mac 10/01/2031 04/29/2020 58,084.12 60,824.96 --- 60,449.31 (446.58) 2.500 1.216 AAA 240907020 RCTC 1-15 Pj RAMP UP RESERVE 3132A9QE0 Agency MBS Freddie Mac 02/01/2030 04/29/2020 95,450.23 99,984.11 --- 99,676.76 (443.99) 2.500 0.881 AAA 240907020 RCTC 1-15 Prj RAMP UP RESERVE 3138L2GH4 Agency MBS Federal National Mortgage Association 07/01/2021 07/26/2019 20,718.86 20,607.17 --- 20,712.85 27.93 1.870 1.685 AAA 240907020 RCTC 1-15 Pj RAMP UP RESERVE 31381RLL6 Agency MBS Federal National Mortgage Association 07/01/2021 11/02/2018 43,745.88 44,395.24 --- 43,731.00 (26.03) 3.840 3.425 AAA 240907020 RCTC 1-15 Prj RAMP UP RESERVE 36202F3H7 Agency MBS Government National Mortgage Association 02/20/2027 06/30/2020 23,172.71 24,302.38 --- 24,409.90 131.92 3.000 0.453 AAA 240907020 RCTC 1-15 Pi) RAMP UP RESERVE 36179/SA37 Agency MBS Government National Mortgage Association 04/20/2028 06/30/2020 13,325.80 14,064.96 - 14,040.20 (3.98) 3.000 0.781 AAA 240907020 RCTC 1-15 Prj RAMP UP RESERVE 3137BFE80 Agency MBS Freddie Mac 08/25/2024 07/15/2020 82,210.08 85,845.31 --- 85,232.12 65.12 2.720 0.436 AAA 240907020 RCTC 1-15 Pi) RAMP UP RESERVE 31418CQM9 Agency MBS Federal National Mortgage Association 10/01/2027 08/31/2020 0.02 0.02 - 0.02 (0.00) 3.000 0.467 AAA 240907020 RCTC 1-15 Prj RAMP UP RESERVE 3138X0ZY7 Agency MBS Federal National Mortgage Association 07/01/2028 08/31/2020 100,689.73 105,802.89 --- 105,151.29 (397.17) 2.500 0.645 AAA 240907020 RCTC 1-15 Pj RAMP UP RESERVE 31418DSA1 Agency MBS Federal National Mortgage Association 08/01/2035 08/31/2020 105,583.77 111,654.83 - 112,280.95 595.96 3.000 1.201 AAA 240907020 RCTC 1-15 Prj RAMP UP RESERVE 3128MENS6 Agency MBS Freddie Mac 01/01/2029 10/01/2020 15,718.13 16,450.00 --- 16,366.19 (49.03) 2.500 0.729 AAA 240907020 RCTC 1-15 Pj RAMP UP RESERVE 3132AEFC5 Agency MBS Freddie Mac 11/01/2030 10/14/2020 53,576.56 57,670.14 - 57,853.04 365.35 3.500 0.132 AAA 240907020 RCTC 1-15 Prj RAMP UP RESERVE 3140J8ME0 Agency MBS Federal National Mortgage Association 12/01/2032 12/30/2020 28,791,89 30,717.34 --- 30,531.50 (178.71) 3.000 0.877 AAA 240907020 RCTC 1-15 Pj RAMP UP RESERVE 31307NTZ7 Agency MBS Freddie Mac 11/01/2028 01/13/2021 77,227.75 80,956.40 - 80,645.85 (251.32) 2.500 0.623 AAA 240907020 RCTC 1-15 Prj RAMP UP RESERVE 3128MMTJL5 Agency MBS Freddie Mac 02/01/2031 01/19/2021 19,693.49 20,733.56 --- 20,570.64 (192.44) 2.500 1.047 AAA 240907020 RCTC 1-15 Pi) RAMP UP RESERVE 3140X4H90 Agency MBS Federal National Mortgage Association 06/01/2032 --- 223,184.84 234,917.61 - 232,201.50 (2,806.37) 2.500 1.178 AAA 240907020 RCTC 1-15 Prj RAMP UP RESERVE 31307NP40 Agency MBS Freddie Mac 07/01/2030 02/05/2021 86,087,64 92,382.81 --- 91,321.77 (1,002.57) 3.000 0.756 AAA 240907020 RCTC 1-15 Pj RAMP UP RESERVE 3140X9VK8 Agency MBS Federal National Mortgage Association 02/01/2035 02/10/2021 97,535.75 104,576.61 - 102,956.79 (1,651.29) 3.000 0.983 AAA 240907020 RCTC 1-15 Prj RAMP UP RESERVE 3138ETQP4 Agency MBS Federal National Mortgage Association 06/01/2031 02/11/2021 40,966,70 44,423.27 --- 44,688.93 314,42 3.500 -0.077 AAA 240907020 RCTC 1-15 Pj RAMP UP RESERVE 36176XQB8 Agency MBS Government National Mortgage Association 05/15/2027 --- 179,763.98 188,014.45 - 189,785.83 1,761.00 3.000 0.289 AAA 240907020 RCTC 1-15 Prj RAMP UP RESERVE 3137AXHN6 Agency MBS Freddie Mac 02/25/2022 01/25/2018 13,622,92 13,435,60 --- 13,673.32 97,22 1.749 0.176 AAA 240907020 RCTC 1-15 Pi) RAMP UP RESERVE 3140X4TL0 Agency MBS Federal National Mortgage Association 09/01/2028 02/25/2021 75,092.50 78,577.26 - 78,268.91 (337.04) 2.500 0.586 AAA 240907020 RCTC 1-15 Prj RAMP UP RESERVE 3140183132 Agency MBS Federal National Mortgage Association 10/01/2028 02/26/2021 225,886.79 236,122.29 --- 236,334.05 123,73 2.500 0.519 AAA 240907020 RCTC 1-15 Pj RAMP UP RESERVE 3137B7YY9 Agency MBS Freddie Mac 01/25/2024 02/26/2021 209,000.00 225,556.72 - 224,693.81 (375.18) 3.490 0.519 AAA 240907020 RCTC 1-15 Prj RAMP UP RESERVE 3137BDCW4 Agency MBS Freddie Mac 07/25/2024 02/26/2021 175,000,00 189,916.02 --- 188,956.25 (593.86) 3.303 0.670 AAA 240907020 RCTC 1-15 Pj RAMP UP RESERVE 3138WEMJ5 Agency MBS Federal National Mortgage Association 05/01/2030 02/26/2021 229,993.35 241,205.53 - 241,141.13 (156.44) 2.500 0.757 AAA 240907020 RCTC 1-15 Prj RAMP UP RESERVE 3131X83H7 Agency MBS Freddie Mac 04/01/2028 02/26/2021 213,738.37 223,156.22 --- 223,219.80 (17.05) 2.500 0.595 AAA 240907020 RCTC 1-15 Pj RAMP UP RESERVE 31418DVU3 Agency MBS Federal National Mortgage Association 01/01/2031 02/26/2021 241,332.12 250,382.08 - 249,660.49 (700.08) 2.000 0.995 AAA 240907020 RCTC 1-15 Prj RAMP UP RESERVE 3128MMT52 Agency MBS Freddie Mac 10/01/2030 02/24/2021 242,304.77 253,814.26 --- 253,089.76 (658.43) 2.500 0.956 AAA 240907020 RCTC 1-15 Pj RAMP UP RESERVE 3138EQRJ3 Agency MBS Federal National Mortgage Association 11/01/2030 02/24/2021 213,976.46 230,024.69 - 231,715.11 1,779.77 3.500 0.055 AAA 240907020 RCTC 1-15 Prj RAMP UP RESERVE 31418DXH0 Agency MBS Federal National Mortgage Association 02/01/2036 02/24/2021 248,502.52 257,666.05 --- 255,174.81 (2,380.44) 2.000 1.407 AAA 240907020 RCTC 1-15 Pj RAMP UP RESERVE 31418DQ47 Agency MBS Federal National Mortgage Association 07/01/2035 02/24/2021 227,183.11 235,383.00 - 233,855.48 (1,438.96) 2.000 1.280 AAA 240907020 RCTC 1-15 Prj RAMP UP RESERVE 3137BQBY2 Agency MBS Freddie Mac 03/25/2022 08/16/2019 53,992.00 54,340.00 --- 54,728.45 642,02 2.183 0.536 AAA 240907004 MIM-RCTC Toll Revenue: -1-15 65478DAD9 Asset Backed Nissan Auto Receivables 2018-A Owner Trust 05/16/2022 06/29/2018 47,871.45 47,624.61 - 47,942.30 82.92 2.650 0.709 AAA 240907004 MIM-RCTC Toll Revenue: -1-15 38013FAD3 Asset Backed GM Financial Consumer Automobile Receivables Trust 2018-4 10/16/2023 07/24/2019 184,326,03 187,702.94 --- 187,039.31 1,689,89 3.210 0.232 AAA 240907004 MIM-RCTC Toll Revenue: -I-15 14315PAB1 Asset Backed Carmax Auto Owner Trust 2019-3 12/15/2022 07/24/2019 63,859.72 63,856.85 - 64,009.15 149.82 2.210 0.534 AAA 240907004 MIM-RCTC Toll Revenue: - 1-15 87165LBB6 Asset Backed Synchrony Credit Card Master Note Trust 2016-2 05/15/2024 08/02/2019 525,000.00 526,271.48 --- 526,228.50 1,136.65 2.210 0.370 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 - 261,747.20 1,755.88 2.230 0.849 AAA 240907004 MIM-RCTC Toll Revenue: - 1-15 34528GAJ5 Asset Backed Ford Credit Auto Owner Trust 2020-A 10/15/2022 05/07/2020 225,349.57 225,280.57 --- 225,811.54 484.95 1.870 0.233 AAA 240907004 MIM-RCTC Toll Revenue: -I-15 12597PAB4 Asset Backed Cnh Equipment Trust 2020-A 07/17/2023 05/19/2020 65,407.87 65,404.31 - 65,574.66 168.60 1.080 0.479 AAA 240907004 MIM-RCTC Toll Revenue: - 1-15 43813KAA0 Asset Backed Honda Auto Receivables 2020-3 Owner Trust 10/18/2021 09/22/2020 145,570.86 145,570.86 --- 145,570.86 0.00 0.189 0.189 AAA 240907004 MIM-RCTC Toll Revenue: -1-15 05586VAC6 Asset Backed Bmw Vehicle Lease Trust 2019-1 11/22/2021 05/05/2020 36,759.16 37,043.47 - 36,807.68 25.96 2.840 0.322 AAA 240907004 MIM-RCTC Toll Revenue: - 1-15 14687AAM0 Asset Backed Carvana Auto Receivables Trust, Series 2020 -PI 11/08/2023 12/03/2020 385,000.00 384,978.32 --- 385,065.45 80.76 0.280 0.255 AAA 240907004 MIM-RCTC Toll Revenue: -1-15 98162CAE1 Asset Backed World Omni Automobile Lease Securitization Trust 2018-B 03/15/2024 03/30/2021 550,000.00 551,246.09 - 551,292.50 46.41 3.300 -0.176 AAA 240907004 MIM-RCTC ToII Revenue: -1-15 05586F5B9 CD BNP Paribas New York Branch 04/05/2021 11/02/2020 1,150,000.00 1,149,901.52 --- 1,150,023.00 25.56 0.210 0.066 AAA 240907004 MIM-RCTC Toll Revenue: -1-15 65602V6W1 CD Norinehrkin Bank NY Branch 05/11/2021 01/13/2021 1,000,000.00 1,000,098.24 - 1,000,150.00 116.70 0.240 0.108 AAA 240907004 MIM-RCTC Toll Revenue: -1-15 60710AWB4 CD Mizuho Bank Ltd., New York Branch 08/13/2021 01/25/2021 1,500,000.00 1,500,124.74 --- 1,500,195.00 111.42 0.220 0.185 AAA 240907004 MIM-RCTC Toll Revenue: -1-15 5150111AK5 CD landesbank Baden-Wiiettemberg, New York Branch 10/25/2021 02/01/2021 1,000,000.00 1,000,000.00 - 1,000,160.00 160.00 0.240 0.212 AAA 240907004 MIM-RCTC Toll Revenue: -1-15 83050PRZ4 CD Skandinaviska Enskilda Banken AB (publ) 08/17/2021 02/22/2021 700,000.00 699,999.99 --- 700,014.00 14.01 0.170 0.165 AAA 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 536,000.45 1,000.45 0.501 0.329 A 240907004 MIM-RCTC Toll Revenue: -1-15 31677QBG3 Corporate Fifth Third Bank, National Association 06/14/2021 07/23/2019 500,000.00 500,110.00 05/15/2021 501,115.00 1,107.55 2.250 0.422 A 240907004 MIM-RCTC Toll Revenue: - 1-15 06051GFZ7 Corporate Bank of America Corporation 10/21/2022 10/09/2020 920,000.00 940,037.60 10/21/2021 930,699.60 (216.55) 2.503 0.405 A 240907004 MIM-RCTC Toll Revenue: - 1-15 61746BEA0 Corporate Morgan Stanley 04/21/2021 10/13/2020 864,000.00 873,987.84 --- 864,846.72 (215.49) 2.500 0.727 A 240907004 MIM-RCTC Toll Revenue: - 1-15 025816CD9 Corporate American Express Company 05/20/2022 12/30/2020 423,000.00 436,349.88 04/19/2022 433,528.47 (327.59) 2.750 0.373 A 240907004 1,41M-RCTC Toll Revenue: -1-15 172967LQ2 Corporate Citigroup Inc. 10/27/2022 12/30/2020 _ 750,000.00 780,862.50 09/27/2022 774,120.00 (2,443.54) 2.700 0.529 A 240907004 MIM-RCTC Toll Revenue: -1-15 14913R2E6 Corporate Caterpillar Financial Services Corporation 01/06/2022 07/06/2020 500,000.00 500,000.00 - 500,525.00 525.00 0.457 0.291 A 240907004 MIM-RCTC Toll Revenue: -1-15 927804F18 Corporate Virginia Electric and Power Company 09/01/2022 01/25/2021 750,000.00 781,477.50 06/01/2022 775,792.50 (1,509.66) 3.450 0.490 A 240907004 MIM-RCTC Toll Revenue: - 1-15 38141GGS7 Corporate The Goldman Sachs Group, Inc. 01/24/2022 10/09/2020 900,000.00 961,074.00 - 939,168.00 181.22 5.750 0388 A 240907004 MIM-RCTC Toll Revenue: - 1-15 46625H1D3 Corporate 1PMorgan Chase & Co. 01/24/2022 10/13/2020 1,000,000.00 1,053,810.00 --- 1,034,170.00 (243.07) 4.500 0.293 A 240907004 MIM-RCTC Toll Revenue: -1-15 22550UAB7 Corporate Credit Suisse AG, New York Branch 02/02/2024 01/26/2021 410,000.00 410,000.00 - 406,187.00 (3,813.00) 0.417 0.726 AA 240907004 MIM-RCTC Toll Revenue: -1-15 63902HAD1 Corporate The Nature Conservancy 07/01/2021 01/27/2021 75,000.00 75,000.00 --- 74,996.25 (3.75) 0.317 0.337 AA 240907004 MIM-RCTC Toll Revenue: - 1-15 15189WAM2 Corporate CenterPoint Energy Resources Corp. 03/02/2023 02/26/2021 485,000.00 484,529.55 09/02/2021 484,830.25 281.63 0.700 0.718 A 240907004 MIM-RCTC ToII Revenue: - 1-15 24422EVM8 Corporate John Deere Capital Corporation 01/17/2023 03/01/2021 625,000.00 624,781.25 --- 625,000.00 209.82 0.250 _ 0.250 A 240907004 MIM-RCTC Toll Revenue: - 1-15 46647PCA2 Corporate JPMORGAN CHASE & CO 03/16/2024 03/09/2021 340,000.00 340,000.00 03/16/2023 340,921.40 921.40 0.652 0.455 A 240907004 MINI-RCTC Toll Revenue: -1-15 92343VGDO Corporate Verizon Communications Inc. 03/22/2024 03/11/2021 340,000.00 340,000.00 --- 340,914.60 914.60 0.510 0.420 BBB 240907004 MIM-RCTC Toll Revenue: - 1-15 65339KBV1 Corporate NEXTERA ENERGY CAPITAL HOLDINGS IN 03/01/2023 03/15/2021 225,000.00 225,000.00 - 225,562.50 562.50 0.550 0.421 BBB 240907004 MIM-RCTC Toll Revenue: -1-15 842400HC0 Corporate Southern California Edison Company 04/01/2024 03/24/2021 220,000.00 220,000.00 04/01/2023 220,343.20 343.20 0.840 0.762 A 240907004 MIM-RCTC Toll Revenue: -1-15 80285PV25 CP Santander UK plc 08/02/2021 03/11/2021 1,000,000.00 999,200.00 - 999,390.00 73.33 0.000 0.177 AAA 240907004 MIM-RCTC ToII Revenue: -1-15 _ 80285PU18 CP Santander UK plc 07/01/2021 03/22/2021 900,000.00 _ 899,570.75 --- 899,595.00 (18.25) 0.000 0.176 AAA 240907004 MIM-RCTC Toll Revenue: - 1-15 69350ARP5 CP PPG Industries, Inc. 04/23/2021 03/24/2021 775,000.00 774,890.21 - 774,907.00 (12.49) 0.000 0.188 AA 240907004 MIM-RCTC Toll Revenue: -1-15 CCYUSD Currency UNITED STATES OF AMERICA 03/31/2021 --- - 4.42 --- 4.42 - 0.000 0.000 AAA 240907004 MIM-RCTC Toll Revenue: - 1-15 CCYUSD Currency UNITED STATES OF AMERICA 03/31/2021 - - (1,074,633.87) - (1,074,633.87) - 0.000 0.000 AAA 240907020 RCTC 1-15 Prj RAMP UP RESERVE CCYUSD Currency UNITED STATES OF AMERICA 03/31/2021 --- - 0.00 --- 0.00 - 0.000 0.000 AAA 240907004 MIM-RCTC Toll Revenue: -1-15 31846V203 MM Fund First American Funds, Inc. - Government Obligations Fund 03/31/2021 - - 1,136,591.71 --- 1,136,591.71 - 0.010 0.010 AAA 240907020 RCTC 1-15 Prj RAMP UP RESERVE 31846V203 MM Fund First American Funds, Inc. - Government Obligations Fund 03/31/2021 --- - 118,730.72 --- 118,730.72 - 0.010 0.010 AAA 240907004 MIM-RCTC Toll Revenue: -I-15 60956PWG3 Muni Monmouth County Improvement Authority 11/09/2021 10/23/2020 75,000.00 76,191.75 --- 75,752.25 25.41 2.000 0.338 AAA 240907004 1,41M-RCTC Toll Revenue: -I-15 _ 57582RM37 Muni Commonwealth of Massachusetts 05/20/2021 12/10/2020 375,000.00 375,000.00 --- 375,052.50 52.50 0.230 0.127 AAA 240907004 MIM-RCTC Toll Revenue: -1-15 23504MAC8 Muni Dallas Fort Worth Texas International Airport 08/25/2021 12/16/2020 410,000.00 410,000.00 - 410,065.60 65.60 0.380 0.340 NA 240907004 MIM-RCTC Toll Revenue: -1-15 13013KAA1 Muni California Community College Districts 12/30/2021 03/18/2021 150,000.00 150,000.00 --- 149,994.00 (6.00) 0.250 0.255 NA 240907004 MIM-RCTC Toll Revenue: -I-15 45818WCP9 Non -US Gov Inter -American Development Bank 09146,42.W 09/10/2019 1,500,000.00 1,500,000.00 - 1,503,630.00 3,630.00 0.271 0.107 AAA Page 25 of 41 Source Account RIVERSIDE COUNTY TRANSPORTATION COMMISSION 2017 Financing STAMP Portfolio by Investment Category for quarter ended March 31, 2021 Account Identifier Security Type Category Issuer Final Maturity 'Irade Date Current Face Value Base Net Total Unrealized Summarized Original Cost Next Call Date Base Market Value Cain/Loss Coupon field Credit Rating 240907004 240907004 240907004 240907004 240907004 240907020 240907020 240907020 240907020 240907020 240907020 240907020 240907020 240907020 240907020 240907004 240907004 240907004 240907004 240907004 MIM-ROTC Toll Revenue: -1-15 MIM-RCI'C Toll Revenue: -1-15 MIM-RCTC Toll Revenue: -1-15 MIM-RCTC Toll Revenue: -1-15 MIM-RCTC Toll Revenue: -1-15 RCTC 1-15 PO RAMP UP RESERVE RCTC 1-15 Prj RAMP UP RESERVE RCTC 1-15 Prj RAMP UP RESERVE RCTC 1-15 Prj RAMP UP RESERVE RCTC 1-15 PO RAMP UP RESERVE RCTC 1-15 Prj RAMP UP RESERVE RCTC 1-15 Prj RAMP UP RESERVE RCTC 1-15 Prj RAMP UP RESERVE RCTC 1-15 PO RAMP UP RESERVE RCTC 1-15 Prj RAMP UP RESERVE MIM-RCI'C Toll Revenue: -1-15 MIM-RCTC Toll Revenue: -1-15 MIM-RCTC Toll Revenue: -1-15 MIM-RCTC Toll Revenue: -I-15 MIM-RCI'C Toll Revenue: -1-15 4590583Q7 912828T67 912828S76 9126286Q8 9128287F1 912828L57 912828YK0 912828609 91282CAP6 912828ZD5 912828167 912828ZP8 9128286Q8 912828YZ7 912828/43 196479629 97689P2K3 56052F1B2 57419P7F0 65888613Z6 Non -US Gov US Gov US Gov US Gov US Gov US Gov US Gov US Gov US Gov US Gov US Gov US Gov US Gov US Gov US Gov VRDN VRDN VRDN VRDN VRDN International Bank for Reconstruction and Development 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 United States Department of The Treasury United States Department of The Treasury United States Department of The Treasury Colorado Housing and Finance Authority, Inc. Wisconsin Housing and Economic Development Authority _ Maine State Housing Authority Maryland Department of Housing and Community Development North Dakota Housing Finance Agency 01/13/2023 10/31/2021 07/31/2021 04/30/2021 07/31/2021 09/30/2022 10/15/2022 05/15/2022 10/15/2023 03/15/2023 10/31/2021 05/15/2023 04/30/2021 12/31/2021 02/28/2022 04/01/2040 09/01/2037 11/15/2050 09/01/2033 07/01/2038 01/07/2021 11/03/2020 1,500,000.00 11/30/2020 400,000.00 - 1,800,000.00 03/31/2021 300,000.00 - 725,000.00 --- 815,000.00 02/13/2020 40,000.00 --- 900,000.00 - 865,000.00 --- 1,950,000.00 - 855,000.00 --- 1,035,000.00 02/26/2021 600,000.00 12/30/2019 _ 40,000.00 07/18/2019 1,500,000.00 07/18/2019 1,200,000.00 01/25/2021 440,000.00 01/25/2021 600,000.00 01/25/2021 430,000.00 205,000.00 205,000.00 205,098.40 98.40 0.168 0.113 1.250 0.057 1.125 0.080 0.159 0.086 1.750 1.750 1.375 2.125 0.125 0.500 1.250 0.125 0.159 1.625 1.750 0.110 0.090 0.100 0.090 0.100 AAA AAA AAA AAA AAA AAA AAA AAA AAA AAA AAA AAA AAA AAA AAA AAA AA AA AA AA 1,516,347.66 402,734.38 1,800,534.41 301,710.94 729,419.92 819,474.22 40,606.25 898,185.95 871,530.08 1,965,534.17 853,286.72 1,035,250.57 607,687.50 40,148.44 1,500,000.00 1,200,000.00 440,000.00 600,000.00 430,000.00 53,347,713.16 54,078,645.99 04/15/2021 04/30/2021 04/30/2021 04/30/2021 1,510,425.00 401,408.00 1,800,108.00 301,698.00 742,530.50 830,468.70 40,904.80 896,940.00 870,579.25 1,963,552.50 853,828.65 1,035,062.10 607,008.00 40,606.40 1,500,000.00 1,200,000.00 440,000.00 600,000.00 430,000.00 54,034,909.36 833.08 35.00 (103.77) (12.94) 14,138.65 9,868.97 598.60 (1,342.93) 49.58 1,906.72 411.67 (56.65) 109.40 543.07 64,112.37 0.070 0.136 0.142 0.111 0.259 0.170 0.057 0.190 0.086 0.070 0.093 0.110 0.090 0.100 0.090 0.100 223 Page 26 of 41 AI RIVERSIDE COUNTY TRANSPORTATION COMMISSION Source Account Account Identifier Security Type Category anal Maturity Trade Date Current Face Value Original Cost Next Call Dale Base Markel Value Base Net Total Unrealized Gain/Loss Coupon Yield Summarized Credit Rating 240907004 MIM-RCTC Toll Revenue: -I-15 3134GV6H6 Agency Freddie Mac Freddie Mac 10f20f2022 07202020 500,00000 499,850.00 07f20f2021 500,165.00 26878 0.320 0.211 AAA 240907004 MIM-RCTC Toll Revenue: -1-1S 3134GWEH5 Agency 0]2]2022 0]2]2020 750,000 00 ]49,850.00 0]2]2021 ]50,292.50 391 9] 0.280 0.159 AAA 240907004 10,1M-RCTC Toll Revenue: -I-15 3133EL7P5 Agency Federal Farm Credit Bania Molding Caparaboo 09/15/2022 09/16/2020 1,000,00000 999,300.00 04/05/2021 999,630.00 14053 0.180 0.205 AAA 240907004 MIM-RCTC Toll Revenue: -1-15 3135CA5F6 Agency Federal National Mortgage Association 0]/082022 11/032020 250,000 00 1,252,443.00 1,252,312.50 218 6 0.190 00] AAA 240907004 10,1M-RCTC Toll Revenue: -I-15 313403.2 Agency Freddie Maz 12/300022 12252020 405,000 00 404,989.88 06/302021 404,708.40 (282 76) 0.210 0241 AAA 240907004 M -RCTC Toll Revenue: -1-15 313044/28 Agency Fedeal Home Loan BaNcs _ 03/12/2024 02262021 750,000 00 ]50,000.00 04/122021 ]50,09].50 9]50 0.500 04]1 AAA 240907004 411M-RCTC Toll Revenue: -1-15 3I 7B Agenyy MBS F Maz 00050023 - 35],]2215 396,380.71 396,918.92 3,11448 2.592 -0.024 AAA 240907004 MIM-RCTC Toll Revenue: -I-15 31416BTW8 Agency MBS Federal National Mortgage Association 01/012024 09/032019 169,02013 176,309 2 175,672.76 2,12552 5.500 0593 AAA 240907004 10,1M-RCTC To 6 Re venue: -I-15 313770X03 Ager¢y MBS F Maz 07/2 024 01/16/2020 6350154] 635,118.407 636,248.98 1,13051 0.455 0.252 AAA 240907004 -RCTC Toll Revenue: -1-15 MIM 17B36H6 Agency MBS Freddie Mac 10/2512022 -- 81,005 56 82,393.77 81,929.02 602 2.839 0.199 AAA 240907000 NUM-RCTC Toll Revenue: -145 6 3136]37001 Agency MBS Freddie Mac 09250021 05/192020 111,24]91 IIA160.30 112,016.63 19373 2.991 0.342 AAA 240907004 MIM-RCTC Toll Revenue: -1-15 654]80409 Asset Backed Nissan Auto Receivables 2018-A Owner Trust 05/162022 06292018 47,871 45 47,624.61 47,942.30 8292 2.650 0]09 240907004 .M AAA -RCTC Toll Revenue: -145 380131.33 P.M Backed GM Financial Consumer Auomobile Receivables Trust 2018- 10/16/2023 07/24/2019 184,32603 187,702.94 187,039.31 1,68989 3.210 0.232 AAA 24090]004 MIM-RCTC Toll Revenue: -1-15 143151.1 Asset Backed Carmax Auto Owner Trust 2019-3 12/1512022 0]242019 63,859 ]2 63,856.85 64,009.15 149 82 2.210 0534 AAA 240907004 MIM-RCTC Toll Revenue: -1-15 87165LB36 Asset Backed Synchrony Credit Card Maher Nate Tru¢2016-2 05/15/2024 08/02/2019 525,00000 526,271.48 526,228.50 1,13665 2.210 0370 AAA 24090]004 MIM-RCTC Toll Revenue: -1-15 2620944E1 Asset Backed Drive Auto Receivables Trust 20194 01/162024 09/092019 260000 00 259,964.59 261,747.20 1,755 88 2.230 0849 AAA 240907004 411M-RCTC Toll Revenue: -1-15 64528GAI5 AasM Backed F ard Credit Auto Owner Trust 2020-A 10/15/2022 05/072020 225,34957 225,280.57 225,811.54 48495 1.870 0.233 AAA 240907004 MIM'RCTC Toll Revenue: -1-15 12597PAB4 Asset Backed CM Equipment Trust 2020-A 07/17/2023 05/192020 65,4008] 65,400.31 65,574.66 16860 1.080 04]9 AAA 240907004 MEN-RCTC Toll Revenue: -145 43813KAA0 Asst Backed Honda Auto Receivables 2020-3 Owner TmM 10/18/2021 09/22/2020 145,57086 145,570.86 145,570.86 010 0.189 0.189 AAA 240907004 M M-RCTC Toll Revenue: -1-15 05586VAC6 Assts Backed Bmw Vehicle Leavy Trust 2019-1 11022021 05/052020 36,759 16 37,003.47 36,807.68 25 96 2.840 0322 AAA 240907004 MBN-RCTC Toll It ram: -145 1468744000 .reel Backed Carvava Auto Receivables Trust, Series 2020 -PI 11/08/2023 12/03/2020 385,00000 384,978.32 385,065.45 8076 0.280 0.255 AAA 240907004 M-RCTC Toll Revenue: -1-15 98162CAE1 Assn Backed World Omni Automobile Leas Securitization Trun 2018-B 03/15/2024 03/302021 550,000 00 551,246.09 551,292.50 4641 3.300 -0.0]6 AAA 240907004 MIM-RCTC Toll Revenue: -I-15 055867539 CD B. Paribas New York Breach 04/050021 11/02/2020 1,150,00000 1,149,901.52 1,150,023.10 2556 0.210 0.066 AAA 240907004 MIM-RCTC Toll Revenue: -1-15 65602.6001 CD NonncM1ukin Bank NY BmncM1 05/112021 01/132021 1,000,000 00 1,000,098.24 1,000,150.00 11670 0.240 0.108 AAA 240907004 MEN-RCTC Toll Revenue: -145 60710.934 CD Mizuho Bank Ltd, New Yak Branch 08/13/2021 01252021 1,500,00000 1,510,124.74 1,510,195.10 11142 0.220 0.185 AAA 240907004 M1M-RCTC Toll Revenue :-1-15 4K CD Landesbank Baden-Wurttemberg, New York Brunch 10252021 02/012021 1,000,00000 1,000,000.00 1,000,160.00 16000 0.240 0 212 AAA 240907004 MEN-RCTC Toll Revenue: -145 830506 5 83050. 24 CD Skavdinaviska Erekilda Banken43(pobl) 08/170021 02222021 ]00,00000 699,999.99 710,014.10 1401 0.170 0.165 AAA 240907004 MEM-RCTC Toll Revenue: -1-15 Corporate PNC Ba,, National Association 02242023 02202020 535,000 00 535,000.00 02242022 536,000.45 100045 0.501 0 329 240907004 MOM1I-RCTC Tall Revenue: -145 31977Q446 316770603 Corporate Fifth 7'hhd Bank, National Aeeeciarion 06/14/2021 07/23/2019 500,00000 510,110.10 05/15/2021 501,115.10 1,10755 2.250 0.422 A 240907004 M1M-RCTC Toll Revenue :-1-15 060510727 Corporate Bank of America Corporation 10212022 10/092020 920,000 00 940037.60 10212021 930,699.60 (216 5) 2.503 0405 240907004 MEN-RCTC To 6 Revenue: -I-15 617463E40 Corporate 0092. SM.11 04/21/2021 10/13/2020 564,00000 873,987.84 - 864,846.72 (21 9) 2.500 0.727 A 240907004 MIM-RCTC Toll Revenue: -1-15 CD9 Corporate American Express Company 05202022 12/302020 423,000 00 436,349.88 00/192022 433,528.47 327 9) 2.750 0 7 24090]004 MBN-RCTC Toll Revenue: 15 172967 172967402 Corporate Ciligrtap Mc. 10/27/2022 12/30/2020 ]50,00000 780,862.50 09/270022 774,120.00 (2,44354) 2.700 0.529 A 240907004 MIM-RCTC Toll Revenue: -1-15 1491342E6 Corporate Caterpillar Financial Services Corpomtion 01/062022 0]/062020 00,000 00 500,000.00 500525.00 52500 0.457 0 291 240907004 MEN-RCTC To 6 Revenue: -I-15 927800715 Corporate VirgMa Electric and Power Company 09/01/2022 01252021 ]50,00000 781,477.50 06/01/2022 775,792.50 (1,50966) 3.450 0.490 A 240907004 M -RCTC Toll Revenue :-1-15 38141005] Corporate The Goldman Sachs Group, Inc. 01242022 10/092020 900,000 00 961,074.00 - 939,168.00 18122 5.750 0388 A 240907004 411M-RCTC Toll Revenue: 45 4662511103 Corporate 1PMorgau Chase &Co. 01/24/2022 10/13/2020 1,000,00000 1,05 410.00 - 1,034,170.10 (2 07) 4.510 0.293 A 240907004 M1M-RCTC Toll Revenue :-1-1S 22550046] Corporate Credit Suisse AG, New York Branch 02/022024 01262021 410,000 00 410,000.00 - 406,187.00 (3,81300) 0.417 0]26 AA 240907004 MEN-RCTC Toll Revenue: -I-15 6 90211A0 Corporate The Nature Conservancy 07/01/2021 01/27/2021 ]5,00000 75,000.10 - 74496.25 (375) 0.317 0.33] AA 240907004 MIM.RCTC Toll Revenue: -1-15 15189WAM2 Corporate Cent0Poim Energy Resources Corp. 03/02/2023 02262021 485,000 00 484,529.55 09/022021 484,830.25 28163 0.700 0]18 A 240907004 MEN-RCTC Toll Revenue: -I-15 244226 Corporate ate John Calmat Corporation 01/17/2023 03/01/2021 625,00000 624,781.25 - 625,000.10 20982 0.250 0.250 A 240907004 MIM-RCTC .11 Revenue: -1-15 46647P042CA2 Corporate 1PMORGAN CHASE & CO 03/162024 03/092021 340,00000 340,000.00 03/162023 340,921.40 92140 0.652 0455 A 240907004 MEN-RCTC Toll Revenue: -I-15 92343.00/1 Corporate NM rvmn Cowm9acations Ln. 03/220024 03/11/2021 340,00000 340,000.10 - 340,914.60 91460 0.510 0.420 BBB 240907004 MIM-RCTC 11 Revenue: -1-15 65339 .1 Corporate NEXTERA ENERGY CAPITAL HOLDINGS W 03/012023 03/15/2021 225,000 00 225,000.00 225,562.50 562 20 0.550 0421 BBB 240907004 60 MEN-RCTC To Revenue: -I-15 842410.0 Corporate Sou.em Caldomm Edison Company 04/01/2024 03/24/2021 220,00000 220,000.00 04/010023 220,343.20 34320 0.840 0.]62 A 240907004 MIM-RCTC Toll Revenue: -1-15 80285PV25 CP Santander.plc 08/0212021 03/212021 1,00000000 999,200.00 999,390.00 7333 0.000 0.17] AAA 240907004 MIM-RCTC Toll Revenue: 45 80285PU18 CP Santander UK plc 07/010021 03222021 900,00000 899,570.75 899,595.10 (18 25) 0.000 0.176 AAA 240907004 MIN-RCTC Toll Revenue: -1-15 69350ARP5 CP PPG Industries, Inc. 04123/2021 03242021 ]]5,00000 774 890.21 774 907.00 12 9) 0.000 0.188 AA 240907004 MEN-RCTC Toll Revenue: -1-15 CCYUSD Gormley UNITED STATES OF AMERICA 03/31/2021 - 4.42 4.42 0.100 0.000 AAA 240907004 MEM-RCTC Ta11 Revenue :-I-15 CCYUSD Currency UNITED STATES OF AMEBIC 03/31/2021 --- (1,074,633.87) (1,074,633.87) 0.010 0.000 AAA 240907004 MBM-RCTC To 6 Revenue: -I-15 31846.203 MM Fund Firsl*mencan Fwds,Im.- Government Obligations Fund 03/312021 1,136,591.71 1,136,591.71 0.010 0.010 AAA 240907004 .121-RCTC Toll Revenue: -1-15 609560933 Mum Moruwuth County Improvement AMhonty 11/09/2021 10232020 75,00000 76,191.75 75,752.25 2241 2.000 0.338 AAA 240907004 MBM-RCTC Toll Revenue: -I-15 57582.137 Muni Commonweal. of Massechustts 0500/2021 12/10/2020 3]5,00000 375,000.10 375,052.50 5250 0.230 0.127 AAA 240907004 M1M-RCTC Tall Revenue: -1-15 23500MAC8 Muni Dallas Fort Ww,M1 Texas Intenwhon Ampot 08252021 12/162020 410,000 00 410,000.00 410,065.60 65 60 0.380 0 340 NA 240907004 MBM-RCTC Toll Revenue: -I-15 1301 Muni California Community College Districts 12/30/2021 03/18/2021 150,00000 150,000.10 149,994.10 (6 00) 0.250 0.255 NA 240907004 MIM-RCTC Toll Revenue: -1-15 458189CP9 Non-US .t Amen Development B 09/162022 09/102019 1,500,00000 1,500,000.00 1,503,630.00 3,63000 0.271 0.10] AAA 240907004 MBM-RCTC T RCVCnue:-I-15 459058107 Non -HS 400 Gov International Bank fa RecosOmetion and Develaprrea 01/13/2023 01/07/2021 200,00000 205,000.00 205,098.40 9840 0.168 0.113 AAA 240907004 MIM-RCTC Toll Revenue: 415 912828367 US Croy UnMd States Department of The Treasury 10/31/2021 11/032020 1,500,00000 1,516,347.66 1,510,425.00 83308 1.250 0057 AAA 240907004 MIM-RCTC Toll Revenue: -1-15 9128285]6 US Gov United Sates Depnlment of The Treasury 07/31/2021 11/302020 400,00000 402,734.38 401,408.10 3510 1.125 0.080 AAA 240907004 MIM-RCTC Toll Revenue 415 9128286Q8 US Croy United gates Depamment of The Treasury 00/302021 -1 1,800,00000 1,800,534.41 1,800,108.00 103 7) 0.159 0086 AAA 240907004 MIM-RCTC Toll Revenue: -1-15 9128287F1 US Gov United Sates Deperment of The Treasury 07/31/2021 03/312021 300,00000 301,710.94 301,698.10 (12 94) 1.750 0.070 AAA 240907004 MIM-RCTC Toll Revenue :-1-15 196479029 VRDN Colorado Ho and Fe Authonty,lne. 00/012040 07/182019 1,500,00000 1,500,000.00 00/152021 1,500,000.00 0.110 0.110 AAA 240907004 MIM-RCTC Toll Revenue: -1-15 VRDN Wiacwsin Housing and Econontic Development Aulhonty 09/01/2037 07/18/2019 1,200,00000 1,300,000.00 04/30/2021 1,200,000.00 0.090 0.090 AA 240907004 MIM-RCTC Toll Revenue: -1-15 590529192 560529/32 VRDN Mame Sate H AaM1onty 11/15/2050 01252021 440000 00 440,000.00 00/302021 440,000.00 0.100 0.100 AA 240907004 103M-RCTC Toll Revenue: -1-15 574194700 V41DN Maryland Department of Hoeing and Community Development 09/01/2033 01252021 600,00000 600,000.00 04/302021 600,000.00 0.090 0.090 AA 24090]004 MIN-RCTC Toll Revenue: -1-15 658886026 .41710 Nonh Dakota Housing FirOwce Agency 0]/012038 01252021 430,00000 430,000.00 - 430,000.00 0.100 0.100 AA 37,300,258 88 37,630,02632 37,555,43032 15,589 03 240907020 RCTC 1-15 Prj RAMP UP RESERVE 31340V606 Agency Freddie Mac 10202022 07020020 125,000 00 124,987.50 07/20/2021 125,041.25 4991 0320 0.211 AAA 240907020 RCTC 1-15 Prj RAMP 1.2 RESERVE 3133E4795 Agency Federal Farm Credit Banks Funding Corporation 09/15/2022 09/152020 200,00000 199,88000 /2021 199,92600 1352 0.180 0.205 AAA 240907020 RCTC 1-15 Prj RAMP UP RESERVE 3134G9IL0 Agency Freddie Mac 09/28/2023 09232020 85,000 00 84,987.25 09/28/2021 85,034.00 4459 0300 0.219 AAA 240907020 RCTC I-15 Prj RAMP UP RESERVE 91940W742 4gercy Freddie Mac 10/13/2023 10/072020 100,000 00 99,95000 10/13/2021 99,91000 (47 75) 0900 0336 AAA 240907020 RCTC145Prj RAMP UP RESERVE 313604646 Agency Federal National Mort gage Associalion 10272023 10/20/2020 130,00000 129,967.50 10/27/2021 130,02730 5518 0300 0.263 AAA 240907020 RCTC1-15Prj RAMP UP RESERVE 31)500506 Agency Federal National Mort gage Association 07/08/2022 11/032020 100,00000 100,195.44 00,18500 3351 0.190 0.047 AAA 240907020 RCTC 1-15 Prj RAMP UP RESERVE 3134123/079 Age *wy Freddie Mac 11242023 135,00000 135,035.00 05242021 134,852.85 (16040) 0350 0391 AAA 240907020 RCTC 1-15 Prj RAMP UP RESERVE 3137EADB2 Agency Freddie Mac 01/132022 09/302019 400,00000 406,42520 407,19600 4,96081 2375 0.077 AAA 240907020 RCTC1-15Prj RAMP UP RESERVE 31340W6111 Agenc Freddie Mac 11/02/2023 02030021 400,00000 400,536.00 11/022021 399,648.00 (80908) 0320 0.354 AAA 240907020 RCTC 1-15 Prj RAMP UP RESERVE 313041/28 Agency Federal Home Loa Banks 03/122024 02262021 350,000 00 350,000.00 04/12/2021 350,045.50 45 50 0.500 0.471 AAA 240907020 RCTC 1-15 Prj RAMP UP RESERVE 31392/604 Agency CMO Federal Naboml Mortgage Aawciution 04/25/2023 12/052017 147,61814 160,590.95 - 152,803.97 (9956) 5.500 0.875 AAA 240907020 RCTC1-15Prj RAMP UP RESERVE 313768493 Agency CMG Freddie Mac 02/15/2029 01/312018 47,37042 46,77829 - 48,255.77 1,26025 1000 0.174 AAA 240907020 RCTCI-15 Prj RAMP UP RESERVE 383742C76 Agency CMO Government Naboml Mortgage Association 08/16/2037 01/312018 33,90060 34,748.11 - 34,751.16 45941 4.000 1.636 AAA 240907020 RCTC1-15Prj RAMPUP RESERVE 1117450W4 Agency CMG Freddie Mac 05/25/2022 09262018 100,00000 97,23828 - 101,89600 2,82492 2.373 0.306 AAA 240907020 RCTCI-15 Prj RAMP UP RESERVE 38378VC45 Agency CMO Government Naboml Mortgage Association 12/16/2041 11232018 35,32141 34,04942 - 36,406.75 1,95495 2.250 0394 AAA 240907020 RCTC 1-15 Prj RAMP UP RESERVE 2.77.0159 Agency CM() Govamment National Mortgage A.cwaation 10202039 11212018 10,32590 10,067-]6 - 10,429.58 22512 2500 0893 AAA 240907020 RCTC 1-1519) RAMP UP RESERVE 3137.BX3 Agency ONO Freddie Mac 03/15/2039 03/142019 3,40683 3,35839 - 3,407.95 2018 0.456 0.301 AAA 240907020 RCTC1-15Prj124104 UP RESERVE 38378113414 AgencyCMO Government National Mortgage Association 09/162027 03/082019 4,02296 3,813.92 - 4,07638 19703 1250 0.288 AAA 240907020 RCM I-15 P. RAMP UP RESERVE 28275XCM4 Agency CM) Government National Mortgage Association 11/16/2037 05/14/2019 10,92589 11,23531 - 11,182.54 11325 $000 1351 AAA 240907020 RCTC1-15Prj RAMP UP RESERVE 212,7203 Agency CMO Federal National Mortgage Association 04/25/2022 07262019 8,28403 8332.50 - 8391.88 84 07 2082 0.477 AAA 240907020 RCM I-15 P. RAMP UP RESERVE PO67RBV3 Agency CM() Government National Mortgage Association 10/20/2039 07/01/2019 10,50877 10,71731 - 10,664.83 6190 3500 0.798 AAA 240907020 RCTC1-15Prj RAMPUP RESERVE 31374.7E9 Agency CMG Freddie Mac 10/25/2022 08/132019 100,00000 102,16406 - 103,09800 2,14873 0.43] AAA 240907020 RCTCI-15 Prj RAMP UP RESERVE Agony CM0 Government National Mortgage Association 08/20/2040 08/062019 14,66105 10,620.572 - 15,575.82 45368 402 4370 0377 AAA 240907020 RCTC1-15Prj RAMP UP RESERVE .76.2E6 7911299 Agency CMO Government National Mortgage Association 02/162041 08282019 66746 15898.83 - 15,575.82 43598 0.99] AAA 240907020 RCTC I-15Prj RAMP UP RESERVE 38379/2197 Agency CM0 Government National Mortgage Association /2/202040 0026/2019 0,82]46 4,898.83 - 4,908.69 3598 2500 0.487 AAA 240907020 857571-1519) RAMP UP RESERVE 313 7 612 71 07 Agency CMO National Mortgage Association Freddie 12/20/2040 00/162019 847 78 30,56743 - 10,957.99 222 98 0.487 AAA 240907020 117571-15Prj RAMP UP RESERVE 313741219./7 Agony CMG Mat Freddie Mac 08/15/2038 06/39/2028 69,964]8 30,56743 - 30,259.93 (22 90) 3300 0.135 AAA 240907020 857571-15 Prj RAMP UP RESERVE 31374647 Agency CMG Freddie Mac 01/152041 14212018 33,96330 70,089.82 - 70339.11 0.893 AAA 240907020 117571-15Prj RAMP UP RESERVE 31374620] Agony ONO Freddie Mac 10/25/2021 08/290028 93,43335 90,19905 - 91,174.84 (36 (4003) 53) 0.476 AAA 240907020 07571-1574/ R.4414 UP RESERVE 313305023 Agency CMG Freddie Mac 10/25/2021 11292018 73,70181 74,72)75 - 73,615.56 940 2 V6N 1.426 240907020 12757145It RAMP UP RESERVE 313784322 Agony CMG Freddie Mac 09/15/2030 12/30/2020 69,60189 74,726.75 - 73,615.59 (1,37214) 2.750 0.466 AAA 240907020 RCTC1-15Prj RAMP UP RESERVE 38374502 Agency CMG Freddie Mac 03/162039 12/30/2020 14,97514 70,331.74 - 14,978.73 372 14 2.500 0.966 AAA 240907020 RCMI-IS Prj RAMP UP RESERVE 383784201 Agency CMO Government National Mortgage Aswietiw 03/16/2039 121302 020 14,97514 15 15,000.88 - 14,978.73 (311) 2.500 0.910 AAA 2017 Financing STAMP Portfolio by Account for quarter ended March 31, 2021 ATTACHMENT 10 Page 27 0541 I ,,,,A0RIVERSIDE COUNTY TRANSPORTATION COMMISSION 2017 Financing STAMP Portfolio by Account for quarter ended March 31, 2021 Next Call Base Net Total Summarized nazi Maturity Trade Date Current Face Value 01.1.04 Cost Date Base Market Value Unrealized Gain/Loss Cou on Yield Credit Ratio 240907020 RCTC 1-15 Prj RAMP UP RESERVE 3137ASR97 Agency CMO 240907020 RCTC Po RAMP UP RESERVE 3137AQQE1 Agency CMO 240907020 RCTC I -IS Prj RAMP UP RESERVE 3136A8SX9 Agency CMO Federal National Mortgage Association 240907020 RCM I-15 Prj RAMP UP RESERVE 3137B9RN7 Agency CMO Freddie Mac 240907020 RCTC I -IS Prj RAMP UP RESERVE 3136ABNZ2 Agency CMG Federal National Mortgage Aoclatlon 240907020 RCTC PO RAMP UP RESERVE 3136AEY84 AgencyCMO Federal National Mortgage Association 240907020 RCTC I -IS Prj RAMP UP RESERVE 3136ADZA0 Agency CMG Federal National Mortgage Association 240907020 RCTC PO RAMP UP RESERVE 3136A7D25 AgencyCMO Federal National Mortgage Association 240907020 RCTC 1-15 PO RAMP UP RESERVE 313941,0 Agency CMO Freddie Mac 240907020 RCM I-15 Prj RAMP UP RESERVE 3137B2Z78 Agency MO Freddie Mac 240907020 RCTC I -IS Prj RAMP UP RESERVE 38377LFC7 Agency CMG Government National Mortgage Association 240907020 RCTC V15 Prj RAMP UP RESERVE 38378HAU0 AgencyCMO Government National Mortgage A0ociatlan 240907020 RCTC 1-15 PO RAMP UP RESERVE 3137AW WM3 Agency CMO Freddie Mac 240907020 RCM I-15 Prj RAMP UP RESERVE 3137BLW87 Agency MO Freddie Mac 240907020 RCTC 1-15 PO RAMP UP RESERVE 3137B6DF5 Agency CMO Freddie Mac 240907020 RCTC PO RAMP UP RESERVE 3136AQZK9 AgencyCMO Federal National Mortgage A0aciatiw 240907020 RCTC 1-15 PO RAMP UP RESERVE 31376IUF/ Agency MBS Freddie Mac 240907020 RCTC PO RAMP UP RESERVE 3136AC714 Agency MBS Federal National Mortgage Association 240907020 RCTC I -IS Prj RAMP UP RESERVE 3136.6E0 Agency MBS Federal National Mortgage Association 240907020 RCM I-15 Prj RAMP UP RESERVE 3137B1U75 Agency MBS Freddie Mac 240907020 RCTC I -IS Prj RAMP UP RESERVE 3620A9WV9 Agency MBS Goverment National Mortgage Association 240907020 RCTC PO RAMP UP RESERVE 362041,67 Agency MBS Government National Mortgage Association 240907020 RCTC I -IS Prj RAMP UP RESERVE 3136AMM48 Agency MBS Federal National Mortgage Association 240907020 RCM I-15 Prj RAMP UP RESERVE 3137B3NW4 Agency MBS Freddie Mac 240907020 RCTCI-15 Prj RAMP UP RESERVE 31418AU46 Agency MBS Federal National Mortgage Association 240907020 RCTC PO RAMP UP RESERVE 38378KWU9 Agency MBS Government National Mortgage Association 240907020 RCTC I -IS Prj RAMP UP RESERVE 383781,47 Agency MBS Government National Mortgage Association 240907020 RCTC Prj RAMP UP RESERVE 3138ERZ5 Agency MBS Federal National Mortgage Association 240907020 RCTC V15 Prj RAMP UP RESERVE 3140)601/8 Agency MBS Federal National Mortgage Association 240907020 RCTC Prj RAMP UP RESERVE 36178N099 Agency MBS Government National Mortgage Association 240907020 RCTC V15 Prj RAMP UP RESERVE 36202FA30 Agency MBS Government National Mortgage Association 240907020 RCTC Prj RAMP UP RESERVE 3617904416 Agency MBS Government National Mottgage Association 240907020 RCTC V15 Prj RAMP UP RESERVE 36202F2H8 Agency MBS Government National Mortgage Association 240907020 RCTC V15 Prj RAMP UP RESERVE 36179NI1K7 Agency MBS Government National Mortgage Association 240907020 RCTC V15 Prj RAMP UP RESERVE 361791£36 Agency MBS Government National Mortgage Association 240907020 RCTC Prj RAMP UP RESERVE 3622A2GC0 Agency MBS Government National Motgage Association 240907020 RCTC 1-15 Prj RAMP UP RESERVE 36179Q2A8 Agency MBS Government National Mortgage Association 240907020 RCTC V15 Prj RAMP UP RESERVE 3132A9SMO Agency MBS Freddie Mac 240907020 RCTC 1-15 PO RAMP UP RESERVE 3132A9QE0 Agency MBS Freddie Mac 240907020 RCTC PO RAMP UP RESERVE 3130L20104 Agency MBS Federal National Mortgage Association 240907020 RCTC I -IS Prj RAMP UP RESERVE 31381RLL6 Agency MBS Federal National Mortgage Association 240907020 RCTC PO RAMP UP RESERVE 3620203117 Agency MBS Government National Mortgage Association 240907020 RCTC NIS Prj RAMP UP RESERVE 36179NA17 Agency MBS Government National Mortgage Association 240907020 RCM I-15 Prj RAMP UP RESERVE 3137BFE80 Agency MBS Freddie Mac 240907020 RCTC NIS Prj RAMPUP RESERVE 31418CQM9 Agency MBS Federal National Mortgage Association 240907020 RCTC PO RAMP UP RESERVE 3138X0ZY7 Agency MBS Federal National Mortgage Association 240907020 RCTC I -IS Prj RAMP UP RESERVE 31418DSA1 Agency MBS Federal National Mortgage Association 240907020 RCTCI-15 Prj RAMP UP RESERVE 3128MENS6 Agency MBS Freddie Mac 240907020 RCTC 1-15 PO RAMP UP RESERVE 3132AEFC5 Agency MBS Freddie Mac 240907020 RCTC PO RAMP UPRESERVE 314010M00 AgencyMBS Federal National Mortgage Association 240907020 RCTC 1-15 PO RAMP UP RESERVE 31307NTZ7 Agency MBS Freddie Mac 240907020 RCTCI-15 Prj RAMP UP RESERVE 3128MMUL5 Agency MBS Freddie Mac 240907020 RCTC VIS Prj RAMP UP RESERVE 3140X41190 Agency MBS Federal National Mortgage Association 240907020 RCM I-15 Prj RAMP UP RESERVE 313071.40 Agency MBS Freddie Mac 240907020 RCTC I -IS Prj RAMP UP RESERVE 3140X9VK8 Agency MBS Federal National Mortgage Association 240907020 RCTC RE RAMP UP RESERVE 3138EIQP4 Agency MBS Federal National Mortgage Aesaciation 240907020 RCTCI-15 Prj RAMPUP RESERVE 36176XQB8 Agency MBS Government National Mortgage Association 240907020 RCTCI-15Prj RAMP UP RESERVE 3137AX10i6 Agency MBS Freddie Mac 240907020 RCTC I -IS Prj RAMP UP RESERVE 3140X4TL0 Agency MBS Federal National Mortgage Association 240907020 RCTC RE RAMP UP RESERVE 3140/8382 Agency MBS Federal National Mortgage 4ssociation 240907020 RCTC 1-15 PO RAMP UP RESERVE 3137B7YY9 Agency MBS Freddie Mac 240907020 RCM I-15 Prj RAMP UP RESERVE 3137BDCW4 Agency MBS Freddie Mac 240907020 RCTC NIS Prj RAMP UP RESERVE 3138WEM15 Agency MBS Federal National Mortgage Association 240907020 RCM I-15 Prj RAMP UP RESERVE 3131X8307 Agency MOS Freddie Mac 240907020 RCTC 1-15 Prj RAMP UP RESERVE 31418DVU3 Agency MBS Federal National Mortgage Association 240907020 RCTCI-15 Prj RAMP UP RESERVE 3128MMT52 Agency MBS Freddie Mac 240907020 RCTC Prj RAMPUP RESERVE 3138EQ033 Agency MBS Federal National Mortgage Association 240907020 RCTCI-15 Prj RAMP UP RESERVE 31418DXH0 Agency MBS Federal National Mortgage Association 240907020 RCTC I-15 Prj RAMP UP RESERVE 314190Q47 Agency MBS Federal National Mortgage Association 240907020 RCM I-15 Prj RAMP UP RESERVE 3137BQBY2 Agency MBS Freddie Mac 240907020 RCTC V15 Prj RAMP UP RESERVE CCYIISD 240907020 RCTC I-15 PO RAMP UP RESERVE 31846V203 MM Fund First American Funds,bra. - Government Obligati.. Fwd 03/31/2021 - 240907020 RCTC 1-15 PO RAMP UP RESERVE 9 12 8 2 815 7 US Gov 240907020 RCTCI-15 Prj RAMP UP RESERVE 91282841E0 US Gov 240907020 RCTC 1-15 PO RAMP UP RESERVE 912828609 US Gov 240907020 RCTCI-15 Prj RAMP UP RESERVE 91282CAP6 US Gov 240907020 RCTC 1-15 PO RAMP UP RESERVE 912828ZD5 US Gov 240907020 RCM I-15Prj SUMPUP RESERVE 912828767 US Gov 240907020 RCTC 1-15 PO RAMP UP RESERVE 912828ZP8 US Gov 240907020 RCTCI-15 Prj RAMP UP RESERVE 9128286Q8 US Gov 240907020 RCTC 1-15 PO RAMP UP RESERVE 912828177 US Gov United States Department of The Treasury 240907020 RCTCI-15 Prj RAMP UP RESERVE 912828143 US Gov United States Department of The Treasury 02/28/2022 12/302019 40,000.00 40,148.44 - 543.07 1.750 0093 Freddie Mur Freddie Mac 01/25/2022 02272018 05/15/2027 --- 09252027 02/042021 12/152027 02/052021 11252042 02/052021 07/25/2028 02/052021 04252028 07252041 02/12/2021 10/152023 02/182021 07/15/2023 02/182021 12202039 02/122021 08/20/2027 12/152027 02/172021 01/25/2025 02/252021 11/152026 03/052021 11252031 03/11/2021 09252022 01252018 03/25/2023 02212018 11252022 02272018 01/25/2023 02272018 12/152024 05232018 05/152025 05232018 07252022 09262018 09/25/2022 09262018 07/012023 05212019 11/16/2041 05/032019 08/162035 06/132019 07/012022 07/22/2019 08/012031 07262019 08/152027 10/112019 09202024 10232019 03/20/2028 11/20/2019 01202027 12/122019 07/20/2028 03/312020 06202030 05/0/2020 03/152028 04/30/2020 02202030 04/302020 10/012031 04/29/2020 02/012030 04292020 07/012021 07262019 07/012021 11/022018 02/20/2027 06/30/2020 04202028 06/302020 08/25/2024 07/152020 10/012027 08/312020 07/012028 0&312020 08/012035 08/312020 01/012029 10/012020 11/012030 10/142020 12/012032 12/302020 11/012028 01/132021 02/012031 01/192021 06/012032 07/012030 02/052021 02/012035 02/102021 06/012031 02/112021 05/152027 02/25/2022 01252018 09/012028 02252021 10/012028 02262021 01252024 02262021 07/25/2024 02262021 05/012030 02262021 04/012028 02262021 01/012031 02262021 10/012030 02/242021 11/012030 02242021 02/012036 02242021 07/012035 02242021 03/25/2022 0&162019 03/312021 --- - 0.00 - 0.00 - 0.000 0000 1,221 85 1,194.36 1,222.05 3.77 52.65 123.46 1.500 0068 182.38 223.69 1.573 0.268 1.500 0.453 AAA AAA AAA AAA AAA 42,607.89 21,23553 20,737.13 25,13804 25,640.80 23,356.84 23,845.87 - 23,955.94 120.42 1.750 0.264 AAA 53,314.03 53,978.09 - 54,074.82 99.52 1.250 0356 AAA 52,534.81 53,142.25 43,651.75 45,336.44 - 45,214.48 (115.45) 4.500 0824 AAA 55,129.63 55,94.52 21,34395 21,567.40 43,406,9 21,650.28 21206.96 43 455.79 21,763.02 21,373.76 25,860.76 2.510 -0,63 2.000 0.243 - 54,332.03 1,188.80 3.000 0.716 - 55,345.19 (42.98) 1.410 0.669 - 21,600.72 41.41 2.500 0958 - 53,426.40 54,302.93 - 54,482.10 156.30 1.510 0341 AAA 23,845.74 24,151.27 - 24,265.90 112.68 1.250 0.166 AAA 206,031.47 216,25.01 - 215,348.21 (706.26) 2.802 0.203 AAA 81,31057 83,076.54 - 82,996.14 (69.33) 2.000 0431 AAA 68,367.21 70,559.77 - 70,487.96 (90.69) 2.000 0,93 AAA 14,469 36 14,256.84 - 14,600.31 209.71 1.785 0254 AAA 29,467.34 28,982.74 - 30,455.97 1,173.83 2.532 0.800 AAA 43,20334 41,875.17 - 44,082.52 1,277.58 2.184 0281 AAA 97,917.14 96257.14 5,82849 5,955.99 13,302.03 13,617.96 66,28229 65,291.73 41,942.32 41;81.88 - 110,347.44 3,086.26 2.522 0.274 - 6,105.41 204.47 4.000 0496 - 14,144.72 660.42 4.010 -0.326 - 66972.28 997.52 2.509 0756 - 42,670.43 918.99 2.778 0.262 0.00 0.00 - (0.00) (0.00) 2.500 0.065 6,888.03 6,461.83 9,06630 9,015.30 22,906.08 23323.94 53,17699 53,534.28 23,994.33 24,260.53 - 24,984.58 75038 2.500 0.601 AAA 10,233 01 10,661.52 - 10,913.51 367.36 4.500 -0589 AAA 20,461.89 20,70847 - 21295.10 607.76 2.500 0.725 AAA 21,206.43 21,729.97 - 22,287.11 606.82 3.000 0562 AAA 95,773.44 99,903.67 18,46145 19,372.98 - 19,454.31 31.60 3.000 1.150 AAA 58,177.38 60,522.65 81,70071 86,398.50 - 86,344.57 (233.10) 3.000 1014 AAA 58,084.12 60,824.96 - 60,44931 (446.58) 2.500 1.216 AAA 95,45023 99,984.11 - 99,676.76 (443.99) 2.500 0881 AAA 20,718.86 20,607.17 - 20,712.85 27.93 1.870 1.685 AAA 43,74588 44,395.24 - 43,731.00 (26.03) 3.840 3425 AAA 23,172.71 24302.38 - 24,409.90 131.92 3.000 0.453 AAA 13,32580 14,064.96 - 14,040.20 (3.98) 3.000 0781 AAA 82,210.08 85,845.31 - 6,910.89 221.03 1.410 0.828 - 9,075.91 24.91 2.150 0781 - 23180.13 99,3 2.996 1.609 - 55,479.03 2,007,8 2.500 0621 - 110,911.69 1,202.36 3.010 0.836 - 60,578.36 195.28 2.510 0.581 - 85132.12 65.12 2.720 0.436 0.02 0.02 - 0.02 (0.00) 3.000 0467 100,689.73 105,802.89 105,583 ]] 111,654.83 15,718.13 16,450.10 53,57656 57,670.14 28,791.89 30,717.34 77,227.75 80,956.40 - 80,645.85 (251.32) 2.500 0623 AAA 19,693.49 20,733.56 - 20,70.64 (192.44) 2.500 1.047 AAA - 105,151.29 (397.17) 2.500 0.645 - 112,280.95 595.96 3.000 1201 - 16366.19 (49.03) 2.500 0.729 - 57,853.04 365.35 3.500 0.132 - 30,31.50 (178.71) 3.000 0.877 223,184.84 234,917.61 - 232101.50 (2,806.37) 2.500 1.178 AAA 86,087.64 92382.81 - 91321.77 (1,002.57) 3.000 0.756 AAA 97,53575 104,576.61 - 102,956.79 (1,651.29) 3.000 0983 AAA 40,966.70 44,423.27 179,76398 188,014.45 - 189,785.83 1,761.00 3.000 0289 13,622.92 13,435.60 75,09250 78,577.26 225,886.79 236,122.29 209,000.00 225,556.72 - 224,693.81 (375.18) 3.490 0519 AAA 175,000.00 189,916.02 - 188,956.25 (593.86) 3303 0.670 AAA 229,99335 241205.53 - 241,141.13 (156.44) 2.500 0757 AAA 213,73837 223,156.22 - 223119.80 (17.05) 2.500 0.595 AAA 241,332.12 250,382.08 - 249,660.49 (700.08) 2.000 0995 AAA 242,304.77 253,814.26 213,97646 230,024.69 248,502.52 257,666.05 227,183.11 235,383.00 53,992.00 54,340.00 - 44,688.93 314.42 3.510 -0.077 - 13,673.32 97.22 1.749 0.176 - 78168.91 (337.04) 2.500 0586 - 236,334.05 123.73 2.510 0.519 - 253,089.76 (658.43) 2.500 0.956 - 231,715.11 1,779.77 3.500 0055 - 255,174.81 (2,380.44) 2.000 1.407 - 233,855.48 (1,438.96) 2.000 1280 - 54,728.45 642.02 2.183 0.536 Currency UNIIPD STATES OF AMERICA 118,730.72 - 118,730.72 - 0.010 0.010 United States Department of The Treasury 09/302022 --- 725,00000 729,419.92 - 742,530.50 14,138.65 1.750 0136 United States Department of The Treasury 10/152022 - 815,000.00 819,474.22 - 830,468.70 9,868.97 1375 0.142 AAA United States Department of The Treasury 05/15/2022 02/13/2020 40,000 00 40,606.25 - 40,904.80 598.60 2.125 0.111 AAA United States Department of The Treasury 10/152023 - 900,000.00 898,185.95 - 896,940.00 (1342.93) 0.125 0.259 AAA United States Department of The Treasury 03/152023 --- 865,00000 871,530.08 - 870,579.25 49.58 0.500 0170 AAA United States Department of The Treasury 10/312021 - 1,950,000.00 1965,534.17 - 1,963,552.50 1,906.72 1.250 0.057 AAA United States Department of The Treasury 05/152023 --- 855,000 00 853186.72 - 853,828.65 411.67 0.125 0190 AAA United States Department of The Treasury 04/302021 - 1,035,000.00 1,035150.57 - 1,035,062.10 (56.65) 0.159 0.086 AAA 12/312021 02262021 600,00000 607,687.50 - 607,008.00 109.40 1.625 0.070 AAA 16,047,450.28 18,448,819.87 18,479,479.05 48,523.34 225 Page 28 of 41 IMFRIVERSIDE COUNTY TRANSPORTATION COMMISSION 2017 Financing STAMP Portfolio Transaction Report by Account Quarter ended March 31, 2021 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 Rase Sales Redemptions Rase Pao downs Gain/Loss ccretion Gain/Loss Market Value Income Balance 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 61746BEA0 MORGAN STANLEY 240907004 MIM-RCTC Toll Revenue: -1-15 172967LQ2 CITIGROUP INC 240907004 MIM-RCTC Toll Revenue: - 1-15 927804F18 VIRGINIA ELECTRIC AND POWER CO 240907004 MIM-RCTC Toll Revenue: -1-15 912828T67 UNITED STATES TREASURY 240907004 MIM-RCTC Toll Revenue: -1-15 9500012B5 WELLS FARGO & CO 240907004 MIM-RCTC Toll Revenue: -1-15 459058EW9 INTERNATIONAL BANK FOR RECONSTRUCTION AND DEVELOPM 1,002,750.00 240907004 MIM-RCTC Toll Revenue: -1-15 025816CD9 AMERICAN EXPRESS CO 240907004 MIM-RCTC Toll Revenue: -1-15 22535CKZ3 Credit Agricole Corporate And Investment Bank, New 240907004 MIM-RCTC Toll Revenue: - 1-15 912828B58 UNITED STATES TREASURY 240907004 MIM-RCTC Toll Revenue: -1-15 912828576 UNITED STATES TREASURY 240907004 MIM-RCTC Toll Revenue: - 1-15 3137BFDQ1 FHMS K-717 A2 240907004 MIM-RCTC Toll Revenue: -1-15 31416BTW8 FN 995265 240907004 MIM-RCTC Toll Revenue: -1-15 3137B7YX1 FHMS K-037 Al 240907004 MIM-RCTC Toll Revenue: -1-15 3135005F6 FEDERAL NATIONAL MORTGAGE ASSOCIATION 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 GMCAR 2018-4 A3 240907004 MIM-RCTC Toll Revenue: -1-15 912828608 UNITED STATES TREASURY 240907004 MIM-RCTC Toll Revenue: -1-15 313707YX1 FILMS K-037 Al 240907004 MIM-RCTC Toll Revenue: -1-15 87165LBB6 SYNCT2016-2A 240907004 MIM-RCTC Toll Revenue: -1-15 17305EFM2 CCCIT 2014 -AI Al 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 02005AGP7 AMOT 2018-1 A2 240907004 MIM-RCTC Toll Revenue: - 1-15 60710AWB4 Mizuho Bank Ltd., New York Branch 240907004 MIM-RCTC Toll Revenue: -1-15 26208MAE6 DRIVE 2018-5 B 240907004 MIM-RCTC Toll Revenue: -1-15 65602VS72 Normchukm Bank NY Branch 240907004 MIM-RCTC Toll Revenue: -1-15 31416BTW8 FN 995265 240907004 MIM-RCTC Toll Revenue: -1-15 3137B36H6 FILMS K-029 Al 240907004 MIM-RCTC Toll Revenue: -1-15 31677QBG3 FIFTH THIRD BANK NA (OHIO) 240907004 MIM-RCTC Toll Revenue: -1-15 5150IGV32 Landesbank Baden-Wurttemberg New York Branch 240907004 MIM-RCTC Toll Revenue: -1-15 12597PAB4 CNH 2020-A A2 240907004 MIM-RCTC Toll Revenue: -1-15 31846V203 FIRST AMER:GVTOBLGY 240907004 MIM-RCTC Toll Revenue: - 1-15 240907004 MIM-RCTC Toll Revenue: -1-15 CCYUSD Payable 240907004 MIM-RCTC Toll Revenue: -1-15 6588860Z6 NORTH DAKOTA ST HS0 FIN AGY MTG REV 240907004 MIM-RCTC Toll Revenue: -1-15 240907004 MIM-RCTC Toll Revenue: - 1-15 57419P7F0 MARYLAND ST CMNTY DEV ADMIN DEPT HSG & CMNTY DEV 240907004 MIM-RCTC Toll Revenue: -1-15 98162CAE1 WOLS 2018-B A4 240907004 MIM-RCTC Toll Revenue: -1-15 196479029 COLORADO HSG & FIN AUTH 240907004 MIM-RCTC Toll Revenue: - 1-15 9128287F1 UNITED STATES TREASURY 240907004 MIM-RCTC Toll Revenue: -1-15 45818WCP9 INTER -AMERICAN DEVELOPMENT BANK 240907004 MIM-RCTC Toll Revenue: - 1-15 3137FQXG3 FHMS K -I05 A 240907004 MIM-RCTC Toll Revenue: -1-15 69353RFU7 PNC BANK NA 240907004 MIM-RCTC Toll Revenue: -1-15 14913R2E6 CATERPILLAR FINANCIAL SERVICES CORP 240907004 MIM-RCTC Toll Revenue: -1-15 31340WH04 FEDERAL HOME LOAN MORTGAGE CORP 240907004 MIM-RCTC Toll Revenue: -1-15 3625694248 GMALT 2020-3 Al 240907004 MIM-RCTC Toll Revenue: -1-15 43813KAA0 HAROT 2020-3 Al 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 56052E1E12 MAINE ST HSG ACTH MTG PUR 240907004 MIM-RCTC Toll Revenue: -1-15 22550UAB7 CREDIT SUISSE AG (NEW YORK BRANCH) 240907004 MIM-RCTC Toll Revenue: -1-15 63902HAD1 NATURE CONSERVANCY 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 13013KAA1 CALIFORNIA CMNTY COLLEGE DISTS TAX & REV ANTIC NT 240907004 MIM-RCTC Toll Revenue: -1-15 84240011C0 SOUTHERN CALIFORNIA EDISON CO 240907004 MIM-RCTC Toll Revenue: -1-15 83050PRZ4 Skandinaviska Enakilda Beaken AB (publ) 240907004 MIM-RCTC Toll Revenue: -1-15 477870AB5 )DOT 2019-B A2 240907004 MIM-RCTC Toll Revenue: -1-15 89114NVY8 Toronto -Dominion Bank, New York Branch 240907004 MIM-RCTC Toll Revenue: -1-15 65478LAB5 NALT 2019-B A2A 240907004 MIM-RCTC Toll Revenue: - I-15 14315PAB1 CARMX 2019-3 A2A 240907004 MIM-RCTC Toll Revenue -1-15 31340XJF2 FEDERAL HOME LOAN MORTGAGE CORP 240907004 MIM-RCTC Toll Revenue: - I-15 14687AAM0 CRVNA 2020 -PI A2 240907004 MIM-RCTC Toll Revenue: -1-15 26209AAE1 DRIVE 20194 B 240907004 MIM-RCTC Toll Revenue: - 1-15 24422EVM8 JOHN DEERE CAPITAL CORP 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 38141GGS7 GOLDMAN SACHS GROUP INC 46625H1D3 JPMORGAN CHASE & CO 06051GFZ7 BANK OF AMERICA CORP 951,300.00 1,044,540.00 936,468.00 869,356.80 780,015.00 (11,829.64) (10,448.14) (4,855.74) (4,779.93) (4,298.96) (1,596.04) 774,120.00 8,662.50 (4,175.34) (1,509.66) 775,792.50 2,156.25 (4,108.22) 583.22 1,510,425.00 7,872.93 (302.36) 78.14 (912.66) 269.85 864,846.72 939,168.00 1,034,170.00 930,699.60 9,631.25 8,375.00 10,234,49 9,600.00 781,477.50 1,513,950.00 776,340.00 (773,972.50) (184.10) (2,730.90) 547.50 (1,000,000.00) (2,688.04) (61.96) (2,493.82) (365.66) 433,528.47 4,232.94 (1,556.56) (168.44) (1,330.81) (3,779.19) (1,015.52) 79.52 401,408.00 745.86 436,387.95 1,501,725.00 3,505,110.00 (1,500,000.00) (3,500,000.00) 402,344.00 116,872.57 207,682.59 - - - (37,098.58) (1,056.52) (460.89) (885.61) 168,180.99 741.64 (4,149.87) (32.651 (542.14) (131.28) 112,016.63 277.29 67,301.25 1,252,300.00 (7,137.58) (414.53) (457.41) 620.56 59,912.29 126.41 (295.94) (294.66) 308.44 1,252,312.50 628.47 587.50 584.66 172.35 60956PWG3 MONMOUTH CNTYN I IMPT AUTH REV 313707YX1 FILMS K-037 AI 3137B36H6 FHMS K-029 Al 76,032.00 311,268.28 93,324.65 14.91 75,75225 (33,011.31) (19,131.08) (223.08) (271.79) (265.50) (667.76) 277,094.34 (249.11) 2.18 73,681.14 238,444.22 - - - (49,711.27) (306.73) (231.90) (1,155.01) 187,039.31 246.54 750,282.43 (192.45) (44.98) 750,045.00 221.57 67,301.25 528,690.75 305,402.60 (7,137.58) (171.99) (191.65) 112.27 59,91229 126.41 (180.88) (2,281.37) 526,228.50 515.67 (167.44) (305,000.00) (235.16) 9I28285Y2 UNITED STATES TREASURY 912828608 UNITED STATES TREASURY 05586VAC6 BMWLT 2019-1 A3 17305EFM2 CCCIT 2014-A1 Al 65602V6W1 Normchukm Bank NY Branch 2,800,224.00 (1,800,105.80) (1,000,000.00) 4.14 (150.24) 27.90 (58.79) 1,050,063.00 (259.32) (151,10) 116.70 (110,41) 1,050,251.98 (130.19) (122.67) (106.30) (64.94) (45.34) (41.16) 111.42 1,500,195.00 705.83 310.20 31.90 180,278.47 195,257.40 (142,885.17) (195,000.00) (203.63) 36,807.68 1,000,098.24 1,000,150.00 560.00 175,155.75 (175,000.00) 1,500,124.74 52,605.61 675,081.00 (52,534.16) (0.00) (34.94) (36.51) (675,000.00) (29.141 (51.86) 9,251.40 10,446.79 (1,652.59) (47.06) (20.53) (39.45) 7,491.77 33.04 (2,141.54) (17.13) (17.42) (22.80) 8,247.89 19.29 503,460.00 375,015.00 144,926.39 (15.59) (2,329.41) 501,115.00 3,343.75 (4.75) (10.25) (375,000.00) (79,026.00) 2.27 (0.01) (327.99) 65,574.66 31.40 1,652,50824 19,528,933.03 (20,044,849.56) 1,136,591.71 CCYUSD Receivable 4.42 (2,008,149.76) (1,074,633.87) 430,000.00 430,000.00 111.66 97689P2K3 WISCONSIN HSG & ECONOMIC DEV AUTH HOME OWNERSHIP R 1,200,000.00 1,200,000.00 80.33 600,000.00 551,246.09 1,500,000.00 600,000.00 47.51 46.41 551,292.50 806.67 1,500,000.00 939.94 301,710.94 (12.94) 301,698.00 870.17 1,502,310.00 1,320.00 1,503,630.00 180.83 (482.14) 887,685.36 535,968.35 500,785.00 (250,954.24) 636,248.98 7,970.31 32.10 536,000.45 267.77 (260.00) (230.00) 500,525.00 539.81 1,000,230.00 (1,000,000.00) 522,229.09 625,092.10 164,930.70 405,000.00 375,007.50 409,971.30 (522,229.09) (479,521.24) (0.00) 0.01 (0.00) 145,570.86 10.69 20775HCR2 CONNECTICUT ST HSG FIN AUTH HSG MTG FIN PROG 544647CQ1 LOS ANGELES CALIF UNI SCH DIST 57582RM37 MASSACHUSETTS (COMMONWEALTH OF) 23504MAC8 DALLAS FT WORTH TEX INTL ARPT REV SOB LIEN TAXABLE 4590580Q7 INTERNATIONAL BANK FOR RECONSTRUCTION AND DEVELOPM (165,000.00) (405,000.00) 69.30 45.00 94.30 98.40 375,052.50 410,065.60 205,098.40 440,000.00 406,187.00 275.78 74,996.25 251.56 454.42 205,000.00 440,000.00 410,000.00 74.67 198.09 (3,813.00) 75,000.00 (3.75) 39.63 393.33 197.92 89.16 48.17 51.56 5I50IHAK5 Laadesbank Baden-Wurttemberg, New York Branch 3130AL1Z8 FEDFR AI HOME LOAN BANKS 46647PCA2 1PMORGAN CHASE & CO 92343VGD0 VERIZONCOMMUNICATIONS INC 65339KBV I NEXTERA ENERGY CAPITAL HOLDINGS INC 1,000,000.00 160.00 97.50 921.40 914.60 562.50 1,000,160.00 750,000.00 340,000.00 340,000.00 225,000.00 150,000.00 220,000.00 699,999.99 750,097.50 340,92140 340,914.60 225,562.50 (6.00) 149,994.00 343.20 220,343.20 1.04 0.00 14.01 700,014.00 142.14 67,097.18 (66,961.24) 0.01 0.00 (135.95) 1,250,012.50 (1,250,000.00) 0.01 (12.51) 37,878.43 129,625.18 404,959.50 385,069.30 262,667.60 (37,839.10) 0.23 0.05 (39.61) (65,171.91) 0.59 0.47 (445,17) 64,009.15 62.72 1.25 (252.35) 404,708.40 204.75 5.15 (9.00) 385,065.45 68.87 5.50 (925.90) 261,74720 257.69 8.93 209.82 625,000.00 12.90 14.16 16.53 18.56 19.07 624,781.25 117.19 103.16 345280435 FORDO 2020-A A2 60683BK44 Mitsubishi UM Trust and Banking Corp. (New York B 3134GV6116 FEDFRGI HOME LOAN MORTGAGE CORP 31340WEH5 FEDERAL HOME LOAN MORTGAGE CORP 15189WAM2 CENTERPOINT ENERGY RESOURCES CORP 345,247.71 (118,944.44) 15.17 (519.80) (134.16) (276.53) (48.56) 281.63 225,811.54 1,500,120.00 (1,500,000.00) 500,425.00 750,322.50 500,165.00 750,292.50 484,830.25 315.56 373.33 273.49 484,529.55 240907004 MIM-RCTC Toll Revenue: -1-15 65478DAD9 NAROT 2018-A A3 240907004 MIM-RCTC Toll Revenue: -1-15 136,835.33 (88,432.30) 40.16 28.77 (529.66) 47,942.30 56.38 69350ARP5 PPG Industries, Inc. 74890.21 29.28 (12.49) 774,90700 Page 29 of 41 IMFRIVERSIDE COUNTY TRANSPORTATION COMMISSION 2017 Financing STAMP Portfolio Transaction Report by Account Quarter ended March 31, 2021 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 Rase Pa,downs Gain/Loss ecretion Gain/Loss Markel value Income Balance 240907004 MIM-RCTC Toll Revenue: -1-15 240907004 MIM-RCTC Too Revenue: -1-15 240907004 MIM-RCTC Toll Revenue: -1-15 240907004 MIM-RCTC Toll Revenue: -1-15 93884ENM3 Washington Gas Light Company 240907004 MIM-RCTC Toll Revenue: -1-15 80285PV25 Santander UK plc 240907004 MIM-RCTC Toll Revenue: -1-15 46640PQS5 I.P. Morgan Securities LLC 240907004 MIM-RCTC Toll Revenue: -1-15 69350AQN1 PPG INDUSTRIES INC. 240907004 MIM-RCTC Toll Revenue: -1-15 026651QP8 AMERICAN HONDA FINANCE CORPORATION 240907004 MIM-RCTC Toll Revenue: -1-15 5148X0Q32 Landesbank Badon-Wfuttemberg, New York Branch 80285PU18 Santander UK plc 05586F5B9 BNP Paribas New York Branch 3133EL7F5 FEDERAL FARM CREDIT BANKS FUNDING CORP 1,150,069.00 899,570.75 42.50 57.55 (103.55) 1,150,023.00 86.86 104.17 116.67 120.00 160.00 391.30 423.61 (233.61) (18.25) 899,595.00 1,194.08 999,640.00 749,970.00 (750,000.00) (96.86) (74.17) 73.33 999,390.00 999,630.00 80.00 999,200.00 999,880.00 999,840.00 724,608.70 (1,000,000.00) (1,000,000.00) (725,000.00) 999,810.00 (1,000,000.00) 41,049,925.81 37,856,425.40 (22,618,927.86) (16,845,000.00) (2,740,670.29) (2,86036) (58,967.80) (18,014.89) 37,555,430.32 87,925.48 240907020 RCTC 1-15 Prj RAMP UP RESERVE 912828T67 UNITED STATES TREASURY 240907020 RCTC I-15 Pp RAMP UP RESERVE 912828T67 UNITED STATES TREASURY 240907020 RCTC 1-15 Prj RAMP UP RESERVE 912828YZ7 UNITED STATES TREASURY 240907020 RCTC I-15 Pr1 RAMP UP RESERVE 3137EADB2 FEDFYOI HOME LOAN MORTGAGE CORP 240907020 RCTC 1-15 Prj RAMP 131' RESERVE 3139216N4 FNR 0323B EQ 240907020 RCTC I-15 Pe) RAMP UP RESERVE 3137B7YY9 FILMS K-037 A2 240907020 RCTC 1-15 Prj RAMP UP RESERVE 912828YK0 UNITED STATES TREASURY 240907020 RCTC I-15 Pe) RAMP UP RESERVE 3137BDCW4 FHMS K-039 A2 240907020 RCTC 1-15 P1) RAMP UP RESERVE 240907020 RCTC I-15 Pe) RAMP UP RESERVE 3137AYCE9 FHMS K-025 A2 240907020 RCTC 1-15 P1) RAMP UP RESERVE 912828T67 UNITED STATES TREASURY 240907020 RCTC I-15 Prj RAMP UP RESERVE 3137ARVU7 FI1R 4073 Al 240907020 RCTC 1-15 Prj RAMP UP RESERVE 912828L57 UNITED STATES TREASURY 240907020 RCTC I-15 Pp RAMP UP RESERVE 912828L57 UNITED STATES TREASURY 240907020 RCTC 1-15 PO RAMP UP RESERVE 912828ZD5 UNITED STATES TREASURY 240907020 RCTC I-15 Pp RAMP UP RESERVE 912828ZD5 UNITED STATES TREASURY 240907020 RCTC 1-15 Pr] RAMP UP RESERVE 240907020 RCTC I-15 Pp RAMP UP RESERVE 912828ZD5 UNITED STATES TREASURY 240907020 RCTC 1-15 PO RAMP UP RESERVE 3132AEFC5 FH 111963 240907020 RCTC I-15 Pp RAMP UP RESERVE 3137BLW87 FHMS K-050 Al 240907020 RCTC 1-15 PO RAMP UP RESERVE 3137BLW87 FHMS K-050 Al 240907020 RCTC I-15 Pp RAMP UP RESERVE 3138X0ZY7 FN AU1658 240907020 RCTC 1-15P0 RAMP UP RESERVE 3137B45W2 FHR4243 LH 240907020 RCTC I-15 Pp RAMP UP RESERVE 31418DXH0 FN MA4279 240907020 RCTC 1-15 Pr] RAMP UP RESERVE 240907020 RCTC I-15 Prj RAMP UP RESERVE 3137BLW87 FILMS K-050 Al 240907020 RCTC 1-15 Prj RAMP UP RESERVE 3138EQR13 IN AL7688 240907020 RCTC I-15 Pp RAMP UP RESERVE 31418DQ47 FN MA4074 240907020 RCTC 1-15 Prj RAMP UP RESERVE 3134GW6E1 FEDERAL HOME LOAN MORTGAGE CORP 240907020 RCTC I-15 P4 RAMP UP RESERVE 3137A6Z47 MR 3806 P 240907020 RCTC 1-15 Pr] RAMP 13P RESERVE 240907020 RCTC I-15 Pp RAMP UP RESERVE 3128MMT52 FH 018571 240907020 RCTC 1-15 Prj RAMP UP RESERVE 3622A2000 GN 783795 240907020 RCTC I-15 Pr1 RAMP UP RESERVE 31381RLL6 FN 468431 240907020 RCTC 1-15 Prj RAMP UP RESERVE 31307NTZ7 FH 13236) 240907020 RCTC I-15 Pp RAMP UP RESERVE 31307NP40 F11132243 240907020 RCTC 1-15 Prj RAMP UP RESERVE 31418CQM9 FN MA3159 240907020 RCTC I-15 Prj RAMP UP RESERVE 912828105 UNITED STATES TREASURY 240907020 RCTC 1-15 Prj RAMP UP RESERVE 240907020 RCTC I-15 Prj RAMP UP RESERVE 912828058 UNITED STATES TREASURY 240907020 RCTC 1-15 Prj RAMP UP RESERVE 912828B58 UNITED STATES TREASURY 240907020 RCTC I-15 Prj RAMP UP RESERVE 9128286705 UNITED STATES TREASURY 240907020 RCTC 1-15 P1j RAMP UP RESERVE 3I37BQBY2 FHMS K-722 Al 240907020 RCTC I-15 P1J RAMP UP RESERVE 3138E1P15 FN AL2239 240907020 RCTC 1-15 Prj RAMP UP RESERVE 9128285Y2 UNITED STATES TREASURY 240907020 RCTC I-15 P1J RAMP UP RESERVE 38378PZN1 GNR 2014-010 B 240907020 RCTC 1-15 Prj RAMP 13P RESERVE 240907020 RCTC I-15 Pe) RAMP UP RESERVE 3135005F6 FEDFYOI NATIONAL MORTGAGE ASSOCIATION 240907020 RCTC 1-15 Prj RAMP UP RESERVE 38376V2E6 GNR 2010-019 UA 240907020 RCTC I-15 Prj RAMP UP RESERVE 36176XQH8 GN 779250 240907020 RCTC 1-15 Prj RAMP UP RESERVE 3134GXDT8 FEDERAL HOME LOAN MORTGAGE CORP 240907020 RCTC I-15 Pe) RAMP UP RESERVE 31418DVU3 FN MA4226 240907020 RCTC 1-15 Prj RAMP UP RESERVE 912828608 UNITED STATES TREASURY 240907020 RCTC I-15 Pp RAMP UP RESERVE 3128MENS6 FH 015601 240907020 RCTC 1-15 Prj RAMP UP RESERVE 912828143 UNITED STATES TREASURY 240907020 RCTC I-15 Pr1 RAMP UP RESERVE 383742C76 0NR 2008-032 PA 240907020 RCTC 1-15 Prj RAMP 13P RESERVE 36202FA30 G2 004526 240907020 RCTC I-15 Pp RAMP UP RESERVE 3137B9RN7 FHR 4328 EA 240907020 RCTC 1-15 Pn RAMP UP RESERVE 313768453 FHR 4305 CF 240907020 RCTC I-15 Pe) RAMP UP RESERVE 3132C1AJ2 FH SA0009 240907020 RCTC 1-15Prj RAMP UP RESERVE 38375XCM4 GNR2008-047 PC 240907020 RCTC I-15 Pp RAMP UP RESERVE 3133Q5GZ3 F115 370 A3 240907020 RCTC 1-15 Prj RAMP UP RESERVE 3137AH6C7 FILMS K-015 A2 240907020 RCTC I-15 Pr1 RAMP UP RESERVE 313706DF5 FIIR 4272 YG 240907020 RCTC 1-15 Prj RAMP 13P RESERVE 3136A85X9 FNR 2012-102 51 240907020 RCTC I-15 Pr1 RAMP UP RESERVE 3136AEY84 FNR 2013-70 DG 240907020 RCTC 1-15 Prj RAMP UP RESERVE 38377LFC7 GNR2010-116 NE 240907020 RCTC I-15 Pe) RAMP UP RESERVE 3620ARB67 GN 737261 15,735.50 240907020 RCTC 1-15 Prj RAMP UP RESERVE 9128285Y2 UNITED STATES TREASURY 240907020 RCTC I-15 Pp RAMP UP RESERVE 383791M99 GNR 2015-045 AG 7,947.98 240907020 RCTC 1-15 Prj RAMP UP RESERVE 3140160U8 FN BM1914 61,070.48 240907020 RCTC I-15 Pp RAMP UP RESERVE 3136A72D3 FNA 2012-M9 A2 8,723.23 240907020 RCTC 1-15 Prj RAMP UP RESERVE 314018ME0 FN BM3956 1,310,257.81 (1,319.15) 96.34 1,309,035.00 6,823.20 338,115.50 (886.53) 99.28 337,328.25 1,758.29 (788.90) 109.40 607,008.00 2450.97 (702.33) (1,349.67) 407,196.00 2,058.33 607,687.50 409,248.00 187,142.74 (32,765.62) (1,247.96) (625.80) 300.60 152,803.97 676.58 225,556.72 407,875.00 189,916.02 (487.73) (450.05) (365.91) (257.44) (189.42) (116.58) 103,098.00 223.50 (176.60) 12.07 151,042.50 787.29 (375.18) 224,693.81 167.05 (593.86) (271.61) 607.84 407,592.00 188,956.25 85,232.12 2,538.46 481.69 186.34 31375E580 FILMS K-041 Al 91,199.80 103,404.00 (5,239.87) (198.75) 151,207.03 62,427.47 (31,810.04) (268.95) (174.88) 8634 30,259.93 7537 102,613.28 (161.73) (33.55) 102,418.00 4.78 652,932.40 - (10,281.64) 171,382.10 176,422.75 171,382.10 176,422.75 62,544.96 264.29 (152.88) (2,649.66) 640,112.50 29.88 (143.69) (141.91) 171,096.50 3(27 (143.61) (15039) 176,128.75 40.42 (140.45) (137.65) 912828ZD5 UNITED STATES TREASURY (145.15) (15635) (114.43) (357,10) 108,884.78 171,096.50 176,128.75 57,853.04 39.27 40.42 156.27 243.25 (4,130.27) (310.36) (136.88) 109,378.67 111,810.99 (2,432.33) (136.79) (2,432.32) (133.75) (349.16) 106,463.43 237.84 113,913.33 83,695.81 (8,276.53) (13,231.76) (405.56) (115.02) (124.27) (113.48) 35.07 105,151.29 372.14 70,598.44 209.77 159.58 414.17 243.72 257,666.05 825,197.99 111,964.90 (109 378.66) 230,024.69 235,383.00 400,536.00 (110.80) (102.29) (2,380.44) 255,174.81 825,049.50 912828608 UNITED STATES TREASURY (46.20) (2,316.59) (172.08) (97.57) (89.35) 1,779.77 231,715.11 624.10 (88.57) (78.92) (72.51) (67.23) (66.07) (63.86) (1,438.96) 233,855.48 378.64 529.78 124.74 321.69 504.80 121.20 144.65 (809.08) 122.86 (121.57) (658,43) 399,648.00 35,106.14 40,904.80 253,089.76 39,407.83 41,093.60 (4,113.79) (238.25) 9128286U9 UNITED STATES TREASURY 253,814.26 65,802.93 44,112.31 (4,944.76) (190.48) (25.48) (59.42) 43,731.00 60,578.36 (262.57) (0.19) (59.13) 84,720.98 - - (3,591.19) (173.86) (58.76) (251.32) 80,645.85 160.89 94,076.19 (1,577.99) (5,394.83) (115.98) (57.88) (1,002.57) 91,321.77 215.22 78,400.56 (73,237.19) 34.31 (54.55) (50.61) (49.03) (47.91) (45.55) (43.34) (4,623,54) 251.71 65.10 314.42 (141.89) (100.45) 0.02 176,11426 45,250.85 176,128.75 44,688.93 40.42 119.49 3138ETQP4 FN AL8561 (763.18) (64.13) 130,189.80 100,146.00 85,210.54 56,803.97 23,557.72 350,028.00 (130,000.00) (100,000.00) (85,51031) 4,966.66 (1,713.46) (3.86) (42.74) (315.46) 54,728.45 98.22 (167.34) (2.06) (33.76) (74.44) 23,280.13 59.10 (350,000.00) (32.07) 4.07 32,364.09 - - (17,333.42) (18.70) (30.13) (3.11) 14,978.73 31.20 912828608 UNITED STATES TREASURY 200,049.11 (27.20) (23.68) (2342) (22.52) (21.75) (84.65) 69,923.70 86.43 (21.52) (700.08) 249,660.49 402.22 (9.91) 24.68 (11.52) 569.70 200,012.00 100,185.00 15,575.82 53,738.63 59.08 50.28 48.87 127.25 100,184.00 17,038.54 (1,382.87) (44.90) 70,030.10 53,191.45 250,382.08 175,060.73 (165,036.23) (2.16) (21.20) (0.54) 10,000.60 2.95 17,735.13 40,756.40 39,989.54 12,016.91 (1,245.66) (56,30) (19.74) (47.24) 16,366.19 32.75 (16.98) (133.02) 40,606.40 60.87 (5,067.97) (58.92) (16.91) (94.59) 34,751.16 113.00 (1,038.52) (32.82) (16.62) (15.44) 10,913.51 38.37 21,933.29 - - (710.24) (15.99) (15.68) 182,38 21,373.76 43.20 55,267.76 33,530.16 (30,227.80) - (3,310.95) 730.97 (15.48) (706.90) - - 45.52 (6,987.92) 51.90 (15.66) (60.30) 48,255.77 78.95 14,032.73 (2,687.94) (35.64) (14.74) (111.87) 11,182.54 (4,084.07) (56.45) (12.56) (1,098.95) 73,615.59 61.42 (10,344.05) (3.11) (12.50) (475.10) 70,339.11 188.32 81,173.87 78,867.63 83,076.54 22,046.27 - - (388.40) (7.60) (10.71) 123.46 21,763.02 26.54 24,371.06 - - (514.41) (10.80) (10.33) 120.42 23,955.94 34.06 23,781.61 - - (2,191.27) (23.39) (7.64) 41.41 21,600.72 44.47 (11.07) (69.33) 82,996.14 135,52 75,006.00 - - (75,000.00) (1,524.45) (21,38) (7.62) (37.34) 14,144.72 44,34 (7.19) 1.19 (2,992.34) (5.89) (7.05) (34.02) 4,908.69 10.14 (5,270.93) (29.51) (6.93) (284.08) 55,479.03 110.79 (1,948.34) (6.26) (6.24) (48.88) 6,713.51 13.71 32,748.99 (629.44) - - (1,282.84) (86.84) (6.08) (212.29) 30,531.50 71.98 240907020 RCTC I-15 Pr] RAMP UP RESERVE 36878NB99 GN M32764 27,050.53 240907020 RCTC 1-15 Prj RAMP 13P RESERVE 313792Z78 FHR 4221 GA (1,950.68) (19.75) (5.99) (89.53) 24,984.58 49.99 03.35 - - (4,785.84) (23.81) (5.54) (42.98) 55,345.19 64.32 Page 30 of 41 IMFRIVERSIDE COUNTY TRANSPORTATION COMMISSION 2017 Financing STAMP Portfolio Transaction Report by Account Quarter ended March 31, 2021 Source Account Account Identifier Description Beginning Base Market Value Base Purchases Base Sales Base Base Change In Base Maturities and Net Total Realized Amortization/A Net Unrealized Ending Base Ending Accrued Redemptions Base Paydovns Gain/Loss acretion Gain/Loss Market Value Income Balance 240907020 RCTC I-15 P,j RAMP UP RESERVE 240907020 RCTC 1-15 P17 RAMP UP RESERVE 9128285Y2 UNITED STATES TREASURY 240907020 RCTC I-15 Pp RAMP UP RESERVE 31418CQM9 FN MA3159 240907020 RCTC 1-15 Pr] RAMP UP RESERVE 240907020 RCTC I-15 Pp RAMP UP RESERVE 31394ICR'0 EIB2268210 240907020 RCTC 1-15 Pd RAMP UP RESERVE 3136ABNZ2 FNR 2012-148 MC 240907020 RCTC I-15 Pp RAMP UP RESERVE 3620A9W V9 GN 723460 240907020 RCTC 1-15 P17 RAMP UP RESERVE 912828L57 UNITED STATES TREASURY 240907020 RCTC I-15 Pp RAMP UP RESERVE 383774M59 GNR 2010-111 PE 240907020 RCTC 1-15 Pd RAMP UP RESERVE 3136A72143 FNA 2012-M9 A2 240907020 RCTC I-15 Pd RAMP UP RESERVE 36179M416 G2 MA0825 240907020 RCTC 1-15 Pd RAMP UP RESERVE 240907020 RCTC I-15 Psj RAMP UP RESERVE 31846V203 FIRST AMER:GVT OBLG Y 240907020 RCTC 1-15 Prj RAMP UP RESERVE CCYUSD Cash 240907020 RCTC I-15 Pd RAMP UP RESERVE CCYUSD Payable 240907020 RCTC 1-15 Pd RAMP UP RESERVE 31418A1348 FN MA1502 240907020 RCTC I-15 Pp RAMP UP RESERVE 3137A5FP4 FIIR 3791 DA 240907020 RCTC 1-15 Pd RAMP UP RESERVE 3137B45 W2 FHR 4243 LH 240907020 RCTC I-15 Prj RAMP UP RESERVE 31381QB54 FN 467260 240907020 RCTC 1-15 Pu RAMP UP RESERVE 3134GWGB6 FEDFR AI HOME LOAN MORTGAGE CORP 240907020 RCTC I-15 Pp RAMP UP RESERVE 31340XD18 FEDERAL HOME LOAN MORTGAGE CORP 240907020 RCTC 1-15 Pd RAMP UP RESERVE 38378PZN1 GNR2014-010B 240907020 RCTC I-15 P1] RAMP UP RESERVE 3130AL1Z8 FEDERAL,- HOME LOAN BANKS 240907020 RCTC 1-15 P17 RAMP UP RESERVE 38377REV3 GNR2010-158 HA 240907020 RCTC I-15 Pp RAMP UP RESERVE 3137AWWM3 FHR 4138 HA 240907020 RCTC 1-15 P17 RAMP UP RESERVE 36179NA17 G2 MA0909 240907020 RCTC I-15 Ps] RAMP UP RESERVE 3134GWTL0 FEDERAL,- HOME LOAN MORTGAGE CORP 240907020 RCTC 1-15 P17 RAMP UP RESERVE 3137AWWM3 FHR 4138 HA 240907020 RCTC I-15 Pp RAMP UP RESERVE 31340V6146 FEDERAL HOME LOAN MORTGAGE CORP 240907020 RCTC 1-15 P17 RAMP UP RESERVE 3137AQQE1 FHR 4039 QB 240907020 RCTC I-15 P1] RAMP UP RESERVE 3136A7D25 FNR 2012-83 PC 240907020 RCTC 1-15 Pd RAMP UP RESERVE 3136ADZA0 FNR2013-27 KA 240907020 RCTC I-15 Pp RAMP UP RESERVE 3837814A030 GNR 2012-096 AD 240907020 RCTC 1-15 Pd RAMP UP RESERVE 3136046A6 FEDERAL NATIONAL MORTGAGE ASSOCIATION 240907020 RCTC I-15 Pp RAMP UP RESERVE 313785897 FHMS K-020 Al 240907020 RCTC 1-15 P1) RAMP UP RESERVE 240907020 RCTC I-15 P1] RAMP UP RESERVE 3134GWY42 FEDF94I HOME LOAN MORTGAGE CORP 240907020 RCTC 1-15 Pd RAMP UP RESERVE 36202F2H8 G2 005276 240907020 RCTC I-15 Pp RAMP UP RESERVE 383781ZD7 GNR 2013-047 EC 240907020 RCTC 1-15 Pd RAMP UP RESERVE 38378KW47 GNR 2013-138 A 240907020 RCTC I-15 Pp RAMP UP RESERVE 36202E3117 G2 005300 240907020 RCTC 1-15 Pd RAMP UP RESERVE 240907020 RCTC I-15 Pp RAMP UP RESERVE 9128203AP6 UNITED STATES TREASURY 240907020 RCTC 1-15 Pd RAMP UP RESERVE 3137EAEV7 FEDERAL HOME LOAN MORTGAGE CORP 240907020 RCTC I-15 Pp RAMP UP RESERVE 3137B1UF7 FHMS K-027 Al 240907020 RCTC 1-15 Pd RAMP UP RESERVE 3137A.IME8 FHMS 2011-K016 A2 240907020 RCTC I-15 Pd RAMP UP RESERVE 3137AXHN6 FHMS K-024 Al 240907020 RCTC 1-15 P17 RAMP UP RESERVE 3133EL7F5 FEDFR.I FARM CREDIT BANKS FUNDING CORP 240907020 RCTC I-15 Psj RAMP UP RESERVE 9128203AP6 UNITED STATES TREASURY 240907020 RCTC I-15 Pd RAMP UP RESERVE 240907020 RCTC I-15 Pp RAMP UP RESERVE 3136AQZK9 FNR 2015-89 ICE 240907020 RCTC I-15 PI RAMP IRP RESERVE 91282CAP6 UNITED STATES TREASURY 240907020 RCTC I-15 Pe) RAMP UP RESERVE 383781D014 GNR 2012-119 KB 240907020 RCTC 1-15 Pi) RAMP UP RESERVE 383781AU0 GNR 2012-096 AD 240907020 RCTC I-15 Pp RAMP UP RESERVE 3140X41190 EN FM1155 240907020 RCTC 1-15 Pd RAMP UP RESERVE 38378V0345 GNR 2013-116 MA 240907020 RCTC I-15 Pp RAMP UP RESERVE 3137ARBX3 FIIR 4061 CF 240907020 RCTC I-15 P1j RAMP UP RESERVE 240907020 RCTC I-15 Pp RAMP UP RESERVE 91282CAP6 UNITED STATES TREASURY 240907020 RCTC 1-15PdRAMP 1IP RESERVE 3837708K119 GNR2011-018 PG 240907020 RCTC I-15 Pe) RAMP UP RESERVE 3140X4TL0 FN FM1454 240907020 RCTC 1-15 Pr) RAMP UP RESERVE 36179121)6 G2 MA2864 240907020 RCTC I-15 Pej RAMP UP RESERVE 3128MMUL5 Ell 018586 240907020 RCTC 1-15 Pr) RAMP UP RESERVE 3140X9VK8 FN FM6017 240907020 RCTC I-15 Pe) RAMP UP RESERVE 36176XQH8 GN 779250 240907020 RCTC I-15 Pi) RAMP UP RESERVE 240907020 RCTC I-15 Psj RAMP UP RESERVE 9128282P8 UNITED STATES TREASURY 240907020 RCTC I -l5 Pd RAMP 11P RESERVE 3136AMM48 FNA2015-M4AV2 240907020 RCTC I-15 Pd RAMP UP RESERVE 36179NHK7 G2 MA1134 240907020 RCTC 1-15 Pd RAMP UP RESERVE 3137B1U75 FHMS K -S01 A2 240907020 RCTC I-15 Pp RAMP UP RESERVE 3132A9SM0 F1 ZS8624 240907020 RCTC 1-15 P17 RAMP UP RESERVE 3140X4H90 FN FM1155 240907020 RCTC I-15 Pp RAMP UP RESERVE 3131X83117 FH ZK5300 240907020 RCTC 1-15 Pr, RAMP UP RESERVE 240907020 RCTC I-15 Pd RAMP UP RESERVE 3138WEM25 FN AS4860 240907020 RCTC I -l5 P1 RAMP UP RESERVE 3136496F0 FNA2012-M17A2 240907020 RCTC I-15 Pd RAMP UP RESERVE 3132A9QE0 F1 ZS8553 240907020 RCTC 1-15 Pi) RAMP UP RESERVE 912828B58 UNITED STATES TREASURY 240907020 RCTC I-15 Pp RAMP UP RESERVE 38378KWU9 GNR 2013-096 A 240907020 RCTC 1-15 Pd RAMP UP RESERVE 912828YK0 UNITED STATES TREASURY 240907020 RCTC I-15 Pp RAMP UP RESERVE 912828YK0 UNITED STATES TREASURY 240907020 RCTC 1-15 P11 RAMP 11P RESERVE 240907020 RCTC I-15 Pp RAMP UP RESERVE 36179Q2A8 G2 MA2569 240907020 RCTC I -l5 Pi) RAMP 11P RESERVE 3137ATRW4 FHMS K-020 A2 240907020 RCTC I-15 Pd RAMP UP RESERVE 31418DSA1 EN MA4112 3137AQQE1 FHR4039QB 22,283.36 (572.65) (10.63) (0.08) (5.13) (4.97) (4.75) (4.49) (4.14) (3.65) 32.94 21,727.89 26.63 100,008.00 15,680.11 (85,004.53) (14,647.44) (15,000.00) 1.58 (1,078.97) 454.75 (403.71) 3136ADZA0 FNR 2013-27 KA 23.844.88 47,692.41 26,633.16 (694.35) (8.90) (89.92) (19.531 (10.07) (3.39) 37.79 23.174.92 45,214.48 25,860.76 6,105.41 23.80 163.69 41.90 19.43 (2,268.42) (115.45) 223.69 (42.38) (972.90) (789.47) 6,950.72 61,694.40 14,139.56 2,180.81 23,476.48 10,282.40 (61,689.85) 1,441.69 (1.941 (1,444.30) (3,614.18) 39.42 (1.76) (133.47) 10,429.58 21.51 (487.09) (1.55) (1.55) (12.24) 1,678.38 3.43 (1,985.17) (21.73) (0.91) (173.57) 21,295.10 42.63 9128280357 UNITED STATES TREASURY (10,281.64) 229.89 (0.41) (230.24) 223,023.05 9,640,257.27 (9,744,549.60) 118,730.72 0.00 0.00 (243,388.59) (0.00) (0.001 (0.00) 23,486.08 94,654.99 (94,266.73) 54,396.76 100.022.00 65,027.95 46,345.14 (46,256.88) (23,494.76) (0.01) 8.69 (388.26) (54,421.77) 23.99 1.02 (100,000.00) (22.00) (98.80) (88.26) 45.50 350,045.50 92.36 14,903.35 350,000.00 64,929.15 80.26 (4,114.98) (32.72) 0.37 (91.19) 10,664.83 30.65 15,277.37 85,014.45 10,411.51 (244.36) (3.19) 0.87 47.42 10,212.26 10.45 (1,202.22) (64.17) 1.05 28.17 14,040.20 33.31 1.05 18.50 85,034.00 2.13 14,327.83 - - (336.27) (4.38) 1.20 65.27 14,053.64 14.39 125,106.25 1.38 (66.38) 125,041.25 78.89 22,290.20 - - (572.65) (10.99) 1.62 19.71 21,727.89 26.63 56,293.49 - - (3,115.22) (36.73) 1.69 1,188.80 54,332.03 131.34 31,773.55 18,685.82 (925.81) (547.18) (11.48) 1.91 (10.03) 2.00 2.67 61.73 30,899.90 30.09 20.73 (17.90) 31.73 22.26 166.83 130,003.90 18,160.70 130,027.30 3,847.06 (2,619.79) 9.68 2.99 3.25 4.10 (91.10) 99,910.00 140.00 1,222.05 1.60 91282CAP6 UNITED STATES TREASURY 39.853.13 7.62 39.864.00 23.08 99,997.00 24,608.24 12,200.98 21,075.55 27,33110 20,890.06 (2,253.46) (49.12) 5.60 (24.15) 22,287.11 (1,235.98) (11,941.19) (2,822.60) 53.02 13.53 16.24 57.93 33.36 100.96 12.02 26.52 6.99 7.88 9.32 10.40 10.65 10.81 (26.01) (92.86) 24.09 (34.48) (427.92) (501.87) 10,957.99 9,075.91 (132.11) 24,409.90 20,712.85 174,405.00 31380320114 FNAM1999 (153.46) 0.33 174,82217 175,344.75 17,440.15 92,335.59 19,836.79 199,928.00 (175,087.50) 233.82 (2,804.96) 16.62 11.39 (62.89) 14,600.31 21.52 (574.48) 1.31 11.94 (599.50) 91,174.86 223.64 (6,125.99) 24.22 12.57 (74.27) 13,673.32 19.86 164,355.47 14.89 (16.89) 199,926.00 16.00 14.94 68.59 164,439.00 95.19 18.16 18.88 19.45 21.00 21.07 126.21 36,321.41 22.17 22.59 23.49 24.04 26.88 (485.88) 169,422.00 98.08 3137B3NW4 FHMS K-031 Al 49,939.13 (7,029.61) 33.85 (291.10) (90.69) (689.92) (34.71) 42,67043 70,487.96 348,810.00 97.10 113.95 201.92 70,559.77 349,480.47 4,542.28 36,174.13 78,908.04 (471.20) 19.01 4,076.38 4.19 44.52 151.05 66.23 0.69 62.18 40,928.84 11,609.99 31.307.33 169,881.00 12,867.94 (2,268.66) (4,494.28) (8,196.66) (126.74) 111.78 62.70 4.63 (1,102.12) (162.18) (91.57) (202.12) 75,432.69 36,406.75 3,407.95 30.455.97 3136A03714 FNA 2013-M6 2A (677.90) (1,912.14) (24.95) 27.08 (227.47) 10,73016 26.08 78,577.26 28.69 (337.04) 78,268.91 156.44 21,385.99 (1,872.47) (1,434.19) (2,464.25) (2,893.89) (93.901 30.17 (76.83) (179.98) (137.44) 4.51 19,454.31 46.15 41.03 243.84 322.16 283.84 120.63 138.59 239.43 22,243.49 107,218.75 137,850.73 598,804.69 30.61 33.56 36.50 50.58 51.24 53.97 (192.44) 20,570.64 102,956.79 136,047.20 599,178.00 254,650.65 (1,651.29) 1,191.30 912828ZP8 UNITED STATES TREASURY 322.73 (331.74) (496.56) 254,931.15 77,888.52 110,122.16 109,830.41 66,992.13 (10,530.09) (8,944.24) (8,921.79) 59.61 60.18 (680.97) 100,347.44 205.79 (6,005.40) 56.44 66,972.28 (359.52) 55.20 38.08 100,911.69 (283.09) 61.66 69.35 80.64 88.03 92.04 112.87 (315.98) 60,449.31 156,768.82 223,219.80 236.33405 241,141.13 44,082.52 121.01 313.92 445.29 47060 479.15 158,403.71 223,15612 236.122.29 241,205.53 (1,704.24) (17.05) 123.73 (156.44) (269.78) (164.70) 99,676.76 314010382 FN BM4407 44,496.81 110,867.68 320,467.20 20,502.35 189,119.95 235,122.10 166,534.50 95,718.98 102,292.00 124.870.40 (260.35) 2.97 78.63 198.85 (10,642.23) (504.24) 120.26 (320,000.00) 123.34 (590.54) (13,458.87) 586.48 131.64 (850.70) 6,910.89 8.04 133.09 (741.74) 188,511.30 1,174.04 155.54 (912.24) 234,365.40 1,459.62 167.45 176.19 189.84 912828167 UNITED STATES TREASURY (555.20) 166,146.75 86,344.57 01,896.00 866.02 204.25 197.75 263.96 (9,045.39) (12,510.39) (517.21) 12.01 (585.84) 368.92 112,280.95 (087 38) 239.39 8,496,668.41 19,881,151.58 (10,567,364,72) (1,090,000.00) (443,347.23) (518.05) (7,060.54) (33,439.00) 16,479,479.05 36,871.17 228 Page 31 of 41 1111 RIVERSIDE COUNTY TRANSPORTATION COMMISSION 2017 Financing STAMP Portfolio Summary of Investments for quarter ended March 31, 2021 ATTACHMENT 12 Credit Rating Base Market Value + Accrued 40,000,000 30,000,000 20,000,000 10,000,000 0 A+ A I A- BBB+ NA A-1+ A-2 Other I Asset Class Cash (-1.984%)) Money Market I Funds (2.311%) Fixed Income (99.673%) Chart calculated by: Base Market Value + Accrued *Negative cash reflects securities in transit at month end Industry Group Other (17.329%) Electric (3.156%) Diversified Finan\__ Sery (4.175%) FNMA Collateral -I (4.576%) Commercial MBS (5.011%) US Municipals (9.571%) Sovereign (34.380%) Banks (21.802%) Chart calculated by: Base Market Value + Accrued FN Other (19.668%)\ US GOV (22.019%) MA (4.838%) CP (4.937%)--V CORP (18.588%) VRDN (7.703% CD (9.885%) AGCY BOND (12.361%) Chart calculated by: Base Market Value + Accrued Market Sector Other (3.483%) Industrial (4.279%) Asset Backed (4.615%) Municipal (9.571%) -- Agency (12.361%) /Financial (25.977%) Government Mortgage Backed (25.175%) (14.540%) Chart calculated by: Base Market Value + Accrued 229 RIVERSIDE COUNTY TRANSPORTATION CO MMISSION 2017 Financing STAMP Portfolio Sales Tax 115 ELP Project Revenue Fund Summary of Investments for quarter ended March 31, 2021 ATTACHMENT 13 Credit Rating Base Market Value + Accrued 17,500,000 15,000,000 12,500,000 10,000,000 7,500,000 5,000,000 2,500,000 0 I —AAA AA- I A+ A � lllllllllllll- BBB+ NA A-1+ A-2 Other I Cash (-2.855%) Money Market Funds (3.016%) Fixed Income (99.839%) Chart calculated by: Base Market Value + Accrued *Negative cash reflects securities in transit at month end Industry Group Other (13.208%) Automobile ABS (3.501%) Multi -National (4.540%) Electric (4.540%) Diversified Finan Sery (6.007%) US Municipals (13.771%) Banks (31.366%) Sovereign (23.066%) Chart calculated by: Base Market Value + Accrued Other (3.915%). Utility (4.540%) Industrial (6.156%) --, Asset Backed\_ (6.640%) Agency (12.377%) Municipal (13.771%) Financial (37.373%) Government (15.229%) Chart calculated by: Base Market Value + Accrued 230 ATTACHMENT 14 RIVERSIDE COUNTY TRANSPORTATION CO MMISSION 2017 Financing STAMP Portfolio Ramp Up Fund Summary of Investments for quarter ended March 31, 2021 Credit Rating Base Market Value + Accrued 20, 000, 000 15,000,000 10,000,000 5,000,000 0 AAA Asset Class Cash (0.000%) Money Market Funds (0.704%) (Fixed Income (99.296%) Chart calculated by: Base Market Value + Accrued *Negative cash reflects securities in transit at month end Industry Group Other (2.113%)\ GNMA Collateral (1.794%)� GNMA2 Collateral (1.81xC FGLMC Collateral (5.481%) Agency Collet CMO (5.740%) Commercial MBS" (8.945%) C\\ FNMA Collateral (13.939%) Sovereign (60.170%) Chart calculated by: Base Market Value + Accrued Security Type Other (4.665%) FGLMC (2.803%) GNMA (3.710 %)) FHLMC CMO (6.778%) FHLMC (7.077%) AGCY BOND (12.324%) US GOV (47.846%) FNMA (14.797%) Chart calculated by: Base Market Value + Accrued Market Sector Cash (0.704%) Agency (12.324%)---------� Mortgage Backed - (39.126%) • -Government (47.846%) Chart calculated by: Base Market Value + Accrued 231 RIVERSIDE COUNTY TRANSPORTATION COMMISSION Payden & Rygel Operating Portfolio by Investment Category for Quarter ended March 31, 2021 Account Number: 001050990415 Name: RIVERSIDE COUNTY TRANS CO ATTACHMENT 15 CUSIP Security Type Category Issuer Next Call Base Market Unrealized Accrued Credit Final Maturity Trade Date Date Original Cost Value Gain/Loss Income Coupon Yield Rating 04/24/2018 010831DN2 Taxable Muni ALAMEDA CNTY CA JT 2.866% 6/01/21 06/01/2021 255,000.00 256,058.25 1,058.25 5.11 2.870 2.858596236 010831 UU5 I axable Muni ALAMEDA CN I Y CA 3.095% 6/01/23 04/24/2018 06/01/2023 134,242.96 137,616.70 3,373.74 2,541.67 3.100 2.927544457 AA+ 023135AJ5 Credit AMAZON COM INC 2.500% 11/29/22 11/29/2012 11/29/2022 08/29/2022 311,158.09 309,393.00 -1,765.09 354.00 2.500 2.424195410 AA- 023135BP0 _ _ Credit AMAZON COM INC SR NT 0.400% 6/03/23 06/03/2020 06/03/2023 269,622.00 270,834.30 1,212.30 568.75 0.400 0.399165744 AA- 037833DL1 Credit APPLE INC 1.700% 9/11/22 09/11/2019 09/11/2022 524,910.75 536,282.25 11,371.50 495.83 1.700 1.666192945 AA+ 037833DV9 Credit APPLE INC 0.750% 5/11/23 05/11/2020 05/11/2023 194,469.60 196,959.75 2,490.15 3,179.37 0.750 0.742140730 AA+ 05588CAC6 Asset -Backed BMW VEHICLE OWNER 1.920% 1/25/24 09/18/2019 01/25/2024 321,512.43 325,221.38 3,708.95 986.67 1.920 1.900425616 AAA 06050TMJ8 Credit BANK OF AMERICA MTN 3.335% 1/25/23 01/25/2019 01/25/2023 01/25/2022 520,000.00 532,433.20 12,433.20 205.83 3.340 3.261549896 A+ 06406RAK3 Credit BANK OF NY MTN 1.950% 8/23/22 08/23/2019 08/23/2022 99,968.00 102,269.00 2,301.00 306.92 1.950 1.905990675 A 06406RAM9 Credit BANK OF NY MTN 1.850% 1/27/23 _ 01/28/2020 01/27/2023 01/02/2023 299,790.00 308,610.00 8,820.00 68.04 1.850 1.802012410 A 072024WN8 Taxable Muni BAY AREA CA TOLL 2.184% 4/01/23 09/26/2019 04/01/2023 680,000.00 703,337.60 23,337.60 5,277.99 2.180 2.113371137 AA 088006JW2 Taxable Muni BEVERLY HILLS CA 0.373% 6/01/22 10/15/2020 06/01/2022 330,000.00 330,518.10 518.10 1,605.56 0.370 0.372430182 AA+ 13032UUZ9 Taxable Muni CALIFORNIA ST HLTH 1.893% 6/01/22 11/25/2019 06/01/2022 520,000.00 528,964.80 8,964.80 1,404.50 1.890 1.860844605 AA- 13063BFS6 Taxable Muni CALIFORNIA ST BUILD 6.650% 3/01/22 04/01/2010 03/01/2022 205,120.83 222,282.90 12,282.90 713.25 6.650 6.304692018 AA- 13063DGA0 Taxable Muni CALIFORNIA ST 2.800% 4/01/21 04/25/2018 04/01/2021 T 500,000.00 500,000.00 0.00 164.09 2.800 2.800000000 N/R 13066YTY5 Taxable Muni CALIFORNIA ST DEPT 1.713% 5/01/21 09/28/2016 05/01/2021 80,813.58 81,726.27 912.69 7,776.98 1.710 1.712606101 AA+ 13066YTZ2 Taxable Muni CALIFORNIA ST DEPT 2.000% 5/01/22 09/28/2016 05/01/2022 300,665.32 305,874.00 5,208.68 5.33 2.000 1.964366394 AA+ 13077DMJ8 Taxable Muni CALIFORNIA ST UNIV 0.475% 11/01/23 09/17/2020 11/01/2023 150,000.00 150,099.00 99.00 126.67 0.480 0.474416468 AA- 14043MAC5 Asset -Backed CAPTIAL ONE PRIME 1.600% 11/15/24 02/19/2020 11/15/2024 289,938.35 294,567.50 4,629.15 333.33 1.600 1.574942662 AAA 144141DC9 Credit PROG ENERGY CAROLINA 2.800% 5/15/22 05/18/2012 05/15/2022 02/15/2022 251,702.70 255,190.00 3,487.30 2,644.44 2.800 2.746067239 A 166756AJ5 Credit CHEVRON USA INC 0.426% 8/11/23 08/12/2020 08/11/2023 115,000.00 115,217.35 217.35 2,442.92 0.430 0.425018208 AA- 166764AU4 Credit CHEVRON CORP 0.762% 3/03/22 03/03/2015 03/03/2022 501,284.95 501,970.00 685.05 1,105.90 0.710 0.759153176 AA- 17325FAQ1 Credit CITIBANK NA 3.400% 7/23/21 07/23/2018 07/23/2021 06/23/2021 251,087.90 251,732.50 644.60 731.59 3.400 3.382848956 A+ 17325FAY4 Credit CITIBANK NA 2.844% 5/20/22 05/22/2019 05/20/2022 05/20/2021 510,379.83 511,616.70 1,236.87 8,485.52 2.840 2.839031695 A+ 20772JKP6 Taxable Muni CONNECTICUT ST 2.401% 10/15/21 11/16/2012 10/15/2021 120,073.52 121,357.20 1,283.68 102.90 2.400 2.375440263 A 20772KGM5 Taxable Muni CONNECTICUT ST SER A 2.921% 4/15/23 04/11/2019 04/15/2023 301,026.67 315,168.00 14,141.33 206.22 2.920 2.786628761 A 20772KJU4 Taxable Muni CONNECTICUT ST 2.500% 7/01/22 06/11/2020 07/01/2022 121,480.10 123,229.20 1,749.10 33.20 2.500 2.433729545 A 212204JC6 Taxable Muni CONTRA COSTA CA 1.652% 8/01/22 09/12/2019 08/01/2022 300,000.00 305,277.00 5,277.00 _ 496.82 1.650 1.624657022 AA+ 250847EJ5 Credit DETROIT EDISON CO 2.650% 6/15/22 06/22/2012 06/15/2022 A 181,501.54 183,900.60 2,399.06 197.78 2.650 2.598268475 A 26208VAD8 Asset -Backed DRIVE AUTO 0.830% 5/15/24 06/17/2020 05/15/2024 89,996.56 90,319.50 322.94 210.22 0.830 0.827270009 AAA 30231GBB7 Credit EXXON MOBIL 1.902% 8/16/22 08/16/2019 08/16/2022 - 300,000.00 306,681.00 6,681.00 226.13 1.900 1.861184230 AA- 3130AKXQ4 Agencies F H L B DEB 0.600% 2/12/2026 02/12/2021 02/12/2026 05/12/2021 559,608.00 548,273.60 -11,334.40 232.80 0.600 0.606961852 AA+ 3130ALJZ8 Agencies F H L B DEB 0.500% 3/12/24 03/12/2021 03/12/2024 560,000.00 560,072.80 72.80 114.49 0.500 0.499905018 AA+ 3134GXDZ4 Agencies F H L M C MTN 0.450% 11/25/24 11/25/2020 11/25/2024 11/25/2022 300,000.00 298,797.00 -1,203.00 0.00 0.450 0.451001223 N/A 3136AKQM8 Mortgage -Backed F N M A GTD REMIC 3.056% 6/25/24 07/01/2014 06/25/2024 430,999.63 429,968.48 -1,031.15 212.22 3.060 2.882529382 N/A 3136B1XP4 Mortgage- Backed F N M A GTD REMIC 3.560% 9/25/21 04/01/2018 09/25/2021 29,252.68 29,321.45 68.77 582.67 3.560 3.545396965 N/A 3137ATRW4 Mortgage -Backed F H L M C MULTICLASS 2.373% 5/25/22 09/01/2012 05/25/2022 190,432.80 193,602.40 3,169.60 1,341.17 2.370 2.331293165 N/A 3137B1U75 Mortgage -Backed F H L M C MLTCL MTG 2.522% 1/25/23 05/07/2013 01/25/2023 130,888.52 133,796.59 2,908.07 2,436.10 2.520 2.463107500 N/A 3137B36J2 Mortgage -Backed F H L M C MLTCL MT 3.320% 2/25/23 07/01/2013 02/25/2023 491,856.77 504,336.00 12,479.23 7,425.60 3.320 3.163170411 N/A 3137B4GY6 Mortgage -Backed F H L M C MLTCL MT 3.30996% 5/25/23 09/01/2013 05/25/2023 542,114.06 539,906.40 -2,207.66 410.30 3.310 3.128891074 N/A 3137B4WB8 Mortgage -Backed F H L M C MLTCL MTG 3.060% 7/25/23 10/01/2013 07/25/2023 506,689.49 516,886.30 10,196.81 7,000.00 3.060 2.901051394 N/A 31846V203 Cash FIRST AM GOVT OB FD CL Y 640,044.92 640,044.92 0.00 1,163.75 0.000 0.005986000 3582326S0 Taxable Muni FRESNO CALIF UNI CA 0.719% 8/01/24 09/30/2020 08/01/2024 150,000.00 150,007.50 7.50 2,500.00 0.720 0.717607841 N/A 365298Y28 Taxable Muni GARDEN GROVE CA 1.875% 8/01/21 10/16/2019 08/01/2021 300,000.00 301,587.00 1,587.00 3,281.20 1.880 1.866897664 AA- 378460YB9 Taxable Muni GLENDALE CA 1.041% 9/01/22 06/02/2020 09/01/2022 330,000.00 333,544.20 3,544.20 383.96 1.040 1.030376815 N/A 41284WAC4 Asset -Backed HARLEY DAVIDSON 2.340% 2/15/24 06/26/2019 02/15/2024 477,676.48 483,508.12 5,831.64 1,328.55 2.340 2.313624679 N/A 419792YL4 Taxable Muni HAWAII ST SER FX 2.770% 1/01/22 02/21/2019 01/01/2022 190,000.00 193,667.00 3,667.00 750.00 2.770 2.720380264 AA+ 43815NAC8 Asset -Backed HONDA AUTO 1.780% 8/15/23 08/27/2019 08/15/2023 249,997.93 253,132.50 3,134.57 4,040.72 1.780 1.759588770 AAA 46647PBB1 Credit JPMORGAN CHASE CO 3.207% 4/01/23 03/22/2019 04/01/2023 04/01/2022 485,000.00 498,153.20 13,153.20 826.00 3.210 3.123630307 A- 46647PBZ8 Credit JPMORGAN CHASE CO 0.697% 3/16/24 03/16/2021 03/16/2024 03/16/2023 565,000.00 567,373.00 2,373.00 179.75 0.700 0.695581015 A- 47789JAD8 Asset -Backed JOHN DEERE OWNER 2.910% 7/17/23 03/13/2019 07/17/2023 174,822.08 177,310.60 2,488.52 937.50 2.910 2.870360324 N/A 47789KAC7 Asset -Backed JOHN DEERE OWNER 1.100% 8/15/24 03/11/2020 08/15/2024 429,973.73 433,736.70 3,762.97 286.28 1.100 1.090555787 N/A 544290JC4 Taxable Muni LOS ALTOS CA SCH 2.143% 8/01/23 10/17/2019 08/01/2023 390,000.00 391,454.70 1,454.70 1,315.75 2.140 2.134525932 SP -1+ 5445872S6 Taxable Muni LOS ANGELES CA MUN 0.683% 11/01/24 03/04/2021 11/01/2024 230,000.00 227,631.00 -2,369.00 1,392.95 0.680 0.687357849 AA - 544587Y28 Taxable Muni LOS ANGELES CA 0.515% 11/01/22 08/20/2020 11/01/2022 325,000.00 324,974.00 -26.00 1,027.50 0.520 0.515030902 AA- 57582RF76 Taxable Muni MASSACHUSETTS ST 0.386% 7/01/22 07/09/2020 07/01/2022 210,000.00 210,296.10 296.10 117.82 0.390 0.385064294 AA 58769TAD7 Asset -Backed MERCEDES BENZ 1.940% 3/15/24 09/25/2019 03/15/202423 269,962.82 273,761.10 3,798.28 202.65 1.940 1.916882398 AAA powilv• .J • 11 RIVERSIDE COUNTY TRANSPORTATION COMMISSION Payden & Rygel Operating Portfolio by Investment Category for Quarter ended March 31, 2021 Account Number: 001050990415 Name: RIVERSIDE COUNTY TRANS CO CUSIP Security Ty e Category Issuer Next Call Final Maturity Trade Date Date Ori inal Cost Base Market Value Unrealized Gain/Loss Accrued Income Cou)on Yield Credit Ratin 58770FAC6 Asset -Backed MERCEDES BENZ AUTO 1.840% 12/15/22 01/29/2020 12/15/2022 139,981.55 141,502.20 1,520.65 217.29 1.840 1.822106910 AAA 62451FKF6 Taxable Muni MOUNTAIN VIEW CA 1.043% 9/01/22 05/19/2020 09/01/2022 250,000.00 252,340.00 2,340.00 513.30 1.040 1.033706974 AA+ 654106AH6 Credit NIKE INC SR NT 2.400% 3/27/25 03/27/2020 03/27/2025 02/27/2025 19,972.80 21,073.80 1,101.00 587.07 2.400 2.263638421 AA- 693304AP2 Credit PECO ENERGY CO 2.375% 9/15/22 09/17/2012 09/15/2022 06/15/2022 120,593.12 122,830.80 2,237.68 182.25 2.380 2.322284150 A 717081EM1 Credit PFIZER INC 3.000% 9/15/21 09/07/2018 09/15/2021 249,662.50 253,125.00 3,462.50 1,365.17 3.000 2.969179913 A+ 76913CAX7 Taxable Muni RIVERSIDE CNTY CA 2.363% 2/15/23 05/06/2020 02/15/2023 170,000.00 175,560.70 5,560.70 677.08 2.360 2.290283499 AA 786134WD4 Taxable Muni SACRAMENTO CNTY CA 0.629% 12/01/22 07/14/2020 12/01/2022 280,000.00 280,971.60 971.60 2,761.13 0.630 0.626887389 AA 796720ME7 Taxable Muni SAN BERNARDINO CA 1.883% 8/01/22 12/12/2019 08/01/2022 435,000.00 444,500.40 9,500.40 1,583.33 1.880 1.844234197 AA 796720NP1 Taxable Muni SAN BERNARDINO CA 0.729% 8/01/23 07/07/2020 08/01/2023 150,000.00 151,308.00 1,308.00 669.20 0.730 0.722626435 AA 797299LT9 Taxable Muni SAN DIEGO CA PUBLIC 2.994% 10/15/21 06/21/2018 10/15/2021 200,000.00 202,758.00 2,758.00 1,375.00 2.990 2.957592042 AA- 79730WAY6 Taxable Muni SAN DIEGO CA 3.250% 9/01/22 01/28/2016 09/01/2022 253,935.91 260,462.50 6,526.59 3,182.67 3.250 3.124609424 AA 79770GGP5 Taxable Muni SAN FRANCISCO CA 2.375% 8/01/22 11/30/2017 08/01/2022 404,101.51 409,776.00 5,674.49 1,378.30 2.380 2.320741074 AA- 801096AP3 Taxable Muni SANTA ANA CA CMNTY 3.346% 9/01/21 11/08/2018 09/01/2021 240,000.00 243,110.40 3,110.40 487.48 3.350 3.309201677 AA 80136PCY7 Taxable Muni SANTA BARBARA CA 3.300% 12/01/21 11/28/2018 12/01/2021 125,000.00 127,343.75 2,343.75 3,534.70 3.300 3.244423033 AA 80168FMA1 Taxable Muni SANTA CLARA VLY CA 2.387% 6/01/21 03/30/2016 06/01/2021 397,756.00 401,408.00 3,652.00 1,117.01 2.390 2.381760128 N/A 80285WAD9 Asset -Backed SANTANDER DRIVE 0.00001% 7/15/24 09/23/2020 07/15/2024 329,968.45 330,435.60 467.15 288.75 0.520 0.000009981 N/A 835569GP3 Taxable Muni SONOMA CNTYCA 1.969% 8/01/22 11/12/2019 08/01/2022 420,000.00 429,030.00 9,030.00 147.78 1.970 1.929314011 AA 842475P58 Taxable Muni SOUTHERN CALIF CA 0.527% 7/01/23 09/24/2020 07/01/2023 370,000.00 370,577.20 577.20 1,328.00 0.530 0.526074110 AA- 89238UAD2 Asset -Backed TOYOTA AUTO 1.910% 9/15/23 08/14/2019 09/15/2023 249,997.95 252,962.50 2,964.55 1,406.73 1.910 1.889143852 AAA 90331HPF4 Credit US BANK NA MTN 1.950% 1/09/23 12/09/2019 01/09/2023 12/09/2022 549,538.00 564,861.00 15,323.00 274.39 1.950 1.897219357 AA- 911759MU9 Agencies U S DEPT HSG & URB 2.570% 8/01/21 03/28/2019 08/01/2021 100,000.00 100,842.00 842.00 1,249.50 2.570 2.551906980 N/A 91282CBA8 Treasuries U S TREASURY NT 0.125% 12/15/23 12/15/2020 12/15/2023 7,291,800.09 7,276,593.30 -13,595.76 375.73 0.130 0.125416382 N/A 91282CBD2 Treasuries U S TREASURY NT 0.125% 12/31/22 12/31/2020 12/31/2022 4,913,223.39 4,912,689.95 -779.60 1,034.52 0.130 0.125020003 N/A 91282CBE0 Treasuries U S TREASURY NT 0.125% 1/15/24 01/15/2021 01/15/2024 7,772,076.96 7,744,829.40 -27,247.56 86.53 0.130 0.125485629 N/A 91282CBG5 Treasuries U S TREASURY NT 0.125% 1/31/23 01/31/2021 01/31/2023 8,286,893.83 8,280,111.85 -6,781.98 457.33 0.130 0.125023755 N/A 91282CBR1 Treasuries U S TREASURY NT 0.250% 3/15/24 03/15/2021 03/15/2024 419,310.94 418,853.40 -457.54 472.50 0.250 0.250332943 N/A 91282CBU4 Treasuries U S TREASURY NT 0.125% 3/31/23 03/31/2021 03/31/2023 1,079,515.63 1,079,244.00 -271.63 _ 428.33 0.130 0.125063783 N/A 91412G2S3 Taxable Muni UNIV OF CALIFORNIA 2.112% 5/15/21 09/28/2017 05/15/2021 140,000.00 140,299.60 299.60 2,043.02 2.110 2.109805802 AA- 91412HDJ9 Taxable Muni UNIV OF CA 3.283% 5/15/22 06/05/2018 05/15/2022 285,412.25 294,507.60 9,095.35 1,716.51 3.280 3.179630221 AA- 916544ER6 Taxable Muni UPPER SANTA CLARA CA 0.525% 8/01/22 07/23/2020 08/01/2022 330,000.00 331,204.50 1,204.50 3.69 0.530 0.523163695 AA 931142EJ8 Credit WALMART INC 3.125% 6/23/21 06/27/2018 06/23/2021 129,993.50 130,834.60 841.10 2,686.02 3.130 3.109545559 AA 94988J5T0 Credit WELLS FARGO MTN 3.625% 10/22/21 10/23/2018 10/22/2021 09/21/2021 529,941.70 538,273.30 8,331.60 1,544.42 3.630 3.575197499 A+ 94988J6A0 Credit WELLS FARGO MTN 2.082% 9/09/22 09/11/2019 09/09/2022 09/09/2021 550,000.00 554,191.00 4,191.00 48.51 2.080 2.068513293 A+ 1 55,373,741.67 55,628,261.66 251,005.69 117,716.50 233 111 RIVERSIDE COUNTY TRANSPORTATION COMMISSION Account Number: 001050990415 Transaction Settlement Date Trade Date Date 01/04/2021 20772KJU4 INTEREST EARNED ON CONNECTICUT ST 2.500% 7/01/22 $1 PV ON 01/04/2021 01/04/2021 01/04/2021 31846V203 SOLD UNITS OF FIRST AM GOVT OB FD CL Y 01/04/2021 31846V203 INTEREST EARNED ON FIRST AM GOVT OB FD CL Y UNIT ON 0.0000 SH 01/04/2021 419792YL4 INTEREST EARNED ON HAWAII ST SER FX 2.770% 1/01/22 $1 PV ON 01/04/2021 12/30/2020 01/04/2021 54438CYJ5 SOLD PAR VALUE OF LOS ANGELES CA 0.673% 8/01/24 /PERSHING -170,000.00 1.01 01/04/2021 01/04/2021 54438CYJ5 RECEIVED ACCRUED INTEREST ON SALE OF LOS ANGELES CA 0.6 0.00 01/04/2021 57582RF76 INTEREST EARNED ON MASSACHUSETTS ST 0.386% 7/01/22 $1 PV C 01/04/2021 842475P58 INTEREST EARNED ON SOUTHERN CALIF CA 0.527% 7/01/23 $1 PV 0 01/04/2021 01/04/2021 01/04/2021 90331HPA5 FULL CALL PAR VALUE OF US BANK NA MTN 3.000% 2/04/21 /CALLS -270,000.00 1.00 01/04/2021 90331HPA5 INTEREST EARNED ON US BANK NA MTN 3.000% 2/04/21 $1 PV ON 01/04/2021 12/31/2020 01/04/2021 91282CAX9 PURCHASED PAR VALUE OF U S TREASURY NT 0.125% 11/30/22 /J.P 280,000.00 1.00 01/04/2021 01/04/2021 91282CAX9 PAID ACCRUED INTEREST ON PURCHASE OF U S TREASURY NT 0.1 01/04/2021 12/30/2020 01/04/2021 91282CBA8 PURCHASED PAR VALUE OF U S TREASURY NT 0.125% 12/15/23 /CIl 175,000.00 1.00 01/04/2021 01/04/2021 91282CBA8 PAID ACCRUED INTEREST ON PURCHASE OF U S TREASURY NT 0.1 01/05/2021 01/05/2021 01/05/2021 31846V203 PURCHASED UNITS OF FIRST AM GOVT OB FD CL Y 1.39 1.00 01/08/2021 01/07/2021 01/08/2021 3135G0W33 SOLD PAR VALUE OF FN MA 1.375% 9/06/22 /DEUTSCHE BANK -90,000.00 1.02 01/08/2021 01/08/2021 3135G0W33 RECEIVED ACCRUED INTEREST ON SALE OF FN MA 1.375% 9, 0.00 01/08/2021 01/08/2021 01/08/2021 31846V203 PURCHASED UNITS OF FIRST AM GOVT OB FD CL Y 01/08/2021 01/07/2021 01/08/2021 91282CBD2 PURCHASED PAR VALUE OF U S TREASURY NT 0.125% 12/31/22 /BO 90,000.00 1.00 (89,972.18) 89,972.18 01/08/2021 01/08/2021 91282CBD2 PAID ACCRUED INTEREST ON PURCHASE OF U S TREASURY NT 0.1 01/11/2021 3135G05G4 INTEREST EARNED ON FN MA 0.250% 7/10/23 $1 PV ON 51000( 0.00 01/11/2021 01/11/2021 01/11/2021 31846V203 PURCHASED UNITS OF FIRST AM GOVT OB FD CL Y 01/11/2021 90331 HPF4 INTEREST EARNED ON US BANK NA MTN 1.950% 1/09/23 $1 PV ON 01/13/2021 01/13/2021 01/13/2021 31846V203 SOLD UNITS OF FIRST AM GOVT OB FD CL Y 01/13/2021 01/12/2021 01/13/2021 91282CAK7 SOLD PAR VALUE OF U S TREASURY NT 0.125% 9/15/23 /WELLS FAF -4,620,000.00 1.00 01/13/2021 01/13/2021 91282CAK7 RECEIVED ACCRUED INTEREST ON SALE OF U S TREASURY NT 0.1', 01/13/2021 01/12/2021 01/13/2021 91282CAP6 SOLD PAR VALUE OF U S TREASURY NT 0.125% 10/15/23 /CITADEL S -4,070,000.00 1.00 01/13/2021 01/13/2021 91282CAP6 RECEIVED ACCRUED INTEREST ON SALE OF U S TREASURY NT 0.1: 01/13/2021 91282CAW1 AMORTIZED PREMIUM ON U S TREASURY NT 0.250% 11/15/23 CURR 01/13/2021 01/12/2021 01/13/2021 91282CAW1 SOLD PAR VALUE OF U S TREASURY NT 0.250% 11/15/23 /J.P. MORG -5,570,000.00 1.00 01/13/2021 01/13/2021 91282CAW1 RECEIVED ACCRUED INTEREST ON SALE OF U S TREASURY NT 0.2, 0.00 2,269.54 01/13/2021 91282CAX9 AMORTIZED PREMIUM ON U S TREASURY NT 0.125% 11/30/22 CURR 01/13/2021 01/12/2021 01/13/2021 91282CAX9 SOLD PAR VALUE OF U S TREASURY NT 0.125% 11/30/22 /RBC CAPII -8,225,000.00 1.00 01/13/2021 01/13/2021 91282CAX9 RECEIVED ACCRUED INTEREST ON SALE OF U S TREASURY NT 0.1', 0.00 - - - - 1,242.79 01/13/2021 01/12/2021 01/13/2021 91282CBA8 PURCHASED PAR VALUE OF U S TREASURY NT 0.125% 12/15/23 /WE 10,485,000.00 01/13/2021 01/13/2021 91282CBA8 PAID ACCRUED INTEREST ON PURCHASE OF U S TREASURY NT 0.1 0.00 - - - - (1,044.18) 01/13/2021 01/12/2021 01/13/2021 91282CBD2 PURCHASED PAR VALUE OF U S TREASURY NT 0.125% 12/31/22 /GC 12,380,000.00 01/13/2021 01/13/2021 91282CBD2 PAID ACCRUED INTEREST ON PURCHASE OF U S TREASURY NT 0.1 0.00 - - - - (555.73) 01/15/2021 14043MAC5 INTEREST EARNED ON CAPTIAL ONE PRIME 1.600% 11/15/24 $1 PV 01 0.00 386.67 01/15/2021 26208VAD8 INTEREST EARNED ON DRIVE AUTO 0.830% 5/15/24 $1 PV ON 62. 0.00 - - - - 62.25 01/15/2021 01/15/2021 01/15/2021 31846V203 PURCHASED UNITS OF FIRST AM GOVT OB FD CL Y 01/15/2021 01/15/2021 01/15/2021 31846V203 PURCHASED UNITS OF FIRST AM GOVT OB FD CL Y 01/15/2021 41284WAC4 INTEREST EARNED ON HARLEY DAVIDSON 2.340% 2/15/24 $1 PV OP 0.00 1,150.50 01/15/2021 01/15/2021 01/15/2021 41284WAC4 PAID DOWN PAR VALUE OF HARLEY DAVIDSON 2.340% 2/15/24 -35,194.49 - - - - 35,194.49 (35,191.77) - 2.72 01/15/2021 43815NAC8 INTEREST EARNED ON HONDA AUTO 1.780% 8/15/23 $1 PV ON 31 0.00 370.83 01/15/2021 47789JAD8 INTEREST EARNED ON JOHN DEERE OWNER 2.910% 7/17/23 $1 PV ( 0.00 - - - - 558.53 01/15/2021 01/15/2021 01/15/2021 47789JAD8 PAID DOWN PAR VALUE OF JOHN DEERE OWNER 2.910% 7/17/23 -17,072.63 17,072.63 (17,070.53) 2.10 01/15/2021 47789KAC7 INTEREST EARNED ON JOHN DEERE OWNER 1.100% 8/15/24 $1 PV ( 0.00 - - - - 394.17 01/15/2021 58769TAD7 INTEREST EARNED ON MERCEDES BENZ 1.940% 3/15/24 $1 PV ON 0.00 436.50 01/15/2021 58770FAC6 INTEREST EARNED ON MERCEDES BENZ AUTO 1.840% 12/15/22 $1 P' 0.00 - - - - 214.67 01/15/2021 80285WAD9 INTEREST EARNED ON SANTANDER DRIVE 0.00001% 7/15/24 $1 PV C 0.00 143.00 01/15/2021 89238UAD2 INTEREST EARNED ON TOYOTA AUTO 1.910% 9/15/23 $1 PV ON 3! 0.00 - - - - 397.92 01/21/2021 01/21/2021 01/21/2021 3134GWAR7 FULL CALL PAR VALUE OF F H L M C MTN 0.750% 7/21/25 /CALLS/ -500,000.00 1.00 500,000.00 (500,000.00) 01/21/2021 3134GWAR7 INTEREST EARNED ON F H L M C MTN 0.750% 7/21/25 $1 PV ON 501 0.00 - - - - 1,875.00 01/21/2021 01/20/2021 01/21/2021 3135G05G4 SOLD PAR VALUE OF FN MA 0.250% 7/10/23 /MORGAN STANLE -510,000.00 1.00 510,953.70 (508,903.50) 2,050.20 01/21/2021 01/21/2021 3135G05G4 RECEIVED ACCRUED INTEREST ON SALE OF FN MA 0.250% 7, 0.00 - - - - 38.96 01/21/2021 01/21/2021 01/21/2021 31846V203 PURCHASED UNITS OF FIRST AM GOVT OB FD CL Y 01/21/2021 01/20/2021 01/21/2021 91282CBD2 PURCHASED PAR VALUE OF U S TREASURY NT 0.125% 12/31/22 /MC 510,000.00 1.00 - - - (509,940.23) 509,940.23 01/21/2021 01/22/2021 01/21/2021 01/22/2021 3130AGW K7 SOLD PAR VALUE OF F H LB DEB 1.500% 8/15/24 /J.P. MORGAN S 01/22/2021 01/22/2021 3130AGWK7 RECEIVED ACCRUED INTEREST ON SALE OF F H LB DEB 1.500% 0.00 981.25 01/22/2021 01/21/2021 01/22/2021 3137EAEW5 SOLD PAR VALUE OF F H L M C 0.250% 9/08/23 /BNY MELLON CA -380,000.00 1.00 - - - 380,718.20 (379,874.60) 843.60 01/22/2021 01/22/2021 3137EAEW5 RECEIVED ACCRUED INTEREST ON SALE OF F H L M C 0.250% £ 0.00 364.17 01/22/2021 01/22/2021 01/22/2021 31846V203 SOLD UNITS OF FIRST AM GOVT OB FD CL Y 01/22/2021 01/21/2021 01/22/2021 91282CBD2 PURCHASED PAR VALUE OF U S TREASURY NT 0.125% 12/31/22 /Cll 585,000.00 1.00 (585,022.85) 585,022.85 01/22/2021 01/22/2021 91282CBD2 PAID ACCRUED INTEREST ON PURCHASE OF U S TREASURY NT 0.1 0.00 - - - - (44.44) 01/22/2021 01/21/2021 01/22/2021 91282CBE0 PURCHASED PAR VALUE OF U S TREASURY NT 0.125% 1/15/24 /J.P. 150,000.00 1.00 (149,707.03) 149,707.03 01/22/2021 01/22/2021 91282CBE0 PAID ACCRUED INTEREST ON PURCHASE OF U S TREASURY NT 0.1 0.00 - - - - (3.63) 01/22/2021 01/21/2021 01/22/2021 91282CBE0 PURCHASED PAR VALUE OF U S TREASURY NT 0.125% 1/15/24 /BM 380,000.00 1.00 (379,272.66) 379,272.66 01/22/2021 01/22/2021 91282CBE0 PAID ACCRUED INTEREST ON PURCHASE OF U S TREASURY NT 0.1 0.00 - - - - (9.19) 01/25/2021 05588CAC6 INTEREST EARNED ON BMW VEHICLE OWNER 1.920% 1/25/24 $1 PV 0.00 528.00 01/25/2021 06050TMJ8 INTEREST EARNED ON BANK OF AMERICA MTN 3.335% 1/25/23 $1 PV 0.00 - - - - 8,574.66 01/25/2021 17325FAQ1 INTEREST EARNED ON CITIBANK NA 3.400% 7/23/21 $1 PV ON 25C 0.00 4,250.00 01/25/2021 17325FAQ1 AMORTIZED PREMIUM ON CITIBANK NA 3.400% 7/23/21 CURREN1 0.00 - - - - - (155.38) Name: RIVERSIDE COUNTY TRANS COMM CUSP Description Payden & Rygel Operating Portfolio Transaction Report Quarter ended March 31, 2021 .dMIL Units .dMIL Price ATTACHMENT 16 Miscellaneous Commissions SEC Fees Fees Federal Tax Cost Short Term Long Term Net Cash Amount Amount Gain/Loss Amount Gain/Loss Amount 0.00 4,674.22 1.00 0.00 0.00 1,666.67 4,674.22 (4,674.22) 1.39 - 2,631.50 171,421.20 (170,000.00 1,421.20 171.62 387.29 525.39 0.00 0.00 270,000.00 (269,781.30 218.70 0.00 3,375.00 0.00 (280,032.81) 280,032.81 (33.65) (174,774.41) 174,774.41 0.00 (12.02) (1.39) 1.39 91,849.50 (89,686.80) - 2,162.70 419.38 2,294.21 1.00 - - - (2,294.21) 2,294.21 0.00 (249) 637.50 6,000.00 1.00 - - - (6,000.00) 6,000.00 0.00 5,362.50 -354,210.44 1.00 - - - 354,210.44 (354,210.44) 4,611,517.97 (4,615,910.05) (4,392.08) 0.00 0.00 0.00 1,914.36 4,061,096.88 (4,061,573.83) (476.95) 1,257.90 (123.58) 5,576,744.92 (5,580,596.37) (3,851.45) 0.00 (18.59) 8,222,429.69 (8,225,849.67) (3,419.98) 1.00 (10,455,920.51) 10,455,920.51 1.00 (12,375,164.07) 12,375,164.07 21,187.67 1.00 35,194.49 1.00 (21,187.67) 21,187.67 (35,194.49) 35,194.49 502,890.45 1.00 (502,890.45) 502,890.45 01/21/2021 91282CBD2 PAID ACCRUED INTEREST ON PURCHASE OF U S TREASURY NT 0.1 0.00 (36.98) -150,000.00 1.04 156,670.50 (149,647.50) - 7,023.00 -575,325.68 1.00 - - - 575,325.68 (575,325.68) 01/25/2021 3136AKQM8 INTEREST EARNED ON FN MA GTD REMIC 3.056% 6/25/24 $1 PV ON 0.00 1,040.43 01/25/2021 3136AKQM8 AMORTIZED PREMIUM ON FNMA GTD REMIC 3.056% 6/25/24 CURRI 0.00.E A - - - - (503.36) - -720.92439- - 720.92 (767.07) (46.15) 01/25/2021 01/25/2021 01/25/2021 3136AKQM8 PAID DOWN PAR VALUE OF FN MA GTD REMIC 3.056% 6/25/24 Page 37 of 41 111 RIVERSIDE COUNTY TRANSPORTATION COMMISSION Account Number: 001050990415 Transaction Settlement Date Trade Date Date Name: RIVERSIDE COUNTY TRANS COMM CUSIP Description Units Miscellaneous Price Commissions SEC Fees Fees Net Cash Amount Federal Tax Cost Amount Short Term Gain/Loss Amount Long Term Gain/Loss Amount 01/25/2021 01/25/2021 01/25/2021 3136B1XP4 INTEREST EARNED ON F N M A GTD REMIC 3.560% 9/25/21 $1 PV ON 0.00 - - - - 237.41 - - - 3136B1XP4 AMORTIZED PREMIUM ON F N M A GTD REMIC 3.560% 9/25/21 CURRI 0.00 - - - - - (30.71) - - 01/25/2021 01/25/2021 3136B1XP4 PAID DOWN PAR VALUE OF F N M A GTD REMIC 3.560% 9/25/21 -48,664.23 - - - - 48,664.23 48,853.30) - (189.07) 01/25/2021 01/25/2021 3137ATRW4 INTEREST EARNED ON F H L M C MULTICLASS 2.373% 5/25/22 $1 PV 01 0.00 3137ATRW4 AMORTIZED PREMIUM ON F H L M C MULTICLASS 2.373% 5/25/22 CURI 0.00 - - - - 375.73 - - - - - - - - (24.38) - - 01/25/2021 3137B1U75 INTEREST EARNED ON F H L M C MLTCL MTG 2.522% 1/25/23 $1 PV OP 0.00 - - - - 299.39 - - - 01/25/2021 3137B1U75 AMORTIZED PREMIUM ON F H L M C MLTCL MTG 2.522% 1/25/23 CURF 0.00 - - - - - (12.97) - - 01/25/2021 01/25/2021 01/25/2021 3137B1U75 PAID DOWN PAR VALUE OF F H L M C MLTCL MTG 2.522% 1/25/23 -421.98 - - - - 421.98 (423.15) - (1.17) 01/25/2021 3137B36J2 INTEREST EARNED ON F H L M C MLTCL MT 3.320% 2/25/23 $1 PV ON 0.00 - - - - 1,326.51 - - - 01/25/2021 3137B36J2 AMORTIZED PREMIUM ON F H L M C MLTCL MT 3.320% 2/25/23 CURRI 0.00 - - - - - (405.36) - - 01/25/2021 3137B4WB8 INTEREST EARNED ON F H L M C MLTCL MTG 3.060% 7/25/23 $1 PV OP 0.00 - - - - 1,249.50 - - - 01/25/2021 3137B4WB8 AMORTIZED PREMIUM ON F H L M C MLTCL MTG 3.060% 7/25/23 CURF 0.00 - - - - - (470.13) - - 01/25/2021 01/25/2021 01/25/2021 31846V203 PURCHASED UNITS OF FIRST AM GOVT OB FD CL Y 66,362.25 1.00 - - - (66,362.25) 66,362.25 - - 01/25/2021 01/25/2021 01/25/2021 31846V203 PURCHASED UNITS OF FIRST AM GOVT OB FD CL Y 1,326.51 1.00 - - - (1,326.51) 1,326.51 - - 01/26/2021 TRUST FEES COLLECTED CHARGED FOR PERIOD 12/01/2020 THRU 1, 0.00 - - - - (579.72) - - - 01/26/2021 01/26/2021 01/26/2021 31846V203 SOLD UNITS OF FIRST AM GOVT OB FD CL Y -579.72 1.00 - - - 579.72 (579.72) - - 01/27/2021 06406RAM9 INTEREST EARNED ON BANK OF NY MTN 1.850% 1/27/23 $1 PV ON : 0.00 - - - - 2,775.00 - - - 01/27/2021 01/26/2021 01/27/2021 3137EAEQ8 SOLD PAR VALUE OF F H L M C 0.375% 4/20/23 /MORGAN STANL -560,000.00 1.01 - - - 562,805.60 (558,600.00) 4,205.60 - 01/27/2021 01/27/2021 3137EAEQ8 RECEIVED ACCRUED INTEREST ON SALE OF F H L M C 0.375% , 0.00 - - - - 565.83 - - - 01/27/2021 01/27/2021 01/27/2021 31846V203 PURCHASED UNITS OF FIRST AM GOVT OB FD CL Y 566,146.43 1.00 - - - (566,146.43) 566,146.43 - - 02/01/2021 212204JC6 INTEREST EARNED ON CONTRA COSTA CA 1.652% 8/01/22 $1 PV 01 0.00 - - - - 2,478.00 - - - 02/01/2021 02/01/2021 02/01/2021 31846V203 SOLD UNITS OF FIRST AM GOVT OB FD CL Y -528,447.42 1.00 - - - 528,447.42 (528,447.42) - - 02/01/2021 31846V203 INTEREST EARNED ON FIRST AM GOVT OB FD CL Y UNIT ON 0.0000 SH 0.00 - - - - 2.22 - - - 02/01/2021 3582326S0 INTEREST EARNED ON FRESNO CALIF UNI CA 0.719% 8/01/24 $1 PV 0 0.00 - - - - 362.50 - - - 02/01/2021 365298Y28 INTEREST EARNED ON GARDEN GROVE CA 1.875% 8/01/21 $1 PV 0 0.00 - - - - 2,812.50 - - - 02/01/2021 544290JC4 INTEREST EARNED ON LOS ALTOS CA SCH 2.143% 8/01/23 $1 PV ON 0.00 - - - - 4,178.85 - - - 02/01/2021 796720ME7 INTEREST EARNED ON SAN BERNARDINO CA 1.883% 8/01/22 $1 PV C 0.00 - - - - 4,095.53 - - - 02/01/2021 796720NP1 INTEREST EARNED ON SAN BERNARDINO CA 0.729% 8/01/23 $1 PV C 0.00 - - - - 546.75 - - - 02/01/2021 79730CJG0 INTEREST EARNED ON SAN DEIGO CA PUB 1.327% 8/01/23 $1 PV ON 0.00 - - - - 530.80 - - - 02/01/2021 79770GGP5 INTEREST EARNED ON SAN FRANCISCO CA 2.375% 8/01/22 $1 PV 01 0.00 - - - - 4,750.00 - - - 02/01/2021 79770GGP5 AMORTIZED PREMIUM ON SAN FRANCISCO CA 2.375% 8/01/22 CURI 0.00 - - - - - (221.47) - - 02/01/2021 835569GP3 INTEREST EARNED ON SONOMA CNTY CA 1.969% 8/01/22 $1 PV ON 0.00 - - - - 4,134.90 - - - 02/01/2021 911759MU9 INTEREST EARNED ON U S DEPT HSG & URB 2.570% 8/01/21 $1 PV 01 0.00 - - - - 1,285.00 - - - 02/01/2021 91282CBA8 FED BASIS OF U S TREASURY NT 0.125% 12/15/23 ADJUSTED BY -21 0.00 - - - - - (214.12) - - 02/01/2021 91282CBA8 FED BASIS OF U S TREASURY NT 0.125% 12/15/23 ADJUSTED BY -22 0.00 - - - - - (221.43) - - 02/01/2021 91282CBA8 FED BASIS OF U S TREASURY NT 0.125% 12/15/23 ADJUSTED BY -27 0.00 - - - - - (27.34) - - 02/01/2021 91282CBA8 FED BASIS OF U S TREASURY NT 0.125% 12/15/23 ADJUSTED BY 214 0.00 - - - - - 214.12 - - 02/01/2021 91282CBA8 FED BASIS OF U S TREASURY NT 0.125% 12/15/23 ADJUSTED BY 221 0.00 - - - - - 221.43 - - 02/01/2021 91282CBA8 FED BASIS OF U S TREASURY NT 0.125% 12/15/23 ADJUSTED BY 27.: 0.00 - - - - - 27.34 - - 02/01/2021 01/29/2021 02/01/2021 91282CBA8 SOLD PAR VALUE OF U S TREASURY NT 0.125% 12/15/23 /CITADEL S -5,580,000.00 1.00 - - - 5,571,935.16 (5,567,718.36) 4,216.80 - 02/01/2021 02/01/2021 91282CBA8 RECEIVED ACCRUED INTEREST ON SALE OF U S TREASURY NT 0.1, 0.00 - - - - 919.78 - - - 02/01/2021 91282CBD2 AMORTIZED PREMIUM ON U S TREASURY NT 0.125% 12/31/22 CURR 0.00 - - - - - (0.33) - - 02/01/2021 01/29/2021 02/01/2021 91282CBD2 SOLD PAR VALUE OF U S TREASURY NT 0.125% 12/31/22 BMO CAM' -2,900,700.00 1.00 - - - 2,901,459.11 (2,899,574.25) 1,884.86 - 02/01/2021 02/01/2021 91282CBD2 RECEIVED ACCRUED INTEREST ON SALE OF U S TREASURY NT 0.1: 0.00 - - 320.52 - - - 02/01/2021 01/29/2021 02/01/2021 91282CBD2 SOLD PAR VALUE OF U S TREASURY NT 0.125% 12/31/22 /BOFA SEC -2,900,700.00 - - 1.00 - 2,901,404.90 2,899,566.92) 1,837.98 - 02/01/2021 T 02/01/2021 91282CBD2 RECEIVED ACCRUED INTEREST ON SALE OF U S TREASURY NT 0.1 0.00 - 320.52 - - - 02/01/2021 01/29/2021 02/01/2021 91282CBD2 SOLD PAR VALUE OF U S TREASURY NT 0.125% 12/31/22 /NOMURA: -1,453,600.00 - - 1.00 - 1,453,980.41 (1,453,032.19) 948.22 - 02/01/2021 m 02/01/2021 91282CBD2 RECEIVED ACCRUED INTEREST ON SALE OF U S TREASURY NT 0.1 0.00 - - - 160.62 - - - 02/01/2021 01/29/2021 02/01/2021 91282CBE0 PURCHASED PAR VALUE OF U S TREASURY NT 0.125% 1/15/24 /CIT 7,255,000.00 1.00 - - - (7,243,097.27) 7,243,097.27 - - 02/01/2021 02/01/2021 91282CBE0 PAID ACCRUED INTEREST ON PURCHASE OF U S TREASURY NT 0.1 0.00 - - (425.88) - - - 02/01/2021 01/26/2021 02/01/2021 91282CBG5 PURCHASED PAR VALUE OF U S TREASURY NT 0.125% 1/31/23 /MO 560,000.00 - - 1.00 - 560,000.00) 560,000.00 - - 02/01/2021 m 02/01/2021 91282CBG5 PAID ACCRUED INTEREST ON PURCHASE OF U S TREASURY NT 0.1 0.00 - (1.93) I - - - 02/01/2021 01/29/2021 02/01/2021 91282CBG5 PURCHASED PAR VALUE OF U S TREASURY NT 0.125% 1/31/23 /BMI 2,156,800.00 - - 1.00 - 2,157,389.76) 2,157,389.76 - - 02/01/2021 02/01/2021 91282CBG5 PAID ACCRUED INTEREST ON PURCHASE OF U S TREASURY NT 0.1 0.00 - (7.45) - - - 02/01/2021 01/29/2021 02/01/2021 91282CBG5 PURCHASED PAR VALUE OF U S TREASURY NT 0.125% 1/31/23 /BOI 2,156,800.00 - - 1.00 - 2,157,347.63) 2,157,347.63 - - 02/01/2021 02/01/2021 91282CBG5 PAID ACCRUED INTEREST ON PURCHASE OF U S TREASURY NT 0.1 0.00 - - (7.45) - - - 02/01/2021 01/29/2021 02/01/2021 91282CBG5 PURCHASED PAR VALUE OF U S TREASURY NT 0.125% 1/31/23 /NOI 1,080,600.00 - - 1.00 - 1,080,895.48) 1,080,895.48 - - 02/01/2021 02/01/2021 91282CBG5 PAID ACCRUED INTEREST ON PURCHASE OF U S TREASURY NT 0.1 0.00 - - (3.73) - - - 02/01/2021 01/29/2021 02/01/2021 91282CBG5 PURCHASED PAR VALUE OF U S TREASURY NT 0.125% 1/31/23 /NAl 185,800.00 1.00 - - - (185,850.80) 185,850.80 - - 02/01/2021 02/01/2021 91282CBG5 PAID ACCRUED INTEREST ON PURCHASE OF U S TREASURY NT 0.1 0.00 - - - - (0.64) - - - 02/01/2021 916544ER6 INTEREST EARNED ON UPPER SANTA CLARA CA 0.525% 8/01/22 $1 PV 0.00 - - - - 904.75 - - - 02/02/2021 02/02/2021 02/02/2021 31846V203 PURCHASED UNITS OF FIRST AM GOVT OB FD CL Y 2.22 1.00 - - - (2.22) 2.22 - - 02/03/2021 02/02/2021 02/03/2021 3137EAES4 SOLD PAR VALUE OF F H L M C MTN 0.250% 6/26/23 /BNY MELLON -540,000.00 1.00 - - - 541,290.60 (538,423.20) 2,867.40 - 02/03/2021 02/03/2021 3137EAES4 RECEIVED ACCRUED INTEREST ON SALE OF F H L M C MTN 0.250° 0.00 - - - - 138.75 - - - 02/03/2021 02/03/2021 02/03/2021 31846V203 PURCHASED UNITS OF FIRST AM GOVT OB FD CL Y 1,318.29 1.00 - - - (1,318.29) 1,318.29 - - 02/03/2021 02/02/2021 02/03/2021 91282CBG5 PURCHASED PAR VALUE OF U S TREASURY NT 0.125% 1/31/23 /BM 540,000.00 1.00 - - - (540,105.47) 540,105.47 - - 02/03/2021 02/03/2021 91282CBG5 PAID ACCRUED INTEREST ON PURCHASE OF U S TREASURY NT 0.1 0.00 - - - - (5.59) - - - 02/08/2021 06050TMJ8 INTEREST EARNED ON BANK OF AMERICA MTN 3.335% 1/25/23 $1 PV ' 0.00 - - - - (8,574.66) - - - 02/08/2021 06050TMJ8 INTEREST EARNED ON BANK OF AMERICA MTN 3.335% 1/25/23 $1 PV 0.00 - - - - 8,671.00 - - - 02/08/2021 02/08/2021 02/08/2021 31846V203 PURCHASED UNITS OF FIRST AM GOVT OB FD CL Y 96.34 1.00 - - - (96.34) 96.34 - - 02/11/2021 166756AJ5 INTEREST EARNED ON CHEVRON USA INC 0.426% 8/11/23 $1 PV ON 0.00 - - - - 243.59 - - - 02/11/2021 02/11/2021 02/11/2021 31846V203 PURCHASED UNITS OF FIRST AM GOVT OB FD CL Y 243.59 1.00 - - - (243.59) 243.59 - - 02/16/2021 14043MAC5 INTEREST EARNED ON CAPTIAL ONE PRIME 1.600% 11/15/24 $1 PV 01 0.00 - - - - 386.67 - - - 02/16/2021 26208VAD8 INTEREST EARNED ON DRIVE AUTO 0.830% 5/15/24 $1 PV ON 62. 0.00 - - - - 62.25 - - - 02/16/2021 30231GBB7 INTEREST EARNED ON EXXON MOBIL 1.902% 8/16/22 $1 PV ON 3C 0.00 - - - - 2,853.00 - - - 02/16/2021 02/12/2021 02/16/2021 3130AKX04 PURCHASED PAR VALUE OF F H L B DEB 0.600% 2/12/2026 /CITIGR 560,000.00., 1.00 - - - (559,608.00) 559,608.00 - - 02/16/2021 02/16/2021 3130AKXQ4 PAID ACCRUED INTEREST ON PURCHASE OF F H L B DEB 0.600% 0.002 35 - - - - (37.33) - - - Payden & Rygel Operating Portfolio Transaction Report Quarter ended March 31, 2021 Page 38 of 41 111 RIVERSIDE COUNTY TRANSPORTATION COMMISSION Account Number: 001050990415 Transaction Settlement Date Trade Date Date 02/16/2021 02/12/2021 02/16/2021 Name: RIVERSIDE COUNTY TRANS COMM CUSIP Description 3135G04Q3 SOLD PAR VALUE OF F N M A 0.250% 5/22/23 /MORGAN STANLE Units -590,000.00 0.00 Miscellaneous Price Commissions SEC Fees Fees Net Cash Amount 591,516.30 344.17 Federal Tax Cost Amount (588,224.10) Short Term Gain/Loss Amount 3,292.20 Long Term Gain/Loss Amount 1.00 - - - - 02/16/2021 02/16/2021 3135G04Q3 RECEIVED ACCRUED INTEREST ON SALE OF F N M A 0.250% 5, - - - - - - - 02/16/2021 02/16/2021 02/16/2021 31846V203 PURCHASED UNITS OF FIRST AM GOVT OB FD CL Y 74,663.95 1.00 - - - (74,663.95) 74,663.95 - - 02/16/2021 41284WAC4 INTEREST EARNED ON HARLEY DAVIDSON 2.340% 2/15/24 $1 PV OF 0.00 - - - - 1,081.87 - - - 02/16/2021 02/15/2021 02/16/2021 41284WAC4 PAID DOWN PAR VALUE OF HARLEY DAVIDSON 2.340% 2/15/24 -39,692.72 4.63 - - - 39,692.72 (39,689.65) - 3.07 02/16/2021 43815NAC8 INTEREST EARNED ON HONDA AUTO 1.780% 8/15/23 $1 PV ON 3, 0.00 - - - - 370.83 - - - 02/16/2021 47789JAD8 INTEREST EARNED ON JOHN DEERE OWNER 2.910% 7/17/23 $1 PV ( 0.00 - - - - 517.12 - - - 02/16/2021 02/15/2021 02/16/2021 47789JAD8 PAID DOWN PAR VALUE OF JOHN DEERE OWNER 2.910% 7/17/23 -25,003.91 7.36 - - - 25,003.91 (25,000.84) - 3.07 02/16/2021 47789KAC7 INTEREST EARNED ON JOHN DEERE OWNER 1.100% 8/15/24 $1 PV 1 0.00 - - - - 394.17 - - - 02/16/2021 58769TAD7 INTEREST EARNED ON MERCEDES BENZ 1.940% 3/15/24 $1 PV ON 0.00 - - - - 436.50 - - - 02/16/2021 58770FAC6 INTEREST EARNED ON MERCEDES BENZ AUTO 1.840% 12/15/22 $1 Pt 0.00 - - - - 214.67 - - - 02/16/2021 76913CAX7 INTEREST EARNED ON RIVERSIDE CNTY CA 2.363% 2/15/23 $1 PV OE 0.00 - - - - 2,008.55 - - - 02/16/2021 02/11/2021 02/16/2021 79730CJG0 SOLD PAR VALUE OF SAN DEIGO CA PUB 1.327% 8/01/23 /WELLS FA -80,000.00 - - - 81,952.80 (80,000.00) 1,952.80 - 02/16/2021 02/16/2021 79730CJG0 RECEIVED ACCRUED INTEREST ON SALE OF SAN DEIGO CA PUB 1 0.00 - - - 44.23 - - - 02/16/2021 02/16/2021 80285WAD9 INTEREST EARNED ON SANTANDER DRIVE 0.00001% 7/15/24 $1 PV C 89238UAD2 INTEREST EARNED ON TOYOTA AUTO 1.910% 9/15/23 $1 PV ON 3! 0.00 0.00 - - - - - 143.00 397.92 - - - - - - 02/16/2021 91282CBD2 AMORTIZED PREMIUM ON U S TREASURY NT 0.125% 12/31/22 CURR 0.00 - - - (0.49) - - 02/16/2021 02/12/2021 02/16/2021 91282CBD2 SOLD PAR VALUE OF U S TREASURY NT 0.125% 12/31/22 /CITIGROUI -560,000.00 1.00 - 560,153.13 (559,781.25) 371.88 - 02/16/2021 02/16/2021 02/16/2021 91282CBD2 RECEIVED ACCRUED INTEREST ON SALE OF U S TREASURY NT 0.1. 91282CBG5 PURCHASED PAR VALUE OF U S TREASURY NT 0.125% 1/31/23 /MO 0.00 - - 1.00 - - 90.88 I - - - - 02/16/2021 02/12/2021 590,000.00 (590,184.38) 590,184.38 - 02/16/2021 02/16/2021 02/16/2021 91282CBG5 PAID ACCRUED INTEREST ON PURCHASE OF U S TREASURY NT 0.1 91282CBG5 PURCHASED PAR VALUE OF U S TREASURY NT 0.125% 1/31/23 /BOI 0.00 - - (32.60) - - - 02/16/2021 02/11/2021 315,000.00 1.00 - - (315,098.44) 315,098.44 - - 02/16/2021 02/16/2021 02/16/2021 91282CBG5 PAID ACCRUED INTEREST ON PURCHASE OF U S TREASURY NT 0.1 0.00 - - 1.01 (17.40) 231,612.30 - - - 02/16/2021 02/11/2021 91412HFK4 SOLD PAR VALUE OF UNIVERSITY CALIF CA 0.628%5/15/23/PERSHIN: -230,000.00 230,000.00) 1,612.30 - 02/16/2021 02/16/2021 91412HFK4 RECEIVED ACCRUED INTEREST ON SALE OF UNIVERSITY CALIF CA 0. 0.00 - 365.11 - - - 02/17/2021 02/17/2021 02/17/2021 31846V203 PURCHASED UNITS OF FIRST AM GOVT OB FD CL Y 253,909.72 1.00 253,909.72) 253,909.72 - - 02/17/2021 r - 56052AE77 AMORTIZED PREMIUM ON MAINE ST 1.250% 6/01/22 CURRENT` 0.00 - - - (159.97) (251,621.84) - - 02/17/2021 02/12/2021 02/17/2021 56052AE77 SOLD PAR VALUE OF MAINE ST 1.250% 6/01/22 /OPPENHEIMER -250,000.00 1.01 - 253,250.00 1,628.16 - 02/17/2021 + 02/17/2021 56052AE77 RECEIVED ACCRUED INTEREST ON SALE OF MAINE ST 1.250% 0.00 - - 1.02 - - - 659.72 - - - 02/17/2021 02/11/2021 02/16/2021 79730CJG0 SOLD PAR VALUE OF SAN DEIGO CA PUB 1.327% 8/01/23 /WELLS FA -80,000.00 81,952.80 (80,000.00) 1,952.80 - 02/17/2021 02/16/2021 79730CJG0 RECEIVED ACCRUED INTEREST ON SALE OF SAN DEIGO CA PUB 1 0.00 - r - - - 44.23 - - - 02/17/2021 02/16/2021 79730CJG0 RECEIVED ACCRUED INTEREST ON SALE OF SAN DEIGO CA PUB 1 0.00 - - - - (44.23) - - - 02/17/2021 02/11/2021 02/16/2021 79730CJG0 SOLD -REV PAR VALUE OF SAN DEIGO CA PUB 1.327% 8/01/23 /WE 80,000.00 1.02 - - - (81,952.80) 80,000.00 (1,952.80) - 02/22/2021 TRUST FEES COLLECTED CHARGED FOR PERIOD 01/01/2021 THRU 0' 0.00 - - - - (579.87) - - - 02/22/2021 02/22/2021 02/22/2021 31846V203 SOLD UNITS OF FIRST AM GOVT OB FD CL Y -579.87 1.00 - - - 579.87 (579.87) - - 02/23/2021 06406RAK3 INTEREST EARNED ON BANK OF NY MTN 1.950% 8/23/22 $1 PV ON 0.00 - - - - 975.00 - - - 02/23/2021 02/23/2021 02/23/2021 31846V203 PURCHASED UNITS OF FIRST AM GOVT OB FD CL Y 975.00 1.00 - - - (975.00) 975.00 - - 02/24/2021 3137EAEV7 INTEREST EARNED ON F H L M C MTN 0.250% 8/24/23 $1 PV ON 521 0.00 - - - - 660.83 - - - 02/24/2021 02/24/2021 02/24/2021 31846V203 PURCHASED UNITS OF FIRST AM GOVT OB FD CL Y 660.83 1.00 - - - (660.83) 660.83 - - 02/25/2021 05588CAC6 INTEREST EARNED ON BMW VEHICLE OWNER 1.920% 1/25/24 $1 PV 0.00 - - - - 528.00 - - - 02/25/2021 3136AKQM8 INTEREST EARNED ON F N M A GTD REMIC 3.056% 6/25/24 $1 PV ON 0.00 - - - - 1,038.59 - - - 02/25/2021 3136AKQM8 AMORTIZED PREMIUM ON F N M A GTD REMIC 3.056% 6/25/24 CURRI 0.00 - - - - - (649.03) - - 02/25/2021 02/25/2021 02/25/2021 3136AKQM8 PAID DOWN PAR VALUE OF F N M A GTD REMIC 3.056% 6/25/24 -723.76 - - - - 723.76 (768.94) (45.18) - 02/25/2021 3136B1XP4 INTEREST EARNED ON F N M A GTD REMIC 3.560% 9/25/21 $1 PV ON 0.00 - - - - 93.04 - - - 02/25/2021 3136B1XP4 AMORTIZED PREMIUM ON F N M A GTD REMIC 3.560% 9/25/21 CURRI 0.00 - - - - - (15.54) - - 02/25/2021 02/25/2021 02/25/2021 3136B1XP4 PAID DOWN PAR VALUE OF F N M A GTD REMIC 3.560% 9/25/21 -1,131.11 - - - - 1,131.11 (1,134.94) - (3.83) 02/25/2021 3137ATRW4 INTEREST EARNED ON F H L M C MULTICLASS 2.373% 5/25/22 $1 PV 01 0.00 - - - - 375.73 - - - 02/25/2021 3137ATRW4 AMORTIZED PREMIUM ON F H L M C MULTICLASS 2.373% 5/25/22 CURI 0.00 - - - - - (31.50) - - 02/25/2021 3137B1U75 INTEREST EARNED ON F H L M C MLTCL MTG 2.522% 1/25/23 $1 PV OP 0.00 - - - - 298.50 - - - 02/25/2021 3137B1U75 AMORTIZED PREMIUM ON F H L M C MLTCL MTG 2.522% 1/25/23 CURF 0.00 - - - - - (16.70) - - 02/25/2021 02/25/2021 02/25/2021 3137B1U75 PAID DOWN PAR VALUE OF F H L M C MLTCL MTG 2.522% 1/25/23 -423.54 - - - - 423.54 (424.66) - (1.12) 02/25/2021 3137B36J2 INTEREST EARNED ON F H L M C MLTCL MT 3.320% 2/25/23 $1 PV ON 0.00 - - - - 1,326.51 - - - 02/25/2021 3137B36J2 AMORTIZED PREMIUM ON F H L M C MLTCL MT 3.320% 2/25/23 CURRI 0.00 - - - - - (523.59) - - 02/25/2021 3137B4WB8 INTEREST EARNED ON F H L M C MLTCL MTG 3.060% 7/25/23 $1 PV OE 0.00 - - - - 1,249.50 - - - 02/25/2021 3137B4WB8 AMORTIZED PREMIUM ON F H L M C MLTCL MTG 3.060% 7/25/23 CURE 0.00 - - - - - (607.25) - - 02/25/2021 02/25/2021 02/25/2021 31846V203 PURCHASED UNITS OF FIRST AM GOVT OB FD CL Y 1,224.15 1.00 - - - (1,224.15) 1,224.15 - - 02/25/2021 02/25/2021 02/25/2021 31846V203 SOLD UNITS OF FIRST AM GOVT OB FD CL Y ■ -414,104.94 1.00 - - - 414,104.94 (414,104.94) - - 02/25/2021 02/24/2021 02/25/2021 91282CBG5 PURCHASED PAR VALUE OF U S TREASURY NT 0.125 % 1/31/23 /CIT 420,000.00 1.00 - - - (420,032.81) 420,032.81 - - 02/25/2021 02/25/2021 91282CBG5 PAID ACCRUED INTEREST ON PURCHASE OF U S TREASURY NT 0.1 0.00 - - - - (36.26) - - - 03/01/2021 13063BFS6 AMORTIZED PREMIUM ON CALIFORNIA ST BUILD 6.650% 3/01/22 CURI 0.00 - - - - - (9,874.53) - - 03/01/2021 03/01/2021 03/01/2021 13063BFS6 PARTIAL CALL PAR VALUE OF CALIFORNIA ST BUILD 6.650% 3/01/22 /( -215,000.00 1.00 - - - 215,000.00 (215,000.00) - - 03/01/2021 13063BFS6 INTEREST EARNED ON CALIFORNIA ST BUILD 6.650% 3/01/22 $1 PV 01 0.00 - - - - 14,131.25 - - - 03/01/2021 13063BFS6 AMORTIZED PREMIUM ON CALIFORNIA ST BUILD 6.650% 3/01/22 CURI 0.00 - - - - - (9,644.88) - - 03/01/2021 30231GAV4 INTEREST EARNED ON EXXON MOBIL 2.222% 3/01/21 $1 PV ON 5( 0.00 - - - - 5,555.00 - - - 03/01/2021 30231GAV4 ACCREDITED DISCOUNT ON EXXON MOBIL 2.222% 3/01/21 MARK 0.00 - - - - - 4,315.00 - - 03/01/2021 03/01/2021 03/01/2021 30231GAV4 MATURED PAR VALUE OF EXXON MOBIL 2.222% 3/01/21 500,000 F -500,000.00 1.00 - - - 500,000.00 (500,000.00) - - 03/01/2021 03/01/2021 03/01/2021 31846V203 PURCHASED UNITS OF FIRST AM GOVT OB FD CL Y 466,507.04 - - 1.00 - (466,507.04) 466,507.04 - 03/01/2021 31846V203 INTEREST EARNED ON FIRST AM GOVT OB FD CL Y UNIT ON 0.0000 SH 0.00 - - 1.60 - - - 03/01/2021 378460YB9 INTEREST EARNED ON GLENDALE CA 1.041% 9/01/22 $1 PV ON 3; 62451 FKF6 INTEREST EARNED ON MOUNTAIN VIEW CA 1.043% 9/01/22 $1 PV 01 0.00 0.00 - - - - - 1,717.65 2,042.54 - - - 03/01/2021 - - - 03/01/2021 79730WAY6 INTEREST EARNED ON SAN DIEGO CA 3.250% 9/01/22 $1 PV ON 21 79730WAY6 AMORTIZED PREMIUM ON SAN DIEGO CA 3.250% 9/01/22 CURRE6 0.00 - - - - - 4,062.50 - - - 03/01/2021 0.00 - (1,311.31) - - 03/01/2021 801096AP3 INTEREST EARNED ON SANTA ANA CA CMNTY 3.346% 9/01/21 $1 PV ( 0.00 - - - - 1.00 - - - 4,015.20 (279,989.06) m - - - 03/01/2021 02/26/2021 03/01/2021 91282CBG5 PURCHASED PAR VALUE OF U S TREASURY NT 0.125% 1/31/23 /DEL 280,000.00 279,989.06 - - 03/01/2021 03/01/2021 91282CBG5 PAID ACCRUED INTEREST ON PURCHASE OF U S TREASURY NT 0.1 0.00 - ! - - - (28.04) I - - - 03/02/2021 03/02/2021 03/02/2021 31846V203 PURCHASED UNITS OF FIRST AM GOVT OB FD CL Y 1.6 1.00 - - - (1.60) 1.60 - - 03/03/2021 166764AU4 INTEREST EARNED ON CHEVRON CORP 0.762% 3/03/22 $1 PV ON 0.036 - - - - 952.50 I - - - Payden & Rygel Operating Portfolio Transaction Report Quarter ended March 31, 2021 Page 39 of 41 111 RIVERSIDE COUNTY TRANSPORTATION COMMISSION ' ccount Number: 001050990415 Settlement Trade Date Date Name: RIVERSIDE COUNTY TRANS COMM CUSIP Description Units Miscellaneous Price Commissions SEC Fees Fees Net Cash Amount Federal Tax Cost Amount Short Term Gain/Loss Amount Long Tenn Gain/Loss Amount 03/03/2021 166764AU4 AMORTIZED PREMIUM ON CHEVRON CORP 0.762% 3/03/22 CURRI 0.00 - - - - - (216.92) - - 03/03/2021 03/03/2021 03/03/2021 31846V203 PURCHASED UNITS OF FIRST AM GOVT OB FD CL Y 952.50 1.00 - - - (952.50) 952.50 - - 03/04/2021 03/04/2021 03/04/2021 31846V203 PURCHASED UNITS OF FIRST AM GOVT OB FD CL Y 604,953.33 1.00 - - - (604,953.33) 604,953.33 - - 03/04/2021 02/25/2021 03/04/2021 5445872S6 PURCHASED PAR VALUE OF LOS ANGELES CA MUN 0.683% 11/01/247 230,000.00 1.00 - - - (230,000.00) 230,000.00 - - 03/04/2021 91282CBD2 AMORTIZED PREMIUM ON U S TREASURY NT 0.125% 12/31/22 CURR 0.00 - - - - - (0.52) - - 03/04/2021 03/03/2021 03/04/2021 91282CBD2 SOLD PAR VALUE OF U S TREASURY NT 0.125% 12/31/22 /J.P. MORG -835,000.00 1.00 - - - 834,771.68 (834,673.83) 97.85 - 03/04/2021 03/04/2021 91282CBD2 RECEIVED ACCRUED INTEREST ON SALE OF U S TREASURY NT 0.1, 0.00 - - - - 181.65 - - - 03/05/2021 03/02/2021 03/05/2021 3137B4GY6 PURCHASED PAR VALUE OF F H L M C MLTCL MT 3.30996% 5/25/23 /MI 510,000.00 1.06 - - - (542,114.06) 542,114.06 - - 03/05/2021 03/05/2021 3137B4GY6 PAID ACCRUED INTEREST ON PURCHASE OF F H L M C MLTCL MT 3.3( 0.00 - - - - (187.57) - - - 03/05/2021 03/05/2021 03/05/2021 31846V203 SOLD UNITS OF FIRST AM GOVT OB FD CL Y -542,301.63 1.00 - - - 542,301.63 (542,301.63) - - 03/09/2021 03/09/2021 03/09/2021 31846V203 PURCHASED UNITS OF FIRST AM GOVT OB FD CL Y 5,725.50 1.00 - - - (5,725.50) 5,725.50 - - 03/09/2021 94988J6A0 INTEREST EARNED ON WELLS FARGO MTN 2.082% 9/09/22 $1 PV 01 0.00 - - - - 5,725.50 - - - 03/11/2021 037833DL1 INTEREST EARNED ON APPLE INC 1.700% 9/11/22 $1 PV ON 525( 0.00 - - - - 4,462.50 - - - 03/11/2021 03/11/2021 03/11/2021 31846V203 PURCHASED UNITS OF FIRST AM GOVT OB FD CL Y 593,505.13 1.00 - - - (593,505.13) 593,505.13 - - 03/11/2021 03/09/2021 03/11/2021 46647PBB1 SOLD PAR VALUE OF JPMORGAN CHASE CO 3.207% 4/01/23 /J.P. MOI -565,000.00 1.03 - - - 580,989.50 (565,000.00) - 15,989.50 03/11/2021 03/11/2021 46647PBB1 RECEIVED ACCRUED INTEREST ON SALE OF JPMORGAN CHASE CO 0.00 - - - - 8,053.13 - - - 03/12/2021 02/26/2021 03/12/2021 3130ALJZ8 PURCHASED PAR VALUE OF F H L B DEB 0.500% 3/12/24 /NOMUR 560,000.00 1.00 - - - (560,000.00) 560,000.00 - - 03/12/2021 03/12/2021 03/12/2021 31846V203 SOLD UNITS OF FIRST AM GOVT OB FD CL Y -560,000.00 1.00 - - - 560,000.00 (560,000.00) - - 03/15/2021 06406FAA1 AMORTIZED PREMIUM ON BANK OF NY MTN 2.500% 4/15/21 CURRE 0.00 - - - - - (360.89) - - 03/15/2021 03/15/2021 03/15/2021 06406FAA1 FULL CALL PAR VALUE OF BANK OF NY MTN 2.500% 4/15/21 /CALL -450,000.00 1.00 - - - 450,000.00 (450,000.00) - - 03/15/2021 06406FAA1 INTEREST EARNED ON BANK OF NY MTN 2.500% 4/15/21 $1 PV ON . 0.00 - - - - 4,687.47 - - - 03/15/2021 084670600 INTEREST EARNED ON BERKSHIRE HATHAWAY 2.200% 3/15/21 $1 PV 0.00 - - - - 5,181.00 - - - 03/15/2021 084670600 ACCREDITED DISCOUNT ON BERKSHIRE HATHAWAY 2.200% 3/15/21 0.00 - - - - - 4,563.99 - - 03/15/2021 03/15/2021 03/15/2021 084670600 MATURED PAR VALUE OF BERKSHIRE HATHAWAY 2.200% 3/15/21 47' -471,000.00 1.00 - - - 471,000.00 (471,000.00) - - 03/15/2021 14043MAC5 INTEREST EARNED ON CAPTIAL ONE PRIME 1.600% 11/15/24 $1 PV 01 0.00 - - - - 386.67 - - - 03/15/2021 26208VAD8 INTEREST EARNED ON DRIVE AUTO 0.830% 5/15/24 $1 PV ON 62. 0.00 - - - - 62.25 - - - 03/15/2021 03/15/2021 03/15/2021 31846V203 PURCHASED UNITS OF FIRST AM GOVT OB FD CL Y 143.00 1.00 - - - (143.00) 143.00 - - 03/15/2021 03/15/2021 03/15/2021 31846V203 PURCHASED UNITS OF FIRST AM GOVT OB FD CL Y 990,566.71 1.00 - - - (990,566.71) 990,566.71 - - 03/15/2021 41284WAC4 INTEREST EARNED ON HARLEY DAVIDSON 2.340% 2/15/24 $1 PV OP 0.00 - - - - 1,004.47 - - - 03/15/2021 03/15/2021 03/15/2021 41284WAC4 PAID DOWN PAR VALUE OF HARLEY DAVIDSON 2.340% 2/15/24 -37,399.33 - - - - 37,399.33 (37,396.43) - 2.90 03/15/2021 43815NAC8 INTEREST EARNED ON HONDA AUTO 1.780% 8/15/23 $1 PV ON 31 0.00 - - - - 370.83 - - - 03/15/2021 47789JAD8 INTEREST EARNED ON JOHN DEERE OWNER 2.910% 7/17/23 $1 PV ( 0.00 - - - - 456.49 - - - 03/15/2021 03/15/2021 03/15/2021 47789JAD8 PAID DOWN PAR VALUE OF JOHN DEERE OWNER 2.910% 7/17/23 -13,399.94 - - - - 13,399.94 (13,398.29) - 1.65 03/15/2021 47789KAC7 INTEREST EARNED ON JOHN DEERE OWNER 1.100% 8/15/24 $1 PV ( 0.00 - - - - 394.17 - - - 03/15/2021 58769TAD7 INTEREST EARNED ON MERCEDES BENZ 1.940% 3/15/24 $1 PV ON 0.00 - - - - 436.50 - - - 03/15/2021 58770FAC6 INTEREST EARNED ON MERCEDES BENZ AUTO 1.840% 12/15/22 $1 PN, 0.00 - - - - 214.67 - - - 03/15/2021 693304AP2 INTEREST EARNED ON PECO ENERGY CO 2.375% 9/15/22 $1 PV ON 0.00 - - - - 1,425.00 - - - 03/15/2021 . 693304AP2 AMORTIZED PREMIUM ON PECO ENERGY CO 2.375% 9/15/22 CURF 0.00 - - - - - (94.00) - - 03/15/2021 717081EM1 INTEREST EARNED ON PFIZER INC 3.000% 9/15/21 $1 PV ON 250( 0.00 - - - - 3,750.00 - - - 03/15/2021 80285WAD9 INTEREST EARNED ON SANTANDER DRIVE 0.00001% 7/15/24 $1 PV C 0.00 - - - - 143.00 - - - 03/15/2021 89238UAD2 INTEREST EARNED ON TOYOTA AUTO 1.910% 9/15/23 $1 PV ON 3! 0.00 - - - - 397.92 - - - 03/16/2021 03/16/2021 03/16/2021 31846V203 SOLD UNITS OF FIRST AM GOVT OB FD CL Y -565,000.00 1.00 - - - 565,000.00 (565,000.00) - - 03/16/2021 03/09/2021 03/16/2021 46647PBZ8 PURCHASED PAR VALUE OF JPMORGAN CHASE CO 0.697% 3/16/24 / 565,000.00 1.00 - - - (565,000.00) 565,000.00 - - 03/24/2021 03/23/2021 03/24/2021 3137EAEY1 SOLD PAR VALUE OF F H L M C MTN 0.125% 10/16/23 /MORGAN S17 -420,000.00 1.00 - - - 418,710.60 (418,433.40) 277.20 - 03/24/2021 03/24/2021 3137EAEY1 RECEIVED ACCRUED INTEREST ON SALE OF F H L M C MTN 0.1251 0.00 - - - - 230.42 - - - 03/24/2021 03/24/2021 03/24/2021 31846V203 SOLD UNITS OF FIRST AM GOVT OB FD CL Y -395.60 1.00 - - - 395.60 (395.60) - - 03/24/2021 03/23/2021 03/24/2021 91282CBR1 PURCHASED PAR VALUE OF U S TREASURY NT 0.250% 3/15/24 /MO 420,000.00 1.00 - - - (419,310.94) 419,310.94 - - 03/24/2021 03/24/2021 91282CBR1 PAID ACCRUED INTEREST ON PURCHASE OF U S TREASURY NT 0. 0.00 - - - - (25.68) - - - 03/25/2021 TRUST FEES COLLECTED CHARGED FOR PERIOD 02/01/2021 THRU 01 0.00 - - - - (579.17) - - - 03/25/2021 • 05588CAC6 INTEREST EARNED ON BMW VEHICLE OWNER 1.920% 1/25/24 $1 PV 0.00 - - - - 528.00 - - - 03/25/2021 03/25/2021 03/25/2021 05588CAC6 PAID DOWN PAR VALUE OF BMW VEHICLE OWNER 1.920% 1/25/24 P -8,444.35 603.43 - - - 8,444.35 (8,443.22) - 1.13 03/25/2021 3136AKQM8 INTEREST EARNED ON F N M A GTD REMIC 3.056% 6/25/24 $1 PV ON 0.00 - - - - 1,036.75 - - - 03/25/2021 3136AKQM8 AMORTIZED PREMIUM ON F N M A GTD REMIC 3.056% 6/25/24 CURRI 0.00 - - - - - (585.18) - - 03/25/2021 03/25/2021 03/25/2021 3136AKQM8 PAID DOWN PAR VALUE OF F N M A GTD REMIC 3.056% 6/25/24 -874.86 - - - - 874.86 (928.22) (53.36) - 03/25/2021 3136B1XP4 INTEREST EARNED ON F N M A GTD REMIC 3.560% 9/25/21 $1 PV ON 0.00 - - - - 89.68 - - - 03/25/2021 3136B1XP4 AMORTIZED PREMIUM ON F N M A GTD REMIC 3.560% 9/25/21 CURRI 0.00 - - - - - (13.54) - - 03/25/2021 03/25/2021 03/25/2021 3136B1XP4 PAID DOWN PAR VALUE OF F N M A GTD REMIC 3.560% 9/25/21 -1,062.59 - - - - 1,062.59 (1,065.72) - (3.13) 03/25/2021 3137ATRW4 INTEREST EARNED ON F H L M C MULTICLASS 2.373% 5/25/22 $1 PV 01 0.00 - - - - 375.73 - - - 03/25/2021 3137ATRW4 AMORTIZED PREMIUM ON F H L M C MULTICLASS 2.373% 5/25/22 CURI 0.00 - - - - - (28.45) - - 03/25/2021 3137B1U75 INTEREST EARNED ON F H L M C MLTCL MTG 2.522% 1/25/23 $1 PV OP 0.00 - - - - 297.61 - - - 03/25/2021 3137B1U75 AMORTIZED PREMIUM ON F H L M C MLTCL MTG 2.522% 1/25/23 CURF 0.00 - - - - - (15.04) - - 03/25/2021 03/25/2021 03/25/2021 3137B1U75 PAID DOWN PAR VALUE OF F H L M C MLTCL MTG 2.522% 1/25/23 -11,050.19 - - - - 11,050.19 (11,078.32) - (28.13) 03/25/2021 3137B36J2 INTEREST EARNED ON F H L M C MLTCL MT 3.320% 2/25/23 $1 PV ON 0.00 - - - - 1,326.77 - - - 03/25/2021 3137B36J2 AMORTIZED PREMIUM ON F H L M C MLTCL MT 3.320% 2/25/23 CURRI 0.00 - - - - - (472.92) - - 03/25/2021 3137B4WB8 INTEREST EARNED ON F H L M C MLTCL MTG 3.060% 7/25/23 $1 PV OP 0.00 - - - - 1,249.50 - - - 03/25/2021 3137B4WB8 AMORTIZED PREMIUM ON F H L M C MLTCL MTG 3.060% 7/25/23 CURF 0.00 - - - - - (548.48) - - 03/25/2021 03/25/2021 03/25/2021 31846V203 PURCHASED UNITS OF FIRST AM GOVT OB FD CL Y 15,457.74 1.00 - - - (15,457.74) 15,457.74 - - 03/25/2021 03/25/2021 03/25/2021 31846V203 PURCHASED UNITS OF FIRST AM GOVT OB FD CL Y 10,299.12 1.00 - - - (10,299.12) 10,299.12 - - 03/29/2021 03/29/2021 03/29/2021 31846V203 PURCHASED UNITS OF FIRST AM GOVT OB FD CL Y 240.00 1.00 - - - (240.00) 240.00 - - 03/29/2021 654106AH6 INTEREST EARNED ON NIKE INC SR NT 2.400% 3/27/25 $1 PV ON 21 0.00 - - - - 240.00 - - - 03/31/2021 03/30/2021 03/31/2021 3137EAEV7 SOLD PAR VALUE OF F H L M C MTN 0.250% 8/24/23 /WELLS FARO -520,000.00 1.00 - - - 520,335.40 (519,469.60) 865.80 - 03/31/2021 03/31/2021 3137EAEV7 RECEIVED ACCRUED INTEREST ON SALE OF F H L M C MTN 0.250° 0.00 - - - - 133.61 - - - 03/31/2021 03/31/2021 03/31/2021 31846V203 SOLD UNITS OF FIRST AM GOVT OB FD CL Y -559,046.62 1.00 - - - 559,046.62 (559,046.62) - - 03/31/2021 03/30/2021 03/31/2021 91282CBU4 PURCHASED PAR VALUE OF U S TREASURY NT 0.125% 3/31/23 /WE 520,000.00 1.00 - - - (519,756.25) 519,756.25 - - 03/31/2021 03/30/2021 03/31/2021 91282CBU4 PURCHASED PAR VALUE OF U S TREASURY NT 0.125% 3/31/23 /BOI 560,000.00 - - 1.00 - 559,759.38 559,759.38 - 237 Payden & Rygel Operating Portfolio Transaction Report Quarter ended March 31, 2021 Page 40 of 41 111 RIVERSIDE COUNTY TRANSPORTATION COMMISSION (Account Number: 001050990415 Transaction Settlement Name: RIVERSIDE COUNTY TRANS COMM r'•tion Payden & Rygel Operating Portfolio Transaction Report Quarter ended March 31, 2021 Miscellaneous Federal Tax Cost Short Term Long Term Price Commissions SEC Fees Fees Net Cash Amount Amount Gain/Loss Amount Gain/Loss Amount 191,693.89 18,088.90 25,184.09 238 Page41 of41 W'r ATTACHMENT 17 Riverside County Transportation Commission SHORT DURATION FIXED INCOME APRIL 21, 2021 Table of Contents 01 MetLife Investment Management Overview 02 Market Review 03 Portfolio Review 04 Appendix MetLife Investment Management 240 1. MetLife Investment Management Overview A MetLife Investment Management 3 241 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. MIM Highlights Total Assets Under Management of $659.6 billion2 as of December 31, 2020 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 Global Presence1'3 Philadelphia Whippany Santiago 0 9 London Tokyo Hong Kong S.A.R. 1.As of December 31, 2020, 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, 2020. At estimated fair value. See Appendix— End Notes for additional information. 3.IIIustration shown depicts locations of select MIM regional offices, chosen in MIM's discretion; not a complete representation of MIM's regional offices. MetLife Investment Management 4 242 Scott Pavlak, CFA Short Duration Fixed Income Team Portfolio Management Responsibility Industry Experience (yrs) Juan Peruyero Head of Short Duration Fixed Income Portfolio Manager 33 20 Portfolio Management Support v^ Credit 34 David Wheeler, CFA Steve Kelly, CFA Credit Kimberley Slough Municipals John Palphreyman, CFA Structured Products Phil Tran Treasuries, Agencies, Money Markets 32 27 21 17 Dana Cottrell Thomas McClintic Jason Valentino Head of Investment Grade Trading Head of High Yield Trading Head of Structured Products Trading 5 3 14 18 8 15 MetLife Investment Management Brian Funk, CFA Head of Credit Research 24 lan Bowman Sector Leader— Consumer & Healthcare 7 17 Park Benjamin, CFA Sector Leader— Energy, Basics, Materials 7 12 Scott O'Donnell Sector Leader— Financials 10 15 Richard Davis, CFA Sector Leader— Industrials 7 18 Zach Bauer, CFA Sector Leader— Telecom, Media, 7 15 Technology Susan Young Sector Leader— Utilities & Midstream 8 13 Brent Garrels Sector Leader— Special Situations 2 17 Joseph Gankiewicz, CFA Sector Leader— Municipals Credit Strategy Head of Structured Products Research Francisco Paez, CFA Loritta Cheng Sector Leader— ABS Meena Pursnani Sector Leader— CMBS Vivian Kim, CFA Sector Leader - RMBS Angela Best Sector Leader— CLO 5 25 2 16 Average Industry Experience (yrs) 25 2 17 2 23 1 15 2 14 243 5 2. Market Review & Outlook A MetLife Investment Management 6 244 Current Themes Fiscal Stimulus / Growth Additional stimulus continues to support growth as recovery proceeds, but long- term structural issues remain Consumer Vaccination progress remains key to consumer expectations, spending patterns and behavioral shifts 7 Large companies' fundamentals continue to improve as they benefit from strong economic growth even as some face higher input costs, raw materials shortages and margin pressures Monetary Policy The Fed will likely remain accommodative (via QE) and not tighten policy pre- emptively in an effort to push inflation above its long-term target and the economy approaches full employment Themes help drive sector and sub - sector allocations Employment Labor slack persists and the participation rate remains stubbornly low as permanent job losses remain elevated although unemployment claims trending lower The views present are MetLife Investment Management's only, are subject to change, and may not reflect the manager's current views. MetLife Investment Management 245 Virw- Base effects could drive inflation higher in the short run. Wage gains, supply chain issues and commodity prices bear watching. Longer term, we believe a low growth economy and changing demographics will keep inflation in check International Central banks globally remain accommodative. Geopolitical risks rise even as the US adopts a less isolationist approach to international relations 7 Yields As of March 31, 2021 2.00% 1.75% 1.50% 1.25% 1.00% 0.75% 0.50% 0.25% 0.00% 1.45 Source: Bloomberg 0.30 0.230.240.19 ■ 0 0.09 .14 0.100.07 ■ 0_0.02 0.25 0.150.130.120.16 0.38 I 0.290.28 0.36 I 0.94 0.670.660.69 0.92 3 -Month U.S. Treasury U.S. Treasury U.S. Treasury U.S. Treasury USD LIBOR 3 -Month 2 -Year 5 -Year 10 -Year ■ 3/31/2020 MetLife Investment Management 6/30/2020 ■ 9/30/2020 ■ 12/31/2020 3/31/2021 246 1.74 8 Yield Curves As of March 31, 2021 5 -Year Less 2 -Year Basis Points 175 150 125 100 75 50 25 0 -25 00 �00�0 00'1 j78 Oo 00 00 � 0, OO ff` Oh OHO 6 Oo OO ,O ,� ,0, <O � ,h pO <l O 0 O Pb �O �O �O �O 9O 9O (V 9O 'O 9O 'O 9O 9O 'O 9O 'O 9O '1! 5 -Year Less 2 -Year Fed Tightening Recession — — - 5 -Year Less 2 -Year Avg. 10 -Year Less 3 -Month Basis Points 400 300 200 100 0 -100 011 1 -11611 11, 0t 00' Oo OR Oh �O 0 A Oo 0 0 O'• 61/ 0 OO Off` Oh OO 6 O� 00 ,�O ,;\ ,�`L ,\`D �� ,�h �O ,�'1 ,,O �0 O N0 '\0 '\0 \0 '\0 ,�0 \0 '\0 ,\0 (LO ("P (LO (LO IS' r19 (LO (O (LO (LO (O (LO (LO (O (LO (LO IS' (LO (LO IS' (LOO' 10 -Year Less 3 -Month Fed Tightening Recession 10 -Year Less 3 -Month Avg. Source: Bloomberg `- MetLife Investment Management 247 172 9 Money Market Funds & 3 -Month LIBOR As of March 31, 2021 Assets ($ billions) 5,000 4,500 4,000 3,500 3,000 1,451 2,500 2,000 1,500 1,014 1,000 500 0 2014 2015 2016 2017 2018 2019 2020 Gov Money Market Funds (LHS) Source: Bloomberg MetLife Investment Management Prime Money Market Funds (LHS) —3-Month LIBOR (RHS) 248 3.00 O 511 2.50 3,887 2.00 1.50 1.00 0.50 0.19 0.00 10 Federal Reserve Projections 2021 2022 2023 Real GDP September -19 Projection December -19 Projection June -20 Projection September -20 Projection December -20 Projection March -21 Projection 1.9% 1.9% 5.0% 4.0% 4.2% 6.5% 1.8% 1.8% 3.5% 3.0% 3.2% 3.3% N/A N/A N/A 2.5% 2.4% 2.2% Unemployment Rate September -19 Projection December -19 Projection June -20 Projection September -20 Projection December -20 Projection March -21 Projection 3.8% 3.6% 6.5% 5.5% 5.0% 4.5% 3.9% 3.7% 5.5% 4.6% 4.2% 3.9% N/A N/A N/A 4.0% 3.7% 3.5% PCE Inflation September -19 Projection December -19 Projection June -20 Projection September -20 Projection December -20 Projection March -21 Projection Source: Federal Reserve `` MetLife Investment Management 2.0% 2.0% 1.6% 1.7% 1.8% 2.4% 249 2.0% 2.0% 1.7% 1.8% 1.9% 2.0% N/A N/A N/A 2.0% 2.0% 2.1% 11 Real GDP As of March 31, 2021 4.0% 3.0% 2.0% 1.0% 0.0% -1.0% -2.0% -3.0% -3.5% -4.0% 2001 2002 2003 2004 2005 2006 2007 2008 2009 2010 2011 2012 2013 2014 2015 2016 2017 2018 2019 2020 1.0% 1.7% 2.9% 3.8% 3.5% 2.9% 1.9% -0.1% -2.5% 2.6% 1.6% 2.2% 1.8% 2.5% 3.1% 1.7% 2.3% 3.0% 2.2% -3.5% Annual Real GDP Real GDP Consumer Fixed Government Net Year Quarter QoQ (%) Spending Investment Spending Exports Inventories 2018 1Q 3.80 1.40 1.42 0.26 0.29 0.41 2Q 2.70 2.13 0.76 0.50 0.25 -0.94 3Q 2.10 1.79 0.14 0.44 -1.83 1.58 4Q 1.30 1.05 0.46 -0.16 -0.27 0.23 2019 1Q 2.90 1.25 0.50 0.43 0.55 0.21 2Q 1.50 2.47 -0.07 0.86 -0.79 -0.97 3Q 2.60 1.83 0.42 0.37 0.04 -0.09 4Q 2.40 1.07 0.17 0.42 1.52 -0.82 2020 10 -5.00 2Q -31.40 3Q 33.40 4Q 4.30 Average (2018-2020) 1.72 Source: Bureau of Economic Analysis MetLife Investment Management -4.75 -24.01 25.44 1.58 0.94 250 -0.23 -5.27 5.39 3.04 0.56 0.22 0.77 -0.75 -0.14 0.27 1.13 0.62 -3.21 -1.53 -0.27 - 1.34 - 3.50 6.57 1.37 0.23 12 U.S. Labor & Average Earnings As of March 31, 2021 Current Average (2020 - 2021) Labor Force Participation Rate Unemployment Rate Non -Farm Payroll 61.5% 61.7% 6.0% 7.7% 916,000 (519,933) U.S. Average Hourly Earnings Year over Year 9.0% 8.0% 7.0% 6.0% 5.0% 4.0% 3.0% 2.0% 2016 2017 Source: Bureau of Labor Statistics MetLife Investment Management 2018 2019 2020 251 4.24% 13 Fed Inflation Target As of February 28, 2021 Inflation Indexed to 100 120 118 116 114 112 110 108 106 104 102 100 2012 2013 2014 2015 2016 2017 2018 2019 2020 Difference Source: Bureau of Economic Analysis `` MetLife Investment Management 252 2% Inflation Target PCE 14 Common Inflation Expectations Index As of March 31, 2021 2.15% 2.13% 2.10% 2.08% 2.05% 2.03% 2.00% 1.98% 1.95% 1.93% 1.90% V V 1999 2000 2001 2002 2003 2004 2005 2006 2007 2008 2009 2010 2011 2012 2013 2014 2015 2016 2017 2018 2019 2020 2021 Source: Federal Reserve MetLife Investment Management Common Inflation Expectations Index — — Fed Target 253 15 Inflation PCE Core Breakdown As of February 28, 2021 3.00% 2.00% 1.00% 0.00% -1.00% -2.00% Dec -14 Jun -15 Dec -15 Jun -16 Dec -16 Jun -17 Dec -17 Jun -18 Dec -18 Jun -19 Dec -19 Jun -20 Dec -20 —Core PCE —Core Goods Core Services 5 -Year TIPS Breakeven Rate As of March 31, 2021 300 250 c 200 'o d 150 .7) CO 100 50 0 Dec -14 Jun -15 Dec -15 Jun -16 Dec -16 Jun -17 Dec -17 Jun -18 Dec -18 Jun -19 Dec -19 Jun -20 Dec -20 Source: Bureau of Economic Analysis, Bloomberg `` MetLife Investment Management 254 260 16 ICE BofA Corporate 1-5 Year Index As of March 31, 2021 450 400 Basis Points 350 300 250 200 150 100 50 Jun -19 Dec -19 Jun -20 Dec -20 Dec -18 OAS (bps) 2002 2003 2004 2005 2006 2007 2008 2009 2010 2011 2012 2013 2014 2015 2016 2017 2018 2019 2020 2021 Corporate (1-5) 174 70 61 65 62 196 639 166 136 227 110 89 99 121 96 61 114 61 60 64 Financial(1-5) 165 51 50 57 56 212 663 204 158 308 126 93 96 104 100 60 116 63 62 68 Industrial(1-5) 176 86 73 75 69 181 624 135 116 164 96 85 103 134 92 61 112 59 57 60 Utility(1-5) 236 79 63 73 71 175 576 155 131 169 110 99 89 120 101 64 126 70 63 68 Past performance is not indicative of future results. Source: ICE Data Services MetLife Investment Management 255 17 Short Duration Cross Sector Relative Value As of April 8, 2021 Category Credit (1-5 Year) Overall 1-5 Year A Corp 1-5 Year BBB Corp Financial Industrial Utility WAL Min (Years) (bps) 2.5 55 2.5 39 2.5 76 2.5 57 2.5 52 2.5 59 Municipals (1-5 Year) Taxable 2.5 38 Agency RMBS CMO PAC 3.0 36 Date Range: 04/08/2018 to 04/08/2021* • Max BOP EOP Spread Change (bps) (bps) (bps) (bps) 1 • • • • • • ♦ 430 80 61 -19 309 69 45 -24 463 100 80 -20 376 82 65 -17 362 78 57 -21 313 88 65 -23 239 42 47 5 106 55 38 -17 CM0 Sequentials 3.0 38 • 1 110 58 40 -18 ABS Auto Floorplan AAA Auto Lease AAA Auto Prime AAA Auto SubPrime AAA Credit Card MA Equipment AAA 3.0 17 • _I 400 53 20 -33 3.0 19 ♦ 1 237 56 35 -21 3.0 17 ♦ 1 220 46 24 -22 3.0 26 • 1 237 54 31 -23 3.0 11 1 ♦ 1 I 220 21 19 -2 3.0 25 230 61 30 -31 CMBS CM BS Agency AAA Conduit AAA Source: ICE Data Services, MetLife Investment Management Past performance is not indicative of future results. `' MetLife Investment Management 3.0 20 3.0 32 • • 256 150 49 27 -22 210 47 41 -6 18 3. Portfolio Review A MetLife Investment Management 19 257 Portfolio Performance) - 2017 Toll Revenue I -i5 Project Fund As of March 31, 2021 Asset Allocation Asset Allocation 12/31/20 3/31/21 Yield to Maturity 0.24% Duration 0.36 Years Average Quality (Moody's) Aa2 Portfolio Market Value $41,202,646 3/31/21 19% 4% Yield to Maturity 0.23% 11 Duration 0.37 Years 4% 1% Average Quality (Moody's) Aa3 Portfolio Market Value $37,634,651 2017 Toll Revenue 1-15 Project Fund (Gross of Fees) 2017 Toll Revenue 1-15 Project Fund (Net of Fees) 15% 18% 18% 10% Corporate Municipal Agency • RMBS • CMBS ABS • Treasury CP CD 11% 3% 17% 7% 14% 14% 0.06 0.68 1.65 27% Corporate Municipal Agency CMBS • ABS Treasury CP • CD 0.04 0.58 1.55 FTSE 3 -Month Treasury Bill 0.02 0.21 1.41 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. MetLife Investment Management 258 20 Portfolio Performance) - 2013 SR -91 Project Residual As of March 31, 2021 Yield to Maturity 0.33% Duration 1.35 Years Average Quality (Moody's) Aa1 Portfolio Market Value $27,031,936 MEM= Yield to Maturity 0.38% Duration 1.54 Years Average Quality (Moody's) Aa1 Portfolio Market Value $27,022,360 Riverside County 2013 SR -91 Project Residual Fund (Gross of Fees) Riverside County 2013 SR -91 Project Residual Fund (Net of Fees) Asset Allocation 12/31/20 7% 4111111 9% 9% 18% 6% 8% Corporate Municipal Agency • RMBS • CMBS ABS • Treasury CD 8% Asset Allocation 3/31/21 35% 8. /o ▪ 6% 11% 7% 25% Corporate Municipal Agency • RMBS • CMBS ABS ■ Treasury -0.04 1.19 2.37 -0.06 1.10 2.27 ICE BofA U.S. Treasury Index 0-2 Year 0.04 0.19 2.09 FTSE 6 -Month Treasury Bill 0.02 0.40 1.57 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 259 21 Portfolio Performance) - 2017 Toll Revenue I-15 Ramp Up Reserve As of March 31, 2021 Yield to Maturity 0.32% Duration 1.35 Years Average Quality (Moody's) Aaa Portfolio Market Value $8,518,417 IMP Yield to Maturity 0.33% Duration 1.57 Years Average Quality (Moody's) Aaa $16,517,121 Portfolio Market Value Asset Allocation 12/31/20 18% • Treasury Agency • RMBS • CMBS 2017 Toll Revenue 1-15 Ramp Up Reserve (Gross of Fees) 0.08 0.75 2017 Toll Revenue 1-15 Ramp Up Reserve (Net of Fees) 0.06 0.65 0.04 0.19 ICE BofA U.S. Treasury Index 0-2 Year FTSE 6 -Month Treasury Bill Asset Allocation 3/31/21 10% 30% (11111 12% 2.38 48% • Treasury Agency • RMBS • CMBS 2.28 2.03 0.02 0.40 1.57 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. IV MetLife Investment Management 260 22 Portfolio Market Value $17,965,299 Yield to Maturity Duration Average Quality (Moody's) Portfolio Market Value Portfolio Performance) - Debt Reserve Fund As of March 31, 2021 Yield to Maturity 0.62% Asset Allocation 12/31/21 25% Duration 2.89 Years 39% 37% Average Quality (Moody's) Aaa •Treasury , Agency 11•11"1= 0.79% 3.03 Years Aaa $17,849,077 13% 23% Total Debt Service Fund (Gross of Fees) -0.65 Total Debt Service Fund (Net of Fees) ICE BofA U.S. Treasury Index 1-3 Year • RMBS • CMBS -0.67 -0.05 ICE BofA U.S. Treasury Index 3-7 Year -2.15 Asset Allocation 3/31/21 36% 1.04 2.54 0.94 2.47 -0.24 1.41 -1.50 2.47 6% • Treasury • Agency • RMBS • CMBS 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 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. IV MetLife Investment Management 261 23 Portfolio Performance) - 91 Subordinate Reserve Account As of March 31, 2021 Yield to Maturity 0.48% Duration 2.45 Years Average Quality (Moody's) Aaa Portfolio Market Value $21,103,782 Yield to Maturity Duration Average Quality (Moody's) Portfolio Market Value 11•11"1= 0.61% 2.62 Years Aaa $20,997,273 23% Asset Allocation 12/31/20 36% __ 27% 14% • Treasury Agency • RMBS • CMBS 34% Asset Allocation 3/31/21 %1% 10% 35% • Treasury Agency • RMBS • CMBS Portfolio Performance (%)1 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 ICE BofA U.S. Treasury Index 3-7 Year QTD -0.50 -0.53 -0.05 -2.15 1 -Year 1.00 0.90 0.24 -1.50 Since Inception Annualized (7/1/2019) 2.74 2.64 2.37 3.32 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. IV MetLife Investment Management 262 24 RCTC Portfolios 2017 Toll Revenue 1-15 Project Fund Portfolio L Beginning Market Value (7/3/2013) Net Flows Market Value Change in (3/31/2021) Market Value Debt Service Reserve Fund $17,667,869 ($3,444,816) $17,849,077 $3,626,025 Portfolio Beginning Market Value (7/3/2013) Net Flows Market Value Change in (3/31/2021) Market Value 2013 SR -91 Project Residual Fund $3,292,782 +$22,338,172 27,022,360 $1,391,406 Portfolio Beginning Market Value (6/6/2019) Net Flows Market Value (3/31/2021) Change in Market Value Subordinate Reserve Account $0 +$20,000,000 $20,997,273 $997,273 2017 1-15 Project ...M Beginning Market Value (7/24/2017) Net Flows Market Value Change in (3/31/2021) Market Value Po llil lill.r $98,562,718 ($65,187,531) Beginning Market Value (12/5/2017) Net Flows $37,634,651 $4,259,463 Market Value Change in (3/31/2021) Market Value 2017 Toll Revenue 1-15 Ramp Up Reserve $7,723,487 $8,161,500 $16,517,120 $632,133 Total Project $106,286,205 ($57,026,031) $54,151,771 $4,891,596 h MetLife Investment Management 263 25 4. Appendix A MetLife Investment Management 26 264 Disclosures This material is intended for institutional investor, qualified investor and financial professional use only. Not suitable for use with general retail public. This document is being provided to you at your specific request. This document has been prepared by MetLife Investment Management, LLC (formerly, MetLife Investment Advisors, LLC), a U.S. Securities Exchange Commission -registered investment adviser. MetLife Investment Management, LLC is a subsidiary of MetLife, Inc. and part of MIM.1 Registration with the SEC does not imply a certain level of skill or that the SEC has endorsed the investment advisor. MetLife, Inc. provides investment management services to affiliates and unaffiliated/third party clients through various subsidiaries. MetLife Investment Management ("MIM"), MetLife, Inc.'s institutional investment management business, 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. MIM has invested on behalf of unaffiliated/third party clients since 2009. 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. 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. All information has been presented in U.S. dollars. Actual returns may increase or decrease due to currency fluctuations. 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 as of the date indicated on the cover of this document unless otherwise specified 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. 1.As of December 31, 2020, 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. MetLife Investment Management 265 L0421013092[exp1021][All States] 27 End Notes Explanatory Note The following information is relevant to an understanding of our assets under management ("AUM"). Our definitions may differ from those used by other companies. Total Assets Under Management ("Total AUM") is comprised of GA AUM plus Institutional Client AUM (each, as defined below). General Account AUM ("GA AUM") is used by MetLife to describe assets in its general account ("GA") investment portfolio which are actively managed and stated at estimated fair value. GA AUM is comprised of GA total investments and cash and cash equivalents, excluding policy loans, contractholder-directed equity securities, fair value option securities and certain other invested assets, as substantially all of these assets are not actively managed in MetLife's GA investment portfolio. Mortgage loans (including commercial, agricultural and residential) 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 deduction for encumbering debt) have been reclassified to exclude them from real estate equity and include them as commercial mortgage loans. Institutional Client AUM is comprised of SA AUM plus TP AUM (each, as defined below). MIM manages Institutional Client AUM in accordance with client guidelines contained in each investment contract ("Mandates"). Separate Account AUM ("SA AUM") is comprised of separate account investment portfolios of MetLife insurance companies, which are managed by MetLife and included in MetLife, Inc.'s consolidated financial statements at estimated fair value. Third Party AUM ("TP AUM") is comprised of non-proprietary assets managed by MetLife on behalf of unaffiliated/third party clients, which are stated at estimated fair value. Such non-proprietary assets are owned by unaffiliated/third-party clients and, accordingly, 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 September 30, 2020, which may be accessed through MetLife's Investor Relations web page at https://investor.metlife.com. MetLife Investment Management 28 266 1 MetLife Investment Management © 2021 MetLife Services and Solutions, LLC, New York, NY 10166 - All Rights Reserved. 267 ATTACHMENT 18 Payden&Rygel QUARTERLY PORTFOLIO REVIEW Riverside County Transportation Commission 1St Quarter 2021 Ili PAY DEN.COM LOS ANGELES I BOSTON I LONDON I MILAN 268 LETTER FROM THE CEO April 2021 Dear Client, Here we are again starting another quarter. Thankfully this time, there are positive forces that are beginning to support the reopening of the economy. Against this backdrop, the financial markets have stabilized. The equity market closed the quarter near record highs. Interest rates rose sharply, but for the "right" reason: the improving economic outlook. The Federal Reserve is faced with a balancing act: acknowledging better economic data, including a strong March jobs report where the unemployment rate fell to 6%, while communicating that they will not assume a more aggressive stance towards inflation. We do not think the Fed will alter policy in the face of better economic data, as even with the favorable March jobs report, their maximum employment goal is still far off. We are therefore taking a somewhat more realistic approach and looking toward a sustained recovery in employment and growth for the balance of this year and into 2022 before anticipating the Fed to take any significant action. We are maintaining positions in sectors of the bond market where spreads are favorable. On the equity side, corporate profits in many areas support current price levels. As you know, the one thing we are always watching for is any change in liquidity. We are in a position in your portfolios to act quickly if challenges arise and the situation deteriorates, but the trend in vaccinations leads us to be cautiously optimistic. Since our inception 37 years ago, we have maintained a consistent, collaborative culture that has enabled us to have the most successful year in our history for our clients and the firm. Thanks to this culture, we have adapted well to working remotely, and March marked the one-year anniversary of working from home. We hope you and your family are safe and well, and we will continue to keep you well informed over the next few months. Warmest regards, 42 -(Q9 -- Joan A. Payden President & CEO 269 ECONOMIC REVIEW AND OUTLOOK A year ago, the World Health Organization (WHO) declared SARS-CoV-2 a pandemic disease. A year later we're still far from restoring pre-Covid levels of economic output. Based on the Organisation for Economic Cooperation and Development's (OECD) projections, the U.S. is likely to be the only major economy to exceed pre -pandemic growth expectations in 2021 (see chart below).We project that a return to pre-Covid levels of output will happen somewhere around mid -year —a welcome and significant accomplishment. However, much of the rest of the developed world will still finish the year with significant shortfalls. Despite the optimistic outlook, we still expect easy monetary policy for some time to come. ECONOMIC GROWTH: SHORTFALL COMPARED TO PRE -PANDEMIC PROJECTIONS 1% 0% -1% - 2% -3% - 4% - 5% - 6% - 7% - 8% a�a e(9 ��� L���a ����e ova ����� ��, b. a��� ��\�a P J(:)• 1 1 1 j 1 The U.S. is the only major economy expected to surpass pre-Covid growth projections Over the first quarter, market consensus partly caught up to our upbeat (7.4% GDP growth in 2021) expectations for US GDP growth. Better growth prospects, in turn, sent 10 -year U.S. treasury yields to post -pandemic highs, which also pulled up global yields. But are higher rates a "bad" thing? No! In the words of Fed Chair Powell, "It's important to ask, 'why are rates moving up?' It's to do with expectations of a return to more normal levels, more mandate -consistent levels of inflation, higher growth, an opening of the economy; in a way, it's a statement of confidence on the part of markets." Longer -term interest rates have moved noticeably higher this year, but we think it happened for the "right" reasons. U.S. GROWTH EXPECTATIONS VERSUS CHANGE IN GOVERNMENT BOND YIELDS 5.5% — 2021 U.S. GDP Concensus Growth Expectations Wall Street increased U.S. GDP forecasts due to stronger economic data... f 1 0 • 60 c 40 20 cn 0 s ▪ 120 0_ co 100 N `" • 80 government bond yields —U.S. Treasuries —U.K. Gilts —German Bunds ...leading to a rise in 10 -year 3.5% Oct '20 Dec '20 Feb '21 270 -20 Oct '20 Dec '20 Feb '21 2812 Riverside County Transportation Commission Portfolio Review and Market Update - 1st Quarter 2021 PORTFOLIO CHARACTERISTICS (As of 3/31/2021) Portfolio Market Value Weighted Average Credit Quality Weighted Average Duration Weighted Average Yield to Maturity SECTOR ALLOCATION 60% 50% 40% 30% 20% 10% 0% $55.8 million AA+ 1.78 years 0.33% DURATION DISTRIBUTION 50% 40% 30% 20% 10% 0% 0-1 1-2 2-3 3+ Years PORTFOLIO RETURNS - Periods Ending 3/31/2021 RCTC Operating Portfolio ICE BofA 1-3 Year US Treasury Index Periods over one year are annualized Since 1st Trailing Trailing Inception Quarter 1 Yr 3 Yr (3/1/15) -0.06% 1.37% 2.99% 1.81% -0.05% 0.24% 2.77% 1.59% It Payden & Rygel • 333 South Grand Avenue • Los Angel Xalifornia 900'71 • (213) 625-1900 • www.payden.com Portfolio Review and Market Update - 1st Quarter 2021 2812 MARKET THEMES mu Investor sentiment was largely positive in first quarter of 2021, as the world saw a slowdown in the rate of Covid-19 infections alongside one of the largest vaccine rollouts in history. The Biden Administration passed a $1.9 trillion pandemic relief package to bolster the economy, and reopening prospects improved. The potential for higher inflation associated with stronger economic growth prospects caused the U.S. Treasury yield curve to steepen dramatically. The Fed communicated that they believe cyclical price increases will be transitory and re -committed to an easy monetary policy. Despite credit markets outperforming Treasuries, most major fixed income indices posted negative total returns. Higher yielding, lower quality credits outperformed. We expect 2021 to be a strong year for global growth as economies recover from the Covid-19 pandemic. • The portfolio holds a diversified mix of non -government sectors for income generation. We continue to diversify our credit exposure through corporates, asset -backed securities (ABS) and mortgage -backed securities (MBS) to maintain different sources of high -quality income. • We remain constructive on short -dated credit, as income will likely be a key driver of total return going forward. While all -in yields are low, incremental yield from spreads remain attractive and demand for short -dated credit remains robust. • We maintained a neutral duration stance relative to the benchmark with an allowance to drift short, placing an emphasis on balancing curve exposure. The FOMC reiterated its commitment to keeping the Fed Funds rate in the 0.00-0.25% range and changing neither the pace nor composition of its asset purchases, pinning front-end rates near zero. • U.S. Treasury yields with maturities inside of one year fell over the quarter, with both the three-month and one-year yield down 4 basis points to 0.02% and 0.06%, respectively. The two-year yield increased 4 basis points to 0.16% and the slope between two- and five-year maturities steepened 54 basis points to finish the quarter at 0.78%, a level not seen since 2017 and the largest net change since 2013. • One -month LIBOR declined 3 basis points to 0.11% while three-month LIBOR fell 5 basis points to 0.19%. • Yield curve positioning detracted from performance, as longer dated holdings underperformed; however, a steep front-end curve provides attractive future total return potential. Despite slightly wider yield premiums, credit markets outperformed Treasuries as the prospect of front-end yields being held low by accommodative Fed policy had investors searching for high quality yield. Our credit overweight contributed positively to performance. • Securitized products were key contributors to performance, outperforming corporate credit. Given rich valuations, we have been trimming consumer ABS to create liquidity for other opportunities. p Payden 8z Rygel • 333 South Grand Avenue • Los AngegZ2california 90071 • (213) 625-1900 • www.payden.com OVER 35 YEARS OF INSPIRING CONFIDENCE WITH AN UNWAVERING COMMITMENT TO OUR CLIENTS' NEEDS. LOS ANGELES 1 BOSTON 1 LONDON 1 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 273 ATTACHMENT 19 County of Riverside Treasurer -Tax Collector's Pooled Investment Fund March 2021 Contents 1 Treasurer -Tax Collector's Pooled Investment Fund 1 Economy 1 Market Data 1 Portfolio Data 1 Compliance Report 91 Month End Holdings Chair Jerome Powell during FOMC Press Conference FOMC Press Conference. March 17. 2021 - YouTube COUNTY OF RIVERSIDE TREASURER -TAX COLLECTOR 275 Treasurer -Tax Collector's Pooled Investment Fund Monthly Commentary Economic Recovery Strengthens Improved economic conditions and broadened vaccine programs continue to drive the Treasury yield curve steeper. Long- er term interest rates are rising amid opti- mism about the pace of U.S. economic growth, accompanied by some nervousness about higher inflation. With monetary policy remaining supportive with rates near zero, the yield curve again steepened. For inves- tors like the Treasurer -Tax Collector Pooled Investment Fund (TPIF), the narrative of per- sistence near zero rates in the front end of the yield curve points to the continued pain of low investment yields. Hopes for a global economic recovery are pinned on a successful vaccine rollout and eventual end to the Covid-19 pandem- ic. In the US, the CDC announced that as of March 29, 2021, more than 143 million doses had been administered, with over 93 million people having received at least one dose of the vaccine and more than 51 million peo- ple fully vaccinated. The news on infection rates was also positive. The seven-day aver- age of daily infection cases continues to tick downward, with an average of nearly 57,000 (from 500,000) cases being recorded every day. Treasurer's Statement On March 6, 2021, the President signed a $1.9 trillion stimulus package into law. Fiscal stimulus and pent up demand are driving economic projections higher. In the US, the annual GDP is expected to expand by 6.5% in 2021 and 3.5% in 2022. Economic data for the month was positive and supportive of the projections. ISM Manufacturing was 60.8 vs expected 58.9, a strong indicator of a rebound in manufacturing. Employment data was also strong with a Non -Farm Em- ployment number of +379,000 jobs and the Unemployment Rate falling 0.1 % to 6.2%. Real Estate continues to be the strongest of all sectors with the S&P Core Logic 20 City Year over Year Index showing a gain of 11.1 nationally. Riverside County produced even stronger gains at +16.5%, with the County's median single home price reaching $465,000, an all-time high. Consumers also gained more confi- dence. The Conference Board Consumer Confidence index printed at a whopping 109.7, versus expectations of 96.9. Although one barometer for inflation, CPI ex Food and Energy YoY, was 1.3% and below the FED's 2% target, evidence of inflation pressures are starting to surface. The Producer Prices index The Treasurer's Pooled Investment Fund is comprised of contributions from the county, schools, special districts, and other discretionary depositors throughout 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 return on the funds within the given parameters. The Treasurer -Tax Collector and the Capital Markets team are committed to maintaining the highest credit ratings. The Treasurer's Pooled Investment Fund is currently rated Aaa-bf by Moody's Investor Service and AAAf/S1 by Fitch Ratings, two of the nation's most trusted bond credit rating services. Since its inception, the Treasurer's Pooled Investment Fund has been in full compliance with the Treasurer's Statement of Investment Policy, which is more restrictive than California. 6 -Month Pool Performance print was 2.8%, higher than the previous 1.7% level. On March 17th, the FED affirmed its mon- etary policy, and voted to keep the Fed funds rate at the range of 0.00% to 0.25%. Federal Reserve Chair Jerome Powell ex- pressed that while inflationary pressures will be felt in the future, they will be temporary and should not require the FED to make monetary policy changes anytime soon. This propelled equity markets higher, and continued to drive intermediate and longer bond yields higher. The 2 -year Treasury Note yield began the month at 0.12% and ended at 0.16%. The 5 -year Treasury Note yield began the month at 0.69% and ended at 0.94%. Short rates continue to be anchored by the Federal Funds Rate at zero. The 3 - month Treasury Bill began the month at 0.033% and ended slight lower at 0.015%. The 1 -month Treasury Bill highlights the plight of front-end investors. It started the month at 0.033% and ended the month at -.003%. Matt Jennings Treasurer -Tax Collector Capital Markets Team Matt Jennings Treasurer -Tax Collector Giovane Pizano Assistant Treasurer Steve Faeth Senior Investment Manager Isela Licea Assistant Investment Manager Month End Market Value ($)* Month End Book Value ($) Paper Gain or Loss ($) Paper Gain or Book Yield (%) WAM (Yrs) Loss (%) Mar -21 9,083,152,137.41 9,083,444,252.70 (292,1 15.29) -0.003% 0.31 1.21 Feb -21 Jan -21 Dec -20 Nov -20 Oct -20 8,400,688,973.68 8,926,362,228.01 9,623,955,692.78 8,067,105,046.19 7,802,946,914.04 8,393,142,956.65 8,91 1,959,146.12 9,608,151,280.02 8,050,899,851.53 7,786,725,788.42 7,546,017.03 14,403,081.89 15,804,412.76 16,205,194.66 16,221,125.62 0.09% 0.16% 0.16% 0.20% 0.21% 0.34 0.34 0.35 0.48 0.52 1.12 1.03 1.04 1.13 *Market values do not include accrued interest. COUNTY OF RIVERSIDE TREASURER -TAX COLLECTOR 276 2 Econom Private Sector Average Hourly Earnings Y/Y Percent 8.3 7.4 6.5 5.6 4.7 3.8 2.9 2.0 O Thousands 1100 1000 900 800 700 600 500 400 300 200 I 1 1 1 1 1 1 1 1 1 1 1 O rl r10 �O �O 5P 51 � \'' OG' oo �a o � New Home Sales SAAR =New Home Sales -30-Year Fixed Mortgage Rate Key Economic Indicators Percent 7.0 6.0 5.0 4.0 3.0 2.0 1.0 0.0 Percent 15.0 5.0 -5.0 - 15.0 - 25.0 -35.0 Durable Goods Percent Chg. Y/Y - I 11 1 • O O O O O O O O O O `L `L `L �L `L `L `L `L `L ;L `L `L `L FAO �� P�� �A �J� �J\ POD cD° O` ° p�G ,Q� Fro Nonfarm Payrolls Total M/M Change SA Thousands 3000.0 -2000.0 -7000.0 -12000.0 -17000.0 -22000.0 1 M/M -M/M 6Mo. Trailing Avg c C ryo c 5o 5o <<0- (0 Pal' ,Jt` PJq OG O�Ci <<G0 Release Date Indicator Actual Consensus Prior Year 03/25/2021 03/05/2021 03/05/2021 03/10/2021 03/10/2021 03/03/2021 03/23/2021 03/04/2021 03/04/2021 Real GDP - Q/Q Change Unemployment Rate - Seasonally Adjusted Non -Farm Payrolls - M/M Change - Thousands CPI - Y/Y Change CPI Ex Food and Energy - Y/Y Change ISM Non -Manufacturing Index (> 50 indicates growth) New Home Sales - SAAR - Thousands Factory Orders - M/M Change Durable Goods Orders - New Orders - M/M Change *Note: 'Prior Year displays final estimates of indicator values from the equivalent period of the prior year. 4.3% 6.2% 379 1.7% 1.3% 60.8 775 2.6% 3.4% 4.1% 6.3% 200 1.7% 1.4% 58.9 870 2.1% 3.4% 2.1% 3.5% 273 2.3% 2.4% 57.3 765 - 0.5% - 0.2% COUNTY OF RIVERSIDE TREASURER -TAX COLLECTOR 277 3 Market Data Federal Open Market Committee Meeting • The FOMC stated that the COVID-19 pandemic is causing tremendous human and economic hardship across the U.S., and will continue to weigh on economic activity, employment, and inflation in the near term, and poses consid- erable risk to the economic outlook. • The FOMC maintained the Fed Funds Target Range of 0.0-0.25% • The FOMC stated in their March statement that, following a moderation in the pace of the recovery, indicators of economic activity and employment have turned up recently • The FOMC is committed to using its full range of tools to support the U.S. economy in this challenging time, thereby promoting its maximum employment and price stability goals . Fed Funds Target Rate (Upper Limit) 3.00% 2.50% 2.00% 1.50% 1.00% 0.50% 0.00% 04-r- PC PC q0 ����O Y5(� �J\�O P`�g�,0 sect 0c 0,0 �o :1°0e '1O pC\111\ Few�\ �a��\ U.S. Treasury Curve } 03/01/2021 3.00 2.50 F 2.00 0 • 1.50 > 1.00 0.50 0.00 0 X03/31/2021 5 10 15 20 25 Years 30 US Treasury Yield Curve 3Mo 6Mo 1 Yr 2Yr 3Yr 5Yr 10Yr 30Yr 03/31/2021-03/01/2021 03/31/2021 03/01/2021 -0.02 0.03 0.05 -0.02 0.05 0.07 -0.01 0.07 0.08 0.03 0.16 0.13 0.08 0.35 0.27 0.21 0.92 0.71 0.29 1.74 1.45 0.18 2.41 2.23 The US Treasury Curve and its values are subject to frequent change and will be updated monthly with each issued TPIF report. COUNTY OF RIVERSIDE TREASURER -TAX COLLECTOR 278 4 Market Data cont'd U.S. Treasuries Percent 5.00 4.50 4.00 3.50 3.00 2.50 2.00 1.50 1.00 0.50 0.00 Recession -2Yr Treasury Yield -Nymex Crude -Nymex Nat Gas '1O Is' ,19 Q Gryo `LC • c ke�;L' J PJ S0 O ,,o 00° sa ;19 cP tsar' ' 4,6\ ,Jr -Dow Jones 35,000.00 33,000.00 31,000.00 29,000.00 27,000.00 25,000.00 23,000.00 21,000.00 19,000.00 5.0 s56' Cl'at' Commodities 75.00 65.00 55.00 45.00 35.00 25.00 15.00 270.00 250.00 230.00 210.00 190.00 170.00 150.00 130.00 110.00 90.00 Stocks 13,700.00 13,000.00 12,300.00 11,600.00 10,900.00 10,200.00 9,500.00 8,800.00 8,100.00 7,400.00 6,700.00 6,000.00 Recession 3M-10Yr Treasury Yield Spread Precious Metals NASDAQ 100 ? 50�� Industrial Metal, ti. ti> 1 of �S&P 500 3,900.00 3,700.00 3,500.00 3,300.00 3,100.00 2,900.00 2,700.00 2,500.00 * Values listed for commodities and stocks are in US dollars and are as of the final business day of each month. COUNTY OF RIVERSIDE TREASURER -TAX COLLECTOR 279 5 Portfolio Data The County of Riverside's Treasurer's Pooled Investment Fund is currently rated AAA-bf by Moody's Investor Service and AAAf/S1 by Fitch Ratings. Moody's Asset Rating (000's) Moody (000's) Par Book Market MKT/Book Yield Aaa Aa Aa1 Aa2 Aa3 Al NR 7,990,653.10 7,989,308.69 7,988,238.87 99.994% 0.29% 20,000.00 20,000.00 20,002.50 100.01% 1.46% 3,500.00 3,500.00 3,500.00 100.004% 2.77% 261,065.00 261,368.76 261,368.76 100.00°lo- 0.27% 165,520.00 164,325.61 164,336.31 100.019 1.08% 115,000.00 115,000.00 115,000.00 100.00% 0.16% 530,000.00 529,941.20 530,705.70 100.14°% 0.22% Totals (000's): 9,085,738.10 9,083,444.25 9,883,152.14 100.00%. 6.31% S&P Asset Rating (000's) S&P (000's) Par Book Market MKT/Book Yield AAA AA+ AA AA• 601,640.00 601,620.25 601,491.75 99.98% 0,05% 7,400,568.10 7,399,243.44 7,398,301.72 99.99% 0.32% 24,010.00 24,313.76 24,316.66 100.01% 1.65% 529,520.00 528,325.61 528,336.31 100.00% 0,44% 530,000.00 529,941.20 530,705.70 100.14% 0,22% Totals (000's): 9,085,738.10 9,083,444.25 9,083,152.14 100,00% 0.31% 12 -Month Projected Cash Flow BOOK °!o AAA -6846 1=10A1-046 As3-2% =HR -6,� I=1A,-O% I=Ae2 - 3% -L% BOOK O4 �A A- IMni Aaf. - E- I IAAt-8L% • .. ' . AAA -0% Required Actual In- Available to Monthly Monthly Matured vestments Invest > 1 Month Recei • is Disbursements Difference Investments Balance Maturin • Year 04/2021 431.79 04/2021 2,103.36 1,289.52 813.84 1,245.63 1409.49 05/2021 1,086.87 2,100.00 -1013.13 232.50 1170.00 06/2021 1,044.31 1,802.91 - 758.60 526.10 980.00 07/2021 1,034.19 1,472.64 - 438.45 438.45 460.00 08/2021 965.41 1,004.62 - 39.21 39.21 400.00 09/2021 1,146.18 1,214.91 - 68.73 68.73 598.92 10/2021 1,249.55 1,343.18 - 93.63 93.63 365.00 11/2021 1,371.49 1,197.65 173.84 173.84 404.00 12/2021 2,634.19 1,400.00 1234.19 1,408.03 01/2022 1,150.00 2,000.00 -850.00 558.03 215.50 02/2022 1,100.00 1,500.00 -400.00 158.03 145.00 03/2022 1,300.00 1,551.62 - 251.62 93.59 65.00 TOTALS 16,185.55 17,877.05 (1,691.50) 1,259.71 13.87% 4,207.85 6,212.91 68.40% 7,823.73 86.13% Based on historic and current financial conditions within the County, the Pool is expected to maintain sufficient liquidity of 280 COUNTY OF RIVERSIDE TREASURER -TAX COLLECTOR Portfolio Data cont'd Asset Maturity Distribution (Par Value, 000's) 5,000,000 4,000,000 3,000,000 2,000,000 1,000,000 14.96% 1,359,490.94 0-1 Mos 23.22% 2,110,000.00 Asset Allocation (000's) 30.19% 2,743,415.00 6.93% 629,835.00 1-3 Mos 3-12 Mos 1-2 Yr 17.43% 7.26% 1,583,281.16 659, 716.00 2-3 Yr 3-5 Yr Assets (000's) Scheduled Par Scheduled Book Scheduled Market M kt/Book Yield WAL(Yr) Mat(Yr) MMKT 756,000.00 756,000.00 756,000.00 100.00% 0.03% .003 .003 CALTRUST FND 4,015.94 4,017.20 4,017.20 100.00% 0.30% .003 .003 DDA/PASSBK 400,000.00 400,000.00 400,000.00 100.00% 0.10% .003 .003 US TREAS BILLS 3,065,000.00 3,063,507.44 3,064,667.90 100.04% 0.08% .354 .354 US TREAS BONDS 400,000.00 400,349.96 400,527.20 100.04% 0.51% 2.564 2.564 FHLMC BONDS 835,710.00 835,606.07 832,794.45 99.66% 0.50% .839 2.637 FNMA BONDS 734,251.00 734,832.78 734,086.53 99.90% 0.64% 1.231 3.198 FHLB DISC NOTES 155,000.00 154,952.23 154,977.80 100.02% 0.06% .381 .381 FHLB BONDS 944,888.16 944,573.93 943,065.17 99.84% 0.60% .480 2.426 FFCB DISC NOTES 117,000.00 116,877.12 116,990.53 100.10% 0.12% .254 .254 FFCB BONDS 735,203.00 735,064.09 737,702.42 100.36% 0.52% 1.149 2.037 FARMER MAC 130,000.00 129,941.20 130, 705.70 100.59% 0.59% .460 .460 MUNI BONDS 84,170.00 83,306.32 83,306.32 100.00% 2.57% .874 .874 COMM PAPER 335,500.00 335,435.66 335,459.17 100.01% 0.08% .123 .123 NCDS 364,000.00 364,000.00 364,000.00 100.00% 0.15% .470 .470 IFC BONDS Totals (000's): 25,000.00 24,980.25 24,851.75 99.49% 0.27% 3.397 3.397 9,085,738.10 9,083,444.25 9,083,152.14 100.00% 0.30% .609 1.208 TIMMI 1.50% 1.00% - 0.50% - 0.00% 1). Pp� 00 oaf .99y5(\- 0 SJ\00 P`�g0,0 Sep 115)cG\ 00 99,oe ' p2 Few (1:\ Pool Yield 0.88% 0.77% (170% 0.62% 0.54% 0.52% 0.48% n z Aor 0.35% 0.34% 0.34% 0.31% 0.06% -M-TIMMI The Treasurer's Institutional Money Market Index (TIMMI) is a composite index of four AAA rated prime institutional money market funds. Their average yield is compared to the yield of the Treasurer's Pooled Investment Fund in the above graph. 281 COUNTY OF RIVERSIDE TREASURER -TAX COLLECTOR 7 Compliance Report Compliance Status: Full Compliance The Treasurer's Pooled Investment Fund was in full compliance with the County of Riverside's Treasurer's State- ment of Investment Policy. The County's Statement of Investment Policy is more restrictive than California Gov- ernment Code 53646. The County's Investment Policy is reviewed annually by the County of Riverside's Over- sight Committee and approved by the Board of Supervisors. Investment Category MUNICIPAL BONDS (MUNI) U.S. TREASURIES LOCAL AGENCY OBLIGATIONS (LAO) FEDERAL AGENCIES GOVERNMENT CODE Maximum Authorized S&P/ Remaining Limit Moody's Maturity 5 YEARS 5 YEARS 5 YEARS 5 YEARS NO LIMIT NA NO LIMIT NA NO LIMIT NA NO LIMIT AAA COUNTY INVESTMENT POLICY Maximum Remaining Maturity Authorized % S&P/Moody's/ Limit Fitch 4 YEARS 5 YEARS 3 YEARS 5 YEARS COMMERCIAL PAPER (CP) 270 DAYS 40% Al/P1 270 DAYS CERTIFICATE & TIME DE- POSITS (NCD & TCD) INT'L BANK FOR RECON- STRUCTION AND DEVELOP- MENT AND INT'L FINANCE CORPORATION REPURCHASE AGREEMENTS (REPO) REVERSE REPOS MEDIUM TERM NOTES (MTNO) CALTRUST SHORT TERM FUND MONEY MARKET MUTUAL FUNDS (MMF) LOCAL AGENCY INVESTMENT FUND (LAIF) CASH/DEPOSIT AC- COUNT 5 YEARS 30% NA 1 YEAR NA NA NA 1 YEARS NO LIMIT 92 DAYS 20% 5 YEARS 30% NA NA 60 DAYSH) 20% NA NA NA NA A NA AAA/Aaa (2} NA NA 45 DAYS NA 60 DAYS 3 YEARS DAILY LIQUIDITY DAILY LIQUIDITY DAILY LIQUIDITY NA NA 2.50% 100% 40% Al/Pl/Fl 3.69% Al/Pl/Fl 4.01% 4 YEARS 20% AA/Aa/AA 0.28% Al/Pl/Fl 0.0% 10% NA 0.00% 20% AA/Aa2/AA 0.00% 1.00% NA 0.04% AAA by 2 Of 3 20% RATINGS 8.32% AGC. NA 0.00% NA NA 4.40% 15% AA-/Aa3/AA- 100% NA 25% Combined 40% max, 25% in term repo over 7 days Max $50 million Actual % INVESTMENT GRADE NA 1 Money Market Mutual Funds maturity may be interpreted as a weighted average maturity not exceeding 60 days. 2Or must have an investment advisor with no fewer than 5 years experience and with assets under management of $500,000,000 USD. 0.92% 38.13% 0.00% 40.20% THIS COMPLETES THE REPORT REQUIREMENTS OF CALIFORNIA GOVERNMENT CODE 53646. COUNTY OF RIVERSIDE TREASURER -TAX COLLECTOR 282 8 Month End Portfolio Holdings Fund: 1 POOL FUND 1060: MMKT ACCTS -A/365-6 FRGXX FIDELITY GOV GOFXX FEDERATED GOV WFFXX TFDXX OGVXX FGTXX WELLS FARGO GOV BLACKROCK GOV JP MORGAN GOLDMAN SACHS 04/01/2021 .010 .010 1,000,000.00 1,000,000.00 100.000000 1,000,000.00 04/01/2021 .035 .035 151,000,000.00 151,000,000.00 100.000000 151,000,000.00 04/01/2021 .030 .030 131,000,000.00 131,000,000.00 100.000000 131,000,000.00 04/01/2021 .035 .035 181,000,000.00 181,000,000.00 100.000000 181,000,000.00 04/01/2021 .036 .036 101,000,000.00 101,000,000.00 100.000000 101,000,000.00 04/01/2021 .036 .036 191,000,000.00 191,000,000.00 100.000000 191,000,000.00 034 756,000,000.00 756,000,000.00 100.000000 756,000,000.00 0.00 0.00 0.00 0.00 0.00 0.00 .003 .003 .003 .003 .003 .003 .003 .003 .003 .003 .003 .003 1065: CLTR-A/365-6 CLTR CALTRUSTSHTTERM FUND 04/01/2021 .304 .303 4,015,944.14 4,017,200.84 100.031293 4,017,200.84 0.00 .003 .003 AMIII.303 4,015,944.14 4,017,200.84 100.031293 4,017,200.84 1080: MGD RATE -A/365-6 CASH BANK OF THE WEST 04/01/2021 .100 .100 400,000,000.00 400,000,000.00 100.000000 400,000,000.00 0.00 .003 .003 .100 .100 400,000,000.00 400,000,000.00 100.000000 400,000,000.00 0.00 1170: MGD RATE -A/360 CASH PACIFIC PREMIER BANK 04/01/2021 1.530 1.530 0.00 0.00 .000000 0.00 0.00 .000 .003 CASH FIRST REPUBLIC BANK 04/01/2021 1.515 1.515 0.00 0.00 .000000 0.00 0.00 .000 .003 CASH UB MANAGED RATE 04/01/2021 .070 .070 0.00 0.00 .000000 0.00 0.00 .000 .003 0.00 0.00 .000000 0.00 1300: U.S. TREASURY BILL 9127963H0 U.S. TREASURY BILL 06/17/2021 .128 .128 50,000,000.00 49,945,458.33 99.997000 49,998,500.00 53,041.67 .213 .214 9127963H0 U.S. TREASURY BILL 06/17/2021 .115 .115 50,000,000.00 49,955,437.50 99.997000 49,998,500.00 43,062.50 .213 .214 9127962Y4 U.S. TREASURY BILL 05/20/2021 .093 .093 50,000,000.00 49,970,965.28 99.998000 49,999,000.00 28,034.72 .137 .137 9127963H0 U.S. TREASURY BILL 06/17/2021 .098 .098 30,000,000.00 29,979,931.25 99.997000 29,999,100.00 19,168.75 .213 .214 9127962Y4 U.S. TREASURY BILL 05/20/2021 .093 .093 50,000,000.00 49,971,970.83 99.998000 49,999,000.00 27,029.17 .137 .137 912796462 U.S. TREASURY BILL 08/12/2021 .096 .096 50,000,000.00 49,962,400.00 99.991000 49,995,500.00 33,100.00 .367 .367 912796356 U.S. TREASURY BILL 07/15/2021 .088 .088 50,000,000.00 49,969,375.00 99.996000 49,998,000.00 28,625.00 .290 .290 9127962Y4 U.S. TREASURY BILL 05/20/2021 .100 .100 50,000,000.00 49,974,722.00 99.998000 49,999,000.00 24,278.00 .137 .137 9127962Y4 U.S. TREASURY BILL 05/20/2021 .085 .085 30,000,000.00 29,987,108.33 99.998000 29,999,400.00 12,291.67 .137 .137 912796410 U.S. TREASURY BILL 09/09/2021 .092 .092 50,000,000.00 49,963,200.00 99.989000 49,994,500.00 31,300.00 .443 .444 912796A33 U.S. TREASURY BILL 05/27/2021 .088 .088 50,000,000.00 49,978,368.06 99.998000 49,999,000.00 20,631.94 .156 .156 9127964V8 U.S. TREASURY BILL 10/07/2021 .101 .101 100,000,000.00 99,913,458.33 99.985000 99,985,000.00 71,541.67 .520 .521 912796A41 U.S. TREASURY BILL 06/03/2021 .092 .092 50,000,000.00 49,977,379.17 99.997000 49,998,500.00 21,120.83 .175 .175 912796A33 U.S. TREASURY BILL 05/27/2021 .087 .087 50,000,000.00 49,979,337.50 99.998000 49,999,000.00 19,662.50 .156 .156 9127964L0 U.S. TREASURY BILL 09/09/2021 .085 .085 100,000,000.00 99,934,833.33 99.989000 99,989,000.00 54,166.67 .443 .444 912796F87 U.S. TREASURY BILL 05/11/2021 .090 .091 50,000,000.00 49,980,536.11 99.998000 49,999,000.00 18,463.89 .112 .112 912796F87 U.S. TREASURY BILL 05/11/2021 .087 .087 25,000,000.00 24,990,695.83 99.998000 24,999,500.00 8,804.17 .112 .112 912796A41 U.S. TREASURY BILL 06/03/2021 .085 .085 40,000,000.00 39,983,244.00 99.997000 39,998,800.00 15,556.00 .175 .175 912796462 U.S. TREASURY BILL 08/12/2021 .074 .074 150,000,000.00 149,924,662.50 99.991000 149,986,500.00 61,837.50 .367 .367 912796356 U.S. TREASURY BILL 07/15/2021 .074 .074 100,000,000.00 99,955,491.67 99.996000 99,996,000.00 40,508.33 .290 .290 912796356 U.S. TREASURY BILL 07/15/2021 .075 .075 100,000,000.00 99,956,191.67 99.996000 99,996,000.00 39,808.33 .290 .290 9127963H0 U.S. TREASURY BILL 06/17/2021 .088 .132 45,000,000.00 44,980,090.00 99.997000 44,998,650.00 18,560.00 .213 .214 912796F95 U.S. TREASURY BILL 05/18/2021 .087 .087 50,000,000.00 49,981,754.17 99.997000 49,998,500.00 16,745.83 .131 .132 912796F95 U.S. TREASURY BILL 05/18/2021 .085 .085 50,000,000.00 49,982,763.89 99.997000 49,998,500.00 15,736.11 .131 .132 912796G29 U.S. TREASURY BILL 05/25/2021 .085 .085 50,000,000.00 49,981,937.50 99.997000 49,998,500.00 16,562.50 .150 .151 9127963H0 U.S. TREASURY BILL 06/17/2021 .088 .088 50,000,000.00 49,978,488.89 99.997000 49,998,500.00 20,011.11 .213 .214 912796462 U.S. TREASURY BILL 08/12/2021 .074 .074 150,000,000.00 149,928,950.00 99.991000 149,986,500.00 57,550.00 .367 .367 9127963S6 U.S. TREASURY BILL 07/15/2021 .071 .071 50,000,000.00 49,980,025.00 99.996000 49,998,000.00 17,975.00 .290 .290 9127963H0 U.S. TREASURY BILL 06/17/2021 .088 .088 50,000,000.00 49,978,611.11 99.997000 49,998,500.00 19,888.89 .213 .214 912796F95 U.S. TREASURY BILL 05/18/2021 .090 .090 50,000,000.00 49,982,375.00 99.997000 49,998,500.00 16,125.00 .131 .132 9127963H0 U.S. TREASURY BILL 06/17/2021 .097 .097 50,000,000.00 49,976,962.50 99.997000 49,998,500.00 21,537.50 .213 .214 912796632 U.S. TREASURY BILL 06/24/2021 .100 .100 50,000,000.00 49,975,416.67 99.997000 49,998,500.00 23,083.33 .232 .233 912796B32 U.S. TREASURY BILL 06/24/2021 .095 .095 50,000,000.00 49,976,633.54 99.997000 49,998,500.00 21,866.46 .232 .233 912796410 U.S. TREASURY BILL 09/09/2021 .093 .093 50,000,000.00 49,967,368.06 99.989000 49,994,500.00 27,131.94 .443 .444 9127964V8 U.S. TREASURY BILL 10/07/2021 .094 .094 50,000,000.00 49,963,379.17 99.985000 49,992,500.00 29,120.83 .520 .521 9127964V8 U.S. TREASURY BILL 10/07/2021 .092 .092 50,000,000.00 49,965,116.67 99.985000 49,992,500.00 27,383.33 .520 .521 9127964W6 U.S. TREASURY BILL 11/04/2021 .086 .086 50,000,000.00 49,965,480.56 99.977000 49,988,500.00 23,019.44 .596 .597 912796H28 U.S. TREASURY BILL 06/22/2021 .087 .087 50,000,000.00 49,981,618.75 99.997000 49,998,500.00 16,881.25 .227 .227 9127962Y4 U.S. TREASURY BILL 05/20/2021 .082 .082 60,000,000.00 59,983,835.83 99.998000 59,998,800.00 14,964.17 .137 .137 912796462 U.S. TREASURY BILL 08/12/2021 .073 .073 50,000,000.00 49,979,559.03 99.991000 49,995,500.00 15,940.97 .367 .367 912796D97 U.S. TREASURY BILL 04/20/2021 .060 .060 25,000,000.00 24,996,583.33 99.999000 24,999,750.00 3,166.67 .055 .055 912796A33 U.S. TREASURY BILL 05/27/2021 .072 .072 50,000,000.00 49,988,182.64 99.998000 49,999,000.00 10,817.36 .156 .156 912796C56 U.S. TREASURY BILL 07/29/2021 .077 .077 25,000,000.00 24,990,331.25 99.994000 24,998,500.00 8,168.75 .328 .329 9127964V8 U.S. TREASURY BILL 10/07/2021 .062 .062 100,000,000.00 99,957,633.33 99.985000 99,985,000.00 27,366.67 .520 .521 912796G29 U.S. TREASURY BILL 05/25/2021 .041 .041 50,000,000.00 49,994,077.78 99.997000 49,998,500.00 4,422.22 .151 .151 912796410 U.S. TREASURY BILL 09/09/2021 .045 .045 100,000,000.00 99,973,888.75 99.989000 99,989,000.00 15,111.25 .443 .444 9127964W6 U.S. TREASURY BILL 11/04/2021 .046 .046 100,000,000.00 99,967,138.89 99.977000 99,977,000.00 9,861.11 .597 .597 912796C31 U.S. TREASURY BILL 01/27/2022 .052 .052 85,000,000.00 84,962,002.64 99.954000 84,960,900.00 -1,102.64 .826 .827 912796D30 U.S. TREASURY BILL 02/24/2022 .053 .053 50,000,000.00 49,975,572.92 99.949000 49,974,500.00 -1,072.92 .903 .904 912796C31 U.S. TREASURY BILL 01/27/2022 .045 .045 50,000,000.00 49,980,812.50 99.954000 49,977,000.00 -3,812.50 .826 .827 912796D30 U.S. TREASURY BILL 02/24/2022 .052 .052 50,000,000.00 49,975,930.00 99.949000 49,974,500.00 -1,430.00 .903 .904 912796C31 U.S. TREASURY BILL 01/27/2022 .047 .047 50,000,000.00 49,980,155.56 99.954000 49,977,000.00 -3,155.56 .826 .827 .080 3,065,000,000.00 3,063,507,442.62 99.989165 3,064,667,900.00 1,160,457.38 1310: U.S. TREASURY BOND 912828YE4 U.S. TREASURY BOND 08/31/2024 1.250 1.702 25,000,000.00 24,479,492.19 102.574000 25,643,500.00 1,164,007.81 3.323 3.422 912828YV6 U.S. TREASURY BOND 11/30/2024 1.500 1.751 25,000,000.00 24,705,078.13 103.363000 25,840,750.00 1,135,671.87 3.532 3.671 912828527 U.S. TREASURY BOND 06/30/2021 1.125 .123 40,000,000.00 40,340,625.00 100.262000 40,104,800.00 -235,825.00 .249 .249 9128281278 U.S. TREASURY BOND 04/30/2021 1.375 .121 50,000,000.00 50,398,437.50 100.105000 50,052,500.00 -345,937.50 .082 .082 912828527 U.S. TREASURY BOND 06/30/2021 1.125 .125 50,000,000.00 50,400,390.63 100.262000 50,131,000.00 -269,390.63 .249 .249 91282CBH3 U.S. TREASURY BOND 01/31/2026 .375 .586 10,000,000.00 9,897,265.63 97.469000 9,746,900.00 -150,365.63 4.777 4.841 91282CBH3 U.S. TREASURY BOND 01/31/2026 .375 .593 10,000,000.00 9,894,140.63 97.469000 9,746,900.00 -147,240.63 4.777 4.841 91282CBM2 U.S. TREASURY BOND 02/15/2024 .125 .219 25,000,000.00 24,930,664.06 99.445000 24,861,250.00 -69,414.06 2.864 2.879 912828ZL7 U.S. TREASURY BOND 04/30/2025 .375 .445 15,000,000.00 14,956,640.63 98.707000 14,806,050.00 -150,590.63 4.041 4.085 912828P46 U.S. TREASURY BOND 02/15/2026 1.625 .799 10,000,000.00 10,401,560.00 103.367000 10,336,700.00 -64,860.00 4.680 4.882 912828946 U.S. TREASURY BOND 02/15/2026 1.625 .670 10,000,000.00 10,466,015.63 103.367000 10,336,700.00 -129,315.63 4.684 4.882 91282CAB7 U.S. TREASURY BOND 07/31/2025 .250 .675 25,000,000.00 24,537,109.38 97.777000 24,444,250.00 -92,859.38 4.296 4.337 91282CBQ3 U.S. TREASURY BOND 02/28/2026 .500 .591 20,000,000.00 19,910,508.60 97.992000 19,598,400.00 -312,108.60 4.846 4.918 912828ZC7 U.S. TREASURY BOND 02/28/2025 1.125 .539 10,000,000.00 10,231,250.00 101.840000 10,184,000.00 -47,250.00 3.830 3.918 91282CBR1 U.S. TREASURY BOND 03/15/2024 .250 .287 50,000,000.00 49,945,312.50 99.727000 49,863,500.00 -81,812.50 2.942 2.959 912828ZF0 U.S. TREASURY BOND 03/31/2025 .500 .647 25,000,000.00 24,855,468.75 99.320000 24,830,000.00 -25,468.75 3.952 4.003 400,000,000.00 400,349,959.26 100.131800 400,527,200.00 177,240.74 2.516 2.561 1420: FHLMC-Fxd-Q 30/360 3134GWLW4 FHLMC 5YrNc9MoB 08/19/2025 .625 .625 10,000,000.00 10,000,000.00 98.875000 9,887,500.00 -112,500.00 4.317 4.389 10,000,000.00 10,000,000.00 98.875000 9,887,500.00 -112,5 4.317 4.389 1425: FHLMC-Fxd-S 30/360 3134GSMF9 FHLMC 5YrNc3YrE 05/26/2023 3.000 3.000 15,000,000.00 15,000,000.00 100.450000 15,067,500.00 67,500.00 2.049 2.153 283 COUNTY OF RIVERSIDE TREASURER -TAX COLLECTOR 9 Month End Portfolio Holdings 3134GTKG7 FHLMC 5YrNc2YrB 05/03/2024 2.600 2.600 10,000,000.00 10,000,000.00 100.196000 10,019,600.00 19,600.00 2.919 3.093 3134GVSJ8 FHLMC 5YrNc1YrB 05/12/2025 .800 .800 10,000,000.00 10,000,000.00 99.327000 9,932,700.00 -67,300.00 4.027 4.118 3134GVVG0 FLMC 3.25YrNc1YrB 08/18/2023 .450 .450 10,000,000.00 10,000,000.00 100.029000 10,002,900.00 2,900.00 2.364 2.384 3134GVXL7 FHLMC 4YrNc1YrB 05/20/2024 .600 .600 25,000,000.00 25,000,000.00 100.024000 25,006,000.00 6,000.00 3.096 3.140 3134GVRV2 FHLMC 5YrNc1YrQ 05/27/2025 .750 .750 10,000,000.00 10,000,000.00 99.849000 9,984,900.00 -15,100.00 4.074 4.159 3134GVZF8 FHLMC 4YrNc1 Q 05/28/2024 .600 .600 15,000,000.00 15,000,000.00 100.043000 15,006,450.00 6,450.00 3.118 3.162 3134GVWM FHLMC 5YrNc1YrQ 05/28/2025 .730 .730 10,000,000.00 10,000,000.00 99.765000 9,976,500.00 -23,500.00 4.079 4.162 3134GVWM FHLMC 5YrNc1YrQ 05/28/2025 .730 .730 5,000,000.00 5,000,000.00 99.765000 4,988,250.00 -11,750.00 4.079 4.162 3134GVYX0 FHLMC 4YrNc2YrO 06/03/2024 .500 .500 10,000,000.00 10,000,000.00 100.086000 10,008,600.00 8,600.00 3.138 3.178 3134GVB31 FHLMC 4.9YrNcl 1MoB 05/28/2025 .750 .760 15,000,000.00 14,992,500.00 98.982000 14,847,300.00 -145,200.00 4.076 4.162 3134GVE95 FHLMC 5YrNc2YrB 06/09/2025 .650 .650 15,000,000.00 15,000,000.00 99.423000 14,913,450.00 -86,550.00 4.118 4.195 3134GV2X5 FHLMC 2.5YrNclYr0 12/29/2022 .350 .350 5,000,000.00 5,000,000.00 100.029000 5,001,450.00 1,450.00 1.736 1.748 3136G4XZ1 FHLMC 5YrNc1YrQ 06/30/2025 .740 .740 5,000,000.00 5,000,000.00 99.562000 4,978,100.00 -21,900.00 4.169 4.252 3134GV3A4 FHLMC 4YrNc2Yr0 07/01/2024 .500 .500 5,000,000.00 5,000,000.00 100.091000 5,004,550.00 4,550.00 3.216 3.255 3134GV6B9 FHLMC 2.5YrNc1YrB 01/13/2023 .320 .320 15,000,000.00 15,000,000.00 100.033000 15,004,950.00 4,950.00 1.776 1.789 3134GV5R5 FHLMC 4YrNc1YrQ 07/15/2024 .570 .570 5,000,000.00 5,000,000.00 100.044000 5,002,200.00 2,200.00 3.250 3.293 3134GWBX3 FHLMC 2YrNc1YrB 07/20/2022 .250 .250 5,000,000.00 5,000,000.00 100.012000 5,000,600.00 600.00 1.299 1.304 3134GV6H6 FHLMC 2.5YrNc1YrB 10/20/2022 .320 .320 15,000,000.00 15,000,000.00 100.033000 15,004,950.00 4,950.00 1.546 1.556 3134GWCM FHLMC 3.5YrNc1.5YrB 01/24/2024 .420 .420 15,000,000.00 15,000,000.00 99.564000 14,934,600.00 -65,400.00 2.792 2.819 3134GWEH5 FHLMC 2YrNc1YrB 07/27/2022 .280 .280 15,000,000.00 15,000,000.00 100.039000 15,005,850.00 5,850.00 1.318 1.323 3134GWAP1 FHLMC 2YrNc1YrB 07/28/2022 .250 .250 5,000,000.00 5,000,000.00 100.009000 5,000,450.00 450.00 1.321 1.326 3134GWAL0 FHLMC 3.75YrNC9MB 04/29/2024 .500 .500 15,000,000.00 15,000,000.00 100.006000 15,000,900.00 900.00 3.048 3.082 3134GWET9 FHLMC 4.5YrNc2YrB 01/29/2025 .510 .510 15,000,000.00 15,000,000.00 99.244000 14,886,600.00 -113,400.00 3.783 3.836 3134GWLU8 FHLMC 3.5YrNc1YrB 02/12/2024 .375 .375 20,000,000.00 20,000,000.00 99.899000 19,979,800.00 -20,200.00 2.845 2.871 3134GWL79 FHLMC 4YrNc1.5YrQ 09/10/2024 .400 .400 10,000,000.00 10,000,000.00 99.321000 9,932,100.00 -67,900.00 3.414 3.449 3134GWN85 FHLMC 4YrNc6MoQ 09/10/2024 .450 .450 10,000,000.00 10,000,000.00 99.543000 9,954,300.00 -45,700.00 3.411 3.449 3134GWL79 FHLMC 4YrNc1.5YrQ 09/10/2024 .400 .400 10,000,000.00 10,000,000.00 99.321000 9,932,100.00 -67,900.00 3.414 3.449 3134GWN44 FHLMC 4YrNc6MoQ 09/11/2024 .450 .450 10,000,000.00 10,000,000.00 99.506000 9,950,600.00 -49,400.00 3.413 3.452 3134GWP42 FHLMC 3YrNc1YrQ 09/14/2023 .320 .320 10,000,000.00 10,000,000.00 100.028000 10,002,800.00 2,800.00 2.441 2.458 3134GWL38 FHLMC 5YrNc2YrQ 09/15/2025 .540 .540 10,000,000.00 10,000,000.00 98.376000 9,837,600.00 -162,400.00 4.396 4.463 3134GWL38 FHLMC 5YrNc2YrQ 09/15/2025 .540 .540 15,000,000.00 15,000,000.00 98.376000 14,756,400.00 -243,600.00 4.396 4.463 3134GWP91 FHLMC 4.75YrNc2YrQ 06/16/2025 .500 .500 5,000,000.00 5,000,000.00 97.721000 4,886,050.00 -113,950.00 4.158 4.214 3134GWT22 FHLMC 4.5YrNc1YrQ 03/24/2025 .475 .475 15,000,000.00 15,000,000.00 97.638000 14,645,700.00 -354,300.00 3.938 3.984 3134GWR32 FHLMC 3.75YrNc1YrQ 06/24/2024 .410 .410 10,000,000.00 10,000,000.00 99.530000 9,953,000.00 -47,000.00 3.206 3.236 3134GWP26 FHLMC 5YrNC1.5YrB 03/28/2025 .500 .500 10,000,000.00 10,000,000.00 98.854000 9,885,400.00 -114,600.00 3.947 3.995 3134GWTG1 FHLMC 5YrNC6mOB 09/30/2025 .600 .600 5,000,000.00 5,000,000.00 97.697000 4,884,850.00 -115,150.00 4.433 4.504 3134GWY42 FHLMC 3YrNc1YrQ 10/13/2023 .300 .310 10,000,000.00 9,996,900.00 99.910000 9,991,000.00 -5,900.00 2.518 2.537 3134GWZB5 FHLMC 3YrNC1YrB 10/13/2023 .300 .300 10,000,000.00 10,000,000.00 99.870000 9,987,000.00 -13,000.00 2.518 2.537 3134GW3X2 FHLMC 5YrNC3MoB 10/27/2025 .625 .625 10,000,000.00 10,000,000.00 98.902000 9,890,200.00 -109,800.00 4.489 4.578 3134GW3Z7 FHLMC 5YrNc1YrQ 10/28/2025 .600 .600 10,000,000.00 10,000,000.00 98.991000 9,899,100.00 -100,900.00 4.495 4.581 3134GW3Y0 FHLMC 5YrNc2YrQ 10/28/2025 .550 .550 10,000,000.00 10,000,000.00 97.589000 9,758,900.00 -241,100.00 4.501 4.581 3137EAEX3 FHLMC 5Yr 09/23/2025 .375 .497 10,000,000.00 9,941,100.00 98.110000 9,811,000.00 -130,100.00 4.433 4.485 3137EAEZ8 FHLMC 3Yr 11/06/2023 .250 .280 10,000,000.00 9,991,000.00 99.920000 9,992,000.00 1,000.00 2.584 2.603 3134GXBM5 FHLMC5YrNc1YrQ 11/12/2025 .600 .600 5,000,000.00 5,000,000.00 98.997000 4,949,850.00 -50,150.00 4.534 4.622 3134GXBM5 FHLMC5YrNc1YrQ 11/12/2025 .600 .600 5,000,000.00 5,000,000.00 98.997000 4,949,850.00 -50,150.00 4.534 4.622 3134GXBL7 FHLMC3YrNC2YrA 11/16/2023 .300 .325 15,000,000.00 14,988,750.00 100.131000 15,019,650.00 30,900.00 2.610 2.630 3135GA2Z3 FHLMC 5YrNC2YrA 11/17/2025 .560 .560 5,000,000.00 5,000,000.00 98.278000 4,913,900.00 -86,100.00 4.553 4.636 3135GA2Z3 FHLMC 5YrNC2YrA 11/17/2025 .560 .560 5,000,000.00 5,000,000.00 98.278000 4,913,900.00 -86,100.00 4.553 4.636 3134GXDG6 FHLMC 2YrNc1YrQ 11/23/2022 .190 .190 10,000,000.00 10,000,000.00 99.989000 9,998,900.00 -1,100.00 1.640 1.649 3134GXCAO FHLMC 3YrNc1YrQ 11/24/2023 .320 .328 10,000,000.00 9,997,500.00 99.887000 9,988,700.00 -8,800.00 2.631 2.652 3134GXEA8 FHLMC 2YrNc1YrQ 11/23/2022 .200 .200 10,000,000.00 10,000,000.00 99.951000 9,995,100.00 -4,900.00 1.640 1.649 3134GXEA8 FHLMC 2YrNc1YrQ 11/23/2022 .200 .200 10,000,000.00 10,000,000.00 99.951000 9,995,100.00 -4,900.00 1.640 1.649 3134GXCF9 FHLMC 3.5YrNc11MoQ 05/24/2024 .400 .400 10,000,000.00 10,000,000.00 99.851000 9,985,100.00 -14,900.00 3.120 3.151 3134GXCF9 FHLMC3.5YrNc11MoQ 05/24/2024 .400 .400 10,000,000.00 10,000,000.00 99.851000 9,985,100.00 -14,900.00 3.120 3.151 3134GXEX8 FHLMC 2.5YrNC1YrB 06/01/2023 .250 .260 10,000,000.00 9,997,500.00 99.949000 9,994,900.00 -2,600.00 2.158 2.170 3134GXCAO FHLMC 3YrNC11MoB 11/24/2023 .320 .328 10,710,000.00 10,707,322.50 99.887000 10,697,897.70 -9,424.80 2.631 2.652 3134GXEX8 FHLMC2.5YrNC]YrB 06/01/2023 .250 .270 10,000,000.00 9,995,000.00 99.949000 9,994,900.00 -100.00 2.158 2.170 3134GXEX8 FHLMC2.5YrNC1YrB 06/01/2023 .250 .256 10,000,000.00 9,998,500.00 99.949000 9,994,900.00 -3,600.00 2.158 2.170 3134GXFZ2 FHLMC 3YrNc6MoQ 12/11/2023 .340 .340 10,000,000.00 10,000,000.00 100.020000 10,002,000.00 2,000.00 2.677 2.699 3134GXGQ1 FHLMC 2YrNc1YrQ 12/15/2022 .200 .200 10,000,000.00 10,000,000.00 99.986000 9,998,600.00 -1,400.00 1.701 1.710 3134GXJF2 FHLMC 2YrNC6MoB 12/30/2022 .200 .200 10,000,000.00 10,000,000.00 99.928000 9,992,800.00 -7,200.00 1.745 1.751 3134GXJF2 FHLMC 2YrNC6MoB 12/30/2022 .200 .200 10,000,000.00 10,000,000.00 99.928000 9,992,800.00 -7,200.00 1.745 1.751 3134GXHL1 FHLMC 5YrNC3MoB 12/30/2025 .700 .700 10,000,000.00 10,000,000.00 98.640000 9,864,000.00 -136,000.00 4.656 4.753 3134GXHHO FHLMC 2.5YrNC1YrB 06/30/2023 .220 .220 10,000,000.00 10,000,000.00 99.860000 9,986,000.00 -14,000.00 2.244 2.249 .531 675,710,000.00 675,606,072.50 99.557976 672,723,197.70 -2,882,874.80 3.041 3.084 1476: FHLMC-Var-SOFR-Q A/360 3134GVHN1 FHLMC 1.5Yr 09/23/2021 .330 .330 25,000,000.00 25,000,000.00 100.122000 25,030,500.00 30,500.00 .477 .482 3134GVHN1 FHLMC 1.5Yr 09/23/2021 .330 .330 25,000,000.00 25,000,000.00 100.122000 25,030,500.00 30,500.00 .477 .482 3134GVHN1 FHLMC 1.5Yr 09/23/2021 .330 .330 25,000,000.00 25,000,000.00 100.122000 25,030,500.00 30,500.00 .477 .482 3134GVHN 1 FHLMC 1.5Yr 09/23/2021 .330 .330 25,000,000.00 25,000,000.00 100.122000 25,030,500.00 30,500.00 .477 .482 3134GVHN1 FHLMC 1.5Yr 09/23/2021 .330 .330 25,000,000.00 25,000,000.00 100.122000 25,030,500.00 30,500.00 .477 .482 3134GVHV3 FHLMC 1.5Yr 09/30/2021 .330 .330 25,000,000.00 25,000,000.00 100.125000 25,031,250.00 31,250.00 .499 .501 150,000,000.00 150,000,000.00 100.122500 150,183,750.00 183.75041 1525: FNMA-Fxd-S 30/360 3135G0T78 FNMA 4.83Yr 10/05/2022 2.000 2.322 15,000,000.00 14,782,200.00 102.788000 15,418,200.00 636,000.00 1.464 1.515 3135G0T94 FNMA 5Yr 01/19/2023 2.375 2.495 10,000,000.00 9,944,100.00 103.979000 10,397,900.00 453,800.00 1.743 1.805 3135G0U43 FNMA 4.41Yr 09/12/2023 2.875 2.333 30,000,000.00 30,670,500.00 106.402000 31,920,600.00 1,250,100.00 2.350 2.452 3135G0X24 FNMA 4.83Yr 01/07/2025 1.625 1.094 10,000,000.00 10,247,300.00 103.836000 10,383,600.00 136,300.00 3.637 3.775 3136G4WN9 FNMA 5YrNC1YrB 06/24/2025 .820 .820 10,000,000.00 10,000,000.00 99.902000 9,990,200.00 -9,800.00 4.141 4.236 3136G4XK4 FNMA 5YrNc2YrQ 06/30/2025 .650 .650 5,000,000.00 5,000,000.00 99.059000 4,952,950.00 -47,050.00 4.179 4.252 3136G4XU2 FNMA 5YrNc1Yr 06/30/2025 .700 .700 10,000,000.00 10,000,000.00 99.407000 9,940,700.00 -59,300.00 4.173 4.252 3136G4WH2 FNMA 5YrNc1YrQ 06/30/2025 .800 .800 10,000,000.00 10,000,000.00 99.840000 9,984,000.00 -16,000.00 4.162 4.252 3136G4XR9 FNMA 5YrNc1YrQ 07/07/2025 .740 .740 14,900,000.00 14,900,000.00 99.559000 14,834,291.00 -65,709.00 4.185 4.271 3136G4YJ6 FNMA 3YrNC1YrB 07/07/2023 .420 .420 15,000,000.00 15,000,000.00 100.022000 15,003,300.00 3,300.00 2.251 2.268 3135G05H2 FNMA 3YrNC1YrB 01/13/2023 .420 .432 20,000,000.00 19,994,000.00 100.023000 20,004,600.00 10,600.00 1.773 1.789 3136G4YU1 FNMA 5YrNc1YrQ 07/15/2025 .730 .730 15,000,000.00 15,000,000.00 99.514000 14,927,100.00 -72,900.00 4.209 4.293 3136G4ZC0 FNMA 3.75YrNc1YrB 04/22/2024 .500 .500 15,000,000.00 15,000,000.00 100.038000 15,005,700.00 5,700.00 3.028 3.063 3136G4851 FNMA 3YrNc1YrB 07/27/2023 .420 .420 15,000,000.00 15,000,000.00 100.025000 15,003,750.00 3,750.00 2.307 2.323 3136G4B51 FNMA 3YrNc1YrB 07/27/2023 .420 .420 15,000,000.00 15,000,000.00 100.025000 15,003,750.00 3,750.00 2.307 2.323 3136G4C27 FNMA 5YrNc1YrB 07/29/2025 .700 .700 15,000,000.00 15,000,000.00 99.382000 14,907,300.00 -92,700.00 4.251 4.332 3136G4ZC0 FNMA 3.75YrNc1YrB 04/22/2024 .500 .500 10,000,000.00 10,000,000.00 100.038000 10,003,800.00 3,800.00 3.028 3.063 3136G4F32 FNMA 5YrNc2YrB 07/29/2025 .600 .600 10,000,000.00 10,000,000.00 98.784000 9,878,400.00 -121,600.00 4.262 4.332 3136G4D75 FNMA 5YrNc2YrB 07/29/2025 .600 .600 10,000,000.00 10,000,000.00 98.784000 9,878,400.00 -121,600.00 4.262 4.332 3136G4B28 FNMA 4YrNc1YrB 07/30/2024 .520 .520 9,400,000.00 9,400,000.00 100.048000 9,404,512.00 4,512.00 3.295 3.334 3136G4B28 FNMA 4YrNc1YrB 07/30/2024 .520 .520 10,000,000.00 10,000,000.00 100.048000 10,004,800.00 4,800.00 3.295 3.334 3136G4B28 FNMA 4YrNc1YrB 07/30/2024 .520 .520 10,100,000.00 10,100,000.00 100.048000 10,104,848.00 4,848.00 3.295 3.334 3136G4877 FNMA 5YrNc1YrB 08/04/2025 .700 .700 10,000,000.00 10,000,000.00 99.379000 9,937,900.00 -62,100.00 4.264 4.348 284 COUNTY OF RIVERSIDE TREASURER -TAX COLLECTOR 10 Month End Portfolio Holdings CUSIP Description Maturity Coupon Yield Par Book Market Market Unrealized Modified Years To Date To Mat Value Value Price Value Gain/Loss Duration Maturity 3136G4B77 FNMA 5YrNc 1 YrB 3136G4J38 FNMA 4YrNc2YrB 3136G4K51 FNMA 3YrNC1.5YrB 3136G4H63 FNMA 5YrNc2Yr 3136G4Q97 FNMA 5YrNc1YrQ 3136G42F9 FNMA 5YrNc1YrQ 3136G4297 FNMA 3.5YrNc1.5YrQ 3136G4X40 FNMA 4.9YrNc11 MoQ 3136G4P31 FNMA 3.9YrNc1.9YrQ 3136G43H4 FNMA 4YrNc2Yr 3136G43W1 FNMA 3.5YrNC2YrA 3135G06A6 FNMA 5YrNC1YrB 3136G45C3 FNMA 5YrNC2YrA 3136G46S7 FNMA 5YrNc2YrA 3136G46N8 FNMA 5YrNc1YrQ 3135G06C2 FNMA 5YrNc1YrQ 3135G06C2 FNMA 5YrNc1YrQ 3135GA2N0 FNMA 5YrNc2YrA 3135G06A6 FNMA 4.9YrNc11 MoQ 3135GA2P5 FNMA 3.5YrNc2YrQ 3135G06G3 FNMA 5Yr 3135GA3N9 FNMA 3YrNC2YrB 3135GA3C3 FNMA 3.5YrNc2YrQ 3135GA3C3 FNMA 3.5YrNc2YrQ 3135GA2Z3 FNMA 5YrNc2YrA 3135G06E8 FNMA 4YrNC2YrB 3135GA4P3 FNMA 5YrNC2YrA 3135GA5A5 FNMA 3.25YrNc2YrA 3135GA4R9 FNMA 3.75YrNc2YrA 3135GA3Z2 FNMA 5YrNc2YrA 3135G06F5 FNMA 2.9YrNc2YrQ 3135GAAZ4 FNMA 4.5YrNc1.5YrB 08/04/2025 08/12/2024 08/17/2023 08/19/2025 08/27/2025 08/27/2025 02/28/2024 08/26/2025 08/19/2024 09/16/2024 03/28/2024 10/20/2025 10/27/2025 10/28/2025 10/29/2025 10/29/2025 10/29/2025 11/04/2025 10/20/2025 05/03/2024 11/07/2025 11/16/2023 05/17/2024 05/17/2024 11/17/2025 11/18/2024 11/18/2025 02/23/2024 08/23/2024 11/25/2025 11/16/2023 06/24/2025 .700 .410 .310 .550 .650 .625 .375 .600 .450 .400 .320 .580 .540 .560 .600 .600 .600 .550 .580 .350 .500 .300 .350 .350 .560 .420 .650 .350 .420 .600 .310 .500 .700 .410 .310 .550 .650 .625 .375 .600 .450 .400 .320 .580 .540 .560 .600 .600 .604 .550 .587 .356 .573 .300 .350 .350 .560 .420 .650 .350 .420 .600 .310 .500 15,000,000.00 15,000,000.00 15,000,000.00 15,000,000.00 8,650,000.00 5,000,000.00 10,000,000.00 10,000,000.00 3,701,000.00 10,000,000.00 10,000,000.00 10,000,000.00 10,000,000.00 5,000,000.00 5,000,000.00 10,000,000.00 10,000,000.00 10,000,000.00 10,000,000.00 3,500,000.00 14,000,000.00 10,000,000.00 10,000,000.00 10,000,000.00 10,000,000.00 10,000,000.00 20,000,000.00 20,000,000.00 15,000,000.00 15,000,000.00 5,000,000.00 10,000,000.00 634,251,000.00 15,000,000.00 15,000,000.00 15,000,000.00 15,000,000.00 8,650,000.00 5,000,000.00 10,000,000.00 10,000,000.00 3,701,000.00 10,000,000.00 10,000,000.00 10,000,000.00 10,000,000.00 5,000,000.00 5,000,000.00 10,000,000.00 9,998,000.00 10,000,000.00 9,996,500.00 3,499,300.00 13,949,880.00 10,000,000.00 10,000,000.00 10,000,000.00 10,000,000.00 10,000,000.00 20,000,000.00 20,000,000.00 15,000,000.00 15,000,000.00 5,000,000.00 10,000,000.00 634,832,780.00 99.379000 100.010000 100.056000 98.521000 98.933000 98.824000 99.911000 98.719000 100.066000 99.713000 99.676000 98.606000 98.284000 98.356000 98.532000 98.532000 98.532000 98.290000 98.606000 99.531000 98.435000 99.932000 99.966000 99.966000 98.278000 99.344000 98.674000 99.763000 100.029000 98.421000 100.054000 98.442000 99.934258 14,906,850.00 15,001,500.00 15,008,400.00 14,778,150.00 8,557,704.50 4,941,200.00 9,991,100.00 9,871,900.00 3,703,442.66 9,971,300.00 9,967,600.00 9,860,600.00 9,828,400.00 4,917,800.00 4,926,600.00 9,853,200.00 9,853,200.00 9,829,000.00 9,860,600.00 3,483,585.00 13,780,900.00 9,993,200.00 9,996,600.00 9,996,600.00 9,827,800.00 9,934,400.00 19,734,800.00 19,952,600.00 15,004,350.00 14,763,150.00 5,002,700.00 9,844,200.00 633,834,033.16 -93,150.00 1,500.00 8,400.00 -221,850.00 -92,295.50 -58,800.00 -8,900.00 - 128,100.00 2,442.66 -28,700.00 -32,400.00 - 139,400.00 - 171,600.00 -82,200.00 -73,400.00 -146,800.00 -144,800.00 -171,000.00 - 135,900.00 -15,715.00 - 168,980.00 -6,800.00 -3,400.00 -3,400.00 -172,200.00 -65,600.00 -265,200.00 -47,400.00 4,350.00 -236,850.00 2,700.00 -155,800.00 -998,746.84 4.264 3.336 2.366 4.322 4.334 4.336 2.897 4.336 3.352 3.431 2.975 4.475 4.500 4.500 4.498 4.498 4.497 4.518 4.475 3.065 4.531 2.610 3.104 3.104 4.553 3.594 4.544 2.876 3.369 4.570 2.609 4.175 3.495 4.348 3.370 2.381 4.389 4.411 4.411 2.915 4.408 3.389 3.466 2.995 4.559 4.578 4.581 4.584 4.584 4.584 4.600 4.559 3.093 4.608 2.630 3.132 3.132 4.636 3.638 4.638 2.901 3.400 4.658 2.630 4.236 3.554 1576: FNMA-Var-SOFR-Q A/360 3135G02H5 FNMA 1.5Yr 09/16/2021 .170 .170 25,000,000.00 25,000,000.00 100.053000 25,013,250.00 13,250.00 .457 .463 3135G02K8 FNMA 2Yr 03/16/2022 .230 .230 25,000,000.00 25,000,000.00 100.195000 25,048,750.00 48,750.00 .953 .959 3135G03B7 FNMA 2Yr 04/07/2022 .360 .360 25,000,000.00 25,000,000.00 100.357000 25,089,250.00 89,250.00 1.014 1.019 3135G03J0 FNMA 2Yr 04/15/2022 .400 .400 25,000,000.00 25,000,000.00 100.405000 25,101,250.00 101,250.00 1.035 1.041 __ .290 .N..290 100,000,000.00 100,000,000.00 100.252500 100,252,500.00 252,500.00 .865 .871 1700: FHLB-DISC NOTE 313385GR1 FHLB DISC NTE 06/09/2021 .090 .090 30,000,000.00 29,986,350.00 99.996000 29,998,800.00 12,450.00 .191 .192 313385GR1 FHLB DISC NTE 06/09/2021 .090 .090 25,000,000.00 24,988,625.00 99.996000 24,999,000.00 10,375.00 .191 .192 313385MC7 FHLB DISC NTE 09/24/2021 .045 .045 100,000,000.00 99,977,250.00 99.980000 99,980,000.00 2,750.00 .484 .485 .061 155,000,000.00 154,952,225.00 99.985677 154,977,800.00 115,575.00 .380 IIIM 1725: FHLB-Fxd-S 30/360 313379Q69 FHLB 4.5 Yr 06/10/2022 2.125 2.182 7,975,000.00 7,955,620.75 102.378000 8,164,645.50 209,024.75 1.163 1.195 313378WG2 FHLB 4.08Yr 03/11/2022 2.500 2.619 10,000,000.00 9,954,700.00 102.262000 10,226,200.00 271,500.00 .926 .945 313382AX1 FHLB4.9Yr 03/10/2023 2.125 2.716 11,750,000.00 11,432,397.50 103.770000 12,192,975.00 760,577.50 1.885 1.942 313378WG2 FHLB 2.91Yr 03/11/2022 2.500 2.308 30,000,000.00 30,158,100.00 102.262000 30,678,600.00 520,500.00 .928 .945 3130AHG31 FHLB 5YrNc2YrQ 10/29/2024 1.800 1.800 25,000,000.00 25,000,000.00 100.877000 25,219,250.00 219,250.00 3.424 3.584 3130AJF95 FHLB 5YrNc1YrA 03/24/2025 1.300 1.300 5,263,157.89 5,263,157.89 100.002000 5,263,263.15 105.26 3.866 3.984 3130AK4H6 FHLB 9Mo 06/04/2021 .120 .121 50,000,000.00 49,999,500.00 99.999000 49,999,500.00 0.00 .178 .178 3130AK4K9 FHLB 9Mo 06/08/2021 .120 .121 50,000,000.00 49,999,500.00 99.999000 49,999,500.00 0.00 .189 .189 3130AK3T1 FHLB 4.25YrNc3MoA 12/09/2024 .500 .500 10,000,000.00 10,000,000.00 99.639000 9,963,900.00 -36,100.00 3.645 3.696 3130AKAR7 FHLB 10Mo 07/16/2021 .115 .115 25,000,000.00 25,000,000.00 100.013000 25,003,250.00 3,250.00 .293 .293 3130AKCP9 FHLB 9Mo 07/15/2021 .120 .120 50,000,000.00 50,000,000.00 100.014000 50,007,000.00 7,000.00 .290 .290 3130AKDH6 FHLB 2 Yr 10/21/2022 .125 .176 10,000,000.00 9,989,900.00 99.936000 9,993,600.00 3,700.00 1.552 1.559 3130AKDG8 FHLB 8Mo 07/21/2021 .110 .110 50,000,000.00 50,000,000.00 100.013000 50,006,500.00 6,500.00 .306 .307 3130AKFS0 FHLB 6Mo 05/10/2021 .110 .110 50,000,000.00 50,000,000.00 100.004000 50,002,000.00 2,000.00 .109 .110 3130AKKPO FHLB 3YrNc1YrA 12/22/2023 .190 .235 15,000,000.00 14,979,900.00 99.720000 14,958,000.00 -21,900.00 2.715 2.729 3130AKL79 FHLB 3YrNc6MoB 12/28/2023 .250 .250 10,000,000.00 10,000,000.00 99.909000 9,990,900.00 -9,100.00 2.729 2.745 3130AKKF2 FHLB 3.25YrNc6MoA 03/28/2024 .270 .270 15,000,000.00 15,000,000.00 99.649000 14,947,350.00 -52,650.00 2.978 2.995 3130AKLBO FHLB 3.5YrNc1YrB 06/28/2024 .260 .260 15,000,000.00 15,000,000.00 99.625000 14,943,750.00 -56,250.00 3.224 3.247 3130AKLBO FHLB 3.5YrNc1YrB 06/28/2024 .260 .260 10,000,000.00 10,000,000.00 99.625000 9,962,500.00 -37,500.00 3.224 3.247 3130AKKF2 FHLB 3.25YrNc6MoA 03/28/2024 .270 .279 15,000,000.00 14,995,500.00 99.649000 14,947,350.00 -48,150.00 2.977 2.995 3130AL2G8 FHLB 5YrNc6MoQ 02/18/2026 .600 .615 5,000,000.00 4,996,250.00 98.307000 4,915,350.00 -80,900.00 4.799 4.890 3130ALBX1 FHLB 5YrNc1YrQ 02/23/2026 .580 .580 10,000,000.00 10,000,000.00 98.077000 9,807,700.00 -192,300.00 4.816 4.904 3130ALDX9 FHLB 4.25Yr1YrQ 05/23/2025 .500 .500 14,750,000.00 14,750,000.00 98.633000 14,548,367.50 -201,632.50 4.090 4.148 3130ALFN9 FHLB 4.5YrNc1YrQ 08/25/2025 .550 .550 5,000,000.00 5,000,000.00 98.624000 4,931,200.00 -68,800.00 4.339 4.405 3130AL6K5 FHLB 5YrNc1YrA 02/25/2026 .580 .580 6,000,000.00 6,000,000.00 97.958000 5,877,480.00 -122,520.00 4.821 4.910 3130ALEM2 FHLB 5YrNc3MoQ 02/25/2026 .790 .790 15,000,000.00 15,000,000.00 98.170000 14,725,500.00 -274,500.00 4.793 4.910 3130ALEM2 FHLB 5YrNc3MoQ 02/25/2026 .790 .790 10,000,000.00 10,000,000.00 98.170000 9,817,000.00 -183,000.00 4.793 4.910 3130ALF25 FHLB 3.75YrNc6MoB 11/26/2024 .400 .400 5,000,000.00 5,000,000.00 99.512000 4,975,600.00 -24,400.00 3.621 3.660 3130ALGR9 FHLB 5YrNc3MoQ 02/26/2026 .850 .850 10,000,000.00 10,000,000.00 99.088000 9,908,800.00 -91,200.00 4.788 4.912 3130ALEH3 FHLB 5YrNc1YrQ 03/16/2026 .700 .700 25,000,000.00 25,000,000.00 98.371000 24,592,750.00 -407,250.00 4.864 4.962 3130ALH56 FHLB 5YrNc1YrA 03/18/2026 .750 .750 10,000,000.00 10,000,000.00 98.966000 9,896,600.00 -103,400.00 4.862 4.967 3130ALHZ0 FHLB 4.25YrNc1YrQ 06/18/2025 .530 .530 10,000,000.00 10,000,000.00 98.738000 9,873,800.00 -126,200.00 4.156 4.219 3130ALH56 FHLB 5YrNc1YrA 03/18/2026 .750 .750 10,000,000.00 10,000,000.00 98.966000 9,896,600.00 -103,400.00 4.862 4.967 3130ALFW9 FHLB 5YrNc3MoQ 03/18/2026 .790 .790 15,000,000.00 15,000,000.00 98.365000 14,754,750.00 -245,250.00 4.857 4.967 3130ALHG2 FHLB 5YrNc1YrA 03/18/2026 .750 .750 10,000,000.00 10,000,000.00 98.949000 9,894,900.00 -105,100.00 4.862 4.967 3130ALGJ7 FHLB 5YrNc1 MoM 03/23/2026 1.000 1.000 15,000,000.00 15,000,000.00 99.437000 14,915,550.00 -84,450.00 4.843 4.981 3130ALGJ7 FHLB 5YrNc1 MoM 03/23/2026 1.000 1.000 10,000,000.00 10,000,000.00 99.437000 9,943,700.00 -56,300.00 4.843 4.981 3130ALGJ7 FHLB 5YrNc1 MoM 03/23/2026 1.000 1.000 15,000,000.00 15,000,000.00 99.437000 14,915,550.00 -84,450.00 4.843 4.981 3130ALGJ7 FHLB 5YrNc1 MoM 03/23/2026 1.000 1.015 9,150,000.00 9,143,137.50 99.437000 9,098,485.50 -44,652.00 4.843 4.981 3130ALGJ7 FHLB 5YrNc1 MoM 03/23/2026 1.000 1.000 10,000,000.00 10,000,000.00 99.437000 9,943,700.00 -56,300.00 4.843 4.981 3130ALGJ7 FHLB 5YrNc1 MoM 03/23/2026 1.000 1.000 20,000,000.00 20,000,000.00 99.437000 19,887,400.00 -112,600.00 4.843 4.981 3130ALGJ7 FHLB 5YrNc1 MoM 03/23/2026 1.000 1.000 20,000,000.00 20,000,000.00 99.437000 19,887,400.00 -112,600.00 4.843 4.981 3130ALGJ7 FHLB 5YrNc1 MoM 03/23/2026 1.000 1.000 10,000,000.00 10,000,000.00 99.437000 9,943,700.00 -56,300.00 4.843 4.981 3130ALN34 FHLB 4YrNc6MoB 03/24/2025 .700 .700 10,000,000.00 10,000,000.00 99.577000 9,957,700.00 -42,300.00 3.918 3.984 3130ALKFO FHLB 4YrNc1YrB 03/25/2025 .625 .625 10,000,000.00 10,000,000.00 99.593000 9,959,300.00 -40,700.00 3.928 3.986 3130ALKL7 FHLB 5YrNc1YrB 03/25/2026 .850 .850 10,000,000.00 10,000,000.00 99.108000 9,910,800.00 -89,200.00 4.868 4.986 3130ALKFO FHLB 4YrNc1YrB 03/25/2025 .625 .625 10,000,000.00 10,000,000.00 99.593000 9,959,300.00 -40,700.00 3.928 3.986 3130ALNK6 FHLB 4YrNc1YrB 03/25/2025 .625 .625 10,000,000.00 10,000,000.00 99.688000 9,968,800.00 -31,200.00 3.928 3.986 3130ALLP7 FHLB 4YrNc3MoB 03/17/2025 .650 .688 15,000,000.00 14,977,500.00 99.730000 14,959,500.00 -18,000.00 3.903 3.964 3130ALPC2 FHLB 3.67YrNc3MoQ 11/29/2024 .650 .650 10,000,000.00 10,000,000.00 100.062000 10,006,200.00 6,200.00 3.612 3.668 3130ALTH7 FHLB 3.5YrNc6MoQ 09/30/2024 .510 .510 25,000,000.00 25,000,000.00 99.773000 24,943,250.00 -56,750.00 3.472 3.504 3130ALU93 FHLB 4.25YrNc6MoQ 06/30/2025 .750 .750 10,000,000.00 10,000,000.00 99.789000 9,978,900.00 -21,100.00 4.168 4.252 285 COUNTY OF RIVERSIDE TREASURER -TAX COLLECTOR 11 Month End Portfolio Holdings CUSIP Description Maturity Coupon Yield Par Book Market Market Unrealized Modified Years To Date To Mat Value Value Price Value Gain/Loss Duration Maturity 1 1767: FHLB-Var-M A/360 844,888,157.89 844,595,163.64 99.784292 843,065,666.65 -1,529,496.99 2.633 2.687 3130AJ2N8 FHLB 1.16Yr 05/03/2021 .099 .601 25,000,000.00 24,978,764.50 100.007000 25,001,750.00 22,985.50 .089 .090 .099 .601 25,000,000.00 4,978,764.50 100.007000 25,001,750.00 22,985.50 .089 .090 1770: FHLB-Var-Q A/360 3130AJAS8 FHLB 1 25Y 05/26/2021 .100 .100 75,000,000.00 75,000,000.00 99.997000 74,997,750.00 -2,250.00 .153 .153 .100 .100 75,000,000.00 75,000,000.00 99.997000 74,997,750.00 -2,250.00 .153 1900: FFCB-DISC NOTE 313313FP8 FFCB DISC NOTE 05/14/2021 .150 .150 50,000,000.00 49,937,291.67 99.999000 49,999,500.00 62,208.33 .120 .121 313313GS1 FFCB DISC NOTE 06/10/2021 .120 .120 50,000,000.00 49,948,500.00 99.996000 49,998,000.00 49,500.00 .194 .195 313313SF6 FFCB DISCO NOTE 01/25/2022 .060 .060 17,000,000.00 16,991,330.00 99.959000 16,993,030.00 1,700.00 .821 .822 117,000,000.00 116,877,121.67 99.991906 116,99 1925: FFCB-Fxd-S 30/360 3133EH6X6 FFCB 4Yr 01/12/2022 2.200 2.365 10,000,000.00 9,938,000.00 101.653000 10,165,300.00 227,300.00 .766 .786 3133EJKN8 FFCB 5Yr 04/11/2023 2.700 2.721 10,000,000.00 9,990,300.00 105.166000 10,516,600.00 526,300.00 1.936 2.030 3133EJD48 FFCB 5Yr 10/02/2023 3.050 3.095 10,000,000.00 9,979,300.00 106.930000 10,693,000.00 713,700.00 2.356 2.507 3133EJT74 FFCB 2.9Yr 11/15/2021 3.050 2.922 10,000,000.00 10,035,700.00 101.841000 10,184,100.00 148,400.00 .606 .627 3133EKRP3 FFCB 5YrNc2YrA 06/21/2024 2.220 2.220 10,000,000.00 10,000,000.00 100.448000 10,044,800.00 44,800.00 3.075 3.227 3133EKM45 FFCB 3Yr 09/06/2022 1.500 1.529 14,435,000.00 14,422,874.60 101.925000 14,712,873.75 289,999.15 1.409 1.436 3133EK4B9 FFCB 5YrNc2YrA 10/28/2024 1.820 1.820 10,000,000.00 10,000,000.00 100.872000 10,087,200.00 87,200.00 3.420 3.581 3133EKP75 FFCB 4.9Yr 09/17/2024 1.600 1.672 6,128,000.00 6,107,471.20 103.828000 6,362,579.84 255,108.64 3.351 3.468 3133EKQA7 FFCB 4.9Yr 09/10/2024 2.080 1.688 2,064,000.00 2,101,585.44 105.459000 2,176,673.76 75,088.32 3.308 3.449 3133ELNJ9 FFCB 4YrNc2YrA 02/28/2024 1.550 1.550 5,000,000.00 5,000,000.00 101.093000 5,054,650.00 54,650.00 2.838 2.915 3133ELXC3 FFCB 4YrNc1YrA 04/22/2024 .800 .800 12,000,000.00 12,000,000.00 100.037000 12,004,440.00 4,440.00 3.005 3.063 3133ELH80 FFCB 5YrNc2YrA 06/10/2025 .680 .680 5,025,000.00 5,025,000.00 100.237000 5,036,909.25 11,909.25 4.117 4.197 3133EL3E2 FFCB 3YrNc1YrA 08/10/2023 .320 .320 15,945,000.00 15,945,000.00 100.026000 15,949,145.70 4,145.70 2.347 2.362 3133EL7E8 FFCB 2.5YrNc3MoA 03/15/2023 .220 .250 10,000,000.00 9,992,500.00 99.930000 9,993,000.00 500.00 1.950 1.956 3133EMDM1 FFCB 3YrNC2YrA 10/20/2023 .270 .270 10,000,000.00 10,000,000.00 99.913000 9,991,300.00 -8,700.00 2.539 2.556 3133EMGQ9 FFCB 1.25YrNc6MoA 02/17/2022 .170 .170 15,000,000.00 15,000,000.00 100.009000 15,001,350.00 1,350.00 .877 .885 3133EMGQ9 FFCB 1.25YrNc6MoA 02/17/2022 .170 .170 15,000,000.00 15,000,000.00 100.009000 15,001,350.00 1,350.00 .877 .885 3133EMGQ9 FFCB 1.25YrNc6MoA 02/17/2022 .170 .170 15,000,000.00 15,000,000.00 100.009000 15,001,350.00 1,350.00 .877 .885 3133EMHL9 FFCB 3YrNc1YrA 11/30/2023 .310 .310 10,000,000.00 10,000,000.00 99.895000 9,989,500.00 -10,500.00 2.651 2.668 3133EMJQ6 FFCB 3YrNc2YrA 12/08/2023 .280 .264 9,931,000.00 9,935,667.57 100.013000 9,932,291.03 -3,376.54 2.672 2.690 3133EMKG6 FFCB 2.5YrNc6MoA 06/15/2023 .200 .200 15,000,000.00 15,000,000.00 99.856000 14,978,400.00 -21,600.00 2.198 2.208 3133EMKH4 FFCB 2YrNc1YrA 12/15/2022 .160 .160 10,000,000.00 10,000,000.00 99.919000 9,991,900.00 -8,100.00 1.702 1.710 3133EMKH4 FFCB 2YrNc1YrA 12/15/2022 .160 .160 8,245,000.00 8,245,000.00 99.919000 8,238,321.55 -6,678.45 1.702 1.710 3133EMKW1 FFCB 3YrNc1YrA 12/21/2023 .210 .235 10,000,000.00 9,992,500.00 99.893000 9,989,300.00 -3,200.00 2.711 2.726 3133EMLE0 FFCB 2.75YrNc6MoA 09/22/2023 .190 .190 10,000,000.00 10,000,000.00 99.903000 9,990,300.00 -9,700.00 2.469 2.479 3133EMLP5 FFCB 4YrNc6MoA 12/23/2024 .320 .320 5,000,000.00 5,000,000.00 99.095000 4,954,750.00 -45,250.00 3.700 3.734 3133EMKW1 FFCB 3YrNC1YrA 12/21/2023 .210 .235 20,000,000.00 19,985,000.00 99.893000 19,978,600.00 -6,400.00 2.711 2.726 3133EMLP5 FFCB 4YrNc6MoA 12/23/2024 .320 .320 15,000,000.00 15,000,000.00 99.095000 14,864,250.00 -135,750.00 3.700 3.734 3133EMLR1 FFCB 5YrNc6MoA 12/23/2025 .500 .506 12,430,000.00 12,426,271.00 97.160000 12,076,988.00 -349,283.00 4.660 4.734 3130AKKF2 FFCB 3.25YrNc6MoA 03/28/2024 .270 .270 10,000,000.00 10,000,000.00 99.649000 9,964,900.00 -35,100.00 2.978 2.995 3133EMLP5 FFCB 4YrNc6MoA 12/23/2024 .320 .339 10,000,000.00 9,992,500.00 99.095000 9,909,500.00 -83,000.00 3.699 3.734 3133EMLF7 FFCB 1.75YrNc6MoA 09/22/2022 .120 .155 15,000,000.00 14,991,000.00 99.973000 14,995,950.00 4,950.00 1.473 1.479 3133EMLT7 FFCB 3YrNC1YrA 12/28/2023 .210 .235 15,000,000.00 14,988,750.00 99.770000 14,965,500.00 -23,250.00 2.731 2.745 3133EMLT7 FFCB 3.9YrNc1.9YrA 12/28/2023 .210 .244 10,000,000.00 9,990,000.00 99.770000 9,977,000.00 -13,000.00 2.730 2.745 3133EMML3 FFCB 2Yr 01/12/2023 .120 .125 25,000,000.00 24,997,500.00 99.911000 24,977,750.00 -19,750.00 1.778 1.786 3133EMSC7 FFCB 4rNC1YrA 03/03/2025 .480 .480 5,000,000.00 5,000,000.00 99.362000 4,968,100.00 -31,900.00 3.880 3.926 3133EMSC7 FFCB 4YrNC1YrA 03/03/2025 .480 .512 10,000,000.00 9,987,500.00 99.362000 9,936,200.00 -51,300.00 3.879 3.926 3133EMTW2 FFCB 3Yr 03/18/2024 .300 .307 25,000,000.00 24,994,675.00 99.784000 24,946,000.00 -48,675.00 2.948 2.967 436,203,000.00 436,064,094.81 100.320759 437 ¢92,122.88 1,538,028.07 2.404 2.438 1930: FFCB-Var-M A/360 3133EGCE3 FFCB 5Yr 05/25/2021 .379 .379 10,000,000.00 10,000,000.00 100.050000 10,005,000.00 5,000.00 .150 .151 3133EGCE3 FFCB 5Yr 05/25/2021 .379 .379 10,000,000.00 10,000,000.00 100.050000 10,005,000.00 5,000.00 .150 .151 3133EJJEO FFCB 3.5Yr 10/04/2021 .133 .133 15,000,000.00 15,000,000.00 100.031000 15,004,650.00 4,650.00 .505 .512 .274 .274 35,000,000.00 35,000,000.00 100.041857 35,014,650.00 14,650.00 .302 .306 1935: FFCB-Var-SOFR-M A/360 3133EM7M8 FFCB 2.3Yr 02/21/2023 .181 .181 15,000,000.00 15,000,000.00 100.058000 15,008,700.00 8,700.00 1.885 1.896 .181 .181 15,000,000.00 15,000,000.00 100.058000 15,008,700.00 8,700.00 1.885 1.896 1936: FFCB-Var-SOFR-Q A/360 3133EKT63 FFCB 2Yr 09/24/2021 .150 .150 15,000,000.00 15,000,000.00 100.038000 15,005,700.00 5,700.00 3133EK6V3 FFCB 3Yr 11/07/2022 .320 .320 25,000,000.00 25,000,000.00 100.440000 25,110,000.00 110,000.00 3133EK6V3 FFCB 3Yr 11/07/2022 .320 .320 25,000,000.00 25,000,000.00 100.440000 25,110,000.00 110,000.00 3133EK6V3 FFCB 3Yr 11/07/2022 .320 .320 25,000,000.00 25,000,000.00 100.440000 25,110,000.00 110,000.00 3133EK6V3 FFCB 3Yr 11/07/2022 .320 .320 15,000,000.00 15,000,000.00 100.440000 15,066,000.00 66,000.00 3133EK6V3 FFCB 3Yr 11/07/2022 .320 .320 25,000,000.00 25,000,000.00 100.440000 25,110,000.00 110,000.00 3133ELCX0 FFCB 3Yr 12/09/2022 .330 .330 9,000,000.00 9,000,000.00 100.475000 9,042,750.00 42,750.00 3133ELCX0 FFCB 3Yr 12/09/2022 .330 .330 24,000,000.00 24,000,000.00 100.475000 24,114,000.00 114,000.00 3133ELCX0 FFCB 3Yr 12/09/2022 .330 .330 24,000,000.00 24,000,000.00 100.475000 24,114,000.00 114,000.00 3133ELCX0 FFCB 3Yr 12/09/2022 .330 .330 24,000,000.00 24,000,000.00 100.475000 24,114,000.00 114,000.00 3133ELCX0 FFCB 3Yr 12/09/2022 .330 .330 14,000,000.00 14,000,000.00 100.475000 14,066,500.00 66,500.00 3133ELCX0 FFCB 3Yr 12/09 2022 .330 .330 24,000,000.00 24,000,000.00 100.475000 24,114,000.00 114,000.00 .315 249,000,000.00 249,000,000.00 100.432510 250,076,950.00 1,076,950.00 1950: FMAC-Fxd-S 30/360 3132X03B5 FAMCA 4.9Yr 06/30/2023 2.850 2.964 10,000,000.00 9,947,900.00 105.838000 10,583,800.00 635,900.00 2.149 2.249 3132X04F5 FAMCA2.91Yr 07/23/2021 2.840 2.864 10,000,000.00 9,993,300.00 100.884000 10,088,400.00 95,100.00 .308 .312 20,000,000.00 19,941,200.00 103.361000 20,672,200.00 31,000.00 1.304 1965: FMAC-Var-M A/360 3132X0577 FAMCA 3Yr 3132X0U90 FAMCA 3Yr 31422BWC0 FAMCA 1.6Yr 31422BYJ3 FAMCA 1.5Yr .479 1.574 1.574 1.574 1.574 1.574 1.663 1.663 1.663 1.663 1.663 1.663 .485 1.605 1.605 1.605 1.605 1.605 1.693 1.693 1.693 1.693 1.693 1.693 04/23/2021 .159 .159 25,000,000.00 25,000,000.00 100.007000 25,001,750.00 1,750.00 .063 .063 05/10/2021 .126 .126 10,000,000.00 10,000,000.00 100.010000 10,001,000.00 1,000.00 .108 .110 05/28/2021 .179 .179 25,000,000.00 25,000,000.00 100.021000 25,005,250.00 5,250.00 .158 .159 10/18/2021 .168 .168 50,000,000.00 50,000,000.00 100.051000 50,025,500.00 25,500.00 .546 .551 X165 110,000,000.00 110,000,000.00 100.030455 110,033,500.00 33,500.00 .311 2350: MUNIS-S 30/360 76222RWU2 RHODE ISLAND ST & PROV 04/01/2021 2.750 2.551 3,150,000.00 3,167,766.00 100.564000 3,167,766.00 0.00 .003 .003 13063DAD0 STATE OF CALIFORNIA 04/01/2022 2.367 2.960 1,500,000.00 1,468,800.00 97.920000 1,468,800.00 0.00 .971 1.003 544351MM8 CITY OF LOS ANGELES 09/01/2021 4.000 2.919 8,915,000.00 9,200,993.20 103.208000 9,200,993.20 0.00 .416 .422 13063DAD0 STATE OF CALIFORNIA 04/01/2022 2.367 3.120 17,695,000.00 17,256,340.95 97.521000 17,256,340.95 0.00 .970 1.003 13063DAD0 STATE OF CALIFORNIA 04/01/2022 2.367 3.290 25,000,000.00 24,275,250.00 97.101000 24,275,250.00 0.00 .969 1.003 13063DGA0 STATE OF CALIFORNIA 04/01/2021 2.800 2.680 10,825,000.00 10,852,170.75 100.251000 10,852,170.75 0.00 .003 .003 419792YL4 STATE OF HAWAII 01/01/2022 2.770 2.770 3,500,000.00 3,500,000.00 100.000000 3,500,000.00 0.00 .733 .756 826239GH2 MUNI SIER 08/01/2024 .354 .354 720,000.00 720,000.00 100.000000 720,000.00 0.00 3.309 3.340 8262399Y6 MUNI SIER 08/01/2024 .344 .344 500,000.00 500,000.00 100.000000 500,000.00 0.00 3.310 3.340 8262399X8 MUNI SIER 08/01/2023 .229 .229 260,000.00 260,000.00 100.000000 260,000.00 0.00 2.325 2.337 826239G96 MUNISIER 08/01/2022 .179 .179 205,000.00 205,000.00 100.000000 205,000.00 0.00 1.331 1.337 8262399W0 MUNISIER 08/01/2022 .179 .179 260,000.00 260,000.00 100.000000 260,000.00 0.00 1.331 1.337 8014952N1 MUNI SIER 07/01/2022 .160 .160 8,770,000.00 8,770,000.00 100.000000 8,770,000.00 0.00 1.248 1.252 286 COUNTY OF RIVERSIDE TREASURER -TAX COLLECTOR 12 Month End Portfolio Holdings 8014952P6 MUNI SIER 2023 210 .210 2 870 000.00 2 870 000.00 100.000000 000.00 0.00 2.242 2.252 3020: COMMERCIAL PAPER 74271 TRN5 PROCTER & GAMBLE 04/22/2021 74271 TRS4 PROCTER & GAMBLE 04/26/2021 63763PSM2 NATL SEC CLEARING CORP 05/21/2021 63763PSS9 NATL SEC CLEARING CORP 05/26/2021 63763PRM3 NATL SEC CLEARING CORP 04/21/2021 63763PRN 1 NATL SEC CLEARING CORP 04/22/2021 63763PSC4 NATL SEC CLEARING CORP 05/12/2021 74271TTU7 PROCTER & GAMBLE 06/28/2021 .100 .100 15,500,000.00 15,495,393.06 99.994167 15,499,095.83 .100 .100 45,000,000.00 44,986,500.00 99.993056 44,996,875.00 .080 .080 50,000,000.00 49,989,000.00 99.986111 49,993,055.56 .080 .080 50,000,000.00 49,988,555.56 99.984722 49,992,361.11 .070 .070 25,000,000.00 24,996,888.89 99.994444 24,998,611.11 .060 .060 50,000,000.00 49,995,166.67 99.994167 49,997,083.33 .090 .090 50,000,000.00 49,993,000.00 99.988611 49,994,305.56 .070 .070 50,000,000.00 49,991,152.78 99.975556 49,987,777.78 3,702.77 .060 .060 10,375.00 .071 .071 4,055.56 .140 .140 3,805.55 .153 .153 1,722.22 .057 .058 1,916.66 .060 .060 1,305.56 .115 .115 -3,375.00 .243 .244 aim .080 .080 a.335,500.p_ 335,435,6 ,96 99.987829 1335,459---'" 23,508.32 .123 4500: NCD-Mat A/360 89114W3D5 TORONTO DOMINION 11/03/2021 .170 .170 115,000,000.00 115,000,000.00 100.000000 115,000,000.00 0.00 .593 .595 78012UH24 ROYAL BANK OF CANADA 11/17/2021 .160 .160 115,000,000.00 115,000,000.00 100.000000 115,000,000.00 0.00 .631 .633 89114W3K9 TORONTO DOMINION 06/03/2021 .110 .110 50.000.000.00 50.000.000.00 100.000000 50.000.000.00 0.00 .175 .175 89114W3V5 TORONTO DOMINION 05/28/2021 .110 .110 50,000,000.00 50,000,000.00 100.000000 50,000,000.00 0.00 .159 .159 78012UH81 ROYAL BANK OF CANADA 11/24/2021 .170 .170 7,000,000.00 7,000,000.00 100.000000 7,000,000.00 0.00 .651 .652 89114W3Z6 TORONTO DOMINION 11/30/2021 .160 .160 7,000,000.00 7,000,000.00 100.000000 7,000,000.00 0.00 .667 .668 89114W4A0 TORONTO DOMINION 06/08 2121_413.1=1131 20,000,000.00 20,000,000.00 100.000000 20,000,000.00 0.00 .189 .189 6040: IFC-Fxd-S 30/360 45950VPQ3 IFC3.5Yr 364,000,000.00 364,000,000.00 100.000000 364,000,000.00 0.00 08/22/2024 .250 .273 25,000,000.00 24,980,250.00 99.407000 24,851,750.00 -128,500.00 3.374 3.397 .250 .273 25,000,000.00 24,980,250.00 99.407000 24,851,750.00 -128,500.00 3.374 3.397 Total Fund .314 .305 9,085,738,102.03 9,083,444,252.70 99.971538 9,083,152,137.41 -292,115.29 1.187 1.205 Grand Total - .314 .305 9,085,738,102.03 9,083,444,252.70 99.971538 9,083,152,137.41 -292,115.29 1.187 1.205 287 COUNTY OF RIVERSIDE TREASURER -TAX COLLECTOR 13 The Mission Inn, Downtown Riverside. Digital Image. The Mission Inn. http://www.missioninn.com/about-en.html. COUNTY OF RIVERSIDE TREASURER -TAX COLLECTOR 288 COUNTY OF RIVERSIDE TREASURER -TAX COLLECTOR CAPITAL MARKETS COUNTY ADMINISTRATIVE CENTER 4080 LEMON STREET, 4TH FLOOR, RIVERSIDE, CA 92502-2205 WWW.COUNTYTREASURER.ORG AGENDA ITEM 8E RIVERSIDE COUNTY TRANSPORTATION COMMISSION DATE: June 9, 2021 TO: Riverside County Transportation Commission FROM: Budget and Implementation Committee Michele Cisneros, Deputy Director of Finance THROUGH: Anne Mayer, Executive Director SUBJECT: Quarterly Sales Tax Analysis BUDGET AND IMPLEMENTATION COMMITTEE AND STAFF RECOMMENDATION: This item is for the Commission to receive and file the sales tax analysis for Quarter 4, 2020 (4Q 2020). BACKGROUND INFORMATION: At its December 2007 meeting, the Commission awarded an agreement with MuniServices, LLC (MuniServices), an Avenu Company, for quarterly sales tax reporting services plus additional fees contingent on additional sales tax revenues generated from the transactions and use tax (sales tax) audit services. As part of the recurring contracts process in June 2018, the Commission approved a five-year extension through June 30, 2023. The services performed under this agreement pertain to only the Measure A sales tax revenues. Since the commencement of these services, MuniServices submitted audits, which reported findings and submitted to the California Department of Tax and Fee Administration (CDTFA), for review and determination of errors in sales tax reporting related to 940 businesses. Through 3Q 2020, the CDTFA approved $12,435,308 of cumulative sales tax revenues recovered for the Commission. If CDTFA concurs with the error(s) for the remaining claims, the Commission will receive additional revenues; however, the magnitude of the value of the remaining findings was not available. It is important to note that while the recoveries of additional revenues will be tangible, it will not be sufficient to alter the overall trend of sales tax revenues. MuniServices provided the Commission with the Quarterly Sales Tax Digest Summary report for 4Q 2020. Most of the 4Q 2020 Measure A sales tax revenues were received in the first quarter of calendar year 2021, during January 2021 through March 2021, due to a lag in the sales tax calendar. The summary section of the 4Q 2020 report is attached and includes an overview of California's economic outlook, local results, historical cash collections analysis by quarter, top 25 sales/use tax contributors, historical sales tax amounts, annual sales tax by business category, and five-year economic trend (general retail). Agenda Item 8E 290 Taxable transactions for the top 25 contributors in Riverside County generated 28 percent of taxable sales for the benchmark year ended 4Q 2020, slightly higher than the 24.7 percent for the benchmark year ended 4Q 2019. The top 100 tax contributors generated 42.8 percent for the benchmark year ended 4Q 2020, slightly higher than the 39 percent for the benchmark year ended 4Q 2019. In the Economic Category Analysis below, four of the six categories experienced new highs in the 4Q 2020 benchmark year compared to the prior eight benchmark years. The food products category was down due to a warehouse club chain, included under general retail category, shifting food sales from grocery retailers. The transportation category was down due to declines in fuel sales. ECONOMIC CATEGORY ANALYSIS %of Total / %Change RCTC State Wide Orange County Riverside County S.F. Bay Area Sacramento Valley Central Valley South Coast North Coast Central Coast General Retail 31.6/13.4 26.8/-16.9 25.7/-20.7 27.6/-7.5 25.6/-15.9 26.3/-6.9 33.7/7.0 26.1/-19.1 28.2/-2.1 25.4/-25.4 Food Products 15.2/-12.3 19.1/-26.3 18.8/-23.2 18.5/-12.2 18.5/-32.5 16.0/-15.2 14.7/-14.6 20.8/-24.6 20.4/-25 28.9/-29.6 Transportation 22.4/-2.2 23.3/-17.5 23.9/-11.7 25.2/-4.5 20.7/-20.3 28.0/-7.2 22.4/-17.2 23.6/-13.8 26.3/-4.4 24.1/-9.3 Construction 11.5/13.1 11.6/-0.8 10.6/3.8 15.4/14.0 11.8/-3.2 13.6/2.1 11.9/2.3 10.5/4.1 15.3/10.3 10.7/13.6 Business to Business 15.8/1.0 18.1/-13.5 19.7/-11.0 12.5/2.9 22.1/-7.2 15.1/-4.9 16.5/-9.9 17.8/-13.2 9.1/ -6.2 10.2/-14.8 Miscellaneous 3.5/12.1 1.2/-22.1 1.3/-15.7 0.7/-10.8 1.2/-25.2 1.1/-19.5 0.8/-5.1 1.1 /-13.3 0.7/-26.7 0.7/-36.5 Total 100.0/3.0 100.0/-17.0 100.0/-15.2 100.0/-3.7 100.0/-17.7 100.0/-7.2 100.0/-6.1 100.0/-16.1 100.0/-7.4 100.0/-19.5 General Retail: Apparel Stores, Department Stores, Furniture/Appliances, Drug Stores, Recreation Products, Florist/Nursery, and Misc. Retail Food Products: Restaurants, Food Markets, Liquor Stores, and Food Processing Equipment Construction: Building Materials Retail and Building Materials Wholesale Transportation: Auto Parts/Repair, Auto Sales - New, Auto Sales - Used, Service Stations, and Misc. Vehicle Sales Business to Business: Office Equip., Electronic Equip., Business Services, Energy Sales, Chemical Products, Heavy Industry, Light Industry, Leasing, Biotechnology, I.T. Infrastructure, and Green Energy Miscellaneous: Health & Government, Miscellaneous Other, and Closed Account Adjustments An analysis of sales tax performance through 4Q 2020 is attached and illustrates fairly consistent cycles for sales tax performance for most of the economic categories since 4Q 2015 — with the exception of COVID-19 impacts in 4Q 2020 for some categories. For five of the top 10 segments (miscellaneous — retail, auto sales — new, department stores, building materials — wholesale, and building materials — retail) during the past eight benchmark year quarters, sales tax receipts reached a new high point in 4Q 2020. The segments represent 44.7 percent of the total sales tax receipts. The service stations segment representing 5.6 percent was lower than the last seven benchmark year quarters since the high in 4Q 2013. The restaurants, food markets, heavy industry, and light industry are lower than the 4Q 2019 benchmark year quarter due to a warehouse chain, included under department stores, shifting food sales from grocery retailers and impacts of the COVID-19 pandemic. The top 10 segments represent 71.8 percent of total sales tax receipts. For the other 21 segments representing 28.2 percent of total sales tax receipts, 14 segments representing 18 percent of the total sales tax receipts reached new high points in the benchmark year 4Q 2020. In the Economic Segment Analysis below, auto sales — new has been in the top economic segments beginning in 2014. Restaurants had been in the top economic segments since 2014 but was replaced by miscellaneous — retail beginning in the 3Q 2020 benchmark year. Miscellaneous — retail includes online retailers. Agenda Item 8E 291 ECONOMIC SEGMENT ANALYSIS RCTC State Wide Orange County Riverside County S.F. Bay Area Sacramento Valley Central Valley South Coast North Coast Central Coast Largest Segment Miscellaneous Retail Restaurants Auto Sales - New Auto Sales - New Restaurants Auto Sales - New Department Stores Restaurants Restaurants Restaurants %of Total /% Change 12.3/43.4 12.2/-34.4 13.0/-2.0 11.8/3.5 11.5/-42.2 12.4/0.1 12.1/-2.6 13.7/-32.8 13.9/-34.5 18.2/-39.0 2nd Largest Segment Auto Sales - New Auto Sales - New Restaurants Department Stores Auto Sales - New Department Stores Furniture/ Appliance Auto Sales - New Department Stores Auto Sales - New %of Total /% Change 10.8/5.9 11.4/-8.7 12.4/-30.8 10.9/0.3 11.2/-12.6 11.5/3.1 9.7/59.0 12.1/-4.1 11.4/-0.2 14.4/9.0 3rd Largest Segment Department Stores Department Stores Department Stores Restaurants Miscellaneo us Retail Restaurants Auto Sales - New Department Stores Auto Sales - New Food Markets %of Total /% Change 10.1/3.4 9.1/-13.7 9.3/-12.9 10.7/-18.5 9.6/9.7 9.9/-22.8 9.0/-21.2 8.8/-12.7 11.0/6.6 8.6/-7.2 Information regarding sales tax comparison by city and change in economic segments (two highest gains and two highest losses) 4Q 2019 to 4Q 2020 is attached. In early March 2020, the federal government as well as the California Governor issues 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" orders have negatively impacted the local, regional, state, and federal economies; the magnitude and duration of these impacts is uncertain. Additionally, the Governor issued an executive order to allow businesses with under $1 million in tax liability to delay their first quarter sales and use tax filings until the end of July 2020. Another state program allows small businesses to defer up to $50,000 of their sales and use tax liabilities for the first and second quarters until July 31, 2021, provided that the owed amount is paid in 12 equal installments over the following year. The sales taxes due to RCTC are not waived but may be delayed. Staff will monitor sales tax receipts and other available economic data to determine the need for any adjustments to the revenue projections. Staff will utilize the forecast scenarios with the complete report and receipt trends in assessing such projections. Attachments: 1) Sales Tax Digest Summary 4Q 2020 2) Sales Tax Performance Analysis by Quarter 4Q 2020 3) Quarterly Sales Tax Comparison by City for 4Q 2020 to 4Q 2019 Approved by the Budget and Implementation Committee on May 24, 2021 In Favor: 12 Abstain: 0 No: 0 Agenda Item 8E 292 Riverside County Transportation Commission Sales Tax Digest Summary ATTACHMENT 1 Collections through March 2021 Sales through December 2020 (2020Q4) CALIFORNIA'S ECONOMIC OUTLOOK California sales tax receipts decreased by -5.4% over the same quarter from the previous year, with Northern California reporting a -3.4% decrease compared to a -7.5% decrease for Southern California. Receipts for the RCTC increased by 6.0% over the same periods. U.S. Real GDP fell by 3.5% in 2020, the largest decrease in modern history, after increasing 2.2% in 2019. Spending on services (accounting for approximately 45% of GDP in 2019), decreased by 7.3%, more than offsetting the increase of 3.9% in goods spending (accounting for roughly a quarter of GDP). (CDTFA Finance Bulletin, February 2021) California's unemployment rate averaged 10.2% in 2020 following 4.1% in 2019. California civilian employment decreased by a record 1.6 million or 8.6% in 2020 after increasing by 0.9% in 2019. U.S. civilian employment decreased by 9.7 million or 6.2% in 2020, following an increase of 1.1% in 2019. (CDTFA Finance Bulletin, February 2021) LOCAL RESULTS Net Cash Receipts Analysis Local Collections Less: Cost of Administration Net 4Q2020 Receipts Net 4Q2019 Receipts Actual Percentage Change $59,260,338 $(429,420) $58,830,918 $55,500,537 6.0% Business Activity Performance Analysis Local Collections — Economic Basis 4Q2020 Local Collections — Economic Basis 4Q2019 Quarter over Quarter Change Quarter over Quarter Percentage Change $59,097,303 $55,232,620 $3,864,683 7.0% Avenu Insights & Analytics' On -Going Audit Results Total Recovered Since Inception $12,932,405 www.avenuinsights.com (8?) 800-8181 Page 1 RCTC HISTORICAL CASH COLLECTIONS ANALYSIS BY QUARTER (in thousands of $) $70,000 $60,000 $50,000 $40,000 $30,000 $20,000 $10,000 3Q2018 4Q2018 1Q2019 2Q2019 3Q2019 4Q2019 1Q2020 2Q2020 3Q2020 4Q2020 Net Receipts —0—CDTFAAdmin Fees Due $600 $500 $400 $300 $200 $100 $- TOP 25 SALES/USE TAX CONTRIBUTORS The following list identifies RCTC's Top 25 Sales/Use Tax contributors. The list is in alphabetical order and represents sales from January 2020 to December 2020. The Top 25 Sales/Use Tax contributors generate 28.0% of RCTC's total sales and use tax revenue. ALBERTSON'S AMAZON.COM - EC AMAZON.COM SERVICES — EC ARCO AM/PM MINI MARTS BEST BUY STORES BEST BUY STORES.COM — EC CARMAX THE AUTO SUPERSTORE CHEVRON SERVICE STATIONS CIRCLE K FOOD STORES COSTCO WHOLESALE DEPARTMENT OF MOTOR VEHICLES EBAY — EC HOME DEPOT JACK IN THE BOX RESTAURANTS KOHL'S DEPARTMENT STORES LOWE'S HOME CENTERS MCDONALD'S RESTAURANTS RALPH'S GROCERY COMPANY ROSS STORES SAM'S CLUB SHELL SERVICE STATIONS STATER BROS MARKETS TARGET STORES VERIZON WIRELESS WAL MART STORES www.avenuinsights.com (8290800-8181 Page 2 RCTC HISTORICAL SALES TAX AMOUNTS The following chart shows the sales tax level from annual sales through December 2020, the highs, and the lows for the top ten segments over the last two years in thousands of $. $30,000 $25,000 $20,000 $15,000 $10,000 $5,000 $0 r I i i I I I �aJ e. te5 �w5 5 c� ti5 a� t� Pe 5�° eta Ar ao • awe Sew e eo,p a\e5 gat e'�a a`�y cast a`S a�5 S\\c eac J`o� a‹, a°O� 5et;\ (<00 �a�� lea �5( P �e� 0> 0 ANNUAL SALES TAX BY BUSINESS CATEGORY 4Q2020 3Q2020 2Q2020 1Q2020 4Q2019 3Q2019 2Q2019 1Q2019 4Q2018 3Q2018 (in thousands of $) 4Q2020 • High • Low 65,413 31,473 46,436 23,863 32,766 7,211 61,230 32,002 46,129 22,520 32,475 8,204 58,006 32,503 45,537 21,876 32,267 7,438 57,956 34,974 47,275 21,528 32,658 7,251 57,229 35,578 47,647 21,084 32,411 6,862 54,868 35,301 47,135 21,166 32,419 6,524 53,930 35,076 47,355 20,971 31,697 6,162 52,958 34,697 47,051 20,724 31,275 5,954 52,853 34,577 47,201 20,669 31,111 5,883 51,949 34,127 46,763 20,146 30,688 5,781 $ 0 $ 20,000 $ 40,000 $ 60,000 $ 80,000 $ 100,000 $ 120,000 $ 140,000 $ 160,000 $ 180,000 $ 200,000 ■ General Retail • Food Products ■ Transportation ■ Construction • Business To Business • Miscellaneous www.avenuinsights.com (82901800-8181 Page 3 FIVE-YEAR ECONOMIC TREND: General Retail (in thousands of $) o o 0 0 0 0 o o 0 0 0 `" vi o Iri o Lri N N r -I e -I VI. N OZOZDb OZOZO£ OZOZoZ OZOZoI 6TOZbb 6TOZOE 6TOZDZ 6TOZOT 8TOZbb 8TOZb£ 8TOZoZ 8TOZOT LTOZOV LTOZOE LTOZOZ LTOZ:T 9TOZbb 9TOZb£ 9TOZoZ 9TOZDT www .avenuinsights.com RCTC: Sales Tax Performance Analysis by Quarter ATTACHMENT 2 TOTAL TOTAL $70,000,000 - $60,000,000 - $50,000,000 - $40, 000, 000 $30,000,000 $20,000,000 $10,000,000 $0 �Oy<0 '1, '1, boy(00 `Yr Q1 'loO- L��O� 1D�0� (N, (1, '1��0� '0'V 0'A, Q2 Q3 Q4 Economic CATEGORY TOTAL $25,000,000 2020Q4 000 %A QoQ $A YoY %0 YoY $A $59,097,303 6.5% $3,628,932 3.2% $6,355,241 $20,000,000 $15,000,000 $10, 000, 000 $5,000,000 GENERAL RETAIL 2020Q4 QoQ %A QoQ $A YoY %A YoY $A $21,228,997 13.3% $2,493,059 13.4% $7,704,489 % of 2020Q4 Total: 35.9% FOOD PRODUCTS 2020Q4 QoQ %A QoQ $A YoY %A YoY $A $8,378,416 -9.4% -$868,445 -12.3% -$4,409,321 of Total: 14.2% TRANSPORTATION 2020Q4 QoQ %A QoQ $A YoY %A YoY $A $12,394,931 2.0% $237,827 -2.2% -$1,048,725 % of Total: 21.0% CONSTRUCTION 2020Q4 Q00 %A QoQ $A YoY %A YoY $A $6,216,622 18.5% $969,912 13.1% $2,761,723 % of Total: 10.5% BUSINESS TO BUSINESS 2020Q4 000 %A QoQ $A YoY %A YoY $A $8,611,125 2.4% $199,725 1.0% $337,490 % of Total: 14.6% QoQ = 20Q4 / 19Q4 YoY = YE 20Q4 / YE 19Q4 297 Avenu Insights & Analytics ATTACHMENT 3 RCTC: Quarterly Comparison of 2019Q4 and 2020Q4 (October through December Sales) General Retail RIVERSIDE COUNTY Food Products Transportation Construction om 0 1- c m' • 0 0 v La °; Oct - Dec 2020 Oct - Dec 2019 VI (2020Q4) (2019Q4) % Chg Gain Gain Decline Decline BANNING 7.9% BEAUMONT 2.6% BLYTHE 40.9% CALIMESA 11.6% CANYON LAKE 14.6% CATHEDRAL CITY -0.1% COACH E LLA 11.0% CORONA -2.3% COUNTY OF RIVERSIDE -21.7% DESERT HOT SPRINGS 11.2% EASTVALE -4.0% HEMET 5.0% INDIAN WELLS -19.8% INDIO 6.3% JURUPA VALLEY 10.7% LA QUINTA 0.9% LAKE ELSINORE 16.8% MENIFEE 2.2% MORENO VALLEY -2.0% MURRIETA 3.3% NORCO 7.4% PALM DESERT -10.6% PALM SPRINGS -1.9% PERRIS -40.0% RANCHO MIRAGE -17.3% RIVERSIDE -9.3% SAN JACINTO 17.5% TEMECULA -8.9% WILDOMAR 11.0% -3.3% 16.0% 5.2% 21.4% -7.6% -14.4% 6.1% -6.6% -6.3% 4.5% 2.4% 1.7% -66.5% -7.3% -0.7 -24.6% 12.7% 1.3% 2.5% -5.0% -3.7% -31.1% -30.0% 2.9% -39.9% -7.6% -2.6% -10.6% 16.4% 13.1% 2.4% -11.6% -30.6% 33.8% 21.8% -8.9 -14.0% -14.8% -15.1% -1.2% 7.8% 0.0% 5.0% -10.0% -3.1% 9.6% -17.3% 6.2% 7.2% 1.5% -30.4% -12.2% -17.2% -13.9% 2.4% -24.0% 1.4% -31.1% 11.5% 15.6% 10.6% 422.4% -61.9% -9.3% 9.0% -1.1% 45.1% 593.1% 18.7% 16.7% 943.7% 14.5% -14.1% 7.9% 15.0% 49.2% 6.5% 19.6% 6.1% 9.1% 128.8% 5.9% -2.6% 16.4% 14.0% 6.2% -10.8% -19.9% -64.7% -14.1% -26.9% -90.8% 0.5% 4.4% -8.4% 3.5% 48.6% 44.5% 1.6% -57.0% 8.8% -9.1% 12.6% 22.5% 6.4% 51.9% 12.8% 17.9% -6.5% -16.4% -2.7% -17.2% 6.0% 236.7% -11.4% 72.0% -2.1% -64.3% -38.8% -39.0% -82.9% -7.3% -68.1% -24.2% -49.9% -36.4% -31.8% -2.7% -88.1% -29.6% 32.5% 34.4% -25.3% 1.9% 178.2% -51.3% -32.4% 22.8% -32.9% 14.0% -2.6% -7.8% -2.8% 170.4% -37.4% 700,481 656,696 1,397,087 1,467,848 398,549 391,018 219,835 226,584 63,138 70,803 2,417,509 2,195,389 839,083 840,677 9,335,511 9,930,641 7,474,939 7,940,492 495,998 403,087 2,587,680 2,442,914 3,321,487 3,120,882 131,769 238,723 2,783,373 2,672,672 4,660,736 4,741,712 2,280,696 2,402,222 2,781,984 2,433,421 2,133,962 2,065,959 5,487,821 5,157,451 4,574,943 4,379,833 1,733,079 1,688,531 4,572,999 5,349,146 3,560,293 3,601,359 4,732,756 5,983,130 1,187,633 1,507,494 15,343,601 15,360,391 826,694 765,022 8,623,871 9,139,502 466,154 486,693 6.7% -4.8% 1.9% -3.0% -10.8% 10.1% -0.2% -6.0% -5.9% 23.0% 5.9% 6.4% -44.8% 4.1% -1.7% -5.1% 14.3% 3.3% 6.4% 4.5% 2.6% -14.5% -1.1% -20.9% -21.2% -0.1% 8.1% -5.6% -4.2% Auto Sales - New Restaurants Miscellaneous Retail Food Markets Service Stations Auto Sales - New Auto Parts/Repair Auto Parts/Repair Bldg.Matls-Whsle Bldg.Matls-Whsle Bldg.Matls-Whsle Auto Sales - New Bldg.Matls-Whsle Auto Sales - New Department Stores Bldg.Matls-Retail Auto Sales - New Bldg.Matls-Retail Heavy Industry Misc. Vehicle Sales Auto Sales - New Drug Stores Bldg.Matls-Whsle Heavy Industry Furniture/Appliance Auto Sales - New Leasing Auto Sales - New Office Equipment Misc. Vehicle Sales Bldg.Matls-Retail Light Industry Miscellaneous Retail Food Markets Misc. Vehicle Sales Florist/Nursery Recreation Products Misc. Vehicle Sales Drug Stores Light Industry Bldg.Matls-Retail Leasing Heavy Industry Office Equipment Furniture/Appliance Drug Stores Department Stores Auto Sales - New Bldg.Matls-Whsle Auto Sales - Used Liquor Stores Bldg.Matls-Retail Apparel Stores Food Markets Bldg.Matls-Whsle Department Stores Misc. Vehicle Sales Food Markets Service Stations Light Industry Heavy Industry Service Stations Restaurants Restaurants Service Stations Service Stations Apparel Stores Service Stations Miscellaneous Retail Service Stations Restaurants Service Stations Auto Parts/Repair Restaurants Service Stations Service Stations Service Stations Service Stations Service Stations Restaurants Restaurants Miscellaneous Retail Restaurants Service Stations Service Stations Department Stores Service Stations Restaurants Service Stations Service Stations Office Equipment Light Industry Service Stations Health & Government Office Equipment Service Stations Furniture/Appliance Service Stations Light Industry Miscellaneous Retail Restaurants Leasing Miscellaneous Retail Business Services Misc. Vehicle Sales Auto Sales - Used Restaurants Recreation Products Department Stores Leasing Service Stations Miscellaneous Retail Restaurants Food Markets Restaurants Light Industry Non -Confidential 298 MuniServices / Avenu Insights & Analytics AGENDA ITEM 8F RIVERSIDE COUNTY TRANSPORTATION COMMISSION DATE: June 9, 2021 TO: Riverside County Transportation Commission FROM: Budget and Implementation Committee Matt Wallace, Deputy Director of Financial Administration THROUGH: Anne Mayer, Executive Director SUBJECT: Federal Transit Administration Proposed Triennial Overall Disadvantaged Business Enterprise Goal for Federal Fiscal Years 2022-2024 BUDGET AND IMPLEMENTATION COMMITTEE AND STAFF RECOMMENDATION: This item is for the Commission to: 1) Approve 11 percent as the Commission's Federal Transit Administration (FTA) proposed triennial overall Disadvantaged Business Enterprise (DBE) race -neutral goal for Federal Fiscal Years (FFY) 2022-24 for the period October 1, 2021 to September 30, 2024; and 2) Adopt Resolution No. 21-007, "Resolution of the Riverside County Transportation Commission Adopting Its Triennial Overall Disadvantaged Business Enterprise Program Goal (49 CFR Part 26) as it Applies to Funding Received Directly from the Federal Transit Administration". BACKGROUND INFORMATION: In accordance with regulations of the U.S. Department of Transportation (U.S. DOT) under Title 49 CFR Part 26, the Commission must implement a DBE program and develop a triennial overall DBE program goal as a condition to receive a commitment for federal financial assistance from the FTA as a direct recipient. The DBE Program and Policy Statement was developed by the Commission to address this requirement and is administered by the Commission's DBE Liaison Officer, who is the Commission's Deputy Director of Financial Administration. This DBE program has been implemented in a wholly race -neutral fashion to conform with directives issued by the U.S. DOT related to the Ninth Circuit U.S. Court of Appeals (Ninth Circuit) decision in the Western States Paving Co. vs. Washington State Department of Transportation case. These directives prohibit any U.S. DOT recipient in the jurisdiction of the Ninth Circuit, including the Commission, from using race -conscious contract DBE goals on U.S. DOT -assisted contracts if the recipient does not possess evidence of discrimination in its transportation contracting program. The Commission does not possess such evidence of discrimination and for this reason has implemented a wholly race -neutral DBE program. Agenda Item 8F 299 Under a wholly race -neutral DBE program, contracts let by the Commission will not include a DBE participation goal as a condition of award. Rather, in accordance with 49 CFR Part 26, the Commission performs extensive small business outreach efforts and uses other race -neutral measures when applicable. The proposed FTA triennial overall DBE Program race -neutral goal is 11 percent. The goal is based on the relative availability of DBE firms in the Commission's geographic market area (defined as Riverside County, Orange County, and San Bernardino County). The established market area represents where the Commission anticipates a majority of contractors and subcontractors will be located. Data to determine this relative availability was extracted from the California Unified Certification Program DBE Directory of Certified Firms and the 2018 U.S. Census Bureau County Business Pattern database. The analysis, which is attached, details the methodology utilized in developing the triennial goal for anticipated Commission projects, which will be funded either in whole or in part with FTA funds, including Coronavirus Aid, Relief, and Economic Security Act funds. Anticipated projects include, but are not limited to: • Moreno Valley March Field Station Rail Improvements; • Rail Stations Capital Rehabilitation; • Rail Stations Operations; • Riverside Downtown Platform Expansion; and • Transit Oriented Development Strategic Plan. Additionally, the Commission is the direct recipient of several FTA grants that will be passed - through to Metrolink (Southern California Regional Rail Authority). The Commission will be responsible for oversight of Metrolink's DBE program compliance related to those funds and has entered into a memorandum of understanding with Metrolink to further define DBE roles and responsibilities. Metrolink, as a direct recipient of other FTA funds, will adopt its own DBE program when soliciting and awarding contracts that are partially or fully funded with the FTA funds passed -through by the Commission to Metrolink. A Public Notice was issued on the RCTC website publishing the Draft Proposed FTA Overall DBE Goal -Setting Methodology for FFY 2022-2024. The notice informed the public that the proposed goal and rationale were available upon request, that RCTC would host a webinar to present the DBE goal and methodology, and that RCTC would accept comments on the proposed goal for 30 days from the date of the Public Notice. Additionally, staff consulted with minority, women, local business associations, and community organizations, which could be expected to have information concerning the availability of disadvantaged and non -disadvantaged businesses, the effects of discrimination on opportunities for DBEs, and staff's efforts to establish a level playing field for the participation of DBEs. Staff reached out to a total of 16 local minority, women, and community business organizations to provide them information on the RCTC DBE program and specifically the draft proposed FTA Agenda Item 8F 300 Overall DBE Goal -Setting Methodology for FFY 2022-2024. Each organization was contacted multiple times by telephone and email. Despite outreach efforts, no comments were received. FISCAL IMPACT: There is no financial impact to the Commission. Attachments: 1) Resolution No. 21-007 2) Draft RCTC FTA Overall DBE Goal — Setting Methodology for FFY 2022 — FFY 2024 Approved by the Budget and Implementation Committee on May 24, 2021 In Favor: 12 Abstain: 0 No: 0 Agenda Item 8F 301 ATTACHMENT 1 RESOLUTION NO. 21-007 RESOLUTION OF THE RIVERSIDE COUNTY TRANSPORTATION COMMISSION ADOPTING ITS TRIENNIAL OVERALL DISADVANTAGED BUSINESS ENTERPRISE PROGRAM GOAL (49 CFR PART 26) AS IT APPLIES TO FUNDING RECEIVED DIRECTLY FROM THE FEDERAL TRANSIT ADMINISTRATION WHEREAS, the Riverside County Transportation Commission (Commission) adopted a Disadvantaged Business Enterprise (DBE) program which was last updated in 2018; WHEREAS, the Ninth Circuit Court of Appeals, in a decision regarding the Washington State Department of Transportation, determined that sufficient evidence must exist to support the use of race -conscious measures on federal -aid contracts; WHEREAS, the Commission does not currently have sufficient evidence of discrimination or its effects which would support the adoption or implementation of a race -conscious DBE goal; WHEREAS, the Commission is still required, pursuant to 49 CFR Part 26, to adopt a DBE goal and implement its DBE program as applies to federal funding received by the Commission directly from the Federal Transit Administration (FTA); WHEREAS, the methodology to determine the agency's DBE goal shall be in accordance with 49 CFR Part 26; WHEREAS, the Commission is a direct recipient of FTA funds; WHEREAS, in light of the Ninth Circuit ruling and the U.S. Department of Transportation directive, and in accordance with 49 CFR Part 26, the Commission has utilized an all race - neutral methodology in calculating the Triennial Overall DBE Program goal. NOW, THEREFORE, the Commission hereby resolves as follows: SECTION 1. The Commission submits its Triennial Overall DBE Program goal for Federal Fiscal Years (FFY) for the period October 1, 2021— September 20, 2024 (FFY 2022-24). SECTION 2. The Triennial Overall DBE Program goal shall be 11 percent. SECTION 3. The Commission shall implement a race -neutral DBE program, and shall take affirmative steps to utilize race -neutral means of meeting its overall goal. 302 ADOPTED this 9th day of June, 2021. Jan C. Harnik, Chair Riverside County Transportation Commission ATTEST: Lisa Mobley, Clerk of the Board Riverside County Transportation Commission 303 ATTACHMENT 2 RIVERSIDE COUNTY TRANSPORTATION COMMISSION RIVERSIDE COUNTY TRANSPORTATION COMMISSION Federal Transit Administration (FTA) Overall DBE Goal -Setting Methodology FFY 2022- F FY 2024 Submitted in fulfillment of: Title 49 Code of Federal Regulations Part 26 304 oF RCTC FTA DBE Goal Methodology FFY 2022-FFY 2024 Page 2 of 28 TABLE OF CONTENTS I. INTRODUCTION 3 I I. BACKGROUND 3 I II. FTA-ASSISTED CONTRACTING PROGRAM FOR FFY 2022-2024 3 Market Area 3 Anticipated Projects 3 Subrecipients 5 Categories of Work 6 IV. GOAL METHODOLOGY 10 Step 1: Determination of a Base Figure (26.45) 10 Step 2: Adjusting the Base Figure 12 A. Past DBE Goal Attainments 12 B. Disparity Study 13 C. Other Available Evidence 13 V. PROPOSED OVERALL DBE GOAL 13 VI. RACE -NEUTRAL IMPLEMENTATION MEASURES 14 Fostering Small Business Participation 14 VII. PUBLIC PARTICIPATION AND FACILITATION 15 305 RCTC FTA DBE Goal Methodology FFY 2022-FFY 2024 Page 3 of 28 I. INTRODUCTION The Riverside County Transportation Commission (RCTC) herein sets forth its Overall Disadvantaged Business Enterprise (DBE) Goal and corresponding federally prescribed goal -setting methodology for the three-year Federal Fiscal Year (FFY) goal period of 2022-2024 (October 1, 2021 through September 30, 2024), pursuant to Title 49 Code of Federal Regulations (CFR) Part 26 "Participation by Disadvantaged Business Enterprises in U.S. Department of Transportation Programs." The purpose of the DBE goal - setting process is to level the playing field to allow DBEs to compete fairly for Department of Transportation -assisted contracts; however, the program must be narrowly tailored in accordance with applicable law. II. BACKGROUND RCTC is a recipient of U.S. Department of Transportation (USDOT), Federal Transit Administration (FTA), funding. As a condition of receiving this assistance, RCTC signed an assurance that it will comply with FTA's DBE requirements. In accordance with Title 49 CFR Part 26 provisions: Participation by DBEs in USDOT Programs, RCTC is required to develop and submit a Triennial Overall DBE Goal for its FTA-assisted projects. RCTC herein presents its Overall DBE Goal Methodology for FFY 2022-2024. III. FTA-ASSISTED CONTRACTING PROGRAM FOR FFY 2022-2024 Market Area The Federal DBE Program requires agencies to implement the DBE Program based on information from the relevant geographic market area —the area in which the agency spends the substantial majority of its contracting dollars. RCTC's local market for contracts consists of a geographic area that is: • where a large majority of contracting dollars is expended, and • where a substantial number of contractors and subcontractors are located and available to submit bids, quotes, or proposals. The RCTC bidder's list was reviewed, and the previously recognized market area of Orange County, Riverside County, and San Bernardino County was confirmed. Anticipated Projects RCTC has 9 FTA-assisted projects that are anticipated to be awarded during the triennial period and which were considered in preparing this goal methodology. The projects, which include construction, professional services and materials/supplies contracting opportunities, are anticipated to be awarded during the triennial period and have potential subcontracting opportunities. These projects and their federal share are listed in Table 1. • Column A lists the name and brief description of each project. • Column B lists the total estimated cost of each project. • Column C lists the estimated FTA dollar share for each project. • Column D lists the estimated FTA percentage share for each project. TABLE 1 306 RCTC FTA DBE Goal Methodology FFY 2022-FFY 2024 Page 4 of 28 (amounts subject to rounding differences) A B C D PROJECT NAME/DESCRIPTION EST. TOTAL PROJECT COST EST. FTA $ SHARE EST. FTA % SHARE Moreno Valley March Field Station Rail Improvements Remove and replace approximately 25 miles of existing rail and wood ties with new rail and concrete ties, remove/replace/regrade track ballast, improve track drainage, install new track signals and Positive Train Control system, connect to existing signals and communication systems, construct a new second passenger loading platform, extend of the existing passenger loading platform and other improvements $13,322,695 $12,997,049 98% Moreno Valley March Field Station Rail Improvements Construction Management Construction Management for the Moreno Valley March Field Station Rail Improvements Project 1,998,404 1,949,557 98% Rail Stations Capital Rehabilitation Bid & Construction Support Review/develop design, develop plans, review cost and budget, conduct audits, perform inspections, review and assess claims and change orders, seek internal claim/change order approvals, validate project status, develop reports to management, and certify completion of new construction and maintenance projects. 550,000 550,000 100% Rail Stations Capital Rehabilitation Construction Station Contracts Capital rehabilitation and maintenance of CCTV facilities and equipment, electrical upgrades, solar covered parking, painting, pavement preservation, upgrade concreate sidewalk, ADA improvements, elevator replacement and upgrades, lighting improvements, landscaping and fencing, construction for solar covered parking 4,840,000 4,840,000 100% Rail Stations Operations (CARES) - Bid & Construction Support Review/develop plans, develop scope of work for maintenance repair and replacement projects of existing physical inventory, validate cost, review and assess project approach, provide coordination of the contractor's work and the station operations, and provide inspection during project phases and project completion. 250,000 250,000 100% 307 RCTC FTA DBE Goal Methodology FFY 2022-FFY 2024 Page 5 of 28 A B C D PROJECT NAME/DESCRIPTION EST. TOTAL PROJECT COST EST. FTA $ SHARE EST. FTA % SHARE Rail Stations Operations (CARES) Construction Station Contracts Support the operation and maintenance of RCTC's nine commuter rail stations. Activities funded include RCTC staff costs, contracted program management, station janitorial cleaning services, station security, routine maintenance and repair of the facilities, grounds maintenance, pest control, and regular service interval for decontamination and sanitization of the rail facilities. 1,000,000 1,000,000 100% Riverside Downtown Platform Expansion Construction of an additional platform on the East Side of the Riverside Downtown Track and Platform to accommodate the future project growth of ridership and additional inter -County trip on the Perris Valley Line 3,571,000 1,004,978 28% Riverside Downtown Platform Expansion Construction Management Construction Management for the Riverside Downtown Platform Expansion Project 535,650 150,747 28% TOD Strategic Plan Transit oriented communities strategic plan for the eight stations along Metrolink's Perris Valley Extension Line providing corridor -wide policy recommendations and station -level action items to support transit -oriented development within a five - mile radius of each station. 700,000 515,789 74% Total $26,767,749 $23,258,121 87% Subrecipients In addition to the above listed projects, RCTC has $60 million in grants that will be reallocated to Metrolink (Southern California Regional Rail Authority). RCTC has executed a Memorandum of Understanding (MOU) with Metrolink, which details the responsibilities of both RCTC and Metrolink with respect to the DBE Program. Section II I of the MOU details RCTC's responsibilities for oversight and monitoring Metrolink's obligations as a subrecipient of RCTC's federal funds. Section IV of the MOU describes Metrolink's obligations to comply with the requirements of 49 CFR Part 26 and all other FTA DBE rules, regulations and policies, and to implement a stand-alone DBE program that includes goal setting, outreach, monitoring, and reporting. Section IV also states that Metrolink shall create and maintain records of compliance with the DBE obligations and provide compliance information to RCTC upon request. Metrolink, as a direct recipient of other FTA funds, will adopt its own DBE Program when soliciting and awarding contracts that are partially or fully funded with the FTA funds reallocated by RCTC to Metrolink. 308 RCTC FTA DBE Goal Methodology FFY 2022-FFY 2024 Page 6 of 28 Categories of Work RCTC reviewed each project anticipated to be awarded in the triennial period and determined the applicable categories of work applicable for each project using North American Industry Classification System (NAICS) codes. The corresponding dollar values for each NAICS code for each project were summarized for purposes of weighting the categories of work based on the staff estimates. Table 2 provides a summary of the categories of work with estimated dollars for each. • Column A lists the name and brief description of each project. • Column B lists the estimated FTA dollar share for each project. • Column C lists the category of work (NAICS) code. • Column D lists the category of work (NAICS) title. • Column E lists the estimated FTA dollar share for each NAICS code. • Column F lists the estimated FTA percentage share for each NAICS code. 309 RCTC FTA DBE Goal Methodology FFY 2022-FFY 2024 Page 7 of 28 A B c TABLE 2 (amounts subject to rounding differences) D E F PROJECT NAME/ DESCRIPTION EST. FTA $ SHARE NAICS CODE NAICS TITLE EST. FTA $ SHARE NAICS EST. FTA % SHARE NAICS Moreno Valley March Field Station Rail Improvements - Construction $12,997,049 237110 Water and sewer line and related structures construction $456,953 2.0% 237990 Other heavy and civil engineering construction $10,509,690 45.2% 238120 Structural steel and precast concrete contractors $662,345 2.8% 238190 Other foundation, structure, and building exterior contractors $379,688 1.6% 238210 Electrical contractors and other wiring installation contractors $658,717 2.8% 238220 Plumbing, heating, and air-conditioning contractors $49,054 0.2% 238910 Site preparation contractors $280,602 1.2% Moreno Valley March Field Station Rail Improvements - Construction Management $1,949,557 236210 Industrial building construction $97,478 0.4% 237310 Highway, street, and bridge construction $97,478 0.4% 541310 Architectural services $97,478 0.4% 541330 Engineering services $662,849 2.8% 541370 Surveying and mapping (except geophysical) services $97,478 0.4% 541380 Testing laboratories $292,434 1.3% 541611 Administrative management and general management consulting services $311,929 1.3% 541620 Environmental consulting services $214,451 0.9% 541820 Public relations agencies $77,982 0.3% Rail Stations Capital Rehabilitation - Bid 8c Construction Support $550,000 541330 Engineering services $200,000 0.9% 561210 Facilities support services $200,000 0.9% 561720 Janitorial services $150,000 0.6% Rail Stations Capital Rehabilitation - Construction Station Contracts $4,840,000 221310 Water supply and irrigation systems $200,000 0.9% 238160 Roofing contractors $20,000 0.1% 238190 Other foundation, structure, and building exterior contractors $350,000 1.5% 238210 Electrical contractors and other wiring installation contractors $600,000 2.6% 310 RCTC FTA DBE Goal Methodology FFY 2022-FFY 2024 Page 8 of 28 A B c D E F PROJECT NAME/ DESCRIPTION EST. FTA $ SHARE NAICS CODE NAICS TITLE EST. FTA $ SHARE NAICS EST. FTA % SHARE NAICS 238220 Plumbing, heating, and air-conditioning contractors $70,000 0.3% 238320 Painting and wall covering contractors $1,600,000 6.9% 238330 Flooring contractors $50,000 0.2% 238990 All other specialty trade contractors $1,500,000 6.4% 561730 Landscaping services $450,000 1.9% Rail Stations Operations (CARES) - Bid & Construction Support $250,000 541330 Engineering services $25,000 0.1% 561210 Facilities support services $25,000 0.1% 561720 Janitorial services $200,000 0.9% Rail Stations Operations (CARES) - Construction Station Contracts $1,000,000 221310 Water supply and irrigation systems $30,000 0.1% 238160 Roofing contractors $10,000 0.0% 238190 Other foundation, structure, and building exterior contractors $25,000 0.1% 238210 Electrical contractors and other wiring installation contractors $25,000 0.1% 238220 Plumbing, heating, and air-conditioning contractors $25,000 0.1% 238320 Painting and wall covering contractors $25,000 0.1% 238330 Flooring contractors $10,000 0.0% 238990 All other specialty trade contractors $250,000 1.1% 561730 Landscaping services $600,000 2.6% Riverside Downtown Platform Expansion- Construction $1,004,978 237990 Other heavy and civil engineering construction $844,283 3.6% 238120 Structural steel and precast concrete contractors $70,357 0.3% 238190 Other foundation, structure, and building exterior contractors $70,357 0.3% 541360 Geophysical surveying and mapping services $8,724 0.0% 562112 Hazardous waste collection $11,257 0.0% Riverside Downtown Platform Expansion- $150,747 236210 Industrial building construction $7,537 0.0% 237310 Highway, street, and bridge construction $7,537 0.0% 541310 Architectural services $7,537 0.0% 311 RCTC FTA DBE Goal Methodology FFY 2022-FFY 2024 Page 9 of 28 A PROJECT NAME/ DESCRIPTION Construction Management TOD Strategic Plan Total B c D E F EST. FTA $ SHARE NAICS CODE NAICS TITLE EST. FTA $ SHARE NAICS EST. FTA % SHARE NAICS 541330 Engineering services $51,254 0.2% 541370 Surveying and mapping (except geophysical) services $7,537 0.0% 541380 Testing laboratories $22,612 0.1% 541611 Administrative management and general management consulting services $24,120 0.1% 541620 Environmental consulting services $16,582 0.1% 541820 Public relations agencies $6,030 0.0% $515,789 541990 All other professional, scientific, and technical services $515,789 2.2% $23,258,120 $23,258,120 100.0% 312 RCTC FTA DBE Goal Methodology FFY 2022-FFY 2024 Page 10 of 28 IV. GOAL METHODOLOGY Step 1: Determination of a Base Figure (26.45)1 To establish the Base Figure of the relative availability of DBEs to all comparable firms (DBE and Non -DBE) available to bid or propose on RCTC's FTA-assisted contracting opportunities projected to be solicited during the triennial goal period, RCTC followed the prescribed federal methodology to determine relative availability. This was accomplished by assessing the California Unified Certification Program (CUCP) DBE Database of Certified Firms and the 2018 U.S. Census Bureau County Business Patterns Database within RCTC's market area for each of the categories of work defined in Table 2. (Number of Ready, Willing and Able DBEs) Base Figure = I x Estimated NAICS (Number of All Ready, Willing and Able Firms) b For the numerator: CUCP DBE Database of Certified Firms b For the denominator: 2018 U.S. Census Bureau's Business Patterns Database In accordance with the formula listed above, the Base Figure is derived by: • dividing the number of ready, willing and able DBE firms identified for each NAICS work category by the number of all firms identified within the market area for each corresponding work category (relative availability), • weighting the relative availability for each work category by the corresponding work category weight from Table 2 (NAICS %) to determine the Weighted Ratio for each NAICS work category, and • adding the weighted ratio figures together. A concerted effort was made to ensure that the scope of businesses included in the numerator was as close as possible to the scope included in the denominator. • Column A lists the category of work (NAICS) code. • Column B lists the category of work (NAICS) title. • Column C lists the estimated percentage of each NAICS code (the estimated FTA dollars for each NAICS code divided by the grand total of all estimated FTA dollars) from Table 2. • Column D lists number of DBEs in the market area for each NAICS code from the CUCP DBE Database of Certified Firms. • Column E lists number of all firms (DBE and non -DBE) in the market area for each NAICS code from the 2018 U.S. Census Bureau County Business Patterns Database. • Column F lists the relative availability of DBEs for each NAICS code (the number of DBEs divided by the number of all firms). • Column G lists weighted ratio for each NAICS code (relative availability divided by the estimated NAICS percentage). The weighted base figure is the sum of the weighted ratios for each NAICS code. 1 26.45 represents Title 49 CFR Part 26 regulatory goal setting methodology reference. 313 oF RCTC FTA DBE Goal Methodology FFY 2022-FFY 2024 Page 11 of 28 A TABLE 3 (amounts subject to rounding differences) B C D E F G NAICS NAICS TITLE CODE NAICS %2 DBES ALL FIRMS RELATIVE AVAILABILITY (DBEs _ All Firms) WEIGHTED RATIO (Rel. Avail. x NAICS %) 221310 Water supply and irrigation systems 1.0% 4 73 5.5% 0.1% 236210 Industrial building construction 0.5% 20 107 18.7% 0.1% 237110 Water and sewer line and related structures construction 2.0% 36 186 19.4% 0.4% 237310 Highway, street, and bridge construction 0.5% 60 175 34.3% 0.2% 237990 Other heavy and civil engineering construction 48.8% 10 87 11.5% 5.6% 238120 Structural steel and precast concrete contractors 3.2% 17 112 15.2% 0.5% 238160 Roofing contractors 0.1% 4 408 1.0% 0.0% 238190 Other foundation, structure, and building exterior contractors 3.5% 12 134 9.0% 0.3% 238210 Electrical contractors and other wiring installation contractors 5.5% 38 1,874 2.0% 0.1% 238220 Plumbing, heating, and air- conditioning contractors 0.6% 9 2,252 0.4% 0.0% 238320 Painting and wall covering contractors 7.0% 6 850 0.7% 0.0% 238330 Flooring contractors 0.3% 1 373 0.3% 0.0% 238910 Site preparation contractors 1.2% 48 560 8.6% 0.1% 238990 All other specialty trade contractors 7.5% 36 780 4.6% 0.3% 541310 Architectural services 0.5% 11 533 2.1% 0.0% 541330 Engineering services 4.0% 93 1,760 5.3% 0.2% 541360 Geophysical surveying and mapping services 0.0% 1 10 10.0% 0.0% 541370 Surveying and mapping (except geophysical) services 0.5% 17 123 13.8% 0.1% 541380 Testing laboratories 1.4% 20 210 9.5% 0.1% 541611 Administrative management and general management consulting services 1.4% 114 2,171 5.3% 0.1% 541620 Environmental consulting services 1.0% 78 288 27.1% 0.3% 541820 Public relations agencies 0.4% 16 152 10.5% 0.0% 2 The weighted ratio is the sum of each NAICS code from Table 2. 314 A RCTC FTA DBE Goal Methodology FFY 2022-FFY 2024 Page 12 of 28 B C D E F G NAICS CODE NAICS TITLE NAICS %2 DBES ALL FIRMS RELATIVE AVAILABILITY (DBEs : All Firms) WEIGHTED RATIO (Rel. Avail. x NAICS %) 541990 All other professional, scientific, and technical services 2.2% 24 499 4.8% 0.1% 561210 Facilities support services 1.0% 2 96 2.1% 0.0% 561720 Janitorial services 1.5% 10 1,059 0.9% 0.0% 561730 Landscaping services 4.5% 16 1,624 1.0% 0.0% 562112 Hazardous waste collection 0.0% 5 17 29.4% 0.0% Base Figure (i.e., Sum of Weighted Ratios for all Work Categories) 8.7% Step 2: Adjusting the Base Figure Upon establishing the Base Figure, RCTC reviewed and assessed other known evidence potentially impacting the relative availability of DBEs within the market area, in accordance with prescribed narrow tailoring provisions set forth under 49 CFR Part 26.45: Step 2; DBE Goal Adjustment guidelines. Evidence considered in making an adjustment to the Base Figure included past DBE goal attainments and other evidence, as follows: A. Past DBE Goal Attainments Historical DBE participation attainments provide demonstrable evidence of DBE availability and capacity to perform on RCTC projects. The projects anticipated to be awarded during the triennial period are substantially similar to those awarded in the recent past. RCTC calculated past DBE participation attainments for the three (3) FFY3, for which DBE attainment data is available. The table below reflects the demonstrated capacity of DBEs (measured by actual historical DBE participation attainments) on FTA-assisted contracts awarded by RCTC within the last three (3) FFYs. • Column A lists the Federal Fiscal Year. • Column B lists the FTA DBE Goal percentage for that FFY. • Column C lists the percentage of DBE attainment on the FTA share from the RCTC Semi -Annual Uniform reports that were submitted to FTA. A TABLE 4 B C FEDEAL FISCAL YEAR (FFY) FTA DBE GOAL % FTA DBE ATTAINMENT % FFY 2018 10.80% 20.81% FFY 2019 8.90% 0.00% FFY 2020 8.90% 13.33% Median DBE Attainment Within the Last 3 FFYs 13.3% 3 RCTC is using the last three (3) FFY instead of five (5) FFY for past participation because there were no FTA awards in FFY 2016 or FFY 2017. 315 RCTC FTA DBE Goal Methodology FFY 2022-FFY 2024 Page 13 of 28 The median participation for the past three FFYs is higher than the Base Figure derived from Step 1; therefore, an adjustment to the Base Figure based on RCTC's past DBE goal attainments has been made. The adjustment is calculated by averaging the Base Figure with the median DBE Past Attainment, as shown below. Base Figure (A) 8.7% Median DBE Attainment (B) 13.3% Adjusted Base Figure [(A+B)/2] 11.0% B. Disparity Study RCTC has not conducted a disparity study nor does it possess evidence on hand of discrimination in its transportation contracting program. RCTC reviewed and evaluated disparity studies from the Orange County Transportation Authority (OCTA), the San Diego —Imperial County Consortium, and Caltrans as part of this goal setting process. RCTC has declined to apply the results of these disparity studies to the triennial goal methodology since the nature of procurements covered under these other studies include significantly different projects and market areas from the projects anticipated for RCTC during this triennial period. For this reason, RCTC will not be making an adjustment to the base figure using evidence from the other disparity studies. RCTC will continue to review other agency disparity studies for similarities to their procurements. RCTC will also consider undergoing its own disparity study should additional FTA-funded projects be identified in the future. C. Other Available Evidence RCTC is not in possession of other information that would have an impact on the DBE goal assessment. V. PROPOSED OVERALL DBE GOAL Since the Ninth Circuit Court of Appeals decision regarding Western States Paving v. Washington State Department of Transportation, RCTC has set race neutral goals. RCTC will periodically re-evaluate its DBE Program to determine whether contract goals are necessary to achieve the overall goal. If after re-evaluation RCTC believes a race - conscious program is necessary, as required by Western States, RCTC will gather evidence to determine if discrimination in the transportation contracting industry is present. RCTC will make a determination at that time as to what type of evidence gathering is appropriate, based on DOT regulations and case law. The Final Proposed Overall DBE Goal for FFY 2022-2024 for RCTC's FTA-assisted contracts is 11.0%. RCTC will continue to have race -neutral DBE program for FFY 2022-2024. RCTC has been able to achieve moderate DBE participation by using only race -neutral methods, will continue to use the existing race -neutral measures as listed below, and will consider new measures in order to achieve even greater participation over the triennial period. RCTC will carefully monitor participation during the course of the goal period. At the conclusion of each year during the goal period, RCTC will re-evaluate the effectiveness of the race -neutral methods and determine if it is necessary to institute a race -conscious portion and contract specific goals. If, in the future, as a result of this re-evaluation, RCTC decides to implement race -conscious means, RCTC will submit a revised DBE Goal methodology for FTA review and approval. 316 oF RCTC FTA DBE Goal Methodology FFY 2022-FFY 2024 Page 14 of 28 RCTC intends to use race -neutral methods, as shown below, to meet the overall DBE goal of 11.0% for FFY 2022- 2024 in accordance with Title 49 CFR Part 26.51. RACE -CONSCIOUS & RACE -NEUTRAL PROJECTIONS DBE Adjusted Base Figure 11.0% Race -Conscious Component 0.0% Race -Neutral Component 11.0% VI. RACE -NEUTRAL IMPLEMENTATION MEASURES The United States Department of Transportation (USDOT) regulations require that race -neutral methods be used to the maximum extent feasible to reach the DBE overall goal. RCTC is currently implementing a number of race - and gender -neutral remedies to outreach and promote the participation of DBEs and small businesses in RCTC's FTA-assisted contracting program. RCTC plans to continue or implement the following race -neutral measures for FFY 2022-2024 and will continue to explore other options for consideration based on RCTC's success in meeting its overall DBE goals based on these efforts: • RCTC will structure and present solicitations and schedules in ways that facilitate DBE and other small business participation with prospective prime contractors. RCTC will also participate in Small Business conferences, which may include a networking component to promote teaming opportunities between prospective prime contractors and the DBE and Small Business contracting community. • Holding pre -proposal meetings, invite DBE firms, and provide for networking at these meetings. • RCTC will refer the DBE and Small Business contracting community to the SBA Bonding Assistance Program. • RCTC will carry out a communications effort to inform DBEs and other Small Businesses of opportunities that may be available. • RCTC will actively promote Small Business conferences, programs and supportive services currently offered by peer agencies which have mature DBE and Small Business Programs and are seeking increased DBE and Small Business participation in their programs as a supportive service to help develop and improve immediate and long-term business management, record keeping, and financial and accounting capability for DBEs and other small businesses. • RCTC will advise contractors about the online directory of certified DBEs, found at the California Department of Transportation (Caltrans) website: https://dot.ca.gov/programs/civil-rights/dbe-search • RCTC will advise the DBE and small business community to participate in Caltrans' DBE Supportive Services Program, which offers free training classes and one-on-one technical assistance. Fostering Small Business Participation RCTC has implemented several strategies to foster small business participation in its contracting process. These include the following: 317 RCTC FTA DBE Goal Methodology FFY 2022-FFY 2024 Page 15 of 28 • In multi -year design -build contracts or other large contracts (e.g., for "megaprojects"), requiring bidders on the prime contract to specify elements of the contract or specific subcontracts that are of a size that small businesses, including DBEs, can reasonably perform. • On larger prime contracts, encouraging the prime contractor to consider subcontracting opportunities of a size that small businesses, including DBEs, can reasonably perform, rather than self -performing all the work involved. • Identifying alternative acquisition strategies and structuring procurements to facilitate the ability of consortia or joint ventures consisting of small businesses, including DBEs, to compete for and perform prime contracts. • Ensuring that a reasonable number of prime contracts are of a size that small businesses, including DBEs, can reasonably perform. • Provide outreach to current RCTC contractors or past RCTC contractors who may qualify for DBE -certification by encouraging them to seek and obtain DBE -certification. VII. PUBLIC PARTICIPATION AND FACILITATION A Public Notice (Attachment 1) was issued on the RCTC website (Attachment 2), publishing the Draft Proposed FTA Overall DBE Goal -Setting Methodology for FFY 2022-2024. The notice informed the public that the proposed goal and rationale were available upon request, that RCTC will host a webinar to present the DBE goal and methodology, and that RCTC would accept comments on the proposed goal for 30 days from the date of the Public Notice. In accordance with Public Participation Regulatory Requirements of Title 49 CFR Part 26, minority, women, local business associations, and community organizations within the market area were contacted and provided an opportunity to review the triennial goal analysis and provide input. RCTC reached out to 16 local minority, women, and community business organizations to provide them information on RCTC's DBE program and specifically the Draft Proposed FTA Overall DBE Goal -Setting Methodology for FFY 2022-2024 and to solicit their comments. Each organization was contacted multiple times by both email (Attachment 3), which included a list of questions for participants to consider (Attachment 4), and telephone. Despite outreach efforts, no comments were received. The summary of all contact made in an attempt to receive input as part of this process can be found in Attachment 5. RCTC prepared a presentation for the public comment webinar (Attachment 6), however no individuals participated. 318 RCTC FTA DBE Goal Methodology FFY 2022-FFY 2024 Page 16 of 28 ATTACHMENT 1: Public Notice Document was last saved: Just now KIVtK)1Ut COUNTY TRANSPORTATION COMMISSION RIVERSIDE COUNTY TRANSPORTATION COMMISSION PROPOSED FEDERAL TRANSIT ADMINISTRATION TRIENNIAL DBE GOAL FFY 2022-2024 Dated 2/18/21 In accordance with 49 CFR Part 26.45(g), the Riverside County Transportation Commission (RCTC), as a recipient of U.S. Department of Transportation assistance, announces a proposed Federal Transit Administration (FTA) overall Triennial Disadvantaged Business Enterprise (DBE) goal of 11.0% for Federal Fiscal Years 2022-2024. This race -neutral goal represents the percentage of work anticipated to be performed by certified DBE firms on RCTC's FTA-assisted projects. The methodology used to determine the proposed goal will be available for public inspection for thirty (30) days from the date of this notice upon request. RCTC will host a webinar on March 16t" from 10:00 am — 11:00 am PST to present the methodology for establishing the proposed DBE goal, provide an opportunity for public comment, and answer any questions about RCTC's DBE program and proposed DBE goal. Click here to register for the webinar. RCTC and the U.S. Department of Transportation will accept comments on this proposed goal for 30 days from the date of this notice. Written comments to the RCTC DBE Liaison Officer, Matthew Wallace, may be emailed to mwallacePrctc.org or mailed to 4080 Lemon Street 3'd Floor, Riverside, CA 92501. Written comments can also be sent directly to the FTA, Marisa Appleton, Civil Rights Officer, 200 W. Adams Street, Suite 320, Chicago, IL 60606. Written comments at both locations will be accepted until Monday, March 22, 2021. 319 RCTC FTA DBE Goal Methodology FFY 2022-FFY 2024 Page 17 of 28 ATTACHMENT 2: Website notification 1 2/1912021 Vendor Registration for Bid Opportunities with RCTC • November and December (Permit Period 86) Applications for a particular permit period shall be due by the 19th day of the calendar month immediately preceding the particular permit period. For questions, please contact RCTC's Rail Department at 951.787.7141. When completed, the Leafleting, Solicitation and/or Political Campaign Activities Permit Application together with a copy of the material to be distributed should be e -mailed to info@rctc.org. DISADVANTAGED BUSINESS ENTERPRISE (DBE) PROGRAM The Commission strongly encourages the utilization and participation of certified DBE firms in its contracting and procurement activities. It is the Commission's policy to ensure that DBEs have an equal opportunity to receive and participate in DOT -assisted contracts. The Commission procurements will be administered without discrimination on the basis of race. color. sex. or national origin. RCTC is a recipient of U.S. Department of Transportation (USDOT), Federal Transit Administration (FTA), funding.As a condition of receiving this assistance, RCTC signed an assurance that it will comply with FTA's DBE requirements. In accordance with Title 49 CFR Part 26 provisions: Participation by DBEs in USDOT Programs. RCTC is required to develop and submit a Triennial Overall DBE Goal for its FTA-assisted projects. Click here to view RCTC Federal Transit Administration Triennial DBE Goal — FFY 2022-2024 320 RCTC FTA DBE Goal Methodology FFY 2022-FFY 2024 Page 18 of 28 ATTACHMENT 3: Sample Email COUNTY IllRIVERSIDE TRANSPORTATION COMMISSION TRIENNIAL DBE GOAL FFY 2022-2024 11.0 / 4 The Riverside County Transportation Commission (RCTC), as a recipient of U.S. Department of Transportation assistance and in accordance with 49 CFR Part 20.45(g), announces a FFY 2022-2024 proposed Federal Transit Administration (FTA) Disadvantaged Business Enterprise View Public Notice (DBE) overallprogram triennial DBE goal of 11 0% for Federal Fiscal Years (FFY) 2022-2024. Upcoming Webinar RCTC will be hosting a webinar for Register Here! public participation on: Tuesday, March 16th at 10:00 a.m. RCTC has developed questions for minority, women's and general contract groups, community organizations and other official organizations to learn more information concerning the availability of disadvantaged and non - disadvantaged businesses_ the effects of discrimination on opportunities for DBEs, and RCTC's efforts to establish a level playing Field for the participation of DBEs. Consultative Process Questions Agenda DBE Goal far Introduction DBE Goal olo Methodology FFY 2022-2024 • Title 49 CFR Part 26 • Market Area • Next Steps • Triennial Goal • Anticipated Period Projects • Adjustments Unable to Attend? Comments Accepted through March 22, 2021 RCTC will be accepting comments to the overall DEE Goal -Setting Methodology for FFY 2022-2924 until March 22, 2921. Please contact Matthew Wallace at mwallace@rdc.org_ GCAP Services, Inc. 13525 Hyland Avenue, Suite 143, Costa Mesa, CA 42626 Unsubscribe {recipient's email' Update Profile 1 Customer Contact Data Notice Sent by nchang0gcapservices.com powered by 321 RCTC FTA DBE Goal Methodology FFY 2022-FFY 2024 Page 19 of 28 ATTACHMENT 4: Consultation Questions plRIVERSIDE Triennial DBE Goal Methodology COUNTY Consultative Process Questions TRANSPORTATION COMMISSION The Riverside County Transportation Commission (RCTC) must establish and submit an overall triennial Disadvantaged Business Enterprise (DBE) goal far the Federal Transit Administration's (FTA) approval. The goal setting takes into consideration the contracting opportunities that use federal funds. RCTC announces its overall DBE goal of 11% for Federal Fiscal Year 2022-2024 (October 2021— September 2024). Pursuant to the requirements in 49 CFR 26.45(g)(1)(i), prior to submitting the goal document to the FTA, RCTC is required to consult with minority, women's and general contractor groups, community organizations, and other officials or organizations which could be expected to have information concerning the availability of disadvantaged and non -disadvantaged businesses, the effects of discrimination on opportunities for DBEs, and RCTC's efforts to establish a level playing field for the participation of DBEs. As part of the consultation phase, RCTC is contacting you for your organization's input. Please review the questions listed below at your earliest opportunity. The questions are to provide a context for you to consider in determining information you may have available or that could be useful as part of the consultation. Any feedback or comments you may have will be used to further enrich our DBE Program Plan activities. Comments and responses may be submitted via email to mwallacetarctc.org no later than March 22, 2021. 1. Are you aware of or have you experienced any specific barriers toward DBEs in competing for federally funded contracts? 2. Has your firm experienced discrimination in the process for competing for government contracts? If yes, please explain. 3. Do you have any recommendations for methods of outreach to increase small and disadvantaged business participation? 4. Have you participated in any DBE or small business specific training, workshops, or outreach events locally? If so, please list the event and hosting organization, and provide feedback on the value of the event. 5. Do you use any other eProcurement systems to compete for contracts with any other agencies? 6. What is your overall opinion of eProcurement systems? 7. Have you recently worked with OBEs or other small businesses on pursuing contracts? If so, please describe your experience. 8. Do you have any recommendations for encouraging prime contractors to utilize DBEs and other small businesses on their contracting teams? For additional information on the consultative process and RCTC's Triennial DBE Goal Methodology, please email the RCTC DBE Liaison Officer, Matthew Wallace, at mwallace@rctc.orp. 322 RCTC FTA DBE Goal Methodology FFY 2022-FFY 2024 Page 20 of 28 ATTACHMENT 5: Email and Telephone Log Organization Contact Efforts Comments American Indian Chamber of Commerce of California stateadmin@aicccal.org (213) 440-3232 Emails sent on 2/19/2021, 2/23/2021, 2/25/2021, 3/2/2021, 3/4/2021, 3/9/2021, 3/11/2021, 3/15/2021. 3/4/2021 Called and spoke with Maria. She asked us to send email with outreach information. Email was sent to her. 3/11/2021 Sent a follow up email to Maria with webinar registration link. No comments received Asian Business Association Dennis Huang, Executive Director/CEO dennis@abala.org No phone number located Emails sent on 2/19/2021, 2/23/2021, 2/25/2021, 3/2/2021, 3/4/2021, 3/9/2021, 3/11/2021, 3/15/2021. No comments received Asian Business League of Southern California admin@ablsocal.org (213) 290-3886 Emails sent on 2/19/2021, 2/23/2021, 2/25/2021, 3/2/2021, 3/4/2021, 3/9/2021, 3/11/2021, 3/15/2021. 3/4/2021 Called several times and kept receiving "user busy" notice. 3/10/2021 Tried calling again and number seemed to be out of service. Searched Google, but no alternate phone number located. No comments received Black Chamber of Commerce Inland Empire (Inland Empire African American Chamber) Tammy Martin-Ryles/President- Chair info@bccinlandempire.com (844) 332-2243 ext. 902 (909) 888-0017 Emails sent on 2/19/2021, 2/23/2021, 2/25/2021, 3/2/2021, 3/4/2021, 3/9/2021, 3/11/2021, 3/15/2021. 3/4/2021 Called and left a message for Tammy. 3/10/2021 Called and left a follow up message for Tammy. No comments received Chinese Chamber of Commerce of Los Angeles info@lachinesechamber.org (213) 617-0396 Emails sent on 2/19/2021, 2/23/2021, 2/25/2021, 3/2/2021, 3/4/2021, 3/9/2021, 3/11/2021, 3/15/2021. 3/4/2021 Called twice and number did not seem to be in service. 3/10/2021 Called and number was out of service. Searched Google, but no alternate phone number located. No comments received 323 oF RCTC FTA DBE Goal Methodology FFY 2022-FFY 2024 Page 21 of 28 Organization Contact Efforts Comments Greater Corona Hispanic Chamber of Commerce Nick Lopez, President info@GCHCC.com (951) 278-4755 Emails sent on 2/19/2021, 2/23/2021, 2/25/2021, 3/2/2021, 3/4/2021, 3/9/2021, 3/11/2021, 3/15/2021. 3/4/2021 Called and left a message for Nick. 3/10/2021 Called and left a follow up message for Nick. No comments received Greater Riverside Hispanic Chamber of Commerce Carmen Lainez, Chairwoman clainez@bailhotline.net (562) 412-8214 info@grhcc.com (951) 965-9115 Emails sent on 2/19/2021, 2/23/2021, 2/25/2021, 3/2/2021, 3/4/2021, 3/9/2021, 3/11/2021, 3/15/2021. 3/4/2021 Called and left a message for Carmen. 3/10/2021 Called and left a follow up message for Carmen. No comments received High Desert Hispanic Chamber of Commerce Eric J Camarena, Chair of Board information@hdhccfoundation.org (760) 241-6661 Emails sent on 2/19/2021, 2/23/2021, 2/25/2021, 3/2/2021, 3/4/2021, 3/9/2021, 3/11/2021, 3/15/2021. 3/4/2021 Called and left a message for Eric. 3/10/2021 Called and left a follow up message for Eric. No comments received National Association of Women Business Owners - Inland Empire Hilda Kennedy, President president@nawbo-ie.org (909) 915-1706 support@nawbo-ie.org (951) 703-2266 Emails sent on 2/19/2021, 2/23/2021, 2/25/2021, 3/2/2021, 3/4/2021, 3/9/2021, 3/11/2021, 3/15/2021. 3/4/2021 Called and spoke with Ashley and informed her about the goal and webinar. She said she would get the word out to the team. 3/11/2021 Called and left a follow up message for Ashley. No comments received National Association of Women in Construction -Los Angeles Barbara Kotsos, President barbarak@girouxglass.com marketing@nawicla.org Emails sent on 2/19/2021, 2/23/2021, 2/25/2021, 3/2/2021, 3/4/2021, 3/9/2021, 3/11/2021, 3/15/2021. Unable to locate phone number. No comments received National Association of Women in Construction -Orange County info@nawicoc.org (714) 446-8880 Emails sent on 2/19/2021, 2/23/2021, 2/25/2021, 3/2/2021, 3/4/2021, 3/9/2021, 3/11/2021, 3/15/2021. 3/4/2021 Called and received the voicemail box of Mammoth Electric. No comments received Ontario Hispanic Chamber of Commerce onthcc@gmail.com (909) 983-8810 Emails sent on 2/19/2021, 2/23/2021, 2/25/2021, 3/2/2021, 3/4/2021, 3/9/2021, 3/11/2021, 3/15/2021. 3/4/2021 Called and number is no longer in service. No comments received 324 oF RCTC FTA DBE Goal Methodology FFY 2022-FFY 2024 Page 22 of 28 Organization Contact Efforts Comments Searched Google, but no alternate phone number located. Riverside County Black Chamber of Commerce Pepi Jackson, President pepi@riversidecountybcc.org (951) 823-0175 x 103 Marketing@ RiversideCountyBCC.Org Emails sent on 2/19/2021, 2/23/2021, 2/25/2021, 3/2/2021, 3/4/2021, 3/9/2021, 3/11/2021, 3/15/2021. 3/4/2021 Called and spoke with Pepi. He asked us to send an email with information about the goal and webinar. Email was sent. 3/11/2021 Called and left a message for Pepi and sent an email with the webinar link. No comments received Southern California Black Chamber of Commerce 888-466-7408 info@blackchamberofcommerce.org Emails sent on 2/19/2021, 2/23/2021, 2/25/2021, 3/2/2021, 3/4/2021, 3/9/2021, 3/11/2021, 3/15/2021. 3/4/2021 Called and left a message. 3/11/2021 Called and left a follow up message. No comments received WTS- Orange County orangecountywts@gmail.com (714) 560-5717 Emails sent on 2/19/2021, 2/23/2021, 2/25/2021, 3/2/2021, 3/4/2021, 3/9/2021, 3/11/2021, 3/15/2021. 3/4/2021 Called and left a message. 3/11/2021 Called and left a follow up message. No comments received WTS-Inland Empire contactwtsie@gmail.com *unable to locate phone number for outreach call Emails sent on 2/19/2021, 2/23/2021, 2/25/2021, 3/2/2021, 3/4/2021, 3/9/2021, 3/11/2021, 3/15/2021. No comments received 325 RCTC FTA DBE Goal Methodology FFY 2022-FFY 2024 Page 23 of 28 ATTACHMENT 6: Webinar Presentation L '`ocument was last saved: 2m ago 2 FTA Overall DBE Goal -Setting Methodology Federal Fiscal Years 2022-2024 Public Comment Webinar March 16, 2021 326 Ili RCTC FTA DBE Goal Methodology FFY 2022-FFY 2024 Page 24 of 28 Document was last saved: Just now Introduction Title 49 CFR Part 26 • DBE regulations require a triennial goal Triennial Period • Federal Fiscal Years 2022-2024 • October 1, 2021 through September 30, 2024 3 Triennial DBE Goal Development s •Addi J ir eAmtill I=MI- - -I= - -- MARKET AREA ANTICIPATED PROJECTS 1 et CATEGORIZATION OF WORK ;71' 441 } c a* J DBE BASE FIGURE ADJUSTMENTS a 4 327 RCTC FTA DBE Goal Methodology FFY 2022-FFY 2024 Page 25 of 28 Market Area �t Orange County, `'`"" MC.) Riverside County, San Bernardino County aMill Anticipated FTA-Assisted Projects FOR FFY 2022-2024 Project Name/Description Total Est. Est. FTA $ Est. FTA % Project Cost Share Share Va M F - . • Ra4 Im • • . 13 22 •• 1 7 ' Moreno Va March Field Station Rail Im • • errs Construction M 1998 404 1949 557 98% Rail Stations Ca • • . I Rehabihtation Bid & Construction Su . • • 550 s , i 550 000 100% Rail Stations Capital Rehabilitation Construction Station Contracts 4,840,000 4,840,000 100% Rail Stations • • rations CARES - Bid & Construction Su • • • 250 000 250 000 100% Rail Stations . • rations CARES Construction Station Contracts 1.000.000 1 000 000 100% Riverside Downtown Platform • • nsion 3 71000 1 004 978 28% Riverside Downtown Platform E • nsion Construction Mana : ement 535 650 150 747 28% TOD S • • Plan 700 s , u 515 789 74% Total 526,767,749 $23,258,120 87% 6 328 RCTC FTA DBE Goal Methodology FFY 2022-FFY 2024 Page 26 of 28 ategorization of Work NAICS CODES 221310 Water 734210 Indus 237110 Water 237310 N 237910 Met 2311120 5 238160 2311190 Other Flo 234220 Mum 231320 p 231330 )bowl 234910 51tc pr 232990 All015 541310 Mehl• 541330 Engine 541360 Geop 541370 Surc 541310 Tent 541611 Adm. 541620 Erwlro 561120 Public 311190 a0 otn 561210 7ac0a, 511720 lank 561730 L a dt 562112 H4147 __ trial yA.lw% tuct noolr EMcb lkg, alnWtg r4 yes rig stria),.into% taping doss% 451. 7140. (50. SHARE NAKS 6230000 1.0% % supply and Irttptllon opium balling coltt[rottbn 105,015 03% Nod ewer lbw and relabel structures mnbuctlen 456,963 2.016 M10.% and lrkli. cowaructbn 105,015 03% bow, and d.0al%Ilaarelw% oaaanicdow gal awl and precast concrete contractors 11 1973 732.702 Oat% 32% 0 ceswa0Ol9 30000 0.1% lotndadnn. structure. and [wilding eesrlor caabactars 125,045 33% cal contractors ad other With' I startlOn MOM MOors 1,223717 59% tie at.ng_ad aktondleoWlg contractors 144054 0.616 and wall cWaYK Oparacl/s 1,225,000 7.0% core tractors 60000 03% eparatloo contractors 210602 12% cr specany trade ca abactors 1,7501000 73% .cturalssacn 105,015 03% eying services 939,103 4.016 ',Ural surveying and rwappl tog sesMow 6,724 0.016 g and mapping Recipe 1lop%97ttd) tan1 .9 106015 03% laboratories 315066 Lac ideas N c management and general ataaaatunrnt consulting 1wl0as 330049 1A% nmem al corm/12 tg suvlces 231033 1.016 re la born age ntMs 14,012 0.416 cr pioits Rena& edwn0116, and bind=MOW 116.749 22% es support services 225,000 1.0% 350,000 LS% services 1,050,000 43% waste Oa6clloa 11257 0.0% 7nEM 471 742 tan ten D% BASE FIGURE = ((Number of BEs) Number of AllDFrms) x Est. NAICS 916 \ CAT 1601Y OP W!0/[ 211111 Wear wpwayand .n"anon "Ilona 216210 Indo10.I Med.%tmat melon 227130 10.30, ..d ...., In. and hided .tructLoot co..v..bon 217110 Herr. or..vwt. and badge con anra Cn HMO Odwr heavy wad and• name.,nnl constructor. 11120 Stewing M..I and P.t.at to.tret. contractors 2111/0 Roofing ..., .tta. 21110 GOn.r Ioundalma ,tt war a, and 3uW,ns eat et or coar.ctat 11210 Manua a.nw MEWS .d aAar own(.mall.ta, contr.cte., 111220 11,006614., %oae.d, and-0.nd.on.ry contractors 21120 Ponta' rand mall to,enry contractor 21150 /bacon( co. rat tors 21»:05.5. nr.wr dace to.vwton 11110 M air wood?, 8.4. conOaator. 1%110 Mchnoctural ammo/. 14111 tryn..r.ry sass~., 141NO 6.ep6.vt1 ...n.w4 red mypry Tilt.% 6411701.wrenna .rid mein.% I. stmt r..aw.m.5 "rue.. 10110 Timm beano., 10611 Ae n.0t,..., maner.nvard (.ow rd rn.ny..n.e twdbns ..,'.o 541620 tnr.a.m.mal cer.ua.ry tors.t.s 641620 Iota. rotator's .0.nc.. 94101040 air 5 415.on.5. .s..M4. and 3Nnul t".an 501110 f dottrel soppat"roots 5617201aamnal "..ices 56111).milesOnl torn,” 562112 HM. doge .wa cdiwton NIS ML IMAM, 4V MUMMY MUS ores.. Mr hewn) NMI% Wta0MtD MTI0 (141. Awed. • 1641C1 11) 4 73 5.5% 111% 0.111 20 107 117% 0.5% 0.1% 36 186 19A% 20% 0.4% 60 175 34.1% 0.5% 0.2% 10 117 111% 411% 5.6% 17 112 151% 3.2% 0.5% 4 401 1A% 0.7% 0.0% 11 114 9.0% 3.5% 01% 3t 1,1174 2.0]1 63% 0.1% 9 2,252 0.4% 0.6% 0.014 6 150 0.7% 7A% 0.0% 1 371 0.3% 0.3% 0.0% at 560 16% 11% 0.1% 36 720 4.641 73% 0.1% 11 533 2.1% 03% 0.0% 98 1,750 5.8% 40% 0.2% 1 :0 100% 0.0% 0.0% 17 123 131% 05% 0.1% 20 210 9.5% L4% 0.1% 115 2,171 5.5% L4% 0.1% 79 211 27.1% L0% 0.1% 16 152 145% 0.4% 0.0% 24 419 4.151 11% 0.1% 2 % 2.1% 1.0% 0.0% 10 1.019 O9% 15% 0.0% 16 1,624 1.0% ♦5% 0.0% 5 17 290% Oo% 0.0% sun. n1.. (8.a_ Saw. el Vibealted Intim he di Wert 04644ae) 8.7% 329 RCTC FTA DBE Goal Methodology FFY 2022-FFY 2024 Page 27 of 28 Adjustments to the Base Figure Federal Fiscal Year (FFY) FTA DBE % Attainment 2017/2018 2018/2019 2019/2020 Median DBE Attainment 20.81% 0.0% 13.33% 13.33% Base Figure 8.7% Median DBE Adjusted Attainment Base Figure 13.3% 11.0% 9 Adjustments to the Base Figure Disparity Studies r Other Available Evidence 10 10 330 RF RCTC FTA DBE Goal Methodology FFY 2022-FFY 2024 Page 28 of 28 11 12 331 AGENDA ITEM 8G RIVERSIDE COUNTY TRANSPORTATION COMMISSION DATE: June 9, 2021 TO: Riverside County Transportation Commission FROM: Budget and Implementation Committee Jose Mendoza, Procurement Manager Matt Wallace, Deputy Director of Financial Administration THROUGH: Anne Mayer, Executive Director SUBJECT: Recurring Contracts for Fiscal Year 2021/22 BUDGET AND IMPLEMENTATION COMMITTEE AND STAFF RECOMMENDATION: This item is for the Commission to: 1) Approve the single -year recurring contracts in an amount not to exceed $15,679,516 for Fiscal Year (FY) 2021/22; 2) Approve the recurring multi -year contracts for specialized services on long-term projects in an amount not to exceed $1,373,967 in FY 2021/22 and $2,801,989 in FYs 2022/23 — 2025/26; 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 March 2021, 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 and programs without interruptions and maintain consistency. Agenda Item 8G 332 Below are the lists of proposed recurring contracts for FY 2021/22 and for specialized services multi -year contracts through FY 2025/26, followed by a summary for each consultant supporting inclusion as a recurring contract. Following Commission approval, staff will develop appropriate agreements or amendments 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 2021/22 These are single -year contracts with consultants. Staff recommends Commission approval of these agreements with these consultants for the aggregate amount of $15,679,516. Schedule of Recurring Contracts for FY 2021/22 Consultant Name Agreement Number Description of Services Budget FY 2020/21 Budget FY 2021/22 Dollar Change AM MA Transit Planning (AM MA) 08-26-115-15 Administration and support of Specialized Transit Program under Measure A and federal programs $ 145,000 $ 184,940 $ 39,940 Bartel Associates, LLC (Bartel) 15-19-044-02 Actuarial valuation services 17,500 17,500 - Bechtel Infrastructure Corporation (Bechtel) 21-31-065-00 Capital project program management services 6,900,000 6,941,500 41,500 Best, Best & Krieger LLP (BB&K) General legal services 3,468,500 3,512,300 43,800 BLX Group LLC (BLX) 11-19-104-07 Arbitrage rebate compliance services 15,000 15,000 - Epic Land Solutions, Inc. (Epic) 21-33-070-00 Support services for property management of Commission -owned properties and related contracts 500,000 500,000 - Fieldman Rolapp & Associates, Inc. (Fieldman) 04-19-029-16 Financial advisory services 325,000 325,000 - Iteris 09-45-067-09 1E511 traffic data and interactive voice response (IVR) operations and maintenance 268,000 135,000 (133,000) Media Beef 14-41-156-08 Technical services, system programming, network support and maintenance 25,000 20,000 (5,000) MetLife Investment Management, LLC (MetLife) 13-19-077-03 Investment management services 151,800 151,800 Orange County Transportation Authority (OCTA) 16-31-025-06 RCTC-OCTA Facility Agreement (ROFA) shared OCTA and RCTC costs for the 91 Express Lanes 3,652,000 2,787,300 (864,700) Payden & Rygel 13-19-135-04 Investment management services 84,000 86,000 2,000 Stantec Consulting Services, Inc. (Stantec) 15-31-048-12 Traffic and revenue consulting services for the 1-15 Express Lanes 420,000 800,000 380,000 TransTrack Inc (TransTrack) 08-62-005-09 End -user license agreement maintenance and support services 186,200 163,176 (23,024) 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 $ 16,198,000 $ 15,679,516 $ (518,484) Agenda Item 8G 333 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 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. The cost increase for FY 2021/22 reflects special activities anticipated including assistance in alternative transportation models including best practices and grant opportunities; technical assistance on zero -emission buses and alternative fuel requirements; and analysis with the city of Menifee for special transit needs. Bartel Associates, LLC In May 2015, the Commission selected Bartel under a competitive procurement process to provide biennial actuarial valuation services for the preparation of the Commission's Other Postemployment Benefits (OPEB) valuation report under the provisions of Governmental Accounting Standards Board (GASB) No. 75 Accounting and Financial Reporting for Postemployment Benefits Other Than Pensions. Additionally, Bartel provides a GASB 75 annual valuation rollforward report for the Commission's annual financial report. Given Bartel's knowledge and understanding of the Commission's valuation and measurement of OPEB, staff believes it would be more efficient and cost effective for continuity purposes to retain Bartel during FY 2021/22 for actuarial valuation services of the Commission's biennial OPEB valuation report and annual valuation rollforward report. Bechtel Infrastructure Corporation Bechtel provides program and construction management activities of highway and rail projects for the Measure A and Western County 10 -Year Delivery programs as well as the toll program. Bechtel supports the Commission's capital projects, including the Mid -County Parkway, State Route (SR) 79Realignment, Interstate 15 Express Lanes Project (1-15 ELP), 15/91 Express Lanes Connector, 1-15 ELP—Southern Extension, 1-15 Corridor Operations Project, I-215/Placentia Avenue Interchange, I-15/Railroad Canyon Road Interchange, SR -60 Truck Lanes, Pachappa Underpass, 91 Corridor Operations Project, Smart Freeways, Santa Ana River Trail, Riverside -Downtown station layover and platform expansion, Moreno Valley rail station upgrade, 71/91 Connector, and the I-10/Highland Springs Interchange. 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 Agenda Item 8G 334 important and avoids the need to increase Commission staff. The Bechtel contract for FY 2021/22 reflects a less than 1 percent increase despite an 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; toll road legal advisory and litigation services; and management services. The FY 2021/22 BB&K contract reflects a $43,800, or 1.3 percent, increase in legal costs compared to the FY 2020/21 contract. The Commission engages other legal firms for specific matters involving specialized legal services and potential conflicts of interest as required. 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 programs; the services have expanded to include toll revenue debt. These services are required by the Internal Revenue Service (IRS) 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 IRS 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 Senate Bill (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 and RCA properties, staff determined that Epic can most efficiently and cost effectively provide property management services. The scope of services for FY 2021/22 includes: • Upgrading the remaining utility licenses to current Commission terms to minimize liability Agenda Item 8G 335 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; • Adding RCA properties to mapbooks and database and update licenses as necessary to meet current Commission terms. • 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 and illegal occupants and identify encroachments such as illegal parking or the installation of facilities without a license; and • Work 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 1-15 ELP related to the annual update of the financial models and financial plans required by the Transportation Infrastructure Finance and Innovation Act (TIFIA) loan agreements, meeting with rating agencies, 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 2021/22 for financial advisory services, including the anticipated completion of the 91 Express Lanes debt refinancing later this fall. Staff expects no change in costs in FY 2020/21. Iteris Iteris was awarded a sole source agreement for operations and maintenance services of the IE511 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 Agenda Item 8G 336 Authority (SBCTA) since 2010. 1E511 is accessible across multiple platforms — 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 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 296,000 web sessions and 95,000 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 2022. Iteris' current agreement expires on June 30, 2021, therefore, staff recommends the Commission retain Iteris on a month -to -month basis through December 31, 2021. The FY 2021/22 budget for Iteris reflects a 50 percent decrease over the prior year cost due to the anticipated transition to a regional platform within the 2021 calendar year. 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 as well as the Commission's vanpool program, VanClub. In July 2020, IE Commuter and VanClub were transitioned to a new platform which will connect to Metro's rideshare system, supporting Los Angeles, Orange and Ventura County rideshare programs, establishing a regional southern California rideshare system and database this summer. The remaining program still supported by Media Beef, 1E511, is also slated to transition to a regional solution provided by Metro before the end of the calendar year. Media Beef's current agreement expires on June 30, 2021. Therefore, in order to continue 1E511 operations, staff recommends an amendment to retain Media Beef's services at the current monthly cost, on a month -to -month basis. SBCTA will also be transitioning to the same regional solution and will reimburse the Commission for its share of the ongoing operational costs under the cost -sharing agreement until the transition and decommissioning of 1E511 is complete. MetLife Investment Management, LLC Following a competitive procurement process, the Commission selected MetLife, formally Logan Circle Partners, LP in 2013 to provide 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 Agenda Item 8G 337 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 2021/22 for investment advisory services. Orange County Transportation Authority In support of the 91 Express Lanes, the Commission and OCTA (the agencies) entered into the ROFA in November 2015 to facilitate the reimbursement of shared costs during the life of the agencies' cooperative agreement executed in December 2011. The ROFA allows the Commission to reimburse OCTA for shared costs it incurs on behalf of the joint operation of the 91 Express Lanes and for OCTA to reimburse the Commission for costs it incurs on behalf of the joint operation. OCTA and the Commission meet each year to determine the amounts for each shared cost element. Included in the shared costs are the purchase of transponders, reimbursable costs administered by the toll contractor, joint equipment maintenance contracts, telephone costs, credit card fees, operations facilities costs, and consulting costs. In FY 2021/22, 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 $864,700 from FY 2020/21 due to a reduction in credit card fees, transponder costs, and third -party contract costs administered by the toll services provider. 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 2021/22 for investment advisory services of the Commission's operating funds. Stantec Consulting Services, Inc. In September 2010, Stantec Consulting Services, Inc. (Stantec) was selected under a competitive procurement process to provide consulting services for the development of the investment grade traffic and revenue study that secured the financing for the 91 Project. Stantec performed the field work and analysis required to create the traffic and revenue model. Additionally, Stantec supported the development of the toll pricing methodology and traffic simulations, which supported corridor design decisions. Stantec continues to support staff with toll rate setting, corridor improvement project impacts, and traffic simulations. Additionally, in FY 2021/22 Stantec will support efforts related to the refinancing of the 91 Express Lanes and ongoing efforts related to the 241/91 connector project. Stantec's long -history of supporting the 91 Project provides staff with valuable insight into the actual performance of the express lanes. Staff and Stantec developed a budget for the FY 2021/22 tasks at an estimated cost of $800,000, of which Agenda Item 8G 338 approximately $350,000 is for the 241/91 connector and is expected to be a reimbursable cost from the Transportation Corridor Agencies, the project sponsor of the 241/91 connector project. 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 Transit Agency 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 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 2021/22 will allow the Commission to streamline the funding reimbursement; allow for long-term budget preparation by transit agencies to better forecast operating and capital activities, increasing functionality with analytics; 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 2021/22. Specialized Services on Long -Term Projects for Multi -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 significantly during the period of performance. Staff recommends Commission approval of multi -year agreements with these consultants for the aggregate amount of $4,175,956. Agenda Item 8G 339 Specialized Services on Long -Term Projects for Two -Year Contracts Schedule of Recurring Contracts for Specialized Services for FY 2021/22 - FY 2022/23 Consultant Name Agreement Number Description of Services Budget FY 2020/21 Budget FY 2021/22 2 -Year Contract Mobile Relay Associates, LLC (MRA) 17-45-002-03 Leasing ultra -high frequency mobile relay stations, equipment and maintenance services $ 27,500 $ 27,500 $ 55,000 Total $ 27,500 $ 27,500 $ 55,000 Mobile Relay Associates, LLC In October 2016, the Commission awarded an agreement, in response to a competitive procurement, to MRA for the lease of ultra -high frequency mobile relay stations, radio equipment and maintenance services in support of communications for the Freeway Service Patrol (FSP) program. The original procurement was issued jointly by the Commission and SBCTA FSP programs which share dedicated California Highway Patrol officers who rely heavily on reliable radio communications to oversee daily FSP operations. MRA demonstrated the best coverage during the procurement testing process and has subsequently provided solid radio communications for both FSP programs for more than four years. The MRA agreement is set to expire on October 31, 2021, therefore, staff recommends extending MRA through FY 2022/23 at the same costs. It is anticipated that SBCTA will also extend its agreement with MRA. Agenda Item 8G 340 Specialized Services on Long -Term Projects for Three -Year Contracts Schedule of Recurring Contracts for Specialized Services for FY 2021/22 - FY 2023/24 Consultant Name Agreement Number Description of Services Budget FY 2020/21 Budget FY 2021/22 3 -Year Contract Exigent Systems Inc. (Exigent) 21-12-071-00 Information technology support services $ 875,000 $ 1,166,667 $ 3,500,000 MetroMotion, LLC (MetroMotion) 18-15-139-02 Strategic/crisis communications and organizational assessment services 90,000 93,800 286,956 Michelle Kirkhoff Consulting, LLC (MKC) 21-41-088-00 Strategic van pool/mobility support 30,840 50,000 150,000 Total $ 995,840 $ 1,310,467 $ 3,936,956 Exigent Systems Inc. The Commission engaged Exigent in FY 2016/17 to provide information technology (IT) support services, including technology needs related to the RCTC 91 Express Lanes opening. Agreements with Exigent have been executed under the Executive Director's single signature authority and the FY 2018/19 recurring contracts process. Exigent provides overall end -user help desk support, desktop hardware replacement, Commission partner IT integration management and support, after-hours on -call services, storage infrastructure replacement, security, auditing and planning. In FY 2018/19, the Commission increased Exigent's services to undertake projects such as the Eden financial software migration to a new platform known as Munis and securing operation needs for new office space. Over the next three years, staff determined it to be more efficient and cost effective to continue Exigent's services for overall IT support, multi -year projects, and future projects related to security, workstations, and opening of the 15 Express Lanes Regional Operations Center. In FY 2019/20, due to the COVID-19 pandemic, Exigent facilitated the transition of the entire workforce to a remote -working model in a matter of days. Additionally, in FY 2020/21, RCTC became the managing agency of the RCA and absorbed those employees as well as their systems, equipment, and data. Exigent facilitated this transition and is continuing work on integrating the agencies. With the agency in transition, both with the remote -working environment and the integration of RCA as well as with the opening of the Riverside Express Lanes and the transition to Munis underway, staff determined it to be most efficient to enter into a new three-year contract for continuity of support and security. While a portion of the IT expenditures under the Exigent agreement are indirect costs funded through the administrative cost allocation plan, other costs that directly benefit specific projects and programs are funded by those projects and programs. Agenda Item 8G 341 MetroMotion, LLC MetroMotion owner Tom Skancke provides strategic and crisis communication consulting, organizational assessment and leadership coaching, and public affairs services for the Commission. As the Commission undergoes significant organizational change while simultaneously managing multiple construction projects across the county and ramping -up state and federal funding pursuits, staff believes it is critical to retain continuity of MetroMotion's expertise to link together all aspects of the Commission's public affairs strategies and further develop staff's capacity to prepare for the future. As a result of his prior state and federal transportation policy experience, Mr. Skancke previously served as one of the Commission's federal legislative advocates who assisted the Commission in securing the $421 million TIFIA loan for the 91 Project, arranging testimony in policy hearings before Congress, and elevating the profile of the Commission in Washington to better position the agency for funding. In a subsequent agreement, Mr. Skancke intervened during construction of the 91 Project to provide crisis communications services and helped reformulate the Commission's organizational approach to public affairs. During these engagements, MetroMotion developed a detailed understanding of how the Commission operates internally and the external forces that shape its environment. The focus of MetroMotion's work will be to continue providing hands-on leadership and management coaching, preparing staff to proactively manage public affairs issues, and providing supplemental staff support to the External Affairs Department as demands on staff continue to increase. All these tasks require significant trust between staff and the consultant, which is built upon years of success working together. Staff proposes this contract for recurring contracts because the understanding, public policy expertise, and experience working with specific individuals inside and outside the Commission are not tangibly replaceable or easily procured in a traditional bid process. Measuring success in this contract will be based upon the efficacy of MetroMotion's recommendations and response to staff -directed tasks. MetroMotion's retainer fee has been at the same level for three years. The proposed contract includes a 2 percent Consumer Price Index annual adjustment along with a reduced annual travel reimbursement allowance of $2,000. The FY 2020/21 budget amount did not include an amount for travel expenses. The cost of the MetroMotion contract is less than the cost of an equivalent permanent staff position to fill this niche role. Michelle Kirkhoff Consulting, LLC MKC was essential to the development and implementation of the Commission's vanpool subsidy program (VanClub). MKC played a key role in VanClub program development, securing grant funding for the startup period, deployment of the vanpool software, and ensuring compliance with state and federal reporting in its capacity as a sub -consultant to the WSP contract for program administration of the Commission's Commuter Assistance Program (CAP). MKC brings expertise in the development of strategic and financial plans, grant applications, and knowledge on program policy, procedure development, and compliance. This unique blend of the aforementioned expertise combined with extensive knowledge of Inland Empire vanpool and Agenda Item 8G 342 mobility programs benefits the vanpool program beyond the startup period with the following: maintain compliance with federal and state funding and reporting requirements, provide audit support, explore self-sustaining funding paths/scenarios for vanpool and funding options for future CAP expansion, and ensure program continuity should the CAP transition to a new CAP program administration consultant. SBCTA operates a mirror vanpool subsidy program and expressed interest in sharing MKC as a resource as well. Therefore, staff recommends securing MKC services for strategic vanpool and mobility consultation services supporting both the Commission and SBCTA for a three-year term for a not to exceed amount of $150,000. SBCTA will reimburse the Commission for a portion of the cost under the cost -sharing agreement for the CAP. Specialized Services on Long -Term Projects for Five -Year Contracts Schedule of Recurring Contracts for Specialized Services for FY 2021/22 - FY 2025/26 Consultant Name Agreement Number Description of Services Budget FY 2020/21 Budget FY 2021/22 5 -Year Contract Thyssen Krupp Elevator Corporation (Thyssen Krupp) 21-24-089-00 Elevator services for North Main Station parking garage $ 18,000 $ 20,000 $ 100,000 Trillium 21-45-090-00 Transit data feed services 14,500 16,000 84,000 Total $ 32,500 $ 36,000 $ 184,000 Thyssen Krupp Elevator Corporation Since 2013, Thyssen Krupp provides a comprehensive service that includes a monthly preventative maintenance plan, full coverage parts replacement, after hours service requests and remote monitoring. Due to issues regarding warranty coverage and certain proprietary elevator controls, neither the past or current on -call elevator service contractors offer the expertise to service and repair Thyssen Krupp elevators. This service contract is imperative in order to provide safe and reliable elevator service to the North Main Corona Parking Structure. The annual contract amount includes the monthly maintenance plan cost and additional services. Trillium Trillium was the firm used for the implementation of transit data feeds between local transit agencies and Google Maps as part of the IE511 launch. Since 2009, Trillium has published general transit feed specifications (GTFS) formatted data for selected Riverside and San Bernardino County transit agencies; submits data to Google and other third -party applications; performs data validations; and coordinates among Google, transit agencies, and the Commission to integrate transit data into Google Maps. The transit operators use and have become familiar with the particular GTFS tool ("GTFS Manager") developed by Trillium to help streamline the process and ensure current and accurate data feeds, which ultimately benefits users of the Agenda Item 8G 343 Google Maps and 511 systems transit itinerary function. SBCTA reimburses the Commission for a portion of the cost for San Bernardino transit agencies under the cost -sharing agreement for 1E511. Financial Information In Fiscal Year Budget: Yes N/A Year: FY 2021/22 FY 2022/23+ Amount: $17,053,483 $2,801,989 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: \lica4/44ea , Date: 05/17/2021 Approved by the Budget and Implementation Committee on May 24, 2021 In Favor: 12 Abstain: 0 No: 0 Agenda Item 8G 344 AGENDA ITEM 8H RIVERSIDE COUNTY TRANSPORTATION COMMISSION DATE: June 9, 2021 TO: Riverside County Transportation Commission FROM: Budget and Implementation Committee Marla Dye, Senior External Affairs Management Analyst Cheryl Donahue, Public Affairs Manager THROUGH: Anne Mayer, Executive Director SUBJECT: Quarterly Public Engagement Metrics Report, January -March 2021 BUDGET AND IMPLEMENTATION COMMITTEE AND STAFF RECOMMENDATION: This item is for the Commission to receive and file the Quarterly Public Engagement Metrics Report for January -March 2021. 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 2021, 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 quarter's report includes six 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 15 Express Lanes Project public engagement activities, including email activity, website sessions, and social media 3) Metrics for the Route 60 Truck Lanes Project including email activity, website sessions, and social media 4) Metrics for the 1-15 Railroad Canyon Interchange Project including email activity, website sessions, text messages, and social media 5) Metrics for the 1-215 Placentia Avenue Interchange Project including email activity, website sessions, and social media 6) Metrics for the 91 Corridor Operations Project including email activity, website sessions, and social media Report highlights for this quarter follow and are included in a graphical format. The metrics showed small inclines across platforms and mixed sentiment. The quarterly reports will continue Agenda Item 8H 345 to expand to include metrics from the latest Commission construction project, the 15/91 Express Lanes Connector, which began in April. RCTC Overall Public Engagement 1) Website a. For the quarter, there were 39,243 website sessions, a 1.7 percent decrease from last quarter's 39,928 sessions. There also were 28,114 unique users, a drop of 4.8 percent compared to the previous quarter's 28,526 unique users. b. Most visitors (40 percent) accessed the website using a direct search (keying in rctc.org). Others (37.6 percent) used organic search engines, while others reached the site via social media (12.7 percent), and website referrals (7.4 percent). c. Website access via desktop versus mobile device changed from the previous quarter. Visitors accessed the site using 60 percent desktop and 40 percent mobile. During the previous quarter, the ratio was 50/50. d. The homepage continues to be the most frequently visited page, followed by the News & Publications page, Employment page, and the Route 60 Truck Lanes Project page. 2) Social Media a. Facebook: At the end of the quarter, the Facebook page had 9,825 likes, a .3 percent increase over last quarter's 9,793 likes. The page had 13,401 forms of engagement, such as likes, comments and shares, a 49 percent decline from last quarter's 26,161 forms of engagement. Facebook also had 2,371,229 impressions. This was a large increase — 69 percent — from last quarter's 1,404,331 impressions. b. Twitter: RCTC's Twitter page showed a .4 percent reduction in followers, from 1,315 to 1,310. Engagement declined by 58 percent, from 941 to 400. Impressions declined by 46 percent from 68,611 to 36,758. c. Instagram: Instagram followers grew 13 percent, from 810 to 915. Engagement grew by 59 percent, from 660 forms of engagement to 1,051. Impressions shrank 10 percent to 12,694, compared to last quarter's 14,154. d. Overall, public sentiment was positive. Engagement was positive on posts related to RCTC projects, the 2020 Together campaign, announcement of the 15 Express Lanes opening, and rail safety posts. 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 rose by 4 percent, from 3,849 to 4,014. Twenty-six percent of subscribers opened The Point, and 4 percent clicked on links to learn more. 15 Express Lanes Construction Public Engagement 1) Emails: Total email list sign-ups since the project began grew to 2,814. This is a 1 percent increase over the 2,784 sign-ups received through the end of last quarter. There were Agenda Item 8H 346 6 email inquiries this quarter, for a total of 189 since the project started. This is a 3.3 percent increase over the 189 inquiries received through the end of last quarter. 2) Website: Total website visits since project inception grew to 92,378, a 6.7 percent climb from the 86,530 visits recorded through the end of last quarter. Note that the website relates to project construction. A new website, RiversideExpress.com, launched this spring prior to the opening of the 15 Express Lanes, but this report does not reflect those metrics. 3) Social Media: The project's Facebook, Twitter, and Instagram accounts all showed gains. The Facebook page grew to 2,763 likes from 2,743 likes last quarter, a .7 percent increase. Twitter increased from 317 followers to 327, a 3.1 percent increase. Instagram followers increased 7.1 percent from 544 to 583. Route 60 Truck Lanes Construction Public Engagement 1) Emails: Total email list sign-ups since the project began grew to 332. This is a 3.1 percent increase over the 322 sign-ups received through the end of last quarter. There also have been a total of 227 email inquiries, a 6.5 percent increase over the 213 inquiries through the end of last quarter. 2) Website: Total website visits since grew to 19,493, a 13 percent increase from the 17,232 visits through the end of last quarter. 3) Social Media: The project's Facebook, Twitter, and Instagram accounts all showed significant increases. The Facebook page grew to 966 likes from 874 likes last quarter, a 10.5 percent increase. Twitter increased from 84 followers to 99 followers, a 17.8 percent increase. Instagram followers increased 39.6 percent from 237 to 331. 1-15 Railroad Canyon Interchange Public Engagement 1) Emails and Texts: Total email list sign-ups since the project began grew to 256. This is a 4 percent increase over the 246 sign-ups received through the end of last quarter. A total of 484 people registered to receive texts, a 5.9 percent climb over the 457 sign-ups through the end of last quarter. There was one email inquiry for a total of 26 since the project started. 2) Website: Total website visits since project inception grew to 9,700, a 17 percent climb from the 8,279 visits through the end of last quarter. 3) Social Media: The project's Facebook and Instagram accounts showed gains, while Twitter remained flat. The Facebook page grew to 946 likes from 886 likes last quarter, a 6.7 percent increase. Instagram followers increased 25.9 percent from 254 to 320. Twitter remained the same with 32 followers. 1-215 Placentia Interchange Public Engagement 1) Emails: Total email list sign-ups since the project began grew to 499. This is a 52.5 percent increase over the 327 sign-ups received through the end of last quarter. There have been 7 email inquiries since the project began. Agenda Item 8H 347 2) Website: Total website visits grew to 1,757, a 41.3 percent increase from the 1,243 visits through the end of last quarter. 3) Social Media: This project does not have a designated social media account. The RCTC social media accounts, @theRCTC, are being used for this project. Total social media post engagements totaled 2,827 for this quarter. 91 Corridor Operations Project Public Engagement 4) Emails: Email sign-ups during the first four months of construction totaled 2,527. Ten email inquiries were received by the project team. 5) Website: Visits to the rctc.org/91cop webpage totaled 552 during the first four months of project construction. 6) Social Media: This project does not have a designated social media account. The RCTC social media accounts, @theRCTC, are being used for this project. Total social media post engagements totaled 445 for this quarter. Attachments: 1) RCTC Overall Public Engagement Metrics 2) 15 Express Lanes Construction Public Engagement Metrics 3) Route 60 Truck Lanes Construction Public Engagement Metrics 4) 1-15 Railroad Canyon Interchange Construction Public Engagement Metrics 5) 1-215 Placentia Interchange Construction Public Engagement Metrics 6) 91 Corridor Operations Project Construction Public Engagement Metrics Approved by the Budget and Implementation Committee on May 24, 2021 In Favor: 12 Abstain: 0 No: 0 Agenda Item 8H 348 Public Engagement Metrics: Q1 Overall Social Media Sentiment 5 4 3 2 1 0 -1 -2 • 1/1 1/8 1/15 1/22 1/29 2/5 2/12 2/19 2/26 3/5 3/12 3/19 3/26 4/2 1/10 (+) Closure alerts reached wide audiences 2/5 (+) Together Campaign generated positive engagements 3/3 (+) Express Lanes opening announcement garnered excitement 3/28 (+) Boosted Virtual Rail Safety presentation received positively Social Media Subscribers 4,014 Average Open 26% Average Click 4% 349 ATTACHMENT 1 Jan - Mar 2021 1 39,243 28,114 -1.7% Number of Sessions Top Channels Number of -4.8% Unique Users Direct (40%) - 11,559 Organic (37.6%) - 10,864 Social (12.7%) - 3,664 Referral (7.4%) - 2,143 Display (2.1 %) - 615 Differences Q1 comprised two fewer days than Q4. Top Pages Visited Homepage is #1 most visited page 2 News 3 Employment 4 Route 60 Truck Lanes Project Desktop vs Mobile Users Desktop Mobile* 40% • EXPD(SS LANES 15 Express Lanes Project Outreach Metrics Email & Text* List Sign -Ups 3000 2500 2000 1500 1000 500 0 45 1,706 1,401 1,240 703 2,301 � 2,622 2,648 2.701 2,732 2,779 2,784 2.814 2,522 2,577 2 426 11 ,�b �1 <1 �1 \O �O ,�0 <0 �q \q �q y0 ,LO ,LO O O O r1§(\ O O O O O O O O O O O ti � ti � ti ti ti ti ti ti ti ti ti ti ti ti eo a� J� eQ eo or oc eQ e° at o� eQ ec' at o° eQ cfr 6c' at. Qc' J)' 6c, a� Q' o�' 6c, a Q' V) 6c a Qc' V) O6c, O � P VO � P � O � P O � P *Text sign-ups began July 2018 Website Visits 100000 - 80000 60000 40000 20000 0 20,440 14,980 8,81311,056 845 3,635 5,780 ■ . I 28,1841 92,378 86,530 81,647 75,484 69,624 62,023 56,019 49,590 42,208 Nt. <1 �1YYYYYYY/ ,\O ,\O ,\q ,\q �O O O O O ti ti ti ti ti eo ,k oc eQ ec' "- a° -9 V) aVO � P O � P VO � ATTACHMENT 2 Oct 2016 - Mar 2021 Emails Received 200 150 100 50 0 118 11 104 77 62 48 40 7 ■ 1 1 144 132 137 154 183 189 178 _ 171 162 11 <\ Ng) Ng) ,\O Nq � Nq ,�q ,LO ,LO qO €O ti\ O O O O O O -NI' O O O O O O O O O ti � ti ti ti ti ti ti � ti ti ti ti ti ti ti ti ti e° a� e" o° at o° eQ eo a� eQ o° eQ eo a� 6c' at. Qc J)' L.' as Qc o)' 6c a° Qc V) 6c a Q' V) 6' a° O P O P O P O P O Social Madia Likac/FnlInwc 3000 - 2500 2000 1500 1000 500 0 127 195 21 III, 932 979 1,665 1,477 1,297 2 2,219 2,269 2,303 2'374 2 II 1,933 2,030 2,705 2,712 2,743 2,763 11 Nb <� <\ <\ <\ Ng' N0 <I' N4' Nq Nq t\q Nq 19 15) 19 19 ti,N O O O O O O O O O O O O O O O O O O ti ti ti ti ti ti ti ti � ti ti ti ti ti ti ti ti ti ec a§ o� eQ e° at Jt` eQ eo a§ �S eQ ec' ar o° eQ eo a� Ocf P PQ V° O Sao PQ V° Oci. 1a PQ VJ 06 Sao PQ )J O6' Yao 350 • Facebook Page Likes Twitter Followers (Account Opened 02/05/18) • Instagram Followers (Account Opened 02/05/18) ATTACHMENT 3 State Route 60 State Route 60 Truck Lanes Project TRUCK LANES Quarterly "At -a -Glance" Metrics Report Email & Text Sign -Ups o. c cn Vf w 0 w E z 350 — 300 — 250 — 200 — 150 — 100 — 61 50 -■0 . 315 322 332 285 291 299 263 — � — . ■ llorO O O O 19 1O 19' ,10 riO ,10 'O ��o �e9 Oec lac �s)o �e9 Oec lac Oec lac ,§` O Sao PQc O& ,ac 0 )ao PQc Website Sessions 20000 15000 10000 5000 6,715 1,414 0 9,992 1 19,493 17,232 15,816 14,318 12,850 ■ ,,q ,,q ,,q 19 1,, ti5) 0,0 ti� N`5 �Q �Q I, I, riO ,10 el, cO 1, ,10 r10 1, 1, �Jo c769 Oec lac �s)o c,eQ Oec lac Oec 4\ac VP 4\ ,J` O Sao V" c. ,�. O ,a� O Sao V9 Emails to Project Team May 2019 - Mar 2021 E W 0 w E Z 250 200 150 100 50 0 67 144 I 157 170 227 213 187 199 — - i et et etee e 4) $)Nq r 1, 1, rP /O 777/77777f;/7' N V)'o Q PQc Social Media Likes/Follows 0 LL N m J 0 w z 1000 — 966 874 800 — 600 — 400 200 — 115 36 314 576 454 729 799 ku 7:‘/: Qc VP q4? Oec l Oe` lac VP� � QQi VJ) 06 Sa° 06' a° 351 • Facebook Page Likes Twitter Followers Instagram Followers ATTACHMENT 4 Interstate 15 1-15 Railroad Canyon Road Interchange Project RAILROAD CANYON Quarterly "At -a -Glance" Metrics Report Email & Text Sian-Uos Number of Sign -Ups 500 400 300 200 100 0 . 208 194 351 234 484 457 256 246 1 1 `LOBO `LOBO rte IS' ,10N� ,10N0 r10\0 `LO^O 19 '19 `LONQ vP ceQ Oec 4ac ��c v§s c,e9 Oeo , °o • V -N �J\ Oa Sao a° P -9c' Oa VP P°' • Email Sign -Ups • Text Sign -Ups i Website Sessions Total Website visits to Date 10000 — 8000 6000 4000 2000 0 4,230 1 6,769 8,279 9,700 I 19 19 rP `S' ti0�� `LOBO `LOBO `LOBO `L6\ `L6\ v§s c,e9 QeG 0,' \ac Jc c'eQ Oec 4\ac V> P-NAt ,J`. O Sao" VP P -9j, V'' Off, )2. PQ, Emails to Project Team Apr 2020 - Mar 2021 IN Number of Emails 15 12 9 6 3 0 1 — 10 14 15 /,') ry�ac O6 ,ac ,ac PQ�' V' 06 Sao PQ.c, Social Media Likes/Fellows Number of Likes/Follows 1000 — 800 600 400 200 0 886 803 850 � 946 '15 `LOBO `LOBO ,y91 ti 'le le I§ \'11 LONQ `LONQ v§s eQ oeo lac lac �� 49 oeo O ,ac Sao PQ ,J�, O ,ac PQ� 352 Facebook Page Likes Twitter Followers • Instagram Followers Mid County Parkway PLACENTIA INTERCHANGE Email Sian -Ups 1-215 Placentia Interchange Project Quarterly "At -a -Glance" Metrics Report 1 Number of Sign -Ups 500 400 300 200 100 0 155 327 9 r19 r19 ci9N /c" la �c o Q Oeo la �,So�a �a cs O )a QQ Website Sessions Total Website visits to Date 2000 — 1500 1000 500 488 0 i_ 1,243 1,757 ti°�� ti° ti moo ti° °° ti�° ti°N Q �eQ Oeo lac o c7eQ Oeo lac V> �, O ,\-‘• Sao P�j• , O Sao PQ�• Finailc to Prniart Team ATTACHMENT 5 Jul 2020 - Mar 2021 Number of Emails 8 7 6 5 4 3 2 1 0 3 7 ti ti ti ti ti eeeeeti c7e9 oec lac e� Oee �J� 019 191> pZ` �a° Y'<‘ 'S79 � 06c Ya's QQ., Cnr•in1 Marlin Pnct rnnnncrricntc Number of Post Engagements 3000 — 2500 2000 1500 1000 500 0 2,016 2,827 2,623 � r 0 0 �. o 0 0 o a a le'le l Doti ,o'` o'` o'` o`` o'` N deg oeo lac lac V>c 409 oe� lac V>o �, O Sao ,ac PQ ,J�, O ,ac V9 353 State Route 91 CORRIDOR OPERATIONS PROJECT Email Sign -Ups State Route 91 Corridor Operations Project Quarterly "At -a -Glance" Metrics Report Number of Sign -Ups 3000 -- 2500 -- 2000 -- 1500 -- 1000 — 500 — 0 . 2,527 �01> q%) q%) ,Lto 0^O q%) q%) lac c o "-eQ '0e° lac ° Sao sac • O c PQ�' i Website Sessions Total Website visits to Date 600 — 552 500 400 300 200 100 0 1 �0<0 �0\0 �0N0 LA �0 'Jc �eQ '0°c' lac 1 $ ,.), O ,ao PQ�, 354 Emails to Project Team ATTACHMENT 6 Nov 2020 - Mar 2021 Number of Emails and Calls 10 8 6 4 2 0 10 Social Media Post Engagements Number of Post Engagements 500 — 445 400 — 300 200 100 0- t �a� AGENDA ITEM 81 RIVERSIDE COUNTY TRANSPORTATION COMMISSION DATE: June 9, 2021 TO: Riverside County Transportation Commission FROM: Budget and Implementation Committee David Knudsen, Interim External Affairs Director THROUGH: Anne Mayer, Executive Director SUBJECT: State and Federal Legislative Update BUDGET AND IMPLEMENTATION COMMITTEE AND STAFF RECOMMENDATION: This item is for the Commission to receive and file an update on state and federal legislation. DISCUSSION: State Update Governor Gavin Newsom announced on May 10, 2021, as part of his week-long May Budget Revision unveiling, that California amassed a $75.7 billion budget surplus last year. The Governor had previously warned about facing a budget deficit of up to $50 billion. As part of the May Revise, the Governor announced an $11.9 billion expansion of his Golden State Stimulus program to send one-time $600 payments to qualifying Californians, $5.2 billion to help low-income renters stay housed, $2 billion to help Californians pay overdue water and utility bills, and $1 billion in college grants to help workers who lost their jobs during the pandemic find new employment. The Governor's May Revision proposes significant investments in infrastructure, including $4.2 billion for the High -Speed Rail project, $3.1 billion for high -priority rail and active transportation projects, and $2.4 billion to repair the state highways and local bridges, and accelerate rail projects. The May Revision also adds to the Governor's Budget to propose $826 million in additional investments that accelerate the state toward meeting climate and transportation goals established in Executive Order N-79-20. In total, the May Revision proposes investing an additional $11 billion in the transportation system and related zero -emission vehicle efforts. This includes: • $1 billion for transportation related projects in advance of the 2028 Los Angeles Olympics; • $1 billion for transit and rail projects statewide that improve rail and transit connectivity between state and regional/local services; • $500 million to advance active transportation projects; • $500 million to for high priority grade separations and grade crossing improvements; Agenda Item 81 355 " $ 4 . 2 b i l l i o n t o P r o p o s i t i o n 1 A t o c o m p l e t e h i g h - s p e e d r a i l c o n s t r u c t i o n i n t h e C e n t r a l V a l l e y , a d v a n c e w o r k t o l a u n c h s e r v i c e b e t w e e n M e r c e d a n d B a k e r s f i e l d , a d v a n c e p l a n n i n g a n d p r o j e c t d e s i g n f o r t h e e n t i r e p r o j e c t , a n d l e v e r a g e p o t e n t i a l f e d e r a l f u n d s ; " $ 2 b i l l i o n t o s u p p o r t t h e a d v a n c e m e n t o f p r i o r i t y S t a t e H i g h w a y O p e r a t i o n a n d P r o t e c t i o n P r o g r a m ( S H O P P ) p r o j e c t s , I n t e r r e g i o n 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 ( I T I P ) p r o j e c t s , a n d l o c a l r o a d a n d b r i d g e i n v e s t m e n t s ; " $ 4 0 7 m i l l i o n t o d e m o n s t r a t e a n d p u r c h a s e o r l e a s e s t a t e - o f - t h e - a r t , c l e a n b u s a n d r a i l e q u i p m e n t a n d i n f r a s t r u c t u r e t h a t e l i m i n a t e f o s s i l f u e l e m i s s i o n s a n d i n c r e a s e i n t e r c i t y r a i l a n d i n t e r c i t y b u s f r e q u e n c i e s ; a n d " $ 1 . 4 b i l l i o n t o d e m o n s t r a t e a n d p u r c h a s e o r l e a s e g r e e n b u s e s a n d t r u c k s . T h e s e a d d i t i o n a l i n v e s t m e n t i n t r a n s p o r t a t i o n h i g h l i g h t s t h e G o v e r n o r ' s g o a l s , i n c l u d i n g : " M o v i n g t h e s t a t e a w a y f r o m f o s s i l f u e l - b a s e d t e c h n o l o g i e s t o c l e a n e r t r a n s p o r t a t i o n t e c h n o l o g i e s , i n c l u d i n g z e r o - e m i s s i o n v e h i c l e s a n d t h e a s s o c i a t e d i n f r a s t r u c t u r e ; " A d v a n c i n g p r o j e c t s s t a t e w i d e t o i m p r o v e r a i l a n d t r a n s i t , i n c l u d i n g h i g h - s p e e d r a i l ; " C o m p l e t i n g h i g h - p r i o r i t y p r o j e c t s a s s o c i a t e d w i t h t h e 2 0 2 8 L o s A n g e l e s O l y m p i c s ; " A c c e l e r a t i n g s a f e t y p r o j e c t s a n d i m p o r t a n t " f i x - i t - f i r s t " p r o j e c t s o n s t a t e h i g h w a y s a n d b r i d g e s , a n d t a r g e t c r i t i c a l h i g h w a y / r a i l g r a d e s e p a r a t i o n s a n d g r a d e c r o s s i n g i m p r o v e m e n t s o n k e y c o r r i d o r s t h r o u g h o u t t h e s t a t e ; a n d " I m p r o v i n g s a f e t y a n d a c c e s s f o r b i c y c l i s t s a n d p e d e s t r i a n s . A s t h e L e g i s l a t u r e c o n s i d e r s t h e G o v e r n o r ' s b u d g e t p r o p o s a l s , i n d i v i d u a l l e g i s l a t o r s a r e a l s o a d v o c a t i n g f o r d i s t r i c t - l e v e l f u n d i n g r e q u e s t s . F o l l o w i n g n e w s t h a t A s s e m b l y B u d g e t C o m m i t t e e C h a i r T i n g w a s a c c e p t i n g m e m b e r b u d g e t r e q u e s t s f o r d i s t r i c t - b a s e d p r o j e c t s , L e g i s l a t i v e A f f a i r s s t a f f m e t w i t h t h e o f f i c e s o f A s s e m b l y m e m b e r s M a y e s , M e d i n a , a n d S e y a r t o t o g a g e t h e i r i n t e r e s t i n a c c e p t i n g b u d g e t r e q u e s t s f r o m R C T C t o f u n d t r a n s p o r t a t i o n p r o j e c t s i n t h e i r r e s p e c t i v e d i s t r i c t s . A s s e m b l y m e m b e r s M e d i n a a n d S e y a r t o i n v i t e d R C T C t o s u b m i t r e q u e s t s . T h r e e r e q u e s t s , t o t a l i n g $ 1 2 . 5 m i l l i o n , w e r e s u b m i t t e d f o r t h e i r c o n s i d e r a t i o n . A s s e m b l y m e m b e r S e y a r t o a g r e e d t o s u b m i t a $ 3 m i l l i o n b u d g e t r e q u e s t t o t h e A s s e m b l y B u d g e t C o m m i t t e e t o f u n d t h e S m a r t F r e e w a y P i l o t P r o j e c t . L e g i s l a t i v e A f f a i r s s t a f f w i l l c o n t i n u e t o m o n i t o r t h e s t a t u s o f t h i s r e q u e s t . F e d e r a l U p d a t e D i s c u s s i o n s c o n t i n u e b e t w e e n t h e B i d e n A d m i n i s t r a t i o n a n d M e m b e r s o f C o n g r e s s o n t h e s c o p e , s i z e , a n d d e t a i l s o f i n f r a s t r u c t u r e l e g i s l a t i o n , s u c h a s t h e $ 2 . 3 t r i l l i o n A m e r i c a n J o b s P l a n . M e m b e r s o f t h e H o u s e a n d S e n a t e h a v e m e t i n r e c e n t d a y s w i t h t h e P r e s i d e n t a n d h i s t e a m t o d i s c u s s a p o s s i b l e i n f r a s t r u c t u r e p a c k a g e . T h e m a j o r p o l i c y d i f f e r e n c e s a r e t h e d e f i n i t i o n o f i n f r a s t r u c t u r e , h o w m u c h f e d e r a l i n v e s t m e n t t o m a k e , a n d h o w t o p a y f o r s u c h a p a c k a g e . I t r e m a i n s u n c l e a r i f i n f r a s t r u c t u r e i n v e s t m e n t l e g i s l a t i o n w i l l u t i l i z e t h e r e c o n c i l i a t i o n p r o c e s s o r g o t h r o u g h t h e " r e g u l a r o r d e r " C o m m i t t e e c o n s i d e r a t i o n p r o c e s s . S p e a k e r P e l o s i h a s s a i d s h e A g e n d a I t e m 8 1 3 5 6 would like to take some form of action on an infrastructure package by the July recess. The Senate has not yet set a timeline. Community Project Funding In April, RCTC submitted six applications for Community Project Funding (CPF) to Representatives Calvert, Ruiz, and Takano in the amount of $38.5 million. Four of these CPF requests, totaling $29 million, were accepted and submitted to either the House Committee on Appropriations or to the House Committee on Transportation and Infrastructure (T&I) for surface transportation reauthorization. Representative Calvert submitted a $3 million CPF request to the Appropriations Committee to fund the Smart Freeway Pilot Project and a $3 million CPF request to T&I to fund the Interstate 15 Corridor Operations Project. Representative Takano submitted two requests to T&I: $20 million to fund the Interstate 15 Northern Extension and $3 million to fund the Moreno Valley/March Field Station Improvements project. More than 2,000 projects were offered for consideration by 318 House Members, totaling $14.9 billion in spending. While these projects have been submitted by congressional offices, they are not yet approved for funding by Congress. Funded projects will be listed in the corresponding appropriation or surface transportation reauthorization legislation. The Senate process for Congressionally Directed Spending (CDS) has been on a different timeline than that of the House. In May, RCTC submitted two applications totaling $9 million for CDS to Senator Feinstein, including: $3 million for the Smart Freeway Pilot Project and $3 million for the Interstate 10/Highland Springs Avenue Interchange Improvement project. As of the writing of this staff report, Senator Feinstein has not indicated if the RCTC funding requests will be submitted to the appropriate committees for final consideration. Also, Senator Padilla began accepting applications on May 12, 2021, and as of the writing of this staff report, staff intend to submit a $3 million request for the Interstate 10/Highland Springs Avenue Interchange Improvement project and a $3 million request for the Moreno Valley/March Field Station Improvements project. Legislative Affairs staff will continue to monitor the status of these requests, as well as monitor pending announcements regarding guidance for Senate project funding requests for their respective surface transportation reauthorization bill. Attachments: Legislative Matrix — May 2021 Approved by the Budget and Implementation Committee on May 24, 2021 In Favor: 12 Abstain: 0 No: 0 Agenda Item 81 357 RIVERSIDE COUNTY TRANSPORTATION COMMISSION - POSITIONS ON STATE AND FEDERAL LEGISLATION - MAY 2021 Legislation/ Author Description Bill Status Position Date of Board Adoption AB 1499 (Daly) Removes the January 1, 2024 sunset date for Department of Transportation and regional transportation agencies to use the design- build procurement method for transportation projects in California. Referred to Assembly Appropriations Committee April 5, 2021 SUPPORT April 14, 2021 SB 623 (Newman) Clarifies existing law to ensure toll operators statewide can improve service to customers and enforce toll policies while increasing privacy protections for the use of personally identifiable information (P11). Referred to Senate Judiciary Committee April 13, 2021 SUPPORT Staff action based on platform April 5, 2021 SB261 (Allen) This bill would require that the sustainable communities strategy be developed to additionally achieve greenhouse gas emission reduction targets for the automobile and light truck sector for 2045 and 2050 and vehicle miles traveled reduction targets for 2035, 2045, and 2050 established by the board. The bill would make various conforming changes to integrate those additional targets into regional transportation plans. Senate Transportation Committee April 27, 2021 OPPOSE May 12, 2021 358 AGENDA ITEM 8J RIVERSIDE COUNTY TRANSPORTATION COMMISSION DATE: June 9, 2021 TO: Riverside County Transportation Commission FROM: Toll Policy and Operations Committee Anthony Parada, Senior Management Analyst Jennifer Crosson, Interim Toll Operations Director 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 the three months from January to March 2021. BACKGROUND INFORMATION: The monthly 91 Express Lanes reports for the three months from January to March 2021 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 2021 2) 91 Express Lanes Status Report for February 2021 3) 91 Express Lanes Status Report for March 2021 Approved by the Toll Policy and Operations Committee on May 27, 2021 In Favor: 5 Abstain: 0 No: 0 Agenda Item 8J 359 ATTACHMENT 1 OCTA Orange County Transportation Authority Riverside County Transportation Commission &Express Lanes Status Report January 2021 As of January 31, 2021 360 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 9 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 15 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 Operational Activity 21 etExpress A Lanes 2 361 OPERATIONS OVERVIEW OCTA TRAFFIC AND REVENUE STATISTICS FOR OCTA Total traffic volume on the 91 Express Lanes for January 2021 was 1,006,122. This represents a daily average of 32,456 vehicles. This is a 30.4 percent decrease in total traffic volume from the same period last year, which totaled 1,446,341. Potential toll revenue for January was $3,324,112, which represents a decrease of 27 percent from the prior year's total of $4,553,497. Carpool percentage for January was 21.2 percent as compared to the previous year's rate of 24.7 percent. The decreases are attributed to the coronavirus (COVID-19) pandemic and California Governor Gavin Newsom's orders for residents to stay at home 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 Orange County Transportation Authority (OCTA) 91 Express Lanes and associated potential revenue for the month of January 2021. Current Month -to -Date (MTD) as of January 31, 2021 Trips Jan -21 MTD Actual Jan -20 MTD Actual Yr-to-Yr % Variance Full Toll Lanes 793,293 1,089,159 (27.2%) 3+ Lanes 212,829 357,182 (40.4%) Total Gross Trips 1,006,122 1,446,341 (30.4%) Revenue Full Toll Lanes $3,282,650 $4,482,172 (26.8%) 3+ Lanes $41,462 $71,325 (41.9%) Total Gross Revenue $3,324,112 $4,553,497 (27.0%) Average Revenue per Trip Average Full Toll Lanes $4.14 $4.12 0.5% Average 3+ Lanes $0.19 $0.20 (5.0%) Average Gross Revenue $3.30 $3.15 4.8% etExpress Lanes 3 362 The 2021 fiscal year-to-date traffic volume decreased by 23.6 percent and potential toll revenue decreased by 18 percent, when compared with the same period last year. Year- to-date average revenue per trip is $3.26. 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 2020 through January 2021. Fiscal Year (FY) 2020-21 Year -to -Date as of January 31, 2021 Trips FY 2020-21 YTD Actual FY 2019-20 YTD Actual Yr-to-Yr % Variance Full Toll Lanes 6,224,784 7,715,246 (19.3%) 3+ Lanes 1,738,589 2,702,816 (35.7%) Total Gross Trips 7,963,373 10,418,062 (23.6%) Revenue Full Toll Lanes $25,581,393 $31,129,718 (17.8%) 3+ Lanes $343,611 $486,709 (29.4%) Total Gross Revenue $25,925,004 $31,616,427 (18.0%) Average Revenue per Trip Average Full Toll Lanes $4.11 $4.03 2.0% Average 3+ Lanes $0.20 $0.18 11.1% Average Gross Revenue $3.26 $3.03 7.6% •JLan ss 4 363 OCTA Traffic and Revenue Summary The chart below reflects the total trips breakdown between full toll trips and high -occupancy vehicle (HOV3+) trips for FY 2020-21 on a monthly basis. FY 2020-21 Traffic Volume Overview 1.600.000 1,400,000 1.200.000 1,000,000 - 7 800,000 - 600,000 - 400,000 - 200,000 - 0 277,766 266,506 252,671 J 251,333 246,847 J 230,637 212,829 1,048,523 832,236 899,004 919,568 880,050 852,110 793,293 Jul -20 Aug -20 Sep -20 Oct -20 Nov -20 Dec -20 Jan -21 Feb -21 Mar -21 Apr -21 May -21 Jun -21 Month ■Full Toll Lanes ■ 3+ Lanes The chart below reflects the gross potential revenue breakdown between full toll trips and HOV3+ trips for FY 2020-21 on a monthly basis. FY 2020-21 Revenue Summary $5,000,000 $4,500,000 $4,000,000 $3,500,000 - w $3,000,000 - re $2,500,000 - $2,000,000 - $1,500,000 - $1,000,000 -, $4,269,601 93.770.761 $3,673.371 93,619,797 3,476.583 S3,488,629 53,282,650 Jul -20 Aug -20 Sep -20 Mr' or Oct -20 Nov -20 Dec -20 Jan -21 Feb -21 Mar -21 Apr -21 May -21 Jun -21 Month •FuII TI Lanes M3+ Lanes •JLan ss 5 364 OCTA EASTBOUND PEAK -HOUR VOLUMES Peak -hour traffic in the eastbound direction reached or exceeded 90 percent of defined capacity six times during the month of January 2021. As demonstrated on the next chart, westbound peak -hour traffic volumes top out at 68 percent of defined capacity. Monday 12/28/20 Tuesday 12/29/20 Wednesday 12/30/20 Thursday 12/31/20 Friday 01101121 PM Time Price HOV Vol. Cap. Price HOV Vol. Cap. Price HOV Vol. Cap. Price HOV Vol. Cap. Price HOV Vol. Cap. 1400 - 1500 $5.15 257 626 18% 1500 - 1600 $5.15 273 661 19% 1600 - 1700 $5.15 245 626 18% 1700 - 1800 $5.15 305 622 18% 1800 - 1900 $5.15 247 542 16% 1900 - 2000 $4.65 219 447 13% Monday 01/04/21 Tuesday 01/05/21 Wednesday 01/06/21 Thursday 01/07/21 Friday 01/08/21 PM Time Price HOV Vol. Cap. Price HOV Vol. Cap. Price HOV Vol. Cap. Price HOV Vol. Cap. Price HOV Vol. Cap. 1400 - 1500 $5.15 328 2,205 65% $5.15 313 2,473 73% $5.15 334 2,437 72% $6.95 328 2,645 78% $8.10 478 2,783 82% 1500 - 1600 $5.50 428 2,835 83% $5.25 419 2,617 77% $7.25 480 2,782 82% $7.25 474 2,763 81% $7.65 525 3,180 94% 1600 - 1700 $4.85 293 2,484 73% $5.00 330 2,790 82% $7.00 324 2,706 80% $6.80 392 3,040 89% $7.95 301 2,155 63% 1700.1800 $4.80 336 2,401 71% $4.90 371 2,544 75% $5.90 375 2,397 71% $7.20 362 2,160 64% $6.55 399 2,458 72% 1800-1900 $5.50 314 1,368 40% $3.95 343 1,648 48% $3.95 339 1,596 47% $4.35 354 1,679 49% $6.55 440 1,912 56% 1900-2000 $3.85 197 715 21% $3.85 222 811 24% $3.85 229 838 25% $5.60 206 832 24% $6.05 333 1,122 33% Monday 01/11/21 Tuesday 01/12/21 Wednesday 01/13/21 Thursday 01/14/21 Friday 01/15/21 PM Time Price HOV Vol. Cap. Price HOV Vol. Cap. Price HOV Vol. Cap. Price HOV Vol. Cap. Price HOV Vol. Cap. 1400 - 1500 $5.15 256 1,932 57% $5.15 321 2,512 74% $5.15 342 2,493 73% $6.95 369 2,829 83% $8.10 504 2,894 85% 1500 - 1600 $5.50 396 2,731 80% $5.25 431 2,769 81% $7.25 455 2,844 84% $7.25 486 2,733 80% $7.65 549 3,187 94% 1600 - 1700 $4.85 343 3,018 89% $5.00 293 2,598 76% $7.00 295 2,609 77% $6.80 334 3,056 90% $7.95 373 2,358 69% 1700 - 1800 $4.80 313 2,454 72% $4.90 354 2,568 76% $5.90 387 2,611 77% $7.20 346 2,287 67% $6.55 456 2,825 83% 1800 - 1900 $5.50 288 1,503 44% $3.95 310 1,589 47% $3.95 346 1,771 52% $4.35 408 2,043 60% $6.55 507 2,138 63% 1900.2000 $3.85 181 742 22% $3.85 198 762 22% $3.85 206 817 24% $5.60 255 968 28% $6.05 438 1,663 49% Monday 01/18/21 Tuesday 01/19/21 Wednesday 01/20/21 Thursday 01/21/21 Friday 01/22/21 PM Time Price HOV Vol. Cap. Price HOV Vol. Cap. Price HOV Vol. Cap. Price HOV Vol. Cap. Price HOV Vol. Cap. 1400-1500 $5.15 418 2,254 66% $5.15 355 2,622 77% $5.15 302 2,537 75% $6.95 388 2,742 81% $8.10 498 2,973 87% 1500 - 1600 $5.50 550 2,783 82% $5.25 388 2,603 77% $7.25 435 2,793 82% $7.25 489 2,819 83% $7.65 509 3,342 98% 1600-1700 $4.85 373 2,529 74% $5.00 298 2,866 84% $7.00 280 2,612 77% $6.80 345 3,153 93% $7.95 385 2,455 72% 1700-1800 $4.80 423 2,342 69% $4.90 354 2,569 76% $5.90 394 2,615 77% $7.20 355 2,294 67% $6.55 294 1,606 47% 1800 - 1900 $5.50 462 1,691 50% $3.95 353 1,773 52% $3.95 419 1,934 57% $4.35 419 2,266 67% $6.55 394 1,692 50% 1900 - 2000 $3.85 335 1,215 36% $3.85 214 799 24% $3.85 236 900 26% $5.60 287 1,152 34% $6.05 383 1,478 43% Monday 01/25/21 Tuesday 01126121 Wednesday 01/27/21 Thursday 01/28/21 Friday 01/29/21 PM Time Price HOV Vol. Cap. Price HOV Vol. Cap. Price HOV Vol. Cap. Price HOV Vol. Cap. Price HOV Vol. Cap. 1400-1500 $5.15 291 2,022 59% $5.15 287 2,435 72% $5.15 310 2,717 80% $6.95 376 2,937 86% $8.10 391 2,417 71% 1500 - 1600 $5.50 385 2,831 83% $5.25 428 2,783 82% $7.25 444 2,813 83% $7.25 435 2,648 78% $7.65 371 2,558 75% 1600 - 1700 $4.85 264 2,516 74% $5.00 279 2,898 85% $7.00 287 2,804 82% $6.80 345 3,174 93% $7.95 249 1,784 52% 1700 - 1800 $4.80 278 2,386 70% $4.90 396 2,817 83% $5.90 343 2,761 81% $7.20 343 2,439 72% $6.55 332 1,997 59% 1800 - 1900 $5.50 299 1,428 42% $3.95 372 1,999 59% $3.95 388 1,951 57% $4.35 407 2,078 61% $6.55 365 1,547 46% 1900-2000 $3.85 179 698 21% $3.85 236 969 29% $3.85 235 955 28% $5.60 246 935 28% $6.05 256 958 28% tioExpress Lanes 6 365 OCTA WESTBOUND PEAK -HOUR VOLUMES Monday 12128120 Tuesday 12/29/20 Wednesday 12/30/20 Thursday 12/31/20 Friday 01/01/21 AM Time Price HOV Vol. Cap. Price HOV Vol. Cap. Price HOV Vol. Cap. Price HOV Vol. Cap. Price HOV Vol. Cap. 0400 - 0500 $1.70 30 52 2% 0500 - 0600 $1.70 43 86 3% 0600 - 0700 $1.70 18 68 2% 0700 - 0800 $1.70 19 72 2% 0800 - 0900 $1.70 29 112 3% 0900 - 1000 + $3.05 91 233 7% Monday 01/04/21 Tuesday 01/05/21 Wednesday 01/06/21 Thursday 01/07/21 Friday 01/08/21 AM Time Price HOV Vol. Cap. Price HOV Vol. Cap. Price HOV Vol. Cap. Price HOV Vol. Cap. Price HOV Vol. Cap. 0400-0500 $3.05 341 1,264 37% $3.05 323 1,242 37% $3.05 336 1,269 37% $3.05 314 1,167 34% $3.05 269 921 27% 0500 - 0600 $4.95 439 1,867 55% $4.95 506 2,163 64% $4.95 452 1,901 56% $4.95 515 1,986 58% $4.70 410 1,701 50% 0600 - 0700 $5.15 251 1,651 49% $5.15 233 1,370 40% $5.15 275 1,645 48% $5.15 245 1,511 44% $4.95 244 1,518 45% 0700-0800 $5.65 195 1,542 45% $5.65 216 1,663 49% $5.65 230 1,637 48% $5.65 212 1,590 47% $5.50 207 1,387 41% 0800-0900 $5.15 148 1,249 37% $5.15 146 1,242 37% $5.15 137 1,250 37% $5.15 112 1,310 39% $4.95 126 1,160 34% 0900 - 1000 $4.10 118 999 29% $4.10 122 1,059 31% $4.10 132 1,058 31% $4.10 117 1,163 34% $4.10 151 1,058 31% Monday 01/11/21 Tuesday 01/12/21 Wednesday 01113/21 Thursday 01/14/21 Friday 01/15/21 AM Time Price HOV Vol. Cap. Price HOV Vol. Cap. Price HOV Vol. Cap. Price HOV Vol. Cap. Price HOV Vol. Cap. 0400-0500 $3.05 325 1,242 37% $3.05 324 1,190 35% $3.05 360 1,266 37% $3.05 336 1,331 39% $3.05 295 918 27% 0500 - 0600 $4.95 458 1,961 58% $4.95 540 2,222 65% $4.95 493 2,077 61% $4.95 539 2,251 66% $4.70 458 1,782 52% 0600 - 0700 $5.15 248 1,691 50% $5.15 281 1,625 48% $5.15 251 1,536 45% $5.15 264 1,617 48% $4.95 273 1,778 52% 0700 - 0800 $5.65 218 1,742 51% $5.65 249 1,792 53% $5.65 228 1,652 49% $5.65 217 1,730 51% $5.50 226 1,815 53% 0800 - 0900 $5.15 127 1,273 37% $5.15 115 1,429 42% $5.15 116 1,404 41% $5.15 117 1,344 40% $4.95 144 1,504 44% 0900 - 1000 $4.10 93 918 27% $4.10 113 1,137 33% $4.10 129 1,122 33% $4.10 127 1,103 32% $4.10 139 1,038 31% Monday 01118121 Tuesday 01/19/21 Wednesday 01/20/21 Thursday 01/21/21 Friday 01/22/21 AM Time Price HOV Vol. Cap. Price HOV Vol. Cap. Price HOV Vol. Cap. Price HOV Vol. Cap. Price HOV Vol. Cap. 0400-0500 $3.05 305 1,000 29% $3.05 330 1,153 34% $3.05 351 1,238 36% $3.05 347 1,181 35% $3.05 269 908 27% 0500.0600 $4.95 381 1,560 46% $4.95 542 2,297 68% $4.95 520 2,112 62% $4.95 542 2,107 62% $4.70 454 1,853 55% 0600.0700 $5.15 203 1,357 40% $5.15 253 1,563 46% $5.15 285 1,630 48% $5.15 302 1,723 51% $4.95 286 1,812 53% 0700 - 0800 $5.65 144 1,175 35% $5.65 240 1,875 55% $5.65 220 1,635 48% $5.65 255 1,856 55% $5.50 237 1,731 51% 0800 - 0900 $5.15 160 1,152 34% $5.15 144 1,612 47% $5.15 112 1,253 37% $5.15 141 1,713 50% $4.95 128 1,335 39% 0900 - 1000 $4.10 243 1,194 35% $4.10 117 1,203 35% $4.10 110 1,046 31% $4.10 153 1,897 56% $4.10 116 1,081 32% Monday 01/25/21 Tuesday 01/26/21 Wednesday 01/27/21 Thursday 01/28/21 Friday 01/29/21 AM Time Price HOV Vol. Cap. Price HOV Vol. Cap. Price HOV Vol. Cap. Price HOV Vol. Cap. Price HOV Vol. Cap. 0400-0500 $3.05 406 1,481 44% $3.05 361 1,241 37% $3.05 365 1,246 37% $3.05 337 1,210 36% $3.05 228 802 24% 0500-0600 $4.95 545 2,259 66% $4.95 521 2,245 66% $4.95 495 2,099 62% $4.95 496 1,998 59% $4.70 330 1,300 38% 0600 - 0700 $5.15 233 1,713 50% $5.15 258 1,536 45% $5.15 265 1,641 48% $5.15 261 1,625 48% $4.95 244 1,498 44% 0700.0800 $5.65 237 1,811 53% $5.65 221 1,814 53% $5.65 235 1,844 54% $5.65 218 1,721 51% $5.50 202 1,473 43% 0800.0900 $5.15 132 1,590 47% $5.15 124 1,585 47% $5.15 107 1,515 45% $5.15 120 1,333 39% $4.95 148 1,531 45% 0900-1000 $4.10 108 1,101 32% $4.10 105 1,174 35% $4.10 110 1,140 34% $4.10 104 1,327 39% $4.10 110 1,036 30% etExpress Lanes 7 366 OCTA OPERATIONAL HIGHLIGHTS ■ ■ On -Road Operations OCTA customer assistance specialists (CAS) responded to 83 calls during the month of January. Of those calls, 55 were to assist disabled vehicles and 13 calls to remove debris. The CAS provided assistance to 15 accidents in the Express Lanes with eight of those accidents originating in the State Route 91 general purpose lanes. etExpress A Lanes 8 367 FINANCIAL HIGHLIGHTS OCTA 91 Express Lanes Operating Statement YTD as of : 1/31/2021 YTD Variance Description Actual (1) I Budget (1) Dollar S Percent (%) Operating revenues: Toll Revenue $ 23.888.971.31 $ 18,387,154.00 $ 5.501.817.31 29.9 Fee Revenue 2,800,423.84 1,101,974.00 1,698,449.84 154.1 Total operating revenues 26.689.395.15 19.489.128.00 7.200.267.15 36.9 Operating expenses: Contracted Services 3,890,938.83 4,198,320.00 307,381.17 7.3 Administrative Fee 1,748,005.00 1.821.022.00 73,017.00 4.0 Other Professional Services 547,256.94 2,029,301.00 1,482,044.06 73.0 Credit Card Processing Fees 536,408.06 545,220.00 8,811.94 1.6 Toll Road Account Servicing (5) 270.313.76 348,960.00 78,646.24 22.5 Other Insurance Expense 254,303.42 145,775.00 (108,528.42) (74.4) Toll Road Maintenance Supply Repairs 111.685.79 1.450.029.00 1,338,343.21 92.3 Patrol Services 350,997.32 597,241.00 246.243.68 41.2 Building Equipment Repairs and Maint 403,309.30 278,018.00 (125,291.30) (45.1) 6C Transponders - 125,000.00 125,000.00 100.0 Other Services (6) (997.825.18) 32,245.00 1,030,070.18 3,194.5 Utilities 27,190.73 67.060.00 39,869.27 59.5 Office Expense 9.356.40 54,604.00 45,247.60 82.9 Bad Debt Expense 106,894.68 - (106.894.68) N/A Miscellaneous (2) 5,292.15 93,862.00 88,569.85 94.4 Leases 252.082.92 282,800.00 30.717.08 10.9 Total operating expenses.. 7,516,210.12 ir 12,069,457.00 4,553,246.88 37.7 Depreciation and Amortization (3) 2,854,797.31 - (2,854,797.31) N/A Operating income (loss) 16.318.387.72 7.419.671.00 8.898.716.72 119.9 Nonoperating revenues (expenses): Reimbursement from Other Agencies 340.186.73 625,000.00 (284,813.27) (45.6) Interest Income 2,809,882.94 858,368.00 1,951,514.94 227.4 Interest Expense r (2,513,574.81)r (2,566,053.00) 52.478.19 r 2.0 Other - - - N/A Total nonoperating revenues (expenses) 636,494.86 (1.082,685.00) 1,719,179.86 158.8 Transfers In - - - N/A Transfers Out (4) (2.481,962.65) (31,514,500.00) 29,032,537.35 92.1 Net income (loss)l $ 14,472,919.93 1 $ (25,177,514.00)1 S 39,650,433.93 1 (157.5) '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. `Transfers Out: For 112 Project I and Project J expense reimbursements. 'Collection efforts have been paused due to pandemic 6 Litigation settlement was accrued, the negative will be offset once the litigation payment is issued. Capital Asset Activity During the seven months ending January 31, 2021, capital asset activities included $11,453 for the replacement of the air-conditioning units for the eastbound toll plaza. •JLan Express 9 368 OPERATIONS OVERVIEW RCTC TRAFFIC AND REVENUE STATISTICS FOR RCTC Total traffic volume on the 91 Express Lanes for January 2021 was 845,056. This represents a daily average of 27,260 vehicles. This is a 33.2 percent decrease in total traffic volume from the same period last year, which totaled 1,265,369. Potential toll revenue for January was $2,897,557, which represents a decrease of 50.3 percent from the prior year's total of $5,827,403. Carpool percentage for January was 20.3 percent as compared to the previous year's rate of 23 percent. The decreases are 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 Riverside County Transportation Commission (RCTC) 91 Express Lanes and associated potential revenue for the month of January 2021. Current Month -to -Date as of January 31, 2021 Trips JAN -21 MTD Actual Stantec MTD Projected # Variance % Variance JAN -20 MTD Actual Yr-to-Yr % Variance Full Toll Lanes 673,879 955,829 (281,950) (29.5%) 973,936 (30.8%) 3+ Lanes 171,177 308,829 (137,652) (44.6%) 291,433 (41.3%) Total Gross Trips 845,056 1,264,657 (419,601) (33.2%) 1,265,369 (33.2%) Revenue Full Toll Lanes $2,867,125 $4,164,171 ($1,297,046) (31.1%) $5,789,888 (50.5%) 3+ Lanes $30,432 $0 $30,432 $37,514 (18.9%) Total Gross Revenue $2,897,557 $4,164,171 ($1,266,615) (30.4%) $5,827,403 (50.3%) Average Revenue per Trip Average Full Toll Lanes $4.25 $4.36 ($0.11) (2.5%) $5.94 (28.5%) Average 3+ Lanes $0.18 $0.00 $0.18 $0.13 38.5% Average Gross Revenue $3.43 $3.29 $0.14 4.3% $4.61 (25.6%) etExpress Lanes 10 369 The 2021 fiscal year-to-date traffic volume decreased by 26.5 percent and potential toll revenue decreased by 41.4 percent, when compared with the same period last year. Year-to-date average revenue per -trip is $3.40. 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 2020 through January 2021. FY 2020-21 Year -to -Date as of January 31, 2021 Trips FY 2020-21 YTD Actual Stantec YTD Projected # Variance % Variance FY 2019-20 YTD Actual Yr-to-Yr % Variance Full Toll Lanes 5,325,250 7,024,514 (1,699,264) (24.2%) 6,942,948 (23.3%) 3+ Lanes 1,392,469 2,285,171 (892,702) (39.1%) 2,199,852 (36.7%) Total Gross Trips 6,717,719 9,309,686 (2,591,967) (27.8%) 9,142,800 (26.5%) Revenue Full Toll Lanes $22,627,133 $29,955,971 ($7,328,839) (24.5%) $38,779,965 (41.7%) 3+ Lanes $244,494 $0 $244,494 $253,813 (3.7%) Total Gross Revenue $22,871,627 $29,955,971 ($7,084,344) (23.6%) $39,033,778 (41.4%) Average Revenue per Trip Average Full Toll Lanes $4.25 $4.26 ($0.01) (0.2%) $5.59 (24.0%) Average 3+ Lanes $0.18 $0.00 $0.18 $0.12 50.0% Average Gross Revenue $3.40 $3.22 $0.18 5.6% $4.27 (20.4%) •JLan ss 11 370 RCTC Traffic and Revenue Summary The chart below reflects the total trips broken down between full toll lanes and HOV3+ lanes for FY 2020-21 on a monthly basis. FY 2020-21 Traffic Volume Overview 1.600.000 1 400 000 1,200,000 1,000,000 7 800,000 0 600,000 400,000 200,000 0 196,613 718,572 212,374 202,011 771,951 787,711 222,865 203,528 183 901 171,177 879,975 1 763,738 729,424 673,879 I Jul -20 Aug -20 Sep -20 Oct -20 Nov -20 Dec -20 Jan -21 Feb -21 Mar -21 Apr -21 May -21 Jun -21 Month ■ Full Toll Lanes ■3+ Lanes The chart below reflects the gross potential revenue breakdown between full toll lanes and HOV3+ lanes for FY 2020-21 on a monthly basis. S5,000,000 $4,500,000 $4,000,000 $3,500,000 cu c > $3,000,000 - m $2,500,000 - FY 2020-21 Revenue Summary $2,000,000 - $1,500,000 - $1,000,000 - $3,705,484 S3,450,193 $3,280,797 $3,133,295 $3,081,096 S3,109,143 $2,867,125 Jul -20 Aug -20 Sep -20 Oct -20 Nov -20 Dec -20 Jan -21 Feb -21 Mar -21 Apr -21 May -21 Jun -21 Month •FuII TI Lanes •3+ Lanes •JLan ss 12 371 RCTC PEAK -HOUR VOLUMES In January, there were no toll rates adjusted in response to traffic volumes. Traffic volumes are being reviewed regularly, and a plan is in place to monitor traffic volumes and adjust toll rates until traffic returns to pre-COVID-19 volumes. RCTC EASTBOUND PEAK -HOUR VOLUMES Eastbound PM Peak - County Line to McKinley Monday 12/28/20 Tuesday 12129/20 Wednesday 12/30/20 Thursday 12/31/20 Friday 01/01/21 PM Time Price HOV SOV Vol. LOS Price HOV SOV Vol. LOS Price HOV SOV Vol. LOS Price HOV SOV Vol. LOS Price HOV SOV Vol. LOS 1400 • 1500 $1.55 154 214 368 A 1500.1600 $1.55 120 199 319 A 1600 - 1700 $1.55 108 202 310 A 1700.1800 $1.55 114 161 275 A 1800.1900 $1.55 121 141 262 A 1900.2000 $1.55 101 111 212 A Monday 01/04/21 Tuesday 01/05/21 Wednesday 01/06/21 Thursday 01/07/21 Friday 01/08/21 PM Time Price HOV SOV Vol. LOS Price HOV SOV Vol. LOS Price HOV SOV Vol. LOS Price HOV SOV Vol. LOS Price HOV SOV Vol. LOS 1400.1500 $5.30 189 809 998 C $5.30 176 840 1,016 D $7.95 185 892 1,077 D $10.95 179 926 1,105 D $20.95 263 967 1,230 E 1500 - 1600 $8.95 212 919 1,131 D $9.95 195 945 1,140 D $13.95 193 939 1,132 D $13.95 234 935 1,169 D $22.95 256 1,039 1,295 E 1600 - 1700 $6.95 116 842 958 C $6.95 158 934 1,092 D $6.95 173 980 1,153 D $7.95 172 1,074 1,246 E $12.95 160 846 1,006 D 1700-1800 $5.30 170 733 903 C $5.30 160 786 946 C $5.30 157 786 943 C $5.30 136 783 919 C $7.95 196 824 1,020 D 1800-1900 $4.20 112 418 530 B $4.20 151 519 670 B $5.30 141 511 652 B $5.30 142 600 742 B $5.30 209 698 907 C 1900.2000 $2.25 90 191 281 A $2.25 88 236 324 A $2.25 91 227 318 A $2.25 90 247 337 A $2.25 133 400 533 B Monday 01111121 Tuesday 01112121 Wednesday 01/13/21 Thursday 01/14/21 Friday 01/15/21 PM Time Price HOV SOV Vol. LOS Price HOV SOV Vol. LOS Price HOV SOV Vol. LOS Price HOV SOV Vol. LOS Price HOV SOV Vol. LOS 1400 • 1500 $5.30 117 754 871 C $5.30 183 953 1,136 D $7.95 194 849 1,043 D $10.95 201 1,044 1,245 E $20.95 310 1,110 1,420 F 1500 - 1600 $8.95 213 955 1,168 D $9.95 212 896 1,108 D $13.95 209 992 1,201 E $13.95 248 954 1,202 E $22.95 322 1,043 1,365 F 1600 - 1700 $6.95 147 1,071 1,218 E $6.95 143 897 1,040 D $6.95 146 952 1,098 D $7.95 165 1,161 1,326 F $12.95 240 1,006 1,246 E 1700 - 1800 $5.30 120 844 964 C $5.30 148 812 960 C $5.30 180 862 1,042 D $5.30 146 897 1,043 D $7.95 253 1,060 1,313 F 1800-1900 $4.20 110 498 608 B $4.20 130 469 599 B $5.30 131 582 713 B $5.30 164 702 866 C $5.30 267 820 1,087 D 1900.2000 $2.25 80 203 283 A $2.25 73 248 321 A $2.25 85 252 337 A $2.25 118 368 486 B $2.25 231 600 831 C Monday 01118121 Tuesday 01119121 Wednesday 01120121 Thursday 01/21/21 Friday 01122121 PM Time Price HOV SOV Vol. LOS Price HOV SOV Vol. LOS Price HOV SOV Vol. LOS Price HOV SOV Vol. LOS Price HOV SOV Vol. LOS 1400.1500 $5.30 219 782 1,001 D $5.30 190 924 1,114 D $7.95 164 926 1,090 D $10.95 202 951 1,153 D $20.95 313 1,019 1,332 F 1500. 1600 $8.95 305 925 1,230 E $9.95 217 881 1,098 D $13.95 225 931 1,156 D $13.95 243 959 1,202 E $22.95 284 1,109 1,393 F 1600 • 1700 $6.95 214 958 1,172 D $6.95 160 951 1,111 D $6.95 160 917 1,077 D $7.95 196 1,085 1,281 E $12.95 189 975 1,164 D 1700 • 1800 $5.30 225 792 1,017 D $5.30 164 781 945 C $5.30 172 855 1,027 D $5.30 182 844 1,026 D $7.95 171 733 904 C 1800.1900 $4.20 240 630 870 C $4.20 158 536 694 B $5.30 193 588 781 B $5.30 205 748 953 C $5.30 233 789 1,022 D 1900.2000 $2.25 178 597 775 B $2.25 84 214 298 A $2.25 107 254 361 A $2.25 137 374 511 B $2.25 193 553 746 B Monday 01/25/21 Tuesday 01/26/21 Wednesday 01127121 Thursday 01/28/21 Friday 01/29/21 PM Time Price HOV SOV Vol. LOS Price HOV SOV Vol. LOS Price HOV SOV Vol. LOS Price HOV SOV Vol. LOS Price HOV SOV Vol. LOS 1400 - 1500 $5.30 148 652 800 B $5.30 166 871 1,037 D $7.95 155 975 1,130 D $10.95 211 1,112 1,323 F $20.95 222 815 1,037 D 1500 - 1600 $8.95 166 897 1,063 D $9.95 204 871 1,075 D $13.95 201 914 1,115 D $13.95 240 915 1,155 D $22.95 194 830 1,024 D 1600 • 1700 $6.95 143 801 944 C $6.95 143 980 1,123 D $6.95 145 1,022 1,167 D $7.95 184 1,159 1,343 F $12.95 137 610 747 B 1700.1800 $5.30 99 666 765 B $5.30 170 911 1,081 D $5.30 140 918 1,058 D $5.30 148 903 1,051 D $7.95 146 656 802 C 1800-1900 $4.20 115 379 494 B $4.20 164 638 802 C $5.30 161 636 797 B $5.30 166 717 883 C $5.30 211 639 850 C 1900.2000 $2.25 53 204 257 A $2.25 95 299 394 A $2.25 89 296 385 A $2.25 89 330 419 B $2.25 66 181 247 A etExpress Lanes 13 372 Eastbound PM Peak - County Line to 1-15 South Monday 12128/20 Tuesday 12129120 Wednesday 12130120 Thursday 12/31120 Friday 01/01/21 PM Time Price HOV SOV Vol. LOS Price HOV SOV Vol. LOS Price HOV SOV Vol. LOS Price HOV SOV Vol. LOS Price HOV SOV Vol. LOS 1400 • 1500 $1.95 62 123 185 A 1500-1600 $1.95 73 136 209 A 1600 - 1700 $1.95 68 123 191 A 1700 - 1800 $1.95 98 120 218 A 1800 • 1900 $1.95 78 108 186 A 1900 - 2000 $1.95 70 73 143 A Monday 01/04/21 Tuesday 01105121 Wednesday 01106121 Thursday 01/07/21 Friday 01108/21 PM Time Price HOV SOV Vol. LOS Price HOV SOV Vol. LOS Price HOV SOV Vol. LOS Price HOV SOV Vol. LOS Price HOV SOV Vol. LOS 1400.1500 $5.30 86 564 650 B $5.30 87 680 767 B $5.30 102 644 746 B $5.30 103 688 791 B $5.30 125 715 840 C 1500-1600 $5.30 121 717 838 C $5.30 118 730 848 C $5.30 130 735 865 C $5.30 145 747 892 C $5.30 156 830 986 C 1600-1700 $2.95 92 610 702 B $5.30 83 707 790 B $5.30 91 709 800 B $5.30 93 765 858 C $2.95 86 591 677 B 1700-1800 $2.95 70 592 662 B $2.95 99 636 735 B $2.95 96 612 708 B $5.30 85 587 672 B $2.95 116 597 713 B 1800-1900 $2.95 77 317 394 A $2.95 87 401 488 B $2.95 89 383 472 B $2.95 91 439 530 B $2.95 119 495 614 B 1900.2000 $1.95 49 175 224 A $1.95 61 190 251 A $2.95 67 220 287 A $2.95 48 214 262 A $2.95 73 258 331 A Monday 01111121 Tuesday 01/12/21 Wednesday 01113121 Thursday 01114121 Friday 01/15/21 PM Time Price HOV SOV Vol. LOS Price HOV SOV Vol. LOS Price HOV SOV Vol. LOS Price HOV SOV Vol. LOS Price HOV SOV Vol. LOS 1400 • 1500 65.30 79 472 551 B $5.30 101 658 759 B $5.30 94 637 731 B $5.30 104 731 835 C $5.30 132 701 833 C 1500-1600 $5.30 106 764 870 C $5.30 109 750 859 C $5.30 121 756 877 C $5.30 120 742 862 C $5.30 168 840 1,008 D 1600-1700 $2.95 87 769 856 C $5.30 72 687 759 B $5.30 76 681 757 B $5.30 81 753 834 C $2.95 98 607 705 B 1700-1800 $2.95 69 673 742 B $2.95 82 656 738 B $2.95 87 669 756 B $5.30 75 618 693 B $2.95 126 710 836 C 1800-1900 $2.95 87 388 475 B $2.95 73 437 510 B $2.95 79 494 573 B $2.95 82 523 605 B $2.95 153 552 705 B 1900.2000 $1.95 44 202 246 A $1.95 46 176 222 A $2.95 44 190 234 A $2.95 64 253 317 A $2.95 107 388 495 B Monday 01/18/21 Tuesday 01119121 Wednesday 01/20/21 Thursday 01121121 Friday 01122121 PM Time Price HOV SOV Vol. LOS Price HOV SOV Vol. LOS Price HOV SOV Vol. LOS Price HOV SOV Vol. LOS Price HOV SOV Vol. LOS 1400-1500 $5.30 124 543 667 B $5.30 97 663 760 B $5.30 78 654 732 B $5.30 109 720 829 C $5.30 126 794 920 C 1500-1600 $5.30 165 693 858 C $5.30 105 721 826 C $5.30 97 758 855 C $5.30 125 771 896 C $5.30 137 861 998 C 1600.1700 $2.95 111 625 736 B $5.30 88 747 835 C $5.30 85 664 749 B $5.30 101 818 919 C $2.95 97 677 774 B 1700 • 1800 $2.95 135 580 715 B $2.95 103 649 752 B $2.95 100 661 761 B $5.30 87 603 690 B $2.95 65 452 517 B 1800-1900 $2.95 122 397 519 B $2.95 106 432 538 B $2.95 103 497 600 B $2.95 122 559 681 B $2.95 120 530 650 B 1900.2000 $1.95 95 357 452 B $1.95 44 192 236 A $2.95 60 227 287 A $2.95 85 293 378 A $2.95 101 412 513 B Monday 01/25/21 Tuesday 01/26/21 Wednesday 01/27/21 Thursday 01/28/21 Friday 01/29/21 PM Time Price HOV SOV Vol. LOS Price HOV SOV Vol. LOS Price HOV SOV Vol. LOS Price HOV SOV Vol. LOS Price HOV SOV Vol. LOS 1400-1500 $5.30 74 514 588 B $5.30 85 653 738 B $5.30 94 730 824 C $5.30 124 770 894 C $5.30 103 634 737 B 1500-1600 $5.30 98 748 846 C $5.30 139 763 902 C $5.30 128 781 909 C $5.30 113 731 844 C $5.30 113 656 769 B 1600.1700 $2.95 74 687 761 B $5.30 77 760 837 C $5.30 67 748 815 C $5.30 85 864 949 C $2.95 54 455 509 B 1700.1800 $2.95 71 604 675 B $2.95 89 731 820 C $2.95 89 748 837 C $5.30 71 652 723 B $2.95 89 448 537 B 1800-1900 $2.95 68 334 402 B $2.95 84 520 604 B $2.95 98 514 612 B $2.95 81 530 611 B $2.95 38 131 169 A 1900 • 2000 $1.95 44 200 244 A $1.95 74 242 316 A $2.95 59 251 310 A $2.95 55 244 299 A $2.95 1 0 1 A etExpress Lanes 14 373 RCTC WESTBOUND PEAK -HOUR VOLUMES Westbound AM Peak - McKinley to County Line Monday 12/28/20 Tuesday 12129120 Wednesday 12/30/20 Thursday 12/31/20 Friday 01101121 AM Time Price HOV SOV Vol. LOS Price HOV SOV Vol. LOS Price HOV SOV Vol. LOS Price HOV SOV Vol. LOS Price HOV SOV Vol. LOS 0400 - 0500 $1.55 5 6 11 A 0500 • 0600 $1.55 13 14 27 A 0600 • 0700 $1.55 5 20 25 A 0700 - 0800 $1.55 11 26 37 A 0800 - 0900 $1.55 15 42 57 A 0900 - 1000 $1.55 48 69 117 A Monday 01104121 Tuesday 01105/21 Wednesday 01/06/21 Thursday 01/07/21 Friday 01/08/21 AM Time Price HOV SOV Vol. LOS Price HOV SOV Vol. LOS Price HOV SOV Vol. LOS Price HOV SOV Vol. LOS Price HOV SOV Vol. LOS 0400-0500 $5.30 137 561 698 B $5.30 145 546 691 B $5.30 141 563 704 B $5.30 141 540 681 B $2.25 109 303 412 B 0500.0600 $9.95 225 738 963 C $9.95 267 1,131 1,398 F $9.95 222 928 1,150 D $9.95 259 831 1,090 D $6.95 205 719 924 C 0600.0700 $9.95 139 766 905 C $10.95 125 369 494 B $10.95 157 613 770 B $10.95 143 551 694 B $6.95 141 807 948 C 0700.0800 $6.95 131 807 938 C $6.95 131 792 923 C $6.95 126 796 922 C $6.95 124 757 881 C $5.30 114 681 795 B 0800.0900 $5.30 76 573 649 B $5.30 86 564 650 B $5.30 62 545 607 B $5.30 57 553 610 B $2.25 64 517 581 B 0900.1000 $5.30 59 407 466 B $5.30 53 447 500 B $5.30 52 388 440 B $5.30 63 433 496 B $2.25 63 370 433 B Monday 01/11121 Tuesday 01112121 Wednesday 01/13/21 Thursday 01/14/21 Friday 01115121 AM Time Price HOV SOV Vol. LOS Price HOV SOV Vol. LOS Price HOV SOV Vol. LOS Price HOV SOV Vol. LOS Price HOV SOV Vol. LOS 0400-0500 $5.30 138 528 666 B $5.30 147 518 665 B $5.30 158 574 732 B $5.30 143 560 703 B $2.25 137 282 419 B 0500 - 0600 $9.95 253 805 1,058 D $9.95 328 1,206 1,534 F $9.95 257 970 1,227 E $9.95 247 1,006 1,253 E $6.95 249 758 1,007 D 0600-0700 $9.95 135 790 925 C $10.95 129 389 518 B $10.95 160 512 672 B $10.95 156 584 740 B $6.95 177 947 1,124 D 0700.0800 $6.95 127 797 924 C $6.95 135 885 1,020 D $6.95 124 812 936 C $6.95 110 892 1,002 D $5.30 151 1,012 1,163 D 0800.0900 $5.30 77 541 618 B $5.30 74 586 660 B $5.30 51 637 688 B $5.30 64 547 611 B $2.25 80 584 664 B 0900-1000 $5.30 51 409 460 B $5.30 61 453 514 B $5.30 67 416 483 B $5.30 73 426 499 B $2.25 83 383 466 B Monday 01/18121 Tuesday 01/19/21 Wednesday 01/20/21 Thursday 01/21/21 Friday 01/22/21 AM Time Price HOV SOV Vol. LOS Price HOV SOV Vol. LOS Price HOV SOV Vol. LOS Price HOV SOV Vol. LOS Price HOV SOV Vol. LOS 0400.0500 $5.30 138 429 567 B $5.30 143 399 542 B $5.30 169 563 732 B $5.30 151 528 679 B $2.25 121 309 430 B 0500 • 0600 $9.95 221 589 810 C $9.95 325 1,294 1,619 F $9.95 277 940 1,217 E $9.95 301 929 1,230 E $6.95 243 782 1,025 D 0600-0700 $9.95 113 606 719 B $10.95 141 423 564 B $10.95 199 587 786 B $10.95 201 641 842 C $6.95 177 982 1,159 D 0700 - 0800 $6.95 94 634 728 B $6.95 162 966 1,128 D $6.95 131 832 963 C $6.95 188 1,041 1,229 E $5.30 142 858 1,000 C 0800.0900 $5.30 97 482 579 B $5.30 99 670 769 B $5.30 69 571 640 B $5.30 84 743 827 C $2.25 77 544 621 B 0900-1000 $5.30 133 453 586 B $5.30 65 436 501 B $5.30 76 395 471 B $5.30 81 658 739 B $2.25 67 480 547 B Monday 01/25/21 Tuesday 01/26/21 Wednesday 01/27/21 Thursday 01128121 Friday 01/29/21 AM Time Price HOV SOV Vol. LOS Price HOV SOV Vol. LOS Price HOV SOV Vol. LOS Price HOV SOV Vol. LOS Price HOV SOV Vol. LOS 0400.0500 $5.30 171 560 731 B $5.30 156 501 657 B $5.30 151 551 702 B $5.30 168 552 720 B $2.25 97 250 347 A 0500 -0600 $9.95 240 714 954 C $9.95 280 1,248 1,528 F $9.95 237 1,043 1,280 E $9.95 244 911 1,155 D $6.95 143 500 643 B 0600.0700 $9.95 117 782 899 C $10.95 145 401 546 B $10.95 161 559 720 B $10.95 136 599 735 B $6.95 117 652 769 B 0700.0800 $6.95 149 977 1,126 D $6.95 133 923 1,056 D $6.95 153 925 1,078 D $6.95 134 853 987 C $5.30 89 698 787 B 0800.0900 $5.30 68 672 740 B $5.30 69 651 720 B $5.30 56 618 674 B $5.30 66 574 640 B $2.25 57 540 597 B 0900.1000 $5.30 46 455 501 B $5.30 57 451 508 B $5.30 64 409 473 B $5.30 66 582 648 B $2.25 63 385 448 B etExpress Lanes 15 374 Westbound AM Peak - 1-15 North to County Line Monday 12128120 Tuesday 12129120 Wednesday 12/30/20 Thursday 12/31/20 Friday 01/01121 AM Time Price HOV SOV Vol. LOS Price HOV SOV Vol. LOS Price HOV SOV Vol. LOS Price HOV SOV Vol. LOS Price HOV SOV Vol. LOS 0400 - 0500 $1.95 18 15 33 A 0500 - 0600 $1.95 24 27 51 A 0600 • 0700 $1.95 6 28 34 A 0700 - 0800 $1.95 6 21 27 A 0800 - 0900 $1.95 13 49 62 A 0900 - 1000 $1.95 29 60 89 A Monday 01/04/21 Tuesday 01105/21 Wednesday 01/06/21 Thursday 01/07/21 Friday 01/08/21 AM Time Price HOV SOV Vol. LOS Price HOV SOV Vol. LOS Price HOV SOV Vol. LOS Price HOV SOV Vol. LOS Price HOV SOV Vol. LOS 0400.0500 $2.95 99 352 451 B $2.95 91 320 411 B $2.95 76 362 438 B $2.95 91 290 381 A $2.95 68 296 364 A 0500.0600 $6.85 130 676 806 C $6.85 137 662 799 B $6.85 121 633 754 B $6.85 158 651 809 C $5.30 112 559 671 B 0600.0700 $6.85 99 771 870 C $6.85 102 756 858 C $6.85 107 758 865 C $6.85 90 758 848 C $5.30 83 645 728 B 0700-0800 $6.85 66 662 728 B $6.85 77 733 810 C $6.85 78 626 704 B $6.85 71 683 754 B $2.95 64 560 624 B 0800.0900 $2.95 44 548 592 B $2.95 42 553 595 B $2.95 57 575 632 B $2.95 38 542 580 B $2.95 39 481 520 B 0900.1000 $2.95 42 378 420 B $2.95 54 402 456 B $2.95 63 416 479 B $2.95 50 440 490 B $2.95 71 403 474 B Monday 01/11/21 Tuesday 01/12/21 Wednesday 01/13121 Thursday 01114121 Friday 01115/21 AM Time Price HOV SOV Vol. LOS Price HOV SOV Vol. LOS Price NOV SOV Vol. LOS Price HOV SOV Vol. LOS Price HOV SOV Vol. LOS 0400.0500 $2.95 87 367 454 B $2.95 94 320 414 B $2.95 97 322 419 B $2.95 83 333 416 B $2.95 78 269 347 A 0500.0600 $6.85 139 677 816 C $6.85 144 592 736 B $6.85 140 711 851 C $6.85 148 733 881 C $5.30 146 607 753 B 0600.0700 $6.85 99 786 885 C $6.85 135 938 1,073 D $6.85 92 795 887 C $6.85 99 828 927 C $5.30 104 731 835 C 0700.0800 $6.85 75 707 782 B $6.85 82 713 795 B $6.85 78 701 779 B $6.85 77 687 764 B $2.95 84 674 758 B 0800.0900 $2.95 39 600 639 B $2.95 43 625 668 B $2.95 51 576 627 B $2.95 49 600 649 B $2.95 52 578 630 B 0900.1000 $2.95 36 344 380 A $2.95 41 423 464 B $2.95 36 424 460 B $2.95 43 419 462 B $2.95 47 389 436 B Monday 01/18/21 Tuesday 01/19/21 Wednesday 01/20121 Thursday 01/21/21 Friday 01/22/21 AM Time Price HOV SOV Vol. LOS Price HOV SOV Vol. LOS Price HOV SOV Vol. LOS Price NOV SOV Vol. LOS Price HOV SOV Vol. LOS 0400.0500 $2.95 88 264 352 A $2.95 101 341 442 B $2.95 99 315 414 B $2.95 98 303 401 B $2.95 65 269 334 A 0500-0600 $6.85 107 556 663 B $6.85 163 682 845 C $6.85 169 705 874 C $6.85 169 696 865 C $5.30 126 654 780 B 0600.0700 $6.85 105 612 717 B $6.85 123 877 1,000 C $6.85 106 773 879 C $6.85 124 860 984 C $5.30 95 742 837 C 0700.0800 $6.85 56 462 518 B $6.85 73 749 822 C $6.85 86 635 721 B $6.85 86 751 837 C $2.95 78 630 708 B 0800.0900 $2.95 48 445 493 B $2.95 60 633 693 B $2.95 50 548 598 B $2.95 55 669 724 B $2.95 55 523 578 B 0900.1000 $2.95 87 349 436 B $2.95 41 449 490 B $2.95 25 380 405 B $2.95 58 505 563 B $2.95 48 419 467 B Monday 01/25/21 Tuesday 01/26/21 Wednesday 01/27/21 Thursday 01/28/21 Friday 01/29/21 AM Time Price HOV SOV Vol. LOS Price HOV SOV Vol. LOS Price HOV SOV Vol. LOS Price HOV SOV Vol. LOS Price HOV SOV Vol. LOS 0400.0500 $2.95 103 369 472 B $2.95 83 345 428 B $2.95 86 312 398 A $2.95 88 313 401 B $2.95 47 256 303 A 0500.0600 $6.85 170 707 877 C $6.85 134 726 860 C $6.85 149 707 856 C $6.85 120 654 774 B $5.30 84 452 536 B 0600 - 0700 $6.85 91 835 926 C $6.85 112 871 983 C $6.85 95 835 930 C $6.85 110 790 900 C $5.30 63 590 653 B 0700 -0800 $6.85 68 756 824 C $6.85 65 762 827 C $6.85 79 733 812 C $6.85 73 711 784 B $2.95 73 601 674 B 0800.0900 $2.95 45 644 689 B $2.95 60 683 743 B $2.95 47 666 713 B $2.95 42 566 608 B $2.95 34 500 534 B 0900.1000 $2.95 47 428 475 B $2.95 42 470 512 B $2.95 43 523 566 B $2.95 46 483 529 B $2.95 38 383 421 B etExpress Lanes 16 375 RCTC OPERATIONAL HIGHLIGHTS On -Road Operations RCTC Freeway Service Patrol responded to 91 calls during the month of January. Of those calls, 54 were to assist disabled vehicles, 14 calls to remove debris, and 23 were in response to accidents in the Express Lanes. etExpress A Lanes 17 376 FINANCIAL HIGHLIGHTS RCTC RCTC 91 Express Lanes Operating Statement YTD as of : 1/31/2021 YTD Variance Description Actual Budget Dollar $ Percent (%) Operating revenues: Toll Revenue $ 20,903,720.94 $ 15,023,400.00 $ 5,880,320.94 39.1 Fee Revenue 3,185,165.72 1,429,458.33 1,755,707.39 122.8 Total operating revenues 24,088,886.66 16,452,858.33 7,636,028.33 46.4 Operating expenses: Salaries and Benefits 352,295.87 394,041.67 41,745.80 10.6 Legal Services 54,531.18 204,166.67 149,635.49 73.3 Advisory Services 40,606.95 43,750.00 3,143.05 7.2 Audit and Accounting Fees 31,550.00 21,000.00 (10,550.00) (50.2) Service Fees 1,541.32 11,666.67 10,125.35 86.8 Other Professional Services 352,401.48 1,528,916.67 1,176,515.19 77.0 Lease Expense 150,942.78 285,950.00 135,007.22 47.2 Operations 1,017,115.58 1,742,416.67 725,301.09 41.6 Utilities 17,258.83 47,600.00 30,341.17 63.7 Supplies and Materials 3,742.51 17,500.00 13,757.49 78.6 Membership and Subscription Fees 28,281.50 17,500.00 (10,781.50) (61.6) Office Equipment & Furniture (Non -Capital) 4,642.23 8,750.00 4,107.77 46.9 Maintenance/Repairs 62,857.83 212,975.00 150,117.17 70.5 Training Seminars and Conferences (720.00) 1,341.67 2,061.67 153.7 Transportation Expenses - 2,333.33 2,333.33 100.0 Lodging - 2,041.67 2,041.67 100.0 Meals - 291.67 291.67 100.0 Other Staff Expenses - 291.67 291.67 100.0 Advertising 4,611.25 160,416.67 155,805.42 97.1 Program Management 45,444.70 96,891.67 51,446.97 53.1 Program Operations 4,829,601.36 5,037,491.67 207,890.31 4.1 Litigation Settlement - - - N/A Fumiture & Equipment - 177,916.67 177,916.67 100.0 Improvements - - - N/A Bad Debt Expense 9.06 - (9.06) N/A Total operating expenses 6,996,714.43 10,015,250.00 3,018,535.57 30.1 Operating income (loss) 17,092,172.23 6,437,608.33 10,654,563.90 165.5 Nonoperating revenues (expenses): Interest Revenue 423,236.29 403,608.33 19,627.96 (4.9) Other Miscellaneous Revenue 52,429.00 58.33 52,370.67 (89,778.3) Interest Expense (14,782,117.78) (4,153,275.00) (10,628,842.78) 255.9 Total nonoperating revenues (expenses) (14,306,452.49) (3,749,608.33) (10,556,844.16) (281.5) Transfers In - - - N/A Transfers Out (489,200.00) (598,091.67) 108,891.67 (18.2) Net income (loss) $ 2,296,519.74 $ 2,089,908.33 $ 206,611.41 9.9 1 Unaudited etExpress Lanes 18 377 JOINT AGENCY TRIP AND REVENUE STATISTICS MULTI AGENCY TRIP AND REVENUE STATISTICS MONTH ENDING January 31, 2021 MTD Transactions by Agency Transactions Using Both Segments % Using Both Segments Revenue Westbound OCTA 481,862 304,294 63% $1,347,307 RCTC 422,682 304,294 72% $1,338,937 1-15 177,954 129,731 73% $525,588 McKinley 244,728 174,563 71% $813,349 Eastbound OCTA 524,260 315,046 60% $1,976,805 RCTC 422,374 315,046 75% $1,558,620 1-15 165,575 130,089 79% $452,527 McKinley 256,799 184,957 72% $1,106,093 JOINT AGENCY TRAFFIC STATISTICS Joint Agency Traffic Statistics 600,000 500,000 400,000 300,000 200,000 100,000 72% OCTA RCTC OCTA RC1. Westbound Eastbound • OCTA Transactions • RCTC Transactions • % of OCTA Transactions Using Both Segments i % of RCTC Transactions Using Both Segments •JLan Express 19 378 JOINT AGENCY PERFORMANCE MEASURES REPOR11NG REQUIREMENT Reporting Period PERFORMANCE STANDARD Jan -21 Perform ance CUSTOM ER SERVICE Call Wart Time Abandon Rate Customer Satisfaction MortNy MortNy MortNy Not to exceed 2 minutes No more than 4.0% At least 75 outbound calls 4:15 6.2% 77 VIOLATION PROCESSING Response Time MortNy Within 2 business days of receipt CUSA Violation Collection Rate Quarterly 70% or more CUSA Violation Collection Rate Amually 74% or more TRAFFIC OPERATIONS Initial & Secondary Review s MortNy Equal to or less than 15 days Rate Misread Errors MortNy Equal to or less than 0.4% CAS Response Time MortNy 0:20 (minutes) per call ACCOUNTING OCTA Exceptions MortNy No more than 3 RCTC Exceptions MortNy No more than 3 INFORMATION TECHNOLOGY Back -office System Uptime MortNy 99% Avaiabiity Network Uptame MortNy 99% Avaiabiity 1.0 1.0 0.01% 0:08 0 0 100% 100% CUSA =Co firoute USA: CAS=OCTA Customer Assistance Specialists Plate M is read Error performance is c urrent after a 60 -day hold-bac k period:therefore. percentage reported here is fo r 2 months pno r to the month of this report. JOINT AGENCY TRANSPONDER DISTRIBUTION T21 TRANSPONDER DISTRIBUTION January -21 De ce m be r-20 FY 2020-21 Tags 1% of Total! Tags CA Total 1 Average To -Date Issued To New Accounts Additional Tags to Existing Accounts Replacement Transponders Total Issued 442 9 4 455 97.1% 2.0% 0.9% 495 95.6% 15 2.9% 8 1.5% 518 633 96.5% 14 2.2% 9 1.3% 656 Returned Account Closures Accounts Dow nsizing Defective Transponders Total Returned 32 0.8% 44 2.6% 9 0.2% 33 2.0% 4,198 99.0% 1,589 95.4% 4,239 1,666 28 1.0% 0 0.0% 2,823 99.0% 2,851 6C TRANSPONDER DISTRIBUTION January -21 December -20 FY2020-21 Tags 1% of Total Tags 1% of Total Average To -Date Issued To New Accounts Additional Tags to Existing Accounts Replacement Transponders Total Issued 14,802 99.9% 17 0.1% 0 0.0% 14,819 ' 19,188 99.8% r 15,974 99.8% ✓ 31 0.2% r 23 0.1% • 0 0.0% r 2 0.0% 19,219 15,999 Returned Account Closures Accounts Dow nsizing Defective Transponders Total Returned •JLan Express 20 379 At the end of January 2021, the 91 Express Lanes had 150,267 active customer accounts and 415,697 transponders classified as assigned. Number of Accounts by FY As of January 31, 2021 160,000 - 140,000 - 120,000 - 100,000 - 80,000 - 60,000 - 40,000 - 20,000 - 130,048 114,138 112,584 112,473 112,929113,672 116,813 119,782 1 140,694 148,054 149,803 150,267 A �i y0 yti y", ,y'�i ti� 6.yLf (o ,yA ,yam y0) ti0 Fiscal Year Incoming Email Activity During January, the Anaheim Processing Center received 3,039 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 2020 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. • Expres Lanes 21 380 ATTACHMENT 2 OCTA Orange County Transportation Authority Riverside County Transportation Commission &Express Lanes Status Report February 2021 As of February 28, 2021 381 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 9 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 15 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 Operational Activity 21 etExpress A Lanes 2 382 OPERATIONS OVERVIEW OCTA TRAFFIC AND REVENUE STATISTICS FOR OCTA Total traffic volume on the 91 Express Lanes for February 2021 was 1,173,618. This represents a daily average of 41,915 vehicles. This is a 17.4 percent decrease in total traffic volume from the same period last year, which totaled 1,420,827. Potential toll revenue for February was $3,823,126, which represents a decrease of 12.7 percent from the prior year's total of $4,378,079. Carpool percentage for February was 20.8 percent as compared to the previous year's rate of 24.2 percent. The decreases are attributed to the coronavirus (COVID-19) pandemic and California Governor Gavin Newsom's orders for residents to stay at home 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 Orange County Transportation Authority (OCTA) 91 Express Lanes and associated potential revenue for the month of February 2021. Current Month -to -Date (MTD) as of February 28, 2021 Trips Feb -21 MTD Actual Feb -20 MTD Actual Yr-to-Yr % Variance Full Toll Lanes 929,879 1,077,494 (13.7%) 3+ Lanes 243,739 343,333 (29.0%) Total Gross Trips 1,173,618 1,420,827 (17.4%) Revenue Full Toll Lanes $3,779,098 $4,316,423 (12.4%) 3+ Lanes $44,028 $61,655 (28.6%) Total Gross Revenue $3,823,126 $4,378,079 (12.7%) Average Revenue per Trip Average Full Toll Lanes $4.06 $4.01 1.2% Average 3+ Lanes $0.18 $0.18 0.0% Average Gross Revenue $3.26 $3.08 5.8% • Express A Lanes 3 383 The 2021 fiscal year-to-date traffic volume decreased by 22.8 percent and potential toll revenue decreased by 17.4 percent, when compared with the same period last year. Year-to-date average revenue per trip is $3.26. 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 2020 through February 2021. Fiscal Year (FY) 2020-21 Year -to -Date as of February 28, 2021 Trips FY 2020-21 YTD Actual FY 2019-20 YTD Actual Yr-to-Yr % Variance Full Toll Lanes 7,154,664 8,792,740 (18.6%) 3+ Lanes 1,982,329 3,046,149 (34.9%) Total Gross Trips 9,136,993 11,838,889 (22.8%) Revenue Full Toll Lanes $29,360,495 $35,446,141 (17.2%) 3+ Lanes $387,639 $548,364 (29.3%) Total Gross Revenue $29,748,134 $35,994,505 (17.4%) Average Revenue per Trip Average Full Toll Lanes $4.10 $4.03 1.7% Average 3+ Lanes $0.20 $0.18 11.1% Average Gross Revenue $3.26 $3.04 7.2% etExpress Lanes 4 384 OCTA Traffic and Revenue Summary The chart below reflects the total trips breakdown between full toll trips and high -occupancy vehicle (HOV3+) trips for FY 2020-21 on a monthly basis. The chart below reflects the gross potential revenue breakdown between full toll trips and HOV3+ trips for FY 2020-21 on a monthly basis. FY 2020-21 Revenue Summary $5,000,000 $4,500,000 $4,000,000 $3,500,000 - w $3,000,000 - re $2,500,000 - $2,000,000 - $1,500,000 - $1,000,000 -, $4,269,601 $3.770.761 53,779,09 $3,673,371 $3,619,797 3,476,583 $3,488,629 $3,282,650 Jul -20 Aug -20 Sep -20 Oct -20 Nov -20 Dec -20 Jan -21 Month Feb -21 Mar -21 Apr -21 May -21 Jun -21 III Full Toll Lanes M3+ Lanes •JLan ss 5 385 OCTA EASTBOUND PEAK -HOUR VOLUMES Peak -hour traffic in the eastbound direction reached or exceeded 90 percent of defined capacity 11 times during the month of February 2021. As demonstrated on the next chart, westbound peak -hour traffic volumes top out at 76 percent of defined capacity. Monday 02/01/21 Tuesday 02/02/21 Wednesday 02/03/21 Thursday 02/04/21 Friday 02/05/21 PM Time Price HOV Vol. Cap. Price HOV Vol. Cap. Price HOV Vol. Cap. Price HOV Vol. Cap. Price HOV Vol. Cap. 1400-1500 $5.15 335 2,353 69% $5.15 315 2,311 68% $5.15 364 2,824 83% $6.95 382 3,141 92% $8.10 486 2,685 79% 1500.1600 $5.50 428 2,952 87% $5.25 423 2,142 63% $7.25 487 3,004 88% $7.25 524 2,781 82% $7.65 567 3,276 96% 1600 - 1700 $4.85 314 2,774 82% $5.00 292 2,772 82% $7.00 306 2,790 82% $6.80 350 3,186 94% $7.95 394 2,444 72% 1700-1800 $4.80 310 2,445 72% $4.90 359 2,760 81% $5.90 382 2,720 80% $7.20 348 2,568 76% $6.55 434 2,949 87% 1800 - 1900 $5.50 360 1,719 51% $3.95 458 2,514 74% $3.95 442 2,331 69% $4.35 464 2,355 69% $6.55 525 2,456 72% 1900 - 2000 $3.85 220 831 24% $3.85 255 1,073 32% $3.85 291 1,169 34% $5.60 287 1,264 37% $6.05 449 1,827 54% Monday 02/08/21 Tuesday 02/09/21 Wednesday 02/10/21 Thursday 02/11/21 Friday 02/12/21 PM Time Price HOV Vol. Cap. Price HOV Vol. Cap. Price HOV Vol. Cap. Price HOV Vol. Cap. Price HOV Vol. Cap. 1400-1500 $5.15 361 2,440 72% $5.15 351 2,733 80% $5.15 356 2,799 82% $6.95 428 3,051 90% $8.10 562 2,972 87% 1500 - 1600 $5.50 489 2,839 84% $5.25 462 2,960 87% $7.25 493 2,871 84% $7.25 508 2,824 83% $7.65 572 3,342 98% 1600 - 1700 $4.85 279 2,530 74% $5.00 326 2,932 86% $7.00 286 2,796 82% $6.80 370 3,252 96% $7.95 450 2,523 74% 1700- 1800 $4.80 400 2,934 86% $4.90 357 2,762 81% $5.90 405 2,916 86% $7.20 359 2,474 73% $6.55 476 2,760 81% 1800 - 1900 $5.50 438 1,992 59% $3.95 436 2,332 69% $3.95 519 2,642 78% $4.35 576 2,887 85% $6.55 505 2,260 66% 1900 - 2000 $3.85 250 984 29% $3.85 311 1,128 33% $3.85 307 1,397 41% $5.60 370 1,490 44% $6.05 508 1,813 53% Monday 02/15/21 Tuesday 02/16/21 Wednesday 02/17/21 Thursday 02/18/21 Friday 02/19/21 PM Time Price HOV Vol. Cap. Price HOV Vol. Cap. Price HOV Vol. Cap. Price HOV Vol. Cap. Price HOV Vol. Cap. 1400 - 1500 $5.15 413 2,170 64% $5.15 355 2,687 79% $5.15 366 2,859 84% $6.95 397 3,088 91% $8.10 537 3,019 89% 1500 - 1600 $5.50 474 2,645 78% $5.25 439 2,692 79% $7.25 497 2,839 84% $7.25 459 2,738 81% $7.65 587 3,373 99% 1600 - 1700 $4.85 362 2,315 68% $5.00 350 2,911 86% $7.00 323 2,832 83% $6.80 327 3,147 93% $7.95 358 2,489 73% 1700 - 1800 $4.80 329 1,947 57% $4.90 344 2,789 82% $5.90 373 2,880 85% $7.20 334 2,490 73% $6.55 403 2,762 81% 1800 - 1900 $5.50 413 1,399 41% $3.95 458 2,357 69% $3.95 478 2,539 75% $4.35 562 2,683 79% $6.55 558 2,514 74% 1900.2000 $3.85 277 851 25% $3.85 285 1,185 35% $3.85 335 1,179 35% $5.60 335 1,366 40% $6.05 463 1,702 50% Monday 02/22/21 Tuesday 02/23/21 Wednesday 02/24/21 Thursday 02/25/21 Friday 02126121 PM Time Price HOV Vol. Cap. Price HOV Vol. Cap. Price HOV Vol. Cap. Price HOV Vol. Cap. Price HOV Vol. Cap. 1400-1500 $5.15 372 2,490 73% $5.15 358 2,850 84% $5.15 382 2,896 85% $6.95 410 2,957 87% $8.10 486 2,896 85% 1500 - 1600 $5.50 456 2,987 88% $5.25 464 2,764 81% $7.25 470 2,803 82% $7.25 495 2,670 79% $7.65 568 3,263 96% 1600-1700 $4.85 309 2,822 83% $5.00 311 2,880 85% $7.00 345 2,847 84% $6.80 374 3,253 96% $7.95 424 2,594 76% 1700.1800 $4.80 352 2,715 80% $4.90 366 2,845 84% $5.90 378 2,883 85% $7.20 313 2,685 79% $6.55 456 2,930 86% 1800 - 1900 $5.50 458 2,104 62% $3.95 484 2,547 75% $3.95 502 2,660 78% $4.35 491 2,571 76% $6.55 550 2,570 76% 1900-2000 $3.85 291 1,056 31% $3.85 312 1,261 37% $3.85 335 1,287 38% $5.60 347 1,413 42% $6.05 500 1,953 57% etExpress Lanes 6 386 OCTA WESTBOUND PEAK -HOUR VOLUMES Monday 02101/21 Tuesday 02/02/21 Wednesday 02/03121 Thursday 02/04/21 Friday 02/05/21 AM Time Price HOV Vol. Cap. Price HOV Vol. Cap. Price HOV Vol. Cap. Price HOV Vol. Cap. Price HOV Vol. Cap. 0400.0500 $3.05 365 1,244 37% $3.05 368 1,266 37% $3.05 387 1,344 40% $3.05 378 1,341 39% $3.05 292 956 28% 0500-0600 $4.95 475 1,984 58% $4.95 553 2,366 70% $4.95 532 2,194 65% $4.95 574 2,267 67% $4.70 474 1,821 54% 0600-0700 $5.15 300 1,932 57% $5.15 274 1,602 47% $5.15 309 1,795 53% $5.15 296 1,863 55% $4.95 315 1,921 57% 0700-0800 $5.65 255 1,953 57% $5.65 241 1,992 59% $5.65 229 1,973 58% $5.65 273 1,991 59% $5.50 250 1,850 54% 0800-0900 $5.15 132 1,571 46% $5.15 159 1,788 53% $5.15 147 1,728 51% $5.15 130 1,637 48% $4.95 156 1,582 47% 0900-1000 $4.10 113 1,095 32% $4.10 132 1,315 39% $4.10 129 1,231 36% $4.10 128 1,296 38% $4.10 180 1,484 44% Monday 02108121 Tuesday 02/09/21 Wednesday 02/10/21 Thursday 02/11/21 Friday 02/12/21 AM Time Price HOV Vol. Cap. Price HOV Vol. Cap. Price HOV Vol. Cap. Price HOV Vol. Cap. Price HOV Vol. Cap. 0400 - 0500 $3.05 378 1,259 37% $3.05 367 1,309 39% $3.05 393 1,325 39% $3.05 372 1,295 38% $3.05 305 997 29% 0500-0600 $4.95 489 2,013 59% $4.95 622 2,440 72% $4.95 551 2,249 66% $4.95 561 2,301 68% $4.70 494 1,951 57% 0600 - 0700 $5.15 278 1,945 57% $5.15 287 1,643 48% $5.15 321 1,864 55% $5.15 311 1,885 55% $4.95 276 1,901 56% 0700-0800 $5.65 266 2,078 61% $5.65 275 2,094 62% $5.65 272 2,128 63% $5.65 284 2,052 60% $5.50 224 1,852 54% 0800 - 0900 $5.15 171 1,714 50% $5.15 176 1,962 58% $5.15 163 1,887 56% $5.15 153 1,891 56% $4.95 210 1,691 50% 0900-1000 $4.10 168 1,263 37% $4.10 163 1,504 44% $4.10 160 1,464 43% $4.10 198 1,767 52% $4.10 176 1,459 43% Monday 02/15121 Tuesday 02/16/21 Wednesday 02/17/21 Thursday 02/18/21 Friday 02/19/21 AM Time Price HOV Vol. Cap. Price HOV Vol. Cap. Price HOV Vol. Cap. Price HOV Vol. Cap. Price HOV Vol. Cap. 0400 - 0500 $3.05 278 906 27% $3.05 389 1,383 41% $3.05 404 1,400 41% $3.05 395 1,364 40% $3.05 307 1,008 30% 0500 - 0600 $4.95 353 1,328 39% $4.95 596 2,423 71% $4.95 579 2,309 68% $4.95 580 2,306 68% $4.70 493 1,935 57% 0600-0700 $5.15 159 1,142 34% $5.15 293 1,774 52% $5.15 315 1,901 56% $5.15 305 1,873 55% $4.95 298 1,979 58% 0700-0800 $5.65 148 1,050 31% $5.65 271 2,192 64% $5.65 285 2,110 62% $5.65 272 2,043 60% $5.50 253 1,953 57% 0800.0900 $5.15 142 1,022 30% $5.15 183 1,993 59% $5.15 146 1,844 54% $5.15 183 1,859 55% $4.95 165 1,480 44% 0900-1000 $4.10 257 1,192 35% $4.10 171 1,762 52% $4.10 171 1,587 47% $4.10 172 1,710 50% $4.10 177 1,320 39% Monday 02/22121 Tuesday 02/23121 Wednesday 02/24/21 Thursday 02/25/21 Friday 02126121 AM Time Price HOV Vol. Cap. Price HOV Vol. Cap. Price HOV Vol. Cap. Price HOV Vol. Cap. Price HOV Vol. Cap. 0400-0500 $3.05 390 1,330 39% $3.05 384 1,318 39% $3.05 404 1,415 42% $3.05 375 1,470 43% $3.05 302 1,052 31% 0500 - 0600 $4.95 553 2,146 63% $4.95 636 2,569 76% $4.95 587 2,428 71% $4.95 537 2,238 66% $4.70 533 2,010 59% 0600.0700 $5.15 296 2,040 60% $5.15 272 1,730 51% $5.15 344 1,977 58% $5.15 328 1,947 57% $4.95 315 1,968 58% 0700-0800 $5.65 269 2,154 63% $5.65 308 2,178 64% $5.65 281 2,204 65% $5.65 301 2,150 63% $5.50 295 1,949 57% 0800.0900 $5.15 173 1,906 56% $5.15 183 1,938 57% $5.15 170 1,888 56% $5.15 170 1,909 56% $4.95 176 1,668 49% 0900 - 1000 $4.10 182 1,567 46% $4.10 165 1,721 51% $4.10 186 1,804 53% $4.10 200 1,747 51% $4.10 170 1,354 40% etExpress Lanes 7 387 OCTA OPERATIONAL HIGHLIGHTS On -Road Operations OCTA customer assistance specialists (CAS) responded to 83 calls during the month of February. Of those calls, 62 were to assist disabled vehicles and 14 calls to remove debris. The CAS provided assistance to seven accidents in the Express Lanes with four of those accidents originating in the State Route 91 general purpose lanes. 91 Express Lanes Back -Office System Development Update In February, Cofiroute USA, LLC (CUSA) notified OCTA and the Riverside County Transportation Commission (RCTC) of a delay to the implementation of the new back - office system (BOS) for the 91 Express Lanes for both Orange and Riverside counties as a result of the COVID-19 pandemic. CUSA is the current operator of the 91 Express Lanes for both OCTA and RCTC and is the firm selected for the design, development and implementation of the new BOS, as well as the customer service center operation, once the current contract expires on June 30, 2021. In anticipation that the future contractor would not be able to meet the go -live date in July 2021, the OCTA Board of Director approved an amendment to the current three -party agreement between CUSA, RCTC, and OCTA, which allowed for six one -month optional extension periods. Staff from both agencies are continuing to work with CUSA to meet the revised anticipated go -live date in October 2021. etExpress Lanes 8 388 FINANCIAL HIGHLIGHTS OCTA 91 Express Lanes Operating Statement YTD as of : 2/28/2021 YTD Variance Description Actual ttl 1 Budget (1) Dollar S Percent (%) Operating revenues: Toll Revenue $ 27,303,677.90 $ 21,067,703.00 $ 6,235,974.90 29.6 Fee Revenue 3.422.774.14 1.301.638.00 2.121.136.14 163.0 Total operating revenues 30,726,452.04 22.369.341.00 8,357,111.04 37.4 Operating expenses: Contracted Services 4,439,729.95 4.798.080.00 358,350.05 7.5 Administrative Fee 1,997,720.00 2,081,168.00 83,448.00 4.0 Other Professional Services 679,851.05 2,226,570.00 1,546,718.95 69.5 Credit Card Processing Fees 631,564.43 615,510.00 (16.054.43) (2.6) Toll Road Account Servicing (5) 379,751.63 395,820.00 16,068.37 4.1 Other Insurance Expense 290,632.52 166,600.00 (124.032.52) (74.4) Toll Road Maintenance Supply Repairs 123,005.14 1,953,570.00 1,830,564.86 93.7 Patrol Services 399,553.46 689,704.00 290,150.54 42.1 Building Equipment Repairs and Maint 539,566.60 310,112.00 (229,454.60) (74.0) 6C Transponders - 125,000.00 125,000.00 100.0 Other Services (5) (992,616.18) 33,280.00 1.025.896.18 3,082.6 Utilities 32,601.91 76,640.00 44,038.09 57.5 Office Expense 9,911.50 60,226.00 50,314.50 83.5 Bad Debt Expense 120,248.27 - (120.248.27) N/A Miscellaneous (2) 37,349.65 98,198.00 60,848.35 62.0 Leases 286,595.08 323,200.00 36.604.92 11.3 Total operating expenses 8,975,465.01 13,953,678.00 4,978,212.99 35.7 Depreciation and Amortization (3) 3.128.365.02 - (3,128,365.02) N/A Operating income (loss) 18,622,622.01 8.415.663.00 10.206.959.01 121.3 Nonoperating revenues (expenses): Reimbursement from Other Agencies 355,439.21 625,000.00 (269,560.79) (43.1) Interest Income 3,005,954.34 980,992.00 2,024,962.34 206.4 Interest Expense ' (2,866,924.80) v (2,932,632.00) 65,707.20 . 2.2 Other 462.08 - 462.08 N/A Total nonoperating revenues (expenses) 494,930.83 (1.326.640.00) 1.821.570.83 137.3 Transfers In - - - N/A Transfers Out (4) (2,817,627.05) (32.597,400.00) 29,779,772.95 91.4 Net income (Ioss)I S 16,299,925.79 1 $ (25,508,377.00) S 41,808,302.79 1 (163.9) '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. `Transfers Out: For M2 Project I and Project J expense reimbursements. 'Collection efforts have been paused due to pandemic s Litigation settlement was accrued, the negative will be offset once the litigation payment is issued. Capital Asset Activity During the eight months ending February 28, 2021, capital asset activities included $11,453 for the replacement of the air-conditioning units for the eastbound toll plaza and $73,349 for the Electronic Toll and Traffic Management system. elk:Express 9 389 OPERATIONS OVERVIEW RCTC TRAFFIC AND REVENUE STATISTICS FOR RCTC Total traffic volume on the 91 Express Lanes for February 2021 was 990,668. This represents a daily average of 35,381 vehicles. This is a 20.2 percent decrease in total traffic volume from the same period last year, which totaled 1,241,893. Potential toll revenue for February was $3,380,063, which represents a decrease of 39.8 percent from the prior year's total of $5,610,397. Carpool percentage for February was 20.1 percent as compared to the previous year's rate of 22.7 percent. The decreases are 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 Riverside County Transportation Commission (RCTC) 91 Express Lanes and associated potential revenue for the month of February 2021. Current Month -to -Date as of February 28, 2021 Trips FEB-21 MTD Actual Stantec MTD Projected # Variance % Variance FEB-20 MTD Actual Yr-to-Yr Variance Full Toll Lanes 791,824 911,486 (119,662) (13.1%) 960,256 (17.5%) 3+ Lanes 198,844 286,229 (87,385) (30.5%) 281,637 (29.4%) Total Gross Trips 990,668 1,197,714 (207,046) (17.3%) 1,241,893 (20.2%) Revenue Full Toll Lanes $3,343,629 $3,970,343 ($626,714) (15.8%) $5,579,936 (40.1%) 3+ Lanes $36,434 $0 $36,434 $30,461 19.6% Total Gross Revenue $3,380,063 $3,970,343 ($590,280) (14.9%) $5,610,397 (39.8%) Average Revenue per Trip Average Full Toll Lanes $4.22 $4.36 ($0.14) (3.2%) $5.81 (27.4%) Average 3+ Lanes $0.18 $0.00 $0.18 $0.11 63.6% Average Gross Revenue $3.41 $3.31 $0.10 3.0% $4.52 (24.6%) etExpress A Lanes 10 390 The 2021 fiscal year-to-date traffic volume decreased by 25.8 percent and potential toll revenue decreased by 41.2 percent, when compared with the same period last year. Year-to-date average revenue per -trip is $3.41. 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 2020 through February 2021. FY 2020-21 Year -to -Date as of February 28, 2021 Trips FY 2020-21 YTD Actual Stantec YTD Projected # Variance % Variance FY 2019-20 YTD Actual Yr-to-Yr Variance Full Toll Lanes 6,117,074 7,936,000 (1,818,926) (22.9%) 7,903,204 (22.6%) 3+ Lanes 1,591,313 2,571,400 (980,087) (38.1%) 2,481,489 (35.9%) Total Gross Trips 7,708,387 10,507,400 (2,799,013) (26.6%) 10,384,693 (25.8%) Revenue Full Toll Lanes $25,970,762 $33,926,314 ($7,955,553) (23.4%) $44,359,901 (41.5%) 3+Lanes $280,928 $0 $280,928 $284,274 (1.2%) Total Gross Revenue $26,251,690 $33,926,314 ($7,674,625) (22.6%) $44,644,175 (41.2%) Average Revenue per Trip Average Full Toll Lanes $4.25 $4.27 ($0.02) (0.5%) $5.61 (24.2%) Average 3+ Lanes $0.18 $0.00 $0.18 $0.11 63.6% Average Gross Revenue $3.41 $3.23 $0.18 5.6% $4.30 (20.7%) •JLan ss 11 391 RCTC Traffic and Revenue Summary The chart below reflects the total trips broken down between full toll lanes and HOV3+ lanes for FY 2020-21 on a monthly basis. FY 2020-21 Traffic Volume Overview 1.600.000 1 400 000 1,200,000 1,000,000 7 800,000 0 600,000 400,000 200,000 0 196,613 212,374 202,011 222,865 203,528 771,951 787,711 879,975 791,824 718,572 763,738 729,424 673,879 183,901 171,177 198,844 Jul -20 Aug -20 Sep -20 Oct -20 Nov -20 Dec -20 Jan -21 Feb -21 Mar -21 Apr -21 May -21 Jun -21 Month ■ Full Toll Lanes ■3+ Lanes The chart below reflects the gross potential revenue breakdown between full toll lanes and HOV3+ lanes for FY 2020-21 on a monthly basis. S5,000,000 $4,500,000 $4,000,000 $3,500,000 c > $3,000,000 - m $2,500,000 - FY 2020-21 Revenue Summary $2,000,000 - $1,500,000 - $1,000,000 - $3,705,484 $3,450,193 $3,280,797 $3,133,295 $3,343,629 $3,081,096 S3,109,143 $2,867,125 Jul -20 Aug -20 Sep -20 Oct -20 Nov -20 Dec -20 Jan -21 Feb -21 Mar -21 Apr -21 May -21 Jun -21 Month •FuII TI Lanes •3+ Lanes •JLan ss 12 392 RCTC PEAK -HOUR VOLUMES In February, several peak -period toll rates were increased in response to traffic. Traffic volumes are being reviewed regularly and a plan is in place to monitor traffic volumes and adjust toll rates until traffic returns to pre-COVID-19 volumes. RCTC EASTBOUND PEAK -HOUR VOLUMES Eastbound PM Peak - County Line to McKinley Monday 02/01/21 Tuesday 02102121 Wednesday 02103121 Thursday 02/04/21 Friday 02105121 PM Time Price HOV SOV Vol. LOS Price HOV SOV Vol. LOS Price HOV SOV Vol. LOS Price HOV SOV Vol. LOS Price HOV SOV Vol. LOS 1400 - 1500 $5.30 157 820 977 C $5.30 178 939 1,117 D $7.95 204 1048 1,252 E $10.95 201 1,179 1,380 F $20.95 312 1,030 1,342 F 1500 • 1600 $8.95 198 934 1,132 D $9.95 198 766 964 C $13.95 253 1000 1,253 E $13.95 273 927 1,200 D $22.95 368 1,123 1,491 F 1600 • 1700 $6.95 163 951 1,114 D $6.95 162 1026 1,188 D $6.95 179 932 1,111 D $7.95 193 1,166 1,359 F $12.95 238 1,019 1,257 E 1700 - 1800 $5.30 128 782 910 C $5.30 153 968 1,121 D $5.30 190 958 1,148 D $5.30 172 924 1,096 D $7.95 218 1,151 1,369 F 1800-1900 $4.20 156 506 662 B $4.20 223 794 1,017 D $5.30 181 808 989 C $5.30 203 822 1,025 D $5.30 246 954 1,200 D 1900 •2000 $2.25 90 230 320 A $2.25 108 336 444 B $2.25 114 398 512 B $2.25 143 462 605 B $2.25 220 731 951 C Monday 02108121 Tuesday 02109121 Wednesday 02110121 Thursday 02/11/21 Friday 02112121 PM Time Price HOV SOV Vol. LOS Price HOV SOV Vol. LOS Price HOV SOV Vol. LOS Price HOV SOV Vol. LOS Price HOV SOV Vol. LOS 1400 - 1500 $5.30 195 968 1,163 D $5.30 198 952 1,150 D $7.95 193 1,044 1,237 E $10.95 246 1,139 1,385 F $20.95 364 1,175 1,539 F 1500 - 1600 $8.95 253 962 1,215 E $9.95 242 984 1,226 E $13.95 260 957 1,217 E $13.95 312 1,004 1,316 F $22.95 410 1,281 1,691 F 1600 • 1700 $6.95 156 963 1,119 D $6.95 153 934 1,087 D $6.95 160 1,069 1,229 E $7.95 216 1,247 1,463 F $12.95 387 1,354 1,741 F 1700 • 1800 $5.30 216 984 1,200 D $5.30 169 952 1,121 D $5.30 221 995 1,216 E $5.30 192 954 1,146 D $7.95 387 1,296 1,683 F 1800 - 1900 $4.20 183 655 838 C $4.20 188 792 980 C $5.30 258 862 1,120 D $5.30 273 984 1,257 E $5.30 357 1,009 1,366 F 1900-2000 $2.25 110 307 417 B $2.25 127 353 480 B $2.25 126 448 574 B $2.25 178 583 761 B $2.25 266 739 1,005 D Monday 02115121 Tuesday 02/16121 Wednesday 02117121 Thursday 02118121 Friday 02/19121 PM Time Price HOV SOV Vol. LOS Price HOV SOV Vol. LOS Price HOV SOV Vol. LOS Price HOV SOV Vol. LOS Price HOV SOV Vol. LOS 1400 • 1500 35.30 223 886 1,109 D $5.30 196 962 1,158 D $7.95 201 1,038 1,239 E $10.95 212 1,133 1,345 F $20.95 326 1,149 1,475 F 1500 - 1600 $8.95 241 1,005 1,246 E $9.95 238 919 1,157 D $13.95 253 899 1,152 D $13.95 290 981 1,271 E $22.95 364 1,221 1,585 F 1600 - 1700 $6.95 193 821 1,014 D $6.95 170 993 1,163 D $6.95 160 1,041 1,201 E $7.95 205 1,133 1,338 F $12.95 231 1,116 1,347 F 1700 • 1800 $5.30 162 650 812 C $5.30 175 950 1,125 D $5.30 196 1,044 1,240 E $5.30 176 929 1,105 D $7.95 254 1,059 1,313 F 1800.1900 $4.20 205 343 548 B $4.20 182 773 955 C $5.30 209 820 1,029 D $5.30 271 838 1,109 D $5.30 282 945 1,227 E 1900-2000 $2.25 114 255 369 A $2.25 120 406 526 B $2.25 134 321 455 B $2.25 157 511 668 B $2.25 225 631 856 C Monday 02/22/21 Tuesday 02123121 Wednesday 02124121 Thursday 02/25/21 Friday 02/26/21 PM Time Price HOV SOV Vol. LOS Price HOV SOV Vol. LOS Price HOV SOV Vol. LOS Price HOV SOV Vol. LOS Price HOV SOV Vol. LOS 1400 • 1500 $5.30 180 925 1,105 D $5.30 175 1,027 1,202 E $7.95 190 1,095 1,285 E $10.95 197 1,170 1,367 F $22.95 344 1,116 1,460 F 1500 • 1600 $8.95 230 972 1,202 E $9.95 258 924 1,182 D $13.95 226 1,012 1,238 E $14.95 244 974 1,218 E $23.95 318 978 1,296 E 1600 - 1700 $6.95 171 1,002 1,173 D $6.95 157 1,021 1,178 D $6.95 179 1,086 1,265 E $7.95 176 1,195 1,371 F $14.95 219 1,103 1,322 F 1700.1800 $5.30 183 884 1,067 D $5.30 175 967 1,142 D $5.30 181 1,005 1,186 D $5.30 147 1,022 1,169 D $7.95 271 1,170 1,441 F 1800 - 1900 $4.20 184 679 863 C $4.20 183 811 994 C $5.30 249 814 1,063 D $5.30 208 935 1,143 D $5.30 283 954 1,237 E 1900-2000 $2.25 120 321 441 B $2.25 120 410 530 B $2.25 144 427 571 B $2.25 158 527 685 B $2.25 265 810 1,075 D etExpress Lanes 13 393 Eastbound PM Peak - County Line to 1-15 South Monday 02101121 Tuesday 02102121 Wednesday 02103121 Thursday 02/04/21 Friday 02/05/21 PM Time Price HOV SOV Vol. LOS Price HOV SOV Vol. LOS Price HOV SOV Vol. LOS Price HOV SOV Vol. LOS Price HOV SOV Vol. LOS 1400-1500 $5.30 115 558 673 B $5.30 94 686 780 B $5.30 99 717 816 C $5.30 103 826 929 C $5.30 140 703 843 C 1500.1600 $5.30 109 787 896 C $5.30 114 576 690 B $5.30 129 839 968 C $5.30 113 790 903 C $5.30 148 821 969 C 1600.1700 $2.95 68 720 788 B $5.30 89 824 913 C $5.30 94 711 805 C $5.30 95 811 906 C $2.95 94 699 793 B 1700-1800 $2.95 72 644 716 B $2.95 107 791 898 C $2.95 105 743 848 C $5.30 88 702 790 B $2.95 120 766 886 C 1800-1900 $2.95 89 433 522 B $2.95 115 676 791 B $2.95 100 583 683 B $2.95 117 606 723 B $2.95 119 602 721 B 1900.2000 $1.95 63 204 267 A $1.95 76 326 402 B $2.95 66 314 380 A $2.95 67 322 389 A $2.95 109 495 604 B Monday 02108121 Tuesday 02109121 Wednesday 02/10/21 Thursday 02111121 Friday 02112121 PM Time Price HOV SOV Vol. LOS Price HOV SOV Vol. LOS Price HOV SOV Vol. LOS Price HOV SOV Vol. LOS Price HOV SOV Vol. LOS 1400-1500 $5.30 95 585 680 B $5.30 109 721 830 C $5.30 103 694 797 B $5.30 97 785 882 C $5.30 173 742 915 C 1500-1600 $5.30 136 756 892 C $5.30 133 771 904 C $5.30 137 802 939 C $5.30 143 743 886 C $5.30 162 690 852 C 1600.1700 $2.95 78 692 770 B $5.30 92 840 932 C $5.30 84 756 840 C $5.30 109 835 944 C $2.95 32 130 162 A 1700.1800 $2.95 97 769 866 C $2.95 89 780 869 C $2.95 107 785 892 C $5.30 104 665 769 B $2.95 56 208 264 A 1800-1900 $2.95 109 482 591 B $2.95 99 611 710 B $2.95 133 681 814 C $2.95 119 764 883 C $2.95 102 356 458 B 1900-2000 $1.95 59 257 316 A $1.95 82 289 371 A $2.95 91 341 432 B $2.95 92 371 463 B $2.95 135 448 583 B Monday 02115121 Tuesday 02116121 Wednesday 02117121 Thursday 02118121 Friday 02119121 PM Time Price HOV SOV Vol. LOS Price HOV SOV Vol. LOS Price HOV SOV Vol. LOS Price HOV SOV Vol. LOS Price HOV SOV Vol. LOS 1400.1500 $5.30 131 482 613 B $5.30 103 669 772 B $5.30 102 707 809 C $5.30 115 772 887 C $5.30 128 809 937 C 1500-1600 $5.30 146 671 817 C $5.30 106 716 822 C $5.30 145 766 911 C $5.30 133 709 842 C $5.30 134 744 878 C 1600-1700 $2.95 109 596 705 B $5.30 74 760 834 C $5.30 89 707 796 B $5.30 81 796 877 C $2.95 92 461 553 B 1700.1800 $2.95 82 450 532 B $2.95 92 724 816 C $2.95 94 739 833 C $5.30 98 670 768 B $2.95 107 607 714 B 1800.1900 $2.95 107 304 411 B $2.95 98 570 668 B $2.95 103 622 725 B $2.95 143 640 783 B $2.95 133 593 726 B 1900-2000 $1.95 87 174 261 A $1.95 81 331 412 B $2.95 80 314 394 A $2.95 93 331 424 B $2.95 113 429 542 B Monday 02122121 Tuesday 02123121 Wednesday 02124121 Thursday 02125121 Friday 02126121 PM Time Price HOV SOV Vol. LOS Price HOV SOV Vol. LOS Price HOV SOV Vol. LOS Price HOV SOV Vol. LOS Price HOV SOV Vol. LOS 1400.1500 $5.30 115 623 738 B $5.30 111 772 883 C $5.30 112 775 887 C $5.30 120 789 909 C $5.30 114 767 881 C 1500.1600 $5.30 127 781 908 C $5.30 125 697 822 C $5.30 132 768 900 C $5.30 117 745 862 C $5.30 136 847 983 C 1600-1700 $2.95 71 796 867 C $5.30 98 738 836 C $5.30 86 742 828 C $5.30 85 853 938 C $2.95 112 673 785 B 1700-1800 $2.95 100 719 819 C $2.95 114 765 879 C $2.95 105 757 862 C $5.30 71 777 848 C $2.95 133 625 758 B 1800.1900 $2.95 128 496 624 B $2.95 110 658 768 B $2.95 123 672 795 B $2.95 119 652 771 B $2.95 134 640 774 B 1900.2000 $1.95 80 251 331 A $1.95 67 346 413 B $2.95 96 303 399 A $2.95 84 345 429 B $2.95 132 512 644 B etExpress Lanes 14 394 RCTC WESTBOUND PEAK -HOUR VOLUMES Westbound AM Peak - McKinley to County Line Monday 02/01/21 Tuesday 02/02/21 Wednesday 02/03/21 Thursday 02/04/21 Friday 02105121 AM Time Price HOV SOV Vol. LOS Price HOV SOV Vol. LOS Price HOV SOV Vol. LOS Price HOV SOV Vol. LOS Price HOV SOV Vol. LOS 0400.0500 $5.30 179 500 679 B $5.30 172 509 681 B $5.30 176 581 757 B $5.30 187 576 763 B $2.25 140 306 446 B 0500 - 0600 $9.95 244 821 1,065 D $9.95 296 1279 1,575 F $9.95 272 1054 1,326 E $9.95 307 1,000 1,307 E $6.95 275 767 1,042 D 0600-0700 $9.95 147 866 1,013 D $10.95 135 431 566 B $10.95 181 674 855 C $10.95 203 715 918 C $6.95 197 1,010 1,207 E 0700.0800 $6.95 155 1047 1,202 E $6.95 165 1121 1,286 E $6.95 141 1042 1,183 D $6.95 180 1,029 1,209 E $5.30 147 886 1,033 D 0800.0900 $5.30 71 704 775 B $5.30 84 754 838 C $5.30 101 730 831 C $5.30 81 707 788 B $2.25 90 787 877 C 0900-1000 $5.30 73 471 544 B $5.30 63 480 543 B $5.30 60 492 552 B $5.30 81 542 623 B $2.25 96 488 584 B Monday 02108121 Tuesday 02/09/21 Wednesday 02/10/21 Thursday 02111121 Friday 02112121 AM Time Price HOV SOV Vol. LOS Price HOV SOV Vol. LOS Price HOV SOV Vol. LOS Price HOV SOV Vol. LOS Price HOV SOV Vol. LOS 0400.0500 $5.30 162 515 677 B $5.30 176 534 710 B $5.30 189 572 761 B $5.30 175 567 742 B $2.25 145 304 449 B 0500.0600 $9.95 252 784 1,036 D $9.95 366 1,270 1,636 F $9.95 285 1,060 1,345 E $9.95 300 1,031 1,331 E $6.95 279 803 1,082 D 0600.0700 $9.95 161 977 1,138 D $10.95 150 461 611 B $10.95 211 714 925 C $10.95 182 786 968 C $6.95 185 1,032 1,217 E 0700.0800 $6.95 157 1,136 1,293 E $6.95 192 1,202 1,394 F $6.95 176 1,194 1,370 F $6.95 176 1,133 1,309 E $5.30 145 969 1,114 D 0800.0900 $5.30 91 735 826 C $5.30 114 880 994 C $5.30 97 781 878 C $5.30 114 917 1,031 D $2.25 106 710 816 C 0900.1000 $5.30 103 467 570 B $5.30 66 528 594 B $5.30 85 563 648 B $5.30 111 614 725 B $2.25 86 525 611 B Monday 02/15/21 Tuesday 02/16/21 Wednesday 02117121 Thursday 02/18/21 Friday 02/19/21 AM Time Price HOV SOV Vol. LOS Price HOV SOV Vol. LOS Price HOV SOV Vol. LOS Price HOV SOV Vol. LOS Price HOV SOV Vol. LOS 0400-0500 $5.30 128 375 503 B $5.30 175 564 739 B $5.30 189 618 807 C $5.30 192 583 775 B $2.25 153 316 469 B 0500.0600 $9.95 196 521 717 B $9.95 348 1,285 1,633 F $9.95 345 1,109 1,454 F $9.95 315 1,038 1,353 F $6.95 253 896 1,149 D 0600.0700 $9.95 97 593 690 B $10.95 172 550 722 B $10.95 202 696 898 C $10.95 209 737 946 C $6.95 188 1,053 1,241 E 0700-0800 $6.95 89 577 666 B $6.95 177 1,282 1,459 F $6.95 195 1,217 1,412 F $6.95 163 1,184 1,347 E $5.30 156 1,037 1,193 D 0800 - 0900 $5.30 88 466 554 B $5.30 83 1,045 1,128 D $5.30 100 833 933 C $5.30 108 915 1,023 D $2.25 98 617 715 B 0900.1000 $5.30 145 479 624 B $5.30 85 670 755 B $5.30 96 541 637 B $5.30 75 574 649 B $2.25 95 471 566 B Monday 02122121 Tuesday 02123121 Wednesday 02124121 Thursday 02/25/21 Friday 02126121 AM Time Price HOV SOV Vol. LOS Price HOV SOV Vol. LOS Price HOV SOV Vol. LOS Price HOV SOV Vol. LOS Price HOV SOV Vol. LOS 0400.0500 $5.30 186 535 721 B $5.30 174 562 736 B $5.30 179 663 842 C $5.30 153 707 860 C $2.25 144 348 492 B 0500-0600 $9.95 315 879 1,194 D $9.95 360 1,416 1,776 F $9.95 318 1,152 1,470 F $9.95 256 1,066 1,322 E $6.95 267 880 1,147 D 0600.0700 $9.95 181 934 1,115 D $10.95 150 514 664 B $10.95 217 776 993 C $10.95 213 766 979 C $6.95 201 1,099 1,300 E 0700.0800 $6.95 162 1,205 1,367 F $6.95 204 1,259 1,463 F $6.95 198 1,215 1,413 F $6.95 190 1,263 1,453 F $5.30 171 1,059 1,230 E 0800 - 0900 $5.30 104 969 1,073 D $5.30 116 1,009 1,125 D $5.30 111 959 1,070 D $5.30 115 967 1,082 D $2.25 107 809 916 C 0900-1000 $5.30 104 558 662 B $5.30 71 667 738 B $5.30 107 723 830 C $5.30 122 635 757 B $2.25 106 542 648 B etExpress A Lanes 15 395 Westbound AM Peak -1-15 North to County Line Monday 02101121 Tuesday 02102121 Wednesday 02/03/21 Thursday 02104121 Friday 02/05/21 AM Time Price HOV SOV Vol. LOS Price HOV SOV Vol. LOS Price HOV SOV Vol. LOS Price HOV SOV Vol. LOS Price HOV SOV Vol. LOS 0400-0500 $2.95 89 351 440 B $2.95 103 324 427 B $2.95 110 335 445 B $2.95 109 333 442 B $2.95 81 291 372 A 0500.0600 $6.85 143 693 836 C $6.85 135 728 863 C $6.85 157 714 871 C $6.85 174 714 888 C $5.30 150 576 726 B 0600.0700 $6.85 111 862 973 C $6.85 106 902 1,008 D $6.85 123 826 949 C $6.85 101 916 1,017 D $5.30 121 760 881 C 0700 - 0800 $6.85 84 778 862 C $6.85 105 822 927 C $6.85 86 815 901 C $6.85 105 771 876 C $2.95 99 774 873 C 0800 - 0900 $2.95 37 677 714 B $2.95 58 721 779 B $2.95 62 732 794 B $2.95 49 748 797 B $2.95 66 611 677 B 0900.1000 $2.95 44 447 491 B $2.95 46 429 475 B $2.95 56 480 536 B $2.95 60 508 568 B $2.95 62 483 545 B Monday 02108121 Tuesday 02109121 Wednesday 02/10/21 Thursday 02/11/21 Friday 02/12/21 AM Time Price HOV SOV Vol. LOS Price HOV SOV Vol. LOS Price HOV SOV Vol. LOS Price HOV SOV Vol. LOS Price HOV SOV Vol. LOS 0400-0500 $2.95 91 344 435 B $2.95 99 339 438 B $2.95 104 330 434 B $2.95 101 323 424 B $2.95 80 301 381 A 0500.0600 $6.85 135 697 832 C $6.85 181 742 923 C $6.85 151 759 910 C $6.85 173 767 940 C $5.30 159 626 785 B 0600.0700 $6.85 109 890 999 C $6.85 137 826 963 C $6.85 114 860 974 C $6.85 126 916 1,042 D $5.30 105 730 835 C 0700.0800 $6.85 86 823 909 C $6.85 104 847 951 C $6.85 98 843 941 C $6.85 109 798 907 C $2.95 76 697 773 B 0800.0900 $2.95 64 713 777 B $2.95 60 864 924 C $2.95 68 839 907 C $2.95 54 788 842 C $2.95 69 598 667 B 0900.1000 $2.95 35 457 492 B $2.95 61 532 593 B $2.95 63 516 579 B $2.95 65 547 612 B $2.95 96 495 591 B Monday 02115121 Tuesday 02116121 Wednesday 02/17/21 Thursday 02/18/21 Friday 02119121 AM Time Price HOV SOV Vol. LOS Price HOV SOV Vol. LOS Price HOV SOV Vol. LOS Price HOV SOV Vol. LOS Price HOV SOV Vol. LOS 0400.0500 $2.95 74 246 320 A $2.95 112 361 473 B $2.95 109 343 452 B $2.95 107 326 433 B $2.95 83 297 380 A 0500-0600 $6.85 110 475 585 B $6.85 169 745 914 C $6.85 159 744 903 C $6.85 182 730 912 C $5.30 113 621 734 B 0600-0700 $6.85 71 558 629 B $6.85 123 956 1,079 D $6.85 138 948 1,086 D $6.85 136 901 1,037 D $5.30 108 819 927 C 0700.0800 $6.85 51 453 504 B $6.85 85 917 1,002 D $6.85 97 841 938 C $6.85 104 857 961 C $2.95 94 811 905 C 0800.0900 $2.95 58 432 490 B $2.95 66 802 868 C $2.95 61 815 876 C $2.95 74 795 869 C $2.95 76 623 699 B 0900-1000 $2.95 86 414 500 B $2.95 41 610 651 B $2.95 56 566 622 B $2.95 65 550 615 B $2.95 57 469 526 B Monday 02122121 Tuesday 02123121 Wednesday 02124121 Thursday 02125121 Friday 02126121 AM Time Price HOV SOV Vol. LOS Price HOV SOV Vol. LOS Price HOV SOV Vol. LOS Price HOV SOV Vol. LOS Price HOV SOV Vol. LOS 0400.0500 $2.95 105 362 467 B $2.95 107 360 467 B $2.95 106 334 440 B $2.95 62 402 464 B $2.95 67 329 396 A 0500.0600 $6.85 171 756 927 C $6.85 166 773 939 C $6.85 199 789 988 C $6.85 142 834 976 C $5.30 146 674 820 C 0600-0700 $6.85 141 940 1,081 D $6.85 133 969 1,102 D $6.85 154 936 1,090 D $6.85 135 945 1,080 D $5.30 114 811 925 C 0700-0800 $6.85 85 916 1,001 D $6.85 108 892 1,000 C $6.85 108 934 1,042 D $6.85 122 874 996 C $2.95 113 762 875 C 0800.0900 $2.95 61 778 839 C $2.95 61 828 889 C $2.95 67 747 814 C $2.95 61 865 926 C $2.95 66 645 711 B 0900.1000 $2.95 69 512 581 B $2.95 59 556 615 B $2.95 65 599 664 B $2.95 75 625 700 B $2.95 66 513 579 B etExpress A Lanes i6 396 CTC OPERATIONAL HIGHLIGHTS On -Road Operations RCTC Freeway Service Patrol responded to 89 calls during the month of February. Of those calls, 62 were to assist disabled vehicles, 13 calls to remove debris, and 14 were in response to accidents in the Express Lanes. 91 Express Lanes Back -Office System Development Update In February, Cofiroute USA, LLC (CUSA) notified OCTA and the Riverside County Transportation Commission (RCTC) of a delay to the implementation of the new back - office system (BOS) for the 91 Express Lanes for both Orange and Riverside counties as a result of the COVID-19 pandemic. CUSA is the current operator of the 91 Express Lanes for both OCTA and RCTC and is the firm selected for the design, development and implementation of the new BOS, as well as the customer service center operation, once the current contract expires on June 30, 2021. In anticipation that the future contractor would not be able to meet the go -live date in July 2021, the OCTA Board of Director approved an amendment to the current three -party agreement between CUSA, RCTC, and OCTA, which allowed for six one -month optional extension periods. Staff from both agencies are continuing to work with CUSA to meet the revised anticipated go -live date in October 2021. etExpress A Lanes 17 397 FINANCIAL HIGHLIGHTS RCTC RCTC 91 Express Lanes Operating Statement YTD as of : 2/28/2021 YTD Variance Description Actual Budget Dollar $ Percent (%) Operating revenues: Toll Revenue $ 23,146,921.30 $ 17,169,600.00 $ 5,977,321.30 34.8 Fee Revenue 3,801,836.36 1,633,666.67 2,168,169.69 132.7 Total operating revenues 26,948,757.66 18,803,266.67 8,145,490.99 43.3 Operating expenses: Salaries and Benefits 400,241.92 450,333.33 50,091.41 11.1 Legal Services 69,577.28 233,333.33 163,756.05 70.2 Advisory Services 40,606.95 50,000.00 9,393.05 18.8 Audit and Accounting Fees 31,550.00 24,000.00 (7,550.00) (31.5) Service Fees 1,541.32 13,333.33 11,792.01 88.4 Other Professional Services 323,854.09 1,747,333.33 1,423,479.24 81.5 Lease Expense 166,195.26 326,800.00 160,604.74 49.1 Operations 1,042,103.78 1,991,333.33 949,229.55 47.7 Utilities 18,211.28 54,400.00 36,188.72 66.5 Supplies and Materials 4,081.21 20,000.00 15,918.79 79.6 Membership and Subscription Fees 28,281.50 20,000.00 (8,281.50) (41.4) Office Equipment & Furniture (Non -Capital) 4,706.87 10,000.00 5,293.13 52.9 Maintenance/Repairs 73,084.94 243,400.00 170,315.06 70.0 Training Seminars and Conferences (720.00) 1,533.33 2,253.33 147.0 Transportation Expenses - 2,666.67 2,666.67 100.0 Lodging - 2,333.33 2,333.33 100.0 Meals - 333.33 333.33 100.0 Other Staff Expenses - 333.33 333.33 100.0 Advertising 4,611.25 183,333.33 178,722.08 97.5 Program Management 45,444.70 110,733.33 65,288.63 59.0 Program Operations 4,770,021.51 5,757,133.33 987,111.82 17.1 Litigation Settlement - - - N/A Furniture & Equipment - 203,333.33 203,333.33 100.0 Improvements - - - N/A Bad Debt Expense 17.64 - (17.64) N/A Total operating expenses 7,023,411.50 11,446,000.00 4,422,588.50 38.6 Operating income (loss) 19,925,346.16 1 7,357,266.67 12,568,079.49 170.8 Nonoperating revenues (expenses): Interest Revenue 467,744.10 461,266.67 6,477.43 (1.4) Other Miscellaneous Revenue 52,431.71 66.67 52,365.04 (78,547.6) Interest Expense (14,782,117.78) (4,746,600.00) (10,035,517.78) 211.4 Total nonoperating revenues (expenses) (14,261,941.97) (4,285,266.67) (9,976,675.30) (232.8) Transfers In - - - N/A Transfers Out (489,200.00) (683,533.33) 194,333.33 (28.4) Net income (loss) $ 5,174,204.19 $ 2,388,466.67 $ 2,785,737.52 116.6 1 Unaudited etExpress Lanes 18 398 JOINT AGENCY TRIP AND REVENUE STATISTICS MULTI AGENCY TRIP AND REVENUE STATISTICS MONTH ENDING February 28, 2021 MTD Transactions by Agency Transactions Using Both Segments %Using Both Segments Revenue Westbound OCTA 569,791 356,433 63% $1,590,557 RCTC 495,520 356,433 72% $1,574,523 I-15 205,500 151,129 74% $601,428 McKinley 290,020 205,304 71% $973,096 Eastbound OCTA 603,827 367,359 61% $2,232,569 RCTC 495,148 367,359 74% $1,805,540 I -15 187,408 147,392 79% $502,379 McKinley 307,740 219,967 71% $1,303,160 JOINT AGENCY TRAFFIC STATISTICS Joint Agency Traffic Statistics 700,000 600,000 500,000 400,000 300,000 200,000 100,000 Isi OCTA Westbound • OCTA Transactions 72% RCTC OCTA • RCTC Transactions Eastbound RCTC • % of OCTA Transactions Using Both Segments r % of RCTC Transactions Using Both Segments •JExpress 19 399 JOINT AGENCY PERFORMANCE MEASURES REPORTING REQUIREMENT I Reporting Period I PERFORMANCE STANDARD Feb -21 Performance CUSTOM ER SERVICE Call Wait Time Abandon Rate Customer Satisfaction Monthly Not to exceed 2 minutes 1:43 Monthly No more than 4.0% 2.3% Monthly At least 75 outbound calls 75 VIOLATION PROCESSING Response Time CUSA Violation Collection Rate Monthly Within 2 business days of receipt 70% or more 0.6 Quarterly CUSA Violation Collection Rate Annually 74% or more TRAFFIC OPERATIONS Initial & Secondary Reviews _ * Rate Misread Errors CAS Response Time Monthly Monthly Equal to or less than 15 days Equal to or less than 0.4% 1.0 0.02% Monthly 0:20 (minutes) per call 0:08 ACCOUNTING OCTA Exceptions Monthly No more than 3 0 RCTC Exceptions Monthly No more than 3 0 INFORMATION TECHNOLOGY Back -office System Uptime Netw ork Uptime Monthly Monthly 99% Availability 99% Availability 100% 100% CUSA = Cofiroute USA; CAS = OCTA Customer Assistance Specialists * P late M is read 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 T21 TRANSPONDER DISTRIBUTION February -21 Tags January -21 % of Total % of Total FY 2020-21 Average To -Date Issued To New Accounts Additional Tags to Existing Accounts Replacement Transponders Total Issued 866 96.2% 20 2.2% 14 1.6% 900 Returned Account Closures Accounts Dow nsizing Defective Transponders Total Returned tr 442 97.1% 9 2.0% 4 0.9% 455 32 0.8% ✓ 9 0.2% ✓ 4,198 99.0% 173 100.0% 173 4,239 r r Y 662 96.4% 15 2.2% 10 1.4% 687 24 1.0% ✓ 0 0.0% ✓ 2,492 99.0% 2,517 6C TRANSPONDER DISTRIBUTION February -21 %of Total Tags January -21 Tags %of Total FY 2020-21 Average To -Date Issued To New Accounts Additional Tags to Existing Accounts Replacement Transponders Total Issued 53,930 100.0% 18 0.0% 0 0.0% 53,948 ✓ 14,802 99.9% ✓ 17 0.1% • 0 0.0% 14,819 Returned Account Closures Accounts Dow nsizing Defective Transponders Total Returned ✓ 13,978 ✓ 20 • 2 0.0% 13,999 4i I 41 etExpress Lanes 20 400 At the end of February 2021, the 91 Express Lanes had 150,252 active customer accounts and 465,201 transponders classified as assigned. Number of Accounts by FY As of February 28, 2021 160,000 140,000 - 120,000 - 100,000 - 80,000 - 60,000 - 40,000 - 20,000 - 114,138 112,584 112,473 112,929 113,672 116,813 119,782 1 130,048 140,694 148,054 149, 803 150,252 N. titi titi ti� ti� ti� ti� tit ti� N ti0 titi e ,N° O,yti O,Q; ,N.'),' oti0 e Otis Oti1 oy4i QN. O,1' ti ti ti ti ti ti ti ti ti el, ti ti Fiscal Year Incoming Email Activity During February, the Anaheim Processing Center received 3,455 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 2020 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. • Expres A Lanes 21 401 ATTACHMENT 3 OCTA Orange County Transportation Authority Riverside County Transportation Commission &Express Lanes Status Report March 2021 As of March 31, 2021 402 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 9 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 15 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 Operational Activity 21 etExpress A Lanes 2 403 OPERATIONS OVERVIEW OCTA TRAFFIC AND REVENUE STATISTICS FOR OCTA Total traffic volume on the 91 Express Lanes for March 2021 was 1,426,041. This represents a daily average of 46,001 vehicles. This is a 57.5 percent increase in total traffic volume from the same period last year, which totaled 905,400 and was the first month of the State of California's stay-at-home orders due to the coronavirus (COVID-19) pandemic. Potential toll revenue for March was $4,573,327, which represents an increase of 56.8 percent from the prior year's total of $2,916,062. Carpool percentage for March was 20.2 percent as compared to the previous year's rate of 22.7 percent. Traffic volumes remain lower than pre-COVID-19 levels but are beginning to improve as Southern California counties enter into less restrictive tiers of the State's Blueprint for a Safer Economy plan. 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 Orange County Transportation Authority (OCTA) 91 Express Lanes and associated potential revenue for the month of March 2021. Current Month -to -Date (MTD) as of March 31, 2021 Trips Mar -21 MTD Actual Mar -20 MTD Actual Yr-to-Yr Variance Full Toll Lanes 1,138,068 700,041 62.6% 3+ Lanes 287,973 205,359 40.2% Total Gross Trips 1,426,041 905,400 57.5% Revenue Full Toll Lanes $4,526,675 $2,871,629 57.6% 3+ Lanes $46,652 $44,433 5.0% Total Gross Revenue $4,573,327 $2,916,062 56.8% Average Revenue per Trip Average Full Toll Lanes $3.98 $4.10 (2.9%) Average 3+ Lanes $0.16 $0.22 (27.3%) Average Gross Revenue $3.21 $3.22 (0.3%) • Express A Lanes 3 404 The 2021 fiscal year-to-date traffic volume decreased by 17.1 percent and potential toll revenue decreased by 11.8 percent, when compared with the same period last year. Year-to-date average revenue per trip is $3.25. 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 2020 through March 2021. Fiscal Year (FY) 2020-21 Year -to -Date as of March 31, 2021 Trips FY 2020-21 YTD Actual FY 2019-20 YTD Actual Yr-to-Yr cyo Variance Full Toll Lanes 8,292,733 9,492,781 (12.6%) 3+ Lanes 2,270,302 3,251,508 (30.2%) Total Gross Trips 10,563,035 12,744,289 (17.1%) Revenue Full Toll Lanes $33,887,172 $38,317,770 (11.6%) 3+ Lanes $434,291 $592,798 (26.7%) Total Gross Revenue $34,321,463 $38,910,567 (11.8%) Average Revenue per Trip Average Full Toll Lanes $4.09 $4.04 1.2% Average 3+ Lanes $0.19 $0.18 5.6% Average Gross Revenue $3.25 $3.05 6.6% etExpress Lanes 4 405 OCTA Traffic and Revenue Summary The chart below reflects the total trips breakdown between full toll trips and high -occupancy vehicle (HOV3+) trips for FY 2020-21 on a monthly basis. FY 2020-21 Traffic Volume Overview 1,600,000 1,400,000 1,200,000 1,000,000 CD 3 800,000 600,000 400,000 200,000 0 277,766 266,506 252,671 243,739 246,847 251,333 230,637 A 212,829 287,973 1,048,523 1,138,068 832,236 899,004 919,568 929,879 880,050 852,110 793,293 Month 7 .Full Toll Lanes •3+ Lanes Jul -20 Aug -20 Sep -20 Oct -20 Nov -20 Dec -20 Jan -21 Feb -21 Mar -21 Apr -21 May -21 Jun -21 The chart below reflects the gross potential revenue breakdown between full toll trips and HOV3+ trips for FY 2020-21 on a monthly basis. $5,000,000 $4,500,000 $4,000,000 $3,500,000 - a> 3 $3,000,000 - a> $2,500,000 - $2,000,000 - $1,500,000 - $1,000,000 FY 2020-21 Revenue Summary Jul -20 Aug -20 Sep -20 Oct -20 Nov -20 Dec -20 Jan -21 Feb -21 Mar -21 Apr -21 May -21 Jun -21 Month ■Full Toll Lanes •3+ Lanes etExpresr Lanes 5 406 OCTA EASTBOUND PEAK -HOUR VOLUMES Peak -hour traffic in the eastbound direction reached or exceeded 90 percent of defined capacity 11 times during the month of March 2021. As demonstrated on the next chart, westbound peak -hour traffic volumes top out at 78 percent of defined capacity. EASTBOUND WEEKDAY PEAK VOLUME: Monday 03/01121 Tuesday 03/02121 Wednesday 03103/21 Thursday 03/04/21 Friday 03/05/21 PM Time Price HOV Vol. Cap. Price HOV Vol. Cap. Price HOV Vol. Cap. Price HOV Vol. Cap. Price HOV Vol. Cap. 1400-1500 $5.15 323 2,319 68% $5.15 372 2,896 85% $5.15 294 2,667 78% $6.95 400 3,078 91% $8.10 523 2,982 88% 1500 - 1600 $5.50 457 2,946 87% $5.25 459 2,808 83% $7.25 404 2,523 74% $7.25 498 2,667 78% $7.65 545 3,252 96% 1600-1700 $4.85 332 2,965 87% $5.00 314 2,967 87% $7.00 278 2,631 77% $6.80 363 3,244 95% $7.95 364 2,455 72% 1700 - 1800 $4.80 377 2,956 87% $4.90 355 2,835 83% $5.90 309 2,479 73% $7.20 301 2,522 74% $6.55 409 2,759 81% 1800 - 1900 $5.50 413 2,024 60% $3.95 487 2,602 77% $3.95 318 1,684 50% $4.35 505 2,679 79% $6.55 564 2,686 79% 1900-2000 $3.85 278 1,062 31% $3.85 329 1,315 39% $3.85 227 994 29% $5.60 404 1,566 46% $6.05 514 1,945 57% Monday 03/08/21 Tuesday 03/09121 Wednesday 03/10/21 Thursday 03/11/21 Friday 03/12/21 PM Time Price HOV Vol. Cap. Price HOV Vol. Cap. Price HOV Vol. Cap. Price HOV Vol. Cap. Price HOV Vol. Cap. 1400-1500 $5.15 341 2,610 77% $5.15 368 2,878 85% $5.15 325 2,549 75% $6.95 384 2,945 87% $8.10 465 2,951 87% 1500 - 1600 $5.50 471 2,982 88% $5.25 471 2,835 83% $7.25 416 2,762 81% $7.25 490 2,897 85% $7.65 496 3,319 98% 1600 - 1700 $4.85 326 2,964 87% $5.00 327 2,903 85% $7.00 274 2,633 77% $6.80 351 3,365 99% $7.95 127 742 22% 1700-1800 $4.80 358 2,893 85% $4.90 365 3,001 88% $5.90 311 2,510 74% $7.20 275 2,210 65% $6.55 397 2,255 66% 1800-1900 $5.50 444 2,293 67% $3.95 505 2,745 81% $3.95 364 1,850 54% $4.35 405 2,131 63% $6.55 595 2,844 84% 1900 - 2000 $3.85 322 1,232 36% $3.85 367 1,588 47% $3.85 261 1,005 30% $5.60 332 1,243 37% $6.05 497 2,069 61% Monday 03/15121 Tuesday 03/16121 Wednesday 03/17/21 Thursday 03/18/21 Friday 03/19/21 PM Time Price HOV Vol. Cap. Price HOV Vol. Cap. Price HOV Vol. Cap. Price HOV Vol. Cap. Price HOV Vol. Cap. 1400-1500 $5.15 307 2,261 67% $5.15 345 2,826 83% $5.15 373 3,034 89% $6.95 389 3,239 95% $8.10 427 2,647 78% 1500-1600 $5.50 302 1,926 57% $5.25 473 2,659 78% $7.25 463 2,851 84% $7.25 509 2,734 80% $7.65 423 2,515 74% 1600 - 1700 $4.85 327 2,586 76% $5.00 311 2,883 85% $7.00 317 2,857 84% $6.80 351 2,737 81% $7.95 305 1,874 55% 1700 - 1800 $4.80 300 2,748 81% $4.90 319 2,806 83% $5.90 358 2,883 85% $7.20 321 2,483 73% $6.55 371 2,340 69% 1800.1900 $5.50 307 1,745 51% $3.95 444 2,864 84% $3.95 436 2,745 81% $4.35 456 2,985 88% $6.55 601 2,860 84% 1900-2000 $3.85 272 1,098 32% $3.85 313 1,506 44% $3.85 332 1,562 46% $5.60 397 1,892 56% $6.05 490 2,123 62% Monday 03122121 Tuesday 03/23/21 Wednesday 03/24/21 Thursday 03/25/21 Friday 03/26/21 PM Time Price HOV Vol. Cap. Price HOV Vol. Cap. Price HOV Vol. Cap. Price HOV Vol. Cap. Price HOV Vol. Cap. 1400 - 1500 $5.15 388 2,663 78% $5.15 375 2,998 88% $5.15 446 3,183 94% $6.95 429 3,233 95% $8.10 472 2,768 81% 1500 - 1600 $5.50 434 2,818 83% $5.25 487 2,780 82% $7.25 461 2,828 83% $7.25 509 2,726 80% $7.65 573 3,413 100% 1600 - 1700 $4.85 333 2,867 84% $5.00 322 2,855 84% $7.00 297 2,799 82% $6.80 429 3,443 101% $7.95 387 2,604 77% 1700-1800 $4.80 404 3,059 90% $4.90 356 2,927 86% $5.90 358 2,846 84% $7.20 354 2,512 74% $6.55 427 2,755 81% 1800 - 1900 $5.50 341 2,089 61% $3.95 443 2,617 77% $3.95 514 2,910 86% $4.35 415 2,612 77% $6.55 458 2,373 70% 1900-2000 $3.85 313 1,264 37% $3.85 361 1,455 43% $3.85 365 1,620 48% $5.60 373 1,565 46% $6.05 513 1,945 57% Monday 03/29/21 Tuesday 03/30/21 Wednesday 03/31/21 Thursday 04/01/21 Friday 04/02/21 PM Time Price HOV Vol. Cap. Price HOV _Vol. Cap. Price HOV Vol. Cap. Price HOV Vol. Cap. Price HOV Vol. Cap. 1400-1500 $5.15 428 2,628 77% $5.15 388 2,722 80% $5.15 433 3,024 89% 1500 - 1600 $5.50 470 2,864 84% $5.25 538 2,860 84% $7.25 564 2,774 82% 1600 - 1700 $4.85 369 2,873 85% $5.00 322 2,827 83% $7.00 316 2,526 74% 1700-1800 $4.80 367 2,890 85% $4.90 396 2,989 88% $5.90 393 2,810 83% 1800 - 1900 $5.50 413 2,205 65% $3.95 501 2,739 81% $3.95 573 2,882 85% 1900-2000 $3.85 387 1,454 43% $3.85 354 1,500 44% $3.85 540 2,129 63% elk, Express Lanes 6 407 OCTA WESTBOUND PEAK -HOUR VOLUMES W ESTEtOUND W EEKDA Y PEAK VOLUME Marla; .a?1:21 Tussaay 3:.!8:21 'Neal esday 0113.3.'21 Thursda; 0]13471 Frday 0335,71 AV T,1ra Price MO/ V. Cap. Prim MOV Wt Cap. Pnc. MOV Vol Cap Prim MOV Vol Cap Ric. HO/ v� Cap 0100.0500 5305 394 1,442 42": 6305 366 1,432 42% 53.05 386 1,397 41% 53.05 394 1,402 41% 53.05 316 1,083 32% OS00 - 0600 54.95 530 2, I9 62". 5495 629 2,642 78!. 54 95 543 2,316 68% 34.95 566 2,419 71% 5470 507 2,048 60% 0600.0700 55.15 302 2,036 62". 5515 303 1,865 55% 5515 262 1,794 53% 55.15 320 1,962 58". SA95 288 2,073 61% 0700.0600 55.65 316 2,154 63". S5 65 314 2,203 69% S5 65 264 1,979 58% 5566 294 2,197 65". S5 50 277 2,062 61% 0600.0900 55.15 191 1,956 57`. 5515 195 2,077 61% 65 15 144 1,603 47% 55.15 196 1,962 57% 5495 193 1,836 54% 0900- 1000 34.10 171 1.560 46'. 54 10 152 1,810 S3% S4 10 125 1.311 39% 34.10 194 1,722 51". S4 10 195 1.603 47% Manday 03105121 noway 03109121 Wednesday 01'10'21 Thursday 113111/21 Fnday 0312/21 AM Tim Poo HO/ V. Cap. Price M0V WI. Cap. Prim NOV Vol Cap. Prim 110V VOL Cap Rio 11 / Vol Cap - 0L)0. 0500 1305 392 1,423 42% 5305 395 1,429 42% 53.05 365 1,348 40% 1305 417 1,519 45". 5305 336 1,069 32% 0500.060) S4 95 556 2,32 67% Si95 621 2,632 77% 54.95 520 2,032 60'4 54 95 549 2,209 65". 5470 461 2,017 59% 0600-070) 5515 241 2,092 62% 5515 259 1,796 53% SS.15 255 1,615 48". S515 236 1,759 52% 5495 277 1,965 58!1. 0700.01)) 55 65 309 2,30 65% 5565 293 2,199 69% 35.66 257 1,891 56% $5 65 267 1,999 59% 55.50 291 1,956 58% 0103-09)) 5515 171 1,&2 55% 5515 195 1,963 58% 35.15 160 1,689 50% 5515 191 1,621 54% 54.95 200 1,856 55% 09))- 10)) 5410 137 1.314 39% 5410 175 1,707 50% 34.10 136 1296 38". 5410 126 1245 37% 34.10 178 1.535 45% Monday 03/15121 Tuesday 03/16/21 WIalesday 0311721 Thursday 01'12.21 Friday 031921 AM Time Prim MOJ Va. Cap. Pno 110V 031 Cap. Rios MOV Vol. Cap. Pilo. MOV Vol. Cap Pnm MOV Vot Cap 0400.0503 5305 401 1,359 40". 5305 390 1,397 40,4 33.05 413 1,469 43% 5305 391 1,501 44". 53.05 302 1,076 32% 0500.0600 1495 491 1,977 56". 5495 604 2,533 79% 34.95 585 2,461 72% 3495 544 2,371 70•.'. 1470 472 1,974 58'X. 0600.0703 1515 253 1,831 53". SS15 281 1,665 49!6 35.15 329 1,441 57% S5-15 335 2,041 60% 3495 317 2,06E 61% 0700.01)) 5565 248 1,752 52". 5565 261 2,105 62% 35.65 289 2,244 66% 35.65 309 2,188 64% 3550 318 2,020 59`X. 060)-0903 55.15 159 1,639 54% S515 192 2,137 63% 35.15 179 2,040 60% 1515 176 2,039 60% 1495 214 1,604 53% 09))- 1000 14.10 168 1,549 46% 1410 129 1.621 48% 54.10 166 1,706 50% 14.10 164 1,870 5516 5410 184 1,351 4016 Mond.; 03122/21 TuaM7; 0173/21 W.Qlpday 03124121 miriday 017571 Friday 032621 AM This Pn0 H01 Va. Cap POP NOV VOL Cap. Pnos NOV Vol. Cap. Pop NOV VOL Cap Rim HO/ Vol. Cap 0400-0500 53.05 384 1,266 37% 5305 375 1,166 35". 5305 384 1,306 36% 5305 365 1,327 39% 53.05 301 979 29% 0500.0600 54.95 522 2,180 61% 1495 578 2,332 69". 1495 621 2/423 71% 3495 602 2,292 67% 34.70 486 2,034 60% 0600.0700 15.15 349 2,313 69% 5515 353 2,255 66% 5515 316 2,078 61% 1515 390 2,137 63% 34.95 297 1,646 54% 0700.0600 15.65 315 2 333 69% 5565 321 2,306 66". 55 65 294 2,265 67% 1565 329 2,261 67% 1550 313 1,990 59% 0800.0900 15.15 222 2,083 61% SS 15 218 2,096 62". 55 15 206 2,079 61% 1515 201 1,988 58% 14.95 202 1,621 48% 0900- 1000 34.10 203 1,631 54% 1110 226 1,966 58% 54 10 232 1,858 55% 1410 176 1,670 49% 34.10 217 1,527 45% Monday 0312121 Tuesday 03130/21 W.Qwsday 0513121 Thursday 640121 Friday 0102!21 4.18 Tim Pna Hai Va. Cap. Prim MOV MX Cap. Pic. NOV Vol. Cap. Prim MOV Vol Cap Prim HO/ Vol Cap 0400.0500 53.05 329 1,456 31% 5305 356 1,155 34". 53 05 370 1 137 33% 0500-0600 34.95 566 2,2%0 67% 3496 605 2,372 70% 3495 556 2135 63% 0600.0700 55.15 337 2,160 61% 5515 353 2,263 67% 3515 366 2244 67% 0700.0000 1565 317 2,165 64% SS65 299 2,191 64% S5 65 304 2,157 63% 0800.0900 15.15 233 2,021 59% 1515 214 2,028 60% 1515 256 2,044 60% 090)- 1000 54.10 242 1.754 52% 5410 210 1.866 55". S4 10 340 2.058 61% etExpress Lanes 7 408 OCTA OPERATIONAL HIGHLIGHTS On -Road Operations OCTA customer assistance specialists (CAS) responded to 114 calls during the month of March. Of those calls, 89 were to assist disabled vehicles and 15 calls to remove debris. The CAS provided assistance to ten accidents in the Express Lanes with four of those accidents originating in the State Route 91 general purpose lanes. 91 Express Lanes Back -Office System (BOS) Development Update In February, Cofiroute USA, LLC (CUSA) notified OCTA and the Riverside County Transportation Commission (RCTC) of a delay to the implementation of the new BOS for the 91 Express Lanes for both Orange and Riverside counties as a result of the COVID-19 pandemic. CUSA is the current operator of the 91 Express Lanes for both OCTA and RCTC and is the firm selected for the design, development, and implementation of the new BOS, as well as the customer service center operation, once the current contract expires on June 30, 2021. In anticipation that the future contractor would not be able to meet the go -live date in July 2021, the OCTA Board of Directors approved an amendment to the current three -party agreement between CUSA, RCTC, and OCTA, which allowed for six one -month optional extension periods. Staff from both agencies are continuing to work with CUSA to meet the revised anticipated go -live date in October 2021. 91 Express Lanes Toll Entrance Gantries Infrastructure Project Update OCTA entered into an agreement 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 infrastructure at the three entrances of the OCTA 91 Express Lanes. In March, Caltrans advertised the project with project award anticipated for May. Upon completion of the Infrastructure Project, Kapsch TrafficCom USA, Inc., the toll lanes system integrator for the 91 Express Lanes, will install new Electronic Toll and Traffic Management system equipment onto the new gantries. etExpress Lanes 8 409 FINANCIAL HIGHLIGHTS OCTA 91 Express Lanes Operating Statement YTD as of : 3/31/2021 YTD Variance Description Actual ltl 1 Budget (1) Dollar S Percent (%) Operating revenues: Toll Revenue $ 31.349.484.03 $ 23.970.376.00 $ 7,379,108.03 30.8 Fee Revenue 4.034.220.14 1.606.333.00 2.427.887.14 151.1 Total operating revenues 35.383.704.17 25.576.709.00 9.806.995.17 38.3 Operating expenses: Contracted Services 5,005,032.51 5,397,840.00 392,807.49 7.3 Administrative Fee 2,247,435.00 2,341,314.00 93,879.00 4.0 Other Professional Services 866,542.62 2,561,568.00 1,695,025.38 66.2 Credit Card Processing Fees 730,405.19 690,480.00 (39.925.19) (5.8) Toll Road Account Servicing 463,634.40 442,740.00 (20,894.40) (4.7) Other Insurance Expense 750,964.03 762,425.00 11.460.97 1.5 Toll Road Maintenance Supply Repairs 121,823.73 2.028.540.00 1,906,716.27 94.0 Patrol Services 592,835.57 782,167.00 189,331.43 24.2 Building Equipment Repairs and Maint 611,833.24 1,081,081.00 469,247.76 43.4 6C Transponders - 187,500.00 187,500.00 100.0 Other Services (5) (983.780.32) 46,815.00 1.030.595.32 2,201.4 Utilities 41,004.24 86,220.00 45,215.76 52.4 Office Expense 9,911.50 73,473.00 63,561.50 86.5 Bad Debt Expense 131,662.22 - (131.662.22) N/A Miscellaneous (2) 39,080.74 117,414.00 78,333.26 66.7 Leases 357,817.17 363,600.00 5,782.83 1.6 Total operating expenses 10,986,201.84 ' 16,963,177.00 ' 5,976,975.16 35.2 Depreciation and Amortization (3) 3,401,932.75 - (3.401.932.75) N/A Operating income (loss) 20.995.569.58 8.613.532.00 12.382.037.58 143.8 Nonoperating revenues (expenses): Reimbursement from Other Agencies 389,046.66 937,500.00 (548.453.34) (58.5) Interest Income 3,347,529.24 1,103,616.00 2,243,913.24 203.3 Interest Expense ' (3,220,274.77) r (3,299,211.00) 78,936.23 ' 2.4 Other 462.08 - 462.08 N/A Total nonoperating revenues (expenses) 516,763.21 (1,258,095.00) 1,774,858.21 141.1 Transfers In - - - N/A Transfers Out (4) (3.233.476.22) (33.680,300.00) 30.446.823.78 90.4 Net income (Ioss)I S 18,278,856.57 1 S (26,324,863.00)1 S 44,603,719.57 1 (169.4) '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. `Transfers Out: For M2 Project I and Project J expense reimbursements. 'Litigation settlement was accrued, the negative will be offset once the litigation payment is issued. Capital Asset Activity During the nine months ending March 31, 2021, capital asset activities included $11,453 for the replacement of the air-conditioning units for the eastbound toll plaza, $810,223 for the BOS replacement project, and $2,491,662 for payment of 6C implementation costs for the Electronic Toll and Traffic Management system •JExpress 9 410 OPERATIONS OVERVIEW RCTC TRAFFIC AND REVENUE STATISTICS FOR RCTC Total traffic volume on the 91 Express Lanes for March 2021 was 1,230,614. This represents a daily average of 39,697 vehicles. This is a 52.2 percent increase in total traffic volume from the same period last year, which totaled 808,527 and was the first month of the COVID-19 stay-at-home order. Potential toll revenue for March was $4,147,141, which represents an increase of 13.4 percent from the prior year's total of $3,656,203. Carpool percentage for March was 19.2 percent as compared to the previous year's rate of 21.6 percent. Traffic volumes remain lower than pre-COVID-19 levels but are beginning to increase as Southern California counties enter less restrictive tiers of the State's Blueprint for a Safer Economy plan. 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 RCTC 91 Express Lanes and associated potential revenue for the month of March 2021. Current Month -to -Date as of March 31, 2021 Trips MAR -21 MTD Actual Stantec MTD Projected # Variance % Variance MAR -20 MTD Actual Yr-to-Yr cyo Variance Full Toll Lanes 994,294 1,073,671 (79,377) (7.4%) 633,701 56.9% 3+ Lanes 236,320 351,057 (114,737) (32.7%) 174,826 35.2% Total Gross Trips 1,230,614 1,424,729 (194,115) (13.6%) 808,527 52.2% Revenue Full Toll Lanes $4,107,544 $4,687,171 ($579,628) (12.4%) $3,632,038 13.1% 3+ Lanes $39,597 $0 $39,597 $24,165 63.9% Total Gross Revenue $4,147,141 $4,687,171 ($540,030) (11.5%) $3,656,203 13.4% Average Revenue per Trip Average Full Toll Lanes $4.13 $4.37 ($0.24) (5.5%) $5.73 (27.9%) Average 3+ Lanes $0.17 $0.00 $0.17 $0.14 21.4% Average Gross Revenue $3.37 $3.29 $0.08 2.4% $4.52 (25.4%) etExpress Lanes 10 411 The 2021 fiscal year-to-date traffic volume decreased by 20.1 percent and potential toll revenue decreased by 37.1 percent, when compared with the same period last year. Year-to-date average revenue per -trip is $3.40. 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 2020 through March 2021. FY 2020-21 Year -to -Date as of March 31, 2021 Trips FY 2020-21 YTD Actual Stantec YTD Projected # Variance % Variance FY 2019-20 YTD Actual Yr-to-Yr Variance Full Toll Lanes 7,111,368 9,009,671 (1,898,303) (21.1%) 8,536,905 (16.7%) 3+Lanes 1,827,633 2,922,457 (1,094,824) (37.5%) 2,656,315 (31.2%) Total Gross Trips 8,939,001 11,932,129 (2,993,128) (25.1%) 11,193,220 (20.1%) Revenue Full Toll Lanes $30,078,305 $38,613,486 ($8,535,180) (22.1 %) $47,991,940 (37.3%) 3+ Lanes $320,525 $0 $320,525 $308,439 3.9% Total Gross Revenue $30,398,831 $38,613,486 ($8,214,655) (21.3%) $48,300,379 (37.1%) Average Revenue per Trip Average Full Toll Lanes $4.23 $4.29 ($0.06) (1.4%) $5.62 (24.7%) Average 3+ Lanes $0.18 $0.00 $0.18 $0.12 50.0% Average Gross Revenue $3.40 $3.24 $0.16 4.9% $4.32 (21.3%) •JLan ss 11 412 RCTC Traffic and Revenue Summary The chart below reflects the total trips broken down between full toll lanes and HOV3+ lanes for FY 2020-21 on a monthly basis. FY 2020-21 Traffic Volume Overview 1,600,000 1 400 000 1,200,000 1,000,000 7 800,000 0 600,000 400,000 200,000 0 236,320 212,374 202,011 196,613 222,865 203,528 198,844 183,901 171,177 994.294 879,975 718,572 771,951 791,824 787,711 763,738 729,424 673,879 AIL Jul -20 Aug -20 Sep -20 Oct -20 Nov -20 Dec -20 Jan -21 Feb -21 Mar -21 Apr -21 May -21 Jun -21 Month ■ Full Toll Lanes ■3+ Lanes The chart below reflects the gross potential revenue breakdown between full toll lanes and HOV3+ lanes for FY 2020-21 on a monthly basis. FY 2020.21 Revenue Summary $5,000,000 $4,500,000 $4,000,000 S3,500,000 0 C S3,000,000 - 0 C2 S2.500,000 - $2,000,000 - $1,500,000 - $1,000,000 - $3,705,484 $3,450,193 $3,280,797 $3,081,096 ;667 $3111 11111071/17 $4,107, $3,133,295 $3.343.629 $3.109.143 $2,867.125 Jul -20 Aug -20 Sep -20 Oct -20 Nov -20 Dec -20 Jan -21 Feb -21 Mar -21 Apr -21 May -21 Jun -21 Month •FuII TI Lanes •3+ Lanes •JLan ss 12 413 RCTC PEAK -HOUR VOLUMES In March, there were no toll rates adjusted in response to traffic. Traffic volumes are being reviewed regularly, and a plan is in place to monitor traffic volumes and adjust toll rates until traffic returns to pre-COVID-19 volumes. RCTC EASTBOUND PEAK -HOUR VOLUMES Eastbound PM Peak - County Line to McKinley Monday 03/01/21 Tuesday 03/02/21 Wednesday 03103121 Thursday 03104121 Friday 03/05/21 PM Time Price HOV SOV Vol. LOS Price HOV SOV Vol. LOS Price HOV SOV Vol. LOS Price HOV SOV Vol. LOS Price HOV SOV Vol. LOS 1400.1500 $5.30 163 933 1,096 D $5.30 185 1133 1,318 F $7.95 158 971 1,129 D $10.95 208 1,167 1,375 F $22.95 341 1,164 1,505 F 1500.1600 $8.95 248 992 1,240 E $9.95 249 973 1,222 E $13.95 199 798 997 C $14.95 271 930 1,201 E $23.95 313 1,198 1,511 F 1600.1700 $6.95 183 1042 1,225 E $6.95 153 1070 1,223 E $6.95 136 922 1,058 D $7.95 200 1,221 1,421 F $14.95 322 1,308 1,630 F 1700.1800 $5.30 187 1012 1,199 D $5.30 184 1008 1,192 D $5.30 148 778 926 C $5.30 180 995 1,175 D $7.95 325 1,116 1,441 F 1800.1900 $4.20 179 647 826 C $4.20 203 853 1,056 D $5.30 159 486 645 B $5.30 188 903 1,091 D $5.30 343 1,010 1,353 F 1900.2000 $2.25 124 332 456 B $2.25 145 452 597 B $2.25 99 290 389 A $2.25 166 565 731 B $2.25 252 783 1,035 D Monday 03108121 Tuesday 03109121 Wednesday 03110121 Thursday 03111121 Friday 03112121 PM Time Price HOV SOV Vol. LOS Price HOV SOV Vol. LOS Price HOV SOV Vol. LOS Price HOV SOV Vol. LOS Price HOV SOV Vol. LOS 1400.1500 $5.30 179 1,011 1,190 D $5.30 203 1,120 1,323 F $7.95 184 958 1,142 D $10.95 200 1,092 1,292 E $22.95 286 1,147 1,433 F 1500. 1600 $8.95 244 968 1,212 E $9.95 242 972 1,214 E $13.95 205 865 1,070 D $14.95 243 1,014 1,257 E $23.95 306 1,157 1,463 F 1600.1700 $6.95 158 1,047 1,205 E $6.95 183 1,032 1,215 E $6.95 128 905 1,033 D $7.95 161 1,228 1,389 F $14.95 100 405 505 B 1700.1800 $5.30 206 987 1,193 D $5.30 188 1,042 1,230 E $5.30 149 829 978 C $5.30 143 827 970 C $7.95 210 823 1,033 D 1800.1900 $4.20 209 719 928 C $4.20 220 888 1,108 D $5.30 165 603 768 B $5.30 164 662 826 C $5.30 320 1,174 1,494 F 1900.2000 $2.25 135 387 522 B $2.25 178 566 744 B $2.25 112 286 398 A $2.25 138 411 549 B $2.25 282 947 1,229 E Monday 03115121 Tuesday 03116121 Wednesday 03117121 Thursday 03118121 Friday 03119121 PM Time Price HOV SOV Vol. LOS Price HOV SOV Vol. LOS Price HOV SOV Vol. LOS Price HOV SOV Vol. LOS Price HOV SOV Vol. LOS 1400 -1500 $5.30 154 837 991 C $5.30 183 1,036 1,219 E $7.95 199 1,181 1,380 F $10.95 203 1,232 1,435 F $22.95 287 1,115 1,402 F 1500 -1600 $8.95 141 654 795 B $9.95 210 910 1,120 D $13.95 247 969 1,216 E $14.95 268 953 1,221 E $23.95 301 1,043 1,344 F 1600.1700 $6.95 143 931 1,074 D $6.95 144 1,038 1,182 D $6.95 162 1,136 1,298 E $7.95 173 1,075 1,248 E $14.95 201 1,022 1,223 E 1700.1800 $5.30 117 913 1,030 D $5.30 167 1,036 1,203 E $5.30 192 1,048 1,240 E $5.30 179 1,038 1,217 E $7.95 243 1,091 1,334 F 1800 - 1900 $4.20 127 557 684 B $4.20 213 925 1,138 D $5.30 220 974 1,194 D $5.30 207 1,052 1,259 E $5.30 349 1,209 1,558 F 1900 - 2000 $2.25 88 353 441 B $2.25 139 471 610 B $2.25 152 578 730 B $2.25 192 726 918 C $2.25 298 1,012 1,310 F Monday 03/22/21 Tuesday 03123121 Wednesday 03124121 Thursday 03/25/21 Friday 03126121 PM Time Price HOV SOV Vol. LOS Price HOV SOV Vol. LOS Price HOV SOV Vol. LOS Price HOV SOV Vol. LOS Price HOV SOV Vol. LOS 1400.1500 $5.30 197 997 1,194 D $5.30 216 1,113 1,329 F $7.95 239 1,160 1,399 F $10.95 237 1,218 1,455 F $22.95 340 1,228 1,568 F 1500.1600 $8.95 241 925 1,166 D $9.95 286 994 1,280 E $13.95 285 1,011 1,296 E $14.95 302 957 1,259 E $23.95 399 1,134 1,533 F 1600.1700 $6.95 173 1,063 1,236 E $6.95 151 1,099 1,250 E $6.95 212 1,320 1,532 F $7.95 230 1,231 1,461 F $14.95 268 1,073 1,341 F 1700.1800 $5.30 198 1,107 1,305 F $5.30 196 1,078 1,274 E $5.30 203 1,007 1,210 E $5.30 207 950 1,157 D $7.95 262 1,023 1,285 E 1800.1900 $4.20 182 790 972 C $4.20 222 893 1,115 D $5.30 261 924 1,185 D $5.30 216 886 1,102 D $5.30 274 911 1,185 D 1900.2000 $2.25 142 404 546 B $2.25 149 509 658 B $2.25 186 591 777 B $2.25 175 586 761 B $2.25 275 842 1,117 D Monday 03/29/21 Tuesday 03/30/21 Wednesday 03131121 Thursday 04/01/21 Friday 04/02/21 PM Time Price HOV SOV Vol. LOS Price HOV SOV Vol. LOS Price HOV SOV Vol. LOS Price HOV SOV Vol. LOS Price HOV SOV Vol. LOS 1400.1500 $5.30 214 1,000 1,214 E $5.30 211 1,083 1,294 E $7.95 239 1,228 1,467 F 1500.1600 $8.95 249 944 1,193 D $9.95 262 1,042 1,304 F $13.95 319 955 1,274 E 1600.1700 $6.95 199 993 1,192 D $6.95 146 1,005 1,151 D $6.95 185 999 1,184 D 1700.1800 $5.30 183 978 1,161 D $5.30 211 1,031 1,242 E $5.30 217 1,049 1,266 E 1800.1900 $4.20 228 752 980 C $4.20 249 890 1,139 D $5.30 284 1,013 1,297 E 1900.2000 $2.25 187 475 662 B $2.25 155 497 652 B $2.25 264 716 980 C elkExpress Lanes 13 414 Eastbound PM Peak - County Line to 1.15 South Monday 03/01121 Tuesday 03102121 Wednesday 03103121 Thursday 03104121 Friday 03/05/21 PM Time Price HOV SOV Vol. LOS Price HOV SOV Vol. LOS Price HOV SOV Vol. LOS Price HOV SOV Vol. LOS Price HOV SOV Vol. LOS 1400.1500 $5.30 110 642 752 B $5.30 101 790 891 C $5.30 87 721 808 C $5.30 114 833 947 C $5.30 128 787 915 C 1500.1600 $5.30 141 793 934 C $5.30 132 792 924 C $5.30 114 730 844 C $5.30 152 767 919 C $5.30 129 780 909 C 1600.1700 $2.95 89 806 895 C $5.30 81 805 886 C $5.30 83 643 726 B $5.30 110 851 961 C $2.95 34 184 218 A 1700.1800 $2.95 104 743 847 C $2.95 100 722 822 C $2.95 83 658 741 B $5.30 92 627 719 B $2.95 100 473 573 B 1800.1900 $2.95 116 504 620 B $2.95 116 640 756 B $2.95 81 398 479 B $2.95 100 691 791 B $2.95 135 569 704 B 1900.2000 $1.95 75 276 351 A $1.95 73 370 443 B $2.95 70 261 331 A $2.95 78 440 518 B $2.95 157 510 667 B Monday 03108121 Tuesday 03109121 Wednesday 03110121 Thursday 03111121 Friday 03112121 PM Time Price HOV SOV Vol. LOS Price HOV SOV Vol. LOS Price HOV SOV Vol. LOS Price HOV SOV Vol. LOS Price HOV SOV Vol. LOS 1400.1500 $5.30 108 670 778 B $5.30 102 803 905 C $5.30 81 613 694 B $5.30 96 750 846 C $5.30 126 791 917 C 1500.1600 $5.30 128 806 934 C $5.30 129 779 908 C $5.30 119 755 874 C $5.30 123 796 919 C $5.30 153 825 978 C 1600.1700 $2.95 91 809 900 C $5.30 90 808 898 C $5.30 77 677 754 B $5.30 96 856 952 C $2.95 26 251 277 A 1700.1800 $2.95 89 781 870 C $2.95 110 802 912 C $2.95 86 667 753 B $5.30 64 606 670 B $2.95 123 582 705 B 1800.1900 $2.95 144 545 689 B $2.95 117 691 808 C $2.95 88 489 577 B $2.95 87 565 652 B $2.95 190 770 960 C 1900.2000 $1.95 91 331 422 B $1.95 106 408 514 B $2.95 70 249 319 A $2.95 81 332 413 B $2.95 143 601 744 B Monday 03115121 Tuesday 03116121 Wednesday 03117121 Thursday 03118121 Friday 03119121 PM Time Price HOV SOV Vol. LOS Price HOV SOV Vol. LOS Price HOV SOV Vol. LOS Price HOV SOV Vol. LOS Price HOV SOV Vol. LOS 1400.1500 $5.30 94 606 700 B $5.30 87 751 838 C $5.30 105 839 944 C $5.30 125 881 1,006 D $5.30 122 752 874 C 1500.1600 $5.30 81 585 666 B $5.30 132 727 859 C $5.30 119 788 907 C $5.30 128 775 903 C $5.30 141 776 917 C 1600.1700 $2.95 70 712 782 B $5.30 76 775 851 C $5.30 86 808 894 C $5.30 84 801 885 C $2.95 86 633 719 B 1700.1800 $2.95 97 755 852 C $2.95 68 771 839 C $2.95 95 759 854 C $5.30 92 785 877 C $2.95 108 689 797 B 1800.1900 $2.95 83 454 537 B $2.95 121 718 839 C $2.95 137 753 890 C $2.95 112 781 893 C $2.95 175 602 777 B 1900.2000 $1.95 76 271 347 A $1.95 81 447 528 B $2.95 103 472 575 B $2.95 119 549 668 B $2.95 124 401 525 B Monday 03122121 Tuesday 03123121 Wednesday 03124121 Thursday 03125121 Friday 03126121 PM Time Price HOV SOV Vol. LOS Price HOV SOV Vol. LOS Price HOV SOV Vol. LOS Price HOV SOV Vol. LOS Price HOV SOV Vol. LOS 1400.1500 $5.30 122 695 817 C $5.30 103 762 865 C $5.30 127 789 916 C $5.30 119 852 971 C $5.30 149 831 980 C 1500.1600 $5.30 141 817 958 C $5.30 134 811 945 C $5.30 122 781 903 C $5.30 148 756 904 C $5.30 199 910 1,109 D 1600.1700 $2.95 80 804 884 C $5.30 94 803 897 C $5.30 57 533 590 B $5.30 128 911 1,039 D $2.95 103 584 687 B 1700-1800 $2.95 106 777 883 C $2.95 104 830 934 C $2.95 86 712 798 B $5.30 91 691 782 B $2.95 124 665 789 B 1800.1900 $2.95 77 584 661 B $2.95 119 697 816 C $2.95 138 717 855 C $2.95 103 669 772 B $2.95 145 526 671 B 1900.2000 $1.95 82 306 388 A $1.95 98 369 467 B $2.95 110 472 582 B $2.95 103 433 536 B $2.95 130 515 645 B Monday 03129121 Tuesday 03130121 Wednesday 03131121 Thursday 04101121 Friday 04102121 PM Time Price HOV SOV Vol. LOS Price HOV SOV Vol. LOS Price HOV SOV Vol. LOS Price HOV SOV Vol. LOS Price HOV SOV Vol. LOS 1400.1500 $5.30 136 685 821 C $5.30 113 758 871 C $5.30 141 812 953 C 1500.1600 $5.30 144 783 927 C $5.30 157 829 986 C $5.30 167 792 959 C 1600.1700 $2.95 89 811 900 C $5.30 83 811 894 C $5.30 100 680 780 B 1700.1800 $2.95 115 776 891 C $2.95 108 838 946 C $2.95 129 813 942 C 1800.1900 $2.95 122 575 697 B $2.95 144 693 837 C $2.95 175 711 886 C 1900.2000 $1.95 119 322 441 B $1.95 108 411 519 B $2.95 153 577 730 B etExpress Lanes �4 415 RCTC WESTBOUND PEAK -HOUR VOLUMES Westbound AM Peak - McKinley to County Line Monday 03/01/21 Tuesday 03102121 Wednesday 03103121 Thursday 03104121 Friday 03/05/21 AM Time Price HOV SOV Vol. LOS Price HOV SOV Vol. LOS Price HOV SOV Vol. LOS Price HOV SOV Vol. LOS Price HOV SOV Vol. LOS 0400.0500 $5.30 174 582 756 B $5.30 180 597 777 B $5.30 173 606 779 B $5.30 172 623 795 B $2.25 139 357 496 B 0500-0600 $9.95 270 927 1,197 D $9.95 400 1596 1,996 F $9.95 241 1133 1,374 F $9.95 260 1,156 1,416 F $6.95 242 917 1,159 D 0600.0700 $9.95 165 1066 1,231 E $10.95 194 595 789 B $10.95 165 630 795 B $10.95 182 864 1,046 D $6.95 195 1,186 1,381 F 0700.0800 $6.95 211 1208 1,419 F $6.95 188 1244 1,432 F $6.95 175 1134 1,309 E $6.95 193 1,318 1,511 F $5.30 186 1,124 1,310 E 0800.0900 $5.30 127 983 1,110 D $5.30 98 1176 1,274 E $5.30 75 745 820 C $5.30 131 1,009 1,140 D $2.25 104 925 1,029 D 0900.1000 $5.30 102 584 686 B $5.30 100 812 912 C $5.30 65 509 574 B $5.30 103 640 743 B $2.25 104 630 734 B Monday 03/08/21 Tuesday 03109121 Wednesday 03110121 Thursday 03111121 Friday 03112121 AM Time Price HOV SOV Vol. LOS Price HOV SOV Vol. LOS Price HOV SOV Vol. LOS Price HOV SOV Vol. LOS Price HOV SOV Vol. LOS 0400.0500 $5.30 194 694 888 C $5.30 183 616 799 B $5.30 151 573 724 B $5.30 182 538 720 B $2.25 150 348 498 B 0500.0600 $9.95 332 1,030 1,362 F $9.95 337 1,497 1,834 F $9.95 242 935 1,177 D $9.95 277 925 1,202 E $6.95 222 904 1,126 D 0600.0700 $9.95 205 1,205 1,410 F $10.95 148 531 679 B $10.95 136 582 718 B $10.95 153 685 838 C $6.95 187 1,119 1,306 E 0700.0800 $6.95 206 1,415 1,621 F $6.95 214 1,276 1,490 F $6.95 203 1,083 1,286 E $6.95 152 1,139 1,291 E $5.30 196 1,075 1,271 E 0800.0900 $5.30 70 903 973 C $5.30 101 1,081 1,182 D $5.30 92 793 885 C $5.30 111 806 917 C $2.25 113 935 1,048 D 0900.1000 $5.30 65 518 583 B $5.30 101 681 782 B $5.30 68 552 620 B $5.30 67 544 611 B $2.25 92 563 655 B Monday 03/15/21 Tuesday 03116121 Wednesday 03117121 Thursday 03118121 Friday 03119121 AM Time Price HOV SOV Vol. LOS Price HOV SOV Vol. LOS Price HOV SOV Vol. LOS Price HOV SOV Vol. LOS Price HOV SOV Vol. LOS 0400.0500 $5.30 163 543 706 B $5.30 171 567 738 B $5.30 194 622 816 C $5.30 141 705 846 C $2.25 136 377 513 B 0500.0600 $9.95 240 676 916 C $9.95 348 1,379 1,727 F $9.95 291 1,226 1,517 F $9.95 268 1,137 1,405 F $6.95 256 868 1,124 D 0600.0700 $9.95 133 810 943 C $10.95 186 504 690 B $10.95 198 751 949 C $10.95 198 854 1,052 D $6.95 215 1,061 1,276 E 0700.0800 $6.95 155 1,046 1,201 E $6.95 195 1,195 1,390 F $6.95 180 1,328 1,508 F $6.95 208 1,295 1,503 F $5.30 194 1,066 1,260 E 0800.0900 $5.30 103 880 983 C $5.30 124 1,096 1,220 E $5.30 103 1,111 1,214 E $5.30 120 1,032 1,152 D $2.25 114 820 934 C 0900.1000 $5.30 88 610 698 B $5.30 86 706 792 B $5.30 88 648 736 B $5.30 95 717 812 C $2.25 98 574 672 B Monday 03/22/21 Tuesday 03123121 Wednesday 03124121 Thursday 03125121 Friday 03126121 AM Time Price HOV SOV Vol. LOS Price HOV SOV Vol. LOS Price HOV SOV Vol. LOS Price HOV SOV Vol. LOS Price HOV SOV Vol. LOS 0400.0500 $5.30 184 595 779 B $5.30 185 599 784 B $5.30 201 617 818 C $5.30 193 663 856 C $2.25 118 370 488 B 0500.0600 $9.95 308 913 1,221 E $9.95 333 1,466 1,799 F $9.95 312 1,235 1,547 F $9.95 328 1,120 1,448 F $6.95 231 907 1,138 D 0600.0700 $9.95 206 1,123 1,329 E $10.95 172 579 751 B $10.95 174 732 906 C $10.95 230 773 1,003 D $6.95 178 996 1,174 D 0700.0800 $6.95 223 1,289 1,512 F $6.95 236 1,315 1,551 F $6.95 186 1,317 1,503 F $6.95 221 1,365 1,586 F $5.30 179 1,000 1,179 D 0800.0900 $5.30 146 1,080 1,226 E $5.30 124 1,130 1,254 E $5.30 128 1,035 1,163 D $5.30 125 1,105 1,230 E $2.25 107 835 942 C 0900.1000 $5.30 106 666 772 B $5.30 117 711 828 C $5.30 165 689 854 C $5.30 111 669 780 B $2.25 140 577 717 B Monday 03129121 Tuesday 03130121 Wednesday 03131121 Thursday 04101121 Friday 04102121 AM Time Price HOV SOV Vol. LOS Price HOV SOV Vol. LOS Price HOV SOV Vol. LOS Price HOV SOV Vol. LOS Price HOV SOV Vol. LOS 0400.0500 $5.30 161 469 630 B $5.30 152 614 766 B $5.30 184 660 844 C 0500.0600 $9.95 343 984 1,327 E $9.95 380 1,549 1,929 F $9.95 302 1,125 1,427 F 0600.0700 $9.95 196 1,080 1,276 E $10.95 163 509 672 B $10.95 210 733 943 C 0700.0800 $6.95 213 1,229 1,442 F $6.95 226 1,314 1,540 F $6.95 207 1,299 1,506 F 0800.0900 $5.30 116 1,007 1,123 D $5.30 120 1,087 1,207 E $5.30 140 980 1,120 D 0900.1000 $5.30 127 664 791 B $5.30 130 707 837 C $5.30 183 727 910 C etExpress A Lanes 15 416 Westbound AM Peak -1.15 North to County Line Monday 03/01/21 Tuesday 03102121 Wednesday 03103121 Thursday 03104121 Friday 03105121 AM Time Price HOV SOV Vol. LOS Price HOV SOV Vol. LOS Price HOV SOV Vol. LOS Price HOV SOV Vol. LOS Price HOV SOV Vol. LOS 0400.0500 $2.95 117 402 519 B $2.95 113 371 484 B $2.95 91 378 469 B $2.95 78 378 456 B $2.95 75 330 405 B 0500.0600 $6.85 151 760 911 C $6.85 193 799 992 C $6.85 147 789 936 C $6.85 152 850 1,002 D $5.30 136 688 824 C 0600.0700 $6.85 132 952 1,084 D $6.85 136 1016 1,152 D $6.85 113 910 1,023 D $6.85 103 968 1,071 D $5.30 126 894 1,020 D 0700.0800 $6.85 106 886 992 C $6.85 95 865 960 C $6.85 88 796 884 C $6.85 117 913 1,030 D $2.95 101 815 916 C 0800.0900 $2.95 61 831 892 C $2.95 71 988 1,059 D $2.95 48 725 773 B $2.95 71 828 899 C $2.95 69 688 757 B 0900.1000 $2.95 53 552 605 B $2.95 40 701 741 B $2.95 52 529 581 B $2.95 61 624 685 B $2.95 66 486 552 B Monday 03108121 Tuesday 03109121 Wednesday 03110121 Thursday 03111121 Friday 03112121 AM Time Price HOV SOV Vol. LOS Price HOV SOV Vol. LOS Price HOV SOV Vol. LOS Price HOV SOV Vol. LOS Price HOV SOV Vol. LOS 0400.0500 $2.95 113 400 513 B $2.95 109 365 474 B $2.95 90 371 461 B $2.95 98 380 478 B $2.95 83 332 415 B 0500.0600 $6.85 213 788 1,001 D $6.85 170 864 1,034 D $6.85 145 657 802 C $6.85 180 740 920 C $5.30 137 701 838 C 0600.0700 $6.85 119 906 1,025 D $6.85 121 995 1,116 D $6.85 96 790 886 C $6.85 96 858 954 C $5.30 91 817 908 C 0700.0800 $6.85 92 870 962 C $6.85 102 921 1,023 D $6.85 99 765 864 C $6.85 97 836 933 C $2.95 97 838 935 C 0800.0900 $2.95 65 738 803 C $2.95 81 814 895 C $2.95 69 717 786 B $2.95 66 763 829 C $2.95 80 700 780 B 0900.1000 $2.95 45 504 549 B $2.95 59 559 618 B $2.95 62 388 450 B $2.95 49 489 538 B $2.95 60 511 571 B Monday 03115121 Tuesday 03116121 Wednesday 03117121 Thursday 03118121 Friday 03119121 AM Time Price HOV SOV Vol. LOS Price HOV SOV Vol. LOS Price HOV SOV Vol. LOS Price HOV SOV Vol. LOS Price HOV SOV Vol. LOS 0400.0500 $2.95 115 401 516 B $2.95 118 377 495 B $2.95 107 388 495 B $2.95 80 412 492 B $2.95 78 334 412 B 0500.0600 $6.85 153 690 843 C $6.85 170 788 958 C $6.85 179 768 947 C $6.85 134 820 954 C $5.30 124 727 851 C 0600.0700 $6.85 98 850 948 C $6.85 125 854 979 C $6.85 130 1,012 1,142 D $6.85 113 950 1,063 D $5.30 114 848 962 C 0700.0800 $6.85 72 770 842 C $6.85 100 986 1,086 D $6.85 81 952 1,033 D $6.85 106 876 982 C $2.95 95 802 897 C 0800.0900 $2.95 62 763 825 C $2.95 67 946 1,013 D $2.95 67 841 908 C $2.95 64 825 889 C $2.95 59 683 742 B 0900.1000 $2.95 63 515 578 B $2.95 64 692 756 B $2.95 49 638 687 B $2.95 56 682 738 B $2.95 74 538 612 B Monday 03122121 Tuesday 03123121 Wednesday 03/24/21 Thursday 03125121 Friday 03126121 AM Time Price HOV SOV Vol. LOS Price HOV SOV Vol. LOS Price HOV SOV Vol. LOS Price HOV SOV Vol. LOS Price HOV SOV Vol. LOS 0400.0500 $2.95 105 449 554 B $2.95 104 387 491 B $2.95 108 390 498 B $2.95 99 385 484 B $2.95 74 315 389 A 0500.0600 $6.85 202 758 960 C $6.85 178 813 991 C $6.85 193 798 991 C $6.85 203 813 1,016 D $5.30 129 679 808 C 0600.0700 $6.85 135 997 1,132 D $6.85 137 1,040 1,177 D $6.85 106 1,027 1,133 D $6.85 146 974 1,120 D $5.30 90 852 942 C 0700-0800 $6.85 103 960 1,063 D $6.85 109 959 1,068 D $6.85 90 952 1,042 D $6.85 117 965 1,082 D $2.95 88 834 922 C 0800.0900 $2.95 80 896 976 C $2.95 80 868 948 C $2.95 63 875 938 C $2.95 68 843 911 C $2.95 67 681 748 B 0900.1000 $2.95 64 612 676 B $2.95 74 750 824 C $2.95 69 662 731 B $2.95 69 618 687 B $2.95 65 512 577 B Monday 03129121 Tuesday 03130121 Wednesday 03131121 Thursday 04101121 Friday 04102121 AM Time Price HOV SOV Vol. LOS Price HOV SOV Vol. LOS Price HOV SOV Vol. LOS Price HOV SOV Vol. LOS Price HOV SOV Vol. LOS 0400.0500 $2.95 116 369 485 B $2.95 105 367 472 B $2.95 109 329 438 B 0500.0600 $6.85 198 757 955 C $6.85 194 771 965 C $6.85 166 660 826 C 0600.0700 $6.85 132 970 1,102 D $6.85 136 1,058 1,194 D $6.85 139 1,060 1,199 D 0700.0800 $6.85 123 896 1,019 D $6.85 106 951 1,057 D $6.85 118 931 1,049 D 0800.0900 $2.95 86 787 873 C $2.95 88 826 914 C $2.95 104 773 877 C 0900.1000 $2.95 87 570 657 B $2.95 84 594 678 B $2.95 118 660 778 B etExpress A Lanes i6 417 CTC OPERATIONAL HIGHLIGHTS On -Road Operations RCTC Freeway Service Patrol responded to 110 calls during the month of March. Of those calls, 70 were to assist disabled vehicles, 12 calls to remove debris, and 28 were in response to accidents in the Express Lanes. 91 Express Lanes Back -Office System (BOS) Development Update In February, Cofiroute USA, LLC (CUSA) notified OCTA and RCTC of a delay to the implementation of the new BOS for the 91 Express Lanes for both Orange and Riverside counties as a result of the COVID-19 pandemic. CUSA is the current operator of the 91 Express Lanes for both OCTA and RCTC and is the firm selected for the design, development, and implementation of the new BOS, as well as the customer service center operation, once the current contract expires on June 30, 2021. In anticipation that the future contractor would not be able to meet the go -live date in July 2021, the OCTA Board of Directors approved an amendment to the current three -party agreement between CUSA, RCTC, and OCTA, which allowed for six one -month optional extension periods. Staff from both agencies are continuing to work with CUSA to meet the revised anticipated go -live date in October 2021. etExpress A Lanes 17 418 FINANCIAL HIGHLIGHTS RCTC RCTC 91 Express Lanes Operating Statement YTD as of : 3/31/2021 YTD Variance Description Actual Budget Dollar $ Percent (%) Operating revenues: Toll Revenue $ 27,641,290.61 $ 19,315,800.00 $ 8,325,490.61 43.1 Fee Revenue 4,596,586.43 1,837,875.00 2,758,711.43 150.1 Total operating revenues 32,237,877.04 21,153,675.00 11,084,202.04 52.4 Operating expenses: Salaries and Benefits 452,487.98 506,625.00 54,137.02 10.7 Legal Services 79,747.63 262,500.00 182,752.37 69.6 Advisory Services 40,606.95 56,250.00 15,643.05 27.8 Audit and Accounting Fees 31,550.00 27,000.00 (4,550.00) (16.9) Service Fees 1,541.32 15,000.00 13,458.68 89.7 Other Professional Services 358,374.41 1,965,750.00 1,607,375.59 81.8 Lease Expense 194,923.69 367,650.00 172,726.31 47.0 Operations 1,346,890.06 2,240,250.00 893,359.94 39.9 Utilities 19,861.60 61,200.00 41,338.40 67.5 Supplies and Materials 4,640.32 22,500.00 17,859.68 79.4 Membership and Subscription Fees 28,281.50 22,500.00 (5,781.50) (25.7) Office Equipment & Furniture (Non -Capital) 4,706.87 11,250.00 6,543.13 58.2 Maintenance/Repairs 93,131.19 273,825.00 180,693.81 66.0 Training Seminars and Conferences (720.00) 1,725.00 2,445.00 141.7 Transportation Expenses - 3,000.00 3,000.00 100.0 Lodging - 2,625.00 2,625.00 100.0 Meals - 375.00 375.00 100.0 Other Staff Expenses - 375.00 375.00 100.0 Advertising 4,611.25 206,250.00 201,638.75 97.8 Program Management 55,294.60 124,575.00 69,280.40 55.6 Program Operations 5,579,869.18 6,476,775.00 896,905.82 13.8 Litigation Settlement - - - N/A Furniture & Equipment - 228,750.00 228,750.00 100.0 Improvements - - - N/A Bad Debt Expense 18.11 - (18.11) N/A Total operating expenses 8,295,816.66 12,876,750.00 4,580,933.34 35.6 Operating income (loss) 23,942,060.38 8,276,925.00 15,665,135.38 189.3 11111- �� Nonoperating revenues (expenses): Interest Revenue 276,760.38 518,925.00 (242,164.62) 46.7 Other Miscellaneous Revenue 52,434.43 75.00 52,359.43 (69,812.6) Interest Expense (22,234,617.17) (5,339,925.00) (16,894,692.17) 316.4 Total nonoperating revenues (expenses) (21,905,422.36) (4,820,925.00) (17,084,497.36) (354.4) Transfers In - - - N/A Transfers Out (489,200.00) (768,975.00) 279,775.00 (36.4) Net income (loss) $ 1,547,438.02 $ 2,687,025.00 $ (1,139,586.98) (42.4) Unaudited elExpresr A Lanes 18 419 JOINT AGENCY TRIP AND REVENUE STATISTICS MONTH ENDING March 31, 2021 MTD Transactions by Agency Transactions Using Both Segments %Using Both Segments Revenue Westbound OCTA 698,205 339,796 49% $1,959,659 RCTC 619,374 339,796 55% $2,004,637 I -15 253,932 184,795 73% $753,288 McKinley 365,442 155,001 42% $1,251,349 Eastbound OCTA 727,836 427,547 59% $2,613,668 RCTC 611,244 427,547 70% $2,142,525 -15 235,416 170,525 72% $619,915 McKinley 375,828 257,022 68% $1,522,611 JOINT AGENCY TRAFFIC STATISTICS 800,000 700,000 600,000 500,000 400,000 300,000 200,000 100,000 Joint Agency Traffic Statistics 55% 70% OCTA RCTC OCTA RCTC Westbound Eastbound ■ OCTA Transactions ■ RCTC Transactions ■ % of OCTA Transactions Using Both Segments ■ % of RCTC Transactions Using Both Segments etExpress A Lanes 19 420 JOINT AGENCY PERFORMANCE MEASURES REPORTING REQUIREMENT Reporting Period PERFORMANCE STANDARD Mar -21 Performance CUSTOM ER SERVICE Call Wait Time Abandon Rate Customer Satisfaction Monthly I Not to exceed 2 minutes Monthly No more than 4.0% Monthly At least 75 outbound calls 1:20 1.6% 77 VIOLATION PROCESSING Response Time CUSA Violation Collection Rate CUSA Violation Collection Rate Monthly Within 2 business days of receipt Quarterly 70% or more Annually 74% or more TRAFFIC OPERATIONS Initial & Secondary Reviews " Rate Misread Errors CAS Response Time ACCOUNTING OCTA Exceptions RCTC Exceptions INFORMATION TECHNOLOGY Back -office System Uptime Netw ork Uptime Monthly Equal to or less than 15 days Monthly Equal to or less than 0.4% Monthly 0:20 (minutes) per call 0.6 Monthly Monthly No more than 3 No more than 3 1.3 0.02% 0:08 0 Monthly Monthly 99% Availability 99% Availability 100% 100% CUSA = Cofiroute USA; CAS = OCTA Customer Assistance Specialists * Plate M isread 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 %of Total Average To -Date Issued To New Accounts Additional Tags to Existing Accounts Replacement Transponders Total Issued 1,378 15 11 1,404 98.1% 1.1% 0.8% ■ 866 19 14 899 96.3% 1' 2,225 96.8% 2.1% 45 2.0% 1.6% 29 1.3% Returned Account aosures Accounts Dow nsizing Defective Transponders Total Returned ■ 2,299 21.1% ■ 0 0.0% ■ 8,586 78.9% 5,821 100.0% 5,821 ■ 173 173 100.0% 10,885 6C TRANSPONDER DISTRIBUTION March -21 February -21 FY 2020-21 Tags I%ofTotal Tags I % of Total Average To -Date Issued To New Accounts Additional Tags to Existing Accounts Replacement Transponders 66,550 99.9% 53,930 100.0% 55 0.1% 18 0.0% 0 0.0% 0 0.0% Total Issued 66,605 53,948 ■ 82,368 99.9% ■ 83 0.1% ■ 5 0.0% 82,455 Returned Account aosures Accounts Dow nsizing Defective Transponders Total Returned eill?'Express Lanes im 20 421 At the end of March 2021, the 91 Express Lanes had 150,948 active customer accounts and 524,560 transponders classified as assigned. Number of Accounts by FY As of March 31, 2021 160,000 140,000 - 120,000 —114,138 112,584 112,473 112,929 113,672 116,813 119,782 100,000 - 80,000 — 60,000 40,000 20,000 1 130,048 148,054 149, 803 150'948 140,694 e N. titi titi ti� ti° ti� y<° N. yob ') ti0 yti o°� oti° otiti o,Q; 6c) oti° oti�' otiNO oti� otiw oti� 61' ti ti ti ti ti ti 1, ti ti ti ti ti Fiscal Year Incoming Email Activity During March, the Anaheim Processing Center received 4,573 emails. Operational Activity Amid concerns about the spread of COVID-19 and following the State of California's guidance to help reduce its spread, the 91 Express Lanes Customer Walk -In Center was closed in March 2020 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. tiiib'Expres s Lanes 21 422 AGENDA ITEM 8K RIVERSIDE COUNTY TRANSPORTATION COMMISSION DATE: June 9, 2021 TO: Riverside County Transportation Commission FROM: Toll Policy and Operations Committee Anthony Parada, Senior Management Analyst Jennifer Crosson, Interim Toll Operations Director THROUGH: Anne Mayer, Executive Director SUBJECT: Amendments to On Call Purchase Agreements for 6C Transponders TOLL POLICY AND OPERATIONS COMMITTEE AND STAFF RECOMMENDATION: This item is for the Commission to: 1) Approve the amendments to the following 6C transponder provider agreements for an additional four years with no additional cost authorization: a) Agreement No. 18-31-094-01, Amendment No. 1 to Agreement No. 18-31-094-00, with Kapsch TraffficCom USA, Inc.; and b) Agreement No. 18-31-161-02, Amendment No. 2 to Agreement No. 18-31-161-00, with Neology, Inc.; 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 purchase orders awarded to the contractors under the terms of the agreements. BACKGROUND INFORMATION: At its July 11, 2018 meeting, following a competitive procurement, the Commission approved purchase agreements to provide 6C transponders with Kapsch TrafficCom USA, Inc. and Neology, Inc. in an aggregate amount of $7,266,000. The initial agreements are for three years, ending in July 2021. Staff seeks approval to extend the agreements for an additional four years, exercising both of the available two-year options. The agreements have approximately $5 million in remaining authorization, which is sufficient to provide for additional purchases over the four additional option years. Transponders for both the 91 Express Lanes and Riverside Express are provided under these agreements. The providers were assessed and ranked by an evaluation committee, pursuant to the terms of the request for proposals. Kapsch TrafficCom USA, Inc. ranked highest for the Interior Mounted Sticker. Neology, Inc. ranked highest for the Interior Mounted Breakable Sticker, Exterior Mounted Sticker, Interior Mounted 2 -position Switchable, and Interior Mounted 3 -position Switchable. Agenda Item 8K 423 To date, two orders have been placed with each of the providers; one order for the 91 Express Lanes 6C transition program and one for the Riverside Express operation. The transponder purchases were made based on the lowest price offered for the transponder type needed. A summary of the orders is shown in Table 1. Table 1 —Transponder Orders Transponder Type 91 Express Lanes Riverside Express Quantity Cost Quantity Cost Interior Sticker 700,000 $512,890 250,000 $188,562 Exterior Sticker 30,000 13,576 25,000 11,318 Switchable 50,000 501,037 100,000 1,002,075 Total 780,000 $1,027,503 375,000 $1,201,955 Both transponder providers, Kapsch and Neology, delivered transponders according to the agreed upon schedule and met the technical requirements of the agreements. The 6C transponders have performed well on the express lanes and across the state. All toll facilities in the state are now reading and issuing 6C transponders. Approximately 85 percent of all the 91 Express Lanes account holders have received their new 6C transponders, and the transition program is on schedule to be complete byJuly 31, 2021. Both 91 Express Lanes and Riverside Express new account holders are receiving 6C transponders at the time of account opening. Existing customers requesting additional transponders are also receiving 6C transponders. The Commission agreements include a piggy -back clause, which would allow other toll operators in the state to purchase transponders at our contracted price. The Bay Area Toll Authority (BATA) also has a transponder contract with a piggy -back clause under which the Commission could purchase transponders if it determined the terms of doing so were advantageous. A review of the BATA contract indicates that a lower price is offered for switchable transponders. To provide the Commission with the most options over the next four years, staff recommends that the agreements be extended for an additional four years. Before purchasing additional transponders under the Kapsch or Neology agreements, staff will consider use of the BATA contract and survey other agencies for a more advantageous purchase option. RECOMMENDATION: Staff recommends approval of Amendment No. 1 with Kapsch TrafficCom USA, Inc. and Amendment No. 2 with Neology, Inc. to extend the term of the agreements for an additional four years with no additional cost authorization. Additionally, staff recommends the Commission authorize the Chair or Executive Director to execute the amendments on behalf of the Agenda Item 8K 424 Commission and authorize the Executive Director, or designee, to execute purchase orders awarded to the contractors under the terms of the agreements. FISCAL IMPACT: No additional funding authority is being requested for either agreement. In accordance with the Orange -Riverside Cooperative Agreement related to the 91 Express Lanes between the Commission and the Orange County Transportation Authority (OCTA), the purchase of transponders is a shared cost. Accordingly, OCTA will reimburse the Commission 50 percent of the cost of transponders purchased for the 91 Express Lanes. Financial Information In Fiscal Year Budget: N/A N/A Year: FY 2021/22 FY 2022/23+ Amount: $0 $5,036,540* (*Excludes OCTA reimbursements) Source of Funds: 91 Express Lanes and 15 Express Lanes toll revenues Budget Adjustment: No N/A GL/Project Accounting No.: 009199 90721 00000 0008 591 31 90101 001599 90721 00000 0000 515 31 90101 Fiscal Procedures Approved: \11a44-e4c1-ti, Date: 05/13/2021 Attachments: 1) Draft Agreement No. 18-31-094-01 2) Draft Agreement No. 18-31-161-02 Approved by the Toll Policy and Operations Committee on May 27, 2021 In Favor: 5 Abstain: 0 No: 0 Agenda Item 8K 425 ATTACHMENT 1 Agreement No. 18-31-094-01 AMENDMENT NO. 1 TO ON CALL PURCHASE AGREEMENT FOR 6C TRANSPONDERS WITH KAPSCH 1. PARTIES AND DATE This Amendment No. 1 to the Agreement for On Call Purchase of 6C Transponders is made and entered into as of , 2021, by and between the RIVERSIDE COUNTY TRANSPORTATION COMMISSION ("Commission") and KAPSCH TRAFFICCOM USA, INC., ("Contractor"), a corporation. 2. RECITALS 2.1 Commission and Contractor have entered into an agreement dated July 17, 2018 for On Call Purchase of 6C Transponders (the "Master Agreement"). 2.2 Commission now desires to exercise both option terms under the Master Agreement in order to extend the term of the Master Agreement for a period of four years, pursuant to Section 2.A. of the Master Agreement. 3. TERMS 3.1 The term of the Master Agreement, as set forth in Section 2.A., shall be extended for a period of four years, through July 10, 2025, unless earlier terminated as provided therein. 3.2 Except as amended by this Amendment No. 1, all provisions of the Master Agreement, including without limitation the indemnity and insurance provisions, shall remain in full force and effect and shall govern the actions of the parties under this Amendment. 3.3 This Amendment No. 1 shall be governed by the laws of the State of California. Venue shall be in Riverside County. 3.4 This Amendment No. 1 may be signed in counterparts, each of which shall constitute an original. 17336.02125\33939623.2 426 3.5 A manually signed copy of this Amendment No. 1 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 No. 1 for all purposes. This Amendment No. 1 may be signed using an electronic signature. [Signatures on following page] 2 17336.02125\33939623.2 427 SIGNATURE PAGE TO AGREEMENT NO. 18-31-094-01 IN WITNESS WHEREOF, for good and valuable consideration which is hereby acknowledged, the parties hereto have executed this Amendment on the date first herein above written. RIVERSIDE COUNTY KAPSCH TRAFFICCOM USA, TRANSPORTATION COMMISSION INC. By: By: Anne Mayer, Executive Director Signature Name Title APPROVED AS TO FORM: Attest: By: By: Best Best & Krieger LLP Counsel to the Riverside County Transportation Commission Its: * 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. 3 17336.02125\33939623.2 428 If the above persons are not the intended signators, evidence of signature authority shall be provided to the Commission. 4 17336.02125\33939623.2 429 ATTACHMENT 2 Agreement No. 18-31-161-02 AMENDMENT NO. 2 TO ON CALL PURCHASE AGREEMENT FOR 6C TRANSPONDERS WITH NEOLOGY, INC. 1. PARTIES AND DATE This Amendment No. 2 to the Agreement for On Call Purchase of 6C Transponders is made and entered into as of , 2021, by and between the RIVERSIDE COUNTY TRANSPORTATION COMMISSION ("Commission") and NEOLOGY, INC., ("Contractor"), a Delaware corporation. 2. RECITALS 2.1 Commission and Contractor have entered into an agreement dated July 11, 2018 for On Call Purchase of 6C Transponders (the "Master Agreement"). 2.2 Commission and Contractor have entered into an Amendment No. 1 to the Master Agreement, dated June 3, 2019, to account for a modified product design and corresponding reduction in price. 2.3 Commission now desires to exercise both option terms under the Master Agreement in order to extend the term of the Master Agreement for a period of four years, pursuant to Section 2.A. of the Master Agreement. 3. TERMS 3.1 The term of the Master Agreement, as set forth in Section 2.A., shall be extended for a period of four years, through July 10, 2025, unless earlier terminated as provided therein. 3.2 Except as amended by this Amendment No. 2, all provisions of the Master Agreement, including without limitation the indemnity and insurance provisions, shall remain in full force and effect and shall govern the actions of the parties under this Amendment. 17336.02125\33939565.2 430 3.3 This Amendment No. 2 shall be governed by the laws of the State of California. Venue shall be in Riverside County. 3.4 This Amendment No. 2 may be signed in counterparts, each of which shall constitute an original. 3.5 A manually signed copy of this Amendment No. 1 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 No. 1 for all purposes. This Amendment No. 1 may be signed using an electronic signature. [Signatures on following page] 2 17336.02125\33939565.2 431 SIGNATURE PAGE TO AGREEMENT NO. 18-31-161-02 IN WITNESS WHEREOF, for good and valuable consideration which is hereby acknowledged, the parties hereto have executed this Amendment on the date first herein above written. RIVERSIDE COUNTY NEOLOGY INC. TRANSPORTATION COMMISSION 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 Transportation Commission Its: * 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. 3 17336.02125\33939565.2 432 If the above persons are not the intended signators, evidence of signature authority shall be provided to the Commission. 4 17336.02125\33939565.2 433 AGENDA ITEM 8L RIVERSIDE COUNTY TRANSPORTATION COMMISSION DATE: June 9, 2021 TO: Riverside County Transportation Commission FROM: Toll Policy and Operations Committee Jennifer Crosson, Interim Toll Operations Director THROUGH: Anne Mayer, Executive Director SUBJECT: Readopted and Reaffirmed the 15 Express Lanes Toll Policy Goals and Toll Policies TOLL POLICY AND OPERATIONS COMMITTEE AND STAFF RECOMMENDATION: This item is for the Commission to adopt Resolution No. 21-012, "Resolution of the Riverside County Transportation Commission Reaffirming and Readopting the Amended and Restated Interstate 15 Express Lanes Toll Policy Goals and Toll Policies and Ratifying Actions in the Furtherance of the Policy". BACKGROUND INFORMATION: 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". Resolution No. 16-011 included overarching toll policies. As development of the toll system progressed, the need arose to revise one of the toll policies adopted as a part of Resolution No. 16-011. The original toll policy in Resolution No. 16-011 provided for a 50 percent toll discount for zero emission vehicles (ZEVs) three months following the opening of the 15 Express Lanes. At the time the resolution was adopted, the Commission had no technical solution for uniquely identifying ZEVs, so they were to be treated the same as vehicles with three or more passengers (HOV3+). Staff worked, as part of the California Toll Operators Committee, to develop a method for identifying qualified ZEVs to address concerns over the impact of heavily discounted ZEVs on express lanes' performance. The 15 Express Lanes toll system will be able to identify qualified ZEVs through their FasTrak° account, allowing for a unique ZEV toll discount. In March 2019, the Commission adopted Resolution No. 19-003 related to the Amended and Restated Interstate 15 Express Lanes Toll Policy Goals and Toll Policies (Toll Policy) for the specific purpose of amending the discount for qualified ZEVs to 15 percent. The redline change to the Toll Policy attached to Resolution No. 19-003 and the supporting staff report indicated the change to the policy for ZEVs was to be applied commencing upon the 15 Express Lanes opening; however, a scrivener's error has been identified in the Toll Policy. On page 31 of the Toll Policy under ZEVs, the policy was correctly amended to read as follows: Agenda Item 8L 434 "The toll discount for ZEVs will be 15% upon opening of the Express Lanes." On page 32 of the Toll Policy, a reference to a delayed implementation of the ZEV discount in conjunction with the HOV3+ policy was not updated as it should have been. Page 32 of the Toll Policy currently reads as follows: "All HOV3+ and zero emission vehicles (ZEV) 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." To ensure that the Toll Policy is internally consistent and consistent with the intent of the Commission in its adoption of Resolution No. 19-003, staff recommends the Commission adopt Resolution No. 21-012 to: • Reaffirm and readopt the Toll Policy through Resolution No. 21-012, with the correction to remove the reference to ZEVs from page 32 of the Toll Policy, and • Ratify any actions taken in furtherance of the Toll Policy. The correction to page 32 of the Toll Policy does not reflect a policy change and is merely the correction of a clerical error in the version of the Toll Policy attached to Resolution No. 19-003. The Commission also desires to make a minor, non -substantive change to page 31 of the Toll Policy to acknowledge that ZEVs are also referred to as clean air vehicles. This minor change is reflected in the Toll Policy attached to Resolution No. 21-012. FISCAL IMPACT: There is no fiscal impact related to the adoption of the toll policy goals and toll policies. Attachment: Resolution No. 21-012 Approved by the Toll Policy and Operations Committee on May 27, 2021 In Favor: 6 Abstain: 0 No: 0 Agenda Item 8L 435 ATTACHMENT 1 RESOLUTION NO. 21-012 RESOLUTION OF THE RIVERSIDE COUNTY TRANSPORTATION COMMISSION REAFFIRMING AND READOPTING THE AMENDED AND RESTATED INTERSTATE 15 EXPRESS LANES TOLL POLICY GOALS AND TOLL POLICIES AND RATIFYING ACTIONS IN FURTHERANCE OF THE POLICY WHEREAS, the Riverside County Transportation Commission (the "Commission") has commenced operation of the 1-15 Express Lanes. WHEREAS, the Commission adopted its original 1-15 Express Lanes Toll Policy on June 8, 2016 pursuant to adoption of Resolution No. 16-011. WHEREAS, on March 13, 2019, by Resolution No. 19-003, the Commission amended and restated, in its entirety, the original 1-15 Express Lanes Toll Policy (the "Toll Policy") with the intent of reducing the toll discount offered to qualified zero emission vehicles to 15%, from commencement of operations. WHEREAS, due to a scrivener's error, a correction is needed to the Toll Policy to reflect the intent of the Board action on March 13, 2019, which will ensure that the policy is internally consistent, and consistent with the intent of the Board in its action on March 13, 2019, as clarified in the staff report associated with such action. WHEREAS, the Commission also desires to make a minor, non - substantive change to the Toll Policy to acknowledge that zero emission vehicles are also referred to as clean air vehicles (CAVs). NOW, THEREFORE, be it resolved by the Riverside County Transportation Commission as follows: Section 1. The Recitals set forth above are true and correct and incorporated into this Resolution as though fully set forth herein. 17336.00013\33955890.1 436 Section 2. In accordance with the findings set forth above and in the staff report accompanying this Resolution, the Riverside County Transportation Commission hereby reaffirms and readopts the Amended and Restated Interstate 15 Express Lanes Toll Policy Goals and Toll Policies ("Toll Policy") attached as Exhibit A, including correction of the scrivener's error as described above, and ratifies all actions in furtherance of the Toll Policy. APPROVED AND ADOPTED this day of , 2021. RESOLUTION NO. Jan C. Harnik, Chair Riverside County Transportation Commission ATTEST: Lisa Mobley Clerk of the Board 437 EXHIBIT A AMENDED AND RESTATED INTERSTATE 15 EXPRESS LANES TOLL POLICY GOALS AND TOLL POLICIES [attached behind this page] 17336.00013\33955890.1 438 LXPQSS LANES ••••••••••• ••••••••• 1 -is [XPR[SS LANES PROJECT Toll Policy Report Adopted March 2019 Reaffirmed June 2021 EXPRESS LANES 1-15 Express Lanes Project Toll Policy Report 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 440 EXPRESS LANES 1-15 Express Lanes Project Toll Policy Report 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 1 441 EXPRESS LANES 1-15 Express Lanes Project Toll Policy Report 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. EXIJDSS LONES 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 2 442 EXPRESS LANES 1-15 Express Lanes Project Toll Policy Report 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 3 443 EXPRESS LANES 1-15 Express Lanes Project Toll Policy Report Toll Policy Summary # Policy Topic Area Policy Recommendation Toll Policy Goal(s) Met Page d 1 Toll Pricing Objectives Optimize person throughput in the corridor while meeting debt obligations. 1,3,4,5 6 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 Interoperability Adopt the national interoperability standard for automated toll collection systems when adopted by the toll industry. 2 10 6 Toll Interoperability 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 444 4 EXPRESS LANES 1-15 Express Lanes Project Toll Policy Report # Policy Topic Area Policy Recommendation Toll Policy Goal(s) Met Page d 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 445 5 EXPRESS LANES 1-15 Express Lanes Project Toll Policy Report 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 6 446 EXPRESS LANES 1-15 Express Lanes Project Toll Policy Report 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 7 447 EXPRESS LIMES 1-15 Express Lanes Project Toll Policy Report 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 P ERSONS 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 448 8 EXPRESS LANES 1-15 Express Lanes Project Toll Policy Report • 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 9 449 EXPRESS LANES 1-15 Express Lanes Project Toll Policy Report 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. Good To Go! WSDOT 6C Sticker 443011 II1lIlI1111I111 Switchable Title 21 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 10 450 EXPRESS LINES 1-15 Express Lanes Project Toll Policy Report 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 11 451 7. Project Development Costs 1-15 Express Lanes Project Toll Policy Report EXPRESS LANES 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 12 452 EXPRESS LANES 1-15 Express Lanes Project Toll Policy Report 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 13 453 EXPRESS LANES 1-15 Express Lanes Project Toll Policy Report 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 14 454 EXPRESS LANES 1-15 Express Lanes Project Toll Policy Report 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 15 455 EXPRESS LANES 1-15 Express Lanes Project Toll Policy Report 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 16 456 EXPRESS LANES 1-15 Express Lanes Project Toll Policy Report 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 17 457 EXPRESS LANES 1-15 Express Lanes Project Toll Policy Report 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 458 18 EXPRESS LANES 1-15 Express Lanes Project Toll Policy Report 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 19 459 EXPRESS LANES 1-15 Express Lanes Project Toll Policy Report 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 20 460 EXPRESS LANES 1-15 Express Lanes Project Toll Policy Report 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 21 461 EXPRESS LANES 1-15 Express Lanes Project Toll Policy Report 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. TO LZSJ TO IV TOLL NOV 2+ NO TOLL 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 22 462 EXPRESS LANES 1-15 Express Lanes Project Toll Policy Report 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 463 23 EXPRESS LANES 1-15 Express Lanes Project Toll Policy Report • 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 24 464 EXPRESS LANES 1-15 Express Lanes Project Toll Policy Report 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 ExpressLanes • 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 465 25 EXPRESS LANES 1-15 Express Lanes Project Toll Policy Report 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 26 466 EXPRESS LANES 1-15 Express Lanes Project Toll Policy Report 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). There are currently no existing HOV lanes within the 1-15 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. MEM CM] E MRCS LANES timktici 112 MILE Two lane configuration on LA Metro 1-10 ExpressLanes 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 27 467 EXPRESS LANES 1-15 Express Lanes Project Toll Policy Report 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: $2.511: FASTRAK Only —No Cash 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 over time, 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 468 28 EXPRESS LANES 1-15 Express Lanes Project Toll Policy Report 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. Alk EXPRESS LANES IV MINIMUM TOLL. S TO 15.5, TO •7e $ }i .:,ki 0.75 1 MINI heir, MS 1 _. *. : 2.2=,1 4,r '_ . 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 29 469 EXPRESS LIMES 1-15 Express Lanes Project Toll Policy Report 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 30 470 EXPRESS LIMES 1-15 Express Lanes Project Toll Policy Report 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) also referred to as Clean Air Vehicles (CAV) Legislation (AB 1721), enacted as California Vehicle Code Section 5205.5, allows motorists driving ZEVs (CAVs) 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. The toll discount for ZEVs (CAVs) will be 15% upon opening of the Express Lanes. Emergency Vehicles <> ACCESS 0 CAGFuRlvJ4 CLEAN .4114 VEHICLE r. 1 ACCESS OK Sample CALIFORNIA CLEAN AIR VEHICLE SampleBMW 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 31 471 EXPRESS LINES 1-15 Express Lanes Project Toll Policy Report 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 32 472 EXPRESS LANES 1-15 Express Lanes Project Toll Policy Report 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 33 473 EXPRESS LINES 1-15 Express Lanes Project Toll Policy Report 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 34 474 EXPRESS LANES 1-15 Express Lanes Project Toll Policy Report 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 35 475 EXPRESS LANES 1-15 Express Lanes Project Toll Policy Report 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 (if present) occupancy is validated by enforcement personnel 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 Single occupancy vehicles (SOV) lane tolling zone with separate declaration lane FHWA Office of Operation/ Proposed 1-95 Managed Lanes 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 36 476 EXPRESS LANES 1-15 Express Lanes Project Toll Policy Report 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 37 477 EXPRESS LANES 1-15 Express Lanes Project Toll Policy Report 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 38 478 EXPRESS LANES 1-15 Express Lanes Project Toll Policy Report 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 39 479 AGENDA ITEM 8M RIVERSIDE COUNTY TRANSPORTATION COMMISSION DATE: June 9, 2021 TO: Riverside County Transportation Commission FROM: Western Riverside County Programs and Projects Committee Bryce Johnston, Capital Projects Manager THROUGH: Anne Mayer, Executive Director SUBJECT: State Route 71/State Route 91 Interchange Improvement Project for Construction Management Services, Construction and Maintenance, and WESTERN RIVERSIDE COUNTY PROGRAMS AND PROJECTS COMMITTEE AND STAFF RECOMMENDATION: This item is for the Commission to: 1) Award Agreement No. 21-31-012-00 to Falcon Engineering Services to provide construction management (CM), materials testing, construction surveying and environmental monitoring services for the State Route (SR) 71/SR-91 (71/91) interchange improvement project (Project) in the amount of $16,756,467, plus a contingency amount of $1,443,533, for a total amount not to exceed $18,200,000; 2) Approve Agreement No. 21-31-091-00 for the Project construction and maintenance (C&M) agreement with BNSF Railway in the amount of $1,957,727, plus a contingency amount of $195,773, for a total amount not to exceed $2,153,500; 3) Approve Agreement No. 21-31-067-00, a cooperative agreement between the Commission and Caltrans, that defines the roles and responsibilities for Project construction at no cost to the Commission; 4) Authorize the Chair or Executive Director, pursuant to legal counsel review, to finalize and execute the agreements on behalf of the Commission; and 5) Authorize the Executive Director, or designee, to approve contingency work up to the total not to exceed amount as required for these services. BACKGROUND INFORMATION: The Project was identified and approved by the voters in 2009 as part of Measure A and was included in the 2009 Measure A 10 -Year Western Riverside County Highway Delivery Plan. The Project will improve mobility on SR -91 and SR -71 by enhancing operations and the capacity of the 71/91 interchange by constructing a new, direct connector ramp from eastbound SR -91 to northbound SR -71 and reconfiguring the eastbound SR -91 ramp between Green River Road and the 71/91 interchange as shown in Figure 1. The Project is also included in the SR -91 Implementation Plan adopted by the Commission. Agenda Item 8M 480 On December 2, 2020, the California Transportation Commission approved Senate Bill 1 Trade Enhancement Corridor Program (SB1 TCEP) funds for construction of this Project. The Commission also programmed federal Surface Transportation Block Grant (STBG), State Transportation Improvement Program (STIP), and 2009 Measure A Western County highways and new corridors funds for the Project. Figure 1 -Project Map DISCUSSION: Procurement of Construction Management Services: Pursuant to Government Code 4525 et seq, the selection of architect, engineer, and related services shall be on the basis of demonstrated competence and on professional qualifications necessary for the satisfactory performance of the services required. Therefore, staff used the Agenda Item 8M 481 qualification method of selection for the procurement of these services. Evaluation criteria included elements such as qualifications of firm, qualifications of personnel, project understanding and approach, understanding of materials testing and construction surveying services, and the ability to respond to the requirements set forth under the terms of a request for qualifications (RFQ). RFQ No. 21-31-012-00 for CM services, materials testing, and construction surveying services for the project was released on January 7, 2021. The RFQ was posted on the Commission's PlanetBids website, which is accessible through the Commission's website. Through PlanetBids, 126 firms downloaded the RFQ, 31 of these firms are located in Riverside County. A pre -proposal conference was held on January 14, 2021 and attended by 25 firms. Staff responded to all questions submitted by potential proposers prior to the July 26 clarification deadline date. Four firms — Hill International (Irvine); Falcon Engineering Services (Corona); Jacobs Project Management Co. (Ontario); and WSP USA (San Bernardino) — submitted responsive and responsible statements of qualifications (SOQ) prior to the 2:00 p.m. submittal deadline on February 18, 2021. One of the four firms is headquartered in Riverside County and all of them have local offices in Riverside County. Based on the evaluation criteria set forth in the RFQ, the firms were evaluated and scored by an evaluation committee comprised of Commission, Bechtel, and Caltrans staff. Based on the evaluation committee's assessment of the written SOQs and pursuant to the terms of the RFQ, the evaluation committee shortlisted and invited three firms (Hill International, Falcon Engineering Services, and Jacobs Project Management Co.) to the interview phase of the evaluation and selection process. Interviews were conducted on March 16, 2021. The evaluation committee conducted a subsequent evaluation of each firm, based on both written and interview components presented to the evaluation committee by each proposer. Accordingly, the evaluation committee recommends contract award to Falcon Engineering Services to provide CM services, materials testing, and construction surveying services for the Project, as it earned the highest total evaluation score. Subsequently, staff negotiated the scope (including the appropriate level of effort, labor categories/mix, etc.), cost, and schedule proposal received from Falcon Engineering Services for the Project services and established a fair and reasonable price. As part of the federal procurement process for architectural and engineering services, the contract is subject to a pre - award audit by Caltrans Audits and Investigations Unit. The proposed cost is $16,756,967 and may change slightly as a result of the pre -award audit and is expected to be finalized prior to Commission approval in June 2021. Staff recommends award of Agreement 21-31-012-00 for CM services in the amount of $16,756,467, plus a contingency of $1,443,533, for a total amount not to exceed $18,200,000. Agenda Item 8M 482 Construction and Maintenance Agreement with BNSF The Project includes construction of a bridge over the BNSF railroad. Staff has worked with BNSF and Caltrans in the development of a three -party C&M agreement that would formalize the scope of work, obligations of each party, right of way required for the work associated with the Project, and costs for the respective right of way and associated BNSF-provided flagging services. The right of way needed at each location consists of permanent footing easements, a permanent aerial easement, and a temporary construction license. The total cost associated with Agreement No. 21-31-091-00 is 1,957,727, plus a contingency amount of $195,773, for a total amount not to exceed $2,153,500. Staff recommends approval of the C&M agreement with BNSF for a total amount of $2,153,500. Caltrans Construction Cooperative Agreement The Commission will be the implementing and responsible agency for administration of the construction contract with Caltrans providing quality assurance reviews (oversight) of the Project at no cost. The cooperative agreement between the Commission and Caltrans defines the roles and responsibilities of each agency. Staff recommends approval of Cooperative Agreement No. 21-31-067-00 between the Commission and Caltrans to define the roles and responsibilities for the Project. All Agreements Staff recommends authorization for the Chair or Executive Director, pursuant to legal counsel review, to finalize and execute the three agreements on behalf of the Commission and authorization for the Executive Director, or designee, to approve contingency work up to the total not to exceed amount as required for the services. FISCAL IMPACT: Financial Information In Fiscal Year Budget: Yes N/A Year: FY 2021/22 FY 2022/23+ Amount: $ 300,000 $ 20,053,500 Source of Funds: 2009 Measure A Western County highway and new corridors, SB1 TCEP, STIP, and STBG funds Budget Adjustment: No N/A GL/Project Accounting No.: 003021 81302 00000 0000 262 3181301 $18,200,000 003021 81304 00000 0000 262 31 81301 $2,153,500 Fiscal Procedures Approved: \j/t14/44k Date: 05/14/2021 Attachments: 1) Site Map Agenda Item 8M 483 2) Draft Agreement No. 21-31-012-00 3) Draft Agreement No. 21-31-091-00 4) Draft Agreement No. 21-31-067-00 Approved by the Western Riverside County Programs and Projects Committee on May 24, 2021 In Favor: 10 Abstain: 1 No: 0 Agenda Item 8M 484 H O V L A NE HOV L ANE CALIFOR N I A 71 PRADO DAM CALIFOR N I A 91 PARK CHINO HILLS STATE 485 BLANK 17336.03400\31233218.1 Agreement No. 21-31-012-00 PROFESSIONAL SERVICES AGREEMENT WITH FHWA FUNDING/ASSISTANCE RIVERSIDE COUNTY TRANSPORTATION COMMISSION AGREEMENT WITH FALCON ENGINEERING SERVICES, INC. FOR CONSTRUCTION MANAGEMENT SERVICES, MATERIALS TESTING, CONSTRUCTION SURVEYING, AND PUBLIC OUTREACH FOR THE 71/91 INTERCHANGE PROJECT Parties and Date. This Agreement is made and entered into this ___ day of _______, 2021, by and between the RIVERSIDE COUNTY TRANSPORTATION COMMISSION ("the Commission") and FALCON ENGINEERING SERVICES, INC. ("Consultant"), a CORPORATION. The Commission and Consultant are sometimes referred to herein individually as “Party”, and collectively as the “Parties”. Recitals. A. On November 8, 1988 the Voters of Riverside County approved Measure A authorizing the collection of a one-half percent (1/2 %) retail transactions and use tax (the “tax”) to fund transportation programs and improvements within the County of Riverside, and adopting the Riverside County Transportation Improvement Plan (the “Plan”). B. Pursuant to Public Utility Code Sections 240000 et seq., the Commission is authorized to allocate the proceeds of the Tax in furtherance of the Plan. C. On November 5, 2002, the voters of Riverside County approved an extension of the Measure A tax for an additional thirty (30) years for the continued funding of transportation and improvements within the County of Riverside. D. A source of funding for payment for professional services provided under this Agreement is federal funds administered by the California Department of Transportation (“Caltrans”) from the United States Department of Transportation pursuant to the following project/program: [___INSERT FUNDING SOURCE__]. DR A F T ATTACHMENT 2 486 17336.03400\31233218.1 E. Consultant desires to perform and assume responsibility for the provision of certain professional services required by the Commission on the terms and conditions set forth in this Agreement. Consultant represents that it is experienced in providing construction management services, materials testing, construction surveying, and public outreach services to public clients, is licensed in the State of California (if necessary), and is familiar with the plans of the Commission. F. The Commission desires to engage Consultant to render such services for the 71/91 Interchange Project (“Project”), as set forth in this Agreement. Terms. 1. General Scope of Services. Consultant shall furnish all technical and professional services, including labor, material, equipment, transportation, supervision and expertise, and incidental and customary work necessary to fully and adequately supply the professional construction management services, materials testing, construction surveying, and public outreach services necessary for the Project (“Services”). The Services are more particularly described in Exhibit “A” attached hereto and incorporated herein by reference. All Services shall be subject to, and performed in accordance with, this Agreement, the exhibits attached hereto and incorporated herein by reference, and all applicable local, state and federal laws, rules and regulations. 2. Commencement of Services. The Consultant shall commence work upon receipt of a written "Notice to Proceed" or "Limited Notice to Proceed" from Commission. 3. Pre-Award Audit. As a result of the federal funding for this Project, and to the extent Caltrans procedures apply in connection therewith, issuance of a “Notice to Proceed” may be contingent upon completion and approval of a pre-award audit. Any questions raised during the pre-award audit shall be resolved before the Commission will consider approval of this Agreement. The federal aid provided under this Agreement is contingent on meeting all Federal requirements and could be withdrawn, thereby entitling the Commission to terminate this Agreement, if the procedures are not completed. The Consultant’s files shall be maintained in a manner to facilitate Federal and State process reviews. In addition, the applicable federal agency, or Caltrans acting in behalf of a federal agency, may require that prior to performance of any work for which Federal reimbursement is requested and provided, that said federal agency or Caltrans must give to Commission an “Authorization to Proceed”. 4. Caltrans Audit Procedures. Consultant and subconsultant contracts, including cost proposals and ICR, are subject to audits or reviews such as, but not limited to, a contract audit, an incurred cost audit, an Independent Cost Review (ICR) Audit, or a CPA ICR audit work paper review. If selected for audit or review, this Agreement, Consultant’s cost proposal and ICR and related work papers, if applicable, will be reviewed to verify compliance with 48 CFR, Part 31 and other related laws and regulations. In the instances of a CPA ICR audit work paper review it is Consultant’s responsibility to ensure federal, state, or local government officials are allowed full DR A F T 487 17336.03400\31233218.1 access to the CPA’s work papers including making copies as necessary. This Agreement, Consultant’s cost proposal, and ICR shall be adjusted by Consultant and approved by the Commission’s contract manager to conform to the audit or review recommendations. Consultant agrees that individual terms of costs identified in the audit report shall be incorporated into this Agreement by this reference if directed by Commission at its sole discretion. Refusal by Consultant to incorporate audit or review recommendations, or to ensure that the federal, state or local governments have access to CPA work papers, will be considered a breach of the Agreement terms and cause for termination of this Agreement and disallowance of prior reimbursed costs. Additional audit provisions applicable to this Agreement are set forth in Sections 23 and 24 of this Agreement. 5. Term. 5.1 This Agreement shall go into effect on the date first set forth above, contingent upon approval by Commission, and Consultant shall commence work after notification to proceed by Commission’s Contract Administrator. This Agreement shall end on [___INSERT END DATE__], unless extended by contract amendment. 5.2 Consultant is advised that any recommendation for Agreement award is not binding on Commission until this Agreement is fully executed and approved by the Commission. 5.3 This Agreement shall remain in effect until the date set forth above, unless earlier terminated as provided herein. Consultant shall complete the Services within the term of this Agreement, and shall meet any other established schedules and deadlines. All applicable indemnification provisions of this Agreement shall remain in effect following the termination of this Agreement. 6. Commission’s Contract Administrator. The Commission hereby designates the Commission’s Executive Director, or his or her designee, to act as its Contract Administrator for the performance of this Agreement (“Commission’s Contract Administrator”). Commission’s Contract Administrator shall have the authority to act on behalf of the Commission for all purposes under this Agreement. Commission’s Contract Administrator shall also review and give approval, as needed, to the details of Consultant’s work as it progresses. Consultant shall not accept direction or orders from any person other than the Commission’s Contract Administrator or his or her designee. 7. Consultant’s Representative. Consultant hereby designates Kurt Pegg to act as its Representative for the performance of this Agreement (“Consultant’s Representative”). Consultant’s Representative shall have full authority to act on behalf of Consultant for all purposes under this Agreement. The Consultant’s Representative shall supervise and direct the Services, using his or her professional skill and attention, and shall be responsible for all means, methods, techniques, sequences and procedures and for the satisfactory coordination of all portions of the Services under this Agreement. Consultant shall work closely and cooperate fully with Commission’s DR A F T 488 17336.03400\31233218.1 Contract Administrator and any other agencies which may have jurisdiction over, or an interest in, the Services. Consultant’s Representative shall be available to the Commission staff at all reasonable times. Any substitution in Consultant’s Representative shall be approved in writing by Commission’s Contract Administrator. 8. Substitution of Key Personnel. Consultant has represented to the Commission that certain key personnel will perform and coordinate the Services under this Agreement. Should one or more of such personnel become unavailable, Consultant may substitute other personnel of at least equal competence upon written approval by the Commission. In the event that the Commission and Consultant cannot agree as to the substitution of the key personnel, the Commission shall be entitled to terminate this Agreement for cause, pursuant to the provisions herein. The key personnel for performance of this Agreement are as follows: Kurt Pegg, Wael Faqih, Tarik Malik, Moh’d Khalaileh, Newton Armstrong, Alex Naime, Dion Castro, Rodrigo Santa Cruz, Ali Al-Saaadoon, Farzad Tasbihgoo, and Hashmi Quazi. 9. Standard of Care; Licenses. Consultant represents and maintains that it is skilled in the professional calling necessary to perform all Services, duties and obligations required by this Agreement to fully and adequately complete the Project. Consultant shall perform the Services and duties in conformance to and consistent with the standards generally recognized as being employed by professionals in the same discipline in the State of California. Consultant warrants that all employees and subcontractors shall have sufficient skill and experience to perform the Services assigned to them. Consultant further represents and warrants to the Commission that its employees and subcontractors have all licenses, permits, qualifications and approvals of whatever nature that are legally required to perform the Services, and that such licenses and approvals shall be maintained throughout the term of this Agreement. Consultant shall perform, at its own cost and expense and without reimbursement from the Commission, any services necessary to correct errors or omissions which are caused by the Consultant’s failure to comply with the standard of care provided for herein, and shall be fully responsible to the Commission for all damages and other liabilities provided for in the indemnification provisions of this Agreement arising from the Consultant’s errors and omissions. Any employee of Consultant or its sub- consultants who is determined by the Commission to be uncooperative, incompetent, a threat to the adequate or timely completion of the Project, a threat to the safety of persons or property, or any employee who fails or refuses to perform the Services in a manner acceptable to the Commission, shall be promptly removed from the Project by the Consultant and shall not be re-employed to perform any of the Services or to work on the Project. 10. Independent Contractor. The Services shall be performed by Consultant or under its supervision. Consultant will determine the means, methods and details of performing the Services subject to the requirements of this Agreement. Commission retains Consultant on an independent contractor basis and not as an employee, agent or representative of the Commission. Consultant retains the right to perform similar or different services for others during the term of this Agreement. Any additional personnel DR A F T 489 17336.03400\31233218.1 performing the Services under this Agreement on behalf of Consultant shall at all times be under Consultant’s exclusive direction and control. Consultant shall pay all wages, salaries and other amounts due such personnel in connection with their performance of Services and as required by law. Consultant shall be responsible for all reports and obligations respecting such personnel, including but not limited to, social security taxes, income tax withholdings, unemployment insurance, disability insurance, and workers’ compensation insurance. 11. Schedule of Services. Consultant shall perform the Services expeditiously, within the term of this Agreement, and in accordance with the Schedule of Services set forth in Exhibit “B” attached hereto and incorporated herein by reference. Consultant represents that it has the professional and technical personnel to perform the Services in conformance with such conditions. In order to facilitate Consultant’s conformance with the Schedule, the Commission shall respond to Consultant’s submittals in a timely manner. Upon request of Commission’s Contract Administrator, Consultant shall provide a more detailed schedule of anticipated performance to meet the Schedule of Services. 11.1 Modification of the Schedule. Consultant shall regularly report to the Commission, through correspondence or progress reports, its progress in providing required Services within the scheduled time periods. Commission shall be promptly informed of all anticipated delays. In the event that Consultant determines that a schedule modification is necessary, Consultant shall promptly submit a revised Schedule of Services for approval by Commission’s Contract Administrator. 11.2 Trend Meetings. Consultant shall conduct trend meetings with the Commission’s Contract Administrator and other interested parties, as requested by the Commission, on a bi weekly basis or as may be mutually scheduled by the Parties at a standard day and time. These trend meetings will encompass focused and informal discussions concerning scope, schedule, and current progress of Services, relevant cost issues, and future Project objectives. Consultant shall be responsible for the preparation and distribution of meeting agendas to be received by the Commission and other attendees no later than three (3) working days prior to the meeting. 11.3 Progress Reports. As part of its monthly invoice, Consultant shall submit a progress report, in a form determined by the Commission, which will indicate the progress achieved during the previous month in relation to the Schedule of Services. Submission of such progress report by Consultant shall be a condition precedent to receipt of payment from the Commission for each monthly invoice submitted. DR A F T 490 17336.03400\31233218.1 12. Delay in Performance. 12.1 Excusable Delays. Should Consultant be delayed or prevented from the timely performance of any act or Services required by the terms of the Agreement by reason of acts of God or of the public enemy, acts or omissions of the Commission or other governmental agencies in either their sovereign or contractual capacities, fires, floods, epidemics, quarantine restrictions, strikes, freight embargoes or unusually severe weather, performance of such act shall be excused for the period of such delay. 12.2 Written Notice. If Consultant believes it is entitled to an extension of time due to conditions set forth in subsection 12.1, Consultant shall provide written notice to the Commission within seven (7) working days from the time Consultant knows, or reasonably should have known, that performance of the Services will be delayed due to such conditions. Failure of Consultant to provide such timely notice shall constitute a waiver by Consultant of any right to an excusable delay in time of performance. 12.3 Mutual Agreement. Performance of any Services under this Agreement may be delayed upon mutual agreement of the Parties. Upon such agreement, Consultant’s Schedule of Services shall be extended as necessary by the Commission. Consultant shall take all reasonable steps to minimize delay in completion, and additional costs, resulting from any such extension. 13. Preliminary Review of Work. All reports, working papers, and similar work products prepared for submission in the course of providing Services under this Agreement shall be submitted to the Commission’s Contract Administrator in draft form, and the Commission may require revisions of such drafts prior to formal submission and approval. In the event plans and designs are to be developed as part of the Project, final detailed plans and designs shall be contingent upon obtaining environmental clearance as may be required in connection with Federal funding. In the event that Commission’s Contract Administrator, in his or her sole discretion, determines the formally submitted work product to be not in accordance with the standard of care established under this Agreement, Commission’s Contract Administrator may require Consultant to revise and resubmit the work at no cost to the Commission. 14. Appearance at Hearings. If and when required by the Commission, Consultant shall render assistance at public hearings or other meetings related to the Project or necessary to the performance of the Services. However, Consultant shall not be required to, and will not, render any decision, interpretation or recommendation regarding questions of a legal nature or which may be construed as constituting a legal opinion. 15. Opportunity to Cure; Inspection of Work. Commission may provide Consultant an opportunity to cure, at Consultant’s expense, all errors and omissions which may be disclosed during Project implementation. Should Consultant fail to make such correction in a timely manner, such correction may be made by the Commission, and the cost thereof charged to Consultant. Consultant shall allow the Commission’s DR A F T 491 17336.03400\31233218.1 Contract Administrator, Caltrans and FHWA to inspect or review Consultant’s work in progress at any reasonable time. 16. Claims Filed by Contractor. 16.1 If claims are filed by the Commission’s contractor for the Project (“Contractor”) relating to work performed by Consultant’s personnel, and additional information or assistance from the Consultant’s personnel is required by the Commission in order to evaluate or defend against such claims; Consultant agrees to make reasonable efforts to make its personnel available for consultation with the Commission’s construction contract administration and legal staff and for testimony, if necessary, at depositions and at trial or arbitration proceedings. 16.2 Consultant’s personnel that the Commission considers essential to assist in defending against Contractor claims will be made available on reasonable notice from the Commission. Consultation or testimony will be reimbursed at the same rates, including travel costs that are being paid for the Consultant’s personnel services under this Agreement. 16.3 Services of the Consultant’s personnel and other support staff in connection with Contractor claims will be performed pursuant to a written contract amendment, if necessary, extending the termination date of this Agreement in order to finally resolve the claims. 16.4 Nothing contained in this Section shall be construed to in any way limit Consultant’s indemnification obligations contained in Section 29. In the case of any conflict between this Section and Section 29, Section 29 shall govern. This Section is not intended to obligate the Commission to reimburse Consultant for time spent by its personnel related to Contractor claims for which Consultant is required to indemnify and defend the Commission pursuant to Section 29 of this Agreement. 17. Final Acceptance. Upon determination by the Commission that Consultant has satisfactorily completed the Services required under this Agreement and within the term herein, the Commission shall give Consultant a written Notice of Final Acceptance. Upon receipt of such notice, Consultant shall incur no further costs hereunder, unless otherwise specified in the Notice of Final Acceptance. Consultant may request issuance of a Notice of Final Acceptance when, in its opinion, it has satisfactorily completed all Services required under the terms of this Agreement. In the event copyrights are permitted under this Agreement, then in connection with Federal funding, it is hereby acknowledged and agreed that the United States Department of Transportation shall have the royalty-free non-exclusive and irrevocable right to reproduce, publish, or otherwise use, and to authorize others to use, the work for governmental purposes. 18. Laws and Regulations. Consultant shall keep itself fully informed of and in compliance with all local, state and federal laws, rules and regulations in any manner DR A F T 492 17336.03400\31233218.1 affecting the performance of the Project or the Services, including all Cal/OSHA requirements, and shall give all notices required by law. For example, and not by way of limitation, Consultant shall keep itself fully informed of and in compliance with all implementing regulations, design standards, specifications, previous commitments that must be incorporated in the design of the Project, and administrative controls including those of the United States Department of Transportation. Compliance with Federal procedures may include completion of the applicable environmental documents and approved by the United States Department of Transportation. For example, and not by way of limitation, a signed Categorical Exclusion, Finding of No Significant Impact, or published Record of Decision may be required to be approved and/or completed by the United States Department of Transportation. Consultant shall be liable for all violations of such laws and regulations in connection with Services. If the Consultant performs any work knowing it to be contrary to such laws, rules and regulations and without giving written notice to the Commission, Consultant shall be solely responsible for all costs arising therefrom. Consultant shall defend, indemnify and hold Commission, its officials, directors, officers, employees and agents free and harmless, pursuant to the indemnification provisions of this Agreement, from any claim or liability arising out of any failure or alleged failure to comply with such laws, rules or regulations. 19. Fees and Payment. 19.1 The method of payment for this Agreement will be based on actual cost plus a fixed fee. Commission shall reimburse Consultant for actual costs (including labor costs, employee benefits, travel, equipment rental costs, overhead and other direct costs) incurred by Consultant in performance of the Services. Consultant shall not be reimbursed for actual costs that exceed the estimated wage rates, employee benefits, travel, equipment rental, overhead, and other estimated costs set forth in the approved Consultant cost proposal attached hereto as Exhibit “C” and incorporated herein by reference (“Cost Proposal”) unless additional reimbursement is provided for by a written amendment. In no event shall Consultant be reimbursed for overhead costs at a rate that exceeds Commission’s approved overhead rate set forth in the Cost Proposal. The overhead rates included in the attached Exhibit “C” shall be fixed for the term of the Master Agreement, and shall not be subject to adjustment. In the event that Commission determines that a change to the Services from that specified in the Cost Proposal and this Agreement is required, the contract time or actual costs reimbursable by Commission shall be adjusted by contract amendment to accommodate the changed work. The maximum total cost as specified in Section 19.8 shall not be exceeded, unless authorized by a written amendment. 19.2 In addition to the allowable incurred costs, Commission shall pay Consultant a fixed fee of [___INSERT DOLLAR AMOUNT___]. The fixed fee is nonadjustable for the term of this Agreement, except in the event of a significant change in the Scope of Services, and such adjustment is made by written amendment. 19.3 Reimbursement for transportation and subsistence costs shall not exceed the rates specified in the approved Cost Proposal. In addition, payments to Consultant DR A F T 493 17336.03400\31233218.1 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 Consultant is responsible for the cost difference and any overpayments shall be reimbursed to the Commission on demand. 19.4 When milestone cost estimates are included in the approved Cost Proposal, Consultant shall obtain prior written approval for a revised milestone cost estimate from the Contract Administrator before exceeding such cost estimate. 19.5 Progress payments shall be made monthly in arrears based on Services provided and allowable incurred costs. A pro rata portion of Consultant’s fixed fee shall be included in the monthly progress payments. If Consultant fails to submit the required deliverable items according to the schedule set forth in the Scope of Services, Commission shall have the right to delay payment or terminate this Agreement in accordance with the provisions of Section 21 Termination. 19.6 No payment shall be made prior to approval of any Services, nor for any Services performed prior to approval of this Agreement. 19.7 Consultant shall be reimbursed, as promptly as fiscal procedures will permit upon receipt by Commission’s Contract Administrator of itemized invoices in triplicate. Invoices shall be submitted no later than 45 calendar days after the performance of work for which Consultant is billing. Invoices shall detail the work performed on each milestone and each project as applicable. Invoices shall follow the format stipulated for the approved Cost Proposal and shall reference this Agreement number and project title. Final invoice must contain the final cost and all credits due Commission including any equipment purchased under the Equipment Purchase provisions of this Agreement. The final invoice should be submitted within 60 calendar days after completion of Consultant’s work. Invoices shall be mailed to Commission’s Contract Administrator at the following address: Riverside County Transportation Commission Attention: Accounts Payable P.O. 12008 Riverside, CA 92502 19.8 The total amount payable by Commission including the fixed fee shall not exceed Sixteen Million Seven Hundred Fifty-Six Thousand Nine Hundred Sixty-Seven Dollars ($16,756,967). 19.9 Salary increases shall be reimbursable if the new salary is within the salary range identified in the approved Cost Proposal and is approved by Commission’s Contract Administrator. For personnel subject to prevailing wage rates as described in DR A F T 494 17336.03400\31233218.1 the California Labor Code, all salary increases, which are the direct result of changes in the prevailing wage rates are reimbursable. 19.10 Consultant shall not be reimbursed for any expenses unless authorized in writing by the Commission’s Contract Administrator. 19.11 All subcontracts in excess of $25,000 shall contain the above provisions. 20. Disputes. 20.1 Any dispute, other than audit, concerning a question of fact arising under this Agreement that is not disposed of by mutual agreement of the Parties shall be decided by a committee consisting of RCTC’s Contract Administrator and the Director of Capital Projects, who may consider written or verbal information submitted by Consultant. 20.2 Not later than 30 days after completion of all Services under this Agreement, Consultant may request review by the Commission’s Executive Director of unresolved claims or disputes, other than audit. The request for review will be submitted in writing. 20.3 Neither the pendency of a dispute, nor its consideration by the committee will excuse Consultant from full and timely performance in accordance with the terms of this Agreement. 21. Termination. 21.1 Commission reserves the right to terminate this Agreement for any or no reason upon thirty (30) calendar days written notice to Consultant with the reasons for termination stated in the notice. 21.2 Commission may terminate this Agreement with Consultant should Consultant fail to perform the covenants herein contained at the time and in the manner herein provided. In the event of such termination, Commission may proceed with the work in any manner deemed proper by Commission. If Commission terminates this Agreement with Consultant, Commission shall pay Consultant the sum due to Consultant under this Agreement for Services completed and accepted prior to termination, unless the cost of completion to Commission exceeds the funds remaining in this Agreement. In such case, the overage shall be deducted from any sum due Consultant under this Agreement and the balance, if any, shall be paid to Consultant upon demand. 21.3 In addition to the above, payment upon termination shall include a prorated amount of profit, if applicable, but no amount shall be paid for anticipated profit on unperformed Services. Consultant shall provide documentation deemed adequate by Commission’s Contract Administrator to show the Services actually completed by DR A F T 495 17336.03400\31233218.1 Consultant prior to the effective date of termination. This Agreement shall terminate on the effective date of the Notice of Termination. 21.4 Discontinuance of Services. Upon receipt of the written Notice of Termination, Consultant shall discontinue all affected Services as directed in the Notice or as otherwise provided herein, and deliver to the Commission all Documents and Data, as defined in this Agreement, as may have been prepared or accumulated by Consultant in performance of the Services, whether completed or in progress. 21.5 Effect of Termination for Cause. In addition to the above, Consultant shall be liable to the Commission for any reasonable additional costs incurred by the Commission to revise work for which the Commission has compensated Consultant under this Agreement, but which the Commission has determined in its sole discretion needs to be revised, in part or whole, to complete the Project because it did not meet the standard of care established herein. Termination of this Agreement for cause may be considered by the Commission in determining whether to enter into future agreements with Consultant. 21.6 Cumulative Remedies. The rights and remedies of the Parties provided in this Section are in addition to any other rights and remedies provided by law or under this Agreement. 21.7 Waivers. Consultant, in executing this Agreement, shall be deemed to have waived any and all claims for damages which may otherwise arise from the Commission’s termination of this Agreement, for convenience or cause, as provided in this Section. 21.8 Consultant may not terminate this Agreement except for cause. 22. Cost Principles and Administrative Requirements. 22.1 Consultant 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. 22.2 Consultant 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. 22.3 Any costs for which payment has been made to Consultant 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 Consultant to Commission. 22.4 All subcontracts in excess of $25,000 shall contain the above provisions. DR A F T 496 17336.03400\31233218.1 23. 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; Consultant, subconsultants, and Commission shall maintain and make available for inspection all books, documents, papers, accounting records, and other evidence pertaining to the performance of this Agreement, including but not limited to, the costs of administering this Agreement. All parties shall make such materials available at their respective offices at all reasonable times during this Agreement period and for three years from the date of final payment under this Agreement. The state, State Auditor, Commission, FHWA, or any duly authorized representative of the Federal Government shall have access to any books, records, and documents of Consultant and it’s certified public accountants (CPA) work papers that are pertinent to this Agreement and indirect cost rates (ICR) for audit, examinations, excerpts, and transactions, and copies thereof shall be furnished if requested. Subcontracts in excess of $25,000 shall contain this provision. 23.1 Accounting System. Consultant and its subcontractors shall establish and maintain an accounting system and records that properly accumulate and segregate expenditures by line item for the Services. The accounting system of Consultant and its subcontractors shall conform to Generally Accepted Accounting Principles (GAAP), enable the determination of incurred costs at interim points of completion, and provide support for reimbursement payment vouchers or invoices. 24. Audit Review Procedures. 24.1 Any dispute concerning a question of fact arising under an interim or post audit of this Agreement that is not disposed of by agreement, shall be reviewed by Commission’s Chief Financial Officer. 24.2 Not later than 30 days after issuance of the final audit report, Consultant may request a review by Commission’s Chief Financial Officer of unresolved audit issues. The request for review shall be submitted in writing. 24.3 Neither the pendency of a dispute nor its consideration by Commission shall excuse Consultant from full and timely performance, in accordance with the terms of this Agreement. 25. Subcontracting. 25.1 Nothing contained in this Agreement or otherwise, shall create any contractual relation between Commission and any subconsultant(s), and no subcontract shall relieve Consultant of its responsibilities and obligations hereunder. Consultant agrees to be as fully responsible to Commission for the acts and omissions of its subconsultant(s) and of persons either directly or indirectly employed by any of them as it is for the acts and omissions of persons directly employed by Consultant. DR A F T 497 17336.03400\31233218.1 Consultant’s obligation to pay its subconsultant(s) is an independent obligation from Commission’s obligation to make payments to the Consultant. 25.2 Consultant shall perform the Services with resources available within its own organization and no portion of the Services shall be subcontracted without written authorization by Commission’s Contract Administrator, except that, which is expressly identified in the approved Cost Proposal. 25.3 Consultant shall pay its subconsultants within ten (10) calendar days from receipt of each payment made to Consultant by Commission. 25.4 Any subcontract in excess of $25,000 entered into as a result of this Agreement shall contain all the provisions stipulated in this Agreement to be applicable to subconsultants. 25.5 Any substitution of subconsultant(s) must be approved in writing by Commission’s Contract Administrator prior to the start of work by the subconsultant(s). 25.6 Exhibit “C” may also set forth the rates at which each subconsultant shall bill the Consultant for Services and that are subject to reimbursement by the Commission to Consultant. Additional Direct Costs, as defined in Exhibit “C” shall be the same for both the Consultant and all subconsultants, unless otherwise identified in Exhibit “C”. The subconsultant rate schedules and cost proposals contained herein are for accounting purposes only. 26. Equipment Purchase 26.1 Prior authorization, in writing, by Commission’s Contract Administrator shall be required before Consultant enters into any unbudgeted purchase order, or subcontract for supplies, equipment, or Consultant services. Consultant shall provide an evaluation of the necessity or desirability of incurring such costs. 26.2 For purchase of any item, service or consulting work not covered in Consultant’s Cost Proposal and exceeding $5,000 prior authorization 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. 26.3 Any equipment purchased as a result of this Agreement is subject to the following: Consultant shall maintain an inventory of all nonexpendable property. Nonexpendable property is defined as having a useful life of at least two years and an acquisition cost of $5,000 or more. If the purchased equipment needs replacement and is sold or traded in, Commission shall receive a proper refund or credit at the conclusion of this Agreement, or if this Agreement is terminated, Consultant may either keep the equipment and credit DR A F T 498 17336.03400\31233218.1 Commission in an amount equal to its fair market value, or sell such equipment at the best price obtainable at a public or private sale, in accordance with established Commission procedures; and credit Commission in an amount equal to the sales price. If Consultant elects to keep the equipment, fair market value shall be determined at Consultant’s expense, on the basis of a competent independent appraisal of such equipment. Appraisals shall be obtained from an appraiser mutually agreeable to Commission and Consultant. If Consultant determines to sell the equipment, the terms and conditions of such sale must be approved in advance by Commission. 2 CFR, Part 200 requires a credit to Federal funds when participating equipment with a fair market value greater than $5,000 is credited to the project. 26.4 All subcontracts in excess $25,000 shall contain the above provisions. 27. Labor Code Requirements. 27.1 Prevailing Wages. (a) Consultant shall comply with the State of California’s General Prevailing Wage Rate requirements in accordance with California Labor Code, Section 1770, and all Federal, State, and local laws and ordinances applicable to the Services. (b) Any subcontract entered into as a result of this Agreement, if for more than $25,000 for public works construction or more than $15,000 for the alteration, demolition, repair, or maintenance of public works, shall contain all of the provisions of this Section. (c) When prevailing wages apply to the Services described in the Scope of Services, transportation and subsistence costs shall be reimbursed at the minimum rates set by the Department of Industrial Relations (DIR) as outlined in the applicable Prevailing Wage Determination. See http://www.dir.ca.gov. (d) Copies of the prevailing rate of per diem wages in effect at commencement of this Agreement are on file at the Commission’s offices. Consultant shall make copies of the prevailing rates of per diem wages for each craft, classification or type of worker needed to execute the Services available to interested parties upon request, and shall post copies at the Consultant’s principal place of business and at the project site. Consultant shall defend, indemnify and hold the Commission, its elected officials, officers, employees and agents free and harmless from any claims, liabilities, costs, penalties or interest arising out of any failure or alleged failure to comply with the Prevailing Wage Laws. 27.2 DIR Registration. If the Services are being performed as part of an applicable “public works” or “maintenance” project, then pursuant to Labor Code Sections 1725.5 and 1771.1, the Consultant and all subconsultants must be registered with the Department of Industrial Relations. If applicable, Consultant shall maintain registration for the duration of the Project and require the same of any subconsultants. This Project DR A F T 499 17336.03400\31233218.1 may also be subject to compliance monitoring and enforcement by the Department of Industrial Relations. It shall be Consultant’s sole responsibility to comply with all applicable registration and labor compliance requirements. 27.3 Eight-Hour Law. Pursuant to the provisions of the California Labor Code, eight hours of labor shall constitute a legal day’s work, and the time of service of any worker employed on the work shall be limited and restricted to eight hours during any one calendar day, and forty hours in any one calendar week, except when payment for overtime is made at not less than one and one-half the basic rate for all hours worked in excess of eight hours per day (“Eight-Hour Law”), unless Consultant or the Services are not subject to the Eight-Hour Law. Consultant 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-consultant 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 Consultant or the Services are not subject to the Eight-Hour Law. 27.4 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 applies to the Services, Consultant and any subcontractor hereunder who employs workers in any apprenticeable craft or trade shall apply to the joint apprenticeship council administering applicable standards for a certificate approving Consultant or any sub-consultant for the employment and training of apprentices. Upon issuance of this certificate, Consultant and any sub-consultant shall employ the number of apprentices provided for therein, as well as contribute to the fund to administer the apprenticeship program in each craft or trade in the area of the work hereunder. The parties expressly understand that the responsibility for compliance with provisions of this Section and with Sections 1777.5, 1777.6 and 1777.7 of the California Labor Code in regard to all apprenticeable occupations lies with Consultant 28. Ownership of Materials/Confidentiality. 28.1 Documents & Data. This Agreement creates an exclusive and perpetual license for Commission to copy, use, modify, reuse, or sub-license any and all copyrights and designs embodied in plans, specifications, studies, drawings, estimates, materials, data and other documents or works of authorship fixed in any tangible DR A F T 500 17336.03400\31233218.1 medium of expression, including but not limited to, physical drawings or data magnetically or otherwise recorded on computer diskettes, which are prepared or caused to be prepared by Consultant under this Agreement (“Documents & Data”). Consultant shall require all subcontractors to agree in writing that Commission is granted an exclusive and perpetual license for any Documents & Data the subcontractor prepares under this Agreement. Consultant represents and warrants that Consultant has the legal right to grant the exclusive and perpetual license for all such Documents & Data. Consultant makes no such representation and warranty in regard to Documents & Data which were prepared by design professionals other than Consultant or provided to Consultant by the Commission. Commission shall not be limited in any way in its use of the Documents & Data at any time, provided that any such use not within the purposes intended by this Agreement shall be at Commission’s sole risk. 28.2 Intellectual Property. In addition, Commission shall have and retain all right, title and interest (including copyright, patent, trade secret and other proprietary rights) in all plans, specifications, studies, drawings, estimates, materials, data, computer programs or software and source code, enhancements, documents, and any and all works of authorship fixed in any tangible medium or expression, including but not limited to, physical drawings or other data magnetically or otherwise recorded on computer media (“Intellectual Property”) prepared or developed by or on behalf of Consultant under this Agreement as well as any other such Intellectual Property prepared or developed by or on behalf of Consultant under this Agreement. The Commission shall have and retain all right, title and interest in Intellectual Property developed or modified under this Agreement whether or not paid for wholly or in part by Commission, whether or not developed in conjunction with Consultant, and whether or not developed by Consultant. Consultant will execute separate written assignments of any and all rights to the above referenced Intellectual Property upon request of Commission. Consultant shall also be responsible to obtain in writing separate written assignments from any subcontractors or agents of Consultant of any and all right to the above referenced Intellectual Property. Should Consultant, either during or following termination of this Agreement, desire to use any of the above-referenced Intellectual Property, it shall first obtain the written approval of the Commission. All materials and documents which were developed or prepared by the Consultant for general use prior to the execution of this Agreement and which are not the copyright of any other party or publicly available and any other computer applications, shall continue to be the property of the Consultant. However, unless otherwise identified and stated prior to execution of this Agreement, Consultant represents and warrants that it has the DR A F T 501 17336.03400\31233218.1 right to grant the exclusive and perpetual license for all such Intellectual Property as provided herein. Commission further is granted by Consultant a non-exclusive and perpetual license to copy, use, modify or sub-license any and all Intellectual Property otherwise owned by Consultant which is the basis or foundation for any derivative, collective, insurrectional, or supplemental work created under this Agreement. 28.3 Confidentiality. All ideas, memoranda, specifications, plans, procedures, drawings, descriptions, computer program data, input record data, written information, and other Documents and Data either created by or provided to Consultant in connection with the performance of this Agreement shall be held confidential by Consultant. Such materials shall not, without the prior written consent of Commission, be used by Consultant for any purposes other than the performance of the Services. Nor shall such materials be disclosed to any person or entity not connected with the performance of the Services or the Project. Nothing furnished to Consultant which is otherwise known to Consultant or is generally known, or has become known, to the related industry shall be deemed confidential. Consultant shall not use Commission’s name or insignia, photographs of the Project, or any publicity pertaining to the Services or the Project in any magazine, trade paper, newspaper, television or radio production or other similar medium without the prior written consent of Commission. 28.4 Infringement Indemnification. Consultant shall defend, indemnify and hold the Commission, its directors, officials, officers, employees, volunteers and agents free and harmless, pursuant to the indemnification provisions of this Agreement, for any alleged infringement of any patent, copyright, trade secret, trade name, trademark, or any other proprietary right of any person or entity in consequence of the use on the Project by Commission of the Documents & Data, including any method, process, product, or concept specified or depicted. 29. Indemnification. To the fullest extent permitted by law, Consultant shall defend (with counsel of Commission’s choosing), indemnify and hold Commission, its directors, officials, officers, employees, consultants, volunteers, and agents free and harmless from any and all claims, demands, causes of action, costs, expenses, liability, loss, damage or injury, in law or equity, to property or persons, including wrongful death, in any manner arising out of or incident to alleged negligent acts, omissions, or willful misconduct of Consultant, its officials, officers, employees, agents, consultants, and contractors arising out of or in connection with the performance of the Services, the Project or this Agreement, including without limitation the payment of consequential damages, expert witness fees, and attorneys fees and other related costs and expenses. Consultant shall defend, at Consultant's own cost, expense and risk, any and all such aforesaid suits, actions or other legal proceedings of every kind that may be brought or instituted against Commission, its directors, officials, officers, employees, consultants, agents, or volunteers. Consultant shall pay and satisfy any judgment, award or decree that may be rendered against Commission or its directors, officials, officers, employees, consultants, agents, or volunteers, in any such suit, action or other DR A F T 502 17336.03400\31233218.1 legal proceeding. Consultant shall reimburse Commission and its directors, officials, officers, employees, consultants, agents, and/or volunteers, for any and all legal expenses and costs, including reasonable attorney’s fees, incurred by each of them in connection therewith or in enforcing the indemnity herein provided. Consultant's obligation to indemnify shall not be restricted to insurance proceeds, if any, received by Commission, its directors, officials officers, employees, consultants, agents, or volunteers. If Consultant’s obligation to defend, indemnify, and/or hold harmless arises out of Consultant’s performance as a “design professional” (as that term is defined under Civil Code section 2782.8), then, and only to the extent required by Civil Code section 2782.8, which is fully incorporated herein, Consultant’s indemnification obligation shall be limited to claims that arise out of, pertain to, or relate to the negligence, recklessness, or willful misconduct of the Consultant, and, upon Consultant obtaining a final adjudication by a court of competent jurisdiction, Consultant’s liability for such claim, including the cost to defend, shall not exceed the Consultant’s proportionate percentage of fault. Consultant’s obligations as set forth in this Section shall survive expiration or termination of this Agreement. 30. Insurance. 30.1 Time for Compliance. Consultant shall not commence work under this Agreement until it has provided evidence satisfactory to the Commission that it has secured all insurance required under this Section, in a form and with insurance companies acceptable to the Commission. In addition, Consultant shall not allow any subcontractor to commence work on any subcontract until it has secured all insurance required under this Section. 30.2 Minimum Requirements. Consultant shall, at its expense, procure and maintain for the duration of the Agreement insurance against claims for injuries to persons or damages to property which may arise from or in connection with the performance of the Agreement by the Consultant, its agents, representatives, employees or subcontractors. Consultant shall also require all of its subcontractors to procure and maintain the same insurance for the duration of the Agreement. Such insurance shall meet at least the following minimum levels of coverage: (a) Minimum Scope of Insurance. Coverage shall be at least as broad as the latest version of the following: (1) General Liability: Insurance Services Office Commercial General Liability coverage (occurrence form CG 0001 or exact equivalent); (2) Automobile Liability: Insurance Services Office Business Auto Coverage (form CA 0001, code 1 (any auto) or exact equivalent); and (3) Workers’ Compensation and Employer’s Liability: Workers’ Compensation insurance as required by the State of California and Employer’s Liability Insurance. DR A F T 503 17336.03400\31233218.1 (b) Minimum Limits of Insurance. Consultant shall maintain limits no less than: (1) General Liability: $2,000,000 per occurrence for bodily injury, personal injury and property damage. If Commercial General Liability Insurance or other form with general aggregate limit is used, either the general aggregate limit shall apply separately to this Agreement/location or the general aggregate limit shall be twice the required occurrence limit. Limits may be achieved by any combination of primary and excess or umbrella liability insurance; (2) Automobile Liability: $2,000,000 per accident for bodily injury and property damage. Limits may be achieved by any combination of primary and excess or umbrella liability insurance; and (3) Workers’ Compensation and Employer’s Liability: Workers’ Compensation limits as required by the Labor Code of the State of California. Employer’s Practices Liability limits of $1,000,000 per accident. 30.3 Professional Liability. Consultant shall procure and maintain, and require its sub-consultants to procure and maintain, for a period of five (5) years following completion of the Project, errors and omissions liability insurance appropriate to their profession. For Consultant, such insurance shall be in an amount not less than $1,000,000 per claim. This insurance shall be endorsed to include contractual liability applicable to this Agreement and shall be written on a policy form coverage specifically designed to protect against acts, errors or omissions of the Consultant. “Covered Professional Services” as designated in the policy must specifically include work performed under this Agreement. The policy must “pay on behalf of” the insured and must include a provision establishing the insurer’s duty to defend. Subconsultants of Consultant shall obtain such insurance in an amount not less than $1,000,000 per claim. Notwithstanding the foregoing, the Commission may consider written requests to lower or dispense with the errors and omissions liability insurance requirement contained in this Section for certain subconsultants of Consultant, on a case-by-case basis, depending on the nature and scope of the Services to be provided by the subconsultant. Approval of such request shall be in writing, signed by the Commission’s Contract Administrator. 30.4 Aircraft Liability Insurance. Prior to conducting any Services requiring use of aircraft, Consultant shall procure and maintain, or cause to be procured and maintained, aircraft liability insurance or equivalent form, with a single limit as shall be required by the Commission. Such insurance shall include coverage for owned, hired and non-owned aircraft and passengers, and shall name, or be endorsed to name, the Commission, Caltrans and their directors, officials, officers, employees and agents as additional insureds with respect to the Services or operations performed by or on behalf of the Consultant. 30.5 Insurance Endorsements. The insurance policies shall contain the following provisions, or Consultant shall provide endorsements on forms approved by the Commission to add the following provisions to the insurance policies: (a) General Liability. DR A F T 504 17336.03400\31233218.1 (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 consultants coverage. (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 or Caltrans’ insurance or self-insurance and shall be at least as broad as CG 20 01 04 13, or endorsements providing the exact same coverage. (b) Automobile Liability. The automobile liability policy shall be endorsed to state that: (1) the Commission, Caltrans and their directors, officials, officers, employees and agents shall be covered as additional insureds with respect to the ownership, operation, maintenance, use, loading or unloading of any auto owned, leased, hired or borrowed by the Consultant or for which the Consultant is responsible; and (2) the insurance coverage shall be primary insurance as respects the Commission, Caltrans and their directors, officials, officers, employees and agents, or if excess, shall stand in an unbroken chain of coverage excess of the Consultant’s scheduled underlying coverage. Any insurance or self-insurance maintained by the Commission, Caltrans and their directors, officials, officers, employees and agents shall be excess of the Consultant’s insurance and shall not be called upon to contribute with it in any way. (c) Workers’ Compensation and Employers Liability Coverage. (i) Consultant 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 Consultant. DR A F T 505 17336.03400\31233218.1 (d) All Coverages. (i) Defense costs shall be payable in addition to the limits set forth hereunder. (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, Caltrans and their directors, officials, officers, employees and agents as additional insureds under said policies. Furthermore, the requirements for coverage and limits shall be (1) the minimum coverage and limits specified in this Agreement; or (2) the broader coverage and maximum limits of coverage of any insurance policy or proceeds available to the named insured; whichever is greater. (iii) The limits of insurance required in this Agreement may be satisfied by a combination of primary and umbrella or excess insurance. Any umbrella or excess insurance shall contain or be endorsed to contain a provision that such coverage shall also apply on a primary and non-contributory basis for the benefit of the Commission (if agreed to in a written contract or agreement) before the Commission’s own insurance or self-insurance shall be called upon to protect it as a named insured. The umbrella/excess policy shall be provided on a “following form” basis with coverage at least as broad as provided on the underlying policy(ies). (iv) Consultant shall provide the Commission at least thirty (30) days prior written notice of cancellation of any policy required by this Agreement, except that the Consultant shall provide at least ten (10) days prior written notice of cancellation of any such policy due to non-payment of premium. If any of the required coverage is cancelled or expires during the term of this Agreement, the Consultant 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. Consultant shall maintain such coverage continuously for a period of at least three years after the completion of the work under this Agreement. Consultant 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 Consultant, and any approval of said insurance by the Commission, is not intended to and shall not in any manner limit or qualify the DR A F T 506 17336.03400\31233218.1 liabilities and obligations otherwise assumed by the Consultant 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 Consultant or Commission will withhold amounts sufficient to pay premium from Consultant payments. In the alternative, Commission may cancel this Agreement. The Commission may require the Consultant to provide complete copies of all insurance policies in effect for the duration of the Project. (viii) Neither the Commission nor any of its directors, officials, officers, employees or agents shall be personally responsible for any liability arising under or by virtue of this Agreement. Each insurance policy required by this Agreement shall be endorsed to state that: 30.6 Deductibles and Self-Insurance Retentions. Any deductibles or self- insured retentions must be declared to and approved by the Commission. If the Commission does not approve the deductibles or self-insured retentions as presented, Consultant shall guarantee that, at the option of the Commission, either: (1) the insurer shall reduce or eliminate such deductibles or self-insured retentions as respects the Commission, its directors, officials, officers, employees and agents; or, (2) the Consultant shall procure a bond guaranteeing payment of losses and related investigation costs, claims and administrative and defense expenses. 30.7 Acceptability of Insurers. Insurance is to be placed with insurers with a current A.M. Best’s rating no less than A:VIII, licensed to do business in California, and satisfactory to the Commission. 30.8 Verification of Coverage. Consultant shall furnish Commission with original certificates of insurance and endorsements effecting coverage required by this Agreement on forms satisfactory to the Commission. The certificates and endorsements for each insurance policy shall be signed by a person authorized by that insurer to bind coverage on its behalf. All certificates and endorsements must be received and approved by the Commission before work commences. The Commission reserves the right to require complete, certified copies of all required insurance policies, at any time. 30.9 Subconsultant Insurance Requirements. Consultant shall not allow any subcontractors or subconsultants 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 subconsultants shall be endorsed to name the Commission as an additional insured using ISO form CG 20 38 04 13 or an endorsement providing DR A F T 507 17336.03400\31233218.1 the exact same coverage. If requested by Consultant, the Commission may approve different scopes or minimum limits of insurance for particular subcontractors or subconsultants. 30.10 Other Insurance. At its option, the Commission may require such additional coverage(s), limits and/or the reduction of deductibles or retentions it considers reasonable and prudent based upon risk factors that may directly or indirectly impact the Project. In retaining this option Commission does not warrant Consultant’s insurance program to be adequate. Consultant shall have the right to purchase insurance in addition to the insurance required in this Section. 31. Safety. Consultant shall execute and maintain its work so as to avoid injury or damage to any person or property. In carrying out its Services, the Consultant shall at all times be in compliance with all applicable local, state and federal laws, rules and regulations, and shall exercise all necessary precautions for the safety of employees appropriate to the nature of the work and the conditions under which the work is to be performed. Safety precautions as applicable shall include, but shall not be limited to: (A) adequate life protection and life saving equipment and procedures; (B) instructions in accident prevention for all employees and subcontractors, such as safe walkways, scaffolds, fall protection ladders, bridges, gang planks, confined space procedures, trenching and shoring, equipment and other safety devices, equipment and wearing apparel as are necessary or lawfully required to prevent accidents or injuries; and (C) adequate facilities for the proper inspection and maintenance of all safety measures. As between Consultant and the construction contractors only, the construction contractors shall remain solely responsible for construction safety notwithstanding any safety obligations of Consultant at the jobsite. The foregoing sentence shall not impact nor in any way modify or alter Consultant’s indemnity and defense obligations to the Commission, as set forth in Section 29 of this Agreement, not any of Consultant’s duties or obligations set forth under this Agreement, including the attached exhibits. Pursuant to the authority contained in Section 591 of the Vehicle Code, the Commission has determined that the Project will contain areas that are open to public traffic. Consultant shall comply with all of the requirements set forth in Divisions 11, 12, 13, 14, and 15 of the Vehicle Code. Consultant shall take all reasonably necessary precautions for safe operation of its vehicles and the protection of the traveling public from injury and damage from such vehicles. 32. Additional Work. Any work or activities that are in addition to, or otherwise outside of, the Services to be performed pursuant to this Agreement shall only be performed pursuant to a separate agreement between the parties. Notwithstanding the foregoing, the Commission’s Executive Director may make a change to the Agreement, other than a Cardinal Change. For purposes of this Agreement, a Cardinal Change is a change which is “outside the scope” of the Agreement; in other words, work which should not be regarded as having been fairly and reasonably within the contemplation of the parties when the Agreement was entered into. An example of a change which is not DR A F T 508 17336.03400\31233218.1 a Cardinal Change would be where, in a contract to construct a building there are many changes in the materials used, but the size and layout of the building remains the same. Cardinal Changes are not within the authority of this provision to order, and shall be processed by the Commission as “sole source” procurements according to applicable law, including the requirements of FTA Circular 4220.1D, paragraph 9(f). (a) In addition to the changes authorized above, a modification which is signed by Consultant and the Commission’s Executive Director, other than a Cardinal Change, may be made in order to: (1) make a negotiated equitable adjustment to the Agreement price, delivery schedule and other terms resulting from the issuance of a Change Order, (2) reflect definitive letter contracts, and (3) reflect other agreements of the parties modifying the terms of this Agreement (“Bilateral Contract Modification”). (b) Consultant shall not perform, nor be compensated for any change, without written authorization from the Commission’s Executive Director as set forth herein. In the event such a change authorization is not issued and signed by the Commission’s Executive Director, Consultant shall not provide such change. 33. Prohibited Interests. 33.1 Solicitation. Consultant maintains and warrants that it has not employed nor retained any company or person, other than a bona fide employee working solely for Consultant, to solicit or secure this Agreement. Further, Consultant warrants that it has not paid nor has it agreed to pay any company or person, other than a bona fide employee working solely for Consultant, any fee, commission, percentage, brokerage fee, gift or other consideration contingent upon or resulting from the award or making of this Agreement. For breach or violation of this warranty, the Commission shall have the right to rescind this Agreement without liability. 33.2 Consultant Conflict of Interest (Construction Management/ Administration). (a) Consultant shall disclose any financial, business, or other relationship with Commission that may have an impact upon the outcome of this Agreement, or any ensuing Commission construction project. Consultant shall also list current clients who may have a financial interest in the outcome of this Agreement, or any ensuing Commission construction project, which will follow. (b) Consultant hereby certifies that it does not now have, nor shall it acquire any financial or business interest that would conflict with the performance of Services under this Agreement. (c) Any subcontract in excess of $25,000 entered into as a result of this Agreement, shall contain all of the provisions of this Article. (d) Consultant hereby certifies that neither Consultant, nor any firm affiliated with Consultant will bid on any construction contract, or on any contract to DR A F T 509 17336.03400\31233218.1 provide construction inspection for any construction project resulting from this Agreement. An affiliated firm is one, which is subject to the control of the same persons through joint-ownership, or otherwise. (e) Except for subconsultants whose services are limited to providing surveying or materials testing information, no subconsultant who has provided design services in connection with this Agreement shall be eligible to bid on any construction contract, or on any contract to provide construction inspection for any construction project resulting from this Agreement. 33.3 Commission Conflict of Interest. For the term of this Agreement, no member, officer or employee of the Commission, during the term of his or her service with the Commission, shall have any direct interest in this Agreement, or obtain any present or anticipated material benefit arising therefrom. 33.4 Conflict of Employment. Employment by the Consultant of personnel currently on the payroll of the Commission shall not be permitted in the performance of this Agreement, even though such employment may occur outside of the employee’s regular working hours or on weekends, holidays or vacation time. Further, the employment by the Consultant of personnel who have been on the Commission payroll within one year prior to the date of execution of this Agreement, where this employment is caused by and or dependent upon the Consultant securing this or related Agreements with the Commission, is prohibited. 33.5 Covenant Against Contingent Fees. As required in connection with federal funding, the Consultant warrants that he/she has not employed or retained any company or person, other than a bona fide employee working for the Consultant, to solicit or secure this Agreement, and that he/she has not paid or agreed to pay any company or person, other than a bona fide employee, any fee, commission, percentage, brokerage fee, gift, or any other consideration, contingent upon or resulting from the award or formation of this Agreement. For breach or violation of this warranty, the Commission shall have the right to terminate this Agreement without liability pursuant to the terms herein, or at its discretion to deduct from the Agreement price or consideration, or otherwise recover, the full amount of such fee, commission, percentage, brokerage fee, gift, or contingent fee. 33.6 Rebates, Kickbacks or Other Unlawful Consideration. Consultant warrants that this Agreement was not obtained or secured through rebates kickbacks or other unlawful consideration, either promised or paid to any Commission employee. For breach or violation of this warranty, Commission shall have the right in its discretion; to terminate this Agreement without liability; to pay only for the value of the work actually performed; or to deduct from the contract price; or otherwise recover the full amount of such rebate, kickback or other unlawful consideration. 33.7 Covenant Against Expenditure of Commission, State or Federal Funds for Lobbying. The Consultant certifies that to the best of his/ her knowledge and belief no DR A F T 510 17336.03400\31233218.1 state, federal or local agency appropriated funds have been paid, or will be paid by or on behalf of the Consultant to any person for the purpose of influencing or attempting to influence an officer or employee of any state or federal agency; a Member of the State Legislature or United States Congress; an officer or employee of the Legislature or Congress; or any employee of a Member of the Legislature or Congress, in connection with the award of any state or federal contract, grant, loan, or cooperative agreement, or the extension, continuation, renewal, amendment, or modification of any state or federal contract, grant, loan, or cooperative agreement. (a) If any funds other than federal appropriated funds have been paid, or will be paid to any person for the purpose of influencing or attempting to influence an officer or employee of any federal agency; a Member of Congress; an officer or employee of Congress, or an employee of a Member of Congress; in connection with this Agreement, the Consultant shall complete and submit the attached Exhibit “F”, Standard Form-LLL, “Disclosure Form to Report Lobbying,” in accordance with the attached instructions. (b) The Consultant’s certification provided in this Section is a material representation of fact upon which reliance was placed when this Agreement was entered into, and is a prerequisite for entering into this Agreement pursuant to Section 1352, Title 31, US. Code. Failure to comply with the restrictions on expenditures, or the disclosure and certification requirements set forth in Section 1352, Title 31, US. Code may result in a civil penalty of not less than $10,000 and not more than $100,000 for each such failure. (c) The Consultant also agrees by signing this Agreement that he/she shall require that the language set forth in this Section be included in all Consultant subcontracts which exceed $100,000, and that all such subcontractors shall certify and disclose accordingly. 33.8 Employment Adverse to the Commission. Consultant shall notify the Commission, and shall obtain the Commission’s written consent, prior to accepting work to assist with or participate in a third-party lawsuit or other legal or administrative proceeding against the Commission during the term of this Agreement. 34. Equal Opportunity Employment. Consultant represents that it is an equal opportunity employer and it shall not discriminate against any subcontractor, employee or applicant for employment because of race, religion, color, national origin, 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. 35. Right to Employ Other Consultants. Commission reserves the right to employ other consultants in connection with the Project. DR A F T 511 17336.03400\31233218.1 36. Governing Law. This Agreement shall be governed by and construed with the laws of the State of California. Venue shall be in Riverside County. 37. Disputes; Attorneys’ Fees. 37.1 Prior to commencing any action hereunder, the Parties shall attempt in good faith to resolve any dispute arising between them. The pendency of a dispute shall not excuse Consultant from full and timely performance of the Services. 37.2. If the Parties are unable to resolve a dispute after attempting in good faith to do so, the Parties may seek any other available remedy to resolve the dispute. If either Party commences an action against the other Party, either legal, administrative or otherwise, arising out of or in connection with this Agreement, the prevailing Party in such litigation shall be entitled to have and recover from the losing Party reasonable attorneys’ fees and, all other costs of such actions. 38. Time of Essence. Time is of the essence for each and every provision of this Agreement. 39. Headings. Article and Section Headings, paragraph captions or marginal headings contained in this Agreement are for convenience only and shall have no effect in the construction or interpretation of any provision herein. 39.1 Notices. All notices permitted or required under this Agreement shall be given to the respective parties at the following address, or at such other address as the respective parties may provide in writing for this purpose: CONSULTANT: COMMISSION: Falcon Engineering Services, Inc. Riverside County Transportation Commission 341 Coporate Terrace Circle 4080 Lemon Street, 3rd Floor Suite 101 Riverside, CA 92501 Corona, CA 92879 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. 40. Conflicting Provisions. In the event that provisions of any attached exhibits conflict in any way with the provisions set forth in this Agreement, the language, terms and conditions contained in this Agreement shall control the actions and obligations of the Parties and the interpretation of the Parties’ understanding concerning the performance of the Services. DR A F T 512 17336.03400\31233218.1 41. Amendment or Modification. No supplement, modification, or amendment of this Agreement shall be binding unless executed in writing and signed by both Parties. 42. Entire Agreement. This Agreement contains the entire agreement of the Parties relating to the subject matter hereof and supersedes all prior negotiations, agreements or understandings. 43. 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. 44. Provisions Applicable When Federal Department of Transportation Funds Are Involved. When funding for the Services provided by this Agreement are provided, in whole or in part, from the United States Department of Transportation, Consultant shall also fully and adequately comply with the provisions included in Exhibit “D” (Federal Department of Transportation Requirements and California Department of Transportation (Caltrans) DBE program requirements) attached hereto and incorporated herein by reference. 45. Survival. All rights and obligations hereunder that by their nature are to continue after any expiration or termination of this Agreement, including, but not limited to, the indemnification and confidentiality obligations, shall survive any such expiration or termination. 46. No Third Party Beneficiaries. There are no intended third party beneficiaries of any right or obligation assumed by the Parties. 47. Labor Certification. By its signature hereunder, Consultant 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. 48. Counterparts. This Agreement may be signed in counterparts, each of which shall constitute an original. 49. Subpoenas or Court Orders. Should Consultant receive a subpoena or court order related to this Agreement, the Services or the Project, Consultant shall immediately provide written notice of the subpoena or court order to the Commission. Consultant shall not respond to any such subpoena or court order until notice to the Commission is provided as required herein, and shall cooperate with the Commission in responding to the subpoena or court order. 50. Assignment or Transfer. Consultant shall not assign, hypothecate, or transfer, either directly or by operation of law, this Agreement or any interest herein, without the prior written consent of the Commission. Any attempt to do so shall be null and void, DR A F T 513 17336.03400\31233218.1 and any assignees, hypothecates or transferees shall acquire no right or interest by reason of such attempted assignment, hypothecation or transfer. 51. Successors and Assigns. This Agreement shall be binding on the successors and assigns of the parties, and shall not be assigned by Consultant without the prior written consent of Commission. 52. Incorporation of Recitals. The recitals set forth above are true and correct and are incorporated into this Agreement as though fully set forth herein. 53. No Waiver. Failure of Commission to insist on any one occasion upon strict compliance with any of the terms, covenants or conditions hereof shall not be deemed a waiver of such term, covenant or condition, nor shall any waiver or relinquishment of any rights or powers hereunder at any one time or more times be deemed a waiver or relinquishment of such other right or power at any other time or times. [Signatures on following page] DR A F T 514 17336.03400\31233218.1 SIGNATURE PAGE TO PROFESSIONAL SERVICES AGREEMENT WITH FHWA FUNDING/ASSISTANCE IN WITNESS WHEREOF, this Agreement was executed on the date first written above. RIVERSIDE COUNTY TRANSPORTATION COMMISSION By: Anne Mayer Executive Director Approved as to Form: By: Best, Best & Krieger LLP General Counsel CONSULTANT By: Signature Name Title ATTEST: By: Its: ___________________________ * 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. DR A F T 515 17336.03400\31233218.1 EXHIBIT B-31 EXHIBIT “A” SCOPE OF SERVICES [attached behind this page] DR A F T 516 1 of 37 A. SCOPE OF SERVICES Under the direction of RCTC’s Project Manager, FALCON shall perform construction management, inspection, land surveying, soils and materials testing, biological/archeological/paleontological monitoring, and public outreach services, as well as office engineering and field calculations to support the construction of the Project. Task 1 – CONSTRUCTION MANAGEMENT 1.1 Construction Management 1.1.1. Project Controls System Development Purpose: To develop an integrated cost and schedule information system to provide up to date and accurate information regarding schedule, budgets, expenditures, and change orders to managers, contractors, Caltrans, and RCTC. The master schedule of the Project Controls System (PCS) will enable critical activities and interrelationships between the contractors, suppliers, RCTC, RCTC’s Project Manager, design engineers, environmental monitors, CHP, utility companies, biologist and construction manager (including its subcontractors) to be monitored efficiently during the construction phase of the project. The master schedule will identify permit constraints, work area restrictions and other known work and/or coordination constraints. The cost-monitoring element of the PCS will enable project-wide monitoring of expenditures for comparison with the original budgets and budget updates resulting from change orders processed during the life of the project. Monthly reporting will enable accurate cost forecasting at any time. The automation of the above information will enable timely analysis, intervention, and decision making to enable efficient control of the project. Approach: FALCON will develop the PCS using software similar to Primavera P6 and Expedition, Microsoft Word and Excel software. A master schedule will be developed summarizing all significant activities of project related entities including the contractor, equipment suppliers, RCTC project manager, design consultants, biologist, and the construction manager. The schedule will be structured to include the following: Primary contractor work activities, including major submittals required accomplishing the work. Principal work activities of the FALCON construction manager, RCTC’s project manager, design consultants, biologist, contractors, and suppliers. DR A F T 517 2 of 37 Activities necessary for regulatory compliance. Activities related to utility relocations. Relationships between submittals, approvals, procurement, and delivery of materials. Milestones associated with permitting and approvals. Any activity requiring coordination with RCTC, Cities, Caltrans oversight, and other local utility/regulatory agencies. Substantial and final completion dates. The cost accounting format will use a work breakdown structure and cost categories that will be compatible with the RCTC’s cost accounting system. The work breakdown structure will be based on contractor's activities and will provide the basis for cost-loading activities in the schedule. Assumptions: 1. The initial master project schedule will be developed based on information available before the award of contracts for construction. 2. RCTC will provide a description of RCTC’s invoicing requirements and guidelines for project work breakdown structure and cost reporting format. 3. RCTC will provide copies of all consultant contracts including scope of services and budgets. Deliverables: 1. Implementation of Project Control System. 2. Draft master project schedule. 3. Initial master project schedule following review and approval by the agency. 4. Initial project cost. 1.1.2. Monthly Project Progress Meetings and Reports Purpose: To apprise RCTC management and other stakeholders of FALCON’s activities under this contract via written report and monthly meeting. Approach: FALCON will provide a brief written report covering a summary of the status and expenditures associated with each of the tasks described in this scope of work; including highlights of any unusual contractual issues that arise during the reporting period and a listing of approved work that is beyond the boiler plate scope with a determination of who is responsible for the associated additional costs (contractor, project, etc.). FALCON will schedule monthly progress meetings, which will provide for DR A F T 518 3 of 37 discussion of progress reports and issues related to (a) this agreement and (b) the construction agreements. Assumptions: 1. The project monthly progress report will be provided throughout the contract period for an estimated duration of 24 months. 2. A regular monthly meeting date and time will be established. Meeting date is typically the first week of each month, the same day of the week, i.e., Monday, Tuesday, etc. 3. Written progress reports will be provided to RCTC at least 5 working days in advance of each progress meeting. 4. RCTC to submit proposed changes/amendments to the monthly progress reports, in writing, to FALCON for its use. 5. Additional project budget expenditures determined to be the responsibility of the contractor will be addressed quarterly with adjustments being made to progress payments. Deliverables: 1. Monthly project progress report that also includes a brief analysis of Contractor’s monthly updates to the schedule and budget as well as a brief discussion on the review of Time Impact Analysis documentation from Contractor. 2. One page summary report. 3. Monthly progress review meetings with minutes/summaries. 1.1.3. Document Management System Purpose: To establish a system for the timely logging, filing, and tracking of project related correspondence to assure timely responses, and provide a record of communications to enable efficient retrieval and establish the chronology of events for use in dispute resolution. Approach: FALCON will set up a document tracking system; using software similar to Primavera and Expedition to maintain project files. Assumptions: 1. Actual logging, filing, and tracking of project information will be performed under separate tasks and subtasks. 2. The FALCON File Index will conform to the Caltrans filing numbering system. Deliverables: Implementation of a computerized document management system that includes written procedures for use of the ENGINEER project team. 1.1.4. Sub-Consultant Management Purpose: To coordinate and manage sub-consultant services contracted with FALCON. Sub- DR A F T 519 4 of 37 consultants include inspectors, surveyors, landscape architects, materials testing consultants, biologists, and/or others, to be determined at a later date and secured at reasonable rates. Approach: FALCON will coordinate and manage the utilization of sub-consultants for RCTC in order to comply with the terms of the contract documents and the requirements of regulatory agencies. At RCTC’s direction, FALCON will negotiate and enter into sub-consultant agreements with select sub-consultants. FALCON will work with consultants contracted directly with RCTC. FALCON will review and approve invoices provided RCTC consultants and forward said invoices to RCTC for approval and processing and payment. Assumptions: 1. RCTC will retain final approval rights over invoices for RCTC contracted consultants. 2. All costs associated with FALCON’s sub-consultant services will be billed to RCTC in conjunction with FALCON’s services on a monthly basis. Deliverables: 1. Copies of all sub consultant reports. Original reports will remain with FALCON until project closeout, at which time all originals will be forwarded to RCTC with the project documentation. 2. Copies of all sub-consultant invoices billed through FALCON. 3. Original invoices reviewed and approved by FALCON for RCTC contracted consultants. 1.2. Pre-Construction Phase Services FALCON shall provide specialized services during the project Pre-Construction phase, including the bidding periods of the project. These services are intended to involve the construction manager early in the project and to provide advanced planning for construction phase activities. 1.2.1. Constructability Review Purpose: To provide RCTC and FALCON with reasonable assurance that project can be adequately constructed as indicated on the Design Plans and to endeavor to minimize contract change orders and reduce the project schedule to the extent possible. To enable changes to be made to the Project Documents by the Design Engineer before the construction contract bids are due. Approach: FALCON will perform a constructability review of the project, analyzing the phasing and staging of project construction for conflicts and to minimize the disruption to DR A F T 520 5 of 37 traffic and local business concerns. Review of the Project Plans (including construction notes), the Project Specifications, Estimates, and applicable permits and technical reports for the Project is required for a thorough understanding of the project. FALCON will also perform an Independent Quantity Take-off of the major items of work on the Project. Assumptions: The Project Plans, Project Specifications and Engineer’s Estimate are essentially complete and ready for advertisement. Deliverables: 1. Constructability comments and report for review by RCTC and Design Engineer. FALCON will provide two (2) copies of the comments and report. 2. The Independent Quantity Take-off with comments and supporting calculations, wet stamped and signed by FALCON’s Engineer in Responsible Charge. After RCTC and the Design Engineer have reviewed and/or made changes, log changes made and changes not made in the project records. 1.2.2. Pre-Construction Coordination Purpose: In order to minimize the project construction time there will be a need to have a concentrated effort to do as much non-contract work in advance of the contractor moving on site and to coordinate with other projects in the vicinity. Approach: FALCON will coordinate with other agencies, companies, other contractors, local residents and the contractor to ensure that there are no delays to the start of construction. This will involve close coordination with utility companies to ensure that any relocation work done prior to construction is properly managed. Also, FALCON needs to assist the utility companies to plan any relocation work scheduled during construction. Once the low bid contractor is selected FALCON is to work closely with the construction team to ensure that they obtain all necessary approvals, permits, supplies, etc. FALCON will need to be aware of other public and private construction projects in the vicinity and ensure that there is close coordination between the projects. 1.2.3. Construction Management Plan Purpose: To provide RCTC and FALCON with uniform procedures and standards for the administration of the construction contract. Approach: FALCON will develop a procedures manual that is usable for the construction project utilizing the Caltrans Construction Management Manual and portions of DR A F T 521 6 of 37 the Local Assistance Manual. The Manual will be a compilation of both manuals, using various parts from both manuals as appropriate and incorporating a section concerning emergencies. Assumptions: The final project manual will be bound in a three-ring binder to facilitate future revisions. Deliverables: 1. Draft project manual for review by RCTC. FALCON will provide two (2) copies of the draft. 2. After review and comments, provide two (2) hard copies and an electronic file (PDF or .docx) of final project manual to RCTC. 1.2.4. Contract Bidding Support Purpose: To provide support to RCTC during the Bidding Phase of the project to insure bid documents are satisfactory and complete, and selection of the contractor follows proper standards and procedures as well as applicable CFRs. Assumptions: FALCON will be available as needed to coordinate activities, review documents, provide recommendations and attend meetings during the Bid document preparation and Contract Bidding phase. Deliverables: FALCON will: 1. Assist RCTC to pre-qualify bidders and major sub-bidders and develop bidder’s interest in the project. Assist RCTC in issuing bidding documents. 2. Attend pre-bid conferences and provide information to bidders regarding County expectations of them throughout the project duration and familiarize bidders with the bidding documents, proposed management techniques and with any special systems, materials, or methods. 3. Assist RCTC and Design Engineers with the receipt of questions and timely responses to bidders. 4. Assist in the review and preparation of Addenda to be issued to the Bidders. 5. Assist in the bid analysis including accuracy of bids, identifying the lowest responsive bidder, checking references and other bid forms and make recommendations to RCTC for the award of contracts and/or rejection of bids. 6. Conduct a pre-construction “kick-off meeting” that includes all agencies, utilities, and contractors that will be participating in the Project. Attend any other pre- construction meetings that may be required. 1.2.5. Local Assistance Documentation / Federal Contract Management Requirements Purpose: To assist RCTC in field observation, testing and preparation of documentation required for compliance with FHWA Contract Management Requirements as DR A F T 522 7 of 37 detailed in the Caltrans’s Local Assistance Procedures Manual and applicable CFRs. Approach: FALCON, in conjunction with RCTC will review the Local Assistance Procedures Manual to ensure that all contract administration procedures, documentations, and filing systems are in accordance with the Local assistance Procedures Manual. Subsections included in various chapters have been discussed in detail throughout the sections of the Scope of Services for this project: Chapter 1, Introduction and Overview Chapter 5, Invoicing Chapter 7, Field Review Chapter 12, Plans, Specifications & Estimate Chapter 14, Utility Facility Chapter 15, Advertise and Award Project; including the following sections: Approval for Local Agency to Administer Projects. Project Advertisement, Contract Bid Opening Contract Award Award Package Chapter 16, Administer Construction Contracts, including the following: Project Supervision and Inspection Pre-Construction Conference and Partnering Contract Time Subcontractors Engineer’s Daily Reports Project Files Construction Records and Accounting Procedures Safety Provisions Labor Compliance Equal Employment Opportunity Contract Change Orders Quality Assurance Program Contract Claims Traffic Safety in Highway and Street Work Zones Construction Engineering Review by the State. Chapter 17, Project Completion includes the following: Final Inspection Procedures for Federal-Aid Projects “As-Built” plans Report of Expenditures Consequences for Non-Compliance Chapter 19, Oversight and Process Reviews Chapter 20, Deficiencies and Sanctions All the above Chapters and sections have specific formats, checklists, and procedures that must be implemented as required by the Local Assistance Procedures Manual and Contract Provisions. DR A F T 523 8 of 37 RCTC and FALCON will incorporate specific deliverables within FALCON’s scope of services and designate the party or parties responsible. Assumptions: RCTC will review FALCON’s Contract scope of services and deliverables to ensure that all tasks required are identified and an individual party is assigned responsibility for that task. Deliverables: Individual tasks required for compliance with the Local Assistance Procedures Manual are identified as specific tasks including all required checklists, forms, filing system, procedures for progress payments, change orders, claims, correspondence, as-builts, reporting, permit compliance, permit renewals, final invoicing and claims mitigations and resolutions. Compliance with the Caltrans Construction Manual, Federal CFRs, Traffic Manual, MUTCD, ADA Guidelines, CAL OSHA Safety Orders, SWPPP & PMP preparation Handbook, and all Bridge Manuals is also required, as applicable. 1.2.6. Pre-construction Walk Thru Purpose: To review, document and agree to the existing conditions of the project site and neighboring area conditions prior to the start of construction. Approach: Prior to the issuance of a Notice to Proceed, FALCON, the Contractor, utility company representatives, biologist, archaeologists, and RCTC will walk the entire project and record existing conditions via a written log, still photographs, and videotape where required. FALCON will provide copies of all documentation to the Contractor and RCTC. FALCON will keep documentation originals in the project files until project completion. Assumptions: Project walk will not take longer than two days with approximately the same amount of time to log, file and copy the information. Deliverables: A written log, still photographs and any videotape depicting existing site conditions, as recorded prior to the start of construction. 1.2.7. Environmental Compliance Prior to Start of Construction Purpose: To maintain compliance with permitting agency guidance and Special Provisions. Please see individual permits for more detailed information regarding activities, submittals, and reporting. Assumptions: DR A F T 524 9 of 37 That these activities will occur prior to the start of construction. Deliverables: 1. Submit to USFWS and CDFW name of Project Biologist(s) at least 60 days prior to project construction start for approval by USFWS and CDFW. 2. Notify permitting agencies of start of construction as per individual permit conditions. 3. Project Biologist shall implement Worker Environmental Awareness Program to educate on-site workers about sensitive environmental issues. Project Biologist shall provide interpretation for non-English speaking workers. 4. Project Biologist shall conduct all pre-construction surveys in accordance with the environmental document, MMRP and permits for Project within their specific survey time frames. This includes least Bell’s vireo, nesting birds, burrowing owl and bats. 5. Project Biologist shall oversee delineation of work boundary with appropriate fencing or flagging. Biologist shall determine and clearly delineate avoidance or buffer areas. 6. At least 60 days prior to construction, Project Biologist shall prepare and submit an Aquatic Species Protection Plan to CDFW. DR A F T 525 10 of 37 1.3. Construction Management Services FALCON, on behalf of RCTC, will provide construction management services for administration of the construction contract in conformance with the requirements set forth in the State’s Construction Manual, State’s Local Programs and Procedures Manual, State’s Encroachment Permit and RCTC’s requirements. Construction Management services will encompass the Quality Assurance and enforcement of all construction contract requirements. It can be expected that the contractor will be working on site up to 24 hours per day. CM services are to be provided to enforce construction contract requirements. 1.3.1. Pre-construction Conferences Purpose: To provide a forum for all essential project participants to meet prior to the start of work. This meeting will outline RCTC’s administration of the contract, introduction of the participants, and record all comments and questions submitted by the contractor. Provides an understanding of the procedures to be used on the project and what the Contractor can expect from RCTC and its consultants. Approach: FALCON will schedule, prepare the agenda, chair and take minutes of the pre- construction meeting. The meeting will outline project specifics and inform the Contractor of project administration procedures. Assumptions: 1. RCTC will provide the meeting venue. 2. RCTC will assist FALCON in developing the attendee list. 3. FALCON will prepare a draft agenda for RCTC approval prior to the meeting. Deliverables: 1. Written agenda and minutes of pre-construction conference. 2. Electronic copies of pre-construction meeting minutes to RCTC and attendees. 3. Review and comment on contractor’s base-line schedule. 4. Establish ground rules of coordination & communications with contractor and designer concerning the processing and reviewing of submittals and RFI’s. 5. Maintain construction documents per federal requirements and as detailed in Chapters 15, 16, 17 and other relevant Chapters of the Local Assistance procedures Manual. 6. Discussion of enforcement of DBE requirements. 7. Discussion of enforcement of Labor Compliance Requirements, including completion federal Labor Compliance Pre-job Checklist. 8. Discussion of enforcement of Quality Assurance Program 9. Completion of the Federal Resident Bridge Engineer’s Construction Contract Administration Checklist, including all necessary attachments as detailed in Local Assistance Procedures Manual. 10. Discussion of environmental permits requirements. 11. Discussion of water quality requirements. DR A F T 526 11 of 37 12. Discussion of utility company requirements. 13. Preparation of invoices for federal reimbursement. 1.3.2. Communications and Correspondence Purpose: To provide for and/or facilitate effective communication, on behalf of RCTC and among all stakeholders in the administration of the construction contract. Approach: FALCON will obtain all pertinent information as required to develop a project directory of all key personnel and stakeholders working on the project. FALCON will develop a graphic chart indicating the proper flow of correspondence. FALCON will log all information received from the Contractor and others, in Expedition. Lastly, FALCON will prepare and/or forward appropriate responses, obtaining RCTC approval when required. Assumptions: 1. FALCON’s Correspondence Log will be used for all correspondence received from RCTC, the Contractor and others. 2. All original correspondence will remain with the ENGINEER project files. Only copies will be distributed, with the exception of shop drawing submittals. 3. FALCON’S project files will be turned over to RCTC upon the conclusion of the project. Deliverables: 1. Communication flow chart. 2. Written logs of information received from RCTC, the Contractor, design consultants, biologist, testing firm, citizens and/or others. 1.3.3. Project Changes and Construction Change Order Management Purpose: 1. To review proposed changes to the project and determine if the change is necessary and/or beneficial to the project, and if such changes constitute a change order. 2. To provide a system for logging and tracking all changes on the project. 3. To provide RCTC with assurance that the Contractor is not presenting requests to be paid for additional work included in the original contract. 4. To assure RCTC that the associated extra work costs and time extension requests are fair and reasonable to both RCTC and the Contractor. Approach: FALCON will review potential changes to the project for contractual and technical merit, prepare independent cost estimates and schedule analysis of work, discuss proposed changes with RCTC, and negotiate change order costs with the Contractor. FALCON will prepare change orders with all required support documentation for execution by the RCTC. FALCON will keep RCTC apprised of cumulative changes in project cost and project duration. FALCON will negotiate change orders on behalf of RCTC and will use the DR A F T 527 12 of 37 following approach in assisting & coordinating the process with RCTC: Requests for Changes by RCTC 1. FALCON will forward a Request for Quote (RFQ) to the Contractor for pricing and stipulation of proposed time extension (with Time Impact Analysis if necessary), if requested work can be shown to impact the project’s critical path. The RFQ shall contain a description of the extra work (normally provided by the Designer) to fairly price the work. 2. FALCON will prepare an independent cost estimate of the extra work. 3. FALCON will review the cost quote from the Contractor for completeness, negotiate cost and time extension requests (and TIA) as required and, obtaining RCTC concurrence throughout the process. Obtain RCTC authorization for proceeding with the change, based on definitive cost and time extension values. 4. Should FALCON and the Contractor be unable to negotiate a reasonable price, RCTC will be consulted prior to directing the work via alternative contract change options such as proceeding on a time and material basis or proceeding by force account. Requests for Changes by Contractor 1. FALCON will review requests of proposed cost and/or time impacts (with TIA if necessary) for merit. If FALCON determines the request fails on merit, the Contractor will be informed of the reasons why the request is denied. Should FALCON determine the request has merit; FALCON will proceed with steps 2 and 3. 2. FALCON will prepare an independent cost estimate and schedule analysis of the work. 3. FALCON will negotiate extra work cost and time extensions with the Contractor. 4. FALCON will prepare change order documents for approval and execution by RCTC. Assumptions: 1. FALCON will have authority to make minor changes to work that it determines to have no cost or time impacts to the construction project. 2. FALCON will be allowed to use their own judgment regarding how best to handle cost negotiations with the Contractor but will keep RCTC informed throughout the process. 3. FALCON will prepare official change order documentation to be processed with the Contractor’s regular application for payment. 4. FALCON will transmit electronic copies (MS Word *.docx files) of change order documentation to RCTC’s capital project construction group. 5. FALCON will obtain final approval of all project cost and/or project time changes from RCTC, and Caltrans prior to authorizing the Contractor to proceed with changes. Deliverables: 1. Perform quantity, time and cost analysis as required for negotiation of change orders 2. Analyze additional compensation and time extension claims that are submitted DR A F T 528 13 of 37 during the construction period and prepare responses. 3. Perform claims administration including coordinating and monitoring claim responses, logging claims and tracking claim status. 4. Change order documentation ready for approval and execution by RCTC. 1.3.4. Monthly Construction Progress Reports Purpose: To keep RCTC apprised of the project status during the prescribed construction period. Approach: FALCON will prepare a monthly report that provides construction status to RCTC and other involved parties. The monthly report shall contain the following: 1. Status of contractor’s schedule and what the contractor is doing to maintain or catch up if the schedule has slipped. While the focus will be on critical path items, other items that might become critical will be discussed in the report. 2. Construction and construction manager’s costs incurred for the month. 3. Cash flow projections for both the contractor and Construction manager. 4. Identify actual and potential problems associated with the construction project and consult with the Project Manager and design engineer. 5. Evaluate Value Engineering Change Proposals (VECPs) and provide recommendations to the Engineer for acceptance or denial. 6. Potential Issues, pending change orders and executed change orders. 7. Photographs to show construction activities and for clarity regarding special issues. 8. Other information deemed necessary for RCTC to have a concise understanding of the construction Projects. Assumptions: RCTC will assist FALCON in the initial formatting of the first report. Deliverables: 1. Monthly progress report. 2. One page summary report for distribution to Senior RCTC staff or elected officials. 1.3.5. Schedule Monitoring Purpose: To monitor and review the Contractor’s schedule, after acceptance of the baseline schedule, so that the project is not being delayed over issues within the control of the Contractor and ensure project is completed by May 24, 2024. Approach: FALCON will develop procedures, using available software, to review the Contractor’s monthly schedule updates for logic, duration, and resource changes. FALCON will notify the Contractor of discovered changes and document the Contractor’s response, for the record. FALCON will keep RCTC apprised of the Contractor’s current construction schedule. DR A F T 529 14 of 37 Assumptions: Contract specifications will require the Contractor to use Critical Path Method (CPM) scheduling tools/software. The preferred scheduling software is P6 by Primavera. Deliverables: 1. Monthly review of contractor’s schedule updates and provide a summary to RCTC on schedule status and impact of changes to completion date. 2. FALCON will prepare and transmit to the Contractor, schedule review comments. 3. Monitor and facilitate utility coordination with various utility companies and the Contractor. Incorporate relocations in the schedule and report any delays and impacts to the completion date. 1.3.6. Cost Monitoring Purpose: To provide RCTC with a system that is easy to understand and provides up-to- date cost information for making timely decisions. Approach: Using a combination of software like Expedition and Excel, FALCON will generate spreadsheets and graphs for the purpose of monitoring anticipated and actual cost outlays. Assumptions: RCTC will provide direction regarding desired cost monitoring information and report formats. Deliverables: 1. Monthly cost monitoring reports in a format to be determined. 2. Monthly progress report for RCTC describing key issues, cost vs. budget status, and schedule status. 1.3.7. Progress / Coordination Meetings Purpose: To provide a forum for the review of the project status, the look-ahead schedule including activity sequence and duration, schedule for delivery of long lead items, outstanding RFIs, submittals, and other project issues. Approach: FALCON will conduct weekly progress/coordination meetings, to be attended by RCTC, the Contractor, FALCON and other invitees. FALCON will request RCTC and the Contractor to submit agenda items for the meetings. Using the proposed agenda items and agenda items developed in house, FALCON will prepare a comprehensive agenda for the meeting and distribute the agenda to all parties scheduled to attend. Following the meeting, FALCON will distribute meeting minutes, requesting either the concurrence of those who attended, or suggested corrections to the minutes. Minutes will be filed as either approved or amended. DR A F T 530 15 of 37 Assumptions: 1. RCTC’s and Contractor’s staffs will be able to meet on a regular basis with minimal absences. 2. The meeting room will be able to seat a minimum of 20 people and have video conferencing capabilities, especially while COVID restrictions are in effect. 3. Meetings will not take place more than once a week and will last approximately one hour. 4. The Contractor will submit a look-ahead schedule (3 week) at each meeting. Deliverables: 1. Agenda with status of open items from previous meetings. 2. Meeting minutes, for review, with action items noted. 3. Amended meeting minutes, if required. 4. Submittal, Issue log, Change Order log and RFI and RFQ working logs. 1.3.8. Payment Recommendations Purpose: To verify that the Contractor’s request for payment does not represent more than an amount that is reasonable for the work done on a monthly basis. To prepare progress payment recommendations on behalf of RCTC for work completed and materials stored on hand (if allowed). Approach: FALCON will review and approve the Contractor’s monthly progress based on the percentage of work activities complete. The Contractor will submit a certified application for payment to FALCON for final review. Once approved, FALCON will prepare a payment application certificate, using software similar to Excel, for approval and execution by the RCTC. Assumptions: 1. RCTC will make payments in accordance with the contract stipulations and State Law to the Contractor once each month. 2. FALCON will use software that is acceptable to RCTC for use preparing progress payment application certificates. Deliverables: 1. Contractor’s certified application for payment. 2. Progress payment request documents suitable for approval and execution by RCTC. 1.3.9. Safety Purpose: To review the Contractor’s work site safety and notify the Contractor of unsafe conditions, as observed. Implement the CAL OSHA Safety Orders requirements for providing safe work site conditions. DR A F T 531 16 of 37 Approach: FALCON will observe contractors’ work area. Contractor is to be informed if unsafe work conditions and/or areas are observed. Immediate shutdown of contractors’ work may be required if conditions endanger property and/or life. Random attendance of contractor’s tailgate meeting. FALCON will conduct its own bi-weekly staff safety meeting to discuss specific safety procedures and issues relating to current or upcoming construction activities requiring unique safety procedures. Assumptions: 1. Contract document requires Contractor to submit its safety program and safety officer prior to the start of work 2. Contract documents or Contractor’s safety program requires contractor to submit accident reports. 3. FALCON assumes no responsibility for safety of Contractor’s work areas. 4. FALCON assumes no responsibility for implementation of Contractor safety program, or its construction means and methods. Deliverables: 1. Accident reports from Contractor. 2. Bi-weekly safety meeting minutes 3. Copies of safety issues discussed during contractor’s tailgate meetings. 4. Documentation of unsafe work conditions and/or areas as observed and any shut-down orders. 1.3.10. Traffic Control and Signal Timing Purpose: To provide an efficient means for keeping traffic flowing through the site to adjacent residents and businesses during construction. Approach: Using a Traffic Engineer, FALCON will provide the necessary expertise to evaluate and modify permanent and temporary traffic controls, including signal timing as necessary to ensure the safe and efficient handling of traffic through the project site. Work with RCTC, Caltrans, and the City of Corona traffic engineering offices. Assumptions: Any RCTC and RCTC desired changes to the traffic handling will be communicated to FALCON in a timely manner. Any Contractor desired changes to the traffic handling plans will be handled per Section 4.3 of this scope and require RCTC concurrence prior to implementation. Deliverables: 1. Monitor, review and provide recommendations for modifications to traffic handling during the course of construction. 2. Prepare signal timing charts for traffic signals within and adjacent to project site as necessary to promote improved traffic flow for the various phases of DR A F T 532 17 of 37 construction and maintain coordinated timing to the extent possible (i.e. time based coordination/gps or wireless communication). 3. Work with the County and RCTC to implement those signal timing charts. 4. Provide a recommended signal timing chart for implementation at project completion based on the ultimate configuration. 1.3.11. Submittal Management and Review Purpose: To provide an efficient means of processing and reviewing submittals, including working drawings, shop drawings, product data, sample and other items furnished in accordance with Sections 5-1.02 and 5-1.02A of the State Standard Specifications, from the Contractor and forwarding applicable submittals to the Project Designer as may be appropriate. Approach: Using software similar to Expedition, FALCON will develop a comprehensive submittal list for distribution to the Contractor and the Designer. FALCON will update and submit status submittal logs for review at each coordination meeting. FALCON will work with the Contractor and Designer (where applicable) to encourage timely submission, review and approval of submittals as outlined in the Contract Documents, prior to inclusion of submitted materials in the progress of the work. In addition, FALCON will perform the engineering reviews and approvals for working drawings and calculations provided by the Contractor in accordance with Sections 5-1.02 and 5-1.02A of the State Standard Specifications and within the review timeframes as specified in the applicable sections of the contract documents and specifications. The following steps will be taken in reviewing the Contractor’s submittals: 1. Log all submittals by Specification Section. 2. Ensure that the Contractor has provided a complete submittal, coordinated with the work of other trades, and that all deviations have been noted. Submittal is returned to the contractor if it is not complete. 3. Construction Manager reviews submittal for general compliance with the specification. 4. Applicable Submittals are forwarded to Designer for formal review. Submittal status is logged. 5. Submittals sent to Designer are returned to FALCON. Submittal status is logged. 6. FALCON to perform engineering review of submittals consisting of working drawings and calculations furnished in accordance with Sections 5-1.02 and 5-1.02A of the State Standard Specifications. Such submittals shall be reviewed and approved by FALCON’s Resident Engineer in accordance the above sections, other applicable sections of the State Standard Specifications and the Caltrans Inspection Manuals for the associated work (i.e. Falsework, Prestressing, Trenching and Shoring, etc.). 7. Approved submittals are returned to the Contractor for use in work. Submittal status is logged. 8. FALCON to inform Contractor if a re-submittal is required. DR A F T 533 18 of 37 Assumptions: 1. FALCON will not be responsible for errors or omissions in submittal lists. 2. Coordination and submission of submittals in accordance with requirements of the contract is the responsibility of the Contractor. 3. RCTC will provide a listing of submittals to be reviewed by the Designer or others including RCTC staff. 4. FALCON will not make an exhaustive review of Contractor’s submittals except as noted above. 5. FALCON will forward to the Designer all submittals designated by RCTC to be reviewed and approved by Designer. These submittals are typically for pre- manufactured materials and assemblies specified in the Contract. Deliverables: 1. Submittal status log. 2. Check Calculations, where required. 3. Copy of all approval letters, approved working drawings, submittals, and final submittal log. 4. Request for Information (RFI) Management 1.3.11. Request for Information (RFI) Management and Review Purpose: To provide an efficient means of processing Requests for Information (RFIs) submitted by the Contractor. The efficient management of RFIs permits timely communication between the Designer and the Contractor. Approach: FALCON will receive, log and review all RFIs for completeness and verify the question is reasonable and understandable. FALCON will provide a short technical review of the RFI to determine if the issue is addressed adequately in the contract documents. FALCON will return the RFI if the question is unclear or, in the opinion of FALCON staff, the answer is contained in the contract documents, noting where the requested information can be found in the contract documents. FALCON will track RFIs, using the software similar to Expedition, and facilitate the timely response from the Designer. Assumptions: The Designer will respond with an answer to all RFIs within the contract stipulated time period for response. Facsimile or e-mail will be used to forward RFIs to the Designer and return responses to the Contractor, with original documents to follow. Deliverables: 1. Comprehensive log of all outstanding RFIs and their status. 2. Prepare responses to RFI’s related construction issues 3. Transmit design related RFI’s to design engineer and copy RCTC Project Manager. 4. Conduct meetings with the Contractor and other parties as needed to discuss and resolve RFI’s. 1.3.12. Document Management DR A F T 534 19 of 37 Purpose: To provide RCTC with an electronic means of tracking all documents exchanged between the parties involved in the construction of the project. Approach: FALCON will use software similar to Primavera and Expedition and the FALCON File Index modified to conform to the Caltrans filing system to log all documents in the project field office. Documents will be scanned into the document control system and attached to the file index categories. All documents will be filed as an electronic file and hardcopy. Assumptions: 1. FALCON will use software similar to Primavera and Expedition. 2. RCTC may not use the chosen software. Deliverables: 1. Comprehensive logs of all documents in the project files (electronic and hardcopy). Electronic files shall not require special software to read or access. 2. All hardcopy project documents exchanged on the project between the various parties. 3. Establish and process project control documents to include: Daily inspection and Resident Engineer’s diaries Weekly Newsletter and Weekly Statement of Working Days Monthly progress report and monthly progress pay estimate RFI’s, Submittals Correspondences with Contractor, Caltrans, Permitting Agencies, Utility Companies, Regulatory Agencies, and other stake holders Survey requests and survey notes Materials receipts, materials testing results, and certificate of compliance Mix designs for PCC, CTPB, AC, AB 1.3.13. Review Certified Payrolls Purpose: To verify the Contractor provides certified payroll reports in conformance with the provisions of the contract and applicable State and Federal Law. To verify the certified payroll reports contain information required by the Labor Code. Approach: FALCON will receive and review certified payrolls from the Contractor and each of its subcontractors. FALCON will check for the “Statement of Compliance” from the Contractor and/or subcontractors and spot-check wages for each classification of laborer or craftsperson. FALCON will notify RCTC and the Contractor of all discrepancies and/or errors and request a corrected Certified Payroll. Assumptions: 1. FALCON will conduct employee interviews, for the purpose of verifying payment of prevailing wages. FALCON will perform a minimum of one interview DR A F T 535 20 of 37 per trade, per contractor per month. 2. FALCON will not be held responsible for enforcement of the Labor Code. 3. FALCON will maintain a weekly list of subcontractors working on the project. 4. FALCON will not be responsible for identifying every worker on site. Deliverables: Hardcopies of the interviews and notifications of non-compliance and State enforcement issues that may be happening with the contractor. 1.3.14. Storm Water Pollution Prevention Plan (SWPPP) Purpose: To protect RCTC from potential fines from regulatory agencies by monitoring contractors' activities regarding pollution prevention controls and/or activities for general compliance with the contractor’s SWPPP Best Management Practices (BMP). Approach: FALCON will ensure the contractor has obtained a WDID, the SWPPP is uploaded, maintenance and other reports are being uploaded, and general relevant documentation is in order. FALCON will observe the contractor’s work area for general compliance with the General Permit for the NPDES / SWPPP, SWPPP Best Management Practices (BMP) and notify the contractor if the pollution prevention controls are not in accordance with the SWPPP. Failure to revise and correct conditions will be caused to have RCTC take corrective action. Immediate shutdown of the contractor’s work may be required if conditions are in non- compliance with the SWPPP or other permit conditions. Assumptions: 1. FALCON will not provide full time inspections of contractor’s work areas for compliance with the contractor(s) SWPPP and BMP. 2. FALCON will not be responsible for contractor(s) means and methods for complying with the BMP listed in the SWPPP. 3. FALCON will not be responsible for costs incurred by the contractor(s) for its failure to comply with its SWPPP. 4. FALCON will document site conditions with respect to SWPPP and BMP weekly and maintain a separate file for said reports. Deliverables: Contractor(s)’ SWPPP monitoring reports and FALCON documentation of site conditions kept in project file for the record. 1.4. Construction Closeout Activities 1.4.1. Contract Closeout Purpose: To provide RCTC with final closeout documentation, including any permit completion documentation. DR A F T 536 21 of 37 Approach: FALCON will turn over all project files, contract correspondence and documents including final logs at time of project completion. Assumptions: RCTC will file final Notice of Completion and Acceptance of Work. Deliverables: 1. Notice of Completion form for RCTC. 2. Notices of Completion for any Permits, including “duplicate” permits for project and documentation showing the NOT has been recorded. 3. Preparation of supporting information for NOT. 4. Copy of the Contractor’s performance bond, good for the warranty period. 5. Final project documentation in accordance with the requirements of the Caltrans local assistance manual and FHWA requirements. 1.4.2. Project As-Built Drawings Purpose: To provide RCTC and RCTC with accurate record drawings indicating all changes and as- built conditions. Approach: In addition to monitoring the Contractor’s record drawings, FALCON will maintain a copy of up-to-date contract plans for the purpose of aiding the Engineer of Record in final review of the record drawings. Assumptions: 1. The Contractor will be responsible for preparing the record drawings in both reproducible and electronic formats. 2. FALCON will assist the Engineer of Record in review and final approval of the as-built record drawings. Deliverables: One set of contract drawings indicating recorded changes to the contract, as maintained by FALCON. This set will be in addition to the Contractor’s marked up set of contract drawings. Provide one copy of the revised Mylar drawings. The Engineer of Record will prepare the record drawings for the project. 1.4.3. Final Project Report Purpose: To provide RCTC with a written history of the construction contract. The contents of the final report are to fulfill federal requirements for federal financial participation. Approach: FALCON will review the project documents and prepare a written report for RCTC. As a minimum, the report will include the following: 1. Names of all organizations involved with the Projects, i.e., RCTC managers, City, construction manager, contractor and any other parties that may have a DR A F T 537 22 of 37 significant part in the construction of the projects. 2. Chronological history of the construction effort, to include all significant dates. 3. Contract amounts at bid time with all other bids in tabular form. 4. Change order history, to include summary statement about each change, negotiated cost of each change and other information deemed necessary by FALCON and RCTC’s Project Manager. 5. Summary of Requests for Information, in tabular or matrix form. 6. Summary of outstanding claims not resolved when the notice of completion is filed. 7. Summary of final contract amount. 8. Final DBE Report. 9. Project photographs. 10. “Lessons learned” Assumptions: RCTC will provide input to FALCON regarding the form of the final report and federal required documents to be included in the report. Deliverables: One hard copy and one electronic file will be provided. 1.4.4. Final Payment, Final Report of Expenditure Checklist Purpose: To provide RCTC with the final contract cost and final balance due the Contractor. Also prepare Report of Expenditure Checklist for federal reimbursement including all necessary attachments. Approach: Following completion of the contract work, FALCON will, in accordance with the Designer, determine the final quantities and cost of all outstanding unit price work and all outstanding approved change order work. FALCON will prepare for RCTC and the Contractor, a final balancing change order quantifying the final contract amount. Contractor will include amount of final balancing change order in submission of last certified application for payment, submitted to FALCON. Once approved, FALCON will forward application for payment to RCTC for final approval and processing. Assumptions: 1. There are no outstanding issues or claims. 2. RCTC is responsible for filing Notice of Completion and addressing all subcontractor claims prior to release of final payment. RCTC will file the Report of Expenditure Checklist for federal reimbursement. Deliverables: 1. Final Pay Estimate including finalized bid items, claims, change orders, punch-list items, and corrected shop drawings. 2. Contractor’s last certified application for payment with application certificate. 3. Report of Expenditure Checklist with attachments DR A F T 538 23 of 37 4. Final report for all funding sources including all attachments similar to a federal standard report. 1.4.5. Audit Support Purpose: To assist RCTC during any future audits of the project. Assumptions: RCTC may be audited one or more times following project close-out. RCTC will issue a future task order to pay for support services during any such audits, should they request these services. Deliverables: FALCON will participate in the audit process at RCTC offices and provide any and all documentation from the project as requested by the auditors, and attend meetings as needed. Task 2 – FIELD INSPECTION 2.1. Inspection and Documentation Purpose: To provide RCTC with documentation of construction activities, duration of activities, manpower and equipment allocation, inspections, and work conditions. Approach: FALCON will provide experienced and qualified inspectors (qualified by the State of California Department of Transportation) acceptable to RCTC, Caltrans and cities. Inspectors will document the Contractors’ daily activities, manpower loading, on-site equipment and items considered pertinent to the project. Construction contractor may be working on site 24 hours per day. CM services are to be provided to enforce the construction contract requirements. FALCON will coordinate and manage the utilization of FALCON’s inspectors for the purpose of providing daily inspections and/or special inspections as deemed necessary and beneficial for proper completion of the project, or, at RCTC’s direction, FALCON will negotiate and enter into sub-consultant agreements with qualified inspectors including special inspectors, as needed and defined in Task 2.5. Assumptions: 1. FALCON shall provide inspectors who are experienced and qualified for the inspection required. 2. All inspections will be within the project limits. Deliverables: 1. The Inspectors will ensure compliance with all aspects of this construction contract by continuously monitoring, evaluating, approving, or rejecting the contractor’s work in accordance with the approved construction contract and Caltrans requirements. DR A F T 539 24 of 37 2. FALCON Inspector’s daily and/or special inspection reports maintained in the FALCON project files and turned over to RCTC at the completion of the project. Copies of these daily reports will be submitted on a weekly basis or upon request. 3. Take and maintain digital photographs and videos as necessary to provide documentation of construction activities. All photos will be logged, dated and kept at the field office in a bound folder (hard copies and CD copy). 4. Verify field measurements for compliance with contract plans and specifications and provide quantity calculations for progress payments. 5. Continue to update an As-Built set of plans and review contractor’s marked set. 6. Conduct weekly project meetings, prepare and distribute to all designated parties. 7. Review the updated construction schedule and maintain record. 8. Review laboratory, shop and mill test reports of materials and equipment, and coordinate with design engineers as required, to ensure compliance with contract and Caltrans requirements to guard against defects and deficiencies in the project work. 9. As appropriate, require special inspection or testing, or make recommendations to RCTC regarding special inspections or testing of work not in accordance with the provisions of the contract documents whether or not such work is fabricated, installed, or completed. Subject to review by Caltrans, RCTC and cities, Inspector may reject work which does not conform to the provisions of the contract and approving agencies. 10. Establish and process job control documents including: Daily inspection diaries Weekly Resident Engineers Newsletter Monthly construction progress payment Request for information Survey requests Materials receipts Weigh master certificates Materials submittals Weekly statements of working days Construction change orders Review of certified payrolls 2.2. Materials Testing, Construction Testing & Quality Assurance Program (QAP) Purpose: To provide project site and laboratory testing of construction materials used in the project for the purpose of determining quality and acceptability of materials and workmanship incorporated into the project and in compliance with the contract documents. Approach: FALCON will coordinate and manage the utilization of the materials and testing laboratory for the purpose of providing laboratory and field-testing of materials in DR A F T 540 25 of 37 accordance with test methods and frequencies specified in the contract documents, as required by the California Test Methods, and Caltrans’ Quality Assurance Manual. Assumptions: 1. It is assumed that RCTC will not provide the Materials Testing services on this contract under the direction of the CM. 2. FALCON shall provide material testers and laboratory technicians who are experienced and qualified for the inspection required. 3. FALCON will ensure the implementation of the Quality Assurance Program for source inspections, materials acceptance, and special inspections as required by the contract. 4. All material testing, materials acceptance and special inspections will be within the project limits or as required by the contract. 5. Contractor must formally request testing in writing. If no formal request is made (at what time), the CM will ensure the contractor will stop the effected work until testing is complete and materials are deemed acceptable. Note: RCTC may, if they choose, perform part or all of the materials testing. Deliverables: 1. Laboratory test reports maintained in the FALCON project files and turned over to RCTC at the completion of the project. 2. Summary sheet of all test reports submitted by others to substantiate compliance with contract documents. 3. Summary sheets of all Certificates of Compliance or source release tags furnished by the Contractor along with the applicable delivered materials at the job site. 4. Testing summary sheets. 5. Coordinate source inspections and special inspections as required by the contract document and the Quality Assurance Program. 2.3. Maintain Photographic and Video Records of Construction Progress Purpose: To provide RCTC with a photographic record of the project, before, during and after construction. Approach: Using digital photography, and construction video recording cameras, FALCON will record the Contractor's progress during construction on a daily basis or otherwise as approved by RCTC. Care will be taken to record all items and/or conditions that have or may have a bearing on claimed extra work. Still photographs will be labeled with captions indicating subject matter, date taken, and any description required to further clarify the item/issue being photographed. Assumptions: All photographs will remain at the FALCON office until the end of the project. Video DR A F T 541 26 of 37 will be recoded and saved as part of the protect records. Video will also be made available to the public via the Project web site. Deliverables: 1. A detailed photographic history of all phases of the project will be maintained in an album and the photographs will be indexed for ease of retrieval. Each photograph will be labeled as to location, direction of view, date, time, and description of work. Photos will include, but not be limited to, the following: • Showing existing conditions prior to construction • When opening or changing a detour • Barricade placement • Disputed work item • Work that has to be duplicated, replaced, or removed • Completed work. • Extra work 2. Construction video cameras, with pan, zoom, tilt capabilities are to be installed prior to construction start and maintained throughout the project. One camera in each quadrant of the interchange shall be place so as to capture the widest range of activity and clearest views of the project to the extent possible. Cameras may be required to be relocated as project phase’s change. Coordination with RCTC to provide live video feed via RCTC web site is required. FALCON is responsible for arranging for an appropriate power source for the cameras. Solar power may be considered. 2.4. Review and Maintain “As Built” Drawings Purpose: To provide RCTC with accurate record drawings for the project. Approach: FALCON will monitor the contractor’s required record drawings on a monthly basis. In addition to monitoring the contractor’s drawings, FALCON will maintain a copy of the contract plans for the project. FALCON will ensure that items that may not normally be shown on the contractor’s set of record drawings but are of importance to RCTC and Caltrans are included in the as-built drawings. This information is not necessarily construction related, but is project related and may be important in future maintenance and/or construction projects. Assumptions: 1. Contract documents will require contractor to prepare redline as-built drawings to reflect as-built conditions during the course of construction. 2. The FALCON will be responsible for ensuring the contractor maintains red line changes and will be responsible for making redline changes to one complete set of plans. 3. FALCON will assist in answering questions regarding the red line drawings, providing sketches or other clarifications to the design engineers for preparation of final As-Built record drawings. DR A F T 542 27 of 37 Deliverables: One set of marked up contract drawings. This set will be in addition to the contractor’s marked up set of contract drawings. 2.5. Final Inspection and Punch-list Purpose: To identify elements of construction requiring correction prior to final acceptance by RCTC. Approach: FALCON will perform a project inspection of the completed construction following substantial completion. During the inspection, the FALCON will develop a list of contract work requiring correction or rework. The written list of deficient work (punch-list) will be delivered to RCTC and CONTRACTOR within three (3) working days of the final inspection. The final punch-list will include items to be corrected that were identified previously during the course of construction. Assumptions: 1. RCTC will identify any key RCTC or other permitting agency (County, Caltrans, RCFC, etc.) personnel to be included in the final inspection. 2. FALCON will contact and schedule all required final inspection personnel 48 hour prior to the final inspection. 3. FALCON will prepare the final punch-list. Deliverables: Final punch-list 2.6. Final Acceptance – Punch List Assistance Purpose: To provide RCTC with reasonable assurance that the work of the project has been completed in compliance with the general intent of the contract documents. Approach: FALCON will coordinate a walk-through with RCTC, the Designer, and the Contractor. FALCON, with assistance from RCTC and the Designer will prepare a punch list indicating all deficiencies and/or omissions noted in the walk-through. FALCON will then forward the punch list to the Contractor for correction of the work in accordance with timelines defined in the contract. FALCON, in conjunction with RCTC, will inspect items on the punch list once the Contractor has notified the FALCON that the work is complete. Completed items on the punch list will be signed off by FALCON. Upon completion of the punch list work FALCON will notify RCTC that the work is complete and forward a copy of the completed punch list. Assumptions: FALCON will provide a preliminary punch list of outstanding work items to the Contractor. FALCON will ensure all punch list items are completed prior to requesting a final walk-thru from RCTC and the Designer. DR A F T 543 28 of 37 Deliverables: Completed and signed-off punch-list submitted to RCTC with the closeout documents. 2.7. Source Inspection Purpose FALCON will coordinate and manage the utilization of ZTC for the purpose of providing materials to be incorporated into the project. Performing Quality Assurance (QA) and Source Inspection (Special/Shop Inspection) on behalf of RCTC and DESIGNER to ensure all fabricated and manufactured structural materials are in compliance with project design documents, technical provisions, Caltrans specifications, Railroad requirements, and Federal guidelines. Approach ZTC will prepare a Source Inspection Quality Management Plan (SIQMP) for RCTC review and approval. Scope of QA source inspections will be summarized in detail based on risk-of-failure for all of project materials. ZTC will have a Structural Material Representative (SMR), a PE Engineer, during project construction. ZTC SMR will work closely with project RE and SR. SMR will review related project submittals, create project SIQMP, hold pre-fabrication meetings, visit fabricators, mange source inspection activities, coordination shop inspection, sign off QA source inspection reports, etc. SMR will create an open line of communication between Fabricators and Construction staff to resolve fabrication challenges in-time to ensure unnecessary time-delays in fabrication. SMR will process all incoming notices of materials to be used and assigns appropriate quality assurance procedures for those materials. ZTC will provide QA source inspectors, Certified Weld Inspectors (CWI), ASNT Non-Destructive Inspectors NDT for Ultrasonic Testing (UT) and Magnetic- Particle Testing (MT), Certified Radiographic Testing (RT) Film Reviewer, Precast Inspectors (PCI), NACE Certified Coating Inspectors, and other specialized inspectors as needed. ZTC Structural Materials Representative (SMR) will deploy QA source inspectors to the project’s various materials manufacturers, fabricators, and suppliers based on the quality assurance requirements set forth in the approved SIQMP. ZTC will file all source inspection records and will provide copy of the records to FALCON as project progresses. Assumptions Material QA source inspection and acceptance will range from Certificate of Compliance acceptance to full source inspection by one of ZTC’s certified material QA inspectors. Including precast MSE panels, welded hoops, structural fasteners, couplers, bearings pads, spherical bearings, and all other materials identified in the SIQMP. ZTC will make sure that all files, QC records, material test reports (MTRs), DR A F T 544 29 of 37 documents, test results, and engineering reviews are documented and are in conformance with the approved SIQMP. Deliverables ZTC will deliver the followings to RCTC during project construction and at project close-out: 1. Project Source Inspection Quality Management Plan (SIQMP) 2. Constructability review of Plans and Specs 3. Organizing and Managing Pre-Fabrication Meetings (Agenda and Minutes) will be kept for records 4. Monthly SIQMP Reports for project RE 5. Submittal Reviews: Shop Drawing, Mix Design, etc. 6. Fabrication Quality Control Plans Review: Welding Quality Contrail Plan (WQCP) Precast Quality Control Plan (PCQCP) 7. QA Source Inspection Reports for all materials listed in the SIQMP 8. Final material certification in accordance with the project specifications and the approved SIQMP 9. Project QA source inspection Close-Out letter Task 3 – LAND SURVEYING Purpose: To provide the necessary construction surveying to enable the contractor to construct the project in conformance with the contract documents. To provide RCTC with a final Record of Survey after completion of construction. Approach: FALCON will coordinate and manage the utilization of DEA for the purpose of providing construction surveying on the project. DEA will furnish surveying crew(s) to perform construction surveys for the 71/91 Interchange Project. The number of survey crew(s) assigned to the Project may vary throughout the duration of the construction contract to meet the Project needs. DEA survey requests will be assigned as needed by the Resident Engineer to meet the schedule of the construction contractor. Task 4 – GEOTECHNICAL AND MATERIALS TESTING AND INSPECTION Purpose: To provide geotechnical and materials testing and inspection services for the project with the purpose of determining quality and acceptability of materials and workmanship incorporated into the project and to confirm compliance with the contract documents. Approach: FALCON will coordinate and manage the utilization of Converse Consultants (CONVERSE) for the purpose of providing materials testing for concrete, LWCC, soils and other miscellaneous materials on the project. CONVERSE will furnish the DR A F T 545 30 of 37 necessary personnel and equipment to perform the required testing for the 71/91 Interchange Project. The number of testing personnel assigned to the Project may vary throughout the duration of the construction contract to meet the Project needs. CONVERSE testing requests will be assigned as needed by the Resident Engineer to meet the schedule of the construction contractor. Based on our review of the project plans and specifications the scope of work will likely include the tasks listed below. 1. Document Review CONVERSE will review project plans, specifications, and geotechnical report to gain a thorough understanding of the required material sampling and testing frequencies and test methods to be used. 2. Observation and Testing of Earthwork CONVERSE will have a technician available on site on an as-needed basis or full time, if necessary, to sample and test material, observe the methods used by the contractor to place material and document field observation and test results. The technician will verify that all unsuitable material as identified in the materials report are removed, processed, and placed back as compacted fill. The technician will also ascertain that the import soils meet the project specification. Samples will be collected, and tests will be conducted for verification. 3. Batch Plant Inspection Caltrans certified and experienced technicians will inspect the concrete and asphalt batch plants during production. A daily report stating all the observations made during the time of inspection will be prepared and submitted to the Resident Engineer. The Plant Inspector will have a copy of the approved mix design, indicating the aggregate source, manufacturer and grade of asphalt binder, and plant proposed to mix the AC. 4. HMA Quality Assurance Program FALCON, through CONVERSE, will provide Caltrans-certified technicians in the field during HMA paving. For Standard and QC/QA construction processes, one 4- to 6-inch diameter density core will be taken every 250 tons of HMA from random locations as determined by the RE or his representative. The cores will be transported to the CONVERSE Caltrans certified laboratory. For each density core, a bulk specific gravity (CT 308) will be performed, in addition to percent maximum theoretical density to determine the relative compaction of the HMA. We will perform all the quality assurance (QA) tests required as per Caltrans Standard Specification Section 39 for acceptance and provide the test results to the RE for the statistical evaluation. 5. Concrete Tests CONVERSE will use standard calibrated equipment for all field testing. CONVERSE will observe placement and test the quality of fresh concrete. Concrete Compressive Test Specimens will be prepared in the field in accordance with California Test 540, “Test for Making, Handling, and Storing Concrete Compressive Test Specimens in the Field”. DR A F T 546 31 of 37 Slump of the freshly mixed concrete will be measured in accordance with Caltrans Test 556, “Test for Slump of Fresh Portland Cement Concrete”. A test for penetration, in accordance with California Test 533, “Test for Ball Penetration in Fresh Portland Cement Concrete,” will be conducted on each batch of concrete from which a strength specimen will be made. Unit weight of fresh concrete will be measured in accordance with California Test 518, “Method of Test for Unit Weight of Fresh Concrete”. If air-entrained concrete is used, concrete will be tested using California Test 504, “Determining Air Content of Freshly Mixed Concrete by the Pressure Method”, on each batch of concrete made. Compressive strength of concrete will be tested in accordance with California Test 521, “Test for Compressive Strength of Molded Concrete Cylinder”. Flexural strength of concrete will be tested in accordance with Caltrans Test CT 523, “Test for Flexural Strength of Concrete”. Flexural strength of rapid strength concrete will be prepared and tested in accordance with California Test 524, “Test for Flexural Strength of Rapid Strength Concrete”. 6. Gamma-Gamma Logging and Cross Hole Sonic Test Access tubes will be installed over the full length of each CIDH pile. The access tubes consist of 2-in diameter Schedule 40 PVC pipes attached to reinforcing cage. GGL and CSL testing to address the four 84-inch diameter piles with an approximate length of 94 at abutment 1 and 114 feet at abutment 2. The construction schedule requiring testing in up to 4 sessions (assumed). GGL testing includes lowering of 4.5 foot long and 1.25-inch diameter probe to the bottom of each inspection tube and measuring the density of the concrete in close proximity of the inspection tubes at 0.1 feet intervals along the full length of the pile. CSL Testing is to be performed according to project specifications, ASTM D6760-08. 7. Laboratory Testing CONVERSE and their laboratories are certified by Caltrans and AASHTO to perform various tests on the materials. They experience in testing for roads, utilities and bridge projects and have sufficient laboratory capacity and capital to enable and complete the work within the given time frame. CONVERSE will provide a hard and/or electronic copy of the test results to the RE within 5 working days of the completion of the test. Field testing/compaction results of subgrade or asphalt concrete will be communicated to the RE as soon as the tests have been completed on the same day, with a hard copy to follow. 8. Project Management CONVERSE project manager will perform the following: 1. Ascertain that field personal with proper qualifications and experience are assigned to the project. 2. Review daily reports and laboratory test results before they are issued to the RE and contractor. DR A F T 547 32 of 37 3. Submit reports and test results as soon as they are due. 4. Address promptly any issue related to CONVERSE services. 5. Attend meetings as needed. Assumptions: Materials Testing fees are based on the following assumptions: 1. An 8-hour day at the site. It is assumed all work will be straight time. Overtime will be charged at 1.5 times the regular hourly rate. 2. There will be a 2-hour minimum charge in case of work cancellation after our field personnel have been dispatched. 3. Minimum 4-hour charge for each site visit. 4. It is understood that this is a prevailing wage project as defined in Labor Code Sections 1770-1780. 5. During the course of this contract our rates will be adjusted if the prevailing wage is adjusted by the Department of Industrial Relations. 6. The test locations will be prepared and ready for testing by field personnel upon their arrival at the site. The contractor will be responsible for the excavation and backfilling of all test locations. 7. Additional inspections and laboratory testing outside the agreed-upon scope of work can be provided upon request. 8. No additional work required will be provided without written authorization and a budget amendment from your authorized representative. 9. Services will be performed on a time-and-materials basis in accordance with our Schedule of Fees and General Conditions. 10. The field representative will not direct, supervise or lay out the work of the contractor, nor will it include a review or evaluation of the contractor's safety measures on or near the project. 11. Any meetings and/or consultation(s) requested by the client will also be charged in accordance with the Schedule of Fees. 12. If services are provided on an as-needed basis, no comments regarding compaction procedures or observations will be made. Daily field reports indicating work performed and test locations will be provided as the testing is completed. 13. Travel time will be billed for a 30-minute trip to the site and a 30-minute trip from site for a total of 1 hour. 14. Testing requests require 24 hours advance notice for services. We will, however, make every attempt to accommodate requests on shorter notice. Deliverables: CONVERSE deliverables will include the following: 1. Field report to RE at the end of each day. The report will include the following: Project Number Project identification number Project location Sample description and results Date sample collected. Date tester with name of the tester Data sample analyzed Analytical summary of testing method DR A F T 548 33 of 37 Special provision and other standards QAP certification Laboratory test result(s) as soon as they are due to the Registered Engineer and other team members as directed by RCTC. 2. Final close-out report which will include copies of all field daily reports, summary of all failed and passing tests, laboratory test results and interim letter/memos. 3. Photographs of the field sampling and geotechnical inspection work, including photographic evidence of non-complying materials Task 5 – PUBLIC OUTREACH 1.1. Neighborhood Liaison Strategy Purpose: To provide a strategy for dealing with issues related to the impacts of construction on the residential neighborhoods and businesses located adjacent to and within the limits of the project, to respond to public inquiries regarding the project, and to coordinate with RCTC, County, law enforcement, emergency services providers, transit agencies, school districts and others as needed regarding construction activities that may impact public safety. As part of the public outreach effort, it is anticipated that the FALCON team will coordinate with RCTC to conduct public meetings before and during construction. The team will also need to attend local community meetings to provide updates and information as requested. Approach: FALCON will develop in conjunction with RCTC a strategy for neighborhood and local community communication related to construction phase impacts and mitigation. Assumptions: FALCON will be responsible for development of the neighborhood liaison strategy. However, RCTC will provide general guidelines for community and neighborhood affairs, dictate protocol, and initiate contact with local elected officials, as required. RCTC will be responsible for the review and approval of the overall plan. Deliverables: 1. FALCON: Draft Neighborhood Affairs Strategy memorandum. 2. RCTC: Review and comment on draft Affairs Strategy memorandum. 3. RCTC: Review and comment on draft Affairs Strategy memorandum. 4. FALCON: Final Neighborhood Affairs Strategy memorandum. 1.2. Neighborhood Communication /Public Information Purpose: DR A F T 549 34 of 37 To provide an efficient means for keeping traveling public, adjacent residents and businesses appraised of the work activities they will encounter during construction. To provide a local contact telephone number that residents and businesses may contact to pose questions and discuss concerns. Approach: Using the Neighborhood affairs strategy memorandum, developed per Section 2 of this scope, FALCON, in coordination with RCTC, will prepare “Dear Neighbor” letters and door hangers to communicate with adjacent residents and businesses. Attending and facilitating public meetings, responding to citizens and business owner’s inquiries. Working with RCTC and Caltrans public information offices. Assumptions: All information for public use is to be reviewed for concurrence by RCTC. Deliverables: 1. Attend FALCON’s weekly Neighborhood/Business meetings on an as needed basis. 2. Minutes of any meetings listing questions posed by residents and business owners. 3. Work progress flyers (Dear Neighbor letters). 4. Door hangers if not provided by the Contractor. 5. Local contact number for FALCON. 6. 24-hour hot line 7. Installation of a construction site video camera 8. Project web page maintenance and updates including current schedule, progress updates, costs, public meeting information, camera feed, and project exhibits. 9. Provide Draft “Friday” report items to RCTC and draft news releases as needed. 10. Coordinate with CHP, law enforcement, emergency services, transit, schools, etc. regarding construction activities that may impact public safety. Task 6 – BIOLOGICAL/PALEONTOLOGICAL/ARCHEOLOGICAL MONTORING Purpose: To maintain compliance with federal, state, county and RCTC guidelines, requirements, and conditions of approval as required by regulatory permitting agency guidance and the Special Provisions. Approach: FALCON will coordinate and manage the utilization of Wood for the purpose of providing monitoring, reporting, submittal review and testing for all aspects of Biological/Paleontological/Archeological issues on the project. As part of the FALCON Team, they will act as a liaison between the contractor, RCTC and the various regulatory agencies to facilitate the construction of the project. 6.1. Pre-Construction Environmental Compliance DR A F T 550 35 of 37 Purpose: To maintain compliance with federal, state, and RCTC guidelines, requirements, and conditions of approval including pre-construction activities as required by regulatory permitting agency guidance and Special Provisions. Please see individual permits for more detailed information regarding activities, submittals, and reporting. Assumptions: 1. That these activities will occur prior to the start of construction. 2. All regulatory agency permits will be provided by RCTC for review 3. California Environmental Quality Act (CEQA) document will be provided for review. 4. RCTC will provide a copy of the Biological Resources Assessment, Jurisdictional Delineation Report, Natural Environmental Study (NES), Nesting Bird Management Plan, Bat Management Plan, Storm Water Pollution Prevention Plan (SWPPP), Paleontological Resource Mitigation Plan (PRMP), and Cultural Resource Mitigation Plan (CRMP). 5. BNSF safety training may be required before work can be completed within the BNSF right-of-way. Deliverables: 1. Submit to USFWS and CDFW name of Project Biologist(s) at least 60 days prior to project construction start for approval by USFWS and CDFW. 2. Notify permitting agencies of start of construction as per individual permit conditions. 3. Project Biologist and Paleontologist/Archaeologist shall implement Worker Environmental Awareness Program to educate on- site workers about sensitive environmental issues. Project Biologist and Paleontologist/Archaeologist shall provide interpretation for non-English speaking workers, if necessary. 4. Project Biologist shall conduct all pre-construction surveys in accordance with the environmental document, MMRP and permits for Project within their specific survey time frames. This includes nesting birds and bats. 5. Project Biologist shall oversee delineation of work boundary with appropriate fencing or flagging. Biologist shall determine and clearly delineate avoidance or buffer areas associated with actively nesting birds. 6.2. Environmental Coordination & Biological and Cultural Monitoring Purpose: To verify the contractor has copies of applicable permits and that the work activities abide by the requirements of the permits granted by regulatory agencies. All permits shall be kept current and renewed prior to expiration throughout the project duration. A copy of all permits should be kept on-site during construction activities. Approach: DR A F T 551 36 of 37 FALCON, through Wood, will review and enforce requirements stipulated in permits issued by Regulatory Agencies. Wood will mobilize a qualified Biologist and Archaeologist/Paleontologist to complete the necessary biological and cultural monitoring during construction activities identified during the pre-construction review and assessment. Immediately prior to and periodically throughout construction, Worker Environmental Awareness Program (WEAP) training will be provided and available throughout the construction process for both biological and cultural resources. A sign-in sheet will be maintained to document those that have completed the training. A biological monitor will be required on-site during construction related activities associated with the drainage feature and removal of native vegetation and landscape vegetation that may provide suitable habitat for nesting birds during the nesting bird season as identified in the regulatory agency permits. Cultural Resource Monitoring is required during disturbance of virgin soils as identified in the PRMP. Assumptions: 1. All permits will be provided for review. 2. All permits will be included in the contract documents. 3. Project Biologist and Archaeologist/Paleontologist will ensure compliance with permits and Stewardship Section of the project’s Special Provisions. 4. A qualified Biologist will be provided. This Biologist shall be knowledgeable and experienced in biology of wildlife resources present at the Project including nesting birds and bats. 5. The CDFW must approve the Biological Monitor. Biological Monitor will be responsible for ensuring the project site limits are maintained, establishing buffer areas to protect active nests, and identifying any listed or protected species within or adjacent to the PROJECT site. 6. FALCON assumes that no sensitive biological resource habitat occurs within the project site. 7. A single concrete-lined drainage feature occurs immediately adjacent to the BNSF railroad line. 8. No riparian habitat occurs within the drainage feature. 9. FALCON assumes nesting habitat is limited to the bridge crossing of the drainage and surrounding landscape vegetation. 10. CDFW may require a nesting bird management plan, if not already prepared. 11. A qualified Paleontologist/Archaeologist will be provided. The Paleontologist/Archaeologist shall be knowledgeable and experienced in cultural resources present at the Project. The monitor will also be experienced working with local tribal representatives, if necessary. Deliverables: Biological Monitor will: 1. Develop a Worker Environmental Awareness Program for sensitive biological resources potentially occurring within the project site. Each employee (including temporary, contractors, and subcontractors) will receive a training/awareness program. Interpretation for non-English speaking workers will be provided. They will be advised of the potential impact to the listed species and the potential penalties for taking such species. At a minimum, the program will include the following topics: occurrence of the listed and sensitive species in the area, their general ecology, sensitivity of the species to human activities, DR A F T 552 37 of 37 legal protection afforded these species, penalties for violation of Federal and State laws, reporting requirements, and project features designed to reduce the impacts to these species and promote continued successful occupation of the project area environs. The RESIDENT ENGINEER, CONTRACTOR, and USFWS-approved biological monitor will be responsible for ensuring that employees are aware of the sensitive biological resources on-site. 2. Weekly monitoring emails will be prepared documenting the construction activities and occurrence of sensitive biological resources. Monthly progress reports will also be provided to summarize the weekly monitoring reports. A final biological monitoring report will be prepared and submitted to all appropriate resource agencies following the completion of construction activities. Cultural Resource team will: 1. Develop a Worker Environmental Awareness Program for sensitive cultural resources potentially occurring within the project site. This training includes project-specific descriptions of potential significant impacts and a clear set of procedures to follow in the event of unanticipated discoveries (including a cultural resources discovery plan). Wood updates trainings as necessary for new project personnel, keeping a record of contractor staff who have received training and providing handout reminders with contact information. 2. Provide paleontological/archaeological monitors to comply with project specific PRMP and CRMP. Cultural monitors will be identifying and record resources – including through photo documentation, monitoring records, and GIS data to comply with industry standards. The cultural monitor will comply with federal regulation governing unanticipated discoveries – including of human remains in compliance with 43 Code of Federal Regulations [CFR] 10.4. If necessary, our cultural resources team will develop a project-specific plan in consultation with the lead agency to comply with mitigation measures based on California (Public Resources Code [PRC] 5097) law. In general, the approach to unanticipated discoveries follows standard best practices: establishing a temporary exclusion zone around the find, notifying lead agency representatives, assessing the find, and conducting necessary consultation regarding appropriate mitigation. 3. FALCON does not anticipate any fossil recovery or curation associated with this Project. If inadvertent discoveries occur, however, it is anticipated that fossil recovery will follow local guidelines. 4. Project paleontologist, in consultation with local area experts, will apply current best practices to stabilize and recover the fossil and to identify it to the most specific taxon possible. All recovered fossils will be analyzed and curated with appropriate local facilities. DR A F T 553 17336.03400\31233218.1 EXHIBIT “B” SCHEDULE OF SERVICES [attached behind this page] DR A F T 554 Riverside County Transportation Commission Project Schedule Total WD Apr May Jun July Aug Sept Oct Nov Dec Jan Feb Mar Apr May Jun July Aug Sept Oct Nov Dec Jan Feb Mar Apr May Jun July Aug Sept Oct Nov Dec Jan Feb Mar Apr May Jun July Aug Sept Oct Nov Dec Description Name Project Manager/Resident Engineer Kurt Pegg, PE 24 24 24 24 24 24 24 24 40 40 80 80 160 160 160 160 160 160 160 160 160 160 160 160 160 160 160 160 160 160 160 160 160 160 160 160 160 160 160 160 160 40 5,112 Assistant Resident Engineer Tariq Malik, PE 16 16 16 16 16 16 16 16 24 24 40 40 120 160 160 160 160 160 160 160 160 160 160 160 160 160 160 160 160 160 160 160 160 160 160 160 160 160 160 160 160 4,856 Project Controls Moh'd Khalaileh, PE 12 16 16 16 16 16 16 24 24 24 40 40 160 160 160 160 160 160 160 160 160 160 160 160 160 160 160 160 160 160 160 160 160 160 160 160 160 160 160 160 160 100 5,000 Lead Roadway Inspector Alex Naime, PE 160 160 160 160 160 160 160 160 160 160 160 160 160 160 160 160 120 80 80 80 80 3,000 SWPPP Review & Safety Engineer (PT-As Needed)Dion Castro, QSD, ToR 40 40 40 40 40 40 80 80 80 80 80 40 40 40 40 40 40 40 60 80 80 80 80 40 40 40 40 40 1,500 CCO Engineer Ali Al-Saadoon 100 120 120 120 120 120 120 120 120 120 120 120 120 120 120 120 120 120 120 120 120 2,500 Structures/Roadway Inspector Naim Abu-Laban, EIT 100 160 160 160 160 160 160 160 160 160 160 160 160 160 160 160 2,500 Office Engineer/Labor Compliance Inspector Sarah Alina 160 160 160 160 160 160 160 160 160 160 160 160 160 160 160 160 160 160 160 160 160 160 160 160 160 160 160 160 160 160 140 4,940 Structures/Roadway Inspector Dennis Parker 80 160 160 160 160 160 160 160 160 160 160 160 160 2,000 Structures/Roadway Inspector Mark Jardiolin 40 160 160 160 160 160 160 160 160 160 160 160 160 160 160 160 160 160 160 160 160 160 160 160 160 160 4,040 Roadway/Structures Inspector Ahmed Hamasha 160 160 160 160 160 160 160 160 160 160 160 160 160 160 160 160 160 160 160 160 160 160 160 160 3,840 Roadway/Structures Inspector Husam Elyo, EIT - Roadway/Structures Inspector Syed Afzal Biyabani 160 160 160 160 160 160 160 160 160 160 160 160 160 160 160 160 160 160 160 160 160 160 160 160 160 4,000 Roadway/Structures Inspector Timothy Dexter 160 160 160 160 160 160 160 160 160 160 160 160 80 2,000 Roadway/Electrical Inspector Salvador Orozco 160 160 160 160 160 160 160 160 160 160 160 160 160 160 160 160 160 160 160 160 160 160 160 160 160 4,000 Roadway/Strucutres Inspector Yazan Faqih - Construction Survey Bill Henry, PLS 40 40 40 40 40 40 40 40 40 40 40 40 40 40 40 40 40 40 40 40 40 40 40 40 960 Pavement Specialist Shakir Shatnawi 16 16 16 16 16 16 16 16 16 16 16 176 Landscape Architect/Inspection (As Needed)Rick Mayer 60 160 160 160 160 160 160 160 160 160 1,500 Drone Aerial/Photo Documentarian Sami Faqih 40 80 80 80 80 80 80 80 80 80 80 80 80 80 80 80 80 80 80 80 80 80 80 80 80 80 2,040 Drone Aerial/Photo Documentarian Kevin Mindreau 80 80 80 80 80 80 80 80 160 160 160 160 160 160 160 160 160 160 160 160 160 160 160 160 160 160 160 160 160 4,000 Pre- Construction Stage Construction Stage 71/91 Improvement Interchange Project, RFQ No. 21-31-012-00 2021 2022 2023 2024 DR A F T 555 17336.03400\31233218.1 EXHIBIT B-33 EXHIBIT “C” COMPENSATION PROVISIONS [attached behind this page] DR A F T 556 FIRM PROJECT TASKS/ROLE COST Falcon Engineering Services Construction Management Services 12,456,966.00$ AECOM Structures Representative 2,100,528.00 ZT Consulting Group Quality Assurance Source Insprection 300,376.00 David Evans & Assoc.Construction Surveying 400,000.00 Converse Consultants Materials Testing 699,996.00 Wood Environmental 249,999.00 EXP Structures Inspection 350,043.00 Arellano Associates Public Outreach 200,059.00 16,757,967.00$ TOTAL COSTS 1 Commission authorization pertains to total contract award amount. Compensation adjustments between consultants may occur; however, the maximum total compensation authorized may not be exceeded. EXHIBIT "C" Prime Consultant: Sub Consultants: COMPENSATION SUMMARY1 DR A F T 557 17336.03400\31233218.1 EXHIBIT "D" FEDERAL DEPARTMENT OF TRANSPORTATION FHWA AND CALTRANS REQUIREMENTS [attached behind this page] DR A F T 558 17336.03400\31233218.1 1. STATEMENT OF COMPLIANCE. A. Consultant’s signature affixed herein shall constitute a certification under penalty of perjury under the laws of the State of California that CONSULTANT has, unless exempt, complied with, the nondiscrimination program requirements of Government Code Section 12990 and Title 2, California Administrative Code, Section 8103. B. During the performance of this Agreement, Consultant and its subconsultants shall not 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. Consultant and subconsultants shall insure that the evaluation and treatment of their employees and applicants for employment are free from such discrimination and harassment. Consultant and subconsultants 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 Agreement by reference and made a part hereof as if set forth in full. Consultant and its subconsultants shall give written notice of their obligations under this clause to labor organizations with which they have a collective bargaining or other Agreement. C. If this Agreement is federally funded, the Consultant shall comply with regulations relative to Title VI (nondiscrimination in federally-assisted programs of the Department of Transportation – Title 49 Code of Federal Regulations, Part 21 - Effectuation of Title VI of the 1964 Civil Rights Act). Title VI provides that the recipients of federal assistance will implement and maintain a policy of nondiscrimination in which no person in the state of California shall, on the basis of race, color, national origin, religion, sex, age, disability, be excluded from participation in, denied the benefits of or subject to discrimination under any program or activity by the recipients of federal assistance or their assignees and successors in interest. D. If this Agreement is federally funded, the Consultant, with regard to the work performed by it during the Agreement shall act in accordance with Title VI. Specifically, the Consultant shall not discriminate on the basis of race, color, national origin, religion, sex, age, or disability in the selection and retention of Subconsultants, including procurement of materials and leases of equipment. The Consultant shall not participate either directly or indirectly in the discrimination prohibited by Section 21.5 of the U.S. DOT’s Regulations, including employment practices when the Agreement covers a program whose goal is employment. 2. DEBARMENT AND SUSPENSION CERTIFICATION DR A F T 559 17336.03400\31233218.1 CONSULTANT’s signature affixed herein, shall constitute a certification under penalty of perjury under the laws of the State of California, that CONSULTANT has complied with Title 2 CFR, Part 180, “OMB Guidelines to Agencies on Government wide Debarment and Suspension (nonprocurement)”, which certifies that he/she or any person associated therewith in the capacity of owner, partner, director, officer, or manager, is not currently under suspension, debarment, voluntary exclusion, or determination of ineligibility by any federal agency; has not been suspended, debarred, voluntarily excluded, or determined ineligible by any federal agency within the past three (3) years; does not have a proposed debarment pending; and has not been indicted, convicted, or had a civil judgment rendered against it by a court of competent jurisdiction in any matter involving fraud or official misconduct within the past three (3) years. Any exceptions to this certification must be disclosed to COMMISSION. B. Exceptions will not necessarily result in denial of recommendation for award, but will be considered in determining CONSULTANT responsibility. Disclosures must indicate to whom exceptions apply, initiating agency, and dates of action. C. Exceptions to the Federal Government Excluded Parties List System maintained by the General Services Administration are to be determined by the Federal highway Administration. 3. DISCRIMINATION The Commission shall not discriminate on the basis of race, color, national origin, or sex in the award and performance of any DOT-assisted contract or in the implementation of the Caltrans DBE program or the requirements of 49 CFR Part 26. The Commission shall take all necessary and reasonable steps under 49 CFR Part 26 to ensure nondiscrimination in the award and administration of DOT-assisted contracts. Consultant or subcontractor shall not discriminate on the basis of race, color, national origin, of sex in the performance of this Agreement. Consultant or subcontractor shall carry out applicable requirements of 49 CFR Part 26 and the Caltrans DBE program in the award and administration of DOT-assisted contracts, as further set forth below. Failure by the Consultant or subcontractor to carry out these requirements is a material breach of this Agreement, which may result in the termination of this Agreement or such other remedy, as the Commission deems appropriate. DR A F T 560 17336.03400\31233218.1 4. PROMPT PAYMENT Consultant agrees to pay each subcontractor under this prime contract for satisfactory performance of its contract no later than 10 days from the receipt of each payment the prime contractor receives from the Commission. Any delay or postponement of payment from the above referenced time frame may occur only for good cause following written approval of the Commission. This clause applies to both DBE and non-DBE subcontractors. 5. RELEASE OF RETAINAGE No retainage will be withheld by the Agency from progress payments due the prime consultant. Retainage by the prime consultant or subconsultants is prohibited, and no retainage will be held by the prime consultant from progress due subconsultants. Any violation of this provision shall subject the violating prime consultant or subconsultants to the penalties, sanctions, and other remedies specified in Section 7108.5 of the California Business and Professions Code. This requirement shall not be construed to limit or impair any contractual, administrative, or judicial remedies, otherwise available to the prime consultant or subconsultant in the event of a dispute involving late payment or nonpayment by the prime consultant or deficient subconsultant performance, or noncompliance by a subconsultant. This provision applies to both DBE and non-DBE prime consultants and subconsultants. 6. LEGAL REMEDIES In addition to those contract remedies set forth under relevant provisions of California law, either Party to this Agreement may, where applicable, seek legal redress for violations of this Agreement pursuant to the relevant provisions of 49 C.F.R. Parts 23 and 26, to the relevant federal or state statutory provisions governing civil rights violations, and to the relevant federal and state provisions governing false claims or “whistleblower” actions, as well as any and all other applicable federal and state provisions of law. The Consultant shall include a provision to this effect in each of its agreements with its subcontractors. 7. DBE PARTICIPATION Caltrans has developed a statewide DBE program pursuant to 49 C.F.R. Part 26. The requirements and procedures, as applicable, of the Caltrans DBE program are hereby incorporated by reference into this Agreement. Even if no DBE participation will be reported, Consultant shall complete Exhibits "E" of this Agreement in compliance with the Caltrans DBE program, and a final utilization report in the form provided by the Commission. DR A F T 561 17336.03400\31233218.1 A. This Agreement is subject to Title 49, Part 26 of the Code of Federal Regulations entitled “Participation by Disadvantaged Business Enterprises in Department of Transportation Financial Assistance Programs.” By obtaining DBE participation on this Agreement, Consultant will assist Caltrans in meeting its federally mandated statewide overall DBE goal. B. This Agreement has a ____ DBE goal. The Consultant must meet the goal by committing DBE participation or document a good faith effort to meet the goal. If a DBE subconsultant is unable to perform, the Consultant must make a good faith effort to replace him/her with another DBE subconsultant, if the goal is not otherwise met. A DBE is a firm meeting the definition of a DBE as specified in 49 CFR. C. DBE and other small businesses (SB), as defined in Title 49 CFR, Part 26 are encouraged to participate in the performance of agreements financed in whole or in part with federal funds. The Consultant, subrecipient or subconsultant shall not discriminate on the basis of race, color, national origin, or sex in the performance of this Agreement. The Consultant shall carry out applicable requirements of 49 CFR, Part 26 in the award and administration of US DOT- assisted agreements. Failure by the contractor to carry out these requirements is a material breach of this Agreement, which may result in the termination of this Agreement or such other remedy as the Commission, Caltrans or the Department of Transportation deems appropriate. D. Any subcontract entered into as a result of this Agreement shall contain all of the provisions of this section. E. A DBE may be terminated only with prior written approval from the Commission and only for the reasons specified in 49 CFR 26.53(f). Prior to requesting Commission consent for the termination, the prime consultant must meet the procedural requirements specified in 49 CFR 26.53(f). 8. DBE PARTICIPATION GENERAL INFORMATION It is Consultant's responsibility to be fully informed regarding the requirements of 49 CFR, Part 26, and the Caltrans DBE program. Particular attention is directed to the following: A. A DBE must be a small business firm defined pursuant to 13 CFR 121 and be certified through the California Unified Certification Program (CUCP). B. A certified DBE may participate as a prime contractor, subcontractor, joint venture partner, as a vendor of material or supplies, or as a trucking company. C. A DBE joint-venture partner must be responsible for specific contract items of work or clearly defined portions thereof. Responsibility means actually performing, managing and supervising the work with its own forces. The DBE joint venture partner DR A F T 562 17336.03400\31233218.1 must share in the capital contribution, control, management, risks and profits of the joint-venture commensurate with its ownership interest. D. A DBE must perform a commercially useful function, pursuant to 49 CFR 26.55 that is, must be responsible for the execution of a distinct element of the work and must carry out its responsibility by actually performing, managing and supervising the work, as more fully described in section 8 below. E. The Consultant shall list only one subcontractor for each portion of work as defined in the Consultant's bid/proposal and all DBE subcontractors should be listed in the Consultant's bid/cost proposal list of subcontractors. F. A Consultant who is a certified DBE is eligible to claim all of the work in the Agreement toward the DBE participation except that portion of the work to be performed by non-DBE subcontractors. 9 . COMMERCIALLY USEFUL FUNCTION A. A DBE performs a commercially useful function when it is responsible for execution of the work of the Agreement and is carrying out its responsibilities by actually performing, managing, and supervising the work involved. To perform a commercially useful function, the DBE must also be responsible with respect to materials and supplies used on the Agreement, for negotiating price, determining quality and quantity, ordering the material, and installing (where applicable) and paying for the material itself. To determine whether a DBE is performing a commercially useful function, evaluate the amount of work subcontracted, industry practices; whether the amount the firm is to be paid under the Agreement is commensurate with the work it is actually performing, and other relevant factors. B. A DBE does not perform a commercially useful function if its role is limited to that of an extra participant in a transaction, Agreement, or project through which funds are passed in order to obtain the appearance of DBE participation. In determining whether a DBE is such an extra participant, examine similar transactions, particularly those in which DBEs do not participate. C. If a DBE does not perform or exercise responsibility for at least thirty percent of the total cost of its Agreement with its own work force, or the DBE subcontracts a greater portion of the work of the Agreement than would be expected on the basis of normal industry practice for the type of work involved, it will be presumed that it is not performing a commercially useful function. 10. DBE CERTIFICATION AND DE-CERTIFICATION STATUS If a DBE subcontractor is decertified during the life of the Agreement, the decertified subcontractor shall notify the Contractor in writing with the date of de-certification. If a DR A F T 563 17336.03400\31233218.1 subcontractor becomes a certified DBE during the life of the Agreement, the subcontractor shall notify the Contractor in writing with the date of certification. Any changes should be reported to the Commission’s Contract Administrator within 30 days. 11. DBE RECORDS A. The Contractor shall maintain records of materials purchased and/or supplied from all subcontracts entered into with certified DBEs. The records shall show the name and business address of each DBE or vendor and the total dollar amount actually paid each DBE or vendor, regardless of tier. The records shall show the date of payment and the total dollar figure paid to all firms. DBE prime Contractors shall also show the date of work performed by their own forces along with the corresponding dollar value of the work. In addition to all other requirements, Consultant shall complete and submit, on a monthly basis, the Monthly DBE Payment form (Caltrans Exhibit 9-F of Chapter 9 of the LAPM). B. Upon completion of the Agreement, a summary of these records shall be prepared and submitted on the most current version of the form entitled, “Final Report- Utilization of Disadvantaged Business Enterprises (DBE),” CEM- 2402F (Exhibit 17-F in Chapter 17 of the LAPM), certified correct by the Contractor or the Contractor’s authorized representative and shall be furnished to the Commission’s Contract Administrator with the final invoice. Failure to provide the summary of DBE payments with the final invoice will result in twenty-five percent (25%) of the dollar value of the invoice being withheld from payment until the form is submitted. The amount will be returned to the Contractor when a satisfactory “Final Report Utilization of Disadvantaged Business Enterprises (DBE)” is submitted to the Commission’s Contract Administrator. a. Prior to the fifteenth of each month, the Contractor shall submit documentation to the Commission’s Contract Administrator showing the amount paid to DBE trucking companies. The Contractor shall also obtain and submit documentation to the Commission’s Contract Administrator showing the amount paid by DBE trucking companies to all firms, including owner-operators, for the leasing of trucks. If the DBE leases trucks from a non-DBE, the Contractor may count only the fee or commission the DBE receives as a result of the lease arrangement. b. The Contractor shall also submit to the Commission’s Contract Administrator documentation showing the truck number, name of owner, California Highway Patrol CA number, and if applicable, the DBE certification number of the truck owner for all trucks used during that month. This documentation shall be submitted on the Caltrans ”Monthly DBE Trucking Verification,” CEM-2404(F) form provided to the Contractor by the Commission’s Contract Administrator. DR A F T 564 17336.03400\31233218.1 12. REPORTING MATERIAL OR SUPPLIES PURCHASED FROM DBEs When Reporting DBE Participation, Material or Supplies purchased from DBEs may count as follows: A. If the materials or supplies are obtained from a DBE manufacturer, 100 % of the cost of the materials or supplies will count toward the DBE participation. A DBE manufacturer is a firm that operates or maintains a factory or establishment that produces on the premises, the materials, supplies, articles, or equipment required under the Agreement and of the general character described by the specifications. B. If the materials or supplies purchased from a DBE regular dealer, count 60 % of the cost of the materials or supplies toward DBE goals. A DBE regular dealer is a firm that owns, operates or maintains a store, warehouse, or other establishment in which the materials, supplies, articles or equipment of the general character described by the specifications and required under the Agreement, are bought, kept in stock, and regularly sold or leased to the public in the usual course of business. To be a DBE regular dealer, the firm must be an established, regular business that engages, as its principal business and under its own name, in the purchase and sale or lease of the products in question. A person may be a DBE regular dealer in such bulk items as petroleum products, steel, cement, gravel, stone or asphalt without owning, operating or maintaining a place of business provided in this section. C. If the person both owns and operates distribution equipment for the products, any supplementing of regular dealers’ own distribution equipment, shall be by a long-term lease agreement and not an ad hoc or Agreement-by-Agreement basis. Packagers, brokers, manufacturers’ representatives, or other persons who arrange or expedite transactions are not DBE regular dealers within the meaning of this section. D. Materials or supplies purchased from a DBE, which is neither a manufacturer nor a regular dealer, will be limited to the entire amount of fees or commissions charged for assistance in the procurement of the materials and supplies, or fees or transportation charges for the delivery of materials or supplies required on the job site, provided the fees are reasonable and not excessive as compared with fees charged for similar services. 13. REPORTING PARTICIPATION OF DBE TRUCKING COMPANIES When Reporting DBE Participation, Participation of DBE trucking companies may count as follows: A. The DBE must be responsible for the management and supervision of the entire trucking operation for which it is responsible. DR A F T 565 17336.03400\31233218.1 B. The DBE must itself own and operate at least one fully licensed, insure, and operational truck used on the Agreement. C. The DBE receives credit for the total value of the transportation services it provides on the Agreement using trucks it owns, insures, and operates using drivers it employs. D. The DBE may lease trucks from another DBE firm including an owner-operator who is certified as a DBE. The DBE who leases trucks from another DBE receives credit for the total value of the transportation services the lessee DBE provides on the Agreement. E. The DBE may also lease trucks from a non-DBE firm, including an owner- operator. The DBE who leases trucks from a non-DBE is entitled to credit only for the fee or commission it receives as a result of the lease arrangement. The DBE does not receive credit for the total value of the transportation services provided by the lessee, since these services are not provided by the DBE. F. For the purposes of this section, a lease must indicate that the DBE has exclusive use and control over the truck. This does not preclude the leased truck from working for others during the term of the lease with the consent of the DBE, as long as the lease gives the DBE absolute priority for use of the leased truck. Leased trucks must display the name and identification number of the DBE. 14. DEBARMENT, SUSPENSION AND OTHER INELIGIBILITY AND VOLUNTARY EXCLUSION In accordance with 49 CFR Part 29, which by this reference is incorporated herein, Consultant’s subconsultants completed and submitted the Certificate of subconsultant Regarding Debarment, Suspension and Other Ineligibility and Voluntary Exclusion as part of the Consultant’s proposal. If it is later determined that Consultant’s subconsultants knowingly rendered an erroneous Certificate, the Commission may, among other remedies, terminate this Agreement. 15. ENVIRONMENTAL COMPLIANCE A. Compliance with all applicable standards, orders, or requirements issued under section 306 of the Clean Air Act (42 U.S.C. 1857(h)), section 508 of the Clean Water Act (33 U.S.C. 1368), Executive Order 11738, and Environmental Protection Agency regulations (40 CFR part 15). (Contracts, subcontracts, and subgrants of amounts in excess of $100,000). B. 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 (Pub. L. 94-163, 89 Stat. 871). DR A F T 566 17336.03400\31233218.1 16. NATIONAL LABOR RELATIONS BOARD CERTIFICATION In accordance with Public Contract Code Section 10296, and by signing this Agreement, Consultant certifies under penalty of perjury that no more than one final unappealable finding of contempt of court by a federal court has been issued against Consultant within the immediately preceding two-year period, because of Consultant’s failure to comply with an order of a federal court that orders Consultant to comply with an order of the National Labor Relations Board. 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Section 1352. This disclosure of lobbying reliance was placed by the tier above when his transaction was made or entered into. This disclosure is required pursuant to 31 U.S.C. 1352. This information will be reported to Congress semiannually and will be available for public inspection. Any person who fails to file the required disclosure shall be subject to a civil penalty of not less than $10,000 and not more than $100,000 for each such failure. Signature: ________________________________________ Print Name: _______________________________________ Title: ____________________________________________ Telephone No.: ____________________ Date: ___________ Authorized for Local Reproduction Federal Use Only: Standard Form - LLL Standard Form LLL Rev. 04-28-06 Distribution: Orig- Local Agency Project Files N/A N/A N/A N/A N/A N/A N/A N/AN/A EXHIBIT K - 1 __________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________ ____________________________________________________________________________ 01/21/2021(818) 929-8162 Principal Farzad Tasbihgoo NOT APPLICABLE TO ZT CONSULTING GROUP,INC. 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Type of Federal Action: 2. Status of Federal Action: 3. Report Type: a. contract a. bid/offer/application a. initial b. grant b. initial award b. material change c. cooperative agreement c. post-award d. loan For Material Change Only: e. loan guarantee year ____ quarter _________ f. loan insurance date of last report __________ 4. Name and Address of Reporting Entity 5. If Reporting Entity in No. 4 is Subawardee, Enter Name and Address of Prime: Prime Subawardee Tier _______ , if known Congressional District, if known Congressional District, if known 6. Federal Department/Agency: 7. Federal Program Name/Description: CFDA Number, if applicable ____________________ 8. Federal Action Number, if known: 9. Award Amount, if known: 10. Name and Address of Lobby Entity 11. Individuals Performing Services (If individual, last name, first name, MI) (including address if different from No. 10) (last name, first name, MI) (attach Continuation Sheet(s) if necessary) 12. Amount of Payment (check all that apply) 14. Type of Payment (check all that apply) $ _____________ actual planned a. retainer b. one-time fee 13. Form of Payment (check all that apply): c. commission a. cash d. contingent fee b. in-kind; specify: nature _______________ e deferred Value _____________ f. other, specify _________________________ 15. Brief Description of Services Performed or to be performed and Date(s) of Service, including officer(s), employee(s), or member(s) contacted, for Payment Indicated in Item 12: (attach Continuation Sheet(s) if necessary) 16. Continuation Sheet(s) attached: Yes No 17. Information requested through this form is authorized by Title 31 U.S.C. Section 1352. This disclosure of lobbying reliance was placed by the tier above when his transaction was made or entered into. This disclosure is required pursuant to 31 U.S.C. 1352. This information will be reported to Congress semiannually and will be available for public inspection. Any person who fails to file the required disclosure shall be subject to a civil penalty of not less than $10,000 and not more than $100,000 for each such failure. Signature: ________________________________________ Print Name: _______________________________________ Title: ____________________________________________ Telephone No.: ____________________ Date: ___________ Authorized for Local Reproduction Federal Use Only: Standard Form - LLL Standard Form LLL Rev. 04-28-06 Distribution: Orig- Local Agency Project Files ecessary) ______________________________________________ EXHIBIT K - 1 Scott Crawford Biology Group Manager 714.742.5316 1/21/2021 DR A F T 576 "L;9FWPPCQR9J<>W+OL;?=SM>QW'9JS9GW 6 2W -W CQ;ILPSN>WL@W#L::UDKAW;RETERD>QW "')## ) "$)))%( &)!) 7! 3W.W 0$*14/W*W%*8 )W3 5 3!0W ¨´1¼Ŷ½ ŶºŶ¾Ŷ¢ 0§ Ŷ1É ®Ŷ-/Á£Æ¤Â¥ ŶµÃ¸ Ä-² Ŷ Ŷ}Ŷ Å* g/*Ŷ~Ŷ ' ) ) ") $ $$&#) ) !) $ "%)' hŶ Ŝ ŝŶ lŶ 7z6éņ{FGý=qŶ čĎď iŶ ŘŞ Ôm 8 9&þġŶ%r ! 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À? ùŶ±yŶ Ŷ ŰŔ:ŵŶ6ľIŶĩŶ¹łŕűę Ŷ ũĽŖŶŗįŶ) Ŷ XÌ}< Whdø$(.i ø Y¢6øU pø &,,W W ,9B?HW (9VW W W DR A F T 577 DR A F T 578 GREEN RIVER ON-RAMP OVERHEAD CONSTRUCTION and MAINTENANCE AGREEMENT 08-RIV-91 PM R1.14 BNSF Agreement No. BF10012943 STATE Contract No. XXXXXX RCTC Agreement No. 21-31-091-00 Green River On-Ramp Overhead, State Bridge No. 56-0860S U.S. D.O.T. No. 026533K San Bernardino Subdivision LS 7602 MP29.463 This Agreement (“Agreement”), is executed to be effective as of this _____ day of________, 20__ (“Effective Date”), by and between BNSF RAILWAY COMPANY, a Delaware corporation ("BNSF"), the STATE of CALIFORNIA, acting through the Department of Transportation, hereinafter referred to as (“STATE”), and the RIVERSIDE COUNTY TRANSPORTATION COMMISSION hereinafter referred to as (“RCTC”), a public entity of the State of California, hereinafter referred to as (“Parties”). RECITALS: WHEREAS, BNSF owns and operates a line of railroad in and through the City of Corona, County of Riverside, State of California, hereinafter referred to as (“Rail Corridor”); WHEREAS, the Parties have entered into an agreement dated June 24, 2014, carried in RCTC’s records as Agreement No. 14-31-115-00 and in BNSF’s records as Agreement No. BF-10006350, which provided for the construction and maintenance of the West Prado Overhead State Bridge No. 56-0634L/R and the W91-Green River Road Off-Ramp Overhead State Bridge No. 56-0865S; WHEREAS, RCTC has adopted a project to construct a direct connector between eastbound State Route 71 and northbound State Route 91 requiring the reconstruction of the Green River Road on-ramp to eastbound SR 91 (“SR-71/SR-91 Interchange Project”); WHEREAS, the SR-71/SR-91 Interchange Project will involve the construction of a new crossing at separated grades to be known as the Green River On-Ramp Overhead, D.O.T. No. 026533K. WHEREAS, RCTC and STATE desire to proceed with the construction of the Green River On- Ramp Overhead to accommodate the SR-71/SR-91 Interchange Project. The Green River On- Ramp Overhead will be constructed as a 5 span, cast-in-place post-tensioned reinforced concrete box girder bridge, 964 feet long. The width of the Green River On-Ramp Overhead is 39’-6” wide and is supported on concrete piers and abutments. At Bents 2, 3, 4, and 5, the super structure is supported by a single 5’-6”X8”-0” octagonal column. The new Green River On-Ramp Overhead shall be referred to herein as (“STRUCTURE”). ATTACHMENT 3 579 WHEREAS, RCTC will fund the cost to construct the SR-71/SR-91 Interchange Project using a contractor (“Contractor”); WHEREAS, STATE is the owner of State Route 71, State Route 91, and the State Highway System; WHEREAS, RCTC and STATE have entered into Cooperative Agreement No 08-1380 dated March 21, 2016 permitting RCTC to acquire property on behalf of STATE and to design and construct the SR-71/SR-91 Interchange Project; WHEREAS, upon completion and acceptance of the SR-71/SR-91 Interchange Project by STATE, STATE will thereafter own and maintain all highway improvements made by RCTC under this Agreement; WHEREAS, pursuant to this Agreement, RCTC will acquire from BNSF a Temporary Construction License; and WHEREAS, pursuant to this Agreement, RCTC will acquire a permanent easement (“Easement”), on behalf of the STATE, as required for the SR-71/SR-91 Interchange Project. NOW, THEREFORE, in consideration of the mutual covenants and agreements of the Parties contained herein, the receipt and sufficiency of which are hereby acknowledged, the parties agree as follows: ARTICLE I) SCOPE OF WORK 1. The term "Project" as used herein includes any and all work related to the construction of the proposed STRUCTURE, more particularly described on the Exhibit A attached hereto and incorporated herein, including, but not limited to, any and all changes to telephone, telegraph, signal and electrical lines and appurtenances, temporary and permanent track work, fencing, grading, alterations to or new construction of drainage facilities, preliminary and construction engineering and contract preparation. Additionally, temporary controls during construction must be in compliance with Section 8A-08, "Temporary Traffic Control Zones" of the Manual of Uniform Traffic Control Devices (“MUTCD”), U.S. Department of Transportation. ARTICLE II) BNSF OBLIGATIONS In consideration of the covenants of STATE and RCTC set forth herein and the faithful performance thereof, BNSF agrees as follows: 1. Upon RCTC’s payment to BNSF of an administrative fee in the sum of Two Thousand and No/100 Dollars ($2,000), together with the Permanent Aerial and Footing Easements and Temporary Construction License Fee in the sum of $671,152.00 and No/100 Dollars ($671,152), BNSF hereby grants to RCTC, its successors and assigns, upon and subject to the terms and conditions set forth in this Agreement, a temporary non-exclusive license (hereinafter called, “Temporary Construction License”) to construct the Structure across or upon the portion of BNSF's Rail Corridor as described further on Exhibit A-1, excepting and reserving BNSF’s rights, 580 and the rights of any others who have obtained, or may obtain, permission or authority from BNSF, to do the following: (a) Operate, maintain, renew and/or relocate any and all existing railroad track or tracks, wires, pipelines and other facilities of like character upon, over or under the surface of said Rail Corridor; (b) Construct, operate, maintain, renew and/or relocate upon said Rail Corridor, without limitation, such facilities as the BNSF may from time to time deem appropriate, provided such facilities do not materially interfere with the RCTC’s construction of the STRUCTURE; (c) Otherwise use or operate the Rail Corridor as BNSF may from time to time deem appropriate, provided such use or operations does not materially interfere with the STATE’s use of the STRUCTURE; and (d) Require RCTC or its contractor to execute a Temporary Construction Crossing Agreement, for any temporary crossing requested to aid in the construction of this STRUCTURE. The term of the Temporary Construction License begins on the Effective Date and ends on the earlier of (i) substantial completion of the STRUCTURE, or (ii) Thirty (30) months following the Effective Date. The Temporary Construction License and related rights given by BNSF to RCTC in this provision are without warranty of title of any kind, express or implied, and no covenant of warranty of title will be implied from the use of any word or words herein contained. The Temporary Construction License is for construction of the STRUCTURE only and shall not be used by RCTC for any other purpose. RCTC acknowledges and agrees that RCTC shall not have the right, under the Temporary Construction License, to use the STRUCTURE for any other purpose than construction. In the event STATE and RCTC is evicted by anyone owning, or claiming title to or any interest in said Rail Corridor, BNSF will not be liable to STATE and RCTC for any damages, losses or any expenses of any nature whatsoever. The granting of similar rights to others, subsequent to the date of this Agreement, will not impair or interfere with the rights granted to RCTC herein. Upon RCTC’s payment to BNSF of the additional sum of $0 and No/100 Dollars ($0), such payment to be made within thirty (30) days of issuing the Notice to Proceed pursuant to Article III, Section 16 of this Agreement, and provided further that RCTC is in compliance with the term and conditions of this Agreement, BNSF will grant to RCTC , its successors and assigns, an easement (hereinafter called, the “Easement”) to enter upon and use that portion of BNSF’s Rail Corridor as is necessary to use and maintain the STRUCTURE, substantially in the form of Exhibit B attached to this Agreement. If RCTC fails to pay BNSF within the thirty-day time period set forth in the preceding sentence, BNSF may stop construction of the STRUCTURE until full payment is received by BNSF. 2. BNSF will furnish all labor, materials, tools, and equipment for railroad work required for the construction of the STRUCTURE, such railroad work and the estimated cost thereof being as 581 shown on Exhibit D attached hereto and made a part hereof. In the event construction on the STRUCTURE has not commenced within six (6) months following the Effective Date, BNSF may, in its sole and absolute discretion, revise the cost estimates set forth in said Exhibit D. In such event, the revised cost estimates will become a part of this Agreement as though originally set forth herein. Any item of work incidental to the items listed on Exhibit D not specifically mentioned therein may be included as a part of this Agreement upon written approval of RCTC, which approval will not be unreasonably withheld. Construction of the STRUCTURE must include the following railroad work by BNSF: (a) Procurement of materials, equipment and supplies necessary for the railroad work; (b) Preliminary engineering, design, and contract preparation; (c) Furnishing of flagging services during construction of the STRUCTURE as required and set forth in further detail on Exhibit C; (d) Furnishing engineering and inspection as required in connection with the construction of the STRUCTURE; (e) Providing a contract project coordinator, at RCTC’s expense, to serve as a project manager for the STRUCTURE; 3. BNSF will do all railroad work set forth in Article II, Section 2 above on an actual cost basis, when BNSF, in its sole discretion, determines it is required by its labor agreements to perform such work with its own employees working under applicable collective bargaining agreements. 4. RCTC agrees to reimburse BNSF for work of an emergency nature caused by RCTC or RCTC’s contractor in connection with the STRUCTURE which BNSF deems is reasonably necessary for the immediate restoration of railroad operations, or for the protection of persons or BNSF property. Such work may be performed by BNSF with reasonable prior notification of the scope and estimated cost and duration of emergency work without prior approval of RCTC and RCTC agrees to fully reimburse BNSF for all such emergency work. 5. BNSF may charge RCTC for insurance expenses, including self-insurance expenses, when such expenses cover the cost of Employer's Liability (including, without limitation, liability under the Federal Employer's Liability Act) in connection with the construction of the STRUCTURE. Such charges will be considered part of the actual cost of the STRUCTURE, regardless of the nature or amount of ultimate liability for injury, loss or death to BNSF's employees, if any. 6. During the construction of the STRUCTURE, BNSF will send RCTC progressive invoices detailing the costs of the railroad work performed by BNSF under this Agreement. RCTC must reimburse BNSF for completed force-account work within thirty (30) days of the date of the invoice for such work. Upon completion of the STRUCTURE, BNSF will send RCTC a detailed invoice of final costs, segregated as to labor and materials for each item in the recapitulation shown on Exhibit D. Pursuant to this section and Article IV, Section 7 herein, RCTC must pay the final 582 invoice within ninety (90) days of the date of the final invoice. BNSF will assess a finance charge of .033% per day (12% per annum) on any unpaid sums or other charges due under this Agreement which are past its credit terms. The finance charge continues to accrue daily until the date payment is received by BNSF, not the date payment is made or the date postmarked on the payment. Finance charges will be assessed on delinquent sums and other charges as of the end of the month and will be reduced by amounts in dispute and any unposted payments received by the month’s end. Finance charges will be noted on invoices sent to RCTC under this section. For purposes of computing the time limits prescribed by Section 911.2 of the California Government Code for the presentment of a claim against the RCTC the cause of action for failure to reimburse BNSF for the costs of the Railroad work performed by it pursuant to this Agreement shall be deemed to have accrued one hundred and eighty (180) days of the date of the final invoice. ARTICLE III) RCTC OBLIGATIONS In consideration of the covenants of BNSF set forth herein and the faithful performance thereof, RCTC agrees as follows: 1. RCTC must furnish to BNSF plans and specifications for the STRUCTURE. Four sets of said plans (reduced size 11” x 17”), together with two copies of calculations, and two copies of specifications in English Units, must be submitted to BNSF for approval prior to commencement of any construction. BNSF will give RCTC final written approval of the plans and specifications substantially in the form of Exhibit E, attached to this Agreement and made a part hereof. Upon BNSF’s final written approval of the plans and specifications, said plans and specifications will become part of this Agreement and are hereby incorporated herein. Any approval of the plans and specifications by BNSF shall in no way obligate BNSF in any manner with respect to the finished product design and/or construction. Any approval by BNSF shall mean only that the plans and specifications meet the subjective standards of BNSF, and such approval by BNSF shall not be deemed to mean that the plans and specifications or construction is structurally sound and appropriate or that such plans and specifications meet applicable regulations, laws, statutes or local ordinances and/or building codes. 2. RCTC must make any required application and obtain all required permits and approvals for the construction of the STRUCTURE. 3. RCTC must provide for and maintain minimum vertical and horizontal clearances, as required in Exhibit C and as approved by BNSF as part of the plans and specifications for the STRUCTURE. 4. RCTC must acquire all rights of way necessary for the construction of the STRUCTURE. 5. RCTC must make any and all arrangements, in compliance with BNSF’s Utility Accommodation Manual (http://www.bnsf.com/communities/faqs/pdf/utility.pdf), for the installation or relocation of wire lines, pipe lines and other facilities owned by private persons, companies, corporations, political subdivisions or public utilities other than BNSF which may be necessary for the construction of the STRUCTURE. 583 6. RCTC must construct the STRUCTURE as shown on the attached Exhibit A and do all work (“RCTC’s Work”) provided for in the plans and specifications for the STRUCTURE, except railroad work that will be performed by BNSF hereunder. RCTC must furnish all labor, materials, tools and equipment for the performance of RCTC’s Work. The principal elements of RCTC’s Work are as follows: (a) Design and the construction of the STRUCTURE; (b) All necessary grading and paving, including backfill of excavations and restoration of disturbed vegetation on BNSF’s Rail Corridor; (c) Provide suitable drainage, both temporary and permanent; (d) Provide appropriate pedestrian/trespassing control during construction; (e) Job site cleanup including removal of all construction materials, concrete debris, surplus soil, refuse, contaminated soils, asphalt debris, litter and other waste materials to the satisfaction of BNSF; 7. RCTC must apply and maintain said D.O.T. Crossing number 026533K, and the Public Utility Commission Crossing number 002B-29.54-A in a conspicuous location on the STRUCTURE. 8. RCTC’s Work must be performed by RCTC or RCTC’s contractor in a manner that will not endanger or interfere with the safe and timely operations of BNSF and its facilities. 9. For any future inspection or maintenance, either routine or otherwise, performed by subcontractors on behalf of the RCTC, RCTC shall require the subcontractors to comply with the provisions of the attached Exhibit C and execute the agreement attached hereto as Exhibit C-1. Prior to performing any future maintenance with its own personnel, RCTC shall: comply with all of BNSF’s applicable safety rules and regulations; require any RCTC employee performing maintenance to complete the safety training program at the BNSF’s Internet Website “www.BNSFContractor.com”; notify BNSF when, pursuant to the requirements of Exhibit C, a flagger is required to be present; procure, and have approved by BNSF’s Risk Management Department, Railroad Protective Liability insurance. 10. RCTC must require its contractor(s) to notify BNSF's Roadmaster at least thirty (30) calendar days prior to requesting a BNSF flagman in accordance with the requirements of Exhibit C attached hereto. Additionally, RCTC must require its contractor(s) to notify BNSF’s Manager of Public Projects thirty (30) calendar days prior to commencing work on BNSF property or near BNSF tracks. 11. RCTC or its contractor(s) must submit four (4) copies of any plans (including two sets of calculations in English Units) for proposed shoring, falsework or cribbing to be used over, under, or adjacent to BNSF's tracks to BNSF's Manager of Public Projects for approval. The shoring, falsework or cribbing used by RCTC’s contractor shall comply with the BNSF Bridge Requirements set forth on Exhibit F and all applicable requirements promulgated by state and federal agencies, departments, commissions and other legislative bodies. 584 12. RCTC must include the following provisions in any contract with its contractor(s) performing work on said STRUCTURE: (a) The Contractor is placed on notice that fiber optic, communication and other cable lines and systems (collectively, the “Lines”) owned by various telecommunications companies may be buried on BNSF’s property or within the Rail Corridor. The locations of these Lines have been included on the plans based on information from the telecommunications companies. The Contractor will be responsible for contacting BNSF’s Engineering Representative, BNSF’s Signal Representative and the telecommunications companies and notifying them of any work that may damage these Lines or facilities and/or interfere with their service. The Contractor must also mark all Lines shown on the plans or marked in the field in order to verify their locations. The Contractor must also use all reasonable methods when working in the BNSF Rail Corridor or on BNSF property to determine if any other Lines (fiber optic, cable, communication or otherwise) may exist. (b) The Contractor will be responsible for the rearrangement of any facilities or Lines determined to interfere with the construction. The Contractor must cooperate fully with any telecommunications company(ies) in performing such rearrangements. (c) Failure to mark or identify these Lines will be sufficient cause for BNSF’s engineering representative to stop construction at no cost to the RCTC or BNSF until these items are completed. (d) In addition to the liability terms contained elsewhere in this Agreement, the Contractor hereby indemnifies, defends and holds harmless BNSF for, from and against all cost, liability, and expense whatsoever (including, without limitation, attorney’s fees and court costs and expenses) arising out of or in any way contributed to by any act or omission of Contractor, its subcontractors, agents and/or employees that cause or in any way or degree contribute to (1) any damage to or destruction of any Lines by Contractor, and/or its subcontractors, agents and/or employees, on BNSF’s property or within BNSF’s Rail Corridor , (2) any injury to or death of any person employed by or on behalf of any telecommunications company, and/or its contractor, agents and/or employees, on BNSF’s property or within BNSF’s Rail Corridor, and/or (3) any claim or cause of action for alleged loss of profits or revenue by, or loss of service by a customer or user of such telecommunication company(ies). THE LIABILITY ASSUMED BY CONTRACTOR WILL NOT BE AFFECTED BY THE FACT, IF IT IS A FACT, THAT THE DAMAGE, DESTRUCTION, INJURY, DEATH, CAUSE OF ACTION OR CLAIM WAS OCCASIONED BY OR CONTRIBUTED TO BY THE NEGLIGENCE OF BNSF, ITS AGENTS, SERVANTS, EMPLOYEES OR OTHERWISE, EXCEPT TO THE EXTENT THAT SUCH CLAIMS ARE PROXIMATELY CAUSED BY THE WILLFUL MISCONDUCT OR SOLE NEGLIGENCE OF BNSF. 585 13. RCTC must require compliance with the obligations set forth in this agreement, including Exhibit C and Exhibit C-1, and incorporate in each prime contract for construction of the STRUCTURE, or the specifications therefor (i) the provisions set forth in Article III and IV; and (ii) the provisions set forth in Exhibit C, Exhibit C-l, and Exhibit F attached hereto and by reference made a part hereof. 14. Except as otherwise provided below in this Section 13, all construction work performed hereunder by RCTC for the STRUCTURE will be pursuant to a contract or contracts to be let by RCTC, and all such contracts must include the following: (c) All work performed under such contract or contracts within the limits of BNSF's Rail Corridor must be performed in a good and workmanlike manner in accordance with plans and specifications approved by BNSF; (d) Changes or modifications during construction that affect safety or BNSF operations must be subject to BNSF's approval; (e) No work will be commenced within BNSF's Rail Corridor until each of the prime contractors employed in connection with said work must have (i) executed and delivered to BNSF an agreement in the form of Exhibit C-1, and (ii) delivered to and secured BNSF's approval of the required insurance; and (f) To facilitate scheduling for the STRUCTURE, RCTC shall have its contractor give BNSF’s representative 4 weeks advance notice of the proposed times and dates for work windows. BNSF and RCTC’s contractor will establish mutually agreeable work windows for the STRUCTURE. BNSF has the right at any time to revise or change the work windows, due to train operations or service obligations. BNSF will not be responsible for any additional costs and expenses resulting from a change in work windows. Additional costs and expenses resulting from a change in work windows shall be accounted for in the contractor’s expenses for the STRUCTURE. (g) The plans and specifications for the STRUCTURE must be in compliance with the Bridge Requirements set forth on Exhibit F, attached to this Agreement and incorporated herein. 15. RCTC must advise the appropriate BNSF Manager of Public Projects, in writing, of the completion date of the STRUCTURE within thirty (30) days after such completion date. Additionally, RCTC must notify BNSF's Manager of Public Projects, in writing, of the date on which RCTC and/or its Contractor will meet with BNSF for the purpose of making final inspection of the STRUCTURE. 16. TO THE FULLEST EXTENT PERMITTED BY LAW, RCTC HEREBY RELEASES, INDEMNIFIES, DEFENDS AND HOLDS HARMLESS BNSF, ITS AFFILIATED COMPANIES, PARTNERS, SUCCESSORS, ASSIGNS, LEGAL REPRESENTATIVES, OFFICERS, DIRECTORS, SHAREHOLDERS, EMPLOYEES AND AGENTS FOR, FROM AND AGAINST ANY AND ALL CLAIMS, LIABILITIES, FINES, PENALTIES, COSTS, DAMAGES, LOSSES, LIENS, CAUSES OF ACTION, SUITS, DEMANDS, JUDGMENTS AND EXPENSES 586 (INCLUDING, WITHOUT LIMITATION, COURT COSTS AND ATTORNEYS’ FEES) OF ANY NATURE, KIND OR DESCRIPTION OF ANY PERSON (INCLUDING, WITHOUT LIMITATION, THE EMPLOYEES OF THE PARTIES HERETO) OR ENTITY DIRECTLY OR INDIRECTLY ARISING OUT OF, RESULTING FROM OR RELATED TO (IN WHOLE OR IN PART) (I) THE USE, OCCUPANCY OR PRESENCE OF RCTC, ITS CONTRACTORS, SUBCONTRACTORS, EMPLOYEES OR AGENTS IN, ON, OR ABOUT THE CONSTRUCTION SITE, (II) THE PERFORMANCE, OR FAILURE TO PERFORM BY THE RCTC, ITS CONTRACTORS, SUBCONTRACTORS, EMPLOYEES, OR AGENTS, ITS WORK OR ANY OBLIGATION UNDER THIS AGREEMENT, (III) THE SOLE OR CONTRIBUTING ACTS OR OMISSIONS OF RCTC, ITS CONTRACTORS, SUBCONTRACTORS, EMPLOYEES, OR AGENTS IN, ON, OR ABOUT THE CONSTRUCTION SITE, (IV) RCTC’S BREACH OF THE TEMPORARY CONSTRUCTION LICENSE OR EASEMENT GRANTED TO RCTCPURSUANT TO ARTICLE II OF THIS AGREEMENT, (V) ANY RIGHTS OR INTERESTS GRANTED TO RCTCPURSUANT TO THE TEMPORARY CONSTRUCTION LICENSE OR EASEMENT DISCUSSED IN ARTICLE II OF THIS AGREEMENT, (VI) RCTC’S OCCUPATION AND USE OF BNSF’S PROPERTY OR RAIL CORRIDOR, INCLUDING, WITHOUT LIMITATION, SUBSEQUENT MAINTENANCE OF THE STRUCTURE BY RCTC, OR (VII) AN ACT OR OMISSION OF RCTCOR ITS OFFICERS, AGENTS, INVITEES, EMPLOYEES OR CONTRACTORS OR ANYONE DIRECTLY OR INDIRECTLY EMPLOYED BY ANY OF THEM, OR ANYONE THEY CONTROL OR EXERCISE CONTROL OVER. THE LIABILITY ASSUMED BY RCTCWILL NOT BE AFFECTED BY THE FACT, IF IT IS A FACT, THAT THE DAMAGE, DESTRUCTION, INJURY OR DEATH WAS OCCASIONED BY OR CONTRIBUTED TO BY THE NEGLIGENCE OF BNSF, ITS AGENTS, SERVANTS, EMPLOYEES OR OTHERWISE, EXCEPT TO THE EXTENT THAT SUCH CLAIMS ARE PROXIMATELY CAUSED BY THE WILLFUL MISCONDUCT OR SOLE NEGLIGENCE OF BNSF. 17. RCTC must give BNSF’s Manager of Public Projects written notice to proceed (“Notice to Proceed”) with the railroad work after receipt of necessary funds for the STRUCTURE. BNSF will not begin the railroad work (including, without limitation, procurement of supplies, equipment or materials) until written notice to proceed is received from RCTC. ARTICLE IV) JOINT OBLIGATIONS IN CONSIDERATION of the premises, the parties hereto mutually agree to the following: 1. All work contemplated in this Agreement must be performed in a good and workmanlike manner and each portion must be promptly commenced by the party obligated hereunder to perform the same and thereafter diligently prosecuted to conclusion in its logical order and sequence. Furthermore, any changes or modifications during construction which affect BNSF will be subject to BNSF's written approval prior to the commencement of any such changes or modifications from the BNSF Project Contact. 2. The work hereunder must be done in accordance with the Bridge Requirements set forth on Exhibit F and the detailed plans and specifications approved by BNSF. 587 3. RCTC must require its contractor(s) to reasonably adhere to the STRUCTURE's construction schedule for all STRUCTURE work. The parties hereto mutually agree that BNSF's failure to complete the railroad work in accordance with the construction schedule due to inclement weather or unforeseen railroad emergencies will not constitute a breach of this Agreement by BNSF and will not subject BNSF to any liability. Regardless of the requirements of the construction schedule, BNSF reserves the right to reallocate the labor forces assigned to complete the railroad work in the event of an emergency to provide for the immediate restoration of railroad operations of either (BNSF or its related railroads) or to protect persons or property on or near any BNSF owned property. BNSF will not be liable for any additional costs or expenses resulting from any such reallocation of its labor forces. The parties mutually agree that any reallocation of labor forces by BNSF pursuant to this provision and any direct or indirect consequences or costs resulting from any such reallocation will not constitute a breach of this Agreement by BNSF. 4. BNSF will have the right to stop construction work on the STRUCTURE if any of the following events take place: (i) RCTC (or any of its contractors) performs the STRUCTURE work in a manner contrary to the plans and specifications approved by BNSF; (ii) RCTC (or any of its contractors), in BNSF’s opinion, prosecutes the STRUCTURE work in a manner that is hazardous to BNSF property, facilities or the safe and expeditious movement of railroad traffic; (iii) the insurance described in the attached Exhibit C-1 is canceled during the course of the STRUCTURE; or (iv) RCTC fails to pay BNSF for the Temporary Construction License or the Easement pursuant to Article II, Section 1 of this Agreement. The work stoppage will continue until all necessary actions are taken by RCTC or its contractor to rectify the situation to the satisfaction of BNSF’s Division Engineer or until proof of additional insurance has been delivered to and accepted by BNSF. In the event of a breach of (i) this Agreement, (ii) the Temporary Construction License, or (iii) the Easement, BNSF may immediately terminate the Temporary Construction License or the Easement. Any such work stoppage under this provision will not give rise to any liability on the part of BNSF. BNSF’s right to stop the work is in addition to any other rights BNSF may have including, but not limited to, actions or suits for damages or lost profits. In the event that BNSF desires to stop construction work on the STRUCTURE, BNSF agrees to immediately notify the following individual in writing: Bryce Johnston Project Manager Riverside County Transportation Commission 4080 Lemon Street, 3rd Floor Riverside, CA 92502 951-787-4016 bjohnston@rctc.org 5. RCTC must supervise and inspect the operations of all RCTC contractors to ensure compliance with the plans and specifications approved by BNSF, the terms of this Agreement and all safety requirements of BNSF. If BNSF determines that proper supervision and inspection are not being performed by RCTC personnel at any time during construction of the STRUCTURE, BNSF has the right to stop construction (within or adjacent to its operating Rail Corridor). 588 Construction of the STRUCTURE will not proceed until RCTC corrects the situation to BNSF’s reasonable satisfaction. If BNSF feels the situation is not being corrected in an expeditious manner, BNSF will immediately notify for appropriate corrective action. 6. RCTC agrees to provide, to the BNSF Manager Evidence Preservation, such STRUCTURE documentation and records as are agreed to between the parties including: any project applications; any letters of approval and/or authorization forms (eg. PR-1240 or the equivalent); any and all payment Voucher forms requesting FHWA reimbursement (eg. PR-20 or the equivalent) or any other such project authorization or funding records as BNSF may request from time to time. Such records will be provided by the RCTC to BNSF on a mutually agreeable schedule or within two (2) months after such records are generated or received by the RCTC. Section 130 Documentation shall be provided to BNSF in the one of the following manners: Manager Evidence Preservation 2600 Lou Menk Drive, AOB-3 Fort Worth, Texas 76131 Or electronically to: Manager Evidence Preservation Section130@bnsf.com 7. Pursuant to this section and Article II, Section 6 herein, RCTC must reimburse BNSF in full for the actual costs of all work performed by BNSF under this Agreement (including taxes, such as applicable sales and use taxes, business and occupation taxes, and similar taxes), less BNSF’s Share as set forth in Article IV, Section 6 herein. BNSF’s Share must be paid upon completion of the STRUCTURE. In any action brought under this Agreement, the prevailing Party shall be entitled to recover its actual costs and attorneys fees pursuant to California Civil Code Section 1717, as well as other litigation costs, including expert witness fees. The prevailing Party shall also be entitled to recover all actual attorneys fees and litigation costs incurred in connection with the enforcement of a judgment arising from such action or proceeding. 8. All expenses detailed in statements sent to RCTC pursuant to Article II, Section 6 herein will comply with the terms and provisions of the Title 23 U.S. Code, Title 23 Code of Federal Regulations, and the Federal-Aid Policy Guide, U.S. Department of Transportation, as amended from time to time, which manual is hereby incorporated into and made a part of this Agreement by reference. The parties mutually agree that BNSF's preliminary engineering, design, and contract preparation costs described in Article II, Section 2 herein are part of the costs of the STRUCTURE even though such work may have preceded the date of this Agreement. 9. The parties mutually agree that neither construction activities for the STRUCTURE, nor future maintenance of the STRUCTURE once completed, will be permitted during the fourth quarter of each calendar year. Emergency work will be permitted only upon prior notification to 589 BNSF's Network Operations Center (telephone number: 800 832-5452). The parties hereto mutually understand and agree that trains cannot be subjected to delay during this time period. 10. Subject to the restrictions imposed by Article IV, Section 9 above, the construction of the STRUCTURE will not commence until RCTC gives BNSF's Manager of Public Projects thirty (30) days prior written notice of such commencement. The commencement notice will reference D.O.T. Crossing No. 026533K and must state the time that construction activities will begin. 11. In addition to the terms and conditions set forth elsewhere in this Agreement, including, but not limited to, the terms and conditions stated in Exhibit F, BNSF and STATE agree to the following terms upon completion of construction of the STRUCTURE: (a) STATE will own and maintain, at its sole cost and expense, the STRUCTURE , the highway approaches, and appurtenances thereto, lighting, drainage and any access roadways to BNSF gates installed pursuant to this Agreement. In the event emergency repairs to the STRUCTURE appear necessary due to an earthquake, fire, flood, damage from vehicular impacts or other emergent situations, BNSF will immediately notify STATE of the need. Should emergency repairs become necessary, with prior notice to STATE, or the situation results in any materials causing an infringement upon or violate the minimum clearances described in Exhibit C, BNSF may remove the materials by any method that would not cause damage to or in any way jeopardize the structural integrity of the bridge deck, superstructure, or substructure. Notification of such action must be communicated to the STATE’s district bridge maintenance superintendent or his delegate as soon as practically possible. (b) STATE must, at STATE’s sole cost and expense, keep the STRUCTURE painted and free from graffiti. (c) STATE must provide BNSF with any and all necessary permits and maintain roadway traffic controls, at no cost to BNSF, whenever requested by BNSF to allow BNSF to inspect the STRUCTURE or to make emergency repairs thereto. (d) It is expressly understood by STATE and BNSF that any right to install utilities will be governed by a separate permit or license agreement between the parties hereto. (e) STATE must keep the STRUCTURE and surrounding areas clean and free from birds, pigeons, scavengers, vermin, creatures and other animals as permitted by law. (f) If STATE(including its contractors and agents) or BNSF, on behalf of STATE, performs (i) alterations or modifications to the STRUCTURE, or (ii) any maintenance or other work on the STRUCTURE with heavy tools, equipment or machinery at ground surface level horizontally within 25’-0” of the centerline of the nearest track, or (iii) any maintenance or other work outside the limits of the deck of the STRUCTURE vertically above the top of the rail, then STATE or its 590 contractors and/or agents must procure and maintain the following insurance coverage, which may be changed from time to time: Railroad Protective Liability insurance naming only BNSF as the Insured with coverage of at least $5,000,000 per occurrence and $10,000,000 in the aggregate. The policy shall be issued on a standard ISO form CG 00 35 12 04 and include the following: • Endorsed to include the Pollution Exclusion Amendment • Endorsed to include the Limited Seepage and Pollution Endorsement. • Endorsed to remove any exclusion for punitive damages. • Endorsed to include Evacuation Expense Coverage Endorsement. • No other endorsements restricting coverage may be added. • The original policy must be provided to BNSF prior to performing any work or services under this Agreement • Definition of “Physical Damage to Property” shall be endorsed to read: “means direct and accidental loss of or damage to all property owned by any named insured and all property in any named insured’ care, custody, and control arising out of the acts or omissions of the contractor named on the Declarations. As used in this paragraph, “BNSF” means “Burlington Northern Santa Fe, LLC”, “BNSF RAILWAY COMPANY” and the subsidiaries, successors, assigns and affiliates of each. In lieu of providing a Railroad Protective Liability Policy, STATE may participate in BNSF’s Blanket Railroad Protective Liability Insurance Policy if available to STATE or its contractors. The limits of coverage are the same as above. 12. RCTC must provide one set of as built plans (prepared in English Units) to BNSF, as well as one set of computer diskettes containing as built CAD drawings of the STRUCTURE and identifying the software used for the CAD drawings. The "as built plans" must comply with the Bridge Requirements set forth on Exhibit F and depict all information in BNSF engineering stationing and mile post pluses. The "as built plans" must also include plan and profile, structural bridge drawings and specifications, and drainage plans. All improvements and facilities must be shown. 13. Subject to the restrictions imposed by Article IV, Section 9 above and in accordance with the requirements of Article III, Section 9 above, STATE must notify and obtain prior authorization from BNSF's Manager of Public Projects before entering BNSF's Rail Corridor for INSPECTION OR MAINTENANCE purposes, and the BNSF Manager of Public Projects will determine if flagging is required. If the construction work hereunder is contracted, RCTC must require its 591 prime contractor(s) to comply with the obligations set forth in Exhibit C and Exhibit C-1, as the same may be revised from time to time. RCTC will be responsible for its contractor(s) compliance with such obligations. 14. In the event that BNSF shall deem it necessary or desirable in the future, in the performance of its duty as a common carrier, to raise or lower the grade or change the alignment of its tracks or to lay additional track or tracks or to build other facilities in connection with the operation of its railroad, BNSF shall, at its expense, have full right to make such changes or additions, provided such changes or additions do not change or alter the STRUCTURE herein proposed to be constructed and provided further, however, that should it become necessary or desirable in the future to change, alter, widen or reconstruct the STRUCTURE to accommodate railroad projects, the cost of such work, including any cost incidental to alteration of railroad or highway facilities made necessary by the alteration of the STRUCTURE, will be divided between BNSF and STATE in such shared as may be mutually agreed to by them. Any alteration or reconstruction of the highway components of the STRUCTURE will be covered by a Commission order. 15. STATE may, at STATE’s sole expense, alter or reconstruct the highway components of the STRUCTURE if necessary or desirable, due to traffic conditions or pedestrian or other recreational traffic, provided, however, that any such alteration or reconstruction must receive BNSF’s prior written approval as evidenced by either a supplement to this Agreement, or execution of a new agreement that provides for the termination of this Agreement. Furthermore, any alteration or reconstruction of the highway components of the STRUCTURE will be covered by a Commission Order. 16. Any books, papers, records and accounts of the parties hereto relating to the work hereunder or the costs or expenses for labor and material connected with the construction will at all reasonable times be open to inspection and audit by the agents and authorized representatives of the parties hereto, as well as the State of California and the Federal Highway Administration, for a period of one (1) year from the date of the final BNSF invoice under this Agreement. 17. The covenants and provisions of this Agreement are binding upon and inure to the benefit of the successors and assigns of the parties hereto. Notwithstanding the preceding sentence, neither party hereto may assign any of its rights or obligations hereunder without the prior written consent of the other party. 18. In the event construction of the STRUCTURE does not commence within 3 years of the Effective Date, this Agreement will become null and void. 19. Neither termination nor expiration of this Agreement will release either party from any liability or obligation under this Agreement, whether of indemnity or otherwise, resulting from any acts, omissions or events happening prior to the date of termination or expiration. 20. To the maximum extent possible, each provision of this Agreement will be interpreted in such a manner as to be effective and valid under applicable law. If any provision of this Agreement is prohibited by, or held to be invalid under, applicable law, such provision will be ineffective solely to the extent of such prohibition or invalidity and the remainder of the provision will be enforceable. 592 21. This Agreement (including exhibits and other documents, manuals, etc. incorporated herein) is the full and complete agreement between BNSF and RCTC with respect to the subject matter herein and supersedes any and all other prior agreements between the parties hereto. 22. Any notice provided for herein or concerning this Agreement must be in writing and will be deemed sufficiently given when sent by certified mail, return receipt requested, to the parties at the following addresses: BNSF: Manager of Public Projects Kate Kalinosky 740 E. Carnegie Drive San Bernardino, CA 92408 Email: Kate.Kalinosky@BNSF.com Director Bridge Engineering Ron Berry 4515 Kansas Avenue Kansas City, KS 66106 Email: Ronald.Berry@bnsf.com Project Engineer Gracie Cesaire 740 E. Carnegie Drive San Bernardino, CA 92408 Email: altagracia.cesaire@bnsf.com Division Engineer Marissa Procter 740 E. Carnegie Drive San Bernardino, CA 92408 Email: marissa.procter@bnsf.com RCTC: Bryce Johnston Project Manager Riverside County Transportation Commission 480 Lemon Street, 3rd Floor Riverside, CA 92502-2208 Office: (951) 787-4016 Email: bjohnston@rctc.org STATE: Department of Transportation Ginger Congi, Acting Chief Office of Railroads and Utilities Relocation Division of Right of Way & Land Surveys 1727 30th Street, MS35 Sacramento, CA 95814-7005 Office: (916) 227-7669 Email: ginger.congi@dot.ca.gov 593 IN WITNESS WHEREOF, the parties hereto have caused this Agreement to be executed and attested by its duly qualified and authorized officials as of the day and year first above written. (Signature pages to follow) 594 BNSF RAILWAY COMPANY By: Printed Name: Title: WITNESS: RIVERSIDE COUNTY TRANSPORTATION COMMISSION By: Printed Name: Anne Mayer Title:Executive Director WITNESS: STATE OF CALIFORNIA DEPARTMENT OF TRANSPORTATION By: Printed Name: Title: WITNESS: 595 Exhibit A [Insert drawing of the Project and/or Structure] 596 EASEMENT AGREEMENT FOR Green River On Ramp Overhead (Overpass Agreement) THIS EASEMENT AGREEMENT FOR _________________ ("Easement Agreement") is made and entered into as of the ____ day of _________ 2021 ("Effective Date"), by and between BNSF RAILWAY COMPANY, a Delaware corporation ("Grantor"), and RIVERSIDE COUNTY TRANPORTATION COMMISSION, a public entity ("Grantee"). A. Grantor owns or controls certain real property situated at or near the vicinity of Corona, County of Riverside, State of California, at Mile Post 29.463, [Project # BF 10012943], as described or depicted on Exhibit "A-1" attached hereto and made a part hereof (the "Premises"). B. Grantor and Grantee have entered into that certain Overpass Agreement dated as of ______________________________________ concerning improvements on or near the Premises (the “Overpass Agreement”). C. Grantee has requested that Grantor grant to Grantee an easement over the Premises for the Easement Purpose (as defined below). D. Grantor has agreed to grant Grantee such easement, subject to the terms and conditions set forth in this Easement Agreement. NOW, THEREFORE, for and in consideration of the foregoing recitals which are incorporated herein, the mutual promises contained herein, and other good and valuable consideration, the receipt and sufficiency of which are hereby acknowledged, the parties agree as follows: Section 1 Granting of Easement. 1.1 Easement Purpose. The "Easement Purpose" shall be for the purposes set forth in the OVERPASS Agreement. Any improvements to be constructed in connection with the Easement Purpose are referred to herein as "Improvements" and shall be constructed, located, configured and maintained by Grantee in strict accordance with the terms of this Easement Agreement and the OVERPASS Agreement. 1.2 Grant. Grantor does hereby grant unto Grantee a non-exclusive easement ("Easement") over the Premises for the Easement Purpose and for no other purpose. The Easement is granted subject to any and all restrictions, 597 covenants, easements, licenses, permits, leases and other encumbrances of whatsoever nature whether or not of record, if any, relating to the Premises and subject to all with all applicable federal, state and local laws, regulations, ordinances, restrictions, covenants and court or administrative decisions and orders, including Environmental Laws (defined below) and zoning laws (collectively, "Laws"). Grantor may not make any alterations or improvements or perform any maintenance or repair activities within the Premises except in accordance with the terms and conditions of the OVERPASS Agreement. 1.3 Reservations by Grantor. Grantor excepts and reserves the right, to be exercised by Grantor and any other parties who may obtain written permission or authority from Grantor: (a) to install, construct, maintain, renew, repair, replace, use, operate, change, modify and relocate any existing pipe, power, communication, cable, or utility lines and appurtenances and other facilities or structures of like character (collectively, "Lines") upon, over, under or across the Premises; (b) to install, construct, maintain, renew, repair, replace, use, operate, change, modify and relocate any tracks or additional facilities or structures upon, over, under or across the Premises; and (c) to use the Premises in any manner as the Grantor in its sole discretion deems appropriate, provided Grantor uses all commercially reasonable efforts to avoid material interference with the use of the Premises by Grantee for the Easement Purpose. Section 2 Term of Easement. The term of the Easement, unless sooner terminated under provisions of this Easement Agreement, shall be perpetual. The term of this Easement, unless sooner terminated under provisions of this Easement Agreement, shall expire on the date that is ___________________________________ after the Effective Date. Section 3 No Warranty of Any Conditions of the Premises. Grantee acknowledges that Grantor has made no representation whatsoever to Grantee concerning the state or condition of the Premises, or any personal property located thereon, or the nature or extent of Grantor's ownership interest in the Premises. Grantee has not relied on any statement or declaration of Grantor, oral or in writing, as an inducement to entering into this Easement Agreement, other than as set forth herein. GRANTOR HEREBY DISCLAIMS ANY REPRESENTATION OR WARRANTY, WHETHER EXPRESS OR IMPLIED, AS TO THE DESIGN OR CONDITION OF ANY PROPERTY PRESENT ON OR CONSTITUTING THE PREMISES, ITS MERCHANTABILITY OR FITNESS FOR ANY PARTICULAR PURPOSE, THE QUALITY OF THE MATERIAL OR WORKMANSHIP OF ANY SUCH PROPERTY, OR THE CONFORMITY OF ANY SUCH 598 PROPERTY TO ITS INTENDED USES. GRANTOR SHALL NOT BE RESPONSIBLE TO GRANTEE OR ANY OF GRANTEE'S CONTRACTORS FOR ANY DAMAGES RELATING TO THE DESIGN, CONDITION, QUALITY, SAFETY, MERCHANTABILITY OR FITNESS FOR ANY PARTICULAR PURPOSE OF ANY PROPERTY PRESENT ON OR CONSTITUTING THE PREMISES, OR THE CONFORMITY OF ANY SUCH PROPERTY TO ITS INTENDED USES. GRANTEE ACCEPTS ALL RIGHTS GRANTED UNDER THIS EASEMENT AGREEMENT IN THE PREMISES IN AN "AS IS, WHERE IS" AND "WITH ALL FAULTS" CONDITION, AND SUBJECT TO ALL LIMITATIONS ON GRANTOR'S RIGHTS, INTERESTS AND TITLE TO THE PREMISES. Grantee has inspected or will inspect the Premises, and enters upon Grantor's rail corridor and property with knowledge of its physical condition and the danger inherent in Grantor's rail operations on or near the Premises. Grantee acknowledges that this Easement Agreement does not contain any implied warranties that Grantee or Grantee's Contractors (as hereinafter defined) can successfully construct or operate the Improvements. Section 4 Nature of Grantor's Interest in the Premises. GRANTOR DOES NOT WARRANT ITS TITLE TO THE PREMISES NOR UNDERTAKE TO DEFEND GRANTEE IN THE PEACEABLE POSSESSION OR USE THEREOF. NO COVENANT OF QUIET ENJOYMENT IS MADE. In case of the eviction of Grantee by anyone owning or claiming title to or any interest in the Premises, or by the abandonment by Grantor of the affected rail corridor, Grantor shall not be liable to refund Grantee any compensation paid hereunder. Section 5 Improvements. Grantee shall take, in a timely manner, all actions necessary and proper to the lawful establishment, construction, operation, and maintenance of the Improvements, including such actions as may be necessary to obtain any required permits, approvals or authorizations from applicable governmental authorities. Any and all cuts and fills, excavations or embankments necessary in the construction, maintenance, or future alteration of the Improvements shall be made and maintained in such manner, form and extent as will provide adequate drainage of and from the adjoining lands and premises of the Grantor; and wherever any such fill or embankment shall or may obstruct the natural and pre-existing drainage from such lands and premises of the Grantor, the Grantee shall construct and maintain such culverts or drains as may be requisite to preserve such natural and pre-existing drainage, and shall also wherever necessary, construct extensions of existing drains, culverts or ditches through or along the premises of the Grantor, such extensions to be of adequate sectional dimensions to preserve the present flowage of drainage or other waters, and of materials and workmanship equally as good as those now existing. In the event any construction, repair, maintenance, work or other use of the Premises by Grantee will affect any Lines, fences, buildings, improvements or other facilities (collectively, "Other Improvements"), Grantee will be responsible at Grantee’s sole risk to locate and make any adjustments necessary to such Other Improvements. Grantee must contact the owner(s) of the Other Improvements notifying them of any work that may damage these Other Improvements and/or interfere with their service and obtain the owner’s written approval prior to so affecting the Other Improvements. Grantee must mark all Other Improvements on the Plans and Specifications and mark such Other Improvements in the field in order to verify 599 their locations. Grantee must also use all reasonable methods when working on or near Grantor property to determine if any Other Improvements (fiber optic, cable, communication or otherwise) may exist. The Grantee agrees to keep the above-described premises free and clear from combustible materials and to cut and remove or cause to be cut and removed at its sole expense all weeds and vegetation on said premises, said work of cutting and removal to be done at such times and with such frequency as to comply with Grantee and local laws and regulations and abate any and all hazard of fire. Section 6 Taxes and Recording Fees. Grantee shall pay when due any taxes, assessments or other charges (collectively, "Taxes") levied or assessed upon the Improvements by any governmental or quasi-governmental body or any Taxes levied or assessed against Grantor or the Premises that are attributable to the Improvements. Grantee agrees to purchase, affix and cancel any and all documentary stamps in the amount prescribed by statute, and to pay any and all required transfer taxes, excise taxes and any and all fees incidental to recordation of the Memorandum of Easement. In the event of Grantee's failure to do so, if Grantor shall become obligated to do so, Grantee shall be liable for all costs, expenses and judgments to or against Grantor, including all of Grantor's legal fees and expenses. Section 7 Environmental. 7.1 Compliance with Environmental Laws. Grantee shall strictly comply with all federal, state and local environmental Laws in its use of the Premises, including, but not limited to, the Resource Conservation and Recovery Act, as amended (RCRA), the Clean Water Act, the Oil Pollution Act, the Hazardous Materials Transportation Act, the Comprehensive Environmental Response, Compensation and Liability Act (CERCLA) and the Toxic Substances Control Act (collectively referred to as the "Environmental Laws"). Grantee shall not maintain a "treatment," "storage," "transfer" or "disposal" facility, or "underground storage tank," as those terms are defined by Environmental Laws, on the Premises. Grantee shall not handle, transport, release or suffer the release of "hazardous waste" or "hazardous substances", as "hazardous waste" and "hazardous substances" may now or in the future be defined by any Environmental Laws. 7.2 Notice of Release. Grantee shall give Grantor immediate notice to Grantor's Resource Operations Center at (800) 832-5452 of any release of hazardous substances on or from the Premises, violation of Environmental Laws, or inspection or inquiry by governmental authorities charged with enforcing Environmental Laws with respect to Grantee's use of the Premises. Grantee shall use its best efforts to promptly respond to any release on or from the Premises. Grantee also shall give Grantor immediate notice of all measures undertaken on behalf of Grantee to investigate, remediate, respond to or otherwise cure such release or violation. 7.3 Remediation of Release. In the event that Grantor has notice from Grantee or otherwise of a release or violation of Environmental Laws which occurred or may occur during the term of this Easement Agreement, Grantor may require Grantee, at Grantee's sole risk and expense, to take timely measures to investigate, remediate, respond to or 600 otherwise cure such release or violation affecting the Premises. If during the construction or subsequent maintenance of the Improvements, soils or other materials considered to be environmentally contaminated are exposed, Grantee will remove and safely dispose of said contaminated soils. Determination of soils contamination and applicable disposal procedures thereof, will be made only by an agency having the capacity and authority to make such a determination. 7.4 Preventative Measures. Grantee shall promptly report to Grantor in writing any conditions or activities upon the Premises known to Grantee which create a risk of harm to persons, property or the environment and shall take whatever action is necessary to prevent injury to persons or property arising out of such conditions or activities; provided, however, that Grantee's reporting to Grantor shall not relieve Grantee of any obligation whatsoever imposed on it by this Easement Agreement. Grantee shall promptly respond to Grantor's request for information regarding said conditions or activities. 7.5 Evidence of Compliance. Grantee agrees periodically to furnish Grantor with proof satisfactory to Grantor that Grantee is in compliance with this Section 7. Should Grantee not comply fully with the above-stated obligations of this Section 7, notwithstanding anything contained in any other provision hereof, Grantor may, at its option, terminate this Easement Agreement by serving five (5) days' notice of termination upon Grantee. Upon termination, Grantee shall remove the Improvements and restore the Premises as provided in Section 9. Section 8 Default and Termination. 8.1 Grantor's Performance Rights. If at any time Grantee, or Grantee's Contractors, fails to properly perform its obligations under this Easement Agreement, Grantor, in its sole discretion, may: (i) seek specific performance of the unperformed obligations, or (ii) at Grantee's sole cost, may arrange for the performance of such work as Grantor deems necessary for the safety of its rail operations, activities and property, or to avoid or remove any interference with the activities or property of Grantor, or anyone or anything present on the rail corridor or property with the authority or permission of Grantor. Grantee shall promptly reimburse Grantor for all costs of work performed on Grantee's behalf upon receipt of an invoice for such costs. Grantor's failure to perform any obligations of Grantee or Grantee's Contractors shall not alter the liability allocation set forth in this Easement Agreement. 8.2 Abandonment. Grantor may, at its option, terminate this Easement Agreement by serving five (5) days' notice in writing upon Grantee if Grantee should abandon or cease to use the Premises for the Easement Purpose. Any waiver by Grantor of any default or defaults shall not constitute a waiver of the right to terminate this Easement Agreement for any subsequent default or defaults, nor shall any such waiver in any way affect Grantor's ability to enforce any section of this Easement Agreement. 8.3 Effect of Termination or Expiration. Neither termination nor expiration will 601 release Grantee from any liability or obligation under this Easement, whether of indemnity or otherwise, resulting from any acts, omissions or events happening prior to the date of termination or expiration, or, if later, the date the Premises are restored as required by Section 9. 8.4 Non-exclusive Remedies. The remedies set forth in this Section 8 shall be in addition to, and not in limitation of, any other remedies that Grantor may have under the OVERPASS Agreement, at law or in equity. Section 9 Surrender of Premises. 9.1 Removal of Improvements and Restoration. Upon termination of this Easement Agreement, whether by abandonment of the Easement or by the exercise of Grantor's termination rights hereunder, Grantee shall, at its sole cost and expense, immediately perform the following: (h) remove all or such portion of Grantee's Improvements and all appurtenances thereto from the Premises, as Grantor directs at Grantor's sole discretion; (i) repair and restore any damage to the Premises arising from, growing out of, or connected with Grantee's use of the Premises; (j) remedy any unsafe conditions on the Premises created or aggravated by Grantee; and (k) leave the Premises in the condition which existed as of the Effective Date. 9.2 Limited License for Entry. If this Easement Agreement is terminated, Grantor may direct Grantee to undertake one or more of the actions set forth above, at Grantee's sole cost, in which case Grantee shall have a limited license to enter upon the Premises to the extent necessary to undertake the actions directed by Grantor. The terms of this limited license include all of Grantee's obligations under this Easement Agreement. Termination will not release Grantee from any liability or obligation under this Easement Agreement, whether of indemnity or otherwise, resulting from any acts, omissions or events happening prior to the date of termination, or, if later, the date when Grantee's Improvements are removed and the Premises are restored to the condition that existed as of the Effective Date. If Grantee fails to surrender the Premises to Grantor upon any termination of the Easement, all liabilities and obligations of Grantee hereunder shall continue in effect until the Premises are surrendered. Section 10 Liens. Grantee shall promptly pay and discharge any and all liens arising out of any construction, alterations or repairs done, suffered or permitted to be done by Grantee on the Premises or attributable to Taxes that are the responsibility of Grantee 602 pursuant to Section 6. Grantor is hereby authorized to post any notices or take any other action upon or with respect to the Premises that is or may be permitted by Law to prevent the attachment of any such liens to any portion of the Premises; provided, however, that failure of Grantor to take any such action shall not relieve Grantee of any obligation or liability under this Section 10 or any other section of this Easement Agreement. Section 11 Tax Exchange. Grantor may assign its rights (but not its obligations) under this Easement Agreement to Goldfinch Exchange Company LLC, an exchange intermediary, in order for Grantor to effect an exchange under Section 1031 of the Internal Revenue Code. In such event, Grantor shall provide Grantee with a Notice of Assignment, attached as Exhibit C, and Grantee shall execute an acknowledgement of receipt of such notice. Section 12 Notices. Any notice required or permitted to be given hereunder by one party to the other shall be delivered in the manner set forth in the OVERPASS Agreement. Notices to Grantor under this Easement shall be delivered to the following address: BNSF Railway Company, Real Estate Department, 2500 Lou Menk Drive, Ft. Worth, TX 76131, Attn: Permits, or such other address as Grantor may from time to time direct by notice to Grantee. Section 13 Recordation. It is understood and agreed that this Easement Agreement shall not be in recordable form and shall not be placed on public record and any such recording shall be a breach of this Easement Agreement. Grantor and Grantee shall execute a Memorandum of Easement in the form attached hereto as Exhibit "B-1" (the "Memorandum of Easement") subject to changes required, if any, to conform such form to local recording requirements. [IF LEGAL DESCRIPTION IS NOT AVAILABLE USE THE FOLLOWING IN PLACE OF THE PRIOR SENTENCE: As of the Effective Date, a legal description of the Premises is not available. Grantee and Grantor shall work together in good faith to establish the legal description for the Premises. Once Grantor and Grantee have approved the legal description, Grantor and Grantee shall execute a Memorandum of Easement in the form attached hereto as Exhibit "B-1" (the "Memorandum of Easement").] The Memorandum of Easement shall be recorded in the real estate records in the county where the Premises are located. If a Memorandum of Easement is not executed by the parties and recorded as described above within _30___ days of the Effective Date, Grantor shall have the right to terminate this Easement Agreement upon notice to Grantee. Section 14 Miscellaneous. 14.1 All questions concerning the interpretation or application of provisions of this Easement Agreement shall be decided according to the substantive Laws of the State of California without regard to conflicts of law provisions. 14.2 In the event that Grantee consists of two or more parties, all the covenants and agreements of Grantee herein contained shall be the joint and several covenants and agreements of such parties. This instrument and all of the terms, covenants and 603 provisions hereof shall inure to the benefit of and be binding upon each of the parties hereto and their respective legal representatives, successors and assigns and shall run with and be binding upon the Premises. 14.3 If any action at law or in equity is necessary to enforce or interpret the terms of this Easement Agreement, the prevailing party or parties shall be entitled to reasonable attorneys' fees, costs and necessary disbursements in addition to any other relief to which such party or parties may be entitled. 14.4 If any provision of this Easement Agreement is held to be illegal, invalid or unenforceable under present or future Laws, such provision will be fully severable and this Easement Agreement will be construed and enforced as if such illegal, invalid or unenforceable provision is not a part hereof, and the remaining provisions hereof will remain in full force and effect. In lieu of any illegal, invalid or unenforceable provision herein, there will be added automatically as a part of this Easement Agreement a provision as similar in its terms to such illegal, invalid or unenforceable provision as may be possible and be legal, valid and enforceable. 14.5 This Easement Agreement is the full and complete agreement between Grantor and Grantee with respect to all matters relating to Grantee's use of the Premises, and supersedes any and all other agreements between the parties hereto relating to Grantee's use of the Premises as described herein. However, nothing herein is intended to terminate any surviving obligation of Grantee or Grantee's obligation to defend and hold Grantor harmless in any prior written agreement between the parties. 14.6 Time is of the essence for the performance of this Easement Agreement. Section 15 Administrative Fee. 15.1 Grantee acknowledges that a material consideration for this agreement, without which it would not be made, is the agreement between Grantee and Grantor, that the Grantee shall pay upon return of this Agreement signed by Grantee to Grantor's Broker a processing fee in the amount of $2,500.00 over and above the agreed upon Acquisition Price. Said fee shall be made payable to BNSF Railway Company by a separate check. [Signature page follows] 604 Witness the execution of this Easement Agreement as of the date first set forth above. GRANTOR: BNSF RAILWAY COMPANY, a Delaware corporation By: Name: Title: GRANTEE: RIVERSIDE COUNTY TRANSPORTATION COMMISSION, a Public Entity By: Name: Anne Mayer Title: Executive Director 605 EXHIBIT "A-1" Premises 606 EXHIBIT "B-1" Memorandum of Easement THIS MEMORANDUM OF EASEMENT is hereby executed this day of , 2021, by and between BNSF RAILWAY COMPANY, a Delaware corporation ("Grantor"), whose address for purposes of this instrument is 2500 Lou Menk Drive, Fort Worth, Texas 76131, and RIVERSIDE COUNTY TRANSPORTATION COMMISSION, a Public Entity("Grantee"), whose address for purposes of this instrument is 4080 Lemon Street, 3rd Floor, Riverside, CA 92501, which terms "Grantor" and "Grantee" shall include, wherever the context permits or requires, singular or plural, and the heirs, legal representatives, successors and assigns of the respective parties: WITNESSETH: WHEREAS, Grantor owns or controls certain real property situated in Riverside County, California as described on Exhibit "A-1" attached hereto and incorporated herein by reference (the "Premises'); WHEREAS, Grantor and Grantee entered into an Easement Agreement, dated (the "Easement Agreement") which set forth, among other things, the terms of an easement granted by Grantor to Grantee over and across the Premises (the "Easement"); and WHEREAS, Grantor and Grantee desire to memorialize the terms and conditions of the Easement Agreement of record. For valuable consideration the receipt and sufficiency of which are hereby acknowledged, Grantor does grant unto Grantee and Grantee does hereby accept from Grantor the Easement over and across the Premises. The term of the Easement, unless sooner terminated under provisions of the Easement Agreement, shall be perpetual. Provisions regulating the use and purposes to which the Easement shall be limited, are set forth in detail in the Easement Agreement and Grantor and Grantee agree to abide by the terms of the Easement Agreement. 607 All the terms, conditions, provisions and covenants of the Easement Agreement are incorporated herein by this reference for all purposes as though written out at length herein, and both the Easement Agreement and this Memorandum of Easement shall be deemed to constitute a single instrument or document. This Memorandum of Easement is not intended to amend, modify, supplement, or supersede any of the provisions of the Easement Agreement and, to the extent there may be any conflict or inconsistency between the Easement Agreement or this Memorandum of Easement, the Easement Agreement shall control. [Signature page follows] 608 IN WITNESS WHEREOF, Grantor and Grantee have executed this Memorandum of Easement to as of the date and year first above written. GRANTOR: BNSF RAILWAY COMPANY, a Delaware corporation By: Name: Title: GRANTEE: RIVERSIDE COUNTY TRANSPORTATON COMMISSION By: Name: Anne Mayer Title: Executive Director STATE OF _______________ § § COUNTY OF _____________ § This instrument was acknowledged before me on the ___ day of _________________, 20__, by (name) as (title) of BNSF RAILWAY COMPANY, a Delaware corporation. 609 Notary Public (Seal) My appointment expires: STATE OF _______________ § § COUNTY OF _____________ § This instrument was acknowledged before me on the ___ day of _________________, 20__, by (name) as (title) of ____________________________, a ______________________. Notary Public (Seal) My appointment expires: 610 EXHIBIT "C" CONTRACTOR REQUIREMENTS 1.01 General: • 1.01.01 The Contractor must cooperate with BNSF RAILWAY COMPANY, hereinafter referred to as "Railway" where work is over or under on or adjacent to Railway property and/or right-of-way, hereafter referred to as "Railway Property", during the construction of _________________________________________________________________________ _________________________________________________________________________. • 1.01.02 The Contractor must execute and deliver to the Railway duplicate copies of the Exhibit “C-1” Agreement, in the form attached hereto, obligating the Contractor to provide and maintain in full force and effect the insurance called for under Section 3 of said Exhibit “C-1”. Questions regarding procurement of the Railroad Protective Liability Insurance should be directed to Rosa Martinez at Marsh, USA, 214-303-8519. • 1.01.03 The Contractor must plan, schedule and conduct all work activities so as not to interfere with the movement of any trains on Railway Property. • 1.01.04 The Contractor's right to enter Railway's Property is subject to the absolute right of Railway to cause the Contractor's work on Railway's Property to cease if, in the opinion of Railway, Contractor's activities create a hazard to Railway's Property, employees, and/or operations. Railway will have the right to stop construction work on the STRUCTURE if any of the following events take place: (i) Contractor (or any of its subcontractors) performs the STRUCTURE work in a manner contrary to the plans and specifications approved by Railway; (ii) Contractor (or any of its subcontractors), in Railway’s opinion, prosecutes the STRUCTURE work in a manner which is hazardous to Railway property, facilities or the safe and expeditious movement of railroad traffic; (iii) the insurance described in the attached Exhibit C-1 is canceled during the course of the STRUCTURE; or (iv) Contractor fails to pay Railway for the Temporary Construction License or the Easement. The work stoppage will continue until all necessary actions are taken by Contractor or its subcontractor to rectify the situation to the satisfaction of Railway’s Division Engineer or until additional insurance has been delivered to and accepted by Railway. In the event of a breach of (i) this Agreement, (ii) the Temporary Construction License, or (iii) the Easement, Railway may immediately terminate the Temporary Construction License or the Easement. Any such work stoppage under this provision will not give rise to any liability on the part of Railway. Railway’s right to stop the work is in addition to any other rights Railway may have including, but not limited to, actions or suits for damages or lost profits. In the event that Railway desires to stop construction work on the STRUCTURE, Railway agrees to immediately notify the following individual in writing: _______________________ _______________________ _______________________ _______________________ 611 • 1.01.05 The Contractor is responsible for determining and complying with all Federal, State and Local Governmental laws and regulations, including, but not limited to environmental laws and regulations (including but not limited to the Resource Conservation and Recovery Act, as amended; the Clean Water Act, the Oil Pollution Act, the Hazardous Materials Transportation Act, CERCLA), and health and safety laws and regulations. The Contractor hereby indemnifies, defends and holds harmless Railway for, from and against all fines or penalties imposed or assessed by Federal, State and Local Governmental Agencies against the Railway which arise out of Contractor's work under this Agreement. • 1.01.06 The Contractor must notify (Agency) at and Railway's Manager Public Projects, telephone number ( ) at least thirty (30) calendar days before commencing any work on Railway Property. Contractor’s notification to Railway must refer to Railway's file ___________. • 1.01.07 For any bridge demolition and/or falsework above any tracks or any excavations located with any part of the excavations located within, whichever is greater, twentyfive (25) feet of the nearest track or intersecting a slope from the plane of the top of rail on a 2 horizontal to 1 vertical slope beginning at eleven (11) feet from centerline of the nearest track, both measured perpendicular to center line of track, the Contractor must furnish the Railway five sets of working drawings showing details of construction affecting Railway Property and tracks. The working drawing must include the proposed method of installation and removal of falsework, shoring or cribbing, not included in the contract plans and two sets of structural calculations of any falsework, shoring or cribbing. For all excavation and shoring submittal plans, the current “BNSF-UPRR Guidelines for Temporary Shoring” must be used for determining the design loading conditions to be used in shoring design, and all calculations and submittals must be in accordance with the current “BNSF-UPRR Guidelines for Temporary Shoring”. All submittal drawings and calculations must be stamped by a registered professional engineer licensed to practice in the state the project is located. All calculations must take into consideration railway surcharge loading and must be designed to meet American Railway Engineering and Maintenance of Way Association (previously known as American Railway Engineering Association) Coopers E80 live loading standard. All drawings and calculations must be stamped by a registered professional engineer licensed to practice in the state the project is located. The Contractor must not begin work until notified by the Railway that plans have been approved. The Contractor will be required to use lifting devices such as, cranes and/or winches to place or to remove any falsework over Railway's tracks. In no case will the Contractor be relieved of responsibility for results obtained by the implementation of said approved plans. • 1.01.08 Subject to the movement of Railway's trains, Railway will cooperate with the Contractor such that the work may be handled and performed in an efficient manner. The Contractor will have no claim whatsoever for any type of damages or for extra or additional compensation in the event his work is delayed by the Railway. 1.02 Contractor Safety Orientation • 1.02.01 No employee of the Contractor, its subcontractors, agents or invitees may enter Railway Property without first having completed Railway’s Engineering Contractor 612 Safety Orientation, found on the web site www.BNSFContractor.com. The Contractor must ensure that each of its employees, subcontractors, agents or invitees completes Railway’s Engineering Contractor Safety Orientation through internet sessions before any work is performed on the STRUCTURE. Additionally, the Contractor must ensure that each and every one of its employees, subcontractors, agents or invitees possesses a card certifying completion of the Railway Contractor Safety Orientation before entering Railway Property. The Contractor is responsible for the cost of the Railway Contractor Safety Orientation. The Contractor must renew the Railway Contractor Safety Orientation annually. Further clarification can be found on the web site or from the Railway’s Representative. 1.03 Railway Requirements • 1.03.01 The Contractor must take protective measures as are necessary to keep railway facilities, including track ballast, free of sand, debris, and other foreign objects and materials resulting from his operations. Any damage to railway facilities resulting from Contractor's operations will be repaired or replaced by Railway and the cost of such repairs or replacement must be paid for by the Agency. • 1.03.02 The Contractor must notify the Railway's Division Engineer ________________________ at (_____)_________________ and provide blasting plans to the Railway for review seven (7) calendar days prior to conducting any blasting operations adjacent to or on Railway's Property. • 1.03.03 The Contractor must abide by the following temporary clearances during construction: 15’-0” Horizontally from centerline of nearest track 21’-6” Vertically above top of rail 27'-0" Vertically above top of rail for electric wires carrying less than 750 volts 28'-0" Vertically above top of rail for electric wires carrying 750 volts to 15,000 volts 30'-0" Vertically above top of rail for electric wires carrying 15,000 volts to 20,000 volts 34'-0" Vertically above top of rail for electric wires carrying more than 20,000 volts • 1.03.04 Upon completion of construction, the following clearances shall be maintained: --’ Horizontally from centerline of nearest track _-’ Vertically above top of rail • 1.03.05 Any infringement within State statutory clearances due to the Contractor's operations must be submitted to the Railway and to the (Agency) and must not be undertaken until approved in writing by the Railway, and until the (Agency) has obtained any necessary authorization from the State Regulatory Authority for the infringement. No extra compensation will be allowed in the event the Contractor's work is delayed pending Railway approval, and/or the State Regulatory Authority's approval. • 1.03.06 In the case of impaired vertical clearance above top of rail, Railway will have the option of installing tell-tales or other protective devices Railway deems necessary for 613 protection of Railway operations. The cost of tell-tales or protective devices will be borne by the Agency. • 1.03.07 The details of construction affecting the Railway's Property and tracks not included in the contract plans must be submitted to the Railway by (Agency) for approval before work is undertaken and this work must not be undertaken until approved by the Railway. • 1.03.08 At other than public road crossings, the Contractor must not move any equipment or materials across Railway's tracks until permission has been obtained from the Railway. The Contractor must obtain a "Temporary Construction Crossing Agreement" from the Railway prior to moving his equipment or materials across the Railways tracks. The temporary crossing must be gated and locked at all times when not required for use by the Contractor. The temporary crossing for use of the Contractor will be constructed and, at the completion of the project, removed at the expense of the Contractor. • 1.03.09 Discharge, release or spill on the Railway Property of any hazardous substances, oil, petroleum, constituents, pollutants, contaminants, or any hazardous waste is prohibited and Contractor must immediately notify the Railway's Resource Operations Center at 1(800) 832-5452, of any discharge, release or spills in excess of a reportable quantity. Contractor must not allow Railway Property to become a treatment, storage or transfer facility as those terms are defined in the Resource Conservation and Recovery Act or any state analogue. • 1.03.10 The Contractor upon completion of the work covered by this contract, must promptly remove from the Railway's Property all of Contractor's tools, equipment, implements and other materials, whether brought upon said property by said Contractor or any Subcontractor, employee or agent of Contractor or of any Subcontractor, and must cause Railway's Property to be left in a condition acceptable to the Railway's representative. 1.04 Contractor Roadway Worker on Track Safety Program and Safety Action Plan: • 1.04.01 Each Contractor that will perform work within 25 feet of the centerline of a track must develop and implement a Roadway Worker Protection/On Track Safety Program and work with Railway Project Representative to develop an on track safety strategy as described in the guidelines listed in the on track safety portion of the Safety Orientation. This Program must provide Roadway Worker protection/on track training for all employees of the Contractor, its subcontractors, agents or invitees. This training is reinforced at the job site through job safety briefings. Additionally, each Contractor must develop and implement the Safety Action Plan, as provided for on the web site www.BNSFContractor.com, which will be made available to Railway prior to commencement of any work on Railway Property. During the performance of work, the Contractor must audit its work activities. The Contractor must designate an on-site Project Supervisor who will serve as the contact person for the Railway and who will maintain a copy of the Safety Action Plan, safety audits, and Material Safety Datasheets (MSDS), at the job site. • 1.04.02 Contractor shall have a background investigation performed on all of its employees, subcontractors and agents who will be performing any services for Railroad under this Agreement which are determined by Railroad in its sole discretion a) to be on Railroad’s property, or b) that require access to Railroad Critical Infrastructure, Railroad Critical 614 Information Systems, Railroad’s Employees, Hazardous Materials on Railroad’s property or is being transported by or otherwise in the custody of Railroad, or Freight in Transit involving Railroad. The required background screening shall at a minimum meet the rail industry background screening criteria defined by the e-RAILSAFE Program as outlined at www.everifile.com, in addition to any other applicable regulatory requirements. Contractor shall obtain written consent from all its employees, subcontractors or agents screened in compliance with the e-RAILSAFE Program to participate in the Program on their behalf and to release completed background information to Railroad’s designee. Contractor shall be subject to periodic audit to ensure compliance. Contractor subject to the e-RAILSAFE Program hereunder shall not permit any of its employees, subcontractors or agents to perform services hereunder who are not first approved under e-RAILSAFE Program standards. Railroad shall have the right to deny entry onto its premises or access as described in this section above to any of Contractor's employees, subcontractors or agents who do not display the authorized identification badge issued by a background screening service meeting the standards set forth in the e-RAILSAFE Program, or who in Railroad's opinion, which may not be unreasonable, may pose a threat to the safety or security of Railroad's operations, assets or personnel. Contractors shall be responsible for ensuring that its employees, subcontractors and agents are United States citizens or legally working in the United States under a lawful and appropriate work VISA or other work authorization. 1.05 Railway Flagger Services: • 1.05.01 The Contractor must give Railway’s Roadmaster (telephone ________) a minimum of thirty (30) calendar days advance notice when flagging services will be required so that the Roadmaster can make appropriate arrangements (i.e., bulletin the flagger’s position). If flagging services are scheduled in advance by the Contractor and it is subsequently determined by the parties hereto that such services are no longer necessary, the Contractor must give the Roadmaster five (5) working days advance notice so that appropriate arrangements can be made to abolish the position pursuant to union requirements. • 1.05.02 Unless determined otherwise by Railway’s Project Representative, Railway flagger will be required and furnished when Contractor’s work activities are located over, under and/or within twentyfive (25) feet measured horizontally from centerline of the nearest track and when cranes or similar equipment positioned beyond 25feet from the track centerline could foul the track in the event of tip over or other catastrophic occurrence, but not limited thereto for the following conditions: • 1.05.02a When, upon inspection by Railway’s Representative, other conditions warrant. 615 " 1 . 0 5 . 0 2 b W h e n a n y e x c a v a t i o n i s p e r f o r m e d b e l o w t h e b o t t o m o f t i e e l e v a t i o n , i f , i n t h e o p i n i o n o f R a i l w a y ' s r e p r e s e n t a t i v e , t r a c k o r o t h e r R a i l w a y f a c i l i t i e s m a y b e s u b j e c t t o m o v e m e n t o r s e t t l e m e n t . " 1 . 0 5 . 0 2 c W h e n w o r k i n a n y w a y i n t e r f e r e s w i t h t h e s a f e o p e r a t i o n o f t r a i n s a t t i m e t a b l e s p e e d s . " 1 . 0 5 . 0 2 d W h e n a n y h a z a r d i s p r e s e n t e d t o R a i l w a y t r a c k , c o m m u n i c a t i o n s , s i g n a l , e l e c t r i c a l , o r o t h e r f a c i l i t i e s e i t h e r d u e t o p e r s o n s , m a t e r i a l , e q u i p m e n t o r b l a s t i n g i n t h e v i c i n i t y . " 1 . 0 5 . 0 2 e S p e c i a l p e r m i s s i o n m u s t b e o b t a i n e d f r o m t h e R a i l w a y b e f o r e m o v i n g h e a v y o r c u m b e r s o m e o b j e c t s o r e q u i p m e n t w h i c h m i g h t r e s u l t i n m a k i n g t h e t r a c k i m p a s s a b l e . " 1 . 0 5 . 0 3 F l a g g i n g s e r v i c e s w i l l b e p e r f o r m e d b y q u a l i f i e d R a i l w a y f l a g g e r s . " 1 . 0 5 . 0 3 a F l a g g i n g c r e w g e n e r a l l y c o n s i s t s o f o n e e m p l o y e e . H o w e v e r , a d d i t i o n a l p e r s o n n e l m a y b e r e q u i r e d t o p r o t e c t R a i l w a y P r o p e r t y a n d o p e r a t i o n s , i f d e e m e d n e c e s s a r y b y t h e R a i l w a y s R e p r e s e n t a t i v e . " 1 . 0 5 . 0 3 b E a c h t i m e a f l a g g e r i s c a l l e d , t h e m i n i m u m p e r i o d f o r b i l l i n g w i l l b e t h e e i g h t ( 8 ) h o u r b a s i c d a y . " 1 . 0 5 . 0 3 c T h e c o s t o f f l a g g e r s e r v i c e s p r o v i d e d b y t h e R a i l w a y w i l l b e b o r n e b y ( A g e n c y ) . T h e e s t i m a t e d c o s t f o r o n e ( 1 ) f l a g g e r i s a p p r o x i m a t e l y b e t w e e n $ 8 0 0 . 0 0 - $ 1 , 6 0 0 . 0 0 f o r a n e i g h t ( 8 ) h o u r b a s i c d a y w i t h t i m e a n d o n e - h a l f o r d o u b l e t i m e f o r o v e r t i m e , r e s t d a y s a n d h o l i d a y s . T h e e s t i m a t e d c o s t f o r e a c h f l a g g e r i n c l u d e s v a c a t i o n a l l o w a n c e , p a i d h o l i d a y s , R a i l w a y a n d u n e m p l o y m e n t i n s u r a n c e , p u b l i c l i a b i l i t y a n d p r o p e r t y d a m a g e i n s u r a n c e , h e a l t h a n d w e l f a r e b e n e f i t s , v e h i c l e , t r a n s p o r t a t i o n , m e a l s , l o d g i n g , r a d i o , e q u i p m e n t , s u p e r v i s i o n a n d o t h e r c o s t s i n c i d e n t a l t o p e r f o r m i n g f l a g g i n g s e r v i c e s . N e g o t i a t i o n s f o r R a i l w a y l a b o r o r c o l l e c t i v e b a r g a i n i n g a g r e e m e n t s a n d r a t e c h a n g e s a u t h o r i z e d b y a p p r o p r i a t e F e d e r a l a u t h o r i t i e s m a y i n c r e a s e a c t u a l o r e s t i m a t e d f l a g g i n g r a t e s . T H E F L A G G I N G R A T E I N E F F E C T A T T H E T I M E O F P E R F O R M A N C E B Y T H E C O N T R A C T O R H E R E U N D E R W I L L B E U S E D T O C A L C U L A T E T H E A C T U A L C O S T S O F F L A G G I N G P U R S U A N T T O T H I S P A R A G R A P H . " 1 . 0 5 . 0 3 d T h e a v e r a g e t r a i n t r a f f i c o n t h i s r o u t e i s _ _ _ _ _ _ f r e i g h t t r a i n s p e r 2 4 - h o u r p e r i o d a t a t i m e t a b l e s p e e d _ _ _ _ _ _ M P H a n d _ _ _ _ _ _ p a s s e n g e r t r a i n s a t a t i m e t a b l e s p e e d o f _ _ _ _ _ _ M P H . 1 . 0 6 C o n t r a c t o r G e n e r a l S a f e t y R e q u i r e m e n t s " 1 . 0 6 . 0 1 W o r k i n t h e p r o x i m i t y o f r a i l w a y t r a c k ( s ) i s p o t e n t i a l l y h a z a r d o u s w h e r e m o v e m e n t o f t r a i n s a n d e q u i p m e n t c a n o c c u r a t a n y t i m e a n d i n a n y d i r e c t i o n . A l l w o r k p e r f o r m e d b y c o n t r a c t o r s w i t h i n 2 5 f e e t o f a n y t r a c k m u s t b e i n c o m p l i a n c e w i t h F R A R o a d w a y W o r k e r P r o t e c t i o n R e g u l a t i o n s . 6 1 6 • 1.06.02 Before beginning any task on Railway Property, a thorough job safety briefing must be conducted with all personnel involved with the task and repeated when the personnel or task changes. If the task is within 25 feet of any track, the job briefing must include the Railway's flagger, as applicable, and include the procedures the Contractor will use to protect its employees, subcontractors, agents or invitees from moving any equipment adjacent to or across any Railway track(s). • 1.06.03 Workers must not work within 25 feet of the centerline of any track without an on track safety strategy approved by the Railway’s Project Representative. When authority is provided, every contractor employee must know: (1) who the Railway flagger is, and how to contact the flagger, (2) limits of the authority, (3) the method of communication to stop and resume work, and (4) location of the designated places of safety. Persons or equipment entering flag/work limits that were not previously job briefed, must notify the flagger immediately, and be given a job briefing when working within 25 feet of the center line of track. • 1.06.04 When Contractor employees are required to work on the Railway Property after normal working hours or on weekends, the Railway's representative in charge of the project must be notified. A minimum of two employees must be present at all times. • 1.06.05 Any employees, agents or invitees of Contractor or its subcontractors under suspicion of being under the influence of drugs or alcohol, or in the possession of same, will be removed from the Railway's Property and subsequently released to the custody of a representative of Contractor management. Future access to the Railway's Property by that employee will be denied. • 1.06.06 Any damage to Railway Property, or any hazard noticed on passing trains must be reported immediately to the Railway's representative in charge of the project. Any vehicle or machine which may come in contact with track, signal equipment, or structure (bridge) and could result in a train derailment must be reported immediately to the Railway representative in charge of the project and to the Railway's Resource Operations Center at 1(800) 832-5452. Local emergency numbers are to be obtained from the Railway representative in charge of the project prior to the start of any work and must be posted at the job site. • 1.06.07 For safety reasons, all persons are prohibited from having pocket knives, firearms or other deadly weapons in their possession while working on Railway's Property. • 1.06.08 All personnel protective equipment (PPE) used on Railway Property must meet applicable OSHA and ANSI specifications. Current Railway personnel protective equipment requirements are listed on the web site, www.BNSFContractor.com, however, a partial list of the requirements include: a) safety glasses with permanently affixed side shields (no yellow lenses); b) hard hats; c) safety shoe with: hardened toes, above the ankle lace-up and a defined heel; and d) high visibility retroreflective work wear. The Railway’s representative in charge of the project is to be contacted regarding local specifications for meeting requirements relating to hi-visibility work wear. Hearing protection, fall protection, gloves, and respirators must be worn as required by State and Federal regulations. (NOTE – Should there be a discrepancy between the information contained on the web site and the information in this paragraph, the web site will govern.) • 1.06.09 THE CONTRACTOR MUST NOT PILE OR STORE ANY MATERIALS, 617 MACHINERY OR EQUIPMENT CLOSER THAN 25'0" TO THE CENTER LINE OF THE NEAREST RAILWAY TRACK. MATERIALS, MACHINERY OR EQUIPMENT MUST NOT BE STORED OR LEFT WITHIN 250 FEET OF ANY HIGHWAY/RAIL AT GRADE CROSSINGS OR TEMPORARY CONSTRUCTION CROSSING, WHERE STORAGE OF THE SAME WILL OBSTRUCT THE VIEW OF A TRAIN APPROACHING THE CROSSING. PRIOR TO BEGINNING WORK, THE CONTRACTOR MUST ESTABLISH A STORAGE AREA WITH CONCURRENCE OF THE RAILWAY'S REPRESENTATIVE. • 1.06.10 Machines or vehicles must not be left unattended with the engine running. Parked machines or equipment must be in gear with brakes set and if equipped with blade, pan or bucket, they must be lowered to the ground. All machinery and equipment left unattended on Railway's Property must be left inoperable and secured against movement. (See internet Engineering Contractor Safety Orientation program for more detailed specifications) • 1.06.11 Workers must not create and leave any conditions at the work site that would interfere with water drainage. Any work performed over water must meet all Federal, State and Local regulations. • 1.06.12 All power line wires must be considered dangerous and of high voltage unless informed to the contrary by proper authority. For all power lines the minimum clearance between the lines and any part of the equipment or load must be; 200 KV or below - 15 feet; 200 to 350 KV - 20 feet; 350 to 500 KV - 25 feet; 500 to 750 KV - 35 feet; and 750 to 1000 KV - 45 feet. If capacity of the line is not known, a minimum clearance of 45 feet must be maintained. A person must be designated to observe clearance of the equipment and give a timely warning for all operations where it is difficult for an operator to maintain the desired clearance by visual means. 1.07 Excavation: • 1.07.01 Before excavating, the Contractor must determine whether any underground pipe lines, electric wires, or cables, including fiber optic cable systems are present and located within the STRUCTURE work area. The Contractor must determine whether excavation on Railway’s Property could cause damage to buried cables resulting in delay to Railway traffic and disruption of service to users. Delays and disruptions to service may cause business interruptions involving loss of revenue and profits. Before commencing excavation, the Contractor must contact BNSF’s Field Engineering Representative (______________). All underground and overhead wires will be considered HIGH VOLTAGE and dangerous until verified with the company having ownership of the line. It is the Contractor's responsibility to notify any other companies that have underground utilities in the area and arrange for the location of all underground utilities before excavating. • 1.07.02 The Contractor must cease all work and notify the Railway immediately before continuing excavation in the area if obstructions are encountered which do not appear on drawings. If the obstruction is a utility and the owner of the utility can be identified, then the Contractor must also notify the owner immediately. If there is any doubt about the location of underground cables or lines of any kind, no work must be performed until the exact location has been determined. There will be no exceptions to these instructions. • 1.07.03 All excavations must be conducted in compliance with applicable OSHA 618 regulations and, regardless of depth, must be shored where there is any danger to tracks, structures or personnel. • 1.07.04 Any excavations, holes or trenches on the Railway's Property must be covered, guarded and/or protected when not being worked on. When leaving work site areas at night and over weekends, the areas must be secured and left in a condition that will ensure that Railway employees and other personnel who may be working or passing through the area are protected from all hazards. All excavations must be back filled as soon as possible. 1.08 Hazardous Waste, Substances and Material Reporting: • 1.08.01 If Contractor discovers any hazardous waste, hazardous substance, petroleum or other deleterious material, including but not limited to any non-containerized commodity or material, on or adjacent to Railway's Property, in or near any surface water, swamp, wetlands or waterways, while performing any work under this Agreement, Contractor must immediately: (a) notify the Railway's Resource Operations Center at 1(800) 832-5452, of such discovery: (b) take safeguards necessary to protect its employees, subcontractors, agents and/or third parties: and (c) exercise due care with respect to the release, including the taking of any appropriate measure to minimize the impact of such release. 1.09 Personal Injury Reporting • 1.09.01 The Railway is required to report certain injuries as a part of compliance with Federal Railroad Administration (FRA) reporting requirements. Any personal injury sustained by an employee of the Contractor, subcontractor or Contractor's invitees while on the Railway's Property must be reported immediately (by phone mail if unable to contact in person) to the Railway's representative in charge of the project. The Non-Employee Personal Injury Data Collection Form contained herein is to be completed and sent by Fax to the Railway at 1(817) 352-7595 and to the Railway’s Project Representative no later than the close of shift on the date of the injury. 619 NON-EMPLOYEE PERSONAL INJURY DATA COLLECTION (If injuries are in connection with rail equipment accident/incident, highway rail grade crossing accident or automobile accident, ensure that appropriate information is obtained, forms completed and that data entry personnel are aware that injuries relate to that specific event.) Injured Person Type: Passenger on train (C) Non-employee (N) (i.e., emp of another railroad, or, non-BNSF emp involved in vehicle accident, including company vehicles) Contractor/safety sensitive (F) Contractor/non-safety sensitive (G) Volunteer/safety sensitive (H) Volunteer/other non-safety sensitive (I) Non-trespasser (D) - to include highway users involved in highway rail grade crossing accidents who did not go around or through gates Trespasser (E) - to include highway users involved in highway rail grade crossing accidents who went around or through gates Non-trespasser (J) - Off railroad property If train involved, Train ID: ________________________________ Transmit attached information to Accident/Incident Reporting Center by: Fax 1-817-352-7595 or by Phone 1-800-697-6736 or email to: Accident-Reporting.Center@BNSF.com Officer Providing Information: (Name) (Employee No.) (Phone #) REPORT PREPARED TO COMPLY WITH FEDERAL ACCIDENT REPORTING REQUIREMENTS AND PROTECTED FROM DISCLOSURE PURSUANT TO 49 U.S.C. 20903 AND 83 U.S.C. 490 620 EXHIBIT "C-1" NON-EMPLOYEE PERSONAL INJURY DATA COLLECTION INFORMATION REQUIRED TO BE COLLECTED PURSUANT TO FEDERAL REGULATION. IT SHOULD BE USED FOR COMPLIANCE WITH FEDERAL REGULATIONS ONLY AND IT IS NOT INTENDED TO PRESUME ACCEPTANCE OF RESPONSIBILITY OR LIABILITY. 1. Accident City/St: 2. Date: Time: County: 3. Temperature: 4. Weather: (if non BNSF location) Mile Post / Line Segment: 5. Driver’s License No (and state) or other ID: SSN (required): 6. Name (last, first, mi): 7. Address: City: St: Zip: 8. Date of Birth: and/or Age: Gender: (if available) Phone Number: Employer: 9. Injury: 10. Body Part: (i.e., Laceration, etc.) (i.e., Hand, etc.) 11. Description of Accident (To include location, action, result, etc.): 12. Treatment: First Aid Only Required Medical Treatment Other Medical Treatment 13. Dr. Name: Date: 14. Dr. Address: Street: City: St: Zip: 15. Hospital Name: 16. Hospital Address: Street: City: St: Zip: 17. Diagnosis: REPORT PREPARED TO COMPLY WITH FEDERAL ACCIDENT REPORTING REQUIREMENTS AND PROTECTED FROM DISCLOSURE PURSUANT TO 49 U.S.C. 20903 AND 83 U.S.C. 490 621 Agreement Between BNSF RAILWAY COMPANY and the CONTRACTOR Railway File: _______________________________ Agency Project: _______________________________ <%Contractor.LegalName%> [Insert contractor’s legal name here](hereinafter called “Contractor”), has entered into an agreement (hereinafter called “Agreement”) dated ______________, 201_,with BNSF RAILWAY COMPANY for the performance of certain work in connection with the following project:___________________ Performance of such work will necessarily require Contractor to enter BNSF RAILWAY COMPANY (hereinafter called "Railway") right of way and property (hereinafter called "Railway Property"). The Agreement provides that no work will be commenced within Railway Property until the Contractor employed in connection with said work for BNSF RAILWAY COMPANY (i) executes and delivers to Railway an Agreement in the form hereof, and (ii) provides insurance of the coverage and limits specified in such Agreement and Section 3 herein. If this Agreement is executed by a party who is not the Owner, General Partner, President or Vice President of Contractor, Contractor must furnish evidence to Railway certifying that the signatory is empowered to execute this Agreement on behalf of Contractor. Accordingly, in consideration of Railway granting permission to Contractor to enter upon Railway Property and as an inducement for such entry, Contractor, effective on the date of the Agreement, has agreed and does hereby agree with Railway as follows: 1) RELEASE OF LIABILITY AND INDEMNITY Contractor hereby waives, releases, indemnifies, defends and holds harmless Railway for all judgments, awards, claims, demands, and expenses (including attorneys' fees), for injury or death to all persons, including Railway's and Contractor's officers and employees, and for loss and damage to property belonging to any person, arising in any manner from Contractor's or any of Contractor's subcontractors' acts or omissions or any work performed on or about Railway’s property or right-of-way. THE LIABILITY ASSUMED BY CONTRACTOR WILL NOT BE AFFECTED BY THE FACT, IF IT IS A FACT, THAT THE DESTRUCTION, DAMAGE, DEATH, OR INJURY WAS OCCASIONED BY OR CONTRIBUTED TO BY THE NEGLIGENCE OF RAILWAY, ITS AGENTS, SERVANTS, EMPLOYEES OR OTHERWISE, EXCEPT TO THE EXTENT THAT SUCH CLAIMS ARE PROXIMATELY CAUSED BY THE WILLFUL MISCONDUCT OR SOLE NEGLIGENCE OF RAILWAY. 622 THE INDEMNIFICATION OBLIGATION ASSUMED BY CONTRACTOR INCLUDES ANY CLAIMS, SUITS OR JUDGMENTS BROUGHT AGAINST RAILWAY UNDER THE FEDERAL EMPLOYEE'S LIABILITY ACT, INCLUDING CLAIMS FOR STRICT LIABILITY UNDER THE SAFETY APPLIANCE ACT OR THE LOCOMOTIVE INSPECTION ACT, WHENEVER SO CLAIMED. Contractor further agrees, at its expense, in the name and on behalf of Railway, that it will adjust and settle all claims made against Railway, and will, at Railway's discretion, appear and defend any suits or actions of law or in equity brought against Railway on any claim or cause of action arising or growing out of or in any manner connected with any liability assumed by Contractor under this Agreement for which Railway is liable or is alleged to be liable. Railway will give notice to Contractor, in writing, of the receipt or dependency of such claims and thereupon Contractor must proceed to adjust and handle to a conclusion such claims, and in the event of a suit being brought against Railway, Railway may forward summons and complaint or other process in connection therewith to Contractor, and Contractor, at Railway's discretion, must defend, adjust, or settle such suits and protect, indemnify, and save harmless Railway from and against all damages, judgments, decrees, attorney's fees, costs, and expenses growing out of or resulting from or incident to any such claims or suits. In addition to any other provision of this Agreement, in the event that all or any portion of this Article shall be deemed to be inapplicable for any reason, including without limitation as a result of a decision of an applicable court, legislative enactment or regulatory order, the parties agree that this Article shall be interpreted as requiring Contractor to indemnify Railway to the fullest extent permitted by applicable law. THROUGH THIS AGREEMENT THE PARTIES EXPRESSLY INTEND FOR CONTRACTOR TO INDEMNIFY RAILWAY FOR RAILWAY’S ACTS OF NEGLIGENCE. It is mutually understood and agreed that the assumption of liabilities and indemnification provided for in this Agreement survive any termination of this Agreement. 2) TERM This Agreement is effective from the date of the Agreement until (i) the completion of the project set forth herein, and (ii) full and complete payment to Railway of any and all sums or other amounts owing and due hereunder. 3) INSURANCE Contractor shall, at its sole cost and expense, procure and maintain during the life of this Agreement the following insurance coverage: 623 A. Commercial General Liability insurance. This insurance shall contain broad form contractual liability with a combined single limit of a minimum of $5,000,000 each occurrence and an aggregate limit of at least $10,000,000 but in no event less than the amount otherwise carried by the Contractor. Coverage must be purchased on a post 2004 ISO occurrence form or equivalent and include coverage for, but not limit to the following: ♦ Bodily Injury and Property Damage ♦ Personal Injury and Advertising Injury ♦ Fire legal liability ♦ Products and completed operations This policy shall also contain the following endorsements, which shall be indicated on the certificate of insurance: ♦ The definition of insured contract shall be amended to remove any exclusion or other limitation for any work being done within 50 feet of railroad property. ♦ Waver of subrogation in favor of and acceptable to Railway. ♦ Additional insured endorsement in favor of and acceptable to Railway. ♦ Separation of insureds. ♦ The policy shall be primary and non-contributing with respect to any insurance carried by Railway. It is agreed that the workers’ compensation and employers’ liability related exclusions in the Commercial General Liability insurance policy(s) required herein are intended to apply to employees of the policy holder and shall not apply to Railway employees. No other endorsements limiting coverage as respects obligations under this Agreement may be included on the policy with regard to the work being performed under this agreement. B. Business Automobile Insurance. This insurance shall contain a combined single limit of at least $1,000,000 per occurrence, and include coverage for, but not limited to the following: ♦ Bodily injury and property damage ♦ Any and all vehicles owned, used or hired 624 The policy shall also contain the following endorsements or language, which shall be indicated on the certificate of insurance: ♦ Waiver of subrogation in favor of and acceptable to Railway. ♦ Additional insured endorsement in favor of and acceptable to Railway. ♦ Separation of insureds. ♦ The policy shall be primary and non-contributing with respect to any insurance carried by Railway. C. Workers Compensation and Employers Liability insurance including coverage for, but not limited to: ♦ Contractor’s statutory liability under the worker’s compensation laws of the state(s) in which the work is to be performed. If optional under State law, the insurance must cover all employees anyway. ♦ Employers’ Liability (Part B) with limits of at least $500,000 each accident, $500,000 by disease policy limit, $500,000 by disease each employee. This policy shall also contain the following endorsements or language, which shall be indicated on the certificate of insurance: ♦ Waiver of subrogation in favor of and acceptable to Railway. A. Railroad Protective Liability insurance naming only the Railway as the Insured with coverage of at least $5,000,000 per occurrence and $10,000,000 in the aggregate. The policy Must be issued on a standard ISO form CG 00 35 12 04 and include the following: ♦ Endorsed to include the Pollution Exclusion Amendment ♦ Endorsed to include the Limited Seepage and Pollution Endorsement. ♦ Endorsed to remove any exclusion for punitive damages. ♦ No other endorsements restricting coverage may be added. ♦ The original policy must be provided to the Railway prior to performing any work or services under this Agreement ♦ Definition of “Physical Damage to Property” shall be endorsed to read: “means direct and accidental loss of or damage to all property owned by any named insured and all property in 625 any named insured’ care, custody, and control arising out of the acts or omissions of the contractor named on the Declarations. In lieu of providing a Railroad Protective Liability Policy, Licensee may participate (if available) in Railway’s Blanket Railroad Protective Liability Insurance Policy. Other Requirements: Where allowable by law, all policies (applying to coverage listed above) shall contain no exclusion for punitive damages. Contractor agrees to waive its right of recovery against Railway for all claims and suits against Railway. In addition, its insurers, through the terms of the policy or policy endorsement, waive their right of subrogation against Railway for all claims and suits. Contractor further waives its right of recovery, and its insurers also waive their right of subrogation against Railway for loss of its owned or leased property or property under Contractor’s care, custody or control. Allocated Loss Expense shall be in addition to all policy limits for coverages referenced above. Contractor is not allowed to self-insure without the prior written consent of Railway. If granted by Railway, any self-insured retention or other financial responsibility for claims shall be covered directly by Contractor in lieu of insurance. Any and all Railway liabilities that would otherwise, in accordance with the provisions of this Agreement, be covered by Contractor’s insurance will be covered as if Contractor elected not to include a deductible, self-insured retention or other financial responsibility for claims. Prior to commencing services, Contractor shall furnish to Railway an acceptable certificate(s) of insurance from an authorized representative evidencing the required coverage(s), endorsements, and amendments. The certificate should be directed to the following address: BNSF Railway Company c/o CertFocus P.O. Box 140528 Kansas City, MO 64114 Toll Free: 877-576-2378 Fax number: 817-840-7487 Email: BNSF@certfocus.com www.certfocus.com 626 Contractor shall notify Railway in writing at least 30 days prior to any cancellation, non-renewal, substitution or material alteration. Any insurance policy shall be written by a reputable insurance company acceptable to Railway or with a current Best’s Guide Rating of A- and Class VII or better, and authorized to do business in the state(s) in which the service is to be provided. If coverage is purchased on a “claims made” basis, Contractor hereby agrees to maintain coverage in force for a minimum of three years after expiration, cancellation or termination of this Agreement. Annually Contractor agrees to provide evidence of such coverage as required hereunder. Contractor represents that this Agreement has been thoroughly reviewed by Contractor’s insurance agent(s)/broker(s), who have been instructed by Contractor to procure the insurance coverage required by this Agreement. Not more frequently than once every five years, Railway may reasonably modify the required insurance coverage to reflect then-current risk management practices in the railroad industry and underwriting practices in the insurance industry. If any portion of the operation is to be subcontracted by Contractor, Contractor shall require that the subcontractor shall provide and maintain insurance coverage(s) as set forth herein, naming Railway as an additional insured, and shall require that the subcontractor shall release, defend and indemnify Railway to the same extent and under the same terms and conditions as Contractor is required to release, defend and indemnify Railway herein. Failure to provide evidence as required by this section shall entitle, but not require, Railway to terminate this Agreement immediately. Acceptance of a certificate that does not comply with this section shall not operate as a waiver of Contractor's obligations hereunder. The fact that insurance (including, without limitation, self-insurance) is obtained by Contractor shall not be deemed to release or diminish the liability of Contractor including, without limitation, liability under the indemnity provisions of this Agreement. Damages recoverable by Railway shall not be limited by the amount of the required insurance coverage. In the event of a claim or lawsuit involving Railway arising out of this agreement, Contractor will make available any required policy covering such claim or lawsuit. 627 These insurance provisions are intended to be a separate and distinct obligation on the part of the Contractor. Therefore, these provisions shall be enforceable and Contractor shall be bound thereby regardless of whether or not indemnity provisions are determined to be enforceable in the jurisdiction in which the work covered hereunder is performed. For purposes of this section, Railway shall mean “Burlington Northern Santa Fe LLC”, “BNSF Railway Company” and the subsidiaries, successors, assigns and affiliates of each. 4) SALES AND OTHER TAXES In the event applicable sales taxes of a state or political subdivision of a state of the United States are levied or assessed in connection with and directly related to any amounts invoiced by Contractor to Railway (“Sales Taxes”), Railway shall be responsible for paying only the Sales Taxes that Contractor separately states on the invoice or other billing documents provided to Railway; provided, however, that (i) nothing herein shall preclude Railway from claiming whatever Sales Tax exemptions are applicable to amounts Contractor bills Railway, (ii) Contractor shall be responsible for all sales, use, excise, consumption, services and other taxes which may accrue on all services, materials, equipment, supplies or fixtures that Contractor and its subcontractors use or consume in the performance of this Agreement, (iii) Contractor shall be responsible for Sales Taxes (together with any penalties, fines or interest thereon) that Contractor fails to separately state on the invoice or other billing documents provided to Railway or fails to collect at the time of payment by Railway of invoiced amounts (except where Railway claims a Sales Tax exemption), and (iv) Contractor shall be responsible for Sales Taxes (together with any penalties, fines or interest thereon) if Contractor fails to issue separate invoices for each state in which Contractor delivers goods, provides services or, if applicable, transfers intangible rights to Railway. Upon request, Contractor shall provide Railway satisfactory evidence that all taxes (together with any penalties, fines or interest thereon) that Contractor is responsible to pay under this Agreement have been paid. If a written claim is made against Contractor for Sales Taxes with respect to which Railway may be liable for under this Agreement, Contractor shall promptly notify Railway of such claim and provide Railway copies of all correspondence received from the taxing authority. Railway shall have the right to contest, protest, or claim a refund, in Railway’s own name, any Sales Taxes paid by Railway to Contractor or for which Railway might otherwise be responsible for under this Agreement; provided, however, that if Railway is not permitted by law to contest any such Sales Tax in its own name, Contractor shall, if requested by Railway at Railway’s sole cost and expense, contest in Contractor’s own name the validity, applicability or amount of such Sales Tax and allow Railway to control and conduct such contest. Railway retains the right to withhold from payments made under this Agreement amounts required to be withheld under tax laws of any jurisdiction. If Contractor is claiming a withholding exemption or a reduction in the withholding rate of any jurisdiction on any payments under this Agreement, before any payments are made (and in each succeeding period or year as required by law), Contractor agrees to furnish to Railway a properly completed exemption form prescribed by such jurisdiction. Contractor shall be 628 responsible for any taxes, interest or penalties assessed against Railway with respect to withholding taxes that Railway does not withhold from payments to Contractor. 1) EXHIBIT “C” CONTRACTOR REQUIREMENTS The Contractor must observe and comply with all provisions, obligations, requirements and limitations contained in the Agreement, and the Contractor Requirements set forth on Exhibit “C” attached to the Agreement and this Agreement, including, but not be limited to, payment of all costs incurred for any damages to Railway roadbed, tracks, and/or appurtenances thereto, resulting from use, occupancy, or presence of its employees, representatives, or agents or subcontractors on or about the construction site. Contractor shall execute a Temporary Construction Crossing Agreement or Private Crossing Agreement (http://www.bnsf.com/communities/faqs/permits-real-estate/), for any temporary crossing requested to aid in the construction of this STRUCTURE, if approved by BNSF. 2) TRAIN DELAY Contractor is responsible for and hereby indemnifies and holds harmless Railway (including its affiliated railway companies, and its tenants) for, from and against all damages arising from any unscheduled delay to a freight or passenger train which affects Railway's ability to fully utilize its equipment and to meet customer service and contract obligations. Contractor will be billed, as further provided below, for the economic losses arising from loss of use of equipment, contractual loss of incentive pay and bonuses and contractual penalties resulting from train delays, whether caused by Contractor, or subcontractors, or by the Railway performing work under this Agreement. Railway agrees that it will not perform any act to unnecessarily cause train delay. For loss of use of equipment, Contractor will be billed the current freight train hour rate per train as determined from Railway's records. Any disruption to train traffic may cause delays to multiple trains at the same time for the same period. Additionally, the parties acknowledge that passenger, U.S. mail trains and certain other grain, intermodal, coal and freight trains operate under incentive/penalty contracts between Railway and its customer(s). Under these arrangements, if Railway does not meet its contract service commitments, Railway may suffer loss of performance or incentive pay and/or be subject to penalty payments. Contractor is responsible for any train performance and incentive penalties or other contractual economic losses actually incurred by Railway which are attributable to a train delay caused by Contractor or its subcontractors. The contractual relationship between Railway and its customers is proprietary and confidential. In the event of a train delay covered by this Agreement, Railway will share information relevant to any train delay to the extent consistent with Railway confidentiality obligations. The rate then in effect at the time 629 of performance by the Contractor hereunder will be used to calculate the actual costs of train delay pursuant to this agreement. Contractor and its subcontractors must give Railway’s representative (___________________) _____ (__) weeks advance notice of the times and dates for proposed work windows. Railway and Contractor will establish mutually agreeable work windows for the project. Railway has the right at any time to revise or change the work windows due to train operations or service obligations. Railway will not be responsible for any additional costs or expenses resulting from a change in work windows. Additional costs or expenses resulting from a change in work windows shall be accounted for in Contractor’s expenses for the project. Contractor and subcontractors must plan, schedule, coordinate and conduct all Contractor's work so as to not cause any delays to any trains. 630 IN WITNESS WHEREOF, each of the parties hereto has caused this Agreement to be executed by its duly authorized officer the day and year first above written. <%Contractor.LegalName%> BNSF Railway Company By: ________________________________ By: ________________________________ Printed Name: _______________________ Name: _____________________________ Manager Public Projects Title: _______________________________ Accepted and effective this ______day of 20__. Contact Person: ______________________ Address: ___________________________ City: _______________________________ State: _________ Zip: ________________ Fax: _______________________________ Phone: _____________________________ E-mail: _____________________________ EXHIBIT D 631 [Insert Cost Estimate for Railroad Work here] 632 Exhibit E [Public Projects Manager’s letterhead] Date: ______________________ Mr./Ms. ______________________ _____________________________[Name of Agency Here] _____________________________[Address for Agency] _____________________________ Re: Final Approval of Plans and Specifications dated _________, 20__, drafted by _____________________ [insert name of architecture or engineering firm here] (hereinafter called, the “Plans and Specifications”) Dear _______________: This letter serves as BNSF RAILWAY COMPANY’s (“BNSF”) final written approval of the Plans and Specifications covering the construction of __________________________________ [insert description of the project here]. This final written approval is given to _______________ [insert name of Agency here] (“Agency”) pursuant to Article III, Section 1 of that certain Underpass Agreement between BNSF and Agency, dated __________, 20__, which this Exhibit E is attached to and made a part thereof. If the Plans and Specifications are revised by Agency subsequent to the date set forth above, this letter shall no longer serve as final written approval of the Plans and Specifications and Agency must resubmit said Plans and Specifications to BNSF for final written approval. It is understood that the approvals contained in this letter do not cover, the approvals of plans and specifications for any falsework, shoring, and demolition that may be subsequently submitted to BNSF by CITY or its contractor for approval. BNSF has not reviewed the design details or calculations for structural integrity or engineering accuracy. BNSF accepts no responsibility for errors or omissions in the design of the project. 633 Regards, ___________________________ [Public Projects Manager’s Name] 634 Exhibit F BNSF Bridge Requirements BRIDGE DESIGN, PLANS & SPECIFICATIONS: Except for the design of temporary falsework and shoring, BNSF review of the Structure plans will be limited to the vertical and horizontal clearances, sight distance for existing train signals, foundation dimensions and drainage characteristics as they relate to existing and future tracks. BNSF will not review structural design calculations for the permanent Structure unless a member or members are influenced by railroad live loads. Temporary falsework and shoring plans and calculations must be reviewed and approved by BNSF prior to beginning construction. The Agency shall perform an independent review of the design calculations for temporary falsework and shoring prior to submitting them to BNSF for approval. Temporary construction clearances must be no less than 15 feet measured horizontally from the centerline of the nearest track and 21 feet-6 inches measured vertically from the top of rail of the most elevated track to the bottom of lowest temporary falsework member. State regulatory agencies may have more restrictive requirements for temporary railroad clearances. For the permanent Structure, the Agency will submit plans showing the least horizontal distance from the centerline of existing and future tracks to the face of the nearest member of the proposed Structure. The location of the least horizontal distance must be accurately described such that BNSF can determine where it will occur in both the horizontal and vertical plane. If the permanent member is within 25 feet of the nearest track (or future track), collision walls shall be incorporated into the permanent Structure design according to American Railway Engineering and Maintenance Association Manual of Recommended Practice - Chapter 8 - Article 2.1.5. For the permanent Structure, the Agency will submit plans showing the least vertical clearance from top of the most elevated rail of existing and future tracks to the lowest point of the proposed Structure. A profile of the existing top of rail elevation shall be plotted on the bridge plans. The profile shall extend for 500 feet in each direction of the proposed overpass and a separate profile shall be plotted for each track. If the existing top of rail profile(s) is not uniform such that a sag exists in the vicinity of the proposed Structure, the permanent Structure vertical clearance shall be increased sufficiently to accommodate a raise in the track profile to remove the sag. Prior to beginning construction of the permanent Structure, the top of rail elevations should be checked and verified that they have not changed from the assumed elevations utilized for the design of the bridge. Prior to issuing any invitation to bid on construction of the STRUCTURE, the Agency should conduct a pre-bid meeting where prospective Contractors have the opportunity to communicate with BNSF personnel regarding site specific train 635 speeds, train density, and general safety requirements for men and equipment working near live tracks. Any invitation to bid and specifications for the Structure must be submitted to BNSF for review and approval prior to letting of bids for the STRUCTURE. BRIDGE CONSTRUCTION: After awarding the bid, but prior to the Contractor entering BNSF’s right-of –way or property, the Agency should conduct a pre-construction meeting with BNSF personnel in attendance to reiterate the safety requirements of construction activity adjacent to live tracks. During construction, BNSF may require an independent engineering inspector to be present during certain critical activities of the STRUCTURE, including but not limited to: driving foundation piles, erecting falsework, construction of shoring and retaining walls, placing concrete, placing soil backfill and compaction processes. The Agency shall reimburse BNSF for all costs of supplemental inspection services. Within 90 days of the conclusion of the STRUCTURE and final acceptance by BNSF, the Agency will provide BNSF with a complete electronic set of the bridge plans labeled “As Built”. Those plans will reflect any and all deviations from the original plans that occurred during construction. The “As Built” plans will be submitted in Micro Station *.dgn electronic format (preferred) or AutoCAD *.dwg format. Electronic plans are to be submitted in the original format used for CAD plan preparation and not converted to another format prior to submission. Actual measured “as constructed” clearances shall be shown as well as depth, size and location of all foundation components. The plans shall show dimensioned locations of existing and relocated utilities. BRIDGE MAINTENANCE: The Agency will be responsible for maintenance and repair of the Structure including the earth retention components, embankment slopes, erosion control, surface drainage, fencing, deck drains, landscaping, paint, walkways, handrails, lighting, and other improvements associated with the STRUCTURE. Fencing and other pedestrian access controls within BNSF’s right-of-way and incorporated into the STRUCTURE shall be designed and maintained by the Agency. Trespasser control shall be the responsibility of the Agency. Graffiti removal will be the responsibility of the Agency. BRIDGE INSPECTION: 636 The Agency will conduct annual routine structural inspections. In the event of an earthquake, fire, flood, damage from vehicular impacts or other emergent situations, the Agency will provide an immediate inspection by qualified personnel and notify BNSF of damage that may affect safe passage of trains. If necessary the Agency will embargo weights or provide lane closures or other such measures to protect the structural integrity of the Structure such that there can be continuous safe passage of trains until repairs are made. BRIDGE ALTERATIONS: Except as provided otherwise by this Agreement, there will be no alterations made to the Structure that will alter the railroad vertical or horizontal clearances provided by the original design. Pipelines will be not be added or attached to the Structure without first submitting plans and calculations to BNSF for review and approval. 637 Agreement 08-1743 Project No. 0800000137 EA 0F541 08-RIV-91/71-0.6/2.6, 1.6/3.0 Project Development Agreement 2017-02-17 (Created April 20, 2021)i COOPERATIVE AGREEMENT COVER SHEET (DRAFT) Work Description CONSTRUCTION OF THE EAST TO NORTH CONNECTOR, EASTBOUND COLLECTOR- DISTRIBUTOR ROAD AND UPGRADE INTERCHANGE Contact Information CALTRANS Dan Ciacchella, Project Manager 464 W. 4th Street San Bernardino, CA 92401 Office Phone: (951) 452-6169 Email: daniel.ciacchella@dot.ca.gov RIVERSIDE COUNTY TRANSPORTATION COMMISSION Bryce Johnston, Project Manager P.O. Box 12008 Riverside, CA 92502 Office Phone: (951) 787-7932 Email: bjohnston@rctc.org ATTACHMENT 4 638 Cover Sheet AGREEMENT 08-1743 Project No. 0800000137 Project Development Agreement 2017-02-17 (Created April 20, 2021) ii Right click on the table of contents below > Update Field > Update Entire Table and then delete these instructions. Table of Contents RECITALS ........................................................................................................................................... 1 RESPONSIBILITIES ........................................................................................................................... 3 Sponsorship ...................................................................................................................................... 3 Implementing Agency ...................................................................................................................... 3 Funding ............................................................................................................................................ 3 CALTRANS’ Quality Management Independent Quality Assurance ............................................. 4 Environmental Document Quality Control (EDQC) Program ........ Error! Bookmark not defined. CEQA/NEPA Lead Agency ............................................................................................................. 5 CEQA Lead Agency ........................................................................................................................ 5 Environmental Permits, Approvals and Agreements ....................................................................... 5 PROJECT INITIATION DOCUMENT (PID) ............................... Error! Bookmark not defined. PROJECT APPROVAL AND ENVIRONMENTAL DOCUMENT (PA&ED) Error! Bookmark not defined. California Environmental Quality Act (CEQA) ......................... Error! Bookmark not defined. National Environmental Policy Act (NEPA) ............................. Error! Bookmark not defined. PLANS, SPECIFICATIONS, AND ESTIMATE (PS&E) ............. Error! Bookmark not defined. RIGHT-OF-WAY ........................................................................... Error! Bookmark not defined. CONSTRUCTION ........................................................................................................................... 6 Schedule ........................................................................................................................................... 9 Additional Provisions ..................................................................................................................... 10 GENERAL CONDITIONS ................................................................................................................ 15 INVOICE AND PAYMENT ............................................................... Error! Bookmark not defined. DEFINITIONS ..................................................................................... Error! Bookmark not defined. SIGNATURES .................................................................................................................................... 19 AMENDMENT No. ***FS amendment NU*** ................................. Error! Bookmark not defined. FUNDING SUMMARY No. 01 ........................................................................................................... 1 Funding ............................................................................................................................................ 1 Invoicing and Payment ..................................................................................................................... 2 Project Initiation Document (PID) ............................................. Error! Bookmark not defined. Project Approval and Environmental Document (PA&ED) ...... Error! Bookmark not defined. 639 Cover Sheet AGREEMENT 08-1743 Project No. 0800000137 Project Development Agreement 2017-02-17 (Created April 20, 2021) iii Plans, Specifications, and Estimate (PS&E) .............................. Error! Bookmark not defined. RIGHT-OF-WAY Support ......................................................... Error! Bookmark not defined. RIGHT-OF-WAY Capital .......................................................... Error! Bookmark not defined. CONSTRUCTION Support ........................................................................................................ 3 CONSTRUCTION Capital ......................................................................................................... 3 Department Furnished Materials (DFM) .................................... Error! Bookmark not defined. Signatures ........................................................................................ Error! Bookmark not defined. CLOSURE STATEMENT.................................................................................................................... 3 640 Cover Sheet AGREEMENT 08-1743 Project No. 0800000137 Project Development Agreement 2017-02-17 (Created April 20, 2021) iv Please note: 1. Caltrans administered funds must be expended proportionally with all other funds. All project funds must be shown in the Funding Summary. Local funds committed to the project cannot be omitted from the funding summary. 2. Unanswered: Construction Information > PARTIES will review and concur on all Change Orders over $________. * 641 Agreement 08-1743 Project No. 0800000137 EA 0F541 08-RIV-91/71-0.6/2.6, 1.6/3.0 Project Development Agreement 2017-02-17 (Created April 20, 2021) 1 of 19 COOPERATIVE AGREEMENT (DRAFT) This AGREEMENT, executed on and effective from _______________________________, is between the State of California, acting through its Department of Transportation, referred to as CALTRANS, and: Riverside County Transportation Commission, a public corporation/entity, referred to hereinafter as RCTC. An individual signatory agency in this AGREEMENT is referred to as a PARTY. Collectively, the signatory agencies in this AGREEMENT are referred to as PARTIES. RECITALS 1. PARTIES are authorized to enter into a cooperative agreement for improvements to the State Highway System per the California Streets and Highways Code, Sections 114 and 130. 2. For the purpose of this AGREEMENT, construction of the East to North connector, eastbound collector-distributor road and upgrade interchange will be referred to hereinafter as PROJECT. The PROJECT scope of work is defined in the project initiation and approval documents (e.g. Project Study Report, Permit Engineering Evaluation Report, or Project Report). 3. All obligations and responsibilities assigned in this AGREEMENT to complete the following PROJECT COMPONENT will be referred to hereinafter as WORK: • CONSTRUCTION Each PROJECT COMPONENT is defined in the CALTRANS Workplan Standards Guide as a distinct group of activities/products in the project planning and development process. 642 Agreement 08-1743 Project No. 0800000137 Project Development Agreement 2017-02-17 (Created April 20, 2021) 2 of 19 4. The term AGREEMENT, as used herein, includes this document and any attachments, exhibits, and amendments. This AGREEMENT is separate from and does not modify or replace any other cooperative agreement or memorandum of understanding between the PARTIES regarding the PROJECT. PARTIES intend this AGREEMENT to be their final expression that supersedes any oral understanding or writings pertaining to the WORK. The requirements of this AGREEMENT will preside over any conflicting requirements in any documents that are made an express part of this AGREEMENT. If any provisions in this AGREEMENT are found by a court of competent jurisdiction to be, or are in fact, illegal, inoperative, or unenforceable, those provisions do not render any or all other AGREEMENT provisions invalid, inoperative, or unenforceable, and those provisions will be automatically severed from this AGREEMENT. Except as otherwise provided in the AGREEMENT, PARTIES will execute a written amendment if there are any changes to the terms of this AGREEMENT. PARTIES agree to sign a CLOSURE STATEMENT to terminate this AGREEMENT. However, all indemnification, document retention, audit, claims, environmental commitment, legal challenge, maintenance and ownership articles will remain in effect until terminated or modified in writing by mutual agreement or expire by the statute of limitations. 5. The following work associated with this PROJECT has been completed or is in progress: • CALTRANS approved the Mitigated Negative Declaration on June 29, 2011. • CALTRANS approved the Categorical Exclusion on June 29, 2011. • CALTRANS is developing the R/W Certification (Cooperative Agreement No. 1380). • CALTRANS is developing the Plans, Specifications and Estimate on January 1, 2022 (Cooperative Agreement No. 1380). 6. In this AGREEMENT capitalized words represent defined terms, initialisms, or acronyms. 7. PARTIES hereby set forth the terms, covenants, and conditions of this AGREEMENT. 643 Agreement 08-1743 Project No. 0800000137 Project Development Agreement 2017-02-17 (Created April 20, 2021) 3 of 19 RESPONSIBILITIES Sponsorship 8. A SPONSOR is responsible for establishing the scope of the PROJECT and securing the financial resources to fund the WORK. A SPONSOR is responsible for securing additional funds when necessary or implementing PROJECT changes to ensure the WORK can be completed with the funds obligated in this AGREEMENT. PROJECT changes, as described in the CALTRANS Project Development Procedures Manual, will be approved by CALTRANS as the owner/operator of the State Highway System. 9. RCTC is the SPONSOR for the WORK in this AGREEMENT. Implementing Agency 10. The IMPLEMENTING AGENCY is the PARTY responsible for managing the scope, cost, schedule, and quality of the work activities and products of a PROJECT COMPONENT. • RCTC is the CONSTRUCTION IMPLEMENTING AGENCY. CONSTRUCTION includes construction contract administration, surveying/staking, inspection, quality assurance, and assuring regulatory compliance. The CONSTRUCTION component budget identifies the capital costs of the construction contract/furnished materials (CONSTRUCTION CAPITAL) and the cost of the staff work in support of the construction contract administration (CONSTRUCTION SUPPORT). 11. RCTC will provide a Quality Management Plan (QMP) for the WORK in every PROJECT COMPONENT that they are the IMPLEMENTING AGENCY of. The QMP describes the IMPLEMENTING AGENCY’s quality policy and how it will be used. The QMP will include a process for resolving disputes between the PARTIES at the team level. The QMP is subject to CALTRANS review and approval. 12. Any PARTY responsible for completing WORK will make its personnel and consultants that prepare WORK available to help resolve WORK-related problems and changes for the entire duration of the PROJECT including PROJECT work that may occur under separate agreements. 644 Agreement 08-1743 Project No. 0800000137 Project Development Agreement 2017-02-17 (Created April 20, 2021) 4 of 19 Funding 13. Funding sources, PARTIES committing funds, funding amounts, and invoicing/payment details are documented in the Funding Summary section of this AGREEMENT. PARTIES will amend this AGREEMENT by updating and replacing the Funding Summary, in its entirety, each time the funding details change. Funding Summary replacements will be executed by a legally authorized representative of the respective PARTIES. The most current fully executed Funding Summary supersedes any previous Funding Summary created for this AGREEMENT. 14. PARTIES will not be reimbursed for costs beyond the funds obligated in this AGREEMENT. If an IMPLEMENTING AGENCY anticipates that funding for the WORK will be insufficient to complete the WORK, the IMPLEMENTING AGENCY will promptly notify the SPONSOR. 15. Unless otherwise documented in the Funding Summary, overall liability for project costs within a PROJECT COMPONENT will be in proportion to the amount contributed to that PROJECT COMPONENT by each fund type. 16. Unless otherwise documented in the Funding Summary, any savings recognized within a PROJECT COMPONENT will be credited or reimbursed, when allowed by policy or law, in proportion to the amount contributed to that PROJECT COMPONENT by each fund type. 17. WORK costs, except those that are specifically excluded in this AGREEMENT, are to be paid from the funds obligated in the Funding Summary. Costs that are specifically excluded from the funds obligated in this AGREEMENT are to be paid by the PARTY incurring the costs from funds that are independent of this AGREEMENT. CALTRANS’ Quality Management 18. CALTRANS, as the owner/operator of the State Highway System (SHS), will perform quality management work including Quality Management Assessment (QMA) and owner/operator approvals for the portions of WORK within the existing and proposed SHS right-of-way. 19. CALTRANS’ Quality Management Assessment (QMA) efforts are to ensure that RCTC's quality assurance results in WORK that is in accordance with the applicable standards and the PROJECT’s quality management plan (QMP). QMA does not include any efforts necessary to develop or deliver WORK or any validation by verifying or rechecking WORK. When CALTRANS performs QMA, it does so for its own benefit. No one can assign liability to CALTRANS due to its QMA. 645 Agreement 08-1743 Project No. 0800000137 Project Development Agreement 2017-02-17 (Created April 20, 2021) 5 of 19 20. CALTRANS, as the owner/operator of the State Highway System, will approve WORK products in accordance with CALTRANS policies and guidance and as indicated in this AGREEMENT. 21. RCTC will provide WORK-related products and supporting documentation upon CALTRANS’ request for the purpose of CALTRANS’ quality management work. CEQA/NEPA Lead Agency 22. CALTRANS is the CEQA Lead Agency for the PROJECT. 23. CALTRANS is the NEPA Lead Agency for the PROJECT. Environmental Permits, Approvals and Agreements 24. PARTIES will comply with the commitments and conditions set forth in the environmental documentation, environmental permits, approvals, and applicable agreements as those commitments and conditions apply to each PARTY’s responsibilities in this AGREEMENT. 25. Unless otherwise assigned in this AGREEMENT, the IMPLEMENTING AGENCY for a PROJECT COMPONENT is responsible for all PROJECT COMPONENT WORK associated with coordinating, obtaining, implementing, renewing, and amending the PROJECT permits, agreements, and approvals whether they are identified in the planned project scope of work or become necessary in the course of completing the PROJECT. 646 Agreement 08-1743 Project No. 0800000137 Project Development Agreement 2017-02-17 (Created April 20, 2021) 6 of 19 26. The PROJECT requires the following environmental permits/approvals: ENVIRONMENTAL PERMITS/REQUIREMENTS 404, US Army Corps Of Engineers 401, Regional Water Quality Control Board State Waste Discharge Requirements (Porter Cologne), Regional Water Quality Control Board National Pollutant Discharge Elimination System (NPDES), State Water Resources Control Board Air Quality Permits 1602 California Department of Fish and Wildlife Local Agency Concurrence/Permit 2080.1 California Department of Fish and Wildlife CONSTRUCTION 27. As the CONSTRUCTION IMPLEMENTING AGENCY, RCTC is responsible for all CONSTRUCTION WORK except those activities and responsibilities that are assigned to another PARTY and those activities that are excluded under this AGREEMENT. 28. CALTRANS will be responsible for completing the following CONSTRUCTION SUPPORT activities: CALTRANS Work Breakdown Structure Identifier (If Applicable) AGREEMENT Funded Cost 100.20.10.xx Quality Management No 29. Physical and legal possession of the right-of-way must be completed prior to advertising the construction contract, unless PARTIES mutually agree to other arrangements in writing. 30. Right-of-way conveyances must be completed prior to WORK completion, unless PARTIES mutually agree to other arrangements in writing. 647 Agreement 08-1743 Project No. 0800000137 Project Development Agreement 2017-02-17 (Created April 20, 2021) 7 of 19 31. RCTC will include a Disadvantaged Business Enterprise (DBE) utilization goal in the PROJECT construction contract(s) in accordance with the Local Assistance Procedures Manual. RCTC will award the construction contract to the lowest responsive bidder who makes a Good Faith Effort to meet the DBE goal. 32. CALTRANS will not issue an encroachment permit to RCTC for construction work until the following conditions are met: • CALTRANS accepts the final plans, specifications, and estimate • CALTRANS accepts the Right-of-Way Certification • Any new or amended maintenance agreements required for the WORK are executed. • Any new or amended Freeway Agreement required for the WORK are executed. 33. RCTC will require the construction contractor to furnish payment and performance bonds naming RCTC as obligee, and CALTRANS as additional obligee, and to carry liability insurance in accordance with CALTRANS Standard Specifications. 34. RCTC will advertise, open bids, award, and approve the construction contract in accordance with the California Public Contract Code and the California Labor Code. By accepting responsibility to advertise and award the construction contract, RCTC also accepts responsibility to administer the construction contract. 35. If the lowest responsible construction contract bid is greater than the funding commitment to CONSTRUCTION CAPITAL, PARTIES must agree in writing on a course of action within fifteen (15) working days. If no agreement is reached within fifteen (15) work days the IMPLEMENTING AGENCY will not award the construction contract. 36. CALTRANS will not issue an encroachment permit to RCTC's construction contractor until CALTRANS accepts: • The payment and performance bonds • The CONSTRUCTION Quality Management Plan 37. The CONSTRUCTION Quality Management Plan (QMP) will describe how construction material verification and workmanship inspections will be performed at manufacturing sources and the PROJECT job-site. The construction material and Source Inspection QMP (SIQMP) are subject to review and approval by the State Materials Engineer. 648 Agreement 08-1743 Project No. 0800000137 Project Development Agreement 2017-02-17 (Created April 20, 2021) 8 of 19 38. The CONSTRUCTION Quality Management Plan will address the radiation safety requirements of the California Code of Regulations 17 CCR § 30346 when the work requires Gamma-Gamma Logging acceptance testing for Cast in Drilled Hole (CIDH) pile or whenever else it is applicable. In accordance with these regulations RCTC, as the "well operator", will have a written agreement with any consultant or external entity performing these tests. 39. RCTC will provide a Resident Engineer and CONSTRUCTION SUPPORT staff that are independent of the construction contractor. The Resident Engineer will be a Civil Engineer, licensed in the State of California, who is responsible for construction contract administration activities. 40. CALTRANS will review and concur with: • Change Orders affecting public safety, public convenience, protected environmental resources, the preservation of property, all design and specification changes, and all major changes as defined in the CALTRANS Construction Manual. These Change Orders must receive written concurrence by CALTRANS prior to implementation. • The Stormwater Pollution Prevention Plan (SWPPP) or the Water Pollution Control Plan (WPCP). 41. RCTC will administer and process all construction contract claims pursuant to the requirements set forth under Public Contract Code, Section 9204. In addition, all public works claims of $375,000 or less shall be resolved in accordance with Public Contract Code Section 20104, et seq. and other applicable laws. 42. RCTC is designated as the Legally Responsible Person pursuant to the Construction General Permit, State Water Resources Control Board (SWRCB) Order Number 2009-0009-DWQ, as defined in Appendix 5, Glossary, and assumes all roles and responsibilities assigned to the Legally Responsible Person as mandated by the Construction General Permit. RCTC is required to comply with the CALTRANS MS4 National Pollutant Discharge Elimination System (NPDES) permit for all work within the State Highway System. 649 Agreement 08-1743 Project No. 0800000137 Project Development Agreement 2017-02-17 (Created April 20, 2021) 9 of 19 43. As the CONSTRUCTION IMPLEMENTING AGENCY, RCTC is responsible for maintenance of the State Highway System (SHS) within the PROJECT limits as part of the construction contract until the following conditions are met: • Any required maintenance agreements are executed for the portions of SHS for which relief of maintenance is to be granted. • CALTRANS approves a request from RCTC for relief from maintenance of the PROJECT or a portion thereof. 45. Upon WORK completion, ownership or title to all materials and equipment constructed or installed for the operations and/or maintenance of the State Highway System (SHS) within SHS right-of-way as part of WORK become the property of CALTRANS. CALTRANS will not accept ownership or title to any materials or equipment constructed or installed outside SHS right-of-way. 46. Within one hundred eighty (180) calendar days following the completion and acceptance of the PROJECT construction contract, RCTC will furnish CALTRANS with a complete set of “As- Built” plans and Change Orders, including any changes authorized by CALTRANS, on a CD ROM and in accordance with CALTRANS’ then current CADD User’s Manual (Section 4.3), Plans Preparation Manual, and CALTRANS practice. The plans will have the Resident Engineer’s name, contract number, and construction contract acceptance date printed on each plan sheet, and with the Resident Engineer’s signature only on the title sheet. The As-Built plans will be in Microstation DGN format, version 7.0 or later. In addition, RCTC will provide one set of As-Built plans and addenda in TIFF format. The submittal must also include all CALTRANS requested contract records, and land survey documents. The land survey documents include monument preservation documents and records of surveys prepared to satisfy the requirements of the California Land Surveyors Act (Business and Professions Code, Sections 8700 – 8805). Copies of survey documents and Records of Surveys filed in accordance with Business & Professions Code, Sections 8762 and 8771, will contain the filing information provided by the county in which filed. Schedule 47. PARTIES will manage the WORK schedule to ensure the timely use of obligated funds and to ensure compliance with any environmental permits, right-of-way agreements, construction contracts, and any other commitments. PARTIES will communicate schedule risks or changes as soon as they are identified and will actively manage and mitigate schedule risks. 48. The IMPLEMENTING AGENCY for each PROJECT COMPONENT will furnish PARTIES with a final report of the WORK completed. 650 Agreement 08-1743 Project No. 0800000137 Project Development Agreement 2017-02-17 (Created April 20, 2021) 10 of 19 Additional Provisions Standards 49. PARTIES will perform all WORK in accordance with federal and California laws, regulations, and standards; Federal Highway Administration (FHWA) standards; and CALTRANS standards. CALTRANS standards include, but are not limited to, the guidance provided in the: • CADD Users Manual • CALTRANS policies and directives • Plans Preparation Manual • Project Development Procedures Manual (PDPM) • Workplan Standards Guide • Construction Manual • Construction Manual Supplement for Local Agency Resident Engineers • Local Agency Structure Representative Guidelines Noncompliant Work 50. CALTRANS retains the right to reject noncompliant WORK. RCTC agrees to suspend WORK upon request by CALTRANS for the purpose of protecting public safety, preserving property rights, and ensuring that all WORK is in the best interest of the State Highway System. Qualifications 51. Each PARTY will ensure that personnel participating in WORK are appropriately qualified or licensed to perform the tasks assigned to them. Consultant Selection 52. RCTC will invite CALTRANS to participate in the selection of any consultants that participate in the WORK. 651 Agreement 08-1743 Project No. 0800000137 Project Development Agreement 2017-02-17 (Created April 20, 2021) 11 of 19 Encroachment Permits 53. CALTRANS will issue, upon proper application, the encroachment permits required for WORK within State Highway System (SHS) right-of-way. RCTC, their contractors, consultants, agents and utility owners will not work within the SHS right-of-way without an encroachment permit issued in their name. CALTRANS will provide encroachment permits to RCTC, their contractors, consultants, and agents at no cost. CALTRANS will provide encroachment permits to utility owners at no cost. If the encroachment permit and this AGREEMENT conflict, the requirements of this AGREEMENT will prevail. 54. The IMPLEMENTING AGENCY for a PROJECT COMPONENT will coordinate, prepare, obtain, implement, renew, and amend any encroachment permits needed to complete the WORK. Protected Resources 55. If any PARTY discovers unanticipated cultural, archaeological, paleontological, or other protected resources during WORK, all WORK in that area will stop and that PARTY will notify all PARTIES within 24 hours of discovery. WORK may only resume after a qualified professional has evaluated the nature and significance of the discovery and CALTRANS approves a plan for its removal or protection. Disclosures 56. PARTIES will hold all administrative drafts and administrative final reports, studies, materials, and documentation relied upon, produced, created, or utilized for the WORK in confidence to the extent permitted by law and where applicable, the provisions of California Government Code, Section 6254.5(e) will protect the confidentiality of such documents in the event that said documents are shared between PARTIES. PARTIES will not distribute, release, or share said documents with anyone other than employees, agents, and consultants who require access to complete the WORK without the written consent of the PARTY authorized to release them, unless required or authorized to do so by law. 57. If a PARTY receives a public records request pertaining to the WORK, that PARTY will notify PARTIES within five (5) working days of receipt and make PARTIES aware of any disclosed public records. 652 Agreement 08-1743 Project No. 0800000137 Project Development Agreement 2017-02-17 (Created April 20, 2021) 12 of 19 Hazardous Materials 58. HM-1 is hazardous material (including, but not limited to, hazardous waste) that may require removal and disposal pursuant to federal or state law, irrespective of whether it is disturbed by the PROJECT or not. HM-2 is hazardous material (including, but not limited to, hazardous waste) that may require removal and disposal pursuant to federal or state law only if disturbed by the PROJECT. The management activities related to HM-1 and HM-2, including and without limitation, any necessary manifest requirements and disposal facility designations are referred to herein as HM-1 MANAGEMENT and HM-2 MANAGEMENT respectively. 59. If HM-1 or HM-2 is found the discovering PARTY will immediately notify all other PARTIES. 60. CALTRANS, independent of the PROJECT, is responsible for any HM-1 found within the existing State Highway System right-of-way. CALTRANS will undertake, or cause to be undertaken, HM-1 MANAGEMENT with minimum impact to the PROJECT schedule. CALTRANS will pay, or cause to be paid, the cost of HM-1 MANAGEMENT for HM-1 found within the existing State Highway System right-of-way with funds that are independent of the funds obligated in this AGREEMENT. 61. If HM-1 is found within the PROJECT limits and outside the existing State Highway System right-of-way, responsibility for such HM-1 rests with the owner(s) of the parcel(s) on which the HM-1 is found. RCTC, in concert with the local agency having land use jurisdiction, will ensure that HM-1 MANAGEMENT is undertaken with minimum impact to PROJECT schedule. The cost of HM-1 MANAGEMENT for HM-1 found within the PROJECT limits and outside the existing State Highway System right-of-way will be paid from funds that are independent of the funds obligated in this AGREEMENT and will be the responsibility of the owner(s) of the parcel(s) where the HM-1 is located. 62. The CONSTRUCTION IMPLEMENTING AGENCY is responsible for HM‑2 MANAGEMENT within the PROJECT limits. 653 Agreement 08-1743 Project No. 0800000137 Project Development Agreement 2017-02-17 (Created April 20, 2021) 13 of 19 RCTC and CALTRANS will comply with the Soil Management Agreement for Aerially Deposited Lead Contaminated Soils (Soil Management Agreement) executed between CALTRANS and the California Department of Toxic Substances Control (DTSC). Under Section 3.2 of the Soil Management Agreement, CALTRANS and RCTC each retain joint and severable liability for noncompliance with the provisions of the Soil Management Agreement. RCTC will assume all responsibilities assigned to CALTRANS in the Soil Management Agreement during PROJECT COMPONENTS for which they are the IMPLEMENTING AGENCY except for final placement and burial of soil within the State right-of-way, per Section 4.5 of the Soil Management Agreement, which is subject to CALTRANS concurrence and reporting to DTSC which will be performed by CALTRANS. 63. CALTRANS’ acquisition or acceptance of title to any property on which any HM-1 or HM-2 is found will proceed in accordance with CALTRANS’ policy on such acquisition. Claims 64. Any PARTY that is responsible for completing WORK may accept, reject, compromise, settle, or litigate claims arising from the WORK without concurrence from the other PARTY. 65. PARTIES will confer on any claim that may affect the WORK or PARTIES’ liability or responsibility under this AGREEMENT in order to retain resolution possibilities for potential future claims. No PARTY will prejudice the rights of another PARTY until after PARTIES confer on the claim. 66. If the WORK expends state or federal funds, each PARTY will comply with the Federal Uniform Administrative Requirements, Cost Principles, and Audit Requirements for Federal Awards of 2 CFR, Part 200. PARTIES will ensure that any for-profit consultant hired to participate in the WORK will comply with the requirements in 48 CFR, Chapter 1, Part 31. When state or federal funds are expended on the WORK these principles and requirements apply to all funding types included in this AGREEMENT. Accounting and Audits 67. PARTIES will maintain, and will ensure that any consultant hired by PARTIES to participate in WORK will maintain, a financial management system that conforms to Generally Accepted Accounting Principles (GAAP), and that can properly accumulate and segregate incurred PROJECT costs and billings. 654 Agreement 08-1743 Project No. 0800000137 Project Development Agreement 2017-02-17 (Created April 20, 2021) 14 of 19 68. PARTIES will maintain and make available to each other all WORK-related documents, including financial data, during the term of this AGREEMENT. PARTIES will retain all WORK-related records for three (3) years after the final voucher. PARTIES will require that any consultants hired to participate in the WORK will comply with this Article. 69. PARTIES have the right to audit each other in accordance with generally accepted governmental audit standards. CALTRANS, the State Auditor, FHWA (if the PROJECT utilizes federal funds), and RCTC will have access to all WORK -related records of each PARTY, and any consultant hired by a PARTY to participate in WORK, for audit, examination, excerpt, or transcription. The examination of any records will take place in the offices and locations where said records are generated and/or stored and will be accomplished during reasonable hours of operation. The auditing PARTY will be permitted to make copies of any WORK-related records needed for the audit. The audited PARTY will review the draft audit, findings, and recommendations, and provide written comments within thirty (30) calendar days of receipt. Upon completion of the final audit, PARTIES have forty-five (45) calendar days to refund or invoice as necessary in order to satisfy the obligation of the audit. Any audit dispute not resolved by PARTIES is subject to mediation. Mediation will follow the process described in the General Conditions section of this AGREEMENT. 70. If the WORK expends state or federal funds, each PARTY will undergo an annual audit in accordance with the Single Audit Act in the Federal Uniform Administrative Requirements, Cost Principles, and Audit Requirements for Federal Awards as defined in 2 CFR, Part 200. 71. When a PARTY reimburses a consultant for WORK with state or federal funds, the procurement of the consultant and the consultant overhead costs will be in accordance with the Local Assistance Procedures Manual, Chapter 10. Interruption of Work 72. If WORK stops for any reason, each PARTY will continue with environmental commitments included in the environmental documentation, permits, agreements, or approvals that are in effect at the time that WORK stops, and will keep the PROJECT in environmental compliance until WORK resumes. 655 Agreement 08-1743 Project No. 0800000137 Project Development Agreement 2017-02-17 (Created April 20, 2021) 15 of 19 Penalties, Judgements and Settlements 73. The cost of awards, judgements, or settlements generated by the WORK are to be paid from the funds obligated in this AGREEMENT. 74. The cost of legal challenges to the environmental process or documentation may be paid from the funds obligated in this AGREEMENT. 75. Any PARTY whose action or lack of action causes the levy of fines, interest, or penalties will indemnify and hold all other PARTIES harmless per the terms of this AGREEMENT. Environmental Compliance 76. If during performance of WORK additional activities or environmental documentation is necessary to keep the PROJECT in environmental compliance, PARTIES will amend this AGREEMENT to include completion of those additional tasks. GENERAL CONDITIONS 77. All portions of this AGREEMENT, including the Recitals Section, are enforceable. Venue 78. PARTIES understand that this AGREEMENT is in accordance with and governed by the Constitution and laws of the State of California. This AGREEMENT will be enforceable in the State of California. Any PARTY initiating legal action arising from this AGREEMENT will file and maintain that legal action in the Superior Court of the county in which the CALTRANS district office that is signatory to this AGREEMENT resides, or in the Superior Court of the county in which the PROJECT is physically located. Exemptions 79. All CALTRANS’ obligations under this AGREEMENT are subject to the appropriation of resources by the Legislature, the State Budget Act authority, programming and allocation of funds by the California Transportation Commission (CTC). 656 Agreement 08-1743 Project No. 0800000137 Project Development Agreement 2017-02-17 (Created April 20, 2021) 16 of 19 Indemnification 80. Neither CALTRANS nor any of its officers and employees, are responsible for any injury, damage, or liability occurring by reason of anything done or omitted to be done by RCTC, its contractors, sub-contractors, and/or its agents under or in connection with any work, authority, or jurisdiction conferred upon RCTC under this AGREEMENT. It is understood and agreed that RCTC, to the extent permitted by law, will defend, indemnify, and save harmless CALTRANS and all of their officers and employees from all claims, suits, or actions of every name, kind, and description brought forth under, but not limited to, tortious, contractual, inverse condemnation, or other theories and assertions of liability occurring by reason of anything done or omitted to be done by RCTC, its contractors, sub-contractors, and/or its agents under this AGREEMENT. 81. Neither RCTC nor any of its officers and employees, are responsible for any injury, damage, or liability occurring by reason of anything done or omitted to be done by CALTRANS, its contractors, sub-contractors, and/or its agents under or in connection with any work, authority, or jurisdiction conferred upon CALTRANS under this AGREEMENT. It is understood and agreed that CALTRANS, to the extent permitted by law, will defend, indemnify, and save harmless RCTC and all of their officers and employees from all claims, suits, or actions of every name, kind, and description brought forth under, but not limited to, tortious, contractual, inverse condemnation, or other theories and assertions of liability occurring by reason of anything done or omitted to be done by CALTRANS, its contractors, sub-contractors, and/or its agents under this AGREEMENT. Non-parties 82. PARTIES do not intend this AGREEMENT to create a third party beneficiary or define duties, obligations, or rights for entities not signatory to this AGREEMENT. PARTIES do not intend this AGREEMENT to affect their legal liability by imposing any standard of care for fulfilling the WORK different from the standards imposed by law. 83. PARTIES will not assign or attempt to assign obligations to entities not signatory to this AGREEMENT without an amendment to this AGREEMENT. Ambiguity and Performance 84. Neither PARTY will interpret any ambiguity contained in this AGREEMENT against the other PARTY. PARTIES waive the provisions of California Civil Code, Section 1654. A waiver of a PARTY’s performance under this AGREEMENT will not constitute a continuous waiver of any other provision. 657 Agreement 08-1743 Project No. 0800000137 Project Development Agreement 2017-02-17 (Created April 20, 2021) 17 of 19 85. A delay or omission to exercise a right or power due to a default does not negate the use of that right or power in the future when deemed necessary. Defaults 86. If any PARTY defaults in its performance of the WORK, a non-defaulting PARTY will request in writing that the default be remedied within thirty (30) calendar days. If the defaulting PARTY fails to do so, the non-defaulting PARTY may initiate dispute resolution. Dispute Resolution 87. PARTIES will first attempt to resolve AGREEMENT disputes at the PROJECT team level as described in the Quality Management Plan. If they cannot resolve the dispute themselves, the CALTRANS District Director and the Executive Officer of RCTC will attempt to negotiate a resolution. If PARTIES do not reach a resolution, PARTIES’ legal counsel will initiate mediation. PARTIES agree to participate in mediation in good faith and will share equally in its costs. Neither the dispute nor the mediation process relieves PARTIES from full and timely performance of the WORK in accordance with the terms of this AGREEMENT. However, if any PARTY stops fulfilling its obligations, any other PARTY may seek equitable relief to ensure that the WORK continues. Except for equitable relief, no PARTY may file a civil complaint until after mediation, or forty-five (45) calendar days after filing the written mediation request, whichever occurs first. PARTIES will file any civil complaints in the Superior Court of the county in which the CALTRANS District Office signatory to this AGREEMENT resides or in the Superior Court of the county in which the PROJECT is physically located. 88. PARTIES maintain the ability to pursue alternative or additional dispute remedies if a previously selected remedy does not achieve resolution. Prevailing Wage 89. When WORK falls within the Labor Code § 1720(a)(1) definition of "public works" in that it is construction, alteration, demolition, installation, or repair; or maintenance work under Labor Code § 1771, PARTIES will conform to the provisions of Labor Code §§ 1720-1815, and all applicable provisions of California Code of Regulations, Title 8, Division 1, Chapter 8, Subchapter 3, Articles 1-7. PARTIES will include prevailing wage requirements in contracts for public work and require contractors to include the same prevailing wage requirements in all subcontracts. 658 Agreement 08-1743 Project No. 0800000137 Project Development Agreement 2017-02-17 (Created April 20, 2021) 18 of 19 Work performed by a PARTY’s own employees is exempt from the Labor Code's Prevailing Wage requirements. If WORK is paid for, in whole or part, with federal funds and is of the type of work subject to federal prevailing wage requirements, PARTIES will conform to the provisions of the Davis- Bacon and Related Acts, 40 U.S.C. §§ 3141-3148. When applicable, PARTIES will include federal prevailing wage requirements in contracts for public works. WORK performed by a PARTY’s employees is exempt from federal prevailing wage requirements. 659 Agreement 08-1743 Project No. 0800000137 Project Development Agreement 2017-02-17 (Created April 20, 2021) 19 of 19 SIGNATURES PARTIES are empowered by the law to enter into this AGREEMENT and have delegated to the undersigned the authority to execute this AGREEMENT on behalf of the respective agencies and covenants to have followed all the necessary legal requirements to validly execute this AGREEMENT. This AGREEMENT may be executed and delivered in counterparts, and by each PARTY in a separate counterpart, each of which when so executed and delivered shall constitute an original and all of which taken together shall constitute one and the same instrument. The PARTIES acknowledge that executed copies of this AGREEMENT may be exchanged by facsimile or email, and that such copies shall be deemed to be effective as originals. STATE OF CALIFORNIA DEPARTMENT OF TRANSPORTATION Michael D. Beauchamp District 8 Director Verification of funds and authority: Corina Harriman District 8 Budget Manager Certified as to financial terms and policies: _ Darwin Salmos HQ Accounting Supervisor RIVERSIDE COUNTY TRANSPORTATION COMMISSION NOT FOR SIGNATURES AT THIS TIME Anne Mayor Executive Director Attest: Name Tbd Title TBD Approved as to form and procedure: Name Tbd Title TBD 660 AGREEMENT 08 - 1743 Project No. 0800000137 EA 0F541 08-RIV-91/71-0.6/2.6, 1.6/3.0 Project Development Agreement 2017-02-17 (Created April 20, 2021) 1 of 6 FUNDING SUMMARY NO. 01 FUNDING TABLE v. 2 IMPLEMENTING AGENCY RCTC Totals Source Party Fund Type CONST. SUPPORT CONST. CAPITAL STATE RCTC STIP/RIP 8,870,000 57,507,000 66,377,000 LOCAL- FEDERAL RCTC STBGP (88.53%) 9,853,000 0 9,853,000 LOCAL RCTC Local 0 58,108,000 58,108,000 LOCAL RCTC MeasureM 1,277,000 0 1,277,000 Totals 20,000,000 115,615,000 135,615,000 MNon-federal match 661 FUNDING SUMMARY No. 01 AGREEMENT 08 - 1743 Project No. 0800000137 Project Development Agreement 2017-02-17 (Created April 20, 2021) 2 of 6 EXPENDITURE TABLE v. 4 IMPLEMENTING AGENCY RCTC Source Party Fund Type CONST. CAPITAL Eligible Ineligible STATE RCTC STIP/RIP X X LOCAL- FEDERAL RCTC STBGP (88.53%) X -- LOCAL RCTC Local X X LOCAL RCTC MeasureM X -- Note: An "X" denotes the funding type is available for payment. MNon-federal match 662 FUNDING SUMMARY No. 01 AGREEMENT 08 - 1743 Project No. 0800000137 Project Development Agreement 2017-02-17 (Created April 20, 2021) 3 of 6 SPENDING SUMMARY v 21 CONST. SUPPORT CONST. CAPITAL Fund Type CALTRANS RCTC RCTC Totals STIP/RIP 0 8,870,000 57,507,000 66,377,000 STBGP 0 9,853,000 0 9,853,000 Local 0 0 58,108,000 58,108,000 Measure 0 1,277,000 0 1,277,000 Totals 0 20,000,000 115,615,000 135,615,000 663 FUNDING SUMMARY No. 01 AGREEMENT 08 - 1743 Project No. 0800000137 Project Development Agreement 2017-02-17 (Created April 20, 2021) 1 of 6 Funding 1. If there are insufficient funds available in this AGREEMENT to place the PROJECT right- of-way in a safe and operable condition, the appropriate IMPLEMENTING AGENCY will fund these activities until such time as PARTIES amend this AGREEMENT. That IMPLEMENTING AGENCY may request reimbursement for these costs during the amendment process. 2. If there are insufficient funds in this AGREEMENT to implement the obligations and responsibilities of this AGREEMENT, including the applicable commitments and conditions included in the PROJECT environmental documentation, permits, agreements, and/or approvals that are in effect at a time that WORK stops, each PARTY accepts responsibility to fund their respective WORK until such time as PARTIES amend this AGREEMENT. Each PARTY may request reimbursement for these costs during the amendment process. ICRP Rate 3. The cost of any engineering support performed by CALTRANS includes all direct and applicable indirect costs. CALTRANS calculates indirect costs based solely on the type of funds used to pay support costs. State and federal funds administered by CALTRANS are subject to the current Program Functional Rate. All other funds are subject to the current Program Functional Rate and the current Administration Rate. The Program Functional Rate and Administration Rate are adjusted periodically. In accordance with California Senate Bill 848, the Administration Rate is capped at 10 percent until July 1, 2021, for Self-Help Counties with a countywide sales tax measure dedicated to transportation improvements. 4. If the WORK is funded with state or federal funds, any PARTY seeking CALTRANS reimbursement of indirect costs must submit an indirect cost rate proposal and central service cost allocation plan (if any) in accordance with Local Assistance Procedures Manual, 2 CFR, Part 200 and Chapter 5. These documents are to be submitted annually to CALTRANS’ Audits and Investigations for review and acceptance prior to CALTRANS’ reimbursement of indirect costs. 664 AGREEMENT 08 - 1743 Project No. 0800000137 Project Development Agreement 2017-02-17 (Created April 20, 2021) 2 of 6 5. Travel, per diem, and third-party contract reimbursements for WORK are to be paid from the funds in this AGREEMENT only after the contractor performs the work and incurs said costs. Payments for travel and per diem will not exceed the rates paid rank and file state employees under current California Department of Human Resources (CalHR) rules current at the effective date of this AGREEMENT. If RCTC invoices for rates in excess of CalHR rates, RCTC will fund the cost difference and reimburse CALTRANS for any overpayment. 6. In accordance with the CALTRANS Federal-Aid Project Funding Guidelines, PARTIES must obtain approval from the Federal Highway Administration prior to any PROJECT funding changes that that will change the federal share of funds. Invoicing and Payment 7. PARTIES will invoice for funds where the SPENDING SUMMARY shows that one PARTY provides funds for use by another PARTY. PARTIES will pay invoices within forty-five (45) calendar days of receipt of invoice when not paying with Electronic Funds Transfer (EFT). When paying with EFT, RCTC will pay invoices within five (5) calendar days of receipt of invoice. 8. If RCTC has received EFT certification from CALTRANS then RCTC will use the EFT mechanism and follow all EFT procedures to pay all invoices issued from CALTRANS. 9. When a PARTY is reimbursed for actual cost, invoices will be submitted each month for the prior month's expenditures. After all PROJECT COMPONENT WORK is complete, PARTIES will submit a final accounting of all PROJECT COMPONENT costs. Based on the final accounting, PARTIES will invoice or refund as necessary to satisfy the financial commitments of this AGREEMENT. 10. If an executed Program Supplement Agreement (PSA) or STIP Planning, Programming, and Monitoring Program Fund Transfer Agreement (PPM) exists for this PROJECT then RCTC will abide by the billing and payment conditions detailed for the fund types identified in the PSA or PPM. 11. If CALTRANS reimburses RCTC for any costs later determined to be unallowable, RCTC will reimburse those funds. 665 AGREEMENT 08 - 1743 Project No. 0800000137 Project Development Agreement 2017-02-17 (Created April 20, 2021) 3 of 6 CONSTRUCTION Support 12. RCTC will invoice and CALTRANS will reimburse for actual costs incurred and paid. CONSTRUCTION Capital 13. RCTC will invoice and CALTRANS will reimburse for actual costs incurred and paid. 666 FUNDING SUMMARY No. 01 AGREEMENT 08 - 1743 Project No. 0800000137 Project Development Agreement 2017-02-17 (Created April 20, 2021) 1 of 6 CLOSURE STATEMENT INSTRUCTIONS 1. Did PARTIES complete all scope, cost and schedule commitments included in this AGREEMENT and any amendments to this AGREEMENT? YES / NO Did CALTRANS accept and approve all final deliverables submitted by other PARTIES? YES / NO Did the CALTRANS HQ Office of Accounting verify that all final accounting for this AGREEMENT and any amendments to this AGREEMENT were completed? YES / NO If construction is involved, did the CALTRANS District Project Manager verify that all claims and third party billings (utilities, etc.) have been settled before termination of the AGREEMENT? YES / NO Did PARTIES complete and transmit the As-Built Plans, Project History File, and all other required contract documents? YES / NO 667 AGREEMENT 08 - 1743 Project No. 0800000137 Project Development Agreement 2017-02-17 (Created April 20, 2021) 2 of 6 If ALL answers are “YES”, this form may be used to TERMINATE this AGREEMENT. 668 AGREEMENT 08 - 1743 Project No. 0800000137 Project Development Agreement 2017-02-17 (Created April 20, 2021) 3 of 6 CLOSURE STATEMENT PARTIES agree that they have completed all scope, cost, and schedule commitments included in Agreement 08-1743 and any amendments to the agreement. The final signature date on this document terminates agreement 08-1743 except survival articles. All survival articles in agreement 08-1743 will remain in effect until expired by law, terminated or modified in writing by the PARTIES’ mutual agreement, whichever occurs earlier. The people signing this agreement have the authority to do so on behalf of their public agencies. This AGREEMENT may be executed and delivered in counterparts, and by each PARTY in a separate counterpart, each of which when so executed and delivered shall constitute an original and all of which taken together shall constitute one and the same instrument. The PARTIES acknowledge that executed copies of this AGREEEMENT may be exchanged by facsimile or email, and that such copies shall be deemed to be effective as originals. STATE OF CALIFORNIA DEPARTMENT OF TRANSPORTATION District 8 Director Date: Certified as to all financial obligations/terms and policies District 8 Budget Manager Date: 669 AGREEMENT 08 - 1743 Project No. 0800000137 Project Development Agreement 2017-02-17 (Created April 20, 2021) 2 of 6 RIVERSIDE COUNTY TRANSPORTATION COMMISSION Executive Director Date: 670 AGENDA ITEM 8N Agenda Item 8N RIVERSIDE COUNTY TRANSPORTATION COMMISSION DATE: June 9, 2021 TO: Riverside County Transportation Commission FROM: Western Riverside County Programs and Projects Committee THROUGH: Anne Mayer, Executive Director SUBJECT: Amendment to Cooperative Agreement with the City of Perris and Amendment to Agreement with T.Y. Lin International for the Interstate 215/Placentia Avenue Interchange Project WESTERN RIVERSIDE COUNTY PROGRAMS AND PROJECTS COMMITTEE AND STAFF RECOMMENDATION: This item is for the Commission to: 1) Approve Agreement No. 16-31-066-06, Amendment No. 6 to Agreement No. 16-31-066-00, with T.Y. Lin International (T.Y. Lin) for design support during construction of the Interstate 215/Placentia Avenue Interchange project (Project) in the amount of $257,285, plus a contingency amount of $25,728, for an additional amount of $283,013, and a total amount not to exceed $5,454,198; 2) Approve Agreement No. 19-31-044-01, Amendment No. 1 to Agreement No. 19-31-044-00, with the city of Perris (City) for storm drain improvements on Placentia Avenue and street and signal improvements at the Placentia Avenue and Indian Avenue intersection for the Project for an additional Commission contribution of $1,081,157 and a total Commission contribution not to exceed $1,231,157; 3) Authorize the Chair or Executive Director, pursuant to legal counsel review, to execute the agreements on behalf of the Commission; and 4) Authorize the Executive Director, or designee, to approve contingency work up to the total not to exceed amount as required for the design support services. BACKGROUND INFORMATION: The Mid County Parkway (MCP) project has been under development by the Commission since 2002. The purpose of the MCP project is to provide a transportation facility that effectively and efficiently accommodates regional west-east movement of people, goods, and services between and through the cities of Perris and San Jacinto. The project in the City (see Attachment 1 for Vicinity Map) is the first part of the MCP to proceed to construction. Construction has been under way since August 2020 and is currently about 30 percent complete. 671 Agenda Item 8N DISCUSSION: Amendment to T.Y. Lin Agreement for Design Support during Construction At its November 2016 meeting, the Commission approved an agreement with T.Y. Lin for preparation of the final Plans, Specifications and Estimate (PS&E) package and related construction bid documents for the construction of the Project in the amount of $3,754,000. Four subsequent amendment authorizations approved by the Commission aggregating an additional amount of $1,417,185 resulted in a total contract authorization to date of $5,171,185. T.Y. Lin has had to perform additional support work during construction. This includes redesign of the reinforced concrete culvert structure under the Perris Valley Line tracks to avoid conflicts with Metrolink service windows and reduce construction impacts on the tracks, and design changes required to coordinate the Indian Avenue/Placentia avenue intersection improvements with the City’s widening project. Staff negotiated the additional scope required and recommends approval of Agreement No. 16-31-066-06 with T.Y. Lin to complete the additional scope items for the Project, based on the final negotiated scope and cost of $257,285, including a contingency amount of $25,728, for an additional amount of $283,013, and a total contract authorization not to exceed $5,454,198. Amendment to Agreement with the City of Perris At its January 2019 meeting, the Commission approved Agreement No. 19-31-044-00 between the Commission and the City for storm drain improvements and the Commission’s funding contribution of 2/3 of the total cost, for an amount not to exceed $150,000. Since approval of the agreement, the design of the storm drain has been finalized, and the commission’s share of the cost of the storm drain system has increased by $300,000 to $450,000. The Project and the City’s Placentia Avenue widening project overlap at the Indian Avenue/Placentia Avenue intersection, where a traffic signal is to be placed. Now that the City’s detailed design of the Indian Avenue/Placentia Avenue intersection is complete, and the schedule of each project is known, Commission staff and City staff believe it is best to transfer construction of all traffic signal improvements to one contractor, avoiding the potential conflict of multiple contractors working at the site. To accommodate phasing of both projects, the City project will construct the signal and other intersection improvements. The Commission’s design team (T.Y. Lin) generated a design package for the City to include in its bid package. Staff negotiated the transferred scope with the City and reached an agreement on a fair and reasonable lump sum cost of the work in the amount of $781,157, which is based on the bid prices of the work deleted from the Commission’s Project. 672 Agenda Item 8N Staff recommends approval of Amendment No. 1 to Cooperative Agreement No. 19-31-044-00 between the Commission and the City to increase the storm drain contribution by $300,000 and adding the street and signal improvements at the Placentia Avenue and Indian Avenue intersection for $781,157, resulting in a total contribution amount not to exceed $1,231,157. FISCAL IMPACT: The additional costs from both agreement amendments will be funded with Transportation Uniform Mitigation Fee (TUMF)-Community Environmental Transportation Accessibility Process (CETAP) funds and then 2009 Measure A Western County (WC) New Corridors funds. Financial Information In Fiscal Year Budget: Yes Yes Year: FY 2020/21 FY 2021/22 FY 2022/23 Amount: $ 15,000 $ 1,177,970 $ 171,200 Source of Funds: TUMF-CETAP; 2009 Measure A WC New Corridors Budget Adjustment: No No GLA No.: 002317 81301 00000 0000 261 31 81301 $1,081,157 002317 81102 00000 0000 261 31 81101 $283,013 Fiscal Procedures Approved: Date: 05/14/2021 Attachments: 1) Vicinity Map-I-215/Placentia Avenue Interchange 2) Draft Amendment Agreement No. 19-31-044-01 3) Draft Amendment Agreement No. 16-31-066-06 Approved by the Western Riverside County Programs and Projects Committee on May 24, 2021 In Favor: 11 Abstain: 0 No: 0 673 S S A A A A S S P L A C E N T I A A v e HARVILL Ave W A T E R A v e W A T E R A v e E A ST FR ON T AG E R d EAST FRONTAGE Rd W A L N U T S t INDIAN Ave W EST FRONTAGE Rd W EST FRONTAGE Rd SUSAN Ln 0 SCALE: 1" = 150' 450'900'225' O R A N G E A v e O R A N G E A v e W R I D E R S t I-215 I-215 SCRRA Attachment B Location Map I-215 / Placentia Ave Interchange November 21, 2017 *Mid-County Parkway (shown in blue) is not part of project. Attachment 1 Vicinity Map Placentia Street Overhead ATTACHMENT 1 674 17336.01100\33684859.5 1 Agreement No. 19-31-044-01 AMENDMENT NO. 1 TO COOPERATIVE AGREEMENT BETWEEN RIVERSIDE COUNTY TRANSPORTATION COMMISSION AND THE CITY OF PERRIS FOR INSTALLATION OF STORM DRAIN IMPROVEMENTS AS PART OF THE PLACENTIA AVENUE WIDENING PROJECT AND TO INCLUDE CERTAIN INDIAN AVE/ PLACENTIA AVE INTERSECTION IMPROVEMENTS 1.PARTIES AND DATE This Amendment No. 1 to the Cooperative Agreement is made and entered into this ___ day of ___________, 2021, by and between the RIVERSIDE COUNTY TRANSPORTATION COMMISSION (“RCTC”) and the CITY OF PERRIS (“CITY”). RCTC and the CITY are sometimes referred to herein individually as “Party”, and collectively as “Parties”. 2.RECITALS 2.1 RCTC and the CITY have entered into an agreement dated July 26, 2019 (the “Master Agreement”) for the purpose of funding and implementing the installation of certain storm drain improvements in the CITY (“Storm Drain Improvements”), as further detailed in Exhibit “A” to the Master Agreement. 2.2 The Storm Drain Improvements are to be undertaken as part of the CITY’s Placentia Widening project (“Placentia Widening”). 2.3 RCTC and the CITY now desire that certain intersection work at Placentia Avenue and Indian Road, generally described as roadway pavement work, pavement removals, pavement delineation, signage, and electrical work (“Intersection Improvements”), which was part of RCTC’s Placentia Interchange project, be removed from the scope of work of RCTC’s contractor, and be transferred to the CITY. 2.4 The Parties agree that transfer of this work to the CITY will avoid overlapping contractors working at the site, and potential conflicting designs, as the CITY currently plans to undertake its own project that will impact this intersection. ATTACHMENT 2 675 17336.01100\33684859.5 2 3. TERMS 3.1 Incorporation of Recitals. The recitals set forth above are true and correct and are incorporated into this Amendment No. 1 as though fully set forth herein. 3.2 The Project. As of the effective date of this Amendment No. 1, the term Project, as used in the Master Agreement, shall mean and refer to the Storm Drain Improvements and the Intersection Improvements. 3.3 Scope of Work. Exhibit “A” of the Master Agreement, which sets forth the scope of work for the Project, shall be amended to include the scope of work for the Intersection Improvements, attached hereto as Attachment 1. As of the effective date of this Amendment No. 1, reference in the Master Agreement to Exhibit “A”, shall mean and refer to Exhibit “A”, as hereby amended. 3.4 RCTC Review of Lowest Responsible Bid; Total Project Budget. Section 4.1(b) of the Master Agreement shall be amended, in its entirety, to read as follows: b. In the event the lowest responsible bidder's construction contract bid for the Project is greater than RCTC and CITY's funding commitments for the Project, as set forth herein, RCTC and CITY shall meet and determine a course of action to proceed. If CITY and RCTC do not agree in writing on a course of action within fifteen (15) days, the CITY shall attempt to reduce the total Project cost to be within the Project funding commitments (“Total Project Budget”) as follows: (i) Total Project Budget for Storm Drain Improvements: $675,000; (ii) Total Project Budget for Intersection Improvements Construction Costs: $704,563.75. 3.5 RCTC Reimbursement of CITY for the Project. Section 4.2 of the Master Agreement shall be amended, in its entirety, to read as follows: a. RCTC shall deposit funds with the CITY for RCTC’s share of Project costs to be incurred under this Cooperative Agreement in an amount not to exceed (i) $450,000 for the Storm Drain Improvements, in accordance with the cost allocation set forth in Exhibit “B”, and (ii) $781,157 for the Intersection Improvements (collectively, “RCTC Total Contribution”). The RCTC Total Contribution shall be used for the sole purpose of carrying out the Project. b. The cost identified above for the Intersection Improvements includes the Total Project Budget for the Intersection Improvements Construction Costs, plus additional sums covering City costs for traffic control, and administrative expenses, as further detailed in Exhibit “B”, and includes a credit of $15,000 to RCTC to cover the costs of RCTC’s utility 676 17336.01100\33684859.5 3 relocation consultant who, notwithstanding Section 5.1 of the Agreement, will work cooperatively with the City on Southern California Edison utility relocations for the Intersection Improvements portion of the Project. 3.6 Cost Allocation. Exhibit “B” of the Master Agreement, which sets forth the cost allocation for the Project, shall be replaced, in its entirety, with the version of Exhibit “B” attached to this Amendment No. 1 as Attachment 2. The attached version of Exhibit “B” includes the cost estimate breakdown for the Intersection Improvements. 4. GENERAL PROVISIONS 4.1 Except as amended by this Amendment No. 1, all provisions of the Master Agreement, including without limitation the indemnity and insurance provisions, shall remain in full force and effect and shall govern the actions of the Parties under this Amendment No. 1. 4.2 This Amendment No. 1 shall be governed by the laws of the State of California. Venue shall be in Riverside County. 4.3 This Amendment No. 1 may be signed in counterparts, each of which shall constitute an original. 4.4 A manually signed copy of this Amendment No. 1 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 No. 1 for all purposes. This Amendment No. 1 may be signed using an electronic signature. [Signatures on following page] 677 17336.01100\33684859.5 4 SIGNATURE PAGE TO AGREEMENT NO. 19-31-044-01 IN WITNESS WHEREOF, the Parties hereto have executed this Amendment on the date first herein above. RIVERSIDE COUNTY CITY OF PERRIS TRANSPORTATION COMMISSION By: _________________________ By: _______________________ Anne Mayer, Executive Director Richard Belmudez, City Manager APPROVED AS TO FORM: APPROVED AS TO FORM: By: _________________________ By: _______________________ Best Best & Krieger LLP Eric Dunn, General Counsel City Attorney ATTEST: By: _______________________ Nancy Salazar City Clerk 678 17336.01100\33684859.5 Exhibit A ATTACHMENT 1 SCOPE OF WORK FOR INTERSECTION IMPROVEMENTS Exhibit “A” of the Master Agreement shall be amended to include the following scope of work for the Intersection Improvements: Roadway Pavement, Pavement Removals, Pavement Delineation, Signs, and Electrical. New Roadway Pavement • Sidewalk = 1,963 SF approx. • Detectable Warning Surface = 24 SF approx. • Curb & Gutter = 157 LF approx. • Pavement Section 5 (JPCP) = 12,647 SF approx. • Pavement Section 7 (RHMA-G) = 1,688 SF approx. • Pavement Section 13 (JPCP RSC) = 1,888 SF approx. Pavement Removals (Existing Placentia Ave and Indian Ave intersection) • Remove Concrete Sidewalk = 1,804 SF approx. • Remove Concrete Pavement = 8,494 SF approx. • Remove Curb & Gutter = 327 LF approx. • Remove Asphalt Concrete Pavement = 5,914 SF approx. Pavement Delineation • All proposed striping and pavement markings along Northbound and Southbound Indian Ave. • Striping and pavement markings to be completed on West leg of Placentia Ave and Indian Ave intersection, to match RCTC project striping. • North, West, and South crosswalks. Roadway Signs • Sign removals, relocations, and new roadside signs in the Indian Ave/ Placentia Ave intersection and along Indian Ave. Electrical • Intersection signalization and related items in the Indian Ave/ Placentia Ave intersection. Attachments [to be inserted] 679 17336.01100\33684859.5 Exhibit B Exhibit1. Revised Plan Sheets for RCTC I-215/Placentia Ave IC Project Exhibit 2. Select Plan Sheets to revised for transfer to City of Perris Exhibit 3. Plot of Placentia Ave. from East Frontage Road to Indian Ave 680 17336.01100\33684859.5 Exhibit B ATTACHMENT 2 EXHIBIT B 1. Storm Drain Improvements The cost share for the Storm Drain Improvements shall be as follows: 2/3 RCTC cost, up to the RCTC maximum share. 1/3 City cost. CONTRACT ITEM OF WORK ESTIMATED COST RCTC MAXIMUM SHARE CITY STORM DRAIN IMPROVEMENTS $ 675,000 $ 450,000 $ 225,000 TOTAL $ 675,000 $ 450,000 $ 225,000 RCTC’s contribution for the Storm Drain Improvement shall not exceed $450,000. 2. Intersection Improvements Construction Costs The Intersection Improvements Construction Costs shall be funded by RCTC in an amount not to exceed $704,563.75, as further detailed below. INTERSECTION IMPROVEMENTS ESTIMATED COSTS CONSTRUCTION COSTS ITEM # DESCRIPTION QUANTITY Unit UNIT RATE COST 109 Remove Concrete 911 CY 30 $27,330 103 Remove AC Pave 3184 SF 0.2 $637 198 Remove Conc C&G 20 CY 145 $2,900 198 Remove Conc SW 22 CY 145 $3,190 211 Reset mailbox 1 EA 750 $750 242 Roadside Sign on Existing Post 4 EA 375 $1,500 31 Treated Wood Waste 60 LB 0.5 $30 10 Temporary Traffic Stripe 4030 LF 0.2 $806 230 Single Sheet Alum. Sign Type X1 27.9 SF 9 $251 229 Single Sheet Alum. Sign 3 SF 14 $42 15 K-Rail 1140 LF 15 $17,100 16 Crash Cusion 22 EA 300 $6,600 11 Channelizers 15 EA 45 $675 8 Barricades 7 EA 150 $1,050 9 Tpe VII Arrow 54 SF 5 $270 681 17336.01100\33684859.5 Exhibit B 264A Solid white stripe 2426 LF 0.55 $1,334 264B Solid yellow Stripe 2629 LF 0.55 $1,446 236 Reflective Sheeting Type XI 27.9 SF 4 $112 108 Isolation Joint Seal 421 LF 13 $5,473 266 Solid White 8" 280 LF 0.85 $238 92 Fog Seal 1 Ton 1340 $1,340 259 Thermo markings 589 SF 3 $1,767 268 Yellow Thermo 1262 SF 5.5 $6,941 270 Remove Marking 106 SF 2 $212 204 Signal & Lighting Location 2 1 LS 1 $295,000 194 Curb and Gutter 20 CY 295 $5,900 94 AC Pave 115 Ton 78 $8,970 106 Concrete Pave 479 CY 335 $160,465 107 RSC Pave 60 CY 620 $37,200 193 Ped Ramps 9 CY 800 $7,200 192 Detectable Warning Surface 65 SF 35 $2,275 89 LCB 315 CY 205 $64,575 90 LCB RS 35 CY 435 $15,225 95 RHMA 42 Ton 95 $3,990 91 Base Bond Breaker 210 SQYD 14 $2,940 13 Temporary Pedestrian Access 0.1 LS 50000 $5,000.00 197 Concrete Sidewalk 25 CY 500 $12,500.00 224 Remove Roadside Sign 8 EA 100 $800.00 239 Roadside Sign on Metal Post 2 EA 265 $530.00 Total Cost of Work to be Deleted: $704,563.75 2.A. Intersection Improvements - Additional City Costs and RCTC Credits (1) City traffic control for construction of the Intersection Improvements shall be funded by RCTC in an amount not to exceed $35,228.18. Traffic control shall include, but is not limited to, placing, removing and maintaining k-rail, signs, striping, delineators, and barricades. The foregoing sum represents 5% of the total estimated Project Budget for Intersection Improvements Construction Costs. (2) City administrative costs for managing the Intersection Improvements portion of the Project shall be funded by RCTC in an amount not to exceed $56,365.10. The foregoing sum represents 8% of the total estimated Project Budget for Intersection Improvements Construction Costs. (3) RCTC has agreed to make its utility relocation consultant, Mr. Steve Hatt, available to provide services on the Intersection Improvements portion of the Project. RCTC shall receive a credit towards the costs identified in (1) and (2) above in the sum of $15,000. The foregoing sum is based on 10 hours per month of services, or a total of 88 hours of 682 17336.01100\33684859.5 Exhibit B services. If additional services are required, the Parties shall negotiate a fee or credit for such services. The Intersection Improvements, including the Project Budget for Intersection Improvements Construction Costs, and the additional City costs identified above, shall be funded by RCTC in an amount not to exceed $781,157, based on the following calculation: Construction cost of $704,563.75 + Traffic Control of $35,228.18 + Administrative Costs of $56,365.10 – RCTC Utility Relocation Consultant Services Credit of $15,000 = $781,157. 683 17336.00012\33840931.2 17336.00012\33840931.2 Agreement No. 16-31-066-06 AMENDMENT NO. 6 TO AGREEMENT FOR PREPARATION OF PLANS, SPECIFICATION AND ESTIMATES (PS&E) WITH T.Y. LIN INTERNATIONAL 1.PARTIES AND DATE This Amendment No. 6 to the Agreement for preparation of plans, specifications, and estimates services is made and entered into as of _____________, 2021, by and between the RIVERSIDE COUNTY TRANSPORTATION COMMISSION (“Commission”) and T.Y. LIN INTERNATIONAL ("Consultant"), a California corporation. 2.RECITALS 2.1 The Commission and the Consultant have entered into an agreement dated November 9, 2016 for the purpose of providing the preparation of plans, specifications, and estimates (PS&E) for the Interstate 215/Placentia Avenue Interchange Improvements Project (the "Master Agreement"). 2.2 The Commission and the Consultant have entered into an Amendment No. 1, dated October 2, 2018, for the purpose of providing additional compensation for additional PS&E services for the Interstate 215/Placentia Avenue Interchange Improvements Project. 2.3 The Commission and the Consultant have entered into an Amendment No. 2, dated February 11, 2019, for the purpose of providing additional compensation for additional PS&E services for the Interstate 215/Placentia Avenue Interchange Improvements Project. 2.4 The Commission and the Consultant have entered into an Amendment No. 3, dated September 30, 2019, for the purpose of providing additional compensation for additional PS&E services for the Interstate 215/Placentia Avenue Interchange Improvements Project ATTACHMENT 3 684 17336.00012\33840931.2 17336.00012\33840931. 22 2.5 The Commission and the Consultant have entered into an Amendment No. 4, dated April 13, 2020, for the purpose of providing additional compensation for additional PS&E services for the Interstate 215/Placentia Avenue Interchange Improvements Project 2.6 The Commission and the Consultant have entered into Amendment No. 5, dated November 17, 2020, for the purpose of extending the term for additional PS&E services for the Interstate 215/Placentia Avenue Interchange Improvements Project. 2.7 The parties now desire to amend the Master Agreement in order to amend the Scope of Work, provide additional compensation, and amend the hourly rates for work performed. 3. TERMS 3.1 The Scope of Work for the Master Agreement shall be amended to include Services, as that term is defined in the Master Agreement, required to provide additional services, as more fully described in Exhibit “A” , attached to this Amendment No. 6 and incorporated herein by reference 3.2 The maximum compensation for Services performed pursuant to this Amendment No. 6 shall be Two Hundred Fifty Seven Thousand, Two Hundred Eighty Five Dollars ($257,285), as further detailed in the Cost Estimate attached to this Amendment No. 6 as Exhibit “B” and incorporated herein by reference. 3.3 Compensation and Payment, Exhibit “C” of the Master Agreement pages C-5, C-9, and C-10 shall be amended, in part, to replace the hourly rates for Consultant and certain identified Subconsultants by the rates set forth in Exhibit “C” attached to this Amendment No. 6 and incorporated herein by reference. 3.4 Except as amended by this Amendment No. 6, all provisions of the Master Agreement, as amended by Amendment Nos. 1 through 5, including without limitation the indemnity and insurance provisions, shall remain in full force and effect and shall govern the actions of the parties under this Amendment No. 6. 3.5 This Amendment No. 6 shall be governed by the laws of the State of California. Venue shall be in Riverside County. 3.6 This Amendment No. 6 may be signed in counterparts, each of which shall constitute an original. 685 17336.00012\33840931.2 17336.00012\33840931. 23 3.7 A manually signed copy of this Amendment No. 6 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 No. 6 for all purposes. This Amendment No. 6 may be signed using an electronic signature. 686 17336.00012\33840931.2 17336.00012\33840931. 24 SIGNATURE PAGE TO AGREEMENT NO. 16-31-066-06 IN WITNESS WHEREOF, the parties hereto have executed this Amendment on the date first herein above written. RIVERSIDE COUNTY T.Y. LIN TRANSPORTATION COMMISSION INTERNATIONAL 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. 687 17336.00012\33840931.2 17336.00012\33840931. 25 If the above persons are not the intended signators, evidence of signature authority shall be provided to the Commission. 688 17336.00012\33840931.2 Exhibit A-1 17336.00012\33840931.2 EXHIBIT A SCOPE OF WORK Preparation of Plans, Specifications and Estimates (PS&E) For the Interstate 215 (I-215) / Placentia Avenue Interchange Improvements Project SECTION 1 DESCRIPTION OF PROJECT 1.1 PROJECT DESCRIPTION 1.1-1 Background No change from original contract dated November 9, 2016. 1.1-2 Location and Limits No change from original contract dated November 9, 2016. 1.1-3 Project Description No change from original contract dated November 9, 2016. 1.2 REASONS FOR CONTRACT AMENDMENT 1.2-2 Construction Support Phase Additional budget needed for Construction Support, due to additional project scope (see breakdown in Section 3). SECTION 2 Not used SECTION 3 TASK BREAKDOWN OF WORK 3.7 TASK 7 – CONSTRUCTION SUPPORT PHASE 3.7-3 Shop Drawing and Submittal Review Additional budget is anticipated to conduct reviews of shop drawings for the widening of the Placentia Avenue Overcrossing and the Placentia Street Overhead. 3.7-5 Respond to Inquiries/RFIs Additional budget is anticipated to be needed to respond to inquiries and RFIs related to: A. Responding to RFIs: We anticipate an additional 75 RFIs will require a response for the remainder of the Construction phase. Includes effort for Site Visits 689 17336.00012\33840931.2 Exhibit A-2 17336.00012\33840931.2 B. Weekly Project Meetings: Attendance at the Weekly Project Meetings for the remainder of the Construction phase. C. Placentia/Indian Intersection Adjustments: Based on a request from RCTC, the bid plan design is to be adjusted to separate the Placentia Avenue/Indian Avenue Intersection work from the project. Effort requires preparation of a package for the City of Perris, including: a memo defining the division of responsibilities; redesign of some project elements including roadway, drainage, and electrical; and revised quantities. Includes responding to comments and additional City coordination. D. Railroad RCB Redesign: Based on a request from RCTC/Contractor, the bid plan design is to be adjusted to extend the precast reinforced concrete box structure under the Metrolink railroad tracks. Includes coordination time and site visits. E. Design Services During Construction (DSDC) Coordination/RE Support: Additional effort for general coordination with Resident Engineer beyond what was originally anticipated. 690 17336.00012\33840931.2 Exhibit B 17336.00012\33840931.2 EXHIBIT “B” COST ESTIMATE [attached behind this page] 691 17336.00012\33840931.2 Exhibit C 17336.00012\33840931.2 EXHIBIT “C” COMPENSATION AND PAYMENT Exhibit “C”, Page C-5, Revised Rates: POSITION OR CLASSIFICATION RANGE OF HOURLY RATES Senior Principal Engineer $99.00 - $141.00 Principal Engineer/Project Manager $80.00 - $125.00 Senior Engineer $55.00 - $88.00 Engineer (Transportation/Structures) $29.00 - $65.00 Assistant Engineer (Transportation/Structures) $27.00 - $45.00 Design Technician $27.00 - $50.00 Bridge Architect $48.00 - $54.00 Environmental Services Manager $60.00 - $76.00 Principal Construction Engineer $80.00 - $103.00 Project Accountant $40.00 - $50.00 Administrative $18.00 - $35.00 EXHIBIT C-5 692 17336.00012\33840931.2 Exhibit C 17336.00012\33840931.2 Exhibit “C”, Page C-9, Revised Rates: DAVID EVANS AND ASSOCIATES Position or Classification Range of Hourly Rates Senior Landscape Architect $76.00 $90.00 Landscape Architect $55.00 $76.00 Landscape Designer $35.00 $50.00 Irrigation Designer $40.00 $52.00 Landscape CAD Designer $28.00 $38.00 Project Administrator $36.00 $46.00 QA/QC $63.00 $75.00 Accounting $32.00 $42.00 Exhibit “C”, Page C-10, Revised Rates: LIN CONSULTING, INC. Position or Classification Range of Hourly Rates Senior Project Manager $52.00 $84.00 Project Engineer $27.00 $50.00 Assistant Engineer $20.00 $26.00 Technical Support $15.00 $19.00 693 AGENDA ITEM 8O Agenda Item 8O RIVERSIDE COUNTY TRANSPORTATION COMMISSION DATE: June 9, 2021 TO: Riverside County Transportation Commission FROM: Budget and Implementation Committee Lorelle Moe-Luna, Multimodal Services Director THROUGH: Anne Mayer, Executive Director SUBJECT: Policy Update on the Use of State Transit Assistance Funding by Operators BUDGET AND IMPLEMENTATION COMMITTEE AND STAFF RECOMMENDATION: This item is for the Commission to adopt Resolution No. 21-011, “Resolution of the Riverside County Transportation Commission Regarding the Policy for Use of State Transit Assistance Funding by Transit Operators”. BACKGROUND INFORMATION: The Commission, in its role as the regional transportation planning agency (RTPA), is responsible for allocating funding to support public bus and commuter rail transit services in Riverside County. The primary revenue sources of public transit funding is provided from the Transportation Development Act (TDA) of 1971, which consists of two major sources of formula funding: Local Transportation Fund (LTF) and STA. LTF funds are generated from a ¼ cent of the state retail sales tax collected in each county. The California Department of Tax and Fee Administration returns the sales tax revenues to the county of Riverside, and the funds are maintained in the County Treasurer’s Pooled Investment Fund until the Commission provides written allocation instructions for disbursement. 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), and the remaining 50 percent is allocated according to the prior year proportion of the county’s transit operator passenger fare and local support revenues (STA 99314 Funds). The Commission typically approves allocations for TDA funds in June every year for the eight transit operators. In June 2019, the Commission approved the use of STA funds for operating expenditures; whereas, previously it was limited for capital expenditures and operating purposes only under emergency circumstances. Under the current policy, an operator must meet efficiency standards as outlined in the TDA Guidelines and Public Utilities Code (PUC) § 99314.6. The qualifying criteria is as follows: Efficiency Standard 1: An operator’s total operating cost per revenue vehicle hour for the most recent audited fiscal year must not exceed the prior year’s total operating cost per 694 Agenda Item 8O revenue vehicle hour by a percentage greater than the percentage change in the Consumer Price Index (CPI) for the same period. Efficiency Standard 2: An operator’s average total operating cost per revenue vehicle hour for the three most recent audited fiscal years must not exceed the average total operating cost per revenue vehicle hour for the three years prior to the latest year by a percentage greater than the average percentage change in the CPI for the same period. The Commission is allowed to adjust the calculation for operating costs and revenue vehicle hours to account for the following factors: • Exclusion of cost increases beyond the change in the CPI for fuel, alternative fuel programs, insurance or state or federal mandates; and/or • Exclusion of start-up costs for new services for a period of not more than two years. If an operator fails to meet either efficiency standard, the Commission may withhold and retain the operator’s STA funding for reallocation for two years following the year of ineligibility. The current policy also allows for STA funds to be utilized for Commission-owned station operations and right of way maintenance of rail properties, pursuant to PUC § 99234.9 and 99313.7, which allows an RTPA to file claims for rail passenger service operation and capital improvement expenditures, including construction and maintenance of intermodal transportation facilities. DISCUSSION: In the Fiscal Year 2015/16 – 2017/18 TDA State Triennial Performance Audit, it was recommended that the Commission update its STA policy to reflect SB 508. SB 508 allows transit operators a sliding scale to utilize STA funds for operating rather than a pass/fail proposition so that an operator may still receive less than 100 percent of STA for operations and the balance of funds for capital when the efficiency standard is not met. As an example, if the operator fails to meet both efficiency standards for operating cost per hour by 10 percent each, the operator is eligible to receive 90 percent of STA for operations and 10 percent for capital. Staff recommends adoption of Resolution No. 21-011 to reflect the current policy inclusive of the provisions under SB 508 to qualify an operator to be eligible for STA operating funds even if the operator fails to meet the efficiency standards under TDA law (PUC § 99314.6). LTF will continue to be the primary source for operating expenses, and every effort to obtain federal funds for capital and operating expenditures will be made. FISCAL IMPACT: There is no financial impact for this item. 695 Agenda Item 8O Attachments: 1) Resolution No. 21-011 2) Exhibit A: Policy for Use of State Transit Assistance Funding by Transit Operators Approved by the Budget and Implementation Committee on May 24, 2021 In Favor: 12 Abstain: 0 No: 0 696 RESOLUTION NO. 21-011 RESOLUTION OF THE RIVERSIDE COUNTY TRANSPORTATION COMMISSION REGARDING THE POLICY FOR USE OF STATE TRANSIT ASSISTANCE FUNDING BY TRANSIT OPERATORS WHEREAS, the Riverside County Transportation Commission (the “Commission”) in its role as the regional transportation planning agency is responsible for allocating funding to support public bus and commuter rail transit services in Riverside County, WHEREAS, the Commission desires to adopt a policy to provide guidance on implementation of State Transit Assistance (STA) funding for use of operating expenditures by public transit operators, NOW, THEREFORE, the Commission hereby resolves as follows: The Riverside County Transportation Commission hereby adopts the Policy for Use of STA Funding by Transit Operators, attached hereto as Exhibit A. APPROVED AND ADOPTED this 9th day of June, 2021. _____________________________________ Jan C. Harnik, Chair Riverside County Transportation Commission ATTEST: _________________________________ Lisa Mobley, Clerk of the Board Riverside County Transportation Commission ATTACHMENT 1 697 Exhibit A Page 1 of 2 Riverside County Transportation Commission Policy Title: Policy for Use of State Transit Assistance (STA) Funding by Transit Operators Revised: June 9, 2021 Administered By: Multimodal Services Department Approved By: Commission Approved Date: June 12, 2019 PURPOSE The purpose of this Policy is to provide guidance for implementation of STA funds for operating expenditures for transit operators. POLICY Transit operators may utilize STA funds for operating expenditures if efficiency standards as outlined in the Transportation Development Act (TDA) and Public Utilities Code (PUC) § 99314.6 are met. The qualifying criteria is as follows: Efficiency Standard 1: An operator’s total operating cost per revenue vehicle hour for the most recent audited fiscal year must not exceed the prior year’s total operating cost per revenue vehicle hour by a percentage greater than the percentage change in the Consumer Price Index (CPI) for the same period. Efficiency Standard 2: An operator’s average total operating cost per revenue vehicle hour for the three most recent audited fiscal years must not exceed the average total operating cost per revenue vehicle hour for the three years prior to the latest year by a percentage greater than the average percentage change in the CPI for the same period. The Commission is allowed to adjust the calculation for operating costs and revenue vehicle hours to account for the following factors: •Exclusion of cost increases beyond the change in the CPI for fuel, alternative fuel programs, insurance or state or federal mandates; and/or •Exclusion of start-up costs for new services for a period of not more than two years. If an operator fails to meet either efficiency standard, the Commission may withhold and retain the operator’s STA funding for reallocation for two years following the year of ineligibility. This also allows for STA funds to be utilized for Commission-owned station operations and right of way maintenance of rail properties, pursuant to PUC § 99234.9 and 99313.7, which allows a regional transportation planning agency to file claims for rail passenger service operation and capital improvement expenditures, including construction and maintenance of intermodal transportation facilities. ATTACHMENT 2 698 Exhibit A Page 2 of 2 Additionally, per Senate Bill (SB) 508, the policy shall allow transit operators a sliding scale to utilize STA funds for operating rather than a pass/fail proposition so that an operator may still receive less than 100 percent of STA for operations and the balance of funds for capital when the efficiency standard is not met. For example, if the operator fails to meet both efficiency standards for operating cost per hour by 10 percent each, the operator is eligible to receive 90 percent of STA for operations and 10 percent for capital. 699 AGENDA ITEM 8P Agenda Item 8P RIVERSIDE COUNTY TRANSPORTATION COMMISSION DATE: June 9, 2021 TO: Riverside County Transportation Commission FROM: Budget and Implementation Committee Eric DeHate, Transit Manager THROUGH: Anne Mayer, Executive Director SUBJECT: Adoption of Resolution No. 21-009 to Become the Access Fund Administrator for the Transportation Network Companies Access for All Program BUDGET AND IMPLEMENTATION COMMITTEE AND STAFF RECOMMENDATION: This item is for the Commission to: 1) Adopt Resolution No. 21-009, “A Resolution of the Riverside County Transportation Commission Authorizing the Execution of the Certification to Serve as the Local Access Fund Administrator (LAFA) for the Access for All Program for the County of Riverside”; and 2) Authorize the Executive Director or designee, pursuant to legal counsel review, to execute agreements and/or documents related to the Transportation Network Companies (TNC) Access for All program on behalf of the Commission. BACKGROUND INFORMATION: Senate Bill 1376 (SB 1376) was signed in 2018 and is known as the TNC Access for All Act, which directs the California Public Utilities Commission (CPUC) to establish a program relating to accessibility for persons with disabilities, including wheelchair users who need a wheelchair- accessible vehicle (WAV). The intent of the legislation is for California to be a national leader in the deployment and adoption of on-demand transportation options for persons with disabilities and that wheelchair users who need WAVs have prompt access to TNC services. According to the CPUC, persons that require a WAV wait at least an hour longer than a person that does not require a WAV using a traditional TNC service. Additionally, traditional demand response public transit service requires an advance reservation, which is typically not on the same day. The legislature points out that the availability of transportation services, especially on-demand transportation service, will take time to develop and can improve economic competitiveness and quality of life, particularly for those that require a WAV. A TNC was defined by legislation to mean an organization, including, but not limited to, a corporation, limited liability company, partnership, sole proprietor, or any other entity, operating in California that provides prearranged transportation services for compensation using an online- enabled application or platform to connect passengers with driver using a personal vehicle. TNCs in the current market include Uber, Lyft, and Via. 700 Agenda Item 8P The TNC Access for All program is funded by a $0.10 per trip charge that is collected by the TNCs and remitted to the CPUC quarterly by each county for the Access Fund. Funding under this program can fluctuate quarter to quarter depending on the number of trips traveled on TNCs. CPUC has estimated that Riverside County may receive approximately $225,000 to $230,000 annually from the Access Fund. However, this may change over time because TNCs are allowed to request offsets quarterly against these amounts if they can demonstrate that they have improved WAV service in the respective county. The CPUC will establish service levels by county, and a TNC may become exempt from collecting those fees if it can demonstrate for four consecutive quarters that it can maintain that level of service. The CPUC has defined eligible LAFAs as Metropolitan Planning Organizations (MPOs) and Regional Transportation Planning Agencies (RTPAs)/County Transportation Commissions. If potential LAFA’s decide not to administer the TNC Access for All Program for its county or counties, the CPUC would then ask Caltrans to be the State Access Fund Administrator for those jurisdictions. The guidelines for this program are still under development. In the coming months, the CPUC will be working with stakeholders to establish service level thresholds for each county and determine what types of projects are eligible for funding, and whether the program can be administered annually or on a multi-year basis. DISCUSSION: Staff recommends adopting Resolution No. 21-009 and submitting it to the CPUC to become the LAFA for Riverside County. In June 2021, CPUC staff will take a resolution to its board with recommendations for all Access Fund Administrators (AFA) by county. Commission staff has also been in coordination with the Southern California Association of Governments, who is the MPO for Riverside County to notify it of the Commission’s intent to serve as the LAFA for Riverside County. Once an AFA is confirmed for a county, it will be required to develop local procedures and guidelines to administer a competitive WAV call for projects based on criteria developed by the CPUC considering the gaps and needs for accessibility service in its county. The local administration process includes developing an application and evaluation process, making awards to successful applicants, annually certifying the disbursement of funds, and providing a consolidated quarterly report. A LAFA may seek up to 15 percent of the available funds to administer the program and may also opt out by notifying the CPUC if it chooses. Although guidance for this program is still under development by the CPUC, staff is confident it can deliver another program that compliments the Measure A Specialized Transit Program and recommends the Commission serve as the LAFA for Riverside County. Should the final guidelines conclude that public transit operators are not eligible to receive these funds, then staff recommends that the Commission opt out of serving as the LAFA as there would be no oversight obligation for the Commission as the RTPA to administer the funds to private parties. 701 Agenda Item 8P FISCAL IMPACT: There is a no fiscal impact for this item, and actions related to this program will be brought back at a future Commission meeting. Attachment: Resolution No. 21-009 Approved by the Budget and Implementation Committee on May 24, 2021 In Favor: 12 Abstain: 0 No: 0 702 RESOLUTION NO. 21-009 A RESOLUTION OF THE RIVERSIDE COUNTY TRANSPORTATION COMMISSION AUTHORIZING THE EXECUTION OF THE CERTIFICATION TO SERVE AS THE LOCAL ACCESS FUND ADMINISTRATOR FOR THE ACCESS FOR ALL PROGRAM FOR THE COUNTY OF RIVERSIDE WHEREAS, the Riverside County Transportation Commission is an eligible Regional Transportation Planning Agency and County Transportation Commission and may receive state funding from the Transportation Network Companies Access for All program to administer a funding program for local Access for All providers for on-demand wheelchair accessible vehicle (WAV) transportation projects; and WHEREAS, the statutes related to state-funded transit projects require a local or regional administering agency to abide by various regulations; and WHEREAS, Senate Bill 1376 (2018) designated the California Public Utilities Commission (Commission) as the administrative agency for the Access for All program; and WHEREAS, the Commission has developed the Access for All Program Overview & Requirements for Access Fund Administrators for the purpose of selecting Local Access Fund Administrators (LAFAs) and administering and distributing Access Funds to eligible local Access for All program providers of on-demand WAV transportation; and WHEREAS, the Riverside County Transportation Commission authorizes the Executive Director or designee to execute required documents and any amendments thereto; and WHEREAS, the Riverside County Transportation Commission wishes to serve as the LAFA for the county of Riverside. NOW, THEREFORE BE IT RESOLVED by the Riverside County Transportation Commission that, as the Access Fund recipient, it agrees to comply with all conditions and requirements set forth in the Certification document and applicable statutes, regulations, and program Requirements for the Access for All program. NOW, THEREFORE BE IT RESOLVED that the Executive Director or designee be authorized to execute required documents of the Access for All program and any amendments thereto with the Commission. 703 NOW, THEREFORE BE IT RESOLVED by the Riverside County Transportation Commission that it hereby authorizes Riverside County Transportation Commission to serve as the LAFA of the Access for All program for Riverside County. This resolution shall take effect immediately upon its passage. APPROVED AND ADOPTED this 9th day of June, 2021. Jan C. Harnik, Chair Riverside County Transportation Commission ATTEST: Lisa Mobley, Clerk of the Board Riverside County Transportation Commission 704 AGENDA ITEM 8Q Agenda Item 8Q RIVERSIDE COUNTY TRANSPORTATION COMMISSION DATE: June 9, 2021 TO: Riverside County Transportation Commission FROM: Western Riverside County Programs and Projects Committee Eric DeHate, Transit Manager THROUGH: Anne Mayer, Executive Director SUBJECT: Amendment to City of Banning’s Fiscal Year 2020/21 Short Range Transit Plan WESTERN RIVERSIDE COUNTY PROGRAMS AND PROJECTS COMMITTEE STAFF RECOMMENDATION: This item is for the Commission to: 1) Approve an amendment to the city of Banning’s (City) FY 2020/21 Short Range Transit Plan (SRTP) to reflect the operating shortfalls in FY 2019/20 and FY 2020/21 and increase the Local Transportation Fund (LTF) operating allocation in the net amount of $597,039; 2) Approve the reprogramming of $134,213 of State Transit Assistance (STA) from capital assistance to operating assistance for the City for FY 2019/20 operating expenses; 3) Approve the reprogramming of $135,000 of LTF from the Comprehensive Operational Analysis (COA) capital assistance to operating assistance for FY 2020/21 operating expenses; 4) Approve an additional FY 2020/21 LTF allocation of $217,039 to the City for FY 2019/20 operating expenses; and 5) Approve an additional FY 2020/21 LTF allocation of $380,000 to the City for FY 2020/21 operating expenses. BACKGROUND INFORMATION: As a result of the recently completed FY 2019/20 Transportation Development Act (TDA) audit of the City’s transit fund, the City identified a funding shortfall when reconciling its accounting records. Commission staff worked with City staff to determine the amount and cause for the FY 2019/20 shortfall. The FY 2019/20 shortfall of $351,252 was caused by a combination of unbudgeted consulting services, increased insurance costs, increased fleet maintenance costs, increased pension expenses, and other support services that are provided to operate transit services. To offset the total request, City staff reviewed unused STA capital allocations and found older projects with a lower current priority or that were completed and should be closed out. Accordingly, the City identified STA capital assistance allocations of $134,213 available for potential reprogramming to operating assistance, reducing the additional LTF allocation request to $217,039. 705 Agenda Item 8Q After reviewing the FY 2019/20 shortfall, Commission and City staff also reviewed the projected actuals and budget to ascertain if similar circumstances exist in FY 2020/21. City staff estimated a $515,000 funding shortfall related to $140,000 of COVID-19 expenses and $375,000 related to the costs identified in FY 2019/20 that were not budgeted. City staff reviewed unused LTF capital assistance allocations and determined that $135,000 related to a COA was available for reprogramming to operating assistance. The COA is being postponed until ridership reaches pre- COVID service levels for an accurate analysis. Therefore, the additional LTF allocation request decreased to $380,000. A summary of the shortfalls, reprogramming, and net additional LTF allocations for FYs 2019/20 and 2020/21 is as follows: FY 2019/20 Total Shortfall in FY 2019/20 $ 351,252 Reprogramming of STA to Offset Shortfall (134,213) Total additional LTF allocation 217,039 FY 2020/21 Projected shortfall in FY 2020/21 515,000 Reprogramming of LTF to Offset Shortfall (135,000) Total additional LTF allocation 380,000 Total additional LTF allocations, net of reprogrammed funds $ 597,039 City staff reached out to Commission staff and submitted an amendment (Attachment 1) to its FY 2020/21 SRTP requesting $597,039 in additional LTF allocations and $269,213 of capital assistance reprogramming to fully fund its operations in FYs 2019/20 and 2020/21. Staff reviewed the request and recommends approval of the $597,039 SRTP amendment to increase LTF allocations related to FYs 2019/20 and FY 2020/21, reprogram a total of $269,213 in STA and LTF capital assistance to operating assistance, and allocate additional LTF funds aggregating $597,039. FISCAL IMPACT: The additional $597,039 LTF allocation does not require an adjustment to the FY 2020/21 budget, as of the FY 2020/21 budget included amounts for potential adjustments for transit needs. 706 Agenda Item 8Q Financial Information In Fiscal Year Budget: Yes Year: FY 2020/21 Amount: $597,039 Source of Funds: LTF Western Riverside County Bus Budget Adjustment: No GLA No.: 002210 86101 00000 0000 601 62 86101 $597,039 Fiscal Procedures Approved: Date: 05/13/2021 Attachment: City of Banning’s FY 2020/21 Amendment Request Approved by the Western Riverside County Programs and Projects Committee on May 24, 2021 In Favor: 11 Abstain: 0 No: 0 707 99 E. Ramsey St. • P.O. Box 998 • Banning, CA 92220-0998 • (951) 922-3130 • Fax (951) 922-3141 City of Banning Public Works Department May 4, 2021 Ms. Anne Mayer Executive Director Riverside County Transportation Commission 4080 Lemon Street, 3rd Floor Riverside, CA 92502 Re: FY 2020/2021 SRTP Amendment Dear Ms. Mayer, The purpose of this letter is to respectfully request Riverside County Transportation Commission’s (RCTC) consideration of the City of Banning’s (City) request for additional operating funds for Fiscal Years 2019/2020 and 2020/2021. The City realized shortfalls in Fiscal Year (FY) 2019/2020. City staff is of the opinion that variances between the estimated expenditures budgets and funding needs represented in the City’s 2019/2020 Short Range Transit Plant (SRTP) resulted from reconciling errors between the SRTP and the adopted City-wide budget. The most notable shortfalls are: - Unbudgeted consulting services for Transit’s share of City-wide software upgrades and rebranding efforts ($27,346) - Increase insurance costs ($28,956) - Increase in interservice fund payment and transfers for fleet services ($124,514) - Increase in pension expenses ($127,099) - Other miscellaneous expenditures (e.g., salaries, overtime, fringe benefits, contract services, etc.) To reduce the City’s funding need of $351,252 the City requests to reallocate project funds from older projects that are no longer priority. The projects, as shown in the attached table, amount to $134,213. This would bring the City’s request down to $217,039 for FY 2019/2020. The reconciliation issue described above was only recently identified during the completion of the FY 2019/2020 audit and unfortunately the same budget shortfalls in the above-described categories, in different amounts, were carried over into the FY 2020/2021 budget, resulting in projected shortfalls in the amount of approximately $375,000. The City additionally anticipates, as a result of COVID-19, a revenue loss and additional expenditures of approximately $140,000. The project shortfall in FY 2020/2021 amounts to $515,000. 708 99 E. Ramsey St. • P.O. Box 998 • Banning, CA 92220-0998 • (951) 922-3130 • Fax (951) 922-3141 The City wishes to request that $135,000 of LTF funds currently programmed to a planned Comprehensive Operational Analysis (COA) be utilized to offset the shortfall and therefore reducing the City’s request to $380,000. The COA cannot be completed as planned due to the pandemic and will be programmed in a future year once ridership numbers return to pre-pandemic volumes. In summary, the City’s respectfully requests the consideration of the following requests: Shortfall in FY 2019/2020 - $351,252 Transit Projects to reduce or close – ($134,213) Total request for FY 2019/2020 - $217,039 Projected shortfall in FY 2020/2021 - $515,000 Transfer of LTF from COA – ($135,000) Total request for FY 2020/2021 - $380,000 Total request of RCTC $597,039 in LTF Funds. The City is in the process of developing steps to ensure that the shortfalls realized in FY 2019/2020 and FY 2020/2021 are avoided in future years. Sincerely, Art Vela, Director of Public Works Cc: Eric DeHate, Transit Manager Melissa Williams, Transit Manager Suzanne Cook, Acting Administrative Services Director 709 29 Short Range Transit Plan City Of Banning Short Range Transit Plan (19/20) Table 4: Summary of Funds Requested for FY 19/20 Project Description Total Amount of Funds LTF STA State of Good Repair LCTOP Fare Box Other Fixed Route Operating Expenses $1,498,732 $1,342,179 $156,553 DAR Operating Expenses $190,104 $168,104 $22,000 Interest & Other Income $1,100 Sub-Total: Operating $1,688,836 $1,510,283 $0 $0 $0 $178,553 $1,100 Project Description Capital Project Number Total Amount of Funds LTF STA State of Good Repair LCTOP Fare Box Other Heavy Duty Hydraulic Lift 20-01 $75,000 $75,000 CNG Facility 20-02 $362,740 $325,000 $37,740 Rebranding of Transit System 20-03 $100,000 $100,000 Sub-Total: Capital $537,740 $0 $500,000 $37,740 $0 $0 $0 Total: Operating and Capital $2,226,576 $1,510,283 $500,000 $37,740 $0 $178,553 $1,100 710 Table 4.0 - Summary of Funding Requests - FY 2020/21 City of Banning Original Operating FARE LTF OTHR LCL SGR PUC99313 SGR PUC99314 SGR-OB STA PUC99313 STA PUC99314ProjectTotal Amount of Funds Comprehensive Operation Analysis $135,000 $135,000 Operating Assistance (BUS)$1,537,300 $160,446 $1,375,754 $1,100 Operating Assistance (BUS) for FY 19/20 Operating Assistance (DAR)$194,857 $22,550 $172,307 Operating Assistance (DAR) for FY 19/20 Sub-total Operating $0 $0 $0 $0 $0 $0 $0 $0 $0 Sub-total Operating $1,867,157 $182,996 $1,683,061 $1,100 $0 $0 $0 $0 $0 Capital FARE LTF OTHR LCL SGR PUC99313 SGR PUC99314 SGR-OB STA PUC99313 STA PUC99314ProjectTotal Amount of Funds Bus Replacement - 21-01 $550,000 $38,436 $2,286 $494,987 $14,291 Capitalized Fleet Preventative Maintenance - 21-02 $39,878 $39,878 Sub-total Capital $589,878 $0 $0 $0 $38,436 $2,286 $39,878 $494,987 $14,291 Total Operating & Capital $0 $0 $0 $0 $0 $0 $0 $0 $0 Total Operating & Capital $2,457,035 $182,996 $1,683,061 $1,100 $38,436 $2,286 $39,878 $494,987 $14,291 FY 2020/21 Projected Funding Details FARE $182,996 LTF $1,683,061 OTHR LCL $1,100 Total Estimated Operating Funding Request $1,867,157 SGR PUC99313 $38,436 SGR PUC99314 $2,286 SGR-OB $39,878 STA PUC99313 $494,987 STA PUC99314 $14,291 Total Estimated Capital Funding Request $589,878 Total Funding Request $2,457,035 TransTrack Manager™Page 1 of 1 4/26/2021 19:03:10 ET 711 Table 4.0 - Summary of Funding Requests - FY 2020/21 City of Banning Amendment # 1 Operating FARE LTF OTHR LCL SGR PUC99313 SGR PUC99314 SGR-OB STA PUC99313 STA PUC99314ProjectTotal Amount of Funds Comprehensive Operation Analysis $135,000 $135,000 Operating Assistance (BUS) (FY 2020/21)$1,537,300 $160,446 $1,375,754 $1,100 Operating Assistance (BUS) for FY 19/20 $0 $-76,779 $76,779 Operating Assistance (DAR) (FY 2020/21)$194,857 $22,550 $172,307 Operating Assistance (DAR) for FY 19/20 $0 $-10,398 $10,398 Sub-total Operating $1,867,157 $95,819 $1,770,238 $1,100 $0 $0 $0 $0 $0 Capital FARE LTF OTHR LCL SGR PUC99313 SGR PUC99314 SGR-OB STA PUC99313 STA PUC99314ProjectTotal Amount of Funds 09-08 Schedule Holders for Bus Stops - 09-08 09-09 Purchase GPS System for Transit Vehicles - 09-09 09-10 Paratransit Scheduling Software - 09-10 09-11 Computer Equipment - 09-11 09-16 Automated Enunciator & Display Equipment - 09-16 18-02 Schedule Holders for Bus Stops - 18-02 21-02 Capitalized Fleet Preventative Maintenance - 21-02 $39,878 $39,878 Bus Replacement - 21-01 $550,000 $38,436 $2,286 $501,713 $7,565 Sub-total Capital $0 $0 $0 $0 $0 $0 $0 $0 $0 Sub-total Capital $589,878 $0 $0 $0 $38,436 $2,286 $39,878 $501,713 $7,565 Total Operating & Capital $0 $0 $0 $0 $0 $0 $0 $0 $0 Total Operating & Capital $2,457,035 $95,819 $1,770,238 $1,100 $38,436 $2,286 $39,878 $501,713 $7,565 FY 2020/21 Projected Funding Details FARE $95,819 LTF $1,770,238 OTHR LCL $1,100 Total Estimated Operating Funding Request $1,867,157 SGR PUC99313 $38,436 SGR PUC99314 $2,286 SGR-OB $39,878 STA PUC99313 $501,713 STA PUC99314 $7,565 Total Estimated Capital Funding Request $589,878 Total Funding Request $2,457,035 TransTrack Manager™Page 1 of 1 5/10/2021 11:50:25 ET 712 Table 4.0 - Summary of Funding Requests - FY 2020/21 City of Banning Amendment # 2 Operating FARE LTF OTHR LCL SGR PUC99313 SGR PUC99314 SGR-OB STA - OB STA PUC99313 STA PUC99314ProjectTotal Amount of Funds Comprehensive Operation Analysis $0 $0 Operating Assistance (BUS) (FY 2020/21)$1,912,300 $42,996 $1,868,204 $1,100 Operating Assistance (BUS) for FY 19/20 $351,252 $-76,779 $293,818 $134,213 Operating Assistance (DAR) (FY 2020/21)$194,857 $194,857 Operating Assistance (DAR) for FY 19/20 $0 $-10,398 $10,398 Sub-total Operating $2,458,409 $-44,181 $2,367,277 $1,100 $0 $0 $0 $134,213 $0 $0 Capital FARE LTF OTHR LCL SGR PUC99313 SGR PUC99314 SGR-OB STA - OB STA PUC99313 STA PUC99314ProjectTotal Amount of Funds 09-08 Schedule Holders for Bus Stops - 09-08 $-5,000 $-5,000 09-09 Purchase GPS System for Transit Vehicles - 09-09 $-25,000 $-25,000 09-10 Paratransit Scheduling Software - 09-10 $-25,000 $-25,000 09-11 Computer Equipment - 09-11 $-53,247 $-53,247 09-16 Automated Enunciator & Display Equipment - 09-16 $-966 $-966 18-02 Schedule Holders for Bus Stops - 18-02 $-25,000 $-25,000 21-02 Capitalized Fleet Preventative Maintenance - 21-02 $39,878 $39,878 Bus Replacement - 21-01 $550,000 $38,436 $2,286 $501,713 $7,565 Sub-total Capital $455,665 $0 $0 $0 $38,436 $2,286 $39,878 $-134,213 $501,713 $7,565 Total Operating & Capital $2,914,074 $-44,181 $2,367,277 $1,100 $38,436 $2,286 $39,878 $0 $501,713 $7,565 FY 2020/21 Projected Funding Details FARE $-44,181 LTF $2,367,277 OTHR LCL $1,100 STA - OB $134,213 Total Estimated Operating Funding Request $2,458,409 SGR PUC99313 $38,436 SGR PUC99314 $2,286 SGR-OB $39,878 STA - OB $-134,213 STA PUC99313 $501,713 STA PUC99314 $7,565 Total Estimated Capital Funding Request $455,665 Total Funding Request $2,914,074 TransTrack Manager™Page 1 of 1 5/10/2021 11:50:49 ET 713 AGENDA ITEM 8R Agenda Item 8R RIVERSIDE COUNTY TRANSPORTATION COMMISSION DATE: June 9, 2021 TO: Riverside County Transportation Commission FROM: Western Riverside County Programs and Projects Committee Eric DeHate, Transit Manager THROUGH: Anne Mayer, Executive Director SUBJECT: Amendment to Riverside Transit Agency’s Fiscal Year 2020/21 Short Range Transit Plan WESTERN RIVERSIDE COUNTY PROGRAMS AND PROJECTS COMMITTEE AND STAFF RECOMMENDATION: This item is for the Commission to: 1) Amend the Riverside Transit Agency’s (RTA) Fiscal Year (FY) 2020/21 Short-Range Transit Plan (SRTP) to include the Meals on Wheels program in the Operating Budget; and 2) Approve an allocation of $175,000 of 2009 Measure A Western County specialized transit funding for the Meals on Wheels program. BACKGROUND INFORMATION: RTA reached out to Commission staff in June of 2020 to ask for financial assistance in providing a Meals on Wheels Program in Riverside and San Bernardino counties. This program was outside of the work performed by RTA and was in response to the recent Coronavirus pandemic outbreak also known as COVID-19. Commission staff voiced support of the service performed by RTA and believed that the benefits were extremely important to the community during this pandemic. The request for RTA to perform the Meals on Wheels program began April 2020 and continued until March 2021, when both counties concluded the program. This project and funding is not currently included in the SRTP, which was approved by the Commission on June 10, 2020. Staff recommends approval of RTA’s FY 2020/21 amendment request (Attachment 1) and the related $175,000 Measure A allocation for the Meals on Wheels program. FISCAL IMPACT: The additional $175,000 Measure A allocation does not require an adjustment to the FY 2020/21 budget, as minor adjustments for transit operators were anticipated and budgeted. 714 Agenda Item 8R Financial Information In Fiscal Year Budget: Yes Year: FY 2020/21 Amount: $175,000 Source of Funds: Measure A Western County Specialized Transit and Consolidated Transportation Service Agency funds Budget Adjustment: No GLA No.: 260 26 86101 270 26 86101 Fiscal Procedures Approved: Date: 05/13/2021 Attachment: RTA’s FY 2020/21 Amendment 3 Request Approved by the Western Riverside County Programs and Projects Committee on May 24, 2021 In Favor: 11 Abstain: 0 No: 0 715 May 6, 2021 VIA EMAIL Ms. Anne Mayer Executive Director Riverside County Transportation Commission 4080 Lemon Street, 3rd Floor, Riverside, CA 92501 Subject: Fiscal Year (FY) 2020/21 Short Range Transit Plan (SRTP) Amendment No. 3 Dear Ms. Mayer: The Riverside Transit Agency (RTA) is requesting a third amendment to its FY 21 SRTP, specifically its Table 4. The revision includes the following: Adding the Meals on Wheels program to its Operating Budget; and Adding Measure A funds in the amount of $175,000. RTA was approached by the Counties of Riverside and San Bernardino in April 2020 to provide a Meals on Wheels program to the most affected persons in response to the recent Coronavirus pandemic outbreak also known as COVID-19. RTA’s support of the food delivery program for FY 20 (April -June) was funded through RTA’s Local Transportation Funds (LTF) allocation. RTA reached out to Commission staff as this program was continued in FY 21 starting in July and concluded in March. Commission staff assisted RTA in an advance payment for this “out-of-scope” service and it was determined that this would come back later for an amendment to RTA’s SRTP. We appreciate Commission staff for their support with this program and now request the project and funding be added to RTA’s FY 21 SRTP. The following attachment shows the project and funding being added. Please let me know if you have any questions or require any additional information. Sincerely, Charlie Ramirez Chief Financial Officer Attachment: RTA’s Table 4 revisions 1825 Third Street P.O. Box 59968 Riverside, CA 92517-1968 Phone: (951) 565-5000 Fax: (951) 565-5001 DocuSign Envelope ID: 7FDA05EB-0606-48AC-9B5C-74D05097E668 716 Table 4.0 - Summary of Funding Requests - FY 2020/21 Riverside Transit Agency Amendment # 2 Operating 5307 HS 5307 HS CARES 5307 LALB CARES 5307 MTM 5307 MTM CARES 5307 RS 5307 RS CARES 5310 OB 5311 5311 CARES 5339 LALB OB 5339 MTM OB 5339 RS OB FARE INTProjectTotal Amount of Funds ADA Complementary Paratransit Service $2,250,000 $1,800,000 Advertising Revenue $10,000 Capital Cost of Contracting $16,006,708 $1,889,417 $4,320,000 $2,006,277 $505,365 Capitalized Preventive Maintenance $13,242,194 $8,932,004 $2,077,190 CNG Sales $100,000 CommuterLink $4,871,401 $1,925,484 $312,970 $1,617,458 $275,304 General Farebox Revenue $776,774 $776,774 Investment Income $470,000 $470,000 LCFS Credits $500,000 Meals on Wheels Program Mobile Ticketing $36,000 Operating Assistance $40,921,158 $1,986,292 $7,916,389 $3,486,039 $24,494,417 $150,000 $901,729 RINs Credits $380,000 Route 1 Weekend Improvements Wentworth Lease $57,964 Youth Fare Promotion $2,770,000 Sub-total Operating $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 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 $150,000 $505,365 $901,729 $0 $0 $0 $1,052,078 $470,000 Capital 5307 HS 5307 HS CARES 5307 LALB CARES 5307 MTM 5307 MTM CARES 5307 RS 5307 RS CARES 5310 OB 5311 5311 CARES 5339 LALB OB 5339 MTM OB 5339 RS OB FARE INTProjectTotal Amount of Funds 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 $0 $0 $0 $0 $0 $0 $0 $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 $150,000 $505,365 $901,729 $0 $0 $0 $1,052,078 $470,000 TransTrack Manager™Page 1 of 3 5/5/2021 12:54:54 ET 717 Table 4.0 - Summary of Funding Requests - FY 2020/21 Riverside Transit Agency Amendment # 2 Operating LCTOP OB LCTOP PUC99313 LCTOP PUC99314 LTF LTF - Deferred Revenue LTF-OB OTHR LCL SGR PUC99313 SGR PUC99314 STA - OB STA PUC99313ProjectTotal Amount of Funds ADA Complementary Paratransit Service $2,250,000 $450,000 Advertising Revenue $10,000 $10,000 Capital Cost of Contracting $16,006,708 $7,285,649 Capitalized Preventive Maintenance $13,242,194 $2,233,000 CNG Sales $100,000 $100,000 CommuterLink $4,871,401 $740,185 General Farebox Revenue $776,774 Investment Income $470,000 LCFS Credits $500,000 $500,000 Meals on Wheels Program Mobile Ticketing $36,000 $36,000 Operating Assistance $40,921,158 $1,986,292 $-5,005,997 $5,005,997 RINs Credits $380,000 $380,000 Route 1 Weekend Improvements Wentworth Lease $57,964 $57,964 Youth Fare Promotion $2,770,000 $2,349,969 $239,301 $180,730 Sub-total Operating $82,392,199 $776,185 $2,349,969 $239,301 $12,135,671 $-5,005,997 $5,005,997 $1,047,964 $0 $0 $0 $0 Sub-total Operating $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 Capital LCTOP OB LCTOP PUC99313 LCTOP PUC99314 LTF LTF - Deferred Revenue LTF-OB OTHR LCL SGR PUC99313 SGR PUC99314 STA - OB STA PUC99313ProjectTotal Amount of Funds 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 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 Total Operating & Capital $85,013,449 $776,185 $2,349,969 $239,301 $12,135,671 $-5,005,997 $5,005,997 $1,297,964 $1,778,722 $170,512 $0 $84,403 TransTrack Manager™Page 2 of 3 5/5/2021 12:54:54 ET 718 Table 4.0 - Summary of Funding Requests - FY 2020/21 Riverside Transit Agency Amendment # 2 FY 2020/21 Projected Funding Details 5307 HS $1,986,292 5307 HS CARES $9,841,873 5307 LALB CARES $312,970 5307 MTM $1,889,417 5307 MTM CARES $9,423,497 5307 RS $12,738,281 5307 RS CARES $26,571,607 5310 OB $150,000 5311 $505,365 5311 CARES $901,729 FARE $1,052,078 INT $470,000 LCTOP OB $776,185 LCTOP PUC99313 $2,349,969 LCTOP PUC99314 $239,301 LTF $12,135,671 LTF - Deferred Revenue $-5,005,997 LTF-OB $5,005,997 OTHR LCL $1,047,964 Total Estimated Operating Funding Request $82,392,199 5307 RS $337,613 5339 LALB OB $0 5339 MTM OB $0 5339 RS OB $0 OTHR LCL $250,000 SGR PUC99313 $1,778,722 SGR PUC99314 $170,512 STA - OB $0 STA PUC99313 $84,403 Total Estimated Capital Funding Request $2,621,250 Total Funding Request $85,013,449 TransTrack Manager™Page 3 of 3 5/5/2021 12:54:54 ET 719 Table 4.0 - Summary of Funding Requests - FY 2020/21 Riverside Transit Agency Amendment # 3 Operating 5307 HS 5307 HS CARES 5307 LALB CARES 5307 MTM 5307 MTM CARES 5307 RS 5307 RS CARES 5310 OB 5311 5311 CARES 5339 LALB OB 5339 MTM OB 5339 RS OB FARE INTProjectTotal Amount of Funds ADA Complementary Paratransit Service $2,250,000 $1,800,000 Advertising Revenue $10,000 Capital Cost of Contracting $16,006,708 $1,889,417 $4,320,000 $2,006,277 $505,365 Capitalized Preventive Maintenance $13,242,194 $8,932,004 $2,077,190 CNG Sales $100,000 CommuterLink $4,871,401 $1,925,484 $312,970 $1,617,458 $275,304 General Farebox Revenue $776,774 $776,774 Investment Income $470,000 $470,000 LCFS Credits $500,000 Meals on Wheels Program $175,000 Mobile Ticketing $36,000 Operating Assistance $40,921,158 $1,986,292 $7,916,389 $3,486,039 $24,494,417 $150,000 $901,729 RINs Credits $380,000 Route 1 Weekend Improvements Wentworth Lease $57,964 Youth Fare Promotion $2,770,000 Sub-total Operating $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 Sub-total Operating $82,567,199 $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 $0 $0 $0 $1,052,078 $470,000 Capital 5307 HS 5307 HS CARES 5307 LALB CARES 5307 MTM 5307 MTM CARES 5307 RS 5307 RS CARES 5310 OB 5311 5311 CARES 5339 LALB OB 5339 MTM OB 5339 RS OB FARE INTProjectTotal Amount of Funds 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 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 Total Operating & Capital $85,188,449 $1,986,292 $9,841,873 $312,970 $1,889,417 $9,423,497 $13,075,894 $26,571,607 $150,000 $505,365 $901,729 $0 $0 $0 $1,052,078 $470,000 TransTrack Manager™Page 1 of 3 5/5/2021 17:54:44 ET 720 Table 4.0 - Summary of Funding Requests - FY 2020/21 Riverside Transit Agency Amendment # 3 Operating LCTOP OB LCTOP PUC99313 LCTOP PUC99314 LTF LTF - Deferred Revenue LTF-OB MA CTSA MA SPT OTHR LCL SGR PUC99313 SGR PUC99314 STA - OB STA PUC99313ProjectTotal Amount of Funds ADA Complementary Paratransit Service $2,250,000 $450,000 Advertising Revenue $10,000 $10,000 Capital Cost of Contracting $16,006,708 $7,285,649 Capitalized Preventive Maintenance $13,242,194 $2,233,000 CNG Sales $100,000 $100,000 CommuterLink $4,871,401 $740,185 General Farebox Revenue $776,774 Investment Income $470,000 LCFS Credits $500,000 $500,000 Meals on Wheels Program $175,000 $87,500 $87,500 Mobile Ticketing $36,000 $36,000 Operating Assistance $40,921,158 $1,986,292 $-5,005,997 $5,005,997 RINs Credits $380,000 $380,000 Route 1 Weekend Improvements Wentworth Lease $57,964 $57,964 Youth Fare Promotion $2,770,000 $2,349,969 $239,301 $180,730 Sub-total Operating $82,567,199 $776,185 $2,349,969 $239,301 $12,135,671 $-5,005,997 $5,005,997 $87,500 $87,500 $1,047,964 $0 $0 $0 $0 Sub-total Operating $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 Capital LCTOP OB LCTOP PUC99313 LCTOP PUC99314 LTF LTF - Deferred Revenue LTF-OB MA CTSA MA SPT OTHR LCL SGR PUC99313 SGR PUC99314 STA - OB STA PUC99313ProjectTotal Amount of Funds 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 $0 $0 $250,000 $1,778,722 $170,512 $0 $84,403 Total Operating & Capital $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 Total Operating & Capital $85,188,449 $776,185 $2,349,969 $239,301 $12,135,671 $-5,005,997 $5,005,997 $87,500 $87,500 $1,297,964 $1,778,722 $170,512 $0 $84,403 TransTrack Manager™Page 2 of 3 5/5/2021 17:54:44 ET 721 Table 4.0 - Summary of Funding Requests - FY 2020/21 Riverside Transit Agency Amendment # 3 FY 2020/21 Projected Funding Details 5307 HS $1,986,292 5307 HS CARES $9,841,873 5307 LALB CARES $312,970 5307 MTM $1,889,417 5307 MTM CARES $9,423,497 5307 RS $12,738,281 5307 RS CARES $26,571,607 5310 OB $150,000 5311 $505,365 5311 CARES $901,729 FARE $1,052,078 INT $470,000 LCTOP OB $776,185 LCTOP PUC99313 $2,349,969 LCTOP PUC99314 $239,301 LTF $12,135,671 LTF - Deferred Revenue $-5,005,997 LTF-OB $5,005,997 MA CTSA $87,500 MA SPT $87,500 OTHR LCL $1,047,964 Total Estimated Operating Funding Request $82,567,199 5307 RS $337,613 5339 LALB OB $0 5339 MTM OB $0 5339 RS OB $0 OTHR LCL $250,000 SGR PUC99313 $1,778,722 SGR PUC99314 $170,512 STA - OB $0 STA PUC99313 $84,403 Total Estimated Capital Funding Request $2,621,250 Total Funding Request $85,188,449 TransTrack Manager™Page 3 of 3 5/5/2021 17:54:44 ET 722 AGENDA ITEM 8S Agenda Item 8S RIVERSIDE COUNTY TRANSPORTATION COMMISSION DATE: June 9, 2021 TO: Riverside County Transportation Commission FROM: Budget and Implementation Committee Eric DeHate, Transit Manager THROUGH: Anne Mayer, Executive Director SUBJECT: Fiscal Year 2021/22 Short Range Transit Plan Updates and Transit Funding Allocations BUDGET AND IMPLEMENTATION COMMITTEE AND STAFF RECOMMENDATION: This item is for the Commission to: 1) Approve the Fiscal Years 2021/22 – FY 2023/24 Draft 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 2021/22 – 2025/26 SRTP for the Rail and Vanpool Programs; 2) Approve Fiscal Year 2021/22 Transit Operator Funding Allocations of 2009 Measure A, Local Transportation Funds (LTF), State Transit Assistance (STA), and State of Good Repair (SGR) for Banning, Beaumont, Corona, and Riverside; PVVTA; RTA; SunLine; and the Commission’s Rail and Vanpool Programs aggregating $107,217,986; 3) Adopt Resolution No. 21-008, “Resolution of the Riverside County Transportation Commission to Allocate Local Transportation Funds and State Transit Assistance Funds For the Fiscal Year 2021/22”; 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. The seven public bus transit operators submit a three-year SRTP, and the Commission as the operator for commuter rail and vanpool submits a five-year SRTP. 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 723 Agenda Item 8S 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 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 There is still uncertainty with the current climate regarding COVID-19 restrictions. Transit operators are beginning to enter a recovery period, however, it is uncertain when social distancing requirements which restrict the number of persons allowed on public transit vehicles will end. The FY 2021/22 service plans attempt to address how scheduled services might return to pre-COVID levels under fiscally conservative economic conditions. For FY 2021/22, it is estimated that countywide ridership (excluding Metrolink data which is unavailable at this time) will reach almost 6.6 million, a decrease of about 19 percent from planned ridership for FY 2020/21 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 2021/22 Following are service and capital program highlights for FY 2021/22 by operator. City of Banning – Banning Connect (Attachment 1) Banning provides both Dial-A-Ride and six fixed route services, 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 $1.8 million in operating and $1.7 million in capital assistance needs, a combined increase about 35.5 percent from FY 2020/21 primarily due to additional capital needs. Planned services and projects for FY 2021/22 include: • Rehabilitation of the current compressed natural gas (CNG) station; • Procurement of two new buses; • Complete rebranding of its transit system (Banning Connect) with marketing to increase ridership and update all stops, materials, and fleet with the new logos; and • Purchase and install video surveillance cameras on the transit fleet. City of Beaumont – Beaumont Transit (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 $2.8 million in 724 Agenda Item 8S operating and $1.6 million in capital assistance needs, a combined decrease of about 1 percent from FY 2020/21 due to a reduction in operating assistance needs. Planned services and projects for FY 2021/22 include: • Continued free fare promotion in conjunction with the Banning; • Redevelopment of the Walmart Transportation Hub for added capacity of buses and passenger amenities; • Implementation of the Comprehensive Operational Analysis (COA) recommendations; and • Implementation of many needed capital projects such as the procurement of two 32-foot CNG buses, procurement and installation of video cameras on the transit fleet, procurement of paratransit scheduling software, and procurement of mobile lifts for vehicle maintenance. City of Corona – Corona Cruiser (Attachment 3) Corona operates two fixed routes 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 $2.8 million in operating and $0.7 million in capital assistance needs, a combined increase of about 2.8 percent from FY 2020/21 primarily due to an increase in capital assistance needs. Planned services and projects in FY 2021/22 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; • Procuring services for quarterly inspection of buses to ensure state of good repair; • Procuring services to update the Triennial Disadvantaged Business Enterprise Program for FY 2022/23; and • Implementation of many needed capital projects such as the Intelligent Transportation System, Bus Stop Improvement Project, purchase of an ADA accessible van, implementation of a Digital Mobile Land Communication System, installation of a canopy/roof structure for the bus parking area, route development buses, and replacement of buses. 725 Agenda Item 8S City of Riverside – Riverside Connect (Attachment 4) Riverside Connect (RC) operates a 24-hour advance reservation Dial-A-Ride for seniors and persons with disabilities within the Riverside city limits. RC serves as the primary paratransit provider for those eligible within the city of Riverside. RC differs from RTA’s Dial-A-Ride by providing service only within Riverside city limits and serves seniors 60 years and older, as compared to RTA’s Dial-A-Ride which serves seniors 65 years and older. RC estimates a total of $5.2 million in operating and no funding in capital assistance needs, a combined decrease of about 11.8 percent from FY 2020/21 primarily due to a reduction in capital assistance and decreases in operational costs. Planned services and projects for FY 2021/22 include: • Implementation of electronic fare collection and online reservations; • Procurement of a consultant to assist in a strategic planning process; • Replacement of three CNG mini-buses that have met their useful life; • Upgrading computer software; and • Renovation of the dispatch office area. PVVTA (Attachment 5) PVVTA provides six fixed route/deviated fixed routes services known as “Desert Roadrunner,” a micro transit ADA paratransit service, and a transportation reimbursement program for individuals who are unable to access fixed route services. The fixed route service can deviate up to three-quarters of a mile away from the actual fixed route. Service is provided within the city of Blythe and surrounding unincorporated areas in the Palo Verde Valley. PVVTA estimates a total of $1.4 million in operating and $0.3 million in capital assistance needs, a combined decrease of about 12.9 percent from FY 2020/21 due to a reduction in operating assistance and capital needs. Planned services and projects for FY 2021/22 include: • Increase frequency to 30 minutes on Route 1 between 9 a.m. and 3 p.m.; • Continued operating hours on route 2 in response to the ongoing COVID-19 pandemic; • Increasing service on the Blythe Wellness Express; • Upgrading of computer software; • Replacement of a fixed route bus; and • Encouraging new ridership through targeted marketing campaigns. RTA (Attachment 6) RTA operates 32 local, intercity, and regional fixed routes; four 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 726 Agenda Item 8S Western County. RTA estimates a total of $85.7 million in operating and $21 million in capital assistance needs, a combined increase of about 25 percent from FY 2020/21. This is attributable to significant fleet replacement needs. Planned services and projects for FY 2021/22 include: • Continued Sunday-level and modified CommuterLink services as needed during the COVID-19 pandemic; • Increased services in September 2021 on routes 1, 15, 16, 19, and 28 to 80 percent of January 2020 pre-COVID service levels and reinstatement of routes 51 and 55; • Increased services in January 2022 on routes 12, 13, 20, 22 and 49 to 65 percent of January 2020 pre-COVID service levels; • Implementation of a micro transit program which will replace routes 32, 33, and 42, pending RTA board approval; • Implementation of a circular route 44, which will replace routes 74 and 79, along with providing service to route 31; and • Implementation of many needed capital projects such as purchasing 70 CNG buses, replacement of agency fareboxes, increased funding to the Vine Street Mobility Hub, bus stop improvements, additional facility maintenance and funding for bus maintenance, and additional funding for a sustainability study. SunLine (Attachment 7) SunLine operates 10 local and regional fixed routes; one express route known as “Commuter Link”; demand response service branded as “SunDial”; microtransit service branded as “SunRide”; 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 $42.9 million in operating and $15 million in capital assistance needs, for a combined increase about 23 percent from FY 2020/21 due to additional capital programming. Planned services and projects for FY 2021/22 include: • Continued Sunday-level service as needed during the COVID-19 pandemic; • Implementation of the 10 Commuter Link between Indio and San Bernardino; • Implementation of Route 1X express service between Indio and Palm Springs; • Marketing and customer engagement surveys of the implementation of SunLine’s Refueled initiative for any refinements needed to be made throughout the system; • Facility and infrastructure projects such as a Coachella transit hub, public hydrogen fueling station, improvements to a CNG fueling station, and upgrades to gate and guard shack; and • Refurbishments, replacements and expansion of its fleet and maintenance equipment. 727 Agenda Item 8S RCTC Rail and Vanpool Programs (Attachment 8) Western County Commuter Rail The Commission is a member agency of the Southern California Regional Rail Authority (SCRRA) that operates the Metrolink commuter rail system. Of the 57 stations on the Metrolink system, the Commission owns and maintains nine stations that are located in Western Riverside County. The Western County Commuter Rail program reflects the Commission’s share of Metrolink operating and capital subsidies, station operations and maintenance, right-of-way maintenance, and program administration and support. Total operating costs are estimated at $37 million and capital of $17 million, a combined decrease of about 8 percent, primarily due to the reduction of capital programming. Planned services and projects for FY 2021/22 include: • SCRRA’s continued operation at a 30 percent reduction level of service through the first quarter due to COVID-19 and focus on efforts for maintaining and regaining riders; • Completion of station rehabilitation projects such as elevator replacements, pavement rehabilitation, station painting, bike and pedestrian improvements, improved station amenities, drought tolerant landscaping, and upgraded lighting, electrical, solar and security systems; • Increasing safety and sanitization measures at Metrolink stations such as 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; • Supporting SCRRA’s annual capital needs; and • Construction of the Moreno Valley/March Field station upgrade project. Coachella Valley – San Gorgonio Pass Rail Corridor Service The proposed 200-mile long rail corridor service in Coachella Valley will run from Los Angeles to Indio through the four Southern California counties of Los Angeles, Orange, Riverside, and San Bernardino to provide a convenient scheduled link to the communities in the fast-growing Coachella Valley and Banning Pass areas. Financial support for project development will come primarily from federal and state grant funds received and maintained in the Coachella Valley Rail Fund. Major planning highlights for FY 2021/22 include the public release of a Tier 1 Program-level Environmental Documentation and completion of the Service Development Plan. The total capital programming request for FY 2021/22 is $0.2 million for the completion of this planning effort. 728 Agenda Item 8S 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 2021/22 is $1.3 million, a decrease of about 37.2 percent from FY 2020/21. This is due to reductions in vanpools as a result of COVID-19. Planned service enhancements for FY 2021/22 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 ride matching capabilities; • Expanding employer partnerships and new market development with a direct business- to-consumer strategy; and • Support of multimodal travel by continuing efforts to increase the number of leased park and ride spaces. SRTP Financial Overview Approximately $238 million in total funding is required to support the FY 2021/22 operating and capital requests for the provision of transit services in Riverside County. To implement the SRTPs for FY 2021/22, the programming plan is to utilize available funding of approximately $180.8 million for operating and $57.2 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 13 percent increase compared to FY 2020/21 funding levels. Table 1: FY 2021/22 and FY 2020/21 Operating and Capital Costs Fiscal Year Operating Capital Total FY 2020/21 $178,077,553 $32,362,366 $210,439,919 FY 2021/22 $180,836,286 $57,223,993 $238,060,279 % Change 1.5% 76.8% 13.1% 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 LTF and STA, make up the largest share of operating and capital funds. However, this year with available federal Coronavirus Aid, Relief, and Economic Security (CARES) Act, inclusions of Coronavirus Response and Relief Supplemental Appropriations Act of 2021 (CRRSAA) and American Rescue Plan Act of 2021 (ARPA), Federal Transit Administration (FTA) funds will make up the slight majority share of funding. Federal funds will account for about $106.1 million (44.6 percent) of revenues, followed by state funds totaling approximately $100.7 million (42.3 percent), and local revenues representing about $31.3 million (13.1 percent). 729 Agenda Item 8S Table 2: FY 2021/22 Funding Source Breakdown 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 2021/22 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 2021/22 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 2021/22 SRTP updates (Attachments 1 – 8); funding allocations for Measure A, LTF, STA, and SGR totaling $107,217,986 as summarized in Attachment 9; and subsequent programming of federally-funded and regionally significant projects into the FTIP. Fund Type Fund Name Amount Percent of Total Funding Federal FTA ARPA 45,468,796$ 19.1% FTA CARES 16,291,729 6.8% FTA CRRSAA 6,675,914 2.8% FTA 5307 26,549,867 11.2% FTA 5310 285,000 0.1% FTA 5311 734,602 0.3% FTA 5337 4,226,859 1.8% FTA 5339 4,827,429 2.0% CMAQ 1,036,257 0.4% Other Federal Funds 37,320 0.0% Federal Subtotal 106,133,773 44.6% State LCTOP 4,684,960 2.0% LTF 60,528,440 25.4% SGR 4,789,539 2.0% STA 20,578,706 8.6% Other State Funds 10,074,246 4.2% State Subtotal 100,655,891 42.3% Local AB 2766 4,000 0.0% Interest 100,000 0.0% Measure A 21,321,301 9.0% Other Local Funds 4,330,415 1.8% Passenger Fares 5,514,899 2.3% Local Subtotal 31,270,615 13.1% 238,060,279$ 100%Total for Federal, State and Local Funding 730 Agenda Item 8S 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. 21-008, “Resolution of the Riverside County Transportation Commission to Allocate Local Transportation Funds and State Transit Assistance Funds for the Fiscal Year 2021/2022” is required for adoption (Attachment 10). Fiscal Impact LTF, STA, 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 2021/22 budget. The various other FTA, CMAQ, LCTOP, other federal and state funds, and AB 2766 funds, as well as passenger fares and other revenues, which are 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 2021/22 Amount: $60,528,440 (LTF) $20,578,706 (STA) $21,321,301 (Measure A) $4,789,539 (SGR) Source of Funds: LTF and STA; Measure A; and SGR Budget Adjustment: No GLA No.: LOCAL TRANSPORTATION FUND Western County Bus 002210 86101 601 62 86101 $38,042,292 Western County Rail 002213 97001 601 62 97001 $9,000,000 254199 86101 103 25 86101 $3,927,744 Coachella Valley Bus 002211 86101 601 62 86101 $8,741,450 Palo Verde Valley 002212 86101 601 62 86101 $816,954 STATE TRANSIT ASSISTANCE Western County Bus 002201 86102 241 62 86102 $14,587,670 Western County Rail 002204 86102 241 62 97001 $1,900,000 Coachella Valley Bus 002202 86102 241 62 86102 $3,848,400 Coachella Valley Rail 002202 97001 241 62 97001 $189,339 Palo Verde Valley 002203 86102 241 62 86102 $53,297 MEASURE A Western County Bus 269-62-86101 $2,124,000 270-26-86101 $2,000,000 Western Commuter Rail and Vanpool Operating XXXXXX XXXXX 265-33-XXXXX $4,892,200 XXXXXX XXXXX 265-24-XXXXX $5,230,400 002187 6XXXX 263 41 6XXXX $74,700 Coachella Valley Specialized Transit 258-26-86101 $7,000,001 STATE OF GOOD REPAIR Western Riverside Bus 002221 86102 242 62 86102 $2,320,924 Western Riverside Rail 002224 86102 242 62 97001 $1,500,000 Coachella Valley Bus 002222 86102 242 62 86102 $918,150 Palo Verde Valley 002223 86102 242 62 86102 $50,465 Fiscal Procedures Approved: Date: 05/17/2021 731 Agenda Item 8S Attachments (Click on the Link to Access the Attachments): 1) City of Banning, FY 2021/22 – FY 2023/24 SRTP 2) City of Beaumont, FY 2021/22 – FY 2023/24 SRTP 3) City of Corona, FY 2021/22 – FY 2023/24 SRTP 4) City of Riverside, FY 2021/22 – FY 2023/24 SRTP 5) PVVTA, FY 2021/22 – FY 2023/24 SRTP 6) RTA, FY 2021/22 – FY 2023/24 SRTP 7) SunLine, FY 2021/22 – FY 2023/24 SRTP 8) RCTC, FY 2021/22 – FY 2025/26 SRTP 9) FY 2021/22 Transit Operator Funding Allocations 10) Resolution No. 21-008 Approved by the Budget and Implementation Committee on May 24, 2021 In Favor: 10 Abstain: 0 No: 0 732 ATTACHMENT 1 City of Beaumont SHORT RANGE TRANSIT PLAN FY 2021/22 – 2023/24 ATTACHMENT 2 Beaumont Transit SRTP 21/22 - 23/24 2 | Page 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 1.4 Ridership, Revenue Miles, Revenue Hours ............................................................................ 10 Fixed Route ............................................................................................................................................................. 10 Paratransit Services ................................................................................................................................................ 10 Regional Express Bus Service .................................................................................................................................. 11 1.5 Current Fare Structure ......................................................................................................... 12 Fare Collection Systems .......................................................................................................................................... 12 Incentive Programs and Ridership Promotion ........................................................................................................ 13 1.6 Revenue Fleet ..................................................................................................................... 13 Table 1.1 BUS .......................................................................................................................................................... 14 Table 1.1 COM ........................................................................................................................................................ 15 Table 1.1 DAR .......................................................................................................................................................... 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 ................................................ 19 2.1 Key Performance Indicators ................................................................................................. 20 Table 2.0 ................................................................................................................................................................. 21 2.2 SRTP Performance Report .................................................................................................... 22 Table 2.1 ................................................................................................................................................................. 23 2.3 SRTP Service Summary ......................................................................................................... 24 Table 2.2 Service Summary All Routes .................................................................................................................... 25 Table 2.2 Service Summary Excluded Routes ......................................................................................................... 27 Table 2.2 Service Summary Non-Excluded Routes ................................................................................................. 28 Table 2.2 Service Summary BUS ............................................................................................................................. 30 Table 2.2 Service Summary DAR ............................................................................................................................. 31 Table 2.2A ............................................................................................................................................................... 32 2.4 Service Performance ............................................................................................................ 33 Casino Express ........................................................................................................................................................ 33 Route 3 .................................................................................................................................................................... 34 Route 4 .................................................................................................................................................................... 36 Route 7 .................................................................................................................................................................... 38 Route 9 .................................................................................................................................................................... 38 Route 3/4 ................................................................................................................................................................ 39 Commuter Link 120 ................................................................................................................................................. 41 Commuter Link 125 ................................................................................................................................................. 43 Commuter Link 120/125 Combo............................................................................................................................. 45 Dial A Ride (Paratransit) .......................................................................................................................................... 47 Table 2.3 ................................................................................................................................................................. 48 Beaumont Transit SRTP 21/22 - 23/24 3 | Page 2.5 Productivity Improvement Efforts ........................................................................................ 50 2.6 Major Trip Generators.......................................................................................................... 50 2.7 Recent Service Changes ........................................................................................................ 51 Casino Express ........................................................................................................................................................ 51 Commuter Link 125 ................................................................................................................................................. 51 CHAPTER 3 – FUTURE SERVICE PLANS, FARE CHANGES, CAPITAL PLANNING, AND MARKETING ........................................................................................................................................... 51 3.1 Planned Service Changes ...................................................................................................... 51 3.2 Future Marketing Plans, Studies, and Promotions to Promote Ridership ............................... 52 Free Fare Promotion ............................................................................................................................................... 52 Annual Promotions ................................................................................................................................................. 52 Redevelopment of Walmart Regional Transportation Hub .................................................................................... 53 3.3 Projected Ridership Growth ................................................................................................. 53 3.4 Proposed Fare Structure Changes ......................................................................................... 53 3.5 Capital Improvement Planning ............................................................................................. 54 CNG Fueling Station ................................................................................................................................................ 54 Maintenance and Operations Facility ..................................................................................................................... 54 Vehicle Replacement Plan ...................................................................................................................................... 54 Bus Stop Placement Policy and Improvement Plan ................................................................................................ 54 Introduce Technology to Offer Predictive Arrival Features .................................................................................... 54 Table 3 .................................................................................................................................................................... 55 CHAPTER 4 – FINANCIAL PLANNING ..................................................................................... 56 4.1 Operating and Capital Budget ............................................................................................... 56 Operating Budget .................................................................................................................................................... 56 Table 4 .................................................................................................................................................................... 57 Table 4B Farebox Calculations ................................................................................................................................ 58 Capital Budget ......................................................................................................................................................... 59 2- EZ Rider II CNG Buses (Project 22-01) ................................................................................................................. 59 Video Camera Purchase and Installation (Project 22-02) ....................................................................................... 61 Paratransit Scheduling Software (Project 22-03) .................................................................................................... 63 Mobile Lifts (Project 22-04) .................................................................................................................................... 65 4.2 Funding Plans to Support Proposed Operating and Capital Program ...................................... 67 Table 4.1 ................................................................................................................................................................. 67 Table 4.2 ................................................................................................................................................................. 69 4.3 Regulatory and Compliance Requirements ........................................................................... 71 Table 4.3 ................................................................................................................................................................. 72 4.4 Open Capital Projects ........................................................................................................... 73 Table 4.4 ................................................................................................................................................................. 74 Beaumont Transit SRTP 21/22 - 23/24 4 | Page 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, downtown Redlands, 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 Transit SRTP 21/22 - 23/24 5 | Page 1.2 Population Profile and Demographics According to the most recent report published by California Department of Finance in May 2020, Beaumont is the fastest growing city not only in Riverside County, but also in the State of California. Beaumont has experienced a 3.72% population increase from January 2019 to January 2020 and has an estimated population of 51,4751. Since the 1980s, Beaumont’s population has increased exponentially and has held the title of fastest growing city in Riverside County for several years. 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%2; 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 13.5% of the population, not including those living in Cherry Valley3. The growing active adult communities and the corresponding increase in population for this age group may impact paratransit and fixed route needs. 1 State of California, Department of Finance 2 2015-2019 American Community Survey 5-year Estimates U.S. Census Bureau 3 Ibid 0 10000 20000 30000 40000 50000 60000 1980 1990 2000 2010 2013 2014 2015 2019 2020 Population Growth Year Beaumont Transit SRTP 21/22 - 23/24 6 | Page The mean household income in Beaumont is $8 4,105, below California’s statewide mean household income of $101,4934. The percentage of families in Beaumont whose income is below poverty level is 10.5%. 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 61.3%. The mean travel time to work for residents of Beaumont is 34.4 minutes. This means that most of the labor force works outside of Beaumont’s city limits and into neighboring areas including Redlands, San Bernardino, Moreno Valley, and Palm Springs areas. Beaumont residents make up two predominant races with Hispanic or Latino at 46.5%, 64.9 % are White, and 22.4% identify themselves as Black, Asian or Other.5 Almost 87.5% of residents over 25 years have at least a high school diploma (or equivalent) with 26.1% earning a bachelor’s degree or higher degree6. Ridership Demographics Ridership surveys were conducted in December 2019 and January 2020, before COVID-19 shutdown, as part of the 2020 Comprehensive Operations Analysis. There were 427 responses. General passengers surveyed indicate that 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. 4 Ibid 5 Ibid 6 Ibid 46.50% 64.90% 9.10%8.80% 4.50% 0.00% 10.00% 20.00% 30.00% 40.00% 50.00% 60.00% 70.00% Race Race Hispanic White Black Asian Other Beaumont Transit SRTP 21/22 - 23/24 7 | Page Of the passengers surveyed, 36.4% state that they are Hispanic or Latino and 70.3% are 25 years or age and over. 1.3 Services - Fixed Route Transit Services and Paratransit Service, Regional Express Bus Service Prior to COVID-19, Beaumont Transit operated seven days a week. Since March of 2020, Beaumont Transit has been operating six days a week. There have been many adjustments to the service schedule over the past year. The current service schedule is listed below. Included are the suspended routes of Route 3, 7 and 9. Route 3 will resume service in April 2021 and the peak Routes 7 and 9 will resume service as COVID recovery continues: Sunday Monday Tuesday Wednesday Thursday Friday Saturday Casino Express Casino Express Casino Express Casino Express Casino Express Route 3 Route 3 Route 3 Route 3 Route 3 Route 4 Route 4 Route 4 Route 4 Route 4 Route 3/4 Route 7* Route 7* Route 7* Route 7* Route 7* Route 9* Route 9* Route 9* Route 9* Route 9* Commuter 120 Commuter 120 Commuter 120 Commuter 120 Commuter 120 Commuter 120 Commuter 125 Commuter 125 Commuter 125 Commuter 125 Commuter 125 * Peak Service Route Description Major Destinations Casino Express Weekday Downtown to Walmart with Express Service to Cabazon Second Street Marketplace and restaurants, Walmart Regional Connection Stop, San Gorgonio Hospital servicing Casino Morongo and Outlet Malls via the I-10 freeway. 3 Weekday 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 4 Weekday Walmart to Downtown via 3 Rings Ranch 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 Chatigny Community Recreation Center, Pennsylvania Ave 7 Weekday (Peak Service) Tournament Hills and Fairway Canyon to Middle Schools and Beaumont High School 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 9 Weekday (Peak Service) Seneca Springs to Middle Schools and Beaumont High School Following the Beaumont School District calendar: Southern masterplan communitiy of Seneca Springs, Beaumont High School, Mountain View Middle School, and San Gorgonio Middle School 3/4 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 CL 120 Weekday and Saturday Walmart to San Bernardino Transit Center Walmart, Beaumont Civic Center, Calimesa downtown shopping centers, Calimesa Library, San Bernardino Transit Center CL 125 Weekday Walmart to Loma Linda Veterans Hospital Walmart, Beaumont Civic Center, Redlands Transit Center, Kaiser Redlands Medical Office, Loma Linda Veteran's Affairs Hospital and Loma Linda Medical Center City Wide DAR 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 live withing 3/4 of a mile from a FR stop and going to a destination also within an area of 3/4 of a mile from a FR stop Table 1 Description of Routes Beaumont Transit SRTP 21/22 - 23/24 9 | Page Fixed Route Beaumont normally operates five weekday fixed routes, two in peak service only, and one weekend fixed route. Due to COVID-19, the two peak route services have been suspended due to the close of the school district in March of 2020. Fixed Route service hours are: Monday through Friday 6:30 a.m. to 6:40 p.m. Saturday 8:00 a.m. to 5:00 p.m. During the holidays of Martin Luther King Jr. Day, Presidents’ Day, Columbus Day, Veterans Day, Day after Thanksgiving, Christmas Eve and New Year’s Eve 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 certified under the American with Disabilities Act (ADA). Due to COVID-19, Beaumont Transit has suspended transportation of passengers 65 years of age or over, without ADA certification. DAR service hours are: Persons with ADA certification Monday through Friday 6:30 a.m. to 6:30 p.m. Saturday 8:00 a.m. to 5:00 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 (CL) 120 and Commuter Link (CL) 125. The CL 120 originates at Beaumont’s Walmart transit center and provides service to and from Walmart, the Beaumont Civic Center, Calimesa, and San Bernardino Transit Center (SBTC). The CL 125 also originates at Beaumont Walmart transit center and provides service to and from Redlands Transit Center, Loma Linda VA Hospital, and Kaiser Medical Offices in Redlands. Beaumont Transit SRTP 21/22 - 23/24 10 | Page Commuter Link service hours are: Monday through Friday 5:30 a.m. to 7:00 p.m. Saturday 7:30 a.m. to 5:20 p.m. 1.4 Ridership, Revenue Miles, Revenue Hours Fixed Route In fiscal years 2017, 2018, and 2019 passenger boardings were similar. The average boardings for the three years was 175,237. In FY 21 SRTP, Beaumont Transit forecasted passenger boardings would see a decrease of 39% to close out FY 20. Actual numbers at year end FY 20 show an actual decline of 52% over prior years. Total fixed route passenger boardings for FY 20 was 83,699. Unfortunately, most of FY 21 experienced the effects of COVID-19 and passenger boardings continued to decrease. It is projected that total fixed route p assenger boardings at year end FY 21 will be 20,623. This is a 75% decline from FY 20 and an 88% decline compared to FY’s 17, 18, and 19 passenger boardings. Paratransit Services In response to the pandemic and social distancing guidelines due to COVID-19, Beaumont Transit’s Dial-A-Ride (DAR) has experienced a decrease in passenger trips in FY 20 compared to FY 19 by 34%. In FY 19, there were 8,862 passenger trips. FY 20 ended with 5,820 passenger trips. FY 21 is projected to have completed 1,909 passenger trips which is a 78% decline from FY 19 and a 67% decline from FY 20. The decline can be attributed to the reduction of service to only those persons certified under the Americans Disability Act, as well as to the stay-at- home orders issued by the State. - 20,000 40,000 60,000 80,000 100,000 120,000 140,000 160,000 180,000 200,000 Local FR Annual Fixed Route Passenger Boardings 2021 projected 2020 2019 2018 2017 Beaumont Transit SRTP 21/22 - 23/24 11 | Page Regional Express Bus Service Commuter Link service has experienced a small decrease in passenger boardings compared to the fixed route and DAR services that Beaumont Transit offers. The fractional decline in boardings can be attributed to an increase of service and frequency of the service. In 2019 there were 18,252 boardings. FY 20 had 17,224 boardings and is a modest 6% decline compared to FY 19. FY 21 is projected to end with 11,958 passenger boardings which is a 31% decline compared to FY 20 and a 35% decline compared to FY 19. - 2,000 4,000 6,000 8,000 10,000 12,000 DAR Annual Paratransit Passenger Boardings 2021 projected 2020 2019 2018 2017 - 2,000 4,000 6,000 8,000 10,000 12,000 14,000 16,000 18,000 20,000 Commuter Annual Commuter Passenger Boardings 2021 Projected 2020 2019 2018 2017 Beaumont Transit SRTP 21/22 - 23/24 12 | Page 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. The following is the current fare structure: Fare Category Base Fare Day Pass 10 Ticket Book Monthly Pass General $1.25 $3.10 $12.50 $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 Regional Express Bus Service Fare Categories Base Fare 10 Ride Punch Card Day Pass Monthly Pass General $3.50 $31.50 $8.00 $75.00 Child (46” tall or under) Accompanied by a paying adult. Limit 2 $2.50 $22.50 $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 forms of payment. Onboard the bus, passengers can purchase ticket books, punch cards, and day passes from the driver using cash or check. Beaumont Transit has partnered with Token Beaumont Transit SRTP 21/22 - 23/24 13 | Page Transit as a mobile fare option. With Token Transit, passengers can purchase their fare media and store it on their phone. Token Transit is used primarily on the peak routes: Routes 7 and 9. In FY 20, 28% of the passengers on Route 7 use Token Transit, while 30% of the Route 9 passengers use Token Transit. The use of Token Transit on these peak routes can be attributed to a younger passenger base that is susceptible to using smart phones for everyday uses. Systemwide, passengers predominately use cash or prepaid tickets as their preferred fare media for transportation. Incentive Programs and Ridership Promotion Before COVID-19, Beaumont Transit actively participated 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. Beaumont Transit applied for and received funding for a free fare promotion through Low Carbon Transportation Operation Program (LCTOP) for FY 20. All passengers have been able to ride Beaumont Transit free because of this grant funding opportunity. Beaumont Transit is partnering with our neighboring agency, Banning Connect, to continue to offer free fare for passengers from July 2021 through December 2021. Beaumont and Banning will jointly share advertising and outreach efforts to gain confidence of our choice and dependent passengers to get on board public transportation again as we recover from COVID-19 restrictions. Beaumont offers a real-time bus tracking system called Double Map for our passengers to use . This program, initially purchased in 2014, 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 twenty-two vehicles, fourteen of which are CNG fueled and the other eight by gasoline, as shown in Tables 1.1. Two of the gas buses are out of service and are in the process of being replaced with electric shuttles. Three new CNG vehicles were delivered in FY 21 and are in service. 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. 7 https://www.transitwiki.org/TransitWiki/images/6/64/Useful_Life_of_Buses.pdf Table 1.1 - Fleet Inventory FY 2021/22 Short Range Transit Plan City of Beaumont Bus (Motorbus) / Directly Operated Lift and Ramp Equipped Vehicle Length Year Built Mfg. Code Seating Capacity Model Code Fuel Type Code Life to Date Vehicle Miles Prior Year End FY 2019/20 Life to Date Vehicle Miles through March FY 2020/21 Average Lifetime Miles Per Active Vehicle As Of Year-To-Date (e.g., March) FY 2020/21 # of Active Vehicles FY 2020/ 21 # of Contingency Vehicles FY 2020/21 2010 CMD 28 C 5500 1 32 CN 230,600 233,880 2015 EBC 43 XHF 40 1 40 CN 57,702 69,003 2011 EDN 30 EDN 1 33 GA 278,190 297,396 2011 EDN 30 EDN 1 33 CN 165,591 173,617 2015 EDN 43 XHF 40 1 40 CN 51,249 73,757 2015 EDN 43 XHF 40 1 40 CN 48,907 67,721 2019 GLV 28 GLV 1 33 CN 2,919 2019 GLV 28 GLV 1 33 CN 2,847 2009 GMC 28 C-5500 1 32 CN 187,418 188,545 2009 STR 28 C-5500 1 32 CN 219,620 224,959 10 Totals: 329 1,239,277 1,334,644 4/22/2021 TransTrack Manager™Page 1 of 1 Table 1.1 - Fleet Inventory FY 2021/22 Short Range Transit Plan City of Beaumont Commuter Bus / Directly Operated Lift and Ramp Equipped Vehicle Length Year Built Mfg. Code Seating Capacity Model Code Fuel Type Code Life to Date Vehicle Miles Prior Year End FY 2019/20 Life to Date Vehicle Miles through March FY 2020/21 Average Lifetime Miles Per Active Vehicle As Of Year-To-Date (e.g., March) FY 2020/21 # of Active Vehicles FY 2020/ 21 # of Contingency Vehicles FY 2020/21 2018 EDN 30 EZRider II 1 32 CN 72,726 111,121 2011 EDN 30 FORD 550 1 33 GA 318,361 339,791 2011 EDN 30 FORD F550 1 33 GA 338,738 358,625 2016 EDN 30 FORD F550 1 33 CN 94,643 119,368 2010 FRD 16 Ford E450 1 24 GA 345,017 359,779 2010 FRD 16 Ford E-450 1 24 GA 396,901 413,377 2010 FRD 16 Ford E-450 1 24 GA 379,989 389,699 2019 GLV 28 GLV 1 33 CN 2,833 2010 STR 30 C-5500 1 32 GA 341,112 354,712 9 Totals: 226 2,287,487 2,449,305 4/22/2021 TransTrack Manager™Page 1 of 1 Table 1.1 - Fleet Inventory FY 2021/22 Short Range Transit Plan City of Beaumont Demand Response / Directly Operated Lift and Ramp Equipped Vehicle Length Year Built Mfg. Code Seating Capacity Model Code Fuel Type Code Life to Date Vehicle Miles Prior Year End FY 2019/20 Life to Date Vehicle Miles through March FY 2020/21 Average Lifetime Miles Per Active Vehicle As Of Year-To-Date (e.g., March) FY 2020/21 # of Active Vehicles FY 2020/ 21 # of Contingency Vehicles FY 2020/21 2016 EDN 20 FORD E-450 1 24 CN 51,571 57,918 1 Totals: 20 51,571 57,918 4/22/2021 TransTrack Manager™Page 1 of 1 Beaumont Transit SRTP 21/22 - 23/24 17 | Page All vehicles meet the ADA accessibility requirements and are equipped with bike racks. Vehicle capacity ranges in size from 16 passengers to 43 passengers. Beaumont Transit is in the finishing stages of rebranding our agency from Beaumont Pass Transit to Beaumont Transit. We have rebranded our buses with new wraps. Below is an example of our new bus wrap. 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 st ops with benches. Staff is working with the City of Beaumont Engineering Department to create plans and a request for proposal to improve the Walmart Regional Bus Stop which connects passengers with four transit agencies. This improvement is funded by the Low Carbon Transportation Operations Program Beaumont Transit SRTP 21/22 - 23/24 18 | Page (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. 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, 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. 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 2020. There are three phases to implementing the action plan outlined by the independent consultant. • Phase 1 was a discovery phase wherein surveys were conducted, on-time performance analyzed, and preliminary findings were documented. • Phase 2 addressed a funding analysis including a fare equity analysis, route evaluation, and service recommendations. • Phase 3 developed an action plan including a 5-year action plan with short-term, mid- term, and long-term recommendations. The COA Short-Term plan includes discussing a return to regular service under the guidance provided by the Centers for Disease Control (CDC). Vehicle capacity is discussed as the biggest challenge moving forward and the ability to meet the needs of passengers as schools reopen. Additionally, improvements to on-time performance and mid-trip fueling were discussed and recommendations for improvement were offered. Beaumont Transit SRTP 21/22 - 23/24 19 | Page The COA Mid-Term plan (now through December 2022) recommendations include: • the elimination of service to Calimesa. It was found that few individuals travel to or from Calimesa. The Calimesa stop slows down the commuter route whose primary purpose is to connect to San Bernardino. • Implementation of a 20% fare increase once the on-time performance is resolved. • enhance the commuting options to the logistic center that is a major employment center of the city and includes Amazon Distribution Center. • integration to the new operations and fleet maintenance facility with the routes to offer service in the area. • enhancing connectivity with Banning and RTA transit agencies • creation and implementation of a Bus Stop Improvement Plan. The COA Long-Term plan (Jan 2023 – June 2025) gave recommendations for the future including expanding local service to emerging residential neighborhoods; realignment of routes to a more centralized transfer station is discussed; transition to an alternative fuel fleet and infrastructure as an ongoing project. Finally, COA consultants recommend introducing more technology for passengers to offer predictive arrival features. CHAPTER 2 - EXISTING SERVICE AND ROUTE PERFORMANCE Fiscal Year 20 was a challenging year for everyone, including public transportation due to COVID-19. The year was projected to end with less passenger trips than years prior, however the pandemic created and continues to create passenger boarding’s significantly less then were thought possible. Beaumont Transit systemwide passenger trips for FY 20 ended with 106,743 passenger trips. This is lower than the passenger trips that were projected and delivered in FY 19. In FY 19, systemwide passenger trips, including paratransit, totaled 203,660. FY 21 is projected to end significantly lower at 34,500 passenger trips. An 83% decline from 2019 and a 68% decline from FY 20. Beaumont Transit SRTP 21/22 - 23/24 20 | Page There are two primary reasons to explain why Beaumont Transit is experiencing a decline in passenger boardings. First, is the pandemic. The stay-at-home order negatively impacted Beaumont’s operations since passengers were not going to work or school. As the school district and stores begin to open and the social distancing mandate lifted, we hope to see Beaumont Transit’s passenger boardings increase. Second, Beaumont eliminated service on the Route 2 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. 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. In Table 2.0. Key performance indicators are set. There are seven discretionary and one mandatory indicators. Beaumont Transit meets five of the seven discretionary indicators. Beaumont Transit continues to struggle with passengers per revenue hour and mile portions of this report due to low ridership. Covid-19 has had an impact on our operations and passenger trips. Beaumont Transit fails to meet the one mandatory indicator represented by farebox recovery. However, California Assembly Bill 90, prohibits penalty on an operator that does not maintain the required farebox ratio during FY 20 and/or FY 21. - 50,000 100,000 150,000 200,000 250,000 Systemwide Annual Systemwide Passenger Boardings 2021 Projected 2020 2019 2018 2017 Table 2.0 -- Service Provider Performance Targets Report FY 2020/21 Short Range Transit Plan Review City of Beaumont FY 2020/21 Plan FY 2020/21 Target FY 2020/21 Year to Date Through 3rd Quarter Year to Date Performance Scorecard Data Elements 169,846 Unlinked Passenger Trips 1,477,908 Passenger Miles 26,560.0 Total Actual Vehicle Revenue Hours 567,924.0 Total Actual Vehicle Revenue Miles 590,904.0 Total Actual Vehicle Miles $2,775,646 Total Operating Expenses $307,338 Total Passenger Fare Revenue $2,468,308 Net Operating Expenses Performance Indicators Mandatory: 1. Farebox Recovery Ratio Fails to Meet Target>= 10.00% 18.90% 2.15% Discretionary: 1. Operating Cost Per Revenue Hour Meets Target<= $83.25 $104.50 $67.99 2. Subsidy Per Passenger Better Than Target>= $10.05 and <= $13.59 $14.53 $25.73 3. Subsidy Per Passenger Mile Better Than Target>= $2.10 and <= $2.84 $1.67 $5.67 4. Subsidy Per Hour Meets Target>= $62.24 and <= $84.20 $92.93 $66.53 5. Subsidy Per Mile Meets Target>= $2.92 and <= $3.96 $4.35 $2.96 6. Passengers Per Revenue Hour Fails to Meet Target>= 5.27 and <= 7.13 6.39 2.59 7. Passengers Per Revenue Mile Fails to Meet Target>= 0.25 and <= 0.33 0.30 0.11 Note:Must meet at least 4 out of 7 Discretionary Performance Indicators Productivity Performance Summary: Service Provider Comments: 4/22/2021 TransTrack Manager™Page 1 of 1 Beaumont Transit SRTP 21/22 - 23/24 22 | Page 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 22 plan to the FY 21 targets. FY 2021/22 - Table 2.1 -- SRTP Performance Report Service Provider: City of Beaumont All Routes Performance Indicators FY 2021/22 Plan Plan Performance Scorecard (a)FY 2021/22 Target FY 2020/21 3rd Quarter Year-to-Date FY 2019/20 End of Year Actual Passengers None 26,383 84,316 108,367 Passenger Miles None 119,731 785,168 517,775 Revenue Hours None 10,205.2 18,930.0 18,380.8 Total Hours None 11,348.1 21,394.0 19,852.3 Revenue Miles None 229,575.0 359,560.0 393,041.0 Total Miles None 239,255.0 417,064.0 409,890.0 Operating Costs None$693,892 $2,535,849 $1,522,741 Passenger Revenue None$14,949 $168,650 $136,784 Measure-A Revenue None LCTOP Revenue None$40,465 Operating Subsidy None$678,943 $2,367,199 $1,385,957 Operating Costs Per Revenue Hour Fails to Meet Target<= $69.66$67.99 $133.96 $82.84 Operating Cost Per Revenue Mile None$3.02 $7.05 $3.87 Operating Costs Per Passenger None$26.30 $30.08 $14.05 Farebox Recovery Ratio Fails to Meet Target>= 0.1 2.15% 8.24% 8.98% Subsidy Per Passenger Meets Target>= $21.87 and <= $29.59$25.73 $28.08 $12.79 Subsidy Per Passenger Mile Fails to Meet Target>= $4.82 and <= $6.52$5.67 $3.01 $2.68 Subsidy Per Revenue Hour Better Than Target>= $56.55 and <= $76.51$66.53 $125.05 $75.40 Subsidy Per Revenue Mile Better Than Target>= $2.52 and <= $3.40$2.96 $6.58 $3.53 Passengers Per Revenue Hour Better Than Target>= 2.20 and <= 2.98 2.59 4.45 5.90 Passengers Per Revenue Mile Better Than Target>= 0.09 and <= 0.13 0.11 0.23 0.28 a) The Plan Performance Scorecard column is the result of comparing the FY 2021/22 Plan to the FY 2021/22 Primary Target. TransTrack Manager™ 4/22/2021 Page 1 of 1 Beaumont Transit SRTP 21/22 - 23/24 24 | Page 2.3 SRTP Service Summary The following pages include 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 21 to the plan of FY 21. In addition, the table also shows actual audited figures for FY 19 and 20 as well as showing FY 21 compared to FY 22 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. • Farebox recovery ratio remains below plan because of the low passenger trips. • Passenger miles are higher although overall passenger trips are lower because of the long-distance commuter service and increased amount of service offered. Table 2.2 -- City of Beaumont -- SRTP Service Summary FY 2021/22 Short Range Transit Plan All Routes FY 2018/19 Audited FY 2019/20 Audited FY 2020/21 Plan FY 2020/21 3rd Qtr Actual FY 2021/22 Plan Fleet Characteristics Peak-Hour Fleet 12 4 13 9 9 Financial Data Total Operating Expenses $2,535,849 $693,892 $2,775,646 $1,522,741 $2,796,318 Total Passenger Fare Revenue $209,115 $14,949 $524,684 $136,784 $240,041 Net Operating Expenses (Subsidies)$2,367,199 $678,943 $2,468,308 $1,385,957 $2,556,276 Operating Characteristics Unlinked Passenger Trips 84,316 26,383 169,846 108,367 204,274 Passenger Miles 785,168 119,731 1,477,908 517,775 976,877 Total Actual Vehicle Revenue Hours (a) 18,930.0 10,205.2 26,560.0 18,380.8 24,456.7 Total Actual Vehicle Revenue Miles (b) 359,560.0 229,575.0 567,924.0 393,041.0 457,808.9 Total Actual Vehicle Miles 417,064.0 239,255.0 590,904.0 409,890.0 483,043.8 Performance Characteristics Operating Cost per Revenue Hour $133.96 $67.99 $104.50 $82.84 $114.34 Farebox Recovery Ratio 8.24% 2.15% 18.90% 8.98% 8.58% Subsidy per Passenger $28.08 $25.73 $14.53 $12.79 $12.51 Subsidy per Passenger Mile $3.01 $5.67 $1.67 $2.68 $2.62 Subsidy per Revenue Hour (a)$125.05 $66.53 $92.93 $75.40 $104.52 Subsidy per Revenue Mile (b)$6.58 $2.96 $4.35 $3.53 $5.58 Passenger per Revenue Hour (a) 4.5 2.6 6.4 5.9 8.4 Passenger per Revenue Mile (b) 0.23 0.11 0.30 0.28 0.45 (a) Train Hours for Rail Modes. (b) Car Miles for Rail Modes. TransTrack Manager™ 4/22/2021 Page 1 of 1 Beaumont Transit SRTP 21/22 - 23/24 26 | Page Table 2.2 is further broken down into Excluded and Non-Excluded Routes. The following two tables reflect these two categories. In FY 21, Beaumont had 4 excluded routes from the farebox recovery ratio reporting. These routes were Casino Express, Route 3/4, Commuter Link 120, and Commuter Link 125. Excluded Routes are new routes or routes that have had a 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 is in Table 2.2A Table 2.2 Excluded Routes has the following points of interest: • Excluded Routes have not gained passenger base necessary to reach farebox recovery plan. • The new routes are gaining 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 have 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. Table 2.2 -- City of Beaumont -- SRTP Service Summary FY 2021/22 Short Range Transit Plan Excluded Routes FY 2018/19 Audited FY 2019/20 Audited FY 2020/21 Plan FY 2020/21 3rd Qtr Actual FY 2021/22 Plan Fleet Characteristics Peak-Hour Fleet 5 2 5 4 2 Financial Data Total Operating Expenses $1,486,755 $513,991 $1,359,487 $1,110,135 $460,249 Total Passenger Fare Revenue $71,950 $7,546 $287,923 $44,092 $14,420 Net Operating Expenses (Subsidies)$1,435,605 $506,444 $1,241,987 $1,066,044 $445,829 Operating Characteristics Unlinked Passenger Trips 19,634 14,400 52,476 33,563 7,344 Passenger Miles 429,778 69,120 801,695 161,102 35,251 Total Actual Vehicle Revenue Hours (a) 11,809.0 6,538.7 16,116.0 10,461.4 2,849.2 Total Actual Vehicle Revenue Miles (b) 266,082.0 164,300.0 425,086.0 266,476.0 76,021.0 Total Actual Vehicle Miles 312,410.0 169,759.0 434,330.0 272,658.0 77,316.0 Performance Characteristics Operating Cost per Revenue Hour $125.90 $78.61 $84.36 $106.12 $161.54 Farebox Recovery Ratio 4.83% 1.47% 21.17% 3.97% 3.13% Subsidy per Passenger $73.12 $35.17 $23.67 $31.76 $60.71 Subsidy per Passenger Mile $3.34 $7.33 $1.55 $6.62 $12.65 Subsidy per Revenue Hour (a)$121.57 $77.45 $77.07 $101.90 $156.48 Subsidy per Revenue Mile (b)$5.40 $3.08 $2.92 $4.00 $5.86 Passenger per Revenue Hour (a) 1.7 2.2 3.3 3.2 2.6 Passenger per Revenue Mile (b) 0.07 0.09 0.12 0.13 0.10 (a) Train Hours for Rail Modes. (b) Car Miles for Rail Modes. TransTrack Manager™ 4/22/2021 Page 1 of 1 Table 2.2 -- City of Beaumont -- SRTP Service Summary FY 2021/22 Short Range Transit Plan Non-Excluded Routes FY 2018/19 Audited FY 2019/20 Audited FY 2020/21 Plan FY 2020/21 3rd Qtr Actual FY 2021/22 Plan Fleet Characteristics Peak-Hour Fleet 7 3 8 7 8 Financial Data Total Operating Expenses $1,049,094 $179,901 $1,416,159 $412,606 $2,336,069 Total Passenger Fare Revenue $137,165 $7,402 $236,761 $92,693 $225,621 Net Operating Expenses (Subsidies)$931,594 $172,499 $1,226,321 $319,913 $2,110,448 Operating Characteristics Unlinked Passenger Trips 64,682 11,983 117,370 74,804 196,930 Passenger Miles 355,390 50,611 676,213 356,673 941,626 Total Actual Vehicle Revenue Hours (a) 7,121.0 3,666.5 10,444.0 7,919.3 21,607.6 Total Actual Vehicle Revenue Miles (b) 93,478.0 65,275.0 142,838.0 126,565.0 381,787.9 Total Actual Vehicle Miles 104,654.0 69,496.0 156,574.0 137,232.0 405,727.8 Performance Characteristics Operating Cost per Revenue Hour $147.32 $49.07 $135.60 $52.10 $108.11 Farebox Recovery Ratio 13.07% 4.11% 16.71% 22.47% 9.66% Subsidy per Passenger $14.40 $14.40 $10.45 $4.28 $10.72 Subsidy per Passenger Mile $2.62 $3.41 $1.81 $0.90 $2.24 Subsidy per Revenue Hour (a)$130.82 $47.05 $117.42 $40.40 $97.67 Subsidy per Revenue Mile (b)$9.97 $2.64 $8.59 $2.53 $5.53 Passenger per Revenue Hour (a) 9.1 3.3 11.2 9.5 9.1 Passenger per Revenue Mile (b) 0.69 0.18 0.82 0.59 0.52 (a) Train Hours for Rail Modes. (b) Car Miles for Rail Modes. TransTrack Manager™ 4/22/2021 Page 1 of 1 Beaumont Transit SRTP 21/22 - 23/24 29 | Page 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 prev ious 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 t o 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. Table 2.2 -- Beaumont-BUS -- SRTP Service Summary FY 2021/22 Short Range Transit Plan All Routes FY 2018/19 Audited FY 2019/20 Audited FY 2020/21 Plan FY 2020/21 3rd Qtr Actual FY 2021/22 Plan Fleet Characteristics Peak-Hour Fleet 11 4 11 8 8 Financial Data Total Operating Expenses $2,318,526 $583,021 $2,471,923 $1,334,203 $2,528,180 Total Passenger Fare Revenue $189,115 $11,486 $500,684 $116,125 $236,763 Net Operating Expenses (Subsidies)$2,169,876 $571,535 $2,188,585 $1,218,078 $2,291,416 Operating Characteristics Unlinked Passenger Trips 82,486 24,944 160,782 102,547 195,400 Passenger Miles 777,299 119,731 1,429,869 492,226 937,920 Total Actual Vehicle Revenue Hours (a) 18,295.0 9,751.2 23,844.0 16,571.9 21,785.4 Total Actual Vehicle Revenue Miles (b) 346,810.0 219,507.0 532,748.0 369,493.0 424,129.0 Total Actual Vehicle Miles 402,230.0 227,562.0 552,664.0 383,827.0 445,928.3 Performance Characteristics Operating Cost per Revenue Hour $126.73 $59.79 $103.67 $80.51 $116.05 Farebox Recovery Ratio 8.15% 1.97% 20.25% 8.70% 9.36% Subsidy per Passenger $26.31 $22.91 $13.61 $11.88 $11.73 Subsidy per Passenger Mile $2.79 $4.77 $1.53 $2.47 $2.44 Subsidy per Revenue Hour (a)$118.60 $58.61 $91.79 $73.50 $105.18 Subsidy per Revenue Mile (b)$6.26 $2.60 $4.11 $3.30 $5.40 Passenger per Revenue Hour (a) 4.5 2.6 6.7 6.2 9.0 Passenger per Revenue Mile (b) 0.24 0.11 0.30 0.28 0.46 (a) Train Hours for Rail Modes. (b) Car Miles for Rail Modes. TransTrack Manager™ 4/22/2021 Page 1 of 1 Table 2.2 -- Beaumont-DAR -- SRTP Service Summary FY 2021/22 Short Range Transit Plan All Routes FY 2018/19 Audited FY 2019/20 Audited FY 2020/21 Plan FY 2020/21 3rd Qtr Actual FY 2021/22 Plan Fleet Characteristics Peak-Hour Fleet 1 1 2 1 1 Financial Data Total Operating Expenses $217,323 $110,871 $303,723 $188,538 $268,138 Total Passenger Fare Revenue $20,000 $3,463 $24,000 $20,659 $3,278 Net Operating Expenses (Subsidies)$197,323 $107,408 $279,723 $167,879 $264,860 Operating Characteristics Unlinked Passenger Trips 1,830 1,439 9,064 5,820 8,874 Passenger Miles 7,869 48,039 25,550 38,957 Total Actual Vehicle Revenue Hours (a) 635.0 454.0 2,716.0 1,808.9 2,671.3 Total Actual Vehicle Revenue Miles (b) 12,750.0 10,068.0 35,176.0 23,548.0 33,679.9 Total Actual Vehicle Miles 14,834.0 11,693.0 38,240.0 26,063.0 37,115.5 Performance Characteristics Operating Cost per Revenue Hour $342.24 $244.20 $111.83 $104.23 $100.38 Farebox Recovery Ratio 9.20% 3.12% 7.90% 10.96% 1.22% Subsidy per Passenger $107.83 $74.64 $30.86 $28.85 $29.85 Subsidy per Passenger Mile $25.08 $5.82 $6.57 $6.80 Subsidy per Revenue Hour (a)$310.74 $236.57 $102.99 $92.81 $99.15 Subsidy per Revenue Mile (b)$15.48 $10.67 $7.95 $7.13 $7.86 Passenger per Revenue Hour (a) 2.9 3.2 3.3 3.2 3.3 Passenger per Revenue Mile (b) 0.14 0.14 0.26 0.25 0.26 (a) Train Hours for Rail Modes. (b) Car Miles for Rail Modes. TransTrack Manager™ 4/22/2021 Page 1 of 1 Route # Mode (FR/DAR) Service Type (DO/CO)Route Description Date of Implementation Exemption End Date Route 3/4 FR DO Saturday Service: Walmart to Cherry Valley via Downtown August 2019 August 2022 Route 120 FR DO Monday - Saturday Service: Walmart to San Bernardino Transit Center August 2019 August 2022 Casino Express FR DO Monday - Friday: Downtown to Walmart with Express Service to Casino Morongo and Outlet Malls August 2020 August 2023 Route 125 FR DO Monday - Friday Service: Walmart to Loma Linda Veterans Hospital October 2020 October 2023 Beaumont Transit Short Range Transit Plan FY 2021/2022 - 2023/2024 Table 2.2A Excluded Routes Excluded routes are new routes or new service extensions that are eligible for exemptions from the farebox recovery requirements Beaumont Transit SRTP 21/22 - 23/24 33 | Page 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. 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 21. This is a projection to end FY 21. The Routes 7 and 9, which are our peak routes that primarily service the schools, will not run the remainder of FY 21. Casino Express The Casino Express began in August 2020. It serves as an express service from Beaumont Walmart to Casino Morongo and the Outlet Mall in Cabazon. These destinations are a major employer of the area. The route runs a 20-minute headway and operates on a Monday through Friday schedule. Casino Express Route 3 Route 4 Route 3/4 Route 7 Route 9 - 5,000 10,000 15,000 20,000 25,000 30,000 35,000 40,000 Annual Fixed Route Passenger Boardings by Route 2021 2020 2019 2018 2017 Beaumont Transit SRTP 21/22 - 23/24 34 | Page Since it is the first year in service, there is no other data to compare it to. However, the route has shown an increase month over month of passenger boardings. In FY 21, the Casino Express is projected to finish the fiscal year with 3,087 passenger boa rdings. The Casino Express currently makes up 8.83% of systemwide passengers. Route 3 The Route 3 operates weekdays with a one-hour headway and services the north area of Beaumont, residential community of Sundance and Walmart. This route also connects Sundance with both middle schools, the high schools, and three elementary schools. At the recommendation of the COA findings, deviations to the unincorporated areas of Cherry Valley have been eliminated. In FY 21, the Route 3 is projected to finish the fiscal year with 1,200 passenger boardings. This is a significant decrease of 94% compared to FY 20 which had 19,279 passenger boardings. The Route 3 makes up 3.44% of systemwide passengers. Beaumont Transit SRTP 21/22 - 23/24 35 | Page Beaumont Transit SRTP 21/22 - 23/24 36 | Page Route 4 The Route 4 operates weekdays with a one-hour headway and primarily services the Senate Bill 535 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 21, an Amazon Distribution Center opened in the industrial park to the south west in Beaumont city limits. To facilitate the passenger’s ability to travel to the major employment center, the Route 4 offers deviations to the industrial area. Passengers either notify the driver or call customer service for a deviation request. In FY 21, Route 4 is projected to finish the fiscal year at 8,235 passenger boardings. This is a 23.56% decrease in passenger trips compared to FY 20. This route makes up 40% of the systemwide passengers. It is these passengers that are the most negatively affected by the interagency agreement with Banning because they require the need to travel to social services located in the Banning city limits. Beaumont Transit SRTP 21/22 - 23/24 37 | Page Beaumont Transit SRTP 21/22 - 23/24 38 | Page 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 t he 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. The service on Route 7 was suspended in March 2020 due to COVID -19 and the shutdown of the Beaumont Unified School District. Beaumont Transit is working closely with Beaumont Unified School District, along with abiding by CDC guidelines, to return the Route 7 when in - person classes return in the Fall of 2021. 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. Beaumont Transit SRTP 21/22 - 23/24 39 | Page The service on Route 9 was suspended in March 2020 due to COVID -19 and the shutdown of the Beaumont Unified School District. Beaumont Transit is working closely with Beaumont Unified School District, along with abiding by CDC guidelines, to return the Route 9 when in- person classes return in the Fall of 2021. Route 3/4 The Route 3/4 is a one-hour headway Saturday only service. This route also operates on recognized limited-service holidays. 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. In FY 21, Route 3/4 is projected to finish the fiscal year with 5,994 passenger boardings. This is a 5% decrease compared to FY 20 which had 6,318 passenger boardings. The small decrease is attributed to the Route 3/4 being the only fixed route in service in the first quarte r of FY 21 due Beaumont Transit SRTP 21/22 - 23/24 40 | Page to the pandemic and stay-at-home orders. The Route 3/4 makes up 23.17% of systemwide passengers. Beaumont Transit SRTP 21/22 - 23/24 41 | Page Commuter Link 120 The Commuter Link (CL) 120 operates two buses Monday through Friday and transports passengers from Beaumont Walmart, Beaumont Civic Center, and Calimesa to San Bernardino Transit Center (SBTC). The CL 120 also operates on Saturday and recognized limited-service holidays. On Saturday schedules, the CL 120 has an additional stop and connects passengers with the Casino Morongo via express service on the I-10 freeway. In FY 21, CL 120 is projected to finish the fiscal year with 6,549 passenger boardings. A 46.58% decline from FY 20 which had 12,261 passenger boardings. The CL 120 makes up 18.74% of systemwide passengers. Beaumont Transit SRTP 21/22 - 23/24 42 | Page Beaumont Transit SRTP 21/22 - 23/24 43 | Page 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 Redlands Transit Center, Kaiser Redlands Medical Offices, and Loma Linda Veterans Affairs Hospital. In FY 21, the CL 125 is projected to finish the fiscal year with 1,701 passenger boardings. This is a 50.42% decline from FY 20 which saw 3,431 passenger boardings. The CL 125 makes up 4.87% of systemwide passengers. Beaumont Transit SRTP 21/22 - 23/24 44 | Page Beaumont Transit SRTP 21/22 - 23/24 45 | Page Commuter Link 120/125 Combo During the stay-at-home order and the reduction of service that consequently came of it, the Commuter Links 120 and 125 were suspended. In their place, a combination route was created to accommodate those essential workers that still required commuting tr ansportation. The Combo 120/125 operated from April 2020 to September 2020. This combination route brought passengers from Beaumont to Calimesa to Redlands, Loma Linda VA Hospital and San Bernardino Transit Center. In FY 21, the Combo 120/125 had 2,778 passenger boardings and makes up 11.92% of systemwide passengers in FY 21. Beaumont Transit SRTP 21/22 - 23/24 46 | Page Beaumont Transit SRTP 21/22 - 23/24 47 | Page 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. Due to COVID-19, qualified passengers are limited to those 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 federally mandated complimentary service to the fixed routes in Beaumont and mirrors that schedule. Reservations are required at least 24 hours in advance and is available to ADA passengers only. In FY 21, DAR is projected to finish the fiscal year with 1,910 passenger boardings. This is a decrease of 67.19% compared to the 5,820-passenger boardings in FY 20. DAR makes up 5.46% of systemwide passengers in FY 21. Table 2.3 - SRTP Route Statistics City of Beaumont -- 2 Data Elements Route # Day Type Peak Vehicles Passengers Passenger Miles Revenue Hours Total Hours Revenue Miles Total Miles Operating Cost Passenger Revenue Measure-A Revenue FY 2021/22 LCTOP Revenue All Routes BEA-120 All Days 11,208 314,945 2 165,036 169,940 $686,113 $33,600 $82,000 6,120 $11,200 5,625 BEA-125 All Days 3,160 73,219 1 74,640 76,956 $345,112 $10,550 $42,000 3,216 $3,600 2,940 BEA-3 All Days 3,000 14,400 1 31,164 30,552 $249,900 $25,003 2,711 $4,265 2,525 BEA-3/4 All Days 1,932 9,274 1 6,906 7,278 $188,629 $5,000 541 $1,000 503 BEA-4 All Days 14,020 67,296 1 29,268 31,224 $321,819 $25,600 2,913 $6,400 2,742 BEA-7 All Days 32,568 188,894 3 14,744 20,408 $200,826 $33,897 1,280 $6,000 805 BEA-9 All Days 13,264 76,931 1 5,552 7,636 $176,731 $13,000 654 $3,000 414 BEA-CExp All Days 3,334 32,340 1 19,500 58,236 $339,404 $2,000 2,914 $5,000 2,741 BEA-DAR All Days 1,830 7,869 1 12,750 14,834 $237,430 $20,000 1,045 635 84,316 785,168 12 359,560 417,064 $2,745,964 $168,650 $124,000 21,394 $40,465 18,930 TransTrack Manager™ 4/28/2021 Page 1 of 2 Table 2.3 - SRTP Route Statistics City of Beaumont -- 2 Performance Indicators Route # Day Type Net Subsidy Operating Cost Per Revenue Mile Operating Cost Per Revenue Mile Cost Per Passenger Farebox Recovery Ratio Subsidy Per Passenger Subsidy Per Passenger Mile Subsidy Per Revenue Hour Subsidy Per Revenue Mile Passengers Per Hour FY 2021/22 Passengers Per Mile All Routes BEA-120 All Days $121.98 $4.16 $652,513 $58.22 $2.07 $116.00 $3.95 1.99 18.48% 0.07 $61.22 BEA-125 All Days $117.39 $4.62 $334,562 $105.87 $4.57 $113.80 $4.48 1.07 16.27% 0.04 $109.21 BEA-3 All Days $98.97 $8.02 $224,897 $74.97 $15.62 $89.07 $7.22 1.19 11.71% 0.10 $83.30 BEA-3/4 All Days $375.01 $27.31 $183,629 $95.05 $19.80 $365.07 $26.59 3.84 3.18% 0.28 $97.63 BEA-4 All Days $117.37 $11.00 $296,219 $21.13 $4.40 $108.03 $10.12 5.11 9.94% 0.48 $22.95 BEA-7 All Days $249.47 $13.62 $166,929 $5.13 $0.88 $207.37 $11.32 40.46 19.86% 2.21 $6.17 BEA-9 All Days $426.89 $31.83 $163,731 $12.34 $2.13 $395.49 $29.49 32.04 9.05% 2.39 $13.32 BEA-CExp All Days $123.82 $17.41 $337,404 $101.20 $10.43 $123.10 $17.30 1.22 2.06% 0.17 $101.80 BEA-DAR All Days $373.91 $18.62 $217,430 $118.81 $27.63 $342.41 $17.05 2.88 8.42% 0.14 $129.74 $145.06 $7.64 $2,577,314 $30.57 $3.28 $136.15 $7.17 4.45 12.13% 0.23 $32.57 TransTrack Manager™ 4/28/2021 Page 2 of 2 Beaumont Transit SRTP 21/22 - 23/24 50 | Page 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 encourage 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, OmniTrans, and Banning Connect 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). A comprehensive operations analysis (COA) was completed this past fiscal year (FY 20). The findings of the study offered recommendations for a five-year action plan with three phases. Some recommendations have already been implemented, while recommendations to adjust time routes and schedules are being prepared for later implementation. 2.6 Major Trip Generators Half of Beaumont Transit’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. Although FY 20 and 21 were anomalies, both commuters had shown growth in passenger boarding’s month over month and are widely popular with inquiries from traveling Beaumont Transit SRTP 21/22 - 23/24 51 | Page passengers on Metrolink and other regional providers connecting to Beaumont and Casino Morongo. 2.7 Recent Service Changes Recent service changes were introduced with the addition of the Casino Express as well as with the Commuter Link 125. Casino Express The Casino Express began service in August 2020. It is an express service from Beaumont Walmart to Casino Morongo and the Outlet Malls. When the Route 2 was dissolved, the Casino Express was created as a direct response from passengers needing transportation to their places of employment. All changes were a direct result of the July 2019 Interagency Agreement entered into with the City of Banning. Commuter Link 125 In cooperation with OmniTrans, additional stops were added to the Commuter Link 125 to increase efficiency and connectivity. Additional eastbound and westbound stops at the Redlands Transit Center were added. The Redlands Transit Center offers passengers connection ability to OmniTrans buses into areas of San Bernardino, Redlands, and Yucaipa that were normally not an option unless traveling to San Bernardino Transit Center on Commuter Link 120. CHAPTER 3 – FUTURE SERVICE PLANS, FARE CHANGES, CAPITAL PLANNING, AND MARKETING 3.1 Planned Service Changes The Comprehensive Operations Analysis (COA) outlined a five-year action plan with various stages of implementation recommendations. As discussed earlier, the COA proposes a five-year action plan which includes short, mid, and long-term recommendations. Short-term recommendations, to be completed by June 2021, have largely been implemented and timing recommendations will be assessed as we move into a return to full service. Mid-term recommendations (July 1, 2021 to December 31, 2022) include: • The elimination of service to Calimesa. • A recommendation for a 20% fare adjustment increase . • Enhance service to industrial center including Amazon and other distribution centers. • Integrate service to new operations facility. • Enhance connectivity with Banning Connect and RTA. • Build a Bus Stop Improvement plan. Beaumont Transit SRTP 21/22 - 23/24 52 | Page Longer-term recommendation (January 1, 2023-June 30, 2025) include: • Expand local service to emerging residential neighborhoods. • Realign routes to a more centralized transfer location. Proposes to move away from Walmart and the hospital and focus on the Beaumont Civic Center. • Transition to electric vehicles as gas vehicles are being replaced. • Introduce predictive arrival features at bus stops. Industrial and employment opportunities are also growing. Amazon opened a million square foot distribution center in Beaumont and continues to hire full-time employees in addition to the hundreds of employees already hired. Beaumont Transit has added d eviations to Amazon on the Route 4, but a more permanent solution will be explored under the mid -term recommendations, including a micro-transit program. 3.2 Future Marketing Plans, Studies, and Promotions to Promote Ridership Free Fare Promotion Beaumont Transit has been offering free fare to all passengers as part of a grant allocated by the Low Carbon Transit Operations Program (LCTOP) since October 2020. In partnership with Banning Connect, free fare will be offered to all passengers from July 1 to December 31, 2021. The joint effort will create advertising efforts to encourage passengers to get back onboard public transportation. 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. COVID-19 has all but eliminated all our annual outreach that we usually do. The following are descriptions of what we typically participate in and will participate again soon. In the month of July, $0.25 (twenty-five cent) fare for youth passengers is offered on weekday Route 3, Route 4, and Saturday Route 3/4. Youth passengers, under the age of 18, can enjoy points of interest that these routes service, 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 Beaumont Transit SRTP 21/22 - 23/24 53 | Page 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. Redevelopment of Walmart Regional Transportation Hub Beaumont Transit has secured LCTOP and State of Good Repair 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 Engineering Department has created plans for the Walmart location and a Request for Proposal is being prepared for publication. 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 because of the virus, it is an opportunity to encourage transit as a cost-saving measure. The development of routes because of the comprehensive operations analysis is anticipated to encourage ridership growth. 3.4 Proposed Fare Structure Changes Beaumont recently updated the fare schedule for FY 20. As part of the Comprehensive Operations Analysis, a recommendation has been included to increase fares by 20%. This will likely be addressed in FY 21 for a FY 22 proposal. 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. Beaumont Transit SRTP 21/22 - 23/24 54 | Page 3.5 Capital Improvement Planning CNG Fueling Station Fourteen of Beaumont Transit’s twenty-two buses are CNG fuel; however, Beaumont Transit does not have a fueling station. In conjunction with the Maintenance and Operations project, the parcel located on the corner of 4th Street and Veile Drive in Beaumont will be the site of a CNG Fueling station. The station will be open to the public for fast fill as well as slow-fill capabilities for the buses. Maintenance and Operations Facility In FY 19, Beaumont Transit purchased a 6-acre parcel in the industrial area of Beaumont. Located next to the Wastewater Treatment Facility, Transit and Public Works are combining efforts to develop the vacant parcel into a maintenance and operations facility for Transit as well as Public Works. Vehicle Replacement Plan Arising from the completed Comprehensive Operations Analysis in 2020, the consultant recommended the development of a Vehicle Replacement Plan. The replacement plan, it is recommended, should include the definition of useful life for each asset t ype, projects the likely replacement year, and details a plan for transition to battery/electric vehicles. Bus Stop Placement Policy and Improvement Plan The consultant completing the COA recommends developing a Bus Stop Placement Policy. This policy would clearly define how far apart bus stops should be placed as well as activity level needed to add amenities (such as shelters/benches) to the stop. The policy will also set guidelines for the addition or removal of bus stops. Introduce Technology to Offer Predictive Arrival Features Providing real-time information to riders can significantly increase customer satisfaction as well as improve reliability. It can also help decrease the number of call center inquiries regarding the status of individual routes. In order to offer customer-facing real-time information, GPS-based Automatic Vehicle Location (AVL) technology is required. AVL technology provides benefits to both the transit provider and the transit rider. The transit provider can monitor on-time performance using the geographic data together with the scheduled and actual time at each stop. AVL technology is available as part of a unified software platform supporting operations and maintenance. - Redevelopment of the Walmart Transportation hub. Type FY 2017/18 Audited FY 2018/19 Audited FY 2019/20 Audited FY 2020/21 Estimate (Based on 3rd Qtr actuals and annualized) FY 2021/22 Plan System-Wide Ridership 197,775 204,274 106,743 34,849 84,316 Operating cost per revenue hours 89.47 114.34 82.84 90.65 133.96 Expenses 3,198,214 3,353,923 3,260,922 925,200 2,535,849 - Purchase of mobile lifts for vehicle maintenance - Begin the implementation of Comprehensive Operations Analysis (COA) recommendations. - Procurement of two 32' EZ Rider CNG Buses - Purchase and installation of video camera system on the fleet - Purchase paratransit scheduling software - Continuation of a Free Fare promotion in conjunction with Banning Connect until the end of calendar year 2021. Beaumont Transit Short Range Transit Plan FY 2021/2022 - 2023/2024 Table 3 Highlights Beaumont Transit SRTP 21/22 - 23/24 56 | Page 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 $2,745,964 needed in operational funding to fully operate a public transit program for the residents of Beaumont. Included in that amount is $2,411,849 from Local Transit Funds, $124,000 in Measure A funding, farebox revenues projection of $168,650, LCTOP operational grant funding in the amount of $40,465, and interest earned in the amount of $1,000. This equals a modest 2.38% increase over funding in FY 20. Operational funding is allocated to 78% in personnel, 19% in maintenance and operations, and 3% in contractual services. Table 4.0 - Summary of Funding Requests - FY 2021/22 City of Beaumont Original Operating FARE LCTOP OB LCTOP PUC99313 LCTOP PUC99314 LTF MA IB OTHR LCL SGR PUC99313 SGR PUC99314 STA - OB STA PUC99313 STA PUC99314ProjectTotal Amount of Funds 1) Operating Assistance $1,722,337 $104,500 $25,665 $1,592,172 2) Commuter Link 120 Operating Assistance $604,021 $33,600 $11,200 $477,221 $82,000 3) Commuter Link 125 Operating Assistance $263,144 $10,550 $3,600 $206,994 $42,000 4) Dial A Ride Operating Assistance $155,462 $20,000 $135,462 5) Interest and Other Income $1,000 $1,000 Sub-total Operating $2,745,964 $168,650 $40,465 $0 $0 $2,411,849 $124,000 $1,000 $0 $0 $0 $0 $0 Capital FARE LCTOP OB LCTOP PUC99313 LCTOP PUC99314 LTF MA IB OTHR LCL SGR PUC99313 SGR PUC99314 STA - OB STA PUC99313 STA PUC99314ProjectTotal Amount of Funds 20-03 Brand and Logo Update - 20-03 $55,741 $55,741 20-07 EV Charging Station - 20-07 $-55,741 $-55,741 22-01 Two 32' EZ Rider II CNG Buses - 22-01 $1,400,000 $1,400,000 22-02 Video Camera Purchase and Installation - 22 -02 $140,000 $66,214 $3,786 $54,640 $15,360 22-03 Paratransit Scheduling Software - 22-03 $14,000 $14,000 22-04 Mobile Lifts - 22-04 $60,000 $56,715 $3,285 Sub-total Capital $1,614,000 $0 $0 $66,214 $3,786 $0 $0 $0 $56,715 $3,285 $0 $1,468,640 $15,360 Total Operating & Capital $4,359,964 $168,650 $40,465 $66,214 $3,786 $2,411,849 $124,000 $1,000 $56,715 $3,285 $0 $1,468,640 $15,360 FY 2021/22 Projected Funding Details FARE $168,650 LCTOP OB $40,465 LTF $2,411,849 MA IB $124,000 OTHR LCL $1,000 Total Estimated Operating Funding Request $2,745,964 LCTOP PUC99313 $66,214 LCTOP PUC99314 $3,786 SGR PUC99313 $56,715 SGR PUC99314 $3,285 STA - OB $0 STA PUC99313 $1,468,640 STA PUC99314 $15,360 Total Estimated Capital Funding Request $1,614,000 Total Funding Request $4,359,964 TransTrack Manager™Page 1 of 1 5/12/2021 13:32:43 ET #Revenue Sources included in Farebox Calculation FY2018/19 Audited FY2019/20 Audited FY2020/21 Estimated FY 2021/22 Plan 1 Charge for Service 184,282 174,542 287 168,650 2 Interest 2,784 2,258 2,310 1,000 3 Other Income/Transfers In 322 30 1,727 - 4 LCTOP 131,338 0 34,642 40,465 5 Exclusion (49,675)(58,940)(16,403)(71,950) Total Revenue (1-5)269,051 117,890 22,563 138,165 Net Operating Expense (after exclusions)2,302,689 1,508,389 376,141 1,376,537 Farebox Recovery Ratio 11.68%7.82%6.00%10.04% Table 4B Fare Revenue Calculations FY 2021/22 - 2023/24 Short Range Transit Plan Beaumont Transit (Consistent with RCTC Farebox Recovery Policy 3/12/2008) Beaumont Transit SRTP 21/22 - 23/24 59 | Page Capital Budget 2- EZ Rider II CNG Buses (Project 22-01) Beaumont Transit proposes to purchase two EZ Rider II buses like the one purchased in FY 18. These buses are full size transit buses and have a seated capacity of 30 passengers. These buses will replace an aging cutaway type bus, have a higher seating capacity, and will be utilized on our fixed route system. FY 2021/22 SRTP City of Beaumont Table 4.0 A - Capital Project Justification Original Project Number: 22-01 FTIP No: Not Assigned - New Project Project Name: 22-01 Two 32' EZ Rider II CNG Buses Category: Bus Sub-Category: Replacement Fuel Type: CNG Project Description: Purchase of two 32' EZ Rider II CNG buses Project Justification: Aging fleet and moving to cleaner fuel requires the acquisition of new buses. Project Schedule: Start Date Completion Date July 2021 June 2022 PROJECT FUNDING SOURCES (REQUESTED): Fund Type Fiscal Year Amount STA PUC99313 FY 2021/22 $1,400,000 Total $1,400,000 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 TransTrack Manager™Page 1 of 1 4/22/2021 11:51:24 ET Beaumont Transit SRTP 21/22 - 23/24 61 | Page Video Camera Purchase and Installation (Project 22-02) This project will upgrade 18 of our 22 buses with a new camera system. Video cameras are necessary for the safety and security of our drivers and passengers. This project is partially funded by LCTOP. FY 2021/22 SRTP City of Beaumont Table 4.0 A - Capital Project Justification Original Project Number: 22-02 FTIP No: Not Assigned - New Project Project Name: 22-02 Video Camera Purchase and Installation Category: Equipment Sub-Category: Systems Fuel Type: N/A Project Description: Purchase and install video cameras on transit's fleet. Project Justification: For the safety and security of passengers and drivers, video cameras are necessary on the fleet. The current video system is outdated and unreliable. Project Schedule: Start Date Completion Date July 2021 June 2022 PROJECT FUNDING SOURCES (REQUESTED): Fund Type Fiscal Year Amount LCTOP PUC99313 FY 2021/22 $66,214 LCTOP PUC99314 FY 2021/22 $3,786 STA PUC99313 FY 2021/22 $54,640 STA PUC99314 FY 2021/22 $15,360 Total $140,000 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 5/12/2021 13:34:25 ET Beaumont Transit SRTP 21/22 - 23/24 63 | Page Paratransit Scheduling Software (Project 22-03) Procurement of a new scheduling software to schedule DAR appointments predominantly because the current software has failed. This software will navigate appointments effectively and efficiently navigate the program to save resources. FY 2021/22 SRTP City of Beaumont Table 4.0 A - Capital Project Justification Original Project Number: 22-03 FTIP No: Not Assigned - New Project Project Name: 22-03 Paratransit Scheduling Software Category: Paratransit Sub-Category: Systems Fuel Type: N/A Project Description: Purchase of paratransit scheduling software Project Justification: Dial A Ride appointments are currently being made and tracked on an excel spreadsheet. For efficiency and effectiveness, paratransit scheduling software will be beneficial to our customers and the agency to reduce wasted resources. Project Schedule: Start Date Completion Date July 2021 June 2022 PROJECT FUNDING SOURCES (REQUESTED): Fund Type Fiscal Year Amount STA PUC99313 FY 2021/22 $14,000 Total $14,000 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 4/22/2021 11:51:49 ET Beaumont Transit SRTP 21/22 - 23/24 65 | Page Mobile Lifts (Project 22-04) Beaumont Transit fleet mechanics need a mobile lift capable of lifting our 40’ buses for required maintenance. FY 2021/22 SRTP City of Beaumont Table 4.0 A - Capital Project Justification Original Project Number: 22-04 FTIP No: Not Assigned - New Project Project Name: 22-04 Mobile Lifts Category: Equipment Sub-Category: Parts Fuel Type: N/A Project Description: Purchase of Moblie Bus Lifts capable of lifting large buses Project Justification: Current equipment is not capable of lifting large buses for repairs. Mechanics must work on the ground under the buses for repairs. Project Schedule: Start Date Completion Date July 2021 June 2022 PROJECT FUNDING SOURCES (REQUESTED): Fund Type Fiscal Year Amount SGR PUC99313 FY 2021/22 $56,715 SGR PUC99314 FY 2021/22 $3,285 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 TransTrack Manager™Page 1 of 1 4/22/2021 11:51:58 ET Beaumont Transit SRTP 21/22 - 23/24 67 | Page 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 23, Beaumont Transit proposes a tentative funding plan request in the amount of $4,828,342, of which $2,11,924 is LTF, $2,000,000 is STA, and $216,418 farebox revenue. Table 4.1 Table 4.1 - Summary of Funding Requests - FY 2022/23 City of Beaumont Original Operating FARE LTF STA PUC99313ProjectTotal Amount of Funds 1) Operating Assistance $2,828,342 $216,418 $2,611,924 Sub-total Operating $2,828,342 $216,418 $2,611,924 $0 Capital FARE LTF STA PUC99313ProjectTotal Amount of Funds 23-01 CNG Station - 23-01 $500,000 $500,000 23-02 Passenger Amenities - 23-02 $100,000 $100,000 23-03 Replacement Vehicles EZ Rider II - 23-03 $1,400,000 $1,400,000 Sub-total Capital $2,000,000 $0 $0 $2,000,000 Total Operating & Capital $4,828,342 $216,418 $2,611,924 $2,000,000 FY 2022/23 Projected Funding Details FARE $216,418 LTF $2,611,924 Total Estimated Operating Funding Request $2,828,342 STA PUC99313 $2,000,000 Total Estimated Capital Funding Request $2,000,000 Total Funding Request $4,828,342 TransTrack Manager™Page 1 of 1 4/28/2021 10:38:25 ET Beaumont Transit SRTP 21/22 - 23/24 69 | Page In FY 24, Beaumont Transit proposes a tentative funding plan request in the amount of $5,313,193, of which $2,913,193 is LTF, $2,400,000 is STA, and $222,911 in farebox revenue. Table 4.2 Table 4.2 - Summary of Funding Requests - FY 2023/24 City of Beaumont Original Operating FARE LTF STA PUC99313ProjectTotal Amount of Funds 1) Operating Assistance $2,913,193 $222,911 $2,690,282 Sub-total Operating $2,913,193 $222,911 $2,690,282 $0 Capital FARE LTF STA PUC99313ProjectTotal Amount of Funds 24-01 Maintenance and Operations Facility - 24-01 $1,000,000 $1,000,000 24-02 Replacement Vehicles EZ Rider II $1,400,000 $1,400,000 Sub-total Capital $2,400,000 $0 $0 $2,400,000 Total Operating & Capital $5,313,193 $222,911 $2,690,282 $2,400,000 FY 2023/24 Projected Funding Details FARE $222,911 LTF $2,690,282 Total Estimated Operating Funding Request $2,913,193 STA PUC99313 $2,400,000 Total Estimated Capital Funding Request $2,400,000 Total Funding Request $5,313,193 TransTrack Manager™Page 1 of 1 4/28/2021 10:40:03 ET Beaumont Transit SRTP 21/22 - 23/24 71 | Page 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. Audit Recommendations Action Taken and Results Prepare and submit separate State Controller Transit Operators Financial Transactions Reportsfor general public transit and specialized service. 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. City of Beaumont Short Range Transit Plan FY 2021/2022 - 2023/2024 Table 4.5 TDA Triennial Beaumont Transit SRTP 21/22 - 23/24 73 | Page 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, and balances outstanding for each project as outlined in Table 4.4. Beaumont Transit SRTP 21/22 - 23/24 74 | Page Table 4.4 Project Name SRTP Capital Project No's Pr o j e c t El e m e n t Fu n d i n g Ca t e g o r y Beg to End - Project Timeline Balance Unfunded Balance CNG Station Improvements 19-01, 20-01, 21-01 4 2 Current - 2023 2,230,215 500,000 Shop Building Maintenance 17-4 7 1 Current 55,524 0 Shop Tools 20-05 3 1 Current 11,974 0 Maintenance & Operations Facility 19-04, 20-02, 21-02 4 2 Current- 2025 1,220,677 1,000,000 Brand & Logo Update 20-03 6 1 Current 46,210 0 Passenger Amenities (LCTOP)20-04 6 1 Current - 2023 127,444 0 Bus Stop Rehab (SGR)21-03 6 1 Current 51,999 0 Electric Vehicle Charging Station 20-07 6 1 Current 55,741 0 Two Electrci Shuttles 21-04 1 1 Current 220,000 0 New Vehicle Communications 21-05 3 1 Current 52,673 0 Legend Project Elements: 1 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 7 Funding Category: 1 Fully Funded 2 Partially Funded Debt Service - FY Maintenance - FY Table 4.4 Open Projects Prior to FY2021/2022 City of Beaumont Short Range Transit Plan FY 2021/2022 - 2023/2024 Revenue Vehicle Purchase - FY SHORT RANGE TRANSIT PLAN FY 2021/22 through FY 2023/24 Guiding Principle Sustainable public transportation options are essential to ensuring mobility in the community. Mission Statement City of Corona Transit Service mission is to provide a clean, safe, accessible, reliable, and friendly transportation system that improves the quality of life in the community. CITY OF CORONA TRANSIT SERVICE DR A F T - F I N A L ATTACHMENT 3 City of Corona Transit Service Page 1 of 48 FY 2021/22 – FY 2023/24 Short Range Transit Plan 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 S ERVICED ....................................................3 1.2 POPULATION PROFILE AND DEMOGRAPHIC ..........................................................................6 1.3 DESCRIPTION OF SERVICES .................................................................................................7 1.4 OPERATING D ATA FOR CORONA TRANSIT S ERVICES ................................................................8 1.5 CURRENT FARE STRUCTURE ................................................................................................9 1.6 REVENUE FLEET .............................................................................................................. 10 TABLE 1.1 – FLEET INVENTORY .................................................................................................. 11 1.7 EXISTING FACILITIES AND BUS STOP AMENITIES ................................................................... 13 1.8 EXISTING COORDINATION BETWEEN TRANSIT AGENCIES ........................................................ 13 1.9 REFERENCE OF PRIOR AND/OR EXISTING STUDIES AND P LANS ................................................ 13 CHAPTER 2 – EXISTING SERVICE AND ROUTE PERFORMANCE .................................... 14 2.1 KEY PERFORMANCE INDICATORS ....................................................................................... 14 TABLE 2 – SERVICE PROVIDER PERFORMANCE T ARGET REPORT ....................................................... 16 2.2 SRTP PERFORMANCE REPORT .......................................................................................... 17 TABLE 2.1 – FY2021/22 SRTP PERFORMANCE REPORT ............................................................... 18 2.3 SERVICE S UMMARY ........................................................................................................ 19 TABLE 2.2 – SRTP SERVICE SUMMARY ....................................................................................... 22 2.4 SERVICE PERFORMANCE .................................................................................................. 23 TABLE 2.3 – SRTP ROUTE STATISTICS: D ATA 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 ................................................................................ 28 3.3 PROJECTED RIDERSHIP GROWTH ....................................................................................... 29 3.4 PROPOSED FARE STRUCTURE CHANGES .............................................................................. 29 3.5 CAPITAL IMPROVEMENT PLANNING ................................................................................... 29 TABLE 3 – CCTS FY 2021/22 HIGHLIGHTS ................................................................................. 32 CHAPTER 4 – FINANCIAL PLANNING ............................................................................... 33 DR A F T - F I N A L City of Corona Transit Service Page 2 of 48 FY 2021/22 – FY 2023/24 Short Range Transit Plan 4.1 OPERATING AND CAPITAL BUDGET FOR FY 21/22 ............................................................... 33 TABLE 4 – SUMMARY OF FUNDS REQUESTED FOR FY 2021/22 ...................................................... 35 TABLE 4A – CAPITAL PROJECT JUSTIFICATION .............................................................................. 36 TABLE 4B – FAREBOX REVENUE CALCULATION ............................................................................. 38 4.2 FUNDING PLANS TO SUPPORT PLANNED OPERATING AND CAPITAL PROGRAM (FY23-FY24) ....... 39 TABLE 4.2 – SUMMARY OF FUNDS REQUESTED FOR FY 2023/24 ................................................... 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 ............................................................................................................. 46 DR A F T - F I N A L City of Corona Transit Service Page 3 of 48 FY 2021/22 – FY 2023/24 Short Range Transit Plan 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) 2021/22 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 2021/22 – 2023/24). 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 ¾-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. DR A F T - F I N A L City of Corona Transit Service Page 3 of 48 FY 2021/22 – FY 2023/24 Short Range Transit Plan TABLE 1 – INDIVIDUAL ROUTE DESCRIPTIONS AND AREA SERVICED Mode Route Description Service Area/Sites 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 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. 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 Blue Line Red Line City-Wide Corona Cruiser Dial-A-Ride DR A F T - F I N A L City of Corona Transit Service Page 4 of 48 FY 2021/22 – FY 2023/24 Short Range Transit Plan DR A F T - F I N A L City of Corona Transit Service Page 5 of 48 FY 2021/22 – FY 2023/24 Short Range Transit Plan DR A F T - F I N A L City of Corona Transit Service Page 6 of 48 FY 2021/22 – FY 2023/24 Short Range Transit Plan 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 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% Hispanic 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% Demographic Source: U.S. Census Bureau, 2014-2018 American Community Survey 5-Year Estimate DR A F T - F I N A L City of Corona Transit Service Page 7 of 48 FY 2021/22 – FY 2023/24 Short Range Transit Plan The table below lists passenger characteristics for Dial-A-Ride and Cruiser service. Passenger characteristic estimates are based on data compiled over the first nine months of FY 2020/21. Passenger Characteristics 1.3 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. 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 40.5%61.6% 22.4%2.4% 32.3%34.4% 2.2%0.1% 2.3%0.1% 0.2%1.3% Personal Care Attendants Metrolink Transfers Children General Public Students Seniors/Persons with Disabilities RTA Transfers Metrolink Transfers Children Seniors Persons with Disabiities ADA Certified Corona CruiserDial-A-Ride DR A F T - F I N A L City of Corona Transit Service Page 8 of 48 FY 2021/22 – FY 2023/24 Short Range Transit Plan 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. 1.4 OPERATING DATA FOR CORONA TRANSIT SERVICES The table below reflects operating data estimates for FY 2020/21 using data from July 2020 through March 2021: Performance Indicator DAR Cruiser Total Operating Expense 940,500$ 1,382,200$ 2,322,700$ Fare Revenue*39,000$ 1,300$ 40,300$ Passenger Trips 13,270 69,640 82,910 Vehicle Revenue Hours (VRH)6,490 14,500 20,990 Vehicle Revenue Miles (VRM)7,660 16,040 23,700 Operating Cost per VRH 145$ 95$ 111$ *Not charging fares effective April 27, 2020 due to COVID-19. DR A F T - F I N A L City of Corona Transit Service Page 9 of 48 FY 2021/22 – FY 2023/24 Short Range Transit Plan Using passenger trips from the first nine months of FY 2020/21 as a basis for estimating fiscal year-end totals, system wide passenger trips are expected to decrease by 41 percent to 82,910 total passenger trips compared to 140,175 passenger trips in FY 2019/20. CCTS had anticipated this decrease in ridership during FY 2020/21 due to COVID-19 negatively impacting public transit systems. Even with reduced riders resulting from 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. In addition, as a result of having to maintain six feet social distancing on the buses, increased revenue hours are being operated to transport fewer passengers, thereby decreasing the average passenger per revenue hour. While CCTS had collected no fares on board the buses, during FY 20/21, a small amount of fare revenues were generated from Inland Regional Center purchasing monthly Dial-a-Ride tickets and Cruiser passes. 1.5 CURRENT FARE STRUCTURE Effective April 27, 2020, CCTS had 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. Starting July 1, 2022, CCTS expects to reinstate the fare structure as shown on the following page. Fare Structure 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 Fare Type DR A F T - F I N A L City of Corona Transit Service Page 10 of 48 FY 2021/22 – FY 2023/24 Short Range Transit Plan 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 will continue to use 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 corresponding pass (such verification can include verifying an ID, for proof of age, condition of disability, or student status). CCTS’ future plan for selling, collecting and validating fare-media expands to include digital forms of fare-media; this module is part of the Intelligent Transportation System project. An advanced fare payment system (or any form of digital fare media) should reduce or minimize the processes and activities that CCTS currently employs. Potential options CCTS staff will explore, include digital fareboxes, smart card system and/or mobile ticketing applications. 1.6 REVENUE FLEET The CCTS active fleet consists of 20 transit buses; See Table 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. DR A F T - F I N A L Table 1.1 - Fleet Inventory FY 2021/22 Short Range Transit Plan City of Corona Bus (Motorbus) / Purchased Transportation Lift and Ramp Equipped Vehicle Length Year Built Mfg. Code Seating Capacity Model Code Fuel Type Code Life to Date Vehicle Miles Prior Year End FY 2019/20 Life to Date Vehicle Miles through March FY 2020/21 Average Lifetime Miles Per Active Vehicle As Of Year-To-Date (e.g., March) FY 2020/21 # of Active Vehicles FY 2020/ 21 # of Contingency Vehicles FY 2020/21 2015 EDN 30 EZ RiderII 7 32 CN 7 0 783,859 915,295 130,756 7 0 7 Totals: 30 783,859 915,295 130,756 4/22/2021 TransTrack Manager™Page 1 of 1DR A F T - F I N A L Table 1.1 - Fleet Inventory FY 2021/22 Short Range Transit Plan City of Corona Demand Response / Purchased Transportation Lift and Ramp Equipped Vehicle Length Year Built Mfg. Code Seating Capacity Model Code Fuel Type Code Life to Date Vehicle Miles Prior Year End FY 2019/20 Life to Date Vehicle Miles through March FY 2020/21 Average Lifetime Miles Per Active Vehicle As Of Year-To-Date (e.g., March) FY 2020/21 # of Active Vehicles FY 2020/ 21 # of Contingency Vehicles FY 2020/21 2017 18 E-450 11 25 CN 11 0 394,970 478,682 43,516 2012 EDN 20 AEROTECH 2 26 CN 2 0 309,743 310,434 155,217 13 0 13 Totals: 38 704,713 789,116 60,701 4/22/2021 TransTrack Manager™Page 1 of 1DR A F T - F I N A L City of Corona Transit Service Page 13 of 48 FY 2021/22 – FY 2023/24 Short Range Transit Plan 1.7 EXISTING FACILITIES AND BUS STOP A MENITIES CCTS operates from City-owned facility located at 735 Public Safety Way. MV Transportation, the contractor 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 contractor at an off-site garage located at 1930 S. Rochester Ave., Suite 119, Ontario, CA 917661. 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. The Cruiser also serves the Corona Transit Center, owned and operated by the Riverside Transit Agency (RTA). The Corona Transit Center provides a safe and efficient transfer point between local and regional bus lines as well as regional commuter trains serving Los Angeles, Orange, Riverside, and San Bernardino counties. Trains are accessible via a pedestrian bridge to the adjacent North Main Corona Metrolink commuter rail station. 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. CCTS and RTA have a reciprocal agreement that allows valid pass-holders a no cost, one way transfer between Cruiser and RTA buses at bus stops served by both Cruiser and RTA routes 1 and 3. 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. In addition, CCTS coordinates marketing efforts with Metrolink to promote use of both Metrolink and Corona’s transit services. 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. 1.9 REFERENCE OF PRIOR AND/OR EXISTING STUDIES AND PLANS CCTS 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 such as micro transit and/or on-demand services. In addition, the COA will include a component for the Dial-A-Ride Program. The evaluation of the DAR program will include assessment of the current program (cost/benefit & fare structure analysis) as well opportunities to expand or enhance the program to on-demand, micro-transit, including demand response program targeting low-income households. DR A F T - F I N A L City of Corona Transit Service Page 14 of 48 FY 2021/22 – FY 2023/24 Short Range Transit Plan The solicitation for the COA was released 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. As a result of the COVID-19 vaccine roll-out and reopening of schools and various centers (library, shopping centers, etc.,), CCTS is seeing a slow increase in ridership. While ridership is not expected to return to pre-covid numbers, the study is necessary for future planning of transportation service needs. Therefore, staff is expecting to release the solicitation during first quarter of FY 21/22. 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 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. 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 minimum requirement endangers the receipt of state funding. The farebox recovery ratio is a mandatory performance indicator. However, during fiscal year (FY) 2020/21 due to COVID-19, AB 90 Transportation Bill provided reprieve from having to meet this requirement. Table 2, Service Provider Performance Targets Report, appearing on the following page shows in detail on FY 2020/21 performance targets and actual performance by indicator. Through the third quarter of this fiscal year (July 2020-March 2021), CCTS lags behind the mandatory farebox recovery ratio as the City had made the decision to not charge passenger fares during FY 2020/21 in order to maintain social distancing due to COVID-19 pandemic. Therefore, CCTS has recorded a farebox recovery of 2.04 percent for July 2020-March 2021. Under normal circumstance, 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 farebox recovery 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. As a result of AB 90 providing a welcome relief to not having to meet the farebox recovery ratio, CCTS is not expected meet this requirement at the close of the fiscal year, nor is the City expected to contribute to bridge any funding gaps to meet farebox recovery ratio. Systemwide ridership declined by over 40 percent compared to FY 19/20. COVID-19 pandemic has impacted how transit agencies operate the system. For fixed route service, CCTS continues DR A F T - F I N A L City of Corona Transit Service Page 15 of 48 FY 2021/22 – FY 2023/24 Short Range Transit Plan to maintain its pre-covid service levels in reference to the number of revenue hours/miles operated. CCTS has had to reduce its load capacity in order to maintain social distancing on board the buses. CCTS continued focusing on other areas of improvements during the pandemic which include but not limited to the following: Increased sanitization of buses and bus stop shelters and equipment. Implementation of no fare collection to reduce contact and increase social distancing. Enforcing the mandated mask policy. Provided hand sanitizer and mask on board the buses. Increased on-time performance. Increased customer satisfaction by reducing the number of complaints. Timely repairs and preventive maintenance of revenue vehicles. DR A F T - F I N A L Table 2.0 -- Service Provider Performance Targets Report FY 2020/21 Short Range Transit Plan Review City of Corona FY 2020/21 Plan FY 2020/21 Target FY 2020/21 Year to Date Through 3rd Quarter Year to Date Performance Scorecard Data Elements 131,900 Unlinked Passenger Trips 562,368 Passenger Miles 26,849.0 Total Actual Vehicle Revenue Hours 319,878.0 Total Actual Vehicle Revenue Miles 364,962.0 Total Actual Vehicle Miles $2,941,298 Total Operating Expenses $443,967 Total Passenger Fare Revenue $2,497,331 Net Operating Expenses Performance Indicators Mandatory: 1. Farebox Recovery Ratio Fails to Meet Target>= 15.00% 15.09% 2.04% Discretionary: 1. Operating Cost Per Revenue Hour Fails to Meet Target<= $89.07 $109.55 $97.52 2. Subsidy Per Passenger Fails to Meet Target>= $10.72 and <= $14.50 $18.93 $23.99 3. Subsidy Per Passenger Mile Fails to Meet Target>= $2.51 and <= $3.39 $4.44 $5.83 4. Subsidy Per Hour Fails to Meet Target>= $62.82 and <= $85.00 $93.01 $95.53 5. Subsidy Per Mile Fails to Meet Target>= $5.18 and <= $7.00 $7.81 $7.98 6. Passengers Per Revenue Hour Fails to Meet Target>= 4.98 and <= 6.74 4.91 3.98 7. Passengers Per Revenue Mile Fails to Meet Target>= 0.41 and <= 0.55 0.41 0.33 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 as City of Corona Transit Service is not charging fares during FY 2020/21 in order to maintain social distancing prompted by COVID-19 pandemic. In addition, pursuant to AB90 Transportation Bill, the farebox recovery ratio requirement for FY 20/21 has been waived. 4/28/2021 TransTrack Manager™Page 1 of 1DR A F T - F I N A L City of Corona Transit Service Page 17 of 48 FY 2021/22 – FY 2023/24 Short Range Transit Plan 2.2 SRTP PERFORMANCE REPORT Table 2.1, SRTP Performance Report, appearing on the following page lists planned performance targets set by RCTC for FY 2021/22. Table 2.1 indicates CCTS fails to meet the mandatory farebox recovery ratio. The target for farebox recovery ratio is set as follows: 10 percent for Specialized DAR and 20 percent for fixed route. Discretionary performance targets are set by TDA using 2.45 percent annual adjustment for Consumer Price Index (CPI). CCTS’ failure to meet these targets are the direct result of reduced rider estimated as a result of COVID-19. DR A F T - F I N A L FY 2021/22 - Table 2.1 -- SRTP Performance Report Service Provider: City of Corona All Routes Performance Indicators FY 2021/22 Plan Plan Performance Scorecard (a)FY 2021/22 Target FY 2020/21 3rd Quarter Year-to-Date FY 2019/20 End of Year Actual Passengers None 61,690 94,148 140,175 Passenger Miles None 253,897 394,601 596,879 Revenue Hours None 15,489.7 28,450.0 26,260.5 Total Hours None 17,673.2 32,730.0 30,544.5 Revenue Miles None 185,440.0 352,248.0 317,754.0 Total Miles None 208,884.0 399,649.0 362,995.0 Operating Costs None$1,510,500 $2,822,148 $2,309,462 Passenger Revenue None$30,842 $221,800 $394,412 Measure-A Revenue None LCTOP Revenue None$2,000 Operating Subsidy None$1,479,659 $2,600,348 $1,915,049 Operating Costs Per Revenue Hour Meets Target<= $99.91$97.52 $99.20 $87.94 Operating Cost Per Revenue Mile None$8.15 $8.01 $7.27 Operating Costs Per Passenger None$24.49 $29.98 $16.48 Farebox Recovery Ratio Fails to Meet Target>= 0.2 2.04% 7.93% 17.08% Subsidy Per Passenger Fails to Meet Target>= $20.39 and <= $27.59$23.99 $27.62 $13.66 Subsidy Per Passenger Mile Meets Target>= $4.96 and <= $6.70$5.83 $6.59 $3.21 Subsidy Per Revenue Hour Meets Target>= $81.20 and <= $109.86$95.53 $91.40 $72.93 Subsidy Per Revenue Mile Meets Target>= $6.78 and <= $9.18$7.98 $7.38 $6.03 Passengers Per Revenue Hour Fails to Meet Target>= 3.38 and <= 4.58 3.98 3.31 5.34 Passengers Per Revenue Mile Fails to Meet Target>= 0.28 and <= 0.38 0.33 0.27 0.44 a) The Plan Performance Scorecard column is the result of comparing the FY 2021/22 Plan to the FY 2021/22 Primary Target. TransTrack Manager™ 4/28/2021 Page 1 of 1DR A F T - F I N A L City of Corona Transit Service Page 19 of 48 FY 2021/22 – FY 2023/24 Short Range Transit Plan 2.3 SERVICE SUMMARY CCTS had anticipated a decline in ridership during FY 2020/21 due to COVID-19 pandemic negatively impacting passenger trips for both the Corona Cruiser and Dial-A-Ride. Ridership in FY 2020/21 is expected to decrease an estimate 41% (or ~57k riders) compared to FY 2019-20. See Table 2.2 for year-to-year performance data. While it may take few years to recover ridership lost to COVID-19, CCTS staff is optimistic that FY 21/22 may see a slight increase in ridership based on FY 20/21 3rd quarter numbers as well as California Governor Gavin Newson’s plan to reopen California and improvement in the current pandemic situation due availability of COVID- 19 vaccine. Using FY 2020/21 third quarter ridership numbers and seeing a gradual increase in ridership, CCTS is cautiously projecting a fourteen (14) percent increase in ridership. Corona Cruiser CCTS operates the Cruiser along two fixed routes – the Blue Line and Red Line. Corona Cruiser totaled 100,186 passenger trips in FY 2019/20. Using the number of passenger trips recorded during the first nine months of FY 2020/21 as a basis for estimating year-end totals, passenger trips on the Corona Cruiser are projected to decline by 30 percent, or estimated 31,000 trips, compared to the previous fiscal year for a total of approximately 70, 000 trips. Ridership during FY 2020/21 was expected to decrease as a result of COVID-19 impact on public transit. Transit agencies across the nation saw a significant decline in transit ridership. See graphs below and on the following page of passenger trends by route. * FY 2020/21 year-end estimate is based on data collected from July 2020-March 2021. ** FY 2021/22 projections are based on a 5 percent increase over estimated FY 2020/21 year-end totals. Passenger trips on both the Blue Line and the Red Line are expected to decrease by 30 percent or 31,000 trips 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. - 20,000 40,000 60,000 80,000 100,000 120,000 140,000 FY 17/18 FY 18/19 FY 19/20 FY 20/21*FY 21/22** Pa s s e n g e r T r i p s Corona Cruiser Passenger Trips DR A F T - F I N A L City of Corona Transit Service Page 20 of 48 FY 2021/22 – FY 2023/24 Short Range Transit Plan * FY 2020/21 year-end estimate is based on data collected from July 2020-March 2021. ** FY 2021/22 projections are based on a 5 percent increase over estimated FY 2020/21 year-end totals. Dial-A-Ride Dial-A-Ride provided 39,989 passenger trips in FY 2019/20. Using data collected from the first nine months of FY 2020/21 as a basis for estimating year-end totals, passenger trips may decrease by 67 percent, or 27,000 trips, as compared to FY 2019/20. The decrease in FY 2020/21 passenger trips is directly attributed to the 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 when the pandemic hit. COVID-19 greatly impacted DAR ridership as majority of the riders vulnerable to COVID-19 are seniors & persons with disabilities. See graph on the following page. * FY 2020/21 year-end estimate is based on data collected from July 2020-March 2021. 10,000 20,000 30,000 40,000 50,000 60,000 70,000 80,000 90,000 FY 17/18 FY 18/19 FY 19/20 FY 20/21*FY 21/22** Pa s s e n g e r T r i p s Corona Cruiser Passenger Trips by Route Blue Line Red Line 10,000 20,000 30,000 40,000 50,000 60,000 70,000 80,000 90,000 FY 17/18 FY 18/19 FY 19/20 FY 20/21*FY 21/22** Pa s s e n g e r T r i p s DAR Passenger Trips DR A F T - F I N A L City of Corona Transit Service Page 21 of 48 FY 2021/22 – FY 2023/24 Short Range Transit Plan ** FY 2021/22 projections are based on a slight increase over estimated FY 2020/21 year-end totals. 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. *FY 2020/21 performance is measured based on estimates covering the period July 2020 through March 2021. **FY 2021/22 performance is measured based on FY 2020/21 with a slight increase in ridership. Mode Productivity Measure FY 16/17 FY 17/18 FY 18/19 FY 19/20 FY 20/21* FY 21/22** Passengers per revenue hour 9.06 8.93 8.18 6.88 4.80 5.10 Passengers per revenue mile 0.77 0.75 0.69 0.58 0.41 0.43 Passengers per revenue hour 3.92 3.79 3.59 3.42 2.05 1.49 Passengers per revenue mile 0.30 0.30 0.30 0.27 0.16 0.11 Corona Cruiser Dial-A-Ride Performance Measure FY 2016/17 FY 2017/18 FY 2018/19 FY 2019/20 FY 2020/21 3rd Qtr Actual* FY 2021/22 Planned System-wide Passenger Trips 198,049 188,061 170,946 140,175 61,690 94,148 Cost per Service Hour $70.07 $77.24 $85.48 $86.22 $97.52 $99.20 *All expenses (including operations contract cost and fuel) upto quarter ending March 2021 have been posted DR A F T - F I N A L Table 2.2 -- City of Corona -- SRTP Service Summary FY 2021/22 Short Range Transit Plan All Routes FY 2018/19 Audited FY 2019/20 Audited FY 2020/21 Plan FY 2020/21 3rd Qtr Actual FY 2021/22 Plan Fleet Characteristics Peak-Hour Fleet 14 3 14 3 3 Financial Data Total Operating Expenses $2,822,148 $1,510,500 $2,941,298 $2,309,462 $2,489,197 Total Passenger Fare Revenue $223,800 $30,842 $443,967 $394,412 $437,174 Net Operating Expenses (Subsidies)$2,600,348 $1,479,659 $2,497,331 $1,915,049 $2,052,023 Operating Characteristics Unlinked Passenger Trips 94,148 61,690 131,900 140,175 170,946 Passenger Miles 394,601 253,897 562,368 596,879 732,023 Total Actual Vehicle Revenue Hours (a) 28,450.0 15,489.7 26,849.0 26,260.5 29,118.8 Total Actual Vehicle Revenue Miles (b) 352,248.0 185,440.0 319,878.0 317,754.0 347,239.0 Total Actual Vehicle Miles 399,649.0 208,884.0 364,962.0 362,995.0 399,249.0 Performance Characteristics Operating Cost per Revenue Hour $99.20 $97.52 $109.55 $87.94 $85.48 Farebox Recovery Ratio 7.93% 2.04% 15.09% 17.08% 17.56% Subsidy per Passenger $27.62 $23.99 $18.93 $13.66 $12.00 Subsidy per Passenger Mile $6.59 $5.83 $4.44 $3.21 $2.80 Subsidy per Revenue Hour (a)$91.40 $95.53 $93.01 $72.93 $70.47 Subsidy per Revenue Mile (b)$7.38 $7.98 $7.81 $6.03 $5.91 Passenger per Revenue Hour (a) 3.3 4.0 4.9 5.3 5.9 Passenger per Revenue Mile (b) 0.27 0.33 0.41 0.44 0.49 (a) Train Hours for Rail Modes. (b) Car Miles for Rail Modes. TransTrack Manager™ 4/28/2021 Page 1 of 1DR A F T - F I N A L City of Corona Transit Service Page 23 of 48 FY 2021/22 – FY 2023/24 Short Range Transit Plan 2.4 SERVICE PERFORMANCE Table 2.3 on the following two pages lists various detailed performance metrics by service and route for planned FY 2021/22. See above sections regarding route-by-route breakdown of these services. DR A F T - F I N A L Table 2.3 - SRTP Route Statistics City of Corona -- 3 Data Elements Route # Day Type Peak Vehicles Passengers Passenger Miles Revenue Hours Total Hours Revenue Miles Total Miles Operating Cost Passenger Revenue Measure-A Revenue FY 2021/22 LCTOP Revenue All Routes COR-BLUE All Days 39,134 154,580 3 78,876 83,268 $747,692 $60,234 7,768 $1,000 7,110 COR-DAR All Days 21,032 105,791 9 183,425 216,203 $1,314,159 $100,300 16,631 14,110 COR-RED All Days 33,982 134,230 2 89,947 100,178 $760,297 $61,266 8,331 $1,000 7,230 94,148 394,601 14 352,248 399,649 $2,822,148 $221,800 32,730 $2,000 28,450 TransTrack Manager™ 4/28/2021 Page 1 of 2DR A F T - F I N A L Table 2.3 - SRTP Route Statistics City of Corona -- 3 Performance Indicators Route # Day Type Net Subsidy Operating Cost Per Revenue Mile Operating Cost Per Revenue Mile Cost Per Passenger Farebox Recovery Ratio Subsidy Per Passenger Subsidy Per Passenger Mile Subsidy Per Revenue Hour Subsidy Per Revenue Mile Passengers Per Hour FY 2021/22 Passengers Per Mile All Routes COR-BLUE All Days $105.16 $9.48 $687,458 $17.57 $4.45 $96.69 $8.72 5.50 8.18% 0.50 $19.11 COR-DAR All Days $93.14 $7.16 $1,213,859 $57.71 $11.47 $86.03 $6.62 1.49 7.63% 0.11 $62.48 COR-RED All Days $105.16 $8.45 $699,031 $20.57 $5.21 $96.68 $7.77 4.70 8.18% 0.38 $22.37 $99.20 $8.01 $2,600,348 $27.62 $6.59 $91.40 $7.38 3.31 7.93% 0.27 $29.98 TransTrack Manager™ 4/28/2021 Page 2 of 2DR A F T - F I N A L City of Corona Transit Service Page 26 of 48 FY 2021/22 – FY 2023/24 Short Range Transit Plan 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 T RIP 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 Minor service change was implemented during FY 2020/21. Effective February 1, 2021, the Red Line Eastbound PM Tripper was eliminated due diminished ridership. Although, ridership DR A F T - F I N A L City of Corona Transit Service Page 27 of 48 FY 2021/22 – FY 2023/24 Short Range Transit Plan decreased due to COVID-19, CCTS continued to operate its service at pre-covid level. CCTS did not deem it necessary to reduce the fixed route service as it is already being operated on 60- minute frequency. Eliminating runs and/or increasing frequency will only hinder the service. Therefore, much of the effort has been towards improving the current service. 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 ten 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 • Increased service to low-income, disadvantaged communities • Micro and/or on-demand 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. DR A F T - F I N A L City of Corona Transit Service Page 28 of 48 FY 2021/22 – FY 2023/24 Short Range Transit Plan 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. • Poetry and Art on the Bus Program – in cooperation with Centennial High and Corona High, CCTS continues to conduct poetry and art contest inviting students to submit original poetry and artwork to be displayed on the interior of Cruiser buses. Selected poems and artwork are rotated each month. The program works as an outreach effort and marketing campaign at high schools while providing a creative outlet for students. Cruiser patrons are rewarded with expressive, introspective, and entertaining poems to read and artwork to ponder during their time on the bus. This program was canceled during FY 2020/21 due to COVID-19, however the program is expected to continue during FY 21/22 making this program in its twelfth year. • Free Fare Program – Implement a free fare program which will include the following programs: special free fare days, such as Bike to Work Day, Dump the Pump Day, Day after Thanksgiving, days for targeted passengers such as seniors, veterans, students; Fixed Route Training Program; and Summer Student Program. Offering various free fare programs allows the riders to experience the service with little to no cost to them with the intent the rider will continue to use the service. Low Carbon Transit Operations Program Funds will be utilized to offset the costs for this project. CCTS’ first free day program will be to encourage seniors and persons with disabilities to continue to use public transportation as means to commute. CCTS, similar to many other agencies lost riders due to COVID-19 pandemic; the free rides will provide an incentive to use public transit. Starting July 2021, CCTS will offer free rides every Fridays to seniors and persons with disabilities. In addition, CCTS will offer students free rides for the first week of schools reopening for the 21/22 academic year which is scheduled for August 10-13, 2021. CCTS will follow with additional free ride day for students including week before winter and spring break and last week of school then leading into the summer. • Transit User Training – Present introduction on how to use public transit to promote use of the Corona Cruiser and its connection to regional bus and rail service. • Community Service Events – CCTS and contractor staff will participate in community events to inform attendees of those events about available transportation services and how they can take advantage of these services. • Updated Schedule – A new, reliable schedule, combined the completion of constructions projects, and upgrades in passenger amenities should go a long way in gaining back passengers that may have left the system for more reliable transportation alternatives. DR A F T - F I N A L City of Corona Transit Service Page 29 of 48 FY 2021/22 – FY 2023/24 Short Range Transit Plan • Social Media – Use of social media such as Facebook, Twitter etc. to market transit services available and to update the public with ongoing changes. • Customer Satisfaction Survey – On-going solicitation of customer feedback to increase rider satisfaction as well as conduct an annual rider survey. The above strategies will assist CCTS in regaining some of the ridership lost due to COVID-19 pandemic. 3.3 PROJECTED RIDERSHIP GROWTH Decrease in ridership was expected for FY 2020/21 due to the impact of COVID-19 pandemic on public transit systems across the nation. CCTS had projected a 5 percent decrease from FY 2019/20 to 2020/21, however the actual decrease is estimated at much higher rate at over 40 percent based on June 2020-March 2021 projections. CCTS is cautiously optimistic that as the situation with COVID-19 improves, the decrease in passenger trips experienced in FY 2019/20 thorough FY 2020/21 will start to bottom-out, and slowly improve going into the following fiscal years. For FY 2021/22, CCTS is projecting an increase in ridership based on the following factors: data for 3rd quarter FY 2020/21 shows an increase in ridership; availability of COVID-19 vaccine; and reopening of California per Governor Gavin Newson. In addition, CCTS staff will utilize marketing efforts outlined in section 3.2 as an effort to increase ridership. In addition, CCTS will utilize the study mentioned in section 1.9 and ongoing surveys to assess the need for service improvements including service frequency, connectivity, span of service and on-time performance. CCTS will continue to explore options that address service attributes to attract new ridership while retaining the existing riders. See section 3.2 for detailed description of marketing efforts focusing on increasing ridership. 3.4 PROPOSED FARE STRUCTURE CHANGES CCTS, currently does not have any plans for any fare structure changes. In the past, the CCTS has always followed RTA’s example and kept in line with their fare structure. Once the Comprehensive Operations Analysis (COA) is completed, staff will use recommendations from the study for any fare changes. COA was on hold due to the impact of COVID-19 on public transit services but is expected to be released 1st quarter of FY 2021/22. 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. DR A F T - F I N A L City of Corona Transit Service Page 30 of 48 FY 2021/22 – FY 2023/24 Short Range Transit Plan • Update bus stops to improve ADA 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 CCTS 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 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 1.5 million dollars for this project and expect to release solicitation during FY 2021-22. CCTS does not expect completion of this project till 2023. 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 DR A F T - F I N A L City of Corona Transit Service Page 31 of 48 FY 2021/22 – FY 2023/24 Short Range Transit Plan 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 (CalACT/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. Replacement Buses Purchase replacement cutaway buses for Dial-A-Ride service. Replacement of two (2) 2012 buses - CCTS put into service ten Type C buses in 2012. Of the ten buses, eight were replaced with 2017 buses and two were kept as service increased. These two buses need replacing as they are showing more signs of wear and tear. These 2012 buses have exceeded their useful life of five years and 150k miles. Replacement of eleven (11) 2017 buses – CCTS put into service eleven cutaway buses in 2018. These buses have a useful life of five years or a minimum of 150k miles, whichever comes first. These buses will reach their useful life in July 2023. DR A F T - F I N A L City of Corona Transit Service Page 32 of 48 FY 2021/22 – FY 2023/24 Short Range Transit Plan TABLE 3 – CCTS FY 2021/22 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 • Replacement Buses DR A F T - F I N A L City of Corona Transit Service Page 33 of 48 FY 2021/22 – FY 2023/24 Short Range Transit Plan Chapter 4 – Financial Planning 4.1 OPERATING AND CAPITAL BUDGET FOR FY 21/22 Operating Budget To continue to provide Corona Cruiser fixed route and Dial-A-Ride service, CCTS is proposing an operating budget of $2.82 million for FY 2021/22, representing a 4.1 percent decrease ($119,150) over the current year FY 2020/21 planned 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 21 percent of the budget. • Materials, Marketing and Utilities expenses accounting for 3 percent of the budget includes printing and publications, advertising, Routematch Dispatching software, utilities, office supplies, minor office equipment, translation services and administrative/ITS support services. The 3.4 percent increase in this category is due to increased annual costs for Routematch software as well as increased cost for printing materials (Cruiser and DAR brochures, buses passes and DAR tickets). • Fuel expenses to account for 7 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 69 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 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. In addition, as a result of having to maintain social distance, CCTS is having to operate more revenue hours to decrease in bus load capacity. DR A F T - F I N A L City of Corona Transit Service Page 34 of 48 FY 2021/22 – FY 2023/24 Short Range Transit Plan Budget by Category and Mode For FY 2021/22, CCTS is proposing a funding plan that includes Local Transportation Funds (LTF), 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. Farebox recovery ratio is currently not being factored for FY 2021/22 with the expectation that AB90 Transportation Bill continue to provide the necessary waiver for this requirement. Should the Transportation Bill not provide the relief then staff will go back to Corona City Council to request the necessary funds. Capital Budget CCTS is requesting $711,330 to fund the following capital projects: gap funding for the Intelligent Transportation System and replacement of two buses that have exceeded their useful life. In addition, staff will utilize funding from prior approved SRTP projects. 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 2021/22. Category Mode FY 2020/21 SRTP FY 2021/22 Plan Variance $ % 224,010$ 267,750$ 43,740$ 19.5% 298,866$ 330,750$ 31,884$ 10.7% 522,876$ 598,500$ 75,624$ 14.5% 43,286$ 44,299$ 1,013$ 2.3% 32,391$ 33,949$ 1,558$ 4.8% 75,677$ 78,248$ 2,571$ 3.4% 75,000$ 75,000$ -$ 0.0% 110,000$ 110,000$ -$ 0.0% 185,000$ 185,000$ -$ 0.0% 1,100,632$ 927,110$ (173,522)$ -15.8% 1,057,113$ 1,033,290$ (23,823)$ -2.3% 2,157,745$ 1,960,400$ (197,345)$ -9.1% 1,442,928$ 1,314,159$ (128,769)$ -8.9% 1,498,370$ 1,507,989$ 9,619$ 0.6% 2,941,298$ 2,822,148$ (119,150)$ -4.1% Fixed Route Total Contracted Services Dial-A-Ride Fixed Route Subtotal Total Dial-A-Ride Subtotal Salaries & Benefits Dial-A-Ride Fixed Route Subtotal Materials, Marketing and Utilities Dial-A-Ride Fixed Route Subtotal Fuel Dial-A-Ride Fixed Route DR A F T - F I N A L Table 4.0 - Summary of Funding Requests - FY 2021/22 City of Corona Original Operating 5307 RS 5307 RS CARES OB 5307 RS OB 5339 RS AB 2766 FARE LTF SGR PUC99313 SGR PUC99314 SGR-OB STA PUC99313 STA PUC99314ProjectTotal Amount of Funds Comprehensive Operations Analysis Corona Cruiser Operating Assistance $1,507,989 $234,223 $657,539 $106,577 $4,000 $95,872 $399,488 $10,290 Corona Dial-A-Ride Operating Assistance $1,314,159 $236,054 $573,022 $51,946 $86,805 $347,222 $19,110 Sub-total Operating $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 Sub-total Operating $2,822,148 $470,277 $1,230,561 $158,523 $0 $4,000 $182,677 $746,710 $0 $0 $29,400 $0 $0 Capital 5307 RS 5307 RS CARES OB 5307 RS OB 5339 RS AB 2766 FARE LTF SGR PUC99313 SGR PUC99314 SGR-OB STA PUC99313 STA PUC99314ProjectTotal Amount of Funds 22-1 Intelligent Transportation System - 22-1 $405,000 $324,000 $60,433 $20,567 Bus Parking Stall Canopy Bus Stop Improvements Replacement of 2012 Buses - 22-2 $306,330 $142,146 $61,785 $98,000 $4,399 Sub-total Capital $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 Sub-total Capital $711,330 $466,146 $0 $0 $61,785 $0 $0 $0 $98,000 $4,399 $0 $60,433 $20,567 Total Operating & Capital $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 Total Operating & Capital $3,533,478 $936,423 $1,230,561 $158,523 $61,785 $4,000 $182,677 $746,710 $98,000 $4,399 $29,400 $60,433 $20,567 FY 2021/22 Projected Funding Details 5307 RS $470,277 5307 RS CARES OB $1,230,561 5307 RS OB $158,523 AB 2766 $4,000 FARE $182,677 LTF $746,710 SGR-OB $29,400 Total Estimated Operating Funding Request $2,822,148 5307 RS $466,146 5339 RS $61,785 SGR PUC99313 $98,000 SGR PUC99314 $4,399 STA PUC99313 $60,433 STA PUC99314 $20,567 Total Estimated Capital Funding Request $711,330 Total Funding Request $3,533,478 TransTrack Manager™Page 1 of 1 4/22/2021 12:13:13 ET DR A F T - F I N A L FY 2021/22 SRTP City of Corona Table 4.0 A - Capital Project Justification Original Project Number: 22-1 FTIP No: RIV190603 Project Name: 22-1 Intelligent Transportation System Category: ITS Sub-Category: Systems Fuel Type: N/A 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 to in order to capitalize the 3-5 year operating costs. Project Schedule: Start Date Completion Date July 2021 December 2023 PROJECT FUNDING SOURCES (REQUESTED): Fund Type Fiscal Year Amount 5307 RS FY 2021/22 $324,000 STA PUC99313 FY 2021/22 $60,433 STA PUC99314 FY 2021/22 $20,567 Total $405,000 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 4/22/2021 12:15:09 ET DR A F T - F I N A L FY 2021/22 SRTP City of Corona Table 4.0 A - Capital Project Justification Original Project Number: 22-2 FTIP No: Not Assigned - New Project Project Name: Replacement of 2012 Buses Category: Bus Sub-Category: Replacement Fuel Type: CNG Project Description: Purchase two (2) replacement Compressed Natural Gas (CNG) cutaway buses for Dial-a-Ride service. Project Justification: These buses were put into service in 2012. In 2018, CCTS purchased eleven new buses to replace the one purchased in 2012, however two of the buses were kept as these buses are also used for fixed route service on an as needed basis. These remaining two buses are showing signs of wear and tear and need replacing as these buses have exceed their useful life of five years. Project Schedule: Start Date Completion Date December 2021 June 2023 PROJECT FUNDING SOURCES (REQUESTED): Fund Type Fiscal Year Amount 5307 RS FY 2021/22 $142,146 5339 RS FY 2021/22 $61,785 SGR PUC99313 FY 2021/22 $98,000 SGR PUC99314 FY 2021/22 $4,399 Total $306,330 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 4/22/2021 12:15:40 ET DR A F T - F I N A L City of Corona Transit Service Page 38 of 48 FY 2021/22 – FY 2023/24 Short Range Transit Plan TABLE 4B – F AREBOX REVENUE CALCULATION (Consistent with Riverside County Transportation Commission Farebox Recovery Policy) Farebox Recovery Ratio Revenues FY 2017/18 FY 2018/19 FY 2019/20 FY 2020/21 Est* FY 2021/22 Planned* Passenger Fares $295,338 $273,458 $212,953 $40,300 $200,600 Interest Income $0 $0 $0 $0 $0 General Fund Contribution $45,600 $62,000 $76,849 $0 $0 Measure A $0 $0 $0 $0 $0 Passenger Shelter Advertising Revenue $9,929 $9,150 $6,161 $8,000 $8,000 Gain on Sale of Capital Assets $0 $0 $0 $0 $0 CNG Revenues $0 $0 $0 $0 $0 Lease / Other Revenue $0 $0 $0 $0 $0 Federal Excise Tax Refund $0 $0 $0 $0 $0 Investment Income $0 $0 $0 $0 $0 CalPers CERBT $0 $0 $0 $0 $0 Fare Revenues from Exempt Routes $0 $0 $0 $0 $0 Other Revenues*$17,167.12 $92,568 $98,447 $10,070 $15,200 Total Farebox Revenues $368,034 $437,175 $394,410 $58,370 $223,800 Total Operating Expense $2,309,337 $2,489,197 $2,309,461 $2,322,600 $2,822,148 Farebox Recovery Ratio**16% 18% 17% 3% 8% *Effective April 27, 2020, CCTS implemented a no fare policy as a result of COVID-19 impact on public transit to maintain social distancing, however these fares are expected to be reinstated July 1, 2021. CCTS is not expecting to meet its' farebox recovery ratio as a result of not collecting fares in FY 20/21. In additon, AB90 Transportation Bill provided relief from having to meet this requirement for FY 20/21. **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.DR A F T - F I N A L City of Corona Transit Service Page 39 of 48 FY 2021/22 – FY 2023/24 Short Range Transit Plan 4.2 FUNDING PLANS TO SUPPORT PLANNED OPERATING AND CAPITAL PROGRAM (FY23- FY24) Operating Program CCTS is proposing the following funding plan to support FY 2022/23 and FY 2023/24: FY 2022/23 funding plan includes Local Transportation Funds (LTF), FTA Section 5307 funds, FTA Section 5307 CARES Act funds, State of Good Repair and revenues generated by passenger fares, AB2766 funds, bus shelter advertising and general funds to close funding gap in order to meet the farebox recovery ratio, and other local funds. FY 2022/23 & FY 2023/24 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, and 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 effective July 1, 2021. Capital Program Capital program funds supporting FY 2022/23 and FY2023/24 will include FTA sections 5307 & 5339, State Transit Assistance (STA) and State of Good Repair for prior approved projects and current request. DR A F T - F I N A L Table 4.0 - Summary of Funding Requests - FY 2022/23 City of Corona Original Operating 5307 RS 5339 RS AB 2766 FARE GF REV LTF OTHR LCL SGR PUC99313 SGR PUC99314 SGR-OB STA PUC99313 STA PUC99314ProjectTotal Amount of Funds Corona Cruiser Operating $1,445,440 $539,200 $7,000 $120,800 $133,150 $607,000 $28,000 $10,290 Corona Dial-A-Ride Operating $1,414,470 $575,460 $140,600 $13,300 $656,000 $10,000 $19,110 Sub-total Operating $2,859,910 $1,114,660 $0 $7,000 $261,400 $146,450 $1,263,000 $38,000 $0 $0 $29,400 $0 $0 Capital 5307 RS 5339 RS AB 2766 FARE GF REV LTF OTHR LCL SGR PUC99313 SGR PUC99314 SGR-OB STA PUC99313 STA PUC99314ProjectTotal Amount of Funds 22-1 Intelligent Transportation System Replacement of 2012 Buses Replacement of 2017 Buses - 23-1 $1,735,340 $1,288,340 $99,932 $98,000 $4,399 $224,102 $20,567 Sub-total Capital $1,735,340 $1,288,340 $99,932 $0 $0 $0 $0 $0 $98,000 $4,399 $0 $224,102 $20,567 Sub-total Capital $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 Total Operating & Capital $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 Total Operating & Capital $4,595,250 $2,403,000 $99,932 $7,000 $261,400 $146,450 $1,263,000 $38,000 $98,000 $4,399 $29,400 $224,102 $20,567 FY 2022/23 Projected Funding Details 5307 RS $1,114,660 AB 2766 $7,000 FARE $261,400 GF REV $146,450 LTF $1,263,000 OTHR LCL $38,000 SGR-OB $29,400 Total Estimated Operating Funding Request $2,859,910 5307 RS $1,288,340 5339 RS $99,932 SGR PUC99313 $98,000 SGR PUC99314 $4,399 STA PUC99313 $224,102 STA PUC99314 $20,567 Total Estimated Capital Funding Request $1,735,340 Total Funding Request $4,595,250 TransTrack Manager™Page 1 of 1 4/29/2021 13:47:12 ET DR A F T - F I N A L Table 4.0 - Summary of Funding Requests - FY 2023/24 City of Corona Original Operating 5307 RS AB 2766 FARE GF REV LTF OTHR LCL SGR-OBProjectTotal Amount of Funds Corona Cruiser Operating $1,481,090 $545,670 $10,000 $127,300 $130,830 $629,000 $28,000 $10,290 Corona Dial-A-Ride Operating Assistance $1,423,140 $567,900 $147,800 $9,330 $669,000 $10,000 $19,110 Sub-total Operating $2,904,230 $1,113,570 $10,000 $275,100 $140,160 $1,298,000 $38,000 $29,400 Capital 5307 RS AB 2766 FARE GF REV LTF OTHR LCL SGR-OBProjectTotal Amount of Funds 22-1 Intelligent Transportation System Replacement of 2017 Buses Sub-total Capital $0 $0 $0 $0 $0 $0 $0 $0 No Capital Projects Total Operating & Capital $0 $0 $0 $0 $0 $0 $0 $0 No Capital Projects Total Operating & Capital $2,904,230 $1,113,570 $10,000 $275,100 $140,160 $1,298,000 $38,000 $29,400 FY 2023/24 Projected Funding Details 5307 RS $1,113,570 AB 2766 $10,000 FARE $275,100 GF REV $140,160 LTF $1,298,000 OTHR LCL $38,000 SGR-OB $29,400 Total Estimated Operating Funding Request $2,904,230 Total Funding Request $2,904,230 TransTrack Manager™Page 1 of 1 4/29/2021 13:48:17 ET DR A F T - F I N A L City of Corona Transit Service Page 42 of 48 FY 2021/22 – FY 2023/24 Short Range Transit Plan 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 ¾ of a mile corridor from each side of a fixed route. CCTS operates Dial-A-Ride service that extends beyond the ¾ 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. DR A F T - F I N A L City of Corona Transit Service Page 43 of 48 FY 2021/22 – FY 2023/24 Short Range Transit Plan Disadvantaged Business Enterprise Pursuant to Federal Regulation 49 CFR Part 26 - Disadvantaged Business Enterprise (DBE); all public agencies receiving U.S. Department of Transportation (USDOT) funds, that anticipate awarding $250,000 or more in USDOT-assisted contracts, must establish a three-year (3) overall DBE goal for potential contracting opportunities for certified Suppliers. CCTS will continue using federal section FTA 5307 funds for future projects including the use of these funds for operating and capital projects. The City submitted its’ updated DBE program and DBE triennial goal and methodology on September 17, 2020. The DBE goal & methodology is for federal Fiscal Years 2021-2023 (October 1, 2020 through September 30, 2023). FTA Civil Rights Office is in the process of reviewing the updated DBE goal and is pending concurrence. 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 City submitted its’ updated Title VI program (2021-2023) on September 17, 2020 which is pending concurrence as FTA Civil Rights Office is in the process of reviewing the updated Program. 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. DR A F T - F I N A L City of Corona Transit Service Page 44 of 48 FY 2021/22 – FY 2023/24 Short Range Transit Plan 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 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 has been shared with Corona’s Metropolitan Planning Organization (MPO), the Southern California Association of Governments (SCAG) and the California Department of Transportation. The plan was approved and adopted by City Council on April 15, 2020. The plan has also been approved by California Department of Transportation, Division of Rail & Mass Transportation. In addition, to ensure continued compliance, CCTS has started its’ implementation activities pursuant to the approved plan. 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. DR A F T - F I N A L City of Corona Transit Service Page 45 of 48 FY 2021/22 – FY 2023/24 Short Range Transit Plan TABLE 4.3 – PROGRESS IMPLEMENTING TRANSPORTATION DEVELOPMENT ACT (TDA) TRIENNIAL PERFORMANCE AUDIT RECOMMENDATIONS* 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. 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. Filed separate Transit Operators Financial Transactions Report for Dial-A-Ride and Fixed Route for FY 2019-20 reporting period. Continue process of implementing ADA subscription services on Dial-A-Ride 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. 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. Include additional locally generated revenue in the farebox recovery. 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. DR A F T - F I N A L City of Corona Transit Service Page 46 of 48 FY 2021/22 – FY 2023/24 Short Range Transit Plan Federal Transit Administration Triennial Review A Federal Transit Administration (FTA) Triennial Review for the period of 2017-2020 was completed April 2020. While the final report is still pending, the City was advised during the entrance conference that no deficiencies were found. Therefore, the City was able to successfully comply with all areas covered in the review process. 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 2020 was October 30, 2020. CCTS staff provided responses and clarification to NTD reviewers following the initial review. The 2020 annual NTD report is pending closeout. 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. 4.4 OPEN PROJECTS CCTS has twelve (12) prior SRTP approved projects open. The table on the following page reflects these open projects. See Section 3.5 regarding detailed information about each of the projects listed. DR A F T - F I N A L City of Corona Transit Service Page 47 of 48 FY 2021/22 – FY 2023/24 Short Range Transit Plan Project Name SRTP Project # Project Element Funding Category Project Timeline Original Project Award Project Balance 15-03 1 2 Dec-23 300,000$ 70,281$ 19-02 1 2 Dec-23 950,000$ 950,000$ 1,020,281$ 17-2 4 1 on going 600,000$ 515,736$ 21-2 4 1 on going 50,646$ 50,646$ 566,382$ 19-01 3 2 Dec-23 500,000$ 500,000$ 20-1 3 2 Dec-23 50,000$ 50,000$ 21-3 3 2 Dec-23 345,000$ 345,000$ 895,000$ 19-03 1 1 Dec-21 48,039$ 48,039$ 20-3 1 1 Dec-21 48,198$ 48,198$ 96,237$ 20-2 3 1 Dec-22 135,000$ 135,000$ 135,000$ 21-1 4 1 Jun-23 100,000$ 100,000$ 100,000$ 19-4 3 1 Dec-22 10,000$ 3,519$ 3,519$ 2,816,419$ Route Development Buses Bus Stop Improvements Intellegent Transportation System (ITS) ADA Accesible Van Amount Available for Support Equipment: TOTAL AMOUNT AVAILABLE FROM ALL PROJECTS: Support Equipment & Software Bus Parking Canopy Digital Land Mobile Radio (DLMR) Amount Available for Bus Stop Improvements: Amount Available for Route Development Buses: Amount Available for ITS: Amount Available for ADA Accessible Van: Amount Available for DLMR: Amount Available for Bus Parking Canopy: DR A F T - F I N A L 1 | P a g e FY 2021/22‐FY 2023/24 SHORT RANGE TRANSIT PLAN City of Riverside, PRCSD – Special Transportation Division FINAL ATTACHMENT 4 2 | P a g e 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 ......................................................................................................................................... 5 SECTION 1.7 – EXISTING TRANSIT FACILITY ..................................................................................................................... 8 SECTION 1.8 – EXISTING COORDINATION BETWEEN TRANSIT AGENCIES ...................................................................... 8 SECTION 1.9 – REFERENCE LIST OF PRIOR EXISTING STUDIES & PLANS ........................................................................ 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 ................................................................................................ 18 SECTION 2.6 – MAJOR TRIP GENERATORS ....................................................................................................................... 18 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 ...................................... 25 SECTION 4.3 – REGULATORY AND COMPLIANCE REQUIREMENTS ................................................................................. 28 SECTION 4.4 – OPEN PROJECTS........................................................................................................................................ 31 3 | P a g e I. SYSTEM OVERVIEW 1.1 Service Area Riverside Connect, formerly “Special Transportation” 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 4 | P a g e 1.2 Population Profile The American Community Survey (ACS) is a demographics survey program conducted by the U.S. Census Bureau. The ACS is designed to provide communities with reliable and timely demographic, social, economic, and housing data every year. Conducted annually, the ACS serves as an interim source of up‐to‐date demographic data through the decade, until the next Census is conducted. According to the 2019 ACS, 5-year estimates published by the U.S. Census Bureau, the City of Riverside’s estimated population is 331,360 residents. The senior population within the City of Riverside (those 65 years of age and over) accounts for approximately 10.7% of the total population, while individuals with a disability under the age of 65 accounts for approximately 7.7%. 1.3 Paratransit Services Owned and operated by the City of Riverside, Riverside Connect is an origin‐to‐destination shared ride service available to senior citizens (60 years of age and older) and persons with disabilities. Documentation from a physician is required for individuals with a disability. Despite the pandemic, Riverside Connect continues to operate 362 days per year, only suspending service on Thanksgiving Day, Christmas Day and New Year’s Day. Hours of operation are 8:00 a.m. – 5:30 p.m. Monday through Friday and 9:00 a.m. – 4:00 p.m. on weekends and holidays. To schedule a ride, passengers must call Riverside Connects’ 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 age 60 and over and the Disabled Community Within the City limits of Riverside 5 | P a g e 1.4 Description of Ridership Ridership data is listed in the tables below. Fiscal Year (FY) 2020/21 data reflects ridership through March 2021. In both fiscal years, the average passenger age was 65. FY 2019/20 Total Passengers 97,080 Revenue Hours 31,454 Revenue Miles 423,571 FY 2020/21 Total Passengers 17,750 Revenue Hours 9,409 Revenue Miles 122,696 1.5 Fare Structure Riverside Connect currently has two fare types – general and medical. The cost of a one-way general fare is $3.00 while the cost of a one-way medical trip is $2.00. M edical trips are for doctor appointments, physical therapy, pharmacy visits, etc. Medical f ares are discoun ted to ensure that the general fare is not a barrier to wellness for passengers who are on a fixed income. Other than the free round- trip rides offered to passengers going to vaccination appointments, there were no fare changes in FY 2020/21. Riverside Connect passengers may pay in cash at the time of boarding or with a pre‐purchased ticket. General and Medical t ickets and ticket booklets can be purchased in advance at the Riverside Connect Offices located at 8095 Lincoln Ave, Riverside. Passengers may buy both General and Medical fare tickets and booklets to use as needed. There is currently no limit of tickets/booklets that a passenger may purchase. In FY 2021/22 Riverside Connect will launch the electronic fare collection system which will give passengers the ability to pay their fares online or through a mobile application on their smartphone. 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 6 | P a g e 1.6 Revenue Fleet In FY 2020/21, Riverside Connects’ active revenue fleet included twenty-seven 16-passenger paratransit cutaway buses which run on compressed natural gas (CNG) and one 9-passenger wheelchair-equipped Ford Transit Van. The three new cutaway buses which were procured in FY 2019/20 to replace vehicles that had met their useful life were not put into service in FY 2020/21. Additionally, four older cutaways were not utilized in FY 2020/21 due to the reduced ridership levels resulting from the pandemic. Riverside Connects’ two transit vans were scheduled to be put into service in Fiscal Year 2020/21 to test the feasibility of operating a smaller profile vehicle to navigate in and around t he more compact areas within the City; however, due to the impact that the COVID-19 pandemic had on ridership, only one of the vans was utilized. Riverside Connect also operates a Braun van which is equipped to hold six passengers and one wheelchair and a hybrid Honda Civic which are used by administrative staff to supervise routes and respond to accidents. The Braun paratransit van is equipped to hold six passengers and one wheelchair. These vehicles are not assigned to routes but are used as backup for special services. Subject to funding availability, vehicles are replaced after meeting the Federal Transit Administration (FTA) useful life of 10-years. Riverside Connect established Useful Life Benchmarks (ULB) in line with the FTA’s recommendations which are outlined in the Transit Asset Management Performance Measure Targets. For cutaway buses, Riverside Connects’ target is for less than 20% of cutaways to exceed their useful life. Currently, only four cutaways exceed the ULB – three of which are scheduled to be replaced in FY 2021/22. See Table 1.1 – Fleet Inventory 7 | P a g e 8 | P a g e 1.7 Existing Facility The Riverside Connect Office is located at 8095 Lincoln Avenue within the City of Riverside Corporation Yard. The administrative building consists of administrative offices, a dispatch area, restrooms, and a break room. Riverside Connects’ 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. 1.8 Existing Coordination Between Transit Agencies Under a Memorandum of Understanding (MOU), the City of Riverside currently operates Riverside Connect to provide paratransit services within the City limits of Riverside on behalf of the Riverside Transit Agency (RTA). The MOU was amended in 2012 to restate the City’s and RTA’s obligations under the original MOU and to further facilitate and ensure service compliance under the Americans with Disabilities (“ADA”). Under the amended terms, the City and RTA continue the commitment to cooperate and coordinate the provision of services within the shared service area. 1.9 Reference List of Prior or Existing Studies and Plans In April 2021, the California Department of Transportation (Caltrans) Division of Rail and Mass Transportation (DRMT) certified the City of Riverside’s Agency Safety Plan in compliance with the minimum requirements of 49 CFR Part 673 for small providers. Riverside Connects’ Title VI Plan is currently in the process of being updated and scheduled to be reviewed by Council in July 2021. 9 | P a g e II. EXISTING SERVICES AND ROUTE PERFORMANCE 2.1 Key Performance Indicators (KPI’s) To ensure that Riverside Connect is providing superior customer service, staff considers several performance indicators. Targets are evaluated and reported monthly to RTA. In FY 2021/22, Riverside Connect will finalize the TransTrack upgrade project which will provide staff with analytics that will be useful in setting additional performance measures such as staff attendance, safety incidents, and vehicle maintenance. Data for FY 2019/20 KPI’s through March 2021 is listed in the table below. Internal KPI’s Target Actual FY 2019/20 Actual FY 2020/21 On-time performance 100% 96.75% 99.14% Call abandonment rate 0% 4.76% 5.4% Average phone hold time 1:00 1:16 1:12 Riverside Connect is also required to meet other performance targets such as the 10% Farebox Recovery Ratio as mandated in the Transportation Development Act (TDA). In FY 2019/20, Riverside Connects’ farebox ratio was 9.23%; however, the passage of Assembly Bill 90 in June 2020 did not assess a penalty for not being able to meet the required minimum farebox recovery rate due to the impacts of the COVID- 19 pandemic. See Table 2.0 Service Provider Performance Targets Report 10 | P a g e 11 | P a g e 2.2 SRTP Performance Report The impact that the COVID-19 pandemic had on the Riverside Connect operation is evident when comparing previous year’s performance indicators such as passengers, passenger miles, etc. Staff projects a slow, but steady increase in e ach category in FY 2021/22 as the City reopens establishments and returns to a sense of normalcy. See Table 2.1 – SRTP Performance Report 12 | P a g e 13 | P a g e 2.3 SRTP Service Summary Riverside Connect collects and evaluates the historical data of several metrics to evaluate the overall service performance. Since FY 2017/18, there has been a decline in 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. The COVID-19 pandemic has resulted in further decline in these operating characteristics. 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 decreased. Ridership for FY 2021/22 is projected to increase 5%. This es timate is based on the increase seen since the introduction of the COVID -19 vaccine. See Table 2.2 – SRTP Service Summary 14 | P a g e 15 | P a g e 2.4 Service Performance Riverside Connect provided 81,840 one-way trips for a total of 475,855 service miles in FY 2019/20. Comparatively, 16,131 one-way trips and a total of 142,934 service miles have been provided as of March 31, 2021. The drastic decline in ridership is in line with other public transit providers nationwide. Riverside Connect, soon to be “Riverside Connect,” plans to unveil the previously scheduled rebranding campaign in FY 2021/22 to promote the service and increase ridership. See Table 2.3 – SRTP Route Statistics 16 | P a g e 17 | P a g e 18 | P a g e 2.5 Productivity Improvement Efforts Riverside Connect staff strives to operate an efficient service and continues to look for new ways to decrease costs while maintaining high productivity. Different staffing scenarios are considered to maximize route efficiency while meeting customer demands. The Field Operations Supervisor is responsible for analyzing the route efficiencies of each driver and meets with them to provide constructive feedback to improve how each driver conducts his/her assigned reservations for that day. 2.6 Major Trip Generators The major trip generators for Riverside Connects’ service has drastically changed since the COVID-19 pandemic. Previously, the majority of rides were to and from workshops for the developmentally disabled, senior centers, and the Friendly Stars program. However, due to the State’s stay at home orders and urge to limit travel for only essential services, many workshops and senior centers closed, and residents refrained from commuting. As a result, the highest trip generators in FY 2020/21 were to grocery stores and medical-related facilities. As access to the COVID-19 vaccine becomes more readily available, Riverside Connect anticipates that senior centers, workshops, and other programs will reopen, and ridership will slowly begin to increase. 2.7 Recent Service Changes Riverside Connects’ 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 vulne rable residents could take advantage of special shopping hours for seniors offered by many local grocers. To assist with vaccination efforts, Riverside Connect is providing free rides to and from vaccination sites within the City limits. 19 | P a g e 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 2021/22, staff will continue to market Riverside Connect. Along with the City’s marketing team, staff developed a new brand identity that will give a modern and refreshed look to the fleet of minibuses. This rebranding effort also includes a change in the name of our service which more accurately captures what we provide for the senior and disabled residents of Riverside. The new name, “Riverside Connect” was set to launch in the summer of 2020; however, due to the pandemic, this was postponed and is now scheduled to launch in the summer of 2021. New full-color brochures and flyers have been developed and will be 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 an d is mailed to over 55,000 residents and is also available online at the City’s main website. As services are restored, Riverside Connect hopes to continue marketing efforts by attending special events such as the Senior Day, wellness fairs, grand openings, and other events geared towards the senior and disabled community. Staff will also continue to participate in resident meetings at senior living facilities and various ADA workshops throughout Riverside. Lastly, staff secured a domain name, launching a new website for Riverside Connect which will provide the public with up-to-date information about our services. 3.3 Projected Ridership Growth Prior to COVID-19, Riverside Connect 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 85% decline in ridership as a result of the pandemic, future projections are difficult to gauge; however, the expectation industrywide is that ridership will steadily increase to normal service levels as California and Riverside County Public Health regulations lift stay-at-home orders. Recent availability of the vaccine has resulted in a slight increase in ridership. 20 | P a g e 3.4 Proposed Fare Structure Changes Riverside Connect staff plans to explore the possibility of increasing the fare to match the Riverside Transit Agency (RTA) fare structure which would currently be a $0.50 increase. A formal analysis will be conducted as part of the Comprehensive Operational Analysis (COA) in FY 2021/22. There are currently no plans to change the current medical fare of $2.00; however, this will also be reviewed during the COA. 3.5 Capital Improvement Planning The development of a formal 5 -year Capital Improvement Plan will be included in the upcoming CO A; however, Riverside Connect plans to focus FY 2021/22 capital improvement efforts on closing out projects that were programmed in previous years. This includes the projects that were planned for FY 2020/21. The first is a replacement of three (3) existing vehicles that have exceeded the useful life of 10- years. The second project is the renovation of the dispatch office area which will provide space for the newly filled Lead Dispatch position. Lastly, Riverside Connect 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 21 | P a g e Table 3 ‐ HIGHLIGHTS OF 2021/22 SHORT RANGE TRANSIT PLAN ● Electronic Fare Collection/Online Reservations – In an effort to provide better service to our senior and ADA riders, Riverside Connect 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 TDA Triennial Performance Audit, Special Transit will hire a consultant to assist in the strategic planning process. ● Bus Replacement – Riverside Connect 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. 22 | P a g e IV. FINANCIAL PLANNING 4.1 Operating and Capital Budget Narrative In 2020, the United States Senate passed the Coronavirus Aid, Relief and Economic Security Act (CARES Act) which provided funds to eligible Federal recipients to support public transportation operations. The City of Riverside was awarded $6.6 million to cover all operating expenses from January 20, 2020 through June 30, 2021. The City will have approximately $500,000 in CARES Act funds that will carry over into FY 2021/22. The funds will be exclusively used for the cost s associated with Administrative Leave provided to Riverside Connect drivers to avoid having to furlough any staff. Local Transportation Funds (LTF) will fund the rest of the Operating Budget. In FY 2021/22, the 20% match requirement for preventative maintenance expenses will be covered by Transportation Development Credits. The remaining 80% will be funded through a combination of State Transit Assistance (STA), State of Good Repair (SGR), and Federal section 5307 and 5339 funds. There are no planned capital projects for FY 2021/22, as the City plans to focus this fiscal year on closing out previous projects that have been delayed due to the COVID-19 pandemic. See Table 4.0 – Summary of Funding Requests – FY 2021/22 23 | P a g e 24 | P a g e Table 4B Fare Revenue Calculation (consistent with RCTC Commission Farebox Recovery Policy 03/12/2008) # Revenue Sources included in Farebox Calculation Actuals from FY2019/20 Audit FY2020/21 Estimated FY2021/22 Plan 1 Passenger fares 309,027 60,012 63,013 2 Interest revenue 68,502 35,000 35,000 3 Damage claim recoveries 2,470 2,500 2,500 4 5 6 7 8 9 10 11 12 13 14 15 Total Revenue (1-15) $379,999 $97,512 $100,513 Total Operating Expense $4,119,034 $3,820,900 $5,237,609 Farebox Recovery Ratio 9.23% 2.55% 1.92% 25 | P a g e 4.2 Funding Plans to Support Proposed Operating and Capital Program Riverside Connect is committed to keeping our staff employed with the CARES Act grant award. As such, in accordance with the City’s COVID-19 essential employee policy, only one part-time driver was furloughed in March 2020. Funding levels for FY 2021/22 through FY 2023/24 are projected based on a fully staffed operation. There are currently are nine (9) vacant driver positions and two (2) vacant dispatcher/schedulers positions budgeted. Based on current ridership, there are no plans to fill the vacancies; however, actual ridership levels in FY 2021/22 will determine the need for those positions in future budget years. See Table 4.1 & Table 4.2 – Summary of Funding Requests – FY 2022/23 & FY 2023/24 26 | P a g e 27 | P a g e 28 | P a g e 4.3 Regulatory and Compliance Requirements Riverside Connect strives to remain compliant with all local, state, and federal regulations. Staff 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, Riverside Connect underwent its most recent TDA Triennial Performance Audit. 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 29 | P a g e 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. STS has been tasked with serving the mobility needs of seniors, ADA-certified persons, and persons with disabilities in the 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 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. 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 “Riverside Connect” is not particularly appealing 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. Approximately 75% of the fleet has been fully wrapped with the new program name and logo. Additionally, new brochures and marketing materials with the new name, “Riverside Connect” have been developed and will be distributed simultaneously with the launch of the repainted buses. In Progress 30 | P a g e 2. Conduct a strategic planning process. The annual Short-Range Transit Plan (SRTP) 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. 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-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. The development of a Scope of Work for consulting services is underway and estimated to be completed by December 2021. In Progress 31 | P a g e 4.4 Open Projects As discussed in Section 3.5, Riverside Connect staff is focused on closing out the open projects programmed in previous fiscal years. The projects listed in Table 4.4 with an end date of 6/30/2022 are already underway and planned to be completed by the end of FY 2021/22. The projects listed wit h a timeline as “to be determined” are being re-evaluated due to changing needs and priorities. Staff will determine whether to reprogram the funds or continue with the projects. See Table 4.4 – Open Projects Prior to FY 2021/2022 32 | P a g e 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 Funding Category 1 Fully Funded 2 Partially Funded Project Name SRTP Capital Project No's Pr o j e c t El e m e n t Fu n d i n g Ca t e g o r y Beg to End - Project Timeline Total Project Cost Unfunded Balance Electronic Fare Collection 17-03 5 1 7/1/21 - 6/30/22 220,400 0 Upgrade Radio Equipment 17-04 5 3 TBD 45,000 0 Vehicle Replacement (sedan)17-06 2 1 7/1/21 - 6/30/22 45,000 0 Surveilance System Replacement 19-01 3 3 TBD 138,842 0 Bus Replacement 20-01, 21-1 1 1 7/1/21 - 6/30/22 648,000 0 CNG Gas Detection Upgrade/Exterior Cameras 20-02 4 4 TBD 96,914 0 Video Servers 20-03 5 5 TBD 101,539 0 Dispatch Renovation 21-2 4 1 7/1/21 - 6/30/22 50,000 0 TransTrack Upgrade 21-3 5 1 7/1/21 - 6/30/22 80,380 0 9 1,426,075 0 CITY OF RIVERSIDE SHORT RANGE TRANSIT PLAN FY2021/2022 - FY2025/2026 Table 4.4 Open Projects Prior to FY2021/2022 PALO VERDE VALLEY TRANSIT AGENCY PVVTA SHORT RANGE TRANSIT PLAN FY 2021/22 – FY 2023/24 FINAL DRAFT 5/11/2021 ATTACHMENT 5 1 | P a g e Table of Contents CHAPTER 1 – SYSTEM OVERVIEW AND SERVICE PROFILE 1.1 System Description Page 2 1.2 Area Profile Page 2 1.3 Service Description Table 1 Page 3 1.4 Description of Ridership, Revenue Miles, Revenue hours Page 4 1.5 Fare Structure Page 5 1.6 Fleet Schedule Table 1.1 Page 6 1.7 System Amenities Page 6 1.8 Network Cooperation Page 7 1.9 Reference Listing Page 7 CHAPTER 2 – EXISTING SERVICE AND ROUTE PERFORMANCE 2.1 Key Performance Indicators Table 2 Page 8 2.2 Performance Reporting Table 2.1 Page 9 2.3 Service Summary. Table 2.2 & 2.2A Page 10 2.4 Service Performance Table 2.3 Page 14 2.5 Productivity Improvement Page 15 2.6 Trip Generators Page 16 2.7 Service Changes Page 16 CHAPTER 3 – FUTURE SERVICE PLANS, FARE CHANGES, CAPITAL PLANNING AND MARKETING 3.1 Planned Service Changes FY21-23 Page 17 3.2 Marketing Plans, Studies, and Promotion Page 18 3.3 Projected Ridership Growth Page 19 3.4 Proposed Fare Structure Page 20 3.5 Capital Improvement Plan Page 20 3.6 Long Term Plans Page 20 CHAPTER 4 – FINANCIAL PLANNING 4.1 Operating and Capital Budget FY 21 Table 4, 4A & 4B Page 21 4.2 Funding Plan Table 4.1 & 4.2 Page 28 4.3 Regulatory and Compliance Requirements. Table 4.3 Page 30 • ADA, DBE, EEO, Title VI Page 31 • TDA Triennial Audit, FTA Triennial Audit, NTD Page 31 • Alternative Fueled Vehicles (RCTC Policy) Page 31 4.4 Open Projects Listing Page 32 2 | P a g e 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 ¾ 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). 1.2 Area Profile 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% 3 | P a g e White, 7% African 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. 4 | P a g e 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. This represents normal services as of 2019 and planned to resume once normal service levels resume. Since March 2020, PVVTA made necessary planning and operating changes in response to the COVID-19 pandemic affecting its services based on changes in ridership. This action fragmented the normal operation of all PVVTA services. For specific information on PVVTA’s response to the COVID-19 please visit; pvvta.com/covid-19 5 | P a g e 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 (ages 5-59 years old) $ 1.75 Seniors (ages 60 years or older) $ 0.85 Persons with Disabilities (with ADA Card) $ 0.85 Children ages 5 and under* (first boarding with full fare adult) Free Children ages 5 and under* (second & third boarding with full fare adult) $ 0.85 * 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 $ 3.50 Route Deviations (one way to or from route) $ 0.85 Route Deviations – All Fixed Routes Route Deviations (one way to or from route) $ 0.85 DV8 Card (8 one way deviation fares)*** $ 6.80 ***Not valid for initial passenger fare, only for payment of route deviation fee. Fixed Route Go Passes 10-Ride Punch Pass (Routes 1, 2, 3 Local, 4 & 5) $ 17.50 S/D 10-Ride Punch Pass (Routes 1, 2, 3 Local, 4 & 5) $ 8.50 General Public 31-Day Pass (Routes 1, 2, 3 Local, 4 & 5) $ 45.00 Seniors 31-Day Pass (Routes 1, 2, 3 Local, 4 & 5) $ 30.00 Persons with Disabilities (Routes 1, 2, 3 Local, 4 & 5) $ 30.00 Summer Youth Pass (Routes 1, 2, 3 Local, 4 & 5) $ 40.00 10-Ride Punch Pass (Ehrenberg, Arizona) $ 50.00 10-Ride Punch Pass (Route 3 Express) $ 35.00 20-Ride Punch Pass (Route 3 Express) $ 70.00 General Public 31-Day Pass (Route 3 Express) $125.00 Other Cash Fare – X-Tend-A-Ride & Blythe Wellness Express (BWE) X-Tend-A-Ride General Public, Seniors, & Persons with Disabilities $ 5.00 BWE General Public, Seniors, & Persons with Disabilities One-Way $ 10.00 BWE General Public, Seniors, & Persons with Disabilities Roundtrip $ 15.00 6 | P a g e 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. 1.7 System Amenities 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 past years, Low Carbon Transit Operations Program funds were 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. PVVTA generates revenues from the sale of CNG fuel, but the Station still currently operates at about a 25% deficit. With increased traffic along the Interstate 10 corridor, we hope to be at a breakeven point in a year or two. Currently, PVVTA staff and the Palo Verde Unified School District (PVUSD) is set to expand the station to accommodate the ever-growing demand for CNG locally and along the Interstate 10 corridor. Expansion of the station is planned to be complete by the end of 2021, 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. 7 | P a g e 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 CalACT 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 CalACT 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. 8 | P a g e 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. 9 | P a g e 2.2 Performance Reporting As to normal performance from past fiscal years, trends show a consistent flat trend over the last two normal fiscal years. Although costs have risen, the actual operating performance and ridership stays approximately flat based on all contributing factors. COVID-19 has affected the transit system quite drastically to the tune of an 80% decrease in ridership as of March 2020. 10 | P a g e 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. In fiscal year 2019/20 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. 11 | P a g e 12 | P a g e 13 | P a g e 14 | P a g e 2.4 Service Performance Based on the historical statistics, 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. 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. 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 plan and things all together will be dramatically different in the weeks, months and years to come. 15 | P a g e 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 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 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. 16 | P a g e 2.6 Trip Generators This is a listing of the major trip generators throughout the PVVTA system: Albertsons Market Smart & Final Market Palo Verde College Rite Aid Pharmacy Burtons Trailer Park Desert Rose Apartments Riverside County DPSS Blythe Post Acute Palo Verde Hospital Casa Encinas EZ-Mart West Blythe Post Office Dollar Tree Villa Monterey Union Bank Blythe City Hall Roy Wilson Community Center 2.7 Service Changes PVVTA Blue Route 1 - will continue to run the existing route and schedule with no changes. COVID affected route no changes from FY 2019-20 were made yet. PVVTA Gold Route 2 - will continue to run the existing route and schedule with no changes. COVID affected route. PVVTA Red Route 3 - will continue to run the existing route and schedule with no changes. COVID affected route. PVVTA Green Route 4 - will continue to run the existing route and schedule with no changes. PVVTA Silver Route 5 - will continue to run the existing route and schedule with no changes. PVVTA will continue the Blythe Wellness Express; 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. All changes are contingent on COVID-19 protocols by the CDC, County and State Health officials 17 | P a g e 3.1 Planned Service Changes FY22-24 PVVTA Blue Route 1 - will increase frequency to 30 minutes in core areas between the hours 9am and 3pm daily. Once normal service levels are reached. 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. Once normal service levels are reached. PVVTA Red Route 3 - will continue to run the existing route and schedule with no changes. PVVTA Green Route 4 - will continue to run the existing route and schedule with no changes. PVVTA Silver Route 5 - will continue to run the existing route and schedule with no changes. PVVTA may consider adding a second trip per day on the Blythe Wellness Express. 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. Partnership with rideshare modes are possible in the coming fiscal years. PVVTA will continue to offer the Desert RoadTRIP program as well as promote use of services such as the BWE and Xtend-A-Ride. All changes are contingent on COVID-19 protocols by the CDC, County and State Health officials 18 | P a g e 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 2021/22. 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. 19 | P a g e 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 trends 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. 20 | P a g e 3.4 Proposed Fare Structure Currently there are no proposed fare rate increases until passenger fares are analyzed in FY 2022. 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 two gas buses in FY 2022, one electric bus in FY 2023, one in FY 2024, and two in 2025. The average cost of the buses PVVTA runs is about $150,000 conventional $250,000 EV 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. 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. The estimated project cost would be between two and three million. 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 will 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. Also, PVVTA has applied for a ZEB bus with 5311 Capital funds. 21 | P a g e 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. 22 | P a g e 23 | P a g e 24 | P a g e 25 | P a g e 26 | P a g e 27 | P a g e 28 | P a g e 4.2 Funding Plan Table 4.1 & 4.2 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 ZEB fixed route bus to start towards electrification. 29 | P a g e The FY 2024 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. 30 | P a g e 4.3 Regulatory and Compliance Requirements. Table 4.3 31 | P a g e Notes FY 2016-2018 TDA Triennial Audit Link PVVTA FY2019/20 TDA Audit Link PVVTA ADA Link PVVTA Title VI Link Alternative Fueled Vehicles Utilization: PVVTA follows the RCTC policy in utilizing alternative fueled vehicles. The makeup of the fleet is at a 65% compliant gasoline utilization and a 35% Compressed Natural Gas (CNG) utilization. Such utilization is compliant also with the Mojave Desert Air Quality Management District (MDAQMD) policy and alternative fuel. 32 | P a g e 4.4 Open Projects Listing FY22-FY24 SHORT RANGETRANSIT PLAN ATTACHMENT 6 Short Range Transit Plan • FY22 – FY24 i Table of Contents EXECUTIVE SUMMARY ........................................................................................................................................... 1 CHAPTER 1: SYSTEM OVERVIEW ............................................................................................................................ 5 1.1 JURISDICTION ............................................................................................................................................... 5 1.2 POPULATION PROFILE AND DEMOGRAPHIC PROJECTIONS .......................................................................... 6 Population Profile – Rider Characteristics ............................................................................................................ 6 Population Profile ................................................................................................................................................. 7 1.3 FIXED-ROUTE AND PARATRANSIT SERVICES ................................................................................................. 7 Fixed-route Services ............................................................................................................................................. 8 Paratransit Services .............................................................................................................................................. 8 1.4 EXISTING FIXED-ROUTE AND DIAL-A-RIDE SERVICE ...................................................................................... 8 1.5 CURRENT FARE STRUCTURE ......................................................................................................................... 9 Cooperative Fare and Subsidy Programs ........................................................................................................... 10 1.6 REVENUE FLEET .......................................................................................................................................... 11 1.7 EXISTING FACILITIES ................................................................................................................................... 11 Existing Facilities ................................................................................................................................................ 11 Existing Passenger Transit Facilities ................................................................................................................... 12 1.8 EXISTING COORDINATION BETWEEN TRANSIT AGENCIES .......................................................................... 15 Regional Coordination ........................................................................................................................................ 15 Interregional Coordination and Transfer Agreements ....................................................................................... 16 1.9 RECENT STUDIES AND PLANS ..................................................................................................................... 16 CHAPTER 2: ROUTE PERFORMANCE AND EXISTING SERVICE ................................................................................ 19 2.1 KEY PERFORMANCE INDICATORS ............................................................................................................... 19 Service Standards and Warrants ........................................................................................................................ 19 Productivity vs. Coverage Target ....................................................................................................................... 20 2.2 SRTP PERFORMANCE REPORT .................................................................................................................... 20 2.3 SRTP SERVICE SUMMARY ........................................................................................................................... 21 2.4 SERVICE PERFORMANCE ............................................................................................................................ 21 2.5 PRODUCTIVITY IMPROVEMENT EFFORTS ................................................................................................... 21 2.6 MAJOR TRIP GENERATORS ......................................................................................................................... 22 2.7 RECENT SERVICE CHANGES ........................................................................................................................ 22 CHAPTER 3: FUTURE SERVICE PLANS, FARE CHANGES, CAPITAL PLANNING AND MARKETING ............................. 25 3.1 PLANNED SERVICE CHANGES ...................................................................................................................... 25 3.2 MODIFICATIONS TO PARATRANSIT SERVICE .............................................................................................. 28 3.3 FUTURE MARKETING PLANS, STUDIES AND PROMOTION .......................................................................... 29 3.4 PROJECTED RIDERSHIP GROWTH (FY22-24) ............................................................................................... 31 3.5 PROPOSED FARE STRUCTURE CHANGES..................................................................................................... 32 3.6 CAPITAL IMPROVEMENT PLANNING .......................................................................................................... 33 Revenue Vehicles ................................................................................................................................................ 33 Hydrogen Fueling Station – Hemet .................................................................................................................... 33 Equipment and Passenger Amenities ................................................................................................................. 33 3.7 CAPITAL PROJECTS BEYOND FY24 ............................................................................................................... 34 CHAPTER 4: FINANCIAL PLANNING ...................................................................................................................... 35 4.1 OPERATING AND CAPITAL BUDGET FOR FY22 ............................................................................................ 35 4.2 FUNDING SOURCES FOR OPERATING AND CAPITAL PROGRAMS ............................................................... 37 Short Range Transit Plan • FY22 – FY24 ii 4.3 TUMF PROGRAM ........................................................................................................................................ 39 4.4 REGULATORY AND COMPLIANCE REQUIREMENTS .................................................................................... 40 4.5 OPEN PROJECTS .......................................................................................................................................... 42 Planned Passenger Transit Facilities .................................................................................................................. 42 Equipment and Passenger Amenities ................................................................................................................. 45 Non-Revenue Vehicles ........................................................................................................................................ 45 Short Range Transit Plan • FY22 – FY24 iii Tables Comparative Statistics Table 1 FY21/22 Individual Route Descriptions Table 1 .1 Fleet Inventory 1) Motor Bus / Directly Operated 2) Motor Bus / Purchased Transportation 3) Commuter Bus / Directly Operated 4) Commuter Bus / Purchased Transportation 5) Demand Response / Purchased Transportation Table 2 Service Provider Performance Targets Report Table 2.1 FY21/22 SRTP Performance Report Table 2 .2 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 Table 2.2A Excluded Routes Table 2.3 SRTP Route Statistics Table 3 Highlights of SRTP / Operating and Financial Data Table 4 Summary of Funds Requested for FY21/22 Table 4A Capital Project Justification for FY21/22 Table 4B Farebox Recovery Ratio Table 4.1 Summary of Funds Requested for FY22/23 Table 4.2 Summary of Funds Requested for FY23/24 Table 4.3 FY16-18 FTA and TDA Triennial Review – Summary of Findings Table 4.4 Open Projects Table 5 RTA FY22 – FY26 TUMF Transportation Improvement Program Appendix A RTA System Map and Fixed-Route Maps Appendix B Service Reduction Plan Appendix C Title VI Analysis Short Range Transit Plan • FY22 – FY24 iv 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 APTA American Public Transportation Association ARPA American Rescue Plan Act ATIS Advanced Traveler Information System BRT Bus Rapid Transit CARB California Air Resources Board CARES Coronavirus Aid, Relief and Economic Stimulus Act CDC Centers for Disease Control and Prevention CIC Customer Information Center CMAQ Congestion Mitigation and Air Quality Improvement Program CNG Compressed Natural Gas COA Comprehensive Operational Analysis COVID-19 Coronavirus CRRSAA Coronavirus Response and Relief Supplemental Appropriations Act CTSA Consolidated Transportation Services Agency DAR Dial-A-Ride paratransit services DBE Disadvantaged Business Enterprise EEO Equal Employment Opportunity EV Electric Vehicle FCEB Fuel Cell Electric Bus FTA Federal Transit Administration FTIP Federal Transportation Improvement Program FY Fiscal Year Go-Pass Community College Pass 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 Short Range Transit Plan • FY22 – FY24 v PPP Public Private Partnership PTMISEA Public Transportation Modernization, Improvement, and Service Enhancement Account RCC Riverside City College RCTC Riverside County Transportation Commission RFP Request for Proposals 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 Stantec Stantec Consulting Services Inc. TDA Transportation Development Act TMD Transportation Management & Design TNC Transportation Network Company T-NOW Transportation NOW TSP Transit Signal Priority TTCA Temecula Towne Center Associates 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 ZEB Plan ZEB Rollout and Implementation Plan Short Range Transit Plan • FY22 – FY24 1 EXECUTIVE SUMMARY When the COVID-19 pandemic started last year, RTA had to make drastic changes in service to ensure the safety of employees and customers. Staff determined that it was no longer appropriate or sustainable to move forward with the service improvements suggested in the Comprehensive Operational Analysis (COA) completed in 2015. Instead, RTA focused on adjusting service levels to ensure long-term sustainability for the Agency while meeting the limited demand for essential trips. This trend will continue through Fiscal Year 2022 (FY22), as staff anticipates a slow increase in ridership. In Fiscal Year 2020 (FY20), RTA was moving forward with service plans as described in the Short Range Transit Plan (SRTP) when the pandemic started in March 2020. Since then, RTA has maintained essential transportation services and maximized the safety of employees and customers. A Contagious Virus Response Plan was developed to outline 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 plan also included numerous safety measures including extensive cleaning of facilities and buses to include the use of powerful disinfectants and electrostatic sprayers, creating a 24-hour/7-day-per-week contact tracing team, rear door boarding for passengers, social distancing on buses, mask requirements, a national health and safety campaign in partnership with the American Public Transportation Association (APTA), touch free payment and installation of plexi-glass barriers on buses. On site, all employees and visitors undergo health screenings including thermal temperature checks before being permitted to enter RTA facilities. All of these measures build on and reflect RTA’s strong commitment to safety. Below is an infographic related to RTA’s participation in the APTA safety campaign. RTA-APTA Safety Campaign Short Range Transit Plan • FY22 – FY24 2 The pandemic had a significant effect on RTA ridership. After reporting improved ridership in January and February 2020, RTA experienced a huge decline when the pandemic began in mid- March. By the beginning of April 2020, the Agency’s ridership had dropped approximately 75 percent, depleting revenues and making required farebox recovery percentages impossible to reach. On April 5, 2020, RTA reduced service levels (similar to Sunday type of service) on most routes to match declining ridership and reduced funding. Dial-a-Ride (DAR) service remained largely untouched to ensure essential trips were available to the vulnerable, transit-dependent passengers who utilize these services. Calendar year 2020 was a challenging year for all transit agencies, as is reflected in the ridership declines shown in the table below. Regionally, RTA landed in the middle of the pack when it comes to the percent decrease in ridership. Rather than implementing improvements recommended in the 10-year Plan, RTA contracted with Transportation Management & Design (TMD) in October 2020 to complete a Service Reduction Plan which evaluated RTA’s transit network and created a more efficient and sustainable system by modifying underperforming and/or duplicative routes and trips. After extensive community outreach and approval from the RTA Board of Directors, most of the recommended changes from the Service Reduction Plan were implemented during the May 2021 service change. The remaining recommendations will be studied in FY22 and include the discontinuation/adjustment of six routes and planning of a new circulator and Microtransit Pilot Program in Hemet and San Jacinto. The Microtransit Pilot Program is being studied and staff aims to release a Request for Proposals (RFP) in FY22, with contract award and service delivery plan subject to Board approval. The pilot program represents a new way for RTA to serve its vast service area more efficiently. RTA will closely monitor this program to ensure its success and look to see if it represents an efficient way to reach other hard-to-serve areas in western Riverside County. All service modifications recommended in this study are considered temporary and can be reinstated should demand return. It is unknown how long the economic and social effects from the pandemic will last. It is anticipated that some commuters will continue to work from home, whether it be part-time or Agency 2010 2011 2012 2013 2014 2015 2016 2017 2018 2019 2020 RTA 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 4,123,903 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 3,529,707 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 5,376,995 SunLine 3,775,678 4,287,978 4,524,834 4,564,667 4,777,304 4,526,442 4,242,481 4,047,368 3,959,472 4,048,831 2,418,205 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 7,199,280 National 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 2,393,588,156 Agency 2010 2011 2012 2013 2014 2015 2016 2017 2018 2019 2020 RTA 0%7.53% 15.89% 19.10% 23.45% 21.63% 13.17% 8.34% 10.17% 9.31% -45.18% NCTD 0%2.47% 5.69% 9.66% 6.84% 2.55% -6.32% -14.02% -14.83% -17.14% -53.72% Omnitrans 0%6.74% 10.99% 8.31% 3.53% -7.91% -18.34% -22.40% -25.48% -25.93% -62.22% SunLine 0% 13.57% 19.84% 20.90% 26.53% 19.88% 12.36% 7.20% 4.87% 7.23% -35.95% Foothill 0%9.26% 8.09% 10.85% 14.81% 10.18% 5.62% 0.20% -3.18% -8.63% -44.03% National Total 0%1.17% 1.28% 0.74% -0.27% -2.97% -6.90% -10.99% -12.79% -13.11% -52.92% Source: FTA National Transit Database (Unlinked Motor Bus & Commuter Bus Passenger Trips) Calendar Year (CY) to Calendar Year (CY) Fixed Route Unlinked Passenger Trips Percentage Change in Fixed Route Ridership Relative to Calendar Year (CY) 2010 Short Range Transit Plan • FY22 – FY24 3 full-time, well into the future. Furthermore, the Centers for Disease Control and Prevention (CDC) have issued guidance that states six feet of distance should be maintained between individuals not living in the same household. Due to this regulation, RTA has only been able to allow 10 passengers to board a 40-foot bus at a time. Sweeper buses are deployed to address capacity issues and assist with passengers who are passed by a full vehicle. With ridership levels down by 70 percent, RTA plans to continue seven-day Sunday service with reduced CommuterLink service into FY22. As businesses reopen and schools return to in-person sessions, which is estimated to occur in August and September 2021, RTA plans to incrementally increase service on its top 10 performing routes and reinstate subsidized routes 51 and 55. Other service improvements could occur should the demand return during FY22. RTA is making investments in key capital projects and will continue to focus on long-term improvements during FY22. The following is a summary of the most significant capital projects progressing: • 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 two and a half acres of city-owned land toward this project. • Preparation and Implementation of Bus Stop Improvement Plan. More than 95 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. Staff has identified 10 bus stops that qualify for improvements during FY22. • The Vine Street Mobility Hub. During Fiscal Year 2021 (FY21), the conceptual plan was completed and approved by the RTA Board of Directors. RTA is currently completing the architectural, engineering and design work. Once completed, construction of the mobility hub will commence. • Purchase of 70 replacement 40-foot compressed natural gas (CNG) buses. In the coming fiscal years, RTA will procure 70, 40-foot CNG buses to replace buses that have exceeded their useful life per Federal Transit Administration (FTA) guidelines. This procurement will partially replace the current CNG fleet prior to purchasing zero-emission buses (ZEB), giving the technology a chance to mature and costs to come down. RTA doesn’t plan to utilize CNG buses forever. The Agency is implementing the Innovative Clean Transit (ICT) regulation that was passed by the California Air Resources Board (CARB) in 2018. This regulation requires all large transit agencies to transition to a ZEB fleet by 2040. The ICT regulation, coupled with the financial effects of the pandemic, will result in deep financial impacts and operational constraints. This results in a need to completely evaluate how RTA delivers service. Considering this regulation and the already uncertain economic future due to the COVID- Short Range Transit Plan • FY22 – FY24 4 19 pandemic, RTA is recommending a conservative approach to redeploying service as the county recovers from the pandemic. In October 2019, RTA retained Stantec Consulting Services Inc. (Stantec) to develop RTA’s ZEB Rollout and Implementation Plan (ZEB Plan). This study was a crucial step towards RTA understanding the long-term effects of the regulation. The comprehensive plan looked at energy consumption modeling, financial implications, facility and utility upgrades, cost of ownership and many other factors. At the November 2020 Board meeting, Stantec presented the results of the energy consumption modeling and financial study and recommended that RTA move forward with an all hydrogen fuel cell electric bus (FCEB) fleet which the Board subsequently approved. In December 2020, RTA’s ZEB Plan was presented to the Board and approved. RTA submitted the ZEB Plan to CARB and it was approved in February 2021. The ZEB Plan includes a comprehensive operational and financial analysis on the impacts of transitioning to an all FCEB fleet. It is estimated to cost RTA an additional $127 million dollars in operating and capital expenses over the next 20 years to transition the fleet to FCEBs. This additional cost is over the CNG fleet replacement expense that RTA had been planning. RTA will have to modify how 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. The FY22 – FY24 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 FY22. Chapter 4 covers the financial and capital plans. Short Range Transit Plan • FY22 – FY24 5 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. Short Range Transit Plan • FY22 – FY24 6 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: Source: RTA Market Assessment Study (2018). Short Range Transit Plan • FY22 – FY24 7 Population Profile Deployment of future transit service will directly correspond to demographic and land use changes within the RTA service area, driven by population growth and buffered by the aforementioned ICT impacts. The table below shows population changes between 2010 and 2020 based on California Department of Finance data as of March 2021. Between 2012 (once Eastvale and Jurupa Valley were incorporated as cities) and 2020, population for the service area has grown by eight percent with growth experienced in most cities across this period. This growth represents potential future ridership possibilities for RTA. City 2010 2011 2012 2013 2014 2015 2016 2017 2018 2019 2020 Change 2012 - 2020 % Change Banning 29,603 29,868 30,232 30,239 30,391 30,542 30,769 30,981 31,091 31,142 31,125 893 2.95% Beaumont 36,877 38,230 39,231 40,375 41,501 43,108 44,685 46,025 47,776 49,630 51,475 12,244 31.21% Calimesa 7,879 7,945 8,042 8,066 8,178 8,289 8,410 8,644 8,793 8,830 9,329 1,287 16.00% Canyon Lake 10,561 10,653 10,754 10,758 10,789 10,852 10,899 10,962 10,970 10,995 11,000 246 2.29% Corona 152,374 153,764 155,644 157,482 159,540 160,420 161,294 164,745 166,154 166,723 168,248 12,604 8.10% Eastvale *54,354 56,058 57,709 59,600 61,002 63,331 64,645 65,416 65,611 66,413 10,355 18.47% Hemet 78,657 79,705 80,808 81,808 82,445 83,067 83,886 84,601 84,969 85,159 85,175 4,367 5.40% Jurupa Valley * *96,753 97,449 97,865 98,855 100,196 102,468 104,728 106,115 107,083 10,330 10.68% Lake Elsinore 51,821 52,526 53,480 55,529 56,811 58,480 60,408 61,574 62,536 63,154 63,453 9,973 18.65% Menifee 77,519 79,540 81,335 83,331 84,755 86,359 88,131 90,197 92,157 94,732 97,093 15,758 19.37% Moreno Valley 193,365 195,231 197,816 198,953 199,781 200,818 202,021 203,661 205,549 207,181 208,838 11,022 5.57% Murrieta 103,466 104,577 105,891 106,844 107,363 108,718 109,686 112,178 113,313 114,193 115,561 8,717 8.23% Norco 27,063 27,076 27,243 26,828 26,765 26,058 26,543 26,618 26,557 26,426 27,564 736 2.70% Perris 68,386 69,832 70,907 72,358 73,600 74,400 76,108 77,925 79,127 79,856 80,201 7,843 11.06% Riverside 303,871 307,661 311,038 314,191 315,923 318,387 320,962 323,583 325,417 326,427 328,155 13,964 4.49% San Jacinto 44,199 44,643 45,292 46,178 46,593 46,923 47,709 48,321 49,113 50,431 51,028 4,850 10.71% Temecula 100,097 101,743 103,834 105,215 106,432 108,895 109,985 111,145 111,680 111,879 111,970 6,755 6.51% Wildomar 32,176 32,591 33,073 33,797 34,380 34,810 35,351 36,113 36,698 37,126 37,183 3,386 10.24% Unincorporated 378,294 340,359 269,174 268,825 271,679 274,399 276,650 280,535 282,839 286,833 289,041 20,216 7.51% Incorporated (City Totals)1,317,914 1,389,939 1,507,431 1,527,110 1,542,712 1,559,983 1,580,374 1,604,386 1,622,044 1,635,610 1,650,894 123,784 8.21% County Total 1,696,208 1,730,298 1,776,605 1,795,935 1,814,391 1,834,382 1,857,024 1,884,921 1,904,883 1,922,443 1,939,935 144,000 8.11% *Previously unincorporated area **Unincorporated estimate is based on 75% of all the County unincorporated, not just western Riverside County (as per WRCOG guidance). Source: Californa Department of Finance WESTERN RIVERSIDE COUNTY Historical Populations, with 2010 Census Counts Across the RTA service area, the highest population and employment densities continue to be found in the corridor linking Corona, Riverside and Moreno Valley, encompassing more than one- third of the estimated 1.9 million residents in western Riverside County[1] 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 County [2]. The population and employment densities of these cities make public transit a more viable option for travel. 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. RTA continued operating at this service level for all of FY21 with additional changes made in May 2021 to [1] California Department of Finance, Demographic Research Unit (May 2019). [2] RCTC Long Range Transportation Study (December 2019). Short Range Transit Plan • FY22 – FY24 8 improve efficiencies and ensure continued transportation service given limited revenues and operational constraints imposed by the pandemic. Fixed-route Services RTA fixed-route services fall within two categories: • 32 local routes • Four 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 In FY21, RTA budgeted 537,913 revenue hours for the operation of 8,211,940 revenue miles system-wide: Short Range Transit Plan • FY22 – FY24 9 • 459,234 revenue hours and 6,986,691 revenue miles budgeted for operation of 38 fixed- routes • 78,679 revenue hours and 1,225,249 revenue miles budgeted for operation of complementary DAR service In FY19, RTA had an increase in ridership, thus reversing the trend of the past four years. Contributing factors were the increased service RTA deployed in FY18 and FY19 together with increased gas prices. From July 2019 thru February 2020, ridership had 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 dropped dramatically due to the COVID-19 pandemic. To date, ridership levels have not recovered and are still 70 percent lower than pre-COVID numbers due to stay at home mandates, virtual school lessons and many companies continuing to work from home. 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. On February 25, 2021, the Board unanimously approved delaying the July 2021 fare increase for one year until July 2022 due to the financial impacts of the COVID-19 pandemic. The table below shows the current fare structure. Prior to this increase, RTA had not increased fares for 10 years. Short Range Transit Plan • FY22 – FY24 10 FIXED-ROUTE FARES Fare Categories Base Fares Day Pass* 7-Day Pass* 30-Day Pass* General $1.75 $5.00 $20.00 $60.00 Youth (age 18 and younger)** FREE*** N/A N/A N/A Senior / Disabled** $0.75 $2.50 $20.00 $30.00 Medicare Card Holder $0.75 $2.50 $20.00 $30.00 Veteran** $0.75 $2.50 $20.00 $30.00 Child (46” tall or under) $0.50 N/A N/A N/A COMMUTERLINK FARES COMMUTERLINK + LOCAL Fare Categories Base Fares Day Pass 30-Day Pass General $3.50 $10.00 $95.00 Youth (age 18 and under)** FREE*** N/A N/A Senior / Disabled** $2.75 $7.00 $70.00 Medicare Card Holder $2.75 $7.00 $70.00 Veteran** $2.75 $7.00 $70.00 Child (46” tall or under) $2.75 N/A N/A DAR FARES | Not accepted on fixed-route buses Fare Categories Base Fares 10-Ticket Books Senior / Disabled $3.50 $35.00 Medicare Card Holder $3.50 $35.00 Child (46” tall or under) $0.75 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. ***August 1, 2020 to July 31, 2022. Dates subject to change. In addition to these fare categories, RTA also currently has U-Pass and Go-Pass programs. Cardholders of these programs get unlimited rides on any fixed-route, including CommuterLink, in the RTA network by downloading a pass on the mobile ticketing application. 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 FY22, the following cooperative fare and subsidy programs are expected to continue: • County of Riverside – Route 50 Jury Trolley • City of Temecula – Route 55 Temecula Trolley • University of California, Riverside (UCR) – Route 51 Crest Cruiser Additionally, the college pass programs have been placed on hold as RTA is receiving Low Carbon Transit Operations Program (LCTOP) funding to run a fare-free program for youth and college riders. The program began on August 1, 2020 and was estimated to last through the FY21 school year. However, ridership for the program has not been as high as originally projected with many Short Range Transit Plan • FY22 – FY24 11 schools continuing to operate virtually due to the pandemic. In February 2021, the Board unanimously approved extending the LCTOP program another year through July 31, 2022. RTA is working with colleges to extend current agreements for another year, considering that fares will be free until July 31, 2022 for schools that have an active agreement with RTA. The regular college pass program would resume in summer 2022. 1.6 REVENUE FLEET As of March 31, 2021, RTA has a total active fleet of 334 buses: • One hundred forty-five 40-foot buses, which run on CNG, for high ridership fixed-route services directly operated by RTA drivers. They are eligible for replacement when they have reached their useful life of 12 years or 500,000 miles. RTA plans to procure seventy of these 40-foot buses for replacement in the next two to four years. • Seventy-nine 32-foot buses, which run on CNG, for lower ridership fixed-route services operated by contracted drivers. They are eligible for replacement when they have reached their useful of seven years or 200,000 miles. • One hundred ten Dial-A-Ride buses, which run on gasoline, for paratransit services operated by contracted drivers. They are replaced when they reach their useful life of five years or 150,000 miles. 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 and Information Technology staff were relocated to the Hemet facility in summer 2018. After this move, the Riverside facility has 359 active employees on site and the Hemet facility has 91 active employees on site. In FY22, 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, to include DAR Plus, 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. For FY22, DAR overflow is not anticipated, as ridership has seen a drastic decline due to the COVID-19 pandemic. Southland will continue to handle all DAR needs for the coming fiscal year. Short Range Transit Plan • FY22 – FY24 12 Existing Passenger Transit Facilities In addition to improvements to service frequency and expanding service, RTA has been focused on the creation of a timed transfer system (TTS) and improving support infrastructure such as transit hubs to meet the growing demand for transit service in the most efficient manner. It is neither feasible nor cost effective to run direct service from every trip origin to destination. Therefore, the only system that can meet the growing demand efficiently is one that enables timed transfer connections from one service or mode to another. Strategically placed transit hubs are essential to making a TTS work at its optimum. Furthermore, transit hubs are more than just a place to make bus connections. They can be community-centered, multi-modal facilities where bus and rail customers share a selection of mobility choices. These modes of travel can include single-occupancy vehicles, carpools, vanpools, bicycles, pedestrian walkways, local and commuter express buses, light rail and regional rail networks. Transit hubs are generally owned by various public agencies and are well- 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 eight 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. It is owned, operated and maintained by RCTC. Corona Transit Center: This transit center is in the City of Corona off Grand Boulevard and North Main Street and includes eight bus bays and a pedestrian bridge to trains at the North Main Corona Metrolink Station. This facility is owned, operated and maintained by RTA. Short Range Transit Plan • FY22 – FY24 13 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 nine 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, which is located on mall property and maintained by RTA, also includes arrival and departure information and customer amenities that comply with ADA design standards. Reinforced concrete bus pads were installed to protect the roadway and increase the useful life of this facility. Further improvements were made in 2017 to add two additional stops on Magnolia Avenue to accommodate new RapidLink Gold Line service. In March of 2020, RTA completed construction of a new turnout for the westbound routes on Magnolia Avenue to avoid blocking the travel lanes. Moreno Valley Mall Transfer Station: Similar to the Galleria at Tyler, the transit facility at Moreno Valley Mall is an integral part of establishing transfers within RTA’s network. Completed in March 2015, the upgraded facility, which is utilized by five 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 bus pads were also installed to preserve the roadway and increase the useful life of the stop. 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. The facility is located on mall property and is maintained by RTA. Short Range Transit Plan • FY22 – FY24 14 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 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. 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. The facility is owned, operated and maintained by RCTC. This station expansion project supports RTA’s goal of implementing timed transfer connections and intermodal connectivity between rail and bus and includes six bus bays with passenger amenities as well as a coach operator restroom facility. Short Range Transit Plan • FY22 – FY24 15 Transit Enhancements: During FY21, 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 and deployed based on ridership and geographic equity. RTA typically aims to improve 25 stops per year under this policy, however, recent low ridership has resulted in less improvements. 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. RTA also certifies all eligible ADA passengers for western Riverside County. Passengers for Beaumont Transit, Banning Connect, City of Riverside and the City of Corona are certified through RTA and qualify for ADA services and reduced fares on all systems. Regional Coordination RTA coordinates regional services with the cities of Corona, Beaumont and Banning. In the City of Riverside, RTA coordinates with Riverside Special Services, which provides complementary ADA-compliant service to RTA’s fixed-routes. Additionally, RTA periodically meets with social service providers, bus riders and other advocates through forums such as RCTC’s Citizens and Specialized Transit Advisory Committee (CSTAC), 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 FY21, RTA also shared information throughout the region regarding the COVID-19 pandemic. Some of the information shared included sanitizing procedures, employee screening and capacity limitations to enforce social distancing. RTA also assisted the City of Corona with some questions regarding the use of federal funding for COVID-19 related expenses. Short Range Transit Plan • FY22 – FY24 16 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, Banning Connect, Beaumont Transit and SunLine. 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, SunLine and Beaumont 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 an 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 FY22, 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. RTA is exploring a program with Metrolink where RTA CommuterLink riders can get a Metrolink pass at a reduced rate. This will help save valuable county resources while offering passengers another mode of transportation until capacity constraints are lifted on RTA CommuterLink buses. The other option would have been to run additional RTA buses long distances with up to 10 passengers, an extremely inefficient use of public funds. 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 to meet federal and local requirements Short Range Transit Plan • FY22 – FY24 17 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 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 type(s) of ZEB technology would be operationally feasible and cost effective for RTA. The Rollout Plan provides a detailed timeline and estimated cost for a phased transition to FCEBs that meets CARB requirements. The Rollout Plan is a fluid document and any updates made requires Board of Director approval. 2020 RTA ZEB Analysis Board of Directors Meeting Agenda November 2020 RTA’s CARB Approved Rollout Plan Short Range Transit Plan • FY22 – FY24 18 Title Summary Calendar Year of Completion/ Update Location 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 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 RTA Service Reduction Plan In response to the COVID-19 pandemic and resulting decrease in ridership and revenues, RTA contracted TMD to evaluate RTA’s service network and operations to create a more efficient and sustainable system through the reduction of underperforming routes. The recommended changes, cost savings calculation and Title VI analysis are summarized in the Service Reduction Plan. 2021 Appendix B Title VI Analysis As a recipient of federal funding, RTA is required to conduct a Title VI analysis for all major service and fare changes to identify, mitigate and/or justify any disparate impacts on minority populations or disproportionate burdens on low- income populations. Ongoing Appendix C Short Range Transit Plan • FY22 – FY24 19 CHAPTER 2: ROUTE PERFORMANCE AND EXISTING SERVICE 2.1 KEY PERFORMANCE INDICATORS RTA evaluates and plans for its services using the RTA Board-adopted Service Standards and Warrants metrics, 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 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. Short Range Transit Plan • FY22 – FY24 20 Transfer Wait Time Transfer Wait Time refers to the amount of time a passenger has to wait when transferring from one mode of transportation to the next, whether it is bus or rail. In denser UZAs such as downtown Riverside, average transfer wait times should not be longer than approximately 20 minutes. In smaller urbanized and even in rural areas, the average transfer wait time can reach up to 30 to 45 minutes depending on the frequencies of the routes in the area. Load Factor (Maximum Vehicle Loads) Depending on the bus, the maximum number of passengers should not exceed 150 percent of the seating capacity or the legal weight limit of the bus. DAR vehicles should not exceed 100 percent of the seated capacity. Source: RTA’s Service Standards and Warrants (2012), Bus Stop Strategic Policy (2015) Productivity vs. Coverage Target The Transportation Development Act (TDA) of 1971 established fiscal performance requirements of 20 percent farebox recovery in urbanized areas and 10 percent in rural areas. To help remain in compliance with this state mandate, and to improve effectiveness and efficiency, RTA has adopted the following policy for service deployment: • Sixty percent of fixed-route service should be deployed in areas with higher population and employment densities where transit is able to meet productivity standards, 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 It is unknown how long the social and financial impacts of the COVID-19 pandemic will last. With ridership levels still down by 70 percent, RTA plans to continue seven-day Sunday service with select CommuterLink service into FY22. As businesses reopen and schools return to in-person sessions, RTA plans to incrementally increase service on its top 10 performing routes and reinstate routes 51 and 55. Detailed information on the service improvements to be made can be found in Chapter 3. DAR service will remain consistent with 2019 levels as the Agency strives to serve the most vulnerable population. For FY2021/22, RTA projects 538,555 revenue hours for the operation of 8,010,305 revenue miles systemwide. Ridership is projected to be 4,309,863, an increase from FY21 in response to reopening efforts at schools and local business. Table 2.1 shows detailed information on the FY22 Performance Report. Short Range Transit Plan • FY22 – FY24 21 2.3 SRTP SERVICE SUMMARY For FY22, the projected systemwide revenue miles and hours are distributed as follows: • 325,015 revenue hours and 4,485,662 revenue miles budgeted for directly operated routes. • 118,332 revenue hours and 1,846,333 revenue miles budgeted for contract operated routes. • 91,080 revenue hours and 1,632,840 revenue miles budgeted for operation of DAR and DAR Plus service. • 4,128 revenue hours and 45,470 revenue miles budgeted for operation of the Microtransit Pilot Program pending Board approval. For FY22, of the projected systemwide revenue miles and hours, 162,567 revenue hours and 2,070,181 revenue miles are being delivered by routes that qualify for an exclusion. Table 2.1 provides detailed information on RTA’s FY22 projected service and Table 2.2 lists the excluded routes and dates they will expire. As noted previously, the FY22 projections consider the continued effects of the COVID-19 pandemic but with gradual service increases as ridership is projected to slowly return as vaccine availability and distribution continues and businesses and schools reopen. 2.4 SERVICE PERFORMANCE On April 5, 2020 RTA reduced service to a seven-day Sunday schedule with additional CommuterLink peak service on weekdays. This continued in FY21 with additional cuts made during the May 2021 Service Change as recommended by RTA’s Service Reduction Plan. For FY22, RTA will continue to run this service level and complementary DAR service but with incremental increases in response to growing demand. 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 FY22 projections take into account the continued effects of the COVID-19 pandemic on ridership, service levels, operational capacity and revenue with a gradual recovery. 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 FY21, RTA completed a performance review of all fixed route trips. The Service Reduction Plan aimed to decrease duplicative service and improve efficiencies. The resulting modifications were spread out over the service area. Due to the large number of changes and the already reduced Short Range Transit Plan • FY22 – FY24 22 Sunday-level service, RTA does not recommend any further reductions for FY22. Route performance will be monitored in the coming months to ensure that the services being offered are as efficient as possible. 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: • Forty-eight percent of riders are students • Thirty-one percent of all trips were to/from college or school • Twenty-nine percent of trips were for work purposes • Twenty-six 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 have seen a general decline. 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. RTA will continue to explore service changes that address these key service attributes to retain existing customers and attract new ones. 2.7 RECENT SERVICE CHANGES Key service changes implemented in FY21 are listed below: Short Range Transit Plan • FY22 – FY24 23 • No service on major holidays – New Year’s Day, Memorial Day, Independence Day, Labor Day, Thanksgiving Day and Christmas Day. • Route 24: Alternate routing that serves the Temecula Library was discontinued. • Route 26: Discontinued service due to low ridership. • Route 27: The 9:02 p.m. weekday southbound and the 5:30 a.m. southbound weekend trips departing Galleria at Tyler were discontinued. • Route 28: Discontinued the 5:05 a.m. weekend westbound trip departing Hemet Valley Mall. • Route 30: West loop was discontinued. • Route 32: Discontinued the alternate routing along Commonwealth and Villines Avenues, Las Rosas Road and 7th Street. • 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 were discontinued. • Route 50: Reinstatement of service on March 1, 2021. • Route 210: Discontinued service due to low ridership. • Implementation of sweeper bus service on directly operated routes 1, 15, 16, 19, 28 and 200 and as needed on contract operated routes 8, 32, 42, 74 and 79. To continue to provide essential transportation services to the region while remaining financially sustainable, RTA contracted TMD to evaluate RTA’s transit network and create a more efficient and sustainable system by modifying underperforming and/or duplicative routes and trips. Following robust community outreach and feedback, the recommended service changes in the Service Reduction Plan were approved by the Board in January 2021. The recommended changes are temporary given the reduced ridership and revenues caused by the COVID-19 pandemic. RTA constantly monitors ridership levels and will reinstate service as needed in response to demand. The following temporary changes were implemented in May 2021: • Route 1: The portion of this route in Corona between the Smith and 6th timepoint and West Corona Metrolink Station was discontinued. • Route 15: A portion of this route on Indiana Avenue from La Sierra Avenue to Merced Drive and Magnolia Avenue was discontinued along with the portion on Magnolia Avenue from La Sierra Avenue to Galleria at Tyler Mall. • Route 18: The portion of this route between the Moreno Valley Mall and Moreno Valley College was discontinued. • Route 21: The portion of this route between the Pedley Metrolink Station and Banana and Cherry timepoint in Fontana was discontinued. • Route 40: This route, which serves Canyon Lake and Menifee, is temporarily discontinued until demand returns. • Route 204: Northbound trips departing the Market and University timepoint at 4:20 a.m., 5:55 a.m. and the UCR at Bannockburn timepoint at 2:55 p.m., 3:45 p.m. and 6:13 Short Range Transit Plan • FY22 – FY24 24 p.m. were discontinued. The southbound trips departing the Montclair TransCenter at 5:25 a.m., 7:04 a.m., 4:17 p.m., 5:12 p.m. and 7:36 p.m. were discontinued. Service frequency was reduced to match ridership levels. • Route 205: The portion of this route between the Corona Transit Center and Village at Orange was discontinued. • Route 206: Service frequency was reduced to match ridership levels. Northbound trips departing the Promenade Mall timepoint at 4:17 a.m., 5:09 a.m., 5:48 a.m., 4:41 p.m. and 6:30 p.m. trips were discontinued. Southbound trips departing the Corona Transit Center timepoint at 6:25 a.m., 7:12 a.m., 5:09 p.m. and 5:50 p.m. were discontinued. • Route 208: This route, which connects Temecula and Riverside, is temporarily discontinued. The changes made in FY21 ensured that despite the decreased ridership and limited revenues, the Agency was able to continue providing essential transportation services to the region. With social distancing guidelines limiting the number of people allowed on the bus, RTA implemented sweeper bus service on routes that continually hit capacity. Sweeper buses were initially dispatched to pick up customers left behind but are now operating regularly throughout the day to meet the increased demand. This approach minimized the impact on existing riders while making service safe, more efficient and financially sustainable. Moreover, the discontinuation of low-performing and duplicative routes/trips prepares the Agency for future ZEB implementation which has limited range in comparison with the Agency’s current CNG fleet and is much more costly to operate. Short Range Transit Plan • FY22 – FY24 25 CHAPTER 3: FUTURE SERVICE PLANS, FARE CHANGES, CAPITAL PLANNING AND MARKETING 3.1 PLANNED SERVICE CHANGES Preparation of the FY22 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. Due to the uncertainty surrounding the COVID-19 pandemic, RTA is continuing seven-day Sunday service with select CommuterLink service into FY22 with incremental increases as demand increases and businesses and schools reopen. This will allow the Agency’s limited resources to be reinvested where they will have the greatest benefit for the public. In FY22, additional service changes are being considered in the cities of Hemet and San Jacinto per the Service Reduction Plan. These changes are the last recommendations to be implemented from the Service Reduction Plan and include the discontinuation of several routes/route portions, introduction of a new circulator with improved frequencies and the launch of a new Microtransit Pilot Program. The Microtransit Pilot Program is currently being assessed and will require Board approval prior to implementation. Short Range Transit Plan • FY22 – FY24 26 Proposed Microtransit Service Zone The cumulation of these changes will reduce route overlap and competition for riders between routes and provide riders a more direct trip to their destinations. Hemet is the ideal location for the Agency to implement a Microtransit Pilot Program. It will replace underperforming fixed route service with more direct service, saving significant operating costs and resources. Riders will be able to request a ride through an app and travel between existing bus stops in the Microtransit Zone which is estimated to cover 30 square miles. In FY22, RTA will begin planning the Microtransit Pilot Program which will include a robust outreach and marketing plan for the Hemet – San Jacinto Valley and will be presenting it to the RTA Board of Directors for their approval. If approved, RTA will begin implementing the Microtransit Pilot Program and conducting outreach to ensure that residents are fully prepared for the changes and able to properly request rides. In FY21, RTA completed the ZEB Plan that produced a rollout plan for the Agency's ZEB fleet transition as mandated by CARB. The RTA Board of Directors approved the study’s recommendation to transition to all FCEB fleet on November 19, 2020. RTA’s ZEB Plan was submitted to CARB in December 2020 per the ICT mandate and approved in February 2021. It is Short Range Transit Plan • FY22 – FY24 27 estimated to cost RTA an additional $127 million dollars in operating and capital expenses over the next 20 years to transition the fleet to FCEBs. This additional funding is above the CNG fleet replacement RTA had been planning. To prepare for the ZEB transition, provide more efficient service that meets growing demand and use taxpayer dollars wisely, RTA will also be completing a Sustainable Service Plan study. The study will evaluate RTA’s overall network and ridership levels to determine how, where and when service on RTA’s 36 routes should be reinstated in response to demand, funding limitations and operational constraints. The Sustainable Service Plan will provide a tiered plan for implementing service as demand increases. The ZEB Plan identified approximately 18 percent of route or route segments that cannot be completed without requiring the bus to refuel, even with the larger hydrogen fuel cell tank and a medium duty cycle. This study will evaluate RTA's pre-determined routes and route segments and reconfigure trips/blocks to reduce mileage, making for an easier transition to FCEBs, and ensure that lifeline services are maintained and no network gaps are created. This is a critical time to implement the study as it will ensure that unsustainable service levels, inefficient route and route segments and duplicative routes/trips are not reinstated. This will also allow the Agency’s limited resources to be reinvested where they will have the greatest benefit for the public. With this plan in place, RTA will be able to quickly respond to increases in demand and ensure that potential ridership is captured. The following service changes listed below are planned for FY22. Implementation of these service changes may change depending on COVID-19 pandemic developments. • September 2021 service changes: o Increase service on routes 1, 15, 16, 19 and 28 to 80 percent of January 2020 (pre- COVID) service levels. o Route 51: Reinstate service. o Route 55: Reinstate service. • January 2022 service changes: o Increase service on routes 12, 13, 20, 22 and 49 to 65 percent of January 2020 (pre- COVID) service levels. o Route 31: Portion of this route between Mt. San Jacinto College (MSJC) and the Hemet Valley mall will be serviced by the new Route 44 circulator. o Route 32: This route, which currently serves Hemet and San Jacinto, will be replaced by the microtransit program pending Board approval. o Route 33: This route, which currently serves Hemet, will be replaced by the microtransit program pending Board approval. o Route 42: This route, which currently serves Hemet and San Jacinto, will be replaced by the microtransit program pending Board approval. o Route 44: New circulator that connects Hemet Valley Mall with MSJC with stops along State Street, San Jacinto Avenue, Oakland Avenue and Ramona Boulevard. Stops will be served every 30 minutes. Short Range Transit Plan • FY22 – FY24 28 o Route 74: The section of this route between MSJC and Hemet Valley Mall will be serviced by the new Route 44 circulator. o Route 79: The section of this route between MSJC and Hemet Valley Mall will be serviced by the new Route 44 circulator. o Implementation of the Microtransit Pilot Program: If approved by the Board, the new pilot program will allow customers traveling within the Hemet and San Jacinto microtransit zone to request a ride using an app or by calling RTA. Customers can be picked and dropped off at existing bus stops within the two cities. In April 2021, 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 2021 Board of Directors meeting. Additionally, outreach for the Hemet – San Jacinto Valley Microtransit Pilot Program was included in the Service Reduction Study previously mentioned. This effort included four virtual community meetings, an online video presentation and comments were collected via phone, email and regular mail. RTA is partnering with the County of Riverside to provide the subsidized jury trolley (Route 50). A new contract was signed with service provided through June 30, 2021 with four one year options. In partnership with Metrolink rail service, RTA usually operates the Route 54 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 Route 54 shuttle. There are two routes that are normally subsidized by agency partners. Route 51, funded by UCR, and Route 55, funded by the City of Temecula, are included in the FY22 budget. New funding agreements are currently being finalized. Service is scheduled to begin in September 2021 for Route 51 and in August 2021 for Route 55, in response to schools and colleges reopening in the fall. 3.2 MODIFICATIONS TO PARATRANSIT SERVICE While ADA services have also seen a drastic decline in ridership, they remain essential to RTA’s most vulnerable population. The lack of demand and inability to meet in-person have rendered RTA’s traditional Travel Training program delivery impractical and inefficient. For FY22, RTA will continue its mobility management assistance for seniors, disabled persons and veterans using our Customer Information Center (CIC) located at Division II in Hemet. Passengers will 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. As appropriate, Short Range Transit Plan • FY22 – FY24 29 RTA will continue to encourage transition from Dial-A-Ride to fixed-route through classroom presentation, train-the-trainer programs and trip planning through the CIC. 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 a percentage-based reimbursement of the net expense associated with these trips and provides access to alternative sources of state and federal funding for DAR services. The current reimbursement rate for this program is calculated by the total Medi-Cal beneficiary eligible trips divided by the total number of individuals actually served to determine the percentage of net expenses eligible for reimbursement less 50 percent of the eligible net expense. To date, the Agency’s total cost savings through participation in this program is $2,818,848. 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 FY22 efforts will address community, media and public relations; allocate resources to increase the awareness of RTA’s services; promote 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 With a focus on revitalizing service, the Marketing Department must explore ways to increase ridership and promote travel by bus, while developing creative strategies to communicate and interact with customers. The department will continue to focus on communicating safety measures that customers must follow as restrictions loosen and more people return to work and school. Short Range Transit Plan • FY22 – FY24 30 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. 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 Short Range Transit Plan • FY22 – FY24 31 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 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 1, 2020 – July 31, 2022, RTA will continue 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. 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 LCTOP. Five Dollar Fare Promotion: From October 1-31, 2021, passengers will be able to purchase a 30- day pass for only five dollars. The promotion will be available for all fixed route service including CommuterLink. Participants will have unlimited use of their pass on RTA routes for 30 days or through November 30, 2021, whichever date is reached first. For DAR service, passengers will be able to purchase a 10-ticket booklet for five dollars. DAR passengers will have through November 30, 2021 to utilize their tickets. All promotional fares will be limited to one purchase per person. This promotion will help the Agency build ridership by encouraging both new and returning riders to utilize public transportation and to take more trips. The Five Dollar Fare Promotion is funded through the LCTOP. 3.4 PROJECTED RIDERSHIP GROWTH (FY22-24) The pandemic continues to affect RTA’s ridership. As businesses reopen and schools return to in- person sessions, ridership is projected to gradually increase. The projected ridership for FY22 will Short Range Transit Plan • FY22 – FY24 32 show an increase over the previous year at 4,309,863, a 26 percent increase from FY21. The projected ridership is reflective of RTA’s continued seven-day Sunday service, with select CommuterLink service into FY22 with incremental increases in service as demand increases. 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 was scheduled to be implemented in July 2021. However, on February 25, 2021, the Board unanimously approved delaying the July 2021 fare increase for one year until July 2022 due to the financial impacts of the COVID-19 pandemic. The table below shows the current fare structure and the fare increase that will take place in July 2022. Short Range Transit Plan • FY22 – FY24 33 3.6 CAPITAL IMPROVEMENT PLANNING 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 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 CNG vehicles projected to be purchased in FY22 are fully funded within this SRTP. Hydrogen Fueling Station – Hemet RTA cannot procure any FCEBs until the facilities are equipped with the necessary equipment and space needed to operate and maintain FCEBs. Construction of a hydrogen fueling station at the Hemet Division is the first step in implementing the ZEB Plan. Construction is estimated to begin in 2024 at the Hemet Division. Architectural and engineering (A&E) and construction of the hydrogen fueling station at Division II, is currently unfunded. RTA is actively seeking and applying for grant funding for these projects. Equipment and Passenger Amenities Moreno Valley Mall Bus Stop Improvements: In January 2020, space for two additional bus stops was added at the Moreno Valley Mall Transit Center to ease bus congestion. RTA staff plans to add passenger amenities and bus pads to protect the roadway. This project is currently unfunded and was put on hold due to the COVID-19 pandemic. Farebox Replacement with Contactless Payment Capability: RTA’s current fareboxes are outdated and have surpassed their useful life. The fareboxes need to be replaced and upgraded to be in line with current technology and fare collection options. This project is fully funded and is estimated to cost $5.5 million. Sustainable Service Plan: RTA will complete a study that will evaluate how and when service should be increased beginning in 2022, in response to demand, funding limitations and operational constraints, with a focus on equity. The study will also identify routes or segments that can be adjusted to reduce mileage, making for an easier transition to FCEBs which have Short Range Transit Plan • FY22 – FY24 34 limited range given RTA’s large service area. RTA is currently seeking grant funding for this project. 3.7 CAPITAL PROJECTS BEYOND FY24 At the November and December 2020 Board meeting, the RTA Board of Directors approved the ZEB Plan and the recommendation to pursue an all FCEB fleet. The ZEB Plan includes a comprehensive operational and financial analysis on the impacts of transitioning to an all FCEB fleet. It is estimated to cost RTA over $76 million in additional capital funding over the next 20 years to transition the fleet to FCEBs. This additional funding is over and beyond the CNG fleet replacement RTA had been planning for. The total capital cost for the 20 year period is estimated to be over $400 million. Included in the ZEB Plan is a Rollout Plan which details out RTA's transition to an all FCEB fleet by the year 2040. It includes bus procurements and facility improvements that need to be made in the next 20 years. Construction of the hydrogen fueling station is estimated to begin in 2026 for Division I and the timeline is contingent on funding availability. The Rollout Plan takes into account RTA's current reduced service levels due to the COVID-19 pandemic and projects when buses will meet their minimum useful life and need to be replaced. The first FCEBs are estimated to be delivered in 2026 with the next deliveries estimated to take place in 2028 and 2030. These dates may change depending on how quickly ridership returns following the pandemic warranting increases in service. All capital expenses associated with the transition to FCEBs are currently unfunded. Short Range Transit Plan • FY22 – FY24 35 CHAPTER 4: FINANCIAL PLANNING The FY22 Operating and Capital Budgets reflect the Agency’s plan to transition into the post- pandemic and ZEB business model. The proposed budgets are developed to support overall Agency goals of providing safe and reliable public bus transportation in western Riverside County, providing excellent customer service, and preserving and regaining ridership – all within estimated fiscal constraints. It should be noted that significant adjustments – positive or negative – to the requested budgets are possible after the commencement of FY22. 4.1 OPERATING AND CAPITAL BUDGET FOR FY22 The Agency’s FY22 Operating Budget reflects a fixed-route service plan, in terms of revenue service hours, that is down 3 percent when compared to the FY21 budget. The Agency plans to strategically discontinue various routes and route segments, while increasing the frequencies on our top performing routes. The Agency also plans to welcome back a greater number of our senior and disabled customers. As such, DAR revenue service hours are slated to increase 16 percent as compared to the FY21 budget. The fixed-route and DAR revenue service hours combine for a service plan in FY22 that is essentially flat when compared to FY21. The Agency believes this is a service level that balances forecasted fiscal constraints, safety of the public and our employees and the varied profile of the service area. We are planning to deliver service aimed at preserving and regaining ridership throughout the region while we navigate the uncertainty surrounding the pandemic. RTA 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 FY22 Budget for the Agency is $106,386,096. This includes $85,687,886 for operating expenses and $20,698,210 for capital projects. The $85,687,886 FY22 Operating Budget reflects an increase of $3,295,687, or 4 percent, from the FY21 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 $20,698,210 FY22 Capital Budget is increased by $18,076,960, or 690 percent, from the current FY21 Capital Budget. With the FY22 Capital Budget, staff looks to the future and the ZEB landscape. The large increase in the Capital Budget is primarily driven by programming the final funding necessary to purchase 70 new 40-foot CNG buses. This is a purchase that was outlined in the Agency’s Board approved ZEB Plan. The Agency also puts money aside to modernize its fareboxes, which have not been replaced in over a decade. The FY22 Capital Budget also includes funding for vehicle and facilities maintenance, bus stop amenities, a planning study and the Vine Street Mobility Hub. Short Range Transit Plan • FY22 – FY24 36 Operating Budget Profile: Operations 60% Maintenance 15% Planning 1% Administration 24% The proposed Operating Budget totals $85,687,886. Operations, at 60 percent, constitutes the largest component of the proposed Operating Budget. Maintenance represents another 15 percent of the total. Together, Operations and Maintenance equate to 75 percent of the Agency Operating Budget. Planning and Administration functions combine for the remaining 25 percent of the Operating Budget. The Operating Budget contains five major cost elements. The elements are: • Salaries and Benefits (53 percent) are comprised of employee wages/salaries and fringe benefits including, but not limited to, medical, pension, worker’s compensation and other post-employment benefits (OPEB) • Purchased Transportation (26 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 (five percent) includes external auditing, legal counsel, legislative support, marketing, outside maintenance, custodial, armored transport, actuarial services, insurance brokerage and towing • Other Expenses (11 percent) consists of insurance, utilities, printing and publications, advertising and promotion, dues and subscriptions and other miscellaneous expenses 53% 26% 5%5% 11%Salaries & Benefits Purchased Transportation Services Materials & Supplies Other Expenses Short Range Transit Plan • FY22 – FY24 37 Capital Budget Profile: The proposed FY22 Capital Budget totals $20,698,210. Capital funding will be used for the purchase of critical items to maintain existing operations and service levels. The FY22 Capital Budget profile by project element is shown below: 22,454,702 3,000,0003,335,471 3,994,195 (12,302,658) 216,500 Vehicle Replacements Fareboxes Mobility Hubs Maintenance & Facilities Central O&M Facility Sustainability Study Notable capital projects included in the proposed FY22 Capital Budget are: • Programming of additional funds for 70, 40-foot CNG buses • Reprogramming of funds from Central Operations & Maintenance Facility to the CNG bus purchase • Additional funding to replace Agency’s fixed route fareboxes • Additional funding to build and construct the Vine Street Mobility Hub • Tire lease • Associated Transit Improvements • SB 1 State of Good Repair funding • Programming of funds toward a sustainability study in light of the pandemic and ZEB 4.2 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 FY22. Short Range Transit Plan • FY22 – FY24 38 Total Operating & Capital Revenues Operating Revenues $85,687,886 Capital Revenues $20,698,210 Passenger Fares $3,000,000 LTF Operating Assistance $28,924,662 Federal Operating Assistance $45,465,224 FTA Section 5307 $42,954,509 FTA Section 5310 $285,000 FTA Section 5311 $2,025,715 FTA CMAQ $200,000 LCTOP $2,998,000 Measure A $4,000,000 Other Local Revenue $1,300,000 Federal $3,508,044 FTA Section 5307 $656,000 FTA Section 5339 $2,852,044 STA $11,339,161 SB1 SGR $2,124,034 TUMF $184,025 LTF $32,475 Other $3,510,471 Funding for the FY23 and FY24 Operating and Capital Budgets are also expected to be from federal, state, and local revenue sources. Tables 4.1 and 4.2 are based on a few simple assumptions. Short Range Transit Plan • FY22 – FY24 39 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, a year-over-year inflation factor of four percent was used starting with FY22. Once the estimated budget was established under these assumptions, funding sources were reviewed 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, 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 # OF UNITS 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 O and M Facility $50,000,000 1 $50,000,000 $30,251,000 Annual Transit Enhancements Program Bus Stop $40,000 290 $11,600,000 $7,018,000 Central Corridor RapidLink Implementation BRT Service Capital $60,000 42 $2,520,000 $1,525,000 Vehicle Fleet Medium Buses Vehicle Fleet 1 $155,000 7 $1,085,000 $656,000 Vehicle Fleet Large Buses Vehicle Fleet 2 $585,000 29 $16,965,000 $10,264,000 COA Study COA Study $950,000 1 $950,000 $575,000 Short Range Transit Plan • FY22 – FY24 40 TOTALS: $153,120,000 $92,639,000 Source: TUMF Nexus Study – 2016 Program Update, Page 51. The Nexus Study is a planning document, and programming of TUMF funds is subject to funding availability and done through the TUMF Project Expenditure Plan. Table 5 contains RTA’s FY22 – FY26 TUMF Expenditure Plan effective July 1, 2021. 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. Short Range Transit Plan • FY22 – FY24 41 Disadvantaged Business Enterprise (DBE) Program: The federal DBE Program seeks to ensure nondiscrimination in the award and administration of FTA’s Department of Transportation-assisted contracts in the Department’s highway, transit and airport financial assistance programs and to create a level playing field on which DBEs can compete fairly for Department of Transportation-assisted contracts. In accordance with U.S. Department of Transportation regulations found at 49 C.F.R. § 26.45, a new 3- year DBE goal was submitted for review to the FTA and became effective on October 1, 2018. RTA’s DBE program will remain in effect through September 30, 2021. The new three-year DBE Goal is in progress and will be submitted prior to October 1, 2021. It will be in effect from October 1, 2021 through September 30, 2024. 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. Short Range Transit Plan • FY22 – FY24 42 Alternative Fueled Vehicles: RCTC Resolution No. 00-018 established an emissions standards requirement for the acquisition of urban transit buses with federal, state, or local funds. All full-sized urban public transit buses purchased or leased with federal, state or local funds granted or programmed by RCTC shall meet the urban bus optional, reduced-emissions standards set by the California Air Resources Board for oxides of nitrogen and non-methane hydrocarbons. RTA remains fully compliant with RCTC Resolution No. 00-0018 for vehicles purchased using federal, state or local funds. Southern California Air Quality Management District – Rule 1192: This rule requires public transit fleets of 15 or more revenue vehicles and operating in SCAQMD’s jurisdiction to acquire alternative fuel heavy duty vehicles when procuring revenue vehicles. The rule applies whether revenue vehicles are operated by government agencies or by private entities under contract to government agencies that provide passenger transportation services including intra- and inter-city shuttle services. 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 2020. 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 pre-pandemic. 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 and 204. Route 51 will start service in September 2021, as UCR prepares to reopen with in-person sessions. 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 six 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. Short Range Transit Plan • FY22 – FY24 43 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 of 126,500 in 2040 1, a 58 percent increase from 80,070 in 2016 2. 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 a 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, 74, 79 and 217 that currently serve the Hemet – San Jacinto Valley. Moreover, with the launch of the Microtransit Pilot Program in FY22, pending Board approval, the mobility hub will become a key destination for riders to get picked up and dropped off. 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 1 SCAG 2016-2040 RTP / SCS, Demographics and Growth Forecast 2 California Department of Finance, Report E-1 Short Range Transit Plan • FY22 – FY24 44 (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. A Project Manager was hired in spring of 2020 and a MOU between RTA and the City of Hemet is being finalized. The City of Hemet is in the process of releasing a Market Analysis study to identify the mixed land use/development potential for the land surrounding the Hub, as well as completing an updated CEQA document for the project area Vine Street Mobility Hub: The City of Riverside’s General Plan 2025 identified Vine Street as one of the preferred locations within downtown Riverside for a new mobility hub due to its proximity to major employment centers, county and city government centers, UCR, Riverside Community College, the Convention Center, multiple entertainment venues and urban housing complexes. Thus, the Vine Street Mobility Hub will function as a regional multi-modal transportation hub that supports connectivity between multiple transit agencies such as RTA and 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 will 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 parcel, 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 conceptual design for the Vine Street Mobility Hub was completed and approved by the RTA Board of Directors in July 2020. Extensive community outreach and feedback was completed in early 2020 and was incorporated into the design. The design was shared with the community via a virtual meeting in June 2020 for additional feedback and approval. RTA is currently in the A&E phase which is estimated to be completed in October 2021 with construction beginning in February 2022. 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. With the drastic decline in ridership due to the COVID-19 pandemic and uncertainty about how long it will take for riders to return to public transit, the Agency does not have an immediate need to construct a new Operations and Maintenance Facility. Furthermore, the ZEB Plan, which included a comprehensive operational and financial analysis on the impacts of transitioning to all FCEB fleet, confirmed that RTA has enough space Short Range Transit Plan • FY22 – FY24 45 between the existing facilities even if service increases in the future. It is estimated to cost RTA an additional $127 million dollars in operating and capital expenses over the next 20 years to transition, when comparing to RTA's current CNG fleet. Due to the COVID-19 pandemic and with the significant increase in costs over the next 20 years, RTA will be renovating and repurposing existing facilities and equipment to operate and maintain FCEBs. ZEB related renovations and construction are estimated to begin in 2024 at Division II and in 2026 at Division I. Equipment and Passenger Amenities 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. RTA staff will begin utilizing the software for the September 2021 service change with assistance from Giro through May 2022. 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. EV Charging Stations: RTA installed six electric chargers at the administrative offices to charge electric support vehicles in FY20-21. Due to the COVID-19 pandemic and resulting safety measures and decreased service levels, support vehicles have not been used as much as anticipated. As a result, installation of the remaining 8 electric chargers has been postponed until usage of non-revenue vehicles increases. This project is fully 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 Short Range Transit Plan • FY22 – FY24 46 stop amenities. RTA is purchasing electric support vehicles to minimize greenhouse gas emissions. In FY20-21, RTA purchased 12 electric support vehicles to replace older vehicles that have reached their minimum useful life in years or mileage as defined by the FTA. Due to the pandemic, support vehicles have not been used as much as anticipated. Procurement of the remaining 27 EVs has been postponed until service levels increase and support vehicles are needed. This project is fully funded. Additional open projects can be found in Table in 4.4. FY2021 FY2022 FY2021 FY2022 FY2021 FY2022 FY2021 FY2022 FY2021 FY2022 1 864,077 1,098,260 58,404 65,155 675,189 692,223 -$ 680,679$ 9,947,938$ 11,618,906$ 1 RL - - - -- --$ -$ -$ -$ 3 - - - -- --$ -$ -$ -$ 10 38,398 58,652 8,635 8,533 98,141 96,528 -$ 36,300$ 1,470,731$ 1,521,654$ 11 34,770 38,101 6,759 6,707 79,674 78,394 -$ 23,581$ 1,151,194$ 1,196,088$ 12 97,005 136,961 14,174 14,052 170,010 164,041 -$ 84,765$ 2,414,295$ 2,505,760$ 13 122,133 139,221 11,510 12,548 142,897 145,890 -$ 86,164$ 1,960,500$ 2,237,590$ 14 77,625 98,490 10,330 10,405 144,590 142,213 -$ 60,955$ 1,759,553$ 1,855,513$ 15 157,899 203,086 18,139 20,394 231,554 220,497 -$ 125,689$ 3,089,597$ 3,636,713$ 16 264,044 346,241 22,636 24,253 263,917 270,629 -$ 214,287$ 3,855,525$ 4,324,908$ 18 28,787 17,274 8,707 4,295 118,481 42,939 -$ 10,691$ 1,483,066$ 765,859$ 19 359,143 443,217 38,748 41,418 522,671 529,860 -$ 274,306$ 6,599,938$ 7,385,969$ 20 88,571 117,041 13,809 14,314 213,733 214,626 -$ 72,436$ 2,352,125$ 2,552,522$ 21 53,240 32,087 7,930 4,089 118,167 41,552 -$ 19,858$ 1,350,665$ 729,219$ 22 121,740 131,598 15,278 15,235 249,299 238,509 -$ 81,445$ 2,602,391$ 2,716,713$ 27 69,574 76,946 11,730 11,150 236,827 226,414 -$ 47,622$ 1,998,043$ 1,988,390$ 28 204,967 197,630 21,795 25,230 379,100 429,706 -$ 122,313$ 3,712,287$ 4,499,135$ 29 80,791 81,352 10,498 10,298 155,479 152,923 -$ 50,348$ 1,788,120$ 1,836,310$ 41D - - - -- --$ -$ -$ -$ 49 92,404 157,715 9,506 9,887 123,231 123,783 -$ 97,609$ 1,619,223$ 1,763,149$ 54F - - - -- --$ -$ -$ -$ 200 63,073 67,765 14,588 13,873 374,162 363,714 181,807$ 41,940$ 2,484,755$ 2,473,945$ 202D - - - -- --$ -$ -$ -$ 204 19,321 20,222 6,208 5,691 134,640 124,013 37,608$ 12,515$ 1,057,413$ 1,014,888$ 205 8,822 10,898 4,352 2,064 111,812 67,317 21,311$ 6,744$ 741,279$ 368,065$ 206 5,571 10,116 5,107 2,567 139,002 53,878 16,701$ 6,261$ 869,913$ 457,780$ 208D 12,861 14,436 6,938 2,857 178,530 66,012 17,878$ 8,934$ 1,181,686$ 509,406$ 210D - - - -- --$ -$ -$ -$ 217D - - - - --$ -$ -$ -$ 2,864,817 3,497,309 325,780 325,015 4,861,106 4,485,662 275,304$ 2,165,442$ 55,490,238$ 57,958,482$ % Change - FY21 vs. FY20 22.08%-0.23%-7.72%686.6%4.4% 3 30,172 50,951 4,976 4,894 64,023 62,611 -$ 31,533$ 594,728$ 612,498$ 4 - - - -- --$ -$ -$ -$ 8 51,209 72,690 12,885 12,673 203,676 198,519 -$ 44,988$ 1,539,895$ 1,585,906$ 9 20,146 31,844 4,904 4,847 96,306 95,285 -$ 19,708$ 586,103$ 606,508$ 19A 265 335 392 356 3,580 2,454 -$ 207$ 46,872$ 44,556$ 23 22,361 38,455 11,510 11,478 160,717 160,213 -$ 23,800$ 1,375,651$ 1,436,339$ 24 18,643 33,555 8,949 8,797 116,012 113,893 -$ 20,767$ 1,069,493$ 1,100,911$ 26 - - - -- --$ -$ -$ -$ 30 8,102 17,424 4,009 4,093 56,143 55,220 -$ 10,784$ 479,127$ 512,162$ 31 49,638 55,343 17,228 13,543 340,240 275,307 -$ 34,251$ 2,059,010$ 1,694,765$ 32 30,806 30,561 8,419 4,289 96,492 49,436 -$ 18,914$ 1,006,239$ 536,770$ 33 9,302 7,873 3,906 2,001 49,566 25,394 -$ 4,873$ 466,767$ 250,400$ 40 10,053 - 7,308 -128,872 --$ -$ 873,369$ -$ 41C 10,914 16,970 4,392 4,337 82,769 81,416 -$ 10,503$ 524,931$ 542,722$ 42 5,357 12,087 3,766 1,931 51,857 26,568 -$ 7,481$ 450,045$ 241,711$ 44 (Circulator)- 60,605 - 5,406 - 64,707 -$ 37,508$ -$ 676,526$ 50 1,773 995 2,231 2,338 14,734 14,734 110,000$ 150,000$ 266,641$ 292,623$ 51 - 20,417 - 1,761 - 18,580 -$ 187,925$ -$ 220,415$ 52 - - - -- --$ -$ -$ -$ 54 - - - -- --$ -$ -$ -$ 55 - 15,179 - 813 - 10,018 -$ 17,362$ -$ 101,742$ 61 35,450 50,273 12,343 12,205 214,620 210,862 -$ 31,113$ 1,475,187$ 1,527,431$ 74 57,019 63,630 13,316 11,445 233,333 202,238 -$ 39,380$ 1,591,515$ 1,432,270$ 79 39,792 50,083 12,921 11,125 212,645 178,877 -$ 30,996$ 1,544,257$ 1,392,280$ 202 - - - -- --$ -$ -$ -$ 204 - - - -- --$ -$ -$ -$ 208 - - - -- --$ -$ -$ -$ 210 - - - -- --$ -$ -$ -$ 217 - - - -- --$ -$ -$ -$ 401,001 629,270 133,454 118,332 2,125,585 1,846,333 110,000$ 722,094$ 15,949,830$ 14,808,535$ % Change - FY21 vs. FY20 56.92%-11.33%-13.14%556.4%-7.2% TOTAL FIXED ROUTES 3,265,819 4,126,579 459,234 443,347 6,986,691 6,331,995 385,304$ 2,887,536$ 71,440,069$ 72,767,017$ % Change - FY21 vs. FY20 26.36%-3.46%-9.37%649.4%1.9% RIVERSIDE TRANSIT AGENCY SHORT RANGE TRANSIT PLAN FY2021/2022 ‐ FY2023/2024 SUMMARY Revenue Hours Revenue Miles Operating ExpensesFare Revenue (1) Total Contracted Fixed Routes Comparative Statistics: FY2021 Budget vs. Proposed FY2022 SRTP Total Directly Operated Routes Unlinked Passengers Direct Operated Routes Contracted Fixed Routes FY2021 FY2022 FY2021 FY2022 FY2021 FY2022 FY2021 FY2022 FY2021 FY2022 RIVERSIDE TRANSIT AGENCY SHORT RANGE TRANSIT PLAN FY2021/2022 ‐ FY2023/2024 SUMMARY Revenue Hours Revenue Miles Operating ExpensesFare Revenue (1) Comparative Statistics: FY2021 Budget vs. Proposed FY2022 SRTP Unlinked Passengers Dial-a-ride Routes Riv-San UZA 93,422 83,742 49,914 57,782 776,886 1,035,324 422,477$ 51,827$ 6,927,904$ 7,852,541$ Murr-Tem-Men UZA 30,235 27,102 16,154 18,700 244,575 325,935 137,521$ 16,773$ 2,322,027$ 2,541,389$ Hemet UZA 21,114 18,927 11,281 13,059 179,283 238,924 95,448$ 11,714$ 1,515,301$ 1,774,759$ Non-UZA 2,487 2,230 1,329 1,538 24,505 32,657 11,327$ 1,380$ 186,899$ 209,077$ 147,258 132,000 78,679 91,080 1,225,249 1,632,840 666,774$ 81,694 10,952,130$ 12,377,766 % Change - FY21 vs. FY20 -10.36%15.76%33.27%-87.7%13.0% Taxi Service Riv-San UZA - - - -- --$ -$ -$ -$ Murr-Tem-Men UZA - - - -- --$ -$ -$ -$ Hemet UZA - - - -- --$ -$ -$ -$ Non-UZA - - - -- --$ -$ -$ -$ - - - -- --$ - -$ - 147,258 132,000 78,679 91,080 1,225,249 1,632,840 666,774$ 81,694$ 10,952,130$ 12,377,766$ -10.36%15.76%33.27%-87.7%13.0% Microtransit Microtransit 0 51,284 0 4,128 0 45,470 -$ 30,770$ -$ 543,102$ - 51,284 - 4,128 - 45,470 -$ 30,770$ -$ 543,102$ 3,413,077 4,309,863 537,913 538,555 8,211,940 8,010,305 1,052,078$ 3,000,000$ 82,392,199$ 85,687,886$ 26.28%0.12%-2.46%185.2%4.0% (1)Total Passenger Fare Revenue consists of cash fares, tickets, passes, subsidy agreements and Measure A. It does not include other local revenues. % Change - FY21 vs. FY20 % Change - FY21 vs. FY20 TOTAL DAR and TAXI SERVICE Total Dial-a-ride Routes Total Taxi Routes % Change - FY21 vs. FY20 GRAND TOTAL Total Microtransit % Change - FY21 vs. FY20 Route #Route Class Route Description Cities/Communities Served Connections 1RegionalFrom UCR and downtown Riverside to Galleria at Tyler and Corona primarily via University Ave. and Magnolia Ave.Riverside, Home Gardens, Corona Metrolink, Corona Cruiser, Omnitrans 10 Local From Big Springs St. on Riverside's Northside to Galleria at Tyler primarily via Blaine St., Third St., Victoria Ave. and Lincoln Ave.Riverside Omnitrans 11 Local Circulator between Moreno Valley Mall and March Air Reserve Base primarily via Frederick St., Ironwood Ave., Heacock St. and JFK Dr.Moreno Valley, March Joint Powers Authority 12 Local From Stephens Ave. and Center St. on Riverside's Northside, through downtown, then to Corona Hills Plaza via Jurupa Ave., Magnolia Ave., California Ave., Collett Ave. and Promenade Ave. Riverside, Corona, Highgrove Omnitrans, Corona Cruiser 13 Local From Hunter Park Metrolink Station to Galleria at Tyler in Riverside via Chicago Ave., MLK Blvd., Magnolia Ave., Central Ave., Arlington Ave., Colorado Ave. and Tyler St. Riverside Metrolink, Omnitrans 14 Regional From Galleria at Tyler to downtown Riverside via Indiana Ave. and Brockton Ave., then University Ave. and Iowa Ave. and Center St then to Loma Linda VA Hospital via Mount Vernon Ave. and Barton Rd. Riverside, Highgrove, Loma Linda Omnitrans, Beaumont Transit 15 Local From downtown Riverside to Galleria at Tyler via Magnolia Ave., Arlington Ave., La Sierra Ave., Tyler St. and Indiana Ave.Riverside Metrolink, Omnitrans 16 Local From Moreno Valley Mall to UCR via Day St., Box Springs Rd., Sycamore Canyon Blvd., Central Ave., Canyon Crest Dr., Campus Dr., University Ave., Iowa Ave. and Blaine St. Moreno Valley, Riverside 18 Local From Moreno Valley Mall to Heacock and Manzanita via Pigeon Pass Rd., Sunnymead Ranch Pkwy. and Perris Blvd.Moreno Valley 19 Regional From Moreno Valley Mall to Perris Station Transit Center via Sunnymead Blvd., Perris Blvd. and Moreno Valley College with service to distribution centers at Indian St. and Morgan St. Moreno Valley, Perris Metrolink 20 Regional From Magnolia Ave. and Elizabeth Ln. in Riverside to Moreno Valley College via Central Ave., Alessandro Blvd., Moreno Beach Dr. and Iris St. with selected trips serving Moreno Valley March Field Metrolink Station weekdays Riverside, March Joint Powers Authority, Moreno Valley 21 Local From Galleria at Tyler in Riverside to Pedley Metrolink Station via Magnolia Ave. and Van Buren Blvd.Jurupa Valley, Pedley, Riverside Metrolink 22 Regional From Perris Station Transit Center to downtown Riverside via Old Elsinore Rd., Clarke St., Wood Rd., Alessandro Blvd., Chicago Ave. and University Ave.Riverside, Woodcrest, Mead Valley, Perris Metrolink, Omnitrans 27 Regional From Perris Station Transit Center to Galleria at Tyler in Riverside via I‐215 Fwy and Van Buren Blvd. Riverside, Woodcrest, Orange Crest, March Joint Powers Authority, Perris Metrolink 28 Regional From Florida Ave. and Lincoln Ave. in East Hemet to Perris Station Transit Center Perris, Romoland, Homeland, Hemet, East Hemet, Valle Vista Metrolink 29 Regional From downtown Riverside to Amazon Eastvale via Rubidoux Blvd. and Limonite Ave. Selected trips deviate via Jurupa Valley/Pedley station weekdays. Eastvale, Jurupa Valley, Pedley, Rubidoux, Mira Loma, Riverside Metrolink, Omnitrans 49 Regional From downtown Riverside to Country Village and Fontana via Mission Blvd.Country Village, Glen Avon, Jurupa Valley, Rubidoux, Riverside, Fontana Metrolink, Omnitrans 200 Express From San Bernardino Transit Center to Anaheim via SR‐91 and SR‐55 Freeways with stops at downtown Riverside and La Sierra Metrolink Stations, Village at Orange and Anaheim Resort district San Bernardino, Riverside, Orange, Anaheim Omnitrans, Metrolink, OCTA, SunLine, Beaumont Transit, Mountain Transit, ATN, LA Metro 204 Express From UCR to Montclair TransCenter via downtown Riverside, Country Village and Ontario Mills Mall Country Village, Riverside, Jurupa Valley, Ontario, Montclair Metrolink, Omnitrans, Foothill Transit 205 Express From the Promenade Mall in Temecula to Corona via I‐15 and SR‐91 Fwys with stops in Murrieta, Lake Elsinore, Temescal Valley, Dos Lagos and Corona Transit Center Temecula, Murrieta, Lake Elsinore, Temescal Valley, Corona Metrolink, Corona Cruiser 206 Express From Promenade Mall Temecula to Corona Transit Center via I‐15 Freeway with stops in Murrieta, Lake Elsinore, Temescal Valley and Dos Lagos Temecula, Murrieta, Lake Elsinore, Temescal Valley, Corona Metrolink, Corona Cruiser Table 1: FY2021/22 Individual Route Descriptions as of July 1, 2021 RIVERSIDE TRANSIT AGENCY SHORT RANGE TRANSIT PLAN FY2021/2022 ‐ FY2023/2024 Directly Operated Fixed Routes Route #Route Class Route Description Cities/Communities Served Connections Table 1: FY2021/22 Individual Route Descriptions as of July 1, 2021 RIVERSIDE TRANSIT AGENCY SHORT RANGE TRANSIT PLAN FY2021/2022 ‐ FY2023/2024 3Local 10th St. and Belle Ave. in Corona via Main St. and Grand Ave. to the Corona Transit Center, Jurupa Valley and Eastvale via Hamner Ave. and Limonite Ave. to Amazon Eastvale Corona, Norco, Eastvale, Jurupa Valley Metrolink, Corona Cruiser, Omnitrans 8LocalServing Lake Elsinore Outlet Center, Walmart on Railroad Canyon Rd. and Lakeland Village via Lakeshore Dr., Mission Trail, Grand Ave. and Riverside Dr.Lake Elsinore, Lakeland Village, Wildomar 9LocalFrom Lake Elsinore Outlet Center to Perris Station Transit Center via Hwy 74, Theda St. and Ellis Ave. Perris, Good Hope, Meadowbrook, Lake Elsinore Metrolink 23 Local From Central & Palomar St. in Wildomar through Murrieta to County Center Dr. in Temecula Wildomar, Murrieta, Temecula 24 Local Temecula service with stops at County Center Dr., Old Town, Pechanga Resort and Temecula Valley Hospital Temecula 30 Local Perris local circulator serving the Perris Transit Center, Walmart and May Ranch Perris Metrolink 31 Regional Service from Hemet Valley Mall to Moreno Valley Mall via Banning and Beaumont with stops at Mt. San Jacinto Community College, Sun Lakes Village, Walmart on Moreno Beach Dr., Moreno Valley Senior Center and Riverside University Medical Center Moreno Valley, Banning, Beaumont, San Jacinto, Hemet Beaumont Transit, Banning Connect, SunLine 32 Local From Hemet Valley Mall to Mt. San Jacinto College via downtown San Jacinto and San Jacinto Ave.San Jacinto, Hemet 33 Local From Super‐Walmart on Sanderson Ave. and the Hemet Valley Mall in west Hemet to Stanford St. and Thornton Ave. in east Hemet Hemet, East Hemet, Valle Vista 41 Regional From the Mead Valley Community Center to Moreno Valley with stops at Moreno Valley College and Riverside University Medical Center Moreno Valley, Perris, Mead Valley 42 Local From the Hemet Valley Mall to Soboba Casino in San Jacinto via Kirby St., Cottonwood Ave., Santa Fe Ave. and East Main St.Hemet, San Jacinto 50 Trolley Riverside downtown Jury Trolley service Riverside 51*Trolley Circulator traveling between UCR and Canyon Crest Towne Center via Canyon Crest Dr., Central Ave., Chicago Ave., University Ave., Iowa Ave., Spruce St. and Watkins Dr. Riverside 55**Trolley Temecula Trolley traveling between Promenade Mall and Harveston.Temecula 61 Regional From the Perris Station Transit Center to Cherry Hills Blvd. and Bradley Rd. in Menifee and Temecula with stops at MSJC Menifee campus, Loma Linda University Medical Center ‐ Murrieta and County Center Dr. Perris, Menifee, Murrieta, Temecula Metrolink 74 Regional From San Jacinto and Hemet to Menifee and Perris, serving MSJC San Jacinto campus, Hemet Valley Mall, Winchester, MSJC Menifee campus and Perris Station Transit Center San Jacinto, Hemet, Winchester, Menifee, Perris Metrolink 79 Regional From the Hemet Valley Mall to Old Town Temecula via Winchester Rd. (State Hwy 79). Also serves County Center Dr., Promenade Mall, Temecula City Hall, French Valley and Southwest Justice Center San Jacinto, Hemet, Winchester, French Valley, Temecula Origin‐to‐Destination Banning, Beaumont, Corona, Eastvale, Good Hope, Highgrove, Jurupa Valley, Loma Linda, Mead Valley, Meadowbrook, Moreno Valley, Norco, Perris, Quail Valley, Riverside, Woodcrest Origin‐to‐Destination East Hemet, Gillman Springs, Green Acres, Hemet, Homeland, San Jacinto, Valle Vista, Winchester Origin‐to‐Destination Canyon Lake, French Valley, Lake Elsinore, Lakeland Village, Menifee, Murrieta, Temecula, Wildomar, Romoland Origin‐to‐Destination March Joint Powers Authority *Route 51 will be reinstated in September 2021. **Route 55 will be reinstated in August 2021. Hemet UZA Murrieta‐Temecula‐Menifee UZA Non‐UZA Contracted Fixed Routes Contracted Paratransit Routes Riverside‐San Bernardino UZA Table 1.1 - Fleet Inventory FY 2021/22 Short Range Transit Plan Riverside Transit Agency Bus (Motorbus) / Directly Operated Lift and Ramp Equipped Vehicle Length Year Built Mfg. Code Seating Capacity Model Code Fuel Type Code Life to Date Vehicle Miles Prior Year End FY 2019/20 Life to Date Vehicle Miles through March FY 2020/21 Average Lifetime Miles Per Active Vehicle As Of Year-To-Date (e.g., March) FY 2020/21 # of Active Vehicles FY 2020/ 21 # of Contingency Vehicles FY 2020/21 2013 GIL 38 G27D102N4 71 42 CN 71 31,904,860 30,116,570 424,177 2014 GIL 38 G27D102N4 20 42 CN 20 2,797,710 7,555,045 377,752 2016 GIL 38 G27D102N4 30 42 CN 30 4,472,547 5,568,143 185,604 121 121 Totals: 114 39,175,117 43,239,758 357,353 4/27/2021 TransTrack Manager™Page 1 of 1 Table 1.1 - Fleet Inventory FY 2021/22 Short Range Transit Plan Riverside Transit Agency Bus (Motorbus) / Purchased Transportation Lift and Ramp Equipped Vehicle Length Year Built Mfg. Code Seating Capacity Model Code Fuel Type Code Life to Date Vehicle Miles Prior Year End FY 2019/20 Life to Date Vehicle Miles through March FY 2020/21 Average Lifetime Miles Per Active Vehicle As Of Year-To-Date (e.g., March) FY 2020/21 # of Active Vehicles FY 2020/ 21 # of Contingency Vehicles FY 2020/21 2018 GLV 28 Entourage 29 33 CN 29 245,197 3,455,166 119,143 2019 GLV 28 Entourage 4 33 CN 4 2,013,509 181,634 45,408 2020 GLV 28 Entourage 30 33 CN 30 917,122 30,570 2018 SPC 12 Senator II 4 32 CN 4 467,738 557,460 139,365 2017 ZZZ 28 Villager 3 32 CN 3 131,303 43,767 2018 ZZZ 28 Villager 2 32 CN 2 181,859 75,713 37,856 72 72 Totals: 152 2,908,303 5,318,398 73,867 4/27/2021 TransTrack Manager™Page 1 of 1 Table 1.1 - Fleet Inventory FY 2021/22 Short Range Transit Plan Riverside Transit Agency Commuter Bus / Directly Operated Lift and Ramp Equipped Vehicle Length Year Built Mfg. Code Seating Capacity Model Code Fuel Type Code Life to Date Vehicle Miles Prior Year End FY 2019/20 Life to Date Vehicle Miles through March FY 2020/21 Average Lifetime Miles Per Active Vehicle As Of Year-To-Date (e.g., March) FY 2020/21 # of Active Vehicles FY 2020/ 21 # of Contingency Vehicles FY 2020/21 2013 GIL 38 G27D102N4 15 42 CN 15 5,135,291 5,737,049 382,469 2014 GIL 38 G27D102N4 2 42 CN 2 485,390 543,432 271,716 2016 GIL 38 G27D102N4 7 42 CN 7 1,211,834 1,515,617 216,516 24 24 Totals: 114 6,832,515 7,796,098 324,837 4/27/2021 TransTrack Manager™Page 1 of 1 Table 1.1 - Fleet Inventory FY 2021/22 Short Range Transit Plan Riverside Transit Agency Commuter Rail / Purchased Transportation Lift and Ramp Equipped Vehicle Length Year Built Mfg. Code Seating Capacity Model Code Fuel Type Code Life to Date Vehicle Miles Prior Year End FY 2019/20 Life to Date Vehicle Miles through March FY 2020/21 Average Lifetime Miles Per Active Vehicle As Of Year-To-Date (e.g., March) FY 2020/21 # of Active Vehicles FY 2020/ 21 # of Contingency Vehicles FY 2020/21 2018 GLV 28 Entourage 7 33 CN 7 468,806 519,233 74,176 7 7 Totals: 28 468,806 519,233 74,176 4/27/2021 TransTrack Manager™Page 1 of 1 Table 1.1 - Fleet Inventory FY 2021/22 Short Range Transit Plan Riverside Transit Agency Demand Response / Purchased Transportation Lift and Ramp Equipped Vehicle Length Year Built Mfg. Code Seating Capacity Model Code Fuel Type Code Life to Date Vehicle Miles Prior Year End FY 2019/20 Life to Date Vehicle Miles through March FY 2020/21 Average Lifetime Miles Per Active Vehicle As Of Year-To-Date (e.g., March) FY 2020/21 # of Active Vehicles FY 2020/ 21 # of Contingency Vehicles FY 2020/21 2015 EDN 12 AeroTch220 4 23 GA 4 5,836,732 608,235 152,058 2017 GLV 12 Universal 30 24 GA 30 3,237,512 3,657,683 121,922 2018 SPC 12 Senator II 39 22 GA 39 2,110,313 2,492,669 63,914 2020 SPC 12 Senator II 37 23 GA 37 111 353,842 9,563 110 110 Totals: 48 11,184,668 7,112,429 64,658 4/27/2021 TransTrack Manager™Page 1 of 1 Table 2.0 -- Service Provider Performance Targets Report FY 2020/21 Short Range Transit Plan Review Riverside Transit Agency FY 2020/21 Plan FY 2020/21 Target FY 2020/21 Year to Date Through 3rd Quarter Year to Date Performance Scorecard Data Elements 3,413,076 Unlinked Passenger Trips 23,753,074 Passenger Miles 537,914.0 Total Actual Vehicle Revenue Hours 8,211,940.0 Total Actual Vehicle Revenue Miles 10,345,926.0 Total Actual Vehicle Miles $82,392,199 Total Operating Expenses $2,570,042 Total Passenger Fare Revenue $79,822,157 Net Operating Expenses Performance Indicators Mandatory: 1. Farebox Recovery Ratio Fails to Meet Target>= 16.81% 7.20% 8.24% Discretionary: 1. Operating Cost Per Revenue Hour Fails to Meet Target<= $91.33 $153.17 $148.63 2. Subsidy Per Passenger Better Than Target>= $6.19 and <= $8.37 $23.39 $24.21 2. Subsidy Per Passenger Fails to Meet Target>= $6.19 and <= $8.37 $23.39 $24.21 3. Subsidy Per Passenger Mile Better Than Target>= $0.72 and <= $0.98 $3.36 $2.89 3. Subsidy Per Passenger Mile Fails to Meet Target>= $0.72 and <= $0.98 $3.36 $2.89 4. Subsidy Per Hour Better Than Target>= $58.20 and <= $78.74 $148.39 $136.38 4. Subsidy Per Hour Fails to Meet Target>= $58.20 and <= $78.74 $148.39 $136.38 5. Subsidy Per Mile Better Than Target>= $3.86 and <= $5.22 $9.72 $8.77 5. Subsidy Per Mile Fails to Meet Target>= $3.86 and <= $5.22 $9.72 $8.77 6. Passengers Per Revenue Hour Fails to Meet Target>= 7.99 and <= 10.81 6.35 5.63 7. Passengers Per Revenue Mile Fails to Meet Target>= 0.53 and <= 0.71 0.42 0.36 Note:Must meet at least 4 out of 7 Discretionary Performance Indicators Productivity Performance Summary: Service Provider Comments: 5/11/2021 TransTrack Manager™Page 1 of 1 FY 2021/22 - Table 2.1 -- SRTP Performance Report Service Provider: Riverside Transit Agency All Routes Performance Indicators FY 2021/22 Plan Plan Performance Scorecard (a)FY 2021/22 Target FY 2020/21 3rd Quarter Year-to-Date FY 2019/20 End of Year Actual Passengers None 2,247,859 4,309,864 6,976,842 Passenger Miles None 18,842,377 32,949,819 59,686,088 Revenue Hours None 399,025.3 538,554.0 793,803.9 Total Hours None 471,346.7 619,466.0 902,170.7 Revenue Miles None 6,205,242.1 8,010,303.0 12,007,333.0 Total Miles None 8,070,047.9 10,154,716.0 14,839,623.5 Operating Costs None$59,306,287 $85,687,885 $78,761,939 Passenger Revenue None$4,888,370 $4,299,999 $15,809,566 Measure-A Revenue None$4,000,000 LCTOP Revenue None$2,998,000 Operating Subsidy None$54,417,917 $81,387,886 $62,952,373 Operating Costs Per Revenue Hour Fails to Meet Target<= $152.27$148.63 $159.11 $99.22 Operating Cost Per Revenue Mile None$9.56 $10.70 $6.56 Operating Costs Per Passenger None$26.38 $19.88 $11.29 Farebox Recovery Ratio Fails to Meet Target>= 0.2 8.24% 13.18% 20.07% Subsidy Per Passenger Better Than Target>= $20.58 and <= $27.84$24.21 $18.88 $9.02 Subsidy Per Passenger Mile Meets Target>= $2.46 and <= $3.32$2.89 $2.47 $1.05 Subsidy Per Revenue Hour Meets Target>= $115.92 and <= $156.84$136.38 $151.12 $79.30 Subsidy Per Revenue Mile Fails to Meet Target>= $7.45 and <= $10.09$8.77 $10.16 $5.24 Passengers Per Revenue Hour Better Than Target>= 4.79 and <= 6.47 5.63 8.00 8.79 Passengers Per Revenue Mile Better Than Target>= 0.31 and <= 0.41 0.36 0.54 0.58 a) The Plan Performance Scorecard column is the result of comparing the FY 2021/22 Plan to the FY 2021/22 Primary Target. TransTrack Manager™ 5/11/2021 Page 1 of 1 Table 2.2 -- Riverside Transit Agency -- SRTP Service Summary FY 2021/22 Short Range Transit Plan All Routes FY 2018/19 Audited FY 2019/20 Audited FY 2020/21 Plan FY 2020/21 3rd Qtr Actual FY 2021/22 Plan Fleet Characteristics Peak-Hour Fleet 143 62 142 63 63 Financial Data Total Operating Expenses $85,687,885 $59,306,287 $82,392,199 $78,761,939 $73,902,008 Total Passenger Fare Revenue $11,297,999 $4,888,370 $5,935,497 $15,809,566 $18,302,160 Net Operating Expenses (Subsidies)$81,387,886 $54,417,917 $79,822,157 $62,952,373 $55,599,848 Operating Characteristics Unlinked Passenger Trips 4,309,864 2,247,859 3,413,076 6,976,842 8,697,652 Passenger Miles 32,949,819 18,842,377 23,753,074 59,686,088 60,974,297 Total Actual Vehicle Revenue Hours (a) 538,554.0 399,025.3 537,914.0 793,803.9 880,029.4 Total Actual Vehicle Revenue Miles (b) 8,010,303.0 6,205,242.1 8,211,940.0 12,007,333.0 13,376,948.5 Total Actual Vehicle Miles 10,154,716.0 8,070,047.9 10,345,926.0 14,839,623.5 16,559,181.1 Performance Characteristics Operating Cost per Revenue Hour $159.11 $148.63 $153.17 $99.22 $83.98 Farebox Recovery Ratio 13.18% 8.24% 7.20% 20.07% 24.77% Subsidy per Passenger $18.88 $24.21 $23.39 $9.02 $6.39 Subsidy per Passenger Mile $2.47 $2.89 $3.36 $1.05 $0.91 Subsidy per Revenue Hour (a)$151.12 $136.38 $148.39 $79.30 $63.18 Subsidy per Revenue Mile (b)$10.16 $8.77 $9.72 $5.24 $4.16 Passenger per Revenue Hour (a) 8.0 5.6 6.4 8.8 9.9 Passenger per Revenue Mile (b) 0.54 0.36 0.42 0.58 0.65 (a) Train Hours for Rail Modes. (b) Car Miles for Rail Modes. TransTrack Manager™ 5/11/2021 Page 1 of 1 Table 2.2 -- Riverside Transit Agency -- SRTP Service Summary FY 2021/22 Short Range Transit Plan Excluded Routes FY 2018/19 Audited FY 2019/20 Audited FY 2020/21 Plan FY 2020/21 3rd Qtr Actual FY 2021/22 Plan Fleet Characteristics Peak-Hour Fleet 49 13 31 12 21 Financial Data Total Operating Expenses $28,241,423 $10,993,643 $15,368,025 $12,109,153 $17,341,511 Total Passenger Fare Revenue $1,385,772 $1,293,349 $812,372 $1,291,272 $2,919,347 Net Operating Expenses (Subsidies)$26,855,651 $9,700,294 $15,295,838 $10,817,881 $14,422,164 Operating Characteristics Unlinked Passenger Trips 1,941,430 398,325 568,589 1,576,888 2,411,134 Passenger Miles 13,699,903 3,299,405 6,069,244 15,724,038 19,261,465 Total Actual Vehicle Revenue Hours (a) 162,568.0 71,654.8 94,049.0 157,965.0 251,382.6 Total Actual Vehicle Revenue Miles (b) 2,070,179.0 1,285,525.5 1,689,423.0 2,641,470.3 4,179,317.8 Total Actual Vehicle Miles 2,574,279.0 1,723,955.5 2,232,587.0 3,227,840.6 5,211,672.7 Performance Characteristics Operating Cost per Revenue Hour $173.72 $153.43 $163.40 $76.66 $68.98 Farebox Recovery Ratio 4.90% 11.76% 5.28% 10.66% 16.83% Subsidy per Passenger $13.83 $24.35 $26.90 $6.86 $5.98 Subsidy per Passenger Mile $1.96 $2.94 $2.52 $0.69 $0.75 Subsidy per Revenue Hour (a)$165.20 $135.38 $162.64 $68.48 $57.37 Subsidy per Revenue Mile (b)$12.97 $7.55 $9.05 $4.10 $3.45 Passenger per Revenue Hour (a) 11.9 5.6 6.1 10.0 9.6 Passenger per Revenue Mile (b) 0.94 0.31 0.34 0.60 0.58 (a) Train Hours for Rail Modes. (b) Car Miles for Rail Modes. TransTrack Manager™ 5/11/2021 Page 1 of 1 Table 2.2 -- Riverside Transit Agency -- SRTP Service Summary FY 2021/22 Short Range Transit Plan Non-Excluded Routes FY 2018/19 Audited FY 2019/20 Audited FY 2020/21 Plan FY 2020/21 3rd Qtr Actual FY 2021/22 Plan Fleet Characteristics Peak-Hour Fleet 94 49 111 57 52 Financial Data Total Operating Expenses $57,446,462 $48,312,644 $67,024,174 $66,652,786 $56,560,497 Total Passenger Fare Revenue $9,912,227 $3,595,021 $5,123,125 $14,518,294 $15,382,813 Net Operating Expenses (Subsidies)$54,532,235 $44,717,623 $64,526,319 $52,134,492 $41,177,684 Operating Characteristics Unlinked Passenger Trips 2,368,434 1,849,534 2,844,487 5,399,954 6,286,518 Passenger Miles 19,249,916 15,542,973 17,683,830 43,962,050 41,712,832 Total Actual Vehicle Revenue Hours (a) 375,986.0 327,370.5 443,865.0 635,838.9 628,646.7 Total Actual Vehicle Revenue Miles (b) 5,940,124.0 4,919,716.6 6,522,517.0 9,365,862.8 9,197,630.7 Total Actual Vehicle Miles 7,580,437.0 6,346,092.4 8,113,339.0 11,611,782.9 11,347,508.3 Performance Characteristics Operating Cost per Revenue Hour $152.79 $147.58 $151.00 $104.83 $89.97 Farebox Recovery Ratio 17.25% 7.44% 7.64% 21.78% 27.20% Subsidy per Passenger $23.02 $24.18 $22.68 $9.65 $6.55 Subsidy per Passenger Mile $2.83 $2.88 $3.65 $1.19 $0.99 Subsidy per Revenue Hour (a)$145.04 $136.60 $145.37 $81.99 $65.50 Subsidy per Revenue Mile (b)$9.18 $9.09 $9.89 $5.57 $4.48 Passenger per Revenue Hour (a) 6.3 5.7 6.4 8.5 10.0 Passenger per Revenue Mile (b) 0.40 0.38 0.44 0.58 0.68 (a) Train Hours for Rail Modes. (b) Car Miles for Rail Modes. TransTrack Manager™ 5/11/2021 Page 1 of 1 Table 2.2 -- RTA-BUS -- SRTP Service Summary FY 2021/22 Short Range Transit Plan All Routes FY 2018/19 Audited FY 2019/20 Audited FY 2020/21 Plan FY 2020/21 3rd Qtr Actual FY 2021/22 Plan Fleet Characteristics Peak-Hour Fleet 98 29 104 29 29 Financial Data Total Operating Expenses $57,958,482 $40,777,631 $55,490,238 $47,320,120 $43,633,672 Total Passenger Fare Revenue $10,463,442 $3,796,215 $5,158,723 $12,645,582 $14,126,671 Net Operating Expenses (Subsidies)$54,493,040 $36,981,416 $53,696,970 $34,674,538 $29,507,001 Operating Characteristics Unlinked Passenger Trips 3,497,309 1,850,324 2,864,816 5,506,023 6,825,680 Passenger Miles 25,132,468 14,400,308 19,588,964 43,379,731 45,497,976 Total Actual Vehicle Revenue Hours (a) 325,015.0 256,185.3 325,781.0 455,049.0 477,158.4 Total Actual Vehicle Revenue Miles (b) 4,485,661.0 3,833,335.9 4,861,106.0 6,398,547.3 6,634,855.0 Total Actual Vehicle Miles 5,602,818.0 4,947,732.1 6,116,386.0 7,506,116.9 7,755,931.7 Performance Characteristics Operating Cost per Revenue Hour $178.33 $159.17 $170.33 $103.99 $91.44 Farebox Recovery Ratio 18.05% 9.31% 9.29% 26.72% 32.38% Subsidy per Passenger $15.58 $19.99 $18.74 $6.30 $4.32 Subsidy per Passenger Mile $2.17 $2.57 $2.74 $0.80 $0.65 Subsidy per Revenue Hour (a)$167.66 $144.35 $164.83 $76.20 $61.84 Subsidy per Revenue Mile (b)$12.15 $9.65 $11.05 $5.42 $4.45 Passenger per Revenue Hour (a) 10.8 7.2 8.8 12.1 14.3 Passenger per Revenue Mile (b) 0.78 0.48 0.59 0.86 1.03 (a) Train Hours for Rail Modes. (b) Car Miles for Rail Modes. TransTrack Manager™ 5/11/2021 Page 1 of 1 Table 2.2 -- RTA Bus (Contract) -- SRTP Service Summary FY 2021/22 Short Range Transit Plan All Routes FY 2018/19 Audited FY 2019/20 Audited FY 2020/21 Plan FY 2020/21 3rd Qtr Actual FY 2021/22 Plan Fleet Characteristics Peak-Hour Fleet 45 25 38 26 27 Financial Data Total Operating Expenses $15,351,637 $11,292,386 $15,949,830 $17,017,262 $15,278,960 Total Passenger Fare Revenue $752,863 $480,047 $110,000 $1,760,615 $2,696,440 Net Operating Expenses (Subsidies)$14,598,774 $10,812,339 $15,839,830 $15,256,647 $12,582,520 Operating Characteristics Unlinked Passenger Trips 680,554 329,968 401,002 1,187,470 1,465,889 Passenger Miles 6,192,419 3,610,319 2,351,365 12,818,332 10,477,439 Total Actual Vehicle Revenue Hours (a) 122,460.0 96,879.2 133,455.0 193,169.6 209,163.3 Total Actual Vehicle Revenue Miles (b) 1,891,802.0 1,527,996.6 2,125,585.0 3,118,952.1 3,424,493.8 Total Actual Vehicle Miles 2,503,183.0 2,041,722.5 2,707,607.0 4,233,057.4 4,725,227.7 Performance Characteristics Operating Cost per Revenue Hour $125.36 $116.56 $119.51 $88.09 $73.05 Farebox Recovery Ratio 4.90% 4.25% 0.68% 10.35% 17.65% Subsidy per Passenger $21.45 $32.77 $39.50 $12.85 $8.58 Subsidy per Passenger Mile $2.36 $2.99 $6.74 $1.19 $1.20 Subsidy per Revenue Hour (a)$119.21 $111.61 $118.69 $78.98 $60.16 Subsidy per Revenue Mile (b)$7.72 $7.08 $7.45 $4.89 $3.67 Passenger per Revenue Hour (a) 5.6 3.4 3.0 6.2 7.0 Passenger per Revenue Mile (b) 0.36 0.22 0.19 0.38 0.43 (a) Train Hours for Rail Modes. (b) Car Miles for Rail Modes. TransTrack Manager™ 5/11/2021 Page 1 of 1 Table 2.2 -- RTA-DAR -- SRTP Service Summary FY 2021/22 Short Range Transit Plan All Routes FY 2018/19 Audited FY 2019/20 Audited FY 2020/21 Plan FY 2020/21 3rd Qtr Actual FY 2021/22 Plan Fleet Characteristics Peak-Hour Fleet 4 4 4 Financial Data Total Operating Expenses $12,377,766 $7,236,270 $10,952,130 $14,059,132 $14,365,383 Total Passenger Fare Revenue $81,694 $612,108 $666,774 $1,357,210 $1,428,510 Net Operating Expenses (Subsidies)$12,296,072 $6,624,162 $10,285,357 $12,701,922 $12,936,873 Operating Characteristics Unlinked Passenger Trips 132,001 65,502 147,258 275,078 393,713 Passenger Miles 1,624,932 806,330 1,812,745 3,386,210 4,846,607 Total Actual Vehicle Revenue Hours (a) 91,079.0 44,144.1 78,678.0 141,550.0 186,938.4 Total Actual Vehicle Revenue Miles (b) 1,632,840.0 814,305.6 1,225,249.0 2,391,238.1 3,140,400.5 Total Actual Vehicle Miles 2,048,715.0 1,050,989.3 1,521,933.0 3,001,853.7 3,900,822.5 Performance Characteristics Operating Cost per Revenue Hour $135.90 $163.92 $139.20 $99.32 $76.85 Farebox Recovery Ratio 0.66% 8.46% 6.08% 9.65% 9.94% Subsidy per Passenger $93.15 $101.13 $69.85 $46.18 $32.86 Subsidy per Passenger Mile $7.57 $8.22 $5.67 $3.75 $2.67 Subsidy per Revenue Hour (a)$135.00 $150.06 $130.73 $89.73 $69.20 Subsidy per Revenue Mile (b)$7.53 $8.13 $8.39 $5.31 $4.12 Passenger per Revenue Hour (a) 1.5 1.5 1.9 1.9 2.1 Passenger per Revenue Mile (b) 0.08 0.08 0.12 0.12 0.13 (a) Train Hours for Rail Modes. (b) Car Miles for Rail Modes. TransTrack Manager™ 5/11/2021 Page 1 of 1 Table 2.2 -- RTA Taxi -- SRTP Service Summary FY 2021/22 Short Range Transit Plan All Routes FY 2018/19 Audited FY 2019/20 Audited FY 2020/21 Plan FY 2020/21 3rd Qtr Actual FY 2021/22 Plan Fleet Characteristics Peak-Hour Fleet 4 4 Financial Data Total Operating Expenses $0 $0 $365,425 $623,993 Total Passenger Fare Revenue $0 $0 $46,159 $50,539 Net Operating Expenses (Subsidies)$0 $0 $319,266 $573,454 Operating Characteristics Unlinked Passenger Trips 0 0 8,271 12,370 Passenger Miles 0 0 101,816 152,275 Total Actual Vehicle Revenue Hours (a) 0.0 0.0 4,035.2 6,769.4 Total Actual Vehicle Revenue Miles (b) 0.0 0.0 98,595.5 177,199.3 Total Actual Vehicle Miles 0.0 0.0 98,595.5 177,199.3 Performance Characteristics Operating Cost per Revenue Hour $90.56 $92.18 Farebox Recovery Ratio 12.63% 8.10% Subsidy per Passenger $38.60 $46.36 Subsidy per Passenger Mile $3.14 $3.77 Subsidy per Revenue Hour (a)$79.12 $84.71 Subsidy per Revenue Mile (b)$3.24 $3.24 Passenger per Revenue Hour (a) 2.1 1.8 Passenger per Revenue Mile (b) 0.08 0.07 (a) Train Hours for Rail Modes. (b) Car Miles for Rail Modes. TransTrack Manager™ 5/11/2021 Page 1 of 1 Route #Mode (FR/DAR) Service Type (DO/CO)Route Description Date of Implementation Exemption End Date 1FRDOUniversity of California, Riverside (UCR) to downtown Riverside and Corona 9/12/2021 6/30/2024 4 1 FR CO New route from Amazon Eastvale to Corona Transit Center via Archibald Ave. and River Rd. through Eastvale, Norco and Corona ‐‐‐‐‐‐ 12 FR DO Riverside (La Cadena & Stephens) to downtown Riverside, Galleria at Tyler Mall and Corona Hills Plaza 9/8/2019 6/30/2022 13 FR DO Hunter Park/UCR Metrolink Station to downtown Riverside and Galleria at Tyler Mall 1/9/2022 6/30/2024 15 FR DO Downtown Riverside to Merced and Magnolia via Arlington Ave. 9/12/2021 6/30/2024 28 FR DO From Florida Ave. and Lincoln Ave. in east Hemet to Perris Station Transit Center 9/12/2021 6/30/2024 30 FR CO Perris local circulator serving the Perris Transit Center, Walmart, May Ranch and Weston Rd. & Carter Dr. 4/5/2020 6/30/2022 33 FR CO From Super‐Walmart on Sanderson Ave. and the Hemet Valley Mall in west Hemet to Stanford St. and Thornton Ave. in east Hemet 4/5/2020 6/30/2022 44 FR CO New circulator that connects Hemet Valley Mall with Mount San Jacinto College 1/9/2022 6/30/2024 51 FR CO UCR Crest Cruiser to Canyon Crest Towne Center 8/1/2021 6/30/2024 55 FR CO From Promenade Mall to Harveston 9/12/2021 6/30/2024 204 2 FR DO From UCR, downtown Riverside and Jurupa Valley to Ontario Mills Mall and Montclair Transit Center 4/5/2020 6/30/2022 206 2 FR DO From the Promenade Mall in Temecula to Corona Transit Center via 15 Fwy with stops at Murrieta, Lake Elsinore Outlet Center and Temescal Valley 4/5/2020 6/30/2022 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 4/5/2020 6/30/2022 217 3 FR CO/DO Serves Hemet and San Jacinto to Temecula and Escondido 1/12/2020 6/30/2022 1 Route 4 implementation has been postponed due to the COVID‐19 pandemic. 3 As of 4/5/20, Route 217 is no longer running due to the COVID‐19 pandemic. 2 Additional mid‐day service began on 1/12/2020. Service was suspended as of 4/5/20 when the Agency went to 7‐day Sunday service levels due to the COVID‐19 pandemic. Select weekday trips were implemented using Low Carbon Transit Operations Program (LCTOP) funding. Excluded routes are new routes or new service extentions that are eligible for exemption from the farebox recovery requirements. FY2021/2022 ‐ FY2023/2024 Table 2.2A Excluded Routes SHORT RANGE TRANSIT PLAN RIVERSIDE TRANSIT AGENCY Table 2.3 - SRTP Route Statistics Riverside Transit Agency -- 7 Data Elements Route # Day Type Peak Vehicles Passengers Passenger Miles Revenue Hours Total Hours Revenue Miles Total Miles Operating Cost Passenger Revenue Measure-A Revenue FY 2021/22 LCTOP Revenue All Routes RTA-0 All Days $1,300,000 $4,000,000 $2,998,000 RTA-1 All Days 1,098,260 6,983,092 16 692,223 869,734 $11,618,906 $680,679 70,926 65,155 RTA-10 All Days 58,652 371,498 2 96,528 133,957 $1,521,654 $36,300 9,029 8,533 RTA-101 All Days 0 0 0 0 0 $0 $0 0 0 RTA-11 All Days 38,101 241,789 2 78,394 93,507 $1,196,088 $23,581 7,210 6,707 RTA-12 All Days 136,961 872,074 4 164,041 189,545 $2,505,760 $84,765 15,104 14,052 RTA-13 All Days 139,221 883,023 3 145,890 159,449 $2,237,590 $86,164 13,143 12,548 RTA-14 All Days 98,490 624,183 4 142,213 169,063 $1,855,513 $60,955 11,409 10,405 RTA-15 All Days 203,086 1,288,453 6 220,497 251,187 $3,636,713 $125,689 21,444 20,394 RTA-16/16E All Days 346,241 2,189,929 11 270,629 308,639 $4,324,908 $214,287 25,733 24,253 RTA-18 All Days 17,274 109,445 2 42,939 57,192 $765,859 $10,691 4,758 4,295 RTA-19 All Days 443,217 2,817,186 8 529,860 644,250 $7,385,969 $274,306 44,839 41,418 RTA-19C All Days 335 2,972 1 2,454 8,981 $44,556 $207 550 356 RTA-20 All Days 117,041 740,810 6 214,626 243,690 $2,552,522 $72,436 15,482 14,314 RTA-200 All Days 67,765 2,045,102 5 363,714 484,029 $2,473,945 $41,940 18,193 13,873 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 20,222 602,482 1 124,013 135,402 $1,014,888 $12,515 6,336 5,691 RTA-205 All Days 10,898 324,688 1 67,317 148,748 $368,065 $6,744 4,541 2,064 RTA-206D All Days 10,116 301,390 2 53,878 141,411 $457,780 $6,261 5,186 2,567 RTA-208 All Days 0 0 0 0 0 $0 $0 0 0 RTA-208D All Days 14,436 430,097 2 66,012 87,989 $509,406 $8,934 3,478 2,857 RTA-21 All Days 32,087 204,656 2 41,552 68,068 $729,219 $19,858 4,851 4,089 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 131,598 836,316 3 238,509 300,905 $2,716,713 $81,445 17,234 15,235 RTA-23 All Days 38,455 348,811 5 160,213 214,027 $1,436,339 $23,800 13,267 11,478 RTA-24 All Days 33,555 306,677 1 113,893 158,157 $1,100,911 $20,767 10,371 8,797 RTA-27 All Days 76,946 490,086 3 226,414 285,668 $1,988,390 $47,622 12,826 11,150 RTA-28 All Days 197,630 1,257,829 7 429,706 494,750 $4,499,135 $122,313 27,988 25,230 RTA-29 All Days 81,352 517,400 4 152,923 178,707 $1,836,310 $50,348 11,494 10,298 RTA-3 All Days 50,951 515,708 2 62,611 113,374 $612,498 $31,533 6,755 4,894 RTA-30 All Days 17,424 155,094 1 55,220 63,585 $512,162 $10,784 4,482 4,093 RTA-31 All Days 55,343 499,851 4 275,307 330,039 $1,694,765 $34,251 15,888 13,543 RTA-32 All Days 30,561 277,469 3 49,436 73,201 $536,770 $18,914 5,279 4,289 RTA-33 All Days 7,873 70,368 1 25,394 33,230 $250,400 $4,873 2,328 2,001 TransTrack Manager™ 4/27/2021 Page 1 of 4 Table 2.3 - SRTP Route Statistics Riverside Transit Agency -- 7 Data Elements Route # Day Type Peak Vehicles Passengers Passenger Miles Revenue Hours Total Hours Revenue Miles Total Miles Operating Cost Passenger Revenue Measure-A Revenue FY 2021/22 LCTOP Revenue All Routes RTA-3D All Days 0 0 0 0 0 $0 $0 0 0 RTA-40 All Days 0 0 0 0 0 $0 $0 0 0 RTA-41C All Days 16,970 151,769 1 81,416 98,384 $542,722 $10,503 5,231 4,337 RTA-41D All Days 0 0 0 0 0 $0 $0 0 0 RTA-42 All Days 12,087 109,771 2 26,568 32,945 $241,711 $7,481 2,240 1,931 RTA-44 All Days 60,605 546,591 2 64,707 74,838 $676,526 $37,508 5,893 5,406 RTA-49 All Days 157,715 1,000,940 4 123,783 156,928 $1,763,149 $97,609 11,016 9,887 RTA-50 All Days 995 8,649 2 14,734 45,145 $292,623 $150,000 3,541 2,338 RTA-51 All Days 20,417 177,470 1 18,580 33,765 $220,415 $187,925 2,457 1,761 RTA-52 All Days 0 0 0 0 0 $0 $0 0 0 RTA-54 All Days 0 0 0 0 0 $0 $0 0 0 RTA-55 All Days 15,179 131,940 3 10,018 39,394 $101,742 $17,362 1,833 813 RTA-61 All Days 50,273 451,694 3 210,862 243,587 $1,527,431 $31,113 13,452 12,205 RTA-74 All Days 63,630 572,652 3 202,238 250,210 $1,432,270 $39,380 13,448 11,445 RTA-79 All Days 50,083 452,005 4 178,877 254,409 $1,392,280 $30,996 14,040 11,125 RTA-8 All Days 72,690 660,547 3 198,519 230,901 $1,585,906 $44,988 13,792 12,673 RTA-9 All Days 31,844 289,136 1 95,285 135,099 $606,508 $19,708 6,522 4,847 RTA-HEMDAR All Days 18,927 232,991 238,924 301,158 $1,774,759 $11,714 15,844 13,059 RTA-HemTax All Days 0 0 0 0 $0 $0 0 0 RTA-MICRO All Days 51,284 463,245 2 45,470 69,912 $543,102 $30,770 5,140 4,128 RTA-MTMDAR All Days 27,102 333,626 325,935 423,595 $2,541,389 $16,773 23,373 18,700 RTA-MTMTax All Days 0 0 0 0 $0 $0 0 0 RTA-NonDAR All Days 2,230 27,451 32,657 33,585 $209,077 $1,380 1,575 1,538 RTA-NonTax All Days 0 0 0 0 $0 $0 0 0 RTA-RSBDAR All Days 83,742 1,030,864 1,035,324 1,290,377 $7,852,541 $51,827 69,945 57,782 RTA-RSBTax All Days 0 0 0 0 $0 $0 0 0 4,309,864 32,949,819 143 8,010,303 10,154,716 $85,687,885 $4,299,999 $4,000,000 619,466 $2,998,000 538,554 TransTrack Manager™ 4/27/2021 Page 2 of 4 Table 2.3 - SRTP Route Statistics Riverside Transit Agency -- 7 Performance Indicators Route # Day Type Net Subsidy Operating Cost Per Revenue Mile Operating Cost Per Revenue Mile Cost Per Passenger Farebox Recovery Ratio Subsidy Per Passenger Subsidy Per Passenger Mile Subsidy Per Revenue Hour Subsidy Per Revenue Mile Passengers Per Hour FY 2021/22 Passengers Per Mile All Routes RTA-0 All Days ($1,300,000) RTA-1 All Days $178.33 $16.78 $10,938,227 $9.96 $1.57 $167.88 $15.80 16.86 5.85% 1.59 $10.58 RTA-10 All Days $178.33 $15.76 $1,485,354 $25.32 $4.00 $174.07 $15.39 6.87 2.38% 0.61 $25.94 RTA-101 All Days $0 RTA-11 All Days $178.33 $15.26 $1,172,507 $30.77 $4.85 $174.82 $14.96 5.68 1.97% 0.49 $31.39 RTA-12 All Days $178.32 $15.28 $2,420,995 $17.68 $2.78 $172.29 $14.76 9.75 3.38% 0.83 $18.30 RTA-13 All Days $178.32 $15.34 $2,151,426 $15.45 $2.44 $171.46 $14.75 11.10 3.85% 0.95 $16.07 RTA-14 All Days $178.33 $13.05 $1,794,558 $18.22 $2.88 $172.47 $12.62 9.47 3.28% 0.69 $18.84 RTA-15 All Days $178.32 $16.49 $3,511,024 $17.29 $2.72 $172.16 $15.92 9.96 3.45% 0.92 $17.91 RTA-16/16E All Days $178.32 $15.98 $4,110,621 $11.87 $1.88 $169.49 $15.19 14.28 4.95% 1.28 $12.49 RTA-18 All Days $178.31 $17.84 $755,168 $43.72 $6.90 $175.82 $17.59 4.02 1.39% 0.40 $44.34 RTA-19 All Days $178.33 $13.94 $7,111,663 $16.05 $2.52 $171.70 $13.42 10.70 3.71% 0.84 $16.66 RTA-19C All Days $125.16 $18.16 $44,349 $132.39 $14.92 $124.58 $18.07 0.94 0.46% 0.14 $133.00 RTA-20 All Days $178.32 $11.89 $2,480,086 $21.19 $3.35 $173.26 $11.56 8.18 2.83% 0.55 $21.81 RTA-200 All Days $178.33 $6.80 $2,432,005 $35.89 $1.19 $175.30 $6.69 4.88 1.69% 0.19 $36.51 RTA-202 All Days $0 RTA-202D All Days $0 RTA-204D All Days $178.33 $8.18 $1,002,373 $49.57 $1.66 $176.13 $8.08 3.55 1.23% 0.16 $50.19 RTA-205 All Days $178.33 $5.47 $361,321 $33.15 $1.11 $175.06 $5.37 5.28 1.83% 0.16 $33.77 RTA-206D All Days $178.33 $8.50 $451,519 $44.63 $1.50 $175.89 $8.38 3.94 1.36% 0.19 $45.25 RTA-208 All Days $0 RTA-208D All Days $178.30 $7.72 $500,472 $34.67 $1.16 $175.17 $7.58 5.05 1.75% 0.22 $35.29 RTA-21 All Days $178.34 $17.55 $709,361 $22.11 $3.47 $173.48 $17.07 7.85 2.72% 0.77 $22.73 RTA-217 All Days $0 RTA-217D All Days $0 RTA-22 All Days $178.32 $11.39 $2,635,268 $20.03 $3.15 $172.97 $11.05 8.64 2.99% 0.55 $20.64 RTA-23 All Days $125.14 $8.97 $1,412,539 $36.73 $4.05 $123.06 $8.82 3.35 1.65% 0.24 $37.35 RTA-24 All Days $125.15 $9.67 $1,080,144 $32.19 $3.52 $122.79 $9.48 3.81 1.88% 0.29 $32.81 RTA-27 All Days $178.33 $8.78 $1,940,768 $25.22 $3.96 $174.06 $8.57 6.90 2.39% 0.34 $25.84 RTA-28 All Days $178.32 $10.47 $4,376,822 $22.15 $3.48 $173.48 $10.19 7.83 2.71% 0.46 $22.77 RTA-29 All Days $178.32 $12.01 $1,785,962 $21.95 $3.45 $173.43 $11.68 7.90 2.74% 0.53 $22.57 RTA-3 All Days $125.15 $9.78 $580,965 $11.40 $1.13 $118.71 $9.28 10.41 5.14% 0.81 $12.02 RTA-30 All Days $125.13 $9.27 $501,378 $28.78 $3.23 $122.50 $9.08 4.26 2.10% 0.32 $29.39 RTA-31 All Days $125.14 $6.16 $1,660,514 $30.00 $3.32 $122.61 $6.03 4.09 2.02% 0.20 $30.62 RTA-32 All Days $125.15 $10.86 $517,856 $16.94 $1.87 $120.74 $10.48 7.13 3.52% 0.62 $17.56 RTA-33 All Days $125.14 $9.86 $245,527 $31.19 $3.49 $122.70 $9.67 3.93 1.94% 0.31 $31.80 TransTrack Manager™ 4/27/2021 Page 3 of 4 Table 2.3 - SRTP Route Statistics Riverside Transit Agency -- 7 Performance Indicators Route # Day Type Net Subsidy Operating Cost Per Revenue Mile Operating Cost Per Revenue Mile Cost Per Passenger Farebox Recovery Ratio Subsidy Per Passenger Subsidy Per Passenger Mile Subsidy Per Revenue Hour Subsidy Per Revenue Mile Passengers Per Hour FY 2021/22 Passengers Per Mile All Routes RTA-3D All Days $0 RTA-40 All Days $0 RTA-41C All Days $125.14 $6.67 $532,219 $31.36 $3.51 $122.72 $6.54 3.91 1.93% 0.21 $31.98 RTA-41D All Days $0 RTA-42 All Days $125.17 $9.10 $234,230 $19.38 $2.13 $121.30 $8.82 6.26 3.09% 0.45 $20.00 RTA-44 All Days $125.14 $10.46 $639,018 $10.54 $1.17 $118.21 $9.88 11.21 5.54% 0.94 $11.16 RTA-49 All Days $178.33 $14.24 $1,665,540 $10.56 $1.66 $168.46 $13.46 15.95 5.53% 1.27 $11.18 RTA-50 All Days $125.16 $19.86 $142,623 $143.34 $16.49 $61.00 $9.68 0.43 51.26% 0.07 $294.09 RTA-51 All Days $125.16 $11.86 $32,490 $1.59 $0.18 $18.45 $1.75 11.59 85.25% 1.10 $10.80 RTA-52 All Days $0 RTA-54 All Days $0 RTA-55 All Days $125.14 $10.16 $84,380 $5.56 $0.64 $103.79 $8.42 18.67 17.06% 1.52 $6.70 RTA-61 All Days $125.15 $7.24 $1,496,318 $29.76 $3.31 $122.60 $7.10 4.12 2.03% 0.24 $30.38 RTA-74 All Days $125.14 $7.08 $1,392,890 $21.89 $2.43 $121.70 $6.89 5.56 2.74% 0.31 $22.51 RTA-79 All Days $125.15 $7.78 $1,361,284 $27.18 $3.01 $122.36 $7.61 4.50 2.22% 0.28 $27.80 RTA-8 All Days $125.14 $7.99 $1,540,918 $21.20 $2.33 $121.59 $7.76 5.74 2.83% 0.37 $21.82 RTA-9 All Days $125.13 $6.37 $586,800 $18.43 $2.03 $121.06 $6.16 6.57 3.24% 0.33 $19.05 RTA-HEMDAR All Days $135.90 $7.43 $1,763,045 $93.15 $7.57 $135.01 $7.38 1.45 0.66% 0.08 $93.77 RTA-HemTax All Days $0 RTA-MICRO All Days $131.57 $11.94 $512,332 $9.99 $1.11 $124.11 $11.27 12.42 5.66% 1.13 $10.59 RTA-MTMDAR All Days $135.90 $7.80 $2,524,616 $93.15 $7.57 $135.01 $7.75 1.45 0.65% 0.08 $93.77 RTA-MTMTax All Days $0 RTA-NonDAR All Days $135.94 $6.40 $207,697 $93.14 $7.57 $135.04 $6.36 1.45 0.66% 0.07 $93.76 RTA-NonTax All Days $0 RTA-RSBDAR All Days $135.90 $7.58 $7,800,714 $93.15 $7.57 $135.00 $7.53 1.45 0.66% 0.08 $93.77 RTA-RSBTax All Days $0 $159.11 $10.70 $81,387,886 $18.88 $2.47 $151.12 $10.16 8.00 13.18% 0.54 $19.88 TransTrack Manager™ 4/27/2021 Page 4 of 4 Type FY2017/2018 Audited FY2018/2019 Audited FY2019/2020 Audited FY2020/21 Estimated (Based on 3rd Qtr actuals and annualized)FY2021/22 Planned System‐Wide Ridership 8,583,410 8,702,284 6,977,955 2,997,476 4,309,863 Operating cost per revenue hours $90.94 $97.25 $110.31 $148.49 $159.11 SHORT RANGE TRANSIT PLAN FY2021/2022 ‐ FY2023/2024 Table 3 Highlights RIVERSIDE TRANSIT AGENCY Recent Trends: When the COVID‐19 pandemic started in 2020, RTA had to quickly adjust to respond to drastic changes in ridership, revenues and requirements to ensure the safety of employees and riders. RTA focused on adjusting service levels to ensure long‐term sustainability for the Agency while meeting the limited demand for essential trips.On April 5, 2020, RTA reduced service levels to seven‐day Sunday service, plus additional peak CommuterLink service for all FY21.In October 2020, RTA contracted with Transportation Management & Design (TMD) to complete a Service Reduction Plan which evaluated RTA’s transit network and created a more efficient and sustainable system by modifying underperforming and/or duplicative routes and trips. FY21 saw the following service changes: • No service on major holidays –New Year’s Day, Memorial Day, Independence Day, Labor Day, Thanksgiving Day and Christmas Day. • Route 24: Alternate routing that serves the Temecula Library was discontinued. •Route 26: Discontinued service due to low ridership. •Route 27: The 9:02 p.m. weekday southbound and the 5:30 a.m. southbound weekend trips departing Galleria at Tyler were discontinued. •Route 28: Discontinued the 5:05 a.m. weekend westbound trip departing Hemet Valley Mall. •Route 30: West loop was discontinued. •Route 32: Discontinued the alternate routing along Commonwealth and Villines Avenues, Las Rosas Road and 7th Street. •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 were discontinued. •Route 50: Reinstatement of service on March 1, 2021. •Route 210: Discontinued service due to low ridership. • Implementation of sweeper bus service on directly operated routes 1, 15, 16, 19, 28 and 200 and as needed on contract operated routes 8, 32, 42, 74 and 79. The following changes were made in May 2021 as part of the Service Reduction Plan: • Route 1: The portion of this route in Corona between the Smith and 6th timepoint and West Corona Metrolink Station was discontinued. • Route 15: A portion of this route on Indiana Avenue from La Sierra Avenue to Merced Drive and Magnolia Avenue was discontinued along with the portion on Magnolia Avenue from La Sierra Avenue to Galleria at Tyler Mall. • Route 18: The portion of this route between the Moreno Valley Mall and Moreno Valley College was discontinued. • Route 21: The portion of this route between the Pedley Metrolink Station and Banana and Cherry timepoint in Fontana was discontinued. • Route 40: This route, which serves Canyon Lake and Menifee, is temporarily discontinued until demand returns. • Route 204: Northbound trips departing the Market and University timepoint at 4:20 a.m., 5:55 a.m. and the UCR at Bannockburn timepoint at 2:55 p.m., 3:45 p.m. and 6:13 p.m. were discontinued. The southbound trips departing the Montclair TransCenter at 5:25 a.m., 7:04 a.m., 4:17 p.m., 5:12 p.m. and 7:36 p.m. were discontinued. Service frequency was reduced to match ridership levels. • Route 205: The portion of this route between the Corona Transit Center and Village at Orange was discontinued. • Route 206: Service frequency was reduced to match ridership levels. Northbound trips departing the Promenade Mall timepoint at 4:17 a.m., 5:09 a.m., 5:48 a.m., 4:41 p.m. and 6:30 p.m. trips were discontinued. Southbound trips departing the Corona Transit Center timepoint at 6:25 a.m., 7:12 a.m., 5:09 p.m. and 5:50 p.m. were discontinued. • Route 208: This route, which connects Temecula and Riverside, is temporarily discontinued. Proposed Service Changes for FY 2022: With ridership levels down by 70 percent, RTA plans to continue seven‐day Sunday service with select CommuterLink service into FY22. As businesses reopen and schools return to in‐person sessions, RTA plans to incrementally increase service on its top 10 performing routes and reinstate subsidized routes 51 and 55. Additional changes will be made in the Hemet –San Jacinto area as part of the Service Reduction Plan that was approved in January 2021. These include the discontinuation/adjustment of six routes and the planning of a new circulator and Microtransit Pilot Program. The Microtransit Pilot Program is being studied and staff aims to release a Request for Proposals (RFP) in FY22, with contract award and service delivery plan subject to Board approval. Other service improvements could occur should demand return during FY22. SHORT RANGE TRANSIT PLAN FY2021/2022 ‐ FY2023/2024 Table 3 Highlights RIVERSIDE TRANSIT AGENCY The following service changes listed below are planned for FY22. Actual implementation of these adjustments is dependent on COVID‐19 pandemic developments and ridership. • September 2021 service changes: ○Increase service on routes 1, 15, 16, 19 and 28 to 80 percent of January 2020 (pre‐COVID) service levels. ○Route 51: Reinstate service. ○Route 55: Reinstate service. • January 2022 service changes: ○Increase service on routes 12, 13, 20, 22 and 49 to 65 percent of January 2020 (pre‐COVID) service levels. ○Implementation of the Microtransit Pilot Program: New pilot program allowing customers traveling within the Hemet and San Jacinto microtransit zone to request a ride using an app or by calling RTA. Customers can be picked and dropped off at existing bus stops within the two cities. Implementation of the Microtransit Pilot Program is contingent upon RTA Board approval. ○Route 31: Portion of this route between Mt. San Jacinto College (MSJC) and the Hemet Valley mall will be serviced by the new Route 44 circulator. ○Route 32: This route, which currently serves Hemet and San Jacinto, will be replaced by the microtransit program pending Board approval. ○Route 33: This route, which currently serves Hemet, will be replaced by the microtransit program pending Board approval. ○Route 42: This route, which currently serves Hemet and San Jacinto, will be replaced by the microtransit program pending Board approval. ○Route 44: New circulator that connects Hemet Valley Mall with MSJC with stops along State Street, San Jacinto Avenue, Oakland Avenue and Ramona Boulevard. Stops will be served every 30 minutes. ○Route 74: The section of this route between MSJC and Hemet Valley Mall will be serviced by the new Route 44 circulator. ○Route 79: The section of this route between MSJC and Hemet Valley Mall will be serviced by the new Route 44 circulator. Operating Budget ($85,687,886): •Increaseof 4% over FY21 budget. Variance analysis by major cost element is provided below: o Salaries and Benefits ‐flat as cost increases were offset by attrition. oPurchased Transportation ‐1% increase due to increase in DAR demand. oServices ‐15% increase due to increased security services. o Insurance ‐51% increase due to large increases in insurance premiums. o Materials & Supplies ‐3% increase due to increased inventory parts and fuel expenses. Capital Budget ($20,698,210): •Increase of 690% over FY21 budget. Capital projects included in this year's budget are provided below: o Additional funding for 70 new CNG buses ‐$10.1 million oCentral Operations & Maintenance Facility re‐programming to CNG bus purchase ‐$0.0 million o Additional funding to replace Agency fareboxes ‐$3.0 million o Additional funding for Vine Street Mobility Hub ‐$3.3 million oTire Lease ‐$0.3 million oBus Stop Improvements ‐$0.7 million o Facility Maintenance ‐$3.0 o Sustainability Study ‐$0.2 million Table 4.0 - Summary of Funding Requests - FY 2021/22 Riverside Transit Agency Original Operating 5307 HS 5307 HS ARPA 5307 LALB ARPA 5307 LALB CRRSAA 5307 MTM ARPA 5307 RS 5307 RS ARPA 5310 OB 5311 5311 CARES OB 5311 CRRSAA 5339 HS 5339 LALB 5339 MTM 5339 RSProjectTotal Amount of Funds ADA Complementary Paratransit Service $2,250,000 $1,800,000 Advertising Revenue Call Center $285,000 $285,000 Capital Cost of Contracting $5,000,000 $4,000,000 Capitalized Preventive Maintenance $5,625,000 $4,500,000 CNG Sales $100,000 CommuterLink $2,000,000 General Farebox Revenue $3,000,000 Investment Income $100,000 LCFS Credits $500,000 Mobile Ticketing $48,000 Operating Assistance $62,963,219 $3,487,814 $253,166 $452,439 $277,242 $900,366 $27,283,482 $524,716 $113,781 $1,387,218 RINs Credits $600,000 Route 1 Weekend Improvements $266,667 Welcome Back Riders Promotion $1,200,000 Youth Fare Promotion $1,750,000 Sub-total Operating $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 Sub-total Operating $85,687,886 $3,487,814 $253,166 $452,439 $277,242 $900,366 $10,300,000 $27,283,482 $285,000 $524,716 $113,781 $1,387,218 $0 $0 $0 $0 Capital 5307 HS 5307 HS ARPA 5307 LALB ARPA 5307 LALB CRRSAA 5307 MTM ARPA 5307 RS 5307 RS ARPA 5310 OB 5311 5311 CARES OB 5311 CRRSAA 5339 HS 5339 LALB 5339 MTM 5339 RSProjectTotal Amount of Funds FY16-5 Central O&M Facility $-12,302,658 FY22-1 Capitalized Tire Lease - FY22-1 $300,000 $240,000 FY22-2 Associated Transit Improvements - FY22-2 $520,000 $416,000 FY22-3 Facility, Fuel Stn, Vehicle Enhance/Upgrad es - FY22-3 $2,999,195 FY22-4 CNG Bus Replacement - FY22-4 $22,454,702 $485,973 $15,339 $618,429 $1,732,303 FY22-5 AHSC Bus Stop Improvements - FY22-5 $175,000 FY22-6 Vine Street Mobility Hub - FY22-6 $3,335,471 FY22-7 Sustainability and ZEB Route Plan - FY22-7 $216,500 FY22-8 Fareboxes - FY22-8 $3,000,000 Sub-total Capital $20,698,210 $0 $0 $0 $0 $0 $656,000 $0 $0 $0 $0 $0 $485,973 $15,339 $618,429 $1,732,303 Total Operating & Capital $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 Total Operating & Capital $106,386,096 $3,487,814 $253,166 $452,439 $277,242 $900,366 $10,956,000 $27,283,482 $285,000 $524,716 $113,781 $1,387,218 $485,973 $15,339 $618,429 $1,732,303 TransTrack Manager™Page 1 of 4 5/11/2021 20:07:52 ET Table 4.0 - Summary of Funding Requests - FY 2021/22 Riverside Transit Agency Original Operating AHSC CMAQ OB FARE INT LCTOP OB LCTOP PUC99313 LCTOP PUC99314 LTF MA CTSA MA IB OTHR LCL OTHR ST PTMISEA SGR PUC99313 SGR PUC99314ProjectTotal Amount of Funds ADA Complementary Paratransit Service $2,250,000 $450,000 Advertising Revenue Call Center $285,000 Capital Cost of Contracting $5,000,000 $1,000,000 Capitalized Preventive Maintenance $5,625,000 $1,125,000 CNG Sales $100,000 $100,000 CommuterLink $2,000,000 $2,000,000 General Farebox Revenue $3,000,000 $3,000,000 Investment Income $100,000 $100,000 LCFS Credits $500,000 $500,000 Mobile Ticketing $48,000 $48,000 Operating Assistance $62,963,219 $26,282,995 $2,000,000 RINs Credits $600,000 $600,000 Route 1 Weekend Improvements $266,667 $200,000 $66,667 Welcome Back Riders Promotion $1,200,000 $975,113 $224,887 Youth Fare Promotion $1,750,000 $1,750,000 Sub-total Operating $85,687,886 $0 $200,000 $3,000,000 $100,000 $1,798,000 $975,113 $224,887 $28,924,662 $2,000,000 $2,000,000 $1,200,000 $0 $0 $0 $0 Sub-total Operating $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 Capital AHSC CMAQ OB FARE INT LCTOP OB LCTOP PUC99313 LCTOP PUC99314 LTF MA CTSA MA IB OTHR LCL OTHR ST PTMISEA SGR PUC99313 SGR PUC99314ProjectTotal Amount of Funds FY16-5 Central O&M Facility $-12,302,658 $-12,302,658 FY22-1 Capitalized Tire Lease - FY22-1 $300,000 FY22-2 Associated Transit Improvements - FY22-2 $520,000 FY22-3 Facility, Fuel Stn, Vehicle Enhance/Upgrad es - FY22-3 $2,999,195 $1,934,712 $189,322 FY22-4 CNG Bus Replacement - FY22-4 $22,454,702 $12,302,658 FY22-5 AHSC Bus Stop Improvements - FY22-5 $175,000 $175,000 FY22-6 Vine Street Mobility Hub - FY22-6 $3,335,471 $3,335,471 FY22-7 Sustainability and ZEB Route Plan - FY22-7 $216,500 $32,475 $184,025 FY22-8 Fareboxes - FY22-8 $3,000,000 Sub-total Capital $20,698,210 $3,510,471 $0 $0 $0 $0 $0 $0 $32,475 $0 $0 $0 $184,025 $0 $1,934,712 $189,322 Total Operating & Capital $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 Total Operating & Capital $106,386,096 $3,510,471 $200,000 $3,000,000 $100,000 $1,798,000 $975,113 $224,887 $28,957,137 $2,000,000 $2,000,000 $1,200,000 $184,025 $0 $1,934,712 $189,322 FY 2021/22 Projected Funding Details Total Estimated Operating Funding Request $85,687,886 TransTrack Manager™Page 2 of 4 5/11/2021 20:07:52 ET Table 4.0 - Summary of Funding Requests - FY 2021/22 Riverside Transit Agency Original Operating STA PUC99313 STA PUC99314ProjectTotal Amount of Funds ADA Complementary Paratransit Service $2,250,000 Advertising Revenue Call Center $285,000 Capital Cost of Contracting $5,000,000 Capitalized Preventive Maintenance $5,625,000 CNG Sales $100,000 CommuterLink $2,000,000 General Farebox Revenue $3,000,000 Investment Income $100,000 LCFS Credits $500,000 Mobile Ticketing $48,000 Operating Assistance $62,963,219 RINs Credits $600,000 Route 1 Weekend Improvements $266,667 Welcome Back Riders Promotion $1,200,000 Youth Fare Promotion $1,750,000 Sub-total Operating $0 $0 $0 Sub-total Operating $85,687,886 $0 $0 Capital STA PUC99313 STA PUC99314ProjectTotal Amount of Funds FY16-5 Central O&M Facility $-12,302,658 FY22-1 Capitalized Tire Lease - FY22-1 $300,000 $60,000 FY22-2 Associated Transit Improvements - FY22-2 $520,000 $104,000 FY22-3 Facility, Fuel Stn, Vehicle Enhance/Upgrad es - FY22-3 $2,999,195 $875,161 FY22-4 CNG Bus Replacement - FY22-4 $22,454,702 $5,750,643 $1,549,357 FY22-5 AHSC Bus Stop Improvements - FY22-5 $175,000 FY22-6 Vine Street Mobility Hub - FY22-6 $3,335,471 FY22-7 Sustainability and ZEB Route Plan - FY22-7 $216,500 FY22-8 Fareboxes - FY22-8 $3,000,000 $3,000,000 Sub-total Capital $20,698,210 $9,789,804 $1,549,357 Total Operating & Capital $0 $0 $0 Total Operating & Capital $106,386,096 $9,789,804 $1,549,357 TransTrack Manager™Page 3 of 4 5/11/2021 20:07:52 ET Table 4.0 - Summary of Funding Requests - FY 2021/22 Riverside Transit Agency Original FY 2021/22 Projected Funding Details 5307 HS $3,487,814 5307 HS ARPA $253,166 5307 LALB ARPA $452,439 5307 LALB CRRSAA $277,242 5307 MTM ARPA $900,366 5307 RS $10,300,000 5307 RS ARPA $27,283,482 5310 OB $285,000 5311 $524,716 5311 CARES OB $113,781 5311 CRRSAA $1,387,218 CMAQ OB $200,000 FARE $3,000,000 INT $100,000 LCTOP OB $1,798,000 LCTOP PUC99313 $975,113 LCTOP PUC99314 $224,887 LTF $28,924,662 MA CTSA $2,000,000 MA IB $2,000,000 OTHR LCL $1,200,000 5307 RS $656,000 5339 HS $485,973 5339 LALB $15,339 5339 MTM $618,429 5339 RS $1,732,303 AHSC $3,510,471 LTF $32,475 OTHR ST $184,025 PTMISEA $0 SGR PUC99313 $1,934,712 SGR PUC99314 $189,322 STA PUC99313 $9,789,804 STA PUC99314 $1,549,357 Total Estimated Capital Funding Request $20,698,210 Total Funding Request $106,386,096 TransTrack Manager™Page 4 of 4 5/11/2021 20:07:52 ET FY 2021/22 SRTP Riverside Transit Agency Table 4.0 A - Capital Project Justification Original Project Number: FY22-1 FTIP No: Not Assigned - New Project Project Name: FY22-1 Capitalized Tire Lease Category: Bus Sub-Category: Parts Fuel Type: CNG Project Description: Funds for bus tires. Project Justification: Tires are a critical part of providing safe , reliable transportation. Project Schedule: Start Date Completion Date July 2021 June 2024 PROJECT FUNDING SOURCES (REQUESTED): Fund Type Fiscal Year Amount 5307 RS FY 2021/22 $240,000 STA PUC99313 FY 2021/22 $60,000 Total $300,000 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 8 4/27/2021 15:40:02 ET FY 2021/22 SRTP Riverside Transit Agency Table 4.0 A - Capital Project Justification Original Project Number: FY22-2 FTIP No: Not Assigned - New Project Project Name: FY22-2 Associated Transit Improvements Category: Bus Stop Sub-Category: Rehabilitation/Improvement Project Description: Associated Transit Improvements, Bus Stops, Shelters Project Justification: These funds will continue to ensure bus stops and amenities are kept in a state of good repair. Project Schedule: Start Date Completion Date July 2021 June 2023 PROJECT FUNDING SOURCES (REQUESTED): Fund Type Fiscal Year Amount 5307 RS FY 2021/22 $416,000 STA PUC99313 FY 2021/22 $104,000 Total $520,000 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 2 of 8 4/27/2021 15:40:02 ET FY 2021/22 SRTP Riverside Transit Agency Table 4.0 A - Capital Project Justification Original Project Number: FY22-3 FTIP No: Not Assigned - New Project Project Name: FY22-3 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 2021 June 2024 PROJECT FUNDING SOURCES (REQUESTED): Fund Type Fiscal Year Amount SGR PUC99313 FY 2021/22 $1,934,712 SGR PUC99314 FY 2021/22 $189,322 STA PUC99313 FY 2021/22 $875,161 Total $2,999,195 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 3 of 8 4/27/2021 15:40:02 ET FY 2021/22 SRTP Riverside Transit Agency Table 4.0 A - Capital Project Justification Original Project Number: FY22-4 FTIP No: Not Assigned - New Project Project Name: FY22-4 CNG Bus Replacement Category: Bus Sub-Category: Replacement Fuel Type: CNG Project Description: Funding to replace a portion (70) of the 40 foot bus fleet as part of the Agency's Zero Emission Bus (Z EB) rollout plan. Project Justification: Replacing a portion (70) of the Agency's CNG 40 foot bus fleet is a critical step towards ensuring the Agency can follow its ZEB Rollout Plan and ultimately comply with CARB requirements. Project Schedule: Start Date Completion Date July 2021 December 2024 PROJECT FUNDING SOURCES (REQUESTED): Fund Type Fiscal Year Amount 5339 HS FY 2021/22 $485,973 5339 LALB FY 2021/22 $15,339 5339 MTM FY 2021/22 $618,429 5339 RS FY 2021/22 $1,732,303 PTMISEA FY 2021/22 $12,302,658 STA PUC99313 FY 2021/22 $5,750,643 STA PUC99314 FY 2021/22 $1,549,357 Total $22,454,702 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 4 of 8 4/27/2021 15:40:02 ET FY 2021/22 SRTP Riverside Transit Agency Table 4.0 A - Capital Project Justification Original Project Number: FY22-5 FTIP No: Not Assigned - New Project Project Name: FY22-5 AHSC Bus Stop Improvements Category: Bus Stop Sub-Category: Rehabilitation/Improvement Project Description: Funding to provide improved amenities for certain identified bus stop locations. Project Justification: Improved bus stop amenities enhance the experience for our customers. Project Schedule: Start Date Completion Date July 2021 June 2023 PROJECT FUNDING SOURCES (REQUESTED): Fund Type Fiscal Year Amount AHSC FY 2021/22 $175,000 Total $175,000 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 5 of 8 4/27/2021 15:40:02 ET FY 2021/22 SRTP Riverside Transit Agency Table 4.0 A - Capital Project Justification Original Project Number: FY22-6 FTIP No: Not Assigned - New Project Project Name: FY22-6 Vine Street Mobility Hub Category: Facilities Sub-Category: Rehabilitation/Improvement Project Description: Funds necessary to continue to develop and ultimately build the Vine Street Mobility Hub. Project Justification: The Vine Street Mobility Hub will be a critical transfer point and key piece to the Agency's service plan in the Downtown Riverside area for years to come. Project Schedule: Start Date Completion Date July 2021 June 2026 PROJECT FUNDING SOURCES (REQUESTED): Fund Type Fiscal Year Amount AHSC FY 2021/22 $3,335,471 Total $3,335,471 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 6 of 8 4/27/2021 15:40:02 ET FY 2021/22 SRTP Riverside Transit Agency Table 4.0 A - Capital Project Justification Original Project Number: FY22-7 FTIP No: Not Assigned - New Project Project Name: FY22-7 Sustainability and ZEB Route Plan Category: Planning/Feasibility Sub-Category: Study Project Description: Plan will help structure routes in a way that aligns with sustainability at various service levels as well as in the ZEB landscape. Project Justification: Planning for sustainability and ZEB as we come out of the post-COVID era will be key to RTA's success long-term. Project Schedule: Start Date Completion Date July 2021 December 2022 PROJECT FUNDING SOURCES (REQUESTED): Fund Type Fiscal Year Amount LTF FY 2021/22 $32,475 OTHR ST FY 2021/22 $184,025 Total $216,500 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 Manager™Page 7 of 8 4/27/2021 15:40:02 ET FY 2021/22 SRTP Riverside Transit Agency Table 4.0 A - Capital Project Justification Original Project Number: FY22-8 FTIP No: Not Assigned - New Project Project Name: FY22-8 Fareboxes Category: Equipment Sub-Category: Replacement Fuel Type: CNG Project Description: Additional funds to fully fund replacing the current fixed-route fareboxes. These funds plus funds already programmed will be needed to replace all of the fareboxes. Project Justification: The fareboxes have not been replaced in well over a decade. Technology has improved greatly and we are searching for a complete solution that improves upon contactless technology. Project Schedule: Start Date Completion Date July 2021 June 2024 PROJECT FUNDING SOURCES (REQUESTED): Fund Type Fiscal Year Amount STA PUC99313 FY 2021/22 $3,000,000 Total $3,000,000 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 8 of 8 4/27/2021 15:40:02 ET # Revenue Sources included in Farebox Calculation Actuals from FY2019/20 Audit FY2020/21 Estimated FY2021/22 Plan 1 Passenger Fares 9,320,568 2,750,000 3,000,000 2Measure A 3,263,300 175,000 4,000,000 3 LCTOP 1,489,114 1,300,000 2,998,000 4Sale of CNG 103,765 150,000 100,000 5RINs/LCFS Revenue 1,201,930 1,380,000 1,100,000 6Shelter Advertising Rev 12,150 2,000 0 7 Gain/(Loss) on Assets 2,021 0 0 8 Investment Income 1,084,037 140,000 100,000 9Lease Revenue 67,868 62,000 0 10 Bridge Service, Other 26,887 88,000 0 11 Exempt Routes (762,073) Total Revenue (1‐11) $15,809,567 $6,047,000 $11,298,000 Total Operating Expense $78,761,943 $82,392,199 $85,687,886 Farebox Recovery Ratio 20.07%7.34%13.19% (consistent with RCTC Commission Farebox Recovery Policy 03/12/2008) RIVERSIDE TRANSIT AGENCY SHORT RANGE TRANSIT PLAN FY2021/2022 ‐ FY2023/2024 Table 4B Fare Revenue Calculation Table 4.1 - Summary of Funding Requests - FY 2022/23 Riverside Transit Agency Original Operating 5307 HS 5307 MTM 5307 RS 5310 OB 5311 5339 RS FARE INT LCTOP OB LCTOP PUC99313 LTF MA CTSA MA IB OTHR LCL SGR PUC99313ProjectTotal Amount of Funds ADA Complementary Paratransit Service $2,000,000 $2,000,000 Advertising Revenue $5,000 $5,000 Call Center Capital Cost of Contracting $7,000,000 $7,000,000 Capitalized Preventive Maintenance $7,000,000 $7,000,000 CNG Sales $250,000 $250,000 CommuterLink $2,000,000 $2,000,000 General Farebox Revenue $8,000,000 $8,000,000 Investment Income $250,000 $250,000 LCFS Credits $500,000 $500,000 LCTOP Project $1,200,000 $1,200,000 Mobile Ticketing $100,000 $100,000 Operating Assistance $60,310,401 $3,000,000 $250,000 $500,000 $55,560,401 $1,000,000 RINs Credits $500,000 $500,000 Sub-total Operating $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 Sub-total Operating $89,115,401 $3,000,000 $2,000,000 $14,000,000 $250,000 $500,000 $0 $8,000,000 $250,000 $100,000 $1,200,000 $55,560,401 $1,000,000 $2,000,000 $1,255,000 $0 Capital 5307 HS 5307 MTM 5307 RS 5310 OB 5311 5339 RS FARE INT LCTOP OB LCTOP PUC99313 LTF MA CTSA MA IB OTHR LCL SGR PUC99313ProjectTotal Amount of Funds Associated Transit Improvements $500,000 $400,000 COFR Bus Purchase DAR Bus Purchase DOFR Bus Purchase $20,000,000 Facility Maintenance $2,250,000 $200,000 $2,000,000 FY16-5 Central O&M Facility FY22-1 Capitalized Tire Lease FY22-2 Associated Transit Improvements FY22-3 Facility, Fuel Stn, Vehicle Enhance/Upgrad es FY22-4 CNG Bus Replacement FY22-5 AHSC Bus Stop Improvements FY22-6 Vine Street Mobility Hub FY22-7 Sustainability and ZEB Route Plan FY22-8 Fareboxes IT Equipment Relief Vehicles $500,000 $400,000 Tire Lease $250,000 $200,000 ZEB Infrastructure $5,000,000 $5,000,000 Sub-total Capital $28,500,000 $0 $1,200,000 $0 $0 $0 $5,000,000 $0 $0 $0 $0 $0 $0 $0 $0 $2,000,000 Sub-total Capital $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 Total Operating & Capital $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 Total Operating & Capital $117,615,401 $3,000,000 $3,200,000 $14,000,000 $250,000 $500,000 $5,000,000 $8,000,000 $250,000 $100,000 $1,200,000 $55,560,401 $1,000,000 $2,000,000 $1,255,000 $2,000,000 FY 2022/23 Projected Funding Details Total Estimated Operating Funding Request $89,115,401 TransTrack Manager™Page 1 of 3 5/11/2021 20:19:06 ET Table 4.1 - Summary of Funding Requests - FY 2022/23 Riverside Transit Agency Original Operating STA PUC99313ProjectTotal Amount of Funds ADA Complementary Paratransit Service $2,000,000 Advertising Revenue $5,000 Call Center Capital Cost of Contracting $7,000,000 Capitalized Preventive Maintenance $7,000,000 CNG Sales $250,000 CommuterLink $2,000,000 General Farebox Revenue $8,000,000 Investment Income $250,000 LCFS Credits $500,000 LCTOP Project $1,200,000 Mobile Ticketing $100,000 Operating Assistance $60,310,401 RINs Credits $500,000 Sub-total Operating $0 $0 Sub-total Operating $89,115,401 $0 Capital STA PUC99313ProjectTotal Amount of Funds Associated Transit Improvements $500,000 $100,000 COFR Bus Purchase DAR Bus Purchase DOFR Bus Purchase $20,000,000 $20,000,000 Facility Maintenance $2,250,000 $50,000 FY16-5 Central O&M Facility FY22-1 Capitalized Tire Lease FY22-2 Associated Transit Improvements FY22-3 Facility, Fuel Stn, Vehicle Enhance/Upgrad es FY22-4 CNG Bus Replacement FY22-5 AHSC Bus Stop Improvements FY22-6 Vine Street Mobility Hub FY22-7 Sustainability and ZEB Route Plan FY22-8 Fareboxes IT Equipment Relief Vehicles $500,000 $100,000 Tire Lease $250,000 $50,000 ZEB Infrastructure $5,000,000 Sub-total Capital $28,500,000 $20,300,000 Sub-total Capital $0 $0 Total Operating & Capital $117,615,401 $20,300,000 Total Operating & Capital $0 $0 TransTrack Manager™Page 2 of 3 5/11/2021 20:19:06 ET Table 4.1 - Summary of Funding Requests - FY 2022/23 Riverside Transit Agency Original FY 2022/23 Projected Funding Details 5307 HS $3,000,000 5307 MTM $2,000,000 5307 RS $14,000,000 5310 OB $250,000 5311 $500,000 FARE $8,000,000 INT $250,000 LCTOP OB $100,000 LCTOP PUC99313 $1,200,000 LTF $55,560,401 MA CTSA $1,000,000 MA IB $2,000,000 OTHR LCL $1,255,000 5307 MTM $1,200,000 5339 RS $5,000,000 SGR PUC99313 $2,000,000 STA PUC99313 $20,300,000 Total Estimated Capital Funding Request $28,500,000 Total Funding Request $117,615,401 TransTrack Manager™Page 3 of 3 5/11/2021 20:19:06 ET Table 4.2 - Summary of Funding Requests - FY 2023/24 Riverside Transit Agency Original Operating 5307 HS 5307 MTM 5307 RS 5311 5339 RS FARE INT LCTOP OB LCTOP PUC99313 LTF MA CTSA MA IB OTHR LCL SGR PUC99313 STA PUC99313ProjectTotal Amount of Funds ADA Complementary Paratransit Service $2,000,000 $2,000,000 Advertising Revenue $5,000 $5,000 Call Center Capital Cost of Contracting $7,000,000 $7,000,000 Capitalized Preventive Maintenance $7,000,000 $7,000,000 CNG Sales $250,000 $250,000 CommuterLink $2,000,000 $2,000,000 General Farebox Revenue $10,500,000 $10,500,000 Investment Income $250,000 $250,000 LCFS Credits $600,000 $600,000 LCTOP Project $1,500,000 $1,500,000 Mobile Ticketing $200,000 $200,000 Operating Assistance $60,775,017 $3,500,000 $550,000 $54,725,017 $2,000,000 RINs Credits $600,000 $600,000 Sub-total Operating $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 Sub-total Operating $92,680,017 $3,500,000 $2,000,000 $14,000,000 $550,000 $0 $10,500,000 $250,000 $200,000 $1,500,000 $54,725,017 $2,000,000 $2,000,000 $1,455,000 $0 $0 Capital 5307 HS 5307 MTM 5307 RS 5311 5339 RS FARE INT LCTOP OB LCTOP PUC99313 LTF MA CTSA MA IB OTHR LCL SGR PUC99313 STA PUC99313ProjectTotal Amount of Funds Associated Transit Improvements $500,000 $400,000 $100,000 COFR Bus Purchase $5,000,000 $5,000,000 DAR Bus Purchase $5,000,000 $5,000,000 DOFR Bus Purchase $20,000,000 $20,000,000 Facility Maintenance $2,250,000 $200,000 $2,000,000 $50,000 FY16-5 Central O&M Facility FY22-1 Capitalized Tire Lease FY22-3 Facility, Fuel Stn, Vehicle Enhance/Upgrad es FY22-4 CNG Bus Replacement FY22-6 Vine Street Mobility Hub FY22-8 Fareboxes IT Equipment $500,000 $400,000 $100,000 Relief Vehicles Tire Lease $250,000 $200,000 $50,000 ZEB Infrastructure $5,000,000 $5,000,000 Sub-total Capital $38,500,000 $0 $1,000,000 $200,000 $0 $5,000,000 $0 $0 $0 $0 $20,000,000 $0 $0 $0 $2,000,000 $10,300,000 Sub-total Capital $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 Total Operating & Capital $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 Total Operating & Capital $131,180,017 $3,500,000 $3,000,000 $14,200,000 $550,000 $5,000,000 $10,500,000 $250,000 $200,000 $1,500,000 $74,725,017 $2,000,000 $2,000,000 $1,455,000 $2,000,000 $10,300,000 TransTrack Manager™Page 1 of 2 5/11/2021 20:20:12 ET Table 4.2 - Summary of Funding Requests - FY 2023/24 Riverside Transit Agency Original FY 2023/24 Projected Funding Details 5307 HS $3,500,000 5307 MTM $2,000,000 5307 RS $14,000,000 5311 $550,000 FARE $10,500,000 INT $250,000 LCTOP OB $200,000 LCTOP PUC99313 $1,500,000 LTF $54,725,017 MA CTSA $2,000,000 MA IB $2,000,000 OTHR LCL $1,455,000 Total Estimated Operating Funding Request $92,680,017 5307 MTM $1,000,000 5307 RS $200,000 5339 RS $5,000,000 LTF $20,000,000 SGR PUC99313 $2,000,000 STA PUC99313 $10,300,000 Total Estimated Capital Funding Request $38,500,000 Total Funding Request $131,180,017 TransTrack Manager™Page 2 of 2 5/11/2021 20:20:12 ET Agency Audit Recommendations Action Taken and Results FTA RTA was found compliant across the 21 sections of review. No deficiencies were found in any of the areas of review. N/A TDA Focus efforts on evaluating the commuter ridership market.‐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. ‐In April 2021, the Agency surveyed Route 200 riders at major transit centers to identify their needs and ensure that service levels meet demand given the current capacity limits of 10 people per 40 foot bus. TDA Evaluate plans for RTA facility growth that align with increased transit services in the southern section of the service area. ‐The ZEB Rollout Plan was completed and an all‐hydrogen fuel cell electric bus (FCEB) fleet was approved by the RTA Board of Directors in November 2020. ‐With a drastic decrease in ridership due to the pandemic, all facility growth and service increases are on‐hold until demand returns. ‐RTA will continue to evaluate service needs and is completing a study in FY22 to assess whether or not routes need to be modified due to the range limitations associated with current FCEBs when compared to CNG fleets. RIVERSIDE TRANSIT AGENCY SHORT RANGE TRANSIT PLAN FY2021/2022 ‐ FY2023/2024 Table 4.3 FY16‐18 FTA Triennial Review and TDA Triennial Audit Project Name SRTP Capital Project No's Pr o j e c t E l e m e n t Fu n d i n g C a t e g o r y Beg to End - Project Timeline Total Project Cost Programmed Funds FY22 Programmed Funds Unfunded Balance Vine St. Mobility Hub 12-9, 15-11, 16-12 4 1 08/2019 - 05/2023 8,113,422 8,113,422 0 0 Hemet Mobility Hub 16-11, 18-9, 19-8 4 1 01/2017- 12/2030 7,774,612 7,774,612 0 0 Ops&Maint Facility 16-15, 17-9, 19-9 4 2 05/2019 - 09/2045 50,000,000 24,656,289 (12,302,658)37,646,369 Maint Spare Components 12-7, 13-4, 17-4 7 1 06/2012- 06/2022 1,323,522 1,323,522 0 0 Scheduling Software 13-4, 19-7 5 1 05/2020 - 12/2021 1,800,000 1,800,000 0 0 Associated Transit Improvements 14-5, 16-11, 17-3, 18-4, 19-5, 20-7, 21-7 8 1 09/2018 - 09/2021 3,223,949 3,223,949 0 0 Fareboxes 15-5 3 1 03/2019 - 07/2022 5,598,533 2,598,533 3,000,000 0 Facility Improvements 16-8, 17-7, 18-7, 19-6 4 1 04/2019 - 06/2022 3,105,780 3,105,780 0 0 Information System 16-9, 18-8, 19-7 5 1 02/2019 - 06/2021 1,130,014 1,130,014 0 0 Misc Support Equipment 17-6, 18-6 7 1 07/2019 - 06/2021 48,985 48,985 0 0 Tire Lease 20-6, 21-5 7 1 07/2019 - 06/2023 672,232 672,232 0 0 DAR Vehicles 17-2, 18-2, 20-3 1 1 08/2019 - 12/2023 4,868,687 4,868,687 0 0 COFR Vehicles 19-1, 20-2 1 1 08/2019 - 12/2023 9,137,139 9,137,139 0 0 DO Revenue Vehicles 40ft Bus 19-11, 20-1 1 1 10/2019 - 06/2022 59,647,382 37,192,680 22,454,702 0 Support Vehicles 18-3, 19-3, 20-4, 21-1 2 1 01/2020 - 12/2021 1,455,409 1,455,409 0 0 SGR 19-10, 20-8, 21-8 4 1 Unknown 4,935,976 4,935,976 0 0 16 162,835,642 112,037,229 37,646,369 1 2 3 4 5 6 7 8 1 2 Non-Revenue Vehicle Purchase - FY Revenue Vehicle Purchase - FY Legend Project Elements: Funding Category: Communication and Information Technology Systems - FY Building, Land and Facilities - FY Vehicle Systems and Equipment - FY Partially Funded Fully Funded Associated Transit Improvements - FY Maintenance - FY Debt Service - FY RIVERSIDE TRANSIT AGENCY SHORT RANGE TRANSIT PLAN FY2021/2022 - FY2023/2024 Table 4.4 Open Projects Prior to FY2021/2022 Fiscal Year Prior Years Expenditures FY 20‐21 Expenditures through 6/30 (estimate) FY21‐22 FY22‐23 FY23‐24 FY24‐25 FY25‐26 Current Programmed Phase Balance Total Programmed Payments/Exp Original Programmed Phase Cost Forecast Revenues1 1,670,905$ 1,500,000$ 1,500,000$ 1,500,000$ 1,500,000$ 1,500,000$ 28,568,048$ 1,977,674$ 54,354,222$ Estimated Carryover (as of 6/30)19,418,891$ 21,068,048$ 19,084,023$ 17,480,355$ 13,039,462$ 4,689,462$ 5‐Year Avail Forecast/Cash 5‐Year Programmed 5‐Year Delta Available Revenues 21,089,796$ 22,568,048$ 20,584,023$ 18,980,355$ 14,539,462$ 6,189,462$ 28,568,048$ 28,568,048$ (0)$ Funded Expenditures Phase Project RTA‐0001 Hemet Mobility Hub ALL $4,275,988 $184,955 140$ 500,000$ 1,500,000$ 1,590,893$ 500,000$ ‐$ 4,090,893$ (185,095)$ 4,275,988$ RTA‐0003 Promenade Mobility Hub ALL $1,692,797 $1,423,752 (496,134)$ ‐$‐$ ‐$ ‐$ ‐$ ‐$(927,618)$ 927,618$ RTA‐0004 Associated Transit Enhancements Program ENH $1,940,437 $172,654 ‐$ 300,000$ 300,000$ 350,000$ 350,000$ 467,783$ 1,767,783$ (172,654)$ 1,940,437$ RTA‐0005 Long Range Planning ENH $600,000 $174,565 13,470$ 184,025$ 227,940$ ‐$ ‐$ 411,965$ (188,035)$ 600,000$ RTA‐0007 Vine Street Mobility Hub ALL $3,630,000 $0 504,272$ 2,500,000$ 625,728$ ‐$ ‐$ 3,125,728$ (504,272)$ 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 $0 ‐$ 250,000$ 500,000$ 5,000,000$ 1,457,679$ 7,207,679$ ‐$ 7,207,679$ RTA‐0011 San Jacinto Mobility Hub ALL $200,000 $0 ‐$ 200,000$ ‐$ ‐$ ‐$ 200,000$ ‐$ 200,000$ RTA‐0012 Revenue Vehicle Purchase ‐ ZEBs ALL $10,264,000 $0 ‐$ ‐$ 3,000,000$ 3,000,000$ 4,264,000$ 10,264,000$ ‐$ 10,264,000$ Total Programmed Capital Improvements 28,568,048$ (1,977,674)$ 30,545,722$ Annual Capital Funded Expenditure $54,354,222 $1,955,926 21,748$ 3,484,025$ 3,103,668$ 5,940,893$ 9,850,000$ 6,189,462$ Projected Funded Balance carryover 21,068,048$ 19,084,023$ 17,480,355$ 13,039,462$ 4,689,462$ (0)$ FY20‐21 FY21‐22 FY22‐23 FY23‐24 FY24‐25 FY25‐26 21,089,796$ 22,568,048$ 20,584,023$ 18,980,355$ 14,539,462$ 6,189,462$ 21,748$ 3,484,025$ 3,103,668$ 5,940,893$ 9,850,000$ 6,189,462$ $28,568,048 $28,568,048 $0 21,068,048$ 19,084,023$ 17,480,355$ 13,039,462$ 4,689,462$ (0)$ Notes: 1) Revenue increase to 3% for RTA due to Nexus Study, flat revenues for FY22 through FY26. TIP Amended June 2017 Table 5 Riverside Transit Agency FY 2022 ‐ 2026 TUMF Expenditure Plan RIVERSIDE TRANSIT AGENCY SHORT RANGE TRANSIT PLAN FY2021/2022 ‐ FY2023/2024 Fiscal Year Available Revenue Programmed Phases Carryover Balance Summary Table 5‐Year Avail Forecast/Cash 5‐Year Programmed 5‐Year Balance Appendix A: RTA SYSTEM MAP AND FIXED-ROUTE MAPS Lake Perris Lake Mathews Canyon Lake Lake Elsinore Sant a A n a R i v e r San t a A n a R i v e r Santa Ana R i v e r Route 204 continues to Montclair Transit Center. « Route 200 to Anaheim Route 200 to San BernardinoTransit Center « OCTA 794 to South Coast Metro MEAD VALLEY CANYON LAKE QUAIL VALLEY SUN CITY MENIFEE WINCHESTER PERRIS MORENO VALLEY LOMA LINDA GRAND TERRACE HIGHGROVE CANYON CREST MARCH JPARIVERSIDE WOODCREST CORONA HOME GARDENS TEMESCAL CANYON NORCO JURUPA VALLEY ONTARIO MIRA LOMA EASTVALE MEADOWBROOK BEAUMONT BANNING SAN JACINTO HEMET EAST HEMET VALLE VISTA LAKE ELSINORE MURRIETA WILDOMAR TEMECULA OLD TOWN REDHAWK FRENCH VALLEY 15 15 15 91 91 74 74 74 91 91 60 60 60 60 215 215 10 215 215 215 60 79 10 10 74 74 79 79 79 76 79 15 15 15 15 15 15 215 8 8 8 8 8 8 8 8 3 3 3 3 1 1 1 1 1 1 16 16 16 16 13 13 13 13 13 13 49 49 49 49 21 21 15 15 15 15 15 15 50 12 12 12 12 12 12 11 18 18 19 19 19 19 19 19 30 30 30 20 20 20 20 20 27 27 27 27 27 27 27 28 2828 28 31 32 32 32 32 32 33 33 42 42 42 42 42 74 74 74 74 74 74 7474 74 74 74 33 33 33 31 31 31 31 41 41 41 4141 41 41 28 61 61 61 61 61 61 61 61 61 61 61 61 9 9 9 9 9 22 22 22 22 22 22 29 29 29 29 29 29 20 20 11 11 11 10 10 10 10 10 14 14 14 14 14 14 14 23 23 23 23 23 79 79 79 79 79 79 79 79 79 79 79 79 24 24 24 24 24 200 200 200 200 200 200 794 794 794 794 206 206 206 206 206 206 206 206 206 206 205 205 205 205 205 205 205 205 205 205 205 206 204 204 204 204 204 31 31 31 31 31 RCC The PedleyMetrolinkStation AmazonEastvale Moreno ValleyMarch FieldMetrolink Station La SierraMetrolinkStation CoronaTransitCenter SocialSecurityOce MLKHighSchool Citrus HillsHigh School RTA CountryVillage CoronaRegionalMedicalCenter KaiserHospital ParkviewHospital NorcoCollege Galleriaat Tyler CountyMentalHealth Cal Ba p t i s t U n i v . La SierraUniversity Corona Hills Brockton Arcade MorenoValleyMall MorenoValleyCollege PERRISFAIRGROUNDS Star-crest Mead ValleyCommunityCenter Mead ValleyLibrary EXCEED Mt. San JacintoCollege-Menifee SouthwestJusticeCenter FrenchValleyAirport Riverside UniversityMedical Center KaiserPermanenteMedicalCenter Walmart Loma Linda UniversityMedical Center Loma Linda VAHospital MenifeeCity Hall Menifee ValleyMedical Center Wa l m a r t CoronaCity Hall NorcoCity Hall NorcoSenior Center Vintage TerraceSenior Community Canyon CommunityChurch Park and Ride Walmart CityHall Mt. SanJacinto College SobobaCasino HemetValleyMall Walmart CityHall OutletCenter MissionTrailLibrary Walmart LEUSD Inland ValleyMedical Center WildomarCity Hall MurrietaCity Hall& SeniorCenter Walmart PechangaResort Temecula Walmart Great Oak HS Promenade Mall Rancho SpringsMedical Center TemeculaValleyHospital TemeculaCityHall CommunityCenter CityHall MarchARB CityHall STAGECOACHPLAZA Loma Linda UniversityMedical Center Dos Lagos Tom’s Farms 68TH ST CITRUS PA T S R A N C H R D MISS I O N B L V D TILTO N LINCO L N INDIA N A INDIA N A HOLEPIERCE MT HUM P H R I E S RIV E R W A L K M C K I N L E Y R I C H E Y MAGN O L I A T Y L E R T Y L E R CALIF O R N I A CA L I F O R N I A COLOR A D O WELLS MAG N O L I A OLI V E W O O D VIC T O R I A VI C T O R I A MAGN O L I A PROME N A D E / C O L L E T T 6TH ST 6TH ST ARLINGTON ARLINGTON GOULD » V A N B U R E N V A N B U R E N MIS S I O N B L V D VAN BUREN VAN BU R E N ARLINGTONARLINGTON L A S I E R R A L A S I E R R A S I E R R A V I S T A » LA S I E R R A MA I N S T N M A I N S T HA M N E R HA M N E R SU M N E R JURUPA TERR A C I N A RAM O N A CR E S T CH A P E L M O N R O E » CENTRALCENTRAL C H I C A G O CH I C A G O BR O C K T O N BRO C K T O N ST R E E T E R PH O E N I X H A R R I S O N 14TH MLK H O R A C E MARLAY CHERRY JURUPA MISSION BLVD GRANITE HILLS LIMONITE LIMONITE 10TH RIVE R V I E W LIMONITE M U L B E R R Y BA N A N A CO U N T R Y V I L L A G E FE L S P A R PE D L E Y RUB I D O U X MA I N MARLBOROUGH SPRUCE CENTER BARTON BARTON PROSPECT B E N T O N CENTRAL TOWNGATE CAMPUS FR E D E R I C K CACTUSCACTUS MEYER COTTONWOOD TOWNGATE IRONWOOD HEMLOCK MANZANITA HE A C O C K RI V E R S I D E KI T C H I N G HE A C O C K PI G E O N P A S S IN D I A N LA S S E L L E LA S S E L L E MO R E N O B E A C H MO R E N O BE A C H KI T C H I N G NA S O N NA S O N « EUCALYPTUS EUCALYPTUS FIR JFK JFK RAMONA EXPWY RA M O N A E X P W Y IRIS IRIS IRIS KRAMERIA SUNNYMEAD SUNNYM E A D R A N C H ALESSANDRO ORANGE TERRACE ALE S S A N D R O T R A U T W E I N ALESSANDRO « CENTERPOINT UNIVERSITY LOCHMOOR SY C A M O R E C Y N « FAIR IS L E BOX SPRINGS CA N Y O N C R E S T MT V E R N O N IO W A IO W A RU S T I N MT V E R N O N AN D E R S O N WO O D OLEANDER RIDER OAKLAND CAJALCO CAJALCO CAJALCO AL E X A N D E R CL A R K BR O W N S T HA I N E S TH E D A MA R K H A M O L D E L S I N O R E DA Y « MISSION GROVE BLAINE LINDEN RUSSE L L CENTE R COLU M B I A 1ST 3RD LA C A D E N A ORA N G E ORA N G E PE R R I S B L V D PE R R I S B L V D P E R R I S B L V D PE R R I S B L V D PE R R I S B L V D PE R R I S PE R R I S B L V D EV A N S R D EV A N S R D GENTIAN MORGAN SAN JACINTO » ORANGE BA R R E T T SAN JACINTO ELLIS N A V A J O NUEVO NUEVO « W I L K E R S O N RE D L A N D S A V SH E R M A N PA L O M A R RIDER ST MAY RANCH 4TH ST ELLIS» 11TH» GO E T Z » C S T » MCCALL ETHANAC RD M A T T H E W S S U N C I T Y E N C A N T O BR A D L E Y CHERRY HILLS DOMENIGONI PKWY MU R R I E T A EV A N S NEWPORT RD LA PIEDRA « A N T E L O P E ROHRABACHER » « W E B S T E R IN D I A N M A R K E T 24TH HAL L BIG SPRINGS WA T K I N S BE A U M O N T A V E HI G H L A N D S P R I N G S » SU N S E T 1ST 2ND FRUITVALE COTTONWOOD MENLO FLORIDA FLORIDA MAIN RA M O N A E X P W Y G I L M A N S P R I N G S RA M O N A E X P W Y RA M O N A E X P W Y RA M O N A B L V D W 7TH E 7TH SO B O B A DE A N Z A ESPLANADE MENLO LAKE P A R K D R LY O N LY O N SA N D E R S O N SA N D E R S O N GI L B E R T « G I L M O R E PA L M PA L M S T A T E S T A T E B U E N A V I S T A » J u a n i t a » ST A T E S A N J A C I N T O SA N J A C I N T O DA R T M O U T H S T A N F O R D WA R R E N H E W I T T MI S T L E T O E ENTERPRISE S A N T A F E DEVONSHIRE » STETSON MUSTANG ACACIA CENTRAL OAKLAND OAKLAND SIMPSON « LATHAM MAYBERRY MAYBERRY THORNTON STETSON THORNTON THORNTONCA W S T O N KI R B Y KI R B Y GRA N D DEVONSHIRE » RIVE R S I D E D R RIVERSID E D R GR A N D A V E GR A N D A V E PAL O M A R HI D D E N SP R I N G S PRIELIPP IS L A N D V A L L E Y M A D I S O N SKY R I D G E » JA C K S O N KALM I A JUN I P E R NUTM E G CLINTON KEITH SCOTT RD BUNDY CAN Y O N KEIT H CLINT O N CATT CA L I F . O A K S AR C O N T E » WILD O M A R » « GR U W E L L M I S S I O N T R A I L LAKESHORE D R MALAGA LA K E S H O R E « RA I L R O A D CYN R D CO L L I E R CO L L I E R LIN C O L N GRAHAM POTTERY M A I N SU M M E R H I L L CA N Y O N ES T A T E S CHAN E Y NICHO L S CEN T R A L MACH A D O ORT E G A HWY MURRIETA HOT SP R I N G S MURRIETA HOT SPRINGS YN E Z SOLANA F R O N T P U J O L F R O N T PE C H A N G A P K W Y MARGAR I T A R D MAR G A R I T A R D DEER H O L L O W RE D H A W K P K W Y « TEMECULA P K W Y OVERLAND RANCH O C A L I F . RANCH O C A L I F . MAIN 1ST Y N E Z R D CO U N T Y C N T R EQUITY D R LOS AL A M O S ALTA MURRIE T A WHITE W O O D W H I T E W O O D M A R G A R I T A WIN C H E S T E R 6th MARKET LAMPTON CL A R K COUNTY FARM MARIPOSA PA R S O N S PALM LI N C O L N GR A N T CO M M E R C E W A Y » DIA M O N D MIS S I O N T R A I L » 3RD WI N C H E S T E R WIN C H E S T E R BENTON THOMPSON » AULD TECHNOLOGY SK Y C A N Y O N T E M E K U PO U R R O Y CL O C H E MAGDAS COLORADOS B R I G G S « LINNEL MC E L W A I N AN T E L O P E AN T E L O P E KELLER P O I N S E T T I A ME N I F E E PEPPERCORN » M E R C E D E S D O N A L Y N O R A LA PIEDRA RD CHAMBERS AVE MU R R I E T A R D CAS E R D « DOS LAGOS TEMESCAL CANYON » TE M E S C A L CA N Y O N GOODMAN GO O D M A N CANTU-GALLEANO RANCH HIDDEN VALLEY M E R I D I A N P K W Y CL A Y DU N L A P D R BR A D L E Y WALNUT SH E R M A N EL N I D O ME N I F E E « ALGRAVE « SKY VIEW Route Number Route Path Commuter Routing Transfer Point Metrolink Station Interstate State Highway Main Road Water Alternate Routing Point of Interest Medical Facility 41 Welcome aboard the Riverside Transit Agency (RTA), your community transportation provider. The RTA operates 47 bus routes to provide you with safe, cost-eective 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. (951) 565-5002 | www.RiversideTransit.com SYSTEM MAP © 2021 Riverside Transit Agency. Eective Date: May 9, 2021 MAP NOT TO SCALE SEE DOWNTOWN RIVERSIDE DETAIL GALLERIA AT TYLER 1•10•12•13•14•15•21 27•200 CORONA TRANSIT CENTER 1•3•205•206•CORONA CRUISER BLUE, RED•METROLINK UCR & BANNOCKBURN 1•16•204 HUNTER PARK/UCR METROLINK STATION 13•METROLINK MORENO VALLEY MALL 11•16•18•19•31 MORENO VALLEY/ MARCH FIELD METROLINK STATION 20•METROLINK RIVERSIDE UNIVERSITY MEDICAL CENTER 20•31•41 MORENO VALLEY COLLEGE 19•20•41 PERRIS STATION TRANSIT CENTER 9•19•22•27•28•30•61 74•METROLINK CHERRY HILLS & BRADLEY 61•74 LAKE ELSINORE OUTLET CENTER PARK & RIDE 8•9•205•206 HEMET VALLEY MALL 28•31•32•33•42•74•79 MT. SAN JACINTO COLLEGE 31•32•74•79 MULLIGAN FAMILY FUN CENTER 23•205•206 PROMENADE MALL 23•24•61•79•205 206 LEGEND Stop Location Number Route Numbers NB=Northbound | SB=Southbound EB=Eastbound | WB=Westbound CW=Clockwise 1 10 200 200 200 200 200 2041414 14 22 22 22 22 50 50 50 29 29 49 49 49 1 15 13 13 13 10 10 10 12 12 13 10 10 10 12 12 20429 12 1315 15 15 1 1 1 Omnitrans 215 Omnitrans 215 Omnitrans 215 Omnitrans 215 ON E W A Y ON E W A Y I J K H G CH E S T N U T S T FOURTEENTH ST FIFTEENTH ST THIRTEENTH ST TWELFTH ST ELEVENTH ST TENTH ST SIXTH ST SECOND ST FIFTH ST FOURTH ST THIRD ST NINTH ST MISSION INN AV UNIVERSITY AV OR A N G E S T LE M O N S T LI M E S T MU L B E R R Y S T AL M O N D S T MA I N S T Ma i n S t M a l l MA R K E T S T MA R K E T S T MA G N O L I A A V FA I R M O U N T B L V D BR O C K T O N A V VI N E S T A B F E C D Riverside Community Hospital White Park Fox Performing Arts Center Hall of Justice Court-house Detention Center City Hall Convention Center Main Library Mission Inn CountyAdministrationCenter DIAL-A-RIDE AMTRAK MEGA BUS Ri v e r s i d e - D o w n t o w n Me t r o l i n k S t a t i o n v17-0418_v08/chart_Stop_Location_Chart_17-1212 91 91 91 91 1791 1754 1081 1080 1149 4608 4609 1082 3287 1150 3502 3503 1147 1148 3574 3490 3491 3501 3489 1002 1001 1446 1445 1444 3496 OMNI 3498 3577 3493 3494 1085 1085 1085 1085 1085 1498 3575 18303506 3265 3258 3504 1448 1449 3824 1606 1790 BUS STOP NUMBER ROUTES SERVED & DIRECTION 1754 Brockton & 14th 14EB 1791 Brockton & 14th 14WB 1790 Brockton & 10th 14WB 3506 Brockton & University 14WB 1830 University & Brockton 14EB, 22NB/SB 3258 Mission Inn & Brockton 49EB 3265 Mission Inn & Brockton 49WB 1 081 Magnolia & 14th 1WB, 13WB, 15WB, 50WB 1080 Magnolia & 15th 1EB, 13EB, 15EB, 50EB 1149 Market & 12th 1WB, 13WB, 15WB 1082 Market & 12th 1EB, 13EB, 15EB 4608 Market & 12th No Service 4609 Market & 11th No Service 1147 Market & 10th 1WB, 13WB, 15WB 3503 Market & 10th 13EB, 15EB 3575 Market & University 12EB, 204NB 3504 Market & 6th 12WB, 29EB 1448 Market & 6th 12EB, 29WB 1606 Market & 4th 12WB 1449 Market & 3rd 12EB, 29WB 3574 University & Market 1EB, 12WB, 13EB, 14EB, 15EB, 22SB, 29EB, 49EB, 204SB 3491 University & Market 1WB, 13WB, 14WB, 15WB, 22NB, 29WB, 49WB 1150 Orange & 12th 10WB, 12WB, 13EB, 50WB 1148 Orange & 10th 10WB, 12WB, 13EB 3490 Orange & University 10WB, 12WB, 13EB 3287 Main & 10th 50EB/WB 1498 14th & Orange Grove 10WB, 12WB, 13EB 1445 Lemon & 14th 10EB, 12EB, 13WB 1446 Lemon & 12th 10EB, 12EB, 13WB, 200EB/WB, 1001 University & Lemon 1EB, 14EB, 15EB, 22SB, 29EB, 49EB, 204SB, Omnitrans 215 1002 University & Lemon 10WB, 12EB, 14WB, 15WB, 22NB, 29WB, 49WB, 204NB 3489 Lemon & University 10EB, 200EB/WB 3501 University & Lemon 1WB 1085 Inside Metrolink Station Board at Bay G 29WB, 49WB 1085 Inside Metrolink Station Board at Bay H 1EB/WB, 15WB 3498 Vine & Metrolink Station Board at Bay D 29EB/WB, 49EB/WB 3577 Vine & Metrolink Station Board at Bay C 15EB/WB 3496 Vine & Metrolink Station Board at Bay F 200EB/WB OMNI Vine & Metrolink Station Board at Bay E Omnitrans 215 3493 Vine & Metrolink Station Board at Bay B 1EB/WB 3824 Market & 4th 29EB 3502 Market & 10th 1EB 1444 14th & Lime 10EB, 13WB BUS STOP NUMBER ROUTES SERVED & DIRECTION 1754 Brockton & 14th 14EB 1 791 Brockton & 14th 14WB 1790 Brockton & 10th 14WB 3506 Brockton & University 14WB 1830 University & Brockton 14EB, 22NB/SB 3258 Mission Inn & Brockton 49EB 3265 Mission Inn & Brockton 49WB 1 081 Magnolia & 14th 1WB, 13WB, 15WB, 50WB 1080 Magnolia & 15th 1EB, 13EB, 15EB, 50EB 1149 Market & 12th 1WB, 13WB, 15WB 1082 Market & 12th 1EB, 13EB, 15EB 4608 Market & 12th No Service 4609 Market & 11th No Service 1147 Market & 10th 1WB, 13WB, 15WB 3503 Market & 10th 13EB, 15EB 3575 Market & University 12EB, 204NB 3504 Market & 6th 12WB, 29EB 1448 Market & 6th 12EB, 29WB 1606 Market & 4th 12WB 1449 Market & 3rd 12EB, 29WB 3574 University & Market 1EB, 12WB, 13EB, 14EB, 15EB, 22SB, 29EB, 49EB, 204SB 3491 University & Market 1WB, 13WB, 14WB, 15WB, 22NB, 29WB, 49WB 1150 Orange & 12th 10WB, 12WB, 13EB, 50WB 1148 Orange & 10th 10WB, 12WB, 13EB 3490 Orange & University 10WB, 12WB, 13EB 3287 Main & 10th 50EB/WB 1498 14th & Orange Grove 10WB, 12WB, 13EB 1445 Lemon & 14th 10EB, 12EB, 13WB 1446 Lemon & 12th 10EB, 12EB, 13WB, 200EB/WB, 1001 University & Lemon 1EB, 14EB, 15EB, 22SB, 29EB, 49EB, 204SB, Omnitrans 215 1002 University & Lemon 10WB, 12EB, 14WB, 15WB, 22NB, 29WB, 49WB, 204NB 3489 Lemon & University 10EB, 200EB/WB 3501 University & Lemon 1WB 1085 Inside Metrolink Station Board at Bay G 29WB, 49WB 1085 Inside Metrolink Station Board at Bay H 1EB/WB, 15WB 3498 Vine & Metrolink Station Board at Bay D 29EB/WB, 49EB/WB 3577 Vine & Metrolink Station Board at Bay C 15EB/WB 3496 Vine & Metrolink Station Board at Bay F 200EB/WB OMNI Vine & Metrolink Station Board at Bay E Omnitrans 215 3493 Vine & Metrolink Station Board at Bay B 1EB/WB 3824 Market & 4th 29EB 3502 Market & 10th 1EB 1444 14th & Lime 10EB, 13WB DOWNTOWN RIVERSIDE DETAIL EFFECTIVE MAY 9, 2021 – SEPTEMBER 11, 2021 | EFECTIVO A PARTIR 9 DE MAYO, 2021 – 11 DE SEPTIEMBRE, 2021 All buses are accessible to persons with disabilities. Todos los autobuses son accesibles a las personas incapacitadas. (951) 565-5002 | RiversideTransit.com 21-0508 Keep at least six feet away from others. If that’s not possible, avoid directly facing each other. Face masks that cover the mouth and nose are required for all customers and coach operators at transit centers and on board the bus. Go touch-free. Buy your bus pass using the Token Transit app. You may verbally request a stop instead of pushing the stop request signal. Practice frequent handwashing and use hand sanitizer. Say goodbye to paper. Download the contact-free digital Ride Guide at RiversideTransit.com. STEPS FOR SAFE TRAVEL Safety is our number-one priority so please continue to do your part by following these simple steps: Mantener al menos seis pies de distancia de los demás. Si eso no es posible, evite enfrentarse directamente. Se requieren máscaras faciales que cubran la boca y la nariz para todos los clientes y operadores de autobuses en los centros de tránsito y a bordo del autobús. Vaya sin tocar. Compre su próximo pase de autobús usando la aplicación Token Transit. Puede solicitar verbalmente su parada cuando se acerque en lugar de presionar la señal de solicitud de parada. Practique lavarse las manos con frecuencia y use desinfectante para manos. Dile adiós al papel. Descargue la guía de viaje digital sin contacto en RiversideTransit.com. PASOS PARA UN VIAJE SEGURO La seguridad es nuestra prioridad número uno, así que continúe haciendo su parte siguiendo estos simples pasos: Come on and take a free ride. Students at participating colleges simply download a free mobile ticketing app. Youth 18 and under just need to flash a valid ID. With friendly drivers, free Wi-Fi and a safe environment, RTA is a great option for young travelers headed to destinations near and far. Learn more at RiversideTransit.com or call us at (951) 565-5002. NOW THROUGH SUMMER 2022. Toma un paseo gratis. Los estudiantes de las universidades participantes simplemente descargan una aplicación gratis de venta de boletos móvil. Los jóvenes de 18 años o menores solamente necesitan mostrar una identificación válida. Con operadores amistosos, Wi-Fi gratis y un ambiente seguro, RTA es una excelente opción para jóvenes que viajen a destinos cercanos y lejanos. Obtenga más información en RiversideTransit.com o llámenos al (951) 565-5002. DESDE AHORA HASTA EL VERANO DEL 2022. YOUTH AND COLLEGE STUDENTS RIDE RTA BUSES FOR FREE RTA CUSTOMER INFORMATION CENTER (951) 565-50021 | 1 TABLE OF CONTENTS STAY INFORMED | MANTENTE INFORMADO RiversideTransit.com - We recommend checking our website for service updates as your travel plans could be affected by temporary route and trip suspensions. RiversideTransit.com - Recomendamos que visite nuestro sitio web para obtener actualizaciones del servicio, ya que sus planes de viaje podrían verse afectados por la suspensión temporal de rutas y viajes. iAlerts - Get email rider alerts and news delivered directly to your mobile device or computer. Sign up free under the Newsroom section on our website. iAlerts - Reciba alertas y noticias por correo electrónico directamente en su dispositivo móvil o computadora. Regístrese gratis en la sección de Noticias en nuestro sitio web. BusWatch & Transit App - Track your bus and get real- time bus information by downloading the BusWatch or Transit apps or by visiting RTABus.com. Aplicación BusWatch & Transit - Rastrea tu autobús y obtén información en tiempo real descargando las aplicaciones BusWatch o Transit o visitando RTABus.com. Facebook, Twitter, Instagram, YouTube - Join us on social media. | Únete a nosotros en las redes sociales. 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. Centro de información al cliente - (951) 565-5002. El centro de información está 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. WELCOME ABOARD! BIENVENIDOS ABORDO! 2 | RTA RIDE GUIDE - May 9, 2021 | RIVERSIDETRANSIT.COM | RTABUS.COM TABLE OF CONTENTS 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 ........................................6 Service Animals and Pets ..................6 Safety and Travel Tips ...........................7 Wheelchairs ................................................7 Transportation NOW .............................8 Scooters and Bikes ...............................8 Surfboards/Boogie Boards ................9 Jury Duty .....................................................9 Metrolink Passes ....................................9 Wi-Fi Service ............................................9 Reasonable Modification Policy .....9 Title VI of Civil Rights Act of 1964 9 Fares, Passes, Tickets & IDs Definitions of Fare Categories ......10 Types of Passes .....................................11 Buying and Activating Your Pass ...12 Mobile Ticketing: Bus Pass On Your Phone ..........................................................12 Fixed-Route Fares .................................13 CommuterLink Fares ...........................13 U-Pass, Go-Pass and City Pass Fares ............................................................13 Dial-A-Ride Fares ..................................13 Sección en Español...........................14-24 Reduced Fare Identification ........24-25 Boarding Diagrams Corona Transit Center ........................26 Galleria at Tyler Mall ...........................27 La Sierra Metrolink Station .............28 Moreno Valley Mall ..............................29 Perris Station Transit Center .........30 Riverside-Downtown Metrolink Station ........................................................31 Service Guide .............................................32 ROUTE MAPS AND SCHEDULES All routes operate seven days a week unless otherwise noted. Route 1 | UCR, Downtown Riverside, Riverside-Downtown Metrolink Station, Smith & 6th ..................................................34 Route 3 | Eastvale, Norco, Corona Transit Center .............................................38 Route 8 | Lake Elsinore, Wildomar ..40 Route 9 | Perris Station Transit Center, Lake Elsinore Outlet Center .................42 Route 10 | Big Springs & Watkins, Downtown Riverside, Galleria at Tyler ................................................................44 Route 11 | Moreno Valley Mall, March ARB, Alessandro & Frederick .............46 Route 12 | La Cadena & Interchange, Downtown Riverside, Corona Hills Plaza ...............................................................48 Route 13 | Hunter Park/UCR Metrolink Station, Downtown Riverside, Galleria at Tyler ...........................................................50 Route 14 | Galleria at Tyler, Downtown Riverside, Loma Linda VA Hospital ..........................................................52 Route 15 | Riverside-Downtown Metrolink Station, Downtown Riverside, Galleria at Tyler ..........................................54 Route 16 | UCR, Moreno Valley Mall .58 Route 18 | Sunnymead Ranch, Moreno Valley Mall .....................................................62 Route 19 | Moreno Valley Mall, Perris Station Transit Center. ...........................64 TABLE OF CONTENTS Route information available in large print upon request. RTA CUSTOMER INFORMATION CENTER (951) 565-50021 | 3 TABLE OF CONTENTS Route 20 | Magnolia & Elizabeth, Social Security Office, Moreno Valley/ March Field Metrolink Station, RUMC, Kaiser Permanente, Moreno Valley College ..........................................................68 Route 21 | Galleria at Tyler, Jurupa Valley Pedley Metrolink Station ..........70 Route 22 | Downtown Riverside, Perris Station Transit Center .............................72 Route 23 | Temecula, Murrieta, Wildomar .......................................................74 Route 24 | Temecula, Pechanga Resort ..............................................................76 Route 27 | Galleria at Tyler, Orangecrest, Perris Station Transit Center .............................................78 Route 28 | Perris Station Transit Center, Hemet Valley Mall, Florida & Lincoln ...........................................................80 Route 29 | Riverside-Downtown Metrolink Station, Downtown Riverside, Jurupa Valley, Eastvale ...........................82 Route 30 | Perris Station Transit Center, May Ranch ...................................84 Route 31 | Moreno Valley Mall, Beaumont, Banning, San Jacinto, Hemet Valley Mall ....................................86 Route 32 | Hemet Valley Mall, Mt. San Jacinto College - San Jacinto ...........88 Route 33 | Hemet-Sanderson, East Hemet ............................................................90 Route 41 | Mead Valley Comm. Center, RUMC ..............................................................92 Route 42 | Hemet Valley Mall, San Jacinto, Soboba Casino .........................94 Route 49 | Riverside-Downtown Metrolink Station, Downtown Riverside, Country Village, Fontana .......................96 Route 50 Jury Trolley (Monday - Thursday) | Eden Lutheran Church, Riverside County Courthouse, Riverside ........................................................98 Route 61 | Perris Station Transit Center, Sun City, Menifee, Murrieta, Temecula ....................................................100 Route 74 | San Jacinto, Hemet, Winchester, Menifee, Sun City, Perris .............................................................102 Route 79 | San Jacinto, Hemet, Winchester, Temecula ..........................104 Route 200 | San Bernardino Downtown Transit Center, Downtown Riverside, Riverside-Downtown Metrolink Station, Galleria at Tyler, La Sierra Metrolink Station, Village at Orange, Anaheim, Disneyland .................................................106 The following routes operate weekdays only Route 204 | UCR, Downtown Riverside, Country Village, Ontario Mills, Montclair Transcenter ..........................108 Route 205/206 | Temecula, Murrieta, Lake Elsinore Outlet Center Park and Ride, Tom’s Farms, Dos Lagos, Corona Transit Center ...........................................110 Notes ..............................................................112 NO SERVICE ON MEMORIAL DAY, INDEPENDENCE DAY, LABOR DAY, THANKSGIVING DAY, CHRISTMAS DAY AND NEW YEAR’S DAY. 4 | RTA RIDE GUIDE - May 9, 2021 | RIVERSIDETRANSIT.COM | RTABUS.COM TABLE OF CONTENTS 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 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 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 Banning) ..........(951) 769-8530 RTA CUSTOMER INFORMATION CENTER (951) 565-50021 | 5 TABLE OF CONTENTS 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. 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. Hours are subject to change so call to confirm at (951) 565-5000. 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 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 will be held for five business days. Banning Pass Transit - Banning Connect (Service in Banning, Cabazon and small portions of Beaumont) .....(951) 922-3243 SunLine Transit Agency (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. 6 | RTA RIDE GUIDE - May 9, 2021 | RIVERSIDETRANSIT.COM | RTABUS.COM TABLE OF CONTENTS 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. 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. RTA CUSTOMER INFORMATION CENTER (951) 565-50021 | 7 TABLE OF CONTENTS Pets Small pets and non-service or guide animals are allowed only if owners comply with the following rules: • 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. • Glass, breakable or homemade carriers are not permitted. • The animal must be completely enclosed within the pet carrier or cage at all times. • The pet carrier or cage must completely prevent the animal from escaping or physically contacting another passenger or of escape. • 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. • Carry-on bags limited to three, must fit in lap not in aisle. • Please refrain from shouting, using profanity, offensive language or talking to the operator while the bus is in motion. • No graffiti, alcohol, drugs or weapons of any kind permitted on the bus. • All customers should remain seated until the bus comes to a complete stop. • Please exit through the rear doors, if possible, to speed boarding of customers. • Fold-up seats and seats directly behind the operator are intended for seniors and customers with disabilities. • Keep your buses and bus stops clean by using trash receptacles. • Please keep your feet off the seats. • Shirts and shoes must be worn at all times. • Shopping carts and strollers should be folded prior to boarding the bus. Walkers should be folded prior to taking your seat. Customers seated in the front of the bus who are unable to collapse their foldable shopping carts may be asked to move to another area of the bus to keep aisles, doors and steps clear to facilitate safe boardings and wheelchair tie-downs. WHEELCHAIRS To ensure proper fastening of the chair during travel, please limit the number of carry-on bags stowed in the back of the chair. To avoid injury to yourself and other customers, please remove any protruding objects such as flag poles and reflectors with sharp points. Be aware that RTA buses deploy a wheelchair ramp/lift for easy boarding and alighting. When the ramp/lift is deployed, the bus will emit a beeping sound. When exiting the rear doors, listen for the beeping sound and be observant of the ramp to avoid injuries. Wheelchairs and electric mobility scooters are allowed on the bus as long as they do not exceed 30 inches wide and 51 inches long and the combined weight does not exceed 800 pounds. For your safety, please 8 | RTA RIDE GUIDE - May 9, 2021 | RIVERSIDETRANSIT.COM | RTABUS.COM TABLE OF CONTENTS turn off the power to your mobility device while the driver fastens the safety harness and during the entire trip. Refrain from removing wheelchair or scooter securement until you reach your destination and the bus comes to a complete stop. Please use the bus seats whenever possible. TRANSPORTATION NOW Since its inception in 1992, Transportation NOW has been a proud advocate and enthusiastic ally of public transportation in Riverside County. Members of the public are invited to attend any of the group’s six chapters: Greater Riverside, Hemet/ San Jacinto Area, Moreno Valley/ Perris, Northwest, San Gorgonio Pass and Southwest. For more information or to join a chapter, call RTA at (951) 565-5170 or email at comments@riversidetransit.com. BIKE AND RIDE Every RTA bus has a bicycle rack capable of handling at least two bikes with standard bike tires. Bikes are accepted on a first-come, first-served basis. Passengers wishing to transport bikes should first notify the coach operator that they are loading or unloading a bike before approaching the bike rack. When loading your bicycle in the bike rack: NOTE: For your safety, loading and unloading of bicycles should be done from the curbside of the bus. • Wait for the bus to come to a complete stop before loading your bicycle. • Bicycles must not exceed 55lbs. • Loose articles must be removed from bicycle before being placed on the bike rack. • Bicycle handlebars or baskets must not obstruct driver’s view. • Foldable bicycles (non-motorized) no larger than 28” X 20” X 11” are allowed on board (under the seat). • The coach operator has the discretion to deny foldable bicycles and items which cannot be reasonably and safely stored under the seat or safely on the exterior bike rack. • Tandem and tri-cycle bikes are not allowed. • Please remember, you are responsible for the loading and unloading of your bicycle. • When departing the bus, exit through the front door, and let the coach operator know you’re removing your bicycle from the rack. • RTA is not responsible for loss or damage to bicycles. Battery-powered bicycles and scooters are allowed on RTA buses: • Customers are allowed to place electric bicycles with sealed gel, lithium Ion or NiCad batteries in the bike rack as long as they fit safely in the bike rack and have standard tires. (Must also meet the bicycle requirements listed above.) • Customers are allowed to carry on the bus electric scooters with sealed gel, lithium Ion or NiCad batteries as long as they can be folded and fit under your seat or on your lap. The following items are not allowed on RTA buses: • Customers are not allowed to bring on board the bus items such as used gasoline cans, car batteries, hover boards, gas-powered vehicles, or objects too large to fit under passenger seats. • Electric bikes with liquid lead acid batteries are not permitted in the bike rack nor are gas-powered bikes. RTA CUSTOMER INFORMATION CENTER (951) 565-50021 | 9 TABLE OF CONTENTS SURFBOARDS/BOOGIE BOARDS Surfboards and boogie boards no longer than six feet and with a maximum 4” skeg are permitted on buses, provided they are enclosed in a bag, can be positioned in front of the customer while the bus is in motion and do not take up an additional seat. JURY/GRAND JURORS DUTY All jurors summoned to serve in Riverside County courthouses are able to ride for free on all RTA buses while on active jury duty by showing their current and valid juror summons badge to the coach operator. METROLINK PASSES RTA will accept valid Metrolink passes or tickets for the full fare on routes that serve Metrolink stations during the period from one hour before to one hour after Metrolink’s service hours. The Metrolink pass or tickets must be valid on the day of travel and pass-holders must disembark at the Metrolink Station. WI-FI SERVICE Free wireless Internet access (Wi_Fi) is available to RTA customers on all buses. The availability, reliability, uptime and speed of the services are not guaranteed by RTA. NO SMOKING OF ANY KIND ABOARD RTA BUSES All Riverside Transit Agency buses and stations are entirely non-smoking. This includes cigarettes, cigars and electronic smoking devices such as electronic cigarettes. The smoking of marijuana or ingestion of cannabis products for any purpose is also prohibited, and sealed containers are required for the transportation of any cannabis-related product. REASONABLE MODIFICATION POLICY The Riverside Transit Agency is committed to providing safe, reliable, courteous, accessible and user- friendly services to its customers. To ensure equality and fairness, RTA is committed to making reasonable modifications to its policies, practices and procedures to avoid discrimination and ensure programs and services are accessible to individuals with disabilities. Requests for modifications can be made by calling RTA at (951) 565-5002 or emailing comments@riversidetransit.com. NOTIFICATION OF PUBLIC RIGHTS UNDER TITLE VI OF THE CIVIL RIGHTS ACT OF 1964 The Riverside Transit Agency operates its programs and services without regard to race, color and national origin in accordance with Title VI of the Civil Rights Act of 1964. Any person who believes she or he has been aggrieved by any unlawful discriminatory practice under the Title VI may file a complaint. For more information on the Riverside Transit Agency’s civil rights program and the procedures to file a complaint, contact (951) 565-5002, email comments@riversidetransit.com, or visit our administrative office at 1825 Third Street, Riverside, CA 92507. If information is needed in another language, contact (951) 565-5002. 10 | RTA RIDE GUIDE - May 9, 2021 | RIVERSIDETRANSIT.COM | RTABUS.COM TABLE OF CONTENTS DEFINITIONS OF FARE CATEGORIES AND IDENTIFICATION General All customers except those who meet the qualifications for youth, senior, disabled or child fare categories. No identification is required for General fares. Youth Age 18 or younger ride free. Appropriate ID must be shown each time you board a bus to receive the Youth fare. School-issued picture ID cards are appropriate identification. RTA also offers Youth identification cards. A Youth 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. There will be a cost of $2 for the card. Applications are available at the RTA business office, on our website 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. FARES, PASSES, TICKETS and IDS RTA CUSTOMER INFORMATION CENTER (951) 565-50021 | 11 TABLE OF CONTENTS 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, 204, 205 and 206 are commuter routes with fares of $3.50 for general 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 dip your pass in the farebox 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 Token Transit app, at some pass outlets or at RiversideTransit.com. 1-Day passes may also be purchased on the bus. 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 only, or a Local+CommuterLink 1-Day Pass valid on all local 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 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, or a Local+CommuterLink 30-Day Pass valid on all local and commuter routes. The 30-Day Pass must be used over a consecutive 30- day period beginning after first use. The 30-Day Pass is not sold on the bus and is only available by presale. 12 | RTA RIDE GUIDE - May 9, 2021 | RIVERSIDETRANSIT.COM | RTABUS.COM TABLE OF CONTENTS Dial-A-Ride Tickets Dial-A-Ride tickets are sold in books of ten. 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 at RiversideTransit.com. For the location of a pass sales outlet near you call (951) 565-5002 or visit RiversideTransit.com. 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 use your pass on all other buses you board and ride. MOBILE TICKETING: BUS PASS ON YOUR PHONE 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. RTA CUSTOMER INFORMATION CENTER (951) 565-50021 | 13 TABLE OF CONTENTS LOCAL FIXED-ROUTE FARES Fare Categories Base Fares Day Pass* 7-Day Pass* 30-Day Pass* General $1.75 $5 $20 $60 Youth (age 18 and younger)**FREE***N/A N/A N/A Senior/Disabled**75¢ $2.50 $20 $30 Medicare Card Holder**75¢ $2.50 $20 $30 Veteran**75¢ $2.50 $20 $30 Child (46” tall or under)50¢N/A N/A N/A DIAL-A-RIDE FARES | Not accepted on fixed-route buses Fare Categories Base Fares 10-Ticket Books Senior/Disabled $3.50 - $10.50 $35 Medicare Card Holder $3.50 - $10.50 $35 Child (46” tall or under)75¢N/A U-Pass, Go-Pass, Active Jurors, Active Duty Military, Police, Fire Personnel and City Pass | 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 * 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 10. *** Until June 30, 2022. Dates subject to change. COMMUTERLINK FARES COMMUTERLINK + LOCAL Fare Categories Base Fares Day Passes 30-Day Pass General $3.50 $10 $95 Youth (age 18 and younger)**FREE***N/A N/A 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 N/A N/A 14 | RTA RIDE GUIDE - May 9, 2021 | RIVERSIDETRANSIT.COM | RTABUS.COM TABLE OF CONTENTS CENTRO DE INFORMACIÓN AL CLIENTE El Centro de Información al Cliente de RTA cuenta con personal amables que están listos para ayudarle con información sobre los horarios de autobús, rutas, tarifas y ubicaciones de centros de venta de pases. El centro también recibe reportes sobre las paradas de autobús que necesitan limpieza o reparaciones y documentan las quejas y elogios de los pasajeros. Tenga en cuenta que algunas quejas tienen que ser sometidas por escrito y mandadas por correo postal, correo electrónico o por el sitio web de RTA, RiversideTransit.com. El centro está abierto de 6 a.m. a 10 p.m. entre semana y de 8 a.m. a 10 p.m. los fines de semana. Llame al Centro de Información al Cliente al (951) 565-5002. Si necesita asistencia para planear su viaje, por favor esté listo para proveer la siguiente información al personal del Centro de Información al Cliente: 1. La calle más cercana e intersección principal de su punto de partida y destino o su domicilio. No necesitamos el nombre del negocio. 2. La hora del día (a.m. o p.m.) que debe llegar a su destino. 3. Especifique el horario de entre semana o fin de semana. El Centro de Información al Cliente de RTA le puede ayudar únicamente con información relacionada con RTA. Para obtener información sobre otros servicios de transportación, por favor mire la lista telefónica que empieza en la página 4. OFICINA ADMINISTRATIVA DE RTA La oficina administrativa de RTA está 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 y está cerrada los sábados, domingos y los días festivos. Los horarios están sujetos a cambios, así que llame para confirmar al (951) 565-5000. Los pases se pueden obtener en nuestra oficina en Riverside durante las horas laborales. Usted puede pagar con dinero en efectivo, cheques, tarjetas de crédito MasterCard, Visa, Discover o tarjeta de débito con el logo de Visa o MasterCard. Habrá un cargo de $25 por todos los cheques devueltos por el banco. Los pases también se pueden ordenar de forma segura en RiversideTransit.com o a través de la aplicación Token Transit. OBJETOS PERDIDOS/ ENCONTRADOS El Departamento de Objetos Perdidos/ Encontrados está ubicado en la oficina administrativa de RTA en 1825 Third Street, en Riverside, o llame al (951) 565-5002 de lunes a viernes de 8 a.m. a 5 p.m. Los objetos perdidos/ encontrados se guardarán por cinco días laborales INFORMACIÓN SOBRE RTA RTA CUSTOMER INFORMATION CENTER (951) 565-50021 | 15 TABLE OF CONTENTS CÓMO USAR SU GUÍA DE VIAJES La Guía de Viajes de RTA contiene mapas y horarios de todas las rutas fijas. Entender cómo usar los mapas de las rutas y los horarios le permitirá usar la Guía de Viajes para planear su viaje. CÓMO COMENZAR El primer paso en planear su viaje es decidir el punto de partida, adónde quiere ir, y qué día y hora desea viajar. El mapa del sistema de RTA le ayudará a determinar qué ruta o rutas necesitará tomar. Una vez que haya determinado la(s) ruta(s) que necesita, siga estos simples pasos para planear su viaje usando la Guía de Viajes: 1. En el mapa de rutas, localice el punto de partida y de llegada de su viaje en autobús. 2. Localice el punto de tiempo con horario más cercano a su ubicación de partida y llegada de su viaje en autobús. Los puntos de tiempo se indican en los mapas de rutas con un número dentro de un círculo. NOTA: Cada punto de horario en el mapa de ruta tiene una columna correspondiente en la tabla de horarios. No todas las paradas de autobús están indicadas en el mapa y hay varias paradas entre cada punto de tiempo. 3. En la tabla de horarios, encuentre la columna que corresponda con su punto de tiempo seleccionado. Asegúrese de usar la tabla de horarios que corresponda al día de la semana correcta y la dirección de su viaje. Lea la columna debajo del punto de tiempo para encontrar la hora más cercana que usted desea partir. Las horas de las paradas entre los puntos de tiempo se pueden calcular sumando el tiempo que tardará el autobús en llegar desde el punto de tiempo anterior hasta su parada. ANIMALES DE SERVICIO Y MASCOTAS Animales de servicio ADA define un animal de servicio como cualquier perro guía, perro de señal u otro animal entrenado individualmente para dar 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 sí mismo. Algunos ejemplos incluyen: • Los animales de servicio pueden ser perros guía para personas ciegas o con discapacidad visual, perros de señalización 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 diarias. • Un animal de servicio siempre debe estar bajo el control del dueño o del manejador. • Los animales de servicio no requieren una etiqueta especial, identificación, certificación, papeles, arnés, chaleco, capa o pase. ¿Qué no es un animal de servicio? • Las mascotas no son animales de servicio. • Apoyo emocional, terapia, 16 | RTA RIDE GUIDE - May 9, 2021 | RIVERSIDETRANSIT.COM | RTABUS.COM TABLE OF CONTENTS comodidad y los animales de compañía no son animales de servicio, ya que no han sido entrenados para realizar un trabajo o tarea específica. Estos animales no tendrían derechos de acceso bajo la ADA. Mascotas Se admiten mascotas pequeñas y animales que no sean de servicio o guía solo si los dueños cumplen con las siguientes reglas: • Los animales pequeños, como pájaros y gatos deben estar asegurados en una jaula de mascotas fabricada comercialmente o una jaula que pueda colocarse de manera segura en las piernas del pasajero y que no requiera un asiento separado. • No se permiten portadores de vidrio, frágiles o caseros. • El animal debe estar completamente encerrado dentro del transportador de mascotas o la jaula en todo momento. • El portador o la jaula de la mascota debe evitar por completo que el animal se escape o que tenga contacto físico con los pasajeros. • El portador de mascotas o la jaula deben estar construidos de manera que no se pueda salir el material de cama o desechos de mascotas. • El animal no debe interferir, interrumpir o perturbar ningún animal de servicio o guía en el vehículo. CONSEJOS DE SEGURIDAD • Por razones de seguridad, los autobuses de RTA no pueden parar en paradas bajo construcción o paradas de autobús que no estén designadas. • Al salir del autobús, utilice la banqueta y el paso de peatones siempre que sea posible. Nunca cruce la calle directamente enfrente del autobús. DATOS PARA SU VIAJE • Llegue a su parada de autobús al menos 10 minutos antes. • No se permite comer, beber, fumar (incluyendo e-cigarrillos), escuchar música con volumen alto o cambiarse de ropa o pañales. • Límite el número de bolsas a tres y deben de caber en sus piernas y no en el pasillo. • Por favor absténgase de gritar, usar lenguaje ofensivo o hablar con el Operador mientras el autobús este en movimiento. • No se permite grafiti, alcohol, drogas o armas de cualquier tipo en el autobús. • Todos los pasajeros deben permanecer sentados hasta que el autobús pare completamente. • Si es posible, por favor salga por la puerta de atrás para acelerar el abordaje de los pasajeros. • Los asientos plegables y los asientos directamente detrás del Operador están destinados para personas de tercera edad y los pasajeros con discapacidades. • Mantenga sus autobuses y paradas de autobús limpios usando el recipiente de basura. • Por favor no suba los pies en los asientos. • Se deben de usar camisas y zapatos en todo momento. • Los carritos de compras y las carriolas deben doblarse antes de subir al autobús. Los andadores se deben doblar antes de tomar su asiento. Los pasajeros sentados en la parte de enfrente del autobús que no pueden doblar sus carritos plegables de compras se les puede pedir que se muevan a otra área del autobús para mantener los pasillos, puertas y los escalones despejados para facilitar los abordajes y los amarres de sillas de ruedas. RTA CUSTOMER INFORMATION CENTER (951) 565-50021 | 17 TABLE OF CONTENTS SILLAS DE RUEDAS Para garantizar la correcta fijación de la silla de ruedas durante el viaje, por favor limite el número de bolsas detrás de la silla. Para evitar lesiones a usted y a otros pasajeros, por favor quite cualquier objeto que sobresalga, tal como postes de banderas y reflectores con puntas afiladas. Tenga en cuenta que los autobuses de RTA despliegan una rampa/elevador de silla de ruedas para facilitar que suba o baje del autobús. Cuando se despliega la rampa/elevador de silla de ruedas, el autobús emitirá un sonido. Al salir por la puerta de atrás, escuche el sonido y observe la rampa/elevador de silla de ruedas para evitar lesiones. Las sillas de ruedas y scooters eléctricas de movilidad se permiten en el autobús siempre y cuando no excedan 30 pulgadas de ancho y 51 pulgadas de largo y el peso combinado no exceda 800 libras. Para 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 que llegue a su destino y el autobús pare completamente. Por favor use los asientos del autobús siempre que sea posible. TRANSPORTE NOW Desde su creación en 1992, Transporte NOW ha sido un representante orgulloso y entusiasta aliado del transporte público en el Condado de Riverside. Los miembros del público están invitados a asistir a cualquiera de los grupos de los seis capítulos: Gran Riverside, Hemet/San Jacinto Area, Moreno Valley/Perris, Noroeste, San Gorgonio Pass y Suroeste. Para más información o para unirse a un capítulo, llame a RTA al (951) 565-5170 o al correo electrónico comments@riversidetransit.com. BICICLETA Y PASEO Cada autobús de RTA tiene un estante de bicicletas con la capacidad de transportar al menos dos bicicletas con llantas de bicicleta estándar. Las bicicletas son aceptadas en orden de llegada. Los pasajeros que deseen transportar bicicletas deben notificar primero al Operador del autobús que van a cargar o descargar la bicicleta antes de acercarse al estante de bicicleta. NOTA: Para su seguridad, cuando cargue y descargue bicicletas debe realizarse desde la acera del autobús. Cuando suba su bicicleta en el estante de bicicletas: • Espere a que el autobús pare completamente antes de cargar su bicicleta. • Las bicicletas no deben exceder 55lbs. • Debe de quitar los artículos flojos de la bicicleta antes de colocarla en el estante de bicicleta. • Los manillares o las canastas de bicicleta no deben obstruir la vista del conductor. • Se permiten abordo las bicicletas plegables (no motorizadas) que no pasen de 28 “x 20” x 11“ debajo del asiento. • El Operador tiene la discreción de negar bicicletas plegables y artículos que no se puedan guardar bajo del asiento o asegurarse en el estante de bicicletas exterior. • No se permiten triciclos y bicicletas tándem. • Por favor recuerde que usted es responsable de cargar y descargar su bicicleta. • Cuando salga del autobús, salga por la puerta de enfrente y avísele al Operador del autobús que quitara la bicicleta del estante. 18 | RTA RIDE GUIDE - May 9, 2021 | RIVERSIDETRANSIT.COM | RTABUS.COM TABLE OF CONTENTS Se permiten bicicletas y scooters con pilas en los autobuses de RTA: • Se permite que los pasajeros coloquen bicicletas eléctricas con gel sellado, baterías de iones de litio o NiCad en el estante de bicicletas, siempre y cuando quepan con seguridad en el estante de bicicletas y tengan llantas estándar. También debe cumplir con los requisitos de bicicletas en la lista de arriba. • Se permite que los pasajeros suban al autobús las scooters eléctricas con el gel sellado, baterías de iones de litio o NiCad mientras que pueden ser dobladas y que quepan debajo de su asiento o en sus piernas. TABLAS DE “SURF”/”BOOGIE” Tablas de surf y de boogie que no sean más largas de seis pies y con un máximo 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 pasajero mientras el autobús este en movimiento y no deben ocupar un asiento adicional. SERVICIO DE JURADO Todos los miembros del jurado convocados para servir en los tribunales del Condado de Riverside pueden viajar gratis en todos los autobuses de RTA mientras estén en servicio del jurado activo mostrando su identificación actual y válida del jurado al Operador del autobús. 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 después de las horas de operación de Metrolink. Los pases o boletos de Metrolink tienen que estar vigentes con el día del viaje y los pasajeros deben bajarse en la estación de Metrolink. SERVICIO INALÁMBRICO (WI-FI) Acceso gratis a Internet Inalámbrico (Wi-Fi) está disponible para los pasajeros de RTA en los autobuses. La disponibilidad, confiabilidad, tiempo de funcionamiento y velocidad de los servicios no están garantizados por RTA. NO SE FUMA DE NINGÚN TIPO A BORDO DE AUTOBUSES DE RTA Todos los autobuses y estaciones de RTA son totalmente libres de humo. Esto incluye cigarrillos, cigarros y dispositivos electrónicos para fumar. Fumar marihuana o la ingestión de productos de cannabis para cualquier propósito también está prohibido, y se requieren contenedores sellados para transportar cualquier producto relacionado con el cannabis. PÓLIZA DE MODIFICACIÓN RAZONABLE Riverside Transit Agency se compromete a proporcionar servicios seguros, confiables, amables, accesibles y fácil de usar para sus pasajeros. Para garantizar la igualdad y la equidad, RTA se compromete a hacer modificaciones razonables a sus pólizas, prácticas y procedimientos para evitar la discriminación y asegurar que los programas y servicios sean accesibles para las personas con discapacidades. Las solicitudes para modificaciones se pueden hacer llamando a RTA al (951) 565-5002 o enviando un correo electrónico a comments@riversidetransit.com. RTA CUSTOMER INFORMATION CENTER (951) 565-50021 | 19 TABLE OF CONTENTS DEFINICIÓN DE CATEGORÍAS DE TARIFAS E IDENTIFICACIÓN General Todos los pasajeros excepto aquellos que califican para las tarifas de jóvenes, personas de tercera edad, discapacitados o niños. No se necesita identificación para las tarifas generales. Jóvenes 18 años o menos. Se requiere identificación apropiada al abordar el autobús para recibir la tarifa con descuento. Identificaciones escolares con fotografía se consideran apropiadas. El costo de la identificación es de $2. Llame al (951) 565-5002 para más información de cómo obtener una identificación. Personas de Tercera Edad/ Discapacitadas/Medicare Personas que cumplan con los requisitos de discapacidad de RTA, personas que presenten una tarjeta valida de Medicare, identificación de Veteranos o personas de 60 años o mayores, 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 pasajeros deben mostrar identificación apropiada cada vez que suban al autobús. RTA ofrece identificaciones con fotografía a personas de tercera edad y discapacitadas. Para recibir una identificación de discapacidad, los pasajeros deben presentar una aplicación completada por su médico o profesional de salud autorizado o una de las siguientes pruebas de discapacidad: Tarjeta de Identificación de Medicare, recibo del Departamento de Motores Vehículos comprobando la compra del cartel de discapacidad, tarjeta de identificación del Instituto Braille, identificación de discapacidad de Veterano del ejército o carta de otorgación de beneficios de la Oficina del Seguro Social. Habrá un costo de $2 por cada tarjeta. Si tiene alguna pregunta, por favor llame al (951) 565-5002. Las aplicaciones están disponibles en la oficina administrativa de RTA, en nuestro sitio web en RiversideTransit.com o llamando al Centro de Información al Cliente al (951) 565-5002. TARIFAS, PASES, BOLETOS Y TARJETAS DE IDENTIFICACIÓN NOTIFICACIÓN DE LOS DERECHOS PÚBLICOS BAJO EL TÍTULO VI DE LA LEY DE DERECHOS CIVILES DEL ACTO DE 1964 Riverside Transit Agency opera sus programas y servicios sin distinción 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 creen que han sido perjudicadas por una práctica discriminatoria ilegal bajo el Titulo VI, pueden presentar una queja. Para más información sobre el programa de derechos civiles de Riverside Transit Agency y los procedimientos para presentar una queja, llame 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 información en otro idioma, llame al (951) 565-5002. 20 | RTA RIDE GUIDE - May 9, 2021 | RIVERSIDETRANSIT.COM | RTABUS.COM TABLE OF CONTENTS Veterano Cualquier persona que cumpla con los requisitos de RTA referente a los Veteranos Militares, presente una tarjeta de identificación válida del Departamento de Asuntos de Veteranos de EE.UU. o una tarjeta de identificación de Servicios Uniformados de EE.UU. que indique el estado retirado. Los pasajeros deben mostrar la identificación apropiada cada vez que suban a un autobús para recibir la tarifa con descuento. Las tarjetas de identificación con fotografía de RTA están disponibles para los pasajeros veteranos. Por favor llame al (951) 565-5002 para la ubicación y el tiempo que pueda obtener su tarjeta de identificación. Hay un costo de $2 para la tarjeta de identificación. Para recibir una tarjeta de identificación de veterano, las personas deben presentar un Formulario 214 del Departamento de Defensa y una identificación con fotografía. RTA también reconoce la identificación de Veterano Militar de Omnitrans (emitido por el Departamento de Asuntos de Veteranos del Condado de San Bernardino). Personal en Servicio Militar Activo, Policía 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 llevar puesto el uniforme adecuado en el momento de subir al autobús o presentar al Operador una tarjeta de identificación válida de Servicios Uniformados de EE.UU. que indique servicio activo o una tarjeta de Acceso Común que indique servicios uniformados o servicio activo. El personal de policía y bomberos deben estar en uniforme completo en el momento de subir al autobús. Los pasajeros deben llevar el uniforme apropiado o mostrar la identificación apropiada cada vez que suban a un autobús para recibir la tarifa con descuento. Niños Basada en estatura: 46 pulgadas o menos. Deben de ser acompañados por un adulto que pague la tarifa completa. ADA La tarjeta de identificación de RTA de La Ley de Americanos con Discapacidades (ADA) es para personas que han sido especialmente certificadas por el proceso de Certificación de ADA de RTA. Esta identificación puede calificarlo para servicio de prioridad en cualquier servicio Dial-A-Ride de RTA, servicio Dial-A-Ride de Corona, Servicios Especiales de Transportación 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 llenar una aplicación y proveer una forma de verificación de un profesional de salud. Esta identificación debe renovarse cada cuatro años. Para más información, llame al (951) 565-5002. COMMUTERS “RUTAS EXPRÉS” Las rutas 200, 204, 205 y 206 son rutas exprés con tarifas de $3.50 para general y $2.75 para personas de tercera edad/discapacitados. Las personas también pueden comprar un “Plus+Pass” que puede usarse tanto en rutas fijas como en las rutas CommuterLink exprés. RTA CUSTOMER INFORMATION CENTER (951) 565-50021 | 21 TABLE OF CONTENTS TIPOS DE PASES RTA utiliza cajas de tarifas electrónicas en todos los autobuses y cajas de tarifas estándar en los autobuses Dial-A-Ride. Las cajas de tarifas aceptan monedas, dinero efectivo y boletos y pases de papel, así como boletos y pases móviles. Los pases son del tamaño de una tarjeta de crédito, impresos en papel firme con una banda magnética en la parte de atras. En lugar de enseñar su pase al Operador, pasará el pase en la caja de igual manera como lo hace con su tarjeta de ATM. Por favor use cambio exacto cuando pague en efectivo. El Operador o la caja de tarifas no tienen la capacidad de darle cambio. Para evitar demoras, use monedas de 25 centavos en lugar de monedas de menos denominación. Pases de 1-día, 7-días y 30-días están disponibles por correo, en la oficina administrativa de RTA, en Token Transit app, en nuestro sitio web en RiversideTransit.com o en algunos centros de venta de pases. Pases de 1-día también se pueden comprar en el autobús. Pases de 1-Día Los pases de 1-Día están diseñados para el cliente ocasional que necesita hacer varias conexiones en un día. Los pasajeros pueden comprar el pase Local de 1-Día, válido únicamente en las rutas fijas locales o el pase Local+CommuterLink de 1-Día válido en todas las rutas locales y rutas Exprés. El pase de 1-Día es válido para viajes ilimitado el día que el pase se use por primera vez. Su pase de 1-Día será validado por la caja de tarifas con la fecha actual impresa al reverso. Por favor verifique que la fecha esté correcta. Los pases de 1-Día no son transferibles a otro día y no hay devoluciones o cambios por pases extraviados o robados. El uso del pase de 1-Día para personas de tercera edad/discapacitados/Veteranos requiere identificación apropiada cada vez que suba al autobús. Los pases de 1-Día no se aceptan en Dial-A-Ride. Pases de 7-Días El pase de 7-Días está diseñado para proveer una alternativa económica al pase mensual de RTA. Los clientes pueden comprar un pase Local de 7-Días, válido en rutas fijas locales solamente. El pase de 7-Días se debe usar durante un periodo consecutivo de siete días comenzando con el primer día de uso. El pase de 7-Días no se vende en el autobús y solo está disponible por adelantado. Los pases de 7-Días no son válidos en Dial-A- Ride. Pase de 30-Días Los pases de 30-Días son ideales para clientes que usan el sistema de autobús de RTA con frecuencia. Los clientes pueden comprar un pase Local de 30-Días, válido en rutas fijas locales y o un pase Local+CommuterLink de 30-Días válido en todas las rutas locales y rutas Exprés. El pase de 30-Días debe usarse durante un periodo consecutivo de 30-días comenzando con el primer día de uso. El pase de 30-Días no se vende en el autobús y solo está disponible por adelantado. Boletos de Dial-A-Ride Los boletos de Dial-A-Ride solo se venden en libros de diez boletos. Es necesario presentar un boleto cada vez que aborde un autobús de Dial-A- Ride. Algunos viajes pueden requerir más de un boleto. Los boletos de Dial- A-Ride solo son válidos en autobuses de Dial-A-Ride de RTA y no son válidos en rutas fijas locales, CommuterLink u otros autobuses de agencia de tránsito. 22 | RTA RIDE GUIDE - May 9, 2021 | RIVERSIDETRANSIT.COM | RTABUS.COM TABLE OF CONTENTS COMPRA Y ACTIVACIÓN DE SU PASE Los pases de 7-Días y 30-Días no se venden en el autobús. Se pueden comprar en varios centros de distribución de pases a través del condado, por correo o de forma seguro en nuestro sitio Web en RiversideTransit.com. Para la ubicación del centro de distribución de pases más cercano a usted llame al (951) 565-5002. Recuerde, los pases no son reembolsables y no se aceptan en Dial-A-Ride. Cuando compre su pase de 1-Día, 7-Días o 30-Días, no estarán activados. El pase se debe de activar a bordo del autobús cuando se use por primera vez. Para activar, meta el pase (el lado impreso mirando hacia usted con la flecha apuntando hacia abajo) en la ranura de activación en el lado izquierdo de la caja de tarifas. La caja de tarifas imprimirá las fechas de vigencias al reveso del pase. Después, todo lo que tiene que hacer es deslizar el pase abordo de todos los autobuses en que viaje. PASE DE AUTOBÚS EN SU TELÉFONO Ahora puede comprar pases de RTA en su teléfono inteligente. ¡La aplicación Token Transit permite que la compra de su tarifa sea muy fácil! No hay necesidad de llevar dinero en efectivo. No es necesario esperar en la fila para comprar un pase. Y no es necesario buscar su pase de autobús enterrado en su billetera. Simplemente suba al autobús, toque su teléfono y listo. Los pasajeros pueden comprar pases de RTA de 1 viaje, 1 día, 7 días y 30 días desde cualquier lugar. Los pases se pueden comprar para uso inmediato, se pueden almacenar en la aplicación Token Transit para futuros viajes en todos los autobuses de ruta fija de RTA. Tres pasos simples para pagar con su teléfono inteligente. 1. Obtenga la aplicación Token Transit en Token transit.com/app. 2. Compre su pase de autobús RTA. 3. Cuando aborde el autobús, asegúrese de que la aplicación esté abierta y que el pase sea visible, coloque el teléfono sobre el validador y espere el pitido. RTA CUSTOMER INFORMATION CENTER (951) 565-50021 | 23 TABLE OF CONTENTS * Se acepta como tarifa básica en servicio de rutas fijas. Para usar el servicio de CommuterLink, se requeriré $2 adicional (Personas de Tercera Edad/Discapacitadas) o $1.75 (general) por viaje. ** Si planea usar las tarifas de descuento para personas de la tercera edad, discapacitadas, persona con tarjeta de Medicare, Veteranos o jóvenes, debe mostrar identificación adecuada cada vez que aborde el autobús. También debe mostrar una identificación adecuada para comprar pases de descuentos en los centros de distribución de pases. Para obtener una lista de las clases de identificación aceptables, vea la Página 19. *** Hasta junio de 2022. Fechas sujetas a cambios. TARIFAS DIAL-A-RIDE (DAR) | No se aceptan en los autobuses de ruta fija. Categorias de Tarifas Tarifa Básica Talonarios de Boletos se venden en libros de 10 boletos 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 Niños (46 pulgadas de altura o menos)75¢N/A TARIFAS DE RUTA FIJA Categorias de Tarifas Tarifa Básica Pase Diario* Pase de 7-días* Pase de 30- Días* General $1.75 $5 $20 $60 Jóvenes (18 años o menos)**GRATIS*** N/A N/A N/A Personas de Tercera Edad**75¢ $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 Niños (46 pulgadas de altura o menos)50¢ N/A N/A N/A TARIFAS DE COMMUTERLINK TARIFAS DE COMMUTERLINK + LOCAL Categorias de Tarifas Tarifa Básica Pase Diario Pase de 30- Días General $3.50 $10 $95 Jóvenes (18 años o menos)**GRATIS***N/A N/A 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 Niños (46 pulgadas de altura o menos)$2.75 N/A N/A Jurados activos, servicio militar activo, policía, bomberos y City Pass | 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 24 | RTA RIDE GUIDE - May 9, 2021 | RIVERSIDETRANSIT.COM | RTABUS.COM TABLE OF CONTENTS ¿Es usted elegible para la tarifa de descuentos para personas de la tercera edad, discapacitadas, Medicare, Veteranos o Jóvenes? De ser así, deberá mostrar identificación adecuada cada vez que aborde el autobús. También deberá mostrar identificación adecuada para comprar boletos o pases de descuento en todos los centros de distribución de pases, en nuestra oficina en Riverside, en nuestro sitio Web o por correo. Si no tiene la identificación adecuada, tendrá que pagar la tarifa total general, aunque tenga un boleto o pase de descuento. A continuación se muestran las formas de identificación que se aceptan en el autobús para las tarifas de descuento: Personas de la Tercera Edad: Tarjeta de identificación para personas de la tercera edad expedida por RTA, licencia de conducir o identificación de California o la tarjeta Medicare. Jóvenes: Tarjeta de identificación de Jóvenes con fotografía expedida por RTA o por las escuelas (18 años o menos ) con validación actual del año escolar. Personas Discapacitadas: Tarjeta de identificación para personas discapacitadas expedida por RTA, tarjeta ADA de RTA, tarjeta Medicare, tarjeta de identificación del Servicio de Veteranos o tarjeta de identificación del instituto Braille. Veterano: Cualquier persona que cumpla con los requisitos de RTA referente a Veteranos Militares, presenta una tarjeta de identificación válida del Departamento de Asuntos de Veteranos de EE.UU. o una tarjeta de identificación de Servicios Uniformados de EE.UU. que indica el estado retirado. Las tarjetas de identificación con fotografía emitida por RTA están 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 autobús. IDENTIFICACIÓN NO ACEPTADA EN EL AUTOBÚS: La tarjeta Medi-Cal, carta de beneficios del Seguro Social, una nota de su doctor, u otros documentos que no se hayan nombrado NO serán aceptados como medio de identificación para comprar o usar un boleto o pase descontado. Identificación para tarifas reducidas RTA CUSTOMER INFORMATION CENTER (951) 565-50021 | 25 TABLE OF CONTENTS 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: Senior: RTA issued Senior ID card, CA Driver License or ID card or Medicare card. Youth: RTA issued Youth ID card or school issued (age 18 and younger) picture ID with current school year validation. Disabled: RTA issued disabled ID card, RTA ADA card, Medicare card, Veteran’s Service connected ID card or Braille Institute ID 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. 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. Reduced Fare Identification 26 | RTA RIDE GUIDE - May 9, 2021 | RIVERSIDETRANSIT.COM | RTABUS.COM TABLE OF CONTENTS For route and schedule information call (951) 565-5002 or visit RiversideTransit.com Corona Transit Center BOARDING DIAGRAM N. MAIN ST. E. G R A N D B L V D . Corona Cruiser Blue Line ROUTE 1EB ROUTE 3 ROUTES 205 & 206 Walkway to Metrolink station Corona Cruiser Red Line ROUTE 1WB LEGEND Bays NB=Northbound | SB=Southbound EB=Eastbound | WB=Westbound CW=Clockwise A A B C D E F G H RTA CUSTOMER INFORMATION CENTER (951) 565-50021 | 27 TABLE OF CONTENTS Galleria at Tyler Mall BOARDING DIAGRAM MA G N O L I A A V E F E D MALL ENTRANCE C B A ROUTE 10 ROUTE 21 ROUTES 200 WB 14 ROUTES 200 EB 13 ROUTE 27 GH ROUTES 1 EB 12 EB ROUTE 15 MAGN O L I A A V E T Y L E R S T H U G H E S A L L E Y GALLERIA AT TYLER MAP AREA For route and schedule information, call (951) 565-5002 or visit RiversideTransit.com ROUTES 1 WB,12WB LEGEND Bays NB=Northbound | SB=Southbound EB=Eastbound | WB=Westbound CW=Clockwise A 28 | RTA RIDE GUIDE - May 9, 2021 | RIVERSIDETRANSIT.COM | RTABUS.COM TABLE OF CONTENTS I N D I A N A A V E A B C D E F G H I J ROUTE 200EB PARKING LOT To Train Platforms ROUTE 200WB ROUTE 15WB ROUTE 15EB DIAL-A-RIDE BUS HOLDING AREA LEGEND Bays NB=Northbound | SB=Southbound EB=Eastbound | WB=Westbound CW=Clockwise A For route and schedule information call (951) 565-5002 or visit RiversideTransit.com La Sierra Metrolink Station BOARDING DIAGRAM RTA CUSTOMER INFORMATION CENTER (951) 565-50021 | 29 TABLE OF CONTENTS Moreno Valley Mall Transit Center BOARDING DIAGRAM For route and schedule information call (951) 565-5002 or visit RiversideTransit.com MAPAREAMoreno Valley Mall TOWN C I R C L E TOWN CIRCLE H E R I T A G E W A Y 60 ROUTE 16 ROUTE 19 ROUTE 19 ROUTE 18 ROUTE 11 18 ROUTE 11 ROUTE 31 LEGEND Bays NB=Northbound | SB=Southbound EB=Eastbound | WB=Westbound CW=Clockwise A A B C D E F G H 30 | RTA RIDE GUIDE - May 9, 2021 | RIVERSIDETRANSIT.COM | RTABUS.COM TABLE OF CONTENTS FIRST STREET C S T R E E T THIRD STREET ROUTE 19 DIAL-A-RIDE ROUTE 27 PARKING PARKING BUS ONLY ENTRANCE ROUTES 61, 74 ROUTE 22 ROUTE 28 ROUTE 9 ROUTE 30 Amtrak Thruway BU S O N L Y For route and schedule information call (951) 565-5002 or visit RiversideTransit.com Perris Station Transit Center BOARDING DIAGRAM C B A D E F G H RTA CUSTOMER INFORMATION CENTER (951) 565-50021 | 31 TABLE OF CONTENTS Ri 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 p l a t f o r m VI N E S T Riverside-Downtown Metrolink Station BOARDING DIAGRAM ROUTE 200EB/WB ROUTE Omnitrans 215NB ROUTES 29EB/WB 49EB/WB ROUTE 15EB/WB ROUTE 1EB/WB DIAL-A-RIDE ROUTES 29WB 49WB ROUTES 1EB/WB 15WB PARKING F E D C G H J AMTRAK MEGA BUSK I B A LEGEND Bays NB=Northbound | SB=Southbound EB=Eastbound | WB=Westbound CW=Clockwise A 32 | RTA RIDE GUIDE - May 9, 2021 | RIVERSIDETRANSIT.COM | RTABUS.COM TABLE OF CONTENTS SERVICE GUIDE CITY/COMMUNITY RTA SERVICE & OTHER CONNECTING SERVICES Anaheim RTA 200, OCTA Banning RTA 31, Pass Transit, Greyhound Beaumont RTA 31, Pass Transit, Amtrak Thruway Corona RTA 1, 3, 12, 205, 206, Corona Cruiser, Metrolink Country Village RTA 49, 204, Omnitrans Eastvale RTA 3, 29, Omnitrans French Valley RTA 79 Glen Avon RTA 49 Hemet RTA 28, 31, 32, 33, 42, 74, 79, Amtrak Thruway 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, 205, 206 Loma Linda RTA 14, Omnitrans Mead Valley RTA 22, 41 Menifee/Sun City RTA 61, 74, Amtrak Thruway Mira Loma RTA 29 Moreno Valley RTA 11, 16, 18, 19, 20, 31, 41, Amtrak Thruway Montclair RTA 204, Metrolink, Omnitrans, Foothill Transit Murrieta RTA 23, 61, 205, 206 Norco RTA 3 Ontario RTA 204, Omnitrans, Metrolink Orange RTA 200, OCTA Orange Crest RTA 27 Pedley RTA 21, 29, Metrolink Perris RTA 9, 19, 22, 27, 28, 30, 41, 61, 74, Amtrak Thruway, Greyhound Riverside RTA 1, 10, 12, 13, 14, 15, 16, 20, 21, 22, 27, 29, 49, 50, 200, 204, Riverside Special Transportation, Amtrak Thruway, 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, Greyhound Temescal Valley RTA 205, 206 Wildomar RTA 8, 23 Winchester RTA 74, 79 Woodcrest RTA 22, 27 RTA CUSTOMER INFORMATION CENTER (951) 565-50021 | 33 TABLE OF CONTENTS REVESTIMIENTOS FACIALES Todos los clientes y operadores requieren cubrimientos faciales que cubran la boca y la nariz. Asegúrese de que su cubierta facial esté puesta antes de abordar y úsela durante todo el viaje. Si se niega a usar uno, no podrá montar. CAPACIDAD MÁXIMA RTA está practicando el distanciamiento social al limitar el número de clientes en todos nuestros autobuses para que haya suficiente espacio para esparcirse. VAYA SIN TOCAR Ahora puede escanear su pase móvil para limitar las interacciones físicas. Descargue la aplicación gratuita de Token Transit para pagos sin contacto. MANTENIENDO A TODOS SEGUROS En un esfuerzo por mantener un ambiente seguro a bordo del autobús, todos los empleados de RTA deben pasar un control de salud antes de comenzar a trabajar todos los días. En nuestras instalaciones, estamos desinfectando las 24 horas. NO VIAJE SI ESTÁ ENFERMO Quedarse en casa es la mejor manera de protegerse y proteger a los demás de enfermarse. LIMPIEZA FRECUENTE Para su tranquilidad, RTA limpia y desinfecta los autobuses con nebulizadores electrostáticos todos los días. También hemos actualizado nuestro sistema de ventilación y filtros a bordo para brindarle un aire más fresco y limpio mientras viaja. BARRERAS DE SEGURIDAD Para mantener un ambiente saludable durante el abordaje, RTA ha instalado barreras de seguridad en todos los autobuses para minimizer el contacto entre los conductors y los clientes. MANTÉNGASE CONECTADO Planifique su próximo viaje visitando RiversideTransit.com o llamando a nuestro Centro de información al cliente al (951) 565-5002. La información de llegada del autobús en tiempo real está disponible en las aplicaciones BusWatch y Transit. También puede obtener actualizaciones instantáneas de rutas y horarios registrándose en iAlerts, BusWatch o visítenos en las redes sociales para mantenerse informado. PUEDES VIAJAR CON CONFIANZA En cada viaje que realice con RTA, su seguridad es nuestra prioridad número uno. Nos comprometemos a brindarle tranquilidad cuando viaje con nosotros. Esto es lo que está haciendo RTA para que su viaje con nosotros sea seguro. 34 | RTA RIDE GUIDE - May 9, 2021 | RIVERSIDETRANSIT.COM | RTABUS.COM TABLE OF CONTENTS Downtown UNIVERSITY A V E MISSION IN N A V E LE M O N S T 14TH ST MA R K E T S T VI N E S T MU L B E R R Y IO W A A V E CH I C A G O A V E CA N Y O N C R E S T BLAINE ST 3RD ST 9TH MADISON S T CENTRAL AVE ADAMS ST VAN BURE N B L V D TYLER ST LA SIERRA A V E HOLE AVE MCKINLEY ST MAI N S T GRAND BL V D MA G N O L I A A V E ARLINGTON AVE UCR Parkview Community Hospital Riverside Plaza Cesar ChavezCommunityCenter University Village Marcy Library Central M.S. Riverside Community Hospital Kaiser Medical Center Corona City Hall Chemawa M.S. Arlington Library Villegas M.S. Home Gardens Library Sherman Indian H.S. California Baptist University Ramona H.S. RiversideCity College RIVERSIDE CORONA RTA and Corona Cruiser honor each other’s Day and 30-Day passes at shared stops. UCR - DOWNTOWN RIVERSIDE - CORONA1 SIXT H S T Routing and timetables subject to change. Rutas y horarios son sujetos a cambios. Corona Park- And-Ride T T T T T T 2 3 4 5 6 7 8 10 9 1 91 91 91 91 UNIVERSITY & LEMON 1•10•12•14•15•22•29•49 200•204•OMNITRANS 215 MARKET & UNIVERSITY 1•12•13•14•15•22•29•49 204 RIVERSIDE - DOWNTOWN METROLINK STATION 1•15•29•49•200 OMNITRANS 215 METROLINK•AMTRAK Boarding diagram pg 31 GALLERIA AT TYLER 1•10•12•13•14•15•21 27•200Boarding diagram pg 27 CHICAGO & UNIVERSITY 1•13•14•22 MAGNOLIA & MCKINLEY 1•CORONA CRUISER BLUE 6TH & MAIN 1•CORONA CRUISER BLUE, RED SMITH & 6TH 1•CORONA CRUISER RED CORONA TRANSIT CENTER 1•3•205•206 CORONA CRUISER BLUE, RED METROLINKBoarding diagram pg 26 UCR AT BANNOCKBURN 1•16•204 IOWA & UNIVERSITY 1•14•16•204 IOWA & BLAINE 1•10•14 1 Time and/or Transfer Point Alternate Routing Transfer Point Long-term Detour Routing Legend | Map not to scale T BROCKTON ARCADE 1•10•14•15 MAGNOLIA & 15TH 1•13•15•50 RTA CUSTOMER INFORMATION CENTER (951) 565-50021 | 35 TABLE OF CONTENTS 1 EASTBOUND TO DOWNTOWN RIVERSIDE /UCR | WEEKDAYS & WEEKENDS A.M. times are in PLAIN, P.M. times are in BOLD | Times are approximate SM I T H & 6 T H CO R O N A TR A N S I T CE N T E R MA G N O L I A & MC K I N L E Y GA L L E R I A A T TY L E R MA G N O L I A & AD A M S BR O C K T O N AR C A D E RI V E R S I D E C I T Y CO L L E G E UN I V E R S I T Y & LE M O N RI V E R S I D E - DO W N T O W N ME T R O L I N K S T A . UC R A T BA N N O C K B U R N 1 2 3 4 5 6 7 8 9 10 5:44 5:56 6:06 6:16 6:24 6:30 6:35 6:41 — 6:54 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 7:55 8:10 8:21 8:32 8:41 8:47 8:53 8:59 9:03 9:17 8:25 8:40 8:51 9:02 9:11 9:17 9:24 9:31 — 9:47 8:49 9:07 9:20 9:32 9:44 9:50 9:57 10:04 — 10:20 9:11 9:29 9:42 9:54 10:06 10:13 10:20 10:28 — 10:46 9:41 9:59 10:12 10:24 10:36 10:43 10:50 10:58 — 11:16 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 4:55 5:13 5:25 5:38 5:49 5:55 6:02 6:10 —6:28 5:26 5:44 5:56 6:09 6:20 6:26 6:33 6:41 6:46 7:04 5:58 6:16 6:28 6:41 6:52 6:58 7:05 7:13 7:31 6:30 6:46 6:58 7:10 7:21 7:27 7:34 7:41 — 7:59 6:52 7:08 7:20 7:32 7:43 7:49 7:56 8:03 — 8:21 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 8:46 9:01 9:13 9:25 9:36 9:42 9:48 9:54 — 10:07 36 | RTA RIDE GUIDE - May 9, 2021 | RIVERSIDETRANSIT.COM | RTABUS.COM TABLE OF CONTENTS 1 WESTBOUND TO CORONA | WEEKDAYS & WEEKENDS A.M. times are in PLAIN, P.M. times are in BOLD | Times are approximate UC R A T BA N N O C K B U R N RI V E R S I D E - DO W N T O W N ME T R O L I N K S T A . UN I V E R S I T Y & LE M O N RI V E R S I D E C I T Y CO L L E G E BR O C K T O N AR C A D E MA G N O L I A & AD A M S GA L L E R I A A T TY L E R MA G N O L I A & MC K I N L E Y CO R O N A TR A N S I T CE N T E R SM I T H & 6 T H 10 9 8 7 6 5 4 3 2 1 5:48 — 5:56 6:02 6:08 6:14 6:23 6:35 6:45 6:56 6:18 — 6:26 6:33 6:39 6:45 6:54 7:06 7:16 7:27 6:43 6:55 6:59 7:06 7:12 7:18 7:27 7:39 7:50 8:01 7:20 7:34 7:38 7:45 7:51 7:58 8:10 8:25 8:36 8:47 7:54 — 8:07 8:14 8:20 8:27 8:39 8:54 9:06 9:17 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 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 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 4:43 4:59 5:03 5:12 5:20 5:29 5:44 6:02 6:16 6:29 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 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 RTA CUSTOMER INFORMATION CENTER (951) 565-50021 | 37 TABLE OF CONTENTS FACE COVERINGS Face masks that cover the mouth and nose are required for all customers and coach operators at transit centers and on board the bus. MAXIMUM CAPACITY RTA is practicing social distancing by limiting the number of customers on all our buses so there is plenty of room to spread out. GO TOUCH-FREE You can now scan your mobile pass to limit physical interactions. Download the free Token Transit app for contactless payment. KEEPING EVERYONE SAFE In an effort to maintain a safe environment onboard the bus, all RTA employees are required to pass a health check before starting work every day. At our facilities, we are doing around-the-clock disinfecting. DON’T TRAVEL IF YOU’RE SICK Staying home is the best way to protect yourself and others from getting sick. FREQUENT CLEANING For your peace of mind, RTA is cleaning and sanitizing buses with electrostatic foggers every day. We’ve also upgraded our on-board ventilation system and filters to give you fresher, cleaner air while you ride. SAFETY BARRIERS To maintain a healthy environment while boarding, RTA has installed safety barriers on all buses to minimize contact between the drivers and customers. STAY CONNECTED Plan your next trip by visiting RiversideTransit.com or calling our Customer Information Center at (951) 565-5002. Real-time bus arrival information is available on the BusWatch and Transit apps. You can also get instant route and schedule updates by signing up for iAlerts, BusWatch or visit us on social media to stay in the loop. TRAVEL WITH CONFIDENCE On every trip you take with RTA, your safety and well-being is our number-one priority. We’re committed to giving you peace of mind when you travel with us. Here’s what RTA is doing to make your journey with us safe. 38 | RTA RIDE GUIDE - May 9, 2021 | RIVERSIDETRANSIT.COM | RTABUS.COM TABLE OF CONTENTS 6TH ST H A M N E R A V E MA I N S T 5TH ST MARKET ST « LAMPTON LN 3RD ST 2ND ST W. Grand NORCO COLLEGE Post Oce DMV North Main Plaza DPSS Norco Library Eastvale Gateway Vernola Marketplace Eleanor Roosevelt H.S. Harada Heritage Park River Heights I.S. NORCO EASTVALE CORONA EASTVALE - NORCO - CORONA3 68TH ST GOODMAN WAY GO O D M A N W A Y CITRUS ST CANTU-GALLEANO RANCH SU M N E R A V E PA T S R A N C H R D « LIMONITE AVE TOW N & C O U N T R Y D R RTA and Corona Cruiser honor each other’s Day and 30-Day passes at shared stops. Routing and timetables subject to change. Rutas y horarios son sujetos a cambios. Corona Park- And-Ride HA M N E R A V E 15 15 2 3 4 5 1 9191 CORONA TRANSIT CENTER 1•3•205•206 CORONA CRUISER BLUE, RED METROLINKBoarding diagram pg 26 MAIN & PARKRIDGE 3•CORONA CRUISER BLUE MARKET & CLARK AMAZON EASTVALE 3•29•OMNITRANS 87 LIMONITE & HAMNER 3•29 1 Time and/or Transfer Point Transfer Point Legend | Map not to scale T CL A R K RTA CUSTOMER INFORMATION CENTER (951) 565-50021 | 39 TABLE OF CONTENTS AMAZON EASTVALE LIMONITE & HAMNER MARKET & CLARK MAIN & PARKRIDGE CORONA TRANSIT CENTER 5 4 3 2 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 3 SOUTHBOUND TO CORONA | WEEKDAYS & WEEKENDS A.M. times are in PLAIN, P.M. times are in BOLD | Times are approximate 3 NORTHBOUND TO EASTVALE | WEEKDAYS & WEEKENDS 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 2 3 4 5 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 40 | RTA RIDE GUIDE - May 9, 2021 | RIVERSIDETRANSIT.COM | RTABUS.COM TABLE OF CONTENTS 74 ORTEGA HWY LAKE ELSINORE - WILDOMAR LOOP8 G R A N D A V E G R A N D A V E P A L O M A R S T WILDO M A R T R L » CORYD O N R D L A K E S H O R E D R » C O L L I E R A V E LI N C O L N LAKE S H O R E D R CHANEY SPR I N G » MAIN » « KE L L O G G S T « LIN D S A Y PO T T E R Y HE A L D » «GR A H A M «LI M I T E D SU M M E R H I L L D R MIS S I O N T R MACH A D O S T RIVER S I D E D R «Visca y a G R A P E S T MALAGA R D BALDWIN BLVD LAKE ELSINORE Railroad Canyon Rd Routing and timetables subject to change. Rutas designadas y horarios son sujetos a cambios. Lakeside Library David A Brown M.S. Lakeland Village M.S. Mission Trail Library Post Oce Lakeside H.S. LAKE ELSINORE WILDOMAR « C l o c k w i s e | C o u n t e r - c l o c k w i s e » « C l o c k w i s e | C o u n t e r - c l o c k w i s e » 15 15 3 4 5 6 7 8 1 2 74 Served first before Canyon Estate Dr loop PALOMAR & WILDOMAR 8•23 LAKE ELSINORE OUTLET CENTER 8•9 1 Time and/or Transfer Point Legend | Map not to scale RTA CUSTOMER INFORMATION CENTER (951) 565-50021 | 41 TABLE OF CONTENTS 8 COUNTERCLOCKWISE LOOP VIA GRAND AVE | WEEKDAYS & WEEKENDS A.M. times are in PLAIN, P.M. times are in BOLD | Times are approximate LA K E E L S I N O R E OU T L E T C E N T E R LA K E S H O R E & VI S C A Y A LA K E S I D E H I G H SC H O O L GR A N D & BA L D W I N PA L O M A R & WI L D O M A R MI S S I O N T R A I L & M A L A G A LA K E E L S I N O R E WA L M A R T GR A H A M & LA N G S T A F F LA K E E L S I N O R E OU T L E T C E N T E R 1 2 3 4 5 6 7 8 1 6:30 6:38 6:45 6:52 7:08 7:18 7:24 7:35 7:47 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 11:25 11:33 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 TRAIL | WEEKDAYS & WEEKENDS A.M. times are in PLAIN, P.M. times are in BOLD | Times are approximate LA K E E L S I N O R E OU T L E T C E N T E R GR A H A M & LA N G S T A F F LA K E E L S I N O R E WA L M A R T MI S S I O N T R A I L & MA L A G A PA L O M A R & WI L D O M A R GR A N D & BA L D W I N LA K E S I D E H I G H SC H O O L LA K E S H O R E & VI S C A Y A LA K E E L S I N O R E OU T L E T C E N T E R 1 8 7 6 5 4 3 2 1 6:20 6:32 6:42 6:49 7:06 7:17 7:24 7:34 7:41 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 10:37 10:52 11:05 11:16 11:32 11:43 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 42 | RTA RIDE GUIDE - May 9, 2021 | RIVERSIDETRANSIT.COM | RTABUS.COM TABLE OF CONTENTS THEDA ST NI C H O L S R D C E N T R A L A V E C ST 4T H S T ELLIS AVE PERRIS LAKE ELSINORE Perris City Hall Senior Center Target ME A D O W B R O O K A V E « COLLIER AVE GREENWALD AVE Information Center Web Site 1-800-800-7821 www.RiversideTransit.com PERRIS STATION TRANSIT CENTER - LAKE ELSINORE OUTLET CENTER9 Routing and timetables subject to change. Rutas y horarios son sujetos a cambios. 15 3 1 2 74 74 LAKE ELSINORE OUTLET CENTER 8•9 1 Time and/or Transfer Point Legend | Map not to scale PERRIS STATION TRANSIT CENTER 9•19•22•27•28•30 61•74•METROLINKBoarding diagram pg 30 RTA CUSTOMER INFORMATION CENTER (951) 565-50021 | 43 TABLE OF CONTENTS 9 NORTHBOUND TO PERRIS STATION TRANSIT CENTER | WEEKDAYS & WEEKENDS A.M. times are in PLAIN, P.M. times are in BOLD | Times are approximate 9 SOUTHBOUND TO LAKE ELSINORE OUTLET CENTER | WEEKDAYS & WEEKENDS A.M. times are in PLAIN, P.M. times are in BOLD | 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 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 44 | RTA RIDE GUIDE - May 9, 2021 | RIVERSIDETRANSIT.COM | RTABUS.COM TABLE OF CONTENTS VI C T O R I A A V E « WB Only EB» «WB EB Onl y MISSION INN AVE UNIVERSITY AVE 14TH ST10TH ST VAN BUR E N B L V D JACKSON ST MADISON ST BLAIN E S T CENT R A L A V E ARLIN G T O N A V E M A G N O L I A A V E MA G N O L I A A V E LIN C O L N A V E V I C T O R I A A V E 3RD S T UCR Fox Theater John North H.S. Riverside Sports Complex RTA M T V E R N O N A V E IO W A A V E WATKIN S « BIG S P R I N G S R D HORA C E CRIDGE ST O R A N G E L E M O N Arlington H.S. Van Buren Drive-In Arlington Library Poly H.S. Notre Dame H.S. Marcy Library Riverside City College Riverside Plaza Calif. Sch. for Deaf Gage M.S. Casa Blanca Library RIVERSIDE BIG SPRINGS & WATKINS - DOWNTOWN RIVERSIDE - GALLERIA AT TYLER10 EU C A L Y P T U S A V E P a r k A v e CH I C A G O A V E Routing and timetables subject to change. Rutas y horarios son sujetos a cambios. TARGET 7W 7E T T 215 215 3 4 5 6 8 9 1 2 91 91 60 UNIVERSITY & LEMON 1•10•12 14•15•22•29•49 200•204 OMNITRANS 215 GALLERIA AT TYLER 1•10•12•13•14•15•21•27•200Boarding diagram pg 27 IOWA & BLAINE 1•10•14 COUNTY ADMINISTRATION CENTER 10•12•13•200 BROCKTON ARCADE 1•10•14•15 ORANGE & 10TH 10•12•13 1 Time and/or Transfer Point Transfer Point Legend | Map not to scale T RTA CUSTOMER INFORMATION CENTER (951) 565-50021 | 45 TABLE OF CONTENTS 10 EASTBOUND TO BIG SPRINGS & WATKINS | WEEKDAYS & WEEKENDS A.M. times are in PLAIN, P.M. times are in BOLD | Times are approximate 10 WESTBOUND TO GALLERIA AT TYLER | WEEKDAYS & WEEKENDS A.M. times are in PLAIN, P.M. times are in BOLD | Times are approximate GA L L E R I A AT T Y L E R LI N C O L N & JA C K S O N LI N C O L N & MA D I S O N AR L I N G T O N AT T A R G E T BR O C K T O N AR C A D E VI C T O R I A & CR I D G E LE M O N & UN I V E R S I T Y RT A O F F I C E S BI G SP R I N G S & WA T K I N S 1 2 3 4 5 6 7E 8 9 8:03 8:14 8:21 8:28 8:34 8:44 8:52 9:01 9:14 9:34 9:47 9:54 10:02 10:08 10:20 10:28 10:38 10:51 10:56 11:11 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 BI G SP R I N G S & WA T K I N S RT A OF F I C E S OR A N G E & 10 T H VI C T O R I A & C R I D G E BR O C K T O N AR C A D E AR L I N G T O N AT T A R G E T LI N C O L N & MA D I S O N LI N C O L N & JA C K S O N GA L L E R I A AT T Y L E R 9 8 7W 6 5 4 3 2 1 8:04 8:13 8:22 8:32 8:43 8:50 8:59 9:05 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. 46 | RTA RIDE GUIDE - May 9, 2021 | RIVERSIDETRANSIT.COM | RTABUS.COM TABLE OF CONTENTS City Hall MORENO VALLEY MALL - MARCH ARB LOOP ROUTE11 IRONWOOD AVE SUNNYMEAD BLVD EUCALYPTUS AVE COTTONWOOD AVE « Counter-clockwise | Clockwise » « Clockwise | Counter-clockwise » HEMLOCK AVE JFK DRMEYER DR CACTUS AVE ALESSANDRO BLVD TOWNGATE BLVD TOWN C I R » H E R I T A G E HE A C O C K S T PE R R I S B L V D IN D I A N S T FR E D E R I C K S T PI G E O N P A S S R D RI V E R S I D E D R 6T H S T CENTERP O I N T Sunnymead M.S. Riverside County Superior Court Badger Springs M.S. Moreno Valley H.S. Post Oce Kaiser Medical Oces MORENO VALLEY Routing and timetables subject to change. Rutas y horarios son sujetos a cambios. T 3 4 5 1 2 60 HEACOCK & SUNNYMEAD 11•19 FREDERICK & ALESSANDRO 11•20 ALESSANDRO & HEACOCK 11•20 MORENO VALLEY MALL 11•16•18•19•31Boarding diagram pg 29 1 Time and/or Transfer Point Transfer Point Legend | Map not to scale T RTA CUSTOMER INFORMATION CENTER (951) 565-50021 | 47 TABLE OF CONTENTS 11 CLOCKWISE LOOP TO MARCH ARB VIA IRONWOOD | WEEKDAYS & WEEKENDS A.M. times are in PLAIN, P.M. times are in BOLD | Times are approximate 11 COUNTERCLOCKWISE LOOP TO MARCH ARB VIA FREDERICK | WEEKDAYS & WEEKENDS A.M. times are in PLAIN, P.M. times are in BOLD | Times are approximate MO R E N O VA L L E Y M A L L PE R R I S & HE M L O C K AL E S S A N D R O & H E A C O C K ME Y E R & 6T H S T FR E D E R I C K & AL E S S A N D R O MO R E N O VA L L E Y M A L L 1 2 3 4 5 1 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 MO R E N O VA L L E Y M A L L FR E D E R I C K & AL E S S A N D R O ME Y E R & 6T H S T AL E S S A N D R O & H E A C O C K PE R R I S & HE M L O C K MO R E N O VA L L E Y M A L L 1 5 4 3 2 1 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 48 | RTA RIDE GUIDE - May 9, 2021 | RIVERSIDETRANSIT.COM | RTABUS.COM TABLE OF CONTENTS MA R K E T S T ARLINGTON AVE CALIF O R N I A A V E H A R R I S O N S T WELL S A V E LA S I E R R A A V E MAGNO L I A A V E MA G N O L I A JURUPA AVE ST R E E T E R A V E ELI Z A B E T H S T M A I N S T OR A N G E S T OR A N G E S T COLUMBIA CENTER ST ST E P H E N S A V E OR A N G E LE M O N LI M E W L A C A D E N A UNIV. AVE 10TH ST OL I V E W O O D A V E 14TH ST Janet Goeske Ctr. Juvenile Hall Kaiser Hospital SalvationArmy Riverside County Administrative Center Riverside Hall of Justice Fox Theater Ruth Lewis Community Center/Reid Park CASA RiversideCounty Mental Health La Sierra University COUNTYFARM RD RUSSELL ST PR I M E R S T INTERCHANGE 1ST ST RIVERSIDE CITY COLLEGE LA CADENA & INTERCHANGE - DOWNTOWN RIVERSIDE - CORONA HILLS PLAZA12 PIERCE S T MT HU M P H R I E S TY L E R S T R I V E R W A L K P K W Y HOLE AVE Routing and timetables subject to change. Rutas y horarios son sujetos a cambios. T T T T RIVERSIDE 3 4 5 6 8 1 2 91 91 60UNIVERSITY & LEMON 1•10•12•14•15•22•29•49 200•204•OMNITRANS 215 MARKET & UNIVERSITY 1•12•13•14•15•22•29•49 204 GALLERIA AT TYLER 1•10•12•13•14•15•21•27•200Boarding diagram pg 27 MAGNOLIA & ELIZABETH 1•12•13•14•15 20 COUNTY ADMINISTRATION CENTER 10•12•13•200 7E 7W CORONA HILLS PLAZA VAN BUREN & CALIFORNIA 12•21 STREETER & ARLINGTON 12•15 ORANGE & 10TH 10•12•13 1 Time and/or Transfer Point Transfer Point Legend | Map not to scale T Prom e n a d e Park M C K I N L E Y S T RI C H E Y « PROMENADE/COLLETT RTA CUSTOMER INFORMATION CENTER (951) 565-50021 | 49 TABLE OF CONTENTS 12 EASTBOUND TO LA CADENA & INTERCHANGE | WEEKDAYS & WEEKENDS A.M. times are in PLAIN, P.M. times are in BOLD | Times are approximate * Trip will end service at Primer and Columbia bus stop. 12 WESTBOUND TO CORONA HILLS PLAZA | WEEKDAYS & WEEKENDS A.M. times are in PLAIN, P.M. times are in BOLD | Times are approximate PR O M E N A D E & MC K I N L E Y PI E R C E & LA S I E R R A GA L L E R I A A T TY L E R ST R E E T E R & AR L I N G T O N JU R U P A & MA G N O L I A OL I V E W O O D & RC C MA R K E T & UN I V E R S I T Y LA C A D E N A & IN T E R C H A N G E 1 2 3 4 5 6 7E 8 6:27 6:41 6:48 7:01 7:10 7:14 7:24 7:43 7:24 7:38 7:45 7:58 8:07 8:11 8:21 8:40 8:22 8:36 8:43 8:57 9:07 9:11 9:21 9:40 9:21 9:35 9:42 9:56 10:06 10:10 10:20 10:39 10:20 10:35 10:43 10:57 11:07 11:11 11:21 11:42 11:20 11:35 11:43 11:57 12:07 12:11 12:21 12:42 12:22 12:37 12:46 1:02 1:13 1:17 1:27 1:48 1:25 1:40 1:49 2:05 2:16 2:20 2:30 2:51 2:25 2:40 2:49 3:05 3:16 3:20 3:30 3:51 3:29 3:44 3:53 4:09 4:20 4:24 4:34 4:55 4:32 4:47 4:56 5:12 5:23 5:27 5:37 5:58 5:33 5:48 5:56 6:12 6:23 6:27 6:37 6:58 6:37 6:52 7:00 7:16 7:25 7:29 7:39 8:00* LA C A D E N A & IN T E R C H A N G E OR A N G E & 10 T H OL I V E W O O D & RC C JU R U P A & MA G N O L I A ST R E E T E R & AR L I N G T O N GA L L E R I A A T TY L E R PI E R C E & LA S I E R R A PR O M E N A D E & MC K I N L E Y 8 7W 6 5 4 3 2 1 7:04 7:17 7:22 7:26 7:34 7:49 7:55 8:12 The 7:04 a.m. trip will start service at the first stop on Orange St north of Columbia Ave at approximately 6:55 a.m. 7:58 8:13 8:18 8:22 8:32 8:47 8:54 9:11 8:50 9:10 9:15 9:19 9:29 9:46 9:53 10:10 9:50 10:10 10:15 10:19 10:29 10:46 10:53 11:10 10:49 11:08 11:13 11:17 11:29 11:47 11:54 12:12 11:52 12:11 12:16 12:20 12:32 12:50 12:57 1:15 12:52 1:11 1:16 1:20 1:32 1:50 1:57 2:15 1:58 2:15 2:20 2:24 2:36 2:54 3:01 3:19 3:01 3:18 3:23 3:27 3:39 3:57 4:04 4:22 4:01 4:18 4:23 4:27 4:39 4:57 5:05 5:23 5:05 5:22 5:27 5:31 5:43 6:01 6:09 6:27 6:13 6:30 6:35 6:39 6:51 7:09 7:17 7:35 7:13 7:28 7:33 7:37 7:49 8:04 8:12 8:30 50 | RTA RIDE GUIDE - May 9, 2021 | RIVERSIDETRANSIT.COM | RTABUS.COM TABLE OF CONTENTS M A G N O L I A A V E M A R K E T S T MAGN O L I A A V E KIDD S T C H I C A G O A V E L E M O N S T O R A N G E S T 3RD ST . MASSAC H U S E T T S A V E R U S T I N BLAINE S T 14TH S T / M L K B L V D 10TH ST 11TH ST SPRUC E S T MARLBO R O U G H V A N B U R E N B L V D COLO R A D O A V E WELL S A V E TY L E R S T GOULD M O N R O E S T ARLING T O N ARLING T O N A V E P H O E N I X A V E CENTR A L A V E UNIVER S I T Y A V E DPSS Sierra M.S. RTA Library Stratton Community CenterRiverside County Administrative Center Riverside City Hall Post Oce Norte Vista H.S. RIVERSIDE CITY COLLEGE Riverside Airport Riverside Community Hospital John North H.S. RIVERSIDE HUNTER PARK/UCR METROLINK STATION - DOWNTOWN RIVERSIDE - GALLERIA AT TYLER13 Riverside Plaza Central M.S. EB» Routing and timetables subject to change. Rutas y horarios son sujetos a cambios. TTT T T T 3 4 6 8 9 7 1 2 HUNTER PARK/UCR METROLINK STATION 13•METROLINK MARKET & UNIVERSITY 1•12•13•14•15•22•29•49 204 GALLERIA AT TYLER 1•10•12•13•14•15•21•27•200Boarding diagram pg 27 CHICAGO & UNIVERSITY 1•13•14•22 COUNTY ADMINISTRATION CENTER 10•12•13•200 ARLINGTON & TYLER 13•15 ARLINGTON & MONROE 13•15 MAGNOLIA & 15TH 1•13•15•50 MARKET & 11TH 1•13•15 MARKET & 10TH 1•13•15 ORANGE & 10TH 10•12•13 COLORADO & VAN BUREN 13•21 1 Time and/or Transfer Point Transfer Point Legend | Map not to scale T 5W 5E RTA CUSTOMER INFORMATION CENTER (951) 565-50021 | 51 TABLE OF CONTENTS 13 EASTBOUND TO HUNTER PARK/UCR METROLINK STATION | WEEKDAYS & WEEKENDS A.M. times are in PLAIN, P.M. times are in BOLD | Times are approximate * If required, bus will take passengers to the bus stop on Market St far side University Ave. 13 WESTBOUND TO GALLERIA AT TYLER | WEEKDAYS & WEEKENDS A.M. times are in PLAIN, P.M. times are in BOLD | Times are approximate GA L L E R I A A T TY L E R CO L O R A D O & VA N B U R E N PH O E N I X & AR L I N G T O N RI V E R S I D E C I T Y CO L L E G E MA R K E T & 1 1 T H CH I C A G O & UN I V E R S I T Y CH I C A G O & MA R L B O R O U G H HU N T E R P A R K / UC R M E T R O L I N K ST A T I O N 1 2 3 4 5E 6 7 8 6:28 6:47 6:55 7:06 7:08 7:21 7:25 7:33 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 11:11 11:25 11:29 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 3:06 3:02 3:23 3:33 3:47 3:51 4:07 4:11 4:18 3:53 4:14 4:24 4:37 4:41 4:57 5:01 5:08 5:08 5:29 5:37 5:49 5:53 6:08 6:12 6:19 6:00 6:21 6:29 6:40 6:42* — — — HU N T E R P A R K / UC R M E T R O L I N K ST A T I O N SP R U C E & AT L A N T A CH I C A G O & UN I V E R S I T Y MA R K E T & 1 0 T H RI V E R S I D E C I T Y CO L L E G E PH O E N I X & AR L I N G T O N CO L O R A D O & VA N B U R E N GA L L E R I A A T TY L E R 8 9 6 5W 4 3 2 1 7:10 7:14 7:20 7:31 7:34 7:44 7:52 8:12 7:58 8:04 8:11 8:23 8:26 8:36 8:45 9:06 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 52 | RTA RIDE GUIDE - May 9, 2021 | RIVERSIDETRANSIT.COM | RTABUS.COM TABLE OF CONTENTS SAN B E R N A R D I N O C O U N T Y RIVER S I D E C O U N T Y GALLERIA AT TYLER - DOWNTOWN RIVERSIDE - LOMA LINDA VA HOSPITAL14 RIVERSIDE California School for the Deaf Riverside Community Hospital Riverside Medical Center Riverside Plaza DMV MADISON ST IND I A N A A V E BR O C K T O N A V E BR O C K T O N MAG N O L I A I O W A A V E CENTER ST BAR T O N R D BARTON R D WASHING T O N S T M T V E R N O N A N D E R S O N B E N T O N PROSPECT G R A N D T E R R A C E H I G H G R O V E L O M A L I N D A University Village Cesar Chavez Community Center BLAINE ST 3RD Loma Linda University Routing and timetables subject to change. Rutas y horarios son sujetos a cambios.RTA does not serve Mt Vernon Ave or Barton Rd except at Loma Linda hospitals. Omnitrans Route 325 serves Michigan Ave and Barton Rd. MA R K E T S T UNIVERSITY A V E JURUPA T T T 3 5 6 7 1 2 UNIVERSITY & LEMON 1•10•12•14•15•22•29•49 200•204•OMNITRANS 215 MARKET & UNIVERSITY 1•12•13•14•15•22•29•49 204 GALLERIA AT TYLER 1•10•12•13•14•15•21 27•200Boarding diagram pg 27 CHICAGO & UNIVERSITY 1•13•14•22 LOMA LINDA VA HOSPITAL 14•OMNITRANS 2 19•325•SBX PASS 125 IOWA & UNIVERSITY 1•14•16•204 IOWA & BLAINE 1•10•14 4E 4W BROCKTON ARCADE 1•10•14•15 CENTER & MICHIGAN 14•OMNITRANS 325 UNIVERSITY & BROCKTON 14•22 « TYLER ST 1 Time and/or Transfer Point Transfer Point Legend | Map not to scale T RTA CUSTOMER INFORMATION CENTER (951) 565-50021 | 53 TABLE OF CONTENTS 14 WESTBOUND TO GALLERIA AT TYLER | WEEKDAYS & WEEKENDS A.M. times are in PLAIN, P.M. times are in BOLD | Times are approximate 14 EASTBOUND TO VA HOSPITAL | WEEKDAYS & WEEKENDS A.M. times are in PLAIN, P.M. times are in BOLD | Times are approximate * If required, bus will take passengers to the bus stop on Market St far side University Ave. GA L L E R I A AT T Y L E R IN D I A N A & MA D I S O N BR O C K T O N AR C A D E UN I V E R S I T Y & BR O C K T O N IO W A & BL A I N E CE N T E R & MI C H I G A N LO M A LI N D A V A HO S P I T A L 1 2 3 4E 5 6 7 — — — 7:58 8:11 8:21 8:39 — — — 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* — — — LO M A LI N D A V A HO S P I T A L CE N T E R & MI C H I G A N IO W A & BL A I N E UN I V E R S I T Y & M A R K E T BR O C K T O N AR C A D E IN D I A N A & MA D I S O N GA L L E R I A AT T Y L E R 7 6 5 4W 3 2 1 — — — 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 54 | RTA RIDE GUIDE - May 9, 2021 | RIVERSIDETRANSIT.COM | RTABUS.COM TABLE OF CONTENTS DOWNTOWN RIVERSIDE - MERCED & MAGNOLIA15 HOLE AVE TY L E R S T VA N B U R E N B L V D S T R E E T E R A V E ARLINGT O N A V E M A G N O L I A A V E 14TH ST UNIV. AV E SUNNYSI D E M O N R O E S T AD A M S S T M A D I S O N S T M A R K E T S T V I N E S T CALI F O R N I A A V E IND I A N A A V E Riverside Airport Norte Vista H.S. La Sierra Senior Center Loma Vista M.S. La Sierra University La Sierra H.S. Arizona M.S. Kaiser Hospital Riverside Community Hospital Central M.S. Marcy LibraryRIVERSIDE Arlington Square Riverside Plaza Riverside City Hall RIVERSIDE CITY COLLEGE Routing and timetables subject to change. Rutas y horarios son sujetos a cambios. MAG N O L I A A V E MAG N O L I A A V E LA S I E R R A A V E 91 T T T T 3 1 4 5 6 7 8 9 2 91 91 UNIVERSITY & LEMON 1•10•12•14•15•22•29•49 200•204•OMNITRANS 215 MARKET & UNIVERSITY 1•12•13•14•15•22•29•49 204 RIVERSIDE - DOWNTOWN METROLINK STATION 1•15•29•49•200•OMNITRANS 215 METROLINK•AMTRAKBoarding diagram pg 31 GALLERIA AT TYLER 1•10•12•13•14•15•21•27•200Boarding diagram pg 27LA SIERRA & HOLE/PIERCE 12•15 BROCKTON ARCADE 1•10•14•15 ARLINGTON & VAN BUREN 15•21 ARLINGTON & MONROE 13•15 ARLINGTON & STREETER 12•15 MAGNOLIA & 15TH 1•13•15•50 1 Time and/or Transfer Point Alternate Routing Transfer Point Legend | Map not to scale T LA SIERRA METROLINK STATION 15•200•METROLINKBoarding diagram pg 28 RTA CUSTOMER INFORMATION CENTER (951) 565-50021 | 55 TABLE OF CONTENTS 15 EASTBOUND TO DOWNTOWN RIVERSIDE | WEEKDAYS & WEEKENDS A.M. times are in PLAIN, P.M. times are in BOLD | Times are approximate GA L L E R I A A T T Y L E R LA S I E R R A M E T R O L I N K ST A T I O N LA S I E R R A & HO L E / P I E R C E AR L I N G T O N & LA S I E R R A AR L I N G T O N & VA N B U R E N AR L I N G T O N & S T R E E T E R BR O C K T O N A R C A D E RI V E R S I D E C I T Y CO L L E G E RI V E R S I D E - D O W N T O W N ME T R O L I N K S T A T I O N (V I N E S T - B A Y C ) 1 2 3 4 5 6 7 8 9 6:50 6:57 7:07 7:12 7:21 7:28 7:32 7:37 7:46 7:25 7:34 7:44 7:49 7:58 8:05 8:10 8:16 8:26 8:16 — 8:32 8:37 8:46 8:53 8:58 9:04 9:14 9:08 — 9:24 9:29 9:39 9:46 9:51 9:57 10:07 9:48 — 10:04 10:09 10:19 10:26 10:31 10:37 10:47 10:38 — 10:54 10:59 11:09 11:16 11:21 11:27 11:37 11:31 — 11:47 11:52 12:02 12:09 12:14 12:20 12:30 12:12 — 12:28 12:34 12:44 12:51 12:56 1:02 1:12 1:03 — 1:19 1:25 1:36 1:43 1:48 1:54 2:04 1:56 — 2:12 2:18 2:29 2:36 2:41 2:47 2:57 2:38 — 2:54 3:00 3:11 3:18 3:23 3:29 3:39 3:30 — 3:46 3:52 4:02 4:09 4:14 4:20 4:30 4:24 — 4:40 4:46 4:56 5:03 5:08 5:14 5:24 5:06 5:15 5:25 5:31 5:41 5:48 5:53 5:59 6:09 6:00 6:09 6:19 6:25 6:34 6:41 6:46 6:52 7:02 6:53 7:02 7:12 7:18 7:27 7:34 7:39 7:45 7:55 7:36 — 7:52 7:58 8:07 8:14 8:19 8:25 8:35 56 | RTA RIDE GUIDE - May 9, 2021 | RIVERSIDETRANSIT.COM | RTABUS.COM TABLE OF CONTENTS 15 WESTBOUND TO GALLERIA AT TYLER | WEEKDAYS & WEEKENDS A.M. times are in PLAIN, P.M. times are in BOLD | Times are approximate RI V E R S I D E - D O W N T O W N ME T R O L I N K S T A T I O N (V I N E S T - B A Y C ) RI V E R S I D E C I T Y CO L L E G E BR O C K T O N A R C A D E AR L I N G T O N & S T R E E T E R AR L I N G T O N & VA N B U R E N AR L I N G T O N & LA S I E R R A LA S I E R R A & HO L E / P I E R C E LA S I E R R A ME T R O L I N K S T A T I O N GA L L E R I A A T T Y L E R 9 8 7 6 5 4 3 2 1 6:14 6:24 6:30 6:34 6:42 6:49 6:55 7:05 7:15 7:05 7:15 7:21 7:25 7:34 7:41 7:48 — 8:06 7:56 8:06 8:12 8:16 8:25 8:33 8:40 — 8:58 8:36 8:46 8:52 8:56 9:05 9:13 9:20 — 9:38 9:24 9:35 9:41 9:45 9:54 10:02 10:10 — 10:28 10:17 10:28 10:34 10:38 10:47 10:55 11:03 — 11:21 10:57 11:08 11:14 11:19 11:28 11:36 11:44 —12:02 11:47 11:58 12:05 12:10 12:19 12:27 12:35 — 12:53 12:40 12:51 12:58 1:03 1:12 1:20 1:28 — 1:46 1:22 1:33 1:40 1:45 1:54 2:02 2:10 — 2:28 2:14 2:25 2:32 2:37 2:46 2:54 3:02 — 3:20 3:07 3:19 3:26 3:31 3:40 3:48 3:56 — 4:14 3:49 4:01 4:08 4:13 4:22 4:30 4:38 — 4:56 4:40 4:52 4:59 5:04 5:13 5:22 5:30 5:40 5:50 5:34 5:46 5:53 5:58 6:06 6:15 6:23 6:33 6:43 6:19 6:31 6:38 6:43 6:51 6:59 7:06 7:16 7:26 7:14 7:25 7:31 7:35 7:43 7:51 7:58 8:08 8:18 RTA CUSTOMER INFORMATION CENTER (951) 565-50021 | 57 TABLE OF CONTENTS REVESTIMIENTOS FACIALES Se requieren máscaras faciales que cubran la boca y la nariz para todos los clientes y operadores de autobuses en los centros de tránsito y a bordo del autobús. CAPACIDAD MÁXIMA RTA está practicando el distanciamiento social al limitar el número de clientes en todos nuestros autobuses para que haya suficiente espacio para esparcirse. VAYA SIN TOCAR Ahora puede escanear su pase móvil para limitar las interacciones físicas. Descargue la aplicación gratuita de Token Transit para pagos sin contacto. MANTENIENDO A TODOS SEGUROS En un esfuerzo por mantener un ambiente seguro a bordo del autobús, todos los empleados de RTA deben pasar un control de salud antes de comenzar a trabajar todos los días. En nuestras instalaciones, estamos desinfectando las 24 horas. NO VIAJE SI ESTÁ ENFERMO Quedarse en casa es la mejor manera de protegerse y proteger a los demás de enfermarse. LIMPIEZA FRECUENTE Para su tranquilidad, RTA limpia y desinfecta los autobuses con nebulizadores electrostáticos todos los días. También hemos actualizado nuestro sistema de ventilación y filtros a bordo para brindarle un aire más fresco y limpio mientras viaja. BARRERAS DE SEGURIDAD Para mantener un ambiente saludable durante el abordaje, RTA ha instalado barreras de seguridad en todos los autobuses para minimizer el contacto entre los conductors y los clientes. MANTÉNGASE CONECTADO Planifique su próximo viaje visitando RiversideTransit.com o llamando a nuestro Centro de información al cliente al (951) 565-5002. La información de llegada del autobús en tiempo real está disponible en las aplicaciones BusWatch y Transit. También puede obtener actualizaciones instantáneas de rutas y horarios registrándose en iAlerts, BusWatch o visítenos en las redes sociales para mantenerse informado. PUEDES VIAJAR CON CONFIANZA En cada viaje que realice con RTA, su seguridad es nuestra prioridad número uno. Nos comprometemos a brindarle tranquilidad cuando viaje con nosotros. Esto es lo que está haciendo RTA para que su viaje con nosotros sea seguro. 58 | RTA RIDE GUIDE - May 9, 2021 | RIVERSIDETRANSIT.COM | RTABUS.COM TABLE OF CONTENTS TOW N C IR S Y C A M O R E C Y N B L V D TO W N G A T E 215 1 1 1 1 16 16 16 1 16 16 CANYON CREST DRCAMP U S CANYON CREST DR BL A I N E S T LI N D E N S T UN I V E R S I T Y A V E CANYONCREST DR IOWA AVE IOWA AVE UN I V E R S I T Y A V E LI N D E N S T HERITAGE WAY CanyonSpringsPlaza Target Canyon CrestTowne Center UCR BannockburnVillage UNIVERSITYVILLAGE C E N T R A L A V E DAY ST MORENO VALLEY MALL TO UCR16 LOCHM O O R D R Routing and timetables subject to change. Rutas y horarios son sujetos a cambios. BO X S P R I N G S R D WHERE TO TRANSFER BETWEEN ROUTES 1 & 16 MORENO VALLEY RIVERSIDE T T T 215 215 3 1 2 60 60 UNIVERSITY AVE AT UNIVERSITY VILLAGE 1WB•16WB UNIVERSITY AVE & UNIVERSITY VILLAGE 1•16 UCR AT BANNOCKBURN 1EB•16EB UCR AT BANNOCKBURN 1•16•204 IOWA AT UNIVERSITY 1•14•16•204 MORENO VALLEY MALL 11•16•18•19•31Boarding diagram pg 29 1 Time and/or Transfer Point Transfer Point Legend | Map not to scale T EU C A L Y P T U S RTA CUSTOMER INFORMATION CENTER (951) 565-50021 | 59 TABLE OF CONTENTS 16 EASTBOUND TO MORENO VALLEY MALL | WEEKDAYS & WEEKENDS A.M. times are in PLAIN, P.M. times are in BOLD | 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 7:34 8:06 8:37 9:07 10:13 10:39 60 | RTA RIDE GUIDE - May 9, 2021 | RIVERSIDETRANSIT.COM | RTABUS.COM TABLE OF CONTENTS 16 WESTBOUND TO UCR | WEEKDAYS & WEEKENDS A.M. times are in PLAIN, P.M. times are in BOLD | 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 RTA CUSTOMER INFORMATION CENTER (951) 565-50021 | 61 TABLE OF CONTENTS REVESTIMIENTOS FACIALES Se requieren máscaras faciales que cubran la boca y la nariz para todos los clientes y operadores de autobuses en los centros de tránsito y a bordo del autobús. CAPACIDAD MÁXIMA RTA está practicando el distanciamiento social al limitar el número de clientes en todos nuestros autobuses para que haya suficiente espacio para esparcirse. VAYA SIN TOCAR Ahora puede escanear su pase móvil para limitar las interacciones físicas. Descargue la aplicación gratuita de Token Transit para pagos sin contacto. MANTENIENDO A TODOS SEGUROS En un esfuerzo por mantener un ambiente seguro a bordo del autobús, todos los empleados de RTA deben pasar un control de salud antes de comenzar a trabajar todos los días. En nuestras instalaciones, estamos desinfectando las 24 horas. NO VIAJE SI ESTÁ ENFERMO Quedarse en casa es la mejor manera de protegerse y proteger a los demás de enfermarse. LIMPIEZA FRECUENTE Para su tranquilidad, RTA limpia y desinfecta los autobuses con nebulizadores electrostáticos todos los días. También hemos actualizado nuestro sistema de ventilación y filtros a bordo para brindarle un aire más fresco y limpio mientras viaja. BARRERAS DE SEGURIDAD Para mantener un ambiente saludable durante el abordaje, RTA ha instalado barreras de seguridad en todos los autobuses para minimizer el contacto entre los conductors y los clientes. MANTÉNGASE CONECTADO Planifique su próximo viaje visitando RiversideTransit.com o llamando a nuestro Centro de información al cliente al (951) 565-5002. La información de llegada del autobús en tiempo real está disponible en las aplicaciones BusWatch y Transit. También puede obtener actualizaciones instantáneas de rutas y horarios registrándose en iAlerts, BusWatch o visítenos en las redes sociales para mantenerse informado. PUEDES VIAJAR CON CONFIANZA En cada viaje que realice con RTA, su seguridad es nuestra prioridad número uno. Nos comprometemos a brindarle tranquilidad cuando viaje con nosotros. Esto es lo que está haciendo RTA para que su viaje con nosotros sea seguro. 62 | RTA RIDE GUIDE - May 9, 2021 | RIVERSIDETRANSIT.COM | RTABUS.COM TABLE OF CONTENTS SUNNYMEAD RANCH PKWY NB ONLY» «NB ONLY MANZANITA AVE « CENTERPOINT DR PE R R I S B L V D PI G E O N P A S S R D FR E D E R I C K S T HE A C O C K S T Canyon Springs H.S. Vista Heights M.S. MORENO VALLEY 1 2 60 1 Time and/or Transfer Point Legend | Map not to scale MORENO VALLEY MALL 11•16•18•19•31Boarding diagram pg 29 SUNNYMEAD RANCH - MORENO VALLEY MALL18 Routing and timetables subject to change. Rutas y horarios son sujetos a cambios. SUNNYMEAD RANCH RTA CUSTOMER INFORMATION CENTER (951) 565-50021 | 63 TABLE OF CONTENTS 18 MORENO VALLEY MALL TO HEACOCK & MANZANITA | WEEKDAYS & WEEKENDS A.M. times are in PLAIN, P.M. times are in BOLD | Times are approximate MORENO VALLEY MALL HEACOCK & MANZANITA MORENO VALLEY MALL 1 2 1 6:40 7:02 7:19 7:30 7:52 8:09 8:20 8:42 8:59 9:10 9:32 9:50 10:00 10:22 10:40 10:50 11:12 11:30 11:40 12:02 12:20 12:30 12:52 1:10 1:20 1:42 2:00 2:10 2:32 2:50 3:00 3:22 3:40 3:50 4:12 4:30 4:40 5:02 5:19 5:30 5:52 6:09 6:20 6:42 6:59 7:10 7:32 7:49 8:00 8:22 8:39 64 | RTA RIDE GUIDE - May 9, 2021 | RIVERSIDETRANSIT.COM | RTABUS.COM TABLE OF CONTENTS ALESSANDRO BLVD IRIS AVE SUNNYMEAD BLVDTOWN CIR FR E D E R I C K S T C S T E SAN JACINTO AVE « L A S S E L L E S T KRAMERIA AVE ORANGE AVE NUEVO RD JARVIS ST PE R R I S B L V D HE A C O C K S T MORENO VALLEY PERRIS March Mountain H.S. Badger Springs M.S. Perris H.S. Perris City Hall Perris 10 Theater Perris Valley Spectrum CENTERPOINT DR Kindred Hospital Riverside Routing and timetables subject to change. Rutas y horarios son sujetos a cambios. Walmart T 2 3 4 5 6 1 MORENO VALLEY MALL 11•16•18•19•31Boarding diagram pg 29 SUNNYMEAD & HEACOCK 11•19 PERRIS & ALESSANDRO 19•20 PERRIS & NUEVO 19•27•30 MORENO VALLEY COLLEGE 19•20•41 PERRIS & RAMONA EXPY 19•41 PE R R I S B L V D 1 Time and/or Transfer Point Transfer Point Legend | Map not to scale T PERRIS STATION TRANSIT CENTER 9•19•22•27•28•30 61•74•METROLINKBoarding diagram pg 30 MORENO VALLEY MALL TO PERRIS STATION TRANSIT CENTER19 RTA CUSTOMER INFORMATION CENTER (951) 565-50021 | 65 TABLE OF CONTENTS 19 NORTHBOUND TO MORENO VALLEY MALL | WEEKDAYS & WEEKENDS A.M. times are in PLAIN, P.M. times are in BOLD | Times are approximate PE R R I S ST A T I O N TR A N S I T CE N T E R PE R R I S & RA M O N A EX P Y MO R E N O VA L L E Y CO L L E G E PE R R I S & AL E S S A N D R O SU N N Y M E A D & H E A C O C K MO R E N O VA L L E Y M A L L 1 2 3 4 5 6 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 66 | RTA RIDE GUIDE - May 9, 2021 | RIVERSIDETRANSIT.COM | RTABUS.COM TABLE OF CONTENTS 19 SOUTHBOUND TO PERRIS STATION TRANSIT CENTER | WEEKDAYS & WEEKENDS A.M. times are in PLAIN, P.M. times are in BOLD | Times are approximate MO R E N O VA L L E Y M A L L SU N N Y M E A D & H E A C O C K PE R R I S & AL E S S A N D R O MO R E N O VA L L E Y CO L L E G E PE R R I S & RA M O N A EX P Y PE R R I S ST A T I O N TR A N S I T CE N T E R 6 5 4 3 2 1 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 8:16 8:24 8:35 8:46 8:57 9:13 9:19 9:25 9:33 9:42 9:52 10:07 10:41 10:47 10:55 11:04 11:14 11:27 RTA CUSTOMER INFORMATION CENTER (951) 565-50021 | 67 TABLE OF CONTENTS FACE COVERINGS Face masks that cover the mouth and nose are required for all customers and coach operators at transit centers and on board the bus. MAXIMUM CAPACITY RTA is practicing social distancing by limiting the number of customers on all our buses so there is plenty of room to spread out. GO TOUCH-FREE You can now scan your mobile pass to limit physical interactions. Download the free Token Transit app for contactless payment. KEEPING EVERYONE SAFE In an effort to maintain a safe environment onboard the bus, all RTA employees are required to pass a health check before starting work every day. At our facilities, we are doing around-the-clock disinfecting. DON’T TRAVEL IF YOU’RE SICK Staying home is the best way to protect yourself and others from getting sick. FREQUENT CLEANING For your peace of mind, RTA is cleaning and sanitizing buses with electrostatic foggers every day. We’ve also upgraded our on-board ventilation system and filters to give you fresher, cleaner air while you ride. SAFETY BARRIERS To maintain a healthy environment while boarding, RTA has installed safety barriers on all buses to minimize contact between the drivers and customers. STAY CONNECTED Plan your next trip by visiting RiversideTransit.com or calling our Customer Information Center at (951) 565-5002. Real-time bus arrival information is available on the BusWatch and Transit apps. You can also get instant route and schedule updates by signing up for iAlerts, BusWatch or visit us on social media to stay in the loop. TRAVEL WITH CONFIDENCE On every trip you take with RTA, your safety and well-being is our number-one priority. We’re committed to giving you peace of mind when you travel with us. Here’s what RTA is doing to make your journey with us safe. 68 | RTA RIDE GUIDE - May 9, 2021 | RIVERSIDETRANSIT.COM | RTABUS.COM TABLE OF CONTENTS DAY ST MISSION GROVE PKWY FREDERICK ST TRAUTWEIN RD « MAGNOLIA AVE « BROCKTON AVE INDIAN ST PERRIS BLVD KITCHING ST PENINSULA CT LASSELLE ST NASON ST VICTORIA AVE AL E S S A N D R O B L V D AL E S S A N D R O B L V D JU R U P A A V E CE N T R A L A V E EL I Z A B E T H S T ALESS A N D R O B L V D MORENO BEACH DR RIVERSIDE MORENO VALLEY Mission Grove Plaza Moreno Valley City Hall Post Oce Moreno Valley School District Moreno Valley Library Poly H.S. Riverside Plaza DMV KAISER PERMANENTE HOSPITAL KR A M E R I A A V E IR I S A V E IR I S A V E MAGNOLIA & ELIZABETH - METROLINK - RUMC - KAISER PERMANENTE - MOVAL COLLEGE20 Routing and timetables subject to change. Rutas y horarios son sujetos a cambios. T 215 3 4 5 6 7 89 1 2 MAGNOLIA & ELIZABETH 1•12•13•14•15•20 ALESSANDRO & FREDERICK 11•20 ALESSANDRO & PERRIS 19•20 MISSION GROVE AT SOCIAL SECURITY 20•22 MORENO VALLEY/MARCH FIELD METROLINK STATION 20•METROLINK RIVERSIDE UNIVERSITY MEDICAL CENTER 20•31•41 MORENO VALLEY COLLEGE 19•20•41 CENTRAL & VICTORIA 10•20 1 Time and/or Transfer Point Alternate Routing Transfer Point Legend | Map not to scale T RTA CUSTOMER INFORMATION CENTER (951) 565-50021 | 69 TABLE OF CONTENTS 20 EASTBOUND TO MORENO VALLEY COLLEGE | WEEKDAYS & WEEKENDS A.M. times are in PLAIN, P.M. times are in BOLD | Times are approximate 20 WESTBOUND TO MAGNOLIA & ELIZABETH | WEEKDAYS & WEEKENDS A.M. times are in PLAIN, P.M. times are in BOLD | Times are approximate MA G N O L I A & EL I Z A B E T H MI S S I O N G R O V E A T SO C I A L S E C U R I T Y MO R E N O V A L L E Y MA R C H F I E L D ME T R O L I N K S T A T I O N AL E S S A N D R O & FR E D E R I C K AL E S S A N D R O & PE R R I S RI V E R S I D E UN I V E R S I T Y ME D I C A L C E N T E R IR I S A T K A I S E R PE R M A N E N T E HO S P I T A L MO R E N O V A L L E Y CO L L E G E IR I S & L A S S E L L E 1 2 3 4 5 6 7 8 9 6:49 7:06 7:16 7:24 7:32 7:39 7:49 7:54 8:03 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 7:26 7:44 — 7:56 8:04 8:11 8:21 8:26 8:35 IR I S & L A S S E L L E IR I S A T K A I S E R PE R M A N E N T E HO S P I T A L RI V E R S I D E UN I V E R S I T Y ME D I C A L CE N T E R AL E S S A N D R O & PE R R I S AL E S S A N D R O & FR E D E R I C K MO R E N O V A L L E Y MA R C H F I E L D ME T R O L I N K ST A T I O N MI S S I O N G R O V E AT S O C I A L SE C U R I T Y MA G N O L I A & EL I Z A B E T H 9 7 6 5 4 3 2 1 7:05 7:09 7:19 7:30 7:37 7:47 7:57 8:18 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 70 | RTA RIDE GUIDE - May 9, 2021 | RIVERSIDETRANSIT.COM | RTABUS.COM TABLE OF CONTENTS TY L E R S T » MAGNOLI A A V E CAL I F O R N I A A V E RIVERSIDE PEDLEY Pedley Metrolink Station Walmart Arlington Library Riverside County Animal Control ARLINGTON AVE LIMONITE AVE CLAY S T AR C H E R S T CO L L I N S S T VA N B U R E N B L V D GALLERIA AT TYLER TO COUNTRY VILLAGE/ FONTANA21 Routing and timetables subject to change. Rutas y horarios son sujetos a cambios. T T 1 2 3 GALLERIA AT TYLER 1•10•12•13•14•15 21•27•200Boarding diagram pg 27 LIMONITE & BALDWIN 21•29 ARLINGTON & VAN BUREN 15•21 CALIFORNIA & VAN BUREN 12•21 1 Time and/or Transfer Point Transfer Point Legend | Map not to scale T RTA CUSTOMER INFORMATION CENTER (951) 565-50021 | 71 TABLE OF CONTENTS 21 NORTHBOUND TO PEDLEY METROLINK STATION| WEEKDAYS & WEEKENDS A.M. times are in PLAIN, P.M. times are in BOLD | Times are approximate 21 SOUTHBOUND TO GALLERIA AT TYLER | WEEKDAYS & WEEKENDS A.M. times are in PLAIN, P.M. times are in BOLD | Times are approximate GALLERIA AT TYLER VAN BUREN & ARLINGTON JURUPA VALLEY/PEDLEY METROLINK STATION 1 2 3 7:41 7:54 8:03 8:43 8:57 9:07 9:49 10:04 10:14 10:56 11:14 11:24 12:08 12:27 12:38 1:22 1:41 1:52 2:37 2:56 3:07 3:52 4:11 4:22 5:07 5:25 5:36 6:19 6:35 6:45 JURUPA VALLEY/PEDLEY METROLINK STATION VAN BUREN & ARLINGTON GALLERIA AT TYLER 3 2 1 8:13 8:23 8:38 9:17 9:27 9:44 10:24 10:34 10:51 11:34 11:45 12:03 12:48 12:59 1:17 2:02 2:14 2:32 3:17 3:29 3:47 4:32 4:44 5:02 5:46 5:57 6:14 6:55 7:06 7:23 72 | RTA RIDE GUIDE - May 9, 2021 | RIVERSIDETRANSIT.COM | RTABUS.COM TABLE OF CONTENTS T R A U T W E I N R D WO O D R D PA R S O N S CH I C A G O A V E « M A R K E T S T « B R O C K T O N AL E X A N D E R S T Markham St A L E S S A N D R O B L V D MI S S I O N GR O V E PK W Y OLEANDER AVE CL A R K S T O L D E L S I N O R E R D VAN BUREN » MARIPOSA NB SB CAJALCO RD RIDER ST NAV A J O R D C S T 4TH ST SANJACINTO AVE MISSION INN UNIV. AVE RIVERSIDE WOODCREST MEAD VALLEY PERRIS Martin Luther King H.S. Perris City Hall Senior Center Mead Valley Library Citrus Hill H.S. Social Security Oce Mission Grove Plaza Ri v e r s i d e C i t y H a l l Post Oce Information Center Web Site 1-800-800-7821 www.RiversideTransit.com DOWNTOWN RIVERSIDE - PERRIS STATION TRANSIT CENTER22 Routing and timetables subject to change. Rutas y horarios son sujetos a cambios. T T 3 4 5 6 78 1 2 UNIVERSITY & LEMON 1•10•12•14•15•22•29•49 200•204 OMNITRANS 215 MARKET & UNIVERSITY 1•12•13•14•15•22•29•49 204 CHICAGO & UNIVERSITY 1•13•14•22 MISSION GROVE AT SOCIAL SECURITY 20•22 CAJALCO & CLARK 22•41 UNIVERSITY & BROCKTON 14•22 TRAUTWEIN RD & VAN BUREN AVE 22•27 1 Time and/or Transfer Point Transfer Point Legend | Map not to scale T PERRIS STATION TRANSIT CENTER 9•19•22•27•28•30 61•74•METROLINKBoarding diagram pg 30 RTA CUSTOMER INFORMATION CENTER (951) 565-50021 | 73 TABLE OF CONTENTS 22 NORTHBOUND TO DOWNTOWN RIVERSIDE | WEEKDAYS & WEEKENDS A.M. times are in PLAIN, P.M. times are in BOLD | Times are approximate 22 SOUTHBOUND TO PERRIS STATION TRANSIT CENTER | WEEKDAYS & WEEKENDS A.M. times are in PLAIN, P.M. times are in BOLD | Times are approximate PE R R I S ST A T I O N TR A N S I T CE N T E R SA N J A C I N T O & N A V A J O CL A R K & CA J A L C O PA R S O N S & MA R K H A M TR A U T W E I N & V A N B U R E N MI S S I O N GR O V E A T SO C I A L SE C U R I T Y CH I C A G O & UN I V E R S I T Y UN I V E R S I T Y & B R O C K T O N 1 2 3 4 5 6 7 8 5:46 5:52 6:03 6:15 6:21 6:27 6:41 6:53 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 11:23 11:39 11:51 11:24 11:30 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 UN I V E R S I T Y & B R O C K T O N CH I C A G O & UN I V E R S I T Y MI S S I O N GR O V E A T SO C I A L SE C U R I T Y TR A U T W E I N & V A N B U R E N MA R K H A M & PA R S O N S CL A R K & CA J A L C O SA N J A C I N T O & N A V A J O PE R R I S ST A T I O N TR A N S I T CE N T E R 8 7 6 5 4 3 2 1 7:03 7:13 7:27 7:33 7:40 7:52 8:03 8:13 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 74 | RTA RIDE GUIDE - May 9, 2021 | RIVERSIDETRANSIT.COM | RTABUS.COM TABLE OF CONTENTS PRO M E N A D E » MAL L W . W H I T E W O O D R D JE F F E R S O N A V E M A D I S O N A V E PRIE L I P P R D CLINTO N K E I T H R D J A C K S O N A V E KALMIA ST JUNIPER S T INL A N D V A L L E Y D R YN E Z R D MA R G A R I T A R D HAN C O C K WINCHESTER RD NUTMEG ST L I N C O L N VI A H A R V E S K Y V I E W RI D G E CAL I F . O A K S R D NICOLAS R D MU R R I E T A H O T S P R I N G S R D MURRIETA HOT SPRINGS RD Grace Mellman Community Library Grace Mellman Community Library TEMECULA - MURRIETA - WILDOMAR23 LOS ALAMOS RD Murrieta City Hall & Senior Center Murrieta Town Center Wildomar City Hall RANCHO SPRINGS MEDICAL CENTER WALMART Chaparral High School Rancho Temecula Town Center Inland Valley Medical Center ALTA MURR I E T A D R CLINTON KEITH RD Routing and timetables subject to change. Rutas designadas y horarios son sujetos a cambios. TEMECULA MURRIETA WILDOMAR HI D D E N S P R I N G S » PA L O M A R » GR A N D » « CATT GRUWELL « WILDOMAR TRL T T T 15 215 15 3 4 5 6 8 7 2 79 HANCOCK & LOS ALAMOS 23•61 LOS ALAMOS & WHITEWOOD 23•61•208 WINCHESTER & NICOLAS 23•79 MULLIGAN FAMILY FUN CENTER 23•205•206 PALOMAR & WILDOMAR 8•23 1 Time and/or Transfer Point Transfer Point Legend | Map not to scale T ARCONT E SEE INSET PROMENADE MALL 23•24•61•79 205•206 RI N G R D « N GENERAL KEARNY RD OVERLAND DR M A R G A R I T A R D Y N E Z R D 79 NB ON L Y » 15 1 PROM E N A D E MALL N . » RTA CUSTOMER INFORMATION CENTER (951) 565-50021 | 75 TABLE OF CONTENTS 23 NORTHBOUND TO WILDOMAR | WEEKDAYS & WEEKENDS A.M. times are in PLAIN, P.M. times are in BOLD | Times are approximate 23 SOUTHBOUND TO TEMECULA (PROMENADE MALL) | WEEKDAYS & WEEKENDS A.M. times are in PLAIN, P.M. times are in BOLD | Times are approximate PR O M E N A D E MA L L WI N C H E S T E R & N I C O L A S RA N C H O SP R I N G S ME D I C A L CE N T E R MU R R I E T A WA L M A R T KA L M I A & JE F F E R S O N SK Y V I E W RI D G E AM A N D A AP T S IN L A N D VA L L E Y ME D I C A L CE N T E R PA L O M A R & WI L D O M A R 1 2 3 4 5 6 7 8 7:56 8:05 8:27 8:33 8:41 8:48 8:57 9:12 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 — PA L O M A R & WI L D O M A R IN L A N D VA L L E Y ME D I C A L CE N T E R SK Y V I E W RI D G E AM A N D A AP T S KA L M I A & JE F F E R S O N MU R R I E T A WA L M A R T RA N C H O SP R I N G S ME D I C A L CE N T E R WI N C H E S T E R & N I C O L A S PR O M E N A D E MA L L 8 7 6 5 4 3 2 1 7:19 7:31 7:41 7:49 7:57 8:02 8:22 8:31 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 76 | RTA RIDE GUIDE - May 9, 2021 | RIVERSIDETRANSIT.COM | RTABUS.COM TABLE OF CONTENTS TEMECULA YN E Z R D Y N E Z R D MA R G A R I T A R D M A R G A R I T A R D . MARGAR I T A R D WINCHESTER R D SOLANA WY 6TH ST OL D T O W N FR O N T S T PU J O L S T JE F F E R S O N A V E M E R C E D E S S T DEPORTOLA TEMECULA PKWY DEER HO L L O W W Y PE C H A N G A P K W Y RANCHO CALIFORNIA RD 1ST MAIN ST Tower Plaza Margarita M.S. Great Oak H.S. Birdsall Sports Park Palomar Village Temecula E.S. Town Ctr.Target PECHANGA RESORT Walmart Temecula Valley Hospital Post Oce Old Town Temecula City Hall PROMENADE MALL - PECHANGA RESORT - TEMECULA VALLEY HOSPITAL24 OVERLA N D T R L VAIL RANCH PKWY RED HAWK PKWY « PEPPERCORN DR Routing and timetables subject to change. Rutas y horarios son sujetos a cambios. D O N A L Y N O R A 15 15 3 4 1 2 79 79 79 1 Time and/or Transfer Point Transfer Point Legend | Map not to scale T SEE INSET PROMENADE MALL 23•24•61•79 205•206 RI N G R D « N GENERAL KEARNY RD PRO M E N A D E » MAL L E . OVERLAND DR M A R G A R I T A R D Y N E Z R D 79 NB ON L Y » 15 5 PROM E N A D E MALL N . » RTA CUSTOMER INFORMATION CENTER (951) 565-50021 | 77 TABLE OF CONTENTS 24 SOUTHBOUND TO TEMECULA VALLEY HOSPITAL | WEEKDAYS & WEEKENDS A.M. times are in PLAIN, P.M. times are in BOLD | Times are approximate 24 NORTHBOUND TO PROMENADE MALL | WEEKDAYS & WEEKENDS A.M. times are in PLAIN, P.M. times are in BOLD | Times are approximate TEMECULA VALLEY HOSPITAL PECHANGA RESORT PUJOL & MAIN MARGARITA & RANCHO CALIFORNIA PROMENADE MALL 1 2 3 4 5 7:40 8:06 8:18 8:33 8:46 8:48 9:14 9:28 9:43 9:56 9:52 10:18 10:31 10:46 11:01 11:05 11:34 11:47 12:02 12:17 12:19 12:48 1:01 1:16 1:31 1:23 1:52 2:05 2:21 2:36 2:33 3:02 3:15 3:31 3:46 3:45 4:14 4:27 4:43 4:56 4:55 5:24 5:37 5:49 6:00 6:10 6:39 6:52 7:04 7:13 PROMENADE MALL MARGARITA & RANCHO CALIFORNIA PUJOL & MAIN PECHANGA RESORT TEMECULA VALLEY HOSPITAL 5 4 3 2 1 7:49 8:00 8:11 8:21 8:38 8:41 8:56 9:11 9:24 9:42 9:54 10:09 10:26 10:39 10:57 11:05 11:21 11:40 11:53 12:11 12:12 12:28 12:44 12:57 1:15 1:19 1:36 1:52 2:05 2:23 2:32 2:49 3:04 3:17 3:35 3:43 4:00 4:15 4:28 4:45 4:58 5:15 5:30 5:43 6:00 6:12 6:29 6:44 6:57 7:14 78 | RTA RIDE GUIDE - May 9, 2021 | RIVERSIDETRANSIT.COM | RTABUS.COM TABLE OF CONTENTS 215 PERRIS RIVERSIDE PERRIS BLVD C ST SA N J A C I N T O A V E NU E V O R D VA N B U R E N A V E VA N B U R E N A V E VAN B U R E N A V E TYLER S T M A G N O L I A A V E OR A N G E T E R R A C E P K W Y WASHINGTON ST WOOD RD TRAUTWEIN RD MOCKINGBIRDCANYON RD Perris High School Riverside National Cemetery Orange Terrace Community Center Van Buren Drive-In Theater California Citrus State Historic Park 1 2 3 4 91 GALLERIA AT TYLER - PERRIS STATION TRANSIT CENTER27 Routing and timetables subject to change. Rutas y horarios son sujetos a cambios. PERRIS & NUEVO 19•27•30 TRAUTWEIN RD & VAN BUREN AVE 22•27 GALLERIA AT TYLER 1•10•12•13•14•15•21•27•200Boarding diagram pg 27 T 1 Time and/or Transfer Point Transfer Point Legend | Map not to scale T PERRIS STATION TRANSIT CENTER 9•19•22•27•28•30 61•74•METROLINKBoarding diagram pg 30 RTA CUSTOMER INFORMATION CENTER (951) 565-50021 | 79 TABLE OF CONTENTS 27 NORTHBOUND TO GALLERIA AT TYLER | WEEKDAYS & WEEKENDS A.M. times are in PLAIN, P.M. times are in BOLD | Times are approximate 27 SOUTHBOUND TO PERRIS STATION TRANSIT CENTER | WEEKDAYS & WEEKENDS A.M. times are in PLAIN, P.M. times are in BOLD | Times are approximate GALLERIA AT TYLER VAN BUREN & WASHINGTON TRAUTWEIN & VAN BUREN PERRIS STATION TRANSIT CENTER 4 3 2 1 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 6:03 6:23 6:28 7:00 6:46 7:06 7:11 7:41 8:08 8:26 8:31 8:59 PERRIS STATION TRANSIT CENTER TRAUTWEIN & VAN BUREN VAN BUREN & WASHINGTON GALLERIA AT TYLER 1 2 3 4 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 7:10 7:36 7:41 7:58 7:51 8:17 8:22 8:39 80 | RTA RIDE GUIDE - May 9, 2021 | RIVERSIDETRANSIT.COM | RTABUS.COM TABLE OF CONTENTS 215 215 HEMET HOMELAND ROMOLAND PERRIS VALLE VISTA « GILMORE ST WINCHESTER RD JAC K S O N A V E « D E V O N S H I R E FL O R I D A A V E C ST SA N J A C I N T O 4T H S T SAN JACINTO ST « LYON AVE « KIRBY ST FAIRVIEW AVE GRANT AVE » « LINCOLN AVE « PALM AVE Heritage High School Hemet City Hall Valle Vista Library 3E 3W 1 2 4 74 74 MENIFEE RD LEON BRIGGS RD « PALOMAR « SHERMAN RD MATH E W S R D WB » WB» EB» «WB «EB WB» «EB «E B PERRIS BLVD PERRIS STATION - HEMET - LINCOLN & FLORIDA28 Routing and timetables subject to change. Rutas y horarios son sujetos a cambios. HEMET VALLEY MALL 28•31•32•33•42•74•79 PERRIS STATION TRANSIT CENTER 9•19•22•27•28•30 61•74•METROLINKBoarding diagram pg 30 FLORIDA & SAN JACINTO 28•32•33 1 Time and/or Transfer Point Legend | Map not to scale RTA CUSTOMER INFORMATION CENTER (951) 565-50021 | 81 TABLE OF CONTENTS 28 EASTBOUND TO HEMET - LINCOLN & FLORIDA | WEEKDAYS & WEEKENDS A.M. times are in PLAIN, P.M. times are in BOLD | Times are approximate * Trip will end at Florida Ave & State St bus stop at 12:13 a.m. PERRIS STATION TRANSIT CENTER HWY 74 & LEON KIRBY & LATHAM LINCOLN & FLORIDA 1 2 3E 4 6:25 6:43 6:57 7:21 6:59 7:17 7:33 7:57 7:43 8:01 8:17 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 5:43 6:05 6:24 6:51 6:25 6:47 7:06 7:33 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 | WEEKDAYS & WEEKENDS A.M. times are in PLAIN, P.M. times are in BOLD | Times are approximate LINCOLN & FLORIDA HEMET VALLEY MALL HWY 74 & LEON PERRIS STATION TRANSIT CENTER 4 3W 2 1 —4:30 4:44 5:01 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 7:43 8:13 8:32 8:49 8:21 8:50 9:07 9:24 82 | RTA RIDE GUIDE - May 9, 2021 | RIVERSIDETRANSIT.COM | RTABUS.COM TABLE OF CONTENTS HAMNER AVE GOODMAN WAY « G O O D M A N W A Y CAMINO REAL COLLINS ST LI M O N I T E A V E L I M O N I T E A V E RI V E R V I E W D R 42ND S T / T I L T O N A V E MISSION B L V D 24TH ST 24T H S T « H A L L A V E R U B I D O U X B L V D RIVERSIDE PEDLEY EASTVALE JURUPA VALLEY Jurupa 14 Cinemas Rubidoux H.S. Post Oce Fairmount ParkFox Theater De Anza Plaza Eastvale Gateway Vernola Marketplace MARKET ST VINE ST UN I V E R S I T Y ARCHER ST ETIWANDA AVE 3E 3W RUBIDOUX CA N T U - G A L L E A N O R A N C H 1 Time and/or Transfer Point Transfer Point Legend | Map not to scale T Pedley Metrolink Station DOWNTOWN RIVERSIDE - JURUPA VALLEY - EASTVALE29 Routing and timetables subject to change. Rutas y horarios son sujetos a cambios. T T 4 5 1 2 60UNIVERSITY & LEMON 1•10•12•14•15•22•29•49 200•204 OMNITRANS 215 RIVERSIDE - DOWNTOWN METROLINK STATION 1•15•29•49•200 OMNITRANS 215 METROLINK•AMTRAK Boarding diagram pg 31 «EB « W B RUBIDOUX & MISSION 29•49 AMAZON EASTVALE 3•29•OMNITRANS 87 LIMONITE & BALDWIN 21•29 LIMONITE & HAMNER 3•29 RTA CUSTOMER INFORMATION CENTER (951) 565-50021 | 83 TABLE OF CONTENTS 29 EASTBOUND TO DOWNTOWN RIVERSIDE | WEEKDAYS & WEEKENDS A.M. times are in PLAIN, P.M. times are in BOLD | Times are approximate 29 WESTBOUND TO EASTVALE | WEEKDAYS & WEEKENDS A.M. times are in PLAIN, P.M. times are in BOLD | Times are approximate AMAZON EASTVALE LIMONITE & HAMNER LIMONITE & ARCHER RUBIDOUX & MISSION RIVERSIDE- DOWNTOWN METROLINK STATION (VINE ST BAY D) 1 2 3E 4 5 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 RIVERSIDE- DOWNTOWN METROLINK STATION (VINE ST BAY D) RUBIDOUX & MISSION LIMONITE & COLLINS LIMONITE & HAMNER AMAZON EASTVALE 5 4 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 84 | RTA RIDE GUIDE - May 9, 2021 | RIVERSIDETRANSIT.COM | RTABUS.COM TABLE OF CONTENTS PE R R I S B L V D PE R R I S B L V D RE D L A N D S A V E WI L K E R S O N A V E RAMONA EXPY ORANGE AVE DU N L A P D R BR A D L E Y RIDER WALNUT « S H E R M A N MAY RANCH MORGAN ST EV A N S R D EL N I D O NUEVO RD 4TH ST Re d l a n d s A v e D S T C S t RU B Y D R SAN JACINTO AVE PERRIS MAY RANCH Perris H.S. Perris Senior Center Perris City Hall Post Oce Library PERRIS STATION - MAY RANCH (EAST LOOP)30 Walmart Orange Vista HS La k e s i d e M S WB EB WB Routing and timetables subject to change. Rutas y horarios son sujetos a cambios. Metrolink EAST LOOP T T 215 215 3 4 5 6 1 2A 2B « WB ONLYPERRIS & NUEVO 19•27•30 EVANS & RIDER 30•411Time and/or Transfer Point Transfer Point Legend | Map not to scale T PERRIS STATION TRANSIT CENTER 9•19•22•27•28•30 61•74•METROLINKBoarding diagram pg 30 RTA CUSTOMER INFORMATION CENTER (951) 565-50021 | 85 TABLE OF CONTENTS 30 EAST LOOP | WEEKDAYS & WEEKENDS A.M. times are in PLAIN, P.M. times are in BOLD | Times are approximate PE R R I S S T A T I O N TR A N S I T CE N T E R 4T H & P E R R I S NU E V O & R U B Y OR A N G E V I S T A HI G H S C H O O L SH E R M A N & WA L N U T MO R G A N & BR A D L E Y OR A N G E V I S T A HI G H S C H O O L NU E V O & R U B Y 4T H & WI L K E R S O N PE R R I S S T A T I O N TR A N S I T CE N T E R 1 2A 3 4 5 6 4 3 2B 1 7:45 7:49 7:56 8:05 8:10 8:14 8:23 8:44 8:52 8:59 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 11:33 11:41 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 86 | RTA RIDE GUIDE - May 9, 2021 | RIVERSIDETRANSIT.COM | RTABUS.COM TABLE OF CONTENTS FR U I T V A L E A V E BEAU M O N T A V E GILM A N S P R I N G S R D HEMET SAN JACINTO MORENO VALLEY City Hall HemetUnifiedSchoolDistrict Ri v e r s i d e C o u n t y Co u r t h o u s e Wo r k f o r c e De v e l o p m e n t Sa n J a c i n t o H . S . Routing and timetables subject to change. Rutas y horarios son sujetos a cambios. 74 STATE ST LYON AVE GILMORE ST » » DE V O N S H I R E A V E FL O R I D A A V E BUENAVISTA ST GILBERT LA T H A M A V E AC A C I A A V E AC A C I A A V E MA Y B E R R Y PALMAVE CE N T R A L A V E RA M O N A E X P Y 1S T S T 2N D S T S U N L A K E S B L V D HIGHLANDSPRINGS AVE « COMMERCE WAY «NB SB» T 10 10 3 4 5 6 7 8 10 9 1 2 79 60 60 HEMET VALLEY MALL 28•31•32•33•42•74•79 MORENO VALLEY MALL 11•16•18•19•31Boarding diagram pg 29 MT. SAN JACINTO COLLEGE 31•32•74•79 BUENA VISTA & DEVONSHIRE 31•33 SUN LAKES AT VILLAGE 31•PASS TRANSIT BEAUMONT WALMART 31•PASS TRANSIT MORENO VALLEY SENIOR CENTER 19•31 RIVERSIDE UNIVERSITY MEDICAL CENTER 20•31•41 1 Time and/or Transfer Point Transfer Point Legend | Map not to scale T HEMET VALLEY MALL - SAN JACINTO - BEAUMONT - BANNING - MORENO VALLEY31 BE A U M O N T / BA N N I N G MOR E N O BEAC H D R Super Walmart Stoneridge Towne Centre FREDERICK ST PERRIS BLVD KITCHING ST EU C A L Y P T U S A V E FI R A V E NASON ST AUTO MALL PKWY CE N T E R P O I N T D R RTA CUSTOMER INFORMATION CENTER (951) 565-50021 | 87 TABLE OF CONTENTS 31 NORTHBOUND TO MORENO VALLEY MALL | WEEKDAYS & WEEKENDS A.M. times are in PLAIN, P.M. times are in BOLD | Times are approximate 31 SOUTHBOUND TO HEMET VALLEY MALL | WEEKDAYS & WEEKENDS A.M. times are in PLAIN, P.M. times are in BOLD | Times are approximate HE M E T VA L L E Y M A L L ST A T E & A C A C I A (P O S T O F F I C E ) ST A T E & FR U I T V A L E MT . S A N J A C I N T O CO L L E G E SA N J A C I N T O BE A U M O N T WA L M A R T SU N L A K E S A T VI L L A G E SU P E R W A L M A R T AT M O R E N O BE A C H D R RI V E R S I D E UN I V E R S I T Y ME D I C A L C E N T E R MO R E N O V A L L E Y SE N I O R C E N T E R MO R E N O V A L L E Y MA L L 1 2 3 4 5 6 7 8 9 10 7:04 7:13 7:22 7:33 7:51 7:54 8:22 8:34 8:46 9:06 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 MO R E N O VA L L E Y M A L L MO R E N O V A L L E Y SE N I O R C E N T E R RI V E R S I D E UN I V E R S I T Y ME D I C A L C E N T E R SU P E R W A L M A R T AT M O R E N O BE A C H D R SU N L A K E S A T VI L L A G E BE A U M O N T WA L M A R T MT . S A N J A C I N T O CO L L E G E SA N J A C I N T O ST A T E & FR U I T V A L E ST A T E & A C A C I A (P O S T O F F I C E ) HE M E T V A L L E Y MA L L 10 9 8 7 6 5 4 3 2 1 7:10 7:22 7:34 7:43 8:11 8:16 8:36 8:48 8:58 9:08 8:24 8:36 8:48 8:57 9:25 9:30 9:50 10:02 10:12 10:22 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 88 | RTA RIDE GUIDE - May 9, 2021 | RIVERSIDETRANSIT.COM | RTABUS.COM TABLE OF CONTENTS HE W I T T S T Mi s t l e t o e A v e » SA N J A C I N T O A V E SA N J A C I N T O ST A T E S T ST A T E S T BU E N A V I S T A S T LY O N A V E ESPLANADE AVE DEVONSHIRE AVE LATHAM AVE FLORIDA AVE MAYBERRY AVE CENTRAL JU A N I T A STETSON THORNTON AVE SAGECREST DR MAIN ST MAIN ST DE A N Z A D R Acacia Ave GI L M O R E S T « G I L B E R T S T RA M O N A B L V D RAMONA EXPY HEMET SAN JACINTO Acacia M.S. San Jacinto City HallMonte Vista M.S. San Jacinto Senior Center San Jacinto H.S. Regal San Jacinto Metro 12 Super Walmart DPSSHemet Valley Medical Center Hemet City Hall Hemet Unified School District HEMET VALLEY MALL - MT. SAN JACINTO COLLEGE32 Routing and timetables subject to change. Rutas y horarios son sujetos a cambios. T 3 4 5 6 1 2 74 74 HEMET VALLEY MALL 28•31•32•33•42•74 79 MT. SAN JACINTO COLLEGE 31•32•74•79 ESPLANADE & SAN JACINTO 32•42•74 SAN JACINTO & LATHAM 32•33 1 Time and/or Transfer Point Transfer Point Legend | Map not to scale T RTA CUSTOMER INFORMATION CENTER (951) 565-50021 | 89 TABLE OF CONTENTS 32 NORTHBOUND TO MT. SAN JACINTO COLLEGE | WEEKDAYS & WEEKENDS A.M. times are in PLAIN, P.M. times are in BOLD | Times are approximate 32 SOUTHBOUND TO HEMET VALLEY MALL | WEEKDAYS & WEEKENDS A.M. times are in PLAIN, P.M. times are in BOLD | Times are approximate HE M E T VA L L E Y MA L L ST A T E & ST E T S O N SA N JA C I N T O & MA Y B E R R Y ES P L A N A D E & S A N JA C I N T O MA I N & MI S T L E T O E MT . S A N JA C I N T O CO L L E G E S A N JA C I N T O 1 2 3 4 5 6 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 MT . S A N JA C I N T O CO L L E G E S A N JA C I N T O MA I N & MI S T L E T O E ES P L A N A D E & S A N JA C I N T O SA N JA C I N T O & MA Y B E R R Y ST A T E & ST E T S O N HE M E T VA L L E Y MA L L 6 5 4 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 90 | RTA RIDE GUIDE - May 9, 2021 | RIVERSIDETRANSIT.COM | RTABUS.COM TABLE OF CONTENTS Hemet H.S. Hemet Valley Medical CenterDPSS Simpson Senior Center Dartmouth M.S. Super Walmart Target Social Security Oce TH O R N T O N A V E OA K L A N D A V E OA K L A N D A V E DE V O N S H I R E A V E » DE V O N S H I R E A V E FL O R I D A A V E FL O R I D A A V E ST E T S O N A V E ST E T S O N A V E TH O R N T O N A V E MA Y B E R R Y A V E ME N L O A V E FR U I T V A L E A V E CAWSTON AVE WESTON DA T E DARTMOUTH ST STANFORD ST SANDERSON AVE LYON AVE « BUENA VISTA ST STATE ST Gilmore St KIRBY ST HEMET EAST HEMET Routing and timetables subject to change. Rutas y horarios son sujetos a cambios. 1 Time and/or Transfer Point Legend | Map not to scale HEMET VALLEY MALL - SANDERSON & THORNTON - STANFORD & STETSON33 1 4 2 79 74 74 HEMET VALLEY MALL 28•31•32•33•42 74•79 FLORIDA & STANFORD 28•33 FLORIDA & SAN JACINTO 28•32•33 SAN JACINTO & OAKLAND 32•33•74•79 SANDERSON & THORNTON 33•74•79 3E 3W RTA CUSTOMER INFORMATION CENTER (951) 565-50021 | 91 TABLE OF CONTENTS 33 EASTBOUND TO STANFORD & STETSON | WEEKDAYS & WEEKENDS A.M. times are in PLAIN, P.M. times are in BOLD | Times are approximate 33 WESTBOUND TO HEMET VALLEY MALL AND SANDERSON & THORNTON | WEEKDAYS & WEEKENDS A.M. times are in PLAIN, P.M. times are in BOLD | Times are approximate HEMET VALLEY MALL DEVONSHIRE & CARMALITA STANFORD & STETSON 1 3E 4 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 STANFORD & STETSON DEVONSHIRE & JUANITA HEMET VALLEY MALL THORNTON & SANDERSON HEMET VALLEY MALL 4 3W 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 92 | RTA RIDE GUIDE - May 9, 2021 | RIVERSIDETRANSIT.COM | RTABUS.COM TABLE OF CONTENTS RAMONA EXPY GENTIAN AVE IRIS AVE KRAMERIA AVE VIA DE ANZA JFK DR ALESSANDRO BLVD RIDER ST OAKWOOD ST RIDER ST H A R V I L L A V E EV A N S R D CAJALCO RD MORENO VALLEY PE R R I S B L V D NA S O N S T LAS S E L L E S T WE B S T E R A V E IN D I A N A V E SE A T O N R D CL A R K S T DA Y S T BR O W N S T HA I N E S S T EV A N S R D PERRIS CAJA L C O E X P Y MEAD VALLEY COMMUNITY CENTER MORGAN ST MEAD VALLEY Starcrest Rancho Verde H.S. Val Verde H.S. Vista Del Lago H.S. Ross Lowe's MEAD VALLEY COMMUNITY CENTER - MORENO VALLEY COLLEGE - RUMC41 Routing and timetables subject to change. Rutas y horarios son sujetos a cambios. T T 215 3 4 5 6 1 2 1 Time and/or Transfer Point Transfer Point Legend | Map not to scale S EVANS & RIDER 30•41 ROSS/LOWE'S/ STARCREST 19•41 CAJALCO & CLARK 22•41 PERRIS & RAMONA EXPY 19•41 MORENO VALLEY COLLEGE 19•20•41 RIVERSIDE UNIVERSITY MEDICAL CENTER 20•31•41 LA S S E L L E S T RTA CUSTOMER INFORMATION CENTER (951) 565-50021 | 93 TABLE OF CONTENTS 41 EASTBOUND TO RIVERSIDE UNIVERSITY MEDICAL CENTER | WEEKDAYS & WEEKENDS A.M. times are in PLAIN, P.M. times are in BOLD | Times are approximate 41 WESTBOUND TO MEAD VALLEY COMMUNITY CENTER | WEEKDAYS & WEEKENDS A.M. times are in PLAIN, P.M. times are in BOLD | Times are approximate MEAD VALLEY COMMUNITY CENTER ROSS / LOWE’S / STARCREST PERRIS & RAMONA EXPY LASSELLE & VIA DE ANZA MORENO VALLEY COLLEGE RIVERSIDE UNIVERSITY 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 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 94 | RTA RIDE GUIDE - May 9, 2021 | RIVERSIDETRANSIT.COM | RTABUS.COM TABLE OF CONTENTS HEMET VALLEY MALL - SAN JACINTO - SOBOBA CASINO42 Routing and timetables subject to change. Rutas y horarios son sujetos a cambios. 1 COTT O N W O O D A V E ENT E R P R I S E A V E » « BIR C H S T RAMO N A E X P Y SOBOBA RD E MA I N S T LA K E P A R K D R W DE V O N S H I R E A V E FLOR I D A A V E ESPL A N A D E A V E ST A T E S T PA L M A V E G R A N D A V E KIR B Y S T GIL M O R E S T SA N J A C I N T O A V E SA N J A C I N T O A V E HE W I T T S T SA N T A F E A V E « E S T U D I L L O « P I C O « 6T H MI S T L E T O E A V E » ST A T E S T 7TH S T 7TH S T MEN L O A V E SOBOBA CASINO HEMET SAN JACINTO SAN JACINTO COMMUNITY CENTER Super Walmart Soboba Springs Mobile Home Estates Riverside County Child Support Services EXCEED San Jacinto City Hall 4 3 2E 2W 5 HEMET VALLEY MALL 28•31•32•33•42•74 79 SAN JACINTO & ESPLANADE 32•42•74 1 Time and/or Transfer Point Legend | Map not to scale WB EB RTA CUSTOMER INFORMATION CENTER (951) 565-50021 | 95 TABLE OF CONTENTS 42 WESTBOUND TO HEMET VALLEY MALL | WEEKDAYS & WEEKENDS A.M. times are in PLAIN, P.M. times are in BOLD | Times are approximate 42 EASTBOUND TO SOBOBA CASINO | WEEKDAYS & WEEKENDS A.M. times are in PLAIN, P.M. times are in BOLD | 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 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 96 | RTA RIDE GUIDE - May 9, 2021 | RIVERSIDETRANSIT.COM | RTABUS.COM TABLE OF CONTENTS VI N E S T R U B I D O U X B L V D P A C I F I C A V E M A R K E T S T MI S S I O N B L V D SA N S E V A I N E W A Y BEN N E V I S B L V D MISSI O N B L V D MISSIO N I N N A V E UNIV E R S I T Y A V E PEDLEY RD FELSPA R S T PYRITE S T CAMINO REAL VALLEY W Y JUR U P A R D COUN T R Y VILLA G E R D MA R L A Y A V E CH E R R Y A V E MULBERRY AVE BANANA AVE RIVERSIDE GLEN AVON JURUPA VALLEY Eddie Smith Senior Center Fox Theater Louis Robidoux Library The Cove Waterpark Glen Avon Heritage Park DPSS Patriot H.S. SA N B E R N A R D I N O C O U N T Y RI V E R S I D E C O U N T Y Routing and timetables subject to change. Rutas y horarios son sujetos a cambios. RUBIDOUX DOWNTOWN RIVERSIDE - COUNTRY VILLAGE - FONTANA49 T T 3 4 5 1 2 60 60 UNIVERSITY & LEMON 1•10•12•14•15•22•29•49 200•204•OMNITRANS 215 RIVERSIDE - DOWNTOWN METROLINK STATION 1•15•29•49•200•OMNITRANS 215 METROLINK•AMTRAKBoarding diagram pg 31 COUNTRY VILLAGE 49•204 1 Time and/or Transfer Point Transfer Point Legend | Map not to scale S BANANA & CHERRY 49 ONIMTRANS 82 MISSION & RUBIDOUX 29•49 RTA CUSTOMER INFORMATION CENTER (951) 565-50021 | 97 TABLE OF CONTENTS 49 EASTBOUND TO DOWNTOWN RIVERSIDE | WEEKDAYS & WEEKENDS A.M. times are in PLAIN, P.M. times are in BOLD | Times are approximate 49 WESTBOUND TO COUNTRY VILLAGE/FONTANA | WEEKDAYS & WEEKENDS A.M. times are in PLAIN, P.M. times are in BOLD | 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 7:19 7:31 7:38 7:46 7:58 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 6:03 6:16 6:24 6:32 6:47 6:53 7:06 7:14 7:21 7:34 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 8:08 8:23 8:30 8:35 8:47 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 5:08 5:26 5:34 5:39 5:53 5:57 6:15 6:23 6:29 6:42 6:57 7:14 7:22 7:28 7:41 7:44 8:00 8:07 8:13 8:26 98 | RTA RIDE GUIDE - May 9, 2021 | RIVERSIDETRANSIT.COM | RTABUS.COM TABLE OF CONTENTS 15TH ST 14TH ST. 10TH ST 12TH ST 11TH ST TERRACINA DR RAMONA DR BR O C K T O N A V E MA G N O L I A A V E MA R K E T S T MA I N S T » RIVERSIDE Riverside County Court House Riverside Community Hospital County Administration CenterRiverside Hall of Justice Riverside Family Law Courthouse Calvary Presbyterian Church Parking Lot (nearest stop 14th & Magnolia) Riverside City College Central M.S. Riverside City Hall EDEN LUTHERAN CHURCH FIRST UNITED METHODIST CHURCH OF RIVERSIDE JURY TROLLEY50 Runs Monday – Thursday Only. No service on Fridays, weekends or: New Year's Day, MLK Day, Lincoln's Birthday, President’s Day, Washington's Birthday, Cesar Chavez Day, Memorial Day, Independence Day, Labor Day, Columbus Day, Veterans Day, Thanksgiving Day, Christmas Day. Routing and timetables subject to change. Rutas y horarios son sujetos a cambios. OR A N G E S T S T T MAGNOLIA & 14TH W/B 1•13•15•50 MAGNOLIA & 15TH E/B 1•13•15•50 MAGNOLIA & TERRACINA E/B 1•13•15•50 3 4 1 2 1 Time and/or Transfer Point Stop Transfer Point Westbound Eastbound Legend | Map not to scale S T E/B W/B RTA CUSTOMER INFORMATION CENTER (951) 565-50021 | 99 TABLE OF CONTENTS 50 JURY TROLLEY | MONDAY - THURSDAY A.M. times are in PLAIN, P.M. times are in BOLD | Times are approximate. FIRST UNITED METHODIST CHURCH OF RIVERSIDE 10TH & MAIN (COURT HOUSE) MAGNOLIA & 14TH EDEN LUTHERAN CHURCH FIRST UNITED METHODIST CHURCH OF RIVERSIDE 1 2 3 4 1 ——7:20 7:27 7:30 ——7:33 7:40 7:43 7:35 7:44 7:47 7:54 7:57 7:48 7:57 8:00 8:07 8:10 8:02 8:11 8:14 8:21 8:24 8:15 8:24 8:27 8:34 8:37 8:29 8:38 8:41 8:48 8:51 8:42 8:51 ——— 8:56 9:05 9:08 9:15 9:18 9:26 9:35 9:38 9:45 9:48 9:55 10:04 10:07 10:14 10:17 10:26 10:35 10:38 10:45 10:48 10:56 11:05 11:08 11:15 11:18 11:26 11:35 11:38 11:45 11:48 11:56 12:05 12:08 12:15 12:18 12:26 12:35 12:38 12:45 12:48 12:56 1:05 1:08 1:15 1:18 1:26 1:35 1:38 1:45 1:48 1:56 2:05 2:08 2:15 2:18 2:26 2:35 2:38 2:45 2:48 2:56 3:05 3:08 3:15 3:18 3:26 3:35 3:38 3:45 3:48 3:56 4:05 4:08 4:15 4:18 4:26 4:35 4:38 4:45 4:48 4:56 5:05 5:08 5:15 5:18 5:26 5:35 5:38 5:45 5:48 JURORS RIDE FREE 100 | RTA RIDE GUIDE - May 9, 2021 | RIVERSIDETRANSIT.COM | RTABUS.COM TABLE OF CONTENTS 215 Menifee City Hall Sun City Library Countryside Marketplace Target Vista Murrieta H.S. Rancho Springs Medical Center Loma Linda University Medical Center NEWPORT RD EV A N S R D » BR A D L E Y R D » LOS A L A M O S R D WHITE W O O D R D MURRIETA HOT SPRINGS RD WIN C H E S T E R R D HA N C O C K AV E M A R G A R I T A R D SCOTT RD « GLADIOLUS AVE LA PIEDRA RD LA PIEDRA RD KELLER RD » MAPLETON ST » CLINTON KEITH RD LINNEL LN MC E L W A I N R D PO I N S E T T I A S T BAXT E R R D MCCALL BLVD CASE CASE MU R R I E T A R D AN T E L O P E R D ME N I F E E R D WH I T E W O O D R D « ENCANTO DR « ETHANAC B R A D L E Y R D » PE R R I S C S T GO E T Z » ELLIS » « SAN JACINTO S U N C I T Y B L V DSUN CITY PERRIS MENIFEE MURRIETA TEMECULA Routing and timetables subject to change. Rutas y horarios son sujetos a cambios. «NB SB» SEE INSET PROMENADE MALL 23•24•61•79 205•206 RI N G R D « N GENERAL KEARNY RD OVERLAND DR M A R G A R I T A R D Y N E Z R D 79 NB ON L Y » 15 1 PERRIS STATION TRANSIT CENTER - SUN CITY - MENIFEE - MURRIETA - TEMECULA61 215 215 15 3 4 5 6 7 2 79 HANCOCK & LOS ALAMOS 23•61 MT. SAN JACINTO COLLEGE MENIFEE 61•74 CHERRY HILLS & BRADLEY 61•74 PRO M E N A D E » MAL L W . PROM E N A D E MALL N . » PERRIS STATION TRANSIT CENTER 9•19•22•27•28•30 61•74•METROLINKBoarding diagram pg 30 1 Time and/or Transfer Point Transfer Point Legend | Map not to scale T RTA CUSTOMER INFORMATION CENTER (951) 565-50021 | 101 TABLE OF CONTENTS 61 NORTHBOUND TO PERRIS STATION TRANSIT CENTER | WEEKDAYS & WEEKENDS A.M. times are in PLAIN, P.M. times are in BOLD | Times are approximate 61 SOUTHBOUND TO TEMECULA (PROMENADE MALL) | WEEKDAYS & WEEKENDS A.M. times are in PLAIN, P.M. times are in BOLD | Times are approximate PR O M E N A D E MA L L HA N C O C K & L O S AL A M O S MC E L W A I N AT S U P E R TA R G E T MT . S A N JA C I N T O CO L L E G E ME N I F E E CH E R R Y HI L L S & BR A D L E Y EN C A N T O & MC C A L L PE R R I S ST A T I O N TR A N S I T CE N T E R 1 2 3 4 5 6 7 6:51 7:08 7:17 7:37 8:01 8:08 8:30 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 PE R R I S ST A T I O N TR A N S I T CE N T E R EN C A N T O & MC C A L L CH E R R Y HI L L S & BR A D L E Y MT . S A N JA C I N T O CO L L E G E ME N I F E E MC E L W A I N AT S U P E R TA R G E T HA N C O C K & L O S AL A M O S PR O M E N A D E MA L L 7 6 5 4 3 2 1 7:34 7:52 8:00 8:25 8:47 8:58 9:16 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 11:24 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 6:53 102 | RTA RIDE GUIDE - May 9, 2021 | RIVERSIDETRANSIT.COM | RTABUS.COM TABLE OF CONTENTS STATE ST SAN JACINTO AVE LYON AVE » « GILMORE ST WARREN RD SANDERSON AVE WINCHESTER RD ANTELOPE RD » MENIFEE RD » « R O H R A B A C H E R BRADLEY RD SUN CITY BLVD PERRIS BLVD C ST D O M E N I G O N I P K W Y KIRBY ST RAM O N A B L V D OA K L A N D A V E DE V O N S H I R E LA T H A M » MC C A L L B L V D CH A M B E R S A V E ET H A N A C R D MURRIETA RD CASE R D 11 T H S T EL L I S « GOETZ SA N J A C I N T O A V E CH E R R Y H I L L S B L V D NE W P O R T R D LA P I E D R A R D NE W P O R T R D FL O R I D A A V E » MU S T A N G W Y TH O R N T O N A V E » SI M P S O N R D Sun City Library West Valley H.S. Post Oce Menifee Valley Medical Center Pe r r i s C i t y H a l l Menifee Countryside Marketplace Menifee Community Center and Park Super Walmart DPSS San Jacinto H.S. San Jacinto Senior Center Su p e r Wa l m a r t 215 SUN CITY MENIFEE HEMET WINCHESTER SAN JACINTO PERRIS SAN JACINTO - HEMET - MENIFEE - SUN CITY - PERRIS74 Routing and timetables subject to change. Rutas y horarios son sujetos a cambios. T T HEMET VALLEY MALL 28•31•32•33•42•74 79 SIMPSON & WINCHESTER 74•79 SANDERSON & THORNTON 33•74•79 MT. SAN JACINTO COLLEGE MENIFEE 61•74CHERRY HILLS & BRADLEY 61•74 2 3 4 5 6 1 MT. SAN JACINTO COLLEGE 31•32•74•79 «W B O N L Y « E B O N L Y SAN JACINTO & ESPLANADE 32•42•74•79 PERRIS STATION TRANSIT CENTER 9•19•22•27•28•30 61•74•METROLINKBoarding diagram pg 30 1 Time and/or Transfer Point Transfer Point Legend | Map not to scale T RTA CUSTOMER INFORMATION CENTER (951) 565-50021 | 103 TABLE OF CONTENTS 74 EASTBOUND TO HEMET VALLEY MALL AND MSJC SAN JACINTO | WEEKDAYS & WEEKENDS A.M. times are in PLAIN, P.M. times are in BOLD | Times are approximate 74 WESTBOUND TO PERRIS STATION TRANSIT CENTER | WEEKDAYS & WEEKENDS A.M. times are in PLAIN, P.M. times are in BOLD | Times are approximate PE R R I S ST A T I O N TR A N S I T CE N T E R CH E R R Y HI L L S & BR A D L E Y MT . S A N JA C I N T O CO L L E G E ME N I F E E SI M P S O N & WI N C H E S T E R HE M E T VA L L E Y M A L L MT . S A N JA C I N T O CO L L E G E SA N J A C I N T O 1 2 3 4 5 6 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 MT . S A N JA C I N T O CO L L E G E S A N JA C I N T O HE M E T VA L L E Y M A L L SI M P S O N & WI N C H E S T E R MT . S A N JA C I N T O CO L L E G E ME N I F E E CH E R R Y HI L L S & BR A D L E Y PE R R I S ST A T I O N TR A N S I T CE N T E R 6 5 4 3 2 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 8:08 104 | RTA RIDE GUIDE - May 9, 2021 | RIVERSIDETRANSIT.COM | RTABUS.COM TABLE OF CONTENTS WA R R E N R D « TEMEKU ST POURROY RD C L O C H E D R ALGRAVE AVE »SKY VIEW THOMPSON RD SA N D E R S O N A V E WI N C H E S T E R R D WIN C H E S T E R R D AULD RDTECH N O L O G Y D R » MUR R I E T A HOT S P R I N G S » SKY C A N Y O N D R NICOLAS RD SIMPSON « BENTON RD « MAGDAS COLORADAS ST MUSTANG WAY « C O U N T Y C E N T E R D R Y n e z R d EQUITY DR » COUNTY CENTER DR Sheri Station French Valley Airport HEMET FRENCH VALLEY WINCHESTER MURRIETA TEMECULA BRIGGS RD » SEE INSET ST A T E S T SA N J A C I N T O A V E LY O N A V E » « G I L M O R E S T KI R B Y S T RAMONA BLVD OAKLAND AVEDEVONSHIRE « LATHAM FLORIDA AVETHORNTON ST » Super WalmartDPSS San Jacinto H.S. San Jacinto Senior Center SAN JACINTO T 8 MT. SAN JACINTO COLLEGE 31•32•74•79 «WB ONLY EB ONLY»SAN JACINTO & ESPLANADE 32•42•74•79 SAN JACINTO - HEMET - WINCHESTER - TEMECULA79 HEMET VALLEY MALL 28•31•32•33•42•74•79 SOUTHWEST JUSTICE CENTER West Valley H.S. Post Oce Chaparral H.S. Grace Mellman Community Library Target PROMENADE MALL 23•24•61•79 205•206 T 15 15 1 3 4 5 6 7 79 79 74 SANDERSON & THORNTON 33•74•79 SIMPSON & WINCHESTER 74•79 WINCHESTER & NICOLAS 23•79 RI N G R D « N GENERAL KEARNY RD OVERLAND DR M A R G A R I T A R D YN E Z R D 79 NB ON L Y » «SB ONLY NB O N L Y » 15 1 Time and/or Transfer Point Transfer Point Legend | Map not to scale T 2 RTA CUSTOMER INFORMATION CENTER (951) 565-50021 | 105 TABLE OF CONTENTS 79 NORTHBOUND TO HEMET VALLEY MALL AND MSJC SAN JACINTO | WEEKDAYS & WEEKENDS A.M. times are in PLAIN, P.M. times are in BOLD | Times are approximate 79 SOUTHBOUND TO TEMECULA (COUNTY CENTER) | WEEKDAYS & WEEKENDS A.M. times are in PLAIN, P.M. times are in BOLD | Times are approximate CO U N T Y C E N T E R PR O M E N A D E MA L L WI N C H E S T E R & NI C O L A S SO U T H W E S T JU S T I C E C E N T E R WI N C H E S T E R & PO U R R O Y SI M P S O N & WI N C H E S T E R HE M E T V A L L E Y MA L L MT . S A N J A C I N T O CO L L E G E S A N JA C I N T O 1 2 3 4 5 6 7 8 7:33 7:43 7:50 8:01 8:11 8:21 8:43 9:09 8:30 8:40 8:47 8:58 9:09 9:19 9:41 10:09 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 MT . S A N J A C I N T O CO L L E G E S A N JA C I N T O HE M E T V A L L E Y MA L L SI M P S O N & WI N C H E S T E R PO U R R O Y & WI N C H E S T E R SO U T H W E S T JU S T I C E C E N T E R WI N C H E S T E R & NI C O L A S PR O M E N A D E MA L L CO U N T Y C E N T E R 8 7 6 5 4 3 2 1 6:28 6:54 7:12 7:22 7:34 7:47 7:52 8:00 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 10:40 11:08 11:31 11:41 11:54 12:09 12:18 12:26 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 7:27 106 | RTA RIDE GUIDE - May 9, 2021 | RIVERSIDETRANSIT.COM | RTABUS.COM TABLE OF CONTENTS SAN BERNARDINO - RIVERSIDE - ANAHEIM200 Routing and timetables subject to change. Rutas y horarios son sujetos a cambios. 60 60 15 215 215 10 5 91 91 71 241 ANAHEIM Anaheim Convention Center(KATELLA & HARBOR) LI N C O L N KA T E L L A & S T A T E C O L L E G E TU S T I N & K A T E L L A / T U S T I N & C H E S T N U T MEATS & TUSTIN HA R B O R » LE M O N & U N I V E R S I T Y LE M O N & 1 2 T H 2N D S T MCKINLE Y S T RIVERSIDE ORANGE Downtown Riverside VINE STREET (Bay F) SAN BERNARDINO DOWNTOWN TRANSIT CENTER 200•OMNITRANS•VVTA•PASS TRANSIT MOUNTAIN TRANSIT•METROLINK SAN BERNARDINO EB WB S S S S (Across from Riverside-Downtown Metrolink Station) Angel Stadium I N D I A N A A V E 3 4 5 7 1 2 55 57 UNIVERSITY & LEMON 1•10•12•14•15•22•29•49 200•204 OMNITRANS 215 LA SIERRA METROLINK STATION 15•200•METROLINKBoarding diagram pg 28 GALLERIA AT TYLER 1•10•12•13•14•15•21•27•200Boarding diagram pg 27 RIVERSIDE - DOWNTOWN METROLINK STATION 1•15•29•49•200 OMNITRANS 215 METROLINK•AMTRAK Boarding diagram pg 31 VILLAGE AT ORANGE 200•OCTA 24•42 46•50•71•167•213 DISNEYLAND OCTA •ATN•LA METRO 6E 6W 1 Time and/or Transfer Point Stop Legend | Map not to scale S RTA CUSTOMER INFORMATION CENTER (951) 565-50021 | 107 TABLE OF CONTENTS 200 EASTBOUND TO SAN BERNARDINO | WEEKDAYS & WEEKENDS A.M. times are in PLAIN, P.M. times are in BOLD | Times are approximate. DI S N E Y L A N D VI L L A G E A T O R A N G E LA S I E R R A ME T R O L I N K S T A T I O N GA L L E R I A A T T Y L E R LE M O N & UN I V E R S I T Y (D O W N T O W N RI V E R S I D E ) RI V E R S I D E - DO W N T O W N ME T R O L I N K S T A T I O N (V I N E S T B A Y F ) SA N B E R N A R D I N O DO W N T O W N TR A N S I T C E N T E R 7 6E 5 4 2 3 1 8:28 8:56 9:32 9:39 9:59 10:02 10:20 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 11:56 200 WESTBOUND TO ANAHEIM | WEEKDAYS & WEEKENDS A.M. times are in PLAIN, P.M. times are in BOLD | Times are approximate. SA N B E R N A R D I N O DO W N T O W N TR A N S I T C E N T E R LE M O N & UN I V E R S I T Y (D O W N T O W N RI V E R S I D E ) RI V E R S I D E - DO W N T O W N ME T R O L I N K S T A T I O N (V I N E S T B A Y F ) GA L L E R I A A T T Y L E R LA S I E R R A ME T R O L I N K S T A T I O N ME A T S & T U S T I N DI S N E Y L A N D 1 2 3 4 5 6W 7 6:00 6:22 6:25 6:45 6:53 7:25 7:47 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 11:26 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 9:15 108 | RTA RIDE GUIDE - May 9, 2021 | RIVERSIDETRANSIT.COM | RTABUS.COM TABLE OF CONTENTS MONTCLAIR ONTARIO RIVERSIDE Pa r k - An d - Ri d e Country Village Park-And-Ride UCR - DOWNTOWN RIVERSIDE - ONTARIO MILLS MALL - MONTCLAIR TRANSCENTER MONTE VISTA A V E MARKET ST MISSION BLVD « CANYON CREST DR « IOWA AVE PEDLEY RD » MULBERRY AVE MILLIKEN AVE CENTRAL AVE LI N D E N S T UN I V E R S I T Y A V E GR A N I T E H I L L R D » JU R U P A S T MA L L D R AR R O W H W Y RI C H T O N S T UCR Montclair Plaza No service on weekends or: Memorial Day, Independence Day, Labor Day, Thanksgiving Day, Christmas Day and New Year’s Day. Route may be deviated due to trac conditions. RI V E R S I D E C O U N T Y SA N B E R N A R D I N O C O U N T Y UCR Extension S Routing and timetables subject to change. Rutas y horarios son sujetos a cambios. T T 10 15 3 4 5 1 60 MARKET & UNIVERSITY 1•12•13•14•15•22•29•49 204 UNIVERSITY & LEMON 1•10•12•14•15•22•29•49 200•204•OMNITRANS 215 IOWA AT UNIVERSITY 1•14•16•204 UCR AT BANNOCKBURN 1•16•204 MONTCLAIR TRANSCENTER 204•OMNITRANS 66•85 88•209•FOOTHILL TRANSIT METROLINK ONTARIO MILLS MALL 204•OMNITRANS 61•81 82•209 COUNTRY VILLAGE 49•2042N 2S NB ONLY» «SB ONLY 1 Time and/or Transfer Point Stop Transfer Point Legend | Map not to scale S T 204 RTA CUSTOMER INFORMATION CENTER (951) 565-50021 | 109 TABLE OF CONTENTS UCR AT BANNOCKBURN MARKET & UNIVERSITY COUNTRY VILLAGE ONTARIO MILLS MALL MONTCLAIR TRANSCENTER 1 2N 3 4 5 —5:15*5:29 5:46 6:08 6:15 6:28 6:42 6:59 7:21 2:30 2:47 3:01 3:20 3:42 5:40 5:57 6:14 6:33 6:55 MONTCLAIR TRANSCENTER ONTARIO MILLS MALL COUNTRY VILLAGE UNIVERSITY & LEMON UCR AT BANNOCKBURN 5 4 3 2S 1 6:23 6:42 7:01 7:18 7:34 7:31 7:50 8:12 8:35 8:53 3:57 4:24 4:49 5:12 5:30 7:05 7:28 7:48 8:06 8:21 204 NORTHBOUND TO ONTARIO MILLS MALL & MONTCLAIR TRANSCENTER | WEEKDAYS ONLY A.M. times are in PLAIN, P.M. times are in BOLD | Times are approximate * Trip starts two minutes earlier from University & Lemon 204 WEEKDAYS | SOUTHBOUND TO DOWNTOWN RIVERSIDE & UCR | WEEKDAYS ONLY A.M. times are in PLAIN, P.M. times are in BOLD | Times are approximate For Metrolink information, go to metrolinktrains.com or call 800-371-5465. 110 | RTA RIDE GUIDE - May 9, 2021 | RIVERSIDETRANSIT.COM | RTABUS.COM TABLE OF CONTENTS TEMECULAPROMENADE MALL 23•24•61•79 205•206 15 RI N G R D N GENERAL KEARNY RD OVERLAND DR M A R G A R I T A R D Y N E Z R D 1 79 SB ON L Y » «N B O N L Y No service on weekends or: Memorial Day, Independence Day, Labor Day, Thanksgiving Day, Christmas Day and New Year’s Day. TEMECULA - MURRIETA - LAKE ELSINORE - CORONA TRANSIT CENTER205 | 206 L A K E E L S I N O R E M U R R I E T A Routing and timetables subject to change. Rutas y horarios son sujetos a cambios. 15 15 215 CE N T R A L Tom’s Farms Dos Lagos COLL I E R NI C H O L S MAINto GRAND « D O S L A G O S « C A J A L C O TEMESCAL CANYON » « TEMESCALCANYON Madi s o n » M u r r i e t a Ho t S p r i n g s » Ka l m i a » 3 45 6 2 91 74 CORONA TRANSIT CENTER 1•3•205•206 CORONA CRUISER BLUE, RED METROLINKBoarding diagram pg 26 LAKE ELSINORE OUTLET CENTER PARK & RIDE 8•9•205•206 MULLIGAN FAMILY FUN CENTER 23•205•206 1 Time and/or Transfer Point Stop Legend | Map not to scale S SEE INSET RTA CUSTOMER INFORMATION CENTER (951) 565-50021 | 111 TABLE OF CONTENTS 205|206 NORTHBOUND TO CORONA TRANSIT CENTER | WEEKDAYS ONLY A.M. times are in PLAIN, P.M. times are in BOLD | Times are approximate PR O M E N A D E MA L L MU L L I G A N S MU R R I E T A LA K E E L S I N O R E OU T L E T C E N T E R PA R K - A N D - R I D E TO M ' S F A R M DO S L A G O S CO R O N A TR A N S I T CE N T E R 1 2 3 4 5 6 205 3:56 4:07 4:27 4:39 — 5:01 206 4:36 4:47 5:07 5:23 — 5:45 205 —— 5:35 5:48 6:01 6:25 205 —— 6:10 6:24 6:39 7:07 206 3:45 4:00 4:25 4:40 4:49 5:09 205|206 WEEKDAYS | SOUTHBOUND TO TEMECULA | WEEKDAYS ONLY A.M. times are in PLAIN, P.M. times are in BOLD | Times are approximate CO R O N A TR A N S I T CE N T E R DO S L A G O S TO M ' S F A R M LA K E E L S I N O R E OU T L E T C E N T E R PA R K - A N D - R I D E MU L L I G A N S MU R R I E T A PR O M E N A D E MA L L 6 5 4 3 2 1 206 4:35 — 5:07 5:25 5:45 6:02 The 4:35 p.m. trip will wait for the 4:27 p.m. train, but no later than 4:45 p.m. before departing the Metrolink Station. 206 5:35 6:02 6:12 6:30 6:50 7:05 The 5:35 p.m. trip will wait for the 5:25 p.m. train, but no later than 5:45 p.m. before departing the Metrolink Station. 206 6:45 — 7:11 7:28 7:48 8:13 The 6:45 p.m. trip will wait for the 6:35 p.m. train, but no later than 6:55 p.m. before departing the Metrolink Station. 112 | RTA RIDE GUIDE - May 9, 2021 | RIVERSIDETRANSIT.COM | RTABUS.COM TABLE OF CONTENTS NOTES/NOTAS 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____________________________________________________________________________________________ ____________________________________________________________________________________________ ____________________________________________________________________________________________ ____________________________________________________________________________________________ ____________________________________________________________________________________________ ____________________________________________________________________________________________ ____________________________________________________________________________________________ ____________________________________________________________________________________________ ____________________________________________________________________________________________ Appendix B: RTA Service Reduction Plan 0 SERVICE REDUCTION PLAN Riverside Transit Agency, January 2021 1 Table of Contents Introduction .................................................................................................................................................. 2 COVID-19 Ridership Response ...................................................................................................................... 3 Service Reduction Strategies ........................................................................................................................ 4 Local Route Recommendations .................................................................................................................... 6 Discontinue Low-Performing Routes ........................................................................................................ 7 Discontinue Low-Performing Route Tails.................................................................................................. 7 Reduce Overlap between Routes ............................................................................................................. 8 CommuterLink Route Recommendations ..................................................................................................... 9 Discontinue Service on Low-Performing Routes..................................................................................... 10 Discontinue Service on Duplicative Routes ............................................................................................ 10 Tailor Service Levels to Demand ............................................................................................................. 10 Hemet – San Jacinto Service Recommendations ........................................................................................ 12 Title VI Analysis ........................................................................................................................................... 15 Next Steps ................................................................................................................................................... 18 Table 1: Summary of Recommended Route Changes................................................................................... 2 Table 2: Recommended Route 204 Trip Times ........................................................................................... 11 Table 3: Recommended Route 206 Trip Times ........................................................................................... 11 Table 4: Route-Level Service Change Percentages to Identify Major Service Changes .............................. 15 Table 5: Title VI Impacts on Routes with a Major Service Change.............................................................. 16 Figure 1: Ridership Decline by Stop .............................................................................................................. 3 Figure 2: Weekday Productivity by Route..................................................................................................... 5 Figure 3: Map of Recommended Local Route Changes ................................................................................ 6 Figure 4: Map of Recommended CommuterLink Route Changes ................................................................ 9 Figure 5: Map of Recommended Hemet/San Jacinto Changes .................................................................. 12 2 Introduction On April 5, 2020 RTA reduced service levels across the network in response to the COVID-19 pandemic. All routes moved to a Sunday schedule, and service was suspended on low-performing Local and CommuterLink routes. State-mandated stay-at-home orders diminished student and commuter transit markets and social distancing guidelines limited maximum vehicle capacity. As a result, ridership declined by more than two-thirds year-over-year from 2019. RTA’s challenge moving forward is ensuring financial sustainability in the face of decreased revenue. While optimistic about the future, no one knows how travel patterns will change as Riverside County emerges from the pandemic. People may continue to work from home reducing commute travel demand, and they may make new decisions about where to live if commuting is not a consideration. It is impossible to tell how and when ridership will return to RTA’s routes. In order to ensure financial sustainability, RTA must optimize its service, operating with greater efficiency and running all routes as effectively as possible. This Service Reduction Plan, approved by the RTA Board of Directors on January 28, 2021 and illustrated in Table 1, outlines $3.3 million in potential resource savings affecting routes across the network based on 2020 costs and service levels. This document includes the reasoning behind the Service Reduction Plan, rider impacts, alternative service options, and an assessment of Title VI implications. Table 1: Summary of Recommended Route Changes Route Description of Change Annual Revenue Hour Savings Annual Cost Savings 1 Discontinue service west of Smith & 6th 2,728 $210,087 15 Discontinue service west of La Sierra Metrolink Station 0 $0 18 Discontinue service south of Moreno Valley Mall 4,380 $337,245 21 Discontinue service north of Pedley Metrolink Station 3,733 $287,410 26 Do not restore service after April 2020 COVID-19 service cuts - $0 31 Tailor service to demand; discontinue south of Mount San Jacinto College and replace with Microtransit zone 7,324 $679,484 32 Replace with Microtransit zone 8,293 $769,415 33 Replace with Microtransit zone 3,841 $356,396 40 Discontinue due to low performance 4,129 $383,042 42 Replace with Microtransit zone 3,626 $336,411 74 Discontinue north of Hemet Valley Mall and replace with Hemet Circulator 3,662 $339,742 79 Discontinue north of Hemet Valley Mall and replace with Hemet Circulator 3,123 $289,780 202 Do not restore service after April 2020 COVID-19 service cuts - $0 204 Tailor service levels to market demand 2,780 $214,022 205/206 Tailor service levels to market demand; discontinue service to Orange County 4,947 $380,919 208 Discontinue due to low performance 6,885 $530,145 210 Do not restore service after April 2020 COVID-19 service cuts - $0 217 Do not restore service after April 2020 COVID-19 service cuts - $0 Hemet Circulator Introduce new circulator between Hemet Valley Mall and Mount San Jacinto College -11,280 -$1,046,558 Microtransit Introduce new Microtransit zone in Hemet and San Jacinto -8,616 -$799,392 Total 39,554 $3,268,146 3 Data Sources Ridership and revenue hour data for this analysis was taken from September 2019 and September 2020 Ridecheck Plus Ridership by Route and Trip and Ridership by Route and Stop reports. COVID-19 Ridership Response Between September 2019 and September 2020, ridership across RTA’s system declined by 67 percent. As shown in the map below, the declines spanned the entire system and were especially pronounced at school sites where remote learning reduced travel demand. All routes saw at least a 46 percent ridership decline between September 2019 and September 2020. Figure 1: Ridership Decline by Stop 4 Service Reduction Strategies The approach to identifying service reduction opportunities was both data-driven and based on maintaining overall network integrity. With residents already facing significant hardships from the pandemic, the goal was to minimize the number of riders affected by these changes. RTA service is already streamlined on many routes with little “low-hanging fruit”. Many routes operate less than once an hour, so decreasing frequency would make the service virtually unusable. Many routes already only operate with one vehicle, so the only cost-saving opportunities without discontinuing the service altogether are to have the service start later in the day or end earlier at night. For these routes, traditional cost-cutting measures of streamlining to reduce running times will improve frequencies but will not actually realize any cost savings. The following guiding principles were applied in the process of identifying potential service changes: • Maintain the integrity of the core network. Do not downgrade frequency on high-performing routes. Lowering service levels on high-performing routes will have spiraling network effects, as it reduces the ease of transferring and limits travel flexibility for higher volumes of riders. Furthermore, with new social distancing requirements limiting the number of people who can be on the bus at any one time to ten, downgrading frequencies on high-ridership routes would result in many riders being left behind. • Maintain lifeline transit coverage for those who rely on RTA for mobility. Where possible, minimize creating new geographic gaps in coverage and identify alternative mobility solutions for those who rely on transit. Again, do not significantly reduce frequencies on routes already running lifeline service levels (less than once an hour). • Ensure each route serves a unique role in the network. The RTA network has a lot of overlapping route segments with multiple routes providing connections between the same two destinations on similar or identical alignments. Splitting service between multiple routes is inefficient and leads to competition for riders. By eliminating overlapping segments, some riders may have to walk a little farther to access a different route, but this is better than losing access to service altogether. • Adhere to established service standards. Routes that continuous fail to meet performance standards were some of the first candidates for review. For this analysis, the focus was on routes that fall below the five passenger per hour productivity threshold before the pandemic. Figure 2, Weekday Productivity by Route Chart, illustrates how performance compares across the system based on pre-pandemic (September 2019) service. Routes 26, 40, 50, 54, 202, 208, 210, and 217 all fall below the five passengers per hour threshold and are automatic candidates for review when there is a need to reduce service. 5 Figure 2: Weekday Productivity by Route 0 5 10 15 20 25 1 16 55 52 51 49 19 15 22 18 3 28 13 10 14 41 20 21 12 29 10 1 11 32 9 27 8 42 20 0 74 79 20 6 33 20 4 30 23 61 24 31 20 5 20 8 21 7 21 0 40 20 2 50 26 54 Bo a r d i n g s p e r R e v e n u e H o u r Route Average Weekday Productivity by Route (September 2019) 6 Local Route Recommendations Local route recommendations were proposed to maintain a strong core network and avoid the degradation of consistently utilized more productive routes. The map below highlights the recommended changes for the local route network. The recommendations fall into three categories: • Discontinuing low-performing routes • Discontinuing low-performing route tails • Discontinuing segments to reduce overlap between routes Figure 3: Map of Recommended Local Route Changes 7 Discontinue Low-Performing Routes The following recommendations are for discontinuing routes that fail to meet established performance standards. Route 26 Recommendation: Discontinue Route 26 due to low performance. Route 26 is a shuttle circulator connecting Moreno Valley Mall and the Moreno Valley Metrolink Station. In September 2019, it carried 38 passengers and 2.9 passengers per revenue hour, failing to meet the 5 passengers per hour threshold. It also significantly overlaps with Routes 20, 22, and 27. Service was discontinued in April 2020 as part of the response to reduced demand from COVID-19. Route 40 Recommendation: Discontinue Route 40 due to low performance. Route 40 connects Lake Elsinore and Menifee. In September 2019, it carried 99 passengers and 4.2 passengers per revenue hour, failing to meet the 5 passengers per hour threshold. It is consistently the lowest-performing non-CommuterLink non-Trolley route in the system. Discontinue Low-Performing Route Tails The following recommendations discontinue low-performing route tails on select routes. These route tails have lower performance than the route as a whole and require RTA to invest additional resources into route operation. Discontinuing these segments will allow RTA to schedule the remainder of the route more efficiently, making better use of limited resources. Route 1 Recommendation: Discontinue service west of Smith & 6th. Route 1 is the top ridership route in the RTA system, carrying 5,994 boardings in 2019. Select trips extend beyond Smith & 6th in Corona to serve the West Corona Metrolink Station. This extension takes 16 minutes of running time, requiring RTA to add at least two vehicles to the route to maintain 15- minute frequency. Since not all trips operate the extension, this results in inefficiencies in scheduling that add resources and costs to the route. Riders wishing to ride Metrolink can still access Metrolink at the Corona Transit Station served by all Route 1 trips. A second change will be to shorten the western terminal loop to follow S. Smith Ave., W. 6th St., and S. Sherman Ave. This will save 1.5 miles and 7 minutes of running time on each roundtrip. Route 15 Recommendation: Discontinue service west of La Sierra Metrolink Station. Route 15 service will be discontinued west of La Sierra Metrolink Station. The route will be realigned to serve La Sierra Ave and Indiana Ave on its way into Galleria at Tyler instead of Magnolia Ave. Depending on how the route is ultimately scheduled, this change may not save revenue hours, but it will save some revenue mile cost and create a stronger anchor point for the end of the route. The segment between Galleria at Tyler to La Sierra Metrolink Station was preserved to maintain access to the Metrolink station as well as senior apartments along Indiana Ave. 8 Reduce Overlap between Routes The following recommendations work to reduce overlap between routes, ensuring that each route serves a unique role in the network. Reducing costs invested in duplication helps RTA keep enough resources available to maintain geographic coverage. Route 18 Recommendation: Discontinue service south of Moreno Valley Mall. While Route 18 is a productive route, the portion south of Moreno Valley Mall is duplicative with Routes 11, 19, and 20. Both Routes 18 and 19 connect Moreno Valley Mall with Moreno Valley College. By discontinuing Route 18 south of Moreno Valley Mall, RTA can cut the route’s resources in half. No current rider is more than a half mile away from a stop on a different route. Route 21 Recommendation: Discontinue service north of Pedley Metrolink Station. Route 21 north of Pedley Metrolink Station duplicates Routes 29 and 49 on Limonite Ave and Mission Blvd, respectively. This segment uses half of the route’s revenue hours (13), and in September 2019 carried 122 boardings. However, only 45 of these boardings were outside a quarter-mile walk of another route, meaning that these 13 revenue hours were being deployed to carry an additional 45 riders for an effective productivity of 3.5. 9 CommuterLink Route Recommendations CommuterLink routes saw a significant drop in demand during the pandemic as state-mandated stay-at- home orders and social distancing guidelines shutdown schools and professional workspaces. On average, CommuterLink routes saw an 82 percent decrease from September 2019 to September 2020 compared to the 67 percent systemwide average. CommuterLink routes are naturally more resource intensive for local fixed-route service. They travel very long distances with little opportunity for ridership turnover. Service concentrated during peak periods results in a bigger strain on peak vehicle requirements and inefficient driver shifts which can increase costs. Where routes were not proposed for complete discontinuation, there are recommendations for revised schedules to reduce peak vehicle requirements. The map below highlights the recommended changes for the CommuterLink network. Figure 4: Map of Recommended CommuterLink Route Changes 10 Discontinue Service on Low-Performing Routes Route 202 Recommendation: Discontinue Route 202 due to low performance. Route 202 from Temecula to Oceanside carried an average of 3.3 boardings per revenue hour in September 2019 falling below the 5 passengers per revenue hour threshold. Service was suspended as part of the April 2020 COVID-19 service changes. Route 217 Recommendation: Discontinue Route 217 due to low performance. Route 217 from San Jacinto to Escondido carried an average of 4.6 boardings per revenue hour in September 2019 falling below the 5 passengers per revenue hour threshold. Service was suspended as part of the April 2020 COVID-19 service changes. Discontinue Service on Duplicative Routes Route 208 Recommendation: Discontinue Route 208 due to low performance and duplication with alternative local services. Route 208 from Temecula to Riverside carried an average of 4.6 boardings per revenue hour in September 2019 falling below the 5 passengers per revenue hour threshold. Riders can still travel between Temecula, Menifee, Perris, Moreno Valley, and Riverside on local services. Though not as direct a trip as on Route 208, riders still have available transit options. Route 210 Recommendation: Discontinue Route 210 due to low performance and duplication with alternative local services. Route 210 from Riverside to Beaumont carried an average of 4.5 boardings per revenue hour in September 2019 falling below the 5 passengers per revenue hour threshold. It is duplicative with Route 31 which connects Moreno Valley with Beaumont. Service was suspended as part of the April 2020 COVID-19 service changes, and it was recommended for discontinuation as part of RTA’s planned FY2021 service changes. Tailor Service Levels to Demand Route 204 Recommendation: Reduce trips from 18 to 10 to consolidate riders onto fewer trips. In September 2019, Route 204 carried 174 daily riders for a productivity of 7 boardings per revenue hour. In September 2020, this had dropped to 93 daily riders for a productivity of 3.7 boardings per revenue hour, falling below the 5 passengers per revenue hour threshold. Since this route provides a unique connection between Riverside and Montclair Transit Center, discontinuing the route altogether 11 would leave these riders with no alternative option. Instead, the recommendation is to consolidate trips from 18 to 10, keeping the same timing of the first trip in the morning and last trip in the evening so riders have access to the same span of service. Where possible trips should continue to be timed with Metrolink trains. Consolidating trips will allow the route to be operated with fewer vehicles and save revenue hours. Table 2: Recommended Route 204 Trip Times UCR to Montclair Montclair to UCR 5:15 AM 6:23 AM 6:45 AM 8:01 AM 2:00 PM 3:27 PM 2:55 PM 4:17 PM 5:08 PM 6:33 PM Route 205/206 Recommendation: Discontinue Route 205 to Orange County. Reduce number of trips from 25 to 11 to consolidate riders onto fewer trips. In September 2019, Route 204 carried 214 daily riders for a productivity of 6.5 boardings per revenue hour. In September 2020, this had dropped to 131 daily riders for a productivity of 3.7 boardings per revenue hour, falling below the 5 passengers per revenue hour threshold. Since these routes provide a unique connection between Temecula and Corona, discontinuing the routes altogether would leave these riders with no alternative option. Instead, the recommendation is to consolidate trips from 25 to 11, keeping the same timing of the first trip in the morning and last trip in the evening so riders have access to the same span of service. Where possible trips should continue to be timed with Metrolink trains. Consolidating trips will allow the route to be operated with fewer vehicles and save revenue hours. A second recommendations is to discontinue the branch on Route 205 that continues to Village at Orange. This segment is also served by Route 200 which continues to operate a full span of service. Table 3: Recommended Route 206 Trip Times Temecula to Corona Corona to Temecula 3:56 AM -- 5:09 AM 6:25 AM 5:48 AM 7:12 AM -- 4:31 PM -- 5:50 PM 4:41 PM 6:25 PM 6:30 PM 8:01 PM 12 Hemet – San Jacinto Service Recommendations Hemet-San Jacinto has always been a part of the RTA service area that is difficult to serve efficiently with fixed-route transit. The area has two major hubs – Hemet Valley Mall and Mount San Jacinto College – and four different routes connect these hubs along different alignments. ArcGIS analysis found that 80 percent of riders in this area are within a quarter-mile walk of the major east/west and north/south corridors – E Florida Ave, S San Jacinto Ave, and N State St. In order to more efficiently serve this area with public mobility, the recommendation is to create a focused shuttle on major corridors between Hemet Valley Mall and Mount San Jacinto College and provide service to the rest of the area by introducing a Microtransit pilot program. The new circulator would operate every 30 minutes, an improvement over the roughly 80-minute frequencies that operate along this alignment under current conditions. The Microtransit zone would be staffed with two all-day vehicles, guaranteeing riders a maximum wait time of 60 minutes. The terminals of Routes 31, 74, and 79 would be adjusted to reduce overlap with the circulator. Figure 5: Map of Recommended Hemet/San Jacinto Changes 13 Route 31 Description: Create a new southern terminus at Mount San Jacinto College and discontinue service to Hemet Valley Mall. Due to low performance, reduce service levels from 70-minute to 105-minute service. In September 2019, Route 31 carried 458 boardings, but it is extremely expensive to operate requiring four all-day vehicles, so it only averaged 6.1 passengers per revenue hour. Because this route overlaps with the proposed circulator, it is proposed to terminate at Mt San Jacinto College. Additionally, because this route is low-performing, frequency should be decreased from 70 to 105-minute service to allow RTA to operate serve with one fewer vehicle. With this changes, RTA will save 57 percent of the operating cost on Route 31. Route 32 Description: Discontinue entirely and replace with Microtransit zone. Resources from Route 32 will be reinvested into the Microtransit zone. Riders will still be able to access transit at their current stop location and will be guaranteed a maximum 60-minute wait time. Route 33 Description: Discontinue entirely and replace with Microtransit zone. Resources from Route 33 will be reinvested into the Microtransit zone. Riders will still be able to access transit at their current stop location and will be guaranteed a maximum 60-minute wait time. Route 42 Description: Discontinue entirely and replace with Microtransit zone. Resources from Route 42 will be reinvested into the Microtransit zone. Riders will still be able to access transit at their current stop location and will be guaranteed a maximum 60-minute wait time. Route 74 Description: Continue to operate segment between Hemet Valley Mall and Perris Transit Center. Remainder of the route will be served by new Hemet Circulator. Due to overlap with the proposed circulator, the new northern terminus for Route 74 will be Hemet Valley Mall. Frequency should be adjusted to 90 minutes on the remaining segment to ensure the route can operate with two all-day vehicles.. Route 79 Description: Continue to operate segment between Hemet Valley Mall and Promenade Mall in Temecula. Remainder of the route will be served by new Hemet Circulator. Due to overlap with the proposed circulator, the new northern terminus for Route 79 will be Hemet Valley Mall. Frequency should be adjusted to 90 minutes on the remaining segment to ensure the route can operate with two all-day vehicles. 14 New Circulator Description: Create a new 30-minute service operating between Hemet Valley Mall and Mount San Jacinto College via San Jacinto Avenue and State Street. The proposed circulator will consolidate the routings of Routes 31, 32, 74, and 79 that currently operate between Hemet Valley Mall and Mount San Jacinto into a single alignment that operates every 30 minutes. This will provide a significant improvement over the current 70 to 90-minute frequencies on these routes today. This route, in coordination with Route 28 on Florida Ave, will serve 80 percent of boardings within Hemet and San Jacinto. It will operate with two all-day vehicles. RTA should monitor ridership and performance to ensure service levels are sufficient when Mt San Jacinto College reopens for in-person classes. Microtransit Pilot Description: Implement a Microtransit pilot zone to provide on-demand trips to replace fixed-route service in Hemet and San Jacinto. Microtransit provides transit agencies an alternative to fixed-route service that in some cases can reduce operating costs and allow service to operate more efficiently. Microtransit uses the software and algorithms of Transportation Network Companies (TNCs), e.g. Uber and Lyft, to efficiently schedule and dispatch on-demand trips within a fixed service area. In the past, point-to-point trips had to be scheduled 24 hours in advance, but with new technology, these trips can be requested and completed within a matter of minutes. But because Microtransit uses vetted drivers and official vehicles, it overcomes many of the equity and access barriers presented by traditional TNCs. All vehicles used for this pilot will be RTA paratransit vehicles, so they are all wheelchair-equipped and able to carry any passenger. The pilot will also allow riders to pay in cash and schedule trips over the phone, options not available on traditional TNCs. Riders can request their trip through an app or over the phone. They can travel anywhere within the designated zone, with pick-up and drop-off locations at already-established RTA stops. They will still need to walk out to their current stop location (they will not be picked up at their door), but they will likely have a more direct trip to their destination since they do not have to follow the fixed-route alignment. While the pilot will guarantee a 60-minute response time, many riders may experience a shorter wait based on demand. RTA saves money by investing fewer resources in the area. The recommended service changes save RTA four all-day vehicles. The Microtransit pilot will operate with two (maybe three) vehicles. Fewer vehicles are required because service only operates when there is demand, and vehicles move more efficiently between origins and destinations. As a result, RTA will save the resources of one to two all-day vehicles, while providing a better customer experience for many riders. 15 Title VI Analysis In order to comply with federal Title VI regulations, RTA must evaluate every service change to determine whether the changes are significant enough to warrant a Title VI review, and if so, whether the changes disproportionately affect low-income and minority communities. RTA defines a major service change as one that affects more than 25 percent of a route’s revenue hours, revenue miles, or alignment. Table 4 shows the recommended changes for each route based on September 2020 revenue hours and miles. All routes with proposed changes, aside from Routes 1 and 15, will experience a greater than 25 percent change in either revenue hours or revenue miles. Table 4: Route-Level Service Change Percentages to Identify Major Service Changes Route Change in Weekday Revenue Hours Change in Weekday Revenue Miles 1 -1% -5% 15 -21% -24% 18 -50% -61% 21 -47% -62% 26 -100% -100% 31 -43% -37% 32 -100% -100% 33 -100% -100% 40 -100% -100% 42 -100% -100% 74 -27% -23% 79 -24% -29% 202 -100% -100% 204 -44% -44% 205/206 -55% -54% 208 -100% -100% 210 -100% -100% 217 -100% -100% For the remaining routes, the next step is to determine whether each affected route serves a minority or low-income population that is higher than the service area average. For this analysis, a route’s population is based on the population living within a half-mile buffer of the route. Work completed for RTA’s 2019 Title VI Update found that, for the system as a whole, 69 percent of the population living within a half mile of an RTA route identifies as a minority. For low-income populations, the system average is 27 percent. For routes that qualify as minority and low-income routes, there is only a disparate impact on minority populations and disproportionate burden on low-income populations if the route’s population is 20 percent higher than the system average. This means a route would have to serve an 83 percent minority population and 32 percent low-income population to have a Title VI impact. For these routes, there is the potential that low-income and minority populations will be disproportionately affected. RTA can move forward with the changes but must clearly outline justification for these service changes and identify mitigations for impacted riders. As shown in the table below, 16 populations served by Routes 18, 31, 32, 33, 42, 74, and 204 exceed 20 percent of the system average and require further analysis and identification of mitigations to justify the service change as outlined below. Table 5: Title VI Impacts on Routes with a Major Service Change Route Minority Percentage Disparate Impact? Low-Income Percentage Disproportionate Burden? 18 85% Yes 32% Yes 21 78% No 31% No 26 66% No 17% No 31 75% No 35% Yes 32 65% No 46% Yes 33 58% No 39% Yes 40 49% No 18% No 42 64% No 41% Yes 74 59% No 33% Yes 79 55% No 19% No 202 52% No 22% No 204 82% No 36% Yes 205/206 63% No 27% No 208 66% No 27% No 210 80% No 30% No 217 57% No 25% No Route 18 Route 18 is the only affected route where minority and low-income populations are both 20 percent greater than the system average. The southern half of the route is proposed to be discontinued because it is duplicative with surrounding service. However, all riders on this portion of the route are within a half mile walk of all-day service on another route serving similar destinations. Route 21 While Route 21 does not have a disparate impact or disproportionate burden, it is the route change that will leave the largest number of riders outside the walkshed of an alternative service option. The northern segment of Route 21 is proposed for discontinuation due to significant overlap with Routes 29 and 49. Of the 224 average weekday boardings in September 2020, 27 of them will be outside a half mile walk of either Route 29 or 49 when Route 21 is discontinued. Because of the size of this impact, further analysis was conducted to assess the impact on minority and low-income populations. On Route 21, there are 9,130 living along the proposed discontinued segment between Limonite Ave and Mission Ave. Of this population, 2,316 qualify as low-income, representing 25 percent of the population. This 25 percent is significantly lower than the route’s overall average of 31 percent, indicating that this service change does not disproportionately affect lower income residents. Of this population 6,852 identify as a minority, representing 75 percent of the population which is lower than the route’s overall average of 78 percent, so there is no disparate impact on minority residents. 17 Route 31 Riders on Route 31 will still have access to transit service, and in some cases, their trips will be improved. South of Mount San Jacinto College the route will be replaced by a Microtransit zone and a circulator to Hemet Valley Mall. Currently, Route 31 operates every 70 minutes. The Microtransit zone will have a guaranteed response time of 60 minutes, and the circulator will operate every 30 minutes, both providing better frequencies than the current route. Riders will also benefit from a more direct trip to their destination with shorter overall travel times. The remainder of the route will operate between Riverside and Mount San Jacinto College every 105 minutes which does represent a reduction in service, but the service reduction is commensurate with demand. Route 32 Riders on Route 32 will see their route replaced with a Microtransit zone. Route 32 operates every 60 to 65 minutes, and the Microtransit pilot will have a guaranteed response time of 60 minutes, so there is no degradation of service levels. Riders will also benefit from a more direct trip to their destination with shorter overall travel times. Route 33 Riders on Route 33 will see their route replaced with a Microtransit zone. Route 33 operates every two hours, and the Microtransit pilot will have a guaranteed response time of 60 minutes, so riders will see an improvement in wait times and service availability. Riders will also benefit from a more direct trip to their destination with shorter overall travel times. Route 42 Riders on Route 42 will see their route replaced with a Microtransit zone. Route 42 operates every two hours, and the Microtransit pilot will have a guaranteed response time of 60 minutes, so riders will see an improvement in wait times and service availability. Riders will also benefit from a more direct trip to their destination with shorter overall travel times. Route 74 Riders on Route 74 will see their route replaced with a new circulator between Hemet Valley Mall and Mount San Jacinto College. Route 74 operates every 80-90 minutes, and the new circulator will operate every 30 minutes, providing significant frequency improvements. Riders on the portion of the route south of Hemet Valley Mall will see a slight reduction in frequency that is commensurate with demand. Route 204 Service levels on Route 204 will be reduced to accommodate a reduction in service demand as a result of the pandemic. In September 2020, ridership had dropped to 93 daily riders for a productivity of 3.7 boardings per revenue hour, falling below the 5 passengers per revenue hour threshold. While riders may have fewer trip options, they will still have access to service for the entire span of current service delivery. 18 Next Steps The proposed service changes were approved by the RTA Board of Directors on January 28, 2021. RTA will work to implement these changes in FY2022. Final cost savings will be determined once official timetables are developed and RTA works through the blocking and runcutting process. RTA will need to develop an RFP to procure software to operate the Microtransit pilot to receive help on implementation. RTA should also continue to monitor ridership and service performance as the county begins to return to “normal” operations, and people begin to return to work and classes are held in person. Some routes may see a resurgence in ridership back to 2019 levels, and some may never recover if riders’ travel patterns have permanently shifted. With periodic review, RTA can realign the network to make sure it continues to meet the needs of Riverside County residents, employees, and visitors. Appendix C: Title VI Analysis TITLE VI ANALYSIS 7-Day Sunday Service Levels 7-Day Sunday Service Levels In order to comply with federal Title VI regulations, RTA must evaluate every service change to determine whether the changes are significant enough to warrant a Title VI review, and if so, whether the changes disproportionately affect low-income and minority communities. RTA defines a major service change as one that affects more than 25 percent of a route’s revenue hours, revenue miles, or alignment. Due to the ongoing COVID-19 pandemic and with ridership levels down by 70%, RTA implemented seven-day Sunday Service in April 2020. Under FTA regulations for the pandemic, a Title VI analysis was not required for an emergency, temporary service change. Although an analysis was not required, RTA staff did adjust to Sunday service in order to ensure equitable distribution of the service reduction and in an effort to maintain essential service throughout the network. Per FTA COVID-19 guidance, once the service change is in place for 12 months, then it is considered permanent and requires analysis. RTA plans to continue seven-day Sunday Service with select CommuterLink weekday service for the remainder of FY21 and into FY22. This represents 12 months of Sunday-level service, triggering the need for a formal Title VI analysis. Table 1 shows the changes in revenue miles and hours for each route before (January 2020) and after implementation of seven-day Sunday Service levels (May 2020). All routes, except for routes 1-Saturday, 15-Saturday, 16, 18, 21, 32, 40 and 205 experience a greater than 25 percent change in either revenue hours or revenue miles. RTA then determined whether the routes that meet the threshold of a major service change posed a disparate impact on minority populations or disproportionate burden on low-income populations. For this analysis, a route’s population is based on the population living within a half-mile buffer of the route. Work completed for RTA’s 2019 Title VI Update found that, for the system as a whole, 69 percent of the population living within a half mile of an RTA route identifies as a minority. For low- income populations, the system average is 27 percent. For routes that qualify as minority and low-income routes, there is a potential for disparate impact on minority populations and disproportionate burden on low-income populations if the route’s population is 20 percent higher than the system average. This means a route would have to serve greater than or equal to an 83 percent minority population and 32 percent low-income population to have a Title VI impact. Route by route findings are detailed out in Table 1 below. Routes 9, 11, 19-Saturday, 30 and 41 have a potential disparate impact on minority populations. The service changes in routes 1, RapidLink, 8, 9, 10, 11, 13, 14, 19-Saturday, 28, 30, 31, 33, 41, 42, 49, 50, 51, 52, 74 and 204 have a potential disproportionate burden on low-income populations. As shown in the table below, populations served by these routes exceed 20 percent of the system average and require further analysis and identification of mitigations to justify the service change as outlined below. Although the reduced service levels in routes 1, 8, 9, 10, 11, 13, 14, 19-Saturday, 28, 30, 31, 33, 41, 42, 49, 50, 74 and 204 may disproportionately affect minority and/or low-income populations, service will still be provided and riders will still be able to travel to their destinations. With COVID-19 related mandates to stay at home, social distancing guidelines limiting the number of people allowed on a bus, and ridership levels down by 70-75 percent, RTA reduced service levels in order to remain financially sustainable and to continue to provide essential transportation services throughout the region. It is unknown how long the social, economic and financial impacts from the pandemic will last. The reduced service levels are critical given the reduced ridership and limited financial TITLE VI ANALYSIS 7-Day Sunday Service Levels resources. RTA continues to maintain service on these routes to provide essential transportation to those that rely upon it and mitigate the impact on minority and low-income populations. RapidLink Gold Line is RTA’s enhanced, limited-stop route providing weekday service every 15 minutes during peak times in the morning and afternoon. It travels along the same corridor as Route 1. Due to the pandemic and seven-day Sunday service levels, RapidLink is currently not running. Passengers will still be able to travel to and from their destinations using Route 1, thus mitigating any disproportionate burden on low-income populations. Route 1 provides 15-minute headways during peak times and travels throughout the day and on weekends. Routes 51 and 52 may disproportionately affect low-income populations. Route 51 is subsidized by the University of California, Riverside (UCR), who pulled funding from the route when the pandemic hit. This route primarily carried UCR students and the UCR campus is currently closed. This route will be reinstated in September to coincide with the UCR campus re-opening plan. Route 52 was subsidized by the Riverside County Transportation Commission who removed funding for this route last year. Routes 13 and 14 are available within the vicinity of these two alignments that passengers can utilize for travel, further mitigating any disproportionate impacts on low-income populations. RTA also completes public outreach as part of the approval process for RTA’s Short Range Transit Plan (SRTP). The SRTP contains detailed information on the upcoming year’s planned service changes. Due to the COVID-19 pandemic, RTA’s outreach was predominantly done online through the website, RTA Reader, Rider News, press releases and social media. Customers are invited to comment on the proposals by phone, email, traditional mail or by attending the May Board of Directors meeting. TITLE VI ANALYSIS 7-Day Sunday Service Levels Table 1 Route Jan. 2020 22 Weekdays 4 Saturdays June 2020 22 Weekdays 4 Saturdays Change in Revenue Hours Jan. 2020 22 Weekdays 4 Saturdays June 2020 22 Weekdays 4 Saturdays Change in Revenue Miles Minority % Disparate Impact (Y/N)** Low- income % Disproportionate Burden (Y/N)** 1 5,486.40 3763.14 -31.41% 58585 45652 -22.08% 75%N 34%Y 1 Sat.729.89 703.34 -3.64% 7973 8593 7.78% RapidLink 1516.9 0 -100.00%20821 0 -100.00% 75%N 33%Y 3*980.02 297.24 -69.67% 11683 3760 -67.82% 76%N 19.5%N 8 1200.56 768.86 -35.96% 16930 11911 -29.65% 67%N 35%Y 9 470.32 299.63 -36.29% 8969 5723 -36.19% 83%Y 44.50%Y 10 984.13 497.9 -49.41% 10718 5848 -45.44% 71.50%N 33%Y 11 665.13 402.35 -39.51% 7203 4742 -34.17% 86%Y 35%Y 12 1349.6 845.47 -37.35% 14893 10144 -31.89% 72%N 29%N 13 1366.93 680.17 -50.24% 15216 8549 -43.82% 77%N 34%Y 14 1257.3 615.15 -51.07% 14935 8657 -42.04% 72%N 34%Y 15 2186.28 1240.43 -43.26% 24209 15960 -34.07% 73%N 30%N 15 Sat.228.07 237.38 4.08% 2744 3145 14.61% 16 1,883.45 1458.67 -22.55% 20859 17072 -18.16% 16 Sat.211.17 265.58 25.77% 2456 3224 31.27% 76%N 25%N 18 674.67 517.43 -23.31% 8414 7055 -16.15% 19*3305.07 2374.78 -28.15% 41257 32708 -20.72% 19 Sat.385.4 456.25 18.38% 4857 6080 25.18% 88%Y 36%Y 20 1516.48 811.98 -46.46% 21163 12709 -39.95% 73%N 26.5%N 21 631.43 475.28 -24.73% 8998 7071 -21.42% 22 1426.93 894.18 -37.34% 21339 14824 -30.53% 71%N 30%N 23 941.5 694.3 -26.26% 12945 9178 -29.10% 51%N 19%N 24 818.71 539.22 -34.14% 9716 6765 -30.37% 49.5%N 16%N 26 291.58 0 -100.00% 3918 0 -100.00% 69.5%N 18%N 27 1398.5 709.57 -49.26% 26854 14214 -47.07% 69.5%N 25%N 28 2099.77 1383.54 -34.11% 35309 24246 -31.33% 62%N 44%Y 29 1057.68 623.78 -41.02% 14418 9252 -35.83% 80%N 31%N 30 547.43 240.44 -56.08% 6749 3336 -50.57% 90.50%Y 41.5%Y 31 1648.24 1032.8 -37.34% 31223 20037 -35.83% 74.50%N 35%Y 32 636.21 503.71 -20.83% 6467 5831 -9.83% 33 415.94 234.28 -43.67% 5057 2931 -42.04% 57.50%N 39%Y 40 514.44 496.92 -3.41% 8845 8820 -0.28% 41 518.11 263.7 -49.10% 8173 4878 -40.32% 86%Y 30%N 42 392.87 221.48 -43.63% 5257 3148 -40.12% 64%N 41%Y 49 1013.15 564.18 -44.31% 12136 7326 -39.63% 81%N 35%Y 50 186.62 117.7 -36.93% 1278 810 -36.62% 61%N 33%Y 51 211.51 0 -100.00%2270 0 -100.00% 73%N 34%Y 52 282.15 0 -100.00%2135 0 -100.00% 77%N 38%Y 55 75.07 0 -100.00% 929 0 -100.00% 51%N 18%N 61 1308.78 736.33 -43.74% 21554 12731 -40.93% 54%N 20%N 74 1491.25 801.65 -46.24% 25781 14081 -45.38% 59%N 33%Y 79 1416.84 769.76 -45.67% 22858 12695 -44.46% 55%N 19%N 200 1873.38 866.17 -53.76% 43778 22208 -49.27% 73%N 31%N 202 289.99 0 -100.00%6783 0 -100.00% 52%N 22%N 204 827.92 523.33 -36.79% 16914 11392 -32.65% 81.50%N 36%Y 205 377.27 365.83 -3.03% 9609 9404 -2.13% 206 627.03 422.17 -32.67% 17275 11695 -32.30% 63%N 27%N 208 985.52 578.9 -41.26% 23835 15068 -36.78% 66%N 27%N 210 73.84 0 -100.00%1769 0 -100.00% 79.50%N 30%N 217 841.46 0 -100.00%23761 0 -100.00% 57%N 25%N Seven-Day Sunday Service Route-Level Service Change Percentages to Identify Major Service Changes* *To have a di sparate i mpact on minority populations and a di sproportionate burden on low-income populations, a route's population must be 20% hi gher than the system average. For RTA, a route would have to serve an 83% minority population and 32% low-income population to have a Title VI impact (based on RTA's 2019 TItle VI Update). *Revenue miles and hours data is based off the FY2020 Performance Statistics (June) TITLE VI ANALYSIS FY21 Service Changes Fiscal Year 2021 (FY21) Service Changes In order to comply with federal Title VI regulations, RTA must evaluate every service change to determine whether the changes are significant enough to warrant a Title VI review, and if so, whether the changes disproportionately affect low-income and minority communities. RTA defines a major service change as one that affects more than 25 percent of a route’s revenue hours, revenue miles, or alignment. Due to the COVID-19 pandemic, RTA is running seven-day Sunday service levels with select CommuterLink service throughout FY21. Approved as part of the FY21 Short Range Transit Plan (SRTP), the service changes listed below will be made in FY21. These changes will help improve service reliability, increase ridership and improve efficiency. The following services are to be eliminated: • ROUTE 9: The 6:50 a.m. weekend southbound trip departing Perris Station Transit Center. • ROUTE 23: The 10:06 a.m. and 6:10 p.m. weekend northbound trips departing Promenade Mall. • ROUTE 27: The 5:30 a.m. weekend southbound trip departing Galleria at Tyler. • ROUTE 28: The 5:05 a.m. weekend westbound trip departing Hemet Valley Mall. • 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. The Table below shows the changes in revenue miles and hours for each route before (July 2020) and after the service change (January 2021). Of the service changes being made, only Route 40 has a greater than 25 percent change in revenue hours and revenue miles. RTA then determined whether the Route 40 changes pose a disparate impact on minority populations or a disproportionate burden on low-income populations. For this analysis, a route’s population is based on the population living within a half-mile buffer of the route. Work completed for RTA’s 2019 Title VI Update found that, for the system as a whole, 69 percent of the population living within a half mile of an RTA route identifies as a minority. For low-income populations, the system average is 27 percent. For routes that qualify as minority and low-income routes, there is a potential for disparate impact on minority populations and disproportionate burden on low-income populations if the route’s population is 20 percent higher than the system average. This means a route would have to serve greater than or equal to an 83 percent minority population and 32 percent low-income population to have a Title VI impact. Based on the analysis completed, Route 40 does not qualify as a minority or low-income route. It is concluded that no disparate impact or burden on minority or low-income populations will occur as a result of these changes. RTA also completes public outreach as part of the approval process for RTA’s SRTP. The SRTP contains detailed information on the upcoming year’s planned service changes. Due to the COVID- 19 pandemic, RTA’s outreach was predominantly done online through the website, RTA Reader, Rider News, press releases and social media. Customers are invited to comment on the proposals by phone, email, traditional mail or by attending the May Board of Directors meeting. TITLE VI ANALYSIS FY21 Service Changes Route Revenue Hours Revenue Miles Revenue Hours Revenue Miles Revenue Hours Revenue Miles 9 13.50 265.42 13.03 253.98 -3.48% -4.31% 23 31.95 446.28 28.92 402.81 -9.48% -9.74% 27 32.30 654.03 31.13 632.26 -3.62% -3.33% 28 60.75 1042.29 60.07 1026.95 -1.12% -1.47% 40 22.77 400.91 11.25 200.24 -50.59% -50.05% 49%N 18%N *Data is from the FY21 Base Model Hours/Miles. **To have a disparate impact on minority populations and a disproportionate burden on low-income populations, a route's population must be 20% higher than the system average. For RTA, a route would have to serve an 83% minority population and 32% low-income population to have a Title VI impact (based on RTA's 2019 TItle VI Update). FY21 Service Changes Route Level Changes to Identify Major Service Changes Daily Numbers* Before Service Change July 2020 After Service Change January 2021 Percent Change Minority %Disparate Impact (Y/N)**Low-income % Disproportionate Burden (Y/N)** TITLE VI ANALYSIS FY22 Service Changes Fiscal Year 2022 Service Changes In order to comply with federal Title VI regulations, RTA must evaluate every service change to determine whether the changes are significant enough to warrant a Title VI review, and if so, whether the changes disproportionately affect low-income and minority communities. RTA defines a major service change as one that affects more than 25 percent of a route’s revenue hours, revenue miles, or alignment. Due to the COVID-19 pandemic, RTA is projecting to continue to run seven-day Sunday service levels with select CommuterLink service into FY22. As businesses reopen and schools return to in- person sessions, ridership levels are estimated to increase. In FY22, RTA projects incrementally increasing service on the top 10 performing routes. These routes are RTA’s highest performing routes and carries the majority of RTA’s customers both before and after the COVID-19 pandemic. They provide customers with access to regional destinations and connections to rail and bus. These increases are necessary to meet increasing demand on RTA’s highest performing routes and riders across the service area use these routes to make regional connections. If approved by the Board of Directors and with increasing demand, RTA proposes the following FY22 service changes: • September 2021 service changes: o Increase service on routes 1, 15, 16, 19 and 28 to 80 percent of January 2020 (pre- COVID) service levels. o Route 51: Reinstate service. o Route 55: Reinstate service. • January 2022 service changes: o Increase service on routes 12, 13, 20, 22 and 49 to 65 percent of January 2020 (pre- COVID) service levels. The Table below shows the changes in revenue miles and hours for each route before (May 2021) and after the service change (September 2021 and January 2022). Routes 1, 13, 15, 28, 51 and 55 have a greater than 25 percent change in either revenue hours or revenue miles. All the service changes listed are due to an increase in service which will benefit the region. Of the routes that reach the threshold of a major service change, routes 1, 13, 28 and 51 serve a disproportionately higher percentage of low-income populations. None of the routes that reach the threshold of a major service change serve a disproportionately higher percentage of minority populations. Of RTA’s total service area population, 64.14% are minorities. In 2018, RTA conducted a Market Assessment and Strategic Directions Study which found that 83% of RTA riders identified as minorities. Therefore, increasing service on these routes will greatly benefit minority and low- income populations in the service area. Improving service on the routes listed will not pose a disparate impact or disproportionate burden on minority or low-income populations but rather benefit the region by providing increased service levels. RTA also completes public outreach as part of the approval process for RTA’s Short Range Transit Plan. The SRTP contains detailed information on the upcoming year’s planned service changes. Due to the ongoing COVID-19 pandemic, RTA’s outreach was predominantly done online through the website, RTA Reader, Rider News, press releases and social media. Customers are invited to comment on the proposals by phone, email, traditional mail or by attending the May Board of Directors meeting. TITLE VI ANALYSIS FY22 Service Changes Route Revenue Hours Revenue Miles Revenue Hours Revenue Miles Revenue Hours Revenue Miles 1 151.02 1669.05 191.95 1978.96 27%19% 75%N 34%Y 15 39.12 472.39 68.85 718.32 76%52%73%N 30%N 16 63.6 723.06 68.52 758.57 8%5% 19 107.07 1427.11 119.64 1494.31 12%5% 28 59.37 1036.58 76.17 1283.97 28%24% 62%N 44%Y 51 0 0 10.3 108.66 100% 100%73%N 34%Y 55 0 0 4.52 55.66 100% 100%51%N 18%N Route Revenue Hours Revenue Miles Revenue Hours Revenue Miles Revenue Hours Revenue Miles 12 38.65 465.78 39.88 439.97 3%-6% 13 32.23 383.9 40.33 449.51 25%17% 77%N 34%Y 20 37.5 585.57 44.5 621.39 19%6% 22 42.12 683.01 42.28 628.61 0%-8% 49 26.3 337.62 30.13 358.58 15%6% Percent Change FY22 Service Improvements Route Level Changes to Identify Major Service Changes Daily Numbers - Weekday Only Changes **To have a disparate impact on minority populations and a disproportionate burden on low-income populations, a route's population must be 20% higher than the system average. For RTA, a route would have to serve an 83% minority population and 32% low-income population to have a Title VI impact (based on RTA's 2019 TItle VI Update). *A Title VI analysis was previously completed in the Service Reduction Plan for the FY22 Hemet-San Jacinto service changes and proposed Implementation of Microtransit Pilot Program. Disproportionate Burden (Y/N)** Low- income % Disparate Impact (Y/N)** Minority % Disproportionate Burden (Y/N)** Low- income % Disparate Impact (Y/N)** Minority % Before Service Change May 2021 After Service Change September 2021 Percent Change Before Service Change May 2021 After Service Change January 2022 TITLE VI ANALYSIS Free Fares for Youth and College Students Free Fares for Youth and College Students Program In Fiscal Year 2020 (FY20), RTA was awarded Low Carbon Transit Operations Program (LCTOP) funds towards the Free Fares for Youth and College Students Program. This program provides youth under the age of 18 and college students who attend Cal Baptist University, La Sierra University, Moreno Valley College, Mt. San Jacinto College (MSJC), Norco College, Riverside City College and University of California, Riverside (UCR) with free rides on all RTA routes including Dial-A-Ride services for those who qualify. This program was created to help regain ridership lost due to the COVID-19 pandemic and it was assumed that the pandemic would only last a few months at most. As it is now known, the pandemic has lasted well over a year and many schools are operating virtually and have not returned to in-person sessions. As a result, use of the program has not been as high and program funds will last longer than previously estimated. RTA is completing a Title VI analysis on this program due to the unanticipated extended duration of the program to ensure it does not cause a disparate impact on minority populations or a disproportionate burden to low-income populations. In 2018 RTA completed a Market Assessment and Strategic Directions study which found that 48% of RTA riders are students. Moreover, 82% of RTA college student and youth riders identified as minorities and 54.3% are low-income. This program will greatly benefit minority and low-income populations in RTA’s service area by providing youth and college students with free rides. Therefore, it is concluded that no disparate impact on minority populations or disproportionate burden on low- income populations will result from the implementation of this program. TITLE VI ANALYSIS Mobile Ticketing Mobile Ticketing In order to comply with federal Title VI regulations, RTA must evaluate fare changes to determine whether the changes disproportionately affect low-income and/or minority communities. In April 2019, RTA began piloting the use of mobile ticketing. In Fall of 2020, RTA launched its mobile ticketing service on all fixed routes. Customers can download the Mobile Ticketing app to their phone and purchase and send passes via their mobile device. RTA did not remove any form of payment – all previous fare payment options remain the same. Passengers can still purchase their tickets at the same locations they previously did. Moreover, all fares are the same price across all forms of payment – there is no price difference in using mobile ticketing. By implementing Mobile Ticketing, RTA is offering customers an alternative, convenient way to purchase and send tickets. RTA continues to accept all forms of payment including cash. There is no disparate impact on minority populations or disproportionate burden on low-income populations because passengers can still purchase their passes as they did previously – no forms of payment were removed. 1825 Third Street Riverside, CA 92517-1968 (951) 565-5000 RiversideTransit.com 7 Draft Short Range Transit Plan FY22 – FY24 • SunLine Board of Directors Approval 6/23/2021 ATTACHMENT 7 Draft Short Range Transit Plan FY22 – FY24, SunLine Board of Directors Approval 6/23/2021 ii Contents Executive Summary ....................................................................................................................................... 1 SunLine Refueled Initiative ....................................................................................................................... 1 Pandemic Effects on SunLine Refueled Initiative and Service .................................................................. 1 Moving Forward from the Pandemic ........................................................................................................ 7 Looking Ahead ........................................................................................................................................... 9 Chapter 1. System Overview and Service Profile .................................................................................. 13 1.1 Description of Service Area ......................................................................................................... 13 1.2 Population Profile and Demographics ........................................................................................ 14 1.3 Description of Services ................................................................................................................ 19 1.4 Current Fare Structure ................................................................................................................ 31 1.5 Revenue Fleet ............................................................................................................................. 34 1.6 Existing Transit Facilities and Bus Stop Amenities ...................................................................... 35 1.7 Existing Coordination between Transit Agencies and Private Providers .................................... 36 1.8 Review of Previous Studies and Plans ......................................................................................... 37 Chapter 2. Existing Service and Route Performance ............................................................................ 39 2.1 Description of Key Performance Indicators ................................................................................ 39 2.2 Service Performance ................................................................................................................... 43 2.3 Productivity Improvement Efforts Underway ............................................................................. 48 2.4 Major Trip Generators ................................................................................................................ 49 Chapter 3. Refueled Implementation and Marketing .......................................................................... 52 3.1 Planned Service Changes FY2021–2023 ..................................................................................... 55 3.2 SunLine’s Overall Marketing Plans, Studies, and Promotions .................................................... 59 3.3 Projected Ridership Growth FY2022–2024 ................................................................................. 65 3.4 Proposed Fare Structure Changes .............................................................................................. 65 3.5 Capital Improvement Planning ................................................................................................... 66 Chapter 4. Financial Planning ............................................................................................................... 69 4.1 Operating and Capital Budget ..................................................................................................... 69 4.2 Funding Plans to Support Proposed Operating and Capital Program ......................................... 69 4.3 Regulatory and Compliance Requirements ................................................................................ 71 Draft Short Range Transit Plan FY22 – FY24, SunLine Board of Directors Approval 6/23/2021 iii Figures Figure ES.1 Four Pillars of the SunLine Refueled Initiative .................................................................... 2 Figure ES.2 Covid-19 Pandemic Trend in California............................................................................... 3 Figure ES.3 Percent Change in Fixed Route Ridership Relative to 2010 (to be updated with 2020 data in the final SRTP, 2020 National Transit Database (NTD) data is not yet available) ............................................................................................................................. 5 Figure ES.4 SunLine Fixed Route Ridership Trend January 2020 – April 2021 ..................................... 6 Figure ES.5 SunLine Refueled Ridership Trend January 2021 to April 2021 Compared to April 2020 Baseline (First Full Month of the Operation Under COVID-19 Restrictions) ............. 7 Figure ES.6 Transit Catchment Area ...................................................................................................... 9 Figure ES.7 Service Expansion Strategies and Status .......................................................................... 11 Figure 1.1 SunLine Service Area ......................................................................................................... 14 Figure 1.2 Riverside County Population Growth Projections ............................................................ 17 Figure 1.3 Coachella Valley Population Growth Projections ............................................................. 17 Figure 1.4 Population Growth Projections for Jurisdictions in the SunLine Service Area ................. 18 Figure 1.5 SB535 Disadvantaged Communities ................................................................................. 19 Figure 1.6 Fixed Route System Map .................................................................................................. 21 Figure 1.7 SunRide Pilot Service Areas — Cook Street Corridor – Palm Desert ................................ 25 Figure 1.8 SunRide Pilot Service Areas — Desert Edge ..................................................................... 26 Figure 1.9 SunRide Pilot Service Areas — Coachella ......................................................................... 27 Figure 1.10 SunRide Pilot Service Areas — Mecca North Shore .......................................................... 28 Figure 1.11 Fare Structure ................................................................................................................... 33 Figure 1.12 SunLine Support Vehicle Summary ................................................................................... 35 Figure 1.13 Top 10 Stops Level 3 ......................................................................................................... 35 Figure 1.14 Top 10 Weekend Stops ..................................................................................................... 36 Figure 2.1 Load Standards ................................................................................................................. 40 Figure 2.2 Bus Deployment ................................................................................................................ 41 Figure 2.3 Percent Change in Fixed Route Ridership Relative to 2010 and Peers ............................. 44 Figure 2.4 SunBus Ridership Change ................................................................................................. 44 Figure 2.5 SunBus - Fixed Route Ridership Comparison .................................................................... 45 Figure 2.6 SunDial Paratransit Ridership Comparison ....................................................................... 46 Figure 2.7 Taxi Businesses ................................................................................................................. 47 Figure 2.8 SolVan Ridership Trend ..................................................................................................... 48 Figure 2.9 Home-based Work Trip Attractions .................................................................................. 50 Figure 2.10 Home-based Other Trip Attractions ................................................................................. 51 Figure 3.1 Service Expansion Strategies and Status .......................................................................... 54 Figure 3.4 Status of SunLine’s Capital Projects .................................................................................. 68 Draft Short Range Transit Plan FY22 – FY24, SunLine Board of Directors Approval 6/23/2021 iv SRTP Tables Table 1.0 Individual Route Descriptions ........................................................................................... 74 Table 1.1 Fleet Inventory – Motor Bus ............................................................................................. 75 Table 1.1 Fleet Inventory – Demand Response ................................................................................ 76 Table 2.0 Service Provider Performance Target Report ................................................................... 77 Table 2.1 FY 2021/22 SRTP Performance Report ............................................................................. 78 Table 2.2 SRTP Service Summary – Systemwide Totals .................................................................... 79 Table 2.2 SRTP Service Summary – All Fixed Routes ........................................................................ 80 Table 2.2 SRTP Service Summary – SunDial ...................................................................................... 81 Table 2.2 SRTP Service Summary – Vanpool .................................................................................... 82 Table 2.2A Summary of Routes to be Excluded .................................................................................. 83 Table 2.3 SRTP Route Statistics ........................................................................................................ 84 Table 3.0 Highlights of the FY2021/22 SRTP..................................................................................... 85 Table 4.0 Summary of Funding Requests (1 of 3) ............................................................................. 86 Table 4.0 Summary of Funding Requests (2 of 3) ............................................................................ 87 Table 4.0 Summary of Funding Requests (3 of 3) ............................................................................ 88 Table 4.0A Capital Project Justification (1 of 12) ................................................................................ 89 Table 4.0B Farebox Calculation ........................................................................................................ 101 Table 4.1 Summary of Funds Requested FY2022/23 (1 OF 2) ........................................................ 102 Table 4.1 Summary of Funds Requested FY2022/23 (2 OF 2) ........................................................ 103 Table 4.2 Summary of Funds Requested FY 2023/24 (1 of 2) ........................................................ 104 Table 4.2 Summary of Funding Requested FY 2023/24 (2 of 2) ..................................................... 105 Appendices Appendix A: SunLine Existing Route Profiles Draft Short Range Transit Plan FY22 – FY24, SunLine Board of Directors Approval 6/23/2021 v Glossary of Common 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 APTA American Public Transportation Association ARPA American Rescue Plan Act ATIS Advanced Traveler Information System BAB Battery Electric Bus BRT Bus Rapid Transit CARB California Air Resources Board CARES Coronavirus Aid, Relief and Economic Stimulus Act CDC Centers for Disease Control and Prevention CIC Customer Information Center CMAQ Congestion Mitigation and Air Quality Improvement Program CNG Compressed Natural Gas COA Comprehensive Operational Analysis COVID-19 Coronavirus CRRSAA Coronavirus Response and Relief Supplemental Appropriations Act CTSA Consolidated Transportation Services Agency CVAG Coachella Valley Association of Governments DBE Disadvantaged Business Enterprise EEO Equal Employment Opportunity Draft Short Range Transit Plan FY22 – FY24, SunLine Board of Directors Approval 6/23/2021 vi EV Electric Vehicle FCEB Fuel Cell Electric Bus FTA Federal Transit Administration FTIP Federal Transportation Improvement Program FY Fiscal Year JPA Joint Powers Agreement ICT Innovative Clean Transit IT Information Technology IVT Imperial Valley Transit IVTC Imperial Valley Transportation Commission KPI Key Performance Indicator LCFS Low-Carbon Fuel Standard LCTOP Low Carbon Transit Operations Program LEP Limited English Proficiency LTF Local Transportation Fund MBTA Morongo Basin Transit Authority MPO Metropolitan Planning Organization OCTA Orange County Transportation Authority OPEB Other Post-Employment Benefits PPP Public Private Partnership PTMISEA Public Transportation Modernization, Improvement, and Service Enhancement Account RCTC Riverside County Transportation Commission RFP Request for Proposals RINs Renewable Identification Numbers RTA Riverside Transit Agency RTPA Regional Transportation Planning Agency RPU Riverside Public Utilities § Section SB1 Senate Bill 1 Draft Short Range Transit Plan FY22 – FY24, SunLine Board of Directors Approval 6/23/2021 vii SBTC San Bernardino Transit Center SCAG Southern California Association of Governments SGR State of Good Repair SR State Route SRA SunLine Regulatory Administration SRTP Short Range Transit Plan STA State Transit Assistance TAP Transit Ambassador Program TDA Transportation Development Act TIRCP Transit and Intercity Rail Capital Program TMD Transportation Management & Design TNC Transportation Network Company TNOW Transportation NOW TSP Transit Signal Priority TTS Timed Transfer System TUMF Transportation Uniform Mitigation Fee U-Pass University Pass UZA Urbanized Area as defined by the U.S. Census Bureau WRCOG Western Riverside Council of Governments ZEB Zero-Emission Bus Definitions Financially Constrained Plan Funded service improvements Financially Unconstrained Plan Unfunded service improvements Microtransit A form of demand response transit that offers flexible routing and/or flexible scheduling of minibus vehicles Draft Short Range Transit Plan FY22 – FY24, SunLine Board of Directors Approval 6/23/2021 viii 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 Raymond Gregory Coachella Denise Delgado Desert Hot Springs Russell Betts Indian Wells Donna Griffith Indio Glenn Miller, Vice Chair La Quinta Robert Radi, Chair Palm Desert Kathleen Kelly Palm Springs Lisa Middleton Rancho Mirage Charles Townsend Riverside County V. Manuel Perez SunLine Organizational Structure Lauren Skiver Chief Executive Officer/General Manager Luis Garcia Chief Financial Officer Peter Gregor Chief Safety Officer Tamara Miles Chief Human Relations Officer Todd McDaniel Chief Transportation Officer Brittney B. Sowell Chief of Public Affairs/Clerk of the Board Tony Cohen Chief Maintenance Officer Vacant Chief Performance Officer Skiver Garcia Gregor Miles McDaniel Sowell Cohen Draft Short Range Transit Plan FY22 – FY24, SunLine Board of Directors Approval 6/23/2021 1 Executive Summary SunLine is the premier transportation provider in the Coachella Valley, connecting its residents with health care, jobs, schools, and a spectrum of other destinations. In 2020, despite the historic challenges prompted by the COVID-19 pandemic, SunLine charted an ambitious and strategic path forward and implemented key elements of the plan to push the agency in a new direction aimed at attracting choice riders, boosting ridership, and creating a brighter future. The annual Short Range Transit Plan (SRTP) covers a three-year span and serves as the actual implementation and financial plan for year one and projections for two additional years. SunLine Refueled Initiative During 2020, SunLine made great strides to improve its service, completing a multitude of capital projects and, as part of its SunLine Refueled Initiative, overhauled its transit network by restructuring its routes to meet future demand. More specifically, the SunLine Refueled Initiative included: 1. The consolidation of 15 routes to 9 routes, minimizing transfer connections and introducing more one-seat rides, expanding the high-frequency span of service, introducing a timed transfer system, laying the transit network along current and future transit supportive land uses, simplifying the route numbering system so customers could better understand and memorize their trip which is a key component of improving customer service and making public transit attractive to choice riders. 2. The implementation of SunRide, a microtransit service operating in four geofenced zones along the Cook Street corridor in Palm Desert, Desert Edge, Coachella, and Mecca-North Shore. 3. The launch of 10 Commuter Link service between Indio and San Bernardino on July 12, 2021. 4. The introduction of Route 1X on September 7, 2021 to test the viability of limited-stop express service between Indio and Palm Springs. Pandemic Effects on SunLine Refueled Initiative and Service In the midst of these planning efforts, the COVID-19 pandemic caused a major national and global disruption with the closures of businesses, schools, entertainment venues along with the enforcement of public health policies. Consequently, as shown in Figure ES.1, SunLine rolled out only the first two pillars of the SunLine Refueled Initiative, the Consolidated Fixed Route Network and SunRide, and postponed the start of the other two pillars: the implementation of 10 Commuter Link and Route 1X. Draft Short Range Transit Plan FY22 – FY24, SunLine Board of Directors Approval 6/23/2021 2 Figure ES.1 Four Pillars of the SunLine Refueled Initiative Furthermore, SunLine had to reduce service, operating on a Sunday schedule seven days a week and implementing an ambitious plan to maximize safety for both customers and employees by enforcing face coverings and social distancing requirements along with rear-door boarding, operating ghost buses to minimize overcrowding, suspending fare collection to minimize contact, and enhancing the cleaning and sanitizing of buses and office spaces. These safety measures were unprecedented but necessary, given that during the months of December 2020, and January 2021, the number of confirmed cases and deaths in the State of California peaked as shown in Figure ES.2 as we rolled out the first two pillars of the SunLine Refueled Initiative. Draft Short Range Transit Plan FY22 – FY24, SunLine Board of Directors Approval 6/23/2021 3 Figure ES.2 Covid-19 Pandemic Trend in California The Agency also became the first in the world to incorporate hybrid electric technology and the first small agency to complete and file its Innovative Clean Transit (ICT) Plan with the California Air Resources Board (CARB) – three years before small agencies are required to do so. What is more, the plan states SunLine’s fleet will be fully transitioned to zero emissions by 2035 – five years ahead of the deadline set in the ICT Regulation (2040). The path towards the future of public transportation in America has been paved, in part, by the exploration and advancement of bus technology pioneered by SunLine Transit Agency – proving it to be “the little transit agency that COULD.” As noted above, SunLine recently built the largest hydrogen fueling station dedicated to transit in the United States, using electricity and renewable energy to generate clean hydrogen via the Hydrogen Electrolyzer. Hence, the brave path forward dubbed “Refueled.” Draft Short Range Transit Plan FY22 – FY24, SunLine Board of Directors Approval 6/23/2021 4 The vision carries beyond the technical advancements – SunLine is the first agency to develop a comprehensive workforce training program in transportation technologies. This training program known as the West Coast Center of Excellence in Zero Emission Technology and Renewable Energy, was developed after SunLine and the transit industry identified a gap between investments in technology and training in zero-emissions technology. Draft Short Range Transit Plan FY22 – FY24, SunLine Board of Directors Approval 6/23/2021 5 In a nutshell, the year 2020 can well be classified as a year of monumental progress despite challenges of the COVID-19 pandemic. As shown in Figure ES.3 before the pandemic, SunLine had been leading its peers in ridership gains since 2010, bucking the national ridership trend. SunLine’s 2019 Onboard Rider Survey showed an outstanding 93 percent overall customer satisfaction rating. These accomplishments and current initiatives such as the launch of 10 Commuter Link service, the introduction of the Route 1X to test the viability of limited- stop bus service between Indio and Palm Springs, the student Haul Pass program, and the SolVan vanpool program reflect SunLine’s ambitious plans to support the Coachella Valley’s economy. The remarkable outcomes are a direct result of SunLine’s continuous expansion, experimentation, and development of new service strategies and cleaner fuels to meet local and national mobility and energy goals. Figure ES.3 Percent Change in Fixed Route Ridership Relative to 2010 (to be updated with 2020 data in the final SRTP, 2020 National Transit Database (NTD) data is not yet available) In March 2020, at the beginning of the COVID-19 pandemic, the adverse effects on SunLine’s ridership peaked (Figure ES.4). SunLine’s weekday fixed-route ridership dropped by 70 percent to an all-time low of 4,300 daily boardings. Paratransit ridership decreased by 80 percent to 100 daily boardings during the worst week. The COVID-19 pandemic and the resulting secondary impacts on the Coachella Valley’s economy, employment and day-to-day life warranted SunLine changing course to immediately support the region’s post COVID-19 pandemic recovery efforts. It’s important to note that SunLine kept service operational and remained financially healthy avoiding any staff or service reductions and layoffs. That wouldn’t have been possible without the unwavering support of our Board of Directors, dedicated employees, community leaders and the Federal Transit Administration (FTA). Draft Short Range Transit Plan FY22 – FY24, SunLine Board of Directors Approval 6/23/2021 6 Figure ES.4 SunLine Fixed Route Ridership Trend January 2020 – April 2021 Preliminary ridership gains as shown in Figure ES.5 suggest that the Refueled fixed-route network restructuring was successfully implemented. Typically, when bus routes are consolidated and transfers are eliminated, there is a drop in the number of boardings because more people will be enjoying one- seat rides to complete their trip – a key objective of the SunLine Refueled Initiative. Based on first quarter data, the increase in the number of riders indicate that SunLine Refueled Initiative is off to a great start, possibly even attracting new riders. Although a date has not yet been identified, as the region recovers from the COVID-19 pandemic, and schools, businesses and entertainment venues reopen, SunLine plans to eventually resume normal service, akin to Level 1 (operating regular weekday schedule). Draft Short Range Transit Plan FY22 – FY24, SunLine Board of Directors Approval 6/23/2021 7 Figure ES.5 SunLine Refueled Ridership Trend January 2021 to April 2021 Compared to April 2020 Baseline (First Full Month of the Operation Under COVID-19 Restrictions) The Federal Coronavirus Aid, Relief, and Economic Security (CARES) Act and the Coronavirus Response and Relief Supplemental Appropriations Act (CRRSAA) provided much-needed financial relief. With the combined federal assistance of the CARES Act, CRRSAA, and the American Rescue Plan Act, SunLine was able to keep lifeline service on the streets to provide essential transportation to customers needing a ride to medical appointments, work, grocery shopping and other destinations. While the American Rescue Plan is changing the course of the pandemic and delivering relief for working families, SunLine proactively planned and implemented the multimodal transit network to rebuild a new economy and support the American Jobs Plan, an investment in America that will create millions of jobs, rebuild our infrastructure, and position the United States to better compete in the global economy. This means SunLine is taking students and residents to schools, colleges and job training centers while developing the next generation of clean fuels and technologies. The new law does far more than fund transit’s COVID-19 needs. It also offers a wide range of longer- term assistance to workers, employers, schools, restaurants, retail businesses, event organizers, and towns, cities, and states – all of which are essential to reviving Coachella Valley’s economy. SunLine is poised to undertake this challenge; we have been proactively preparing to support these economic recovery efforts with an all-new transit network, new services and new service strategies. Moving Forward from the Pandemic Despite the challenges of the pandemic, SunLine pushed forward to fully implement the SunLine Refueled Initiative with community involvement and outreach efforts. No doubt, the communities of 130,678 152,979 157,101 179,219 22,301 26,423 48,541 17% 20% 37% 0% 5% 10% 15% 20% 25% 30% 35% 40% - 20,000 40,000 60,000 80,000 100,000 120,000 140,000 160,000 180,000 200,000 Apr 20 Jan 21 Feb 21 Mar 21 Refueled Ridership Variance from April 2020 Baseline Monthly ridership Net variance Percent Draft Short Range Transit Plan FY22 – FY24, SunLine Board of Directors Approval 6/23/2021 8 Coachella Valley power guide SunLine’s decisions, providing a foundation for every decision we make. In every respect, the SunLine Refueled Initiative is a direct response to improvements requested by the community. The new norm called for a new transit system that is resilient, flexible, adaptable and of service in an environment that is unpredictable and rapidly changing. Our work has just begun. The FY22–24 Short Range Transit Plan lays out a methodical blueprint for recovering from the pandemic and attracting “choice riders” (essentially customers who have other mobility options but choose transit instead) and supporting the broader regional and national initiatives. The plan reflects that the service provided is a key part of supporting the local economy and building thriving communities through greener, more efficient, and sustainable transportation options that connect with other forms of travel such as bicycles, carpools, park-and-rides, trains, and neighboring public transit providers. Transportation planning requires an understanding of all modes of transportation as they are all linked along the journey. Because every trip begins and ends with a trip to or from a bus stop, accessibility and interconnectivity are essential components of planning and developing transit services to attract and encourage residents to use transit. SunLine is committed to building a multimodal transit network in partnership with the local jurisdictions, regional planning, and funding agencies. As shown in Figure ES.6, the rapidly evolving technologies, electrification of traditional human powered mobility units such as bicycles, scooters, etc., and other slow-moving electric vehicles such as golf carts, Segway’s, etc., have extended the transit catchment area from half a mile to now nearly three miles. This means more residents will have access to transit, a broader range of mobility options appropriate to each trip purpose according to the weather, cost, convenience, and other factors that influence the most the appropriate mode or modes. Draft Short Range Transit Plan FY22 – FY24, SunLine Board of Directors Approval 6/23/2021 9 Figure ES.6 Transit Catchment Area A well-designed multimodal, flexible, clean, transit network becomes part of the urban fabric that can be used by everyone for its simplicity and value. A great transit network values the customer’s time and convenience. Transit that is easy to understand, easy to use, and simple to operate creates its own ridership and grows with the community. As shown in layers of transit services and modes, from high frequency to innovative modes such as SunRide, first and last mile solutions such as CVLink and other evolving modes are designed to create an effective network that grows with the community with each layer serving a different purpose and broadening the catchment area from the traditional half a mile to nearly three miles. This means, more than ever before, all jurisdictions must work toward building a well-coordinated and connected transportation network. SunLine will continue to collaboratively develop and implement strategies with its community partners to attract choice riders, expand SunLine’s market share and increase ridership. Looking Ahead A safe return to shared travel is necessary, — and it will be a difficult task. The challenges in our immediate path are significant, but the first step is implementing the approved SunLine Refueled Initiative, envisioning good outcomes for a sustainable multimodal, connected, and clean, transportation future. Without a commitment to shared mobility, —especially mass transit, rapidly evolving personal mobility units and pooled rides, — we will see a resurgence of single-occupant vehicles and an undermining of progress towards climate and equity objectives. Draft Short Range Transit Plan FY22 – FY24, SunLine Board of Directors Approval 6/23/2021 10 Hence, fully implementing the approved SunLine Refueled Initiative remains the highest priority. Item 2 below, fare collection and front door boarding which has been approved by the Board of Directors, was implemented as a part of the May 2021 service change. The remaining items previously approved by Board of Directors are slated for implementation in FY22 as noted below during the first year of the SRTP and the other long-term initiatives that primarily require public-public and public-private partnerships will be implemented on an ongoing basis as new funding sources/grants are realized. • School trippers resumed on March 29, 2021 for students returning to in-class learning at local schools. • Fare collection and front-door boarding resumed May 2, 2021. • 10 Commuter Link service between Indio and San Bernardino is expected to begin July 12, 2021 coinciding with the start of California State University San Bernardino (CSUSB) on-campus classes on August 23, 2021. • Route 1X is expected to launch September 7, 2021 testing the effectiveness and desirability of limited-stop service between Indio and Palm Springs. • An attitude and awareness survey/study will be conducted in the fall to measure the effectiveness of the SunLine Refueled Initiative and fine-tune the transit network and strategies – a transit network designed by the residents. • Bus stop signs and schedule holders will be updated to enhance customer service, optimize the utilization of trip planning technologies, modernize our image on the streets and improve communications. As an agency of firsts, SunLine Transit Agency has remained committed to building a truly intermodal, clean, and sustainable transportation network in partnership with local jurisdictions, regional and federal governments, and the private sector to develop, finance and implement strategies to attract choice riders, expand SunLine’s market share and increase ridership. SunLine has the following strategic action items slated for next year: • Capitalize on the CVLink multimodal corridor, which has the potential to connect neighborhoods to transit, activity centers, and address some of the first- and last-mile mobility needs of the Coachella Valley. • Continue with SunLine’s ongoing improvement, communications, and education programs to enhance collaborative planning efforts that protect the integrity of the transit network and benefits of transit, i.e., improve the experience of the entire journey. • Develop strategies and funding to implement frequency improvements and a Commuter Link service to connect western and central Coachella Valley to CSUSB, San Bernardino Transit Center (SBTC)/Metrolink Station and Amtrak Station as summarized below to capture choice riders by developing successful new funding streams and grants, as shown in Figure ES. 7. Draft Short Range Transit Plan FY22 – FY24, SunLine Board of Directors Approval 6/23/2021 11 Figure ES.7 Service Expansion Strategies and Status Draft Short Range Transit Plan FY22 – FY24, SunLine Board of Directors Approval 6/23/2021 12 With the aggressive implementation of the SRTP’s recommendations, SunLine is poised to meet the mobility needs of the residents of Coachella Valley and support regional and national economic recovery efforts. The budget is being simultaneously reviewed by the Board budget committee and the final SRTP and budget are slated for Board approval in June. Draft Short Range Transit Plan FY22 – FY24, SunLine Board of Directors Approval 6/23/2021 13 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 serve growing, and more productive areas — SunLine Refueled Initiative — was prepared with guidance provided by the Board of Directors, input from transit riders, and a robust data analysis. Due to the COVID-19 pandemic, SunLine only rolled out the first two pillars of the SunLine Refueled Initiative, the Consolidated Fixed Route Network and SunRide. The start of the other two pillars, the implementation of 10 Commuter Link and Route 1X, was postponed. Additionally, SunLine had to reduce service, operating on a Sunday schedule seven days a week and implementing an ambitious plan to maximize safety for both customers and employees by enforcing face coverings, social distancing requirements, and rear-door boarding; operating ghost buses to minimize overcrowding; suspending fare collection to minimize contact; and enhancing the cleaning and sanitizing of buses and office spaces. This first chapter of the FY2022–2024 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 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. Draft Short Range Transit Plan FY22 – FY24, SunLine Board of Directors Approval 6/23/2021 14 Figure 1.1 SunLine Service Area 1.2 Population Profile and Demographics The 2019 SunLine Transit Rider Survey was an important source of information for the plan. It gave SunLine staff a current ridership profile and described how riders use the transit system. The infographic on the next page shows the demographic characteristics of SunLine’s riders. Draft Short Range Transit Plan FY22 – FY24, SunLine Board of Directors Approval 6/23/2021 15 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. The SunLine Refueled Initiative is aimed at connecting its residents with health care, jobs, schools and a spectrum of other destinations. With straighter, more direct routes, the redesigned system will provide more permanent transit corridors to transit-supportive land uses charting an ambitious and strategic path to push the agency in a new direction to attract choice riders, boost ridership and create a brighter future. Like other transit agencies nationwide, SunLine is faced with the challenge of maintaining core service, extending service to new developments, and addressing the financial challenges resulting from the COVID-19 pandemic. Additionally, a key objective of this restructuring is to streamline bus routes to address the request of the residents to provide more streamlined, direct and frequent bus service. With the massive amount of growth we are experiencing and limited funding, SunLine would be unable to provide direct service from every trip origin to every destination. However, with careful planning, more direct and streamlined bus routes, SunLine can establish a system that incorporates easier transfers, connectivity and reasonable walks to and from nearby bus stops to meet these sometimes competing objectives. That kind of growth has prompted SunLine to work with the community to develop a new system that gives customers fewer transfers, better connectivity and enhanced efficiency for years to come. Failure to restructure and make the transit system more efficient would mean so many residents not having any transit service. 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 two 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. Draft Short Range Transit Plan FY22 – FY24, SunLine Board of Directors Approval 6/23/2021 16 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. The SunLine Refueled Initiative is aimed at connecting its residents with health care, jobs, schools and a spectrum of other destinations. With straighter, more direct routes, the redesigned system will provide more permanent transit corridors to transit-supportive land uses charting an ambitious and strategic path to push the agency in a new direction to attract choice riders, boost ridership and create a brighter future. Like other transit agencies nationwide, SunLine is faced with the challenge of maintaining core service, extending service to new developments, and addressing the financial challenges resulting from the COVID-19 pandemic. Additionally, a key objective of this restructuring is to streamline bus routes to address the request of the residents to provide more streamlined, direct, and frequent bus service. With the massive amount of growth, and limited funding, SunLine would be unable to provide direct service from every trip origin to every destination. However, with careful planning, more direct and streamlined bus routes, SunLine can establish a system that incorporates easier transfers, connectivity and reasonable walks to and from nearby bus stops to meet these sometimes-competing objectives. That kind of growth has prompted SunLine to work with the community to develop a new system that gives customers fewer transfers, better connectivity, and enhanced efficiency for years to come. Failure to restructure and make the transit system more efficient would mean so many residents not having any transit service. 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 to Figure 1.4 show the Riverside County and Coachella Velley’s population growth projections. Draft Short Range Transit Plan FY22 – FY24, SunLine Board of Directors Approval 6/23/2021 17 Figure 1.2 Riverside County Population Growth Projections Figure 1.3 Coachella Valley Population Growth Projections Draft Short Range Transit Plan FY22 – FY24, SunLine Board of Directors Approval 6/23/2021 18 Figure 1.4 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 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. Draft Short Range Transit Plan FY22 – FY24, SunLine Board of Directors Approval 6/23/2021 19 Figure 1.5 SB535 Disadvantaged Communities 1.3 Description of Services SunLine’s existing transit service includes SunBus – local bus, Commuter Link – regional commuter service, SunRide – microtransit and SunDial – paratransit service. Additionally, SunLine’s taxi voucher, SolVan – vanpool, and rideshare programs provide additional transportation options to residents throughout the Coachella Valley. Each of these service types is described briefly in the following sections. SunBus – Local Bus SunLine currently operates nine 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 Draft Short Range Transit Plan FY22 – FY24, SunLine Board of Directors Approval 6/23/2021 20 frequent headways and include routes 1 and 2. Connector/feeder routes operate in less dense areas and connect to trunk routes. These routes generally operate at less frequent headways and include routes 3 through 9. SRTP Table 1.0 (see Tables Section of the SRTP) shows a list of the routes and the areas they serve. Figure 1.6 shows the SunLine system map. Appendix A shows SunLine route profiles. Draft Short Range Transit Plan FY22 – FY24, SunLine Board of Directors Approval 6/23/2021 21 Figure 1.6 Fixed Route System Map Draft Short Range Transit Plan FY22 – FY24, SunLine Board of Directors Approval 6/23/2021 22 SunRide – Microtransit Service 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 vans) in defined zones, with dynamic routing based on real-time demand. Similar to Transportation Network Companies (TNC) 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 launched Phase 1 of a pilot project to evaluate on-demand service provided by local taxi companies. This phase of the microtransit pilot program service was offered, at no cost, to students that qualified for Extended Opportunity Programs and Services (EOPS) and resided within nine miles of the Indio campus. The service was to operate for a four-month period, January to May. COD staff provided SunLine with student residential data based on the nine-mile parameter, student schedules, email addresses, and student engagement support. An additional 30 students that participate Draft Short Range Transit Plan FY22 – FY24, SunLine Board of Directors Approval 6/23/2021 23 in EOPS and reside within six miles of the Palm Desert campus were identified and invited to participate in the program on March 2, 2020. None of the Palm Desert students participated in the program. Regrettably, in the midst of Phase I of the pilot program, the COVID-19 pandemic of 2020 caused a major national and global disruption with the closures of businesses, schools, entertainment venues and the enforcement of national and statewide public health policies. COD closed its campus on March 16, 2020. As a result, the four-month pilot program was abruptly terminated after only 27 days of operation. Phase I Findings 1. With only 27 days of operations there was a 10 percent participation level. 2. The ability to conduct direct marketing by having the student information was a significant contributing factor to the result of the study. 3. Participants much preferred on-demand requesting of the service rather than scheduling the trip in advance. 4. Driver responsiveness to the request for service was prompt but the pickup time was in excess of the goal by five minutes. It was identified that unready passengers, tablet malfunctions and driver errors contributed to extending reported wait times in 10 percent of the transactions. 5. The driver ratings were high. The geo-fenced area needed to be adjusted as it was too large to service passengers within the goal of 10 minutes with the number of vehicles recommended by TransLoc. It was identified that drivers could not safely reach the location of pickup from where the vehicle was staged within a 10 minute period on nine percent of the ride requests. Overall lack of demand did not warrant the expense of placing additional taxicabs in service. Since the pilot program was fare free no price elasticity could be established. Using an hourly rate of for service rather than reimbursing on a per trip basis generated a high cost per trip when carrying low ridership. Draft Short Range Transit Plan FY22 – FY24, SunLine Board of Directors Approval 6/23/2021 24 SunRide Microtransit Pilot – Phase II SunLine launched Phase II of its microtransit pilot program in four Coachella Valley zones on January 4, 2021. SunLine identified communities that would benefit most from this on-demand door-to-bus stop service. The new microtransit service, known as SunRide, is available in the Cook Street Corridor (Palm Desert), the communities of Desert Edge, Coachella, and Mecca-North Shore (Figures 1.7 – 1.10). Riders use TransLoc, a smartphone app, which dispatches a SunRide vehicle to pick them up at a location within the designated geo-fenced zones and/or bus stops. The service is available during SunLine’s peak hours of Monday – Friday, 5:30 a.m. to 6:30 p.m. The cost is $2 per person until July 2, 2021 (which excludes a transfer to the Agency’s fixed route system). Beginning July 5, 2021, the fare will be $3 per person which will include a free transfer to the fixed route service. SunRide’s on-demand service allows a rider to book a trip within 15 minutes or to schedule a trip up to seven days in advance. Riders may opt for contactless payment by choosing to pay using their credit/debit card. The app will also allow the rider to store their credit/debit card information within the app for convenience when booking future rides. Riders that do not have access to a smartphone may also book a trip through TransLoc’s web portal or by calling the SunRide dispatch center. Riders that book their trips without a smartphone pay cash upon boarding the vehicle. Draft Short Range Transit Plan FY22 – FY24, SunLine Board of Directors Approval 6/23/2021 25 Figure 1.7 SunRide Pilot Service Areas — Cook Street Corridor – Palm Desert Draft Short Range Transit Plan FY22 – FY24, SunLine Board of Directors Approval 6/23/2021 26 Figure 1.8 SunRide Pilot Service Areas — Desert Edge Draft Short Range Transit Plan FY22 – FY24, SunLine Board of Directors Approval 6/23/2021 27 Figure 1.9 SunRide Pilot Service Areas — Coachella Draft Short Range Transit Plan FY22 – FY24, SunLine Board of Directors Approval 6/23/2021 28 Figure 1.10 SunRide Pilot Service Areas — Mecca North Shore SunDial Paratransit SunLine operates SunDial ADA paratransit to provide service to those certified under ADA, who cannot ride fixed route bus service. SunDial patronage decreased during the past year due to the COVID-19 impact. In FY 2019/2020, SunLine served 122,010 passengers, a 0.21 percent decrease from FY 2018/2019. SunDial operated 833,477 miles and 58,753 hours of revenue service in FY2019/2020. SunDial operates within three-quarters of a mile on either side of the SunBus route network and is available by advanced reservation only. Reservations may be made based on the service hours of the fixed routes serving passengers' origins and destinations, and may only be used at the same times, days and frequency as local fixed-route service. SunDial service is an origin to destination service, shared ride transit service for persons who are functionally unable to use the fixed route service either permanently or under certain conditions. Eligibility is not solely based on having a disability. SunDial service is provided with a fleet of 39 vans seven days a week during the same hours and days as the fixed route network. Service is not provided on Thanksgiving and Christmas days. As an operator of bus service, SunLine is required under the ADA to ensure that paratransit service is provided to eligible Draft Short Range Transit Plan FY22 – FY24, SunLine Board of Directors Approval 6/23/2021 29 individuals with disabilities. The level of service provided must be comparable, in terms of hours and days of service and area served to the service provided by the fixed route bus system. To be eligible, all persons must complete an application, describing in detail the nature of their mental or physical disability that may prevent the individual from using regular fixed route service. Applicants must obtain an approved health care professional's statement and signature verifying the disability. Each applicant is notified in writing of their application status within twenty-one days, from receipt of a completed application. Riders who have the required ADA Certification Identification Card are eligible to use SunDial for their transportation needs, including medical appointments, shopping, and other social activities. SolVan – 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 five 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; they can be quickly organized based on demand, on a monthly basis. Once ridership falls below a threshold, a vanpool can end but new routes can be easily added based on need with a minimum of overhead. They can access office parking areas and other locations where scheduled SunLine service cannot reach, making for more convenient passenger drop-offs. Vanpool programs can be administered in a variety of ways, allowing the employer to be fully involved or simply promote it. Employers can help employees form vanpools through rideshare matching. Rideshare matching helps potential vanpoolers locate others nearby with similar commutes. With technology advancements, on-demand vanpooling may help reduce coordination costs and increase ridership. 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. Vanpools travel long distances, much further than most bus routes, which helps broaden service area. SunLine’s Vanpool Program, SolVan, provides a subsidy for qualified vans that agree to report daily riders, miles, and hours, and expenses. A SolVan reporting system has been created to track each rider on each vanpool. The volunteer driver of the vanpool must be a participant in the vanpool Draft Short Range Transit Plan FY22 – FY24, SunLine Board of Directors Approval 6/23/2021 30 program. Vanpool passengers are responsible for paying the monthly lease cost minus the SolVan 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 are leased by one of the pre-qualified vendors to one of the commuters in the group, a company, or by a third-party representative. Status during pandemic: The pandemic situation has created many challenges and disruptions for transit and ride sharing mobility options. Employers can be very effective to help create vanpools, as riders have the commonality of work destination and employers can modify work shifts to accommodate transportation arrangements. There is also a regional air quality regulation affecting employers who employ 250 or more employees, to improve air quality by promoting telework and sharing the ride to reduce solo commuting, among other air quality strategies. However, another challenge of the pandemic has affected employment numbers where many of the regulated sites are no longer regulated, which may impact their partnership to voluntarily promote alternative modes of transportation. Furthermore, many employers allowed employees to telework from home, laid off or furloughed employees, reduced work shifts, and some employers have gone out of business. These situations impacted those regularly commuting, including those vanpooling. Fortunately, all SolVan vanpools have continued during pandemic, both at farm sites and traditional work sites. However, there was some ridership reductions due to reduced work shifts. SolVan subsidy guidelines were relaxed to still support vanpools with less ridership. During the most recent few months, however, ridership is gradually returning to pre-pandemic levels. The main reason SolVan ridership was not drastically impacted is because most of the vanpoolers work in essential-type businesses and their type of work requires them to commute regularly to these long-distance worksites. Vanpoolers also felt comfortable riding with the same known commuters, and following many pandemic safety protocols, including mask wearing, leaving seats vacant by lowering or staggering by day the number of riders, allowing for more empty seats for social distancing, regular cleaning regimen, plastic barriers, proper ventilation, not sharing items (such as newspapers), among other best practices. Target Audiences: 1. Agriculture workers (primarily Spanish-speaking) in the eastern Riverside County for the winter farming/harvest season. 2. Farmers, growers, and contractors that employ or provide agricultural workers to agricultural work sites. 3. Stakeholders, such as elected officials both regionally and locally, agency champions, board members, nonprofit agencies, HR networks, and regional influencers. 4. Adult students travelling to educational institutions in the region. Draft Short Range Transit Plan FY22 – FY24, SunLine Board of Directors Approval 6/23/2021 31 5. Professional employment centers, such as government, hospitality, education, manufacturing and medical. 6. Employees that commute though or work within eastern Riverside County (Coachella Valley and Blythe). Examples include professional employment centers, government agencies, healthcare facilities, hospitality venues, higher education institutions and industry/manufacturing sectors. Marketing initiatives to date: • Communication in the preferred language based on the demographics of eastern Riverside County. • Hotline phone number (877-4SOLVAN) and website SolVan.org • Program materials, printed and electronic, including a brochure, employer packets, fact sheets, guidelines, steps, etc. • Creation and placement of SolVan vehicle decals to identify and promote the program. • Expanded van vendor selection to provide more competitive van lease pricing, vehicle options, and services. • Novelty items, such as pens, note pads, bags, commuter mugs, sunscreen, lunch bags, etc. • Logo wear to be worn by SunLine/SolVan staff when attending employer and community events to further promote and build the brand. • Vanpool launch event and press release. Taxi Administration The SunLine Regulatory Administration (SRA) is charged with licensing and regulating taxicab businesses and drivers in the Coachella Valley. 1.4 Current Fare Structure In 2002, SunLine raised its base cash fare from 75 cents to $1. In 2011, a SunLine fare study recommended both eliminating the 25-cent 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. 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 Draft Short Range Transit Plan FY22 – FY24, SunLine Board of Directors Approval 6/23/2021 32 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. Cash Fares In addition to the $1 fare for adult riders, SunLine enforces a 25-cent fee for transfers. The transfer pass is good for unlimited rides within two 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 50 cents on all fixed-route services. Individuals that qualify for the ADA also pay a 50-cent 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 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 85 cents is also available for children between the ages of five and 17. Children four years of age and younger ride free with a paid adult cash fare (maximum of two children). SunLine’s fixed route fare structure is summarized in Figure 1.11. Draft Short Range Transit Plan FY22 – FY24, SunLine Board of Directors Approval 6/23/2021 33 Figure 1.11 Fare Structure 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. Day Pass The SunLine Day Pass is available for $3 and allows for unlimited rides on all fixed routes for the duration of one calendar day. In adherence to the FTA’s Half Fare rule, the Day Pass for seniors and disabled Draft Short Range Transit Plan FY22 – FY24, SunLine Board of Directors Approval 6/23/2021 34 riders is available for $1.50. The Day Pass for youth riders is $2. 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 for general adult riders, $5 for seniors and disabled riders, and $8.50 for youths (ages five 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 five 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 three-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. 1.5 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 SunLine’s fixed route and paratransit fleet. Figure 1.12 shows a summary of SunLine’s fleet of support vehicles. Draft Short Range Transit Plan FY22 – FY24, SunLine Board of Directors Approval 6/23/2021 35 Figure 1.12 SunLine Support Vehicle Summary Number of Vehicles Manufacturer Fuel Type 15 Electric Light Vehicles Electric 12 CNG Light Vehicles CNG 15 CNG Light Duty Trucks CNG 2 Hybrid/Gasoline Light Duty Vehicles Hybrid Total 44 1.6 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. In addition, there are 60 stand-alone benches and waste containers at 14 major transfer locations. Figure 1.13 and Figure 1.14 shows the top 10 stops served for weekday service and weekend service accordingly. Figure 1.13 Top 10 Stops Level 3 Stop Name City Average Riders Per Day Indian Canyon/Ramon Palm Springs 358 B St/Buddy Rogers Cathedral City 351 5th/Vine Coachella 284 Palm Canyon/Stevens Palm Springs 238 Town Center/Han East Side Palm Springs 179 West/Pierson Desert Hot Springs 141 Hwy 111/Golf Center Indio Facility Indio 138 Town Center/Han West Side Palm Desert 101 Ramon/San Luis Rey North Side Palm Springs 90 Baristo/Farrell South Side Palm Springs 75 Source: APC Data March 21, 2020 - March 20, 2021 Draft Short Range Transit Plan FY22 – FY24, SunLine Board of Directors Approval 6/23/2021 36 Figure 1.14 Top 10 Weekend Stops Stop Name City Average Riders Per Day B St/Buddy Rogers Cathedral City 348 5th/Vine Coachella 291 Indian Canyon/Ramon Palm Springs 221 Palm Canyon/Stevens Palm Springs 175 Town Center/Han East Side Palm Desert 165 66th/Mecca Family HC Desert Hot Springs 133 Town Center/Han West Side Palm Desert 117 West/Pierson Desert Hot Springs 112 Ramon/Date Palm Cathedral City 76 Showcase/Monroe Indio 68 SOURCE: APC Data Refueled Q1. 1.7 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, consumers, and grassroots advocates through forums such as the Riverside County Transportation Commission (RCTC) Citizens and Specialized Transit Advisory Committee (CSTAC), 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 CSTAC, the Technical Advisory Committee, Aging & Disability Resource Connection (ADRC) of Riverside Long-Term Services and Supports Coalition, Desert Valley Builders Association, and related committees to enhance coordination efforts with SunLine. Coordination with Other Public Transportation Providers In addition to providing transit service throughout the Coachella Valley, SunLine offers transit connections to a number of adjacent transit operators. SunLine maintains interagency agreements Draft Short Range Transit Plan FY22 – FY24, SunLine Board of Directors Approval 6/23/2021 37 between Riverside Transit Agency, Omnitrans, Metrolink and California State University to coordinate 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. 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 Express service. This service, launched in July 2017, operates three days per week and travels to the Coachella Valley’s three hospitals (Desert Regional Medical Center, Eisenhower Medical Center and John F. Kennedy Memorial Hospital) within SunLine’s service area. Amtrak Throughway (operated by Amtrak bus contractors) transports rail passengers traveling between rail hubs at certain Amtrak stations and SunLine’s bus stops in Palm Springs, Palm Desert, and La Quinta, under an additional cooperative service agreement. Amtrak’s Sunset Limited inter-city train serves the Palm Springs Station on North Indian Canyon Drive. However, with rail service only serving Palm Springs three times a week in each direction, it is impractical for SunLine to offer transit service to the station at this time. SunLine collaborates with the Imperial Valley Transportation Commission (IVTC) in an effort to find a future connection with Imperial Valley Transit (IVT). IVTC oversees the regional transportation services and programs provided by IVT in the Southern California areas of Brawley, Calexico, Imperial, West Shores and El Centro. In 2019, FlixBus initiated regional bus service at Palm Springs, Palm Desert, and Indio that connects to Los Angeles in the west and Phoenix, Arizona, in the east. SunLine maintains an interagency operating agreement with FlixBus. 1.8 Review of Previous Studies and Plans In 2019, SunLine completed its Transit Redesign and Network Analysis Study. Prepared by HDR, this study took a comprehensive look at fixed route transit operations to make recommendations to optimize SunLine’s service. SunLine also completed an on-board transit rider survey in 2019. This survey provided insight into rider preferences and needs to help guide the transit redesign. Other reports reviewed for the preparation of this SRTP include: • Bus Rider Survey Study (February 2015) • SunLine Transit Feasibility Study Hydrogen Station Expansion (January 2016) Draft Short Range Transit Plan FY22 – FY24, SunLine Board of Directors Approval 6/23/2021 38 • SunLine Transit Facilities Master Plan (November 2016) • SunLine Transit Agency Transit Asset Management (September 2018) • Network Study Report SunLine Transit Redesign & Network Analysis (February 2019) • Innovative Clean Transit (ICT) Plan to SunLine Board of Directors (May 2020) Draft Short Range Transit Plan FY22 – FY24, SunLine Board of Directors Approval 6/23/2021 39 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. Due to the COVID-19 pandemic, SunLine rolled out only the first two pillars of the SunLine Refueled Initiative, the Consolidated Fixed Route Network and SunRide, and postponed the start of the other two pillars: the implementation of 10 Commuter Link and Route 1X. The Refueled FY21-23 SRTP included 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 route 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. 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. Draft Short Range Transit Plan FY22 – FY24, SunLine Board of Directors Approval 6/23/2021 40 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 zero minutes early to three 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 85 percent for all services. This target helps show riders that nine 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 time periods (for example, under two 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 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 1, 2, 3, and 4 should use 40-foot buses given the higher passenger volumes. Draft Short Range Transit Plan FY22 – FY24, SunLine Board of Directors Approval 6/23/2021 41 Other routes should use either 40- or 32-foot buses based on ridership demand. SunLine will review the bus deployment policy every two 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. Figure 2.2 Bus Deployment 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. Draft Short Range Transit Plan FY22 – FY24, SunLine Board of Directors Approval 6/23/2021 42 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. 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. 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. 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. 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 six 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. Draft Short Range Transit Plan FY22 – FY24, SunLine Board of Directors Approval 6/23/2021 43 In some cases, trial periods for new services may vary based on the requirements of grant funding. For example, if a grant provided three years of funding for a route that did not meet standards, this route may still be operated for the full three-year period. Productivity vs. Coverage Target The SunLine Board of Directors’ goal is to capture choice riders, 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 two 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 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. Draft Short Range Transit Plan FY22 – FY24, SunLine Board of Directors Approval 6/23/2021 44 Before the COVID-19 pandemic, SunLine had been enjoying an increase in transit use. Figure 2.3 shows total SunLine fixed route ridership relative to 2010 and its peers. Figure 2.4 shows that ridership decreased in FY2019–2020 over the previous fiscal year. SunLine attributes this decrease to the COVID- 19 pandemic. Figure 2.5 shows SunLIne’s fixed route ridership trend. Figure 2.3 Percent Change in Fixed Route Ridership Relative to 2010 and Peers (to be updated with 2020 data in the final SRTP, 2020 National Transit Database (NTD) data is not yet available) Figure 2.4 SunBus Ridership Change Service Type FY 2018/2019 FY 2019/2020 Percent Change SunBus (Fixed Route)4,039,450 3,379,520 -16.3% Draft Short Range Transit Plan FY22 – FY24, SunLine Board of Directors Approval 6/23/2021 45 Figure 2.5 SunBus - Fixed Route Ridership Comparison Draft Short Range Transit Plan FY22 – FY24, SunLine Board of Directors Approval 6/23/2021 46 Figure 2.6 shows a decrease in annual paratransit ridership between fiscal years due to the COVID-19 pandemic. Figure 2.6 SunDial Paratransit Ridership Comparison 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 $50 per month. SunLine provides matching funds in equal amount up to the $50. The total balance added for each month can be a maximum of $100. 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. Draft Short Range Transit Plan FY22 – FY24, SunLine Board of Directors Approval 6/23/2021 47 Taxi Administration The SRA is charged with licensing and regulating taxicab businesses and drivers in the Coachella Valley. Figure 2.7 presents the current operating taxi businesses in the Coachella Valley along with the number of vehicles operated by each company. Figure 2.7 Taxi Businesses Businesses Vehicles Coachella Valley Taxi 19 Desert City Cab 18 Yellow Cab of the Desert 27 SolVan – 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 five 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. Draft Short Range Transit Plan FY22 – FY24, SunLine Board of Directors Approval 6/23/2021 48 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. Figure 2.8 shows the ridership trend of SolVan. Figure 2.8 SolVan Ridership Trend 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. Draft Short Range Transit Plan FY22 – FY24, SunLine Board of Directors Approval 6/23/2021 49 The Route 1X weekday express service is intended to improve productivity on SunLine’s highest ridership route. Stopping at five locations in the Highway 111 corridor, Route 1X 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. 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 students that are enrolled in a Coachella Valley high school. The program will begin at the commencement of the 2021 school year and will be available for one year, with the goal of the program being self-sustaining. All students that apply will be eligible to ride for free, to and from school, to attend after school activities, work or leisure. 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 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 2.9 and Figure 2.10 show the traffic analysis zones with the top home-based work and home-based other trip attractions. Draft Short Range Transit Plan FY22 – FY24, SunLine Board of Directors Approval 6/23/2021 50 Figure 2.9 Home-based Work Trip Attractions Draft Short Range Transit Plan FY22 – FY24, SunLine Board of Directors Approval 6/23/2021 51 Figure 2.10 Home-based Other Trip Attractions Draft Short Range Transit Plan FY22 – FY24, SunLine Board of Directors Approval 6/23/2021 52 Chapter 3. Refueled Implementation and Marketing With the aggressive implementation of the SRTP’s recommendations, SunLine is poised to meet the mobility needs of the residents of Coachella Valley and support regional and national economic recovery efforts. L on 23-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. Below are service changes planned in FY2022–2024: • School trippers began on March 29, 2021 for students returning to in-class learning at local schools. • Fare collection and front-door boarding resume May 2, 2021 • 10 Commuter Link service between Indio and San Bernardino is expected to begin July 12, 2021 coinciding with the start of California State University San Bernardino (CSUSB) on-campus classes on August 23, 2021 • Route 1X is expected to launch September 7, 2021 testing the effectiveness and desirability of limited-stop service between Indio and Palm Springs. • An attitude and awareness survey/study will be conducted in the fall to measure the effectiveness of the SunLine Refueled Initiative and fine-tune the transit network and strategies – a transit network designed by the residents. • Bus stop signs and schedule holders will be updated to enhance customer service, optimize the utilization trip planning technologies, modernize our image on the streets and improve communications. As an agency of firsts, SunLine Transit Agency has remained committed to building a truly intermodal, clean, and sustainable transportation network in partnership with local jurisdictions, regional and federal governments, and the private sector to develop, finance and implement strategies to attract choice riders, expand SunLine’s market share and increase ridership. SunLine has the following strategic action items as long-term initiatives: • Capitalize on the CVLink multimodal corridor, which has the potential to connect neighborhoods to transit, activity centers, and address some of the first- and last-mile mobility needs of the Coachella Valley. Draft Short Range Transit Plan FY22 – FY24, SunLine Board of Directors Approval 6/23/2021 53 • Continue with SunLine’s ongoing improvement, communications, and education programs to enhance collaborative planning efforts that protect the integrity of the transit network and benefits of transit, i.e., improve the experience of the entire journey. • Develop strategies and funding to implement frequency improvements and a Commuter Link service to connect western and central Coachella Valley to CSUSB, San Bernardino Transit Center (SBTC)/Metrolink Station and Amtrak Station as summarized below to capture choice riders by developing successful new funding streams and grants. Figure 3.1 summarizes these service expansion strategies and the status these initiatives. Draft Short Range Transit Plan FY22 – FY24, SunLine Board of Directors Approval 6/23/2021 54 Figure 3.1 Service Expansion Strategies and Status Draft Short Range Transit Plan FY22 – FY24, SunLine Board of Directors Approval 6/23/2021 55 3.1 Planned Service Changes FY2021–2023 Route 10 Commuter Link The route previously approved and proposed to launch in May 2020 was moved to July 2021 due to the COVID-19 pandemic. As shown in Figure 3.2, Route 10 Commuter Link service is designed to connect residents of Coachella Valley to San Bernardino Transit Center (SBTC)/Metrolink Station, a destination that provides access to more than twice the number of trains that serve the Riverside-Downtown Metrolink Station. The Route 10 also connects California State University San Bernardino’s Palm Desert Campus (CSUSB-PDC) with its main campus in San Bernardino through a financial partnership with California State University. Through SunLine’s Haul Pass Program, students, staff, and faculty at CSUSB- PDC and students at College of the Desert are able to ride all SunLine fixed route services at no cost with a valid ID. The service is expected to operate two round trips in the morning and two in the evening with total daily ridership hovering around 170 passengers. That equates to more than three million vehicle miles travelled (VMT) if these passengers drove alone, congesting our roads and polluting our air. Similarly, there is a need to connect residents of Coachella Valley to the San Gorgonio Pass area where they can connect with Riverside Transit Agency (RTA), Beaumont Transit and Banning Transit as shown in the figure below. At the Route 10’s Beaumont Walmart stop, passengers will be able to transfer to buses serving Cabazon, University of California at Riverside, Riverside University Health Center, Kaiser Hospital, VA Hospital, Loma Linda Medical Center, as well as a spectrum of other destinations served by RTA, Beaumont Transit and Banning Transit. Draft Short Range Transit Plan FY22 – FY24, SunLine Board of Directors Approval 6/23/2021 56 Figure 3.2 10 Commuter Link Service Map The Walmart stop in Beaumont is not a timed transfer point because of unpredictable freeway travel time. However, with the use of real-time passenger information technology, passengers traveling to any of those previously mentioned destinations can connect with SunLine, RTA, Beaumont Transit and Banning Transit buses. Passengers can also use transportation network companies (TNC), a taxi service, bicycle, or some other mode of transportation to access those destinations. The need for convenient and affordable transit in the Coachella Valley cannot be underestimated. The communities on the eastern portion of Coachella Valley are disadvantaged communities. Oasis has a population of approximately 5,758 people, according to CensusReporter.org. In 2013 over 98 percent were Latino and the area’s median household income was $23,291, significantly lower than the state’s average of $61,498 (Census Bureau, 2014). Roughly 51 percent of children below the age of 18 live below the poverty level. The CalEnviroScreen 2.0 score for Oasis is in the range of 81-85 percent. Particularly onerous are factors like poverty (96th percentile), linguistic isolation (97th percentile), unemployment (95th percentile), low-education achievement (96th percentile), and exposure to pesticides (95 percent) and impaired water (92 percent). Thermal’s population is approximately 3,650 people, according to CensusReporter.org. In 2013 over 98 percent were Latino and the area’s median household income was $27,524 and 40 percent of children Draft Short Range Transit Plan FY22 – FY24, SunLine Board of Directors Approval 6/23/2021 57 under 18 live below the poverty level. The CalEnviro Screen 2.0 score for Thermal is in the range of 76 to 80 percent. Thermal’s poverty (96th percentile), linguistic isolation (92nd percentile), unemployment (98th percentile), low-education achievement (96th percentile) and exposure to pesticides (96 percent) remain areas of significant concern. We anticipate most of the residents making this 90-plus mile trip each way, a two-hour journey aboard Route 10 will come from remote locations in Coachella Valley. It is also likely that they will have already made one or more transfers to get to the Route 10’s Indio stop to access important medical services and educational and employment opportunities served by the route. These are the mobility needs of the residents of Coachella Valley that are currently not addressed or met by Redlands Rail, RTA, Beaumont Transit, Banning Transit or Metrolink. Route 10 originated when RTA eliminated their financial contribution to operate Route 220 service between Riverside and Coachella Valley. The decision to eliminate funding was linked to a Comprehensive Operational Analysis (COA) that RTA conducted with extensive public outreach and coordination efforts with the public and RCTC. SunLine is not second-guessing RTA and RCTC’s basis for eliminating funding for this regional connector. At the time, SunLine notified RTA and RCTC that we will be discontinuing Route 220 in the absence of operating subsidies. The recommendations of SunLine’s COA and the financial partnership with CSUSB enabled us to roll out Route 10 as noted in SunLine’s SRTP, which was reviewed and approved by RCTC. Subsequently, SunLine held public hearings in November 2019 and met with the staff of RCTC to provide an update. Staff also notified Omnitrans, RTA, Beaumont, Banning and Metrolink and extended the same opportunity to meet the City of Beaumont staff. Route 1X Faster and more frequent service are top priorities for SunLine customers. Partially funded by a Congestion Mitigation and Air Quality (CMAQ) grant, Route 1X 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 1X 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. Modifications to Paratransit Service The provision of ADA services remains a challenge because it is costly. Efforts to mitigate the increasing expenses in demand-responsive service include revisions to the paratransit eligibility/certification process and continuing to monitor late cancellations and no-shows, which improves the availability of appointment time slots and makes SunDial service more efficient for customers. SunDial staff periodically measure (monthly) the system-wide average rate for that month to determine whether a Draft Short Range Transit Plan FY22 – FY24, SunLine Board of Directors Approval 6/23/2021 58 particular customer has excessive late cancellations or no-shows. The Agency then considers the customer's overall frequency of use and evaluates whether there is "a pattern of abuse" relative to how often that customer travels with SunDial. SunDial will continue to move forward with the paratransit eligibility/certification process and implement in-person interviews to ensure paratransit riders qualify for the service. SunLine also plans to implement new technology in the near future to facilitate on-line scheduling and cancelation of paratransit reservations. The new technology will provide a reminder call the day before to encourage cancelling when plans change and will also provide customers with notification five minutes prior to passenger pickup. Goals of SolVan 1. Gain new vanpool riders whose route travels through or ends in eastern Riverside County. 2. Continue educating employers and employees in Eastern Riverside County about benefits of promoting alternative modes of transportation and of the SolVan program and how the program works. 3. Continue to support SunLine as a leader in alternative transportation options recognizing the agency for bringing a new commute option to eastern Riverside County. 4. Continue to support current vanpool participants to ensure their satisfaction with the program to promote long-term program participation. 5. Work alongside the regional rideshare program, Inland Empire (IE) Commuter, to mine employee data of carpoolers and interested carpoolers and drivers commuting long distances with regular work shifts for potential vanpool groups, add incentives and outreach efforts, and to leverage large and small employers to create a green thinking workspace as an employee benefit. SolVan Marketing Plan • Employer partnerships and network meetings: Employee Transportation Coordinator (ETC) network meetings hosted at SunLine quarterly. • Press releases: Identify stories of commuters and topical activities. • Testimonials/stories: Personal interest stories could be useful pieces to include in press releases or newsletters. • Websites: Keeping both SunLine and SolVan websites updated with van vendor changes, vehicle options, pricing, guideline changes, list of active vanpools, etc. Draft Short Range Transit Plan FY22 – FY24, SunLine Board of Directors Approval 6/23/2021 59 • Events: Staff attends employer and community events when requested to promote TDM (Transportation Demand Management) and vanpool services. • Social media: All SunLine/SolVan posts are re-posted/shared by IE Commuter on social media platforms as they occur (Facebook, Instagram, Twitter). Special “boost” messages for social media outreach through SunLine sites. • Customer service scripts & quick facts: Updates provided to SunLine Customer Service staff with vanpool details. • SunLine staff outreach: Reestablishing a rideshare program internally for SunLine employees in coordination with IE Commuter. • Specialized marketing outreach: Marketing team to identify and determine new campaign opportunities for combined SunLine, SunCommute, SolVan efforts. • Agricultural outreach: Continue coordination with CalVans and local community groups in eastern Coachella Valley and attend and support local events as requested. • CalVans Marketing/Outreach: CalVans conducts ongoing outreach with local farms, independent of SolVan and provides employer vouchers as many farms fully pay full vanpool cost to attract farm workers (No SolVan subsidy provided in this scenario). • Graphic campaigns: Printed graphics were created in English and Spanish and posted on area bus shelters, as well as signage onboard buses. • Media campaigns: Radio commercials were created in English and Spanish and ran on local radio stations the first year. For following years, television commercials were created in English and Spanish focused on both agricultural and traditional worksites and aired on local television stations. Television has visual advantage of better explaining what a vanpool is by showing how it operates. • Printing updated marketing materials. • Creating new SolVan novelty items, supplemented by IE Commuter novelty items. • Utilizing IE Commuter employee survey commute data for larger employers in territory to identify and target employees in specific communities. 3.2 SunLine’s Overall Marketing Plans, Studies, and Promotions In order to support the initiatives outlined in the SRTP, the Marketing Department has plans to implement strategies that will help increase ridership by educating target audiences about the many new services and programs launched as part of SunLine Refueled Initiative as well as other Agency news and announcements. Draft Short Range Transit Plan FY22 – FY24, SunLine Board of Directors Approval 6/23/2021 60 Success depends on strategic, integrated marketing and communications campaigns that are coordinated with other departments within the Agency. An example of this is unifying “clean and green” messaging with communications’ efforts to promote the SunLine Refueled pillars – with each department delivering on their role to ensure the “brand promise.” While SunLine’s ridership is dependent on the recovery of public transit following the challenges of COVID-19, proactive marketing plans will continue to propel the communications and marketing efforts that have been ramped up since the pre- and post-launch of the SunLine Refueled Initiative. Marketing plans will: 1. Help regain and build ridership among current, recent and lapsed riders 2. Identify and drive ridership among new riders along new consolidated routes 3. Build trust among stakeholders and the community to drive advocacy 4. Communicate progress made in SunLine’s clean fuels fleet initiatives 5. Engage employees to achieve organizational objectives throughout SunLine Refueled, recovery and beyond Target Audiences In order for marketing efforts to resonate, analysis of target markets must be done, studying both who they are and what motivates them. Then, marketing materials must be customized to reach those target audiences. See Figure 3.3 for target audience analysis. Draft Short Range Transit Plan FY22 – FY24, SunLine Board of Directors Approval 6/23/2021 61 Figure 3.3 Target Audience Analysis Key Messages What motivates them? Current riders • Cleanliness • Social distancing • Safety • On-time performance • Price For some: environment Lapsed riders due to COVID-19 • Cleanliness • Social distancing • Safety • Better use of time • On-time performance • Price • Haul Pass For some: environment Potential new riders • Better use of time • Cleanliness • Social distancing • Safety • On-time performance • Price • Travel to the region For some: environment Community at large • Economic prosperity • Reduction of congestion • Reduction of emissions • Transparency • Good stewards Employees • Feeling valued and listened to • Having the opportunity to contribute to the success of the Agency • Compensation and benefits Draft Short Range Transit Plan FY22 – FY24, SunLine Board of Directors Approval 6/23/2021 62 Key Messages What motivates them? • Cleanliness in office/ bus • Transparency Marketing Strategies There are a number of strategies for communicating with SunLine’s various target audiences, and messaging will be tailored to connect with each of them based on their motivations as identified in the target audience analysis. Social Media and Website After building a robust social media program in recent years, SunLine has increased regular communication directly to its target audiences (fans/followers of the Agency’s social media platforms). Posts have been entertaining and informative – both key components of keeping followers engaged. Transit Tuesdays offer a weekly online event that discusses pre-selected topics each week so followers can tune in at the same time/day each week knowing there will be informative content for them. Other posts tie in history, comedy, safety and recognition. This variety in messaging keeps the platform interesting and worth following. Advertising Strategically utilizing SunLine’s budget, an advertising plan that maximizes available advertising funds and incorporates innovative advertising strategies will be developed and implemented. It will utilize platforms such as digital, print, radio and TV media. The goal is also to promote all key messaging on internal advertising mediums, such as bus shelters and interior bus advertising. Rider/Community Input A strong marketing program incorporates a strategy for listening to constituents. SunLine will create and facilitate a new survey to gather input regarding SunLine Refueled Initiatives and how they are being received in the community. This provides the opportunity to learn about any issues that may need to be addressed. Data gathered can be used to make any necessary adjustments to the SunLine Refueled pillars. Draft Short Range Transit Plan FY22 – FY24, SunLine Board of Directors Approval 6/23/2021 63 Public Relations SunLine’s PR representatives will draft press releases to promote Agency initiatives. They will also pitch stories to the media to publicize key newsworthy items, coordinate media interviews and follow-up on media requests in a timely fashion. Customer Service Center/Website SunLine’s Customer Service Center expanded this past year to include LiveChat on the web for those who need immediate assistance navigating the new Consolidated Fixed Route network. The website has also been instrumental as a central resource for all communications and announcements disseminated by SunLine. In addition, the customer service center offers phoneline support by customer service representatives Monday through Friday. Agents are able to use resources such as Google Transit Trip Planner and MyStop Bus Tracker to quickly and accurately answer customer inquiries. Bilingual (English/Spanish) customer service agents are available to assist with questions in both English and Spanish. Video Production The creation of videos as marketing tools will increase this year, according to shifts in social media audience preferences. By developing an expanded library of video assets, SunLine will be able to initiate increased engagement with its target markets, and those individuals will better retain the information being shared through unique videos. Rider’s Guide A revamped Rider’s Guide has become an essential communications tool for SunLine. A more updated format, which features relevant information for riders, includes directions, maps, time point bus stop locations, schedules, fares, transfer instructions and how to receive assistance with SunLine’s programs and services. Transit system information, which aligns with the updated Rider’s Guide, can also be found at transit centers, on buses and at bus stops. SunLine’s transit information is provided in both English and Spanish. A mini guide about SunLine Refueled programs and services will be also printed and distributed. Clean Fuels Fleet Communications The Agency’s reputation as a pioneer in clear air and alternative fuel technology must continue to remain top-of-mind by promoting news regarding SunLine’s advancement in its Zero-Emissions Bus Rollout Plan. With the construction of the hydrogen electrolyzer, SunLine has been able to plan early to allow for other agencies to have a model for small- to mid-size systems to follow. Draft Short Range Transit Plan FY22 – FY24, SunLine Board of Directors Approval 6/23/2021 64 Internal Communications Keeping employees up-to-date on company initiatives and marketing efforts inspires higher morale and invites them to be involved in the bigger picture. To this end, SunLine has an internal newsletter featuring key stories and facts about the Agency’s latest initiatives, such as SunLine Refueled. Virtual activities that are inclusive to all SunLine employees have also gone live. These efforts aid in improving communication with the employee target audience segment, providing a platform for disseminating COVID-19 updates and making SunLine Transit Agency an even better place to work. Building an Effective Marketing Plan All the tools mentioned above will be implemented to market SunLine as a leader in transportation, innovations and alternative fuel technology. As stated, targeted messaging and the utilization of effective platforms and strategies will be pivotal to increasing ridership, rebuilding trust, communicating progress and engaging employees. Despite the hardships and heartaches, COVID-19 challenged the Agency to reach new limits and taught us resilience and the importance of embracing new technology. While the road ahead of transportation looks different now, SunLine is driving the future of transit. 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 SunLine Refueled Initiative 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 Draft Short Range Transit Plan FY22 – FY24, SunLine Board of Directors Approval 6/23/2021 65 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 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 FY2022–2024 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 Draft Short Range Transit Plan FY22 – FY24, SunLine Board of Directors Approval 6/23/2021 66 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. 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 six 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 two 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. 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 Draft Short Range Transit Plan FY22 – FY24, SunLine Board of Directors Approval 6/23/2021 67 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 transit signal priority (TSP) measures, queue jumpers, and dedicated bus lanes. Super stops are another capital improvement aimed 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 3.4 below shows the status of SunLine’s capital projects. Draft Short Range Transit Plan FY22 – FY24, SunLine Board of Directors Approval 6/23/2021 68 Figure 3.4 Status of SunLine’s Capital Projects SRTP#Project Name Status SL19-12 Division I Administration Asphalt Slurry Seal Complete SL19-13 Indio Facility Improvements Complete SL15-05, SL14-06, SL20-12 CNG Fueling Station and Construction Active SL12-06 Solar Carports (Admin Bldg. Phase II)Active SL17-06, SL18-01 SL19-14 SL20-11 Operations Facility Active SL17-08 5 Hydrogen Electric Hybrid FCB and Hydrogen Station (AQIP Active SL18-08, SL20-07, SL21-06 Center of Excellence Facility (Zero Emission Maintenance Facility)Active SL16-09 5 Hydrogen Fuel Cell Buses (LowNo Grant)Active FTIP-RIV140502 Battery Dominant Hydrogen Fuel Cell Bus Active FTIP-RIV140821 TDM (Vanpool)Active SL19-11 Hydrogen station program improvements SL15-14 CNG Project Trailer Demolition Active SL17-05, SL18-06 Retention Beautification Phase II Active SL21-07 SoCal Gas/Hydrogen Demonstration Project Active AHSC Coachella Hub Active SL20-06 SunLine Property Expansion/ Solar Farm Phase I Pending Start SL20-09 H2 Ride Pending Start SL20-10 New Flyer AQIP Pending Start SL21-01 Microgrid to Hydrogen Pending Start SL21-07 Public Hydrogen Station (Unobligated)Pending Start SL17-07 Purchase of Two (2) Expansion Support Vehicles Completed SL14-01 Transmission Completed SL19-01, SL18-02, SL16-06, SL17-10 Replacement of (6) Fixed Route Buses Completed SL16-05, SL13-02, SL14-07, SL17-07 Replacement and Expansion of Support Vehicles Completed SL18-06 Maintenance Shop Wall Removal Completed SL13-05, SL18-06 Fall Arrest System Installation for Maintenance Bays Completed SL18-02 Replacement of (2) Commuter Buses Active SL19-04 Parts Department and Warehouse Relocation Active SL19-06, SL20-05, SL17-01, SL17-02, SL10-02 2020 Replacement and Expansion of Paratransit Buses Active SL12-05, SL19-12 Floor Re-Surfacing Maintenance Building Div. 1 Active SL20-01, SL16-09 Purchase of (5) New Flyer Fuel Cell Buses Active SL15-12 Fleet Management Information System (FMIS)Active SL21-03 Four (4) Micro Transit Vehicles Active AHSC Purchase of Four(4) Fixed Route CNG Buses Active SL15-06, SL17-07 Purchase of Five (5) Replacement Zero Emission Relief Cars Active SL21-10 Four-Post Lift Active SL17-07 Replacement (4) Non-Revenue Service Vehicles (unobligated funds) - to be used for SUVs Pending Start SL18-05 Fixed Route Bus Rehabilitation Pending Start SL18-07 Replacement of Non-Revenue Support Vehicles Pending Start SL19-12 Thousand Palms facilities improvements (unobligated funds) Pending Start SL20-02 Information Technology Projects Pending Start SL20-08 Facility Maintenance and Improvements Pending Start SL20-09 H2 Ride Pending Start SL20-10 New Flyer AQIP Pending Start SL21-02 Replacement Bus Pending Start SL21-03 SunRide Vehicle Purchase (unobligated)Pending Start SL21-04 Vans for Service Expansion Pending Start SL21-09 Upgrade Division I Fence Pending Start SL21-10 Maintenance Tools and Equipment (unobligated)Pending Start SL21-11 Replacement Support Vehicles Pending Start SL21-14 Perimeter Lighting Division I Pending Start SL21-15 Facility Improvements Pending Start Transportation Department SL20-04 3G to 4G Upgrade Completed Operating Funds Support for Redesign Public Outreach Campaign (HDR)Completed SL19-02 West Valley Refueled Bus Stops Project Active SL19-02 East Valley - Refueled Bus Stops Project Active SL15-10, SL19-15 Mobile Outreach Vehicle Active SL20-03 Boardroom Equipment Upgrade Pending Start Performance Department Executive Office Maintenance Department Draft Short Range Transit Plan FY22 – FY24, SunLine Board of Directors Approval 6/23/2021 69 Chapter 4. Financial Planning The FY2022 financial planning process focused on prioritizing resources and alignment with the core strategic goals of the SunLine Refueled Initiative and regain ridership lost due to the COVID-19 pandemic. As aforementioned, in the midst of planning the FY2022-2024 SRTP, the COVID-19 pandemic of 2020 caused a major national and global disruption. The executive team at SunLine brought their diverse insights to most effectively allocate resources to maintain essential services. The enclosed financial plan of the Agency is based on the best available financial projections and anticipated grants. 4.1 Operating and Capital Budget In FY2022, SunLine will have an operating budget of $42,882,158 and a capital budget of $15,074,900 (Table 4 and 4A). The operating budget encompasses such costs as driver salaries, administrative salaries, fuel, insurance premiums, and other overhead costs required to run day to day operations. The available funding will be used effectively and efficiently in the accomplishment of organizational objectives. The operating budget will ensure that the Agency continues to offer safe and reliable transportation to Coachella Valley residents. The capital budget incorporates key projects to help further advance the Agency’s Capital Improvement Program. The Capital Improvement Program for FY 2022 focuses on continuing SunLine’s investment in increasing its alternative fuel technology and energy efficient infrastructures similar to a first-of-its-kind solar microgrid. SunLine’s Capital Program represents a unique opportunity to make long term investments in SunLine’s operational capabilities, energy strategies, and regulatory compliance by conforming with the California Air Resources Board’s Innovative Clean Transit mandate. Key components of the capital plan, beyond ongoing maintenance needs, include: • Public Hydrogen Station • Solar Microgrid • Liquid Hydrogen Fueling Station • Indio CNG Station Upgrades The capital program is dependent on internal and external funding from federal, state, regional, and local sources. 4.2 Funding Plans to Support Proposed Operating and Capital Program For FY2022, funding plans for the proposed operating and capital programs are as follows: Funding sources for the proposed operating budget includes FTA Section 5307 (Urban), FTA Section 5307 (CARES Act, ARPA, CRRSAA), FTA Section 5339 (Bus and Bus Facilities), FTA Section 5310 (Elderly Draft Short Range Transit Plan FY22 – FY24, SunLine Board of Directors Approval 6/23/2021 70 and Disabled), FTA Section 5311 (Rural), FTA Section 5311 (f) (Intercity), FTA Section 5312 (Public Transportation Innovation), Congestion Mitigation and Air Quality (CMAQ), California Energy Commission, and Low Carbon Operating Program (LCTOP) funds apportioned by the California Department of Transportation (Caltrans), State Local Transportation Funds (LTF), Local Measure A funding, farebox revenue and other revenue for operating assistance. Funding sources for capital projects include funds from FTA Section 5307, FTA Section 5310, FTA Section 5339, CMAQ, LCTOP, LTF, State Transit Assistance (STA), and State of Good Repair Funds (SGR). The estimated FY2022 operating and capital budget of $57,957,058 outlined in Table 4, is funded by: For FY23-24, figures presented in tables 4.2 and 4.3 to fund operating and capital expenditures are based on best available funding projections. Amount ($)Percent (%)Amount ($)Percent (%) AHSC - - 1,313,500 0.1 ARPA Act 5307 10,000,000 0.2 - - California Energy Commission - - 4,986,250 0.3 CARES Act 5307 846,920 0.02 - - CARES Act 5311 (f)241,264 0.01 - - CMAQ 836,257 0.02 - - CRRSAA Act 5307 5,011,454 0.1 - - Farebox 1,210,965 0.03 - - LCTOP - - 675,000 0.04 Local Transportation Fund (LTF)10,538,382 0.2 - - Measure A 7,000,000 0.2 - - Other 2,377,185 0.1 - - Section 5307 4,782,411 0.1 1,500,000 0.1 Section 5312 37,320 0.001 - - Section 5339 - - 1,833,600 0.1 State of Good Repair - - 918,150 0.1 State Transit Assistance Fund (STA)- - 3,848,400 0.3 Total 42,882,158$ 100% 15,074,900$ 100% Operating Capital Fund Draft Short Range Transit Plan FY22 – FY24, SunLine Board of Directors Approval 6/23/2021 71 4.3 Regulatory and Compliance Requirements Americans with Disabilities 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 Amount ($)Percent (%)Amount ($)Percent (%) ARPA Act 5307 6,000,000 0.1 - - CARES Act 5311 (f)215,555 0.00 - - CMAQ 958,000 0.02 - - Farebox 3,000,000 0.07 - - LCTOP - - 800,000 0.25 Local Transportation Fund (LTF)18,464,303 0.4 - - Measure A 7,000,000 0.2 - - Other 2,882,861 0.1 - - Section 5307 4,962,864 0.1 400,000 0.1 Section 5311 303,219 0.007 - - State Transit Assistance Fund (STA)- - 1,947,000 0.6 Total 43,786,802$ 100% 3,147,000$ 100% Fund Operating Capital Amount ($)Percent (%)Amount ($)Percent (%) CMAQ 792,009 0.02 - - Farebox 3,000,000 0.07 - - Local Transportation Fund (LTF)21,686,043 0.5 - - Measure A 8,000,000 0.2 - - Other 4,962,861 0.1 - - Section 5307 4,962,864 0.1 1,600,000 0.3 Section 5310 250,000 0.01 - - Section 5311 303,219 0.007 - - Section 5311 (f)250,000 0.01 - - Section 5339 - - 500,000 0.1 State of Good Repair - - 250,000 0.0 State Transit Assistance Fund (STA)- - 3,550,000 0.6 Total 44,206,996$ 100% 5,900,000$ 100% Fund Operating Capital Draft Short Range Transit Plan FY22 – FY24, SunLine Board of Directors Approval 6/23/2021 72 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. 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 October 2021. The next DBE report will be submitted by August 2021. 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 April 2021. The most recent EEO/Affirmative Action Program was revised and submitted to FTA in July 2020. The next update to the EEO/Affirmative Action Program is due to the FTA in July 2024. 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 Draft Short Range Transit Plan FY22 – FY24, SunLine Board of Directors Approval 6/23/2021 73 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. 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, four battery electric buses, one 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. Draft Short Range Transit Plan FY22 – FY24, SunLine Board of Directors Approval 6/23/2021 74 SRTP TABLES Table 1.0 Individual Route Descriptions Routes Route Classification Major Destinations Cities/Communities Served Connections 1 Trunk Hospital, Medical, Shopping, College, Mall, Center of Employment Training and Schools Palm Springs, Cathedral City, Rancho Mirage, Palm Desert, Indian Wells, La Quinta, Indio and Coachella 2, 4, 5, 6, 7, 8, 1-X and 10 Commuter 2 Trunk Shopping, Schools, Employment Center, Library, Senior Center, Medical, Social Security, Theaters, Airport, Court House and Public Social Services Desert Hot Springs, Palm Springs and Cathedral City 1, 3, 4, 5 & 1-X 3 Local Shopping Centers, Senior Center, Library, Community Center, City Hall, Medical, and Schools Desert Hot Springs and Desert Edge 2 & 5 4 Local Shopping, Medical, Library, Social Services, Theaters, School, College, Mall, Hospital and Airport Palm Springs, Cathedral City, Rancho Mirage, Palm Desert and Thousand Palms 1, 2, 5, 6 & 1-X 5 Local Shopping, Senior Center, Library, Community Center, Schools, Medical, City Hall, College and Mall Desert Hot Springs and Palm Desert 1, 2, 3, 4, 6, 1-X and 10 Commuter 6 Local Shopping, School, Tennis Gardens, Work Force Development, Social Services, Medical and College Palm Desert, Indian Wells, La Quinta, Indio, Bermuda Dunes and Coachella 1, 4, 5, 7, 8 & 1-X 7 Local Shopping, Schools, Theaters, Tennis Gardens and Medical La Quinta, Palm Desert, Indian Wells and Bermuda Dunes 1, 6 & 1-X 8 Local Shopping, School, Senior Center, DMV, Community Center, College, City Hall and Center of Employment Training and Medical Indio, Coachella, Thermal and Mecca 1, 6 & 9 9 Local Shopping, Community Center, Medical and Schools Mecca, North Shore and Oasis 8 10 Regional - Commuter Shopping, Business, Entertainment and University Indio, Palm Desert, Beaumont, San Bernardino 1, 5, 1-X, OmniTrans, MARTA, VVTA, Beaumont Transit, RTA and SB Metrolink 1-X Express Hospital, Medical, Shopping, College, Mall, Center of Employment Training and Schools Palm Springs, Cathedral City, Palm Desert, La Quinta and Indio 1, 2, 4, 5, 6, 7 and 10 Commuter Draft Short Range Transit Plan FY22 – FY24, SunLine Board of Directors Approval 6/23/2021 75 Table 1.1 Fleet Inventory – Motor Bus Draft Short Range Transit Plan FY22 – FY24, SunLine Board of Directors Approval 6/23/2021 76 Table 1.1 Fleet Inventory – Demand Response Draft Short Range Transit Plan FY22 – FY24, SunLine Board of Directors Approval 6/23/2021 77 Table 2.0 Service Provider Performance Target Report Draft Short Range Transit Plan FY22 – FY24, SunLine Board of Directors Approval 6/23/2021 78 Table 2.1 FY 2021/22 SRTP Performance Report Draft Short Range Transit Plan FY22 – FY24, SunLine Board of Directors Approval 6/23/2021 79 Table 2.2 SRTP Service Summary – Systemwide Totals Draft Short Range Transit Plan FY22 – FY24, SunLine Board of Directors Approval 6/23/2021 80 Table 2.2 SRTP Service Summary – All Fixed Routes Draft Short Range Transit Plan FY22 – FY24, SunLine Board of Directors Approval 6/23/2021 81 Table 2.2 SRTP Service Summary – SunDial Draft Short Range Transit Plan FY22 – FY24, SunLine Board of Directors Approval 6/23/2021 82 Table 2.2 SRTP Service Summary – Vanpool Draft Short Range Transit Plan FY22 – FY24, SunLine Board of Directors Approval 6/23/2021 83 Table 2.2A Summary of Routes to be Excluded Draft Short Range Transit Plan FY22 – FY24, SunLine Board of Directors Approval 6/23/2021 84 Table 2.3 SRTP Route Statistics Draft Short Range Transit Plan FY22 – FY24, SunLine Board of Directors Approval 6/23/2021 85 Table 3.0 Highlights of the FY2021/22 SRTP Description Start Date 10 Commuter Link service between Indio and San Bernardino July 12, 2021 Route 1X express service between Indio and Palm Springs September 7, 2021 An attitude and awareness survey/study will be conducted in the fall to measure the effectiveness of the SunLine Refueled Initiative and fine-tune the transit network and strategies – a transit network designed by the residents. Fall 2021 Bus stop signs and schedule holders will be updated to enhance customer service, optimize the utilization trip planning technologies, modernize our image on the streets and improve communications. In FY 2022 Expansion Motor Coach Bus (1)TBD* Upgrades to Gate and Guard Shack TBD* Facility Improvements TBD* Public Hydrogen Station Division I TBD* Replacement Paratransit Vehicles (10)TBD* Microgrid to Hydrogen Phase III TBD* Maintenance Tools & Equipment TBD* Bus Refurbishment TBD* Indio CNG Station Upgrade TBD* Liquid Hydrogen Refueling Infrastructure TBD* Coachella Transit Hub TBD* * Upon receipt of capital funds Draft Short Range Transit Plan FY22 – FY24, SunLine Board of Directors Approval 6/23/2021 86 Table 4.0 Summary of Funding Requests (1 of 3) Draft Short Range Transit Plan FY22 – FY24, SunLine Board of Directors Approval 6/23/2021 87 Table 4.0 Summary of Funding Requests (2 of 3) Draft Short Range Transit Plan FY22 – FY24, SunLine Board of Directors Approval 6/23/2021 88 Table 4.0 Summary of Funding Requests (3 of 3) Draft Short Range Transit Plan FY22 – FY24, SunLine Board of Directors Approval 6/23/2021 89 Table 4.0A Capital Project Justification (1 of 12) Draft Short Range Transit Plan FY22 – FY24, SunLine Board of Directors Approval 6/23/2021 90 Table 4.0A Capital Project Justification 2 of 12 Draft Short Range Transit Plan FY22 – FY24, SunLine Board of Directors Approval 6/23/2021 91 Table 4.0A Capital Project Justification 3 of 12 Draft Short Range Transit Plan FY22 – FY24, SunLine Board of Directors Approval 6/23/2021 92 Table 4.0A Capital Project Justification 4 of 12 Draft Short Range Transit Plan FY22 – FY24, SunLine Board of Directors Approval 6/23/2021 93 Table 4.0A Capital Project Justification 5 of 12 Draft Short Range Transit Plan FY22 – FY24, SunLine Board of Directors Approval 6/23/2021 94 Table 4.0A Capital Project Justification 6 of 12 Draft Short Range Transit Plan FY22 – FY24, SunLine Board of Directors Approval 6/23/2021 95 Table 4.0A Capital Project Justification 7 of 12 Draft Short Range Transit Plan FY22 – FY24, SunLine Board of Directors Approval 6/23/2021 96 Table 4.0A Capital Project Justification 8 of 12 Draft Short Range Transit Plan FY22 – FY24, SunLine Board of Directors Approval 6/23/2021 97 Table 4.0A Capital Project Justification 9 of 12 Draft Short Range Transit Plan FY22 – FY24, SunLine Board of Directors Approval 6/23/2021 98 Table 4.0A Capital Project Justification 10 of 12 Draft Short Range Transit Plan FY22 – FY24, SunLine Board of Directors Approval 6/23/2021 99 Table 4.0A Capital Project Justification 11 of 12 Draft Short Range Transit Plan FY22 – FY24, SunLine Board of Directors Approval 6/23/2021 100 Table 4.0A Capital Project Justification 12 of 12 Draft Short Range Transit Plan FY22 – FY24, SunLine Board of Directors Approval 6/23/2021 101 Table 4.0B Farebox Calculation Revenue Sources included in Farebox Calculation Actual Amount from FY19/20 Audit FY20/21 (Estimate) FY21/22 (Plan) 1 Farebox Revenue 2,032,866.00 92,610.33 1,210,964.00 2 Measure A 2,000,000.00 5,000,000.00 5,858,374.00 3 Interest 13,851.00 6,512.04 7,239.75 4 Other Revenues 4,676,312.00 2,671,933.92 2,107,084.72 Total Revenue for Farebox Calculation (1-13)8,723,029.00 7,771,056.29 9,183,662.47 Total Operating Expenses for Farebox Calculation 36,749,538.00 37,507,587.00 42,882,158.00 Farebox Recovery Ratio 23.74% 20.72% 21.42% Draft Short Range Transit Plan FY22 – FY24, SunLine Board of Directors Approval 6/23/2021 102 Table 4.1 Summary of Funds Requested FY2022/23 (1 OF 2) Draft Short Range Transit Plan FY22 – FY24, SunLine Board of Directors Approval 6/23/2021 103 Table 4.1 Summary of Funds Requested FY2022/23 (2 OF 2) Draft Short Range Transit Plan FY22 – FY24, SunLine Board of Directors Approval 6/23/2021 104 Table 4.2 Summary of Funds Requested FY 2023/24 (1 of 2) Draft Short Range Transit Plan FY22 – FY24, SunLine Board of Directors Approval 6/23/2021 105 Table 4.2 Summary of Funding Requested FY 2023/24 (2 of 2) Draft Short Range Transit Plan FY22 – FY24, SunLine Board of Directors Approval 6/23/2021 106 Appendix A: SunLine Route Profiles Route Numbers, Description, General Direction and Frequency ............................................................. 107 Span of Service ........................................................................................................................................ 107 FY22 Fixed Route Fleet .............................................................................................................................. 108 Route 1 .................................................................................................................................................... 109 Route 2 .................................................................................................................................................... 111 Route 3 .................................................................................................................................................... 113 Route 4 .................................................................................................................................................... 114 Route 5 .................................................................................................................................................... 116 Route 6 .................................................................................................................................................... 118 Route 7 .................................................................................................................................................... 119 Route 8 .................................................................................................................................................... 121 Route 9 .................................................................................................................................................... 123 Route 10 Commuter Link .......................................................................................................................... 124 Route 1X .................................................................................................................................................. 125 School Trippers ........................................................................................................................................ 126 Route 200 SB .......................................................................................................................................... 127 Route 400 SB .......................................................................................................................................... 128 Route 402 NB .......................................................................................................................................... 129 Route 403 NB .......................................................................................................................................... 130 Route 700 SB .......................................................................................................................................... 131 Route 700 NB .......................................................................................................................................... 132 Route 701 SB .......................................................................................................................................... 133 Route 701 NB .......................................................................................................................................... 134 Route 900 NB .......................................................................................................................................... 135 Route 801 SB .......................................................................................................................................... 136 Route 802 SB .......................................................................................................................................... 137 Route 803 NB .......................................................................................................................................... 138 Draft Short Range Transit Plan FY22 – FY24, SunLine Board of Directors Approval 6/23/2021 107 Route Numbers, Description, General Direction and Frequency Span of Service Route #Headsigns Direction 1 Coachella - Palm Springs E/W 2 Desert Hot Springs - Cathedral City N/S 3 Desert Edge - Desert Hot Springs E/W 4 Westfield Palm Desert - Palm Springs E/W 5 Desert Hot Springs - Westfield Palm Desert N/S 6 Coachella - Westfield Palm Desert E/W 7 Bermuda Dunes/Indian Wells - La Quinta N/S 8 North Indio - Thermal/Mecca N/S 9 North Shore - Oasis E/W 10 Indio - San Bernardino/Metrolink E/W 1X Express to Indio - Express to Palm Springs E/W Route #Description Direction Start*End**Start*End**Start*End** 1 Coachella - Via Hwy 111 - Palm Springs E/W 5:00:00 AM 11:12:00 PM 5:00:00 AM 11:12:00 PM 5:00:00 AM 11:12:00 PM 2 Desert Hot Springs - Palm Springs - Cathedral City N/S 5:15:00 AM 11:23:00 PM 5:15:00 AM 10:54:00 PM 5:15:00 AM 10:54:00 PM 3 Desert Edge - Desert Hot Springs E/W 5:00:00 AM 8:46:00 PM 6:45:00 AM 8:40:00 PM 6:45:00 AM 8:40:00 PM 4 Westfield Palm Desert - Palm Springs E/W 5:00:00 AM 11:13:00 PM 6:10:00 AM 9:50:00 PM 6:10:00 AM 9:50:00 PM 5 Desert Hot Springs - CSUSB Palm Desert - Westfield Palm Desert (AM)N/S 6:10:00 AM 9:00:00 AM 5 Desert Hot Springs - CSUSB Palm Desert - Westfield Palm Desert (PM)N/S 3:00:00 PM 6:51:00 PM 6 Coachella - Via Fred Waring - Westfield Palm Desert E/W 5:50:00 AM 8:45:00 PM 6:15:00 AM 9:18:00 PM 6:15:00 AM 9:18:00 PM 7 Bermuda Dunes - Indian Wells - La Quinta N/S 5:15:00 AM 8:51:00 PM 5:10:00 AM 9:20:00 PM 5:10:00 AM 9:20:00 PM 8 North Indio - Coachella -Thermal/Mecca N/S 5:30:00 AM 10:42:00 PM 5:35:00 AM 10:59:00 PM 5:35:00 AM 10:59:00 PM 9 North Shore - Mecca - Oasis E/W 5:45:00 AM 10:34:00 PM 5:40:00 AM 10:29:00 PM 5:40:00 AM 10:29:00 PM 10 Indio - CSUSB-PDC - CSUSB - San Bernardino Transit Center (SBTC)/Metrolink (AM)E/W 5:20:00 AM 2:00:00 PM 10 Indio - CSUSB-PDC - CSUSB - San Bernardino Transit Center (SBTC)/Metrolink (PM)E/W 12:50:00 PM 8:00:00 PM 1X Express to Indio - Express to Palm Springs (AM)E/W 5:30:00 AM 11:07:00 AM 1X Express to Indio - Express to Palm Springs (PM)E/W 1:30:00 PM 7:07:00 PM * First trip starts ** Last trip ends N/A N/A N/A N/A N/A N/A N/A N/A N/A N/A N/A N/A Draft Short Range Transit Plan FY22 – FY24, SunLine Board of Directors Approval 6/23/2021 108 FY22 Fixed Route Fleet Route #VOMS Buses needed to operate service*VOMS Buses needed to operate service*VOMS Buses needed to operate service* 1 14 14 12 16 12 16 2 12 12 5 5 5 5 3 1 1 1 1 1 1 4 7 8 5 5 5 5 5 2 2 0 0 0 0 6 3 3 3 3 3 3 7 2 2 1 1 1 1 8 4 6 4 5 4 5 9 3 4 4 6 4 6 10 2 2 0 0 0 0 1X 3 3 0 0 0 0 53 57 35 42 35 42 Weekday Saturday Sunday School Trips AM PM AM PM AM PM 200 1 0 0 400 1 0 0 401 1 0 0 402 1 0 0 500 1 0 0 700 1 0 0 701 1 0 0 800 3 0 0 801 1 0 0 802 1 0 0 6 6 0 0 0 0 Total 59 63 35 42 35 42 Weekday Saturday Sunday Draft Short Range Transit Plan FY22 – FY24, SunLine Board of Directors Approval 6/23/2021 109 Route 1 Coachella – Via Hwy 111 – Palm Springs Route 1 is SunLine’s most popular route, which operates seven days a week with 20-minute frequency and connects Palm Springs with Coachella using portions of East Palm Canyon Drive and Highway 111. It also serves the cities of Indio, La Quinta, Indian Wells, Palm Desert, Rancho Mirage and Cathedral City. A variety of destinations are served, including retail and commercial centers, libraries, senior centers, city halls, recreational attractions, schools and medical centers. The route also provides convenient connections for customers needing to transfer to SunLine routes 2, 4, 5, 6, 7 and 8. Those transfer points are located at 5th Street at Vine Avenue in Coachella (connections with routes 6 and 8), Highway 111 at Adams Street in La Quinta (connections with Route 7), Town Center Way at Hahn Road in Palm Desert (connections with routes 4, 5 and 6), B Street at Buddy Rogers Avenue in Cathedral City (connections with Route 2), and Indian Canyon at Ramon Road in Palm Springs (connections with routes 2 and 4). Looking ahead, studies are underway to possibly boost service frequency to every 15 minutes, which is a proposal from the most recent Comprehensive Operational Analysis. That move would be contingent on available funding and Board approval. Previously called Route 111, the route was renamed in January of 2021. Draft Short Range Transit Plan FY22 – FY24, SunLine Board of Directors Approval 6/23/2021 110 Draft Short Range Transit Plan FY22 – FY24, SunLine Board of Directors Approval 6/23/2021 111 Route 2 Desert Hot Springs – Palm Springs – Cathedral City Route 2 is one of SunLine’s higher performing routes which operates seven days a week with 20-minute frequency and connects Desert Hot Springs with Palm Springs and Cathedral City. A variety of destinations are served, including retail and commercial centers, libraries, senior centers, city halls, recreational attractions, schools, medical centers as well as Palm Springs International Airport. A significant portion of Route 2 ridership is driven by customers living in Desert Hot Springs who work in downtown Palm Springs. The route also provides convenient connections for customers needing to transfer to SunLine routes 1, 3, 4 and 5. Those transfer points are located at B Street at Buddy Rogers Avenue in Cathedral City (connection with Route 1), Ramon Road at Date Palm Drive in Cathedral City (connection with Route 4), Indian Canyon Drive at Ramon Road in Palm Springs (connections with routes 1 and 4), Sunrise Way at Vista Chino in Palm Springs (connection with Route 4), and West Drive at Pierson Boulevard in Desert Hot Springs (connections with Routes 3 and 5). Looking ahead, studies are underway to possibly boost service frequency to every 15 minutes, which is a proposal from the most recent Comprehensive Operational Analysis. That move would be contingent on available funding and Board approval. Route 2 was combined from previous routes 14 and 30, and renamed in January of 2021. Draft Short Range Transit Plan FY22 – FY24, SunLine Board of Directors Approval 6/23/2021 112 Draft Short Range Transit Plan FY22 – FY24, SunLine Board of Directors Approval 6/23/2021 113 Route 3 Desert Edge – Desert Hot Springs Route 3 operates seven days a week with 60-minute frequency, connecting Desert Edge with Desert Hot Springs. A variety of destinations are served, including retail and commercial centers, libraries, senior centers, city halls, recreational attractions and schools. The route also provides convenient connections for customers needing to transfer to SunLine routes 2 and 5. The transfer point is located at West Drive at Pierson Boulevard in Desert Hot Springs. Looking ahead, studies are underway to possibly boost service peak weekday frequency to every 30 minutes, which is a proposal from the most recent Comprehensive Operational Analysis. That move would be contingent on available funding and Board approval. Previously called route 15, the route was renamed in January of 2021. Draft Short Range Transit Plan FY22 – FY24, SunLine Board of Directors Approval 6/23/2021 114 Route 4 Westfield Palm Desert – Palm Springs Route 4 is one of SunLine’s higher performing routes which operates seven days a week with 40-minute frequency, connecting Palm Springs with Palm Desert. It also serves the cities of Thousand Palms, Rancho Mirage and Cathedral City. A variety of destinations are served, including retail and commercial centers, libraries, senior centers, city halls, recreational attractions, schools, medical centers and Palm Springs International Airport. The route also provides convenient connections for customers needing to transfer to SunLine routes 1, 2, 5 and 6. Those transfer points are located at Ramon Road at Date Palm Drive in Cathedral City (connection with Route 2), Indian Canyon Drive at Ramon Road in Palm Springs (connections with routes 1 and 2), Sunrise Way at Vista Chino in Palm Springs (connection with Route 2), and Town Center Way at Hahn Road (connections with routes 1, 5 and 6). Looking ahead, studies are underway to possibly boost service peak weekday frequency to every 30 minutes, which is a proposal from the most recent Comprehensive Operational Analysis. That move would be contingent on available funding and Board approval. Route 4 was combined from previous routes 24 and 32, the route was renamed in January of 2021. Draft Short Range Transit Plan FY22 – FY24, SunLine Board of Directors Approval 6/23/2021 115 Draft Short Range Transit Plan FY22 – FY24, SunLine Board of Directors Approval 6/23/2021 116 Route 5 Desert Hot Springs – CSUSB Palm Desert – Westfield Palm Desert Route 5 operates five days a week with 60-minute frequency, connecting Desert Hot Springs with Palm Desert using a portion of the I-10 freeway. A variety of destinations are served, including retail and commercial centers, libraries, senior centers, city halls, recreational attractions and schools. The route also provides convenient connections for customers needing to transfer to SunLine routes 1, 2, 3, 4 and 6. The transfer points are located at West Drive at Pierson Blvd in Desert Hot Springs (connections with routes 2 and 3) and Town Center Way at Hahn Road in Palm Desert (connections with routes 1, 4 and 6). Looking ahead, studies are underway to possibly boost service frequency to every 40 minutes, which is a proposal from the most recent Comprehensive Operational Analysis. That move would be contingent on available funding and Board approval. Route 5 was combined from previous routes 20 and 21, and renamed in January of 2021. Draft Short Range Transit Plan FY22 – FY24, SunLine Board of Directors Approval 6/23/2021 117 Draft Short Range Transit Plan FY22 – FY24, SunLine Board of Directors Approval 6/23/2021 118 Route 6 Coachella – Via Fred Waring – Westfield Palm Desert Route 6 operates seven days a week with 45-minute frequency on weekdays and 60-minute frequency on weekends, connecting Palm Desert with Coachella using a portion of Fred Waring Drive. It also serves the cities of Indio, La Quinta and Indian Wells. A variety of destinations are served, including retail and commercial centers, libraries, senior centers, city halls, recreational attractions and schools. The route also provides convenient connections for customers needing to transfer to SunLine routes 1, 4, 5 and 8. The transfer points are located at 5th St at Vine Ave in Coachella (connections with routes 1 and 8) and Town Center Way at Hahn Road in Palm Desert (connections with routes 1, 4 and 5). Looking ahead, studies are underway to possibly boost service peak weekday frequency to every 30 minutes, which is a proposal from the most recent Comprehensive Operational Analysis. That move would be contingent on available funding and Board approval. Launched in January or 2021, the Route 6 previously served portions of routes 54, 80, 81 and 91. Draft Short Range Transit Plan FY22 – FY24, SunLine Board of Directors Approval 6/23/2021 119 Route 7 Bermuda Dunes – Indian Wells – La Quinta Route 7 operates seven days a week with 45-minute frequency on weekdays and 1-hour 45- minute frequency on weekends, connecting Bermuda Dunes with La Quinta. A variety of destinations are served, including retail and commercial centers, libraries, senior centers, city halls, recreational attractions and schools. The route also provides a convenient connection for customers needing to transfer to SunLine’s Route 1. The transfer point is located at Hwy. 111 at Adams Street in La Quinta. Looking ahead, studies are underway to possibly boost service peak weekday frequency to every 30 minutes, which is a proposal from the most recent Comprehensive Operational Analysis. That move would be contingent on available funding and Board approval. Previously called Route 70, the route was renamed in January of 2021. Draft Short Range Transit Plan FY22 – FY24, SunLine Board of Directors Approval 6/23/2021 120 Draft Short Range Transit Plan FY22 – FY24, SunLine Board of Directors Approval 6/23/2021 121 Route 8 North Indio – Coachella – Thermal/Mecca Route 8 is one of SunLine’s critical routes linking the unincorporated part of the eastern Coachella Valley to the rest of SunLine’s network. The route, which operates seven days a week with 40-minute frequency on weekdays and 60-minute frequency on weekends, connects Indio with Thermal/Mecca, and also serving the city of Coachella. A variety of destinations are served, including retail and commercial centers, libraries, senior centers, city halls, recreational attractions, schools and medical centers. The route also provides convenient connections for customers needing to transfer to SunLine routes 1, 6 and 9. Those transfer points are located at Avenue 66 at Mecca Health Clinic in Mecca (connection to Route 9) and 5th Street at Vine Avenue in Coachella (connection to routes 1 and 6). Route 8 was combined from previous routes 80, 81, 90 and 91, and renamed in January of 2021. Draft Short Range Transit Plan FY22 – FY24, SunLine Board of Directors Approval 6/23/2021 122 Draft Short Range Transit Plan FY22 – FY24, SunLine Board of Directors Approval 6/23/2021 123 Route 9 North Shore – Mecca – Oasis Route 9 operates seven days a week with 60-minute frequency, connects North Shore with Oasis. A variety of destinations are served, including libraries, recreational attractions, medical centers and schools. The route also provides a convenient connection for customers needing to transfer to SunLine’s Route 8. The transfer point is located at Avenue 66 at Mecca Health Clinic. Route 9 was combined from previous routes 90, 91 and 95, and renamed in January of 2021. Draft Short Range Transit Plan FY22 – FY24, SunLine Board of Directors Approval 6/23/2021 124 Route 10 Commuter Link Indio – CSUSB (PDC) – CSUSB – San Bernardino Transit Center (SBTC) / Metrolink The Route 10 Commuter Link is designed to improve regional service between the Coachella Valley and the Inland Empire. For students, the 10 Commuter Link will provide a direct connection between California State University San Bernardino’s campuses in Palm Desert and San Bernardino. It will also provide service to the San Bernardino Transit Center for connections with Metrolink trains as well as routes served by Riverside Transit Agency, Omnitrans, Victor Valley Transit Authority and Mountain Transit. The 10 Commuter Link was temporarily on hold due to ridership declines and school closures from the COVID-19 pandemic and is now slated to begin service July 12, 2021. Draft Short Range Transit Plan FY22 – FY24, SunLine Board of Directors Approval 6/23/2021 125 Route 1X Express to Indio – Express to Palm Springs Route 1X is a new limited-stop express route that will connect Palm Springs and Indio. The majority of the route will travel along Highway 111 with a stop at B Street at Buddy Rogers Avenue and another on Town Center Way at Hahn Road to provide service to an already established bus stop and a high-density area. The purpose of Route 1X is to provide faster travel times between key stops and one additional weekday trip per hour on the Highway 111 corridor. The route will serve five stops in all, at South Palm Canyon at Baristo Road in Palm Springs, B Street at Buddy Rogers Avenue in Cathedral City, Town Center Way at Hahn Road in Palm Desert, Highway 111 at Adams Street in La Quinta and Highway 111 at Golf Center Parkway in Indio. Route 1X is slated to begin service September 7, 2021. Draft Short Range Transit Plan FY22 – FY24, SunLine Board of Directors Approval 6/23/2021 126 School Trippers School tripper buses are traditionally added to regular routes when service reaches capacity or special alignments/deviations are created to address a specific demand for service. These buses are open to both students and members of the public. Rider information related to these routes must be shared with the general public. SunLine is currently serving Desert Sands Unified School District campuses and will begin serving Palm Springs Unified School District campuses when in-person learning resumes. School tripper service is a limited-stop service that operates on the following schedules shown on the following maps. Tripper routes were renamed in January of 2021 as a part of the SunLine Refueled Initiative. Draft Short Range Transit Plan FY22 – FY24, SunLine Board of Directors Approval 6/23/2021 127 Route 200 SB Palm Springs High School AM Tripper Draft Short Range Transit Plan FY22 – FY24, SunLine Board of Directors Approval 6/23/2021 128 Route 400 SB Raymond Cree/Palm Springs High School AM Tripper Draft Short Range Transit Plan FY22 – FY24, SunLine Board of Directors Approval 6/23/2021 129 Route 402 NB Palm Canyon/Stevens AM Tripper Draft Short Range Transit Plan FY22 – FY24, SunLine Board of Directors Approval 6/23/2021 130 Route 403 NB Vista Chino/Sunrise PM Tripper Draft Short Range Transit Plan FY22 – FY24, SunLine Board of Directors Approval 6/23/2021 131 Route 700 SB Harris/Washington – Calle Madrid/AVN Vallejo AM Tripper Draft Short Range Transit Plan FY22 – FY24, SunLine Board of Directors Approval 6/23/2021 132 Route 700 NB Calle Madrid/Avn Vallejo – Harris/Washington AM Tripper Draft Short Range Transit Plan FY22 – FY24, SunLine Board of Directors Approval 6/23/2021 133 Route 701 SB Calle Madrid/Avn Vallejo PM Tripper Draft Short Range Transit Plan FY22 – FY24, SunLine Board of Directors Approval 6/23/2021 134 Route 701 NB Harris/Washington PM Tripper Draft Short Range Transit Plan FY22 – FY24, SunLine Board of Directors Approval 6/23/2021 135 Route 900 NB Shaddow Hills High School AM Tripper Draft Short Range Transit Plan FY22 – FY24, SunLine Board of Directors Approval 6/23/2021 136 Route 801 SB Jackson/44th PM Tripper Draft Short Range Transit Plan FY22 – FY24, SunLine Board of Directors Approval 6/23/2021 137 Route 802 SB Hwy 111/Golf Center Pkwy PM Tripper Draft Short Range Transit Plan FY22 – FY24, SunLine Board of Directors Approval 6/23/2021 138 Route 803 NB Shadow Hills High School AM Tripper SHORT RANGE TRANSIT PLAN FY 2021/22 – FY 2025/26 Approved June 9, 2021 i 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 ................................................................................... 13 2.0 WESTERN COUNTY VANPOOL PROGRAM ................................................ 16 2.1 Vanpool Service Profile ......................................................................................... 16 2.2 Vanpool Existing Performance .............................................................................. 19 2.3 Vanpool Service Enhancements ........................................................................... 20 2.4 Vanpool Projected Ridership Growth ................................................................... 21 2.5 Vanpool Potential Fare Changes ........................................................................... 22 2.6 Vanpool Proposed Incentive Program .................................................................. 23 2.7 Vanpool Capital Investments ................................................................................ 24 3.0 COACHELLA VALLEY AND WESTERN COUNTY RAIL PROGRAMS ............... 25 3.1 Coachella Valley Rail ................................................................................ 25 3.1.1 Coachella Valley – San Gorgonio Pass Rail Corridor Project ........................... 25 3.2 Western County Rail - Metrolink ............................................................. 29 3.2.1 Metrolink Service Profile ................................................................................ 29 3.2.2 Metrolink Fare Structure ................................................................................ 33 3.2.3 Metrolink Revenue Fleet ................................................................................ 36 3.2.4 Metrolink Rider Profile.................................................................................... 36 3.2.5 Metrolink Existing Performance ..................................................................... 37 3.2.6 Metrolink Key Performance Indicator ............................................................ 40 3.2.7 Metrolink Productivity Improvement Efforts ................................................. 41 3.2.8 Metrolink Recent Service Changes ................................................................. 41 3.2.9 Metrolink Major Trip Generators ................................................................... 42 ii 3.2.10 RCTC Proposed Metrolink Service Plan ........................................................ 42 3.2.11 Metrolink and RCTC Marketing Plans and Outreach ....................................... 45 3.2.12 Metrolink Projected Ridership Growth ........................................................... 47 3.2.13 Metrolink and RCTC Capital Improvement Plans ............................................ 47 3.2.14 Overview of Long-Term Rail Capital Investments ........................................... 57 4. FINANCIAL PLANNING ............................................................................. 58 4.1 Operating and Capital Budget – FY 2021/22 ........................................................ 59 4.2 Funding to Support Future Operating and Capital Plans ...................................... 59 4.3 Regulatory and Compliance Requirements .......................................................... 60 4.4 Status of Current Capital Projects ......................................................................... 62 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 Park & Rides Figure 5: Map of Vanpool Origins Destined for Western Riverside County Figure 6: Project Vanpool Ridership, FY 2020/21 – 2024/25 Figure 7: Metrolink Commuter Rail System Figure 8: Map of Metrolink IEOC Line Figure 9: Map of Metrolink Riverside Line Figure 10: Map of Metrolink 91/PVL Line Figure 11: Metrolink Systemwide Annual Ridership, FY 2014/15 – 2019/20 Figure 12: Total Ridership Riverside County Metrolink Lines, FY 2014/15 – 2019/20 Figure 13: Riverside County Average Weekday Passenger Distribution by Line Figure 14: RCTC Stations Passenger Distribution Figure 15: Riverside County Served Lines On-Time Performance Figure 16: 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 iii 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 1 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 subsidy 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 2021, 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. 2 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 at the reduced service levels in FY 2021/22 until ridership recovery requires service to be reinstated. As a result of the continued travel and commute restrictions resulting from COVID-19, in FY 2020/21 VanClub did not regain the routes/ridership achieved before COVID-19. Since July 2020, there have been 30 vanpool routes that have continued during the fiscal year and the progr am anticipates minor increases in participation before the end of FY 2020/21. The service plans and strategies for both are described in this five-year plan and should be noted that the focus for the near-term will implement strategies to maintain and regain riders, including increasing safety and sanitization measures to meet customer needs. The proposed FY 2021/22 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. 3 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. 4 ✓ 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. ✓ Median income is higher in Western Riverside County compared to the eastern subareas. ✓ Countywide, nearly two-thirds of households had incomes of $75,000 or less. ✓ Over two-thirds of Riverside County’s dwelling units are single-family. ✓ Nearly 70% of jobs in Riverside County paid $35,000 per year or less. ✓ Only 13% of jobs in Riverside County paid $75,000 per year or more. ✓ Education is the dominant industry in Riverside County, representing a quarter of all County jobs. ✓ Retail, arts and entertainment, and professional industry sectors all represent over 10% of jobs. ✓ Employment in Riverside County grew from 1.1% from 2010 to 2015, which was significantly higher than other counties such as Orange, San Bernardino, and Los Angeles, which saw changes of -0.2%, 0.1%, and -1.3%, respectively, during the same period. 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 5 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 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. 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. 6 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 (CalSTA) 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 Transpor tation (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, ra il, 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 V entura counties). 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. 7 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 pa ssenger 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 larg er MPO planning purposes. Subregional Agency Partners RCTC works with two primary subregional agencies. The Western Riverside County 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 tribe s 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 imp rovement 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. 8 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 stations in Riverside County out of the 57 Metrolink stations in southern California. 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 t ransportation users. The stations also serve as designated park & rides to encourage rideshare. Figure 2: Map of RCTC-Owned Metrolink Stations in Western Riverside County 9 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 27 years, the Commission has invested more than $145 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 Rail: 91/PVL Line, IEOC Line, Riverside Line, Amtrak Bus: RTA, Amtrak OmniTrans, MegaBus 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 Jurupa Valley- Pedley 6001 Pedley Road, Jurupa Valley Rail: Riverside Line Bus: RTA Platform with boarding track Parking lot (288 spaces) Size: 4.5 acres In Service Date: June 1993 Riverside-La Sierra 10901-A & B Indiana Avenue, Riverside Rail: 91/PVL, IEOC Line Bus: RTA Platform with 2 boarding tracks Parking lot (1,065 spaces) Enclosed pedestrian bridge, elevators, stairwells Size: 9.35 acres In Service Date: October 1995 10 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 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 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) Riverside- Hunter Park/UCR 1101 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 Moreno Valley/March Field 4160 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 11 Perris-South 1304 Case Road, Perris Rail: 91/PVL Bus: RTA Amtrak Platform with boarding track Parking lot (907 spaces) Size: 40.57 acres In Service Date: June 2016 RDNOCC 4344 Vine Street, Riverside N/A CCTV operations center Offices and meeting rooms Size: 3,000 square feet In Service Date: April 2016 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 San Jacinto 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. 12 Figure 3: Map of San Jacinto Branch Line RCTC Leased Park & Ride Locations Park & 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 & 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 & 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 & ride network in Western Riverside County with an incremental 942 spaces across 12 lease locations. Figure 4 is a map of all of the park & ride facilities in western county. 13 Figure 4: Map of Park & Ride Facilities, Western Riverside County 1.6 Previous Studies and Plans 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; pr ovide 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. 14 • 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 commuter 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 Ma rket 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 was completed in 2021. • Park & Ride Study (2020) – The purpose of this study done in partnership with SANDAG, was to proactively address park & ride demand by better managing existing lots and identifying potential park & ride solutions to accommodate future demand in San Diego and Western Riverside County. The report also identifies strategies and tools to help 15 improve the planning, operation, and management of site-specific lots and the regional network. • Traffic Relief Plan (2020) - This is an aspirational plan containing needed transportation projects and services countywide. The purpose of the Traffic Relief Plan was to serve as the legally-required expenditure plan for a potential half-cent sales tax that the Commission could propose to the voters of Riverside County. 16 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 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 2020/21, the average VanClub monthly lease cost before the subsidy averaged $1,118 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 third-party 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 vendor then invoices RCTC for the monthly subsidy. RCTC contracts with two types of vendors who provide vanpool vehicles to VanClub participants: private sector vendors (referred throughout as private leasing vendors), where RCTC is currently under contract with AVR Vanpool and Commute with Enterprise, and a public transit agency/vendor, the California Vanpool Authority (“CalVans”). Program Guidelines and Reporting Requirements For both programs, RCTC establishes the minimum program requirements and program guidelines. In the spring of FY 2019/20 when the State issued a shelter in place order as a result of the COVID-19 pandemic, RCTC lowered the threshold of two of the program guidelines’ requirements as it relates to monthly reporting. These changes were necessary to assist essential workers to continue their work commutes during the pandemic. The two areas are noted below and this temporary change has continued in FY 2020/21. RCTC requires 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; 17 4. Commute at least 12 or more days during a calendar month period (lowered to at least one day per month during COVID-19); 5. The ratio of riders to available seats, including the driver (“occupancy”) must be at least 70% when a vanpool applies to the program and the vanpool must maintain a minimum occupancy rate of 50% (lowered to 15% during COVID-19); 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 private sector leasing vendor(s), apply and report directly to VanClub. CalVans vanpools primarily serve the agricultural and post-secondary educational markets. 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). 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. A s 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 to wards 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, ca r 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. 18 The VanClub program does not collect any fares or funds from the participating vanpools. The vanpool groups pay for their lease directly to the private sector 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 March 2020, the number of vanpools approved and enrolled into the program was 96. However, due to COVID-19 impacts, the number of vanpools were reduced to 30, and has remained stable throughout FY 2020/21. Figure 5 reflects the originating locations of the current vanpools to show that 63% come from other counties and 37% are intra-county vanpools. Figure 5: Map of Vanpool Origins Destined for Western Riverside County During FY 2020/21, two of the 30 active vanpools commuted to a post-secondary educational institution (University of California at Riverside). The remaining 28 vanpools commuted to military worksites at the March Air Reserve Base in Moreno Valley. Coordination with IE Commuter (IEC) RCTC engages and partners with large employers in Western Riverside County, through the IE Commuter brand, to increase awareness and consideration for alternative commute modes to driving alone. These alternatives include carpool, vanpool, bus transit, Metrolink, biking, walking, and teleworking. Currently, there are more than 200 IEC employer partners, representing approximately 265,000 employees that have signed partnership agreements to gain access to IEC employer programs, 19 services, and commuter incentives. IEC provides hands on support to assist employers with implementing rideshare programs through surveying employees to generate match lists and provide statistics so as to comply with regional air quality regulations. IEC also provide incentives and rewards for commuters that rideshare, marketing wor kshops for ETCs, as well as annual contests and promotions to encourage ridesharing. 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 and commute distance, 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 gene ral, crosses county lines (RCTC’s intra-county vanpools only account for 37% of active vanpools). As a result, in 2007 the CTCs agreed that the subsidy will be provide d 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 challenging 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 January 2021, the vanpool program resulted in: • 34,684 unlinked passenger trips; • 402,833 vanpool miles travelled; and • 9,197 vehicle revenue hours. This vanpool activity resulted in the following: • 930,834 vehicle miles of travel reduced; • 503 tons of emissions reduced; and • 63% average monthly occupancy rate. 20 The program’s benefit to the individual commuter is tremendous, as based on seven months of performance during FY 2020/21, the individual commuter participating in a VanClub vanpool, realized: • An average one-way commute distance of 51.6 miles, commuting 19.7 days each month; • An average one-way fare of $6.49 per person per trip; and • An average monthly out of pocket fare of $255.63. 2.3 Vanpool Service Enhancements A cornerstone of the Commission’s Commuter Assistance Program (CAP), which VanClub falls under, 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 transportation. The combined effort results in less congestion, decreased vehicle miles traveled, and improved air quality. The major initiatives to continue these partnerships and effort s in FY 2021/22 and beyond, are described below. • Regionalize the Rideshare/Vanpool Database: In partnership with CTC partners, the Commission will transition (Summer 2021) from a locally provisioned Inland Empire-based rideshare and vanpool system to a regional platform/database solution. This shift 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. • 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 CAP serving Western Riverside County, 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 and RCTC anticipates this culture will continue through and beyond the COVID-19 recovery period. 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. • Recover, Adjust, & Expand: The preceding efforts and partnerships combined with strategically supporting employers during the critical “Fresh Start” period of employers returning to worksites will position CAP for a recovery effort back to pre-pandemic vanpool levels. Still, going forward, future vanpool formation will not only be competing 21 with the traditional resistance to sharing the ride, it will also be challenged with the ongoing fear or uncertainty with shared-ride arrangements as well as more widespread adoption and more frequent or permanent telework arrangements. As such, VanClub anticipates the need to revisit and potentially adjust program requirements to adapt to the “new normal”. As a counter, the CAP will be working towards expanding beyond the traditional employer markets it serves. The primary go-to-market strategy has been to leverage larger employer (250+) partnerships to cost effectively access and market to employee commuters. While this channel has historically proven to be efficient over the years, a majority of employer and commuter employees are now positioned in the small/medium employer space. Additionally, the CAP will phase in more direct end -user engagement to further expand the awareness and consideration of vanpool. • Improve Multimodal Connections: In addition to ridematching, information services, incentives to facilitate ridesharing, and offering ongoing vanpool subsidies through VanClub, the CAP also provides park & ride facilities to support ridesharing and vanpool efforts. The last Caltrans park & ride facility in the County was built in 1999. The Commission leases park & ride spaces from property owners to supplement the network of park & ride spaces in the County. A continued focus for FY 2021/22 will be increasing the number of leased spaces as needed 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. 2.4 Vanpool Projected Ridership Growth As a result of the COVID-19 impacts, the active vanpools that ceased operations from March to July 2020 have not returned to their regular commute patterns. With safety concerns, as well as the economy and workforce in an upheaval, VanClub temporarily ceased outreach activities in FY 2020/21, along with the recruitment of new vanpools. Given the impact the pandemic has had on the workforce and the need to continue social distancing during one’s commute, VanClub continues to relax the minimum program requirements (on occupancy and minimum days each month) to continue subsidy support for the active vanpools as they struggle to retain and recruit passengers. VanClub projections have been adjusted to reflect the continued impacts of the pandemic. Based on conversations with IEC employers, RCTC projects there will be 35 active vanpools by the end of FY 2020/21. Table 2.0 includes projections of the number of vanpools between FY 202 2/22 to FY 2025/26. The projections estimate that t will take over two additional fiscal years before VanClub can return to pre-COVID-19 levels. The increase in active vanpools will achieve VanClub’s goals of expanding commuter transportation options, supplementing the bus/rail network, and increasing the number of participating vanpools. 22 Table 2.0: Projected No. of Active Vanpools, FY 2020/21 – 2024/25 Fiscal Year No. of Vanpools 2020/21 2021/22 2022/23 2023/24 2024/25 2025/26 35* 60 81 93 110 126 *Total pre-COVID-19 was 78. Based on the above projected growth in active vanpools, the unlinked passenger trips are anticipated to double in two years and increase 4.7 times by FY 2025/26 from FY 2020/21. Figure 6 illustrates the projected growth in vanpool ridership. Figure 6: Projected Vanpool Ridership, FY 2021/22 – 2025/26 2.5 Vanpool Potential Fare Changes At the start of FY 2020/21, the program had one private leasing vendor for the traditional employer vanpool market. In FY 2020/21, RCTC released 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. An additional vendor proposed, the contract was approved and executed by the Commission, and the vendor has been provided a notice to proceed. The intent with an additional vendor is to provide more vehicle choices (such as hybrid or electric vehicles) and more competitive lease rates, with the hope that 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 62,084 105,103 172,659 215,271 252,729 295,164 0 50,000 100,000 150,000 200,000 250,000 300,000 350,000 FY 2020/21 2021/22 2022/23 2023/24 2024/25 2025/26 Projected Vanpool Ridership FY 2020/21 -2025/26 23 control vehicle pricing or fares. RCTC has no control over the pas sengers’ 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, the lease cost may be higher. However, 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. 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 l ose 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. Given the continued impact of COVID-19 and the federal directives for social distancing on board all forms of public transportation, it is anticipated that vanpools will continue to have slightly lower occup ancy throughout FY 2021/22. 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 residents 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 2021, after careful analysis, the Commission staff may be seeking approval to adjust the incentive from $2/day to a more motivating $5/day and establishing a max incentive amount (i.e. $100) for the three month incentive period 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 trans it 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 vanpool s, regardless of their destination. If approved, this could help jump start vanpool recovery efforts. 24 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 we ll 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. 25 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 Gorgonio Pass Rail Corridor Study and the Coachella Valley Special Event Train Platform, which are described in the sections below. 3.1.1 Coachella Valley – San Gorgonio 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 via ble 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 was released in May 2021. 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 7 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 144-mile long rail corridor between Los Angeles Union Station (LAUS) and the City of 26 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. Market Analysis As of 2019, the Los Angeles Basin has a population of approximately 17.4 million, and approximately 7.7 million jobs. The Coachella Valley has a population of approximately 441,000, and approximately 14.1 million annual visitors. There are currently 160,000 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. 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 Metroli nk’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. 27 Potential Facilities The proposed Coachella Valley Corridor intercity service would stop at three existing Metrolink/Amtrak stations: LAUS, Fullerton, and Riverside – Downtown. Five or six additional existing or new stations are proposed between Riverside and Indio. Options include: • Redlands/Loma Linda (new station) • Banning/Beaumont/Cabazon (new station) • Palm Springs (existing Amtrak station) • Mid Valley (new station) • Indio (existing bus station and planned intermodal station) • Coachella (possible extension in the Environmental Document) 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: $6 million for Planning and Environmental Project Funding: FRA, Prop 1B, STA Funds Project Completion: Late 2021 for EIR/EIS 28 Figure 7: Map of Proposed Coachella Valley – San Gorgonio Pass Rail Corridor 29 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 provides service to the various counties with seven commuter lines, three of which serve Riverside County including the IEOC Line, Riverside Line, and 91/PVL Line. Figure 8 depicts the Metrolink Commuter Rail System Map. Figure 8: Metrolink Commuter Rail System 30 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 9. 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 ter minating 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, Corona Cruiser, and Amtrak provide connecting transit service. The average trip length is 33.8 miles. Figure 9: Map of Metrolink IEOC Line 31 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 10. 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, 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 10: Map of Metrolink Riverside Line 32 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 11 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 t o 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, Corona Cruiser, and Amtrak provide connecting service in Riverside County. The average trip length is 36.6 miles. Figure 11: Map of Metrolink 91/PVL Line 33 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 – A 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 • 5-Day Flex Pass – Valid for five one-day passes valid for travel within 30 days. 34 • 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. Ticket Purchase Options • 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 has completed installation of TVDs at all the stations. The TVDs dispense new paper tickets that contain a watermark and holographic security image to prevent duplication. The TVDs currently accept cash, card payments, and contactless payment including Apple Pay, Samsung Pay, and Google. • 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. Discounted Fares 35 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%. Loyalty Program A new Loyalty Program was initiated in 2020. This program includes: • Cashback rewards that are accumulated and paid at regular intervals and points that can be redeemed for services • Tiered benefits at different levels of the program • Points that can be redeemed for products and services from third parties • Other rewards for being a member, e.g. member-only sales, first notice of new products, extra discounts Existing Transfer Agreements 36 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 Metrolink has 39 revenue train sets in operation1. 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 has upgraded its fleet of locomotives to operate new Tier 4 clean technology locomotives 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. 1 Source: Metrolink 10-Year Strategic Plan 2015-2025 Technical Appendix 2 Source: Metrolink Transit Asset Management Plan (May 2016) 37 Table 3.0: Metrolink Rider Profile Riverside Line IEOC Line 91/PVL Line Ethnicity: Black/African American Hispanic Asian Caucasian (non-Hispanic) Other 9% 29% 35% 22% 5% 7% 33% 15% 40% 6% 14% 26% 21% 31% 7% Median Household Income $96,310 $89,641 $90,860 Automobile Availability 90% 93% 89% Employment Status Not Employed/Retired Part-Time Self-Employed Student Only Full-Time 1% 3% 2% 8% 86% 1% 4% 2% 4% 89% 1% 3% 4% 7% 86% Languages Spoken at Home Other Cantonese Mandarin Tagalog Spanish English 9% 5% 9% 6% 23% 47% 9% 1% 1% 1% 27% 59% 13% 1% 2% 5% 20% 57% English Proficiency Not Well Well Not Well 3% 13% 84% 3% 11% 86% 3% 14% 83% Ridership Frequency (Rides 3 Days or More per Week) 90% 89% 85% Average Ridership Frequency (Days per Weekday) 4.4 4.5 4.2 Average Trip Length (miles) (Weekday) 38.8 32.9 38.6 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 12. 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. Ridership levels remain low for the duration of the pandemic lock down and there is hope for recovery as the restrictions are lifted and people return to work. 38 3,076,461 3,219,101 3,310,791 3,265,614 3,170,251 2,453,579 603,163 1711142 100,000 600,000 1,100,000 1,600,000 2,100,000 2,600,000 3,100,000 3,600,000 FY15 FY16 FY17 FY18 FY19 FY20 FY21*FY22* Total Ridership for Riverside County Lines, FY 2014/15 -2025/26 Figure 12: Metrolink Systemwide Annual Ridership, FY 2014/15 – 2021/22 *Metrolink Projected Ridership 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 13. 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 13: Total Ridership Riverside County Metrolink Lines, FY 2014/15 – 2021/22 *Metrolink Projected Ridership 11,719,987 11,504,399 11,640,268 11,688,607 11,935,321 9,357,019 2,431,085 6514775 300,000 2,300,000 4,300,000 6,300,000 8,300,000 10,300,000 12,300,000 14,300,000 FY15 FY16 FY17 FY18 FY19 FY20 FY21*FY22* Metrolink Systemwide Annual Ridership, FY 2014/15 -2021/22 39 Figure 14 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 15, 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. Figure 14: Riverside County Average Weekday Passenger Distribution by Line Source: 2020 Year-to-date Metrolink Boarding Reports Figure 15: RCTC Stations Passenger Distribution Source: 2020 Year-to-date Metrolink Boarding Reports Riverside Line 16% Inland Empire -Orange County 51% 91/Perris Valley Line 33% Riverside County Average Weekday Passenger Distribution by Line, 2020 Riverside - Downtown, 323, 26% Corona -North Main, 302, 25% Riverside -La Sierra, 258, 21% Corona -West, 169, 14% Jurupa Valley/Pedley, 44, 4% Perris - South, 39, 3% Moreno Valley - March Field, 36, 3% Perris - Downtown, 35, 3% Riverside Hunter Park, 12, 1% RCTC Stations Passenger Distribution, 2020 40 3.2.6 Metrolink Key Performance Indicator A key performance indicator is on-time performance. On-time performance and reliability are important metrics that relate directly to customer ex periences 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 16 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 16: Riverside County Served Lines On-Time Performance Source: Metrolink OTP reports 75.0% 80.0% 85.0% 90.0% 95.0% 100.0% FY15 FY16 FY17 FY18 FY19 FY20 FY21 YTD Riverside County Lines On-Time Performance 91/PVL IE/OC Riverside Line Target OTP 41 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 avai lable; • 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. 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 42 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 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 5-year service growth scenario that will be initiated upon full-service recovery from the pandemic. 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. 43 Table: 3.2: Proposed Riverside County Metrolink Service Improvements Fiscal Year Recovered Year 1 Year 2 Year 3 Year 4 Year 5 Oct Apr Oct Apr Oct Apr Oct Apr Oct Apr Oct Apr Line Proposed 91/PVL AM Peak1 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 Reverse Peak* 1 1 1 1 1 2 2 2 2 2 2 3 PM Peak1 5 5 6 6 6 7 7 8 8 9 9 9 Total 11 11 15 15 15 19 19 21 21 23 23 25 Total trains to Perris 8 8 *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 39 39 43 45 47 51 53 57 57 59 63 65 (weekdays) BNSF FUL-RIV Totals 27 27 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 1 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. Immediate Strategies after Recovery for Year 1: • Reinstate 12 train moves 91/PVL to Perris • Add new IEOC reverse commute trip 44 • Add new weekend IEOC - currently only two roundtrips (4 trains) since 2006 (AVL has 12 weekend trains) • Add 91/PVL weekend roundtrip from LA-Riverside-Perris expand IE as a destination Goals by Line: • 91/PVL o Year 1 - Add 91/PVL weekday peak and reverse peak trips to Perris o Year 2 - Add 91/PVL weekday peak trip o Year 3 - Add 91/PVL weekday peak trip o Year 3 - Add 91/PVL weekend service o Year 4 - Add 91/PVL weekday reverse peak trip • IEOC o Year 1 - Add IEOC weekday peak trip o Year 2 - Add IEOC weekday peak trip o Year 3 - Add IEOC weekend service o Year 4 - Add IEOC weekday peak trip • Riverside o Year 3 - Add Riverside weekday peak trip COVID-19 Impacts on Service Plan In 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 • Reduces crew utilization by 5 for crew cost savings of about $3,140 daily • Reduces footprint on foreign railroads for cost savings of about $2,862 daily • Ability to restore full service on short notice 45 Riverside County Impacts • Riverside Line reduction of trains: 402, 404, 405, 411, 412 • 91/PVL reduction of trains: 711 • IEOC reduction of trains: 804, 813 • Future service additions will be reviewed and implemented based on needs and passenger demand 3.2.11 Metrolink and RCTC Marketing Plans and Outreach Metrolink and RCTC work collaboratively to promote and market Metrolink services. Metrolink focuses on systemwide promotions and campaigns and RCTC supplements these efforts with more targeted outreach in the County. Following is a summary of these efforts. Metrolink Initiated Promotions and Marketing Campaigns Metrolink will continue line and destination-specific marketing to attract, retain, and recapture riders by developing customized marketing tactics. Loyalty Program Campaign Metrolink has initiated a loyalty program to reward riders for their continued engagement with Metrolink. The Loyalty Program will offer: • Cashback rewards that are accumulated and paid at regular intervals • Points that can be redeemed for services • Tiered benefits at different levels of the program • Points that can be redeemed for products and services from third parties Other rewards for being a member, e.g. member-only sales, first notice of new products, extra discounts. Corporate Partnerships Program (CPP) Metrolink has incorporated the CPP into the Mobile App and has allowed the TVDs to redeem the QuickCards. Metrolink is also proposing a business-to-business marketing campaign to gain more corporate accounts. Line Awareness Marketing Campaign Metrolink conducts marketing campaigns to attract new ridership with various marketing strategies, such as billboards, bus shelter advertising, radio spots, social media advertising, digital and mobile app advertising, and print advertising. Creative direct mailers for the IEOC Line, internet ads for the 91/PVL Line, and social media ad s for the Riverside Line have offered promotional codes for free or discounted rides. 46 In addition to the regular train services and after the pandemic recovery, the Commission will once again pursue partnerships with other agencies to provide access to sporting and holiday events with special services such as the Angels Express Train and Festival of Lights Train. These types of promotional services have been highly successful in increasing ridership and introducing new riders to commuter rail. Angels Express Train (Future) The Commission typically 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 (Future) Through the growing success and interest of the City of Riverside’s month-long Festival of Lights (FOL), the Commission typically partners 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 (Using appropriate social distance) 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 groups • Community events presence • Digital marketing targeted to Riverside County • Support for Special Events Trains such as Festival of Lights and Angels Express The Commission has also continued to increase Rail Safety awareness. Key elements of rail safety program include: • Comprehensive outreach to UCR community 47 • 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 3.2.12 Metrolink Projected Ridership Growth Due to COVID-19 impacts, Metrolink ridership projections are based on a moderate growth pattern that has been impacted by the several waves of COVID peaks. 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. Current projections indicate it may take several years to fully recover to previous ridership levels. 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 48 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. 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 and has received 40 Tier 4 locomotives. 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. 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 49 • 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. RCTC Rail Capital Infrastructure Projects The Commission’s focus for the next five years is to delivery projects that will imp rove 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 relocatio n, 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 i ncludes: 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 50 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: Construction Complete, Project close-out Total Project Cost: $6.3 million Project Funding: FTA 5307 Project Completion: Spring 2021 51 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: Design Estimated Start of Construction: Fall 2021 Project Cost Estimate: $26 million Project Funding: FTA 5307 Project Completion: Early 2024 52 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. 53 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 wi ll 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 proje ct 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 ROW or expanded parking lot) Project Funding: FTA 5307 Grant, TIRCP, STA Project Completion: December 2025 54 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 could potentially continue to the Perris Downtown Station to allow for multiple boarding opportunities. Project Status: Project Definition Report Project Cost Estimate: $22 million Project Funding: TBD Project Completion: 6-7 years 55 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, start ing 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 pro ject 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 56 Moreno Valley/March Field Station Pedestrian Bridge Project (SCORE Project) The Moreno Valley / March Field Station is one of the ne w 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 57 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 58 4. 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 ¼ 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 59 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. Local Programs ➢ Measure A – Administered by RCTC, Measure A is a ½ 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 2021/22 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 2021/22. Total operating expenses for FY 2021/22 is estimated at $37.9 million, combined for the vanpool and rail programs, which represents a decrease of 4% from FY 2020/21 primarily due to reduced Metrolink services and reduced ridership on VanClub due to the pandemic. Total capital programming for FY 2021/22 is $17.2 million which is for a combination of Metrolink capital obligation and RCTC station projects. Project descriptions and justifications for each capital project are found in Table 4.0A at the end of this chapter. The FY 2021/22 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 – 2025/26. 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. 60 Table 4.5: Projected Total Operating Costs (Vanpool and Commuter Rail), FY 2021/22 – 2025/26 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 exclud ed 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 rece iving 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 resp onsible 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. Fiscal Year Total Operating 2021/22 2022/23 2023/24 2024/25 2025/26 $ 37,994,844 $ 39,127,429 $ 40,543,739 $ 41,977,397 $ 43,461,103 61 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 acti vity 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 Comm ission is an equal opportunity employer, it is not required to fulfill this requirement. 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, which staff has implemented and/or is addressing, 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. 62 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 – 12/2024 $26,000,000 $0 Riverside Downtown Station Track & Platform 20-3 Facilities/ Capital Upgrades Partially Funded 11/2020 – 12/2025 $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 – 07/2021 $6,332,444 $0 Coachella Valley Rail Tier 1 Environmental Study 20-1 Facilities/ Capital Upgrades Fully Funded 05/2016 – 12/2021 $6,000,000 $0 Project Total Amount of Funds 5307 RS 5307 RS CARES OB 5337 LCTOP PUC99313 LTF MA CR OTHR LCL SGR PUC99313 SGR PUC99314 STA PUC99313 Farebox Western County Rail Metrolink Operating Subsidy & Preventative Maintenance1 $21,474,584 $10,300,000 $864,540 $10,310,044 Next Generation Rail Study Phase II $400,000 $400,000 Program Management and Support2 $4,923,600 $2,067,700 $2,855,900 San Jacinto Line Right of Way Maintenance $2,336,300 $2,036,300 $300,000 Station Operations and Security $7,711,500 $2,186,400 $5,230,400 $294,700 Transfer Agreements $150,000 $150,000 Vanpool RCTC VanClub Operating Expenses $1,210,260 $431,600 $74,700 $30,000 $673,960 Sub-total Operating $38,206,244 $0 $12,918,000 $0 $864,540 $12,927,744 $10,197,300 $624,700 $0 $0 $0 $673,960 Project Total Amount of Funds 5307 RS 5307 RS CARES OB 5337 LCTOP PUC99313 LTF MA CR OTHR LCL SGR PUC99313 SGR PUC99314 STA PUC99313 Farebox Western County Rail Rail Stations - Capital Rehabilitation - WC 22-1 $1,500,000 $1,226,421 $273,579 Moreno Valley/March Field Station Ped Bridge - WC - 22-2 $9,300,000 $9,300,000 Riverside Downtown Station Track and Platform3 - WC 22-3 $1,900,000 $1,900,000 RCTC Metrolink Capital Obligation - WC 22-4 $4,292,859 $4,226,859 $66,000 Coachella Valley Rail CV Rail Environmental/Service Development Plan - CV 22-1 $189,339 $189,339 Sub-total Capital $17,182,198 $9,300,000 $0 $4,226,859 $0 $0 $0 $66,000 $1,226,421 $273,579 $2,089,339 $0 Total Operating & Capital $55,388,442 $9,300,000 $12,918,000 $4,226,859 $864,540 $12,927,744 $10,197,300 $690,700 $1,226,421 $273,579 $2,089,339 $673,960 3 Reflects Western County Rail STA needed for ROW and related consulting. 1 Total reflects an estimated full year subsidy with potential need for increases if 30% service reduction is reinstated. 2 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. Table 4.0 - Summary of Funding Request - FY2021/22 RCTC Western County Rail, Coachella Valley Rail, and Vanpool Programs Operating Capital Project Total Amount of Funds 5307 RS 5337 LCTOP PUC99313 LTF MA CR OTHR LCL SGR PUC99313 SGR PUC99314 STA PUC99313 Farebox Western County Rail Metrolink Operating Subsidy & Preventative Maintenance1 $22,118,822 $4,000,000 $1,000,000 $12,000,000 5,118,822 Program Management and Support2 $5,071,308 $2,129,731 $2,941,577 San Jacinto Line Right of Way Maintenance $2,406,389 $2,097,389 $309,000 Station Operations and Security $7,942,845 $7,648,145 $294,700 Transfer Agreements $150,000 $150,000 Vanpool RCTC VanClub Operating Expenses $1,655,807 $295,838 $343,600 $1,016,369 Sub-total Operating $39,345,171 $0 $4,000,000 $1,000,000 $14,279,731 $12,982,949 $947,300 $0 $0 $5,118,822 $1,016,369 Project Total Amount of Funds 5307 RS 5337 LCTOP PUC99313 LTF MA CR OTHR LCL SGR PUC99313 SGR PUC99314 STA PUC99313 Farebox Western County Rail Rail Stations - Capital Rehabilitation $900,000 $626,421 $273,579 Moreno Valley/March Field Station Ped Bridge $0 Riverside Downtown Station Track and Platform $0 Perris 2nd Track Moreno Valley to Downtown Perris Perris $0 Perris South 2nd Track and 4th Layover Track $0 Station Parking Expansion Analysis $0 RCTC Metrolink Capital Obligation $8,000,000 $8,000,000 Coachella Valley Rail CV Rail Environmental/Service Development Plan - CV 21-1 $380,000 $380,000 Sub-total Capital $9,280,000 $0 $8,000,000 $0 $0 $0 $0 $626,421 $273,579 $380,000 $0 Total Operating & Capital $48,625,171 $0 $12,000,000 $1,000,000 $14,279,731 $12,982,949 $947,300 $626,421 $273,579 $5,498,822 $1,016,369 Table 4.1 - Summary of Funding Request - FY2022/23 RCTC Western County Rail, Coachella Valley Rail, and Vanpool Programs Operating Capital 2 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. 1 Total reflects an estimated full year subsidy of Metrolink services based on a 3% increase from prior year. Project Total Amount of Funds 5307 RS 5337 LCTOP PUC99313 LTF MA CR OTHR LCL SGR PUC99313 SGR PUC99314 STA PUC99313 Farebox Western County Rail Metrolink Operating Subsidy & Preventative Maintenance1 $22,782,386 $4,000,000 $1,000,000 $12,000,000 5,782,386 Program Management and Support2 $5,223,447 $2,193,623 $3,029,824 San Jacinto Line Right of Way Maintenance $2,478,581 $2,160,311 $318,270 Station Operations and Security $8,181,130 $7,886,430 $294,700 Transfer Agreements $170,000 $170,000 Vanpool RCTC VanClub Operating Expenses $1,932,469 $270,109 $420,000 $1,242,360 Sub-total Operating $40,768,013 $0 $4,000,000 $1,000,000 $14,363,623 $13,346,674 $1,032,970 $0 $0 $5,782,386 $1,242,360 Project Total Amount of Funds 5307 RS 5337 LCTOP PUC99313 LTF MA CR OTHR LCL SGR PUC99313 SGR PUC99314 STA PUC99313 Farebox Western County Rail Rail Stations - Capital Rehabilitation $900,000 $626,421 $273,579 Moreno Valley/March Field Station Ped Bridge $5,000,000 $5,000,000 Riverside Downtown Station Track and Platform $0 Perris 2nd Track Moreno Valley to Downtown Perris Perris $5,000,000 $5,000,000 Perris South 2nd Track and 4th Layover Track $5,000,000 $5,000,000 Station Parking Expansion Analysis $0 RCTC Metrolink Capital Obligation $8,000,000 $8,000,000 Coachella Valley Rail CV Rail Environmental/Service Development Plan - CV 21-1 $390,000 $390,000 Sub-total Capital $24,290,000 $15,000,000 $8,000,000 $0 $0 $0 $0 $626,421 $273,579 $390,000 $0 Total Operating & Capital $65,058,013 $15,000,000 $12,000,000 $1,000,000 $14,363,623 $13,346,674 $1,032,970 $626,421 $273,579 $6,172,386 $1,242,360 Table 4.2 - Summary of Funding Request - FY2023/24 RCTC Western County Rail, Coachella Valley Rail, and Vanpool Programs Operating Capital 1 Total reflects an estimated full year subsidy of Metrolink services based on a 3% increase from prior year. 2 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. Project Total Amount of Funds 5307 RS 5337 LCTOP PUC99313 LTF MA CR OTHR LCL SGR PUC99313 SGR PUC99314 STA PUC99313 Farebox Western County Rail Metrolink Operating Subsidy & Preventative Maintenance1 $23,465,858 $4,000,000 $1,000,000 $12,000,000 6,465,858 Program Management and Support2 $5,380,151 $2,259,432 $3,120,719 San Jacinto Line Right of Way Maintenance $2,552,938 $2,225,120 $327,818 Station Operations and Security $8,426,564 $8,131,864 $294,700 Transfer Agreements $170,000 $170,000 Vanpool RCTC VanClub Operating Expenses $2,212,889 $1,430,489 $782,400 Sub-total Operating $42,208,400 $0 $4,000,000 $1,000,000 $14,429,432 $14,908,192 $622,518 $0 $0 $6,465,858 $782,400 Project Total Amount of Funds 5307 RS 5337 LCTOP PUC99313 LTF MA CR OTHR LCL SGR PUC99313 SGR PUC99314 STA PUC99313 Farebox Western County Rail Rail Stations - Capital Rehabilitation $900,000 $626,421 $273,579 Moreno Valley/March Field Station Ped Bridge $0 Riverside Downtown Station Track and Platform $0 Perris 2nd Track Moreno Valley to Downtown Perris Perris $0 Perris South 2nd Track and 4th Layover Track $0 Station Parking Expansion Analysis $1,000,000 $1,000,000 RCTC Metrolink Capital Obligation $8,000,000 $8,000,000 Coachella Valley Rail CV Rail Environmental/Service Development Plan - CV 21-1 $400,000 $400,000 Sub-total Capital $10,300,000 $0 $8,000,000 $0 $0 $0 $0 $626,421 $273,579 $1,400,000 $0 Total Operating & Capital $52,508,400 $0 $12,000,000 $1,000,000 $14,429,432 $14,908,192 $622,518 $626,421 $273,579 $7,865,858 $782,400 Table 4.3 - Summary of Funding Request - FY2024/25 RCTC Western County Rail, Coachella Valley Rail, and Vanpool Programs Operating Capital 1 Total reflects an estimated full year subsidy of Metrolink services based on a 3% increase from prior year. 2 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. Project Total Amount of Funds 5307 RS 5337 LCTOP PUC99313 LTF MA CR OTHR LCL SGR PUC99313 SGR PUC99314 STA PUC99313 Farebox Western County Rail Metrolink Operating Subsidy & Preventative Maintenance1 $24,169,833 $4,000,000 $1,000,000 $12,000,000 7,169,833 Program Management and Support2 $5,541,555 $2,327,215 $3,214,341 San Jacinto Line Right of Way Maintenance $2,629,526 $2,291,874 $337,653 Station Operations and Security $8,679,361 $8,384,661 $294,700 Transfer Agreements $170,000 $170,000 Vanpool RCTC VanClub Operating Expenses $2,508,759 $1,670,678 $838,081 Sub-total Operating $43,699,035 $0 $4,000,000 $1,000,000 $14,497,215 $15,561,553 $632,353 $0 $0 $7,169,833 $838,081 Project Total Amount of Funds 5307 RS 5337 LCTOP PUC99313 LTF MA CR OTHR LCL SGR PUC99313 SGR PUC99314 STA PUC99313 Farebox Western County Rail Rail Stations - Capital Rehabilitation $900,000 $626,421 $273,579 Moreno Valley/March Field Station Ped Bridge $0 Riverside Downtown Station Track and Platform $0 Perris 2nd Track Moreno Valley to Downtown Perris Perris $0 Perris South 2nd Track and 4th Layover Track $0 Station Parking Expansion Analysis $1,000,000 $1,000,000 RCTC Metrolink Capital Obligation $8,000,000 $8,000,000 Coachella Valley Rail CV Rail Environmental/Service Development Plan - CV 21-1 $400,000 $400,000 Sub-total Capital $10,300,000 $0 $8,000,000 $0 $0 $0 $0 $626,421 $273,579 $1,400,000 $0 Total Operating & Capital $53,999,035 $0 $12,000,000 $1,000,000 $14,497,215 $15,561,553 $632,353 $626,421 $273,579 $8,569,833 $838,081 Table 4.4 - Summary of Funding Request - FY2025/26 RCTC Western County Rail, Coachella Valley Rail, and Vanpool Programs Operating Capital 1 Total reflects an estimated full year subsidy of Metrolink services based on a 3% increase from prior year. 2 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 2021/22 SRTP RCTC WRC Rail Table 4.0 A - Capital Project Justification Original Project Number: WC 22-1 FTIP No: Not Assigned - New Project Project Name: Rail Stations - Capital Rehabilitation - FY 22 Category: Facilities Sub-Category: Rehabilitation/Improvement Fuel Type: N/A 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 a state of good repair . Project Schedule: Start Date Completion Date July 2021 June 2026 PROJECT FUNDING SOURCES (REQUESTED): Fund Type Fiscal Year Amount SGR PUC99313 FY 2021/22 $1,226,421 SGR PUC99314 FY 2021/22 $273,579 Total $1,500,000 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 4 5/13/2021 0:43:02 ET FY 2021/22 SRTP RCTC WRC Rail Table 4.0 A - Capital Project Justification Original Project Number: WC 22-2 FTIP No: Not Assigned - New Project Project Name: Moreno Valley/March Field Station Ped Bridge - FY 22 Category: Facilities Sub-Category: Rehabilitation/Improvement Fuel Type: N/A Project Description: 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 Justification: Upgrades are needed to expand train service. Project Schedule: Start Date Completion Date July 2021 June 2026 PROJECT FUNDING SOURCES (REQUESTED): Fund Type Fiscal Year Amount 5307 RS FY 2021/22 $9,300,000 Total $9,300,000 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 2 of 4 5/13/2021 0:43:02 ET FY 2021/22 SRTP RCTC WRC Rail Table 4.0 A - Capital Project Justification Original Project Number: WC 22-3 FTIP No: Not Assigned - New Project Project Name: Riverside-Downtown Station Track and Platform Project - FY 22 Category: Facilities Sub-Category: Rehabilitation/Improvement Fuel Type: N/A Project Description: 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 the 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 large property acquisition and a surface parking lot with approximately 500 spaces. Project Justification: The upgrade will increase additional trains at the stations. Project Schedule: Start Date Completion Date July 2021 June 2026 PROJECT FUNDING SOURCES (REQUESTED): Fund Type Fiscal Year Amount STA PUC99313 FY 2021/22 $1,900,000 Total $1,900,000 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 3 of 4 5/13/2021 0:43:02 ET FY 2021/22 SRTP RCTC WRC Rail Table 4.0 A - Capital Project Justification Original Project Number: WC 22-4 FTIP No: Not Assigned - New Project Project Name: RCTC Metrolink Capital Obligation - FY 22 Category: Rail - track Sub-Category: Rehabilitation/Improvement Fuel Type: N/A Project Description: RCTC's annual Metrolink Capital Obligation for maintenance, replacement, rehabilitation, and new capital improvements. Project Schedule: Start Date Completion Date July 2021 June 2022 PROJECT FUNDING SOURCES (REQUESTED): Fund Type Fiscal Year Amount 5337 FY 2021/22 $4,226,859 OTHR LCL FY 2021/22 $66,000 Total $4,292,859 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 4 of 4 5/13/2021 0:43:02 ET FY 2021/22 SRTP RCTC CV Rail Table 4.0 A - Capital Project Justification Original Project Number: 22-1 FTIP No: Not Assigned - New Project Project Name: CV Rail Environmental/Service Development Plan Category: Planning/Feasibility Sub-Category: Study 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 2026 PROJECT FUNDING SOURCES (REQUESTED): Fund Type Fiscal Year Amount STA PUC99313 FY 2021/22 $189,339 Total $189,339 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 RIV151002 21-1 TransTrack Manager™Page 1 of 1 5/5/2021 14:41:59 ET FY 2021/22 Transit Operator Funding Sources Operating & Capital Projects Funding Source 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 $3,487,814 $3,487,8145307 HS [1, 2, 3] $253,166 $253,1665307 HS ARPA [2, 3, 4] $1,500,000 $1,500,0005307 IC [2, 6] $16,011,182 $16,011,1825307 IC ARPA [2, 4, 6] $846,920 $846,9205307 IC CARES OB [2, 4, 5, 6] $5,011,454 $5,011,4545307 IC CRRSAA [2, 4, 6] $452,439 $452,4395307 LALB ARPA [2, 4, 7] $277,242 $277,2425307 LALB CRRSAA [2, 4, 7] $900,366 $900,3665307 MTM ARPA [2, 4, 8] $21,403,530 $936,423 $211,107 $9,300,000 $10,956,0005307 RS [2, 9] $27,851,643 $27,283,482 $568,1615307 RS ARPA [2, 4, 9] $12,918,000 $431,600 $12,486,4005307 RS CARES [2, 4, 9] $1,765,561 $1,230,561 $535,0005307 RS CARES OB [2, 4, 5, 9] $158,523 $158,5235307 RS OB [2, 5, 9] $285,000 $285,0005310 OB [2, 5] $734,602 $209,886 $524,7165311 [2] $241,264 $241,2645311 (f) CARES - OB [2, 4, 5] $406,203 $406,2035311 CARES [2, 4] $113,781 $113,7815311 CARES OB [2, 4, 5] $1,387,218 $1,387,2185311 CRRSAA [2, 4] $4,226,859 $4,226,8595337 RS [2] $485,973 $485,9735339 HS [2, 3] $1,833,600 $1,833,6005339 IC [2, 6] $15,339 $15,3395339 LALB [2] $618,429 $618,4295339 MTM [2, 8] $1,874,088 $61,785 $80,000 $1,732,3035339 RS [2, 9] TransTrack Manager™Page 1 of 3 5/24/2021 19:46:10 ET FY 2021/22 Transit Operator Funding Sources Operating & Capital Projects Funding Source 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 $4,000 $4,000AB 2766 [10] $4,823,971 $3,510,471 $1,313,500AHSC [11, 12] $4,986,250 $4,986,250CEC Funds [11, 13] $1,036,257 $200,000 $836,257CMAQ OB [2, 5, 14] $5,514,899 $125,000 $168,650 $182,677 $63,013 $90,635 $673,960 $3,000,000 $1,210,964FARE [10] $100,000 $100,000INT [10] $1,838,465 $40,465 $1,798,000LCTOP OB [5, 11, 15] $2,425,957 $66,214 $35,692 $864,540 $975,113 $484,398LCTOP PUC99313 [11, 15] $420,538 $3,786 $1,263 $224,887 $190,602LCTOP PUC99314 [11, 15] $60,528,440 $1,687,000 $2,411,849 $746,710 $4,239,596 $816,954 $12,927,744 $28,957,137 $8,741,450LTF [11, 16] $74,700 $74,700MA CA WR [10, 17] $10,122,600 $10,122,600MA CR [10, 17] $2,000,000 $2,000,000MA CTSA [10, 17] $2,124,000 $124,000 $2,000,000MA IB [10, 17] $7,000,001 $7,000,001MA SPT [10, 17] $30,000 $30,000MSRC [10] $37,320 $37,320OTHR FED [2] $4,300,415 $1,000 $61,530 $660,700 $1,200,000 $2,377,185OTHR LCL [10, 18] $264,025 $80,000 $184,025OTHR ST [11] $4,163,803 $56,715 $98,000 $48,650 $1,226,421 $1,934,712 $799,305SGR PUC99313 [11, 19] $596,336 $3,285 $4,399 $5,091 $1,815 $273,579 $189,322 $118,845SGR PUC99314 [11, 19] $29,400 $29,400SGR-OB [5, 11, 19] $18,397,866 $1,649,661 $1,468,640 $60,433 $46,377 $189,339 $1,900,000 $9,789,804 $3,293,612STA PUC99313 [11, 20] $2,180,840 $10,046 $15,360 $20,567 $23,802 $6,920 $1,549,357 $554,788STA PUC99314 [11, 20] Grand Total $238,060,279 $3,471,707 $4,359,964 $3,533,478 $5,237,609 $57,957,058$106,386,096$53,988,843$1,210,260$189,339$1,725,925 TransTrack Manager™Page 2 of 3 5/24/2021 19:46:10 ET FY 2021/22 Transit Operator Funding Sources Operating & Capital Projects [1] . As proposed in each transit operator's FY 2021/22 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. CRRSAA is Coronavirus Response and Relief Supplemental Appropriations Act. ARPA is American Rescue Plan Act. These are all federal stimulus funds. [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] ASHC is Affordable Housing and Sustainable Communities [13] CEC is California Energy Commission [14] CMAQ is for Congestion Mitigation Air Quality Funds from the Federal Highway Administration flexed to FTA. [15] LCTOP is for Low Carbon Transit Operations Funds [16] LTF is for Local Transportation Funds [17] 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. [18] Other local revenues include but are not limited to advertising fees, compressed natural gas sales, low carbon fuel standard credits, and taxi voucher sales. [19] SGR is for State of Good Repair [20] STA is for State Transit Assistance TransTrack Manager™Page 3 of 3 5/24/2021 19:46:10 ET RESOLUTION NO. 21-008 RESOLUTION OF THE RIVERSIDE COUNTY TRANSPORTATION COMMISSION TO ALLOCATE LOCAL TRANSPORTATION FUNDS AND STATE TRANSIT ASSISTANCE FUNDS FOR THE FISCAL YEAR 2021/22 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 public transit operator claimants are making full use of federal funds available under the Coronavirus Response and Relief Supplemental Appropriations Act of 2021 (CRRSAA); and WHEREAS, the public transit operator claimants are making full use of federal funds available under the American Rescue Plan Act of 2021 (ARPA); 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 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 2021/22 as detailed in Attachment 9. This resolution shall take effect immediately upon its passage. APPROVED AND ADOPTED this 9th day of June, 2021. Jan C. Harnik , Chair Riverside County Transportation Commission ATTEST: Lisa Mobley, Clerk of the Board Riverside County Transportation Commission AGENDA ITEM 8T Agenda Item 8T RIVERSIDE COUNTY TRANSPORTATION COMMISSION DATE: June 9, 2021 TO: Riverside County Transportation Commission FROM: Budget and Implementation Committee Martha Masters, Senior Management Analyst Jenny Chan, Planning and Programming Manager THROUGH: Anne Mayer, Executive Director SUBJECT: Fiscal Years 2021/22 – 2025/26 Measure A Five-Year Capital Improvement Plans for the Local Streets and Roads Program BUDGET AND IMPLEMENTATION COMMITTEE AND STAFF RECOMMENDATION: This item is for the Commission to approve the Fiscal Years 2021/22 – 2025/26 Measure A Five-Year Capital Improvement Plans (CIP) for Local Streets and Roads (LSR) as submitted by the participating agencies. BACKGROUND INFORMATION: The 2009 Measure A provides local agencies with local funding for street maintenance and operations, street repairs, street improvements, and new infrastructure of their local streets and roads systems. As outlined in the Ordinance No. 02-001, Measure A funds are allocated within the three geographic areas: Western County, Coachella Valley, and Palo Verde Valley. LSR receives 29 percent of the Measure A distribution in Western County, 35 percent in Coachella Valley, and 100 percent in Palo Verde Valley. In Western County and Palo Verde Valley, funds are distributed by a formula based on 75 percent of proportionate population from the State Department of Finance and 25 percent of Measure A sales tax revenues generated within each jurisdiction. In Coachella Valley, funds are distributed based on 50 percent of proportionate dwelling units and 50 percent of Measure A revenues within each jurisdiction. Since the commencement of the 2009 Measure A in July 2009 through February 2021, the cities in the three geographic areas and the county of Riverside have received over $571 million. Measure A imposes the following requirements on local agencies to receive LSR funds: • Participation in the Western County or Coachella Valley Transportation Uniform Mitigation Fee (TUMF) Program, as applicable; • Participation in the Western Riverside County Regional Conservation Authority’s Multiple Species Habitat Conservation Plan (MSHCP), as applicable; • Annual submittal of a Five-Year CIP list of projects; 733 Agenda Item 8T • Annual Maintenance of Effort certification; and • Annual Project Status Report for the prior fiscal year CIP. DISCUSSION: On February 3, 2021, staff provided the local agencies with a Five-Year Measure A LSR revenue projection (Attachment 1) to assist in preparation of the required CIP. The required plans and supporting documentation have been received from all the participating Measure A jurisdictions. The plans have been reviewed by staff to ensure compliance with Measure A requirements and confirm CIP Measure A LSR expenditures are consistent with the state’s guidelines for gas tax expenditures. Eligibility determinations related to participation in the TUMF and MSHCP programs, as applicable, have been verified for the participating jurisdictions. Staff recommends approval of the participating jurisdiction FYs 2021/22 – 2025/26 Measure A Five-Year CIPs (Attachment 2). FISCAL IMPACT: The FY 2021/22 Measure A LSR disbursements to eligible local agencies with a Commission- approved CIP are expected to begin in September 2021. Attachments: 1) Measure A Local Streets and Roads Program Allocation (Projection) FY 2021/22 2) Cities and County FYs 2021/22 – 2025/26 CIPs Approved by the Budget and Implementation Committee on May 24, 2021 In Favor: 9 Abstain: 0 No: 0 734 FY 2020/21 FY 2021/22 FY 2022/23 FY 2023/24 FY 2024/25 FY 2025/26 Western County Local Streets & Roads BANNING 630,000$ 624,000$ 630,000$ 636,000$ 642,000$ 648,000$ BEAUMONT 1,005,000 1,060,000 1,071,000 1,082,000 1,093,000 1,104,000 CALIMESA 188,000 192,000 194,000 196,000 198,000 200,000 CANYON LAKE 205,000 201,000 203,000 205,000 207,000 209,000 CORONA 4,455,000 4,378,000 4,422,000 4,466,000 4,511,000 4,556,000 EASTVALE 1,447,000 1,472,000 1,487,000 1,502,000 1,517,000 1,532,000 HEMET 1,874,000 1,881,000 1,900,000 1,919,000 1,938,000 1,957,000 JURUPA VALLEY 2,256,000 2,317,000 2,340,000 2,363,000 2,387,000 2,411,000 LAKE ELSINORE 1,429,000 1,433,000 1,447,000 1,461,000 1,476,000 1,491,000 MENIFEE 1,893,000 1,950,000 1,970,000 1,990,000 2,010,000 2,030,000 MORENO VALLEY 4,267,000 4,275,000 4,318,000 4,361,000 4,405,000 4,449,000 MURRIETA 2,657,000 2,609,000 2,635,000 2,661,000 2,688,000 2,715,000 NORCO 705,000 727,000 734,000 741,000 748,000 755,000 PERRIS 2,032,000 2,189,000 2,211,000 2,233,000 2,255,000 2,278,000 RIVERSIDE 7,921,000 7,854,000 7,933,000 8,012,000 8,092,000 8,173,000 SAN JACINTO 945,000 982,000 992,000 1,002,000 1,012,000 1,022,000 TEMECULA 3,392,000 3,195,000 3,227,000 3,259,000 3,292,000 3,325,000 WILDOMAR 688,000 703,000 710,000 717,000 724,000 731,000 RIVERSIDE COUNTY 5,987,000 5,948,000 6,007,000 6,067,000 6,128,000 6,189,000 SUBTOTAL-Western County 43,976,000 43,990,000 44,431,000 44,873,000 45,323,000 45,775,000 Coachella Valley CATHEDRAL CITY 1,503,000 1,511,000 1,526,000 1,541,000 1,556,000 1,572,000 COACHELLA 647,000 620,000 626,000 632,000 638,000 644,000 DESERT HOT SPRINGS 513,000 510,000 515,000 520,000 525,000 530,000 INDIAN WELLS 280,000 266,000 269,000 272,000 275,000 278,000 INDIO 2,049,000 2,017,000 2,037,000 2,057,000 2,078,000 2,099,000 LA QUINTA 1,583,000 1,552,000 1,568,000 1,584,000 1,600,000 1,616,000 PALM DESERT 2,915,000 2,838,000 2,866,000 2,895,000 2,924,000 2,953,000 PALM SPRINGS 2,338,000 2,510,000 2,535,000 2,560,000 2,586,000 2,612,000 RANCHO MIRAGE 961,000 989,000 999,000 1,009,000 1,019,000 1,029,000 RIVERSIDE COUNTY 1,850,000 1,805,000 1,823,000 1,841,000 1,859,000 1,878,000 SUBTOTAL-Coachella Valley 14,639,000 14,618,000 14,764,000 14,911,000 15,060,000 15,211,000 Palo Verde Valley BLYTHE 668,000 677,000 684,000 691,000 698,000 705,000 RIVERSIDE COUNTY 180,000 177,000 179,000 181,000 183,000 185,000 SUBTOTAL-Palo Verde Valley 848,000 854,000 863,000 872,000 881,000 890,000 TOTAL 1 59,463,000$ 59,462,000$ 60,058,000$ 60,656,000$ 61,264,000$ 61,876,000$ ¹ Note: Estimate for Planning Purposes, subject to change and rounding differences. Administrative costs are allocated in accordance with a cost allocation plan on a quarterly basis. Accordingly, the Measure A allocations to each geographic area by program will be reduced for such quarterly cost allocations. RIVERSIDE COUNTY TRANSPORTATION COMMISSION MEASURE A LOCAL STREETS AND ROADS PROGRAM ALLOCATION (PROJECTION) FY 2021/22 (1/13/2021) ATTACHMENT 1 735 MEASURE A LOCAL STREETS AND ROADS CITY OF BANNING ATTACHMENT 2 736 This page left intentionally blank. 737 City of Banning Public Works Department 99 E. Ramsey Street • P.O. Box 998 • Banning, CA 92220‐0998 • (951) 922‐3100 April 29, 2021 Martha Masters, Senior Management Analyst Planning and Programming Riverside County Transportation Commission 4080 Lemon Street, 3rd Floor Riverside, CA 92501 Subject: Five-Year (FY 2021/2022 – 2025/2026) Measure “A” Capital Improvement Plan; and FY 2020/2021 Amendment No. 1 Dear Mrs. Masters: The City of Banning respectfully submits its Five-Year Measure “A” Capital Improvement Plan for Fiscal Years 2021/2022 – 2025/2026 as approved by the City Council during its regular meeting on April 27, 2021. Also enclosed with this letter you will find the City’s MOE Certification Statement, Project Status Report for FY 2020/2021 along with a copy of the adopted Resolution approving the Five-Year Measure “A” CIP Plan. The City of Banning is also requesting an amendment to its FY 2020/2021 Measure A CIP, with the following revisions: Addition of a new project “City Wide Street Maintenance/Operations” to the approved FY 2020/21. Revision to previously approved FY 2020/21 project, “George St: Hargrave to Hathaway”. This project and budget will be removed from FY 2020/21 and pushed out to FY 2022/23. Revision to previously approved FY 2020/21 project, “Ramsey Street: 12th St to 16th St”. This project and budget will be removed from FY 2020/21 and pushed out to FY 2022/23. Revision to previously approved FY 2020/21 project, “Ramsey & Sunset Imp. (Constr.)”. This project and budget will be removed from FY 2020/21 and pushed out to FY 2021/22. Revision to previously approved FY 2020/21 project, “Ramsey St: 4th St to 12th St”. This project and budget will be removed from FY 2020/21 and pushed out to FY 2022/23. Should you have any questions or need additional information, please do not hesitate to call me at avela@banningca.gov or (951) 922-3130. Sincerely, Art Vela, P.E. Director of Public Works/City Engineer Copy: File Enc. Adopted Resolution Five-Year Measure “A” Plan Project Status Report MOE Certification Statement 738 739 MEASURE A LOCAL STREETS AND ROADS PROGRAM Agency: BANNING Prepared by: Kevin Sin Phone #: (951) 922-3140 Date: 4/13/2021 FY 2019/20 Audited Measure A Balance:1,632,262$ FY 2020/21 (Revised) Measure A Revenue:630,000 Less: FY 2020/21 Project Status Report expenses:(503,000) Estimated Prior Year Measure A Balance:1,759,262 Estimated FY 2021/22 Measure A Allocation:624,000 Estimated Measure A Available for FY 2021/22 Projects:2,383,262$ Item No.Project Name / Limits Project Type Total Project Cost Measure A Funds 2021/22 2022-01 Hathaway/Ramsey Street Pavement Rehab 1,500,000 $ 1,500,000 2022-02 City Wide Street Maintenance/Operations Maintenance/ Operations 125,000 125,000 2022-03 Ramsey & Sunset Imp. (Construction) Pavement Rehab 160,000 160,000 TOTAL 2,260,000$ 2,260,000$ FY 2021/22 FY 2021-22 Page 1 of 6 740 MEASURE A LOCAL STREETS AND ROADS PROGRAM Agency: BANNING Prepared by: Kevin Sin Phone #: (951) 922-3140 Date: 4/13/2021 Estimated Prior Year Measure A Balance:123,262$ Estimated FY 2022/23 Measure A Allocation:630,000 Estimated Measure A Available for FY 2022/23 Projects:753,262$ Item No. Project Name / Limits Project Type Total Project Cost Measure A Funds 2022/23 2023-01 George St: Hargrave to Hathaway AC Overlay 140,000$ 140,000$ 2023-02 Ramsey St: 4th St to 12th St AC Overlay/Rehab 300,000 300,000 2023-03 Ramsey Street: 12th St to 16th St AC Overlay/Rehab 200,000 200,000 TOTAL 640,000$ 640,000$ FY 2022/23 FY 2022-23 Page 2 of 6 741 MEASURE A LOCAL STREETS AND ROADS PROGRAM Agency: BANNING Prepared by: Kevin Sin Phone #: (951) 922-3140 Date: 4/13/2021 Estimated Prior Year Measure A Balance:113,262$ Estimated FY 2023/24 Measure A Allocation:636,000 Estimated Measure A Available for FY 2023/24 Projects:749,262$ Item No. Project Name / Limits Project Type Total Project Cost Measure A Funds 2023/24 2024-01 City-wide Slurry Seal Slurry Seal 250,000$ 250,000$ 2024-02 First St: Livington St to Williams St AC Overlay 85,000 85,000 2024-03 Second St: Hays St to Williams St AC Overlay 13,000 13,000 2024-04 Fourth St: Livington St to George AC Overlay 85,000 85,000 2024-05 Omar Street & Ramsey St Int Improvement AC Overlay/Rehab 50,000 50,000 TOTAL 483,000$ 483,000$ FY 2023/24 FY 2023-24 Page 3 of 6 742 MEASURE A LOCAL STREETS AND ROADS PROGRAM Agency: BANNING Prepared by: Kevin Sin Phone #: (951) 922-3140 Date: 4/13/2021 Estimated Prior Year Measure A Balance:266,262$ Estimated FY 2024/25 Measure A Allocation:642,000 Estimated Measure A Available for FY 2024/25 Projects:908,262$ Item No. Project Name / Limits Project Type Total Project Cost Measure A Funds 2024/25 2025-01 Ramsey Street: 22nd St to Sunset Avenue AC Overlay/Rehab 800,000$ 800,000$ TOTAL 800,000$ 800,000$ FY 2024/25 FY 2024-25 Page 4 of 6 743 MEASURE A LOCAL STREETS AND ROADS PROGRAM Agency: BANNING Prepared by: Kevin Sin Phone #: (951) 922-3140 Date: 4/13/2021 Estimated Prior Year Measure A Balance:108,262$ Estimated FY 2025/26 Measure A Allocation:648,000 Estimated Measure A Available for FY 2025/26 Projects:756,262$ Item No. Project Name / Limits Project Type Total Project Cost Measure A Funds 2025/26 2026-01 Barbour St: San Gorgonio Ave to Hargrave AC Overlay/Rehab 500,000 500,000$ 2026-02 Florida Street: Barbour St to Lincoln St AC Overlay/Rehab 100,000 100,000 2026-03 Hermosa St: Barbour St to Lincoln AC Overlay/Rehab 100,000 100,000 TOTAL 700,000$ 700,000$ FY 2025/26 FY 2025-26 Page 5 of 6 744 MEASURE A LOCAL STREETS AND ROADS PROGRAM Agency: BANNING Prepared by: Kevin Sin Phone #: (951) 922-3140 Date: 4/13/2021 Item No.Project Name / Limits Project Type Total Cost Anticipated Measure A Funds Expended (Est thru 6/30/2021) Estimated/ Actual Completion Status 2021-01 Monroe St: 22nd St to Jefferson St AC Overlay/Rehab 100,000$ $ 100,000 5/30/2021 under construction 2021-02 Jefferson St: Monroe St to 22nd St AC Overlay/Rehab 90,000 90,000 5/30/2021 under construction 2021-03 Lincoln St: Sunset Ave to 22nd St AC Overlay 188,000 188,000 5/30/2021 under construction 2021-04 George St: Hargrave to Hathaway AC Overlay 140,000 - 6/1/2022 moved to FY 2022/23 2021-05 Ramsey Street: 12th St to 16th St AC Overlay/Rehab 200,000 - 6/1/2022 moved to FY 2022/23 2021-06 Ramsey & Sunset Imp. (Constr.) Pavement Rehab 160,000 - 6/1/2022 moved to FY 2021/22 2021-07 Ramsey St: 4th St to 12th St AC Overlay/Rehab 300,000 - 6/1/2022 moved to FY 2022/23 2021-08 (A1)City Wide Street Maintenance/Operations Maintenance/ Operations 125,000 125,000 6/29/2021 go going TOTAL 1,303,000$ 503,000$ PROJECT STATUS REPORT FY 2020/21 Project Status Report FY20-21 Page 6 of 6 745 MEASURE A LOCAL STREETS AND ROADS CITY OF BEAUMONT 746 This page left intentionally blank. 747 748 749 MEASURE A LOCAL STREETS AND ROADS PROGRAM Agency: BEAUMONT Prepared by: Laurie Miller Phone #: 951-769-8520 Date: 4/25/2021 FY 2019/20 Audited Measure A Balance:1,348,379$ FY 2020/21 (Revised) Measure A Revenue:1,005,000 Less: FY 2020/21 Project Status Report expenses:(211,268) Estimated Prior Year Measure A Balance:2,142,111 Estimated FY 2021/22 Measure A Allocation:1,060,000 Estimated Measure A Available for FY 2021/22 Projects:3,202,111$ Item No.Project Name / Limits Project Type Total Project Cost Measure A Funds 2021/22 2022-01 Annual Citywide Street Rehab & Maint. 20/21 R-3 Rehab. & Maint. $ 2,141,202 $ 2,141,202 2022-02 Annual Citywide Street Rehab & Maint. 21/22 Rehab. & Maint. 1,060,000 1,060,000 TOTAL 3,201,202$ 3,201,202$ FY 2021/22 FY 2021-22 Page 1 of 6 750 MEASURE A LOCAL STREETS AND ROADS PROGRAM Agency: BEAUMONT Prepared by: Laurie Miller Phone #: 951-769-8520 Date: 4/25/2021 Estimated Prior Year Measure A Balance:909$ Estimated FY 2022/23 Measure A Allocation:1,071,000 Estimated Measure A Available for FY 2022/23 Projects:1,071,909$ Item No.Project Name / Limits Project Type Total Project Cost Measure A Funds 2022/23 2023-01 Annual Citywide Street Rehab & Maint. 22/23 Rehab. & Maint.535,500$ 535,500$ TOTAL 535,500$ 535,500$ FY 2022/23 FY 2022-23 Page 2 of 6 751 MEASURE A LOCAL STREETS AND ROADS PROGRAM Agency: BEAUMONT Prepared by: Laurie Miller Phone #: 951-769-8520 Date: 4/25/2021 Estimated Prior Year Measure A Balance:536,409$ Estimated FY 2023/24 Measure A Allocation:1,082,000 Estimated Measure A Available for FY 2023/24 Projects:1,618,409$ Item No.Project Name / Limits Project Type Total Project Cost Measure A Funds 2023/24 2024-01 Annual Citywide Street Rehab & Maint. 23/24 Rehab. & Maint.541,000$ 541,000$ TOTAL 541,000$ 541,000$ FY 2023/24 FY 2023-24 Page 3 of 6 752 MEASURE A LOCAL STREETS AND ROADS PROGRAM Agency: BEAUMONT Prepared by: Laurie Miller Phone #: 951-769-8520 Date: 4/25/2021 Estimated Prior Year Measure A Balance:1,077,409$ Estimated FY 2024/25 Measure A Allocation:1,093,000 Estimated Measure A Available for FY 2024/25 Projects:2,170,409$ Item No.Project Name / Limits Project Type Total Project Cost Measure A Funds 2024/25 2025-01 Annual Citywide Street Rehab & Maint. 24/25 Rehab. & Maint.546,500$ 546,500$ TOTAL 546,500$ 546,500$ FY 2024/25 FY 2024-25 Page 4 of 6 753 MEASURE A LOCAL STREETS AND ROADS PROGRAM Agency: BEAUMONT Prepared by: Laurie Miller Phone #: 951-769-8520 Date: 4/25/2021 Estimated Prior Year Measure A Balance:1,623,909$ Estimated FY 2025/26 Measure A Allocation:1,104,000 Estimated Measure A Available for FY 2025/26 Projects:2,727,909$ Item No.Project Name / Limits Project Type Total Project Cost Measure A Funds 2025/26 2026-01 Annual Citywide Street Rehab & Maint. 25/26 Rehab. & Maint.552,000$ 552,000$ TOTAL 552,000$ 552,000$ FY 2025/26 FY 2025-26 Page 5 of 6 754 MEASURE A LOCAL STREETS AND ROADS PROGRAM Agency: BEAUMONT Prepared by: Laurie Miller Phone #: 951-769-8520 Date: 4/25/2021 Item No.Project Name / Limits Project Type Total Cost Anticipated Measure A Funds Expended (Est thru 6/30/2021) Estimated/ Actual Completion Status 2021-01 Annual Citywide Slurry Seal 20/21 (2020-001) R-3 Citywide Slurry Seal $ 2,141,202 -$ estimated 6/30/21 In design 2021-02 Annual Citywide Street Rehab FY20-21 (2020-002) R-4 Street Rehab 1,436,615 - estimated 6/30/21 no longer Measure A funded 2021-03 Annual Citywide Slurry Seal FY19- 20 (No. 2019-001) 1,000,000 19,000 completed September completed 2021-04 Annual Citywide Street Rehab FY19-20 (2019-002)Street Rehab 800,000 - completed September completed 2019-03 (Added) Beaumont Ave Reconstruction (2018-004)Street Rehab 2,000,175 192,268 completed August 2020 completed TOTAL 7,377,992$ 211,268$ PROJECT STATUS REPORT FY 2020/21 Citywide Slurry Seal Project Status Report FY20-21 Page 6 of 6 755 MEASURE A LOCAL STREETS AND ROADS CITY OF BLYTHE 756 This page left intentionally blank. 757 758 759 MEASURE A LOCAL STREETS AND ROADS PROGRAM Agency: BLYTHE Prepared by: Christa Elms - Director of Finance Phone #: (760) 922-6161 ext. 1230 Date: 4/13/2021 FY 2019/20 Audited Measure A Balance:1,590,153$ FY 2020/21 (Revised) Measure A Revenue:668,000 Less: FY 2020/21 Project Status Report expenses:(1,181,791) Estimated Prior Year Measure A Balance:1,076,362 Estimated FY 2021/22 Measure A Allocation:677,000 Estimated Measure A Available for FY 2021/22 Projects:1,753,362$ Item No. Project Name / Limits Project Type Total Project Cost Measure A Funds 2021/22 2022-01 Asphalt Emulsion Oil/Base Material (annual stock) Pot hole repairs/street maintenance $ 100,000 $ 100,000 2022-02 Fog, Chip & Slurry Seal Preventive maintenance 150,000 150,000 2022-03 Lovekin from Hobsonway to Barnard, and Barnard to Main Major Reonstruction 700,000 350,000 2022-04 Hobsonway from Sparkling Lagoon to Florence Blvd. Pavement Reconstruction County Joint Project 606,000 303,000 2022-05 Outside Equipment Rental Preventive Maintenance 25,000 25,000 2022-06 PW Streets and Road Maintenance Costs Preventive Maintenance 105,000 105,000 2022-07 Administrative Overhead Administrative Overhead 54,160 54,160 TOTAL 1,740,160$ 1,087,160$ Estimated FY2020/21 STIP Trade Balance (From 2018 STIP) :-$ FY 2020/21 Project Status Report expenses :-$ Estimated Prior Year STIP Trade Funds Balance :-$ Item No.Project Name / Limits Project Type Total Project Cost STIP Trade Funds2021/22 2022-01 -$ -$ TOTAL -$ -$ FY 2021/22 FY 2021-22 Page 1 of 6 760 MEASURE A LOCAL STREETS AND ROADS PROGRAM Agency: BLYTHE Prepared by: Christa Elms - Director of Finance Phone #: (760) 922-6161 ext. 1230 Date: 4/13/2021 Estimated Prior Year Measure A Balance:666,202$ Estimated FY 2022/23 Measure A Allocation:684,000 Estimated Measure A Available for FY 2022/23 Projects:1,350,202$ Item No. Project Name / Limits Project Type Total Project Cost Measure A Funds 2022/23 2023-01 Asphalt Emulsion Oil/Base Material (annual stock) Pot hole repairs/street maintenance 75,000$ 75,000$ 2023-02 Fog, Chip & Slurry Seal Preventive maintenance 100,000 100,000 2023-03 Outside Equipment Rental Preventive Maintenance 25,000 25,000 2023-04 PW Streets and Road Maintenance Costs Preventive Maintenance 105,000 105,000 2023-05 Administrative Overhead Administrative Overhead 54,720 54,720 2023-06 Lovekin from Hobsonway to Barnard, and Barnard to Main Major Reonstruction 700,000 350,000 TOTAL 1,059,720$ 709,720$ FY 2022/23 FY 2022-23 Page 2 of 6 761 MEASURE A LOCAL STREETS AND ROADS PROGRAM Agency: BLYTHE Prepared by: Christa Elms - Director of Finance Phone #: (760) 922-6161 ext. 1230 Date: 4/13/2021 Estimated Prior Year Measure A Balance:640,482$ Estimated FY 2023/24 Measure A Allocation:691,000 Estimated Measure A Available for FY 2023/24 Projects:1,331,482$ Item No. Project Name / Limits Project Type Total Project Cost Measure A Funds 2023/24 2024-01 Asphalt Emulsion Oil/Base Material (annual stock) Pothole repairs/street maintenance 75,000$ 75,000$ 2024-02 Fog, Chip & Slurry Seal Preventive maintenance 100,000 100,000 2024-03 Outside Equipment Rental Preventive Maintenance 25,000 25,000 2024-04 PW Streets and Road Maintenance Costs Preventive Maintenance 105,000 105,000 2024-05 Administrative Overhead Administrative Overhead 55,280 55,280 2024-06 Defrain from 10th Ave to 4th Ave Major Reconstruction 1,800,000 800,000 TOTAL 2,160,280$ 1,160,280$ FY 2023/24 FY 2023-24 Page 3 of 6 762 MEASURE A LOCAL STREETS AND ROADS PROGRAM Agency: BLYTHE Prepared by: Christa Elms - Director of Finance Phone #: (760) 922-6161 ext. 1230 Date: 4/13/2021 Estimated Prior Year Measure A Balance:171,202$ Estimated FY 2024/25 Measure A Allocation:698,000 Estimated Measure A Available for FY 2024/25 Projects:869,202$ Item No. Project Name / Limits Project Type Total Project Cost Measure A Funds 2024/25 2025-01 Asphalt Emulsion Oil/Base Material (annual stock) Pot hole repairs/street maintenance 75,000$ 75,000$ 2025-02 Fog, Chip & Slurry Seal Preventive maintenance 100,000 100,000 2025-03 Outside Equipment Rental Preventive Maintenance 25,000 25,000 2025-04 PW Streets and Road Maintenance Costs Preventive Maintenance 105,000 105,000 2025-05 Administrative Overhead Administrative Overhead 55,840 55,840 2024-06 Defrain from 10th Ave to 4th Ave Major Reconstruction 1,800,000 500,000 TOTAL 2,160,840$ 860,840$ FY 2024/25 FY 2024-25 Page 4 of 6 763 MEASURE A LOCAL STREETS AND ROADS PROGRAM Agency: BLYTHE Prepared by: Christa Elms - Director of Finance Phone #: (760) 922-6161 ext. 1230 Date: 4/13/2021 Estimated Prior Year Measure A Balance:8,362$ Estimated FY 2025/26 Measure A Allocation:705,000 Estimated Measure A Available for FY 2025/26 Projects:713,362$ Item No. Project Name / Limits Project Type Total Project Cost Measure A Funds 2025/26 2025-01 Asphalt Emulsion Oil/Base Material (annual stock) Pot hole repairs/street maintenance 75,000$ 75,000$ 2025-02 Fog, Chip & Slurry Seal Preventive maintenance 100,000 100,000 2025-03 Outside Equipment Rental Preventive Maintenance 25,000 25,000 2025-04 PW Streets and Road Maintenance Costs Preventive Maintenance 105,000 105,000 2025-05 Administrative Overhead Administrative Overhead 56,400 56,400 TOTAL 361,400$ 361,400$ FY 2025/26 FY 2025-26 Page 5 of 6 764 MEASURE A LOCAL STREETS AND ROADS PROGRAM Agency: BLYTHE Prepared by: Christa Elms - Director of Finance Phone #: (760) 922-6161 ext. 1230 Date: 4/13/2021 Item No.Project Name / Limits Project Type Total Cost Anticipated Measure A Funds Expended (Est thru 6/30/2021) Estimated/ Actual Completion Status 2021-02 Asphalt Emulsion Oil/Base Material (annual stock) Pot hole repairs/street maintenance $ 100,000 $ 100,000 6/30/2021 Annual 2021-05 Acacia Street from Hobsonway to Barnard Major Reconstruction 480,000 480,000 6/30/2021 In-Progress 2021-06 Lovekin from Hobsonway to Barnard, and Barnard to Main Design 125,000 125,000 6/30/2021 In-Progress 2021-07 Hobsonway from Sparkling Lagoon to Florence Blvd. Pavement Reconstruction 606,000 213,351 3/31/2021 Completed - Final payment to County 2021/2022 2021-08 Outside Equipment Rental Preventive Maintenance 20,000 20,000 6/30/2021 Annual 2021-09 PW Streets and Roads Maintenance Costs Preventive Maintenance 190,000 190,000 6/30/2021 Annual 2021-10 Administrative Overhead Administrative Overhead 53,440 53,440 6/30/2021 Annual Admin TOTAL 1,574,440$ 1,181,791$ PROJECT STATUS REPORT FY 2020/21 Project Status Report FY20-21 Page 6 of 6 765 MEASURE A LOCAL STREETS AND ROADS CITY OF CALIMESA 766 This page left intentionally blank. 767 768 769 MEASURE A LOCAL STREETS AND ROADS PROGRAM Agency: CALIMESA Prepared by: Bonnie Johnson Phone #: (909) 795-9801 Date: 5/3/2021 FY 2019/20 Audited Measure A Balance:800,660$ FY 2020/21 (Revised) Measure A Revenue:188,000 Less: FY 2020/21 Project Status Report expenses:(617,320) Estimated Prior Year Measure A Balance:371,340 Estimated FY 2021/22 Measure A Allocation:192,000 Estimated Measure A Available for FY 2021/22 Projects:563,340$ Item No.Project Name / Limits Project Type Total Project Cost Measure A Funds 2021/22 2022-01 Indirect Costs - Administration Indirect Costs $ 15,360 $ 15,360 2022-03 County Line Road - 3rd to California Street (carryover from 20-21)Pavement Rehab 135,000 135,000 2022-04 County Line Road - California Street to Bryant (carryover from 20-21)Pavement Rehab 70,000 70,000 2022-05 California Street - County Line Road to Myrtlewood (carryover from 20-21)Pavement Rehab 134,400 134,400 2022-06 Citywide Pavement Rehab Pavement Rehab 180,000 180,000 TOTAL 534,760$ 534,760$ FY 2021/22 FY 2021-22 Page 1 of 6 770 MEASURE A LOCAL STREETS AND ROADS PROGRAM Agency: CALIMESA Prepared by: Bonnie Johnson Phone #: (909) 795-9801 Date: 5/3/2021 Estimated Prior Year Measure A Balance:28,580$ Estimated FY 2022/23 Measure A Allocation:194,000 Estimated Measure A Available for FY 2022/23 Projects:222,580$ Item No.Project Name / Limits Project Type Total Project Cost Measure A Funds 2022/23 2023-01 Indirect Costs - Administration Indirect Costs 15,520$ 15,520$ 2023-02 Citywide Pavement Rehab Pavement Rehab 180,000 180,000 TOTAL 195,520$ 195,520$ FY 2022/23 FY 2022-23 Page 2 of 6 771 MEASURE A LOCAL STREETS AND ROADS PROGRAM Agency: CALIMESA Prepared by: Bonnie Johnson Phone #: (909) 795-9801 Date: 5/3/2021 Estimated Prior Year Measure A Balance:27,060$ Estimated FY 2023/24 Measure A Allocation:196,000 Estimated Measure A Available for FY 2023/24 Projects:223,060$ Item No.Project Name / Limits Project Type Total Project Cost Measure A Funds 2023/24 2024-01 Indirect Costs - Administration Indirect Costs 15,680$ 15,680$ 2024-02 Citywide Pavement Rehab Pavement Rehab 180,000 180,000 TOTAL 195,680$ 195,680$ FY 2023/24 FY 2023-24 Page 3 of 6 772 MEASURE A LOCAL STREETS AND ROADS PROGRAM Agency: CALIMESA Prepared by: Bonnie Johnson Phone #: (909) 795-9801 Date: 5/3/2021 Estimated Prior Year Measure A Balance:27,380$ Estimated FY 2024/25 Measure A Allocation:198,000 Estimated Measure A Available for FY 2024/25 Projects:225,380$ Item No.Project Name / Limits Project Type Total Project Cost Measure A Funds 2024/25 2025-01 Indirect Costs - Administration Indirect Costs 15,840$ 15,840$ 2025-02 Citywide Pavement Rehab Pavement Rehab 180,000 180,000 TOTAL 195,840$ 195,840$ FY 2024/25 FY 2024-25 Page 4 of 6 773 MEASURE A LOCAL STREETS AND ROADS PROGRAM Agency: CALIMESA Prepared by: Bonnie Johnson Phone #: (909) 795-9801 Date: 5/3/2021 Estimated Prior Year Measure A Balance:29,540$ Estimated FY 2025/26 Measure A Allocation:200,000 Estimated Measure A Available for FY 2025/26 Projects:229,540$ Item No.Project Name / Limits Project Type Total Project Cost Measure A Funds 2025/26 2026-01 Indirect Costs - Administration Indirect Costs 16,000$ 16,000$ 2026-02 Citywide Pavement Rehab Pavement Rehab 180,000 180,000 TOTAL 196,000$ 196,000$ FY 2025/26 FY 2025-26 Page 5 of 6 774 MEASURE A LOCAL STREETS AND ROADS PROGRAM Agency: CALIMESA Prepared by: Bonnie Johnson Phone #: (909) 795-9801 Date: 5/3/2021 Item No.Project Name / Limits Project Type Total Cost Anticipated Measure A Funds Expended (Est thru 6/30/2021) Estimated/ Actual Completion Status 2021-01 Indirect Costs - Administration Indirect Costs $ 12,320 $ 12,320 6/30/2021 completed 2021-02 Brady Lane Pavement Rehab - Ave. L to Myrtlewood R & R Pavement 180,000 180,000 6/30/2021 completed 2021-03 County Line Road - 3rd to California Street Pavement Rehab 135,000 - 12/31/2021 Project part of a bigger project with City of Yucaipa 2021-04 County Line Road - California Street to Bryant Pavement Rehab 70,000 - 12/31/2021 Project part of a bigger project with City of Yucaipa 2020-05 Singleton Road Pavement and Striping - Singleton Canyon to Calimesa Blvd Pavement Rehab and Striping 469,000 425,000 6/30/2021 completed 2021-06 California Street - County Line Road to Myrtlewood Pavement Rehab 120,000 - 12/31/2021 Reprioritized - to be completed in 21-22 TOTAL 986,320$ 617,320$ PROJECT STATUS REPORT FY 2020/21 Project Status Report FY20-21 Page 6 of 6 775 MEASURE A LOCAL STREETS AND ROADS CITY OF CANYON LAKE 776 This page left intentionally blank. 777 778 779 Agency: CANYON LAKE Prepared by: B Brophy Phone #: 951‐244‐2955 Date: 4/14/2021 FY 2019/20 Audited Measure A Balance:587,663$ FY 2020/21 (Revised) Measure A Revenue:205,000 Less: FY 2020/21 Project Status Report expenses:(7,500) Estimated Prior Year Measure A Balance:785,163 Estimated FY 2021/22 Measure A Allocation:201,000 Estimated Measure A Available for FY 2021/22 Projects:986,163$ Item No.Project Name / Limits Project Type Total Project Cost Measure A Funds 2021/22 2022‐01 Block Wall Improvements (Railroad Canyon Road)Pedestrian Improvements $ 200,000 $ 100,000 2022‐02 Lighting Improvements (Railroad Canyon Road)Safety Improvements $ 200,000 $ 100,000 TOTAL 400,000$ 200,000$ FY 2021/22 FY 2021-22 Page 1 of 6 780 Agency: CANYON LAKE Prepared by: B Brophy Phone #: 951‐244‐2955 Date: 4/14/2021 Estimated Prior Year Measure A Balance:786,163$ Estimated FY 2022/23 Measure A Allocation:203,000 Estimated Measure A Available for FY 2022/23 Projects:989,163$ Item No.Project Name / Limits Project Type Total Project Cost Measure A Funds 2022/23 2023‐01 Sorrel Lane and Blackhorse Drive Pavement Rehabilitation Pavement Rehabilitation 200,000$ 200,000$ 2023‐02 Railroad Canyon Road Crosswalk Enhancements Pedestrian Improvements 150,000$ 150,000$ TOTAL 350,000$ 350,000$ FY 2022/23 FY 2022-23 Page 2 of 6 781 Agency: CANYON LAKE Prepared by: B Brophy Phone #: 951‐244‐2955 Date: 4/14/2021 Estimated Prior Year Measure A Balance:639,163$ Estimated FY 2023/24 Measure A Allocation:205,000 Estimated Measure A Available for FY 2023/24 Projects:844,163$ Item No.Project Name / Limits Project Type Total Project Cost Measure A Funds 2023/24 2024‐01 Railroad Canyon Road Pavement Rehabilitation (between City Limits)Pavement Rehabilitation 500,000$ 500,000$ TOTAL 500,000$ 500,000$ FY 2023/24 FY 2023-24 Page 3 of 6 782 Agency: CANYON LAKE Prepared by: B Brophy Phone #: 951‐244‐2955 Date: 4/14/2021 Estimated Prior Year Measure A Balance:344,163$ Estimated FY 2024/25 Measure A Allocation:207,000 Estimated Measure A Available for FY 2024/25 Projects:551,163$ Item No.Project Name / Limits Project Type Total Project Cost Measure A Funds 2024/25 2025‐01 Pedestrian Improvements (Railroad Canyon Road)Pedestrian Improvements 200,000$ 200,000$ TOTAL 200,000$ 200,000$ FY 2024/25 FY 2024-25 Page 4 of 6 783 Agency: CANYON LAKE Prepared by: B Brophy Phone #: 951‐244‐2955 Date: 4/14/2021 Estimated Prior Year Measure A Balance:351,163$ Estimated FY 2025/26 Measure A Allocation:209,000 Estimated Measure A Available for FY 2025/26 Projects:560,163$ Item No.Project Name / Limits Project Type Total Project Cost Measure A Funds 2025/26 2026‐01 Miscellaneous Pavement Repairs (Railroad Canyon Road)Pavement Rehabilitation 500,000$ 500,000$ TOTAL 500,000$ 500,000$ FY 2025/26 FY 2025-26 Page 5 of 6 784 Agency: CANYON LAKE Prepared by: B Brophy Phone #: 951‐244‐2955 Date: 4/14/2021 Item No.Project Name / Limits Project Type Total Cost Anticipated Measure A Funds Expended (Est thru 6/30/2021) Estimated/ Actual Completion Status 2021‐01 Catch Basin Improvements (Railroad Canyon Road) Storm Drain Improvements $ 7,500 $ 7,500 January 2021 Project Complete 2021‐02 Block Wall Improvements (Railroad Canyon Road)Pedestrian Improvements ‐ ‐ 2022 Preliminary Engineering TOTAL 7,500$ 7,500$ PROJECT STATUS REPORT FY 2020/21 Project Status Report FY20-21 Page 6 of 6 785 MEASURE A LOCAL STREETS AND ROADS CITY OF CATHEDRAL CITY 786 This page left intentionally blank. 787 68-700 AVENIDA LALO GUERRERO · CATHEDRAL CITY, CA 92234 · 760/770-0360 · FAX: 760/202-1460 April 29, 2021 Riverside County Transportation Commission (RCTC) Attention: Martha Masters, Senior Management Analyst, Planning and Programming P.O. Box 12008 Riverside, CA 92502-2208 Re: MEASURE A LOCAL STREETS AND ROADS REVENUE PROJECTIONS, MAINTENANCE OF EFFORT (MOE) CERTIFICATION, and FIVE-YEAR CAPITAL IMPROVEMENT PLANS (FY 2021/22 – 2025/26) Dear Ms. Martha Masters: The City of Cathedral City is pleased to submit documentation in support of the above referenced request. Please let me know if you need additional information. Sincerely, Vincent Lopez, MBA Program Administrator Engineering Department 760-770-0349 Vincent G Lopez 788 789 MEASURE A LOCAL STREETS AND ROADS PROGRAM Agency: CATHEDRAL CITY Prepared by: Vincent Lopez Phone #: 760-770-0349 Date: 4/19/2021 FY 2019/20 Audited Measure A Balance:376,337$ FY 2020/21 (Revised) Measure A Revenue:1,503,000 Less: FY 2020/21 Project Status Report expenses:(1,305,387) Estimated Prior Year Measure A Balance:573,950 Estimated FY 2021/22 Measure A Allocation:1,511,000 Estimated Measure A Available for FY 2021/22 Projects:2,084,950$ Item No.Project Name / Limits Project Type Total Project Cost Measure A Funds 2021/22 2022-01 City-Wide Maintenance and Operations City wide maintenance operations including pavement, medians, street light energy, traffic signals; transportation and traffic planning activities; pavement management planning; street design and engineering activities. $ 1,714,174 $ 1,714,174 2022-02 Measure A Administrative Costs Administration 120,240 120,240 TOTAL 1,834,414$ 1,834,414$ FY 2021/22 FY 2021-22 Page 1 of 8 790 MEASURE A LOCAL STREETS AND ROADS PROGRAM Agency: CATHEDRAL CITY Prepared by: Vincent Lopez Phone #: 760-770-0349 Date: 4/19/2021 Estimated Prior Year Measure A Balance:250,536$ Estimated FY 2022/23 Measure A Allocation:1,526,000 Estimated Measure A Available for FY 2022/23 Projects:1,776,536$ Item No.Project Name / Limits Project Type Total Project Cost Measure A Funds 2022/23 2023-01 City-Wide Maintenance and Operations City wide maintenance operations including pavement, medians, street light energy, traffic signals; transportation and traffic planning activities; pavement management planning; street design and engineering activities. $1,743,672 1,654,456$ 2023-02 Measure A Administrative Costs Administration 122,080 122,080 TOTAL 1,865,752$ 1,776,536$ FY 2022/23 FY 2022-23 Page 2 of 8 791 MEASURE A LOCAL STREETS AND ROADS PROGRAM Agency: CATHEDRAL CITY Prepared by: Vincent Lopez Phone #: 760-770-0349 Date: 4/19/2021 Estimated Prior Year Measure A Balance:-$ Estimated FY 2023/24 Measure A Allocation:1,541,000 Estimated Measure A Available for FY 2023/24 Projects:1,541,000$ Item No.Project Name / Limits Project Type Total Project Cost Measure A Funds 2023/24 2024-01 City-Wide Maintenance and Operations City wide maintenance operations including pavement, medians, street light energy, traffic signals; transportation and traffic planning activities; pavement management planning; street design and engineering activities. 1,417,720$ 1,417,720$ 2024-02 Measure A Administrative Costs Administration 123,280 123,280 TOTAL 1,541,000$ 1,541,000$ FY 2023/24 FY 2023-24 Page 3 of 8 792 MEASURE A LOCAL STREETS AND ROADS PROGRAM Agency: CATHEDRAL CITY Prepared by: Vincent Lopez Phone #: 760-770-0349 Date: 4/19/2021 Estimated Prior Year Measure A Balance:-$ Estimated FY 2024/25 Measure A Allocation:1,556,000 Estimated Measure A Available for FY 2024/25 Projects:1,556,000$ Item No.Project Name / Limits Project Type Total Project Cost Measure A Funds 2024/25 2025-01 City-Wide Maintenance and Operations City wide maintenance operations including pavement, medians, street light energy, traffic signals; transportation and traffic planning activities; pavement management planning; street design and engineering activities. 1,431,520$ 1,431,520$ 2025-02 Measure A Administrative Costs Administration 124,480 124,480 TOTAL 1,556,000$ 1,556,000$ FY 2024/25 FY 2024-25 Page 4 of 8 793 MEASURE A LOCAL STREETS AND ROADS PROGRAM Agency: CATHEDRAL CITY Prepared by: Vincent Lopez Phone #: 760-770-0349 Date: 4/19/2021 Estimated Prior Year Measure A Balance:-$ Estimated FY 2025/26 Measure A Allocation:1,572,000 Estimated Measure A Available for FY 2025/26 Projects:1,572,000$ Item No.Project Name / Limits Project Type Total Project Cost Measure A Funds 2025/26 2026-01 City-Wide Maintenance and Operations City wide maintenance operations including pavement, medians, street light energy, traffic signals; transportation and traffic planning activities; pavement management planning; street design and engineering activities. 1,446,240$ 1,446,240$ 2026-02 Measure A Administrative Costs Administration 125,760 125,760 TOTAL 1,572,000$ 1,572,000$ FY 2025/26 FY 2025-26 Page 5 of 8 794 MEASURE A LOCAL STREETS AND ROADS PROGRAM Agency: CATHEDRAL CITY Prepared by: Vincent Lopez Phone #: 760-770-0349 Date: 4/19/2021 Item No.Project Name / Limits Project Type Total Cost Anticipated Measure A Funds Expended (Est thru 6/30/2021) Estimated/ Actual Completion Status 2021-01 City-wide Maintenance and Operations City-wide street maintenance $ 1,185,147 $ 1,185,147 6/30/2021 Ongoing 2021-02 Measure A Administrative Costs Administration 120,240 120,240 6/30/2021 Ongoing TOTAL 1,305,387$ 1,305,387$ PROJECT STATUS REPORT FY 2020/21 Project Status Report FY20-21 Page 6 of 8 795 MEASURE A LOCAL STREETS AND ROADS CITY OF COACHELLA 796 This page left intentionally blank. 797 798 799 MEASURE A LOCAL STREETS AND ROADS PROGRAM Agency: COACHELLA Prepared by: Andrew Simmons Phone #: 760-398-5744 Date: 4/5/2021 FY 2019/20 Audited Measure A Balance:189,685$ FY 2020/21 (Revised) Measure A Revenue:647,000 Less: FY 2020/21 Project Status Report expenses:(389,288) Estimated Prior Year Measure A Balance:447,397 Estimated FY 2021/22 Measure A Allocation:620,000 Estimated Measure A Available for FY 2021/22 Projects:1,067,397$ Item No.Project Name / Limits Project Type Total Project Cost Measure A Funds 2021/22 2022-01 ST-105 Street Resurfacing, Phase 17 This project will improve the street pavement and resurfacing. This will include repair or replacement of curb, gutter, sidewalks, new overlay, and the installation of handicap ramps as required. The street pavements are identified from the Pavement Management Update. $ 561,815 $ 561,815 2022-02 ST-129 Avenue 52 and Calhoun Pavement rehabilitation from Calhoun to City Limits. This is a joint project with the County of Riverside. 639,000 133,604 2022-03 ST-133 Airport Blvd Segments Microsurfacing Rout and Seal cracks, remove current painted traffic stripe and pavement markings, microsurfacing, thermoplastic crosswalk and pavement markings, paint traffic stripe with two coats and reflective pavement markers. Joint project with the County, with the County of Riverside Lead. 58,185 58,185 TOTAL 1,259,000$ 753,604$ FY 2021/22 FY 2021-22 Page 1 of 6 800 MEASURE A LOCAL STREETS AND ROADS PROGRAM Agency: COACHELLA Prepared by: Andrew Simmons Phone #: 760-398-5744 Date: 4/5/2021 Estimated Prior Year Measure A Balance:313,793$ Estimated FY 2022/23 Measure A Allocation:626,000 Estimated Measure A Available for FY 2022/23 Projects:939,793$ Item No.Project Name / Limits Project Type Total Project Cost Measure A Funds 2022/23 2023-01 ST-113 Street Resurfacing, Phase 18 This project will improve the street pavement and resurfacing. This will include repair or replacement of curb, gutter, sidewalks, new overlay, and the installation of handicap ramps as required. The street pavements are identified from the Pavement Management Update. 626,000$ 626,000$ TOTAL 626,000$ 626,000$ FY 2022/23 FY 2022-23 Page 2 of 6 801 MEASURE A LOCAL STREETS AND ROADS PROGRAM Agency: COACHELLA Prepared by: Andrew Simmons Phone #: 760-398-5744 Date: 4/5/2021 Estimated Prior Year Measure A Balance:313,793$ Estimated FY 2023/24 Measure A Allocation:632,000 Estimated Measure A Available for FY 2023/24 Projects:945,793$ Item No.Project Name / Limits Project Type Total Project Cost Measure A Funds 2023/24 2024-01 ST-118 Street Resurfacing, Phase 19 This project will improve the street pavement and resurfacing. This will include repair or replacement of curb, gutter, sidewalks, new overlay, and the installation of handicap ramps as required. The street pavements are identified from the Pavement Management Update. 632,000$ 632,000$ TOTAL 632,000$ 632,000$ FY 2023/24 FY 2023-24 Page 3 of 6 802 MEASURE A LOCAL STREETS AND ROADS PROGRAM Agency: COACHELLA Prepared by: Andrew Simmons Phone #: 760-398-5744 Date: 4/5/2021 Estimated Prior Year Measure A Balance:313,793$ Estimated FY 2024/25 Measure A Allocation:638,000 Estimated Measure A Available for FY 2024/25 Projects:951,793$ Item No.Project Name / Limits Project Type Total Project Cost Measure A Funds 2024/25 2025-01 ST-128 Street Resurfacing, Phase 20 This project will improve the street pavement and resurfacing. This will include repair or replacement of curb, gutter, sidewalks, new overlay, and the installation of handicap ramps as required. The street pavements are identified from the Pavement Management Update. 638,000$ 638,000$ TOTAL 638,000$ 638,000$ FY 2024/25 FY 2024-25 Page 4 of 6 803 MEASURE A LOCAL STREETS AND ROADS PROGRAM Agency: COACHELLA Prepared by: Andrew Simmons Phone #: 760-398-5744 Date: 4/5/2021 Estimated Prior Year Measure A Balance:313,793$ Estimated FY 2025/26 Measure A Allocation:644,000 Estimated Measure A Available for FY 2025/26 Projects:957,793$ Item No.Project Name / Limits Project Type Total Project Cost Measure A Funds 2025/26 2026-01 ST-132 Street Resurfacing, Phase 21 This project will improve the street pavement and resurfacing. This will include repair or replacement of curb, gutter, sidewalks, new overlay, and the installation of handicap ramps as required. The street pavements are identified from the Pavement Management Update. 644,000$ 644,000$ TOTAL 644,000$ 644,000$ FY 2025/26 FY 2025-26 Page 5 of 6 804 MEASURE A LOCAL STREETS AND ROADS PROGRAM Agency: COACHELLA Prepared by: Andrew Simmons Phone #: 760-398-5744 Date: 4/5/2021 Item No.Project Name / Limits Project Type Total Cost Anticipated Measure A Funds Expended (Est thru 6/30/2021) Estimated/ Actual Completion Status 2021-02 ST-119 & ST-88 Street Resurfacing, Phase 15 This project will improve the street pavement and resurfacing. This will include repair or replacement of curb, gutter, sidewalks, new overlay, and the installation of handicap ramps as required. The street pavements are identified from the Pavement Management Update. $ 2,000,000 $ 270,288 Completed FY 20/21 Complete 2021-03 ST-129 Avenue 50 & Calhoun This project will improve the street pavement and resurfacing. This will include repair or replacement of curb, gutter, sidewalks, new overlay, and the installation of handicap ramps as required. The street pavements are identified from the Pavement Management Update. 639,000 119,000 In Progress to be completed in FY 21/22 In progress TOTAL 2,639,000$ 389,288$ PROJECT STATUS REPORT FY 2020/21 Project Status Report FY20-21 Page 6 of 6 805 MEASURE A LOCAL STREETS AND ROADS CITY OF CORONA 806 This page left intentionally blank. 807 808 FY 2021/22 MAINTENANCE OF EFFORT CERTIFICATION STATEMENT The undersigned agrees and certifies for the City of Corona (the “Agency”) that sales tax transportation funds received pursuant to Ordinance No. 02-001 of the Riverside County Transportation Commission (“Measure A”) shall be used in compliance with the Commission’s Maintenance of Effort Guidelines and a base year amount of $2,208,200 approved by the Commission at its July 13, 2011 meeting, and that the Agency shall not use such funds to replace discretionary local funds previously expended by the Agency for local transportation purposes. The Agency hereby acknowledges that the failure of the Agency to continue such local expenditure shall result in a reduction or loss of Measure A funds. Additionally, the Agency commits to expending Measure A Local Streets and Roads funds for projects listed in the Five Year Capital Improvement Plan as approved by Riverside County Transportation Commission. Dated: May 3, 2021 _________________________________ Jacob Ellis, City Manager ATTEST: _________________________________ City Clerk, City of Corona DocuSign Envelope ID: 050DA1AB-FDE4-4A4A-889E-AABE10BFEA51 809 MEASURE A LOCAL STREETS AND ROADS PROGRAM Agency: CORONA Prepared by: Luis Navarro Phone #: (951) 817-4752 Date: 4/22/2021 FY 2019/20 Audited Measure A Balance:18,313,594$ FY 2020/21 (Revised) Measure A Revenue:4,455,000 Less: FY 2020/21 Project Status Report expenses:(2,390,537) Estimated Prior Year Measure A Balance:20,378,057 Estimated FY 2021/22 Measure A Allocation:4,378,000 Estimated Measure A Available for FY 2021/22 Projects:24,756,057$ Item No.Project Name / Limits Project Type Total Project Cost Measure A Funds 2021/22 2022-01 Annual Street Pavement Rehabilitation Streets & Storm Drains 7,064,157$ 3,786,316$ 2022-02 Citywide Sidewalk and ADA Improvements - Phase II Streets & Storm Drains 350,000 350,000 2021-02 Citywide Traffic Signs Streets & Storm Drains 15,000 - 2021-03 East Grand Boulevard Storm Drain Streets & Storm Drains 320,000 - 2022-05 Magnolia Avenue Widening Streets & Storm Drains 299,000 199,000 2022-06 Miscellaneous Repair and Replacement of Traffic Signals Streets & Storm Drains 200,000 - 2022-07 Oak Avenue Street Widening Streets & Storm Drains 650,000 650,000 2022-08 Ontario Avenue Widening Streets & Storm Drains 350,000 350,000 2022-09 Pavement Maintenance and Resurfacing Streets & Storm Drains 300,000 150,000 2022-10 Pavement Management Study Streets & Storm Drains 30,000 30,000 2022-11 River Road Median Landscape Improvements Streets & Storm Drains 500,000 500,000 2022-12 Sidewalk/Curb/Gutter Install Streets & Storm Drains 800,000 400,000 2022-13 Striping Rehabilitation Streets & Storm Drains 325,000 325,000 2022-14 West Rincon Street Improvements Streets & Storm Drains 350,000 350,000 Cost Allocation Plan (Overhead) Operational 165,537 165,537 TOTAL 11,718,694$ 7,255,853$ FY 2021/22 FY 2021-22 Page 1 of 9 810 MEASURE A LOCAL STREETS AND ROADS PROGRAM Agency: CORONA Prepared by: Luis Navarro Phone #: (951) 817-4752 Date: 4/22/2021 Estimated Prior Year Measure A Balance:17,500,204$ Estimated FY 2022/23 Measure A Allocation:4,422,000 Estimated Measure A Available for FY 2022/23 Projects:21,922,204$ Item No.Project Name / Limits Project Type Total Project Cost Measure A Funds 2022/23 2023-01 Annual Street Pavement Rehabilitation Streets & Storm Drains 1,000,000$ 1,000,000$ 2023-02 Citywide Traffic Signs Streets & Storm Drains 15,000 - 2023-03 Infrastructure for Rebuilding America (INFRA) - SR-91 Corridor Projects Streets & Storm Drains 1,000,000 500,000 2023-04 Magnolia Avenue Widening Streets & Storm Drains 3,000,000 1,000,000 2023-05 Miscellaneous Repair and Replacement of Traffic Signals Streets & Storm Drains 200,000 - 2023-06 Pavement Maintenance and Resurfacing Streets & Storm Drains 306,000 153,000 2023-07 Pavement Management Study Streets & Storm Drains 10,000 10,000 2023-08 Sidewalk/Curb/Gutter Install Streets & Storm Drains 816,000 408,000 2023-09 Striping Rehabilitation Streets & Storm Drains 325,000 175,000 Cost Allocation Plan (Overhead)Operational 170,503 170,503 TOTAL 6,842,503$ 3,416,503$ FY 2022/23 FY 2022-23 Page 2 of 9 811 MEASURE A LOCAL STREETS AND ROADS PROGRAM Agency: CORONA Prepared by: Luis Navarro Phone #: (951) 817-4752 Date: 4/22/2021 Estimated Prior Year Measure A Balance:18,505,701$ Estimated FY 2023/24 Measure A Allocation:4,466,000 Estimated Measure A Available for FY 2023/24 Projects:22,971,701$ Item No.Project Name / Limits Project Type Total Project Cost Measure A Funds 2023/24 2024-01 Citywide Traffic Signs Streets & Storm Drains 15,000$ -$ 2024-02 Magnolia Avenue Widening Streets & Storm Drains 700,000 600,000 2024-03 Miscellaneous Repair and Replacement of Traffic Signals Streets & Storm Drains 200,000 - 2024-04 Pavement Maintenance and Resurfacing Streets & Storm Drains 312,120 156,060 2024-05 Pavement Management Study Streets & Storm Drains 10,000 10,000 2024-06 Sidewalk/Curb/Gutter Install Streets & Storm Drains 832,320 416,160 Cost Allocation Plan (Overhead)Operational 175,618 175,618 TOTAL 2,245,058$ 1,357,838$ FY 2023/24 FY 2023-24 Page 3 of 9812 MEASURE A LOCAL STREETS AND ROADS PROGRAM Agency: CORONA Prepared by: Luis Navarro Phone #: (951) 817-4752 Date: 4/22/2021 Estimated Prior Year Measure A Balance:21,613,863$ Estimated FY 2024/25 Measure A Allocation:4,511,000 Estimated Measure A Available for FY 2024/25 Projects:26,124,863$ Item No.Project Name / Limits Project Type Total Project Cost Measure A Funds 2024/25 2025-01 Miscellaneous Repair and Replacement of Traffic Signals Streets & Storm Drains 200,000$ -$ 2025-02 Pavement Maintenance and Resurfacing Streets & Storm Drains 318,364 159,182 2025-03 Sidewalk/Curb/Gutter Install Streets & Storm Drains 848,968 424,484 Cost Allocation Plan (Overhead)Operational 180,887 180,887 TOTAL 1,548,219$ 764,553$ FY 2024/25 FY 2024-25 Page 4 of 9 813 MEASURE A LOCAL STREETS AND ROADS PROGRAM Agency: CORONA Prepared by: Luis Navarro Phone #: (951) 817-4752 Date: 4/22/2021 Estimated Prior Year Measure A Balance:25,360,310$ Estimated FY 2025/26 Measure A Allocation:4,556,000 Estimated Measure A Available for FY 2025/26 Projects:29,916,310$ Item No.Project Name / Limits Project Type Total Project Cost Measure A Funds 2025/26 2026-01 Pavement Maintenance and Resurfacing Streets & Storm Drains 324,730$ 162,365$ 2026-02 Sidewalk/Curb/Gutter Install Streets & Storm Drains 865,946 432,973 Cost Allocation Plan (Overhead)Operational 186,313 186,313 TOTAL 1,376,989$ 781,651$ FY 2025/26 FY 2025-26 Page 5 of 9 814 MEASURE A LOCAL STREETS AND ROADS PROGRAM Agency: CORONA Prepared by: Luis Navarro Phone #: (951) 817-4752 Date: 4/22/2021 Item No.Project Name / Limits Project Type Total Cost Anticipated Measure A Funds Expended (Est thru 6/30/2021) Estimated/ Actual Completion Status 2020-03 (added)Auto Center Drive/Burlington Northern Santa Fe Railroad Grade Separation Streets & Storm Drains 277,000 277,000 Complete Project Close Out Construction of a grade separation (bridge) over the Burlington Northern Santa Fe Railroad tracks at Auto Center Drive to eliminate the current at-grade crossing. 2020-04 (added)Bridge Evaluation Streets & Storm Drains 374,522 172,000 On-going On-going Maintenance on bridges throughout the City as recommended by the State of California Department of Transportation. 2021-01 Butterfield Drive Road Relocation Streets & Storm Drains 1,999,898 - On-going Anticipate Construction August 2022 Relocate Butterfield Drive to provide access over proposed Army Corps of Engineers Alcoa Dike at Butterfield Park with transition to Smith Avenue on the east side of the Alcoa Dike and transition to the existing roadway alignment on the west side of the Alcoa Dike. Roadway relocation will be designed by Orange County Public Works design consultant and constructed as part of the Corps of Engineers dike construction project. The extent of pavement rehabilitation/repair will include approximately 33,500 square feet of existing pavement. The scope of work to be determined by the consulting engineering firm contracted to prepare the design. 2021-02 Citywide Traffic Signs Streets & Storm Drains 50,816 10,000 On-going On-going Traffic signs required for public roadways citywide. 2021-03 East Grand Boulevard Storm Drain Streets & Storm Drains 741,372 1,000 On-going Out for RFP Construction of a 36-inch storm drain line in East Grand Boulevard from Third Street to Seventh Street. PROJECT STATUS REPORT FY 2020/21 Project Status Report FY20-21 Page 6 of 9815 MEASURE A LOCAL STREETS AND ROADS PROGRAM Item No.Project Name / Limits Project Type Total Cost Anticipated Measure A Funds Expended (Est thru 6/30/2021) Estimated/ Actual Completion Status 2021-04 Foothill Parkway Westerly Extension Streets & Storm Drains 8,560,136 - Completed April 2021 Complete Design and construction of Foothill Parkway from Trudy Way to Paseo Grande, including full street improvements for a new four lane roadway. 2020-13 (added)FY 2019 CDBG Sidewalk Improvements Streets & Storm Drains 621,467 500,000 Anticipate Completion 6/1/2021 Under Construction The 2018-19 Community Development Block Grant (CDBG) Sidewalk Improvements Project includes replacement of damaged sidewalks, curbs, and gutters to meet the requirements of the Americans with Disabilities Act (ADA). 2021-05 Household Waste Collection Facility Street Improvements Streets & Storm Drains 245,500 10,000 On-going Design Street Improvements to Quarry Street and Rimpau Avenue in support of the Maintenance Services Department. 2021-06 Local Street Pavement Rehabilitation Streets & Storm Drains 3,737,306 20,000 On-going Design Pavement rehabilitation for local streets in accordance with the current Pavement Management Study. Rehabilitation may include reconstruction paving, crack sealing, slurry, etc. 2020-16 (added)Magnolia Avenue Widening Streets & Storm Drains 2,601,766 300,000 On-going Design Widening of Magnolia Avenue between El Camino Avenue and All American Way which includes widening of the bridge that crosses the Temescal Wash. 2020-17 (added)Magnolia Median Rehabilitation Streets & Storm Drains 947,048 200,000 Anticipate Completion 7/2021 90-day Maintenance This project will provide for the redesign and rehabilitation of the existing Magnolia Avenue medians. The project consists of approximately 97,000square feet of landscaping from Ontario to Rimpau Avenue. The medians on Magnolia Avenue have experienced die‐off over the past several years as the plant material reaches the end of its life. Additionally, the irrigation is old and inefficient, causing runoff that damages the roadways. The project will provide for several design concepts that will include high efficiency irrigation, use of hardscape or DG, and low water use plants. 2021-07 Major Streets Pavement Rehabilitation Streets & Storm Drains 1,364,424 10,000 On-going On-going Pavement rehabilitation for major thoroughfares in accordance with the Pavement Management Program. Rehabilitation may include reconstruction paving, crack sealing, slurry, etc. Project Status Report FY20-21 Page 7 of 9816 MEASURE A LOCAL STREETS AND ROADS PROGRAM Item No.Project Name / Limits Project Type Total Cost Anticipated Measure A Funds Expended (Est thru 6/30/2021) Estimated/ Actual Completion Status 2021-08 Miscellaneous Repair and Replacement of Traffic Signals Streets & Storm Drains 385,031 20,000 On-going On-going Unscheduled repair/replacement of traffic signals and related facilities at various locations Citywide. Includes the repair or replacement of traffic signals, safety lights, street name signs, traffic control signs, signal poles, heads, etc.; rewiring old signals and damaged loops; and maintenance of the advance traffic management system. 2021-10 Oak Avenue Street Widening Streets & Storm Drains 500,000 50,000 On-going Design Design and construction of Oak Avenue; street widening, sidewalk, curb and gutter improvements. 2021-09 Ontario Avenue Widening Streets & Storm Drains 3,790,066 350,000 On-going Design Widening of Ontario Avenue between Compton Avenue and State Street. 2021-11 Pavement Maintenance and Resurfacing Streets & Storm Drains 327,359 10,000 On-going On-going Resurface and repair potholes and miscellaneous pavement failures with City staff and/or contracted services. 2021-12 Pavement Management Study Streets & Storm Drains 75,084 10,000 On-going On-going Ongoing field survey of local streets to be included in the Street Saver Program for the purpose of completing the City's street inventory, and maintaining current information for rehabilitation project planning. Annual Street Saver license and maintenance. 2020-28 (added)Rock Vista Drive Subdrain Streets & Storm Drains 292,115 135,000 June 2021 Anticipate Construction Complete June 2021 The Rock Vista Drive Subdrain Project will construct a new subdrain system in Rock Vista Drive from Vonita Circle to connect to the existing subdrain system at Ladera Circle. The project will include construction of approximately 1,100 linear feet of new 4-inch Polyvinyl Chloride (PVC) perforated subdrain pipe, including parkway subdrain laterals, parkway restoration, partial sidewalk removal and replacement, asphalt pavement restoration of trenched areas in the street, and related work. Project Status Report FY20-21 Page 8 of 9817 MEASURE A LOCAL STREETS AND ROADS PROGRAM Item No.Project Name / Limits Project Type Total Cost Anticipated Measure A Funds Expended (Est thru 6/30/2021) Estimated/ Actual Completion Status 2021-13 Sidewalk/Curb/Gutter Install Streets & Storm Drains 780,691 20,000 On-going On-going Street maintenance program for as-needed repairs or replacement of curb, gutter, sidewalk, and drive approaches. 2021-14 Striping Rehabilitation Streets & Storm Drains 589,452 120,000 On-going On-going Upgrade and maintenance of Citywide striping using City staff and/or contract services; and rehabilitation and maintenance of the City's traffic system and transportation infrastructure. 2021-15 Traffic Signals Lighting Upgrade Streets & Storm Drains 371,154 - On-going On-going Upgrade traffic signal safety lighting and Internally Illuminated Street Name Signs (IISNS) to energy efficient, long-lasting, lighting fixtures to reduce energy usage and maintain costs. Upgrades will be phased over a 3-year period. 2021-16 West Rincon Street Improvements Streets & Storm Drains 1,000,000 10,000 On-going Design Phase I: Prepare Design, Specifications and Environmental Plans to improve Rincon Street and drainage facilities between Smith Avenue and Lincoln Avenue to alleviate flooding and debris on the roadway. Phase II: Construction would proceed after completion of the Alcoa Dike on Rincon Street and Auburndale Street which is anticipated in 2022. 2021-17 Auto Center Drive/Burlington Northern Santa Fe Railroad Grade Separation Streets & Storm Drains #REF!- Complete Project Close Out Construction of a grade separation (bridge) over the Burlington Northern Santa Fe Railroad tracks at Auto Center Drive to eliminate the current at-grade crossing. Cost Allocation Plan (Overhead)Operational 165,537 165,537 On-going On-going TOTAL #REF!2,390,537$ Project Status Report FY20-21 Page 9 of 9818 This page left intentionally blank. 819 MEASURE A LOCAL STREETS AND ROADS CITY OF DESERT HOT SPRINGS 820 This page left intentionally blank. 821 822 823 MEASURE A LOCAL STREETS AND ROADS PROGRAM Agency: DESERT HOT SPRINGS Prepared by: Daniel Porras Phone #: (760)329-6411 ext 216 Date: 5/4/2021 FY 2019/20 Audited Measure A Balance:51,195$ FY 2020/21 (Revised) Measure A Revenue:513,000 Less: FY 2020/21 Project Status Report expenses:(492,650) Estimated Prior Year Measure A Balance:71,545 Estimated FY 2021/22 Measure A Allocation:510,000 Estimated Measure A Available for FY 2021/22 Projects:581,545$ Item No.Project Name / Limits Project Type Total Project Cost Measure A Funds 2021/22 2022-01 Citywide resurfacing, curb, gutter & sidewalk repairs and Improvements and signage and striping Road Rehabilitation and Maintenance 200,000$ 125,000$ 2022-02 Citywide Road Shoulders repairs and maintenance Road Rehabilitation and Maintenance 100,000 50,000 2022-03 Debt Service for T.R.I.P. (Total Road Improvement Program Services 2012A COP'x (Certificate of Participation) Debt Service 401,000 162,000 2022-04 Palm Drive Improvements - Pierson to Mission Lakes Project- ATP 5 Construction 4,868,120 50,000 2022-05 HSIP Cycle 9-2 - Palm Drive Project Construction 119,400 11,840 2022-06 Jefferson/I-10 and Date Palm/I-10 Interchange Construction 4,000 4,000 2022-07 Hacienda Ave Improvement Project - ATP 4 Construction 1,498,000 50,000 2022-08 Palm Drive - Camino Aventura to I-10 Design 193,000 25,000 2022-09 Cvlink DHS Extension Design 900,660 24,000 2022-10 Indirect Costs Overhead 40,800 40,800 TOTAL 8,324,980$ 542,640$ FY 2021/22 FY 2021-22 Page 1 of 6 824 MEASURE A LOCAL STREETS AND ROADS PROGRAM Agency: DESERT HOT SPRINGS Prepared by: Daniel Porras Phone #: (760)329-6411 ext 216 Date: 5/4/2021 Estimated Prior Year Measure A Balance:38,905$ Estimated FY 2022/23 Measure A Allocation:515,000 Estimated Measure A Available for FY 2022/23 Projects:553,905$ Item No.Project Name / Limits Project Type Total Project Cost Measure A Funds 2022/23 2023-01 Citywide resurfacing, curb, gutter & sidewalk repairs and Improvements and signage and striping Road Rehabilitation and Maintenance 200,000$ 125,000$ 2023-02 Citywide Road Shoulders repairs and maintenance Road Rehabilitation and Maintenance 100,000 50,000 2023-03 Debt Service for T.R.I.P. (Total Road Improvement Program Services 2012A COP'x (Certificate of Participation) Debt Service 401,000 162,000 2023-04 Wardman 8th Sidewalk Improvements Construction 425,000 40,000 2023-05 Jefferson/I-10 and Date Palm/I-10 Interchange Construction 4,000 4,000 2023-06 Hacienda Ave Improvement Project - ATP 4 Construction 1,498,000 20,000 2023-07 Cvlink DHS Extension Design 900,660 37,000 2023-08 Indirect Costs Overhead 41,200 41,200 TOTAL 3,569,860$ 479,200$ FY 2022/23 FY 2022-23 Page 2 of 6 825 MEASURE A LOCAL STREETS AND ROADS PROGRAM Agency: DESERT HOT SPRINGS Prepared by: Daniel Porras Phone #: (760)329-6411 ext 216 Date: 5/4/2021 Estimated Prior Year Measure A Balance:74,705$ Estimated FY 2023/24 Measure A Allocation:520,000 Estimated Measure A Available for FY 2023/24 Projects:594,705$ Item No.Project Name / Limits Project Type Total Project Cost Measure A Funds 2023/24 2024-01 Citywide resurfacing, curb, gutter & sidewalk repairs and Improvements and signage and striping Road Rehabilitation and Maintenance 200,000$ 125,000$ 2024-02 Citywide Road Shoulders repairs and maintenance Road Rehabilitation and Maintenance 100,000 50,000 2024-03 Debt Service for T.R.I.P. (Total Road Improvement Program Services 2012A COP'x (Certificate of Participation) Debt Service 401,000 162,000 2024-04 Wardman 8th Sidewalk Improvements Construction 425,000 45,000 2024-05 Jefferson/I-10 and Date Palm/I-10 Interchange Construction 4,000 4,000 2024-06 Hacienda Ave Improvement Project - ATP 4 Construction 1,498,000 20,000 2024-07 Cvlink DHS Extension Design 900,660 124,000 2024-08 Indirect Costs Overhead 41,600 41,600 TOTAL 3,570,260$ 571,600$ FY 2023/24 FY 2023-24 Page 3 of 6 826 MEASURE A LOCAL STREETS AND ROADS PROGRAM Agency: DESERT HOT SPRINGS Prepared by: Daniel Porras Phone #: (760)329-6411 ext 216 Date: 5/4/2021 Estimated Prior Year Measure A Balance:23,105$ Estimated FY 2024/25 Measure A Allocation:525,000 Estimated Measure A Available for FY 2024/25 Projects:548,105$ Item No.Project Name / Limits Project Type Total Project Cost Measure A Funds 2024/25 2025-01 Citywide resurfacing, curb, gutter & sidewalk repairs and Improvements and signage and striping Road Rehabilitation and Maintenance 200,000$ 200,000$ 2025-02 Citywide Road Shoulders repairs and maintenance Road Rehabilitation and Maintenance 100,000 60,000 2025-03 Debt Service for T.R.I.P. (Total Road Improvement Program Services 2012A COP'x (Certificate of Participation) Debt Service 401,000 162,000 2025-04 Jefferson/I-10 and Date Palm/I- 10 Interchange Construction 4,000 4,000 2025-05 Indirect Costs Overhead 42,000 4,200 TOTAL 747,000$ 430,200$ FY 2024/25 FY 2024-25 Page 4 of 6 827 MEASURE A LOCAL STREETS AND ROADS PROGRAM Agency: DESERT HOT SPRINGS Prepared by: Daniel Porras Phone #: (760)329-6411 ext 216 Date: 5/4/2021 Estimated Prior Year Measure A Balance:117,905$ Estimated FY 2025/26 Measure A Allocation:530,000 Estimated Measure A Available for FY 2025/26 Projects:647,905$ Item No.Project Name / Limits Project Type Total Project Cost Measure A Funds 2025/26 2026-01 Citywide resurfacing, curb, gutter & sidewalk repairs and Improvements and signage and striping Road Rehabilitation and Maintenance 220,000$ 220,000$ 2026-02 Citywide Road Shoulders repairs and maintenance Road Rehabilitation and Maintenance 100,000 100,000 2026-03 Debt Service for T.R.I.P. (Total Road Improvement Program Services 2012A COP'x (Certificate of Participation) Debt Service 401,000 162,000 2026-04 Jefferson/I-10 and Date Palm/I-10 Interchange Construction 4,000 4,000 2026-05 Indirect Costs Overhead 42,400 42,400 TOTAL 767,400$ 528,400$ FY 2025/26 FY 2025-26 Page 5 of 6 828 MEASURE A LOCAL STREETS AND ROADS PROGRAM Agency: DESERT HOT SPRINGS Prepared by: Daniel Porras Phone #: (760)329-6411 ext 216 Date: 5/4/2021 Item No.Project Name / Limits Project Type Total Cost Anticipated Measure A Funds Expended (Est thru 6/30/2021) Estimated/ Actual Completion Status 2021-01 Citywide resurfacing, curb, gutter & sidewalk repairs and Improvements and signage and striping Road Rehabilitation and Maintenance 175,000$ 85,000$ 6/30/2021 On-going 2021-02 Debt Service for T.R.I.P. (Total Road Improvement Program Services 2012A COP'x (Certificate of Participation) Debt Service 401,000 200,000 6/30/2021 2021-03 SB 821 - Palm Drive Bike Lane Project Construction 631,000 - project moved to FY 21-22 2021-04 HSIP Cycle 9-2 - Palmd Drive Project Construction 119,400 - project moved to FY 21-22 2021-05 Jefferson/I-10 and Date Palm/I- 10 Interchange Construction 5,000 3,600 6/30/2021 on-going 2021-06 ATP Cycle 4 - Hacienda Ave Project Construction 1,498,000 5,000 6/30/2021 on-going 2021-07 Indirect Costs Overhead 37,000 37,000 6/30/2021 on-going new 2021-08 Replacement of Street Signs Road Sign Maintenance 86,050 86,050 2/11/2021 complete new 2021-09 Palm Drive - Pierson to Mission Lakes Blvd Design 142,000 37,000 6/30/2021 on-going new 2021-10 Palm Drive - Camino Aventura to I-10 Design 193,000 21,000 6/30/2021 on-going new 2021-11 Cvlink DHS Extension Design 900,660 18,000 6/30/2021 on-going TOTAL 4,188,110$ 492,650$ PROJECT STATUS REPORT FY 2020/21 Project Status Report FY20-21 Page 6 of 6829 MEASURE A LOCAL STREETS AND ROADS CITY OF EASTVALE 830 This page left intentionally blank. 831 May 3, 2021 Mrs. Martha Masters Riverside County Transportation Commission 4080 Lemon Street, 3rd Floor P.O. Box 12008 Riverside, CA 92502-2208 RE: City of Eastvale’s Measure A Expenditure Plan FY 2021/22 – FY 2025/26 Dear Mrs. Masters: Please find enclosed the Fiscal Year 2021/22 – 2025/26 Measure A Expenditure Plan for the City of Eastvale. Also enclosed is the Fiscal Year 2020/21 Project Status Report and the City’s MOE Certification Statement for your review. Should you have any questions, or need further information on the above, please feel free to contact Dahi Kim at dkim@eastvaleca.gov. Sincerely, Jimmy Chung City Engineer Enclosures 832 833 MEASURE A LOCAL STREETS AND ROADS PROGRAM Agency: EASTVALE Prepared by: DAHI KIM Phone #: (951)703-4477 Date: 5/3/2021 FY 2019/20 Audited Measure A Balance:3,144,498$ FY 2020/21 (Revised) Measure A Revenue:1,447,000 Less: FY 2020/21 Project Status Report expenses:(712,758) Estimated Prior Year Measure A Balance:3,878,740 Estimated FY 2021/22 Measure A Allocation:1,472,000 Estimated Measure A Available for FY 2021/22 Projects:5,350,740$ Item No.Project Name / Limits Project Type Total Project Cost Measure A Funds 2021/22 2022-01 Road Safety/Traffic Improvements Roadway safety and traffic improvements to include traffic signs, pavement markings, signal synchronization, and pedestrians accessibility. $ 938,500 $ 167,500 2022-02 Street Improvement Program Improvement of roadway and associated trasportation systems to include widening, repair, and reconstruction. 4,406,143 1,483,489 2022-03 Citywide Maintenance Program Maintenance and repair within the City's right of way to include crack sealing, slurry seals, drainage facilities and flood control improvements. 1,977,150 1,767,000 2022-04 Administrative Costs Administrative costs for operating capital projects 117,760 117,760 TOTAL 7,439,553$ 3,535,749$ FY 2021/22 FY 2021-22 Page 1 of 6 834 MEASURE A LOCAL STREETS AND ROADS PROGRAM Agency: EASTVALE Prepared by: DAHI KIM Phone #: (951)703-4477 Date: 5/3/2021 Estimated Prior Year Measure A Balance:1,814,991$ Estimated FY 2022/23 Measure A Allocation:1,487,000 Estimated Measure A Available for FY 2022/23 Projects:3,301,991$ Item No.Project Name / Limits Project Type Total Project Cost Measure A Funds 2022/23 2023-01 Road Safety/Traffic Improvements Roadway safety and traffic improvements to include traffic signs, pavement markings, signal synchronization, and pedestrians accessibility. 7,605,000$ 1,015,000$ 2023-02 Street Improvement Program Improvement of roadway and associated trasportation systems to include widening, repair, and reconstruction. 2,000,000 410,000 2023-03 Citywide Maintenance Program Maintenance and repair within the City's right of way to include crack sealing, slurry seals, drainage facilities and flood control improvements. 1,430,000 1,155,000 2034-04 Administrative Costs Administrative costs for operating capital projects 118,960 118,960 TOTAL 11,153,960$ 2,698,960$ FY 2022/23 FY 2022-23 Page 2 of 6 835 MEASURE A LOCAL STREETS AND ROADS PROGRAM Agency: EASTVALE Prepared by: DAHI KIM Phone #: (951)703-4477 Date: 5/3/2021 Estimated Prior Year Measure A Balance:603,031$ Estimated FY 2023/24 Measure A Allocation:1,502,000 Estimated Measure A Available for FY 2023/24 Projects:2,105,031$ Item No.Project Name / Limits Project Type Total Project Cost Measure A Funds 2023/24 2024-01 Road Safety/Traffic Improvements Roadway safety and traffic improvements to include traffic signs, pavement markings, signal synchronization, and pedestrians accessibility. 325,000$ 175,000$ 2024-02 Street Improvement Program Improvement of roadway and associated trasportation systems to include widening, repair, and reconstruction. 2,000,000 500,000 2024-03 Citywide Maintenance Program Maintenance and repair within the City's right of way to include crack sealing, slurry seals, drainage facilities and flood control improvements. 4,990,000 935,000 2024-04 Administrative Costs Administrative costs for operating capital projects 120,160 120,160 TOTAL 7,435,160$ 1,730,160$ FY 2023/24 FY 2023-24 Page 3 of 6 836 MEASURE A LOCAL STREETS AND ROADS PROGRAM Agency: EASTVALE Prepared by: DAHI KIM Phone #: (951)703-4477 Date: 5/3/2021 Estimated Prior Year Measure A Balance:374,871$ Estimated FY 2024/25 Measure A Allocation:1,517,000 Estimated Measure A Available for FY 2024/25 Projects:1,891,871$ Item No.Project Name / Limits Project Type Total Project Cost Measure A Funds 2024/25 2025-01 Road Safety/Traffic Improvements Roadway safety and traffic improvements to include traffic signs, pavement markings, signal synchronization, and pedestrians accessibility 5,500$ 5,500$ 2025-02 Street Improvement Program Improvement of roadway and associated trasportation systems to include widening, repair, and reconstruction. 2,000,000 500,000 2025-03 Citywide Maintenance Program Maintenance and repair within the City's right of way to include crack sealing, slurry seals, drainage facilities and flood control improvements. 4,880,000 880,000 2025-04 Administrative Costs Administrative costs for operating capital projects 121,360 121,360 TOTAL 7,006,860$ 1,506,860$ FY 2024/25 FY 2024-25 Page 4 of 6 837 MEASURE A LOCAL STREETS AND ROADS PROGRAM Agency: EASTVALE Prepared by: DAHI KIM Phone #: (951)703-4477 Date: 5/3/2021 Estimated Prior Year Measure A Balance:385,011$ Estimated FY 2025/26 Measure A Allocation:1,532,000 Estimated Measure A Available for FY 2025/26 Projects:1,917,011$ Item No.Project Name / Limits Project Type Total Project Cost Measure A Funds 2025/26 2026-01 Road Safety/Traffic Improvements Roadway safety and traffic improvements to include traffic signs, pavement markings, signal synchronization, and pedestrians accessibility. 5,500$ 5,500$ 2026-02 Street Improvement Program Improvement of roadway and associated trasportation systems to include widening, repair, and reconstruction. 2,000,000 500,000 2026-03 Citywide Maintenance Program Maintenance and repair within the City's right of way to include crack sealing, slurry seals, drainage facilities and flood control improvements. 4,880,000 880,000 2026-04 Administrative Costs Administrative costs for operating capital projects 122,560 112,560 TOTAL 7,008,060$ 1,498,060$ FY 2025/26 FY 2025-26 Page 5 of 6 838 MEASURE A LOCAL STREETS AND ROADS PROGRAM Agency: EASTVALE Prepared by: DAHI KIM Phone #: (951)703-4477 Date: 5/3/2021 Item No.Project Name / Limits Project Type Total Cost Anticipated Measure A Funds Expended (Est thru 6/30/2021) Estimated/ Actual Completion Status 2021-01 Road Safety/Traffic Improvements Roadway safety and traffic improvements to include traffic signs, pavement markings, signal synchronization, and pedestrians accessibility 461,000$ $ 332,778 6/30/2021 This includes an annual program and specific projects. Unexpended costs are carried over to next FY. 2021-02 Street Improvement Program Improvement of roadway and associated trasportation systems to include widening, repair, and reconstruction. 1,066,500 87,720 6/30/2021 This includes an annual program and specific projects. Unexpended costs are carried over to next FY. 2021-03 Citywide Maintenance Program Maintenance and repair within the City's right of way to include crack sealing, slurry seals, drainage facilities and flood control improvements. 950,000 176,500 6/30/2021 This includes an annual program. Unexpended costs are carried over to next FY. 2021-04 Administrative Costs Administrative costs for operating capital projects 71,220 115,760 6/30/2021 TOTAL 2,548,720$ 712,758$ PROJECT STATUS REPORT FY 2020/21 Project Status Report FY20-21 Page 6 of 6 839 MEASURE A LOCAL STREETS AND ROADS CITY OF HEMET 840 This page left intentionally blank. 841 510 E. FLORIDA AVE. HEMET, CA 92543 (951) 765-2360 From the Office of ENGINEERING DEPT. City of Hemet May 3, 2021 Martha Masters Riverside County Transportation Commission 4080 Lemon Street, 3rd Floor Riverside, CA 92502 Subject: Hemet Five-Year Measure “A” CIP (2022-2026) Dear Ms. Masters, The City Council of the City of Hemet, at its regular meeting of April 27, 2021, adopted the City’s Five Year Measure “A” Local Streets and Roads Capital Improvement Program for Fiscal Years 2021/22 – 2025/26. Included with this letter are the following documents: • Five-year Measure “A” CIP for Fiscal years 2021/22 – 2025/26 • Measure “A” Local Funds Program Project Status Report for Fiscal Year 2020/21 • Maintenance of Effort (MOE) certification The City requests that the Riverside County Transportation Commission accept and approve the City’s Measure “A” Five-Year CIP and find the City eligible to continue receiving its fair share of Measure “A” revenues. If you should have any questions or comments, please feel free to contact Chase Keys at 951-475-3613 or via email at ckeys@hemetca.gov. Sincerely, Steve R. Loriso, P.E. Acting City Engineer 842 843 MEASURE A LOCAL STREETS AND ROADS PROGRAM Agency: HEMET Prepared by: Chase Keys Phone #: 951-765-2360 Date: 5/5/2021 FY 2019/20 Audited Measure A Balance:7,447,329$ FY 2020/21 (Revised) Measure A Revenue:1,874,000 Less: FY 2020/21 Project Status Report expenses:(4,252,910) Estimated Prior Year Measure A Balance:5,068,419 Estimated FY 2021/22 Measure A Allocation:1,881,000 Estimated Measure A Available for FY 2021/22 Projects:6,949,419$ Item No.Project Name / Limits Project Type Total Project Cost Measure A Funds 2021/22 2022-01 2017/18 Pavement Rehabilitation, Central Ave - Palm to Santa Fe, Mayberry Ave - Palm to Santa Fe, Alessandro St - Mayberry to Kimball Pavement Rehab.2,142,085$ $ 642,085 2022-02 Hemet Valley Bikeway, Palm Ave - Johnston to Esplanade, Whitteri Ave - Palm to Gilbert, Johntson Ave - Palm to Gilbert, Gilbert St - Chambers to Whitter, Chambers St - Gilbert to State Bikeway, Pavement Rehab. Sidewalks 2,473,039 175,000 2022-03 2019/20 Citywide Pavement Rehabilitation Pavement Rehab.2,900,000 1,700,000 2022-04 2020/21 Citywide Slurry Seal Pavement Maint.436,580 11,580 2022-05 2020/21 Citywide Pavement Rehabilitation, Locations TBD Pavement Rehab.1,750,000 1,665,000 2022-06 Pavement Management Progam Update Study 100,000 90,000 2022-07 Traffic Striping Maintenance Striping Maint.50,000 50,000 2022-08 2021/22 Citywide Slurry Seal, Locations TBD Pavement Maint.500,000 500,000 2022-09 2021/22 Citywide Pavement Rehabilitation, Locations TBD Pavement Rehab.2,000,000 2,000,000 TOTAL 12,351,704$ 6,833,665$ FY 2021/22 FY 2021-22 Page 1 of 6 844 MEASURE A LOCAL STREETS AND ROADS PROGRAM Agency: HEMET Prepared by: Chase Keys Phone #: 951-765-2360 Date: 5/5/2021 Estimated Prior Year Measure A Balance:115,754$ Estimated FY 2022/23 Measure A Allocation:1,900,000 Estimated Measure A Available for FY 2022/23 Projects:2,015,754$ Item No.Project Name / Limits Project Type Total Project Cost Measure A Funds 2022/23 2023-01 2022/23 Citywide Slurry Seal, Locations TBD Pavement Rehab.450,000$ 450,000$ 2023-02 2022/23 Citywide Pavement Rehabilitation, Locations TBD Pavement Maint.1,500,000 1,500,000 2023-03 Traffic Striping Maintenance Striping Maint.50,000 50,000 TOTAL 2,000,000$ 2,000,000$ FY 2022/23 FY 2022-23 Page 2 of 6 845 MEASURE A LOCAL STREETS AND ROADS PROGRAM Agency: HEMET Prepared by: Chase Keys Phone #: 951-765-2360 Date: 5/5/2021 Estimated Prior Year Measure A Balance:15,754$ Estimated FY 2023/24 Measure A Allocation:1,919,000 Estimated Measure A Available for FY 2023/24 Projects:1,934,754$ Item No.Project Name / Limits Project Type Total Project Cost Measure A Funds 2023/24 2024-01 2023-24 Citywide Slurry Seal, Locations TBD Pavement Rehab.500,000$ 500,000$ 2024-02 2023/24 CitywidePavement Rehabilitation, Locations TBD Pavement Maint.1,250,000 1,250,000 2024-03 Traffic Striping Maintenance Striping Maint.50,000 50,000 TOTAL 1,800,000$ 1,800,000$ FY 2023/24 FY 2023-24 Page 3 of 6 846 MEASURE A LOCAL STREETS AND ROADS PROGRAM Agency: HEMET Prepared by: Chase Keys Phone #: 951-765-2360 Date: 5/5/2021 Estimated Prior Year Measure A Balance:134,754$ Estimated FY 2024/25 Measure A Allocation:1,938,000 Estimated Measure A Available for FY 2024/25 Projects:2,072,754$ Item No.Project Name / Limits Project Type Total Project Cost Measure A Funds 2024/25 2025-01 2024/25 Citywide Slurry Seal, Locations TBD Pavement Rehab.500,000$ 500,000$ 2025-02 2024/25 Citywide Pavement Rehabilitation, Locations TBD Pavement Maint.1,500,000 1,500,000 2025-03 Traffic Striping Maintenance Striping Maint.50,000 50,000 TOTAL 2,050,000$ 2,050,000$ FY 2024/25 FY 2024-25 Page 4 of 6 847 MEASURE A LOCAL STREETS AND ROADS PROGRAM Agency: HEMET Prepared by: Chase Keys Phone #: 951-765-2360 Date: 5/5/2021 Estimated Prior Year Measure A Balance:22,754$ Estimated FY 2025/26 Measure A Allocation:1,957,000 Estimated Measure A Available for FY 2025/26 Projects:1,979,754$ Item No.Project Name / Limits Project Type Total Project Cost Measure A Funds 2025/26 2026-01 2025/26 Citywide Slurry Seal, Locations TBD Pavement Rehab.500,000$ 500,000$ 2026-02 2025/26 Citywide Pavement Rehabilitation, Locations TBD Pavement Maint.1,250,000 1,250,000 2026-03 Traffic Striping Maintenance Striping Maint.50,000 50,000 TOTAL 1,800,000$ 1,800,000$ FY 2025/26 FY 2025-26 Page 5 of 6 848 MEASURE A LOCAL STREETS AND ROADS PROGRAM Agency: HEMET Prepared by: Chase Keys Phone #: 951-765-2360 Date: 5/5/2021 Item No.Project Name / Limits Project Type Total Cost Anticipated Measure A Funds Expended (Est thru 6/30/2021) Estimated/ Actual Completion Status 2021-01 2017/18 Pavement Rehabilitation, Central Ave - Palm to Santa Fe, Mayberry Ave - Palm to Santa Fe, Alessandro St - Mayberry to Kimball Pavement Rehab.2,142,085$ $ 1,500,000 August-21 Construction 2021-02 Hemet Valley Bikeway, Palm Ave - Johnston to Esplanade, Whitteri Ave - Palm to Gilbert, Johntson Ave - Palm to Gilbert, Gilbert St - Chambers to Whitter, Chambers St - Gilbert to State Bikeway, Pavement Rehab. Sidewalks 2,473,039 100,000 December-22 PA/ED & PS&E 2021-03 2019/20 Citywide Pavement Rehabilitation Pavement Rehab.2,900,000 1,200,000 June-22 Construction 2021-04 2019/20 Citywide Slurry Seal Pavement Maint.805,000 760,000 October-20 Complete 2021-05 2020/21 Citywide Pavement Rehabilitation, Locations TBD Pavement Rehab. 1,750,000 85,000 June-22 PS&E 2021-06 2020/21 Citywide Slurry Seal Pavement Maint.436,580 425,000 July-21 Construction 2021-07 Pavement Management Progam Update Study 100,000 10,000 June-22 On-going 2021-08 Traffic Striping Maintenance Striping Maint.50,000 50,000 Annual On-going 2021-09 2019/20 Accessible Sidewalks and ADA Ramps Sidewalks 265,000 111,677 August-20 Complete 2021-10 2018/19 Slurry Seal Pavement Maint. 3,133 3,133 February-20 Complete 2021-11 Kirby Street Improvements, Devonshire to Menlo Pavement Rehab. 8,101 8,101 May-21 Complete TOTAL 10,932,938$ 4,252,910$ PROJECT STATUS REPORT FY 2020/21 Project Status Report FY20-21 Page 6 of 6849 MEASURE A LOCAL STREETS AND ROADS CITY OF INDIAN WELLS 850 This page left intentionally blank. 851 April 30, 2021 Riverside County Transportation Commission Attn: Martha Masters 4080 Lemon Street, 3rd Floor Riverside, CA 92502-2208 Re: Measure “A”: Local Streets and Roads Five-Year Capital Improvement Plan and Status Update Dear Ms. Masters, Attached is the City of Indian Wells’ Measure “A” Local Streets and Roads Five- Year Capital Improvement Plan for Fiscal Years 2021/22-2025/26. Sincerely, Ken A. Seumalo, P.E. Public Works Director cc: Finance Director 852 853 MEASURE A LOCAL STREETS AND ROADS PROGRAM Agency: INDIAN WELLS Prepared by: KEN A. SUEMALO, P.E., PUBLIC WORKS DIRECTOR Phone #: (760)776-0237 Date: 4/21/2021 FY 2019/20 Audited Measure A Balance:91,703$ FY 2020/21 (Revised) Measure A Revenue:280,000 Less: FY 2020/21 Project Status Report expenses:(278,645) Estimated Prior Year Measure A Balance:93,058 Estimated FY 2021/22 Measure A Allocation:266,000 Estimated Measure A Available for FY 2021/22 Projects:359,058$ Item No.Project Name / Limits Project Type Total Project Cost Measure A Funds 2021/22 2022-01 CITYWIDE PARKWAYS STREET IMPROVEMENT $ 585,000 $ 637,703 TOTAL 585,000$ 637,703$ FY 2021/22 FY 2021-22 Page 1 of 6 854 MEASURE A LOCAL STREETS AND ROADS PROGRAM Agency: INDIAN WELLS Prepared by: KEN A. SUEMALO, P.E., PUBLIC WORKS DIRECTOR Phone #: (760)776-0237 Date: 4/21/2021 Estimated Prior Year Measure A Balance:(278,645)$ Estimated FY 2022/23 Measure A Allocation:269,000 Estimated Measure A Available for FY 2022/23 Projects:(9,645)$ Item No.Project Name / Limits Project Type Total Project Cost Measure A Funds 2022/23 2023-01 CITYWIDE PARKWAYS STREET IMPROVEMENT 585,000$ 269,000$ TOTAL 585,000$ 269,000$ FY 2022/23 FY 2022-23 Page 2 of 6 855 MEASURE A LOCAL STREETS AND ROADS PROGRAM Agency: INDIAN WELLS Prepared by: KEN A. SUEMALO, P.E., PUBLIC WORKS DIRECTOR Phone #: (760)776-0237 Date: 4/21/2021 Estimated Prior Year Measure A Balance:(278,645)$ Estimated FY 2023/24 Measure A Allocation:272,000 Estimated Measure A Available for FY 2023/24 Projects:(6,645)$ Item No.Project Name / Limits Project Type Total Project Cost Measure A Funds 2023/24 2024-01 CITYWIDE PARKWAYS STREET IMPROVEMENT 585,000$ 272,000$ TOTAL 585,000$ 272,000$ FY 2023/24 FY 2023-24 Page 3 of 6 856 MEASURE A LOCAL STREETS AND ROADS PROGRAM Agency: INDIAN WELLS Prepared by: KEN A. SUEMALO, P.E., PUBLIC WORKS DIRECTOR Phone #: (760)776-0237 Date: 4/21/2021 Estimated Prior Year Measure A Balance:(278,645)$ Estimated FY 2024/25 Measure A Allocation:275,000 Estimated Measure A Available for FY 2024/25 Projects:(3,645)$ Item No.Project Name / Limits Project Type Total Project Cost Measure A Funds 2024/25 2025-01 CITYWIDE PARKWAYS STREET IMPROVEMENT 585,000$ 275,000$ TOTAL 585,000$ 275,000$ FY 2024/25 FY 2024-25 Page 4 of 6 857 MEASURE A LOCAL STREETS AND ROADS PROGRAM Agency: INDIAN WELLS Prepared by: KEN A. SUEMALO, P.E., PUBLIC WORKS DIRECTOR Phone #: (760)776-0237 Date: 4/21/2021 Estimated Prior Year Measure A Balance:(278,645)$ Estimated FY 2025/26 Measure A Allocation:278,000 Estimated Measure A Available for FY 2025/26 Projects:(645)$ Item No.Project Name / Limits Project Type Total Project Cost Measure A Funds 2025/26 2026-01 CITYWIDE PARKWAYS STREET IMPROVEMENT 585,000$ 278,000$ TOTAL 585,000$ 278,000$ FY 2025/26 FY 2025-26 Page 5 of 6 858 MEASURE A LOCAL STREETS AND ROADS PROGRAM Agency: INDIAN WELLS Prepared by: KEN A. SUEMALO, P.E., PUBLIC WORKS DIRECTOR Phone #: (760)776-0237 Date: 4/21/2021 Item No.Project Name / Limits Project Type Total Cost Anticipated Measure A Funds Expended (Est thru 6/30/2021) Estimated/ Actual Completion Status 2021-01 CITYWIDE PARKWAYS STREET IMPROVEMENT $ 585,000 $ 278,645 6/30/2021 ONGOING TOTAL 585,000$ 278,645$ PROJECT STATUS REPORT FY 2020/21 Project Status Report FY20-21 Page 6 of 6 859 MEASURE A LOCAL STREETS AND ROADS CITY OF INDIO 860 This page left intentionally blank. 861 862 863 MEASURE A LOCAL STREETS AND ROADS PROGRAM Agency: INDIO Prepared by: Gloria Hernandez Phone #: 442-400-5209 Date: 4/29/2021 FY 2019/20 Audited Measure A Balance:1,379,459$ FY 2020/21 (Revised) Measure A Revenue:2,049,000 Less: FY 2020/21 Project Status Report expenses:(1,368,000) Estimated Prior Year Measure A Balance:2,060,459 Estimated FY 2021/22 Measure A Allocation:2,017,000 Estimated Measure A Available for FY 2021/22 Projects:4,077,459$ Item No.Project Name / Limits Project Type Total Project Cost Measure A Funds 2021/22 2022-01 Annual Street Maintenance Contracts/Supplies (List A)Roadway Improvement $ 38,546,449 $ 625,000 2022-02 Jackson Street Bridge @ Storm Channel - Seismic Retrofit (BR0109)New Bridge 2,979,716 10,000 2022-03 Avenue 44 Bridge at the Wash (BR1101)New Bridge 30,765,286 5,000 2022-04 Local Roadway Safety Plan (PL2003) Roadway Improvement 110,000 21,800 2022-05 Rancho Los Coyotes Pavement Improvements Roadway Improvement 1,610,000 110,000 2022-06 Avenue 50 Widening (Jefferson - Jackson)Roadway Improvement 29,700,000 68,997 2022-07 I-10/Jackson Street Interchange Project Roadway Improvement 109,710,000 402,835 2022-08 I-10/Monroe Street Interchange Project Roadway Improvement 93,910,000 686,500 2022-09 Arts & Music Line (CV Link Spur) Active Transportation/ADA 327,094 24,465 2022-10 CV Link Active Transportation/ADA 20,000 20,000 2022-11 H. Hoover Elem. School Neighborhood Pedestrian Imps (SW1801) Active Transportation/ADA Improvement 5,380,733 865,075 2022-12 Monroe Street and Avenue 41 Traffic Signal (TS2001) New Traffic Signal/Roadway Improvement 500,000 297,482 2022-13 Grant Applications for Transportation Projects (ST2201)Various 900,000 50,000 2022-14 Salaries & Benefits for PW Employees Project Mngmt & Mntnce 693,368 406,646 2022-15 Indio Internal Services Percentage of Salaries & Benefits 79,092 81,817 TOTAL 315,231,738$ 3,675,617$ FY 2021/22 FY 2021-22 Page 1 of 6864 MEASURE A LOCAL STREETS AND ROADS PROGRAM Agency: INDIO Prepared by: Gloria Hernandez Phone #: 442-400-5209 Date: 4/29/2021 Estimated Prior Year Measure A Balance:401,842$ Estimated FY 2022/23 Measure A Allocation:2,037,000 Estimated Measure A Available for FY 2022/23 Projects:2,438,842$ Item No.Project Name / Limits Project Type Total Project Cost Measure A Funds 2022/23 2023-01 Annual Street Maintenance Contracts/Supplies (List A) Roadway Improvement $ 38,546,449 $ 625,000 2023-02 Jackson Street Bridge @ Storm Channel - Seismic Retrofit (BR0109)New Bridge 2,979,716 10,000 2023-03 Avenue 44 Bridge at the Wash (BR1101)New Bridge 30,765,286 5,000 2023-04 Rancho Los Coyotes Pavement Improvements Roadway Improvement 1,610,000 110,000 2023-05 Avenue 50 Widening (Jefferson - Jackson) Roadway Improvement 29,700,000 68,997 2023-06 I-10/Jackson Street Interchange Project Roadway Improvement 109,710,000 402,000 2023-07 I-10/Monroe Street Interchange Project Roadway Improvement 93,910,000 686,500 2023-08 H. Hoover Elem. School Neighborhood Pedestrian Imps (SW1801) Active Transportation/ADA Improvement 5,380,733 100,000 2023-09 Grant Applications for Transportation Projects (ST2301)Various 900,000 25,000 2023-10 Salaries & Benefits for PW Employees Project Mngmt & Mntnce 693,368 330,000 2023-11 Indio Internal Services Percentage of Salaries & Benefits 79,092 75,000 TOTAL 314,274,644$ 2,437,497$ FY 2022/23 FY 2022-23 Page 2 of 6 865 MEASURE A LOCAL STREETS AND ROADS PROGRAM Agency: INDIO Prepared by: Gloria Hernandez Phone #: 442-400-5209 Date: 4/29/2021 Estimated Prior Year Measure A Balance:1,345$ Estimated FY 2023/24 Measure A Allocation:2,057,000 Estimated Measure A Available for FY 2023/24 Projects:2,058,345$ Item No.Project Name / Limits Project Type Total Project Cost Measure A Funds 2023/24 2024-01 Annual Street Maintenance Contracts/Supplies (List A) Roadway Improvement $ 38,546,449 $ 625,000 2024-02 Jackson Street Bridge @ Storm Channel - Seismic Retrofit (BR0109)New Bridge 2,979,716 10,000 2024-03 NB Indio Blvd Bridge over WWR Retrofit and Scour (BR0801)Bridge Improvement 3,917,000 10,000 2024-04 Bridge Preventive Maintenance Program (BR1701)Bridge Improvement 7,763,835 120,000 2024-05 Indio Blvd. Bridge over UPRR Replacement PSR Bridge Improvement 395,000 54,160 2024-06 Jackson Street Bridege over UPRR Replacement PSR Bridge Improvement 590,000 65,000 2024-07 Avenue 50 Widening (Jefferson - Jackson) Roadway Improvement 29,700,000 50,000 2024-08 I-10/Jackson Street Interchange Project Roadway Improvement 109,710,000 100,000 2024-09 I-10/Monroe Street Interchange Project Roadway Improvement 93,910,000 500,000 2024-10 Grant Applications for Transportation Projects (ST2301)Various 900,000 50,000 2024-11 Misc. Traffic Safety Improvements (TS2301)Signal/Signage 900,000 50,000 2024-12 Salaries & Benefits for PW Employees Project Mngmt & Mntnce 693,368 350,000 2024-13 Indio Internal Services Percentage of Salaries & Benefits 79,092 70,000 TOTAL 290,084,460$ 2,054,160$ FY 2023/24 FY 2023-24 Page 3 of 6 866 MEASURE A LOCAL STREETS AND ROADS PROGRAM Agency: INDIO Prepared by: Gloria Hernandez Phone #: 442-400-5209 Date: 4/29/2021 Estimated Prior Year Measure A Balance:4,185$ Estimated FY 2024/25 Measure A Allocation:2,078,000 Estimated Measure A Available for FY 2024/25 Projects:2,082,185$ Item No.Project Name / Limits Project Type Total Project Cost Measure A Funds 2024/25 2025-01 Annual Street Maintenance Contracts/Supplies (List A) Roadway Improvement $ 38,546,449 $ 625,000 2025-02 Jackson Street Bridge @ Storm Channel - Seismic Retrofit (BR0109) New Bridge 2,979,716 10,000 2025-03 NB Indio Blvd Bridge over WWR Retrofit and Scour (BR0801)Bridge Improvement 3,917,000 10,000 2025-04 Bridge Preventive Maintenance Program (BR1701)Bridge Improvement 7,763,835 19,787 2025-05 Avenue 50 Widening (Jefferson - Jackson) Roadway Improvement 29,700,000 100,000 2025-06 I-10/Monroe Street Interchange Project Roadway Improvement 93,910,000 500,000 2025-07 Grant Applications for Transportation Projects (ST2301)Various 900,000 50,000 2025-08 Misc. Traffic Safety Improvements (TS2301)Signal/Signage 900,000 50,000 2025-09 Salaries & Benefits for PW Employees Project Mngmt & Mntnce 693,368 406,646 2025-10 Indio Internal Services Percentage of Salaries & Benefits 79,092 81,817 TOTAL 179,389,460$ 1,853,250$ FY 2024/25 FY 2024-25 Page 4 of 6 867 MEASURE A LOCAL STREETS AND ROADS PROGRAM Agency: INDIO Prepared by: Gloria Hernandez Phone #: 442-400-5209 Date: 4/29/2021 Estimated Prior Year Measure A Balance:228,935$ Estimated FY 2025/26 Measure A Allocation:2,099,000 Estimated Measure A Available for FY 2025/26 Projects:2,327,935$ Item No.Project Name / Limits Project Type Total Project Cost Measure A Funds 2025/26 2026-01 Annual Street Maintenance Contracts/Supplies (List A) Roadway Improvement $ 38,546,449 $ 625,000 2026-02 Jackson Street Bridge @ Storm Channel - Seismic Retrofit (BR0109)New Bridge 2,979,716 10,000 2026-03 NB Indio Blvd Bridge over WWR Retrofit and Scour (BR0801)Bridge Improvement 3,917,000 10,000 2026-04 Bridge Preventive Maintenance Program (BR1701)Bridge Improvement 7,763,835 500,000 2026-05 I-10/Monroe Street Interchange Project Roadway Improvement 93,910,000 500,000 2026-06 Grant Applications for Transportation Projects (ST2301)Various 900,000 50,000 2026-07 Misc. Traffic Safety Improvements (TS2301)Signal/Signage 900,000 50,000 2026-08 Salaries & Benefits for PW Employees Project Mngmt & Mntnce 693,368 406,646 2026-09 Indio Internal Services Percentage of Salaries & Benefits 79,092 81,817 TOTAL 149,689,460$ 2,233,463$ FY 2025/26 FY 2025-26 Page 5 of 6 868 MEASURE A LOCAL STREETS AND ROADS PROGRAM Agency: INDIO Prepared by: Gloria Hernandez Phone #: 442-400-5209 Date: 4/29/2021 Item No.Project Name / Limits Project Type Total Cost Anticipated Measure A Funds Expended (Est thru 6/30/2021) Estimated/ Actual Completion Status 2021-01 Annual Street Maintenance Contracts/Supplies (List A) Roadway Improvement $ 985,000 $ 475,000 On-Going On-Going 2021-02 Avenue 44 Bridge at the Wash (BR1101)New Bridge 35,318,500 - On-Going Design 2021-03 Madison Street Improvements (Ave 48 - Hwy 111) (ST503C) Roadway Improvement 3,670,000 114,831 On-Going Design 2021-04 Avenue 44 Road Diet (ST1708) Roadway Improvement 544,854 1,487 Complete Construction 2021-05 Street Light Upgrades (SL2001) Street Light Upgrades 330,000 150 On-Going Design 2021-06 Avenue 42 Sidewalk Connection (SW1802) New Sidewalk Gap Connection 224,900 2,530 Complete Construction 2021-07 Avenue 48 Bike Lanes (ST1805) Roadway Improvement 1,056,150 2,728 Complete Construction 2021-08 Local Roadway Safety Plan (PL2003) Roadway Improvement 90,000 - On-Going Design 2021-09 H. Hoover Elem. School Neighborhood Pedestrian Imps (SW1801) Active Transportation/ADA Improvement 3,107,950 27,980 On-Going Design 2021-10 Jackson Street Signal Upgrades & Sync (TS1301) Traffic Signal Modification 3,600,100 - Complete Construction 2021-11 Dr. Carreon & Oasis St TS Mods & Monroe St TS Interconnect (TS1701) New Traffic Signal/Roadway Improvement 1,003,200 110 Complete Construction 2021-12 Pedestrian Countdown Timers (TS1703) Traffic Signal Modification 342,500 1,544 Complete Construction 2021-13 Monroe Street and Avenue 41 Traffic Signal (TS2001) New Traffic Signal/Roadway Improvement 500,000 3,724 On-Going Design 2021-14 Jefferson St and Avenue 48 Intersection Improvements (TS2002) Traffic Signal Modification 442,588 90,349 On-Going Construction 2021-15 HSIP 9 Traffic Signal Improvements (TS2003) Traffic Signal Modification 1,502,200 40,000 On-Going Design 2021-16 Avenue 50 and Jackson Street Traffic Signal & Street Improvements (TS1901) New Traffic Signal/Roadway Improvement 8,500,000 - On-Going Design 2021-17 Measure "A" Advance Debt Repayment Roadway Improvement 132,108 132,108 Complete Payment 2021-18 Salaries & Benefits for PW Employees Project Mngmt & Mntnce 693,368 396,368 On-Going Project Management & Maintenance 2021-19 Indio Internal Services Percentage of Salaries & Benefits 79,092 79,092 On-Going Percentage of Salaries & Benefits TOTAL 62,122,510$ 1,368,000$ PROJECT STATUS REPORT FY 2020/21 Project Status Report FY20-21 Page 6 of 6869 MEASURE A LOCAL STREETS AND ROADS CITY OF JURUPA VALLEY 870 This page left intentionally blank. 871 872 This page left intentionally blank. 873 MEASURE A LOCAL STREETS AND ROADS PROGRAM Agency: JURUPA VALLEY Prepared by: Chase Keys Phone #: 951-332-6464 x235 Date: 4/5/2021 FY 2019/20 Audited Measure A Balance:1,540,861$ FY 2020/21 (Revised) Measure A Revenue:2,256,000 Less: FY 2020/21 Project Status Report expenses:(2,386,950) Estimated Prior Year Measure A Balance:1,409,911 Estimated FY 2021/22 Measure A Allocation:2,317,000 Estimated Measure A Available for FY 2021/22 Projects:3,726,911$ Item No.Project Name / Limits Project Type Total Project Cost Measure A Funds 2021/22 2022-01 Mission Blvd Bridge, Crossing Santa Ana River Bridge Reconstruction $ 265,000 $ 265,000 2022-02 Bain St Pavement Rehabiliation and Shoulder Improvements, Limonite to Bellegrave Pavement Rehab. 242,000 242,000 2022-03 Certificates of Participation (COP) Series 2016A - Debt Service Debt Service 1,057,800 1,057,800 2022-04 Sunnyslope Area SR2S Sidewalk Gap Closure Sidewalks 2,740,000 274,000 2022-05 Mission Blvd Pavement Rehabilitation - Ph. 1, Pyrite to Valley Way Pavement Rehab. 1,075,000 200,000 2022-06 Local Road Safety Plan Study 40,000 4,000 2022-07 Mission Blvd Pavement Rehabilitation - Ph. 2, Bellegrave to Pyrite Pavement Rehab. 1,700,000 300,000 2022-08 2021-22 Citywide Slurry Seal, Locations TBD Pavement Maint. 350,000 350,000 2022-09 2021-22 Citywide Pavement Rehabilitation, Rubidoux Blvd - SR60-29th, Limonite Ave - Felspar to Pedley, Jurupa Rd - Agate to Galena Pavement Rehab. 1,500,000 500,000 2022-10 Mission Blvd Pavement Rehabilitation - Ph. 3, Ben Nevis to Bellegrave (Design) Pavement Rehab. 80,000 80,000 2022-11 Van Buren Blvd Pavement Rehabilitation - Ph. 3, Bellegrave to Etiwanda (Design) Pavement Rehab. 90,000 90,000 2022-12 5% Overhead/Administration Inter-fund Transfer 115,850 115,850 TOTAL 9,255,650$ 3,478,650$ FY 2021/22 FY 2021-22 Page 1 of 6874 MEASURE A LOCAL STREETS AND ROADS PROGRAM Agency: JURUPA VALLEY Prepared by: Chase Keys Phone #: 951-332-6464 x235 Date: 4/5/2021 Estimated Prior Year Measure A Balance:248,261$ Estimated FY 2022/23 Measure A Allocation:2,340,000 Estimated Measure A Available for FY 2022/23 Projects:2,588,261$ Item No.Project Name / Limits Project Type Total Project Cost Measure A Funds 2022/23 2023-01 Certificates of Participation (COP) Series 2016A - Debt Service Pavement Rehab. 1,060,000.00$ 1,060,000.00$ 2023-02 Mission Blvd Pavement Rehabilitation - Ph. 3, Limits TBD Pavement Rehab.1,800,000 400,000 2023-03 2022-23 Citywide Slurry Seal, Locations TBD Pavement Maint.300,000 300,000 2023-04 2022-23 Citywide Pavement Rehabilitation, Locations TBD Pavement Rehab.700,000 700,000 2023-05 5% Overhead/Administration Inter-fund Transfer 117,000 117,000 TOTAL 3,977,000$ 2,577,000$ FY 2022/23 FY 2022-23 Page 2 of 6 875 MEASURE A LOCAL STREETS AND ROADS PROGRAM Agency: JURUPA VALLEY Prepared by: Chase Keys Phone #: 951-332-6464 x235 Date: 4/5/2021 Estimated Prior Year Measure A Balance:11,261$ Estimated FY 2023/24 Measure A Allocation:2,363,000 Estimated Measure A Available for FY 2023/24 Projects:2,374,261$ Item No.Project Name / Limits Project Type Total Project Cost Measure A Funds 2023/24 2024-01 Certificates of Participation (COP) Series 2016A - Debt Service Pavement Rehab. 1,055,800.00$ 1,055,800.00$ 2024-02 2023-24 Citywide Slurry Seal, Locations TBD Pavement Maint.300,000 300,000 2024-03 2023-24 Citywide Pavement Rehabilitation, Locations TBD Pavement Rehab.900,000 900,000 2024-04 5% Overhead/Administration Inter-fund Transfer 118,150 118,150 TOTAL 2,373,950$ 2,373,950$ FY 2023/24 FY 2023-24 Page 3 of 6 876 MEASURE A LOCAL STREETS AND ROADS PROGRAM Agency: JURUPA VALLEY Prepared by: Chase Keys Phone #: 951-332-6464 x235 Date: 4/5/2021 Estimated Prior Year Measure A Balance:311$ Estimated FY 2024/25 Measure A Allocation:2,387,000 Estimated Measure A Available for FY 2024/25 Projects:2,387,311$ Item No.Project Name / Limits Project Type Total Project Cost Measure A Funds 2024/25 2025-01 Certificates of Participation (COP) Series 2016A - Debt Service Pavement Rehab. 1,059,250.00$ 1,059,250.00$ 2025-02 2024-25 Citywide Slurry Seal, Locations TBD Pavement Maint.300,000 300,000 2025-03 2024-25 Citywide Pavement Rehabilitation, Locations TBD Pavement Rehab.900,000 900,000 2025-04 5% Overhead/Administration Inter-fund Transfer 119,350 119,350 TOTAL 2,378,600$ 2,378,600$ FY 2024/25 FY 2024-25 Page 4 of 6 877 MEASURE A LOCAL STREETS AND ROADS PROGRAM Agency: JURUPA VALLEY Prepared by: Chase Keys Phone #: 951-332-6464 x235 Date: 4/5/2021 Estimated Prior Year Measure A Balance:8,711$ Estimated FY 2025/26 Measure A Allocation:2,411,000 Estimated Measure A Available for FY 2025/26 Projects:2,419,711$ Item No.Project Name / Limits Project Type Total Project Cost Measure A Funds 2025/26 2026-01 Certificates of Participation (COP) Series 2016A - Debt Service Pavement Rehab. 1,058,500.00$ 1,058,500.00$ 2026-02 2024-25 Citywide Slurry Seal, Locations TBD Pavement Maint.300,000 300,000 2026-03 2024-25 Citywide Pavement Rehabilitation, Locations TBD Pavement Rehab.900,000 900,000 2026-04 5% Overhead/Administration Inter-fund Transfer 120,550 120,550 TOTAL 2,379,050$ 2,379,050$ FY 2025/26 FY 2025-26 Page 5 of 6 878 MEASURE A LOCAL STREETS AND ROADS PROGRAM Agency: JURUPA VALLEY Prepared by: Chase Keys Phone #: 951-332-6464 x235 Date: 4/5/2021 Item No.Project Name / Limits Project Type Total Cost Anticipated Measure A Funds Expended (Est thru 6/30/2021) Estimated/ Actual Completion Status 2021-01 Mission Blvd Bridge, Crossing Santa Ana River Bridge Reconstruction $ 265,000 $ 265,000 Jun-30 PS&E 2021-02 Bain St Pavement Rehabiliation, Limonite to Bellegrave Pavement Rehab. $ 992,000 $ 750,000 Jun-23 PS&E /Construction 2021-03 Pedley Rd Improvement Project, Limonite to Jurupa Intersection Improvements $ 1,136,500 $ 45,000 Apr-21 Complete 2021-04 Certificates of Participation (COP) Series 2016A - Debt Service Pavement Rehab. $ 1,059,400 $ 1,059,400 Jun-21 Complete 2021-05 Sunnyslope Area SR2S Sidewalk Gap Closure Sidewalks $ 43,000 $ 25,000 Jun-22 PS&E 2021-06 Citywide Guardrail Replacement Guardrail $ 654,200 $ 30,000 Jun-22 PS&E 2021-07 Citywide Retroreflectivity Testing Study $ 30,000 $ 16,000 Jun-21 Study 2021-08 Mission Blvd Pavement Rehabilitation - Ph. 1, Limits TBD Pavement Rehab. $ 160,000 $ 100,000 Dec-21 Construction 2021-09 Overhead/Administration Inter-fund Transfer $ 92,550 $ 92,550 Jun-21 NA 2021-10 Local Road Safety Plan Study $ 80,000 $ 4,000 Jun-22 Study TOTAL 4,512,650$ 2,386,950$ PROJECT STATUS REPORT FY 2020/21 Project Status Report FY20-21 Page 6 of 6 879 MEASURE A LOCAL STREETS AND ROADS CITY OF LA QUINTA 880 This page left intentionally blank. 881 882 883 MEASURE A LOCAL STREETS AND ROADS PROGRAM Agency: LA QUINTA Prepared by: Bryan McKinney, P.E., Public Works Director/City Engineer Phone #: (760) 777-7045 Date: 4/6/2021 FY 2019/20 Audited Measure A Balance:1,527,460$ FY 2020/21 (Revised) Measure A Revenue:1,583,000 Less: FY 2020/21 Project Status Report expenses:(1,520,279) Estimated Prior Year Measure A Balance:1,590,181 Estimated FY 2021/22 Measure A Allocation:1,552,000 Estimated Measure A Available for FY 2021/22 Projects:3,142,181$ Item No.Project Name / Limits Project Type Total Project Cost Measure A Funds 2021/22 2122TMI Citywide Street and Traffic Signal Maintenance Program Annual Recurring Program Annual Recurring Program $ 584,687 $ 584,867 202001 Monroe Street Pavement Rehabilitation (Ave 52 to Ave 53, & near Ave 61) Carry-over Project Pavement Rehabilitation 941,000 257,902 201701 Washington Streeet at Fred Waring Drive Triple Left Turn Lanes Carry-over Project Congestion Relief 1,860,744 193,393 201709 Jefferson St. at Avenue 53 Roundabout Carry-over Project Complete Streets 2,447,117 1,146,497 202101 Dune Palms Road Pavement Rehabilitation (Fred Waring Drive to Miles Avenue) Pavement Rehabilitation 1,062,800 240,000 202104 Citywide Striping Refresh Roadway Maintenance 400,000 400,000 TOTAL 7,296,348$ 2,822,659$ FY 2021/22 FY 2021-22 Page 1 of 6884 MEASURE A LOCAL STREETS AND ROADS PROGRAM Agency: LA QUINTA Prepared by: Bryan McKinney, P.E., Public Works Director/City Engineer Phone #: (760) 777-7045 Date: 4/6/2021 Estimated Prior Year Measure A Balance:319,522$ Estimated FY 2022/23 Measure A Allocation:1,568,000 Estimated Measure A Available for FY 2022/23 Projects:1,887,522$ Item No. Project Name / Limits Project Type Total Project Cost Measure A Funds 2022/23 2223TMI Citywide Street and Traffic Signal Maintenance Program Annual Recurring Program Annual Recurring Program 235,000$ 235,000$ 202201 Avenue 50 Pavement Rehabilitation (Washington St. to Eisenhower Dr.) Pavement Rehabilitation 1,100,000$ 1,100,000$ 202203 Fred Waring Drive Pavement Rehabilitation (Washington St. to Adams St.) Pavement Rehabilitation 1,320,000 520,000 TOTAL 2,655,000$ 1,855,000$ FY 2022/23 FY 2022-23 Page 2 of 6885 MEASURE A LOCAL STREETS AND ROADS PROGRAM Agency: LA QUINTA Prepared by: Bryan McKinney, P.E., Public Works Director/City Engineer Phone #: (760) 777-7045 Date: 4/6/2021 Estimated Prior Year Measure A Balance:32,522$ Estimated FY 2023/24 Measure A Allocation:1,584,000 Estimated Measure A Available for FY 2023/24 Projects:1,616,522$ Item No. Project Name / Limits Project Type Total Project Cost Measure A Funds 2023/24 2324TMI Citywide Street and Traffic Signal Maintenance Program Annual Recurring Program Annual Recurring Program 235,000$ 235,000$ 202301 Avenue 58 Pavement Rehabilitation (Jefferson Street to Madison Street) Pavement Rehabilitation 1,380,000 1,380,000 TOTAL 1,615,000$ 1,615,000$ FY 2023/24 FY 2023-24 Page 3 of 6886 MEASURE A LOCAL STREETS AND ROADS PROGRAM Agency: LA QUINTA Prepared by: Bryan McKinney, P.E., Public Works Director/City Engineer Phone #: (760) 777-7045 Date: 4/6/2021 Estimated Prior Year Measure A Balance:1,522$ Estimated FY 2024/25 Measure A Allocation:1,600,000 Estimated Measure A Available for FY 2024/25 Projects:1,601,522$ Item No. Project Name / Limits Project Type Total Project Cost Measure A Funds 2024/25 2425TMI Citywide Street and Traffic Signal Maintenance Program Annual Recurring Program Annual Recurring Program 235,000$ 235,000$ 202401 Avenue 50 Sidewalk and ADA Improvements (Washington to Avenida Montero) Sidewal/ADA Improvement 400,000 400,000 202402 Moon River Drive Pavement Rehabilitation (Ave 50 to DSUSD ROW) Pavement Rehabilitation 400,000 400,000 202403 Washington St. Sidewalk Improvements (Calle Tampico to Ave 52) Sidewal/ADA Improvement 444,000 444,000 TOTAL 1,479,000$ 1,479,000$ FY 2024/25 FY 2024-25 Page 4 of 6887 MEASURE A LOCAL STREETS AND ROADS PROGRAM Agency: LA QUINTA Prepared by: Bryan McKinney, P.E., Public Works Director/City Engineer Phone #: (760) 777-7045 Date: 4/6/2021 Estimated Prior Year Measure A Balance:122,522$ Estimated FY 2025/26 Measure A Allocation:1,616,000 Estimated Measure A Available for FY 2025/26 Projects:1,738,522$ Item No. Project Name / Limits Project Type Total Project Cost Measure A Funds 2025/26 2526TMI Citywide Street and Traffic Signal Maintenance Program Annual Recurring Program Annual Recurring Program 235,000$ 235,000$ 202501 Citywide Striping Refresh Roadway Maintenance 400,000 400,000 202502 Highway 111 at Simon Drive Dual Left Turn Lanes Street Improvement 723,850 723,850 TOTAL 1,358,850$ 1,358,850$ FY 2025/26 FY 2025-26 Page 5 of 6888 MEASURE A LOCAL STREETS AND ROADS PROGRAM Agency: LA QUINTA Prepared by: Bryan McKinney, P.E., Public Works Director/City Engineer Phone #: (760) 777-7045 Date: 4/6/2021 Item No.Project Name / Limits Project Type Total Cost Anticipated Measure A Funds Expended (Est thru 6/30/2021) Estimated/ Actual Completion Status 2021TMI Citywide Traffic Signal Maintenance Program Annual Recurring Program $ 489,054 $ 139,187 On Going Annually Recurring Maintenance Project 2015-03 La Quinta Village Complete Streets - A Road Diet Project ATP Carryover 1,341,890 1,341,890 3/2/2021 Construction Complete/Project Closeout Underway 2017-01 Washington Street at Fred Waring Drive Triple Left Turn Lanes Congestion Relief Carryover 232,595 39,202 7/31/2021 Under Construction 2017-09 Jefferson St. at Ave. 53 Roundabout Complete Streets Carryover 800,997 - 1/31/2022 90% PS&E; Advertise for Construction June 2021 2020-01 Monroe Street Pavement Rehabilitation (Avenue 52 to Avenue 53, and near Avenue 61) Pavement Rehabilitation 257,902 - 11/30/2021 100% PS&E; Advertise for Construction April 2021 TOTAL 3,122,438$ 1,520,279$ PROJECT STATUS REPORT FY 2020/21 Project Status Report FY20-21 Page 6 of 6 889 MEASURE A LOCAL STREETS AND ROADS CITY OF LAKE ELSINORE 890 This page left intentionally blank. 891 892 893 MEASURE A LOCAL STREETS AND ROADS PROGRAM Agency: LAKE ELSINORE Prepared by: Brendan Rafferty Phone #: (951) 674-3124 x298 Date: 4/28/2021 FY 2019/20 Audited Measure A Balance:1,819,763$ FY 2020/21 (Revised) Measure A Revenue:1,429,000 Less: FY 2020/21 Project Status Report expenses:(2,619,446) Estimated Prior Year Measure A Balance:629,317 Estimated FY 2021/22 Measure A Allocation:1,433,000 Estimated Measure A Available for FY 2021/22 Projects:2,062,317$ Item No.Project Name / Limits Project Type Total Project Cost Measure A Funds 2021/22 2022-01 Annual Citywide Sidewalk Improvement Program Maintenance $ 200,000 $ 200,000 2022-02 Annual Citywide Slurry Seal Program Maintenance 741,909 241,909 2022-03 Annual Curb, Gutter and Sidewalk Repair Maintenance 330,000 330,000 2022-04 Annual Crack Seal & Pothole Improvements Maintenance 1,461,574 330,347 2022-05 Annual Traffic Striping Maintenance Maintenance 330,000 330,000 2022-06 I-15/SR-74 Interchange Construction 3,566,568 100,000 2022-07 DEBT SERVICE - LOCAL MEASURE A SALES TAX REVENUE CERTIFICATES OF PARTICIPATION, SERIES 2014A (T.R.I.P. - TOTAL ROAD IMPROVEMENT PROGRAM Debt Service 495,938 495,938 TOTAL 7,125,989$ 2,028,194$ FY 2021/22 FY 2021-22 Page 1 of 6 894 MEASURE A LOCAL STREETS AND ROADS PROGRAM Agency: LAKE ELSINORE Prepared by: Brendan Rafferty Phone #: (951) 674-3124 x298 Date: 4/28/2021 Estimated Prior Year Measure A Balance:34,123$ Estimated FY 2022/23 Measure A Allocation:1,447,000 Estimated Measure A Available for FY 2022/23 Projects:1,481,123$ Item No.Project Name / Limits Project Type Total Project Cost Measure A Funds 2022/23 2023-01 Annual Citywide Curb, Gutter and Sidewalk Improvements Maintenance 330,000$ 330,000$ 2023-02 Annual Citywide Sidewalk Improvements Maintenance 200,000 100,000 2023-03 Annual Citywide Slurry Seal Maintenance 500,000 215,000 2023-04 Annual Citywide Traffic Striping Maintenance 330,000 330,000 2023-05 DEBT SERVICE - LOCAL MEASURE A SALES TAX REVENUE CERTIFICATES OF PARTICIPATION, SERIES 2014A (T.R.I.P. - TOTAL ROAD IMPROVEMENT PROGRAM Debt Service 495,838 495,838 TOTAL 1,855,838$ 1,470,838$ FY 2022/23 FY 2022-23 Page 2 of 6 895 MEASURE A LOCAL STREETS AND ROADS PROGRAM Agency: LAKE ELSINORE Prepared by: Brendan Rafferty Phone #: (951) 674-3124 x298 Date: 4/28/2021 Estimated Prior Year Measure A Balance:10,285$ Estimated FY 2023/24 Measure A Allocation:1,461,000 Estimated Measure A Available for FY 2023/24 Projects:1,471,285$ Item No.Project Name / Limits Project Type Total Project Cost Measure A Funds 2023/24 2024-01 Annual Citywide Curb, Gutter and Sidewalk Improvements Maintenance 330,000$ 330,000$ 2024-02 Annual Citywide Sidewalk Improvements Maintenance 200,000 100,000 2024-03 Annual Citywide Slurry Seal Maintenance 500,000 215,000 2024-04 Annual Citywide Traffic Striping Maintenance 330,000 330,000 2024-05 DEBT SERVICE - LOCAL MEASURE A SALES TAX REVENUE CERTIFICATES OF PARTICIPATION, SERIES 2014A (T.R.I.P. - TOTAL ROAD IMPROVEMENT PROGRAM Debt Service 494,988 494,988 TOTAL 1,854,988$ 1,469,988$ FY 2023/24 FY 2023-24 Page 3 of 6 896 MEASURE A LOCAL STREETS AND ROADS PROGRAM Agency: LAKE ELSINORE Prepared by: Brendan Rafferty Phone #: (951) 674-3124 x298 Date: 4/28/2021 Estimated Prior Year Measure A Balance:1,297$ Estimated FY 2024/25 Measure A Allocation:1,476,000 Estimated Measure A Available for FY 2024/25 Projects:1,477,297$ Item No.Project Name / Limits Project Type Total Project Cost Measure A Funds 2024/25 2025-01 Annual Citywide Curb, Gutter and Sidewalk Improvements Maintenance 330,000$ 330,000$ 2025-02 Annual Citywide Sidewalk Improvements Maintenance 200,000 103,934 2025-03 Annual Citywide Slurry Seal Maintenance 500,000 215,000 2025-04 Annual Citywide Traffic Striping Maintenance 330,000 330,000 2025-05 DEBT SERVICE - LOCAL MEASURE A SALES TAX REVENUE CERTIFICATES OF PARTICIPATION, SERIES 2014A (T.R.I.P. - TOTAL ROAD IMPROVEMENT PROGRAM Debt Service 498,363 498,363 TOTAL 1,858,363$ 1,477,297$ FY 2024/25 FY 2024-25 Page 4 of 6 897 MEASURE A LOCAL STREETS AND ROADS PROGRAM Agency: LAKE ELSINORE Prepared by: Brendan Rafferty Phone #: (951) 674-3124 x298 Date: 4/28/2021 Estimated Prior Year Measure A Balance:-$ Estimated FY 2025/26 Measure A Allocation:1,491,000 Estimated Measure A Available for FY 2025/26 Projects:1,491,000$ Item No.Project Name / Limits Project Type Total Project Cost Measure A Funds 2025/26 2026-01 Annual Citywide Curb, Gutter and Sidewalk Improvements Maintenance 330,000$ 330,000$ 2026-02 Annual Citywide Sidewalk Improvements Maintenance 200,000 125,200 2026-03 Annual Citywide Slurry Seal Maintenance 500,000 210,000 2026-04 Annual Citywide Traffic Striping Maintenance 330,000 330,000 2026-05 DEBT SERVICE - LOCAL MEASURE A SALES TAX REVENUE CERTIFICATES OF PARTICIPATION, SERIES 2014A (T.R.I.P. - TOTAL ROAD IMPROVEMENT PROGRAM Debt Service 495,800 495,800 TOTAL 1,855,800$ 1,491,000$ FY 2025/26 FY 2025-26 Page 5 of 6 898 MEASURE A LOCAL STREETS AND ROADS PROGRAM Agency: LAKE ELSINORE Prepared by: Brendan Rafferty Phone #: (951) 674-3124 x298 Date: 4/28/2021 Item No.Project Name / Limits Project Type Total Cost Anticipated Measure A Funds Expended (Est thru 6/30/2021) Estimated/ Actual Completion Status 2021-01 Annual Citywide Slurry Seal Program MAINTENANCE $ 1,461,071 $ 1,461,071 6/30/2021 Project is annual and ongoing. 2021-02 Annual Curb, Gutter and Sidewalk Repair MAINTENANCE 344,410 344,410 6/30/2021 Project is annual and ongoing. 2021-03 Annual Traffic Striping Maintenance MAINTENANCE 235,000 235,000 6/30/2021 Project is annual and ongoing. 2021-04 I-15/SR-74 Interchange CONSTRUCTION 1,628,751 100,101 12/31/2021 Delayed 2021-05 DEBT SERVICE - LOCAL MEASURE A SALES TAX REVENUE CERTIFICATES OF PARTICIPATION, SERIES 2014A (T.R.I.P. - TOTAL ROAD IMPROVEMENT PROGRAM DEBT SERVICE 495,938 478,864 Ongoing TOTAL 4,165,170$ 2,619,446$ PROJECT STATUS REPORT FY 2020/21 Project Status Report FY20-21 Page 6 of 6 899 MEASURE A LOCAL STREETS AND ROADS CITY OF MENIFEE 900 This page left intentionally blank. 901 May 5,2021 Martha Masters Riverside County Transportation Commission 4080 Lemon Street, 3rd floor Riverside, CA 92502-2208 Dear Ms. Masters: Enclosed is the City of Menifee’s MOE Certification form for FY 2021/22 signed by our City Manager and the 5-year CIP for Measure “A”. If you have any questions concerning the enclosed information, feel free to contact me Carlos Geronimo who assisted with the completion of this document. Carlos can be reached at cgeronimo@cityofmenifee.us or 951-723-3722. Sincerely, Yolanda Macalalad, PE Interim City Engineer C: Carlos Geronimo, PE. Principal Engineer Wendy Preece, Deputy Finance Director 902 May 4,2021 Martha Masters Riverside County Transportation Commission 4080 Lemon Street, 3rd floor Riverside, CA 92502-2208 FY 2020/21 MAINTENANCE OF EFFORT CERTIFICATION STATEMENT The undersigned agrees and certifies for the city of Menifee (the “Agency”) that sales tax transportation funds received pursuant to Ordinance No. 02-001 of the Riverside County Transportation Commission (“Measure A”) shall be used in compliance with the Commission’s Maintenance of Effort Guidelines and a base year amount of $214,225, approved by the Commission at its September 11, 2013 meeting, and that the Agency shall not use such funds to replace discretionary local funds previously expended by the Agency for local transportation purposes. The Agency hereby acknowledges that the failure of the Agency to continue such local expenditure shall result in a reduction or loss of Measure A funds. Additionally, the Agency commits to expending Measure A Local Streets and Roads funds for projects listed in the Five Year Capital Improvement Plan as approved by Riverside County Transportation Commission. Dated: ________________, 2021 _________________________________ Armando G. Villa, City Manager ATTEST: _________________________________ City Clerk, City of Menifee DocuSign Envelope ID: BE57F50C-2D6B-422D-BB5B-AD7B1EA99856 5/5/2021 903 MEASURE A LOCAL STREETS AND ROADS PROGRAM Agency: MENIFEE Prepared by: Carlos E. Geronimo, Principal Engineer Phone #: 951-723-3722 Date: 5/4/2021 FY 2019/20 Audited Measure A Balance:687,225$ FY 2020/21 (Revised) Measure A Revenue:1,893,000 Less: FY 2020/21 Project Status Report expenses:(1,973,052) Estimated Prior Year Measure A Balance:607,173 Estimated FY 2021/22 Measure A Allocation:1,950,000 Estimated Measure A Available for FY 2021/22 Projects:2,557,173$ Item No.Project Name / Limits Project Type Total Project Cost Measure A Funds 2021/22 2022-01 Bond Payment for TRIP Financing Debt Service $ 20,000,000 $ 1,304,087 2022-02 Local Roads Maintenance 996,300 55,000 2022-03 Bailey Road Improvements Construction 2,300,000 657,000 2022-04 Normandy Road Pedestrian Improvements Construction 450,000 160,000 TOTAL 23,746,300$ 2,176,087$ FY 2021/22 FY 2021-22 Page 1 of 6 904 MEASURE A LOCAL STREETS AND ROADS PROGRAM Agency: MENIFEE Prepared by: Carlos E. Geronimo, Principal Engineer Phone #: 951-723-3722 Date: 5/4/2021 Estimated Prior Year Measure A Balance:381,086$ Estimated FY 2022/23 Measure A Allocation:1,970,000 Estimated Measure A Available for FY 2022/23 Projects:2,351,086$ Item No.Project Name / Limits Project Type Total Project Cost Measure A Funds 2022/23 2023-01 Bond Payment for TRIP Financing Debt Service 20,000,000$ 1,305,588$ 2023-02 Holland Road/I-215 Overpass. Installing new bridge and widening existgin road from 2 to 4 lanes. From Haun Road to Antelope Road Construction 26,800,000 891,297 2023-03 Local Roads Maintenance 1,500,000 150,000 TOTAL 48,300,000$ 2,346,885$ FY 2022/23 FY 2022-23 Page 2 of 6 905 MEASURE A LOCAL STREETS AND ROADS PROGRAM Agency: MENIFEE Prepared by: Carlos E. Geronimo, Principal Engineer Phone #: 951-723-3722 Date: 5/4/2021 Estimated Prior Year Measure A Balance:4,201$ Estimated FY 2023/24 Measure A Allocation:1,990,000 Estimated Measure A Available for FY 2023/24 Projects:1,994,201$ Item No.Project Name / Limits Project Type Total Project Cost Measure A Funds 2023/24 2024-01 Bond Payment for TRIP Financing Debt Service 20,000,000$ 1,305,588$ 2024-02 Valley Blvd Widening abnd Missing Link from Murrieta Road to McCall Boulevard Construction 6,000,000 680,000 TOTAL 26,000,000$ 1,985,588$ FY 2023/24 FY 2023-24 Page 3 of 6 906 MEASURE A LOCAL STREETS AND ROADS PROGRAM Agency: MENIFEE Prepared by: Carlos E. Geronimo, Principal Engineer Phone #: 951-723-3722 Date: 5/4/2021 Estimated Prior Year Measure A Balance:8,613$ Estimated FY 2024/25 Measure A Allocation:2,010,000 Estimated Measure A Available for FY 2024/25 Projects:2,018,613$ Item No.Project Name / Limits Project Type Total Project Cost Measure A Funds 2024/25 2025-01 Bond Payment for TRIP Financing Debt Service 20,000,000$ 1,305,588$ 2025-02 Local Roads Construction 1,690,000 700,000 TOTAL 21,690,000$ 2,005,588$ FY 2024/25 FY 2024-25 Page 4 of 6 907 MEASURE A LOCAL STREETS AND ROADS PROGRAM Agency: MENIFEE Prepared by: Carlos E. Geronimo, Principal Engineer Phone #: 951-723-3722 Date: 5/4/2021 Estimated Prior Year Measure A Balance:13,025$ Estimated FY 2025/26 Measure A Allocation:2,030,000 Estimated Measure A Available for FY 2025/26 Projects:2,043,025$ Item No.Project Name / Limits Project Type Total Project Cost Measure A Funds 2025/26 2026-01 Bond Payment for TRIP Financing Debt Service 20,000,000$ 1,305,588$ 2026-02 Local Roads Construction 1,690,000 735,000 TOTAL 21,690,000$ 2,040,588$ FY 2025/26 FY 2025-26 Page 5 of 6 908 MEASURE A LOCAL STREETS AND ROADS PROGRAM Agency: MENIFEE Prepared by: Carlos E. Geronimo, Principal Engineer Phone #: 951-723-3722 Date: 5/4/2021 Item No.Project Name / Limits Project Type Total Cost Anticipated Measure A Funds Expended (Est thru 6/30/2021) Estimated/ Actual Completion Status 2021-01 Bond Payment for TRIP Financing Debt Service $ 20,000,000 $ 1,305,546 29 years Active 2021-02 Murrieta & Scott Intersection (FY 18-19 project)Construction 860,000 348,170 Feb-20 Completed 2021-03 Local Roads Construction 1,290,776 319,336 Apr-20 Completed TOTAL 22,150,776$ 1,973,052$ PROJECT STATUS REPORT FY 2020/21 Project Status Report FY20-21 Page 6 of 6 909 MEASURE A LOCAL STREETS AND ROADS CITY OF MORENO VALLEY 910 This page left intentionally blank. 911 912 913 MEASURE A LOCAL STREETS AND ROADS PROGRAM Agency: MORENO VALLEY Prepared by: Launa Jimenez Phone #: (951)413-3128 Date: 3/17/2021 FY 2019/20 Audited Measure A Balance:4,317,691$ FY 2020/21 (Revised) Measure A Revenue:4,267,000 Less: FY 2020/21 Project Status Report expenses:(4,157,397) Estimated Prior Year Measure A Balance:4,427,294 Estimated FY 2021/22 Measure A Allocation:4,275,000 Estimated Measure A Available for FY 2021/22 Projects:8,702,294$ Item No. Project Name / Limits Project Type Total Project Cost Measure A Funds 2021/22 2022-01 Public Works - Capital Projects Program Budget (Provide cost effective administrative functions for essential transportation projects and services: annual update of the Five- Year CIP, revisions to Standard Plans, Disadvantaged Business Enterprise (DBE) Program Management, Pavement Management Program, preparation of grant applications, quarterly utility coordination, and project engineering and right of way services for unfunded new projects. Project Administration $ 204,560 $ 204,560 2022-02 Public Works - Citywide Sign/Striping Maintenance 842,455 842,455 2022-03 Public Works - Right of Way Maintenance Maintenance 606,049 606,049 2022-04 Fixed Charges/ Indirect Cost Overhead Cost 245,711 245,711 2022-05 Transfers to 2013-2014 Refunding Lease Revenue Bonds Debt Service 1,057,011 1,057,011 2022-06 Transfers to TRIP Debt Service Debt Service 405,695 405,695 2022-07 Annual Pavement Maintenance - Crack Seal Street Improvements 74,400 74,400 2022-08 Moreno MDP Line F-18 and F-19 Drainage 2,126,382 139,382 2022-09 Moreno MDP Line K-1, K-4 Stg 3 Drainage 13,990 13,990 2022-10 Sunnymead - Flaming Arrow Drive Storm Drain Drainage 627,372 135,845 2022-11 Sunnymead Master Drainage Plan - Storm Drain Lines F and F-7 Drainage 60,000 15,000 2022-12 Traffic Signal Equipment Upgrades Traffic Signals 97,215 97,215 TOTAL 6,360,840$ 3,837,313$ FY 2021/22 FY 2021-22 Page 1 of 6914 MEASURE A LOCAL STREETS AND ROADS PROGRAM Agency: MORENO VALLEY Prepared by: Launa Jimenez Phone #: (951)413-3128 Date: 3/17/2021 Estimated Prior Year Measure A Balance:4,864,981$ Estimated FY 2022/23 Measure A Allocation:4,318,000 Estimated Measure A Available for FY 2022/23 Projects:9,182,981$ Item No.Project Name / Limits Project Type Total Project Cost Measure A Funds 2022/23 2023-01 Public Works - Capital Projects Program Budget (Provide cost effective administrative functions for essential transportation projects and services: annual update of the Five- Year CIP, revisions to Standard Plans, Disadvantaged Business Enterprise (DBE) Program Management, Pavement Management Program, preparation of grant applications, quarterly utility coordination, and project engineering and right of way services for unfunded new projects. Project Administration 209,046$ 209,046$ 2023-02 Public Works - Citywide Sign/Striping Maintenance 861,848 861,848 2023-03 Public Works - Right of Way Maintenance Maintenance 631,370 631,370 2023-04 Fixed Charges/ Indirect Cost Overhead Cost 245,711 245,711 2023-05 Transfers to 2013-2014 Refunding Lease Revenue Bonds Debt Service 1,059,115 1,059,115 2023-06 Transfers to TRIP Debt Service Debt Service 404,685 404,685 2023-07 Annual Pavement Maintenance - Crack Seal Street Improvements 60,000 60,000 2023-08 Traffic Signal Equipment Upgrades Traffic Signals 80,000 80,000 TOTAL 3,551,775$ 3,551,775$ FY 2022/23 FY 2022-23 Page 2 of 6 915 MEASURE A LOCAL STREETS AND ROADS PROGRAM Agency: MORENO VALLEY Prepared by: Launa Jimenez Phone #: (951)413-3128 Date: 3/17/2021 Estimated Prior Year Measure A Balance:5,631,206$ Estimated FY 2023/24 Measure A Allocation:4,361,000 Estimated Measure A Available for FY 2023/24 Projects:9,992,206$ Item No. Project Name / Limits Project Type Total Project Cost Measure A Funds 2023/24 2024-01 Public Works - Capital Projects Program Budget (Provide cost effective administrative functions for essential transportation projects and services: annual update of the Five-Year CIP, revisions to Standard Plans, Disadvantaged Business Enterprise (DBE) Program Management, Pavement Management Program, preparation of grant applications, quarterly utility coordination, and project engineering and right of way services for unfunded new projects. Project Administration 209,046$ 209,046$ 2024-02 Public Works - Citywide Sign/Striping Maintenance 861,848 861,848 2024-03 Public Works - Right of Way Maintenance Maintenance 631,370 631,370 2024-04 Fixed Charges/ Indirect Cost Overhead Cost 245,711 245,711 2024-05 Transfers to 2013-2014 Refunding Lease Revenue Bonds Debt Service 1,059,115 1,059,115 2024-06 Transfers to TRIP Debt Service Debt Service 404,685 404,685 2024-07 Annual Pavement Maintenance - Crack Seal Street Improvements 60,000 60,000 2024-08 Traffic Signal Equipment Upgrades Traffic Signals 80,000 80,000 TOTAL 3,551,775$ 3,551,775$ FY 2023/24 FY 2023-24 Page 3 of 6 916 MEASURE A LOCAL STREETS AND ROADS PROGRAM Agency: MORENO VALLEY Prepared by: Launa Jimenez Phone #: (951)413-3128 Date: 3/17/2021 Estimated Prior Year Measure A Balance:6,440,431$ Estimated FY 2024/25 Measure A Allocation:4,405,000 Estimated Measure A Available for FY 2024/25 Projects:10,845,431$ Item No. Project Name / Limits Project Type Total Project Cost Measure A Funds 2024/25 2025-01 Public Works - Capital Projects Program Budget (Provide cost effective administrative functions for essential transportation projects and services: annual update of the Five-Year CIP, revisions to Standard Plans, Disadvantaged Business Enterprise (DBE) Program Management, Pavement Management Program, preparation of grant applications, quarterly utility coordination, and project engineering and right of way services for unfunded new projects. Project Administration 209,046$ 209,046$ 2025-02 Public Works - Citywide Sign/Striping Maintenance 861,848 861,848 2025-03 Public Works - Right of Way Maintenance Maintenance 631,370 631,370 2025-04 Fixed Charges/ Indirect Cost Overhead Cost 245,711 245,711 2025-05 Transfers to 2013-2014 Refunding Lease Revenue Bonds Debt Service 1,059,115 1,059,115 2025-06 Transfers to TRIP Debt Service Debt Service 404,685 404,685 2025-07 Annual Pavement Maintenance - Crack Seal Street Improvements 60,000 60,000 2025-08 Traffic Signal Equipment Upgrades Traffic Signals 80,000 80,000 TOTAL 3,551,775$ 3,551,775$ FY 2024/25 FY 2024-25 Page 4 of 6 917 MEASURE A LOCAL STREETS AND ROADS PROGRAM Agency: MORENO VALLEY Prepared by: Launa Jimenez Phone #: (951)413-3128 Date: 3/17/2021 Estimated Prior Year Measure A Balance:7,293,656$ Estimated FY 2025/26 Measure A Allocation:4,449,000 Estimated Measure A Available for FY 2025/26 Projects:11,742,656$ Item No. Project Name / Limits Project Type Total Project Cost Measure A Funds 2025/26 2026-01 Public Works - Capital Projects Program Budget (Provide cost effective administrative functions for essential transportation projects and services: annual update of the Five-Year CIP, revisions to Standard Plans, Disadvantaged Business Enterprise (DBE) Program Management, Pavement Management Program, preparation of grant applications, quarterly utility coordination, and project engineering and right of way services for unfunded new projects. Project Administration 209,046$ 209,046$ 2026-02 Public Works - Citywide Sign/Striping Maintenance 861,848 861,848 2026-03 Public Works - Right of Way Maintenance Maintenance 631,370 631,370 2026-04 Fixed Charges/ Indirect Cost Overhead Cost 245,711 245,711 2026-05 Transfers to 2013-2014 Refunding Lease Revenue Bonds Debt Service 1,059,115 1,059,115 2026-06 Transfers to TRIP Debt Service Debt Service 404,685 404,685 2026-07 Annual Pavement Maintenance - Crack Seal Street Improvements 60,000 60,000 2026-08 Traffic Signal Equipment Upgrades Traffic Signals 80,000 80,000 TOTAL 3,551,775$ 3,551,775$ FY 2025/26 FY 2025-26 Page 5 of 6 918 MEASURE A LOCAL STREETS AND ROADS PROGRAM Agency: MORENO VALLEY Prepared by: Launa Jimenez Phone #: (951)413-3128 Date: 3/17/2021 Item No.Project Name / Limits Project Type Total Cost Anticipated Measure A Funds Expended (Est thru 6/30/2021) Estimated/ Actual Completion Status 2021-01 Public Works - Capital Projects Program Budget (Provide cost effective administrative functions for essential transportation projects and services: annual update of the Five-Year CIP, revisions to Standard Plans, Disadvantaged Business Enterprise (DBE) Program Management, Pavement Management Program, preparation of grant applications, quarterly utility coordination, and project engineering and right of way services for unfunded new projects. Project Administration $ 209,541 $ 209,541 N/A Annual Budget 2021-02 Public Works - Citywide Sign/Striping Maintenance 1,148,261 1,148,261 N/A Annual Budget 2021-03 Public Works - Right of Way Maintenance Maintenance 566,577 566,577 N/A Annual Budget 2021-04 Fixed Charges/ Indirect Cost Overhead Cost 243,399 243,399 N/A Annual Budget 2021-05 Transfers to 2013-2014 Refunding Lease Revenue Bonds Debt Service 1,057,143 1,057,143 N/A Annual Budget 2021-06 Transfers to TRIP Debt Service Debt Service 492,000 492,000 N/A Annual Budget 2021-08 Annual Pavement Maintenance - Crack Seal Street Improvements 40,128 40,128 N/A On-going annual project 2021-10 Moreno MDP Line F-18 and F-19 Drainage 13,000 - 12/31/2022 Design 2021-11 Moreno MDP Line K-1, K-4 Stg 3 Drainage 30,000 30,000 Pending RCFC Funding Design 2021-12 Sunnymead - Flaming Arrow Drive Storm Drain Drainage 150,000 - 10/31/2021 Construction 2021-13 Sunnymead Master Drainage Plan - Storm Drain Lines F and F-7 Drainage 80,000 20,000 Pending RCFC Funding Preliminary Design 2021-14 Pedestrian Hybrid Beacon on Cactus Ave at Woodland Park Traffic Signals 393,590 203,496 6/30/2021 Project Completed 2021-15 Traffic Signal Equipment Upgrades Traffic Signals 146,852 146,852 N/A As needed Accessible Pedestrian Signal upgrades TOTAL 4,570,491$ 4,157,397$ PROJECT STATUS REPORT FY 2020/21 Project Status Report FY20-21 Page 6 of 6919 MEASURE A LOCAL STREETS AND ROADS CITY OF MURRIETA 920 This page left intentionally blank. 921 922 FY 2021/22 MAINTENANCE OF EFFORT CERTIFICATION STATEMENT Dated: ___________________, 2021 _________________________________ CITY MANAGER ATTEST: _________________________________ SECRETARY The undersigned agrees and certifies for the city of Murrieta (the “Agency”) that sales tax transportation funds received pursuant to Ordinance No. 02-001 of the Riverside County Transportation Commission (“Measure A”) shall be used in compliance with the Commission’s Maintenance of Effort Guidelines and a base year amount of $595,702, approved by the Commission at its July 13, 2011 meeting, and that the Agency shall not use such funds to replace discretionary local funds previously expended by the Agency for local transportation purposes. The Agency hereby acknowledges that the failure of the Agency to continue such local expenditure shall result in a reduction or loss of Measure A funds. Additionally, the Agency commits to expending Measure A Local Streets and Roads funds for projects listed in the Five Year Capital Improvement Plan as approved by Riverside County Transportation Commission. May 3 DocuSign Envelope ID: 98013B1B-8C85-40B0-84BA-43341BB8D50B 923 MEASURE A LOCAL STREETS AND ROADS PROGRAM Agency: MURRIETA Prepared by: Jeff Hitch, Principal Civil Engineer Phone #: 951-461-6076 Date: 5/3/2021 FY 2019/20 Audited Measure A Balance:8,397,771$ FY 2020/21 (Revised) Measure A Revenue:2,657,000 Less: FY 2020/21 Project Status Report expenses:(459,815) Estimated Prior Year Measure A Balance:10,594,956 Estimated FY 2021/22 Measure A Allocation:2,609,000 Estimated Measure A Available for FY 2021/22 Projects:13,203,956$ Item No.Project Name / Limits Project Type Total Project Cost Measure A Funds 2021/22 2022-01 8043 Pavement Resurfacing Maintenance 2,500,000$ 500,000$ 2022-02 8079 Murrieta Hot Springs Widening- Margarita to Winchester Rd Widen from 4 to 6 lanes 5,000,000 4,200,000 2022-03 8137 Resurfacing - Slurry Seal Maintenance 2,300,000 2,300,000 2022-04 8257 Citywide Signal Mods Signal Modifications 150,000 75,000 2022-05 8293 Sidewalk Replacement- Citywide based on inspection Sidewalk Improvements 400,000 400,000 2022-06 8330 Traffic Signal Optimization Traffic Signal 140,000 70,000 2022-07 8335 Jackson Ave Bridge (at Warm Springs Creek)Bridge Installation 30,000 30,000 2022-08 8389 Whitewood: Hunter to Clinton Keith Widen from 3 to 4 lanes 30,000 30,000 2022-09 8430 Neighborhood Traffic Management Program Traffic Management 85,000 15,000 2022-10 8448 Meadowlark Lane Improvement- Baxter to Keller Roads Road Extension - - 2022-11 8456 Whitewood Extension- MHS Road to Jackson Ave Road Extension 100,000 100,000 2022-12 10012 Jackson Ave Median Construction 68,000 68,000 2022-13 13031 Warm Springs Parkway Construction 3,700,000 2,500,000 2022-14 COP 2007/2020A LRB for 15/215 MHS Interchange Debt Service 733,600 733,600 TOTAL 15,236,600$ 11,021,600$ FY 2021/22 FY 2021-22 Page 1 of 7 924 MEASURE A LOCAL STREETS AND ROADS PROGRAM Agency: MURRIETA Prepared by: Jeff Hitch, Principal Civil Engineer Phone #: 951-461-6076 Date: 5/3/2021 Estimated Prior Year Measure A Balance:2,182,356$ Estimated FY 2022/23 Measure A Allocation:2,635,000 Estimated Measure A Available for FY 2022/23 Projects:4,817,356$ Item No.Project Name / Limits Project Type Total Project Cost Measure A Funds 2022/23 2023-01 8043 Pavement Resurfacing Maintenance 2,200,000$ 300,000$ 2023-02 8079 Murrieta Hot Springs Widening- Margarita to Winchester Rd Widen from 4 to 6 lanes 3,000,000 500,000 2023-03 8137 Resurfacing - Slurry Seal Maintenance 2,000,000 1,150,000 2023-04 8257 Citywide Signal Mods Signal Modifications 150,000 75,000 2023-05 8293 Sidewalk Replacement- Citywide based on inspection Sidewalk Improvements 100,000 100,000 2023-06 8330 Traffic Signal Optimization Traffic Signal 140,000 70,000 2023-07 8389 Whitewood: Hunter to Clinton Keith Widen from 3 to 4 lanes 50,000 50,000 2023-08 8430 Neighborhood Traffic Management Program Traffic Management 85,000 15,000 2023-09 COP 2007 for 15/215 MHS Interchange Debt Service 730,600 730,600 TOTAL 8,455,600$ 2,990,600$ FY 2022/23 FY 2022-23 Page 2 of 7 925 MEASURE A LOCAL STREETS AND ROADS PROGRAM Agency: MURRIETA Prepared by: Jeff Hitch, Principal Civil Engineer Phone #: 951-461-6076 Date: 5/3/2021 Estimated Prior Year Measure A Balance:1,826,756$ Estimated FY 2023/24 Measure A Allocation:2,661,000 Estimated Measure A Available for FY 2023/24 Projects:4,487,756$ Item No.Project Name / Limits Project Type Total Project Cost Measure A Funds 2023/24 2024-01 8137 Resurfacing - Slurry Seal Maintenance -$ -$ 2024-02 8257 Citywide Signal Mods Signal Modifications 150,000 75,000 2024-03 8293 Sidewalk Replacement- Citywide based on inspection Sidewalk Improvements 50,000 50,000 2024-04 8330 Traffic Signal Optimization Traffic Signal 140,000 70,000 2024-05 8430 Neighborhood Traffic Management Program Traffic Management 85,000 15,000 2024-06 COP 2007 for 15/215 MHS Interchange Debt Service 726,800 726,800 TOTAL 1,151,800$ 936,800$ FY 2023/24 FY 2023-24 Page 3 of 7 926 MEASURE A LOCAL STREETS AND ROADS PROGRAM Agency: MURRIETA Prepared by: Jeff Hitch, Principal Civil Engineer Phone #: 951-461-6076 Date: 5/3/2021 Estimated Prior Year Measure A Balance:3,550,956$ Estimated FY 2024/25 Measure A Allocation:2,688,000 Estimated Measure A Available for FY 2024/25 Projects:6,238,956$ Item No.Project Name / Limits Project Type Total Project Cost Measure A Funds 2024/25 2025-01 8137 Resurfacing - Slurry Seal Maintenance $ 2,300,000 $ 2,300,000 2025-02 8257 Citywide Signal Mods Signal Modifications 150,000 75,000 2025-03 8293 Sidewalk Replacement- Citywide based on inspection Sidewalk Improvements 50,000 50,000 2025-04 8330 Traffic Signal Optimization Traffic Signal 140,000 70,000 2025-05 8430 Neighborhood Traffic Management Program Traffic Management 85,000 15,000 2025-06 COP 2007 for 15/215 MHS Interchange Debt Service 727,200 727,200 TOTAL 3,452,200$ 3,237,200$ FY 2024/25 FY 2024-25 Page 4 of 7 927 MEASURE A LOCAL STREETS AND ROADS PROGRAM Agency: MURRIETA Prepared by: Jeff Hitch, Principal Civil Engineer Phone #: 951-461-6076 Date: 5/3/2021 Estimated Prior Year Measure A Balance:3,001,756$ Estimated FY 2025/26 Measure A Allocation:2,715,000 Estimated Measure A Available for FY 2025/26 Projects:5,716,756$ Item No.Project Name / Limits Project Type Total Project Cost Measure A Funds 2025/26 2026-01 8137 Resurfacing - Slurry Seal Maintenance $ - $ - 2026-02 8257 Citywide Signal Mods Signal Modifications 150,000 75,000 2026-03 8293 Sidewalk Replacement- Citywide based on inspection Sidewalk Improvements 50,000 50,000 2026-04 8330 Traffic Signal Optimization Traffic Signal 140,000 70,000 2026-05 8430 Neighborhood Traffic Management Program Traffic Management 85,000 15,000 2026-06 COP 2007 for 15/215 MHS Interchange Debt Service 731,600 731,600 TOTAL 1,156,600$ 941,600$ FY 2025/26 FY 2025-26 Page 5 of 7 928 MEASURE A LOCAL STREETS AND ROADS PROGRAM Agency: MURRIETA Prepared by: Jeff Hitch, Principal Civil Engineer Phone #: 951-461-6076 Date: 5/3/2021 Item No.Project Name / Limits Project Type Total Cost Anticipated Measure A Funds Expended (Est thru 6/30/2021) Estimated/ Actual Completion Status 2021-01 8043 Pavement Resurfacing Maintenance $ 1,671,118 $ - Jun-21 Ongoing annual project 2021-02 8079 Murrieta Hot Springs Widening- Margarita to Winchester Rd Widen from 4 to 6 lanes 71,259 71,259 Jun-22 Design, Acquire ROW, start Con 2021 2021-03 8137 Resurfacing - Slurry Seal Maintenance 83,408 38,105 Jun-20 Ongoing annual project 2021-04 8257 Citywide Signal Mods Signal Modifications 32,041 27,573 Jun-20 Ongoing annual project 2021-05 8283 Traffic Striping Modifications Traffic Striping - - Jun-20 Ongoing annual project 2021-06 8293 Sidewalk Replacement- Citywide based on inspection Sidewalk Improvements - - Jun-20 Ongoing annual project 2021-07 8330 Traffic Signal Optimization Traffic Signal 34,213 34,213 Jun-20 Ongoing annual project 2021-08 8335 Jackson Ave Bridge (at Warm Springs Creek)Bridge Installation - - Jul-14 Construction complete/ongoing mitigation PROJECT STATUS REPORT FY 2020/21 Project Status Report FY20-21 Page 6 of 7 929 MEASURE A LOCAL STREETS AND ROADS PROGRAM 2021-09 8389 Whitewood: Hunter to Clinton Keith Widen from 3 to 4 lanes - - Dec-21 Design, ROW Acq 2021-10 8430 Neighborhood Traffic Management Program Traffic Management 34,463 5,003 Jun-20 Ongoing annual project 2021-11 8448 Meadowlark Lane Improvement- Baxter to Keller Roads Road Extension 817 - Sep-17 Construction complete/ongoing mitigation 2021-12 8456 Whitewood Extension- MHS Road to Jackson Ave Road Extension - - Dec-21 TUMF Network Addition request, Design 2021-13 10012 Jackson Ave Median Construction - - Dec-21 Start const. in Mar 2021 2021-14 13031 Warm Springs Parkway Construction 2,281,707 127,962 Jun-21 Design, start Con 2020 2021-15 COP 2007/2020A LRB for 15/215 MHS Interchange Debt Service 155,700 155,700 Jun-27 Construction complete / Annual Debt Service TOTAL 4,364,725$ 459,815$ Project Status Report FY20-21 Page 7 of 7 930 This page left intentionally blank. 931 MEASURE A LOCAL STREETS AND ROADS CITY OF NORCO 932 This page left intentionally blank. 933 934 935 MEASURE A LOCAL STREETS AND ROADS PROGRAM Agency: NORCO Prepared by: Chad Blais Phone #: 951-270-5678 Date: 4/29/2021 FY 2019/20 Audited Measure A Balance:784,435$ FY 2020/21 (Revised) Measure A Revenue:705,000 Less: FY 2020/21 Project Status Report expenses:(849,118) Estimated Prior Year Measure A Balance:640,317 Estimated FY 2021/22 Measure A Allocation:727,000 Estimated Measure A Available for FY 2021/22 Projects:1,367,317$ Item No.Project Name / Limits Project Type Total Project Cost Measure A Funds 2021/22 2022-01 Norconian Dr - Fifth St to Norco Dr Grind & Overlay 400,000$ $ 400,000 2022-02 Norco Hills Road - Hidden Valley Pkwy to Parkview Grind & Overlay 400,000 400,000 2022-03 Center St - Fifth St to Sixth St Grind & Overlay 450,000 450,000 TOTAL 1,250,000$ 1,250,000$ FY 2021/22 FY 2021-22 Page 1 of 6 936 MEASURE A LOCAL STREETS AND ROADS PROGRAM Agency: NORCO Prepared by: Chad Blais Phone #: 951-270-5678 Date: 4/29/2021 Estimated Prior Year Measure A Balance:117,317$ Estimated FY 2022/23 Measure A Allocation:734,000 Estimated Measure A Available for FY 2022/23 Projects:851,317$ Item No.Project Name / Limits Project Type Total Project Cost Measure A Funds 2022/23 2023-01 Trotter Trail - Second St to Cul-de-sac Reconstruct 175,000$ 175,000$ 2023-02 Belmont Cr - Kips Corner Rd west to cul-de-sac Grind and Overlay 75,000 75,000 2023-03 Quiet Hill Ct - Alhambra St to End Reconstruct 160,000 160,000 2023-04 Fortuna Rd - Sierra Ave to End Grind and Overlay 85,000 85,000 TOTAL 495,000$ 495,000$ FY 2022/23 FY 2022-23 Page 2 of 6 937 MEASURE A LOCAL STREETS AND ROADS PROGRAM Agency: NORCO Prepared by: Chad Blais Phone #: 951-270-5678 Date: 4/29/2021 Estimated Prior Year Measure A Balance:356,317$ Estimated FY 2023/24 Measure A Allocation:741,000 Estimated Measure A Available for FY 2023/24 Projects:1,097,317$ Item No.Project Name / Limits Project Type Total Project Cost Measure A Funds 2023/24 2024-01 Silver Cloud Cir - Norco Dr to Cul-de-sac Grind and Overlay 125,000$ 125,000$ 2024-02 Silver Cloud Cir - Broken Lance Dr to Norco Dr Grind and Overlay 150,000 150,000 2024-03 Broken Twig Dr - Broken Lance Dr to Norco Dr Grind and Overlay 170,000 170,000 2024-04 Vine St - Corydon to East Cul-de-sac Grind and Overlay 150,000 150,000 TOTAL 595,000$ 595,000$ FY 2023/24 FY 2023-24 Page 3 of 6 938 MEASURE A LOCAL STREETS AND ROADS PROGRAM Agency: NORCO Prepared by: Chad Blais Phone #: 951-270-5678 Date: 4/29/2021 Estimated Prior Year Measure A Balance:502,317$ Estimated FY 2024/25 Measure A Allocation:748,000 Estimated Measure A Available for FY 2024/25 Projects:1,250,317$ Item No.Project Name / Limits Project Type Total Project Cost Measure A Funds 2024/25 2025-01 River Ridge Cir - Alhambra St to Rim Crest Dr Reconstruct 600,000$ 600,000$ 2025-02 Sunny Hills Dr Grind and Overlay 400,000 400,000 TOTAL 1,000,000$ 1,000,000$ FY 2024/25 FY 2024-25 Page 4 of 6 939 MEASURE A LOCAL STREETS AND ROADS PROGRAM Agency: NORCO Prepared by: Chad Blais Phone #: 951-270-5678 Date: 4/29/2021 Estimated Prior Year Measure A Balance:250,317$ Estimated FY 2025/26 Measure A Allocation:755,000 Estimated Measure A Available for FY 2025/26 Projects:1,005,317$ Item No.Project Name / Limits Project Type Total Project Cost Measure A Funds 2025/26 2026-01 Corydon Ave - Fith St to River Rd Reconstruct 800,000$ 800,000$ TOTAL 800,000$ 800,000$ FY 2025/26 FY 2025-26 Page 5 of 6 940 MEASURE A LOCAL STREETS AND ROADS PROGRAM Agency: NORCO Prepared by: Chad Blais Phone #: 951-270-5678 Date: 4/29/2021 Item No.Project Name / Limits Project Type Total Cost Anticipated Measure A Funds Expended (Est thru 6/30/2021) Estimated/ Actual Completion Status 2021-01 Crestview Ave - Sixth to North Complete Reconstruct 650,000$ 353,127$ 12/2/2020 Completed 2021-02 Sierra Ave - Sixth St to Detroit St Widening & Complete Reconstruct 475,000 495,991 4/7/2021 Completed 2021-03 Second St - Hamner Ave to I-15 Fwy Widening & Complete Reconstruct 950,000 - 6/30/2021 In Construction - Measure A Funding Not Required TOTAL 2,075,000$ 849,118$ PROJECT STATUS REPORT FY 2020/21 Project Status Report FY20-21 Page 6 of 6 941 MEASURE A LOCAL STREETS AND ROADS CITY OF PALM DESERT 942 This page left intentionally blank. 943 CITY OF PALM DESERT 73-510 FRED WARING DRIVE PALM DESERT, CALIFORNIA 92260-2578 TEL: 760 346-0611 FAX: 760-341-7098 INFO@CITYOFPALMDESERT.ORG May 3, 2021 Martha Masters Sr. Management Analyst, Planning and Programming Riverside County Transportation Commission 4080 Lemon Street, 3rd Floor Riverside, California 92502-2208 Subject: City of Palm Desert Measure A Capital Improvement Program Dear Ms. Masters: Submitted via email for the Riverside County Transportation Commission consideration are the following documents: the City of Palm Desert’s proposed 2021/2022 – 2025/2026 Five-Year Measure A Capital Improvement Program, including a Project Status Report for Fiscal Year 2020-21 (Att. B – Palm Desert CIP Template-Final), and the signed Maintenance of Effort Certification Statement (MOE Certification Statement – Palm Desert). The Five-Year Program will be reviewed in the near future by the Palm Desert City Council. If the City Council makes any changes to the program, a revised version will be submitted for your approval, otherwise this version is to be considered the official submittal. If you have any questions, please contact Bertha Gonzalez, Accounting Specialist, at (760) 776-6473, or bgonzalez@cityofpalmdesert.org. Sincerely, Andy Firestine Assistant City Manager Enclosures (as noted) cc: L. Todd Hileman, City Manager Janet M. Moore, Director of Finance J. Luis Espinoza, Assistant Director of Finance Randy Bowman, Senior Project Manager 944 945 Agency: PALM DESERT Prepared by: BERTHA A GONZALEZ Phone #: 760-346-0611 Date: 4/29/2021 FY 2019/20 Audited Measure A Balance:20,463,902$ FY 2020/21 (Revised) Measure A Revenue:2,915,000 Less: FY 2020/21 Project Status Report expenses:8,225,399 Estimated Prior Year Measure A Balance:15,153,503 Estimated FY 2021/22 Measure A Allocation:2,838,000 Estimated Measure A Available for FY 2021/22 Projects:17,991,503$ Item No.Project Name / Limits Project Type Total Project Cost Measure A Funds 2021/22 2022-1 Portola Interchange at I-10 Estimated carryover FY 20/21 $5,000,000 Interchange Project $ 79,800,000 $ 5,000,000 2022-2 Street Resurfacing Program FY 21/22 request $3,500,000 Maintenance Project 5,000,000 3,500,000 2022-3 Traffic Signal and Traffic Signal Interconnect Equipment Upgrade and Replacement Estimated carryover FY 20/21 $302,898 FY 21/22 request $500,000 Street Improvement Project 1,675,000 802,898 2022-4 Citywide Street Striping and Lane Improvements Estimated carryover FY 20/21 $286,153 FY 21/22 request $300,000 Maintenance Project 586,153 586,153 2022-5 Jefferson Street Interchange Project @ I-10 Estimated carryover FY 20/21 $112,544 Interchange Project 312,500 112,544 2022-6 Triple Left Turns at Washington and Fred Waring Estimated carryover FY 20/21 $150,000 Street Improvement Project 500,000 150,000 2022-7 Citywide ADA Curb Ramp Modifications FY21/22 request $50,000 Street Improvement Project 300,000 50,000 2022-8 Citywide Bridge Inspection & Repair Program Estimated carryover FY20/21 $300,000 FY21/22 $100,000 Maintenance Project 800,000 400,000 1,250,234 (3,222,000) FY 2021/22 2022-9 San Pablo Improvements, Hwy 111 to Magnesia Falls ** Estimated carryover FY20/21 $1,250,234 Street Improvement Project 19,000,000 946 2022-10 Bike Lane Striping aka Bikeway Roadway Improvements Estimated carryover FY 20/21 $150,000 Street Improvement Project 450,000 150,000 2022-11 Haystack Road and Hwy 74 Intersection Modifications Estimated carryover FY20/21 $50,000 FY 21/22 request $250,000 Street Improvement Project 300,000 300,000 2022-12 Citywide Bikeway and Pedestrian Improvements Estimated carryover FY20/21 $250,000 FY 21/22 request $250,000 Street Improvement Project 2,000,000 500,000 2022-13 Local Safety Roadway** Street Improvement Project 80,000 (72,000) 2022-14 Neighborhood Traffic Calming Program Street Improvement Project 200,000 200,000 2022-15 Alesssandro Improvements Phase II Street Improvement Project 600,000 100,000 2022-16 Traffic Operations and Capacity Improvements Estimated carryover FY20/21 $500,000 FY 21/22 request $500,000 Street Improvement Project 100,000 1,000,000 2022-17 Haystack Road Improvements Project Estimated carryover FY20/21 $150,000 Street Improvement Project 150,000 150,000 2022-18 Roadway Safety Improvements Street Improvement Project 2,213,000 550,000 2022-19 White Stone Lane Street Improvements Maintenance Project 80,000 80,000 TOTAL 114,066,653$ 11,587,829$ ** ATP Grant reimbursement of $3.222M, and Caltrans reimbursement of $72,000 are scheduled to be received in Fiscal Year 21/22. 947 Agency: PALM DESERT Prepared by: BERTHA A GONZALEZ Phone #: 760-346-0611 Date: 4/29/2021 Estimated Prior Year Measure A Balance:6,403,674$ Estimated FY 2022/23 Measure A Allocation:2,866,000 Estimated Measure A Available for FY 2022/23 Projects:9,269,674$ Item No.Project Name / Limits Project Type Total Project Cost Measure A Funds 2022/23 2023-1 Street Resurfacing Program Maintenance Project 5,000,000$ 2,380,000$ 2023-2 Citywide Traffic Signal Hardware Upgrades Street Improvement Project 1,675,000 400,000 2023-3 Citywide Street Striping and Lane Improvements Maintenance Project 300,000 300,000 2023-4 Citywide ADA Curb Ramp Modifications Street Improvement Project 75,000 50,000 2023-5 Citywide Bridge Inspection & Repair Program Maintenance Project 100,000 100,000 2023-6 Bike Lane Striping aka Bike Roadway Improvements Street Improvement Project 150,000 150,000 2023-7 Citywide Bikeway and Pedestrian Improvements Street Improvement Project 2,000,000 250,000 2023-8 Market Place Drive and Cook Street Traffic Signal Improvements Street Improvement Project 800,000 150,000 2023-9 Roadway Safety Improvements Street Improvement Project 2,213,000 1,663,000 2023-10 Neighborhood Traffic Calming Program Street Improvement Project 80,000 150,000 TOTAL 12,393,000$ 5,593,000$ FY 2022/23 948 Agency: PALM DESERT Prepared by: BERTHA A GONZALEZ Phone #: 760-346-0611 Date: 4/29/2021 Estimated Prior Year Measure A Balance:3,676,674$ Estimated FY 2023/24 Measure A Allocation:2,895,000 Estimated Measure A Available for FY 2023/24 Projects:6,571,674$ Item No.Project Name / Limits Project Type Total Project Cost Measure A Funds 2023/24 2024-1 Street Resurfacing Program Maintenance Project 5,000,000$ 2,380,000$ 2024-2 Citywide Traffic Signal Hardware Upgrades Street Improvement Project 1,675,000 400,000 2024-3 Citywide Street Striping and Lane Improvements Maintenance Project 375,000 300,000 2024-4 Citywide ADA Curb Ramp Modifications Street Improvement Project 75,000 50,000 2024-5 Citywide Bridge Inspection & Repair Program Maintenance Project 100,000 100,000 2024-6 Citywide Bikeway and Pedestrian Improvements Street Improvement Project 2,000,000 250,000 2023-7 Market Place Drive and Cook Street Traffic Signal Improvements Street Improvement Project 800,000 650,000 2024-8 Neighborhood Traffic Calming Program Street Improvement Project 80,000 150,000 TOTAL 10,105,000$ 4,280,000$ FY 2023/24 949 Agency: PALM DESERT Prepared by: BERTHA A GONZALEZ Phone #: 760-346-0611 Date: 4/29/2021 Estimated Prior Year Measure A Balance:2,291,674$ Estimated FY 2024/25 Measure A Allocation:2,924,000 Estimated Measure A Available for FY 2024/25 Projects:5,215,674$ Item No.Project Name / Limits Project Type Total Project Cost Measure A Funds 2024/25 2025-1 Street Resurfacing Program Maintenance Project 5,000,000$ 2,380,000$ 2025-2 Citywide Traffic Signal Hardware Upgrades Street Improvement Project 1,675,000 500,000 2025-3 Citywide Street Striping and Lane Improvements Maintenance Project 300,000 300,000 2025-4 Citywide ADA Curb Ramp Modifications Street Improvement Project 75,000 50,000 2025-5 Citywide Bridge Inspection & Repair Program Maintenance Project 100,000 100,000 2025-6 Bike Lane Striping aka Bike Roadway Improvements Street Improvement Project 150,000 150,000 2025-7 Citywide Bikeway and Pedestrian Improvements Street Improvement Project 2,000,000 250,000 2025-8 Neighborhood Traffic Calming Program Street Improvement Project 80,000 150,000 TOTAL 9,380,000$ 3,880,000$ FY 2024/25 950 Agency: PALM DESERT Prepared by: BERTHA A GONZALEZ Phone #: 760-346-0611 Date: 4/29/2021 Estimated Prior Year Measure A Balance:1,335,674$ Estimated FY 2025/26 Measure A Allocation:2,953,000 Estimated Measure A Available for FY 2025/26 Projects:4,288,674$ Item No.Project Name / Limits Project Type Total Project Cost Measure A Funds 2025/26 2026-1 Street Resurfacing Program Maintenance Project 5,000,000$ 1,000,000$ 2026-2 Citywide Traffic Signal Hardware Upgrades Street Improvement Project 1,675,000 500,000 2026-3 Citywide Street Striping and Lane Improvements Maintenance Project 300,000 300,000 2026-4 Citywide ADA Curb Ramp Modifications Street Improvement Project 75,000 50,000 2026-5 Citywide Bridge Inspection & Repair Program Maintenance Project 100,000 100,000 2026-6 Citywide Bikeway and Pedestrian Improvements Street Improvement Project 2,000,000 250,000 2026-7 Neighborhood Traffic Calming Program Street Improvement Project 80,000 150,000 TOTAL 9,230,000$ 2,350,000$ FY 2025/26 951 Agency: PALM DESERT Prepared by: BERTHA A GONZALEZ Phone #: 760-346-0611 Date: 4/29/2021 Item No.Project Name / Limits Project Type Total Cost Anticipated Measure A Funds Expended (Est thru 6/30/2021) Estimated/ Actual Completion Status 2021-1 Portola Interchange at I-10 Estimated carryover Interchange Project $ 79,800,000 $ 50,021 Sept 2021 In design 2021-3 Street Resurfacing Program Maintenance Project 4,700,000 1,623,441 Sept 2021 In design 2021-4 Citywide Traffic Signal Hardware Upgrades Street Improvement Project 600,000 424,963 October 2021 Construction awarded, NTP July, 2021 2021-5 Citywide Street Striping and Lane Improvements Maintenance Project 812,964 312,060 October 2021 Construction 75% complete 2021-6 Jefferson Street Interchange Project @ I-10 Interchange Project 312,500 TBD - Indio 2021-7 Triple Left Turns at Washington and Fred Waring Street Improvement Project 500,000 16,296 December 2021 Construction 90% complete 2021-8 Citywide ADA Curb Ramp Modifications Maintenance Project 200,043 28,838 August 2021 In design 2021-9 Citywide Bridge Inspection & Repair Program Maintenance Project 400,000 - Nov 2021 Design contract awarded 4/22/21. 2021-10 San Pablo Improvements, Hwy 111 to Magnesia Falls Street Improvement Project 19,000,000 5,640,069 July 2021 Phase 1 (Hwy 111 to Fred Waring Drive) completed November 2020; Phase 2 (Fred Waring Drive to Magnesia Falls Drive) construction 48% complete 2021-11 Bikeway Roadway Improvements Street Improvement Project 450,000 - Design contract awarded 4/22/21 PROJECT STATUS REPORT FY 2020/21 952 2021-12 Local Roadway Safety Plan Street Improvement Project 80,000 79,961 July 2021 COMPLETED; waiting on reimbursement 2021-13 Haystack Road and Hwy 74 Intersection Modification Street Improvement Project 300,000 - 2022 Design contract awarded 4/1/21 2021-14 On Street ADA Parking Improvements Maintenance Project 50,000 - CANCELLED 2021-15 Citywide Bikeway and Pedestrian Improvements Street Improvement Project 2,000,000 49,750 Design contract awarded 3/8/21 2021-16 Haystack Road Improvements Project Street Improvement Project 150,000 - 2022 Design contract to be submitted for approval 5/13/21 2021-17 Traffic Operations and Capacity Improvements Street Improvement Project 500,000 - Design contract awarded 4/22/21 TOTAL 109,855,507$ 8,225,399$ 953 MEASURE A LOCAL STREETS AND ROADS CITY OF PALM SPRINGS 954 This page left intentionally blank. 955 956 957 MEASURE A LOCAL STREETS AND ROADS PROGRAM Agency: PALM SPRINGS Prepared by: Joel Montalvo Phone #: 760-322-8339 Date: 4/27/2021 Estimated Prior Year Measure A Balance:1,229,859$ Estimated FY 2022/23 Measure A Allocation:2,535,000 Estimated Measure A Available for FY 2022/23 Projects:3,764,859$ Item No.Project Name / Limits Project Type Total Project Cost Measure A Funds 2022/23 2023-01 Annual Slurry Seal - City Wide Road Maintenance 2,000,000$ $ 675,000 2023-02 Indian Canyon Dr. UPRR Bridge Road Widening & Bridge Replacement 23,806,000 1,024,780 2023-03 S. Palm Canyon Dr. Bridge - Palm Canyon Wash New Bridge 4,875,000 346,044 2023-04 Traffic Safety Projects - City Wide Traffic Improvements 250,000 250,000 2023-05 Annual Asphalt Overlay Road Maintenance 4,000,000 500,000 2023-06 Ramon Road Widening Bridge/Roadway Widening 32,500,000 - 2023-07 Vista Chino Bridge @ Whitewater River New Bridge 95,000,000 - 2023-08 E. Palm Canyon Dr. Bridge @ Palm Canyon Wash Bridge Rehabilitation 9,100,000 167,806 2023-09 S. Palm Canyon Dr. Bridge @ Tahquitz Creek Bridge Replacement 9,170,000 116,664 2023-10 Traffic Operations Center Traffic Improvements 500,000 50,000 TOTAL 181,201,000$ 3,130,294$ FY 2022/23 FY 2022-23 Page 2 of 7 958 MEASURE A LOCAL STREETS AND ROADS PROGRAM Agency: PALM SPRINGS Prepared by: Joel Montalvo Phone #: 760-322-8339 Date: 4/27/2021 Estimated Prior Year Measure A Balance:634,565$ Estimated FY 2023/24 Measure A Allocation:2,560,000 Estimated Measure A Available for FY 2023/24 Projects:3,194,565$ Item No.Project Name / Limits Project Type Total Project Cost Measure A Funds 2023/24 2024-01 Annual Slurry Seal - City Wide Road Maintenance 2,000,000$ $ 675,000 2024-02 Indian Canyon Dr. UPRR Bridge Road Widening & Bridge Replacement 23,806,000 213,940 2024-03 Traffic Safety Projects - City Wide Traffic Improvements 250,000 250,000 2024-04 Annual Asphalt Overlay Road Maintenance 4,000,000 500,000 2024-05 Ramon Road Widening Bridge/Roadway Widening 32,500,000 296,982 2024-06 Vista Chino Bridge @ Whitewater River New Bridge 95,000,000 - 2024-07 E. Palm Canyon Dr. Bridge @ Palm Canyon Wash Bridge Rehabilitation 9,100,000 41,953 TOTAL 167,156,000$ 2,027,875$ FY 2023/24 FY 2023-24 Page 3 of 7 959 MEASURE A LOCAL STREETS AND ROADS PROGRAM Agency: PALM SPRINGS Prepared by: Joel Montalvo Phone #: 760-322-8339 Date: 4/27/2021 Estimated Prior Year Measure A Balance:1,166,690$ Estimated FY 2024/25 Measure A Allocation:2,586,000 Estimated Measure A Available for FY 2024/25 Projects:3,752,690$ Item No.Project Name / Limits Project Type Total Project Cost Measure A Funds 2024/25 2025-01 Annual Slurry Seal - City Wide Road Maintenance 2,000,000$ $ 675,000 2025-03 Traffic Safety Projects - City Wide Traffic Improvements 250,000 250,000 2025-04 Annual Asphalt Overlay Road Maintenance 4,000,000 500,000 2025-05 Ramon Road Widening Bridge/Roadway Widening 32,500,000 296,982 2025-06 Vista Chino Bridge @ Whitewater River New Bridge 95,000,000 1,012,160 TOTAL 133,750,000$ 2,734,142$ FY 2024/25 FY 2024-25 Page 4 of 7 960 MEASURE A LOCAL STREETS AND ROADS PROGRAM Agency: PALM SPRINGS Prepared by: Joel Montalvo Phone #: 760-322-8339 Date: 4/27/2021 Estimated Prior Year Measure A Balance:1,018,548$ Estimated FY 2025/26 Measure A Allocation:2,612,000 Estimated Measure A Available for FY 2025/26 Projects:3,630,548$ Item No.Project Name / Limits Project Type Total Project Cost Measure A Funds 2025/26 2026-01 Annual Slurry Seal - City Wide Road Maintenance 2,000,000$ $ 675,000 2026-03 Traffic Safety Projects - City Wide Traffic Improvements 250,000 250,000 2026-04 Annual Asphalt Overlay Road Maintenance 4,000,000 500,000 2026-05 Ramon Road Widening Bridge/Roadway Widening 32,500,000 296,982 2026-06 Vista Chino Bridge @ Whitewater River New Bridge 95,000,000 1,012,160 TOTAL 133,750,000$ 2,734,142$ FY 2025/26 FY 2025-26 Page 5 of 7 961 MEASURE A LOCAL STREETS AND ROADS PROGRAM Agency: PALM SPRINGS Prepared by: Joel Montalvo Phone #: 760-322-8339 Date: 4/27/2021 Item No.Project Name / Limits Project Type Total Cost Anticipated Measure A Funds Expended (Est thru 6/30/2021) Estimated/ Actual Completion Status 2021-01 Annual Slurry Seal - City Wide Road Maintenance 1,156,004 $ 1,156,004 6/15/2021 In progress 2021-02 Bridge Repairs - City Wide Bridge Maintenance 100,000 - not done stopped this project 2021-03 Indian Canyon Dr. UPRR Bridge Road Widening & Bridge Replacement 23,806,000 20,000 12/1/2023 Construction Bidding Phase 2021-04 S. Palm Canyon Dr. Bridge - Palm Canyon Wash New Bridge 4,875,000 1,000 12/1/2022 Moving to Bidding Phase 2021-05 Traffic Safety Projects - City Wide Traffic Improvements 250,000 20,000 on-going on-going 2021-06 Annual Asphalt Overlay Road Maintenance 573,392 10,000 12/1/2021 delayed due to covid 2021-07 Mid-Valley Parkway Reimbursement-CVAG Street Improvements 10,500 10,500 on-going on-going 2021-08 Curb & Gutter Repair Road Maintenance 50,000 - not done stopped this project PROJECT STATUS REPORT FY 2020/21 Project Status Report FY20-21 Page 6 of 7 962 MEASURE A LOCAL STREETS AND ROADS PROGRAM 2021-09 Bogert Trail Bridge Rehabilitation (Year 5/5 of Monitoring) Bridge Widening/Rehabilitati on 5,000,000 - completed completed 2021-10 Ramon Road Widening Bridge/Roadway Widening 32,500,000 2,000 12/1/2022 Right of Way 2021-11 Vista Chino Bridge @ Whitewater River New Bridge 95,000,000 8,000 12/1/2025 Design/R/W Phase 2021-12 E. Palm Canyon Dr. Bridge @ Palm Canyon Wash Bridge Rehabilitation 9,100,000 20,000 12/1/2023 Design/R/W Phase 2021-13 S. Palm Canyon Dr. Bridge @ Tahquitz Creek Bridge Replacement 9,170,000 10,000 12/1/2022 moving to bidding phase 2021-14 Tahquitz Creek Levee Certification Road Maintenance 2,000,000 - on-going measure A not used 2021-15 Local Measure A Bond Payment Road Maintenance 6,800,000 1,095,250 year 6 one more year 2021-16 Jefferson Street / I-10 Interchange Expanded Freeway Interchange 50,000,000 - completed completed 2019 2021-17 Indian Canyon Pedestrain/Bicycle Enhancments Pedestrian Improvements 5,316,842 155,000 completed completed 2021-18 TI Oversite Services Traffic Improvements 80,000 - not done stopped this project 2021-19 UPRR Wind Wall Design Rodway Safety Improvements 100,000 27,367 9/30/2021 on-going 2021-20 Tahquitz/Civic Traffic Signal Traffic Improvements 498,000 150,000 6/30/2021 to be completed 6-30-21 2021-21 Traffic Signal Improvements Cycle 7 Traffic Improvements 2,800,000 20,000 9/30/2021 to be completed TOTAL 249,185,738$ 2,705,121$ Project Status Report FY20-21 Page 7 of 7 963 MEASURE A LOCAL STREETS AND ROADS CITY OF PERRIS 964 This page left intentionally blank. 965 966 967 Agency: PERRIS Prepared by: B. Brophy Phone #: (951) 954‐6504 Date: 4/14/2021 FY 2019/20 Audited Measure A Balance:6,215,355$ FY 2020/21 (Revised) Measure A Revenue:2,032,000 Less: FY 2020/21 Project Status Report expenses:(25,000) Estimated Prior Year Measure A Balance:8,222,355 Estimated FY 2021/22 Measure A Allocation:2,189,000 Estimated Measure A Available for FY 2021/22 Projects:10,411,355$ Item No.Project Name / Limits Project Type Total Project Cost Measure A Funds 2021/22 2022‐01 Annual Citywide Slurry Seal & Overlay (Various City locations)Pavement Maint Program $ 1,500,000 $ 1,000,000 2022‐02 Goetz Rd Intersections (Ellis Ave to Perris Valley Channel)Widening & Pavement Rehab 13,669,000 532,770 2022‐03 Annual Citywide Pothole Repairs Pavement Maint Program 100,000 852 2022‐04 Nuevo Bridge Widening and Road Improvements (Murrieta Rd to Dunlap Ave)Widening & Pavement Rehab 13,950,000 100,000 2022‐05 Unpaved Streets & Alleys New Pavement 200,000 145,000 2022‐06 Ramona Exwy Pavement Rehab (Webster Ave to Rider St)Pavement Rehab 2,000,000 1,990,000 2022‐07 CDBG Citywide Sidewalk Improvements (Various City locations)Pedestrian Improvements 691,000 300,000 2022‐08 I‐215 Maintenance Pavement Maint Program 50,000 50,000 2022‐09 Ramona Exwy Low Water Median (Redlands Avenue to Evans Rd)Median Improvements 750,000 264,000 2022‐10 ATP Redlands Avenue Bike and Ped Network Pedestrian Improvements 2,250,000 100,000 2022‐11 HSIP Traffic Signal & Road Safety Improvements Traffic Signal Improvements 1,600,000 100,000 2022‐12 HSIP Ramona Exwy Crosswalk Improvements Pedestrian Improvements 500,000 100,000 TOTAL 37,260,000$ 4,682,622$ FY 2021/22 FY 2021-22 Page 1 of 6 968 Agency: PERRIS Prepared by: B. Brophy Phone #: (951) 954‐6504 Date: 4/14/2021 Estimated Prior Year Measure A Balance:5,728,733$ Estimated FY 2022/23 Measure A Allocation:2,211,000 Estimated Measure A Available for FY 2022/23 Projects:7,939,733$ Item No.Project Name / Limits Project Type Total Project Cost Measure A Funds 2022/23 2023‐01 Annual Citywide Slurry Seal & Overlay (Various City locations)Pavement Maint Program 2,000,000$ 2,000,000$ 2023‐02 Annual Citywide Pothole Repairs Pavement Maint Program 100,000 100,000 2023‐03 Downtown Pavement Rehab (Various downtown City streets)Pavement Maint Program 1,500,000 1,500,000 2023‐04 Ramona Exwy Pavement Rehab (Webster Ave to Rider St) ‐ Phase 2 Pavement Rehab 2,000,000 2,000,000 2023‐05 CDBG Citywide Pedestrian Improvements (various City locations)Pedestrian Improvements 600,000 150,000 2023‐06 Redlands Ave Widening (Placentia Ave to Rider St)Widening & Pavement Rehab 2,500,000 500,000 2023‐07 ATP Redlands Avenue Bike and Ped Network Pedestrian Improvements 2,250,000 150,000 2023‐08 HSIP Traffic Signal & Road Safety Improvements Traffic Signal Improvements 1,600,000 350,000 2023‐09 HSIP Ramona Exwy Crosswalk Improvements Pedestrian Improvements 500,000 100,000 TOTAL 13,050,000$ 6,850,000$ FY 2022/23 FY 2022-23 Page 2 of 6 969 Agency: PERRIS Prepared by: B. Brophy Phone #: (951) 954‐6504 Date: 4/14/2021 Estimated Prior Year Measure A Balance:1,089,733$ Estimated FY 2023/24 Measure A Allocation:2,233,000 Estimated Measure A Available for FY 2023/24 Projects:3,322,733$ Item No.Project Name / Limits Project Type Total Project Cost Measure A Funds 2023/24 2024‐01 Annual Citywide Slurry Seal & Overlay (Various City locations)Pavement Maint Program 1,000,000.00$ 1,000,000.00$ 2024‐02 Annual Citywide Pothole Repairs Pavement Maint Program 100,000 100,000 2024‐03 A Street Widening (4th Street to Nuevo Rd) Widening & Pavement Rehab 2,000,000 1,000,000 TOTAL 3,100,000$ 2,100,000$ FY 2023/24 FY 2023-24 Page 3 of 6 970 Agency: PERRIS Prepared by: B. Brophy Phone #: (951) 954‐6504 Date: 4/14/2021 Estimated Prior Year Measure A Balance:1,222,733$ Estimated FY 2024/25 Measure A Allocation:2,255,000 Estimated Measure A Available for FY 2024/25 Projects:3,477,733$ Item No.Project Name / Limits Project Type Total Project Cost Measure A Funds 2024/25 2025‐01 Annual Citywide Slurry Seal & Overlay (Various City locations)Pavement Maint Program 1,500,000$ 1,500,000$ 2025‐02 Annual Citywide Pothole Repairs Pavement Maint Program 100,000 100,000 2025‐03 Perris Blvd Widening & Rehab (4th St to 11th St) Widening & Pavement Rehab 5,000,000 1,000,000 TOTAL 6,600,000$ 2,600,000$ FY 2024/25 FY 2024-25 Page 4 of 6 971 Agency: PERRIS Prepared by: B. Brophy Phone #: (951) 954‐6504 Date: 4/14/2021 Estimated Prior Year Measure A Balance:877,733$ Estimated FY 2025/26 Measure A Allocation:2,278,000 Estimated Measure A Available for FY 2025/26 Projects:3,155,733$ Item No.Project Name / Limits Project Type Total Project Cost Measure A Funds 2025/26 2026‐01 Annual Citywide Slurry Seal & Overlay Pavement Maint Program 2,500,000$ 2,500,000$ 2026‐02 Annual Citywide Pothole Repairs Pavement Maint Program 100,000 100,000 TOTAL 2,600,000$ 2,600,000$ FY 2025/26 FY 2025-26 Page 5 of 6 972 Agency: PERRIS Prepared by: B. Brophy Phone #: (951) 954‐6504 Date: 4/14/2021 Item No.Project Name / Limits Project Type Total Cost Anticipated Measure A Funds Expended (Est thru 6/30/2021) Estimated/ Actual Completion Status 2021‐01 Annual Citywide Slurry Seal & Overlay (Various City locations)Pavement Maint Program $ 1,300,000 $ ‐ On‐Going FY 20/21 Project Completed in Fall 2020 other transportation funds were utilized with the project 2021‐02 Goetz Rd Intersections (Ellis Ave to Perris Valley Channel) Widening & Pavement Rehab 13,669,000 554,581 2021 Construction underway 2021‐03 Annual Citywide Pothole Repairs Pavement Maint Program 15,000 ‐ On‐Going On‐Going Program 2021‐04 Nuevo Bridge Widening and Road Improvements (Murrieta Rd to Dunlap Ave) Widening & Pavement Rehab 13,950,000 10,000 Project Complete Project Complete in Fall of 2020 2021‐05 Unpaved Streets & Alleys New Pavement 200,000 2,500 2022 Preliminary Engineering 2021‐06 Ramona Exwy Pavement Rehab (Webster Ave to Rider St)Pavement Rehab 2,000,000 2,500 2022 Preliminary Engineering 2021‐07 CDBG Citywide Sidewalk Improvements (Various City locations)Pavement Maint Program 691,000 ‐ 2021 Project Advertised / Construction to start Summer 2021 2021‐08 Ramona Exwy Low Water Median (Redlands Avenue to Evans Rd)Median Improvements 750,000 10,000 2021 Finalizing Plans & Specs / Construction to start Summer 2021 TOTAL 32,575,000$ 579,581$ PROJECT STATUS REPORT FY 2020/21 Project Status Report FY20-21 Page 6 of 6 973 MEASURE A LOCAL STREETS AND ROADS CITY OF RANCHO MIRAGE 974 This page left intentionally blank. 975 DocuSign Envelope ID: F9F844D2-460B-4E48-B38B-74E6E88BC64C 976 FY 2021/22 MAINTENANCE OF EFFORT CERTIFICATION STATEMENT Dated: ___________________, 2021 _________________________________ CITY MANAGER ATTEST: _________________________________ SECRETARY The undersigned agrees and certifies for the city of Rancho Mirage (the “Agency”) that sales tax transportation funds received pursuant to Ordinance No. 02-001 of the Riverside County Transportation Commission (“Measure A”) shall be used in compliance with the Commission’s Maintenance of Effort Guidelines and a base year amount of $674,811, approved by the Commission at its September 14, 2011 meeting, and that the Agency shall not use such funds to replace discretionary local funds previously expended by the Agency for local transportation purposes. The Agency hereby acknowledges that the failure of the Agency to continue such local expenditure shall result in a reduction or loss of Measure A funds. Additionally, the Agency commits to expending Measure A Local Streets and Roads funds for projects listed in the Five Year Capital Improvement Plan as approved by Riverside County Transportation Commission. May 3 DocuSign Envelope ID: F9F844D2-460B-4E48-B38B-74E6E88BC64C 977 MEASURE A LOCAL STREETS AND ROADS PROGRAM Agency: RANCHO MIRAGE Prepared by: Ryan Stendell Phone #: 760.770.3224 Date: 5/3/2021 FY 2019/20 Audited Measure A Balance:1,896,468$ FY 2020/21 (Revised) Measure A Revenue:961,000 Less: FY 2020/21 Project Status Report expenses:(1,126,400) Estimated Prior Year Measure A Balance:1,731,068 Estimated FY 2021/22 Measure A Allocation:989,000 Estimated Measure A Available for FY 2021/22 Projects:2,720,068$ Item No.Project Name / Limits Project Type Total Project Cost Measure A Funds 2021/22 2022-01 Citywide slurry seal, crack seal A overlays, pavement rehab and striping on various streets Preventitive Maintenance $ 935,000 $ 935,000 2022-02 Frank Sinatra Bridge at Whitewater Channel (PS&E) Replace low water crossing 52,800,000 393,610 TOTAL 53,735,000$ 1,328,610$ FY 2021/22 FY 2021-22 Page 1 of 6 978 MEASURE A LOCAL STREETS AND ROADS PROGRAM Agency: RANCHO MIRAGE Prepared by: Ryan Stendell Phone #: 760.770.3224 Date: 5/3/2021 Estimated Prior Year Measure A Balance:1,391,458$ Estimated FY 2022/23 Measure A Allocation:999,000 Estimated Measure A Available for FY 2022/23 Projects:2,390,458$ Item No.Project Name / Limits Project Type Total Project Cost Measure A Funds 2022/23 2023-01 Citywide slurry seal, crack seal A overlays, pavement rehab and striping on various streets Preventitive Maintenance 935,000$ 935,000$ 2023-02 Frank Sinatra Bridge at Whitewater Channel (PS&E) Replace low water crossing 52,800,000 207,050 TOTAL 53,735,000$ 1,142,050$ FY 2022/23 FY 2022-23 Page 2 of 6 979 MEASURE A LOCAL STREETS AND ROADS PROGRAM Agency: RANCHO MIRAGE Prepared by: Ryan Stendell Phone #: 760.770.3224 Date: 5/3/2021 Estimated Prior Year Measure A Balance:1,248,408$ Estimated FY 2023/24 Measure A Allocation:1,009,000 Estimated Measure A Available for FY 2023/24 Projects:2,257,408$ Item No.Project Name / Limits Project Type Total Project Cost Measure A Funds 2023/24 2024-01 Citywide slurry seal, crack seal A overlays, pavement rehab and striping on various streets Preventitive Maintenance 950,000$ 950,000$ 2024-02 Frank Sinatra Bridge at Whitewater Channel (PS&E) Replace low water crossing 52,800,000 11,585 TOTAL 53,750,000$ 961,585$ FY 2023/24 FY 2023-24 Page 3 of 6 980 MEASURE A LOCAL STREETS AND ROADS PROGRAM Agency: RANCHO MIRAGE Prepared by: Ryan Stendell Phone #: 760.770.3224 Date: 5/3/2021 Estimated Prior Year Measure A Balance:1,295,823$ Estimated FY 2024/25 Measure A Allocation:1,019,000 Estimated Measure A Available for FY 2024/25 Projects:2,314,823$ Item No.Project Name / Limits Project Type Total Project Cost Measure A Funds 2024/25 2025-01 Citywide slurry seal, crack seal A overlays, pavement rehab and striping on various streets Preventitive Maintenance 1,000,000$ 1,000,000$ TOTAL 1,000,000$ 1,000,000$ FY 2024/25 FY 2024-25 Page 4 of 6 981 MEASURE A LOCAL STREETS AND ROADS PROGRAM Agency: RANCHO MIRAGE Prepared by: Ryan Stendell Phone #: 760.770.3224 Date: 5/3/2021 Estimated Prior Year Measure A Balance:1,314,823$ Estimated FY 2025/26 Measure A Allocation:1,029,000 Estimated Measure A Available for FY 2025/26 Projects:2,343,823$ Item No.Project Name / Limits Project Type Total Project Cost Measure A Funds 2025/26 2026-01 Citywide slurry seal, crack seal A overlays, pavement rehab and striping on various streets Preventitive Maintenance 1,000,000$ 1,000,000$ TOTAL 1,000,000$ 1,000,000$ FY 2025/26 FY 2025-26 Page 5 of 6 982 MEASURE A LOCAL STREETS AND ROADS PROGRAM Agency: RANCHO MIRAGE Prepared by: Ryan Stendell Phone #: 760.770.3224 Date: 5/3/2021 Item No.Project Name / Limits Project Type Total Cost Anticipated Measure A Funds Expended (Est thru 6/30/2021) Estimated/ Actual Completion Status 2021-01 Citywide slurry seal, crack seal A overlays, pavement rehab and striping on various streets Preventitive Maintenance $ 1,068,000 $ 1,068,168 Estimated Completion 6/30/2021 Construction Phase 2021-02 Frank Sinatra Bridge at Whitewater Channel (PS&E) Replace low water crossing 52,800,000 58,232 Estimated Completion 2024 PS&E Phase TOTAL 53,868,000$ 1,126,400$ PROJECT STATUS REPORT FY 2020/21 Project Status Report FY20-21 Page 6 of 6 983 MEASURE A LOCAL STREETS AND ROADS CITY OF RIVERSIDE 984 This page left intentionally blank. 985 April 14, 2021 Riverside County Transportation Commission 4080 Lemon Street, 3rd Floor Riverside, CA 92501 Attn.: Martha Masters, Senior Management Analyst, Planning and Programming Subject: Measure A Maintenance of Effort, CIP and Project Status Report Enclosed are the City of Riverside's FY 2021/22 Maintenance of Effort Certification Statement, Measure A Local Funds Capital Improvement Program for FY 2021/22 through FY 2025/26 and a status report for FY 2020/21. If you have any questions, please contact Bobby Hilo at (951) 826-2406 or bhilo@riversideca.gov. Sincerely, Kris Martinez Public Works Director Attachments 3900 Main Street, Riverside, CA 92522 | Phone: (951) 826-5311 | RiversideCA.gov 986 987 MEASURE A LOCAL STREETS AND ROADS PROGRAM Agency: RIVERSIDE Prepared by: Bobby Hilo Phone #: 951-826-2406 Date: 4/29/2021 FY 2019/20 Audited Measure A Balance:23,564,145$ FY 2020/21 (Revised) Measure A Revenue:7,921,000 Less: FY 2020/21 Project Status Report expenses:(8,125,322) Estimated Prior Year Measure A Balance:23,359,823 Estimated FY 2021/22 Measure A Allocation:7,854,000 Estimated Measure A Available for FY 2021/22 Projects:31,213,823$ Item No.Project Name / Limits Project Type Total Project Cost Measure A Funds 2021/22 2022-01 Canyon Crest Widening -Via Vista/Country Club Street Widening $ 6,105,000 $ - 2022-02 Central/Canyon Crest/Watkins Bike Lanes Bike Lanes/Pedestrian Crossing Improvements 1,257,000 1,000,000 2022-03 High Friction Surface & HAWK Signals Street & Pedestrian Signal Improvements 1,293,000 1,000,000 2022-04 Indiana Widening @ Pierce Street Widening and Improvements 1,115,000 - 2022-05 Jurupa Extension - Rutland to Crest New Street Construction 300,000 - 2022-06 Jurupa Extension - Van Buren to Rutland New Street Construction 6,174,000 - 2022-07 Magnolia Ave - Buchanan St to Banbury Dr Street Widening and Improvements 6,331,000 1,500,000 2022-08 Major Street Rehabilitation Street Resurfacing 2,400,000 2,000,000 FY 2021/22 FY 2021-22 Page 1 of 14988 MEASURE A LOCAL STREETS AND ROADS PROGRAM 2022-09 Market Street Bridge Replacement Bridge Replacement 2,635,000 1,700,000 2022-10 Miscelllaneous Railroad Project Management Grade Separations/Quiet Zones 785,400 656,400 2022-11 Mission Blvd Bridge Replacement Bridge Replacement 2,363,883 1,500,000 2022-12 Monroe Rehab - Lincoln to Arlington Street Rehabilitation & Resurfacing 2,457,000 500,000 2022-13 Paving Projects COP - Debt Serivce** Street Paving 2,999,490 2,999,490 2022-14 Quiet Zone/BNSF - Mission Inn/3rd/Spruce Quiet Zone for BNSF Railroad 4,020,000 1,000,000 2022-15 Quiet Zone/BNSF/UPRR - Cridge & Panorama Quiet Zone for BNSF & UP Railroads 6,937,000 3,000,000 2022-16 Quiet Zone/UPRR - Brockton & Palm Quiet Zone for UP Railroad 2,288,000 1,000,000 2022-17 RR Grade Separation - Riverside Avenue Grade Separation - Riverside @ UPRR 31,184,000 100,000 2022-18 Tyler Widening - Wells to Hole Street Widening and Improvements 11,633,000 - 2022-19 Van Buren Widening - Washington to Wood Street Widening 453,478 - 2022-20 Arterial Interconnections Signal Coordinations 40,000 40,000 2022-21 Traffic Signal Revisions Signal Modifications 2,804,000 100,000 2022-22 New Traffic Signals New Traffic Signals 250,000 250,000 2022-23 University - Chicago to Campus Signal Coordination 50,000 - **For a complete list of street projects financed from the City of Riverside apportionment of Local Measure A funds (Certificates of Participation), please see the attached Exhibit A. FY 2021-22 Page 2 of 14989 MEASURE A LOCAL STREETS AND ROADS PROGRAM 2022-24 Transportation Planning Engineering Planning 50,000 50,000 2022-25 Pavement Management Program Ongoing Annual Expenditure 125,000 125,000 2022-26 Controller Assembly Replacement Ongoing Traffic Signal Maintenance 70,000 70,000 2022-27 LED Signal Lenses Replacement Ongoing Traffic Signal Maintenance 20,000 20,000 2022-28 Spread Spectrum Radio Replacement Ongoing Traffic Signal Maintenance 10,000 10,000 2022-29 Traffic Management Center Signal Coordination 50,000 50,000 2022-30 Traffic Signal Loop Replacement Ongoing Traffic Signal Maintenance 25,000 25,000 2022-31 Traffic Planning/Investigations Traffic Engineering 300,000 300,000 2022-32 Active Transportation Master Plan Traffic Engineering 200,000 - 2022-33 Interconnected Traffic Signal Controller Replacement Signal Modifications 1,120,000 - 2022-34 Railroad Grade Separation - Magnolia Grade Separation - Magnolia @ UPRR 50,917,000 - 2022-35 3rd/BNSF RR Xing Improvements Railroad 973,505 100,000 2022-36 Open Street Plans Street Maintenance 75,000 25,000 2022-37 Local Road Safety Plan Transportation 100,000 25,000 2022-38 Traffic Signal and Pole Replacement & Relocation Transportation 750,000 750,000 2022-39 Traffic Signal Emergency Vehicle Replacement Transportation 10,000 10,000 FY 2021-22 Page 3 of 14990 MEASURE A LOCAL STREETS AND ROADS PROGRAM 2022-40 Third Street/BNSF Grade Separation Grade Separation - Third @ BNSF 1,000,000 250,000 2022-41 Iowa Widening-MLK University Street Widening 5,132,074 200,000 2022-42 Railroad Quiet Zone Maintenance Quiet Zone for Railroad 150,000 100,000 2022-43 Battery Backup and Battery System Installation Transportation 600,000 500,000 TOTAL 157,552,830$ 20,955,890$ FY 2021-22 Page 4 of 14991 MEASURE A LOCAL STREETS AND ROADS PROGRAM Agency: RIVERSIDE Prepared by: Bobby Hilo Phone #: 951-826-2406 Date: 4/29/2021 Estimated Prior Year Measure A Balance:10,257,933$ Estimated FY 2022/23 Measure A Allocation:7,933,000 Estimated Measure A Available for FY 2022/23 Projects:18,190,933$ Item No.Project Name / Limits Project Type Total Project Cost Measure A Funds 2022/23 2023-01 Quiet Zone/BNSF - Mission Inn/3rd/Spruce Quiet Zone for BNSF Railroad 4,020,000$ 804,000$ 2023-02 Transportation Planning Engineering Planning 50,000 50,000 2023-03 Pavement Management Program Ongoing Annual Expenditure 125,000 - 2023-04 Traffic Planning/Investigations Traffic Engineering 300,000 300,000 2023-05 Paving Projects COP - Debt Service Street Paving 3,000,740 3,000,740 2023-06 Major Street Rehabilitation Street Resurfacing 2,400,000 2,400,000 2023-07 Mission Blvd Bridge Replacement Bridge Replacment 1,233,000 800,000 2023-08 Miscelllaneous Railroad Project Management Grade Separations/Quiet Zones 793,300 663,000 2023-09 Market Street Bridge Replacement Bridge Replacment 2,635,000 850,000 2023-10 Traffic Signal Revisions Signal Modification 100,000 100,000 2023-11 Arterial Interconnections Signal Coordinations 40,000 40,000 2023-12 Traffic Management Center Signal Coordinations 50,000 50,000 FY 2022/23 FY 2022-23 Page 5 of 14992 MEASURE A LOCAL STREETS AND ROADS PROGRAM 2023-13 New Traffic Signals New Traffic Signals 250,000 250,000 2023-14 Controller Assembly Replacement Ongoing Traffic Signal Maintenance 70,000 70,000 2023-15 Spread Spectrum Radio Replacement Ongoing Traffic Signal Maintenance 10,000 10,000 2023-16 LED Signal Lenses Replacement Ongoing Traffic Signal Maintenance 20,000 20,000 2023-17 Traffic Signal Loop Replacement Ongoing Traffic Signal Maintenance 25,000 25,000 2023-18 Traffic Signal Emergency Vehicle Replacement Ongoing Traffic Signal Maintenance 10,000 10,000 2023-19 Battery Backup and Battery System Installation Transportation 600,000 100,000 2023-20 Railroad Quiet Zone Maintenance Quiet Zone for Railroad 100,000 100,000 TOTAL 15,832,040$ 9,642,740$ FY 2022-23 Page 6 of 14993 MEASURE A LOCAL STREETS AND ROADS PROGRAM Agency: RIVERSIDE Prepared by: Bobby Hilo Phone #: 951-826-2406 Date: 4/29/2021 Estimated Prior Year Measure A Balance:8,548,193$ Estimated FY 2023/24 Measure A Allocation:8,012,000 Estimated Measure A Available for FY 2023/24 Projects:16,560,193$ Item No.Project Name / Limits Project Type Total Project Cost Measure A Funds 2023/24 2024-01 Transportation Planning Engineering Planning 50,000$ 50,000$ 2024-02 Pavement Management Program Ongoing Annual Expenditure 125,000 125,000 2024-03 Traffic Planning/Investigations Traffic Engineering 300,000 - 2024-04 Paving Projects COP - Debt Service Street Paving 2,997,740 2,997,740 2024-05 Major Street Rehabilitation Street Resurfacing 2,400,000 2,400,000 2024-06 Mission Blvd Bridge Replacement Bridge Replacment 1,233,000 - 2024-07 Miscelllaneous Railroad Project Management Grade Separations/Quiet Zones 801,200 669,600 2024-08 Market Street Bridge Replacement Bridge Replacment 2,635,000 - 2024-09 Traffic Signal Revisions Signal Modification 100,000 100,000 2024-10 Arterial Interconnections Signal Coordinations 40,000 40,000 2024-11 Traffic Management Center Signal Coordinations 50,000 50,000 2024-12 New Traffic Signals New Traffic Signals 250,000 250,000 2024-13 Controller Assembly Replacement Ongoing Traffic Signal Maintenance 70,000 70,000 2024-14 Spread Spectrum Radio Replacement Ongoing Traffic Signal Maintenance 10,000 10,000 2024-15 LED Signal Lenses Replacement Ongoing Traffic Signal Maintenance 20,000 20,000 2024-16 Traffic Signal Loop Replacement Ongoing Traffic Signal Maintenance 25,000 25,000 2024-18 Traffic Signal Emergency Vehicle Replacement Ongoing Traffic Signal Maintenance 10,000 10,000 2024-19 Railroad Quiet Zone Maintenance Quiet Zone for Railroad 100,000 100,000 TOTAL 11,216,940$ 6,917,340$ FY 2023/24 FY 2023-24 Page 7 of 14994 MEASURE A LOCAL STREETS AND ROADS PROGRAM Agency: RIVERSIDE Prepared by: Bobby Hilo Phone #: 951-826-2406 Date: 4/29/2021 Estimated Prior Year Measure A Balance:9,642,853$ Estimated FY 2024/25 Measure A Allocation:8,092,000 Estimated Measure A Available for FY 2024/25 Projects:17,734,853$ Item No. Project Name / Limits Project Type Total Project Cost Measure A Funds 2024/25 2025-01 Transportation Planning Engineering Planning 50,000$ 50,000$ 2025-02 Pavement Management Program Ongoing Annual Expenditure 125,000 125,000 2025-03 Traffic Planning/Investigations Traffic Engineering 300,000 - 2025-04 Paving Projects COP - Debt Service Street Paving 3,004,380 3,004,380 2025-05 Major Street Rehabilitation Street Resurfacing 2,400,000 2,400,000 2025-06 Mission Blvd Bridge Replacement Bridge Replacment 1,233,000 - 2025-07 Miscelllaneous Railroad Project Management Grade Separations/Quiet Zones 809,200 676,300 2025-08 Market Street Bridge Replacement Bridge Replacment 2,635,000 - 2025-09 Traffic Signal Revisions Signal Modification 100,000 100,000 2025-10 Arterial Interconnections Signal Coordinations 40,000 40,000 2025-11 Traffic Management Center Signal Coordinations 50,000 50,000 2025-12 New Traffic Signals New Traffic Signals 250,000 250,000 2025-13 Controller Assembly Replacement Ongoing Traffic Signal Maintenance 70,000 70,000 FY 2024/25 FY 2024-25 Page 8 of 14995 MEASURE A LOCAL STREETS AND ROADS PROGRAM 2025-14 Spread Spectrum Radio Replacement Ongoing Traffic Signal Maintenance 10,000 10,000 2025-15 LED Signal Lenses Replacement Ongoing Traffic Signal Maintenance 20,000 20,000 2025-16 Traffic Signal Loop Replacement Ongoing Traffic Signal Maintenance 25,000 25,000 2025-17 Traffic Signal Emergency Vehicle Replacement Ongoing Traffic Signal Maintenance 10,000 10,000 2025-18 Railroad Quiet Zone Maintenance Quiet Zone for Railroad 100,000 100,000 TOTAL 11,231,580$ 6,930,680$ FY 2024-25 Page 9 of 14996 MEASURE A LOCAL STREETS AND ROADS PROGRAM Agency: RIVERSIDE Prepared by: Bobby Hilo Phone #: 951-826-2406 Date: 4/29/2021 Estimated Prior Year Measure A Balance:10,804,173$ Estimated FY 2025/26 Measure A Allocation:8,173,000 Estimated Measure A Available for FY 2025/26 Projects:18,977,173$ Item No.Project Name / Limits Project Type Total Project Cost Measure A Funds 2025/26 2026-01 Transportation Planning Engineering Planning 50,000$ 50,000$ 2026-02 Pavement Management Program Ongoing Annual Expenditure 125,000 125,000 2026-03 Traffic Planning/Investigations Traffic Engineering 300,000 - 2026-04 Paving Projects COP - Debt Service Street Paving 2,998,770 2,998,770 2026-05 Major Street Rehabilitation Street Resurfacing 2,400,000 2,400,000 2026-06 Mission Blvd Bridge Replacement Bridge Replacment 1,233,000 - 2026-07 Miscelllaneous Railroad Project Management Grade Separations/Quiet Zones 817,300 683,063 2026-08 Market Street Bridge Replacement Bridge Replacment 2,635,000 - 2026-09 Traffic Signal Revisions Signal Modification 100,000 100,000 2026-10 Arterial Interconnections Signal Coordinations 40,000 40,000 2026-11 Traffic Management Center Signal Coordinations 50,000 50,000 2026-12 New Traffic Signals New Traffic Signals 250,000 250,000 2026-13 Controller Assembly Replacement Ongoing Traffic Signal Maintenance 70,000 70,000 2026-14 Spread Spectrum Radio Replacement Ongoing Traffic Signal Maintenance 10,000 10,000 FY 2025/26 FY 2025-26 Page 10 of 14997 MEASURE A LOCAL STREETS AND ROADS PROGRAM 2026-15 LED Signal Lenses Replacement Ongoing Traffic Signal Maintenance 20,000 20,000 2026-16 Traffic Signal Loop Replacement Ongoing Traffic Signal Maintenance 25,000 25,000 2026-17 Traffic Signal Emergency Vehicle Replacement Ongoing Traffic Signal Maintenance 10,000 10,000 2026-18 Railroad Quiet Zone Maintenance Quiet Zone for Railroad 100,000 100,000 TOTAL 11,234,070$ 6,931,833$ FY 2025-26 Page 11 of 14998 MEASURE A LOCAL STREETS AND ROADS PROGRAM Agency: RIVERSIDE Prepared by: Bobby Hilo Phone #: 951-826-2406 Date: 4/29/2021 Item No.Project Name / Limits Project Type Total Cost Anticipated Measure A Funds Expended (Est thru 6/30/2021) Estimated/ Actual Completion Status 2021-01 Arlington Ave - Fairhaven to West City Limit Traffic Safety Improvements $ 897,000 $ - Completed 2021-02 Canyon Crest Widening -Via Vista/Country Club Street Widening 6,105,000 - Unknown On Hold 2021-03 Central/Canyon Crest/Watkins Bike Lanes Bike Lanes/Pedestrian Crossing Improvements 1,257,000 215,000 6/30/2021 In the environmental review stage 2021-04 High Friction Surface & HAWK Signals Street & Pedestrian Signal Improvements 1,293,000 5,000 12/31/2021 Caltrans approved 12/31/2020 2021-05 Indiana Widening @ Pierce Street Widening and Improvements 1,115,000 - 12/31/2021 Project is complete. Pending billing from school district. 2021-06 Jurupa Extension - Rutland to Crest New Street Construction 300,000 - 12/31/2021 Pending environmental clearance and developer construction schedule. 2021-07 Jurupa Extension - Van Buren to Rutland New Street Construction 6,197,673 - 12/31/2021 Construction complete. Required environmental mitigation still underway. Measure A funding are zero. 2021-08 Magnolia Ave - Buchanan St to Banbury Dr Street Widening and Improvements 6,331,000 2,000,000 12/31/2021 In Construction 2021-09 Major Street Rehabilitation Street Resurfacing 2,400,000 1,250,000 Ongoing annual expenditure. Includes 2021-10 Market Street Bridge Replacement Bridge Replacement 2,635,000 15,000 6/30/2024 City share for County administered project. Project may be put on hold due to funding being frozen. 2021-11 Miscellaneous Railroad Project Management Grade Separations/Quiet Zones 2,515,185 90,000 Ongoing project management. PROJECT STATUS REPORT FY 2020/21 Project Status Report FY20-21 Page 12 of 14999 MEASURE A LOCAL STREETS AND ROADS PROGRAM 2021-12 Mission Blvd Bridge Replacement Bridge Replacement 2,363,883 20,000 7/31/2023 City share for County administered project. Project may be put on hold due to funding being frozen. 2021-13 Monroe Rehab - Lincoln to Arlington Street Rehabilitation & Resurfacing 2,457,000 10,000 6/30/2022 Project being constructed in phases. 2021-14 Paving Projects COP - Debt Service** Street Paving 3,000,740 3,000,740 Annual debt service. 2021-15 Quiet Zone/BNSF - Mission Inn/3rd/Spruce Quiet Zone for BNSF Railroad 4,020,000 - 12/31/2023 Design in progress. 2021-16 Quiet Zone/BNSF/UPRR - Cridge & Panorama Quiet Zone for BNSF & UP Railroads 6,937,000 32,000 12/31/2021 Design in progress. 2021-17 Quiet Zone/UPRR - Brockton & Palm Quiet Zone for UP Railroad 2,288,000 50,000 7/31/2022 Design in progress. 2021-18 RR Grade Separation - Iowa Avenue Grade Separation - Iowa @ UPRR 32,227,000 - Construction complete. 2021-19 RR Grade Separation - Riverside Avenue Grade Separation - Riverside @ UPRR 31,184,000 - 12/31/2021 Construction complete. Project close out in process. Remnant properties still being settled 2021-20 RR Grade Separation - Streeter Avenue Grade Separation - Streeter @ UPRR 33,350,266 - Construction complete. 2021-21 Tyler Widening - Wells to Hole Street Widening and Improvements 11,431,705 15,000 12/31/2021 Construction complete. Project close out in process. Remnant properties still being settled 2021-22 Van Buren Widening - Washington to Wood Street Widening 453,478 1,000 12/31/2021 City share for County administered project. On hold pending County identifying additional funding for right-of-way. 2021-23 Arterial Interconnections Signal Coordinations 130,000 10,000 Ongoing annual expenditure. 2021-25 Traffic Signal Revisions Signal Modifications 2,804,000 86,825 Ongoing annual expenditure. 2021-26 New Traffic Signals New Traffic Signals 306,465 250,000 Ongoing annual expenditure. 2021-27 University - Chicago to Campus Signal Coordination 50,000 - On hold pending additional funding. 2021-28 Transportation Planning Engineering Planning 93,200 55,000 Ongoing annual expenditure. **For a complete list of street projects financed from the City of Riverside apportionment of Local Measure A funds (Certificates of Participation), please see the attached Exhibit A. Project Status Report FY20-21 Page 13 of 141000 MEASURE A LOCAL STREETS AND ROADS PROGRAM 2021-29 Pavement Management Program Ongoing Annual Expenditure 125,000 80,228 Ongoing annual expenditure. 2021-30 Controller Assembly Replacement Ongoing Traffic Signal Maintenance 70,000 80,000 Ongoing annual expenditure. 2021-31 LED Signal Lenses Replacement Ongoing Traffic Signal Maintenance 20,000 17,000 Ongoing annual expenditure. 2021-32 Spread Spectrum Radio Replacement Ongoing Traffic Signal Maintenance 22,889 22,889 Ongoing annual expenditure. 2021-33 Traffic Management Center Signal Coordination 50,000 50,000 Ongoing annual expenditure. 2021-34 Traffic Signal Loop Replacement Ongoing Traffic Signal Maintenance 36,557 30,800 Ongoing annual expenditure. 2021-35 Traffic Planning/Investigations Traffic Engineering 399,095 125,000 Ongoing annual expenditure. 2021-37 Active Transportation Master Plan Traffic Engineering 200,000 Ongoing annual expenditure. 2021-38 Interconnected Traffic Signal Controller Replacement Signal Modifications 1,119,800 - 6/30/2022 Project currently in RFA process and expected to be completed in FY 20/21. 2021-39 Railroad Grade Separation - Magnolia Grade Separation - Magnolia @ UPRR 50,917,000 124,840 12/31/2021 Construction complete. Project close out in process. Remnant properties still being settled 2021-40 3rd/BNSF RR Xing Improvements Railroad 973,505 - Ongoing 2021-41 Spruce/BNSF RR Xing Improvements Railroad 875,543 - 6/30/2020 Project Complete 2021-42 Open Street Plans Street Maintenance 75,000 4,000 6/30/2022 On hold with current COVID restrictions 2021-43 Local Road Safety Plan Transportation 128,000 - Ongoing annual expenditure. 2021-44 Traffic Signal Battery Backup Maintenance Transportation 50,000 - Has become a larger project with Backup Systems being replaced 2021-45 Jacokson and Indiana RT Turn Lane Transportation 75,000 - Completed 2021-46 Traffic Signal and Pole Replacement & Relocation Transportation 250,000 - Ongoing annual expenditure. 2021-47 Traffic Signal Emergency Vehicle Replacement Transportation 10,000 10,000 Ongoing annual expenditure. 2021-48 Third Street/BNSF Grade Separation Transportation 55,500,000 - 12/31/2024 Design in progress. 2021-49 Iowa Widening-MLK University Transportation 5,132,074 400,000 6/30/2022 Design in progress. 2021-50 Railroad Quiet Zone Maintenance Transportation 150,000 75,000 Ongoing Annual Maintenance TOTAL 280,322,059$ 8,125,322$ Project Status Report FY20-21 Page 14 of 141001 MEASURE A LOCAL STREETS AND ROADS CITY OF SAN JACINTO 1002 This page left intentionally blank. 1003 1004 1005 MEASURE A LOCAL STREETS AND ROADS PROGRAM Agency: SAN JACINTO Prepared by: Stuart McKibbin Phone #: (951) 943-6504 Date: 4/12/2021 FY 2019/20 Audited Measure A Balance:3,390,953$ FY 2020/21 (Revised) Measure A Revenue:945,000 Less: FY 2020/21 Project Status Report expenses:(1,694,606) Estimated Prior Year Measure A Balance:2,641,348 Estimated FY 2021/22 Measure A Allocation:982,000 Estimated Measure A Available for FY 2021/22 Projects:3,623,348$ Item No.Project Name / Limits Project Type Total Project Cost Measure A Funds 2021/22 2022-01 Citywide Slurry Seal and Grind and Overlay Program (CIP # 18-002)Road Rehab $ 800,000.00 $ 400,000 2022-02 Mountain Avenue Pavement Rehab - 7th Street to Esplanade Avenue (CIP # 12- 008) Pavement Rehab 660,000 270,000 2022-03 Traffic Control Devices/Studies Traffic Safety 65,000 65,000 2022-04 Esplanade Avenue Widening - Sanderson to Warren Road (CIP #06-145) Road Widening per General Plan & TUMF Network 5,147,364 200,000 2022-05 Hewitt Street Rehab, minor widening, pavement and rehab, and storm drain improvements from Commonwealth Avenue to Park Avenue (City Limits) (CIP# 07-011) Road Widening and Rehab, Bike Path Installation 1,650,000 256,000 2022-06 State Street Widening and Rehabilitation - Quandt Ranch Road to Gilman Springs Road (CIP # 21-002) Road Widening and Rehab, Bike Path Installation 1,178,000 50,000 2022-07 San Jacinto Avenue Safety Improvements from Midway to Menlo Avenue (CIP # 21-005) Safety Improvements 677,100 187,000 2022-08 Lyon Avenue Pedestrian Improvements (Pending SB 821 Grant Funds Award, we will be splitting this cost 50-50) Bicycle and Pedestrian Facilities 638,000 319,000 2022-09 Warren Road Pavement Rehab and Widening Phase 1 - Ram. Exp. To Upperline Avenue Road Widening and Pavement Rehabilitation 4,775,000 75,000 2022-10 Administrative Overhead Adminstrative 78,560 78,560 TOTAL 15,669,024$ 1,900,560$ FY 2021/22 FY 2021-22 Page 1 of 7 1006 MEASURE A LOCAL STREETS AND ROADS PROGRAM Agency: SAN JACINTO Prepared by: Stuart McKibbin Phone #: (951) 943-6504 Date: 4/12/2021 Estimated Prior Year Measure A Balance:1,722,788$ Estimated FY 2022/23 Measure A Allocation:992,000 Estimated Measure A Available for FY 2022/23 Projects:2,714,788$ Item No. Project Name / Limits Project Type Total Project Cost Measure A Funds 2022/23 2023-01 Ramona Exp. Rehab - Sanderson to West City Limits Pavement Rehab (Planning)100,000$ 100,000$ 2023-02 Esplanade Ave. Widening Phase 2 - Sanderson to Palm (PA&ED) Road Widening per General Plan & TUMF Network 170,000 85,000 2023-03 Esplanade Avenue Rehab - State to San Jacinto Pavement Rehab 570,000 570,000 2023-04 State Street Rehab Phase 2 Flood Control Channel (Line E2) to Ramona Expressway Pavement Rehab - Planning & Engineering 100,000 100,000 2023-05 Traffic Control Devices/Studies Traffic Safety 65,000 65,000 2023-06 Administrative Overhead Administrative 79,360 79,360 TOTAL 1,084,360$ 999,360$ FY 2022/23 FY 2022-23 Page 2 of 7 1007 MEASURE A LOCAL STREETS AND ROADS PROGRAM Agency: SAN JACINTO Prepared by: Stuart McKibbin Phone #: (951) 943-6504 Date: 4/12/2021 Estimated Prior Year Measure A Balance:1,715,428$ Estimated FY 2023/24 Measure A Allocation:1,002,000 Estimated Measure A Available for FY 2023/24 Projects:2,717,428$ Item No. Project Name / Limits Project Type Total Project Cost Measure A Funds 2023/24 2024-01 Esplanade Avenue Widening Phase 2 - Sanderson to Palm (PA&ED) Road Wideneing per GP and TUMF Network (Planning) 250,000$ 125,000$ 2024-02 Citywide Pavement Rehab/Slurry Seal Program Pavement Rehab 500,000 250,000 2024-03 State Street Rehab Phase 3 Ramona Expressway to Quandt Ranch Road Pavement Rehab 1,000,000 500,000 2024-04 Traffic Control Devices/Studies Traffic Safety 65,000 65,000 2025-05 Administrative Overhead Administrative 80,160 80,160 TOTAL 1,895,160$ 1,020,160$ FY 2023/24 FY 2023-24 Page 3 of 7 1008 MEASURE A LOCAL STREETS AND ROADS PROGRAM Agency: SAN JACINTO Prepared by: Stuart McKibbin Phone #: (951) 943-6504 Date: 4/12/2021 Estimated Prior Year Measure A Balance:1,697,268$ Estimated FY 2024/25 Measure A Allocation:1,012,000 Estimated Measure A Available for FY 2024/25 Projects:2,709,268$ Item No. Project Name / Limits Project Type Total Project Cost Measure A Funds 2024/25 2025-01 Warren Road Pavement Rehab, Widening, and Minor Drainage Imp. - Upperline Avenue to Esplanade Pavement Rehab 3,250,000$ 1,625,000$ 2025-02 Esplanade Ave. Widening Phase 2 - Sanderson to Palm Avenue Road widening 250,000 125,000 2025-03 Traffic Control Devices/Studies Traffic Safety 65,000 65,000 2025-04 Administrative Overhead Administrative 80,960 80,960 TOTAL 3,645,960$ 1,895,960$ FY 2024/25 FY 2024-25 Page 4 of 7 1009 MEASURE A LOCAL STREETS AND ROADS PROGRAM Agency: SAN JACINTO Prepared by: Stuart McKibbin Phone #: (951) 943-6504 Date: 4/12/2021 Estimated Prior Year Measure A Balance:813,308$ Estimated FY 2025/26 Measure A Allocation:1,022,000 Estimated Measure A Available for FY 2025/26 Projects:1,835,308$ Item No. Project Name / Limits Project Type Total Project Cost Measure A Funds 2025/26 2026-01 Citywide Pavement Rehab/Slurry Seal Program Pavement Rehab 500,000$ 250,000$ 2026-02 Traffic Control Devices/Studies Traffic Safety 65,000 65,000 2026-03 Warren Road Pavement Rehab, Widening, and Minor Drainage Imp. - Upperline Avenue to Esplanade Pavement Rehab 3,250,000 550,000 2026-04 Administrative Overhead Administrative 81,760 81,760 TOTAL 3,896,760$ 946,760$ FY 2025/26 FY 2025-26 Page 5 of 7 1010 MEASURE A LOCAL STREETS AND ROADS PROGRAM Agency: SAN JACINTO Prepared by: Stuart McKibbin Phone #: (951) 943-6504 Date: 4/12/2021 Item No.Project Name / Limits Project Type Total Cost Anticipated Measure A Funds Expended (Est thru 6/30/2021) Estimated/ Actual Completion Status 2021-01 Sanderson Avenue Safety Improvements from Ramona Expressway to Cottonwood Avenue (CIP #17-004) Safety Improvements & Road Rehab $ 1,046,728.00 $ 200,000.00 Jun-21 Completed - project close out by June 30, 2021. 2021-02 Citywide Slurry Seal and Grind and Overlay Program (CIP # 18- 002) Road Rehab $ 800,000.00 $ - Sep-21 Design complete. Cons in FY 21/22 2021-03 Mountain Avenue Pavement Rehab - 7th Street to Esplanade Avenue (CIP # 12-008) Pavement Rehab $ 660,000.00 $ - Aug-22 Pending EMWD waterline install. Anticipated rehab in FY 21/22 2021-04 Traffic Control Devices/Studies Traffic Safety $ 65,000.00 $ - Ongoing Annual Ongoing Program 2021-05 Esplanade Avenue Widening - Sanderson to Warren Road (CIP #06-145) Road Widening per General Plan & TUMF Network $ 5,147,364.00 $ - Dec-22 Env. Complete; 95% RW secured; design at 75%. Cons in FY 21/22 PROJECT STATUS REPORT FY 2020/21 Project Status Report FY20-21 Page 6 of 7 1011 MEASURE A LOCAL STREETS AND ROADS PROGRAM 2021-06 Hewitt Street Rehab, minor widening, pavement and rehab, and storm drain improvements from Commonwealth Avenue to Park Avenue (City Limits) (CIP# 07-011) Road Widening and Rehab, Bike Path Installation $ 1,650,000.00 $ 610,000.00 Dec-21 UC - Completion by Dec. 2021 2021-07 Cawston Avenue Extension - Cottonwood Avenue to Ramona Expressway (CIP # 21-004) Road Extension per General Plan and MCP $ 100,000.00 $ - Project on hold. 2021-08 Lyon Avenue Improvements (SJUSD Middle School #4) (CIP #20-006) Road Widening per General Plan, Pedestrian Improvements $ 391,991.00 $ - Jul-21 Completed by SJUSD through coop. agreement. 2021-09 Ramona Expressway Rehabilitation Phase 1 - .55 miles west of Warren to Warren (CIP# 21-001) Pavement Rehab $ 1,525,211.00 $ 762,605.50 Jun-21 Cons by Riv. Co. Transp. Through coop agmt with City. Project UC 2021-10 San Jacinto Avenue Safety Improvements from Midway to Menlo Avenue (CIP # 21-005) Safety Improvements $ 677,100.00 $ 40,000.00 Mar-23 Planning and Environmental underway 2021-11 State Street Widening and Rehabilitation - Quandt Ranch Road to Gilman Springs Road (CIP # 21-002) Road Widening and Rehab, Bike Path Installation $ 1,178,000.00 $ 20,000.00 Oct-22 Planning and Environmental Underway 2021-12 Administrative Overhead Adminstrative $ 62,000.00 $ 62,000.00 Jun-22 Annual overhead TOTAL 13,303,394$ 1,694,606$ Project Status Report FY20-21 Page 7 of 7 1012 This page left intentionally blank. 1013 MEASURE A LOCAL STREETS AND ROADS CITY OF TEMECULA 1014 This page left intentionally blank. 1015 1016 1017 MEASURE A LOCAL STREETS AND ROADS PROGRAM Agency: TEMECULA Prepared by: Julie Tarrant Phone #: 951-694-6463 Date: 5/5/2021 FY 2019/20 Audited Measure A Balance:7,741,676$ FY 2020/21 (Revised) Measure A Revenue:3,392,000 Less: FY 2020/21 Project Status Report expenses:(3,470,630) Estimated Prior Year Measure A Balance:7,663,046 Estimated FY 2021/22 Measure A Allocation:3,195,000 Estimated Measure A Available for FY 2021/22 Projects:10,858,046$ Item No.Project Name / Limits Project Type Total Project Cost Measure A Funds 2021/22 2022-01 Pavement Rehab Program - Citywide Street Reconstruction & Rehabilitation 13,337,025$ 7,295,564$ 2022-02 Citywide Street Maintenance Program Right of way maintenance and repairs to include: striping/stenciling, PCC & AC repairs, Street & ROW maintenance of drainage facilities 2,071,620 2,071,620 TOTAL 15,408,645$ 9,367,184$ FY 2021/22 FY 2021-22 Page 1 of 6 1018 MEASURE A LOCAL STREETS AND ROADS PROGRAM Agency: TEMECULA Prepared by: Julie Tarrant Phone #: 951-694-6463 Date: 5/5/2021 Estimated Prior Year Measure A Balance:1,490,862$ Estimated FY 2022/23 Measure A Allocation:3,227,000 Estimated Measure A Available for FY 2022/23 Projects:4,717,862$ Item No.Project Name / Limits Project Type Total Project Cost Measure A Funds 2022/23 2023-01 Pavement Rehab Program - Citywide Street Reconstruction & Rehabilitation 3,424,466$ 1,155,380$ 2023-02 Citywide Street Maintenance Program Right of way maintenance and repairs to include: striping/stenciling, PCC & AC repairs, Street & ROW maintenance of drainage facilities 2,071,620 2,071,620 TOTAL 5,496,086$ 3,227,000$ FY 2022/23 FY 2022-23 Page 2 of 6 1019 MEASURE A LOCAL STREETS AND ROADS PROGRAM Agency: TEMECULA Prepared by: Julie Tarrant Phone #: 951-694-6463 Date: 5/5/2021 Estimated Prior Year Measure A Balance:1,490,862$ Estimated FY 2023/24 Measure A Allocation:3,259,000 Estimated Measure A Available for FY 2023/24 Projects:4,749,862$ Item No. Project Name / Limits Project Type Total Project Cost Measure A Funds 2023/24 2024-01 Pavement Rehab Program - Citywide Street Reconstruction & Rehabilitation 3,501,848$ 1,187,380$ 2024-02 Citywide Street Maintenance Program Right of way maintenance and repairs to include: striping/stenciling, PCC & AC repairs, Street & ROW maintenance of drainage facilities 2,071,620 2,071,620 TOTAL 5,573,468$ 3,259,000$ FY 2023/24 FY 2023-24 Page 3 of 6 1020 MEASURE A LOCAL STREETS AND ROADS PROGRAM Agency: TEMECULA Prepared by: Julie Tarrant Phone #: 951-694-6463 Date: 5/5/2021 Estimated Prior Year Measure A Balance:1,490,862$ Estimated FY 2024/25 Measure A Allocation:3,292,000 Estimated Measure A Available for FY 2024/25 Projects:4,782,862$ Item No.Project Name / Limits Project Type Total Project Cost Measure A Funds 2024/25 2025-01 Pavement Rehab Program - Citywide Street Reconstruction & Rehabilitation 3,581,137$ 1,220,380$ 2025-02 Citywide Street Maintenance Program Right of way maintenance and repairs to include: striping/stenciling, PCC & AC repairs, Street & ROW maintenance of drainage facilities 2,071,620 2,071,620 TOTAL 5,652,757$ 3,292,000$ FY 2024/25 FY 2024-25 Page 4 of 6 1021 MEASURE A LOCAL STREETS AND ROADS PROGRAM Agency: TEMECULA Prepared by: Julie Tarrant Phone #: 951-694-6463 Date: 5/5/2021 Estimated Prior Year Measure A Balance:1,490,862$ Estimated FY 2025/26 Measure A Allocation:3,325,000 Estimated Measure A Available for FY 2025/26 Projects:4,815,862$ Item No.Project Name / Limits Project Type Total Project Cost Measure A Funds 2025/26 2026-01 Pavement Rehab Program - Citywide Street Reconstruction & Rehabilitation 3,664,352$ 1,256,380$ 2026-02 Citywide Street Maintenance Program Right of way maintenance and repairs to include: striping/stenciling, PCC & AC repairs, Street & ROW maintenance of drainage facilities 2,071,620 2,071,620 TOTAL 5,735,972$ 3,328,000$ FY 2025/26 FY 2025-26 Page 5 of 6 1022 MEASURE A LOCAL STREETS AND ROADS PROGRAM Agency: TEMECULA Prepared by: Julie Tarrant Phone #: 951-694-6463 Date: 5/5/2021 Item No.Project Name / Limits Project Type Total Cost Anticipated Measure A Funds Expended (Est thru 6/30/2021) Estimated/ Actual Completion Status 2021-01 Pavement Rehab Program - Citywide Street Reconstruction & Rehabilitation 9,717,395$ 1,136,218$ Annual pavement rehabilitation program On-going annual projects 2021-02 Citywide Street Maintenance Program Right of way maintenance and repairs ton include: striping/stenciling, PCC & AC Repairs, Street & ROW maintenance drainage facilities 3,520,878 2,190,812 Annual right of way maintenance On-going right of way maintenance 2021-03 Pavement Rehabilitation Program - West Side Business Park Area ADA Access Ramp Improvements 456,600 143,600 6/30/2021 Project is currently in construction and due to be completed by 6/30/21 TOTAL 13,694,874$ 3,470,630$ PROJECT STATUS REPORT FY 2020/21 Project Status Report FY20-21 Page 6 of 6 1023 MEASURE A LOCAL STREETS AND ROADS CITY OF WILDOMAR 1024 This page left intentionally blank. 1025 Dustin Nigg, Mayor, Dist. 2 23873 Clinton Keith Rd, Ste 201 Ben J. Benoit, Mayor Pro Tem, Dist. 1 Wildomar, CA 92595 Bridgette Moore, Council Member, Dist. 4 951.677.7751 Phone Joseph Morabito, Council Member, Dist. 3 951.698.1463 Fax Marsha Swanson, Council Member, Dist. 5 www.CityofWildomar.org May 5, 2021 Riverside County Transportation Commission 4080 Lemon Street, 3rd Floor Riverside, CA 92501 Attn: Martha Masters Subject: Measure A 5-Year CIP for FY 2021/22 – 2025/26 Dear Ms. Masters Enclosed is the following: 1. Five Year CIP for FY 2021/22 – 2025/26 2. Project Status Report for FY 2020/21 3. The City is not submitting a MOE Certificate because our base is zero dollars The City of Wildomar is continuing with the previously approved method to report our Measure A expenditures for CIP project administration, design and inspection activities that are required for each fiscal year as a single project. Funds used for construction will be listed as separate projects. If you have any questions regarding this submittal please contact Warren Repke, Capital Projects Manager at wrepke@cityofwildomar.org or 714-336-6621. Thank you. Daniel A. York, PE, PLS Assistant City Manager Director of Public Works/City Engineer DocuSign Envelope ID: 7B31F35C-E70A-41DF-B885-669C5A53D951 1026 This page left intentionally blank. 1027 MEASURE A LOCAL STREETS AND ROADS PROGRAM Agency: WILDOMAR Prepared by: Warren Repke Phone #: 951-677-7751 Date: 5/3/2021 FY 2019/20 Audited Measure A Balance:86,651$ FY 2020/21 (Revised) Measure A Revenue:688,000 Less: FY 2020/21 Project Status Report expenses:(669,100) Estimated Prior Year Measure A Balance:105,551 Estimated FY 2021/22 Measure A Allocation:703,000 Estimated Measure A Available for FY 2021/22 Projects:808,551$ Item No.Project Name / Limits Project Type Total Project Cost Measure A Funds 2021/22 2022-01 Public Works Cost Allocation Interfund Transfer $ 56,240 $ 56,240 2022-02 CIP Project Admin & Engineering Admin/Engineering 690,000 484,600 2022-03 CIP Pavement Program Construction 930,000 170,000 TOTAL 1,676,240$ 710,840$ FY 2021/22 FY 2021-22 Page 1 of 6 1028 MEASURE A LOCAL STREETS AND ROADS PROGRAM Agency: WILDOMAR Prepared by: Warren Repke Phone #: 951-677-7751 Date: 5/3/2021 Estimated Prior Year Measure A Balance:97,711$ Estimated FY 2022/23 Measure A Allocation:710,000 Estimated Measure A Available for FY 2022/23 Projects:807,711$ Item No.Project Name / Limits Project Type Total Project Cost Measure A Funds 2022/23 2023-01 Public Works Allocation Interfund Transfer 56,800$ 56,800$ 2023-02 CIP Proj. Admin. & Engineering Admin/Engineering 710,000 331,508 2023-03 CIP Pavement Program Construction 1,000,000 300,000 TOTAL 1,766,800$ 688,308$ FY 2022/23 FY 2022-23 Page 2 of 6 1029 MEASURE A LOCAL STREETS AND ROADS PROGRAM Agency: WILDOMAR Prepared by: Warren Repke Phone #: 951-677-7751 Date: 5/3/2021 Estimated Prior Year Measure A Balance:119,403$ Estimated FY 2023/24 Measure A Allocation:717,000 Estimated Measure A Available for FY 2023/24 Projects:836,403$ Item No.Project Name / Limits Project Type Total Project Cost Measure A Funds 2023/24 2024-01 Publict Works Cost Allocation Interfund Transfer 57,360$ 57,360$ 2024-02 CIP Proj. Admin. & Engineering Admin/Engineering 730,000 392,000 2024-03 CIP Pavement Program Construction 1,000,000 300,000 TOTAL 1,787,360$ 749,360$ FY 2023/24 FY 2023-24 Page 3 of 6 1030 MEASURE A LOCAL STREETS AND ROADS PROGRAM Agency: WILDOMAR Prepared by: Warren Repke Phone #: 951-677-7751 Date: 5/3/2021 Estimated Prior Year Measure A Balance:87,043$ Estimated FY 2024/25 Measure A Allocation:724,000 Estimated Measure A Available for FY 2024/25 Projects:811,043$ Item No.Project Name / Limits Project Type Total Project Cost Measure A Funds 2024/25 2025-01 Public Works Cost Allocation Interfund Transfer 57,920$ 57,920$ 2025-02 CIP Proj. Admin. & Engineering Admin/Engineering 752,000 356,000 2025-03 CIP Pavement Program Construction 1,000,000 300,000 TOTAL 1,809,920$ 713,920$ FY 2024/25 FY 2024-25 Page 4 of 6 1031 MEASURE A LOCAL STREETS AND ROADS PROGRAM Agency: WILDOMAR Prepared by: Warren Repke Phone #: 951-677-7751 Date: 5/3/2021 Estimated Prior Year Measure A Balance:97,123$ Estimated FY 2025/26 Measure A Allocation:731,000 Estimated Measure A Available for FY 2025/26 Projects:828,123$ Item No.Project Name / Limits Project Type Total Project Cost Measure A Funds 2025/26 2026-01 Public Works Cost Allocation Interfund Transfer 58,400$ 58,400$ 2026-02 CIP Admin. & Engineering Admin/Engineering 773,000 250,000 2026-03 CIP Pavement Program Construction 1,000,000 300,000 TOTAL 1,831,400$ 608,400$ FY 2025/26 FY 2025-26 Page 5 of 6 1032 MEASURE A LOCAL STREETS AND ROADS PROGRAM Agency: WILDOMAR Prepared by: Warren Repke Phone #: 951-677-7751 Date: 5/3/2021 Item No.Project Name / Limits Project Type Total Cost Anticipated Measure A Funds Expended (Est thru 6/30/2021) Estimated/ Actual Completion Status 2021-01 Public Works Cost Allocation Interfund Transfer $ 45,200 $ 45,200 6/30/2021 Annual Program 2021-02 CIP Proj Admin & Engineering Admin/Engineeing 750,000 558,200 6/30/2021 Annual Program 2021-03 CIP Pavement Program Construction 653,242 - Complete 2021-04 Cip 42 Countdown Ped Heads Construction 446,305 40,600 Complete 2021-05 CIP 41 Guardrail Repair Construction 276,161 25,100 Complete TOTAL 2,170,908$ 669,100$ PROJECT STATUS REPORT FY 2020/21 Project Status Report FY20-21 Page 6 of 6 1033 MEASURE A LOCAL STREETS AND ROADS COUNTY OF RIVERSIDE 1034 This page left intentionally blank. 1035 1036 This page left intentionally blank. 1037 MEASURE A LOCAL STREETS AND ROADS PROGRAM Agency: RIVERSIDE COUNTY-CV Prepared by: Andrew Martin Phone #: 951-955-6841 Date: 5/3/2021 FY 2019/20 Audited Measure A Balance:1,816,406$ FY 2020/21 (Revised) Measure A Revenue:1,850,000 Less: FY 2020/21 Project Status Report expenses:(2,065,101) Estimated Prior Year Measure A Balance:1,601,305 Estimated FY 2021/22 Measure A Allocation:1,805,000 Estimated Measure A Available for FY 2021/22 Projects:3,406,305$ Item No.Project Name / Limits Project Type Total Project Cost Measure A Funds Supv. Dist. 2021/22 2022-01 CALHOUN ST: 54th Ave to 52nd Ave Reconstruct AC paved road $ 1,212,000 $ 400,000 4 2022-02 BUBBLING WELLS RD: Dillon Rd to Camino Campanero Resurface AC paved road 1,572,000 1,000 4 2022-03 SLURRY SEAL OF 4TH DISTRICT ROADS FY21/22 (Districtwide)Slurry seal 4,456,151 3,005,305 4 TOTAL 7,240,151$ 3,406,305$ FY 2021/22 FY 2021-22 Page 1 of 6 1038 MEASURE A LOCAL STREETS AND ROADS PROGRAM Agency: RIVERSIDE COUNTY-CV Prepared by: Andrew Martin Phone #: 951-955-6841 Date: 5/3/2021 Estimated Prior Year Measure A Balance:-$ Estimated FY 2022/23 Measure A Allocation:1,823,000 Estimated Measure A Available for FY 2022/23 Projects:1,823,000$ Item No.Project Name / Limits Project Type Total Project Cost Measure A Funds Supv. Dist. 2022/23 2023-01 SLURRY SEAL OF 4TH DISTRICT ROADS FY22/23 (Districtwide)Slurry seal 1,234,672$ 1,014,673$ 4 2023-02 CHIP SEAL OF 4TH DISTRICT ROADS FY22/23 (Districtwide)Chip seal 2,503,560 808,327 4 TOTAL 3,738,232$ 1,823,000$ FY 2022/23 FY 2022-23 Page 2 of 6 1039 MEASURE A LOCAL STREETS AND ROADS PROGRAM Agency: RIVERSIDE COUNTY-CV Prepared by: Andrew Martin Phone #: 951-955-6841 Date: 5/3/2021 Estimated Prior Year Measure A Balance:-$ Estimated FY 2023/24 Measure A Allocation:1,841,000 Estimated Measure A Available for FY 2023/24 Projects:1,841,000$ Item No.Project Name / Limits Project Type Total Project Cost Measure A Funds Supv. Dist. 2023/24 2024-01 SLURRY SEAL OF 4TH DISTRICT ROADS FY23/24 (Districtwide)Slurry seal 2,870,000$ 1,841,000$ 4 TOTAL 2,870,000$ 1,841,000$ FY 2023/24 FY 2023-24 Page 3 of 61040 MEASURE A LOCAL STREETS AND ROADS PROGRAM Agency: RIVERSIDE COUNTY-CV Prepared by: Andrew Martin Phone #: 951-955-6841 Date: 5/3/2021 Estimated Prior Year Measure A Balance:-$ Estimated FY 2024/25 Measure A Allocation:1,859,000 Estimated Measure A Available for FY 2024/25 Projects:1,859,000$ Item No.Project Name / Limits Project Type Total Project Cost Measure A Funds Supv. Dist. 2024/25 2025-01 SLURRY SEAL OF 4TH DISTRICT ROADS FY24/25 (Districtwide)Slurry seal 2,882,000$ 1,859,000$ 4 TOTAL 2,882,000$ 1,859,000$ FY 2024/25 FY 2024-25 Page 4 of 61041 MEASURE A LOCAL STREETS AND ROADS PROGRAM Agency: RIVERSIDE COUNTY-CV Prepared by: Andrew Martin Phone #: 951-955-6841 Date: 5/3/2021 Estimated Prior Year Measure A Balance:-$ Estimated FY 2025/26 Measure A Allocation:1,878,000 Estimated Measure A Available for FY 2025/26 Projects:1,878,000$ Item No.Project Name / Limits Project Type Total Project Cost Measure A Funds Supv. Dist. 2025/26 2026-01 SLURRY SEAL OF 4TH DISTRICT ROADS FY25/26 (Districtwide)Slurry seal 2,995,000$ 1,878,000$ 4 TOTAL 2,995,000$ 1,878,000$ FY 2025/26 FY 2025-26 Page 5 of 61042 MEASURE A LOCAL STREETS AND ROADS PROGRAM Agency: RIVERSIDE COUNTY-CV Prepared by: Andrew Martin Phone #: 951-955-6841 Date: 5/3/2021 Item No.Project Name / Limits Project Type Total Cost Anticipated Measure A Funds Expended (Est thru 6/30/2021) Estimated/ Actual Completion Status Supv. Dist. 2021-01 CALHOUN ST: 54th Ave to 52nd Ave Reconstruct AC paved road $ 1,212,000 $ 1,000 12/31/2021 Advertisement in June 2021 4 2021-02 SLURRY SEAL OF 4TH DISTRICT ROADS FY19/20 (Districtwide)Slurry seal 2,174,517 1,020,000 8/25/2020 Complete 4 2021-03 AURORA RD: Langlois Rd to W'ly Langlois Rd .62mi Resurface AC paved road 355,161 13,726 11/3/2020 Complete 4 2021-04 SLURRY SEAL OF 4TH DISTRICT ROADS FY20/21 (Districtwide)Slurry seal 1,185,725 1,029,375 4/13/2021 Complete 4 2021-05 BUBBLING WELLS RD: Dillon Rd to Camino Campanero Resurface AC paved road 1,572,000 1,000 6/30/2023 Design Phase 4 TOTAL 6,499,403$ 2,065,101$ PROJECT STATUS REPORT FY 2020/21 Project Status Report FY20-21 Page 6 of 6 1043 This page left intentionally blank. 1044 This page left intentionally blank. 1045 MEASURE A LOCAL STREETS AND ROADS PROGRAM Agency: RIVERSIDE COUNTY-PVV Prepared by: Andrew Martin Phone #: 951-955-6841 Date: 5/3/2021 FY 2019/20 Audited Measure A Balance:20$ FY 2020/21 (Revised) Measure A Revenue:180,000 Less: FY 2020/21 Project Status Report expenses:(282,020) Estimated Prior Year Measure A Balance:(102,000) Estimated FY 2021/22 Measure A Allocation:177,000 Estimated Measure A Available for FY 2021/22 Projects:75,000$ Item No.Project Name / Limits Project Type Total Project Cost Measure A Funds Supv. Dist. 2021/22 2022-01 CHIP SEAL OF 4TH DISTRICT ROADS FY21/22 (Districtwide)Chip seal $ 2,448,000 $ 75,000 4 TOTAL 2,448,000$ 75,000$ FY 2021/22 FY 2021-22 Page 1 of 6 1046 MEASURE A LOCAL STREETS AND ROADS PROGRAM Agency: RIVERSIDE COUNTY-PVV Prepared by: Andrew Martin Phone #: 951-955-6841 Date: 5/3/2021 Estimated Prior Year Measure A Balance:-$ Estimated FY 2022/23 Measure A Allocation:179,000 Estimated Measure A Available for FY 2022/23 Projects:179,000$ Item No.Project Name / Limits Project Type Total Project Cost Measure A Funds Supv. Dist. 2022/23 2023-01 CHIP SEAL OF 4TH DISTRICT ROADS FY22/23 (Districtwide)Chip seal 2,503,000$ 179,000$ 4 TOTAL 2,503,000$ 179,000$ FY 2022/23 FY 2022-23 Page 2 of 6 1047 MEASURE A LOCAL STREETS AND ROADS PROGRAM Agency: RIVERSIDE COUNTY-PVV Prepared by: Andrew Martin Phone #: 951-955-6841 Date: 5/3/2021 Estimated Prior Year Measure A Balance:-$ Estimated FY 2023/24 Measure A Allocation:181,000 Estimated Measure A Available for FY 2023/24 Projects:181,000$ Item No.Project Name / Limits Project Type Total Project Cost Measure A Funds Supv. Dist. 2023/24 2024-01 CHIP SEAL OF 4TH DISTRICT ROADS FY23/24 (Districtwide)Chip seal 2,550,000$ 181,000$ 4 TOTAL 2,550,000$ 181,000$ FY 2023/24 FY 2023-24 Page 3 of 61048 MEASURE A LOCAL STREETS AND ROADS PROGRAM Agency: RIVERSIDE COUNTY-PVV Prepared by: Andrew Martin Phone #: 951-955-6841 Date: 5/3/2021 Estimated Prior Year Measure A Balance:-$ Estimated FY 2024/25 Measure A Allocation:183,000 Estimated Measure A Available for FY 2024/25 Projects:183,000$ Item No.Project Name / Limits Project Type Total Project Cost Measure A Funds Supv. Dist. 2024/25 2025-01 CHIP SEAL OF 4TH DISTRICT ROADS FY24/25 (Districtwide)Chip Seal 2,575,000$ 183,000$ 4 TOTAL 2,575,000$ 183,000$ FY 2024/25 FY 2024-25 Page 4 of 61049 MEASURE A LOCAL STREETS AND ROADS PROGRAM Agency: RIVERSIDE COUNTY-PVV Prepared by: Andrew Martin Phone #: 951-955-6841 Date: 5/3/2021 Estimated Prior Year Measure A Balance:-$ Estimated FY 2025/26 Measure A Allocation:185,000 Estimated Measure A Available for FY 2025/26 Projects:185,000$ Item No.Project Name / Limits Project Type Total Project Cost Measure A Funds Supv. Dist. 2025/26 2026-01 CHIP SEAL OF 4TH DISTRICT ROADS FY25/26 (Districtwide)Chip Seal 2,600,000$ 185,000$ 4 TOTAL 2,600,000$ 185,000$ FY 2025/26 FY 2025-26 Page 5 of 61050 MEASURE A LOCAL STREETS AND ROADS PROGRAM Agency: RIVERSIDE COUNTY-PVV Prepared by: Andrew Martin Phone #: 951-955-6841 Date: 5/3/2021 Item No.Project Name / Limits Project Type Total Cost Anticipated Measure A Funds Expended (Est thru 6/30/2021) Estimated/ Actual Completion Status Supv. Dist. 2021-01 CHIP SEAL OF 4TH DISTRICT ROADS FY20/21 (Districtwide)Chip seal $ 3,220,000 $ 282,020 6/30/2021 Under Construction 4 TOTAL 3,220,000$ 282,020$ PROJECT STATUS REPORT FY 2020/21 Project Status Report FY20-21 Page 6 of 6 1051 This page left intentionally blank. 1052 This page left intentionally blank. 1053 MEASURE A LOCAL STREETS AND ROADS PROGRAM Agency: RIVERSIDE COUNTY-WESTERN Prepared by: Andrew Martin Phone #: 951-955-6841 Date: 5/3/2021 FY 2019/20 Audited Measure A Balance:4,953,780$ FY 2020/21 (Revised) Measure A Revenue:5,987,000 Less: FY 2020/21 Project Status Report expenses:(7,332,925) Estimated Prior Year Measure A Balance:3,607,855 Estimated FY 2021/22 Measure A Allocation:5,948,000 Estimated Measure A Available for FY 2021/22 Projects:9,555,855$ Item No.Project Name / Limits Project Type Total Project Cost Measure A Funds Supv. Dist. 2021/22 2022-01 SLURRY SEAL OF 1ST DISTRICT ROADS FY20/21 (Districtwide)Slurry seal $ 2,429,000 $ 10,000 1 2022-02 SLURRY SEAL OF 2ND DISTRICT ROADS FY20/21 (Districtwide)Slurry seal 96,000 10,000 2 2022-03 SLURRY SEAL OF 3RD DISTRICT ROADS FY20/21 (Districtwide)Slurry seal 4,050,000 2,209,000 3 2022-04 Integrated Mitigation Project: W'ly of Briggs Rd to S'ly Camino DeLos Cab Const channel improvements as env mitigation for 3 projects 3,901,000 43,000 3 2022-05 Gilman Springs Rd, Phase 4A: SE'ly Alessandro 1.7mi to SE'ly Bridge St 1mi Widen shoulders and add painted median 16,600,000 1,000 5 2022-06 SLURRY SEAL OF 1ST DISTRICT ROADS FY21/22 (Districtwide)Slurry seal 2,861,000 2,379,000 1 2022-07 SLURRY SEAL OF 3RD DISTRICT ROADS FY21/22 (Districtwide)Slurry seal 6,026,000 4,750,381 3 2022-08 SLURRY SEAL OF 5TH DISTRICT ROADS FY21/22 (Districtwide)Slurry seal 445,000 130,267 4 TOTAL 36,408,000$ 9,532,648$ FY 2021/22 FY 2021-22 Page 1 of 6 1054 MEASURE A LOCAL STREETS AND ROADS PROGRAM Agency: RIVERSIDE COUNTY-WESTERN Prepared by: Andrew Martin Phone #: 951-955-6841 Date: 5/3/2021 Estimated Prior Year Measure A Balance:23,207$ Estimated FY 2022/23 Measure A Allocation:6,007,000 Estimated Measure A Available for FY 2022/23 Projects:6,030,207$ Item No.Project Name / Limits Project Type Total Project Cost Measure A Funds Supv. Dist. 2022/23 2023-01 SLURRY SEAL OF 1ST DISTRICT ROADS FY22/23 (Districtwide)Slurry seal 2,112,000$ 1,735,000$ 1 2023-02 SLURRY SEAL OF 2ND DISTRICT ROADS FY22/23 (Districtwide)Slurry seal 1,755,000 1,442,000 2 2023-03 SLURRY SEAL OF 3RD DISTRICT ROADS FY22/23 (Districtwide)Slurry seal 3,245,000 2,624,000 3 2023-04 SLURRY SEAL OF 5TH DISTRICT ROADS FY22/23 (Districtwide)Slurry seal 700,000 163,000 5 2023-05 Integrated Mitigation Project: W'ly of Briggs Rd to S'ly Camino DeLos Cab Const channel improvements as env mitigation for 3 projects 3,901,000 43,000 3 TOTAL 11,713,000$ 6,007,000$ FY 2022/23 FY 2022-23 Page 2 of 61055 MEASURE A LOCAL STREETS AND ROADS PROGRAM Agency: RIVERSIDE COUNTY-WESTERN Prepared by: Andrew Martin Phone #: 951-955-6841 Date: 5/3/2021 Estimated Prior Year Measure A Balance:23,207$ Estimated FY 2023/24 Measure A Allocation:6,067,000 Estimated Measure A Available for FY 2023/24 Projects:6,090,207$ Item No.Project Name / Limits Project Type Total Project Cost Measure A Funds Supv. Dist. 2023/24 2024-01 SLURRY SEAL OF 1ST DISTRICT ROADS FY23/24 (Districtwide)Slurry seal 3,368,000$ 1,942,000$ 1 2024-02 SLURRY SEAL OF 2ND DISTRICT ROADS FY23/24 (Districtwide)Slurry seal 446,000 350,000 2 2024-03 SLURRY SEAL OF 3RD DISTRICT ROADS FY23/24 (Districtwide)Slurry seal 5,947,000 3,245,000 3 2024-04 SLURRY SEAL OF 5TH DISTRICT ROADS FY23/24 (Districtwide)Slurry seal 701,000 487,000 5 2024-05 Integrated Mitigation Project: W'ly of Briggs Rd to S'ly Camino DeLos Cab Const channel improvements as env mitigation for 3 projects 3,901,000 43,000 3 TOTAL 14,363,000$ 6,067,000$ FY 2023/24 FY 2023-24 Page 3 of 61056 MEASURE A LOCAL STREETS AND ROADS PROGRAM Agency: RIVERSIDE COUNTY-WESTERN Prepared by: Andrew Martin Phone #: 951-955-6841 Date: 5/3/2021 Estimated Prior Year Measure A Balance:23,207$ Estimated FY 2024/25 Measure A Allocation:6,128,000 Estimated Measure A Available for FY 2024/25 Projects:6,151,207$ Item No. Project Name / Limits Project Type Total Project Cost Measure A Funds Supv. Dist. 2024/25 2025-01 SLURRY SEAL OF 1ST DISTRICT ROADS FY24/25 (Districtwide)Slurry seal 3,435,360$ 1,961,526$ 1 2025-02 SLURRY SEAL OF 2ND DISTRICT ROADS FY24/25 (Districtwide)Slurry seal 454,920 353,519 2 2025-03 SLURRY SEAL OF 3RD DISTRICT ROADS FY24/25 (Districtwide)Slurry seal 6,065,940 3,278,059 3 2025-04 SLURRY SEAL OF 5TH DISTRICT ROADS FY24/25 (Districtwide)Slurry seal 715,020 491,896 5 2025-05 Integrated Mitigation Project: W'ly of Briggs Rd to S'ly Camino DeLos Cab Const channel improvements as env mitigation for 3 projects 3,901,000 43,000 3 TOTAL 14,572,240$ 6,128,000$ FY 2024/25 FY 2024-25 Page 4 of 6 1057 MEASURE A LOCAL STREETS AND ROADS PROGRAM Agency: RIVERSIDE COUNTY-WESTERN Prepared by: Andrew Martin Phone #: 951-955-6841 Date: 5/3/2021 Estimated Prior Year Measure A Balance:23,207$ Estimated FY 2025/26 Measure A Allocation:6,189,000 Estimated Measure A Available for FY 2025/26 Projects:6,212,207$ Item No.Project Name / Limits Project Type Total Project Cost Measure A Funds Supv. Dist. 2025/26 2026-01 SLURRY SEAL OF 1ST DISTRICT ROADS FY25/26 (Districtwide)Slurry seal 3,504,067$ 1,981,051$ 1 2026-02 SLURRY SEAL OF 2ND DISTRICT ROADS FY25/26 (Districtwide)Slurry seal 464,018 357,038 2 2026-03 SLURRY SEAL OF 3RD DISTRICT ROADS FY25/26 (Districtwide)Slurry seal 6,187,259 3,311,118 3 2026-04 SLURRY SEAL OF 5TH DISTRICT ROADS FY25/26 (Districtwide)Slurry seal 729,320 496,793 5 2026-05 Integrated Mitigation Project: W'ly of Briggs Rd to S'ly Camino DeLos Cab Const channel improvements as env mitigation for 3 projects 3,901,000 43,000 3 TOTAL 14,785,665$ 6,189,000$ FY 2025/26 FY 2025-26 Page 5 of 61058 MEASURE A LOCAL STREETS AND ROADS PROGRAM Agency: RIVERSIDE COUNTY-WESTERN Prepared by: Andrew Martin Phone #: 951-955-6841 Date: 5/3/2021 Item No.Project Name / Limits Project Type Total Cost Anticipated Measure A Funds Expended (Est thru 6/30/2021) Estimated/ Actual Completion Status Supv. Dist. 2021-01 SLURRY SEAL OF 1ST DISTRICT ROADS FY19/20 (Districtwide)Slurry seal $ 1,791,339 $ 978,861 3/30/2021 Complete 1 2021-02 SLURRY SEAL OF 1ST DISTRICT ROADS FY20/21 (Districtwide)Slurry seal 2,429,000 2,000,000 8/31/2021 Under Construction 1 2021-03 SLURRY SEAL OF 2ND DISTRICT ROADS FY19/20 (Districtwide)Slurry seal 404,480 106,351 3/30/2021 Complete 2 2021-04 SLURRY SEAL OF 2ND DISTRICT ROADS FY20/21 (Districtwide)Slurry seal 96,000 10,000 8/31/2021 Under Construction 2 2021-05 SLURRY SEAL OF 3RD DISTRICT ROADS FY19/20 (Districtwide)Slurry seal 1,541,782 177,289 3/30/2021 Complete 3 2021-06 SLURRY SEAL OF 3RD DISTRICT ROADS FY20/21 (Districtwide)Slurry seal 4,050,000 1,000,000 8/31/2021 Under Construction 3 2021-08 SLURRY SEAL OF 5TH DISTRICT ROADS FY20/21 (Districtwide)Slurry seal 1,132,480 789,725 4/13/2021 Complete 5 2021-09 Cajalco Rd: Brown St to Day St Construct turning lanes and shoulder widening 8,490,000 100,000 8/31/2021 Pending NOC 1 2021-10 Integrated Mitigation Project: W'ly of Briggs Rd to S'ly Camino DeLos Cab Const channel improvements as env mitigation for 3 projects 3,901,000 2,104,443 9/30/2026 Under Construction 3 2021-11 Gilman Springs Rd, Phase 4A: SE'ly Alessandro 1.7mi to SE'ly Bridge St 1mi Widen shoulders and add painted median 16,600,000 66,256 12/31/2024 Ongoing PA&ED 5 TOTAL 40,436,081$ 7,332,925$ PROJECT STATUS REPORT FY 2020/21 Project Status Report FY20-21 Page 6 of 61059 AGENDA ITEM 8U Agenda Item 8U RIVERSIDE COUNTY TRANSPORTATION COMMISSION DATE: June 9, 2021 TO: Riverside County Transportation Commission FROM: Western Riverside County Programs and Projects Committee Michelle McCamish, Senior Management Analyst Brian Cunanan, Commuter and Motorist Assistance Manager THROUGH: Anne Mayer, Executive Director SUBJECT: Fiscal Year 2021/22 Measure A Commuter Assistance Buspool Subsidy Funding Continuation Request WESTERN RIVERSIDE COUNTY PROGRAMS AND PROJECTS COMMITTEE AND 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, 2021 to June 30, 2022, 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 2009 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 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. 1060 Agenda Item 8U 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 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 RCTC Subsidy Per Seat Subsidy Rate $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. Figure 1: Riverside I Route In reducing the number of vehicles on SR-91 during peak periods, the Riverside I buspool program is projected to save more than 16,000 commuter trips and over 965,000 miles of travel in Fiscal Year 2020/21. The benefits projected for FY 2020/21 by offering this subsidy are illustrated below: Buspools Average Riders/Month Roundtrip Distance Annual Miles Saved Annual One-Way Trips Reduced Riverside I 31 ~121 mi 965,765 16,016 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 31 riders/month. At this time, the continuation of the buspool subsidy continues to be crucial due to the COVID- 19 pandemic. While a few of the riders have been placed on telework, the majority of the riders 1061 Agenda Item 8U work for aerospace/defense companies located in El Segundo that are considered Essential Critical Infrastructure Workers. The riders and driver continue to take many precautions to safeguard their health. The bus, which is driving them every day, is used solely for their route. The riders are required to wear masks and 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 $84,600 is included in the FY 2021/22 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 2021/22. Financial Information In Fiscal Year Budget: Yes Year: FY 2021/22 Amount: $84,600 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: Date: 05/14/2021 Attachment: Riverside I Renewal Request Approved by the Western Riverside County Programs and Projects Committee on May 24, 2021 In Favor: 11 Abstain: 0 No: 0 1062 Agenda Item 8U 1063 Riverside / Corona Buspool 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. Kim L. Albini Raytheon Technologies 2000 E. El Segundo Blvd. Bldg. E01 Rm. B0131P MS. J140 El Segundo, CA 90245-4501 klalbini@rtx.com May 12, 2020 Michelle McCamish, Management Analyst Commuter & Motorist Assistance Riverside County Transportation Commission P.O. Box 12008 Riverside, CA 92502-2208 Dear Ms. McCamish, In compliance with the requirements of the Riverside County Transportation Commission (RCTC), I am requesting an extension of funding for the period of July 1, 2021 to June 30, 2022 for the Riverside to El Segundo Commuter Buspool. As buspool coordinator, I manage this commuter service independently from any employer and contract service through Cee Peoples Tour, LLC. Information on the buspool is available with rideshare programs at Raytheon Technologies, Boeing, Aerospace Corporation and the Los Angeles Air Force base. These employers provide buspool information to their employees through direct mailings, newsletter articles, and electronic messaging. In addition, the rideshare programs at these employers share buspool information with other local employee transportation coordinators in the El Segundo area. Operational information is provided below. Monthly Rider Fare Cee People Tours , LLC cost $ 330.00 $2350 RCTC Subsidy offset $ (50.00) Monthly rider fare $ 280.00 Raytheon Technologies and Boeing provide employees with a $75 subsidy which lowers their out-of-pocket cost to $205. Daily Schedule The buspool originates in Riverside at the Galleria at Tyler and makes one additional stop at the Corona Park & Ride on Grand Blvd. There are multiple drop-off points in El Segundo which are listed in the daily schedule on the following page. 1064 Non-Export Controlled – See Sheet 1 M orning DEPARTURE S Stop Time Location Riverside 4:10 am Galleria Mall – corner of Magnolia and Tyler behind Wells Fargo Corona 4:22 am Park & Ride – 20 Grand Blvd, Across from Metro/RTA station (park by tree to the left of entrance) ARRIVALS Stop 1 5:13 am Nash St. at Pedestrian crossing Stop 2 5:16 am Gate 3 (Hughes Way) – Behind Boeing cafeteria Stop 3 5:20 am Corner of Mariposa and Continental Stop 4 5:25 am RTX South Campus – E01 Lobby A Bus Stop Stop 5 5:30 am Aerospace – El Segundo Blvd (just past Douglas St. bus stop) Stop 6 5:33 am El Segundo Blvd. & Aviation (just past bus stop)*if needed Afternoon DEPARTURE S Stop Time Location Stop 1 3:00 pm Nash St. at Pedestrian crossing Stop 2 3:04 pm Gate 3 (Hughes Way) – Behind Boeing cafeteria Stop 3 3:06 pm Corner of Mariposa and Continental Stop 4 3:12 pm RTX South Campus – E01 Lobby A Bus Stop Stop 5 3:18 pm Aerospace – El Segundo Blvd (just past Douglas St. bus stop) Stop 6 3:22 pm El Segundo Blvd. & Aviation (just past bus stop)*if needed ARRIVALS Corona 4:40 – 5:00 pm Park & Ride – 20 Grand Blvd, Across from Metro/RTA station (park by tree to the left of entrance) Riverside 4:55 – 5:15 pm Galleria Mall – corner of Magnolia and Tyler behind Wells Fargo Thank you for your continued support. Sincerely, Kim Albini Riverside Bus pool Coordinator 1065 AGENDA ITEM 9 Agenda Item 9 RIVERSIDE COUNTY TRANSPORTATION COMMISSION DATE: June 9, 2021 TO: Riverside County Transportation Commission FROM: Budget and Implementation Committee Sheldon Peterson, Rail Manager THROUGH: Anne Mayer, Executive Director SUBJECT: Approval of Metrolink Operating and Capital Subsidies for Fiscal Year 2021/22 and Related Memorandum of Understanding BUDGET AND IMPLEMENTATION COMMITTEE AND STAFF RECOMMENDATION: This item is for the Commission to: 1) Receive and file a report on highlights from the Southern California Regional Rail Authority’s (SCRRA) services; 2) Approve the Fiscal Year 2021/22 SCRRA operating and capital budget, which results in an operating subsidy of $21,474,584 and capital subsidy of $4,293,459 for the Commission; and 3) Authorize the Executive Director to finalize and execute Memorandum of Understanding (MOU) No. 21-25-093-00 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. SCRRA is a joint powers authority (JPA) that is comprised of five member agencies. All member agencies must formally commit to fund their proportionate shares of commuter rail operating and capital costs on an annual basis. Each member agency must approve the budget before adoption of a final budget by the SCRRA Board of Directors, no later than June 30, 2021. On May 7, 2021, SCRRA formally provided a transmittal letter (Attachment 1) with the proposed FY 2021/22 budget requirements for member agency consideration and adoption and anticipates adopting the final budget by June 25, 2021. As required by the provisions of the JPA, a separate Commission action to adopt the budget is required. Metrolink Service Highlights The following is a review of Metrolink’s FY 2020/21 activities: • Celebrated its 28th year of operations; • Train schedules were reduced 30 percent beginning on March 26, 2020; 1066 Agenda Item 9 • Conducted COVID-19 Customer Survey that found that 85 percent of all riders are likely to return to Metrolink and that most riders self-identify as “Essential Workers;” • 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; • Awarded both an operations contract and a mini-bundled contract for Track and Signal Infrastructure Maintenance Support Services; • Made available innovative fare options to incentivize telecommuting and other riders to ride the train including Kids Ride Free, Loyalty Program, and enhanced Corporate Partner Program toward health care industry; and • Received delivery of all 40 Tier 4 locomotives. Looking ahead to FY 2021/22, Metrolink intends to: • Implement the Recovery Plan Framework to prioritize safety to protect employees and customers against the spread of COVID-19 while also providing a phased approach to recovery based on fluid circumstances; • Implement a trial low-income fare to address equity issues; • Continue to improve reliability, on-time performance, and the customer experience by enhancing the rehabilitation program to reduce major failures by retrofitting cars; and • Continue implementing the Positive Train Control (PTC) program system-wide in coordination with the freight railroads. Metrolink’s Proposed FY 2021/22 Budget The FY 2021/22 Proposed Budget provides funding to achieve the following: • Recovery of ridership and revenue o Returning commuters o Assistance for low income riders o Expansion of ridership base to include ridership for entertainment, day trips, shopping. • Continued emphasis on safe operations • Continued updates and maintenance of PTC • Grant funded efforts to reduce the number of trespasser injuries • Additional new service on the Ventura Line o Service added to provide an additional round trip each Saturday • Investment in existing assets to maintain a state of good repair by: o Funding critical rehabilitation projects o Improving processes to accelerate project delivery 1067 Agenda Item 9 The FY 2021/22 budget assumptions include: Service • Maintain 30 percent service reduction – any change would be based on load factors. If service does increase due to load factors/unplanned ridership demand, the financial impact would be addressed during the Mid-Year Budget review. • Only added service is Ventura Line Saturday round trip Revenue • Ridership Recovery Forecast Scenario 2B Expense • 3 percent merit pool for FY 2021/22 • No cost-of-living-adjustment for FY 2021/22 • Contractor increases only as mandated by agreements • 1 new full-time equivalent headcount (Manager II - Cybersecurity) Metrolink’s proposed total operating budget for FY 2021/22 is $253.0 million and is based on forecasted ridership recovery using “Scenario 2B – Third Wave” as shown in Figure 1 below. Under this scenario, Metrolink forecasts that ridership will recover by FY 2022/23 in the 4th quarter. The five member agencies that comprise Metrolink are responsible for funding $193.7 million. The Commission’s total operating obligation is $21,474,584. Figure 1: Metrolink Ridership Recovery Forecast “Scenario 2B – 3rd Wave” Source: Metrolink Board Report, April 23, 2021 Metrolink’s proposed capital budget for FY 2020/21 anticipates $90.4 million in rehabilitation and $8.6 million in new capital. The Commission’s capital obligation for FY 2021/22 is $4,226,859 in rehabilitation and $66,600 in new capital for a total of $4,293,459. 1068 Agenda Item 9 Metrolink’s budget excludes the Commission’s expenses for the nine RCTC-owned stations. These expenses are included in the Commission’s adoption of the FY 2021/22 budget and include station operations and maintenance, right of way, and other station capital projects. Financial Impact Staff recommends approval of Metrolink’s proposed FY 2021/22 budget which is consistent with the Commission’s FY 2021/22 Short Range Transit Plan. The Commission’s total operating funding requirement for Metrolink services in FY 2021/22 is $21,474,584. This will be funded with the following revenue sources as shown in the Table 1: Table 1: FY 2021/22 Operating Subsidy by Revenue Source Revenue Source Amount Federal Transit Administration (FTA) Coronavirus Aid, Relief, Economic Security (CARES) $ 10,300,000 Local Transportation Fund (LTF) 10,310,044 Low Carbon Transit Operations Program (LCTOP) 864,540 Total $ 21,474,584 The FTA CARES revenues represent the estimated balance of the Commission’s share of federal stimulus that SCRRA will receive directly. Should deferred revenue (surplus) be available from the prior fiscal year, the LTF balance will be reduced accordingly. The Commission’s total capital obligation is $4,293,459 and includes capital rehabilitation projects of $4,226,859 that will be funded with a FTA Section 5337 grant and new capital expenses of $66,600, which are not eligible for that grant type and will be covered with anticipated surplus from the prior year. Staff also recommends that the Commission authorize the Executive Director to finalize and execute revised MOU No. 21-25-093-00 (Attachment 2) with SCRRA regarding the use of the grant funds allocated in the SRTP and complying with federal subrecipient pass-through requirements. Financial Information for SCRRA Budget Subsidy In Fiscal Year Budget: Yes N/A* Year: FY 2021/22 FY 2021/22 Amount: $15,468,043 $10,300,000* Source of Funds: Operating: LTF Western County rail and LCTOP funds; *FTA CARES (direct to SCRRA) Capital: FTA Section 5337 and prior year surplus Budget Adjustment: No N/A* GL/Project Accounting No.: 254199/034198 86101 00000 0000 103 25 86101 $ 11,174,584 254017 86102 00000 0000 103 25 86102 $ 4,293,459 Fiscal Procedures Approved: Date: 05/13/2021 Attachments: 1) SCRRA Transmittal Letter for FY 2021/22 Budget 1069 Agenda Item 9 2) Draft MOU No. 21-25-093-00 for FY 2021/22 SCRRA Funding Approved by the Budget and Implementation Committee on May 24, 2021 In Favor: 12 Abstain: 0 No: 0 1070 MEMORANDUM DATE: May 7, 2021 TO: Darrell Johnson, Chief Executive Officer, OCTA Darren Kettle, Executive Director, VCTC Anne Mayer, Executive Director, RCTC Philip A. Washington, Chief Executive Officer, LA Metro Dr. Raymond Wolfe, Executive Director, SBCTA FROM: Stephanie Wiggins, Chief Executive Officer, SCRRA SUBJECT: SCRRA Request for Adoption of the Authority’s FY2021-22 (FY22) Budget On April 23, 2021, the SCRRA Board approved the transmission of the Proposed FY22 Budget for your consideration and adoption. The Proposed FY22 Budget documentation, which was presented at the AFCOM Committee on April 9, 2021 and provided to the Metrolink Board on April 23, 2021 is attached for your review. It includes: •Board Item 12.B Approved at the Board of Director’s Meeting on April 23, 2021 •Related attachments include: o Attachment A – Ridership Recovery Forecast Scenarios o Attachment B – Budget Summary Comparison FY21 vs FY22 o Attachment C – Comparative Detailed Operating Statement o Attachment D – FY22 Proposed Budget by Member Agency o Attachment E – FY22 Proposed Budget by Line o Attachment F – Historical Actual and Budgeted Operating Statements o Attachment G – FY22 Proposed Rehabilitation Budget by Member Agency and Line o Attachment H – FY22 Proposed Rehabilitation Projects Detail list o Attachment I – FY22 Proposed New Capital Budged by Member Agency and Line o Attachment J – FY22 Proposed New Capital Projects Detail list o Attachment K – FY22 Proposed Capital Program Cash Flow Also, included are the Four-Year Forecast for FY2023-FY26, and the Carryover of the Capital Program projects for FY22, both Rehabilitation and New Capital o Attachment L – FY23 Forecast by Member Agency o Attachment M – FY23 Forecast by Line o Attachment N – FY24 Forecast by Member Agency o Attachment O – FY24 Forecast by Line ATTACHMENT 1 1071 SCRRA Request for Adoption of the Authority’s FY2021-22 (FY22) Budget Page 2 o Attachment P – FY25 Forecast by Member Agency o Attachment Q – FY25 Forecast by Line o Attachment R – FY26 Forecast by Member Agency o Attachment S – FY26 Forecast by Line o Attachment T – FY23 through FY26 Forecast of Rehabilitation by Asset Category and Member Agency o Attachment U – FY23 through FY26 Forecast of New Capital by Asset Category and Member Agency o Attachment V – FY2021-22 Rehabilitation Carryover Projects o Attachment W – FY2021-22 New Capital Carryover Projects Next Steps May – June 2021 Staff to present to Member Agencies’ Committees, and Board Meetings as requested June 11, 2021 FY22 Proposed Budget to AFCOM for Recommendation to Board for Adoption with Four-Year Forecast for Approval June 25, 2021 Public Hearing FY22 Proposed Budget to Board for Adoption with Four-Year Forecast for Approval 1072 FY22 Proposed Budget METRO OCTA RCTC SBCTA VCTC TOTAL Total Revenues 29,213,825 15,604,054 5,044,779 7,252,509 2,244,130 59,359,297 Total Expenses 127,593,263 54,756,602 26,519,363 29,770,267 14,394,215 253,033,710 Net Loss (98,379,438) (39,152,549) (21,474,584) (22,517,758) (12,150,085) (193,674,413) FY21 Adopted Budget METRO OCTA RCTC SBCTA VCTC TOTAL Total Revenues 22,184,541 10,860,507 3,453,373 5,205,265 1,796,594 43,500,280 Total Expenses 132,107,013 56,793,223 27,233,210 30,272,432 14,101,906 260,507,784 Net Loss (109,922,472)(45,932,716) (23,779,837) (25,067,166) (12,305,312) (217,007,504) Comparison: FY22 to FY21 METRO OCTA RCTC SBCTA VCTC TOTAL Variance (%) Total Revenues 7,029,284 4,743,547 1,591,406 2,047,243 447,536 15,859,016 36.46% Total Expenses (4,513,750) (2,036,621) (713,847) (502,165) 292,308 (7,474,075) (2.87%) Net Loss 11,543,035 6,780,168 2,305,253 2,549,408 155,227 23,333,091 (10.75%) SOUTHERN CALIFORNIA REGIONAL RAIL AUTHORITY FY21 and FY22 BUDGET SUMMARY COMPARISON Attachment B 1073 FY22 PROPOSED REHABILITATION BY MEMBER AGENCY & LINE By Member Agency By Line 1“Other” are Grants directly to Metrolink Attachment G 1074 FY22 PROPOSED NEW CAPITAL BY MEMBER AGENCY & LINE By Member Agency By Line 1 “Other” are Grants directly to Metrolink 2 Applied for Carl Moyer Grant – Grant Award in Oct/Nov Attachment I 1075 Page 1 of 17 17336.00600\33414150.1 Agreement NO. 21-25-093-00 (DRAFT) MEMORANDUM OF UNDERSTANDING NO. 21-25-093-00 BETWEEN RIVERSIDE COUNTY TRANSPORTATION COMMISSION AND SOUTHERN CALIFORNIA REGIONAL RAIL AUTHORITY FOR FISCAL YEAR 2021-22 ANNUAL FUNDING MOU This Amended and Restated Memorandum of Understanding is effective as of this ___ day of ___ 2021, 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.RECITALSA.RCTC and SCRRA desire to enter into a MOU to define RCTC’s financialcommitments to the SCRRA fiscal year (FY) 2021-22 operating budget andrehabilitation/renovation and new capital budget (collectively, the “BUDGET”).B.RCTC and SCRRA desire to enter into this MOU to define the respectiveresponsibilities of SCRRA as a subrecipient of RCTC federal funds for costs inconnection with the rehabilitation/renovation new and capital budget, andSCRRA’s prior year rehabilitation/renovation and new capital costs.C.SCRRA provides a commuter rail service operating to, within, or through LosAngeles, Riverside, San Bernardino, Ventura, San Diego and Orange Counties.D.RCTC funds SCRRA commuter rail services benefitting Riverside County on theRiverside Line, Inland Empire-Orange County Line, and 91/Perris Valley Line(91/PVL) consistent with the existing cost sharing formula established by theJoint 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 guardservices, public safety programs, passenger relations, ticket vending devices(TVD) maintenance and revenue collection, marketing and market research,media/external relations, utilities and leases, passenger transfers to other ATTACHMENT 2 1076 Page 2 of 17 17336.00600\33414150.1 operators, Rail 2 Rail program, station maintenance, freight rail agreements and general administrative costs that support SCRRA operations. F. 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, TVD, and mechanical improvements. G. RCTC, at its June 9, 2021 meeting, approved RCTC’s financial commitments to the SCRRA FY 2021-22 for operating costs and for 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. H. 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. I. 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. J. 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 approval of an invoice. K. Pursuant to the Shared Use Agreement between RCTC and BNSF Railway (BNSF), BNSF is obligated to pay a set rate per mile for trains that are operated and dispatched over the PVL (“BNSF Per Mile Payment Obligation”). L. SCRRA will also maintain within twenty (20) feet from the center line along the freight-only double track, sidings and spurs between Highgrove Junction to the end of the PVL operating segment (“Freight Only Maintenance of Way Services”), provided that the costs for such maintenance are not an RCTC obligation, and shall instead be reimbursed by BNSF pursuant to the BNSF Per Mile Payment 1077 Page 3 of 17 17336.00600\33414150.1 Obligation. SCRRA shall invoice BNSF for such costs. RCTC shall work with SCRRA to ensure that SCRRA is reimbursed by BNSF. M. SCRRA agrees to provide special train service as included in the budget and will coordinate schedules and service options with member agencies. N. The PARTIES intend that upon adoption of this MOU, the Interim MOU shall be superseded and have no further force or effect. 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 to SCRRA the RCTC share of the BUDGET for operating costs in the not-to exceed amount of Twenty-One Million, Four Hundred Seventy-Four Thousand Five Hundred and Eighty-Four Dollars ($21,474,584) for rail operations using state, local and federal funds, which will be invoiced to RCTC on a quarterly basis in advance by SCRRA. For this year, the balance of RCTC FTA CARES funds and any remaining Deferred Revenue will be applied to the subsidy request. RCTC will be reimbursed by FTA CMAQ funds for any remaining grant funds related to the Perris Valley Line. B. Program Four Million, Two Hundred Ninety-Three Thousand Four Hundred and Fifty-Nine dollars ($4,293,459) in FTA Section 5337 funds to be drawn down directly by RCTC. Funds will reimburse SCRRA as a subrecipient for rehabilitation and renovation projects. RCTC shall review each invoice and pay all authorized expenses within 30 days following approval of an invoice that is properly submitted in accordance with this MOU. C. Review each SCRRA invoice for rehabilitation/renovation, and RCTC-approved new capital project costs to ensure eligibility for federal reimbursement and make timely drawdown requests to FTA for eligible expenses following approval of the invoice. D. Prepare and submit to the FTA, on a timely basis, all required periodic reports and milestone updates. 1078 Page 4 of 17 17336.00600\33414150.1 E. Comply with all requirements of the FTA Master Agreement, found at http://www.fta.dot.gov/documents/21-Master.pdf (“Master Agreement”). F. Monitor SCRRA’s respective responsibilities as a subrecipient of RCTC’s federal funds for rehabilitation/renovation and new capital costs in connection with the BUDGET and with SCRRA’s prior years’ carryover budget. G. Per the regular operating formula, as set forth in the JPA, reimburse SCRRA for Maintenance of Way Services performed within twenty (20) feet from the center line along PVL, including any railroad structure or ballast cross–section that is located outside of this twenty (20) feet area (collectively, the “PVL SCRRA Maintenance Area”). These costs shall be included in the quarterly rail operations invoices submitted by SCRRA pursuant to Section III.A and are part of the BUDGET allocated not-to-exceed amount set forth therein as listed in Exhibit A. H. For the PVL, be responsible for applicable Maintenance of Way Services that are outside the PVL SCRRA Maintenance Area. RCTC shall not be required to provide flagmen for such Maintenance of Way Services if there is no potential to foul the tracks but shall properly ensure that contractors have safety training for employees. I. Provide security guards for the layover facilities at South Perris and Riverside Downtown stations, which costs shall be reimbursed by SCRRA. SCRRA’s payment obligation shall be based on the agreed upon terms in Funding Agreement No. 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. Notwithstanding any other provision of this MOU, RCTC may unilaterally terminate the obligation to provide security guard services under this MOU, and the related MOU provisions, upon 30-day written notice to SCRRA. J. Require, under its contract(s) for security guard services, that the contractor(s) indemnify SCRRA to the same extent as indemnification is provided to RCTC and include SCRRA as an additional insured under all applicable policies required by RCTC under the contract(s). K. Make available to SCRRA as part of this MOU station security camera feeds for SCRRA’s safety and security needs. However, this MOU does not cover any additional connections requested by SCRRA. Future connections shall be agreed to in writing by the PARTIES, and funding for any costs associated therewith will need to be identified. IV. Obligations of SCRRA 1079 Page 5 of 17 17336.00600\33414150.1 SCRRA agrees to the following responsibilities for the BUDGET: A. Establish fiscal controls and accounting procedures sufficient to assure proper accounting for all transactions, so that audits may be performed. SCRRA shall use accounting and fiscal procedures conforming to generally accepted accounting principles (GAAP). B. Comply with the Office of Management and Budget Uniform Administrative Requirements, Cost Principles, and Audit Requirements for Federal Awards (Uniform Guidance), including but not limited to: a. Indirect Cost Rate. SCRRA’s submitted federally recognized indirect cost rate negotiated between SCRRA and the FTA. SCRRA will provide RCTC the rates in a separate letter as soon as they are available. If the rates are updated with FTA, within 30 days of approval, SCRRA must reconcile its billings for any over or under-recovery of indirect costs 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. 1080 Page 6 of 17 17336.00600\33414150.1 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): 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 FTA 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 1081 Page 7 of 17 17336.00600\33414150.1 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, 2022, identifying a surplus or deficit in FY 2020-21 RCTC allocations to the SCRRA for operating expenses including allocations made through the drawdown of CARES Act funding. O. Obtain express written permission from RCTC prior to reallocating any unexpended/surplus FY 2021-22 RCTC operating funds P. Return to RCTC any unexpended/surplus FY 2021-22 funds unless RCTC has provided written permission for reallocation or an agreement on rolling over funds to FY 2021-21 for operations Q. Provide quarterly reports to RCTC summarizing FY 2021-22 actual data versus budget, to assist in the measurement of performance metrics. R. Provide quarterly reports to RCTC summarizing operating expenses that will be reimbursed by RCTC allocated CARES Act grant funds. S. 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. T. To qualify for reimbursement from RCTC, submit (i) a final invoice for operating expenses for FY 2021-22 on or prior to June 30, 2022 for budgeted or adjusted budget operating expenses and a final invoice after reconciliation of operating expenses by March 31, 2023, and (ii) final invoices for rehabilitation/renovation and new capital projects shall be provided as soon as possible, in accordance with FTA guidelines of the specified grant funds. Should a rehabilitation/renovation or capital project incur a delay, SCRRA shall promptly notify RCTC as to the cause of delay and other pertinent information that may be required to obtain an extension of grant terms, as applicable. Invoices submitted beyond the stated timeframes, unless extended, will be reviewed and may be reimbursed, on a case by case basis, subject to the availability of funding, as determined by RCTC and its grantors. U. 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. V. Provide Maintenance of Way Services within the PVL SCRRA Maintenance Area. W. Be responsible for all the fencing maintenance, weeding, trash, graffiti and maintenance within SCRRA’s responsibility for track and structures. X. Reimburse RCTC on a quarterly basis for the direct security costs associated with the security of the layover facility located at the Riverside Downtown 1082 Page 8 of 17 17336.00600\33414150.1 station and the South Perris Station along the PVL, for a total, not-to-exceed amount of $250,000. Notwithstanding any other provision of this MOU, SCRRA may unilaterally terminate the security guard services provided under this MOU, and the related MOU provisions, upon 30-day written notice to RCTC. Y. Make available to RCTC as part of this MOU security camera feeds for RCTC’s safety and security needs. The feeds captured within and near the station areas that are intended to monitor Communication Structures and other areas related to trains operations and equipment shall also be available. 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. Z. Maintain the 48 fibers provided by RCTC for SCRRA’s use. AA. Be responsible for the maintenance of TVDs located at RCTC owned stations. Removal of any TVD from the designated station will require written notification to and approval from RCTC prior to work commencing. BB. 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. CC. Report on and credit to RCTC’s quarterly member agency operating subsidy allocation any revenues received from BNSF for the dispatching along the PVL. DD. Be responsible for the maintenance of the Riverside Downtown and South Perris layover facilities, unless different agreements are made in writing by both PARTIES. EE. 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 Twenty-One Million, Four Hundred Seventy-Four Thousand Five Hundred and Eighty-Four Dollars ($21,474,584) for rail operations; Four Million, Two Hundred Ninety-Three Thousand Four Hundred and Fifty-Nine dollars ($4,293,459) in FTA Section 5337 funds for capital projects. Any amendments to the BUDGET that increase the amount set forth as due from RCTC will require RCTC board approval. 1083 Page 9 of 17 17336.00600\33414150.1 VI. Complete MOU A. This MOU, including any attachments incorporated herein and made applicable by reference, constitutes the complete and exclusive statement of the term(s) and condition(s) between SCRRA and RCTC concerning the subject matter addressed herein and it supersedes all prior representations, understandings, and communications. The invalidity in whole or in part of any term or condition of this MOU shall not affect the validity of other term(s) or conditions(s) of this MOU. The above-referenced Recitals are true and correct and are incorporated by reference herein. B. RCTC’S failure to insist on any instance(s) of SCRRA’s performance of any term(s) or condition(s) of this MOU shall not be construed as a waiver or relinquishment of RCTC’s right to such performance or to future performance of such term(s) or condition(s), and SCRRA's obligation in respect thereto shall continue in full force and effect. Changes to any portion of this MOU shall not be binding upon RCTC except when specifically confirmed in writing by an authorized representative of RCTC by way of a written amendment to this MOU and issued in accordance with the provisions of this MOU. C. SCRRA’s failure to insist on any instance(s) of RCTC’s performance of any term(s) or condition(s) of this MOU shall not be construed as a waiver or relinquishment of SCRRA’s right to such performance or to future performance of such term(s) or condition(s), and RCTC’s obligation in respect thereto shall continue in full force and effect. Changes to any portion of this MOU shall not be binding upon SCRRA except when specifically confirmed in writing by an authorized representative of SCRRA by way of a written amendment to this MOU and issued in accordance with the provisions of this MOU. VII. Authorized Representatives The actions required to be taken by SCRRA and RCTC in the implementation of this MOU are delegated to the respective authorized representative of each PARTY. The authorized representative for SCRRA is its Chief Executive Officer, or designee, and the authorized representative for RCTC is its Executive Director, or designee. VIII. Audit and Inspection In its role as a subrecipient, SCRRA shall: 1084 Page 10 of 17 17336.00600\33414150.1 A. Maintain a complete set of accounting records in accordance with GAAP for RCTC subrecipient monitoring, FTA, and normal operations purposes. The original records shall be maintained within the SCRRA limits. B. Prepare and file, within nine (9) months after the close of the fiscal year, financial statements of SCRRA for such fiscal year, together with an audit report thereon prepared by and independent certified public accountant. SCRRA shall furnish such audited financial statements to RCTC within ten (10) days of issuance of the audit report. C. Upon reasonable notice, permit the authorized representatives of RCTC and FTA to inspect and audit all work, materials, payroll, books, accounts and other data and records of SCRRA for a period of not less than three (3) years after final payment, or until any on-going audit is completed whichever is longer. For purposes of audit, the date of completion of this MOU shall be the date of RCTC’s payment of SCRRA’s final billing (so noted on the invoice) under this MOU. a. Upon conclusion of RCTC’s monitoring of SCRRA as a subrecipient under this MOU, RCTC shall prepare a notice to SCRRA of any findings or deficiencies and immediate actions to be taken by SCRRA to correct issues involving ineligible uses of federal funds. i. SCRRA shall develop a corrective action plan for any findings or deficiencies within 60 days from the issuance of the review findings to address deficiencies or noncompliance issues. D. With respect to audits in accordance with (C), include these same requirements in construction contracts with SCRRA’s contractor(s). E. Comply with the terms and conditions for 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; 1085 Page 11 of 17 17336.00600\33414150.1 D. Recommend that the federal agency initiate suspension or debarment proceedings; or E. Take other remedies that may be legally available. IX. Indemnification and Insurance A. SCRRA shall indemnify, defend and hold harmless RCTC, its officers, directors, employees and agents from and against any and all claims (including attorney's fees and reasonable expenses for litigation or settlement) for any loss or damages, bodily injuries, including death, worker’s compensation subrogation claims, damage to or loss of use of property alleged to be caused by the acts, omissions or willful misconduct by SCRRA, its officers, directors, employees, contractors, or agents in connection with or arising out of the performance of this MOU. B. RCTC shall indemnify, defend and hold harmless SCRRA, its officers, directors, employees and agents from and against any and all claims (including attorney’s fees and reasonable expenses for litigation or settlement) for any loss or damages, bodily injuries, including death, worker’s compensation subrogation claims, damage to or loss of use of property alleged to be caused by the acts, omissions or willful misconduct by RCTC, its officers, directors, employees or agents in connection with or arising out of the performance of this MOU. C. The indemnification and defense obligations of this MOU shall survive its expiration or termination. D. SCRRA maintains property and general liability insurance and/or self-insurance in the amounts and with coverage as set forth in the insurance certificates attached hereto as Exhibit “B”. SCRRA shall maintain, for the duration of this MOU, and/or shall require that SCRRA contractors maintain, levels of insurance coverage equivalent to existing coverage, as shown in the attached certificates, against claims for injuries to persons, or damages to property, which may arise from or in connection with SCRRA rail operations or construction by SCRRA, its agents, representatives, employees or subcontractors on RCTC property. Further, the PARTIES agree that SCRRA is responsible for maintenance and repair of damage to, regardless of cause or ownership, all assets that facilitate SCRRA’s operations, and shall provide insurance therefore. E. SCRRA shall include RCTC as an additional insured on all insurance policies required to be maintained hereunder. 1086 Page 12 of 17 17336.00600\33414150.1 X. Additional Provisions RCTC and SCRRA agree to the following mutual responsibilities: A. Term of MOU: This MOU shall terminate upon the completion of the disbursement of the operating and capital funds to SCRRA and the completion of all reports, updates or any other documentation or responsibility of the PARTIES related to the projects in the BUDGET. In all events, this MOU shall terminate within the time limits set forth in applicable FTA procedures and regulations, but in no event later than seven (7) years from the date of the execution of this MOU. 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. Except as expressly stated herein, no amendment shall have any force or effect unless executed in writing by both PARTIES. D. Laws and Regulations: RCTC and SCRRA shall comply with all applicable federal, state, and local laws, statues, ordinances and regulations of any governmental authority having jurisdiction over the BUDGET. E. Legal Authority: The persons signing below represent that they are authorized to execute this MOU on behalf of their respective PARTY, and that, by so executing this MOU, the PARTIES hereto are formally bound to the provisions of this MOU. F. Severability: If any term, provision, covenant or condition of this MOU is held to be invalid, void or otherwise unenforceable, to any extent, by any court of competent jurisdiction, the remainder of this MOU shall not be affected thereby, and each term, provision, covenant or condition of this MOU shall be valid and enforceable to the fullest extent permitted by law. G. Counterparts: This MOU may be executed and delivered in any number of counterparts, each of which, when executed and delivered shall be deemed an original and all of which together shall constitute the same MOU. Facsimile signatures will be permitted. 1087 Page 13 of 17 17336.00600\33414150.1 H. Force Majeure: Either PARTY shall be excused from performing its obligations under this MOU during the time and to the extent that it is prevented from performing by an unforeseeable cause beyond its control, including but not limited to: any incidence of fire or flood; acts of God; commandeering of material, products, plants or facilities by the federal, state or local government; national fuel shortage; or a material act or omission by the other PARTY; when satisfactory evidence of such cause is presented to the other PARTY, and provided further that such nonperformance is unforeseeable, beyond the control and is not due to the fault or negligence of the PARTY not performing. I. Assignment: Neither this MOU, nor any of the PARTIES rights, obligations, duties, or authority hereunder may be assigned in whole or in part by either PARTY without the prior written consent of the other PARTY in its sole and absolute discretion. Any such attempt of assignment shall be deemed void and of no force and effect. Consent to one assignment shall not be deemed consent to any subsequent assignment, nor the waiver of any right to consent to such subsequent assignment. J. Obligations To Comply with Law: Nothing herein shall be deemed nor construed to authorize or require any PARTY to issue bonds, notes or other evidences of indebtedness under the terms, in amounts, or for purposes other than as authorized by local, state or federal law. K. Governing Law: The laws of the State of California and applicable local and federal laws, regulations and guidelines shall govern this MOU. Venue shall be in Riverside County. L. Arbitration Fees: Should arbitration arise out of this MOU for the performance hereof, the arbitration fees, and other costs and expenses, including attorney’s fees, shall be paid by the PARTY against whose favor the arbitration, or any subsequent legal action arising out of the arbitration, is found. M. Notices: Any notices, requests, or demands made between the PARTIES pursuant to this MOU are to be directed as follows: To SCRRA: To RCTC: Southern California Regional Rail Authority Riverside County Transportation Commission 900 Wilshire Blvd Suite 1500 Los Angeles, CA 90017 Street Address: 4080 Lemon St 3rd Floor Riverside, CA 92501 Mailing Address: P.O. Box 12008 1088 Page 14 of 17 17336.00600\33414150.1 Riverside, CA 92502 Attention: Chief Executive Officer Tel: 213-452-0255 E-mail: SCRRACEO@scrra.net Attention: Executive Director Tel: 951-787-7141 E-mail: amayer@rctc.org N. Successors and Assigns: The provisions of this MOU shall bind and inure to the benefit of each of the PARTIES hereto, and all successors or assigns of the PARTIES hereto. O. Survival: All rights and obligations hereunder that by their nature are to continue after any expiration or termination of this MOU, including, but not limited to, the indemnification, reporting, auditing, repayment of improperly expended funds, and records maintenance obligations, shall survive any such expiration or termination. P. Incorporation of Recitals. The recitals set forth above are true and correct and incorporated into this MOU as if fully set forth herein. Q. Interim MOU. Upon its execution by both Parties, this MOU shall supersede the Interim MOU, and the Interim MOU shall have no further force or effect. Signatures: A manually signed copy of this MOU 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 MOU for all purposes. This MOU may be signed using an electronic signature. This MOU shall be made effective upon execution by both PARTIES. [Signatures on following page] 1089 Page 15 of 17 17336.00600\33414150.1 SIGNATURE PAGE TO MOU No. 21-25-093-00 IN WITNESS WHEREOF, the PARTIES hereto have caused this MOU No. to be executed on the date first above written. SOUTHERN CALIFORNIA REGIONAL RAIL AUTHORITY RIVERSIDE COUNTY TRANSPORTATION COMMISSION Chief Executive Officer Executive Director Reviewed and Approved as to Form: SCRRA Legal Counsel RCTC General Legal Counsel 1090 Page 16 of 17 17336.00600\33414150.1 EXHIBIT A-SCRRA BUDGET RCTC’s shares of SCRRA’s FY 2021-22 Budget, as approved by the SCRRA Board of Directors in June 2021, are shown below: Operating Budget: RCTC Share $21,474,584 Net Subsidy $21,474,584 Note: RCTC intends to use FTA CARES and FY20 prior surplus to offset a portion of the amount above. Capital Budget: RCTC Share $4,293,459 Total $4,293,459 1091 Page 17 of 17 17336.00600\33414150.1 EXHIBIT B-INSURANCE CERTIFICATES [attached behind this page] 1092 ANNUAL METROLINK BUDGET UPDATE Presentation to the Commission June 9, 2021 Sheldon Peterson, Rail Manager 1 " M e t r o l i n k o p e r a t e d b y f i v e - c o u n t y J P A " R C T C h a s m a d e a s i g n i f i c a n t r a i l i n v e s t m e n t T h r e e L i n e s : R i v e r s i d e , I E O C , 9 1 / P e r r i s V a l l e y N i n e S t a t i o n s " T h i s p r e s e n t a t i o n f o c u s e s p r i m a r i l y o n R C T C s p o r t i o n o f t h e M e t r o l i n k B u d g e t R C T C & M e t r o l i n k 2 FY 21 Highlights 3 • Implement a Recovery Plan Framework – Safety First – Add trains back when ready • Awarded updated contracts for Operations, Track and Signal and Infrastructure Maintenance Support Services • New promotions targeting riders to get back on the train including Kids Ride Free Weekends, Loyalty Program, and 5-Day Pass • Enhanced the capital rehabilitation program 4 -94% -93% -90%-90%-90%-89%-89% -90%-91%-92% -91%-90%-91%-92% -88% -79% -80%-79% -74% -76%-76% -79%-81% -79%-78%-77% -89%-90% -82% -81%-81% -77% -80%-79% -83% -86% -84% -77% -75% -95% -90% -85% -80% -75% -70% Apr-20 May-20 Jun-20 Jul-20 Aug-20 Sep-20 Oct-20 Nov-20 Dec-20 Jan-21 Feb-21 Mar-21 Apr-21 RIDERSHIP DECLINE BY METROLINK LINE SINCE SAME MONTH OF MOST RECENT PRE-COVID YEAR RVL IEOC 91PVL Source: Conductor counts IEOC 91PVL RVL COVID-19 Recap 5 •Service Reduction 30% -March 26, 2020 •Focus on essential workforce healthcare/law enforcement •Clean –Sanitize –Social Distance (How Full is My Train App) •Conducted COVID-19 Customer Survey –86 percent likely to return 6 FY 22 Highlights/Goals 7 •Implement the Recovery Plan Framework –Restore service when appropriate •Implement Regaining Ridership Marketing Plan •Implement a trial low-income fare to address equity issues •Continue to improve reliability,on-time performance,and the customer experience •Continue focus on safety and reducing trespasser injuries •Appoint new CEO Financial Impact 8 •Operating Subsidy Requirement $21,474,584 •Capital Funding Requirement $4,293,459 –FTA 5337 Grant & Surplus Funds Revenue Source Amount Federal Transit Administration (FTA) Coronavirus Aid, Relief, Economic Security (CARES) $10,300,000 Local Transportation Fund (LTF)10,310,044 Low Carbon Transit Operations Program (LCTOP) 864,540 Total $21,474,584 " A p p r o v e t h e F i s c a l Y e a r ( F Y ) 2 0 2 1 / 2 2 S C R R A b u d g e t O p e r a t i n g $ 2 1 , 4 7 4 , 5 8 4 / C a p i t a l $ 4 , 2 9 3 , 4 5 9 " A u t h o r i t y t o e x e c u t e M e m o r a n d u m o f U n d e r s t a n d i n g N o . 2 1 - 2 5 - 0 9 3 - 0 0 " F o r w a r d t o t h e C o m m i s s i o n A c t i o n I t e m s 9 QUESTIONS AND COMMENTS 10 AGENDA ITEM 10 Agenda Item 10 RIVERSIDE COUNTY TRANSPORTATION COMMISSION DATE: June 9, 2021 TO: Riverside County Transportation Commission FROM: Budget and Implementation Committee Jenny Chan, Planning and Programming Manager THROUGH: Anne Mayer, Executive Director SUBJECT: Fiscal Year 2021/22 Transportation Development Act Article 3 (SB 821) Call for Projects – Project Recommendations BUDGET AND IMPLEMENTATION COMMITTEE, TECHNICAL ADVISORY COMMITTEE, AND STAFF RECOMMENDATION: This item is for the Commission to approve the Fiscal Year 2021/22 Transportation Development Act Article 3 Bicycle and Pedestrian Facilities program (SB 821) recommended project allocations in the amount of $4,327,472. BACKGROUND INFORMATION: SB 821 is a discretionary program administered by the Commission to fund local bicycle and pedestrian projects. The program is funded through the Local Transportation Fund (LTF), a ¼ percent of the state sales tax. Each year, two percent of LTF revenues is set aside for the SB 821 program. On every odd-numbered year, the Commission conducts a competitive call for projects in which all local agencies within the county can submit applications. Eligible projects include construction of bicycle lanes, sidewalks, and Americans with Disabilities Act curb ramps, and the development of bicycle and pedestrian master plans. At its January 2021 meeting, the Commission adopted a series of policy changes for the program. The changes were implemented for this year’s Call for Projects, which opened on February 1, 2021 and closed on April 29, 2021. The programming capacity for this cycle is $4,325,000. As such, the FY 2021/22 Biennial Call for Projects Guidelines stipulate there be a maximum funding request per application of $432,500 and maximum funding for each jurisdiction of $865,000. One-on-one sessions to review and provide feedback on potential project applications were offered to all eligible agencies. DISCUSSION: The Commission received 35 project proposals from 20 different agencies, totaling $9,760,010 in SB 821 funding requests. A summary of the applications submitted and related funding requests by geographic area is summarized in the table below. 1093 Agenda Item 10 Summary of Requests Coachella Valley Western Riverside Total Projects Submitted 10 25 35 Total Funding Request $3,040,896 $6,719,114 $9,760,010 This year’s evaluation committee included staff from Caltrans District 8, Coachella Valley Association of Governments, the city of Indian Wells, Riverside Transit Agency, Western Riverside Council of Governments, and San Bernardino County Transportation Authority. On May 11, the evaluation committee met and scored the project applications based on the Commission’s adopted evaluation criteria as summarized below. Evaluation Criteria Factor Maximum Points Destinations Served 14 Safety 15 Multimodal Access 6 Matching Funds 10 Population Equity 5 Total Points 50 Staff and the Technical Advisory Committee recommend funding allocations for 15 projects that scored a 40 or above, totaling $4,327,472. The city of Rancho Mirage submitted three applications with a total funding request of $1,227,253. The three applications each received more than 40 points; however, funding all three projects exceeds the $865,000 cap as stipulated in the guidelines. Staff offered two options to City staff: prioritize the three projects or adjust the funding request for each application. City staff opted to prioritize the Bob Hope Drive Access Ramp Retrofit project and the San Jacinto Drive Corridor Walkway and Sidewalk Improvements project. A summary of the recommended allocations is provided in the table below and a full list of projects is attached. Summary of Recommended Allocations Coachella Valley Western Riverside Total # of Recommended Projects 4 11 15 Total SB 821 Recommended Allocations $1,466,000 $2,861,472 $4,327,472 Recommended Allocations as a % of Total Allocations 34% 66% 100% 1094 Agenda Item 10 At the January 2020 meeting, the Commission utilized approximately $1.6 million in reserve SB 821 funding and awarded an additional seven projects from the FY 2019/20 Call for Projects. As such, there is limited SB 821 reserve capacity to program more projects from the list despite the scores being very competitive. Staff will monitor mid-year LTF projections in January 2022 to determine if more funding is available to fund additional projects on the list. FISCAL IMPACT: Financial Information In Fiscal Year Budget: Yes N/A Year: FY 2021/22 FY 2022/23+ Amount: $1,900,000 $2,427,472 Source of Funds: Local Transportation Funds-SB 821 Budget Adjustment: No N/A GL/Project Accounting No.: 601 62 86106 Fiscal Procedures Approved: Date: 05/13/2021 Attachment: FY 2021/22 SB 821 Funding Recommendation Approved by the Budget and Implementation Committee on May 24, 2021 In Favor: 10 Abstain: 0 No: 0 1095 Agency Project Name Total Project Cost Requested Amount Match Amount Recommended Allocation Score Eastvale Bicycle and Pedestrian Safety Enhancement on Citrus St, Sumner Ave and River Rd $902,453 $432,500 $469,953 $432,500 47 Jurupa Valley Pacific Avenue Pedestrian and Bicycle Improvements $729,760 $364,880 $364,880 $364,880 46 Norco Master Plan $160,000 $96,000 $64,000 $96,000 45 Riverside Riverside Citywide Pedestrian Crossing Improvements $325,000 $162,500 $162,500 $162,500 44 Wildomar Bundy Canyon Road Sidewalk and Bike Lane Connectivity $762,649 $381,325 $381,325 $381,325 44 Wildomar Palomar Street Sidewalk, Trail and Bike Lane Connectivity $1,283,619 $432,500 $851,119 $432,500 44 Rancho Mirage Class II Bicycle Lane Infill & Roadway Realignment $724,506 $362,253 $362,253 $0 44 Rancho Mirage Bob Hope Drive Access Ramps Retrofit $874,000 $432,500 $441,500 $432,500 44 Menifee Lazy Creek Park $176,761 $88,381 $88,381 $88,381 43 Moreno Valley FY 21/22 ADA Access Ramps Improvements $860,000 $430,000 $430,000 $430,000 43 Rancho Mirage San Jacinto Drive Corridor Walkway & Sidewalk Improvements $909,208 $432,500 $476,708 $432,500 42 Riverside County Carver Tract ‐ PHASE 2, Bataan St., Lingyan Ave. & Luzon St. (Indio)$890,679 $432,500 $568,591 $432,500 41 Menifee Sun City Community ‐ Pedestrian Project $367,771 $183,886 $183,886 $183,886 41 Lake Elsinore SB 821 Chaney Street Bicycle Lanes Improvement Project $79,000 $39,500 $39,500 $39,500 40 Palm Springs Racquet Club/Via Miraleste HAWK Signal $337,000 $168,500 $168,500 $168,500 40 Riverside Bryan St. and Cochran Ave. Sidewalk Improvements $500,000 $250,000 $250,000 $250,000 40 $4,327,472 Lake Elsinore SB 821 Downtown Sidewalk and Bicycle Improvement Project $431,965 $215,983 $215,983 39 Menifee Bell Mountain Middle School $446,210 $223,105 $223,105 39 Lake Elsinore SB 821 Lakeshore‐Machado Sidewalk Improvement Project $416,565 $208,283 $208,283 39 Corona FY21/22 Sidewalk Gap Closure $509,000 $432,500 $76,500 39 Hemet State Street Sidewalk Improvements $330,933 $248,200 $82,733 38 Desert Hot Springs Wardman Park / 8th Street Sidewalk and ADA Improvement Project $455,000 $340,000 $115,000 38 Palm Springs Tamarisk Road Class III Bike Route $125,200 $62,600 $62,600 37 Jurupa Valley Citywide Bicycle Facilities $267,354 $213,854 $53,500 37 La Quinta Montero Sidewalk Improvements at Avenue 50 and Washington Street $284,000 $142,000 $142,000 37 Riverside County Tolton Avenue Sidewalk Safety Improvement Project ‐ Grant St. to Truman St (Corona)$385,967 $273,667 $112,300 37 Cathedral City Ocotillo Park Sidewalk Gaps $465,000 $280,000 $185,000 36 Temecula Pauba Road Sidewalk Improvements $726,657 $432,500 $294,157 36 Riverside County Grand Avenue Sidewalk Safety Improvement Project ‐ Alvarado Street to Withrow Elementary Scho $363,590 $290,550 $96,900 36 Corona Downtown Corona Crosswalk Safety Enhancements $432,500 $432,500 $0 36 Corona Bicycle Master Plan $432,500 $432,500 $0 36 San Jacinto Lyon Avenue Pedestrian Improvements $638,000 $319,000 $319,000 36 Perris Downtown Perris Class III Bike Lane Installation Project $119,133 $105,000 $14,133 35 Riverside Riverside & UCR Cycling Safety Classes $30,000 $30,000 $0 32 Coachella Frederick Street Pedestrian + Bicyclist Connectivity Project $554,347 $388,043 $166,304 25 Total Recommended Allocation FY 21/22 SB 821 Call for Projects 1096 Coachella Valley Western Riverside Total Recommended Projects 4 11 15 Total Allocations $1,466,000 $2,861,472 $4,327,472 % of Total Allocations 34%66%100% FY 21/22 SB 821 Call for Projects RIVERSIDE COUNTY TRANSPORTATION COMMISSION ROLL CALL JUNE 9, 2021 Present Absent County of Riverside, District I X County of Riverside, District II X County of Riverside, District III X County of Riverside, District IV X County of Riverside, District V X City of Banning X City of Beaumont X City of Blythe X City of Calimesa X City of Canyon Lake X City of Cathedral City X City of Coachella X City of Corona X City of Desert Hot Springs X City of Eastvale X City of Hemet X City of Indian Wells X City of Indio X City of Jurupa Valley X City of La Quinta X City of Lake Elsinore X City of Menifee X City of Moreno Valley X City of Murrieta X City of Norco X City of Palm Desert X City of Palm Springs X City of Perris X City of Rancho Mirage X City of Riverside X City of San Jacinto X City of Temecula X City of Wildomar X Governor’s Appointee, Caltrans District 8 X TO: Riverside County Transportation Commission FROM: Lisa Mobley, Clerk of the Board DATE: June 2, 2021 SUBJECT: G.C. 84308 Compliance – Potential Conflict of Interest California Government Code 84308 states a Commissioner may not participate in any discussion or action concerning a contract or amendment if a campaign contribution of more than $250 is received in the past 12 months or 3 months following the conclusion from a bidder or bidder’s agent. This prohibition does not apply to the awarding of contracts that are competitively bid. The Commission’s procurement division asks potential vendors to disclose any contributions made to the campaigns of any Commissioner as part of their submitted bid packets. As an additional precaution, those entities are included below in an effort to give Commissioners opportunity to review their campaign statements for potential conflicts. Please note the entities listed in this memo are not encompassing of all potential conflicts and are in addition to any personal conflicts of interest such as those disclosed on Statement of Economic Interests – Form 700 or prohibited by Government Code Section 1090. Please contact me should you have any questions. Agenda Item No. 8G – Recurring Contracts for Fiscal Year 2021/22 Consultant(s): AMMA Transit Planning Heather Menninger, Principal/Owner 19069 Van Buren Boulevard, Suite 114-378 Riverside, CA 92508 Bartel Associates, LLC Doug Pryor, Vice President 411 Borel Avenue, Suite 620 San Mateo, CA 94402 Bechtel Infrastructure Erik W. Galloway, Project Manager 4080 Lemon Street, 3rd Floor Riverside, CA 92501 Best Best & Krieger Steven C. DeBaun, Partner 3390 University Avenue, 5th Floor Riverside, CA 92501 RCTC Potential Conflicts of Interest June 2, 2021 Page 2 BLX Group LLC Robin L. Schlimgen, Managing Director 1910 S. Stapley Drive, Suite 115 Mesa, AZ 85204 Epic Land Solutions Karen Starr, President 3850 Vine Street, Suite 200 Riverside, CA 92507 Exigent Systems Inc. Dustin E. Hoffman, President 1040 Nevada Street, Suite 303 Redlands, CA 92374 Fieldman, Rolapp & Associates, Inc. Anna V. Sarabian, Principal 19900 MacArthur Boulevard, Suite 1100 Irvine, CA 92612 Iteris, Inc. Ramin Massoumi, P.E., Senior Vice President and General Manager, Consulting Solutions 1700 Carnegie Avenue Santa Ana, CA 92705 Media Beef, Inc. Michael Hemry, President 6809 Indiana Avenue, Suite 130 Riverside, CA 92506 MetLife Investment Management LLC Alyssa Kobler, AVP Investments Compliance One MetLife Way Whippany, NJ 07981 MetroMotion, LLC Tom Skancke, CEO 2620 Regatta Dr., # 102 Las Vegas, NV 89128 Michelle Kirkhoff Consulting, LLC Michelle Kirkhoff, President/Managing Member 1357 E. Big Bear Boulevard Big Bear City, CA 92314 RCTC Potential Conflicts of Interest June 2, 2021 Page 3 Mobile Relay Associates dba RAYCOM Mark J. Abrams, CEO 15330 Vermont Avenue Paramount, CA 90723 Payden & Rygel Asha B. Joshi, Managing Director 333 S Grand Avenue Los Angeles, CA 90071 Stantec Sheldon Mar, Senior Associate 475 5th Avenue, 12th Floor New York, NY 10017 Thyssen Krupp Elevator Corporation Steven E. Ruge, Account Manager 1601 S. Sunkist, Suite A Anaheim, CA 92806 Trillium Solutions, Inc. Chris Perry, General Manager 610 SW Broadway, Suite 310 Portland, OR 97205 TransTrack Systems, Inc. David Jackson, General Manager 5265 Rockwell Drive NE Cedar Rapids, IA 52402 U.S. Bank National Association Ashraf Almurdaah, Vice President 633 W. 5th Street, 24th Floor Los Angeles, CA 90071 Agenda Item No. 8M – State Route 71/State Route 91 Interchange Improvement Project for Construction Management Services, Construction and Maintenance, and Cooperative Agreements Consultant(s): FALCON Engineering Services, Inc. Maha Faqih, President 341 Corporate Terrace Circle, Suite 101 Corona, CA 92879 RCTC Potential Conflicts of Interest June 2, 2021 Page 4 Agenda Item No. 8N – Amendment to Cooperative Agreement with the City of Perris and Amendment to Agreement with T.Y. Lin International for the Interstate 215/Placentia Avenue Interchange Project Consultant(s): T.Y. Lin International James Rucker, Vice President 3633 East Inland Empire Boulevard, Suite 900 Ontario, CA 91764