HomeMy Public PortalAbout04 April 25, 2022 Budget & Implementation
MEETING AGENDA
Budget and Implementation Committee
Time: 9:30 a.m.
Date: April 25, 2022
Location: This meeting is being conducted virtually in accordance with AB 361 due to state or local officials
recommending measures to promote social distancing.
COMMITTEE MEMBERS
Raymond Gregory, Chair / Mark Carnevale, City of
Cathedral City
Jeremy Smith, Vice Chair / Larry Greene, City of Canyon
Lake
Mary Hamlin / Alberto Sanchez, City of Banning
Lloyd White / David Fenn, City of Beaumont
Linda Molina / Wendy Hewitt, City of Calimesa
Steven Hernandez / Denise Delgado, City of Coachella
Scott Matas / Russell Betts, City of Desert Hot Springs
Bob Magee / Natasha Johnson, City of Lake Elsinore
Lisa DeForest / Cindy Warren, City of Murrieta
Jan Harnik / Kathleen Kelly, City of Palm Desert
Lisa Middleton / Dennis Woods, City of Palm Springs
Chuck Conder / Patricia Lock Dawson, City of Riverside
Michael Heath / Alonso Ledezma, City of San Jacinto
Ben J. Benoit / Joseph Morabito, City of Wildomar
Chuck Washington, County of Riverside, District III
STAFF
Anne Mayer, Executive Director
John Standiford, Deputy Executive Director
AREAS OF RESPONSIBILITY
Annual Budget Development and Oversight
Competitive Federal and State Grant Programs
Countywide Communications and Outreach Programs
Countywide Strategic Plan
Legislation
Public Communications and Outreach Programs
Short Range Transit Plans
RIVERSIDE COUNTY TRANSPORTATION COMMISSION
BUDGET AND IMPLEMENTATION COMMITTEE
www.rctc.org
AGENDA*
*Actions may be taken on any item listed on the agenda
9:30 a.m.
Monday, April 25, 2022
This meeting is being conducted virtually in accordance with AB 361 due to state or local officials
recommending measures to promote social distancing.
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For members of the public wishing to submit comment in connection with the Budget and
Implementation Committee Meeting please email written comments to the Clerk of the Board at
lmobley@rctc.org and your comments will be made part of the official record of the proceedings
as long as the comment is received before the end of the meeting’s public comment
period. 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 Committee 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
Budget and Implementation Committee
April 25, 2022
Page 2
3.PLEDGE OF ALLEGIANCE
4.PUBLIC COMMENTS – Under the Brown Act, the Board should not take action on or discuss
matters raised during public comment portion of the agenda which are not listed on the
agenda. Board members may refer such matters to staff for factual information or to be
placed on the subsequent agenda for consideration. Each individual speaker is limited to
speak three (3) continuous minutes or less.
5.ADDITIONS/REVISIONS (The Committee 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 Committee subsequent to the posting of the agenda. An action adding
an item to the agenda requires 2/3 vote of the Committee. If there are less than 2/3 of the
Committee members present, adding an item to the agenda requires a unanimous vote.
Added items will be placed for discussion at the end of the agenda.)
6.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.
6A. APPROVAL OF MINUTES – MARCH 28, 2022
Page 1
6B. SINGLE SIGNATURE AUTHORITY REPORT
Page 8
Overview
This item is for the Committee to:
1)Receive and file the Single Signature Authority report for the third quarter
ended March 31, 2022; and
2)Forward to the Commission for final action.
7.PROPOSED BUDGET FOR FISCAL YEAR 2022/23
Page 10
Overview
This item is for the Committee to:
1)Discuss, review, and provide guidance on the proposed Fiscal Year (FY) 2022/23
Budget; and
2)Forward to the Commission to conduct a public hearing in order to receive input
and comments on the proposed FY 2022/23 Budget on May 11 and June 8,
2022, and thereafter close the public hearing.
Budget and Implementation Committee
April 25, 2022
Page 3
8. ADOPTED 2022 STATE TRANSPORTATION IMPROVEMENT PROGRAM
Page 35
Overview
This item is for the Committee to:
1) Receive and file the California Transportation Commission (CTC) adopted 2022 State
Transportation Improvement Program (STIP); and
2) Forward to the Commission for final action.
9. STATE AND FEDERAL LEGISLATIVE UPDATE
Page 39
Overview
This item is for the Committee to:
1) Receive and file an update on state and federal legislation;
2) Adopt the following bill position:
a) AB 2237 (Friedman)—Oppose;
b) SB 1410 (Caballero) —Support; and
3) Forward to the Commission for final action.
10. ITEM(S) PULLED FROM CONSENT CALENDAR AGENDA
11. EXECUTIVE DIRECTOR REPORT
12. COMMISSIONER COMMENTS
Overview
This item provides the opportunity for brief announcements or comments on items or
matters of general interest.
13. ADJOURNMENT
The next Budget and Implementation Committee meeting is scheduled to be held at
9:30 a.m., May 23, 2022.
AGENDA ITEM 6A
MINUTES
RIVERSIDE COUNTY TRANSPORTATION COMMISSION
BUDGET AND IMPLEMENTATION COMMITTEE
Monday, March 28, 2022
MINUTES
1.CALL TO ORDER
The meeting of the Budget and Implementation Committee was called to order by
Chair Raymond Gregory at 9:31 a.m. via Zoom Meeting ID 836 6818 3168. This meeting
was conducted virtually in accordance with AB 361 due to state or local officials
recommending measures to promote social distancing.
2.ROLL CALL
Members/Alternates Present Members Absent
Ben J. Benoit Mary Hamlin
Chuck Conder Michael Heath
Lisa DeForest Chuck Washington
Denise Delgado Lloyd White
Raymond Gregory
Jan Harnik
Bob Magee
Scott Matas
Lisa Middleton
Linda Molina
Jeremy Smith
3.PLEDGE OF ALLEGIANCE
Commissioner Chuck Conder led the Budget and Implementation Committee in a flag
salute.
4.PUBLIC COMMENTS
There were no requests to speak from the public.
5.ADDITIONS / REVISIONS
There were no additions or revisions to the agenda.
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RCTC Budget and Implementation Committee Minutes
March 28, 2022
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6. 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.
M/S/C (Molina/Benoit) to approve the following Consent Calendar item(s):
6A. APPROVAL OF MINUTES – FEBRUARY 28, 2022
6B. QUARTERLY REPORTING OF CONTRACT CHANGE ORDERS FOR CONSTRUCTION
CONTRACTS
1) Receive and file the Quarterly Report of Contract Change Orders for
Construction Contracts for the three months ended December 30, 2021;
and
2) Forward to the Commission for final action.
7. AWARD OF BUDGET DATABASE SOFTWARE AND IMPLEMENTATION SERVICES TO
QUESTICA LTD.
Michele Cisneros, Deputy Director of Finance, provided a detailed overview for the award
agreement for the implementation, integration, and report development of the budget
database software package, including annual cloud-based services or Software as a
Service (SaaS).
Commissioner Ben Benoit seconded the motion and expressed appreciation to staff for
looking into this as it will give RCTC a level of transparency they have not had before not
that RCTC has not been transparent with all their budget books, but the ability to be able
to see this online and for it to be accessible is very important.
M/S/C (Smith/Benoit) to:
1) Award Agreement No. 21-19-069-00 to Questica Ltd. For the
implementation, integration, and report development of the budget
database software package, including annual cloud-based services or
Software as a Service (SaaS) to replace the Commission’s current budget
tools for a five-year term, and in the amount of $1,333,358, plus a
contingency amount of $133,336, for a total amount not to exceed
$1,466,694;
2) Authorize the Chair or Executive Director, pursuant to legal counsel
review, to finalize and execute the agreement, including option years, on
behalf of the Commission;
3) Authorize the Executive Director, or designee, to approve contingency
work pursuant to the agreement terms up to the total amount; and
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March 28, 2022
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4) Forward to the Commission for final action.
8. STATE AND FEDERAL LEGISLATIVE UPDATE
David Knudsen, Interim External Affairs Director, presented an update for the state and
federal legislative activities.
Chair Gregory expressed appreciation for Mr. Knudsen’s presentation and stated it seems
like sometimes they take two steps forward and one step back, because they will get
additional funding to do projects and then the policies under which they can do those
projects are proposed to change in such away that makes them much more expensive
and sometimes impossible to do.
Commissioner Lisa Middleton asked for an overview of what strategy they are following
in terms of federal and state funding and outreach to their elected officials regarding the
San Gorgonio Pass Rail and Coachella Valley Rail projects.
David Knudsen replied they are involved in broad and comprehensive stakeholder
outreach to the elected officials on the Coachella Valley-San Gorgonio Pass Rail Corridor
Project. They are seeking support at the federal level for funding for this project and
trying to identify the appropriate grants the project is eligible at the current phase. He
noted they are working on a Consolidated Rail Infrastructure and Safety Improvements
(CRISI) Grant that was submitted and they hope to hear back in the next few months. Mr.
Knudsen stated they have sought stakeholder and congressional support for that grant
application, and it has wide support. He stated that is an example of the kind of outreach
and funding they are seeking at the federal level.
Anne Mayer added on the federal level, they are in the middle of a federal grant cycle so
there are rules they need to follow as it is being reviewed by U.S. Department of
Transportation (U.S. DOT). They have been very fortunate to have significant support
from their delegation members on the federal side. She explained from the state
standpoint, on March 16 the California Transportation Commission (CTC) approve both
the Regional Improvement Program funding at a little over $15 million, as well as the
Interregional Transportation Improvement funding at $10 million and the fact that the
CTC approved the funds is a huge step up from a state perspective. Anne Mayer stated
that a lot of the conversations leading up to that helped them garner support all the way
up to the State Transportation Agency (CalSTA) on the project. She noted at the federal
level, the support from Caltrans and CalSTA is very helpful as well. There is a sign of
collaboration amongst their delegation members at the state level and they have almost
unanimous or total support from all their delegation members in the State Assembly and
the State Senate who have all signed on to a letter to the Governor asking for additional
funds for the Tier 2 environmental document. Anne Mayer explained they have very
broad support from their delegation members in Sacramento and in Washington, D.C. for
the project, it has been fruitful so far that they have $25 million, and they need additional
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March 28, 2022
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funding for the project as well. She explained their focus is on how they get the full
funding so they can start the Tier 2 environmental document, which is key priority. There
have also been letters of support from their private sector partners as well. She then
discussed how she regularly meets with Scott White with the Greater Palm Springs
Convention Bureau and provides updates and is sharing information so that Mr. White
and his board members can also advocate at both the state and federal levels as well as
they are a very important voice in this.
Commissioner Middleton replied that is very helpful and asked to keep the
Commissioners informed so that if there are opportunities for them to advocate with their
individual meetings with electeds they are at the top of page with what they need to
know.
Anne Mayer stated that if any of the Commissioners are having either virtual or in person
meetings with state or federal delegation members to let staff know and they can give
them the latest information so they can have a few talking points.
M/S/C to:
1) Receive and file an update on state and federal legislation; and
2) Forward to the Commission for final action.
At this time, Commissioner Jeremy Smith left the meeting.
9. AGREEMENT FOR RIVERSIDE COUNTY ZERO-EMISSION BUS ROLLOUT AND
IMPLEMENTATION PLANS
Eric DeHate, Transit Manager, presented the agreement for the Riverside County
Zero-Emission Bus Rollout and Implementation Plans, highlighting the following:
• Background information
California Air Resources Board Innovative Clean Transit Regulation was
adopted in December of 2018
The small operators approached Commission staff to conduct zero-
emission bus (ZEB) rollout plans on their behalf
In June 2021, the Commission was awarded $271,380 from Caltrans for its
Riverside County ZEB Rollout and Implementation Plans
• Key activities related to the scope of work
Reviewing the existing conditions including a demographics, service area
characteristics, fleet sizes and conditions, the locations and statuses of
charging and maintenance infrastructure for each of the operator's service
area
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March 28, 2022
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Provides stakeholder engagement with the agencies involved with these
plans, including public utilities, municipalities, and any private owners that
maybe directly impacted with this implementation
Provides a detailed capital and operation financial analysis comparing all
the ZEBs that needs to be purchase and comparing against the CNG or
gasoline buses that will also provide a longer-term implementation
strategy
Prepare the ZEB reports based on the findings and conclusions of earlier
work and provide a mode or modes to transition to
Seek the respective transit agencies’ board approvals based on these
findings of the bus rollout and implementation plans for submission to
CARB
• Procurement process
RFP was released by staff on January 7, 2022
Posted on the Commission’s PlanetBids website
− Emails were sent to 556 firms, 87 of which are located in Riverside
County
− 41 firms downloaded the RFP and 2 of these firms are located in
Riverside County
Steve Clermont, Director of Planning and Deployment, Center for Transportation and the
Environment (CTE), introduced himself along with his colleague Savannah Gupton and
expressed appreciation for their consideration for awarding this agreement.
M/S/C (Conder/Middleton) to:
1) Award Agreement No. 22-62-008-00 to Center for Transportation and the
Environment (CTE) to develop the Riverside County Zero-Emission Bus
Rollout and Implementation Plans, for a two-year term in the amount of
$412,676, plus a contingency amount of $41,267, for a total amount not
to exceed $453,943;
2) Authorize the Chair or Executive Director, pursuant to legal counsel
review, to finalize and execute the agreement including the option term,
on behalf of the Commission;
3) Authorize the Executive Director, or designee, to approve contingency
work up to the total not to exceed amount as required for these services;
and
4) Forward to the Commission for final action.
10. ITEM(S) PULLED FROM CONSENT CALENDAR AGENDA
There were no items pulled from the consent calendar.
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March 28, 2022
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11. EXECUTIVE DIRECTOR REPORT
Anne Mayer announced:
11A. Related to the AB 285 report, staff is monitoring this very carefully, but she
recommended to look at this from a regional RCTC perspective related to Measure
A and the tolling facilities, related to their authorities for decision making for their
constituents, and from a city or county prospective based on many of their
jurisdictions that have adopted general sales tax measures and invest their local
funds on transportation improvements. They have all adopted the Transportation
Uniform Mitigation Fee (TUMF) and the expenditures are determined by the
Nexus Studies so again local decisions and local control. All these fund types are
in this conversation that is happening at the state level about controlling and
making legislative requirements related to how funding is spent on transportation
and in what kind of transportation investments will be allowed to be made. She
wanted to emphasize the significance of this report and the pending
implementation of this report via legislation it is possible their jurisdictions may
also want to monitor and make public comments as well. Staff is coordinating
amongst Self-Help and County Coalition and California Association of Councils of
Governments (CALCOG) is doing an outstanding job engaging on this issue and at
some point, California League of Cities and California State Association of Counties
(CSAC) might have these conversations as well. This is a very significant issue, and
the Commissioners will be hearing from staff on a regular basis about what they
are seeing in Sacramento related to control of not only local funds but also control
of decision-making authorities, roles and responsibilities.
12. COMMISSIONER COMMENTS
12A. Commissioner Linda Molina requested the speaker points for this item so that she
can pursue it from their city’s perspective.
Commissioner Jan Harnik suggested that those speaker points be sent to all the
Committee Members.
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Page 7
13. ADJOURNMENT
There being no further business for consideration by the Budget and Implementation
Committee, the meeting was adjourned at 10:07 a.m.
Respectfully submitted,
Lisa Mobley
Administrative Services
Manager/Clerk of the Board
7
AGENDA ITEM 6B
Agenda Item 6B
RIVERSIDE COUNTY TRANSPORTATION COMMISSION
DATE: April 25, 2022
TO: Budget and Implementation Committee
FROM: Alicia Johnson, Senior Procurement Analyst
Jose Mendoza, Procurement Manager
THROUGH: Matthew Wallace, Deputy Director of Financial Administration
SUBJECT: Single Signature Authority Report
STAFF RECOMMENDATION:
This item is for the Committee to:
1) Receive and file the Single Signature Authority report for the third quarter ended
March 31, 2022; and
2) Forward to the Commission for final action.
BACKGROUND INFORMATION:
Certain contracts are executed under single signature authority as permitted in the Commission’s
Procurement Policy Manual adopted in March 2021. The Executive Director is authorized to sign
services contracts that are less than $250,000 individually and in an aggregate amount not to
exceed $2 million in any given fiscal year. Additionally, in accordance with Public Utilities Code
Section 130323(c), the Executive Director is authorized to sign contracts for supplies, equipment,
materials, and construction of all facilities and works under $50,000 individually.
The attached report details all contracts that have been executed for the third quarter ended
March 31, 2022, under the single signature authority granted to the Executive Director.
The unused capacity of single signature authority for services as of March 31, 2022 is $1,564,321.
Attachment: Single Signature Authority Report as of March 31, 2022
8
CONTRACT #
CONSULTANT DESCRIPTION OF SERVICES ORIGINAL CONTRACT
AMOUNT PAID AMOUNT REMAINING
CONTRACT AMOUNT
AMOUNT AVAILABLE July 1, 2021
$2,000,000.00
18-24-067-00 Ultimate Maintenance Service Janitorial Services for Stations and Toll Facilities 120,000.00 74,000.00 46,000.00
22-31-016-00 Globic Advisors Information and Tender/Exchange Agent services related to 91 Express Lanes
refinancing
20,000.00 17,294.26 2,705.74
22-18-010-00 Ralph Andersen & Associates Professional recruitment search for CFO position 28,000.00 16,800.00 11,200.00
09-31-081-08A Parsons Transportation Group Project and Construction Management Services for SR-91 Corridor
Improvements 126,000.00 126,000.00 0.00
21-31-023-02 HGN Corona Partners Parking Agreement for SR-91 COP 3,000.00 0.00 3,000.00
22-19-021-00 Eide Bailly LLP Finance Department Consulting Services 55,000.00 6,325.00 48,675.00
22-18-037-00 CVS Pharmacy, Inc.COVID-19 Testing Services 8,000.00 6,750.00 1,250.00
22-66-044-00 Ecointeractive Planning & Programming Database 12,375.00 0.00 12,375.00
22-72-055-00 Thompson & Thompson Appraisal Services (Valuation updates) for Temporary Construction Easement 17,000.00 15,677.00 1,323.00
21-31-023-03 HGN Corona Partners Parking Agreement for SR-91 COP 4,000.00 0.00 4,000.00
21-31-070-03 Stantec SART Phase 4 Design 12,304.00 2,500.00 9,804.00
22-18-069-00 Ralph Andersen & Associates Professional recruitment search for Project Delivery Director 30,000.00 0.00 30,000.00
AMOUNT USED 435,679.00
$1,564,321.00
None N/A $- $- $-
Alicia Johnson Matthew Wallace
Prepared by Reviewed by
SINGLE SIGNATURE AUTHORITY
AS OF MARCH 31, 2022
Note: Shaded area represents new contracts listed in the third quarter.
AMOUNT REMAINING through March 31, 2022
Agreements that fall under Public Utilities Code 130323 (C)
V:\2022\05 May\B&I\6B.AJ.A1.SingleSignQ3
9
AGENDA ITEM 7
Agenda Item 7
RIVERSIDE COUNTY TRANSPORTATION COMMISSION
DATE: April 25, 2022
TO: Budget and Implementation Committee
FROM: Sergio Vidal, Chief Financial Officer
THROUGH: Anne Mayer, Executive Director
SUBJECT: Proposed Budget for Fiscal Year 2022/23
STAFF RECOMMENDATION:
This item is for the Committee to:
1)Discuss, review, and provide guidance on the proposed Fiscal Year (FY) 2022/23 Budget;
and
2)Forward to the Commission to conduct a public hearing in order to receive input and
comments on the proposed FY 2022/23 Budget on May 11 and June 8, 2022, and
thereafter close the public hearing.
BACKGROUND INFORMATION:
Staff completed the initial budget preparation process and the attached executive summary for
the proposed FY 2022/23 Budget. The policy goals and objectives approved by the Commission
on March 9 formulate the basis for the upcoming FY 2022/23 budget. The long-term policy
goals that support the Commission’s objectives considered during the preparation of the
budget relates to promoting quality of life; achieving operations excellence; connecting the
economy; being a responsible partner; and maintaining fiscal accountability.
At the meeting, staff will present highlights of significant items included in the budget and
seeks review and input on the proposed FY 2022/23 Budget. Additionally, staff recommends
opening of the public hearing on May 11. As a result of input received from the public and the
Commission and any final staff revisions to budget amounts, staff will make the necessary
changes to the budget document for the Commission’s final review, closing of the public
hearing, and formal adoption at its June 8 Commission meeting. If any amendments to budget
amounts after the May 11 Commission meeting are needed, staff will provide a detailed
reconciliation of such revisions.
DISCUSSION:
The Commission’s budget is primarily project-driven and includes service-driven enterprise
operations such as the express lanes operations. As a project driven-agency, the Commission
accumulates funds, or reserves, for specific projects and programs – resulting in flexibility to
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Agenda Item 7
adjust project development or programs during times of economic downturns. The proposed
FY 2022/23 Budget anticipates that total uses will exceed sources by approximately $109
million. Similar to prior years, the accumulated reserves, will fund the deficiency. In the
executive summary, Tables 18-20 provide a summary of budgeted sources and uses from
different perspectives (comparative, operating and capital, and fund).
Since the Commission is primarily project-driven, personnel costs represent less than two
percent of budgeted expenditures totaling approximately $17 million. As approved by the
Executive Committee, on March 9, budgeted personnel costs reflect the following changes for
the upcoming fiscal year:
Changes in Personnel Costs - FY 2022/23:
New Positions:
• Accountant
• Administrative Assistant
• Human Resources Assistant
• Regional Conservation Deputy Director
Reclassification of Existing Positions:
Current Title New Title
• Regional Conservation Deputy Regional Conservation Director
Executive Director
• Technical Information Program Senior Management Analyst – GIS
Manager
• Administrative Services Manager / Administrative Services Director /
Clerk of the Board Clerk of the Board
• Human Resources Administrator Human Resources Manager
Other Items:
• Four (4) percent pool for merit-based salary increases
• Four (4) percent annual Consumer Price Index Salary Range adjustment to FY 2022/23
Salary Range Schedule
• Additional $750 monthly increase towards the employer’s contribution for health care
(total Commission maximum contribution for each employee is $1,500 per month)
With the FY 2022/23 Budget, the Commission will continue to move forward current capital
projects to construction, thereby providing a stimulus to the local economy. Significant capital
projects and its current project phase are as follows:
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Agenda Item 7
Construction and/or Design-Build Phase:
• 71/91 Connector in Corona
• 15/91 Express Lanes Connector in Corona
Completion Phase (Anticipated):
• 60 Truck Lanes in the Badlands
• I-15 Express Lanes Project in northwestern Riverside County,
• Moreno Valley-March Field station upgrades and grade separation projects
• Design-build activities on the 15/91 Express Lanes Connector in Corona
• RCTC 91 Express Lanes projects
• Mid County Parkway’s (MCP)
o Interstate (I)-215/Placentia Avenue interchange in Perris
Preliminary engineering, final design, and/or right of way acquisitions Phase(s):
• I-15 Express Lanes Project-Southern Extension
• I-15 Express Lanes Corridor Operations Project
• MCP’s second construction project
• 71/91 Connector in Corona
Other major capital projects:
• Pass-through funding for Measure A local streets and roads
• SB132 projects in northwestern Riverside County
• Western County TUMF and Measure A regional arterial projects
• Several commuter rail station upgrades and improvements
Table 21 in the executive summary presents a summary of highway, regional arterial, rail, and
regional conservation program projects.
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. Accordingly, staff
recommends the Commission opens the public hearing on May 11, continues the public
hearing to June 8 followed by adoption of the proposed FY 2022/23 Budget. In accordance
with the Commission’s fiscal policies, the budget must be adopted no later than June 15 of each
year.
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Agenda Item 7
A summary of the proposed FY 2022/23 Budget is as follows:
FY 2022/23 Budget
Revenues and other financing sources:
Sales taxes-Measure A and Local Transportation Funds $ 385,000,000
Reimbursements (federal, state, and local) 247,867,200
Transportation Uniform Mitigation Funds, including reimbursements 31,000,000
State Transit Assistance 30,964,600
Tolls, penalties, and fees 97,771,800
Other revenues 707,000
Interest on investments 1,168,400
Transfers in 244,603,200
Total revenues and other financing sources 1,039,082,200
Expenditures and other financing uses:
Personnel salaries and fringe benefits 17,367,100
Professional services 17,983,700
Support services 17,865,000
Projects and operations 752,238,500
Capital outlay 6,348,900
Debt service (principal and interest) 91,756,300
Transfers out 244,603,200
Total expenditures and other financing uses 1,148,162,700
Excess (deficiency) of revenues and other financing sources over
(under) expenditures and other financing uses
(109,080,500)
Beginning fund balance (projected) 1,278,326,000
Ending fund balance (projected) $ 1,169,245,500
At its June 8 Commission meeting, staff will present the entire budget document with detailed
narratives, the FY 2022/23 salary schedule, and Resolution No. 22-009 “Fixing the Employer
Contribution Under the Public Employees’ Medical and Hospital Care Act at an Amount for
Employees and Annuitants”.
Attachment: Executive Summary for the Proposed FY 2022/23 Budget
13
Executive Summary
Introduction
The budget for Fiscal Year (FY) 2022/23 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 revoked in response to the changing nature of the pandemic. The end of the
COVID-19 pandemic appears to be in sight with vaccine distributions widely dispersed, more
Californians returning to work or leisure activities, and financial relief to families and businesses most
impacted by the pandemic.
The COVID-19 pandemic will likely remain a public health and economic challenge in future years and
continue its negative impacts on the local, regional, state, and federal economies; the magnitude and
duration of post COVID-19 pandemic impacts remain uncertain. This budget is presented based on
the best available economic information. The Board and staff will continuously monitor, assess, and re-
prioritize the budgeted revenues and expenditures as necessary throughout these challenges and
duration of economic recovery.
Policy Goals and Objectives
As approved at its March 9, 2022 meeting, the Commission is driven by four core mission statements and
underlying goals for the residents 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 pace.
Choice RCTC empowers the residents of Riverside County to choose how to safely get
to where they are going.
Environmental
Stewardship
RCTC protects and preserves the County’s environment for its residents.
Mobility RCTC provides access, equity, and choice in transportation; RCTC is a
multimodal mobility partner.
Equity
RCTC supports transportation services and projects that address inequities,
including those in rural, low income, and disadvantaged communities.
Access
RCTC projects and programs are the connection to employment, housing,
schools, community institutions, parks, medical facilities, and shopping in the
region.
Goods Movement
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.
14
OPERATIONAL EXCELLENCE
RCTC is a responsible and conservative steward of taxpayer dollars.
State of Good Repair RCTC invests in road safety and maintenance in its residents’ neighborhoods
and sustainable practices to maintain its stations and facilities.
Promises Fulfilled Projects are completed on-time, on-budget; RCTC delivers on its promises as a
steward of Riverside County residents’ investment.
Efficiency RCTC operates in an efficient and cost-effective manner.
Innovation Program and project delivery innovations drive results, savings, and greater
economic opportunities for Riverside County residents.
Information RCTC operations are transparent and easily accessible; customers get prompt,
reliable, quality service.
CONNECTING THE ECONOMY
RCTC is a driver of economic growth in Riverside County.
Workforce Mobility
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.
Population Growth
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.
Economic Impact
RCTC has invested over $4.6 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, regional, and state governments to deliver road and transit projects.
Streets and Roads RCTC has invested over $1.3 billion in local priorities for maintaining streets and
roads and fixing potholes.
Transit
RCTC partners with transit operators to provide residents mobility choices,
flexibility, intercity and intercounty connectivity, and access—especially
during a post-pandemic recovery.
Active Transportation
Facilities
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.
Grants RCTC is a steward of state and federal grants to leverage Measure A dollars
and improve mobility for our communities.
Local Measure A Value 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 further guide the planning for the FY 2022/23 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, and projects to improve operations of
Metrolink commuter rail service.
Continue to support operations planning and design of projects led by other agencies.
As lead agency for partner agency projects, closeout the I-15/Railroad Canyon Interchange
project, commence preliminary engineering of the I-10/Highland Springs Avenue Interchange
project, and continue environmental clearance efforts for the Santa Ana River Trail.
15
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. Commence Plans, Specifications and Estimates (PS&E) for the Smart Freeway project on
I-15 in Temecula.
Maintain and enhance communication and collaboration with the California Department of
Transportation (Caltrans) to improve the Commission’s ability to deliver critical projects.
Collaborate with local jurisdictions to implement Transportation Uniform Mitigation Fee (TUMF)
regional arterial program projects and facilitate the delivery of eligible arterial improvements in
western Riverside County (Western County).
Continue active engagement in state and federal efforts to streamline and modernize the California
Environmental Quality Act (CEQA) and the National Environmental Policy Act (NEPA) to improve
the Commission’s ability to deliver critical projects.
Operations
Efficiently operate express lanes and achieve high customer satisfaction through reduction in
congestion, mobility improvements, and management of demand.
Efficiently and cost effectively operate the commuter rail stations and facilities and 91/Perris Valley
Line (PVL) rail corridor to ensure reliable high quality commuter rail service.
Efficiently provide motorist assistance services so that motorists can conveniently travel and use
transportation facilities as safely as possible.
Regional Programs
Proactively engage state and federal legislators and agencies to advance principles identified in
the adopted Legislative Platform to ensure that the Commission receives proper consideration for
transportation projects and funding.
Monitor transit trends and the associated economic, social, and public health factors that impact
ridership and create barriers to transit growth.
Subsidize reliable and cost-effective Metrolink commuter rail service to and from Riverside County;
SCRRA is the operator of Metrolink.
Provide continued leadership in the planning and development for the Coachella Valley-San
Gorgonio Pass Rail Corridor Service.
Support innovative programs that provide transit assistance in hard to serve rural areas or for riders
with special transit needs.
Promote cost controls and operating efficiency for transit operators.
Maintain effective partnerships among commuters, employers, and government to increase the
efficiency of our transportation system by encouraging and promoting telework and motorized and
non-motorized transportation alternatives such as vanpools.
Management Services
Maintain close communication with Commissioners and educate policy makers on all issues of
importance to the Commission.
Develop and execute a communications and public engagement strategy for the purposes of
education, information, and customer service.
Maintain administrative program delivery costs below the policy threshold of 4% of Measure A
revenues; the FY 2022/23 Management Services budget is1.86% of Measure A revenues.
Maintain administrative salaries and benefits at less than 1% of Measure A revenues; the FY 2022/23
administrative salaries and benefits is 0.73% of Measure A revenues.
Maintain prudent cash reserves to provide some level of insulation for unplanned expenditures or
economic downturns.
Maintain current strong bond ratings with rating agencies.
Establish and maintain revenues and reserves generated from toll operations to be available for
debt service in accordance with toll supported debt agreements; maintenance, repair,
rehabilitation, administration, and operations; and capital projects within the corridor.
16
Linking Commission and Departmental Mission Statements
The following matrix (Table 1) illustrates the linkage of the Commission’s core mission statements
described in this section to the individual departmental mission statements included in each
department’s section.
Table 1 – Relationship between Commission and Departmental Mission Statements
Department Quality
of Life
Operational
Excellence
Connecting
the Economy
Responsible
Partner
Management Services
Executive Management X X X X
Administration X
External Affairs X X X X
Finance X
Regional Programs
Planning and Programming X X X X
Rail Maintenance and Operations X X X X
Public and Specialized Transit X X X X
Commuter Assistance X X X X
Motorist Assistance X X X X
Regional Conservation X X X X
Capital Project Development and
Delivery X X X X
Toll Operations X X X X
Budget Overview
Total sources (Table 2) are budgeted at $1,039,082,200, an increase of 5% over FY 2021/22 projected
sources and 40% decrease over the FY 2021/22 budget. The decrease is largely as a result in the
reduction in debt proceeds due to the refinancing of the 91 Express Lanes 2013 Toll Revenue Bonds and
TIFIA loan pre-payment (2021 Refunding). Total sources are comprised of revenues of $794,479,000 and
transfers in of $244,603,200. The projected fund balance at June 30, 2022 available for
expenditures/expenses (excluding amounts restricted for debt service of $11,538,600 and advances
receivable of $17,491,500) is $1,249,295,900. Accordingly, total funding available for the FY 2022/23
budget totals $2,288,378,100.
Table 2 – Sources FY 2021-2023
FY 20/21 FY 21/22 FY 21/22 FY 22/23 Dollar Percent
Actual Revised Budget Projected Budget Change Change
Measure A Sales Tax 242,943,800$ 250,000,000$ 250,000,000$ 255,000,000$ 5,000,000$ 2%
LTF Sales Tax 123,038,700 127,000,000 127,000,000 130,000,000 3,000,000 2%
STA Sales Tax 23,576,900 23,909,100 28,465,200 30,964,600 7,055,500 30%
Intergovernmental 189,518,200 340,267,000 295,114,800 247,867,200 (92,399,800) -27%
TUMF Revenue 28,301,500 30,000,000 30,100,000 31,000,000 1,000,000 3%
Tolls, Penalties, and Fees 51,769,400 65,123,700 98,646,900 97,771,800 32,648,100 50%
Other Revenue 6,733,900 658,600 1,403,000 707,000 48,400 7%
Investment Income 2,711,100 910,100 5,012,900 1,168,400 258,300 28%
Transfers In 173,536,200 198,692,000 153,217,400 244,603,200 45,911,200 23%
Debt Proceeds 15,661,000 685,197,000 - - (685,197,000) -100%
TOTAL Sources 857,790,700$ 1,721,757,500$ 988,960,200$ 1,039,082,200$ (682,675,300)$ -40%
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
17
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. Stability in the
local labor market and housing advantages has increased economic activity and post COVID-19
pandemic recovery contributing to stable sales tax revenue growth as noted on Chart 3.
Chart 3 – Sources: Five-Year Trend
$0
$100,000,000
$200,000,000
$300,000,000
$400,000,000
$500,000,000
$600,000,000
$700,000,000
$800,000,000
FY 18/19 FY 19/20 FY 20/21 FY 21/22 FY 22/23
Measure A Sales Tax
LTF Sales Tax
STA Sales Tax
TUMF
Federal, State, Local Revenues
Toll Revenue
Transfers 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
Measure A Sales Tax 25%
LTF Sales Tax 12%
STA Sales Tax3%
Intergovernmental24%
TUMF Revenue3%
Tolls, Penalties, and Fees9%
Investment Income 0%
Transfers In24%
Debt Proceeds0%
18
After considering the state of the local economy, staff projects Measure A sales tax revenues of
$255,000,000 for FY 2022/23. This is a 2% change from the FY 2021/22 revised projection of $250,000,000.
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 2022/23 as the post COVID-19 impacts become known along with other key economic indicators.
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 $130,000,000, a 2% change from the FY 2021/22 revised $127,000,000
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 2022/23 STA/SGR allocations, based on recent State
estimates, is $30,964,600.
Intergovernmental revenues include reimbursement revenues from federal sources of $83,605,900, state
sources of $147,821,900, and local agencies of $16,439,400 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 decrease of 27% in FY 2022/23 compared to the FY 2021/22
budget is related to decreases 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 both the County and city of
Corona for various 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, MCP second
construction contract package, Smart Freeways, and station rehabilitation projects. Federal
reimbursements provide funding for the I-15 Express LanesSouthern Extension, I-15 Smart Corridor, SR-91
East Corridor Operations Project, 71/91 Connector, MCP second construction contract package, Smart
Freeways, and station rehabilitation projects. Local reimbursements will fund the I-15 Express Lanes –
Northern Extension, MCP I-215/Placentia Avenue Interchange, 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 2022/23 TUMF fees at $31,000,000.
FY 2021/22 marked the fifth 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. Based on the impacts of post COVID-19 on the
RCTC 91 Express Lanes, the Commission cautiously estimates FY 2022/23 toll revenues, penalties and fees
of $64,044,800 — comparable to the FY 2021/22 projected revenues of $64,516,800.
FY 2021/22 marked the first full year of toll operations for the 15 Express Lanes following substantial
completion of the I-15 Express Lanes Project and opening of the 15 Express Lanes in April 2021. For FY
2022/23, the Commission projects $33,727,000 in toll revenues, penalties and fees for the 15 Express Lanes
– comparable to the FY 2021/22 projected revenues of $34,130,100.
19
Other revenue of $707,000 includes property management generated from properties acquired in
connection with various highway and rail properties.
The Commission anticipates a 28% increase in FY 2022/23 investment income from the FY 2021/22
budget due to higher cash and investment balances. The FY 2022/23 budget conservatively projects
investment income at a 0.10% investment yield, no change from the prior year budget.
Transfers in of $244,603,200 relate to the transfer of 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 decreased 100% in FY 2022/23 due to the one-time refinancing of the 91 Project toll
debt with proceeds from the 2021 Refunding Bonds in FY 2021/22. Additionally, the Commission issued
the final draw on the Transportation Infrastructure Finance and Innovation Act loan for the I-15 Express
Lanes project.
Total uses (Table 3), including transfers out of $244,603,200, are budgeted at $1,148,162,700 a 36%
decrease from the prior year budget amount of $1,799,414,100. Program expenditures and transfers out
totaling $1,031,709,400 represent 90% of total budgeted uses in FY 2022/23. Program costs increased by
2% from $1,010,081,000 in FY 2021/22 due to projects and programs identified below.
Table 3 – Uses FY 2021-2023
FY 20/21 FY 21/22 FY 21/22 FY 22/23 Dollar Percent
Actual Revised Budget Projected Budget Change Change
Capital Highway, Rail, and Regional Arterials 378,394,900$ 645,053,500$ 469,790,600$ 541,533,500$ (103,520,000)$ -16%
Capital Local Streets and Roads 73,745,400 75,897,300 75,897,300 77,101,900 1,204,600 2%
Commuter Assistance 3,071,800 4,783,700 3,788,400 4,645,100 (138,600) -3%
Debt Service 76,880,600 766,693,600 96,911,800 91,756,300 (674,937,300) -88%
Management Services 17,872,900 22,639,500 20,251,800 24,697,000 2,057,500 9%
Motorist Assistance 6,452,000 9,096,600 8,443,900 9,537,100 440,500 5%
Planning and Programming 2,814,400 8,129,400 6,732,100 9,065,600 936,200 12%
Public and Specialized Transit 57,562,800 146,873,800 109,878,900 198,802,200 51,928,400 35%
Rail Maintenance and Operations 18,456,900 42,781,900 30,884,900 54,879,400 12,097,500 28%
Regional Conservation 1,721,400 5,768,200 5,530,200 10,353,700 4,585,500 79%
Toll Operations 19,342,500 71,696,600 38,491,500 125,790,900 54,094,300 75%
TOTAL Uses 656,315,600$ 1,799,414,100$ 866,601,400$ 1,148,162,700$ (651,251,400)$ -36% Note: Management Services includes Executive Management, Administration, External Affairs, and Finance.
Capital highway, rail, and regional arterials budgeted uses of $541,533,500 are 16% lower compared to
the FY 2021/22 budget due to significant completion on the SR-60 Truck Lanes and 91 COP; project
activity on the 15/91 Express Lanes Connector, County’s Hamner Bridge widening, County and various
City of Corona grade separation projects, MCP I-215/Placentia Avenue Interchange; and completion
and close-out activities on the I-15 Express Lanes Project.
Local streets and roads expenditures of $77,101,900 reflect an increase of $1,204,600 over the FY 2021/22
budget and represent the disbursements of 2009 Measure A sales tax revenues to local jurisdictions for
the construction, repair, and maintenance of local streets and roads.
Commuter assistance budgeted expenditures of $4,645,100 are 3% lower than the FY 2021/22 budget
due to restructuring of rideshare/vanpool platforms.
Debt service of $91,756,300 decreased 88% in FY 2022/23 due to the one-time refinancing of the 91
Project toll debt with proceeds from the 2021 Refunding Bonds in FY 2021/22.
20
Management services expenditures of $24,697,000 increased 9% due to the addition of three Full-Time
Equivalents (FTE) approved by the Commission’s Executive Committee in March 2022. These positions
were identified and necessary for workload management and continuance of service levels specifically
for the Administration, Human Resources, and Finance departments; strengthened communication and
engagement efforts; and technology equipment upgrades and maintenance.
Motorist assistance expenditures of $9,537,100 increased 5% due to transfers out for SAFE matching funds
to FSP, commuter assistance special projects, and increased towing rates in the FSP program.
Planning and programming budgeted expenditures of $9,065,600 increased 12% due to increased
projects and operation activities in connection with LTF disbursements for planning and programming,
other agency projects, and special studies.
Public and specialized transit budgeted expenditures of $198,802,200 are 35% higher than the FY
2021/22 budget due to the use of federal stimulus funds available in the prior year to help respond to
COVID-19 impacts rather than traditional operating subsidies to public transit operators.
The rail maintenance and operations budgeted expenditures of $54,879,400 are 28% higher than the FY
2021/22 budget due to the use of federal stimulus funds for COVID-19 impacts available in the prior year
to fund Metrolink operations, rather than traditional operating subsidies.
Regional conservation budgeted expenditures of $10,353,700 reflects a second full year serving as the
managing agency for the RCA. FY 2022/23 reflects an increase of $4,826,300 or 87% primarily due to
the Commission’s Finance department assuming the accounts payable invoice processing for the RCA.
RCA will reimburse the Commission 100% of costs incurred. Additionally, the FY 2022/23 budget reflects
the addition of one FTE for a Regional Conservation Deputy Director approved in March 2022 by the
Commission’s Executive Committee to manage RCA workload and continuance of service.
Toll operations expenses are budgeted at $125,790,900 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 75% increase is due to operations and maintenance on the RCTC 91
Express Lanes; required repair and rehabilitation activity on the RCTC 91 Express Lanes; 91 Express Lanes
eastbound lane to McKinley Avenue project funding; and transfer of toll operations surplus revenues for
the 15/91 Express Lanes Connector project.
Chart 5 is an illustration of total uses included in the FY 2022/23 budget by major categories.
Chart 5 – Uses: Major Categories
Capital Highway, Rail, and
Regional Arterials
47%
Capital Local Streets and
Roads
7%
Commuter Assistance
0%
Debt Service
8%
Management Services
2%
Motorist Assistance
1%
Planning and
Programming
1%
Public and Specialized
Transit
17%
Rail Maintenance and
Operations
5%
Regional Conservation
1%
Toll Operations
11%
21
Commission Personnel
The Commission’s salaries and benefits total $17,367,100 for FY 2022/23. This represents an increase of
$1,153,900 or 7% over the FY 2021/22 budget of $16,213,200 (Chart 6). The increase relates primarily to
the addition of four staff positions – Accountant, Administrative Assistant, Human Resources Assistant,
and Regional Conservation Deputy Director; reclassification of four existing positions – Administrative
Services Director/Clerk of the Board, Human Resources Manager, Regional Conservation Director, and
Senior Management Analyst; an increase to the Commission’s contribution to employee health benefits;
a 4% pool for performance merit-based salary increases; and an annual salary range cost of living
adjustment. Significant variances in prior years are primarily due to the Commission’s one-time
disbursement to pay down the California Public Employees Retirement System (CalPERS) unfunded
actuarial pension liability of $8.6 million in FY 2019/20; six months serving as the managing agency for
the RCA in FY 2020/21; and reorganization of the toll program, the addition of three new positions, and
a full year serving as the managing agency for the RCA in FY 2021/22. The Commission’s salary schedule
for FY 2022/23 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: Five-Year Comparison
$-
$2,000,000
$4,000,000
$6,000,000
$8,000,000
$10,000,000
$12,000,000
$14,000,000
$16,000,000
$18,000,000
$20,000,000
FY 18/19 FY 19/20 FY 20/21 FY 21/22 FY 22/23
The 81 FTE positions included in the FY 2022/23 budget (Table 4) reflects an increase of four FTEs from the
FY 2021/22 budget and along with an increase of 18 FTE from FY 2020/21. The 81 FTE positions include 16
regional conservation positions. Management continues its commitment with its intent for 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 2021—2023
FY 20/21 FY 21/22 FY 22/23
Executive Management 1.1 1.0 0.5
Administration 5.4 5.7 8.9
External Affairs 3.1 4.2 5.3
Finance 8.8 9.4 10.5
Planning and Programming 5.2 5.6 5.7
Rail Maintenance and Operations 4.4 4.4 4.0
Public and Specialized Transit 2.8 2.7 2.9
Commuter Assistance 1.7 1.7 1.3
Motorist Assistance 1.0 1.4 1.4
Regional Conservation 12.9 17.5 18.2
Capital Project Development and Delivery 12.4 14.5 14.9
Toll Operations 4.2 8.9 7.4
TOTAL 63.0 77.0 81.0
22
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 CalPERS,
postretirement health care, deferred compensation, and employee assistance program. Chart 7
illustrates the compensation components.
Chart 7 – Personnel Salaries and Benefits
Salaries
67%
Retirement
17%
Health
15%
Other Fringes
1%
Department Initiatives
Staff prepared each department’s budget based on key assumptions, accomplishments in FY 2021/22,
major initiatives for FY 2022/23, 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.
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.
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 20/21 FY 21/22 FY 21/22 FY 22/23 Dollar Percent
Actual Revised Budget Projected Budget Change Change
Personnel 482,900$ 388,900$ 384,700$ 330,900$ (58,000)$ -15%
Professional 142,300 300,000 113,900 300,000 - 0%
Support 64,700 91,800 62,100 96,700 4,900 5%
TOTAL 689,900$ 780,700$ 560,700$ 727,600$ (53,100)$ -7%
23
Administration
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.
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 20/21 FY 21/22 FY 21/22 FY 22/23 Dollar Percent
Actual Revised Budget Projected Budget Change Change
Personnel 714,000$ 881,200$ 715,400$ 1,241,400$ 360,200$ 41%
Professional 1,016,100 1,241,600 1,071,000 1,194,000 (47,600) -4%
Support 811,600 1,350,400 1,052,400 1,425,200 74,800 6%
Capital Outlay - 360,000 235,000 325,000 (35,000) -10%
Debt Service 15,800 - - - - N/A
TOTAL 2,557,500$ 3,833,200$ 3,073,800$ 4,185,600$ 352,400$ 9%
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 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.
Engage and seek understanding of the Riverside County’s community-based stakeholders to build
trust and gain support to inform the decision-making process.
Build awareness and support for the RCA and the implementation of the MSHCP.
Table 7 – External Affairs
FY 20/21 FY 21/22 FY 21/22 FY 22/23 Dollar Percent
Actual Revised Budget Projected Budget Change Change
Personnel 640,000$ 974,600$ 737,200$ 1,318,100$ 343,500$ 35%
Professional 505,800 1,014,900 950,000 1,347,000 332,100 33%
Support 15,100 230,500 175,500 235,100 4,600 2%
Capital Outlay - - - 5,000 5,000 N/A
TOTAL 1,160,900$ 2,220,000$ 1,862,700$ 2,905,200$ 685,200$ 31%
Finance
Proactively monitor, assess, manage, and minimize COVID-19 financial impacts on the Commission’s
programs and projects to the maximum extent possible.
Continue appropriate uses of long- and short-term financing to advance the Commission’s 2009
Measure A projects.
Provide support to the RCTC 91 Express Lanes and 15 Express Lanes toll operations contractor back
offices to ensure the proper accounting of toll revenues and operations and maintenance costs.
Keep abreast of Governmental Accounting Standards Board (GASB) technical activities affecting
the Commission’s accounting and financial reporting activities and implement new
pronouncements.
24
Upgrade the Enterprise Resource Planning (ERP) system to benefit all staff in the management of
accounting and project information and automation of a paperless workflow system.
Manage a centralized procurements process in order to strengthen controls and ensure consistency
in the application of procurement policies and procedures and adherence to applicable laws and
regulations.
Support outreach activities to encourage disadvantaged business enterprise (DBE) and small
business enterprise (SBE) participation in various contracts.
Table 8 – Finance
FY 20/21 FY 21/22 FY 21/22 FY 22/23 Dollar Percent
Actual Revised Budget Projected Budget Change Change
Personnel 1,421,800$ 1,706,200$ 1,706,200$ 1,973,800$ 267,600$ 16%
Professional 1,377,900 2,217,000 1,697,100 2,450,300 233,300 11%
Support 591,500 933,800 868,700 1,059,800 126,000 13%
Capital Outlay 73,300 870,000 404,000 1,313,900 443,900 51%
Transfers Out 10,015,900 10,078,600 10,078,600 10,080,800 2,200 0%
TOTAL 13,480,400$ 15,805,600$ 14,754,600$ 16,878,600$ 1,073,000$ 7%
Planning and Programming
Monitor funding authority and responsibility related to the State Transportation Improvement
Program (STIP).
Ensure administration and implementation of STIP/Regional Improvement Program (RIP), Active
Transportation Program (ATP), and other funded projects consistent with California Transportation
Commission (CTC), Caltrans, and Southern California Association of Governments (SCAG) policies.
Continue to strategically program projects for all local agencies countywide into the Federal
Transportation Improvement Program (FTIP) and obligate funds in an expeditious manner for the
maximum use of all available funding, including monitoring the use of such funding to prevent from
lapsing.
Monitor all projects programmed to receive 2009 Measure A, TUMF, state, and federal funds to
ensure timely delivery and prevent funds from lapsing.
Focus on interregional concerns and maintain effective working relationships involving various multi-
county transportation issues.
Coordinate planning efforts with regional and local agencies relating to the development of
Regional Transportation Plan/Sustainable Communities Strategy (RTP/SCS) and greenhouse gas
reduction (GHG) implementation guidelines.
Administer the Bicycle and Pedestrian Facilities Program (SB 821).
Implement a customized database system to assist in the administration of 2009 Measure A local
streets and roads and LTF SB 821 programs.
Table 9 – Planning and Programming
FY 20/21 FY 21/22 FY 21/22 FY 22/23 Dollar Percent
Actual Revised Budget Projected Budget Change Change
Personnel 864,700$ 1,265,600$ 917,600$ 1,359,100$ 93,500$ 7%
Professional 46,300 133,000 31,000 111,500 (21,500) -16%
Support 4,500 28,600 33,200 84,500 55,900 195%
Projects and Operations 1,578,800 5,520,200 4,555,900 5,315,500 (204,700) -4%
Capital Outlay 29,500 340,000 352,400 200,000 (140,000) -41%
Transfers Out 290,600 842,000 842,000 1,995,000 1,153,000 137%
TOTAL 2,814,400$ 8,129,400$ 6,732,100$ 9,065,600$ 936,200$ 12%
Rail Maintenance and Operations
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.
25
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 20/21 FY 21/22 FY 21/22 FY 22/23 Dollar Percent
Actual Revised Budget Projected Budget Change Change
Personnel 679,600$ 930,300$ 930,300$ 844,600$ (85,700)$ -9%
Professional 1,032,000 2,231,900 1,912,600 1,065,300 (1,166,600) -52%
Support 2,287,800 3,630,400 2,414,600 2,844,400 (786,000) -22%
Projects and Operations 13,860,200 33,213,700 23,412,500 47,421,700 14,208,000 43%
Capital Outlay 167,900 1,867,700 1,307,100 1,680,000 (187,700) -10%
Transfers Out 429,400 907,900 907,800 1,023,400 115,500 13%
TOTAL 18,456,900$ 42,781,900$ 30,884,900$ 54,879,400$ 12,097,500$ 28%
Public and Specialized Transit
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, with an emphasis on recovery.
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.
Table 11 – Public and Specialized Transit
FY 20/21 FY 21/22 FY 21/22 FY 22/23 Dollar Percent
Actual Revised Budget Projected Budget Change Change
Personnel 494,100$ 547,700$ 471,900$ 593,000$ 45,300$ 8%
Professional 255,100 1,179,700 237,700 949,900 (229,800) -19%
Support 69,600 115,600 93,500 111,600 (4,000) -3%
Projects and Operations 39,668,100 124,531,400 91,674,700 165,663,400 41,132,000 33%
Transfers Out 17,075,900 20,499,400 17,401,100 31,484,300 10,984,900 54%
TOTAL 57,562,800$ 146,873,800$ 109,878,900$ 198,802,200$ 51,928,400$ 35%
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.
Continue to pilot 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.
26
Table 12 – Commuter Assistance
FY 20/21 FY 21/22 FY 21/22 FY 22/23 Dollar Percent
Actual Revised Budget Projected Budget Change Change
Personnel 324,600$ 319,400$ 260,100$ 269,200$ (50,200)$ -16%
Professional 255,900 509,200 357,700 369,700 (139,500) -27%
Support 2,300 57,900 30,200 59,900 2,000 3%
Projects and Operations 2,301,000 3,600,600 2,898,800 3,686,600 86,000 2%
Transfers Out 188,000 296,600 241,600 259,700 (36,900) -12%
TOTAL 3,071,800$ 4,783,700$ 3,788,400$ 4,645,100$ (138,600)$ -3%
Motorist Assistance
Maintain a high benefit-to-cost ratio related to the performance of the FSP program.
Support regional mobility by providing 24/7 access to real-time traffic information, transportation
options, and services.
Enhance highway safety and reduce congestion by providing a roving motorist assistance service
that patrols designated urban freeways and assists stranded or disabled vehicles.
Continue to pilot focused effort that expands access to transportation demand management
services and incentives to eastern Riverside County constituents.
Table 13 – Motorist Assistance
FY 20/21 FY 21/22 FY 21/22 FY 22/23 Dollar Percent
Actual Revised Budget Projected Budget Change Change
Personnel 134,800$ 223,500$ 199,100$ 253,900$ 30,400$ 14%
Professional 282,000 535,300 449,000 205,500 (329,800) -62%
Support 114,000 203,600 181,600 186,000 (17,600) -9%
Projects and Operations 3,765,700 5,227,000 4,707,000 5,459,500 232,500 4%
Transfers Out 2,155,500 2,907,200 2,907,200 3,432,200 525,000 18%
TOTAL 6,452,000$ 9,096,600$ 8,443,900$ 9,537,100$ 440,500$ 5%
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.
Table 14 – Regional Conservation
FY 20/21 FY 21/22 FY 21/22 FY 22/23 Dollar Percent
Actual Revised Budget Projected Budget Change Change
Personnel 1,176,200$ 3,550,100$ 3,550,100$ 3,660,800$ 110,700$ 3%
Professional 48,600 243,900 158,300 3,614,100 3,370,200 1382%
Support 8,100 60,300 7,900 369,800 309,500 513%
Projects and Operations 124,300 500,000 400,000 839,600 339,600 68%
Transfers Out 364,200 1,413,900 1,413,900 1,869,400 455,500 32%
TOTAL 1,721,400$ 5,768,200$ 5,530,200$ 10,353,700$ 4,585,500$ 79%
Capital Project Development and Delivery
Continue project work on the 91 COP, I-15 Express LanesSouthern Extension, 15/91 Express Lanes
Connector, I-15 Corridor Operations Project (15 COP), MCP I-215/Placentia Avenue Interchange,
MCP second construction contract package, 71/91 Connector, SR-60 Truck Lanes, 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 15/91 Express Lanes Connector, 91 Express Lanes
eastbound lane to McKinley Avenue, and design and development led by other agencies related
to the 241/91 Express Lanes Connector and I-15 Express LanesNorthern Extension.
27
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 20/21 FY 21/22 FY 21/22 FY 22/23 Dollar Percent
Actual Revised Budget Projected Budget Change Change
Personnel 2,796,300$ 3,569,800$ 3,558,000$ 3,839,300$ 269,500$ 8%
Professional 2,285,400 4,683,300 2,698,500 2,765,400 (1,917,900) -41%
Support 1,414,800 1,174,000 378,000 1,496,600 322,600 27%
Projects and Operations 305,958,100 565,724,000 423,679,600 489,915,700 (75,808,300) -13%
Capital Outlay 4,552,900 4,482,000 2,950,000 2,700,000 (1,782,000) -40%
Debt Service 69,744,900 70,037,700 69,594,300 69,555,300 (482,400) -1%
Transfers Out 135,132,800 141,317,700 112,423,800 117,918,400 (23,399,300) -17%
TOTAL 521,885,200$ 790,988,500$ 615,282,200$ 688,190,700$ (102,797,800)$ -13%
Toll Operations
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 91 Express
Lanes eastbound lane to McKinley Avenue; and the design and development led by other
agencies related to the 241/91 Express Lanes Connector and I-15 Express LanesNorthern Extension.
Participate in the California Toll Operators Committee (CTOC) to advance regional and statewide
tolling initiatives, technology, interoperability, and coordination among California toll agencies.
Table 16 – Toll Operations
FY 20/21 FY 21/22 FY 21/22 FY 22/23 Dollar Percent
Actual Revised Budget Projected Budget Change Change
Personnel 816,400$ 1,855,900$ 1,710,900$ 1,683,000$ (172,900)$ -9%
Professional 1,419,900 5,327,000 2,423,200 3,611,000 (1,716,000) -32%
Support and Maintenance 3,438,300 8,775,500 5,152,300 9,895,400 1,119,900 13%
Projects and Operations 11,309,500 35,129,500 22,159,900 33,936,500 (1,193,000) -3%
Capital Outlay - 180,000 43,800 125,000 (55,000) -31%
Debt Service 7,119,900 696,655,900 27,317,500 22,201,000 (674,454,900) -97%
Transfers Out 2,358,400 20,428,700 7,001,400 76,540,000 56,111,300 275%
TOTAL 26,462,400$ 768,352,500$ 65,809,000$ 147,991,900$ (620,360,600)$ -81%
28
Fund Balances
The projected total fund balance as of June 30, 2022 is $1,278,326,000. The Commission expects the FY
2022/23 budgeted activities to result in an $109,080,500 decrease of total fund balance at June 30, 2023
to $1,169,245,500. The primary cause of the decrease is project activities in FY 2022/23 related to the
15/91 Express Lanes Connector, 15 COP, 91 COP, SR-60 Truck Lanes completion, MCP projects, I-
15/Railroad Canyon Interchange, close-out activity on the 91 Project, rail station rehabilitation and
maintenance, Western County Measure A and TUMF regional arterial projects, and public transit
allocations. Table 17 presents the components of the projected fund balance by program at June 30,
2023.
Table 17 – Projected Fund Balances by Fund Type and Program at June 30, 2023
Western County Coachella Valley Palo Verde Other Total
Restricted:
Bond Financing 28,849,300$ -$ -$ -$ 28,849,300$
Commuter Assistance 19,418,400 - - - 19,418,400
Debt Service - - - 11,550,100 11,550,100
Economic Development 9,396,600 - - - 9,396,600
Highways 96,183,800 66,546,900 - 41,754,200 204,484,900
Local Streets and Roads 900 300 - - 1,200
New Corridors 63,243,600 - - - 63,243,600
Planning and Programming - - - 2,186,100 2,186,100
Public and Specialized Transit 13,274,900 767,900 - 372,578,700 386,621,500
Rail 46,550,400 - - 28,428,400 74,978,800
CETAP - - - 74,523,400 74,523,400
Regional Conservation - - - 200 200
Regional Arterials 73,107,900 - - 33,198,600 106,306,500
Motorist Assistance - - - 9,702,000 9,702,000
Toll Operations - - - 171,605,000 171,605,000
Assigned:
Management Services - - - 6,377,900 6,377,900
TOTAL Fund Balance 350,025,800$ 67,315,100$ -$ 751,904,600$ 1,169,245,500$
Measure A Sales Tax
Chart 8 illustrates the actual and projected trends in fund balances for each governmental and
enterprise fund type from FY 2019/20 through FY 2022/23.
Chart 8 – Projected Fund Balance Trends by Fund Type FY 2020 – 2023
$5,000,000
$105,000,000
$205,000,000
$305,000,000
$405,000,000
$505,000,000
$605,000,000
$705,000,000
$805,000,000
$905,000,000
$1,005,000,000
General Fund Special Revenue
Funds
Capital Projects
Funds
Debt Service Fund Enterprise Fund
FY 19/20
FY 20/21
FY 21/22
FY 22/23
Budget Summary
The overall budget for FY 2022/23 is presented in Table 18 by summarized line items, Table 19 by
operating and capital classifications, and Table 20 by fund type. Highway, regional arterial, rail, and
regional conservation program projects expenditures are summarized in Table 21.
29
Table 18 – Budget Comparative by Summarized Line Item FY 2021—2023
FY 20/21 FY 21/22 FY 21/22 FY 22/23 Dollar Percent
Actual Revised Budget Projected Budget Change Change
Revenues
Measure A Sales Tax 242,943,800$ 250,000,000$ 250,000,000$ 255,000,000$ 5,000,000$ 2%
LTF Sales Tax 123,038,700 127,000,000 127,000,000 130,000,000 3,000,000 2%
STA Sales Tax 23,576,900 23,909,100 28,465,200 30,964,600 7,055,500 30%
Federal Reimbursements 60,679,800 107,438,700 68,130,000 83,605,900 (23,832,800) -22%
State Reimbursements 115,962,800 210,931,000 212,859,800 147,821,900 (63,109,100) -30%
Local Reimbursements 12,875,600 21,656,500 14,125,000 16,439,400 (5,217,100) -24%
TUMF Revenue 28,301,500 30,000,000 30,100,000 31,000,000 1,000,000 3%
Tolls, Penalties, and Fees 51,769,400 65,123,700 98,646,900 97,771,800 32,648,100 50%
Other Revenue 6,733,900 658,600 1,403,000 707,000 48,400 7%
Investment Income 2,711,100 910,100 5,012,900 1,168,400 258,300 28%
TOTAL Revenues 668,593,500 837,627,700 835,742,800 794,479,000 (43,148,700) -5%
Expenditures/Expenses
Personnel Salaries and Benefits 10,545,400 16,213,200 15,141,500 17,367,100 1,153,900 7%
Professional and Support
Professional Services 8,667,300 19,616,800 12,100,000 17,983,700 (1,633,100) -8%
Support Costs 8,822,300 16,652,400 10,450,000 17,865,000 1,212,600 7%
TOTAL Professional and Support Costs 17,489,600 36,269,200 22,550,000 35,848,700 (420,500) -1%
Projects and Operations
Program Operations 24,449,100 41,108,600 32,059,200 38,950,700 (2,157,900) -5%
Engineering 18,315,900 27,562,300 16,064,500 29,503,200 1,940,900 7%
Construction 115,376,900 271,061,600 174,120,000 223,273,900 (47,787,700) -18%
Design Build 61,861,100 96,159,000 75,635,500 82,493,500 (13,665,500) -14%
Right of Way/Land 19,539,300 69,467,200 53,560,500 57,471,000 (11,996,200) -17%
Operating and Capital Disbursements 52,159,900 155,885,400 114,971,200 211,200,900 55,315,500 35%
Special Studies 181,700 2,021,000 1,180,200 2,243,400 222,400 11%
Local Streets and Roads 73,745,400 75,897,300 75,897,300 77,101,900 1,204,600 2%
Regional Arterials 12,936,400 34,284,000 30,000,000 30,000,000 (4,284,000) -12%
TOTAL Projects and Operations 378,565,700 773,446,400 573,488,400 752,238,500 (21,207,900) -3%
Debt Service
Principal Payments 28,505,100 555,986,600 29,995,000 31,405,000 (524,581,600) -94%
Interest Payments 48,375,500 60,335,600 56,400,100 60,351,300 15,700 0%
Cost of Issuance - 2,883,400 3,783,000 - (2,883,400) -100%
TOTAL Debt Service 76,880,600 619,205,600 90,178,100 91,756,300 (527,449,300) -85%
Capital Outlay 4,823,600 8,099,700 5,292,300 6,348,900 (1,750,800) -22%
TOTAL Expenditures/Expenses 488,304,900 1,453,234,100 706,650,300 903,559,500 (549,674,600) -38%
Excess (deficiency) of Revenues over
(under) Expenditures/Expenses 180,288,600 (615,606,400) 129,092,500 (109,080,500) 506,525,900 -82%
Other Financing Sources (Uses)
Transfers In 173,536,200 198,692,000 153,217,400 244,603,200 45,911,200 23%
Transfers Out (168,010,700) (198,692,000) (153,217,400) (244,603,200) (45,911,200) 23%
Debt Proceeds - 638,300,000 - - (638,300,000) -100%
TIFIA Loan Proceeds 15,661,000 6,919,000 - - (6,919,000) -100%
Bond Premium - 39,978,000 - - (39,978,000) -100%
Payment to Escrow Agent - (147,488,000) (6,733,700) - 147,488,000 -100%
Net Financing Sources (Uses)21,186,500 537,709,000 (6,733,700) - (537,709,000) -100%
Excess (deficiency) of Revenues over
(under) Expenditures/Expenses and Other
Financing Sources (Uses)201,475,100 (77,897,400) 122,358,800 (109,080,500) (31,183,100) 40%
Beginning Fund Balance 954,492,100 1,155,967,200 1,155,967,200 1,278,326,000 122,358,800 11%
ENDING FUND BALANCE 1,155,967,200$ 1,078,069,800$ 1,278,326,000$ 1,169,245,500$ 91,175,700$ 8%
30
Table 19 – Operating and Capital Budget FY 2022/23
FY 22/23 FY 22/23 FY 22/23
Operating Budget Capital Budget TOTAL Budget
Revenues
Measure A Sales Tax 35,152,000$ 219,848,000$ 255,000,000$
LTF Sales Tax 130,000,000 - 130,000,000
STA Sales Tax 30,964,600 - 30,964,600
Federal Reimbursements 19,643,800 63,962,100 83,605,900
State Reimbursements 8,739,400 139,082,500 147,821,900
Local Reimbursements 12,654,800 3,784,600 16,439,400
TUMF Revenue - 31,000,000 31,000,000
Tolls, Penalties, and Fees - 97,771,800 97,771,800
Other Revenue - 707,000 707,000
Investment Income 481,500 686,900 1,168,400
TOTAL Revenues 237,636,100 556,842,900 794,479,000
Expenditures/Expenses
Personnel Salaries and Benefits 11,703,600 5,663,500 17,367,100
Professional and Support
Professional Services 11,599,800 6,383,900 17,983,700
Support Costs 6,473,000 11,392,000 17,865,000
TOTAL Professional and Support Costs 18,072,800 17,775,900 35,848,700
Projects and Operations
Program Operations 13,157,400 25,793,300 38,950,700
Engineering - 29,503,200 29,503,200
Construction - 223,273,900 223,273,900
Design Build - 82,493,500 82,493,500
Right of Way and Land 945,000 56,526,000 57,471,000
Operating and Capital Disbursements 210,213,400 987,500 211,200,900
Special Studies 2,143,400 100,000 2,243,400
Local Streets and Roads - 77,101,900 77,101,900
Regional Arterials - 30,000,000 30,000,000
TOTAL Projects and Operations 226,459,200 525,779,300 752,238,500
Debt Service
Principal Payments - 31,405,000 31,405,000
Interest Payments - 60,351,300 60,351,300
TOTAL Debt Service - 91,756,300 91,756,300
Capital Outlay 3,523,900 2,825,000 6,348,900
TOTAL Expenditures/Expenses 259,759,500 643,800,000 903,559,500
Excess (deficiency) of Revenues over
(under) Expenditures/Expenses (22,123,400) (86,957,100) (109,080,500)
Other Financing Sources (Uses)
Transfers In 46,786,800 197,816,400 244,603,200
Transfers Out (50,144,800) (194,458,400) (244,603,200)
Net Financing Sources (Uses)(3,358,000) 3,358,000 -
Excess (deficiency) of Revenues over
(under) Expenditures/Expenses and Other
Financing Sources (Uses)(25,481,400) (83,599,100) (109,080,500)
Beginning Fund Balance 499,886,200 778,439,800 1,278,326,000
ENDING FUND BALANCE 474,404,800$ 694,840,700$ 1,169,245,500$
31
Table 20 – Budget by Fund Type FY 2022/23
FY 22/23
General Fund Special Revenue Capital Projects Debt Service Enterprise TOTAL Budget
Revenues
Measure A Sales Tax -$ 255,000,000$ -$ -$ -$ 255,000,000$
LTF Sales Tax - 130,000,000 - - - 130,000,000
STA Sales Tax - 30,964,600 - - - 30,964,600
Federal Reimbursements 19,442,400 61,351,400 - 2,812,100 - 83,605,900
State Reimbursements 3,167,200 144,654,700 - - - 147,821,900
Local Reimbursements 1,000 16,438,400 - - - 16,439,400
TUMF Revenue - 31,000,000 - - - 31,000,000
Tolls, Penalties, and Fees - - - - 97,771,800 97,771,800
Other Revenue - 607,000 - - 100,000 707,000
Investment Income 36,400 907,400 41,700 11,500 171,400 1,168,400
TOTAL Revenues 22,647,000 670,923,500 41,700 2,823,600 98,043,200 794,479,000
Expenditures/Expenses
Personnel Salaries and Benefits 7,030,700 8,653,400 - - 1,683,000 17,367,100
Professional and Support
Professional Services 6,017,800 8,354,900 - - 3,611,000 17,983,700
Support Costs 3,252,100 4,717,500 - - 9,895,400 17,865,000
TOTAL Professional and Support Costs 9,269,900 13,072,400 - - 13,506,400 35,848,700
Projects and Operations
Program Operations - 20,153,700 - - 18,797,000 38,950,700
Engineering - 29,503,200 - - - 29,503,200
Construction - 213,517,900 - - 9,756,000 223,273,900
Design Build - 77,110,000 - - 5,383,500 82,493,500
Right of Way/Land - 57,471,000 - - - 57,471,000
Operating and Capital Disbursements 45,050,000 166,150,900 - - - 211,200,900
Special Studies 2,143,400 100,000 - - - 2,243,400
Local Streets and Roads - 77,101,900 - - - 77,101,900
Regional Arterials - 30,000,000 - - - 30,000,000
TOTAL Projects and Operations 47,193,400 671,108,600 - - 33,936,500 752,238,500
Debt Service
Principal Payments - - - 31,405,000 - 31,405,000
Interest Payments - - - 38,150,300 22,201,000 60,351,300
TOTAL Debt Service - - - 69,555,300 22,201,000 91,756,300
C apital Outlay 3,343,900 2,880,000 - - 125,000 6,348,900
TOTAL Expenditures/Expenses 66,837,900 695,714,400 - 69,555,300 71,451,900 903,559,500
Excess (deficiency) of Revenues over
(under) Expenditures/Expenses (44,190,900) (24,790,900) 41,700 (66,731,700) 26,591,300 (109,080,500)
Other Financing Sources (Uses)
Transfers In 43,220,600 131,827,300 - 69,555,300 - 244,603,200
Transfers Out (2,990,800) (159,223,400) (3,036,900) (2,812,100) (76,540,000) (244,603,200)
Net Financing Sources (Uses)40,229,800 (27,396,100) (3,036,900) 66,743,200 (76,540,000) -
Excess (deficiency) of Revenues over
(under) Expenditures/Expenses and Other
Financing Sources (Uses)(3,961,100) (52,187,000) (2,995,200) 11,500 (49,948,700) (109,080,500)
Beginning Fund Balance 40,030,200 960,454,100 44,749,400 11,538,600 221,553,700 1,278,326,000
ENDING FUND BALANCE 36,069,100$ 908,267,100$ 41,754,200$ 11,550,100$ 171,605,000$ 1,169,245,500$
32
Table 21 – Highway, Regional Arterial, Rail, and Regional Conservation Program Projects FY 2022/23
Description
HIGHWAY ENGINEERING
15 COP 3,700,000$
15 Interim COP 250,000
71/91 Connector 580,000
91 COP eastbound 1,000,000
Grade separation projects 850,000
I-15 Express Lanes―Southern Extension 6,000,000
I-15 Smart Corridor 1,060,200
I-15 Express Lanes - Ingress/Egress 1,000,000
Mid County Parkway (MCP)50,000
MCP I-215/Placentia Avenue Interchange 100,000
MCP Sweeney mitigation 10,000
MCP second construction package 5,000,000
Riverside County-Santa Ana River Trail Extension (details presented in Section 3.2 Planning and Programming)1,710,000
SR-91 corridor operations project 10,000
SR-74 corridor ― Ethanac Road 968,000
SR-79 realignment 200,000
SR-60 Truck Lanes 10,000
Smart Freeways 1,400,000
SUBTOTAL HIGHWAY ENGINEERING 23,898,200
REGIONAL ARTERIAL ENGINEERING
I-15/Railroad Canyon Interchange 300,000
I-10/Highland Springs Avenue Interchange 1,000,000
Various Western County MARA and TUMF regional arterial projects 2,210,000
SUBTOTAL REGIONAL ARTERIAL ENGINEERING 3,510,000
RAIL ENGINEERING
Moreno Valley - March Field station upgrade 275,000
Riverside layover facility 115,000
Riverside Downtown station track and platform 1,705,000
SUBTOTAL RAIL ENGINEERING 2,095,000
TOTAL HIGHWAY, REGIONAL ARTERIAL, AND RAIL ENGINEERING 29,503,200$
HIGHWAY CONSTRUCTION
15/91 Express Lanes Connector 4,177,000$
15 Interim COP 1,250,000
71/91 Connector 46,500,000
91 COP 1,700,000
91 Project 1,464,500
91 Express Lanes (details presented in Section 3.4 Toll Operations)9,756,000
Hamner Bridge widening 22,773,000
I-15 Express Lanes 2,500,000
I-15 Express Lanes - Northern Extension 50,000
Jurupa Avenue grade separation 35,839,000
MCP I-215/Placentia Avenue Interchange 8,250,000
McKinley Avenue grade separation 34,435,000
Pachappa Underpass 2,000
SR-60 Truck Lanes 2,650,000
Smart Freeways 10,300,000
General (details presented in Section 3.3 Capital Projects)3,698,400
SUBTOTAL HIGHWAY CONSTRUCTION 185,344,900
REGIONAL ARTERIAL CONSTRUCTION
I-15/Railroad Canyon Interchange 1,050,000
Various Western County MARA and TUMF regional arterial projects 22,074,000
SUBTOTAL REGIONAL ARTERIAL CONSTRUCTION 23,124,000
RAIL CONSTRUCTION
Moreno Valley - March Field station upgrade 14,800,000
Riverside layover facility 5,000
SUBTOTAL RAIL CONSTRUCTION 14,805,000
TOTAL HIGHWAY, REGIONAL ARTERIAL, AND RAIL CONSTRUCTION 223,273,900$
33
Table 21 - Highway, Regional Arterial, Rail, and Regional Conservation Program Projects, continued
Description
HIGHWAY DESIGN BUILD
15/91 Express Lanes Connector 75,851,000$
91 Express Lanes (details presented in Section 3.4 Toll Operations)2,631,800
91 Express Lanes eastbound lane to McKinley Avenue (details presented in Section 3.4 Toll Operations)2,651,700
91 Project 460,000
I-15 Express Lanes 299,000
I-15 Express Lanes - Northern Extension 500,000
SR-91/241 Connector (details presented in Section 3.4 Toll Operations)100,000
TOTAL HIGHWAY DESIGN BUILD 82,493,500$
HIGHWAY RIGHT OF WAY AND LAND
15/91 Express Lanes connector 95,000$
60/215 East Junction high occupancy vehicle (HOV) lane connectors 50,000
71/91 Connector 1,850,000
91 Project 13,146,000
I-15 Express Lanes 100,000
I-15/Limonite interchange 1,228,000
Jurupa Avenue grade separation 2,000,000
McKinley Avenue grade separation 2,387,000
MCP 110,000
MCP I-215/Placentia Avenue Interchange 15,850,000
MCP Sweeney mitigation 3,000,000
Riverside County-Santa Ana River Trail Extension (details presented in Section 3.2 Planning and Programming)295,000
SR-60 Truck Lanes 600,000
SR-91 HOV lanes/Adams Street to 60/91/215 interchange 30,000
General (details presented in Section 3.3 Capital Projects)2,402,500
SUBTOTAL HIGHWAY RIGHT OF WAY AND LAND 43,143,500
REGIONAL ARTERIAL RIGHT OF WAY AND LAND
I-15/Railroad Canyon Interchange 10,000
I-10/Highland Springs Avenue Interchange 10,000
Various Western County MARA and TUMF regional arterial projects 13,020,000
SUBTOTAL REGIONAL ARTERIAL RIGHT OF WAY AND LAND 13,040,000
RAIL RIGHT OF WAY AND LAND
Moreno Valley - March Field station upgrade 35,000
Riverside Downtown station track and platform 450,000
General 152,500
SUBTOTAL RAIL RIGHT OF WAY AND LAND 637,500
REGIONAL CONSERVATION RIGHT OF WAY AND LAND
Regional Conservation acquisition consultant costs (details presented in Section 3.2 Regional Conservation)650,000
TOTAL HIGHWAY, REGIONAL ARTERIAL, RAIL, AND REGIONAL CONSERVATION RIGHT OF WAY AND LAND 57,471,000$
GRAND TOTAL HIGHWAY, REGIONAL ARTERIAL, RAIL, AND REGIONAL CONSERVATION PROGRAMS 392,741,600$
34
PROPOSED BUDGET
FISCAL YEAR 2022/23
Sergio Vidal, Chief Financial Officer
1
AGENDA
•Outline of Budget Process
•FY 2022/23 Budget Considerations
•Budget Overview
•Revenue and Expense
•Capital Project Development and Delivery
•Next Steps
2
BUDGET PROCESS
3
Budget
Development
Budget
Compilation
Budget Review
and Adoption
•Resource Estimation
•Commission Goals
•Department Goals and
Budget Development
•Analysis
•Reconciliation
•Initial: Executive summary
•Final: Budget document
FY 2022/23 BUDGET CONSIDERATIONS
4
Sales tax and TUMF revenues
•Use of Measure A and TUMF revenues for project expenditures
•Use of LTF/STA revenues for transit operations and capital needs
•Stronger than expected sales taxes during pandemic
RCTC projects and programs
•Use of accumulated reserves for projects and programs, as
necessary
•Flexibility to change scope and timing of capital projects
•Significant outsourcing of engineering and operations
BUDGET SUMMARY
5
FY 2022/23
Beginning Fund Balance (7/1/2022)1,278,326,000$
Revenues 794,479,000
Transfers In 244,603,200
Total Estimated Sources 1,039,082,200
Expenditures/Expenses (811,803,200)
Debt Service (91,756,300)
Transfers Out (244,603,200)
Total Estimated Uses (1,148,162,700)
Uses Over Sources (offset by beginning fund balance)(109,080,500)
Ending Fund Balance (6/30/2023)1,169,245,500$
REVENUES/SOURCES BREAKDOWN
6
FY 2021/22 FY 2021/22 FY 2022/23
Revised Budget Projected Budget
Measure A Sales Tax 250,000,000$ 250,000,000$ 255,000,000$
LTF Sales Tax 127,000,000 127,000,000 130,000,000
STA Sales Tax, including SGR 23,909,100 28,465,200 30,964,600
Intergovernmental 340,026,200 295,114,800 247,867,200
TUMF Revenue 30,000,000 30,100,000 31,000,000
Tolls, Penalties, and Fees 65,123,700 98,646,900 97,771,800
Other Revenue 658,600 1,403,000 707,000
Investment Income 910,100 5,012,900 1,168,400
Transfers In 198,692,000 153,217,400 244,603,200
Debt Proceeds 685,197,000 - -
TOTAL Sources 1,721,516,700$ 988,960,200$ 1,039,082,200$
REVENUES/SOURCES COMPARISON
7
$-
$100
$200
$300
$400
$500
$600
$700
Mi
l
l
i
o
n
s
FY 2021/22 Revised Budget
FY 2021/22 Projected
FY 2022/23 Budget
EXPENDITURES/EXPENSES BY DEPARTMENT
8
FY 2021/22 FY 2021/22 FY 2022/23
Revised Budget Projected Budget
Capital Highway, Rail, and Regional Arterials 645,053,500$ 469,790,600$ 541,533,500$
Capital Local Streets and Roads 75,897,300 75,897,300 77,101,900
Commuter Assistance 4,783,700 3,788,400 4,645,100
Debt Service 766,693,600 96,911,800 91,756,300
Management Services 22,639,500 20,251,800 24,697,000
Motorist Assistance 9,096,600 8,443,900 9,537,100
Planning and Programming 8,129,400 6,732,100 9,065,600
Public and Specialized Transit 146,873,800 109,878,900 198,802,200
Rail Maintenance and Operations 42,781,900 30,884,900 54,879,400
Regional Conservation 5,768,200 5,768,200 10,353,700
Toll Operations 71,696,600 38,491,500 125,790,900
TOTAL Expenditures/Expenses 1,799,414,100$ 866,839,400$ 1,148,162,700$
EXPENDITURES/EXPENSES COMPARISON
9
$-
$50
$100
$150
$200
$250
$300
$350
$400
$450
$500
$550
$600
$650
$700
$750
$800
Mi
l
l
i
o
n
s
FY 2021/22 Revised Budget
FY 2021/22 Projected
FY 2022/23 Budget
CAPITAL DEVELOPMENT AND DELIVERY DEPARTMENT HIGHLIGHTS
10
15/91 Express Lanes Connector
I-15 Express Lanes –Southern Extension
I-15 Corridor Operations Project
I-15 Express Lanes Project completion
SR-91 Corridor Operations Project close out
SR-91 Project close out
Mid County Parkway
71/91 Connector Project
EXPENDITURES/EXPENSES BY FUNCTION
11
FY 2021/22 FY 2021/22 FY 2022/23 Percent
Revised Budget Projected Budget Change
Salaries and Benefits 16,213,200$ 15,141,500$ 17,367,100$ 7%
Professional Services 19,616,800 12,100,000 17,983,700 -8%
Support Costs 16,652,400 10,450,000 17,865,000 7%
Projects and Operations 773,446,400 573,488,400 752,238,500 -3%
Debt Service 579,227,600 90,178,100 91,756,300 -84%
Capital Outlay 8,099,700 5,292,300 6,348,900 -22%
TOTAL Expenditures/Expenses 1,413,256,100$ 706,650,300$ 903,559,500$ -36%
*Excludes transfers out
EXPENDITURES/EXPENSES BY FUNCTION COMPARISON
12
$-
$100
$200
$300
$400
$500
$600
$700
$800
Salaries and Benefits Professional Services Support Costs Projects and
Operations
Debt Service Capital Outlay
Mi
l
l
i
o
n
s
*Excludes transfers out
FY 2021/22 Revised Budget
FY 2021/22 Projected
FY 2022/23 Budget
NEXT STEPS
13
Close public hearing and adopt budget June 8, 2022
Review the final budget draft, close the public hearing, and adopt the final budget
Open public hearing May 11, 2022
Receive input on the proposed budget and open the public hearing
Continue monitoring revenues and costs
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 8
Agenda Item 8
RIVERSIDE COUNTY TRANSPORTATION COMMISSION
DATE: April 25, 2022
TO: Budget and Implementation Committee
FROM: Jillian Guizado, Planning and Programming Director
THROUGH: John Standiford, Deputy Executive Director
SUBJECT: Adopted 2022 State Transportation Improvement Program
STAFF RECOMMENDATION:
This item is for the Committee to:
1) Receive and file the California Transportation Commission (CTC) adopted 2022 State
Transportation Improvement Program (STIP); and
2) Forward to the Commission for final action.
BACKGROUND INFORMATION:
During the March 16-17, 2022 CTC meeting, the 2022 STIP was adopted. The adopted STIP
program of projects for Riverside County differs only slightly from what the Commission
approved at its October 2021 meeting. Changes to proposed programming affect the Coachella
Valley-San Gorgonio Pass Rail Corridor Service (CV Rail) project and Planning, Programming, and
Monitoring (PPM) funds.
The CTC is required to adopt a financially constrained STIP per year. Therefore, CTC staff strive
to accommodate each county’s programming proposals. However, if every county frontloads its
STIP or programs beyond its STIP target shares, which occurs most STIP cycles, the CTC must
adhere to the STIP guidelines to balance out the proposals in a fair and equitable manner.
Despite CTC disclosing during the STIP development process that the only new STIP programming
capacity was in the outer years of the program, Fiscal Years (FYs) 2025/26 and 2026/27, there
was a chance STIP capacity would be freed up as a result of projects being delayed or
de-programmed. As such, the Commission proposed programming $15 million of STIP funding
on CV Rail in FY 2023/24 just in case there was capacity.
DISCUSSION:
2022 STIP Programming Revisions
The CTC ultimately could not fulfill the Commission’s request to program 2022 STIP funding on
CV Rail in FY 2023/24 but instead programmed the project for STIP funding in FY 2025/26.
Additionally, staff is very pleased that the CTC approved programming an additional $10 million
35
Agenda Item 8
on CV Rail in response to a Caltrans partnering request with the Commission. In total, CV Rail has
$25,658,000 of 2022 STIP funding programmed for the Tier 2 Environmental Document in
FY 2025/26.
STIP PPM funds are available for planning, programming, and monitoring activities. At the
October 13, 2021 meeting, the Commission approved programming STIP PPM funds through
FY 2027/28. Each STIP is a five-year program of projects. For the 2022 STIP, programming was
only available between FYs 2022/23 through 2026/27. As such, the $319,000 proposed in
FY 2027/28 was reprogrammed in FY 2026/27 for a total amount of $519,000 as illustrated in
Table 1.
Other 2022 STIP Programming
In accordance with the STIP Intracounty Memorandum of Understanding with Western Riverside
Council and Governments and the Coachella Valley Association of Governments (CVAG), the
Coachella Valley share of 2022 STIP programming was $7,550,259. CVAG nominated Interstate
10/Monroe Street interchange for this funding in FY 2025/26 and also requested the $2 million
previously programmed in the 2020 STIP for the Interstate 10/Avenue 50 interchange be
de-programmed. This request was based on action the CVAG Executive Committee took at its
September 30, 2019 Executive Committee meeting. The $2 million deprogrammed will need to
be added back into the Coachella Valley share during the 2024 STIP cycle.
The Commission’s other 2022 STIP programming proposals were accepted as submitted,
including programming $14,698,381 on the Interstate 10/Highland Springs interchange project
in FY 2026/27; $13 million on the Temescal Canyon Road widening also in FY 2026/27.
Table 1 depicts what the CTC ultimately approved versus what the Commission approved at its
October 13, 2021 meeting.
36
Agenda Item 8
Table 1. 2022 STIP Programming in Riverside County
RIP $(000’s)
Agency Project Description Phase FY
20/21
FY
21/22
FY
22/23
FY
23/24
FY
24/25
FY
25/26
FY
26/27
FY
27/28
Caltrans/
Temecula
I-15/French Valley IC
(extension to FY 21/22) Cons 47,600
RCTC SR-71/SR-91 IC
(AB 3090 - $66,377) Cons 66,377
19,913
33,189
13,275
RCTC SR-71/SR-91 IC
CRRSAA Cons 10,069
Coachella I-10/Ave 50 IC Cons 2,000
CVAG
Coachella Valley
Regional Signal
Synchronization, Ph 2
Cons 2,472
RCTC I-10/Highland Springs IC Cons 14,698
County of
Riverside Temescal Canyon Road Cons 13,000
CVAG I-10/Monroe Street IC Cons 7,550
RCTC CV Rail PA&ED 15,658 15,658
RCTC PPM Cons 1,000 900 696 600 315 200 200
519 319
RCTC PPM - CRRSAA Cons 205
TOTAL 48,600 3,372 20,609 33,789 13,590 7,750 28,217 15,976
TOTAL - CRRSAA 10,274
37
Agenda Item 8
FISCAL IMPACT:
CTC approved the following STIP 2022 funding during its March 2022 meeting:
PPM funds (Construction Phase)
FY 2024/25 - $315,000
FY 2025/26 - $200,000
FY 2026/27 - $519,000
I-10/Highland Springs Interchange (Construction Phase)
FY 2026/27 - $14,698,381
CV Rail (Project Approval & Environmental Document Phase)
FY 2026/27 - $15,658,000
STIP funding for Commission projects and PPM will be included in future budgets. STIP funding
for projects not led by RCTC will not pass through the Commission but will be received directly
by project sponsors.
Financial Information
In Fiscal Year Budget: N/A Year: FY 2024/25+ Amount: $31,395,281
Source of Funds: 2022 STIP Budget Adjustment: N/A
GL/Project Accounting No.:
652040 415 41502 106 65 41501 $ 1,034,000 (PPM)
005135 415 41502 210 72 41501 $14,698,381 (I-10/Highland
Springs)
004202 415 41502 245 25 41501 $15,658,000 (CV Rail)
Fiscal Procedures Approved:
Date: 04/15/2022
38
ADOPTED 2022STATE TRANSPORTATION IMPROVEMENT PROGRAM
Jillian Guizado, Planning and Programming Director
1
Adopted 2022 State Transportation Improvement Program
2022 STIP
BUDGET & IMPLEMENTATION COMMITTEE MEETING -APRIL 25, 2022
2
STIP required to be financially constrained –in total and in each year
STIP submittals from regions resulted in under-programming by $50
million
CTC staff contacted regions
CTC 2022 STIP Adoption –March 16-17, 2022
Adopted 2022 State Transportation Improvement Program
RCTC STIP Submittal vs CTC Approval
BUDGET & IMPLEMENTATION COMMITTEE MEETING -APRIL 25, 2022
3
Riverside County 2022 STIP $(000’s)
Agency Project Description FY
20/21
FY
21/22
FY
22/23
FY
23/24
FY
24/25
FY
25/26
FY
26/27
FY
27/28
Caltrans/
Temecula
I-15/French Valley IC
(extension to FY 21/22)47,600
RCTC SR-71/SR-91 IC
(AB 3090 -$66,377)
66,377
19,913 33,189 13,275
Coachella I-10/Avenue 50 IC 2,000
CVAG Coachella Valley Regional Signal
Synchronization, Ph 2 2,472
RCTC I-10/Highland Springs IC 14,698
County of
Riverside Temescal Canyon Road 13,000
CVAG/
County I-10/Monroe Street IC 7,550
RCTC CV Rail 15,658
15,658
RCTC Planning, Programming, &
Monitoring 1,000 900 696 600 315 200
200
519
319
Total $48,600 $3,372 $20,609
$49,447
$33,789 $13,590
$7,750
$23,408
$27,898
$28,217
$319
Adopted 2022 State Transportation Improvement Program
2022 STIP Riverside County
BUDGET & IMPLEMENTATION COMMITTEE MEETING -APRIL 25, 2022
4
QUESTIONS?
5
AGENDA ITEM 9
Agenda Item 9
RIVERSIDE COUNTY TRANSPORTATION COMMISSION
DATE: April 25, 2022
TO: Budget and Implementation Committee
FROM: David Knudsen, Interim External Affairs Director
THROUGH: John Standiford, Deputy Executive Director
SUBJECT: State and Federal Legislative Update
STAFF RECOMMENDATION:
This item is for the Committee to:
1) Receive and file an update on state and federal legislation;
2) Adopt the following bill position:
a) AB 2237 (Friedman)—Oppose;
b) SB 1410 (Caballero) —Support; and
3) Forward to the Commission for final action.
BACKGROUND INFORMATION:
State Update
April 7, 2022, saw the beginning of the Legislative Spring Recess, which concluded when the
legislature reconvened on April 18. This period closes in on the first major policy committee
deadline of April 29, 2022, which is the last date policy committees may report approval of bills
with a fiscal effect to the Appropriations Committee of the same house. Additionally, May 6,
2022, will be the last day for policy committees to hear and report to the floor non-fiscal bills
introduced in their house. Consequently, the emphasis this month is on fine-tuning of bills with
amendments in preparation to meet the deadline.
The budget actions in this period leading into May 2022, are focused on budget subcommittee
analysis and reviews of the Administration’s annual series of adjustments to the pending Budget
Act. Consequently, budget-related public hearings are relegated to May, when the Governor will
release updated state revenue estimates and workload adjustments, as well as any new major
budgetary initiatives, known as the May Revise.
Assembly Bill 2237 (Friedman) – Staff Recommendation: Oppose
Assembly Bill (AB) 2237, authored by Assemblymember Laura Friedman (Glendale), Chair of the
Assembly Transportation Committee, would prohibit a regional transportation planning agency
(RTPA) or county transportation commission from funding projects in a Regional Transportation
39
Agenda Item 9
Improvement Program (RTIP) not aligned with the state's climate goals or most recent
Sustainable Community Strategy (SCS). The bill also requires the California Air Resources Board
(CARB), in consultation with the Governor's Office of Planning and Research (OPR), to reallocate
funds not consistent with the state's climate goals or most recent SCS. It appears if a project is
found to be inconsistent, a regional agency would be prohibited from funding that project,
regardless of fund source—even local funds and fix-it first programs such as SB 1. Finally, the
legislation creates a task force to include CARB, the California Department of Housing and
Community Development, and the California State Transportation Agency to review the role and
responsibilities of Metropolitan Planning Organizations (MPOs).
While the bill's objective is to ensure that regions adhere to the applicable regionally adopted
SCS, the bill is overly restrictive in its approach and neglects the California Transportation
Commission's role to prepare and adopt guidelines for the development and preparation of each
SCS. The bill assumes current Transportation Improvement Plans are inconsistent with SCS based
on flawed analysis in the Strategic Growth Council's California Transportation Assessment Report,
pursuant to AB 285 (Friedman) Chapter 605, Statutes of 2019.
As a result of this continued shift away from local control and toward alignment with climate
goals without commensurate new funding, staff recommends that the Commission oppose this
bill. Taking this position is consistent with the Commission adopted 2022 State and Federal
Legislative Platform, including:
Equity and Fairness
• Policies should be implemented recognizing regional variance by distinguishing high-
growth regions for their impact on the economy, environment, and should be dynamic in
order to address future population growth.
Regional Control
• Project selection and planning authority for state/federal funds should be as local as
possible, preferably in the hands of the Commission.
Environment
• Oppose efforts to place new environmental criteria (such as GHG reduction or vehicle
miles traveled reduction) on transportation projects and programs without
commensurate funding for alternatives or mitigations.
Funding
• Policies should be sensitive to each region’s unique needs and avoid “one size fits all”
assumptions, over-reliance on one mode of transportation, and lack of distinction
between urban, suburban, and rural needs.
• Support maintaining the legislative intent behind Senate Bill 1 (Statutes 2017) and historic
base program funding, by:
40
Agenda Item 9
o Opposing efforts to tie distribution of transportation funding to ancillary policy
matters, such as housing.
o Opposing efforts to deviate from legislative intent and existing statute.
Senate Bill 1410 (Caballero) – Staff Recommendation: Support
Senate Bill (SB) 1410, authored by Anna Caballero with Senators Andreas Borgeas and Richard
Roth as coauthors, that would modify the state’s California Environmental Quality Act (CEQA)
vehicle miles traveled (VMT) regulations to limit the use to Transit Priority Areas (TPAs). A TPA is
an area within one mile of am major transit stop that is existing or planned, if the planned stop
is scheduled to be completed within the panning horizon included in a Transportation
Improvement Program. In areas outside of TPAs, Levels of Service (LOS) would be used to assess
transportation impacts on the environment for projects subject to CEQA review.
In 2013, SB 743 (Steinberg) directed the Governor’s Office of Planning and Research (OPR) to
develop an alternative traffic analytical process for CEQA guidelines for analyzing transportation
impacts of projects within TPAs. The longstanding metrics that had previously formed the basis
of environmental analyses for traffic impacts had been the engineering-based LOS standards. SB
743 allowed but did not require the revised CEQA guidelines to apply an alternative to the LOS
reviews for transportation impacts of projects outside of TPAs. However, the state adopted new
CEQA guidelines in 2018 that have now been applied across the state, rather than in TPAs or
urbanized areas alone.
OPR and Caltrans implemented the new VMT regulation in 2020 with a zero-increase VMT
approach when considering transportation projects for funding. At that time former RCTC Chair,
Ben J. Benoit sent a letter to the Governor, in addition to a letter signed by a group of Legislators,
requesting a delay to the implementation. The delay was not granted.
The County of San Diego and other jurisdictions have subsequently proposed VMT mitigation fees
for new homes, which would drive up the cost of housing in those areas, demonstrating one of
many potential consequences to one-size-fits-all approaches to reducing or mitigating VMT.
SB 1410 seeks to differentiate between transportation needs for infill—transit corridors in urban
or transit priority areas—and projects for communities outside urban centers.
Supporting this legislation is consistent with the Commission’s adopted 2022 State and Federal
Legislative Platform, including:
Environment
• Support the simplification of SB 743 VMT modeling and analysis for highway projects
41
Agenda Item 9
Equity and Fairness
• Policies should be implemented recognizing regional variance by distinguishing high-
growth regions for their impact on the economy, environment, and should be dynamic in
order to address future population growth.
Federal Update
Congressionally Directed Spending and Community Project Funding
The recently signed omnibus federal appropriations bill included nearly 5,000 earmarks totaling
nearly $9 billion across 10 of the 12 appropriations bills. This omnibus bill included $5 million to
fund RCTC’s request for the I-15 Smart Freeway Pilot project.
While the House and Senate have chosen different names for their earmarking process,
Community Project Funding (CPF) in the House and Congressionally Directed Spending (CDS) in
the Senate, both are soliciting earmark requests as part of the upcoming FY 2023 appropriations
process.
Therefore, RCTC is requesting $21 million in funds for three projects for FY 2023. These requests
are:
• $5 million for Coachella Valley-San Gorgonio Pass Rail Corridor Service Tier II from each
from Senators Dianne Feinstein and Alex Padilla, as well as from Representative Raul Ruiz;
• $3 million the Downtown Third Street Grade Separation, Safety and Mobility project from
Representative Mark Takano; and
• $3 million for the I-15 Express Lanes Southern Extension from Representative Ken Calvert.
FISCAL IMPACT:
This is a policy and information item. There is no fiscal impact.
Attachments:
1) State and Federal Update Legislative Matrix – April 2022
2) Congressionally Directed Spending Request to Senator Dianne Feinstein
3) Congressionally Directed Spending Request to Senator Alex Padilla
4) Community Project Funding request to Representative Raul Ruiz, M.D.
5) Community Project Funding request to Representative Mark Takano
6) Community Project Funding request to Representative Ken Calvert
42
RIVERSIDE COUNTY TRANSPORTATION COMMISSION - POSITIONS ON STATE AND FEDERAL LEGISLATION – APRIL 2022
Legislation/ Author Description Bill Status Position Date of Board Adoption
AB 2438 (Friedman) This bill would require the agencies that administer those programs to
revise the guidelines or plans applicable to those programs to ensure that
projects included in the applicable program align with the California
Transportation Plan, the Climate Action Plan for Transportation
Infrastructure adopted by the Transportation Agency, and specified
greenhouse gas emissions reduction standards.
The bill would require the Transportation Agency, the Department of
Transportation, and the California Transportation Commission, in
consultation with the State Air Resources Board and the Strategic Growth
Council, to jointly prepare and submit a report to the Legislature on or
before January 1, 2025, that comprehensively reevaluates transportation
program funding levels, projects, and eligibility criteria with the objective
of aligning the largest funding programs with the goals set forth in the
above-described plans and away from projects that increase vehicle
capacity.
Referred to Assembly
Appropriations
March 29, 2022
OPPOSE Staff action based on platform
March 24, 2022
AB1778 (Cristina Garcia)
This bill would prohibit any state funds or personnel time from being used
to fund or permit freeway widening projects in areas with high rates of
pollution and poverty.
Referred to Assembly
Transportation Committee
February 10, 2022
OPPOSE March 9, 2022
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.
Signed by the Governor
September 22, 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 (PII).
Failed to Pass House of
Origin by January 31, 2022
deadline.
February 1, 2022
SUPPORT
Staff action based on platform
April 5, 2021
SB 261 (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.
Failed to Pass House of
Origin by January 31, 2022
deadline.
February 1, 2022
OPPOSE May 12, 2021
ATTACHMENT 1
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Legislation/ Author Description Bill Status Position Date of Board Adoption Federal HR 972 (Calvert) This bill establishes the Western Riverside County Wildlife Refuge which
would provide certainty for development of the transportation
infrastructure required to meet the future needs of southern California.
Ordered Reported by the
House Committee on
Natural Resources
July 14, 2021
SUPPORT Staff action based on platform
June 11, 2021
44
April 4, 2022
The Honorable Dianne Feinstein
United States Senate
331 Hart Senate Office Building
Washington, D.C. 20510
Subject: Request funding for the Coachella Valley-San Gorgonio Pass Rail Corridor Service
Dear Senator Feinstein:
On behalf of the Riverside County Transportation Commission (RCTC), I am pleased to request $5 million in Congressionally
Directed Spending for the Coachella Valley-San Gorgonio Pass Rail Corridor Service (Project) - Preliminary Engineering and
Environmental Documentation. This Project is critical to bringing new passenger rail service between Los Angeles Union
Station to the communities of Coachella Valley.
RCTC is taking the lead in developing this 144-mile route connecting Los Angeles, Orange, San Bernardino, and Riverside
Counties into the Coachella Valley. Inland Southern California is the only region of its size and population in the state
without daily intercity rail service. That’s what makes this project so important.
The Service Development Plan and National Environmental Policy Act/California Environmental Quality Act (NEPA/CEQA)
Tier I environmental clearance for the corridor is expected to be approved this year. With your support, the requested
funds would help advance both the NEPA/CEQA Tier II project-level environmental documentation and preliminary
engineering phase of the Project, the next step toward construction.
Both Congress and the State Legislature have prioritized investment in transportation projects that reduce vehicle miles
traveled (VMT), ensure equity and access, and support a climate-resilient future. To meet these goals, RCTC is working
with the California Department of Transportation (Caltrans) and the Federal Rail Administration to environmentally clear
this new intercity passenger rail service corridor.
The Coachella Valley-San Gorgonio Pass Rail Service Project is a once-in-a-generation and regionally transformational
project that will connect our diverse communities, spur economic growth and prosperity, and provide mobility options to
our growing region. For these reasons, we are proud to request Congressionally Directed Spending to advance the Project.
Senator Feinstein, I would like to take a moment to thank you for supporting RCTC projects throughout your years of
service. Your voice of collaboration has made a difference in transportation for Riverside County. Please contact me at
(951) 787-7141 if you have any questions.
Sincerely,
Anne Mayer
Executive Director
ATTACHMENT 2
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ATTACHMENT 3
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April 8, 2022
The Honorable Raul Ruiz, M.D.
United States House of Representatives
2342 Rayburn House Office Building
Washington, D.C. 20515
Subject: Request for CPF Funding for the Coachella Valley -San Gorgonio Pass Rail Corridor Service
Dear Representative Ruiz:
On behalf of the Riverside County Transportation Commission (RCTC), I am pleased to request $5 million in Community
Project Funding (CPF) for the Coachella Valley-San Gorgonio Pass Rail Corridor Service (Projec t) Tier II Project Approval
and Environmental Documentation phase. This Projec t is critical to bringing new passenger rail service between
Los Angeles Union Station to the communities of Coachella Valley.
RC TC is taking the lead in developing this 144-mile route connecting Los Angeles, Orange, San Bernardino, and Riverside
Counties into the Coachella Valley. Inland Southern California is the only region of its size in the state without daily inte rcity
rail service. That’s what makes this project so important.
The Service Development Plan and National Environmental Policy Act/California Environmental Quality Act (NEPA/CEQA)
Tier I environmental clearance for the corridor is expected to be approved this ye ar. With your support, the requested
funds would help advance both the NEPA/CEQA Tier II Project Approval and the Environmental Documentation phase of
the Project , the next step toward construction.
Bot h Congress and the State Legislature have prioritized investment in transportation projects that reduce vehicle miles
traveled (VMT), ensure equity and access, and support a climate-resilient future. To meet these goals, RCTC is working
with the California Department of Transportation (Caltrans) and the Federal Rail Administration to environmentally clear
this new intercity passenger rail service corridor.
The Coachella Valley-San Gorgonio Pass Rail Service Project is a once-in-a-generation and regionally transformational
project that will connect our diverse communities , spur economic growth and prosperity, and provide mobility options to
our growing region. For these reasons, we are proud to request this Community Project Funding.
Please accept our sincere appreciation for your ongoing support for transportation mobility in Riverside County. If you
have questions regarding this request, please contact me at (951) 787-7141.
Sincerely,
Anne Mayer
Executive Director
ATTACHMENT 4
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April 8, 2022
The Honorable Mark Takano
United States Senate House of Representatives
420 Cannon Building
Washington, DC 20515
Subject: Community Project Funding Request for the Downtown Third Street Grade Separation
Dear Representative Takano:
On behalf of the Riverside County Transportation Commission (RCTC), I write to request $3 million in Community Project
Funding (CPF) to help complete construction of the Downtown Third Street Grade Separation, Safety and Mobility Project
(Project). Led by the City of Riverside, this Project is a regional priority that addresses significant mobility and safety issues
in the Downtown area of Riverside and would reconnect the community.
The Project will improve connectivity between Downtown Riverside, the Eastside Neighborhood, and an active freight
system network, which will allow high volumes of automobile traffic, bicyclists, pedestrians, and transit vehicles to safely
move through a crowded area.
Active rail lines bisect Riverside’s Downtown including the BNSF Railway mainline and Union Pacific Railroad. RCTC and
the City of Riverside recognize these railroad crossings as the area’s most significant conflict points for rail and road tra ffic,
causing undue traffic delays to motorists, transit riders, and rail commuters, as well as safety risks to cyclists and
pedestrians.
Not only is the Inland Empire the fastest growing region in California and the fifth fastest growing in the country, it is also
the thoroughfare for goods traveling from the Ports of Los Angeles and Long Beach to the rest of the country, carrying
over 100 total train movements daily. The grade separation and junction improvements resolve a bottleneck and
inefficient operat ions on these significant regional and national routes.
With Community Project Funding, this project will substantially improve safety as well as reconnect two of Riverside’s
oldest neighborhoods. Please accept our sincere appreciation for your ongoing support for transportation mobility in
Riverside County. If you have questions regarding this request, please contact me at (951) 787-7141.
Sincerely,
Anne Mayer
Executive Director
ATTACHMENT 5
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April 8, 2022
The Honorable Ken Calvert
United States Senate House of Representatives
2205 Rayburn Building
Washington, DC 20515
Subject: Community Project Funding Request for I-15 Express Lanes Southern Extension
Dear Representative Calvert:
On behalf of the Riverside County Transportation Commission (RCTC), I write to request $3 million in Community Project
Funding (CPF) to help complete the final design of the Interstate (I) 15 Express Lanes Southern Extension (Project). RCTC,
in partnership with the California Department of Transportation, is conducting preliminary engineering and environmental
studies to support an Environmental Impact Report and Environmental Assessment (EIR/EA) for the proposed Project.
The I -15 Express Lanes Southern Extension Project extends from Cajalco Road in Corona, through Temescal Valley, to Main
Street in Lake Elsinore for a length of 15.8 miles. The Project will add express lanes in each direction to extend the existing
I-15 Express Lanes and will add auxiliary lanes at the south end of the Project. Once built, the Project would improve traffic
operations, expand travel choices through carpooling and mass transit, increase travel time reliability, and improve air
quality. Implementation of the Project will further expand the Riverside Express Lanes network and southern California
express lanes network.
Not only is the Inland Empire the fastest growing region in California and the fifth fastest growing in the country, it is also
the thoroughfare for goods traveling from the Ports of Los Angeles and Long Beach to the rest of the country. As you know,
many in our region compete with goods movement for limited space on our roadways each day to get to work. If awarded,
this funding will bols ter mobility choice for residents and support economic development.
The pre-construction, design, and construction represent an estimated $600 million investment and will provide a
cost -effective mobility solution that will significantly benefit the res idents and businesses of Riverside County.
Please accept our sincere appreciation for your years of support for transportation mobility in Riverside County, including
the funding for the Smart Freeway Pilot Project that you recently secured. If you have questions regarding this request,
please contact me at (951) 787-7141.
Sincerely,
Anne Mayer
Executive Director
ATTACHMENT 6
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RIVERSIDE COUNTY TRANSPORTATION COMMISSION
BUDGET AND IMPLEMENTATION COMMITTEE
ROLL CALL
APRIL 25, 2022
Present Absent
County of Riverside, District III X
City of Banning X
City of Beaumont X
City of Calimesa X
City of Canyon Lake X
City of Cathedral City X
City of Coachella X
City of Desert Hot Springs X
City of Lake Elsinore X
City of Murrieta X
City of Palm Desert X
City of Palm Springs X
City of San Jacinto X
City of Riverside X
City of Wildomar X