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05 May 22, 2017 Budget & Implementation
COMM-BI-00040 RECORDS RIVERSIDE COUNTY TRANSPORTATION COMMISSION BUDGET AND IMPLEMENTATION COMMITTEE MEETING AGENDA TIME: 9:30 a.m. DATE: Monday, May 22, 2017 LOCATION: BOARD ROOM County of Riverside Administrative Center 4080 Lemon Street, First Floor, Riverside 4P. COMMITTEE MEMBERS sod Jan Harnik, Chair / Susan Marie Weber, City of Palm Desert Rusty Bailey, Vice Chair / Andy Melendrez, City of Riverside Nancy Carroll / Lloyd White, City of Beaumont Jim Hyatt / Jeff Hewitt, City of Calimesa Dawn Haggerty / Jordan Ehrenkranz, City of Canyon Lake Greg Pettis / Shelley Kaplan, City of Cathedral City Steven Hernandez / To Be Appointed, City of Coachella Scott Matas / Russell Betts, City of Desert Hot Springs Linda Krupa / Michael Perciful, City of Hemet Dana Reed / To Be Appointed, City of Indian Wells Bob Magee / Natasha Johnson, City of Lake Elsinore Rick Gibbs / Jonathan Ingram, City of Murrieta Michael Naggar / To Be Appointed, City of Temecula John F. Tavaglione, County of Riverside, District II Chuck Washington, County of Riverside, District III 4P. STAFF 0W Anne Mayer, Executive Director Theresia Trevino, Chief Financial Officer 420 AREAS OF RESPONSIBILITY 0V 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 Comments are welcomed by the Committee. If you wish to provide comments to the Committee, please complete and submit a Speaker Card to the Clerk of the Board. Alexandra Rackerby From: Alexandra Rackerby Sent: Thursday, May 18, 2017 8:18 AM To: Alexandra Rackerby Subject: RCTC Budget and Implementation Committee - !pad compatible users Attachments: Conflict of Interest Form.pdf; Conflict of Interest Memo.Bl_05.17.17.pdf Good morning Commissioners, The Budget and Implementation Committee agenda for Monday, May 22, 2017 is posted on our Website at http://www.rctcdev.info/uploads/media items/budget-and-implementation-committee-may-22-2017.original.pdf Also, attached is the Conflict of Interest Memo and Form for your information. Let me know if you have any questions or concerns. Thank you. Respectfully, Allie Rackerby Records Technician Riverside County Transportation Commission PO Box 12008, Riverside, CA 92502-2208 4080 Lemon Street, 314 Floor, Riverside, CA 92501 (951) 787.7141 I rctc.org 1 RIVERSIDE COUNTY TRANSPORTATION COMMISSION BUDGET AND IMPLEMENTATION COMMITTEE www.rctc.orq AGENDA * *Actions may be taken on any item listed on the agenda 9:30 a.m. Monday, May 22, 2017 BOARD ROOM County of Riverside Administrative Center 4080 Lemon Street, First Floor Riverside, California In compliance with the Brown Act and Government Code Section 54957.5, agenda materials distributed 72 hours prior to the meeting, which are public records relating to open session agenda items, will be available for inspection by members of the public prior to the meeting at the Commission office, 4080 Lemon Street, Third Floor, Riverside, CA, and on the Commission's website, www.rctc.orq. In compliance with the Americans with Disabilities Act, Government Code Section 54954.2, and the Federal Transit Administration Title VI, please contact the Clerk of the Board at (951) 787-7141 if special assistance is needed to participate in a Commission meeting, including accessibility and translation services. Assistance is provided free of charge. Notification of at least 48 hours prior to the meeting time will assist staff in assuring reasonable arrangements can be made to provide assistance at the meeting. 1. CALL TO ORDER / ROLL CALL 2. PLEDGE OF ALLEGIANCE 3. PUBLIC COMMENTS — Each individual speaker is limited to speak three (3) continuous minutes or less. The Committee may, either at the direction of the Chair or by majority vote of the Committee, waive this three minute time limitation. Depending on the number of items on the Agenda and the number of speakers, the Chair may, at his/her discretion, reduce the time of each speaker to two (2) continuous minutes. Also, the Committee may terminate public comments if such comments become repetitious. In addition, the maximum time for public comment for any individual item or topic is thirty (30) minutes. Speakers may not yield their time to others without the consent of the Chair. Any written documents to be distributed or presented to the Committee shall be submitted to the Clerk of the Board. This policy applies to Public Comments and comments on Agenda Items. Under the Brown Act, the 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. 4. APPROVAL OF MINUTES — APRIL 24, 2017 Budget and Implementation Committee April 24, 2017 Page 2 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. APPROPRIATIONS LIMIT FOR FISCAL YEAR 2017/18 Overview This item is for the Committee to: Page 1 1) This item is for the Committee to approve Resolution No. 17-010, "Resolution of the Riverside County Transportation Commission Establishing the Annual Appropriations Limit", for Fiscal Year 2017/18; and 2) Forward to the Commission for final action. 6B. QUARTERLY FINANCIAL STATEMENTS Overview This item is for the Committee to: Page 8 1) Receive and file the Quarterly Financial Statements for the period ended March 31, 2017; and 2) Forward to the Commission for final action. 6C. QUARTERLY INVESTMENT REPORT Overview This item is for the Committee to: Page 15 1) Receive and file the Quarterly Investment Report for the quarter ended March 31, 2017; and 2) Forward to the Commission for final action. Budget and Implementation Committee April 24, 2017 Page 3 6D. QUARTERLY SALES TAX ANALYSIS Overview This item is for the Committee to: 1) Receive and file the sales tax analysis for Quarter 4, 2016 (4Q 2016); and 2) Forward to the Commission for final action. 7. PROPOSED BUDGET FOR FISCAL YEAR 2017/18 Overview This item is for the Committee to: Page 76 Page 85 1) Receive input on the proposed budget for FY 2017/18; 2) Close the public hearing on the proposed Budget for FY 2017/18; 3) Approve the salary schedule effective July 6, 2017, located in Appendix B of the proposed budget; 4) Adopt the proposed Budget for FY 2017/18; and 5) Forward to the Commission for final action. 8. RECURRING CONTRACTS FOR FISCAL YEAR 2017/18 Overview This item is for the Committee to: Page 88 1) Approve the recurring contracts in an amount not to exceed $12,814,500 for FY 2017/18 and $178,100 for FYs 2018/19 — 2021/22; 2) Authorize the Chair or Executive Director, pursuant to legal counsel review, to execute the agreements on behalf of the Commission; and 3) Forward to the Commission for final action. Budget and Implementation Committee April 24, 2017 Page 4 9. AGREEMENTS FOR ON -CALL GRANT WRITING SERVICES Overview This item is for the Committee to: Page 97 1) Award the following agreements to provide on -call grant writing services for a two-year term, and two, two-year options to extend the agreements, in an amount not to exceed an aggregate value of $1.1 million; a) Agreement No. 17-14-067-00 to Blais & Associates, Inc.; b) Agreement No. 17-14-068-00 to HDR Engineering, Inc.; c) Agreement No. 17-14-069-00 to Stantec Consulting Services, Inc.; and d) Agreement No. 17-14-070-00 to WSP USA Inc. 2) Authorize the Chair or Executive Director, pursuant to legal counsel review, to execute the agreements, including option years, on behalf of the Commission; 3) Authorize the Executive Director, or designee, to execute task orders awarded to the consultants under the terms of the agreements; and 4) Forward to the Commission for final action. 10. STATE AND FEDERAL LEGISLATIVE UPDATE Overview This item is for the Committee to: 1) Adopt the following bill positions: a) AB 686 (Santiago) — Oppose; b) SB 768 (Allen, Wiener) — Support; c) H.R. 100 (Brownley) — Support; and 2) Receive and file an update on state and federal legislation; and 3) Forward to the Commission for final action. Page 122 11. AGREEMENT FOR OPERATION LIFESAVER OUTREACH AND MARKETING SERVICES Page 127 Overview This item is for the Committee to: 1) Award Agreement No. 17-15-072-00 to Arellano Associates for the provision of Operation Lifesaver, Inc. (OLI) program outreach and marketing services for a three-year term, and one, two-year option to extend the agreement, in an amount not to exceed $500,000; 2) Authorize the Chair or Executive Director, pursuant to legal counsel review, to execute the agreement, including option years, on behalf of the Commission; and 3) Forward to the Commission for final action. Budget and Implementation Committee April 24, 2017 Page 5 12. FISCAL YEARS 2017/18 — 2019/20 SHORT RANGE TRANSIT PLANS Overview This item is for the Committee to: Page 152 1) Approve the Fiscal Years 2017/18-2019/20 Short Range Transit Plans (SRTPs) for the cities of Banning, Beaumont, Corona, and Riverside; Palo Verde Valley Transit Agency (PVVTA); Riverside Transit Agency (RTA); SunLine Transit Agency (SunLine); and the Commission's Commuter Rail Program; and 2) Forward to the Commission for final action. 13. FISCAL YEAR 2017/18 SB 821 BICYCLE AND PEDESTRIAN FACILITIES PROGRAM FUNDING RECOMMENDATIONS Overview This item is for the Committee to: Page 158 1) Approve the FY 2017/18 SB 821 Bicycle and Pedestrian Facilities program recommended projects (Attachment 1) in the amount of $3,620,514; 2) Direct staff to prepare and execute memorandums of understanding (MOUs) with the project sponsors to outline the project schedule and local funding commitments; 3) Authorize the Chair or Executive Director to execute the MOUs with the project sponsors, pursuant to legal counsel review; and 4) Forward to the Commission for final action. 14. ITEM(S) PULLED FROM CONSENT CALENDAR AGENDA 15. COMMISSIONERS / STAFF REPORT Overview This item provides the opportunity for the Commissioners and staff to report on attended and upcoming meeting/conferences and issues related to Commission activities. 16. ADJOURNMENT AND THE NEXT MEETING The next Budget and Implementation Committee meeting is scheduled to be held at 9:30 a.m., Monday, June 26, 2017, Board Chambers, First Floor, County Administrative Center, 4080 Lemon Street, Riverside. RIVERSIDE COUNTY TRANSPORTATION COMMISSION BUDGET AND IMPLEMENTATION COMMITTEE ROLL CALL MAY 22, 2017 Present Absent County of Riverside, District II ,r310 County of Riverside, District III ,6 0 City of Beaumont '0` 0 City of Calimesa , 2 0 City of Canyon Lake ,21 0 City of Cathedral City 0 City of Coachella % City of Desert Hot Springs ,A( 0 City of Hemet City of Indian Wells City of Lake Elsinore City of Murrieta City of Palm Desert City of Riverside City of Temecula RIVERSIDE COUNTY TRANSPORTATION COMMISSION BUDGET AND IMPLEMENTATION COMMITTEE Monday, April 24, 2017 MINUTES 1. CALL TO ORDER / ROLL CALL The meeting of the Budget and Implementation Committee was called to order by Chair Jan Harnik at 9:37 a.m., in the Board Room at the County of Riverside Administrative Center, 4080 Lemon Street, First Floor, Riverside, California, 92501. Members/Alternates Present Members Absent Rusty Bailey Nancy Carroll Dawn Haggerty Jan Harnik Jim Hyatt Rick Gibbs Linda Krupa Bob Magee Michael Naggar Steven Hernandez Scott Matas Greg Pettis Dana Reed John Tavaglione Chuck Washington 2. PLEDGE OF ALLEGIANCE At this time, Commissioner Rusty Bailey led the Budget and Implementation Committee in a flag salute. 3. PUBLIC COMMENTS There were no requests to speak from the public. 4. APPROVAL OF MINUTES — MARCH 27, 2017 M/S/C (Krupa/Gibbs) to approve the minutes of March 27, 2017 meeting as submitted. Abstain: Harnik RCTC Budget and Implementation Committee Minutes April 24, 2017 Page 2 5. ADDITIONS / REVISIONS There were no additions or revisions to 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. M/S/C (Gibbs/Bailey) to approve the following Consent Calendar item(s): 6A. SINGLE SIGNATURE AUTHORITY REPORT 1) Receive and file the Single Signature Authority report for the third quarter ended March 31, 2017; and 2) Forward to the Commission for final action. 7. PROPOSED BUDGET FOR FISCAL YEAR 2017/18 Michele Cisneros, Deputy Director of Finance, presented the details of the proposed budget for fiscal year 2017/18. M/S/C (Gibbs/Haggerty) to: 1) Discuss, review, and provide guidance on the proposed Fiscal Year 2017/18 Budget; and 2) Forward to the Commission to open the public hearing in order to receive input and comments on the proposed FY 2017/18 Budget on May 10 and on June 14, 2017, and thereafter close the public hearing. 8. INTERSTATE 15 EXPRESS LANES PROJECT AND 91 PROJECT COMPLETION PLANS OF FINANCE Michael Blomquist, Toll Program Director, presented the details of the Interstate 15 Express Lanes project and 91 Project plans of finance. At Commissioner Rick Gibbs' request, Anna Sarabian with Fieldman Rolapp clarified the financing alternatives if the Commission does not receive the Transportation Infrastructure Finance and Innovation Act (TIFIA) loan. Anne Mayer, Executive Director, added there are several other agencies requesting TIFIA loans ahead of the Commission; however, the Commission cannot keep a contract on hold so an alternative plan of finance maybe necessary to keep the project from being delayed. RCTC Budget and Implementation Committee Minutes April 24, 2017 Page 3 Commissioner Bailey requested staff explain the two paragraphs highlighted for the Commissioners' attention. Anne Mayer replied there are portions of the official statement that reference the Commission as an organization and references basic information about the organization. As a Commissioner, if there is information that is a misrepresentation of the Commission, it is the Commissioner's duty to bring it to staffs attention. At Commissioner Dawn Haggerty's request, Michael Blomquist discussed the toll trust estate flow of funds for how toll revenues are distributed. M/S/C (Gibbs/Bailey) to: 1) Approve the State Route 91 Corridor Improvement Project Completion Plan of Finance; 2) Approve the Interstate 15 Express Lanes Project Plan of Finance regarding the issuance of the 2017 Series A Sales Tax Revenue Bonds (2017 Bonds) and receipt of a TIFIA loan from the USDOT or, in the alternative to a TIFIA loan, the issuance of toll revenue bonds; 3) Adopt Resolution No. 17-006, "Resolution Authorizing the Issuance and Sale of Not to Exceed $218,760,000 Aggregate Principal Amount of Riverside County Transportation Commission Sales Tax Revenue Bonds (Limited Tax Bonds) in One or More Series, Including the Execution and Delivery of a Seventh Supplemental Indenture, a Purchase Contract, an Official Statement, and a Continuing Disclosure Agreement, and the Authorization of a Toll Revenue Bond Financing of the 1-15 Express Lanes Project in an Amount Not To Exceed $165,000,000, Including the Execution and Delivery of a Master Indenture, a First Supplemental Indenture and a Loan Agreement Relating to Transportation Infrastructure Finance and Innovation Act Program Credit Assistance, and the Taking of All Other Actions Necessary in Connection Therewith"; 4) Approve the draft form of the Official Statement for the issuance of 2017 Bonds for the 1-15 Express Lanes project and 91 Project in a not to exceed amount of $218,760,000 and authorize the Executive Director to revise, approve, and execute the printing and distribution of the Official Statement; 5) Approve the draft form of the Continuing Disclosure Agreement related to the 2017 Bonds between the Riverside County Transportation Commission and Digital Assurance Certification, L.L.C., as dissemination agent, and authorize the Executive Director to revise, approve, and execute the final Continuing Disclosure Agreement; RCTC Budget and Implementation Committee Minutes April 24, 2017 Page 4 6) Approve the draft form of the Seventh Supplemental Indenture for the 2017 Bonds between the Riverside County Transportation Commission and U.S. Bank National Association (US Bank), as Trustee, and authorize the Executive Director to revise, approve, and execute the final Seventh Supplemental Indenture; 7) Approve the draft form of the Bond Purchase Agreement between the Riverside County Transportation Commission and Bank of America Merrill Lynch (BofAML) and Goldman, Sachs & Co. (Goldman), as Underwriter Representative acting on behalf of itself and Barclays Capital Inc. (Barclays), Academy Securities (Academy), and Fidelity Capital Markets. (Fidelity), (collectively the Underwriters), for the 2017 Bonds and authorize the Chief Financial Officer to revise, approve, and execute the final Bond Purchase Agreement; 8) Approve the draft form of the Master Indenture between the Riverside County Transportation Commission and US Bank, as Trustee, related to the Toll Revenue Bonds for the 1-15 EXPRESS LANES PROJECT and authorize the Executive Director to revise, approve, and execute the final Indenture; 9) Approve the draft form of the First Supplemental Indenture for the 1-15 Express Lanes project TIFIA loan between the Riverside County Transportation Commission and US Bank, as Trustee, and authorize the Executive Director to revise, approve, and execute the final First Supplemental Indenture; 10) Approve the draft form of the TIFIA Loan Agreement between the Riverside County Transportation Commission and the USDOT for an amount not to exceed $165 million and authorize the Executive Director to revise, approve, and execute the final TIFIA Loan Agreement; 11) Approve the estimated costs of issuance to be paid from the bond proceeds and execution of related agreements, as required; and 12) Forward to the Commission for final action. 9. STATE LEGISLATIVE UPDATE Jillian Guizado, Senior Legislative Affairs Analyst, presented an update on state legislation, including four recommended bill positions. M/S/C (Gibbs/Bailey) to: 1) Adopt the following bill positions: a) AB 1523 (Obernolte) — Support; b) SB 150 (Allen) — Oppose; c) SB 264 (Nguyen) — Oppose; d) SB 477 (Cannella) — Support; RCTC Budget and Implementation Committee Minutes April 24, 2017 Page 5 2) Receive and file an update on state legislation; and 3) Forward to the Commission for final action. 10. AGREEMENT FOR THE DEVELOPMENT OF A COUNTYWIDE LONG RANGE TRANSPORTATION PLAN Shirley Medina, Planning and Programming Director, presented the scope of the agreement for the development of a countywide long range transportation plan. Commissioner Bob Magee requested the Commission take into consideration the Multiple Species Habitat Conservation Plan (MSHCP) and make recommendations to amend that document as it needs to better reflect the goal of a balance between jobs, housing, transportation, and the environment. Shirley Medina concurred with Commissioner Magee's request. Commissioner Magee then discussed the funding provided by the Commission to the Western Riverside County Regional Conservation Authority (RCA) for the MSHCP and stated the MSHCP partners should be respectful of the goals and deliverables of the Commission as part of that partnership, noting partners have not been flexible and other areas of development have been stymied. Anne Mayer discussed the need for the LRTP to better articulate the Commission's vision, document plans and programs already in place, emphasize accomplishments, and provide opportunities for refinement. Commissioner Gibbs stated there needs to be a cross correlation on the progress made on the MSHCP and reach a date certain for when MSHCP terms and conditions are fulfilled and Riverside County is no longer penalized. Commissioner Michael Naggar discussed the history of the Riverside County Integrated Plan and the MSHCP including concerns that have come to fruition. He expressed his current concerns and the need to revisit the plan to make it flexible to accomplish its original goal of balance between jobs, housing, transportation, and the environment. Chair Harnik stated the discussion is off topic for this agenda item. Anne Mayer stated the LRTP will have a component related to the MSHCP. At the Commission's direction, staff can agendize an item about the MSHCP as it relates to the Commission for further discussion. Commissioner Magee discussed the nexus between developer issues and transportation improvements. RCTC Budget and Implementation Committee Minutes April 24, 2017 Page 6 Commissioner Naggar concurred with Commissioner Magee's comments. Chair Harnik reiterated her concern the discussion is off topic for this agenda item. Anne Mayer confirmed staff will bring an item to the Commission for discussion regarding the habitat conversation plans in Western Riverside County and the Coachella Valley and the impacts to transportation projects. M/S/C (Gibbs/Krupa) to: 1) Award Agreement No. 17-65-071-00 to VRPA Technologies, Inc. for the development of a long range transportation plan (LRTP) for a two-year term, in an amount of $963,002, plus a contingency amount of $96,300, for a total amount not to exceed $1,059,302; 2) Authorize the Chair or Executive Director, pursuant to legal counsel review, to execute the agreement on behalf of the Commission; 3) Authorize the Executive Director or designee to approve the use of the contingency amount as may be required for these services; and 4) Forward to the Commission for final action. 11. AMENDMENT TO COMMISSION'S RAIL PROGRAM SHORT RANGE TRANSIT PLANS Sheldon Peterson, Rail Manager, presented the scope of the amendment to the Commission's Rail Program Short Range Transit Plans. M/S/C (Gibbs/Haggerty) to: 1) Amend the Commission's Commuter Rail Program's FY 2016/17 Short Range Transit Plan (SRTP), as follows: a) Allocate $16,956,682 of Federal Transit Administration (FTA) Section 5307 Grant funds to the 2017 Riverside County Rail Passenger Efficiency Upgrades project; and b) Allocate $16,816,916 of FTA Section 5337 Grant funds to the 2017 Commuter Rail State of Good Repair project; and 2) Forward to the Commission for final action. 12. SHORT RANGE TRANSIT PLAN AMENDMENT TO RIVERSIDE TRANSIT AGENCY'S FISCAL YEAR 2016/2017 CAPITAL ASSISTANCE PROGRAM Josefina Clemente, Transit Manager, presented the scope of the Short Range Transit Plan amendment to Riverside Transit Agency's FY 2016/17 capital assistance program. RCTC Budget and Implementation Committee Minutes April 24, 2017 Page 7 M/S/C (Gibbs/Krupa) to: 1) Approve modification to Riverside Transit Agency's (RTA) FY 2016/17 capital assistance program to reflect an additional $688,570 in FY 2013/14 and FY 2014/15 Federal Transit Administration (FTA) Section 5339 Hemet urbanized area (UZA) funds to cover capital expenses related to the Hemet Facility Rehabilitation project and allocate $172,143 in State Transit Assistance (STA) funds to provide required match for the FTA Section 5339 funds; 2) Amend RTA's FY 2016/17 capital assistance program to reflect an additional $1,492,532 in FY 2015/16 California Low Carbon Transit Operation Program (LCTOP) funds received for the UCR Mobility Hub; 3) Reprogram the Local Transportation Fund (LTF) capital amount of $2,400,000 originally identified for the Twin Cities Transit Center and move the funds to RTA's new Operations and Maintenance Facility project; 4) Approve amendments to RTA's Short Range Transit Plans (SRTP) to reflect the changes outlined above; and 5) Forward to the Commission for final action. 13. REQUEST TO JOIN THE CALIFORNIA VANPOOL AUTHORITY Robert Yates, Multimodal Services Director, presented the details of the request to join the California Vanpool Authority (CalVans). Commissioner Nancy Carroll discussed her support of the staff recommendation and commended staff for its efforts to find a solution to provide safe and reliable transportation for an underserved area. Chair Harnik expressed her support for the CalVans program. M/S/C (Bailey/Gibbs) to: 1) Adopt Resolution No. 17-009, "Resolution of the Riverside County Transportation Commission Resolving to Join the California Vanpool Authority"; 2) Authorize the Executive Director or designee to transmit a request to the California Vanpool Authority (CalVans) board to approve the Commission to join the joint powers authority; 3) Authorize the Executive Director, pursuant to legal counsel review, to execute an addendum to the joint powers agreement to form CalVans to memorialize the Commission's membership; RCTC Budget and Implementation Committee Minutes April 24, 2017 Page 8 4) Authorize the Chair or Executive Director, pursuant to legal counsel review, to execute Agreement No. 17-45-089-00 with SunLine Transit Agency (SunLine) to approve the operation of the SunLine Vanpool Program (SolVan) under the terms and conditions of the Commission's membership in CalVans; 5) Authorize the Chair to appoint one member and one alternate to serve on the CalVans board; and 6) Forward to the Commission for final action. Abstain: Naggar 14. CITIZENS ADVISORY COMMITTEE/SOCIAL SERVICES TRANSPORTATION ADVISORY COMMITTEE MEMBERSHIP NOMINATIONS Monica Morales, Management Analyst, presented the Citizens Advisory Committee/Social Services Transportation Advisory Committee membership nominations. M/S/C (Bailey/Gibbs) to: 1) Approve member reappointments to the Citizens Advisory Committee/Social Services Transportation Advisory Committee (CAC/SSTAC) effective May 10, 2017; and 2) Forward to the Commission for final action. 15. FISCAL YEAR 2017/18 SAN BERNARDINO COUNTY TRANSPORTATION AUTHORITY AGREEMENT FOR INLAND EMPIRE RIDESHARE AND 511 SERVICES Brian Cunanan, Commuter and Motorist Assistance Manager, presented the details of the Fiscal Year 2017/18 San Bernardino County Transportation Authority Agreement for Inland Empire Rideshare and 511 Services programs. M/S/C (Gibbs/Krupa) to: 1) Approve Agreement No. 17-45-088-00 with the San Bernardino County Transportation Authority (SBCTA) to reimburse the Commission in an amount not to exceed $1.3 million for Fiscal Year 2017/18 commuter/employer rideshare and Inland Empire 511 (1E511) programs administered by the Commission, on behalf of both agencies, as part of an ongoing bi-county partnership; 2) Authorize the Chair or Executive Director, pursuant to legal counsel review, to execute the agreement on behalf of the Commission; and 3) Forward to the Commission for final action. RCTC Budget and Implementation Committee Minutes April 24, 2017 Page 9 16. ITEM(S) PULLED FROM CONSENT CALENDAR AGENDA There were no items pulled from the consent calendar. 17. COMMISSIONERS / EXECUTIVE DIRECTOR REPORT There were no reports from Commissioners or the Executive Director. 18. ADJOURNMENT There being no further business for consideration by the Budget and Implementation Committee, the meeting was adjourned at 11:10 a.m. Respectfully submitted, • Jennifer Harmon Clerk of the Board AGENDA ITEM 6A RIVERSIDE COUNTY TRANSPORTATION COMMISSION DATE: May 22, 2017 TO: Budget and Implementation Committee FROM: Michele Cisneros, Deputy Director of Finance THROUGH: Theresia Trevino, Chief Financial Officer SUBJECT: Appropriations Limit for Fiscal Year 2017/18 STAFF RECOMMENDATION: 1) This item is for the Committee to approve Resolution No. 17-010, "Resolution of the Riverside County Transportation Commission Establishing the Annual Appropriations Limit", for Fiscal Year 2017/18; and 2) Forward to the Commission for final action. BACKGROUND INFORMATION: Section 7910 of the California Government Code implements Article XIIIB of the California Constitution by requiring each local jurisdiction to establish, by resolution, its appropriations limit for each fiscal year and to make documentation used to determine the appropriations limit available to the public 15 days prior to adoption of the resolution establishing the appropriations limit. Staff performed the calculations necessary to determine the limit. The resolution and documents supporting the calculation are attached. The Commission chose to use the percentage change in the California per capita personal income and population change within Riverside County as the factors in determining the appropriations limit. As required, the adoption of the Commission's FY 2017/18 Appropriations Limit was posted in the Press Enterprise, and the Desert Sun. Attachments: 1) Resolution No. 17-010 2) California Per Capita Income and Population, Riverside County— California Department of Finance Agenda Item 6A 1 ATTACHMENT 1 RESOLUTION NO. 17-010 RESOLUTION OF THE RIVERSIDE COUNTY TRANSPORTATION COMMISSION ESTABLISHING THE ANNUAL APPROPRIATIONS LIMIT WHEREAS, Article XIIIB of the California Constitution places an annual limitation upon appropriations from proceeds of taxes by each local government of the State of California; and WHEREAS, in 1988, pursuant to Article XIIIB, section 4 of the California Constitution, the Riverside County Transportation Commission established its appropriations limit at $75 million for Fiscal Year 1988/89 under ordinance No. 88-1; and WHEREAS, Section 7910 of the California Government Code implements Article XIIIB of the California Constitution by requiring each local jurisdiction to establish, by resolution, its appropriations limit for each fiscal year and to make the documentation used in determining the appropriations limit available to the public fifteen days prior to adoption of the resolution establishing the appropriations limit; and WHEREAS, in accordance with Senate Constitutional Amendment No. 1 approved by the voters of the State effective June 6, 1990, beginning with fiscal year 1990-1991 and for each fiscal year thereafter, the Commission's Board of Commissioners is required to select either the percentage change in California per capita personal income or the percentage change in the local assessment roll due to the addition of local non-residential construction, and either the population change within the Commission or the population change within Riverside County, as the two factors to be applied in calculating the appropriations limit for each fiscal year; and WHEREAS, this Board wishes to select, as factors in determining the Commission's appropriation limit for Fiscal Year 2017/18 the percentage change in California per capita personal income and also the population change within Riverside County; and WHEREAS, this Commission has documented its calculations of the Commission's appropriations limit for Fiscal Year 2017/18 and said calculations have been made available to the public at least fifteen days prior to the adoption of this resolution. NOW, THEREFORE, BE IT RESOLVED by the Board of Commissioners of the Riverside County Transportation Commission as follows: 2 1. For Fiscal Year 2017/18, the factors selected for calculating the appropriations limit are (a) the percentage change in California per capita personal income, and (b) the population change within the County of Riverside. 2. The appropriations limit applicable to this Agency pursuant to Article XIIIB of the California Constitution for Fiscal Year 2017/18 are hereby established and determined to be $441,572,195. 3. A copy of the documentation used in the determination of the appropriations limit for Fiscal Year 2017/18 shall be affixed hereto and shall be available for public inspection. 4. Pursuant to Section 7910 of the California Government Code, any judicial action or proceeding to attack, review, set aside, void, or annul the establishment of the appropriations limit as set forth herein must be commenced within 45 days of the adoption of this resolution. ADOPTED this 14th day of June, 2017. John F. Tavaglione, Chair Riverside County Transportation Commission ATTEST: Jennifer Harmon, Clerk of the Board Riverside County Transportation Commission 3 RIVERSIDE COUNTY TRANSPORTATION COMMISSION 2017/18 APPROPRIATIONS LIMIT 2016/17 Appropriations Limit $ 419,316,693 2017/18 adjustment: Change in California per capita personal income = 3.69% Change in Population, Riverside County = 1.56% Per Capita Cost of Living converted to a ratio: 3.69 + 100 = 1.0369 100 Population converted to a ratio: 1.56 + 100 = 1.0156 100 Calculation of factor for FY 2017/18: 1.0369 x 1.0156 = 1.05307564 $419,316,693 x 1.05307564 = $441,572,195 2017/18 Appropriations Limit $441,572,195 Source: California per capita income — California Department of Finance Population, Riverside County — California Department of Finance 4 ATTACHMENT 2 ��r7 op. .c � ^ z b II^ Z to IIII n a DEPARTMENT OF Qa,-1F0.-,P F I N A N C E OFFICE OF THE DIRECTOR May 2017 Dear Fiscal Officer: EDMUND G. BROWN JR. • GOVERNOR STATE CAPITOL ■ ROOM 1 1 45 SACRAMENTO CA ■ 95814-4996 ■ WWW.DOF.CA.GOV Subject: Price Factor and Population Information Appropriations Limit The California Revenue and Taxation Code, section 2227, requires the Department of Finance (Finance) to transmit an estimate of the percentage change in population to local governments. Each local jurisdiction must use their percentage change in population factor for January 1, 2017, in conjunction with a change in the cost of living, or price factor, to calculate their appropriations limit for fiscal year 2017-18. Attachment A provides the change in California's per capita personal income and an example for utilizing the price factor and population percentage change factor to calculate the 2017-18 appropriations limit. Attachment B provides the city and unincorporated county population percentage change. Attachment C provides the population percentage change for counties and their summed incorporated areas. The population percentage change data excludes federal and state institutionalized populations and military populations. Population Percent Change for Special Districts Some special districts must establish an annual appropriations limit. The Revenue and Taxation Code, section 2228 provides additional information regarding the appropriations limit. Article XIII B, section 9(C) of the California Constitution exempts certain special districts from the appropriations limit calculation mandate. The Code and the California Constitution can be accessed at the following website: http://leginfo.legislature.ca.gov/faces/codes.xhtml. Special districts required by law to calculate their appropriations limit must present the calculation as part of their annual audit. Any questions special districts have on this requirement should be directed to their county, district legal counsel, or the law itself. No state agency reviews the local appropriations limits. Population Certification The population certification program applies only to cities and counties. Revenue and Taxation Code section 11005.6 mandates Finance to automatically certify any population estimate that exceeds the current certified population with the State Controller's Office. Finance will certify the higher estimate to the State Controller by June 1, 2017. Please Note: Prior year's city population estimates may be revised. If you have any questions regarding this data, please contact the Demographic Research Unit at (916) 323-4086. MICHAEL COHEN Director By: AMY M. COSTA Chief Deputy Director Attachment 5 May 2017 Attachment A A. Price Factor: Article XIII B specifies that local jurisdictions select their cost of living factor to compute their appropriation limit by a vote of their governing body. The cost of living factor provided here is per capita personal income. If the percentage change in per capita personal income is selected, the percentage change to be used in setting the fiscal year 2017-18 appropriation limit is: Per Capita Personal Income Fiscal Year (FY) Percentage change over prior year 2017-18 3.69 B. Following is an example using sample population change and the change in California per capita personal income as growth factors in computing a 2017-18 appropriation limit. 2017-18: Per Capita Cost of Living Change = 3.69 percent Population Change = 0.85 percent Per Capita Cost of Living converted to a ratio: Population converted to a ratio: 3.69 + 100 = 1.0369 100 0.85 + 100 = 1.0085 100 Calculation of factor for FY 2017-18: 1.0369 x 1.0085 = 1.0457 6 Fiscal Year 2017-18 Attachment B Annual Percent Change in Population Minus Exclusions" January 1, 2016 to January 1, 2017 and Total Population, January 1, 2017 County Percent Change --- Population Minus Exclusions --- City 2016-2017 1-1-16 1-1-17 Riverside Total Population 1-1-2017 Banning 0.75 30,836 31,068 31,068 Beaumont 3.03 44,821 46,179 46,179 Blythe -0.46 14,114 14,049 19,660 Calimesa 3.09 8,378 8,637 8,637 Canyon Lake 0.85 10,799 10,891 10,891 Cathedral City 0.96 53,994 54,511 54,557 Coachella 0.92 45,135 45,551 45,551 Corona 2.34 163,931 167,759 167,759 Desert Hot Springs 0.78 28,885 29,111 29,111 Eastvale 2.21 63,214 64,613 64,613 Hemet 0.94 81,109 81,868 81,868 Indian Wells 1.40 5,375 5,450 5,450 Indio 1.53 87,382 88,718 88,718 Jurupa Valley 2.42 98,920 101,315 101,315 Lake Elsinore 2.00 60,731 61,947 62,092 La Quinta 1.25 40,176 40,677 40,677 Menifee 2.41 88,524 90,660 90,660 Moreno Valley 1.00 204,712 206,750 206,750 Murrieta 2.39 112,232 114,914 114,914 Norco 0.44 24,063 24,169 26,882 Palm Desert 1.17 50,154 50,740 50,740 Palm Springs 1.09 46,866 47,379 47,379 Perris 2.34 74,005 75,739 75,739 Rancho Mirage 1.12 18,093 18,295 18,295 Riverside 0.97 323,607 326,733 326,792 San Jacinto 1.22 47,348 47,925 47,925 Temecula 1.27 109,635 111,024 111,024 Wildomar 2.14 35,034 35,782 35,782 Unincorporated 1.69 367,208 373,397 373,755 County Total 1.56 2,339,281 2,375,851 2,384,783 "Exclusions include residents on federal military installations and group quarters residents in state mental institutions, state and federal correctional institutions and veteran homes. 7 AGENDA ITEM 6B RIVERSIDE COUNTY TRANSPORTATION COMMISSION DATE: May 22, 2017 TO: Budget and Implementation Committee FROM: Michele Cisneros, Deputy Director of Finance THROUGH: Theresia Trevino, Chief Financial Officer SUBJECT: Quarterly Financial Statements STAFF RECOMMENDATION: This item is for the Committee to: 1) Receive and file the Quarterly Financial Statements for the period ended March 31, 2017; and 2) Forward to the Commission for final action. BACKGROUND INFORMATION: During the last nine months of the fiscal year, staff monitored the revenues and expenditures of the Commission. The attached financial statements present the revenues and expenditures for the nine months of the fiscal year. Period closing accrual adjustments are not included for revenues earned but not billed and expenditures incurred for goods and services received but not yet invoiced, as such adjustments are normally made during the year-end closing process. The operating statement shows the sales tax revenues for the third quarter at 56 percent of the budget. This is a result of Governmental Accounting Standards Board (GASB) Statement No. 33. GASB No. 33 requires sales tax revenues to be accrued for the period in which it is collected at the point of sale. The State Board of Equalization (SBOE) collects the Measure A funds and remits these funds to the Commission after the reporting period for the businesses. This creates a two -month lag in the receipt of revenues by the Commission. Accordingly, these financial statements reflect the revenues related to collections for January 2017. On a cash basis, the Measure A and Local Transportation Fund sales tax revenues are 3.66 and 4.47 percent higher, respectively than the same period last year. State Transit Assistance Fund receipts through the second quarter have been received as of March 2017. Staff will continue to monitor the trends in the sales tax receipts and report to the Commission any necessary adjustments. Federal, state, and local revenues are on a reimbursement basis. The Commission will receive these revenues as eligible project costs are incurred and invoiced to the respective agencies. Agenda Item 6B 8 During FY 2016/17 budget process, the Commission took a conservative approach to estimate the Transportation Uniform Mitigation Fee (TUMF) revenues of $18.5 million passed through from the Western Riverside Council of Governments (WRCOG). The Commission received TUMF receipts through January 2017. The budgeted balance of $20,000 relates to the TUMF zone reimbursements from WRCOG for the Interstate 215 interchange project. Toll revenues budgeted at $3.8 million represent a half year of projected toll transactions for the RCTC 91 Express Lanes based on the Riverside County 91 Express Lanes Extension Investment Grade Traffic and Revenue Report and 2013 financing assumptions. Substantial completion and commencement of toll operations occurred in March 2017. Toll revenue transactions of $657,163 reflect 12 days of toll operations. Other revenues budgeted include $2.34 million of non -toll source of revenues not attributable directly to toll transactions and derived from the Commission's share of 91 Express Lanes' transaction -based fees and account -based fees, net of uncollectable tolls. The budgeted balance of $173,000 relates to property management revenues generated from various Commission - owned properties. The Commission took a conservative approach in estimating investment income for FY 2016/17, as a result of flat interest yields on investment balances. Investment income is slightly higher in the third quarter primarily as a result of the investment of sales tax and toll revenue bond proceeds and rising investment yields. The expenditures/expenses and other financing sources/uses categories are in line overall with the expectations of the budget with the following exceptions: • Professional services include a swap termination payment of $10.3 million to Deutsche Bank (DB). Due to Moody's Investor Service lowering DB's long-term rating to Baal, the downgrade resulted in the occurrence of a termination event under the swap agreement. At its September 2016 meeting, the Commission approved the termination of the forward interest rate swap with DB in the outstanding notional amount of $63.9 million and a termination cost of $10.3 million, resulting in the refunding of the 2009 Series A Sales Tax Revenue Variable Rate Demand Bonds (2009 A Bonds); • Support costs are under budget due to unused budget authority for rail station and motorist assistance maintenance and repairs and toll operations support; • Program operations are under budget due to unused budget authority for the 91 Project activities, motorist and commuter assistance program operations, and highway and rail program management; • Capital project expenditures are generally affected by lags in invoices submitted by contractors and consultants, as well as other issues encountered during certain phases of the projects. The status of significant capital projects with budget exceeding $5 million is discussed in the attachment; • Operating and capital disbursements are made as claims are submitted to the Commission by transit operators; Agenda Item 6B 9 " S p e c i a l s t u d i e s u n u s e d b u d g e t a u t h o r i t y r e l a t e d t o f e a s i b i l i t y s t u d i e s ; " L o c a l s t r e e t s a n d r o a d s a r e r e l a t e d t o t h e t i m i n g o f M e a s u r e A s a l e s t a x r e v e n u e s a s p r e v i o u s l y e x p l a i n e d . T h e s e f i n a n c i a l s t a t e m e n t s r e f l e c t e x p e n d i t u r e s m a d e t o t h e l o c a l j u r i s d i c t i o n s r e l a t e d t o c o l l e c t i o n s t h r o u g h J a n u a r y 2 0 1 7 ; " R e g i o n a l a r t e r i a l e x p e n d i t u r e s p r i m a r i l y r e p r e s e n t e x p e n d i t u r e s f o r t h e h i g h w a y s a n d r e g i o n a l a r t e r i a l p r o g r a m a d m i n i s t e r e d b y t h e C o a c h e l l a V a l l e y A s s o c i a t i o n o f G o v e r n m e n t s ( C V A G ) . C V A G r e q u e s t s r e i m b u r s e m e n t s f r o m t h e C o m m i s s i o n b a s e d o n a v a i l a b l e f u n d s a n d s u f f i c i e n t b u d g e t a u t h o r i t y ; " D e b t s e r v i c e p r i n c i p a l p a y m e n t s a r e m a d e a n n u a l l y o n J u n e 1 , w h i l e i n t e r e s t p a y m e n t s a r e m a d e s e m i a n n u a l l y o n D e c e m b e r 1 a n d J u n e 1 , e x c e p t f o r t h e 2 0 0 9 S a l e s T a x R e v e n u e B o n d s ( v a r i a b l e r a t e ) a s t h o s e i n t e r e s t p a y m e n t s a r e m o n t h l y . T h e C o m m i s s i o n a p p r o v e d t h e i s s u a n c e o f t h e 2 0 1 6 R e f u n d i n g B o n d s p r i m a r i l y t o r e f u n d a l l o f t h e o u t s t a n d i n g 2 0 0 9 A B o n d s a n d t o r e t i r e a l l o f t h e $ 2 0 m i l l i o n o u t s t a n d i n g c o m m e r c i a l p a p e r n o t e s , w h i c h p r o c e e d s w e r e a p p l i e d t o f i n a n c e a t e r m i n a t i o n p a y m e n t i n c o n n e c t i o n w i t h t h e i n t e r e s t r a t e s w a p a g r e e m e n t w i t h D B ; " C o s t o f i s s u a n c e a n d p a y m e n t t o e s c r o w a g e n t r e l a t e t o t h e 2 0 1 6 S e r i e s A S a l e s T a x R e v e n u e R e f u n d i n g B o n d s ( 2 0 1 6 R e f u n d i n g B o n d s ) r e s u l t i n g f r o m t h e t e r m i n a t i o n o f t h e D B i n t e r e s t r a t e s w a p a n d r e f u n d i n g o f t h e 2 0 0 9 A B o n d s . T h e f i n a n c i a l c l o s i n g o f t h e i s s u a n c e o f t h e 2 0 1 6 R e f u n d i n g B o n d s a n d p a y m e n t o f t h e c o s t o f i s s u a n c e a n d p a y m e n t t o e s c r o w a g e n t o c c u r r e d i n O c t o b e r 2 0 1 6 ; " C a p i t a l o u t l a y e x p e n d i t u r e s a r e u n d e r b u d g e t d u e t o u n u s e d b u d g e t a u t h o r i t y f o r s t a t i o n s e c u r i t y i m p r o v e m e n t s , t o l l o p e r a t i o n s e q u i p m e n t , a n d C o m m i s s i o n n e t w o r k , h a r d w a r e , a n d s o f t w a r e i m p r o v e m e n t s ; " T h e C o m m i s s i o n e n t e r e d i n t o a l o a n a g r e e m e n t w i t h t h e U . S . D e p a r t m e n t o f T r a n s p o r t a t i o n i n J u l y 2 0 1 3 f o r a $ 4 2 1 , 0 5 4 , 4 0 9 T r a n s p o r t a t i o n I n f r a s t r u c t u r e F i n a n c e a n d I n n o v a t i o n A c t ( T I F I A ) l o a n t o p a y e l i g i b l e S t a t e R o u t e 9 1 C o r r i d o r I m p r o v e m e n t P r o j e c t ( 9 1 P r o j e c t ) c o s t s . T h e l o a n i s a t o l l r e v e n u e b o n d ( T I F I A B o n d ) t h a t i s s u b o r d i n a t e t o t h e 2 0 1 3 T o l l B o n d s . P r o c e e d s o f t h e T I F I A B o n d m a y b e d r a w n u p o n a f t e r c e r t a i n c o n d i t i o n s h a v e b e e n m e t . T h r o u g h t h e t h i r d q u a r t e r , t h e C o m m i s s i o n d r e w d o w n $ 1 2 1 . 5 m i l l i o n i n T I F I A l o a n p r o c e e d s . D u r i n g c o n s t r u c t i o n o f t h e 9 1 P r o j e c t a n d f o r a p e r i o d o f u p t o f i v e y e a r s f o l l o w i n g s u b s t a n t i a l c o m p l e t i o n , i n t e r e s t i s c o m p o u n d e d a n d a d d e d t o t h e i n i t i a l T I F I A l o a n . T I F I A d e b t s e r v i c e p a y m e n t s a r e e x p e c t e d t o c o m m e n c e o n D e c e m b e r 1 , 2 0 2 1 , w h i c h i s a p p r o x i m a t e l y f i v e y e a r s a f t e r s u b s t a n t i a l c o m p l e t i o n o f t h e 9 1 P r o j e c t , t h r o u g h J u n e 1 , 2 0 5 1 ; a n d " A t i t s S e p t e m b e r 2 0 1 6 m e e t i n g , t h e C o m m i s s i o n a p p r o v e d t h e i s s u a n c e o f t h e 2 0 1 6 R e f u n d i n g B o n d s o f $ 7 6 . 1 m i l l i o n t o r e f u n d a l l o f t h e o u t s t a n d i n g 2 0 0 9 A B o n d s , r e t i r e a l l o f t h e o u t s t a n d i n g c o m m e r c i a l p a p e r n o t e s w h i c h h a v e b e e n a p p l i e d t o f i n a n c e a t e r m i n a t i o n p a y m e n t i n c o n n e c t i o n w i t h a n i n t e r e s t r a t e s w a p a g r e e m e n t w i t h D B , a n d p a y c o s t o f i s s u a n c e . I n M a r c h , $ 2 0 m i l l i o n o f c o m m e r c i a l p a p e r n o t e s w e r e i s s u e d , r e p r e s e n t i n g h a l f o f t h e a m o u n t i n c l u d e d i n t h e F Y 2 0 1 6 / 1 7 b u d g e t . T h e C o m m i s s i o n ' s p l a n o f f i n a n c e f o r t h e I - 1 5 E x p r e s s L a n e s p r o j e c t a n t i c i p a t e s t h e i s s u a n c e o f a n a d d i t i o n a l $ 1 0 m i l l i o n i n l a t e J u n e . A g e n d a I t e m 6 B 1 0 Attachments: 1) Quarterly Project Status — March 2017 2) Quarterly Financial Statements— March 2017 Agenda Item 6B 11 ATTACHMENT 1 RIVERSIDE COUNTY TRANSPORTATION COMMISSION QUARTERLY PROJECT STATUS 3RD QUARTER FOR NINE MONTHS ENDED 3/31/2017 FY 2016/17 BUDGET Project Description 3RD QUARTER EXPENDITURES Project Status 91 Project (Design -Build) The project will connect with Orange County Transportation Authority's tolled express lanes at the Orange County/Riverside County line and continue approximately eight miles to the Interstate (I)-15/State Route (SR)-91 interchange. The project involves widening pavement on the outside of the existing highway to reposition general purpose lanes and repurposing the existing High Occupancy Vehicle (HOV) lanes to accommodate two -tolled express lanes in the median in each direction. The SR-91 CIP also involves constructing one new general purpose lane in each direction from SR-71 to 1-15, ultimately providing two -tolled express lanes and five general purpose lanes in each direction. SR-91 CIP development activities began in September 2007, construction work related to roadway and structures began in July 2014, and the toll lanes are expected to open in early 2017. The total acquisition and construction cost of the SR- 91 CIP is estimated at $1.4 billion, including capitalized interest, debt service reserves, contingency, and cost of issuance. 1-15 Express Lanes Project The project will generally add two tolled express lanes in each direction from SR-60 to Cajalco Road in Corona. Project development activities began in April 2008, and lanes are expected to open to traffic in 2020. The 2016 CAPEX forecast estimates the total project cost at $486 million, which includes $46 million of contingency. $ 186,176,400 31,832,300 $114,803,875 9,036,297 The Design -Build contract has an actual reported progress of 97 percent as of March 31, 2017, with substantial completion occurring on March 20, 2017. The Commission has acquired and delivered all 197 Caltrans Parcel Numbers to the Design -Builder. Construction is complete on all 32 bridges and 90 of 92 walls. All 90 utility relocations are complete. The under run of the FY 2016/17 budget at the third quarter is due to under runs in right of way, including anticipated goodwill and negotiated settlement costs later in the fiscal year ($38.3 million), the Design -Build contract ($10.4 million), the project and construction management (PCM) contract ($2.7 million), and the Caltrans Cooperative Agreement ($1.9 million). Staff completed the project report and environmental document phase of work in May 2016. Procurement shortlists for both toll services and Design -Build were announced in the first quarter of 2016. The tolling services contract was awarded in January 2017 and the Design -Build contract was awarded in April 2017. The under run of the FY 2016/17 budget at the third quarter is due to under runs in the PCM contract ($2.2 million) and special legal services for completion of the Toll Services Provider and Design - Build procurement documents ($0.7 million). The 2017 CAPEX forecast, which included the awards of the two major contracts, resulted in a decrease of the estimated project cost to $455 million, including $42 million of contingency. 12 FY 2016/17 BUDGET Project Description 3RD QUARTER EXPENDITURES Project Status 1-215 Corridor Improvements/Scott Road to Nuevo Road The project will add one mixed flow lane in each direction. Preliminary engineering began in 2007 and was completed in 2011. Final design began in 2011 and was completed in December 2012; construction began in 2013 and is expected to be completed in 2016. The estimated project cost is $120 million. Mid County Parkway The environmental document for a new corridor from I- 215 to SR-79 was approved in April 2015. The first design package is anticipated to be completed in FY 2018/2019. Construction of this new facility will be completed over many years as funding becomes available; the project cost is estimated at $1.3 to $1.6 billion. Pachappa Underpass Project The project will remove the Pachappa shoofly activities and construct the retaining wall, drainage, and track work for the permanent Pachappa underpass; the project cost is estimated at $12 million. Perris Valley Line and other rail projects The project extends commuter rail services to the city of Perris. The project commenced in December 2007 when the Commission received approval from the Federal Transit Administration (FTA) to move into project development. Expected completion date is December 2015 for an estimated project cost of $248.3 million. Other rail projects include adding a fourth main track between the Riverside Downtown station to the connector to the San Jacinto Branch Line at Highgrove. 5,588,728 11,764,300 12,183,600 8,043,900 2,126,819 3,005,151 The notice to proceed for construction was issued in December 2012 and construction started in January 2013. Aesthetic work along the freeway has been completed and the project is substantially complete. Caltrans punch -list items work continues. Final project accounting is underway. Staff completed the work on the Environmental Impact Report (EIR)/Environmental Impact Study (EIS). Major milestones have been met and the project's Record of Decision was published in the Federal register in August 2015. The Commission approved the procurement for final design of the 1-215 Placentia Interchange in November 2016. Staff has been working with the Federal Highway Administration on approval of the New Connection Report, approval of the Habitat Mitigation and Monitoring Plan with the U.S. Army Corps of Engineers, and purchasing of the required land mitigations. Staff started the work on the Cultural Landscape Study for cultural resources mitigation. The Commission acquired some of the mitigation land needed for the project. Staff continues to work on identifying the remaining mitigation land needed. 70,687 Right of way needs have been determined and acquisition has started; design matters continue; and the option to retain the shoofly and adjoining walls has been discontinued. -4,928,082 The FTA awarded Small Starts Grant Agreement funds. ROW acquisition activities for the station and layover facility at south Perris have been completed. Following the settlement of a lawsuit challenging elements of the California Environmental Quality Act document in July 2013, the construction contract was given limited notice to proceed in October 2013 and full notice following FTA approval of the Small Starts Grant Agreement. Active construction commenced in January 2014. Metrolink operations commenced in June 2016. Substantial completion was reached in September 2016. Final completion is expected in May 2017. The negative expenditures amounts through the third quarter represents the impact of an overaccrual of expenditures in FY 2015/16. This list discusses the significant capital projects (i.e., total budgeted costs in excess of $5 million) and related status. Capital project expenditures are generally affected by lags in invoices submitted by contractors and consultants, as well as issues encountered during certain phases of the projects. The capital projects budgets tend to be based on aggressive project schedules. 13 ATTACHMENT 2 Revenues Sales tax Federal reimbursements State reimbursements Local reimbursements Transportation Uniform Mitigation Fee Toll revenues Other revenues Investment income Total revenues Expenditures Salaries and benefits Professional and support Professional services Support costs Total Professional and support costs RIVERSIDE COUNTY TRANSPORTATION COMMISSION QUARTERLY BUDGET TO ACTUAL 3RD QUARTER FOR NINE MONTHS ENDED 3/31/2017 FY 2016/17 3RD QUARTER REMAINING PERCENT BUDGET ACTUAL BALANCE UTILIZATION $ 268,821,600 $ 149,755,041 $ (119,066,559) 56% 37,187,953 3,947,915 (33,240,038) 11% 11,589,241 2,651,078 (8,938,163) 23% 10,496,100 6,250,690 (4,245,410) 60% 18,520,000 8,702,921 (9,817,079) 47% 3,798,000 657,163 (3,140,837) 17% 2,518,000 258,846 (2,259,154) 10% 1,849,000 2,774,090 925,090 150% 354,779,894 174,997,744 (179,782,150) 49% 9,505,100 6,611,756 2,893,344 70% 33,596,100 18,950,077 14,646,023 56% 10,089,000 3,918,612 6,170,388 39% 43,685,100 22,868,689 20,816,411 52% Projects and operations Program operations - general 20,408,900 8,274,558 12,134,342 41% Engineering 18,732,900 1,384,924 17,347,976 7% Construction 89,863,279 19,019,789 70,843,490 21% Design Build 145,010,600 110,780,736 34,229,864 76% Right of way/land 74,289,713 1,561,056 72,728,657 2% Operating and capital disbursements 151,020,792 85,644,343 65,376,449 57% Special studies 2,965,000 763 2,964,237 0% Local streets and roads 51,358,000 29,111,545 22,246,455 57% Regional arterials 30,516,600 6,019,859 24,496,741 20% Total projects and operations 584,165,784 261,797,573 322,368,211 45% Debt service Principal 28,100,000 20,000,000 8,100,000 71% Interest 56,615,800 23,167,425 33,448,375 41% Cost of issuance 645,000 654,006 (9,006) 101% Payment to escrow agent 63,900,000 63,900,000 100% Total debt service 149,260,800 107,721,431 41,539,369 72% Capital outlay Total Expenditures Excess revenues over(under)expenditures 3,801,000 1,372,749 790,417,784 (435,637,890) 2,428,251 36% 400,372,198 390,045,586 51% (225,374,454) 407,384,556 52% Other financing sources/(uses) Transfer in 241,966,700 107,692,854 (134,273,846) 45% Transfer out (241,966,700) (107,692,854) 134,273,846 45% TIFIA loan proceeds 100,269,200 121,550,549 21,281,349 121% Debt proceeds 103,225,000 96,140,000 (7,085,000) 93% Bond premium - 8,414,006 8,414,006 N/A Total financing sources/(uses) 203,494,200 226,104,555 (22,610,355) 111% Net change in fund balances (232,143,690) 730,101 384,774,201 0% Fund balance July 1, 2016 741,082,700 740,421,402 (661,298) 100% Fund balance March 31, 2017 $ 508,939,010 $ 741,151,503 $ 384,112,903 146% 14 AGENDA ITEM 6C RIVERSIDE COUNTY TRANSPORTATION COMMISSION DATE: May 22, 2017 TO: Budget and Implementation Committee FROM: Megan Kavand, Senior Financial Analyst Michele Cisneros, Deputy Director of Finance THROUGH: Theresia Trevino, Chief Financial Officer SUBJECT: Quarterly Investment Report STAFF RECOMMENDATION: This item is for the Committee to: 1) Receive and file the Quarterly Investment Report for the quarter ended March 31, 2017; and 2) Forward to the Commission for final action. BACKGROUND INFORMATION: For many years and as a result of a low interest rate environment, the Commission's quarterly investment reports reflected investments primarily concentrated in the Riverside County Pooled Investment Fund (RCPIF). Other investments included the state Local Agency Investment Fund and mutual funds. In connection with the issuance of sales tax revenue bonds and toll revenue bonds and the execution of Transportation Infrastructure Finance and Innovation Act (TIFIA) loan for the State Route 91 Corridor Improvement Project (91 Project), the Commission anticipated the need to engage an investment manager for the bond proceeds and other required funds. Additionally, the Commission desired to engage an investment manager to provide investment advisory and management services related to the Commission's operating funds. Accordingly, at its May 2013 meeting, the Commission awarded two investment management services agreements to Logan Circle Partners, L.P. (Logan) for 91 Project funds and to Payden & Rygel Investment Management (Payden & Rygel) for Commission operating funds. Logan invested the 91 Project debt proceeds during the first quarter of FY 2013/14 in the Short -Term Actively Managed Program (STAMP). Payden & Rygel was authorized to make specific investments for the Commission's operating funds beginning with the third quarter of FY 2014/15. Since June 2015, the Commission funded its annual 91 Project equity contributions approximating $67.8 million; the funds were invested by Logan in a separate STAMP account. Agenda Item 6C 15 The quarterly investment report for the third quarter of FY 2016/17 as required by state law and Commission policy reflects the increased investment activities resulting from the 91 Project and available operating cash. The quarterly investment report includes the following information: • Investment Portfolio Report; • STAMP Portfolio by Investment Category; • STAMP Portfolio by Account; • STAMP Portfolio Transaction Report by Account; • STAMP Portfolio Summary of investments by credit rating, industry group, asset class, security type and market sector; • STAMP Portfolio Toll Revenue Project Senior Lien Fund Summary of investments by credit rating, industry group, asset class, security type and market sector; • STAMP Portfolio Toll Revenue Project Sales Tax Revenue Fund Summary of investments by credit rating, industry group, asset class, security type and market sector; • STAMP Portfolio Toll Revenue Series A & Series B Reserve Fund Summary of investments by credit rating, industry group, asset class, security type and market sector; • STAMP Portfolio Toll Revenue Project Capitalized Interest Fund Summary of investments by credit rating, industry group, asset class, security type and market sector; • STAMP Portfolio Sales Tax Revenue Capitalized Interest Fund Summary of investment by credit rating, industry group, asset class, security type and market sector; • STAMP Portfolio Sales Tax Equity Fund Summary of investment by credit rating, industry group, asset class, security type and market sector; • Logan Circle Partners, L.P. Short Duration First Quarter 2017 Review; • Payden & Rygel Operating Portfolio by Investment Category; • Payden & Rygel Operating Portfolio Transaction Report; • Payden & Rygel Operating Portfolio First Quarter 2017 Review; and • County of Riverside Investment Report for the Quarter Ended March 31, 2017. The Commission's investments were in full compliance with the Commission's investment policy adopted on April 13, 2016, and investments securities permitted under the indenture for the Commission's sales tax revenue bonds and the master indenture for the Commission's toll revenue bonds. Additionally, the Commission has adequate cash flows for the next six months. Attachments: 1) Investment Portfolio Report 2) STAMP Portfolio by Investment Category 3) STAMP Portfolio by Account 4) STAMP Portfolio Transaction Report by Account 5) STAMP Portfolio Summary of Investments 6) STAMP Portfolio Toll Revenue Project Senior Lien Fund Summary of Investments 7) STAMP Portfolio Toll Revenue Project Sales Tax Revenue Fund Summary of Investments 8) STAMP Portfolio Toll Revenue Series A & Series B Reserve Fund Summary of Investments 9) STAMP Portfolio Toll Revenue Project Capitalized Interest Fund Summary of Investments Agenda Item 6C 16 10) STAMP Portfolio Sales Tax Revenue Capitalized Interest Fund Summary of Investments 11) STAMP Portfolio Sales Tax Equity Fund Summary of Investments 12) Payden & Rygel Operating Portfolio by Investment Category 13) Payden & Rygel Operating Portfolio Transaction Report 14) Logan Circle Partners, L.P. Short Duration Quarterly Review 15) Payden & Rygel Operating Portfolio Quarterly Review 16) County of Riverside Investment Report Agenda Item 6C 17 ATTACHMENT 1 Riverside County Transportation Commission Investment Portfolio Report Period Ended: March 31, 2017 RATING COUPON PAR PURCHASE MATURITY YIELD TO PURCHASE MARKET UNREALIZED FAIR VALUE MOODYS/FITCH/S&P RATE VALUE DATE DATE MATURITY COST VALUE GAIN (LOSS) OPERATING FUNDS City National Bank Deposits 27,184,681 A3/BBB+ N/A N/A County Treasurer's Pooled Investment Fund 410,895,393 Aaa-bf/AAA/V1 N/A 0.90% Local Agency Investment Fund (LAIF) 3,665,952 Not Rated N/A N/A Subtotal Operating Funds 441,746,026 FUNDS HELD IN TRUST County Treasurer's Pooled Investment Fund: Local Transportation Fund Subtotal Funds Held in Trust COMMISSION MANAGED PORTFOLIO US Bank Payden & Rygel Operating First American Government Obligation Fund Subtotal Commission Managed Portfolio STAMP PORTFOLIO for 91 CIP Toll Revenue Project Senior Lien Fund Toll Revenue Project Sales Tax Revenue Fund Series A & Series B Reserve Fund Toll Revenue Project Capitalized Interest Fund Sales Tax Revenue Capitalized Interest Fund Sales Tax Revenue Equity Fund Subtotal STAMP Portfolio TOTAL All Cash and Investments 85,307,435 Aaa-bf/AAA/V1 N/A 85,307,435 50,720,727 31,191,769 Aaa-mf/-/AAAm N/A 81,912,496 3,970,166 57 17,762,469 8,135,459 24,636,684 52,315,683 106,820,518 $ 715,786,474 $500,000,000 $450,000,000 $400,000,000 $350,000,000 $300,000,000 $250,000,000 $200,000,000 $150,000,000 $100,000,000 $50,000,000 $- Nature of Investments ■ STAMP Portfolio for 91 CIP Reserve ■ STAMP Portfolio for 91 CIP Project Fund ■ STAMP Portfolio for 91 CIP Capitalized Interest ■ STAMP Portfolio for 91 CIP Equity ■ Commission Managed Portfolio ■ Trust Funds ■ Operating Funds 0.90 % See attached report for details N/A See attached report for details See attached report for details See attached report for details See attached report for details See attached report for details See attached report for details 0.16% Money 4.36% Mutual Market Funds Funds 21.85% Fixed Income 0.51% LAIF 73.12% County Pool/Cash 18 ATTACHMENT 2 Riverside County Lnnsportotian Commission STAMP Portfolio by Investment Category for quarter ended March 31, 2017 Source Account Account Identifier Security Type Category Issuer ma Maturity Trade Date 02/22/2017 Current Face Value 241,000.00 ext Call Original Cost Date 240,853.79 --- Base Market Value 240,990.36 Base Net Total Unrealized Gain/Loss 4.29 Coupon 0.000 Yield 0.292 Summarized Credit Rating AAA 256350001 LC -Project Fund-2 Senior Lien 3I3313DY1 Agency Farm Credit Banks Consolidated Systemwide Bonds And Discount Notes 04/05/2017 256350005 LC -Project Fund-Toll2 3133EECD0 Agency Faun Credit Banks Consolidated Systemwide Bonds And Discount Notes 06/20/2017 06/15/2015 500,000.00 500,308.15 --- 500,290.00 256.46 1.008 0.756 AAA 256350023 LC -Sr Lien Reserve Fund-1 3137EADR7 Agency Federal Home Loan Mortgage Corporation 05/O1/2020 05/15/2015 475,000.00 471,527.75 -- 471,238.00 (1,570.86) 1.375 1.639 AAA 256350023 LC -Sr Lien Reserve Fund-1 3137EADB2 Agency Federal Home Loan Mortgage Corporation O1/13/2022 --- 950,000.00 942,921.50 --- 967,176.00 17,533.74 2.375 1.977 AAA 256350001 LC -Project Fund-2 Senior Lien 3135GOZB2 Agency Federal National Mortgage Association, Inc. 04/20/2017 03/27/2017 200,000.00 199,998.60 -- 199,996.00 (2.84) 0.750 0.785 AAA 256350022 LC -Sr Lien Ob Fund-1 Interest 3135GOZB2 Agency Federal National Mortgage Association, Inc. 04/20/2017 03/27/2017 325,000.00 324,997.73 --- 324,993.50 (4.62) 0.750 0.785 AAA 205091001 LC-20I3 A Capitalized Interest 3135GOZB2 Agency Federal National Mortgage Association, Inc. 04/20/2017 03/27/2017 575,000.00 574,995.98 -- 574,988.50 (8.18) 0.750 0.785 AAA 256350023 LC -Sr Lien Reserve Fund-1 3135GOD75 Agency Federal National Mortgage Association, Inc. 06/22/2020 05/06/2015 600,000.00 593,490.00 --- 597,372.00 1,536.65 1.500 1.640 AAA 256350005 LC -Project Fund-Toll2 3135GOZB2 Agency Federal National Mortgage Association, Inc. 04/20/2017 03/27/2017 1,400,000.00 1,399,990.20 -- 1,399,972.00 (19.90) 0.750 0.785 AAA 256350001 LC -Project Fund-2 Senior Lien 3130A7Q24 Agency FHLBanks Office of Finance 04/05/2017 03/29/2017 75,000.00 _ 74,996.70 --- 75,000.00 2.20 0.625 0.623 AAA 256350022 LC -Sr Lien Ob Fund-1 Interest 3I3385EN2 Agency FHLBanks Office of Finance 04/19/2017 03/27/2017 150,000.00 149,932.17 -- 149,953.50 9.00 0.000 0.596 AAA 256350001 LC -Project Fund-2 Senior Lien 313385EN2 Agency FHLBanks Office of Finance 04/19/2017 03/27/2017 200,000.00 199,909.56 --- 199,938.00 12.00 0.000 0.596 _ AAA 205091001 LC-20I3 A Capitalized Interest 313385E1,6 Agency FHLBanks Office of Finance 04/17/2017 03/27/2017 400,000.00 399,833.33 -- 399,892.00 25.34 0.000 0.580 AAA 205091001 LC-2013 A Capitalized Interest 313385EN2 Agency FHLBanks Office of Finance 04/19/2017 03/27/2017 1,000,000.00 999,547.78 --- 999,690.00 60.01 0.000 0.596 AAA 256350005 LC -Project Fund-Toll2 3I3385EN2 Agency FHLBanks Office of Finance 04/19/2017 03/27/2017 2,075,000.00 2,074,061.64 -- 2,074,356.75 124.53 0.000 0.596 AAA 256350001 LC -Project Fund-2 Senior Lien 3137A7JT8 Agency CMO Federal Home Loan Mortgage Corp. 06/25/2017 03/08/2017 12,201.97 12,201.97 --- 12,206.24 4.27 2.776 1.289 AAA 256350023 LC -Sr Lien Reserve Fund-1 3137AJMF8 Agency CMO Federal Home Loan Mortgage Corp. 10/25/2021 08/05/2015 30,000.00 31,038.28 -- 30,869.40 119.02 2.968 2.227 AAA 256350023 LC -Sr Lien Reserve Fund-1 31395EZP5 Agency CMO Federal Home Loan Mortgage Corp. 08/15/2019 07/09/2013 39,382.79 41,665.76 --- 40,355.94 183.57 4.500 1.219 AAA 256350022 LC -Sr Lien Ob Fund-1 Interest 3I393V2T7 Agency CMO Federal Home Loan Mortgage Coro. 06/15/2018 07/08/2013 49,470.70 52,322.99 -- 50,532.34 418.51 4.500 -0.392 AAA 256350005 LC -Project Fund-Toll2 3137A1LC5 Agency CMO Federal Home Loan Mortgage Corp. 08/15/2020 08/31/2015 53,063.04 53,908.73 --- 53,303.95 (291.55) 2.000 1.526 AAA 256350005 LC -Project Fund-Toll2 3137A85H7 Agency CMO Federal Home Loan Mortgage Corp. 12/15/2039 07/13/2015 103,850.69 108,264.35 -- 107,172.88 (701.05) 3.500 2.122 AAA 256350023 LC -Sr Lien Reserve Fund-1 3137ATRW4 Agency CMO Federal Home Loan Mortgage Corp. 05/25/2022 12/21/2016 125,000.00 124,804.69 --- 125,465.00 661.17 2.373 2.270 AAA 205091001 LC-20I3 A Capitalized Interest 3 I393V2T7 Agency CMO Federal Home Loan Mortgage Corp. 06/15/2018 07/08/2013 162,879.62 172,270.65 -- 166,375.02 1,377.93 4.500 -0.392 AAA 256350022 LC -Sr Lien Ob Fund-1 Interest 3137ASNH3 Agency CMO Federal Home Loan Mortgage Corp. 09/25/2021 08/15/2013 273,399.99 266,223.24 --- 269,673.55 224.38 1.459 2.087 AAA 256350023 LC -Sr Lien Reserve Fund-1 3137ASNH3 Agency CMO Federal Home Loan Mortgage Corp. 09/25/2021 07/03/2013 273,399.99 267,173.73 -- 269,673.55 (345.49) 1.459 2.087 AAA 256350023 LC -Sr Lien Reserve Fund-1 3137AUPE3 Agency CMO Federal Home Loan Mortgage Corp. 06/25/2022 --- 379,000.00 366,344.03 --- 380,163.53 8,448.00 2.396 2.309 AAA 256350005 LC -Project Fund-Toll2 3136A2HB2 Agency CMO Federal National Mortgage Association, Inc. 03/25/2040 O8/17/2016 0.01 0.01 -- 0.01 (0.00) 2.250 2.380 AAA 256350023 LC -Sr Lien Reserve Fund-1 313921183 Agency CMO Federal National Mortgage Association, Inc. 03/25/2018 07/08/2013 5,774.16 6,091.74 --- 5,889.82 59.59 5.000 -1.112 _ AAA 205091001 LC-20I3 A Capitalized Interest 3I392HWL3 Agency CMO Federal National Mortgage Association, Inc. 02/25/2018 07/12/2013 7,724.59 8,154.27 -- 7,895.92 95.01 5.000 -1.849 AAA 256350022 LC -Sr Lien Ob Fund-1 Interest 31393EXC8 Agency CMO Federal National Mortgage Association, Inc. 09/25/2018 07/24/2013 9,876.45 10,441.26 --- 10,115.26 92.91 4.500 -0.411 AAA 205091001 LC-20I3 A Capitalized Interest 31392FPP6 Agency CMO Federal National Mortgage Association, Inc. 11/25/2017 07/15/2013 22,508.64 23,838.06 -- 22,867.43 169.47 5.000 -2.236 AAA 205091001 LC-2013 A Capitalized Interest 31392F6C6 Agency CMO Federal National Mortgage Association, Inc. 12/25/2017 07/09/2013 39,487.52 41,887.62 --- 40,164.73 301.99 5.000 -1.848 AAA 256350022 LC -Sr Lien Ob Fund-1 Interest 3I36A4M89 Agency CMO Federal National Mortgage Association, Inc. O1/25/2019 07/05/2013 89,783.47 90,355.14 -- 89,884.93 (7.51) 1.934 1.945 AAA 205091001 LC-2013 A Capitalized Interest 31393EXC8 Agency CMO Federal National Mortgage Association, Inc. 09/25/2018 07/24/2013 88,888.05 93,971.34 --- 91,037.36 836.16 4.500 -0.411 AAA 256350023 LC -Sr Lien Reserve Fund-1 3I36A72D3 Agency CMO Federal National Mortgage Association, Inc. 04/25/2022 07/03/2013 _ 395,000.00 375,250.00 -- 398,002.00 15,197.64 2.482 2.272 AAA 256350005 LC -Project Fund-Toll2 3133XY2H7 Agency CMO FHLBanks Office ofFinance 04/20/2017 07/13/2015 205,745.87 211,339.59 --- 205,937.22 (14.46) 2.900 1.079 AA 256350023 LC -Sr Lien Reserve Fund-1 38378BX20 Agency CMO Government National Mortgage Association 06/16/2051 03/17/2015 52,166.77 51,006.44 -- 50,929.37 (69.03) 1.240 2.657 AAA 256350005 LC -Project Fund-Toll2 38378BR35 Agency CMO Government National Mortgage Association 11/16/2042 07/10/2015 312,215.56 305,190.71 --- 304,684.92 (762.34) 1.333 2.711 AAA 256350023 LC -Sr Lien Reserve Fund-1 38378B7F0 Agency CM() Government National Mortgage Association 12/16/2042 -- 450,000.00 427,324.22 -- 432,535.50 3,970.38 2.273 3.088 AAA 256350023 LC -Sr Lien Reserve Fund-1 38377RSZ9 Agency CM() The Government National Mortgage Association Guaranteed REMIC Pass -Through Securities 06/16/2039 01/21/2015 30,856.26 32,701.74 --- 31,886.24 (321.85) 4.500 1.289 AAA 256350023 LC -Sr Lien Reserve Fund-1 38378CRT6 Agency CM() The Government National Mortgage Association Guaranteed REMIC Pass -Through Securities 10/20/2040 05/22/2014 80,030.02 77,278.99 -- 79,191.31 1,368.31 2.000 2.368 AAA 256350023 LC -Sr Lien Reserve Fund-1 38376WA62 Agency CMO The Government National Mortgage Association Guaranteed REMIC Pass -Through Securities 10/20/2039 01/21/2015 79,294.20 83,250.11 --- 84,OO1.I1 371.35 4.000 1.633 AAA 256350023 LC -Sr Lien Reserve Fund-1 383777Z89 Agency CM() The Government National Mortgage Association Guaranteed REMIC Pass -Through Securities 10/20/2039 07/05/2013 90,221.96 92,981.48 -- 92,619.16 515.09 3.500 2.144 AAA 256350023 LC -Sr Lien Reserve Fund-1 38376T5Z1 Agency CMO The Government National Mortgage Association Guaranteed REMIC Pass -Through Securities O1/16/2039 01/26/2015 121,524.52 126,962.74 --- 124,635.55 (1,488.30) 3.000 2.144 AAA 256350023 LC -Sr Lien Reserve Fund-1 38377RVK8 Agency CM() The Government National Mortgage Association Guaranteed REMIC Pass -Through Securities 04/20/2039 -- 140,037.82 143,987.32 -- 143,386.12 368.20 3.000 2.094 AAA The Govemment National Mortgage Association 256350023 LC -Sr Lien Reserve Fund-1 38380AZ34 Agency CM() Guaranteed REMIC Pass -Through Securities 04/20/2046 11/28/2016 171,892.50 176,706.84 --- 174,752.79 (1,753.52) 3.000 2.656 AAA 256350023 LC -Sr Lien Reserve Fund-1 38378TAF7 Agency CM() The Government National Mortgage Association Guaranteed REMIC Pass -Through Securities 07/20/2041 07/05/2013 186 261.86 186 289.94 -- 188 830.41 2 697.73 2.500 2.052 AAA 256350023 LC -Sr Lien Reserve Fund-1 38376GB33 Agency CM() The Government National Mortgage Association Guaranteed REMIC Pass -Through Securities 10/16/2044 01/23/2015 310,976.21 319,206.28 --- 315,115.30 (3,006.75) 3.500 2.728 AAA 205091001 LC-20I3 A Capitalized Interest 3I28PGLY7 Agency MBS Federal Home Loan Mortgage Corp. 05/O1/2017 07/17/2013 6,207.33 6,540.98 -- 6,387.72 166.39 5.000 -29.572 AAA 205091001 LC-2013 A Capitalized Interest 3128PHVS7 Agency MBS Federal Home Loan Mortgage Corp. 11/O1/2019 07/16/2013 11,591.12 12,214.14 --- 11,927.96 161.71 5.000 -2.184 AAA 205091001 LC-20I3 A Capitalized Interest 3I28H4NR6 Agency MBS Federal Home Loan Mortgage Corp. 05/O1/2018 07/16/2013 20,137.95 21,333.64 -- 20,723.16 267.35 5.000 -1.638 AAA 205091001 LC-2013 A Capitalized Interest 3132FEAK7 Agency MBS Federal Home Loan Mortgage Corp. 12/O1/2017 07/03/2013 23,944.18 25,373.35 --- 24,640.00 438.20 5.000 -5.894 AAA 205091001 LC-20I3 A Capitalized Interest 3I28MBTH0 Agency MBS Federal Home Loan Mortgage Corp. 03/O1/2019 07/26/2013 33,003.00 34,983.18 -- 33,962.07 298.42 5.000 -0.126 AAA 256350023 LC -Sr Lien Reserve Fund-1 3137B1U75 Agency MBS Federal Home Loan Mortgage Corp. O1/25/2023 08/29/2016 380,000.00 394,917.97 --- 383,150.20 (10,258.94) 2.522 2.327 AAA 256350023 LC -Sr Lien Reserve Fund-1 3I385XBG1 Agency MBS Federal National Mortgage Association, Inc. 03/O1/2018 09/13/2013 779.56 830.23 -- 780.85 (2.47) 6.000 2.142 AAA 256350022 LC -Sr Lien Ob Fund-1 Interest 31385JLF3 Agency MBS Federal National Mortgage Association, Inc. 08/O1/2017 09/18/2013 7,312.50 7,806.09 --- 7,324.86 (26.56) 6.000 2.115 AAA 256350022 LC -Sr Lien Ob Fund-1 Interest 3I402RBG3 Agency MBS Federal National Mortgage Association, Inc. 09/O1/2019 -- 12,131.19 13,012.49 -- 12,426.95 (I01.83) 6.000 2.097 AAA 205091001 LC-2013 A Capitalized Interest 31410GSQ7 Agency MBS Federal National Mortgage Association, Inc. 12/O1/2017 07/05/2013 13,113.49 14,080.61 --- 13,169.62 (62.32) 6.000 2.329 AAA 205091001 LC-20I3 A Capitalized Interest 3I402RBG3 Agency MBS Federal National Mortgage Association, Inc. 09/O1/2019 -- 41,486.91 44,496.55 -- 42,498.36 (346.90) 6.000 2.097 AAA 205091001 LC-2013 A Capitalized Interest 31402QT68 Agency MBS Federal National Mortgage Association, Inc. 10/O1/2019 07/11/2013 67,677.70 73,113.07 --- 69,666.07 (548.59) 6.000 1.950 AAA 19 Page 2 of 31 Riverside County Lnnsportolian Commission STAMP Portfolio by Investment Category for quarter ended March 31, 2017 Source Account Account Identifier Security Type Category Issuer Ina Maturity Trade Date Current Face Value Original Cost `ext Call Date Base Market Value Base Net Total Unrealized Gain/Loss Coupon Summarized Yield Credit Rating 256350023 LC -Sr Lien Reserve Fund-1 3138L33G8 Agency MBS Federal National Mortgage Association, Inc. 06/O1/2020 11/12/2015 100,000.00 99,875.00 --- 99,736.00 (109.69) 2.010 2.062 AAA 256350023 LC -Sr Lien Reserve Fund-1 31417YKF3 Agency MBS Federal National Mortgage Association, Inc. O1/O1/2030 07/10/2013 102,164.46 107,783.51 --- 109,794.11 2,050.75 4.500 2.398 AAA 256350023 LC -Sr Lien Reserve Fund-1 3I38L76A9 Agency MBS Federal National Mortgage Association, Inc. 11/O1/2021 10/04/2016 125,000.00 129,511.72 --- 126,305.00 (2,758.70) 2.890 2.311 AAA 256350005 LC -Project Fund-Toll2 3138ELY64 Agency MBS Federal National Mortgage Association, Inc. 02/O1/2023 07/07/2016 186,347.61 204,924.13 --- 201,076.52 (1,894.47) 6.000 1.332 AAA 256350023 LC -Sr Lien Reserve Fund-1 31413XVG5 Agency MBS Federal National Mortgage Association, Inc. 06/O1/2019 08/04/2014 200,000.00 218,500.00 -- 202,682.00 (5,578.60) 4.506 3.769 AAA 256350023 LC -Sr Lien Reserve Fund-1 31381Q6B7 Agency MBS Federal National Mortgage Association, Inc. 06/O1/2021 07/15/2016 189,430.03 210,089.74 202,822.73 (4,404.45) 4.295 2.394 AAA 256350023 LC -Sr Lien Reserve Fund-1 3I36AHAE0 Agency MBS Federal National Mortgage Association, Inc. 04/25/2023 10/28/2016 215,754.44 220,406.65 -- 215,650.88 (4,466.50) 2.533 2.442 AAA 205091001 LC-2013 A Capitalized Interest 31401MWC1 Agency MBS Federal National Mortgage Association, Inc. 06/O1/2018 07/12/2013 215,357.48 229,624.91 --- 220,866.32 2,195.33 4.500 -0.878 AAA 256350023 LC -Sr Lien Reserve Fund-1 31381PEB0 Agency MBS Federal National Mortgage Association, Inc. 11/O1/2020 09/26/2014 259,127.44 272,853.10 --- 268,969.10 1,911.69 3.370 2.178 AAA 256350023 LC -Sr Lien Reserve Fund-1 3138114E7 Agency MBS Federal National Mortgage Association, Inc. 03/O1/2022 10/25/2016 272,584.15 284,797.21 --- 277,575.17 (6,305.80) 2.670 2.227 AAA 256350023 LC -Sr Lien Reserve Fund-1 3I36A4M48 Agency MBS Federal National Mortgage Association, Inc. O1/25/2022 07/05/2013 290,459.70 291,276.62 -- 289,408.23 (1,277.56) 2.098 2.122 AAA 256350023 LC -Sr Lien Reserve Fund-1 3138EKXL4 Agency MBS Federal National Mortgage Association, Inc. 03/O1/2023 12/21/2016 290,418.53 287,151.33 --- 289,564.70 2,296.01 2.356 2.408 AAA 256350023 LC -Sr Lien Reserve Fund-1 3I36A7MN9 Agency MBS Federal National Mortgage Association, Inc. 05/25/2022 08/29/2016 300,000.00 308,578.13 -- 295,332.00 (12,356.36) 2.349 2.265 AAA 256350023 LC -Sr Lien Reserve Fund-1 3138EJPZ5 Agency MBS Federal National Mortgage Association, Inc. 07/O1/2022 08/29/2016 335,290.26 356,128.02 --- 343,551.81 (10,163.59) 2.973 2.261 AAA 256350005 LC -Project Fund-Toll2 36225EUY6 Agency MBS Ginnie Mae II 09/20/2039 09/17/2015 85,440.66 87,870.39 -- 88,173.05 459.02 2.125 1.410 AAA 256350023 LC -Sr Lien Reserve Fund-1 36202F2H8 Agency MBS Ginnie Mae II O1/20/2027 11/14/2016 225,708.78 234,243.40 --- 232,899.86 (1,232.36) 3.000 2.039 AAA 205091001 LC-20I3 A Capitalized Interest 36200AFG9 Agency MBS Government National Mortgage Association 11/15/2017 07/09/2013 4,798.66 5,113.57 -- 4,823.56 (26.18) 5.500 2.400 AAA 256350023 LC -Sr Lien Reserve Fund-1 38378B6A2 Agency MBS Government National Mortgage Association 11/16/2052 01/22/2015 128,795.23 124,735.15 --- 123,653.72 (1,136.45) 1.826 2.136 AAA 256350023 LC -Sr Lien Reserve Fund-1 38379KDN5 Agency MBS Government National Mortgage Association 09/16/2055 08/05/2015 178,684.76 174,119.91 -- 172,076.99 (2,473.88) 2.104 2.814 AAA 205091001 LC-2013 A Capitalized Interest 36290WH47 Agency MBS Government National Mortgage Association 09/15/2018 07/18/2013 309,112.30 328,431.82 --- 312,902.02 (2,396.32) 4.500 2.029 AAA 256350023 LC -Sr Lien Reserve Fund-1 38378KWU9 Agency MBS The Government National Mortgage Association Guaranteed REMIC Pass -Through Securities 11/16/2041 -- 76,148.57 74,360.39 -- 72,994.49 (1,473.68) 1.400 2.374 AAA 256350023 LC -Sr Lien Reserve Fund-1 38378KXW4 Agency MBS The Goverment National Mortgage Association Guaranteed REMIC Pass -Through Securities _ 02/16/2037 12/11/2014 186,026.64 185,125.58 --- 182,676.30 (2,524.36) 1.705 2.403 AAA 256350023 LC -Sr Lien Reserve Fund-1 38378XP62 Agency MBS The Government National Mortgage Association Guaranteed REMIC Pass -Through Securities 05/16/2055 05/14/2015 375,007.53 379,636.53 -- 369,243.66 (10,045.94) 2.500 2.782 AAA 256350023 LC -Sr Lien Reserve Fund-1 38378KSL4 Agency MBS The Goverment National Mortgage Association Guaranteed REMIC Pass -Through Securities 12/16/2046 --- 425,000.00 415,829.11 --- 404,523.50 (11,554.61) 2.785 3.218 AAA 256350005 LC -Project Fund-Toll2 38378NNA7 Agency MBS The Government National Mortgage Association Guaranteed REMIC Pass -Through Securities 05/16/2038 06/26/2015 428,974.91 431,907.36 -- 427,439.18 (4,205.78) 2.250 2.473 AAA 256350023 LC -Sr Lien Reserve Fund-1 38378KRS0 Agency MBS The Goverment National Mortgage Association Guaranteed REMIC Pass -Through Securities _ 07/16/2043 05/08/2015 450,000.00 434,460.94 --- 434,866.50 (475.31) 2.389 3.380 AAA 256350005 LC -Project Fund -Toll 2 02582JGG9 Asset Backed American Express Credit Account Master Trust 05/17/2021 02/26/2016 300,000.00 300,468.75 -- 301,302.00 321.12 1.332 1.125 AAA 256350005 LC -Project Fund-Toll2 05582XAD4 Asset Backed Bmw Vehicle Lease Trust 2016-2 09/20/2019 10/04/2016 545,000.00 544,927.95 --- 543,179.70 (1,766.67) 1.430 1.682 AAA 256350005 LC -Project Fund-Toll2 16157IGQ1 Asset Backed Chase Issuance Trust 11/15/2019 10/28/2015 120,000.00 120,510.94 -- 120,056.40 (100.71) 1.380 1.302 AAA 256350005 LC -Project Fund-Toll2 161571FK5 Asset Backed Chase Issuance Trust 08/16/2021 12/10/2015 150,000.00 148,359.38 --- 149,413.50 487.33 1.580 1.753 AAA 256350005 LC -Project Fund-Toll2 16157IHB3 Asset Backed Chase Issuance Trust 05/17/2021 06/07/2016 500,000.00 500,878.91 -- 502,760.00 1,167.70 1.322 1.136 AAA 256350005 LC -Project Fund-Toll2 36159LCR5 Asset Backed GE Dealer Floorplan Master Not O1/20/2020 06/07/2016 110,000.00 109,759.38 --- 110,140.80 89.86 1.478 1.339 AAA 256350005 LC -Project Fund-Toll2 36159LBW5 Asset Backed GE Dealer Floorplan Master Not 04/22/2019 -- 500,000.00 501,164.06 -- 500,165.00 79.79 1.728 1.151 AAA 256350005 LC -Project Fund-Toll2 43814KAC5 Asset Backed Honda Auto Receivables 2015-1 Owner Trust 10/15/2018 06/02/2016 323,412.43 323,462.96 --- 323,118.13 (319.18) 1.050 1.266 AAA 256350005 LC -Project Fund-Toll2 477877AD6 Asset Backed John Deere Owner Trust 2014-B 11/15/2018 -- 180,338.73 180,326.05 -- 180,252.17 (79.71) 1.070 1.199 AAA 256350005 LC -Project Fund-Toll2 47787UAD5 Asset Backed John Deere Owner Trust 2015 06/17/2019 --- 538,989.55 539,725.93 --- 538,849.41 (419.91) 1.320 1.377 AAA 256350005 LC -Project Fund -Toll 2 58769AAD8 Asset Backed Mercedes-Benz Auto Lease Trust 2015-B 07/16/2018 -- 600,000.00 600,906.74 -- 600,006.00 (283.58) 1.340 1.330 AAA 256350005 LC -Project Fund-Toll2 58768MAD3 Asset Backed Mercedes-Benz Auto Lease Trust 2016-B 06/15/2022 10/18/2016 190,000.00 189,983.00 --- 189,281.80 (704.53) 1.520 1.745 AAA 256350005 LC -Project Fund -Toll 2 58772PAC2 Asset Backed Mercedes-Benz Auto Receivables Trust 2015-1 06/15/2018 08/04/2015 0.00 0.00 -- 0.00 0.00 1.182 1.234 AAA 256350005 LC -Project Fund-Toll2 55315GAC2 Asset Backed MMAF Equipment Finance LLC 2015-A 10/16/2019 --- 220,780.66 220,061.12 --- 220,528.97 (11.60) 1.390 1.576 AAA 256350005 LC -Project Fund-Toll2 553I5FAB6 Asset Backed Mmaf Equipment Finance Lk 2016-A 12/17/2018 05/03/2016 237,574.41 237,571.68 -- 237,650.44 77.12 1.390 1.320 AAA 256350005 LC -Project Fund -Toll 2 65478QAD0 Asset Backed Nissan Auto Lease Trust 2016-A 03/15/2019 05/17/2016 155,000.00 154,992.99 --- 154,910.10 (85.94) 1.490 1.545 AAA 256350005 LC -Project Fund-Toll2 90290KAD7 Asset Backed USAA Auto Owner Trust 2014-1 05/15/2019 06/12/2015 244,439.42 243,885.61 -- 244,400.30 97.95 0.940 0.972 AAA 256350005 LC -Project Fund-Toll2 62888YAA0 CMO NCUA Guaranteed Notes Trust 2011-R1 01/08/2020 07/14/2015 168,695.06 169,512.18 --- 168,953.16 (246.97) 1.284 1.334 AAA 256350022 LC -Sr Lien Ob Fund-1 Interest 02580ECC5 Corporate American Express Bank, FSB 09/13/2017 07/08/2013 250,000.00 287,890.00 -- 254,965.00 728.23 6.000 1.551 A 256350005 LC -Project Fund-Toll2 0258MODZ9 Corporate American Express Credit Corporation 11/05/2018 --- 450,000.00 453,007.50 43,378.00 450,769.50 (1,203.22) 1.875 1.760 _ A 256350005 LC -Project Fund-Toll2 037833BR0 Corporate Apple Inc. 02/22/2019 -- 450,000.00 454,432.50 -- 456,817.50 3,719.23 1.873 1.179 AA 205091001 LC-2013 A Capitalized Interest 037833AJ9 Corporate Apple Inc. 05/03/2018 06/17/2015 3,000,000.00 2,960,430.00 --- 2,990,940.00 6,166.47 1.000 1.280 AA 256350005 LC -Project Fund-Toll2 06050TLY6 Corporate Bank of America, National Association 03/26/2018 06/10/2015 300,000.00 298,968.00 -- 300,117.00 486.92 1.650 1.610 A 256350005 LC -Project Fund-Toll2 06367XF30 Corporate Bank of Montreal 06/15/2021 08/17/2016 500,000.00 500,975.00 --- 487,930.00 (12,929.96) 1.750 2.356 AAA 256350005 LC -Project Fund-Toll2 05531FAQ6 Corporate BB&T Corporation 02/O1/2019 08/23/2016 200,000.00 204,374.00 43,467.00 201,368.00 (1,914.06) 2.250 1.851 A 256350005 LC -Project Fund-Toll2 05531FAP8 Corporate BB&T Corporation 06/15/2018 --- 380,000.00 381,823.60 43,235.00 382,838.60 1,783.93 1.991 1.361 A 205091001 LC-20I3 A Capitalized Interest 084664BE0 Corporate Berkshire Hathaway Finance Corporation 05/15/2018 06/17/2015 800,000.00 890,632.00 -- 835,440.00 (73.37) 5.400 1.406 AA 256350022 LC -Sr Lien Ob Fund-1 Interest 05565QCC0 Corporate BP Capital Markets P.L.C. _ 11/06/2017 07/03/2013 300,000.00 _ 292,194.00 --- 299,724.00 840.36 1.375_ 1.530 A 256350022 LC -Sr Lien Ob Fund-1 Interest 166764AE0 Corporate Chevron Corporation 06/24/2018 06/17/2015 300,000.00 301,848.00 43,244.00 300,963.00 227.16 1.718 1.435 AA 256350005 LC -Project Fund-Toll2 202795HU7 Corporate Commonwealth Edison Company _ 03/15/2018 08/05/2016 255,000.00 273,819.00 --- 265,120.95 (1,158.15) 5.800 1.597 A 256350005 LC -Project Fund-Toll2 20911IET6 Corporate Consolidated Edison Company of New York Inc. 04/O1/2018 06/22/2015 220,000.00 245,828.00 -- 229,163.00 (298.16) 5.850 1.634 A 256350005 LC -Project Fund-Toll2 22546QAM9 Corporate Credit Suisse AG 05/26/2017 --- 555,000.00 554,149.80 --- 555,360.75 460.55 1.542 1.122 A 256350005 LC -Project Fund-Toll2 23385ICF9 Corporate Daimler Finance North America LLC 07/05/2019 06/30/2016 370,000.00 369,448.70 -- 364,775.60 (4,805.95) 1.500 2.143 A 256350005 LC -Project Fund-Toll2 26442CAD6 Corporate Duke Energy Carolinas, LLC 04/15/2018 06/11/2015 116,000.00 127,422.52 --- 120,065.80 (182.62) 5.100 1.682 AA 256350022 LC -Sr Lien Ob Fund-1 Interest 30231GAL6 Corporate Exxon Mobil Corporation 03/06/2018 06/10/2015 420,000.00 419,525.40 -- 419,664.00 (173.01) 1.305 1.392 AAA 205091001 LC-2013 A Capitalized Interest 30231GAL6 Corporate Exxon Mobil Corporation 03/06/2018 06/10/2015 580,000.00 579,344.60 --- 579,536.00 (238.91) 1.305 1.392 AAA 256350005 LC -Project Fund-Toll2 31677QAV1 Corporate Fifth Third Bank 02/28/2018 06/08/2016 400,000.00 400,544.00 43,128.00 399,580.00 (700.37) 1.450 1.566 A 256350005 LC -Project Fund-Toll2 46849LSL6 Corporate Jackson National Life Global Funding 10/15/2018 --- 650,000.00 655,151.00 --- 651,261.00 (2,272.45) 1.875 1.746 AA 256350005 LC -Project Fund-Toll2 46625HJF8 Corporate IPMorgan Chase &Co. O1/25/2018 08/03/2016 265,000.00 266,831.15 -- 266,592.65 569.26 1.938 1.328 A 20 Page 3 of 31 Riverside County Lnnsportolian Commission STAMP Portfolio by Investment Category for quarter ended March 31, 2017 Source Account 256350022 Account LC -Sr Lien Ob Fund-1 Interest Identifier 46625HJL5 ecun ype Category Corporate Issuer JPMorgan Chase & Co. ma Maturity 05/15/2018 Trade Date 06/03/2015 Current Face Value 500,000.00 Original Cost 497,550.00 ext Call Date --- Base Market Value 499,845.00 Base Net Total Unrealized _Gain/Loss 794.95 Coupon 1.625 Summarized Yield Credit Rating 1.652 A 256350005 LC -Project Fund-Toll2 46623EKD0 Corporate JPMorgan Chase &Co. 03/01/2018 -- 730,000.00 729,894.80 43,132.00 730,160.60 85.16 1.700 1.673 A 256350005 LC -Project Fund-Toll2 48121CYK6 Corporate JPMorgan Chase Bank, National Association 10/O1/2017 03/09/2016 250,000.00 _ 265,022.50 --- 255,237.50 330.23 6.000 1.773 A 256350022 LC -Sr Lien Ob Fund-1 Interest 48121CYK6 Corporate JPMorgan Chase Bank, National Association 10/O1/2017 07/03/2013 300,000.00 341,424.00 -- 306,285.00 1,I51.20 6.000 1.773 A 256350005 LC -Project Fund-Toll2 55279HAA8 Corporate Manufacturers and Traders Trust Company 03/07/2018 06/06/2016 400,000.00 400,012.00 43,136.00 399,424.00 (584.02) 1.450 1.606 A 256350005 LC -Project Fund-Toll2 55279HAH3 Corporate Manufacturers and Traders Trust Company 07/25/2017 -- 550,000.00 549,163.10 -- 550,407.00 559.90 1.338 1.236 A 256350005 LC -Project Fund-Toll2 59217GAY5 Corporate Metropolitan Life Global Funding I O1/10/2018 --- 550,000.00 550,406.00 --- 549,037.50 (1,227.08) 1.500 1.727 AA 256350005 LC -Project Fund -Toll 2 69353RET1 Corporate PNC Bank, National Association 11/05/2018 -- 600,000.00 606,243.00 43,379.00 600,612.00 (3,732.34) 1.800 1.731 A 256350005 LC -Project Fund-Toll2 74153WCE7 Corporate Pricoa Global Funding I 08/18/2017 --- 500,000.00 499,977.00 --- 499,275.00 (813.55) 1.350 1.731 AA 256350005 LC -Project Fund-Toll2 74256LAT6 Corporate Principal Life Global Funding II 12/O1/2017 08/22/2016 360,000.00 361,533.60 -- 361,155.60 347.40 1.555 1.183 A 256350022 LC -Sr Lien Ob Fund-1 Interest 78011DAC8 Corporate Royal Bank of Canada 09/19/2017 05/21/2015 700,000.00 700,763.00 --- 699,867.00 (288.58) 1.200 1.240 AAA 256350005 LC -Project Fund-Toll2 780082AA1 Corporate Royal Bank of Canada 02/05/2020 06/24/2016 990,000.00 1,002,941.55 -- 985,119.30 (15,179.40) 1.875 2.054 AAA 256350005 LC -Project Fund-Toll2 842434CN0 Corporate Southern Califomia Gas Company 06/15/2018 06/15/2015 250,000.00 249,992.50 --- 250,002.50 5.61 1.550 1.549 AA 256350005 LC -Project Fund-Toll2 865622CB8 Corporate Sumitomo Mitsui Banking Corporation O1/18/2019 O1/13/2016 250,000.00 250,000.00 -- 252,285.00 2,285.00 1.964 1.585 A 256350005 LC -Project Fund-Toll2 06416CAA6 Corporate The Bank of Nova Scotia 09/11/2019 06/29/2016 425,000.00 434,974.75 --- 426,989.00 (5,713.03) 2.125 1.928 AAA 256350005 LC -Project Fund -Toll 2 80851QDA9 Corporate The Charles Schwab Corporation 09/O1/2017 10/27/2015 65,000.00 71,075.55 -- 66,291.55 (95.60) 6.375 1.567 A 256350005 LC -Project Fund-Toll2 38147MAA3 Corporate The Goldman Sachs Group, Inc. 07/19/2018 12/02/2015 100,000.00 102,578.00 --- 101,295.00 (2.76) 2.900 1.886 A 256350022 LC -Sr Lien Ob Fund-1 Interest 38144LAB6 Corporate The Goldman Sachs Group, Inc. 09/O1/2017 07/03/2013 300,000.00 322,515.00 -- 305,772.00 3,334.14 6.250 1.593 A 256350005 LC -Project Fund-Toll2 891145W59 Corporate The Toronto -Dominion Bank 09/25/2019 08/16/2016 450,000.00 461,686.50 --- 453,078.00 (6,316.86) 2.250 1.966 AAA 256350005 LC -Project Fund-Toll2 891I4QBF4 Corporate The Toronto -Dominion Bank O1/22/2019 -- 525,000.00 528,126.80 -- 530,512.50 3,357.32 1.881 1.416 AA 256350005 LC -Project Fund-Toll2 89837LAA3 Corporate The Trustees of Princeton University 03/O1/2019 --- 255,000.00 281,113.75 --- 270,623.85 200.15 4.950 1.687 AAA 205091001 LC-20I3 A Capitalized Interest 89153VAC3 Corporate Total Capital International 06/28/2017 07/08/2013 160,000.00 157,765.60 -- 160,116.80 257.60 1.550 1.242 AA 256350022 LC -Sr Lien Ob Fund-1 Interest 89236TAY1 Corporate Toyota Motor Credit Corporation 10/24/2018 06/17/2015 500,000.00 505,870.00 --- 502,470.00 (319.71) 2.000 1.678 AA 205091001 LC-20I3 A Capitalized Interest 89236TAYl Corporate Toyota Motor Credit Corporation 10/24/2018 06/17/2015 2,000,000.00 2,023,480.00 -- 2,009,880.00 (1,278.84) 2.000 1.678 AA 256350005 LC -Project Fund-Toll2 89352HAP4 Corporate TransCanada PipeLines Limited O1/12/2018 02/03/2016 150,000.00 146,716.50 --- 150,694.50 2,030.32 1.808 1.358 A 256350005 LC -Project Fund-Toll2 911591111135 Corporate U.S. Bancorp 05/15/2017 -- 550,000.00 554,566.00 42,840.00 550,049.50 (78.58) 1.650 1.410 A 256350022 LC -Sr Lien Ob Fund-1 Interest 94974BGF1 Corporate Wells Fargo & Company O1/30/2020 06/03/2015 600,000.00 594,924.00 --- 601,266.00 4,420.30 2.150 2.072 A 256350005 LC -Project Fund-Toll2 9498875E3 Corporate Wells Fargo Bank, National Association 05/24/2019 08/03/2016 255,000.00 255,731.85 -- 256,680.45 1,123.08 1.654 1.447 AA 256350005 LC -Project Fund-Toll2 9498875B9 Corporate Wells Fargo Bank, National Association O1/22/2018 --- 500,000.00 501,314.25 --- 502,545.00 1,885.40 1.781 1.278 AA 256350001 LC -Project Fund-2 Senior Lien 87030JRH4 CP Aktiebolaget Svensk ExportlQedit 04/17/2017 03/03/2017 200,000.00 199,790.00 -- 199,924.00 4.00 0.000 0.857 AAA 256350022 LC -Sr Lien Ob Fund-1 Interest 87030JRH4 CP_ Aktiebolaget Svensk Exportkredit _ 04/17/2017 03/03/2017 200,000.00 _ 199,790.00 --- 199,924.00 4.00 0.000 0.857 AAA 256350005 LC -Project Fund-Toll2 87030JRH4 CP Aktiebolaget Svensk ExportlQedit 04/17/2017 03/03/2017 1,300,000.00 1,298,635.00 -- 1,299,506.00 26.00 0.000 0.857 AAA 256350001 LC -Project Fund-2 Senior Lien 02360RRA0 CP Ameren Corporation 04/10/2017 03/13/2017 100,000.00 99,914.45 --- 99,981.00 8.50 0.000 0.762 AA 256350001 LC -Project Fund-2 Senior Lien 149I2DRH4 CP Caterpillar Financial Services Corporation 04/17/2017 02/22/2017 200,000.00 199,718.00 -- 199,924.00 7.56 0.000 0.857 AA 256350022 LC -Sr Lien Ob Fund-1 Interest 14912DR35 CP Caterpillar Financial Services Corporation 04/03/2017 03/20/2017 200,000.00 199,920.56 --- 200,000.00 12.22 0.000 0.000 AA 256350001 LC -Project Fund-2 Senior Lien 34108ARRO CP Florida Power' &Light Company 04/25/2017 03/13/2017 200,000.00 199,756.33 -- 199,882.00 18.00 0.000 0.887 AAA 256350022 LC -Sr Lien Ob Fund-1 Interest 34108ARR0 CP Florida Power & Light Company 04/25/2017 03/13/2017 200,000.00 199,756.33 --- 199,882.00 18.00 0.000 0.887 AAA 256350005 LC -Project Fund-Toll2 34108ARRO CP Florida Power' &Light Company 04/25/2017 03/13/2017 1,100,000.00 1,098,659.84 -- 1,099,351.00 99.00 0.000 0.887 AAA 256350022 LC -Sr Lien Ob Fund-1 Interest 43357LRC8 CP Hitachi Capital America Corp. 04/12/2017 03/27/2017 200,000.00 199,900.00 --- 199,952.00 25.33 0.000 0.787 AA 256350005 LC -Project Fund -Toll 2 43357LRC8 CP Hitachi Capital America Corp. 04/12/2017 03/27/2017 1,300,000.00 1,299,350.00 -- 1,299,688.00 164.67 0.000 0.787 AA 256350022 LC -Sr Lien Ob Fund-1 Interest 61979JR33 CP Motiva Enterprises LLC 04/03/2017 03/16/2017 200,000.00 199,880.00 --- 200,000.00 13.33 0.000 0.000 AAA 256350001 LC -Project Fund-2 Senior Lien 63873JRC6 CP Natixis 04/12/2017 02/22/2017 200,000.00 199,768.61 -- 199,952.00 3.94 0.000 0.787 AAA 256350022 LC -Sr Lien Ob Fund-1 Interest 63873JRC6 CP Natpus 04/12/2017 02/22/2017 200,000.00 199,768.61 --- 199,952.00 3.94 0.000 0.787 AAA 256350005 LC -Project Fund-Toll2 63873JRC6 CP Natixis 04/12/2017 02/22/2017 1,100,000.00 1,098,727.37 -- 1,099,736.00 21.69 0.000 0.787 AAA 256350022 LC -Sr Lien Ob Fund-1 Interest 83700ER75 CP South Carolina Electric & Gas Company 04/07/2017 03/14/2017 200,000.00 _ 199,842.83 --- 199,978.00 19.00 0.000 0.661 AA 256350005 LC -Project Fund-Toll2 06538BR70 CP The Bank of Tokyo -Mitsubishi UFJ, Ltd. 04/07/2017 03/31/2017 1,100,000.00 1,099,811.78 -- 1,099,879.00 40.33 0.000 0.661 AAA 256350005 LC -Project Fund-Toll2 93884ER72 CP Washington Gas Light Company 04/07/2017 03/13/2017 600,000.00 599,640.00 --- 599,934.00 24.00 0.000 0.661 AAA 256350004 LC-PF-2 Sales Tax Revenue Bond CCYUSD Currency UNITED STATES OF AMERICA 03/31/2017 -- - (0.01) -- (0.01) - 0.000 0.000 AAA 256350005 LC -Project Fund-Toll2 CCYUSD Currency UNITED STATES OF AMERICA 03/31/2017 --- - 0.00 --- 0.00 - 0.000 0.000 AAA 256350004 LC-PF-2 Sales Tax Revenue Bond 9AMMF05B2 MM Fund U.S. Bank Money Market Account Fund 03/31/2017 -- - 57.14 -- 57.14 - 0.000 0.000 NA 256350001 LC -Project Fund-2 Senior Lien 9AMME05B2 MM Fund U.S. Bank Money Market Account Fund 03/31/2017 03/28/2017 - 16,142.50 --- 16,142.50 - 0.000 0.000 NA 256350022 LC -Sr Lien Ob Fund-1 Interest 9AMMF05B2 MM Fund U.S. Bank Money Market Account Fund 03/31/2017 -- - 57,740.33 -- 57,740.33 - 0.000 0.000 NA 256350023 LC -Sr Lien Reserve Fund-1 9AMME05B2 MM Fund U.S. Bank Money Market Account Fund 03/31/2017 --- - 95,400.29 --- 95,400.29 - 0.000 0.000 NA 205091001 LC-2013 A Capitalized Interest 9AMMF05B2 MM Fund U.S. Bank Money Market Account Fund 03/31/2017 -- - 158,327.93 -- 158,327.93 - 0.000 0.000 NA 256350005 LC -Project Fund -Toll 2 9AMME05B2 MM Fund U.S. Bank Money Market Account Fund 03/31/2017 03/31/2017 - 295,328.43 --- 295,328.43 - 0.000 0.000 NA 205091001 LC-20I3 A Capitalized Interest 184I26YS3 Muni Clayton County Water Authority 05/O1/2017 07/11/2013 770,000.00 755,939.80 -- 770,392.70 709.21 1.300 0.684 AA 205091001 LC-2013 A Capitalized Interest 64966H4E7 Muni New York, City of 10/O1/2017 07/12/2013 1,170,000.00 1,238,222.70 --- 1,181,723.40 3,353.82 3.140 1.125 AA 256350005 LC -Project Fund-Toll2 658I9WAC7 Muni North Carolina Eastern Municipal Power Agency 07/O1/2018 -- 190,000.00 190,625.40 --- 191,318.60 1,006.26 2.003 1.440 A 256350005 LC -Project Fund-Toll2 937308AZ7 Muni WBRP 3.2 03/O1/2018 09/25/2015 95,000.00 95,000.00 --- 94,924.00 (76.00) 1.485 1.573 AA 256350005 LC -Project Fund-Toll2 955I16AZl Muni West Palm Beach, City of 10/O1/2017 06/09/2016 230,000.00 229,857.40 -- 229,834.40 (107.44) 1.100 1.245 AA 256350005 LC -Project Fund -Toll 2 298785GK6 Non -US Gov Banque Europe D'investissement (BEI) 04/18/2017 --- 575,000.00 575,503.50 --- 574,994.25 (30.75) 0.875 0.893 AAA 256350005 LC -Project Fund-Toll2 62944BBC7 Non -US Gov N.V. Bank Nederlandse Gemeenten 07/14/2017 -- 575,000.00 574,335.00 -- 575,005.75 143.59 1.093 1.229 AAA 256350023 LC -Sr Lien Reserve Fund-1 912828WU0 TIPS Treasury, United States Department of 07/15/2024 02/05/2016 219,841.80 214,022.14 --- 217,790.68 2,995.22 0.125 0.254 _ AAA 256350023 LC -Sr Lien Reserve Fund-1 9I2828K33 TIPS Treasury, United States Department of 04/15/2020 02/13/2017 388,792.50 395,224.93 -- 394,589.40 (384.92) 0.125 -0.362 AAA 256350005 LC -Project Fund-Toll2 912828K33 TIPS Treasury, United States Department of 04/15/2020 06/02/2016 984,941.00 _ 997,359.86 --- 999,626.47 4,922.77 0.125 -0.362 AAA 256350023 LC -Sr Lien Reserve Fund-1 9I2828UF5 US Gov Treasury, United States Department of 12/31/2019 11/16/2015 75,000.00 73,839.84 --- 74,355.75 137.47 1.125 1.444 AAA 256350023 LC -Sr Lien Reserve Fund-1 912828VA5 US Gov Treasury, United States Department of 04/30/2020 02/28/2017 160,000.00 _ 158,131.25 --- _ 157,974.40 (206.64) 1.125 1.547 AAA 256350022 LC -Sr Lien Ob Fund-1 Interest 9I2828UZ1 US Gov Treasury, United States Department of 04/30/2018 07/14/2015 200,000.00 198,187.50 -- 198,962.00 (331.71) 0.625 1.108 AAA 256350022 LC -Sr Lien Ob Fund-1 Interest 912828784 US Gov Treasury, United States Department of 03/31/2020 06/17/2015 200,000.00 197,023.44 --- 199,132.00 1,024.01 1.375 1.524 AAA 256350022 LC -Sr Lien Ob Fund-1 Interest 9I2828UA6 US Gov Treasury, United States Department of 11/30/2017 07/05/2013 200,000.00 194,343.75 -- 199,532.00 407.52 0.625 0.977 AAA 256350001 LC -Project Fund-2 Senior Lien 912796KT5 US Gov Treasury, United States Department of 04/20/2017 03/27/2017 200,000.00 199,909.28 --- 199,932.00 6.94 0.000 0.621 AAA 21 Page 4 of 31 Riverside Couay Lonsportotian Commission STAMP Portfolio by Investment Category for quarter ended March 31, 2017 Source Account Account Identifier Security Type Category Issuer Ina Maturity Trade Date Current Face Value ext Call Original Cost Date Base Market Value Base Net Total Unrealized Coupon Yield Summarized Credit Rating 256350022 LC -Sr Lien Ob Fund-1 Interest 912828K41 US Gov Treasury, United States Department of 04/30/2017 07/30/2015 200,000.00 200,001.77 --- 200,014.00 _Gain/Loss 13.92 0.856 0.762 AAA 256350023 LC -Sr Lien Reserve Fund-1 912828V V9 US Gov Treasury, United States Department of 08/31/2020 --- 235,000.00 241,525.78 --- 238,698.90 (1,172.73) 2.125 1.649 AAA 256350001 LC -Project Fund-2 Senior Lien 912796JP5 US Gov Treasury, United States Department of 04/27/2017 03/27/2017 300,000.00 299,826.17 --- 299,853.00 14.41 0.000 0.663 AAA 256350022 LC -Sr Lien Ob Fund-1 Interest 912796KT5 US Gov Treasury, United States Department of 04/20/2017 03/27/2017 300,000.00 299,863.92 --- 299,898.00 10.41 0.000 0.621 AAA 256350001 LC -Project Fund-2 Senior Lien 912796KY4 US Gov Treasury, United States Department of 05/11/2017 03/28/2017 350,000.00 349,694.82 -- 349,734.00 17.89 0.000 0.677 AAA 256350001 LC -Project Fund-2 Senior Lien 912796KS7 US Gov Treasury, United States Department of 04/13/2017 03/28/2017 350,000.00 349,898.65 --- 349,930.00 11.08 0.000 0.562 AAA 256350001 LC -Project Fund-2 Senior Lien 9I2828C73 US Gov Treasury, United States Department of 04/15/2017 03/28/2017 375,000.00 375,014.65 -- 375,030.00 17.94 0.875 0.678 AAA 256350001 LC -Project Fund-2 Senior Lien 912828WH9 US Gov Treasury, United States Department of 05/15/2017 03/28/2017 375,000.00 375,058.59 --- 375,090.00 35.15 0.875 0.680 AAA 256350001 LC -Project Fund-2 Senior Lien 9I2828GS3 US Gov Treasury, United States Department of 05/15/2017 03/28/2017 375,000.00 376,816.41 -- 376,661.25 (39.22) 4.500 0.917 AAA 256350022 LC -Sr Lien Ob Fund-1 Interest 912796JP5 US Gov Treasury, United States Department of 04/27/2017 03/27/2017 475,000.00 474,724.77 --- 474,767.25 22.82 0.000 0.663 AAA 256350005 LC -Project Fund -Toll 2 9I2828C73 US Gov Treasury, United States Department of 04/15/2017 03/31/2017 525,000.00 525,000.00 -- 525,042.00 42.00 0.875 0.678 AAA 205091001 LC-2013 A Capitalized Interest 912828M23 US Gov Treasury, United States Department of 10/31/2017 12/28/2015 800,000.00 798,262.41 --- 800,832.00 1,377.32 0.950 0.787 AAA 205091001 LC-20I3 A Capitalized Interest 912796KT5 US Gov Treasury, United States Department of 04/20/2017 03/27/2017 925,000.00 924,580.41 -- 924,685.50 32.12 0.000 0.621 AAA 256350023 LC -Sr Lien Reserve Fund-1 912828XB1 US Gov Treasury, United States Department of 05/15/2025 05/24/2016 1,200,000.00 1,228,546.88 1,181,904.00 (44,132.56) 2.125 2.330 AAA 205091001 LC-20I3 A Capitalized Interest 912828UB4 US Gov Treasury, United States Department of 11/30/2019 06/17/2015 1,250,000.00 1,216,699.22 1,236,425.00 6,645.53 1.000 1.416 AAA 256350005 LC -Project Fund-Toll2 912828TG5 US Gov Treasury, United States Department of 07/31/2017 --- 1,600,000.00 1,592,193.36 1,598,496.00 342.44 0.500 0.779 AAA 256350023 LC -Sr Lien Reserve Fund-1 9I2828VB3 US Gov Treasury, United States Department of 05/15/2023 -- 1,675,000.00 1,560,027.34 1,638,686.00 39,130.43 1.750 2.129 AAA 256350023 LC -Sr Lien Reserve Fund-1 912828B58 US Gov Treasury, United States Department of 01/31/2021 --- 1,640,000.00 1,677,556.65 - 1,662,418.80 (5,384.93) 2.125 1.755 AAA 205091001 LC-20I3 A Capitalized Interest 9I2828UA6 US Gov Treasury, United States Department of 11/30/2017 07/05/2013 1,750,000.00 1,700,507.81 -- 1,745,905.00 3,565.76 0.625 0.977 AAA 256350005 LC -Project Fund-Toll2 912828KD1 US Gov Treasury, United States Department of 02/15/2019 --- 1,935,000.00 2,027,131.64 --- 1,989,199.35 (1,530.78) 2.750 1.236 AAA 205091001 LC-20I3 A Capitalized Interest 912828784 US Gov Treasury, United States Department of 03/31/2020 06/03/2015 2,000,000.00 1,973,390.62 -- 1,991,320.00 8,123.18 1.375 1.524 AAA 256350023 LC -Sr Lien Reserve Fund-1 912828RC6 US Gov Treasury, United States Department of 08/15/2021 --- 1,975,000.00 2,006,091.79 --- 1,998,305.00 (2,144.21) 2.125 1.843 AAA 256350005 LC -Project Fund -Toll 2 9I2796KT5 US Gov Treasury, United States Department of 04/20/2017 03/27/2017 2,000,000.00 1,999,092.78 -- 1,999,320.00 69.44 0.000 0.621 AAA 205091001 LC-2013 A Capitalized Interest 912828UZ1 US Gov Treasury, United States Department of 04/30/2018 06/03/2015 2,100,000.00 _ 2,075,554.69 2,089,101.00 (1,726.53) 0.625 1.108 _ AAA 256350005 LC -Project Fund-Toll2 912828VK3 US Gov Treasury, United States Department of 06/30/2018 -- 2,475,000.00 2,500,920.91 -- 2,482,152.75 (7,361.76) 1.375 1.141 AAA 256350005 LC -Project Fund -Toll 2 912828UR9 US Gov Treasury, United States Department of 02/28/2018 --- 2,750,000.00 2,747,428.71 --- 2,742,272.50 (6,210.20) 0.750 1.059 AAA 256350005 LC -Project Fund-Toll2 9I2828UA6 US Gov Treasury, United States Department of 11/30/2017 -- 3,465,000.00 3,454,861.14 -- 3,456,891.90 (4,184.31) 0.625 0.977 AAA 256350005 LC -Project Fund-Toll2 912828UF5 US Gov Treasury, United States Department of 12/31/2019 --- 3,775,000.00 3,776,018.56 --- 3,742,572.75 (33,167.26) 1.125 1.444 AAA 205091001 LC-20I3 A Capitalized Interest 9I2796KU2 US Gov Treasury, United States Department of 05/04/2017 12/20/2016 4,100,000.00 4,091,056.99 -- 4,097,581.00 (216.62) 0.000 0.634 AAA 106,049,737.86 107,146,833.22 106,820,519.42 (101,131.76) 22 Page 5 of 31 ATTACHMENT 3 ``� Riverside County Tronsportorion Commission STAMP Portfolio by Account for quarter ended March 31, 2017 Source Account I= Account Identifier Security Type Category Issuer Final Maturity Trade Date Current Face Value Next Call Original Cost Date Base \lrket Value Base Net Total Unrealized Gain/Loss Coupon Yield Summarized Credit Rating 205091001 LC-2013 A Capitalized Interest 3135GOZ132 Agency Federal National Mortgage Association, Inc. 04/20/2017 03/27/2017 575,000.00 574,995.98 -- 574.988.50 (8.18) 0.750 0.785 AAA 205091001 LC-2013 A Capitalized Interest 313385EL6 Agency FHLBanks Office of Finance 04/17/2017 03/27/2017 400,000.00 399,833.33 --- 399,892.00 25.34 0.000 0.580 AAA 205091001 LC-2013 A Capitalized Interest 313385EN2 Agency FHLBanks Office of Finance 04/19/2017 03/27/2017 1,000,000.00 999,547.78 -- 999.690.00 60.01 0.000 0.596 AAA 205091001 LC-2013 A Capitalized Interest 31393V2T7 Agency CMO Federal Home Loan Mortgage Corp. 06/15/2018 07/08/2013 162,879.62 172,270.65 --- 166,375.02 1,377.93 4.500 -0.392 AAA 205091001 LC-2013 A Capitalized Interest 31392HWL3 Agency CMO Federal National Mortgage Association, Inc. 02/25/2018 07/12/2013 7,724.59 8,154.27 -- 7.895.92 95.01 5.000 -1.849 AAA 205091001 LC-2013 A Capitalized Interest 31392FPP6 Agency CMO Federal National Mortgage Association, Inc. 11/25/2017 07/15/2013 22,508.64 23,838.06 --- 22,867.43 169.47 5.000 -2.236 AAA 205091001 LC-2013 A Capitalized Interest 31392F6C6 Agency CMO Federal National Mortgage Association, Inc. 12/25/2017 07/09/2013 39,487.52 41,887.62 -- 40,164.73 301.99 5.000 -1.848 AAA 205091001 LC-2013 A Capitalized Interest 31393EXC8 Agency CMO Federal National Mortgage Association, Inc. 09/25/2018 07/24/2013 88,888.05 93,971.34 --- 91,037.36 836.16 4.500 -0.411 AAA 205091001 LC-2013 A Capitalized Interest 3128PGLY7 Agency MBS Federal Home Loan Mortgage Corti. 05/O1/2017 07/17/2013 6,207.33 6,540.98 -- 6.387.72 166.39 5.000 -29.572 AAA 205091001 LC-2013 A Capitalized Interest 3128PHVS7 Agency MBS Federal Home Loan Mortgage Corp. 11/O1/2019 07/16/2013 11,591.12 12,214.14 --- 11,927.96 161.71 5.000 -2.184 AAA 205091001 LC-2013 A Capitalized Interest 3128H4NR6 Agency MBS Federal Home Loan Mortgage Corti. 05/O1/2018 07/16/2013 20,137.95 21,333.64 -- 20.723.16 267.35 5.000 -1.638 AAA 205091001 LC-2013 A Capitalized Interest 3132FEAK7 Agency MBS Federal Home Loan Mortgage Corp. 12/O1/2017 07/03/2013 23,944.18 25,373.35 --- 24,640.00 438.20 5.000 -5.894 AAA 205091001 LC-2013 A Capitalized Interest 3128MBTH0 Agency MBS Federal Home Loan Mortgage Com. 03/O1/2019 07/26/2013 33,003.00 34,983.18 -- 33.962.07 298.42 5.000 -0.126 AAA 205091001 LC-2013 A Capitalized Interest 31410GSQ7 Agency MBS Federal National Mortgage Association, Inc. 12/O1/2017 07/05/2013 13,113.49 14,080.61 --- 13,169.62 (62.32) 6.000 2.329 AAA 205091001 LC-2013 A Capitalized Interest 31402RBG3 Agency MBS Federal National Mortgage Association, Inc. 09/01/2019 -- 41,486.91 44,496.55 -- 42,498.36 (346.90) 6.000 2.097 AAA 205091001 LC-2013 A Capitalized Interest 31402QT68 Agency MBS Federal National Mortgage Association, Inc. 10/O1/2019 07/11/2013 67,677.70 73,113.07 --- 69,666.07 (548.59) 6.000 1.950 AAA 205091001 LC-2013 A Capitalized Interest 31401MWC1 Agency MBS Federal National Mortgage Association, Inc. 06/O1/2018 07/12/2013 215,357.48 229,624.91 -- 220.866.32 2,195.33 4.500 -0.878 AAA 205091001 LC-2013 A Capitalized Interest 36200AFG9 Agency MBS Government National Mortgage Association 11/15/2017 07/09/2013 4,798.66 5,113.57 --- 4,823.56 (26.18) 5.500 2.400 AAA 205091001 LC-2013 A Capitalized Interest 36290WH47 Agency MBS Government National Mortgage Association 09/15/2018 07/18/2013 309,112.30 328,431.82 -- 312.902.02 (2,396.32) 4.500 2.029 AAA 205091001 LC-2013 A Capitalized Interest 037833A19 Corporate Apple Inc. 05/03/2018 06/17/2015 3,000,000.00 2,960,430.00 --- 2,990,940.00 6,166.47 1.000 1.280 AA 205091001 LC-2013 A Capitalized Interest 084664BE0 Corporate Berkshire Hathaway Finance Corporation 05/15/2018 06/17/2015 800,000.00 890,632.00 -- 835.440.00 (73.37) 5.400 1.406 AA 205091001 LC-2013 A Capitalized Interest 30231GAL6 Corporate Exxon Mobil Corporation 03/06/2018 06/10/2015 580,000.00 579,344.60 --- 579,536.00 (238.91) 1.305 1.392 AAA 205091001 LC-2013 A Capitalized Interest 89153VAC3 Corporate Total Capital International 06/28/2017 07/08/2013 160,000.00 157,765.60 -- 160.116.80 257.60 1.550 1.242 AA 205091001 LC-2013 A Capitalized Interest 89236TAY1 Corporate Toyota Motor Credit Corporation 10/24/2018 06/17/2015 2,000,000.00 2,023,480.00 --- 2,009,880.00 (1,278.84) 2.000 1.678 AA 205091001 LC-2013 A Capitalized Interest 9AMMF05B2 MM Fund U.S. Bank Money Market Account Fund 03/31/2017 -- - 158,327.93 -- 158.327.93 - 0.000 0.000 NA 205091001 LC-2013 A Capitalized Interest 184126YS3 Muni Clayton County Water Authority 05/O1/2017 07/11/2013 770,000.00 755,939.80 --- 770,392.70 709.21 1.300 0.684 AA 205091001 LC-2013 A Capitalized Interest 64966H4E7 Muni New York, City of 10/O1/2017 07/12/2013 1,170,000.00 1238,222.70 -- 1,181,723.40 3,353.82 3.140 1.125 AA 205091001 LC-2013 A Capitalized Interest 912828M23 US Gov Treasury, United States Department of 10/31/2017 12/28/2015 800,000.00 798,262.41 --- 800,832.00 1,377.32 0.950 0.787 AAA 205091001 LC-2013 A Capitalized Interest 912796KT5 US Gov Treasury, United States Department of 04/20/2017 03/27/2017 925,000.00 924,580.41 -- 924.685.50 32.12 0.000 0.621 AAA 205091001 LC-2013 A Capitalized Interest 912828UB4 US Gov Treasury, United States Department of 11/30/2019 06/17/2015 1,250,000.00 1,216,699.22 --- 1,236,425.00 6,645.53 1.000 1.416 AAA 205091001 LC-2013 A Capitalized Interest 912828UA6 US Gov Treasury, United States Department of 11/30/2017 07/05/2013 1,750,000.00 1,700,507.81 -- 1,745.905.00 3,565.76 0.625 0.977 AAA 205091001 LC-2013 A Capitalized Interest 912828J84 US Gov Treasury, United States Department of 03/31/2020 06/03/2015 2,000,000.00 1,973,390.62 --- 1,991,320.00 8,123.18 1.375 1.524 AAA 205091001 LC-2013 A Capitalized Interest 912828UZ1 US Gov Treasury, United States Department of 04/30/2018 06/03/2015 2.100,000.00 2,075,554.69 -- 2.089.101.00 (1,726.53) 0.625 1.108 AAA 205091001 LC-2013 A Capitalized Interest 912796KU2 US Gov Treasury, United States Department of 05/04/2017 12/20/2016 4,100,000.00 4,091,056.99 --- 4,097,581.00 (216.62) 0.000 0.634 AAA 24,636,684.15 256350001 LC -Project Fund-2 Senior Lien 313313DY1 Agency Farm Credit Banks Consolidated Systemwide Bonds And Discount Notes 04/05/2017 02/22/2017 241,000.00 240,853.79 --- 240,990.36 4.29 0.000 0.292 AAA 256350001 LC -Project Fmd-2 Senior Lien 3135GOZB2 Agency Federal National Mortgage Association, Inc. 04/20/2017 03/27/2017 200,000.00 199,998.60 --- 199.996.00 (2.84) 0.750 0.785 AAA 256350001 LC -Project Fund-2 Senior Lien 3130A7Q24 Agency FHLBanks Office of Finance 04/05/2017 03/29/2017 75,000.00 74,996.70 -- 75,000.00 2.20 0.625 0.623 AAA 256350001 LC-Pmiect Fmd-2 Senior Lien 313385EN2 Agency FHLBanks Office of Finance 04/19/2017 03/27/2017 200,000.00 199,909.56 --- 199.938.00 12.00 0.000 0.596 AAA 256350001 LC -Project Fund-2 Senior Lien 3137A71T8 Agency CMO Federal Home Loan Mortgage Corp. 06/25/2017 03/08/2017 12,201.97 12,201.97 -- 12,206.24 4.27 2.776 1.289 AAA 256350001 LC -Project Fmd-2 Senior Lien 87030JAH4 CP Aktiebolaget Svensk ExporOQedit 04/17/2017 03/03/2017 200,000.00 199,790.00 --- 199.924.00 4.00 0.000 0.857 AAA 256350001 LC -Project Fund-2 Senior Lien 02360RRA0 CP Ameren Corporation 04/10/2017 03/13/2017 100,000.00 99,914.45 -- 99,981.00 8.50 0.000 0.762 AA 256350001 LC -Project Fmd-2 Senior Lien 14912DRH4 CP Catemillar Financial Services Corporation 04/17/2017 02/22/2017 200,000.00 199,718.00 --- 199.924.00 7.56 0.000 0.857 AA 256350001 LC -Project Fund-2 Senior Lien 34108ARR0 CP Florida Power & Light Company 04/25/2017 03/13/2017 200,000.00 199,756.33 --- 199,882.00 18.00 0.000 0.887 AAA 256350001 LC -Project Fmd-2 Senior Lien 63873JRC6 CP Natixis 04/12/2017 02/22/2017 200,000.00 199,768.61 --- 199.952.00 3.94 0.000 0.787 AAA 256350001 LC -Project Fund-2 Senior Lien 9AMMF05B2 MM Fund U.S. Bank Money Market Account Fund 03/31/2017 03/28/2017 - 16,142.50 --- 16,142.50 - 0.000 0.000 NA 256350001 LC-Pmiect Fmd-2 Senior Lien 912796KT5 US Gov Treasury, United States Department of 04/20/2017 03/27/2017 200,000.00 199,909.28 --- 199.932.00 6.94 0.000 0.621 AAA 256350001 LC -Project Fund-2 Senior Lien 912796JP5 US Gov Treasury, United States Department of 04/27/2017 03/27/2017 300,000.00 299,826.17 --- 299,853.00 14.41 0.000 0.663 AAA 256350001 LC-Pmiect Fund-2 Senior Lien 912796KY4 US Gov Treasury, United States Department of 05/11/2017 03/28/2017 350,000.00 349,694.82 --- 349.734.00 17.89 0.000 0.677 AAA 256350001 LC -Project Fund-2 Senior Lien 912796KS7 US Gov Treasury, United States Department of 04/13/2017 03/28/2017 350,000.00 349,898.65 --- 349,930.00 11.08 0.000 0.562 AAA 256350001 LC-Pmiect Fmd-2 Senior Lien 912828C73 US Gov Treasury, United States Department of 04/15/2017 03/28/2017 375,000.00 375,014.65 --- 375.030.00 17.94 0.875 0.678 AAA 256350001 LC -Project Fund-2 Senior Lien 912828WH9 US Gov Treasury, United States Department of 05/15/2017 03/28/2017 375,000.00 375,058.59 --- 375,090.00 35.15 0.875 0.680 AAA 256350001 LC -Project Fund-2 Senior Lien 912828GS3 US Gov Treasury, United States Department of 05/15/2017 03/28/2017 375,000.00 376,816.41 --- 376,661.25 (39.22) 4.500 0.917 AAA 3,970,166.35 256350004 LC-PF-2 Sales Tax Revenue Bond CCYUSD Currency UNITED STATES OF AMERICA 03/31/2017 -- - (0.01) -- (0.01) - 0.000 0.000 AAA 256350004 LC-PF-2 Sales Tax Revenue Bond 9AMMF05B2 MM Fund U.S. Bank Money Market Account Fund 03/31/2017 --- - 57.14 --- 57.14 - 0.000 0.000 NA 256350005 LC -Project Fund -Toll 2 3133EECD0 Agency Farm Credit Banks Consolidated Systemwide Bonds And Discount Notes 06/20/2017 06/15/2015 500,000.00 500,308.15 -- 500.290.00 256.46 1.008 0.756 AAA 256350005 LC -Project Fund-Toll2 3135GOZ32 Agency Federal National Mortgage Association, Inc. 04/20/2017 03/27/2017 1,400,000.00 1,399,990.20 --- 1,399,972.00 (19.90) 0.750 0.785 AAA 256350005 LC -Project Fund-Toll2 313385EN2 Agency FHLBanks Office of Finance 04/19/2017 03/27/2017 2,075,000.00 2,074,061.64 -- 2,074.356.75 124.53 0.000 0.596 AAA 256350005 LC -Project Fund-Toll2 3137AILC5 Agency CMO Federal Home Loan Mortgage Corp. 08/15/2020 08/31/2015 53,063.04 53,908.73 --- 53,303.95 (291.55) 2.000 1.526 AAA 256350005 LC -Project Fund-Toll2 3137A85H7 Agency CMO Federal Home Loan Mortgage Coro. 12/15/2039 07/13/2015 103,850.69 108,264.35 -- 107.172.88 (701.05) 3.500 2.122 AAA 256350005 LC -Project Fund -Toll 2 3136A2HB2 Agency CMO Federal National Mortgage Association, Inc. 03/25/2040 08/17/2016 0.01 0.01 --- 0.01 (0.00) 2.250 2.380 AAA 256350005 LC -Project Fund -Toll 2 3133XY2H7 Agency CMO FHLBanks Office of Finance 04/20/2017 07/13/2015 205,745.87 211,339.59 -- 205.937.22 (14.46) 2.900 1.079 AA 256350005 LC -Project Fund-Toll2 38378BR35 Agency CMO Government National Mortgage Association 11/16/2042 07/10/2015 312,215.56 305,190.71 --- 304,684.92 (762.34) 1.333 2.711 AAA 256350005 LC -Project Fund -Toll 2 3138ELY64 Agency MBS Federal National Mortgage Association, Inc. 02/O1/2023 07/07/2016 186,347.61 204,924.13 -- 201.076.52 (1.894.47) 6.000 1.332 AAA 256350005 LC -Project Fund-Toll2 36225EUY6 Agency MBS Ginnie Mae lI 09/20/2039 09/17/2015 85,440.66 87,870.39 --- 88,173.05 459.02 2.125 1.410 AAA 256350005 LC -Project Fund -Toll 2 38378NNA7 Agency MBS The Government National Mortgage Association Guaranteed REMIC Pass- Through Securities 05/16/2038 06/26/2015 428,974.91 431,907.36 -- 427,439.18 (4,205.) 2.250 2.473 AAA 256350005 LC -Project Fund -Toll 2 02582JGG9 Asset Backed American Express Credit Account Master Trust 05/17/2021 02/26/2016 300,000.00 300,468.75 --- 301,302.00 321.12 1.332 1.125 AAA 256350005 LC -Project Fund -Toll 2 05582XAD4 Asset Backed Bmw Vehicle Lease Trost 2016-2 09/20/2019 10/04/2016 545,000.00 544,927.95 -- 543.179.70 (1,766.67) 1.430 1.682 AAA 256350005 LC -Project Fund-Toll2 161571GQ1 Asset Backed Chase Issuance Trost 11/15/2019 10/28/2015 120,000.00 120,510.94 --- 120,056.40 (100.70 1.380 1.302 AAA 256350005 LC -Project Fund -Toll 2 161571FK5 Asset Backed Chase Issuance Trost 08/16/2021 12/10/2015 150,000.00 148,359.38 -- 149,413.50 487.33 1.580 1.753 AAA 256350005 LC -Project Fund-Toll2 161571HB3 Asset Backed Chase Issuance Trost 05/17/2021 06/07/2016 500,000.00 500,878.91 --- 502,760.00 1,167.70 1.322 1.136 AAA 256350005 LC -Project Fund -Toll 2 36159LCR5 Asset Backed GE Dealer Floomlun Master Not 01/20/2020 06/07/2016 110,000.00 109,759.38 -- 110,140.80 89.86 1.478 1.339 AAA 23 Page 6 of 31 ``� Riverside County'Freesportorion Cemmissk m STAMP Portfolio by Account for quarter ended March 31, 2017 Source Account Account Identilier Security Type Category Issuer Final Maturity Trade Date Current Face Value Original Cost Next Call Date Base Market Value Base Net Total Unrealized Gain/Loss Coupon Yield Summarized Credit Rating 256350005 LC -Project Fad-Toll2 36159LBW5 Asset Backed GE Dealer Floomlan Master Not 04/22/2019 --- 500,000.00 501,164.06 - --- -- 500,165.00 79.79 1.728 1.151 AAA AAA AAA 256350005 LC -Project Fmd-Toll2 43814KAC5 Asset Backed Honda Auto Receivables 2015-1 Owner Trust 10/15/2018 06/02/2016 323,412.43 323,462.96 323,118.13 (319.18) 1.050 1.266 256350005 LC -Project Fmd-Toll2 477877AD6 Asset Backed John Deere Owner Trust 2014-B 11/15/2018 --- 180,338.73 180,326.05 180.252.17 (79.71) 1.070 1.199 256350005 LC -Project Fmd-Toll2 47787UAD5 Asset Backed John Deere Owner Trust 2015 06/17/2019 -- 538,989.55 539,725.93 --- 538,849.41 (419.91) 1.320 1.377 AAA 256350005 LC -Project Fmd-Toll2 58769AAD8 Asset Backed Mercedes-Benz Auto Lease Trust 2015-B 07/16/2018 --- 600,000.00 600,906.74 --- 600.006.00 (283.58) 1.340 1.330 AAA 256350005 LC -Project Fmd-Toll 2 58768MAD3 Asset Backed Mercedes-Benz Auto Cease Trust 2016-B 06/15/2022 10/18/2016 190,000.00 189,983.00 --- 189,281.80 (704.53) 1.520 1.745 AAA 256350005 LC -Project Fmd-Toll2 58772PAC2 Asset Backed Mercedes-Benz Auto Receivables Trust 2015-1 06/15/2018 08/04/2015 0.00 0.00 -- 0.00 0.00 1.182 1.234 AAA 256350005 LC -Project Fmd-Toll 2 55315GAC2 Asset Backed MMAF Equipment Finance LLC 2015-A 10/16/2019 -- 220,780.66 220,061.12 --- 220,528.97 (11.60) 1.390 1.576 AAA 256350005 LC -Project Fmd-Toll2 55315FAB6 Asset Backed Mmaf Equipment Finance Llc 2016-A 12/17/2018 05/03/2016 237,574.41 237,571.68 --- 237.650.44 77.12 1.390 1.320 AAA 256350005 LC -Project Fmd-Toll2 65478QAD0 Asset Backed Nissan Auto Lease Trust 2016-A 03/15/2019 05/17/2016 155,000.00 154,992.99 -- 154,910.10 (85.94) 1.490 1.545 AAA 256350005 LC -Project Fmd-Toll2 90290KAD7 Asset Backed USAA Auto Owner Trust 2014-1 05/15/2019 06/12/2015 244,439.42 243,885.61 --- 244,400.30 97.95 _ 0.940 0.972 AAA 256350005 LC -Project Fmd-Toll2 62888YAA0 CM() NCUA Guaranteed Notes Trust 2011-RI 01/08/2020 07/14/2015 168,695.06 169,512.18 -- 168,953.16 (246.97) 1.284 1.334 AAA 256350005 LC -Project Fmd-Toll 2 0258MODZ9 Corporate American Express Credit Corporation 11/05/2018 --- 450,000.00 453,007.50 43.378.00 450.769.50 (1,203.22) 1.875 1.760 A 256350005 LC -Project Fmd-Toll 2 037833BR0 Corporate Apple Inc. 02/22/2019 -- 450,000.00 454,432.50 -- 456,817.50 3,719.23 1.873 1.179 AA 256350005 LC -Project Fmd-Toll2 06050TLY6 Corporate Bank of America, National Association 03/26/2018 06/10/2015 300,000.00 298,968.00 --- 300.117.00 486.92 1.650 1.610 A 256350005 LC -Project Fmd-Toll2 06367XF30 Corporate Bank of Montreal 06/15/2021 08/17/2016 500,000.00 500,975.00 -- 487,930.00 (12,929.96) 1.750 2.356 AAA 256350005 LC -Project Fmd-Toll2 05531FAQ6 Corporate BB&T Corporation 02/O1/2019 08/23/2016 200,000.00 204,374.00 43.467.00 201.368.00 (1,914.06) 2.250 1.851 A 256350005 LC -Project Fmd-Toll2 05531FAP8 Corporate BB&T Corporation 06/15/2018 -- 380,000.00 381,823.60 43,235.00 382,838.60 1,783.93 1.991 1.361 A 256350005 LC -Project Fmd-Toll2 202795HU7 Corporate Commonwealth Edison Company 03/15/2018 08/05/2016 255,000.00 273,819.00 --- 265.120.95 (1,158.15) 5.800 1.597 A 256350005 LC -Project Fmd-Toll2 209111E76 Corporate Consolidated Edison Company of New York, Inc. 04/O1/2018 06/22/2015 220,000.00 245,828.00 -- 229,163.00 (298.16) 5.850 1.634 A 256350005 LC -Project Fmd-Toll2 22546QAM9 Corporate Credit Suisse AG 05/26/2017 --- 555,000.00 554,149.80 --- 555.360.75 460.55 1.542 1.122 A 256350005 LC -Project Fmd-Toll2 233851CF9 Corporate Daimler Finance North America LLC 07/05/2019 06/30/2016 370,000.00 369,448.70 -- 364,775.60 (4,805.95) 1.500 2.143 A 256350005 LC -Project Fmd-Toll2 26442CAD6 Corporate Duke Energy Carolinas, LLC 04/15/2018 06/11/2015 116,000.00 127,422.52 --- 120.065.80 (182.62) 5.100 1.682 AA 256350005 LC -Project Fmd-Toll2 31677QAV1 Corporate Fifth Third Bank 02/28/2018 06/08/2016 400,000.00 400,544.00 43,128.00 399,580.00 (700.37) 1.450 1.566 A 256350005 LC -Project Fmd-Toll 2 46849LSL6 Corporate Jackson National Life Global Farding 10/15/2018 --- 650,000.00 655,151.00 --- 651.261.00 (2,272.45) 1.875 1.746 AA 256350005 LC -Project Fmd-Toll 2 46625HJF8 Corporate JPMorgan Chase & Co. 01/25/2018 08/03/2016 265,000.00 266,831.15 -- 266,592.65 569.26 1.938 1.328 A 256350005 LC -Project Fad-Toll2 46623EKD0 Corporate JPMorgan Chase&Co. 03/O1/2018 --- 730,000.00 729,894.80 43.132.00 730.160.60 85.16 1.700 1.673 A 256350005 LC -Project Fmd-Toll2 48121CYK6 Corporate JPMorgan Chase Bank, National Association 10/O1/2017 03/09/2016 250,000.00 265,022.50 -- 255,237.50 330.23 6.000 1.773 A 256350005 LC -Project Fmd-Toll 2 55279HAA8 Corporate Manufacturers and Traders Trust Company 03/07/2018 06/06/2016 400,000.00 400,012.00 43.136.00 399.424.00 (584.02) 1.450 1.606 A 256350005 LC -Project Fmd-Toll 2 55279HAH3 Corporate Manufacturers and Traders Trust Company 07/25/2017 -- 550,000.00 549,163.10 -- 550,407.00 559.90 1.338 1.236 A 256350005 LC -Project Fmd-Toll2 59217GAY5 Corporate Metropolitan Life Global Fmding l 01/10/2018 --- 550,000.00 550,406.00 --- 549,037.50 (1,227.08) 1.500 1.727 AA 256350005 LC -Project Fmd-Toll 2 69353RET1 Corporate PNC Bank, National Association 11/05/2018 -- 600,000.00 606,243.00 43,379.00 600,612.00 (3,732.34) 1.800 1.731 A 256350005 LC -Project Fad-Toll2 74153WCE7 Corporate Pricoa Global Funding l 08/18/2017 _ --- 500,000.00 499,977.00 --- 499.275.00 (813.55) _ 1.350 1.731 AA 256350005 LC -Project Fmd-Toll 2 74256LAT6 Corporate Principal Life Global Funding B 12/O1/2017 08/22/2016 360,000.00 361,533.60 -- 361,155.60 347.40 1.555 1.183 A 256350005 LC -Project Fmd-Toll2 780082AA1 Corporate Royal Bank of Canada 02/05/2020 _ 06/24/2016 990,000.00 1,002,941.55 --- 985.119.30 (15,179.40) _ 1.875 2.054 AAA 256350005 LC -Project Fmd-Toll2 842434CN0 Corporate Southem California Gas Company 06/15/2018 06/15/2015 250,000.00 249,992.50 -- 250,002.50 5.61 1.550 1.549 AA 256350005 LC -Project Fmd-Toll2 865622CB8 Corporate Sumitomo Mitsui Banking Corporation 01/18/2019 01/13/2016 250,000.00 250,000.00 --- 252,285.00 2,285.00 1.964 1.585 A 256350005 LC -Project Fmd-Toll2 06416CAA6 Corporate The Bank of Nova Scotia 09/11/2019 06/29/2016 425,000.00 434,974.75 -- 426,989.00 (5,713.03) 2.125 1.928 AAA 256350005 LC -Project Fad-Toll2 80851QDA9 Corporate The Charles Schwab Corporation 09/O1/2017 10/27/2015 65,000.00 71,075.55 --- 66.291.55 (95.60) 6.375 1.567 A 256350005 LC -Project Fmd-Toll 2 38147MAA3 Corporate The Goldman Sachs Group, Inc. 07/19/2018 12/02/2015 100,000.00 102,578.00 -- 101,295.00 (2.76) 2.900 1.886 A 256350005 LC -Project Fmd-Toll2 891145W59 Corporate The Toronto -Dominion Bank 09/25/2019 08/16/2016 450,000.00 461,686.50 --- 453.078.00 (6,316.86) 2.250 1.966 AAA 256350005 LC -Project Fmd-Toll2 89114QBF4 Corporate The Toronto -Dominion Bank 01/22/2019 -- 525,000.00 528,126.80 -- 530,512.50 3,357.32 1.881 1.416 AA 256350005 LC -Project Fmd-Toll2 89837LAA3 Corporate The Trustees of Princeton University 03/O1/2019 --- 255,000.00 281,113.75 --- 270.623.85 200.15 4.950 1.687 AAA 256350005 LC -Project Fmd-Toll2 89352HAP4 Corporate TransCanada PipeLines Limited 01/12/2018 02/03/2016 150,000.00 146,716.50 -- 150,694.50 2,030.32 1.808 1.358 A 256350005 LC -Project Fmd-Toll2 91159HHD5 Corporate U.S. Bancorp 05/15/2017 --- _ 550,000.00 554,566.00 42.840.00 550.049.50 (78.58) _ 1.650 1.410 A 256350005 LC -Project Fmd-Toll 2 9498815E3 Corporate Wells Fargo Bank, National Association 05/24/2019 08/03/2016 255,000.00 255,731.85 -- 256,680.45 1,123.08 1.654 1.447 AA 256350005 LC -Project Fmd-Toll2 94988J5B9 Corporate Wells Fargo Bank, National Association 01/22/2018 --- 500,000.00 501,314.25 --- 502.545.00 1,885.40 1.781 1.278 AA 256350005 LC -Project Fmd-Toll2 870301RH4 CP Aktiebolaget Svensk Exportkredit 04/17/2017 03/03/2017 1,300,000.00 1,298,635.00 -- 1,299,506.00 26.00 0.000 0.857 AAA 256350005 LC -Project Fmd-Toll2 34108ARR0 CP Florida Power &Light Company 04/25/2017 03/13/2017 1,100,000.00 1,098,659.84 --- 1.099.351.00 99.00 0.000 0.887 AAA 256350005 LC -Project Fmd-Toll2 43357LRC8 CP Hitachi Capital America Corp. 04/12/2017 03/27/2017 1,300,000.00 1,299,350.00 -- 1,299,688.00 164.67 0.000 0.787 AA 256350005 LC -Project Fad-Toll2 63873JRC6 CP Natixis 04/12/2017 02/22/2017 1,100,000.00 1,098,727.37 --- 1.099.736.00 21.69 0.000 0.787 AAA 256350005 LC -Project Fmd-Toll2 06538BR70 CP The Bank of Tokyo -Mitsubishi UFJ, Ltd. 04/07/2017 03/31/2017 1,100,000.00 1,099,811.78 -- 1,099,879.00 40.33 0.000 0.661 AAA 256350005 LC -Project Fmd-Toll2 93884ER72 CP Washington Gas Light Company 04/07/2017 03/13/2017 600,000.00 599,640.00 --- 599.934.00 24.00 0.000 0.661 AAA 256350005 LC -Project Fmd-Toll 2 CCYUSD Currency UNITED STATES OF AMERICA 03/31/2017 -- - 0.00 -- 0.00 - 0.000 0.000 AAA 256350005 LC -Project Fmd-Toll2 9AMMF05B2 MM Fund U.S. Bank Money Market Account Fard 03/31/2017 03/31/2017 0.00 295,328.43 --- 295.328.43 0.00 0.000 0.000 NA 256350005 LC -Project Fmd-Toll2 65819WAC7 Muni North Carolina Eastem Municipal Power Agency 07/O1/2018 -- 190,000.00 190,625.40 -- 191,318.60 1,006.26 2.003 1.440 A 256350005 LC -Project Fad-Toll2 937308AZ7 Muni WBRP 3.2 03/O1/2018 09/25/2015 95,000.00 95,000.00 --- 94,924.00 (76.00) 1.485 1.573 AA 256350005 LC -Project Fmd-Toll2 955116AZ1 Muni West Palm Beach, City of 10/O1/2017 06/09/2016 230,000.00 229,857.40 -- 229,834.40 (107.44) 1.100 1.245 AA 256350005 LC -Project Fad-Toll2 298785GK6 Non -US Gov Banque European. D'investissemwt BED 04/18/2017 --- 575,000.00 575,503.50 --- 574.994.25 (30.75) 0.875 0.893 AAA 256350005 LC -Project Fmd-Toll2 62944BBC7 Non -US Gov N.V. Bank Nederlandse Gemeenten 07/14/2017 -- 575,000.00 574,335.00 -- 575,005.75 143.59 1.093 1.229 AAA 256350005 LC -Project Fmd-Toll 2 912828K33 _TIPS Treasury, United States Department of 04/15/2020 06/02/2016 984,941.00 997,359.86 --- 999.626.47 4,922.77 _ 0.125 -0.362 AAA 256350005 LC -Project Fmd-Toll 2 912828C73 US Gov Treasury, United States Department of 04/15/2017 03/31/2017 525,000.00 525,000.00 -- 525,042.00 42.00 0.875 0.678 AAA 256350005 LC -Project Fmd-Toll 2 912828TG5 US Gov Treasury, United States Department of 07/31/2017 _ 1,600,000.00 1,592,193.36 --- 1.598.496.00 342.44 _ 0.500 0.779 AAA 256350005 LC -Project Fmd-Toll2 912828KD1 US Gov Treasury, United States Department of 02/15/2019 -- 1,935,000.00 2,027,131.64 -- 1,989,199.35 (1,530.78) 2.750 1.236 AAA 256350005 LC -Project Fmd-Toll 2 912796KT5 US Gov Treasury, United States Department of 04/20/2017 03/27/2017 2,000,000.00 1,999,092.78 --- 1.999.320.00 69.44 0.000 0.621 AAA 256350005 LC -Project Fmd-Toll2 912828VK3 US Gov Treasury, United States Department of 06/30/2018 -- 2,475,000.00 2,500,920.91 -- 2,482,152.75 (7,361.76) 1.375 1.141 AAA 256350005 LC -Project Fmd-Toll 2 912828UR9 US Gov Treasury, United States Department of 02/28/2018 --- 2,750,000.00 2,747,428.71 --- 2,742,272.50 (6,210.20) 0.750 1.059 AAA 256350005 LC -Project Fmd-Toll 2 912828UA6 US Gov Treasury, United States Department of 11/30/2017 -- 3,465,000.00 3,454,861.14 -- 3,456,891.90 (4,184.31) 0.625 0.977 AAA 256350005 LC -Project Fmd-Toll 2 912828UF5 US Gov Treasury, United States Department of 12/31/2019 --- 3,775,000.00 3,776,018.56 --- 3,742,572.75 (33,167.26) 1.125 1.444 AAA 52,315,683.21 256350022 LC -Sr Lien Ob Fund-1 Interest 3135GOZB2 Agency Federal National Mortgage Association, Inc. 04/20/2017 03/27/2017 325,000.00 324,997.73 -- 324.993.50 (4.62) 0.750 0.785 AAA 256350022 LC -Sr Lien Ob Fund-1 Interest 313385EN2 Agency FHLBanks Office of Finance 04/19/2017 03/27/2017 150,000.00 149,932.17 --- 149,953.50 9.00 0.000 0.596 AAA 256350022 LC -Sr Lien Ob Fund-1 Interest 31393V2T7 Agency CMO Federal Home Loan Mortgage Coro. 06/15/2018 07/08/2013 49,470.70 52,322.99 -- 50.532.34 418.51 4.500 -0.392 AAA 256350022 LC -Sr Lien Ob Fund-1 Interest 3137ASNH3 Agency CMO Federal Home Loan Mortgage Corp. 09/25/2021 08/15/2013 273,399.99 266,223.24 --- 269,673.55 224.38 1.459 2.087 AAA 256350022 LC -Sr Lien Ob Fund-1 Interest 31393EXC8 Agency CMO Federal National Mortgage Association, Inc. 09/25/2018 07/24/2013 9,876.45 10,441.26 -- 10,115.26 92.91 4.500 -0.411 AAA 256350022 LC -Sr Lien Ob Fund-1 Interest 3136A4M89 Agency CMO Federal National Mortgage Association, Inc. 01/25/2019 07/05/2013 89,783.47 90,355.14 --- 89,884.93 (7.51) 1.934 1.945 AAA 256350022 LC -Sr Lien Ob Fund-1 Interest 31385JLF3 Agency MBS Federal National Mortgage Association, Inc. 08/O1/2017 09/18/2013 7,312.50 7,806.09 -- 7.324.86 (26.56) 6.000 2.115 AAA 256350022 LC -Sr Lien Ob Fund-1 Interest 31402RBG3 Agency MBS Federal National Mortgage Association, Inc. 09/O1/2019 --- 12,131.19 13,012.49 --- 12,426.95 (101.83) 6.000 2.097 AAA 256350022 LC -Sr Lien Ob Fund-1 Interest 02580ECC5 Corporate American Express Bank, FSB 09/13/2017 07/08/2013 250,000.00 287,890.00 -- 254.965.00 728.23 6.000 1.551 A 256350022 LC -Sr Lien Ob Fund-1 Interest 05565QCC0 Corporate BP Capital Markets P.L.C. 11/06/2017 07/03/2013 300,000.00 292,194.00 --- 299,724.00 840.36 1.375 1.530 A 24 Page 7 of 31 Mini `� Riverside [minty'Freespmrtmrimn Commission STAMP Portfolio by Account for quarter ended March 31, 2017 Source Account Account Identifier Security Type Category Issuer Final Maturity Trade Date Current Face Value Original Cost Next Call Date Base Market Value Base Net Total Unrealized Gain/Loss Coupon Yield Summarized Credit Rating 256350022 LC -Sr Lien Ob Fund-1 Interest 166764AE0 Corporate Chevron Corporation 06/24/2018 06/17/2015 300,000.00 301,848.00 43,244.00 --- --- 300.963.00 227.16 1.718 1.435 AA AAA A 256350022 LC -Sr Lien Ob Fund-1 Interest 30231GAL6 Corporate Exxon Mobil Corporation 03/06/2018 06/10/2015 420,000.00 419,525.40 419,664.00 (173.01) 1.305 1.392 256350022 LC -Sr Lien Ob Fund-1 Interest 46625H1L5 Corporate 1PMorgan Chase & Co. 05/15/2018 06/03/2015 500,000.00 497,550.00 499.845.00 794.95 1.625 1.652 256350022 LC -Sr Lien Ob Fund-1 Interest 48121CYK6 Corporate JPMorgan Chase Bank, National Association 10/O1/2017 07/03/2013 300,000.00 341,424.00 --- 306,285.00 1,151.20 6.000 1.773 A 256350022 LC -Sr Lien Ob Fund-1 Interest 78011DAC8 Corporate Royal Bank of Canada 09/19/2017 05/21/2015 700,000.00 700,763.00 --- 699.867.00 (288.58) 1.200 1.240 AAA 256350022 LC -Sr Lien Ob Fund-1 Interest 38144LAB6 Corporate The Goldman Sachs Group, Inc. 09/O1/2017 07/03/2013 300,000.00 322,515.00 --- 305,772.00 3,334.14 6.250 1.593 A 256350022 LC -Sr Lien Ob Fund-1 Interest 89236TAY1 Corporate Toyota Motor Credit Corporation 10/24/2018 06/17/2015 500,000.00 505,870.00 -- 502.470.00 (319.71) 2.000 1.678 AA 256350022 LC -Sr Lien Ob Fund-1 Interest 94974BGF1 Corporate Wells Fargo & Company 01/30/2020 06/03/2015 600,000.00 594,924.00 --- 601,266.00 4,420.30 2.150 2.072 A 256350022 LC -Sr Lien Ob Fund-1 Interest 870301RH4 CP Aktiebolaget Svensk Exportkredit 04/17/2017 03/03/2017 200,000.00 199,790.00 -- 199.924.00 4.00 0.000 0.857 AAA 256350022 LC -Sr Lien Ob Fund-1 Interest 14912DR35 CP Caterpillar Financial Services Corporation 04/03/2017 03/20/2017 200,000.00 199,920.56 --- 200,000.00 12.22 0.000 0.000 AA 256350022 LC -Sr Lien Ob Fund-1 Interest 34108ARR0 CP Florida Power & Light Company 04/25/2017 03/13/2017 200,000.00 199,756.33 -- 199.882.00 18.00 0.000 0.887 AAA 256350022 LC -Sr Lien Ob Fund-1 Interest 43357LRC8 CP Hitachi Capital America Corp. 04/12/2017 03/27/2017 200,000.00 199,900.00 --- 199,952.00 25.33 0.000 0.787 AA 256350022 LC -Sr Lien Ob Fund-1 Interest 619791R33 CP Motiva Enterprises LLC 04/03/2017 03/16/2017 200,000.00 199,880.00 -- 200.000.00 13.33 0.000 0.000 AAA 256350022 LC -Sr Lien Ob Fund-1 Interest 63873JRC6 CP Natixis 04/12/2017 02/22/2017 200,000.00 199,768.61 --- 199,952.00 3.94 0.000 0.787 AAA 256350022 LC -Sr Lien Ob Fund-1 Interest 83700ER75 CP South Carolina Electric & Gas Company 04/07/2017 03/14/2017 200,000.00 199,842.83 -- 199.978.00 19.00 0.000 0.661 AA 256350022 LC -Sr Lien Ob Fund-1 Interest 9AMMF05B2 MM Fund U.S. Bank Money Market Account Fund 03/31/2017 --- - 57,740.33 --- 57,740.33 - 0.000 0.000 NA 256350022 LC -Sr Lien Ob Fund-1 Interest 912828UZ1 US Gov Treasurv, United States Department of 04/30/2018 07/14/2015 200,000.00 198,187.50 -- 198.962.00 (331.71) 0.625 1.108 AAA 256350022 LC -Sr Lien Ob Fund-1 Interest 912828184 US Gov Treasury, United States Department of 03/31/2020 06/17/2015 200,000.00 197,023.44 --- 199,132.00 1,024.01 1.375 1.524 AAA 256350022 LC -Sr Lien Ob Fund-1 Interest 912828UA6 US Gov Treasury, United States Department of 11/30/2017 07/05/2013 200,000.00 194,343.75 -- 199.532.00 407.52 0.625 0.977 AAA 256350022 LC -Sr Lien Ob Fund-1 Interest 912828K41 US Gov Treasury, United States Department of 04/30/2017 07/30/2015 200,000.00 200,001.77 --- 200,014.00 13.92 0.856 0.762 AAA 256350022 LC -Sr Lien Ob Fund-1 Interest 912796KT5 US Gov Treasury, United States Department of 04/20/2017 03/27/2017 300,000.00 299,863.92 -- 299.898.00 10.41 0.000 0.621 AAA 256350022 LC -Sr Lien Ob Fund-1 Interest 9127961P5 US Gov Treasury, Unted States Department of 04/27/2017 03/27/2017 475,000.00 474,724.77 --- 474,767.25 22.82 0.000 0.663 AAA 8,135,459.46 256350023 LC -Sr Lien Reserve Fund-1 3137EADR7 Agency Federal Home Loan Mortgage Corporation 05/01/2020 05/15/2015 475,000.00 471,527.75 -- 471,238.00 (1,570.86) 1.375 1.639 AAA 256350023 LC -Sr Lien Reserve Fmd-1 3137EADB2 Agency Federal Home Loan Mortgage Corporation 01/13/2022 --- 950,000.00 942,921.50 --- 967.176.00 17,533.74 2.375 1.977 AAA 256350023 LC -Sr Lien Reserve Fund-1 3135GOD75 Agency Federal National Mortgage Association, Inc. 06/22/2020 05/06/2015 600,000.00 593,490.00 -- 597,372.00 1,536.65 1.500 1.640 AAA 256350023 LC -Sr Lien Reserve Fmd-1 3137A1MF8 Agency CMO Federal Home Loan Mortgage Corp. 10/25/2021 08/05/2015 30,000.00 31,038.28 --- 30.869.40 119.02 2.968 2.227 AAA 256350023 LC -Sr Lien Reserve Fund-1 31395EZP5 Agency CMO Federal Home Loan Mortgage Corp. 08/15/2019 07/09/2013 39,382.79 41,665.76 -- 40,355.94 183.57 4.500 1.219 AAA 256350023 LC -Sr Lien Reserve Fmd-1 3137A1RW4 Agency CMO Federal Home Loan Mortgage Corp. 05/25/2022 12/21/2016 125,000.00 124,804.69 --- 125,465.00 661.17 2.373 2.270 AAA 256350023 LC -Sr Lien Reserve Fund-1 3137ASNH3 Agency CMO Federal Home Loan Mortgage Corp. 09/25/2021 07/03/2013 273,399.99 267,173.73 -- 269,673.55 (345.49) 1.459 2.087 AAA 256350023 LC -Sr Lien Reserve Fmd-1 3137AUPE3 Agency CMO Federal Home Loan Mortgage Corp. 06/25/2022 --- 379,000.00 366,344.03 --- 380.163.53 8,448.00 2.396 2.309 AAA 256350023 LC -Sr Lien Reserve Fund-1 313921183 Agency CMO Federal National Mortgage Association, Inc. 03/25/2018 07/08/2013 5,774.16 6,091.74 -- 5,889.82 59.59 5.000 -1.112 AAA 256350023 LC -Sr Lien Reserve Fmd-1 3136A72D3 Agency CMO Federal National Mortgage Association, Inc. 04/25/2022 07/03/2013 395,000.00 375,250.00 --- 398.002.00 15,197.64 2.482 2.272 AAA 256350023 LC -Sr Lien Reserve Fund-1 38378BX20 Agency CMO Government National Mortgage Association 06/16/2051 03/17/2015 52,166.77 51,006.44 -- 50,929.37 (69.03) 1.240 2.657 AAA 256350023 LC -Sr Lien Reserve Fmd-1 38378B7F0 Agency CMO Government National Mortgage Association 12/16/2042 --- 450,000.00 427,324.22 --- 432.535.50 3,970.38 2.273 3.088 AAA 256350023 LC -Sr Lien Reserve Fund-1 38377RSZ9 Agency CMO The Government National Mortgage Association Guaranteed REMIC Pass- Through Securities 06/16/2039 01/21/2015 30,856.26 32,701.74 -- 31,886.24 (321.85) 4.500 1.289 AAA 256350023 LC -Sr Lien Reserve Fmd-1 38378CRT6 Agency CMO The Government National Mortgage Association Guaranteed REMIC Pass- Through Securities 10/20/2040 05/22/2014 80030.02 77278.99 --- 79191.31 1,368.31 2.000 2.368 AAA 256350023 LC -Sr Lien Reserve Fund-1 38376WA62 Agency CMO The Government National Mortgage Association Guaranteed REMIC Pass- Through Securities 10/20/2039 01/21/2015 79,294.20 83,250.11 -- 84,001.11 371.35 4.000 1.633 AAA 256350023 LC -Sr Lien Reserve Fmd-1 383771Z89 Agency CMO The Government National Mortgage Association Guaranteed REMIC Pass- Through Securities 10/20/2039 07/05/2013 90,221.96 92,981.48 --- 92,619.16 515.09 3.500 2.144 AAA 256350023 LC -Sr Clen Reserve Fund-1 38376T5Z1 Agency CMO The Government National Mortgage Association Guaranteed REMIC Pass- Through Securities 01/16/2039 01/26/2015 121,524.52 126,962.74 -- 124,635.55 (1,488.30) 3.000 2.144 AAA 256350023 LC -Sr Lien Reserve Fmd-1 38377RVK8 Agency CMO The Government National Mortgage Association Guaranteed REMIC Pass- Through Securities 04/20/2039 --- 140037.82 143987.32 --- 143386.12 368.20 3.000 2.094 AAA 256350023 LC -Sr Lien Reserve Fund-1 38380AZ34 Agency CMO The Government National Mortgage Association Guaranteed REMIC Pass- Through Securities 04/20/2046 11/28/2016 171,892.50 176,706.84 -- 174,752.79 (1,753.52) 3.000 2.656 AAA 256350023 LC -Sr Lien Reserve Fmd-1 38378TAF7 Agency CMO The Government National Mortgage Association Guaranteed REMIC Pass- Through Securities 07/20/2041 07/05/2013 186261.86 186289.94 --- 188,830.41 2697.73 2.500 2.052 AAA 256350023 LC -Sr Lien Reserve Fund-1 38376GB33 Agency CMO The Government National Mortgage Association Guaranteed REMIC Pass- Through Securities 10/16/2044 01/23/2015 310,976.21 319,206.28 -- 315,115.30 (3,006.75) 3.500 2.728 AAA 256350023 LC -Sr Lien Reserve Fmd-1 3137B1U75 Agency MBS Federal Home Loan Mortgage Corp. 01/25/2023 08/29/2016 380,000.00 394,917.97 --- 383.150.20 (10,258.94) 2.522 2.327 AAA 256350023 LC -Sr Lien Reserve Fund-1 31385XBG1 Agency MBS Federal National Mortgage Association, Inc. 03/O1/2018 09/13/2013 779.56 830.23 -- 780.85 (2.47) 6.000 2.142 AAA 256350023 LC -Sr Lien Reserve Fmd-1 3138L33G8 Agency MBS Federal National Mortgage Association, Inc. 06/O1/2020 11/12/2015 100,000.00 99,875.00 --- 99.736.00 (109.69) 2.010 2.062 AAA 256350023 LC -Sr Lien Reserve Fund-1 31417YKF3 Agency MBS Federal National Mortgage Association, Inc. 01/O1/2030 07/10/2013 102,164.46 107,783.51 -- 109,794.11 2,050.75 4.500 2.398 AAA 256350023 LC -Sr Lien Reserve Fmd-1 3138L76A9 Agency MBS Federal National Mortgage Association, Inc. 11/O1/2021 10/04/2016 125,000.00 129,511.72 --- 126.305.00 (2,758.70) 2.590 2.311 AAA 256350023 LC -Sr Lien Reserve Fund-1 31413XVG5 Agency MBS Federal National Mortgage Association, Inc. 06/O1/2019 08/04/2014 200,000.00 218,500.00 -- 202,682.00 (5,578.60) 4.506 3.769 AAA 256350023 LC -Sr Lien Reserve Fmd-1 31381Q6B7 Agency MBS Federal National Mortgage Association, Inc. 06/O1/2021 07/15/2016 189,430.03 210,089.74 --- 202,822.73 (4,404.45) 4.295 2.394 AAA 256350023 LC -Sr Lien Reserve Fund-1 3136AHAE0 Agency MBS Federal National Mortgage Association, Inc. 04/25/2023 10/28/2016 215,754.44 220,406.65 -- 215,650.88 (4,466.50) 2.533 2.442 AAA 256350023 LC -Sr Lien Reserve Fmd-1 31381PEB0 Agency MBS Federal National Mortgage Association, Inc. 11/O1/2020 09/26/2014 259,127.44 272,853.10 --- 268.969.10 1,911.69 3.370 2.178 AAA 256350023 LC -Sr Lien Reserve Fund-1 31381T4E7 Agency MBS Federal National Mortgage Association, Inc. 03/O1/2022 10/25/2016 272,584.15 284,797.21 -- 277,575.17 (6,305.80) 2.670 2.227 AAA 256350023 LC -Sr Lien Reserve Fmd-1 3136A4M48 Agency MBS Federal National Mortgage Association, Inc. 01/25/2022 07/05/2013 290,459.70 291,276.62 --- 289.408.23 (1,277.56) 2.098 2.122 AAA 256350023 LC -Sr Lien Reserve Fund-1 3138EKXIA Agency MBS Federal National Mortgage Association, Inc. 03/O1/2023 12/21/2016 290,418.53 287,151.33 -- 289,564.70 2,296.01 2.356 2.408 AAA 256350023 LC -Sr Lien Reserve Fmd-1 3136A7MN9 Agency MBS Federal National Mortgage Association, Inc. 05/25/2022 08/29/2016 300,000.00 308,578.13 --- 295.332.00 (12,356.36) 2.349 2.265 AAA 256350023 LC -Sr Lien Reserve Fund-1 3138E1PZ5 Agency MBS Federal National Mortgage Association, Inc. 07/O1/2022 08/29/2016 335,290.26 356,128.02 -- 343,551.81 (10,163.59) 2.973 2.261 AAA 256350023 LC -Sr Lien Reserve Fmd-1 36202F2H8 Agency MBS Ginnie Mae ll 01/20/2027 11/14/2016 225,708.78 234,243.40 --- 232.899.86 (1,232.36) 3.000 2.039 AAA 256350023 LC -Sr Lien Reserve Fund-1 38378B6A2 Agency MBS Government National Mortgage Association 11/16/2052 01/22/2015 128,795.23 124,735.15 -- 123,653.72 (1,136.45) 1.826 2.136 AAA 256350023 LC -Sr Lien Reserve Fmd-1 38379KDN5 Agency MBS Government National Mortgage Association 09/16/2055 08/05/2015 178,684.76 174,119.91 --- 172.076.99 (2,473.88) 2.104 2.814 AAA 256350023 LC -Sr Lien Reserve Fund-1 38378KWU9 Agency MBS The Government National Mortgage Association Guaranteed REMIC Pass- Through Securities 11/16/2041 -- 76,148.57 74,360.39 -- 72,994.49 (1,473.68) 1.400 2.374 AAA 256350023 LC -Sr Lien Reserve Fmd-1 38378KXW4 Agency MBS The Government National Mortgage Association Guaranteed REMIC Pass- Through Securities 02/16/2037 12/11/2014 186026.64 185125.58 --- 182676.30 (2524.36) 1.705 2.403 AAA 256350023 LC -Sr Lien Reserve Fund-1 38378XP62 Agency MBS The Government National Mortgage Association Guaranteed REMIC Pass- Through Securities 05/16/2055 05/14/2015 375,007.53 379,636.53 -- 369,243.66 (10,045.94) 2.500 2.782 AAA 256350023 LC -Sr Lien Reserve Fmd-1 38378KSL4 Agency MBS The Government National Mortgage Association Guaranteed REMIC Pass- Through Securities 12/16/2046 --- 425,000.00 415,829.11 --- 404,523.50 (11,554.61) 2.785 3.218 AAA 25 Page 8 of 31 ``� Riverside County Tronsportorion Commission STAMP Portfolio by Account for quarter ended March 31, 2017 Source Security Type Account Account Identifier Category Issuer Current Face Next Call Base Net Total Summarized Final Maturity Trade Date Value Original Cost Date Base Market Value Unrealized Gain/Loss Coupon Yield Credit Rating 256350023 LC -Sr Lien Reserve Fund-1 38378KR80 Agency MBS The Government National Mortgage Association Guaranteed REMIC Pass - Through Securities 07/16/2043 05/08/2015 450000.00 434,460.94 434.866.50 (475.31) 2.389 3.380 AAA 256350023 LC -Sr Lien Reserve Fund-1 256350023 LC -Sr Lien Reserve Fund-1 256350023 LC -Sr Lien Reserve Fund-1 256350023 LC -Sr Lien Reserve Fund-1 9AMMF05B2 MM Fund 912828WU0 TIPS 912828K33 TIPS 912828UF5 US Gov U.S. Bank Money Market Account Fund Treasury, United States Department of Treasury, United States Department of Treasury, United States Department of 03/31/2017 --- - 07/15/2024 02/05/2016 219,841.80 04/15/2020 02/13/2017 388,792.50 12/31/2019 11/16/2015 75,000.00 95,400.29 214,022.14 395,224.93 73,839.84 95,400.29 217.790.68 394,589.40 74.355.75 0.000 0.000 2,995.22 0.125 0.254 (384.92) 0.125 -0.362 137.47 1.125 1.444 NA AAA AAA AAA 256350023 LC -Sr Lien Reserve Fund-1 912828VA5 US Gov Treasury, United States Department of 04/30/2020 02/28/2017 160,000.00 158,131.25 157,974.40 (206.64) 1.125 1.547 AAA 256350023 LC -Sr Lien Reserve Fund-1 912828V V9 US Gov Treasury, United States Department of 08/31/2020 235,000.00 241,525.78 238.698.90 (1,172.73) 2.125 1.649 AAA 256350023 LC -Sr Lien Reserve Fund-1 912828XB1 US Gov Treasury, United States Department of 05/15/2025 05/24/2016 1,200,000.00 1,228,546.88 1,181,904.00 (44,132.56) 2.125 2.330 AAA 256350023 LC -Sr Lien Reserve Fund-1 912828VB3 US Gov Treasury, United States Department of 05/15/2023 1,675,000.00 1,560,027.34 1.638.686.00 39,130.43 1.750 2.129 AAA 256350023 LC -Sr Lien Reserve Fund-1 912828B58 US Gov Treasury, United States Department of 256350023 LC -Sr Lien Reserve Fmd-1 912828RC6 US Gov lreasury, Umted States Department of 01/31/2021 08/15/2021 1,640,000.00 1,677,556.65 -- 1,975,000.00 1,662,418.80 (5,384.93) 2.125 1.755 AAA 2,006,091.79 -- 1,998,305.00 (2,144.21) 2.125 1.843 AAA 17 762 469.12 26 Page 9 of 31 ATTACHMENT 4 IMMM M- erside County Tromp .lion (ornnirssion STAMP Portfolio Transaction Report by Account Quarter ended March 31, 2017 Source Account Account Identifier Description Beginning Base Market Value Base Purchases Base Sales Base Base Change In Base Maturities and Net Total Realized Amortization/A Net Unrealized Redemptions Base Par florins Gain/Loss ceretion Gain/Loss Ending Base Ending Accrued Market Value Income Balance 205091001 LC-2013 ACa. italized Interest 084664BE0 BERKSHIRE HATHAWAY FINANCE CORP 841,952.00 7,799.45 1,287.45 835,440.00 16,320.00 t 0101 r 03A a.it: ize. iterest 8 8 A •r I• dq•A a.. •0 4t3, .rt 40,'t.0 3,066.91 205.09 205091001 LC-2013 A Capitalized Interest 205091001 LC-2013 A Capitalized Interest 89236TAY1 TOYOTA MOTOR CREDIT CORP 36290WH47 GN 619551 2,011,840.00 392,566.39 (75 078.73) (1,73757) (1,715.81) ](,340.38) (222.43) (1,529.45) 2,009,880.00 312,902.02 17,444.44 1,159.17 205091(101 LC-2013 A Capitalized ]merest 313933 277 FHA 2627E GY 219.936.61 /52.002.951 (914.171 0 052391 428.12 1.175.(12 610.80 205091001 205091001 205091001 205091001 205091001 LC-20 LC-20 LC-20 LC-20 LC-20 3 A Capitalized Interest 3 A Capitalized Interest 3 A Capitalized Interest 3 A Capitalized Interest 3 A Capitalized Interest 31401MWC1 31393EXC8 31402QT68 31392F6C6 3132FEAK7 FN 712643 FNR 0388E TH FN 735073 FNR 0277C CB FH Z50010 274,783.15 121,141.10 87,285.41 63,036.01 38,649.35 (52,006.33) (29,157.89) (16 776.80) (22,812.72) (13,780.90) (932.65) (541.72) (669.62) (276.63) (193.92) (860.51) (464.76) (289.67) (18527) (129.04) (117.35) 60.62 116.75 403.35 94.50 220,866.32 91,037.36 69,666.07 40,164.73 24,640.00 807.59 333.33 338.39 164.53 99.77 205091001 LC-2013 A Capitalized Interest 205091001 LC-2013 ACapitalized Interest 205091001 LC-2013 AC ' I d In 31392FPP6 FNR 0274C PE 3128MBTH0 FH G13052 31410GSO7 FN 888927 37,045.14 42,959.33 24.563.99 (14,147.94) (8,929.00) (11.210.40 (158.49) _ (111.74) (192.71) (100.92) (144.741 (95161 240.46 225.37 55.94 22,867.43 33,962.07 13. 169.62 93.79 137.51 65.57 205091001 LC-2013 A Capitalized Interest 205091001 LC-2013 A Capitalized Interest 3128H4NR6 FH E96700 31402RBG3 FN 735439 27,372.62 55,087.12 (6,580.08) (16,715.61) (113.65) (535.833) (64.52) (46_47) 108.78 29.97 20,723.16 37,819.19 83.91 184.60 205091001 LC-2013 A Capitalized Interest 205091001 LC-2013 A Capitalized Interest 205091001 LC-2013 A Capitalized Interest 3128PHVS7 FH106025 3128PGLY7 FH 104843 31392HWL3 FNR 033D BC 19,143.33 23,270.48 11,429.93 (7,094.40) (16,506.66) (3,515.94) (117.81) (61.94) (45.71) (41.87) (38.45) (37.48) 38.71 (275.70) 65.12 11,927.96 6,387.72 7,895.92 48.30 25.86 32.19 205091001 LC-2013 A Capitalized Interest 205091001 LC-2013 A Capitalized Interest 36200AFG9 GN 595167 31402RBG3 FN 735439 7,997.19 4,247.52 (3,121.23) 1(,288.87) 144.53) (37.31) (31.00) (3.25) 23.13 (2.03) 4,823.56 2,916.07 21.99 14.23 205091001 LC-2013 A Capitalized Interest 205091001 LC-2013 A Capitalized Interest 205091001 LC-2013 A Capitalized Interest 205091001 LC-2013 A Capitalized Interest 205091001 LC-2013 A Capitalized Interest 205091001 LC-2013 A Capitalized Interest 205091001 LC-2013 A Capitalized Interest 205091001 LC-2013 ACapitalized Interest 31402RBG3 FN 735439 9AMMF05B2 U.S. BANK MONEY MARKET ACCOUNT FUND 23521922 DALLAS TEX 3135GOZB2 FEDERAL NATIONAL MORTGAGE ASSOCIATION 313385854 FEDERAL HOME LOAN BANKS 313385EL6 FEDERAL HOME LOAN BANKS 30231GAL6 EXXON MOBIL CORP 912796KT5 UNITED STATES TREASURY 2,568.12 109,877.53 2,136,323.70 579,860.80 5,483,423.10 574,995.98 199,971.11 399,833.33 924,580.41 (5,434,972.70) (2,135,000.00) (200,000.00) (77927) (24.18) (2.10) 0.70 28.89 33.33 59.43 72.97 0.53 (1,323.70) (8.18) 25.34 (38423) 32.12 1,763.10 158,327.93 574,988.50 399,892.00 579,536.00 924,685.50 8.61 1,928.65 525.63 205091001 LC-2013 A Capitalized I 313385FN2 FEDERAL HOME LOAN BANKS 999.547.7R 82.21 6(101 999.690.00 205091001 205091001 205091001 205091001 205091001 205091001 205091001 LC-2013 A Capitalized Interest LC-2013 A Capitalized Interest LC-2013 A Capitalized Interest LC-2013 A Capitalized Interest LC-2013 A Capitalized Interest LC-2013 A Capitalized Interest LC-2013 A Capitalized Interest 89153 VAC3 TOTAL CAPITAL INTERNATIONAL SA 912828M23 UNITED STATES TREASURY 912796QG7 UNITED STATES TREASURY 912828184 UNITED STATES TREASURY 313385DP8 FEDERAL HOME LOAN BANKS 912828/84 UNITED STATES TREASURY 184126YS3 CLAYTON CNTY & CLAYTON CNTY GA WTR AUTH WTR & SEW 160,264.00 801,072.00 696.339.00 1,293,201.00 770,438.90 1,234,670.67 1,099,480.71 (1,235,000.00) (1,100,000:00) 144.00 249.21 329.33 467.00 519.29 879.42 949.53 (291.20) (489.21) 156.00 277.58 (995.73) 160,116.80 800,832.00 696,962.00 1,294,358.00 770,392.70 640.67 1,059.93 26.30 48.84 4,170.83 205091001 LC-2013 A Capitalized Interest 205091001 LC-2013 A Capitalized Interest 912828UB4 UNITED STATES TREASURY 912828UZ1 UNITED STATES TREASURY 1,234,962.50 2,089,752.00 1,833.80 2,096.25 (371.30) (2,747.25) 1,236,425.00 2,089,101.00 4,189.56 5,511.05 205091001 LC-2013 A Capitalized Interest 912828UA6 UNITED STATES TREASURY 1,745,905.00 2,835.30 (2,83530) 1,745,905.00 3,665.87 205091001 LC-2013 A Capitalized Interest 205091001 LC-2013 A Capitalized Interest 037833A19 APPLE INC 912796KU2 UNITED STATES TREASURY 2,988,750.00 4,091,882.00 24,595,272.23 10,916,503.09 (5,434,972.70) (5,070,000.00) (351,505.72) 3,443.12 6,006.50 (6,741.63) (1,572.62) (1,253.12) 2,990,940.00 (307.50) 4,097,581.00 (10,298.51) 24,636,684.15 12,333.33 90,464.21 256350001 LC -Project Fund-2 Senior Lien 256350001 LC -Project Fund-2 Senior Lien 912828GS3 UNITED STATES TREASURY 91324PCJ9 UNITEDHEALTH GROUP INC 290,049.30 376,816.41 (290,000.00) (115.94) (6.71) (39.22) (4259) 376,661.25 6,386.40 256350001 LC -Project Fund-2 Senior Lien IC_Prniwr FnnA/C ' Li 912828WH9 UNITED STATES TREASURY 919898C73 UNITED STATFC 172 ACI IR V 375,058.59 1, 014 65 (3.74) im 35.15 17 94 375,090.00 175 6111011 1,241.80 1.11442 256350001 LC -Project Fund-2 Senior Lien 256350001 LC -Project Fund-2 Senior Lien 9AMMF05B2 U.S. BANK MONEY MARKET ACCOUNT FUND 3137A7JI8 FHMS K701 Al 72,392.91 22,415,951.25 12,201.97 256350001 LC -Project Fund-2 Senior Lien 256350001 LC -Project Fund-2 Senior Lien 256350001 LC -Project Fund-2 Senior Lien 3135GOZB2 FEDERAL NATIONAL MORTGAGE ASSOCIATION 3130A7Q24 FEDERAL HOME LOAN BANKS 912796JP5 UNITED STATES TREASURY (22,472,201.66) 4.27 199,998.60 74,996.70 299,826.17 0.24 1.10 12.42 (2.84) 2.20 14.41 16,142.50 12,206.24 28.23 199,996.00 75,000.00 299,853.00 670.83 229.17 256350001 LC -Project Fund-2 Senior Lien 256350001 LC -Project Fund-2 Senior Lien 256350001 LC -Project Fund-2 Senior Lien 256350001 LC -Project Fund-2 Senior Lien 256350001 LC -Project Fund-2 Senior Lien 256350001 LC -Project Fund-2 Senior Lien 256350001 LC -Project Fund-2 Senior Lien 256350001 LC -Project Fund-2 Senior Lien 256350001 LC -Project Fund-2 Senior Lien 256350001 LC -Project Fund-2 Senior Lien 256350001 LC -Project Fund-2 Senior Lien 256350001 LC -Project Fund-2 Senior Lien 256350001 LC -Project Fund-2 Senior Lien 256350001 LC -Project Fund-2 Senior Lien 256350001 LC -Project Fund-2 Senior Lien 256350001 LC -Project Fund-2 Senior Lien 256350001 LC -Project Fund-2 Senior Lien 256350001 LC -Project Fund-2 Senior Lien 256350001 LC -Project Fund-2 Senior Lien 256350001 LC -Project Fund-2 Senior Lien 256350001 LC -Project Fund-2 Senior Lien 256350001 LC -Project Fund-2 Senior Lien 256350001 LC -Project Fund-2 Senior Lien 256350001 LC -Project Fund-2 Senior Lien 256350001 LC -Project Fund-2 Senior Lien 256350001 LC -Project Fund-2 Senior Lien 256350001 LC -Project Fund-2 Senior Lien 313385AD8 FEDERAL HOME LOAN BANKS 912796KT5 UNITED STATES TREASURY 313385EN2 FEDERAL HOME LOAN BANKS 313385AD8 FEDERAL HOME LOAN BANKS 912796KS7 UNITED STATES TREASURY 912796KY4 UNITED STATES TREASURY 313385AF3 FEDERAL HOME LOAN BANKS 34108APD3 Florida Power & Light Company 313385AF3 FEDERAL HOME LOAN BANKS 97670RQ65 Wisconsin Gas LLC 313397AJ0 FEDERAL HOME LOAN MORTGAGE CORP 61979227 Motiva Enterprises LLC 313385AN6 FEDERAL HOME LOAN BANKS 92780262 Virginia Electric and Power Company 313385AT3 FEDERAL HOME LOAN BANKS 93884ER72 Washington Gas Light Company 02581RQ14 American Express Credit Corporation 06538BN58 The Bank of Tokyo -Mitsubishi UFJ, Ltd. 313385AN6 FEDERAL HOME LOAN BANKS 313385AV8 FEDERAL HOME LOAN BANKS 69511282 PacifiCorp 02360RP95 Ameren Corporation 74005HQ13 Praxair, Inc. 711121PA6 The Peoples Gas Light And Coke Company 02360RRA0 Ameren Corporation 57708LPE2 Mattel, Inc. 459053DD3 INTERNATIONAL BANK FOR RECONSTRUCTION AND DEVELOPM 399,996.00 599,994.00 349,989.50 499,985.00 399,976.00 324,964.25 299,952.00 999,960.00 499,945.00 299,946.00 199,909.28 199,909.56 349,898.65 349,694.82 99,972.56 274,967.00 274,951.88 199,937.89 199,880.00 144,928.23 224,921.25 249,918.75 249,913.89 249,907.29 199,828.89 249,895.77 (199,950.00) (99,955.58) (400,000.00) (600 000.00) (350 000.00) (100,000.00) (500,000.00) (275,000.00) (400,000.00) (275,000.00) (325,000.00) (200,000.00) (300,000.00) (145,000.00) (1,000 000.00) (500,000.00) (300,000.00) (225,000.00) (250,000.00) (250,000.00) (250,000.00) (250,000.00) 354,894.39 - (355,000.00) 14.83 15.78 16.44 18.00 20.27 21.29 24.31 (10.83) 6.94 12.00 (12.00) 11.08 17.89 (13.81) 199,932.00 199,938.00 349,930.00 349,734.00 27.44 30.90 33.00 39.55 48.12 48.75 62.11 68.00 70.00 71.77 72.22 74.17 76.00 78.75 (15.90) (15.55) (13.00) (20.00) (32.22) (19.17) (22.00) 81.25 (4.70) 86.11 92.71 103.89 104.23 105.61 8.50 99,981.00 256350001 LC -Project Fund-2 Senior Lien 256350001 LC -Project Fund-2 Senior Lien 34108ARR0 Florida Power & Light Company 63743CQP1 National Rural Utilities Cooperative Finance Corpo 199,756.33 - - - - 107.67 249,890.00 - (250,000.00) 27 110.00 18.00 199,882.00 Page 10 of 31 M- erside County Tromp/Wiwi Corn*6ari STAMP Portfolio Transaction Report by Account Quarter ended March 31, 2017 Source Base Base Change In Beginning Base Base Maturities and Net Total Realized Amortization/A Net Unrealized Ending Base Ending Accrued I ',tion Market Value Base Purchases Base Sales Redem i tions Base Pavdmms Gain/Loss ccretion Gain/Loss Market Value Income Balance 25635000 LC -Project ject Fund-2 Senior Lien 256350001 LC -Project Fund-2 Senior Lien 256350001 LC -Pr jeer Fund-2 Senior Lien 256350001 LC -Project Fund-2 Senior Lien 256350001 LC -Pr ject Fund-2 Senior Lien 256350001 LC -Project Fund-2 Senior Lien 256350001 LC -Pr jecl Fund-2 Senior Lien 256350001 LC -Project Fund-2 Senior Lien 256350001 LC -Pr jest Fund -2 Senior Lien 256350001 LC -Pr jeer Fund-2 Senior Lien 256350001 LC -Pr jest Fund-2 Senior Lien 256350001 LC -Project Fund-2 Senior Lien 256350001 LC -Pr jest Fund-2 Senior Lien 256350001 LC -Project Fund-2 Senior Lien 256350001 LC-P of Fund-2 Senior Lien 256350001 LC -Pr jest Fund-2 Senior Lien 256350001 LC -Pr jest Fund-2 Senior Lien 256350001 LC -Project Fund-2 Senior Lien 256350001 LC -Pr jest Fund-2 Senior Lien 256350001 LC -Project Fund-2 Senior Lien 256350001 L C-Pr ject Fund-2 Senior Lien 256350001 LC -Project Fund-2 Senior Lien 256350001 LC -Pr ject Fund-2 Senior Lien 256350001 LC -Project Fund-2 Senior Lien 256350001 LC -Pr jest Fund -2 Senior Lien 256350001 LC -Project Fund-2 Senior Lien 256350001 LC -Pr ject Fund-2 Senior Lien 256350001 LC -Pr jec[Fund-2 Senior Lien 256350001 LC -Pr jecl Fund-2 Senior Lien 256350001 LC -Pr jeer Fund-2 Senior Lien 256350001 LC -Project Fund-2 Senior Lien 256350001 LC -Project Fund-2 Senior Lien 256350001 LC -Project Fund-2 Senior Lien 256350001 LC -Project Fund-2 Senior Lien 256350001 LC -Pr jest Fund-2 Senior Lien 256350001 LC -Pr jest Fund-2 Senior Lien 256350001 LC -Pr jest Fund-2 Senior Lien 256350001 LC -Protect Fund-2 Senior Lien 256350001 LC -Pr jest Fund-2 Senior Lien 256350001 LC -Pr jec[Fund-2 Senior Lien 06538BPE7 The B of Tokyo -Mitsubishi UFJ, Ltd 4497 W0Q19 ING (U.S.) Funding LLC 313385DD5 FEDERAL HOME LOAN BANKS 43357LPN6 Hitachi Capital America Corp 313385CW4 FEDERAL HOME LOAN BANKS 69372APN6 PACCAR Financial Corp. 870301R1-14 Aktiebolaget Svensk Exportkredit 22533TPH3 Credit Agricole Corporate and Investment Bank 93884EQ65 Washington Gas Light Company 83700ER42 South Caoolina Electric & Gas Company 313313DY1 FEDERAL FARM CREDIT BANKS 9I2796QG7 UNITED STATES TREASURY 313385CU8 FEDERAL HOME LOAN BANKS 02665JPM6 American Honda Finance Corporation 313385CW4 FEDERAL HOME LOAN BANKS 3385DP8 FEDERAL HOME LOAN BANKS 06538BQH9 The Bank of Tokyo -Mitsubishi UFJ 3385CU8 FEDERAL HOME LOAN BANKS 34108AQE0 Florida Power & Light Company 83700EQ35 South Carolina Electric & Gas Company 3135891M9 FEDERAL NATIONAL MORTGAGE ASSOCIATION 63743CPU7 National Rural Utilities Cooperative Finance Corpo 38480JQL4 W. W. Grainger, Inc 09659BPQ7 BNP Parib 927807Q61 Virginia Electric and Power Comp 638737RC6 Nat 249,888.89 249,883.40 354,883.19 249,881.11 299,876.75 249,872.50 199,790.00 274,869.99 249,869.72 199,831.11 240,853.79 499,866.67 349,866.13 274,859.75 299,858.67 299,858.38 249,854.17 329,852.33 249,850.28 249,848.27 274,847.22 249,835.00 249,832.08 (250,000.00) (250,000.00) (355,000.00) (250,000.00) (300,000.00) (250,000.00) (275,000.00) 250,000.00 99,953.3 111.11 116.60 116.81 118.89 123.25 127.50 130.00 4.00 199,924.00 130.01 130.28 500,000.00) 350,000.00 (9.73) 13195 132.28 33.33 133.87 4.29 240,990.36 (275,000.00) (300,000.00) (300,000.00) (250,000.00) (330,000.00) (250,000.00) (250,000.00) (275,000.00) (250,000.00) (250,000.00) 140.25 141.33 41.62 145.83 47.67 149.72 151.73 152.78 65.00 167.92 249,827.78 - (250,000.00) - - 172.22 249,821.11 - (250,000.00) - - 178.89 912796QG7 UNITED STATES TREASURY 313385DL7 FEDERAL HOME LOAN BANKS 4912DRH4 Caterpillar Financial Services Corporation 74433GNB8 Prudential Funding LLC 23336GP62 DTE Electric Company 43357LP30 Hitachi Capital America Corp 92780E162 Virginia Electric and Power Company 46640PQW6 J.P. Morgan Securities LLC 83700EP85 South Carolina Electric & Gas Company 06538BNH2 The Bank of Tokyo -Mitsubishi UFJ, Ltd 22533TNH5 Credit Agricole Corporate and Investment Bank 638731NH9 Nat 46640PNL3 J.P. Morgan Securities LLC 4912DPM5 Caterpillaz Financial Services Corporation 99,768.61 - - - - 179.45 399,804.50 - (400,000.00) - - 195.50 299,803.13 - (300,000.00) - - 196.87 99,718.00 198.44 3.94 199,952.00 7.56 199,924.00 999,840.00 - - (1,000,000J10) - - 20833 (48.33) 999,720.00 999,720.00 999,720.00 809,724.60 799,744.89 - (800,000.00) - - 255.11 799,738.45 - (800,000.00) 799,735.55 - (800,000.00) 249,730.83 - (250,000.00) 799,680.00 - (800,000.00) (1,000,000.00) 799,432.89 (1,000,000.00) (1,000,000.00) (810,000.00) (800,000.00) 261.55 264.45 269.17 320.00 377.78 386.67 400.00 410.40 567.11 (97.78) (106.67) (120.00) (135.00) 9,845,874.56 40,897,375.91 (22,972,060.57) (23,810,000.00) (14.42) 9,589.61 (598.74) 3,970,166.35 10,070.84 256350004 LC-PF-2 Sales Tax Revenue Bond 9AMMF05B2 U.S. BANK MONEY MARKET ACCOUNT FUND 57.12 0.02 57.14 256350005 LC -Pr jec[ Fund -Toll 2 256350005 LC -Project Fund-Toll2 956156965 IC ect Dmd-Toll 2 202795HU7 COMMONWEALTH EDISON CO 912828KD1 UNITED STATES TREASURY 48121CY. JPMORGANCHASF RANK NA 267,778.05 721,987.00 957 995 00 (2,909.06) (2,681.50) (240/ 941 251.96 301.50 1155 961 265,120.95 719,607.00 955 237.56 657.33 2,392.96 7 506 06 256350005 LC -Project Fund-Toll2 256350005 LC -Project Fund -Toll 2 256350005 LC -Project Fund-Toll2 256350005 LC -Project Fund-Toll2 912828KD1 UNITED STATES TREASURY 61747YDT9 MORGAN STANLEY 644,631.25 (2,385.89) 260.89 642,506.25 2,136.57 302,259.00 - - (300,000.00) - - (2,362.03) 103.03 209111ET6 CONSOLIDATED EDISON COMPANY OF NEW YORK INC 231,530.20 912828VK3 UNITED STATES TREASURY 1,959,145.50 (2,313.19) (54.01) 229,163.00 6,435.00 (2,169.19) (1,340.81) 1,955,635.50 6,740.16 256350005 LC -Project Fund-Toll2 898371AG1 TRUSTEES OF PRINCETON UNIVERSITY 186,796.75 (1,286.61) 212.11 185,722.25 721.88 256350005 LC -Project Fund -Toll 2 256350005 L C-Pr jest Fund-Toll2 256150005 LC-Proiect Fund -Toll 2 912828KD1 3138ELY64 912828KD1 UNITED STATES TREASURY FN AL4332 UNITED STATES TREASURY 319,737.10 218,069.05 709.42'7 00 (15,219.18) (1,427.97) (1,116.83) (1,058.09) (1.051.791 62.83 712.71 31.79 318,683.10 201,076.52 309 4010(1 1,059.74 931.74 1025.55 256350005 LC -Project ject Fund -Toll 2 256350005 LC -Project Fund -Toll 2 256350005 LC -Project Fund-Toll2 256350005 LC -Project Fund -Toll 2 256350005 LC -Project Fund -Toll 2 3133XY2H7 FEDERAL HOME LOAN BANKS 912828B58 UNITED STATES TREASURY 26442CAD6 DUKE ENERGY CAROLINAS LLC 891145W59 TORONTO DOMINION BANK 3137AH6Q6 MIMS K704 A2 219,303.54 709,324.00 121,222.32 453,582.00 473,993.84 707 328.12) (472,023.88) (12,L99.85) (1,509.44) (43.71) (1,030.82) (12,832.73_1 (1,027.16) - (1000.44) (92127) (2,340.98) (867.84) (91.94) 205,937.22 11,864.02 - (156.08) 120 065.80 41727 453,078.00 2,748.30 182.31 2,727.93 168.75 256350005 LC -Project Fund -Toll 2 256350005 LC -Project Fund-Toll2 13063BFU7 CALIFORNIA ST 80851QDA9 CHARLES SCHWAB CORPORATION (THE) 115,193.40 67,171.00 ( 4,348.15) (831.71) (821.56) 20.82 (57.89) 66,291.55 345.31 256350005 LC -Project Fund-Toll2 256350005 LC -Project Fund -Toll 2 89837L.AA3 TRUSTEES OF PRINCETON UNIVERSITY 94974BGR5 WELLS FARGO & CO 85,392.80 440,501.60 (441,368.40) (666.21) 175.01 84,901.60 330.00 (9,940.10) (655.45) 11,46235 256350005 LC -Project Fund -Toll 2 256350005 LC -Project Fund -Toll 2 780082AA1 ROYAL BANK OF CANADA 912828858 UNITED STATES TREASURY 671,679.00 430,661.00 (429,449.22) (600.83) 594.08 671,672.25 1,968.75 (4,931.06) (476.22) 4,195.49 256350005 LC -Project Fund -Toll 2 05531FAQ6 BB&T CORP 201,558.00 (455.53) 265.53 201,368.00 750.00 256350005 LC -Project Fund -Toll 2 256350005 LC -Project Fund-Toll2 25675ann5 IC_prniect Fond -Toll 2 911591IHD5 U.S. BANCORP 037833BR0 APPLE INC 91159{iF1D5 11 S. RANCORP 300,429.00 304,143.00 276157.56 (447.93) (40295) 117_5_421 45.93 804.95 4842 300,027.00 304,545.00 950 1127 511 1,870.00 577.64 155P 31 256350005 LC -Project Fund -Toll 2 256350005 LC -Project Fund -Toll 2 69353RET1 PNC BANK NA 69353RET7 PNC BANK NA 300,546.00 300,546.00 (354.99) 114.99 300,306.00 2,190.00 (34994) 109.94 300,306.00 2,190.00 256350005 LC -Project Fund-Toll2 256350905 LC -Project Fund -Toll 2 0258MODZ9 AMERICAN EXPRESS CREDIT CORP 6174467V5 MORGAN STANLEY 300,435.00 243,523.27 (243,619.67) (321.49) 399.49 300,513.00 2,281.25 1,058.89 (308.25) (654.24) 256350005 LC -Project Fund-Toll2 46625HJF8 JPMORGAN CHASE & CO 266,733.10 (308.04) 167.59 266,592.65 941.49 256350005 LC -Project Fund -Toll 2 256350005 LC -Project Fund -Toll 2 27675a n15 1C_prniectDmd-To112 74256LAT6 46849LSL6 R9114ORF4 PRINCIPAL LIFE GLOBAL FUNDING ❑ JACKSON NATIONAL LIFE GLOBAL FUNDING TORONTO-DOMINION RANK 361,454.40 300,621.00 ant 2611.00 (298.11) (297.40) r2s7 441 (0.69) 258.40 21144 361,155.60 300,582.00 464./01100 481.91 2,593.75 1491 37 256350005 LC -Project Fund-Toll2 13063BFU1 CALIFORNIA ST 38,397.80 (38,116.05) (87.01) (284.29) 89.56 256350005 LC -Project Fund -Toll 2 780082AA1 ROYAL BANK OF CANADA 313,45020 28 (272.49) 269.34 313,447.05 918.75 Page 11 of 31 M- erside County Trompo/91k n Cornni bars IMMM STAMP Portfolio Transaction Report by Account Quarter ended March 31, 2017 Source Account Account 256350005 LC -Project ject Fund -Toll 2 Identifier Description 46849LSL6 JACKSON NATIONAL LIFE GLOBAL FUNDING 256350005 LC -Project Fund-Toll2 38147MAA3 GOLDMAN SACHS GROUP INC 256350005 LC -Project Fund-Toll2 36159LBW5 GEDFT 122A Beginning Base Market Value Base Purchases 200,414.00 - Base Sales 101.381.00 200,230.00 Base Base Change In Base Maturities and Net Total Realized Amortization/A Net Unrealized Ending Base Ending Accrued Redemptions Base Pavdonns Gain/Loss ccretion Gain/Loss Market Value Income Balance (269.27) 243.27 200,388.00 1,729.17 (244.05) 158.05 101,295.00 580.00 (234.37) 70.37 200,066.00 115.22 256350005 LC -Project Fund -Toll 2 256350005 LC -Project ject Fund-Toll2 256350005 LC-Proiect Fund-To112 05531FAP8 063679ZT4 912828UF5 BB&T CORP BANK OF MONTREAL UNITED STATES TREASURY 261,443.00 300,183.00 643.675.50 (300 000.00) (231.68) (226.12) (214.911 730.88 43.12 955.91 261,942.20 644.416.50 244.48 1-83823 256350005 LC -Project ject Fund-Toll2 3137A85H7 FHR 3820F G7 256350005 LC -Project Fund -Toll 2 949887569 WELLS FARGO BANK NA 256350005 LC -Project Fund-Toll2 912828VK3 UNITED STATES TREASURY 256350005 LC -Project Fund -Toll 2 256350005 LC -Project ject Fund-Toll2 912828VK3 UNITED STATES TREASURY 912828VK3 UNITED STATES TREASURY 115,813.16 (8,243.20) (333.05) (201.45) 137.42 107,172.88 302.90 251,217.50 - - - - - (191.89) 246.89 251,272.50 841.13 130,609.70 130,609.70 130,609.70 (190.30) (43.70) 130,375.70 449.34 (188.45) (187.53) (4555) 130,375.70 (46.47) 130,375.70 449.34 449.34 256350005 LC -Project Fund -Toll 2 256350005 LC -Project ject Fund-Toll2 256350005 LC-Proiecl Fund-To112 36159LBW5 31394GH22 912828VK3 GEDFT 122 A FHR 2649G KA UNITED STATES TREASURY 300,345.00 54,703.99 135 633.15 (40 698.23) (13,553.62) (169.23) (353.64) (149.37) /139.101 (76.77) 50.87 003901 300,099.00 135390.15 172.83 466.63 256350005 LC -Project Fund-Toll2 3136A2HB2 FNR I1111B PC 256350005 LC -Project Fund -Toll 2 59217GAY5 METROPOLITAN LIFE GLOBAL FUNDING I 256350005 LC -Project Fund-Toll2 74153WCE7 PRICOA GLOBAL FUNDINGI 256350005 LC -Project Fund -Toll 2 2077271.59 CONNECTICUT ST 516,373.36 - (495,429.99) - (22,290.99) (11,711.19) (137.18) 13,196.00 250,040.00 200,104.00 131,433.90 (131,206.40) 0.01 (118.65) (358.85) 249,562.50 843.75 (112.39) (281.61) 199,710.00 322.50 (801.53) (11131) 68534 256350005 LC -Project Fund-Toll2 47787UAD5 JDOT 15 A3 505,126.25 (51,350.45) (35.63) (105.53) (103.05) 453,531.59 266.14 256350005 LC -Project Fund -Toll 2 256350005 LC -Project ject Fund-Toll2 256350005 LC-Proiect Fund -Toll 2 46623EKD0 58769AAD8 58769AAD8 1PMORGAN CHASE & CO MBALT 15B A3 MBALT 15B A3 249,977.50 175,133.00 170, 129.20 (104.91) (103.81) (100.851 182.41 (27.44) (26.651 250,055.00 175,001.75 170.001.70 354.17 104.22 101.24 256350005 LC -Project ject Fund-Toll2 912828UF5 UNITED STATES TREASURY 256350005 LC -Project Fund-Toll2 298785GK6 EUROPEAN INVESTMENT BANK 767,459.25 274,818.50 (84.87) 968.37 768,342.75 2,191.73 (84.05) 262.80 274,997.25 1,089.50 256350005 LC -Project Fund-Toll2 3137A1LC5 FFIR 3710F AB 256350005 LC -Project Fund -Toll 2 256350005 LC -Project ject Fund-Toll2 31677QAV 1 FIFTH THIRD BANK 55279HAH3 MANUFACTURERS AND TRADERS TRUST CO 62,254.43 399,088.00 300,231.00 (8,772.16) (98.44) (82.83) 2.94 53,303.95 88.44 (82.54) (66.47) 574.54 399,580.00 57.47 300,222.00 531.67 735.84 256350005 LC -Project Fund -Toll 2 256350005 LC -Project Fund-Toll2 256350005 LC-Proiec[ Fund-To112 161571GQ1 912828UR9 9498875E3 CHAR 147 A UNITED STATES TREASURY WELLS FARGO BANK NA 120,104.40 563,677.90 255.851.70 (6293) (6139) (60511 14.93 (204.16) 889.26 120,056.40 563,412.35 256.680.45 73.60 368.48 421.77 256350005 LC -Project ject Fund -Toll 2 912828UR9 UNITED STATES TREASURY 256350005 LC -Project Fund-Toll2 62888WAA4 NGN 10R3 lA 478,876.80 (57.94) (167.66) 478651.20 273,892.30 - (261,673.58) - (11,163.16) (1,258.49) (53.52) 256.46 313.04 256350005 LC -Project Fund -Toll 2 06367XF30 BANK OF MONTREAL 256350005 LC -Project Fund -Toll 2 298785GK6 EUROPEAN INVESTMENT BANK 256350005 LC -Project Fund -Toll 2 62888YAA0 NGN I1R1 NTS 256350005 LC -Project Fund -Toll 2 6174467V5 MORGAN STANLEY 486,685.00 299,802.00 180,730.10 70,73290 (70,760.90) (48.74) 1,293.74 487,930.00 2,576.39 (48.30) 243.30 299,997.00 1,188.54 (11,675.74) (37.30) (46.14) (17.76) 168,953.16 150.47 557.02 (4027) (488.75) 256350005 LC -Project Fund-Toll2 38378NNA7 GNR 13194 AB 458,746.79 (30 194.32) (189.53) (38.0 (885.75) 427,439.18 804.33 256350005 LC -Project Fund -Toll 2 256350005 LC -Project Fund-Toll2 256150005 IC-Prniect FnnA-Tn11 2 3133EECD0 62888WAA4 65A19WAC" FEDERAL FARM CREDIT BANKS FUNDING CORP NGN IOR3 IA NORTH CAROL MIA FASTN MINI PWR AGV RFV 500,325.00 202,883.18 15 971. R5 (193,832.29) (8,269.00) (868.59) (3773) (3598) (15 011 2.73 122.68 204.06 509,290.00 15 242 011 168.06 175.26 256350005 LC -Project Fund-Toll2 65819WAC7 NORTH CAROLINA EASTN MUN PWR AGY REV 256350005 LC -Project Fund -Toll 2 36225EUY6 G2 082398 256350005 LC -Project ject Fund -Toll 2 302154BL2 EXPORT IMPORT BANK OF KOREA 256350005 LC -Project Fund -Toll 2 302154BL2 EXPORT IMPORT BANK OF KOREA 256350005 LC -Project ject Fund-Toll2 43814KAC5 HAROT 151 A3 30,063.30 88,787.56 200,022.00 200,022.00 (200,000.00) (200,000.00) (25.55) 170.45 30,208.20 150.23 (76420) (20.48) (25.16) 195.34 88,173.05 151.30 (16.44) (5.56) (14.53) (7.47) 439,904.32 - - - (116,747.18) (10.17) (6.92) (21.93) 323,118.13 150.93 256350005 LC -Project Fund -Toll 2 256350005 LC -Project Fund-Toll2 55279HAA8 MANUFACTURERS AND TRADERS TRUST CO 05531FAP8 BB&T CORP 399,464.00 120,666.00 (2.16) (0.40) (37.84) 230.80 399,424.00 120,896.40 386.67 112.84 256350005 LC -Project Fund -Toll 2 60689LAC9 MMAF 13A A3 4,508.32 (4,508.71) (0.01) (0.07) 0.48 256350005 LC -Project ject Fund-Toll2 36225FGM5 G2082903 256350005 LC -Project Fund -Toll 2 9AMMF05B2 U.S. BANK MONEY MARKET ACCOUNT FUND 256350005 LC -Project ject Fund-Toll2 256350005 LC -Project Fund -Toll 2 CCYUSD Cash CCYUSD Receivable 256350005 LC -Project ject Fund-Toll2 3137AH6B9 FILMS K015 Al 256350005 LC -Project Fund -Toll 2 3137AH6B9 FHMS K015 Al 256350005 LC -Project Fund-Toll2 912828C73 UNITED STATES TREASURY 256159005 LC-Proiect Fund -Toll 2 477877AD6 1110T 14R Al (0.00) 363,096.77 33,939,648.39 (34,007,416.73) 0.00 43,800.39 224.782.91 525,000.00 (0.00) 0.02 (0.02) 0.00 (0.00) NO.527.661 0.90 (0.00) 0.01 295,328.43 0.00 42.00 525,042.00 2,120.19 (53511 144.201.74 68.61 256350005 LC -Project Fund -Toll 2 256350005 LC -Project Fund -Toll 2 256350005 LC -Project Fund -Toll 2 256350005 LC -Project Fund -Toll 2 256350005 LC -Project Fund-Toll2 49130TRY4 KENTUCKY HSG CORP HSG REV 58772PAC2 MBART 151 A2B 65819WAC7 NORTH CAROLINA EASTN MUN PWR AGY REV 937308AZ7 WBRP 3.2 WASHINGTON BIOMEDICAL RESH PPTYS WASH LEA 865622CB8 SUMITOMO MITSUI BANKING CORP 179,998.20 0.01 125,263.75 94,837.55 251,330.00 (180,000.00) 1.80 - (0.01) - 0.00 0.00 - - - 603.75 125,867.50 625.94 86.45 94,924.00 117.56 - - 955.00 252,285.00 995.50 256350005 LC -Project Fund -Toll 2 256350005 LC -Project ject Fund-Toll2 89114QBF4 TORONTO-DOMINION BANK 949887589 WELLS FARGO BANK NA 126,025.00 251,217.50 287.50 126,312.50 444.18 55.00 251,272.50 841.13 256350005 LC -Project ject Fund-Toll2 256350005 LC -Project Fund -Toll 2 256350005 LC -Project Fund-Toll2 256350005 LC -Project Fund -Toll 2 256350005 LC -Project Fund -Toll 2 55315FAB6 MMAF 16A A2 842434CN0 SOUTHERN CALIFORNIA GAS CO 65478QAD0 NALT 16A A3 0258MODZ9 AMERICAN EXPRESS CREDIT CORP 58769AAD8 MBALT 15B A3 275,099.00 250,187.50 155,106.95 150,217.50 255,193.80 (37 425:59) 0.16 0.15 0.63 0.95 1.11 1.36 (23.28) (185.63) (197.80) 37.89 (192.61) 237,650.44 250,002.50 154,910.10 150,256.50 255,002.55 146.77 1,140.97 102.64 1,140.63 151.87 256350005 LC -Project Fund -Toll 2 256350005 LC -Project ject Fund-Toll2 256150005 LC-Proiect Fund-To112 3135GOZB2 FEDERAL NATIONAL MORTGAGE ASSOCIATION 477877AD6 JDOT 14B A3 5876/IMAM MBALT 16R A4 56,195.73 188.70R 00 1,399,990.20 (20,131.92) 4.29 1.70 1.95 1.98 (19.90) (19.62) 571.R2 1,399,972.00 36,050.43 1892RI RO 4,695.83 17.15 12836 256350005 LC -Project ject Fund -Toll 2 47787UAD5 JDOT 15 A3 256350005 LC -Project Fund -Toll 2 256350005 LC -Project ject Fund -Toll 2 256350005 LC -Project Fund -Toll 2 256350005 LC -Project Fund-Toll2 46849LSL6 JACKSON NATIONAL LIFE GLOBAL FUNDING 912828VA5 UNITED STATES TREASURY 912828TG5 UNITED STATES TREASURY 05582XAD4 BMWLT 162 A3 95,023.75 150,310.50 24,974.50 545,223.45 147,310.55 (147,580.08) (9,659.99) 1.70 4.95 (52.59) 85,317.82 262.55 6.40 (25.90) 150,291.00 6.98 9.67 10.13 (7.67) (2,053.88) 24,976.50 543,179.70 50.07 1,296.88 20.72 238.13 256350005 LC -Project Fund -Toll 2 313385AD8 FEDERAL HOME LOAN BANKS 299,997.00 (300,000.00) 10.25 (7.25) 256350005 LC -Project Fund-Toll2 256350005 LC -Project Fund -Toll 2 46623EKD0 JPMORGAN CHASE & CO 912828VA5 UNITED STATES TREASURY 179,983.80 98,371.09 (98,386.72) 3.01 12.13 12.62 43.67 180,039.60 255.00 256350005 LC -Project Fund-Toll2 313397AD3 FEDERAL HOME LOAN MORTGAGE CORP 256350005 LC -Project Fund-Toll2 55315GAC2 MMAF 15A A3 449,995.50 33,693.49 29 (450,000.00) 16.87 (12.37) (6349.01) 19.37 17.77 (11.00) 27370.62 15.87 Page 12 of 31 M" nvde County Transported.% (ornnirt%ro IMMM STAMP Portfolio Transaction Report by Account Quarter ended March 31, 2017 Base Base Change In Source Beginning Base Base Maturities and Net Total Realized Amortization/A Net Unrealized Ending Base Ending Accrued Account Account Identifier Description Market Value Base Purchases Base Sales Redemptions Base Pavdowns Gain/Loss ccretion Gain/Loss Market Value Income Balance 256350005 LC -Project Fund-Toll2 62944BBC7 BANK NEDERLANDSE GEMEENTEN NV 300,018.00 - - - - 18.82 (33.82) 300,003.00 674.12 256350005 LC -Project Fund-Toll2 91476PPG7 UNIVERSITY OKLA REVS 79,864.00 - (80,212.00) 542.26 20.82 (215.08) 256350005 LC -Project Fund-Toll2 65474VAL5 NMOTR 16A A2 223,575.75 - (222,811.52) (2,187.65) 21.29 1,402.13 256350005 LC -Project Fund -Toll 2 256350005 LC -Project Fund-Toll2 256350005 LC-Proiect Fund -Toll 2 06538BR70 The Bank of Tokyo -Mitsubishi UFJ, Ltd. 955116AZI WEST PALM BEACH FLA SPL OBLIG 90290KAD7 USAOT 141 A4 229,277.80 337 406.77 1,099,811.78 (93.061.851 55.81 26.89 28.60 28.90 4033 528.00 (29321 1,099,879.00 229,834.40 244 400 30 1,265.00 102.12 256350005 LC -Project Fund-Toll2 256350005 LC -Project Fund -Toll 2 256350005 LC -Project Fund-Toll2 256350005 LC -Project Fund -Toll 2 256350005 LC -Project Fund-Toll2 22546QAM9 CREDIT SUISSE AG (NEW YORK BRANCH) 59217GAY5 METROPOLITAN LIFE GLOBAL FUNDING I 233851CF9 DAIMLER FINANCE NORTH AMERICA LLC 55315GAC2 _ MMAF 15A A3 74153 WCE7 PRICOA GLOBAL FUNDING I 300,231.00 300,048.00 364,035.60 237,779.79 300,156.00 44,805.90 47.19 33.62 34.43 45.15 45.93 55.67 (69.62) (607.43) 694.85 91.34 (646.67) 300,195.00 299,475.00 364,775.60 193,158.36 299,565.00 424.14 1,012.50 1,325.83 112.00 483.75 256350005 LC -Project Fund -Toll 2 256350005 LC -Project Fund-Toll2 2561611006 LC -Project Fund -Toll 2 912828UA6 46623EKD0 71112IN42 UNITED STATES TREASURY JPMORGAN CHASE & CO The Peoolee Gaa Light And Coke C 119,719.20 299,973.00 724.9% 60 (725.000.OM 60.73 62.98 64.04 (60.73) 30.02 (49.541 119,719.20 300,066.00 251.37 425.00 256350005 LC -Project Fund-Toll2 34108APD3 Florida Power & Light Company 256350005 LC -Project Fund -Toll 2 38378BR35 GNR 12142 AB 318,558.99 249,931.39 (250,000.00) (17,132.88) 374.55 68.61 71.15 2,813.11 304,684.92 346.82 256350005 LC -Project Fund -Toll 2 256350005 LC -Project Fund -Toll 2 912828UA6 UNITED STATES TREASURY 912828UA6 UNITED STATES TREASURY 798,128.00 169,602.20 82.94 83.26 (82.94) (83.26) 798,128.00 169,602.20 1,675.82 356.11 256350005 LC -Project Fund -Toll 2 06050TLY6 BANK OF AMERICA NA 300,279.00 92.21 (254.21) 300,117.00 68.75 256350005 LC -Project Fund -Toll 2 256350005 LC -Project Fund -Toll 2 256350005 LC -Project Fund -Toll 2 62944BBC7 BANK NEDERLANDSE GEMEENTEN NV 161571FK5 CHAIT 124 A 36159LCR5 GEDFT 151 A 275,016.50 149,020.50 110,162.80 106.72 110.44 114.55 (120.47) 282.56 (136.55) 275,002.75 149,413.50 110,140.80 617.94 105.33 54.21 256350005 LC -Project Fund -Toll 2 22546QAM9 CREDIT SUISSE AG (NEW YORK BRANCH) 256350005 LC -Project Fund -Toll 2 83700ERQ3 South Carolina Electric & Gas Company 256350005 LC -Project Fund-Toll2 912796KT5 UNITED STATES TREASURY 256350005 LC -Project Fund -Toll 2 313385EN2 FEDERAL HOME LOAN BANKS 256350005 LC -Pr jest Fund-Toll2 43357LRC8 Hitachi Capital America Corp. 256350005 LC -Project Fund -Toll 2 06050TKX9 BANK OF AMERICA, N.A. 255,196.35 249,862.50 1,298,791.00 (1,298,890.67) 1,999,092.78 2,074,061.64 1,299,350.00 129.70 (34.66) 134.33 157.78 (160.30) 255,165.75 170.58 173.33 (250,017.50) 209.10 69.44 1,999,320.00 124.53 2,074,356.75 164.67 1,299,688.00 176.00 (230.10) 360.52 256350005 LC -Project Fund-Toll2 912828UA6 UNITED STATES TREASURY 256350005 LC -Project Fund -Toll 2 55279HAH3 MANUFACTURERS AND TRADERS TRUST CO 374,122.50 250,192.50 179.07 (179.07) 374,122.50 785.54 186.14 (193.64) 250,185.00 613.20 256350005 LC -Project Fund -Toll 2 912828UF5 UNITED STATES TREASURY 256350005 LC -Project Fund -Toll 2 71112JPA6 The Peoples Gas Light And Coke Company 2,327,134.50 233.28 2,445.72 2,329,813.50 6,645.89 1,449,751.89 - (1,450,000.00) - 0.00 248.11 256350005 LC -Project Fund-Toll2 02582JGG9 AMXCA 132 A 256350005 LC -Project Fund -Toll 2 06538BN58 The Bank of Tokyo -Mitsubishi UFJ, Ltd. 256350005 LC -Project Fund-Toll2 93884ER72 Washington Gas Light Company 256350005 LC -Project Fund -Toll 2 06050TKX9 BANK OF AMERICA, N.A. 300,921.00 248.52 132.48 301,302.00 188.73 3,499,860.00 - - (3,509,000.00) - (0.00) 252.78 (112.78) 599,640.00 254,859.75 - (255,017.85) 406.71 270.00 24.00 599,934.00 357.21 (605.81) 256350005 LC -Project Fund-Toll2 34108AQM2 Florida Power & Light Company 599,640.00 - (600,000.00) 360.00 256350005 LC -Project Fund -Toll 2 161571HB3 CHAIT 161 A 256350005 LC -Project Fund-Toll2 89352HAP4 TRANSCANADA PIPELINES LTD 256350005 LC -Project Fund -Toll 2 63743CQP1 National Rural Utilities Cooperative Finance Corpo 256350005 LC -Project Fund-Toll2 4497W0Q19 ING(U.S.) Funding LLC 256350005 LC -Project Fund -Toll 2 912828UR9 UNITED STATES TREASURY 256350005 LC -Project Fund -Toll 2 06538BQH9 The Bank of Tokyo -Mitsubishi UFJ, Ltd. 256350005 LC -Project Fund -Toll 2 34108ARR0 Florida Power & Light Company 501,560.00 150,585.00 1,701,010.30 999,560.00 999,533.61 999,416.67 1,098,659.84 (1,000,000.00) (1,000,000.00) (1,000,000.00) 402.65 797.35 502,760.00 312.19 420.36 (310.86) 150,694.50 595.10 440.00 466.39 527.82 (1,329.17) 1,700,20895 1,11196 583.33 592.16 99.00 1,099,351.00 256350005 LC -Project Fund-Toll2 912828TG5 UNITED STATES TREASURY 874,107.50 605.64 (535.64) 874,177.50 725.14 256350005 LC -Project Fund -Toll 2 256350005 LC -Project Fund-Toll2 43357LPN6 Hitachi Capital America Corp. 83700EP85 South Carolina Electric & Gas Company 1,299,381.77 1,824,270.00 (1,300,000.00) (1,825,000.00) 618.23 730.00 256350005 LC -Project Fund -Toll 2 256350005 LC -Project Fund -Toll 2 256350005 LC -Project Fund-Toll2 256350005 LC -Project Fund -Toll 2 256350005 LC -Project Fund-Toll2 23336GP62 DTE Electric Company 87030JRH4 Aktiebolaget Svensk Exportkredit 43357LP30 Hitachi Capital America Corp. 63873JRC6 Natixis 927801Q61 Virginia Electric and Power Company 2,599,170.89 1,298,635.00 2,599,149.96 1,098,727.37 1,448,962.44 (2,600,000.00) (2,600,000.00) (1,450,000.00) (0.00) (0.00) 829.11 845.00 850.04 986.94 1,037.56 26.00 21.69 1,299,506.00 1,099,736.00 256350005 LC -Project Fund -Toll 2 256350005 LC -Project Fund-Toll2 912828UA6 UNITED STATES TREASURY 83700EQA9 South Carolina Electric & Gas Company 1,995,320.00 1,448,906.06 (1,450,000.00) 1,048.75 1,093.94 (1,048.75) 1,995,320.00 4,189.56 256350005 LC -Project Fund -Toll 2 256350005 LC -Pr jea Fund-Toll2 14912DQE2 Caterpillar Financial Services Corporation 43357L.ND0 Hitachi Capital America Corp. 256350005 LC -Project Fund -Toll 2 83700ENK0 South Carolina Electric & Gas Company 256350005 LC -Project Fund-Toll2 912828K33 UNITED STATES TREASURY 1,448,865.78 3,499,300.00 3,099,008.00 990,768.73 (1,450,000.00) (3,500,000.00) (3,100,000.00) 1,134.22 1,306.66 (606.66) 0.00 1,550.01 (558.01) 3,568.93 5,288.81 999,626.47 568.24 57,773,137.20 65,943,630.10 (40,000,187.95) (30,730,000.00) (625,555.98) (46,035.70) (15,%5.32) 60,461.26 52,315,683.21 115,939.73 256350022 LC -Sr Lien Ob Fund-1 Interest 48121CYK6 JPMORGAN CHASE BANK NA 256350022 LC -Sr Lien Ob Fund-1 Interest 02580ECC5 AMERICAN EXPRESS BANK LTD. 309,594.00 257,727.50 (2,506.93) 2,321.21) (802.07) (441.29) 306,285.00 254,965.00 9,000.00 750.00 256350022 LC -Sr Lien Ob Fund-1 Interest 891145TN4 TORONTO DOMINION BANK 256350922 LC -Sr Lien Ob Fund-1 Interest 89236TAY1 TOYOTA MOTOR CREDIT CORP 700,546.00 502,960.00 (700 000.00) (788.46) (434.39) 242.46 (55.60 502,470.00 4,361.11 256350022 LC -Sr Lien Ob Fund -I Interest 31393V2T7 FHR 2627E GY 25635%22 LC -Sr Lien Ob Fund-1 Interest 166764AE0 CHEVRON CORP 66,800.36 300,918.00 (15,794.62) (283.80) (319.64) (156.93) 130.03 201.93 50,532.34 300,963.00 185.52 1,388.72 256350022 LC -Sr Lien Ob Fund -I Interest 78011DAC8 ROYAL BANK OF CANADA 699,062.00 (82.64) 887.64 699,867.00 280.00 256350/)22 LC -Sr Lien Ob Fund-1 Interest 31385ILF3 FN 545826 256350022 LC -Sr Lien Ob Fund -I Interest 31393EXC8 FNR 0388E TH 20,950.74 13,460.12 (13,519.50) (3,239.77) 510133) (60.19) (52.94) (51.64) 47.89 6.74 7,324.86 10,115.26 36.56 37.04 25635%22 LC -Sr Lien Ob Fund-1 Interest 3136A4M89 FN 12M3B 2Al 138,914.38 (48,705.75) (71.08) (39.39) (213.24) 89,884.93 144.70 256350022 LC -Sr Lien Ob Fund-1 Interest 31402RBG3 FN 735439 256350922 LC -Sr Lien Ob Fund-1 Interest 31402RBG3 FN 735439 256350022 LC -Sr Lien Ob Fund -I Interest 912828K41 UNITED STATES TREASURY 256350022 LC -Sr Lien Ob Fund-1 Interest 9AMMF05B2 U.S. BANK MONEY MARKET ACCOUNT FUND 16,794.06 1,306.93 200,068.00 54,212.93 5,178,402.84 (5,174,875.44) (5,095.98) (396.57) (163.36) (14.17) (11.48) (1.00) 9.14 11,529.69 (0.62) 897.25 56.28 4.38 (0.25) (53.75) 200,014.00 233.65 57,740.33 256350022 LC -Sr Lien Ob Fund -I Interest CCYUSD Receivable 954,156.25 256350022 LC -Sr Lien Ob Fund-1 Interest 235219/52 DALLAS TEX 650,403.00 (650,000.00) 256350022 LC -Sr Lien Ob Fund-1 Interest 3135GOZB2 FEDERAL NATIONAL MORTGAGE ASSOCIATION 324,997.73 256350022 LC -Sr Lien Ob Fund-1 Interest 313385EN2 FEDERAL HOME LOAN BANKS 149,932.17 (403.00) 0.39 (4.62) 324,993.50 1,090.10 12.33 9.00 149,953.50 256350022 LC -Sr Lien Ob Fund-1 Interest 912796JP5 UNITED STATES TREASURY 474,724.77 19.66 22.82 474,767.25 256350022 LC -Sr Lien Ob Fund-1 Interest 912796KT5 UNITED STATES TREASURY 299,863.92 23.67 10.41 299,898.00 30 Page 13 of 31 M- n-i6 (ounry Tromp -Few (ornlliision iMMM STAMP Portfolio Transaction Report by Account Quarter ended March 31, 2017 Source Account Account Identifier Description 256350022 LC -Sr Lien Ob Fund-1 Interest 43357LRC8 Hitachi Capital America Corp. Base Base Change In Beginning Base Base Maturities and Net Total Realized Amortization/A Net Unrealized Ending Base Ending Accrued Market Value Base Purchases Base Sales Redemptions Base Pavdowns Gain/Loss ccretion Gain/Loss Market Value Income Balance 199,900.00 - - - 26.67 256350022 LC -Sr Lien Ob Fund-1 Interest 30231GAL6 EXXON MOBIL CORP 419.89920 256350022 LC -Sr Lien Ob Fund -I Interest stem ar Financial Services Corporation - 199,920.56 • 43.04 (27824) 419,664.00 67.22 12.22 200,000.00 380.63 256350022 256350022 LC -Sr Lien Ob Fund -I lntere 256350022 LC -Sr Lien Ob Fund Intere 256350022 LC -Sr Lien Ob Fund Intere LC -Sr Lien Ob Fund Intere 92780JP62 Virginia Electric and Power Company 43357LND0 Hitachi Capital America Co. 459053DD3 INTERNATIONAL BANK FOR RECONSTRUCTION AND DEVELOP 695111P82 PaciSCorp 256350022 LC -Sr Lien Ob Fund Interest 93884EQG3 Washington Gas Light Company 256350022 LC -Sr Lien Ob Fund -I Interest 61979JR33 Motiva Enterprises LLC 256350022 LC -Sr Lien Ob Fund-1 Interest 34108ARR0 Florida Power & Light Company 256350022 LC -Sr Lien Ob Fund-1 Interest 83700ER75 South Carolina Electric & Gas Company 256350022 LC -Sr Lien Ob Fund-1 Interest 313385DP8 FEDERAL HOME LOAN BANKS 256350022 LC -Sr Lien Ob Fund-1 Interest 43357LPN6 Hitachi Capital America Corp. 256350022 LC -Sr Lien Ob Fund-t [mere 87030JRH4 Aktiebolaget Sven Exportkredi 256350022 LC -Sr Lien Ob Fund-1 Interest 06538BPE7 The Bank of Tokyo -Mitsubishi UPS, Ltd 256350022 LC -Sr Lien Ob Fund-1 Interest 34108AQE0 Florida Power & Light Company 256350022 LC -Sr Lien Ob Fund-1 Interest 06538BQH9 The Bank of Tokyo -Mitsubishi UFJ, Ltd 256350022 LC -Sr Lien Ob Fund-1 Interest 912828/84 UNITED STATES TREASURY 99,960.00 98,954.00 224,930.12 259,922.65 249,912.50 249,903.75 199,880.00 199,756.33 199,842.83 249,881.98 249,881.11 199,790.00 299,866.67 249,866.32 249,854.17 (225,000.00) (200 000.00) (260,000.00) (250,000.00) (250,000.00) (250,000.00) (250,000.00) (300,000.00) (250,000.00) (250,000.00) 69.88 74.67 77.35 87.50 (34.67) 96.25 106.67 07.67 3.33 8.00 200,000.00 99,882.00 116.17 19.00 199,978.00 118.02 118.89 30.00 4.00 199,924.00 133.33 33.68 145.83 51.51 26.49 199.132.00 7.5 256350022 LC -Sr Lien Ob Fund -I Interest 912828UZ1 UNITED STATES TREASURY 99,024.00 161.50 (223.50) 198,962.00 524.86 256350022 LC -Sr Lien Ob Fund-t Interest 09659BPQ7 BNP Parib 249,827.78 99,768.61 74.R1139 256350022 LC -Sr Lien Ob Fund -I Interest 638737RC6 Natixis 256150922 Ir Lien Oh Fund Inte,st. R3700EO68 South Carolina Electric &Gas Comoanv (250,000.00) 72.22 (175.MO 001 179.45 3.94 199,952.00 88.61 256350022 LC -Sr Lien Ob Fund -I Interest 256350022 LC -Sr Lien Ob Fund-1 Interest 256350022 LC -Sr Lien Ob Fund -I Interest 256350022 LC -Sr Lien Ob Fund-1 Interest 256350022 LC -Sr Lien Ob Fund-1 Interest 256350022 LC -Sr Lien Ob Fund-t Interest 14912DQL6 Caterpillar Financial Services Corporation 46625H1L5 JPMORGAN CHASE & CO 3137ASNH3 FHMS K019 AI 94974BGF1 WELLS FARGO & CO 912828UA6 UNITED STATES TREASURY 05565QCC0 BP CAPITAL MARKETS PLC 499,360.00 285,290.55 597,168.00 199,532.00 299,829.00 249,810.56 (250,000.00) 189.44 208.07 (14,815.96) 221.92 232.74 266.10 324.03 461.27 276.93 (1,255.70) 3,831.90 (324.03) (56627) 499,845.00 269,673.55 601,266.00 199,532.00 299,724.00 3,069.44 332.41 2,185.83 418.96 1,661.46 8,0%,107.02 10,785,248.76 (5,174,875.44) (4,510,000.00) (101,568.15) (469.30) (3,955.48) (871.70) 8,135,459.46 27,711.65 256350023 LC -Sr Lien Reserve Fund-1 3138EJPZ5 FN AL2239 256350023 LC -Sr Lien Reserve Fund-1 31381Q6B7 FN 468066 348,010.33 205,743.12 (1,863.72) (106.97) (1,065.90) (1,421.93) 343,551.81 858.37 (808.64) (78.77) (1,029.19) 0,003.80) 202,822.73 700.60 256350023 LC -Sr Lien Reserve Fund-1 31413XVG5 FN 958815 256350023 LC -Sr Lien Reserve Fund-1 9I2828XB I UNITED STATES TREASURY 203,028.00 1,176,372.00 (981.06) 635.06 202,682.00 776.03 (737.65) 6,269.65 1,181,904.00 9,650.55 256350023 LC -Sr Lien Reserve Fund-1 912828RC6 UNITED STATES TREASURY 256350023 LC -Sr Lien Reserve Fund-1 3137BIU75 FHMS KS01 A2 479,507.75 380,364.80 (731.06) 1,828.31 480,605.00 1,254.75 (651.88) 3,437.28 383,150.20 798.63 256350023 LC -Sr Lien Reserve Fund-1 912828E58 UNITED STATES TREASURY 739,723.60 (645.19) 900.69 739,979.10 2,571.13 256350023 LC -Sr Lien Reserve Fund-1 256350023 LC -Sr Lien Reserve Fund-1 256150923 LC -Sr Lien Reserve Fund-1 31381PEB0 912828RC6 313R1T4E7 FN 466430 UNITED STATES TREASURY FN 470721 272,992.22 1,312,337.00 27R 705.16 (1,160.14) (1.567351 (37.14) (67 OH (568.65) (561.14) (557.601 (2,257.18) 3,564.14 1.062.00 268,969.10 1,315,340.00 277.575.17 751.97 3,434.05 626.72 256350023 LC -Sr Lien Reserve Fund-1 912828E58 UNITED STATES TREASURY 256350023 LC -Sr Lien Reserve Fund-1 3I36A7MN9 FN 12M8 A2 506,660.00 296,244.00 (535.75) 710.75 506,835.00 1,761.05 (382.46) (529.54) 295,332.00 587.35 256350023 LC -Sr Lien Reserve Fund-1 3137EADB2 FEDERAL HOME LOAN MORTGAGE CORP 256350023 LC -Sr Lien Reserve Fund-t 912828V V9 UNITED STATES TREASURY 256350023 LC -Sr Lien Reserve Fund-1 3137EADB2 FEDERAL HOME LOAN MORTGAGE CORP 203,282.00 152,425.50 203,282.00 (335.47) 669.47 203,616.00 1,029.17 (261.93) (255.52) 197.43 152,361.00 589.52 203,616.00 277.17 1,029.17 256350023 LC -Sr Lien Reserve Fund-1 256350023 LC -Sr Lien Reserve Fund-1 3I38L76A9 FN AM7164 912828E58 UNITED STATES TREASURY 126,515.00 101,332.00 (241.14) (239.05) 31.14 274.05 126,305.00 101,367.00 278.78 352.21 256350023 LC -Sr Lien Reserve Fund-1 38380AZ34 GNR 16147C DA 256350023 LC -Sr Lien Reserve Fund-1 3136AHAE0 FN 13M14 APT 256350023 LC -Sr Lien Reserve Fund-1 912828E58 UNITED STATES TREASURY 256350023 LC -Sr Lien Reserve Fund-1 36202F2H8 G2 005276 256350023 LC -Sr Lien Reserve Fund-1 38377RSZ9 GNR 10162D PQ 232,715.73 146,931.40 178,787.83 - - (2,024.30) (55.36) (201.86) (1,753.52) 174,752.79 429.73 (19,642.45) (408.60) (185.91) 3,172.11 215,650.88 455.34 (170.30) 221.05 146,982.15 510.70 245,184.80 - - - (11,760.63) (444.20) (156.49) 76.38 232,899.86 564.27 37,278.49 (5,155.33) (245.90) (153.12) 162.11 31,886.24 115.71 256350023 LC -Sr Lien Reserve Fund-1 256350023 LC -Sr Lien Reserve Fund-1 256150023 LC -Sr Lien Reserve Fund-1 38376GB33 GNR 116 BA 912828E58 UNITED STATES TREASURY 3137611PE3 FHMS K021 A2 320,040.62 116,531.80 144.16412 (5,344.48) (124.20) (122.83) (10395) (97.211 666.20 144.20 174.97 315,115.30 116,572.05 144.442.0R 907.01 405.04 287.52 256350023 LC -Sr Lien Reserve Fund-1 256350023 LC -Sr Lien Reserve Fund-1 256350023 LC -Sr Lien Reserve Fund-1 256350023 LC -Sr Lien Reserve Fund-1 256350023 LC -Sr Lien Reserve Fund-1 38376T5Z1 GNR 104A PD 912828VV9 UNITED STATES TREASURY 31417YKF3 FN MA0293 38378XP62 GNR 14166 PL 3137AJMF8 FHMS K016 A2 131,639.23 86,374.45 117,497.91 379,510.86 30,909.30 (6,566.59) 080.01) (9,299.49) (252.01) (389.79) (107.09) (97.02) (81.42) (64.05) (52.36) (44.50) (88.05) 44.87 (169.95) (808.27) 4.60 124,635.55 86,33790 109,794.11 369,243.66 30,869.40 303.81 157.07 383.12 781.27 74.19 256350023 LC -Sr Lien Reserve Fund-1 38377JZ89 GNR 10117A GK 256350023 LC -Sr Lien Reserve Fund-1 912828RC6 UNITED STATES TREASURY 100,772.46 201,664.06 (7,945.15) (167.63) (44.31) 3.78 92,619.16 263.15 (42.28) 738.22 202,360.00 528.31 256350023 LC -Sr Lien Reserve Fund-1 9128281358 UNITED STATES TREASURY 50,666.00 (41.86) 59.36 50,683.50 176.11 256350023 LC -Sr Lien Reserve Fund-1 3136A4M48 FN 12M3A IA1 256350023 LC -Sr Lien Reserve Fund-1 313927183 FNR 0317D HC 304,389.65 8,508.07 (13,659.30) (11.56) (31.49) (1,279.07) 289,408.23 507.82 (2,610.57) (33.51) (27.07) 52.90 5,889.82 24.06 256350023 LC -Sr Lien Reserve Fund-1 38378TAF7 GNR 1371A GA 256350023 LC -Sr Lien Reserve Fund-1 3138L3308 FN AM3498 194,903.36 100,184.00 (5,956.21) 3.90 (7.97) (112.67) 188,830.41 388.05 (6.22) (441.78) 99,736.00 173.08 256350023 LC -Sr Lien Reserve Fund-1 31385XBG1 FN 555439 2,427.62 (1,634.98) (11.18) (5.72) 5.10 780.85 3.90 256350023 LC -Sr Lien Reserve Fund-1 3137ATRW4 FHMS K020 A2 256350023 LC -Sr Lien Reserve Fund-1 9AMMF05B2 U.S. BANK MONEY MARKET ACCOUNT FUND 125,220.00 19,523.51 706,022.83 (630,146.05) (1.22) 246.22 125,465.00 247.19 95,400.29 256350023 LC -Sr Lien Reserve Fund-1 CCYUSD Receivable 1,432.76 256350023 LC -Sr Lien Reserve Fund-1 31404WTT3 FN 780962 256350023 LC -Sr Lien Reserve Fund-1 3128MMAK9 FH GI8009 0.01 0.01 (0.01) (0.01) 0.00 0.00 0.00 0.00 256350023 LC -Sr Lien Reserve Fund-1 38378KSL4 GNR 1374 AL 256350023 LC -Sr Lien Reserve Fund-1 38377RVK8 GNR 10166E GP 215,178.75 56,517.24 1.94 (1,021.19) 214,159.50 522.11 (2,588.57) (76.40) 2.02 (84.50) 53,769.80 13129 256350023 LC -Sr Lien Reserve Fund-1 38378KWU9 GNR 1396 A 16,535.04 (1,156.73) 19.92 2.75 (33.71) 15,367.26 18.70 256350023 LC -Sr Lien Reserve Fund-1 3837867E3 GNR 1333 AC 62,702.42 - (63,075.75) - (278.19) (1,499.70) 5.65 2,145.57 256350023 LC -Sr Lien Reserve Fund-1 38378KXW4 GNR 13105 A 185,130.58 (1,909.83) 8.54 9.05 (562.04) 182,676.30 264.31 256350023 LC -Sr Lien Reserve Fund-1 38378KWU9 GNR 1396 A 62,006.38 (4,337.74) 102.51 14.21 (158.13) 57,627.23 70.14 256350023 LC -Sr Lien Reserve Fund-1 38378KSL4 GNR 1374 AL 191,270.00 31 27.67 (933.67) 190,364.00 464.09 Page 14 of 31 M- nn& County TromporrvFan (ornninion IMMM STAMP Portfolio Transaction Report by Account Quarter ended March 31, 2017 Source Account Account 256350023 LC -Sr Lien Reserve Fund-1 Identifier 38378B6A2 GNR 1312A AB Description 256350023 LC -Sr Lien Reserve Fund-1 38376WA62 GNR 1015C PD 256350023 LC -Sr Lien Reserve Fund-1 38378B7E3 GNR 1333 AC Beginning Base Market Value Base Purchases 125,564.75 - Base Sales 95,354.94 209,008.07 Base Base Maturities and Net Total Realized Amortization/A Redemptions Base Pavdonns Gain/Loss ccretion (1,38439) 43.23 32.91 (110 50234) (571.755) 33.08 (210,252.52) - (927.32) (1,122.72) 35.88 Base Change In Net Unrealized Gain/Loss (602.79) Ending Base Market Value 123,653.72 Ending Accrued Income Balance (312 82) 84,001.11 195.98 264.31 3,258.61 256350023 LC -Sr Lien Reserve Fund-1 256350023 LC -Sr Lien Reserve Fund-1 256150023 LC -Sr Lien Reserve Fund-1 38377RVK8 GNR 10166F GP 38378B7F0 GNR 1333 B 912828VA5 UNITED STATES TREASURY 94,195.41 193,102.00 158.13125 (4,31429) (66.62) 42.51 45.72 49.79 (240.68) (909.72) /206.641 89,61633 192,238.00 157.974.40 218.81 378.83 755.80 256350023 LC -Sr Lien Reserve Fund-1 912828VB3 UNITED STATES TREASURY 72,902.34 256350023 LC -Sr Lien Reserve Fund-1 256350023 LC -Sr Lien Reserve Fund-1 256350023 LC -Sr Lien Reserve Fund- 256350023 LC -Sr Lien Reserve Fund-1 8380AZ34 GNR 16147C DA 38379KDN5 GNR 1529 AD 8378KRS0 GNR 1378 AG 38378B7F0 GNR 1333 B 177,296.00 178,481.72 436,653.00 241,377.50 (179,372,14) 57.22 59.25 (5,832.52) 135.97 67.03 9.97 130.74 414.44 2,016.89 (775.20) (1,906.47) (1,210.74) 73,374.00 172,076.99 434,866.50 240,297.50 496.72 313.29 895.72 473.54 256350023 LC -Sr Lien Reserve Fund-1 256350023 LC -Sr Lien Reserve Fund-1 256150023 LC -Sr Lien Reserve Fund-1 3138E10{IA EN AL3382 912828UF5 UNITED STATES TREASURY 3137EADR7 FEDERAL HOME LOAN MORTGAGE CORP 292,072.26 247,567.50 471.318.75 (173,332.03) 1,566.14 17.67 238.63 138.70 148.27 172.16 (1,097.78) (266.63) /252.911 289,564.70 74,355.75 471.23890 589.19 212.10 2.721.35 256350023 LC -Sr Lien Reserve Fund-1 256350023 LC -Sr Lien Reserve Fund-1 3137ASNH3 RIMS K019 AI 38378CRT6 GNR 1213E EG 285,290.55 84,824.97 (14,815.96) (5,570.50) 189.83 167.30 196.79 209.28 (1,187.66) (439.75) 269,673.55 79,191.31 332.41 133.38 256350023 LC -Sr Lien Reserve Fund-1 256350023 LC -Sr Lien Reserve Fund-1 256350023 LC -Sr Lien Reserve Fund-1 3135GOD75 FEDERAL NATIONAL MORTGAGE ASSOCIATION 3137AUPE3 FHMS K021 A2 3136A72D3 FN 12M9 A2 597,204.00 235,594.55 395,983.55 310.44 390.41 537.62 (142.44) (263.51) 1,480.83 597,372.00 235,721.45 398,002.00 2,475.00 469.22 816.99 256350023 LC -Sr Lien Reserve Fund-1 256350023 LC -Sr Lien Reserve Fund-1 3137EADB2 FEDERAL HOME LOAN MORTGAGE CORP 912828WU0 UNITED STATES TREASURY 559.025.50 390,032.45 (176,530.75) 2,801.93 592.02 964.35 326.48 522.70 559.944.00 217,790.68 2,830.21 57.69 256350023 LC -Sr Lien Reserve Fund-1 9128281(33 UNITED STATES TREASURY 392,982.43 1,991.89 (384.92) 394,589.40 224.30 256350023 LC -Sr Lien Reserve Fund-1 912828VB3 UNITED STATES TREASURY 1,558,368.00 2,745.98 4,198.02 1,565,312.00 10,596.69 17,643,572.09 1,531,118.60 (1,253,337.10) (170,860.79) (2,231.51) (2,593.48) 18,234.08 17,762,469.12 61,547.95 117,954,020.22 130,073,876.48 (74,835,433.76) (64,120,000.00) (1,249,490.64) (55,492.57) (14,497.30) 66,926.39 106,820,519.43 305,734.38 32 Page 15 of 31 ATTACHMENT 5 MEM`� Riverside Coenly Transportolion Commission STAMP Portfolio Summary of Investments for quarter ended March 31, 2017 Credit Rating Base Market Value + Argued 70 000 000 60 000 000 50 000 000 40 000 000 30 000 000 20 000 000 10 000 000 0 AAA AA+ AA AA- A+ A A- NA A-1+ A-2 Other Asset Class Money Market Funds [0.582%) Cash (04%) Fixed Income (99.418%' ) Char) ca lculaled by: Base Markel Vohs. Industry Group Other {15.59%] FNMA Collateral (2.33%) Auto Manufacturers (3-087%j)_ Computer6 (3.231%) DivaYSlRetl Finan San {4.995%) Commercial MBs (5.859%) Banks (13.159%1 —Sovereign (51.956%) ::r'•t iT f.A i:ll �l lt� ITV: Bruin. Market VAllle Ai:. i. Other 115.935%) AGCY DISC (3.754%) ABS-, (4.592%) AGCY BOND (4.789%) CP (8.212%) TILL (8.397%) Security Type US GOV (31.153%) 1 CORP (23-124%) ,..ilculaled by: Fla Re t:1•:i ✓ it Utility 13.198fs Asset Batketl (4.592%) Industrial (8.399%) Age rlty (9.313%) Mortgage Backed{10.255%) Market Sector Omer (2.909%) Government 143.181961 33 MEI Riverside County Transportation Commission ATTACHMENT 6 STAMP Portfolio Toll Revenue Project Senior Lien Fund Summary of Investments for quarter ended March 31, 2017 Asset Money Market Fund (0.406%) Fixed Income (90.594%) •.larket Value+Accruetl Industry Group Cash (0.406 Multiline Utilities (2.572%) Electric (5.022%) Auto Manufacture.* (5.023%). Banks (5.024%) Sovereign 031.707%t Security Type MMFUNO (D. 06%) AGCY BOND (6.632%) AGCY DISC (77.070%) CP (22.603 %) VS GOV (26.539%) T-BILL (30.135%) Industrial (5.023%) Financial (5.024%) Utility 17 534%) Agency (76.07 %) Market Sector Mortgage Backed [0.3D75b]� Cash (0.4067; Government (63.697%) Chart ca Cnlated by: fuse Markel Value. -0- A.- I 34 ATTACHMENT 7 STAMP Portfolio Riverside County Transportation[ammissioly Toll Revenue Project Sales Tax Revenue Fund Summary of Investments for quarter ended March 31, 2017 Asset Class Cash (•0.012%) Mon ay Ma rho Funds (100.012%) Industry Group Cash (100-0%1 •:.11.1.1 .i Security Type CASH (-0.012%) • [MMFl1NO (100.012%) Chart [alaulated by: Base. Market Value . Market Sector 'Cash [700.0%) 35 Riverside County Transportation Commission MEI STAMP Portfolio Series A & Series B Reserve Fund Summary of Investments for quarter ended March 31, 2017 ATTACHMENT 8 20 000 000 2 Q 15 000 000 t 3 10 000 O00 1� m 5 000 000 r� tE m Money Market Funds 10.535%) 'Fixed Income 09.465%) Industry Group Gaon (0.53544) G NMA2 Collateral -• (1.311%) Agency Collet CMO (1.79546) Agency Collet PAC CMG (3.636%), FNMA Collateral (10.3111%) Commercial MSG (27.80T%) •::h•vl :.•d[:dl Sovereign (54.10746) Security Type TIPS (2.437%� FHLMC CMO (4.758%1 / GNMA CMO (9.661 %) GNMA (11.204%) AGCY BOND (11.47a%I Other (4.96%) FNMA 115.31 %1 US GOV (29.191%1 Market Sector Cabe — Mortgage Backed (45.358%) . 3•ase Markel Valk. +A-i 36 ATTACHMENT 9 STAMP Portfolio Riverside[uuntytmnsportotlon[omossion Toll Revenue Project Capitalized Interest Fund Summary of Investments for quarter ended March 31, 2017 a Credi[ Rating 3 000 000 2 2 500 000 41 d 2 000 000 7 1 500 000 W 1 Ooo 000 m 500 000 CO 0 AAA AA AA- ■ 11 ■ NA A-1, A-1 A-2 Asset Class Money Market Funds (0.707%) 'Fixed Income (99.293%) Industry Group other {7.696%I Commercial MRS (4,41 %y Electric- (4.898%)f Diversified Flnanjj Bery (6.214%) Auto Manufacturer* (8-659%) ❑118Gas (14.992%) • 'banks Sovereign (27.556%). •::I1•,fl :.•, I[:.lL item (31.574%) Security Type AGCY DISC 0.637%) FHLMC GM (3.929%) AGCY BON (3.995%) T-BILL (9.49%) US GOY 0.786%) CP (17.149%) Other [2.178%) -CORP 151.64%) Chart calculated bV: Base Market Value T Aff.r.lr : Market Sector Cash a.7o7% VIIlIty (4.698 Mortgage Backed (5.399%) Agency 15.832%) Government (21.72S%) • -Financial (37.769%1 Industrial (23.65%) Char[ calculated by: fuse. Market Val•.IP. ff-"I 37 ATTACHMENT 10 `mommi STAMP Portfolio Riverside County TransportationCommissdaly Sales Tax Revenue Capitalized Interest Fund Summary of Investments for quarter ended March 31, 2017 Credit Rating 12 500 000 10 000 OQO Q al + 7 500 000 n 5 000 000 N 2 500 000 co m AAA AA+ AA AA- NA A-1+ Asset Class Money Market Funds (0.64%) 'Fixed Income (99-36%) Industry Group FNMA Collateral (1 Apt%) 0 il&G as (2.996%},/ Diversified Flnan/ Sono (3.445%) US Municipals (2-980%) • Auto Manufacturers (SAW%) Computers (12.t46%) Sovereign (60.164%) •:.I1•trl :.•tl[:. n•ileefl :if: Mark,. • Security Type °their (3.659%) FNMAA¢/ (1 / AGGY BON {2.333'S) AGCY [MSC [5.66%) MVNI {7.988%1 T-BILL (20.311%) CORP (28.785%) US GOV (31.26%) Market Sector Caen o-. Financla (3A455S) Mortgage Backed (4.425%) Municipal (7.986%) Agency (7.033%) Industrial (23.34%) I Government (52.171%) . 3•ase Markel Valk. + A I 38 Riverside County Transportation Commission MEI STAMP Portfolio Sales Tax Equity Fund Summary of Investments for quarter ended March 31, 2017 ATTACHMENT 11 Credit Rating 35 000 000 -10 • 30 000 000 Q25 000 000 t _co 20 000 000 m • 15 000 000 • 10 000 000 aII 5 000 000 0 AAA AA+ AA AA- A+ A A- NA A-1+ A-2 Cash (0.0%) Money Market Fw1de (0"563%) 'Fixed Income (99.437%) Industry Group Other (11.933%) Credit Gard ABS (2"049 ), Equipment Hacked f Loan (2247%) Electric (2.838%) Sovereign (48.694%) Auto Lease ( Loans (2_639%) Diversified Flnen Sand (7.614%) Banks (27 "5&e%). Security Type Other (8.634%) AGCY BOND (3.634%) T-BILL � (3.873%) AGCY O]SC (3.956%) ABS (9"3e7%1 CP (12.393%) \CORP (26.575%( US GOV (3t.613%) Market Sector Industrial (2.06 Mortgage Backed (2.582%' Utility 15.199%) Agency I 19.062%) i Asset Batk9d (9.381%) Other , (152x) Financial (29.202%) Government (40.913%) Chan fra•mlaten bv: Base. Market Valk P. +ff-"I 39 ATTACHMENT 12 shemsa° mw,ly limspoglalim s°rnm Payden & Rygel Operating Portfolio by Investment Category for Quarter ended March 31, 2017 Account Number: 001050990415 Name: RIVERSIDE COUNTY TRANS COMM CUSIP Security Type Category Issuer Final Next Call Maturity Trade Date Date Original Cost Base Market Value Unrealized Gain/Loss Accrued Credit Income Coupon Yield Rating Credit 1 15607% 5/03118 5/3/2013 250 812 50 457 61 1 1523 037833665 Credit APPLE INC 0.900% 5/12/17 5/12/2017 5/13/2015 119,917.20 119,985.60 V68.40 414.00 0.9000 0.9001 AA+ 0378336N9 Credit APPLE INC 1.300% 2/23/18 2/23/2018 2/23/2016 29,987.10 30,011.70 24.60 41.17 1.3000 1.2988 AA+ 037833BQ2 Credit APPLE INC 1.700% 2/22/19 2/22/2019 2/23/2016 39,993.20 40,158.40 165.20 71.78 1.7000 1.6937 AA+ 037833C64 Credit APPLE INC 1.100% 8/02/19 8/2/2019 8/4/2016 59,940.00 59,287.20 (652.80) 104.50 1.1000 1.1137 AA+ 037833CE8 Credit APPLE INC 1.550% 2/08/19 2/8/2019 2/9/2017 139,893.60 140,253.40 359.80 313.44 1.5500 1.5478 AA+ 05582QAD9 Asset -Backed BMW VEHICLE OWNER 1.160°/u 11/25/20 11/25/2020 7/20/2016 454,997.95 450,809.45 (4,188.50) 87.97 1.1600 1.1701 N/A 06406HCK3 Credit BANK OF NY MTN 1.38639% 3/06/18 3/6/2018 3/6/2013 750,470.78 752,070.00 1,599.22 750.96 1.5400 1.3819 A 084664CD1 Credit BERKSHIRE HATHAWAY 1.19998% 1/12/18 1/12/2018 1/15/2015 250,234.34 250,535.00 300.66 649.99 1.3200 1.1972 AA 084664CK5 Credit BERKSHIRE HATHAWAY 1.300% 8/15/19 8/15/2019 8/15/2016 159,844.80 158,468.80 (1,376.00) 265.78 1.3000 1.3123 AA 13063C4V9 Taxable Muni CALIFORNIA ST 1.050% 11/01/18 11/1/2018 11/3/2016 149,887.50 149,757.00 (130.50) 647.50 1.0500 1.0515 AA- 161571 HC1 Asset -Backed CHASE ISSUANCE TRUST 1.370% 6/15/21 6/15/2021 6/17/2016 750,314.07 745,005.00 (5,309.07) 456.67 1.3700 1.3792 AAA 166764AV2 Credit CHEVRON CORP 1.365% 3/02/18 3/2/2018 3/3/2015 499,970.00 499,710.00 (260.00) 549.79 1.3700 1.3650 AA- 1667646A7 Credit CHEVRON CORP 1.790% 11/16/18 11/16/2018 11/17/2015 252,264.73 250,700.00 (1,564.73) 1,665.69 1.7900 1.7840 AA- 17275RAU6 Credit CISCO SYSTEMS INC 1.650% 6/15/18 6/15/2018 6/17/2015 399,932.00 401,284.00 1,352.00 1,943.33 1.6500 1.6449 AA- 17275R6G6 Credit CISCO SYSTEMS INC 1.400% 9/20/19 9/20/2019 9/20/2016 109,877.90 109,156.30 (721.60) 47.06 1.4000 1.4117 AA- 17305EGA7 Asset -Backed CITIBANK CREDIT CARD 1.740% 1/19/21 1/19/2021 1/26/2017 479,908.08 480,763.20 855.12 1,508.00 1.7400 1.7361 AAA 191216BR0 Credit COCA COLA CO THE 0.875% 10/27/17 10/27/2017 10/27/2015 35,984.16 35,944.20 (39.96) 134.75 0.8800 0.8763 AA- 1912166V1 Credit COCA COLA CO 1.375% 5/30/19 5/30/2019 5/31/2016 249,825.00 248,882.50 (942.50) 1,155.38 1.3800 1.3799 AA- 19416QDU1 Credit COLGATE PALM MTN 2.625% 5/01/17 5/1/2017 5/4/2011 507,870.15 505,535.30 (2,334.85) 5,523.44 2.6300 2.6224 AA- 30231GAL6 Credit EXXON MOBIL 1.305% 3/06/18 3/6/2018 3/6/2015 460,000.00 459,632.00 (368.00) 416.88 1.3100 1.3057 AA+ 30231GAP7 Credit EXXON MOBIL 1.708% 3/01/19 3/1/2019 3/3/2016 40,000.00 40,068.80 68.80 56.93 1.7100 1.7046 AA+ 30231GAU6 Credit EXXON MOBIL 1.439% 3/01/18 3/1/2018 3/3/2016 40,000.00 40,036.80 36.80 47.97 1.4400 1.4375 AA+ 3130A9AE1 Agencies F H L B 0.875% 10/01/18 10/1/2018 8/26/2016 509,653.20 506,955.30 (2,697.90) 2,231.25 0.8800 0.8795 AA+ 3130AAE46 Agencies F H L B 1.250°/u 1/16/19 1/16/2019 12/8/2016 1,009,959.60 1,009,030.40 (929.20) 2,630.21 1.2500 1.2521 AA+ 3130AAXX1 Agencies F H L B DEB 1.375% 3/18/19 3/18/2019 3/10/2017 518,793.60 520,150.80 1,357.20 417.08 1.3800 1.3741 AA+ 3134G9UY1 Agencies F H L M C M T N 1.000% 6/29/18 6/29/2018 6/29/2016 510,000.00 508,903.50 (1,096.50) 1,303.33 1.0000 1.0020 AA+ 3134GAJQ8 Agencies F H L M C M T N 1.150% 9/14/18 9/14/2018 9/14/2016 6/14/2017 510,000.00 509,153.40 (846.60) 276.96 1.1500 1.1518 AA+ 3135G0E58 Agencies F N MA DEB 1.125% 10/19/18 10/19/2018 9/1/2015 529,141.40 529,141.40 2,683.13 1.1300 1.1268 AA+ 3135G0J53 Agencies F N M A DEB 1.000% 2/26/19 2/26/2019 2/23/2016 498,820.00 496,730.00 (2,090.00) 486.11 1.0000 1.0060 AA+ 3135GOK77 Agencies F N M A DEB 1.250% 6/13/19 6/13/2019 6/13/2016 6/13/2017 490,000.00 486,545.50 (3,454.50) 1,837.50 1.2500 1.2569 AA+ 3135GOL68 Agencies F N M A DEB 0.750% 7/27/18 7/27/2018 7/27/2016 7/27/2017 509,235.00 506,730.90 (2,504.10) 680.00 0.7500 0.7554 AA+ 3135GON33 Agencies F N M A 0.875°/u 8/02/19 8/2/2019 8/2/2016 529,109.60 523,120.60 (5,989.00) 760.03 0.8800 0.8862 AA+ 3135G0P49 Agencies F N M A 1.000% 8/28/19 8/28/2019 9/2/2016 509,204.40 504,583.80 (4,620.60) 439.17 1.0000 1.0108 AA+ 3135GOT29 Agencies F N M A 1.500% 2/28/20 2/28/2020 2/28/2017 299,808.00 299,277.00 (531.00) 387.50 1.5000 1.5022 AA+ 3136AMTM1 Mortgage -Backed F N M A GTD REMIC 0.980% 9/25/18 9/25/2018 3/1/2015 410,066.88 410,188.40 121.52 72.91 0.9800 0.9143 N/A 31376NN26 Mortgage -Backed F H L M C MLTCL MTG 1.780% 7/25/19 7/25/2019 4/1/2016 216,544.73 213,626.15 (2,918.58) 318.92 1.7800 1.7896 N/A 31376PCF4 Mortgage -Backed F H L M C MLTCL MTG 1.376% 10/25/20 10/25/2020 5/1/2016 358,758.87 355,611.81 (3,147.06) 82.28 1.3800 1.3873 N/A 3137EAEB1 Agencies F H L M C M T N 0.875°/n 7/19/19 7/19/2019 7/20/2016 350,150.58 346,735.35 (3,415.23) 614.25 0.8800 0.8854 AA+ 3137EAED7 Agencies F H L M C M T N 0.875% 10/12/18 10/12/2018 9/16/2016 1,509,720.70 1,501,815.80 (7,904.90) 7,156.77 0.8800 0.8797 AA+ 31846V203 Agencies FIRST AMERICAN GOVT OBLIG FUND CL Y . 526,198.70 526,198.70 108.20 0.8800 0.3424 36159LCN4 Asset -Backed GE DEALER FLO_ORPLA 1.1065% 10/20/19 10/20/2019 10/21/2014 475,155.41 475,318.25 162.84 175.20 1.4300 1.1058 N/A 36962G3H5 Credit GEN ELEC CAP CRP MTN 5.625% 9/15/17 9/15/2017 9/24/2007 510,910.95 509,720.00 (1,190.95) 1,250.00 5.6300 5.5201 AA- 47787XAC1 Asset -Backed JOHN DEERE OWNER 1.780% 4/15/21 4/15/2021 3/2/2017 309,955.86 309,882.20 (73.66) 444.51 1.7800 1.7792 N/A 47788NAC2 Asset -Backed JOHN DEERE OWNER 1.250% 6/15/20 6/15/2020 7/27/2016 274,978.11 273,292.25 (1,685.86) 152.78 1.2500 1.2572 N/A 48125LRD6 Credit JP MORGAN CHASE MT 1.35872% 6/14/17 6/14/2017 6/19/2015 750,000.00 750,465.00 465.00 509.52 1.5200 1.3579 A+ 544445AY5 Taxable Muni LOS ANGELES CA DEPT 1.750% 5/15/19 5/15/2019 12/6/2016 100,000.00 99,877.00 (123.00) 559.03 1.7500 1.7518 AA 54473ERP1 Taxable Muni LOS ANGELES CNTY CA 1.507% 12/01/17 12/1/2017 9/2/2015 25,000.00 25,005.00 5.00 125.58 1.5100 1.5066 AA 54473ERQ9 Taxable Muni LOS ANGELES CNTY CA 2.036% 12/01/18 12/1/2018 9/2/2015 50,000.00 50,249.50 249.50 339.33 2.0400 2.0256 AA 5949186F0 Credit MICROSOFT CORP 1.300% 11/03/18 11/3/2018 11/3/2015 250,628.75 249,945.00 (1,123.12) 1,336.11 1.3000 1.3008 AAA 5949186V5 Credit MICROSOFT CORP 1.850% 2/06/20 2/6/2020 2/6/2017 499,665.00 501,550.00 1,885.00 1,413.19 1.8500 1.8435 AAA 6055806F1 Taxable Muni MISSISSIPPIST SER D 3.381% 11/01/18 11/1/2018 11/10/2010 103,420.38 103,266.00 (154.38) 1,408.75 3.3800 3.2741 AA 650119AD2 Taxable Muni NEW YORK UNIVERSITY 0.898% 7/01/17 7/1/2017 4/16/2015 200,000.00 199,694.00 (306.00) 449.00 0.9000 0.8994 AA- 650119AE0 Taxable Muni NEW YORK UNIVERSITY 1.315% 7/01/18 7/1/2018 4/16/2015 120,000.00 119,462.40 (537.60) 394.50 1.3200 1.3208 AA- 66989HAL2 Credit NOVARTIS CAPITAL 1.800% 2/14/20 2/14/2020 2/17/2017 129,491.70 130,127.40 635.70 286.00 1.8000 1.8000 AA- 686096VE4 Tax -Exempt OREGON ST TANS SER A 2.000% 6/30/17 6/30/2017 7/21/2016 472,822.74 471,438.20 (1,384.54) 6,527.78 2.0000 1.9941 SP-1+ 702282ND2 Taxable Muni PASADENA CA UNIF 1.861% 11/01/18 1 11/1/2018 3/20/2014 251,104.05 252,032.50 928.45 1,938.54 1.8600 1.8458 A+ 717081DP5 Credit PFIZER INC 1.05567% 5/15/17 5/15/2017 5/15/2014 250,002.29 250,050.00 47.71 329.90 1.1900 1.0555 AA 717081DU4 Credit PFIZER INC 1.450% 6/03/19 6/3/2019 6/3/2016 249,715.00 248,800.00 (915.00) 1,188.19 1.4500 1.4568 AA 80284TAF2 Asset -Backed SANTANDER DRIVE 1.770% 9/15/20 9/15/2020 2/28/2017 109,999.24 109,915.30 (83.94) 86.53 1.7700 1.7705 AAA 89236TAY1 Credit TOYOTA MOTOR MTN 2.000% 10/24/18 10/24/2018 10/24/2013 344,980.97 341,679.60 (3,301.37) 2,965.56 2.0000 1.9882 AA- 89236TCX1 Credit TOYOTA MOTOR MTN 1.200% 4/06/18 4/6/2018 4/8/2016 249,940.00 249,322.50 (617.50) 1,458.33 1.2000 1.2026 AA- 89237CAD3 Asset -Backed TOYOTA AUTO RECEIV 1.270% 5/15/19 5/15/2019 6/17/2015 435,242.07 435,030.58 (211.49) 245.68 1.2700 1.2706 AAA 40 sivm,r° mu.iv r.a,,,oda s°mn,iyMr. Payden & Rygel Operating Portfolio by Investment Category for Quarter ended March 31, 2017 Account Number: 001050990415 Name: RIVERSIDE COUNTY TRANS COMM CUSIP Security Tv e Cate _ory Issuer Final Next Call Base Market Maturity Trade Date Date Ori_inal Cost Value Unrealized Gain/Loss Accrued Credit Income Cou ion Yield Rating 89237KAD5 Asset -Backed TOYOTA AUTO 1.250% 3/16/20 3/16/2020 3/2/2016 199,988.66 199,488.00 600.66 111.11 1.2500 1.2529 AAA 89238MAD0 Asset -Backed TOYOTA AUTO 1.730% 2/16/21 2/16/2021 3/15/2017 375,955.74 375,954.88 (0.86) 289.10 1.7300 1.7302 AAA 90331HMQ3 Credit US BANK NA MTN 1.350% 1/26/18 1/26/2018 1/27/2015 12/26/2017 500,320.34 499,390.00 (930.34) 1,218.75 1.3500 1.3519 AA- 91159HHE3 Credit US BANCORP MTN 1.950% 11/15/18 11/15/2018 11/7/2013 10/15/2018 253,427.94 251,497.50 (1,930.44) 1,841.67 1.9500 1.9397 A+ 912828L40 Treasuries U S TREASURY NT 1.000% 9/15/18 9/15/2018 9/15/2015 385,866.72 384,022.10 (1,778.32) 177.85 1.0000 1.0027 N/A 912828N22 Treasuries U S TREASURY NT 1.250% 12/15/18 12/15/2018 12/15/2015 1,243,924.19 1,230,676.50 (13,247.69) 4,519.57 1.2500 1.2495 N/A 912828N63 Treasuries U S TREASURY NT 1.125% 1/15/19 1/15/2019 1/15/2016 965,440.48 958,166.40 (8,309.80) 2,267.40 1.1300 1.1272 N/A 912828P95 Treasuries U S TREASURY NT 1.000% 3/15/19 3/15/2019 3/15/2016 2,833,840.03 2,815,510.40 (18,447.34) 1,307.34 1.0000 1.0050 N/A 912828R51 Treasuries U S TREASURY NT 0.875% 5/31/18 5/31/2018 5/31/2016 3,712,703.66 3,706,109.19 (6,359.52) 10,961.04 0.8800 0.8773 N/A 912828R85 Treasuries U S TREASURY NT 0.875% 6/15/19 6/15/2019 6/15/2016 1,278,531.28 1,271,558.04 (6,973.24) 3,302.60 0.8800 0.8835 N/A 912828S43 Treasuries U S TREASURY NT 0.750% 7/15/19 7/15/2019 7/15/2016 3,535,162.11 3,503,282.00 (31,880.11) 5,589.78 0.7500 0.7599 N/A 912828T83 Treasuries U S TREASURY NT 0.750% 10/31/18 10/31/2018 10/31/2016 1,293,348.31 1,295,825.85 2,477.54 4,109.67 0.7500 0.7554 N/A 912828U40 Treasuries U S TREASURY NT 1.000% 11/30/18 11/30/2018 11/30/2016 781,755.09 782,299.60 544.51 2,631.04 1.0000 1.0035 N/A 912828U99 Treasuries U S TREASURY NT 1.250% 12/31/18 12/31/2018 1/3/2017 4,542,837.50 4,542,315.40 (522.10) 13,719.78 1.2500 1.2496 N/A 912828W22 Treasuries U S TREASURY NT 1.375% 2/15/20 2/15/2020 2/15/2017 2,089,267.98 2,093,364.00 4,096.02 3,589.43 1.3800 1.3781 N/A 912828W63 Treasuries U S TREASURY NT 1.500% 3/15/20 3/15/2020 3/15/2017 2,831,854.41 2,843,170.47 11,316.06 1,963.08 1.6300 1.4930 N/A 91412GD36 Taxable Muni UNIV OF CA 1.169% 5/15/19 5/15/2019 4/20/2016 140,000.00 138,863.20 (1,136.80) 618.27 1.1700 1.1783 AA 91412GPZ2 Taxable Muni UNIV OF CA 1.296% 5/15/18 5/15/2018 3/14/2013 250,900.96 250,005.00 (895.96) 1,224.00 1.3000 1.2958 AA 91412GWU5 Taxable Muni UNIV CALIFORNIA CA 1.418% 5/15/18 5/15/2018 3/25/2015 250,000.00 250,342.50 342.50 1,339.22 1.4200 1.4159 AA 91412GWV3 Taxable Muni UNIV OF CA 2.003% 5/15/19 5/15/2019 3/25/2015 250,000.00 252,305.00 2,305.00 1,891.72 2.0000 1.9844 AA 949746SP7 Credit WELLS FARGO 0.00001% 2/11/22 2/11/2022 2/13/2017 2/11/2021 125,000.00 125,722.50 722.50 1.9600 0.0000 A 94974BFK1 Credit WELLS FARGO MTN 1.51178% 4/23/18 4/23/2018 4/23/2013 320,711.34 321,494.40 783.06 913.79 1.6700 1.5052 A 94974BFW5 Credit WELLS FARGO COM MTN 1.150% 6/02/17 6/2/2017 6/3/2014 500,096.82 499,875.00 (221.82) 1,900.69 1.1500 1.1504 A 50,850,516.79 50,720,726.57 (131,081.77) 128,867.10 41 ATTACHMENT 13 Riverside county Ironspertofon Commissiea Payden & Rygel Operating Portfolio Transaction Report Quarter ended March 31, 2017 Account Number: 001050990415 Name: RIVERSIDE COUNTY TRANS COMM Transaction Settlement Date Trade Date Date CUSIP Descri•tion Units Price Miscellaneous Commissions SEC Fees Fees Net Cash Amount Amount Short Term Federal Tax Cost Gain/Loss Amount Long Term Gain/Loss Amount 1/3/2017 IIV I CRCS I C/ARIVCU VIV r r l• D UCO U.0000, %o Inl. IO.n 1 rV VIV 3133EEWS5 700000.0000 SHARES DUE 1/2/2017 0.0000 0.000000 - - - 400.05 - - - 1/3/2017 1/3/2017 1/3/2017 31846V203 PURCHASED UNITS OF FIRST AMERICAN GOVT OBLIG FUND CL Y 10,762.0500 1.000000 - - - (10,762.05) 10,762.05 1/3/2017 INTEREST EARNED ON FIRST AMERICAN GOVT OBLIG FUND CL Y UNIT ON 0.0000 SHARES DUE 12/31/2016 INTEREST FROM 12/1/16 TO 31846V203 12/31/16 0.0000 0.000000 - 15.61 I - 1/3/2017 INTEREST EARNED ON NEW YORK UNIVERSITY 0.898% 7/01/17 $1 650119AD2 PV ON 200000.0000 SHARES DUE 1/1/2017 0.0000 0.000000 - - - 898.00 - - - 1/3/2017 INTEREST EARNED ON NEW YORK UNIVERSITY 1.315% 7/01/18 $1 650119AE0 PV ON 120000.0000 SHARES DUE 1/1/2017 0.0000 0.000000 - - - 789.00 - - - 1/3/2017 INTEREST EARNED ON U S TREASURY NT 1.000% 12/31/17 $1 PV 912828N55 ON 1735000.0000 SHARES DUE 12/31/2016 0.0000 0.000000 - - - 8,675.00 - - - 1/4/2017 1/4/2017 1/4/2017 31846V203 PURCHASED UNITS OF FIRST AMERICAN GOVT OBLIG FUND CL Y 15.6100 1.000000 - - - (15.61) 15.61 - - 1/12/2017 INTEREST EARNED ON BERKSHIRE HATHAWAY 1.19998 % 1/12/18 $1 084664CD1 PV ON 250000.0000 SHARES DUE 1/12/2017 0.0000 0.000000 - - 749.99 - - - 1/12/2017 AMORTIZED PREMIUM ON BERKSHIRE HATHAWAY 1.19998 % 1/12/18 084664CD1 CURRENT YEAR AMORTIZATION 0.0000 0.000000 - - - - (6.86) - - 1/13/2017 1/13/2017 1/13/2017 31846V203 PURCHASED UNITS OF FIRST AMERICAN GOVT OBLIG FUND CL Y 749.9900 1.000000 - - - (749.99) 749.99 - - 1/17/2017 INTEREST EARNED ON CHASE ISSUANCE TRUST 1.370 % 6/15/21 $1 161571 HC1 PV ON 750000.0000 SHARES DUE 1/15/2017 0.0000 0.000000 - - - 856.25 - - - 1/17/2017 AMORTIZED PREMIUM ON CHASE ISSUANCE TRUST 1.370 % 6/15/21 161571HC1 CURRENT YEAR AMORTIZATION 0.0000 0.000000 - - - - 36.17 - 1/17/2017 INTEREST EARNED ON F H L B 1.250 % 1/16/19 $1 PV ON 3130AAE46 1010000.0000 SHARES DUE 1/16/2017 0.0000 0.000000 - - - 1,332.64 1/17/2017 INTEREST EARNED ON FIFTH THIRD AUTO TRU 1.020 % 5/15/18 $1 PV ON 45.5100 SHARES DUE 1/15/2017 $0.00085/PV ON 53,542.68 PV 31680GAB2 DUE 1/15/17 0.0000 0.000000 - - - 45.51 - - - 1/17/2017 1/15/2017 1/17/2017 31680GAB2 PAID DOWN PAR VALUE OF FIFTH THIRD AUTO TRU 1.020% 5/15/18 -14,113.7000 0.000000 - - - 14,113.70 (14,113.32) - 0.38 1/17/2017 1/17/2017 1/17/2017 31846V203 PURCHASED UNITS OF FIRST AMERICAN GOVT OBLIG FUND CL Y 34,733.5200 1.000000 - - - (34,733.52) 34,733.52 - - 1/17/2017 1/17/2017 1/17/2017 31846V203 PURCHASED UNITS OF FIRST AMERICAN GOVT OBLIG FUND CL Y 30,273.6900 1.000000 - - - (30,273.69) 30,273.69 - - 1/17/2017 INTEREST EARNED ON JOHN DEERE OWNER 0.870% 2/15/18 $1 PV ON 36.8200 SHARES DUE 1/15/2017 $0.00072/PV ON 50,783.09 PV 47787UAB9 DUE 1/15/17 0.0000 0.000000 - - - 36.82 - - - 1/17/2017 1/15/2017 1/17/2017 47787UAB9 PAID DOWN PAR VALUE OF JOHN DEERE OWNER 0.870% 2/15/18 -28,888.4100 33.827873 - - - 28,888.41 (28,886.55) - 1.86 1/17/2017 INTEREST EARNED ON TOYOTA AUTO RECEIV 1.270 % 5/15/19 $1 PV ON 529.1700 SHARES DUE 1/15/2017 $0.00106/PV ON 500,000.00 PV 89237CAD3 DUE 1/15/17 0.0000 0.000000 - 529.17 - - - 1/17/2017 INTEREST EARNED ON TOYOTA AUTO 1.250% 3/16/20 $1 PV ON 89237KAD5 200000.0000 SHARES DUE 1/15/2017 0.0000 0.000000 - - - 208.33 - - - 1/17/2017 INTEREST EARNED ON U S TREASURY NT 1.125 % 1/15/19 $1 PV 912828N63 ON 960000.0000 SHARES DUE 1/15/2017 0.0000 0.000000 - - - 5,400.00 - - - 1/17/2017 AMORTIZED PREMIUM ON U S TREASURY NT 1.125 % 1/15/19 912828N63 CURRENT YEAR AMORTIZATION 0.0000 0.000000 - - - - (101.81) - - 1/17/2017 INTEREST EARNED ON U S TREASURY NT 0.750 % 7/15/19 $1 PV 912828S43 ON 3550000.0000 SHARES DUE 1/15/2017 0.0000 0.000000 - - - 13,312.50 - - - 1/19/2017 INTEREST EARNED ON F H L M C M T N 0.875 % 7/19/19 $1 PV ON 3137EAEB1 351000.0000 SHARES DUE 1/19/2017 0.0000 0.000000 - - - 1,527.09 - - - 1/19/2017 1/19/2017 1/19/2017 31846V203 PURCHASED UNITS OF FIRST AMERICAN GOVT OBLIG FUND CL Y 286,620.1300 1.000000 - - - (286,620.13) 286,620.13 - - 1/19/2017 1/19/2017 1/19/2017 31846V203 SOLD UNITS OF FIRST AMERICAN GOVT OBLIG FUND CL Y -281,196.6400 1.000000 - - - 281,196.64 (281,196.64) - - 1/19/2017 AMORTIZED PREMIUM ON U S TREASURY NT 1.000% 2/15/18 912828H94 CURRENT YEAR AMORTIZATION 0.0000 0.000000 - - - - (52.59) - - 1/19/2017 1/18/2017 SOLD PAR VALUE OF U S TREASURY NT 1.000% 2/15/18 BMO 1/19/2017 912828H94 CAPITAL MARKETS CORP./545,000 PAR VALUE AT 100.097656 % -545,000.0000 1.000977 - - - 545,532.23 (546,165.57) - (633.34) 1/19/2017 RECEIVED ACCRUED INTEREST ON SALE OF U S TREASURY NT 1/19/2017 912828H94 1.000% 2/15/18 0.0000 0.000000 - - 2,325.14 - - - 1/19/2017 AMORTIZED PREMIUM ON U S TREASURY NT 0.875 % 11/30/17 912828M72 CURRENT YEAR AMORTIZATION 0.0000 0.000000 - - (93.66) 1/19/2017 ACCREDITED DISCOUNT ON U S TREASURY NT 0.875 % 11/30/17 912828M72 MARKET DISCOUNT 0.0000 0.000000 - - - - 207.98 - - 1/19/2017 1/18/2017 SOLD PAR VALUE OF U S TREASURY NT 0.875 % 11/30/17 /BMO 1/19/2017 912828M72 CAPITAL MARKETS CORP./2,260,000 PAR VALUE AT 100.046875 % -2,260,000.0000 1.000469 - - - 2,261,059.38 (2,259,962.90) (922.03) 2,018.51 1/19/2017 RECEIVED ACCRUED INTEREST ON SALE OF U S TREASURY NT 1/19/2017 912828M72 0.875% 11/30/17 0.0000 0.000000 - - - 2,716.35 - - - 1/19/2017 1/18/2017 4. SOLD PAR VALUE OF U S TREASURY NT 1.000% 12/31/17 /CITIGROUP GLOBAL MARKETS INC./XOTC 1,735,000 PAR VALUE AT 1/19/2017 912828N55 100.125 % M -1,735,000.0000 1.001250 - - - 1,737,168.75 (1,734,770.94) (581.73) 2,979.54 1/19/2017 RECEIVED ACCRUED INTEREST ON SALE OF U S TREASURY NT 1/19/2017 912828N55 1.000% 12/31/17 0.0000 0.000000 - - - 910.64 - - - 1/19/2017 AMORTIZED PREMIUM ON U S TREASURY NT 1.000% 12/31/17 912828N55 CURRENT YEAR AMORTIZATION 0.0000 0.000000 - - - - (61.54) - - 42 Page 25 of 31 Riverside county Ironsportoiion Commissiore Payden & Rygel Operating Portfolio Transaction Report Quarter ended March 31, 2017 Account Number: 001050990415 Name: RIVERSIDE COUNTY TRANS COMM Transaction Date 1/19/2017 Settlement Trade Date Date CUSIP Description Units Price Commissions 1.000625 - Miscellaneous SEC Fees Fees - - Net Cash Amount 4,542,837.50 Federal Tax Cost Amount 4,542,837.50 Short Term Gain/Loss Amount - Long Term Gain/Loss Amount - PURCHASED PAR VALUE OF U S TREASURY NT 1.125 % 12/31/18 /CITIGROUP GLOBAL MARKETS INC./4,540,000 PAR VALUE AT 1/18/2017 1/19/2017 912828U99 100.0625 % 4,540,000.0000 1/19/2017 PAID ACCRUED INTEREST ON PURCHASE OF U S TREASURY NT Mi1/19/2017 912828U99 1.125% 12/31/18 0.0000 0.000000 - + - - (2,978.59) - - 1/20/2017 1/20/2017 1/20/2017 31846V203 PURCHASED UNITS OF FIRST AMERICAN GOVT OBLIG FUND CL Y 486.3300 1.000000 - - - (486.33) 486.33 - - 1/20/2017 INTEREST EARNED ON GE DEALER FLOORPLA 1.22863 % 10/20/19 $1 PV ON 486.3300 SHARES DUE 1/20/2017 $0.00102/PV ON 475,000.00 36159LCN4 PV DUE 1/20/17 0.0000 0.000000 - - 486.33 - - - 1/20/2017 AMORTIZED PREMIUM ON GE DEALER FLOORPLA 1.22863 % 10/20/19 36159LCN4 CURRENT YEAR AMORTIZATION 0.0000 0.000000 - - - - (4.41) - - 1/23/2017 1/23/2017 1/23/2017 31846V203 PURCHASED UNITS OF FIRST AMERICAN GOVT OBLIG FUND CL Y 2.5800 1.000000 - - - (2.58) 2.58 - - 1/23/2017 1/23/2017 1/23/2017 31846V203 PURCHASED UNITS OF FIRST AMERICAN GOVT OBLIG FUND CL Y 402,371.1000 1.000000 - - - (402,371.10) 402,371.10 - - 1/23/2017 INTEREST EARNED ON JOHN DEERE OWNER 1.250% 6/15/20 $1 PV 47788NAC2 ON 275000.0000 SHARES DUE 1/15/2017 0.0000 0.000000 - - - 286.46 - - - 1/23/2017 ACCREDITED DISCOUNT ON U S TREASURY NT 0.625% 9/30/17 912828TS9 CURRENT YEAR OID 0.0000 0.000000 - - - - 13.71 - - 1/23/2017 ACCREDITED DISCOUNT ON U S TREASURY NT 0.625% 9/30/17 912828TS9 CURRENT YEAR ACQ. PREMIUM OID 0.0000 0.000000 - - - - (13.71) - - 1/23/2017 AMORTIZED PREMIUM ON U S TREASURY NT 0.625% 9/30/17 912828TS9 CURRENT YEAR AMORTIZATION 0.0000 0.000000 - - - - (2.49) - - 1/23/2017 SOLD PAR VALUE OF U S TREASURY NT 0.625% 9/30/17 /BMO 1/20/2017 1/23/2017 912828TS9 CAPITAL MARKETS CORP./400,000 PAR VALUE AT 99.917634 % -400,000.0000 0.999176 - - - 399,670.54 (400,010.70) - (340.16) 1/23/2017 RECEIVED ACCRUED INTEREST ON SALE OF U S TREASURY NT 1/23/2017 912828TS9 0.625% 9/30/17 0.0000 0.000000 - - - 789.84 - - - 1/23/2017 INTEREST EARNED ON WELLS FARGO MTN 1.51178% 4/23/18 $1 PV 94974BFK1 ON 500000.0000 SHARES DUE 1/23/2017 0.0000 0.000000 - - - 1,910.72 - - - 1/23/2017 AMORTIZED PREMIUM ON WELLS FARGO MTN 1.51178% 4/23/18 94974BFK1 CURRENT YEAR AMORTIZATION 0.0000 0.000000 - - - - (54.09) - - 1/25/2017 TRUST FEES COLLECTED CHARGED FOR PERIOD 12/01/2016 THRU 12/31/2016 COLLECTED BY DISBURSEMENT 0.0000 0.000000 - - - (526.74) - - - 1/25/2017 INTEREST EARNED ON BMW VEHICLE OWNER 1.160% 11/25/20 $1 PV ON 439.8300 SHARES DUE 1/25/2017 $0.00097/PV ON 455,000.00 05582QAD9 PV DUE 1/25/17 0.0000 0.000000 - - - 439.83 - - - 1/25/2017 INTEREST EARNED ON F N M A GTD REMIC 0.3845 % 9/25/18 $1 PV ON 279.3400 SHARES DUE 1/25/2017 $0.00066/PV ON 424,297.80 PV 3136AMTM1 DUE 1/25/17 0.0000 0.000000 - - - 279.34 - - - 1/25/2017 1/25/2017 1/25/2017 3136AMTM1 PAID DOWN PAR VALUE OF F N M A GTD REMIC 0.3845 % 9/25/18 -417.6600 50.534837 - - - 417.66 (417.55) - 0.11 1/25/2017 INTEREST EARNED ON F H L M C MLTCL MTG 1.780 % 7/25/19 $1 PV ON 318.9200 SHARES DUE 1/25/2017 $0.00148/PV ON 215,000.00 PV 3137BNN26 DUE 1/25/17 0.0000 0.000000 - - - 318.92 - - - 1/25/2017 AMORTIZED PREMIUM ON F H L M C MLTCL MTG 1.780 % 7/25/19 3137BNN26 CURRENT YEAR AMORTIZATION 0.0000 0.000000 - - - - (43.51) - - 1/25/2017 INTEREST EARNED ON F H L M C MLTCL MTG 1.376 % 10/25/20 $1 PV ON 428.2600 SHARES DUE 1/25/2017 $0.00115/PV ON 373,484.22 PV 3137BPCF4 DUE 1/25/17 0.0000 0.000000 - - - 428.26 - - - 1/25/2017 1/25/2017 1/25/2017 3137BPCF4 PAID DOWN PAR VALUE OF F H L M C MLTCL MTG 1.376% 10/25/20 -5,585.5800 3.778727 - - - 5,585.58 (5,585.54) 0.04 - 1/25/2017 1/25/2017 1/25/2017 31846V203 PURCHASED UNITS OF FIRST AMERICAN GOVT OBLIG FUND CL Y 6,942.8500 1.000000 - - - (6,942.85) 6,942.85 - - 1/26/2017 PURCHASED PAR VALUE OF CITIBANK CREDIT CARD 1.740 % 1/19/21 /CITIGROUP GLOBAL MARKETS INC./480,000 PAR VALUE AT 99.98085 1/19/2017 1/26/201717305EGA7 % 480,000.0000 0.999809 (479,908.08) 479,908.08 1/26/2017 1/26/2017 1/26/2017 31846V203 SOLD UNITS OF FIRST AMERICAN GOVT OBLIG FUND CL Y -476,533.0800 1.000000 - - - 476,533.08 (476,533.08) - - 1/26/2017 AMORTIZED PREMIUM ON US BANK NA MTN 1.350 % 1/26/18 90331HMQ3 CURRENT YEAR AMORTIZATION 0.0000 0.000000 - - - - (22.71) - - 1/26/2017 INTEREST EARNED ON US BANK NA MTN 1.350 % 1/26/18 $1 PV 90331HMQ3 ON 500000.0000 SHARES DUE 1/26/2017 0.0000 0.000000 - - - 3,375.00 - - - 1/27/2017 INTEREST EARNED ON F N M A DEB 0.750 % 7/27/18 $1 PV ON 3135GOL68 510000.0000 SHARES DUE 1/27/2017 0.0000 0.000000 - - - 1,912.50 - - - 1/27/2017 1/27/2017 1/27/2017 31846V203 SOLD UNITS OF FIRST AMERICAN GOVT OBLIG FUND CL Y -219,889.9100 1.000000 - - - 219,889.91 (219,889.91) - - 1/27/2017 1/27/2017 1/27/2017 31846V203 PURCHASED UNITS OF FIRST AMERICAN GOVT OBLIG FUND CL Y 221,762.2900 1.000000 - - - (221,762.29) 221,762.29 - - 1/27/2017 PURCHASED PAR VALUE OF U S TREASURY NT 0.875 % 5/31/18 1/26/2017 1/27/2017 912828R51 /MLPFS INC/FIXED INCOME/2,689,000 PAR VALUE AT 99.85937486 % 2,689,000.0000 0.998594 - - - (2,685,218.59) 2,685,218.59 - - 1/27/2017 PAID ACCRUED INTEREST ON PURCHASE OF U S TREASURY NT 1/27/2017 912828R51 0.875% 5/31/18 0.0000 0.000000 - - - (3,749.09) - - - 1/27/2017 ACCREDITED DISCOUNT ON U S TREASURY NT 0.625% 9/30/17 912828TS9 CURRENT YEAR OID 0.0000 0.000000 - - - - 1.54 - - 1/27/2017 ACCREDITED DISCOUNT ON U S TREASURY NT 0.625% 9/30/17 912828TS9 CURRENT YEAR ACQ. PREMIUM OID 0.0000 0.000000 - - - - (1.54) - - 1/27/2017 AMORTIZED PREMIUM ON U S TREASURY NT 0.625% 9/30/17 912828TS9 CURRENT YEAR AMORTIZATION 0.0000 0.000000 - - - - (0.27) - - 43 Page 26 of 31 Payden & Rygel Operating Portfolio Transaction Report Quarter ended March 31, 2017 Riverside county Ironsportofon Commissiore Account Number: 001050990415 Name: RIVERSIDE COUNTY TRANS COMM Transaction Date 1/27/2017 Trade Date 1/26/2017 Settlement Date CUSP Description Units Miscellaneous Price Commissions SEC Fees Fees 0.999258 - - - Net Cash Amount 648,518.32 Federal Tax Cost Amount (649,01710 Short Term Gain/Loss Amount - Long Term Gain/Loss Amount (498.78) SOLD PAR VALUE OF U S TREASURY NT 0.625% 9/30/17 /MLPFS 1/27/2017 912828TS9 INC/FIXED INCOME/XOTC 649,000 PAR VALUE AT 99.925781 % -649,000.0000 1/27/2017 RECEIVED ACCRUED INTEREST ON SALE OF U S TREASURY NT 1/27/2017 912828TS9 0.625% 9/30/17 0.0000 0.000000 - - - 1,326.08 1/27/2017 ACCREDITED DISCOUNT ON U S TREASURY NT 0.625% 11/30/17 912828UA6 MARKET DISCOUNT 0.0000 0.000000 - - - - 9,181.91 - 1/27/2017 1/26/2017 SOLD PAR VALUE OF U S TREASURY NT 0.625% 11/30/17 /MLPFS 1/27/2017 912828UA6 INC/FIXED INCOME/XOTC 2,040,000 PAR VALUE AT 99.855469 % -2,040,000.0000 0.998555 - - - 2,037,051.57 (2,033,005.34) - 4,046.2 1/27/2017 RECEIVED ACCRUED INTEREST ON SALE OF U S TREASURY NT 1/27/2017 912828UA6 0.625% 11/30/17 0.0000 0.000000 - - - 2,031.59 - - - 2/1/2017 2/1/2017 2/1/2017 31846V203 PURCHASED UNITS OF FIRST AMERICAN GOVT OBLIG FUND CL Y 319,096.8100 1.000000 - - - (319,096.81) 319,096.81 - 2/1/2017 INTEREST EARNED ON FIRST AMERICAN GOVT OBLIG FUND CL Y UNIT ON 0.0000 SHARES DUE 1/31/2017 INTEREST FROM 1/1/17 TO 31846V203 1/31/17 0.0000 0.000000 41.99 2/1/2017 FED BASIS OF U S TREASURY NT 0.875% 5/31/18 ADJUSTED BY- 912828R51 102.46 FIXED FEDRL TX CST FROM $318716.17 TO $318613.71 0.0000 0.000000 - - - - (102.46) - 2/1/2017 FED BASIS OF U S TREASURY NT 0.875% 5/31/18 ADJUSTED BY 912828R51 102.46 FIXED FEDRL TX CST FROM $318551.41 TO $318653.87 0.0000 0.000000 - - - - 102.46 - - 2/1/2017 1/31/2017 SOLD PAR VALUE OF U S TREASURY NT 0.875% 5/31/18 /CITIGROUP GLOBAL MARKETS INC./XOTC 319,000 PAR VALUE AT 2/1/2017 912828R51 99.878906 % -319,000.0000 0.998789 - - - 318,613.71 (318,613.71) - - 2/1/2017 RECEIVED ACCRUED INTEREST ON SALE OF U S TREASURY NT 2/1/2017 912828R51 0.875% 5/31/18 0.0000 0.000000 - - - 483.10 - - - 2/2/2017 2/1/2017 SOLD PAR VALUE OF F F C B DEB 0.81111 % 1/02/18 /JEFFERIES 2/2/2017 3133EEWS5 LLC/XASE 700,000 PAR VALUE AT 100.189 % -700,000.0000 1.001890 - - - 701,323.00 (699,961.01) - 1,361.99 2/2/2017 INTEREST EARNED ON F F C B DEB 0.81111 % 1/02/18 $1 PV ON 3133EEWS5 700000.0000 SHARES DUE 2/2/2017 0.0000 0.000000 - - - 488.92 - - - 2/2/2017 2/1/2017 SOLD PAR VALUE OF F H L M C M T N 1.050 % 2/26/18 /MLPFS 2/2/2017 3134G8L98 INC/FIXED INCOME/XOTC 500,000 PAR VALUE AT 100.007 % -500,000.0000 1.000070 - - - 500,035.00 (500,000.00) 35.00 - 2/2/2017 RECEIVED ACCRUED INTEREST ON SALE OF F H L M C M T N 2/2/2017 3134G8L98 1.050 % 2/26/18 0.0000 0.000000 - - - 2,275.00 - - - 2/2/2017 INTEREST EARNED ON F N M A 0.875% 8/02/19 $1 PV ON 1 3135GON33 530000.0000 SHARES DUE 2/2/2017 i 0.0000 0.000000 - - - 2,318.75 - - - 2/2/2017 2/2/2017 2/2/2017 31846V203 PURCHASED UNITS OF FIRST AMERICAN GOVT OBLIG FUND CL Y 504,021.6000 1.000000 - - - (504,021.60) 504,021.60 - - 2/2/2017 2/2/2017 2/2/2017 31846V203 PURCHASED UNITS OF FIRST AMERICAN GOVT OBLIG FUND CL Y 2,105,809.9800 1.000000 - - - (2,105,809.98) 2,105,809.98 - - 2/2/2017 AMORTIZED PREMIUM ON MICROSOFT CORP 1.300% 11/03/18 594918BF0 CURRENT YEAR AMORTIZATION 0.0000 0.000000 - - - - (104.31) - - 2/2/2017 1/30/2017 SOLD PAR VALUE OF MICROSOFT CORP 1.300% 11/03/18 2/2/2017 594918BF0 /GOLDMAN, SACHS & CO./XOTC 500,000 PAR VALUE AT 99.913 % -500,000.0000 0.999130 - - - 499,565.00 (500,818.13) (1,285.63) 32.50 2/2/2017 RECEIVED ACCRUED INTEREST ON SALE OF MICROSOFT CORP 2/2/2017 594918BF0 1.300% 11/03/18 0.0000 0.000000 - - - 1,606.94 - - - 2/2/2017 AMORTIZED PREMIUM ON U S TREASURY NT 0.875% 3/31/18 912828Q45 CURRENT YEAR AMORTIZATION 0.0000 0.000000 - - - - (73.05) - - 2/2/2017 2/1/2017 SOLD PAR VALUE OF U S TREASURY NT 0.875% 3/31/18 /CITIGROUP GLOBAL MARKETS INC./XOTC 900,000 PAR VALUE AT 2/2/2017 912828Q45 99.941406 % -900,000.0000 0.999414 - - - 899,472.65 900,928.69 1,456.04 - 2/2/2017 RECEIVED ACCRUED INTEREST ON SALE OF U S TREASURY NT 2/2/2017 912828Q45 0.875% 3/31/18 0.0000 0.000000 - - - 2,704.33 2/3/2017 INTEREST EARNED ON APPLE INC 1.15607 % 5/03/18 $1 PV ON 037833AG5 250000.0000 SHARES DUE 2/3/2017 0.0000 0.000000 - - - 722.55 - - - 2/3/2017 AMORTIZED PREMIUM ON APPLE INC 1.15607 % 5/03/18 037833AG5 CURRENT YEAR AMORTIZATION 0.0000 0.000000 - - - - (20.51) - - 2/3/2017 2/2/2017 PURCHASED PAR VALUE OF F H L B DISC NTS 2/15/17 2/3/2017 313385BX3 /JEFFERIES LLC/2,100,000 PAR VALUE AT 99.98433333 % 2,100,000.0000 0.999843 - - - (2,099,671.00) 2,099,671.00 - - 2/3/2017 2/3/2017 2/3/2017 31846V203 SOLD UNITS OF FIRST AMERICAN GOVT OBLIG FUND CL Y -2,098,948.4500 1.000000 - - - 2,098,948.45 (2,098,948.45) - - 2/6/2017 INTEREST EARNED ON APPLE INC 1.100 % 8/02/19 $1 PV ON 037833CB4 60000.0000 SHARES DUE 2/4/2017 0.0000 0.000000 - - - 330.00 - - - 2/6/2017 1/30/2017 PURCHASED PAR VALUE OF CHASE ISSUANCE TRUST 2.000 2/6/2017 161571 HJ6 1/18/22 /J.P. MORGAN SECURITIES LLC/470,000 PAR VALUE AT 100 % 470,000.0000 1.000000 - - - (470,000.00) 470,000.00 - - 2/6/2017 2/6/2017 2/6/2017 31846V203 SOLD UNITS OF FIRST AMERICAN GOVT OBLIG FUND CL Y -829,549.1800 1.000000 - - - 829,549.18 (829,549.18) - - 2/6/2017 1/30/2017 PURCHASED PAR VALUE OF MICROSOFT CORP 1.850 % 2/06/20 2/6/2017 594918BV5 /JP MORGAN CHASE BANK/HSBCSI/500,000 PAR VALUE AT 99.933 % 500,000.0000 0.999330 - - - (499,665.00) 499,665.00 - - 2/6/2017 AMORTIZED PREMIUM ON U S TREASURY NT 1.000 % 3/15/19 912828P95 CURRENT YEAR AMORTIZATION 0.0000 0.000000 - - - - (195.93) - - 2/6/2017 2/2/2017 SOLD PAR VALUE OF U S TREASURY NT 1.000 % 3/15/19 /MLPFS 2/6/2017 912828P95 INC/FIXED INCOME/XOTC 140,000 PAR VALUE AT 99.449219 % -140,000.0000 0.994492 - - - 139,228.91 (140,081.90) (852.99) - 44 Page 27 of 31 Riverside county Ironspertufon Commissiere Payden & Rygel Operating Portfolio Transaction Report Quarter ended March 31, 2017 Account Number: 001050990415 Name: RIVERSIDE COUNTY TRANS COMM Transaction Date 2/6/2017 Trade Date Settlement Date CUSIP Description Units Miscellaneous Price Commissions SEC Fees Fees 0.000000 - - - Net Cash Amount 556.91 Federal Tax Cost Amount Short Term Gain/Loss Amount Long Term Gain/Loss Amount - RECEIVED ACCRUED INTEREST ON SALE OF U S TREASURY NT 2/6/2017 912828P95 1.000% 3/15/19 0.0000 - - 2/9/2017 2/2/2017 PURCHASED PAR VALUE OF APPLE INC 1.550% 2/08/19 2/9/2017 037833CE8 /GOLDMAN, SACHS & CO./140,000 PAR VALUE AT 99.924 % 140,000.0000 0.999240 - - - (139,893.60) 139,893.60 - - 2/9/2017 2/9/2017 2/9/2017 31846V203 PURCHASED UNITS OF FIRST AMERICAN GOVT OBLIG FUND CL Y 40,918.0500 1.000000 - - - (40,918.05) 40,918.05 - - 2/9/2017 AMORTIZED PREMIUM ON WELLS FARGO MTN 1.51178% 4/23/18 94974BFK1 CURRENT YEAR AMORTIZATION 0.0000 0.000000 - - - - (43.77) - - 2/9/2017 2/6/2017 SOLD PAR VALUE OF WELLS FARGO MTN 1.51178% 4/23/18 /DEUTSCHE BANK SECURITIES, INC./180,000 PAR VALUE AT 100.372 2/9/2017 94974BFK1 % 180,000.0000 1.003720 180,669.60 (180,400.13) 269.47 2/9/2017 RECEIVED ACCRUED INTEREST ON SALE OF WELLS FARGO MTN 2/9/2017 94974BFK1 1.51178% 4/23/18 0.0000 0.000000 - - - 142.05 - - - 2/13/2017 2/13/2017 2/13/2017 31846V203 SOLD UNITS OF FIRST AMERICAN GOVT OBLIG FUND CL Y -125,000.0000 1.000000 - - 125,000.00 (125,000.00) - - 2/13/2017 2/6/2017 PURCHASED PAR VALUE OF WELLS FARGO 0.00001 % 2/11/22 2/13/2017 949746SP7 /WELLS FARGO SECURITIES, LLC/125,000 PAR VALUE AT 100 % 125,000.0000 1.000000 - - - (125,000.00) 125,000.00 - - 2/14/2017 2/14/2017 2/14/2017 31846V203 PURCHASED UNITS OF FIRST AMERICAN GOVT OBLIG FUND CL Y 125,700.0000 1.000000 - - - (125,700.00) 125,700.00 2/14/2017 AMORTIZED PREMIUM ON NEW YORK ST DORM 3.000% 2/15/19 64990E4L8 CURRENT YEAR AMORTIZATION 0.0000 0.000000 - - - - (276.36) 2/14/2017 2/9/2017 SOLD PAR VALUE OF NEW YORK ST DORM 3.000% 2/15/19 2/14/2017 64990E4L8 /MORGAN STANLEY & CO. LLC/120,000 PAR VALUE AT 103.8 % -120,000.0000 1.038000 - - - 124,560.00 (124,698.21) (138.21 2/14/2017 . RECEIVED ACCRUED INTEREST ON SALE OF NEW YORK ST DORM 2/14/2017 64990E4L8 3.000% 2/15/19 0.0000 0.000000 - - - 1,140.00 - 2/15/2017 INTEREST EARNED ON BERKSHIRE HATHAWAY 1.300% 8/15/19 $1 084664CK5 PV ON 160000.0000 SHARES DUE 2/15/2017 0.0000 0.000000 - - - 1,040.00 - 2/15/2017 INTEREST EARNED CHASE ISSUANCE TRUST 1.370 % 1 ES DUE 2/15/2017 $0.00114/PV ON 750,000.00 PV ON 856.2500 SHARES 750,0 161571HC1 PV DUE 2/15/17 0.0000 0.000000 - - - 856.25 - 2/15/2017 AMORTIZED PREMIUM ON CHASE ISSUANCE TRUST 1.370% 6/15/21 161571HC1 CURRENT YEAR AMORTIZATION 0.0000 0.000000 - - - - (67.61) - - 2/15/2017 2/15/2017 MATURED PAR VALUE OF F H L B DISC NTS 2/15/17 2,100,000 2/15/2017 313385BX3 PAR VALUE AT 100 % ' -2,100,000.0000 1.000000 - - - 2,099,671.00 (2,099,671.00) - - 2/15/2017 INTEREST EARNED ON F H L B DISC NTS 2/15/17 $1 PV ON 313385BX3 2100000.0000 SHARES DUE 2/15/2017 2,100,000 PAR VALUE AT 100 % 0.0000 0.000000 - - 329.00 - - - 2/15/2017 INTEREST EARNED ON FIFTH THIRD AUTO TRU 1.020% 5/15/18 $1 PV ON 33.5100 SHARES DUE 2/15/2017 $0.00085/PV ON 39,428.98 PV 31680GAB2 DUE 2/15/17 0.0000 0.000000 - - 33.51 - - I 2/15/2017 2/15/2017 2/15/2017 31680GAB2 PAID DOWN PAR VALUE OF FIFTH THIRD AUTO TRU 1.020% 5/15/18 -13,593.0100 0.000000 - - - 13,593.01 (13,592.64) - 0.37 2/15/2017 2/15/2017 2/15/2017 31846V203 PURCHASED UNITS OF FIRST AMERICAN GOVT OBLIG FUND CL Y 55,912.3800 1.000000 - - - (55,912.38) 55,912.38 - 2/15/2017 2/15/2017 PAID DOWN PAR VALUE OF JOHN DEERE OWNER 0.870% 2/15/18 2/15/2017 47787UAB9 CMO FINAL PAYDOWN -21,894.6800 0.000046 - - - 21,894.68 (21,893.27) - 1.41 2/15/2017 INTEREST EARNED ON JOHN DEERE OWNER 0.870% 2/15/18 $1 PV ON 15.8700 SHARES DUE 2/15/2017 $0.00072/PV ON 21,894.68 PV 47787UAB9 DUE 2/15/17 0.0000 0.000000 - - - 15.87 - - , 2/15/2017 INTEREST EARNED ON PFIZER INC 1.05567% 5/15/17 $1 PV ON 717081 DP5 250000.0000 SHARES DUE 2/15/2017 0.0000 0.000000 - - - 674.46 - - 2/15/2017 AMORTIZED PREMIUM ON PFIZER INC 1.05567% 5/15/17 ' 717081 DP5 CURRENT YEAR AMORTIZATION �e 0.0000 0.000000 - - - - (0.87) - 2/15/2017 INTEREST EARNED ON TOYOTA AUTO RECEIV 1.270% 5/15/19 $1 PV ON 529.1700 SHARES DUE 2/15/2017 $0.00106/PV ON 500,000.00 PV 89237CAD3 DUE 2/15/17 0.0000 0.000000 - - - 529.17 - - - 2/15/2017 2/15/2017 2/15/2017 89237CAD3 PAID DOWN PAR VALUE OF TOYOTA AUTO RECEIV 1.270% 5/15/19 -27,945.8800 0.000000 - - - 27,945.88 (27,944.37) - 1.51 2/15/2017 INTEREST EARNED ON TOYOTA AUTO 1.250% 3/16/20 $1 PV ON 208.3300 SHARES DUE 2/15/2017 $0.00104/PV ON 200,000.00 PV 89237KAD5 DUE 2/15/17 0.0000 0.000000 - - - 208.33 - - - 2/15/2017 2/1/2017 PURCHASED PAR VALUE OF U S TREASURY NT 1.500% 2/15/20 /JPMORGAN CHASE BANK/RBS SECURI/2,100,000 PAR VALUE AT 2/15/2017 912828W22 99.48895143 % 2,100,000.0000 0.994890 - - - (2,089,267.98) 2,089,267.98 - - 2/16/2017 2/16/2017 2/16/2017 31846V203 PURCHASED UNITS OF FIRST AMERICAN GOVT OBLIG FUND CL Y 21,894.6800 1.000000 - - - (21,894.68) 21,894.68 - - 2/17/2017 2/17/2017 2/17/2017 31846V203 SOLD UNITS OF FIRST AMERICAN GOVT OBLIG FUND CL Y -129,491.7000 1.000000 - - - 129,491.70 (129,491.70) - - 2/17/2017 2/14/2017 PURCHASED PAR VALUE OF NOVARTIS CAPITAL 1.800% 2/14/20 2/17/2017 66989HAL2 /J.P. MORGAN SECURITIES LLC/130,000 PAR VALUE AT 99.609 % 130,000.0000 0.996090 - - - (129,491.70) 129,491.70 - - 2/21/2017 2/21/2017 2/21/2017 31846V203 SOLD UNITS OF FIRST AMERICAN GOVT OBLIG FUND CL Y -1,890.0200 1.000000 - - - 1,890.02 (1,890.02) - - 2/21/2017 2/21/2017 2/21/2017 31846V203 PURCHASED UNITS OF FIRST AMERICAN GOVT OBLIG FUND CL Y 2,407.9500 1.000000 - - - (2,407.95) 2,407.95 - - 2/21/ INTEREST EARNED ON GE DEALER FLOORPLA 1.30845% 10/20/19 $1 PV ON 517.9300 SHARES DUE 2/20/2017 $0.00109/PV ON 475,000.00 36159LCN4 PV DUE 2/20/17 0.0000 0.000000 - - - 517.93 - - - 45 Page 28 of 31 Riverside county Ironspertofon Commissiere Payden & Rygel Operating Portfolio Transaction Report Quarter ended March 31, 2017 Account Number: 001050990415 Name: RIVERSIDE COUNTY TRANS COMM Transaction Date 2/21/2017 Trade Date Settlement Date CUSIP Description Units Miscellaneous Price Commissions SEC Fees Fees Net Cash Amount _ - Federal Tax Cost Amount (7.04) Short Term Gain/Loss Amount - Long Term Gain/Loss Amount - AMORTIZED PREMIUM ON GE DEALER FLOORPLA 1.30845% 10/20/19 36159LCN4 CURRENT YEAR AMORTIZATION 0.0000 0.000000 - - - 2/22/2017 2/22/2017 2/22/2017 31846V203 PURCHASED UNITS OF FIRST AMERICAN GOVT OBLIG FUND CL Y 2,434.2900 1.000000 - - - (2,434.29) 2,434.29 - - 2/22/2017 INTEREST EARNED ON JOHN DEERE OWNER 1.250% 6/15/20 $1 PV 47788NAC2 ON 275000.0000 SHARES DUE 2/15/2017 0.0000 0.000000 - - - 286.46 - - - 2/22/2017 INTEREST EARNED ON MERCK CO INC 0.9861 % 5/18/18 $1 PV ON 58933YAH8 750000.0000 SHARES DUE 2/18/2017 0.0000 0.000000 - - - 2,431.71 - - - 2/22/2017 AMORTIZED PREMIUM ON MERCK CO INC 0.9861 % 5/18/18 58933YAH8 CURRENT YEAR AMORTIZATION 0.0000 0.000000 - - - - (114.40) - - 2/23/2017 INTEREST EARNED ON APPLE INC 1.300% 2/23/18 $1 PV ON 037833BN9 30000.0000 SHARES DUE 2/23/2017 0.0000 0.000000 - - - 195.00 - - - 2/23/2017 INTEREST EARNED ON APPLE INC 1.700% 2/22/19 $1 PV ON 03783313Q2 40000.0000 SHARES DUE 2/23/2017 0.0000 0.000000 - - - 340.00 - - - 2/23/2017 2/17/2017 SOLD PAR VALUE OF FIFTH THIRD AUTO TRU 1.020% 5/15/18 /MLPFS 2/23/2017 31680GAB2 INC/FIXED INCOME/25,835.97 PAR VALUE AT 100 % -25,835.9700 1.000000 - - - 25,835.97 (25,835.26) - 0.71 2/23/2017 RECEIVED ACCRUED INTEREST ON SALE OF FIFTH THIRD AUTO TRU 2/23/2017 31680GAB2 1.020% 5/15/18 0.0000 0.000000 - - - 5.86 - - - 2/23/2017 2/23/2017 2/23/2017 31846V203 PURCHASED UNITS OF FIRST AMERICAN GOVT OBLIG FUND CL Y 26,376.8300 1.000000 - - - (26,376.83) 26,376.83 - - 2/24/2017 TRUST FEES COLLECTED CHARGED FOR PERIOD 01/01/2017 THRU 01/31/2017 COLLECTED BY DISBURSEMENT 0.0000 0.000000 - - - (527.42) - - - 2/24/2017 2/24/2017 2/24/2017 31846V203 PURCHASED UNITS OF FIRST AMERICAN GOVT OBLIG FUND CL Y 200,097.9800 1.000000 - - - (200,097.98) 200,097.98 - - 2/24/2017 2/24/2017 2/24/2017 31846V203 SOLD UNITS OF FIRST AMERICAN GOVT OBLIG FUND CL Y -527.4200 1.000000 527.42 (527.42) 2/24/2017 ACCREDITED DISCOUNT ON U S TREASURY NT 0.750% 4/15/18 9128281(25 MARKET DISCOUNT 0.0000 0.000000 - - - - 819.50 - - 2/24/2017 2/23/2017 SOLD PAR VALUE OF U S TREASURY NT 0.750% 4/15/18 /HSBC 2/24/2017 912828K25 SECURITIES, INC./200,000 PAR VALUE AT 99.777009 % -200,000.0000 0.997770 - - - 199,554.02 (199,468.61) - 85.41 2/24/2017 RECEIVED ACCRUED INTEREST ON SALE OF U S TREASURY NT 2/24/2017 9128281(25 0.750% 4/15/18 0.0000 0.000000 - - - 543.96 - - - 2/27/2017 INTEREST EARNED ON BMW VEHICLE OWNER 1.160% 11/25/20 $1 PV ON 439.8300 SHARES DUE 2/25/2017 $0.00097/PV ON 455,000.00 05582QAD9 PV DUE 2/25/17 0.0000 0.000000 439.83 2/27/2017 INTEREST EARNED ON F N M A DEB 1.000% 2/26/19 $1 PV ON 3135G0J53 500000.0000 SHARES DUE 2/26/2017 m 0.0000 0.000000 - - - 2,500.00 - - - 2/27/2017 INTEREST EARNED ON F N M A GTD REMIC 0.980% 9/25/18 $1 PV ON 346.3900 SHARES DUE 2/25/2017 $0.00082/PV ON 423,880.14 PV 3136AMTM1 DUE 2/25/17 0.0000 0.000000 - - - 346.39 - - - 2/27/2017 2/25/2017 2/27/2017 3136AMTM1 PAID DOWN PAR VALUE OF F N M A GTD REMIC 0.980% 9/25/18 -419.8400 0.000000 - - - 419.84 (419.73) - 0.11 2/27/2017 INTEREST EARNED ON F H L M C MLTCL MTG 1.780% 7/25/19 $1 PV ON 318.9200 SHARES DUE 2/25/2017 $0.00148/PV ON 215,000.00 PV 3137BNN26 DUE 2/25/17 0.0000 0.000000 - - - 318.92 - - - 2/27/2017 AMORTIZED PREMIUM ON F H L M C MLTCL MTG 1.780% 7/25/19 3137BNN26 CURRENT YEAR AMORTIZATION 0.0000 0.000000 - - - (56.21) - - 2/27/2017 INTEREST EARNED ON F H L M C MLTCL MTG 1.376% 10/25/20 $1 PV ON 429.6100 SHARES DUE 2/25/2017 $0.00117/PV ON 367,898.64 PV 3137BPCF4 DUE 2/25/17 0.0000 0.000000 - - - 429.61 - - - 2/27/2017 2/25/2017 2/27/2017 3137BPCF4 PAID DOWN PAR VALUE OF F H L M C MLTCL MTG 1.376% 10/25/20 -7,938.9000 0.000000 - - - 7,938.90 (7,938.84) 0.06 - 2/27/2017 2/27/2017 2/27/2017 31846V203 PURCHASED UNITS OF FIRST AMERICAN GOVT OBLIG FUND CL Y 766.2300 1.000000 - - - (766.23) 766.23 - - 2/27/2017 2/27/2017 2/27/2017 31846V203 PURCHASED UNITS OF FIRST AMERICAN GOVT OBLIG FUND CL Y 2,939.8300 1.000000 - - - (2,939.83) 2,939.83 - - 2/28/2017 INTEREST EARNED ON F N M A 1.000% 8/28/19 $1 PV ON 3135G0P49 510000.0000 SHARES DUE 2/28/2017 0.0000 0.000000 - - - 2,493.33 - - 2/28/2017 2/24/2017 PURCHASED PAR VALUE OF F N M A 1.500% 2/28/20 /J.P. 2/28/2017 3135GOT29 MORGAN SECURITIES LLC/300,000 PAR VALUE AT 99.936 % 300,000.0000 0.999360 - - - (299,808.00) 299,808.00 - 2/28/2017 2/28/2017 2/28/2017 31846V203 PURCHASED UNITS OF FIRST AMERICAN GOVT OBLIG FUND CL Y 355,604.7300 1.000000 - - - (355,604.73) 355,604.73 2/28/2017 AMORTIZED PREMIUM ON MERCK CO INC 1.26872% 5/18/18 58933YAH8 CURRENT YEAR AMORTIZATION 0.0000 0.000000 - - - - (24.81) - 2/28/2017 2/28/2017 2/23/2017 SOLD PAR VALUE OF MERCK CO INC 1.26872% 5/18/18 /DEUTSCHE BANK SECURITIES, INC./750,000 PAR VALUE AT 100.5367 2/28/2017 58933YAH8 % -750,000.0000 1.005367 - - - 754,025.25 751,086.12 2,939.13 RECEIVED ACCRUED INTEREST ON SALE OF MERCK CO INC 2/28/2017 58933YAH8 1.26872% 5/18/18 0.0000 0.000000 - - 205.96 2/28/2017 2123/2017 PURCHASED PAR VALUE OF SANTANDER DRIVE 1.770% 9/15/20 /CITIGROUP GLOBAL MARKETS INC./110,000 PAR VALUE AT 2128/2017 80284TAF2 % 110,000.0000 0.999993 - - 109 9,999.24 3/1/2017 _ E INTEREST EARNED ON EXXON MOBIL 1.708 % 3/01/19 $1 PV ON INTEREST 30231GAP7 40000.0000 SHARES DUE 3/1/2017 ' 0.0000 0.000000 - - 341.60) - - - 3/1/2017 INTEREST EARNED ON EXXON MOBIL 1.439% 3/01/18 $1 PV ON 30231GAU6 40000.0000 SHARES DUE 3/1/2017 0.0000 0.000000 - - - 287.80 - - 3/1/2017 3/1/2017 3/1/2017 31846V203 PURCHASED UNITS OF FIRST AMERICAN GOVT OBLIG FUND CL Y 629.4000 0.0000 1.000000 - - - 0.000000 - - (629.40) 69.16 629.40 - - - 7 - 3/1/2017 INTEREST EARNED ON FIRST AMERICAN GOVT OBLIG FUND CL Y UNIT ON 0.0000 SHARES DUE 2/28/2017 INTEREST FROM 2/1/17 TO 31846V203 2/28/17 46 Page 29 of 31 Riverside county Ironspertofon Commissiea Payden & Rygel Operating Portfolio Transaction Report Quarter ended March 31, 2017 Account Number: 001050990415 Name: RIVERSIDE COUNTY TRANS COMM Transaction Settlement Date Trade Date Date CUSIP Descri•tion Units Price Miscellaneous Commissions SEC Fees Fees Net Cash Amount Amount Short Term Federal Tax Cost Gain/Loss Amount Long Term Gain/Loss Amount 3/2/2017 166764AV2 IIV ICRCSI C/ARIVCU UPI,rICVRVIV I'VRr I.J00%o J/VL/10yl rV ON 500000.0000 SHARES DUE 3/2/2017 0.0000 0.000000 - - - 3,412.50 - - - 3/2/2017 3/2/2017 3/2/2017 31846V203 SOLD UNITS OF FIRST AMERICAN GOVT OBLIG FUND CL Y -306,474.2000 1.000000 - - - 306,474.20 (306,474.20) - 3/2/2017 2/22/2017 3/2/2017 47787XAC1 PURCHASED PAR VALUE OF JOHN DEERE OWNER 1.780% 4/15/21 /MLPFS INC/FIXED INCOME/310,000 PAR VALUE AT 99.98576129 % 310,000.0000 0.999858 - - - (309,955.86) 309,955.86 - - 3/6/2017 INTEREST EARNED ON BANK OF NY MTN 1.38639% 3/06/18 $1 PV 06406HCK3 ON 750000.0000 SHARES DUE 3/6/2017 0.0000 0.000000 - - - 2,599.48 - - - 3/6/2017 AMORTIZED PREMIUM ON BANK OF NY MTN 1.38639% 3/06/18 06406HCK3 CURRENT YEAR AMORTIZATION 0.0000 0.000000 - - - - (81.68) - 3/6/2017 30231GAL6 INTEREST EARNED ON EXXON MOBIL 1.305% 3/06/18 $1 PV ON 460000.0000 SHARES DUE 3/6/2017 0.0000 0.000000 - - 3,001.50 - - - 3/6/2017 3/6/2017 3/6/2017 31846V203 SOLD UNITS OF FIRST AMERICAN GOVT OBLIG FUND CL Y • -354,542.2400 1.000000 - - 0.999905 - 354,542.24 2,299,780.93) (354,542.24) 2,299,780.93 - - 3/6/2017 3/3/2017 3/6/2017 912796QG7 PURCHASED PAR VALUE OF U S TREASURY BILL 3/15/17 /CITIGROUP GLOBAL MARKETS INC./2,300,000 PAR VALUE AT 99.99047522 % 2,300,000.0000 3/6/2017 912828K25 ACCREDITED DISCOUNT ON U S TREASURY NT 0.750% 4/15/18 MARKET DISCOUNT 0.0000 0.000000 - - - 3,192.19 - - 3/6/2017 3/3/2017 3/6/2017 912828K25 SOLD PAR VALUE OF U S TREASURY NT 0.750% 4/15/18 /CITIGROUP GLOBAL MARKETS INC./XOTC 1,050,000 PAR VALUE AT 99.628571 % -1,050,000.0000 0.996286 - - - 1,046,100.00 (1,046,100.00) - - 3/6/2017 3/6/2017 9128281(25 RECEIVED ACCRUED INTEREST ON SALE OF U S TREASURY NT 0.750% 4/15/18 0.0000 0.000000 3,072.12 - 3/6/2017 912828Q45 AMORTIZED PREMIUM ON U S TREASURY NT 0.875% 3/31/18 CURRENT YEAR AMORTIZATION 0.0000 0.000000 - - - - (23.76) - - 3/6/2017 3/3/2017 3/6/2017 912828Q45 SOLD PAR VALUE OF U S TREASURY NT 0.875% 3/31/18 BMO CAPITAL MARKETS CORP./440,000 PAR VALUE AT 99.804353 % -440,000.0000 0.998044 - - - 439,139.15 (440,430.27) (1,291.12) - 3/6/2017 3/6/2017 912828Q45 RECEIVED ACCRUED INTEREST ON SALE OF U S TREASURY NT 0.875% 3/31/18 0.0000 0.000000 - - - 1,660.58 - - - 3/6/2017 3/3/2017 3/6/2017 912828R51 SOLD PAR VALUE OF U S TREASURY NT 0.875% 5/31/18 BMO CAPITAL MARKETS CORP./450,000 PAR VALUE AT 99.694978 % -450,000.0000 0.996950 - - - 448,627.40 (449,537.31) (909.91) - 3/6/2017 3/6/2017 912828R51 RECEIVED ACCRUED INTEREST ON SALE OF U S TREASURY NT 0.875% 5/31/18 0.0000 0.000000 - - - 1,038.46 - - - 3/9/2017 3/9/2017 3/9/2017 31846V203 PURCHASED UNITS OF FIRST AMERICAN GOVT OBLIG FUND CL Y 199,710.3400 1.000000 - - - (199,710.34) 199,710.34 - - 3/9/2017 3/8/2017 3/9/2017 912828R51 SOLD PAR VALUE OF U S TREASURY NT 0.875% 5/31/18 /CITIGROUP GLOBAL MARKETS INC./XOTC 200,000 PAR VALUE AT 99.617188 % -200,000.0000 0.996172 199,234.38 (199,822.05 587.67 - 3/9/2017 PimRECEIVED 3/9/2017 912828R51 ACCRUED INTEREST ON SALE OF U S TREASURY NT 0.875% 5/31/18 0.0000 0.000000 - - - 475.96 7 - 3/10/2017 3/9/2017 3/10/2017 3130AAXX1 PURCHASED PAR VALUE OF F H L B DEB 1.375% 3/18/19 /CANTOR CLEARING SERV/520,000 PAR VALUE AT 99.768 % 520,000.0000 0.997680 - - - (518,793.60) 518,793.60 3/10/2017 3/10/2017 3/10/2017 3/9/2017 3/10/2017 31846V203 3/10/2017 912828U40 SOLD UNITS OF FIRST AMERICAN GOVT OBLIG FUND CL Y SOLD PAR VALUE OF U S TREASURY NT 1.000% 11/30/18 /RBC CAPITAL MARKETS, LLC/520,000 PAR VALUE AT 99.472656 % -107.2200 -520,000.0000 1.000000 - - 0.994727 - - - 107.22 - 517,257.81 m.. (107.22) 592.70 - 517,850.51) 3/10/2017 3/10/2017 912828U40 RECEIVED ACCRUED INTEREST ON SALE OF U S TREASURY N 1.000% 11/30/18 0.0000 0.000000 - - - 1,428.57 - 3/13/2017 3/8/2017 3/13/2017 161571HJ6 SOLD PAR VALUE OF CHASE ISSUANCE TRUST 2.000% 1/18/22 /SG AMERICAS SECURITIES, LLC/XOTC 470,000 PAR VALUE AT 100.140625 % -470,000.0000 1.001406 - - - 470,660.94 (470,000.00) 660.94 3/13/2017 3/13/2017 161571HJ6 RECEIVED ACCRUED INTEREST ON SALE OF CHASE ISSUANCE TRUST2.000% 1/18/22 0.0000 0.000000 - - - 493.50 - 3/13/2017 3/13/2017 3/13/2017 31846V203 PURCHASED UNITS OF FIRST AMERICAN GOVT OBLIG FUND CL Y 471,154.4400 1.000000 - - - (471,154.44) 471,154.44 3/14/2017 INTEREST EARNED ON F H L M C M T N 1.150% 9/14/18 $1 PV ON 3134GAJQ8 510000.0000 SHARES DUE 3/14/2017 0.0000 0.000000 - - - 2,932.50 - 3/14/2017 3/14/2017 3/14/2017 31846V203 PURCHASED UNITS OF FIRST AMERICAN GOVT OBLIG FUND CL Y 5,480.1000 1.000000 - - - (5,480.10) 5,480.10 - 3/14/2017 48125LRD6 INTEREST EARNED ON JP MORGAN CHASE MT 1.35872% 6/14/17 $1 PV ON 750000.0000 SHARES DUE 3/14/2017 0.0000 0.000000 - - - 2,547.60 - - - 3/15/2017 161571HC1 INTEREST EARNED ON CHASE ISSUANCE TRUST 1.370% 6/15/21 $1 PV ON 856.2500 SHARES DUE 3/15/2017 $0.00114/PV ON 750,000.00 PV DUE 3/15/17 0.0000 0.000000 - - - 856.25 - - - 3/15/2017 161571HC1 AMORTIZED PREMIUM ON CHASE ISSUANCE TRUST 1.370% 6/15/21 CURRENT YEAR AMORTIZATION 0.0000 0.000000 - - - - (52.34) - - 3/15/2017 3/15/2017 3/15/2017 31846V203 PURCHASED UNITS OF FIRST AMERICAN GOVT OBLIG FUND CL Y 1,223.8400 1.000000 - - - (1,223.84) 1,223.84 - - 3/15/2017 3/15/2017 3/15/2017 31846V203 SOLD UNITS OF FIRST AMERICAN GOVT OBLIG FUND CL Y -307,873.0900 1.000000 - - - 307,873.09 (307,873.09) - - 3/15/2017 36962G3H5 INTEREST EARNED ON GEN ELEC CAP CRP MTN 5.625% 9/15/17 $1 PV ON 500000.0000 SHARES DUE 3/15/2017 0.0000 0.000000 - - - 14,062.50 - - - 3/15/2017 36962G3H5 AMORTIZED PREMIUM ON GEN ELEC CAP CRP MTN 5.625% 9/15/17 CURRENT YEAR AMORTIZATION 0.0000 0.000000 - - - - (4,455.71) - - 3/15/2017 47788NAC2 INTEREST EARNED ON JOHN DEERE OWNER 1.250% 6/15/20 $1 PV ON 275000.0000 SHARES DUE 3/15/2017 0.0000 0.000000 - - - 286.46 - - - 3/15/2017 80284TAF2 INTEREST EARNED ON SANTANDER DRIVE 1.770% 9/15/20 $1 PV r ON 110000.0000 SHARES DUE 3/15/2017 0.0000 0.000000 - - 1.13 47 Page 30 of 31 Payden & Rygel Operating Portfolio Transaction Report Quarter ended March 31, 2017 Riverside county rrnnspnrtoron Commissiere Account Number: 001050990415 Name: RIVERSIDE COUNTY TRANS COMM Transaction Date 3/15/2017 Trade Date Settlement Date CUSIP Description Units Price Commissions SEC Fees 0.000000 - Miscellaneous Fees Net Cash Amount 499.59 Federal Tax Cost Amount Short Term Gain/Loss Amount Long Term Gain/Loss Amount - INTEREST EARNED ON TOYOTA AUTO RECEIV 1.270 % 5/15/19 $1 PV ON 499.5900 SHARES DUE 3/15/2017 $0.00106/PV ON 472,054.12 PV 89237CAD3 DUE 3/15/17 0.0000 - - 3/15/2017 3/15/2017 3/15/2017 89237CAD3 PAID DOWN PAR VALUE OF TOYOTA AUTO RECEIV 1.270% 5/15/19 -36,788.5000 1.365173 - - - 36,788.50 (36,786.51) - 1.99 3/15/2017 INTEREST EARNED ON TOYOTA AUTO 1.250 % 3/16/20 $1 PV ON 208.3300 SHARES DUE 3/15/2017 $0.00104/PV ON 200,000.00 PV 89237KAD5 DUE 3/15/17 0.0000 0.000000 - - - 208.33 - - - 3/15/2017 3[7/2017 PURCHASED PAR VALUE OF TOYOTA AUTO 1.730 % 2/16/21 3/15/2017 89238MAD0 /MLPFS INC/FIXED INCOME/376,000 PAR VALUE AT 99.98822872 % 376,000.0000 0.999882 - - - (375,955.74) 375,955.74 - - 3/15/2017 3/15/2017 MATURED PAR VALUE OF U S TREASURY BILL 3/15/17 3/15/2017 912796QG7 2,300,000 PAR VALUE AT 100 % -2,300,000.0000 1.000000 - - 2,299,780.93 2,299,780.93 3/15/2017 INTEREST EARNED ON U S TREASURY BILL 3/15/17 $1 PV ON 912796QG7 2300000.0000 SHARES DUE 3/15/2017 2,300,000 PAR VALUE AT 100 % 0.0000 0.000000 - - - 219.07 3/15/2017 INTEREST EARNED ON U S TREASURY NT 1.000 % 9/15/18 $1 PV 912828L40 ON 385000.0000 SHARES DUE 3/15/2017 0.0000 0.000000 - - - 1,925.00 - - - 3/15/2017 AMORTIZED PREMIUM ON U S TREASURY NT 1.000 % 9/15/18 912828L40 CURRENT YEAR AMORTIZATION 0.0000 0.000000 - - - - (105.84) - - 3/15/2017 INTEREST EARNED ON U S TREASURY NT 1.000 % 3/15/19 $1 PV 912828P95 ON 2830000.0000 SHARES DUE 3/15/2017 0.0000 0.000000 - - - 14,150.00 - - - 3/15/2017 AMORTIZED PREMIUM ON U S TREASURY NT 1.000 % 3/15/19 912828P95 CURRENT YEAR AMORTIZATION 0.0000 0.000000 - - = - - 111.(195.02) - - 3/15/2017 3/8/2017 SOLD PAR VALUE OF U S TREASURY NT 0.875 % 5/31/18 /NOMURA 3/15/2017 912828R51 SECURITIES INTL., FIXED/533,000 PAR VALUE AT 99.616853 % -533,000.0000 0.996169 - - - 530,957.83 532,525.77) (1,567.94) - 3/15/2017 , RECEIVED ACCRUED INTEREST ON SALE OF U S TREASURY NT 3/15/2017 912828R51 0.875% 5/31/18 0.0000 0.000000 - - - 1,345.31 - - - 3/15/2017 3/2/2017 PURCHASED PAR VALUE OF U S TREASURY NT 1.500 % 3/15/20 3/15/2017 912828W63 /MLPFS INC/FIXED INCOME/2,300,000 PAR VALUE AT 99.98541826 % 2,300,000.0000 0.999854 - - (2,299,664.62) 2,299,664.62 - - 3/15/2017 3/8/2017 PURCHASED PAR VALUE OF U S TREASURY NT 1.500 % 3/15/20 3/15/2017 912828W63 /MLPFS INC/FIXED INCOME/533,000 PAR VALUE AT 99.84799062 % 533,000.0000 0.998480 - - - (532,189.79) 532,189.79 - - 3/20/2017 INTEREST EARNED ON CISCO SYSTEMS INC 1.400 % 9/20/19 $1 PV 17275RBG6 ON 110000.0000 SHARES DUE 3/20/2017 0.0000 0.000000 - - - 770.00 - - - 3/20/2017 3/20/2017 3/20/2017 31846V203 PURCHASED UNITS OF FIRST AMERICAN GOVT OBLIG FUND CL Y 1,207.9900 1.000000 - - - (1,207.99) 1,207.99 - - 3/20/2017 INTEREST EARNED ON GE DEALER FLOORPLA 1.1065 % 10/20/19 $1 PV ON 437.9900 SHARES DUE 3/20/2017 $0.00092/PV ON 475,000.00 36159LCN4 PV DUE 3/20/17 0.0000 0.000000 437.99 - 3/20/2017 AMORTIZED PREMIUM ON GE DEALER FLOORPLA 1.1065% 10/20/19 36159LCN4 CURRENT YEAR AMORTIZATION 0.0000 0.0000 0.000000 - - 0.000000 - - - - 527.91 (6.25) - - - 3/27/2017 TRUST FEES COLLECTED CHARGED FOR PERIOD 02/01/2017 THRU 02/28/2017 COLLECTED BY DISBURSEMENT 3/27/2017 INTEREST EARNED ON BMW VEHICLE OWNER 1.160% 11/25/20 $1 PV ON 439.8300 SHARES DUE 3/25/2017 $0.00097/PV ON 455,000.00 05582QAD9 PV DUE 3/25/17 0.0000 0.000000 - - 439.83 - - - 3/27/2017 INTEREST EARNED ON F N M A GTD REMIC 0.980 % 9/25/18 $1 PV ON 322.5800 SHARES DUE 3/25/2017 $0.00076/PV ON 423,460.30 PV 3136AMTM1 DUE 3/25/17 0.0000 0.000000 - - - 322.58 - - - 3/27/2017 3/25/2017 3/27/2017 3136AMTM1 PAID DOWN PAR VALUE OF F N M A GTD REMIC 0.980 % 9/25/18 -13,288.3100 0.000000 - - - 13,288.31 (13,284.90) - 3.41 3/27/2017 INTEREST EARNED ON F H L M C MLTCL MTG 1.780 % 7/25/19 $1 PV ON 318.9200 SHARES DUE 3/25/2017 $0.00148/PV ON 215,000.00 PV 3137BNN26 DUE 3/25/17 0.0000 0.000000 - - - 318.92 - - - 3/27/2017 AMORTIZED PREMIUM ON F H L M C MLTCL MTG 1.780% 7/25/19 3137BNN26 CURRENT YEAR AMORTIZATION 0.0000 0.000000 - - - - (50.77) - - 3/27/2017 INTEREST EARNED ON F H L M C MLTCL MTG 1.376 % 10/25/20 $1 PV ON 412.7500 SHARES DUE 3/25/2017 $0.00115/PV ON 359,959.74 PV 3137BPCF4 DUE 3/25/17 0.0000 0.000000 - - - 412.75 - - - 3/27/2017 3/25/2017 3/27/2017 3137BPCF4 PAID DOWN PAR VALUE OF F H L M C MLTCL MTG 1.376% 10/25/20 -1,198.0000 0.000000 - - - 1,198.00 (1,197.99) 0.01 - 3/27/2017 3/27/2017 3/27/2017 31846V203 PURCHASED UNITS OF FIRST AMERICAN GOVT OBLIG FUND CL Y 758.7500 1.000000 - - - (758.75) 758.75 - - 3/27/2017 3/27/2017 3/27/2017 31846V203 PURCHASED UNITS OF FIRST AMERICAN GOVT OBLIG FUND CL Y 14,693.7300 1.000000 - - - (14,693.73) 14,693.73 - - Total - - - - 143,000.01 (9,489.92) 12,272.36 48 Page 31 Of 31 LOGAN CIRCLE l TNERS Riverside County Transportation Commission SHORT DURATION FIXED INCOME First Quarter 2017 Client Review Logan Circle Partners, L.P. ■ 25 Deforest Avenue Summit, NJ 07901 ■ 908-376-0550 49 FIRM HIGHLIGHTS Ownership Structure Fortress Investment Group LLC Private Equity coat Funds LCP Employees Logan Cirde Partners 80 Employees (as of 3/31/2017) Portfolio Management 10 Research 20 Trading 14 Risk Management / Portfolio Analytics 4 Client Services 14 Legal / Compliance 4 Administration / Operations 14 Logan Circle Partners ("Logan Circle" or "LCP") is a Fortress Investment Group LLC company. ➢ Fortress is a diversified asset manager with assets under management of $70 billion'. Logan Circle is dedicated solely to the institutional marketplace. Deep team of highly experienced - Portfolio Managers - Traders - Research Analysts - Client Services LCP Institutional Clients Assets by Client Type"' (Millions as of 12/31/2016) Sub -Advisory $12,616 Corporate $12,666 Public $3,586 Insurance $1,477 Other $3,090 TOTAL: $33,435 ' Based on unaudited estirnates and are subject to change. Fee paying assets underrmnagement as of 12/31/2016.. LOGANCZRCLE S 50 MARKET REVIEW Outlook and Current Themes ➢ GDP - First-half growth will remain in the 2% area as the new administration's fiscal stimulus agenda encounters resistance. Full -year growth largely dependent on scope and timing of implementation of tax reform initiatives. Disconnect exists between "soft" sentiment and "hard" economic data. Potential trade battles loom and represent headwinds to net exports while shifting government spending priorities have limited near -term impact. Personal consumption, which has been the primary driver of GDP growth, will need help from business fixed investment to propel GDP higher. ➢ Consumer - Most measures of consumer confidence at new highs, reflecting financial market strength, continued labor market stability and potential tax reform. Healthcare costs continue to represent an increasing share of consumer spending and disposable income, a trend that could be exacerbated absent meaningful healthcare reform. Other consumer indicators including retail and auto sales show signs of moderating. ➢ Business - Prospect of corporate tax and regulatory reform has lifted confidence but policy enactment needed to move business fixed investment higher and extend the business cycle. Recent improvement in revenue trends could mitigate late -cycle stress in credit metrics. Small business confidence at post -recession highs. A less stringent regulatory environment should improve business profitability. Relaxation of Dodd -Frank provisions to benefit the financial sector. ➢ Employment - Recent pickup in participation rate signals healthier employment picture. Further improvement could result in an uptick in the unemployment rate as more workers re-enter the labor force. Recent increase in manufacturing and construction employment bears watching. Average hourly earnings in the service sector continue to rise with the biggest gainers at the lower end of the earnings spectrum. ➢ Residential / Commercial Real Estate - Home price appreciation will remain in the low to mid -single digits with large geographic divergences. Multi decade low inventories in lower priced homes hamper first-time home buyer participation while demand for higher priced homes continues to trend lower. Refinancing of fixed-rate loans will remain weak at the current level of interest rates. Commercial property prices in most markets remain firm despite some weakness within the retail sub -sector. Foreign capital flows into commercial real estate continue to moderate. Risk retention requirements and competitive bank portfolio lending environment constrain CMBS securitization. ➢ Inflation - Core PCE continues to edge higher as rents, healthcare insurance and medical costs escalate. Firmer wage growth underpins headline inflation while the Fed signals tolerance regarding inflation temporarily exceeding target. Domestic fiscal stimulus success expected to have negative (higher) long-term inflation implications if free trade policies are tested. Five-year and ten-year inflation expectations have converged. • U.S. Monetary Policy - Market and Federal Reserve expectations have converged around two additional federal funds rate increases for the remainder of the year. Fed less data dependent in quest to achieve monetary policy normalization. Discussion regarding the reduction of the Federal Reserve's on -balance sheet assets will lead to heighted market volatility. New administration to fill three Board of Governors seats this year. • Central Banks / International - Central bank policies continue to diverge as ECB and BOJ stimulus persists. Brexit negotiation window opens with significant implications for longer term viability of the European Union. New administration's more confrontational style fosters less stable geopolitical environment. U.S./China relations take center stage on multiple fronts including trade, currency, and regional security. The views pre,%nted above are Logan Qrde's and are subject to change over time. There can be no assurance that the views expressed above will prove accurate and should not be relied upon as a reliable indicator of future events LOGAN(f l l.(r , I' 1 R T \ 51 2 PORTFOLIO REVIEW — Construction Funds Portfolio Characteristics As of December 31, 2016 Actual Portfolio Yield to Maturity 0.58% Duration 0.04 Years Average Quality (Moodys) Aa2 As of March 31, 2017 Actual Portfolio Yield to Maturity 0.74% Duration 0.07 Years Average Quality (Nbodys) Aa1 Asset Allocation Cash 1% Corporate 3% Discount Notes 11% Portfolio Performance) 1Q2017 Since Inception (8/1/2013) Total Construction Fund (Gross of Fees) 0.14% 0.52% Total Construction Fund (Net of Fees) 0.12% 0.43% Citigroup 3-Month Treasury Bill 0.12% 0.13% 'Past Perforrrence is not indicative of future results. Perforrrence retums for periods greater than one year are annualized. The performance benchmark shown for the Fkerside Caxrty Construction Find is the Qtigroup 3-I1/bnth Treasury Bill, which tracks the retum of one three-month Treasury bill until maturity. LOGANCIRCLE P A R TNERS 52 3 PORTFOLIO REVIEW — Equity Contribution Portfolio Characteristics Asset Allocation As of December 31, 2016 Actual Portfolio Yield to Maturity 1.24% Duration 1.11 Years Average Quality (Moodys) Aa2 CMBS 2% RMBS 3% Agency 4% Municipal 2% As of March 31, 2017 Actual Portfolio CMBS 1% Yield to Maturity 1.24% Duration 0.88 Years Average Quality (Moodys) Aa1 Municipal 1% Discount Notes 1% Discount Notes 4% Portfolio Performance' 1Q 2017 Since Inception (7/1/2015) Equity Contribution Fund (Gross of Fees) 0.33% 1.25% Equity Contribution Fund (Net of Fees) 0.30% 1.15% BofA Mt- U.S. Treasury Index 1-3 Year 0.26% 0.58% 1 Past performance is not indicatiye of future results. Performance returns for periods greater than one year are annualized. The performance benchmark shown for the Fade County Equity Contribution Fund is the Bank of America Ntrrill Lynch 1-3 Year US Treasury Index, which is a broad -based index consisting of U.S. Treasury secu ities with an outstancling par greater than or equal to $250 trillion and a maturity range from one to three year reflecting total return. LOGANCIRCLE PAR TNPRS 53 4 PORTFOLIO REVIEW — Capitalized Interest Funds Portfolio Characteristics Asset Allocation As of December 31, 2016 Actual Portfolio Yield to Maturity 1.15% Duration 1.08 Years Average Quality (Moodys) Aa1 As of March 31, 2017 Actual Portfolio Yield to Maturity 1.12% Duration 0.87 Years Average Quality (Moodys) Aa1 Municipal 15% RMBS 4% Agency 3% Municipal 6% CMBS 1% Treasury 44% \ Corporate 33% Discount Notes 5% CP 4% Portfolio Performance' 1Q2017 Since Inception (8/1/2013) Total Capitalized Interest Fund (Gross of Fees) 0.28% 1.16% Total Capitalized Interest Fund (Net of Fees) 0.25% 1.06% BofA M_ U.S. Treasury Index 1-3 Year 0.26% 0.71 'Fast Performance is not indicative of future results Performance returns for periods greaterthan one year are annualized. The performance benchmark shown for the Rverside County Capitalized Interest Fund is the Bank ofA ierica Merrill Lyres 1-3 Year US Treasury Index, which is a (road -laced index consisting of U.S Treasury securities with an outsfandingpar greater than or equal to $250 trillion and maturity range from one to three years reflecting total return. LOGANCIRCLE PA R TNERS 54 5 PORTFOLIO REVIEW — Debt Reserve Fund Portfolio Characteristics Asset Allocation As of December 31, 2016 Actual Portfolio Yield to Maturity 2.24% Duration 4.42 Years Average Quality (IVbod's) Aaa As of March 31, 2017 Actual Portfolio Yield to Maturity 2.19% Duration 4.27 Years Average Quality (Mood's) Aaa Portfolio Performance) 1Q2017 Since Inception (8/1/2013) Total Debt Service Fund (Gross of Fees) 0.63% 2.30% Total Debt Service Fund (Net of Fees) 0.61 % 2.21 BofA ML U.S. Treasury Index 3-7 Year 0.63% 1.80% Fast Performance is not indicative of future results. Performance retums for periods greater than one year are annualized. The performance benchmark shown for the F3verside County Debt Reserve Find is the Bank of America IV,brrill Lynch US Treasury 3-7 Year, which is a broad -based index consisting of U.S. TrPaa rry securities with an outstanding par greater or equal to $25 rrillion and a maturity range from three to seven years indusive, reflecting total return. LOGANCIRCLE PAR TNERS 55 6 PORTFOLIO REVIEW Portfolio Market Value Portfolio Market Value (7/3/2013) Net Flows Market Value Change in (3/31/2017) Market Value Construction (Sales Tax) $332,687,595 ($334,894,805) +$2,207,210 Construction (Toll Revenue) $122,120,571 ($118,826,135) $3,980,127 +$685,691 Total Construction Funds $454,808,167 ($453,720,940) $3,980,127 +$2,892,901 Portfolio Market Value (6/10/2015) Net Flows Market Value Change in (3/31/2017) Market Value Equity Contribution $32,793,399 $18,682,452 $52,430,770 +$954,919 Portfolio Market Value (7/3/2013) Net Flows Market Value Change in (3/31/2017) Market Value Capitalized Interest (Sales Tax) $103,683,353 ($82,006,905) $24,725,711 +$3,049,263 Capitalized Interest (Toll Revenue) S31,416,498 ($24,286,898) $8,163,038 +$1,033,438 Total Capitalized Interest Funds $135,099,851 ($106,293,803) $32,888,749 +$4,082,701 Portfolio Market Value (7/3/2013) Net Flows Market Value Change in (3/31/2017) Market Value Debt Service Reserve Fund $17,667,869 ($1,398,088) $17,824,033 +$1,554,252 LOCArCIRCLE P 1 R TNERS 56 DISCLAIMERS In general. This disclaimer applies to this document and the verbal or written comments of any person presenting it. This document, taken together with any such verbal or written comments, is referred to herein as the "Presentation." Logan Circle Partners, L.P., a Fortress Investment Group LLC company, is referred to herein as "Logan Circle". No offer to purchase or sell securities. This Presentation is being provided to you at your specific request. This Presentation does not constitute an offer to sell or a solicitation of an offer to buy any security and may not be relied upon in connection with the purchase or sale of any security. Projections. Projections contained in this Presentation are based on a variety of estimates and assumptions by Logan Circle, including, among others, estimates of future operating results, the value of assets and market conditions at the time of disposition, and the timing and manner of disposition or other realization events. These estimates and assumptions are inherently uncertain and are subject to numerous business, industry, market, regulatory, competitive and financial risks that are outside of Logan Circle's control. There can be no assurance that the assumptions made in connection with the projections will prove accurate, and actual results may differ materially, including the possibility that an investor may lose some or all of its invested capital. The inclusion of the projections herein should not be regarded as an indication that Logan Circle or any of its affiliates considers the projections to be a reliable prediction of future events and the projections should not be relied upon as such. Neither Logan Circle nor any of its affiliates or representatives has made or makes any representation to any person regarding the projections and none of them intends to update or otherwise revise the projections to reflect circumstances existing after the date when made or to reflect the occurrence of future events, if any or all of the assumptions underlying the projections are later shown to be in error. For purposes of this paragraph, the term "projections" includes "targeted returns". Past performance. Past performance is not a reliable indicator of future results and should not be relied upon as the basis for making an investment decision. The information presented is only available for institutional client use and is presented for use only as a one-on-one presentation. No reliance, no update and use of information. You may not rely on this Presentation as the basis upon which to make an investment decision. To the extent that you rely on this Presentation in connection with any investment decision, you do so at your own risk. This Presentation is being provided in summary fashion and does not purport to be complete. The information in the Presentation is provided to you as of the dates indicated and Logan Circle does not intend to update the information after its distribution, even in the event that the information becomes materially inaccurate. Certain information contained in this Presentation, includes performance and characteristics of Logan Circle's strategies and any represented benchmarks, which may derive from calculations or figures that have been provided by independent third parties, or have been prepared internally and have not been audited or verified. Use of different methods for preparing, calculating or presenting information may lead to different results for the information presented, compared to publicly quoted information, and such differences may be material. Knowledge and experience. You acknowledge that you are knowledgeable and experienced with respect to the financial, tax and business aspects of this Presentation and that you will conduct your own independent financial, business, regulatory, accounting, legal and tax investigations with respect to the accuracy, completeness and suitability of this Presentation should you choose to use or rely on this Presentation, at your own risk, for any purpose. Risk of loss. An investment in the strategy will be highly speculative and there can be no assurance that the strategy's investment objectives will be achieved. Investors must be prepared to bear the risk of a total loss of their investment. Distribution of this Presentation. Logan Circle expressly prohibits any reproduction, in hard -copy, electronic or any other form, or any redistribution to any third party of this Presentation without the prior written consent of Logan Circle. This Presentation is not intended for distribution to, or use by, any person or entity in any jurisdiction or country where such distribution or use is contrary to local law or regulation. No tax, legal or accounting advice. This Presentation is not intended to provide, and should not be relied upon for (and you shall not construe it as) accounting, legal, regulatory, financial or tax advice or investment recommendations. Any statements of U.S. federal tax consequences contained in this Presentation were not intended to be used and cannot be used to avoid penalties under the U.S. Internal Revenue Code or to promote, market or recommend to another party any tax -related matters addressed herein. Confidentiality. By accepting receipt or reading any portion of this Presentation, you agree that you will treat the Presentation confidentially. This reminder should not be read to limit, in any way, the terms of any confidentiality agreement you or your organization may have in place with Logan Circle. LOGANC I RC I' 1 R T is ti 57 8 ATTACHMENT 15 Payden&Rygel QUARTERLY PORTFOLIO REVIEW Riverside County Transportation Commission 1st Quarter 2017 I 1' PAYDEN.COM LOS ANGELES 1 BOSTON 1 LONDON 1 PARIS 58 LETTER FROM THE CEO April 2017 Dear Client, Having completed the first quarter of 2017, it is interesting to note how things have changed from just a year ago. Looking back twelve months, there were major concerns over depressed commodity prices, a possible slowdown for China, as well as a weakness in the global manufacturing sector which could impact the U.S. economy. As a result of these concerns and predictions, stocks were down more than 10% during the first quarter of 2016 and there was a great deal of anxiety about the Fed increasing interest rates rapidly. Things changed as investors took a more positive view and realized that the U.S. economy was on the right track, showing wage growth and future GDP targeting toward 2% to 2.5%, and the fact that the Fed would take a more realistic and practical approach toward rate hikes. Fast forward to today and there are different concerns. A degree of uncertainty as to domestic and global policies has increased volatility in all markets. The political uncertainties focus around the pending elections in Europe. We will have to wait to see if the results in the Netherlands carry through to the French and German elections. We continue to focus on the U.S. and believe it is on track for moderate wage growth and increased economic activity. The recent increase of 25 basis points by the Fed on March 15th was actually received without any disruption in the marketplace. The one thing we believe we can take from the past twelve months is that a certain degree of volatility will continue, and the most important focus should be diversification of portfolios and keeping an eye on liquidity. These characteristics are at the core of our strategies, and we will continue to focus on them. For 34 years we have worked with our clients to find the best solutions in a changing global investment landscape. As the firm continues to grow, we seek attractive risk -adjusted return opportunities and remain in as strong a position today as ever. My very best wishes, Sincerely, Joan A. Payden President & CEO 59 2812 ABJ VCL Riverside County Transportation Commission Portfolio Review and Market Update -1st Quarter 2017 PORTFOLIO CHARACTERISTICS (As of 3/31/2017) Portfolio Market Value Weighted Average Credit Quality Weighted Average Duration Weighted Average Yield to Maturity $50.8 million AA+ 1.6 years 1.4% SECTOR ALLOCATION r 60% 50% 40% 30% 20% 10% 0% oy oa� • y ya `a oa 0,xGGGaroS �HQ h yo J. P��a� •S(oou y �� a �`ot` Py DURATION DISTRIBUTION 60% 50% 40% 30% 20% 10% 0% 0-1 1-2 Years 2-3 PORTFOLIO RETURNS - Periods Ending 3/31/2017 RCTC Operating Portfolio BofA Merrill Lynch 1-3 Year US Treasury Index Periods over one year annualized Since 1st Trailing Inception Quarter 1 Yr (3/1/15) 0.34% 0.60% 0.81 % 0.26% 0.25% 0.67/0 pPayden & Rygel • 333 South Grand Avenue • Los Angeles, California goo71 • (213) 625-igoo • www.payden.com 60 Portfolio Review and Market Update -1st Quarter 2017 MARKET THEMES Politics moved front and center to start 2017. Donald Trump was inaugurated as the 45th President and quickly took action on deregulation, a controversial immigration ban and currency manipulators. The wave of positive market sentiment seen after his election began to falter as the failure to repeal the Affordable Care Act highlighted difficulties that lie ahead for the new president in delivering some of his promises, particularly those on tax reform. Anti-establishment parties in Europe took a hit as the Dutch election concluded with the defeat of the far right, anti-EU party, and focus has now turned to the French elections in April. In the UK, Prime Minister Teresa May triggered Article 50, officially starting the clock on Brexit. Economic data in most major developed markets showed continued signs of improvement, and most central banks took a "wait -and -see" approach to see if the recovery in their respective economies would accelerate. Emerging markets also recovered, resulting in a much improved outlook for overall global growth. Accordingly, Federal Reserve chairwoman Janet Yellen took the opportunity to strike a more hawkish tone in her testimony to Congress in February, and the Fed hiked interest rates 0.25% at their March meeting, setting the overnight target policy interest rate corridor at 0.75-1.00%. ■ The portfolio holds a diversified mix of credit sectors for income generation. ■ Corporate bond yield premiums remain attractive, and we expect to maintain our exposure through the purchase of bonds in the new issue market. ■ We have continued to participate selectively in high -quality asset -backed and mortgage -backed security deals (ABS/MBS) with short duration profiles. ■ Front end Treasury rates were higher with shorter maturities outpacing the longer end. Two-year maturity yields were higher by 0.06% to end the month at 1.25%, while the yield difference between one- and two-year maturities fell from 0.38% to 0.23%. ■ The added performance relative to the index from the portfolio's defensive duration posture was offset by the flattening bias along the yield curve. ■ Floating-rate credit and securitized holdings were positive contributors to performance as the securities had minimal price impact from higher rates. ■ The overweight allocation to credit securities was additive to outperformance. The yield difference between credit and government securities fell 0.13% during the quarter. ■ High -quality ABS continued to add positively to performance while providing reinvestment opportunities. ■ The MBS allocation was additive to performance as floating-rate exposure benefited from yields resetting at higher rates. pPayden & Rygel • 333 South Grand Avenue • Los Angeles, California goo71 • (213) 625-igoo • www.payden.com 61 MARKET PERSPECTIVE The global economy has changed immensely in recent decades. Where once developed economies accounted for nearly 60% of total global economic activity, by 2020, estimates from the International Monetary Fund suggest that emerging economies will account for more than 60% of global economic activity. In U.S. fixed income markets, international investors play an increasingly important role. At the turn of the 21 st century, foreign inves- tors owned only $1 trillion in U.S. corporate debt. Today, foreign investors hold more than $3 trillion of U.S. corporate debt. While some might worry, the powerful demand for dollar -denominated U.S. corporate debt provides American companies with advanta- geous borrowing terms and lower interest costs. The same is true for the U.S. government. Currently foreign investors own just under 40% of all U.S. Treasury debt. Do foreigners buy U.S. assets out of the goodness of their hearts? We doubt it. Foreigner investors hold large quantities of dollars which need to be invested. The desire for safety and liquidity feature prominently in the investment decisions made by these foreign central banks, retirement funds and corporations, therefore guiding their savings into high quality, liquid U.S. Treasury debt. Total U.S. Corporate Debt 10 9 8 c • 7 O 6 it 5 2 1 0 U.S. Corporate Debt Outstanding Foreign Holdings of U.S. Corportate Debt 2002 2004 2006 2008 2010 2012 2014 2016 Total U.S. Treasury Debt 18 16 14 12 c 10 0 8 ~ 6 c 4• 2 0 U.S. Treasury Debt Outstanding Foreign Holdings of U.S.Treasury Debt 2002 2004 2006 2008 2010 2012 2014 2016 Source: SIFMA, U.S. Treasury 62 OVER 30 YEARS OF INSPIRING CONFIDENCE WITH AN UNWAVERING COMMITMENT TO OUR CLIENTS' NEEDS. LOS ANGELES I BOSTON 1 LONDON 1 PARIS PAYDEN.COM US DOMICILED MUTUAL FUNDS CASH BALANCE Payden/Kravitz Cash Balance Plan Fund EQUITY Equity Income Fund GLOBAL FIXED INCOME Emerging Markets Bond Fund Emerging Markets Corporate Bond Fund Emerging Markets Local Bond Fund Global Fixed Income Fund Global Low Duration Fund TAX-EXEMPT FIXED INCOME California Municipal Income Fund DUBLIN DOMICILED UCITS FUNDS US FIXED INCOME Absolute Return Bond Fund Cash Reserves Money Market Fund Core Bond Fund Corporate Bond Fund Floating Rate Fund GNMA Fund High Income Fund Limited Maturity Fund Low Duration Fund Strategic Income Fund US Government Fund EQUITY World Equity Fund FIXED INCOME Absolute Return Bond Fund Global Emerging Markets Bond Fund Global Emerging Markets Corporate Bond Fund Global Government Bond Index Fund Global High Yield Bond Fund Global Inflation -Linked Bond Fund Global Bond Fund Global Short Bond Fund Sterling Corporate Bond Fund — Investment Grade US Core Bond Fund USD Low Duration Credit Fund LIQUIDITY FUNDS Euro Liquidity Fund Sterling Reserve Fund US Dollar Liquidity Fund For more information about Payden & Rygel, contact us at a location listed below. Payden&Rygel LOS ANGELES 333 South Grand Avenue Los Angeles, California 90071 213 625-1900 BOSTON 265 Franklin Street Boston, Massachusetts 02110 617 807-1990 LONDON 1 Bartholmew Lane London EC2N 2AX United Kingdom + 44 (0) 20-7621-3000 PARIS Representative Office 54, 56 Avenue Hoche 75008 Paris, France + 33-607-604-441 63 TTACHMENT 16 Marcn County of Riverside y1117 Treasurer's Pooled Investment "FED UP" Since our last commentary in December, we've had two FOMC meetings; the first on February 1st in which they decided to telegraph raising fed funds and stated "the Committee expects that, with gradual adjustments in the stance of monetary policy, economic activity will expand at a moderate pace, labor market conditions will strengthen somewhat further, and inflation will rise to 2 percent over the medium term. Near -term risks to the economic outlook appear roughly balanced. The Committee continues to closely monitor inflation indicators and global economic and financial developments. In view of realized and expected labor market conditions and inflation, the Committee decided to maintain the target range for the federal funds rate at 1/2 to 3/4 percent. The stance of monetary policy remains accommodative, thereby supporting some further strengthening in labor market conditions and a return to 2 percent inflation." A very similar statement was released after the second meeting on March 15, in which the FED did raise by another 25 bps., bringing the fed funds rate to .75 - 1%. They stated in December of 2016 that it expected to do so at least three times in 2017, so that's one down and how many more to come? Based on the FED meeting minutes, this is where things start to get interesting. The gist of the minutes carried these themes: the FED's balance sheet will begin to shrink this year, and, some members saw stock prices as "quite high." The path of the rate hikes, which the FED said it can change its assessment "if warranted" and, the future of its balance sheet, where they also stated a reinvestment shift was warranted, suggested that a reduction would likely begin later this year. The FED stated, "provided that the economy continues to perform about as expected, most participants anticipate that gradual increases in the federal funds rate would continue and judged that a change to the Committee's reinvestment policy would likely be appropriate later this year." This was hardly the news bond traders wanted to hear as the debt market sold off following the FED's latest warning that they may begin shrinking its own balance sheet, which is somewhere in the neighborhood of $4.5 trillion in Treasury and federal agency securities. The FED emphasized that they stood ready to change their stance about the appropriate path for short-term rates in response to unanticipated developments, such as the Atlanta Federal Reserve slashing Q1 GDP to just 0.6%, the lowest in three years. If Atlanta is right, the FOMC will have hiked the federal funds rate twice in a quarter in which GDP has grown by an insignificant 0.6%, down from its last estimate of 1.2%. Interestingly, only two months ago, the same forecast stood at 3.4%. No surprise in Washington that it appears we are headed for another budget standoff at the federal level. Congressional appropriations expire on April 28th and if Congress does not pass an extension, the federal government will partially shut down. The economic consequences are minor in themselves, however, it would send another signal to markets that Congress may not be able to enact its tax cutting agenda causing a huge ripple effect into the financial markets and likely causing a selloff in equities as investors have so widely anticipated it. This is what the FED was signaling. These issues along with geopolitical events such as missile strikes in Syria and saber rattling in North Korea will definitely cause further consternation. We'll continue to monitor and take advantage of opportunities as they present themselves. Don Kent Treasurer -Tax Collector Capital Markets Team Don Kent Treasurer -Tax Collector Jon Christensen Asst. Treasurer -Tax Collector Giovane Pizano Investment Manager Isela Licea Asst. Investment Manager Investment Objectives The primary objective of the treasurer shall be to safeguard the principal of the funds under the treasurer's control, meet the liquidity needs of the depositor, and achieve a return on the funds under his or her control. COUNTY OF RIVERSIDE TREASURER'S POOLED INVESTMENT FUND IS CURRENTLY RATED: Aaa-bf BY MOODY'S INVESTOR'S SERVICE AND AAA/V1 BY FITCH RATINGS Month End Market Value ($)* Month End Book Value ($) Paper Gain or Paper Gain Book Yrs to Modified Loss ($) or Loss (%) Yield (%) Maturity Duration March 6,833,805,197.25 6,846,497,352.55 (12,692,155.31) (0.19) 0.95 February January December November October 6,692,173,247.08 6,807,339,004.02 6,704,345,453.07 6,820,287,408.45 7,535,408,708.47 7,551,196,851.23 (15,788,142.76) 1.18 1.15 (12,172,205.99) (0.18) 0.90 1.26 1.23 (12,948,404.43) (0.19) 0.85 1.24 1.21 (0.21) 0.78 1.15 1.12 6,033,009,890.44 6,046,622,157.21 (13,612,266.77) (0.23) 5,928,768,948.80 5,927,146,578.70 0.77 1.29 1.26 1,622,370.10 0.03 0.73 1.23 1.21 The Treasurer's Pooled Investment Fund is comprised of the 64 County, Schools, Special Districts, and other Discretionary Depositors. Current Market Data Economic Indicators Release Date Indicator Consensus Actual 03/10/2017 Non -Farm Payrolls M/M change: Counts the number of paid employees working part- time or full-time in the nation's business and government establishments. 03/10/2017 Employment Situation: Measures the number of unemployed as a percentage of the labor force. 200,000 235,000 4.7% 4.7/0 03/24/2017 Durable Goods Orders - M/M change: Reflects the new orders placed with domestic manufacturers for immediate and future delivery of factory hard goods. 1.4% 1.7% 03/30/2017 Real Gross Domestic Product - Q/Q change: The broadest measure of aggregate economic activity and encompasses every sector of the economy. GDP is the country's most comprehensive economic scorecard. 2.0% 2.1% 03/28/2017 Consumer Confidence: Measures consumer attitudes on present economic conditions and expectations of future conditions. 114.0 125.6 03/06/2017 Factory Orders M/M change: Represents the dollar level of new orders for both durable and nondurable goods. 1.0% 1.2% 03/15/2017 Consumer Price Index - M/M change: The Consumer Price Index is a measure of the average price level of a fixed basket of goods and services purchased by consumers. 0.0% 0.1% 03/15/2017 CPI Ex Food and Energy - M/M change: CPI Ex Food and Energy excludes food and energy. Stock Indices Value Change Dow Jones (DJIA) S&P 500 Index NASDAQ (NDX) Commodities 20,663.22 2,362.72 5,436.23 $ (149.02) $ (0.92) $ 105.93 Value Change Nymex Crude Gold (USD/OZ) US Treasury Curve (M/M) 50.60 1,249.35 $ (3.41) Fed Funds Target Rate Fed Move Stay at 0.75%-1.00% Increase to 1.25% 0.2% 0.2% Current Fed Funds Rate: 0.75 % - 1.00 % Probability for FOMC Dates: 05/03/2017 06/14/2017 86.7 % 13.3 % Increase to 1.50% 0.0 % 36.8 % 55.6 % 7.7% Increase to 1.75% 0.0 % 1.02 FOMC Meeting Schedule 0.0 % Release Risk Assessment 01-Feb 0.5-0.75 % 15-Mar 0.75-1 % Balanced Balanced ¢s US rrea wv Arrives Gore 02/28/11 Ask.. rrM 3.00 • 125 I7S Treenos Actives Gov. WM/17 Ask Y1N Z.50 zoo LSO 1..00 0.S0 a' Li 19 29 39 sY CUeut Id Di I25 03l31/17 Rf <I25 02f20/17 111 I25 (03/11/17-02/28/17) 6 8v 9Y 109 3M 0 752 0.404 14.7 1Y 1 016 0 321 15 6 ]SY f enor 2Y' 1.254 1.260 -0_b 3Y 1.439 1.518 -2.9 20t, Ali Tenors SY 1 921 1 »29 ` -0.8 o Key Tenors 10Y 2 .3$ 7 2.390 j -0.3 30Y 3.909 2.995 1.4 COUNTY OF RIVERSIDE TREASURER -TAX COLLECTOR 65 2 TIMMI The Treasurer's Institutional Money Market Index (TIMMI) is compiled and reported by the Riverside County Treasurer's Capital Markets division. It is a composite index derived from four AAA rated prime institutional money market funds. Similar to the Treasurer's Office, prime money market funds invest in a diversified portfolio of U.S. dollar denominated money market instruments including U.S. Treasuries, government agencies, commercial paper, certificates of deposits, repurchase agreements, etc. TIMMI is currently comprised of the four multi billion dollar funds listed below. AAA Rated Prime Institutional Money -Market Funds Fidelity Prime Institutional MMF Symbol FIPXX 1.01 % Federated Prime Obligations Fund Wells Fargo Advantage Heritage JP Morgan 1.00% - 0.80% - 0.60% - 0.40% - 0.20% - 0.00% ..•Pooly' Id �TIMMI 0.65% 0.65% 0.42% 0.42% 0.67% 0.41 % 0.69% 0.42% 0.72% 0.73% PO IXX 0.91 % WFJXX 0.97% CJPXX 0.73% 0.73% 1.03 % 0.98% 0.90% 0.95% 0.77% 0.78% 0.85% 0. Mar-16 Cash Flows May-16 Jul-16 Sep-16 Nov-16 la n-17 Mar-17 Required Monthly Monthly Matured Month Receipts Disbursements Difference Investments •,e Actual Available to Investments Invest > 1 Maturing Year 04/2017 04/2017 1,800.00 950.00 850.00 05/2017 850.00 1,500.00 (650.00) 301.21 1,151.21 1,799.03 501.21 814.90 06/2017 1,400.00 1,850.00 (450.00) 51.21 734.00 07/2017 1,256.11 1,450.00 (193.89) 142.68 - 201.11 08/2017 1,017.89 1,200.00 (182.11) 182.11 127.05 09/2017 1,004.10 1,110.00 (105.90) 105.90 179.10 10/2017 1,127.50 1,200.00 (72.50) 72.50 - 77.50 11/2017 1,165.00 1,050.00 115.00 115.00 254.48 12/2017 990.00 2,250.00 (1,260.00) 1,145.00 140.70 01/2018 1,050.00 1,710.00 (660.00) 660.00 125.00 02/2018 03/2018 860.00 1,000.00 (140.00) 140.00 1,200.00 1,000.00 200.00 200.00 87.59 25.00 TOTALS 13,720.60 16,270.00 (2,549.40) 2,448.19 2,319.84 4,565.46 4,398.30 35.76% 66.68% 64.24% The Pooled Investment Fund cash flow requirements are based upon a 12 month historical cash flow model. Based upon projected cash receipts and maturing investments, there are sufficient funds to meet future cash flow disbursements over the next 12 months. COUNTY OF RIVERSIDE TREASURER -TAX COLLECTOR 66 3 Asset Allocation Assets (000's) Schedule Scheduled Scheduled Market Mkt/ Sch Book Yield WAL (Yr) Mat (Yr) MMICT CALTRUST FND DDA/PASSBK LOCAL AGCY OBLIG US TREAS BILLS US TREAS BONDS FHLMC DISC NOTES FHLMC BONDS FNMA BONDS FHLB DISC NOTES FHLB BONDS FFCB DISC NOTES FFCB BONDS FMAC DISC NOTES FARMER MAC MUNI ZERO CPNS MUNI BONDS COMM PAPER 919,835.07 54,000.00 150,000.00 265.00 250,000.00 345,000.00 125,000.00 1,127,225.00 290,000.00 478,000.00 535,359.72 125,000.00 523,910.00 75,000.00 83,850.00 72,450.00 376,035.00 1,320,059.00 920,000.00 54,000.00 150,000.00 265.00 249,146.27 344,830.27 124,638.73 1,127,197.03 289,968.55 476,106.58 535,242.30 124,259.88 524,021.30 74,731.58 83,850.00 72,340.45 378,921.92 1,316,977.48 920,000.00 100.00 % 1 0.78 % 54,000.00 100.00% 150,000.00 100.00% 265.00 249,696.25 1.02% 0.64 % 100.00% 1.40% 100.22% 0.52% 344,743.10 99.97% 124,888.25 100.20 % 1,115,868.95 99.00% 286,284.30 98.73 % 476,916.45 100.17% 533,373.51 124,639.25 524,256.95 99.65 % 100.31 % 100.04 % 74,881.75 0.98% 0.49% 1.29% 1.21 % 0.70% 1.16% 0.67% 1.04% 100.20% 0.68% 84,052.80 100.24% 1.05% 72,412.05 378,921.92 100.10 % 100.00% 1,318,604.68 100.12% 0.76% 0.98% 0.85% .003 .003 .003 3.211 .174 1.020 .129 2.501 2.735 .290 1.849 .341 1.752 .215 1.134 .070 1.098 .116 .003' .003 .003 3.211 .174 1.020 .129 3.146 3.098 .290 2.464 .341 2.093 .2151 1.134 .070 1.098 .116 Totals (000's): 6,850,988.79 6,846,497.35 6,833,805.20 r 99.81% 0.95% .993 1.188 00.000.00 1.000,000.00 el 500.000.00 0.00 1 CALTRUST FND 1 n 11. m 11.1...1 aa m Lei a 1 0 0 LOCAL AGCY OBLIG US TREAS BILLS US TREAS BONDS FHLMC DISC NOTES FHLMC BONDS FNMA BONDS FHLB DISC NOTES IM Scheduled Book IM1 Market FHLB BONDS FFCB BONDS FARMER MAC MUNI ZERO CPNS MUNI BONDS COMM PAPER SCHEDULED PAR Wo ▪ MOLT -13% - GALTRUST FND-1% DDA! PASSON - 23ia = LOCAL AGCY(MLIG -0% o USTREAS BILLS -4% p US TREAS BONDS - PA) o FHLMC DISC NOTES - 2% o FHLMCBONDS -16% o FNMABONDS -*Ye ▪ FHL8DISC NOTES -T% FHL8PONDS •8% F F C 8 DISC NOTES • 2% p FFCBBONDS -8% O FMAC DISC NOTES -1% p FARMER MAC -1% o MUNI IEROCPNS-1% ▪ MUNIBONDS -S% COMM PAPER -19% COUNTY OF RIVERSIDE TREASURER -TAX COLLECTOR 4 67 Maturity Distribution iliteduled Par (000's) 0-1 Mos 1-3 Mos 3-12 Mos MMKT 919,835.07 - - - CALTRUST FND 54,000.00 - DDA/PASSBK 150,000.00 - LOCAL AGCY OBLIG 265.00 US TREAS BILLS - 200,000.00 50,000.00 - - US TREAS BONDS 270,000.00 25,000.00 50,000.00 FHLMC DISC NOTES - 125,000.00 - - FHLMC BONDS 195,645.00 123,850.00 124,025.00 683,705.00 FNMA BONDS - - 22,500.00 117,500.00 150,000.00 FHLB DISC NOTES 236,000.00 242,000.00 FHLB BONDS 35,000.00 137,640.00 77,719.72 40,000.00 245,000.00 FFCB DISC NOTES - 50,000.00 75,000.00 - - FFCB BONDS 35,000.00 30,650.00 75,250.00 75,310.00 150,000.00 157,700.00 FMAC DISC NOTES - 75,000.00 - - FARMER MAC 58,850.00 10,000.00 15,000.00 MUNI ZERO CPNS 25,000.00 47,450.00 - - - MUNI BONDS 13,135.00 13,810.00 133,140.00 160,665.00 38,495.00 16,790.00 COMM PAPER 602,059.00 583,000.00 135,000.00 - - Totals (000's): 1,799,029.07 1,395,910.00 1,372,525.00 495,044M35,020.00 Mr 1,253,460.00 26.26% 20.38% 20.03% 7.23% 7.81% 18.30% Cumulative % 26.26% 46.63% 66.67% 73.89% 81.70% 100.00% SCHLDII L LD PAR{900V YEAR IN MATURITY MMXT - Scheduled Par CALTRUST FNO- Scheduled Par DOA!PASSBN- Scheduled Par ha LOCAL AGCT OBLIG •Scheduled Par US TREAS sous- Scheduled Par Ii US TREL.S BONDS -Scheduled Par FNLMC DISC NOTES -Scheduled Par FHLMC BONDS - Scheduled Par FNMA BONDS - SC heduled Par FHLB DISC NOTES • Scheduled Par a FHLB BONDS -Scheduled Par FFCB DISC NOTES • Scheduled Par rM FFCB BONDS• Scheduled Par - FMAC DISC NOTES - Scheduled Par FARMER MAC - 5eheduled Par MUNI ZERO CPNS- Scheduled Par MUNI BONDS - Scheduled Par COMM PAPER - Sdudsde4 Par COUNTY OF RIVERSIDE TREASURER -TAX COLLECTOR 5 68 Credit Quality Moody (000's) Par Book ■ Mark MKT/Book Aaa 4,749,574.79 4,746,656.41 4,731,945.28 99.69% 0.99% Aal 505,455.00 505,399.91 505,957.90 100.11% 0.84% Aa2 262,770.00 261,985.44 262,560.87 100.22% 0.82% Aa3 724,574.00 724,121.01 724,649.69 100.07% 0.94% A2 99,500.00 99,488.00 99,491.91 100.00% 0.83% NR 509,115.00 508,846.58 509,199.55 100.07% 0.77% Totals (000's): 6,850,988.79 6,846,497.35 6,833,805.20 99.81% 0.95% MOODY'S S & P BOOK 4fo -6S, 1.1Ae2-3':0 =A2.1% ■Ael-7?a 1014e3-11,6 ■MR•7% BOOK 010 ■AAA44:-. ■AA-7^, pA-1% A.A. SS`; 714A- 11,, HR-7% (000's) ook AAA 965,490.07 AA+ 4,054,539.72 AA 487,770.00 AA- 734,574.00 A 99,500.00 NR 509,115.00 967,376.29 4,050,111.55 487,404.82 733,270.12 99,488.00 508,846.58 967,409.08 4,035,734.02 488,087.74 733,882.90 99,491.91 509,199.55 100.00% 99.65 % 100.14% 100.08 % 100.00% 100.07% 0.81 % 1.02% 0.88 % 0.89 % 0.83 % 0.77% Totals (000's): 6,850,988.79 6,846,497.35 6,833,805.20 99.81% 0.95% COUNTY OF RIVERSIDE TREASURER -TAX COLLECTOR 69 6 Month End Portfolio Holdings Maturity Yield To Par Book cusiP Description Date Coupon Maturity Value Value Market Market Unrealized Modified Years To Price Value Gain/Loss Duration Maturity Fund:1 POOL FUND MMKT FRGXX FIDELITY GOV 04/01/2017 .554 .554 10,000,000.00 WFFXX WELLS FARGO GOV 04/01/2017 .579 .579 75,000,000.00 GOFXX FEDERATED GOV 04/01/2017 .575 .575 145,000,000.00 CASH BANK OF THE WEST 04/01/2017 .780 .780 200,000,000.00 FGTXX GOLDMAN SACHS GOV 04/01/2017 .553 .553 90,000,000.00 CJPXX JP MORGAN PRIME MMF 04/01/2017 .976 .974 149,947,518.75 FIPXX FIDELITY PRIME MMF 04/01/2017 .938 .936 99,957,518.25 WFJXX HERITAGE PRIME MMF 04/01/2017 .886 .884 49,980,008.00 TMPXX BLACKROCK PRIME 04/01/2017 .972 .969 99,950,025.00 R .782 .781 919,835,070.00 10,000,000.00 100.000000 10,000,000.00 0.00 .003 .003 75,000,000.00 100.000000 75,000,000.00 0.00 .003 .003 145,000,000.00 100.000000 145,000,000.00 0.00 .003 .003 200,000,000.00 100.000000 200,000,000.00 0.00 .003 .003 90,000,000.00 100.000000 90,000,000.00 0.00 .003 .003 150,000,000.00 100.035000 150,000,000.00 0.00 .003 .003 100,000,000.00 100.042500 100,000,000.00 0.00 .003 .003 50,000,000.00 100.040000 50,000,000.00 0.00 .003 .003 100,000,000.00 100.050000 100,000,000.00 0.00 .003 .003 920,000,000.00 100.017930 920,000,000.00 .003 .003 CALTRUST FND CLTR CALTRUST SHT TERM 04/01/2017 1.023 1.023 54,000,000.00 54,000,000.00 100.000000 54,000,000.00 0.00 .003 .003 1.023 1.023 54,000,000.00 54,000,000.00 100.000000 54,000,000.00 0.00 .003 .003 DDA/PASSBK CASH UB MANAGED RATE 04/01/2017 .637 .637 150,000,000.00 150,000,000.00 100.000000 150,000,000.00 0.00 .003 .003 .637 .637 150,000,000.00 150,000,000.00 100.000000 150,000,000.00 0.00 .003 .003 LOCAL AGCY OBLIG LAO US DIST COURTHOUSE 06/15/2020 1.397 1.397 265,000.00 265,000.00 100.000000 265,000.00 0.00 1.487 3.211 1.397 1.397 _m_ 265,000.00 265,000.00 100.000000 265,000.00 0.00 1.487 3.211 US TREAS BILLS 91279677 U.S. TREASURY BILL 05/25/2017 .510 .512 50,000,000.00 49,761,291.67 99.897000 49,948,500.00 187,208.33 .150 .151 91279677 U.S. TREASURY BILL 05/25/2017 .440 .442 50,000,000.00 49,828,277.78 99.897000 49,948,500.00 120,222.22 .150 .151 91279677 U.S. TREASURY BILL 05/25/2017 .428 .429 50,000,000.00 49,859,116.67 99.897000 49,948,500.00 89,383.33 .150 .151 91279677 U.S. TREASURY BILL 05/25/2017 .600 .602 25,000,000.00 24,925,833.33 99.897000 24,974,250.00 48,416.67 .150 .151 912796LD9 U.S. TREASURY BILL 06/08/2017 .620 .612 25,000,000.00 24,922,839.58 99.870000 24,967,500.00 44,660.42 .188 .189 912796LF4 U.S. TREASURY BILL 06/29/2017 .600 .603 50,000,000.00 49,848,915.28 99.818000 49,909,000.00 60,084.72 .245 .247 .519 250,000,000.00 249,146,274.31 99.878500 249,696,250.00 549,975.69 .173 US TREAS BONDS 912828TB6 U.S. TREASURY BOND 06/30/2017 .750 .932 5,000,000.00 4,971,875.00 99.977000 4,998,850.00 26,975.00 .248 .249 912828TS9 U.S. TREASURY BOND 09/30/2017 .625 .723 10,000,000.00 9,981,250.00 99.859000 9,985,900.00 4,650.00 .499 .501 912828H94 U.S. TREASURY BOND 02/15/2018 1.000 .920 10,000,000.00 10,017,968.75 99.949000 9,994,900.00-23,068.75 .866 .879 912828UJ7 U.S. TREASURY BOND 01/31/2018 .875 .990 25,000,000.00 24,936,523.44 99.859000 24,964,750.00 28,226.56 .827 .838 912828WL0 U.S. TREASURY BOND 05/31/2019 1.500 1.370 25,000,000.00 25,110,351.56 100.434000 25,108,500.00-1,851.56 2.115 2.167 912828F62 U.S. TREASURY BOND 10/31/2019 1.500 1.470 25,000,000.00 25,028,320.31 100.203000 25,050,750.00 22,429.69 2.510 2.586 912828G20 U.S. TREASURY BOND 11/15/2017 .875 .846 25,000,000.00 25,006,835.94 99.953000 24,988,250.00-18,585.94 .617 .627 912828G20 U.S. TREASURY BOND 11/15/2017 .875 .855 25,000,000.00 25,004,882.81 99.953000 24,988,250.00-16,632.81 .617 .627 912828U40 U.S. TREASURY BOND 11/30/2018 1.000 1.115 25,000,000.00 24,943,359.38 99.656000 24,914,000.00-29,359.38 1.643 1.668 912828M72 U.S. TREASURY BOND 11/30/2017 .875 .851 20,000,000.00 20,004,687.50 99.926000 19,985,200.00-19,487.50 .662 .668 912828UA6 U.S. TREASURY BOND 11/30/2017 .625 .868 25,000,000.00 24,940,429.69 99.766000 24,941,500.00 1,070.31 .662 .668 912828UA6 U.S. TREASURY BOND 11/30/2017 .625 .919 25,000,000.00 24,929,687.50 99.766000 24,941,500.00 11,812.50 .662 .668 912828TS9 U.S. TREASURY BOND 09/30/2017 .625 .792 25,000,000.00 24,968,750.00 99.859000 24,964,750.00 -4,000.00 .499 .501 912828UJ7 U.S. TREASURY BOND 01/31/2018 .875 .883 25,000,000.00 24,998,046.88 99.859000 24,964,750.00 33,296.88 .828 .838 912828H37 U.S. TREASURY BOND 01/15/2018 .875 .883 25,000,000.00 24,998,046.88 99.879000 24,969,750.00-28,296.88 .783 .795 912828 68 U.S. TREASURY BOND 03 15 2018 1.000 1.042 25,000 000.00 24,989,257.81 99.926000 24,981 500.00 -7 757.81 .948 .956 FHLMC DISC NOTES 313397FU0 FHLMC DISC NOTE 313397FQ9 FHLMC DISC NOTE 313397FT3 FHLMC DISC NOTE 05/19/2017 .480 .481 50,000,000.00 05/ 15/2017 .490 .491 50,000,000.00 05 18 2017 .520 .516 25,000,000.00 125,000,000.00 49,848,666.67 99.907000 49,953,500.00 104,833.33 .134 .134 49,859,805.56 99.915000 49,957,500.00 97,694.44 .123 .123 24,930,260.42 99.909000 24,977,250.00 46,989.58 .131 .132 124,638,732.65 99.910600 124,888,250.00 ='7.35 .129 .129 FHLMC BONDS 3134G7AE1 FHLMC 3YrNc1.5YrE 06/22/2018 1.200 1.230 15,000,000.00 14,986,800.00 99.818000 14,972,700.00-14,100.00 1.209 1.227 3134G66M0 FHLMC 3YrNc6MoE 06/22/2018 1.250 1.259 25,000,000.00 24,993,750.00 100.060000 25,015,000.00 21,250.00 1.208 1.227 3134G7V24 FHLMC 2YrNc6MoB 10/27/2017 .750 .750 10,000,000.00 10,000,000.00 99.891000 9,989,100.00-10,900.00 .568 .575 3134G72T7 FHLMC 3YrNc6MoB 10/29/2018 1.050 1.050 5,000,000.00 5,000,000.00 99.624000 4,981,200.00-18,800.00 1.554 1.581 3134G72T7 FHLMC 3YrNc6MoB 10/29/2018 1.050 1.050 10,000,000.00 10,000,000.00 99.624000 9,962,400.00-37,600.00 1.554 1.581 3134G73L3 FHLMC 2YrNc6MoE 11/16/2017 .750 .750 15,000,000.00 15,000,000.00 99.852000 14,977,800.00-22,200.00 .621 .630 3134G7S77 FHLMC 5YrNc6MoB 10/29/2020 1.125 1.125 15,000,000.00 15,000,000.00 99.360000 14,904,000.00-96,000.00 3.481 3.584 3137EADX4 FHLMC 2Yr 12/15/2017 1.000 1.052 20,000,000.00 19,979,400.00 99.988000 19,997,600.00 18,200.00 .699 .710 3134G8L49 FHLMC 1.5YrNc3Mob 08/25/2017 .800 .800 5,000,000.00 5,000,000.00 99.943000 4,997,150.00-2,850.00 .401 .403 3134G8KU2 FHLMC 5YrNc6MoB 02/26/2021 1.250 1.250 10,000,000.00 10,000,000.00 98.869000 9,886,900.00-113,100.00 3.793 3.912 3134G8L31 FHLMC 5YrNc6MoB 02/26/2021 1.250 1.250 10,000,000.00 10,000,000.00 99.093000 9,909,300.00-90,700.00 3.793 3.912 3134G8L64 FHLMC 2.5YrNc1YrE 08/24/2018 1.000 1.000 5,000,000.00 5,000,000.00 99.546000 4,977,300.00-22,700.00 1.383 1.400 3134G8QE2 FHLMC 3YrNc1YrE 03/29/2019 1.300 1.300 9,000,000.00 9,000,000.00 99.926000 8,993,340.00-6,660.00 1.962 1.995 3134G8QB8 FHLMC 3YrNc1YrE 03/29/2019 1.270 1.270 4,000,000.00 4,000,000.00 99.624000 3,984,960.00-15,040.00 1.963 1.995 3134G8TG4 FHLMC 3.5YrNc6MoE 10/11/2019 1.500 1.500 15,000,000.00 15,000,000.00 99.532000 14,929,800.00-70,200.00 2.454 2.532 3134G8V97 FHLMC 2.25YrNc6MoB 06/29/2018 1.125 1.125 5,850,000.00 5,850,000.00 99.698000 5,832,333.00-17,667.00 1.229 1.247 3134G8WC9 FHLMC 1.5YrNc6MoB 10/13/2017 .850 .850 15,000,000.00 15,000,000.00 100.001000 15,000,150.00 150.00 .529 .537 3134G8WC9 FHLMC 1.5YrNc6MoB 10/13/2017 .850 .850 10,000,000.00 10,000,000.00 100.001000 10,000,100.00 100.00 .529 .537 3134G8YS2 FHLMC 1.5YrNc3MoB 10/27/2017 .825 .825 25,000,000.00 25,000,000.00 100.000000 25,000,000.00 0.00 .568 .575 3134G9JX6 FHLMC 5YrNc3MoB 06/09/2021 1.600 1.600 15,000,000.00 15,000,000.00 98.285000 14,742,750.00-257,250.00 4.017 4.195 3134G9JW8 FHLMC 5YrNc3MoB 05/25/2021 1.500 1.500 20,000,000.00 20,000,000.00 98.157000 19,631,400.00 368,600.00 3.988 4.153 3134G9NU7 FHLMC 5YrNc3MoB 06/16/2021 1.500 1.504 15,000,000.00 14,997,000.00 98.903000 14,835,450.00-161,550.00 4.046 4.214 3134G9PC5 FHLMC 3YrNc3MoB 06/20/2019 1.000 1.000 15,000,000.00 15,000,000.00 99.766000 14,964,900.00-35,100.00 2.184 2.222 3134G9UM7 FHLMC 5YrNc3MoB 06/30/2021 1.500 1.500 15,000,000.00 15,000,000.00 98.251000 14,737,650.00-262,350.00 4.088 4.252 3134G9VA2 FHLMC 5YrNc6MoB 06/30/2021 1.300 1.300 15,000,000.00 15,000,000.00 98.287000 14,743,050.00-256,950.00 4.109 4.252 3134G9UX3 FHLMC 5YrNc3MoB 06/30/2021 1.500 1.500 10,000,000.00 10,000,000.00 98.210000 9,821,000.00-179,000.00 4.088 4.252 3134G9UH8 FHLMC 3.5YrNc3MoB 12/30/2019 1.000 1.000 15,000,000.00 15,000,000.00 99.577000 14,936,550.00-63,450.00 2.699 2.751 3134G9XA0 FHLMC 5YrNc6MoB 07/13/2021 1.250 1.250 15,000,000.00 15,000,000.00 98.910000 14,836,500.00-163,500.00 4.147 4.288 3134G9B55 FHLMC 2YrNc6MoE 07/20/2018 1.000 1.000 25,000,000.00 25,000,000.00 99.349000 24,837,250.00-162,750.00 1.289 1.304 3134G9C70 FHLMC 2YrNc6MoE 07/20/2018 .820 .820 10,000,000.00 10,000,000.00 99.349000 9,934,900.00-65,100.00 1.291 1.304 3134G9M38 FHLMC 1.25YrNc3MoB 10/27/2017 .700 .700 10,000,000.00 10,000,000.00 99.905000 9,990,500.00-9,500.00 .568 .575 3134G9Q75 FHLMC 3YrNc3MoB 07/26/2019 1.250 1.250 10,000,000.00 10,000,000.00 99.397000 9,939,700.00-60,300.00 2.274 2.321 3134G9Q67 FHLMC 2YrNc3MoB 07/27/2018 1.050 1.050 10,000,000.00 10,000,000.00 99.808000 9,980,800.00-19,200.00 1.308 1.323 3134G9S40 FHLMC 4YrNc6MoB 07/27/2020 1.150 1.150 15,000,000.00 15,000,000.00 98.244000 14,736,600.00-263,400.00 3.244 3.326 3134G9R66 FHLMC 5YrNc3MoB 08/10/2021 1.250 1.250 15,000,000.00 15,000,000.00 98.106000 14,715,900.00-284,100.00 4.222 4.364 3134G9S57 FHLMC 4YrNc6MoB 08/10/2020 1.150 1.150 15,000,000.00 15,000,000.00 98.211000 14,731,650.00-268,350.00 3.280 3.364 3134G9T23 FHLMC 5YrNc3MoB 08/10/2021 1.250 1.250 10,000,000.00 10,000,000.00 98.168000 9,816,800.00-183,200.00 4.222 4.364 3134G9U47 FHLMC 5YrNc3MoB 08/25/2021 1.500 1.500 15,000,000.00 15,000,000.00 98.549000 14,782,350.00-217,650.00 4.237 4.405 3134G95W3 FHLMC 5YrNc3MoB 08/25/2021 1.500 1.500 10,000,000.00 10,000,000.00 97.595000 9,759,500.00-240,500.00 4.237 4.405 3134G96A0 FHLMC 5YrNc3MoB 08/25/2021 1.375 1.375 15,000,000.00 15,000,000.00 97.894000 14,684,100.00-315,900.00 4.250 4.405 3134GABZ6 FHLMC 3.5YrNc1YrE 02/25/2020 1.250 1.250 10,000,000.00 10,000,000.00 98.475000 9,847,500.00-152,500.00 2.836 2.907 3134GAEB6 FHLMC 4.25YrNc3MoB 12/08/2020 1.250 1.250 20,000,000.00 20,000,000.00 98.112000 19,622,400.00-377,600.00 3.578 3.693 3134GAEG5 FHLMC 5YrNc6MoB 08/24/2021 1.250 1.250 20,000,000.00 20,000,000.00 98.411000 19,682,200.00-317,800.00 4.260 4.403 3134GADP6 FHLMC 5YrNc3MoB 09/13/2021 1.500 1.500 16,500,000.00 16,500,000.00 98.433000 16,241,445.00-258,555.00 4.286 4.458 3134GAET7 FHLMC 5YrNc3MoB 09/30/2021 1.500 1.500 20,000,000.00 20,000,000.00 98.268000 19,653,600.00-346,400.00 4.336 4.504 3134GAKY9 FHLMC 5YrNc6MoB 09/30/2021 1.450 1.450 15,000,000.00 15,000,000.00 98.105000 14,715,750.00-284,250.00 4.341 4.504 COUNTY OF RIVERISIDE TREASURER -TAX COLLECTOR 70 7 8 IL NOIDHTIOJ XVI-2I32IfISVINI HQISRIHARI 30 kthlffOJ VIVE 99£Z 99£Z 17067 Ii8't L95Z OE8't 9Z£' £SL't £SL't Su't Olf 9691 9691 09917 LL9'E 859'£ LOVE IL917 SL5 7 91917 SZ517 SL5' SL5' I857 S6L' SfiL' SLS'fi 8LS'fi 8LS'E £LS'6 £L5'6 405 ' SZZ' 59Z' 00'00T6Z7 00'00I'LL6'6 0001LL'66 00'00Z'900'0I 00'000'000'0i 809' 059' 8IOZ/80/I0 =AS'L fl11-13 ZZNSVO£I£ SZZ' 59Z' 00'05511- 00'059'59611 000LLC66 00'00Z'LOO'SL 00'000'000'ST 819' 059' 8IOZ/80/I0 =7‘51 fl11-13 ZZN8V0£I£ £5£1 OKI 00'00L'557 00'00I$Z6'6 000TH'66 00.00V6L6'6 00'000'000'0T 9ZZ' SZ9' SIOZ/L0/80 1AZ fl11-13 ENd8V0£I£ £5£1 OKI 00'05L'L£I7 00'05VOI8'TZ 000L5Z'66 00'000'8/'6'5Z 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PIaIC A4PWISI giunnoil 01103P0d Pug wow Full Compliance The Treasurer's Pooled Investment Fund was in FULL COMPLIANCE with the Treasurer's Statement of Investment Policy. The County's Investment Policy is more restrictive than the California Government Code. This policy is reviewed annually by the County's Investment Oversight Committee and approved by the County Board of Supervisors. MUNICIPAL BONDS (MUNI) U.S. TREASURIES LOCAL AGENCY OBLIGATIONS (LAO) FEDERAL AGENCIES COMMERCIAL PAPER (CP) CERTIFICATE & TIME DEPOSITS (NCD & TCD) REPURCHASE AGREEMENTS (REPO) REVERSE REPOS MEDIUM TERM NOTES (MTNO) CALTRUST SHORT TERM FUND MONEY MARKET MUTUAL FUNDS (MMF) LOCAL AGENCY INVESTMENT FUND (LAIF) CASH/DEPOSIT ACCOUNT GOVERNMENT CODE Maximum Authorized S&P/ o Milkilifilliiit IMAM 5 YEARS NO LIMIT NA 5 YEARS NO LIMIT NA 5 YEARS NO LIMIT NA 5 YEARS NO LIMIT AAA 270 DAYS 40% A1/P1 5 YEARS 30% NA 1 YEARS NO LIMIT NA 92 DAYS 20% NA 5 YEARS 30% A NA NA NA 60 DAYS (1) 20% AAA/Aaa (2) NA NA NA NA NA NA COUNTY INVESTMENT POLICY Maximum iligaik Authorized % Limit 4 YEARS 15% AA-/Aa3/AA- 5 YEARS 100% NA 3 YEARS 2.5% INVESTMENT GRADE 5 YEARS 100% NA 270 DAYS 40% A1/P1/F1 1 YEAR 25% Combined A1/P1/F1 45 DAYS 40% max, 25% in term repo over 7 days A1/P1/F1 60 DAYS 10% NA AA/Aa2/AA NA 3 YEARS 20% DAILY LIQUIDITY 1.0% DAILY LIQUIDITY 20% AAA by 2 Of 3 RATINGS AGC. DAILY LIQUIDITY Max $50 million NA NA NA NA 1 Mutual Funds maturity may be interpreted as weighted average maturity not exceeding 60 days. 2 Or must have an investment advisor with not less than 5 years experience and with assets under management of $500,000,000. 6.59% 8.68% 0.00% 49.08% 19.24% 0.00% 0.00% 0.00% 0.00% 0.78% 10.52% 0.00% 5.11% 1#� THIS COMPLETES THE REPORT REQUIREMENTS OF CALIFORNIA GOVERNMENT CODE 53646 COUNTY OF RIVERSIDE TREASURER -TAX COLLECTOR 11 74 County of Riverside Treasurer -Tax Collector Capital Markets 4080 Lemon Street, 4th Floor Riverside, CA 92502-2205 (951) 955-3979 75 AGENDA ITEM 6D RIVERSIDE COUNTY TRANSPORTATION COMMISSION DATE: May 22, 2017 TO: Budget and Implementation Committee FROM: Michele Cisneros, Deputy Director of Finance THROUGH: Theresia Trevino, Chief Financial Officer SUBJECT: Quarterly Sales Tax Analysis STAFF RECOMMENDATION: This item is for the Committee to: 1) Receive and file the sales tax analysis for Quarter 4, 2016 (4Q 2016); and 2) Forward to the Commission for final action. BACKGROUND INFORMATION: At its December 2007 meeting, the Commission awarded an agreement with MuniServices, LLC (MuniServices) for quarterly sales tax reporting services plus additional fees contingent on additional sales tax revenue generated from the transactions and use tax (sales tax) audit services. As part of the recurring contracts process, the Commission approved a five-year extension through June 30, 2018. The services performed under this agreement pertain to only the Measure A sales tax revenues. Since the commencement of these services, MuniServices submitted an audit, which reported findings generated and submitted to the State Board of Equalization (SBOE) for review and determination of errors in sales tax reporting related to 630 businesses. Through 3Q 2016, the SBOE approved corrections for 445 of these accounts for a total sales tax recovery of $7,350,191. Updated amounts for 4Q 2016 will be provided once received from MuniServices. If the SBOE concurs with the error(s) for the remaining claims, the Commission will receive additional revenues; however, the magnitude of the value of the remaining findings was not available. It is important to note that while the recoveries of additional revenues will be tangible, it will not be sufficient to alter the overall trend of sales tax revenues. Additionally, MuniServices provided the Commission with the quarterly sales tax summary report for 4Q 2016. Most of the 4Q 2016 Measure A sales tax revenues were received in the first quarter of calendar year 2017, during January through March 2017, due to a lag in the sales tax calendar. The summary section of 4Q 2016 report is attached and includes an overview of California's economic outlook, local results, historical cash collections analysis by quarter, top 25 sales/use tax contributors, historical sales tax amounts for the top ten segments, annual sales tax by Agenda Item 6D 76 business category, five-year economic trend for significant business category (general retail), and final results. Taxable transactions for the top 25 tax contributors in Riverside County generated 20.2 percent of taxable sales for the benchmark year ended 4Q 2016 — unchanged from the benchmark year ended 4Q 2015. The top 100 tax contributors generated 33.1 percent taxable sales for the benchmark year ended 4Q 2016, compared to 32.5 percent for the benchmark year ended 4Q 2015. In the Economic Category Analysis below, five of the six categories (general retail, food products, construction, business to business, and miscellaneous) experienced new highs in the 4Q 2016 benchmark year compared to the prior six benchmark years. Transportation was slightly below the 4Q 2015 benchmark year due to continued lower fuel prices. %of Total / % Change ROTC State Wide Riverside County ECONOMIC San Bernardino County CATEGORY Inland Empire ANALYSIS South Coast S.F. Bay Area Sacramento Valley Central Valley North Coast Central Coast General Retail 28.9 / 3.4 28.3/1.3 28.4/2.7 26/7.9 27.2/5.2 28.9/0.4 26.5/-0.2 27.9/2.9 31.3/4.5 28.7/2.9 31.0/-1.0 Food Products 17.7 / 4.8 21.0/4.6 20.1/5.6 15/4.7 17.5/5.2 22.3/5.1 22.3/3.9 17.1/3.8 16.9/4.1 18.8/4.2 31.0/0.6 Transportation 25.1 / -0.4 23.5/-0.6 26.4/-0.9 27.6/1.8 27.0/0.5 23.0/-1.9 20.7/0.4 28.3/3.5 25.9/0.0 29.8/0.1 21.0/0.1 Construction 10.8 / 3.1 9.5/1.6 12.8/0.5 9.8/-5.7 11.3/-2.5 8.3/2.3 9.6/1.8 11.7/5.6 12.2/2.5 13.5/3.6 9.5/3.1 Business to Business 15.3 / 4.8 16.4/0.4 11.2/6 19.9/1.6 15.7/3.0 16.2/0.5 19.7/0.8 13.6/-1.6 12.3/-4.5 8.1/-3.7 6.4/2.8 Miscellaneous 2.2 / 8.3 1.3/6.5 1.1/14.7 1.6/38.4 1.4/27.9 1.2/9.3 1.2/-0.8 1.3/-18.4 1.5/7.1 1.0/4.5 1.0/-11.0 Total 100.0 / 2.9 100.0/1.5 100.0/2.5 100/3.3 100.0/2.9 100.0/1.1 100.0/1.2 100.0/2.5 100.0/1.9 100.0/1.8 100.0/0.2 General Retail: Apparel Stores, Department Stores, Furniture/Appliances, Drug Stores, Recreation Products, Florist/Nursery, and Misc. Retail Food Products: Restaurants, Food Markets, Liquor Stores, and Food Processing Equipment Construction: Building Materials Retail and Building Materials Wholesale Transportation: Auto Parts/Repair, Auto Sales - New, Auto Sales - Used, Service Stations, and Misc. Vehicle Sales Business to Business: Office Equip., Electronic Equip., Business Services, Energy Sales, Chemical Products, Heavy Industry, Light Industry, and Leasing Miscellaneous: Health & Government, Miscellaneous Other, and Closed Account Adjustments An analysis of sales tax performance by quarter through 4Q 2016 is attached and illustrates fairly consistent cycles for sales tax performance for most of the economic categories since the economic recession in 2009. For 8 of the top 10 segments (auto sales -new, restaurants, department stores, miscellaneous retail, building materials -wholesale, apparel stores, food markets, and building materials -retail) during the past eight benchmark year quarters, sales tax receipts reached a new high point. The 8 segments represent 62.3 percent of total sales tax receipts. Light industry, one of the top 10 segments representing 4.4 percent of the total sales tax receipts for benchmark year 4Q 2016, was lower than 3Q 2016 benchmark year due to completion of renewable energy developments in Riverside County. Service stations reached a new low point in 4Q 2016. These top 10 segments represent 73.9 percent of the total sales tax receipts. For the other 19 segments representing 26.1 percent of the total sales tax receipts, 16 segments representing 25.1 percent of the total sales tax receipts reached new high points in the benchmark year 4Q 2016. Agenda Item 6D 77 In the Economic Segment Analysis below, auto sales -new, restaurants, and department stores represent the three largest segments for Riverside County, or 33.3 percent of total sales tax receipts. This is the seventeenth consecutive quarter since 4Q 2008, that department stores and auto sales -new have been in the top three economic segments. Growth seen in previous quarters for service stations segment has been declining continuously from the high in the last five years due to lower fuel prices, and this segment reached a new low point in 4Q 2016. Restaurants replaced service stations in the top three economic segments beginning in 4Q 2014. ROTC State Wide Riverside County ECONOMIC San Bernardino County SEGMENT Inland Empire ANALYSIS South Coast S.F. Bay Area Sacramento Valley Central Valley North Coast Central Coast Largest Segment Auto Sales- New Restaurants Restaurants Department Stores Restaurants Service Stations Restaurants Restaurants Department Stores AutoSales- New Restaurants %ofTotal /%Change 11.8 / 4.2 14.9/5.4 12.9/6.4 10.2/1.4 11.5/6.3 18.1/-57.5 15.9/4.5 16.4/5.8 13.5/1.5 12.0/9.4 22.4/-0.5 2nd Largest Segment Restaurants Auto Sales- New Auto Sales- New Restaurants Auto Sales- New Restaurants Auto Sales- New Auto Sales- New Auto Sales - New Restaurants Misc. Retail %ofTotal /%Change 11.4 / 6.1 11.4/4.3 12.4/3.3 10.1/6.1 11.1/5.3 14.3/-31.8 11.2/5.0 11.4/3.1 11.0/5.6 10.9/4.8 10.4/-1.2 3rd Largest Segment Department Stores Department Stores Department Stores Auto Sales- New Department Stores Auto Sales- New Department Stores Department Stores Restaurants Department Stores Auto Sales - New %ofTotal /%Change 10.1 / 1.0 9.3/-0.9 10.5/0.0 9.9/7.8 10.3/0.7 11.6/12.2 7.6/-2.8 9.1/-1.4 10.9/5.6 10.8/-0.5 9.3/13.6 During the review of the 4Q 2016 detailed report with MuniServices, information regarding sales tax comparison by city and change in economic segments (two highest gains and two highest losses) from 4Q 2016 to 4Q 2015 was provided and is attached. Staff continues to monitor monthly sales tax receipts and other available economic data to determine the need for any adjustment to the revenue projections. Staff will utilize the forecast scenarios included with the complete report and receipt trends in assessing such projections. Attachments: 1) Sales Tax Digest Summary 4Q 2016 2) Sales Tax Performance Analysis by Quarter 3) Quarterly Sales Tax Change Comparison by City for 4Q 2016 to 4Q 2015 Agenda Item 6D 78 ATTACHMENT 1 Riverside County Transportation Commission Sales Tax Digest Summary Collections through March 2016 Sales through December 2016 (2016Q4) CALIFORNIA'S ECONOMIC OUTLOOK California sales tax receipts increased by 2.8% over the same quarter from the previous year, with Northern California reporting a 2.7% increase compared to 2.9% for Southern California. Receipts for the RCTC changed by 4.6% over the same periods. • Employment in California continues to grow. Quarter over quarter employment growth for 2016Q4 is 1.7%, while the total California labor force grew by just 1.1%. The difference comes from the unemployment rate which declined by 0.6% from 5.6% in 2015Q4 to 5% in 2016Q4. (EDD) • International tourism in California could be impacted by the travel ban. After the January 27 travel ban was announced by the President, bookings searches were reportedly down by 6 to 17 percent on aggregator websites. International tourist spending in 2015 was estimated at $15.9 billion, of which 19.2% was on retail. (UCLA Anderson) • Gas prices in California may rise significantly in 2017. Several OPEC nations have agreed to reduce crude oil production by 1.2 million barrels a day, while Russia and other non -OPEC countries are planning cuts of 600,000 barrels a day. Limited supply of crude oil will drive up its price per barrel, which may consequently affect gas prices. GasBuddy.com analyst Allison Mac, predicts a gas jump of 50 to 80 cents by Memorial Day. (Mercury News) LOCAL RESULTS Net Cash Receipts Analysis Local Collections Share of County Pool 0.0% Share of State Pool 0.0% SBE Net Collections Less: Amount Due County 0.0% Less: Cost of Administration Net 4Q2016 Receipts Net 4Q2015 Receipts Actual Percentage Change $46,654,551 0 0 46,654,551 .00 (507,340) 46,147, 211 44,107,625 4.6% Business Activity Performance Analysis Local Collections Less: Payments for Prior Periods Preliminary 4Q2016 Collections Projected 4Q2016 Late Payments Projected 4Q2016 Final Results Actual 4Q2015 Results Projected Percentage Change $46,654,551 (2,109,695) 44,544,856 1,021,720 45,566,576 44,466,496 2.5% www.MuniServices.com (800) 800-8181 Page 1 79 Riverside County Transportation Commission HISTORICAL CASH COLLECTIONS ANALYSIS BY QUARTER $48,000 $46,000 $44,000 Q $42,000 m cc z $40,000 $38,000 $36,000 $34,000 (in thousands of $) 302014 402014 1Q2015 2Q2015 3Q2015 402015 1Q2016 20,2016 3Q2016 40,2016 Net Receipts +SBOE Admin Fees Due $540 $530 $ 5 2 0 $510 $500 $490 $480 $470 $460 $450 TOP 25 SALES/USE TAX CONTRIBUTORS The following list identifies RCTC's Top 25 Sales/Use Tax contributors. The list is in alphabetical order and represents sales from January 2016 to December 2016. The Top 25 Sales/Use Tax contributors generate 20.2% of RCTC's total sales and use tax revenue. ALBERTSON'S FOOD CENTERS LOWE'S HOME CENTERS AMAZON.COM MACY'S DEPARTMENT STORE BEST BUY STORES RALPH'S GROCERY COMPANY CARMAX THE AUTO SUPERSTORE ROSS STORES CHEVRON SERVICE STATIONS SAM'S CLUB CIRCLE K FOOD STORES STATER BROS MARKETS COSTCO WHOLESALE TARGET STORES DEPT OF MOTOR VEHICLES USA SERVICE STATIONS FERGUSON WATERWORKS VERIZON WIRELESS FOOD 4 LESS WAL MART STORES HOME DEPOT WALGREEN'S DRUG STORES JOHNSON MACHINERY COMPANY WHIRLPOOL KOHL'S DEPARTMENT STORES N m G1 LL c -o a www.MuniServices.com (800) 800-8181 80 Page 2 Riverside County Transportation Commission HISTORICAL SALES TAX AMOUNTS The following chart shows the sales tax level from sales through December 2016, the highs, and the lows for each segment over the last two years. $25,000 $20,000 $15,000 $10,000 $ 5, 000 $0 (in thousands of $) 442016 n • ■ High Low s, -.5 z`' 5 �e e w5 a �e J�a� �w°t fe�a awe°� �°� roc •at�� �,2, a.JS�� a\e`' e`,'" e�� °�� e � `,, �e�y a� a,5 c.., c� Q `„, \a°e `��• c �a QQa °° 40, �\$r v- ' a `ems Se a� P <b O Q�5 •�� ANNUAL SALES TAX BY BUSINESS CATEGORY (in thousands of $) 30,311 30,068 29,710 29,395 442016 342016 202016 102015 442015 302015 242015 142015 402014 302014 47,905 47,520 47,083 46,757 46,184 28,912 28,417 43,162 43,087 17,983 27,937 42,852 17.441 27,415 26,957 26,689 42,795 17,217 42,934 16,913 42,800 16,496 26,236 3,713 25,702 3,624 25,311 3,578 24,985 3,503 I 25,305 3,474 25,629 3,335 I 26,065 3,269 I 26,297 3,207 I 25,421 3,112 $0 $20,000 $40,000 $60,000 $80,000 $100,000 $120,000 $140,000 5160,000 $180,000 ■ General Retail ■ Food Products ' Transportation ■ Construction ■ Business To Business ■ Miscellaneous www.MuniServices.com (800) 800-8181 81 Page 3 Riverside County Transportation Commission FIVE-YEAR ECONOMIC TREND: General Retail $16,000 $14,000 $12,000 $10,000 Ss,000 $6,000 $4,000 $2,000 $a (in thousands of $) n-ri nTi iiiiiiiiiiii iiiiiiiiiiiiiiiiiiii iiiiiiiiiiiiiiiiiiii iiiiiiiiiiiiiiiiiiii .-I N N N N m m m m V V V V L/1 ill Ln 1.11 l0 l0 CO CO ,-I ti I-1 t-I I-1 t-I .i-I ti .i-I ti ti I-1 .i-I I-1 t-I ti ti .i-I ti I-1 t-I 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 � .� ry m � .� ry m � .� ry m � .� ry m � .� ry m � FINAL RESULTS: July - September 2016 Sales Local Net Cash Collections Less: Pool Amounts Less: Prior Quarter Payments Add: Late Payments Local Net Economic Collections after Adjustments Percent Change from July — September 2015 Sales MUNISERVICES' ON -GOING AUDIT RESULTS This Quarter $283,777 Total to Date $7,490,534 $41,650,714 ($-501,550) ($1,882,793) $1,615,941 $41,885,412 UP BY 3.7% www.MuniServices.com (800) 800-8181 82 Page 4 ATTACHMENT 2 RCTC 1/2%: Sales Tax Performance Analysis by Quarter TOTAL TOTAL $50, 000, 000 $45, 000, 000 $40,000,000 $35, 000, 000 $30, 000, 000 $25, 000, 000 $20, 000, 000 - $15, 000, 000 $10, 000, 000 $5, 000, 000 a d al Ca g aU � d g d C d d d d d d d al� d c-I N N N N en M en M d- d- d- d- Li-) in Ln Ln lD lD lD lD 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 N N N N N N N N N N N N N N N N N N N N N Q1 Q2 I Q3 Q4 Economic CATEGORY TOTAL $16,000,000 2016Q4 Q0Q %A QoQ $A YoY %A YoY $A $45,565,985 2.5% $1,099,902 2.9% $4,889,121 $14, 000, 000 (GENERAL RETAIL 2016Q4 QoQ %A QoQ $A YoY %A YoY $A $14,834,423 3.4% $482,759 3.4% $1,630,982 $12,000,000 % of 2016Q4 Total: 32.6% FOOD PRODUCTS $10,000,000 2016Q4 QoQ %A QoQ $A YoY %A YoY $A $7,651,946 3.3% $243,069 4.8% $1,399,776 % of Total: 16.8% $8, 000, 000 'TRANSPORTATION $10,820,045 3 2016Q4 QoQ %A QoQ $A YoY %A YoY $A $6,000,000 .7% $385,069 -0.4%-$191,141 % of Total: 23.7% $4,000,000 CONSTRUCTION $2 000 000 % of Total $0 2016Q4 Q0Q %A QoQ $A YoY %A YoY $A $4,565,676 -1.0%-$45,580 3.1% $553,334 10.0 % 'BUSINESS TO BUSINESS 2016Q4 Q0Q %A QoQ $A YoY %A YoY $A $6,687,098 -0.7%-$45,475 4.8% $1,205,806 % of Total: 14.7% Q0Q = 16Q4 / 15Q4 YoY = YE 16Q4 / YE 15Q4 83 INLAND EMPIRE: Quarterly Comparison of 2015Q4 and 2016Q4 ( October thru December Sales ) ATTACHMENT 3 c m a c v Y V 2 ss c u° m m Oct - Dec 0 2016 (2016Q4) Oct - Dec 2015 (2015Q4) % Chg Gain Gain Decline Decline RIVERSIDE COUNTY N. BANNING 73.3% 1.6% 5.9% -0.8% 9.6% 52.9% 528,334 466,946 13.1% Miscellaneous Retail Auto Sales - New Auto Sales - Used Closed Acct-Adjustmt BEAUMONT -1.1% 6.8% 5.1% -68.2% 15.9% -10.3% 1,028,052 1,072,060 -4.1% Heavy Industry Misc. Vehicle Sales BIdg.Matls-Retail Apparel Stores BLYTHE -14.5% -3.5% -7.1% -4.0% -15.1% -21.3% 368,159 400,720 -8.1% Business Services BIdg.Matls-Retail Department Stores Light Industry CALIMESA 1.9% -3.5% 2.5% -32.7% -4.8% 675.4% 163,878 159,669 2.6% Miscellaneous Other Service Stations Restaurants Misc. Vehicle Sales CANYON LAKE -7.7% 9.1% 31.7% 31.0% -62.5% -21.0% 51,551 53,690 -4.0% Misc. Vehicle Sales Auto Sales - Used Heavy Industry Leasing CATHEDRAL CITY -5.7% 1.4% 2.7% -10.0% -7.7% -15.2% 1,993,119 1,992,595 0.0% Auto Sales - New Misc. Vehicle Sales Heavy Industry Service Stations COACHELLA -0.3% 2.7% -0.7% -14.4% -16.4% 8.2% 763,717 775,916 -1.6% Restaurants Energy Sales Leasing BIdg.Matls-Retail CORONA -3.1% 0.2% 0.5% -11.9% 24.9% 11.8% 8,698,962 8,727,565 -0.3% Office Equipment Light Industry BIdg.Matls-Retail BIdg.Matls-Whsle DESERT HOT SPRINGS 1.2% 5.2% -8.1% 9.8% 23.7% 25.6% 312,023 312,561 -0.2% Restaurants Drug Stores Service Stations Department Stores EASTVALE -13.1% 2.8% -1.5% -34.8% -4.7% 11.5% 1,680,056 1,886,237 -10.9% Electronic Equipment Food Processing Eqp BIdg.Matls-Retail Miscellaneous Retail HEMET 4.9% 0.9% -0.7% -78.0% -1.4% -8.2% 2,466,147 2,823,048 -12.6% Apparel Stores Auto Sales - New BIdg.Matls-Whsle BIdg.Matls-Retail INDIAN WELLS -0.7% 7.0% -100.0% 1053.8% 23.0% -55.0% 236,910 223,771 5.9% Restaurants Furniture/Appliance Food Markets Miscellaneous Retail INDIO 2.7% 4.7% 5.6% -31.9% 19.5% 5.7% 2,373,051 2,358,855 0.6% Auto Sales - New Light Industry BIdg.Matls-Retail BIdg.Matls-Whsle JURUPA VALLEY 8.3% 2.7% 2.6% 2.7% 4.9% -2.1% 2,333,570 2,235,014 4.4% Heavy Industry Furniture/Appliance Miscellaneous Retail Leasing LA QUINTA 0.0% 5.3% -1.8% -57.8% -7.9% -34.5% 1,934,755 2,043,025 -5.3% Restaurants Apparel Stores BIdg.Matls-Retail Miscellaneous Retail LAKE ELSINORE -4.1% 1.9% 7.0% -33.0% 3.3% -56.2% 2,066,642 2,136,799 -3.3% Auto Sales - New Business Services BIdg.Matls-Retail Miscellaneous Retail MENIFEE 8.7% 10.2% 11.2% 7.3% 7.5% -20.6% 1,675,177 1,537,979 8.9% Restaurants Furniture/Appliance Recreation Products Miscellaneous Other MORENO VALLEY 1.1% 2.8% 6.5% -40.4% -1.1% 23.3% 4,137,083 4,176,629 -0.9% Auto Sales - New Restaurants BIdg.Matls-Retail Heavy Industry MURRIETA 2.8% 3.0% 4.2% -36.9% -3.4% -11.6% 3,371,259 3,418,311 -1.4% Auto Sales - Used Misc. Vehicle Sales BIdg.Matls-Retail BIdg.Matls-Whsle NORCO 2.6% 4.1% 10.1% -18.8% -3.4% -4.7% 1,468,130 1,404,135 4.6% Auto Sales - New Auto Sales - Used BIdg.Matls-Whsle Leasing PALM DESERT -1.0% 7.0% 25.2% -25.4% 8.4% -79.5% 4,592,689 4,683,436 -1.9% Auto Sales - New Restaurants Miscellaneous Other BIdg.Matls-Retail PALM SPRINGS 1.7% 8.7% 5.6% -1.0% 11.4% -6.8% 2,852,968 2,711,833 5.2% Restaurants Leasing Furniture/Appliance Light Industry PERRIS 95.4% 3.6% -3.8% -53.1% 17.1% 9.5% 2,245,990 2,142,928 4.8% Furniture/Appliance BIdg.Matls-Whsle BIdg.Matls-Retail Auto Sales - New RANCHO MIRAGE -4.9% 2.7% 20.2% -74.8% 21.5% 7.6% 1,122,915 1,159,976 -3.2% Auto Sales - New Restaurants BIdg.Matls-Retail Furniture/Appliance RIVERSIDE 1.1% 2.0% 1.0% -14.2% -2.9% 40.1% 14,057,618 14,149,703 -0.7% Department Stores Misc. Vehicle Sales BIdg.Matls-Retail Auto Sales - New SAN JACINTO 1.0% 3.4% 4.1% -8.3% -26.5% 10.9% 630,880 622,750 1.3% Florist/Nursery Service Stations Light Industry Department Stores TEMECULA -23.0% 2.2% 5.5% -28.4% 81.6% -4.8% 8,132,146 8,263,949 -1.6% Office Equipment Auto Sales - New Miscellaneous Retail BIdg.Matls-Retail WILDOMAR 21.2% 5.0% 3.7% 54.8% 21.6% -18.8% 372,536 346,412 7.5% Misc. Vehicle Sales Restaurants Service Stations Miscellaneous Other RIVERSIDE COUNTY -0.6% 4.8% -0.8% -26.7% 7.3% -0.5% 6,581,372 6,855,967 -4.0% Auto Parts/Repair Heavy Industry BIdg.Matls-Whsle Miscellaneous Retail Non -Confidential 84 MuniServices AGENDA ITEM 7 RIVERSIDE COUNTY TRANSPORTATION COMMISSION DATE: May 22, 2017 TO: Budget and Implementation Committee FROM: Michele Cisneros, Deputy Director of Finance THROUGH: Theresia Trevino, Chief Financial Officer SUBJECT: Proposed Budget for Fiscal Year 2017/18 STAFF RECOMMENDATION: This item is for the Committee to: 1) Receive input on the proposed budget for FY 2017/18; 2) Close the public hearing on the proposed Budget for FY 2017/18; 3) Approve the salary schedule effective July 6, 2017, located in Appendix B of the proposed budget, 4) Adopt the proposed Budget for FY 2017/18; and 5) Forward to the Commission for final action. BACKGROUND INFORMATION: The annual fiscal budget is the result of staff determining the operating and capital needs for FY 2017/18 and identifying the resources to fund those needs. The budget process began in January 2017. The goals and objectives approved by the Commission on March 8 were the basis of this budget. The goals and objectives considered during the preparation of the budget relate to mobility initiatives, goods movement, improved system efficiencies, environmental stewardship, economic development, intermodalism and accessibility, public and agency communications, and financial and administrative policies. Staff presented the proposed budget to the Commission on May 10. Subsequent to that presentation, staff updated the document as a result of the following changes resulting in a net decrease of $1,431,300 to the projected fund balance at June 30, 2018. Adjustments to Fiscal Year 2016/17 Projected Amounts • A $500,000 decrease in engineering expenditures for the Mid County Parkway project; • A $1,582,000 increase in construction expenditures for the Limonite Avenue widening project in Jurupa Valley; and • A $10 million increase in debt proceeds for the issuance of commercial paper notes related to the Interstate 15 Express Lanes project. Agenda Item 7 85 Adjustments to Fiscal Year 2017/18 Budgeted Amounts • A $7,300 decrease in investment income as a result of the net decrease in fund balance; • A $645,000 increase in professional expenditures due to an increase in transportation funding audits, financing counsel and consultants, and communication services; • A $200,000 increase in toll credit card fees; • A $500,000 increase in toll service provider expenses; • A $500,000 increase in engineering expenditures for the Mid County Parkway project; • A $1.5 million decrease in construction expenditures for the Limonite Avenue widening project in Jurupa Valley; • A $3,000 decrease in allocation of administrative expenditures; • A $10 million increase in debt service principal payments for outstanding commercial paper notes; and • A $16,349,600 increase in operating transfers due to financing for the 1-15 Express Lanes project and completion of the 91 Project. A public hearing to allow for public comment on the proposed budget, as revised, is required prior to the adoption of the proposed budget, including the proposed salary schedule. The public hearing was opened at the May 10 Commission meeting. After the public hearing is closed on June 14, adoption of the proposed budget for FY 2017/18 will follow. In accordance with the Commission's fiscal policies, the budget must be adopted no later than June 15 of each year. The proposed budget for FY 2017/18 is attached. This document contains the executive summary, as revised, that was presented at the May 10 Commission meeting; the Appropriations Limit; the guiding policies related to the preparation of the budget; a summary of the budget process; fund budgets; details of program revenues and other sources; debt; department budgets; community profile; and appendices including a glossary of acronyms, salary schedule effective July 6, 2017, funding definitions, and program/general terms. A summary of the proposed budget for FY 2017/18 is as follows: Agenda Item 7 86 FY 2017/18 Budget Revenues and other financing sources: Sales taxes -Measure A, LTF, and STA $ 274,469,000 Reimbursements (federal, state, and other) 98,648,100 TU M F 21,250,000 Toll revenues 16,835,800 Other revenues 248,000 Interest on investments 3,509,400 Debt proceeds 285,652,000 Transfers in 311,984,500 Total revenues and other financing sources 1,012,596,800 Expenditures/Expenses and other financing uses: Personnel salary and fringe benefits 9,554,200 Professional services 18,516,100 Support services 11,843,200 Projects and operations 624,694,700 Capital outlay 5,380,000 Debt service (principal, interest and costs of issuance) 112,668,200 Transfers out 311,984,500 Total expenditures/expenses and other financing uses 1,094,640,900 Excess of expenditures/expenses and other financing uses over (82,044,100) revenues and other financing sources Beginning fund balance 687,463,600 Ending fund balance Attachment: FY 2017/18 Proposed Budget (Enclosed on CD) $ 605,419,500 Agenda Item 7 87 vir 40 YEARS 1976-2016 Al lliii 11111m Riverside County Transportation Commission FISCAL YEAR 2017/18 June 14, 2017 Honorable Commissioners Riverside County Transportation Commission Riverside, California FY 2017/18 Budget Introduction A County on the Move — Completed Projects and Active Construction Highlight a Busy Year Thank you for reviewing the Fiscal Year (FY) 2017/18 budget for the Riverside County Transportation Commission (Commission or RCTC). This document provides an opportunity to evaluate the financial backbone of an innovative and active public transportation agency. Significant accomplishments have marked the Commission's last two years with the opening of the Perris Valley Line and the 91 Express Lanes in Corona. The upcoming fiscal year continues a concerted effort of investment and construction in Riverside County's (County) transportation infrastructure and results in new responsibilities that will shape the Commission's direction into the future. The completion of these projects have created additional travel options and improved mobility for residents and commuters while providing a positive and ongoing boost for local businesses and employers. People Working — Building a Better Future The Commission and its project partners at Ca!trans, local jurisdictions, and transit agencies are investing in transportation using a variety of local, state, and federal sources to build projects, plan and design new improvements, and get people working and contributing to the local economy. During FY 2017/18, the Commission will invest $465 million in capital projects that include highway, regional arterial, local streets and roads, and rail projects. The Commission's overall budget will exceed $780 million and also includes funding of transit operations, payments to cities and the County for street and road improvements, and management of smaller programs such as motorist and commuter assistance. The Commission's status has become somewhat unique in southern California. As many transportation agencies have consolidated functions and grown in size, the Commission remains true to the original intent of the State legislation that first created it —now operating with a staff of 50 budgeted positions. This maintains the original vision of the State Legislature when it created the Commission in 1976. By doing so, the Commission remains effective in its role as a transportation planning and funding agency by maintaining productive relationships with other agencies. For example, Measure A funds local transportation priorities and needs. In FY 2017/18, the Commission will return $52.9 million in funding to local cities and the County for local street and road needs. The Commission also receives and programs funding from state and federal sources. This includes the State's Transportation Development Act program dollars that are allocated primarily to the County's major public transit providers. Measure A also pays its share by funding transit fare discounts and programs for senior citizens, persons with disabilities, and individuals of limited means and by operating a commuter assistance program that provides traveler information and ridesharing assistance to employers and commuters. Toll Facilities Becoming a Larger Part of Riverside County's Transportation Solution On March 20, 2017, the Commission opened a $1.4 billion project consisting of two tolled express lanes and the addition of a general purpose lane in each direction of SR-91 between the Orange County line and 1-15 in the City of Corona. The Express Lanes are an extension of the existing 91 Express Lanes in Orange County, and the Commission and the Orange County Transportation Authority are working jointly to ensure ongoing maintenance and operations of the bi-county facility. The construction project to build the extension and adjacent freeway improvements created 16,000 new jobs and is the largest ever funded by the Commission. The work results in a transformation of Riverside County's transportation system with reduced congestion, toll lane options, and enhanced transit service. The overall economic effect for the County will be significant and will aid economic development opportunities throughout the region. The completion of the project also creates new responsibilities for the Commission as a toll facility operator. This year's budget reflects the new revenues and expenses generated by the new 91 Express Lanes. The transition into toll operations also serves as a precursor into a much broader role as a toll operator as the Commission begins construction on the 1-15 Express Lanes project in early 2018. This $455 million project will add two tolled express lanes along a distance of approximately 15 miles between State Route 60 and Cajalco Road. The facility will travel through the cities of Corona, Eastvale, Norco, and Jurupa Valley. Additional Projects Perris Valley Line Serving More Riders In addition to funding highway construction projects, the Commission places a high priority on funding public transit. The Commission allocates federal, state and Measure A funding for services provided by local transit operators and Metrolink. The Commission's Perris Valley Line project will enter its second year of operation and is beginning to build its popularity thanks to aggressive marketing and promotions to build ridership. Ongoing residential and business growth, along with the upcoming move of a California Air Resources Board facility will continue to create demand for new ridership along the route. 1-10 Jefferson Interchange in Indio Breaks Ground Over the last few years, the Coachella Valley Association of Governments (CVAG), a key RCTC partner, has completed construction on a number of key interchanges along I-10. Construction has been completed on rebuilt and expanded freeway interchanges at Palm Drive, Indian Canyon Drive, Bob Hope Drive, Date Palm Avenue, and Monterey Avenue. The attention now shifts slightly eastward to another 1-10 interchange at Jefferson Avenue in the city of Indio. The $42.3 million project to transform the interchange which connects the Coachella Valley's largest city to the freeway broke ground in early 2015 and is expected to be completed in early 2017. The project is being funded through a variety of state and local funding. Looking Forward to an Exciting Future State Creates Riverside County Transportation Efficiency Corridor to Speed Riverside County Projects The California Legislature and Governor Edmund G. Brown have approved a comprehensive transportation funding bill that increases the gas tax and assesses other fees to fund needed improvements throughout the state. The added funding is focused primarily on maintenance priorities but will also leverage local funding sources such as the Commission's Measure A program to fund additional projects. In and of itself, the increase in funding is welcome news for the Commission; however, another added benefit in the legislation placed a special priority and appropriates $427 million in state funding for five projects in Northwest Riverside County. All five have been on hold pending funding. The state's action ensures the funding need to go forward. The five projects include another toll lane connector between the 91 Freeway and the Northern portion of 1-15, railroad grade separations at Jurupa Avenue and McKinley Street, an expanded freeway interchange at 1-15 and Limonite Avenue and the replacement of the Hamner Avenue bridge over the Santa Ana River. The Commission will likely play some role in the delivery of the projects, with a special emphasis on the construction of the toll connector in that it will benefit both the existing 91 Express Lanes as well as the future 1-15 Express Lanes. Commission Approves State Route 79 Environmental Document On January 27, 2017, the Commission approved the final Environmental Impact Report (EIR)/Environmental Impact Summary (EIS) for the proposed State Route 79 project. The project will provide better mobility for the Hemet/San Jacinto area which is rapidly growing and poorly served by the current State Route 79 which travels a circuitous route and impacts residential area. Funding for the project is included in the Measure A Expenditure Plan although unlikely to become available in the near future. Unlike much of urbanized California, Riverside County still has a need to develop new transportation corridors to provide added capacity for cars, trucks, public transit, and active transportation uses such as bicycling and walking. Developing new capacity can be done in a manner that is complementary in maintaining the environment and improving the quality of life for local residents. Transportation interacts with a variety of human needs including better air quality, a reduction in water runoff, reducing the creation of greenhouse gases, and transportation alternatives that promote better health through walking or bicycling. By taking a more holistic approach, the importance of transportation actually grows larger and is valued as a vital necessity, but that can only happen as long as capacity continues to grow. Is Enhanced Coachella Valley Rail Service in our Future? Added capacity includes more rail service in underserved corridors. RCTC, in coordination with Caltrans, the Federal Railroad Administration (FRA), and CVAG, is studying the expansion of Amtrak passenger rail service to the Coachella Valley and San Gorgonio Pass. The service is envisioned to provide an integrated, sustainable travel mode; promote economic opportunities; and foster more livable communities. Currently, there are very limited transit connections between Los Angeles and the Coachella Valley. This service would provide new travel options between job centers and Coachella Valley tourism destinations. The study took a big step forward in mid-2015 with the approval of a $2.98 million grant from the FRA which fully funds the Commission's efforts to complete a federally -required Alternatives Analysis and Preliminary Service Planning. While a number of steps are still required before the service can be added, the project offers an exciting opportunity to offer a new transportation option for those seeking to travel to and from the Coachella Valley from anywhere in southern California. A Commitment to Riverside County Ensuring local funding for transportation will require ongoing outreach to the public and transparent oversight and management that ensures public confidence in the Commission's fiduciary, oversight, and visionary roles. This budget document is intended to demonstrate the Commission's commitment to the public as well as documenting the Commission's dedication to sound budget practices. This budget document is one of many ways the Commission works to ensure public accountability and full transparency of its actions. Yet another Commission priority is in customer service and is demonstrated in our investment in the Inland Empire 511 Traveler Information Service —known as IE511—and other motorist service programs such as outreach to employers for ridesharing assistance, the establishment and maintenance of freeway call boxes, and the Freeway Service Patrol program. As the Commission adds more responsibilities to become a toll facility operator, it will increase RCTC's interaction with the public that will only strengthen our commitment to communicating in an effective and proactive manner. The Commission has also expanded its commitment in communicating with the public We welcome public input and participation and invite you to visit our website at www.rctc.org or to follow us on Twitter @RCTC. GFOA Distinguished Budget Award The Government Finance Officers Association of the United States and Canada (GFOA) presented a Distinguished Budget Presentation Award to RCTC for its annual budget for the fiscal year beginning July 1, 2016. In order to receive this award, a governmental unit must publish a budget document that meets program criteria as a policy document, an operations guide, a financial plan, and a communications device. The award is valid for a period of one year only. The Commission believes this budget continues to conform to program requirements, and it will be submitted to GFOA to determine the Commission's eligibility for another award. Acknowledgements The preparation of this budget has been a collaborative effort of the Commission's staff. The budget reflects the Commission's desire to communicate the components of the budget in terms that are easily understandable and supportable for the general public. Staff acknowledges and appreciates the guidance and leadership of the Board of Commissioners and the sense of renewal and commitment it has and continues to inspire. Signature on file Signature on file Anne Mayer, Executive Director Theresia Trevino, Chief Financial Officer TABLE OF CONTENTS COMMISSION INTRODUCTION EXECUTIVE SUMMARY Introduction Budget Overview Commission Personnel Department Initiatives Fund Balances Budget Comparative Operating and Capital Budget Budget by Governmental Fund Type Highway, Regional Arterial, and Rail Programs GANN APPROPRIATIONS LIMIT Section 1: GUIDING POLICIES Commission Policy Goals and Objectives Financial and Administration Policies Policy Matrix Section 2: BUDGET PROCESS SUMMARY Budget Process Functional Organization Chart Staff Organization Chart Section 3: FUND BUDGETS Budgetary Basis and Funds Structure General Fund Special Revenue Funds Capital Projects Funds Debt Service Funds Section 4: REVENUES AND OTHER SOURCES Revenues and Other Sources Program Revenues and Other Sources Section 5: COMMISSION DEBT Debt Debt Capacity Analysis Aggregate Debt Service Schedule Outstanding Debt and Debt Service Requirements Program and Geographic Debt Outstanding Legal Debt Margin Section 6: DEPARTMENT BUDGETS Budget Comparison by Department 6.1: MANAGEMENT SERVICES Executive Management Administration Legislative Affairs and Communications Finance 6.2: REGIONAL PROGRAMS Planning and Programming Rail Public and Specialized Transit Commuter Assistance Motorist Assistance Narrative discussion of the history of the Commission and list of principal officers Narrative overview of the operational and financial factors considered Summarized narrative overview, charts, and tables of sources and uses Personnel expenditures and full-time equivalents Major initiatives and summarized uses by department Projected fund balances by governmental fund type and program Schedule of budget by summarized line item Schedule of budget classified by operating and capital purposes Schedule of budget by governmental fund type Listing of budgeted capital project expenditures by program Narrative discussion of the appropriations limit Narrative description of policy goals and objectives Description of financial policies Linkage of policy goals and departmental goals and objectives Narrative description of various budget stages Organization chart by Commission functions Organization chart of budgeted staff Narrative description of budgetary basis and funds structure Overview; narrative and charts of sources and uses Overview; narrative and charts of sources and uses by Measure A and non -Measure A special revenue funds Overview; narrative and charts of sources and uses Overview; narrative and charts of sources and uses Narrative description of various revenues and other sources; schedule of funding sources by department/program; definitions and background Narratives of revenues by program; revenue trends Narrative discussion of debt programs Charts and accompanying narrative demonstrating debt capacity Schedule of debt maturities by year for sales tax bonds Description of outstanding debt and related debt service requirements Charts of debt service by program and geographic area Schedule of calculation of legal debt margin Schedule of revenues, expenditures, and other financing sources (uses) by department Goals and objectives, key assumptions and budgeted uses Goals and objectives, key assumptions and budgeted uses Goals and objectives, key assumptions and budgeted uses Goals and objectives, key assumptions and budgeted uses Goals and objectives, key assumptions and budgeted uses Goals and objectives, key assumptions and budgeted uses Goals and objectives, key assumptions and budgeted uses Goals and objectives, key assumptions and budgeted uses Goals and objectives, key assumptions and budgeted uses 6.3: TOLL OPERATIONS Riverside 91 Express Lanes 6.4: CAPITAL PROJECTS Capital Project Development and Delivery Location of Capital Projects Capital Projects Summary Local Streets and Roads Summary Section 7: COMMUNITY PROFILE Riverside County Demographics Statistical Information Commission Facts Section 8: APPENDICES A —Glossary of Acronyms B—Salary Schedule C—Funding Definitions D—Program Terms E—General Terms Goals and objectives, key assumptions and budgeted uses Goals and objectives, key assumptions and budgeted uses Local map of major capital projects for current year Narrative description of each capital project Schedule of local streets and roads disbursements by local agency Narrative discussion of Riverside County's community profile Charts of various demographic data Charts and tables of various statistical information Narrative overview of the Commission's programs and services Explanation of commonly used abbreviations Schedule of salaries in accordance with state law Narrative description of various funding sources Description of Commission programs and related terms Commonly used terms in governmental accounting and finance Commission Introduction State of California (State) law created the Riverside County Transportation Commission (Commission or RCTC) in 1976 to oversee the funding and coordination of all public transportation services within Riverside County (County). The Commission's mission is to assume a leadership role in improving mobility in the County. The governing body consists of all five members of the County Board of Supervisors, one elected official from each of the County's 28 cities, and one non -voting member appointed by the Governor of California. The Commission is responsible for setting policies, establishing priorities, and coordinating activities among the County's various transit operators and other agencies. The Commission also programs and/or reviews the allocation of federal, state, and local funds for highway, transit, rail, non -motorized travel (bicycle and pedestrian), and other transportation activities. The Commission serves as the tax authority and implementation agency for the voter approved Measure A Transportation Improvement Program (TIP). Measure A was originally approved by the County's electorate in 1988 and imposed a one-half of one cent transaction and use tax (sales tax) to fund specific programs that commenced in July 1989 (1989 Measure A). The 1989 Measure A was approved for 20 years and expired on June 30, 2009. On November 5, 2002, the voters of Riverside County approved the renewal of Measure A beginning in July 2009 through June 2039 (2009 Measure A). Additionally, the Commission provides motorist aid services designed to expedite traffic flow. These services include the Service Authority for Freeway Emergencies (SAFE), a program that provides call box service for motorists; the Freeway Service Patrol (FSP), a roving tow truck service to assist motorists with disabled vehicles on the main highways of the County during peak rush hour traffic periods; and 511, a traveler information system. These services are provided at no charge to motorists and are funded through a $1 surcharge on vehicle registrations. The Commission is also legally responsible for allocating Transportation Development Act (TDA) funds, the major source of funds for transit in the County. The TDA provides two sources of funding: the Local Transportation Fund (LTF), which is derived from a one -quarter of one cent state sales tax, and State Transit Assistance (STA), which is now derived from the statewide sales tax on diesel fuel. Prior to 2010, STA revenues included the tax on gasoline. Finally, the Commission has been designated as the Congestion Management Agency (CMA) for the County. As the CMA, the Commission coordinates with local jurisdictions in the establishment of congestion mitigation procedures for the County's roadway system. Riverside County Transportation Commission List of Principal Officials Board of Commissioners Name Title Agency Kevin Jeffries Member County of Riverside, District 1 John F. Tavaglione Chair (Commission) County of Riverside, District 2 Chuck Washington 2"d Vice Chair (Commission) County of Riverside, District 3 To Be Appointed Member County of Riverside, District 4 Marion Ashley Member County of Riverside, District 5 Deborah Franklin Chair (Western Riverside County Programs and Projects City of Banning Committee) Nancy Carroll Member City of Beaumont Joseph DeConinck Member City of Blythe Jim Hyatt Member City of Calimesa Dawn Haggerty Member City of Canyon Lake Greg Pettis Member City of Cathedral City Steven Hernandez Member City of Coachella Karen Spiegel Member City of Corona Scott Matas Member City of Desert Hot Springs Adam Rush Vice Chair (Western Riverside County Programs and Projects City of Eastvale Committee) Linda Krupa Member City of Hemet Dana Reed Vice Chair (Commission) City of Indian Wells Michael Wilson Member City of Indio Brian Berkson Member City of Jurupa Valley Robert Radi Member City of La Quinta Bob Magee Member City of Lake Elsinore Neil Winter Member City of Menifee Victoria Baca Member City of Moreno Valley Rick Gibbs Member City of Murrieta Berwin Hanna Member City of Norco Jan Harnik Chair (Budget and Implementation Committee) City of Palm Desert Ginny Foat Member City of Palm Springs Michael Vargas Member City of Perris Ted Weil Member City of Rancho Mirage Rusty Bailey Vice Chair (Budget and Implementation Committee) City of Riverside Andrew Kotyuk Member City of San Jacinto Michael S. Naggar Member City of Temecula Ben Benoit Member City of Wildomar John Bulinski Interim Governor's Appointee Ca!trans, District 8 Management Staff Anne Mayer, Executive Director John Standiford, Deputy Executive Director Michael Blomquist, Toll Program Director Marlin Feenstra, Project Delivery Director Shirley Medina, Planning and Programming Director Theresia Trevino, Chief Financial Officer Robert Yates, Multimodal Services Director Aaron Hake, External Affairs Director Executive Summary Introduction The budget for Fiscal Year (FY) 2017/18 is presented to the Board of Commissioners (Board) and the citizens of Riverside County. The budget outlines the projects 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 that will be used for these projects. This document will serve as the Commission's monetary guideline. To provide the reader a better understanding of the projects, staff has included descriptive information regarding each department and major projects. The discussion in each department includes a review of accomplishments, major initiatives, and key assumptions. Staff used the goals and objectives approved at the Commission meeting on March 8, 2017 to prepare this budget. In addition to the Commission's guiding principles, long-term goals, and strategic plan, the short-term factors listed below were used to guide the development of the budget. Operational • Aggressively pursue completion of the State Route (SR) 91 project (91 Project) and development of the Interstate (1) 15 Express Lanes, Mid County Parkway, and SR-79 realignment projects included in the Western Riverside County Delivery Plan, as these projects create jobs and improve the economic base in the County. (Mobility, Economic Development) • Enhance corridor mobility and traveler choice with the operation of the tolled 91 Express Lanes and the continued development of tolled express lanes on 1-15. (Mobility) • Provide leadership in the planning and development of the Coachella Valley -San Gorgonio Pass corridor rail service. (Mobility) • Work closely with local jurisdictions to implement the Transportation Uniform Mitigation Fee (TUMF) regional arterial program projects and facilitate the delivery of eligible arterial improvements in western Riverside County (Western County). (Mobility) • Work closely with partners in the Coachella Valley to ensure the implementation of Measure A funding priorities. (Mobility) • Work with local and regional agencies in developing resources for preservation and maintenance of the highways and regional arterials. (System Efficiencies) • 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. (Mobility, Environmental Stewardship) • Support innovative programs that provide transit assistance in hard to serve rural areas or for riders with special transit needs. (Intermodalism & Accessibility) • Support cost controls and promote operating efficiency for transit operators. (Intermodalism & Accessibility, System Efficiencies) • Maintain effective partnerships among commuters, employers, and government to increase the efficiency of our transportation system by encouraging and promoting motorized and non -motorized transportation alternatives. (Intermodalism & Accessibility, System Efficiencies) • Continue to provide a motorist aid system that ensures safety and convenience to freeway motorists. (System Efficiencies) • Maintain an active involvement in state and federal legislative matters to ensure that the Commission receives proper consideration for transportation projects and funding. (Communications) • Explore local options for sustainable funding in addressing long-term transportation and quality -of -life needs for the County. (Communications, Environmental Stewardship) • Commence the first ten-year update of the 2009 Measure A Expenditure Plan, as required by the ordinance, and initiate the development of a county -wide transportation plan. (Mobility) • Develop and implement express lane marketing and promotion campaigns for the 91 Express Lanes to increase customer accounts and lane usage. (Communications, Mobility) • Maintain close communication with Commissioners and educate policy makers on all issues of importance to the Commission. (Communications) " D e v e l o p a n d e x e c u t e a c o m m u n i c a t i o n s a n d p u b l i c e n g a g e m e n t s t r a t e g y f o r t h e p u r p o s e s o f e d u c a t i o n , i n f o r m a t i o n , a n d c u s t o m e r s e r v i c e . ( C o m m u n i c a t i o n s ) F i n a n c i a l " F u n d a d m i n i s t r a t i v e c o s t s w i t h a l l o c a t i o n s f r o m p r o g r a m f u n d i n g s o u r c e s . ( F i n a n c i a l P l a n n i n g ) " M a i n t a i n a d m i n i s t r a t i v e p r o g r a m d e l i v e r y c o s t s b e l o w t h e p o l i c y t h r e s h o l d o f 4 % o f M e a s u r e A r e v e n u e s ; t h e F Y 2 0 1 7 / 1 8 M a n a g e m e n t S e r v i c e s b u d g e t i s 1 . 1 5 % o f M e a s u r e A r e v e n u e s . ( F i n a n c i a l P l a n n i n g , E x p e n d i t u r e s ) " M a i n t a i n a d m i n i s t r a t i v e s a l a r i e s a n d b e n e f i t s a t l e s s t h a n 1 % o f M e a s u r e A r e v e n u e s ; t h e F Y 2 0 1 7 / 1 8 a d m i n i s t r a t i v e s a l a r i e s a n d b e n e f i t s i s . 5 5 % o f M e a s u r e A r e v e n u e s . ( F i n a n c i a l P l a n n i n g , E x p e n d i t u r e s ) " C o n t i n u e t o m a i n t a i n p r u d e n t c a s h r e s e r v e s t o p r o v i d e s o m e l e v e l o f i n s u l a t i o n f o r u n p l a n n e d e x p e n d i t u r e s . ( R e s e r v e s , C a s h M a n a g e m e n t & I n v e s t m e n t ) " C o n t i n u e t o m a i n t a i n c u r r e n t s t r o n g b o n d r a t i n g s w i t h r a t i n g a g e n c i e s . ( D e b t M a n a g e m e n t ) " M o v e f o r w a r d o n M e a s u r e A p r o j e c t s f o r h i g h w a y s a n d r e g i o n a l a r t e r i a l s u s i n g s a l e s t a x r e v e n u e s , T U M F r e v e n u e s , a n d s t a t e a n d f e d e r a l f u n d i n g a s w e l l a s f i n a n c i n g a l t e r n a t i v e s s u c h a s c o m m e r c i a l p a p e r , s a l e s t a x r e v e n u e b o n d s , t o l l r e v e n u e b o n d s , a n d f e d e r a l l o a n s . ( D e b t M a n a g e m e n t , E x p e n d i t u r e s ) " E s t a b l i s h a n d m a i n t a i n r e v e n u e s a n d r e s e r v e s g e n e r a t e d f r o m t o l l o p e r a t i o n s t o b e a v a i l a b l e f o r d e b t s e r v i c e i n a c c o r d a n c e w i t h t o l l s u p p o r t e d d e b t a g r e e m e n t s ; m a i n t e n a n c e , r e p a i r , r e h a b i l i t a t i o n , a d m i n i s t r a t i o n a n d o p e r a t i o n s ; a n d c a p i t a l p r o j e c t s w i t h i n t h e c o r r i d o r . ( R e s e r v e s , R e v e n u e s ) " C o n d u c t e n h a n c e d o u t r e a c h t o b u s i n e s s e s a n d c o n t r a c t o r s l o c a t e d i n t h e C o u n t y r e g a r d i n g o p p o r t u n i t i e s t o p r o v i d e c o m p e t i t i v e a n d q u a l i f i e d g o o d s a n d / o r s e r v i c e s t o t h e C o m m i s s i o n . ( P r o c u r e m e n t ) " M a i n t a i n t h e e n t e r p r i s e r e s o u r c e p l a n n i n g ( E R P ) s y s t e m t o i n t e g r a t e p r o j e c t a c c o u n t i n g n e e d s a n d i m p r o v e a c c o u n t i n g e f f i c i e n c y . ( A u d i t i n g , A c c o u n t i n g & F i n a n c i a l R e p o r t i n g ) " M a n a g e C o m m i s s i o n p r o j e c t s a n d p r o g r a m s , i n c l u d i n g t o l l o p e r a t i o n s , w i t h a s m a l l b u t e f f e c t i v e s t a f f b y a u g m e n t i n g s t a f f e f f o r t s w i t h c o n t r a c t s t a f f a n d c o n s u l t a n t s . ( H u m a n R e s o u r c e s M a n a g e m e n t ) B u d g e t O v e r v i e w T o t a l s o u r c e s ( T a b l e 1 ) a r e b u d g e t e d a t $ 1 , 0 1 2 , 5 9 6 , 8 0 0 w h i c h i s a n i n c r e a s e o f 3 6 % o v e r F Y 2 0 1 6 / 1 7 p r o j e c t e d s o u r c e s a n d a 2 7 % i n c r e a s e o v e r t h e F Y 2 0 1 6 / 1 7 r e v i s e d b u d g e t . T o t a l s o u r c e s a r e c o m p r i s e d o f r e v e n u e s o f $ 4 1 4 , 9 6 0 , 3 0 0 , t r a n s f e r s i n o f $ 3 1 1 , 9 8 4 , 5 0 0 , a n d d e b t p r o c e e d s o f $ 2 8 5 , 6 5 2 , 0 0 0 . T h e p r o j e c t e d f u n d b a l a n c e a t J u n e 3 0 , 2 0 1 7 a v a i l a b l e f o r e x p e n d i t u r e s / e x p e n s e s ( e x c l u d i n g r e s e r v e s f o r d e b t s e r v i c e o f $ 4 8 , 1 5 1 , 0 0 0 a n d a d v a n c e s r e c e i v a b l e o f $ 2 8 , 4 7 6 , 5 0 0 ) i s $ 6 1 0 , 8 3 6 , 1 0 0 . A c c o r d i n g l y , t o t a l f u n d i n g a v a i l a b l e f o r t h e F Y 2 0 1 7 / 1 8 b u d g e t t o t a l s $ 1 , 6 2 3 , 4 3 2 , 9 0 0 . T a b l e 1 S o u r c e s F Y 2 0 1 6 - 2 0 1 8 F Y 1 5 / 1 6 F Y 1 6 / 1 7 F Y 1 6 / 1 7 F Y 1 7 / 1 8 D o l l a r P e r c e n t A c t u a l R e v i s e d B u d g e t P r o j e c t e d B u d g e t C h a n g e C h a n g e M e a s u r e A S a l e s T a x $ 1 6 7 , 6 3 0 , 3 0 0 $ 1 7 3 , 0 0 0 , 0 0 0 $ 1 7 3 , 0 0 0 , 0 0 0 $ 1 7 6 , 0 0 0 , 0 0 0 $ 3 , 0 0 0 , 0 0 0 2 % L T F S a l e s T a x 8 3 , 7 7 6 , 5 0 0 8 5 , 0 0 0 , 0 0 0 8 5 , 0 0 0 , 0 0 0 8 8 , 0 0 0 , 0 0 0 3 , 0 0 0 , 0 0 0 4 % S T A S a l e s T a x 1 3 , 3 5 8 , 0 0 0 1 0 , 8 2 1 , 6 0 0 1 0 , 8 2 1 , 6 0 0 1 0 , 4 6 9 , 0 0 0 ( 3 5 2 , 6 0 0 ) - 3 % I n t e r g o v e r n m e n t a l 7 6 , 8 2 1 , 4 0 0 5 9 , 2 4 2 , 3 0 0 3 3 , 9 8 5 , 9 0 0 9 8 , 6 4 8 , 1 0 0 3 9 , 4 0 5 , 8 0 0 6 7 % T U M F R e v e n u e 1 9 , 8 3 1 , 3 0 0 1 8 , 5 2 0 , 0 0 0 1 8 , 8 5 0 , 0 0 0 2 1 , 2 5 0 , 0 0 0 2 , 7 3 0 , 0 0 0 1 5 % T o l l R e v e n u e 6 , 1 4 3 , 0 0 0 3 , 2 3 9 , 7 0 0 1 6 , 8 3 5 , 8 0 0 1 0 , 6 9 2 , 8 0 0 1 7 4 % O t h e r R e v e n u e 7 , 2 9 5 , 6 0 0 1 7 3 , 0 0 0 2 6 8 , 5 0 0 2 4 8 , 0 0 0 7 5 , 0 0 0 4 3 % I n v e s t m e n t I n c o m e 8 , 5 9 2 , 8 0 0 1 , 8 4 9 , 0 0 0 4 , 7 1 5 , 6 0 0 3 , 5 0 9 , 4 0 0 1 , 6 6 0 , 4 0 0 9 0 % T r a n s f e r s I n 1 6 2 , 7 0 8 , 7 0 0 2 4 1 , 9 6 6 , 7 0 0 1 9 2 , 8 9 5 , 5 0 0 3 1 1 , 9 8 4 , 5 0 0 7 0 , 0 1 7 , 8 0 0 2 9 % D e b t P r o c e e d s 2 4 8 , 7 9 2 , 2 0 0 2 0 3 , 4 9 4 , 2 0 0 2 2 2 , 5 0 0 , 2 0 0 2 8 5 , 6 5 2 , 0 0 0 8 2 , 1 5 7 , 8 0 0 4 0 % T O T A L S o u r c e s $ 7 8 8 , 8 0 6 , 8 0 0 $ 8 0 0 , 2 0 9 , 8 0 0 $ 7 4 5 , 2 7 7 , 0 0 0 $ 1 , 0 1 2 , 5 9 6 , 8 0 0 $ 2 1 2 , 3 8 7 , 0 0 0 2 7 % R i v e r s i d e C o u n t y h a s s p e c i f i c c o m p e t i t i v e a d v a n t a g e s o v e r n e a r b y c o a s t a l c o u n t i e s ( L o s A n g e l e s , O r a n g e , a n d S a n D i e g o ) i n c l u d i n g h o u s i n g t h a t i s m o r e a v a i l a b l e a n d a f f o r d a b l e a s w e l l a s p l e n t i f u l c o m m e r c i a l r e a l e s t a t e a n d l a n d a v a i l a b l e f o r d e v e l o p m e n t a t l o w e r c o s t s . R i v e r s i d e C o u n t y ' s e c o n o m y i s b e n e f i t t i n g f r o m e m p l o y m e n t g a i n s t h a t a r e a f u n c t i o n o f t h e C o u n t y ' s a b i l i t y t o a t t r a c t b u s i n e s s e s w i t h l o w e r c o m m e r c i a l r e n t s a n d a s k i l l e d l a b o r f o r c e . P o p u l a t i o n m i g r a t i o n t o t h e I n l a n d E m p i r e ( i . e . , R i v e r s i d e a n d S a n B e r n a r d i n o c o u n t i e s ) h a s o c c u r r e d d u e t o t h e s e e m p l o y m e n t o p p o r t u n i t i e s a n d a l o w e r c o s t o f l i v i n g c o m p a r e d t o t h e c o a s t a l c o u n t i e s . I m p r o v e m e n t s i n t h e l o c a l labor market and resurgence in home sales has increased economic activity contributing to stable sales tax revenue growth as noted on Chart 1. Chart 1— Sources: Five -Year Trend $700,000,000 $600,000,000 $soo,000,000 $400,000,000 $300,000,000 $200,000,000 $100,000,000 $o FY 13/14 FY 14/15 FY 15/16 FY 16/17 FY 17/18 Measure A Sales Tax mEml_TF Sales Tax mip.STA Sales Tax mO•TUMF mi•Federal, State, Local Revenues Toll Revenue milmTransfe In Debt Proceeds Sales tax revenues have continued to remain stable during the last five fiscal years. The Commission's economic outlook for FY 2017/18 continues to be cautiously optimistic; however, the state and federal budget issues continue to affect funding of the Commission's capital projects and programs. Should Measure A and Local Transportation Fund (LTF) sales tax revenues fluctuate and the availability of federal and state revenues continue to be uncertain, the timing and scope of the Commission's projects and programs may be impacted. 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 2. Chart 2 — Sources: Major Categories Debt Proceeds 8% Transfers In 31% Measure A Sales Tax 17 % LTF Sales Tax 9 % STA Sales Tax 1% Intergovernmental 10 % TUMF Revenue 2% Toll Revenue 2% Investment Income 0% The State Board of Equalization (SBOE or State) recently provided to cities and other agencies its projections that statewide taxable sales over the next fiscal year will increase 4.4%; however, the Commission is not basing its estimate of revenues solely on the SBOE's projection and will continue its conservative projection practices. After taking the state of the local economy and recent revenue trends into consideration, staff projects Measure A sales tax revenues of $176,000,000 for FY 2017/18. This is a 2% increase from the FY 2016/17 revised projection of $173,000,000. At midyear the Commission will reassess sales tax revenue projections based on the economy and revenue trends. On behalf of the County, the Commission administers the LTF for public transportation needs, local streets and roads, and bicycle and pedestrian facilities. The majority of LTF funding received by the County and available for allocation is distributed to all public transit operators in the County, and 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). The LTF sales tax revenue received from the State is budgeted at $88,000,000, an increase of 4% from the FY 2016/17 revised projection of $85,000,000. State Transit Assistance (STA) funds generated from the statewide sales tax on motor vehicle fuel are allocated by formula by the State Controller to the Commission for allocations to the County's public transit operators. The STA transit allocation, which is based on recent State estimates, for FY 2017/18 is $10,469,000. Intergovernmental revenues include reimbursement revenues from federal sources of $77,877,100, state sources of $11,500,200, and local agencies of $9,270,800 for highway and rail capital projects, rail operations and station maintenance, commuter assistance, and motorist assistance programs as well as planning and programming activities. The significant increase of 67% in FY 2017/18 compared to the FY 2016/17 revised budget is related to federal reimbursements for the 1-15 Express Lanes and Pachappa Underpass projects. Reimbursement revenues vary from year to year depending on project activities and funding levels. As a result of an amended Memorandum of Understanding (MOU) with the Western Riverside Council of Governments (WRCOG), the Commission will receive 48.7% of TUMF revenues (as updated by the most recent Nexus study). TUMF represents fees assessed on new residential and commercial development in Western County. FY 2017/18 TUMF fees are projected at $20,000,000 and are slightly higher than the FY 2016/17 revised projection of $18,850,000 and reflect the resurgence in the housing market in the Inland Empire. Additional TUMF zone reimbursements of $1,250,000 are expected for the Lake Elsinore Railroad Canyon project. FY 2016/17 marked the initial year of toll operations for the Riverside 91 Express Lanes following substantial completion of the 91 Project in March 2017. Estimated toll revenues of $16,835,800 for FY 2017/18 are derived from the Riverside County 91 Express Lanes Extension Investment Grade Traffic and Revenue Report and 2013 financing assumptions. Other revenue of $248,000 is related to property management generated from properties acquired in connection with the 91 Project and various rail properties. Investment income in FY 2017/18 is anticipated to increase by $1,660,400 or 90% compared to the FY 2016/17 budget as the result of higher cash balances in connection with the 1-15 Express Lanes project financing. Transfers in of $311,984,500 relate primarily to the transfer of available debt proceeds for highway projects; LTF funding for general administration, planning and programming, rail operations and station maintenance, and grade separation project allocations; approved interfund allocations for specific projects and administrative cost allocations; and debt service requirements from highway, regional arterial, and local streets and roads funds. Debt proceeds consist of draw downs of $88,000,000 from the federal Transportation Infrastructure Finance and Innovation Act (TIFIA) loan and issuance of $178,760,000 in sales tax revenue bonds and commercial paper notes and associated bond premium of $18,892,000 related to the I-15 Express Lanes project and 91 Project completion financing. Total uses (Table 2), including transfers out of $311,984,500, are budgeted at $1,094,640,900, an increase of 6% from the prior year revised budget amount of $1,032,819,500. Program expenditures and transfers out totaling $958,521,100 represent 88% of total budgeted uses in FY 2017/18. Program costs have increased by 11% from $864,261,400 in FY 2016/17 due to projects identified below. Table 2 — Uses FY 2016-2018 FY 15/16 FY 16/17 Actual Revised Budget FY 16/17 FY 17/18 Projected Budget Dollar Change Percent Change Capital Highway, Rail, and Regional Arterials Capital Local Streets and Roads Commuter Assistance Debt Service Management Services Motorist Assistance Planning and Programming Public and Specialized Transit Rail Maintenance and Operations Toll Operations $ 607,285,200 49,826,500 2,808,100 53,435,100 15,600,700 5,104,100 3,405,900 94,756,100 19,966,100 $ 603,953,000 51,358,000 3,587,500 149,260,800 19,297,300 6,952,400 11,576,400 139,197,300 41,083,700 6,553,100 $ 439,650,100 51,358,000 3,265,600 137,465,400 18,658,700 5,630,600 2,704,700 109,186,700 26,455,400 3,859,600 $ 678,024,000 52,933,000 5,066,000 112,668,200 23,451,600 6,001,400 13,499,000 146,994,200 37,448,000 18,555,500 $ 74,071,000 1,575,000 1,478,500 (36,592,600) 4,154,300 (951,000) 1,922,600 7,796,900 (3,635,700) 12,002,400 12% 3% 41% -25 % 22% -14% 17% 6% -9 % 183% TOTAL Uses $ 852,187,800 $ 1,032,819,500 $ 798,234,800 $ 1,094,640,900 $ 61,821,400 6% Note: Management Services includes Executive Management, Administration, External Affairs, and Finance. Capital highway, rail, and regional arterials budgeted uses of $678,024,000 are 12% higher compared to the FY 2016/17 budget due to continued right of way support for the 91 Project and design build and construction on the 1-15 Express Lanes project. Local streets and roads expenditures of $52,933,000 reflect an increase of 3% over the FY 2016/17 budget and represent the disbursements to local jurisdictions for the construction, repair, and maintenance of local streets and roads. Commuter assistance budgeted expenditures of $5,066,000 are 41% higher than FY 2016/17 budget due to a $1,500,000 transfer out for a Western County public transit project. Debt service of $112,668,200 has decreased 25% as a result of the refunding of $63,900,000 of sales tax revenue bonds in FY 2016/17 compared to the anticipated retirement of $20,000,000 in commercial paper notes in connection with the 1-15 Express Lanes project financing in FY 2017/18. Management services expenditures have increased 22% or $4,154,300 from the FY 2016/17 budget due to information technology equipment upgrades, expansion of office space, robust communication and engagement efforts, financial advisory services, and debt service contribution. Motorist assistance expenditures have decreased 14% or $951,000 from the FY 2016/17 budget as a result of reduction in 1E511 costs and call box hardware upgrades in the prior year. Planning and programming budgeted expenditures of $13,499,000 reflect a 17% increase from the FY 2016/17 budget due to increased projects and operations activities in connection with LTF disbursements for planning and programming, signal synchronization projects, and Fundtrak project database upgrades. Public and specialized transit budgeted expenditures of $146,994,200 are 6% higher than the FY 2016/17 budget due to increased transit capital expenditures for public transit. The 9% decrease in rail maintenance and operation's budgeted expenditures of $37,448,000 is primarily related to Coachella Valley -San Gorgonio Pass corridor activities. Toll operations expenses are budgeted at $18,555,500 to manage the operations, maintenance, and capital support of the Riverside 91 Express Lanes for a full fiscal year. The FY 2016/17 budget represents approximately one-half year of operations. Total uses included in the FY 2017/18 budget by major categories are illustrated in Chart 3. Chart 3 — Uses: Major Categories Rail Maintenance and Toll Operations Operations 2% 3% Public and Specialized Transit 13% Planning and Programming 1% Motorist Assistance 1% Management Services 2% Debt Service 10% Commuter Assistance 1% Capital Local Streets and Roads 5% Commission Personnel Capital Highway, Rail, and Regional Arterials 62% The Commission's salaries and benefits total $9,554,200 for FY 2017/18. This is comparable to the FY 2016/17 revised budget of $9,505,100 (Chart 4) and includes a 4% pool for merit -based salary increases. The Commission's salary schedule for FY 2017/18 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 4 — Salaries and Benefits Cost: Five -Year Comparison $12,000,000 $10,000,000 $8,000,000 $6,000,000 $4,000,000 $2,000,000 $- FY 13/14 FY 14/15 FY 15/16 FY 16/17 FY 17/18 The FY 2017/18 full-time equivalents (FTE) of 50 positions is comparable to the FY 2016/17 level (Table 3) and reflects a 1.0 FTE increase for the recruitment of an information technology administrator. Significant organization changes were accomplished in FY 2016/17 related to large transportation capital projects resulting in toll operations and the investment of billions of dollars requiring substantial attention at many staff levels. Management continues to be firmly committed to the intent of the Commission's enabling legislation that called for a small staff. Staff will continue to be provided the tools needed to ensure an efficient and productive work environment. However, it must be recognized that small is not viewed in an absolute context; it is relative to the required tasks to be performed and the demands to be met. Table 3 - Full -Time Equivalents by Department FY 2016-2018 FY 15/16 FY 16/17 FY 17/18 Executive Management 0.6 0.4 Administration 4.6 4.7 External Affairs 2.1 1.9 Finance 8.3 7.8 Planning and Programming 5.2 6.3 Rail Maintenance and Operations 4.5 4.6 Public and Specialized Transit 2.3 2.3 Commuter Assistance 1.8 1.5 Motorist Assistance 0.7 0.9 Capital Project Development and Delivery 15.9 17.5 Toll Operations 0.0 1.1 TOTAL 46.0 49.0 0.4 5.2 3.8 7.6 5.2 4.5 2.3 1.4 1.4 14.6 3.6 50.0 The Commission provides a comprehensive package of benefits to employees. The package includes: health, dental, vision, life insurance, short and long-term disability, workers' compensation, tuition assistance, sick and vacation leave, retirement benefits in the form of participation in the California Public Employees' Retirement System (CaIPERS), postretirement health care, deferred compensation, and employee assistance program. The compensation components are shown in Chart 5. Chart 5 - Personnel Salaries and Benefits Health 12% 1 Retirement 16% Department Initiatives Other Fringes 6% Salaries 66 % The preparation of each department's budget was based on key assumptions, accomplishments in FY 2016/17, major initiatives for FY 2017/18, and department goals and related objectives. Following are the key initiatives and summary of expenditures/expenses for each department (Tables 4 through 14). Executive Management • Continue project development and delivery as the key Measure A priority. • Foster growth in usage of the 91 Express Lanes and ensure its financial success. • Proceed with construction on the I-15 Express Lanes project. " P r o g r e s s w i t h a s t u d y t o a d d r e s s m i t i g a t i n g t h e i m p a c t o f t r u c k t r a f f i c t h a t s e r v e s l o g i s t i c s f a c i l i t i e s . " C o n t i n u e p l a n n i n g e f f o r t s t o a d v a n c e p a s s e n g e r r a i l s e r v i c e i n t h e C o a c h e l l a V a l l e y - S a n G o r g o n i o P a s s c o r r i d o r . " A d v o c a t e f o r s t a t e a n d f e d e r a l i n v e s t m e n t s i n t r a n s p o r t a t i o n t o f u n d n e e d e d t r a n s p o r t a t i o n p r i o r i t i e s i n t h e C o u n t y a n d s t i m u l a t e t h e l o c a l e c o n o m y . " I n i t i a t e a l o n g - r a n g e R i v e r s i d e C o u n t y T r a n s p o r t a t i o n P l a n f o r u s e i n e s t a b l i s h i n g i n t e g r a t e d t r a n s p o r t a t i o n p r i o r i t i e s . " M a i n t a i n r e g i o n a l c o o p e r a t i o n a n d c o l l a b o r a t i o n a s a s i g n i f i c a n t e f f o r t c o n s i s t e n t w i t h t h e p h i l o s o p h y a n d m i s s i o n o f t h e C o m m i s s i o n . " I m p l e m e n t a c o m p r e h e n s i v e s o c i a l m e d i a o u t r e a c h p r o g r a m t o b u i l d a w a r e n e s s o f t h e C o m m i s s i o n a n d i t s r o l e i n t h e c o m m u n i t y . " M a i n t a i n a n e f f e c t i v e m i d - s i z e d t r a n s p o r t a t i o n a g e n c y w i t h a s m a l l a n d d e d i c a t e d s t a f f . T a b l e 4 - E x e c u t i v e M a n a g e m e n t F Y 1 5 / 1 6 F Y 1 6 / 1 7 F Y 1 6 / 1 7 F Y 1 7 / 1 8 D o l l a r P e r c e n t A c t u a l R e v i s e d B u d g e t P r o j e c t e d B u d g e t C h a n g e C h a n g e P e r s o n n e l $ 1 7 8 , 4 0 0 $ 9 0 , 6 0 0 $ 8 9 , 9 0 0 P r o f e s s i o n a l 9 1 , 0 0 0 2 6 8 , 0 0 0 1 4 6 , 0 0 0 S u p p o r t 6 5 , 5 0 0 8 7 , 0 0 0 7 5 , 6 0 0 T O T A L $ 3 3 4 , 9 0 0 $ 4 4 5 , 6 0 0 $ 3 1 1 , 5 0 0 A d m i n i s t r a t i o n 9 1 , 4 0 0 2 2 5 , 0 0 0 9 0 , 9 0 0 4 0 7 , 3 0 0 8 0 0 1 ( 4 3 , 0 0 0 ) - 1 6 % 3 , 9 0 0 4 % ( 3 8 , 3 0 0 ) - 9 % " P r o v i d e h i g h q u a l i t y s u p p o r t s e r v i c e s t o t h e C o m m i s s i o n a n d t o i n t e r n a l a n d e x t e r n a l c u s t o m e r s . " C o n t i n u e t o e n h a n c e t h e e l e c t r o n i c r e c o r d s m a n a g e m e n t s y s t e m . " C o n t i n u e t o p r o v i d e t i m e l y c o m m u n i c a t i o n s t o C o m m i s s i o n e r s w i t h c o n t i n u e d e m p h a s i s o n t h e u t i l i z a t i o n o f e l e c t r o n i c m a i l . " C o n t i n u e t o u p d a t e t e c h n o l o g y t o i m p r o v e i n t e r n a l p r o c e s s e s a n d i n t e r a c t i o n w i t h t h e p u b l i c . " S u p p o r t a n d d e v e l o p a m o t i v a t e d w o r k f o r c e w i t h a f r a m e w o r k o f a c t i v i t i e s a n d p r a c t i c e s t h a t c o m p l y w i t h e m p l o y m e n t l a w s a n d r e g u l a t i o n s . " C o n t i n u e t o e m p l o y a n d r e c r u i t a d y n a m i c a n d t a l e n t e d w o r k f o r c e . T a b l e 5 - A d m i n i s t r a t i o n F Y 1 5 / 1 6 F Y 1 6 / 1 7 F Y 1 6 / 1 7 F Y 1 7 / 1 8 D o l l a r P e r c e n t A c t u a l R e v i s e d B u d g e t P r o j e c t e d B u d g e t C h a n g e C h a n g e P e r s o n n e l $ 6 1 4 , 2 0 0 $ 5 3 0 , 7 0 0 $ 5 2 5 , 2 0 0 $ 7 2 2 , 6 0 0 $ 1 9 1 , 9 0 0 3 6 % P r o f e s s i o n a l 2 1 3 , 0 0 0 3 9 6 , 7 0 0 3 3 7 , 5 0 0 4 4 7 , 0 0 0 5 0 , 3 0 0 1 3 % S u p p o r t 5 8 1 , 1 0 0 7 2 7 , 8 0 0 7 2 0 , 1 0 0 9 6 3 , 8 0 0 2 3 6 , 0 0 0 3 2 % C a p i t a l O u t l a y 7 3 , 0 0 0 1 7 5 , 0 0 0 1 7 5 , 0 0 0 6 7 0 , 0 0 0 4 9 5 , 0 0 0 2 8 3 % D e b t S e r v i c e 2 4 , 9 0 0 N / A T O T A L $ 1 , 5 0 6 , 2 0 0 $ 1 , 8 3 0 , 2 0 0 $ 1 , 7 5 7 , 8 0 0 $ 2 , 8 0 3 , 4 0 0 $ 9 7 3 , 2 0 0 5 3 % E x t e r n a l A f f a i r s " D e v e l o p e f f e c t i v e p a r t n e r s h i p s w i t h t r a n s p o r t a t i o n p r o v i d e r s t o c o m m u n i c a t e a u n i f i e d m e s s a g e t o C o n g r e s s r e g a r d i n g m o b i l i t y n e e d s . " A d v o c a t e p o s i t i o n s i n t h e S t a t e L e g i s l a t u r e a n d i n C o n g r e s s t h a t a d v a n c e t h e C o u n t y ' s t r a n s p o r t a t i o n i n t e r e s t s . " C o n t i n u e a l e a d e r s h i p r o l e i n f o r m u l a t i n g a c o u n t y w i d e d i r e c t i o n o n f e d e r a l t r a n s p o r t a t i o n p o l i c i e s . " P u r s u e s t a t e l e g i s l a t i o n a u t h o r i z i n g a s a l e s t a x s u p p l e m e n t a l t o M e a s u r e A . " C o n d u c t a c o n c e r t e d o u t r e a c h e f f o r t t o n e w f e d e r a l a n d s t a t e r e p r e s e n t a t i v e s o n l o c a l t r a n s p o r t a t i o n i s s u e s . " U t i l i z e m o d e r n t e c h n o l o g y t o p l a n a r o b u s t p u b l i c c o m m u n i c a t i o n a n d e n g a g e m e n t e f f o r t t o b u i l d a c c e s s i b l e a n d t r a n s p a r e n t c o m m u n i c a t i o n o f t h e C o m m i s s i o n ' s p r o j e c t s . " D e v e l o p m a r k e t i n g a n d c o m m u n i c a t i o n p l a n s f o r t h e 9 1 E x p r e s s L a n e s a n d c o m m e n c e m e n t o f c o n s t r u c t i o n o f t h e 1 - 1 5 E x p r e s s L a n e s p r o j e c t . " C o n t i n u e t h e p u b l i c o u t r e a c h p r o g r a m , " O p e r a t i o n L i f e s a v e r " , t a r g e t i n g s c h o o l s i n c l o s e p r o x i m i t y t o r a i l r o a d t r a c k s o n r a i l s a f e t y e d u c a t i o n , e n g i n e e r i n g , a n d e n f o r c e m e n t . Table 6 — External Affairs FY 15/16 FY 16/17 FY 16/17 FY 17/18 Dollar Percent Actual Revised Budget Projected Budget Change Change Personnel $ 462,000 $ 666,700 $ 666,700 Professional 535,600 918,400 918,400 Support 67,500 114,600 114,400 TOTAL $ 1,065,100 $ 1,699,700 $ 1,699,500 Finance $ 719,100 1,125,500 191,600 $ 2,036,200 52,400 8% 207,100 23% 77,000 67% 336,500 20% • Continue appropriate uses of long- and short-term financing to advance 2009 Measure A projects of the Commission. • Apply the sales tax revenue forecast update to update a financing plan to support the Western Riverside County Delivery Plan and Coachella Valley Association of Governments (CVAG) highway and regional arterial projects. • Continue to support the financing efforts for the 1-15 Express Lanes project. • Work in partnership with the 91 Express Lanes toll operations contractor's back office to develop and refine accounting and financial policies and processes. • Continue to keep abreast of Governmental Accounting Standards Board (GASB) technical activities affecting the Commission's accounting and financial reporting activities and implement new pronouncements. • Continue to strengthen the 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. • Conduct outreach activities to encourage disadvantaged business enterprise (DBE) and small business enterprise (SBE) participation in various contracts. Table 7 — Finance FY 15/16 FY 16/17 FY 16/17 FY 17/18 Dollar Percent Actual Revised Budget Projected Budget Change Change Personnel $ 1,012,800 $ 1,085,200 $ 1,081,600 Professional 1,818,800 2,955,800 2,572,600 Support 862,400 1,230,800 1,210,700 Capital Outlay 25,400 50,000 25,000 Transfers Out 9,000,000 10,000,000 10,000,000 TOTAL $ 12,719,400 $ 15,321,800 $ 14,889,900 Planning and Programming $ 981,600 2,915,200 828,000 280,000 13,199,900 $ 18,204,700 $ (103,600) -10% (40,600) -1% (402,800) -33% 230,000 460% 3,199,900 32% $ 2,882,900 19% • Monitor funding authority and responsibility related to the State Transportation Improvement Program (STIP) and impacts on the STIP caused by the state budget issues. • Ensure STIP/Regional Improvement Program (RIP), Active Transportation Program (ATP), and other funded projects are administered and implemented consistent with California Transportation Commission (CTC), California Department of Transportation (Caltrans), and Southern California Association of Governments (SCAG) policies. • Continue to strategically program projects 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. • Focus on interregional concerns and maintain effective working relationships involving various multi -county transportation issues, including goods movement. • Coordinate planning efforts with regional and local agencies relating to the development of regional transportation plans (RTP) and green house gas reduction (GHG) implementation guidelines. • Secure funding through the FAST Act for goods movement -related needs. • Monitor and track the TUMF regional arterial projects. • Continue the Congestion Management Program (CMP) update and traffic monitoring along urban and rural highway systems. • Participate in the development of the ATP guidelines to represent the County's best interest in program funding. " A d m i n i s t e r t h e S B 8 2 1 B i c y c l e a n d P e d e s t r i a n F a c i l i t i e s P r o g r a m ( S B 8 2 1 ) . " C o m m e n c e t h e d e v e l o p m e n t o f a c o u n t y w i d e i n t e g r a t e d l o n g - r a n g e t r a n s p o r t a t i o n p l a n a n d s u p p o r t n e x t g e n e r a t i o n f e a s i b i l i t y s t u d i e s . T a b l e 8 P l a n n i n g a n d P r o g r a m m i n g F Y 1 5 / 1 6 F Y 1 6 / 1 7 F Y 1 6 / 1 7 F Y 1 7 / 1 8 D o l l a r P e r c e n t A c t u a l R e v i s e d B u d g e t P r o j e c t e d B u d g e t C h a n g e C h a n g e P e r s o n n e l $ 1 , 1 7 5 , 1 0 0 $ 1 , 0 6 6 , 9 0 0 $ 1 , 0 1 8 , 2 0 0 $ 1 , 1 0 5 , 0 0 0 $ 3 8 , 1 0 0 4 % P r o f e s s i o n a l 2 5 8 , 7 0 0 1 9 2 , 5 0 0 1 8 8 , 3 0 0 6 0 2 , 5 0 0 4 1 0 , 0 0 0 2 1 3 % S u p p o r t 2 2 , 0 0 0 1 1 , 3 0 0 1 7 , 2 0 0 1 8 , 2 0 0 6 , 9 0 0 6 1 % P r o j e c t s a n d O p e r a t i o n s 1 , 9 5 0 , 1 0 0 1 0 , 3 0 5 , 7 0 0 1 , 4 8 1 , 0 0 0 1 0 , 9 0 3 , 0 0 0 5 9 7 , 3 0 0 6 % T r a n s f e r s O u t - - - 8 7 0 , 3 0 0 8 7 0 , 3 0 0 N / A T O T A L $ 3 , 4 0 5 , 9 0 0 $ 1 1 , 5 7 6 , 4 0 0 $ 2 , 7 0 4 , 7 0 0 $ 1 3 , 4 9 9 , 0 0 0 $ 1 , 9 2 2 , 6 0 0 1 7 % R a i l M a i n t e n a n c e a n d O p e r a t i o n s " A s a m e m b e r o f t h e S o u t h e r n C a l i f o r n i a R e g i o n a l R a i l A u t h o r i t y ( S C R R A ) , c o n t i n u e a c t i v e p a r t i c i p a t i o n i n t h e g o v e r n a n c e a n d o p e r a t i o n s o f t h e M e t r o l i n k c o m m u t e r r a i l s y s t e m . " C o n t i n u e t h e p l a n n i n g a n d i m p l e m e n t a t i o n o f c a p i t a l i m p r o v e m e n t s a t t h e c o m m u t e r r a i l s t a t i o n s i n t h e C o u n t y , i n c l u d i n g s e c u r i t y a n d r e h a b i l i t a t i o n p r o j e c t s a n d p a r k i n g r e q u i r e m e n t s . " C o n t i n u e t o s u p p o r t a n d e v a l u a t e a c t i v i t i e s r e l a t e d t o t h e P V L s e r v i c e . " E s t a b l i s h t h e b e s t a p p r o a c h t o b u i l d , m a i n t a i n , a n d o p e r a t e c o s t e f f e c t i v e a n d e n v i r o n m e n t a l l y s u s t a i n a b l e f a c i l i t i e s t h a t m e e t t h e p u b l i c ' s t r a n s p o r t a t i o n n e e d s . " L e a d t h e s e r v i c e d e v e l o p m e n t p r o c e s s a n d a c t i v e l y c o o r d i n a t e w i t h a l l s t a k e h o l d e r s a l o n g t h e C o a c h e l l a V a l l e y - S a n G o r g o n i o P a s s c o r r i d o r f o r i n t e r c i t y p a s s e n g e r r a i l s e r v i c e . " D e v e l o p t h e n e x t g e n e r a t i o n r a i l f e a s i b i l i t y s t u d y t o e v a l u a t e f u t u r e g r o w t h o p p o r t u n i t i e s f o r p a s s e n g e r r a i l i n t h e C o u n t y . T a b l e 9 R a i l M a i n t e n a n c e a n d O p e r a t i o n s F Y 1 5 / 1 6 F Y 1 6 / 1 7 F Y 1 6 / 1 7 F Y 1 7 / 1 8 D o l l a r P e r c e n t A c t u a l R e v i s e d B u d g e t P r o j e c t e d B u d g e t C h a n g e C h a n g e P e r s o n n e l $ 7 0 4 , 0 0 0 $ 9 2 6 , 3 0 0 $ 9 2 5 , 8 0 0 P r o f e s s i o n a l 1 , 2 3 3 , 6 0 0 4 , 6 9 2 , 8 0 0 1 , 8 3 9 , 9 0 0 S u p p o r t 1 , 4 1 6 , 7 0 0 2 , 8 6 2 , 3 0 0 2 , 0 9 4 , 1 0 0 P r o j e c t s a n d O p e r a t i o n s 1 6 , 5 3 1 , 6 0 0 3 2 , 5 4 1 , 3 0 0 2 1 , 5 7 4 , 6 0 0 C a p i t a l O u t l a y 8 0 , 2 0 0 6 1 , 0 0 0 2 1 , 0 0 0 T r a n s f e r s O u t - - - T O T A L $ 1 9 , 9 6 6 , 1 0 0 $ 4 1 , 0 8 3 , 7 0 0 $ 2 6 , 4 5 5 , 4 0 0 P u b l i c a n d S p e c i a l i z e d T r a n s i t $ 8 4 8 , 7 0 0 4 , 5 0 2 , 5 0 0 3 , 3 9 8 , 6 0 0 2 7 , 6 5 9 , 7 0 0 9 0 , 0 0 0 9 4 8 , 5 0 0 $ 3 7 , 4 4 8 , 0 0 0 $ ( 7 7 , 6 0 0 ) - 8 % ( 1 9 0 , 3 0 0 ) - 4 % 5 3 6 , 3 0 0 1 9 ( 4 , 8 8 1 , 6 0 0 ) - 1 5 % 2 9 , 0 0 0 4 8 % 9 4 8 , 5 0 0 N / A $ ( 3 , 6 3 5 , 7 0 0 ) - 9 " S u p p o r t i n n o v a t i v e p r o g r a m s t h a t p r o v i d e t r a n s i t a s s i s t a n c e i n h a r d t o s e r v e r u r a l a r e a s o r f o r r i d e r s h a v i n g v e r y s p e c i a l t r a n s i t n e e d s a n d m o n i t o r f u n d i n g o f t h e s e p r o g r a m s . " C o n t i n u e l o n g - r a n g e p l a n n i n g a c t i v i t i e s t o e n s u r e t h a t a n t i c i p a t e d r e v e n u e s a r e i n l i n e w i t h p r o j e c t e d l e v e l s o f s e r v i c e b y t r a n s i t o p e r a t o r s . " C o n t i n u e p u b l i c t r a n s i t o p e r a t o r o v e r s i g h t a n d f i d u c i a r y r e s p o n s i b i l i t i e s t o e n s u r e t h a t a n n u a l f i s c a l a u d i t s a n d s t a t e t r i e n n i a l p e r f o r m a n c e a u d i t s a r e c o n d u c t e d i n a c c o r d a n c e w i t h T D A r e g u l a t i o n s . " P r o v i d e a v a i l a b i l i t y f o r l o c a l m a t c h i n g f u n d s t o W e s t e r n C o u n t y a p p l i c a n t s s e e k i n g F e d e r a l T r a n s i t A d m i n i s t r a t i o n ( F T A ) S e c t i o n 5 3 1 0 f e d e r a l c a p i t a l g r a n t s . " C o o r d i n a t e w i t h o p e r a t o r s o n m a j o r c a p i t a l p u r c h a s e s a n d i n v e s t m e n t s i n t o n e w r o l l i n g s t o c k a n d o t h e r s y s t e m i m p r o v e m e n t s i n o r d e r t o m a i n t a i n a v i a b l e o n - h a n d r e s e r v e . " C o o r d i n a t e w i t h t r a n s i t o p e r a t o r s t o p r o v i d e c o n n e c t i n g b u s s e r v i c e t o t h e n e w P V L s t a t i o n s . Table 10 - Public and Specialized Transit FY 15/16 FY 16/17 FY 16/17 FY 17/18 Dollar Percent Actual Revised Budget Projected Budget Change Change Personnel $ 369,400 $ 307,500 $ 303,000 $ 415,500 $ 108,000 35% Professional 198,600 197,000 196,700 220,300 23,300 12% Support 45,800 54,200 48,200 56,700 2,500 5% Projects and Operations 70,990,800 114,844,600 86,850,400 121,897,600 7,053,000 6% Transfers Out 23,151,500 23,794,000 21,788,400 24,404,100 610,100 3% TOTAL $ 94,756,100 $ 139,197,300 $ 109,186,700 $ 146,994,200 $ 7,796,900 6% Commuter Assistance • Improve the suite of services and outreach to rideshare participants and employer partners, including personalized information and electronic access and distribution. • Maintain and grow employer partnerships through value-added services and tools for ridesharing programs. • 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. • Optimize park and ride facilities to support car/vanpool/buspool arrangements and facilitate transit connections. • Refine commuter incentive options with focus on higher density modes of transportation. • Operate a cost-effective program within the County that results in reduction of single occupant vehicles. Table 11- Commuter Assistance FY 15/16 FY 16/17 FY 16/17 FY 17/18 Dollar Percent Actual Revised Budget Projected Budget Change Change Personnel $ 298,700 $ 273,100 $ 267,000 $ 259,800 $ (13,300) -5% Professional 332,600 465,000 478,100 499,300 34,300 7% Support 9,100 204,400 151,200 152,400 (52,000) -25% Projects and Operations 2,008,200 2,645,000 2,369,300 2,456,500 (188,500) -7% Transfers Out 159,500 1,698,000 1,698,000 N/A TOTAL $ 2,808,100 $ 3,587,500 $ 3,265,600 $ 5,066,000 $ 1,478,500 41% Motorist Assistance • Assess opportunities for efficiency related to the call box program operations. • Maintain a high benefit -to -cost ratio related to the performance of the FSP program. • Transition from a locally provided 1E511 system to a regional southern California 511 solution. • Implement a seamless service transition to call box hardware upgrades in anticipation of cellular technology migrations. • Continue the call box system program to serve as a "safe net" for stranded motorists in the County. • Utilize the opportunity to enhance coordination between California Highway Patrol (CHP) and Caltrans on traveler information. Table 12 - Motorist Assistance FY 15/16 FY 16/17 FY 16/17 FY 17/18 Dollar Percent Actual Revised Budget Projected Budget Change Change Personnel $ 92,300 $ 163,600 $ 163,400 $ 204,000 $ 40,400 25% Professional 439,100 744,400 530,800 518,000 (226,400) -30% Support 232,900 919,300 680,100 298,900 (620,400) -67% Projects and Operations 3,395,200 4,016,200 3,555,000 3,723,000 (293,200) -7% Transfers Out 944,600 1,108,900 701,300 1,257,500 148,600 13% TOTAL $ 5,104,100 $ 6,952,400 $ 5,630,600 $ 6,001,400 $ (951,000) -14% Toll Operations • Manage the operations of the 91 Express Lanes adhering to the Commission's 91 Express Lanes Toll Policy. • Manage toll operations using investment grade traffic and revenue studies and cost estimate assumptions specific to each express lane facility. • Continue 1-15 Express Lanes toll planning through development of business rules and agency agreements. " P r o v i d e t i m e l y a n d e f f e c t i v e r e p o r t i n g o f t o l l o p e r a t i o n m e t r i c s i n c l u d i n g r e v e n u e , t r a n s a c t i o n s , c a r p o o l u s a g e , a n d p e r f o r m a n c e i n d i c a t o r s . " P a r t i c i p a t e i n t h e C a l i f o r n i a T o l l O p e r a t o r s C o m m i t t e e t o a d v a n c e r e g i o n a l a n d s t a t e w i d e t o l l i n g i n i t i a t i v e s , t e c h n o l o g y , i n t e r o p e r a b i l i t y , a n d c o o r d i n a t i o n a m o n g C a l i f o r n i a t o l l a g e n c i e s . T a b l e 1 3 T o l l O p e r a t i o n s F Y 1 5 / 1 6 F Y 1 6 / 1 7 F Y 1 6 / 1 7 F Y 1 7 / 1 8 D o l l a r P e r c e n t A c t u a l R e v i s e d B u d g e t P r o j e c t e d B u d g e t C h a n g e C h a n g e P e r s o n n e l P r o f e s s i o n a l S u p p o r t a n d M a i n t e n a n c e P r o j e c t s a n d O p e r a t i o n s C a p i t a l O u t l a y T r a n s f e r s O u t $ 2 6 8 , 4 0 0 $ 1 6 9 , 8 0 0 $ 7 4 5 , 1 0 0 $ 4 7 6 , 7 0 0 1 7 8 % 3 0 7 , 0 0 0 3 2 3 , 5 0 0 9 1 3 , 5 0 0 6 0 6 , 5 0 0 1 9 8 % 2 , 6 7 4 , 9 0 0 1 , 1 6 1 , 4 0 0 5 , 1 9 1 , 6 0 0 2 , 5 1 6 , 7 0 0 9 4 % 3 , 0 5 2 , 8 0 0 1 , 8 0 4 , 9 0 0 7 , 2 5 2 , 4 0 0 4 , 1 9 9 , 6 0 0 1 3 8 % 2 5 0 , 0 0 0 4 0 0 , 0 0 0 4 0 0 , 0 0 0 1 5 0 , 0 0 0 6 0 % - 4 , 0 5 2 , 9 0 0 4 , 0 5 2 , 9 0 0 N / A T O T A L $ $ 6 , 5 5 3 , 1 0 0 $ 3 , 8 5 9 , 6 0 0 $ 1 8 , 5 5 5 , 5 0 0 $ 1 2 , 0 0 2 , 4 0 0 1 8 3 % C a p i t a l P r o j e c t D e v e l o p m e n t a n d D e l i v e r y " C o n t i n u e p r o j e c t w o r k o n t h e W e s t e r n R i v e r s i d e C o u n t y D e l i v e r y P l a n p r o j e c t s , i n c l u d i n g t h e 9 1 P r o j e c t ; 1 - 1 5 E x p r e s s L a n e s p r o j e c t ; S R - 6 0 t r u c k c l i m b i n g l a n e s ; S R - 7 9 r e a l i g n m e n t ; M i d C o u n t y P a r k w a y ; a n d P a c h a p p a U n d e r p a s s p r o j e c t . " P r o v i d e T U M F r e g i o n a l a r t e r i a l f u n d i n g a n d s u p p o r t t o l o c a l j u r i s d i c t i o n s f o r r e g i o n a l a r t e r i a l p r o j e c t e n g i n e e r i n g , r i g h t o f w a y a c q u i s i t i o n , a n d c o n s t r u c t i o n . " P r o v i d e 2 0 0 9 M e a s u r e A f u n d i n g t o t h e i n c o r p o r a t e d c i t i e s , C V A G , a n d t h e C o u n t y f o r l o c a l s t r e e t s a n d r o a d s m a i n t e n a n c e , r e p a i r , a n d c o n s t r u c t i o n . " D e v e l o p s t r a t e g i e s t o i m p l e m e n t a l t e r n a t i v e f i n a n c i n g s t r u c t u r e s i n c l u d i n g p u b l i c t o l l r o a d s . " M a i n t a i n a r i g h t o f w a y a c q u i s i t i o n a n d m a n a g e m e n t p r o g r a m i n s u p p o r t o f c a p i t a l p r o j e c t s . " M a n a g e r i g h t o f w a y a c q u i s i t i o n i n t h e m o s t c o s t e f f e c t i v e m a n n e r a n d w i t h i n p r o j e c t s c h e d u l e s , w h i l e a d h e r i n g t o f e d e r a l a n d s t a t e r e g u l a t i o n s . " M a i n t a i n a n d m a n a g e t h e a c c e s s , u s e , s a f e t y , a n d s e c u r i t y o f C o m m i s s i o n - o w n e d p r o p e r t i e s i n c l u d i n g c o m m u t e r r a i l s t a t i o n s , p r o p e r t i e s i n a c q u i s i t i o n p r o c e s s , a n d i n c o m e - g e n e r a t i n g p r o p e r t i e s . T a b l e 1 4 C a p i t a l P r o j e c t D e v e l o p m e n t a n d D e l i v e r y F Y 1 5 / 1 6 F Y 1 6 / 1 7 F Y 1 6 / 1 7 F Y 1 7 / 1 8 D o l l a r P e r c e n t A c t u a l R e v i s e d B u d g e t P r o j e c t e d B u d g e t C h a n g e C h a n g e P e r s o n n e l $ 3 , 2 7 5 , 7 0 0 $ 4 , 1 2 6 , 1 0 0 $ 4 , 1 5 4 , 9 0 0 $ 3 , 4 6 1 , 4 0 0 $ ( 6 6 4 , 7 0 0 ) - 1 6 % P r o f e s s i o n a l 8 , 7 4 3 , 9 0 0 2 2 , 9 2 1 , 2 0 0 2 0 , 4 8 0 , 2 0 0 6 , 5 4 7 , 3 0 0 ( 1 6 , 3 7 3 , 9 0 0 ) - 7 1 % S u p p o r t 6 5 1 , 7 0 0 1 , 2 0 2 , 5 0 0 6 6 6 , 9 0 0 6 5 2 , 5 0 0 ( 5 5 0 , 0 0 0 ) - 4 6 % P r o j e c t s a n d O p e r a t i o n s 5 1 3 , 9 8 3 , 7 0 0 4 1 7 , 9 3 2 , 4 0 0 3 0 3 , 9 5 0 , 3 0 0 4 5 0 , 8 0 2 , 5 0 0 3 2 , 8 7 0 , 1 0 0 8 % C a p i t a l O u t l a y 1 , 0 0 3 , 6 0 0 2 , 0 6 5 , 0 0 0 1 , 3 5 0 , 0 0 0 3 , 9 4 0 , 0 0 0 1 , 8 7 5 , 0 0 0 9 1 % D e b t S e r v i c e 5 3 , 4 1 0 , 2 0 0 1 4 9 , 2 6 0 , 8 0 0 1 3 7 , 4 6 5 , 4 0 0 1 1 2 , 6 6 8 , 2 0 0 ( 3 6 , 5 9 2 , 6 0 0 ) - 2 5 % T r a n s f e r s O u t 1 2 9 , 4 5 3 , 1 0 0 2 0 7 , 0 6 3 , 8 0 0 1 6 0 , 4 0 5 , 8 0 0 2 6 5 , 5 5 3 , 3 0 0 5 8 , 4 8 9 , 5 0 0 2 8 % T O T A L $ 7 1 0 , 5 2 1 , 9 0 0 $ 8 0 4 , 5 7 1 , 8 0 0 $ 6 2 8 , 4 7 3 , 5 0 0 $ 8 4 3 , 6 2 5 , 2 0 0 $ 3 9 , 0 5 3 , 4 0 0 5 % F u n d B a l a n c e s T h e t o t a l f u n d b a l a n c e a s o f J u n e 3 0 , 2 0 1 7 i s p r o j e c t e d a t $ 6 8 7 , 4 6 3 , 6 0 0 . T h e C o m m i s s i o n ' s b u d g e t e d a c t i v i t i e s f o r F Y 2 0 1 7 / 1 8 a r e e x p e c t e d t o r e s u l t i n a $ 8 2 , 0 4 4 , 1 0 0 d e c r e a s e o f t o t a l f u n d b a l a n c e a t J u n e 3 0 , 2 0 1 8 t o $ 6 0 5 , 4 1 9 , 5 0 0 . T h e p r i m a r y c a u s e o f t h e d e c r e a s e i s p r o j e c t a c t i v i t i e s i n F Y 2 0 1 7 / 1 8 r e l a t e d t o t h e 9 1 P r o j e c t , 1 - 1 5 E x p r e s s L a n e s p r o j e c t , a n d p u b l i c t r a n s i t a l l o c a t i o n s . T a b l e 1 5 p r e s e n t s t h e c o m p o n e n t s o f f u n d b a l a n c e b y f u n d t y p e a n d p r o g r a m a t J u n e 3 0 , 2 0 1 8 . Table 15 — Projected Fund Balances by Fund Type and Program at June 30, 2018 Riverside County Transportation Commission 5605,419,500 General Fund Special Revenue Funds Capital Projects Funds Debt Service Fund Enterprise Fund $15,359,500 $387,819,900 $152,397,700 $49,040,3OO 5802,100 Management Services $2,012,300 Planning and Programming 2,392,700 Rail Maintenance and Operations 10,954,500 Measure A Western County: Bond Financing $4,724,700 Commuter Assistance 14,065,000 Economic Development 7,309,300 Highways 17,680,600 Loans Receivable 0 Local Streets and Roads 1,000 New Corridors 11,964,400 Public and Specialized Transit 7,367,200 Rail 15,548,800 Regional Arterials 46,602,800 Measure A Coachella Valley: Highways and Regional Arterial 20,626,900 Local Streets and Roads 1,300 Specialized Transit 1,944,100 Measure A Palo Verde Valley Local Streets and Roads 600 Other Agency Projects Fund 204,600 Coachella Valley/San Gorgonio Pass 0 Motorist Assistance 7,857,300 State Transit Assistance 65,900,300 Local Transportation Fund 87,504,400 TUMF: CETAP 42,011,400 Regional Arterials 36,505,200 Highways $152,397,700 Riverside 91 Express Lanes $802,100 The actual and projected trends in fund balances for each governmental and enterprise fund type from FY 2014/15 through FY 2017/18 are illustrated in Chart 6. Chart 6 — Projected Fund Balance Trends by Fund Type FY 2015 — 2018 $601,000,000 $501,000,000 $401,000,000 $301,000,000 $201,000,000 $101,000,000 $1,000,000 General Fund Budget Summary Special Revenue Funds Capital Projects Funds Debt Service Fund Enterprise Fund N FY 14/15 lil FY 15/16 a FY 16/17 V FY 17/18 The overall budget for FY 2017/18 is presented in Table 16 by summarized line items, Table 17 by operating and capital classifications, and Table 18 by fund type, and highway, rail, and regional arterial program expenditures by project are summarized in Table 19. Table 16 — Budget Comparative by Summarized Line Item FY 2016-2018 FY 15/16 Actual FY 16/17 FY 16/17 Revised Budget Projected FY 17/18 Budget Dollar Change Percent Change Revenues Measure A Sales Tax LTF Sales Tax STA Sales Tax Federal Reimbursements State Reimbursements Local Reimbursements TUMF Revenue Toll Revenue Other Revenue Investment Income TOTAL Revenues Expenditures/Expenses Personnel Salaries and Benefits Professional and Support Professional Services Support Costs TOTAL Professional and Support Costs Projects and Operations Program Operations Engineering Construction Design Build Right of Way/Land Operating and Capital Disbursements Special Studies Local Streets and Roads Regional Arterials TOTAL Projects and Operations Debt Service Principal Payments Interest Payments Cost of Issuance TOTAL Debt Service Capital Outlay TOTAL Expenditures/Expenses Excess (deficiency) of Revenues over (under) Expenditures/Expenses Other Financing Sources (Uses) Transfers In Transfers Out Debt Proceeds TIFIA Loan Proceeds Payment to Escrow Agent Bond Premium Net Financing Sources (Uses) Excess (deficiency) of Revenues over (under) Expenditures/Expenses and Other Financing Sources (Uses) Beginning Fund Balance $ 167,630,300 83,776,500 13,358,000 18,669,000 56,580,500 1,571,900 19,831,300 7,295,600 8,592,800 377,305,900 8,182,600 13,864,900 3,954,700 17,819,600 15,024,500 3,577,300 112,142,200 265,484,600 56,274,900 93,551,300 830,300 49,826,500 12,148,000 608,859,600 7,814,200 45,620,900 53,435,100 1,182,200 689,479,100 $ 173,000,000 85,000,000 10,821,600 37,157,000 11,589,200 10,496,100 18,520,000 6,143,000 173,000 1,849,000 $ 173,000,000 85,000,000 10,821,600 16,530,300 9,751,900 7,703,700 18,850,000 3,239,700 268,500 4,715,600 354,748,900 329,881,300 9,505,100 9,365,500 34,058,800 28,012,000 10,089,100 6,939,900 44,147,900 20,412,300 18,582,900 91,213,200 145,010,600 74,289,700 150,989,700 2,965,000 51,358,000 30,516,600 34,951,900 16,321,200 3,204,000 33,851,000 140,930,000 36,246,600 108,956,100 202,000 51,358,000 30,516,600 585,338,000 421,585,500 28,100,000 56,615,800 645,000 85,360,800 2,601,000 27,300,000 45,611,400 654,000 73,565,400 1,971,000 726,952,800 541,439,300 (312,173,200) 162,708,700 (162,708,700) 20,000,000 228,792,200 248,792,200 (372,203,900) (211,558,000) 241,966,700 (241,966,700) 103,225,000 100,269,200 (63,900,000) 192,895,500 (192,895,500) 106,140,000 107,946,200 (63,900,000) 8,414,000 139,594, 200 158, 600,200 (63,381,000) (232,609,700) (52,957,800) 803,802,400 740,421,400 740,421,400 ENDING FUND BALANCE $ 740,421,400 $ 507,811,700 $ 687,463,600 $ 176,000,000 88,000,000 10,469,000 77,877,100 11,500,200 9,270,800 21,250,000 16,835,800 248,000 3,509,400 414,960,300 9,554,200 18,516,100 11,843,200 30,359,300 23,968,000 11,516,400 76,036,600 189,485,000 83,236,100 153,567,600 3,952,000 52,933,000 30,000,000 624,694,700 66,045,000 41,123,200 5,500,000 112,668,200 5,380,000 782,656,400 (367,696,100) 311,984,500 (311,984,500) 178,760,000 88,000,000 18,892,000 285,652,000 (82,044,100) 687,463,600 $ 605,419,500 $ 3,000,000 3,000,000 (352,600) 40,720,100 (89,000) (1,225,300) 2,730,000 10,692,800 75,000 1,660,400 60,211,400 49,100 (15,542,700) 1,754,100 (13,788,600) 3,555,700 (7,066,500) (15,176,600) 44,474,400 8,946,400 2,577,900 987,000 1,575,000 (516,600) 39,356,700 37,945,000 (15,492,600) 4,855,000 27,307,400 2,779,000 55,703,600 2% 4% -3% 110 % -1% -12% 15% 174% 43% 90% 17% 1% -46 % 17% -31% 17% -38% -17% 31% 12% 2% 33% 3% -2% 7% 135% -27% 753% 32% 107% 8% 4,507,800 70,017,800 (70,017,800) 75,535,000 (12,269,200) 63,900,000 18,892,000 146,057,800 -1% 29% 29% 73% -12% -100% N/A 105% 150,565,600 -65% (52,957,800) -7% $ 97,607,800 19% Table 17 — Operating and Capital Budget Revenues Measure A Sales Tax LTF Sales Tax STA Sales Tax Federal Reimbursements State Reimbursements Local Reimbursements TUMF Revenue Toll Revenue Other Revenue Investment Income TOTAL Revenues Expenditures/Expenses Personnel Salaries and Benefits Professional and Support Professional Services Support Costs TOTAL Professional and Support Costs Projects and Operations Program Operations Engineering Construction Design Build Right of Way and Land Operating and Capital Disbursements Special Studies Local Streets and Roads Regional Arterials TOTAL Projects and Operations Debt Service Principal Payments Interest Payments Cost of Issuance TOTAL Debt Service Capital Outlay TOTAL Expenditures/Expenses Excess (deficiency) of Revenues over (under) Expenditures/Expenses Other Financing Sources (Uses) Transfers In Transfers Out Debt Proceeds TIFIA Loan Proceeds Bond Premium Net Financing Sources (Uses) Excess (deficiency) of Revenues over (under) Expenditures/Expenses and Other Financing Sources (Uses) Beginning Fund Balance FY 2017/18 FY 17/18 Operating Budget FY 17/18 Capital Budget $ 13,368,000 $ 162,632,000 88,000,000 10,469,000 6,794,200 71,082,900 7,365,700 4,134,500 3,689,300 5,581,500 21,250,000 16,835,800 248,000 995,000 2,514,400 130,681,200 5,151,000 9,380,800 5,992,700 284,279,100 4,403,200 9,135,300 5,850,500 15,373,500 9,030,000 2,250,000 5,184,200 143,217,600 3,150,000 14,985,800 14,938,000 9,266,400 70,852,400 189,485,000 83,236,100 10,350,000 802,000 52,933,000 30,000,000 162,831,800 461,862,900 66,045,000 41,123,200 5,500,000 1,040,000 112,668,200 4,340,000 184,396,300 598,260,100 (53,715,100) (313,981,000) 42,317,600 (28,970,400) 269,666,900 (283,014,100) 178,760,000 88,000,000 18,892,000 13,347,200 272,304,800 (40,367,900) (41,676,200) 240,365,700 447,097,900 ENDING FUND BALANCE $ 199,997,800 $ 405,421,700 FY 17/18 TOTAL Budget $ 176,000,000 88,000,000 10,469,000 77,877,100 11,500,200 9,270,800 21,250,000 16,835,800 248,000 3,509,400 414,960,300 9,554,200 18,516,100 11,843,200 30,359,300 23,968,000 11,516,400 76,036,600 189,485,000 83,236,100 153,567,600 3,952,000 52,933,000 30,000,000 624,694,700 66,045,000 41,123,200 5,500,000 112,668,200 5,380,000 782,656,400 (367,696,100) 311,984,500 (311,984,500) 178,760,000 88,000,000 18,892,000 285,652,000 (82,044,100) 687,463,600 $ 605,419,500 Table 18 — Budget by Fund Type FY 2017/18 FY 17/18 General Fund Special Revenue Capital Projects Debt Service Enterprise TOTAL Budget Revenues Measure A Sales Tax LTF Sales Tax STA Sales Tax Federal Reimbursements State Reimbursements Local Reimbursements TUMF Revenue Toll Revenue Other Revenue Investment Income TOTAL Revenues Expenditures/Expenses Personnel Salaries and Benefits Professional and Support Professional Services Support Costs TOTAL Professional and Support Costs Projects and Operations Program Operations Engineering Construction Design Build Right of Way/Land Operating and Capital Disbursements Special Studies Local Streets and Roads Regional Arterials TOTAL Projects and Operations Debt Service Principal Payments Interest Payments Cost of Issuance TOTAL Debt Service Ca pita I Outlay TOTAL Expenditures/Expenses Excess (deficiency) of Revenues over (under) Expenditures/Expenses Other Financing Sources (Uses) Transfers In Transfers Out Debt Proceeds TIFIA Loan Proceeds Bond Premium Net Financing Sources (Uses) Excess (deficiency) of Revenues over (under) Expenditures/Expenses and Other Financing Sources (Uses) $ $ 176,000,000 $ 88,000,000 10,469,000 4,161,700 70,968,900 3,365,700 8,134,500 1,468,200 7,802,600 21,250,000 248,000 76,400 1,929,500 1,134,500 2,746,500 365,000 $ 176,000,000 88,000,000 10,469,000 77,877,100 11,500,200 9,270,800 21,250,000 16,835,800 16,835,800 248,000 4,000 3,509,400 9,072,000 384,802,500 4,512,600 4,892,200 5,531,500 10,423,700 4,296,500 12,310,400 1,120,100 13,430,500 2,850,500 13,865,100 2,000,000 9,516,400 2,984,200 73,052,400 189,485,000 83,236,100 21,455,000 132,112,600 3,150,000 802,000 52,933,000 30,000,000 1,134,500 400,000 400,000 3,111,500 16,839,800 414,960,300 745,100 9,554,200 913,500 5,191,600 6,105,100 18,516,100 11,843,200 30,359,300 7,252,400 23,968,000 11,516,400 76,036,600 189,485,000 83,236,100 153,567,600 3,952,000 52,933,000 30,000,000 32,439,700 585,002,600 30,000,000 172,500 5,500,000 36,045,000 40,950,700 7,252,400 624,694,700 66,045,000 41,123,200 5,500,000 1,040,000 3,940,000 48,416,000 606,669,600 35,672,500 76,995,700 36,072,500 76,995,700 400,000 14,502,600 112,668,200 5,380,000 782,656,400 (39,344,000) (221,867,100) (34,938,000) (73,884,200) 39,411, 600 158,952,900 (1,551,800) (140,524,300) 88,000,000 36,100,000 77,520,000 (163,109,000) (2,746,500) 178,760,000 18,892,000 2,337,200 (367,696,100) 311,984,500 (4,052,900) (311,984,500) 178,760,000 88,000,000 18,892,000 37,859,800 106,428,600 70,643,000 74,773,500 (4,052,900) 285,652,000 (1,484,200) (115,438,500) 35,705,000 889,300 (1,715,700) (82,044,100) Beginning Fund Balance 16,843,700 503,258,400 116,692,700 48,151,000 2,517,800 687,463,600 ENDING FUND BALANCE $ 15,359,500 $ 387,819,900 $ 152,397,700 $ 49,040,300 $ 802,100 $ 605,419,500 Table 19 — Highway, Regional Arterial, and Rail Programs FY 2017/18 Description HIGHWAY ENGINEERING SR-60 truck climbing lanes 91/71 connectors Ethanac SR-74 corridor French Valley Parkway Phase!! (Temecula) 1-15 Express Lanes MCP I-215/Placentia interchange Mid County Parkway (MCP) Riverside County - Santa Ana River Trail General (details presented in Section 6.3 Planning and Programming) SUBTOTAL HIGHWAY ENGINEERING REGIONAL ARTERIAL ENGINEERING Various Western County TUMF regional arterial projects, including SR-79 realignment SUBTOTAL REGIONAL ARTERIAL ENGINEERING RAIL ENGINEERING Perris Valley Line and other rail projects Riverside Downtown/Pedley station improvements Riverside -La Sierra station improvements Other- Coachella Valley -San Gorgonio Pass corridor (details presented in Section 6.2 Rail) SUBTOTAL RAIL ENGINEERING TOTAL HIGHWAY, REGIONAL ARTERIAL, AND RAIL ENGINEERING HIGHWAY CONSTRUCTION 91 Project 1-15 Express Lanes 1-15/5R-79 south interchange (Temecula) 1-215 corridor improvements (central segment)/Scott Road to Nuevo Road Pachappa underpass Riverside County- Santa Ana River Trail Riverside quiet zones General (details presented in Section 6.3 Planning and Programming) SUBTOTAL HIGHWAY CONSTRUCTION REGIONAL ARTERIAL CONSTRUCTION Various Western County Measure A regional arterial projects SUBTOTAL REGIONAL ARTERIAL CONSTRUCTION RAIL CONSTRUCTION Corona Auto Center Drive traffic signal Perris Valley Line and other rail projects Riverside Downtown/Pedley station improvements Riverside -La Sierra station improvements Station rehabilitation Other- Coachella Valley -San Gorgonio Pass corridor (details presented in Section 6.2 Rail) SUBTOTAL RAIL CONSTRUCTION TOTAL HIGHWAY, REGIONAL ARTERIAL, AND RAIL CONSTRUCTION HIGHWAY DESIGN BUILD 91 Project 1-15 Express Lanes TOTAL HIGHWAY DESIGN BUILD HIGHWAY RIGHT OF WAY AND LAND SR-60 truck climbing lanes 60/215 East Junction HOV lane connectors 91 Project 91/71 connectors French Valley Parkway Phase!! (Temecula) 1-15 Express Lanes 1-215 corridor improvements (central segment)/Scott Road to Nuevo Road MCP 1-215/Placentia interchange Mid County Parkway MSHCP land acquisition in Western County Pachappa underpass Riverside County - Santa Ana River Trail SR-74 curve widening SR-74/1-15 to 7th Street SR-91 HOV lanes/Adams Street to 60/91/215 interchange SUBTOTAL HIGHWAY RIGHT OF WAY AND LAND REGIONAL ARTERIAL RIGHT OF WAY AND LAND Various Western County TUMF regional arterial projects, including SR-79 realignment SUBTOTAL REGIONAL ARTERIAL RIGHT OF WAY AND LAND RAIL RIGHT OF WAY AND LAND Perris Valley Line and other rail projects Riverside -La Sierra station improvements General SUBTOTAL RAIL RIGHT OF WAY AND LAND TOTAL HIGHWAY, REGIONAL ARTERIAL, AND RAIL RIGHT OF WAY AND LAND GRAND TOTAL HIGHWAY, REGIONAL ARTERIAL, AND RAIL PROGRAMS 225,000 50,000 900,000 798,900 130,000 2,500,000 1,500,000 500,000 2,000,000 8,603,900 2,327,500 2,327,500 50,000 95,000 190,000 250,000 585,000 $ 11,516,400 $ 3,320,000 6,065,000 4,000,000 692,000 11,950,000 2,800,000 3,821,000 1,175,000 33,823,000 3,650,200 7,036,900 250,000 24,119,000 3,237,700 3,870,000 1,500,000 2,200,000 35,176,700 $ 76,036,600 $ 79,100,000 110,385,000 $ 189,485,000 $ 1,500,000 5,000 43,733,000 1,105,000 673,600 3,315,000 30,000 16,500,000 4,100,000 3,000,000 800,000 265,000 5,000 230,000 1,525,000 76,786,600 6,270,000 6,270,000 19,000 10,000 150,500 179,500 $ 83,236,100 $ 360.274.100 Gann Appropriations Limit In November 1979, the voters of the State approved Proposition 4, commonly known as the Gann Initiative (Gann). The proposition created Article XIIIB of the State Constitution, placing limits on the amount of revenue that can be spent by public agencies from the "proceeds of taxes." In 1980, the State Legislature added Section 7910 to the Government Code, providing that the governing body of each local jurisdiction must establish, by resolution, an appropriations limit for the following year. The appropriations limit for any fiscal year is equal to the previous year's limit adjusted for population changes and changes in the California per capita income. The Commission is subject to the requirements of Article XIIIB. Gann appropriations limits are calculated for and applied to the Commission. In accordance with the requirements of Article XIIIB implementing legislation, the Board approved Resolution No. 17-010 on June 14, 2017, establishing appropriations limits for the Commission at $441,572,195. The FY 2017/18 budget appropriated $365,984,900 in taxes for the Commission, falling well within the limits set by the Gann. Based on historic trends and future projections, it appears the Commission's use of the proceeds of taxes, as defined by Article XIIIB, will continue to fall below the appropriations limit. The calculation for the FY 2017/18 appropriations limit is as follows: FY 2016/17 Appropriations Limit $419,316,693 r IFY 2017/18 adjustment: x 1.05307564 • Change in California per capita personal income 3.69% ((3.69 + 100) / 100 = 1.0369) • Change in Population, Riverside County • Calculation of factor for FY 2017/18 1.56% ((1.56 + 100) / 100 = 1.0156) 1.0369 x 1.0156 = 1.05307564 IFY 2017/18 Appropriations Limit $441,572,195 I • $419,316,693 x 1.05307564 = $441,572,195 Source: California per capita income —California Department of Finance Population, Riverside County —California Department of Finance Commission Policy Goals and Objectives The Commission is driven by four clear objectives for the people of Riverside County and the transportation system upon which they rely: Quality of Life RCTC is focused on improving life for the people of Riverside County and empowering them to live life at their pace. • Choice: RCTC empowers the residents of Riverside County to choose how to safely get where they are going. • Environmental Stewardship: RCTC protects and preserves the County's environment for our residents. • Mobility: RCTC provides access, equity, and choice in transportation; RCTC is the partner in mobility. • Access: RCTC projects are the connection to schools, community institutions, parks, and shopping in the community. 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. • Promises Fulfilled: Projects are completed on -time, on -budget; RCTC delivers on its promises as a steward of Riverside County residents' investment. • Innovation: Program and project delivery innovations drive results, savings, and greater economic opportunities for Riverside County residents. • Information: RCTC operations are transparent; customers get fast, timely, quality service. Connecting the Economy RCTC drives economic growth in Riverside County. • Workforce Mobility: RCTC improves the economy by creating a robust workforce to workplace system; RCTC moves the economy of Riverside County. • Population Growth: Since 1976, RCTC has been responsible for connecting our County's economy as the County's population has quadrupled from 550,000 to 2.3 million today. • Economic Impact: $2.8 billion has been invested in the County's economy thanks to Measure A, 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 rail projects. • Streets and Roads: RCTC invests in local priorities for maintaining streets and roads and fixing potholes. • Transit: RCTC is a partner with transit operators to provide residents mobility choice, flexibility, and access. • Active Transportation Facilities: RCTC is a partner with agencies within the County to promote active transportation alternatives, including the building of regional trails and bicycle and pedestrian facilities in accordance with local general master and active transportation plans. • Grants: RCTC is a steward of state and federal grants to improve our communities. • Local Measure A Value: RCTC invests Measure A dollars into projects and programs that benefit local communities throughout the County. Embedded in the work programs for the Commission's lean and efficient staff are eight long-term policy goals that support the Commission's objectives for transportation in the County: 1. Promote mobility; 2. Mitigate and address the impact of goods movement; 3. Encourage economic development; 4. Ensure improved system efficiencies; 5. Foster environmental stewardship; 6. Support transportation choices through multimodalism and accessibility; 7. Prioritize public and stakeholder communications; and 8. Maintain fiscal and organizational accountability. The policy goals and objectives stated above provide the framework for the work plan in the FY 2017/18 budget and are elaborated below: Promote Mobility The Commission, in cooperation with local, state, and federal agencies and other partners, will strive to create a transportation system that promotes efficient mobility within Riverside County and Southern California by providing multiple travel choices. • Continue to aggressively pursue completion of the environmental, design, and construction processes on key components of the Western Riverside County Highway Delivery Plan. • Commence the first ten-year update of the 2009 Measure A Expenditure Plan, as required by the ordinance, and initiate the development of a county -wide transportation plan. • Enhance corridor mobility and traveler choice with the operation of the tolled 91 Express Lanes and the continued development of tolled express lanes on 1-15 and other facilities. • Advocate efforts to streamline and modernize CEQA and NEPA to improve the Commission's ability to deliver critical projects for the public and reduce costs, time and delays associated with project delivery. • Continue to provide leadership in the planning and development of the Coachella Valley -San Gorgonio Pass corridor rail service and to seek grant opportunities with federal and state agencies for project funding. • Work closely with partners in the Coachella Valley, including CVAG and SunLine Transit Agency (SunLine) to ensure the implementation of Measure A funding priorities. • Continue to collaborate with state and federal agencies and local partners to develop, fund, and deliver projects programmed in the STIP, Federal Transportation Improvement Program (FTIP), Proposition 1B bond programs, Active Transportation Program (ATP), Cap and Trade programs, and Measure A programs as well as other high priority regional projects. • Maximize obtaining all available transportation funds and strategically program funds to meet funding and allocation deadlines and to prevent the lapse and loss of funds. • Leverage the effective application and use of Measure A Western County regional arterial funds with local, state and federal funds to deliver eligible regional arterial projects. • Work closely with local jurisdictions to implement TUMF regional arterial program projects and facilitate the delivery of eligible arterial improvements in Western County. • Actively participate in the SR-91 Advisory Committee to facilitate near and long-term improvements to SR- 91, enhancing intercounty mobility choices between Riverside and Orange counties. • Continue to coordinate and provide public access to traveler information via a 511 system and focus commuter assistance outreach efforts under the IE Commuter brand. • Continue working with SCRRA to support the new PVL commuter rail service. • Continue to develop transit services that provide connectivity for where Riverside County residents need to go. • Consider future rail expansion opportunities as guided by the Next Generation Rail Study. • Consider future opportunities to implement tolling and innovative financing of new improvements. Mitigate and Address the Impact of Goods Movement The Commission will work with federal, state, and local governments, and community partners to facilitate the movement of goods and services to, within, and through Riverside County, recognizing the vital role goods movement mobility plays in the economic health of the County, the State, and the nation — as well as the health, mobility, and safety impacts it can have on peoples and businesses. • Partner to deliver projects on the Commission's approved, high -priority railroad grade separation list to mitigate the impact of increased goods movement flow through Riverside County. • Work with federal and state agencies regarding the nomination and implementation of projects for FAST Act funding. • Encourage Congress to prioritize funds for the nation's multimodal national goods movement network. " R e m a i n c o m m i t t e d t o a r e g i o n a l a p p r o a c h r e g a r d i n g g o o d s m o v e m e n t i s s u e s i n o r d e r t o m a x i m i z e f u n d i n g f r o m s t a t e a n d f e d e r a l s o u r c e s t o g o o d s m o v e m e n t n e e d s i n s o u t h e r n C a l i f o r n i a . " C o n t i n u e w o r k i n g w i t h t h e P o r t o f L o s A n g e l e s a n d P o r t o f L o n g B e a c h ( P o r t s ) a n d r e g i o n a l t r a n s p o r t a t i o n c o m m i s s i o n s t o d e v e l o p a f u n d i n g m e c h a n i s m f o r n e e d e d p r o j e c t s a n d m i t i g a t i o n o n a r e g i o n a l b a s i s . " C o n t i n u e t o p r o v i d e i n p u t t o t h e N a t i o n a l F r e i g h t A d v i s o r y C o m m i t t e e r e g a r d i n g t h e e s t a b l i s h m e n t o f a n a t i o n a l f r e i g h t n e t w o r k a n d C a l i f o r n i a S t a t e F r e i g h t A d v i s o r y C o m m i t t e e r e g a r d i n g r e g i o n a l f r e i g h t p r i o r i t i e s . E n c o u r a g e E c o n o m i c D e v e l o p m e n t T r a n s p o r t a t i o n d e c i s i o n s w i l l c o n s i d e r t h e e c o n o m i c b e n e f i t s d e r i v e d f r o m a n y i m p r o v e m e n t , a n d , w h e r e f e a s i b l e a n d p r a c t i c a l , w i l l p u r s u e t r a n s p o r t a t i o n a l t e r n a t i v e s t h a t e n h a n c e o r c o m p l e m e n t e c o n o m i c d e v e l o p m e n t . " C o m m i t t o s e e k o p p o r t u n i t i e s r e l a t e d t o t r a n s p o r t a t i o n p r o j e c t s t h a t w i l l c r e a t e j o b s a n d i m p r o v e t h e e c o n o m i c b a s e i n t h e C o u n t y . " S u p p o r t l o c a l a g e n c i e s i n t h e d e s i g n a n d c o n s t r u c t i o n o f i n t e r c h a n g e s t h a t a r e i n p r o x i m i t y t o o p e r a t i n g a n d p l a n n e d r e g i o n a l e c o n o m i c c e n t e r s a n d d e v e l o p m e n t s . " S u p p o r t l o c a l p r o j e c t s , c o n s i s t e n t w i t h c o u n t y w i d e t r a n s p o r t a t i o n g o a l s a n d C o m m i s s i o n c o m m i t m e n t s , w h i c h e n h a n c e b u s i n e s s d e v e l o p m e n t , l o c a l e m p l o y m e n t , e d u c a t i o n a l i n s t i t u t i o n s , a n d a r e a t o u r i s m . " S u p p o r t l o c a l v e n u e s a n d a t t r a c t i o n s w i t h t h e i m p l e m e n t a t i o n o f e x p a n d e d F S P s e r v i c e t o o p t i m i z e t r a f f i c f l o w , s u c h a s t r a f f i c r e l a t e d t o l a r g e s c a l e e v e n t s i n t h e C o a c h e l l a V a l l e y . E n s u r e I m p r o v e d S y s t e m E f f i c i e n c i e s T h e C o m m i s s i o n w i l l s e l e c t p r o j e c t s a n d a l l o c a t e f u n d s i n a m a n n e r t h a t w i l l i m p r o v e s a f e t y , r e d u c e c o n g e s t e d t r a f f i c c o r r i d o r s , a n d p r o v i d e t r a v e l c h o i c e s . " A d v o c a t e t h e d e v e l o p m e n t a n d u s e o f a d v a n c e d t e c h n o l o g i e s f o r t r a n s p o r t a t i o n a p p l i c a t i o n s t h a t a r e a f f o r d a b l e a n d p r a c t i c a l . " I n p a r t n e r s h i p w i t h S B C T A a n d o t h e r r e g i o n a l a g e n c i e s , l e v e r a g e a r e g i o n a l 5 1 1 s y s t e m f o r e f f i c i e n t d e p l o y m e n t o f r e a l - t i m e t r a f f i c i n f o r m a t i o n a v a i l a b l e t o c o m m u t e r s f o r t h e p u r p o s e o f r e d u c i n g c o n g e s t i o n o n a r e g i o n a l s c a l e . " A s s u r e t h e e f f e c t i v e n e s s o f t r a n s i t p l a n n i n g t h r o u g h c o o r d i n a t i o n w i t h t h e C o u n t y ' s e i g h t t r a n s i t o p e r a t o r s , C i t i z e n s ' A d v i s o r y C o m m i t t e e , a n d a n n u a l S R T P p r o c e s s w i t h a g o a l t o w a r d p r o m o t i n g p r o g r a m p r o d u c t i v i t y , e f f i c i e n c y , a n d e f f e c t i v e n e s s . " P r o v i d e i n n o v a t i v e c o m m u t e r r i d e s h a r e p r o g r a m s t o r e d u c e s i n g l e o c c u p a n t v e h i c l e t r i p s . " C o l l a b o r a t e w i t h l o c a l j u r i s d i c t i o n s , C a l t r a n s , a n d t h e C H P t o c o n t i n u e e f f i c i e n t d e l i v e r y o f a c o m p r e h e n s i v e m o t o r i s t a i d s y s t e m w h i c h i n c l u d e s a 5 1 1 t r a v e l e r i n f o r m a t i o n s e r v i c e , a c a l l b o x p r o g r a m , a n d a F S P p r o g r a m , i n c l u d i n g t e m p o r a r y s e r v i c e s i n f r e e w a y c o n s t r u c t i o n z o n e s . " L e v e r a g e r e s o u r c e s t o i n c o r p o r a t e p a r k a n d r i d e f a c i l i t i e s a n d a d d i t i o n a l c o n n e c t i n g b u s s e r v i c e a t M e t r o l i n k s t a t i o n s t h a t m a y h a v e a v a i l a b l e c a p a c i t y . " C o n t i n u e w o r k i n g w i t h C a l t r a n s t o m o n i t o r t r a f f i c c o n d i t i o n s f o r t h e p u r p o s e o f f o c u s i n g t r a n s p o r t a t i o n f u n d s o n c o n g e s t e d c o r r i d o r s a n d s y s t e m d e f i c i e n c i e s . " C o l l a b o r a t e w i t h C a l t r a n s a n d r e g i o n a l a g e n c i e s i n d e v e l o p i n g r e s o u r c e s f o r p r e s e r v a t i o n a n d m a i n t e n a n c e o f t h e h i g h w a y s a n d r e g i o n a l a r t e r i a l s . " S u p p o r t t h e i m p l e m e n t a t i o n o f a c t i v e t r a n s p o r t a t i o n f a c i l i t i e s t h a t s u p p o r t t r a n s p o r t a t i o n a l t e r n a t i v e s a n d e n h a n c e t h e t r a n s p o r t a t i o n s y s t e m . " C o n t i n u e t o d e l i v e r t h e " A n n u a l S t a t e o f P u b l i c T r a n s i t R e p o r t " t o t h e C o m m i s s i o n i n o r d e r t o a s s e s s a c c o m p l i s h m e n t s a n d p o t e n t i a l i m p r o v e m e n t s . F o s t e r E n v i r o n m e n t a l S t e w a r d s h i p T h e C o m m i s s i o n w i l l a c h i e v e i t s m o b i l i t y g o a l s w h i l e p r o m o t i n g e n v i r o n m e n t a l s t e w a r d s h i p a n d p r o t e c t i n g t h e a r e a ' s n a t u r a l r e s o u r c e s a n d q u a l i t y o f l i f e . " C o n t i n u e w o r k i n g w i t h t h e W e s t e r n R i v e r s i d e C o u n t y R e g i o n a l C o n s e r v a t i o n A u t h o r i t y ( R C A ) , C a ! t r a n s , a n d s t a t e / f e d e r a l r e s o u r c e a g e n c i e s t o i m p l e m e n t t h e M u l t i - S p e c i e s H a b i t a t C o n s e r v a t i o n P l a n ( M S H C P ) . " C o n d u c t a r e g i o n a l t r u c k s t u d y , i n a c c o r d a n c e w i t h a s e t t l e m e n t a g r e e m e n t , f o r t h e p o t e n t i a l d e v e l o p m e n t a n d i m p l e m e n t a t i o n o f a r e g i o n a l l o g i s t i c s m i t i g a t i o n f e e . " C o l l a b o r a t e w i t h S C A G , S o u t h C o a s t A i r Q u a l i t y M a n a g e m e n t D i s t r i c t ( S C A Q M D ) , s u b - r e g i o n a l a g e n c i e s , a n d l o c a l j u r i s d i c t i o n s t o i m p l e m e n t t h e c u r r e n t R T P a n d S C S t h a t m e e t s r e g i o n a l a i r q u a l i t y g o a l s , c o n f o r m i t y g u i d e l i n e s , a n d S u s t a i n a b l e C o m m u n i t i e s a n d C l i m a t e P r o t e c t i o n A c t ( S B 3 7 5 ) G H G r e d u c t i o n t a r g e t s f o r t h e S C A G r e g i o n . " S u p p o r t a v a r i e t y o f o u t r e a c h c h a n n e l s a n d e d u c a t i o n a l p r o g r a m s t h a t p r o m o t e t h e b e n e f i t s o f r i d e s h a r i n g , p u b l i c a n d s p e c i a l i z e d t r a n s i t , r a i l , a n d a v a i l a b i l i t y o f c o m m u t e r r e s o u r c e s f o r t h e p u r p o s e s o f r e d u c i n g v e h i c l e t r i p s , v e h i c l e m i l e s t r a v e l e d , a n d e m i s s i o n s . " F a c i l i t a t e p r i v a t e / p u b l i c u s e o f c l e a n f u e l s t e c h n o l o g y . " C o n t i n u e t o d e v e l o p s u s t a i n a b l e a n d g r e e n c o m m u t e r r a i l s t a t i o n s a n d p r o v i d e u p g r a d e s a n d r e h a b i l i t a t i o n p r o j e c t s t o r e d u c e t h e e n v i r o n m e n t a l i m p a c t o f t h e e x i s t i n g s t a t i o n s . S u p p o r t T r a n s p o r t a t i o n C h o i c e s t h r o u g h M u l t i m o d a l i s m a n d A c c e s s i b i l i t y C o u n t y r e s i d e n t s w i l l b e s e r v e d , w h e r e e c o n o m i c a l l y f e a s i b l e , t h r o u g h t h e d e v e l o p m e n t o f t r a n s p o r t a t i o n a l t e r n a t i v e s a n d t r a v e l o p t i o n s t h a t c o n s i d e r t h e n e e d s o f a w i d e r a n g e o f c i t i z e n s . " W o r k w i t h t r a n s i t p r o v i d e r s a n d l o c a l s o c i a l s e r v i c e a g e n c i e s t o p r o v i d e s p e c i a l i z e d t r a n s i t s e r v i c e t o m e e t a b r o a d s p e c t r u m o f s o c i o - e c o n o m i c t r a n s i t n e e d s o f s e n i o r s , v e t e r a n s , p e r s o n s w i t h d i s a b i l i t i e s , a n d l o w i n c o m e r e s i d e n t s . " L e v e r a g e c o m m u t e r a n d m o t o r i s t a s s i s t a n c e o u t r e a c h c h a n n e l s i n o r d e r t o i n c r e a s e t h e a w a r e n e s s a n d u s e o f a l t e r n a t i v e c o m m u t i n g m o d e s . " I m p l e m e n t t h e C o m m i s s i o n ' s c o m m u t e r r a i l S R T P s a n d S C R R A ' s p l a n f o r M e t r o l i n k c o m m u t e r r a i l s e r v i c e s . " C o n t i n u e t o p u r s u e t h e g o a l s a n d o b j e c t i v e s a s o u t l i n e d i n a n u p d a t e o f t h e C o o r d i n a t e d P u b l i c T r a n s i t - H u m a n S e r v i c e s T r a n s p o r t a t i o n P l a n ( C o o r d i n a t e d P l a n ) f o r t h e C o u n t y r e l a t e d t o a u n i f i e d , c o m p r e h e n s i v e b u t f l e x i b l e s t r a t e g y f o r t r a n s p o r t a t i o n s e r v i c e d e l i v e r y t o a d d r e s s t r a n s p o r t a t i o n g a p s b e t w e e n c u r r e n t s e r v i c e s a n d n e e d s o f e l d e r l y i n d i v i d u a l s , p e r s o n s w i t h d i s a b i l i t i e s , a n d i n d i v i d u a l s o f l i m i t e d i n c o m e . " E n h a n c e s e c u r i t y , s u r v e i l l a n c e , a n d e m e r g e n c y r e s p o n s e c a p a b i l i t i e s o f C o u n t y t r a n s i t f a c i l i t i e s a n d r o a d w a y i n f r a s t r u c t u r e t h r o u g h p r o a c t i v e p l a n n i n g , i n t e r a g e n c y c o o r d i n a t i o n , a n d i n v e s t m e n t . " C o l l a b o r a t e w i t h p u b l i c t r a n s i t o p e r a t o r s t o e n s u r e c o n n e c t i n g b u s s e r v i c e t o n e w t r a n s i t s t a t i o n s . " C o l l a b o r a t e w i t h p u b l i c t r a n s i t o p e r a t o r s t o p r o v i d e e q u i t a b l e f a r e s a n d a c c e s s t o f a r e m e d i a t h r o u g h t h e s u p p o r t o f s y s t e m s t h a t a c c e p t c a s h a s w e l l a s m o b i l e o r o n - l i n e m e d i a . P r i o r i t i z e P u b l i c a n d S t a k e h o l d e r C o m m u n i c a t i o n s T h e C o m m i s s i o n w i l l c o m m u n i c a t e i n a t i m e l y , i n f o r m a t i v e , a n d a c c u r a t e m a n n e r w i t h t h e p u b l i c a n d s t a k e h o l d e r s t o e n c o u r a g e i n f o r m e d p u b l i c p a r t i c i p a t i o n i n t h e C o m m i s s i o n ' s d e c i s i o n - m a k i n g p r o c e s s e s . T h e C o m m i s s i o n w i l l p r o v i d e e x c e l l e n t c u s t o m e r a n d c o n s t i t u e n t s e r v i c e s a n d w i l l d e m o n s t r a t e t r a n s p a r e n c y a n d a c c o u n t a b i l i t y i n i t s c o m m u n i c a t i o n s . " E n g a g e w i t h n e w a n d t r a d i t i o n a l m e d i a t o e d u c a t e a n d i n f o r m t h e p u b l i c o f t h e C o m m i s s i o n ' s a c t i v i t i e s a n d t r a n s p o r t a t i o n i s s u e s i n R i v e r s i d e C o u n t y . " E n h a n c e a c c e s s t o p u b l i c i n f o r m a t i o n t h r o u g h a b r o a d a r r a y o f c o m m u n i c a t i o n p l a t f o r m s ( e . g . , w e b s i t e , s o c i a l m e d i a , a n n u a l r e p o r t , m o n t h l y n e w s l e t t e r , t e l e v i s i o n , S p e a k e r s B u r e a u , p r i n t m e d i a , r a d i o , e t c . ) . " C o n d u c t c o m p r e h e n s i v e p u b l i c o p i n i o n r e s e a r c h t o d e t e r m i n e p r i o r i t i e s a n d a t t i t u d e s o f R i v e r s i d e C o u n t y r e s i d e n t s a n d s t a k e h o l d e r s r e g a r d i n g t r a n s p o r t a t i o n n e e d s . " C l o s e l y e n g a g e R i v e r s i d e C o u n t y ' s l e g i s l a t i v e d e l e g a t i o n s r e g a r d i n g t r a n s p o r t a t i o n i s s u e s . " D e v e l o p a n e f f e c t i v e l o n g - r a n g e l e g i s l a t i v e s t r a t e g y r e g a r d i n g l o c a l , s t a t e , a n d f e d e r a l f u n d i n g a n d p o l i c y . " P r o t e c t a n d e n h a n c e f l e x i b i l i t y i n t h e C o m m i s s i o n ' s u s e o f s t a t e a n d f e d e r a l t r a n s p o r t a t i o n r e v e n u e i n a d d r e s s i n g r e g i o n a l p r i o r i t i e s a n d n e e d s . " E x p l o r e l o c a l o p t i o n s f o r s u s t a i n a b l e f u n d i n g i n a d d r e s s i n g l o n g - t e r m t r a n s p o r t a t i o n a n d q u a l i t y - o f - l i f e n e e d s f o r t h e C o u n t y . " P u r s u e p o l i c y o b j e c t i v e s c o n t a i n e d i n t h e C o m m i s s i o n ' s c o m p r e h e n s i v e a d o p t e d l e g i s l a t i v e p l a t f o r m s . " K e e p t h e p u b l i c i n f o r m e d a b o u t c o n s t r u c t i o n - r e l a t e d i m p a c t s f r o m p r o j e c t s . " D e v e l o p a n d e x e c u t e a l o n g - t e r m c o m m u n i c a t i o n s a n d c u s t o m e r e n g a g e m e n t s t r a t e g y f o r t h e p u r p o s e s o f p u b l i c e d u c a t i o n , e n g a g e m e n t , a n d c u s t o m e r s e r v i c e . " D e v e l o p a n d i m p l e m e n t e x p r e s s l a n e m a r k e t i n g a n d p r o m o t i o n c a m p a i g n s f o r t h e 9 1 E x p r e s s L a n e s t o i n c r e a s e c u s t o m e r a c c o u n t s a n d l a n e u s a g e . " P r o v i d e e x c e l l e n t c u s t o m e r s e r v i c e t o 9 1 E x p r e s s L a n e s c u s t o m e r s . M a i n t a i n F i s c a l a n d O r g a n i z a t i o n a l A c c o u n t a b i l i t y A s t h e s t e w a r d o f l o c a l , s t a t e , a n d f e d e r a l r e s o u r c e s , t h e C o m m i s s i o n w i l l d e v e l o p a n d m a i n t a i n f i n a n c i a l a n d a d m i n i s t r a t i o n p o l i c i e s t h a t p r o m o t e f i d u c i a r y r e s p o n s i b i l i t y a n d o r g a n i z a t i o n a l e x c e l l e n c e . F i n a n c i a l P l a n n i n g P o l i c i e s " A d m i n i s t r a t i v e c o s t s , i n c l u d i n g s a l a r i e s a n d b e n e f i t s , s h a l l b e f u n d e d b y a l l o c a t i o n s f r o m M e a s u r e A , L T F , F S P , S A F E , a n d T U M F f u n d s . " T h e C o m m i s s i o n s h a l l b u d g e t n o m o r e t h a n o n e p e r c e n t ( 1 % ) o f M e a s u r e A s a l e s t a x r e v e n u e s f o r a d m i n i s t r a t i v e s a l a r i e s a n d b e n e f i t s . " A d m i n i s t r a t i v e p r o g r a m d e l i v e r y c o s t s w i l l b e b u d g e t e d a t w h a t e v e r i s r e a s o n a b l e a n d n e c e s s a r y , b u t n o t t o e x c e e d f o u r p e r c e n t ( 4 % ) o f M e a s u r e A s a l e s t a x r e v e n u e s ( i n c l u s i v e o f t h e o n e - p e r c e n t s a l a r y l i m i t a t i o n ) . " T h e C o m m i s s i o n s h a l l b u d g e t 1 0 0 % o f t h e a n n u a l p a y m e n t r e l a t e d t o t h e C o m m i s s i o n ' s p r o p o r t i o n a t e s h a r e o f t h e n e t p e n s i o n l i a b i l i t y . " T h e C o m m i s s i o n s h a l l b u d g e t 1 0 0 p e r c e n t o f t h e a n n u a l r e q u i r e d c o n t r i b u t i o n r e l a t e d t o t h e p o s t r e t i r e m e n t h e a l t h c a r e b e n e f i t s . " T h e C o m m i s s i o n s h a l l u t i l i z e u n e x p e n d e d 1 9 8 9 M e a s u r e A f u n d s o n l y f o r p r o j e c t s a n d p r o g r a m s i n c l u d e d i n t h e 1 9 8 9 M e a s u r e A . S a l e s t a x r e v e n u e s f r o m t h e 2 0 0 9 M e a s u r e A s h a l l b e e x p e n d e d o n l y f o r p r o j e c t s a n d p r o g r a m s i n c l u d e d i n t h e 2 0 0 9 M e a s u r e A . " A m o u n t s w i l l b e b u d g e t e d b y f i s c a l y e a r f o r m u l t i - y e a r p r o j e c t s , b a s e d o n b e s t a v a i l a b l e e s t i m a t e s , w i t h t h e u n d e r s t a n d i n g t h a t , t o t h e e x t e n t a c t u a l s v a r y f r o m t h o s e e s t i m a t e s a n d t h e p r o j e c t i s o n g o i n g , a d j u s t m e n t s w i l l b e m a d e o n a c o n t i n u a l b a s i s . " T h e f i s c a l c a p i t a l b u d g e t s h o u l d b e c o n s i s t e n t w i t h t h e s t r a t e g i c p l a n a n d d e v i a t i o n s a p p r o p r i a t e l y n o t e d , e x p l a i n e d , a n d j u s t i f i e d . " A b a l a n c e d b u d g e t s h a l l b e a d o p t e d a n n u a l l y w i t h o p e r a t i n g a n d c a p i t a l e x p e n d i t u r e s a n d o t h e r f i n a n c i n g u s e s e q u a l t o o r l e s s t h a n i d e n t i f i e d r e v e n u e s a n d o t h e r f i n a n c i n g s o u r c e s a s w e l l a s a v a i l a b l e f u n d b a l a n c e s . R e v e n u e P o l i c i e s " S a l e s t a x r e v e n u e p r o j e c t i o n s w i l l b e r e v i s e d s e m i - a n n u a l l y t o e n s u r e u s e o f c u r r e n t a n d r e l e v a n t d a t a . S t a f f m a y a d j u s t a n n u a l a m o u n t s d u r i n g t h e b u d g e t p r e p a r a t i o n p r o c e s s t o r e f l e c t t h e m o s t c u r r e n t e c o n o m i c t r e n d s . " A s t r a t e g i c a p p l i c a t i o n o f l o c a l f u n d i n g s o u r c e s w i l l b e u s e d t o m a x i m i z e f e d e r a l a n d s t a t e f u n d i n g o f p r o j e c t s . " F i d u c i a r y r e s p o n s i b i l i t y r e g a r d i n g W e s t e r n C o u n t y T U M F r e v e n u e s s h a l l b e e x e r c i s e d , a n d r e v e n u e s w i l l b e a l l o c a t e d p u r s u a n t t o C o m m i s s i o n d i r e c t i o n a n d t h e a p p r o v e d 2 0 0 9 M e a s u r e A . " A d o p t e d t o l l r e v e n u e p o l i c i e s w i l l e s t a b l i s h c o n g e s t i o n p r i c i n g i n o r d e r t o o p t i m i z e t h r o u g h p u t o n t o l l f a c i l i t i e s w h i l e g e n e r a t i n g r e v e n u e t o m e e t a l l f i n a n c i a l c o m m i t m e n t s . " R e v e n u e s g e n e r a t e d f r o m t h e o p e r a t i o n o f t o l l f a c i l i t i e s w i l l b e a v a i l a b l e f o r e x p e n s e s r e l a t e d t o : o D e b t i s s u e d t o c o n s t r u c t o r r e p a i r a n y p o r t i o n o f t h e t o l l f a c i l i t y , p a y m e n t o f d e b t s e r v i c e , a n d s a t i s f a c t i o n o f o t h e r c o v e n a n t s a n d o b l i g a t i o n s r e l a t e d t o i n d e b t e d n e s s o f t h e t o l l f a c i l i t y , i n c l u d i n g a p p l i c a b l e r e s e r v e s ; o D e v e l o p m e n t , m a i n t e n a n c e , r e p a i r , r e h a b i l i t a t i o n , i m p r o v e m e n t , r e c o n s t r u c t i o n , a d m i n i s t r a t i o n , a n d o p e r a t i o n o f t h e t o l l f a c i l i t i e s , i n c l u d i n g t o l l c o l l e c t i o n a n d e n f o r c e m e n t a n d a p p l i c a b l e r e s e r v e s ; a n d o P r o j e c t s w i t h i n t h e c o r r i d o r f r o m w h i c h t h e r e v e n u e w a s g e n e r a t e d . " P r o c e e d s f r o m t h e d i s p o s i t i o n , i n a c c o r d a n c e w i t h f e d e r a l , s t a t e a n d l o c a l r e g u l a t i o n s , o f e x c e s s p r o p e r t i e s o w n e d b y t h e C o m m i s s i o n w i l l b e r e t u r n e d t o t h e p r o g r a m s w h i c h p r o v i d e d t h e f u n d i n g s o u r c e s f o r t h e p r o p e r t y a c q u i s i t i o n . D e b t M a n a g e m e n t P o l i c i e s " T h e D e b t M a n a g e m e n t P o l i c y , a s r e v i s e d o n S e p t e m b e r 1 4 , 2 0 1 6 , a n d t h e I n t e r e s t R a t e S w a p P o l i c y , a s a d o p t e d J u l y 1 2 , 2 0 0 6 , s h a l l b e u p d a t e d a s n e c e s s a r y f o r m a t t e r s r e l a t e d t o s a l e s t a x r e v e n u e a n d t o l l - s u p p o r t e d i n d e b t e d n e s s . " O u t s t a n d i n g s a l e s t a x r e v e n u e d e b t s h a l l n o t e x c e e d $ 9 7 5 m i l l i o n , i n a c c o r d a n c e w i t h M e a s u r e K a p p r o v e d b y a m a j o r i t y o f t h e v o t e r s i n N o v e m b e r 2 0 1 0 . " T o l l - s u p p o r t e d d e b t m a y b e i s s u e d f o r s p e c i f i c h i g h w a y p r o j e c t s a n d m a y c o m p r i s e t o l l r e v e n u e b o n d s a n d f e d e r a l l o a n s . " T h e C o m m i s s i o n w i l l m a i n t a i n 2 . 0 x d e b t r a t i o c o v e r a g e o n a l l s e n i o r s a l e s t a x r e v e n u e d e b t a n d 1 . 3 x d e b t r a t i o c o v e r a g e o n a l l t o l l - s u p p o r t e d d e b t . " D e b t i s s u a n c e w i l l b e f o r m a j o r c a p i t a l p r o j e c t s i n c l u d i n g e n g i n e e r i n g , r i g h t o f w a y , c o n s t r u c t i o n , a n d d e s i g n - b u i l d . O p e r a t i n g r e q u i r e m e n t s , i f a n y , m u s t b e p a i d f r o m c u r r e n t o n g o i n g r e v e n u e s a n d m a y n o t b e f i n a n c e d e x c e p t f o r i n i t i a l t o l l o p e r a t i o n s . " C o s t s o f i s s u a n c e , i n c l u d i n g t h e s t a n d a r d u n d e r w r i t e r ' s d i s c o u n t , w i l l n o t e x c e e d t w o p e r c e n t ( 2 % ) . " T h e C o m m i s s i o n m a y e n t e r i n t o i n t e r e s t r a t e s w a p s t o b e t t e r m a n a g e a s s e t s a n d l i a b i l i t i e s a n d t a k e a d v a n t a g e o f m a r k e t c o n d i t i o n s t o l o w e r o v e r a l l c o s t s a n d r e d u c e i n t e r e s t r a t e r i s k . " W h i l e i t i s t h e i n t e n t o f t h e C o m m i s s i o n t o e s t a b l i s h a c a s h d e b t r e s e r v e f o r l o n g - t e r m b o n d i s s u a n c e , a s n e c e s s a r y , s u r e t y b o n d s c a n b e o b t a i n e d w h e n b e n e f i c i a l t o t h e C o m m i s s i o n . " A l l s a l e s t a x r e v e n u e d e b t m u s t m a t u r e p r i o r t o t h e t e r m i n a t i o n o f 2 0 0 9 M e a s u r e A o n J u n e 3 0 , 2 0 3 9 . " A l l t o l l - s u p p o r t e d d e b t m u s t m a t u r e p r i o r t o t h e e x p i r a t i o n o f t o l l f a c i l i t y a g r e e m e n t s . E x p e n d i t u r e / E x p e n s e A c c o u n t a b i l i t y P o l i c i e s " E s t a b l i s h e d p r i o r i t i e s f o r p l a n n i n g a n d p r o g r a m m i n g o f c a p i t a l p r o j e c t s w i l l b e r e v i e w e d a n n u a l l y w i t h t h e C o m m i s s i o n . " A c t u a l e x p e n d i t u r e s / e x p e n s e s w i l l b e c o m p a r e d t o t h e b u d g e t o n a t l e a s t a q u a r t e r l y b a s i s , a n d s i g n i f i c a n t d e v i a t i o n s w i l l b e a p p r o p r i a t e l y n o t e d , e x p l a i n e d , a n d j u s t i f i e d . " O p e r a t i o n s a n d m a i n t e n a n c e a g r e e m e n t s f o r t o l l o p e r a t i o n s w i l l b e i m p l e m e n t e d , a n d r e l a t e d c o s t s w i l l b e c o m p a r e d t o t o l l f i n a n c i n g a s s u m p t i o n s . R e s e r v e P o l i c i e s " T h e C o m m i s s i o n w i l l m a i n t a i n p r o g r a m r e s e r v e s i n a c c o r d a n c e w i t h M e a s u r e A a n d T D A p o l i c i e s a n d g u i d e l i n e s . " T h e C o m m i s s i o n w i l l e s t a b l i s h a n d m a i n t a i n a t r a n s i t o p e r a t o r ' s r e s e r v e o f t e n p e r c e n t ( 1 0 % ) f o r t h e C o a c h e l l a V a l l e y a n d P a l o V e r d e V a l l e y . A d d i t i o n a l l y , a t e n p e r c e n t ( 1 0 % ) r e s e r v e w i l l b e e s t a b l i s h e d a n d m a i n t a i n e d f o r e a c h o f t h e W e s t e r n C o u n t y t r a n s i t o p e r a t o r s ( p u b l i c b u s a n d c o m m u t e r r a i l ) . " T h e C o m m i s s i o n w i l l e s t a b l i s h a n d m a i n t a i n r e s e r v e s f o r t o l l o p e r a t i o n s , c a p i t a l i m p r o v e m e n t s , a n d d e b t service in accordance with toll -supported debt agreements. Cash Management and Investment Policies • Where possible, the Commission will encourage receipt of funds by wire transfer to its accounts. • Balances in the bank operating account will be maintained at the amount necessary to meet monthly expenditures/expenses. • Construction and operating funds will be invested per the Commission's established Investment Policy, as revised on April 13, 2016, emphasizing in order of priority: 1) safety, 2) liquidity, and 3) yield. • Cash disbursements to local jurisdictions and vendors/consultants will be completed in an expeditious and timely manner. Procurement Policies • The Commission will conduct outreach to businesses and contractors located in the County regarding opportunities to provide the Commission with competitive and qualified goods and/or services. • The Commission will continuously evaluate its procurement program and policies to ensure competitive, transparent, objective, and fair selection processes. • The Commission will provide vendor access to contracting opportunities. Auditing, Accounting, and Financial Reporting Policies • The Commission will maintain an ERP system that integrates project and toll operations accounting needs and improves accounting efficiency. • The Commission will issue a Comprehensive Annual Financial Report (CAFR); separate financial reports for the LTF, STA, Proposition 1B Rehabilitation and Security Project Accounts, Low Carbon Transit Operations Program (LCTOP), and toll operations; and the State Controller's Transportation Planning Agency Financial Transactions Report and Government Compensation in California Report. • An audit is to be conducted annually on the Commission's accounting books and records. As long as the Commission has outstanding bonds and federal loans, an independent accounting firm must conduct the audit. • The Commission is responsible for ensuring that audits of Measure A and TDA funding recipients are completed and reviewed for compliance and other matters in a timely manner. Human Resources Management Policies • While accommodating the assumption of toll operation responsibilities, Commission staffing levels will be consistent with the intent of its enabling legislation, which envisioned a small, but effective staff. • Contract staff and consultants will be used to augment staff efforts as much as necessary to support programs or workloads, which do not appear to be of a permanent nature. Information Technology Management Policy • Significant effort will be made to maintain efficient and cost-effective technology infrastructure by continuously upgrading network equipment and software to ensure quality performance, productivity, and connectivity among staff, other agencies, toll operator, and the public. Network security will continue to be a top priority to maintain the integrity of the Commission's network and information. Linking Commission Policy Goals and Departmental Goals and Objectives The following matrix (Table 20) illustrates the linkage of the Commission's overall policy goals described in this section to the individual departmental goals and objectives included in Section 6. Table 20 — Relationship between Commission and Departmental Goals Goods System Environmental Economic Intermodalism & Fiscal & Department Mobility Movement Efficiencies Stewardship Development Accessibility Communications Organizational Management Services Executive Management X X X X X X X X Administration X X External Affairs X X X X X Finance X Regional Programs Planning and Programming X X X X X X X X Rail Maintenance and Operations X X X X X Public and Specialized Transit X X X X X Commuter Assistance X X X X X X Motorist Assistance X X X X X X Toll Operations X X X X X X X X Capital Project Development & Delivery X X X X X X X X Budget Process Summary The budget is the primary performance tool used to measure and control accountability of public agencies for taxpayer dollars. The budget communicates to all stakeholders (i.e., elected officials, regional agencies, and citizens) how the investment they made will be put to use by providing detailed information on the specifics of resource allocation and uses. Progress is monitored on a monthly basis, and revisions and updates are made as deemed necessary to reflect changing dynamics and accommodate unplanned requests. This results in a budget document that is useful and meaningful as a benchmark against which to evaluate government accomplishments and/or challenges and to assess compliance with fiscal accountability. Unlike many governments that provide direct services to the general public, the Commission has the overall responsibility of managing transportation planning and funding for the County. As a result its budget, in terms of dollars, is comprised primarily of capital -related programs and projects; the operating component of the budget is related to multimodal programs (commuter and motorist assistance services, rail operations, toll operations, and transit planning). Management services, which consist of executive management, administration, external affairs, and finance, provide support to both capital and operating programs and projects. Chart 7 depicts the organization of the Commission's oversight and management functions. The budget process consists of six primary tasks conducted in phases throughout the fiscal year. Chart 7 illustrates the budget process for the development of the FY 2017/18 budget and monitoring of the FY 2016/17 budget. A summary of each task is described below. Chart 7 — Budget Process ID Task Name Short Term Strategic Direction R�bbifirce Identification and Allocation Phase Needs Assessment Phaca Development and FIRMMN Adoption iffi filementation Phase Budget Roles and Responsibilities Duratio n 140 days 200 days 120 days 150 days 60 365 days Short -Term Strategic Direction Phase 2016 2017 The first phase of the budget process is to determine the direction of the Commission in the short-term and to integrate this with the Commission's long-term goals and objectives, including the Western Riverside County Delivery Plan as discussed in Section 6.4. Annually a workshop is held for the Board to evaluate and determine where the Commission plans to be and what it desires to accomplish over the next five to ten years. Annual reviews allow for timely responsiveness to any significant political, legislative, or economic developments that may occur locally, statewide, or nationally. Staff then adjusts its course based on the long-term strategic direction of the policy makers. Staff convenes in early January to both assess actual results, compared to the current year budget, and map changes in strategy for the ensuing fiscal year by reviewing and, if necessary, redefining departmental mission statements and setting goals. Those goals, upon review by the Board, become the Commission's short-term strategic direction. Chart 8 — Functional Organization Chart FY 2017/18 I Board of Commissioners Policy Committees • WRC Programs & Projects • ERC Programs & Projects • Budget & Implementation Advisory Committees • Technical Advisory • Citizens Advisory Executive Committee ME= 1111111= "Mr Administration Clerk of the Board & Board Relations — Claims Administration Human Resources Office & Records Management Information Technology I Finance Budget Development Contract Management & Procurement Disadvantaged Business Enterprise External Affairs Goods Movement _ Legislative Advocacy & Analysis Media Relations - Financial Management — — Insurance Administration Public Information & Communications Resource Identification and Allocation Phase I Multimodal Programs — Call Box Program — Commuter Assistance — Freeway Service Patrol I � Capital Project Development & Delivery Toll System — Congestion Management — Highway & Rail Capital Programs New Corridors - Rail Operations — Property Management — Transit Planning Regional Transportation Plan State Transportation Improvement Program TUMF Program Station Maintenance Development Financing Operations Simultaneous with the short-term strategic direction phase, staff focuses on what funding sources are available and what monies are estimated as carryover from the current year. Additionally, the Commission's fund balances, that are the excess of fund assets over fund liabilities, are analyzed for available appropriation in the following fiscal year. In actuality, resource identification occurs throughout the year, but it is finalized in the upcoming fiscal year budget. Amounts to be borrowed are determined as parts of the long-term strategic planning process, but such amounts are adjusted in the annual budget to reflect more current information. Needs Assessment Phase Staff and consultants evaluate what projects and studies need to be accomplished. Project priority and sequencing set in the long-term strategic plan are the top candidates for budget submission. However, priorities may have changed due to economic necessities or political realities, resulting in projects being rescheduled by acceleration or postponement. New projects may be added or existing priorities deleted based on Commission direction. Development and Review Phase Using all the data and information gathered from the previously mentioned stages, department managers submit their desired budgets to the Finance Department. The information, along with staff and overhead allocations, is compiled into a preliminary or draft budget. After review by the Executive Director and inclusion of the desired changes, the draft budget is presented to the Board for input. Adoption and Implementation Phase The proposed budget is submitted to the Commission at its May meeting. A hearing is scheduled to allow for public comment on the proposed budget. The Commission may choose, after public hearing, to adopt the budget or to request additional information and/or changes to the budget. The budget, including the salary schedule, must be adopted no later than June 15 of each year. Upon adoption by the Commission, the budget is entered into the ERP system effective July 1 for the next fiscal year. Chart 9 — Budget Development Timeline FY 2017/18 •Staff develops revenue projections. •Board approves sales tax revenue projections on January 11, 2017. •Staff develops departmentgoals and objectives, projected FY 2016/17 actuals, and proposed FY 2017/18 Budget. December 2016 - February 2017 Budget Roles and Responsibilities March - April 2017 •Board adopts Commission's FY 2017/18 goals and objectives on March 8, 2017. •Finance reconciles and analyzes department budget projections and proposed budget. •Budget and Implementation Committee reviews and forwards proposed FY 2017/18 budgetto Board on April 24, 2017. ▪ Board opens public hearing on May 10, 2017 and reviews and receives comments on proposed budget. • Board receives final comments, closes public hearing, and adopts budget on June 14, 2017. May -June 2017 Involvement in the budget permeates all staffing levels, as presented in Chart 10, at the Commission from clerical support staff to policy makers. Each program manager develops a detailed line item budget that consists of the operating and/or capital components. Those budgets, by program, are submitted to the department director for review and concurrence. The department managers submit their budgets to the Chief Financial Officer by mid -March. The Finance Department compiles the department budgets. Both the capital and operating budgets are combined into the draft budget for the entire Commission. The Chief Financial Officer and Executive Director review the entire budget for overall consistency with both the short- and long-term strategic direction of the Commission, appropriateness of funding sources for the identified projects and programs, and reasonableness of the operating and capital budget expenditures/expenses. Expenditure/expense activities of the funds are controlled at the budgetary unit, which is the financial responsibility level (General, Measure A, Motorist Assistance, LTF, STA, TUMF, Other Agency Projects, Capital Projects, Debt Service Funds, and Enterprise Fund) for each function (i.e., administration, operations, programs, intergovernmental distributions, debt service, capital outlay, and other financing uses). These functions provide the legal level of budgetary control (i.e., the level at which expenditures/expenses cannot legally exceed the appropriated amount). Budget -to -actual reports are available to program managers and directors on a real-time basis through the ERP system for informational and management purposes, including identification and evaluation of any significant budget variations. During the fiscal year management has the discretion to transfer budgeted amounts within the financial responsibility unit according to function or may provide support for supplemental budget appropriations requests. Supplemental budget appropriation requests require the authorization of the Commission. The Commission may take action at any monthly meeting to amend the budget. In some years, the Finance Department may compile miscellaneous requests and submit a budget appropriations adjustment at mid -year to the Commission for approval. Those budget amendments approved by the Commission are incorporated into the budget, as they occur, and are reflected in the CAFR in the final budget amounts reported in the budgetary schedules. Chart 10 — Staff Organization Chart FY 2017/18 Admi tratoea Board of Commissioners Executive Director Deputy Executive Director Chief Financial Officer External Affairs Director — Senior Financial Analyst Accountant — Accounting Technician(2) 01111111 F netitortne� Senior Management Analyst (x) Administrative Assistant Den u ,,Clerk of the Dora gecpms Technician Mulornodal Services Director L Management Analyst project Deli ery Direct., Toll Progr mDirector ., . . Manager(a) Toll project Manager Senior Management A y -Way Manager Toll Operations Manager Tol Technology Sect for Management Analyst anager Management Analyst Senior Management Analyst (2) Management Analyst - Accounting Assntant(E) — Faculties Administrator — Senior office Assistant Management Analyst Fund Budgets Budgetary Basis The Commission accounts for its budgeted funds using the modified and current financial resources measurement focus for governmental funds and the accrual basis of accounting and the economic resources measurement focus for enterprise funds. The basis of accounting is the same as the basis of budgeting. Governmental fund revenues are recognized as soon as they are both measurable and available to meet current year obligations. Such revenues are considered to be available when they are guaranteed as to receipt, based on expenditure of funds (i.e., government matching funds), or certain to be received within 180 days of the end of the fiscal year. Governmental expenditures are generally recorded when a liability is incurred; however, debt service expenditures are recorded when the payment is due. Enterprise fund revenues are recognized when earned, and expenses are recorded when a liability is incurred, regardless of the timing of related cash flows. Total sources and uses by fund type for the FY 2017/18 budget are shown in Chart 11. Chart 11— Total Sources and Uses by Fund Type FY 2017/18 80% - 70% 60% 50% 40% 30% 20% 10% - 0% 5% 5% General Fund Fund Structure 68% 64% 21% 18% 8% 7% Special Revenue Funds Capital Projects Funds Debt Service Fund 2% 2% k Enterprise Fund V Total Sources o Total Uses There are 32 funds (Chart 12) that account for the Commission's budgeted resources and are categorized into five fund types: General fund, special revenue funds, capital projects funds, debt service, and enterprise funds. All of the Commission's funds are budgeted. There are three funds reported in the General fund and 23 in the special revenue funds. Three capital projects funds are used to account for capital project expenditures financed with short- or long-term debt proceeds. The Commission has two debt service funds to account for debt -related activity. In addition, the Commission has one enterprise fund to record operational activity for the Riverside 91 Express Lanes. Chart 12 — Budgeted Funds Structure FY 2017/18 General Fund *Administration *Rail Operations & Maintenance •Planning& Programming i Special Revenue Funds '1989 Measure • Western County • Highway • Rail 2009 Measure • Western County • H ighways • Local Streets & Roads •Public Transit •Specialized Transit • Bus Transit •Rail Transit •Commuter Assistance • New Corridors •Bond Financing • Regional Arterials • Economic Development • Coachella Valley • Highway &Regional Arterials • Local Streets & Roads • Specialized Transit • Palo Verde Valley • Local Streets & Roads 1 J r • FSP •SAFE • Local Transportation Funds • State Transit Assistance •TUMF • Coachella Valley Rail • Other Agency Projects Fund Capital Projects Funds • Commercial Paper • Sales Tax Bonds • Toll Revenue Bonds Debt Service Funds L • Sales Tax Bonds • Toll Revenue Bonds Enterprise Fund • Riverside 91 Express Lanes General Fund Overview The General fund of the Commission is used to account for all activities not legally required or designated by Board action to be accounted for separately. For many public agencies, the General fund is the largest fund; however, it is less significant for the Commission. The Commission's largest revenue source is Measure A, a locally levied sales tax that legally must be accounted for separately in special revenue funds. In addition to Commission administration and general operations, other General fund activities include commuter rail maintenance and operations as well as planning and programming. The FY 2017/18 budget for the General fund is presented in Table 21, followed by a discussion of significant components of the budget. Table 21— General Fund FY 2016 — 2018 FY 15/16 FY 16/17 FY 16/17 FY 17/18 Dollar Percent Actual Revised Budget Projected Budget Change Change Revenues Measure A Sales Tax $ 3,000,000 $ 3,250,000 $ 3,250,000 $ - $ (3,250,000) -100% Federal Reimbursements 4,925,000 3,299,000 4,161,700 (763,300) -15% State Reimbursements 1,059,300 3,409,200 454,000 3,365,700 (43,500) -1% Local Reimbursements 74,700 1,632,500 279,000 1,468,200 (164,300) -10% Other Revenue 1,009,300 - N/A Investment Income 71,600 16,300 15,700 76,400 60,100 369% TOTAL Revenues 5,214,900 13,233,000 7,297,700 9,072,000 (4,161,000) -31% Expenditures Personnel Salaries and Benefits 4,299,600 4,220,600 4,368,500 4,512,600 292,000 7% Professional and Support Professional Services 2,379,700 4,154,200 3,586,500 4,892,200 738,000 18% Support Costs 3,052,000 5,080,700 4,268,600 5,531,500 450,800 9% TOTAL Professional and Support Costs 5,431,700 9,234,900 7,855,100 10,423,700 1,188,800 13% Projects and Operations Program Operations 1,823,100 4,240,800 2,513,900 2,850,500 (1,390,300) -33% Engineering - - 2,000,000 2,000,000 N/A Construction 74,600 3,084,200 100,000 2,984,200 (100,000) -3% Operating and Capital Disbursements 15,766,800 26,433,300 20,066,700 21,455,000 (4,978,300) -19% Special Studies 782,900 2,150,000 200,000 3,150,000 1,000,000 47% TOTAL Projects and Operations 18,447,400 35,908,300 22,880,600 32,439,700 (3,468,600) -10% Debt Service Principal Payments 14,200 N/A Interest Payments 10,700 - - - - N/A TOTAL Debt Service 24,900 N/A Capital Outlay 178,600 286,000 221,000 1,040,000 754,000 264% TOTAL Expenditures 28,382,200 49,649,800 35,325,200 48,416,000 (1,233,800) -2% Excess (deficiency) of Revenues over (under) Expenditures (23,167,300) (36,416,800) (28,027,500) (39,344,000) (2,927,200) 8% Other Financing Sources (Uses) Transfers In Transfers Out Net Financing Sources (Uses) Excess (deficiency) of Revenues over (under) Expenditures and Other Financing Sources (Uses) Beginning Fund Balance ENDING FUND BALANCE 23,776,700 36,079,100 34,079,100 39,411,600 3,332,500 9% (1,551,800) (1,551,800) N/A 23,776,700 36,079,100 34,079,100 37,859,800 1,780,700 5% 609,400 (337,700) 6,051,600 10.182.700 10.792. 100 (1,484,200) (1,146,500) 340% 10.7 9 2. 100 16.843.700 6.051.600 56% $ 10,792,100 $ 10,454,400 $ 16,843,700 $ 15,359,500 $ 4,905,100 47% The sources for the General fund (Chart 13) consist of various federal, state and local reimbursements for planning activities and commuter rail station operations and maintenance; investment income; transfers from Measure A, LTF, STA, TUMF, motorist assistance, toll operations, and agency project funds for the allocation of administrative costs; transfers of LTF sales tax revenues for planning, programming, and monitoring (PPM) activities; and transfers of LTF Article 4 allocations for commuter rail transit operations and capital. Chart 13 — General Fund Sources FY 2017/18 Federal Reimbursements 9% State Reimbursements 7% Local Reimbursements 3% Transfers In_// 81% Measure A sales tax revenues in prior years included an off -the -top allocation for administrative costs. A change in the allocation of administrative costs are recognized as a transfers in of $4,675,200. The administrative allocation may be adjusted at mid -year based on required expenditures, but in no event will exceed four percent (4%) of total Measure A revenues (including administrative salaries and benefits). Federal reimbursements are related to station rehabilitation. State reimbursements include STIP funds for PPM activities. Local reimbursements and other revenues from local agencies are related to rail station security, other agency projects, and planning activities. LTF sales tax revenues from the Local Transportation Fund, a special revenue fund, are allocated and transferred to the General fund for administration, planning and programming, and rail transit operations and capital for the following purposes: • Administration allocations from LTF sales tax revenues of $167,000 in FY 2017/18 have decreased compared to the prior year due to an improved change in the allocation of administrative costs. • Planning allocations are set by law at three percent (3%) of estimated LTF sales tax revenues. The FY 2016/17 revised budget of $2,829,000 includes the effect of the mid -year projection adjustment. This adjustment usually includes the unapportioned carryover amount, which is not determined until after the prior year's fiscal year end, and revised revenue projections. The FY 2017/18 budget for planning allocations is $3,408,300. • Transit funding for commuter rail, which is tied to sales tax revenues, is based on operating and capital needs to the extent that revenues and reserved fund balance are available. The FY 2017/18 budget includes $18,000,000 in LTF allocations primarily to fund operating contribution expenditures to SCRRA and rail studies. • The FY 2017/18 budget includes LTF allocations of $2,000,000 for grade separation projects. The 2009 Measure A Western County rail fund will transfer in $7,500,000 in FY 2017/18 for rail station maintenance and operations; in prior years, LTF allocations primarily funded rail stations. Administrative transfers in from Measure A, LTF, STA, TUMF, motorist assistance, toll operations, and agency project funds of $3,828,100 in FY 2017/18 increased from $1,094,300 in FY 2016/17 due to a change in the allocation of administrative costs. Chart 14 — General Fund Uses FY 2017/18 Capital Outlay 2% Projects and Operations 65% Transfers Out 3% I Personnel Salaries and Benefits 9% Professional Services 10% Support Costs 11% General fund uses are depicted in Chart 14. Personnel salaries and benefits expenditures increase of $292,000 are due to changes in the allocation of FTEs and a 4% pool for merit -based salary increases. Professional costs increased 18% compared to the prior year due to professional services for information technology consultants and rail planning and station development in the Coachella Valley. Support costs have increased 9% due to expenditures for station maintenance and operations, utilities, and security at the four new PVL stations. Projects and operations expenditures decreased 10% due to prior year increases in program operations expenditures related to new PVL station operations, increased operating contribution to SCRRA for PVL operations, development of a countywide integrated long-range transportation plan, and construction for signal synchronization projects. The FY 2017/18 operating and capital disbursements budget includes allocations for rail operating contributions of $18,000,000. Capital outlay expenditures increased 264% due to information technology upgrades and station improvements. Transfers out of $1,551,800 reflect the change in allocation of administrative costs. Special Revenue Funds Overview The Commission's special revenue funds are legally restricted as to use for Measure A projects and programs, TUMF projects, motorist assistance services, other agency project coordination, and funding transit operations and capital in the County. The special revenue funds' budgets are summarized in Table 22, and individual budgets are presented in Tables 23 through 32 along with respective discussions. Table 22 — Special Revenue Funds FY 2016 — 2018 FY 15/16 FY 16/17 Actual Revised Budget FY 16/17 FY 17/18 Projected Budget Dollar Change Percent Change Revenues Measure A Sales Tax LTF Sales Tax STA Sales Tax Federal Reimbursements State Reimbursements Local Reimbursements TUMF Revenue Other Revenue Investment Income TOTAL Revenues Expenditures Personnel Salaries and Benefits Professional and Support Professional Services Support Costs TOTAL Professional and Support Costs Projects and Operations Program Operations Engineering Construction Design Build Right of Way/Land Operating and Capital Disbursements Special Studies Local Streets and Roads Regional Arterials TOTAL Projects and Operations Capital Outlay TOTAL Expenditures $ 164,630,300 $ 169,750,000 $ 169,750,000 83,776,500 85,000,000 85,000,000 13,358,000 10, 821, 600 10, 821, 600 15,889,700 29,465,000 10,464,300 55,521,200 8,180,000 9,297,900 1,497,200 8,863,600 7,424,700 19,831,300 18,520,000 18,850,000 6,286,300 173,000 268,500 3,247,500 1,038,400 1,453,300 364,038,000 331,811,600 3,883,000 5,016,100 11, 485, 200 18,834,900 902,700 2,333,500 313,330,300 4,827,200 13,810,000 1,509,900 12,387,900 21,168,400 13,201,400 3,577,300 112,067,600 265,484,600 56,274,900 77,784,500 47,400 49,826,500 12,148,000 13,118,700 18,582,900 88,129,000 145,010,600 74,289,700 124,556,400 815,000 51,358,000 30,516,600 15,319,900 12,002,400 3,204,000 33,751,000 140,930,000 36,246,600 88,889,400 2,000 51,358,000 30,516,600 590,412,200 1,003,600 546,376,900 2,065,000 396,900,000 1,350,000 607,686,700 574,626,400 418,397,100 Excess (deficiency) of Revenues over (under) Expenditures (243,648,700) (242,814,800) (105,066,800) Other Financing Sources (Uses) Transfers In Transfers Out TIFIA Loan Proceeds Net Financing Sources (Uses) Excess (deficiency) of Revenues over (under) Expenditures and Other Financing Sources (Uses) 80,148,300 (80,575,200) 228,792,200 150,591,100 (106,230,800) 100,269,200 84,726,400 (100,361,700) 107,946,200 228,365,300 144,629,500 92,310,900 (15,283,400) Beginning Fund Balance 531,297,700 (98,185,300) (12,755,900) 516,014,300 516,014,300 ENDING FUND BALANCE $ 516,014,300 $ 417,829,000 $ 503,258,400 $ 176,000,000 88,000,000 10,469,000 70,968,900 8,134, 500 7,802,600 21,250,000 248,000 1,929,500 384,802,500 4,296,500 12,310,400 1,120,100 13,430,500 13,865,100 9,516,400 73,052,400 189,485,000 83, 236,100 132,112, 600 802,000 52,933,000 30,000,000 585,002,600 3,940,000 606, 669, 600 (221,867,100) 158,952,900 (140,524,300) 88,000,000 106,428,600 (115,438,500) 503,258,400 $ 387,819,900 $ 6,250,000 3,000,000 (352,600) 41,503,900 (45,500) (1,061,000) 2,730,000 75,000 891,100 52,990,900 4% 4% -3 % 141% -1% -12% 15% 43% 86% 16% (719,600) -14% (6,524,500) -35% (1,213,400) -52% (7,737,900) -37% 746,400 6% (9,066,500) -49% (15,076,600) -17% 44,474,400 31% 8,946,400 12% 7,556,200 6% (13,000) -2% 1,575,000 3% (516,600) -2% 38,625,700 7% 1,875,000 91% 32,043,200 6% 20,947,700 -9% 8,361,800 6% (34,293,500) 32% (12,269,200) -12% (38,200,900) -26% (17,253,200) 18% (12,755,900) -2% $ (30,009,100) -7% Measure A and LTF sales taxes, STA allocations, Western County TUMF, state budgetary allocations, and vehicle registration fees are all accounted for in the 23 special revenue funds. Federal, state, and local reimbursements and transfers in consisting principally of debt proceeds are used to supplement the Measure A sales tax revenues. Chart 15 illustrates the various special revenue fund sources. Chart 15 — Special Revenue Funds Sources FY 2017/18 Debt Proceeds 14%—, _ Measure A Sales Tax 28% Transfers In 25% Investment Income 1% TUMF Revenue 3% Local Reimbursements 1% Federal Reimbursements LTF Sales Tax 14% STA Sales Tax 2% State Reimbursements 1% 11% The special revenue funds' resources are expended on County highway, rail, regional arterial, and new corridors engineering, right of way acquisition, construction, and design build; local streets and roads maintenance, repair, and construction; economic development incentives; bond financing; bicycle and pedestrian facilities; education and incentive programs to encourage use of alternate modes of transportation; special social service transportation programs; public transit operations and capital needs; and motorist towing and freeway call box assistance. As shown in Chart 16, projects and operations expenditures represent the primary use of special revenue fund resources. Chart 16 — Special Revenue Funds Uses FY 2017/18 Transfers Out 18% Capital Outlay 1% Measure A Special Revenue Funds Personnel Salaries Professional Services and Benefits 2% 1% Support Costs w.` 0% Projects and Operations 78% Of the special revenue funds, 16 are funded primarily with Measure A sales tax revenue, which is allocated to the three geographic areas of the County (Chart 17). The Measure A funds are comprised of two 1989 Measure A and ten 2009 Measure A Western County funds, three 2009 Measure A Coachella Valley funds, and one 2009 Measure A Palo Verde Valley fund. Chart 17 — Measure A Sales Tax Revenues by Geographic Area Palo Verde Valley Coachella 1% Valley I -- 22% Western County 77% Since the 1989 Measure A terminated on June 30, 2009, the remaining 1989 Measure A Western County funds will be closed upon the completion of the specific highway and rail projects. With the commencement of the 2009 Measure A on July 1, 2009, 14 funds will be in existence for the 30-year term. These funds account for all Measure A project and program expenditures and transfers of debt service for capital projects. The Measure A special revenue funds expend monies on capital construction and improvements to highways, commuter rail, regional arterials, new corridors, and local streets and roads. Funding is also reserved for commuter assistance, public and specialized transit, and economic development incentives programs as well as bond financing costs. The Commission is a self-help county, and, as such on major highway projects, the Commission supplements the State's spending. Upon completion of most highway projects, Caltrans takes over the maintenance and operations of the projects. All revenues from the Measure A sales tax have been pledged as security for the Commission's senior sales tax revenue bonds and commercial paper notes. Debt service on the bonds is recorded in the Sales Tax Bonds debt service fund, and most of the resources for the cash payments are provided through transfers out by the Measure A special revenue funds for the 2009 and 2013 Measure A bonds. Western County Measure A Funds The Western County Measure A special revenue funds account for Western County's approximately 77% share of the Measure A sales tax. As demonstrated in Table 23, most of the Commission's reimbursements flow through these funds, since the sales tax leverages state and federal dollars. Table 23 — Western County Measure A Funds FY 2016 — 2018 FY 15/16 Actual FY 16/17 Revised Budget FY 16/17 FY 17/18 Projected Budget Dollar Change Percent Change Sources Measure A Sales Tax Bond Financing Commuter Assistance Economic Development Incentives Highways Local Streets and Roads New Corridors Public Bus Transit Rail Regional Arterials Specialized Transit Total Measure A Federal Reimbursements State Reimbursements Local Reimbursements TUMF Revenue Other Revenue Investment Income Transfers In TIFIA Loan Proceeds TOTAL Sources Uses Personnel Salaries and Benefits Professional Services Support Costs Projects and Operations Program Operations Engineering Construction Design Build Right of Way/Land Operating and Capital Disbursements Special Studies Local Streets and Roads TOTAL Projects and Operations Capital Outlay Transfers Out TOTAL Uses $ 10,142,000 1,878,100 1,502,500 38,314,100 36,435,900 13,898,300 1,915,700 7,662,800 11,268,900 3,192,800 $ 10,457,000 1,937,000 1,549,000 39,506,000 37,569,000 14,330,000 1,975,000 7,901,000 11,619,000 3,293,000 $ 10,457,000 1,937,000 1,549,000 39,506,000 37,569,000 14,330,000 1,975,000 7,901,000 11,619,000 3,293,000 126, 211,100 15,889,700 51,580,000 1,283,600 42,100 5,202,000 1,380,000 77,853,600 228,792,200 130,136,000 26,565,000 4,248,000 3,282,800 20,000 173,000 515,700 147,289,300 100,269,200 130,136,000 9,964,300 5,447,900 6,875,300 268,500 557,500 83,671,900 107,946,200 508,234,300 412,499,000 3,449,100 4,277,400 10,157,100 12,823,900 667,300 1,378,000 9,360,500 8,706,900 1,167, 200 12, 530,000 108,325,300 76,684,300 265, 484, 600 145, 010, 600 52,871,500 62,459,400 11, 967, 800 15, 844, 400 47,400 815,000 35,654,100 36,744,000 344,867,600 4,115, 600 12,031,700 809,900 8,012,000 1,454,000 31,965,100 140,930,000 33,446,600 7,582,000 2,000 36,744,000 484,878,400 1,003,600 55,227,700 358,794,600 2,065,000 78,843,700 260,135, 700 1,350,000 77,171,900 555,383,200 458,182,600 355,614,800 Excess (deficiency) of Sources over (under) Uses $ (47,148,900) $ (45,683,600) $ (10,747,200) $ 10,932,000 2,024,000 1,620,000 41,298,000 39,274,000 14,981,000 2,065,000 8,260,000 12,147, 000 3,441,000 136,042,000 68,568,900 4,134, 500 2,890,000 248,000 623,300 156,715,900 88,000,000 457,222,600 3,663,700 8,036,200 807,700 9,623,400 4,140,000 60,665,700 189,485,000 71,927,500 17,940,600 802,000 38,365,000 392,949,200 3,940,000 113,537,500 522,934,300 $ (65,711,700) $ 475,000 5% 87,000 4% 71,000 5% 1,792,000 5% 1,705,000 5% 651,000 5% 90,000 5% 359,000 5% 528,000 5% 148,000 4% 5,906,000 5% 42,003,900 158% (113,500) -3% (392,800) -12% (20,000) -100% 75,000 43% 107,600 21% 9,426,600 6% (12,269,200) -12% 44, 723, 600 11 % (613,700) -14% (4,787,700) -37% (570,300) -41% 916,500 11% (8,390,000) -67% (16,018,600) -21% 44,474,400 31% 9,468,100 15 % 2,096, 200 13 % (13,000) -2% 1,621,000 4% 34,154, 600 10 % 1,875,000 91% 34,693,800 44% 64,751,700 14% $ (20,028,100) 44% The budgeted Western County Measure A sales tax revenues reflect a 5% increase compared to the prior year due to Measure A sales tax projections and changes to the allocation of administrative costs. Taxable sales changes between jurisdictions within the County also periodically affect the geographic allocation formula from year to year. Federal reimbursements for highway and rail projects and the commuter assistance program, are significantly higher in the FY 2017/18 budget and relate to funding from the Congestion Mitigation and Air Quality (CMAQ), Surface Transportation Program (STP), and earmarks. The 158% increase in federal reimbursements is primarily attributable to allocations of federal funding for project activity on the 1-15 Express Lanes project, Pachappa Underpass project, and rail station rehabilitation projects. State reimbursements are lower by 3% compared to the FY 2016/17 budget and reflect funding from STIP and Proposition 18 funding for various highway and rail projects, particularly the 1-215 corridor improvement project, rail station rehabilitation, and the PVL, in the prior year. The local reimbursement decrease of 12% from the prior year and is attributable to the Riverside County Regional Park and Open Space District's (District) Santa Ana River Trail project, traffic signal synchronization projects, and 91 Project betterments. Other revenue is related to property management lease revenues, which reflects an increase of 43% from the prior year and is related to the lease of vacant properties owned by the Commission. Investment income is slightly higher compared to the previous year's budget due to higher investment yields. As in prior years, a significant portion of transfers in consists of debt proceeds of $127,009,000 from sales tax revenue bonds, toll revenue bonds, and commercial paper notes to fund the 1-15 Express Lanes project and completion of the 91 Project. Other significant transfers in include $13,184,400 from the 2009 Measure A Western County rail fund for the PVL; $13,100,000 from the 2009 Measure A bond financing fund to fund a portion of Western County debt service; $2,558,500 for the build America bonds' (BABs) subsidy payment from the Debt Service fund; and $864,000 for regional arterials in accordance with the 2009 Measure A related to a city not eligible to receive the local street and roads funds. TIFIA loan proceeds of $88,000,000 will be used to pay eligible 1-15 Express Lanes project expenditures. Personnel salaries and benefits expenditures has a net decrease of 14% from the prior year resulting from the allocation of FTEs offset by a 4% pool for merit -based salary increases. Measure A Western County professional services expenditures in FY 2017/18 consist of general legal services for the various programs and capital projects, specialized legal and financial advisory services related to the 1-15 Express Lanes project and completion of the 91 Project, other professional services for rail capital and commuter assistance projects, and professional fees related to the Commission's debt programs. The decrease of 37% in FY 2017/18 reflects the prior year activity in advisory services and legal services related to the 91 Project. Support costs decreased 41% from the prior year due to restructuring of printing, communications, and vehicle maintenance for the commuter assistance program and completion of the PVL. Support costs comprise operations for the highway and rail capital, commuter assistance program, and property management services. General program operations comprise the program management with outside consultants for the highway and rail capital and commuter assistance programs, permits required for capital projects, and subsidies and certificates for the commuter assistance program. Such levels of operations typically fluctuate as project activities transition to another phase. Many of the Commission's Western County rail and highway projects funded by Measure A have been in the various phases of engineering, construction, design -build, and right of way activity. These activities are expected to decrease 67%, 21% and increase 31%, 15%, respectively, due to completion of the 91 Project and commencement of the I-15 Express Lanes project in FY 2017/18. A major project in the design -build and right of way phase is the 1-15 Express Lanes project. In addition to the design -build and right of way of the 1-15 Express Lanes project and completion of the 91 Project, other related activities during FY 2017/18 include utility and railroad relocations and the interagency, legal, financial, and other consultant staff to support these activities. Several Western County TUMF regional arterial projects will be under construction in FY 2017/18. Right of way acquisition is another major project activity for which the process can be lengthy. Significant right of way acquisitions will benefit the 1-15 Express Lanes project and completion of the 91 Project. Operating and capital disbursements are higher by 13% compared to the FY 2016/17 budget and relate to Western County intercity bus service, specialized transit expenditures, and rail capital funded by Measure A. Special studies decreased 2% compared to the FY 2016/17 budget and relates to feasibility studies performed in the prior year. Local streets and roads comprise turn back payments to local jurisdictions and increased because of the higher Measure A sales tax revenues. Capital outlay includes equipment and improvements for the rail program and reflects a 91% increase due to station rehabilitation and improvement expenditures. Significant transfers out include funding for debt service payments of $87,060,000; funding for rail operating and maintenance needs of $11,227,800 from 2009 Measure A Western County rail fund; $7,956,600 from the 2009 Measure A Western County rail fund for the PVL and station operations; funding for TUMF regional arterial projects of $435,000 from the 2009 Measure A Western County highway fund; $1,500,000 from the 2009 Measure A Western County commuter assistance fund for a transit project; 2009 Measure A Western County local streets and roads fund allocation of $864,000 to 2009 Measure A Western County regional arterials fund; and $4,494,100 for allocation of administrative costs to the General Fund. Coachella Valley Measure A Funds These special revenue funds account for Coachella Valley's 22% share of the Measure A sales tax. Table 24 — Coachella Valley Measure A Funds FY 2016 — 2018 FY 15/16 FY 16/17 FY 16/17 FY 17/18 Dollar Percent Actual Revised Budget Projected Budget Change Change Sources Measure A Sales Tax Highways & Regional Arterials $ 18,651,400 $ 19,231,000 $ 19,231,000 Local Streets and Roads 13,055,900 13,462,000 13,462,000 Specialized Transit 5,595,400 5,769,000 5,769,000 Total Measure A 37,302,700 38,462,000 38,462,000 Transfers In 175,100 188,000 188,000 TOTAL Sources 37,748,400 38,685,300 38,806,300 Uses Personnel Salaries and Benefits 4,100 500 Professional Services 900 9,000 7,000 Support Costs 100 200 200 Projects and Operations Program Operations 16,000 9,500 9,400 Operating and Capital Disbursements 6,492,100 6,050,000 5,900,000 Local Streets and Roads 13,055,900 13,462,000 13,462,000 Regional Arterials 11,248,000 30,000,000 30,000,000 TOTAL Projects and Operations 30,812,000 49,521,500 49,371,400 Transfers Out - - TOTAL Uses 30,817,100 49,530,700 49,379,100 Excess (deficiency) of Sources over (under) Uses $ 6,931,300 $ (10,845,400) $ (10,572,800) $ 19,462,000 13,623,000 5,838,000 38,923,000 188,000 39,223,300 7,400 200 900 5,000,000 13,578,000 30,000,000 48,578,900 136,100 48,722,600 $ (9,499,300) $ 231,000 1% 161,000 1% 69,000 1% 461,000 1% 0% 538,000 1% N/A (1,600) -18% 0% (8,600) -91% (1,050,000) -17% 116,000 1% 0% (942,600) -2% 136,100 N/A (808,100) -2% $ 1,346,100 -12% As shown in Table 24, overall budgeted Coachella Valley Measure A sales tax revenues increased 1%. Although total Measure A sales tax revenues increased 1%, taxable sales changes among the geographic areas also impact the geographic allocation formula from year to year. The Coachella Valley operating and capital disbursements represent specialized transit funds distributed to SunLine for transit operations. Local streets and roads comprise turn back payments to local jurisdictions and are directly affected by changes in Measure A sales tax revenues. Regional arterial projects are highway and regional arterial projects managed by CVAG. Debt service funding for CVAG highway and regional arterial and the city of Indio local streets and roads projects under advance funding agreements is reflected in projects and operations in order to be consistent with the accounting in the ERP system. Transfer out of $136,100 are related to allocation of administrative costs to the General Fund. Palo Verde Valley Measure A Fund This special revenue fund accounts for Palo Verde Valley's 1% share of the Measure A sales tax. Table 25 — Palo Verde Valley Measure A Fund FY 2016 — 2018 FY 15/16 FY 16/17 FY 16/17 FY 17/18 Dollar Percent Actual Revised Budget Projected Budget Change Change Sources Measure A Sales Tax Local Streets and Roads $ 1,116,500 $ 1,152,000 $ 1,152,000 Uses Projects and Operations Local Streets and Roads 1,116,500 1,152,000 1,152,000 TOTAL Projects and Operations 1,116,500 1,152,000 1,152,000 Transfers Out TOTAL Uses 1,116,500 1,152,000 1,152,000 Excess (deficiency) of Sources over (under) Uses $ $ 1,035,000 990,000 990,000 45,000 1,035,000 $ (117,000) -10% (162,000) -14% (162,000) -14% 45,000 N/A (117,000) -10% $ N/A The Measure A sales tax revenues are affected by the impact of shifts in taxable sales changes on the geographic allocation formula as well as revenue projections. In the Palo Verde Valley as noted in Table 25, expenditures are for local streets and roads. Debt service funding for the city of Blythe local streets and roads projects under an advance funding agreement is reflected in projects and operations in order to be consistent with the accounting in the ERP system. Transfers out of $45,000 are related to allocation of administrative costs to the General Fund. Non -Measure A Special Revenue Funds The non -Measure A special revenue funds account for LTF disbursements; TUMF Western County project costs; motorist assistance expenditures for towing service, freeway call boxes, and 1E511 system operations; transit disbursements from STA; Coachella Valley rail planning and development, and interagency activities. These activities are budgeted in the LTF, TUMF, FSP, SAFE, STA, Coachella Valley Rail, and Other Agency Projects special revenue funds, respectively. Local Transportation Fund The LTF special revenue fund derives its revenue from one quarter of one cent of the state sales tax that is returned to source and provides for funding of public transit operations in the County, bicycle and pedestrian facility projects, planning, and administration (Table 26). Table 26 — Local Transportation Fund FY 2016 — 2018 FY 15/16 FY 16/17 FY 16/17 FY 17/18 Dollar Percent Actual Revised Budget Projected Budget Change Change Sources LTF Sales Tax $ 83,776,500 $ 85,000,000 $ 85,000,000 Local Reimbursements 21,300 Investment Income 558,800 199,100 308,900 TOTAL Sources 84,356,600 85,199,100 85,308,900 Uses Projects and Operations Operating and Capital Disbursements Transfers Out TOTAL Uses 56,680,900 81,447,000 69,792,400 22,962,000 23,629,000 21,629,000 79,642,900 105,076,000 91,421,400 Excess (deficiency) of Sources over (under) Uses $ 4,713,700 $ (19,876,900) $ (6,112,500) $ 88,000,000 435,300 88,435,300 87,852,000 23,783,300 111,635,300 $ (23,200,000) $ 3,000,000 4% N/A 236,200 119% 3,236,200 4% 6,405,000 8% 154,300 1% 6,559,300 6% $ (3,323,100) 17% The LTF sales tax revenue in FY 2017/18 is projected to increase 4% from the prior year. Investment income is expected to increase due to higher investment yields. In FY 2017/18, approximately 98% and 2% of the LTF transit expenditures of $83,180,000 are for operating and capital purposes, respectively. LTF operating allocations are comprised of 73% to Western County, 26% to Coachella Valley, and 1% to Palo Verde Valley public bus operators. The actual allocations will not be approved until July 2017. Other operating and capital disbursements include allocations for SB821 bicycle and pedestrian projects of $4,000,000; planning and administration allocations of $672,000 to the County Auditor -Controller and SCAG. Transfers out include allocations to the Commission's General fund for planning and administration of $3,616,300, rail operations of $18,000,000, grade separation projects of $2,000,000 and $167,000 for allocation of administrative costs. Transportation Uniform Mitigation Fee Fund The TUMF fund accounts for the Commission's share of developer fee assessments on new residential and commercial developments in Western County for regional arterials and CETAP corridors (Table 27). TUMF revenues of $20,000,000 are projected to increase based on the improvement in the labor market and resurgence in home sales. The difference of $1,250,000 is related to TUMF Zone revenues for a Lake Elsinore project. The transfers in for FY 2017/18 relate to funding of $435,000 for the SR-79 realignment project from the 2009 Measure A Western County Highway special revenue fund. Table 27 — Transportation Uniform Mitigation Fee Fund FY 2016 — 2018 FY 15/16 FY 16/17 Actual Revised Budget FY 16/17 FY 17/18 Projected Budget Dollar Change Percent Change Sources TUMF Revenue Other Revenue Investment Income Transfers In TOTAL Sources Uses Personnel Salaries and Benefits Professional Services Support Costs Projects and Operations Program Operations Engineering Construction Right of Way/Land Regional Arterials TOTAL Projects and Operations Transfers Out TOTAL Uses 19,789,200 7,000 497,000 1,359,000 18,500,000 $ 18,850,000 124,100 280,200 2,234,100 400,000 21,652,200 20,858,200 19,530,200 248,100 440,100 437,200 169,300 1,575,600 350,200 1,400 32,300 15,700 397,800 272,400 310,000 2,410,100 5,312,900 1,750,000 3,742,300 5,444,700 1,785,900 3,401,100 11,745,300 2,710,000 900,000 516,600 516,600 10,851,300 23,291,900 7,072,500 1,251,500 2,484,200 700,100 12,521,600 27,824,100 8,575,700 Excess (deficiency) of Sources over (under) Uses $ 9,130,600 $ (6,965,900) $ 10,954,500 21,250,000 390,600 435,000 22,075,600 290,400 380,000 9,300 274,800 4,626,400 7,386,700 11,043,600 23,331,500 1,119,000 25,130,200 $ (3,054,600) $ 2,750,000 15% N/A 266,500 215% (1,799,100) -81% 1,217,400 6% (149,700) (1,195,600) (23,000) -34% -76 % -71 % 2,400 1 % (686,500) -13% 1,942,000 36% (701,700) -6% (516,600) -100% 39,600 0% (1,365,200) -55% (2,693,900) -10% $ 3,911,300 -56% Personnel salaries and benefits have a net decrease of 34% due to allocation of FTEs, offset by a 4% pool for merit - based salary increases. Professional services have decreased 76% due to more legal services activities on the Mid County Parkway project in the prior year. Support costs have decreased 71% due to additional published public notices in the prior year. Projects and operations costs remain comparable to the previous year. Many regional arterial projects move into various stages of engineering, right of way acquisition, and construction. Approximately 51% of the projects and operations costs are attributable to programmed regional arterial projects. The remaining 49% relates to CETAP projects such as the Mid County Parkway preliminary engineering and right of way acquisitions. Transfers out represent $1,119,000 are related to allocation of administrative cost to the General fund. Freeway Service Patrol Fund The FSP fund accounts for the state and local resources provided to cover the costs of servicing stranded motorists in covered service areas and construction zones by means of towing, changing tires, and providing fuel (Table 28). The State's funding share of $2,200,000 has slightly decreased 1% from the FY 2016/17 budget due to decreased CHP support needed for highway construction projects. Local reimbursements of $675,000 include construction FSP for the completion of the 91 Project. Transfers in represent Commission match funds of $1,083,600 from the SAFE special revenue fund. Table 28 — Freeway Service Patrol Fund FY 2016 — 2018 FY 15/16 FY 16/17 FY 16/17 FY 17/18 Dollar Percent Actual Revised Budget Projected Budget Change Change Sources State Reimbursements Local Reimbursements Other Revenue Investment Income Transfers In TOTAL Sources 2,022,000 $ 2,232,000 $ 2,100,000 675,000 282,800 1,059,800 3,300 600 2,500 571,200 714,700 307,100 3,656,300 3,622,300 2,692,400 Uses Personnel Salaries and Benefits 50,500 97,100 95,000 Professional Services 25,700 76,000 48,000 Support Costs 15,600 53,600 42,500 Projects and Operations Program Operations 3,309,700 3,921,200 3,500,000 Transfers Out 213,300 232,700 232,700 TOTAL Uses 3,614,800 4,380,600 3,918,200 Excess (deficiency) of Sources over (under) Uses $ 41,500 $ (758,300) $ (1,225,800) $ 2,200,000 675,000 1,083,600 3,958,600 133,700 48,000 53,100 3,700,000 112,900 4,047,700 $ (89,100) $ (32,000) -1% 0% N/A (600) -100% 368,900 52% 336,300 9% 36,600 38% (28,000) -37% (500) -1% (221,200) -6% (119,800) -51% (332,900) -8% 669,200 -88% Personnel salaries and benefits have increased 38% due to the allocation of FTEs and a 4% pool for merit -based salary increases. Professional services have decreased 37% due to the completion of the call box reduction and support costs are comparable to the prior year's budget. Operating costs for towing services in FY 2017/18 are lower than the FY 2016/17 budget due to decreased support levels needed on the 91 Project. Transfers out of $112,900 are administrative allocations to the General Fund. Service Authority for Freeway Emergencies Fund The SAFE fund accounts for the $1 per vehicle registration fee levied by the State on all registered vehicles within the County. It funds the installation and implementation of emergency aid call boxes located strategically on the highways throughout the County as well as the operations of the 1E511 system (Table 29). Table 29 - Service Authority for Freeway Emergencies Fund FY 2016 - 2018 FY 15/16 FY 16/17 FY 16/17 FY 17/18 Dollar Percent Actual Revised Budget Projected Budget Change Change Sources State Reimbursements Local Reimbursements Other Revenue Investment Income TOTAL Sources $ 1,919,200 $ 1,700,000 $ 1,750,000 201,000 317,500 266,600 17,500 44,800 14,700 23,200 2,182,500 2,032,200 2,039,800 Uses Personnel Salaries and Benefits 41,800 68,500 68,400 Professional Services 413,500 600,900 482,800 Support Costs 217,300 865,700 637,600 Projects and Operations Program Operations 85,400 95,000 55,000 Transfers Out 731,300 876,200 468,600 TOTAL Uses 1,489,300 2,506,300 1,712,400 Excess (deficiency) of Sources over (under) Uses $ 693,200 $ (474,100) $ 327,400 $ 1,800,000 236,600 39,100 2,075,700 70,300 470,000 245,800 23,000 1,144,600 1,953,700 $ 122,000 100,000 6% (80,900) -25% N/A 24,400 166% 43,500 2% 1,800 3% (130,900) -22% (619,900) -72% (72,000) -76% 268,400 31% (552,600) -22% $ 596,100 -126% Local reimbursements represent the pass -through funds from SBCTA as its share of the 1E511 system operating costs and the recoveries from call box knockdowns, which service is provided by a collection agency. Investment income is higher in FY 2017/18 due to higher investment yields. Personnel salaries and benefits have increased 3% due to the allocation of FTEs and a 4% pool for merit -based salary increases. Professional services and support costs have decreased due to significant completion of 91 Project, construction FSP services, and call box reduction in the previous year. Projects and operations costs have decreased 76% due to a reduction in FSP construction activity. The transfers out reflect a matching contribution to the State's contribution for towing services of $1,083,600 to the FSP special revenue fund and administrative allocations to the General Fund of $61,000. State Transit Assistance Fund The STA fund accounts for the state budgetary allocation of gas tax revenues designated for rail and bus transit operations and capital requirements (Table 30). The allocation is based on estimates of diesel fuel sales tax revenues provided by the Controller of the State, subject to an annual state budget appropriation. Table 30 - State Transit Assistance Fund FY 2016 - 2018 FY 15/16 FY 16/17 FY 16/17 FY 17/18 Dollar Percent Actual Revised Budget Projected Budget Change Change Sources STA Sales Tax Investment Income TOTAL Sources $ 13,358,000 $ 10,821,600 $ 10,821,600 464,800 146,800 111,400 13,822, 800 10,968,400 10,933,000 Uses Professional Services 1,300 16,000 15,300 Projects and Operations Operating and Capital Disbursements 2,643,700 21,215,000 5,615,000 Transfers Out 189,400 165,000 159,400 TOTAL Uses 2,834,400 21,396,000 5,789,700 Excess (deficiency) of Sources over (under) Uses $ 10,988,400 $ (10,427,600) $ 5,143,300 Investment income is higher as a result of an increase in investment yields. $ 10,469,000 327,900 10,796,900 16,300 21,320,000 272,900 21,609,200 $ (10,812,300) $ (352,600) -3% 181,100 123% (171,500) -2% 300 2% 105,000 0% 107,900 65% 213,200 1% (384,700) 4% The operating and capital disbursements consist of allocations for bus capital purposes. In FY 2017/18, 48% of the allocations are in Western County, 51% in Coachella Valley, and less than 1% in Palo Verde Valley. Transfers out represent rail capital allocations to the Coachella Valley Rail fund and administrative allocations to the General Fund of $46,100. Similar to the LTF allocations, the actual STA allocations will not be approved until July 2017. Coachella Valley Rail Fund The Coachella Valley Rail fund accounts for state funding for the planning and development of the new Coachella Valley -San Gorgonio Pass corridor rail service (Table 31). Table 31- Coachella Valley Rail Fund FY 2016 - 2018 FY 15/16 FY 16/17 FY 16/17 FY 17/18 Dollar Percent Actual Revised Budget Projected Budget Change Change Sources Federal Reimbursements Investment Income Transfers In TOTAL Sources $ 2,900,000 $ 500,000 25,200 800 12,000 189,400 165,000 159,400 214,600 3,065,800 671,400 Uses Personnel Salaries and Benefits 42,100 60,900 60,200 Professional Services 716,400 3,706,000 860,000 Support Costs 100 3,700 4,000 Projects and Operations Engineering 250,000 Construction 2,200,000 TOTAL Projects and Operations 2,450,000 Transfers Out TOTAL Uses 758,600 6,220,600 924,200 Excess (deficiency) of Sources over (under) Uses $ (544,000) $ (3,154,800) $ (252,800) $ 2,400,000 322,400 2,722,400 25,600 3,335,000 4,000 250,000 2,200,000 2,450,000 165,000 5,979,600 $ (3,257,200) $ (500,000) -17% (800) -100% 157,400 95% (343,400) -11% (35,300) -58% (371,000) -10% 300 8% 0% 0% 0% 165,000 N/A (241,000) -4% $ (102,400) 3% Federal reimbursements represent a Federal Rail Administration (FRA) grant of $2,400,000 for rail station planning and development. Transfers in of $322,400 reflect STA allocations and $95,600 from the General Fund for administration. Personnel salaries and benefits has a net decrease of 58% due to a decrease in the allocation of FTEs, offset by a 4% pool for merit -based salary increases. Professional services have decreased 10% due to feasibility studies and projects and operations has remained unchanged from the prior year. These expenditures represent exploring passenger rail options, conducting detailed studies, and station construction planning and development on the Coachella Valley -San Gorgonio Pass rail corridor. Transfers out of $95,600 relate to allocation of administrative costs to the General Fund. Other Agency Projects Fund The fund accounts for interagency cooperative planning and development of projects in the County. The Commission entered into a MOU with the District for the Santa Ana River Trail projects. The projects are a joint effort with several public and private agencies including the counties of Orange and San Bernardino. The District is the lead agency for environmental compliance for NEPA and CEQA, and the Commission will be responsible for project oversight and approval, final design, and construction. Table 32 - Other Agency Projects Fund FY 2016 - 2018 FY 15/16 FY 16/17 FY 16/17 FY 17/18 Dollar Percent Actual Revised Budget Projected Budget Change Change Sources Local Reimbursements $ (8,700) $ 4,588,300 $ Investment Income 3,000 1,300 1,300 Transfers In - - TOTAL Sources (5,700) 4,589,600 1,300 Uses Personnel Salaries and Benefits 47,300 72,100 50,300 Professional Services 1,000 27,500 15,000 Support Costs 900 Projects and Operations Program Operations 32,000 113,700 116,000 Engineering 490,000 Construction 3,800,000 Right of Way/Land 2,300 85,000 90,000 TOTAL Projects and Operations 34,300 4,488,700 206,000 Transfers Out - - - TOTAL Uses 83,500 4,588,300 271,300 Excess (deficiency) of Sources over (under) Uses $ (89,200) $ 1,300 $ (270,000) $ 4,001,000 1,000 208,000 4,210,000 112,800 17,500 243,000 500,000 2,800,000 265,000 3,808,000 208,000 4,146,300 $ 63,700 $ (587,300) -13% (300) -23% 208,000 N/A (379,600) -8% 40,700 56% (10,000) -36% N/A 129,300 114% 10,000 2% (1,000,000) -26% 180,000 212% (680,700) -15% 208,000 N/A (442,000) -10% $ 62,400 4800% The District is responsible for 100% of the Santa Ana River Trail project costs. It will reimburse the Commission, including providing an advance deposit, for all salaries and benefits, project management, engineering, and construction costs (Table 32). Capital Projects Funds Overview The capital projects funds account for all debt proceeds from commercial paper notes, sales tax, and toll revenue bonds (Table 33). Table 33 - Capital Projects Funds FY 2016 — 2018 FY 15/16 FY 16/17 FY 16/17 FY 17/18 Dollar Percent Actual Revised Budget Projected Budget Change Change Sources Investment Income TOTAL Revenues Expenditures Professional Services Debt Service Principal Payments Interest Payments Cost of Issuance TOTAL Debt Service TOTAL Expenditures $ 3,240,400 $ 441,500 $ 2,237,400 3,240,400 10,200 441,500 2,237,400 10, 762, 700 10, 292, 000 20,000,000 20,000,000 11,086,000 313,200 645,000 654,000 10,200 31,731,000 20,967,200 10,200 42,493,700 31,259,200 Excess (deficiency) of Revenues over (under) Expenditures 3,230,200 (42,052,200) (29,021,800) Other Financing Sources (Uses) Transfers In 35,054,300 29,501,900 49,515,100 Transfers Out (79,107,900) (132,780,900) (89,753,600) Debt Proceeds 20,000,000 103,225,000 106,140,000 Payment to Escrow Agent - (63,900,000) (63,900,000) Bond Premium - 8,414,000 Net Financing Sources (Uses) (24,053,600) (63,954,000) 10,415,500 Excess (deficiency) of Revenues over (under) Expenditures and Other Financing Sources (Uses) (20,823,400) Beginning Fund Balance 156,122,400 ENDING FUND BALANCE (106,006,200) (18,606,300) 135, 299,000 135, 299,000 $ 135,299,000 $ 29,292,800 $ 116,692,700 $ 1,134,500 1,134,500 400,000 30,000,000 172,500 5,500,000 35,672,500 36,072,500 (34,938,000) 36,100,000 (163,109,000) 178,760,000 18,892,000 70,643,000 35,705,000 116,692,700 $ 152,397,700 693,000 157% 693,000 157% (10,362,700) -96% 10,000,000 50% (10,913,500) -98% 4,855,000 753% 3,941,500 12% (6,421,200) -15% 7,114,200 -17% 6,598,100 22% (30,328,100) 23% 75,535,000 73% 63,900,000 -100% 18,892,000 N/A 134,597,000 -210% 141,711,200 -134% (18,606,300) -14% $ 123,104,900 420% As illustrated in the following charts, capital projects funds sources primarily consist of debt proceeds and transfers in (Chart 18), and the significant uses of the capital projects funds are transfers out (Chart 19). In 2005, a commercial paper program was established to advance project development and land and right of way acquisition related to the 2009 Measure A projects. In FY 2013/14, the Commission issued $462.2 million in sales tax revenue bonds (2013 Sales Tax Bonds) and $176.7 million in toll revenue bonds (2013 Toll Bonds) and executed a $421.1 million federal TIFIA loan to finance the 91 Project. A significant portion of the remaining proceeds of the 2013 Sales Tax Bonds along with the 2013 Toll Bonds has been and will continue to be drawn upon to pay a portion of costs of the 91 Project. During FY 2016/17 the Commission issued $76.1 million in sales tax refunding bonds (2016 Refunding Bonds) to refund all of the outstanding 2009 A Bonds, retire all of the outstanding commercial paper notes which were applied to finance a termination payment in connection with an interest rate swap agreement with Deutsche Bank, and pay cost of issuance. The Commission issued $30,000,000 in commercial paper notes for the 1-15 Express Lanes project and completion of the 91 Project. Chart 18 — Capital Projects Funds Sources FY 2017/18 Investment Income 1% Bond Premium 8% Debt Proceeds 76 Transfers In 15% Transfers in of $30,000,000 and $6,100,000 represent the funding for debt service and commercial paper notes, and the reserve funding for the 1-15 Express Lanes project, respectively. Chart 19 — Capital Projects Funds Uses FY 2017/18 Transfers Out 82 Debt Service 18% In FY 2017/18, sales tax proceeds of $9,070,000 and $83,939,000 will be transferred out to the 2009 Measure A Western County Highway special revenue fund for the 1-15 Express Lanes project and 91 Project completion, respectively; commercial paper proceeds of $30,000,000 will be transferred out to the Capital Projects fund for the debt service on commercial paper notes; $6,100,000 will be transferred out for the 1-15 Express Lanes project reserve in the 2017 Sales Tax Revenue Bonds fund (2017 Bonds); and $23,000,000 and $11,000,000 for the completion of the 91 Project in the 2009 Measure A Western County Highway special revenue fund and 2013 Bonds fund, respectively. Debt Service Funds Overview Under the 2009 Measure A program, as amended by Measure K in November 2010, the Commission has the authority to issue sales tax revenue bonds subject to a debt limitation of $975,000,000. The Sales Tax Bonds debt service fund of the Commission is used to account for all activities related to the sales tax revenue bonds debt incurred by the Commission (Table 34). The Commission's largest single expenditure is debt service. The debt agreements require the trustees to hold all debt proceeds, a portion of the sales tax revenues and the toll revenues from the Riverside 91 Express Lanes and to segregate all funds into separate amounts. These monies are included in the restricted investments held by trustee in the capital projects funds and the debt service funds. Under the sales tax indentures, the Commission may use sales tax revenues for any lawful purpose related to the Riverside County TIP after the trustee has satisfied debt service requirements. Under the toll indentures, which include the TIFIA loan, the use of toll revenues is prescribed by a flow of funds to be administered by the trustee. In order to advance project development activities, the Commission established a commercial paper program in 2005. Periodically a portion of the commercial paper notes issued has been retired with sales tax revenue bonds including those bonds issued in 2009 (2009 Bonds), 2010 (2010 Bonds), 2013 Sales Tax Bonds, 2016 Refunding Bonds, and 2017 Bonds. Table 34 — Debt Service Funds FY 2016 — 2018 FY 15/16 FY 16/17 FY 16/17 FY 17/18 Dollar Percent Actual Revised Budget Projected Budget Change Change Sources Federal Reimbursements $ 2,779,300 $ 2,767,000 $ 2,767,000 $ 2,746,500 $ (20,500) -1% Investment Income 2,033,300 346,000 1,009,200 365,000 19,000 5% TOTAL Sources 4,812,600 3,113,000 3,776,200 3,111,500 (1,500) 0% Expenditures Debt Service Principal Payments 7,800,000 8,100,000 7,300,000 36,045,000 27,945,000 345% Interest Payments 45,600,000 45,529,800 45,298,200 40,950,700 (4,579,100) -10% TOTAL Debt Service 53,400,000 53,629,800 52,598,200 76,995,700 23,365,900 44% TOTAL Expenditures 53,400,000 53,629,800 52,598,200 76,995,700 23,365,900 44% Excess (deficiency) of Revenues over (under) Expenditures (48,587,400) (50,516,800) (48,822,000) (73,884,200) (23,367,400) 46% Other Financing Sources (Uses) Transfers In 23,729,400 22,656,900 21,437,200 77,520,000 54,863,100 242% Transfers Out (3,025,600) (2,955,000) (2,780,200) (2,746,500) 208,500 -7% Net Financing Sources (Uses) 20,703,800 19,701,900 18,657,000 74,773,500 55,071,600 280% Excess (deficiency) of Revenues over (under) Expenditures and Other Financing Sources (Uses) (27,883,600) (30,814,900) (30,165,000) 889,300 31,704,200 -103% Beginning Fund Balance ENDING FUND BALANCE 106,199,600 78,316,000 78,316,000 48,151,000 (30,165,000) -39% $ 78,316,000 $ 47,501,100 $ 48,151,000 $ 49,040,300 $ 1,539,200 3% Reimbursements consist of federal cash subsidy payments related to the 2010 Bonds Series B designated as BABs. The BABs subsidy payments reflect a reduction due to federal sequestration cuts. Investment income is slightly higher than the previous fiscal year due to higher investment balances resulting from the issuance of sales tax revenue bonds in FY 2017/18 for the 1-15 Express Lanes project and completion of the 91 Project. Transfers in represent the primary source of funding for the debt service funds (Chart 20) and consist of funds from the 2009 Measure A Western County Highways and Bond Financing special revenue funds. Chart 20 — Debt Service Funds Sources FY 2017/18 Federal Reimbursements 3% `Investment Income r�y/ 0% Transfers In 97% Debt Service fund uses (Chart 21) consist of debt service on the sales tax and toll revenue bonds and transfer of the BABs subsidy payments to the 2009 Measure A Western County Highways and 2009 Measure A Coachella Valley Highway funds. Chart 21— Debt Service Funds Uses FY 2017/18 Transfers Out 3%_\ f � Debt Service 97% Enterprise Fund Overview The Riverside 91 Express Lanes is a four -lane, eight -mile toll road in the median of the SR-91 that extends the OCTA 91 Express Lanes at the Orange County/Riverside County line to the SR-91/1-15 interchange. Toll operation revenues generated will fund maintenance and operating costs, rehabilitation, capital expenses, and debt service (Table 35). The Riverside 91 Express Lanes toll collection system is all electronic transactions, with no toll collection booths. Commuters on SR-91 in Corona will have a choice of using either the express lanes or the general purpose lanes. Table 35 — Enterprise Fund FY 2016 — 2018 FY 15/16 FY 16/17 FY 16/17 FY 17/18 Dollar Percent Actual Revised Budget Projected Budget Change Change Revenues Toll Revenue $ $ 6,143,000 $ 3,239,700 Investment Income 6,800 TOTAL Revenues 6,149,800 3,239,700 Expenses Personnel Salaries and Benefits Professional and Support Professional Services Support Costs TOTAL Professional and Support Costs Program and Operations Program and Operations Capital Outlay TOTAL Expenses Excess (deficiency) of Revenues over (under) Expenses Other Financing Sources (Uses) Transfers In Transfers Out Net Financing Sources (Uses) 268,400 169,800 307,000 323,500 2,674,900 1,161,400 2,981,900 1,484,900 3,052,800 1,804,900 250,000 400,000 6,553,100 3,859,600 (403,300) (619,900) 3,137,700 3,137,700 3,137,700 3,137,700 Excess (deficiency) of Revenues over (under) Expenses and Other Financing Sources (Uses) 2,734,400 2,517,800 Beginning Fund Balance ENDING FUND BALANCE $ $ 2,734,400 $ 2,517,800 $ 16,835,800 4,000 16,839,800 745,100 913,500 5,191,600 6,105,100 7,252,400 400,000 14,502,600 2,337,200 (4,052,900) (4,052,900) (1,715,700) 2,517,800 $ 802,100 $ 10,692,800 174% (2,800) -41% 10,690,000 174% 476,700 178% 606,500 198% 2,516,700 94% 3,123,200 105% 4,199,600 138% 150,000 60% 7,949,500 121% 2,740,500 -680% (3,137,700) -100% (4,052,900) N/A (7,190,600) -229% (4,450,100) -163% 2,517,800 N/A $ (1,932,300) -71% Toll revenues of $16,835,800 are based on estimated toll transactions derived from the Riverside County 91 Express Lanes Extension Investment Grade Traffic and Revenue Report and 2013 financing assumptions. Interest income represents earnings on funds held for operations. Chart 22 — Enterprise Fund Sources FY 2017/18 Toll Revenue 100% Toll operations expenses in FY 2017/18 are to manage the operations, maintenance, and capital support of the Riverside 91 Express Lanes. Personnel salaries and benefits represent 3% of the total budget. Professional and support costs is 29% of total expenses and includes system, equipment, and road maintenance; insurance; violation enforcement; consulting services; and marketing. Program and operations of $14,502,600 consist of the contracted operator's expenses related to operating and maintaining the toll lane hardware and software and customer service center, toll processing, and violation collection processing. Chart 23 — Enterprise Fund Uses FY 2017/18 Transfers Out_ 22% Capital Outlay 2% Program and Operations 39% Personnel Salaries and Benefits 4% Professional and Support 33% Revenues and Other Sources Total revenues and other sources are budgeted at $1,012,596,800, and consist of Measure A sales tax of $176,000,000, (or 17% of total sources); LTF sales tax of $88,000,000 (or 9% of total sources); STA revenues of $10,469,000 (or 1% of total sources); federal revenues of $77,877,100 (or 8% of total sources); state revenues, including vehicle registration fees, of $11,500,200 (or 1% of total sources); TUMF of $21,250,000 (or 2% of total sources); debt proceeds of $285,652,000 (or 28% of total sources); transfers in of $311,984,500 (or 31% of total sources); toll revenues of $16,835,800 (or 2% of total sources); and other revenues of $13,028,200 (or 1% of total sources). The specific revenue funding sources are shown in Table 36. Table 36 — Revenues and Other Sources FY 2017/18 Department/Program Sales Tax Measure A LTF STA Federal State Local/Toll/Other Funding Sources Management Services $ $ $ $ $ $ 10,400 MEASURE A AND OTHER CAPITAL PROGRAMS Bond Financing 10,932,000 - - - - 23,500 CETAP - - - - 10,209,000 Economic Development 1,620,000 - - 36,400 Highways 60,760,000 - - 46,741,500 2,442,000 3,350,600 Local Streets and Roads 53,932,000 - - - New Corridors 14,981,000 - - 59,500 Rail 8,260,000 - - 26,741,400 1,692,500 245,400 Regional Arterials 12,147,000 - - 11,663,500 REGIONAL PROGRAMS Public and Specialized Transit 11,344,000 88,000,000 10,469,000 135,000 809,500 Planning and Programming 1,556,500 5,188,900 Rail Station Maintenance/Operations - - 4,026,700 1,809,200 347,300 Commuter Assistance 2,024,000 - - 232,500 1,379,500 Motorist Assistance - - 4,000,000 950,700 Toll Operations - - - - - 16,839,800 OTHER FINANCING SOURCES Debt Proceeds Transfers In TOTAL Funding Sources 285,652,000 311,984,500 $ 176,000,000 $ 88,000,000 $ 10,469,000 $ 77,877,100 $ 11,500,200 $ 648,750,500 Revenues —Definitions and Background $ 10,400 10,955,500 10,209,000 1,656,400 113,294,100 53,932,000 15,040,500 36,939,300 23,810,500 110,757,500 6,745,400 6,183,200 3,636,000 4,950,700 16,839,800 285,652,000 311,984,500 5 1.012.596.800 Measure A: Measure A is a one-half of one percent transactions and use tax that was first approved by Riverside County voters in 1988 and expired on June 30, 2009 after a 20-year term. On November 5, 2002, the voters of Riverside County approved the renewal of Measure A through 2039. The 2009 Measure A is expected to raise approximately $10 billion (in nominal dollars) during its lifespan. The amount raised by the Measure A levy has increased as the County and its economic base have grown during the past two decades, peaking in FY 2014/15 at $163 million. Measure A revenues are projected to approximate $173,000,000 and $176,000,000 in FY 2016/17 and FY 2017/18, respectively. Measure A requires that all sales taxes collected may only be used for transportation purposes including administration and the construction, capital acquisition, maintenance, and operation of streets, roads, highways, including state highways and public transit systems and for related purposes. These purposes include expenditures for planning, environmental reviews, engineering and design costs, and related right of way acquisition. The Commission historically has obtained and updated Measure A revenue projections through a consultant for budget and strategic project planning purposes. The most recent economic forecast was completed in May 2016, and the Commission's sales tax services consultant provides Measure A revenue projections in connection with its quarterly sales tax analysis. Measure A revenue projections, based on such updates and other factors, for the next five fiscal years are presented in Chart 24 below. Chart 24 — Forecasted Measure A Sales Tax Revenues 2018 — 2022 $200,000,000 $195,000,000 $190,000,000 $185,000,000 $180,000,000 $175,000,000 $170,000,000 $165,000,000 t 2018 Projected 2019 Projected 2020 Projected 2021 Projected 2022 Projected The following additional assumptions were used in the development of the Commission's revenue forecast for FY 2017/18: • The Inland Empire economy will continue to expand through FY 2017/18 due to steady gains in the Inland Empire's labor market, population growth, and increased consumer and business spending. • The State does not change mix of items subject to the sales tax from what has been included historically. • The relative sales and property tax rates of Riverside and surrounding counties do not change from historical levels. • Internet sales will have minimal impact on revenue. The Measure A sales tax revenue projections are considered in the Western Riverside County Delivery Plan financing strategy. Geographic Allocation - Riverside County is comprised of three geographic areas: Western County, Coachella Valley, and Palo Verde Valley. The percentage of Measure A revenues allocated to each of these areas based on return to source is approximately 77% for Western County, 22% for Coachella Valley, and 1% for Palo Verde Valley (Chart 25). These percentages will experience some slight variations from year to year based on changes in levels of taxable sales among the geographic areas. Chart 25 — Geographic Allocation of Measure A Sales Tax Revenues Palo Verde Valley _1% Coachella Valley 22% Western County 77% Program Allocation - The 2009 Measure A TIP defines the manner in which the sales tax revenues are to be spent, as presented in the Table 37. In Western County, public transit includes funding for specialized transit, commuter rail, intercity bus service, and commuter assistance. For the Coachella Valley, public transit includes specialized transit and public bus services. Table 37 - Program Allocation of 2009 Measure A Sales Tax Revenues Western County •Bond Financing -8% •Economic Development Incentives -1% •Highways - 30 % •Local Streets and Roads - 29% •New Corridors -11% •Public Transit -12% •Regional Arterials -9% Coachella Valley •Highways and Regional Arterials -50% •Local Streets and Roads -35% •Public Transit-15% Palo Verde Valley •Local Streets and Roads -100% Local streets and roads allocations to the local jurisdictions within each geographic area are based on population (in Western County and Palo Verde Valley) or dwelling units (in Coachella Valley) and taxable sales. Based on the projected Measure A sales tax revenues of $176,000,000 for FY 2017/18, the geographic and program allocations are presented in Table 38. Table 38 - Geographic Allocation of Measure A Sales Tax Revenues by Program FY 2017/18 Program Western County Coachella Valley Palo Verde Valley Total Bond Financing $ 10,932,000 $ $ Economic Development Incentives 1,620,000 - - Highways 41,298,000 - Highways and Regional Arterials 19,462,000 - Local Streets and Roads 39,274,000 13,623,000 1,035,000 New Corridors 14,981,000 Public Transit 15,790,000 5,838,000 - Regional Arterials 12,147,000 - - TOTAL $ 136,042,000 $ 38,923,000 $ 1,035,000 $ 10,932,000 1,620,000 41,298,000 19,462,000 53,932,000 14,981,000 21,628,000 12,147,000 $ 176,000,000 Local Transportation Fund: LTF, established in state law by the TDA, is funded through a one -quarter of one cent of the State's 7.75% sales tax. The intent of the legislation was to provide a dependable revenue stream for public transportation operations. Based upon an annual projection of LTF sales taxes that considers economic forecast revenue projections prepared by a consultant, local economic factors, and monthly receipt trends, the vast majority of LTF revenue in the County is allocated to the eight public transit operators, including the Commission for its share of Metrolink operations costs. Much like Measure A revenue, LTF had increased with the growth of the County and its economy until the recent economic recession and has stabilized in recent years (Chart 26). Revenues received from LTF are allocated for regional and local transportation planning, program administration, SB821 bicycle and pedestrian facilities projects, public bus transit, and rail transit, including the Commission for its share related to commuter rail operations in Western County. The Commission administers these funds on behalf of the County in a special revenue fund. Chart 26 — Local Transportation Fund Sales Tax Revenue Trend 2014 — 2018 90,000,000 88,000,000 86,000,000 84,000,000 82,000,000 80,000,000 78,000,000 76,000,000 74,000,000 72,000,000 70,000,000 FY 13/14 Actual FY 14/15 Actual FY 15/16 Actual FY 16/17 Projected FY 17/18 Projected State Transit Assistance: STA provides additional TDA state funding of transit operations and capital for urban counties, including the County's eight public transit operators. Sales taxes on gasoline and diesel fuels have historically generated the STA funding; however, recent legislation eliminated the tax on gasoline (Chart 27). Chart 27 — State Transit Assitance Sales Tax Revenue Trend 2014 — 2018 15,000,000 14,000,000 13,000,000 12,000,000 11,000,000 10,000,000 9,000,000 FY 13/14 Actual FY 14/15 Actual FY 15/16 Actual FY 16/17 Projected FY 17/18 Projected State Transportation Improvement Program: Administered by Caltrans, the STIP is funded through state and federal gas tax dollars and is California's primary transportation fund. The State's revenues are generated by a price -based excise tax on gasoline. Dollars are allocated to each county based on a formula that takes into consideration population and highway centerline miles. Actual programming decisions for 75% of STIP dollars are made by local transportation agencies such as the Commission. As a result of alternative fuel vehicles, overall vehicle fuel efficiency, and lower gas prices, STIP revenues have steadily declined. STIP reimbursement estimates are based on budgeted expenditures for specific projects with STIP allocations approved by the CTC. Due to decreased funding levels, the CTC recently reduced programming for and deleted or delayed projects statewide in order to stay within available funding. Cap and Trade Program: State legislation in 2006 requires GHG emissions in the State to be reduced. A key element of the GHG reduction program is the Cap and Trade Program in which entities regulated under the program can "trade" or buy and sell a portion of emission allowances issued by the California Air Resources Board (CARB) at auctions held during the year. The revenues generated for the State through these auctions are appropriated for infrastructure investments that include LCTOP and road programs, high speed rail projects, and transit and intercity rail projects. LCTOP revenues for commuter rail operations are included in state reimbursement revenues. Department of Motor Vehicles (DMV) Registration Fees: State law allows county SAFE agencies to impose a $1 surcharge on vehicle registrations within the County to pay for call box purchases and operations; excess SAFE revenues may be used for 511 operations and as a match for FSP operations. The call boxes enable motorists to summon help should they encounter mechanical or emergency problems while on the road, whereas the 1E511 system provides real-time traffic and transit trip information available via the internet or telephone. Caltrans Freeway Service Patrol Allocations: Caltrans is the primary sponsor of the FSP and provides the majority of funding for the program, including towing services in construction zones. The State provides nearly 80% of the funding for the FSP program based on population, freeway miles, and level of congestion throughout the State. The Commission administers and implements the program along with the CHP and Caltrans. Congestion Mitigation and Air Quality: The CMAQ program is federally funded and is targeted for transportation improvements in areas with air quality problems. This program pays for improvements that reduce congestion while improving air quality. The Commission has also used CMAQ dollars to include commuter assistance programs, signal interconnects, HOV lanes, and transit projects. CMAQ reimbursement estimates are based on budgeted expenditures for specific projects with CMAQ allocations. Federal Transit Administration: FTA funding is generally allocated annually by the federal government to urbanized areas and is based on calculated miles of service. On a reimbursement basis, the federal government provides funding for qualified capital investments in rail facilities, track, and vehicles. Transportation Uniform Mitigation Fee: In connection with the 2009 Measure A, the TUMF program was established in the Western County to provide additional funding for regional arterial projects. TUMF is administered by WRCOG. As a result of a MOU with WRCOG, the Commission will receive 48.7% of the TUMF revenues, which are divided equally between the regional arterial and CETAP programs. TUMF revenues maintained by WRCOG are allocated for regional arterial zone improvements and regional transit facilities. TUMF revenue (Chart 28) estimates are based on monthly receipt trends and consideration of local housing and commercial construction activity in the County. Chart 28 — Transportation Uniform Mitigation Fee Revenue Trend 2014 — 2018 23,000,000 21,000,000 19,000,000 17,000,000 15,000,000 13,000,000 11,000,000 FY 13/14 Actual FY 14/15 Actual FY 15/16 Actual FY 16/17 Projected FY 17/18 Projected Rail and Highway Licenses: The Commission owns parcels of land and right of way for highway, rail, and regional arterial projects in selected areas throughout the County. The ownership provides licensing and leasing opportunities for fiber-optic cable, advertising signs, and business tenants. The amount of funding received from the licenses and leases provides revenue to partially support the cost of owning and maintaining the Commission's land and facilities. Toll Revenue: In 2011 the Commission and OCTA entered into a cooperative agreement for the Riverside 91 Express Lanes and OCTA 91 Express Lanes to be interoperable and operated by the same toll operator. In 2013 a subsequent agreement among the Commission, OCTA, and the operator results in a single operator providing most operations and first line maintenance services for a single 91 Express Lanes system in Riverside and Orange counties. Notwithstanding their physical connection and use of the same toll operator, the Riverside 91 Express Lanes and OCTA 91 Express Lanes are independent enterprises, and tolls on each agency's express lanes will be charged independently. FY 2017/18 toll revenues represent projected toll transactions for the Riverside 91 Express Lanes based on the Riverside County 91 Express Lanes Extension Investment Grade Traffic and Revenue Report and 2013 financing assumptions. Non -toll Revenues: The 2011 cooperative agreement between the Commission and OCTA regarding the 91 Express Lanes also included cost and revenue sharing among other provisions. Non -toll revenues are sources of revenues not attributable directly to toll transactions and are derived through administration by the operator of transaction -based fees and account -based fees. FY 2017/18 non -toll revenues, which are reported as a reduction of operating expenses, are based on historical information provided by OCTA related to the OCTA 91 Express Lanes. Investment Income: The Commission has established a prudent investment policy for cash on hand that is intended to maximize return while providing absolute safeguards on principal and liquidity, as noted in Section 1. Interest earnings on the State and County investment pools are estimated at an interest rate of 0.50%. The earnings on funds held by the trustee for debt service and projects are assumed to be at 0.75%. Program Revenues and Other Sources Revenues and other financing sources for FY 2017/18 are allocated to the various Commission programs as follows: Chart 29 — Program Revenues FY 2017/18 $$0000,000 $250,000,000 $200,000,000 $150,000,000 $100,000,000 $50,000,000 III o 66°"' ,<P zc aJ" aa" & QF .c3 Qo c.°co�oOeeo a G o� eeza�� ae E •, Management Services ® u a°t" P� i`°\`' o`' c°O \Oc" c°a cce \Oo" Pia a�,a �a�� ea 5"a Sya era Q \ a Q " Q z��a e`��b aQc°°p ore\O Jec� otz P' �°\\O 4" (53 Pad oeeea" "ate a t ao �t o Measure A ■ LTF Y STA o Federal o State Y Local/Toll/Other The primary funding sources for management services are Measure A allocations of $4,675,200, LTF of $167,000 and $3,661,100 from TUMF, SAFE, FSP, toll operations, and other agency projects for administrative costs. Other revenues include $400 for administrative activities. Interest revenues in FY 2017/18 are $10,00. Bond Financing Measure A Western County revenues of $10,932,000 will be used to support bond financing costs. Interest revenues are $23,500. CETAP The Western County CETAP program will receive $10,000,000 from TUMF for development of new CETAP corridors. Additionally, other local revenues include $209,000 representing investment income. Economic Development In order to attract commercial and industrial development and jobs to locate in the Western County area, Measure A Western County revenues of $1,620,000 will be used to create an infrastructure improvement bank to improve and construct interchanges, provide public transit linkages or stations, and make other improvements to the transportation system. Interest earnings are $36,400. Highways Funding for the highway program includes 2009 Measure A sales tax revenues of $60,760,000 for Western County highways and Coachella Valley highways and regional arterial programs. The 2009 Measure A Western County sales tax revenues will be used primarily for the completion of the 91 Project and 1-15 Express Lanes project. Unexpended 1989 Measure A Western County revenues from prior years will be used on remaining projects such as SR-79 realignment, SR-91 HOV lanes, Riverside quiet zones, and Pachappa underpass project. Federal funds for highway projects include $1,500,000 and $11,920,000 in CMAQ funds for the SR-91 HOV lanes and Pachappa underpass, respectively; $29,470,000 in STP and CMAQ funds for the 1-15 Express Lanes project; and $1,105,000 in demonstration funds for the 91/71 interchange improvements. Other federal funds include $2,746,500 for BABs subsidy payments related to the 2010 Bonds. State funds include STIP funding of $692,000 will be used on the 1-215 corridor improvements, $450,000 for SR-60 truck climbing lanes, and $800,000 for toll feasibility study. Other state revenues include $500,000 for the 91 Project. Additional local funding includes $80,000 in lease revenues, $75,000 in carpool violations, $1,505,500 in 91 Project reimbursements, and interest revenue of $1,690,100. In FY 2016/17, the Commission anticipates $88,000,000 in a federal TIFIA loan drawdown to fund the 1-15 Express Lanes project, the issuance of $158,760,000 sales tax revenue bonds, premium of $18,892,000, and $20,000,000 in commercial paper notes for the 1-15 Express Lanes project and completion of the 91 Project. Transfers in include $94,939,000 in sales tax and toll revenue bond proceeds and $23,000,000 in commercial paper note proceeds to fund the completion of the 91 Project; $9,070,000 from sales tax revenue bond proceeds to fund the 1-15 Express Lanes project; $77,520,000 to the Sales Tax Bonds debt service fund for Measure A Western County and Coachella Valley highways debt service; $6,100,000 to the Sales Tax Bonds capital projects fund for reserve funding on the 1-15 Express Lanes project; $30,000,000 to the commercial paper fund for debt service; $13,100,000 to the 2009 Measure A Western County highways fund from the 2009 Measure A Western County bond financing fund for debt service; and $2,746,500 to the 2009 Measure A Western County highways and 2009 Measure A Coachella Valley highways funds from the Sales Tax Bonds debt service fund for BABs subsidy payments on the 2010 Sales Tax Bonds. Local Streets and Roads Measure A allocations of $53,932,000 for the local streets and roads program are distributed to the cities and the County for local street repairs, maintenance, and construction. New Corridors To leverage local, state, and federal funding for four new transportation corridors identified through CETAP, Measure A Western County revenues of $14,981,000 will be available for environmental clearance, right of way acquisition, and construction of these new corridors. Interest revenues of $59,500 are included in local revenues. Rail The 2009 Measure A Western County's public transit program allocated $8,260,000 for rail. Federal FTA funding consists of $14,783,000 for station rehabilitation and improvement projects, $9,558,400 for the PVL, and $2,400,000 for the development of Coachella Valley -San Gorgonio Pass corridor rail service. State Transportation Enhancement revenues of $1,692,500 will fund station rehabilitation and security projects. Other revenues include $168,000 for property lease revenues and $77,400 in interest revenue. Transfers in of $322,400 are from STA fund for the development of Coachella Valley -San Gorgonio Pass corridor rail service and $11,684,400 from the 2009 Measure A Western County rail fund for the PVL. Regional Arterials The Western County regional arterial program will receive funds from Measure A and TUMF in the amounts of $12,147,000 and $11,250,000, respectively. The new TUMF revenues along with unexpended TUMF revenues from prior years will be the primary source of funding TUMF regional arterial projects. Other local revenues also consist of investment income of $413,500. Transfers in consist of $435,000 from the 2009 Measure A Western County highway fund for SR-79 realignment project and $864,000 from 2009 Measure A Western County local streets and roads, in accordance with the 2009 Measure A, related to a city not eligible to receive those funds. Public and Specialized Transit LTF sales tax revenues of $88,000,000 are allocated primarily for public bus and rail transit operations and capital in the County. A small portion of these revenues is used for LTF planning and administration allocations as well as SB821 bicycle and pedestrian facilities grants. STA allocations of $10,469,000 are allocated to the County's public transit operators. For the FY 2017/18 budget, unexpended LTF and STA revenues from prior years will also be used to fund transit operations as well as bicycle and pedestrian facilities grants. Under the 2009 Measure A, public transit funding of $11,344,000 has been allocated for Western County specialized transit and intercity bus services and Coachella Valley specialized and public transit services. Federal revenues of $135,000 is allocated for a Palo Verde Valley transit project. Transfers in consist of $1,500,000 from 2009 Measure A Western County commuter assistance fund and $106,000 from LTF for administrative costs. Local revenues represent investment income of $809,500. Planning and Programming Transportation planning studies are funded with a LTF off -the -top allocation transfer in of $2,640,000, or three percent of estimated LTF revenues and $870,300 for administrative costs. A LTF allocation transfer in of $2,000,000 will fund grade separation projects for the city of Corona. STIP in the amount of $1,556,500 will fund PPM activities of the Commission and CVAG. Local revenues consist of $1,175,000 for a traffic signal synchronization coordination project, $4,001,000 for the District's projects, and investment income of $12,900. Rail Station Maintenance and Operations Rail operations, which include Metrolink operating and capital contributions, station maintenance, and support, will be funded with LTF allocation transfers in of $18,000,000 and $7,500,000 in 2009 Measure A Western County rail funds. Federal CMAQ funds of $4,026,700 will fund SCRRA security costs and operations at the PVL stations. Station improvements will be funded with state funds of $1,809,200. In addition to interest revenues of $54,500, local revenues include $292,800 in reimbursements for Metrolink violator citations and miscellaneous vending machine revenues. Commuter Assistance The Commuter Assistance program will receive funding of $2,024,000 from 2009 Measure A Western County public transit to assist in implementing services to commuters and employers in promoting use of alternate modes of transportation in Western County. The Commission will also receive federal funds of $232,500 to support the commuter assistance program. Local revenues consist of other agency reimbursements of $1,309,500 for support of the San Bernardino commuter assistance program and regional ridematching as well as investment income of $70,000. Motorist Assistance SAFE is funded from $1,800,000 in revenues received through DMV registration fees, while Caltrans will allocate $2,200,000 in State highway account funds to cover FSP services. The Commission will also receive local revenues of $229,600 to support SBCTA share of the 1E511 system operations, $675,000 in 91 Project reimbursements, investment income of $39,100, and cost recoveries of $7,000 from responsible parties related to call box knockdowns. The State's FSP contribution is matched with an operating transfer in from SAFE of $1,083,600. Toll Operations Toll operations for the Riverside 91 Express Lanes are funded from toll revenues of $16,835,800 and other revenues include $4,000 in investment income. Commission Debt The Commission's current debt under the 2009 Measure A has been incurred for highway, new corridor, regional arterial, and local streets and roads projects for which title usually vests or, upon completion, will vest with Caltrans or local jurisdictions for ongoing operations and maintenance. Future Measure A sales taxes are pledged to cover Measure A debt service payments on the sales tax revenue bonds and commercial paper notes. Future toll revenues generated on the Riverside 91 Express Lanes, which is part of the 91 Project, are pledged to pay debt service on the 2013 Toll Bonds and federal TIFIA loan and future toll revenues generated on the 1-15 Express Lanes, are pledged to pay debt service on the 2017 Sales Tax Bonds and federal TIFIA loan. The Commission may also issue commercial paper notes for other 2009 Measure A projects. Since the financed projects are not assets of the Commission for which the Commission will have operating responsibilities, except for the intangible rights to operate the express lanes on SR-91 and 1-15, future operating costs related to these projects cannot be determined and are not applicable. However, for toll and rail assets, operating budget impacts are considered in future project development. Table 39 presents a summary of the anticipated changes in the Commission's debt during FY 2017/18. Accretion amounts related to capital appreciation bonds and the TIFIA loan are excluded, as they do not affect the annual budget activities. Table 39 — Changes in Commission Debt Projected Balance Projected Balance July 1, 2017 Additions (Reductions) June 30, 2018 Commercial Paper 2009 Sales Tax Bonds 2010 Sales Tax Bonds 2013 Sales Tax Bonds 2013 Toll Bonds 2016 Sales Tax Bonds 2017 Sales Tax Bonds TIFIA Loan 91 Express Lanes $ 30,000,000 70,800,000 150,000,000 462,200,000 176,654,600 73,240,000 421,054,400 $ 20,000,000 $ 158,760,000 TIFIA Loan 1-15 Express Lanes 88,000,000 Commercial Paper (30,000,000) (4,600,000) (22,960,000) (4,705,000) (3,780,000) $ 1,383,949,000 $ 266,760,000 $ (66,045,000) $ 20,000,000 66,200,000 150,000,000 439,240,000 176,654,600 68,535,000 154,980,000 421,054,400 88,000,000 $ 1,584,664,000 In March 2005 the Commission established a commercial paper program to advance project development and land and right of way acquisition under the 2009 Measure A TIP. In September 2013 the Commission reduced the commercial paper program from $120,000,000 to $60,000,000. Maturities of commercial paper notes are rolled over to new issuances of commercial paper. Regarding the commercial paper notes, the Commission currently maintains a P-1 and an A-1+ rating from Moody's Investors Service (Moody's) and Standard and Poor's Rating Service (S&P), respectively. Interest payments are made from available commercial paper proceeds or sales tax revenues. The Commission issued and paid principal of $30,000,000 of commercial paper notes in FY 2016/17 and anticipates the issuance of $20,000,000 of commercial paper notes in FY 2017/18 related to the funding for the 1-15 Express Lanes project. The projected outstanding amount of commercial paper at June 30, 2018 is $20,000,000. The Commission projects commercial paper interest payments of $300,000 and $172,500 in FY 2016/17 and FY 2017/18, respectively. The commercial paper debt service expenditures are reflected in the Commercial Paper capital projects fund. The Commission has an irrevocable direct draw letter of credit in the amount of $60,750,000 and reimbursement agreement with State Street Bank and Trust Company (State Street Bank), which expires in October 2017, as credit and liquidity support for the commercial paper notes. The costs for the liquidity support are reflected in the 2009 Measure A Western County Bond Financing special revenue fund. Sales Tax Revenue Bonds Under the provisions of the 2009 Measure A, the Commission has the authority to issue bonds subject to a bond debt limitation of $975,000,000, reflecting an increase from the original authorization of $500,000,000 as a result of the voter approval of Measure K in November 2010. The sales tax bonds are secured by a pledge of the 2009 Measure A revenues. All sales tax revenue bonds mature on or before June 2039, prior to the expiration of the 2009 Measure A. As a means to achieve a greater level of interest rate stability, the Commission entered into an interest rate swap for a total notional amount of $185,000,000 at a fixed rate for 20 years effective October 2009; the counterparties pay the Commission a floating rate equal to 67% of the one -month London Interbank Offer Rate, or LIBOR. The counterparty for the first swap ($100,000,000 notional amount) at a fixed rate of 3.679% is Bank of America, N.A. (Bank of America), and the counterparty for the second swap ($85,000,000 notional amount) at a fixed of 3.206% is Deutsche Bank AG (Deutsche Bank). In FY 2016/17 Moody's Investor Service lowered the Deutsche Bank long- term rating to Baal, and resulted in the occurrence of a termination event under the swap agreement. In September 2016 the Commission terminated the forward interest rate swap with Deutsche Bank in the outstanding notional amount of $63,900,000 and termination costs of $10,300,000 resulting in the refunding of the 2009 Series A Variable Rate Demand Bonds with the 2016 Sales Tax Revenue Refunding Bonds. As of June 30, 2018, the projected notional amounts for the Bank of America swap is $66,200,000. In connection with the commencement of the interest rate swaps in October 2009, the Commission issued $185,000,000 in variable rate sales tax revenue bonds to retire outstanding commercial paper notes, refund bonds issued in 2008, fund a portion of the debt service reserve, and pay costs of issuance. The 2009 Bonds are secured by standby bond purchase agreements (SBPAs) with The Bank of Tokyo -Mitsubishi UFJ, Ltd. (BTMU), which expire in March 2019. The costs for these liquidity facilities are accounted for in the 2009 Measure A Western County Bond Financing special revenue fund. For FY 2017/18, the Commission has budgeted debt service principal and interest payments of $4,600,000 and $2,604,300 respectively. In November 2010 the Commission issued $37,630,000 in fixed rate tax-exempt bonds (Series A Tax -Exempt) and $112,370,000 in fixed rate taxable bonds (Series B Taxable) designated as BABs under the American Recovery and Reinvestment Act (ARRA). The aggregate amount issued of $150,000,000 for the 2010 Bonds was used to retire outstanding commercial paper notes, provide funds for 2009 Measure A Western County capital projects, and pay costs of issuance. A portion of the BABs was designated as recovery zone economic development bonds (RZEDBs). The Commission expects to receive a cash subsidy from the United States Treasury equal to 35% of the interest payable on the BABs or 45% of the interest payable on the Series B Taxable bonds additionally designated as RZEDBs; however, in FY 2016/17, the BABs subsidy was reduced approximately 6.9% due to federal sequestration cuts, similar to the prior year. If sequestration continues, the FY 2017/18 BABs subsidy is expected to be reduced by approximately 6.4%. Estimated net debt service payments for the 2010 Bonds in FY 2017/18 are $0 for principal and $9,530,500 for interest payments. The $2,767,000 projected cash subsidy payment is reflected as federal reimbursements. In July 2013 the Commission issued $462,200,000 in fixed rate sales tax revenue bonds, at a premium, in connection with the 91 Project. The proceeds of the 2013 Sales Tax Bonds were used to fund a portion of the costs of the 91 Project, retire outstanding commercial paper notes, pay capitalized interest through December 2017, and pay costs of issuance. Estimated debt service payments for the 2013 Sales Tax Bonds in FY 2017/18 are $22,960,000 for principal and $12,020,000 for interest payments. In September 2016 the Commission issued $76,140,000 in fixed rate sales tax revenue refunding bonds, at a premium, to refund all of the outstanding 2009 A Bonds, retire all of the commercial paper notes which were applied to finance a termination payment in connection with an interest rate swap agreement with Deutsche Bank and pay cost of issuance. Estimated debt service payments for the 2016 Sales Tax Revenue Refunding Bonds are $4,705,000 for principal and $2,748,400 for interest payments. In July 2017 the Commission issued $158,760,000 in fixed rate sales tax revenue bonds, at a premium, to fund the 1-15 Express Lanes project and completion of the 91 Project. The proceeds of the 2017 Sales Tax Bonds will be used to fund 1-15 Express Lanes costs, completion of the 91 Project, and pay costs of issuance. Estimated debt service payments for the 2017 Sales Tax Bonds in FY 2017/18 are $3,780,000 for principal and $6,928,100 for interest payments. The Commission has received long-term debt ratings of Aa2, AA+, and AA from Moody's, S&P, and Fitch Ratings (Fitch), respectively on its currently outstanding sales tax revenue bonds. Toll Revenue Bonds and TIFIA Loan In July 2010 the Commission authorized the issuance of up to $900,000,000 in toll revenue bonds in anticipation of the financing requirements for the 91 Project. In July 2013 the Commission issued $176,654,600 in toll revenue bonds, at a discount, that consist of $123,825,000 in current interest bonds (CIBs) and $52,829,600 in capital appreciation bonds (CABS). The CIBs have maturity dates through June 2048, while the CABS have maturity dates commencing June 2022 through June 2043 at the accreted value. Estimated debt service payments for the 2013 Toll Bonds in FY 2017/18 are $0 for principal and $7,119,900 for interest payments. The 2013 Toll Bonds are secured by a lien on the trust estate, which consists primarily of toll revenues and account revenues less operating and maintenance expenses of the Riverside 91 Express Lanes. In July 2013 the Commission executed a federal TIFIA loan with the United States Department of Transportation (U.S. DOT) in an amount up to $421,054,400, which provided the final puzzle piece needed for the full funding of the 91 Project. The TIFIA loan is a toll revenue bond that is subordinate to the 2013 Toll Bonds unless and until the occurrence of a bankruptcy related event. Proceeds of the TIFIA loan may be drawn upon after certain conditions have been met. Interest on outstanding disbursements is 3.47% and is compounded semiannually. The TIFIA loan matures on the earlier of June 2051 and the date that is 35 years after the substantial completion date of the 91 Project, which was accomplished in January 2017. Interest payments commence on the fifth anniversary of the substantial completion date or the first interest payment date occurring prior to the fifth anniversary date. Accordingly, semiannual interest payments are anticipated to commence December 2021; principal payments commence annually in June 2030. The Commission is required to fund a $20,000,000 TIFIA debt service reserve no later than July 2019 from sale proceeds of excess land acquired for the 91 Project. The TIFIA loan is also secured by the trust estate, similar to the 2013 Toll Bonds. The 2013 Toll Bonds and the TIFIA loan received long-term ratings from S&P and Fitch of BBB-. Debt Capacity Analysis The Commission is legally prohibited from issuing additional sales tax revenue debt if its debt coverage ratio is less than 1.5 to 1 on all senior sales tax revenue debt. The Commission has adopted a higher standard of 2 to 1 as part of its debt management policy. As Chart 30 and Table 40 indicate, the Commission has successfully met its policy standard for sales tax revenue debt issued under the 2009 Measure A, even in a fluctuating sales tax revenue environment. The 1989 Measure A related debt consistently exceeded the Commission's standard, and coverage for the 2009 Measure A related debt of 2.2 is anticipated for FY 2017/18. Any coverage less than 2 to 1 would necessitate using other program funding to cover all debt service expenditures. Chart 30 — Measure A Sales Tax Debt Capacity Analysis $200,000,000 $180,000,000 $160,000,000 $140,000,000 $120,000,000 $100,000,000 $80,000,000 $60,000,000 $40,000,000 $20,000,000 $- FY 2016/17 Table 40 — Measure A Sales Tax Debt Capacity Analysis FY 2017/18 ►•Senior Debt Service ill Available Revenues FY 16/17 FY 17/18 Sales Tax Revenues Senior Debt Service Coverage Ratio - Senior Debt Long -Term Debt Rating Commercial Paper Rating $ $ 173,000,000 $ 42,265,100 $ 4.1 Aa 2/AA+/AA P-1/A-1+ 176,000,000 78,691,800 2.2 Aa 2/AA+/AA P-1/A-1+ The toll -supported debt consists of the 2013 Toll Bonds as senior debt and the TIFIA loan as subordinate debt. Beginning in the first full fiscal year following substantial completion, the Commission is required to establish and collect tolls in connection with the toll road to produce net revenues equal to or in excess of the following ratios: • 150% on senior lien debt; • 130% on senior lien, second lien, and subordinate debt; and • 100% on outstanding debt plus reserve deposits and certain other funds established under the indenture. Upon substantial completion of the 91 Project in March 2017, toll operations commenced. Accordingly, the toll coverage ratio requirements will be applicable commencing in FY 2017/18. Aggregate Debt Service Schedule for Sales Tax Bonds Debt service requirements for the sales tax revenue bonds are based on amortization schedules for the 2009 Bonds; 2010 Bonds, including the BABs cash subsidy payments; 2013 Sales Tax Bonds; 2016 Sales Tax Refunding Bonds; and 2017 Sales Tax Bonds. Table 41— Commission Sales Tax Revenue Bonds Net Debt Service Requirements Fiscal Year 2018 2019 2020 2021 2022 2023-2027 2028-2032 2033-2037 2038-2039 Total Principal $ 36,045,000 26,210,000 27,430,000 28,755,000 30,235,000 174,540,000 209,435,000 403,795,000 122,595,000 Interest $ 45,628,900 44,860,600 43,670,300 42,365,700 41, 005,100 170, 242,100 175,149,100 209,168, 500 70,141,400 Subsidy Payments Net Debt Service $ (2,982,100) (2,982,100) (2,982,100) (2,982,100) (2,982,100) (14,910,500) (14,910,500) (11,358,700) (1,632,400) $ 1,059,040,000 $ 842,231,700 $ (57,722,600) Chart 31— Commission Sales Tax Revenue Bonds Debt Service through Maturity $90,000,000 $80,000,000 $70,000,000 — $60,000,000 — $50,000,000 — $40,000,000 — $30,000,000 $20,000,000 $10,000,000 $ I I I I 1I 11II 11II 1 III!6II II11I111I I I 04' oti'\\tip y$'ti� ti0��o o\l yy y'.�l' yti��� ti3�� ti<-,\ti� 4 y1" ''\\tic e tie�y'cg'' '51' 'o 3'�t�3�,3��� 30�''<' �‘0° (cO\ A\r517 41'5) �1 Jti A Jti A A Jti Jti A A Jti A Jti A Jti A A Jti A Jti A -1 F F F F F e F F F F F F e F e F F F F F F e Outstanding Debt and Debt Service Requirements as of June 30, 2018 $ 78,691,800 68,088,500 68,118, 200 68,138, 600 68,258,000 329,871,600 369,673,600 601,604,800 191,104,000 $ 1,843,549,100 u Sales Tax Revenue Interest o Sales Tax Revenue Principal The following is a summary of debt issued and secured by 2009 Measure A sales tax revenues, receipt of which began in FY 2009/10: 2005 Commercial Paper Notes (Limited Tax Bonds), Series A: In February 2005, the Commission authorized a $200,000,000 commercial paper program. In March 2005, the Commission established the program for $185,000,000 Commercial Paper Notes (Limited Tax Bonds), Series A and B. In October 2010, the program was reduced to $120,000,000; in September 2013, the program was further reduced to $60,000,000. The repayment of principal and interest on the commercial paper notes is secured by an irrevocable direct draw letter of credit issued by State Street Bank, and the Measure A sales tax revenues secure such repayment. Maturities of the commercial paper notes may range from one to 270 days, and interest rates are variable and dependent on current market conditions. The note agreements require the trustee to hold all note proceeds and a portion of sales tax revenues and to segregate all funds into separate accounts as required by the indentures. 2009 Sales Tax Revenue Bonds (Limited Tax Bonds), Series B and C: In October 2009, the Commission issued $185,000,000 principal amount of serial bonds to refinance the 2008 bonds, retire a portion of the outstanding principal amount of the commercial paper notes and a portion of accrued interest on the notes, and fund a reserve fund. In September 2011, the reserve fund was released to fund project costs in connection with an extension of the SBPAs. The repayment of principal and interest on the 2009 Bonds is secured by the SBPAs with BTMU, and the Measure A sales tax revenues secure such repayment. In September 2016 the Commission terminated the 2009 Series A forward interest rate swap with Deutsche Bank in the outstanding notional amount of $63,000,000 and termination costs of $10,300,000. The bonds mature in annual installments ranging from $2,200,000 to $7,400,000 on various dates through June 1, 2029 with variable interest rates set on a weekly basis. The 2009 Bonds are integrated with the interest rate swaps, thereby creating synthetic fixed rate debt. The 2009 Bond agreements require the trustee to hold all bond proceeds and a portion of sales tax revenues and to segregate all funds into separate accounts as required by the indentures. Debt service requirements for the 2009 Bonds are summarized in Table 42. Table 42 — 2009 Sales Tax Revenue Bonds Debt Service Requirements Fiscal Year Principal Interest Total Debt Service 2018 $ 4,600,000 $ 2,380,800 2019 4,800,000 2,218,700 2020 5,000,000 2,055,100 2021 5,200,000 1,871,900 2022 5,500,000 1,689,100 2023-2027 31,200,000 5,377,200 2028-2029 14,500,000 542,300 Total $ 70,800,000 $ 16,135,100 $ 6,980,800 7,018,700 7,055,100 7,071,900 7,189,100 36,577,200 15,042,300 $ 86,935,100 2010 Sales Tax Revenue Bonds (Limited Tax Bonds), Series A Tax -Exempt and Series B Taxable: In November 2010, the Commission issued $150,000,000 principal amount of serial bonds to retire all of the outstanding principal amount of the commercial paper notes and fund project costs. The bonds mature in annual installments ranging from $12,105,000 to $17,980,000 on various dates from June 1, 2030 through June 1, 2039. Interest rates for the Series A Tax -Exempt and Series B Taxable bonds are 5% and 6.807%, respectively. The Commission expects to receive cash subsidies from the U.S. Treasury related to the Series B Taxable bonds. The 2010 Bond agreements require the trustee to hold all bond proceeds and a portion of sales tax revenues and to segregate all funds into separate accounts as required by the indentures. Debt service requirements, net of subsidy payments for the 2010 Bonds are summarized in Table 43. Table 43 — 2010 Sales Tax Revenue Bonds Net Debt Service Requirements Fiscal Year 2018 2019 2020 2021 2022 2023-2027 2028-2032 2033-2037 2038-2039 Total Principal 38,160,000 76,530,000 35,310,000 Interest - $ 9,530,500 9,530,500 9,530,500 9,530,500 9,530,500 47,652,500 45,806,600 28,096,900 3,627,400 Subsidy $ (2,982,100) (2,982,100) (2,982,100) (2,982,100) (2,982,100) (14,910,500) (14,910,500) (11,358,700) (1,632,400) $ 150,000,000 $ 172,835,900 $ (57,722,600) Net Debt Service $ 6,548,400 6,548,400 6,548,400 6,548,400 6,548,400 32,742,000 69,056,100 93,268,200 37,305,000 $ 265,113,300 2013 Sales Tax Revenue Bonds (Limited Tax Bonds), Series A Tax -Exempt: In July 2013, the Commission issued $462,200,000 principal amount of serial bonds at a premium of $38,328,800 to retire all of the outstanding principal amount of commercial paper notes, fund a portion of the 91 Project costs, pay capitalized interest during construction, and pay costs of issuance. The $286,065,000 of serial bonds mature in annual installments ranging from $12,090,000 to $24,450,000 on various dates from June 1, 2018 through June 1, 2033 at interest rates ranging from 5.00 to 5.25%. The $176,135,000 of term bonds are due on June 1, 2039 with annual sinking fund payments ranging from $25,735,000 to $33,235,000 on June 1, 2034 through June 1, 2039 at an interest rate of 5.25%. The 2013 Sales Tax Bond agreements require the trustee to hold all bond proceeds and a portion of sales tax revenues and to segregate all funds into separate accounts as required by the indentures. Debt service requirements for the 2013 Sales Tax Bonds are summarized in Table 44. Table 44 — 2013 Sales Tax Revenue Bonds Debt Service Requirements Fiscal Year Principal Interest Total Debt Service 2018 2019 2020 2021 2022 2023-2027 2028-2032 2033-2037 2038-2039 Total $ 22,960,000 12,090,000 12,690,000 13,325,000 13,995,000 81,430,000 105,125,000 135,770,000 64, 815, 000 $ 24,041,100 22,893,100 22,288,600 21,654,100 20,987,900 81,430,000 105,125,000 135,770,000 64, 815, 000 $ 462,200,000 $ 499,004,800 $ 47,001,100 34, 983,100 34,978,600 34,979,100 34,982,900 162,860,000 210,250,000 271,540,000 129,630,000 $ 961,204,800 Debt Service Schedules for Toll Revenue Bonds Chart 32 — Commission Toll Revenue Bonds Debt Service through Maturity $20,000,000 $18,000,000 $16,000,000 $14,000,000 $12,000,000 $10,000,000 $8,000,000 $6,000,000 $4,000,000 $2,000,000 s- �p<,\4:6$19010\~�6,yo\11oti>9 boyoy3\~�oyb\0�o,LS\0botirO\l^ 6,L1 4tie17.414��o30\'''43; 16,,ti\��o, 44:p,6a\''S o�q\''0o�b\,610�^\.60oy�\!o�9\°A�o\b��y\b��v\b'i F, F, F, F, F, FJ F� F, FJ F, F, FJ FJ F, F, F, F, F, FJ F, F, F, F, F, < <- o Toll Revenue Interest o Toll Revenue Principal 2013 Toll Revenue Bonds, Series A (Current Interest Obligations): In July 2013, the Commission issued $123,825,000 principal amount of serial CIBs to fund a portion of the 91 Project, pay capitalized interest during construction, fund a debt service reserve fund, fund an initial amount for an Operations and Maintenance Fund, and pay costs of issuance. The CIBs consist of a serial bond maturing on June 1, 2044 in the amount of $39,315,000 at an interest rate of 5.75% and a term bond due on June 1, 2048 in the amount of $84,510,000 with annual sinking funds payments of $42,255,000 on June 1, 2047 and June 1, 2048 at an interest rate of 5.75%. The Toll Revenue Bond agreements require the trustee to hold all bond proceeds and segregate funds into separate accounts as required by the indentures. Debt service requirements for the 2013 Toll Revenue CIBS are summarized in Table 45. Table 45 — 2013 Toll Revenue Current Interest Obligation Bonds Debt Service Requirements Fiscal Year 2018 2019 2020 2021 2022 2023-2027 2028-2032 2033-2037 2038-2042 2043-2047 2048 Total Principal 81,570,000 42,255,000 Interest Total Debt Service $ 7,119,900 7,119, 900 7,119, 900 7,119, 900 7,119, 900 35,599,500 35,599,500 35,599,500 35,599,500 28,817,700 2,430,700 $ 123,825,000 $ 209,245,900 $ 7,119,900 7,119,900 7,119,900 7,119,900 7,119,900 35,599,500 35,599,500 35,599,500 35,599,500 110,387,700 44, 685, 700 $ 333,070,900 2013 Toll Revenue Bonds, Series A (Capital Appreciation Obligations): In July 2013, the Commission issued $52,829,600 principal amount of serial CABS to fund a portion of the 91 Project, pay capitalized interest during construction, fund a debt service reserve fund, fund an initial amount for an Operations and Maintenance Fund, and pay costs of issuance. The CABS will not pay current interest as interest will be compounded commencing December 2013 semiannually and paid at maturity. Therefore, the CABS will increase in value, or accrete, by the accumulation of such compounded interest from its initial principal amount to the maturity value in installments ranging from $3,440,000 to $34,220,000 on various dates from June 1, 2022 through June 1, 2043. Interest rates and yield to maturity range from 5.30% to 7.15%. The Toll Revenue Bond agreements require the trustee to hold all bond proceeds and segregate funds into separate accounts as required by the indentures. Debt service requirements for the 2013 Toll Revenue CABS are summarized in Table 46. Table 46 — 2013 Toll Revenue Capital Appreciation Obligation Bonds Debt Service Requirements Fiscal Year Principal Accreted Interest Total Debt Service 2018 $ - $ 4,525,900 2019 - 4,828,700 2020 - 5,150,800 2021 - 5,495,300 2022 2,396,700 5,846,900 2023-2027 16,888,400 30,402,200 2028-2032 16,178,300 26,588,000 2033-2037 5,574,500 20,625,200 2038-2042 7,607,000 24,630,700 2043-2047 4,184,800 2,140,600 2048 Total $ 52,829,700 $ 130,234,300 $ 4,525,900 4,828,700 5,150,800 5,495,300 8,243,600 47,290,600 42,766,300 26,199,700 32,237,700 6,325,400 $ 183,064,000 2016 Sales Tax Revenue Refunding Bonds (Limited Tax Bonds), Series A Tax Exempt: In September 2016 the Commission issued $76,140,000 in fixed rate sales tax revenue refunding bonds, at a premium, to refund all of the outstanding 2009 A Bonds, retire all of the commercial paper notes which were applied to finance a termination payment in connection with an interest rate swap agreement with Deutsche Bank and pay cost of issuance. The 76,140,000 of serial bonds mature in annual installments ranging from $2,900,000 to $7,305,000 on various dates from June 1, 2017 through June 1, 2029 at interest rates ranging from 2.00% to 5.00% and a term bond due on June 1, 2029. Debt service requirements for 2016 Sales Tax Revenue Refunding Bonds are summarized in Table 47. Table 47 — 2016 Sales Tax Revenue Bonds Debt Service Requirements Fiscal Year 2018 2019 2020 2021 2022 2023-2027 2028-2029 Total Principal $ 4,705,000 4,940,000 5,185,000 5,445,000 5,720,000 32,775,000 14,470,000 Interest $ 2,748,400 2,513,100 2,266,100 2,006,900 1,734,600 4,494,500 435,500 Total Debt Service 73,240,000 $ 16,199,100 $ 7,453,400 7,453,100 7,451,100 7,451,900 7,454,600 37,269,500 14,905,500 $ 89,439,100 2017 Sales Tax Revenue Bonds (Limited Tax Bonds), Series A Tax Exempt: In July 2017 the Commission issued $158,760,000 principal amount to fund the 1-15 Express Lanes project and completion of the 91 Project. The bonds mature in installments ranting from $3,780,000 to $11,510,000 on various dates from June 1, 2018 through June 1, 2042 at an interest rate ranging from 1.52% to 5.00% and a term bond due June 1, 2039 The proceeds of the 2017 Sales Tax Bonds were used to fund 1-15 Express Lanes costs, completion of the 91 Project, and pay costs of issuance. Estimated debt service payments for the 2017 Sales Tax Bonds in FY 2017/18 are $3,780,000 for principal and $6,928,100 for interest payments. Debt Service requirements for 2017 Sales Tax Revenue Bonds are summarized in Table 48. Table 48 — 2017 Sales Tax Revenue Bonds Debt Service Requirements Fiscal Year 2018 2019 2020 2021 2022 2023-2027 2028-2032 2033-2037 2038-2042 Total Principal $ 3,780,000 4,380,000 4,555,000 4,785,000 5,020,000 29,135,000 37,180,000 47,455,000 22,470,000 Interest $ 6,928,100 7,705,200 7,530,000 7,302,300 7,063,000 31,287,900 23,239,700 12,967,400 1,699,000 Total Debt Service 158,760,000 $ 105,722,600 $ 10,708,100 12,085,200 12,085,000 12,087,300 12,083,000 60,422,900 60,419,700 60,422,400 24,169,000 $ 264,482,600 TIFIA Loan Agreement — 91 Express Lanes: In July 2013, the Commission executed a TIFIA loan of up to $421,054,400 for the 91 Project. In FY 2016/17, the Commission drew down the balance of the TIFIA loan, or $421,054,400 principal amount of TIFIA loan proceeds, for the 91 Project. During construction and for a period of up to five years following substantial completion, interest is compounded and added to the initial TIFIA loan. The TIFIA loan requires mandatory debt service payments at a minimum and scheduled debt service payments to the extent additional funds are available. TIFIA debt service payments are expected to commence on December 1, 2021, which is five years after substantial completion of the 91 Project, through June 1, 2051. The interest rate of the TIFIA loan is 3.47%. Based on a projected draw schedule, Table 49 presents an estimate of mandatory and scheduled debt service. Table 49 —TIFIA 91 Express Lanes Debt Service Requirements Fiscal Year Mandatory Scheduled Principal Interest Total Principal Interest Total 2019-2023 2024-2028 2029-2033 2034-2038 2039-2043 2044-2048 2049-2051 Total Accretion Initial Loan 202,000 97,873,700 99,539,200 178,019,200 129,385,500 - $ 25,585,300 63,980,700 63,938,000 59,903,500 44,941,700 30,240,000 4,776,100 505,019,600 $ 293,365,300 (83,965,200) $ 421,054,400 $ 25,585,300 63,980,700 64,140,000 157,777,200 144,480,900 208,259,200 134,161,600 $ 798,384,900 400 $ 9,463,000 23,664,100 23,648,300 22,156,100 16,622,300 11,184,700 1,766,500 $ 35,048,300 87,644,800 87,788,300 179,933,300 161,103,200 219,443,900 135,928,500 $ 400 $ 108,505,000 $ 906,890,300 In connection with the 2013 financing for the 91 Project, the Commission covenanted to deposit amounts with the toll trustee as an equity contribution to the 91 Project. FY 2016/17 equity contribution was funded by a transfer from the 2009 Measure A Western County new corridors fund. TIFIA Loan Agreement — 1-15 Express Lanes: In July 2017, the Commission executed a TIFIA loan of up to $152,249,700 for the 1-15 Express Lanes project. In FY 2017/18 the Commission is expected to draw $88,000,000 principal amount of TIFIA loan proceeds. During construction and for a period of up to five years following substantial completion, interest is compounded and added to the initial TIFIA loan. The TIFIA loan requires mandatory debt service payments at a minimum and scheduled debt service payment to the extent additional funds are available. TIFIA debt service payments are expected to commence on December 1, 2025, which is five years after substantial completion of the 1-15 Express Lanes project, through June 1, 2053. The interest rate of the TIFIA loan is 3.55%. Based on a projected draw schedule, Table 50 presents an estimate of debt service. Table 50 —TIFIA I-15 Express Lanes Debt Service Requirements Fiscal Year Mandatory Scheduled Principal Interest Total Principal Interest Total 2025-2029 2030-2034 2035-2039 2040-2044 2045-2049 2050-2053 Accretion Initial Loan $ $ 28,047,100 15,827,500 32,697,400 20,550,700 28,761,700 30,729,500 25,322,200 48,595,600 17, 766, 000 42,467,100 5,109,100 158,170,400 $ 137,703,500 (5,920,700) $ 152,249,700 $ 28,047,100 48,524,900 49,312,400 56,051,700 66,361,600 47,576,200 $ 295,873,900 $ 28,047,100 48,524,900 49,312,400 56,051,700 66,361,600 47,576,200 $ 295,873,900 The allocation of the sales tax revenue bonds to the 2009 Measure A programs is presented in Chart 33. A significant portion of the sales tax revenue bonds were allocated for highway and regional arterial projects in the Western County and Coachella Valley; however, less than 1% was allocated for local streets and roads projects in the Coachella Valley and Palo Verde Valley. Chart 33 — Program Long -Term Debt Alt - - 111 Highways and Regional Arterials 100 % The allocation of the sales tax revenue bonds by the benefiting geographic area is presented in Chart 34. Chart 34 — Long -Term Debt by Geographic Area Western County 100 % Outstanding Debt and Legal Debt Margin at June 30, 2018 A summary of the Commission's outstanding debt secured by Measure A sales tax revenues and related legal debt margin projected at June 30, 2018 is presented in Table 51: Table 51— Legal Debt Margin 2009 Measure A Authorized Sales Tax Revenue Debt 2005 Commercial Paper Notes 2009 Bonds 2010 Bonds 2013 Bonds 2016 Bonds 2017 Bonds Total Outstanding Debt Legal Debt Margin $ 975,000,000 20,000,000 66,200,000 150,000,000 439,240,000 68,535,000 154,980,000 898,955,000 $ 76,045,000 Table 52 — Budget Comparison by Department FY 2016 — 2018 FY 15/16 FY 16/17 FY 16/17 FY 17/18 Dollar Percent Actual Revised Budget Projected Budget Change Change Revenues Measure A Sales Tax $ 167,630,300 $ 173,000,000 $ 173,000,000 LTF Sales Tax 83,776,500 85,000,000 85,000,000 STA Sales Tax 13,358,000 10,821,600 10,821,600 Federal Reimbursements 18,669,000 37,157,000 16,530,300 State Reimbursements 56,580,500 11,589,200 9,751,900 Local Reimbursements 1,571,900 10,496,100 7,703,700 TUMF Revenue 19,831,300 18,520,000 18,850,000 Toll Revenue 6,143,000 3,239,700 Other Revenue 7,295,600 173,000 268,500 Investment Income 8,592,800 1,849,000 4,715,600 Total Revenues 377,305,900 354,748,900 329,881,300 Expenditures/Expenses Management Services: Executive Management 334,900 445,600 311,500 Administration 1,481,300 1,830,200 1,757,800 External Affairs 1,065,100 1,699,700 1,699,500 Finance 3,719,400 5,321,800 4,889,900 Total Management Services 6,600,700 9,297,300 8,658,700 Regional Programs: Planning and Programming Services Rail Maintenance and Operations Public and Specialized Transit Commuter Assistance Motorist Assistance Total Regional Programs Capital Project Development and Delivery Toll Operations Debt Service Principal Payments Interest Payments Cost of Issuance Total Debt Service Total Expenditures/Expenses Excess (deficiency) of Revenues over (under) Expenditures/Expenses 3,405,900 11,576,400 2,704,700 19,966,100 41,083,700 26,455,400 71,604,600 115,403,300 87,398,300 2,648,600 3,587,500 3,265,600 4,159,500 5,843,500 4,929,300 101, 784, 700 177, 494, 400 124,753,300 527,658,600 448,247,200 330,602,300 6,553,100 3,859,600 7,814,200 28,100,000 27,300,000 45,620,900 56,615,800 45,611,400 645,000 654,000 53,435,100 85,360,800 73,565,400 689,479,100 726,952,800 541,439,300 (312,173,200) (372,203,900) (211,558,000) Other Financing Sources (Uses) Transfers In 162,708,700 241,966,700 192,895,500 Transfers Out (162,708,700) (241,966,700) (192,895,500) Debt Proceeds 20,000,000 103,225,000 106,140,000 TIFIA Loan Proceeds 228,792,200 100,269,200 107,946,200 Payment to Escrow Agent (63,900,000) (63,900,000) Bond Premium 8,414,000 Net Financing Sources (Uses) 248,792,200 139,594,200 158,600,200 Excess (deficiency) of Revenues over (under) Expenditures/Expenses and Other Financing Sources (Uses) (63,381,000) (232,609,700) (52,957,800) Beginning Fund Balance 803,802,400 740,421,400 740,421,400 Ending Fund Balance $ 740,421,400 $ 507,811,700 $ 687,463,600 $ 176,000,000 88,000,000 10,469,000 77,877,100 11,500,200 9,270,800 21,250,000 16,835,800 248,000 3,509,400 414,960,300 407,300 2,803,400 2,036,200 5,004,800 10,251,700 12,628,700 36,499,500 122,590,100 3,368,000 4,743,900 179,830,200 465,403,700 14,502,600 66,045,000 41,123,200 5,500,000 112,668,200 782,656,400 (367,696,100) 311,984,500 (311,984,500) 178,760,000 88,000,000 18,892,000 285,652,000 (82,044,100) 687,463,600 $ 605,419,500 $ 3,000,000 2% 3,000,000 4% (352,600) -3% 40,720,100 110% (89,000) -1% (1,225,300) -12% 2,730,000 15 % 10,692,800 174% 75,000 43% 1,660,400 90% 60,211,400 17% (38,300) -9% 973,200 53% 336,500 20% (317,000) -6% 954,400 10% 1,052,300 9% (4,584,200) -11% 7,186,800 6% (219,500) -6% (1,099,600) -19% 2,335,800 1% 17,156,500 4% 7,949,500 121% 37,945,000 135% (15,492,600) -27% 4,855,000 753% 27,307,400 32% 55,703,600 8% 4,507,800 -1% 70,017,800 29% (70,017,800) 29% 75,535,000 73% (12,269,200) -12% 63,900,000 -100% 18,892,000 N/A 146,057,800 105 % 150,565,600 -65% (52,957,800) -7% $ 97,607,800 19% Executive Management Mission Statement: "To maintain the highest level of achievement and professionalism possible while managing the activities of the Commission with a small staff complemented with consultants; to effectuate sound transportation policies and legislation compatible with environmental standards." Chart 35 — Executive Management Support Salariesand Costs Benefits 22% 23% Professional Costs 55 % Expenditures Executive Management has a budget of $407,300 (Table 53) for oversight of all Commission functions. The 1% increase in salaries and benefits reflects the net allocation of FTEs and a 4% pool for merit -based salary increases. Professional costs of $225,000 include legal fees to defend recently enacted design -build legislation and other matters and consulting services for organizational training. Support costs include various membership dues and staff -related travel costs of $90,900. Table 53 — Executive Management Expenditure Detail FY 15/16 FY 16/17 FY 16/17 FY 17/18 Dollar Percent Actual Revised Budget Projected Budget Change Change Salaries and Benefits $ 178,400 $ 90,600 $ 89,900 Professional Costs Legal Services 77,900 175,000 96,000 Professional Services General 13,100 93,000 50,000 Total Professional Costs 91,000 268,000 146,000 Support Costs 65,500 87,000 75,600 TOTAL Executive Management $ 334,900 $ 445,600 $ 311,500 $ 91,400 175,000 50,000 225,000 90,900 $ 407,300 $ 800 1% 0% (43,000) -46% (43,000) -16% 3,900 4% $ (38,300) -9% Executive Management Staffing Summary Position FY 15/16 FY 16/17 Deputy Executive Director 0.07 0.06 Executive Director 0.25 0.10 IT Administrator 0.00 0.00 Senior Administrative Assistant 0.01 0.01 Senior Office Assistant 0.25 0.26 FTE 0.58 0.43 Department Budget Overview Department Description FY 17/18 0.05 0.11 0.05 0.00 0.15 0.36 The Executive Director is responsible for and provides strong leadership in developing and implementing new strategies at the local, regional, and statewide levels to assure delivery of transportation improvements and programs throughout the County. Furthermore, Executive Management is committed to fostering a positive and supportive work environment for staff that emphasizes quality work and encourages teamwork and open communication, with a commitment to serving the public. This is accomplished through a productive and collaborative effort with the members of the Commission and the oversight of the Commission's Executive Committee. Key Assumptions • The Executive Director will play a prominent role with external audiences with an emphasis on working with Congress, the California Legislature, Riverside County business organizations, Southern California transportation agencies, and local governments regarding advancing transportation policy in California. Policy concerns include the need for ongoing transportation investment, flexibility in project delivery methods, streamlining of environmental processes, and a renewed focus of the connection between transportation projects and the overall quality of life in the County. • One such example was the 91 Project and opening of the 91 Express Lanes extension which added general purpose and Express Lanes to the SR-91 in Corona. The project improved freeway capacity, extended the 91 Express Lanes into Riverside County, and made a number of access improvements including improved interchanges and on and off ramps thoughout the corridor. The key goal for the upcoming year will be to foster growth in the usage of the facility and ensure its financial success. • Highway Project delivery will be a top priority in FY 2017/18 with construction proceeding on another high - profile project. The widening of 1-15 will construct an additional two -tolled express lanes between SR-60 and Cajalco Road. The project travels through the cities of Jurupa Valley, Eastvale, Norco and Corona. • Advancement of other large scale projects will take place including completion of the environmental permit process on the SR-79 realignment project and resolving litigation regarding the SR-60 truck climbing lanes and Mid County Parkway. • The Commission will progress with a study to address the impact of truck traffic that will serve large-scale logistics facilities. The study could lead to the creation of a fee program to mitigate the impact of truck use that serve these facilities. • Promoting the use of public transit will be an important Commission priority which will include marketing of the PVL Metrolink extension and bus service that utilizes the 91 Express Lanes. • There will be a continued focus on enhanced cost-effective Metrolink and Los Angeles -San Diego -San Luis Obispo (LOSSAN) Rail Corridor service along with continuing development of a Service Development Plan (SDP) and environmental document for intercity rail service for the Coachella Valley -San Gorgonio Pass corridor. • The advancement of construction on a number of projects will require a requisite increase in public outreach for traditional and social media. This will be part of an effort to enhance awareness of the Commission's activities and service to the public at large. As part of this effort, the Commission's website will be updated to be more informative, easier to use, and compatible with mobile devices. " E n h a n c e d c o m m u n i c a t i o n w i t h t h e p u b l i c w i l l r e s u l t f r o m t h e i m p l e m e n t a t i o n o f a c o m p r e h e n s i v e s o c i a l m e d i a e f f o r t f o c u s e d o n c u r r e n t p r o j e c t s a n d C o m m i s s i o n a c t i v i t i e s . " A r e n e w e d e m p h a s i s , a s p a r t o f a r e g i o n w i d e e f f o r t , w i l l b e p l a c e d o n w o r k i n g w i t h l o c a l g o v e r n m e n t s a n d s t a k e h o l d e r s t o a d v a n c e a c t i v e t r a n s p o r t a t i o n p r o j e c t s s u c h a s b i c y c l i n g , w a l k i n g , a n d t r a n s i t u s e . " T h e C o m m i s s i o n w i l l r e m a i n a n a c t i v e p a r t i c i p a n t a s p a r t o f a c o n c e r t e d s t a t e w i d e e f f o r t t o s e e k a d d i t i o n a l t r a n s p o r t a t i o n f u n d i n g w h i l e a d v o c a t i n g f o r p r o c e s s i m p r o v e m e n t s t o e a s e p r o j e c t d e v e l o p m e n t . A c c o m p l i s h m e n t s F Y 2 0 1 6 / 1 7 s a w e x t r a o r d i n a r y a c c o m p l i s h m e n t s a t t h e C o m m i s s i o n , p l a c i n g i t i n t h e t o p t i e r o f C a l i f o r n i a t r a n s p o r t a t i o n o r g a n i z a t i o n s . I n s e v e r a l a r e a s , t h e C o m m i s s i o n s t o o d b y i t s e l f i n s u c c e s s f u l a d v o c a c y , i n n o v a t i o n , a n d l e a d e r s h i p . " O b t a i n e d s u b s t a n t i a l c o m p l e t i o n o n t h e 9 1 P r o j e c t i n M a r c h 2 0 1 7 a n d o p e n e d t h e R i v e r s i d e 9 1 E x p r e s s L a n e s w h i l e m a n a g i n g s e v e r a l v e r y d i f f i c u l t p u b l i c r e l a t i o n s / c o m m u n i c a t i o n s i s s u e s . " C o m p l e t e d c o n s t r u c t i o n o n t h e P V L p r o j e c t a n d l a u n c h e d s e r v i c e . " L e d i m p l e m e n t a t i o n o f C o a c h e l l a V a l l e y / S a n G o r g o n i o P a s s C o r r i d o r R a i l S t u d y ; o b t a i n e d F e d e r a l R a i l r o a d A d m i n i s t r a t i o n f u n d i n g g r a n t f o r n e x t p h a s e ; c o n t i n u e d e f f o r t s t o s e e k f u n d i n g a n d a p p r o v a l s f o r s p e c i a l e v e n t t r a i n s f o r C o a c h e l l a a n d S t a g e c o a c h f e s t i v a l s . " I m p l e m e n t e d S t r a t e g i c A s s e s s m e n t a c t i o n s a p p r o v e d b y C o m m i s s i o n e r s a t t h e J a n u a r y 2 0 1 7 w o r k s h o p . " C o m p l e t e d c o n s t r u c t i o n p r o j e c t s i n c l u d i n g t h e S R - 9 1 H O V l a n e s a n d r a i l s t a t i o n i m p r o v e m e n t s t h r o u g h o u t t h e C o u n t y . " I n i t i a t e d e n g i n e e r i n g f o r f i r s t p h a s e o f M i d C o u n t y P a r k w a y . " C o m p l e t e d e n v i r o n m e n t a l d o c u m e n t a n d s t a r t e d p r o p e r t y a c q u i s i t i o n s o n t h e S R - 6 0 T r u c k C l i m b i n g L a n e p r o j e c t . " C o n t i n u e d e f f o r t s t o e n s u r e i n t e r a g e n c y r e v i e w s a n d p r o g r e s s o f S R - 7 9 r e a l i g n m e n t e n v i r o n m e n t a l d o c u m e n t a n d r e c e i v e d e n v i r o n m e n t a l a p p r o v a l i n J a n u a r y 2 0 1 7 . " C o m p l e t e d m a j o r m i l e s t o n e s o n t h e 1 - 1 5 E x p r e s s L a n e s p r o j e c t i n c l u d i n g e n v i r o n m e n t a l d o c u m e n t a n d i n i t i a t e d T o l l S e r v i c e s P r o v i d e r a n d D e s i g n B u i l d c o n t r a c t p r o c u r e m e n t s ; o b t a i n e d i n v e s t m e n t g r a d e r a t i n g s f o r f i n a n c i a l p l a n ; o b t a i n e d i n v i t a t i o n t o s u b m i t p r o j e c t f o r a T I F I A l o a n . " I m p l e m e n t e d T o l l o p e r a t i o n s s t a f f i n g a n d p r o g r a m s t r a t e g i e s . " N e g o t i a t e d c o m p l e x a n d d i f f i c u l t W o r l d L o g i s t i c s C e n t e r s e t t l e m e n t a g r e e m e n t w i t h c i t y o f M o r e n o V a l l e y a n d H i g h l a n d F a i r v i e w i n p a r t n e r s h i p w i t h C o u n t y T L M A D i r e c t o r . " D e v e l o p e d a n d i m p l e m e n t e d s t a f f r e t e n t i o n p r o p o s a l s . " I m p l e m e n t e d o r g a n i z a t i o n a l c h a n g e s t o i m p l e m e n t s u c c e s s i o n p l a n n i n g i n i t i a t i v e s a n d s t r a t e g i c a s s e s s m e n t o b j e c t i v e s . " A c t i v e l y e n g a g e d i n s t a t e w i d e a d v o c a c y e f f o r t s r e g a r d i n g l e g i s l a t i o n i m p a c t i n g t r a n s p o r t a t i o n f u n d i n g , p r o c e s s , a n d / o r p r o g r a m s . " A c t i v e l y e n g a g e d i n f e d e r a l t r a n s p o r t a t i o n p o l i c y d e v e l o p m e n t . " A c t i v e l y e n g a g e d i n M e t r o l i n k b u d g e t , o p e r a t i o n s , a n d s e r v i c e d i s c u s s i o n s ; e n s u r e d t h e C o m m i s s i o n ' s i n v e s t m e n t s w e r e p r o t e c t e d . " E n s u r e d i n c r e a s e d s e r v i c e f o r R i v e r s i d e M e t r o l i n k u s e r s ; c o n t i n u e d e f f o r t s t o e f f e c t i v e l y m a n a g e a d m i n i s t r a t i v e c o s t s . " F o c u s e d o n c o l l a b o r a t i v e e f f o r t s w i t h o t h e r t r a n s p o r t a t i o n a g e n c i e s i n c l u d i n g R i v e r s i d e T r a n s i t A g e n c y ( R T A ) , S u n l i n e , S a n B e r n a r d i n o C o u n t y T r a n s p o r t a t i o n A u t h o r i t y ( S B C T A ) , O r a n g e C o u n t y T r a n s p o r t a t i o n A u t h o r i t y ( O C T A ) , W e s t e r n R i v e r s i d e C o u n c i l o f G o v e r n m e n t s , C V A G , S o u t h e r n C a l i f o r n i a A s s o c i a t i o n o f G o v e r n m e n t s ( S C A G ) , a n d W e s t e r n R i v e r s i d e C o u n t y R e g i o n a l C o n s e r v a t i o n A g e n c y . " E n g a g e d w i t h m e m b e r a g e n c y s t a f f t o e n s u r e o p e n c o m m u n i c a t i o n a n d d i a l o g u e p a r t i c u l a r l y r e g a r d i n g f i n a n c i a l i s s u e s ; p r o v i d e d p r o j e c t d e l i v e r y s u p p o r t a n d a d v i c e t o m e m b e r a g e n c i e s ; s u p p o r t e d e f f o r t s t o d e v e l o p s u b r e g i o n a l p r i o r i t i e s . " P a r t n e r e d w i t h C a l t r a n s m a n a g e m e n t a t D i s t r i c t 8 a n d h e a d q u a r t e r s t o m a i n t a i n p r o g r e s s o n i n i t i a t i v e s a n d p r o j e c t s i n s p i t e o f s i g n i f i c a n t s t a t e f u n d i n g c u t s . " R e c o g n i z e d a s o n e o f 3 5 t o p e m p l o y e r s i n t h e I n l a n d E m p i r e . " C o n t i n u e d t o f u n d t h e a c q u i s i t i o n o f n e e d e d h a b i t a t f o r t h e W e s t e r n R i v e r s i d e C o u n t y M S H C P a s o u t l i n e d i n t h e 2 0 0 9 M e a s u r e A E x p e n d i t u r e P l a n . M a j o r I n i t i a t i v e s F Y 2 0 1 7 / 1 8 w i l l h e r a l d n e w p r i o r i t i e s f o r t h e C o m m i s s i o n . W i t h t h e r e c e n t s u b s t a n t i a l c o m p l e t i o n o f t h e 9 1 P r o j e c t t h r o u g h C o r o n a , a $ 1 . 4 b i l l i o n d o l l a r e f f o r t t h a t a d d e d g e n e r a l p u r p o s e a n d e x p r e s s l a n e s t o a 1 0 - m i l e s t r e t c h t o t h e f r e e w a y , t h e C o m m i s s i o n i s n o w a t o l l r o a d o p e r a t o r w i t h n e w r e s p o n s i b i l i t i e s f o r m a i n t e n a n c e , o p e r a t i o n s a n d m a r k e t i n g o f t h e f a c i l i t y . T h e r e s p o n s i b i l i t i e s w i l l e x p a n d i n 2 0 2 0 w i t h t h e o p e n i n g o f t h e 1 - 1 5 E x p r e s s L a n e s , a p r o j e c t w h i c h i s e x p e c t e d t o b e g i n c o n s t r u c t i o n i n e a r l y 2 0 1 8 . L a u n c h i n g t h e 1 - 1 5 E x p r e s s L a n e s p r o j e c t w i l l c o n t i n u e t h e p r o g r e s s t h e C o m m i s s i o n h a s m a d e w i t h t h e o p e n i n g o f t h e 9 1 E x p r e s s L a n e s i n M a r c h 2 0 1 7 . M u c h l i k e t h e 9 1 P r o j e c t , t h e 1 - 1 5 E x p r e s s L a n e s p r o j e c t e f f o r t w i l l b e d e l i v e r e d v i a a d e s i g n - b u i l d c o n t r a c t w h i c h r e s u l t s i n s i g n i f i c a n t t i m e s a v i n g s f o r t h e d e l i v e r y o f t h e w o r k . A l s o , u n l i k e t h e 9 1 P r o j e c t , t h e 1 - 1 5 E x p r e s s L a n e s p r o j e c t e f f o r t w i l l b e l o c a t e d p r i m a r i l y i n t h e c e n t e r m e d i a n o f t h e e x i s t i n g f r e e w a y a n d w i l l n o t r e q u i r e e x t e n s i v e r i g h t o f w a y a c q u i s i t i o n s . C o n s t r u c t i o n i m p a c t s t o t h e c o m m u n i t y w i l l b e m u c h l e s s p r o n o u n c e d . I n l o o k i n g t o w a r d t h e f u t u r e , t h e C o m m i s s i o n w i l l b e c o n d u c t i n g a l o n g - r a n g e t r a n s p o r t a t i o n p l a n t o g u i d e f u t u r e t r a n s p o r t a t i o n p r i o r i t i e s f o r t h e C o u n t y . A c o n s u l t a n t c o n t r a c t f o r t h i s w o r k w a s a w a r d e d i n S p r i n g 2 0 1 7 a n d t h e t e c h n i c a l w o r k a n d p u b l i c o u t r e a c h f o r t h e p l a n w i l l t a k e p l a c e t h r o u g h o u t 2 0 1 7 . I n a d d i t i o n t o t h e t e c h n i c a l w o r k , t h e s u c c e s s o f m a n y o f t h e s e e f f o r t s w i l l r e l y o n p r o a c t i v e e x t e r n a l c o m m u n i c a t i o n s . T r a d i t i o n a l m e d i a r e l a t i o n s w i l l c o n t i n u e t o b e a p r i o r i t y a n d t h e C o m m i s s i o n w i l l b e i m p l e m e n t i n g a c o m p r e h e n s i v e s o c i a l m e d i a o u t r e a c h p r o g r a m t o b u i l d a w a r e n e s s o f t h e C o m m i s s i o n a n d i t s r o l e i n t h e c o m m u n i t y . A k e y p a r t o f t h i s e f f o r t w i l l i n c l u d e a r e v a m p e d w e b s i t e t h a t w i l l b e e a s i e r t o u s e , m o r e i n f o r m a t i v e , a n d c o m p a t i b l e w i t h m o b i l e d e v i c e s . A n e x p a n d i n g a n d s y s t e m a t i c o u t r e a c h t o b u s i n e s s a n d c i v i c g r o u p s , f o c u s i n g o n C o m m i s s i o n e f f o r t s i n t e r m s o f f u n d i n g , c o n s t r u c t i o n , a n d s e r v i c e s , w i l l b e t h e c e n t r a l f e a t u r e o f t h e c o m m u n i c a t i o n s p r o g r a m . W h i l e t h e f o c u s w i l l c e r t a i n l y b e o n c o n s t r u c t i o n , p r o j e c t d e v e l o p m e n t w o r k c o n t i n u e s f o r t h e M i d C o u n t y P a r k w a y , S R - 7 9 r e a l i g n m e n t , a n d S R - 6 0 T r u c k C l i m b i n g L a n e p r o j e c t s . R e g a r d i n g p u b l i c t r a n s i t , t h e C o m m i s s i o n w i l l c o n t i n u e a l t e r n a t i v e s a n a l y s i s a n d p l a n n i n g e f f o r t s t o a d v a n c e t h e g o a l o f a d d i t i o n a l p a s s e n g e r r a i l s e r v i c e t o s e r v e t h e C o a c h e l l a V a l l e y / S a n G o r g o n i o P a s s r a i l c o r r i d o r . A f e d e r a l g r a n t f r o m t h e F R A h a s b e e n r e c e i v e d t o f u n d t h e s e c o n d p h a s e o f t h e p r o j e c t w h i c h i n c l u d e s t h e d e v e l o p m e n t o f a n e n v i r o n m e n t a l i m p a c t r e p o r t a n d c o n c e p t u a l s e r v i c e p l a n . F u n d i n g a n d p r o v i d i n g p u b l i c t r a n s i t w i l l b e c o m e a n i n c r e a s i n g l y i m p o r t a n t p r i o r i t y f o r t h e C o m m i s s i o n a s a m e m b e r o f M e t r o l i n k . T h e C o m m i s s i o n f u n d e d a n d c o m p l e t e d c o n s t r u c t i o n o n t h e P V L e x t e n s i o n . W h i l e r i d e r s h i p i s s t e a d i l y g r o w i n g , a c o n t i n u e d m a r k e i n g e f f o r t w i l l t a k e p l a c e d u r i n g t h e y e a r . T h e C o m m i s s i o n i s t a k i n g a n a c t i v e r o l e t h r o u g h o u t t h e C o u n t y t o a d v a n c e a c t i v e t r a n s p o r t a t i o n p r o j e c t s f o r b i c y c l i s t s a n d p e d e s t r i a n s . W o r k i n g i n p a r t n e r s h i p w i t h t h e D i s t r i c t , t h e C o m m i s s i o n w i l l p r o v i d e p r o j e c t d e l i v e r y s u p p o r t s e r v i c e s f o r S a n t a A n a R i v e r T r a i l p r o j e c t s . T h e C o m m i s s i o n w i l l a l s o a d v o c a t e a n d s u p p o r t f u n d i n g o f t h e C V L i n k p r o j e c t i n t h e C o a c h e l l a V a l l e y . T h e f o c u s o n t h e s e t y p e o f p r o j e c t s r e m a i n s c o n s i s t e n t w i t h s o u t h e r n C a l i f o r n i a ' s R T P w h i c h s e e k s t o l i m i t G H G e m i s s i o n s . I n t e r m s o f a d v a n c i n g p o l i c y , a m a j o r c o n c e r n i n m o v i n g f o r w a r d i s t h e s t a t e o f C a l i f o r n i a ' s f i n a n c i a l p o s i t i o n a n d c o m m i t m e n t t o f u n d i n g i n f r a s t r u c t u r e a n d t r a n s p o r t a t i o n . T h e C o m m i s s i o n w i l l c o n t i n u e t o t a k e a n a g g r e s s i v e a n d a c t i v e r o l e i n p r o t e c t i n g e x i s t i n g t r a n s p o r t a t i o n f u n d i n g a n d a d v o c a t i n g f o r S t a t e i n v e s t m e n t s i n t r a n s p o r t a t i o n . T h e C o m m i s s i o n i s a n a c t i v e m e m b e r o f t h e S e l f - H e l p C o u n t i e s C o a l i t i o n ( S H C C ) , C a l i f o r n i a A s s o c i a t i o n o f C o u n c i l s o f G o v e r n m e n t s ( C A L C O G ) , a n d M o b i l i t y 2 1 , a n d a m a j o r f o c u s w i l l b e p l a c e d o n a d v o c a c y f o r t r a n s p o r t a t i o n i n t h e S t a t e b u d g e t . T h e C o u n t y h a s s e e n c h a n g e s i n i t s s t a t e d e l e g a t i o n i n S a c r a m e n t o , a n d t h e C o m m i s s i o n w i l l p r i o r i t i z e e d u c a t i o n a n d o u t r e a c h o n m o b i l i t y i s s u e s t o n e w m e m b e r s . F e d e r a l f u n d i n g i s a l s o a n i m p o r t a n t f a c t o r f o r t h e C o m m i s s i o n ' s f u t u r e , a n d t h e C o m m i s s i o n w i l l p l a y a n a c t i v e r o l e i n a l l o c a t i n g a n d c o m p e t i n g f o r f u n d i n g w h i c h h a s b e e n m a d e a v a i l a b l e w i t h t h e a p p r o v a l o f t h e t r a n s p o r t a t i o n b i l l k n o w n a s F A S T A c t . W i t h a p o t e n t i a l n e w e m p h a s i s o n i n f r a s t r u c t u r e i n v e s t m e n t b e i n g m a d e b y t h e E x e c u t i v e Branch, the Commission will work closely with Congressional members and the Department of Transportation should new opportunities arise for funding on the federal front. While actively participating in all of these major endeavors, the Executive Director will maintain and improve administrative efficiency and fiscally sound practices characteristic of the Commission. With a total of 50 budgeted staff positions, the Commission's organization remains consistent with the Commission's direction. The Commission must continue to be competitive in the employment market and retain capable staff as well as attract high quality applicants. Staff training and development will continue, enabling our small and dedicated staff to enhance skills, productivity, and value. Our goal is to maintain the most effective mid -sized transportation agency in California. Department Goals Focus on timely and effective completion of capital projects and implementation of needed transportation services. (Policy Goals: Mobility, Goods Movement, Intermodalism & Accessibility) Objectives: • Successfully manage financial responsibilities and investments for the 91 Express Lanes as a toll operator. • Continue implementation of Toll Program management strategy with an eye on the start of construction of the 1-15 Express Lanes project. • Provide successful service and bolster ridership on the new PVL. • Initiate a Riverside County Transportation Plan for use in establishing integrated transportation visions and priorities. • Continue progress and outreach for Coachella Valley -San Gorgonio Pass corridor rail service study. • Initiate and conduct logistics related truck -impact study. • Complete procurement, contract awards, obtain TIFIA loan, complete financial closing and start construction on 1-15 Express Lanes project. • Continue work on initial phase of Mid County Parkway. • Actively seek resolution through settlement or court decision on Mid County Parkway and SR-60 Truck Climbing Lane projects. • Maintain Metrolink coordination and engage in collaborative efforts to address significant funding and organizational challenges. • Continue engagement in rail discussions regarding Metrolink, LOSSAN, and high-speed rail to ensure protection of Riverside service and the Commission's rights. • Support CVAG's transportation initiatives and projects. • Continue coordination with RTA on integration of express bus service into its operational plans. • Continue collaboration with member agencies on planning, funding and construction of local and regional bike, trail, and pedestrian facilities. • Continued implementation of Transit Vision while addressing funding challenges. • Implement Commission's adopted state and federal legislative platforms. • Pursue all funding opportunities to keep projects funded. • Ensure the Commission's active participation in Regional Transportation Plan implementation; • Improve bi-county and regional partnerships. • Continue collaborative efforts with local agencies regarding priorities; communicate effectively and timely with community groups and leaders. Maximize funding for transportation improvements in Riverside County through legislative advocacy. (Policy Goals: Mobility, Goods Movement) Objectives: • Place an emphasis on implementing federally authorized and funded projects and services that are consistent with the new federal transportation bill and the Commission's ongoing project priorities. " C o n t i n u e t o a d v o c a t e f o r f e d e r a l i n v e s t m e n t i n f r e i g h t a n d g o o d s m o v e m e n t i n f r a s t r u c t u r e w i t h t h e g o a l o f m i t i g a t i n g c o m m u n i t y i m p a c t s w h i l e i n c r e a s i n g c a p a c i t y a n d l o c a l j o b c r e a t i o n a n d e c o n o m i c d e v e l o p m e n t . " A d v o c a t e f o r a d d i t i o n a l f u n d i n g f o r t h e s t a t e ' s C a p a n d T r a d e p r o g r a m f o r p r o j e c t s i n R i v e r s i d e C o u n t y . S u p p o r t r e g i o n a l t r a n s p o r t a t i o n s o l u t i o n s i n c o o p e r a t i o n w i t h s u r r o u n d i n g c o u n t i e s t h a t a r e o f b e n e f i t t o R i v e r s i d e C o u n t y . ( P o l i c y G o a l s : M o b i l i t y , G o o d s M o v e m e n t , S y s t e m E f f i c i e n c i e s ) O b j e c t i v e s : " P a r t n e r w i t h t h e O C T A o n t h e a d m i n i s t r a t i o n a n d o p e r a t i o n o f t h e 9 1 E x p r e s s L a n e s i n b o t h c o u n t i e s . " W o r k w i t h n e i g h b o r i n g c o u n t i e s r e g a r d i n g c o r r i d o r i m p r o v e m e n t s o n S R - 9 1 , 1 - 1 5 , a n d 1 - 2 1 5 . " M a i n t a i n a n e f f e c t i v e w o r k i n g r e l a t i o n s h i p w i t h t h e a g e n c i e s t h a t c o m p r i s e M e t r o l i n k t o e n s u r e t h a t t h e C o u n t y c o m m u t e r r a i l n e e d s a r e s e r v e d i n a n e f f i c i e n t , e f f e c t i v e , a n d s a f e m a n n e r . " P a r t n e r w i t h t h e S B C T A t o e n h a n c e a n d p u b l i c i z e t h e I E C o m m u t e r s y s t e m a n d w o r k w i t h a g e n c i e s i n S a n D i e g o , O r a n g e , a n d L o s A n g e l e s c o u n t i e s t o p r o v i d e e f f e c t i v e , r e g i o n a l 5 1 1 t r a v e l e r i n f o r m a t i o n s e r v i c e s . " P l a y a n a c t i v e r o l e i n t h e i m p l e m e n t a t i o n o f r e v a m p i n g t h e i m p l e m e n t a t i o n o f i n t e r c i t y r a i l a n d c o m m u t e r r a i l s e r v i c e i n t h e L O S S A N r a i l c o r r i d o r . " B e a n a c t i v e p a r t i c i p a n t i n d i s c u s s i o n s i n v o l v i n g h i g h - s p e e d r a i l , e s p e c i a l l y c o n c e r n i n g c o n n e c t i v i t y i n v e s t m e n t s i n t h e o v e r a l l r a i l s y s t e m i n s o u t h e r n C a l i f o r n i a . " A d v o c a t e f o r a n d t a k e a n a c t i v e e f f o r t f o r a d d i t i o n a l i n t e r c i t y r a i l s e r v i c e t o t h e C o a c h e l l a V a l l e y - S a n G o r g o n i o P a s s c o r r i d o r . M a i n t a i n e f f e c t i v e w o r k i n g r e l a t i o n s h i p s w i t h C o m m i s s i o n e r s t o s t r e n g t h e n a n d e x p a n d t h e C o m m i s s i o n ' s l e a d e r s h i p i n t r a n s p o r t a t i o n p o l i c y d e c i s i o n - m a k i n g a t a l l l e v e l s o f g o v e r n m e n t a n d r a i s e t h e C o m m i s s i o n ' s p r o f i l e i n t h e c o m m u n i t y . ( P o l i c y G o a l : C o m m u n i c a t i o n s ) O b j e c t i v e s : " F a c i l i t a t e C o m m i s s i o n e r p a r t i c i p a t i o n a t t h e r e g i o n a l , s t a t e , a n d f e d e r a l l e v e l s t o r a i s e t h e i n t e r e s t s o f t h e C o m m i s s i o n a n d s e e k f a v o r a b l e a c t i o n . " C o n t i n u e r e g u l a r c o m m u n i c a t i o n b e t w e e n t h e E x e c u t i v e D i r e c t o r , s e n i o r s t a f f , a n d t h e B o a r d . " C o n t i n u e c o l l a b o r a t i v e e f f o r t s w i t h m e m b e r a g e n c y s t a f f r e g a r d i n g l o c a l p r i o r i t i e s a n d f u n d i n g c h a l l e n g e s . " W o r k w i t h o t h e r l e v e l s o f l o c a l g o v e r n m e n t s u c h a s t h e T L M A , C o u n t y H e a l t h D e p a r t m e n t , D i s t r i c t , a n d l o c a l u n i v e r s i t i e s o n q u a l i t y o f l i f e i s s u e s t h a t a r e c o n n e c t e d t o t r a n s p o r t a t i o n s u c h a s a i r q u a l i t y a n d t h e e n v i r o n m e n t . " P r o v i d e a s s i s t a n c e t o C o m m i s s i o n e r s w h o s e r v e o n o u t s i d e b o a r d s s u c h a s S C A G , M e t r o l i n k , L O S S A N , a n d t h e M o b i l e S o u r c e s A i r P o l l u t i o n R e v i e w C o m m i t t e e ( M S R C ) t o a s s i s t t h e i r e f f o r t s t o r e p r e s e n t t h e C o u n t y . " U p g r a d e t h e C o m m i s s i o n ' s w e b s i t e t o b e e a s i e r t o u s e , m o r e i n f o r m a t i v e , a n d c o m p a t i b l e w i t h m o b i l e d e v i c e s . W h i l e m a i n t a i n i n g a r e l a t i v e l y s m a l l s t a f f , p r o m o t e t h e C o m m i s s i o n ' s e f f e c t i v e n e s s b y i m p r o v i n g a n d d e v e l o p i n g s t a f f s k i l l s , u s i n g s t a t e - o f - t h e - a r t w o r k i n g t o o l s , a n d f o s t e r i n g a n e n v i r o n m e n t t h a t e n c o u r a g e s a n d r e w a r d s i n d i v i d u a l a n d t e a m e f f o r t . ( P o l i c y G o a l : F i n a n c i a l & A d m i n i s t r a t i o n ) O b j e c t i v e s : " M a k e n e e d e d i n v e s t m e n t s i n i n f o r m a t i o n t e c h n o l o g y t o e n s u r e s t a f f e f f i c i e n c y . " C o n t i n u e t o m a i n t a i n a w e l l - d o c u m e n t e d e m p l o y e e a p p r a i s a l p r o c e s s t h a t p r o v i d e s c l e a r , u n d e r s t a n d a b l e , a n d m e a s u r a b l e p e r f o r m a n c e c r i t e r i a f o r a l l e m p l o y e e s . " M a i n t a i n a n d e n c o u r a g e s t a f f m o r a l e a n d e f f e c t i v e n e s s . " R e t a i n q u a l i t y s t a f f a n d e v a l u a t e s t a f f r e t e n t i o n s t r a t e g i e s a n d o p t i o n s . " C o m p l e t e a n d i m p l e m e n t o r g a n i z a t i o n a l i n i t i a t i v e s . " S e e k c o n t i n u o u s i m p r o v e m e n t o f s t a f f e f f e c t i v e n e s s . D e v e l o p t h e f r a m e w o r k f o r a C o m m i s s i o n c u l t u r e t h a t e n h a n c e s p r o d u c t i v i t y , e n c o u r a g e s r e g u l a r a n d o p e n c o m m u n i c a t i o n a m o n g s t a f f , a n d p r o m o t e s t h e m u t u a l a c h i e v e m e n t o f i n d i v i d u a l a n d o r g a n i z a t i o n a l g o a l s a n d o b j e c t i v e s . ( P o l i c y G o a l : F i n a n c i a l & A d m i n i s t r a t i o n ) Objective: • Facilitate open communications and coordination between management, professional staff, and support staff through regular meetings. Executive Management Performance/Workload Indicators FY 15/16 Estimated FY 15/16 Actual FY 16/17 Estimated FY 17/18 Projected Expenditures $755,169,200 $852,187,800 $798,234,800 $1,094,640,900 Staffing levels 46 46 49 50 Administration costs as percentage of expenditures 18% 1.9/0 2.3/ 2.1% Administration Mission Statement: "To provide quality and efficient services to the Board of Commissioners, staff, and external customers and to comply with applicable federal and state requirements." Chart 36 - Administration Capital Outlay Salariesand 24% Benefits 26% Support Costs 34% Expenditures Professional Costs 16% As noted in Table 54, the Administration Department's total budget is $2,803,400 for office operations including management of office space, lease, and equipment; records; Commission and committee meetings; and special events as well as for the clerk of the board and human resources functions. Salaries and benefits expenditures of $722,600 reflect an increase of 36% related to the allocation of FTEs and a 4% pool for merit -based salary increases. Professional costs of $447,000 cover various services including, but not limited to, Commissioners' per diem, legal fees, and consultant and other professional services and reflects an increase of 13%. Support costs of $963,800 cover administrative overhead including office maintenance; information technology updates, support, and maintenance; and recruitments. Capital outlay of $670,000, an increase of 283% covers additional office space improvements, replacing a pool car, information technology support services, and equipment upgrades. Table 54-Administration Expenditure Detail FY 15/16 FY 16/17 FY 16/17 FY 17/18 Dollar Percent Actual Revised Budget Projected Budget Change Change Salaries and Benefits Professional Costs Commissioner Per Diem Legal Services Professional Services - General Total Professional Costs Support Costs Capital Outlay Debt Service TOTAL Administration $ 614,200 $ 530,700 $ 525,200 58,200 65,000 65,000 8,500 37,000 27,500 146,300 294,700 245,000 213,000 396,700 337,500 581,100 727,800 720,100 73,000 175,000 175,000 24,900 $ 1,506,200 $ 1,830,200 $ 1,757,800 $ 722,600 65,000 32,000 350,000 447,000 963,800 670,000 $ 2,803,400 $ 191,900 36% 0% (5,000) -14% 55,300 19 % 50,300 13 % 236,000 32% 495,000 283% N/A $ 973,200 53% Administration Staffing Summary Position FY 15/16 FY 16/17 Administrative Assistant 0.15 0.17 Clerk of the Board 1.00 1.00 Deputy Clerk of the Board 1.00 1.00 Deputy Executive Director 0.00 0.01 Executive Director 0.00 0.02 Human Resources Administrator 1.00 1.00 IT Administrator 0.00 0.00 Records Technician 1.00 1.00 Senior Administrative Assistant 0.01 0.01 Senior Management Analyst 0.00 0.00 Senior Office Assistant 0.48 0.47 FTE 4.64 4.68 Department Budget Overview - Office Operations Department Description FY 17/18 0.15 1.00 1.00 0.00 0.04 1.00 0.46 1.00 0.01 0.03 0.55 5.24 Office Operations oversees the daily maintenance needs of the Commission's office facility and staff; manages information technology and records management systems; oversees the office lease; purchases office supplies and equipment; posts public notices on the website and local newspaper and notices of project completion; maintains a safe working environment for Commission board members, staff, and consultants; and provides support services. Key Assumptions • Support is provided to 50 full-time Commission staff. • Requests for proposals and project notices of completion are posted in accordance with applicable federal, state, and local regulations. • An accurate and efficient records management system is maintained. • Requests for public records are responded to in accordance with the California Public Records Act. Accomplishments • Updated the Commission's web page in a timely manner for the postings of public notices. • Maintained the electronic records management system to ensure accurate and efficient processing of incoming and outgoing correspondence and documents. • Maintained a disaster recovery plan to ensure uninterrupted Commission operations. • Responded to public records requests in accordance with the California Public Records Act. Major Initiatives The Commission will work to enhance its electronic records management system in order to achieve greater efficiencies and strengthen the Commission's records management processes and procedures. The system pertains to the management, storage, and accessibility of the Commission's actions and documents and the retention capability for incoming and internally created records. Office Operations will continue to provide high quality support services to the Board and to internal and external customers by providing a work environment that enhances the overall mission of the Commission. Department Goal — Office Operations Ensure quality service that demonstrates responsiveness and flexibility and provides services at the most reasonable cost. (Policy Goals: Communications, Financial & Administration) Objectives: • Support 50 full-time Commission staff. • Provide accessibility to meeting agendas, legal notices, requests for proposal, and employment opportunities through the Commission's website. • Continue to improve administrative efficiency through automation of records processing. • Post legal notices and requests for proposals on the Commission's website and in the newspapers on a timely basis. • Provide office supplies, equipment, and services consistent with intended quality and capabilities at the most advantageous price afforded in the market. • Manage the Commission's information technology systems. Department Budget Overview — Clerk of the Board Department Description The Clerk of the Board provides support services to the Board of Commissioners and its alternates and for Commission and committee meetings. It serves as an important resource for the Commission and has the responsibility for recording, publishing, preserving, and filing meeting proceedings of documents acted upon by the Commission and its committees; posting legal notices; processing claims against the Commission; fulfilling requirements of the Commission and the committees as it relates to the Conflict of Interest Code; serving as the Filing Officer for Economic Interest and Campaign Disclosure statements and legal claims against the Commission; coordinating Commission special events and meetings; and performing all duties required by law, rules, or order of the Board. As such, this department has a direct link and responsibility to serving local taxpayers and the public while supporting the actions of the Commission. The need to be accountable to the public at large is further amplified by the need to comply with federal and state law requiring prompt responses to California Public Records Act requests. Key Assumptions • Staff support and meeting services are provided to 34 Commissioners and their alternates, the Commission, four established committees, and a number of ad hoc committees. • Monthly agenda packets and supporting documents are published and distributed in accordance with the Brown Act. • Officers and members of the Commission are kept informed by providing them with the most current and accurate data to assist them and facilitate their decision making responsibilities. • Frequent communication with Commissioners continues to provide news and updates on Commission items and transportation -related meetings. • Available technology is used to provide simplified access of agenda items and Commission actions to the public, local agencies, and staff. Accomplishments • Updated the web page and the bulletin board for the agenda, minutes, and supporting documents. • Posted legal notices in local newspapers and on the Commission's website. • Regularly advised officers and members of the Commission and their staff on changes to Commission meetings and other transportation -related meetings. • Arranged Commission and committee meetings and special events of the Commission. " P r o c e s s e d a n d t r a n s m i t t e d C o m m i s s i o n - a p p r o v e d r e s o l u t i o n s t o a p p r o p r i a t e a g e n c i e s i n a t i m e l y m a n n e r . M a j o r I n i t i a t i v e s E a c h y e a r , l o c a l a g e n c i e s m a k e c h a n g e s t o t h e i r a p p o i n t m e n t s r e g a r d i n g t h e i r r e p r e s e n t a t i o n o n t h e C o m m i s s i o n . S t a f f w i l l c o n t i n u e t o m a k e e v e r y e f f o r t t o e n s u r e t h a t t h e n e w l y a p p o i n t e d r e p r e s e n t a t i v e s , a s w e l l a s t h e i r r e s p e c t i v e s t a f f , a r e a w a r e o f o p e r a t i o n a l p o l i c i e s o f t h e C o m m i s s i o n a n d o t h e r t r a n s p o r t a t i o n - r e l a t e d m e e t i n g s . T h e r e w i l l b e c o n t i n u e d e m p h a s i s o n t h e u t i l i z a t i o n o f e l e c t r o n i c m a i l w i t h C o m m i s s i o n e r s f o r m o r e e f f i c i e n t c o m m u n i c a t i o n s . C l e r k o f t h e B o a r d s t a f f w i l l c o n t i n u e t o p r o v i d e h i g h q u a l i t y s u p p o r t s e r v i c e s t o t h e B o a r d . S t a f f w i l l a l s o c o n t i n u e t o u p d a t e t e c h n o l o g y t o s t r e a m l i n e p r o c e s s e s a n d p r o c e d u r e s f o r e a s i e r a c c e s s t o C o m m i s s i o n a c t i o n s , m i n u t e s , r e s o l u t i o n s , a n d o r d i n a n c e s , i n c l u d i n g e l e c t r o n i c a g e n d a d i s t r i b u t i o n . D e p a r t m e n t G o a l s C l e r k o f t h e B o a r d E n s u r e c o o r d i n a t i o n a n d d o c u m e n t a t i o n o f C o m m i s s i o n a n d c o m m i t t e e m e e t i n g s a n d p r o v i d e p u b l i c a c c e s s i b i l i t y t o a g e n d a i t e m s a s r e q u i r e d b y s t a t e r e g u l a t i o n s . ( P o l i c y G o a l s : C o m m u n i c a t i o n s , F i n a n c i a l & A d m i n i s t r a t i o n ) O b j e c t i v e s : " P r o v i d e a c c u r a t e , h i g h q u a l i t y a g e n d a p a c k e t s f o r C o m m i s s i o n a n d c o m m i t t e e m e e t i n g s . " C o n t i n u e t o p r o v i d e s u p p o r t t o C o m m i s s i o n m e m b e r s , s t a f f , a n d a t t e n d e e s o f C o m m i s s i o n a n d c o m m i t t e e m e e t i n g s . " P o s t m e e t i n g a g e n d a s a n d s u p p o r t i n g d o c u m e n t s i n c o m p l i a n c e w i t h B r o w n A c t r e q u i r e m e n t s . " M a i n t a i n a n a c c u r a t e l i s t o f C o m m i s s i o n e r s a n d a l t e r n a t e s a n d s u b m i t m e m b e r s h i p r o s t e r c h a n g e s t o t h e S e c r e t a r y o f S t a t e . " M a i n t a i n a n d f i l e a l l C o m m i s s i o n a n d c o m m i t t e e m e e t i n g s a n d o f f i c i a l r e c o r d s o f t h e C o m m i s s i o n . " P e r f o r m a l l d u t i e s w i t h i n m a n d a t e d d e a d l i n e s . " M a i n t a i n a n d p r o m o t e g o o d C o m m i s s i o n a n d s t a f f r e l a t i o n s . F a c i l i t a t e a c c e s s o f i n f o r m a t i o n t o C o m m i s s i o n r e c o r d s . ( P o l i c y G o a l : C o m m u n i c a t i o n s ) O b j e c t i v e s : " C o n t i n u e t o r e s p o n d t o r e q u e s t s f o r r e c o r d s a n d i n f o r m a t i o n o n a t i m e l y b a s i s a n d i n a c c o r d a n c e w i t h s t a t e l a w . " C o n t i n u e t o i m p r o v e t h e C o m m i s s i o n ' s r e c o r d k e e p i n g p r a c t i c e s b y u p d a t i n g t h e e l e c t r o n i c r e c o r d s m a n a g e m e n t s y s t e m . " M a i n t a i n C o m m i s s i o n a g r e e m e n t s , a m e n d m e n t s , M O U s , r e s o l u t i o n s , a n d o r d i n a n c e s . " M a i n t a i n a c e n t r a l i z e d d a t a b a s e f o r C o m m i s s i o n e r s , a g e n c i e s , a n d c o n s u l t a n t c o n t a c t i n f o r m a t i o n . " C o o r d i n a t e s p e c i a l a c t i v i t i e s , m e e t i n g s , e v e n t s , a n d c o n f e r e n c e s a s r e q u e s t e d b y t h e E x e c u t i v e D i r e c t o r a n d t h e C o m m i s s i o n . D e p a r t m e n t B u d g e t O v e r v i e w H u m a n R e s o u r c e s D e p a r t m e n t D e s c r i p t i o n H u m a n R e s o u r c e s r e s p o n s i b i l i t i e s i n c l u d e p l a n n i n g , a d m i n i s t e r i n g , a n d i m p l e m e n t i n g h u m a n r e s o u r c e s p r o g r a m s , i n c l u d i n g t h e r e c r u i t m e n t , s e l e c t i o n , a n d a p p r a i s a l p r o c e s s ; e m p l o y e e t r a i n i n g a n d d e v e l o p m e n t ; c l a s s i f i c a t i o n a n d c o m p e n s a t i o n s t u d i e s ; b e n e f i t s a d m i n i s t r a t i o n ; e m p l o y e e r e l a t i o n s ; a n d r e c o m m e n d i n g , i m p l e m e n t i n g a n d m a i n t a i n i n g p e r s o n n e l p o l i c i e s , p r o c e d u r e s , a n d p r a c t i c e s . Key Assumptions • Quality service levels will be maintained in all human resources programs. • The assessment of Human Resources policies, practices and procedures will continue. • Continuous improvement in communication with employees regarding Human Resources information will be an ongoing process. • Compliance with state and federal labor law regulations is achieved. Accomplishments • Updated and maintained the employee performance appraisal system. • Provided the annual Benefit Statement to all employees. • Regularly provided information to employees on changes to health insurance, 401(a) defined contribution, and 457 deferred compensation plans and the personnel policies and procedures manual through the Commission's intranet and quarterly employee newsletter. • Recruited and filled four interns and fifteen (15) full-time positions. • Conducted training sessions on business writing, intermediate and advanced Microsoft Excel, Adobe Acrobat XI, Tips & Tricks for Microsoft Office 2016 upgrade, and Public Interaction training for managers. • Disclosed employees' compensation on the Commission's website in compliance with the State Controller's Office and CaIPERS. • Created new job descriptions for External Affairs Director and Senior Management Analysts performing acticities in External and Legislative Affairs. Major Initiatives Human Resources focuses on managing employees and consists of a framework of activities and practices that support and develop a motivated workforce while at the same time complying with legislation and regulations that govern the employer/employee relationship and ensuring parameters for fair and consistent decision -making and good workplace practices. Staff use written position descriptions and performance expectations in order to obtain a clear and consistent understanding of what is expected. Department Goals — Human Resources Administer human resources policies, procedures, and programs in order to align personnel laws and the Commission's policies with continuous improvement principles. (Policy Goal: Financial & Administration) Objectives: • Review and update personnel policies and procedures to comply with federal and state requirements. • Provide information to enhance the employee's knowledge of current personnel policies and procedures in various forms including electronic access, workshops, and printed information. • Ensure that employee personnel records are documented and updated timely for various personnel actions. Continue to employ and recruit a dynamic and talented workforce. (Policy Goal: Financial & Administration) Objectives: • Maintain a compensation program that ensures internal equity and external competitiveness within the pay structure for Commission employees. • Exercise care in making high -quality, diverse appointments. Develop and implement a comprehensive new employee orientation program. Develop people to be their best in order to meet the needs of the organization. (Policy Goal: Financial & Administration) Objectives: • Build and maintain an effective performance system to include timely performance evaluations, personal development, and a supportive work environment. • Provide appropriate and timely training to meet the demands of the organization and professional growth and development of all staff members. • Foster teamwork through cooperative efforts and support for shared success. Understand and consistently deliver excellent customer service to all employees. (Policy Goal: Financial & Administration) Objectives: • Focus on "employee as customer" and consistently strive to exceed expectations by supporting and maintaining individual respect, appreciation, management accessibility, and communication. • Determine system requirements and identify options for an employee intranet. • Assist employees in utilizing employer -provided benefits to enhance their health, wellness, and quality of life. Improve the quality of the work culture. (Policy Goal: Financial & Administration) Objectives: • Develop and maintain a safe and healthy working environment by retaining open lines of communication throughout the organization, compliance with established federal, state, and local regulations, and best practices in preventing safety and legal risk. • Provide a safe working environment with the maintenance of an injury and illness prevention program. • Maintain a proactive employee relations process by facilitating a collaborative, professional working environment with all staff members. • Promote a work/family balance. • Recognize and reward individual contributions, innovation, and learning from experience. Administration Performance/Workload Indicators FY 15/16 Estimated FY 15/16 Actual FY 16/17 Estimated FY 17/18 Projected Employee rules/Benefits review sessions held 2 2 2 2 Recruitments 3 3 15 4 Positions filled 3 3 15 2 Legal notices 22 27 26 25 Commission/Committee/Ad Hoc meetings 50 42 45 50 Commissioners supported (including alternates) 62 62 62 62 Staff supported: Regular full-time 46 46 49 50 External Affairs Mission Statement: Communicate, engage, and develop relationships with the public, key stakeholders, and governmental decision -makers to connect the lives of Riverside County residents. Chart 37 — External Affairs Professional Costs 55% Expenditures Support Costs 10%, Salariesand Benefits 35% The External Affairs Department has a total budget of $2,036,200 (Table 55). Salaries and benefits reflect an increase of 8% related to changes in FTEs and a 4% pool for merit -based salary increases. Professional costs of $1,125,500 includes legislative advocacy, graphic design, and website updates and reflect an increase of 23% due to public outreach and marketing efforts. Support costs of $191,600 include publications and advertising, various membership dues, and staff -related travel costs and reflect a 67% increase primarily due to the reduction of printed collateral material and moving toward electronic media and outreach. Table 55 - External Affairs Expenditure Detail Salaries and Benefits Professional Costs Legal Services Professional Services - General Total Professional Costs Support Costs TOTAL External Affairs FY 15/16 FY 16/17 FY 16/17 FY 17/18 Dollar Percent Actual Revised Budget Projected Budget Change Change $ 462,000 $ 666,700 $ 666,700 $ 719,100 $ 52,400 8% 13,400 46,000 522,200 872,400 535,600 918,400 67,500 114,600 $ 1,065,100 $ 1,699,700 $ 46,000 872,400 918,400 114,400 1,699,500 41,500 1,084,000 1,125,500 191,600 $ 2,036,200 $ (4,500) 211,600 207,100 77,000 336,500 -10% 24 % 23 % 67 % 20 % External Affairs Staffing Summary Position FY 15/16 FY 16/17 Administrative Assistant 0.22 0.22 Deputy Executive Director 0.79 0.73 Executive Director 0.01 0.03 External Affairs Director 0.82 0.75 IT Administrator 0.00 0.00 Public Affairs Manager 0.12 0.15 Procurement Analyst 0.18 0.00 Procurement Manager 0.00 0.00 Senior Management Analyst 0.00 0.00 FTE 2.14 1.88 Department Budget Overview Department Description FY 17/18 0.40 0.40 0.00 0.95 0.06 0.45 0.05 0.05 1.42 3.78 The External Affairs Department has previously been noted as "Legislative Affairs and Communications" in the Commission budget. These functions are now formally recognized within a single department with enhanced staff support, reflecting the heightened need for the Commission to communicate with its constituents and decision - makers. Legislative Affairs Improved mobility for Riverside County residents requires the financial resources and public policy to implement transportation projects and programs. Through proactive advocacy at all levels of government, the Commission exercises leadership in advancing the agenda of Riverside County taxpayers. The Commission's legislative engagement takes many forms including, but not limited to: • Seeking specific items in state or federal budgets; • Changing the law; • Shaping of rules and regulations; • Education of elected, appointed, and career government officials, as well as interest groups; and • Receiving grant funds. Coverage of the many policy and funding issues that affect mobility within Riverside County requires a team approach. The Commission's historically effective and savvy approach to legislative advocacy is consistent with the Commission's overall theme of a lean staff and utilizing consultants in their areas of expertise. The Commission retains legislative consultants with decades of experience on transportation policy and funding who are based in Washington, D.C. and Sacramento, providing day-to-day representation and insights that help guide staff. The consultants, often referred to as legislative advocates or lobbyists, are procured every few years through a competitive and transparent process that seeks to acquire the greatest talent and the best value for the Commission. The FY 2017/18 Budget does not contemplate any increases in retainer fees for legislative consulting services, as the recent procurement of all consultants yielded an overall level total of fees compared to FY 2016/17. Oversight of the consultants is provided by a tandem of the External Affairs Director and Senior Management Analyst. Consultants and staff provide recommendations and support to Commissioners, who set legislative policy priorities and are often the Commission's most effective advocates in Washington, D.C. and Sacramento. Commissioner engagement takes the form of such actions as: adopting a legislative platform, taking positions on individual bills, communicating with government decision -makers in writing, verbally, or through physical trips to capital cities. Thus, the Commission's team approach for legislative advocacy is best likened to a three-legged stool held up by Commissioners, professional staff, and professional legislative consultants. An essential component of the Commission's legislative affairs program is participation in formal and informal coalitions of similarly -interested agencies and stakeholders. Examples of formal coalitions are: • Mobility 21— a coalition of public agencies, the Automobile Club of Southern California and business advocacy groups in southern California. • SHCC— an alliance of all California counties with a voter -approved half -cent sales tax for transportation projects. • CALCOG — a diverse alliance of transportation and planning agencies who are impacted by the state's laws and rules on land use, air quality, and transportation. • California Toll Operators Committee (CTOC) — an industry group of tolling agencies who collaborate on matters of common interest pertaining to operations, technology, finance and public policy. • International Bridge, Tunnel, and Turnpike Association — an industry group of public and private stakeholders in the tolling industry that focuses on federal policy and developing best business practices within the tolling community. Although participation in these coalitions require staff and consultant time, they leverage the collective strength of more voices beyond the Commission, which is often necessary to affect policy change. Additionally, members of these coalitions may have expertise and resources outside of the Commission's current capability that can contribute significant value to the Commission. FY 2017/18 is anticipated to be a time of significant change and progress in the legislative arena in both Sacramento and Washington, D.C. Transportation is high on the agenda of the Governor and President and the legislative bodies in both capitals. Active engagement by the Commission in the development and implementation of significant transportation legislation will be necessary to ensure Riverside County taxpayers receive a proportional benefit to any state and/or federal investment. Moreover, implementation of the federal FAST Act will continue, meaning significant rulemakings and release of grant funding opportunities are likely to come forth. A key recommendation of the RCTC Strategic Assessment is that the Commission aggressively pursue state and federal funding for priority projects, given the yawning gap of funding for Riverside County's long-term mobility needs. Communications The Commission provides information to the public through many channels, including: • Participation in or hosting of public meetings. • Interacting with communities of interest and stakeholder groups such as chambers of commerce, industry associations, service clubs, and other community -based organizations and businesses. • Production and provision of resource materials, such as fact sheets, brochures, and newsletters in print and digital form. • Maintenance and enhancement of RCTC.org and support to other Commission -affiliated websites. • Media communications in all varieties, including: press releases, radio and television interviews, advertisements, cable television recordings, social media outreach, and video production. • Annual reports to the citizens of Riverside County. Continuing emphasis is placed on providing communications support to major projects such as the 1-15 Express Lanes project, Mid County Parkway, SR-79 realignment, and Coachella Valley -San Gorgonio Pass corridor rail service. The communications arm of the Commission will also seek ways to support high -value public services provided by the Commission such as Freeway Service Patrol and other motorist and commuter assistance programs. Operation Lifesaver, a well -received and effective public education campaign, will continue under the direction of the Public Affairs Manager. Operation Lifesaver teaches target audiences, especially school children and their families, how to remain safe around train tracks, with the goal of reducing injuries and fatalities associated with trains. Communications efforts will also be focused on marketing and customer service surrounding affiliated enterprises such as Metrolink and the 91 Express Lanes. The Commission has a vested interest in ensuring positive experiences by the public with these rail and toll services. A new major emphasis for the Commission is digital communications. The FY 2017/18 will include major investments in overhauling, initiating, and upgrading the Commission's engagement in online and mobile communications with our customers and constituents. Concordantly, the Commission has devoted staff resources to this effort by providing the External Affairs Department with a Senior Management Analyst. The public can expect to see changes and adaptations of the Commission's traditional information mechanisms, such as the On the Move newsletter, website, and social media accounts. The public can also expect a robust engagement initiative to ascertain public priorities and provide information on how the Commission is exercising stewardship over taxpayer dollars. The RCTC Strategic Assessment and recent actions by the Commission at the January 2017 Commission Workshop have RCTC on a path towards potentially seeking new local revenues for transportation projects, necessitating public feedback and meaningful engagement with communities of interest throughout Riverside County. The Public Affairs Manager is a central personnel resource for all of the above efforts, with the guidance and support of the Deputy Executive Director and input from the External Affairs Director. The Senior Management Analyst will play a critical role in supporting all communications work. Key Assumptions • The Commission will continue to implement recommendations of the RCTC Strategic Assessment. • The Commission will engage in a multi -faceted public engagement effort to ascertain transportation priorities and needs of Riverside County residents and stakeholders. • The Commission will pursue state legislation authorizing a sales tax supplemental to Measure A. • The Legislature and Governor will continue to pursue a sustainable transportation funding and reform package. • Congress and the new Presidential Administration will continue to focus on infrastructure funding and tax reform. • The Commission will remain an engaged party in public policy and funding matters at the state and federal levels. • Commencement of toll operations on SR-91 will necessitate focused attention on public communications and marketing regarding the new express lanes. • Commencement of construction of the 1-15 Express Lanes project will necessitate ongoing public outreach and engagement. • Advancement of Commission projects throughout Riverside County will necessitate public outreach and engagement. • The External Affairs Department will work internally to inform, coordinate, and support initiatives across all Commission departments to ensure a high level of collaboration and cohesiveness, especially related to external -facing work products. " T h e E x t e r n a l A f f a i r s D e p a r t m e n t w i l l c a r r y o u t a n i n t e n s i v e o v e r a l l w o r k p r o g r a m , c o n s i s t e n t w i t h t h e r e o r g a n i z a t i o n w h i c h t o o k p l a c e i n F Y 2 0 1 6 / 1 7 , u n d e r t h e l e a d e r s h i p o f t h e E x t e r n a l A f f a i r s D i r e c t o r , w i t h g u i d a n c e f r o m t h e D e p u t y E x e c u t i v e D i r e c t o r a n d E x e c u t i v e D i r e c t o r . A c c o m p l i s h m e n t s L e g i s l a t i v e A f f a i r s " H o s t e d l o c a l p r o j e c t t o u r s a n d p o l i c y b r i e f i n g s w i t h l o c a l M e m b e r s o f C o n g r e s s a n d S t a t e L e g i s l a t o r s . " C o - h o s t e d a m u l t i - d a y v i s i t t o R i v e r s i d e C o u n t y b y t h e S t r a t e g i c G r o w t h C o u n c i l ( S G C ) . " I n t r o d u c e d C o m m i s s i o n - s p o n s o r e d l e g i s l a t i o n A B 1 1 8 9 ( G a r c i a ) . " S u p p o r t e d t h e 1 - 1 5 E x p r e s s L a n e s p r o j e c t t e a m a n d F i n a n c e D e p a r t m e n t i n n a v i g a t i n g t h e T I F I A l o a n p r o c e s s . " C o l l a b o r a t e d w i t h C a l t r a n s , S C A G , a n d t r a n s p o r t a t i o n c o m m i s s i o n s i n L o s A n g e l e s a n d S a n B e r n a r d i n o t o s u b m i t 1 - 1 5 E x p r e s s L a n e s p r o j e c t f o r a f e d e r a l F A S T L A N E g r a n t . " S u p p o r t e d t h e M u l t i m o d a l S e r v i c e s D e p a r t m e n t o n i t s p a r t n e r s h i p w i t h C a l t r a n s D i s t r i c t 8 a s t h e y s u b m i t t e d a f e d e r a l g r a n t a p p l i c a t i o n f o r t h e A d v a n c e d T r a n s p o r t a t i o n C o n g e s t i o n M a n a g e m e n t T e c h n o l o g i e s D e p l o y m e n t ( A T C M T D ) p r o g r a m . " S u p p o r t e d t h e M u l t i m o d a l S e r v i c e s D e p a r t m e n t i n i t s s u c c e s s f u l p u r s u i t o f a R i d e s t o W e l l n e s s G r a n t f r o m t h e F T A f o r t h e P a l o V e r d e V a l l e y T r a n s i t A u t h o r i t y ( P V V T A ) . " A u t h o r e d n u m e r o u s l e t t e r s o f c o r r e s p o n d e n c e t o g o v e r n m e n t a l d e c i s i o n - m a k e r s . " P a r t i c i p a t e d i n a d v o c a c y b y c o a l i t i o n s o f w h i c h t h e C o m m i s s i o n i s a m e m b e r . " P a r t n e r e d w i t h l o c a l b u s i n e s s a d v o c a c y g r o u p s o n a d v o c a c y t r i p s t o W a s h i n g t o n , D . C . a n d S a c r a m e n t o . C o m m u n i c a t i o n s " L a u n c h e d t h e C o m m i s s i o n ' s s o c i a l p r o g r a m o n m u l t i p l e p l a t f o r m s . " O v e r h a u l o f t h e C o m m i s s i o n ' s w e b s i t e a n d R C T C . o r g t o m e e t m o d e r n s t a n d a r d s a n d e x p e c t a t i o n s , c r e a t i n g a m o r e t r a n s p a r e n t a n d a c c e s s i b l e p l a t f o r m f o r c u s t o m e r s t o g e t i n f o r m a t i o n a b o u t t h e i r t r a n s p o r t a t i o n s y s t e m . " C o m p l e t e d a v i s u a l i d e n t i t y a u d i t t o e s t a b l i s h a c o n s i s t e n t a n d h i g h q u a l i t y b r a n d f o r a l l C o m m i s s i o n p r o j e c t s a n d p r o g r a m s b e i n g d e l i v e r e d f o r t h e t a x p a y e r s . " P a r t i c i p a t e d i n m o n t h l y l u n c h e o n s w i t h t h e G r e a t e r R i v e r s i d e C h a m b e r s o f C o m m e r c e , U C - R i v e r s i d e , t h e c i t y o f R i v e r s i d e , a n d c o u n t y o f R i v e r s i d e a s t h e y h o s t e m p l o y e e s o f t h e C a l i f o r n i a A i r R e s o u r c e s B o a r d ( C A R B ) , w h i c h i s l o c a t i n g i t s t e s t i n g l a b o r a t o r y ( a n d s e v e r a l h u n d r e d j o b s ) t o U C - R i v e r s i d e . " U s e d t h e C o m m i s s i o n ' s 4 0 ' a n n i v e r s a r y a s a n o p p o r t u n i t y t o c o m m u n i c a t e w i t h s t a k e h o l d e r s a n d t h e p u b l i c a b o u t t h e m a n y a c c o m p l i s h m e n t s o f M e a s u r e A a n d t h e C o m m i s s i o n ' s p r o j e c t s a n d p r o g r a m s . T h i s i n c l u d e d e v e n t s , o n l i n e m e s s a g e s , a n d e d u c a t i o n a l p r e s e n t a t i o n s t o t h e C o m m i s s i o n . " P l a n n e d a n d e x e c u t e d t h e 9 1 P r o j e c t D e d i c a t i o n C e r e m o n y . " H e l d a s u c c e s s f u l e v e n t r e d e d i c a t i n g a n d r e n a m i n g t h e J u r u p a V a l l e y - P e d l e y r a i l s t a t i o n . " C o n t i n u e d t h e O p e r a t i o n L i f e s a v e r r a i l s a f e t y p r o g r a m t h r o u g h o u t t h e C o u n t y . " H o s t e d i n f o r m a t i o n a l b o o t h s a n d t a b l e s a n d a v a r i e t y o f c o m m u n i t y e v e n t s t h r o u g h o u t t h e C o u n t y . " P u b l i c i z e d t h e P V L , s p e c i a l r a i l s e r v i c e t o t h e M i s s i o n I n n F e s t i v a l o f L i g h t s , s u p p o r t e d s c h o o l a n d s e n i o r c e n t e r t o u r s o n p u b l i c t r a n s i t , a n d o t h e r s i m i l a r e f f o r t s . " S u p p o r t e d t h e 9 1 P r o j e c t t e a m b y a c t i v e l y c o m m u n i c a t i n g w i t h s t a k e h o l d e r s , l o c a l b u s i n e s s e s , a n d t h e p u b l i c a t - l a r g e r e g a r d i n g c o n s t r u c t i o n a c t i v i t i e s . " F a c i l i t a t e d a n d m a n a g e d t h e C o r o n a C o m m u n i t y T a s k F o r c e , a c i t i z e n a d v i s o r y c o m m i t t e e t o t h e C o m m i s s i o n o n t h e 9 1 P r o j e c t . " G a v e p r e s e n t a t i o n s t o n u m e r o u s s e r v i c e c l u b s a n d b u s i n e s s g r o u p s . " G a v e p r e s e n t a t i o n s a t t o w n h a l l m e e t i n g s f o r c i t i e s a n d C o u n t y S u p e r v i s o r s . " P a r t i c i p a t e d i n i n d u s t r y g a t h e r i n g s s u c h a s t h e M o b i l i t y 2 1 s u m m i t a n d S H C C F o c u s o n t h e F u t u r e p r o v i d i n g i n f o r m a t i o n a l m a t e r i a l s a n d d i s c u s s i n g t h e C o m m i s s i o n ' s w o r k w i t h i n t h e t r a n s p o r t a t i o n i n d u s t r y . " P u b l i s h e d r e g u l a r O n t h e M o v e e - n e w s l e t t e r s " U p g r a d e d t h e i n t e r n a l R C T C p h o t o l i b r a r y a n d F T P f i l e s h a r i n g s y s t e m t o f a c i l i t a t e e a s i e r i n t e r n a l a n d e x t e r n a l c o m m u n i c a t i o n . " R e c e i v e d P o l a r i s A w a r d f r o m t h e P u b l i c R e l a t i o n s S o c i e t y o f A m e r i c a - I n l a n d E m p i r e C h a p t e r f o r t h e " 9 1 S t e e r C l e a r " c a m p a i g n . " B e g a n 1 - 1 5 E x p r e s s L a n e s p r o j e c t s t a k e h o l d e r m e e t i n g s a n d c o n s t r u c t i o n o u t r e a c h p l a n n i n g . " S u p p o r t e d t h e M u l t i m o d a l S e r v i c e s D e p a r t m e n t w i t h p u b l i c m e e t i n g s f o r t h e C o a c h e l l a V a l l e y - S a n G o r g o n i o P a s s c o r r i d o r r a i l s e r v i c e . " B e g a n m a r k e t i n g c o o r d i n a t i o n w i t h t h e 9 1 E x p r e s s L a n e s . " C r e a t e d e s s e n t i a l i n t e r n a l p r o c e d u r e s f o r s o c i a l m e d i a , i n c l u d i n g g u i d e l i n e s f o r c r e a t i n g c o n t e n t , o v e r s i g h t , l e g a l p o l i c e s , a n d a n a l y t i c s . M a j o r I n i t i a t i v e s L e g i s l a t i v e A f f a i r s I n a d d i t i o n t o t h e o n g o i n g m o n i t o r i n g a n d e n g a g e m e n t o n i n d i v i d u a l l e g i s l a t i o n t h a t m o v e s t h r o u g h C o n g r e s s a n d t h e S t a t e L e g i s l a t u r e , p l u s p o l i c i e s e m e r g i n g f r o m t h e G u b e r n a t o r i a l a n d P r e s i d e n t i a l A d m i n i s t r a t i o n s , t h e C o m m i s s i o n w i l l f o c u s o n t w o k e y l e g i s l a t i v e e f f o r t s : " S u c c e s s f u l l e g i s l a t i v e p a s s a g e a n d G o v e r n o r ' s s i g n a t u r e o f A B 1 1 8 9 ( G a r c i a ) , a b i l l s p o n s o r e d b y t h e C o m m i s s i o n t o a l l o w t h e C o m m i s s i o n t o s o m e d a y p r o p o s e t o R i v e r s i d e C o u n t y v o t e r s a s u p p l e m e n t a l s a l e s t a x f o r t r a n s p o r t a t i o n ; a n d " S e c u r i n g f e d e r a l f u n d s a n d a p p r o v a l s f o r t h e 1 - 1 5 E x p r e s s L a n e s p r o j e c t , i n c l u d i n g b u t n o t l i m i t e d t o s e c u r i n g a T I F I A l o a n , r e c e i v i n g F A S T L A N E o r o t h e r g r a n t f u n d i n g , a n d a n y p e r m i t s n e c e s s a r y , w i t h t h e p o t e n t i a l a s s i s t a n c e o f E x e c u t i v e O r d e r 1 3 7 6 6 . I t i s a l s o p o s s i b l e t h a t a f e d e r a l i n f r a s t r u c t u r e f u n d i n g p a c k a g e w i l l e m e r g e i n F Y 2 0 1 7 / 1 8 , p o t e n t i a l l y a s l a r g e a s o n e t r i l l i o n . I f s u c h a p a c k a g e b e g i n s t o m o v e f o r w a r d , s i g n i f i c a n t C o m m i s s i o n e n g a g e m e n t w i l l b e n e c e s s a r y . A t t h e t i m e o f p u b l i s h i n g t h i s b u d g e t , i t i s a n t i c i p a t e d t h a t t h e S t a t e L e g i s l a t u r e a n d G o v e r n o r w i l l h a v e d e c i d e d t h e f a t e o f a p r o p o s e d f o u r t o s i x b i l l i o n a y e a r t r a n s p o r t a t i o n f u n d i n g p a c k a g e . I f s u c h a s t a t e p a c k a g e i s a p p r o v e d , t h e C o m m i s s i o n ' s f o c u s w i l l b e o n i m p l e m e n t a t i o n o f a n y n e w p r o g r a m s d u r i n g F Y 2 0 1 7 / 1 8 . F i n a l l y , t h e l e g i s l a t i v e a f f a i r s t e a m w i l l b e g i n m a n a g i n g t h e n e w c o n s u l t a n t b e n c h p r o c u r e d t o a s s i s t t h e C o m m i s s i o n i n a p p l y i n g f o r s t a t e , f e d e r a l , a n d r e g i o n a l g r a n t f u n d s . C o m m u n i c a t i o n s A n a m b i t i o u s y e a r i s p l a n n e d f o r t h e C o m m i s s i o n ' s c o m m u n i c a t i o n s p r o g r a m . T h e R C T C S t r a t e g i c A s s e s s m e n t c h a r g e d s t a f f w i t h p l a n n i n g a n i n c r e a s i n g l y r o b u s t p u b l i c c o m m u n i c a t i o n a n d e n g a g e m e n t e f f o r t t o m a k e t h e C o m m i s s i o n ' s w o r k m o r e a c c e s s i b l e a n d t r a n s p a r e n t t o o u r c o n s t i t u e n t s , w i t h a n e m p h a s i s o n u t i l i z i n g m o d e r n t e c h n o l o g y t o r e a c h p e o p l e w h e r e t h e y g e t t h e i r i n f o r m a t i o n . A c c o r d i n g l y , m a j o r i n i t i a t i v e s f o r c o m m u n i c a t i o n f o r F Y 2 0 1 7 / 1 8 a r e a s f o l l o w s : " C o m p l e t e R C T C . o r g w e b s i t e o v e r h a u l a n d v i s u a l i d e n t i t y r e f r e s h C o n t i n u o u s u p g r a d e a n d m a i n t e n a n c e o f t h e n e w R C T C . o r g w i l l b e a k e y f o c u s . S t a f f w i l l a l s o c o n t i n u e t o i n t e g r a t e n e w v i s u a l i d e n t i t y f e a t u r e s i n t o C o m m i s s i o n m a t e r i a l s p u b l i s h e d f o r p u b l i c c o n s u m p t i o n , w i t h a g o a l o f i n c r e a s i n g a w a r e n e s s o f C o m m i s s i o n a c t i v i t i e s a m o n g t h e g e n e r a l p u b l i c . " A s c e r t a i n m e n t o f s t a k e h o l d e r n e e d s , e s t a b l i s h m e n t o f r e l a t i o n s h i p s , a n d d e v e l o p m e n t o f c o m m u n i c a t i o n s p l a n s i n p r e p a r a t i o n f o r c o m m e n c e m e n t o f c o n s t r u c t i o n o f t h e 1 - 1 5 E x p r e s s L a n e s . " C l o s e c o o r d i n a t i o n w i t h O C T A o n d e v e l o p i n g a m a r k e t i n g a n d c o m m u n i c a t i o n s p l a n f o r t h e R i v e r s i d e 9 1 E x p r e s s L a n e s . " P r o c u r e m e n t o f c o n s u l t a n t r e s o u r c e s f o r a c o m p l e t e p u b l i c e n g a g e m e n t s t r a t e g y C o m m i s s i o n s t a f f w i l l b r i n g f o r t h p r o p o s a l s t o a u g m e n t l e a n s t a f f r e s o u r c e s w i t h t h e i n n o v a t i o n a n d c a p a c i t y o f t h e p r i v a t e s e c t o r t o o p e r a t e a r o b u s t p u b l i c e n g a g e m e n t e f f o r t f o r t h e C o m m i s s i o n . T h e s e p r o c u r e m e n t s w i l l i n c l u d e a f r e s h p r o c u r e m e n t o f t h e C o m m i s s i o n ' s o n - c a l l b e n c h f o r p u b l i c o u t r e a c h s e r v i c e s , w h i c h c u r r e n t l y p r o v i d e s t a s k - b a s e d s u p p o r t t o t h e P u b l i c A f f a i r s M a n a g e r a n d o t h e r s t a f f f o r p r o j e c t s , p r o g r a m s , a n d s p e c i a l e v e n t s . T h e C o m m i s s i o n w i l l a l s o c o n s i d e r p r o c u r i n g c o n s u l t a n t r e s o u r c e s f o r i n t e g r a t e d c o m m u n i c a t i o n s s e r v i c e s , f o l l o w i n g t h e s u c c e s s f u l m o d e l t h a t h a s a s s i s t e d t h e 9 1 P r o j e c t t h r o u g h c o n s t r u c t i o n ; s u c h a t e a m w o u l d a s s i s t s t a f f w i t h d e v e l o p i n g k e y m e s s a g e s , c o m m u n i c a t i o n s s t r a t e g i e s , p u b l i c e n g a g e m e n t t a c t i c s , s o c i a l m e d i a a n a l y s i s , a n d p e r f o r m a n c e m e a s u r e s t o a s s i s t t h e o v e r a l l c o m m u n i c a t i o n s p r o g r a m o f t h e C o m m i s s i o n . " C o n t i n u e O p e r a t i o n L i f e s a v e r ' s e f f e c t i v e r a i l s a f e t y e d u c a t i o n c a m p a i g n a t R i v e r s i d e C o u n t y s c h o o l s a n d c o m m u n i t y s i t e s . D e p a r t m e n t G o a l s T h e E x t e r n a l A f f a i r s D e p a r t m e n t p l a y s a u n i q u e r o l e b y p r o v i d i n g b r o a d i n t e r n a l s u p p o r t t o a l l C o m m i s s i o n d e p a r t m e n t s w h i l e a l s o b e i n g t h e c o n d u i t f o r a w i d e v a r i e t y o f e x t e r n a l a c t o r s t o r e c e i v e i n f o r m a t i o n a n d a d v a n c e t h e p u b l i c ' s g e n e r a l i n t e r e s t i n b e t t e r m o b i l i t y i n R i v e r s i d e C o u n t y . T o t h a t e x t e n t , t h e E x t e r n a l A f f a i r s D e p a r t m e n t ' s g o a l s t r u l y a r e t h e C o m m i s s i o n - w i d e g o a l s i n t h i s b u d g e t . T h e E x t e r n a l A f f a i r s D e p a r t m e n t w i l l a d a p t a n d m a n e u v e r t o e n s u r e t h a t t h e s e b r o a d e r o r g a n i z a t i o n a l a i m s a r e a c h i e v e d . E x t e r n a l A f f a i r s P e r f o r m a n c e / W o r k l o a d I n d i c a t o r s F Y 1 5 / 1 6 E s t i m a t e d F Y 1 5 / 1 6 A c t u a l F Y 1 6 / 1 7 E s t i m a t e d F Y 1 7 / 1 8 P r o j e c t e d S p e a k e r s b u r e a u p r e s e n t a t i o n s / e v e n t s 1 9 6 2 1 1 1 9 6 2 0 0 L e g i s l a t i v e a c t i o n s u b m i t t a l s t o C o m m i s s i o n 8 8 8 9 I t e m s o f s t a t e o r f e d e r a l l e g i s l a t i o n s p o n s o r e d b y t h e C o m m i s s i o n 4 4 1 0 S o c i a l m e d i a p o s t i n g s p e r w e e k ( a v e r a g e ) N / A N / A 2 3 S t a k e h o l d e r m e e t i n g s p e r m o n t h ( a v e r a g e ) N / A 2 2 6 N e w s l e t t e r , b l o g , o r o t h e r n a r r a t i v e p o s t i n g s p e r m o n t h ( a v e r a g e ) N / A 1 1 2 S t a t e / F e d e r a l / R e g i o n a l g r a n t s p u r s u e d N / A 1 3 3 Finance Mission Statement: "To safeguard the Commission's assets and maintain strong and prudent fiscal controls in accounting, budgeting, procurements, debt financing, investing, and financial reporting including ongoing disclosure to all interested parties. To seek financing alternatives that complement the Commission's strategic direction." Chart 38 — Finance Trans 72% Salaries and Benefits 5% Expenditures (14.0„/ `Support Costs 5% Capital Outlay 2% fers Out Professional Costs 16% The Finance Department's total budget is $18,204,700 (Table 56) and reflects a 19% increase over the prior years budget. Department staffing costs will total $981,600, reflecting a net decrease due to FTE allocations, offset by a 4% pool for merit -based salary increases. Professional costs of $2,915,200 include various services related to general and specialized legal, financial and investment advisory, external and internal audits, debt management, CAFR and annual budget graphic design, and procurement. Support costs of $828,000 include insurance, printing, and staff training. Capital outlay of $280,000 includes ERP updates. A transfer out of $13,199,900 is related to funding a portion of the debt service interest payments from the 2009 Measure A Western County bond financing program. Table 56 — Finance Expenditure Detail FY 15/16 FY 16/17 FY 16/17 FY 17/18 Dollar Percent Actual Revised Budget Projected Budget Change Change Salaries and Benefits $ 1,012,800 $ 1,085,200 $ 1,081,600 $ 981,600 $ (103,600) -10% Professional Costs Legal Services 31,100 150,000 105,500 395,000 245,000 163% Audit Services 294,100 500,000 450,000 466,000 (34,000) -7% Financial Advisory 286,600 836,500 597,100 675,000 (161,500) -19% Professional Services - General 1,207,000 1,469,300 1,420,000 1,379,200 (90,100) -6% Total Professional Costs 1,818,800 2,955,800 2,572,600 2,915,200 (40,600) -1% Support Costs 862,400 1,230,800 1,210,700 828,000 (402,800) -33% Capital Outlay 25,400 50,000 25,000 280,000 230,000 460% Transfers Out 9,000,000 10,000,000 10,000,000 13,199,900 3,199,900 32% TOTAL Finance $ 12,719,400 $ 15,321,800 $ 14,889,900 S18.204.700 $ 2,882,900 19% Finance Staffing Summary Position FY 15/16 FY 16/17 FY 17/18 Accountant 2.00 2.00 Accounting Assistant 1.00 1.00 Accounting Supervisor 0.81 0.00 Accounting Technician 2.00 2.00 IT Administrator 0.00 0.00 Chief Financial Officer 0.54 0.45 Deputy Director of Finance 0.97 0.88 Executive Director 0.01 0.00 Procurement Analyst 0.01 0.15 Procurement Manager 0.06 0.10 Senior Administrative Assistant 0.67 0.69 Senior Financial Analyst 0.00 0.30 Senior Management Analyst 0.00 0.00 Senior Office Assistant 0.27 0.27 FT E 8.34 7.84 Department Budget Overview Department Description Finance and Accounting 1.00 1.95 0.00 2.00 0.01 0.44 0.65 0.00 0.20 0.15 0.68 0.20 0.02 0.30 7.60 Commission resources are allocated to assure financial stability and fiscal accountability. Finance activities include investing the Commission's cash resources, planning and directing financial transactions, and subsequent monitoring of legal and regulatory requirements. Adequate cash flow must be maintained while at the same time prudently investing operating and capital funds. Borrowing needs are carefully planned using both short- and long- term debt. Once debt is issued, there are ongoing responsibilities including interaction with financial advisors, bankers, dealers and remarketing agents, underwriters, bond counsel, bond insurers, trustees, issuing and paying agents, arbitrage consultants, investment managers, and rating agencies as well as providing regular and consistent information disclosure to investors. Fiscal accountability involves receiving all funds due the Commission, paying all Commission obligations, maintaining the general ledger, reporting regularly on the Commission's fiscal results, and preparing and monitoring the budget. Fiscal accountability requires the coordination of budget planning and monitoring and the accurate and timely accounting for all funding sources, including compliance with all applicable laws and regulations governing those funds. Accounting encompasses cash receipt and disbursement functions, maintenance of the general ledger including project cost accounting, payroll processing, debt and investment management, quarterly and annual financial reporting, and retention of and coordination with independent auditors. The Commission also recognizes the importance of accountability for the organization. As a result, the Commission is highly regarded by individuals, peers, other organizations, and government officials at a local, regional, state, and national basis. A formal organizational accountability program was approved in January 2006 to address fraud risk, ethical conduct, financial and operational disclosure, and maintaining the public's confidence in the Commission. Accordingly, measures have been implemented based on a conceptual framework related to oversight, reporting, fraud, internal control, and ethics. Procurement Management In the management of the procurements and contracts process, the responsibility of the procurement management function is to ensure that the procurement policies approved by the Commission are followed and procurement procedures are updated as required. The function is responsible for the purchase of all goods and services, except for real property acquisition, in accordance with Commission policies and federal and state funding requirements to ensure the implementation of the Commission's projects and programs. This includes the administration of the Commission's DBE and SBE program. Procuring goods and services for the Commission is a cooperative effort. All Commission staff involved in procurements for their projects and programs are responsible to employ sound judgment and appropriate standards of ethics and fairness to procure in a manner most advantageous to the Commission. The Procurement division also conducts a review of and updates insurance coverage for the Commission and its properties. Key Assumptions • The commercial paper letter of credit and sales tax revenue bond SBPAs facilities will be maintained with strong short-term ratings. • The Commission will maintain strong AA category long-term credit ratings related to its sales tax bonds and investment grade ratings related to its toll bonds and TIFIA loan. • Proceeds from the 2017 Sales Tax Revenue Bonds, commercial paper notes, TIFIA loan, and federal funds will be used to fund the 1-15 Express Lanes Project; proceeds from the 2017 Sales Tax Revenue Bonds will be used to fund the completion of the 91 Project. • Arbitrage calculations related to the outstanding debt issues will be performed by a consultant on an annual basis. • The Commission will pay 100% of the actuarially determined contribution related to postretirement health care benefits based on a current actuarial valuation. • Implement GASB Statement No. 75 related to the accounting and financial reporting for other post - employment benefits. • Directors and program managers will continue to have adequate project budget and accounting information to make informed decisions. • Toll operations accounting information will be processed and provided by the toll operations contractor's back office, and a service organization report, or SOC1-Type 2 report, will be obtained annually. • Construction fund bond proceeds will be invested in mid-term securities that mature in accordance with the construction draw schedule. Operating funds will be invested in state and local agency investment pools for short-term liquidity purposes and in mid-term treasury and federal agency securities as available funds are identified. The overall interest rate is conservatively projected to be 0.50% for operating funds managed by state and County investment pools as well as an investment management firm and 0.75% for debt service and construction funds managed by an investment management firm. • Procurements will be conducted in accordance with the Commission's procurement policy manual. • Procurement will continue to maintain a standardized procurement filing system and centralized procurement files. • Procurement will conduct outreach activities to encourage DBE and SBE participation in various contracts and projects. Accomplishments • Issued refunding bonds of $76.1 million to refund all of the outstanding 2009 A Bonds, retire all of the outstanding commercial paper notes which were applied to finance a termination payment in connection with an interest rate swap agreement with Deutsche Bank. • Prepared and submitted to TIFIA the Financial Plan Annual Update for the 91 Project. • Prepared and submitted required continuing disclosure reports related to the 91 Project financing to TIFIA and/or the Municipal Securities Rulemaking Board's Electronic Municipal Market Access System, including the monthly construction progress report. " I n c o o r d i n a t i o n w i t h O C T A s t a f f , f i n a l i z e d a n d e x e c u t e d t h e m a s t e r c u s t o d i a n a g r e e m e n t f o r t h e d e p o s i t a n d d i s t r i b u t i o n o f f u n d s r e l a t e d t o t h e u s e o f t h e 9 1 E x p r e s s L a n e s . " I s s u e d a r e q u e s t f o r p r o p o s a l s a n d a w a r d e d a c o n t r a c t f o r a n i n v e s t m e n t m a n a g e r o n t h e 1 - 1 5 E x p r e s s L a n e s p r o j e c t . " P r e s e n t e d a n u p d a t e t o t h e r a t i n g a g e n c i e s o f t h e C o m m i s s i o n ' s s a l e s t a x a n d t o l l f i n a n c i n g p r o g r a m s . " O b t a i n e d f i n a n c i a l r e p o r t i n g e x c e l l e n c e a w a r d f r o m t h e G o v e r n m e n t F i n a n c e O f f i c e r s A s s o c i a t i o n ( G F O A ) ( 2 4 t h y e a r ) r e l a t e d t o t h e C A F R f o r t h e f i s c a l y e a r e n d e d J u n e 3 0 , 2 0 1 6 . " O b t a i n e d G F O A d i s t i n g u i s h e d b u d g e t a w a r d ( 2 1 ' y e a r ) f o r a n n u a l b u d g e t f o r t h e f i s c a l y e a r b e g i n n i n g J u l y 1 , 2 0 1 6 . " G e n e r a t e d a p p r o x i m a t e l y $ 7 . 3 m i l l i o n i n a d d i t i o n a l M e a s u r e A s a l e s t a x r e v e n u e s i n c e t h e e n g a g e m e n t o f a f i r m i n J a n u a r y 2 0 0 8 t o p r o v i d e s a l e s t a x a u d i t s e r v i c e s i n o r d e r t o d e t e c t a n d c o r r e c t s a l e s t a x r e p o r t i n g e r r o r s . " P a r t i c i p a t e d i n s m a l l b u s i n e s s n e t w o r k i n g a c t i v i t i e s a n d m e t w i t h p o t e n t i a l D B E a n d S B E v e n d o r s . M a j o r I n i t i a t i v e s F i n a n c e a n d A c c o u n t i n g T h e c o m m e r c i a l p a p e r p r o g r a m h a s b e e n i n p l a c e f o r 1 2 y e a r s a n d h a s p r o v i d e d s h o r t - t e r m , a d v a n c e f u n d i n g f o r p r o j e c t s i n c l u d e d i n t h e 2 0 0 9 M e a s u r e A a n d r e l a t e d W e s t e r n R i v e r s i d e C o u n t y D e l i v e r y P l a n . C o m m i s s i o n m a n a g e m e n t w i l l c o n t i n u e t o u t i l i z e t h e c o m m e r c i a l p a p e r p r o g r a m i n F Y 2 0 1 7 / 1 8 t o f u n d t h e 1 - 1 5 E x p r e s s L a n e s p r o j e c t t h r o u g h f i n a n c i a l c l o s e . T h e c u r r e n t c r e d i t a n d l i q u i d i t y s u p p o r t f o r t h e c o m m e r c i a l p a p e r p r o g r a m i s $ 6 0 , 0 0 0 , 0 0 0 , a n d t h e e x i s t i n g l e t t e r o f c r e d i t a n d r e i m b u r s e m e n t a g r e e m e n t w i t h S t a t e S t r e e t B a n k e x p i r e s i n O c t o b e r 2 0 1 7 . I n c o n n e c t i o n w i t h t h e 2 0 0 9 v a r i a b l e r a t e b o n d s , t h e C o m m i s s i o n ' s c u r r e n t S B P A s w i t h B T M U e x p i r e i n M a r c h 2 0 1 9 . T h e C o m m i s s i o n w i l l m o n i t o r t h e c r e d i t q u a l i t y o f t h e b a n k s p r o v i d i n g t h e s e l i q u i d i t y f a c i l i t i e s f o r a n y a c t i o n s w h i c h m a y a f f e c t t h e s h o r t - t e r m r a t i n g s o f t h e c o m m e r c i a l p a p e r p r o g r a m a n d 2 0 0 9 B o n d s . S t a f f w i l l c o m p l e t e t h e p l a n o f f i n a n c e f o r t h e 1 - 1 5 E x p r e s s L a n e s p r o j e c t a n d c o m p l e t i o n o f t h e 9 1 P r o j e c t b y i s s u i n g t h e 2 0 1 7 S a l e s T a x R e v e n u e B o n d s a n d r e c e i p t o f T I F I A l o a n f r o m t h e U . S . D O T . A s a r e s u l t o f t h e s i g n i f i c a n t f i n a n c i n g p r o c e e d s r e c e i v e d i n c o n n e c t i o n w i t h t h e 9 1 P r o j e c t a n d 1 - 1 5 E x p r e s s L a n e s p l a n o f f i n a n c e , t h e C o m m i s s i o n h a s i n v e s t e d s u c h f u n d s w i t h t h e a d v i c e a n d a s s i s t a n c e o f a n i n v e s t m e n t m a n a g e m e n t a n d a d v i s o r y f i r m . O p e r a t i n g f u n d s a v a i l a b l e f o r i n v e s t m e n t a r e c o o r d i n a t e d w i t h t h e a s s i s t a n c e o f a s e c o n d i n v e s t m e n t m a n a g e m e n t a n d a d v i s o r y f i r m . I n v e s t m e n t s a r e m a d e i n a c c o r d a n c e w i t h t h e C o m m i s s i o n ' s p r i o r i t i e s o f s a f e t y , l i q u i d i t y , a n d t h e n y i e l d . T h e i n v e s t m e n t m a n a g e r s a n d a d v i s o r s w i l l c o n t i n u o u s l y r e v i e w t h e C o m m i s s i o n ' s i n v e s t m e n t p o l i c y f o r a n y r e q u i r e d u p d a t e s a n d o t h e r r e c o m m e n d a t i o n s . S t a f f m a i n t a i n s a c o m p r e h e n s i v e f i n a n c i n g p l a n t o s u p p o r t t h e h i g h w a y a n d r a i l c a p i t a l p r o j e c t s t o b e d e l i v e r e d t h r o u g h 2 0 1 9 a n d t o a s s e s s f u t u r e f i n a n c i n g r e q u i r e m e n t s . T h i s f i n a n c i n g p l a n i n c o r p o r a t e s r e v i s e d s a l e s t a x r e v e n u e f o r e c a s t s a s w e l l a s o t h e r p o t e n t i a l f e d e r a l , s t a t e , a n d l o c a l r e v e n u e s o u r c e s , i n c l u d i n g t o l l s . B a s e d o n t h e u p d a t e d c o s t e s t i m a t e s f o r t h e s e p r o j e c t s a n d i d e n t i f i e d r e v e n u e s , p o t e n t i a l p r o j e c t f u n d i n g s h o r t f a l l s m a y r e s u l t i n p r o j e c t d e f e r r a l s o r r e q u i r e a l t e r n a t i v e f i n a n c i n g s t r a t e g i e s . F i n a n c i n g a l t e r n a t i v e s t o b e c o n s i d e r e d i n c l u d e c o m m e r c i a l p a p e r , l o n g - t e r m b o n d i s s u e s t o f i n a n c e M e a s u r e A a n d t o l l p r o j e c t s , a n d f e d e r a l l o a n p r o g r a m s . T o e n s u r e t h a t t h e C o m m i s s i o n r e c e i v e s t h e p r o p e r a m o u n t o f M e a s u r e A s a l e s t a x e s , t h e C o m m i s s i o n w i l l c o n t i n u e t o e n g a g e a f i r m t o c o n d u c t s a l e s t a x a u d i t s e r v i c e s . T h e f i r m w i l l a l s o p r o v i d e q u a r t e r l y s a l e s t a x a n a l y s i s a n d r e p o r t i n g s e r v i c e s , o f w h i c h a s u m m a r y r e p o r t i s p r e s e n t e d t o t h e C o m m i s s i o n o n a q u a r t e r l y b a s i s . T h e C o m m i s s i o n w i l l a l s o c o n t i n u e t o e n g a g e a c o n s u l t a n t t o p r o v i d e s e m i - a n n u a l s a l e s t a x f o r e c a s t s f o r u s e i n t h e d e v e l o p m e n t o f r e v e n u e p r o j e c t i o n s f o r t h e a n n u a l b u d g e t p r o c e s s a n d c o m p r e h e n s i v e f i n a n c i n g p l a n u p d a t e s . T h e F i n a n c e D e p a r t m e n t w i l l c o n t i n u e t o k e e p a b r e a s t o f G A S B t e c h n i c a l a c t i v i t i e s a f f e c t i n g t h e C o m m i s s i o n ' s a c c o u n t i n g a n d f i n a n c i a l r e p o r t i n g a c t i v i t i e s . V a r i o u s n e w s t a n d a r d s , i n c l u d i n g o t h e r p o s t e m p l o y m e n t b e n e f i t s a c c o u n t i n g a n d f i n a n c i a l r e p o r t i n g s t a n d a r d s , w i l l b e c o n s i d e r e d f o r i m p l e m e n t a t i o n a s p a r t o f t h e p r e p a r a t i o n o f t h e C A F R f o r t h e y e a r e n d e d J u n e 3 0 , 2 0 1 9 , u n l e s s i m p l e m e n t e d e a r l i e r . T h e F i n a n c e D e p a r t m e n t w i l l i m p l e m e n t c h a n g e s t o a c c o u n t i n g a n d f i n a n c i a l r e p o r t i n g r e l a t e d t o t o l l o p e r a t i o n s a n d w i l l c o n t i n u e t o a s s e s s f i n a n c i a l p o l i c i e s , p r o c e d u r e s , a n d r e p o r t i n g a n d ensure proper internal control. Consultants may be engaged to assist staff in the development of efficient accounting and reporting processes, administrative cost allocation alternatives, and development of an investor relations page on the Commission's website. Staff will implement GASB Statement No. 75 related to the accounting and financial reporting for OPEB in the FY 2016/17 Comprehensive Annual Financial Report (CAFR). This change will require the presentation of net OPEB liability on the face of the financial statements rather only in the CAFR footnotes. The Finance Department will continue to update its ERP system that integrates data processing across the Commission, automate administrative processes, and embrace data integration. The continued ERP efficiency gains include an automated paperless workflow system, advanced project accounting, budgeting, multi -year contract management, grant tracking, and readily available scanned images that can be retrieved by all users. In order to improve automation and efficiencies during the annual budget process, during FY 2017/18 the Finance Department may develop a procurement for a comprehensive budget application that can be integrated with the ERP system. Procurement Management A centralized procurements process will continue to be maintained to manage requests for proposals, qualifications, invitations for bids, small purchases, and related contract administration issues. The Procurement Policy Manual reflects best practices and applicable federal, state, and local laws and regulations. The procurement system has strengthened controls to ensure consistency in the development and application of procurement policies and procedures and adherence to applicable laws and regulations, especially those related to federal and state grants. Procurement utilizes PlanetBids to assist staff in its efforts to administer and manage an efficient procurement process and conduct outreach to small businesses and DBEs for Commission projects and programs. PlanetBids is a web -based vendor and bid -management software. The PlanetBids e-procurement application helps streamline the complete bidding process and enables the collection and analysis of all aspects of vendor data, purchasing activities, and corresponding history. PlanetBids has provided a better service and convenience to vendors and automatically notifies potential vendors of bid alerts. In order to improve the efficiency and productivity of resources, the Commission will continue to outsource the administration of the insurance certificate tracking process related to agreements. Procurement Management is responsible for developing, implementing, and monitoring DBE and SBE program requirements in coordination with contractors and other appropriate officials. Duties and responsibilities include establishing DBE attainment goals, monitoring reporting and utilization by contractors, gathering and reporting statistical data and other information as required, reviewing third -party contracts and purchase requisitions for compliance with the program, ensuring that bid notices and requests for proposals are made available to DBEs and SBEs in a timely manner, reporting to and advising the Executive Director and Commission on DBE and SBE matters, and providing outreach to DBEs and SBEs to fully advise them of contracting opportunities. Additionally, the Commission recognizes the vital role that local businesses play in the County, and it strongly encourages, supports, and promotes the participation of local businesses in providing goods and services to the Commission. Procurement is committed to providing contracting opportunities to local businesses to strengthen the County's local economy and to promote the development of the small, local business community. During FY 2017/18 the Commission will jointly participate in other outreach events in order to acquaint potential local, small, and disadvantaged businesses with the Commission's procurement procedures and opportunities. Staff also consults with the Commission's insurance broker in procuring competitive quotes, on an annual basis, for various insurance coverages secured by the Commission in order to provide cost effective solutions to meet its diverse insurance needs. Department Goals Protect the Commission's cash resources by regular monitoring of investment practices to ensure consistency with established investment policy. (Policy Goal: Financial & Administration) Objectives: • Utilize investment management and advisory services to prudently invest operating and capital funds in accordance with the Commission's investment policies. • Achieve a rate of return at least equal to the County of Riverside Treasury Pool rate for operating funds. • Establish an appropriate benchmark for the investment of debt proceeds and excess operating funds. Manage the Commission's outstanding debt ensuring compliance with applicable laws and regulations and continued investor awareness and receptivity to the Commission's program. (Policy Goal: Financial & Administration) Objectives: • Provide an annual update and review of the debt programs with one or more of the rating agencies no later than June 30, 2018. • Meet continuing disclosure requirements of the sales tax and toll revenue debt programs and comply with the TIFIA loan reporting requirements. • Enhance the Commission's website to provide timely and useful information to investors. • Prepare arbitrage calculations as required. Ensure the Commission and funding recipients comply with Measure A and TDA laws and regulations as they relate to the annual financial and compliance audits as well as close cooperation and coordination with independent auditors. (Policy Goal: Financial & Administration) Objectives: • Minimize the number of audit adjustment, substantive management letter comments, and compliance findings requiring corrective action by the Commission. • Maintain appropriate fiduciary review and monitoring procedures for Measure A recipient and TDA claimant audits. Maintain fiscal and budgetary control through monitoring of periodic results and ensuring consistency with the Commission's strategic direction. (Policy Goal: Financial & Administration) Objectives: • Obtain the GFOA Distinguished Budget Award for the FY 2017/18 budget. • Facilitate a comprehensive budgeting approach that effectively involves management staff, requiring full accountability for all department expenditures. • Fund 100% of the actuarially determined contribution related to the postretirement health care benefits. Assure fiscal accountability for Commission funds with general ledger accounting and financial reporting consistent with generally accepted accounting principles. (Policy Goal: Financial & Administration) Objectives: • Ensure proactive communication and timely responses to any noted errors, corrections, and budget transfers related to program and project management reviews of accounting and budget information. • Obtain an unmodified opinion on the basic financial statements. • Receive financial reporting excellence award from the GFOA related to the preparation and issuance of the CAFR. • Stay abreast of finance, accounting, and financial reporting developments by attending training and conferences in these general areas or in specialized areas applicable to job duties. • Update and maintain the fiscal policies and procedures manual. • Update and maintain complete accounting desk procedures manual for ERP system to facilitate cross training. • Support staff and consultants with training opportunities in order to effectively utilize the ERP system capabilities. • Assist local governments with Measure A funding by providing timely allocation of funds for eligible projects and programs. • Maintain ERP system to reflect technical updates and current technology. Develop and maintain an organizational accountability program encompassing financial and operational functions. (Policy Goal: Financial & Administration) Objectives: • Establish and implement measures related to oversight, fraud, internal control, and ethics. • Issue annual disclosure statements related to financial and operational responsibilities. • Continue to revise and develop finance and accounting policies and procedures that reflect the requirements of federal, state, and local requirements and the Commission's operating practices. Procure goods and services from qualified consultants, contractors, and other vendors in accordance with laws and regulations at a competitive price. (Policy Goal: Financial & Administration) Objectives: • Assist departments and programs to procure and obtain goods and services in a cost effective and efficient manner. • Ensure that procurements are conducted in accordance with the Procurement Policy Manual. • Ensure that agreements, amendments, and MOUs are entered into with appropriate legal considerations. • Process agreements, amendments, and MOUs in a timely and efficient manner. • Ensure that consistent procedures, processes, and tools are used for procurements. Review existing procurement policies and procedures. (Policy Goal: Financial & Administration) Objectives: • Ensure that the procurement polices reflect Commission requirements and practices. • Segregate policies and procedures so that procedures can be easily updated without Commission approval. • Ensure that procurement policies and procedures reflect the requirements of the Commission's federal, state, and other funding sources. • Continue to provide an easy to read desktop quick procurement policies reference guide for use by Commission staff. • Maximize the value received for the Commission's expenditure of public funds. • Provide all vendors an equal opportunity to provide needed goods and/or services. Finance Performance/Workload Indicators FY 15/16 Estimated FY 15/16 Actual FY 16/17 Estimated FY 17/18 Projected Sales tax revenue bond rating Aa2/AA+/AA Aa2/AA+/AA Aa2/AA+/AA Aa2/AA+/AA Toll revenue bond rating BBB -/BBB- BBB -/BBB- BBB -/BBB- BBB-/BBB- TIFIA loan rating BBB- BBB- BBB- BBB - Commercial paper rating P-1/A-1+ P-1/A-1+ P-1/A-1+ P-1/A-1+ GFOA Certificate of Achievement Awarded Awarded Awarded Awarded GFOA Distinguished Budget Award Proficient Proficient Proficient Proficient Invoices processed 7,000 6,860 6,810 7,300 Checks processed 4,400 4,178 3,900 4,000 Audit adjustments 0 0 0 0 Average yield on investments 0.25% operating/ 0.75% debt proceeds 0.53% operating/ 1.06% debt proceeds 0.25% operating/ 0.75% debt proceeds 0.50% operating/ 0.75% debt proceeds Payroll hours processed 96,500 91,339 93,400 94,000 Accounts receivable invoices processed 250 232 240 250 Agreements processed 275 236 220 220 Planning and Programming Mission Statement: "To exert leadership in transportation planning and the programming of funds to improve mobility, foster environmental stewardship, expedite project delivery, and form partnerships with local, regional, state, and federal agencies resulting in maximum returns on local investment. Support a coordinated regional approach to solving transportation funding issues." Chart 39 — Planning and Programming Transfers Salaries and out Benefits Professional 8% Costs 5% Support Costs 0% Projects and Operations 81% Expenditures Planning and Programming expenditures of $13,499,000 have increased 17% from last year's budget (Table 57). Salaries and benefits represent 8% of total expenditures and reflect a 4% pool for merit -based salary increases. Professional services totaling $602,500 have increased 213% due to Fundtrack project database upgrades and general legal services. Professional services include CMP implementation efforts, air quality analysis, project database management, local and regional planning activities, on -call goods movement consultants, and legal services. Support costs increased by 61% or $6,900 and include various membership dues and staff -related travel costs. Projects and operations costs have increased 6% primarily due to special studies that includes development of a countywide long-range transportation plan, regional truck study, and database model update. Table 57 - Planning and Programming Expenditure Detail FY 15/16 FY 16/17 FY 16/17 FY 17/18 Dollar Percent Actual Revised Budget Projected Budget Change Change Salaries and Benefits Professional Costs Legal Services Audit Services Professional Services - General Total Professional Costs Support Costs Projects and Operations Program Operations Engineering Construction Right of Way Special Studies Operating and Capital Disbursements Total Projects and Operations Transfers Out $ 1,175,100 $ 1,066,900 $ 1,018,200 203,300 29,500 69,000 10,000 55,400 153,000 119,300 258,700 192,500 188,300 22,000 11,300 17,200 32,000 113,700 116,000 490,000 74,600 4,975,000 2,300 85,000 90,000 782,900 1,400,000 1,058,300 3,242,000 1,275,000 1,950,100 10, 305,700 1,481,000 TOTAL Planning and Programming $ 3,405,900 $ 11,576,400 $ 2,704,700 $ $ 1,105,000 77,500 525,000 602,500 18,200 243,000 2,500,000 3,975,000 265,000 2,600,000 1,320,000 10,903,000 870,300 13,499,000 Planning and Programming Staffing Summary Position FY 15/16 FY 16/17 Administrative Assistant 0.17 0.21 Capital Projects Manager 0.19 0.30 Chief Financial Officer 0.03 0.03 Deputy Executive Director 0.05 0.08 Executive Director 0.43 0.38 External Affairs Director 0.15 0.20 IT Administrator 0.00 0.00 Management Analyst 1.03 1.06 Multimodal Services Director 0.01 0.03 Planning and Programming Director 0.91 0.90 Planning and Programming Manager 0.99 0.99 Procurement Analyst 0.00 0.00 Procurement Manager 0.00 0.00 Project Delivery Director 0.00 0.00 Public Affairs Manager 0.01 0.00 Right of Way Manager 0.00 0.00 Senior Administrative Assistant 0.18 0.17 Senior Management Analyst 0.99 1.97 Toll Program Director 0.01 0.00 FTE 5.15 6.32 Department Budget Overview Department Description $ 38,100 4% 48,000 163% (10,000) -100% 372,000 243% 410,000 213% 6,900 61% 129,300 114% 2,010,000 410% (1,000,000) -20% 180,000 212% 1,200,000 86% (1,922,000) -59% 597,300 6% 870,300 N/A $ 1,922,600 17% FY 17/18 0.00 0.28 0.00 0.13 0.45 0.00 0.03 1.00 0.00 0.89 0.99 0.03 0.03 0.10 0.00 0.01 0.18 1.09 0.00 5.21 The Commission is responsible for short- and long-range transportation planning and programming. Short-range planning and programming involves the development of the five-year STIP and preparation of the five-year FTIP for the County. These programming documents identify projects, including those identified in the short-range transit plan, and their respective funding and schedules. The Commission's involvement with long-range planning efforts includes the coordination and input into planning efforts throughout the County, southern California region, and statewide. These efforts involve participation in local, bi-county, and regional corridor studies, including the continued development of the CETAP corridors. Regional planning efforts are incorporated in the RTP (a 30-year transportation plan) developed by SCAG in conjunction with county transportation commissions, sub -regional agencies, local agencies, transit operators, and other interested parties. The SCAG 2016 RTP incorporates a Sustainable Communities Strategy (SCS) required under SB375. The SCS component establishes goals for projects, programs, and land -use designed to reduce GHG emissions. Statewide planning efforts involve participation in the development of goods movement, interregional highways, and air quality plans, to name a few. The Commission is responsible for approving projects for RIP funds in Western County and coordinating with Caltrans on the selection of Interregional Improvement Program (IIP) funds as part of the STIP approved by the CTC every two years. The Commission has delegated the authority to nominate projects for RIP funds in the Coachella Valley to CVAG. A MOU between the city of Blythe, representing Palo Verde Valley, and the Commission allows the city to trade RIP funds for local Measure A sales tax funds. In November 2006, Proposition 1B was approved by the voters of California, which provided $20 billion in transportation infrastructure funding. Various program categories were established including a $2 billion infusion into the STIP. Other competitive program categories included CMIA and TCIF; the County was successful in receiving CMIA funding for the SR-91 HOV lanes and 1-215 widening projects, which have recently substantially completed construction, with the exception of the Pachappa underpass portion of the SR-91 HOV lanes project that was split off as a separate project and will be funded with non-CMIA funding. TCIF funding was approved for 11 grade separation projects and a ground access improvement project at the I-215/Van Buren interchange. The Commission is a member of the Southern California Consensus Group that developed and submitted project proposals for the TCIF program. As with the RIP and IIP funds, Proposition 1B funds are administered and allocated by the CTC. Proposition 1B funds were instrumental during the economic recession as they became the most reliable state funding source for transportation projects. The deadline to award Proposition 1B CMIA projects expired at the end of 2013. The TCIF program was originally set to expire in December 2014, but was extended indefinitely by statute in 2014, (SB 1228 — Hueso), to allow receipt of funds from non -Proposition 1B sources to fund California's freight and goods movement infrastructure. Although the TCIF program was extended by statute, the CTC adopted a deadline of December 2016 for all TCIF projects to start construction and, at its March 2016 meeting, extended the savings utilization policy to December 2019. The FAST Act, which was signed into law in December 2015, established a new formula freight fund under the National Highway Freight Program for a five-year period. The CTC will be responsible for allocating these funds. Commission staff is participating in the development of the program guidelines, which was adopted by the CTC in May 2017. It is anticipated that this new program will be administered similarly as the TCIF program. Programming specifically involves the development, review, and approval of projects for various funding programs. Additionally, programming involves the monitoring of projects from project selection through construction close- out. In order to receive federal funds and approvals, all projects funded with federal and state dollars, or local projects that are regionally significant, must be included in the RTP and FTIP. SCAG, as the metropolitan planning organization (MPO), is responsible for incorporating all six -county (Imperial, Los Angeles, Orange, Riverside, San Bernardino, and Ventura) transportation improvement programs into one regional programming document and conducting a conformity analysis with the adopted air plans to ensure compliance with the National Ambient Air Quality Standards, as stipulated by EPAs Transportation Conformity Rule, and GHG reduction targets adopted by CARB. The RTP/SCS is updated every four years, and the FTIP update effort is performed every 18 to 24 months. Multiple amendments occur within each FTIP cycle; RTP amendments are less frequent as they require air quality conformity analyses. FTIP amendments can occur for minor project changes that do not affect the conformity determination. The Commission is responsible for allocating the following local, state, and federal funding sources: Local Sources: 1989 and 2009 Measure A sales tax Western County TUMF regional arterial program State Sources: SB821 bicycle and pedestrian projects STI P-RI P ATP MPO share Federal Sources: STBG CMAQ Transportation Alternatives Program (TAP) The Commission also serves as the CMA for the County and is responsible for developing and updating the CMP. The CMP was developed to meet state legislation and federal Congestion Management System (CMS) requirements. The CMP's highways and regional arterials are regularly monitored to ensure that they are operating at acceptable levels (above Level of Service (LOS) "F"). If a deficiency occurs along the CMP system, a deficiency plan must be prepared that identifies mitigation measures and/or projects that will improve the LOS to "E" or higher. It is anticipated that the next CMP update will occur in 2017. Partnership development, public and private, is critical to the Commission's continued success in affecting positive transportation decisions to meet future demands. Commission staff works in close coordination with its partners to advocate for federal, state, and local funding to improve mobility and mitigate the impacts of goods movement. Key Assumptions • The Commission will continue its efforts in working with transportation partners to streamline and improve project delivery. • Consultant contracts are maintained to provide assistance with the CMP, air quality analysis, project database management, long-range transportation plan, regional truck study and other related planning activities. • The Commission will utilize all available funding sources on transportation projects identified in the 2009 Measure A as well as other regional high priority projects, including TUMF regional arterial projects and grade separation projects. • The Commission will continue participation in local, bi-county, and regional planning efforts representing the interests of the County. • The Commission will work with the CTC, Caltrans, SCAG, and local project sponsors to implement projects funded with STIP/RIP, ATP, or other available fund sources to ensure that the programming and allocations are consistent with project schedules. • The Commission will continue to assist local project sponsors with the processing of state and federal funding approvals/obligations/allocations and overall project delivery. Accomplishments • Facilitated the process of 30 CTC actions that consisted of, but were not limited to: ATP Cycle 3 awards, financial allocations, and extensions of time. • Completed four (4) local agency agreements and/or amendments for the implementation of TUMF regional arterial projects. • Processed over 40 project amendments into the 2015 FTIP. • Processed 138 (anticipated) project amendments into the 2017 FTIP. • Submitted the 2016 RTP/SCS Amendment No. 1 consisting of nine projects and the 2016 RTP/SCS Amendment No. 2 consisting of one project. • Coordinated with Caltrans and project sponsors monthly regarding the obligation of federal and state funding, met obligation deadlines, and prevented loss of funding to the County. • Monitored federal funding expenditures of inactive projects to ensure funds were not deobligated. • Advised local agencies and coordinated the use of toll credits and local match waiver for federally funded projects funded at the maximum reimbursement level, saving the Commission and local agencies up to $2,935,000 in local match funds programmed in FY 2016/17. " R e v i e w e d a n d a p p r o v e d t h e M e a s u r e A f i v e - y e a r c a p i t a l i m p r o v e m e n t p l a n s ( C I P ) f o r e a c h l o c a l a g e n c y i n t h e C o u n t y . " W o r k e d w i t h S C A G a n d s o u t h e r n C a l i f o r n i a a g e n c i e s t o d e v e l o p A T P C y c l e 3 f u n d i n g d i s t r i b u t i o n r e c o m m e n d a t i o n s f o r t h e M P O r e g i o n . " C o l l a b o r a t e d w i t h l o c a l a g e n c i e s a n d c o m m u n i t y o r g a n i z a t i o n s , s u c h a s t h e A c t i v e T r a n s p o r t a t i o n N e t w o r k , S a f e R o u t e s t o S c h o o l P a r t n e r s h i p , a n d o t h e r s t o p r o v i d e r e s o u r c e s f o r a c t i v e t r a n s p o r t a t i o n p r o j e c t s . " D e v e l o p e d a r e v i s e d s c o p e o f w o r k t o i m p r o v e t h e e x i s t i n g F u n d t r a c k d a t a b a s e . " C o n t i n u e d t o w o r k c o l l a b o r a t i v e l y w i t h o t h e r r e g i o n a l a n d s t a t e - w i d e w o r k i n g g r o u p s , s u c h a s t h e T r a n s p o r t a t i o n C o n f o r m i t y W o r k i n g G r o u p ( T C W G ) a n d C a l i f o r n i a F e d e r a l P r o g r a m m i n g G r o u p ( C F P G ) t o s h a r e i n f o r m a t i o n a n d m o r e e f f e c t i v e l y s t a y a b r e a s t o f c h a n g e s t o f e d e r a l a n d s t a t e p r o g r a m g u i d e l i n e s . " C o n t i n u e d t o t a k e a l e a d e r s h i p r o l e a n d w o r k e d c o l l a b o r a t i v e l y w i t h t h e f i v e - c o u n t y c o n s e n s u s w o r k i n g g r o u p , M o b i l i t y - 2 1 , a n d S C A G ' s S o u t h e r n C a l i f o r n i a N a t i o n a l F r e i g h t G a t e w a y C o l l a b o r a t i o n o n g o o d s m o v e m e n t i s s u e s . " C o m p l e t e d t h e 2 0 1 7 G r a d e S e p a r a t i o n P r i o r i t y U p d a t e S t u d y f o r A l a m e d a C o r r i d o r E a s t ( R i v e r s i d e C o u n t y ) , 2 0 1 2 i n M a r c h 2 0 1 7 . " R e p r e s e n t e d R C T C a t m o n t h l y M S R C T e c h n i c a l A d v i s o r y C o m m i t t e e m e e t i n g s t o m o n i t o r a n d t r a c k f u n d i n g p r o g r a m s a n d o p p o r t u n i t i e s . " A n t i c i p a t e a w a r d o f t h e L o n g R a n g e T r a n s p o r t a t i o n P l a n c o n t r a c t b y J u n e 2 0 1 7 . " C o m m e n c e d t h e R e g i o n a l T r u c k S t u d y a n d D e v e l o p m e n t a n d I m p l e m e n t a t i o n o f R e g i o n a l L o g i s t i c s M i t i g a t i o n F e e i n F e b r u a r y 2 0 1 7 . " W o r k e d c l o s e l y w i t h C a l t r a n s o n t h e 2 0 1 6 E a r m a r k R e p u r p o s i n g e f f o r t s t o r e a l l o c a t e u n u s e d f e d e r a l e a r m a r k f u n d s t o t r a n s p o r t a t i o n p r o j e c t s t h a t w e r e e x p e r i e n c i n g f u n d i n g s h o r t f a l l s a n d c o u l d b e o b l i g a t e d b y S e p t e m b e r 2 0 1 9 . N i n e o f R i v e r s i d e C o u n t y ' s o l d e r e a r m a r k s w e r e r e p u r p o s e t o a c t i v e p r o j e c t s t h a t m e t t h e c r i t e r i a f o r f e d e r a l f u n d s a n d w e r e l o c a t e d w i t h i n 5 0 - m i l e s o f t h e o r i g i n a l f e d e r a l e a r m a r k l o c a t i o n r e s u l t i n g i n u t i l i z a t i o n o f $ 9 . 2 m i l l i o n o f f e d e r a l e a r m a r k s r e p r o g r a m m e d t o f o u r l o c a l h i g h w a y p r o j e c t s a n d t w o s t a t e h i g h w a y p r o j e c t s . " P r e p a r e d t h e R e q u e s t f o r A u t h o r i z a t i o n s f o r C M A Q a n d S T B G f u n d s f o r t h e 1 - 1 5 E x p r e s s L a n e s p r o j e c t . " R e l e a s e d t h e F Y 2 0 1 7 / 1 8 S B 8 2 1 B i c y c l e a n d P e d e s t r i a n F a c i l i t i e s C a l l f o r P r o j e c t s a n d h e l d a t e c h n i c a l w o r k s h o p i n F e b r u a r y 2 0 1 7 . " C o m m e n c e d 2 0 1 7 C M P r e v i e w / u p d a t e . M a j o r I n i t i a t i v e s E a c h c o u n t y t r a n s p o r t a t i o n c o m m i s s i o n t h r o u g h o u t t h e S t a t e i s r e s p o n s i b l e f o r p r o g r a m m i n g R I P f u n d s , w h i c h r e p r e s e n t s 7 5 % o f t h e t o t a l S T I P f u n d i n g a v a i l a b l e s t a t e w i d e f o r c a p i t a l e n h a n c e m e n t p r o j e c t s . T h e 7 5 % f u n d i n g l e v e l i s t h e n f u r t h e r d i s t r i b u t e d w i t h 6 0 % o f t h e f u n d s a l l o c a t e d t o s o u t h e r n C a l i f o r n i a a n d 4 0 % t o n o r t h e r n C a l i f o r n i a . A p o p u l a t i o n f o r m u l a i s t h e n a p p l i e d t o d e t e r m i n e c o u n t y f u n d i n g l e v e l s c a l l e d " c o u n t y s h a r e s . " T h e C o m m i s s i o n i s r e s p o n s i b l e f o r e n s u r i n g t h a t p r o j e c t s f u n d e d w i t h S T I P f u n d i n g a r e a d m i n i s t e r e d a n d i m p l e m e n t e d c o n s i s t e n t w i t h C T C a n d C a l t r a n s p o l i c i e s . I t i s t h e C o m m i s s i o n ' s p o l i c y t o s e t a s i d e 2 % o f f t h e t o p o f n e w p r o g r a m m i n g c a p a c i t y f o r s t a f f s u p p o r t t o c a r r y o u t S T I P P P M a c t i v i t i e s . T h e r e m a i n i n g R I P f u n d s a r e f u r t h e r d i s t r i b u t e d g e o g r a p h i c a l l y a m o n g W e s t e r n C o u n t y , C o a c h e l l a V a l l e y , a n d P a l o V e r d e V a l l e y p e r t h e C o m m i s s i o n ' s i n t r a - c o u n t y S T I P f o r m u l a . T h e C o m m i s s i o n a l s o m a y c o n s i d e r a c a l l f o r p r o j e c t s f o r R I P d i s c r e t i o n a r y f u n d s w h e n s u f f i c i e n t p r o g r a m m i n g c a p a c i t y i s a v a i l a b l e . F e d e r a l T A P f u n d s w i l l b e a d m i n i s t e r e d t h r o u g h t h e C T C s i m i l a r t o S T I P f u n d s u n d e r t h e S t a t e ' s n e w A T P t h a t w a s c r e a t e d b y S B 9 9 a n d A B 1 0 1 t o e n c o u r a g e i n c r e a s e d u s e o f a c t i v e m o d e s o f t r a n s p o r t a t i o n , s u c h a s b i k i n g a n d w a l k i n g . F e d e r a l T A P f u n d s a r e n o t s u b j e c t t o g e n e r a l f u n d d i v e r s i o n s ; h o w e v e r , T A P f u n d s a r e a u t h o r i z e d e a c h y e a r b y t h e p a s s a g e o f t h e s t a t e b u d g e t . T U M F f u n d s a r e c o l l e c t e d a n d a d m i n i s t e r e d b y W R C O G . A p p r o x i m a t e l y h a l f o f t h e T U M F f u n d s c o l l e c t e d a r e s e t a s i d e f o r W R C O G ' s z o n e a r t e r i a l p r o j e c t s a n d r e g i o n a l t r a n s i t f a c i l i t i e s . A f t e r t h e d e d u c t i o n o f a n a d m i n i s t r a t i v e f e e , W R C O G p r o v i d e s t h e o t h e r h a l f o f t h e T U M F r e v e n u e s t o t h e C o m m i s s i o n . T h e s e f u n d s a r e f u r t h e r d i s t r i b u t e d t o t h e C o m m i s s i o n ' s T U M F C E T A P c o r r i d o r s a n d r e g i o n a l a r t e r i a l p r o g r a m s . I n S e p t e m b e r 2 0 0 4 , t h e C o m m i s s i o n e s t a b l i s h e d a p r o g r a m a n d a p p r o v e d t h e p r o g r a m m i n g o f 2 3 r e g i o n a l a r t e r i a l p r o j e c t s . T o d a t e , $ 1 3 5 m i l l i o n h a s b e e n p r o g r a m m e d f o r T U M F r e g i o n a l a r t e r i a l p r o j e c t s . D u e t o f l u c t u a t i n g T U M F r e v e n u e s o v e r t h e p a s t f e w y e a r s , $ 1 4 . 5 m i l l i o n i n 2 0 0 9 M e a s u r e A W e s t e r n C o u n t y R e g i o n a l A r t e r i a l ( M A R A ) f u n d s a n d $ 2 5 . 5 m i l l i o n i n T U M F C E T A P f u n d s w e r e p r o g r a m m e d o n t w o p r o j e c t s t o f u l f i l l t h e T U M F c o m m i t m e n t . O f t h e 2 3 T U M F r e g i o n a l a r t e r i a l p r o j e c t s , 1 5 p r o j e c t s h a v e c o m p l e t e d c o n s t r u c t i o n , f i v e p r o j e c t s a r e c u r r e n t l y u n d e r c o n s t r u c t i o n o r i n p r e - c o n s t r u c t i o n , a n d three projects are in the development phase and remain to be programmed for future TUMF funds. Planning and Programming also manages the 2009 Western County MARA program and to date approximately $40 million has been programmed. The expenditures for these regional arterial capital projects are included in the Capital Project Development and Delivery Department budget. Transportation Planning The Commission's role in planning throughout the year will involve working with Federal Highway Administration (FHWA), FTA, CTC, Caltrans, SCAG, sub -regional agencies, local agencies, and the other county transportation commissions in the region on various planning efforts relative to the implementation of the 2016 RTP/SCS, corridor and goods movement studies, and efforts to update transportation computer models and project databases. In addition, at its January 2016 workshop the Commission approved moving forward with the development of a countywide integrated long-range transportation plan as well as "next generation" toll and rail feasibility studies. These planning efforts will be supported through consultant contracts in FY 2017/18 using LTF planning and STIP PPM funds. The CMP update may involve the procurement of a consultant to assist in the preparation of a CMP that addresses state and/or federal regulations and aligning requirements for consistency with the RTP/SCS. Transportation Programming As mentioned above, the Commission is responsible for programming and allocating various local, state and federal funds. These funds are monitored to ensure that regulations are adhered to in order to prevent funds from lapsing. The following summarizes the status of these funding programs: Local Funding Western County TUMF Regional Arterial Program Project monitoring of TUMF regional arterial projects by Planning and Programming staff will occur based on the agreements between local agencies and the Commission. In addition, Commission staff will work with local agencies regarding amendments to agreements and any issues regarding project delivery. To date, project agreements with local agencies have been executed for CETAP TUMF and regional arterial funds totaling approximately $135 million. By the end of FY 2017/18 the majority of expenditures will have been reimbursed to local agencies for TUMF regional arterial projects. These project expenditures are included in the Capital Projects Development and Delivery Department. Project programming for the remaining projects will be forwarded to the Commission and will be based on project readiness and funding availability. Staff will coordinate future programming of additional TUMF regional arterial projects with WRCOG and local agency staff. 2009 Measure A Western County Regional Arterial Program During the 2014 multi -funding call for projects, an additional $24 million of MARA funds were approved for five projects in Western Riverside County. Prior to the call, $40 million of MARA funds were programmed on six projects. Of the 11 MARA funded projects, three are under construction and eight have been completed. 2009 Measure A Local Streets and Roads In order to receive Measure A local streets and roads funding, each year local jurisdictions are required to submit its five-year CIP based on Measure A revenue projections. Additionally, the local jurisdictions are required to submit a Maintenance of Effort (MOE) certification consistent with adopted MOE guidelines and participate in the MSHCP and in the local agency's respective TUMF program, as applicable. Amendments to CIPs are processed administratively for minor changes that do not affect the total programmed amount or are within budget levels. Significant changes require Commission approval. State Funding STI P/RIP/II P Proposition 1B provided funding for STIP projects and other bond program categories such as CMIA, TCIF, and State Local Partnership Program (SLPP). However, with the expiration of these Proposition 1B programs, the STIP remains unsteady without the identification of a new fund source dedicated to transportation improvements or an increase in the gasoline tax. This year Commission staff will continue to deliver projects programmed in the STIP and work with local agencies to ensure that bond funds are allocated and expended by the respective deadlines. Staff will also be involved with the development and implementation of current and future ATP cycles, working with the CTC, Caltrans, SCAG, and regional transportation planning agencies to ensure projects in the County are successful in this funding program. SB821 SB821 projects are funded by 2% of LTF revenues; the expenditures under this program are included in the LTF special revenue fund, which is reflected in the Public and Specialized Transit Department since this fund's activities related primarily to transit funding. The biennial Call for Projects was released in February 2017 and the amount available for programming in FY 2017/18 is approximately $3,467,800. Federal Funding CMAQ STP, and TAP/ATP The Commission is responsible for allocating CMAQ and STP funds to transportation projects in the County. The Commission selects and approves CMAQ funds and STP funds through a call for projects in addition to programming funds for Measure A projects. The Commission delegates the selection of projects for CMAQ funds apportioned to the Salton Sea Air Basin to CVAG. In 2007 the Commission approved 25% of future CMAQ and STP funds for grade separation projects in FYs 2007/08 through 2015/16. In January 2014 the Commission approved projects through a multi -funding call for projects, which included 18 CMAQ projects in Western County totaling $56 million and 10 STP projects countywide totaling $63 million. Through SB99 and AB101 the State developed the ATP, which consolidated federal and state funding that traditionally funded bicycle and pedestrian projects. The ATP is administered by the CTC and is designed to encourage increased use of active modes of transportation such as biking and walking. Staff has been involved with the development of the guidelines and participates in workshops and through the Regional Transportation Planning Agencies (RTPAs) group to represent the County's best interest for each programming cycle. Project Monitoring The high demand for reporting and monitoring the progress of projects is essential to prevent funds from lapsing. The department's project database, Fundtrack, allows for efficient monitoring of project schedules and funding. Local agencies have been provided access to project information as well as the capability to update their respective project information in a timely manner. During FY 2017/18 Fundtrack will be updated to improve functionality, compatibility with other external databases, and reporting capabilities. The Planning and Programming Department provides assistance to the Capital Project Development and Delivery Department and local agencies by participating in regular project delivery team meetings and preparing and submitting requests for authorization (RFA)/allocation of federal and state funding. In addition, staff monitors allocation and award deadlines, expenditures, project closeouts, and inactive projects of federal and state funded projects to prevent loss of funds. Regional Issues The Commission's work effort will remain focused on facilitating ongoing commitments as well as being responsive to various emerging issues relating to freight/goods movement. These include regional and statewide issues regarding freight movement that traverses the southern California region. The Commission will continue working with partners from the Southern California Consensus Group (Ports, Alameda Corridor Transportation Authority, Alameda Corridor East Construction Authority, SBCTA, OCTA, Los Angeles County Metropolitan Transportation Authority, LA Metro, Ventura County Transportation Commission, SCAG, and SCRRA) regarding goods movement issues. Recently the Commission coordinated with legislative staff and advocacy groups such as Mobility-21, and SHCC to secure funding through the FAST Act for goods movement -related needs such as the funding of Alameda Corridor East grade separations in the County. A direct result of this effort nationally was authorization of $10.8 billion in funding dedicated to freight and goods movement; $6.3 billion will be available through an existing formula based on current apportionment data and $4.5 billion will be allocated pursuant to a merit -based, multimodal competitive grant program. At its January 2017 meeting, the Commission approved a consultant contract to conduct a Regional Truck Study to evaluate a logistics -related regional fee, which could set a fee on new distribution center warehouses based on the size of the facility. Fees collected would help pay for road improvements that are impacted by these developments. The results of the study will be forwarded to the Commission for review and action. Department Goals Build upon relationships with local, state, and federal agencies to coordinate short- and long-range planning to ensure that transportation projects receive funding and approvals. (Policy Goals: Mobility, Environmental Stewardship, Intermodalism & Accessibility) Objectives: • Work with CVAG, WRCOG, Caltrans, transit operators, local agencies, and SCAG to coordinate project amendments to the RTP and/or FTIP. • Provide the Commissioners information to assist in advocating Commission projects. • Continue CETAP intra-county corridor work. • Continue working with the RCA to implement the MSHCP. • Maintain maximum flexibility in project selection for FAST Act or state fund sources to serve the diverse needs of the County. Continue to seek a stronger role for county transportation commissions in state and regional transportation and air quality programs in order to direct funding for programs and projects that will improve air quality, mobility, and the economy in the County. (Policy Goals: Mobility, Environmental Stewardship) Objectives: • Support efforts to seek additional funding at the local, state, and federal levels for projects and planning efforts. • Support ongoing efforts to regulate federal emission sources. • Support efforts that allow more flexibility in funding transit operating and capital costs. Develop a countywide long-range transportation plan to serve as a guide for decision making and as input to SCAG's next RTP/SCS. Objectives: • Obtain consultant services to develop and prepare the Commission's first Long -Range Transportation Plan (LRTP). • Direct consultant work on development of the 10-year Delivery Plan. • Provide LRTP information to SCAG for next RTP/SCS. Support local, regional, and state planning efforts in cooperation with SCAG, WRCOG, CVAG, Caltrans, and local agencies including, but not limited to, implementation of the CMP, transportation and air quality modeling updates/upgrades, corridor or focused area studies, development of active transportation plans or any planning related to the implementation of the RTP/SCS. (Policy Goal: Mobility, Environmental Stewardship, System Efficiencies) Objectives: • Work with Caltrans and local agencies to review project alternatives that include travel demand management or integration of mode choices as required by the federal CMP for programming of federal STP and CMAQ funds • Continue working with Caltrans to monitor traffic conditions for the purpose of focusing transportation funds on congested corridors and system deficiencies. • Work with local agencies, WRCOG, CVAG, and transportation and interest groups in developing project applications for ATP, state CAP and trade, and SCAG planning funds. Continue to advocate for jobs/housing balance and attracting high income jobs to the County in addition to addressing intercounty congestion. (Policy Goal: Economic Development) Objectives: • Participate in ongoing studies and activities to improve the job market and housing demand in Riverside County. • Support the County interests pertaining to transportation planning as population, job, and housing forecasts are developed by SCAG and the State and are consistent with those forecasted at local levels. • Support efforts by local agencies to provide transportation improvement projects that will attract jobs. Maintain Fundtrack project database and support of SCAG regional database to allow for efficient monitoring of projects and funding obligations with the ability to share project information with local jurisdictions. (Policy Goals: Communications, Financial & Administration) Objectives: • Maintain a consultant contract to upgrade, manage and host the Commission's web -based project management database. • Work with SCAG and other county transportation commissions to refine and maintain the SCAG regional FTIP database including updates to the regional transportation model. • Coordinate with Caltrans to assure database compatibility and promote information sharing including timely reporting of fund obligation information. Ensure maximum funding and flexibility for projects funded with STIP-RIP, Proposition 1B, ATP, and federal FAST Act funds. (Policy Goals: Mobility, Goods Movement) Objectives: • Participate in statewide efforts to implement projects and fully utilize all available state funds. • Advocate that regions that program local and federal funds to replace state funding or advance an allocation due to state budget issues (or limited allocation capacity) be given high priority for repayment or in future programming in the next STIP programming cycle. • Participate in various state and federal forums to increase funding levels, streamline programming and allocation processes, and provide flexibility in obligating funds. • Support efforts advocating the continuation and protection of state transportation funding and the payback of loans taken from state transportation accounts. • Advocate that RIP county share reserves receive priority programming over counties that advance shares. • Continue to strategically program and fund projects to meet local, state, and federal goals and to obligate and/or allocate funds in an expeditious manner for the maximum use of all available funding. • Participate in Southern California Programming Roundtable meetings to ensure that 100 percent of federal obligation authority (OA) for CMAQ and STP funding is obligated within the SCAG region. " P a r t i c i p a t e a t C T C a n d C a l t r a n s f o r u m s i n p r e p a r i n g a n d e v a l u a t i n g A T P p r o j e c t s f o r t h e s t a t e w i d e a n d M P O f u n d i n g p r o g r a m s . " C o n t i n u e t o m o n i t o r p r o j e c t i m p l e m e n t a t i o n t h r o u g h t h e u s e o f m i l e s t o n e r e p o r t i n g o n a q u a r t e r l y b a s i s t o m a i n t a i n m a x i m u m f u n d i n g l e v e l s f o r p r o j e c t s a n d p r e v e n t l o s s o f f u n d s t o t h e C o u n t y . " M o n i t o r a n d i n f l u e n c e t h e d e v e l o p m e n t o f t h e N a t i o n a l F r e i g h t N e t w o r k r e q u i r e d u n d e r F A S T A c t . " A d v o c a t e t o i n c r e a s e f u n d i n g t o r e g i o n s b a s e d o n F A S T A c t d i s t r i b u t i o n l a n g u a g e . P r o v i d e s u p p o r t t o t h e C o m m i s s i o n ' s C a p i t a l P r o j e c t D e v e l o p m e n t a n d D e l i v e r y a n d F i n a n c e d e p a r t m e n t s t o m a i n t a i n p r o j e c t f u n d i n g a n d s c h e d u l e s a n d m i n i m i z e p r o g r a m m i n g i s s u e s . ( P o l i c y G o a l s : M o b i l i t y , F i n a n c i a l & A d m i n i s t r a t i o n ) O b j e c t i v e s : " P r o v i d e i n p u t t o t h e b u d g e t d e v e l o p m e n t p r o c e s s . " A t t e n d r e g u l a r m e e t i n g s w i t h t h e C a p i t a l P r o j e c t s D e v e l o p m e n t a n d D e l i v e r y D e p a r t m e n t . " S e r v e i n a n o v e r s i g h t r o l e r e g a r d i n g p r o j e c t r e p o r t i n g , i n v o i c i n g , a n d c l o s e - o u t s . " C o o r d i n a t e p r o j e c t R F A / O A p a c k a g e s . " M o n i t o r p r o g r e s s o f p r o j e c t m i l e s t o n e s a n d R F A s a s t h e y a r e p r o c e s s e d t h r o u g h C a l t r a n s h e a d q u a r t e r s a n d F H W A . " P r e p a r e C T C a l l o c a t i o n r e q u e s t s , e x t e n s i o n s , a n d a m e n d m e n t s f o r S T I P a n d P r o p o s i t i o n 1 B f u n d e d p r o j e c t s . P r o v i d e a s s i s t a n c e t o l o c a l a g e n c i e s i n r e v i e w i n g f u n d i n g g u i d e l i n e s a n d g r a n t a p p l i c a t i o n s , a n d f a c i l i t a t e a l l o c a t i o n a n d o b l i g a t i o n p r o c e s s e s r e q u i r e d f o r p r o j e c t d e l i v e r y . ( P o l i c y G o a l s : M o b i l i t y & C o m m u n i c a t i o n s ) O b j e c t i v e s : " C o n t i n u e c o o r d i n a t i o n o f T A C m e e t i n g s . " P r o v i d e i n f o r m a t i o n r e g a r d i n g p r o j e c t p r o g r a m m i n g d a t a , i n c l u d i n g f u n d i n g s t a t u s , t o p r o j e c t s p o n s o r s o n a q u a r t e r l y b a s i s . " P r o v i d e l o c a l a g e n c i e s w i t h r e c o m m e n d a t i o n s o n p r o j e c t p r o g r a m m i n g t o m i n i m i z e u n n e c e s s a r y r e q u i r e m e n t s a n d d e l a y s . " U p o n r e q u e s t , a t t e n d l o c a l a g e n c y p r o j e c t d e l i v e r y t e a m m e e t i n g s t o p r o v i d e a d v i c e o n p r o g r a m m i n g i s s u e s . " M e e t r e g u l a r l y w i t h C a l t r a n s l o c a l a s s i s t a n c e s t a f f t o m o n i t o r p r o j e c t s u b m i t t a l s a n d r e s o l v e p r o j e c t i m p l e m e n t a t i o n a n d o b l i g a t i o n i s s u e s . " A s s i s t l o c a l a g e n c i e s i n r e v i e w i n g a n d p r e p a r i n g g r a n t a p p l i c a t i o n s , a i r q u a l i t y c o n f o r m i t y , R F A s , S T I P s u b m i t t a l s , a n d i n a c t i v e r e p o r t i n g j u s t i f i c a t i o n s . C o n t i n u e t o w o r k w i t h s t a t e a n d f e d e r a l a g e n c i e s t o s t r e a m l i n e p r o c e s s e s f o r f u n d i n g a n d p r o j e c t a p p r o v a l s . ( P o l i c y G o a l s : M o b i l i t y , E n v i r o n m e n t a l S t e w a r d s h i p & C o m m u n i c a t i o n s ) O b j e c t i v e s : " M a i n t a i n r e l a t i o n s h i p s w i t h k e y s t a f f a t r e g i o n a l , s t a t e , a n d f e d e r a l a g e n c i e s . " P a r t i c i p a t e i n S C A G ' s N a t i o n a l F r e i g h t G a t e w a y C o l l a b o r a t i o n t o d e f i n e a s y s t e m t h a t m e e t s t h e r e g i o n ' s l o n g - t e r m m o b i l i t y , s a f e t y , e n v i r o n m e n t a l , a n d e n e r g y n e e d s i n c l u d i n g d e v e l o p i n g a b r a n d s p e c i f i c t o g o o d s m o v e m e n t p r o j e c t s i n s o u t h e r n C a l i f o r n i a . " I d e n t i f y p r o b l e m a t i c a r e a s w i t h p r o j e c t d e l i v e r y a n d / o r p r o g r a m m i n g a n d w o r k w i t h s t a t e / f e d e r a l l o b b y i s t s t o d e v e l o p s o l u t i o n s f o r s t r e a m l i n i n g a n d c l a r i f y i n g p r o c e s s e s u n d e r F A S T A c t . " P a r t i c i p a t e i n r e g i o n a l , s t a t e , a n d f e d e r a l f o r u m s a d d r e s s i n g i s s u e s r e l a t e d t o p r o j e c t p r o g r a m m i n g , i m p l e m e n t a t i o n , a n d a i r q u a l i t y c o n f o r m i t y . As a result of goods movement funding available under the FAST Act, determine where future efforts regarding addressing the County goods movement issues would prove most effective. (Policy Goal: Goods Movement). Objectives: Work with CTC and Ca!trans on FAST ACT Freight Guidelines and CUFC/CRFC corridors in Riverside County. • Identify drivers of demand for goods movement services and performance of modal systems and services as well as public benefits, specific areas of inefficiency, and the impacts of goods movement on communities. • Review the Commission's 2017 Grade Separation Companion Study and work with consultant to evaluate and refine criteria to maximize funding from future competitive funding cycles. • Review progress of remaining TCIF-funded projects. Facilitate public and private investments in clean air technology in support of the broader air quality programs for SCAG, SCAQMD, and the County local entities. (Policy Goal: Environmental Stewardship) Objectives: • Work with SCAG, AQMD, CARB, and academia in monitoring GHG emission reduction from light trucks and automobiles through the implementation of the 2016 RTP/SCS. • Provide input and comments on guidelines developed by CARB, AQMD, and other state agencies regarding the implementation of AB32/SB375 and SB743 CEQA implementation. • Actively participate on the MSRCs TAC to ensure equitable funding is available in support of capital projects within the County. • Work with local agencies in identifying projects that can compete for state Cap and Trade funding programs. Submit grant applications for Cap and Trade funding for three grade separation projects at McKinley Street, Jurupa Road, and Hargrave Street. Planning and Programming Performance/Workload Indicators FY 15/16 Estimated FY 15/16 Actual FY 16/17 Estimated FY 17/18 Projected Federal projects monitored for obligation authority delivery 34 19 25 18 Active Transportation Program projects monitored for allocation 23 18 20 11 TUMF Regional Arterial projects monitored for implementation/expenditures 11 4 4 4 TUMF agreements/amendments 2 3 4 2 MARA projects monitored for implementation/expenditures 6 6 4 3 MARA agreements/amendments 3 3 1 1 RTP/FTIP amended projects 85 477 * 188 176 STIP/Proposition 1B programming, allocations, amendments, and extensions for Commission projects/local agency projects 5 6 30 27 *includes 389 projects included in the 2017 FTIP Rail Mission Statement: "To develop and support passenger rail transportation options for increased mobility within Riverside County and the region." Chart 40 — Rail Projects and Operations 74% Expenditures Transfers Out 3% Salaries and Benefits 2% Professional Costs 12% Support Costs 9% Rail expenditures of $37,448,000 include Metrolink operations and capital support as well as maintenance and operations of the nine Commission -owned and operated commuter rail stations (Table 58). Salaries and benefits reflect an 8% net decrease due to the allocation of FTEs, offset by a 4% pool for merit -based salary increases. Professional costs, which include legal and consultant services, have decreased 4% due to a reduction in on -call rail consultants who support rail grants applications, management, and oversight and perform service planning and modeling for the Coachella Valley -San Gorgonio Pass corridor rail service. Support costs include station maintenance, media ads, printing services, and marketing incentives. Projects and operations expenditures of $27,659,700 decreased 15% compared to the previous year's budget and includes station construction planning and development for the Coachella Valley -San Gorgonio Pass corridor rail service and an operating contribution of up to $20,000,000 to SCRRA for Metrolink operations, which includes the PVL service. The Commission's commuter rail program intends to utilize existing mechanisms within Metrolink to assess and monitor operations and budget performance. Program operations relate primarily to station operations, and engineering and construction expenditures relate to the Coachella Valley -San Gorgonio Pass corridor rail service. The "next generation" rail feasibility study is included in special studies. Capital outlay reflects a 48% increase and is due to a series of station related improvement projects and an increase in SCRRA Metrolink capital needs. Transfers out of $948,500 relate to administrative costs to the General Fund. Table 58 - Rail Expenditure Detail FY 15/16 FY 16/17 FY 16/17 FY 17/18 Dollar Percent Actual Revised Budget Projected Budget Change Change Salaries and Benefits $ 704,000 $ 926,300 $ 925,800 Professional Costs Legal Services 90,300 171,000 165,000 Professional Services - General 1,143,300 4,521,800 1,674,900 Total Professional Costs 1,233,600 4,692,800 1,839,900 Support Costs 1,416,700 2,862,300 2,094,100 Projects and Operations Program Operations 1,823,100 4,240,800 2,513,900 Engineering 250,000 Construction 4,109,200 100,000 Special Studies 750,000 200,000 Operating and Capital Disbursements 14,708,500 23,191,300 18,760,700 Total Projects and Operations 16,531,600 32,541,300 21,574,600 Capital Outlay 80,200 61,000 21,000 Transfers Out TOTAL Rail Maintenance and Operations $ 19,966,100 $ 41,083,700 $ 26,455,400 $ 848,700 175,000 4,327,500 4,502,500 3,398,600 2,850,500 250,000 4,009,200 550,000 20,000,000 27,659,700 90,000 948,500 S 37.448.000 $ (77,600) -8% 4,000 2% (194,300) -4% (190,300) -4% 536,300 19% (1,390,300) -33% 0% (100,000) -2% (200,000) -27% (3,191,300) -14% (4,881,600) -15% 29,000 48% 948,500 N/A $ (3,635,700) -9% Rail Staffing Summary Position FY 15/16 FY 16/17 Administrative Assistant 0.14 0.11 Capital Projects Manager 0.02 0.00 Chief Financial Officer 0.05 0.03 IT Administrator 0.00 0.00 Deputy Executive Director 0.01 0.01 Executive Director 0.01 0.01 Facilities Administrator 1.00 1.00 Management Analyst 1.01 1.00 Multimodal Services Director 0.43 0.45 Procurement Analyst 0.34 0.45 Procurement Manager 0.26 0.25 Project Delivery Director 0.07 0.20 Public Affairs Manager 0.00 0.10 Rail Manager 1.00 1.00 Senior Administrative Assistant 0.02 0.02 Senior Management Analyst 0.17 0.00 FTE 4.53 4.63 FY 17/18 0.15 0.00 0.02 0.02 0.11 0.05 0.94 1.00 0.40 0.18 0.18 0.15 0.20 1.00 0.02 0.07 4.49 Department Budget Overview —Rail Operations Department Description The Commission has directed efforts in the areas of regional commuter rail, intercity passenger rail, high speed rail, and capital improvements to support enhanced passenger and freight rail service. The entire program includes elements of planning, programming, commuter and intercity rail development and support, station and corridor management, mitigation of community and environmental impacts, legislative and regulatory advocacy, and construction of capital projects. Many elements are managed or supported by other Commission departments, legal counsel, and consultants. Departmental efforts contributing to the rail program are found throughout the budget document. Coordination and consultation also occur with a variety of public and private entities including the California State Transportation Agency, CTC, Caltrans, California Public Utilities Commission, California High Speed Rail Authority (CHSRA), FRA, FTA, Amtrak, environmental agencies, the University of California, transit providers, SCAG, WRCOG, CVAG, San Diego Association of Governments, LOSSAN Rail Corridor Agency, local governments, private freight railroads, businesses, and property owners. The Commission participates in the ongoing funding and governance of Metrolink through SCRRA, a joint powers authority consisting of the RCTC of Riverside, San Bernardino, Orange, Los Angeles, and Ventura counties. The Commission holds two voting positions on SCRRA's eleven -member board. The role of chairman rotates between the member agencies every two years; the Commission's representative will be in that position for calendar years 2017 and 2018. Commission staff serves on the five -county TAC which negotiates service and funding levels, based upon the County's established priorities. The TAC provides technical assistance, coordination between various SCRRA and Commission departments, and linkages to local communities. Of the seven commuter rail lines operated by Metrolink, three routes consisting of the Riverside, Inland Empire - Orange County (IE0C), and 91/PVL directly serve Western County. Unlike the other SCRRA member agencies, the Commission owns and operates the commuter rail stations serving the County: Riverside Downtown, Jurupa Valley—Pedley, Riverside —La Sierra, West Corona, North Main Corona, Riverside —Hunter Park/University of California at Riverside (UCR), Moreno Valley —March Field, Perris -Downtown, and Perris -South (Chart 41). The Riverside Downtown Operations Control Center (RDOCC), located at the west end of the Riverside Downtown station, provides monitoring of closed circuit televisions (CCTV) at the stations as well as facilities for train crews. Layover track facilities are located at the Riverside Downtown and Perris -South stations; however, the layover facilities are maintained by SCRRA. Station operation and maintenance costs are included in the Rail Department budget with services currently coordinated by the Capital Projects Development and Delivery Department through the Facilities Administrator. New and ongoing construction projects at these stations are described in the Capital Project Development and Delivery Department. Chart 41— Riverside County Metrolink Station Locations Riverside County Metrolink Service l _ � Jurupa Valley Eastvale � Corona - West ® Station Norco Jurupa Valley Pedley Station a l '4 ► 4-1 Riverside 44ft Riverside Downtown Station Riverside- Moreno Valley/ La Sierra Station March Field Corona • North Station Station 9, Corona oG "P <(` Lake 9y �'S'1 Matthews 0F a� Perris - Downtown c'o °o Station 0 RCTC Stations 1++++ Metrolink Line a� RIVERSIDE CO. Moreno Valley Perris Perris • South Station Canyon del Lake ake ems Menifee In addition to Metrolink, the Commission participates in the governance of the LOSSAN Rail Corridor which is a 351-mile network through a six -county coastal region in southern California and is the second busiest intercity passenger rail corridor in the United States (Chart 42). The LOSSAN Rail Corridor Agency is a joint powers authority originally formed in 1989 that works to increase ridership, revenue, capacity, reliability, coordination, and safety on the coastal rail line between San Diego, Los Angeles, and San Luis Obispo. The Commission is the newest voting member of the 11-member Board of Directors composed of elected officials representing rail owners, operators, and planning agencies along the rail corridor. In recent years, LOSSAN has gained more local control over the management and coordination of the southern California rail services. The Commission is involved to promote travel options and connections for our residents and to be engaged in decisions impacting the rail track rights the Commission purchased for commuter rail service. Commission staff also participates in the TAC that provides technical assistance, service planning, and coordination between various agencies to improve customer service. Chart 42 — Southern California Passenger Rail System Map SANTA BARRARA courAre PACIFIC C Passenger Roil Malian • Amtrak Pocirrr Surfliner © Merrellnk O COASTER © SPRINTER flight Roil) Passenger Roil Service - Amhek Pacific Swfliner Metrelink Ventura County Lime - Metrolink Antelope Volley Line - Metrolink San Bernardino Line - Metrolink Riverside line - Metrolink 91 Line - Metralink Orange County Line Metrolink Inland 014:34e- Orange County Line - COASTER - SPRINTER Right Roll) Key Assumptions A4ntrakCulikornie.com GoNCTD mw nwrcdnkhom, com Southern California Passenger Rail SYSTEM MAP On' * N Y a* ac Y.- r ▪ , r rAMMiN M *a■ Y Y „ o" oo Ord ° o. ve tOS ANi r�5 � 1 o• 0 5 10 15 20 30 40 MileS RIVERSIDE COUNTY SAN DIEC,C: COUNTY • Metrolink's preliminary FY 2017/18 budget is adopted by the Commission and SCRRA. In the event that additional funds are needed during the budget year, a mid -year budget adjustment will be presented to the Commission for approval. • Ridership and fare revenues continue to grow slightly on the Riverside, IEOC, and 91/PVL. • The 91/PVL extension will be continuing to grow ridership and provide additional options for the County's commuters. • LOSSAN will continue to demonstrate its effectiveness with local control, and the Commission will be an active voting member in the process. Accomplishments • Implemented an optimized 91/PVL service to maximize the benefit of the nine available train slots to Los Angeles. This included a mid -year schedule adjustment and added shuttle service to better service the Riverside Downtown employment centers. • Expanded marketing efforts to establish a ridership base for the PVL and other routes serving Riverside County. • Actively participated as voting member on the LOSSAN board. • Continued efforts to manage the security guard contractor to provide protection of Commission assets and a sense of safety and security for riders. Major Initiatives Over the last 24 years, more than $125 million in capital improvements have been made in developing stations and securing access to support the Commission's commuter rail services operations. The PVL project and related projects added over $250 million more in investment in commuter rail. The PVL construction, including four new commuter rail stations were completed and service began in June 2016. Unlike the other SCRRA member agencies, the Commission owns and maintains the commuter rail stations serving the County. A general description of each of the Commission -owned rail station facilities is presented in Chart 43. Chart 43 — Commission -Owned Rail Station Facilities In Service Location Dare Size Transit Services Primary Features Riverside Downtown (P244001) 4066 Vine Street. Riverside June 1993 26.5 Rail: 91/PVL 2 platforms with 4 boarding tracks .otr.7:!:. ' 7'h'T '�' 'LET: �-- acres IEOC Line 4 parking lots (1,240 spaces) Riverside Line Enclosed pedestrian bridge, elevators, stairwells Amtrak Bus: RTA OmniTrans SunLine Amtrak Mega Bus Jurupa Valley-Pedley (P244002) 6001 Pedle Road, Jurupa Valley June 1993 4.5 Rail: Riverside Line Platform with boarding track �- --- . acres Bus: RTA Parking lot (288 spaces) Q r %. Riverside -La Sierra (P244003) 10901 Indiana Avenue, Riverside October 24.69 Rail: 91/PVL Platform with 2 boarding tracks 1995 acres IEOC Line Parking lot (1,065 spaces) 1 c Bus: RTA Enclosed pedestrian bridge, elevators, stairwells 7/1 ti iA West Corona (P241004) 155 South Auto Center Drive, Corona October 5.49 Rail: 91/PVL Platform with 2 boarding tracks 1995 acres IEOC Line Parking lot (564 spaces) •-;:: • Bus: RTA Enclosed pedestrian bridge, elevators, stairwells Corona Cruiser North Main Corona (P241006) 250 East Blaine Street, Corona November 6.72 Rail: 91/PVL Platform with 2 boarding tracks — 2002 acres IEOC Line Parking lot (579 spaces) Bus: RTA Parking structure (1,000 spaces) ' Corona Cruiser Enclosed pedestrian bridge, elevators, stairwells Location i� Service Date She Transit Services Primary Features Perris -Downtown (P244010) 121 South C Street, Perris June 2016 5.5 Rail: 91/PVL Platform with boarding track mg -A, s 1 Pe° a sO1�" (bus transit acres Bus: RTA Parking lot (444 spaces) center opened 2010) Riverside -Hunter Park/OCR (P244020) 1101 Marlborough Avenue, Riverside June 2016 9.35 Rail: 91/PVL Platform with boarding track `, '_ ,-,. _1 MONTER PARR LICR acres Bus: RTA Parking lot (528 spaces) Moreno Valley/March Field (P244021) 14160 Meridian Parkway, Riverside June 2016 14.47 Rail: 91/PVL Platform with boarding track ......1_; .- I MORENO acres Bus: RTA Parking lot (476 spaces) Amtrak Stairwell Perris -South (P244022) 1304 Case Road, Perris June 2016 40.57 Rail: 91/PVL Platform with boarding track .. iv SOUTH PERRIS acres Bus: RTA Parking lot (907 spaces) Amtrak Riverside Downtown Operations Control Center (P244024) 4344 Vine Street, Riverside April 2016 3,000 N/A CCTV operations center square Offices and meeting rooms feet Station maintenance includes property management, utilities, grounds maintenance, repairs, cleaning, and security services at the Commission -owned rail stations, including the RDOCC. Through FY 2015/16 station operating costs were primarily funded with LTF Western County rail allocations. As a result of the new PVL service, the LTF allocations will be used for Metrolink operating contributions and 2009 Measure A Western County rail funds will be used for station maintenance going forward. Table 59 summarizes the rail station maintenance costs. Table 59 - Rail Station Maintenance Summary FY 15/16 FY 16/17 FY 16/17 FY 17/18 Actual Budget Projected Budget Equipment Maintenance $ 461,000 $ 691,800 $ 277,300 and Repairs Grounds Maintenance 343,300 1,001,800 830,800 and Repairs Utilities and Support 322,300 949,500 804,100 Property Management 622,700 936,400 477,600 and Operations Security 1,502,400 2,367,300 2,008,900 Improvements 85,200 61,000 21,000 $ 669,600 1,064,700 1,579,400 288,800 2,538,000 90,000 Total Expenditures $ 3,336,900 $ 6,007,800 $ 4,419,700 $ 6,230,500 Department Goals —Rail Operations Improve utilization and increase efficiency of commuter rail lines serving the County. (Policy Goals: System Efficiencies, Intermodalism & Accessibility) Objectives: • Support improved Metrolink system safety and security initiatives. " I m p l e m e n t e n h a n c e d s a f e t y a n d s e c u r i t y f e a t u r e s a t a l l s t a t i o n s . " W o r k w i t h M e t r o l i n k s t a f f t o i n c r e a s e p a t r o n a g e o n t h e C o u n t y l i n e s , i n c l u d i n g t h e 9 1 / P V L . " C o n t i n u e t o w o r k w i t h M e t r o l i n k a n d m e m b e r a g e n c i e s t o e x p a n d s e r v i c e o n M e t r o l i n k l i n e s w i t h i n c r e a s e d t r a i n f r e q u e n c i e s . " C o o r d i n a t e w i t h M e t r o l i n k s t a f f t o d e v e l o p f u t u r e s e r v i c e p l a n s t h a t b e s t m e e t t h e n e e d s o f t h e C o u n t y ' s r e s i d e n t s . " C o n t i n u e t o m o n i t o r M e t r o l i n k ' s f i n a n c i a l p e r f o r m a n c e t o e n s u r e t h e C o u n t y ' s t r a n s p o r t a t i o n f u n d s a r e u s e d e f f i c i e n t l y a n d r e s p o n s i b l y . M a x i m i z e o p p o r t u n i t i e s f o r p u b l i c u s e o f r a i l - r e l a t e d i n v e s t m e n t . ( P o l i c y G o a l : I n t e r m o d a l i s m & A c c e s s i b i l i t y ) O b j e c t i v e s : " S u p p o r t t r a n s i t o p e r a t o r e f f o r t s t o e x p a n d a v a i l a b i l i t y a n d u s e o f c o n n e c t i n g t r a n s i t i n o r d e r t o i m p r o v e a c c e s s a n d r e d u c e d e m a n d o n p a r k i n g c a p a c i t y ; c o s t s a s s o c i a t e d w i t h t r a n s f e r s a r e c u r r e n t l y r e i m b u r s e d t o t h e t r a n s i t o p e r a t o r s b y t h e C o m m i s s i o n a n d a r e b u d g e t e d . " B u i l d o u t t h e R i v e r s i d e - L a S i e r r a S t a t i o n w i t h a d d i t i o n a l b u s b a y s a n d p a r k i n g t o a l l o w f o r m o r e c o m m u t e r b u s e s a n d p a r k a n d r i d e o p p o r t u n i t i e s . " E x p l o r e t r a c k r i g h t s o p p o r t u n i t i e s . " E x p a n d o p p o r t u n i t i e s w i t h t h e C o m m u t e r A s s i s t a n c e P r o g r a m ' s p a r k a n d r i d e o p e r a t i o n s f o r t h e d e s i g n a t i o n o f s p e c i f i c c a r / v a n p o o l / b u s p o o l p a r k i n g a t c o m m u t e r r a i l s t a t i o n s w i t h a v a i l a b l e c a p a c i t y . T h e r e i s a s i g n i f i c a n t p a r k i n g l o t a n d t r a n s i t c e n t e r e x p a n s i o n f o r t h e R i v e r s i d e L a S i e r r a S t a t i o n t h a t w i l l b e i n c o n s t r u c t i o n t h i s y e a r . " E x p a n d o p p o r t u n i t i e s f o r i n t e r l i n e t r a v e l t h r o u g h c o o r d i n a t i o n o f s c h e d u l e s w i t h L O S S A N a n d A m t r a k i n t e r c i t y t r a i n s , s u c h a s t h e S u n s e t L i m i t e d , a n d o t h e r M e t r o l i n k l i n e s , i n c l u d i n g e n c o u r a g i n g j o i n t t i c k e t i n g o p t i o n s . I m p l e m e n t e n e r g y e f f i c i e n t s y s t e m s a n d g e n e r a t e r e v e n u e t o o f f s e t m a i n t e n a n c e c o s t s o f r a i l p r o p e r t i e s . ( P o l i c y G o a l s : E n v i r o n m e n t a l S t e w a r d s h i p , F i n a n c i a l & A d m i n i s t r a t i o n ) O b j e c t i v e s : " E x p l o r e t r a c k r i g h t s o p p o r t u n i t i e s a n d p o t e n t i a l f o r j o i n t d e v e l o p m e n t o p p o r t u n i t i e s a t s t a t i o n s . " E x p l o r e t h e i n s t a l l a t i o n o f c e l l p h o n e t o w e r s a s a r e v e n u e s o u r c e t o o f f s e t o p e r a t i n g c o s t s , i n c l u d i n g t h e d e v e l o p m e n t o f t h e J u r u p a V a l l e y P e d l e y s t a t i o n c e l l t o w e r p r o j e c t . " E x p l o r e a d d i t i o n a l r e v e n u e p o t e n t i a l a t t h e r a i l s t a t i o n s . " E v a l u a t e a l t e r n a t i v e a n d e m e r g e n c y p o w e r s y s t e m s . D e p a r t m e n t B u d g e t O v e r v i e w R a i l D e v e l o p m e n t I n o r d e r t o e x p a n d p a s s e n g e r r a i l o p t i o n s t h r o u g h o u t t h e C o u n t y , t h e C o m m i s s i o n c o n d u c t s f e a s i b i l i t y s t u d i e s t o a s s e s s t h e v i a b i l i t y o f c o m m u t e r r a i l e x p a n s i o n . I n t h e p a s t t h e C o m m i s s i o n c o m p l e t e d t h e c o m m u t e r r a i l f e a s i b i l i t y s t u d y t h a t e x a m i n e d t h e v i a b i l i t y o f e x t e n d i n g M e t r o l i n k c o m m u t e r r a i l s e r v i c e l a r g e l y w i t h i n e x i s t i n g r a i l r i g h t o f w a y . T h e C o m m i s s i o n a p p r o v e d t h e s t u d y a n d r e c o m m e n d e d a d v a n c e d s t u d y o f e x t e n s i o n s o n t h e S a n J a c i n t o B r a n c h L i n e ( S J B L ) t o H e m e t / S a n J a c i n t o a n d M u r r i e t a / T e m e c u l a . T h e n e x t p h a s e o f A l t e r n a t i v e s A n a l y s i s f o r t h e s e c o r r i d o r s w i l l b e p u r s u e d i n f u t u r e y e a r s . T h e C o m m i s s i o n ' s s t r a t e g i c a s s e s s m e n t w a s c o m p l e t e d i n J a n u a r y 2 0 1 6 a n d p r o v i d e s a p a t h f o r w a r d t h a t w i l l r e q u i r e t h e d e v e l o p m e n t o f a " n e x t g e n e r a t i o n " r a i l f e a s i b i l i t y s t u d y w h i c h i s u n d e r d e v e l o p m e n t . S i g n i f i c a n t p l a n n i n g e f f o r t s a r e a l s o u n d e r w a y t o e x p l o r e i n t e r c i t y p a s s e n g e r r a i l s e r v i c e t o t h e C o a c h e l l a V a l l e y - S a n G o r g o n i o P a s s c o r r i d o r . S a n J a c i n t o B r a n c h L i n e T h e C o m m i s s i o n h o l d s t i t l e t o a n d m a n a g e s t h e 3 8 - m i l e S J B L ( C h a r t 4 4 ) a n d s e v e r a l a d j a c e n t p r o p e r t i e s , p r e s e r v e d f o r f u t u r e p a s s e n g e r r a i l s e r v i c e . B N S F h o l d s t h e f r e i g h t r i g h t s i n t h e c o r r i d o r , p r o v i d i n g s e r v i c e t o l o c a l s h i p p e r s , a n d p e r f o r m s m a i n t e n a n c e o n t h e l i n e . Chart 44 — San Jacinto Branch Line San Jacinto Branch Line Moreno Valley w+� San Jacinto Branch Line Perris Valley Line Service Area Perris Valley Line Project The PVL was substantially completed in September 2016, and operations commenced in June 2016. The construction project was a 24-mile extension of the 512-mile of Metrolink commuter rail system. It extended the existing Metrolink 91 Line, which provides service between Riverside and Downtown Los Angeles via Fullerton. There are timed connections to the other routes out of the Riverside Downtown station. The project included the construction of four passenger stations at Riverside —Hunter Park/UCR, Moreno Valley/March Field, Perris - Downtown, and Perris -South; construction of a park -and -ride lot at each of the four new stations, totaling approximately 2,250 parking spaces; and a layover facility at Perris -South for vehicle storage and servicing. The hours of operation are from 4:30 a.m. to 8:00 p.m. on weekdays with no scheduled service yet on weekends. The service will have 12 trains a day between Perris -South and Riverside Downtown with connections to IE0C and Riverside line trains as well. COACHELLA VALLEY- SAN GORGONIO PASS CORRIDOR RAIL SERVICE In recent years the Commission has also focused attention on the creation of intercity passenger rail service between the Coachella Valley, the Pass Area, Riverside, and the Los Angeles basin through advocacy efforts with state, federal, and local government entities and negotiation with the freight railroads. The Commission was able to ensure the corridor was prominently featured in the updated 2013 California State Rail Plan. In May 2013 the Caltrans Division of Rail completed the first phase of a planning study and initial alternatives analysis for the rail corridor. This planning study was very supportive of the potential for a viable service, and future studies can expand on this by determining ridership demand and better cost estimates. Caltrans also included an updated project description and analysis of the Coachella Valley -San Gorgonio Pass corridor rail service in the latest state rail plan, which was approved by the California State Transportation Agency on September 5, 2013. The next update is scheduled for 2018 and initial drafts include the Coachella Valley Service as an integral part of future growth. Since its inclusion of the project into the State Rail Plan, the Commission has taken the lead on the planning elements required of the project in order to secure additional funding and project approvals at various state and federal levels. The Commission established a MOU with CVAG for its cooperation on the planning as well as funding through a new TDA bus/rail split for the Coachella Valley. This agreement also included the application of Proposition 1B funds toward the initial phase 1 analysis which includes public outreach, development of the project Purpose and Need Statement and the development of the Preliminary Alternatives Analysis Report. As part of this effort, the Commission secured a letter of agreement with Caltrans for its cooperation and modeling support. The phase 1 including the Alternatives Analysis was completed and approved by the FRA. In the July 2010 Federal Register notice on High -Speed Intercity Passenger Rail (HSIPR) program, it clearly outlines the planning process needed to be eligible for HSIPR funds. This process identifies the need for a SDP with the following requirements: • Clearly demonstrate the purpose and need; • Analyze alternatives for the proposed passenger rail service; • Identify the alternative that best meets the purpose and need; • Identify the discrete capital projects required; and • Demonstrate the operational and financial feasibility. To continue the development of this project, the Commission partnered with Caltrans and successfully applied for and was awarded a $2,900,000 FRA grant to complete the corridor study's SDP. This was the only rail corridor in the country that was awarded these planning grant funds. Staff has worked through the multiple agreements needed in order to utilize this funding in coordination with the FRA and Caltrans. The environmental process needed for the NEPA documentation will be led by a highly qualified consulting firm capable of conducting both the SDP and the NEPA documentation in order to expedite project development. This project will be ongoing and is incorporated in the FY 2017/18 budget. The Commission has created an annual SRTP for the Coachella Valley -San Gorgonio Pass corridor rail service project. As the result of the many studies performed to date by both CVAG and the Commission, it was determined that using state -supported intercity trains presents the best alternative for developing service along the corridor. The 141-mile trip between Los Angeles and the Coachella Valley would cross four counties (Chart 45). Stops and station locations are yet to be determined. Due to the trip length and time of approximately three hours, Amtrak -style service with larger seats and food service would be more appealing to the riders. In addition, the service would operate over UP and BNSF tracks, and, in general, Amtrak has a greater ability to initiate service over freight railroads based on a national agreement. The initial service plan would be for two daily round trips along the corridor. The approved Alternative Analysis recommended a preferred alignment. Chart 45 — Coachella Valley -San Gorgonio Pass Corridor Rail Service — Proposed Alternative •' as. 1 ‘16° No uuc' :V;115 0 Ji171 tl vi.awai. -Yo dm Full non Ana'i l sn re �:5;1 �3,i 7:13111114 S911411 Aian. tW8enardlnnl Fontana [Man 'y___LPma Linda NT o' • [orana If‘% $arm 1 7-77C 'side vile 410_ Palm Springs.\ NM° 4an Cal eu cn.0.il.Y 3:1il.dJil.5Uilld !� mnm esndm9.. , Calm n Desert Hot Wilms LEGEND Alternative 1 - Potential 55ations PSPi� usand Palms 11%� s S111iI1'1 Palm D n Indlanti adlo T Wells Wil la Oulna eoarneiia� Them a etnMmlG u� Rancho age In MItilE1 1 dio M High Speed Rail The Commission continues to play a proactive role in the development of a statewide, high speed passenger rail system, including routing of the backbone corridor through the Inland Empire with possible stations in the Riverside/Corona and Murrieta/Temecula areas. With the passage of Proposition 1A in November 2008, there is a proposed funding mechanism to move the state high speed rail project forward. The CHSRA has begun work on a project level environmental assessment and corridor alignment study for the section between Los Angeles and San Diego via the Inland Empire. The Commission has directed the review to include an alignment alternative along I- 15 for analysis. The Commission has entered into a MOU to be supportive in the development of this high speed rail project and is participating in the Southern California Inland Corridor Group meetings. The Commission actively contributed to the development of the supplemental Alternatives Analysis efforts. Work on this effort has slowed down with the release of the latest business plan that extends the development of this Phase II section from Los Angeles to San Diego via the Inland Empire to beyond 2030. The Commission signed a MOU along with the other southern California transportation entities and SCAG to commit $1 billion in unallocated Proposition 1A funds for early investment to be spent locally for rail transportation improvement projects. Key Assumptions • Progress on the development of the Coachella Valley -San Gorgonio Pass corridor rail service will continue. Accomplishments • Completed first operational year of PVL service. • Completed the Alternatives Analysis for the Coachella Valley -San Gorgonio Pass corridor rail SDP. • Initiated Phase II of the Coachella Valley -San Gorgonio Pass corridor rail project and environmental efforts. • Conducted additional public scoping outreach for the Coachella Valley -San Gorgonio Pass corridor rail project. Major Initiatives During FY 2017/18, the Commission will continue progress on the Coachella Valley -San Gorgonio Pass corridor rail project's SDP and environmental work. Additionally, the Commission will develop the "next generation" rail feasibility study to evaluate future growth opportunities for passenger rail service in the County. Department Goals —Rail Development Identify and plan for capital improvements necessary to increase the scope, appeal, and reliability of commuter rail operations. (Policy Goals: Mobility, Intermodalism & Accessibility, Financial & Administration) Objectives: • Build ridership on the 91/PVL. • Explore passenger rail options and conduct detailed studies on the Coachella Valley -San Gorgonio Pass corridor. • Evaluate high speed rail plans and programs and look for opportunities for early investment that benefit existing passenger rail services. • Evaluate future rail needs as part of the "next generation" rail feasibility study. Maintain efforts with local agencies, other southern California counties, and the state and federal governments to expand intercity passenger rail service into the County and the Coachella Valley. (Policy Goals: Mobility, Intermodalism & Accessibility) Continue to monitor the state efforts in the creation of a high speed passenger rail system along an Inland Empire alignment through coordination with state and local agencies. In addition, continue to identify and advocate for high speed rail funding to be spent on beneficial local rail projects in the County. (Policy Goals: Mobility, Intermodalism & Accessibility) Rail Performance/Workload Indicators FY 14/15 Actual FY 15/16 Actual FY 16/17 Estimated FY 17/18 Projected Average daily ridership on existing commuter lines • Riverside Line 3,896 4,387 4,489 3,781 • IE0C Line 4,571 4,421 4,428 4,794 • 91/PVL 2,514 2,600 2,619 2,914 Farebox recovery ratio • Riverside Line 52.8% 47.7% 43.2% 43.4% • IE0C Line 35.3% 33.4% 30.0% 30.0% • 91/PVL 41.2% 27.7% 21.6% 23.9% Public and Specialized Transit Mission Statement: "To coordinate the operation of all public transportation services within the County with a goal toward promoting compliance and improving mobility as well as program efficiency and effectiveness between transit operators. To maintain and improve, as resources allow, mobility options to meet travel needs of seniors, persons with disabilities, and persons of limited means to enhance quality of life through innovative solutions and better coordination of existing services." Chart 46 — Public and Specialized Transit Transfers Out_ 17% Salaries and Benefits 0% Projects and Operations 83% Expenditures Public and specialized transit uses are budgeted at $146,994,200 for FY 2017/18, as presented in Table 60, and consist primarily of capital projects and operations costs as well as transfers out to Commission funds for administration, planning, and rail purposes. LTF disbursements consist of transit operating and capital allocations to public transit operators of $83,180,000; bicycle and pedestrian facilities allocations to cities and the County of $4,000,000; and planning and administration allocations to other agencies of $807,000. STA disbursements of $21,320,000 are for bus capital purposes in Western County, Coachella Valley, and Palo Verde Valley. Transfers out comprise $18,000,000 for rail operations; $2,000,000 for grade separations; $2,640,000 for planning; $1,537,300 for administration; and $226,800 for Coachella Valley rail operations and capital. The LTF and STA transit allocations reflect the use of $23,200,000 and $10,812,300 in fund balances, respectively. Measure A disbursements include $2,800,000 for Western County specialized transit funding of the third year of the 2015 three-year call for projects. The majority of other Measure A disbursements relates to other Measure A public transit programs: $800,000 for Western County Consolidated Transportation Service Agency (CTSA) allocations, $5,000,000 for Coachella Valley public and specialized transit, and $3,990,600 for Western County intercity bus services. The Western County allocations are disbursed monthly to RTA, the major transit provider in the Western County, while the Coachella Valley allocation is disbursed monthly to SunLine, the major transit provider in the Coachella Valley. Table 60 - Public and Specialized Transit Expenditure Detail FY 15/16 Actual FY 16/17 Revised Budget FY 16/17 FY 17/18 Projected Budget Dollar Change Percent Change Salaries and Benefits Professional Costs Legal Services Audit Services Financial Advisory Professional Services - General Total Professional Costs Support Costs Projects and Operations Operating and Capital Disbursements Transfers Out TOTAL Public and Specialized Transit $ 369,400 $ 4,300 73,000 121,300 198,600 45,800 70,990,800 23,151,500 $ 94,756,100 $ 307,500 $ 303,000 1,000 37,600 15,200 143,200 197,000 54,200 1,000 38,000 14,000 143,700 196,700 48,200 114,844,600 86,850,400 23,794,000 21,788,400 139,197,300 $ 109,186,700 Public and Specialized Transit Staffing Position Administrative Assistant Chief Financial Officer Executive Director Management Analyst Multimodal Services Director Procurement Analyst Senior Management Analyst Transit Manager FT E Department Budget Overview Department Description Summary FY 15/16 0.07 0.07 0.00 0.99 0.19 0.01 0.00 1.00 $ 415,500 14,000 20,000 15,000 171,300 220,300 56,700 121,897,600 24,404,100 S 146.994.200 FY 16/17 0.06 0.02 0.00 1.00 0.25 0.00 0.00 1.00 2.33 2.33 $ 108,000 35% 13,000 (17,600) (200) 28,100 23,300 2,500 7,053,000 610,100 $ 7,796,900 1300% -47% -1% 20% 12% 5% 6% 3% 6% FY 17/18 0.05 0.03 0.01 1.00 0.22 0.00 0.02 1.00 2.33 The Measure A specialized transit program provides a valuable service to the community by serving the needs of residents, mainly seniors and persons with disabilities, whose transportation needs are not met by traditional services. Specialized transit operations are typically administered by social service and nonprofit agencies. The Commission awards Measure A funds for specialized transit through a competitive call for projects. The 2013 two- year Call for Projects was completed in 2015. Through the existing 2015 three-year Call for Projects, Measure A funds will be utilized by projects until June 30, 2018. In July 2012, Congress passed the Moving Ahead for Progress in the 21st Century (MAP-21) two-year reauthorization bill which authorized federal funding for public transportation programs. This legislation restructured prior funding by consolidating several grant programs, revising project eligibility, and amending funding allocation requirements from discretionary to a formula -based process. Significant changes in MAP-21 included the end of both JARC and New Freedom as distinct programs. JARC-type projects are now eligible activities under the rural (Section 5311) and urban (Section 5307) funding provisions. New Freedom type projects for seniors and people with disabilities are now allowable under the Section 5310 program. Under the new long-term transportation bill, FAST Act, signed into law on December 4, 2015, JARC and New Freedom type projects will continue to be eligible activities that can be supported with the Section 5311 and 5310 funding. Following a competitive call for projects, funding through the consolidated FTA Section 5310 program administered by Caltrans was provided to nonprofit transportation and social service agencies and public operators (under special circumstances) for the purchase of capital equipment as well as operations. Eligible activities include transportation projects for finance planning, capital, and operating costs that support the development and maintenance of transportation services designed to transport welfare recipients and eligible low-income individuals to and from jobs and activities related to their employment. These activities also include transportation projects that facilitate the provision of public transportation services from urbanized areas and rural areas to suburban employment locations including vanpool programs. Additional activities include: • Former New Freedom activities — improvements that exceed the requirements of the Americans with Disabilities Act (ADA); • Public transportation projects to improve access to fixed -route transit; • Public transit projects expressly designed for seniors and people with disabilities, where transit is insufficient, inappropriate or unavailable; and • Alternatives to public transportation that assist seniors and people with disabilities. Eligibility for the above federal funds requires recipients to comply with all federal coordinated planning requirements in accordance with MAP-21 and the new FAST Act provisions. Projects selected for funding must be derived from a locally -developed Coordinated Plan and must be developed through a process that includes representatives of the public, private, and nonprofit transportation and human service providers. In January 2015, the Commission approved 18 large urbanized area projects and four small urbanized projects using federal FY 2012/13 and 2013/14 Section 5310 program funds. A total of $2.6 million was approved for large urban areas and $287,000 was approved for small urban areas. Caltrans released the award recommendations in May 2015, and CTC adopted the final list of funded projects in June 2015. In January 2017 Caltrans issued a new three-year term call for projects using the FY 2014/15, FY 2015/16 and FY2016/17 available funding. Projects will be funded fully with federal funds using Transportation Development Credits (Toll Credits) as matching funds. The Commission is responsible for short-range transportation planning and programming within the county. Planning includes the development of the countywide SRTPs for eight public transit operators consisting of the cities of Banning, Beaumont, Corona, and Riverside; SCRRA's Metrolink commuter rail; Palo Verde Valley Transit Agency; RTA; and SunLine. The Commission assists in coordinating the annual development, review, and approval of the operator SRTPs as well as allocates Measure A, LTF, STA, and FTA Sections 5307, 5311 transit funding resources to public transit programs. New federal funds, 5337 (State of Good Repair grant program), and 5339 (bus and bus facilities) are administered directly by SCAG with the sub -allocation to individual agencies determined by the Commission through the SRTP process. The Commission is responsible for the disbursement of Measure A, LTF, and STA funds, while federal transit funds are administered by the FTA. In partnership with the County's transit operators, the Commission coordinates the allocation of available Proposition 1B transit (capital and security) funding and ensures that proposed projects meet the mobility needs of the County. Proposition 1B funds are annually appropriated by the legislature and used for transit related capital purchases, infrastructure/facility improvements, and security enhancements. The County's operators annually have applied for Proposition 1B funds since FY 2007/08; however, the release of funds is contingent upon available proceeds from bond sales. The 10-year state bond program deposited $4 billion in the Public Transportation, Modernization, Improvement and Service Enhancement Account (PTMISEA) and $1 billion deposited in the Transit System Safety, Security and Disaster Response Account (TSSSDRA). It has provided significant revenue for major construction and capital transit projects in the county. However, this bond funding was available only through the end of FY 2016/17, however, any remaining fund balance will continue to be programmed by operators through FY 2017/18. In June 2015, first year of LCTOP funding allocations under the CARB's Cap and Trade Program were awarded to Riverside County transit operators. The Commission coordinated the preparation and submission of transit projects to Caltrans. This program intends to support operating and capital transit projects that reduce carbon emissions and improve mobility with a priority on serving disadvantaged communities. The State Controller's Office appropriated $25 million statewide to the LCTOP in FY 2014/15 and is expected to appropriate $75 million annually beginning FY 2015/16. Riverside County's share, approximately $2.7 million in FY 2015/16 will support the construction of RTA's UCR Mobility Hub, station upgrades for the Commission's new PVL to encourage active transportation, and installation and operation of a solar energy system in Palo Verde Valley. Funds will also be used to increase service frequency on selected bus routes that operate in disadvantaged communities in the Coachella Valley and city of Beaumont. The county's share of the FY2016/17 allocation significantly decreased to $1.2 million. These funds will be applied for and programmed by operator during the FY 2017/18. The Commission has public transit operator oversight and fiduciary responsibilities to ensure that annual fiscal audits and a state triennial performance audit are conducted in accordance with TDA regulations. The Commission is also charged with annually reviewing public transit operator activities and recommending potential productivity improvements to lower operating costs. To ensure that specialized transit allocations are expended and required service goals are met in accordance with funding agreements, the Commission engages audit firms to perform certain agreed -upon procedures for the Measure A specialized transit funding recipients, some of which also received Section 5310, JARC, and New Freedom funds. Key Assumptions • LTF, STA, and Measure A disbursements are based on projected budgetary allocations but may be adjusted after the Commission approves actual allocations in July 2017. • Fluctuating LTF and Measure A sales tax revenues will continue to require efforts to streamline operating expenses by all operators while maintaining efficiency and quality of service. • Transit Vision, adopted by the Commission in June 2008, established a 25% allocation of 2009 Measure A Western County specialized transit funds to the RTA as the CTSA for Western County. Accomplishments • Oversaw the successful second -year implementation of the ongoing specialized transit services resulting from the 2015 3-year Measure A Call for Projects funding allocation process. • Assisted in the implementation of 29 capital projects awarded to ten successful County recipients of funding under federal FY 2012/13 and FY 2013/14 FTA Section 5310 program. Projects were derived from the locally - developed Coordinated Plan. • Incorporated the FY 2014/15 Proposition 1B PTMISEA account funds with transit capital funding sources following Caltrans' release of program funding covering a three-year period for FY 2014/15 through FY 2016/17. • Approved allocation of FY 2016/17 Proposition 1B TSSSDRA funds for eligible transit safety and security projects identified by transit operators following release of program funding and guidelines by the California Office of Emergency Services. • Completed the 2016 Coordinated Plan Update that reflects new service plans and opportunities resulting from five workshops and one transit needs public hearing held in different areas of the County including unincorporated areas of Mecca and North Shore in eastern Riverside County. • Incorporated FY 2014/15 and FY 2015/16 LCTOP formula funds with transit operating and capital funding sources following the Caltrans release of program funding. • Completed the TDA Triennial Performance Audit of the Commission and seven County transit operators covering FY 2012/13 through FY 2014/15 using an outside auditor. Major Initiatives The Commission has long demonstrated a strong commitment to assist in the mobility of those with specialized transit needs. Through its 1989 Measure A specialized transit program, the Commission provided millions of dollars to public and nonprofit transit operators for the provision of special transit services to improve the mobility of seniors and persons with disabilities. Along with support of traditional dial -a -ride services, the Commission supports innovative programs that provide transit assistance in hard to serve rural areas or for riders having very special transit needs. The riders, many frail and elderly, have come to depend on these services that provide a higher level of assistance than can be provided by the public transit providers and/or operate in areas not served by public transit. As a result of the 2009 Measure A, these specialized transit programs will continue through 2039. In June 2017, 17 programs in Western County completed its second year of specialized transit services under the 2015 Measure A Call for Projects. As identified in the Coordinated Plan, the specialized transit projects approved for funding will require implementation and continuous performance monitoring through June 2018. Department Goals Provide timely information to the public regarding Commission -implemented projects and support public relations activities of Measure A funded programs by grant recipients. (Policy Goal: Communications) Objective: • Produce and distribute public information materials as needed including press releases, flyers, brochures, marketing materials, and newspaper ads. In addition, staff will also leverage the 1E511 traveler information system in order to more fully market the availability of specialized transit programs. Allocate Measure A specialized transit and federal funds to support services that will maintain and/or enhance mobility by alleviating transportation barriers for seniors, persons with disabilities, and the truly needy. (Policy Goals: Mobility, lntermodalism & Accessibility, Financial & Administration) Objectives: • Monitor performance of specialized transit grant recipients through analysis of their monthly performance reports. • Support the consolidated FTA Section 5310 and 5307 (under MAP-21 and FAST Act) grant processes to improve mobility for seniors, persons with disabilities and individuals of limited means by working with Caltrans, public operators, and social service agencies to ensure a competitive process statewide for the allocation of federal transportation dollars for social service programs. • Provide technical assistance and program support to agencies offering specialized transit programs to ensure the maximum benefit of funding for improved mobility for seniors, persons with disabilities, and individuals of limited means. Coordinate the operation of all public transportation services within the County with a goal toward promoting program efficiency and harmony between transit operators as outlined in state law. (Policy Goals: Mobility, System Efficiencies, lntermodalism & Accessibility, Financial & Administration) Objectives: • Review transit planning, resource allocation, and service implementation policy requirements including appropriate coordination of commuter rail, intercounty and intercity bus, local bus and paratransit, and social service transportation services to ensure convenient service for passengers. • Implement recommendations resulting from the TDA-mandated triennial performance audits of the Commission and the seven County bus transit operators. • Assure the ongoing effectiveness of the SRTP process and work with the County's eight transit operators to assure productivity and efficiency as well as compliance with the productivity improvement program. • Coordinate regional transit connections among commuter rail, buses, and paratransit services to ensure convenient service for passengers. • Monitor transit operators' quarterly capital grants reports. • Monitor transit operators' performance through analysis of their quarterly performance reports using the TransTrack computer -based tracking program. • Continue initiative working with the transit operator partners in providing connecting bus services to the new PVL stations. Continue to provide staff resources to assist and support the coordination of transit services within the County and throughout the State. (Policy Goals: Mobility, System Efficiencies, lntermodalism & Accessibility, Communications) Objectives: • Participate and influence intercounty discussions between Riverside, Orange, San Diego, and San Bernardino counties regarding the enhancement of intermodal options. This includes additional transit services (rail and express bus) and rideshare services. • Regularly participate in meetings that focus on the coordination of transit services, such as the California Association for Coordinated Transportation, SunLine's Access Committee, RTA's ADA Committee, the Riverside County Foundation on Aging Board of Directors, Riverside Regional Coalition, and the Commission's Citizens Advisory Committee/Social Service Transportation Advisory Council. • Continue the development of a marketing and distribution network for communicating specialized transit mobility options to seniors, the disabled, and persons of limited means. Public and Specialized Transit Performance/Workload Indicators FY 15/16 Estimated FY 15/16 Actual FY 16/17 Estimated FY 17/18 Projected SRTPs submitted by operators and reviewed 9 9 9 9 SRTP amendments 2 2 3 3 Specialized Transit grants awarded 17 17 17 17 One-way trips provided by Measure A funded projects 115,000 96,730 103,952 111,945 One-way trips provided by FTA Section 5310 funded projects 0 94,213 93,464 95,000 One-way trips provided by JARC & New Freedom funded agencies 160,000 40,909 26,634 0 One-way trips reimbursed through the Western County Transportation Reimbursement and Information Project by Measure A funded projects 100,000 59,302 38,570 39,600 One-way trips reimbursed through the Western County Transportation Reimbursement and Information Project by FTA Section 5310 0 43,757 98,910 99,500 Transit tickets provided through the Transportation Access Program 65,000 74,818 70,000 91,019 Clients served through Blindness Support Services 34 58 54 54 Unique persons served through Vetlink 211 Services 1,590 1,599 1,930 2,600 Commuter Assistance Mission Statement: "To actively work to improve the commuter experience by promoting multimodal transportation options through the use of continually advancing technology, employer partnerships, user incentives, and meaningful community engagement." Chart 47 — Commuter Assistance Transfers Out 34 Expenditures Salaries and Benefits 5% Professional Costs 10% Support Costs 3% Projects and Operations 48% Commuter Assistance expenditures total $5,066,000, which represents a 41% increase from last year's budget (Table 61) due to anticipated start-up costs for a new rideshare transit (RTA) service and incentive program. Salaries and benefits of $259,800 reflect a 5% net decrease due to a change in FTE allocations, offset by a 4% pool for merit -based salary increases. Professional costs of $499,300 have increased 7% over the prior year due to assessment and implementation of new service and incentive enhancements. Support costs of $152,400, which include mail and printing services, communications, and other office expenditures, have decreased 25%. Projects and operations expenditures of $2,456,500 consist of park and ride lease payments of $150,000; regional transportation consultant services totaling $1,800,000 to manage and implement the program; and commuter incentives and subsidies vouchers valued at $456,500. Reimbursements from SANBAG for rideshare services provided by the Commission are included in revenues to offset a portion of these expenditures. Transfers out include $1,500,000 for a transit incentive project in western county and $198,000 for administrative costs. Table 61— Commuter Assistance Uses Detail FY 15/16 FY 16/17 FY 16/17 FY 17/18 Dollar Percent Actual Revised Budget Projected Budget Change Change Salaries and Benefits $ 298,700 $ 273,100 $ 267,000 $ 259,800 $ (13,300) -5% Professional Costs Legal Services 11,500 25,000 3,800 25,000 O% Financial Advisory 7,600 7,600 7,600 - O% Professional Services - General 321,100 432,400 466,700 466,700 34,300 8% Total Professional Costs 332,600 465,000 478,100 499,300 34,300 7% Support Costs 9,100 204,400 151,200 152,400 (52,000) -25% Projects and Operations Program Operations 2,008,200 2,645,000 2,369,300 2,456,500 (188,500) -7% Transfers Out 159,500 1,698,000 1,698,000 N/A TOTAL Commuter Assistance $ 2,808,100 $ 3,587,500 $ 3,265,600 $ 5,066,000 $ 1,478,500 41% Commuter Assistance Staffing Summary Position FY 15/16 FY 16/17 Commuter and Motorist Assistance Manager 0.87 0.90 Deputy Executive Director 0.00 0.00 IT Administrator 0.00 0.00 Management Analyst 0.57 0.25 Multimodal Services Director 0.27 0.20 Procurement Analyst 0.01 0.05 Procurement Manager 0.01 0.02 Senior Administrative Assistant 0.06 0.05 Senior Management Analyst 0.00 0.00 FTE 1.79 1.47 Department Budget Overview Department Description FY 17/18 0.60 0.02 0.01 0.30 0.30 0.05 0.05 0.05 0.03 1.41 While much of the Commission's work is focused on increasing transportation infrastructure and capacity, there is significant value in ensuring that the transportation systems are used efficiently. To help foster more efficient use of these systems, the Commission's Commuter Assistance Program seeks to encourage the County constituents and commuters to make a mode -shift decision away from single occupancy vehicle commuting and into alternative modes of transportation such as a riding a bus or train, carpooling, vanpooling, walking, bicycling, or telecommuting. The Commuter Assistance Program seeks to efficiently influence driver behavior by fostering a mode -shifting decision at both the employer and commuter levels via the following methods: • The provision of employer services to foster the implementation of employer -based mode -shift and rideshare programs; • The use of incentives both for beginning and then maintaining a mode-shift/rideshare arrangement; • Public information services including the dissemination of personalized commute options and traveler information to educate commuters of all travel options available and to foster congestion avoidance behavior when traveling; and • Leverage technology to deliver easy -to -use online resources and tools to more efficiently serve employer partners, their employees, and all other commuters. The Commission's Commuter Assistance Program was implemented as a specific requirement under Measure A to address congestion mitigation. While ridesharing has a beneficial impact on air quality, first and foremost, it is a strategy to improve mobility through increased use of alternative modes of transportation. Key Assumptions • The Commission will continue to contract with a consulting firm to administer an Inland Empire Commuter Assistance Program with regional reach. • Maintaining its long-term partnership with the Commission, SBCTA will contract with the Commission to manage and implement a "sister" Commuter Assistance Program for its residents and employers in San Bernardino County. Accomplishments • Enhanced the IE Commuter rideshare system with new on-line resources and tools (new employee transportation coordinators (ETCs) dashboard interface, real time Rideshare Week pledge activity, and marketing resources) for employers to more effectively manage employee commute information and market rideshare within its organizations'. • Improved operational efficiencies by migrating several manual/paper processes to online functionality, including incentive applications, approvals and fulfillment. Consolidated information services toll -free numbers, added phone analytics and reporting and realized additional cost -savings implementing voice-over- internet-protocol (VOIP) technology. • Supported RCTC, SBCTA transportation and Metrolink rail and transit initiatives by staffing commuter/rider events at Inland Empire Metrolink stations and incorporating project information into public outreach activities and communication channels. • Coordinated new rider events at 91/PVL stations to provide first time Metrolink and transit riders with an escorted trip on the 91/PVL service and RTA's new shuttle service connecting riders from the Riverside Downtown Metrolink station to downtown Riverside in an effort to encourage employees to change their mode of transportation for their commute. • Rideshare Week participation metrics far exceeded those of neighboring regions. • Refreshed the report card program for both program participants and employer partners which translates individual or worksite rideshare participation into money saved, congestion reduced, and emissions reduced. This outreach is intended to recognize rideshare efforts and to motivate participants to continue ridesharing and/or grow employer program participation. • Continued leases for park and ride facilities with the following locations: Canyon Community Church of the Nazarene (Corona), Living Truth Christian Fellowship (Corona), Corona Friends Church (Corona), Tom's Farms (Corona), Lake Elsinore Market (Lake Elsinore), Lake Elsinore Outlets (Lake Elsinore), Shepherd of Life (Lake Elsinore), The View Church (Menifee), Promise Lutheran Church (Murrieta), Orchard Christian Fellowship (Temecula), and the United Methodist Church (Temecula). Major Initiatives A cornerstone of the Commuter Assistance Program is its continued partnership among commuters, employers, and government. The partnership, based on voluntary efforts, makes a collective difference in increasing the efficiency of the County's transportation system —local roads, freeways, commuter rail, and public bus. The combined effort results in less congestion, decreased vehicle miles traveled, and improved air quality. The major initiatives to continue these partnerships and efforts in FY 2017/18 are described below. Restructure Commuter Incentives: A shared characteristic of behavior change initiatives is the success of incentives to affect positive change regardless of whether those incentives are financial, recognition, or simply bragging rights. The Commuter Assistance Program will continue exploring cost-effective incentives such as the ability to earn a tier of virtual commuter badges as well as mode -specific incentives to its long history of incentives for trying ($2/day) and continuing to (Rideshare Plus) rideshare. Significant investments have been made to provide new transportation options such as the 91/PVL and 91 Express Lanes in Riverside County. The Commuter Assistance Program will refine incentive options with a focus on the adoption of higher density modes of transportation such as transit (bus and rail) specifically and vanpools or 3+ carpool arrangements. The Commuter Assistance Program will also reach out to coordinate with Orange County employers at the destination of RTA's new commuter express bus service as well as support the agency's mobile ticketing app research, expected to include a "wallet" for earned commute incentives. Maximize Employer Partnerships: Given that the highest percentage of rideshare arrangements is formed at work sites, voluntary employer participation is critical to address congestion and air quality goals; employers are the conduit to directly influence their employees' personal transportation choices. The ongoing success of the core Western County rideshare program is a testament to the significance of employer partnerships in the program's success. However, the prior economic downturn created a corporate culture of doing more with less. Many ETCs feel spread too thin to commit to offering a rideshare program. Delivery of value-added services and tools to make the ETC's job easier is a critical motivation to continue the partnerships and develop new ones. Expand with New Market Development: As previously stated, the primary go -to -market strategy has been to leverage employer partnerships with larger employers (250+) to cost effectively access commuters or end -user employees. While this channel has historically proven to be efficient over the years, it results in a rather limited base of commuters compared to the potential. Therefore, in addition to maximizing the number of employer partners and maximizing rideshare participation within those employers, a business to consumer strategy will continue to be phased in to expand the awareness and consideration of rideshare options. Support Multimodal Travel: In addition to ridematching, information services, and incentives to facilitate ridesharing, the Commuter Assistance Program also provides park and ride facilities to support ridesharing efforts. The last Caltrans park and ride facility in the County was built in 1999. The Commission leases park and ride spaces from property owners to supplement the network of park and ride spaces in the County. A continued focus for FY 2017/18 will be to increase the number of spaces leased and coordinate with ridesharers and transit and rail partners to identify areas where the lease program can help support car/vanpool arrangements as well as facilitate transit connections. Department Goals Operate a cost-effective Commuter Assistance Program within the County that results in a demonstrable reduction in single occupant vehicle trips, thus assisting with congestion mitigation and improving air quality. (Policy Goals: Mobility, System Efficiencies, Environmental Stewardship) Objectives: • Leverage Commuter Assistance Program resources to support outreach and transportation demand management objectives of major Commission projects, including but not limited to, the 91/PVL and 91 Express Lanes. • Continue to enhance the IE Commuter user experience with ongoing improvements in functionality and services offered through the website and launch of a new IE Commuter mobile application. • Continue to offer short-term incentives for commuters to try a transportation mode other than driving alone. • Continue to provide a rewards program for long-term ridesharers to encourage their continued use of alternative modes of transportation. • Implement new transit focused incentives to support the agency's investments in transit infrastructure and operations. Ensure the effectiveness of the Commuter Assistance Program through program analysis and recurring assessments of participation and retention of ridesharers. The Commission will continue to look for ways to pare program costs without impacting service delivery or participation. • Increase participation and use of on-line service by employer partners to reduce administrative costs. • Optimize the number of park and ride spaces leased and address gaps in the system. Ensure the coordination of ridesharing programs throughout the Inland Empire and the southern California region. (Policy Goals: System Efficiencies, Intermodalism & Accessibility, Financial & Administration) Objectives: • Continue to administer a "sister" Commuter Assistance Program in San Bernardino County on a contract basis, thus expanding the reach and effectiveness of commuter programs throughout the Inland Empire area. • Continue to provide leadership with regard to the ongoing operation, maintenance, and enhancement of the bi-county ridematching system with regional reach. • Assess the feasibility of implementing and maintaining a regional National Transit Database vanpool incentive program. Strategically broaden the reach of the program to encourage the use of alternative transportation modes amongst all travelers and continue to grow the core target base of employers and their employees. (Policy Goals: System Efficiencies, Communications) Objectives: • Develop and support on-line resources and tools for employers to more effectively manage and market their organizations' rideshare programs. • Continue the dissemination of the report card program for both program participants and employer partners that translate individual or worksite rideshare participation into money saved, congestion reduced, and emissions reduced. • Publicize the participation of local employers in the Commuter Assistance Program through various media options. Commuter Assistance Performance/Workload Indicators FY 15/16 Estimated FY 15/16 Actual FY 16/17 Estimated FY 17/18 Projected Number of one-way single occupant vehicle trips reduced as a result of Rideshare Incentives 70,000 144,000 150,000 150,000 Number of Rideshare Plus Rewards Members 4,200 2,371 3,000 3,150 Number of incoming 1-866-RIDESHARE telephone calls 1,900 5,026 5,500 5,500 Number of services provided by IE Commuter to support employer trip reduction efforts at worksites: • Employer worksites requesting survey services 125 118 125 130 • RideGuides produced 18,000 14,202 15,000 15,750 Motorist Assistance Mission Statement: "To improve safety, reduce congestion, and enhance access to traveler information for motorists through the provision of a comprehensive motorist aid system." Chart 48 — Motorist Assistance Transfers Out 21% Expenditures Salaries and Benefits 3% Professional Costs 9% Support Costs - 5% NN_Projects and Operations 62% Motorist Assistance expenditures and uses are budgeted at $6,001,400, a decrease of 14% compared to the prior year budget (Table 62) due to completion of 91 Project construction FSP services and call box upgrade project. Salaries and benefits reflect an increase of 25% due to FTE allocations and a 4% pool for merit -based salary increases. Professional costs of $518,000 reflect a decrease of 30% due to reductions in 1E511 operational costs, and support costs of $298,900 decreased $620,400, or 67%, due to completion of the call box reduction effort, optimizing the program footprint and number of call boxes to support and maintain. Reimbursement from SBCTA for half of all 1E511 related expenditures is included in revenues. Budgeted expenditures for program operations include $3,200,000 in towing contract costs for the FSP program. Projects and operations costs have decreased 7% due to decrease in construction FSP activity. Transfers out represent SAFE matching funds of $1,083,600 for FSP services and a $173,900 allocation for administrative costs. Table 62 — Motorist Assistance Uses Detail FY 15/16 FY 16/17 FY 16/17 FY 17/18 Dollar Percent Actual Revised Budget Projected Budget Change Change Salaries and Benefits $ 92,300 $ 163,600 $ 163,400 Professional Costs Legal Services 16,600 32,500 35,500 Professional Services - General 422,500 711,900 495,300 Total Professional Costs 439,100 744,400 530,800 Support Costs 232,900 919,300 680,100 Projects and Operations Program Operations 3,395,200 4,016,200 3,555,000 Transfers Out 944,600 1,108,900 701,300 TOTAL Motorist Assistance $ 5,104,100 $ 6,952,400 $ 5,630,600 $ 204,000 35,500 482,500 518,000 298,900 3,723,000 1,257,500 $ 6,001,400 $ 40,400 25% 3,000 9% (229,400) -32% (226,400) -30% (620,400) -67% (293,200) -7% 148,600 13% $ (951,000) -14% Motorist Assistance Staffing Summary Position FY 15/16 FY 16/17 Commuter and Motorist Assistance Manager 0.13 0.10 IT Administrator 0.00 0.00 Management Analyst 0.40 0.69 Multimodal Services Director 0.10 0.07 Procurement Analyst 0.03 0.05 Procurement Manager 0.02 0.01 Senior Management Analyst 0.00 0.00 FTE 0.68 0.92 Department Budget Overview Department Description FY 17/18 0.40 0.02 0.70 0.08 0.05 0.05 0.06 1.36 As a SAFE, the Commission is responsible for providing a motorist aid system for the County. This system is comprised of three components: 1) the 1E511 traveler information system, 2) FSP, and 3) call boxes. The 1E511 system is a telephone, website, and mobile app-based service that delivers real-time traffic information, including incidents and travel times, bus and rail trip planning, and rideshare information. The FSP program clears debris in freeway lanes and assists stranded motorists on the most congested Riverside County freeways by towing, changing flat tires, and temporarily taping cooling system hoses at no charge to the motorists. FSP service is also provided in construction zones through separate funding agreements with Caltrans and Commission -funded construction projects to help mitigate congestion. The call box system allows motorists to call for assistance in the event of a mechanical breakdown, accident, or other emergency on the freeway. Key Assumptions • In partnership with regional county transportation partners, the Commission will transition from a locally provided 1E511 system to a regional southern California 511 solution. • The FSP will continue as long as state funding support is available. • Tow truck contractor costs for the nine existing FSP beats are based on Commission -approved contracts. • The call box system program will continue to serve as a "safety -net" for stranded motorists in the County. • Annual call box maintenance costs are based on a flat -fee contract based on the number of call box units. • Current percentage levels of vandalism, knockdowns, and miscellaneous repairs to call boxes will remain consistent with the past year. Accomplishments • Provided traveler information service through the 1E511 system to support more than 39,000 monthly IE511.org web visits and 19,000 monthly 1E511 phone calls. • Upgraded call box technology and optimized call box program footprint from a total of 680 to 250 call boxes, in response to declining demand and continued proliferation of cell phone usage, resulting in a more cost effective lifeline program for motorist. In addition, the system was seamlessly transitioned to a different service provider with more favorable coverage and rates. • Achieved one of the highest benefit -to -cost ratio statewide for FSP in the latest statewide FSP Management Information System Report. • Continued the "cost recovery" program for call box knockdowns in an effort to collect reimbursements from motorists involved in accidents that damage Commission property. Major Initiatives Since 2010, the Commission, along with its partner, SBCTA, has operated, maintained, and enhanced the 1E511 system which includes a website interface and an interactive voice response (IVR) telephone system that serves Riverside and San Bernardino counties residents and commuters. While the system has served local commuters garnering an average of 39,000 monthly web visits and 19,000 monthly calls, plus 50,000 mobile app downloads, the program will transition to a regional and more cost effective 511 solutions in partnership with local southern California transportation agencies. Major Motorist Assistance initiatives will also focus on system efficiencies and evaluating and/or implementing enhanced program services or coverage. Savings realized from the recent call box optimization project will be applied to event related FSP services in the Coachella Valley and other potential service enhancements. Lastly, staff will focus on maintaining a high benefit -to -cost ratio and seek opportunities to maximize funding to not only improve the level of service but to potentially expand FSP coverage as well. Department Goals Provide efficient delivery of a comprehensive motorist aid system (511, FSP, Call Box) and an outstanding level of service to the traveling public. (Policy Goals: Mobility, System Efficiencies, Financial & Administration) Objectives: • Reduce 511 costs and enhance access to real-time traveler information by transitioning to a regional 511 southern California solution. • Support local venues and attractions with the implementation of expanded FSP to optimize traffic flow related to the arrival and departure of regional traffic to large scale events in the Coachella Valley. • Research new technologies to streamline FSP processes and develop new tools to automate the production of reports that track the performance of FSP tow operators. • Continue to evaluate opportunities to provide more efficient FSP coverage through changes in service days, service hours, or number of vehicles assigned to each beat; • In anticipation of potential incremental FSP funds from the state, staff will identify and recommend service expansion (i.e. weekend service on select beats or new beat areas) opportunities that provide the greatest benefit to cost ratio. • Review proposed construction projects with Commission, Caltrans, and local cities and coordinate the use of temporary construction tow service to mitigate congestion. • Continue coordination with San Bernardino SAFE to monitor the operation of the call answering center contractor. Motorist Assistance Performance/Workload Indicators FY 15/16 Estimated FY 15/16 Actual FY 16/17 Estimated FY 17/18 Projected Number of call boxes 547 545 250 250 Number of call box calls 3,880 3,053 2,246 1,680 Number of vehicle assists 46,394 37,261 37,500 37,500 Number of 511 phone calls 264,442 233,895 211,000 189,000 Number of 511 web visits 518,520 473,462 497,000 522,000 Toll Operations Mission Statement: "To efficiently operate express lanes with high customer satisfaction to reduce congestion, improve mobility, and manage demand." Chart 49 — Toll Operations Transfers Out\ 22% Capital Outlay 2% Projects and Operations 39% Expenditures Salaries and Benefits Professional 4% Costs 5% Support and Maintenance Costs 28% Toll operations expenses of $18,555,500 represent one year of operating expenses for the Riverside 91 Express Lanes (Table 63). The 91 Project expenditures are included in the Capital Project Development and Delivery Department. Approximately 67% of the expenses are comprised of operations, maintenance, and support costs. Salaries and benefits reflect 3.55 FTEs and includes a 4% pool for merit -based salary increases. Professional costs of $913,500, or 5% of expenses, consist of traffic and revenue and financial advisory consultants, general and specialized legal counsel, audit and financial services, and rating agency and TIFIA loan servicing fees. Support and maintenance costs of $5,191,600 include road and systems maintenance, insurance, credit card processing fees, violations enforcement, marketing, lease, travel, and other support costs. Toll services represent a substantial portion of the program operations costs of $7,252,400. Transponder costs of $400,000 are reflected in capital outlay. Transfers out of $3,560,000 represent interest payments on outstanding 2013 Toll Bonds and $492,900 for administrative costs. Table 63 - Toll Operations Uses Detail FY 15/16 FY 16/17 FY 16/17 FY 17/18 Dollar Percent Actual Revised Budget Projected Budget Change Change Salaries and Benefits $ $ 268,400 $ 169,800 Professional Costs Legal Services 25,000 100,000 Audit Services 19,000 66,500 Professional Services - General 263,000 157,000 Total Professional Costs 307,000 323,500 Support and Maintenance Costs 2,674,900 1,161,400 Projects and Operations Program Operations 3,052,800 1,804,900 Ca pita I Outlay 250,000 400,000 Transfers Out TOTAL Toll Operations $ - $ 6,553,100 $ 3,859,600 $ 745,100 310,000 66,500 537,000 913,500 5,191,600 7,252,400 400,000 4,052,900 $ 18,555,500 $ 476,700 178% 285,000 1140% 47,500 250% 274,000 104% 606,500 198% 2,516,700 94% 4,199,600 138% 150,000 60% 4,052,900 N/A $ 12,002,400 183% Toll Operations Staffing Summary Position FY 15/16 FY 16/17 FY 17/18 Accounting Assistant 0.00 0.00 Chief Financial Officer 0.00 0.10 Deputy Director of Finance 0.00 0.10 Deputy Executive Director 0.00 0.00 Executive Director 0.00 0.03 IT Administrator 0.00 0.00 Procurement Analyst 0.00 0.00 Procurement Manager 0.00 0.00 Senior Financial Analyst 0.00 0.30 Senior Management Analyst 0.00 0.00 Toll Operations Manager 0.00 0.10 Toll Program Director 0.00 0.20 Toll Senior Management Analyst 0.00 0.15 Toll Technology Manager 0.00 0.10 FTE 0.00 1.08 Department Budget Overview Department Description 0.05 0.10 0.15 0.05 0.10 0.05 0.05 0.10 0.70 0.10 0.50 0.15 0.75 0.70 3.55 In December 2006, the Commission adopted the Western Riverside County Delivery Plan which serves as a 10-year capital improvement plan from 2009-2019 for Western County freeways and highways. To address unprecedented population, economic, and travel demand growth in Western County, the Commission desired to provide freeway corridor improvements beyond what traditional funding sources would be able to provide. Alternative funding sources were studied in advance of the adoption of the Western Riverside County Delivery Plan including consideration of tolling as a means to provide more transportation improvements. A toll feasibility study was conducted and it was determined that SR-91 and 1-15 were both feasible corridors to introduce tolling via high occupancy toll lanes (now often referred to as tolled express lanes or, simply, express lanes). The Western Riverside County Delivery Plan detailed ambitious improvements to the SR-91 and 1-15 corridors including the addition of two tolled express lanes in each direction and the ability to operate and maintain these tolled express lanes for a long-term period. The Commission's commitment in 2006 to toll also indicated its future intent to become an operating toll agency and establish the Toll Operations Department. In FY 2017/18, the Commission will enter its first full year of operation of the 91 Express Lanes. The completed 91 Project connects the OCTA 91 Express Lanes with the Riverside 91 Express Lanes using a two-mile long mixing area, which allows vehicles to use either or both sections of the 91 Express Lanes (Chart 50). The Riverside 91 Express Lanes continue approximately eight miles to the 1-15 interchange in Riverside County. A two-lane (one lane in each direction) direct tolled connector approximately 2.8 miles in distance will provide the Riverside 91 Express Lanes with access/egress to 1-15 south of SR-91/I-15 interchange. The Commission has the authority to charge tolls on the Riverside 91 Express Lanes for 50 years following the opening of the Express Lanes, based on a Toll Facility Agreement between the Commission and Caltrans. Chart 50 — Riverside 91 Express Lanes SAN BERNARDINO COUNTY ORANGE COUNTY Exrr alCounty line for destinations in Riverside Countyr • Green River Rd • Maple 5rPoV6thSt • 5R-71 • Lincoln St • Serfos ClubDr • Main 51 Exit at County Lne for destnations fn Orange County: • Gypsum Carryon Rd • l4 r Tali Road • Weir Canyon RdlyorbaLinda Ned • ImperialFiny • Lialaviexr Ayr RIVERSIDL c; 5. s� T` OntarioAve Legend Edging 91 Express Lanes 91 Express Lanes Extension El County Line Entry/Exit Zone 0 Carpool Verification Point 91 Express Lanes Entry/Exit Points and Price Signs (Posted price is for the entire trip) The Orange County portion of the 91 Express Lanes are owned and operated by OCTA. Under a cooperative agreement entered into in December 2011, the Commission and OCTA agreed on use of the same operator (Cofiroute USA, LLC) for the operation of the 91 Express Lanes. The joint operation of the 91 Express Lanes provides for cost sharing and a seamless customer experience. Commission staff, as supported by the operator, operates and maintains the Riverside 91 Express Lanes from the existing Toll Operations Center and administrative offices in Anaheim and Customer Service Center in Corona. The operator's responsibilities for the Riverside 91 Express Lanes include processing of toll transactions, collection of revenue, opening and management of customer accounts, violation processing, traffic operations center management, customer service, financial management, reporting, maintenance of the Revenue and Account Management System (RAMS) and toll lane system, and maintenance of the Anaheim and Corona facilities. Staff will provide direct oversight to the operator and administer contracts with the California Highway Patrol performing toll enforcement, Caltrans performing road maintenance, and various system maintenance contracts that fall outside of the operator's scope of work. Staff will coordinate on -going 91 Express Lanes marketing efforts with OCTA and the California Toll Operators Committee. Staff will prepare and/or distribute all required reports and coordinate the annual financial audit of the 91 Express Lanes. While the Commission and OCTA will jointly operate and maintain the 91 Express Lanes, tolls for each of the Riverside 91 Express Lanes and the OCTA 91 Express Lanes are charged independently and reported separately. In connection with an agreement between the Commission, OCTA, and a master custodian, tolls related to the Riverside 91 Express Lanes and the Commission's portion of non -toll revenues are deposited with the Commission's trustee for the 2013 Toll Bonds and TIFIA loan. These revenues are being used to pay for operation and maintenance expenses, debt service related to the 2013 Toll Bonds and TIFIA loan, and fund repair and rehabilitation reserves. The Commission is also currently developing express lanes on 1-15 (Chart 51). Toll Operations staff is supporting project development by providing comprehensive input to system design, project financing, agency agreements, public outreach, regional operations center acquisition and preparation, toll supply and maintenance facility preparation, creation of toll policies and business rules, and other support. The costs for the development of the I- 15 Express Lanes project are included in the Capital Project Development and Delivery Department. The Commission's 1-15 Express Lanes are scheduled to open in 2020, at which time the daily operations and maintenance and related costs will become the responsibility of the Toll Operations Department. Under a toll facility agreement similar to the Riverside 91 Express Lanes, the Commission will have the authority to charge tolls on the 1-15 Express Lanes for a 50-year period. Chart 51— Proposed 1-15 Express Lanes LEGE ND Express Lanes ❑ Express Lane Ingress ▪ Express Lane Egress ▪ Express Lane Ingress/Egress n Tolling Point tOS ARMES CO ONANGE CO Pi Pro inE u:.iPE �:O vIDA Cantu-Gehenna Ranch Rd. • Jurupa Valley Limonite Ave. Easter: 1 k Riverside • Second SL • Norco i .. o Hetlen Maley Pliwy. I Corona/t Ontsno Ave.c== Magnolia Ave. El OHM Rd. Cajalco Re. WeRN:k Rd. 4 � 7.1r. Toll Operations staff is also working on several important efforts related to tolling. Coordination is occurring with the Transportation Corridor Agencies in Orange County regarding its development of the SR-241/SR-91 express lane connector project which will directly connect the SR-241 toll road with the 91 Express Lanes near the Orange County line. Similarly, coordination is occurring with SBCTA regarding its development of express lanes on the 1-15 corridor near the San Bernardino County line. Staff is actively involved in the California Toll Operators Committee (CTOC), which addresses many statewide toll issues including toll technology to improve the customer experience across the state, create synergy among toll agencies, improve legislation related to tolling and comply with national toll technology interoperability standards. Key Assumptions • The 1-15 Express Lanes will continue to be expedited through the project development process via agreements, project financing, design, and construction with tolled express lanes to be open by 2020. • General purpose lanes and other non -toll facility improvements will be transferred upon completion to Caltrans who will be responsible for operation and maintenance; tolled express lane facilities, when completed, will be operated and maintained by the Commission for the term agreed to by Caltrans and the Commission. " T o l l r e v e n u e b u d g e t p r o j e c t i o n s a r e b a s e d o n f i n a n c i n g a s s u m p t i o n s d e r i v e d f r o m i n v e s t m e n t g r a d e t r a f f i c a n d r e v e n u e s t u d i e s . " T o l l o p e r a t i o n c o s t s a r e b a s e d o n d e t a i l e d a s s u m p t i o n s a n d e s t i m a t e s s p e c i f i c t o e a c h e x p r e s s l a n e f a c i l i t y . " T h e C o m m i s s i o n w i l l h a v e a s m a l l t o l l o p e r a t i o n s s t a f f a n d c o n t r a c t f o r t h e m a j o r i t y o f t h e t o l l o p e r a t i o n s e r v i c e s . A c c o m p l i s h m e n t s " C o m p l e t e d t h e h i r i n g o f t h e T o l l O p e r a t i o n s D e p a r t m e n t s t a f f w i t h t h e a d d i t i o n o f t h e S e n i o r M a n a g e m e n t A n a l y s t . " O b t a i n e d C o m m i s s i o n a d o p t i o n o f a p r i v a c y p o l i c y , v i o l a t i o n o r d i n a n c e , a n d o p e n i n g d a y t o l l r a t e s f o r t h e 9 1 E x p r e s s L a n e s . " C o m p l e t e d t h e i n s t a l l a t i o n , t e s t i n g a n d o p e r a t i o n a l r e a d i n e s s o f t h e 9 1 E x p r e s s L a n e s t o l l s y s t e m s a n d f a c i l i t i e s . " D e v e l o p e d a m a r k e t i n g a n d b u s i n e s s p r o m o t i o n e f f o r t j o i n t l y w i t h O C T A i n a d v a n c e o f t h e 9 1 E x p r e s s L a n e s o p e n i n g t o b u i l d b r a n d a w a r e n e s s a s w e l l a s e x p r e s s l a n e u s e a n d c r e a t e c u s t o m e r a c c o u n t s . " D e v e l o p e d 9 1 E x p r e s s L a n e s a g r e e m e n t s w i t h C a l t r a n s f o r e x p r e s s l a n e r o a d w a y m a i n t e n a n c e , C H P f o r e n f o r c e m e n t s e r v i c e s , O C T A f o r t o l l f a c i l i t y p a y m e n t , P a r s o n s f o r t r a f f i c o p e r a t i o n s c e n t e r s y s t e m m a i n t e n a n c e , a n d D a k t r o n i c s f o r c h a n g e a b l e m e s s a g e s i g n m a i n t e n a n c e . " O p e n e d t h e 9 1 E x p r e s s L a n e s a n d c o m m e n c e d r e v e n u e c o l l e c t i o n i n M a r c h 2 0 1 7 . " P a r t i c i p a t e d i n t h e C T O C e f f o r t s t o e s t a b l i s h a s t a t e w i d e p l a n f o r t r a n s i t i o n t o t h e 6 C t r a n s p o n d e r t e c h n o l o g y , s t a t e w i d e m a r k e t i n g , t o l l e n f o r c e m e n t l e g i s l a t i o n a n d a d v a n c e m e n t o f t o l l c o l l e c t i o n t e c h n o l o g y r e l a t e d t o c l e a n a i r v e h i c l e s . " P a r t i c i p a t e d i n t h e o n - g o i n g r e v i e w o f t h e T r a n s p o r t a t i o n C o r r i d o r A g e n c i e s 2 4 1 C o n n e c t o r . " O b t a i n e d C o m m i s s i o n a d o p t i o n o f t o l l p o l i c i e s f o r t h e 1 - 1 5 E x p r e s s L a n e s . " A w a r d e d a c o n t r a c t t o t h e 1 - 1 5 T o l l S y s t e m P r o v i d e r f o r t h e d e s i g n a n d d e v e l o p m e n t a n d o p e r a t i o n s a n d m a i n t e n a n c e o f t h e t o l l s e r v i c e s . " A w a r d e d a c o n t r a c t t o t h e 1 - 1 5 d e s i g n - b u i l d c o n t r a c t o r . " C o n t r i b u t e d t o t h e 1 - 1 5 E x p r e s s L a n e s p r o j e c t f i n a n c i n g e f f o r t s b y p r o v i d i n g c a p i t a l a n d o p e r a t i n g c o s t e s t i m a t e s , a c c o u n t a n d v i o l a t i o n r e v e n u e e s t i m a t e s , p r o j e c t r i s k a n d r i s k a l l o c a t i o n i n f o r m a t i o n , a n d o t h e r i n f o r m a t i o n . M a j o r I n i t i a t i v e s T o l l O p e r a t i o n s s t a f f w i l l m a n a g e t h e o p e r a t i o n s o f t h e 9 1 E x p r e s s L a n e s i n a m a n n e r w h i c h a d h e r e s t o t h e R C T C 9 1 E x p r e s s L a n e s T o l l P o l i c y a d o p t e d i n J u n e 2 0 1 2 : " P r o v i d e a s a f e , r e l i a b l e , a n d p r e d i c t a b l e c o m m u t e f o r 9 1 E x p r e s s L a n e s c u s t o m e r s ; " O p t i m i z e v e h i c l e t h r o u g h p u t a t f r e e f l o w s p e e d s ; " P a y d e b t s e r v i c e a n d m a i n t a i n d e b t s e r v i c e c o v e r a g e ; " I n c r e a s e a v e r a g e v e h i c l e o c c u p a n c y ; " B a l a n c e c a p a c i t y a n d d e m a n d t o s e r v e c u s t o m e r s w h o p a y t o l l s a s w e l l a s c a r p o o l e r s w i t h t h r e e o r m o r e p e r s o n s w h o a r e o f f e r e d d i s c o u n t e d t o l l s ; " G e n e r a t e s u f f i c i e n t r e v e n u e t o s u s t a i n t h e f i n a n c i a l v i a b i l i t y o f t h e R i v e r s i d e 9 1 E x p r e s s L a n e s ; " E n s u r e a l l c o v e n a n t s i n t h e f i n a n c i n g d o c u m e n t s a r e m e t ; a n d " P r o v i d e n e t r e v e n u e s f o r R i v e r s i d e F r e e w a y / S R - 9 1 c o r r i d o r i m p r o v e m e n t s , a s a l l o w a b l e u n d e r S e n a t e B i l l 1 3 1 6 . M o n i t o r i n g a n d r e p o r t i n g o n a c t u a l t o l l t r a n s a c t i o n s a n d r e l a t e d t o l l r e v e n u e s w i l l b e a p r i m a r y r e s p o n s i b i l i t y f o r T o l l O p e r a t i o n s . A c t u a l t r a n s a c t i o n s a n d r e v e n u e w i l l b e c o m p a r e d t o p r o j e c t e d r e v e n u e u t i l i z i n g t h e R i v e r s i d e C o u n t y 9 1 E x p r e s s L a n e s E x t e n s i o n I n v e s t m e n t G r a d e S t u d y p r e p a r e d b y S t a n t e c C o n s u l t i n g S e r v i c e s I n c . ( S t a n t e c ) i n M a y 2 0 1 2 a n d s u p p l e m e n t b y a s u p p l e m e n t a l l e t t e r i n J u n e 2 0 1 3 . W h i l e t h e C o m m i s s i o n r e l i e d o n t h i s s t u d y f o r i t s p r o j e c t i o n o f g r o s s r e v e n u e s g e n e r a t e d b y t h e 9 1 P r o j e c t o v e r t h e 5 0 - y e a r t o l l a u t h o r i z a t i o n p e r i o d , t h e C o m m i s s i o n ' s a c t u a l f i n a n c i n g c a s e f o r t h e 9 1 P r o j e c t a s s u m e d m o r e c o n s e r v a t i v e t o l l r e v e n u e s . T h e T o l l O p e r a t i o n s F Y 1 8 b u d g e t e d r e v e n u e o f $ 1 6 . 8 M i s b e l o w t h e S t a n t e c e s t i m a t e o f $ 1 6 . 9 M a n d r e p r e s e n t s a c o n s e r v a t i v e e s t i m a t e b a s e d o n t h e r e v e n u e g e n e r a t e d d u r i n g t h e i n i t i a l 6 w e e k s o f o p e r a t i o n . T h e F Y 1 8 S t a n t e c a n d f i n a n c e c a s e r e v e n u e e s t i m a t e s a r e s u m m a r i z e d i n T a b l e 6 4 . Table 64 — Comparison of Toll Transaction and Revenue Projections Stantec estimate Financing case estimate Difference Toll Revenue 16,974,400 11,373,000 5,601,400 The development of Toll Operations budgeted expenses also considered the operating cost estimates for the Riverside 91 Express Lanes included in Engineer's Technical Report prepared by Parson Transportation Group, Inc. in June 2013. As the project and construction manager for the 91 Project, Parsons Transportation Group, Inc. analyzed the 91 Project operations which included projections of non -toll revenue and operation and maintenance expenses for the express lanes. The Commission relied on the Engineer's Technical Report in projecting non -toll revenues and operation and maintenance expenses for the purpose of determining projected cash flow and debt service coverage for the 2013 Toll Bonds and TIFIA loan. For the initial year of operations, the Engineer's Technical Report assumed costs of $13.7 million, whereas the Commission used costs of $14.5 million in the FY 2017/18 budget or 6% above the amount in the Engineer's Technical Report. In addition to monitoring toll revenues during FY 2017/18, Toll Operations will analyze these operation and maintenance costs during the fiscal year. Toll Operations will also continue to support the design and development of the 1-15 Express Lanes. The design and development for the 1-15 Express Lanes will consist of facility design with the design -builder and toll system design with the toll systems provider. Work in the area of environmental management and public outreach will also continue. Securing of the project financing is expected to be complete in July of 2017. Toll Operations will also consider future tolling opportunities by supporting the development of a "next generation" toll feasibility study that will be initiated. The costs for this feasibility study are included in the Capital Project Development and Delivery Department. Cash Flows from Toll Operations As a result of the issuance of the 2013 Toll Bonds, proceeds included amounts for initial operations and maintenance of $3,137,700 and capitalized interest through December 2017. The $3,137,700 was transferred to an operations and maintenance fund held by the trustee upon substantial completion of the 91 Project. Additional information regarding the 2013 Toll Bonds and TIFIA loan is included in Section 5, Commission Debt. The Commission does not anticipate any deposits to the repair and rehabilitation fund nor does it expect any repair and rehabilitation expenditures permitted under the master indenture and TIFIA loan agreement during the first full year of operations. The financial model for the 91 Project also did not assume such funding or expenditures. The projected cash flows for the Riverside 91 Express Lanes for the year ending June 30, 2018 are presented in Table 65. Table 65 — Riverside 91 Express Lanes Projected Cash Flows FY 2017/18 Cash balance at July 1, 2017 Cash flows from operating activities: Sources of operating funds: Toll revenue Total sources of operating funds $ 2,517,800 16,835,800 16,835,800 Uses of funds for operations and maintenance: Salaries and benefits 745,100 Professional costs 913,500 Support and maintenance costs 5,191,600 Projects and operations 7,252,400 Capital outlay 400,000 Total uses of funds for operations and maintenance 14,502,600 Net cash provided by operations 2,333,200 Cash flows from non -capital financing activities: Administrative allocation to General Fund (492,900) Cash flows from capital and related financing activities: Interest paid on 2013 Toll Bonds Net cash provided by capital and related financing activities Cash flows from investing activities: Interest on investments Net cash provided by investing activities (3,560,000) (3,560,000) 4,000 4,000 Net increase in cash (1,715,700) Available cash at June 30, 2018, as projected $ 802,100 Department Goals Provide effective communication of project progress and toll operations to the Board members, city councils, County Board of Supervisors, Caltrans, CTC, FHWA, TIFIA, and bondholders. (Policy Goal: Communications, Financial and Administration) Objectives: • Provide timely and effective reporting of toll operation metrics including revenue, transactions, carpool usage, and other performance indicators. • Share certain express lane traffic information with Caltrans and other agencies as requested. • Comply with continuing disclosure requirements to bondholders and TIFIA regarding express lanes development and operations. Focus on timely and effective completion of toll -related capital projects and implementation of needed transportation services. (Policy Goals: Mobility, Goods Movement, Intermodalism & Accessibility) Objectives: " S u p p o r t t h e d e v e l o p m e n t o f t h e C o m m i s s i o n ' s t o l l c a p i t a l p r o j e c t s i n a l l a r e a s o f p l a n n i n g , f i n a n c i n g , d e s i g n , a n d c o n s t r u c t i o n . " P r o v i d e o p p o r t u n i t y f o r e x p a n s i o n o f e x p r e s s b u s s e r v i c e s t o e m p l o y m e n t c e n t e r s , a s t h i s w i l l c o n t r i b u t e t o c o n g e s t i o n r e l i e f o n i m p a c t e d c o r r i d o r s . S u p p o r t r e g i o n a l t r a n s p o r t a t i o n s o l u t i o n s i n c o o p e r a t i o n w i t h t o l l o p e r a t o r s i n s u r r o u n d i n g c o u n t i e s t h a t a r e o f b e n e f i t t o R i v e r s i d e C o u n t y . ( P o l i c y G o a l s : M o b i l i t y , G o o d s M o v e m e n t , S y s t e m E f f i c i e n c i e s ) O b j e c t i v e s : " C o o r d i n a t e w i t h s u r r o u n d i n g c o u n t i e s i n t h e i r d e v e l o p m e n t o f t o l l f a c i l i t i e s i n g e n e r a l a n d t h o s e t o l l f a c i l i t i e s t h a t i m p a c t t h e C o m m i s s i o n ' s t o l l o p e r a t i o n s i n p a r t i c u l a r . " P a r t i c i p a t e i n t h e C a l i f o r n i a T o l l O p e r a t o r s C o m m i t t e e t o a d v a n c e r e g i o n a l a n d s t a t e w i d e t o l l i n g i n i t i a t i v e s , t e c h n o l o g y i n t e r o p e r a b i l i t y , a n d c o o r d i n a t i o n a m o n g C a l i f o r n i a t o l l a g e n c i e s . T o l l O p e r a t i o n s P e r f o r m a n c e / W o r k l o a d I n d i c a t o r s F Y 1 6 / 1 7 E s t i m a t e d F Y 1 7 / 1 8 P r o j e c t e d T o l l t r a n s a c t i o n s 3 , 9 9 8 , 8 0 0 1 3 , 8 6 2 , 5 7 6 T o l l r e v e n u e s $ 2 , 8 6 5 , 7 0 0 $ 1 4 , 1 7 5 , 1 0 0 N o n - t o l l r e v e n u e s $ 3 7 3 , 8 0 0 $ 2 , 6 6 1 , 7 0 0 Capital Project Development and Delivery Mission Statement: "To keep the Commission's contract with the voters of the County by accelerating the planning, programming, and implementation of projects and programs in the Measure A Transportation Improvement Plan, as enhanced by the Toll Program, to the extent that funds are available. To ensure that capital projects are environmentally acceptable, expertly designed, and implemented in a cost effective manner. To acquire and manage required right of way in the fairest, economical, efficient, and timely manner possible." Chart 52 — Capital Project Development and Delivery Transfers Out 32% Debt Service 13% Expenditures Salaries and professional Benefits Costs 0% 1% Capital Outlay 1% Projects and Operations 53% The budgeted expenditures and transfers out total $843,625,200 to cover all of the Commission's major capital projects (Table 66). Salaries and benefits costs represent less than 1% of the budgeted uses and reflect a net decrease of 16% due to the allocation of FTEs, offset by a 4% pool for merit -based salary increases. Professional costs of $6,547,300 are primarily related to general legal costs, specialized legal and financial advisory services related to the toll program, public communications, and property management services. Support costs of $652,500 consist primarily of services needed to maintain the Commission's real properties in a condition that complies with all local codes and regulations governing property maintenance. General project costs of $7,442,600 are related to program management provided by Bechtel Infrastructure (Bechtel) and permits for highway and rail capital projects. Significant projects included in engineering expenditures of $8,766,400 are the first construction package for Mid County Parkway (I-215/Placentia Interchange), the I-15/Railroad Canyon Interchange (on behalf of the city of Lake Elsinore), the Santa Ana River Trail (on behalf of Riverside County Regional Park and Open Space District), and various Western County TUMF regional arterial projects. Construction expenditures of $68,052,400 are primarily related to the Pachappa underpass, various Western County Measure A and TUMF regional arterial projects, Santa Ana River Trail, La Sierra station improvements; and rail improvement and rehabilitation projects. Design -build costs of $189,485,000 pertain to the 91 Project and 1-15 Express Lanes project. Right of way expenditures of $82,971,100 on significant projects include the 91 Project, 1-15 Express Lanes, 91/71 interchange improvements, Mid County Parkway, SR-60 truck climbing lanes, various Western County TUMF regional arterial projects, and PVL projects. Funding will also be provided for MSHCP land mitigation. Local turnback payments to jurisdictions and the County for local streets and roads repair, maintenance, and construction amount to $52,069,000, net of an allocation of $864,000 to the 2009 Measure A Western County Regional Arterial special revenue fund related to the ineligibility of the city of Beaumont for its local streets and roads allocation. Disbursements to CVAG for the 2009 Measure A Coachella Valley highway and regional arterial program comprise substantially all of the regional arterial expenditures. Special studies of $802,000 are related to a "next generation" toll feasibility study. Operating and capital disbursements of $10,350,000 are related to and Metrolink station rehabilitation costs. Rail capital purchases for station rehabilitation projects represent 100% of the capital outlay expenditures. Interest payments on outstanding 2009 Bonds, 2010 Bonds, 2013 Sales Tax Bonds, 2013 Toll Bonds, 2016 Refunding Bonds, and commercial paper notes are approximately $41,123,200. Principal payments of $66,045,000 are related to the 2009 Bonds and 2016 Refunding Bonds. Significant transfers out consist of the following: • $83,939,000 in sales tax and toll revenue bond proceeds to fund the 91 Project; • $9,070,000 in sales tax revenue bond proceeds to fund the 1-15 Express Lanes project; • $34,000,000 in commercial paper notes proceeds to fund the 91 Project; • $6,100,000 in commercial paper notes proceeds to fund a reserve for the 1-15 Express Lanes project; • $30,000,000 in sales tax revenue bond proceeds to fund debt service in the commercial paper fund; • $73,960,000 from 2009 Measure A Western County highway fund to the Debt Service fund for sales tax bonds debt service; • $5,254,400 from Measure A and TUMF for the allocation of administrative costs to the General fund; • $864,000 from 2009 Measure A Western County local streets and roads fund to the 2009 Measure A Western County regional arterial fund for the city of Beaumont's local streets and roads allocation; • $435,000 from 2009 Measure A Western County highway fund to the TUMF regional arterial fund for the SR-79 realignment project; • $7,500,000 from 2009 Measure A Western County rail fund to the General Fund for rail station maintenance and operation expenditures; • $11,684,400 from 2009 Measure A Western County rail fund to the 1989 Measure A Western County rail fund for the PVL; and • $2,746,500 from the Debt Service fund to the 2009 Measure A Western County highway and Coachella Valley highway funds for BABs subsidy reimbursements. Table 66 - Capital Project Development and Delivery Uses Detail FY 15/16 Actual FY 16/17 FY 16/17 Revised Budget Projected FY 17/18 Budget Dollar Change Percent Change Salaries and Benefits Professional Costs Legal Services Audit Services Financial Advisory Professional Services - General Total Professional Costs Support Costs Projects and Operations Program Operations Engineering Construction Design Build Right of Way and Land Local Streets and Roads Regional Arterials Special Studies Operating and Capital Disbursements Total Projects and Operations Capital Outlay Debt Service Transfers Out TOTAL Capital Project Development and Delivery $ 3,275,700 $ 4,126,100 $ 4,154,900 6,755,900 5,500 126,500 1,856,000 7,938,700 56,500 849,800 14,076,200 6,541,100 31,500 831,700 13,075,900 8,743,900 22,921,200 651,700 1,202,500 7,766,000 6,343,800 3,577,300 17,842,900 112,067,600 82,129,000 265,484,600 145,010,600 56,272,600 74,204,700 49,826,500 51,358,000 12,148,000 30,516,600 47,400 815,000 6,793,700 9,711,800 513,983,700 1,003,600 53,410,200 129,453,100 $ 710,521,900 417,932,400 2,065,000 149,260,800 207,063,800 $ 804,571,800 20,480,200 666,900 5,962,100 3,204,000 33,751,000 140,930,000 36,156,600 51,358,000 30,516,600 2,000 2,070,000 303,950,300 1,350,000 137,465,400 160,405,800 $ 628,473,500 Capital Project Development and Position Accounting Supervisor Administrative Assistant Capital Projects Manager Chief Financial Officer Deputy Director of Finance Deputy Executive Director Executive Director External Affairs Director Facilities Administrator IT Administrator Management Analyst Planning and Programming Director Planning and Programming Manager Procurement Analyst Procurement Manager Project Delivery Director Public Affairs Manager Right of Way Manager Senior Administrative Assistant Senior Financial Analyst Senior Management Analyst Toll Operations Manager Toll Program Director Toll Project Manager Toll Senior Management Analyst Toll Technology Manager FTE Delivery Staffing Summary FY 15/16 0.19 0.25 2.79 0.31 0.03 0.08 0.29 0.03 0.00 0.00 1.00 0.09 0.01 0.42 0.65 0.93 0.87 1.00 0.05 0.00 1.84 1.00 0.99 2.00 0.00 1.00 $ 3,461,400 3,741,100 26,500 646,700 2,133,000 6,547,300 652,500 7,442,600 8,766,400 68,052,400 189,485,000 82,971,100 52,933,000 30,000,000 802,000 10,350,000 450,802,500 3,940,000 112,668,200 265,553,300 S RAR A75 Inn FY 16/17 0.00 0.23 3.70 0.37 0.02 0.11 0.43 0.05 0.00 0.00 1.00 0.10 0.01 0.30 0.62 0.80 0.75 1.00 0.05 0.40 2.03 0.90 0.80 2.00 0.85 0.90 15.82 17.42 $ (664,700) -16% (4,197,600) -53% (30,000) -53% (203,100) -24% (11,943,200) -85% (16,373,900) -71% (550,000) -46% 1,098,800 17% (9,076,500) -51% (14,076,600) -17% 44,474,400 31% 8,766,400 12% 1,575,000 3% (516,600) -2% (13,000) -2% 638,200 7% 32,870,100 8% 1,875,000 91% (36,592,600) -25% 58,489,500 28% $ 39,053,400 5% FY 17/18 0.00 0.25 3.72 0.41 0.20 0.24 0.24 0.05 0.06 0.29 1.00 0.11 0.01 0.39 0.39 0.75 0.35 0.99 0.06 0.10 2.16 0.50 0.85 1.00 0.25 0.30 14.67 Department Budget Overview Department Description The primary responsibility of Capital Projects is the development and delivery of major highway and rail capital projects where the Commission is identified as the lead agency. The delivery of a capital project can include tasks such as feasibility studies, preliminary engineering, environmental clearance, final design, right of way acquisition, utility relocation, construction, construction management, and design -build. Capital Projects also develops and delivers a limited number of highway projects on behalf of local jurisdictions; these efforts are funded by the local jurisdictions through funding agreements with the Commission. Approximately 42.5% of the Commission's FY 2017/18 budgeted expenditures originates in this department managed by the Toll Program and Project Delivery Directors responsible for the capital program. Capital Projects accelerates delivery of the Measure A, toll, state, and federally funded highway, regional arterial, and rail capital improvement projects throughout the County. Highway improvements currently in progress include the addition of mixed flow, carpool, truck climbing, and tolled express lanes; widening and realignment projects; and interchange improvements as well as a new CETAP corridor. Regional arterial capital improvements include funding for Western County TUMF and Measure A regional arterial projects. Commuter rail capital improvements include the expansion of commuter rail service in Western County and related station improvement and rehabilitation projects. This department also provides the necessary coordination between the Commission and Caltrans for the development of scope, cost, and project delivery schedules for Measure A projects that are funded by the STIP. The 2009 Measure A program includes funding to the incorporated cities and the County for local streets and roads maintenance, repair, and construction. The budgeted amount is set by formula established in the Measure A TIP. To be eligible to receive these Measure A funds, each city in the Western County and Coachella Valley areas and the County must participate in the TUMF program, which is administered by WRCOG in Western County and by CVAG in Coachella Valley. Additionally, for Western County jurisdictions, they must also participate in the MSHCP. Annually all cities and the County are required to submit a five-year CIP and meet a MOE requirement. Each jurisdiction's respective allocation is based on population (Western County and Palo Verde Valley) or dwelling units (Coachella Valley) and the amount of sales tax generated. The city of La Quinta had not participated in the Coachella Valley TUMF Program prior to February 2013 when the city adopted the TUMF ordinance and entered into an agreement with CVAG to reimburse CVAG for the shortfall of prior TUMF. Accordingly, the city of La Quinta began to receive 50% of its allocation in late FY 2012/13 until the shortfall is repaid and CVAG the remaining 50%. The city of Beaumont was determined to be in noncompliance with the Western County TUMF program. As a result, Beaumont's Measure A allocation is transferred to the Commission's MARA program. Given the support required to oversee and participate in the project development work, costs for Commission staff and related support have been included in this department budget. The projects identified in the FY 2017/18 budget funded by Measure A, TUMF, state, or federal funds as well as future toll revenues require the continued support of the Bechtel program management team which includes program managers, project engineers, construction engineers, inspectors, contracts administration, and support staff. Right of Way Acquisition and Support Services The primary goal of the Right of Way Management Division is to deliver right of way in the most cost-effective manner and within project schedules, while adhering to federal and state regulations. Commission staff required to supervise and manage right of way services and related support for individual projects are included in the Capital Project Development and Delivery Department budget. The Commission authorized the development of a Right of Way Acquisition Program in 2006. To implement the Commission's directive, staff procured the services of on -call right of way consultant services in the fields of right of way engineering and surveying, environmental assessment, appraisal and appraisal review, acquisition and relocation, feasibility studies and cost estimates, property management, and utility relocation. These consultants are managed and supervised by the Right of Way Management Division. Property Management The Commission strives to manage its real property with the objective of maximizing existing and future public transportation benefits, safety, and income by means of professional property management policies and procedures. This includes issuing licenses and rights of entry for authorized third -party uses, as well as investigating and resolving issues regarding uses that are not authorized by the Commission. During FY 2014/15 a comprehensive analysis was performed on existing licenses and encroachments. The PVL portion of the SJBL has been completed, resulting in an increase of licenses. Work will continue to identify and, if necessary, enter into new licenses or eliminate encroachments on the SJBL remainder. In certain limited situations, the Commission may also grant easements. General maintenance activities and security measures are also part of the property management scope of work on all Commission -owned properties. The demolition and clearance of structures and other improvements on acquired property, excluding commuter rail stations, is included in the property management function. Additionally, the Commission must manage real property acquired for a project until it is required for construction. Since 1990 the Commission has acquired property assets in the course of rail and highway project implementation. To date the rail properties number over 225 parcels. The Commission acquired approximately 500 parcels for the SR-74 widening project (Segments 1 and 2), and most of these parcels, which were related to Segment 1, have been transferred to Caltrans. In addition, approximately 130 properties have been acquired for the SR-91 HOV lanes, Mid County Parkway, SR-79 realignment, SR-74 curve widening, 60/215 East Junction HOV connectors, PVL, 1-215 corridor improvements (central segment), and SR-60 HOV lanes/I-215 to Redlands Boulevard projects. Property acquisition for the 91 Project began in 2010 with all of the 197 required parcels acquired to date; 99 of the parcels have been acquired through eminent domain and approximately 18 parcels are in active litigation. Fee and permanent easement rights were acquired and will be transferred primarily to Caltrans, the County, and the city of Corona upon completion of the project. Upon project completion, all remaining portions of properties within every project are reassessed and deemed surplus when it has been determined that the continued retention of the property no longer supports the Commission's policy goals and objectives. In connection with the federal TIFIA loan for the 91 Project, the Commission is required to establish a $20,000,000 TIFIA debt service reserve by June 2019. The Commission anticipates that proceeds from the sales of excess properties related to the project will be sufficient to fund the reserve. Long -Term Strategic Planning Several years ago, the strategic plan for the 1989 Measure A highway program was updated and provided the guidance for completion of the 1989 Measure A highway projects. A significant effort was completed in December 2006 to develop an implementation plan strategy for the 2009 Measure A state highway program, with a focus on the first 10 years of the program through 2019. An objective -based assessment of the Western County portion of the 2009 Measure A TIP was completed along with the prioritization of the program of projects. Four highway corridors, 1-215, 1-15, 1-10, and SR-91, were selected as the priority focus for the first 10 years of the 2009 Measure A program, and long-term development work was approved for large-scale projects such as the development of the Mid County Parkway, realignment of SR-79, and the bi-county widening of 1-215 to San Bernardino County. Project development activities for these projects have been ongoing since an update and reprioritization was completed in January 2010, in response to the economic downturn. Since 2010, a scope reevaluation was completed on the 1-15 Express Lanes project and the Commission adopted a new scope of work which entails tolled express lanes on the northern 15 miles of 1-15 in the County. The 1-10 truck climbing lanes project was deferred several years and has been replaced with added safety improvements on SR-60. For the strategic projects, preliminary engineering and environmental clearance was completed for the Mid County Parkway, SR-79 realignment and the SR-60 truck climbing lanes; right of way acquisition for the first construction package of the Mid County Parkway is proceeding and acquisitions for the remainder of Mid County Parkway will be considered for extraordinary acquisitions on a pay-as-you-go basis. Project costs and anticipated funding for these projects have been updated annually, and a status update has been included in each of the annual Commission workshops since 2011. Updated capital project implementation strategic plans are expected in 2019 and 2029, as required by the 2009 Measure A. CVAG has developed a strategic plan for Coachella Valley highway and regional arterial projects based upon a transportation project prioritization study that is updated periodically. The PVL is the most significant rail capital project, and it was included in the 1989 and 2009 Measure A programs. The PVL is substantially complete and service commenced in June 2016. Other rail capital projects are developed in coordination with SCRRA or are based on a rail station plan that is updated periodically. Station operation costs are included in the Rail section 6.2 of this document. Four new Western County transportation corridors were identified through CETAP and are eligible for 2009 Measure A Western County new corridor and TUMF CETAP funding. Given the size and anticipated cost of these new corridors, they are moving forward on varied schedules with the work on the internal corridors, the Mid County Parkway, and 1-215 corridor improvement project (south segment completed in 2013 and central segment completed fall 2016) being the most advanced. Western County TUMF regional arterial projects were approved in 2004 based on a call for projects, which is discussed in the Planning and Programming Department in section 6.2 of this document. Additionally, the Commission will participate in the improvement of a wildlife corridor crossing under SR-91, B Canyon, in collaboration with Caltrans, U.S. Fish and Wildlife, U.S. National Forest, California Department of Fish and Wildlife, and the Department of Parks and Recreation. The actual construction of this enhancement will be done subsequent to the construction on the 91 Project as a separate project. These strategic planning activities play a significant part of the Commission's annual budget process, in particular the capital budget. Key Assumptions • The Commission will continue its emphasis on the closeout of the 1989 Measure A Western County highway and rail programs. • The Western Riverside County Delivery Plan serves as the basis for defining the 2009 Measure A project selection and prioritization. • Western County TUMF regional arterial projects are based on the list approved by the Commission in 2004. • Agreements for the advancement of 2009 Measure A funds have been obtained from CVAG and cities participating in the debt programs. The annual principal and interest payments for these loans will be deducted by the Commission from each agency's respective disbursements based on the terms of the loan agreements. • Highway project costs are based on engineers' estimates and scope agreements with Caltrans. • Construction projects are competitively bid to minimize costs. • Design -build projects are competitively procured using a best value selection process to maximize value to the Commission. • All projects will be built to required federal and state standards. • All highway projects, with the exception of tolled express lane facilities, are transferred upon completion to Caltrans; operation and maintenance of these facilities is the responsibility of Caltrans. Tolled express lane facilities, when completed, will be operated and maintained by the Commission for the term agreed to by Caltrans and the Commission. Toll operations costs are included in section 6.3 of this document. • The Commission will develop strategies to implement alternative financing structures including public toll roads. • MARA projects had been selected and programmed in previous years when revenues were at a level that could sustain reasonable cash flow to fund the construction projects selected for this program, and a call for projects that combined available MARA funds with federal revenues was completed and approved in FY 2013/14. • Construction of the Mid County Parkway will proceed in construction packages which are carefully scoped to provide maximum immediate public benefit while also matching funding availability. Accomplishments • Continued implementation of the Western Riverside County Delivery Plan. • Completed construction and right of way support for the SR-91 HOV lanes. • Completed environmental revalidation, initiated right of way acquisition, and continued work on the design for the Pachappa underpass project. • Continued to advance the development of the 91 Project in numerous areas: • Substantially completed construction and opened all general purpose traffic lanes in March 2017; • Completed the installation and testing of the toll system for the Riverside 91 Express Lanes; completed the facility modifications to the existing Anaheim Toll Operations Center and Corona Customer Service Center; and opened the express lanes. • Completed the third Financial Plan annual update and reaffirmed the Commission's toll revenue bond ratings. • Continued right of way acquisition and performing utility relocations for the 91/71 interchange improvement project. • Continued to advance the development of the 1-15 Express Lanes project in numerous areas: • Completed a procurement for toll services which includes system design and development; operations and maintenance of the system; and customer service and back office operations. • Completed a procurement for design -build services which includes all design and construction of bridges, pavement, and other freeway improvements. • Continued to advance the project financing by obtaining an indicative investment grade rating, completing the TIFIA loan creditworthiness review, and completing a formal TIFIA loan application. • Obtained environmental approval of the Mid County Parkway project with issuance of a Record of Decision in fall 2015. • Commenced final design for the first construction package of Mid County Parkway — the I-215/Placentia interchange project. • Obtained environmental approval of the SR-79 realignment project with the issuance of a Record of Decision in December 2016. • Completed construction for the PVL project and began service in June 2016. • Completed construction on the RDOCC. • Obtained environmental approval, initiated design, and completed procurement for construction management services for the Riverside — La Sierra station parking lot expansion project. • Completed design of the Riverside Downtown Station Pedestrian Improvements project. • Initiated design for the PVL station pedestrian shelters. • Completed and received environmental approval, initiated design, and right of way acquisition for the SR-60 truck climbing lane project. • Completed construction of the SR-91 HOV project. • Completed 1-215 central widening project. • Substantially completed preliminary engineering and environmental clearance for the I-15/Railroad Canyon interchange project for the city of Lake Elsinore. • Continued preliminary engineering and environmental clearance work for the Santa Ana River Trail project for Riverside County Regional Park and Open -Space District. • Commenced preliminary engineering and environmental clearance work for the Santa Ana River Trail -Green River Golf Course Trail Project for Riverside County Regional Park and Open District. • Supported public outreach activities by providing graphics from the right of way project management database for Commission presentations to facilitate public understanding of project issues. • Continued to declare property no longer needed for transportation purposes as surplus and sold several surplus properties. Major Initiatives FY 2017/18 will mark the ninth year of the 2009 Measure A program as the Commission closes out the 1989 Measure A programs and continues project activities related to the 2009 Measure A programs, of which the highway, rail, regional arterial, and local streets and roads programs represent the majority of the funding allocations. While most of the 1989 Measure A highway projects have been completed, the construction of the Pachappa underpass project, a portion that was removed from the SR-91 HOV lanes project will be constructed in FY 2017/18. The PVL rail project will also be closed out. Various stages of project development work for projects included in the Western County Highway Delivery Plan will continue in FY 2017/18. Detailed descriptions of the capital projects, including local streets and roads funding, that are included in the FY 2017/18 budget follow the Performance/Workload Indicators. Department Goals Build upon and strengthen the partnership with Caltrans toward timely delivery of identified Measure A, toll program, and STIP projects. (Policy Goals: Mobility, Environmental Stewardship, Economic Development) Objectives: • Develop agreements with Caltrans and FHWA, as may be required, to finalize project scoping and cost issues for the STIP, federal demonstration, toll, and Measure A funded highway projects in the County. • Meet the project milestones identified in agreements between Commission, Caltrans, and the CTC. To the extent permitted by law, pursue reasonable involvement of local DBE and SBE firms in contract work. (Policy Goal: Communications) Objective: • Maintain and monitor goal for a minimum DBE participation in all federally funded contracts. Provide effective communication of project progress to the Board, city councils, the County Board of Supervisors, Caltrans, CTC, FTA and FHWA. (Policy Goal: Communications) Objective: • Develop a strategy with Caltrans District 8 that would allow the Commission to advance specific projects identified in the Western Riverside County Delivery Plan to take advantage of any unexpected state or federal funding which may become available through increased state or federal budget authorizations, federal stimulus, or potential loan programs to advance construction. Work with Caltrans and other agencies toward completion of preliminary engineering and environmental clearance of all projects. (Policy Goal: Mobility) Objective: • Work with Caltrans, the County, and the cities in the County to complete preliminary design and environmental clearance for Measure A projects that could be eligible to receive additional or early funding from various sources that could become available if a project is sufficiently developed. Construct the highway projects identified in the budget. (Policy Goals: Mobility, Economic Development, Financial & Administration) Objective: • Achieve closeout of completed highway construction projects. In coordination with the Rail Program Manager, construct capital improvements at existing commuter rail stations as identified in the budget. (Policy Goals: Mobility, System Efficiencies, Environmental Stewardship, Intermodalism & Accessibility, Financial & Administration) Objectives: • Complete closeout activities related to the PVL. • Commence or continue construction of rail station capital improvements and rehabilitation projects. Acquire right of way for rail and highway projects identified in the budget. (Policy Goals: Mobility, Financial & Administration) Objectives: • Acquire right of way for the following projects: Mid County Parkway, 91/71 interchange improvements, Pachappa underpass, and SR-60 truck climbing lanes. • Protect and maintain properties acquired for future projects. • Dispose of Commission -approved excess land in a timely manner and in accordance with applicable regulations. Identify alternative financing strategies in order to fully fund projects identified in the Western Riverside County Delivery Plan. (Policy Goal: Mobility) Objectives: • Commence a "next generation" toll feasibility study to identify potential toll projects. • Continue the assessment and evaluation of available financing strategies, including federal credit assistance. Chart 53 — Location of FY 2017/18 Major Capital Projects within Riverside County [GEOGRAPHICS TO INSERT MAP HERE] 1) SR-79 Environmental permitting work for realignment between Gilman Springs Road and Domenigoni Parkway. 2) SR-91 (A) Design, right of way acquisition, railroad agreement work, and begin construction of the Pachappa underpass. (B) Construction of toll and mixed flow lanes from the Orange County line to Pierce Street including tolled express lanes connectivity to 1-15 and improvements to the 15/91 interchange. 3) Mid County Parkway Design and right of way related to first construction package, the I- 215/Placentia Interchange. 5) 1-15 Express Lanes Design -build, toll system, and toll operation procurement development and project financing activities for the addition of tolled express lanes from SR-60 to Cajalco Road in Corona. 6) SR-60 Truck Climbing Lanes Right of way acquisition and design for the truck climbing lanes project. 7) Local Streets and Roads Allocation of Measure A revenues to each city and the County to improve, maintain, and repair high priority local streets and roads. Capital Project Development & Delivery Performance/Workload Indicators FY 15/16 Estimated FY 15/16 Actual FY 16/17 Estimated FY 17/18 Projected Preliminary engineering (project reports and environmental documentation) contracts awarded 0 1 1 0 Plans, specifications, and estimate contracts awarded 1 0 3 2 Number of projects with active right of way acquisition 2 1 4 6 Construction, design -build, and toll system awards 0 0 2 5 License agreements managed 490 560 570 550 Appraisal and appraisal reviews completed 52 25 125 90 Capital Projects Summary The following is a summary of the capital projects included in the FY 2017/18 budget. Costs are generally categorized by preliminary engineering, final design, right of way, construction, and design -build phases in addition to other project -related costs such as salaries and benefits, Bechtel project management, and legal fees. Western County Highway and Regional Arterial Projects SR-60 Truck Climbing Lanes (P003029) Provide funding and support to continue right of way acquisition for eastbound climbing and westbound descending truck climbing lanes from Gilman Springs Road to west of Jack Rabbit Trail and upgrade existing shoulders to standard widths. Construction of the project is expected to be completed by 2020. The total project cost is estimated at $138 million. FY 2017/18 Cost Measure A Budget Impact Operating Budget Impact $ 225,000 Preliminary engineering $ 1,500,000 Right of way acquisition/support services $ 158,500 Other project -related costs Costs will be funded with CMAQ, STIP/RIP, State Highway Operation and Protection Program, and 2009 Measure A highway funds. Caltrans is the lead agency for preliminary engineering and construction; the Commission is the lead agency for right of way acquisition. N/A; state highway operations are the responsibility of Caltrans. SR-79 Realignment (P003003) Complete post -environmental phase work and permitting for realignment from Gilman Springs Road to Domenigoni Parkway. The total estimated project cost is $1.2 billion. Initiation of subsequent phases will be dependent upon the availability of funding. FY 2017/18 Cost $ 435,000 Preliminary engineering $ 111,100 Other project -related costs Measure A Budget Impact Costs have been funded using TUMF regional arterial, 2009 Measure A highway, and federal funds. Operating Budget Impact N/A; state highway operations are the responsibility of Caltrans. 91 Project (PO03028) Closeout design -build and toll system implementation activities for the tolled express and mixed flow lanes project from the Orange County line to Pierce Street, including tolled express lanes connectivity to 1-15 and improvements to the 15/91 interchange. Project development activities began in September 2007 and lanes were open to traffic in 2017. The 91 Project cost is estimated at $1.4 billion, including financing costs. FY 2017/18 Cost Measure A Budget Impact Operating Budget Impact $ 3,320,000 Construction/support services $ 43,733,000 Right of way acquisition/support services $ 79,100,000 Design -build $ 3,690,000 Other project -related costs Costs will be funded using 2009 Measure A highway and new corridor funds including sales tax revenue bonds, toll revenue bonds, a federal TIFIA loan, STIP and SLPP funds, and 1989 Measure A contribution. Operation and maintenance of future tolled express lanes facilities are the responsibility of the Commission, while all other state highway operations are the responsibility of Caltrans. Current estimates of annual operating and maintenance costs are $11,200,000. Such costs will be paid from the collection of toll revenues beginning in 2017. Toll operating costs are included in Toll Operations, as discussed in section 6.3. 91/71 Interchange Improvements (PO03021) Continue right of way acquisition and utility relocation work for interchange improvements to the 91/71 interchange. Final design began in March 2012. The total estimated project cost is $118 million. FY 2017/18 Cost Measure A Budget Impact Operating Budget Impact $ 50,000 $ 1,105,000 $ 50,000 Final design Right of way acquisition/support services Other project -related costs Costs for right of way acquisition and utility relocation work are primarily funded using Congressionally -designated federal funding remaining from previous area projects. The balance of funding will come from 2009 Measure A highway funds. N/A; state highway operations are the responsibility of Caltrans. SR-91 HOV Lanes/Adams Street to 60/91/215 Interchange (PO03005) Complete utility relocations in FY 2017/18 and finalize close out during FY 2017/18. Preliminary engineering began in 2001. Construction of the project was completed in Fall 2016. The estimated total project cost is $273 million. FY 2017/18 Cost Measure A Budget Impact Operating Budget Impact $ 1,525,000 Right of way acquisition/support services $ 75,000 Other project -related costs Final design costs will be funded using Letter of No Prejudice funds received and CMAQ with 1989 Measure A highway funds for local match. Right of way costs will be funded using STIP-RIP, Traffic Congestion Relief Program, CMAQ, and 1989 Measure A highway funds. CMAQ and Proposition 1B CMIA funds will be used for construction activities. Caltrans is the lead agency. N/A; state highway operations are the responsibility of Caltrans. 1-15 Express Lanes (P003027) Continue design -build and toll system design and construction and project financing activities to add two tolled express lanes in each direction from SR-60 to Cajalco Road in Corona. The project is using the design -build method of project delivery. Project development activities began in April 2008, and lanes are expected to be open to traffic in 2020. The estimated total project cost is $561 million, including financing costs. FY 2017/18 Cost Measure A Budget Impact Operating Budget Impact $ 130,000 Preliminary engineering $ 6,065,000 Construction $ 3,315,000 Right of way support services $ 110,385,000 Design -build $ 6,645,000 Other project -related costs Project development costs and a portion of construction will be funded using 2009 Measure A highway funds. It is anticipated that federal CMAQ and STBG funds will be used, and the Commission will secure a federal TIFIA loan to complete the project financing plan. Operation and maintenance of future tolled express lanes facilities are the responsibility of the Commission, while all other federal and state highway operations are the responsibility of Caltrans. Preliminary estimates of annual operating and maintenance costs are $13 million. Such costs will be paid from the collection of toll revenues. 1-15 Railroad Canyon Interchange (005104) Begin final design phase 1 for the city of Lake Elsinore. Cost for final design is estimated to be $4 million FY 2017/18 Cost $ 1,100,000 Final design $ 1,150,000 Right of way acquisition/support services $ 243,100 Other project -related costs Measure A Budget Impact Operating Budget Impact 1-215 Corridor Improvements/Scott Road to Nuevo Road (Central Segment) (P003023) Complete three-year plant establishment period (October 2018) and project closeout (June 2019). Project added one mixed flow lane in each direction. Preliminary engineering began in 2007 and was completed in 2011. Final design began in 2011 and was completed in December 2012; construction began in 2013 and was completed in 2016. The total project cost is estimated at $120 million. FY 2017/18 Cost Measure A Budget Impact Operating Budget Impact $ 692,000 Construction/construction management/support services $ 30,000 Right of way acquisition/support services $ 97,000 Other project -related costs Costs will be funded using CMIA, STIP-RIP, and 2009 Measure A highway funds. N/A; federal highway operations are the responsibility of Caltrans. Mid County Parkway (P002302 & P612317) First construction package is broken out as I-215/Placentia Interchange (see P002317below). Perform activities related to post-environmental/permitting, design and right of way for a new corridor from 1-215 to SR-79. Construction of this new facility will be completed over many years as funding becomes available and is estimated to cost $1.7 to $1.9 billion. FY 2017/18 Cost Measure A Budget Impact Operating Budget Impact $ 4,000,000 Preliminary engineering/final design $ 20,600,000 Right of way acquisition/support services $ 841,000 Other project -related costs Costs will be funded with TUMF CETAP funds and 2009 Measure A new corridor funds. N/A; responsibility for highway operations has not been determined. Pachappa Underpass (P003038) Perform activities related to design, right of way and construction phase. Design will be performed by Caltrans. Project will remove the Pachappa shoofly activities and construct the retaining wall, drainage, and track work for the permanent Pachappa underpass. The total project cost is estimated at $12 million. FY 2017/18 Cost $ 11,950,000 Construction/construction management/support services $ 800,000 Right of way acquisition/support services $ 376,300 Other project -related costs Measure A Budget Impact Costs will be funded with federal earmarks, STP and or CMAQ. Operating Budget Impact N/A; responsibility for highway operations has not been determined. Santa Ana River Trail (P007201) Provide support to the District for the Santa Ana River Trail project under a cooperative planning and development agreement. The District is the lead agency for environmental compliance for NEPA and CEQA, and the Commission will be responsible for project oversight and approval, final design, and construction. The District is responsible for 100% of costs. FY 2017/18 Cost Measure A Budget Impact Operating Budget Impact $ 2,800,000 Construction/construction support services $ 220,000 Right of way acquisition/support costs $ 450,000 Other project -related costs None; costs will be funded by the District. N/A; operations are the responsibility of the District. Santa Ana River Trail — Green River Golf Course Trail (P007202) Provide project management to the District for the Green River Golf Course Trail of the Santa Ana River Trail project under a cooperative planning and development agreement. The District will be the lead agency for environmental compliance for NEPA and CEQA, and The Commission will be responsible for administration of preliminary engineering, final design, and construction. The District is responsible for 100% of costs. FY 2017/18 Cost Measure A Budget Impact Operating Budget Impact $ 500,000 Preliminary engineering/final design Construction/construction support services $ 45,000 Right of way acquisition/support costs $ 131,300 Other project -related costs None; costs will be funded by the District. N/A; operations are the responsibility of the District. Various Western County Highway Projects (P003037, P623999, P629199, P613999, P383999 & P622402) Provide funding and support for the engineering, construction, and right of way activities related to Western County highway and grade separation projects. FY 2017/18 Cost Measure A Budget Impact Operating Budget Impact $ 3,821,000 Construction $ 4,003,700 Other project -related costs Costs will be funded using primarily 2009 Measure A highway funds. N/A; federal highway operations are the responsibility of Caltrans. various Various Western County Measure A and TUMF Regional Arterial Projects (P003003, P005203, P005102, P005107, P005116, P005127, P005134, P725000, P665102 & P005200) Provide Western County Measure A and TUMF funding and support for the engineering, right of way, and construction activities related to various Western County Measure A and TUMF regional arterial projects approved by the Commission. Total project costs approved for MARA and TUMF regional arterial projects approximate $143 million. FY 2017/18 Cost Measure A Budget Impact Operating Budget Impact $ 2,026,400 $ 3,650,200 $ 5,793,600 $ 85,800 Engineering and final design Construction Right of way acquisition Other project -related costs Costs will be funded using TUMF regional arterial and 2009 Measure A regional arterial funds with various local jurisdictions as lead agency for their respective projects. N/A; regional arterial operations are the responsibility of the local jurisdictions. MSHCP Land Acquisition in Western County (P002800) Provide funding and support for the acquisition of land as mitigation for the cumulative and indirect impacts associated with construction of future highway projects as required by 2009 Measure A. The annual commitment through December 2019 is $3 million. FY 2017/18 Cost Measure A Budget Impact Operating Budget Impact $ 3,000,000 Land acquisition Costs will be funded using 2009 Measure A highway funds. N/A; land mitigation operations are the responsibility of RCA. Rail Projects Perris Valley Line and Other Rail Projects (P003800, P003823, P003827, P003829, P003830, P003832 & P003834) Complete closeout of extension of commuter rail services to Perris. Project commenced in December 2007 when the Commission received approval from FTA to move into project development. Other rail projects include adding a fourth main track between the Riverside Downtown station to the connector to the SJBL branch line at Highgrove. Project was substantially completed in September 2016 for a total project cost of $248.3 million, excluding other rail project costs. Revenue service commenced in June 2016. FY 2017/18 Cost Measure A Budget Impact Operating Budget Impact $ 21,710,000 Construction/construction management/support services 9,000 Right of way acquisition/support services 615,600 Other project -related costs Costs will be funded using FTA, CMAQ, STP, STIP, and 1989 Measure A Western County and 2009 Measure A Western County rail funds as well as proceeds from sales of surplus properties. Rail station operations related to this project, which will be the responsibility of the Commission upon completion of the project, will be funded with LTF and property management fees. Rail service and capital operations will be the responsibility of Metrolink and will be funded by the Commission with LTF and STA based on an allocation determined by Metrolink. Annual operating costs for nine stations and the RDOCC approximate $5,200,000 and are included in Rail Operations as discussed in section 6.2. Station operations costs will be funded by the Commission with 2009 Measure A Western County rail funds. Riverside -La Sierra Station Improvements (P653826) Improve the multimodal benefits of the station to serve the express bus network being implemented upon completion of the 91 Project and to provide a dedicated park and ride facility for carpools and vanpools along SR- 91. Facility improvements include the addition of 500 parking spaces, six new bus bays, a new signalized street entrance, and dedicated bus stops and passenger loading area. Construction is estimated at $3 million. FY 2017/18 Cost Measure A Budget Impact Operating Budget Impact $ 190,000 $ 3,870,000 $ 10,000 $ 271,100 Preliminary engineering/final design Construction/construction management Right of way support services Other project -related costs Costs will be funded with FTA Section 5309 funds. Operations of all commuter rail stations are the responsibility of the Commission and are funded using 2009 Measure A Western County rail funds. Riverside Downtown/Jurupa Valley-Pedley Station Improvements (P004023) Provide funding and support for improvements at the Riverside -Downtown and Pedley stations to include ticket vending machine relocation, passenger waiting area shelters, and ADA improvements. Project will commence in spring 2017 and is expected to be completed by fall 2017. Total project cost is $1.5 million. FY 2017/18 Cost Measure A Budget Impact Operating Budget Impact $ 95,000 Engineering support/material testing $ 1,428,500 Construction/construction management $ 193,000 Other project -related costs Costs will be funded using federal STP and 2009 Measure A Western County rail funds. Operations will be the responsibility of the Commission and are funded using 2009 Measure A Western County rail funds. Station Rehabilitation and Security (P004011, P004012 & P004017) Provide funding and support for station rehabilitation and security at the Riverside -Downtown, Riverside -La Sierra, Corona- North Main, Corona- West, and Pedley stations. Improvements include lighting, parking lot repavement and restriping, security camera replacements, and deck coating. Construction is expected to begin in FY 2017/18. FY 2017/18 Cost Measure A Budget Impact Operating Budget Impact $ 1,500,000 Construction/construction management $ 2,200,000 Property improvements $ 10,000,000 Other project -related costs Costs will be funded using FTA, Proposition 1B TSSSDRA funds, and 2009 Measure A Western County rail funds. Operations will be the responsibility of the Commission and are funded using 2009 Measure A Western County rail funds. Perris Valley Line Platform Canopies (P004025) Install seven major canopies and four small canopies at the Riverside -Hunter Park, Moreno Valley -March Field, and South Perris rail stations. FY 2017/18 Cost $ 50,000 Material testing $ 2,409,000 Construction/construction support services $ 10,000 Right of way support services $ 145,600 Other project -related costs Measure A Budget Impact None; Costs will be funded using FTA 5307 grant funding. Operating Budget Impact N/A; these rail projects may be improvements beyond the rail station boundaries that benefit local jurisdictions who are responsible for operations in those areas. Various Western County Rail Projects (P454199, P654199, P336000, P652402 & P652404) Provide Measure A funding and support for right of way activities related to various rail projects. FY 2017/18 Cost Measure A Budget Impact Operating Budget Impact $ 250,000 Preliminary engineering $ 2,450,000 Construction $ 500,000 Right of way support services $ 26,341,600 Other project -related costs Costs will be funded using 2009 Measure A Western County Commuter Rail funds. N/A; these rail projects may be improvements beyond the rail station boundaries that benefit local jurisdictions who are responsible for operations in those areas. Local Streets and Roads Western County Area Distribute local return funding for local streets and roads projects in Western County. FY 2017/18 Cost Measure A Budget Impact Operating Budget Impact $ 549,300 154,200 172,700 3,929,200 1,248,900 1,648,000 1,886,000 1,273,300 1,615,800 3,809, 200 2,287,100 639,100 1,468,400 7,242,700 831,300 2,914,400 601,000 5,185,400 864,000 45,000 38,365,000 (864,000) $ 37,501,000 Banning Beaumont Calimesa Canyon Lake Corona Eastvale Hemet Jurupa Valley Lake Elsinore Menifee Moreno Valley Murrieta Norco Perris Riverside San Jacinto Temecula Wildomar Riverside County Commission (MARA) Allocation of administrative costs Total Western County Less: Beaumont Allocation to MARA Total Western County, net All costs will be distributed in accordance with 2009 Measure A local streets and roads funds. N/A; local streets and roads operations are the responsibility of the local jurisdiction. Coachella Valley Distribute local return funding for local streets and roads projects in Coachella Valley. FY 2017/18 Cost Measure A Budget Impact Operating Budget Impact $ 1,485,100 612,000 473,400 235,200 1,896,700 1,472,100 2,704,000 2,040, 200 888,100 1,771,200 45,000 Cathedral City Coachella Desert Hot Springs Indian Wells Indio La Quinta Palm Desert Palm Springs Rancho Mirage Riverside County Allocation of administrative costs $ 13,578,000 Total Coachella Valley All costs will be distributed in accordance with 2009 Measure A local streets and roads funds. N/A; local streets and roads operations are the responsibility of the local jurisdiction. Palo Verde Valley Area Distribute local return funding for local streets and roads projects in Palo Verde Valley. FY 2017/18 Cost Measure A Budget Impact Operating Budget Impact $ 768,800 Blythe 176,200 Riverside County 45,000 Allocation of administrative costs $ 990,000 Total Palo Verde Valley All costs will be distributed in accordance with 2009 Measure A local streets and roads funds. N/A; local streets and roads operations are the responsibility of the local jurisdiction. Community Profile Riverside County is the fourth largest county in California, stretching westward nearly 200 miles from the Colorado River and comprising more than 7200 square miles that include 28 incorporated cities. The County can trace its beginning back to 1893 when voters approved the formation of a new county. The area was carved from parts of San Bernardino and San Diego counties. In its 125 years of existence, the County's economy has diversified and prospered. Originally, the County was a very agricultural area, known for a wide variety of crops grown on its fertile soils. The County remains a strong agricultural area, but it is increasingly becoming a leader in manufacturing, transportation, construction, and tourism. Demographics The success of the area has brought dramatic population growth to the County (Chart 53). Since the 1980's, the County has been one of the fastest growing counties in the State. Chart 53 — Population — Last Ten Years 2,400,000 2,350,000 2,300,000 2,250,000 2,200,000 2,150,000 2,100,000 2,050,000 2,000,000 1,950,000 1,900,000 1,850,000 ti�0't ti�00 ,96) Source: California Department of Finance The available and affordable housing in the County has attracted many people to the County (Chart 54); however, housing is gradually recovering from a slowdown due to the effect of the subprime mortgages, ensuing credit crisis, and recession. Chart 54 — Home Price Advantage $800,000 $700,000 $600,000 $500,000 $400,000 $300,000 $200,000 $100,000 Home Value Advantage Riverside County and Southern California Markets (February, 2017) O Median Home Values ❑ Riverside County Advantage $334,400 $445,000 $110,600 $537,600 $203,200 $610,800 $276,40 $712,600 $378.200 Riverside Los Angeles San Diego Ventura Orange Source: California Association of Realtors County During the growth period, jobs also increased as many firms relocated to the area and moved away from older communities. During the recent economic slowdown, the County's unemployment rate rose to an all-time high; however, the unemployment rate has decreased significantly during the recovery period (Chart 55). Chart 55 — Unemployment Rate (%) — Last Ten Years 16.0 % 14.0% 12.0% 10.0% 8.0% 6.0% 4.0% 2.0% 0.0% • Source: California Employment Development Department The area is preparing for its future as well in supporting better education. The County is home to a number of colleges and universities including University of California, Riverside. Riverside County's economy is benefitting from employment gains. Population migration to the Inland Empire has occurred due to the area's employment opportunities and a lower cost of living compared to the coastal counties. Although wage growth has been flat and centered on lower and moderate income, improvements in the local labor market with increased economic activity support stable sales tax revenue growth. Statistical Information Retail Sales As a result of demographic changes and growth, retail sales (Chart 56 and Table 68) in the County have shown continued improvements following the recent recession. Chart 56 — Retail Sales (%) - $30 Billion — 2013 Data Total all other services & outlets 29.26% Other Retail SalesJ 7.10% Automotive 23.38% Apparel Stores 6.49 % General Merchandise 9.24 % Food Stores 5.25% Eating & Drinking 10.28% Household & Electronics 3.45% LBuilding Materials 5.55% Table 68 -Riverside County Taxable Sales by Business Type (in 000's) - Last Five Years 20151 2013 2012 2011 2010 Apparel Stores $ 2,136,727 $ 1,771,603 $ 1,672,482 $ 1,505,821 $ 1,391,174 General Merchandise 3,040,243 3,298,920 3,174,022 3,051,709 2,947,905 Food Stores 1,727,517 1,421,590 1,356,148 1,304,731 1,267,758 Eating & Drinking 3,384,494 2,836,388 2,668,324 2,473,339 2,317,486 Household & Electronics 1,135,234 996,484 930,068 914,888 883,109 Building Materials 1,826,293 1,535,178 1,364,513 1,303,073 1,232,145 Automotive 7,693,172 7,421,523 7,009,138 6,311,272 5,306,408 Other Retail Sales 2,338,039 1,781,754 1,841,973 1,711,453 1,480,601 Total all other services & outlets 9,629,185 9,002,027 8,079,341 7,065,212 6,326,196 Source: State Board of Equalization 1 Year represents most recent data available $ 32,910,904 $ 30,065,467 $ 28,096,009 $ 25,641,498 $ 23,152,782 The 2015 taxable sales generation by jurisdiction in the County, including ranking compared to 2005, is presented in Table 69. Table 69 -Taxable Sales Generation by Jurisdiction in Riverside County for 20151 Taxable Sales (in000's) % of Total 2015 Rank 2005 Rank $ 5,371,363 16.3% 2 2 3,320,556 10.1% 3 3 2,940,438 8.9% 4 4 1,580,448 4.8% 5 5 1,524,712 4.6% 6 6 1,281,528 3.9% 7 7 1,039,922 3.2% 8 10 1,004,651 3.1% 9 8 931,694 2.8% 10 11 867,291 2.6% 11 N/A 815,255 2.5% 12 15 804,140 2.4% 13 9 765,715 2.3% 14 12 707,515 2.1% 15 14 656,460 2.0% 16 N/A 580,357 1.8% 17 N/A 543,870 1.7% 18 13 429,731 1.3% 19 16 394,992 1.2% 20 19 307,891 0.9% 21 17 237,342 0.7% 22 21 185,498 0.6% 23 18 157,846 0.5% 24 20 139,383 0.4% 25 N/A 127,502 0.4% 26 23 100,953 0.3% 27 22 64,524 0.2% 28 24 18,299 0.1% 29 25 City of Riverside City of Corona City of Temecula City of Palm Desert City of Moreno Valley City of Murrieta City of Palm Springs City of Hemet City of Indio City of Jurupa Valley City of Perris City of Cathedral City City of Lake Elsinore City of La Quinta City of Eastvale City of Menifee City of Norco City of Rancho Mirage City of Beaumont City of Coachella City of San Jacinto City of Banning City of Blythe City of Wildomar City of Desert Hot Springs City of Indian Wells City of Calimesa City of Canyon Lake Incorporated Unincorporated county area Countywide California Source: California State Board of Equalization 1 Year represents most recent data available 26,899,876 6,011,028 82.0% 18.0% 32,910,904 100.0% $ 633,941,952 Measure A Sales Taxes Measure A is a one-half of one cent transaction and use tax for transportation improvements in the County. The County had an 8.00% sales tax rate including the Measure A rate through December 2016, 7.75% from January 2017 through March 2017, and 8.75% thereafter (Table 70). Table 70 - Direct and Overlapping Sales Tax Rates - Last Five Years Fiscal Year Measure A Direct Rate County of Riverside 2017 0.50% 8.75% 2016 0.50% 8.00% 2015 0.50% 8.00% 2014 0.50% 8.00% 2013 0.50% 8.00% Source: Commission Finance Department and California State Board of Equalization Since the end of the recent economic slowdown, changes have occurred in the economic categories in which the Measure A sales tax was generated (Table 71). General retail and transportation represent the two highest economic categories and approximately 54% of sales taxes generated. Transportation has decreased in recent years due to lower fuel prices offset by increases in new auto purchases. Table 71- Sales Tax by Economic Category Economic Category 2013/4 2014/4 2015/4 2016/4 % of Total % of Total % of Total % of Total General Retail 28.7% 28.4% 28.8% 28.9% Transportation 27.0% 26.6% 25.9% 25.1% Food Products 16.1% 16.6% 17.3% 17.7% Business to Business 14.5% 14.4% 15.1% 15.3% Construction 11.8% 12.0% 10.8% 10.8% Miscellaneous 1.9% 2.0% 2.1% 2.2% Total 100.0% 100.0% 100.0% 100.0% Source: MuniServices, LLC Each economic category consists of several economic segments, which provide additional information regarding economic activity in the County. In 2012 the top six economic segments consisted of service stations, department stores, auto sales -new, restaurants, building materials -wholesale, and miscellaneous retail. Over the next three calendar years, auto sales -new, restaurants, and department stores moved into the top three economic segments. The top six economic segments in 2016 with comparisons to previous years are presented in Table 72. Table 72 - Sales Tax by Economic Segment Top Six Economic Segments (Category) 2013/4 2014/4 2015/4 2016/4 % of Total % of Total % of Total % of Total Auto Sales - New (Transportation) Restaurants (Food Products) Department Stores (General Retail) Miscellaneous Retail (Miscellaneous) Service Stations (Transportation) Building Materials - Wholesale (Construction) 10.7% 9.9% 10.8% 6.8% 11.1% 7.3% 10.9% 10.4% 10.4% 7.0% 10.3% 7.5% 11.7% 11.0% 10.4% 7.2% 8.5 % 6.2 % 11.8% 11.4% 10.1% 7.4% 7.2% 6.1% Source: MuniServices, LLC Commission Facts Programs and Services Measure A: The Commission administers Measure A, the local half -cent sales tax for new transportation projects in the County. Under Measure A, funding is used to improve highways, commuter rail, regional arterials, local streets and roads, transit and specialized transportation services including commuter assistance, economic development, new corridors, and Commission administration. Measure A expires in 2039. Transportation Development Act: The TDA is comprised of two elements: Local Transportation Fund and State Transit Assistance funding. The Commission administers the LTF one -quarter of one cent of the state sales tax on behalf of the County. STA is generated from the statewide sales tax on diesel fuel and is allocated by the State to the Commission on the basis of population and as a percentage of transit fare revenues. TDA funding is allocated primarily to bus and rail transit operators for transit operating and capital needs. Additionally, LTF funding is available for bicycle and pedestrian facilities, planning, and administration and allocated to the Commission and local jurisdictions in the County. Highways: The Commission assists with the planning and funding for highway improvements. Major current projects include: 91 Project, 1-15 Express Lanes project, and Mid County Parkway. State highway maintenance is generally the responsibility of CaVans; however, the Commission will be responsible for the operations and maintenance of toll facilities during a 50-year term upon commencement of toll operations for each facility. Local Streets and Roads: The Commission administers funding to local jurisdictions to improve streets, intersections, signal coordination, and pavement. Local streets and roads maintenance is the responsibility of the local jurisdictions. Commuter Rail: The Commission funds and oversees Metrolink rail services within the County. The Commission's three Metrolink lines are the Riverside, IE0C, and 91/Perris Valley Lines. The Commission owns and maintains nine Metrolink stations and an operations control center located at: ➢ Riverside —Downtown operations control center, 4344 Vine Street, Riverside ➢ Perris —South, 1304 Case Road, Perris ➢ Perris —Downtown, 121 South C Street, Perris ➢ Moreno Valley/March Field, 14160 Meridian Parkway, Riverside ➢ Riverside —Hunter Park/UCR, 1101 Marlborough Avenue, Riverside ➢ Riverside —Downtown station, 4066 Vine Street, Riverside ➢ Riverside —La Sierra station, 10901 Indiana Avenue, Riverside ➢ Jurupa Valley — Pedley station, 6001 Pedley Road, Riverside ➢ Corona — North Main station, 250 East Blaine Street, Corona ➢ Corona — West station, 155 South Auto Center Drive, Corona Motorist Assistance: The Commission provides emergency call boxes and the 511 traveler information system through the SAFE and offers emergency towing services through the FSP. Commuter Assistance: The Commission provides a variety of rideshare services both to employers and commuters. Through voluntary participation, commuters and employers receive a direct benefit from their sales tax dollars, and the entire region benefits from reduced traffic congestion and improved air quality. Specialized Transit: The Commission maintains a strong commitment to assist in the mobility of those with specialized transit needs. Through its Specialized Transit Program, the Commission has provided millions of dollars to public and nonprofit transit operators to assist in the provisions of special transit services to improve the mobility of seniors and persons with disabilities. Appendix A — Glossary of Acronyms ADA — Americans with Disabilities Act ARRA* — American Recovery and Reinvestment Act ATP — Active Transportation Program BABs — Build America Bonds Bank of America — Bank of America, N.A. BTMU — The Bank of Tokyo -Mitsubishi UFJ, Ltd., acting through its New York Branch Bechtel — Bechtel Infrastructure BNSF — BNSF Railway Board — Board of Commissioners for the Riverside County Transportation Commission CABS — Capitalized Appreciation Bonds CAFR — Comprehensive Annual Financial Report CALCOG — California Association of Councils of Governments CaIPERS — California Public Employees Retirement System Caltrans — California Department of Transportation CARB — California Air Resources Board CEQA — California Environmental Quality Act CETAP — Community Environmental Transportation Acceptability Process CHP — California Highway Patrol CHSRA — California High Speed Rail Authority CIBs — Current Interest Bonds CIP — Capital Improvement Plan CMA — Congestion Management Agency CMAQ* — Congestion Mitigation and Air Quality CMIA* — Corridor Mobility Improvement Account (Proposition 1B funding category) CMP — Congestion Management Program CMS — Congestion Management System Commission — Riverside County Transportation Commission Coordinated Plan — Coordinated Public Transit —Human Services Transportation Plan County — County of Riverside CTC — California Transportation Commission CTSA — Consolidated Transportation Service Agency CVAG — Coachella Valley Association of Governments Deutsche Bank — Deutsche Bank AG District — Riverside County Regional Park and Open Space District DBE — Disadvantaged Business Enterprise DMV — Department of Motor Vehicles EIR — Environmental Impact Report EIS — Environmental Impact Summary ERP — Enterprise Resource Planning ETC — Employer Transportation Coordinators FAST Act — Fixing America's Surface Transportation Act FHWA* — Federal Highway Administration Fitch — Fitch Ratings FRA — Federal Railroad Administration FSP — Freeway Service Patrol FTA* — Federal Transit Administration FTE — Full-time Equivalent FTIP — Federal Transportation Improvement Program FY — Fiscal Year Gann — Gann Initiative approved by California voters in 1979 GASB — Governmental Accounting Standards Board GFOA — Government Finance Officers Association GHG — Greenhouse Gas HOV — High Occupancy Vehicle (Carpool Lane) HSIPR — High Speed Intercity Passenger Rail 1 — Interstate 1E511 — Inland Empire 511 IECommuter — Inland Empire Commuter rideshare system IEOC — Inland Empire —Orange County Metrolink Service IIP* — Interregional Improvement Program Inland Empire — Region covering Riverside and San Bernardino counties IVR — Interactive Voice Response JARC — Jobs Access Reverse Commute LCTOP — Low Carbon Transit Operations Programs LIBOR — London Interbank Offer Rate Limited Tax Bonds — Indebtedness secured by a specified tax or group of taxes LOS — Level of Service LOSSAN — Los Angeles -San Diego -San Luis Obispo, a rail corridor LTF* — Local Transportation Fund MAP-21 — Moving Ahead for Progress in the 21' Century MARA — 2009 Measure A Regional Arterial funding for Western County MCP — Mid County Parkway Measure K — Increase of sales tax revenue bonds debt limit to $975 million approved by voters in November 2010 Metrolink — Operating Name for SCRRA (see SCRRA) Moody's — Moody's Investors Service MOE — Maintenance of Effort MOU — Memorandum of Understanding MPO — Metropolitan Planning Organization MSHCP — Multi -Species Habitat Conservation Plan MSRC — Mobile Source Air Pollution Reduction Review Committee (AB2766) NEPA — National Environmental Policy Act OA — Obligation Authority OCTA — Orange County Transportation Authority PVL/Perris Valley Line — Perris Valley Line Metrolink Extension Project Ports — Port of Los Angeles and Port of Long Beach PPM — Planning, Programming, and Monitoring PTMISEA — Public Transportation, Modernization, Improvement and Service Enhancement Account (Proposition 1B funding category) RCA — Western Riverside County Regional Conservation Authority RCTC — Riverside County Transportation Commission RDOCC — Riverside Downtown Operations Control Center RFA — Request for Authorization RIP* — Regional Improvement Program RTA — Riverside Transit Agency RTP — Regional Transportation Plan RZEDBs — Recovery Zone Economic Development Bonds S&P — Standard & Poor's Rating Service SAFE — Service Authority for Freeway Emergencies Sales Tax — Reference including transaction and use tax such as Measure A SANBAG — San Bernardino Associated Governments SB375 — Senate Bill 375 (Steinberg) California's Sustainable Communities and Climate Protection Act SB821 — Senate Bill 821 LTF Bicycle and Pedestrian Funds SBE — Small Business Enterprise SBOE — State Board of Equalization SBPAs — Standby Bond Purchase Agreements SCAG — Southern California Association of Governments SCAQMD — South Coast Air Quality Management District SCRRA — Southern California Regional Rail Authority SCS — Sustainable Communities Strategy SDP — Service Development Plan Series A Tax -Exempt — Series of tax-exempt bonds issued under 2010 Bonds Series B Taxable — Series of taxable Build America Bonds issued under 2010 Bonds SHCC — Self -Help Counties Coalition SJBL — San Jacinto Branch Line SLPP* — State Local Partnership Program SR — State Route SRTP — Short Range Transit Plan STA* — State Transit Assistance Stantec — Stantec Consulting Services Inc. State — State of California State Street Bank — State Street Bank and Trust Company STIP* — State Transportation Improvement Program STP* — Surface Transportation Program SunLine — SunLine Transit Agency TAC — Technical Advisory Committee TAP — Transportation Alternatives Program TCIF* — Trade Corridors Improvement Fund (Proposition 1B funding category) TDA* — Transportation Development Act TIFIA* — Transportation Infrastructure Finance and Innovation Act TIP — Transportation Improvement Plan TSSSDRA — Transit System Safety, Security and Disaster Response Account (Proposition 1B funding category) TUMF* — Transportation/Traffic Uniform Mitigation Fee (Western County/Coachella Valley) UCR — University of California at Riverside UP — Union Pacific Railroad U.S. DOT — United States Department of Transportation Western County — Western area of Riverside County WRCOG — Western Riverside Council of Governments 91 Express Lanes — Tolled express lanes on SR-91 in Orange County operated by OCTA and in Riverside County by the Commission upon completion of the 91 Project 91 Project — SR-91 corridor improvement project consisting of two tolled express lanes in each direction of SR-91 between the Orange County line and I- 15, the addition of a general purpose lane between SR-71 and 1-15, and other improvements 1989 Measure A* — Original 1/2 cent transportation sales tax measure approved by voters in November 1988 that expired in June 2009 2009 Measure A* — Extension of sales tax measure approved by voters in November 2002 which became effective upon expiration of original sales tax measure on July 1, 2009 2009 Bonds — Sales Tax Revenue Bonds, Series A, B and C issued in October 2009 2010 Bonds — Sales Tax Revenue Bonds, Series A Tax-exempt and Series B Taxable issued in November 2010 2013 Sales Tax Bonds — Sales Tax Revenue Bonds anticipated to be issued in July 2013 2013 Toll Bonds — Toll Revenue Bonds anticipated to be issued in July 2013 * Additional information provided in Funding Definitions. Appendix B - Salary Schedule Effective 7/6/2017 Department/Position Range Monthly Monthly Exempt/Non- FTE No. Minimum Maximum Exempt ADMINISTRATION Administrative Assistant 1.0 17 $ 3,869 $ 5,223 NE Clerk of the Board 1.0 45 $ 7,660 $ 10,340 E Deputy Clerk of the Board 1.0 25 $ 4,702 $ 6,348 NE Human Resources Administrator 1.0 45 $ 7,660 $ 10,340 E Information Technology Administrator 1.0 45 $ 7,660 $ 10,340 E Records Technician 1.0 17 $ 3,869 $ 5,223 NE Senior Administrative Assistant 1.0 25 $ 4,702 $ 6,348 NE Senior Office Assistant 1.0 13 $ 3,509 $ 4,737 NE Administration Subtotal: 8.0 E. CAPITAL PROJECT DEVELOPMENT AND DELIVERY Capital Projects Manager 4.0 53 $ 9,310 $ 12,569 E Facilities Administrator 1.0 45 $ 7,660 $ 10,340 E Management Analyst 1.0 35 $ 6,001 $ 8,102 E Project Delivery Director 1.0 67 $ 13,100 $ 17,686 E Right of Way Manager 1.0 53 $ 9,310 $ 12,569 E Senior Management Analyst 3.0 43 $ 7,295 $ 9,848 E Toll Operations Manager 1.0 63 $ 11,883 $ 16,041 E Toll Program Director 1.0 71 $ 14,443 $ 19,498 E Toll Project Manager 1.0 65 $ 12,477 $ 16,843 E Toll Technology Manager 1.0 53 $ 9,310 $ 12,569 E Capital Project Development and Delivery Subtotal: 15.0 EXECUTIVE MANAGEMENT Deputy Executive Director 1.0 75 $ 15,924 $ 21,497 E Executive Director 1.0 83 $ 19,355 $ 26,130 E - Executive Management Subtotal: 2.0 _ FINANCE Accountant 2.0 33 $ 5,716 $ 7,716 E Accounting Assistant 1.0 17 $ 3,869 $ 5,223 NE Accounting Technician 2.0 25 $ 4,702 $ 6,348 NE Chief Financial Officer 1.0 67 $ 13,100 $ 17,686 E Deputy Director of Finance 1.0 57 $ 10,141 $ 13,691 E Procurement Analyst 1.0 36 $ 6,148 $ 8,300 E Procurement Manager 1.0 53 $ 9,310 $ 12,569 E Senior Financial Analyst 1.0 43 $ 7,295 $ 9,848 E Finance Subtotal: 10.0 ■ ' EXTERNAL AFFAIRS External Affairs Director 1.0 63 $ 11,883 $ 16,041 E Public Affairs Manager 1.0 51 $ 8,867 $ 11,970 E Senior Management Analyst 2.0 43 $ 7,295 $ 9,848 E External Affairs Subtotal: 4.0 MULTIMODAL SERVICES Commuter and Motorist Assistance Manager 1.0 51 $ 8,867 $ 11,970 E Management Analyst 2.0 35 $ 6,001 $ 8,102 E Multimodal Services Director 1.0 63 $ 11,883 $ 16,041 E Transit Manager 1.0 51 $ 8,867 $ 11,970 E Multimodal Services Subtotal: 5.0 PLANNING AND PROGRAMMING SERVICES Management Analyst 1.0 35 $ 6,001 $ 8,102 E Planning and Programming Director 1.0 63 $ 11,883 $ 16,041 E Planning and Programming Manager 1.0 51 $ 8,867 $ 11,970 E Senior Management Analyst 1.0 43 $ 7,295 $ 9,848 E Planning and Programming Services Subtotal: 4.0 RAIL MAINTENANCE AND OPERATIONS Rail Manager 1.0 51 $ 8,867 $ 11,970 E Management Analyst 1.0 35 $ 6,001 $ 8,102 E Rail Maintenance and Operations Subtotal: 2.0 TOTAL AUTHORIZED POSITIONS Administration 8.0 Capital Project Development and Delivery 15.0 Executive Management 2.0 ExtrnaI Affairs 4.0 Finance 10.0 Multimodal Services 5.0 Planning and Programming Services 4.0 Rail Maintenance and Operations 2.0 Total Authorized Positions 50.0 Appendix C — Funding Definitions Federal Funding Sources Transportation Infrastructure Finance and Innovation Act The TIFIA program provides credit assistance for qualified projects of regional and national significance that are critical improvements to the nation's surface transportation system. It is designed to fill market gaps and leverage substantial private and non-federal co -investment by providing supplemental and subordinate capital. TIFIA credit assistance is often available on more advantageous terms than in the financial market making it possible to obtain financing, in the form of a secured loan, loan guarantee, and/or standby line of credit, for needed projects when it might not otherwise be possible. American Recovery and Reinvestment Act of 2009 Commonly referred to as the Stimulus or The Recovery Act, ARRA is an economic stimulus package "intended to create jobs and promote investment and consumer spending" during the recent recession. It includes domestic spending in infrastructure with investment transportation, environmental protection, and other infrastructure providing long-term economic benefits. ARRA also created the Build America Bond program, which authorized state and local governments to issue in 2009 and 2010 such bonds as taxable bonds to finance capital expenditures for which would otherwise be financed with tax-exempt governmental bonds. State and local governments issuing BABs receive a direct federal subsidy payment for a portion of their borrowing costs on BABs equal to 35 to 45 percent of the total coupon interest paid to investors. The BAB program was intended to assist state and local governments finance capital projects at lower borrowing costs and to stimulate the economy and create jobs. Federal Transit Administration Section 5307 formula funds made available to urbanized areas for operating subsidies, capital projects and planning. Operating match is up to 50% of the net operating cost; capital and planning match is 80% federal and 20% local. Section 5309 discretionary funds generally provided to urbanized areas for funding new start rail projects, major bus fleet replacement, and transit facility construction. Matching ratios range from 50/50 to 80% federal and 20% local. Section 5310 funds made available to states for providing capital support to private non-profit and, in certain circumstances, public transit operators. This is a state administered discretionary program providing funds on an 88.53% federal and 11.47% local basis. Section 5311 funds provided to support rural transit operating subsidies and capital projects. Operating match is up to 50% of the net operating cost; capital match is 80% federal and 20% local. Federal Highway Administration In 1991, the Intermodal Surface Transportation Efficiency Act (ISTEA) was approved by Congress to replace the former Federal Aid Urban/Federal Aid System funding programs. ISTEA was established as a six -year funding program and was reauthorized for another six years in 1997. This new transportation act was renamed as the Transportation Equity Act of the Twenty-first Century (TEA21) and was extended through August 10, 2005 when the President signed into law SAFETEA-LU. With guaranteed funding for highways, highway safety, and public transportation totaling $244.1 billion, SAFETEA-LU represents the largest surface transportation investment in our nation's history. Under these programs the following fund sources are allocated to each county, and the Commission further allocates these funds based on federal provisions. Surface Transportation Program Funds allocated by the Commission and administered by Caltrans that provide funding for local street and road improvements. Current matching rate is 88.53% federal and 11.47% local. Congestion Mitigation and Air Quality Funds allocated by the Commission for transportation related air quality improvement projects in air quality non -attainment areas. Current matching rate is 88.53%federal and 11.47% local. Safety projects can qualify for 100% of CMAQ funding. Transportation Enhancements The amount of funds made available under this program is 10% of the state apportionment of STP funds. Projects are qualified and prioritized by the Commission and submitted to the California Transportation Commission for inclusion in the State Transportation Improvement Program. The basic definition of a transportation enhancement project is an improvement that is over and above the base transportation project. Project categories are pedestrian and bicycle facilities, scenic or historic highways, scenic beautification, historic preservation, rehabilitation of historic transportation facilities, preservation of abandoned railway corridors, control/removal of outdoor advertising, archaeological planning and research, and mitigation of water pollution due to highway runoff. Current matching rate is 88.53% federal and 11.47% local. State Local Funding Sources Transportation Development Act The TDA is comprised of two elements: LTF and STA funds. LTF funds are derived from 1/4 of one cent of the state sales tax and are returned to source. There are three areas of apportionment within Riverside County comprised of Western County, Coachella Valley, and Palo Verde Valley (Blythe). The Commission administers the LTF on behalf of the County of Riverside. Funds are provided for program administration, Southern California Association of Governments regional planning, local transportation planning, and transit services in Western County and the Coachella Valley. In the Palo Verde Valley, funds support transit services and local street and road improvements. Additionally, under SB 821, 2% of LTF funds are made available for bicycle and pedestrian projects. STA funds are generated from the statewide sales tax on diesel fuel and are allocated by the state to the Commission based on population and as a percentage of transit fare revenue. The Commission has generally used these funds to support capital purchases and improvements as these funds have been subject to state budgetary actions. State Transportation Improvement Program The STIP consists of RIP and IIP funds. The RIP and IIP programs are mainly supported by Proposition 42 funding. The RIP component represents 75% of STIP funds available for capacity projects. Regional Transportation Planning Agencies are responsible for selection of projects proposed for RIP funds. The IIP component represents the remaining 25% of STIP funds available for capacity projects and Caltrans is responsible for the selection of IIP-funded projects. The Commission and Caltrans District 8 work closely in coordinating projects for these fund sources. Proposition 1B Program In November 2006, the voters in California approved Proposition 1B, which will fund various transportation programs from bonds issued by the state of California. Programs to be funded include CMIA, transit capital (PTMISEA), transit security (TSSSDRA), STIP supplement, goods movement (TCIF), SLPP funds, and cities and counties. Cap and Trade State legislation in 2006 requires GHG emissions in the State to be reduced. A key element of the GHG reduction program is the Cap and Trade Program in which entities regulated under the program can "trade" or buy and sell a portion of emission allowances issued by the CARB at auctions held during the year. The revenues generated for the State through these auctions are appropriated for infrastructure investments that include low carbon transit operations programs (LCTOP) and road programs, high speed rail projects, and transit and intercity rail projects. Local Funding Sources Measure A Measure A is a half -cent local retail transaction and use tax that was initially approved by the voters in November 1988 for 20 years (Ordinance 88-1) and extended in November 2002 for an additional 30 years (Ordinance 02-001), through June 2039, to help fund key transportation improvements in Riverside County. It provides funds to improve highways, regional arterials, and local streets and roads; to develop new transportation corridors; to expand commuter rail, public transit, specialized transportation services, and commuter programs; develop a program of economic incentives to attract commercial and industrial development and jobs; and support bond financing. These types of improvements are needed to maintain and improve the quality of life in the County, reduce current congestion, and provide adequate transportation facilities to accommodate reasonable growth. Since existing state and federal sources provide only a limited amount of funding for a limited number of projects, Measure A will cover the shortfall for key projects with a funding source that is under local control. It will use the revenue generated in Western County, Coachella Valley, and Palo Verde Valley to meet the unique transportation needs of each of those areas. Transportation Uniform Mitigation Fee The TUMF program was adopted by all local jurisdictions in the Western County area of Riverside County in July 2003. Under this program, which is administered by the WRCOG, fees are assessed on new residential and commercial development in Western County to ensure that new development pays its fair share toward providing the needed infrastructure improvements on the regional system of highways and arterials. In accordance with the extension of Measure A in 2002 and an amended Memorandum of Understanding with WRCOG, the Commission shall receive 48.7% of the TUMF revenues to fund equally the regional arterial system and the development of new corridors. Appendix D — Program Terms The following explanations of terms are presented to aid in understanding the various program terms used and discussed in the narrative. Bicycle and Pedestrian LTF provides revenues for the construction of bicycle and pedestrian facilities and related right-of-way costs. Bond Financing In order to accomplish the construction of the highway and rail projects and implementation of the local streets and roads and other programs identified in the Measure A TIP as soon as possible, some level of borrowing will be required. A portion of the revenues generated in the Western County will be made available for this purpose. Commuter Assistance The purpose of this program is to provide short-term incentives to encourage single occupant vehicle drivers to use alternate modes of transportation including carpools, vanpools, bus pools, public bus, commuter rail, walking, and bicycling. Commuter Rail Measure A provides operating and capital revenue for commuter rail service to Orange and Los Angeles counties. LTF provides revenue for commuter rail operations in Riverside County. These trains operate on existing railroad tracks parallel to major freeways. Commuter rail service provides a safe and reliable transit alternative to driving alone during the peak period. Plans to expand commuter rail service in Western Riverside County from Riverside to Perris via Moreno Valley are currently underway. Economic Development Measure A will be used to create an infrastructure improvement bank to improve existing interchanges, construct new interchanges, provide public transit linkages or stations, and make other improvements to the transportation system in Western County. These incentives are intended to attract commercial and industrial development and jobs to locate within the Western County area. Highways Measure A provides revenues to widen existing highways, expand interchanges, and improve remote freeways. These improvements are needed to control traffic congestion in Western County and improve access and safety in Coachella Valley. Costs of these improvements will be covered by funds from state and federal sources. Measure A revenue will be used to supplement —not replace —these other sources and to accelerate work on projects deferred for lack of funding. Local Streets and Roads Measure A provides revenues to local jurisdictions for the construction, repair, and maintenance of local streets and roads. The County and local cities are required to supplement those expenditures with other previously dedicated revenue sources to maintain road improvements at a level equal to or greater than the base year amount. LTF provides revenue for local street and road improvements in the Palo Verde Valley. Metrolink The Commission's commuter rail program is part of the regional network operated by SCRRA operating under the name of Metrolink, a five -county joint powers agency composed of the transportation commission's of Los Angeles, San Bernardino, Orange, Riverside, and Ventura. The purpose of this agency is to manage the operation and maintenance of commuter rail in the five -county metropolitan area. Motorist Assistance The Motorist Assistance program has three elements. The FSP is a special team of tow trucks that travel on selected Riverside County freeways during peak commute hours to assist drivers when their cars break down. Another element is the call box system, which installation and operation is made possible with revenue provided by the public. Call boxes are being provided by the Commission, which serves as the County's SAFE. The third element is the Inland Empire 511 traveler information system. One dollar per year from every motor vehicle registration pays for the call boxes and their operation and maintenance, 1E511 operations, and matching funds for FSP. New Corridors Four new transportation corridors were identified through the CETAP. Measure A and TUMF funds will be used for environmental clearance, right of way, and construction of these new corridors. Public Transit The Commission is the agency responsible for short-range transportation planning and programming and coordinating the operation of all public transportation service within the County. The Commission allocates and disburses TDA as well as Measure A funds to the transit operators for operating and capital purposes. Regional Arterials Measure A funds generated within the Western County and Coachella Valley areas are used for major regional road projects. The system is to be implemented with a mix of funding required from new development under a Transportation Uniform Mitigation Fee to be paid by developers from new development and from Measure A funds returned to the Western County and Coachella Valley areas. The Transportation Uniform Mitigation Fee schedule shall be established in order to generate at least the equivalent of Measure A funding toward the regional arterial system. Specialized Transit Measure A provides public transit revenues to improve transportation services for seniors, persons with disabilities and commuters. For seniors and persons with disabilities, it provides dial -a -ride cab service at night for emergency purposes, guarantees half-price bus fares, and assists centers with their transit programs. For commuters, it improves express bus service and expands ridesharing programs. In the Coachella Valley, revenues also are available for bus replacement and local bus service. Transportation Improvement Plan This plan also acts as the County's expenditure plan and was prepared by the Commission for the proposed 1/2% local retail transaction and use tax for transportation purposes to be collected. This was proposed by the Commission as a means to fill the funding shortfall to implement needed highway, regional arterial, economic development incentives, and new corridors; local street and road programs; commuter rail projects and operations; public bus transit and specialized transportation improvements; commuter assistance programs; and bond financing. Appendix E — General Terms The following explanations of terms are presented to aid in understanding the narrative discussions and illustrations included in this budget document and the terminology generally used in governmental accounting, auditing, financial reporting, and budgeting. Accountability The state of being obliged to explain one's actions, to justify what one does. Accountability requires a government to answer to its citizenry to justify the raising of public resources and the purposes for which they are used. Accounting System The methods and records established to identify, assemble, analyze, classify, record, and report a government's transactions and to maintain accountability for the related assets and liabilities. Accrual Basis of Accounting The accounting of the financial effects of transactions, events, and interfund activities when they occur, regardless of when cash is received or paid. Audit A systematic collection of the sufficient, competent evidential matter needed to attest to the fairness of management's assertions in the financial statements or to evaluate whether management has efficiently and effectively carried out its responsibilities. The auditor obtains this evidential matter through inspection, observation, inquiries, and confirmations with third parties. Balanced Budget The identification of revenues and other financing sources as well as available fund balances to fund operating and capital expenditures and other financing uses on an annual basis. Basis of Accounting A term used to refer to when the effects of transactions or events are recognized for financial reporting purposes. For example, the timing of recognition can be when the transaction or event occurs (accrual basis) or when cash is received or paid (cash basis). Bond A written promise to pay a specified sum of money (face or principal amount) at a specified date or dates in the future (maturity date), together with periodic interest at a specified rate. Bonds are primarily used to finance capital projects. Budget A plan of financial activity for a specified period indicating all planned revenues and expenditures for the budget period. Annual budgets are usually required by law and are essential to sound financial management. The Commission prepares an annual budget that is applicable to a single fiscal year. Budgetary Control The control or management of a government in accordance with an approved budget to keep expenditures within the limitations of available appropriations and available revenues. Budget Document The instrument used by the budget -making authority to present a comprehensive financial program to the appropriating governing body. Capital Outlay Expenditures resulting in the acquisition of or addition to the government's capital assets or assets to be transferred to Caltrans, such as highway projects. Capital Project A long-term strategic project requiring relatively large sums of revenues, accumulated reserves, and/or financing to acquire, develop, construct, improve, and/or maintain a capital asset such as land, buildings, and infrastructure. Capital Projects Fund A governmental fund type created to account for financial resources to be used for the acquisition or construction of major capital projects. The Commission has two capital projects funds for Commercial Paper and Sales Tax Bonds to account for debt proceeds from 2009 Measure A commercial paper notes and sales tax revenue bonds related to highway, commuter rail, regional arterial, and local streets and roads projects. Commercial Paper An unsecured short-term promissory note issued primarily by corporations with maturities ranging from two to 270 days. The credit risk of almost all commercial paper is rated by a rating service. Comprehensive Annual Financial Report A financial report that encompasses all funds of the government. In the financial section of the CAFR are the basic financial statements and required supplementary information as well as combining and individual fund financial statements, as necessary. The CAFR also contains introductory information and statistical data. Current Financial Resources Measurement Focus A measurement focus that reports on the near -term or current inflows, outflows, and balances of spendable financial resources. This focus is unique to accounting and financial reporting for state and local governments and is used for reporting the financial position and results of operations of governmental funds. Debt An obligation resulting from the borrowing of money or from the purchase of goods and services. Debts of governments include bonds, time warrants, and notes. Debt Coverage Ratio The ratio of pledged revenues to related debt service for a given year. Debt Limit The maximum amount of outstanding gross or net debt legally permitted. Debt Proceeds The difference between the face amount of debt and the issuance discount or the sum of the face amount and the issuance premium. Debt proceeds differ from cash receipts to the extent issuance costs, such as underwriters' fees, are withheld by the underwriter. Debt Service Fund A governmental fund type created to account for the accumulation of resources for and payment of general long-term debt principal and interest. The Commission has one debt service fund for its sales tax revenue bonds. Economic Resources Measurement Focus A measurement focus that reports on all inflows, outflows, and balances affecting or reflecting the entity's net position. This focus is used for proprietary funds as well as for government -wide financial reporting. Expenditures Represents decreases in net financial resources on the transfer of property or services for acquiring an asset, service, or settling a loss. Financial Advisor In the context of the issuance of debt, a consultant who advises the issuer on any of a variety of matters related to the issuance. The financial advisor sometimes also is referred to as the fiscal consultant. Financial Audit An audit made to provide independent assurance whether the financial statements of a government are presented fairly in conformity with generally accepted accounting principles. Financial Resources Resources that are or will become available for spending and include cash, resources ordinarily expected to be converted to cash such as receivables, inventory, and prepaid assets. Fiscal Year For the Commission, the 12-month period that begins July 1 and ends June 30 of the designated fiscal or operating year for accounting and budgeting purposes. Fund A fiscal and accounting entity with a self -balancing set of accounts in which cash and other financial resources, all related liabilities, and residual equities or balances, and changes therein, are recorded and segregated to carry on specific activities or attain certain objectives in accordance with special regulations, restrictions, or limitations. Fund Balance The excess of a governmental fund's assets over its liabilities. Fund Type Any one of eleven classifications into which all funds are categorized in governmental accounting. Governmental fund types include general, special revenue, debt service, capital projects, and permanent funds. Proprietary fund types include enterprise and internal service funds. Fiduciary fund types include pension trust, investment trust, and private -purpose trust funds and agency funds. GASB 68 Statement No. 68, Accounting and Financial Reporting for Pensions, issued by the Governmental Accounting Standards Board to be implemented by the Commission for FY 2014/15. GASB 48 requires reporting the net pension liability of the plan on the accrual accounting -based financial statements and enhancing the notes to the financial statements to provide a more comprehensive picture of the pension obligation and costs. General Fund The governmental fund type used to account for all financial resources, except those required to be accounted for in another fund. General Ledger A record containing the accounts needed to reflect the financial position and the results of operations of a government. In double -entry bookkeeping, debit balances equal the credit balances in the general ledger. Generally Accepted Accounting Principles (GAAP) Minimum standards and guidelines for financial accounting and reporting. GAAP encompasses the conventions, rules, and procedures that serve as the norm for the fair presentation of financial statements. The GASB is the primary authoritative accounting and financial reporting standard -setting body on the application of GAAP to state and local governments. Generally Accepted Auditing Standards (GAAS) Rules and procedures established by the American Institute of Certified Public Accountants (AICPA) for the conduct of a financial audit. There are ten basic GAAS, classified into three broad categories: general standards, standards of fieldwork, and standards of reporting. The Auditing Standards Board of the AICPA publishes Statements on Auditing Standards (SAS) and related interpretations to comment and expand upon these basic standards. Generally Accepted Government Auditing Standards (GAGAS) Standards established by the General Accounting Office (GAO) in its publication, Government Auditing Standards, for the conduct and reporting of both financial and performance audits in the public sector. GAGAS set forth general standards applicable to both types of audits and separate standards of fieldwork and reporting for financial and performance audits. The GAGAS standards of fieldwork and reporting for financial audits incorporate and build upon GAAS. Governmental Funds Funds generally used to account for tax -supported activities. The Commission's governmental funds are comprised of general, special revenue, debt service, and capital projects funds. Grant A contribution by a government or other organization to support a particular function or program. Independent Auditor An auditor meeting the independence criteria set forth in GAAS and GAGAS. Internal Control Policies and procedures established to provide reasonable assurance that specific government objectives will be achieved. Legal Level of Budgetary Control The level at which a government's management may not reallocate resources without special approval from the legislative body. Loans Receivable An asset account reflecting amounts loaned to individuals or organizations external to the Commission, including notes taken as security for such loans. Measurement Focus The objective of a measurement that is what is being expressed in reporting a government's financial performance and position. A particular measurement focus considers not only which resources are measured (financial or economic), but also when the effects of transactions or events involving those resources are recognized (basis of accounting). The measurement focus of the Commission's government - wide and fiduciary fund financial statements is economic resources, whereas the measurement focus of governmental fund financial statements is current financial resources. Modified Accrual Basis The accrual basis of accounting adapted to the governmental funds' measurement focus according to which revenues and other financial resource increments (e.g., bond issue proceeds) are recognized when they become susceptible to accrual, that is when they become both "measurable" and "available to finance expenditures of the current period." Expenditures are recognized when the fund liability is incurred except for unmatured interest on general long-term debt and certain similar accrued obligations when due. The Commission's governmental funds are accounted for using the modified accrual basis of accounting. Other Financing Sources Amounts classified separately from revenues to avoid distorting revenue trends that represent an increase in current financial resources. Other financing sources generally include general long-term debt proceeds, amounts equal to the present value of minimum lease payments arising from capital leases, proceeds from the sale of capital assets, and transfers in. Other Financing Uses Amounts classified separately from expenditures to avoid distorting expenditure trends and represent a decrease in current financial resources. Other financing uses generally include transfers out and the amount of refunding bond proceeds deposited with the escrow agent. Overhead Indirect costs that cannot be specifically associated with a given service, program, or department and thus, cannot be clearly associated with a particular functional category. Principal In the context of bonds other than deep -discount debt, the face value or par value of a bond or issue of bonds payable on stated dates of maturity. Program Group activities, operations, or organizational units directed to attaining specific purposes or objectives. Program Budget A budget wherein expenditures are based primarily on the functions or activities of a government rather than to specific items of cost or to specific departments. Purchase Order A document authorizing the delivery of specified merchandise or the rendering of certain services and the making of a charge for them. Refunding Bonds Bonds issued to retire bonds already outstanding. The proceeds of refunding bonds may be used to repay the previously issued debt (current refunding) or to be placed with an escrow agent and invested until used to pay principal and interest on old debt at a future date (advance refunding). Reimbursement Grant A grant for which a potential recipient must first incur qualifying expenditures to be eligible. Restricted Fund Balance Those portions of fund balance which are restricted for specific purposes by third parties or enabling legislation. Special Revenue Fund A governmental fund type used to account for the proceeds of specific revenue sources (other than major capital projects) that are legally restricted to expenditure for specified purposes. The Commission maintains special revenue funds for Measure A Western County, Coachella Valley, and Palo Verde Valley; Transportation Uniform Mitigation Fee; Freeway Service Patrol; Service Authority for Freeway Emergencies; State Transit Assistance; Local Transportation Fund; Coachella Valley/San Gorgonio Pass; and Other Agency Projects. Transfers All interfund transfers representing flows of assets between funds of the government without equivalent flows of assets in return and without a requirement for repayments. Trustee A fiduciary holding property on behalf of another. 5/22/2017 PROPOSED BUDGET FISCAL YEAR 2017/18 40 "AR Est. 197. (ce,y !row Budget Adjustments FY 2017/18 Ending Fund Balance (as reported 5/10/17) Projected FY 2017 Adjustments: Decrease in engineering expenditures Increase in construction expenditures Increase in debt proceeds Budget FY 2018 Adjustments: Decrease in investment income Decrease in operating transfers in Increase in professional expenditures Increase in toll operations expenses Increase in engineering expenditures Decrease in construction expenditures Decrease in allocation of administrative costs Increase in debt service principal payments Decrease in operating transfers out FY 2017/18 Ending Fund Balance (per final budget 6/14/17) 40 one RCTC ANOMw........,. Fund Balance $ 606,850,800 500,000 (1,582,000) 10,000,000 (7,300) (16,349,600) (645,000) (700,000) (500,000) 1,500,000 3,000 (10,000,000) 16,349,600 605,419,500 1 5/22/2017 Budget Summary Total Estimated Revenues/Sources •Revenues •Debt Proceeds *Transfers In $414,960,300 285,652,000 311,984,500 Total Estimated Expenditures/Expenses/Uses •Expenditures/Expenses $669,988,200 •Debt Service •Transfers Out 112,668, 200 311,984,500 Revenues/Sources under Expenditures/Expenses/Uses ndin8 FundIan 2017/18 1,012,596,800 (1,094,640,900) (82,044,100) $ 605,419,500 Measure ASales Tax LTF Sales Tax STA Sales Tax Federal reimbursements State reimbursements Local reimbursements TUMF Toll revenues Other revenues Investment income Total Revenues Debt proceeds TIFIA loan proceeds Transfers in Total Revenues/Sources Awm Revenues/Sources Comparison FY 2015/16 FY 2016/17 FY 2016/17 FY 2017/18, PlryetK .::: Actuat &ttgBR Prop a J $ 167,630,300 $ 173,000,000 $ 113,000,000 $ 176,000,000 2% 83,776,500 85,000,000 85,000,000 88,000,000 4% 13,358,000 10,821,600 10,821,600 10,469,000 -3% 18,669,000 37,157,000 16,530,300 77,877,100 110% 56,580,500 11,589,200 9,751,900 11,500,200 -1% 1,571,900 10,496,100 7,703,700 9,270,800 -12% 19,831,300 18,520,000 18,850,000 21,250,000 15% 6,143,000 3,239,700 16,835,800 174% 7,295,600 173,000 268,500 248,000 43% 8,592,800 1,849,000 4,715,600 3,509,400 90% 377,305,900 354,748,900 329,881,300 414,960,300 lih 20,000,000 103,225,000 114,554,000 197,652,000 91% 228,792,200 100,269,200 107,946,200 88,000,000 -12% 162,708,700 241,966,700 192,895,500 311,984,500 29% $ 788,806,800 $ 800,209,800 $ 745,277,000 $ 1,012596,800 27% 2 5/22/2017 Summary of Expenditures, Expenses, and Uses Management Services Regional Programs Toll Operations Capital Project Development and Delivery Debt Service Transfers Out Total Expenditures, Expenses, and Uses FY 2017/18 Budget $ 10,251,700 179,830,200 14,502,600 465,403,700 112,668,200 311,984,500 Percentage of uses 1% 16% 1% 43% 10% 29% 1,094,640,900 100% Executive Management Administration External Affairs Fi na nce Debt Service Total Expenditures Transfers Out Total Management Services Executive Management 4% Arun Administration Management Services Expenditures/Uses FY2015/16 FY 2016/17 FY 2016/17 FY 2017/18 Actual . Budget Projected Budget 334,900 $ 445,600 $ 311,500 $ 407,300 1,481,300 1,830,200 1,757,800 2,803,400 1,065,100 1,699,700 1,699,500 2,036,200 3,719,400 5,321,800 4,889,900 5,004,800 24,900 6,625,600 9,297,300 8,658,700 10,251,700 9,000,000 10,000,000 10,000,000 13,199, 900 $ 15,625,600 $ 19,297,300 $ 18,658,700 $ 23,451,600 External Affairs Finance 27% 20% 49% 3 5/22/2017 Planning and Programming Services Rail Maintenance and Operations Public and Specialized Transit Commuter Assistance Motorist Assistance Total Expenditures Transfers Out Total Regional Programs Planning and Sai: Maintenance Pubbc and Spealatised Programming an�'tReraG(eas. .Transit Regional Programs Expenditures/Uses FY 2015/16 FY 2016/17 FY 2016/17 FY 2017/18 $ 3,405,900 $ 11,576,400 $ 19,966,100 41,083,700 71, 604,600 115,403,300 2,648,600 3,587,500 4,159,500 5,843,500 2,704,700 $ 12,628,700 26,455,400 36,499,500 87,398,300 122,590,100 3,265,600 3,368,000 4,929,300 4,743,900 101, 784,700 177,494,400 124,753,300 179,830,200 24,255,600 24,902,900 22,489,700 29,178,400 $ 126,040,300 $ 202,397,300 $ 147,243,000 $ 209,008,600 Assistance :' F9o2n1kEAcsIs Toll Operations Sources Toll Revenues Investment Income Transfers In Total Sources Expenses/uses FY 2016/17 FY 2016/17 FY 2017/18 $ 6,1.43,000 $ 3,239,700 $ 16,835,800 6,800 4,000 3,137,700 3,137,700 9,287,500 6,377,400 16,839,800 Salaries and Benefits 268,400 169,800 745,100 Professional Costs 307,000 323,500 913,500 Support and Maintenance Costs 2,674,900 1,161,400 5,191,600 Projects and Operations 3,052,800 1,804,900 7,252,400 Capital Outlay 250,000 400,000 400,000 Transfers out for debt service - - 4,052,900 Total Expenses/Uses 6,553,100 3,859,600 18,555,500 Exccess (deficiency) of revenues over (under) expenses/uses and other financing sources (uses) 2,734,400 2,517,800 (1,715,700) Beginning Fund Balance - 2,517,800 Ending Fund Balance $ 2,734,400 $ 2,517,800 $ 802,100 4 5/22/2017 Capital Project Development & Delivery Expenditures/Uses Salaries and benefits Professional costs Support costs Projects and operations: Program operations Engineering Construction Design build Right of way and land Local streets and roads Regional arterials Other (special stucies/operating & capital disbursements) Debt service Total Expenditures Transfers out Total Capital Project Development & Delivery $ 3,275,700 8,743,900 651,700 7,766,000 3,577,300 112,067,600 265,484,600 56,272,600 49,826,500 12,148,000 7,844,700 53,410,200 581,068,800 129,453,100 $ 710,521,900 $ 40 )016 RCS Percentage of fIlD 1,7 FYA46/17 FY 2017/18 EenditurVI 4,126,100 22,921,200 1,202,500 6,343,800 17,842,900 82,129,000 145,010,600 74,204,700 51,358,000 30,516,600 12,591,800 149,260,800 597,508,000 207,063,800 804,571,800 $ 4,154,900 $ 3,461,400 20,480,200 6,547,300 666,900 652,500 5,962,100 3,204,000 33,751,000 140,930,000 36,156,600 51,358,000 30,516,600 3,422,000 137,465,400 468,067,700 160,405,800 $ 628,473,500 7,442,600 8,766,400 68,052,400 189,485,000 82,971,100 52,933,000 30,000,000 15,092,000 112,668,200 578,071,900 265,553,300 $ 843,625,200 0.41% 0.78% 0.08% 0.88% 1.04% 8.07% 22.46% 9.84% 6.2796 3.56% 1.7996 13.36% 68.52% 31.4896 100.00% Capital Project Highlights 40 ReTC SS .a S 5 5/22/2017 Function Breakdown Personnel Professional Support Projects and ope Capital outlay Debt service Total Expenditures/ Tra nsfers o ut Total Expenditures/ rs( rations Expenses Expenses/Uses FY 2015/26 FY 2016/17 FY 2016/17 FY 2017/18 Percentage of Actual Budget Projected Budget, Function 8,182,600 $ 9,505,100 $ 9,365,500 $ 9,554,200 1% 13,864,900 34,058,800 28,012,000 18,516,100 2% 3,954,700 10,089,100 6,939,900 11,843,200 1% 608,859,600 585,338,000 421,585,500 624,694,700 57% 1,182,200 2,601,000 1,971,000 5,380,000 0% 53,435,100 149,260,800 137,465,400 112,668,200 10 % 689,479,100 790,852,800 605,339,300 782,656,400 71% 162,708,700 241,966,700 192,895,500 311,984,500 29% $ 852,187,800 $ 1,032,819,500 $ 798,234,800 $ 1,094,640,900 100% Measure A Administrative Costs FY 2017/28 Budget and Benefits, 0.55% 0,1W> as°q, o:is* 1.53°4, 1.0 ,j5ro yp0ao 6 5/22/2017 Next Steps Close public hearing and adopt budget Review the final budget document, close the public hearing, approve the salary schedule effective 7/6/17, and adopt the final budget Continue monitoring Measure A administrative salaries and benefits Funding needs for projects and transit operators Sales tax and TUMF revenue trends Timeliness of federal and state reimbursements 7 AGENDA ITEM 8 RIVERSIDE COUNTY TRANSPORTATION COMMISSION DATE: May 22, 2017 TO: Budget and Implementation Committee FROM: Jose Mendoza, Procurement Analyst Matt Wallace, Procurement Manager THROUGH: Theresia Trevino, Chief Financial Officer SUBJECT: Recurring Contracts for Fiscal Year 2017/18 STAFF RECOMMENDATION: This item is for the Committee to: 1) Approve the recurring contracts in an amount not to exceed $12,814,500 for FY 2017/18 and $178,100 for FYs 2018/19 — 2021/22; 2) Authorize the Chair or Executive Director, pursuant to legal counsel review, to execute the agreements on behalf of the Commission; and 3) Forward to the Commission for final action. BACKGROUND INFORMATION: As in previous years, the Commission annually evaluates existing contracts for professional services due to expire within the next fiscal year. These contracts may be placed on the calendar for a new procurement solicitation, allowed to expire since these contracts are no longer required, or included in the annual recurring contracts list that is subject to Commission approval. Most contracts for professional services are subject to a competitive process. This year's list of recurring contracts includes consultants that are providing unique or specialized services and working closely with staff on long-term projects. Staff desires to retain a limited number of consultants on the recurring contracts list due to the consultant's historical knowledge, unique experience, and understanding of the Commission and specific Commission projects. Under limited circumstances, staff believes it is more efficient and cost effective to retain the consultants on the recurring contracts list rather than rebidding the services at this time. Approval of the recurring contracts list will allow the Commission to continue work on existing projects without interruptions and maintain consistency. Below is a list of proposed recurring contracts for FY 2017/18, followed by a summary for each consultant supporting its inclusion on the recurring contracts list. Agenda Item 8 88 Schedule of Recurring Contracts for FY 2017/18 Consultant Name Agreement Number Description of Services Budget FY 2016/17 Budget FY 2017/18 Dollar Change AMMA Transit Planning (AMMA) 08-26-115-10 Administration and support of Specialized Transit Program under Measure A and federal programs $120,000 $150,000 $30,000 Bartel Associates, LLC (Bartel) 15-19-044-00 Actuarial services 14,500 17,500 3,000 Bechtel Infrastructure (Bechtel) 16-31-081-00 Capital project program management services 6,624,000 5,316,000 (1,308,000) Best, Best & Krieger LLP (BB&K) 07-31-164-14 General legal services 4,914,700 4,334,100 (580,600) BLX Group LLC (BLX) 11-19-104-01 Arbitrage rebate compliance services 10,000 10,000 - Epic Land Solutions, Inc. (Epic) 16-33-084-00 Support services for property management of Commission -owned properties and related contracts 571,000 538,000 (33,000) Exigent Systems Inc. (Exigent) 17-12-063-00; 17-12-091-00 Information technology (IT) support services 150,000 200,000 50,000 Fieldman Rolapp & Associates (Fieldman) 04-19-029-09 Financial advisory services 325,000 525,000 200,000 Iteris, Inc. (Iteris) 09-45-067-02 Operations and maintenance services for the Inland Empire 511 (IE511) system 246,000 246,000 Norton Rose Fulbright US LLP (Fulbright) 09-19-072-09 Disclosure counsel services 25,000 175,000 150,000 Orrick, Herrick & Sutclifffe LLP (Orrick) 05-19-510-10 Bond counsel services 50,000 775,000 725,000 Stantec Consulting Services, Inc. (Stantec) 10-31-09-05 Traffic and revenue analysis and operational analysis consulting services for the RCTC 91 Express Lanes 136,400 175,000 38,600 Stantec 15-31-048-02 Traffic and revenue consulting services for the I-15 Express Lanes 100,000 100,000 - TSC2 Group 17-14-092-00 Integrated communications services 195,000 186,000 (9,000) U.S. Bank National Association (US Bank) N/A Trustee services for sales tax revenue bonds pursuant to master indenture agreement 16,500 25,000 8,500 Total $13,498,100 $12,772,600 ($725,500) Agenda Item 8 89 Schedule of Recurring Contracts for Specialized Services for FY 2017/18-FY2021/22 Consultant Name Agreement Numbers Description of Services Budget FY 2016/17 Budget FY 2017/18 S-Year Contract Bernard Arroyo 12-45-108-01 Freeway Service Patrol (FSP) and Call Box System consultant services $25,000 $25,000 $125,000 Paladin Investigative Services 12-45-109-01 Call box recovery services 7,000 6,000 30,000 PlanetBids, Inc. 12-19-091-03 Online vendor and bid management support system 10,600 10,900 65,000 Total $42,600 $41,900 $220,000 1These are contracts with consultants providing specialized services on long-term projects at a fixed rate. The contracts do not need to be negotiated annually as service level and pricing are not expected to change during the period of performance. Staff desires to enter into a five-year agreement with each of these consultants for the aggregate amount shown in the Budget FY 2017/18 area above. AMMA Transit Planning In February 2007, AMMA was selected under a competitive procurement process to provide consulting services for the development and implementation of the Coordinated Public Transit - Human Services Transportation Plan (Coordinated Plan), as well as the required annual updates. AMMA also guides staff regarding the grant application process for the Federal Transit Administration (FTA) Section 5310 Enhanced Mobility of Seniors and Individuals with Disabilities Program, the Commission's Title VI program, and the Citizens Advisory Committee process. Additionally, AMMA advises staff regarding the management of operator reporting for the current specialized transit call for projects, assists in the development of the application and eligibility guidelines for future specialized transit call for projects, and aides in the management of the transit needs and community input meetings. Bartel Associates, LLC Bartel was selected as the Commission's actuary in April 2015, following a competitive procurement process. Bartel provides actuarial valuation services for post -employment medical benefits under Governmental Accounting Standards Board (GASB) Statement No. 45 and GASB Statement No. 57. As a participant in the California Employers' Retiree Benefit Trust (CERBT) for other post -employment benefits (OPEB), the Commission is required to obtain valuations of such OPEB every two years. Bartel has prepared the Commission's OPEB actuarial valuation as of June 30, 2015, for FYs 2015/16 — 2016/17. An OPEB valuation as of June 30, 2017, for FYs 2017/18 — 2018/19 will be required. Based on the current GASB Statements and the early implementation of GASB Statement No. 75, Accounting and Financial Reporting for Postemployment Benefits Agenda Item 8 90 Other Than Pensions, staff has determined it would be more efficient and cost effective to extend the contract for an additional two-year period for valuation services, including additional work through June 30, 2019. Bechtel Infrastructure The Bechtel contract for FY 2017/18 reflects a decrease from last year, related to the completion of construction of the State Route 91 high occupancy vehicle lanes, Perris Valley Line (PVL), and the SR-91 Corridor Improvement Project (91 Project) and closeout of the Interstate 215 Central project. Bechtel will continue to provide staff support on the Commission's capital projects, including the 1-15 Express Lanes project, the I-215/Placentia Avenue interchange, the I-15/Railroad Canyon Road interchange, and the Pachappa Underpass project. Bechtel is also continuing program management and construction management activities of other highway and rail projects for the 2009 Measure A program, as well as the wrap up of the 1989 Measure A program. Bechtel possesses the knowledge and background history of the Commission's capital works program, which is necessary to deliver the Commission's Measure A projects. The flexibility of obtaining additional support from Bechtel as needed for specific project requirements is also important and avoids the need to increase Commission staff. Best Best & Krieger LLP The FY 2017/18 contract for BB&K reflects a net decrease of 12 percent in legal costs compared to the FY 2016/17 contract, primarily related to the substantial completion of the 91 Project. A high level of general legal services is generally required from BB&K for highway and rail capital project activities, especially right of way, and Transportation Uniform Mitigation Fee (TUMF) projects. BB&K also provides support related to procurements and contract development. The Commission engaged other legal firms for specific matters involving potential conflicts of interest, as well as other specialized legal services. BLX Group In 2007, the Commission engaged BLX to perform arbitrage rebate compliance services for sales tax revenue debt issued under the 1989 Measure A and 2009 Measure A, as required by the Internal Revenue Service and the tax certificates executed for each debt issue. Initially, this included commercial paper notes and sales tax revenue bonds that were issued. As a result of the 91 Project financing in 2013, arbitrage calculations are also required for the toll revenue bonds issued. In order to ensure the Commission is complying with the complex arbitrage rebate regulations, it elected to have the required calculations performed more frequently than the minimum reporting requirements during the life of each debt issue. Accordingly, BLX maintains historical information and calculations that are considered in subsequent arbitrage rebate calculations. The agreement with BLX may be terminated by either party upon written notice; however, staff determined it would be more efficient and cost effective to continue the contract. Furthermore, BLX is affiliated with Orrick, Herrington & Sutcliffe LLP, which results in additional efficiencies related to immediate access to bond documents and key staff. Agenda Item 8 91 Epic Land Solutions, Inc. Due to its accumulated knowledge and development of various property management projects, resources, and databases associated with the multitude of Commission -owned properties, including but not limited to those along the San Jacinto Branch Line (SJBL), staff determined that Epic can most efficiently and cost effectively provide property management services. The scope of services for FY 2017/18 includes upgrading the remaining utility licenses to current Commission terms in order to minimize liability risks; renewing expiring private use agreements; coordinating and assisting with activities related to the issuance of new licenses, amendments to existing licenses or facility upgrades; following up on delinquent rent payments and tracking insurance certifications, as requested by Commission staff; determining all easement locations and requesting abandonment of unused easements; maintaining and updating a database and correlated mapping of the Commission's property and contract information; insuring possession of title policies for all Commission owned property; insuring compliance with federal excess land requirements; and resolving complex title issues. Epic will also proactively perform regular site visits to all properties to identify and resolve maintenance and repair issues such as weed abatement, removal of debris and illegal occupants, as well as identify encroachments such as illegal parking or the installation of facilities without a license. Epic has completed many of the property management tasks resulting in the need for on -going maintenance and review; therefore, the fees have decreased 6 percent from the prior year. Exigent Systems Inc. During FY 2016/17 agreements were executed with Exigent under the Executive Director's single signature authority to provide additional IT support services. The immediate need was to address technology needs created by the opening of the RCTC 91 Express Lanes. Exigent was also retained to provide overall IT Help Desk support for the Commission and will continue to do so during the upcoming fiscal year. This contract will terminate once the Commission completes a formal procurement for IT services in FY 2017/18. Fieldman Rolapp & Associates Fieldman was selected as the Commission's financial advisor in late 2003, following a competitive procurement process, and has provided financial advisory services on general finance matters and specific financing transactions related to the 2009 Measure A program and the toll program. Fieldman played a significant role in the 91 Project financing activities that achieved financial close in early July 2013. Fieldman continues to provide additional support related to the annual update of the financial model and financial plan required by the Transportation Infrastructure Finance and Innovation Act (TIFIA) loan agreement, as well as other implementation matters related to the 91 Project financing. For the I-15 Express Lanes project and 91 Project completion, Fieldman is once again serving a key role in the development of the plan of finance, which includes a TIFIA loan for the I-15 Express Lanes project, and the related financing activities. Financial close for the 1-15 Express Lanes project and 91 Project completion is anticipated in July 2017. During FY 2017/18, the letter of credit and related reimbursement agreement with a bank Agenda Item 8 92 will expire, and the Commission will need to negotiate an extension or conduct a procurement for a substitution of the credit and liquidity support in order to maintain the commercial paper program as contemplated by the 1-15 Express Lanes project and 91 Project completion plan of finance approved by the Commission in May 2017. As a result of Fieldman's knowledge and understanding of the Commission, its previous financings, and the TIFIA loan process, staff determined it would be more efficient and cost effective for continuity purposes to retain Fieldman during FY 2017/18 primarily for financial advisory services related to sales tax and toll financings. Iteris. Inc. Iteris was awarded a sole source agreement for operations and maintenance services of the 1E511 system as part of the original 1E511 implementation plan approved by the Commission in May 2009. The Iteris components of the system are comprised of a browser -based traffic map and an interactive voice response telephone system. Iteris aggregates and maintains various data feeds to provide motorists with access to real-time freeway travel information and incident information on Southern California highways via the telephone service by dialing 511 or accessing the map on the companion website (www.ie511.org) or mobile application. Last year, the system averaged nearly 39,000 web visits and 19,000 phone calls per month. The Los Angeles County Metropolitan Transportation Authority (Metro) has procured a 511 solution with regional potential and is slated to go live in FY 2017/18. Staff intends to provide a recommendation to the Commission to either partner with and leverage Metro's 511 system or conduct a competitive procurement for 1E511 operations and maintenance services during FY 2017/18. Until that recommendation is made, staff recommends the Commission retain Iteris through June 30, 2018. Norton Rose Fulbright US LLP In July 2009, the Commission awarded a professional services agreement to Fulbright for disclosure counsel services through a competitive procurement in connection with the Commission's 2009 sales tax revenue bond issuance. The agreement has been periodically amended for the Commission's subsequent debt transactions, including the financing for the 91 Project. Fulbright is involved as disclosure counsel in the 1-15 Express Lanes project financing activities and will be involved in any required services related to the expiration of the commercial paper program's credit and liquidity support. The fees related to the plan of finance will be paid with proceeds from the financing or available commercial paper proceeds in July 2017. Accordingly, staff determined it would be more efficient and cost effective to continue to retain Fulbright in connection with sales tax and toll program financings. Orrick, Herrington & Sutcliffe LLP Orrick was selected as bond counsel in late 2004, following a competitive procurement process, and has provided bond counsel services in connection with the financings and other matters related to the 2009 Measure A program, including the 91 Project. Orrick has a high level understanding of the Commission's 2009 Measure A program and related sales tax financings as Agenda Item 8 93 well as the complex toll supported debt agreements. It also has significant experience with other transportation agencies, especially self-help counties and TIFIA loan borrowers. In its role as bond counsel, Orrick has provided legal services in connection with the development of the plan of finance, TIFIA loan negotiations, and other related financing activities primarily for the I-15 Express Lanes project; the fees for these services will be paid with proceeds from the financing or available commercial paper proceeds in July 2017. Orrick's services will also be required for the extension or substitution of the letter of credit and reimbursement agreement with a bank. Accordingly, staff determined it would be more efficient and cost effective to continue to retain Orrick in connection with sales tax and toll program financings. Stantec Consulting Services, Inc. — RCTC 91 Express Lanes In September 2010, Stantec was selected under a competitive procurement process to provide consulting services for the development of the investment grade traffic and revenue study which secured the financing for the 91 Project. Stantec performed the field work and analysis required to create the traffic and revenue model. Additionally, Stantec supported the development of the toll pricing methodology and traffic simulations which supported corridor design decisions. Stantec continues to support staff with traffic simulation necessary to improve certain elements of design, the analysis of actual traffic and revenue results compared to those projected, travel time studies, and the adjustment of the toll rates. Stantec's long -history of supporting the 91 Project provides staff with valuable insight into the actual performance of the express lanes. Stantec Consulting Services, Inc. —1-15 Express Lanes Project In April 2015, Stantec was selected under a competitive procurement process to provide consulting services for the development of the investment grade traffic and revenue study to secure financing for the 1-15 Express Lanes project. Stantec performed the field work and analysis required to create the traffic and revenue model. Stantec continues to support staff with data collection, existing conditions analysis, model calibrations, microsimulation, finalization of the traffic and revenue forecast, and sensitivity and risk analysis. Staff also anticipates the need for Stantec to support the analysis of the 15/91 North direct connector. TSC2 Group In November 2015, the Commission entered into a contract with TSC2 Group pursuant to the Executive Director's single signature agreement authority to develop an integrated communication strategy for the organization. The original impetus for the procurement was to address pressing communication issues related to the 91 Project along with the intent that work under the contract would expand to address all of the Commission's communication efforts. The scope of work explicitly encompasses implementation, ongoing evaluation, and adaptation to changing conditions. As the Commission transitions from construction of the 91 Project to operation of the RCTC 91 Express Lanes, construction of the 1-15 Express Lanes project, the Commission's direction to explore local funding opportunities, and the recent creation of the Riverside County Transportation Efficiency Corridor by the State Legislature, the need to Agenda Item 8 94 continually integrate the agency's communications efforts is ever present. To position the Commission for long-term communications success, staff is preparing a competitive procurement so that the Commission may engage a firm on a multi -year basis. Until that procurement is completed, staff recommends the Commission retain TSC2 Group through June 30, 2018. U.S. Bank National Association US Bank served as trustee for the sales tax financings since the inception of the 1989 Measure A program; the current US Bank represents mergers, acquisitions, and name changes dating back to the 1990s. As trustee and in accordance with the debt agreements, US Bank intercepts the Measure A sales tax receipts from the State Board of Equalization in order to withhold amounts required for debt service prior to releasing remaining funds to the Commission. In February 2005 following a competitive procurement, the Commission approved agreements with US Bank to serve as the trustee and the issuing and paying agent for the commercial paper program related to interim financing for the 2009 Measure A program. When the Commission commenced 2009 Measure A program long-term debt financings prior to the July 2009 start of the new Measure A, the Commission continued to use US Bank as trustee for the 2009 Measure A program. The master and supplemental indentures for the commercial paper program and the sales tax bonds are agreements between the Commission and US Bank through the life of the debt; any removal or resignation of the trustee requires adhering to specific procedures described in the master indenture. Staff has been satisfied with US Bank's level of service and recommends continuation of US Bank's role as trustee for the sales tax financings and as issuing and paying agent for the commercial paper program. The increase in FY 2017/18 fees relates to the additional trust accounts established in connection with the 2016 Refunding Sales Tax Bonds (October 2016) and 2017 Sales Tax Bonds (anticipated in July 2017). Specialized Services on Long -Term Projects for Multiple Year Contracts Bernard Arroyo The Commission has maintained an agreement with Bernard Arroyo since 2005, for various services relating to the motorist assistance programs (Call Box Program and FSP). The contractor provides support for the FSP electronic data collection system, including device -level user support; SQL database management; receiving, processing, and tracking assist data; providing the assist data in monthly and quarterly operational reports; running data analyses on FSP beat efficiency; and running data analyses on call box productivity and effectiveness among other services. Bernard Arroyo has historical and relevant experience working on Commission projects. Staff recommends that the current contract be extended for a five-year period for a total not to exceed amount of $125,000. The FY 2017/18 and subsequent four annual budget amounts is $25,000 each year. Agenda Item 8 95 Paladin Investigative Services An important component of administering the call box program in Riverside County is the ability to recover costs for loss and damage, when possible. The Commission has contracted with Paladin Investigative Services since 2009. Paladin renders cost recovery services resulting from damages caused by motorists and others to the Commission's call box system. There is no cost to engage in a contract with Paladin; fees are 33 percent of any costs recovered. PlanetBids, Inc. In 2012, the Commission selected PlanetBids to provide online vendor and bid management support services after evaluating multiple software options and participating in demonstrations from similar providers. PlanetBids provides the Commission with a web -based e-procurement application to streamline the complete bidding process and further enable the collection, analysis, and leverage of all aspects of vendor data, purchasing activities, and corresponding history. Through the use of PlanetBids, the Commission has realized efficiency gains such as vendor registration and profile management; greater outreach to vendors; bid document distribution, including automatic addenda notification and acknowledgements; customer email notification; online question and answer management; secure e-bidding; robust reporting; and Request for Proposals/Request for Qualifications/Invitations for Bids evaluation tools. PlanetBids is also used by numerous other governmental agencies in Southern California which allows for bidding collaboration. Therefore, staff believes it is in the Commission's best interest to retain PlanetBids as its vendor and bid management support services provider. Financial Information In Fiscal Year Budget: Yes Year: FY 2017/18 Amount: $12,814,500 N/A FY 2018/19+ $ 178,100 Source of Funds: Measure A, TDA, TUMF, Interest, and Budget Adjustment: No Other Reimbursements N/A a/Project Accounting No.: Various Fiscal Procedures Approved: qq �iAiz Date: 05/16/2017 Agenda Item 8 96 AGENDA ITEM 9 RIVERSIDE COUNTY TRANSPORTATION COMMISSION DATE: May 22, 2017 TO: Budget and Implementation Committee FROM: Jillian Guizado, Senior Legislative Affairs Analyst THROUGH: Aaron Hake, External Affairs Director SUBJECT: Agreements for On -Call Grant Writing Services STAFF RECOMMENDATION: This item is for the Committee to: 1) Award the following agreements to provide on -call grant writing services for a two-year term, and two, two-year options to extend the agreements, in an amount not to exceed an aggregate value of $1.1 million; a) Agreement No. 17-14-067-00 to Blais & Associates, Inc.; b) Agreement No. 17-14-068-00 to HDR Engineering, Inc.; c) Agreement No. 17-14-069-00 to Stantec Consulting Services, Inc.; and d) Agreement No. 17-14-070-00 to WSP USA Inc. 2) Authorize the Chair or Executive Director, pursuant to legal counsel review, to execute the agreements, including option years, on behalf of the Commission; 3) Authorize the Executive Director, or designee, to execute task orders awarded to the consultants under the terms of the agreements; and 4) Forward to the Commission for final action. BACKGROUND INFORMATION: In January 2016, the Commission finalized its Strategic Assessment that ultimately recommended the Commission do the following: plan for the future, maximize assets, increase funding, and communicate more. As part of the Strategic Assessment, a funding analysis for capital improvements in 2016-2039 was conducted and indicated discretionary grants made up 6 percent, or $1.36 billion. In pursuit of the recommendation to increase funding, staff created an Internal Grants Pursuit Team, as was revealed in the January 2017 Strategic Assessment Update to the Commission. The intent of this internal effort has been to increase the success of the Commission in pursuing state and federal discretionary grant dollars while maintaining efficient use of resources and a lean staff. As a result of the first Internal Grants Pursuit Team meeting in October 2016, the first task was the procurement of a qualified, on -call grant writing bench of firms to perform as -needed task order work. This will empower Commission departments to proactively and efficiently pursue Agenda Item 9 97 discretionary grants when opportunities arise. With an on -call bench in place, a department can issue a task order request and award a task order to the most qualified firm for the particular grant being sought. This agenda item represents the culmination of the Internal Grants Pursuit Team's first task. Staff believes the timing of establishing an on -call grant writing bench will well -situate the Commission to pursue discretionary grant opportunities anticipated to be released over the next few months — particularly with the federal government recently fully funding transportation at the amounts authorized under the Fixing America's Surface Transportation Act through October 30, 2017. It is anticipated that Notices of Funding Opportunities will begin rolling out soon for discretionary programs. Creating an on -call grant writing bench has also proven timely in the case of SB 1. At the time the Strategic Assessment was finalized in 2016, the hope of a large infusion of transportation money coming out of Sacramento was little. Now that it is a reality, the Commission will be fully prepared to pursue every available and appropriate opportunity to fund priority projects. Procurement Process Kicking off the effort to procure an on -call grant writing bench consisted of outreach to agencies throughout the country that have procured similar services. Information obtained from helpful agencies informed the scope of services staff compiled for this procurement. Working within the Internal Grants Pursuit Team, staff ensured the scope of services was broad enough to ensure the procurement attracted generally skilled grant writing firms but specific enough that the unique project and funding needs of the Commission could be understood and met by proposing firms. Staff determined the weighted factor method of source selection to be the most appropriate for this procurement as it allows the Commission to identify the most advantageous proposals with price and other factors considered. Non -price factors include elements such as qualifications of firm, personnel, and the ability to respond to the Commission's needs for on -call grant writing services as set forth under the terms of the Request for Proposals (RFP) No. 17-14-067-00. RFP No. 17-14-067-00 for on -call grant writing services was released by staff on February 16. A public notice was advertised in the Press Enterprise, and the RFP was posted on the Commission's PlanetBids website, which is accessible through the Commission's website. Utilizing PlanetBids, emails were sent to 50 firms, 10 of which are located in Riverside County. Through the PlanetBids site, 48 firms downloaded the RFP; 5 of these firms are located in Riverside County. Staff responded to all questions submitted by potential proposers prior to the March 2 clarification deadline date. Twelve firms — Blais & Associates, Inc. (Irvine); California Consulting, LLC (Ventura); Carlson & Associates, LLC (Temecula); Engineering Solutions Services (Laguna Hills); Grant Management Associates (Durham); HDR Engineering, Inc. (Riverside); Judith Norman Transportation Consultant (Carson); M.H.M. & Associates Enterprise, Inc. (Glendora); MVR Consulting (Calimesa); Stantec Consulting Services, Inc. (Irvine); W.G. Zimmerman Engineering, Agenda Item 9 98 Inc. (Huntington Beach); and WSP USA Inc. (San Bernardino) — submitted responsive and responsible proposals prior to the submittal deadline on March 22. Utilizing the evaluation criteria set forth in the RFP, the 12 proposals were evaluated and scored by an evaluation committee comprised of Commission staff. As a result of the evaluation committee's assessment of the written proposals, the evaluation committee determined two firms — HDR Engineering, Inc. and WSP USA Inc. — to be the most qualified firms to provide on -call grant writing services. Additionally, since the Commission intends to award up to four agreements for on -call grant writing services, the evaluation committee shortlisted and invited three firms — Blais & Associates, Inc.; Engineering Solutions Services; and Stantec Consulting Services, Inc. — to the interview phase of the evaluation and selection process. Interviews were conducted on April 26. Subsequently, the evaluation committee determined Blais & Associates, Inc. and Stantec Consulting Services, Inc. to be the most qualified firms from the interview phase to provide on -call grant writing services. As a result of the evaluation committee's assessment of the written proposals and interviews, the evaluation committee recommends contract awards to Blais & Associates, Inc.; HDR Engineering, Inc.; Stantec Consulting Services, Inc.; and WSP, Inc. for a two-year term, and two, two-year options to extend the agreements, in the aggregate amount of $1.1 million, as these firms earned the highest total evaluation scores. The overall evaluation ranking, based on highest to lowest total evaluation score, and the average hourly rate are presented in the following table: Firm Price* Overall Ranking WSP USA Inc. $157.33 1 HDR Engineering, Inc. $267.17 2 Blais & Associates, Inc. $100.00 3 Stantec Consulting Services, Inc. $201.62 4 Engineering Solutions Services, Inc. $153.84 5 Grant Management Services $166.67 6 W.G. Zimmerman Engineering, Inc. $145.00 7 Judith Norman Transportation Consultant $86.67 8 Carlson & Associates, LLC $88.83 9 MVR Consulting $146.67 10 California Consulting, LLC $175.00 11 M.H.M. & Associates Enterprise, Inc. $157.00 12 *Prices reflect average hourly rate for key personnel. Agenda Item 9 99 The Commission's model on -call professional services agreement will be entered into with each consultant firm, subject to any changes approved by the Executive Director, pursuant to legal counsel review. Staff oversight of the contracts and task orders will maximize the effectiveness of the consultants and minimize costs to the Commission. Staff believes its effort to compose a scope of services that would attract grant writing firms with both broad and specific expertise was effective. The top four ranking firms provide an on -call grant writing bench that will serve the Commission's diverse grant application needs. Financial Information In Fiscal Year Budget: Yes N/A Year: FY 2017/18 FY 2018/19+ Amount: $150,000 $950,000 Source of Funds: 2009 Measure A Western County Rail 2009 Measure A Western County Highway Budget Adjustment: No N/A 654199 65520 265 33 65520 (General Management Rail) GL/Project Accounting No.: 623999 65520 262 31 65520 (General Management Highway) Fiscal Procedures Approved: \I-te4Aiz.4itairA�o Date: 05/15/2017 Attachment: Draft On -Call Professional Services Agreement Agenda Item 9 100 Agreement No. 17-14-067-00 RIVERSIDE COUNTY TRANSPORTATION COMMISSION AGREEMENT FOR ON -CALL GRANT WRITING SERVICES WITH [ CONSULTANT ] 1. PARTIES AND DATE. This Agreement is made and entered into this _ day of , 2017, by and between the RIVERSIDE COUNTY TRANSPORTATION COMMISSION ("the Commission") and [ NAME OF FIRM ] ("Consultant"), a [ LEGAL STATUS OF CONSULTANT e.g., CORPORATION ]. 2. RECITALS. 2.1 Consultant desires to perform and assume responsibility for the provision of certain professional consulting services required by Commission on the terms and conditions set forth in this Agreement. Consultant represents that it is a professional consultant, experienced in providing [ INSERT TYPE OF SERVICES ] services to public clients, is licensed in the State of California, and is familiar with the plans of Commission. 2.2 Commission desires to engage Consultant to render certain consulting services for the [ INSERT PROJECT NAME ] Project ("Project") as set forth herein. 3. TERMS. 3.1 General Scope of Services. Consultant promises and agrees to furnish to Commission all labor materials, tools, equipment, services, and incidental and customary work necessary to fully and adequately provide professional consulting services and advice on various issues affecting the decisions of Commission regarding the Project and on other programs and matters affecting Commission, hereinafter referred to as "Services". The Services are more particularly described in Exhibit "A" attached hereto and incorporated herein by reference. All Services shall be subject to, and performed in accordance with, this Agreement, the exhibits attached hereto and incorporated herein by reference, and all applicable local, state, and federal laws, rules and regulations. 3.2 Term. The term of this Agreement shall be from the date first specified above to , unless earlier terminated as provided herein. 17336.00000\8752982.2 APPENDIX B - 1 101 Consultant shall complete the Services within the term of this Agreement and shall meet any other established schedules and deadlines. 3.3 Schedule of Services. Consultant shall perform the Services expeditiously, within the term of this Agreement, and in accordance with the Schedule of Services set forth in Exhibit "B" attached hereto and incorporated herein by reference. Consultant represents that it has the professional and technical personnel required to perform the Services in conformance with such conditions. In order to facilitate Consultant's conformance with the Schedule, the Commission shall respond to Consultant's submittals in a timely manner. Upon request of the Commission, Consultant shall provide a more detailed schedule of anticipated performance to meet the Schedule of Services. 3.4 Independent Contractor; Control and Payment of Subordinates. The Services shall be performed by Consultant under its supervision. Consultant will determine the means, method and details of performing the Services subject to the requirements of this Agreement. Commission retains Consultant on an independent contractor basis and Consultant is not an employee of Commission. Consultant retains the right to perform similar or different services for others during the term of this Agreement. Any additional personnel performing the Services under this Agreement on behalf of Consultant shall not be employees of Commission and shall at all times be under Consultant's exclusive direction and control. Consultant shall pay all wages, salaries, and other amounts due such personnel in connection with their performance of Services under this Agreement and as required by law. Consultant shall be responsible for all reports and obligations respecting such additional personnel, including, but not limited to: social security taxes, income tax withholding, unemployment insurance, and workers' compensation insurance. 3.5 Conformance to Applicable Requirements. All work prepared by Consultant shall be subject to the approval of Commission. 3.6 Substitution of Key Personnel. Consultant has represented to Commission that certain key personnel will perform and coordinate the Services under this Agreement. Should one or more of such personnel become unavailable, Consultant may substitute other personnel of at least equal competence and experience upon written approval of Commission. In the event that Commission and Consultant cannot agree as to the substitution of key personnel, Commission shall be entitled to terminate this Agreement for cause, pursuant to provisions of Section 3.16 of this Agreement. The key personnel for performance of this Agreement are as follows: 3.7 Commission's Representative. Commission hereby designates INSERT NAME OR TITLE ], or his or her designee, to act as its representative for the performance of this Agreement ("Commission's Representative"). Commission's representative shall have the power to act on behalf of Commission for all purposes APPENDIX B - 2 17336.00000\8752982.2 102 under this Agreement. Consultant shall not accept direction from any person other than Commission's Representative or his or her designee. 3.8 Consultant's Representative. Consultant hereby designates r INSERT NAME OR TITLE ], or his or her designee, to act as its representative for the performance of this Agreement ("Consultant's Representative"). Consultant's Representative shall have full authority to represent and act on behalf of the Consultant for all purposes under this Agreement. The Consultant's Representative shall supervise and direct the Services, using his or her best skill and attention, and shall be responsible for all means, methods, techniques, sequences and procedures and for the satisfactory coordination of all portions of the Services under this Agreement. 3.9 Coordination of Services. Consultant agrees to work closely with Commission staff in the performance of Services and shall be available to Commission's staff, consultants and other staff at all reasonable times. 3.10 Standard of Care; Licenses. Consultant shall perform the Services under this Agreement in a skillful and competent manner, consistent with the standard generally recognized as being employed by professionals in the same discipline in the State of California. Consultant represents and maintains that it is skilled in the professional calling necessary to perform the Services. Consultant warrants that all employees and subcontractors shall have sufficient skill and experience to perform the Services assigned to them. Finally, Consultant represents that it, its employees and subcontractors have all licenses, permits, qualifications and approvals of whatever nature that are legally required to perform the Services and that such licenses and approvals shall be maintained throughout the term of this Agreement. Consultant shall perform, at its own cost and expense and without reimbursement from Commission, any Services necessary to correct errors or omissions which are caused by the Consultant's failure to comply with the standard of care provided for herein, and shall be fully responsible to the Commission for all damages and other liabilities provided for in the indemnification provisions of this Agreement arising from the Consultant's errors and omissions. 3.11 Laws and Regulations. Consultant shall keep itself fully informed of and in compliance with all local, state and federal laws, rules and regulations in any manner affecting the performance of the Project or the Services, including all Cal/OSHA requirements, and shall give all notices required by law. Consultant shall be liable for all violations of such laws and regulations in connection with Services. If the Consultant performs any work knowing it to be contrary to such laws, rules and regulations and without giving written notice to Commission, Consultant shall be solely responsible for all costs arising therefrom. Consultant shall defend, indemnify and hold Commission, its officials, directors, officers, employees and agents free and harmless, pursuant to the indemnification provisions of this Agreement, from any claim or liability arising out of any failure or alleged failure to comply with such laws, rules or regulations. APPENDIX B - 3 17336.00000\8752982.2 103 3.12 Insurance. 3.12.1 Time for Compliance. Consultant shall not commence work under this Agreement until it has provided evidence satisfactory to the Commission that it has secured all insurance required under this section, in a form and with insurance companies acceptable to the Commission. In addition, Consultant shall not allow any subcontractor to commence work on any subcontract until it has secured all insurance required under this section. 3.12.2 Minimum Requirements. Consultant shall, at its expense, procure and maintain for the duration of the Agreement insurance against claims for injuries to persons or damages to property which may arise from or in connection with the performance of the Agreement by the Consultant, its agents, representatives, employees or subcontractors. Consultant shall also require all of its subcontractors to procure and maintain the same insurance for the duration of the Agreement. Such insurance shall meet at least the following minimum levels of coverage: (A) Minimum Scope of Insurance. Coverage shall be at least as broad as the latest version of the following: (1) General Liability: Insurance Services Office Commercial General Liability coverage (occurrence form CG 0001 or exact equivalent); (2) Automobile Liability: Insurance Services Office Business Auto Coverage (form CA 0001, code 1 (any auto) or exact equivalent); and (3) Workers' Compensation and Employer's Liability: Workers' Compensation insurance as required by the State of California and Employer's Liability Insurance. (B) Minimum Limits of Insurance. Consultant shall maintain limits no less than: (1) General Liability: $2,000,000 per occurrence for bodily injury, personal injury and property damage. If Commercial General Liability Insurance or other form with general aggregate limit is used, either the general aggregate limit shall apply separately to this Agreement/location or the general aggregate limit shall be twice the required occurrence limit; (2) Automobile Liability: $1,000,000 per accident for bodily injury and property damage; and (3) if Consultant has an employees, Workers' Compensation and Employer's Liability: Workers' Compensation limits as required by the Labor Code of the State of California. Employer's Practices Liability limits of $1,000,000 per accident. 3.12.3 Professional Liability. Consultant shall procure and maintain, and require its sub -consultants to procure and maintain, for a period of five (5) years following completion of the Project, errors and omissions liability insurance appropriate to their profession. Such insurance shall be in an amount not less than $1,000,000 per claim. This insurance shall be endorsed to include contractual liability applicable to this Agreement and shall be written on a policy form coverage specifically designed to protect against acts, errors or omissions of the Consultant. "Covered Professional Services" as designated in the policy must specifically include work performed under this Agreement. The policy must "pay on behalf of" the insured and must include a provision establishing the insurer's duty to defend. APPENDIX B - 4 17336.00000\8752982.2 104 3.12.4Insurance Endorsements. The insurance policies shall contain the following provisions, or Consultant shall provide endorsements on forms approved by the Commission to add the following provisions to the insurance policies: (A) General Liability. 0) Commercial General Liability Insurance must include coverage for (1) bodily Injury and property damage; (2) personal Injury/advertising Injury; (3) premises/operations liability; (4) products/completed operations liability; (5) aggregate limits that apply per Project; (6) explosion, collapse and underground (UCX) exclusion deleted; (7) contractual liability with respect to this Agreement; (8) broad form property damage; and (9) independent consultants coverage. (ii) The policy shall contain no endorsements or provisions limiting coverage for (1) contractual liability; (2) cross liability exclusion for claims or suits by one insured against another; or (3) contain any other exclusion contrary to this Agreement. (iii) The policy shall give the Commission, its directors, officials, officers, employees, and agents insured status using ISO endorsement forms 20 10 10 01 and 20 37 10 01, or endorsements providing the exact same coverage. (iv) The additional insured coverage under the policy shall be "primary and non-contributory" and will not seek contribution from the Commission's insurance or self-insurance and shall be at least as broad as CG 20 01 04 13, or endorsements providing the exact same coverage. (B) Automobile Liability. The automobile liability policy shall be endorsed to state that: (1) the Commission, its directors, officials, officers, employees and agents shall be covered as additional insureds with respect to the ownership, operation, maintenance, use, loading or unloading of any auto owned, leased, hired or borrowed by the Consultant or for which the Consultant is responsible; and (2) the insurance coverage shall be primary insurance as respects the Commission, its directors, officials, officers, employees and agents, or if excess, shall stand in an unbroken chain of coverage excess of the Consultant's scheduled underlying coverage. Any insurance or self-insurance maintained by the Commission, its directors, officials, officers, employees and agents shall be excess of the Consultant's insurance and shall not be called upon to contribute with it in any way. APPENDIX B - 5 17336.00000\8752982.2 105 (C) Workers' Compensation and Employers Liability Coverage. 0) Consultant certifies that he/she is aware of the provisions of Section 3700 of the California Labor Code which requires every employer to be insured against liability for workers' compensation or to undertake self-insurance in accordance with the provisions of that code, and he/she will comply with such provisions before commencing work under this Agreement. (ii) The insurer shall agree to waive all rights of subrogation against the Commission, its directors, officials, officers, employees and agents for losses paid under the terms of the insurance policy which arise from work performed by the Consultant. (D) All Coverages. 0) Defense costs shall be payable in addition to the limits set forth hereunder. (ii) Requirements of specific coverage or limits contained in this section are not intended as a limitation on coverage, limits, or other requirement, or a waiver of any coverage normally provided by any insurance. It shall be a requirement under this Agreement that any available insurance proceeds broader than or in excess of the specified minimum insurance coverage requirements and/or limits set forth herein shall be available to the Commission, its directors, officials, officers, employees and agents as additional insureds under said policies. Furthermore, the requirements for coverage and limits shall be (1) the minimum coverage and limits specified in this Agreement; or (2) the broader coverage and maximum limits of coverage of any insurance policy or proceeds available to the named insured; whichever is greater. (iii) The limits of insurance required in this Agreement may be satisfied by a combination of primary and umbrella or excess insurance. Any umbrella or excess insurance shall contain or be endorsed to contain a provision that such coverage shall also apply on a primary and non-contributory basis for the benefit of the Commission (if agreed to in a written contract or agreement) before the Commission's own insurance or self-insurance shall be called upon to protect it as a named insured. The umbrella/excess policy shall be provided on a "following form" basis with coverage at least as broad as provided on the underlying policy(ies). (iv) Consultant shall provide the Commission at least thirty (30) days prior written notice of cancellation of any policy required by this Agreement, except that the Consultant shall provide at least ten (10) days prior written notice of cancellation of any such policy due to non-payment of premium. If any of the required coverage is cancelled or expires during the term of this Agreement, the Consultant shall deliver renewal certificate(s) including the General Liability Additional APPENDIX B - 6 17336.00000\8752982.2 106 Insured Endorsement to the Commission at least ten (10) days prior to the effective date of cancellation or expiration. (v) The retroactive date (if any) of each policy is to be no later than the effective date of this Agreement. Consultant shall maintain such coverage continuously for a period of at least three years after the completion of the work under this Agreement. Consultant shall purchase a one (1) year extended reporting period A) if the retroactive date is advanced past the effective date of this Agreement; B) if the policy is cancelled or not renewed; or C) if the policy is replaced by another claims -made policy with a retroactive date subsequent to the effective date of this Agreement. (vi) The foregoing requirements as to the types and limits of insurance coverage to be maintained by Consultant, and any approval of said insurance by the Commission, is not intended to and shall not in any manner limit or qualify the liabilities and obligations otherwise assumed by the Consultant pursuant to this Agreement, including but not limited to, the provisions concerning indemnification. (vii) If at any time during the life of the Agreement, any policy of insurance required under this Agreement does not comply with these specifications or is canceled and not replaced, Commission has the right but not the duty to obtain the insurance it deems necessary and any premium paid by Commission will be promptly reimbursed by Consultant or Commission will withhold amounts sufficient to pay premium from Consultant payments. In the alternative, Commission may cancel this Agreement. The Commission may require the Consultant to provide complete copies of all insurance policies in effect for the duration of the Project. (viii) Neither the Commission nor any of its directors, officials, officers, employees or agents shall be personally responsible for any liability arising under or by virtue of this Agreement. Each insurance policy required by this Agreement shall be endorsed to state that: 3.12.5 Deductibles and Self -Insurance Retentions. Any deductibles or self -insured retentions must be declared to and approved by the Commission. If the Commission does not approve the deductibles or self -insured retentions as presented, Consultant shall guarantee that, at the option of the Commission, either: (1) the insurer shall reduce or eliminate such deductibles or self -insured retentions as respects the Commission, its directors, officials, officers, employees and agents; or, (2) the Consultant shall procure a bond guaranteeing payment of losses and related investigation costs, claims and administrative and defense expenses. APPENDIX B - 7 17336.00000\8752982.2 107 3.12.6 Acceptability of Insurers. Insurance is to be placed with insurers with a current A.M. Best's rating no less than A:VIII, licensed to do business in California, and satisfactory to the Commission. 3.12.7 Verification of Coverage. Consultant shall furnish Commission with original certificates of insurance and endorsements effecting coverage required by this Agreement on forms satisfactory to the Commission. The certificates and endorsements for each insurance policy shall be signed by a person authorized by that insurer to bind coverage on its behalf. All certificates and endorsements must be received and approved by the Commission before work commences. The Commission reserves the right to require complete, certified copies of all required insurance policies, at any time. 3.12.8 Subconsultant Insurance Requirements. Consultant shall not allow any subcontractors or subconsultants to commence work on any subcontract until they have provided evidence satisfactory to the Commission that they have secured all insurance required under this section. Policies of commercial general liability insurance provided by such subcontractors or subconsultants shall be endorsed to name the Commission as an additional insured using ISO form CG 20 38 04 13 or an endorsement providing the exact same coverage. If requested by Consultant, the Commission may approve different scopes or minimum limits of insurance for particular subcontractors or subconsultants. 3.13 Safety. Consultant shall execute and maintain its work so as to avoid injury or damage to any person or property. In carrying out its Services, the Consultant shall at all times be in compliance with all applicable local, state and federal laws, rules and regulations, and shall exercise all necessary precautions for the safety of employees appropriate to the nature of the work and the conditions under which the work is to be performed. Safety precautions as applicable shall include, but shall not be limited to: (A) adequate life protection and life saving equipment and procedures; (B) instructions in accident prevention for all employees and subcontractors, such as safe walkways, scaffolds, fall protection ladders, bridges, gang planks, confined space procedures, trenching and shoring, equipment and other safety devices, equipment and wearing apparel as are necessary or lawfully required to prevent accidents or injuries; and (C) adequate facilities for the proper inspection and maintenance of all safety measures. 3.14 Fees and Payment. 3.14.1 Compensation. Consultant shall receive compensation, including authorized reimbursements, for all Services rendered under this Agreement at the rates set forth in Exhibit "C" attached hereto and incorporated herein by reference. Compensation shall be on the basis of direct costs plus a fixed fee as further set forth in Exhibit "C". The total compensation per Task Order shall be set forth in the relevant Task Order, and shall not exceed said amount without written approval of the Commission's Executive Director. APPENDIX B - 8 17336.00000\8752982.2 108 3.14.2 Payment of Compensation. Consultant shall submit to Commission a monthly statement which indicates work completed and hours of Services rendered by Consultant. The statement shall describe the amount of Services and supplies provided since the initial commencement date, or since the start of the subsequent billing periods, as appropriate, through the date of the statement. Commission shall, within 45 days of receiving such statement, review the statement and pay all approved charges thereon. 3.14.3 Reimbursement for Expenses. Consultant shall not be reimbursed for any expenses unless authorized in writing by Commission. 3.14.4 Extra Work. At any time during the term of this Agreement, Commission may request that Consultant perform Extra Work. As used herein, "Extra Work" means any work which is determined by Commission to be necessary for the proper completion of the Project, but which the parties did not reasonably anticipate would be necessary at the execution of this Agreement. Consultant shall not perform, nor be compensated for, Extra Work without written authorization from Commission's Executive Director. 3.15 Accounting Records. Consultant shall maintain complete and accurate records with respect to all costs and expenses incurred and fees charged under this Agreement. All such records shall be clearly identifiable. Consultant shall allow a representative of Commission during normal business hours to examine, audit, and make transcripts or copies of such records and any other documents created pursuant to this Agreement. Consultant shall allow inspection of all work, data, documents, proceedings, and activities related to the Agreement for a period of three (3) years from the date of final payment under this Agreement. 3.16 Termination of Agreement. 3.16.1 Grounds for Termination. Commission may, by written notice to Consultant, terminate the whole or any part of this Agreement at any time and without cause by giving written notice to Consultant of such termination, and specifying the effective date thereof. Upon termination, Consultant shall be compensated only for those services which have been fully and adequately rendered to Commission through the effective date of the termination, and Consultant shall be entitled to no further compensation. Consultant may not terminate this Agreement except for cause. 3.16.2 Effect of Termination. If this Agreement is terminated as provided herein, Commission may require Consultant to provide all finished or unfinished Documents and Data, as defined below, and other information of any kind prepared by Consultant in connection with the performance of Services under this Agreement. Consultant shall be required to provide such document and other information within fifteen (15) days of the request. APPENDIX B - 9 17336.00000\8752982.2 109 3.16.3 Additional Services. In the event this Agreement is terminated in whole or in part as provided herein, Commission may procure, upon such terms and in such manner as it may determine appropriate, services similar to those terminated. 3.17 Delivery of Notices. All notices permitted or required under this Agreement shall be given to the respective parties at the following address, or at such other address as the respective parties may provide in writing for this purpose: CONSULTANT: Attn : COMMISSION: Riverside County Transportation Commission 4080 Lemon Street, 3rd Floor Riverside, CA 92501 Attn: Executive Director Such notice shall be deemed made when personally delivered or when mailed, forty-eight (48) hours after deposit in the U.S. Mail, first class postage prepaid and addressed to the party at its applicable address. Actual notice shall be deemed adequate notice on the date actual notice occurred, regardless of the method of service. 3.18 Ownership of Materials/Confidentiality. 3.18.1 Documents & Data. This Agreement creates an exclusive and perpetual license for Commission to copy, use, modify, reuse, or sub -license any and all copyrights and designs embodied in plans, specifications, studies, drawings, estimates, materials, data and other documents or works of authorship fixed in any tangible medium of expression, including but not limited to, physical drawings or data magnetically or otherwise recorded on computer diskettes, which are prepared or caused to be prepared by Consultant under this Agreement ("Documents & Data"). Consultant shall require all subcontractors to agree in writing that Commission is granted an exclusive and perpetual license for any Documents & Data the subcontractor prepares under this Agreement. Consultant represents and warrants that Consultant has the legal right to grant the exclusive and perpetual license for all such Documents & Data. Consultant makes no such representation and warranty in regard to Documents & Data which were prepared by design professionals other than Consultant or provided to Consultant by the Commission. Commission shall not be limited in any way in its use of the Documents & Data at any time, provided that any such use not within the purposes intended by this Agreement shall be at Commission's sole risk. APPENDIX B - 10 17336.00000\8752982.2 110 3.18.2Intellectual Property. In addition, Commission shall have and retain all right, title and interest (including copyright, patent, trade secret and other proprietary rights) in all plans, specifications, studies, drawings, estimates, materials, data, computer programs or software and source code, enhancements, documents, and any and all works of authorship fixed in any tangible medium or expression, including but not limited to, physical drawings or other data magnetically or otherwise recorded on computer media ("Intellectual Property") prepared or developed by or on behalf of Consultant under this Agreement as well as any other such Intellectual Property prepared or developed by or on behalf of Consultant under this Agreement. The Commission shall have and retain all right, title and interest in Intellectual Property developed or modified under this Agreement whether or not paid for wholly or in part by Commission, whether or not developed in conjunction with Consultant, and whether or not developed by Consultant. Consultant will execute separate written assignments of any and all rights to the above referenced Intellectual Property upon request of Commission. Consultant shall also be responsible to obtain in writing separate written assignments from any subcontractors or agents of Consultant of any and all right to the above referenced Intellectual Property. Should Consultant, either during or following termination of this Agreement, desire to use any of the above -referenced Intellectual Property, it shall first obtain the written approval of the Commission. All materials and documents which were developed or prepared by the Consultant for general use prior to the execution of this Agreement and which are not the copyright of any other party or publicly available and any other computer applications, shall continue to be the property of the Consultant. However, unless otherwise identified and stated prior to execution of this Agreement, Consultant represents and warrants that it has the right to grant the exclusive and perpetual license for all such Intellectual Property as provided herein. Commission further is granted by Consultant a non-exclusive and perpetual license to copy, use, modify or sub -license any and all Intellectual Property otherwise owned by Consultant which is the basis or foundation for any derivative, collective, insurrectional, or supplemental work created under this Agreement. 3.18.3 Confidentiality. All ideas, memoranda, specifications, plans, procedures, drawings, descriptions, computer program data, input record data, written information, and other Documents and Data either created by or provided to Consultant in connection with the performance of this Agreement shall be held confidential by Consultant. Such materials shall not, without the prior written consent of Commission, be used by Consultant for any purposes other than the performance of the Services. Nor shall such materials be disclosed to any person or entity not connected with the performance of the Services or the Project. Nothing furnished to Consultant which is otherwise known to Consultant or is generally known, or has become known, to the related industry shall be deemed confidential. Consultant shall not use Commission's APPENDIX B - 11 17336.00000\8752982.2 111 name or insignia, photographs of the Project, or any publicity pertaining to the Services or the Project in any magazine, trade paper, newspaper, television or radio production or other similar medium without the prior written consent of Commission. 3.18.4Infringement Indemnification. Consultant shall defend, indemnify and hold the Commission, its directors, officials, officers, employees, volunteers and agents free and harmless, pursuant to the indemnification provisions of this Agreement, for any alleged infringement of any patent, copyright, trade secret, trade name, trademark, or any other proprietary right of any person or entity in consequence of the use on the Project by Commission of the Documents & Data, including any method, process, product, or concept specified or depicted. 3.19 Cooperation; Further Acts. The Parties shall fully cooperate with one another, and shall take any additional acts or sign any additional documents as may be necessary, appropriate or convenient to attain the purposes of this Agreement. 3.20 Attorney's Fees. If either party commences an action against the other party, either legal, administrative or otherwise, arising out of or in connection with this Agreement, the prevailing party in such litigation shall be entitled to have and recover from the losing party reasonable attorney's fees and costs of such actions. 3.21 Indemnification. Consultant shall defend, indemnify and hold the Commission, its directors, officials, officers, agents, consultants, employees and volunteers free and harmless from any and all claims, demands, causes of action, costs, expenses, liabilities, losses, damages or injuries, in law or in equity, to property or persons, including wrongful death, in any manner arising out of or incident to any alleged negligent acts, omissions or willful misconduct of the Consultant, its officials, officers, employees, agents, consultants, and contractors arising out of or in connection with the performance of the Services, the Project or this Agreement, including without limitation, the payment of all consequential damages, attorneys fees and other related costs and expenses. Consultant shall defend, at Consultant's own cost, expense and risk, any and all such aforesaid suits, actions or other legal proceedings of every kind that may be brought or instituted against the Commission, its directors, officials, officers, agents, consultants, employees and volunteers. Consultant shall pay and satisfy any judgment, award or decree that may be rendered against the Commission or its directors, officials, officers, agents, consultants, employees and volunteers, in any such suit, action or other legal proceeding. Consultant shall reimburse the Commission and its directors, officials, officers, agents, consultants, employees and volunteers, for any and all legal expenses and costs, including reasonable attorney's fees, incurred by each of them in connection therewith or in enforcing the indemnity herein provided. Consultant's obligation to indemnity shall not be restricted to insurance proceeds, if any, received by the Commission or its directors, officials, officers, agents, consultants, employees and volunteers. Notwithstanding the foregoing, to the extent Consultant's Services are subject to Civil Code Section 2782.8, the above indemnity shall be limited, to the extent required by Civil Code Section 2782.8, to claims that arise out of, pertain APPENDIX B - 12 17336.00000\8752982.2 112 to, or relate to the negligence, recklessness, or willful misconduct of the Consultant. This Section 3.21 shall survive any expiration or termination of this Agreement. 3.22 Entire Agreement. This Agreement contains the entire Agreement of the parties with respect to the subject matter hereof, and supersedes all prior negotiations, understandings or agreements. This Agreement may only be supplemented, amended, or modified by a writing signed by both parties. 3.23 Governing Law. This Agreement shall be governed by the laws of the State of California. Venue shall be in Riverside County. 3.24 Time of Essence. Time is of the essence for each and every provision of this Agreement. 3.25 Commission's Right to Employ Other Consultants. The Commission reserves the right to employ other consultants in connection with this Project. 3.26 Successors and Assigns. This Agreement shall be binding on the successors and assigns of the parties, and shall not be assigned by Consultant without the prior written consent of Commission. 3.27 Prohibited Interests and Conflicts. 3.27.1 Solicitation. Consultant maintains and warrants that it has not employed nor retained any company or person, other than a bona fide employee working solely for Consultant, to solicit or secure this Agreement. Further, Consultant warrants that it has not paid nor has it agreed to pay any company or person, other than a bona fide employee working solely for Consultant, any fee, commission, percentage, brokerage fee, gift or other consideration contingent upon or resulting from the award or making of this Agreement. For breach or violation of this warranty, Commission shall have the right to rescind this Agreement without liability. 3.27.2 Conflict of Interest. For the term of this Agreement, no member, officer or employee of Commission, during the term of his or her service with Commission, shall have any direct interest in this Agreement, or obtain any present or anticipated material benefit arising therefrom. 3.27.3 Conflict of Employment. Employment by the Consultant of personnel currently on the payroll of the Commission shall not be permitted in the performance of this Agreement, even though such employment may occur outside of the employee's regular working hours or on weekends, holidays or vacation time. Further, the employment by the Consultant of personnel who have been on the Commission payroll within one year prior to the date of execution of this Agreement, where this employment is caused by and or dependent upon the Consultant securing this or related Agreements with the Commission, is prohibited. APPENDIX B - 13 17336.00000\8752982.2 113 3.27.4 Employment Adverse to the Commission. Consultant shall notify the Commission, and shall obtain the Commission's written consent, prior to accepting work to assist with or participate in a third -party lawsuit or other legal or administrative proceeding against the Commission during the term of this Agreement. 3.28 Equal Opportunity Employment. Consultant represents that it is an equal opportunity employer and it shall not discriminate against any employee or applicant for employment because of race, religion, color, national origin, ancestry, sex or age. Such non-discrimination shall include, but not be limited to, all activities related to initial employment, upgrading, demotion, transfer, recruitment or recruitment advertising, layoff or termination. Consultant shall also comply with all relevant provi- sions of Commission's Disadvantaged Business Enterprise program, Affirmative Action Plan or other related Commission programs or guidelines currently in effect or hereinafter enacted. 3.29 Subcontracting. Consultant shall not subcontract any portion of the work or Services required by this Agreement, except as expressly stated herein, without prior written approval of the Commission. Subcontracts, if any, shall contain a provision making them subject to all provisions stipulated in this Agreement. 3.30 Prevailing Wages. By its execution of this Agreement, Consultant certified that it is aware of the requirements of California Labor Code Sections 1720 et seq. and 1770 et seq., as well as California Code of Regulations, Title 8, Section 16000 et seq. ("Prevailing Wage Laws"), which require the payment of prevailing wage rates and the performance of other requirements on certain "public works" and "maintenance" projects. If the Services are being performed as part of an applicable "public works" or "maintenance" project, as defined by the Prevailing Wage Laws, and if the total compensation is $1,000 or more, Consultant agrees to fully comply with such Prevailing Wage Laws. The Commission shall provide Consultant with a copy of the prevailing rate of per diem wages in effect at the commencement of this Agreement. Consultant shall make copies of the prevailing rates of per diem wages for each craft, classification or type of worker needed to execute the Services available to interested parties upon request, and shall post copies at the Consultant's principal place of business and at the project site. Consultant shall defend, indemnify and hold the Commission, its elected officials, officers, employees and agents free and harmless from any claims, liabilities, costs, penalties or interest arising out of any failure or alleged failure to comply with the Prevailing Wage Laws. 3.30.1 DIR Registration. Effective March 1, 2015, if the Services are being performed as part of an applicable "public works" or "maintenance" project, then pursuant to Labor Code Sections 1725.5 and 1771.1, the Consultant and all subconsultants must be registered with the Department of Industrial Relations. If applicable, Consultant shall maintain registration for the duration of the Project and require the same of any subconsultants. This Project may also be subject to compliance monitoring and enforcement by the Department of Industrial Relations. It APPENDIX B - 14 17336.00000\8752982.2 114 shall be Consultant's sole responsibility to comply with all applicable registration and labor compliance requirements. 3.31 Employment of Apprentices. This Agreement shall not prevent the employment of properly indentured apprentices in accordance with the California Labor Code, and no employer or labor union shall refuse to accept otherwise qualified employees as indentured apprentices on the work performed hereunder solely on the ground of race, creed, national origin, ancestry, color or sex. Every qualified apprentice shall be paid the standard wage paid to apprentices under the regulations of the craft or trade in which he or she is employed and shall be employed only in the craft or trade to which he or she is registered. If California Labor Code Section 1777.5 applies to the Services, Consultant and any subcontractor hereunder who employs workers in any apprenticeable craft or trade shall apply to the joint apprenticeship council administering applicable standards for a certificate approving Consultant or any sub -consultant for the employment and training of apprentices. Upon issuance of this certificate, Consultant and any sub -consultant shall employ the number of apprentices provided for therein, as well as contribute to the fund to administer the apprenticeship program in each craft or trade in the area of the work hereunder. The parties expressly understand that the responsibility for compliance with provisions of this Section and with Sections 1777.5, 1777.6 and 1777.7 of the California Labor Code in regard to all apprenticeable occupations lies with Consultant. 3.32 No Waiver. Failure of Commission to insist on any one occasion upon strict compliance with any of the terms, covenants or conditions hereof shall not be deemed a waiver of such term, covenant or condition, nor shall any waiver or relinquishment of any rights or powers hereunder at any one time or more times be deemed a waiver or relinquishment of such other right or power at any other time or times. 3.33 Eight -Hour Law. Pursuant to the provisions of the California Labor Code, eight hours of labor shall constitute a legal day's work, and the time of service of any worker employed on the work shall be limited and restricted to eight hours during any one calendar day, and forty hours in any one calendar week, except when payment for overtime is made at not less than one and one-half the basic rate for all hours worked in excess of eight hours per day ("Eight -Hour Law"), unless Consultant or the Services are not subject to the Eight -Hour Law. Consultant shall forfeit to Commission as a penalty, $50.00 for each worker employed in the execution of this Agreement by him, or by any sub -consultant under him, for each calendar day during which such workman is required or permitted to work more than eight hours in any calendar day and forty hours in any one calendar week without such compensation for overtime violation of the provisions of the California Labor Code, unless Consultant or the Services are not subject to the Eight -Hour Law. APPENDIX B - 15 17336.00000\8752982.2 115 3.34 Subpoenas or Court Orders. Should Consultant receive a subpoena or court order related to this Agreement, the Services or the Project, Consultant shall immediately provide written notice of the subpoena or court order to the Commission. Consultant shall not respond to any such subpoena or court order until notice to the Commission is provided as required herein, and shall cooperate with the Commission in responding to the subpoena or court order. 3.35 Survival. All rights and obligations hereunder that by their nature are to continue after any expiration or termination of this Agreement, including, but not limited to, the indemnification and confidentiality obligations, and the obligations related to receipt of subpoenas or court orders, shall survive any such expiration or termination. 3.36 No Third Party Beneficiaries. There are no intended third party beneficiaries of any right or obligation assumed by the Parties. 3.37 Labor Certification. By its signature hereunder, Consultant certifies that it is aware of the provisions of Section 3700 of the California Labor Code which require every employer to be insured against liability for Workers' Compensation or to undertake self-insurance in accordance with the provisions of that Code, and agrees to comply with such provisions before commencing the performance of the Services. 3.38 Counterparts. This Agreement may be signed in counterparts, each of which shall constitute an original. 3.39 Incorporation of Recitals. The recitals set forth above are true and correct and are incorporated into this Agreement as though fully set forth herein. 3.40 Invalidity; Severability. If any portion of this Agreement is declared invalid, illegal, or otherwise unenforceable by a court of competent jurisdiction, the remaining provisions shall continue in full force and effect. 3.41 Conflicting Provisions. In the event that provisions of any attached exhibits conflict in any way with the provisions set forth in this Agreement, the language, terms and conditions contained in this Agreement shall control the actions and obligations of the Parties and the interpretation of the Parties' understanding concerning the performance of the Services. 3.42 Headings. Article and Section Headings, paragraph captions or marginal headings contained in this Agreement are for convenience only and shall have no effect in the construction or interpretation of any provision herein. 3.43 Assignment or Transfer. Consultant shall not assign, hypothecate, or transfer, either directly or by operation of law, this Agreement or any interest herein, without the prior written consent of the Commission. Any attempt to do so shall be null and void, and any assignees, hypothecates or transferees shall acquire no right or interest by reason of such attempted assignment, hypothecation or transfer. APPENDIX B - 16 17336.00000\8752982.2 116 3.44 Authority to Enter Agreement. Consultant has all requisite power and authority to conduct its business and to execute, deliver, and perform the Agreement. Each Party warrants that the individuals who have signed this Agreement have the legal power, right, and authority to make this Agreement and bind each respective Party. [SIGNATURES ON FOLLOWING PAGE] APPENDIX B - 17 17336.00000\8752982.2 117 SIGNATURE PAGE TO RIVERSIDE COUNTY TRANSPORTATION COMMISSION AGREEMENT FOR ON -CALL GRANT WRITING SERVICES WITH [ CONSULTANT ] IN WITNESS WHEREOF, this Agreement was executed on the date first written above. RIVERSIDE COUNTY CONSULTANT TRANSPORTATION COMMISSION [INSERT NAME OF CONSULTANT] By: By: [INSERT NAME] Signature Chairman Name Title Approved as to Form: Attest: By: By: Best Best & Krieger LLP Its: Secretary General Counsel APPENDIX B - 18 17336.00000\8752982.2 118 EXHIBIT "A" SCOPE OF SERVICES [ INSERT ] 17336.00000\8752982.2 APPENDIX B - 19 119 EXHIBIT "B" SCHEDULE OF SERVICES [ INSERT ] 17336.00000\8752982.2 APPENDIX B -20 120 EXHIBIT "C" COMPENSATION [ATTACHED BEHIND THIS PAGE] APPENDIX B -21 17336.00000\8752982.2 AGENDA ITEM 10 RIVERSIDE COUNTY TRANSPORTATION COMMISSION DATE: May 22, 2017 TO: Budget and Implementation Committee FROM: Jillian Guizado, Senior Legislative Affairs Analyst THROUGH: Aaron Hake, External Affairs Director SUBJECT: State and Federal Legislative Update STAFF RECOMMENDATION: This item is for the Committee to: 1) Adopt the following bill positions: a) AB 686 (Santiago) — Oppose; b) SB 768 (Allen, Wiener) — Support; c) H.R. 100 (Brownley) — Support; and 2) Receive and file an update on state and federal legislation; and 3) Forward to the Commission for final action. DISCUSSION: State Update AB 686 (Santiago) — Staff Recommendation: Oppose AB 686 would require agencies to "affirmatively further fair housing" opportunity with all governmental actions. Failure to meet this standard would be an unlawful housing discrimination practice that is subject to the California Fair Employment and Housing Act. Existing state and federal laws require many regional transportation agencies like the Commission, Southern California Associated Governments (SCAG), and others to take actions related to protecting the traveling public and pedestrian safety, reducing congestion, fostering the movement of goods, improving air quality, and reducing greenhouse gas emissions. With the way AB 686 is currently written, the previously listed actions could easily be included in the overly broad scope of the bill. An illustrative example of AB 686's consequences have been highlighted by the California Council of Governments (CALCOG): under AB 686, even the Strategic Growth Council's Affordable Housing and Sustainable Communities program could be a discriminatory housing practice because it funds affordable housing projects in disadvantaged communities. Agenda Item 10 122 S8 768 (Allen, Wiener) — Staff Recommendation: Support This bill extends authority to Caltrans and regional transportation agencies, like the Commission, to enter into public private partnership agreements for transportation projects. As the law exists today, the ability to agencies to enter into these partnerships expired as of January 1, 2017. Staff is recommending a support position on SB 768 as we believe the Commission, other regional transportation agencies, Caltrans, and taxpayers could significantly benefit from the time, cost, and risk savings realized through public private partnerships. The recommended support position is exclusively for the bill as it exists in its current form; should the bill be amended with provisions on using public private partnerships, staff would like to reserve the right to oppose the bill. SB 268 (Mendoza) SB 268 is a bill that would revise the membership of the Los Angeles County Metropolitan Transportation Authority's (LA Metro) board of directors. The existing composition of the LA Metro board of directors was the result of a lengthy, local process in which all local stakeholders were brought together to develop a consensus. LA Metro has adopted and remained committed to supporting the current composition of the board of directors and its locally derived governance structure. This bill represents an attempt to revise this structure without meaningful discussion and consensus with local stakeholders. Staff is concerned that by the legislature mandating a board of directors structure rather than through a bottoms -up, consensus -driven process will result in conflicts and discourage consensus. Passage of SB 268 would set a poor precedent for all regional transportation agencies in California which rely upon the collaborative process to be effective. In an effort to offer timely support to LA Metro, staff relied upon the Commission's 2017 adopted Legislative Platform which includes two principles that provide authority for the executive director to take an oppose position on SB 268. As such, an opposition letter was sent to the author on May 9, 2017. The two applicable principles from the 2017 Legislative Platform are: • State/federal rulemakings, administrative processes, and policy development activities should include meaningful collaboration from regional transportation agencies. • Oppose efforts by non -transportation interests to assert control over transportation funding. Governor's May Revision As required by law, Governor Brown is anticipated to release his May Revision to the proposed Fiscal Year 2017/18 budget no later than May 15, 2017. Staff expects the May Revision will include language for streamlining the five projects funded in SB 132. At the time this report was written, the May Revision had not been released. A verbal discussion of what is contained in the May Revision will be presented to the Committee. Agenda Item 10 123 Federal Update H.R. 100 (Brownley) — Staff Recommendation: Support This bill would increase the sub -allocation for local communities under the Surface Transportation Block Grant Program (STBG). Currently, the FAST Act increases the sub -allocation 1 percent each year up to 55 percent by FY 2020. This bill would revise that to start at 60 percent in FY 2018 and increase by 2.5 percent each year up to 65 percent by FY 2020. STBG is a highly - flexible and reliable source of federal formula funds that the Commission uses to support a variety of projects in Riverside County. STBG's broad eligibility is key to delivering projects that enhance roadway capacity and reflect local priorities. As stated in the Commission's adopted 2017 Legislative Platform, we will "support all efforts to maintain, at the very least, level state/federal funding for transportation programs." H.R. 100 goes a step beyond this and, as such, staff is recommending a support position. Budget President Trump signed a FY 2016/17 omnibus appropriations bill which funds the federal government through the rest of the federal fiscal year (September 30). While this is mostly good news, particularly because programs with allocations in the FAST Act are now fully funded, it has been discovered that $857 million in federal funds have been rescinded. Impacts to the Commission from this rescission will not be known until the Federal Highway Administration tabulates balances as of May 31, 2017. Meetings and advocacy The executive director and external affairs director participated in an advocacy trip to Washington, DC the first week of May with the Monday Morning Group. While there, they met with Senators Feinstein and Harris, Transportation & Infrastructure Committee staff, and White House Council on Environmental Quality (CEQ) and discussed opportunities for project streamlining and securing a TIFIA loan for the 1-15 Express Lanes Project. Attachment: May 2017 Legislative Matrix Agenda Item 10 124 RIVERSIDE COUNTY TRANSPORTATION COMMISSION - POSITIONS ON STATE AND FEDERAL LEGISLATION — May 2017 Legislation/ Author Description Bill Status Position Date of Board Adoption AB 91 (Cervantes) Requires Ca!trans to convert existing HOV lanes in Riverside County to operate only during hours of heavy commuter traffic; during all other times the lanes would be open to all vehicles, including those with a single occupant. Referred to Appropriations Committee; referred to suspense file. (April 5, 2017) OPPOSE 3/8/17 AB 351 (Melendez) Proposes to bring truck weight fees back to transportation accounts. Referred to Committee on Transportation. May be heard in committee after March 10. (February 21, 2017) SUPPORT 3/8/17 AB 179 (Cervantes) Changes the membership of the California Transportation Commission. Cleared Committee on Transportation 9 — 5. Referred to Appropriations. (April 25, 2017) OPPOSE 4/12/2017 AB 408 (Chen) Final offer of compensation in eminent domain cases. Died prior to going to committee pursuant to Joint Rule 62(a). (March 20, 2017) OPPOSE 4/12/2017 AB 697 (Fong) Exempts private ambulances from paying tolls when responding to emergency and urgent calls. Cleared Appropriations Committee 16 — O. Ordered to Consent Calendar. (April 27, 2017) OPPOSE 4/12/2017 SB 132 (Budget and Fiscal Review Committee) Amendment to the Budget Act of 2016. Creates the Riverside County Transportation Efficiency Corridor. Approved by the Governor. Chaptered by Secretary of State. (April 28, 2017) SUPPORT 4/12/2017 SB 268 (Mendoza) Changes the Los Angeles County Metropolitan Transportation Authority board of directors governance structure. Cleared Transportation and Housing Committee 7 — 3. Referred to Appropriations. (May 10, 2017) 5/9/2017 Staff action based on platform 125 Legislation/ Author Description Bill Status Position Date of Board Adoption AB 1523 (Obernolte) Authorizes the San Bernardino County Transportation Authority (SBCTA) to use design -build for local agencies to reconstruct the Mt. Vernon Avenue Viaduct project in San Bernardino. Cleared Local Government Committee 9 — O. Referred to Appropriations. Amended. (May 1, 2017) Support 5/10/2017 SB 150 (Allen) Requires the state board to update and revise greenhouse gas emission reduction targets while considering vehicle miles traveled (VMT) reductions. Requires the state board to assess current and historic VMT. Requires the state to prepare a report every four years that assesses metropolitan planning organization progress toward meeting metrics. Cleared Transportation and Housing Committee 9 — 4. Referred to Appropriations. Amended. (April 27, 2017) Oppose 5/10/2017 SB 264 (Nguyen) Requires net excess toll revenue from the Orange County Transportation Authority's (OCTA) Interstate 405 Improvement Project to be allocated to OCTA and project corridor jurisdictions and requires the moneys to be spent on specified transportation improvement projects. Hearing in Transportation and Housing Committee scheduled for April 25; author cancelled hearing. (April 25, 2017) Oppose 5/10/2017 SB 477 (Cannella) Would allow for the extension of an existing rail corridor to provide intercity rail service beyond the defined boundaries of the corridor, subject to approval by the joint powers authority board and Secretary of Transportation. Hearing in Appropriations scheduled for May 8; on consent calendar. (May 1, 2017) Support 5/10/2017 126 AGENDA ITEM 11 RIVERSIDE COUNTY TRANSPORTATION COMMISSION DATE: May 22, 2017 TO: Budget and Implementation Committee FROM: Eliza Perez, Public Affairs Manager THROUGH: John Standiford, Deputy Executive Director SUBJECT: Agreement for Operation Lifesaver Outreach and Marketing Services STAFF RECOMMENDATION: This item is for the Committee to: 1) Award Agreement No. 17-15-072-00 to Arellano Associates for the provision of Operation Lifesaver, Inc. (OLI) program outreach and marketing services for a three-year term, and one, two-year option to extend the agreement, in an amount not to exceed $500,000; 2) Authorize the Chair or Executive Director, pursuant to legal counsel review, to execute the agreement, including option years, on behalf of the Commission; and 3) Forward to the Commission for final action. BACKGROUND INFORMATION: California currently holds the dubious title of the most railroad deaths in the nation. In 2015 and 2016, Riverside County reported 23 percent of trespasser deaths in the Southern California region. That said, rail safety education is a program that is always warranted. The construction of the Perris Valley Line (PVL), made this education paramount and important enough to establish and continue a rail safety education program in Riverside County. Since 1992, the Commission has owned the San Jacinto Branch Line (SJBL). This 32-mile line extends from the northern unincorporated area of Riverside and terminates in San Jacinto. In 2013, construction of 24 miles of the PVL began improving the portion from Riverside to Perris. While actively under construction, the project team began to notice members of the community utilizing the tracks as a walking path or short cut to their destination. Others used the tracks regularly as an open space area to exercise, practice cross country running, film videos, or just to sit and contemplate. Whatever their motive, it became apparent the Commission needed to step-up the existing available rail safety education before the Southern California Regional Rail Authority (SCRRA or Metrolink) began to actively run daily trains on the tracks. Before the PVL improvements, the only trains that would traverse the tracks were slow and infrequent freight trains. Moving 10 miles an hour, and often in the middle of the night, these trains did not pose the same threat the Metrolink trains could, reaching speeds of up to 79 miles per hour. Agenda Item 11 127 In 2014, the Commission began to promote activities in accordance with the OLI program, an international nonprofit rail safety organization. The Commission, along with its consultant, worked closely with OLI and formed a solid partnership with this program. As part of this partnership, all presentation staff consultants are required to be certified OLI presenters and maintain their certification. These certified OLI presenters reached out to all schools within close proximity of the SJBL (mainly Riverside and Perris) and began offering school -wide rail safety assembly presentations and lunchtime kiosks and attended many community events. Once the initial wave of rail safety education was completed, the outreach team moved on to schools further afield but within the school districts encompassing railways and eventually reaching out to communities with railways. The outreach team also incorporated other activities into the program such as a campus -wide education approach for the University of California at Riverside (UCR), a K-12 rail safety coloring contest, attendance at back to school nights and parent teacher association meetings, billboard and movie theater ads, safety banners, sidewalk stickers around stations and rail crossings, and presentations to city councils and school boards within the PVL area. In June 2016, the Commission turned over the completed PVL project to Metrolink to begin operating passenger rail service on the PVL with 12 trains per day running from Perris to Riverside. The communities surrounding the PVL were aware the trains were coming and had some framework of rail safety knowledge. The Commission began this informal outreach program to targeted schools, neighborhoods, and community groups along the PVL, but soon after, it became apparent this program was needed for all communities in Riverside County where rail safety is a potential issue. As word of this educational program grew, the Commission began receiving requests to do outreach in other areas of the county that interact with rail. Through the existing on -call outreach contract, staff was able to expand this program to other parts of Banning, Corona, Jurupa Valley, Mecca, Moreno Valley, and Riverside. In the three years since this informal program began, two things became apparent — this rail safety program could not be a "one and done" approach, and the need to develop an ongoing program for all of Riverside County was essential. The focus of an ongoing program will primarily be education in schools and the community. The ideal program should include a layered educational outreach approach targeted at elementary, intermediate, and high schools, as well as outreach to UCR. This educational program also includes radio, billboard and theater advertising, railroad crossing awareness with banners and sidewalk stickers, updates to elected officials and chambers of commerce, media tool kits for local governments and school districts, and booths at multiple community events within Riverside County. Agenda Item 11 128 By continuing this rail safety educational program, the Commission will be able to sustain the hardware components already in place, such as the rail safety banners and sidewalk stickers, continue promoting the OLI rail safety messaging, and most importantly, attain the desired shift in culture to the point all Riverside County communities know and embrace the OLI tag line, "See tracks? Think train." Procurement Process Staff determined the weighted factor method of source selection to be the most appropriate for this procurement, as it allows the Commission to identify the most advantageous proposal with price and other factors considered. Non -price factors include elements such as qualifications of firm, personnel, and the ability to respond to the Commission's needs for OLI outreach and marketing services as set forth under the terms of the request for proposals (RFP) No. 17-15-072-00. RFP No. 17-15-072-00 was released on March 2, 2017. A public notice was advertised in the Press Enterprise, and the RFP was posted on the Commission's PlanetBids website, which is accessible through the Commission's website. Utilizing PlanetBids, emails were sent to 114 firms, 14 of which are located in Riverside County. Through the PlanetBids site, 39 firms downloaded the RFP; 2 of these firms are located in Riverside County. A pre -proposal conference was held on March 22, and attended by 4 firms; 1 firm is local to Riverside County. Staff responded to all questions submitted by potential proposers prior to the March 29 clarification deadline date. Two firms — Arellano Associates (Chino Hills) and Transit Media Group, Inc. (Huntington Beach) — submitted proposals prior to the 2:00 p.m. submittal deadline on April 27. Both firms submitted responsive and responsible proposals. Utilizing the evaluation criteria set forth in the RFP, the two proposals were evaluated and scored by an evaluation committee comprised of Commission staff. As a result of the evaluation committee's assessment of the written proposals, the evaluation committee recommends contract award to Arellano Associates to perform OLI outreach and marketing services for a three-year term, with one, two-year option to extend the agreement, as this firm earned the highest total evaluation score. The overall evaluation ranking, based on highest to lowest total evaluation score, and the total price are presented in the following table. Firm Price* Overall Ranking Arellano Associates $382,626 1 Transit Media Group $346,000 2 *Price excludes Other Direct Costs. Subsequent to the evaluation process, staff negotiated Arellano Associates' proposed price, including other direct costs. Accordingly, staff recommends the contract award over the full term of the agreement in the amount not to exceed $500,000, including other direct costs. The Agenda Item 11 129 Commission's professional services agreement will be entered into with the consultant subject to any changes approved by the Executive Director, pursuant to legal counsel review. Staff oversight of the contract will maximize the effectiveness of the consultant and minimize costs to the Commission. Financial Information In Fiscal Year Budget: Yes N/A Year: FY 2017/18 FY 2018/19+ Amount: $100,000 $400,000 Source of Funds: Measure A Western County Rail, Local Transportation Funds Budget Adjustment: No N/A GL/Project Accounting No.: 001001 65520 00000 0001 101 15 65520 Fiscal Procedures Approved: \iiii/LAte:41-4 Date: I 05/15/2017 Attachment: Draft Agreement No. 17-15-072-00 Agenda Item 11 130 Agreement No. 17-15-072-00 RIVERSIDE COUNTY TRANSPORTATION COMMISSION AGREEMENT FOR OPERATION LIFESAVER OUTREACH AND MARKETING SERVICES WITH [ CONSULTANT ] 1. PARTIES AND DATE. This Agreement is made and entered into this _ day of , 2017, by and between the RIVERSIDE COUNTY TRANSPORTATION COMMISSION ("the Commission") and [ NAME OF FIRM ] ("Consultant"), a [ LEGAL STATUS OF CONSULTANT e.g., CORPORATION ]. 2. RECITALS. 2.1 Consultant desires to perform and assume responsibility for the provision of certain professional consulting services required by Commission on the terms and conditions set forth in this Agreement. Consultant represents that it is a professional consultant, experienced in providing [ INSERT TYPE OF SERVICES ] services to public clients, is licensed in the State of California, and is familiar with the plans of Commission. 2.2 Commission desires to engage Consultant to render certain consulting services for the [ INSERT PROJECT NAME ] Project ("Project") as set forth herein. 3. TERMS. 3.1 General Scope of Services. Consultant promises and agrees to furnish to Commission all labor materials, tools, equipment, services, and incidental and customary work necessary to fully and adequately provide professional consulting services and advice on various issues affecting the decisions of Commission regarding the Project and on other programs and matters affecting Commission, hereinafter referred to as "Services". The Services are more particularly described in Exhibit "A" attached hereto and incorporated herein by reference. All Services shall be subject to, and performed in accordance with, this Agreement, the exhibits attached hereto and incorporated herein by reference, and all applicable local, state, and federal laws, rules and regulations. APPENDIX B - 1 131 3.2 Term. The term of this Agreement shall be from the date first specified above to , unless earlier terminated as provided herein. The Commission, at its sole discretion, may extend this Agreement for one (1) additional two-year year term. Consultant shall complete the Services within the term of this Agreement and shall meet any other established schedules and deadlines. 3.3 Schedule of Services. Consultant shall perform the Services expeditiously, within the term of this Agreement, and in accordance with the Schedule of Services set forth in Exhibit "B" attached hereto and incorporated herein by reference. Consultant represents that it has the professional and technical personnel required to perform the Services in conformance with such conditions. In order to facilitate Consultant's conformance with the Schedule, the Commission shall respond to Consultant's submittals in a timely manner. Upon request of the Commission, Consultant shall provide a more detailed schedule of anticipated performance to meet the Schedule of Services. 3.4 Independent Contractor; Control and Payment of Subordinates. The Services shall be performed by Consultant under its supervision. Consultant will determine the means, method and details of performing the Services subject to the requirements of this Agreement. Commission retains Consultant on an independent contractor basis and Consultant is not an employee of Commission. Consultant retains the right to perform similar or different services for others during the term of this Agreement. Any additional personnel performing the Services under this Agreement on behalf of Consultant shall not be employees of Commission and shall at all times be under Consultant's exclusive direction and control. Consultant shall pay all wages, salaries, and other amounts due such personnel in connection with their performance of Services under this Agreement and as required by law. Consultant shall be responsible for all reports and obligations respecting such additional personnel, including, but not limited to: social security taxes, income tax withholding, unemployment insurance, and workers' compensation insurance. 3.5 Conformance to Applicable Requirements. All work prepared by Consultant shall be subject to the approval of Commission. 3.6 Substitution of Key Personnel. Consultant has represented to Commission that certain key personnel will perform and coordinate the Services under this Agreement. Should one or more of such personnel become unavailable, Consultant may substitute other personnel of at least equal competence and experience upon written approval of Commission. In the event that Commission and Consultant cannot agree as to the substitution of key personnel, Commission shall be entitled to terminate this Agreement for cause, pursuant to provisions of Section 3.16 of this Agreement. The key personnel for performance of this Agreement are as follows: APPENDIX B - 2 17336.00000\8752982.2 132 3.7 Commission's Representative. Commission hereby designates [ INSERT NAME OR TITLE ], or his or her designee, to act as its representative for the performance of this Agreement ("Commission's Representative"). Commission's representative shall have the power to act on behalf of Commission for all purposes under this Agreement. Consultant shall not accept direction from any person other than Commission's Representative or his or her designee. 3.8 Consultant's Representative. Consultant hereby designates r INSERT NAME OR TITLE ], or his or her designee, to act as its representative for the performance of this Agreement ("Consultant's Representative"). Consultant's Representative shall have full authority to represent and act on behalf of the Consultant for all purposes under this Agreement. The Consultant's Representative shall supervise and direct the Services, using his or her best skill and attention, and shall be responsible for all means, methods, techniques, sequences and procedures and for the satisfactory coordination of all portions of the Services under this Agreement. 3.9 Coordination of Services. Consultant agrees to work closely with Commission staff in the performance of Services and shall be available to Commission's staff, consultants and other staff at all reasonable times. 3.10 Standard of Care; Licenses. Consultant shall perform the Services under this Agreement in a skillful and competent manner, consistent with the standard generally recognized as being employed by professionals in the same discipline in the State of California. Consultant represents and maintains that it is skilled in the professional calling necessary to perform the Services. Consultant warrants that all employees and subcontractors shall have sufficient skill and experience to perform the Services assigned to them. Finally, Consultant represents that it, its employees and subcontractors have all licenses, permits, qualifications and approvals of whatever nature that are legally required to perform the Services and that such licenses and approvals shall be maintained throughout the term of this Agreement. Consultant shall perform, at its own cost and expense and without reimbursement from Commission, any Services necessary to correct errors or omissions which are caused by the Consultant's failure to comply with the standard of care provided for herein, and shall be fully responsible to the Commission for all damages and other liabilities provided for in the indemnification provisions of this Agreement arising from the Consultant's errors and omissions. 3.11 Laws and Regulations. Consultant shall keep itself fully informed of and in compliance with all local, state and federal laws, rules and regulations in any manner affecting the performance of the Project or the Services, including all Cal/OSHA requirements, and shall give all notices required by law. Consultant shall be liable for all violations of such laws and regulations in connection with Services. If the Consultant performs any work knowing it to be contrary to such laws, rules and regulations and without giving written notice to Commission, Consultant shall be solely responsible for all costs arising therefrom. Consultant shall defend, indemnify and hold Commission, its officials, directors, officers, employees and agents free and harmless, pursuant to the APPENDIX B - 3 17336.00000\8752982.2 133 indemnification provisions of this Agreement, from any claim or liability arising out of any failure or alleged failure to comply with such laws, rules or regulations. 3.12 Insurance. 3.12.1 Time for Compliance. Consultant shall not commence work under this Agreement until it has provided evidence satisfactory to the Commission that it has secured all insurance required under this section, in a form and with insurance companies acceptable to the Commission. In addition, Consultant shall not allow any subcontractor to commence work on any subcontract until it has secured all insurance required under this section. 3.12.2 Minimum Requirements. Consultant shall, at its expense, procure and maintain for the duration of the Agreement insurance against claims for injuries to persons or damages to property which may arise from or in connection with the performance of the Agreement by the Consultant, its agents, representatives, employees or subcontractors. Consultant shall also require all of its subcontractors to procure and maintain the same insurance for the duration of the Agreement. Such insurance shall meet at least the following minimum levels of coverage: (A) Minimum Scope of Insurance. Coverage shall be at least as broad as the latest version of the following: (1) General Liability: Insurance Services Office Commercial General Liability coverage (occurrence form CG 0001 or exact equivalent); (2) Automobile Liability: Insurance Services Office Business Auto Coverage (form CA 0001, code 1 (any auto) or exact equivalent); and (3) Workers' Compensation and Employer's Liability: Workers' Compensation insurance as required by the State of California and Employer's Liability Insurance. (B) Minimum Limits of Insurance. Consultant shall maintain limits no less than: (1) General Liability: $2,000,000 per occurrence for bodily injury, personal injury and property damage. If Commercial General Liability Insurance or other form with general aggregate limit is used, either the general aggregate limit shall apply separately to this Agreement/location or the general aggregate limit shall be twice the required occurrence limit; (2) Automobile Liability: $1,000,000 per accident for bodily injury and property damage; and (3) if Consultant has an employees, Workers' Compensation and Employer's Liability: Workers' Compensation limits as required by the Labor Code of the State of California. Employer's Practices Liability limits of $1,000,000 per accident. 3.12.3 Professional Liability. j INCLUDE ONLY IF APPLICABLE - DELETE OTHERWISE 1 Consultant shall procure and maintain, and require its sub -consultants to procure and maintain, for a period of five (5) years following completion of the Project, errors and omissions liability insurance appropriate to their profession. Such insurance shall be in an amount not less than $1,000,000 INCREASE IF NECESSARY - OTHERWISE LEAVE AS IS AND DELETE THIS NOTE ] per claim. This insurance shall be endorsed to include contractual liability APPENDIX B - 4 17336.00000\8752982.2 134 applicable to this Agreement and shall be written on a policy form coverage specifically designed to protect against acts, errors or omissions of the Consultant. "Covered Professional Services" as designated in the policy must specifically include work performed under this Agreement. The policy must "pay on behalf of" the insured and must include a provision establishing the insurer's duty to defend. 3.12.4Insurance Endorsements. The insurance policies shall contain the following provisions, or Consultant shall provide endorsements on forms approved by the Commission to add the following provisions to the insurance policies: (A) General Liability. 0) Commercial General Liability Insurance must include coverage for (1) bodily Injury and property damage; (2) personal Injury/advertising Injury; (3) premises/operations liability; (4) products/completed operations liability; (5) aggregate limits that apply per Project; (6) explosion, collapse and underground (UCX) exclusion deleted; (7) contractual liability with respect to this Agreement; (8) broad form property damage; and (9) independent consultants coverage. (ii) The policy shall contain no endorsements or provisions limiting coverage for (1) contractual liability; (2) cross liability exclusion for claims or suits by one insured against another; or (3) contain any other exclusion contrary to this Agreement. (iii) The policy shall give the Commission, its directors, officials, officers, employees, and agents insured status using ISO endorsement forms 20 10 10 01 and 20 37 10 01, or endorsements providing the exact same coverage. (iv) The additional insured coverage under the policy shall be "primary and non-contributory" and will not seek contribution from the Commission's insurance or self-insurance and shall be at least as broad as CG 20 01 04 13, or endorsements providing the exact same coverage. (B) Automobile Liability. The automobile liability policy shall be endorsed to state that: (1) the Commission, its directors, officials, officers, employees and agents shall be covered as additional insureds with respect to the ownership, operation, maintenance, use, loading or unloading of any auto owned, leased, hired or borrowed by the Consultant or for which the Consultant is responsible; and (2) the insurance coverage shall be primary insurance as respects the Commission, its directors, officials, officers, employees and agents, or if excess, shall stand in an unbroken chain of coverage excess of the Consultant's scheduled underlying coverage. Any insurance or self-insurance maintained by the Commission, its directors, officials, officers, employees and agents shall be excess of the Consultant's insurance and shall not be called upon to contribute with it in any way. APPENDIX B - 5 17336.00000\8752982.2 135 (C) Workers' Compensation and Employers Liability Coverage. 0) Consultant certifies that he/she is aware of the provisions of Section 3700 of the California Labor Code which requires every employer to be insured against liability for workers' compensation or to undertake self-insurance in accordance with the provisions of that code, and he/she will comply with such provisions before commencing work under this Agreement. (ii) The insurer shall agree to waive all rights of subrogation against the Commission, its directors, officials, officers, employees and agents for losses paid under the terms of the insurance policy which arise from work performed by the Consultant. (D) All Coverages. 0) Defense costs shall be payable in addition to the limits set forth hereunder. (ii) Requirements of specific coverage or limits contained in this section are not intended as a limitation on coverage, limits, or other requirement, or a waiver of any coverage normally provided by any insurance. It shall be a requirement under this Agreement that any available insurance proceeds broader than or in excess of the specified minimum insurance coverage requirements and/or limits set forth herein shall be available to the Commission, its directors, officials, officers, employees and agents as additional insureds under said policies. Furthermore, the requirements for coverage and limits shall be (1) the minimum coverage and limits specified in this Agreement; or (2) the broader coverage and maximum limits of coverage of any insurance policy or proceeds available to the named insured; whichever is greater. (iii) The limits of insurance required in this Agreement may be satisfied by a combination of primary and umbrella or excess insurance. Any umbrella or excess insurance shall contain or be endorsed to contain a provision that such coverage shall also apply on a primary and non-contributory basis for the benefit of the Commission (if agreed to in a written contract or agreement) before the Commission's own insurance or self-insurance shall be called upon to protect it as a named insured. The umbrella/excess policy shall be provided on a "following form" basis with coverage at least as broad as provided on the underlying policy(ies). (iv) Consultant shall provide the Commission at least thirty (30) days prior written notice of cancellation of any policy required by this Agreement, except that the Consultant shall provide at least ten (10) days prior written notice of cancellation of any such policy due to non-payment of premium. If any of the required coverage is cancelled or expires during the term of this Agreement, the Consultant shall deliver renewal certificate(s) including the General Liability Additional APPENDIX B - 6 17336.00000\8752982.2 136 Insured Endorsement to the Commission at least ten (10) days prior to the effective date of cancellation or expiration. (v) The retroactive date (if any) of each policy is to be no later than the effective date of this Agreement. Consultant shall maintain such coverage continuously for a period of at least three years after the completion of the work under this Agreement. Consultant shall purchase a one (1) year extended reporting period A) if the retroactive date is advanced past the effective date of this Agreement; B) if the policy is cancelled or not renewed; or C) if the policy is replaced by another claims -made policy with a retroactive date subsequent to the effective date of this Agreement. (vi) The foregoing requirements as to the types and limits of insurance coverage to be maintained by Consultant, and any approval of said insurance by the Commission, is not intended to and shall not in any manner limit or qualify the liabilities and obligations otherwise assumed by the Consultant pursuant to this Agreement, including but not limited to, the provisions concerning indemnification. (vii) If at any time during the life of the Agreement, any policy of insurance required under this Agreement does not comply with these specifications or is canceled and not replaced, Commission has the right but not the duty to obtain the insurance it deems necessary and any premium paid by Commission will be promptly reimbursed by Consultant or Commission will withhold amounts sufficient to pay premium from Consultant payments. In the alternative, Commission may cancel this Agreement. The Commission may require the Consultant to provide complete copies of all insurance policies in effect for the duration of the Project. (viii) Neither the Commission nor any of its directors, officials, officers, employees or agents shall be personally responsible for any liability arising under or by virtue of this Agreement. Each insurance policy required by this Agreement shall be endorsed to state that: 3.12.5 Deductibles and Self -Insurance Retentions. Any deductibles or self -insured retentions must be declared to and approved by the Commission. If the Commission does not approve the deductibles or self -insured retentions as presented, Consultant shall guarantee that, at the option of the Commission, either: (1) the insurer shall reduce or eliminate such deductibles or self -insured retentions as respects the Commission, its directors, officials, officers, employees and agents; or, (2) the Consultant shall procure a bond guaranteeing payment of losses and related investigation costs, claims and administrative and defense expenses. APPENDIX B - 7 17336.00000\8752982.2 137 3.12.6 Acceptability of Insurers. Insurance is to be placed with insurers with a current A.M. Best's rating no less than A:VIII, licensed to do business in California, and satisfactory to the Commission. 3.12.7 Verification of Coverage. Consultant shall furnish Commission with original certificates of insurance and endorsements effecting coverage required by this Agreement on forms satisfactory to the Commission. The certificates and endorsements for each insurance policy shall be signed by a person authorized by that insurer to bind coverage on its behalf. All certificates and endorsements must be received and approved by the Commission before work commences. The Commission reserves the right to require complete, certified copies of all required insurance policies, at any time. 3.12.8 Subconsultant Insurance Requirements. Consultant shall not allow any subcontractors or subconsultants to commence work on any subcontract until they have provided evidence satisfactory to the Commission that they have secured all insurance required under this section. Policies of commercial general liability insurance provided by such subcontractors or subconsultants shall be endorsed to name the Commission as an additional insured using ISO form CG 20 38 04 13 or an endorsement providing the exact same coverage. If requested by Consultant, the Commission may approve different scopes or minimum limits of insurance for particular subcontractors or subconsultants. 3.13 Safety. Consultant shall execute and maintain its work so as to avoid injury or damage to any person or property. In carrying out its Services, the Consultant shall at all times be in compliance with all applicable local, state and federal laws, rules and regulations, and shall exercise all necessary precautions for the safety of employees appropriate to the nature of the work and the conditions under which the work is to be performed. Safety precautions as applicable shall include, but shall not be limited to: (A) adequate life protection and life saving equipment and procedures; (B) instructions in accident prevention for all employees and subcontractors, such as safe walkways, scaffolds, fall protection ladders, bridges, gang planks, confined space procedures, trenching and shoring, equipment and other safety devices, equipment and wearing apparel as are necessary or lawfully required to prevent accidents or injuries; and (C) adequate facilities for the proper inspection and maintenance of all safety measures. 3.14 Fees and Payment. 3.14.1 Compensation. Consultant shall receive compensation, including authorized reimbursements, for all Services rendered under this Agreement at the rates set forth in Exhibit "C" attached hereto. The total compensation shall not exceed [ INSERT WRITTEN DOLLAR AMOUNT ] ($f INSERT NUMERICAL DOLLAR AMOUNT j) without written approval of Commission's Executive Director ("Total Compensation"). Extra Work may be authorized, as described below, and if authorized, will be compensated at the rates and manner set forth in this Agreement. APPENDIX B - 8 17336.00000\8752982.2 138 3.14.2 Payment of Compensation. Consultant shall submit to Commission a monthly statement which indicates work completed and hours of Services rendered by Consultant. The statement shall describe the amount of Services and supplies provided since the initial commencement date, or since the start of the subsequent billing periods, as appropriate, through the date of the statement. Commission shall, within 45 days of receiving such statement, review the statement and pay all approved charges thereon. 3.14.3 Reimbursement for Expenses. Consultant shall not be reimbursed for any expenses unless authorized in writing by Commission. 3.14.4 Extra Work. At any time during the term of this Agreement, Commission may request that Consultant perform Extra Work. As used herein, "Extra Work" means any work which is determined by Commission to be necessary for the proper completion of the Project, but which the parties did not reasonably anticipate would be necessary at the execution of this Agreement. Consultant shall not perform, nor be compensated for, Extra Work without written authorization from Commission's Executive Director. 3.15 Accounting Records. Consultant shall maintain complete and accurate records with respect to all costs and expenses incurred and fees charged under this Agreement. All such records shall be clearly identifiable. Consultant shall allow a representative of Commission during normal business hours to examine, audit, and make transcripts or copies of such records and any other documents created pursuant to this Agreement. Consultant shall allow inspection of all work, data, documents, proceedings, and activities related to the Agreement for a period of three (3) years from the date of final payment under this Agreement. 3.16 Termination of Agreement. 3.16.1 Grounds for Termination. Commission may, by written notice to Consultant, terminate the whole or any part of this Agreement at any time and without cause by giving written notice to Consultant of such termination, and specifying the effective date thereof. Upon termination, Consultant shall be compensated only for those services which have been fully and adequately rendered to Commission through the effective date of the termination, and Consultant shall be entitled to no further compensation. Consultant may not terminate this Agreement except for cause. 3.16.2 Effect of Termination. If this Agreement is terminated as provided herein, Commission may require Consultant to provide all finished or unfinished Documents and Data, as defined below, and other information of any kind prepared by Consultant in connection with the performance of Services under this Agreement. Consultant shall be required to provide such document and other information within fifteen (15) days of the request. APPENDIX B - 9 17336.00000\8752982.2 139 3.16.3 Additional Services. In the event this Agreement is terminated in whole or in part as provided herein, Commission may procure, upon such terms and in such manner as it may determine appropriate, services similar to those terminated. 3.17 Delivery of Notices. All notices permitted or required under this Agreement shall be given to the respective parties at the following address, or at such other address as the respective parties may provide in writing for this purpose: CONSULTANT: Attn : COMMISSION: Riverside County Transportation Commission 4080 Lemon Street, 3rd Floor Riverside, CA 92501 Attn: Executive Director Such notice shall be deemed made when personally delivered or when mailed, forty-eight (48) hours after deposit in the U.S. Mail, first class postage prepaid and addressed to the party at its applicable address. Actual notice shall be deemed adequate notice on the date actual notice occurred, regardless of the method of service. 3.18 Ownership of Materials/Confidentiality. 3.18.1 Documents & Data. This Agreement creates an exclusive and perpetual license for Commission to copy, use, modify, reuse, or sub -license any and all copyrights and designs embodied in plans, specifications, studies, drawings, estimates, materials, data and other documents or works of authorship fixed in any tangible medium of expression, including but not limited to, physical drawings or data magnetically or otherwise recorded on computer diskettes, which are prepared or caused to be prepared by Consultant under this Agreement ("Documents & Data"). Consultant shall require all subcontractors to agree in writing that Commission is granted an exclusive and perpetual license for any Documents & Data the subcontractor prepares under this Agreement. Consultant represents and warrants that Consultant has the legal right to grant the exclusive and perpetual license for all such Documents & Data. Consultant makes no such representation and warranty in regard to Documents & Data which were prepared by design professionals other than Consultant or provided to Consultant by the Commission. Commission shall not be limited in any way in its use of the Documents & Data at any time, provided that any such use not within the purposes intended by this Agreement shall be at Commission's sole risk. APPENDIX B - 10 17336.00000\8752982.2 140 3.18.2Intellectual Property. In addition, Commission shall have and retain all right, title and interest (including copyright, patent, trade secret and other proprietary rights) in all plans, specifications, studies, drawings, estimates, materials, data, computer programs or software and source code, enhancements, documents, and any and all works of authorship fixed in any tangible medium or expression, including but not limited to, physical drawings or other data magnetically or otherwise recorded on computer media ("Intellectual Property") prepared or developed by or on behalf of Consultant under this Agreement as well as any other such Intellectual Property prepared or developed by or on behalf of Consultant under this Agreement. The Commission shall have and retain all right, title and interest in Intellectual Property developed or modified under this Agreement whether or not paid for wholly or in part by Commission, whether or not developed in conjunction with Consultant, and whether or not developed by Consultant. Consultant will execute separate written assignments of any and all rights to the above referenced Intellectual Property upon request of Commission. Consultant shall also be responsible to obtain in writing separate written assignments from any subcontractors or agents of Consultant of any and all right to the above referenced Intellectual Property. Should Consultant, either during or following termination of this Agreement, desire to use any of the above -referenced Intellectual Property, it shall first obtain the written approval of the Commission. All materials and documents which were developed or prepared by the Consultant for general use prior to the execution of this Agreement and which are not the copyright of any other party or publicly available and any other computer applications, shall continue to be the property of the Consultant. However, unless otherwise identified and stated prior to execution of this Agreement, Consultant represents and warrants that it has the right to grant the exclusive and perpetual license for all such Intellectual Property as provided herein. Commission further is granted by Consultant a non-exclusive and perpetual license to copy, use, modify or sub -license any and all Intellectual Property otherwise owned by Consultant which is the basis or foundation for any derivative, collective, insurrectional, or supplemental work created under this Agreement. 3.18.3 Confidentiality. All ideas, memoranda, specifications, plans, procedures, drawings, descriptions, computer program data, input record data, written information, and other Documents and Data either created by or provided to Consultant in connection with the performance of this Agreement shall be held confidential by Consultant. Such materials shall not, without the prior written consent of Commission, be used by Consultant for any purposes other than the performance of the Services. Nor shall such materials be disclosed to any person or entity not connected with the performance of the Services or the Project. Nothing furnished to Consultant which is otherwise known to Consultant or is generally known, or has become known, to the related industry shall be deemed confidential. Consultant shall not use Commission's APPENDIX B - 11 17336.00000\8752982.2 141 name or insignia, photographs of the Project, or any publicity pertaining to the Services or the Project in any magazine, trade paper, newspaper, television or radio production or other similar medium without the prior written consent of Commission. 3.18.4Infringement Indemnification. Consultant shall defend, indemnify and hold the Commission, its directors, officials, officers, employees, volunteers and agents free and harmless, pursuant to the indemnification provisions of this Agreement, for any alleged infringement of any patent, copyright, trade secret, trade name, trademark, or any other proprietary right of any person or entity in consequence of the use on the Project by Commission of the Documents & Data, including any method, process, product, or concept specified or depicted. 3.19 Cooperation; Further Acts. The Parties shall fully cooperate with one another, and shall take any additional acts or sign any additional documents as may be necessary, appropriate or convenient to attain the purposes of this Agreement. 3.20 Attorney's Fees. If either party commences an action against the other party, either legal, administrative or otherwise, arising out of or in connection with this Agreement, the prevailing party in such litigation shall be entitled to have and recover from the losing party reasonable attorney's fees and costs of such actions. 3.21 Indemnification. Consultant shall defend, indemnify and hold the Commission, its directors, officials, officers, agents, consultants, employees and volunteers free and harmless from any and all claims, demands, causes of action, costs, expenses, liabilities, losses, damages or injuries, in law or in equity, to property or persons, including wrongful death, in any manner arising out of or incident to any alleged negligent acts, omissions or willful misconduct of the Consultant, its officials, officers, employees, agents, consultants, and contractors arising out of or in connection with the performance of the Services, the Project or this Agreement, including without limitation, the payment of all consequential damages, attorneys fees and other related costs and expenses. Consultant shall defend, at Consultant's own cost, expense and risk, any and all such aforesaid suits, actions or other legal proceedings of every kind that may be brought or instituted against the Commission, its directors, officials, officers, agents, consultants, employees and volunteers. Consultant shall pay and satisfy any judgment, award or decree that may be rendered against the Commission or its directors, officials, officers, agents, consultants, employees and volunteers, in any such suit, action or other legal proceeding. Consultant shall reimburse the Commission and its directors, officials, officers, agents, consultants, employees and volunteers, for any and all legal expenses and costs, including reasonable attorney's fees, incurred by each of them in connection therewith or in enforcing the indemnity herein provided. Consultant's obligation to indemnity shall not be restricted to insurance proceeds, if any, received by the Commission or its directors, officials, officers, agents, consultants, employees and volunteers. Notwithstanding the foregoing, to the extent Consultant's Services are subject to Civil Code Section 2782.8, the above indemnity shall be limited, to the extent required by Civil Code Section 2782.8, to claims that arise out of, pertain APPENDIX B - 12 17336.00000\8752982.2 142 to, or relate to the negligence, recklessness, or willful misconduct of the Consultant. This Section 3.21 shall survive any expiration or termination of this Agreement. 3.22 Entire Agreement. This Agreement contains the entire Agreement of the parties with respect to the subject matter hereof, and supersedes all prior negotiations, understandings or agreements. This Agreement may only be supplemented, amended, or modified by a writing signed by both parties. 3.23 Governing Law. This Agreement shall be governed by the laws of the State of California. Venue shall be in Riverside County. 3.24 Time of Essence. Time is of the essence for each and every provision of this Agreement. 3.25 Commission's Right to Employ Other Consultants. The Commission reserves the right to employ other consultants in connection with this Project. 3.26 Successors and Assigns. This Agreement shall be binding on the successors and assigns of the parties, and shall not be assigned by Consultant without the prior written consent of Commission. 3.27 Prohibited Interests and Conflicts. 3.27.1 Solicitation. Consultant maintains and warrants that it has not employed nor retained any company or person, other than a bona fide employee working solely for Consultant, to solicit or secure this Agreement. Further, Consultant warrants that it has not paid nor has it agreed to pay any company or person, other than a bona fide employee working solely for Consultant, any fee, commission, percentage, brokerage fee, gift or other consideration contingent upon or resulting from the award or making of this Agreement. For breach or violation of this warranty, Commission shall have the right to rescind this Agreement without liability. 3.27.2 Conflict of Interest. For the term of this Agreement, no member, officer or employee of Commission, during the term of his or her service with Commission, shall have any direct interest in this Agreement, or obtain any present or anticipated material benefit arising therefrom. 3.27.3 Conflict of Employment. Employment by the Consultant of personnel currently on the payroll of the Commission shall not be permitted in the performance of this Agreement, even though such employment may occur outside of the employee's regular working hours or on weekends, holidays or vacation time. Further, the employment by the Consultant of personnel who have been on the Commission payroll within one year prior to the date of execution of this Agreement, where this employment is caused by and or dependent upon the Consultant securing this or related Agreements with the Commission, is prohibited. APPENDIX B - 13 17336.00000\8752982.2 143 3.27.4 Employment Adverse to the Commission. Consultant shall notify the Commission, and shall obtain the Commission's written consent, prior to accepting work to assist with or participate in a third -party lawsuit or other legal or administrative proceeding against the Commission during the term of this Agreement. 3.28 Equal Opportunity Employment. Consultant represents that it is an equal opportunity employer and it shall not discriminate against any employee or applicant for employment because of race, religion, color, national origin, ancestry, sex or age. Such non-discrimination shall include, but not be limited to, all activities related to initial employment, upgrading, demotion, transfer, recruitment or recruitment advertising, layoff or termination. Consultant shall also comply with all relevant provi- sions of Commission's Disadvantaged Business Enterprise program, Affirmative Action Plan or other related Commission programs or guidelines currently in effect or hereinafter enacted. 3.29 Subcontracting. Consultant shall not subcontract any portion of the work or Services required by this Agreement, except as expressly stated herein, without prior written approval of the Commission. Subcontracts, if any, shall contain a provision making them subject to all provisions stipulated in this Agreement. 3.30 Prevailing Wages. By its execution of this Agreement, Consultant certified that it is aware of the requirements of California Labor Code Sections 1720 et seq. and 1770 et seq., as well as California Code of Regulations, Title 8, Section 16000 et seq. ("Prevailing Wage Laws"), which require the payment of prevailing wage rates and the performance of other requirements on certain "public works" and "maintenance" projects. If the Services are being performed as part of an applicable "public works" or "maintenance" project, as defined by the Prevailing Wage Laws, and if the total compensation is $1,000 or more, Consultant agrees to fully comply with such Prevailing Wage Laws. The Commission shall provide Consultant with a copy of the prevailing rate of per diem wages in effect at the commencement of this Agreement. Consultant shall make copies of the prevailing rates of per diem wages for each craft, classification or type of worker needed to execute the Services available to interested parties upon request, and shall post copies at the Consultant's principal place of business and at the project site. Consultant shall defend, indemnify and hold the Commission, its elected officials, officers, employees and agents free and harmless from any claims, liabilities, costs, penalties or interest arising out of any failure or alleged failure to comply with the Prevailing Wage Laws. 3.30.1 DIR Registration. Effective March 1, 2015, if the Services are being performed as part of an applicable "public works" or "maintenance" project, then pursuant to Labor Code Sections 1725.5 and 1771.1, the Consultant and all subconsultants must be registered with the Department of Industrial Relations. If applicable, Consultant shall maintain registration for the duration of the Project and require the same of any subconsultants. This Project may also be subject to compliance monitoring and enforcement by the Department of Industrial Relations. It APPENDIX B - 14 17336.00000\8752982.2 144 shall be Consultant's sole responsibility to comply with all applicable registration and labor compliance requirements. 3.31 Employment of Apprentices. This Agreement shall not prevent the employment of properly indentured apprentices in accordance with the California Labor Code, and no employer or labor union shall refuse to accept otherwise qualified employees as indentured apprentices on the work performed hereunder solely on the ground of race, creed, national origin, ancestry, color or sex. Every qualified apprentice shall be paid the standard wage paid to apprentices under the regulations of the craft or trade in which he or she is employed and shall be employed only in the craft or trade to which he or she is registered. If California Labor Code Section 1777.5 applies to the Services, Consultant and any subcontractor hereunder who employs workers in any apprenticeable craft or trade shall apply to the joint apprenticeship council administering applicable standards for a certificate approving Consultant or any sub -consultant for the employment and training of apprentices. Upon issuance of this certificate, Consultant and any sub -consultant shall employ the number of apprentices provided for therein, as well as contribute to the fund to administer the apprenticeship program in each craft or trade in the area of the work hereunder. The parties expressly understand that the responsibility for compliance with provisions of this Section and with Sections 1777.5, 1777.6 and 1777.7 of the California Labor Code in regard to all apprenticeable occupations lies with Consultant. 3.32 No Waiver. Failure of Commission to insist on any one occasion upon strict compliance with any of the terms, covenants or conditions hereof shall not be deemed a waiver of such term, covenant or condition, nor shall any waiver or relinquishment of any rights or powers hereunder at any one time or more times be deemed a waiver or relinquishment of such other right or power at any other time or times. 3.33 Eight -Hour Law. Pursuant to the provisions of the California Labor Code, eight hours of labor shall constitute a legal day's work, and the time of service of any worker employed on the work shall be limited and restricted to eight hours during any one calendar day, and forty hours in any one calendar week, except when payment for overtime is made at not less than one and one-half the basic rate for all hours worked in excess of eight hours per day ("Eight -Hour Law"), unless Consultant or the Services are not subject to the Eight -Hour Law. Consultant shall forfeit to Commission as a penalty, $50.00 for each worker employed in the execution of this Agreement by him, or by any sub -consultant under him, for each calendar day during which such workman is required or permitted to work more than eight hours in any calendar day and forty hours in any one calendar week without such compensation for overtime violation of the provisions of the California Labor Code, unless Consultant or the Services are not subject to the Eight -Hour Law. APPENDIX B - 15 17336.00000\8752982.2 145 3.34 Subpoenas or Court Orders. Should Consultant receive a subpoena or court order related to this Agreement, the Services or the Project, Consultant shall immediately provide written notice of the subpoena or court order to the Commission. Consultant shall not respond to any such subpoena or court order until notice to the Commission is provided as required herein, and shall cooperate with the Commission in responding to the subpoena or court order. 3.35 Survival. All rights and obligations hereunder that by their nature are to continue after any expiration or termination of this Agreement, including, but not limited to, the indemnification and confidentiality obligations, and the obligations related to receipt of subpoenas or court orders, shall survive any such expiration or termination. 3.36 No Third Party Beneficiaries. There are no intended third party beneficiaries of any right or obligation assumed by the Parties. 3.37 Labor Certification. By its signature hereunder, Consultant certifies that it is aware of the provisions of Section 3700 of the California Labor Code which require every employer to be insured against liability for Workers' Compensation or to undertake self-insurance in accordance with the provisions of that Code, and agrees to comply with such provisions before commencing the performance of the Services. 3.38 Counterparts. This Agreement may be signed in counterparts, each of which shall constitute an original. 3.39 Incorporation of Recitals. The recitals set forth above are true and correct and are incorporated into this Agreement as though fully set forth herein. 3.40 Invalidity; Severability. If any portion of this Agreement is declared invalid, illegal, or otherwise unenforceable by a court of competent jurisdiction, the remaining provisions shall continue in full force and effect. 3.41 Conflicting Provisions. In the event that provisions of any attached exhibits conflict in any way with the provisions set forth in this Agreement, the language, terms and conditions contained in this Agreement shall control the actions and obligations of the Parties and the interpretation of the Parties' understanding concerning the performance of the Services. 3.42 Headings. Article and Section Headings, paragraph captions or marginal headings contained in this Agreement are for convenience only and shall have no effect in the construction or interpretation of any provision herein. 3.43 Assignment or Transfer. Consultant shall not assign, hypothecate, or transfer, either directly or by operation of law, this Agreement or any interest herein, without the prior written consent of the Commission. Any attempt to do so shall be null and void, and any assignees, hypothecates or transferees shall acquire no right or interest by reason of such attempted assignment, hypothecation or transfer. APPENDIX B - 16 17336.00000\8752982.2 146 3.44 Authority to Enter Agreement. Consultant has all requisite power and authority to conduct its business and to execute, deliver, and perform the Agreement. Each Party warrants that the individuals who have signed this Agreement have the legal power, right, and authority to make this Agreement and bind each respective Party. [SIGNATURES ON FOLLOWING PAGE] APPENDIX B - 17 17336.00000\8752982.2 147 SIGNATURE PAGE TO RIVERSIDE COUNTY TRANSPORTATION COMMISSION AGREEMENT FOR OPERATION LIFESAVER OUTREACH AND MARKETING SERVICES WITH j CONSULTANT ] IN WITNESS WHEREOF, this Agreement was executed on the date first written above. RIVERSIDE COUNTY CONSULTANT TRANSPORTATION COMMISSION [INSERT NAME OF CONSULTANT] By: By: [INSERT NAME] Signature Chairman [NOT NEEDED IF APPROVED BY COMMISSION] By: Anne Mayer Executive Director Name Title Approved as to Form: Attest: By: By: Best Best & Krieger LLP Its: Secretary General Counsel * A corporation requires the signatures of two corporate officers. One signature shall be that of the chairman of board, the president or any vice president and the second signature (on the attest line) shall be that of the secretary, any assistant secretary, the chief financial officer or any assistant treasurer of such corporation. If the above persons are not the intended signators, evidence of signature authority shall be provided to the Commission. APPENDIX B - 18 17336.00000\8752982.2 148 EXHIBIT "A" SCOPE OF SERVICES INSERT ] APPENDIX B - 19 149 EXHIBIT "B" SCHEDULE OF SERVICES [ INSERT ] 17336.00000\8752982.2 APPENDIX B - 20 150 EXHIBIT "C" COMPENSATION [ATTACHED BEHIND THIS PAGE] APPENDIX B - 21 17336.00000\8752982.2 5/22/2017 OPERATION LIFESAVER" California California leads nation in at -grade crossing fatalities: Rank State Deaths Injuries Total 1 California 2 Texas 101 38 90 191 51 89 3 Florida 37 26 63 4 New York 27 27 54 5 Pennsylvania 26 19 45 Source: Federal Railroad Administration, 2016 OPERATION LIFESAVER' California • About every three hours, a person or vehicle is hit by a train in the U.S. • A motorist is -20x more likely to die in a crash with a train than with another motor vehicle • Nationwide, Operation Lifesaver has helped reduce train/car collisions from a high of 12,000 incidents in 1972 to 2,025 incidents in 2016 (83% reduction!) • However, in March 2017, California showed an alarming increase in train strikes from 2015 to 2016 1 5/22/2017 RCTC • Operation OPERATION LIFESAVER" California OPERATION LIFESAVER California Lifesaver is non-profit, educational organization with mission to end collisions, deaths and injuries at grade crossings through nationwide network to educate people about rail safety • Program uses various strategies to change behaviors and save lives • "See Tracks? Think Train" is latest OLI educational campaign 2 5/22/2017 OPERATION LIFESAVER' California OPERATION LIFESAVER" California 8 Chamber of Commerce `�a� _ .. 3 5/22/2017 California UT EVERT THREE HOURS A?E 4 AGENDA ITEM 12 RIVERSIDE COUNTY TRANSPORTATION COMMISSION DATE: May 22, 2017 TO: Budget and Implementation Committee FROM: Josefina Clemente, Transit Manager THROUGH: Robert Yates, Multimodal Services Director SUBJECT: Fiscal Years 2017/18 — 2019/20 Short Range Transit Plans STAFF RECOMMENDATION: This item is for the Committee to: 1) Approve the Fiscal Years 2017/18-2019/20 Short Range Transit Plans (SRTPs) for the cities of Banning, Beaumont, Corona, and Riverside; Palo Verde Valley Transit Agency (PVVTA); Riverside Transit Agency (RTA); SunLine Transit Agency (SunLine); and the Commission's Commuter Rail Program; and 2) Forward to the Commission for final action. BACKGROUND INFORMATION: The Commission, in its capacity as the transportation planning agency for the county of Riverside (County), is responsible for administering funds provided through the: • Local Transportation Fund (LTF), which was created in accordance with the provisions of the Transportation Development Act (TDA) of 1971; and • State Transit Assistance (STA) program, which was created in 1979 under Chapter 161 (SB 620) of the California statutes to provide a second source of TDA funding for the development of transit systems. LTF and STA represent the primary source of funding to claimants for public transit operations and capital. Per the Public Utilities Code § 99230, "the designated transportation planning agency shall, from an analysis and evaluation of the total anticipated to be available in the local transportation fund and the relative needs of each claimant...annually determine the amount to be allocated to each claimant." On an annual basis, three -step process is followed in order to obtain LTF and/or STA funds: area apportionment, allocation, and payment. • Annually (usually in January), the Commission approves mid -year and next fiscal year revenue projections and determines the share of the LTF and STA funds for each of the County's three geographic areas: Western Riverside County, Coachella Valley, and Palo Verde Valley. This share is the area apportionment. Agenda Item 12 152 " O n c e f u n d s a r e a p p o r t i o n e d t o a g e o g r a p h i c a r e a , t h e f u n d s a r e a v a i l a b l e o n l y f o r a l l o c a t i o n t o p u b l i c t r a n s i t o p e r a t o r s i n t h a t a r e a . I n o r d e r t o r e c e i v e a n a n n u a l a l l o c a t i o n , a n o p e r a t o r i s r e q u i r e d t o s u b m i t a S R T P p e r t a i n i n g t o i t s o p e r a t i n g a n d c a p i t a l p l a n f o r t h e f i s c a l y e a r . I n a c c o r d a n c e w i t h t h e C a l i f o r n i a C o d e o f R e g u l a t i o n s S e c t i o n 6 6 3 4 , n o o p e r a t o r i s e l i g i b l e t o r e c e i v e L T F a n d S T A f u n d s f o r o p e r a t i n g a n d c a p i t a l c o s t s i n a n a m o u n t t h a t e x c e e d s i t s a c t u a l c o s t s l e s s o t h e r f e d e r a l , s t a t e , a n d l o c a l r e v e n u e s . A l l o c a t i o n i s t h e d i s c r e t i o n a r y a c t i o n b y t h e C o m m i s s i o n t h a t o c c u r s i n J u l y a n d d e s i g n a t e s f u n d s f o r a s p e c i f i c o p e r a t o r f o r a s p e c i f i c p u r p o s e . " P a y m e n t i s a u t h o r i z e d b y d i s b u r s e m e n t i n s t r u c t i o n s i s s u e d b y t h e C o m m i s s i o n i n a c c o r d a n c e w i t h a p p r o v e d a l l o c a t i o n s . A l l o c a t i o n s c a n o n l y b e r e v i s e d o r c h a n g e d t h r o u g h a C o m m i s s i o n a p p r o v e d S R T P a m e n d m e n t . T h e R i v e r s i d e C o u n t y F Y s 2 0 1 7 / 1 8 2 0 1 9 / 2 0 S R T P s c o v e r t h e t h r e e a p p o r t i o n m e n t a r e a s o f t h e C o u n t y a n d a r e c o m p r i s e d o f p l a n s f o r t h e m u n i c i p a l o p e r a t o r s , R T A , S u n L i n e , P V V T A , a n d t h e C o m m i s s i o n ' s C o m m u t e r R a i l P r o g r a m i n W e s t e r n R i v e r s i d e a n d C o a c h e l l a V a l l e y . U n d e r s t a t e l a w , t h e C o m m i s s i o n i s t a s k e d w i t h t h e r e s p o n s i b i l i t y t o i d e n t i f y , a n a l y z e , a n d r e c o m m e n d p o t e n t i a l p r o d u c t i v i t y i m p r o v e m e n t s t o e n s u r e f e d e r a l , s t a t e , a n d l o c a l f u n d s a r e a l l o c a t e d t o t r a n s i t o p e r a t o r s t o p r o v i d e s e r v i c e s n e e d e d b y c o u n t y r e s i d e n t s . T h i s a n a l y s i s i s c o n t a i n e d i n t h e A n n u a l C o u n t y w i d e P e r f o r m a n c e R e p o r t , w h i c h i s t y p i c a l l y p r e s e n t e d t o t h e C o m m i s s i o n i n J u l y . T h e S R T P s s e r v e a s t h e C o u n t y ' s b l u e p r i n t f o r c o n t i n u e d o p e r a t i o n a n d f u t u r e d e v e l o p m e n t o f t r a n s i t s e r v i c e s , o p e r a t i o n s a n d i n f r a s t r u c t u r e . T h r o u g h t h e S R T P p l a n n i n g p r o c e s s , t h e C o m m i s s i o n a n d t r a n s i t a g e n c i e s a n a l y z e c u r r e n t t r a n s p o r t a t i o n s e r v i c e s , i d e n t i f y t r a n s i t n e e d s o f t h e c o m m u n i t y a n d d e t e r m i n e t h e a b i l i t y t o m e e t t h o s e n e e d s i n a t h r e e - y e a r t i m e f r a m e . T h e S R T P p r o c e s s a l s o r e q u i r e s t h e t r a n s i t o p e r a t o r s t o a d d r e s s r e c o m m e n d a t i o n s m a d e b y r e g u l a r p e r f o r m a n c e a u d i t s . T o d e v e l o p s t r o n g e r i n t e r c i t y a n d r e g i o n a l n e t w o r k a n d t o m e e t t h e g r o w i n g d e m a n d f o r t r a n s i t s e r v i c e s , t h e o p e r a t o r s a r e f o c u s i n g o n i m p l e m e n t i n g m o d i f i e d r o u t e s , i m p r o v e d f r e q u e n c y , r e f i n e d s c h e d u l e s , a n d s t r e a m l i n e d b u s o p e r a t i o n s i n D o w n t o w n R i v e r s i d e . F o r F Y 2 0 1 7 / 1 8 , e x p r e s s b u s r o u t e s a r e b e i n g i m p l e m e n t e d o n t h e n e w S R - 9 1 C o m m u t e r L i n k s e r v i c e o n t h e 9 1 E x p r e s s L a n e s . P r o c u r e m e n t o f n e e d e d v e h i c l e s i s o n g o i n g f o r b o t h e x p a n s i o n a n d r e p l a c e m e n t o f a g i n g b u s e s . O t h e r c a p i t a l f a c i l i t i e s s u c h a s t r a n s i t c e n t e r s a n d b u s s h e l t e r s a r e p l a n n e d f o r c o n s t r u c t i o n a n d i n s t a l l a t i o n t o i m p r o v e s e r v i c e q u a l i t y a n d r e l i a b i l i t y . A s i z a b l e p o r t i o n o f e a c h a g e n c y ' s c a p i t a l p l a n a l s o i n c l u d e s s a f e t y a n d s e c u r i t y e q u i p m e n t s u c h a s s e c u r i t y l i g h t i n g , u p g r a d e d v i d e o s u r v e i l l a n c e a n d o n - b o a r d c a m e r a s y s t e m , e n h a n c e d i l l u m i n a t e d b u s s t o p d e v i c e s , a n d a u t o m a t e d e x t e r n a l d e f i b r i l l a t o r s s a f e t y r e s p o n s e e q u i p m e n t , w h i c h h e l p e n s u r e s a f e t y o f t r a n s i t s y s t e m s a n d p a s s e n g e r s . I n a d d i t i o n , n e c e s s a r y a c c e s s a n d m o b i l i t y i m p r o v e m e n t s a r e a l s o b e i n g i m p l e m e n t e d t o b e t t e r s e r v e t h e c o u n t y ' s l o w e r - i n c o m e , e l d e r l y a n d d i s a b l e d p o p u l a t i o n s . W h i l e t h e S R T P s i n c l u d e p r o j e c t e d f i n a n c i a l n e e d s , t h e a c t u a l a l l o c a t i o n o f f u n d s w i l l o c c u r v i a t h e p u b l i c h e a r i n g t o b e c o n d u c t e d a t t h e J u l y C o m m i s s i o n m e e t i n g . A g e n d a I t e m 1 2 1 5 3 City of Banning The city of Banning (Banning) works closely with the city of Beaumont (Beaumont) to provide a seamless transit system for the residents of Banning, Beaumont, and the unincorporated areas of Cabazon, Cherry Valley, and the commercial area of the Morongo Band of Mission Indians reservation. Planned services for FY 2017/18 include: • Sustain and enhance service levels in Cabazon with Low Carbon Transit Operations program funds; • Procure and implement the use of a software system for scheduling and dispatching for both fixed route and Dial -A -Ride; • Purchase and install passenger information signs at key stops to provide clients with next bus information; and • Procure and standardize a security Camera System for both Dial -A -Ride and fixed route. City of Beaumont Beaumont Transit provides both Dial -A -Ride and fixed route services and works closely with Banning to provide a seamless transit system in the Pass Area. Planned services for FY 2017/18 include: • Update existing comprehensive operational analysis (COA) with current population patterns; • Maintain and improve GPS tracking system and Google Transit to assist passengers with trip planning; • Improve system reliability and productivity by analyzing each route individually and as a whole; and • Increase marketing and community outreach by providing educational presentations and travel training to schools and major local and regional employers. City of Corona The city of Corona (Corona) operates a fixed route system known as the Corona Cruiser and a general public Dial -A -Ride program. Corona closely coordinates all transfers with both RTA and the Commission's Commuter Rail services. Planned services for FY 2017/18 include: • Adjust Corona Cruiser bus schedule to reflect actual trip times and introduce additional morning peak service; • Eliminate general Dial -A -Ride and roll out the no-show policy; • Conduct a COA to identify strengths as well as opportunities for service improvements; and Agenda Item 12 154 " W o r k w i t h C o r o n a ' s c o n t r a c t t r a n s p o r t a t i o n o p e r a t o r t o i m p r o v e o p e r a t i o n s , b u s m a i n t e n a n c e , a n d c l e a n l i n e s s a n d m a i n t e n a n c e o f b u s s t o p s . C i t y o f R i v e r s i d e S p e c i a l S e r v i c e s R i v e r s i d e S p e c i a l S e r v i c e s ( R S S ) o p e r a t e s a 2 4 - h o u r a d v a n c e r e s e r v a t i o n D i a l - A - R i d e f o r s e n i o r s a n d p e r s o n s w i t h d i s a b i l i t i e s w i t h i n t h e R i v e r s i d e c i t y l i m i t s . T h e p r o g r a m s e r v e s a s a n a l t e r n a t i v e t o R T A ' s t r a n s i t s e r v i c e f o r s e n i o r s a n d p e r s o n s w i t h d i s a b i l i t i e s u n a b l e t o u s e f i x e d r o u t e s e r v i c e . P l a n n e d s e r v i c e s f o r F Y 2 0 1 7 / 1 8 i n c l u d e : " C o n d u c t a C O A t o l o o k a t o p e r a t i o n s , s t a f f i n g , a n d o v e r a l l p r o g r a m t o i d e n t i f y s t r e n g t h s a n d p o t e n t i a l a r e a s o f i m p r o v i n g t h e c u r r e n t t r a n s i t s y s t e m ; a n d " R e p l a c e u p t o s i x p a r a t r a n s i t v e h i c l e s u s i n g a c o m b i n a t i o n o f F e d e r a l T r a n s i t A d m i n i s t r a t i o n ( F T A ) , S t a t e T r a n s i t A s s i s t a n c e , a n d P r o p o s i t i o n 1 B c a p i t a l g r a n t s . P a l o V e r d e V a l l e y T r a n s i t A g e n c y T h e P V V T A p r o v i d e s f i x e d r o u t e s e r v i c e a n d a t r a n s p o r t a t i o n r e i m b u r s e m e n t p r o g r a m f o r i n d i v i d u a l s w h o c a n n o t r i d e t h e p u b l i c b u s s y s t e m . T h e f i x e d r o u t e s e r v i c e c a n d e v i a t e u p t o t h r e e - q u a r t e r s o f a m i l e a w a y f r o m t h e a c t u a l f i x e d r o u t e . S e r v i c e i s p r o v i d e d w i t h i n t h e c i t y o f B l y t h e a n d s u r r o u n d i n g u n i n c o r p o r a t e d c o u n t y a r e a s i n t h e P a l o V e r d e V a l l e y . P l a n n e d s e r v i c e s f o r F Y 2 0 1 7 / 1 8 i n c l u d e : " C o n t i n u e o p e r a t i o n o f X T e n d - A - R i d e s e r v i c e , a d e m a n d r e s p o n s e s e r v i c e t h a t a d d r e s s e s r e q u e s t s f r o m t h e c o m m u n i t y f o r s p e c i a l t r a n s i t s e r v i c e t h a t m a y n o t b e a v a i l a b l e o n t h e f i x e d r o u t e s y s t e m ; " I m p l e m e n t t h e F e d e r a l T r a n s i t A d m i n i s t r a t i o n R i d e s 2 W e l l n e s s d e m o n s t r a t i o n s e r v i c e ( B l y t h e W e l l n e s s E x p r e s s ) f o r n o n - e m e r g e n c y m e d i c a l a c c e s s t o t h e C o a c h e l l a V a l l e y a H u m a n S e r v i c e s a n d T r a n s p o r t a t i o n C o o r d i n a t i o n p r o j e c t t o b e u n d e r t a k e n j o i n t l y w i t h t h e C o m m i s s i o n ; a n d " C o n t i n u e s e r v i c e c o n t r a c t w i t h T r a n s p o r t a t i o n C o n c e p t s t h r o u g h J u n e 3 0 , 2 0 1 8 , w i t h t h e o p t i o n t o e x t e n d a g r e e m e n t f o r f o u r a d d i t i o n a l o n e y e a r t e r m s . R i v e r s i d e T r a n s i t A g e n c y R T A p r o v i d e s l o c a l , i n t e r c i t y , a n d r e g i o n a l t r a n s p o r t a t i o n s e r v i c e s . A s t h e C o n s o l i d a t e d T r a n s p o r t a t i o n S e r v i c e A g e n c y ( C T S A ) f o r W e s t e r n R i v e r s i d e C o u n t y , R T A i s r e s p o n s i b l e f o r c o o r d i n a t i n g t r a n s i t s e r v i c e s t h r o u g h o u t t h e s e r v i c e a r e a a n d p r o v i d i n g d r i v e r t r a i n i n g a n d g r a n t a p p l i c a t i o n a s s i s t a n c e t o o p e r a t o r s i n W e s t e r n C o u n t y . P l a n n e d s e r v i c e s f o r F Y 2 0 1 7 / 1 8 i n c l u d e : A g e n d a I t e m 1 2 1 5 5 " I m p l e m e n t t h e n e w R a p i d l i n k G o l d l i n e s e r v i c e f r o m C o r o n a t o U C R e f f e c t i v e A u g u s t 2 7 , 2 0 1 7 , a n d c o n t i n u e s t r e a m l i n i n g o f D o w n t o w n R i v e r s i d e b u s o p e r a t i o n s t o g e t h e r w i t h t h e c l o s u r e o f t h e e x i s t i n g D o w n t o w n R i v e r s i d e B u s T e r m i n a l ; " I m p l e m e n t t h e n e w C o m m u t e r L i n k E x p r e s s R o u t e 2 0 0 s e r v i c e o n S R - 9 1 s t a r t i n g J a n u a r y 1 4 , 2 0 1 8 , u t i l i z i n g t h e 9 1 E x p r e s s L a n e s a n d r e p l a c i n g e x i s t i n g R o u t e 2 1 6 ; " I m p r o v e w e e k d a y s e r v i c e o n R o u t e 1 9 ( P e r r i s - M o r e n o V a l l e y ) t o 1 5 - m i n u t e f r e q u e n c y e f f e c t i v e J a n u a r y 1 4 , 2 0 1 8 ; a n d " I m p l e m e n t S u n d a y s e r v i c e o n T h a n k s g i v i n g , C h r i s t m a s , a n d N e w Y e a r ' s D a y . S u n L i n e T r a n s i t A g e n c y S u n L i n e i s t h e C T S A f o r t h e C o a c h e l l a V a l l e y a n d i s r e s p o n s i b l e f o r c o o r d i n a t i n g t r a n s i t s e r v i c e s i n t h e v a l l e y , w h i c h c o v e r s a s e r v i c e a r e a o f a p p r o x i m a t e l y 1 , 1 2 0 s q u a r e m i l e s . S u n L i n e p r o v i d e s b o t h l o c a l a n d r e g i o n a l t r a n s p o r t a t i o n s e r v i c e s w i t h 1 5 f i x e d r o u t e s a n d d e m a n d r e s p o n s e D i a l - A - R i d e s e r v i c e s k n o w n a s S u n D i a l . P l a n n e d s e r v i c e s f o r F Y 2 0 1 7 / 1 8 i n c l u d e : " C o n t i n u e w o r k w i t h t h e j u r i s d i c t i o n s t o i m p r o v e b u s s t o p s w i t h i n t h e s e r v i c e a r e a u s i n g P r o p o s i t i o n 1 B s a f e t y a n d s e c u r i t y f u n d s ; " P u r c h a s e f o u r r e p l a c e m e n t c o m p r e s s e d n a t u r a l g a s f i x e d r o u t e b u s e s a n d f o u r s u p p o r t v e h i c l e s ; " I m p l e m e n t u s e o f s o f t w a r e s y s t e m n e t w o r k i n f r a s t r u c t u r e u p g r a d e a n d e n t e r p r i s e s o f t w a r e t o i m p r o v e e f f i c i e n c y o f a g e n c y o p e r a t i o n s ; a n d " C o n t i n u e p l a n n e d i m p r o v e m e n t s t o t h e o p e r a t i o n s f a c i l i t y . C o m m i s s i o n ' s R a i l P r o g r a m T h e S o u t h e r n C a l i f o r n i a R e g i o n a l R a i l A u t h o r i t y o p e r a t e s s e v e n c o m m u t e r r a i l l i n e s w i t h 5 2 l o c o m o t i v e s a n d 1 5 0 c o m m u t e r r a i l c a r s . T h r e e r o u t e s t h e R i v e r s i d e t o L o s A n g e l e s L i n e ( R i v e r s i d e L i n e ) , t h e I n l a n d E m p i r e t o O r a n g e C o u n t y L i n e ( I E O C L i n e ) , a n d t h e P e r r i s V a l l e y L i n e t o R i v e r s i d e t o L o s A n g e l e s v i a F u l l e r t o n L i n e ( 9 1 / P e r r i s V a l l e y L i n e ) d i r e c t l y s e r v e W e s t e r n R i v e r s i d e C o u n t y w i t h c o n n e c t i n g s e r v i c e a v a i l a b l e t o d e s t i n a t i o n s o n t h e o t h e r f o u r M e t r o l i n k l i n e s . P l a n n e d s e r v i c e s f o r F Y 2 0 1 7 / 1 8 i n c l u d e : " C o n t i n u e o p e r a t i o n s a n d t a r g e t m a r k e t i n g o f t h e P e r r i s V a l l e y L i n e M e t r o l i n k s e r v i c e e x t e n s i o n , " C o n t r o l c o s t i n c r e a s e s d u e t o p o s i t i v e t r a i n c o n t r o l s u p p o r t a s w e l l a s c o n t r a c t u a l s t e p i n c r e a s e s w i t h m a j o r M e t r o l i n k s e r v i c e v e n d o r s ; " C o n t i n u e s u p p o r t o f s p e c i a l t r a i n s i n c l u d i n g F e s t i v a l o f L i g h t s , A n g e l s E x p r e s s , a n d R a m s T r a i n s ; a n d " I n i t i a t e N e x t G e n e r a t i o n R a i l a n d T r a n s i t S t u d y . A g e n d a I t e m 1 2 1 5 6 Coachella Valley — San Gorgonio Pass Rail Corridor Service The proposed 200-mile long rail corridor service in Coachella Valley will run from Los Angeles to Indio through the four Southern California counties of Los Angeles, Orange, Riverside and San Bernardino to provide a convenient scheduled link to the communities in the fast-growing Coachella Valley and Pass Area. Financial support will come primarily from state and federal grant funds deposited and maintained in the Coachella Valley Rail Fund. Phase 1 of the project is complete, and work is continuing on Phase 2 of the Federal Railroad Administration process. Planning efforts for FY 2017/18 include: • Prepare environmental documentation; • Prepare final Service Development Plan; and • Continue keeping the public engaged by encouraging feedback about service routes, stations, ridership and other elements through the project website and social media. Attachments: FYs 2017/18 — 2019/20 Operator SRTPs (Enclosed on CD) 1) City of Banning 2) City of Beaumont 3) City of Corona 4) City of Riverside 5) Coachella Valley Rail Program 6) PVVTA 7) RTA 8) SunLine 9) Western Riverside Rail Program Agenda Item 12 157 PASSTRANSIT Short Range Transit Plan FY 2017/18 - 2019/20 Proud History Prosperous Tomorrow TABLE OF CONTENTS 1 System Overview 1.1 Description of service area and system map 3 1.2 Population Profile and Demographic Projections 4 1.3 Existing Service and Route Performance 6 1.4 Current and Proposed Fare Structure 6 1.5 Revenue Fleet 7 1.6 Existing Facility/Planned Facilities 7 1.7 Existing Coordination between Transit Agencies 8 2 Existing Services and Route Performance 2.1 Fixed Route Services 9 2.2 Dial -a -Ride Service 12 2.3 Key Performance Indicators 13 2.4 Productivity Improvement Efforts 14 2.5 Major Trip Generators and Projected Growth 14 2.6 Equipment, Passenger Amenities and Facility Needs 15 3 Planned Service Changes and Implementation 3.1 Recent Service Changes 3.2 Recommended Local & Express Routes 3.3 Marketing Plans and Promotions 3.4 Budget Impact on Proposed Changes 15 16 16 17 4 Financial and Capital Plans 4.1 Operating and Capital Budget Narrative 18 4.2 Funding Plans to Support Operating and Capital Program 18 4.3 Regulatory and Compliance Requirements 19 • ADA, DBE, EEO, Title VI • TDA Triennial Audit, FTA Triennial Audit, NTD • Alternative Fueled Vehicles 5 Tables 1. Table 1 - Fleet Inventory a. Motor Bus (DO/PT) b. Demand Response (DO/PT) 2. Table 2 - SRTP Service Summary a. All Routes b. Non -Excluded Routes c. Excluded Routes d. Fixed Route e. DAR 3. Table 3 - SRTP Route Statistics Table 3A - Individual Route 4. Table 4 - Summary of Funds Requested for FY 2017/18 Table 4A - Capital Project Justification 5. Table 5.1 - Summary of Funds Requested for FY 2018/19 Table 5.1A - Capital Project Justification Table 5.2 - Summary of Funds Requested in FY 2019/20 Table 5.2A - Capital Project Justification 6. FY 2010 - 2012 TDA Triennial Performance Audit Recommendations 7. Table 7 - Performance Target Report 2017/18 8. Table 8 - Performance Report 2017/18 9. Table 9A - Highlights of FY 2017/18 Short Range Transit Plan Table 9B - Fare Revenue Calculation 1 System Overview 1.1 — Description of Service Area The Banning Transit system serves several areas, including the commercial and residential areas of Banning and Cabazon, as well as the commercial areas of the Morongo Indian Reservation and limited commercial areas of Beaumont. The cities of Banning and Beaumont operate under a shared brand identity, "Pass Transit." Pass Transit offers seamless transit by coordinating transportation services that cover approximately 40 square miles in the pass area with routes connecting to regional services. Within the service area, population is mixed with areas of both high and low densities. The current routes have been planned by taking advantage of this knowledge, allowing the system to operate more efficiently. Service Area Map BEAL MONT food+tss Stater's S: a hCA:s: YirSG B.A.TNEVG Armory S 3 6 1st St 6..9'Atson;s Shopping Center Wa1Aart Connection Point 1111111311111 213 220 Route 1 Route 5 Route 6 1'iesmatO Wan Stick Lana Community C ter l HSJC Banm'ng Pass Campus High School CABAZON City Hall @ Police _Qegt County Courthouse �mrih Correctional Facility Desert Hills Casino Outlet Hall Norma j_11e a ma;no."-a Ca.^tn Cabazon Commit, Center n:a Casino Mororgo Twister Station Comet ion to Rates 0■ 210' 220 3 Of 0 Dian:_ pontos 1 l., V Eson^' 1.2 — Population Profile and Area Demographics Riverside County covers 7,208 square miles with a population of over 2.2 million people in 2010, per the U.S. Census. The population density for Riverside County is 303.8 people per square mile, largely due to the vast desert areas that are not populated. The city of Banning covers 23 square miles with a population of 30,241 people in 2014, per the U.S. Census. The population density for Banning is 1,300 per square mile. The population of the service area covered by Banning Transit has grown by approximately 29% over the last ten years. The racial makeup of the city is as follows: Population Ethnicity 2.2 m Hispanic/Latino ■ White/Caucasian `_7 African American ■ Asian Ea American Indian LI other The six percentages add to more than 100 percent because individuals may report more than one race The average age of the population is the following: • 55+ Years • 40-54 Years • 20-39 Years • Under 19 Years 36.6 % 15.5 % 22.1 % 25.8 % The average age of the population is 45.1 years old. Rider Demographics In 2013, a survey was conducted showing the demographics of the Pass Transit riders. The information gathered helped create a visual indication of the use of the system. The racial makeup of the ridership is as follows: Rider Ethnicity 11 White/Caucasian IN Hispanic E African American ■ Other rA Native American Asian Furthermore, 86% of respondents stated that they used the system's fixed routes at least three times a week. 59% of the ridership used the bus service for local trips within the Banning/Beaumont/Cabazon area, and 49% use the transit to travel outside of Pass Transit's service area. For 91 % of ridership, the bus system is their only means of transportation. An unspecified amount of respondents stated that the transit service is readily available in their area, with a majority of riders living within a two -block radius of a bus stop. A majority of the users of the system share the commonality of being either underemployed or unemployed, with 88% of riders reporting an annual household income of $20,000 or less and 81 % of respondents reporting a family of two or more. 87% of those completing the survey report English as their primary language while 13% speak Spanish. 1.3 - Existing Service and Route Performance The Banning Transit System currently has three fixed route services which serve the main streets and neighborhood areas of Banning, the residential and business areas of Cabazon, and the main business and shopping area of Beaumont. Banning's fixed route buses are accessible to people with disabilities; each bus has a wheelchair lift or ramp along with two wheelchair securement locations. Banning offers individualized travel training to assist new passengers in learning how to ride these buses. Banning Paratransit is an origin -to -destination shared ride transportation service for seniors age 60 and older and persons who are, due to their functional limitation(s), unable to use accessible fixed route bus service. Passengers must be certified eligible per guidelines established by the Americans with Disabilities Act (ADA). 1.4 - Current and Proposed Fare Structure The Pass Transit system has adopted a mutual service fare to make traveling more accessible to those who utilize the system. The chart below has a detailed breakdown of the current fares for available services: Fare Categories arlitiltACM • _-,tom Fixed Route Base Day 10-Trip 10-Ticket Monthly Fare Pass Punch Book Pass Pass General $1.15 $3.00 N/A $10.35 $36.00 Youth (grades K-12) $1.00 $3.00 $10.00 N/A $25.00 Senior (60+) $.65 $1.80 N/A $5.85 $21.50 Disabled $.65 $1.80 N/A $5.85 $21.50 Military Veterans $.65 $1.80 N/A $5.85 $21.50 Child (46" tall or under. Must be accompanied by full fare paying $.25 N/A N/A N/A N/A passenger.) Zone Fare (Cabazon Residential Area) Deviations (Routes 3 & 4) Active Military GoPass (During school session only) $.25 $.25 $.25 $.25 N/A $.25 $.25 $.25 $.25 $.25 FREE N/A N/A N/A N/A FREE N/A N/A N/A N/A Dial -A -Ride Fares Fare Categories One -Way Companion PCA (w/ I.D. )* No Show Base Fare 10-Ride Punch Card $2.00 $18.00 $3.00 NIA FREE FREE $2.00 N/A *Personal Care Attendant must show proper ID each time they board. 1.5 — Revenue Fleet Banning Transit System operates seven fixed route vehicles all of which are powered by compressed natural gas (CNG). The vehicles are equipped with racks for two bicycles and are in compliance with the ADA with mobility device lifts and two tie -down stations per bus. The transit system also has five vehicles that are classified as Dial -A -Ride (two in revenue service and one as a spare). One of the two remaining is utilized as an alternate for the fixed -route if needed, and the other was auctioned in the 3rd quarter of FY 2017. All are in compliance with the ADA, with mobility device lifts and tie -down stations for four mobility devices. Banning Pass Transit also has four support vehicles which are used for driver relief or administrative errands. Two relatively new fixed route vehicles were delivered at the end of June 2015. A 32' El Dorado National EZ Rider II was delivered in September 2016 and a second will be delivered in December 2017. See the City of Banning Fleet Inventory Table 1 for individual vehicle characteristics. 1.6 — Existing Facility/Planned Facilities Banning Transit System functions as a department within the City and utilizes existing facilities. Transit Administrative staff is housed at the City's Community Center located at 789 North San Gorgonio Avenue, where bus passes are sold, schedules are available and all ADA applications are processed. Dispatch and general telephone information is also provided at the transit office within the Community Center. Banning Pass Transit Office Hours Monday — Thursday: 7:30am to 6:OOpm Friday: 8:OOam to 5:00 pm The maintenance, parking, fueling of the buses, and storage of bus stop amenities are performed at the City's Corporation Yard located at 176 East Lincoln Street. Maintenance of the vehicles is performed by the Public Works Department, Fleet Maintenance Division. There are currently no plans to expand Banning Pass Transit System facilities. Meanwhile, there are plans to improve the CNG facility and install state of the industry quick fuel technology for public point of sale use. 1.7 — Existing Coordination between Transit Agencies Currently, the cities of Banning and Beaumont operate under a Memorandum of Understanding (MOU) which allows for each respective agency to cross jurisdictional boundary lines, allowing simplified travel for passengers throughout the Pass area. In addition, an MOU is held with the Morongo Band of Mission Indians allowing stops on their property. The ability to provide a stop at Casino Morongo allows passengers to make connections with Sunline Commuter Link 220, providing service from Palm Desert to Riverside. Also, services are also coordinated with Riverside Transit Agency (RTA) by providing timed stops that meet with routes that provide travel to and from the areas of Hemet and Moreno Valley (i.e. Route 31 at either Sun Lakes or Walmart). Riders also have the opportunity to connect with the Amtrak Thruway Bus Service at Casino Morongo. Banning and Beaumont should evaluate the Strengths Challenges Opportunities and Threats of more comprehensive coordinated efforts and seriously evaluate modifying the MOU for 2018 realities. 2 Existing Service and Route Performance 2.1 — Fixed Route Service The Banning Transit System currently has three fixed route services which serve downtown and neighborhood areas of Banning, both the residential and business areas of Cabazon, and the main commercial area of Beaumont. The main service arterial is Ramsey, which between Beaumont's route 2 and Banning's route 1 split frequency, ridership and fare revenues. It would be prudent to evaluate the level of service through Ramsey, which is detrimentally impacting Banning's fare box recovery. If Banning were able to operate independently on Ramsey and ridership volumes confirmed that 30 minute frequency is prudent, then this municipality should be funded to operate those service levels. Transfers to Beaumont Pass Transit can continue to be made at Walmart. Route 1 — Beaumont/Banning/Cabazon Pass Transit Route 1 is among the most used route in the system, operating primarily along Ramsey Street and 6th Street and serving the commercial areas of Cabazon and Casino Morongo. Ridership on Route 1 accounts for approximately 60% of the total use of the system. While the longest in distance, this route operates on one -hour headway from Beaumont to Casino Morongo. The major stops on this line include Albertsons, Wal-Mart, Banning City Hall, Mid -County Justice Center, San Gorgonio Memorial Hospital, Casino Morongo and the Desert Hills Outlets in Cabazon. PASSTRANSIT IiB.d L:TLO\T m Ro:ses Wal-Mart Cervr[ton Point Caonatln 11.© 0130 zR"Nell Legend I Map not to scale eConnection Point Cerro Mbmegu Transfer S000n Co -.con m Rovpf MEI 21 220 I3.1.VNLVG Seminole Car. vo v The second loop of Route 1 also runs on an hour headway departing from Casino Morongo and servicing the Cabazon Community Center and the residential areas of Cabazon. Two buses are operated on this route which allows for hourly service to the two respective areas. Route 5 — Northern Banning Route 5 accounts for 25 percent of Pass Transit use, providing service to the areas that lie north of the 1-10 Freeway in the City of Banning. Major stops on this route are the Mid - County Justice Center, Banning City Hall, the Banning Community Center, Library, Medical Facilities, San Gorgonio Memorial Hospital and the commercial area of Beaumont. Banning staff will evaluate how best to serve the northerly and southerly markets in FY 2018. PASSTRANSIT BEAUMONT 8th St N 2 m C San Gagmio hospital Conngyon to Routes ©©I© MEIN 6th St 2nd S 1st S wal-mart Connection b Routes ©o©oo ®� mm� C Wilson St i C Sun tat. Village Canna b Rout,' N B.-INATG ©®m Route 6 — Southern Banning Indian School Lane Alessandro St Wilson St a Nicolet St 'o h m y Ramsey St Nicolet St Accounting for 15% of Pass Transit use, Route 6 provides service to the southern area of Banning. Major stops on this route are the Mid -County Justice Center, Banning City Hall, the Mt. San Jacinto Pass Campus, Banning High School, Smith Correctional Facility, Medical Facilities, San Gorgonio Memorial Hospital and the commercial area of Beaumont. Banning staff will evaluate how best to serve the northerly and southerly markets in FY 2018. PASSTRANSIT Wal-Mart Transfer station Can rtian to Routes BE3 r<<ronT N x d E E San Gargann Hospital ®©m. 6t St •E 2nd St L 1st � Einua0 ®E1®®■ Wilson St Sun Lakin vaaye Cannarbon to Rcu v MAC Pass Campus N E;.l\.\`EVG Ramsey St Westward Ave Legend Map not to sole eConnection Point Banning High School Wesley St [n 2 y 3 2 Banning Pass Transit fixed route service hours are as follows: Days Route Hours Monday — Friday Route 1 Monday - Friday Route 5 Monday - Friday Route 6 4:30 A.M. — 10:45 P.M. 5:30 A.M. — 6:30 P.M. 6:00 A.M. — 6:00 P.M. Saturday & Sunday Route 1 8 Saturday & Sunday Routes 5 & 6 8:00 A.M. — 6:00 P.M. 8:00 A.M. — 5:00 P.M. Banning Pass Transit offers limited service hours, 9:00 A.M. to 5:00 P.M., on the following holidays: Martin Luther King Day, President's Day, Labor Day, Veterans Day, and the day after Thanksgiving. Banning Pass Transit offers no service on the following holidays: New Year's Day, Memorial Day, Independence Day, Thanksgiving Day, and Christmas Day. All aforementioned fixed routes are consistently monitored and will be modified as needed to better serve unmet transit needs. 2.2 — Dial -A -Ride Service Pass Transit Dial -A -Ride is a service offered to seniors, aged 60 and older, persons with disabilities and passengers eligible under the Americans with Disabilities Act (ADA). Limited service hours are available for non-ADA passengers. This category of passenger is also required to fill out a certification application to determine eligibility. If these terms are met, the applicant will receive a card certifying their eligibility to ride. Pass Transit Dial -A -Ride is a service offered within the city limits of Banning and Beaumont as well as within a 3/ mile boundary of Routes 1 and 2 service areas (including Cabazon). The primary uses for the Dial -A -Ride system are transportation to medical appointments, workshop programs for persons with disabilities, shopping areas, employment. Dial -a -Ride services also provide connections to the Riverside Transit Agency and Pass Transit Fixed Routes. Additionally, demand for paratransit is expected to grow. This is a universal transit/paratransit theme nationwide and Banning is anticipated to continue to see growth in the paratransit program. Furthermore, demand for Saturday and Sunday paratransit is expected to grow from somewhat inconsequential from a budget / demand standpoint to significant in the coming fiscal years. Hours for the Dial -A -Ride program are as follows: Days Hours Seniors (age 60 & older) & Persons without ADA Certification Monday - Friday Saturday & Sunday 8:00 A.M. — 3:00 P.M. No Service Persons with ADA Certification Monday - Friday Saturday & Sunday 7:00 A.M. — 7:00 P.M. Limited service when three or more persons request service. 2.3 - Key Performance Indicators The Riverside County Transportation Commission (RCTC) has adopted a Productivity Improvement Plan (PIP) for the transit and commuter rail operators of Riverside County. The PIP sets forth efficiency and effectiveness standards that the transit operators are to meet. Progress towards these standards is reported quarterly to the Commission. The following table on the next page shows the operating performance indicators adopted in the PIP and this plan's projections for the coming year. Banning Transit System / FY 2015 FY 2016 FY 2017 FY 2018 Audited Actual Projected Planned Pass Transit (Based on 3`d Quarter Performance Statistics Actuais) Unlinked Passenger Trips 144,978 137,594 132,748 160,701 Operating Cost per Revenue $77.75 $56.03 $56.14 $74.44 Hours Farebox Recovery Ratio 11.27% 13.05% 11.98% 10.13% Subsidy per Passenger $9.45 $7.28 $7.64 $10.35 Subsidy per Passenger Mile $3.70 $2.84 $2.97 $1.02 Subsidy per Revenue Hour $68.99 $48.72 $49.42 $66.90 Subsidy per Revenue Mile $2.82 $1.31 $1.30 $1.98 Passengers per Revenue Mile 0.30 0.18 0.17 0.19 Projections are based on operating data through March 2017 and projected through June, 2017. Since these are only estimates, the performance indicators are subject to change. For Fiscal Year 2017/2018, the Banning Transit System will attempt to be in compliance with at least 4 of the 7 performance targets. Additional details on key indicators for demand responsive and fixed route services are shown in Table 2. The Banning Transit System does not receive any federal funding and is not required to report to the National Transit Database. 2.4 — Productivity Improvement Efforts In order to meet performance standards, routes are continually monitored and analyzed to insure that the service being provided runs as efficiently as possible. Banning Pass Transit completed a Comprehensive Operations Analysis (COA) with Transportation Management & Design, Inc. in May of 2014, resulting in route changes for the entire system. Ultimately, to most effectively serve the Cabazon community it has been determined that including that segment of Route 1 is most prudent. With hourly frequency, Route 1 is able to service those residents more directly and sustain a better farebox recovery due to the Ramsey corridor. The COA was not used last Fiscal Year for service design and is not the basis for current or future service planning adjustments in Banning. Banning Pass Transit has experienced a decrease in farebox revenue with the additional service of the Beaumont Route 2. While the additional bus allows for 30 minute service from Walmart in Beaumont to Casino Morongo, the growth in ridership that was projected for the route has not been realized. Thus, Banning had requested that beginning January 1, 2017 Beaumont reduce their trips through Banning by 50%. This did not occur and the importance of the loss of fare revenue down the service arterial Ramsey must be reemphasized. This detrimentally impacts farebox recovery and the Banning Transit Budget, along with oversaturating this corridor with disproportionately high frequency. 2.5 — Major Trip Generators and Projected Growth over the next two years Major passenger trip destinations that the Banning Pass Transit services are the Sunlakes Plaza Shopping Center, the 2nd Street Marketplace in Beaumont, the Walmart Supercenter in Beaumont, the Banning Justice Center, San Gorgonio Pass Hospital, Beaver and Loma Linda Medical Plazas, the Cabazon Outlet Stores, Desert Hills Premium Outlets and Casino Morongo and the Mt. San Jacinto College Pass Campus. There is a high demand for service to these destinations whether for employment, necessities or pleasure. Looking into FY 2019, Banning may look to request funding for reverse commute service that connects the Pass area with the desert communities and Sunline. Staff will explore routing, service planning and the budget for service during FY 2018. Additionally, demand for paratransit is expected to grow. This is a universal transit/paratransit theme nationwide and Banning is anticipated to continue to see growth in the paratransit program. 2.6 — Equipment, Passenger Amenities and Facility Needs It is the City of Banning's goal to acquire, upgrade, and maintain equipment with the federal Transit Asset Management (TAMs) Business Model in mind to manage the nexus between State of Good Repair (SGR) and Safety Management System (SMS). All fixed route and Dial -A -Ride vehicles are equipped with security cameras and recording equipment. Two new fixed route buses were placed into service July, 2015. Grant funds have been received for two additional 32' passenger coaches, one of which was delivered in September 2016 and another has been ordered and will be delivered by December 2017. The standardization and enhancement for both fleet and facility security cameras has also been budgeted and will be implemented in Fiscal Year 2018. One staff vehicle and one supervisor truck will be ordered and delivered in Fiscal Year 2018. This year funds are being requested for the replacement of a hydraulic lift at the fleet maintenance shop and an Intelligent Transportation Scheduling System (ITS). The former is being supplemented by FY 2017 funds, while the latter merges several 08/09 funding streams into a consolidated project along with additional FY 2018 STA capital funds. This project will be implemented in three phases from FY 18 through FY 20. Ultimately, Banning will achieve the goal of automating much of the system with state of the industry technology. Features will include Computer Assisted Dispatching (CAD) / Automated Vehicle Location (AVL), Interactive Voice Response (IVR), Automated fare collection options, passenger amenities like "where is my bus," robust reporting, integration with TransTrack for service planning and more granular analysis, and other modules. This project is scalable and will be budgeted, funded and implemented in phases by design. It will be a perennial SRTP request to ensure State of the Industry technology is maintained and State of Good Repair is achieved. 3 Planned Service Changes and Implementation 3.1 — Recent Service Changes As mentioned previously, there were service changes made in July of 2014; those changes were based upon recommendations that were made as a result of the COA. The changes that were made have not had the anticipated results, and thus, route changes were made to improve service and increase ridership. The COA had called for a Cabazon Circulator route that would connect residents in that community to Morongo Casino, and thereby, the entire Pass Transit System. Operationally, such a circulator route is not feasible and leads to one additional vehicle (along with corresponding hours and miles) to serve no more than the same number of passengers best case scenario due to it also forcing a transfer. Therefore Banning operates two vehicles on route 1 resulting in hourly frequency, and for passengers on the Ramsey corridor, de facto 30 minute headways with Beaumont continuing status -quo with their Route 2. This diffuses ridership and will continue to impede adequate farebox recovery for the Banning system. The changes that were made resulted in reduced headway times and expanded service hours at the MSJC Pass Campus. Classes at the college campus end at 9:OOp.m., and service at the college continues to 9:30p.m., allowing students who rely on the bus to attend evening classes and make connections to RTA service for regional travel. Beginning in January 2017, Beaumont Pass Transit was scheduled to reduce their route 2 service down the Ramsey corridor by 50% from hourly frequency to two hour headways, but this did not occur. Banning will continue to operate Route 1 on its current schedule. This reduction was determined to be necessary due to oversaturation of service in Banning's service area. While service has been increased over the past two years, Banning Pass Ridership and farebox revenue both declined. Obviously, service frequency directly impacts farebox recovery and Banning had planned on the reduced level of route 2 to improve that retention from a budget standpoint. Major growth projected for the downtown area which will generate a significant increase in ridership has not yet occurred ( i.e. County Courthouse being fully operational, retail and office space being built and a substantial amount of county offices relocating to the area). 3.2 — Recommend Local and Express Routes Banning will explore the possibility of requesting funding for a reverse commuter and desert link route in fiscal year 2019. In the coming fiscal year 2018, staff will review estimated demand, service planning, and budgeting for this route. At this point, it is hypothetical pending due diligence research and review, but could mature into a service recommendation and request depending on the outcome of the analysis. Meanwhile, Banning staff will review the strengths and weaknesses of combining routes 5 and 6 into a clockwise / counterclockwise service. Independently, each route would have a 70-75 minute headway, with a combined 35-40 minute frequency for passengers. This may more effectively serve the local southern and northern corridors than the current alignment. A thorough review and analysis will precede the decision of whether to proceed with adjustment. If the decision is made to proceed with the change, staff will outreach and market to the community to ensure awareness. 3.3 — Marketing Plans and Promotions Efforts have been made to market the Pass Transit System over the past year and will continue in the coming year. These efforts include purchasing advertising on a map of the San Gorgonio Pass Area, distribution of route maps by delivery to the library, Chamber of Commerce, San Gorgonio Memorial Hospital, Mt. San Jacinto Pass Campus, local hotels and other businesses. The following marketing efforts will be undertaken to promote ridership growth. 1. Continue outreach programs to schools and at community events. 2. Attend senior community meetings to provide information. 3. Participation in the MSJC GO -PASS Program to encourage ridership of college students. 4. Articles in local papers highlighting new transportation routes. 5. Instill a Travel Navigation initiative in customer service. 6. Incorporate and coordinate travel training opportunities for Pass Passengers with regional providers including Sunline, RTA and Beaumont. 7. Offer "Rider Appreciation Day" to raise awareness of benefits of public transportation. 8. Continue to participate with Transportation Now, Senior Transportation Assistance Group, Pass Area Senior Connections, Pass Area Veterans Assistance, Cabazon Community Resources and other efforts. The City of Banning's website at www.ci.banninci.ca.us provides basic Pass Transit route and schedule information, as well as links to route information for neighboring agencies. Customers can submit comments, complaints, concerns and suggestions through the city website. Banning Pass Transit strives to operate service in a manner that will maximize system productivity, efficiency, as well as the use of subsidies. • Develop an ongoing planning process with key agencies and organizations within the region. • Ensure that services are operated in a manner to maximize safety, to the riders, the public and the operators. • Develop a core group of services that connect key activity points and commit to providing service along those corridors. • Continually review all services to evaluate the efficiency and needs of the transit system. 3.4 — Budget Impact on Proposed Changes Banning transit farebox recovery and the anticipated budget is detrimentally impacted by Beaumont's continued hour 4 FINANCIAL AND CAPITAL PLANS 4.1 — Operating and Capital Budget For FY 17/18, operating funds needed to operate the Banning Pass Transit System are $1,850,000 for the Fixed Route and DAR. The operating funds consist of $ 1,587,439 local transportation funds (LTF) and $74,561 in Low Carbon Transit Operations Program (LCTOP) funds. The projected farebox revenue for FY 16/17 is $187,500. Additional funding in the amount of $500 will come from interest income. Staff will continue to complete previously funded Capital projects in FY 17/18 and will continue to operate service in a manner that will maximize system productivity and efficiency. As previously reviewed, this year funds are being requested for the replacement of a hydraulic lift at the fleet maintenance shop and an Intelligent Transportation Scheduling System (ITS). The former is being supplemented by FY 2017 funds, while the latter merges several 08/09 funding streams into a consolidated project along with additional FY 2018 STA capital funds. This project will be implemented in three phases from FY 18 through FY 20. Ultimately, Banning will achieve the goal of automating much of the system with state of the industry technology. Features will include CAD/AVL, IVR, Automated fare collection options, passenger amenities like "where is my bus," robust reporting, integration with TransTrack for service planning and more granular analysis, and other modules. The post -FAST FTA business model of Transit Asset Management will be kept in mind to ensure the maintenance of State of Good Repair (SGR) and the nexus of Safety/Security with that aforementioned standard. 4.2 — Funding Plans to Support Proposed Operating and Capital Program Capital projects are funded through STA funds, Public Transportation Modernization, Improvement, and Service Enhancement Account Program and Proposition 1 B Security grants for Banning Pass Transit. Operating costs will be fully funded through LTF funds, LCTOP, farebox revenue and interest. 4.3 — Regulatory and Compliance Requirements The City of Banning submitted an Americans with Disabilities Act Paratransit Plan to the FTA on January 26, 1992. Pass Transit fixed route buses are equipped with ADA compliant mobility device lifts and are accessible to persons with disabilities. A procedure is in place to provide service to a customer in a mobility device should a fixed route bus lift fail. Banning Pass Transit Dial -A -Ride services provide ADA complementary paratransit service for the fixed route services operated by Banning Transit System. Beaumont Transit System offers the same service through its Pass Transit Dial -a -Ride operation. The system uses a self -certification process with professional verification. Banning Transit System staff processes ADA certifications for Pass Transit operations. Title VI Banning Transit System/Pass Transit does not utilize federal funds for operating expenses. As such, Title VI requirements do not currently apply to the transit system. Alternatively Fueled Vehicles (RCTC Policy) Pass Transit fixed -route buses are CNG powered. Pass Transit Dial -A -Ride vehicles (which are less than 33,000 lbs. GVW and 15-passenger capacity), administrative and driver relief vehicles are gasoline -powered. Future vehicle purchases will be in compliance with the RCTC and South Coast Air Quality Management District (AQMD) policies regarding alternative fuel transit vehicles. The CNG Fueling Station at the City of Banning Corporation Yard provides expanded CNG capacity and fast fueling capability. With increased capacity and redundant compressor units, having adequate and reliable CNG pumping capacity will not be an issue in the foreseeable future. III iM -� iinrule{mirtt U®palction 9aimissim Bus (Motorbus) / Directly Operated Table 1 - Fleet Inventory FY 2017/18 Short Range Transit Plan City of Banning Year Mfg. Model Built Code Code Seating Capacity Lift and Ramp Vehicle Equipped Length # of Active Fuel Vehicles Type FY Code 2016/17 # of Contingency Vehicles FY 2016/17 Life to Date Vehicle Miles Prior Year End FY 2015/16 Life to Date Vehicle Miles through March FY 2016/17 Average Lifetime Miles Per Active Vehicle As Of Year -To -Date (e.g., March) FY 2016/17 2015 2016 2001 2004 2010 EDN EDN EDN EDN EDN AeroElite EZ Rider Transmark Transmark XHF 30 25 33 33 31 2 1 1 2 2 32 32 35 35 34 CN CN CN CN CN 2 1 1 2 2 0 0 0 0 0 63,640 848,670 497,326 112,348 13,535 497,911 892,822 566,109 56,174 13,535 497,911 446,411 283,054 Totals: 152 8 8 0 1,409,636 2,082,725 260,341 TransTrack Manager'"' 5/1/2017 Page 1 of 1 _r— iisersdc [aurr Grmisivt Demand Response / Directly Operated Table Z - Fleet Inventory FY 2017/18 Short Range Transit Plan City of Banning Year Mfg. Model Built Code Code Seating Capacity Lift and Ramp Vehicle Equipped Length # of Active Fuel Vehicles Type FY Code 2016/17 # of Contingency Vehicles FY 2016/17 Life to Date Vehicle Miles Prior Year End FY 2015/16 Life to Date Vehicle Miles through March FY 2016/17 Average Lifetime Miles Per Active Vehicle As Of Year -To -Date (e.g., March) FY 2016/17 2010 2010 2003 2013 2008 EBC EBC EDN GLV ZZZ Aerotech EDN Aerotech Universal Ford 16 16 12 18 14 1 1 1 1 1 25 25 25 26 26 GA GA GA CN GA 1 1 1 1 1 0 0 0 0 0 87,409 88,727 302,461 41,755 173,305 95,363 99,063 314,701 41,689 187,274 95,363 99,063 314,701 41,689 187,274 Totals: 76 5 5 0 693,657 738,090 147,618 TransTrack Managerrm 5/1/2017 Page 1 of 1 rr MIN ii�trll[ Corer 1=p:..tnim "ortrc.:i:n Table 2 -- City of Banning -- SRTP Service Summary FY 2017/18 Short Range Transit Plan Excluded Routes FY 2014/15 Audited FY 2015/16 Audited FY 2016/17 Plan FY 2016/17 4th Qtr Actual FY 2017/18 Plan Fleet Characteristics , Peak -Hour Fleet Financial Data Total Operating Expenses $181,247 Total Passenger Fare Revenue $26,467 Net Operating Expenses (Subsidies) $154,780 Operating Characteristics Unlinked Passenger Trips 25,263 Passenger Miles 62,652 Total Actual Vehicle Revenue Hours (a) 4,198.0 Total Actual Vehicle Revenue Miles (b) 57,932.4 Total Actual Vehicle Miles 61,177.4 Performance Characteristics Operating Cost per Revenue Hour $43.17 Farebox Recovery Ratio 14.60% Subsidy per Passenger $6.13 Subsidy per Passenger Mile $2.47 Subsidy per Revenue Hour (a) $36.87 Subsidy per Revenue Mile (b) $2,67 Passenger per Revenue Hour (a) 6.0 Passenger per Revenue Mile (b) 0.44 (a) Train Hours for Rail Modes. (b) Car Miles for Rail Modes. TransTrack Managerr' 5/1/2017 Page 1 of 1 Mini MUM [iversile [vary larapsldim Caimitsen Table 2 -- Banning -BUS -- SRTP Service Summary FY 2017/18 Short Range Transit Plan All Routes FY 2014/15 Audited FY 2015/16 Audited FY 2016/17 Plan FY 2016/17 4th Qtr Actual FY 2017/18 Plan Fleet Characteristics i 1 Peak -Hour Fleet 4 4 Financial Data Total Operating Expenses $1,387,473 $1,019,464 $1,511,897 $784,014 $1,794,500 Total Passenger Fare Revenue $156,136 $127,666 $171,700 $86,175 $181,875 Net Operating Expenses (Subsidies) $1,231,337 $891,798 $1,340,197 $697,839 $1,612,625 Operating Characteristics Unlinked Passenger Trips 135,244 127,524 173,659 91,350 147,161 Passenger Miles 335,405 316,260 601,966 226,548 364,959 Total Actual Vehicle Revenue Hours (a) 18,493.0 19,192.3 19,127.0 14,269.8 22,988.0 Total Actual Vehicle Revenue Miles (b) 456,687.9 738,641.3 288,427.0 562,051.0 813,016.0 Total Actual Vehicle Miles 465,997.7 745,524.5 313,523.0 566,948.0 820,502.0 Performance Characteristics Operating Cost per Revenue Hour $75.03 $53.12 $79.05 $54.94 $78.06 Farebox Recovery Ratio 11.25% 12.52% 11.350/0 10.99% 10.13% Subsidy per Passenger $9.10 $6.99 $7.72 $7.64 $10.96 Subsidy per Passenger Mile $3.67 $2.82 $2.23 $3.08 $4.42 Subsidy per Revenue Hour (a) $66.58 $46.47 $70.07 $48.90 $70.15 Subsidy per Revenue Mile (b) $2.70 $1.21 $4.65 $1.24 $1.98 Passenger per Revenue Hour (a) 7.3 6.6 9.1 6.4 6.4 Passenger per Revenue Mile (b) 0.30 0.17 0.60 0.16 0.18 (a) Train Hours for Rail Modes. (b) Car Miles for Rail Modes. TransTrack ManagerTm 5/1/2017 Page 1 of 1 NM Elm --- ai6e ITAL [Darr 1:=p2lctit3 Cmmesirn Table 2 -- City of Banning -- SRTP Service Summary FY 2017/18 Short Range Transit Plan Non -Excluded Routes FY 2014/15 Audited FY 2015/16 Audited FY 2016/17 Plan FY 2016/17 4th Qtr Actual FY 2017/18 Plan Fleet Characteristics Peak -Hour Fleet 6 6 Financial Data Total Operating Expenses $1,362,600 $1,151,971 $1,682,001 $864,625 $1,850,000 Total Passenger Fare Revenue $147,508 $150,360 $194,900 $103,590 $187,500 Net Operating Expenses (Subsidies) $1,215,092 $1,001,611 $1,487,101 $761,035 $1,662,500 Operating Characteristics Unlinked Passenger Trips 119,715 137,594 186,209 99,561 160,701 Passenger Miles 307,795 352,512 664,716 256,108 413,703 Total Actual Vehicle Revenue Hours (a) 15,657.4 20,558.9 21,512.0 15,400.7 24,852.0 Total Actual Vehicle Revenue Miles (b) 428,444.5 767,543.3 322,817.0 583,718.0 839,213.0 Total Actual Vehicle Miles 438,229.3 776,697.5 364,775.0 590,167.0 848,543.0 Performance Characteristics r Operating Cost per Revenue Hour $87.03 $56.03 $78.19 $56.14 $74.44 Farebox Recovery Ratio 10.83% 13.05% 11.58% 11.980/0 10.13% Subsidy per Passenger $10.15 $7.28 $7.99 $7.64 $10.35 Subsidy per Passenger Mile $3.95 $2.84 $2.24 $2.97 $4.02 Subsidy per Revenue Hour (a) $77.61 $48.72 $69.13 $49.42 $66.90 Subsidy per Revenue Mile (b) $2.84 $1.31 $4.61 $1.30 $1.98 Passenger per Revenue Hour (a) 7.6 6.7 8.7 6.5 6.5 Passenger per Revenue Mile (b) 0.28 0.18 0.58 0.17 0.19 (a) Train Hours for Rail Modes. (b) Car Miles for Rail Modes. TransTrack Manager' 5/1/2017 Page 1 of 1 iN IMMO liverAcim 7l:nxpxidimimmisiaa Table 2 -- City of Banning -- SRTP Service Summary FY 2017/18 Short Range Transit Plan All Routes FY 2014/15 Audited FY 2015/16 Audited FY 2016/17 Plan FY 2016/17 4th Qtr Actual FY 2017/18 Plan Fleet Characteristics Peak -Hour Fleet 6 6 Financial Data Total Operating Expenses $1,543,847 $1,151,971 $1,682,001 $864,625 $1,850,000 Total Passenger Fare Revenue $173,976 $150,360 $194,900 $103,590 $187,500 Net Operating Expenses (Subsidies) $1,369,872 $1,001,611 $1,487,101 $761,035 $1,662,500 Operating Characteristics Unlinked Passenger Trips 144,978 137,594 186,209 99,561 160,701 Passenger Miles 370,448 352,512 664,716 256,108 413,703 Total Actual Vehicle Revenue Hours (a) 19,855.4 20,558.9 21,512.0 15,400.7 24,852.0 Total Actual Vehicle Revenue Miles (b) 486,376.9 767,543.3 322,817.0 583,718.0 839,213.0 Total Actual Vehicle Miles 499,406.7 776,697.5 364,775.0 590,167.0 848,543.0 Performance Characteristics Operating Cost per Revenue Hour $77.75 $56.03 $78.19 $56.14 $74.44 Farebox Recovery Ratio 11.27% 13.05% 11.58% 11.980/0 10,13% Subsidy per Passenger $9.45 $7.28 $7.99 $7.64 $10.35 Subsidy per Passenger Mile $3.70 $2.84 $2.24 $2.97 $4.02 Subsidy per Revenue Hour (a) $68.99 $48.72 $69.13 $49.42 $66.90 Subsidy per Revenue Mile (b) $2.82 $1.31 $4.61 $1.30 $1.98 Passenger per Revenue Hour (a) 7.3 6.7 8.7 6.5 6.5 Passenger per Revenue Mile (b) 0.30 0.18 0.58 0.17 0.19 (a) Train Hours for Rail Modes. (b) Car Miles for Rail Modes. TransTrack Managerrm 5/1/2017 Page 1 of 1 TABLE 3A — Individual Route Statistics Fixed Route Description Area/Service Site Route 1 Service from Beaumont to Cabazon via downtown Banning Walmart Shopping Center, Albertsons, San Gorgonio Memorial Hospital, Downtown Banning, Banning Justice Center, Casino Morongo, Desert Hills Outlet, Cabazon Community Center and residential areas of Cabazon Route 2 Residential areas of Northern Banning to Walmart Shopping Center in Beaumont Banning City Hall, Fox Cineplex, the Banning Library, Banning Community Center, Banning Justice Center, Post Office, San Gorgonio Memorial Hospital, shopping areas and restaurants at Highland Springs Route 5/6 Residential areas of Southern and Northern Banning that will create a clockwise/counterclockwise community connection to key locations and transfer points Mt San Jacinto College Pass Campus, Banning High School, Smith Correctional Facility, Banning Justice Center, Wilson Corridor and shopping areas and restaurants at Highland Springs Dial -A -Ride Description Area/Service Site City -Wide Demand response/reservation based service for seniors and disabled All areas of Banning and limited areas in Beaumont ROTC MOO IlliMon Iinr:J� ;vmF lampamim I,imiZa Data Elements Table 3 - SRTP Route Statistics City of Banning -- 1 FY 2017/18 All Routes Route # Day Type Peak Passenger Revenue Total Revenue Total Operating Passenger Net Vehicles Passengers Miles Hours Hours Miles Miles Cost Revenue Subsidy BAN-1 All Days 2 117,729 291,968 18,390.0 18,600.0 666,664.0 672,584.0 $1,443,000 $146,250 $1,296,750 BAN-5/6 All Days 2 29,432 72,991 4,598.0 4,650.0 146,352.0 147,918.0 $351,500 $35,625 $315,875 BAN-DAR Weekday 2 13,540 48,744 1,864.0 3,599.0 26,197.0 28,041.0 $55,500 $5,625 $49,875 Service Provider Totals 6 160,701 413,703 24,852.0 26,849.0 839,213.0 848,543.0 $1,850,000 $187,500 $1,662,500 TransTrack Manager" s/1/2o17 Page 1 of 1 III mom Imr.-dc artt iamr::.6i Performance Indicators Table 3 - SRTP Route Statistics City of Banning -- 1 FY 2017/18 All Routes Operating Operating Farebox Subsidy Per Subsidy Per Subsidy Per Cost Per Cost Per Cost Per Recovery Subsidy Per Passenger Revenue Revenue Passengers Passengers Route # Day Type Revenue Hour Revenue Mile Passenger Ratio Passenger Mile Hour Mile Per Hour Per Mile BAN-1 All Days $78.47 $2.16 $12.26 10.13% $11.01 $4.44 $70.51 $1.95 6.4 0.18 BAN-5/6 All Days $76.45 $2.40 $11.94 10.13% $10.73 $4.33 $68.70 $2.16 6.4 0.20 BAN-DAR Weekday $29.77 $2.12 $4.10 10.13% $3.68 $1.02 $26.76 $1.90 7.3 0.52 Service Provider Totals $74.44 $2.20 $11.51 10.13% $10.35 $4.02 $66.90 $1.98 6.5 0.19 TransTrack Manager"" 5/1/2017 Page 2 of.2 Table 4A — Capital Project Justification PROJECT NUMBER (If existing protect in FTIP, indicate FTIP ID number) SRTP Project No 18-01: FTIP No: PROJECT NAME: ITS Transit and Paratransit Scheduling System PROJECT DESCRIPTION: (For Bus Purchase projects, indicate fuel type) $60,000 in 2017_18 is being requested to complete phase 1 of which will be a multi -phase Intelligent Transportation Scheduling System project. This will include an automated fixed route scheduling application, GPS/GIS (Tablets or MDTs), computer assisted dispatch, the necessary hardware for initial implementation (computers, MDTS, tablets, etc.), Interactive Voice Response (i.e. automate much of the reservations/dispatch to passenger communication and make the system more secure), automated fare collection, automated passenger counts, automated applications passengers can use to identify where the bus is, and other modules to be phased in as funding permits and the "ITS System" adapts and grows to maintain state of the industry standards and state of good repair. This $60,000 project will be merged with previous STA SRTP cycles to create an initial project budget of $213,467.37 that will allow for a consolidated ITS procurement to be phased in from an implementation stand -point based on the selected Proposer(s) project critical path. To summarize, $153,467.37 in previous SRTP allocations would be combined with this request for $60,000 in FY 2017_18 funding. PROJECT JUSTIFICATION: This project will have a positive impact on service quality, efficiency, data management, reporting, budgeting, customer service and almost every aspect of the Banning Pass Transit/Paratransit System. ITS and Automated Fare Collection systems have made tremendous strides in terms of functionality, integration and scalability. Banning will benefit from the industry having vendors that respond to all relevant RFPs, those that focus on bigger transit systems, and others whose business model is specifically designed for smaller systems such as Banning. Banning Pass Transit has the benefit of going "from nothing" to an ITS system that will be a perennial SRTP project request. The scalability factor will allow Banning to implement what is affordable and prudent to do any given fiscal year, while constantly benefiting from state of the industry enhancements. The specifications for the this ITS system will require that the successful proposer(s) "solution(s)" are open interface and can be integrated with other systems as determined necessary (e.g. external client technology such as Beaumont, RTA, or Sunline OR internal clients such as Finance, Payroll, Maintenance, Police or Public Works). Furthermore, the City of Banning will oversee the installation and maintenance of these systems with the FTA Transit Asset Management Business Model in mind. This will ensure meeting expectations as the City of Banning may choose to look at Federal funding options in the future, such as 5310. PROJECT SCHEDULE (if existing project in FTIP, indicate original start date and new completion date): Specs drawn: July and August 2017 (RFP on Street September — December 2017) Order: Award and Notice to Proceed January 2018 Delivery and Installation: Phased Implementation March — June 2018 PROJECT FUNDING SOURCES (REQUESTED): STA Funds $60,000 PRIOR YEAR PROJECTS OF A SIMILAR NATURE WITH UNEXPENDED BALANCE INCLUDING PROJECTS APPROVED BUT NOT YET ORDERED (INCLUDE FTA GRANT #, FTIP /D # AND RCTC'S SRTP CAPITAL GRANT #) FTA Grant # FTIP ID # RCTC/SRTP Project # Description Unexpended balance (as of 6/30/17) 09-01 Schedule Holders (Reclassified for ITS Module Implementation) 5,000.00 09-02 GPS System DAR 25,000.00 09-03 Paratransit Scheduling Software 25,000.00 09-04 Computer Equipment 53,246.55 09-05 Security Cameras on Buses 44,254.56 09-06 Automated Enunciator & Display Equipment 966.26 TOTAL 153,467.37 Table 4A — Capital Project Justification PROJECT NUMBER (If existing project in FTIP, indicate FTIP ID number) SRTP Project No 18-02: PROJECT NAME: Heavy Duty Hydraulic Lift FTIP No: PROJECT DESCRIPTION: (For Bus Purchase projects, indicate fuel type) This request for $50,000 will be combined with last year's authorization of $50,000, which included $44,591 in STA and $5,409 in residual PTMISEA Prop 1 B funding to contribute toward the acquisition and installation of a Heavy Duty Hydraulic Lift for the Fleet Maintenance Facility. PROJECT JUSTIFICATION: This project will enhance the capacity of the Fleet Maintenance Division and enable significantly more onsite repairs. This will reduce the cost of subcontracting out repairs that cannot be completed currently due to the lack of this essential piece of equipment. PROJECT SCHEDULE (if existing project in FTIP, indicate original start date and new completion date): Specs drawn: September 2017 Order: December 2017 Delivery and Installation: February 2018 PROJECT FUNDING SOURCES (REQUESTED): STA Funds $50,000 PRIOR YEAR PROJECTS OF A SIMILAR NATURE WITH UNEXPENDED BALANCE INCLUDING PROJECTS APPROVED BUT NOT YET ORDERED (INCLUDE FTA GRANT #, FTIP ID # AND RCTC'S SRTP CAPITAL GRANT #) FTA Grant # FTIP ID # RCTC/SRTP Project # Description Unexpended balance (as of 6/30/17) 17-01 Heavy Duty Hydraulic Lift 50,000 TOTAL 50,000 Table 4A — Capital Project Justification PROJECT NUMBER (If existing project in FTIP, indicate FTIP ID number) SRTP Project No: 18-03 FTIP No: PROJECT NAME: ITS Interactive Voice Response Module PROJECT DESCRIPTION: (For Bus Purchase projects, indicate fuel type) This Prop 1 B Security Project in the amount of $15,362 will fund an ITS module that will enable automated communication between dispatch and vehicles. Furthermore, it will automate much of the communication between passengers and staff. From a security standpoint, this will allow for alerts, silent communication in the presence of a security threat and increased safety. An obvious residual benefit is that it will significantly increase customer service while reducing unnecessary staff time performing tasks that can be automated. PROJECT JUSTIFICATION: This project will enhance the safety and security of Banning Pass Transit. Furthermore, it goes directly to the goals identified in the FTA's State of Good Repair and Safety Management System policies. The City of Banning will oversee the installation and maintenance of these systems with the Transit Asset Management Business Model in mind. Any opportunities to integrate IVR technology with the already funded vehicle security camera project will be examined and implemented if feasible and warranted. PROJECT SCHEDULE (if existing project in FTIP, indicate original start date and new completion date): Specs drawn: July and August 2017 (RFP on Street September — December 2017) Order: Award and Notice to Proceed January 2018 Delivery and Installation: Phased Implementation March — June 2018 PROJECT FUNDING SOURCES (REQUESTED): Prop 1 B Security FY 16/17 funds in the amount of $15,362 PRIOR YEAR PROJECTS OF A SIMILAR NATURE WITH UNEXPENDED BALANCE INCLUDING PROJECTS APPROVED BUT NOT YET ORDERED (INCLUDE FTA GRANT #, FT/P /D # AND RCTC'S SRTP CAPITAL GRANT #) FTA Grant # FT/P ID # RCTC/SRTP Project # Description Unexpended balance (as of 6/30/17) 09-01 Schedule Holders (Reclassified for ITS Module Implementation) 5,000.00 09-02 GPS System DAR 25,000.00 09-03 Paratransit Scheduling Software 25,000.00 09-04 Computer Equipment 53,246.55 09-05 Security Cameras on Buses 44,254.56 09-06 Automated Enunciator & Display Equipment 966.26 TOTAL 153,467.37 City of Banning FY 2017/18 Summary of Funds Requested Short Range Transit Plan Table 4 - Summary of Funds Requested for FY 2017/18 Project Description Capital Project Number (1) Total Amount of Funds' LTF STA Prop 1B (PTMISEA) Prop 1B Security Measure A LCTOP Fare Box' Other'2) FY 17/18 Operating Assistance $1,850,000 $1,587,439 $74,561 $187,500 $500 Subtotal: Operating $1,850,000 $1,587,439 $0 $0 $0 $0 $74,561 $187,500 $500 ITS Transit and Paratransit Scheduling System Heavy Duty Hydraulic Lift IVR ITS Module 18-01 18-02 18-03 $60,000 $50,000 $15,362 Subtotal: Capital $125,362 $0 $110,000 $0 $15,362 $0 $0 $0 $0 Total: Operating & Capital $1,975,362 $1,587,439 $110,000 $0 $15,362 $0 $74,561 $187,500 $500 Note: Other (2) is from Interest Income "Draft is pending more information from Finance available before second revision 10.16216% Revised 5/1/2017 Summary of FY 2017/18 Funds Requested.xls City of Banning FY 2017/18 Summary of Funds Requested Short Range Transit Plan Table 5.1 - Summary of Funds Requested for FY 2017/18 Project Description Capital Project Number it) Total Amount of Funds LTF STA Prop 1B (PTMISEA) Prop 18 Security Measure Fare Box Other;: FY18 Operating Assistance S1,810,070 51,610.720 5201,000 S500 Subtotal: Operating 51,810,070 S1,610,720 SO SO SO 50 5201,000 5500 Subtotal: Capital so 50 SO SO 50 50 S0 SO Total: Operating & Capital 51,810,070 51,610,720 50 SO 50 SO 5201,000 5500 Note: Other (2) is from Interest Income 11.13217% City of Banning FY 2018/19 Summary of Funds Requested Short Range Transit Plan Table 5.2 - Summary of Funds Requested for FY 2018/19 Project Description Capital Project (dumber to Total Amount of Funds LTF STA Prop 18 (PTMISEA) Prop 1B Security Measure A Fare Box Other'- FY19 Operating Assistance c 51,674,093 S1.670,745 5203,658 S500 Subtotal: Operating S1,874,093 51,670,745 SO SO 50 50 5203,658 S500 Subtotal: Capital SO So SO So SO SO So SO Total: Operating & Capital 51,874,093 S1,670,745 SO SO SO SO S203,658 S500 Note: Other (2) is from Interest Income 10.89370% TABLE 6 — PROGRESS TO IMPLEMENT TRIENNIAL PERFORMANCE AUDIT Audit Recommendations (Covering FY 2009/10 — FY 2011/12) Action(s) Taken And Results 1. Consider purchasing dispatching and scheduling software program City has designated the Community Services Manager to research, design, and prepare an RFP Solicitation for a comprehensive ITS Solution including CAD, AVL, IVR and Mobile Ticketing. 2. Provide cross -training opportunities for City Transit Administrative Staff The Transit Department has been reorganized to allow for cross training of the dispatch and operations. In addition, the Community Service Manager position has been filled and will allow for succession planning at the management level. 3. Update Local Bus Schedules to show connectivity with Other Transit Services New Bus Schedules have been designed and show connecting bus services and transfer points to and from Banning Transit with other transit providers. 4. Provide Weblink from Banning Transit to Beaumont Transit A Weblink to Beaumont Transit is now available on Banning Transit's website. 1•=p7tciio:'11114:1.:11 Table 7 -- Service Provider Performance Targets Report FY 2017/18 Short Range Transit Plan Review City of Banning Data Elements FY 2017/18 Plan FY 2017/18 Target FY 2017/18 Year to Date Through 4th Quarter Year to Date Performance Scorecard Unlinked Passenger Trips 160,701 Passenger Miles 413,703 Total Actual Vehicle Revenue Hours 24,852.0 Total Actual Vehicle Revenue Miles 839,213.0 Total Actual Vehicle Miles 848,543.0 Total Operating Expenses $1,850,000 Total Passenger Fare Revenue $187,500 Net Operating Expenses $1,662,500 Performance Indicators Mandatory: 1. Farebox Recovery Ratio I 10.13%I >= 10.00%1 I Discretionary: 1. Operating Cost Per Revenue Hour $74.44 <_ $57.09 2. Subsidy Per Passenger $10.35 >_ $6.49 and <_ $8.79 3. Subsidy Per Passenger Mile $4.02 >_ $2.52 and <_ $3.42 4. Subsidy Per Hour $66.90 >_ $42.01 and <_ $56.83 5. Subsidy Per Mile $1.98 >_ $1.11 and <_ $1.50 6. Passengers Per Revenue Hour 6.50 >= 5.53 and <= 7.48 7. Passengers Per Revenue Mile 0.19 >= 0.14 and <= 0.20 Note: Must meet at least 4 out of 7 Discretionary Performance Indicators Productivity Performance Summary: Service Provider Comments: TransTrack Managerr' 5/1/2017 Page 1 of 1 iiaeralE (vm'r l;=p dctiim {arrns'xn FY 2017/18 - Table 8 -- SRTP Performance Report Service Provider: City of Banning All Routes Performance Indicators FY 2015/16 End of Year Actual FY 2016/17 4th Quarter Year -to -Date FY 2017/18 Plan FY 2017/18 Target Plan Performance Scorecard (a) Passengers 137,594 99,561 160,701 None Passenger Miles 352,512 256,108 413,703 None Revenue Hours 20,558.9 15,400.7 24,852.0 None Total Hours 22,077.7 16,591.0 26,849.0 None Revenue Miles 767,543.3 583,718.0 839,213.0 None Total Miles 776,697.5 590,167.0 848,543.0 None Operating Costs $1,151,971 $864,625 $1,850,000 None Passenger Revenue $150,360 $103,590 $187,500 None Operating Subsidy $1,001,611 $761,035 $1,662,500 None Operating Costs Per Revenue Hour $56.03 $56.14 $74.44 <_ $57.09 Fails to Meet Target Operating Cost Per Revenue Mile $1.50 $1.48 $2.20 None Operating Costs Per Passenger $8.37 $8.68 $11.51 None Farebox Recovery Ratio 13.05% 11.98% 10.130/0 >= 10.00/0 Meets Target Subsidy Per Passenger $7.28 $7.64 $10.35 >_ $6.49 and <_ $8.79 Fails to Meet Target Subsidy Per Passenger Mile $2.84 $2.97 $4.02 >_ $2.52 and <_ $3.42 Fails to Meet Target Subsidy Per Revenue Hour $48.72 $49.42 $66.90 >_ $42.01 and <_ $56.83 Fails to Meet Target Subsidy Per Revenue Mile $1.31 $1.30 $1.98 >_ $1.11 and <_ $1.50 Fails to Meet Target Passengers Per Revenue Hour 6.70 6.50 6.50 >= 5.53 and <= 7.48 Meets Target Passengers Per Revenue Mile 0.18 0.17 0.19 >= 0.14 and <= 0.20 Meets Target a) The Plan Performance Scorecard column is the result of comparing the FY 2017/18 Plan to the FY 2017/18 Primary Target, TransTrack Managern" 5/ 1/2017 Page 1 of 1 The City of Banning HIGHLIGHTS OF 2017/18 SHORT RANGE TRANSIT PLAN ■ Sustain and enhance service levels in Cabazon with Low Carbon Transit Operations Program Funding. ■ Procure and standardize a Security Camera System for both Dial -A -Ride and Fixed Route. ■ Procure and implement use of a software system for scheduling and dispatching both fixed route and Dial -a -Ride. This system will include Computer Assisted Dispatching (CAD), Automated Vehicle Location (AVL), Interactive Voice Response (IVR), an accessible visual and audio enunciator system and other features. ■ Purchase and install passenger information signs at key stops to inform individuals regarding next bus information. Continue working with the City of Beaumont staff regarding the coordination of routes, schedules, passenger amenities, and fares to ensure that Pass Transit is seamless and offers an ease of use to Pass Area residents, while still maintaining the best service possible within our service area ■ Evaluate strategies to increase revenue and service productivity. Table 9A BANNING TRANSIT SYSTEM/PASS TRANSIT FY 2013/14 Audited FY 2014/15 Audited FY 2015/16 Audited FY 2016/17 Estimate (Based on 3rd Quarter Actuals) FY 2016/17 Planned System -wide Ridership 156,052 144,978 137,594 132,748 186,209 Operating Cost Per Revenue Hours $92.31 $77.75 $56.03 $56.14 $78.19 Table 98 - Fare Revenue Calculation (consistent with Commission Farebox Recovery Policy) Revenue Sources included in Fare box Calculation Actual Amount from FY 2015/16 Audit FY 16/17 (Estimate) FY 17/18 (Plan) ) 1. Passenger Fares 153,212 138,120 187,500 2. Interest 500 500 3. General Fund Supplement 4. Measure A 5. Advertising Revenue 6. Gain on Sale of Capital Assets 7. CNG Revenue 8. Lease/ Other Revenue 9. Federal Excise Tax Refund 20,976 0 0 10. Investment Income 11. CalPers CERBT 12. Fare Revenues from Exempt Routes 13. Other Revenues TOTAL REVENUE 173,976 138,620 188,000 for Farebox Calculation (1-13) TOTAL OPERATING EXPENSES 1,543,847 1,152,833 1,850,000 for Farebox Calculation FAREBOX RECOVERY RATIO 11.27% 12.02% 10.16% City of Beaumont SHORT RANGE TRANSIT PLAN FY 2017/18 - 2019/20 PASSTRANSIT TABLE OF CONTENTS CHAPTER 1— SYSTEM OVERVIEW 3 1.0 Introduction 3 1.1 Description of Service Area 3 1.2 Population Profile and Demographic Projections 5 1.3 Fixed Route Transit Services and Paratransit Service, Regional Express Bus Service 9 1.4 Current and Proposed Fare Structure 10 1.5 Revenue Fleet 13 1.6 Existing Facility/Planned Facility 13 1.7 Existing Coordination Between Transit Agencies 14 CHAPTER 2 - EXISTING SERVICE AND ROUTE PERFORMANCE 15 2.1 Fixed Route Service 15 2.2 Dial -A -Ride Service 23 2.3 Key Performance Indicators 23 2.5 Major Trip Generators and Projected Growth 24 2.6 Equipment, Passenger Amenities and Facility Needs 25 CHAPTER 3 - PLANNED SERVICE CHANGES AND IMPLEMENTATION 25 3.1 Recent Service Changes 25 3.2 Recommended Service Changes 26 3.3 Marketing Plans and Promotions 26 3.4 Budget Impact on Proposed Changes 28 CHAPTER 4 — FINANCIAL AND CAPITAL PLANS 28 4.1 Operating and Capital Budget 28 4.2 Funding Plans to Support Proposed Operating and Capital Program 29 4.3 Regulatory and Compliance Requirements 29 Beaumont Pass Transit SRTP 17/18 2 I Page CHAPTER 1- SYSTEM OVERVIEW 1.0 Introduction Short Range Transit Plan (SRTP) is an annual document created for the purpose of evaluating current transit system and analyzing for improvements. Capital improvement projects are proposed for funding and operational needs assessed. Service area, demographics, and performance are considered. This document is for Beaumont Pass Transit for Fiscal Year (FY) 2017/2018 and looking ahead to FY 2018/19 and FY 2019/20. 1.1 Description of Service Area Beaumont Pass Transit services approximately 50 square miles and includes City of Beaumont, City of Calimesa and parts of unincorporated Riverside County area of Cherry Valley. Additionally, Beaumont Pass Transit transports passengers into City of Banning and commercial area of Cabazon including Casino Morongo and Premium Outlet Malls. At the center of 3 major thoroughfares, Interstate 10, Highway 60 and Highway 79, Beaumont Pass Transit offers fixed route, commuter link, and paratransit service. Passengers are able to connect easily with other Beaumont Pass Transit routes as well as with regional transit providers such as Banning Pass Transit, Riverside Transit Agency (RTA) and Sunline Transit Agency at one central location, Beaumont Walmart. Beaumont Pass Transit has a commuter link to transport Pass Area passengers into San Bernardino County. Commuter Link 120 travels six days a week from Beaumont into San Bernardino County with express service into Calimesa, Downtown San Bernardino Transit Center, San Bernardino Depot and Veterans Affairs Hospital in Loma Linda. Downtown San Bernardino Transit Center offers extensive connection possibilities for passengers. Providers included at the Downtown Transit Center are Omnitrans, Victorville Transit Agency, and Mountain Transit. Coming in Fall 2017, Metrolink will add a stop to Downtown San Bernardino Transit Center with a pass through stop at San Bernardino Depot. System map follows: Beaumont Pass Transit SRTP 17/18 3 1 Page JosueD usuesl oulpioung wag Lolso75 Mul 040W IWInsoH suasp•A oulpseu»g JO$ tpun auwl 0g Hun daIlinWWOO Jn apugas siss4061,8 aseJ M111 uoRelne0 ovum alausaw • — — — — OZ[ 4141 saPutiuoD 9444301te1511@ 3Wll-1tl311 6 alnoa L a..noa + stoma _ �llwk S nosed Z a7noa lISNYV1SSdd 3lVDS O1ION &IW sn• es wowneagvivu sn OES8-69L (ISO �L1� d► IA1 W 31SAS rid ADwAot R �R .1u0.1N • aIs 144 ��sueal ssed •••• .. luownees • Js � ama s' 1.2 Population Profile and Demographic Projections According to recent numbers published in May 2017 by California Department of Finance, Beaumont is the second fastest growing city in Riverside County, behind City of Calimesa, and the eighteenth fastest growing city in California, as of January 2016. City of Beaumont experienced a 3.02% population increase from January 2015 to January 2016. Population rose from 44,821 residents in 2015 to 46,179 in 2016. There are 15,200 housing units in Beaumont and continues to grow in number with 500 new single family dwelling building permits scheduled for release this year. City of Calimesa, Beaumont's neighbor to the west, grew 3.1% from January 2015 to January 2016. Beaumont Pass Transit has engaged with Calimesa to offer transportation service to residents as well as offer regional connection opportunities for passengers. Since 2013, Commuter Link 120 has had a stop in Calimesa on its way to and from San Bernardino Metrolink Station, Loma Linda Veterans Hospital and most recently to Downtown San Bernardino Transit Center. In August 2016, a fixed route was launched in Calimesa, Route 136, with service of residential areas to popular destinations in Calimesa including commercial area and community facilities such as City Hall and Senior Center. Beaumont has 11 public schools in Beaumont Unified School District: 6 elementary, 2 middle, 1 charter, and 2 high schools. Transportation provided by Beaumont Unified School District was eliminated several years ago for middle and high school students. Many families continue to rely on public transportation to transport youth passengers to and from school. Youth population (under age 19) in Beaumont is 32.7%1. However, youth passengers make up 50% of total passengers on Beaumont Pass Transit. Beaumont has two large active adult communities, with another in the late planning stage and several mobile home parks for persons over the age of 55. There is a reported senior population (persons over the age of 60) of 15.7%2. The growing active adult communities and the corresponding increase in population for this age group will impact paratransit and fixed route needs. Released in December 2016, 2011-2015 American Community 5-year Estimate done by U.S. Census Bureau shows a population of 40,899 and is diverse as outlined below: Demographic Population Estimation Percent RACE Total population 40,899 _ 100% One race 38,362 93.8% Two or more races 2,537 6.2% 12011-2015 American Community Survey 5-year Estimates U.S. Census Bureau 2 2011-2015 American Community Survey 5-year Estimates U.S. Census Bureau Beaumont Pass Transit SRTP 17/18 5 I Page One race 38,362 93.8% White 27,210 66.5% Black or African American 2,880 7.0% American Indian or Alaska Native 332 .8% Asian 3,623 8.9% Native Hawaiian or other Pacific 57 .1% Some other race 4,260 10.4% Two or more races 2,537 6.2% White and Black or African 489 1.2% White and American Indian 324 .8% White and Asian 533 1.3% HISPANIC OR LATINO AND RACE Total Population 40,899 100% Hispanic or Latino 15,939 39.0% Mexican 14,249 34.8% Puerto Rican 322 .8% Cuban 112 .3% Other Hispanic or Latino 1,256 3.1% Not Hispanic or Latino 24,960 61.0% White alone 17,402 42.5% Black or African American alone 2,766 6.8% American Indian or Alaska Native 68 .2% Asian alone 3,521 8.6% Native Hawaiian or other Pacific 57 .1% Some other race alone 71 .2% Two or more races 1,075 2.6% Ridership Demographics Ridership surveys conducted in 2013 show the average passenger to be 21 years of age, 56% of all passengers are female, and Veterans of Armed Forces make up 2% of all passengers. The following charts are compiled from data collected from 2013 passenger surveys: Beaumont Pass Transit SRTP 17/18 6 I Page Age of Passengers Employment Status Under 18 Years 19-50 Years 50+ Years Full Time or Part Time K-12 Students College Students Retired Unemployed/Homemakers Beaumont Pass Transit SRTP 17/18 7 I Page a� Household Income (Excluding Youth Passenger Data) Passenger Ethnicity Beaumont Pass Transit SRTP 17/18 ■ Less than $7,500 ■ $7,500-14,999 • $15,000-24,999 • $25,000-34,999 $35,000-49,999 $50,000-74,999 ■ Latino/Hispanic ■ White/Caucasian s Black/African American ■ Multiple ■ Other/Undeclared 8 I Page General passengers surveyed indicate 58% do not currently have a driver's license, 55% state they do not have access to an operating vehicle and are transit dependent, and 33% are discretionary riders, have access to a vehicle, and choose to ride public transit because driving is too expensive. 1.3 Fixed Route Transit Services and Paratransit Service, Regional Express Bus Service Beaumont Pass Transit operates seven days a week. Routes are planned based on needs, residential density and popular destinations. Fixed Route Beaumont Pass Transit operates a total of eight fixed routes, including one Commuter Service, with eleven buses. They are listed as follows: Monday through Friday- Five Routes: Routes 3 (two buses at peak), 4, 7 (two buses), 9 and 136 - Monday through Saturday- One Route: Commuter Link 120 Saturday only- One Route: Route 3/4 - All days: Route 2 (two buses) Fixed route service, not including Commuter Service, has experienced a decrease in ridership to finish this projected fiscal year. Passenger trips are projected for FY 17 to be 176,676. This is a 5.53% decrease when compared to 186,463 passenger trips in FY 16. Service hours are as follows: Monday — Friday Saturday and Sunday 6:30 a.m. to 7:50 p.m. 8:00 a.m. to 6:00 p.m. During the holidays of Martin Luther King Jr's Birthday, Presidents' Day, Columbus Day, Veterans Day, and Day after Thanksgiving, Beaumont Pass Transit operates limited service and follows a Saturday schedule of 8:00 am to 6:00 pm. Beaumont Pass Transit does not operate on New Year's Day, Memorial Day, Independence Day, Labor Day, Thanksgiving Day or Christmas Day to give employees the opportunity to celebrate with their families. Paratransit Services Paratransit service, otherwise known as Dial -A -Ride (DAR), is a reservation based curb to curb service for residents of Beaumont, Calimesa and Cherry Valley. Qualified passengers include those who reside 3/4 of a mile from a fixed bus route and are certified under American Disabilities Act (ADA). In Beaumont and Cherry Valley, a qualified passenger extends to seniors over the age of 65. Dial -A -Ride service has experienced a decrease in passenger trips in FY 17. Projections for FY 17 project 10,679 passengers, a 2.07% decrease when compared to 10,900 in FY 16. Beaumont Pass Transit SRTP 17/18 9 I Page Dial -A -Ride service hours are: Persons with ADA certification Monday through Friday Saturday and Sunday 6:30 a.m. to 7:45 p.m. 8:00 a.m. to 6:00 p.m. Senior without ADA certification Monday through Friday 8:00 a.m. to 4:00 p.m. Saturday 8:00 a.m. to 5:00 p.m. DAR observes the same holiday schedule as fixed route system. Limited Service is provided on Martin Luther King Jr's Birthday, Presidents' Day, Columbus Day, Veterans Day, and Day after Thanksgiving. No service is provided on New Year's Day, Memorial Day, Independence Day, Labor Day, Thanksgiving Day, or Christmas Day. Regional Express Bus Service Commuter Link 120 was introduced in 2013 and is Beaumont Pass Transit's Regional Express Bus Service. Since 2013, ridership has increased and the service continues to expand. Commuter Link 120 has grown from its initial planned route. This service travels from Beaumont Walmart and Civic Center with stops in Calimesa as it continues to San Bernardino Metrolink and Loma Linda Veteran's Affairs Hospital. In 2016, a new stop was added to the route which now services San Bernardino Transit Center making connections easier to Omnitrans, Victor Valley and Mountain Transit. Commuter Link 120 has grown over the years. FY 15 total ridership totaled 8,075 passengers while FY 16 saw 10,691 passengers which equated to a 24.5% increase in passengers. FY 17 has a projected increase of 8% with an anticipated 11,621 passengers. 1.4 Current and Proposed Fare Structure In 2012, Beaumont Pass Transit adopted the current fare schedule. In FY 17, additional fare types were added specifically as it pertains to commuter service. Existing fare schedule has been in place for 5 years, and will be analyzed in FY 18 for necessary adjustments. Fixed route passengers have a variety of options as it relates to fare media: 1- One-way fare a. General passengers- $1.15 b. Youth passengers- $1.00 c. Seniors, Disabled, and Veterans- $.65 d. Children under 46" tall- $.25 (when accompanied by a full fare paying passenger) 2- Day Pass (Local Fixed Route) a. General passengers- $3.00 b. Youth passengers- $3.00 c. Seniors, Disabled, and Veterans- $1.80 Beaumont Pass Transit SRTP 17/18 10 I Page 3- 10 Trip Pass or Punch Card a. General passengers- $10.35 b. Youth passengers- $10.00 c. Seniors, Disabled, and Veterans- $5.85 4- Monthly Pass (Local Fixed Route) a. General passengers- $36.00 b. Youth passengers- $30.00 c. Seniors, Disabled, and Veterans- $21.50 5- Valid 'Go Pass' passengers ride fixed route system for free. 6- Active Military Personnel ride fixed route system for free. 7- Jurors summoned to serve at Banning Courthouse ride for free. Commuter Link 120 has a variety of options which includes opportunity to connect with Beaumont Fixed Routes and Omnitrans Transit Agency wherever our agencies connect: 1- One-way fare a. General Passenger- $3.00 b. Youth Passenger- $2.00 c. Senior, Disabled, and Veterans- $2.00 d. Child under 46"- $2.00 2- Day Pass (Commuter Link plus Local Fixed Route) a. General Passenger- $7.00 b. Youth Passenger- $7.00 c. Senior, Disabled, and Veterans- $5.00 d. Child under 46"- $5.00 3- 10 Trip Punch Card a. General Passenger- $27.00 b. Youth, Child, Senior, Disabled and Veterans- $18.00 4- Monthly Pass (Commuter plus Local Fixed Route) a. General Passenger- $75.00 b. Youth Passenger- $75.00 c. Child under 46"- $50.00 d. Senior, Disabled, and Veterans- $50.00 5- Active Military Personnel ride Commuter Link for free. Dial -A -Ride has options as well: 1- Base Fare a. Qualifying passengers- $2.00 b. All other companions- $3.00 c. Personal Cares Assistants- Free 2- 10 Ride Punch Card a. Qualifying passengers- $18.00 Beaumont Pass Transit SRTP 17/18 11 1 Page FARE SCHEDULE Have exact fare ready when bus arrives. Drivers cannot make change. NO REFUNDS FIXED ROUTE FARES Fare Categories Base Fare Day Pass 10 Ride Punch Card 10 Ticket Book Monthly Pass General $1.15 $3.00 N/A $10.35 $36.00 Youth (grades K-12)* $1.00 $3.00 $10.00 N/A $30.00 Child (46" tall or under) Accompanied by a paying adult $.25 N/A N/A N/A N/A Senior/Disabled (60+)* $.65 $1.80 N/A 1 $5.85 $21.50 Military Veterans* $.65 $1.80 N/A $5.85 $21.50 Deviations (Route 3) $.25 N/A N/A N/A N/A Jury Duty** FREE N/A N/A N/A N/A Go Pass: MSJC students* (During valid school sessbn only) FREE N/A N/A N/A N/A Active Military* FREE N/A N/A N/A N/A COMMUTER LINK FARES COMMUTER LOCAL LINK + FARES Fare Categories Base Fare 10 Ride Punch Card Day Pass Monthly Pass General $3.00 $27.00 $7.00 $75.00 Youth* (grades K-12) $2.00 $18.00 $7.00 $75.00 Child (46" tall or under) Accompanied by paying aduk $2.00 $18.00 $5.00 $50.00 Senior/Disabled* $2.00 $18.00 $5.00 $50.00 Military Veterans* $2.00 $18.00 $5.00 $50.00 Active Military* FREE N/A N/A N/A * If you plan to use a senior, disabled, youth, military or GoPass discounted fare, you must show proper ID each time you board the bus. You must also show proper ID to purchase discounted passes/tickets. ** Jury Duty - All jurors summoned to serve in Banning courthouses are able to ride for free directly to and from the courthouse via Route 2. Jurors must show their current and valid juror summons badge to the bus driver. 1 'J _ - rirrifil rirl71111 Fare Categories Base Fare 10-Ride Punch Card One -Way $2.00 $18.00 Companion & Child (46" tall or under) $3.00 N/A PCA (w/I.D.)** FREE FREE No Show $2,00 N/A Dial -A -Ride is a transportation service for ADA, disabled and seniors over 65 years of age. Reservations are required at least 24-hours in advance and may be made by calling (951) 769-8532. **If you plan to use a PCA (Personal Care Attendant) free fare, you must show proper ID each time you board the bus. Questions? (951) 769-8530 PAS STRANSIT Effective September 12, 2016 Beaumont Pass Transit SRTP 17/18 12 I Page 1.5 Revenue Fleet Fleet Characteristics Beaumont Pass Transit consists of eighteen (18) vehicles. Fifteen are cutaways and three are 40 foot buses. Of the eighteen vehicles, nine are fueled by Compressed Natural Gas (CNG); the other nine are gasoline fueled. All recent and future bus purchases are powered by CNG, as is RCTC's policy. All vehicles are outfitted with bike racks and are ADA compliant with wheelchair lifts and tie down stations. Three buses have audio announcement systems for the visually impaired. Thirteen are equipped with passenger seatbelts. Eighteen vehicles are made up as follows: - Six (6) are Ford E-450 16 passenger buses o Five (5) are gasoline powered; One (1) is CNG - Five (5) are Ford F-550 30 passenger buses o Three (1) are gasoline powered; Two (2) are CNG Four (4) are C-5500 o One (1) gasoline powered; Three (3) CNG - Three (3) are XHF-40 powered by CNG 1.6 Existing Facility/Planned Facility Existing Facility Administrative services for Transit Department are located in downtown Beaumont at Beaumont Civic Center located at 550 E 6th Street, Building D. It is at this location where dispatch, administrative assistance and bus yard are located. Fleet maintenance service is located at 550 California Ave, approximately 1 mile from the administrative building. Customer service required over the telephone including general information, route planning, and Dial -A -Ride appointments are completed by the Transit Department. Walk in customers, including the purchase of fare media, are completed at City Hall, Police Department or Community Services buildings. Planned Facility Due to remodeling and repairs to the only CNG station in Beaumont, located at Beaumont Unified School District, Beaumont Pass Transit CNG buses are being fueled in a combination of locations. The distances listed are represented by one way mileage. The closest CNG station to Beaumont Pass Transit is located 6.2 miles away at City of Banning substation; However its aging compressors has recently made this facility unavailable for public use. Often, buses are driven 14.6 miles away to RTA fueling station in City of Hemet. Another location is 18.3 miles away in City of Moreno Valley. Our last option for CNG fuel is in City of Redlands located 17.6 miles way. Beaumont has begun the process of installing our own CNG fueling station for private and public use. A Request for Proposal (RFP) was generated for the process of selecting a contractor to submit a feasibility study for one of three locations proposed for the station. The Beaumont Pass Transit SRTP 17/18 13 1 Page contract was awarded and the contractor has submitted the study. This study will be taken forward with the findings to Council in the coming months and an additional RFP will be generated for the construction of the station. In conjunction with the RFP process for the location of the CNG station, in April 2017, Beaumont City Council approved a separate citywide project for a study to evaluate civic center plaza facility needs and beautification of downtown. It is expected that coming from the study, the Transit department will need to relocate from the downtown civic center location to an industrial/commercial area to make way for a growing civic center campus and the ultimate result of beautifying the downtown area. It is likely the possibility of combining CNG Station with Administrative along with Fleet Maintenance may be necessary when planning the future of facility needs. 1.7 Existing Coordination between Transit Agencies Beaumont Pass Transit has and is working on multiple agreements with surrounding Transit Agencies. Beaumont has agreements with Banning Pass Transit, Omnitrans, RTA, and Victor Valley Transit Authority (VVTA). The most common agreement Beaumont Pass Transit encounters on a day to day basis is with Banning Pass Transit. Coordination of routes, time table, fare schedule and branding offer a seamless travel experience for passengers of Pass Transit. Fare media, such as presale tickets, punch cards, day and monthly passes are used interchangeably on any Pass Transit bus. There are a few fare media types that are the exception: Banning's youth monthly pass, Banning's student pass, as well as Beaumont's Commuter Link day and monthly passes as it pertains to Commuter+Local usage. Beaumont Pass Transit entered into an Interagency Agreement in FY 17 with Omnitrans and VVTA. We have also updated existing Agreement with RTA. All three agreements are entered into with similar provisions. To assist with the connectivity between systems for our shared passengers, the Interagency Agreement states the following: Passengers presenting a Beaumont Pass Transit multi use (day or month) pass are able to connect to Omnitrans, VVTA or RTA for free wherever the two agencies connect. Passengers presenting a multi use (day, week or month) pass from Omnitrans, VVTA or RTA are able to connect with Beaumont Pass Transit Commuter Link 120 for a $1.00 discount; or to a Beaumont Pass Transit fixed route wherever the two agencies connect. Conversely, Beaumont Pass Transit connects in multiple locations with Omnitrans where this agreement is beneficial to connecting passengers. Besides Downtown San Bernardino Transit Center and San Bernardino Depot, where we also connect with VVTA, passengers are offered the ability to use a transfer at San Bernardino Depot, Loma Linda Veterans Affairs Hospital and along County Line Road in Calimesa. Beaumont Pass Transit SRTP 17/18 14 I Page Passengers shared with RTA have the ability to transfer at Beaumont Walmart and Loma Linda Veterans Affairs Hospital. CHAPTER 2 - EXISTING SERVICE AND ROUTE PERFORMANCE Overall ridership has decreased in FY 17 when compared to 2016. Total system wide passenger trips projects a decline of 6.73% in FY 17 (198,976) when compared to FY 16 (212,373). Beaumont Pass Transit offers three types of service: fixed route, commuter, and paratransit. 2.1 Fixed Route Service Beaumont Pass Transit system operates eight fixed routes, including one commuter link. Fixed routes passengers alone, including commuter link, make up 94.63% of total system wide passenger trips. It is projected fixed route will have 188,297 passenger trips by end of FY 17. This is a 4.49% decrease when compared to the 197,154 passenger trips made in FY 16. Route 2 -Beaumont to Cabazon Beaumont Pass Transit's trunk route is Route 2 and has two-hour headway from Beaumont to Cabazon. Weekday service is achieved by two buses, referred to internally as Route 2-1 and 2-2. Both Saturday and Sunday have one bus on the route. This route services many low income apartment complexes and brings passengers to major places of interest such as commercial, grocery, social services, and employment opportunities. Route 2 is a significant portion of system wide passenger trips at 36.6% of all passenger trips system wide. ROUTE 2 Beaumont to Cabazon Cougar Way Cougar Way -YV 8th St Wal-Mart Transfer o/from ®©00 RTA Eil 210 RTA 31 eannng Pass Trance 1,586 San Gorgonio Rospltal Traostor lu! Irum 3 14 I Sr 7 Y Waning Pau hunt :, 516 Scan QR Code for Route Info Roudng and timetables subject to change. Casino Morongo Transfer to/from Legend I Map not to scale Time Point Transfer Point Other Transit Provider Beaumont Pass Transit SRTP 17/18 15 I Page Route 3 - Beaumont High School to Walmart via Sundance Route 3 is a weekday one hour headway radial route servicing north area of Beaumont including parts of Cherry Valley to Walmart via the easternmost residential community commonly known as Sundance. It also has a deviation built into the route for those living outside City of Beaumont city limits, in Cherry Valley, north of Brookside Ave. Included in the design of this route is to two elementary schools, both middle schools and high school. To assist during afternoon peak hours, a tripper bus is in place to assist with the safe passage of passengers. Route 3 currently makes up 15.4% of total system wide passenger trips. ROUTE 3 WEEKDAY SERVICE (ExceptHolidayo Beaumont, Cherry Valley to Walmart via Sun a s Vineland Aye I:• I�nuoin l I., - Trader to/from Routes Ell .� r,. �� at• ly f+•,Ir 11,1,14 P.w• ttp PASSTRANSIT Cherry Valley Blvd f �n ��Rlr L'.'. 1'r •' I A, I I. Ir• 11,.Il i. App. IEEE Cougar Way Walmart Tradfer to/from Routes 120 RTA 31 RTA 210 SW 220 Routing and timetables subject to change. Leoend Plop not to scale C) Time Point Transfer Point 1st St Scan QR Code foi Route Info REAL-TIME BUS TRACKING N Beaumont Pass Transit SRTP 17/18 16 I Page Route 4 - Downtown to Walmart Route 4 is a weekday one hour headway route which runs primarily east to west via downtown residential areas. The route connects passengers with library, two elementary schools, both middle schools and commercial shopping area of Walmart. Deviation is available to residential and industrial area south of Interstate 10. Passengers on this route currently make up 12.3% of total system wide passenger trips. ROUTE 4 WEEKDAY SERVICE (Excapt Holidays) Downtown via 3 Rings Ranch and Walmart COI k. it r; nn h. n-•:I t�ai. 1111:11 Transfer to/from Routes Ro Cherry valley Blvd I i • L.1 i I -- r----------0 1 pkk Valley Parkway I I < g A E 121h St I r'=> +11 I a I Scan QR Code for Ratite Info REAL-TIME BUS TRACKING waaa.a....aa..aaa..n.a... 10th St Routing and timetables subject to change. Brookside Ave 6th St a Walmart Transfer to/from Routes Minn 120 RTA 31 RTA 210 SUN 220 eaarq 1, 5 &6 PASSTRANSIT Legend Map not to scale Lst St Time Point Transfer Point Other Transit Provider Alternate Morning Route s,111<11,r1pa11 ii,„l,ir.rl Transfer to/ from Route Bamng 1,5&6 Wilson St 1 g i Ramsey St N March 2017 Beaumont Pass Transit SRTP 17/18 17 I Page Route 7- Tournament Hills/Fairway Canyon to Beaumont High School Route 7 is a weekday service and follows the Beaumont Unified School District calendar. This route was designed to service passengers during the peak hours of morning and afternoon between the westernmost residential areas of Beaumont, both middle schools, and high school. There are two buses on this route, which we internally refer to as Route 7-1 and 7-2. Passengers make up 16.4% of total system wide passenger trips. ROU'rE 7 WEEKDAY SERVICE I Tournament Hills & Fairway Cnyn (When school is in session) Routing and timetables subject to change. Scan QR Code for Route Info REAL-TIME BUS TRACKING beaumontdoublemapoom Legend I Map not to scale Time Point ® 'Transfer Point Beaumont High School Transfer to Routes n N July 2016 Beaumont Pass Transit SRTP 17/18 18 I Page Route 9 - Seneca Springs to Beaumont High School Route 9 is a weekday service that follows the Beaumont Unified School District calendar. Like Route 7, this route was designed to service passengers during the peak morning and afternoon hours between south east residential area, both middle schools, and high school. Passengers make up 5.8% of total system wide passenger trips. ROUTE 9 WEEKDAY SERYIICE (when school is in session) Seneca Springs vmelald St Cherry Valley Bird Beaumont High School Transfer to/ from Routes ©0 ,,bait Valley � a South Cougar Way Transfer to/ from Routes -.r��n Gn 4:nnh• lido REAL-TIME BUS TRACKING North Cougar Way Trasfer toffrom Routes 12th Si Pennsylvania Ave/8th Street Transfer to Routes 4 Bth St 0 Routing and ttmetablea subject to change. Legend I Map not to scale Time and/or Transfer Point Transfer Point Afternoon Alternate Other Transit Provider Walmart ®OE ©©B RTA 31 PASSTRANSIT N Beaumont Pass Transit SRTP 17/18 August 2016 19 1 Page Route 136- Calimesa Route 136 was introduced in FY 17 to service the passengers in City of Calimesa. The route has a 20 minute headway and services central residential areas of Calimesa while offering service to passengers in the outlying areas during morning and afternoon peak times. This route services the Calimesa City Hall and Senior Center and commercial areas. This route also connects passengers with regional connection opportunities with Commuter Link 120 on Calimesa Blvd as well as with Omnitrans on County Line Road. This route makes up 1% of total system wide passenger trips. WEEKDAY SERVICE 1 Calimesa Effective February 27. 2.01 7 PASS'TRANSIT ..aw,006. Commuter Link 120 • on Calimesa Blvd STATE PROS SN YPP7. G (—EA U-h Morning/Afternoon Alternate (when school is in session) Alternate Time Point Cif Deviation Available. Call (951) 769-8530 to schedule. ..rti nl; i t.11b hn Ktatl, liIlo Beaumont Pass Transit SRTP 17/18 20 1 Page Route 3/4— Saturday service from Cherry Valley to Walmart Route 3/4 is a Saturday one hour headway service. It is a combination route of Route 3 and Route 4. Since this route runs only on Saturday, as well as on limited service days, it has undergone a change this FY to increase service to places of interest while still keeping one hour headway. This route makes up 1.3% of total system wide passenger trips. ROUTE 3/4 Saturday Service Cherry Walley, Beaumont to Walmart Effective January 7 v 20 7 Cherry Valley Blvd Scan QR Code for Route Info E 6th St PASSTRANSIT Routing and timetables subject to change. Oak Valley Pkwy Time Point Transfer Point to Route 2 1st St January 2017 Beaumont Pass Transit SRTP 17/18 21 Page Commuter Link 120 Commuter Link 120 is a commuter route connecting the Pass Area to San Bernardino County. Passenger trips on this service make up 5.8% of total system wide passenger trips. At one hour and forty five minute headway, this commuter route connects the Pass Area with regional connection opportunities in San Bernardino including Metrolink station at San Bernardino Depot and Downtown San Bernardino Transit Center with stops in Calimesa and Veterans Affairs Hospital in Loma Linda. CCMICIV'*ER LIIIK 12C EFFECTIVE 9/ 1 2/2 010 Beaumont to Calimesa, San Bernardino Transit Center, San Bernardino Metrolink & Loma Linda VA Routing and timetables subject to change. { Beaumont Walmart Transfer to/from Routes 2, 3, 4, & 9 RTA31&35 Scan OR Ude for Route Info Saturday 3/4 CAI 2nd Street AeM uowan iW N 2nd Street County Line Road r- San Bernardino Transfer to/ from '"r" OmmrTrans VVTA MARTA 2nd Street a Rialto Ave Calimesa Transfer to/ from Route °1 Myrtlewood Dr I Pass Transit fD ag -- e a and s6uuds puelLAH Magnolia Ave. ---- a PASSTRANSIT 136 Beaumont Transfer to/from Route IPass Transit Legend Map not to scale Time Point Transfer Point Other Transit Provider Beaumont Pass Transit SRTP 17/18 22 I Page 2.2 Dial -A -Ride Service Dial -A -Ride is made up of two buses. This is a reservation based system and offers curb to curb service for qualified passengers. Service is provided for persons of ADA certification in the cities of Beaumont, Calimesa and parts of Cherry Valley who live 3/4 of a mile from a fixed bus route. Service is also provided for persons over the age of 65 in Beaumont and parts of Cherry Valley. Dial -A -Ride passengers make up 5.3 % of system wide ridership. 2.3 Key Performance Indicators Riverside County Transportation Commission adopted a Productivity Improvement Plan (PIP) for the transit operators of Riverside County. The PIP sets efficiency and effectiveness standards that transit operators are to meet. Progresses towards these standards are reported to the Commission. The following table shows Beaumont's performance indicators and is also shown in Tables 7 and 8. Performance Indicators FY 2016/17 Target FY 2016/17 3Q Performance Year -to -Date Performance Scorecard Mandatory: 1. Farebox recovery ratio >=10.00% 16.21% Meets Target Discretionary: 1. Operating cost per revenue hour <_ $84.67 $81.23 Meets Target 2. Subsidy per passenger >46.75 and <=$9.13 $8.67 Meets Target 3. Subsidy per passenger mile >41.41 and <=$1.91 $1.82 Meets Target 4. Subsidy per hour >=$63.00 and <=$85.24 $68.06 Meets Target 5. Subsidy per mile >=$3.70 and <=$5.00 $4.03 Meets Target 6. Passengers per revenue hour >=7.91 and <=10.70 7.8 Fails to Meets Target 7. Passengers per revenue mile >=0.47 and <=0.63 .46 Fails to Meets Target Beaumont Pass Transit SRTP 17/18 23 I Page diN 2.4 Productivity Improvement Efforts Beaumont Pass Transit uses several products and web based methods to connect passengers with the system. Three such products are Double Map, Google Transit, and Everbridge Communication System. Double Map is a web -based, real time GPS bus locating system where passengers can track the position of a bus via any device at home, bus stop or anywhere in between. We have found this has helped passengers connect with and between buses in our system. A QR code has been added to all route maps where passengers can scan and directly link to the website showing the route, bus location, and time table. Free app is also available for download. Double map also has the ability to post announcements and notifications. Google Transit is a major source of information passengers rely on for planning trips. It offers route information, bus stop locations and time frame for travel. Beaumont is continually monitoring and inputting information into Trillium for posting on Google Transit. New in FY 17 is the ability to contact pre subscribed passengers via text, email or phone using a mass informational system called Everbridge. In conjunction with Police Department and other City departments, Beaumont Pass Transit has the ability to send out messages and notifications as it relates to transit to those who opt in to such messages. Beaumont Pass Transit hopes to increase our passenger base by empowering the public with strategy and knowledge of public transportation system. Passengers are invited to attend informational travel training sessions. Additionally, travel training trips have been planned and conducted where fixed routes, commuter link, and in some cases rail service are utilized. Diligent efforts are being made to bridge the information gap of the public transit services available. Education of public transit, by means of travel training informational meetings and outings, will assist in the alleviation of common fears surrounding public transit and get passengers comfortable with moving around and using public transportation. To help our system grow, Beaumont intends to update the current Comprehensive Operations Analysis (COA) conducted in 2013. The 2013 document, although never formally adopted, was created by analyzing Beaumont and Banning Pass Transit systems independently. Assumptions were made regarding needs and projected population growth. The actual pattern of residential growth has significantly differed from what was assumed. 2.5 Major Trip Generators and Projected Growth About half of Beaumont Pass Transit's passengers are Youth (grades K-12) passengers primarily traveling to and from home and high school/middle schools. This particular clientele is expected to increase as the population and housing continues to grow. To service a larger audience of this category, peak hour service will be adjusted. City of Beaumont continues to grow with still hundreds of more homes planned to be built this year. Transit is challenged with the opportunity to grow with the population. Our population is Beaumont Pass Transit SRTP 17/18 24 I Page . — - currently reported to be 46,179 and is quickly approaching 50,000. Beaumont will soon be in the urban category therefore requiring 20% farebox recovery ratio as mandated by the Transportation Development Act (TDA). Homes are being built in previously unoccupied areas. Routes will be created or adjusted this coming FY to bring service to the growing residential areas. Beaumont's trunk route, the Route 2, continues to be a successful route making up 36.5% of system wide ridership. As the trunk route, this specific route stays on the major arterial roads where commercial, social service and employment opportunities are located. Commuter Link 120 continues to grow in ridership. Our dedicated stop at Downtown San Bernardino Transit Center has brought an increase in ridership. This fall, the movement of the Metrolink Station to Downtown San Bernardino Transit Center, will increase effective connections for passengers traveling by means of other agencies. Commuter Link 120 route will be adjusted to eliminate the current stop at San Bernardino Depot for the one centralized location at Downtown San Bernardino Transit Center. This change will decrease our headway and offer more service for passengers coming in or out of the Pass Area. 2.6 Equipment, Passenger Amenities and Facility Needs Half of the 22 shelters Beaumont Pass Transit has installed are located in the commercial areas serviced by Route 2. The other half are located in high ridership areas such as high density residential areas and schools. There are a handful of benches also located in our service area. To coincide with the shelters, benches and bus stops, Beaumont Pass Transit would like to purchase new bus stop signage to replace the existing weathered and faded signs. A new design with new timetable holders will bring attention to the system that is currently faded into the background. Recent purchases for our fleet maintenance department have made the repairs of our fleet more productive and easier for mechanics. New equipment includes the purchase of mobile bus lifts with lift adaptors and transmission jack. Maintenance facility itself requires repair or relocation as stated above in Section 1.6. CNG feasibility study, which went out to bid, required respondent to analyze the feasibility of repairing the current location or relocating to another location perhaps at the proposed CNG location. More information will be available as the project develops. CHAPTER 3 - PLANNED SERVICE CHANGES AND IMPLEMENTATION 3.1 Recent Service Changes The launch of Calimesa Route 136 was introduced in August of this fiscal year. Working closely with City of Calimesa and Yucaipa Calimesa Joint Unified School District, Beaumont adopted an agreement in February 2017 allowing Beaumont Pass Transit to service Mesa View Middle Beaumont Pass Transit SRTP 17/18 25 I Page School campus. Route map and time table consequently changed and passenger use has increased by 106 passenger trips from February to March 2017. Route 3/4, which was a weekend route, has undergone some changes this fiscal year. In July 2016, due to poor ridership, Sunday service was eliminated. The bus route for Saturday service was analyzed and changed in January 2017. The change in January included the expansion of the route to cover more service area including high density residential areas on the east and west side of Beaumont Ave. This service compliments the only other local route that runs on Saturday, or on limited service days, Route 2. 3.2 Recommended Service Changes Every existing route in Beaumont's system will be analyzed and adjusted to keep up with the growing population. It has become necessary to analyze the routes in Beaumont individually and as a whole. The first route to be reconfigured will be Commuter Link 120 as discussed in section 2.5. Current route services San Bernardino Metrolink Station, now known as San Bernardino Depot. In Fall 2017, Metrolink will add a stop at Downtown San Bernardino Transit Center and have a pass through at the Depot. Commuter Link 120 will adjust the route to eliminate the stop at San Bernardino Depot since Metrolink service will be available at Downtown San Bernardino Transit Center. All fixed routes will be analyzed for efficiency and productivity in FY 18. Routes 7 and 9, our weekday peak hour service, will be adjusted for maximum impact to the residential communities it is designed for. Route 3 currently has ample time built into the schedule to accommodate deviations. Unfortunately deviations are not consistent, which leaves a notable amount of revenue time on Route 3 without passengers. Routes 4 has potential to service more passengers and offer more frequent service to areas in Beaumont currently only served by Route 2. With the adjustments, more frequent service will be offered along the arterial commercial streets. 3.3 Marketing Plans and Promotions There are mediums currently in place that help Beaumont Pass Transit communicate with the public. We engage social media, post messages on Double Map, and have a web portal on City website where comments/questions can be posed to staff. We have recently gained access to the ability to send out mass text, email, or voice communication to passengers who sign up for the service through Everbridge Communication System. Throughout the year our service is marketed with free rides, visible appearances, and provides functional use for the City. The opportunity to present the service and fleet to a captive audience has had positive effects with the community that would have normally not considered public transit. Throughout the year, staff attends week long school orientation at Beaumont High School as well as Back to School nights at other campuses. We also coordinate and participate in community events such as annual Veterans Expo, 'Stuff the Bus' Food Drive, Beaumont Pass Transit SRTP 17/18 26 I Page attend multiple monthly transportation meetings, and participate in parades and festivals. We offer promotional free rides such as on the Day after Thanksgiving and to boost ridership on targeted routes. In 2016, three parades were participated in: Cherry Festival parade, and two holiday light parades and the Cherry Festival parade. Cherry Festiva! Parade: June 2016- `Spare Shuttle' Holiday Light Parade: December 2016 in City of Beaumont and City of Calimesa At the holiday light parade, the bus was decorated from bumper to bumper, roof to floorboard with holiday lights. For the Cherry Festival parade, the bus was transformed to look like a space shuttle for the functional use that Beaumont Pass Transit is Cherry Festival's shuttle. Beaumont Pass Transit continues to offer free shuttle service for Cherry Festival and for 4th of July fireworks show and concert. Both events are located at the same location, Stewart Park. The park is in the center of a residential area that does not have sufficient parking for the amount of attendees. Cherry Festival is a 4 day event that draws about 40,000 patrons to the park located at the heart of downtown Beaumont. Beaumont Pass Transit has been working Beaumont Pass Transit SRTP 17/18 27 I Page with Cherry Festival for many years to provide shuttle service for passengers to the fairgrounds from off site locations. Last year, 900 passengers took advantage of the free service. Conversely, 4th of July Fireworks draws thousands of people to the park, over 300 passengers rode the service to the park. One new feature this fiscal year has been travel training. Preliminary discussions and surveys resulted in a common known fact that persons are intimidated by public transportation. To help alleviate the intimidation, Beaumont Pass Transit is and will continue to market travel training. Persons or groups that need guidance can be trained in the details of reading timetables, boarding and alighting, and how to connect to other routes and agencies. Notably, travel training is extending itself one step further by connecting to the Metrolink via Commuter Link 120. To show passengers the ease of using public transportation, travel groups will be accompanied through the process of riding Commuter Link 120 to San Bernardino Metrolink where we continue the travel into Union Station and beyond. Future marketing plans will include reaching out to residents more frequently and meaningfully via social media, quarterly newsletters, mail inserts in utility bills, advertisements in the local newspaper and/or special sections. Staff will reach out to the community for information and feedback on how the system can improve, be more beneficial, and hear concerns for system evaluation. 3.4 Budget Impact on Proposed Changes Beaumont Pass Transit will not be starting a new service this fiscal year; however, we will adjust and improve on existing. Notably, Commuter Link 120 time change must happen right away to ensure connection with the Metrolink schedule. Fiscal impact on the budget will be slightly impacted. It is likely the route will start slightly earlier, and run later. This will be an added loop or approximately two hours of service. Route adjustments to Routes 3, 4, 7 and 9 have minimal budget impact. Start and end time of the route will not be effected. CHAPTER 4 - FINANCIAL AND CAPITAL PLANS 4.1 Operating and Capital Budget Beaumont Pass Transit is requesting $2,670,933 in LTF funding for FY 2018, a 4.53% percent increase over FY 17 funding. Included with the increased daily operations costs, is funding for the update of existing COA and continued operation of Calimesa Route 136. One Capital improvement project listed on Table 4 is project 18-01 in the amount of $300,000 for the construction of CNG station in Beaumont for our fleet and public use. It will be used in addition to other capital projects already approved in prior fiscal years for the same project. Beaumont has begun the process of planning the station by publishing an RFP for feasibility of Beaumont Pass Transit SRTP 17/18 28 1 Page several preselected locations. A contractor was selected, report submitted, and now will be brought to Council. 4.2 Funding Plans to Support Proposed Operating and Capital Program Capital projects are funded through STA funds and Proposition 1B security grants. Operating costs are funded through LTF and LCTOP. 4.3 Regulatory and Compliance Requirements The American with Disabilities Act of 1990 The Dial -A -Ride service provides ADA paratransit service as a required element of ADA. The system uses a self -certification process with professional verification. Pass Area Transit works with RTA to certify ADA passengers and work under the umbrella of RTA's ADA policy. Title VI The Pass Transit System does not utilize federal funds for operating expenses. As such, Title VI requirements do not currently apply to the transit system. Alternatively Fueled Vehicles (RCTC Policy) The Pass Transit System operates nine CNG buses and nine gasoline powered. Future vehicle purchases, like all current purchases, will be in compliance with the RCTC and SCAQMD policies regarding alternative fuel transit vehicles. CNG fueling stations have been historically available in both Banning and Beaumont. However, recent events have led to the shutdown of Beaumont Unified School District and Banning maintenance yard pumps. It has become critical to the operations in Beaumont to secure CNG fuel. State Transit Assistance (STA) Compliance At this time, Beaumont does not utilize STA funding for operating expenses. As such, compliance with the Public Utilities Commission requirement is not applicable. Beaumont Pass Transit SRTP 17/18 29 i Page Z/o Z saw 69Z'iZT 9S6'8T8'T T98'LSS'T 0 ST ST Sbb :mega LTRIOT/S „se6eueN ffpeusuati 9b6'£OZ TZ9'TST 09E'TVT VZVET LL9'ST L09'T 9L6'S8T Z9S'Z 6£L'SLT T817'86 9SVZST 9SZ'LZ 9E9'ZVZ bb9'SK TLS'09T 9b6'£0Z TZ9'TST 09£'T17T KVET LL9'ST L09'T 9L6'S8T Z9S'Z 6£L'SLT T81'86 9SVZST 9SZ'LZ 9£9'ZVZ bb9'SK TLS'09T 890'S9T Sb8`TET Z60'9ZT T8S'E Z69'S £LS'VST b00'bbT Z86'98 ELS'SZT b6E'bT t7T6'6ZZ %S'Z£Z 809'LET 0 0 0 V9 N0 N0 N0 ND NO V9 NO V9 NO V9 NO V9 V9 NO Z£ ZE ZE Ob Ob ££ £E tiZ EE EE EE Ob bZ bZ ZE OE 8Z 8? £ir Eti OE OE OZ OE OE OE E� 9T 9T 8Z OOSS-D OOSS-D OOSS-D Of, Al -IX Oti dHX OSSd aa0d OSSd 0110d OS17-3 0a0d OSS 0110d NO3 NO3 01► *IX OSb3 OaOd OS173 0110d DOSS ILLS ILLS DW9 NO3 NO3 NO3 NO3 NO3 NO3 NO3 NO3 083 083 083 OWD OTOZ 600Z 600Z STOZ STOZ 9i0Z TTOZ 9i0Z TTOZ TTOZ TTOZ STOZ 600Z 800Z OTOZ LT/9TOZ Ad (4ueW "6.0) e;ea-ol,JeeA JO sil e13148A Big Jed WIN sumaj l e6eaaeg LT/9TOZ Ad 4a+eW Winona SellW eP148A e;ea a< ein ;uowness jo Alo avid Newell R&M/ el/S 8T/L102"Ad tiayaaAul JAW - r amel 9T/STOZ Ad pu3 am. aolad MIN eP1118A WO al 9,111 LT/9TOZ Ad SePl40A Aoue6unuo3 # LT/9TOZ Ad eaPPleA airing �# apo3 edAL lend q;6uoi ePl48A peddlnb3 A;Pede3 dwell 6upeos PYe �111 91200 ePeD 409 ppm '63W aeeA pmendp Analuia / (sn4pcnaW) sn9 o) mpaysdan{ twsu?. ipdw` gown inini Z10 Z wed £S£'TSZ 890'17SL TL6'£S9 £ Z 817 :s1e101 Limit:Ws „,Je#euehlipalsueu 8£9'ZSZ ZSVOK 896'09Z 8£9'ZSZ ZSVOK 896'09Z 6Z8't7TZ 8L6'ZTZ 69T'9ZZ i i i V9 V9 V9 0 T i 91 9T 9T OSb-3 PIN 0917-3 PA0A 09173 WoJ Ub3 OTOZ U213 OTOZ CI83 OTOZ LT/9TOZ Ad (ya+eW "fru) ege0-01-100A !O se 010111eA en1131/ Jed 0e114 ewl4e117 a6ennd LT/9TOZ Ad 4a+eW Omen 001111 013111eA e;ea o; 0311 9T/STOZ Ad pu3 mem.10Pd sa11W 0P148A aaea o; ein LT/9TOZ M +eP14eA Aaue6upuo3 ;o # LT/9TOZ Ad 00PIHeA enp0d Jo # 0p00 edll lend peddmb3 Alpedep 010140A dwell 6uRees pue �lrl epo3 PPoW 01)03 111118 •64W JeeA pamed0 4Palla / asuodsab puewea *Amnon' 3o AID ueid Nsusl1 a6ueli Pugs s'ilzrOzAd tianigAie jeeld - r apgel latoiu 1,149wsdw Pm" WIMP-� MiH�lr [mart I anporiatiw Giimitsien Fleet Characteristics Peak -Hour Fleet Financial Data Total Operating Expenses Total Passenger Fare Revenue Net Operating Expenses (Subsidies) Operating Characteristics Unlinked Passenger Trips Passenger Mlles Total Actual Vehide Revenue Hours (a) Total Actual Vehide Revenue Miles (b) Total Actual Vehide Miles Performance Characteristics Operating Cost per Revenue Hour Farebox Recovery Ratio Subsidy per Passenger Subsidy per Passenger Mile Subsidy per Revenue Hour (a) Subsidy per Revenue Mile (b) Passenger per Revenue Hour (a) Passenger per Revenue Mile (b) (a) Train Hours for Rail Modes. (b) Car Miles for Rail M TransTrack Manager"" 4/20/2017 Table 2 -- City of Beaumont -- SRTP Service Summary FY 2017/18 Short Range Transit Plan All Routes FY 2014/15 Audited FY 2015/16 Audited FY 2016/17 Plan FY 2016/17 3rd Qtr Actual FY 2017/18 Plan 13 16 $2,034,290 $238,020 $1,796,271 $1,853,114 $227,610 $1,625,504 $2,549,939 $241,632 $2,308,307 $1,531,878 $248,320 $1,283,558 $2,670,933 $267,094 $2,403,839 222,752 444,478 21,929.7 385,704.0 411,803.0 213,736 1,021,460 23,459.4 391,638.0 425,362.0 242,400 1,823,281 29,186.0 526,757.0 561,577.0 148,019 707,195 18,859.6 318,756.0 340,308.0 234,762 1,672,667 25,229.0 426,094.0 464,243.0 _ , $92.76 11.70% $8.06 $4.04 $81.91 $4.66 10.2 0.58 $78.99 12.28% $7.61 $1.59 $69.29 $4.15 9.1 0.55 $87.37 9.47% $9.52 $1.27 $79.09 $4.38 8.3 0.46 $81.23 16.21% $8.67 $1.82 $68.06 $4.03 7.8 0.46 ~ $105.87 10.00% $10.24 $1.44 $95.28 $5.64 9.3 0.55 Page 1 oft C3B.1 �immE.� ti„niactmey>aapshli® finnition Table 2 -- City of Beaumont -- SRTP Service Summary FY 2017/18 Short Range Transit Plan Excluded Routes 1 FY 2014/15 Audited FY 2015/16 Audited FY 2016/17 Plan FY 2016/17 3rd Qtr Actual FY 2017/18 Plan Fleet Characteristics Peak -Hour Fleet 13 3 Financial Data _ Total Operating Expenses $530,528 $56,781 $2,359,839 $1,196,133 $853,101 Total Passenger Fare Revenue $80,831 $2,807 $215,632 $194,207 $30,302 Net Operating Expenses (Subsidies) $449,696 $53,973 $2,144,207 $1,001,925 $822,799 Operating Characteristics a Unlinked Passenger Trips 77,374 4,230 193,800 109,653 28,060 Passenger Miles 147,011 20,304 1,581,496 526,334 447,542 Total Actual Vehide Revenue Hours (a) 7,248.0 960.8 25,712.0 13,681.0 6,618.0 Total Actual Vehicle Revenue Mlles (b) 114,827.0 12,474.0 480,264.0 249,696.0 155,853.0 Total Actual Vehicle Miles 121,193.0 13,192.0 510,084.0 263,529.0 V 163,416.0 Performance Characteristics Operating Cast per Revenue Hour $73.20 $59.10 $91.78 $87.43 $128.91 Farebox Recovery Ratio 15.24% 4.94% 9.13% 16.24% 3.55% Subsidy per Passenger $5.81 $12.76 $11.06 $9.14 $29.32 Subsidy per Passenger Mile $3.06 $2.66 $1.36 $1.90 $1.84 Subsidy per Revenue Hour (a) $62.04 $56.18 $83.39 $73.24 $124.33 Subsidy per Revenue Mile (b) $3.92 $4.33 $4.46 $4.01 $5.28 Passenger per Revenue Hour (a) 10.7 4.4 7.5 8.0 4.2 Passenger per Revenue Mile (b) 0.67 0.34 0.40 0.44 i 0.18 1 (a) Train Hours for Rail Modes. (b) Car Miles for Rail Modes. TiansTiack Manager"" 4/20/2017 Page 1 oft MIMI um tliarrtidr Ivory kaeprRrJimh fammiaion Table 2 -- City of Beaumont -- SRTP Service Summary FY 2017/18 Short Range Transit Plan Non -Excluded Routes FY 2014/15 Audited FY 2015/16 Audited FY 2016/17 Plan FY 2016/17 3rd Or Actual FY 2017/18 Plan Fleet Characteristics r _ Peak -Hour Fleet 3 10 Financial Data Total Operating Expenses $1,503,763 $1,796,333 $190,100 $335,746 $1,817,832 Total Passenger Fare Revenue $157,188 $224,803 $26,000 $54,113 $236,792 Net Operating Expenses (Subsidies) $1,346,574 $1,571,530 $164,100 $281,633 $1,581,040 Operating Characteristics Unlinked Passenger Trips 145,378 209,506 48,600 38,366 206,702 Passenger Miles 297,468 1,001,156 241,785 180,861 1,225,125 Total Actual Vehide Revenue Hours (a) 14,681.7 22,498.6 3,474.0 5,178.6 18,611.0 Total Actual Vehide Revenue Miles (b) 270,877.0 379,164.0 46,493.0 69,060.0 270,241.0 Total Actual Vehide Miles 290,610.0 412,170.0 51,493.0 76,779.0 300,827.0 Performance Characteristics Operating Cost per Revenue Hour $102.42 $79.84 $54.72 $64.83 $97.68 Farebox Recovery Ratio 10.45% 12.51% 13.67% 16.12% 13.02% Subsidy per Passenger $9.26 $7.50 $3.38 $7.34 $7.65 Subsidy per Passenger Mlle $4.53 $1.57 $0.68 $1.56 $1.29 Subsidy per Revenue Hour (a) $91.72 $69.85 $47.24 $54.38 $84.95 Subsidy per Revenue Mile (b) $4.97 $4.14 $3.53 $4.08 $5.85 Passenger per Revenue Hour (a) 9.9 9.3 14.0 7.4 11.1 Passenger per Revenue Mile (b) 0.54 0.55 1.05 0.56 0.76 (a) Train Hours for Rail Modes. (b) Car Miles for Rail Modes. TiansTrack Manager"" 4/20/2017 Page 1 oft ,- - limsidr fissfy imps tdim faneeuien Table 2 -- Beaumont -BUS -- SRTP Service Summary FY 2017/18 Short Range Transit Plan All Routes r FY 2014/15 Audited FY 2015/16 Audited FY 2016/17 Plan FY 2016/17 3rd Qtr Actual FY 2017/18 Plan Fleet Characteristics I _ ' Peak -Hour Fleet 13 11 Financial Data Total Operating Expenses $1,540,724 $1,514,657 $2,182,939 $1,365,022 $2,270,933 Total Passenger Fare Revenue $207,924 $203,606 $216,632 $231,556 $236,651 Net Operating Expenses (Subsidies) $1,332,800 $1,311,051 $1,966,307 $1,133,466 $2,034,282 Operating Characteristics Unlinked Passenger Trips 204,112 202,826 236,400 139,980 220,523 Passenger Miles 387,813 973,565 1,781,141 671,904 1,630,527 Total Actual Vehide Revenue Hours (a) 18,664.7 19,911.8 26,186.0 16,281.4 21,791.0 Total Actual Vehide Revenue Miles (b) 336,591.0 346,064.0 487,757.0 284,811.0 380,834.0 Total Actual Vehide Miles 358,909.0 376,255.0 519,577.0 301,699.0 402,765.0 Performance Characteristics Operating Cost per Revenue Hour $82.55 $76.07 $83.36 $83.84 $104.21 Farebox Recovery Ratio 13.50% 13.44% 9.92% 16.96% 10.42% Subsidy per Passenger $6.53 $6.46 $8.32 $8.10 $9.22 Subsidy per Passenger Mlle $3.44 $1.35 $1.10 $1.69 $1.25 Subsidy per Revenue Hour (a) $71.41 $65.84 $75.09 $69.62 $93.35 Subsidy per Revenue Mile (b) $3.96 $3.79 $4.03 $3.98 $5.34 Passenger per Revenue Hour (a) 10.9 10.2 9.0 8.6 10.1 Passenger per Revenue Mile (b) 0.61 0.59 0.48 0.49 0.58 (a) Train Hours for Rail Modes. (b) Car Miles for Rail Modes. TiansTiadr Manager"" 4/20/2017 Page 1 oft WOma... ...- lied&toady1•®partdicc lannitsm Table 2 -- Beaumont-DAR -- SRTP Service Summary FY 2017/18 Short Range Transit Plan All Routes FY 2014/15 Audited FY 2015/16 Audited FY 2016/17 Plan FY 2016/17 3rd Qtr Actual FY 2017/18 Plan Fleet Characteristics Peak -Hour Reet 3 r 2 •Financial Data . Total Operating Expenses $493,566 $338,456 $367,000 $166,856 $400,000 Total Passenger Fare Revenue $30,096 $24,004 $25,000 $16,764 $30,443 Net Operating Expenses (Subsidies) $463,470 $314,452 $342,000 $150,092 $369,557 Operating Characteristics Unlinked Passenger Trips 18,640 10,910 6,000 8,039 14,239 Passenger Miles 56,666 47,895 42,140 35,291 42,140 Total Actual Vehicle Revenue Hours (a) 3,265.0 3,547.6 3,000.0 2,578.2 3,438.0 Total Actual Vehicle Revenue Miles (b) 49,113.0 45,574.0 39,000.0 33,945.0 45,260.0 Total Actual Vehide Miles 52,894.0 49,107.0 42,000.0 38,609.0 61,478.0 Performance Characteristics Operating Cost per Revenue Hour $151.17 $95.41 $122.33 $64.72 , $116.35 Farebox Recovery Ratio 6.10% 7.09% 6.81% 10.05% 7.61% Subsidy per Passenger $24.86 $28.82 $57.00 $18.67 $25.95 Subsidy per Passenger Mile $8.18 $6.57 $8.12 $4.25 $8.77 Subsidy per Revenue Hour (a) $141.95 1 $88.64 $114.00 $58.22 $107.49 Subsidy per Revenue Mile (b) $9.44 $6.90 $8.77 $4.42 $8.17 Passenger per Revenue Hour (a) 5.7 3.1 2.0 3.1 4.1 Passenger per Revenue Mlle (b) 0.38 0.24 0.15 0.24 0.31 (a) Train Hours for Rall Modes. (b) Car Miles for Rail Modes. TransTiack Manager"" 4/20/2017 Page 1 of Table 2A Excluded Routes Route # Mode (FR/DR) 120 FR Beaumont Transit FY 201/2018- FY 2019/2020 Short Range Transit Plan Service Type (DO/CO) Route Description CO Commuter Link from Beaumont to San Bernardino Metro Link and Transit Center with stops in Calimesa and Loma Linda Veterans Affairs Hospital 3/4 FR DO Date of Implementation Exemption End Date July 2015 June 2018 Walmart shopping center, BHS, Sports Park, Cherry Valley via Downtown July 2016 June 2019 136 FR DO City of Calimesa - City July 2016 June 2019 Hall/Senior Center , County Line Rd, Ave L to commercial area via Calimesa Blvd Note: Excluded routes are new routes or new service extensions that are eligible for exemption from the farebox recovery requirements. Z!R r Rave 6E8'EOb'Z$ b6O'az$ EE6`OL9'Z$ O'£bZ'b9b O1,60`9Zb O3.60'BZ O'6ZZ'SZ L99'ZL9'T Z9L'VEZ ET imulo ro „„ieSsum veasuseL 11640l+ePl01d WINOS LSS'69E$ EWOE$ 000'000 O1Lb'T9 O'09Z'Sb O'098'E O'SEb'E 014'Zb 6EZ'bt Z sAea Ily Iltla-y39 ot,esa Bb8'bt$ ess'06$ 03,£L'8 0130L'9 O'OZL WO& S9Z131, E9Z'ST T sAed Ily 6-V39 oos'S9$ OOU'OE$ 005'S6$ O'EOT'EZ O'BLO'8T O'LEb'T O'0E6 OOZ'TEZ 00T'8S Z sAea Ily L-y39 b66'98Z$ OSL'SE$ bbL'KE$ 01.1111r O'SOL'Zb 0VIVE O'SEZ'£ 000'TK 009'Eb T sAe4 IW 1,-V39 000'ZS$ 000'E$ 000'SS$ O'993'L 0-04/L 016S 0'66S Zb8'9 LL9'1, T sAea Ily WE-y39 OSZ'90£$ OSL'SE$ 000'ZbE$ O'OLS'Eb O'OST'Tb O'b£E'E O'SLO'£ OOS'E6T OOS'bS Z sAed Ily E-y39 6661,Lb$ 100'06$ 000'S9S$ O10T'TZt O'OOE'9TT noo'B U'E9b'L OOO'69b 000'TZ Z sAedlly Z-y39 EL9'SbT$ 8ZZ'ZT$ TOT'8ST$ O'bOB'SE O'bEZ`ZE 01,09'Z 0'06E'Z 000'LZ EZL'Z T sAea Ily 9ET-y39 9Z61bZ9$ KO'ST$ O00'069$ O'9SL'6TT 0'0LT'9TI O'BTT'b O'6L9'E 00L'ETb 099'0Z I sAea Ily OZT-y39 AMPS enuesea WOO se11N 6e1111 smolt sinolt se11W ieN ae0nissed OupeAsdO 1e3o1 enuewea let0[. enueNwa ieOuessed S:#1e111e13 Elea saiuob 1111 as/LTOZ Ad Z--wittiness io n saNs EIS °lava/ &MS - £ awl sueOuessed 5eP14eA Bleed ed4 Aga # aged NM Z1oZaged SS'0 £'6 49'S$ BZ'S6$ bb'T$ bZ'OT$ %00'0T 9E'TT# LZ'9# LB'SOT$ LTOZIOdo ..+eOeueM peasuea 81%01-18PPAo+d GolmeS TE'0 T'b LT'8$ 6b'LOT$ LL'B$ S6'SZ$ %T91 60'8Z$ WO SE'9TT$ sAe011V btl0-V39 BZ'Z S'Z£ 6Z'TT$ ST'T9I$ LS'T$ 96'0 %6E'9T 46'S$ os'ET# bL'Z6T$ slap 11tl 6-V39 TZ'E ST9 Z9'£$ EVOL$ 9Z'O$ ET'TS %TVIE 49'T$ BZ'S$ 69701$ $Ae01TV L-V39 ZO'T S'ET 9L'9$ EE'611$ OZ'T$ E9'9$ %00'TT SFL$ 091$ 8E'00T# sAe011tl 1,-1/38 E9'0 S'8 66'9$ ZEE$ 09'L$ ZT'TT$ %SFS 9L'TT$ 6£1$ 8T'OOT$ sAe011V WE-V39 Z£'T L'LT bb'L$ 64'66$ 85'T$ ZWS$ %Sb'OT 9Z'9$ TE'8$ ZZ'TTT# sAe01TV E-V39 BT'O 8'Z 90'0 S9'E9$ TO'T$ Z97Z$ %Z6'ST 06'9Z$ 980 TL'SZ$ sAe011V Z-V38 80'0 VT £S'b$ E019$ 04'S$ LS'ES$ MEL 90135# 0614 ST'99$ sAe011V 9ET-V39 8T'0 91 8E'S$ 98'691$ 'NI $ SZ'OE$ %SE'Z 86'0£$ TS'S$ 96'ELT$ sAea IIV OZT-V38 alai ad snoH+od 811W mop 01111 ae6uessed aped Ja6uessed enW anueeab enuanem adALAga * 878011 siebuesed sia6uessed anuanan anuaeaa Jo6uessed .1ed ARNIM Allmon lad 1103 Ad MD Jed ISCD led AWagnS +ad ARNIM Jad APR9nS x06111.1ed 6unendp 6upendO wo]eo1Pul aoueuuo}Tad sapoil IIV VT/LIM Ad Z--;uowneag S!'S/1is awl/ dials - £ aim iqtyusuci, ww•due{+0m) Npurlt tad Beaumont Transit FY 2017/2018- FY 2019/2020 Short Range Transit Plan Table 3A Individual Route Descriptions and Areas Serviced Route Route Description Area/Sites Serviced 2 Trunk Route on major arterial roads of Beaumont Ave, 6th Street, Ramsey St to Cabazon Cherry Valley via Sundance community ending at Walmart Commercial areas of Beaumont including 2nd Street Marketplace, Walmart Transportation Hub, San Gorgonio Hospital, Noble Creek Apartments, Beaumont Civic Center, banks, downtown Beaumont, Stater Bros, Walgreens, Orchard Park Apartments, sports park, shopping, restaurants, San Gorgonio and Mtn View middle schools, medical facilities, social services, DMV, Banning City Hall, Cabazon Outlet Malls and Casino Morongo. 2nd Street Marketplace shopping center, San Gorgonio Hospital, Sundance elementary, Sundance Community, Orchard Park Apartments, Mt. View and San Gorgonio middle schools, Sports Park, Beaumont High School with deviations into expanded areas of Cherry Valley. Downtown Beaumont traveling from Walmart, west on 8th Street and North on Palm Ave to Sports Park. 2nd Street Marketplace shopping center, San Gorgonio hospital, Beaumont Civic Center, banks, downtown Beaumont, library, Stater Bros, Walgreens, Orchard Park Apartments, Sports park, Chatigny Community Center, shopping, restaurants, Mt View and San Gorgonio Middle schools. Servicing Northwestern Beaumont residential communities via Beaumont Ave, Cougar Way, westbound Oak Valley Parkway to Palmer and eastbound Brookside Ave Fairway Canyon, Tournament Hills and Stetson community, Beaumont High, Mt View and San Gorgonio Middle Schools, Oak Valley Greens, Oak Valley Shopping Center. Cherry Valley to Seneca Springs via Pennsylvania Ave and Services Southeastern communities including Seneca Springs and Four Beaumont Ave Seasons Active Retirement Community. Commercial areas of 2nd Street Marketplace including Walmart, Beaumont High School, Mt View and San Gorgonio Middle Schools. 3/4 Cherry Valley Blvd, Beaumont Ave, Brookside, Cherry Ave, Pennsylvania, 8t" St, Xenia, 6t" St, Highland Springs, San Gorgonio Hospital, Walmart Cougar, Vineland, Nancy. Beaumont High School, Sports Park, Chatigny Center, multiple apartments, San Gorgonio Hospital, Beaumont Library, 2nd Street Marketplace, Cherry Valley Market, Cherry Valley Mobile Home Park 120 Walmart to San Bernardino Metrolink, Loma Linda Veterans Affairs Hospital and Calimesa Commuter link with direct service from Walmart to San Bernardino Transit Center and Metrolink with stops at Loma Linda Veterans Affairs Hospital and Calimesa. 136 Calimesa City Hall to commercial area on Calimesa Blvd via County Line Road and Ave L. Calimesa City Hall and Senior Center, residential areas, Fremont Charter Academy, commercial center including Stater Bros and Walgreens, alternate route for Mesa View Middle School offering multiple connections with Omnitrans and Pass Transit Route 120 DAR City Wide 2 DAR curb to curb service for qualified residents of Beaumont and parts of Cherry Valley and Calimesa City of Beaumont FY 2017/18 Summary of Funds Requested Short Range Transit Plan Table 4 - Summary of Funds Requested for FY-2017/18 Project Description Capital Project Number (1) Total Amount of Funds LTF STA Prop 1 B (PTMISEA) Prop 1 B Security LCTOP Fare Box Other(2) Operating Expenses $2,533,650 _ $2,278,785 $254,865 Route 136 $122,283 $110,055 $12,228 Update COA $15,000 $15,000 Subtotal: Operating $2,670,933_ $2,403,840 $0 $0 $0 $0 $267,093 $0 ` CNG Station Improvements 18-01 $300,000 $300,000 Prop 1 B (Security) FY 16/17 18-02 $14,990 Subtotal: Capital $314,990 $0 $300,000 $0 $14,990 $0 $0 $0 Total: Operating & Capital I $2,985,923 $2,403,840 $300,000 $0 $14,990 $0 $267,093 $0 Revised 5/9/2017 Summary of FY 2017/18 Funds Requested.xls Table 4A- Capital Project Justification PROJECT NUMBER (If existing project in FTIP, indicate FTIP ID Number); SRTP Project No: 2018-01 FTIP No: PROJECT NAME: CNG Station Phase 2 PROJECT DESCRIPTION: CNG refueling station project to bring a CNG station to Beaumont area off of the I-10 where public transit, as well as other vehicles, could easily fuel from a predetermined site. One of three locations will be determined at the completion of a comprehensive feasibility study, expected in April 2017. PROJECT JUSTIFICATION: The only public CNG facility in the Pass area is owned and operated by the City of Banning, whose facility is in need of renovation and repair. A second CNG facility exists; however, it is privately used by Beaumont Unified School District and not opened to the public. The nearest facility outside the Pass area is Hemet, which is 22 miles one-way. The total project cost is estimated at $1.4 million for a full -service facility capable of providing CNG fuel for both public users and slow -fill stations for public transportation agencies in the area. PROJECT SCHEDULE: Start Date December 2016 Completion Date July 2018 PROJECT FUNDING SOURCES (REQUESTED): Fund Type Fiscal Year Amount STA 17-18 $300,000 Total $300,000 PRIOR YEAR PROJECTS OF A SIMILAR NATURE WITH UNEXPENDED BALANCE INCLUDING PROJECTS APPROVED BUT NOT YET ORDERED (INCLUDE FTA GRANT#, FTIP ID# AND RCTC'S SRTP CAPITAL GRANT #) FTA Grant # FTIP ID # RCTC/SRTP Project # Description Unexpended Balance (as of 6/30/16) 100,000 N/A N/A 14-1 CNG Station Improvements 15-3 CNG Station Improvements 300,000 16-1 CNG Station Improvements 300,000 Table 4A- Capital Proiect Justification PROJECT NUMBER {If existim project in FTIP, indicate FTIP ID Number): SRTP Project No: 2018-02 FTIP No: PROJECT NAME: Prop 1B Security Grant FY 16/17- Security Cameras PROJECT DESCRIPTION: Security camera purchase and install at new CNG Station PROJECT JUSTIFICATION: As part of CNG station build, grant funds will be used to purchase and install security cameras at the station to ensure safety and security to the investment, staff and the public. PROJECT SCHEDULE: Start Date Completion Date July 2019 June 2021 PROJECT FUNDING SOURCES (REQUESTED): Fund Type Fiscal Year Amount Prop 1B Grant 16/17 $14,990 Total $14,990 PRIOR YEAR PROJECTS OF A SIMILAR NATURE WITH UNEXPENDED BALANCE INCLUDING PROJECTS APPROVED BUT NOT YET ORDERED (INCLUDE FTA GRANT#, FTIP ID# AND RCTC'S SRTP CAPITAL GRANT #) FTA Grant # FTIP ID # RCTC/SRTP Project # Description I Unexpended I Balance f as of 6/30/16) City of Beaumont FY 2018/19 Summary of Funds Requested Short Range Transit Plan Table 5.1 - Summary of Funds Requested for FY 2018/19 5/11 /16 revised PrOct Description Capital Project Number (1) Total Amount of Funds LTF STA Prop 1B (PTMISEA) Prop 1B Security LCTOP Fare Box Other (2' Operating Expenses 2,609,660 2,348,694 260,966 Route 136 125,951 113,356 12,595 LCTOP Route 125 _ 16,899 16,899 1,689 Subtotal: Operating 2,754,199 2,462,050 0 0 0 16,899 275,250 $ - 1 Type 7 bus for replacement w/cameras FY 19-01 500,000 500,000 Wheelchair van w/cameras FY 19-02 85,000 85,000 Subtotal: Capital —. $ 585,000 $ - $ 585,000 $ - $ - $ - $ - $ _ Total: Operating & Capital 1 $ 3,339,199 $ 2,462,050 $ 585,000 _ $ - $ - $ 16,899 � $ 275,250 $ - Revised 5/9/2017 Summary of FY 2018/19 Funds Requested.xls Table 5.1- Capital Project Justification PROJECT NUMBER (If existing prlect in FTIP, indicate FTIP ID Number): SRTP Project No: 2019-01 FTIP No: PROJECT NAME: 1 Type 7 Bus for Replacement w/ Cameras PROJECT DESCRIPTION: Procurement of 1 Type 7 bus for replacement. Bus will be CNG fueled. PROJECT JUSTIFICATION: Larger bus to the fleet to facilitate growing service and connectivity to our surrounding area and to retire smaller gas -fueled buses. Bus does not come equipped with camera security equipment. Cameras will be added after bus is delivered. PROJECT SCHEDULE: Start Date Completion Date September 2018 September 2019 PROJECT FUNDING SOURCES (REOUESTED): Fund Type Fiscal Year Amount STA 18-19 $500,000 Total $500,000 PRIOR YEAR PROJECTS OF A SIMILAR NATURE WITH UNEXPENDED BALANCE INCLUDING PROJECTS APPROVED BUT NOT YET ORDERED (INCLUDE FTA GRANT#, FTIP ID# AND RCTC'S SRTP CAPITAL GRANT #) FTA Grant # FTIP ID # RCTC/SRTP Project # Description Unexpended Balance (as of 6/30/16) N/A N/A N/A N/A N/A Table 5.1- Capital Proiect Justification PROJECT NUMBER (If existing project in FTIP, indicate FTIP ID Number): SRTP Project No: 2019-02 FTIP No: PROJECT NAME: Wheelchair Van and Cameras PROJECT DESCRIPTION: Procurement of gas van with wheelchair ramp. PROJECT JUSTIFICATION: A wheelchair van will serve multiple purposes including a vehicle for Road Supervisor who will be responsible for customer service related to Dial A Ride service as well as Fixed route. This vehicle is essential for customer service aspect of our ADA passengers. This vehicle could transport a wheelchair passenger when necessary while still being on the road for the required position. PROJECT SCHEDULE: Start Date Completion Date September 2019 December 2019 PROJECT FUNDING SOURCES [REQUESTED]: Fund Type Fiscal Year Amount STA 18-19 $85,000 Total $85,000 PRIOR YEAR PROJECTS OF A SIMILAR NATURE WITH UNEXPENDED BALANCE INCLUDING PROJECTS APPROVED BUT NOT YET ORDERED (INCLUDE FTA GRANT#, FTIP ID# AND RCTC'S SRTP CAPITAL GRANT #) FTA Grant # FTIP ID # RCTC/SRTP Project # Description Unexpended Balance (as of 6/30/16) N/A N/A N/A N/A N/A City of Beaumont FY 2019/20 Summary of Funds Requested Short Range Transit Plan Table 5.2 - Summary of Funds Requested for FY 2019/20 5/11/16 revised Project Descri ntion Capital Project Number (1) Total Amount of Funds LTF STA Prop 1 B (PTMISEA). Prop 1 B Security LCTOP Fare Box Other "' Operating Expenses Route 136 2,687,950 129,730 2,419,155 4 268,795 116,757 12,973 Subtotal: Operating_ 2,817,680 2,535,912 0 0 0 0 281,768 $ - 1 Type E bus for replacement w/cameras FY 20-01 200,000 200,000 Subtotal: Capital $ 200,000 $ - $ 200,000 $ - $ - $ - $ $ - Total: Operating & Capital 1 is 3,017,680 . $ 2,535,912 $ 200,000 $ - $ - $ - $ 281,768 $ - Revised 5/9/2017 Summary of FY 2019/20 Funds Requested.xls Table 5.2- Capital Protect Justification PROJECT NUMBER (If existing project in FTIP, indicate FTIP ID Number): SRTP Project No: 2020-01 FTIP No: PROJECT NAME: 1 Type E Bus for Replacement w/ Camera System PROJECT DESCRIPTION: Procurement of 1 Type E bus for the expansion of new routes and replacement of existing buses. New bus will be CNG fueled. PROJECT JUSTIFICATION: Beaumont is in the process of expanding our service in our City as well as into other cities in the Pass area to maximize connectivity of passengers. We have several vehicles reaching retirement. This new CNG bus will help in the goal of operating only CNG buses. PROJECT SCHEDULE: Start Date Completion Date August 2019 March 2020 PROJECT FUNDING SOURCES (REQUESTED Fund Type Fiscal Year Amount STA 19-20 $200,000 Total $200,000 PRIOR YEAR PROJECTS OF A SIMILAR NATURE WITH UNEXPENDED BALANCE INCLUDING PROJECTS APPROVED BUT NOT YET ORDERED (INCLUDE FTA GRANT#, FTIP ID# AND RCTC'S SRTP CAPITAL GRANT #) FTA Grant # FTIP ID # RCTC/SRTP Project # Description Unexpended Balance (as of 6/30/16) N/A N/A N/A N/A N/A Beaumont Transit FY 2017/2018- FY 2019/2020 Short Range Transit Plan Table 6- Progress to Implement Triennial Performance Audit Audit Recommendations (Covering FY 2012/13-2014/15) Action(s) Taken and Results (1) Continue to ensure the timely completion and submittal of the annual State Controller Transit Operators Financial Transactions Reports. Beaumont continues to adamantly work on finances and audits of the City. With the addition of trained staff, procedures have been implemented to prevent delays in completion of these very important documents. FY 17 annual reports are on track to be submitted timely. Prepare and submit separate State Controller Transit Operators Financial Transactions Reports for general public transit and specialized service. Completed. FY 16's SCO reports were prepared and submitted separately and all future reports will follow in the same manner. Work with Riverside Transit Agency and Mt. San Jacinto College on fare revenue reimbursement from the College Go -Pass Revenue Agreement. Staff is preparing documents to propose a separate revenue agreement with Mt. San Jacinto College. It is Beaumont's hope to have a student body vote in early 2018. Track ridership trends for those using mobility devices. Completed. All trip sheets include a column for bus drivers to capture passengers with mobility devices. Admin staff is tracking ridership trends as part of the normal passenger data tracking process. liwiido tcarOy VuapnMio+iammsion Table 7 -- Service Provider Performance Targets Report FY 2016/17 Short Range Transit Plan Revievr City of Beaumont Data Elements FY 2016/17 Plan • FY 2016/17 Target , FY 2016/17 Year to Date Through 3rd Quarter Year to Date Performance Scorecard Unlinked Passenger Trips 242,400 Passenger Miles 1,823,281 Total Actual Vehide Revenue Hours 29,186.0 Total Actual Vehide Revenue Miles 526,757.0 Total Actual Vehide Miles 561,577.0 Total Operating Expenses $2,549,939 Total Passenger Fare Revenue $241,632 Net Operating Expenses $2,308,307 Performance Indicators Mandatory: 1. Farebox Recovery Ratio [ 9.47% 1 >= 10.00% 1 16.210/01 Meets Target Discretionary: 1. Operating Cost Per Revenue Hour $87.37 <= $84.67 $81.23 Meets Target 2. Subsidy Per Passenger $9.52 >= $6.75 and <= $9.13 $8.67 Meets Target 3. Subsidy Per Passenger Mile $1.27 >= $1.41 and <= $1.91 $1.82 Meets Target 4. Subsidy Per Hour $79.09 >= $63.00 and <= $85.24 $68.06 Meets Target 5. Subsidy Per Mile $4.38 >= $3.70 and <= $5.00 $4.03 Meets Target 6. Passengers Per Revenue Hour 8.30 >= 7.91 and <= 10.70 7.80 Fails to Meet Target 7. Passengers Per Revenue Mile 0.46 >= 0.47 and <= 0.63 0.46 Fails to Meet Target : Must meet at least 4 out of 7 Discretionary Performance Indicators Productivity Performance Summary: Service Provider Comments: TransTrack Manager"" 4/20/2017 Page 1 of 1 Beaumont Transit FY 2017/2018- FY 2019/2020 Short Range Transit Plan Table 6- Progress to Implement Triennial Performance Audit Audit Recommendations (Covering FY 2012/13-2014/15) Action(s) Taken and Results (1) Continue to ensure the timely completion and submittal of the annual State Controller Transit Operators Financial Transactions Reports. Beaumont continues to adamantly work on finances and audits of the City. With the addition of trained staff, procedures have been implemented to prevent delays in completion of these very important documents. FY 17 annual reports are on track to be submitted timely. Prepare and submit separate State Controller Transit Operators Financial Transactions Reports for general public transit and specialized service. Completed. FY 16's SCO reports were prepared and submitted separately and all future reports will follow in the same manner. Work with Riverside Transit Agency and Mt. San Jacinto College on fare revenue reimbursement from the College Go -Pass Revenue Agreement. Staff is preparing documents to propose a separate revenue agreement with Mt. San Jacinto College. It is Beaumont's hope to have a student body vote in early 2018. Track ridership trends for those using mobility devices. Completed. All trip sheets include a column for bus drivers to capture passengers with mobility devices. Admin staff is tracking ridership trends as part of the normal passenger data tracking process. ��W M = �� t i n r t ��r f o n t s b q m p : l d i a s ( a m t r i s s i o n F Y 2 0 1 7 / 1 8 - T a b l e 8 - - S R T P P e r f o r m a n c e R e p o r t S e r v i c e P r o v i d e r : C i t y o f B e a u m o n t A l l R o u t e s P e r f o r m a n c e I n d i c a t o r s F Y 2 0 1 5 / 1 6 E n d o f Y e a r A c t u a l F Y 2 0 1 6 / 1 7 4 t h Q u a r t e r Y e a r - t o - D a t e F Y 2 0 1 7 / 1 8 P l a n F Y 2 0 1 7 / 1 8 T a r g e t P l a n P e r f o r m a n c e ( a ) P a s s e n g e r s 2 1 3 , 7 3 6 1 6 5 , 3 8 6 2 3 4 , 7 6 2 w N o n e P a s s e n g e r M i l e s 1 , 0 2 1 , 4 6 0 7 9 0 , 5 5 7 1 , 6 7 2 , 6 6 7 N o n e R e v e n u e H o u r s 2 3 , 4 5 9 . 4 2 0 , 6 8 2 . 1 2 5 , 2 2 9 . 0 N o n e T o t a l H o u r s 2 6 , 2 1 6 . 5 2 2 , 9 9 2 . 7 2 8 , 0 9 4 . 0 N o n e R e v e n u e M i l e s 3 9 1 , 6 3 8 . 0 3 5 0 , 9 3 8 . 0 4 2 6 , 0 9 4 . 0 N o n e T o t a l M i l e s 4 2 5 , 3 6 2 . 0 3 7 4 , 5 6 2 . 0 4 6 4 , 2 4 3 . 0 N o n e O p e r a t i n g C o s t s $ 1 , 8 5 3 , 1 1 4 $ 1 , 5 3 1 , 8 7 8 $ 2 , 6 7 0 , 9 3 3 N o n e P a s s e n g e r R e v e n u e $ 2 2 7 , 6 1 0 $ 2 4 8 , 3 2 0 $ 2 6 7 , 0 9 4 N o n e O p e r a t i n g S u b s i d y $ 1 , 6 2 5 , 5 0 4 $ 1 , 2 8 3 , 5 5 8 $ 2 , 4 0 3 , 8 3 9 N o n e O p e r a t i n g C o s t s P e r R e v e n u e H o u r $ 7 8 . 9 9 $ 7 4 . 0 7 $ 1 0 5 . 8 7 < = $ 8 2 . 6 0 r F a i l s t o M e e t T a r g e t O p e r a t i n g C o s t P e r R e v e n u e M i l e $ 4 . 7 3 $ 4 . 3 7 $ 6 . 2 7 N o n e O p e r a t i n g C o s t s P e r P a s s e n g e r $ 8 . 6 7 $ 9 . 2 6 $ 1 1 . 3 8 N o n e F a r e b o x R e c o v e r y R a t i o 1 2 . 2 8 % 1 6 . 2 1 % 1 0 . 0 0 % > = 1 0 . 0 % M e e t s T a r g e t S u b s i d y P e r P a s s e n g e r $ 7 . 6 1 $ 7 . 7 6 $ 1 0 . 2 4 > = $ 7 . 3 7 a n d < = $ 9 . 9 7 F a i l s t o M e e t T a r g e t S u b s i d y P e r P a s s e n g e r M i l e $ 1 . 5 9 $ 1 . 6 2 $ 1 . 4 4 > = $ 1 . 5 5 a n d < = $ 2 . 0 9 B e t t e r T h a n T a r g e t S u b s i d y P e r R e v e n u e H o u r $ 6 9 . 2 9 $ 6 2 . 0 6 $ 9 5 . 2 8 > = $ 5 7 . 8 5 a n d < = $ 7 8 . 2 7 F a i l s t o M e e t T a r g e t S u b s i d y P e r R e v e n u e M i l e $ 4 . 1 5 $ 3 . 6 6 $ 5 . 6 4 > = $ 3 . 4 3 a n d < = $ 4 . 6 3 F a i l s t o M e e t T a r g e t P a s s e n g e r s P e r R e v e n u e H o u r 9 . 1 0 8 . 0 0 9 . 3 0 > = 6 . 6 3 a n d < = 8 . 9 7 B e t t e r T h a n T a r g e t P a s s e n g e r s P e r R e v e n u e M i l e 0 . 5 5 0 . 4 7 0 . 5 5 > = 0 . 3 9 a n d < = 0 . 5 3 B e t t e r T h a n T a r g e t a ) T h e P l a n P e r f o r m a n c e S c o r e c a r d c o l u m n I s t h e r e s u l t o f c o m p a r i n g t h e F Y 2 0 1 7 / 1 8 P l a n t o t h e F Y 2 0 1 7 / 1 8 P r i m a r y T a r g e t 7 Y a n s T a d r M a n a g e r ' " ' 5 / 9 / 2 0 1 7 P a g e 1 o f Beaumont Transit FY 2016/2017- FY 2018/2019 Short Range Transit Plan Table 9 Highlights of SRTP • Update existing COA with up to date population patterns. • Increase marketing and community outreach by providing educational presentations and travel training to schools, major local and regional employers as well as residential community groups. • Maintain and improve GPS tracking system and Google Transit to assist passengers with trip planning. • Increase system wide visibility, reliability and productivity by analyzing each route individually and as a whole. Table 9A-0perating and Capital Data Operating and Financial Date FY 13/14 Audited FY 14/15 Audited FY 15/16 Pending Audit FY 16/17 Planned FY 17/18 Planned Systemwide Ridership 215,398 222,752 213,736 242,400 234,762 Operating Costs per Revenue Hour $82.83 $92.76 $78.99 $87.37 I $105.87 Table 9B- Fare Revenue Calculation Consistent with Commission Recovery Policy) Revenue Source included in Farebox Calculation FY 15/16 Pending Audit FY 16/17 (Through 3Q Estimate) FY 17/18 (Plan) 1. Passenger Fares 227,610 248,320 267,093 2. Interest 3. General Fund Supplement 4. Measure A 5. Advertising Revenue 6. Gain on Sale of Capital Assets 7. CNG Revenue 8. Lease/Other Revenue 9. Federal Excise Tax Refund 10. Investment Income 11. CalPers CERBT 12. Fare Revenue from Exempt Routes 13. Other Revenues TOTAL REVENUE For Farebox Calculation (1- 13) 227,610 248,320 267,093 TOTAL OPERATING EXPENSES For Farebox Calculation 1,853,114 1,531,878 2,670,933 Farebox Recovery Ratio 12.28% 16.21% 10.00% SHORT RAN. - E TRAN \N FY 2018 Table of Contents CHAPTER 1— SYSTEM OVERVIEW 3 1.0 INTRODUCTION 1.1 DESCRIPTION OF SERVICE AREA 1.2 POPULATION PROFILE AND DEMOGRAPHIC PROJECTIONS 1.3 FIXED ROUTE TRANSIT SERVICES AND PARATRANSIT SERVICE 1.4 CURRENT FARE STRUCTURE AND PROPOSED FARE STRUCTU 1 1.5 REVENUE FLEET 11 1.6 EXISTING FACILITY/PLANNED FACILITIES 12 1.7 EXISTING COORDINATION BETWEEN TRANSIT AGE 12 3 CHAPTER 2 — EXISTING SERVICE AND ROUTE PERFORMA 2.1 FIXED ROUTE SERVICE — ROUTE BY ' ANALYSIS 2.2 DIAL -A -RIDE SERVICE — SYSTEM 2.3 KEY PERFORMANCE INDICATORS.... 2.4 PRODUCTIVITY IMPROVEMENT EFFOR 2.5 MAJOR TRIP GENERATORS AND PROJE 2.6 EQUIPMENT, PASSENGER AMENITIES, A CHAPTER 3 — PLAN 3.1 RECENT 3.2 REC 3.3 M 3.4 BUD 4.1 OPE 4.2 FUNDIN 4.3 REGULATO TABLE 1— BUS FLE TABLE 1— DAR FLE ABLE 2 — SYSTEM LE2—Bus .. —D CE CHANGES. DED LOCAL & G PLANS AN CT AN 12 12 13 14 16 17 s 17 HANGESA i'LEMENTATION 18 ED 18 ONS 18 19 19 4 — FINA ND CAPITAL PLANS 19 D CAPI ET 19 TO SUPP• °POSED OPERATING AND CAPITAL PROGRAM 21 COMPLIANCE REQUIREMENTS 21 NTORY 25 ENTORY 26 27 28 29 TA• LEMENTS 30 TABLE ORMANCE INDICATORS 31 TABLE 3A INDIVIDUAL ROUTE DESCRIPTIONS AND AREA SERVICED 32 TABLE 4 — SUMMARY OF FUNDS REQUESTED FOR FY 2017/18 33 TABLE 5.1 - SUMMARY OF FUNDS REQUESTED FOR FY 2018/19 34 TABLE 5.1A - CAPITAL PROJECT JUSTIFICATION 35 TABLE 5.2 - SUMMARY OF FUNDS REQUESTED FOR FY 2019/20 36 TABLE 6 - PROGRESS IMPLEMENTING TRANSPORTATION DEVELOPMENT ACT (TDA) TR PERFORMANCE AUDIT RECOMMENDATIONS* 37 TABLE 7 - PERFORMANCE TARGET REPORT 39 TABLE 8 - FY 2017/18 SRTP PERFORMANCE REPORT 40 TABLE 9 - CCTS HIGHLIGHTS FY 2017/18 ..41 TABLE 9A - OPERATING AND FINANCIAL DATA TABLE 98 - FAREBOX REVENUE CALCULATION Chapter 1— System Overview INTRODUCTION The Short Range Transit Plan (SRTP) sets the objectives and - • ies for ear (FY) 2017/18 for the City of Corona Transit Service (CCTS) • e, : uating curre it system performance, projected demographic changes, • ing and capital f needs, anticipated funding from federal, state and locces, and other factors create a reasonable projection of conditions over tho three years (FY 2017/18 — 2019/20). DESCRIPTION OF SERVICE AREA CCTS operates a general public, demand response dubbed the Corona Cruiser. DAR service commenced in service throughout the City of Cor• a and neighboring c Cerrito, and Home Gardens a - satellite location (Department of Motor Vehicles, "•. 'ublic Socia College). The complementary para limits to ensure compliance with t corridor from a Corona Cruiser fixe request for Dial -A -Ride patrons certif. began operating in d serves th residential areas • and south See service [3] (DAR) and fixed route d provides curb -to -curb reas of Coronita, El e City of Norco es, and Norco nds beyond city s Act (ADA) % mile ce is available upon Corona Cruiser fixed route ter as well as commercial, retail, and rtion of the city. o- ADA. City of Corona C RONA CRUISER SERVICE AREA MAP TO ORANGE COUNTY CORONA CRUISER ACORONA CRUISER RED SATURDAY SE CORONA CRUISE MEIR CORONA CRUISER BLUE LINE S LAGOS RAILROAD ST WESTOORONA METRODNK STATON POMON CRY HALL PARK PARK 8 RIDE INTERMEDIATE HIGH SCHOOL SCHOOL EL TAPATKI STATER BROS O NATION METROLINK ITAL LIBRARY A CORONA AL TRANSIT IATION CENTER TER TO NORCO H MAIN CORONA INK STATION HENRY'S ALBERTSONS p tRainal UPPER DR STATER BROS p OLD TEMESCA RD p LBERTSO ALMART p g SANTIAGO PKWy P� p M-HOME DEPOT p t-SAMS CLUB EL CERRITO p COST. p HOME DEPOT sock wry THE CROSSINGS TO TEMECULA THE SHOPS AT DOS LAGOS 2V BIKES ARE WELCOME MAP NOT TO SCALE TO RIVERSIDE [4] April 2016 G.S. City of 9RE2gp CORONA DIAL -A -RIDE SERVICE AREA MAP LEGEND CORONA DIAL -A -RIDE DIAL -A -RIDE TO NORCO COLLE NORCO SATELLITE LOCATIO CITY OF CORONA BOUND COUNTY AREAS OF S • SATURDAY SERVI CORONA CRUIS IIMF! CORONA CR ill CORONA CRUISER BLU 3/4 MILE CORRIDOR OUTSIDE CORONA DIAL -A -RIDE SERVICE saxcouuTr TINATION E METROLIN NTERMEDIATE HIGH C� SCHOOL SCHOOL RE REH RAILROAD ST LIBRARY CORONA TRANSIT CENTER OOTNILL [5] NORCO COLLEGE «Ears UPPER OR ONIVILIORCO SATELLITE POINTS Norco Satellite Points/Puntos satelites en Norco • Department of Public & Social Services • Norco College (RCC) • Department of Motor Vehicles (DMV) • Brunswick Classic Lanes arget so.-*Ro.EDEPOT m04—sows cue MAP NOT TO SCALE TOTEM ULA TO RIVERSIDE April 2016 G.S. 1.2 POPULATION PROFILE AND DEMOGRAPHIC PROJECTIONS CCTS serves a diverse population of 159,595 city residents. The city passes 39 square miles. That diversity is reflected in the table below. City Population and Diversity Demographic Population Estimate Race Hispanic Total population 159,595 100.0°° One race 153,106 95.9% Two or more races 6,489 4.1% One race 153,106 95.9% White 112,864 70.7% Black or African American 8,222 5.2% American Indian and Alaska Native 761 0.5% Asian 17,630 11.0% Native Hawaiian and Other Pacific 830 0.5% Some other race 12,799 8.0% Two or more races 6,489 4.1% White and Black or African American 681 0.4% White and A . .nd Alaska Nati 673 0.4% White an. 1,901 1.2% Black . : n American merican Indian . -ska Native 79 0.0% or Lat. Race Tota tion 159,595 100.0% His. tino (of any r 68,904 43.2% . 59,705 37.4% Puert. 520 0.3% Cuban 1,006 0.6% `Some er Hispani 7,673 4.8% Not Hi atino 90,691 56.8% Whit 60,382 37.8% Black or American along 7,788 4.9% American and Alaska Native alone 206 0.1% Asian alon 17,402 10.9% Native H and Other Pacific Islander alone 780 0.5% ce alone 335 0.2% Tw e races 3,798 2.4% 1So1NBureau, 2011-2015 American Community Survey 5-Year Estimate [6] The table below lists passenger characteristics for Dial -A -Ride and Cruiser service. Passenger characteristic estimates are based on derived data compiled over tr irst nine months of FY 2016/17. Passenger Characteristics Dial -A -Ride Seniors/Persons with Disabilities General Public Metrolink Transfers Personal Care Attendants Children 87% 8% 2% 2% 1% Coron General Public Students Seniors/P- with Disabilities RTA Tr. s Chil �.3 FIXED ROUTE TRANSIT SERVICES AND PARATRANS Using passenger trips from the fir annual totals, system wide passe 198,457 total passenger trips. Wh declining passenger trips, increased most of the CCTS' service area is a When buses are less reliable, passen challenges of reliabi CCTS experienc Similar to the using CCTS alternative CCTS s 2017 and increase in p 6,653 more pas I -A -Rid Line additio recovery of a trip a delays. restroo Corona's a reakdown ng conge reliable, Transfers the of FY 2016/1 ease by as t with c 23° ° 5% 2% 1% asis for estimating 8.1 percent to my the cause of n projects throughout ing . remain on schedule. better alternatives. Adding to the fleet and maintenance shortcomings. longer duration repairs as buses aged. buses breaking down in-service make again, passengers will find reliable enger trips will bottom -out in December prove FY 2017/18. A system -wide 1.7 percent ps — to 201,841, or 3,383 more passenger trips (made up of trips on the Corona Cruiser and a reduction 3,270 passenger 2017/18 based on the following factors: ed roue. •ule by January 2018. CCTS staff is surveying each Blue ed Line derive an average time each trip actually requires. In flecting . uaI trip times, the new schedule will adjust the amount of built into the schedule. Recovery time is the time between the end e start of the next trip, and works to compensate for unanticipated quate recovery time also helps to ensure drivers have time for aks when the need arises. nts around Corona Regional Medical Center (CRMC) are complete up the service area to serve the Corona Public Library and Corona Center which are major trip generators along the Blue Line and Red Line. S staff is hopeful that seniors will resume using the bus for trips to the Senior Center, as well as students using the bus for trips to the Library. [7] " S t a t e R o u t e 9 1 C o r r i d o r I m p r o v e m e n t P r o j e c t w a s c o m p l e t e d M a r c h 2 0 1 7 . W h i l e m i n o r i m p r o v e m e n t s a r e s t i l l o n g o i n g , t h e r e d u c t i o n i n c o n s t r u c t i o n - r r e d u c t i o n s , s t r e e t c l o s u r e s , a n d f r e e w a y o n - r a m p a n d o f f - r a m p c w i t h t h e o p e n i n g / r e - o p e n i n g o f t h e s e f a c i l i t i e s , s h o u l d i m p r o v e r e d u c e t r a v e l t i m e s . T h i s w i l l a s s i s t i n i m p r o v i n g o n - t i m e r e l i a b i l i t y o f t h e s e r v i c e a n d i n c r e a s e r i d e r s h i p . " I n c r e a s e b u s f r e q u e n c y d u r i n g m o r n i n g p e a k h o u r s b y f o r e a c h t h e B l u e L i n e a n d t h e R e d L i n e . T h i s c o m p o n C a r b o n T r a n s i t O p e r a t i o n s P r o g r a m f u n d s . T h e r e p r o j e c t b y C a l T r a n s , t h e s e c h a n g e s w i l l b e r e f l s c h e d u l e f o r J a n u a r y 2 0 1 8 . " F o c u s o n D i a l - A - R i d e f o r S e n i o r s , D i s a b l r e m o v e g e n e r a l p u b l i c u s e i n a n e f f o r t t o e p u b l i c D A R a c c o u n t s f o r 1 0 p e r c e n t o f " t a l r t h e o v e r a l l r i d e r s h i p t o d e c l i n e o n D A ' . S t r a n s i t i o n i n g t h e g e n e r a l p u b l i c r i d e r s t o f i x r i d e r s m a y o p t f o r o t h e r m o d e o f t r a n s p o r t a t i i n c r e a s e t o t h e f i x e d r o u t e s y s t e m a s a r e s u l t o f t h i C o r o n a C r u i s e r B l u e a n d R T h e B l u e L i n e s e r v e s t h e M c K i n l A v e n u e a n d M a i n S t r e e t t o t h e R i g e n e r a t o r s s u c h a s h o s p i t a l s , m e d i c c e n t e r , a n d c o m m e r c i a l / r e t a i l a r e a s . T h H o m e G a r d e n s . T h e R e d L i n e a l o n g S i x t h a l s o c o v e c o u n t y C a n y o n T h e C r u i s e r s S a t u r d a y S u n d a y c t s t h a n d t h e t h C o r o n a E l C e r r i t o n d T h e T h e C r u i s e r d o e I n d e p e n d e n c e D s e n g e r t r i n g e r t r e e t o a d a r i l i t i e u d e n t i a l a r e i o A v e n u e / O n t a r i o A v e a " a n I b e f u n r e , u p o n a p p r o v a i n t h e n e w f i x e d d l a n e , a l o n g f l o w a n d a n c e a n d a l b u s o w t r o n s i d e n t i f i e d a s A D A a n d o p e r a t i n " s e n s e s . G e n e r a l i d e r s ; s t a f f i s e x p e c t i n g s t a o c u s i t s e f f o r t s o n W h i l e s o m e o f t h e s t a f f i s a n t i c i p a t i n g a n e . n t r a v e . o n t o M a g n o l i a s s e s b y m a n y t r i p i s s e a g e n c i e s , l i b r a r y , c i v i c o s e r v e s t h e u n i n c o r p o r a t e d a r e a o f c e n t r a l C o r o n a w i t h c o m m e r c i a l a r e a s n i a A v e n u e r e t a i l a r e a . T h e R e d L i n e e m e s c a l C a n y o n R o a d t o s e r v e t h e g c o m p l e x a t C a j a l c o R o a d / T e m e s c a l S a t u r d a y s . B l u e L i n e 6 : 3 0 a . m . 7 : 0 9 p . m . 8 : 5 2 a . m . 3 : 5 0 p . m . n o s e r v i c e R e d L i n e 6 : 3 0 a . m . 7 : 0 5 p . m . 9 : 0 0 a . m . 5 : 0 9 p . m . n o s e r v i c e o p e r a t e o n t h e f o l l o w i n g h o l i d a y s : N e w Y e a r ' s D a y , M e m o r i a l D a y , a b o r D a y , T h a n k s g i v i n g D a y , a n d C h r i s t m a s D a y . t h e C r u i s e r t o t a l e d 1 5 2 , 7 2 8 i n F Y 2 0 1 5 / 1 6 . U s i n g t h e n u m b e r o f e c o r d e d d u r i n g t h e f i r s t n i n e m o n t h s o f F Y 2 0 1 6 / 1 7 a s a b a s i s f o r e �� " - e n d t o t a l s , p a s s e n g e r t r i p s o n t h e C o r o n a C r u i s e r a r e p r o j e c t e d t o d e c . 9 p e r c e n t , o r 1 9 , 6 6 7 t r i p s , c o m p a r e d t o t h e p r e v i o u s y e a r . B a s e d o n i m p r o v e c o n d i t i o n s a s o u t l i n e i n t h e p r e v i o u s s e c t i o n , C C T S s t a f f i s c a u t i o u s l y p r o j e c t i n g a 5 . 0 p e r c e n t i n c r e a s e i n y e a r - o v e r - y e a r p a s s e n g e r t r i p s f o r F Y 2 0 1 7 / 1 8 . [ 8 ] The Cruiser serves the Corona Transit Center, owned and operated by the Riverside Transit Agency (RTA). The Corona Transit Center provides a safe and efficie ansfer point between local and regional bus lines as well as regional commuter t erving Los Angeles, Orange, Riverside, and San Bernardino counties. Trains ar- ssible via a pedestrian bridge to the adjacent North Main Corona Metrolink com► rail station. To incentivize multimodal transportation, valid Metrolink pass -holder no charge on Cruiser Blue and Red Lines to and from the Corona Tran n h Main Metrolink Station. CCTS and RTA have a reciprocal agreement that allows one way transfer between the Cruiser and RTA buse Cruiser and RTA buses. Transfers between bus promote public transit as a low cost, eco-frien automobile trips. Corona Dial -A -Ride Dial -A -Ride provides service to the general public, sen individuals certified for complementary paratransit sery Disabilities Act (ADA). Reservati advance; however, same day ser A -Ride provides curb -to -curb ser county areas of Coronita, El Cerrito, the City of Norco (Department of Mo and Norco College). Door-to-door as upon request. Door-to-door service is • Drivers ca • The ou • Driv • The ADA Riverside Tra t www.riv or in match Cru Voicemail me for next day ser M Satur Sunday ertifie urs. P reservat can be made fro ccommodated i City of Co well as at all time hin 150 fee is maintaine pass -holders a n s stops served by s are an effective way t stress -free alternative to ce en: the bus; ons with disabilities, and er the Americans with to fourteen days in is available. Dial- nd neighboring ellite locations in blic Social Services ssengers is available cess in wes e 'iverside County is administered by the y (RTA). Additional information and application is available ansit.com or by calling RTA at (951) 795-7887. dule is: A complementary service, service hours are expanded to rs certified under the ADA receive priority service. s are accepted for ADA clients on Sundays and Holidays Non-ADA Complementary Paratransit 6:42 a.m. — 6:00 p.m. 8:52 a.m. — 5:09 p.m. no service [9] ADA Complementary Paratransit 6:30 a.m. — 7:09 p.m. 8:52 a.m. — 5:09 p.m. no service Dial -A -Ride service does not operate on the following holidays: New Year's Day, Memorial Day, Independence Day, Labor Day, Thanksgiving Day, and Christ gay. Passenger trips taken on Dial -A -Ride in FY 2015/16 totaled 63,16 collected from the first nine months of FY 2016/17 as a basis for es totals, passenger trips may increase by 3.5 percent, or 2,234 trips, 2015/16. Based on changes outlined in section 1.3 above (elimin CCTS staff is projecting a 5 percent decrease, or 3,270 less passenger trips for FY 2017/18. As mentioned in section 1.3, CCTS staff is looking at t public DAR services in an effort to reduce operati recovery ratio to ten percent. By removing gene farebox recovery ratio will be reduced to a blend take into effect during the first half of FY 2017/ also focus on developing and implementin approximately 9 percent of DAR passengers who up. This will assist in reducing the operating cost for part of eliminating general public DAR services, CCTS an application process for the sen and persons with d qualified patrons are utilizing the 1.4 CURRENT FARE STRUCTURE A ing data g year-end red to FY I DAR), in ye. -year on of eliminating gen t and reduce the farebo lic DAR, the overall system of 15 per This action will uring FY 2 No S The current fare structure appears on the '.�' , page. [10] , CCTS staff will olicy to address ents but do not show service. In addition, as to develop criterias and to ensure only the Fare Structure Fare Type are Price Corona Cruiser Cash - General Public 0 Cash - Seniors / Persons with Disabilities / Medicare Card Hold Cash - Children (46" tall or under) $0. Day Pass - General Public $4.00 Day Pass - Seniors / Persons with Disabilities / Medi rd Holders $2.00 15-day Pass - General Public $17.50 15-day Pass - Seniors / Persons with Disabilities / Medic $8.05 15-day Pass - Students $12.25 31-day Pass - General Public $35.00 31-day Pass - Seniors / Persons wit edicare Card Hol $16.10 31-day Pass - Students $24.50 Dial -A -Ride General Public $4.00 Seniors / Persons ities / Medica olders $2.50 Children $0.50 Note: Current Far ure implemen ly 5, 2010. To ince the use of . .s a via alternative to automobile trips, CCTS is usin. ality Ma ) funds to subsidize multi -day passes (15 day a gay . on the The use of these funds allows CCTS to reduce the c. :ay passes by 30 percent for Cruiser riders, but enables CCTS to recover an a• : fare. The CCTS ac the Americans securement. • et cons! of 19 transit buses. All CCTS buses are compliant with Disabilities Act (ADA) requirement for accessibility and wheelchair consists of 12 buses made up of: !Dorado National Aerotech 240s 07 ElDorado National Aerotech 220 2008 ElDorado Starcraft Of the 12 buses in the Dial -A -Ride fleet, CCTS leases the 2008 ELDorado Starcraft from contractor. To keep in line with the bus replacement schedule, CCTS plans o -•lacing eleven Dial -A -Ride buses in the next 12-14 months with new CNG powered The Fixed Route fleet consists of seven 2015 ElDorado National E duty/low-floor buses. EZ Rider II buses are powered with CNG a Corona Cruiser service in February 2016. 1.6 EXISTING FACILITY/PLANNED FACILITIES r II heavy - laced into CCTS operates from a newer facility located at 735 P afety Way. Transportati Concepts, the vendor retained to operate transits provides administrative and dispatching service from this location, as we fueling and vehicle parking. Maintenance is performed by the vendor at an o arage. 1.7 EXISTING COORDINATION BETWEEN TRANSI CCTS staff and Riverside Transit Agency (RTA) plann together to coordinate bus stop locn/re-location, bus ro and transfer points where Cruise •assengers poss day passes can ride for free with a etween syst operations staff work over areas/facilities, alid day or multi - Chapter 2 — Existing S- e Rout- -rformance ANALYSIS CCTS op • the Cruiser g two fixed ro the Blue Line and Red Line. Using data g. •from July ..asis for estimating passenger trips for FY 2016 s esti of passenger trips will decline by 12.9 percent, or compared to the previous fiscal year. Based on improving conditions as • n section 1.3 above, CCTS staff is cautiously projecting a 5.0 crease, 3 more trips, in year -over -year passenger trips for a total of enger FY 2016/17. See graphs on the following page. [12] Passenger Trips 180,000 160,000 140,000 120,000 100,000 80,000 60,000 40,000 20,000 Corona Cruiser Passenger Trips FY 13/14 FY 14/15 FY 1 " FY 2016/17 year-end estimate is based on data collected from July 2016-M ** FY 2017/18 projections are based on a 5.0 percent increase over estimated year-end totals. Passenger trips on the Blue Lin trips in FY 2016/17 when compar Line are estimated to decline 12.3 period. * FY 2016/17 year-end FY 2017/18 projec ' d to decrease b ear. Passe en co r Trips by Route ercent or 10,607 ips on the Red red to the same FY 13 FY 14/15 FY 15/16 FY 16/17* FY 17/18** Blue Line Red Line ate is based on data collected from July 2016-March 2017. e based on a 5.0 percent increase over estimated FY 2016/17 year-end totals. RIDE SERVICE — SYSTEM PERFORMANCE Dial -A -Ride provided 63,162 passenger trips in FY 2015/16. Based on demand during the period of July 2016 to March 2017, passenger trips are expect to increase by 3.5 [13] percent in FY 2016/17. This increase in demand equates to 2,234 more trips for the year. The increase in ridership for DAR in many parts is due to patrons transf= g from using the fixed route to DAR. The unreliability of the fixed route system as ► .ned in section 1.3 affected the on -time performance, whereas patrons started u DAR. In addition, CCTS has seen an increase in overall ADA and Senior rider • .wever, due elimination of general DAR services, CCTS staff is anticipating a 5 • •ecrease in passenger trips for FY 2017/18. * FY 2015/16 year-end es ** FY 2016/17 projectio Senior citiz passenger Due to and Me ranspo transit oper Range Trans! developed and indicators and y statute, transit o erating cost tments, ve nd peop neral publi fares ($4.0 Aers con on data collecte, y 2015-March 2016. 9 percent increer estimated FY 2015/16 year-end totals. ith disabili' Metrolink ri• 2.50 f INDICATORS epresent 87% of total Dial -A -Ride ake up another 10% of DAR riders. .enior/Disabled riders) general public nt of passenger fare revenue. Coun sportation Commission (RCTC) is the designated Regional annin. y (RTPA) with fiduciary and administrative oversight of Rivers!. nty. Each year, RCTC reviews and approves the Short (SRTP and allocates local, state and federal funding. RCTC tors eight performance indicators that measure productivity — these o-date performance are listed in the table on the next page. By ors serving urban areas must recover a minimum of 20.0 percent of h fare revenue. Fare revenue includes passenger fares, interest on ising revenue, local contributions, and the proceeds from the sale of A farebox recovery ratio below 20.0 percent endangers the receipt of sta he farebox recovery ratio is a mandatory performance indicator. [14] performa Table 8, SR performance tar Table 8 indicate cretionary t 1 (slig ati • acc Performance Indicators Combining Corona Cruiser fixed route and Dial -A -Ride Perfor Performance Indicators FY 2016/17 Target FY 2016/17 3rd Qtr. Performan -to-Date rmance rd Mandatory: 1. Farebox recovery ratio >_ 20.0% % Fails to Meet Ta Discretionary 1. Operating cost per revenue hour <_ $68 $70.97 Fails to Meet Target 2. Subsidy per passenger >_ $7.01 and $9.54 ' s to Meet Target 3. Subsidy per passenger mile 4. Subsidy per hour >_ $1.65 a $2.2 $ eets Target >_ $48.08 and <_ $ Meets Target 5. Subsidy per mile >_ $3.89 and <_ $5.2 3 Meets Target 6. Passenger per revenue hour >_ 5.87 and <_ 7.94 Meets Target 7. Passengers per revenue mile and <_ 0.64 0.5 eets Target Note: Data from RCTC TransTrack Table 7 for t Through the third quarter of this fiscal a farebox recovery of 15.15 percent. A at this point in the fis sufficient amount the year and t contribution o the close o the final has al addition, fiscal year a ear. s is mad Iscal year. nt of reven sured CC xpec At the bridge the ed to mee after all re size of the c nd expenses; , CCTS has recorded ery ratio! is range is anticipated ch fiscal year, the City contributes a tween fare revenue received throughout 20 percent farebox recover ratio. The s and expenses are finalized following ution varies each year depending on ver, the City's year-end contribution 20 percent farebox recovery ratio. In ubsidy per Passenger upon close of the s are recognized and subsidy is decreased. ervice - Performance Targets Report, appearing on page 39 of this in gr etail on FY 2015/16 performance targets and actual 'ndicato erforman e Report, appearing on page 40 of this plan, lists set by RCTC for FY 2016/17. TS meets the mandatory farebox recovery ratio and six of seven . The target set by RCTC for operating costs per revenue hour is s than the target set for FY 2015/16 at $69.98 per hour). The target is per revenue hour for FY 2016/17 is calculated using operating costs during the first nine months of the current fiscal year (July 2015-March 2016 I case) and adjusted by the Consumer Price Index (CPI). Currently, CPI is 1.69 per ent. Operating costs recorded in the City's general ledger are approximately $35,000 less this fiscal year (July 2015-March 2016) than during the same period last [15] year (July 2014-March 2015) — this difference is largely due to the timing of paying invoices. Cost increases for employee benefits such as retirement and medical faster than the bench mark Consumer Price Index (CPI) of 1.6 contributing to the increase in cost per hour is an increased cost t buses. As noted earlier in Section 1.5, CCTS put seven low -floor February 2016. These are heavy-duty, 12-year assets. To buses, and ensure a full 12-year service life, additional mainte To ensure City -owned transit buses are well maintained, maintenance oversight inspection services from a private verifying that buses are properly and timely maintain minimizes costly and prolonged major repairs, an manner. However, this effort does increase o contract with a private sector vendor to opera alternative than a City -operated service. 2.4 PRODUCTIVITY IMPROVEMENT EFFORTS Productivity, as measured by the miles showed year -over -year impr Corona Cruiser. Productivity sligh through the current year. Productivit FY 2012/13 and FY 2013/14, but sho and FY 2015/16. However for FY 201 Along with all othe buses are impa the SR-91 C throughout closures, impact thereby i Adding to the - breakd conges otivati r Impro a. Freew rs, and the flow, whic prod As related previ as well as the d improve throug mmuters an improve icycles, an d traffic c nt Project e reduction ement of heav ly m e costs are intends on pr r vendor. Monitoring imizes vehicle service lif res buses operate in a safe g costs. TS continues to sit service -ure a lower cost TS sengers per re increase ent. Also n low -floor rvice in hese our and revenue 2012/13 a 2013/14 on the and continued to drop provement between Ines in ... uctivity for FY 2014/15 ctivity showed a slight improvement. strians, Corona Cruiser and Dial -A -Ride tion resulting from construction work on other construction projects on -going ramp closures, local street and lane ipment all increase congestion and speeds result in longer duration trips, to reliability was Corona's aging bus fleet. CCTS experienced d longer duration repairs as buses aged. Similar to the impact ses breaking down in-service make using CCTS bus service sengers to find more reliable alternatives to using the in this plan, CCTS staff is optimistic that the decline in productivity, se in passenger trips, will start to bottom -out and begin to slowly FY 2017/18. As construction projects move to completion, munity members will begin to reap the benefits from these traffic See productivity measures in the table on the following page. [16] Productivity Measures Mode Productivity Measure FY 12/13 FY 13/14 FY 14/ /16 FY 16/17* Corona Cruiser Passengers per revenue hour 11.60 11.70 . 0 9.10 Passengers per revenue mile 0.98 9 0.97 O. .78 Dial -A -Ride Passengers per revenue hour 4.00 .20 3.90 3.65 Passengers per revenue mile 0.31 1k9 0.28 0.30 *FY 2016/17 performance is measured covering the period July 20 2.5 MAJOR TRIP GENERATORS AND PROJECTED GROW Major trip destinations within th- - commercial/ret. -s along McKinley Street and Sixth Street, The Cros -a on Cajalc• and Temescal Canyon, medical facilities along • lia _ - . I trans) acilities off Main Street, the Corona Public Library, th •nior Ce Center. El Cerrito Middle School and Centennial High ar gene Cruiser patrons us- ice for wore .Ing trips, making stops at pharmacies and grocery stor= ing restau . and movie theaters. Over the past three years, student mad- :n increasi are of Corona Cruiser and Dial -A -Ride passengers. y Dial -A-' passengers the service to get to work and care centers, d� isits, and C� a's two Metro! ations. CCTS s the curren improve throu 1, or 3,38 ser an rease in passenger trips experienced in my 2016 - • 017) will start to bottom -out, and slowly 017/18. As such, a 1.7 percent increase in passenger trips — to assenger trips (made up of 6,653 more passenger trips on the ease of 3,270 passenger trips on Dial -A -Ride) - is projected ASSENGER AMENITIES, AND FACILITY NEEDS ue upgrading bus stop accessibility and passenger amenities in FY 8/19; planned improvements are as follows: acement on solar -powered lighting at various bus passenger shelters. to passenger shelter from Fullerton (adjacent to Centennial High School) e corner of Magnolia and Fullerton to serve the Blue Line WB bus stop. [17] pas CCTS devise a CCTS st new, re constr way g th day sched eed to con gers need em to • Replace existing passenger shelters that display advertising with new shelters. The design of the new shelters will be based on the existing desi. •ut re- worked to include two panels for advertising; and, • Replace older blue fiberglass bus benches with metal benches. • Add, expand, and/or replace damaged concrete at bus • improve accessibility. CCTS staff anticipates completing this work by July 2019. Chapter 3 — Planned Service Chan 3.1 RECENT SERVICE CHANGES Minor service changes were implemented in FY 201 • October 2016 — Opening of Bell Street up improvements at the Corona Regional . This chan and the Red Line in both allowing service Senior Center and the Co • September 2016 — Redline from 2:49 to 2:55 PM to allow d Implementation d below: pletion of construction ed both the Blue Line me at the Corona 3.2 RECOMMENC J OCAL & EXPRE ODIFICATIONS CCTS staff is p • New b d lose FY 20 owing to ts, op sche trips. wing servic nnial High School us. ancements in FY 2017/18: — To be an tive and useful transportation option, tly operate a 'ng to the published schedule. Bus bus to pick them up on schedule, and edule. An unreliable transit system will nger trips peake• for the Corona Cruiser and Dial -A -Ride in d have declined since. Increased traffic congestion from a regional population, delays related to a myriad of construction I challenges, and a slow response by CCTS to adjust dressing these challenges has contributed to declining s in the process of measuring individual trip times in an effort to dule that reflects actual trip times to assemble a new schedule. nticipates having the new schedule in place in January 2018. A schedule, combined with new buses, the completion of projects, and upgrades in passenger amenities should go a long ing back passengers that may have left the system for more reliable ation alternatives. ase weekday bus frequency during morning peak hours by adding an aditional bus on the Blue Line and the Red Line. This will reduce headway by 30 minutes, thereby improving transit service and opportunity to increase [18] ridership. This will provide patrons with options to utilize Corona Cruiser with additional time intervals. 3.3 MARKETING PLANS AND PROMOTION Marketing strategies include: • Bus Shelter Program — CCTS plans to replace existing a 25 bus stops. Shelters provide bus patrons with relief days, and protection from rain during inclement feature two -panels for advertising, a bench, an a device/wheelchair, and solar -powered security act as a destination for bus passengers, and transit can beautify a neighborhood and i motorist to try public transit. • Poetry and Art on the Bus Program — in Corona High, CCTS continues to conduct poe to submit original poetry and artwork to be dis buses. Selected poems and artwork are rotate works as an outreach eff providing a creative outl expressive, introspective, a during their time on the bus. poetry totaling 141 entries in 2 3.4 BUDGET IMF- PROPOSED CCTS relies farebox rec revenue). econo overbu r Dial -A -Ride both Fixed R r- • - the gene co additi analysis ontrib atio (man ever, the CCTS is genera t marketing campa Cruiser patr to read ing sh the sun er. These shelte r a person with a mob g. These new shelters wi ambassador as to how public nction as -ting tool inviting 20- of entennial High and ontest inviting students n the interior of Cruiser onth. The program igh schools while rewarded with work to ponder year with artwork and general fund to meet the mandatory ercent of operating costs through fare inues to reflect a sluggish regional g service next Fiscal Year to not S is proposing to eliminate general use ce the fare • • covery ratio to a blended rate of 15% (for and introducing federal funds for operating in an effort to contribution. to from the to recover general fun Financial and Capital Plans D CAPITAL BUDGET de Corona Cruiser fixed route and Dial -A -Ride service, CCTS is ed budget of $2.52 million for FY 2017/18, representing a 10 percent 2) over the current year budget. Year -over -year increases in operating y driven by increases in administrative and contracted service costs. In 2017/18 budget includes operating costs for a comprehensive operational assess the service for future improvements [19] Increases in retirement and health insurance costs are large contributors to the increase in administrative salary and benefit costs (27.3 percent). FY 16-17 budget ref much lower administrative salary and benefit costs as the position for Transporta ' anning Supervisor was vacant for six months. Therefore the 27.3 percent inc is rather inflated. Increase in fuel cost (5.2%) is driven by anticipated seryhanges as outlined in section 1.3, whereas the buses will be operating for a sli• er time per day. An increase in contracted services (9.8 percent) is determine • - ng: • Year -over -year increases in the cost per hour of bus ser nd the • Increased cost of operating more service in FY 2017 • Cost of contracting services for a Comprehensiv rational Analysis These increases are partially offset by decreases ' cost of marketing materials, printing costs, and small equipment/maintenance (-26.7 percSee Budget by Category and Mode as shown below: Category Budget by Category a FY 2016/17 FY 2017 Mode Plan Variance Salaries & Benefits Dial -A -Ride $ 5 186,846 22,888 14.0% - :oute $ 1 227,041 $ 65,785 40.8% al $ 32 $ 413,887 $ 88,673 27.3% Materials, ing and•s Dial- - $ 54,51 38,475 $ (16,044) -29.4% Fix-' 4 539 31,975 $ (9,564) -23.0% $ 70,450 $ (25,608) -26.7% Fuel Iial-A-Ride $ 99,927 $ 100,000 $ 73 0.1% Route $ 115,000 $ 126,000 $ 11,000 9.6% al $ 214,927 $ 226,000 $ 11,073 5.2% Contracte es Dial -A -Ride $ 924,946 $ 963,000 $ 38,054 4.1% Fixed Route $ 720,000 $ 843,100 $ 123,100 17.1% Subtotal $ 1,644,946 $ 1,806,100 $ 161,154 9.8% otal Dial -A -Ride $ 1,243,350 $ 1,288,321 $ 44,971 3.6% Fixed Route $ 1,037,795 $ 1,228,116 $ 190,321 18.3% Total $ 2,281,145 $ 2,516,437 $ 235,292 10.3% [20] 4.2 FUNDING PLANS TO SUPPORT PROPOSED OPERATING AND CAPITAL PROGR/ " " CCTS is proposing a funding plan that includes state funding (Local Trans and Low Carbon Transportation Operations Program) to support 80 per costs. The remaining 20 percent will be generated by passenger advertising, and local funds. CCTS will use State Transit As 1 B/Public Transportation Modernization, Improvement & Service and Proposition 1 B/California Transit Security Grant Program f capital purchases in FY 2017/18. 4.3 REGULATORY AND COMPLIANCE REQUIREMENTS Half Fare During Non -Peak Hours According to federal statute, transit operators m 1 with disabilities, and 3) Medicare card holders to n hours for a fare that is not more than one-half the ba during peak hours. The base fare for Cruiser service ' peak hours. The fare for an elderly . •n (60+), a person wi cardholders is $0.70 throughout t Americans with Disabilities Ac The ADA requires that complementar persons during the same hours and da passengers. Com • + paratransi corridor from ear ed route. Ride that exte- .eyond t mile corn Coronita, E ito, and HGardens, a Norco (D: ent of Moto hicles, Depart Colleg - en demand passeng - - ive pr' passengers. of Se 'dua CA) ' requested. Service also documentation Type of Service is might requ' lied pass el ce to co on Fund operating bus shelter oposition ogram ed ersons, 2) persons ervice during off-peak arged to other persons during peak and non- ilities, and Medicare rvice b- :liable to ADA certified ion available to Cruiser (fixed route) must be provided within % of a mile operates a general population Dial -A - the city limits, into the county areas of II as satellite locations in the City of of Public Social Services and Norco uests for service from ADA certified aintains zero denials for ADA certified DA complementary paratransit must be provided to an ADA I, i those with temporary eligibility, a personal care attendant ry, an. her individual accompanying the ADA-eligible individual, if ional c. ons may be provided service, if space is available. be pray'. d to visitors. Any visitor who presents ADA eligibility nother jurisdiction must be provided service. e ADA specifies "origin to destination" service. In certain instances, rvice beyond strict curb -to -curb. Door-to-door assistance for ADA s is available upon request. Door-to-door service is available when: an see the bus at all times; utermost door is within 150 feet from the bus; • Driver safety and security is maintained; and [21 ] " W h e r e a s a f e p a r k i n g a r e a i s a v a i l a b l e . F a r e s T h e A D A c o m p l e m e n t a r y p a r a t r a n s i t f a r e c a n n o t e x c e e d t w i c e t h e o f s i m i l a r l e n g t h , a t a s i m i l a r t i m e o f d a y , o n t h e C r u i s e r ( f i x e d r o u t e s y s m a y b e c h a r g e d f o r P e r s o n a l C a r e A t t e n d a n t s ( P C A s ) . A D A c e r t i f i c h a r g e d $ 2 . 5 0 p e r t r i p w h i c h i s l e s s t h a n t w i c e t h e f a r e f o r a t r i p o n 2 = $ 3 . 0 0 ) . A c o m p a n i o n i s c h a r g e d $ 2 . 5 0 p e r t r i p a s w e l l . D i s a d v a n t a g e d B u s i n e s s E n t e r p r i s e P u r s u a n t t o F e d e r a l R e g u l a t i o n 4 9 C F R P a r t 2 6 - D i s ( D B E ) ; a l l p u b l i c a g e n c i e s r e c e i v i n g U . S . D e p a r t m e n t t h a t a n t i c i p a t e a w a r d i n g $ 2 5 0 , 0 0 0 o r m o r e i n U S D O a t h r e e - y e a r ( 3 ) o v e r a l l D B E g o a l f o r p o t e n t i a l S u p p l i e r s . C C T S a n t i c i p a t e s u s i n g f e d e r a l s e c t i o n F T A 5 3 0 7 f f u n d s f o r o p e r a t i n g a n d c a p i t a l p r o j e c t s . T h e r e f o r e , t h D B E p r o g r a m t o t h e F T A R e g i o n I X p r i o r t o p r o g r a m s u b m i t t i n g i n t h e T r A M S . r a t r i p N o f a r e s v i d u a l s a r e r ( $ 1 . 5 0 x g e d B u s i n e s s E n t e r p n s p o r t a t i o n ( U S D O T ) f u n d s , f i s t e d c o n t r a c t s , m u s t e s t a b l i s h a c t i n g o p p " ' t i e s f o r c e r t i f i e d T i t l e V I I n c o m p l i a n c e w i t h T i t l e V I o f t h e C i r a c e , c o l o r , o r n a t i o n a l o r i g i n , i s e x c l u o f , o r i s s u b j e c t e d t o d i s c r i m i n a t i o n w i t f o l l o w i n g n o t i f i c a t i o - g e r s o f t h e o f C o r o n a w e b s i - u r e s , a n d N o p e r s o n p a r t i c i p a t i u n d e r W o r k s a T i t l e V I t e l e p h o n e a t o r k s C T C o u n c i l a p p r o g r a m s a r e c o m p l a i n t s . Y e c o o r m a j o r g o n t h e g r , b e d e n i e d g r a m o r a c t ' ' s t h e C i g r o g r a m p r i o r t o f e c t f o r p r o j e c t s i n c l u d i n g u s e b e r e q u i r e d t o s u b m i t a d s i n a g r a n t p r i o r t o s o n o n t h e b a s i s o f p a t i o n i s d e n i e d t h e b e n e f i t s e o f s e r v i c e s o f f e r e d b y C C T S . T h e f i l e a c o m p l a i n t i s i n c l u d e d o n t h e C i t y d o n - b o a r d C C T S b u s e s . o r n a t i o n a l o r i g i n , b e e x c l u d e d f r o m t h e r w i s e s u b j e c t e d t o d i s c r i m i n a t i o n a T r a n s i t S e r v i c e ( C C T S ) . T h e P u b l i c O f f i c e r . F o r m o r e i n f o r m a t i o n , o r t o f i l e m p l i a n t c o n t a e C o r o n a P u b l i c W o r k s D e p a r t m e n t b y 2 6 6 , b y e m a i l a t p u b l w k s @ c i . c o r o n a . c a . u s , o r b y v i s i t i n g t h e a t 4 0 0 S . V i c e n t i a A v e n u e , S u i t e 2 1 0 , C o r o n a , C A 9 2 8 8 2 . s o f r a c e , e n e f i t s o f , o r e p r o c e s s o f b e i n g r e v i s e d a n d u p d a t e d a n d w i l l n e e d C i t y s s i o n t o t h e F e d e r a l T r a n s i t A d m i n i s t r a t i o n . T i t l e V I r e e - y e a r p e r i o d . C C T S h a s n o t r e c e i v e d a n y T i t l e V I v e l o p m e n t A c t T r i e n n i a l A u d i t T r a n s p o r t a t i o n D e v e l o p m e n t A c t ( T D A ) T r i e n n i a l P e r f o r m a n c e A u d i t i n S e p t e m b e r 2 0 1 5 a n d s i t e v i s i t i n O c t o b e r 2 0 1 5 c o v e r i n g F i s c a l t h r o u g h 2 0 1 4 / 1 5 . T h e t r i e n n i a l p e r f o r m a n c e a u d i t s a r e a d m i n i s t e r e d a n d b y R C T C . W h i l e t h e a u d i t r e s u l t s r e v e a l C C T S o p e r a t i o n s m e e t i n g t h e I s a n d o b j e c t i v e s o f t h e T D A p r o g r a m , r o o m f o r i m p r o v e m e n t s i s a l w a y s [ 2 2 ] paramount with the audit which suggests improvements in three areas as summarized in Table 6 Progress Implementing Triennial Performance Audit Recommendatio Federal Transit Administration Triennial Review A Federal Transit Administration (FTA) Triennial Review field revi 2014-2016 was completed in March 2017. The FTA recommend the following areas: period of ction in Review Area Deficiency C ive Action Technical Capacity Late MPRs/FFRs Submit to the F 'ion IX Office procedures for submitting Mi - Progress R-ports (MPRs) and Federal Fi Reports (FFtime Title VI Title VI program not submitted or expired Upload the . Title .gram to the TrAMS and notify the FTA ' O Satisfactory Continuing Control A/‘ Real property use issues Submit to FTA Region ' e the following items: Excess Real Prope • ory and Utilization Plan - FTA-funded con . to the facility that is - -.ed for tran poses, as stated in the - - ment, . nd that states how Iden ' ich disp. method the City will • along with a timeline, in compliance with ircular 5010.1 E, Chapter IV: Real Property, tion 2.j, "Real Estate Disposition" and Section 2.j. isposition". Nationa The National T date for clarification 2016 was clos it Da mance . lable t Alternative Fu e Riverside ty tran e tabase (NTD) approved CCTS' request to submit transit financial ough a Small Systems Waiver starting in report year 2011; the providers operating 30 or fewer buses. The submission ear 20 October 30, 2016. CCTS staff provided responses and revie .flowing the initial review. The annual NTD report for t in March 017. Vehicles (RCTC Policy) my Transportation Commission (RCTC) encourages all Riverside rators to transition from diesel -powered transit buses to alternative mpressed Natural Gas (CNG) and liquefied natural gas (LNG) are rec. preferred options. While gasoline is a recognized alternative fuel for deman. sponse/Dial-A-Ride buses, CCTS integrated CNG-powered Dial -A -Ride buses with funding through the federal government's American Recovery and Reinvestment Act (ARRA) program. CCTS currently runs a mixed fleet of eight [23] gasoline -powered buses and four CNG-powered buses. CCTS Corona Cruiser (fixed route) service operates using seven CNG-powered buses which began vice in February 2016. CCTS plans on replacing eleven DAR vehicles within th= 12-14 months. At that time, all of CCTS fleet will be CNG-powered. [24] ��E M = �� f v m q l - m e p r t m i m { a m m s i r n B u s ( M o t o r b u s ) / P u r c h a s e d T r a n s p o r t . ' o n T a b l e Z - F l e e t I n v e n t o r y F Y 2 0 1 7 / 1 8 S h o r t R a n g e T r a n s i t P l a n C i t y o f C o r o n a A v e r a g e L i f e t i m e # o f t o M i l e s P e r A c t i v e A c t i v = # o f L i f e t o D a t e V e i l ' I l e s V e h i c l e A s O f L i f t a n d F u e l V e i l ' C o n t i n g e n c y e h i c l e M i l e s t h r o u g h Y e a r - T o - D a t e Y e a r M f g . M o d e l S e a t i n g R a m p V e h i c l e T y p e V e h i c l e r i o r Y e a r E n d M a r c h ( e . g . , M a r c h ) B u i l t C o d e C o d e C a p a c i t y E q u i p p e d L e n g t h C o d e 2 F Y 2 0 1 " F Y 2 0 1 5 / 1 6 F Y 2 0 1 6 / 1 7 F Y 2 0 1 6 / 1 7 2 0 1 5 E D N E Z R i d e r I I 3 0 7 3 2 C N 6 8 , 6 1 5 6 8 , 6 1 5 9 , 8 0 2 T o t a l s : 3 0 7 7 6 8 , 6 1 5 6 8 , 6 1 5 9 , 8 0 2 T r a n s T r a c k M a n a g e r ' ' P a g e 1 o f I 4 / 2 8 / 2 0 1 7 2 5 ��E M E �� f o m q l - o e p i r d i m { a m m s i m Y e a r M f g . B u i l t C o d e 2 0 0 7 E D N 2 0 1 2 E D N 2 0 1 2 E D N 2 0 0 8 S T R M o d e l C o d e A e r o T e c h A E R O T E C H A E R O T E C H S t a r c r a f t T o t a l s : D e m a n d R e s p o n s e / P u r c h a s e d T r a n s p o r . d o L i f t a n d F u e l S e a t i n g R a m p V e h i c l e T y p e C a p a c i t y E q u i p p e d L e n g t h C o d e 1 6 1 2 4 G A 2 0 6 2 6 G A 2 0 4 2 6 C N 1 8 1 2 5 7 4 1 2 # o f A c t i v : # o f V e h ' C o n t i n g e n c y V e h i c l e 2 F Y 2 0 1 4 1 L i f e t o D a t e e h i c l e M i l e s f o r Y e a r E n d F Y 2 0 1 5 / 1 6 2 3 8 , 7 5 7 6 9 8 , 7 8 3 4 1 3 , 0 8 6 2 4 9 , 9 1 2 1 , 6 0 0 , 5 3 8 T a b l e 1 - F l e e t I n v e n t o r y F Y 2 O 1 7 / 1 8 S h o r t R a n g e T r a n s i t P l a n C i t y o f C o r o n a t o V e h i Z ��l i l e s t h r o u g h M a r c h F Y 2 0 1 6 / 1 7 2 3 8 , 7 5 7 8 1 9 , 0 8 0 4 1 3 , 0 8 6 2 4 9 , 9 1 2 1 , 7 2 0 , 8 3 5 A v e r a g e L i f e t i m e M i l e s P e r A c t i v e V e h i c l e A s O f Y e a r - T o - D a t e ( e . g . , M a r c h ) F Y 2 0 1 6 / 1 7 2 3 8 , 7 5 7 1 3 6 , 5 1 3 1 0 3 , 2 7 1 2 4 9 , 9 1 2 1 4 3 , 4 0 3 T r a n s T r a c k M a n a g e r ' " ' r P a g e 1 o f I 5 / 4 / 2 0 1 7 [ 2 6 ] EMI IIIIIME fomql-oepirdim{ammsim Table 2 -- na-BUS -- SRTP Service Summary FY 2017/18 Short Range Transit Plan All Routes FY 2014/15 Audited FY 2015/16 Audited 016/17 an 17 3rd I FY 2017/18 Plan Fleet Characteristics . Peak -Hour Fleet 5 5 Financial Data Total Operating Expenses $991,395 $98 , ,020 $770,028 $1,228,116 Total Passenger Fare Revenue $199,488 $187,52 231,404 $118,165 $234,223 Net Operating Expenses (Subsidies) $791,906 $799,837 $925,616 $651,863 $993,893 Operating Characteristics Unlinked Passenger Trips 168,303 152,728 1,614 99,796 139,715 Passenger Miles 664,797 6 8 394,194 551,874 Total Actual Vehicle Revenue Hours (a) 14,671.4 1 10,955.4 16,344.0 Total Actual Vehicle Revenue Miles (b) 172,786.0 171,379.E 193,581.0 128,290.0 176,912.0 Total Actual Vehicle Miles 189,065.0 188,19 2,995.0 139,388.0 192,204.0 Performance Characteristics Operating Cost per Revenue Hour .35 $70.20 $70.29 $75.14 Farebox Recovery Ratio '.99% 20.00% 15.35% 19.07% Subsidy per Passenger $4. 24 $5.73 $6.53 $7.11 Subsidy per Passenger Mile $1. $1.45 $1.65 $1.80 Subsidy per Revenue Hour (a) $5 / $56.16 $59.50 $60.81 Subsidy per Revenue Mile (b) .67 $4.78 $5.08 $5.62 Passenger per Revenue Hour (a) 5 10.4 9.8 9.1 8.5 Passenger per Revenue Mile (b) , 0.97 0.89 0.83 0.78 0.79 (a) Train Hours for Rail Modes. (b) Car Mile it Modes. TransTrack Manager'"' 5/1/2017 [27] Page 1 of I EMI IIIIIME fomql-oepirdim{ammsim Table 2 -- na-DAR -- SRTP Service Summary FY 2017/18 Short Range Transit Plan All Routes FY 2014/15 Audited FY 2015/16 Audited 016/17 an 17 3rd I FY 2017/18 Plan Fleet Characteristics . Peak -Hour Fleet 9 9 Financial Data Total Operating Expenses $1,179,406 $1,16 , ,697 $903,834 $1,288,321 Total Passenger Fare Revenue $236,878 $186,32 263,340 $135,353 $257,664 Net Operating Expenses (Subsidies) $942,529 $978,036 $1,053,357 $768,481 $1,030,657 Operating Characteristics Unlinked Passenger Trips 66,015 63,162 3,430 49,047 62,126 Passenger Miles 332,055 45 246,706 312,495 Total Actual Vehicle Revenue Hours (a) 16,995.4 1 12,628.8 16,774.0 Total Actual Vehicle Revenue Miles (b) 226,331.0 223,539.E 229,015.0 165,930.0 220,842.0 Total Actual Vehicle Miles 261,796.0 256,12 .1,968.0 190,753.0 253,878.0 Performance Characteristics Operating Cost per Revenue Hour , .27 $74.02 $71.57 $76.80 Farebox Recovery Ratio ,.00% 20.00% 14.98% 19.99% Subsidy per Passenger $14.- 48 $16.61 $15.67 $16.59 Subsidy per Passenger Mile $2.s $3.30 $3.12 $3.30 Subsidy per Revenue Hour (a) $5 / $59.22 $60.85 $61.44 Subsidy per Revenue Mile (b) .38 $4.60 $4.63 $4.67 Passenger per Revenue Hour (a) 9 3.6 3.6 3.9 3.7 Passenger per Revenue Mile (b) , 0.29 0.28 0.28 0.30 0.28 (a) Train Hours for Rail Modes. (b) Car Mile it Modes. TransTrack Manager'"' 5/1/2017 [28] Page 1 of I EMI IIIIIME fomql-oepirdim{ammsim Table 2 -- C" Corona -- SRTP Service Summary FY 2017/18 Short Range Transit Plan All Routes FY 2014/15 Audited FY 2015/16 Audited 016/17 an 17 3rd I FY 2017/18 Plan Fleet Characteristics . Peak -Hour Fleet 14 14 Financial Data Total Operating Expenses $2,170,801 $2,15 , ,717 $1,673,862 $2,516,437 Total Passenger Fare Revenue $436,366 $373,85 494,744 $253,518 $491,887 Net Operating Expenses (Subsidies) $1,734,435 $1,777,873 $1,978,973 $1,420,344 $2,024,550 Operating Characteristics Unlinked Passenger Trips 234,318 215,890 5,044 148,843 201,841 Passenger Miles 996,852 • •:0 0 640,901 864,369 Total Actual Vehicle Revenue Hours (a) 31,666.8 3 23,584.3 33,118.0 Total Actual Vehicle Revenue Miles (b) 399,117.0 394,918.E 422,596.0 294,220.0 397,754.0 Total Actual Vehicle Miles 450,861.0 444,31 4,963.0 330,141.0 446,082.0 Performance Characteristics Operating Cost per Revenue Hour .30 $72.18 $70.97 $75.98 Farebox Recovery Ratio •.37% 20.00% 15.15% 19.54% Subsidy per Passenger $7. 24 $8.79 $9.54 $10.03 Subsidy per Passenger Mile $1. $2.07 $2.22 $2.34 Subsidy per Revenue Hour (a) $5 / $57.75 $60.22 $61.13 Subsidy per Revenue Mile (b) .50 $4.68 $4.83 $5.09 Passenger per Revenue Hour (a) .4 6.8 6.6 6.3 6.1 Passenger per Revenue Mile (b) , 0.59 0.55 0.53 0.51 0.51 (a) Train Hours for Rail Modes. (b) Car Mile it Modes. TransTrack Manager'"' 5/1/2017 [29] Page 1 of I EMI EME� IiNnkIr fomql-oepirdim{ammsim Data Elements Table 3 - SRTP Route Statistics City of Corona -- 3 FY 2017/18 All Routes Route # Day Type Peak Vehicles Passengers Passenger Miles Revenue Hours Total Hours Revenue Miles Total Miles Operating Cost Passenger Revenue Net Subsidy COR-BLUE COR-DAR COR-RED All Days All Days All Days Service Provider Totals 3 9 2 14 71,637 62,126 68,078 201,841 282,966 312,495 268,908 864,369 8,076.0 16,774.0 8,268.0 33,118.0 36,15'. 7,754.0 90,336.0 253,878.0 101,868.0 446,082.0 $601,777 $1,288,321 $626,339 $2, 516,437 $114,769 $257,664 $119,454 $487,008 $1,030,657 $506,885 $491,887 $2,024,550 TransTrack Manager"' 5/1/2017 [30] Page 1 of 2 EMI EME� IiNnkIr fomql-oepirdim{ammsim Performance Indicators Table 3 - SRTP Route Statistics City of Corona -- 3 FY 2017/18 All Routes Route # Day Type COR-BLUE COR-DAR COR-RED All Days All Days All Days Service Provider Totals Operating Operating Cost Per Cost Per Revenue Hour Revenue Mile $74.51 $76.80 $75.75 $75.98 $7.24 $5.83 $6.68 $6.33 Cost Per Passenger $8.40 $20.74 $9.20 $12.47 Farebox Recovery Ratio 19.0796 19.9996 19.0796 19.54% Subsidy Per Passenge- $10. ubsidy Per Passenger Mile $2.34 Subsi Revenu Hour $60.30 $61.44 $61.31 $61.13 Subsidy Per Revenue Mile $5.86 $4.67 $5.41 $5.09 Passengers Passengers Per Hour Per Mile 8.9 3.7 8.2 0.86 0.28 0.73 6.1 0.51 TransTrack Manager"' 5/1/2017 [31 ] Page 2 of 2 TABLE .3A - INDIVIDUAL ROUTE DESCRIPTIONS AND AREA SERVICED Mode Route Description Area / ' e Corona Cruiser Blue Line Wal-Mart at McKinley Street west to River Run Apartments via Mountain Gate Park and down ' / Civic Center i Street shopping areas, Magnolia e, Centennial High, medical facilities, for Center, Cot-. - Library, Corona ransit Centerb ain Corona etrolink St ender museum, north Str .ping area and restaurants Red Line The Crossin: - Cajalco Road - me to the El Tapati est Sixth Street via downt. Civic Cente The shopping area, Walmart, Californ - Post Office, Centennial High, Coro Center/North Main Corona Metro - (selected AM & ..), Corona Li. y, Senior Center, .rona High and on west Sixth tree Avenue (service is extended to t e Shops at Dos Lagos on Saturdays) Dial -A -Ride service City-wide, neighboring county areas of Coronita, El Cerrito and Home Gardens as well as satellite locations in the city of Norco - Department of Motor Vehicles, Department of Public Social Services and Norco College [32] TABLE 4 - SUMMARY OF FUNDS REQUESTED FOR FY 2017/1 S Table 4 - Summary of Funded for FY 2017/18 City of Corona Project Description Capital Project No. Total Amount of Funds LTF I STA 5307 Fun edits P Prop 1B Security CTSGP AQMD AB 2766 Subvention Funds Fare Box* Other ** FY 18 - Operating Revenues Capital Cost of Operating for Fixed Route & Dial -A -Ride Comprehensive Operational Analysis (COA) 1,812,437 644,000 60,000 1,404,350 103,040 48,E 000 334,100 132,027 25,760 Subtotal: Operating $2 507,390 3,200 $12,000 $57,000 - - $334,100 $157,787 Subtotal: Capital $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 Total: Operating & Capital ' $2,516,43 $0 - $334,100 $157,787 * Includes AB 2766 congestion and emission reduction fu **Other revenues include City contribution $140,787; Bus 5 Fuiser multi -day passes $20,000. sing $7,000; and local contribution $10,000. [33] TABLE 5.1 - SUMMARY OF FUNDS REQUESTED FOR FY 2018/1.9 Table 5.1- Summary of Funds Rested for FY 2018/19 City of Corona Project Description Capital Project No. Total Amount of Funds LTF STA 5307 Funds Prop 1B Security CTSGP AQMD AB 2766 Subvention Funds Fare Box* Other ** Operating Revenues Capital Cost of Operating for Fixed Route & Dial -A -Ride 1,910,131 644,000 1,432,105 103,040 337,241 20,785 25,760 Subtotal: Operating $2,554,131 $1,535,145 I ,00 $0 - $337,241 $46,545 Intelligent Transportation System (ITS) including following components: Automatic Vehicle Locator and Automatice Vehicle Annunciator 19-01 500, 100,000 i,000 Subtotal: Capital $500,000 $100,000 - $0 - - Total: Operating & Capital 54,131 - $0 $337,241 $46,545 * Includes AB 2766 congestion and emission reduction funds to ** Other revenues include City contribu jnn <J •545; Bus Shelter ser multi -day passes $20,000. 7,000; and local contribution $10,000. [34] TABLE 5.1A - CAPITAL PROJECT JUSTIFICATION PROJECT NUMBER: SRTP Project No: 19-01 FTIP No: not applicable PROJECT NAME: Intelligent Transportation System (ITS)) PROJECT DESCRIPTION: Purchase and install an Intelligent Tran ion Sy that will support the following GPS based components: 1) Automatic icle Locatio (AVL); 2) Automated Vehicle Annunciator System (AVAS); 3) C• •uter Aided Dispatching (CAD) and; 4) Automated Passenger Count (AP system will improve performance monitoring, and reporting capabilities, and im. .ervice quality and bus efficiency. PROJECT JUSTIFICATION: The ITS is necessary receiving the highest quality information on time a at optimal efficiency. PROJECT SCHEDULE: effort to ensu s ensuring t Start Date Comple .on Date July 2018 PR June E T F NDIN • R E Assistance (STA) capital funds from Riverside Coun : nsp Commi tomers are S is operating ing State Transit Fund Type Fiscal Ye Amount FTA FY 2018/1 $400,000 STA Y 2018/19 $100,000 Tot $500,000 PRIO ' ' PROJECTS Ii EXPENDED UT NOT YET ORDERED FTA Grant No. ID No. RCTC/SRTP Project No. Description Unexpended Balance (as of 6/30/18) le [35] TABLE 5.2 -SUMMARY OF FUNDS REQUESTED FOR FY 201.9/20 Table 5.2 - Summary of Funds RZ sted for FY 2019/20 City of Corona Project Description Capital Project No. Total Amount of Funds LTF STA 5307 Funds rop 1B Security CTSGP AQMD AB 2766 Subvention Funds Fare Box* Other ** Operating Revenues Capital Cost of Operating for Fixed Route & Dial -A -Ride 2,023,015 644,000 1,522,412 103,040 340,413 40,190 25,760 Subtotal: Operating $2,667,015 $1,625,452 $515,2 $0 $0 $0 $340,413 $65,950 Subtotal: Capital $0 $0 - $0 - - 1 Total: Operating & Capital $2,667,015 $0 $340,413 $65,950 * Includes AB 2766 congestion and emission reduction fun **Other revenues include City contribution $38,950; Bus Shel �Ciser multi -day passes $20,000. g $7,000; and local contribution $10,000. [36] TABLE 6- PROGRESS IMPLEMENTING TRANSPORTATION DEVELOPMENT ACT (T TRIENNIAL PERFORMANCE AUDIT RECOMMENDATIONS* Audit Recommendations (Covering FY 2012/13 to FY 2014/15) Action/Reme Revise the no-show policy in conformance with FTA findings The rate of no-shows has averaged ove 8 p cent on the Di e service which is above general industry nor erally below 5 perce City's Dial -A -Ride is open to the general , general public rides com e to 20 percent and seniors and ► -d individuals comprise slightly o percent. No-shows affect th= iness and of ' 'ency of service deliver in the areas of service hour on -time perf• ce. The City and the FTA agreed that any future no •olicy wo take into account no-shows caused by reasons beyond th. ' co and would only suspend riders who truly had established a pa .ctice of no-shows. A pattern or practice involves intentional, rep- .r regular actions, not isolated, accidental, o ngular incidents. The City sh• . to revise its n. policy, which provides a deterrent fo at vio . -nd the c• tract operator should take the necessary to revis- y in a way that addresses the FTA's concern, . clud- .olicy in . t brochures and on the website. The RTA no-sho Ines example steps for evaluating patterns and ocess for vi, of the policy: It considers a customer's overall y of use, a .tablishes "a pattern of practice of abuse" that is relao how ofte •erson travels. The overall no-show rate for all custs is considere. at customers with average no-show records are no .lized. sta a • Iling out a No -Show policy and procedure during FY 117/18. eview alternative fare .. .under The current farebox standard for Corona Transit is a 20 percent ratio system- .e. This ratio is met by the combination of both fixed route and Dial -A -Ride -s. Other local contributions from the City have made up the difference b- passenger fares and revenue needed to meet the required ratio. The . .I contributions have a cap on how much can be provided to transit. TDA allows alternative farebox recovery ratios for urban systems. One alternative is a split farebox standard: one for fixed route, and another for Dial -A -Ride. The fixed -route standard would still be 20 percent; however, the Dial -A -Ride standard could be reduced to 10 percent. The caveat with the alternative lower Dial -A -Ride standard is that it applies only to service for seniors and disabled. This means the Dial -A -Ride would need to switch from general public to a specialized service. As noted above, seniors and disabled individuals currently comprise slightly over 80 percent of the Dial -A -Ride ridership. By complying with a lower farebox standard for Dial -A -Ride, the [37] City might be able to reallocate its transit funds to support enhanced and more productive service and/or possibly reduce its rel - on the local contribution. The alternative farebox standard and the :e from general public to specialized Dial -A -Ride should be evaluate. e City as a means to further strengthen its ability to maintain the far ecovery. Any change to the farebox would need to be formally app TC as required by TDA. CCTS is evaluating changing from gene pu • lic to specialize , -Ride in an effort to reduce the farebox r: y ratio to a blende• •f 15 percent. Passengers certified under the ' ans with Disabilities Act (ADA) cu , comprise about 25 percent . orona Dial -A •e passengers. Another 40 percent of riders are disa• t are not AD ified. A call must be made to schedule each ride o - a Dial- -. Subscription service is a convenience offered to ADA ► si .engers who take the same trip on a regular basis, as it reduces t, make repeated calls for each ride. Many agencies have subscription - trips (i.e., having a standing reservation •-duled) that make u • tion of their trip requests. Subscripti. •• generally are tr . a patron makes multiple times per , . - times per w- d have a specific origin and destinati. .at do n. - often, hese types of trips are for employment, cal, and .. rposes. These trips can be prescheduled, t' -duc' e burden o e scheduler/dispatcher and call Review feasibility of -take system. implementing ADA .scription s - is generally on a space -available basis, and sche, . on a first-c. first -served basis for a given time period (e.g., 14 or 3 :ys of subscri. ervice). Federal ADA law permits the use of su • •• • - vice as to :s it does not absorb more than 50 percent of the me of day, and does not result in next -day ADA trip ials. Subscri. . -rvice is discretionary and not mandated under ADA, hich allows the City to investigate its feasibility through a demonstration .eriod to determine whether additional scheduling efficiencies through the scheduling software can be made, as well as whether there is some -d staff and cost burden from the number of calls for reservations. CCTS aff work with current contractor (provider of transortation services) and review feasibility of establishing an ADA Subscription Services Policy. After review and consideration, City will proceed with adopting the policy. ecommendations fr FY 2013-FY 2015 Transportation Development Act (TDA) Triennial Performance Audit. [38] ��E M E �� I i N �� f o m q l - o e p i r d i m { a m m s i m T a b l e 7 - - S e r v i c ' e i d e r P e r f o r m a n c e T a r g e t s R e p o r t F Y 2 0 1 6 / 1 7 S h o r t R a n g e T r a n s i t P l a n R e v i e w C i t y o f C o r o n a D a t a E l e m e n t s F Y 2 0 1 6 / 1 7 P l a n ��F Y 2 0 1 6 / 1 7 F Y 2 0 1 6 / 1 7 T a r g e t Y e a r t o D a t e T h r o u g h 3 r d Q u a r t e r Y e a r t o D a t e P e r f o r m a n c e S c o r e c a r d U n l i n k e d P a s s e n g e r T r i p s 2 2 5 , 0 4 4 P a s s e n g e r M i l e s 9 5 7 , 4 3 0 T o t a l A c t u a l V e h i c l e R e v e n u e H o u r s 3 4 , 2 7 0 . 0 T o t a l A c t u a l V e h i c l e R e v e n u e M i l e s 4 2 2 , 5 9 6 . 0 T o t a l A c t u a l V e h i c l e M i l e s 4 7 4 , 9 6 3 . 0 T o t a l O p e r a t i n g E x p e n s e s $ 2 , 4 7 3 , 7 1 7 T o t a l P a s s e n g e r F a r e R e v e n u e $ 4 9 4 , 7 4 4 N e t O p e r a t i n g E x p e n s e s $ 1 , 9 7 8 , 9 7 3 P e r f o r m a n c e I n d i c a t o r s M a n d a t o r y : 1 . F a r e b o x R e c o v e r y R a t i o I 2 0 . 0 0 % I 1 5 . 1 5 % I F a i l s t o M e e t T a r g e t D i s c r e t i o n a r y : 1 . O p e r a t i n g C o s t P e r R e v e n u e H o u r $ 7 2 . 1 8 = $ 6 8 . 7 1 $ 7 0 . 9 7 F a i l s t o M e e t T a r g e t 2 . S u b s i d y P e r P a s s e n g e r $ 8 . 7 9 d < _ $ 9 . 4 9 $ 9 . 5 4 F a i l s t o M e e t T a r g e t 3 . S u b s i d y P e r P a s s e n g e r M i l e 0 7 a n d < _ $ 2 . 2 3 $ 2 . 2 2 M e e t s T a r g e t 4 . S u b s i d y P e r H o u r > a n d < _ $ 6 5 . 0 4 $ 6 0 . 2 2 M e e t s T a r g e t 5 . S u b s i d y P e r M i l e > a n d < _ $ 5 . 2 7 $ 4 . 8 3 M e e t s T a r g e t 6 . P a s s e n g e r s P e r R e v e n u e H o u r > a n d < = 7 . 9 4 6 . 3 0 M e e t s T a r g e t 7 . P a s s e n g e r s P e r R e v e n u e M i l e > = d < = 0 . 6 4 0 . 5 1 M e e t s T a r g e t N o t e : M u s t m e e t a t l e a s t 4 o u t o f 7 D i s c r e t i o n a r y P e r f o r m a t o r s P r o d u c t i v i t y P e r f o r m a n c e S u m m a r y : S e r v i c e P r o v i d e r C o m m e n t s : A f a r e b o x r e c o v e r y r a t i o n i n t h i s r a n g b r i d g e t h e g a b b e t w e e n f a r e r e v e s u b s i d y p e r p a s s e n g e r , t h e r e b T r a n s T r a c k M a n a g e r ' " ' 5 / 1 / 2 0 1 7 o i n t i n t h e a r a n d t h e A t t h e c l o s e o f e a c h f i s c a l y e a r , t h e C i t y c o n t r i b u t e s a s u f f i c i e n t a m o u n t o f f u n d i n g t o q u i r e d t o m e e t t h e 2 0 p e r c e n t e r f a r e b o x r e c o v e r y r a t i o . T h i s w i l l a l s o r e d u c e [ 3 9 ] P a g e 1 o f I ��M M E �� l i e s i v m l - o e p r u i m { a m R s i m F Y 2 0 1 7 / 1 l e 8 - - S R T P P e r f o r m a n c e R e p o r t S e r v i c e P r o v i d e r ; C i t y o f C o r o n a A l l R o u t e s P e r f o r m a n c e I n d i c a t o r s F Y 2 0 1 5 / 1 6 E n d o f Y e a r A c t u a l F Y 2 0 1 6 / 1 7 3 r d Q u a r t e r Y e a r - t o - D a t e F Y 2 0 1 7 / 1 8 P l a n Y 2 0 1 7 / 1 8 T a r g e t P l a n P e r f o r m a n c e S c o r e c a r d ( a ) P a s s e n g e r s 2 1 5 , 8 9 0 1 4 8 , 8 4 3 2 0 1 , n e P a s s e n g e r M i l e s 9 2 0 , 9 8 0 6 4 0 , 9 0 1 N o n e R e v e n u e H o u r s 3 1 , 9 6 9 . 8 2 3 , 5 8 4 . 3 . 0 N o n e T o t a l H o u r s 3 5 , 3 5 4 . 2 2 5 , 9 1 5 . 6 N o n e R e v e n u e M i l e s 3 9 4 , 9 1 8 . 0 2 9 4 , 2 2 0 . 0 3 9 7 , T o t a l M i l e s 4 4 4 , 3 1 7 . 0 3 3 0 , 1 4 1 . 0 4 4 6 , 0 8 2 . 0 O p e r a t i n g C o s t s $ 2 , 1 5 1 , 7 2 2 $ 1 , 6 7 3 , 8 6 $ 2 , 5 1 6 , 4 3 7 N o P a s s e n g e r R e v e n u e $ 3 7 3 , 8 5 0 $ 2 5 $ 4 9 1 , 8 8 7 N o n e O p e r a t i n g S u b s i d y $ 1 , 7 7 7 , 8 7 3 $ 1 , 4 2 0 , 5 0 N o n e O p e r a t i n g C o s t s P e r R e v e n u e H o u r $ 6 7 . 3 0 $ 7 0 . 9 7 F a i l s t o M e e t T a r g e t O p e r a t i n g C o s t P e r R e v e n u e M i l e $ 5 . 4 5 $ 5 . 6 9 O p e r a t i n g C o s t s P e r P a s s e n g e r $ 9 . 9 7 $ 1 1 . 2 5 2 . 4 7 N o n e F a r e b o x R e c o v e r y R a t i o 1 7 . 3 7 % 1 5 . 1 5 % 1 9 . 5 4 % > = 2 0 . 0 % F a i l s t o M e e t T a r g e t S u b s i d y P e r P a s s e n g e r $ 8 $ 9 . 5 4 $ 1 0 . 0 3 > _ $ 8 . 1 1 a n d < _ $ 1 0 . 9 7 M e e t s T a r g e t S u b s i d y P e r P a s s e n g e r M i l e $ 2 . 2 2 $ 2 . 3 4 > _ $ 1 . 8 9 a n d < _ $ 2 . 5 5 M e e t s T a r g e t S u b s i d y P e r R e v e n u e H o u r . 6 1 $ 6 0 . 2 2 $ 6 1 . 1 3 > _ $ 5 1 . 1 9 a n d < _ $ 6 9 . 2 5 M e e t s T a r g e t S u b s i d y P e r R e v e n u e M i l e $ 4 . 5 0 $ 5 . 0 9 > _ $ 4 . 1 1 a n d < _ $ 5 . 5 5 M e e t s T a r g e t P a s s e n g e r s P e r R e v e n u e H o u r 6 . 8 0 6 . 1 0 > = 5 . 3 6 a n d < = 7 . 2 5 M e e t s T a r g e t P a s s e n g e r s P e r R e v e n u e M i l e 0 . 5 1 0 . 5 1 > = 0 . 4 3 a n d < = 0 . 5 9 M e e t s T a r g e t a ) T h e P l a n P e r f o r m a n c e S c o r e c a r d c o l u m n i s t h e r e s u l t o f c o m p a r T r a n s T r a c k M a n a g e r ' " ' 5 / 1 / 2 0 1 7 1 7 / 1 8 P l a n t o t h e F Y 2 0 1 7 / 1 8 P r i m a r y T a r g e t . [ 4 0 ] P a g e 1 o f 1 TABLE 9 — CCTS HIGHLIGHTS FY 2017/18 Operations • Implement a new Fiixed Route schedule: o Adjust Corona Cruiser bus schedule to reflect actu o Introduce additional morning peak service • Improve Dial -A -Ride Services o Eliminate general DAR o Roll -out no show policy • Continue working with the City's contrac .portation opto improve: o Operations of Corona Cruiser and Cide o Bus maintenance; o Cleanliness and maintenance of bus stops; o Monitoring and veri .ctor performance. • Conduct a Comprehensiveto identif gths as well as opportunities for improvemen Capital Projects • Procure, test - ept delivery • Bus stop ' - replace b -Ride replacement buses. s on solar -powered lighting INANCIAL DATA P mance Me 2012/13 101Y FY 2013/14 FY 2014/15 FY 2015/16 FY 2016/17 Est FY 2017/18 Planned ystem-wide Passe ips 8,689 238,597 234,318 215,890 198,457 201,841 st per Service Hour $67.41 $66.30 $68.55 $70.13 $72.56 $75.98 [41 ] TABLE 98 — FAREBOX REVENUE CALCULATION (Consistent with Riverside County Transportation Commission Fareb covery Policy) Farebox Recovery Ratio Revenues FY 2013/14 FY 2014/15 ` 5/16 2016/1 Est. FY 17/18 Passenger Fares $370,007 $372 $338,282 $322,466 $3 Interest Income $4,361 14 $27,. $0 $0 General Fund Contribution $5,000 `II 41 $97,824 $140,787 Measure A $0 $0 $0 $0 Passenger Shelter Advertising Revenue 4,473 $10,426 '77 $7,421 $7,000 Gain on Sale of Capital Assets $0 $0 $0 CNG Revenues $0 $0 $0 $0 Lease / Other Revenue $0 $0 $0 $0 Federal Excise Tax Refund $0 $0 $0 $0 Investment Income $6 $0 $0 $0 $0 CalPers CERBT $0 $0 $0 $0 $0 Fare Revenues -mpt Ro $0 $0 $0 $0 Other Revenues $14,506 $17,061 $27,008 $28,518 $30,000 T nues $409,812 $436,366 $454,895 $456,229 $491,887 al Operating $2,042,898 $2,170,801 $2,242,025 $2,281,145 $2,516,437 Farebox Recovery Rati 20% 20% 20% 20% 20% [42] FY 2017/18-FY 2019/20 SHORT RANGE TRANSIT PLAN City of Riverside Special Transportation Services TABLE OF CONTENTS I. System Overview 1 1.1 Service Area 1 1.2 Population Profile 2 1.3 Paratransit Services 2 1.4 Current Fare Structure 3 1.5 Revenue Fleet 3 1.6 Existing Facility/Planned Facilities 3 II. Existing Service and Route Performance 4 2.1 Dial -A -Ride Services -System Performance 4 2.2 Key Performances Indicators 5 2.3 Productivity Improvement Efforts 5 2.4 Major Trip Generators 6 III. Planned Service Changes and Implementation 7 3.1 Recent Service Changes 7 3.2 Recommended Modifications to Paratransit Services 8 3.3 Marketing Plans and Promotion 8 3.4 Budget Impact on Proposed Changes 9 IV. Financial and Capital Plans 9 4.1 Operating and Capital Budget 9 4.2 Funding Plans to Support Operating and Capital Program 10 4.3 Regulatory and Compliance Requirements 10 1 Tables 12 Table 1— Fleet Inventory 12 Table 2 — City of Riverside SRTP Service Summary 13 Table 3 — SRTP Route Statistics 14 Table 4 — Summary of Funds Requested for FY 2016/17 16 Table 4A — Capital Projects Justification 17 Table 5.1—Summary of Funds Requested for FY 2017/18 23 Table 5.1A — Capital Justification of 5.1 24 Table 5.2 — Summary of Funds Requested for FY 2018/19 25 Table 5.2A — Capital Justification of 5.2 26 Table 6 — Progress to Implement TDA Triennial Performance Audit 27 Table 7 — Service Provider FY 2015/16 Performance Target Report 29 Table 8 — FY 2016/17 SRTP Performance Report 30 Table 9 — Highlights of 2016/17 — 2018/19 Short Range Transit Plan 31 Table 9A — Operating and Financial Data for Previous Four Years 32 Table 9B — Fare Revenue Calculation 33 2 I. SYSTEM OVERVIEW 1.1 Service Area Special Transportation (ST) is a division within the Community Services branch of the City of Riverside's Parks, Recreation and Community Services Department that has been offering transportation services to seniors and disabled residents in the Riverside community since 1975. This paratransit transportation service is provided within the 81.54 square mile incorporated city limits of the City of Riverside, shown below in Figure 1. Figure 1 17 ti f La Sierra Hills Orr,.lake Comp. ecrav1 La Siena Arianza Acres` R.4e..+h Ce,.mil,' -L \n ▪ Wood Streets Grand 1.0 ortliside i Hunter Industrial :— pin* e r . AMICk 7 ` University r Eastside w SartEer aardOrn CourtIr i Noronern sphere or mop nor ✓ Casa Blanca.,Hawarden Hills tern. sm+herr r'm enre Alessandro — —�-- Heights 6 Mission G ra ue Sycamore Canyon Business Park Canyon Springs l 4,JNy ado � 1 1 1.2 Population Profile The American Community Survey (ACS) data is a source of demographic information which is part of the 2010 Decennial Census Program. The ACS is a nationwide survey designed to provide communities with reliable and timely demographic, social, economic and housing data every year. Because the ACS is conducted annually, it serves as an interim source of up-to-date demographic data through the decade, until the next Census is conducted. According to the US Census Bureau, as of 2015, the population of the City of Riverside is 322,424 residents. The senior population within the City of Riverside (those 60 years of age and over) accounts for approximately 19% of the population. Riverside is slightly below the national average of seniors age 60 and over which is 19.5%, however, due to the Baby Boomer generation aging into their sixties, the senior population will continue to rise rapidly. Ridership has been trending upward for the past several years and continues to increase. 1.3 Paratransit Services Owned and operated by the City of Riverside, Special Transportation is an origin -to - destination rideshare transportation service. The service is limited to senior citizens (60 years of age and older) and persons with disabilities (disabilities require a physician documentation). Special Transportation operates 362 days per year, only suspending service on Thanksgiving Day, Christmas Day and New Year's Day. Operating hours for ST are Monday through Friday, from 8:00 a.m. - 5:30 p.m. and on weekends and holidays from 9:00 a.m. — 4:00 p.m. In order to reserve a ride, passengers must call ST's reservation telephone number, during the business hours of 8:00 a.m. - 5:00 p.m., Monday through Friday, and 9:00 a.m. - 3:00 p.m. on weekends and holidays. An answering machine is available before and after business hours for cancellations. A call notification service was added last year and has been well received by our customers and has helped reduce the workload of our office staff. The notification service 2 automatically calls scheduled riders to remind them of their upcoming trip the night before and one hour prior to their scheduled pick up time. There are several touch-tone options for the patrons to accept the ride or cancel the ride. This notification is in both English and Spanish. 1.4 Current Fare Structure and Proposed Fare Structure The ST fare structure for a one-way trip is $2.00 per passenger. Clients may pay their fare in cash at boarding time or with pre -purchased tickets. Ticket booklets can also be purchased in advance which contain 20 single trip tickets. Special Transit will be moving forward with a fare increase proposal that, if approved, will go into effect on July 1, 2017. Fares will increase from $2.00 per trip to $3.00 per trip and will be in line with the current RTA, Dial A Ride fare. 1.5 Revenue Fleet Special Transportation has been operating with a fleet of 35 paratransit compressed natural gas (CNG), alternative fuel, Type III vehicles. 8 new replacement vehicles were purchased this year to replace 8 vehicles that have reached their useful life expectancy. Special Transportation also owns one paratransit van equipped to hold six passengers and one wheelchair and a hybrid Honda Civic that is used by administrative staff in supervising routes and responding to accidents. These vehicles are not assigned to routes but are used as backups for special services. Special Transportation will purchase two replacement vehicles, one equipped to hold six passengers and one wheelchair and another passenger vehicle in FY 2017/18. These will replace the existing van and passenger car that have reached their useful life expectancy. 1.6 Existing Facility/Planned Facilities Special Transportation Offices are located at 8095 Lincoln Avenue within the City of Riverside Corporation Yard. Included in the facilities are an administration building consisting of administrative offices, a dispatch center, restrooms and a break room. Special 3 Transportation's facilities also include a parking lot for the transit buses with each space equipped with a CNG slow fill station, and a CNG Maintenance Bay for maintenance and repair of the fleet. The facility includes five maintenance bays, an administrative office, and multiple storage compartments for vehicle parts and equipment. The facility is outfitted with state of the art safety equipment and machinery to maintain the CNG fueled vehicles. II. EXISTING SERVICES AND ROUTE PERFORMANCE 2.1 Dial -A -Ride Service -System Performance ST served approximately 181,313 passengers during the 2016/17 fiscal year. ST averages between 400-600 riders per day and has traveled 1,060,692 miles in FY2015/16. ST will embark in a rebranding campaign in then next fiscal year in the hopes of informing the residents of Riverside of the service and increasing the number of riders. We will continue to advertise in places such as Riverside's senior centers and through the City of Riverside's Activity Guide publication. We will also continue to market the programs at various Senior Fairs and events throughout the city. 2.2 Key Performance Indicators During fiscal year 2016/17, Special Transportation met its mandatory farebox recovery ratio target and met five of the seven discretionary performance indicators, as shown in Figure 2. Mandatory: 1. Farebox Recovery Ratio Meets Target Discretionary: 1. Operating Cost Per Revenue Hour Fails to Meet 2. Subsidy Per Passenger Meets Target 3. Subsidy Per Passenger Mile Meets Target 4. Subsidy Per Revenue Hour Fails to Meets 5. Subsidy Per Revenue Mile Meets Target 4 6. Passengers Per Revenue Hour Meets Target 7. Passengers Per Revenue Mile Meets Target Note: Must meet at least 4 out of 7 Discretionary Performance Indictors Figure 2 2.3 Productivity Improvement Efforts ST strives to operate an efficient service and continues to seek ways to decrease costs while maintaining high productivity. ST Staff has been working on examining different staffing senario's to maximize route efficiency will meeting customer demands. The Operation Supervisor is currently examining the route efficiencies of each driver and them meeting woth them to provide constructive feedback to improve how each driver conducts his/her assigned reservations for that day. For FY 2017/18, ST plans on increasing the number of full time drivers to help meet the current service demands and also improve the efficiency of the service. ST will also embark on a comprehensive transit operational study that will help determine adequate staffing levels in all areas to meet the needs of the growing demand for the service within the City of Riverside. ST has also identified and will move forward with procuring an electronic fare collection system that would allow customers to use a smartcard type media to pay for their fare when boarding. This system would allow ST to go cashless and utilize current technology to provide our customers with scheduling and payment options. 5 2.4 Major Trip Generators and Projected Growth Over Next Two Years Several factors will lead to growth of ST operations over the next two years. As previously mentioned, the Baby Boomer generation, the largest generation in the last century, is aging into the realm of senior citizens. This element alone makes growth virtually unavoidable. The seniors, age 60+ makes up approximately 17.6% of the total population of the City of Riverside. Currently, 56% of the residents 45 or older are under the age of 60, as shown in Figure 3, leading staff to anticipate a higher demand for Special Transportation services in the very near future. Special Transportation falls under the auspices of the Community Services branch of the City of Riverside Parks, Recreation, and Community Service Department. This branch is also responsible for senior programs and two senior centers, as well as the Friendly Stars program for developmentally disabled adults. This relationship and the connection among staff in these three areas make it possible to connect resources and advertise by word of mouth to their program participants. Major trip generators for the ST operations include the many workshops ST transport clients to and from and the Friendly Stars program on most Friday evenings. During the week, a few primary locations ST frequents daily are workshops for mentally and physically disabled passengers that teach them to live independently. These passengers look forward to attending their workshops (work/school) to attain a sense of independence. Special Transportation transports over 160 passengers per day to workshops, along with weekly transportation to Friendly Stars, which include holiday and unique programming. Figure 3 6 PERCENTAGE OF RESIDENTS OVER 45 IN THE CITY OF RIVERSIDE 75-84 65-74 17% 85+ 4% ,0% 55-59 16% US Census Bureau, ACS DEMOGRAPHIC AND HOUSING ESTIMATES III. PLANNED SERVICE CHANGES AND IMPLEMENTATION 3.1 Recent Service Changes ST implemented a service change in March 2015. Additional buses were needed for morning roll out in order to accommodate some changes to the workshop locations. For years, the clients have been transported to one location; the service provider then transported the clients to their work location. In March, the service provider asked that the clients be transported directly to their work locations. This accommodation was challenging due to staffing levels and trying to maintain appropriate staffing for the afternoon run. Working with RTA for guidance and assistance when needed, made this transition possible. 7 3.2 Recommended Modifications to Paratransit Services Additional runs were scheduled from 7:00 a.m. — 9:30 a.m., and 1:30 p.m. — 4:30 p.m. to accommodate peak service hours in FY 12/13. Additional part time staffing was also added to cover the runs. Ridership demand hit a plateau during FY 13/14, but has since begun to rise starting in FY 14/15. We anticipate steady ridership increases and will be proactive by adding more staff. No modification to the present routes is needed. 3.3 Marketing Plans and Promotion In FY 2017/18, there will be a concerted effort to create a marketing plan for Special Transportation. The Parks, Recreation and Community Services Department has a marketing team who will lend guidance and assistance in creating new brand, logo, brochures, and posters. As mentioned earlier, this "Rebranding" will have a drastic new look to our fleet of Minibuses that will not only see a change in design but also colors used to identify our program. More importantly, this effort will also see a change in the name of our service that will better capture what we do for the senior and disabled residents of Riverside. ST will continue with its advertisements on the back of the minibuses including the cost of the fare and telephone number for reservations. ST will continue to prints out flyers and brochures to distribute to the city's community centers and senior centers and also includes ads in other city publications such as the Activity Guide and Senior Guide. The Activity Guide is published three times per year, is mailed to over 55,000 residents and is available online at the city's website. Special Transportation Staff will continue to make an effort to be present at special events (wellness fairs, grand openings, concerts, etc.) to conduct outreach to the public and distribute promotional products. For 2017/18, ST will increase it outreach efforts by presenting at various city wide events such as Senior Day to help promote the services and answer any questions residents may have. We will also increase presence at senior living facilities resident meetings within the city and the various ADA workshops that take place in Riverside. ST will also be 8 launching a new website for the Special Transportation Services Program which will give the residents of Riverside all of the information needed to sign up and use our services. 3.4 Budget Impact on Proposed Changes The largest budget impact to the program continues to be the allocated expenditures for services rendered to ST by the City. These services include administrative oversight, procurement, human resources, payroll, etc. Increase in the cost of benefits and the costs for preventative maintenance has contributed to higher expenditures. The operational expense of running the program has increase over the past 10 years. Additional buses and increases in maintenance costs have contributed to the increase in operational expense. Also the increase in the minimum wages in California has and will have lasting effects on the programs budget. Although ST has been able to maintain its farebox recovery ratio above the minimum 10%, the growing operational expense has forced the program to seek a rate increase from its current rate of $2.00 per ride to the proposed rate of $3.00 per ride. This 17/18 proposed increase should allow the program to maintain a greater than 10% fare box recovery ratio. IV. FINANCIAL AND CAPITAL PLANS 4.1 Operating and Capital Budget Special Transportation relies on Local Transportation Funds (LTF) to support its operating budget including 20% of the preventative maintenance funds needed for the fleet. The remaining 80% comes from federal section 5307 funds. ST's overall budget for the 2017/18 fiscal year has increased by less than 12.6% in comparison to the 2016/17 fiscal year as shown in Figure A. ST is requesting an additional $500,868 in LTF funds for FY 2017/18 to help cover the increase in the minimum wages as well as fund up to 6 additional drivers and a additional Operations Supervisor for the program. These additional staff positions will help ST meet the current demand as well as reduce the increasing overtime cost while decreasing workplace injuries. 9 Figure A Budget Item FY 2016/17 Plan FY 2017/18 Plan Variance Percentage Salaries & Benefits $2,706,466 $3,110,142 14.9% Materials & Supplies $40,698 $34,000 -16.5% Fuel $232,661 $220,000 -5.4% Maintenance $500,000 $500,000 0.0% Contract Services $96,141 $127,800 32.9% Non -Personnel Costs $388,853 $473,745 21.8% Total $3,964,819 $4,465,687 12.6% For FY 2017/18, Special Transportation will not be requesting additional Preventative Maintenance funds in an effort to draw down previous years PM surplus. ST is continuing to partially fund a contracted security guard for the FY 2017/18 in order to continue the security of the parking lot and CNG Vehicle Maintenance facilities. ST will not be requesting any capital funds so that projects from previous years funds that have been approved but not completed can be implemented in this fiscal year. 4.2 Funding Plans to Support Proposed Operating and Capital Program ST will continue to take advantage of available grant opportunities as they come available through the State of California in order to support its capital programs. Special Transportation will receive Proposition 1B Security Funds to cover the section's safety and security needs. 4.3 Regulatory and Compliance Requirements Special Transportation strives to remain compliant with all local, state and federal regulations. Staff stays abreast of legislative information and developments by attending workshops, trainings, and conferences which are frequently offered free of charge to transit operators. ST complies with FTA reporting requirements such as the submission of monthly and annual 10 National Transit Database (NTD) reports. ST recently underwent an FTA Triennial Review April 8 — 9, 2015. In 2012, Riverside County Transportation Commission (RCTC) completed its FY 2010-2012 Triennial Performance Audit for ST which had several recommendations: complete and implement the no-show policy, reprogram unused grant funds awarded to ST and meet goal of 100% preventive maintenance schedule adherence. ST has completed the no-show policy and is working on some modifications due to information learned at an FTA training staff attended. ST has reprogrammed federal and state grants, along with beginning several project implementations. Lastly, ST has reached a goal of 100% PMI. The dedicated maintenance facility has assisted with increasing the efficiency of PMI completions. The city had its most recent TDA Triennial Performance audit in November, 2016. There were no violations noted in the most recent California Highway Patrol (CHP) safety compliance terminal inspection in the areas of maintenance, driver records or driver hours of services during this year's CHP inspection that took place this past February. ST received a "satisfactory" rating in all areas. In compliance with RCTC requirements, ST purchases solely alternative fuel vehicles for its revenue rolling stock fleet. 11 ��E M E �� f o m q l - o e p i r d i m { a m m s i m D e m a n d R e s p o n s e / D i r e c t l y O p e r a t e d T a b l e 1 - F l e e t I n v e n t o r y F Y 2 0 1 7 / 1 8 S h o r t R a n g e T r a n s i t P l a n C i t y o f R i v e r s i d e Y e a r M f g . B u i l t C o d e M o d e l C o d e S e a t i n g C a p a c i t y L i f t a n d R a m p E q u i p p e d V e h i c l e L e n g t h F u e l T y p e C o d e # o f A c t i v e V e h i c l e s F Y 2 0 1 6 / 1 7 # o f C o n t i n g e n c y V e h i c l e s F Y 2 0 1 6 / 1 7 L i f e t o D a t e V e h i c l e M i l e s P r i o r Y e a r E n d F Y 2 0 1 5 / 1 6 L i f e t o D a t e V e h i c l e M i l e s t h r o u g h M a r c h F Y 2 0 1 6 / 1 7 A v e r a g e L i f e t i m e M i l e s P e r A c t i v e V e h i c l e A s O f Y e a r - T o - D a t e ( e . g . , M a r c h ) F Y 2 0 1 6 / 1 7 2 0 0 8 2 0 1 0 2 0 1 1 2 0 0 8 2 0 1 3 2 0 1 4 C M D F R D F R D G L V G L V G L V B U B U B U B U B U B U 7 1 6 1 6 1 6 1 6 1 6 1 1 0 4 5 7 9 1 5 2 5 2 5 2 5 2 5 2 5 G A C N C N C N C N C N 1 7 4 5 7 9 3 5 3 5 , 3 5 5 1 , 7 0 7 , 0 7 9 6 7 2 , 2 2 0 8 0 3 , 1 9 9 6 5 5 , 9 5 9 6 4 0 , 6 7 0 3 5 , 3 5 5 2 4 3 , 8 6 8 1 6 8 , 0 5 5 1 6 0 , 6 3 9 9 3 , 7 0 8 7 1 , 1 8 5 T o t a l s : 8 7 3 6 3 3 8 4 , 5 1 4 , 4 8 2 1 3 6 , 8 0 2 T r a n s T r a c k M a n a g e r " ' P a g e 1 o f 1 4 / 1 9 / 2 0 1 7 EMI EME� fomql-oepirdim{ammsim Table 2 -- RSS-DAR -- SRTP Service Summary FY 2017/18 Short Range Transit Plan All Routes FY 2014/15 Audited FY 2015/16 Audited FY 2016/17 Plan FY 2016/17 4th Qtr Actual FY 2017/18 Plan Fleet Characteristics . Peak -Hour Fleet 28 27 Financial Data Total Operating Expenses $3,749,768 $3,323,668 $4,364,819 $2,419,345 $4,530,687 Total Passenger Fare Revenue $384,631 $376,960 $439,823 $268,069 $567,000 Net Operating Expenses (Subsidies) $3,365,137 $2,946,708 $3,924,996 $2,151,276 $3,963,687 Operating Characteristics Unlinked Passenger Trips 175,276 167,439 199,000 120,423 198,000 Passenger Miles 1,016,601 1,239,049 1,369,150 891,130 1,404,979 Total Actual Vehicle Revenue Hours (a) 47,163.2 47,951.0 51,955.0 33,724.0 52,000.0 Total Actual Vehicle Revenue Miles (b) 660,585.0 661,302.0 775,000.0 477,060.0 775,080.0 Total Actual Vehicle Miles 747,175.0 741,113.0 845,452.0 530,077.0 825,500.0 Performance Characteristics Operating Cost per Revenue Hour $79.51 $69.31 $84.01 $71.74 $87.13 Farebox Recovery Ratio 10.26% 11.34% 10.07% 11.08% 12.51% Subsidy per Passenger $19.20 $17.60 $19.72 $17.86 $20.02 Subsidy per Passenger Mile $3.31 $2.38 $2.87 $2.41 $2.82 Subsidy per Revenue Hour (a) $71.35 $61.45 $75.55 $63.79 $76.22 Subsidy per Revenue Mile (b) $5.09 $4.46 $5.06 $4.51 $5.11 Passenger per Revenue Hour (a) 3.7 3.5 3.8 3.6 3.8 Passenger per Revenue Mile (b) 0.27 0.25 0.26 0.25 0.26 (a) Train Hours for Rail Modes. (b) Car Miles for Rail Modes. TransTrack Manager"' 5/2/2017 Page 1 of I EMI EME fomql-oepirdim{ammsim Data Elements Table 3 - SRTP Route Statistics City of Riverside -- 4 FY 2017/18 All Routes Route # Day Type Peak Vehicles Passengers Passenger Miles Revenue Hours Total Hours Revenue Miles Total Miles Operating Cost Passenger Revenue Net Subsidy RSS-DAR All Days 27 198,000 1,404,979 52,000.0 66,500.0 775,080.0 825,500.0 $4,530,687 $567,000 $3,963,687 Service Provider Totals 27 198,000 1,404,979 52,000.0 66,500.0 775,080.0 825,500.0 $4,530,687 $567,000 $3,963,687 TransTrack Manager"' 5/2/2017 Page 1 of 2 ��E M = �� f v m q l - m e p r m a i m { a m m s i r n P e r f o r m a n c e I n d i c a t o r s T a b l e 3 - S R T P R o u t e S t a t i s t i c s C i t y o f R i v e r s i d e - - 4 F Y 2 0 1 7 / 1 8 A l l R o u t e s R o u t e # D a y T y p e O p e r a t i n g C o s t P e r R e v e n u e H o u r O p e r a t i n g C o s t P e r R e v e n u e M i l e C o s t P e r P a s s e n g e r F a r e b o x R e c o v e r y R a t i o S u b s i d y P e r P a s s e n g e r S u b s i d y P e r P a s s e n g e r M i l e S u b s i d y P e r R e v e n u e H o u r S u b s i d y P e r R e v e n u e M i l e P a s s e n g e r s P e r H o u r P a s s e n g e r s P e r M i l e R S S - D A R A l l D a y s $ 8 7 . 1 3 $ 5 . 8 5 $ 2 2 . 8 8 1 2 . 5 1 % $ 2 0 . 0 2 $ 2 . 8 2 $ 7 6 . 2 2 $ 5 . 1 1 3 . 8 0 . 2 6 S e r v i c e P r o v i d e r T o t a l s $ 8 7 . 1 3 $ 5 . 8 5 $ 2 2 . 8 8 1 2 . 5 1 % $ 2 0 . 0 2 $ 2 . 8 2 $ 7 6 . 2 2 $ 5 . 1 1 3 . 8 0 . 2 6 T r a n s T r a c k M a n a g e r r ' 5 / 2 / 2 0 1 7 P a g e 2 o f 2 City of Riverside FY 2017/ 18 Short Range Transit Plan Table 4 - Summary of Funds Requested for2017/ 18 Project Description Capital Project Number (1) Total Amount of Funds LTF STA FY08/ 09 STA Canyover Prop 1 B (PIMISEA) Prop 1 B Security Section 5339 Section 5307 - Riv- San. Bndo Fare Box Other Local Transportation Funds Operating Assistance Transit Study Capitalized Preventative Maintenance $4,465,687 $65,000 $0 $3,898,687 $65,000 $567,000 Subtotal: Operating $4,530,687 $3,963,687 $0 $567,000 Security/Safety Equipment (Prop 1B FY16/17) FY 18-01 $38,789 $38,789 Subtotal Capital $38,789 $0 $0 $0 $38,789 $0 $0 $0 $0 Total: Operating & Capital $4,569,476 $3,963,687 $0 $0 $38,789 $0 $0 $567,000 $0 Table 4A- Capital Project Justification PROJECT NUMBER (If existing project in FTIP, indicate FTIP ID Number): SRTP Project No: FY 18-01 FTIP No: PROJECT NAME: Security and Safety Improvements (2016/17) PROJECT DESCRIPTION: City of Riverside, Special Transportation would like to convert all entry and exit ways to an electronic access system for all of the exterior and interior doors within the newly renovated Special Transportation Administrative Building. Additionally, funds will be used to purchase and install additional cameras for Transportation's corporate yard. PROJECT JUSTIFICATION: The installation of an electronically controlled access system will protect the transit office and its staff from unauthorized access during normal business hours as well as asset protection after hours. The system will also allow us to track who comes in and out of the transportation facility as well as grant and limit access to specific individuals. The additional cameras in the corporate yard will help with asset protection during and after business hours. PROJECT SCHEDULE: Start Date Completion Date August 2017 January 2018 PROJECT FUNDING SOURCES (REQUESTED): Fund Type Fiscal Year Amount Prop 1B FY 17-18 $38,789 Total $38,789 PRIOR YEAR PROJECTS OF A SIMILAR NATURE WITH UNEXPENDED BALANCE INCLUDING PROJECTS APPROVED BUT NOT YET ORDERED (INCLUDE FTA GRANT#, FTIP ID# AND RCTC'S SRTP CAPITAL GRANT #) FTA Grant # FTIP ID # RCTC/SRTP Project # Description Unexpended Balance (as of 6/30/17) N/A N/A N/A N/A N/A City of Riverside FY 2017/18 Short Range Transit Plan Table 5.1 - Summary of Funds Requested fo 2018/19 Project Description Capital Project Number (1) Total Amount of Funds LTF STA FY08/09 STA Carryover Prop 1 B (PTMISEA) Prop 1 B Security Section 5339 Section 5307 - Riv-San. Bndo Fare Box Other Local Transportation Funds Operating Assistance $4,688,971 $4,168,771 $520,200 Capitalized Preventative Maintenance $400,000 $80,000 $320,000 Subtotal: Operating $5,088,971 $4,248,771 $320,000 $520,200 CNG Minibus Replacement (1 ) FY 19-01 $112,359 $22,472 $89,932 Subtotal Capital $112,359 $0 $22,472 $0 $0 $89,932 $0 $0 $0 Total: Operating 8 Capital $5,201,330 $4,248,771 $22,472 $0 $0 $89,932 $320,000 $520,200 $0 Table 5.1A- Capital Project Justification PROJECT NUMBER (If existing project in FTIP, indicate FTIP ID Number): SRTP Project No: FY 19-01 FTIP No: PROJECT NAME: CNG Minibus Replacement (4) PROJECT DESCRIPTION: To replace 1 CNG Mini Buses that have accrued 150,000 miles or more. PROJECT JUSTIFICATION: Special Transportation replaces vehicles that have reached 5 Years or 150,000 miles, in accordance with Federal Transit Administration (FTA) guidelines. PROJECT SCHEDULE: Start Date Completion Date August 2018 May 2019 PROJECT FUNDING SOURCES (REQUESTED): Fund Type Fiscal Year Amount STA 18-19 $22,472 Sec 5339 18-19 $89,932 Total $112,359 PRIOR YEAR PROJECTS OF A SIMILAR NATURE WITH UNEXPENDED BALANCE INCLUDING PROJECTS APPROVED BUT NOT YET ORDERED (INCLUDE FTA GRANT#, FTIP ID# AND RCTC'S SRTP CAPITAL GRANT #) FTA Grant # FTIP ID # RCTC/SRTP Project # Description Unexpended Balance (as of 6/30/18) N/A N/A N/A N/A N/A City of Riverside FY 2017/18 Short Range Transit Plan Table 5.2 - Summary of Funds Requested fo 2019/20 Project Description Capital Project Number (1) Total Amount of Funds LTF STA FY08/09 STA Carryover Prop 1 B (PTMISEA) Prop 1 B Security Section 5339 Section 5307 - Riv-San. Bndo Fare Box Other Local Transportation Funds Operating Assistance $4,923,420 $4,382,565 $540,855 Capitalized Preventative Maintenance $500,000 $100,000 $400,000 Subtotal: Operating $5,423,420 $4,482,565 $400,000 $540,855 CNG Minibus Replacement (1) FY 20-01 $112,359 $22,472 $89,932 Subtotal Capital $112,359 $0 $22,472 $0 $0 $89,932 $0 $0 $0 Total: Operating & Capital $5,535,779 1 $4,482,565 $22,472 $0 $0 $89,932 $400,000 $540,855 $0 Table 5.2A- Capital Project Justification PROJECT NUMBER (If existing project in FTIP, indicate FTIP ID Number): SRTP Project No: FY 20-01 FTIP No: PROJECT NAME: CNG Minibus Replacement (1) PROJECT DESCRIPTION: To replace CNG Mini Buses that have accrued 150,000 miles or more. PROJECT JUSTIFICATION: Special Transportation replaces vehicles that have reached 5 Years or 150,000 miles, in accordance with Federal Transit Administration (FTA) guidelines. PROJECT SCHEDULE: Start Date Completion Date August 2019 May 2020 PROJECT FUNDING SOURCES (REQUESTED): Fund Type Fiscal Year Amount STA 19-20 $22,472 Sec 5339 19-20 $89,932 Total $112,359 PRIOR YEAR PROJECTS OF A SIMILAR NATURE WITH UNEXPENDED BALANCE INCLUDING PROJECTS APPROVED BUT NOT YET ORDERED (INCLUDE FTA GRANT#, FTIP ID# AND RCTC'S SRTP CAPITAL GRANT #) FTA Grant # FTIP ID # RCTC/SRTP Project # Description Unexpended Balance (as of 6/30/19) N/A N/A N/A N/A N/A TABLE 6- PROGRESS TO IMPLEMENT TDA TRIENNIAL PERFORMANCE AUDIT Recent Audit Recommendation (Covering FY 2013-2015) Action (s) Taken and Results to Date 1. Implement the planned fare increase. Special Transportation has introduced a The fare structure remained unchanged during the audit period with no adopted fare increases. The last fare increase was implemented in April 2005. STS analyzed its fare structure in order to sustain its required proposal to increase its transit fare from $2.00 to $3.00 effective July 1, 2017. This proposal will be presented to the City Council on June 13, 2017. farebox recovery ratio, and cover increased operating and sick leave costs. One consideration in the analysis is to raise the one- way fare to $3.00, which is comparable to In Progress RTA's Dial -A -Ride fare. Special Transportation has looked into and 2. Include additional locally generated revenue in the farebox recovery. the possibility of advertising on our buses. After consulting with other transit agencies STS's current farebox ratio is slightly above the and looking into what resources are needed TDA standard of 10 percent. The revenues in the farebox ratio are composed primarily of passenger fares. New state legislation (SB 508) reinforces current RCTC practice of allowing other locally generated revenues in the farebox to start a program such as this it was determined that cost of administering and maintaining this type of program far exceeded the monetary benefit it would ratio. These other revenues could include generate. We will continue to look for and advertising generated by the transit system, bus wraps on the vehicles, and other local examine alternative revenues to enhance the farebox revenues. contributions from the City to the transit In Progress program. The annual TDA fiscal audit should calculate the farebox ratio inclusive of these additional revenue. STS should work with the City finance department to ensure other local transit revenues are included in the farebox ratio in the TDA fiscal audit for STS. 3. Track ridership trends for those using mobility devices. Special Transportation implemented a Industry trends show that passengers using monthly report that tracks the number of mobility devices such as wheelchairs, mobility wheelchair passengers we transport for that aids, and other mobility devices are on the rise. given month. This data will be used to With growth in wheelchair -bound riders and provide a yearly analysis on the different those using mobility devices on transit, active types of riders for a given year to determine tracking of ridership trends for these types of trends and also help STS in future project passengers will help with dispatching and proper deployment of vehicles. On monthly and annual performance reports, STS should add a column to include number of passengers using mobility devices. Daily trip sheets might also be able to identify wheelchair riders by vehicle by day so that trends can be developed on the impact of mobility devices on transit productivity. This information could be part of the statistics being developed by STS management. proposals. Completed 4. Provide Title VI Policy documentation in Spanish and on the STS brochure. Pursuant to the federal Civil Rights Act of 1964, the City of Riverside adopted a Title VI Program in July 2014. Title VI of the Civil Rights Act of 1964 requires that no person in the United States, on the grounds of race, color, or national origin be excluded from, be denied the benefits of, or be subjected to discrimination under any program or activity receiving federal financial assistance. Program compliance includes a link on the STS web page that is directed to the Title VI policy on the General Services page along with a complaint form in English. A Spanish language form is still under development. Also, the auditor could not find Title VI information on the printed STS brochure. Special Transportation is currently revising its webpage and a link to Title VI information will be included on the new page in both English and Spanish. The Special Transit Brochures are also currently being revised and will also have Title VI information printed on the brochure as well as a web address where customers can find the Title VI information. In Progress EMI lii ME IiN � fomql-oepirdim{ammsim Table 7 -- Service Provider Performance Targets Report FY 2017/18 Short Range Transit Plan Review City of Riverside Data Elements FY 2017/18 Plan FY 2017/18 Target FY 2017/18 Year to Date Through 4th Quarter Year to Date Performance Scorecard Unlinked Passenger Trips 198,000 Passenger Miles 1,404,979 Total Actual Vehicle Revenue Hours 52,000.0 Total Actual Vehicle Revenue Miles 775,080.0 Total Actual Vehicle Miles 825,500.0 Total Operating Expenses $4,530,687 Total Passenger Fare Revenue $567,000 Net Operating Expenses $3,963,687 Performance Indicators Mandatory: 1. Farebox Recovery Ratio I 12.51% I >= 10.00% I I Discretionary: 1. Operating Cost Per Revenue Hour $87.13 <_ $72.95 2. Subsidy Per Passenger $20.02 >_ $15.18 and <_ $20.54 3. Subsidy Per Passenger Mile $2.82 >_ $2.05 and <_ $2.77 4. Subsidy Per Hour $76.22 >_ $54.22 and <_ $73.36 5. Subsidy Per Mile $5.11 >_ $3.83 and <_ $5.19 6. Passengers Per Revenue Hour 3.80 >= 3.06 and <= 4.14 7. Passengers Per Revenue Mile 0.26 >= 0.21 and <= 0.29 Note: Must meet at least 4 out of 7 Discretionary Performance Indicators Productivity Performance Summary: Service Provider Comments: TransTrack Manager"' 5/2/2017 Page 1 of I ��M M E �� l i e s E l m o . 1 - m s p r u i r n { a m R s i m F Y 2 0 1 7 / 1 8 - T a b l e 8 - - S R T P P e r f o r m a n c e R e p o r t S e r v i c e P r o v i d e r ; C i t y o f R i v e r s i d e A l l R o u t e s P e r f o r m a n c e I n d i c a t o r s F Y 2 0 1 5 / 1 6 E n d o f Y e a r A c t u a l F Y 2 0 1 6 / 1 7 4 t h Q u a r t e r Y e a r - t o - D a t e F Y 2 0 1 7 / 1 8 P l a n F Y 2 0 1 7 / 1 8 T a r g e t P l a n P e r f o r m a n c e S c o r e c a r d ( a ) P a s s e n g e r s 1 6 7 , 4 3 9 1 2 0 , 4 2 3 1 9 8 , 0 0 0 N o n e P a s s e n g e r M i l e s 1 , 2 3 9 , 0 4 9 8 9 1 , 1 3 0 1 , 4 0 4 , 9 7 9 N o n e R e v e n u e H o u r s 4 7 , 9 5 1 . 0 3 3 , 7 2 4 . 0 5 2 , 0 0 0 . 0 N o n e T o t a l H o u r s 6 4 , 8 1 4 . 0 4 4 , 8 8 1 . 0 6 6 , 5 0 0 . 0 N o n e R e v e n u e M i l e s 6 6 1 , 3 0 2 . 0 4 7 7 , 0 6 0 . 0 7 7 5 , 0 8 0 . 0 N o n e T o t a l M i l e s 7 4 1 , 1 1 3 . 0 5 3 0 , 0 7 7 . 0 8 2 5 , 5 0 0 . 0 N o n e O p e r a t i n g C o s t s $ 3 , 3 2 3 , 6 6 8 $ 2 , 4 1 9 , 3 4 5 $ 4 , 5 3 0 , 6 8 7 N o n e P a s s e n g e r R e v e n u e $ 3 7 6 , 9 6 0 $ 2 6 8 , 0 6 9 $ 5 6 7 , 0 0 0 N o n e O p e r a t i n g S u b s i d y $ 2 , 9 4 6 , 7 0 8 $ 2 , 1 5 1 , 2 7 6 $ 3 , 9 6 3 , 6 8 7 N o n e O p e r a t i n g C o s t s P e r R e v e n u e H o u r $ 6 9 . 3 1 $ 7 1 . 7 4 $ 8 7 . 1 3 < _ $ 7 2 . 9 5 F a i l s t o M e e t T a r g e t O p e r a t i n g C o s t P e r R e v e n u e M i l e $ 5 . 0 3 $ 5 . 0 7 $ 5 . 8 5 N o n e O p e r a t i n g C o s t s P e r P a s s e n g e r $ 1 9 . 8 5 $ 2 0 . 0 9 $ 2 2 . 8 8 N o n e F a r e b o x R e c o v e r y R a t i o 1 1 . 3 4 % 1 1 . 0 8 % 1 2 . 5 1 % > = 1 0 . 0 % M e e t s T a r g e t S u b s i d y P e r P a s s e n g e r $ 1 7 . 6 0 $ 1 7 . 8 6 $ 2 0 . 0 2 > _ $ 1 5 . 1 8 a n d < _ $ 2 0 . 5 4 M e e t s T a r g e t S u b s i d y P e r P a s s e n g e r M i l e $ 2 . 3 8 $ 2 . 4 1 $ 2 . 8 2 > _ $ 2 . 0 5 a n d < _ $ 2 . 7 7 F a i l s t o M e e t T a r g e t S u b s i d y P e r R e v e n u e H o u r $ 6 1 . 4 5 $ 6 3 . 7 9 $ 7 6 . 2 2 > _ $ 5 4 . 2 2 a n d < _ $ 7 3 . 3 6 F a i l s t o M e e t T a r g e t S u b s i d y P e r R e v e n u e M i l e $ 4 . 4 6 $ 4 . 5 1 $ 5 . 1 1 > _ $ 3 . 8 3 a n d < _ $ 5 . 1 9 M e e t s T a r g e t P a s s e n g e r s P e r R e v e n u e H o u r 3 . 5 0 3 . 6 0 3 . 8 0 > = 3 . 0 6 a n d < = 4 . 1 4 M e e t s T a r g e t P a s s e n g e r s P e r R e v e n u e M i l e 0 . 2 5 0 . 2 5 0 . 2 6 > = 0 . 2 1 a n d < = 0 . 2 9 M e e t s T a r g e t a ) T h e P l a n P e r f o r m a n c e S c o r e c a r d c o l u m n i s t h e r e s u l t o f c o m p a r i n g t h e F Y 2 0 1 7 / 1 8 P l a n t o t h e F Y 2 0 1 7 / 1 8 P r i m a r y T a r g e t . T r a n s T r a c k M a n a g e r ' " ' 5 / 2 / 2 0 1 7 P a g e 1 o f 1 Table 9 - HIGHLIGHTS OF 2017/18 SHORT RANGE TRANSIT PLAN • Comprehensive Transportation Study — In an effort to improve our continued service to the resident of the City of Riverside, ST will be conducting a comprehensive study to look at our operations, staffing, and overall program. This study will identify strengths and potential areas of improvement so that the program can continue to grow and serve the public. Capital Projects: • Vehicle Procurement and Delivery — ST will be replacing 4-6 paratransit vehicles with grant funds received through the Federal Transit Administration, STA and Proposition 18 capital grant. The number of buses depends on the final cost of each minibus. Performance Target Report — ST plans to continue to meet the mandatory farebox recovery ratio target and has met the seven discretionary performance indicators in the FY 2016/17 (shown in Table 9 below.) Transit operators are required to meet at least four of the seven discretionary performance indicators. Table 9 Mandatory: 1. Farebox Recovery Ratio Meets Target Discretionary: 1. Operating Cost Per Revenue Hour Fails to Meet Target 2. Subsidy Per Passenger Meets Target 3. Subsidy Per Passenger Mile Meets Target 4. Subsidy Per Hour Meets Target 5. Subsidy Per Mile Meets Target 6. Passengers Per Revenue Hour Meets Target 7. Passengers Per Revenue Mile Meets Target Note: Must meet at least 4 out of 7 Discretionary Performance Indictors Operating and Financial Data for the past four years and for the 2016/17 Fiscal Year are shown below. Table 9A Operating & Financial Data FY2013/14 FY2014/15 FY 2015/16 FY 2016/17 (Projected) FY 2017/18 (Planned) System Wide Ridership 182,878 175,276 188,480 199,000 198,000 Operating Cost per Revenue Hours $68.97 $67.57 $65.74 $71.45 $87.13 Farebox revenue is the only course of revenue for Special Transportation. Figure 98 below reflects the farebox revue and the operating costs since FY 2013/14. Table 98 Fare Revenue Calculation (consistent with Commission Farebox Recovery Policy) Revenue Sources FY2013/14 FY2014/15 FY 2015/16 FY 2016/17 (Estimate) FY 2017/18 (Plan) Passenger Fares $382,963 $384,631 $376,960 $ 439,823 $ 567,000 Total Revenue $382,963 $384,631 $376,960 $439,823 $567,000 Total Operating Expenses $3,436,714 $3,749,768 $3,323,668 $3,964,819 $4,530,687 Farebox Recovery Ratio 11.14% 10.26% 11.34% 11.10% 12.51% Short Range Transit Plan • FY18 — FY20 Riverside Transit Agency Table of Contents EXECUTIVE SUMMARY 1 CHAPTER 1: SYSTEM OVERVIEW 7 1.1 JURISDICTION 7 1.2 POPULATION PROFILE AND DEMOGRAPHIC PROJECTIONS 8 Population Profile — Rider Characteristics 8 Demographic Projections 8 1.3 FIXED ROUTE AND PARATRANSIT SERVICES 11 Fixed Route Services 11 Paratransit Services 12 1.4 CURRENT FARE STRUCTURE 12 Cooperative Fare and Subsidy Programs 13 1.5 REVENUE FLEET 14 1.6 EXISTING AND PLANNED FACILITIES 14 Existing Facilities 14 Planned Facilities 15 1.7 EXISTING COORDINATION BETWEEN TRANSIT AGENCIES 16 Regional Coordination 16 Interregional Coordination and Transfer Agreements 16 CHAPTER 2: ROUTE PERFORMANCE AND EXISTING SERVICE 18 2.1 KEY PERFORMANCE INDICATORS 18 Service Standards and Warrants 18 Productivity vs. Coverage Target 19 Warrants for New Service 19 Annual State of Public Transit Report 20 2.2 EXISTING FIXED ROUTE AND DIAL -A -RIDE SERVICE 20 2.3 PRODUCTIVITY IMPROVEMENT EFFORTS 20 2.4 POTENTIAL GROWTH MARKETS 21 2.5 PASSENGER TRANSIT FACILITIES AND EQUIPMENT AND PASSENGER AMENITIES 22 Existing Passenger Transit Facilities 22 Planned Passenger Transit Facilities 24 Equipment and Passenger Amenities 29 CHAPTER 3: RECENT AND PLANNED SERVICE CHANGES 32 3.1 RECENT SERVICE CHANGES 32 3.2 PLANNED SERVICE CHANGES 32 3.3 MODIFICATIONS TO PARATRANSIT SERVICE 33 3.4 MARKETING PLANS AND PROMOTION 34 3.5 BUDGET IMPACT ON PROPOSED CHANGES 36 CHAPTER 4: FINANCIAL AND CAPITAL PLANS 37 4.1 OPERATING AND CAPITAL BUDGET 37 4.2 FUNDING SOURCES FOR OPERATING AND CAPITAL PROGRAMS 40 4.3 TUMF PROGRAM 41 4.4 REGULATORY AND COMPLIANCE REQUIREMENTS 42 Short Range Transit Plan • FY18 — FY20 Riverside Transit Agency Comparative Statistics Table 1 Table 2 Table 2A Table 3 Table 3A Table 4 Table 4A Table 5.1 Table 5.1A Table 5.2 Table 5.2A Table 6 Table 7 Table 8 Table 9A Table 98 Table 10 Appendix A TABLES Fleet Inventory 1) Motor Bus / Directly Operated 2) Motor Bus / Purchased Transportation 3) Commuter Bus / Directly Operated 4) Demand Response / Purchased Transportation SRTP Service Summary 1) Routes: All Routes (System -wide Totals) 2) Routes: Non -Excluded Routes 3) Routes: Excluded Routes 4) Program: Directly Operated Fixed -Routes S) Program: Contracted Operated Fixed -Routes 6) Program: Dial -A -Ride 7) Program: Taxi Excluded Routes SRTP Route Statistics FY17/18 Individual Route Descriptions Summary of Funds Requested for FY17/18 Capital Project Justification for FY17/18 Summary of Funds Requested for FY18/19 Capital Project Justification for FY18/19 Summary of Funds Requested for FY19/20 Capital Project Justification for FY19/20 FY 2016 FTA Triennial Review — Summary of Findings Service Provider Performance Targets Report FY17/18 SRTP Performance Report Highlights of SRTP/Operating and Financial Data Farebox Recovery Ratio RTA FY18 — FY22 TUMF Transportation Improvement Program RTA System Map and Fixed -Route Maps ii Short Range Transit Plan • FY18 — FY20 Riverside Transit Agency Glossary of Acronyms 5304 Discretionary grants for statewide and non -metropolitan transportation planning 5307 Formula grants for urbanized areas 5309 Discretionary grants for fixed guideway capital investments 5310 Discretionary grants for enhanced mobility of seniors and individuals with disabilities 5311 Formula grants for rural areas 5316 Job Access and Reverse Commute Program 5317 New Freedom Program 5339 Formula grants for bus and bus facilities ADA Americans with Disabilities Act A&E Architectural and Engineering AHSC Affordable Housing and Sustainable Communities Program ATIS Advanced Traveler Information System BRT Bus Rapid Transit CMAQ Congestion Mitigation and Air Quality Improvement Program CNG Compressed Natural Gas COA Comprehensive Operational Analysis CPUC California Public Utilities Code CTSA Consolidated Transportation Services Agency CTAF-CTSGP California Transit Assistance Fund California Transit Security Grant Program DAR Dial -A -Ride paratransit services DBE Disadvantaged Business Enterprise EEO Equal Employment Opportunity FTA Federal Transit Administration FTIP Federal Transportation Improvement Program FY Fiscal Year GASB Government Accounting Standards Board GGRF Greenhouse Gas Reduction Fund Go -Pass Community College Pass HSR California High -Speed Rail ITS Intelligent Transportation System JARC Job Access and Reverse Commute Program, also known as FTA Section 5316 LCTOP Low Carbon Transit Operations Program LEP Limited English Proficiency LTF Local Transportation Fund MJPA March Joint Powers Authority MPO Metropolitan Planning Organization MSJC Mount San Jacinto College NF New Freedom Program, also known as FTA Section 5317 OCTA Orange County Transportation Authority OPEB Other Post -Employment Benefits OPEB ARC Other Post -Employment Benefits — Annual Required Contribution PEPRA Public Employees' Pension Reform Act of 2012 PTMISEA Public Transportation Modernization, Improvement, and Service Enhancement Account PVL Perris Valley Line RCC Riverside City College iii Short Range Transit Plan • FY18 — FY20 Riverside Transit Agency RCTC Riverside County Transportation Commission RTA Riverside Transit Agency RTPA Regional Transportation Planning Agency SCAG Southern California Association of Governments SGR State of Good Repair SR State Route SRTP Short Range Transit Plan STA State Transit Assistance TCM Transportation Control Measure TDA Transportation Development Act TIRCP Transit and Intercity Rail Capital Program TMC Travel Management Company T-NOW Transportation NOW TNC Transportation Network Company TSP Transit Signal Priority TTS Timed Transfer System TUMF Transportation Uniform Mitigation Fee UCR University of California, Riverside U-PASS University Pass U.S.C. United States Code UZA Urbanized Area as defined by the U.S. Census Bureau WRCOG Western Riverside Council of Governments iv Short Range Transit Plan • FY18 — FY20 Riverside Transit Agency EXECUTIVE SUMMARY The Short Range Transit Plan (SRTP), updated annually, covers fiscal years 2018 to 2020. The plan provides a description of Riverside Transit Agency's (RTA) services, regional transit needs and a look ahead at RTA's proposed service plans and capital projects. The plan will ultimately require approval by the Riverside County Transportation Commission (RCTC) as mandated by California Public Utilities Code (CPUC) §130303. Approval by RCTC allows the plan's operating and capital projects to be programmed in the Federal Transportation Improvement Program (FTIP). Approval also supports RTA's claim for Local Transportation Funds (LTF), State Transit Assistance funds (STA), County Measure A funds and the submittal of grants to the Federal Transit Administration (FTA) under 49 U.S.C. § 5304, 5307, 5310, 5311, 5339 and the Congestion Mitigation and Air Quality Improvement (CMAQ) Program. Similarly, RCTC administers Transportation Development Act (TDA) funds and, with the approval of the SRTP, will issue allocation and disbursement instructions for LTF and STA funds to the county auditor/controller. RCTC also administers County Measure A funds, and will process payments to RTA consistent with the SRTP. Furthermore, the SRTP also lists projects eligible for Transportation Uniform Mitigation Fee (TUMF) funds administered by the Western Riverside Council of Governments (WRCOG). Upon completion of the TUMF Nexus Study by WRCOG, in conformity with the Mitigation Fee Act, all eligible projects will be added to the TUMF Transportation Improvement Program (TIP) based on funding availability. The State of California also offers several new funding programs which focus on reducing greenhouse gas emissions. These Cap and Trade programs are funded by annual auction proceeds from the Greenhouse Gas Reduction Fund (GGRF). The Low Carbon Transit Operations Program (LCTOP) is administered by Caltrans and funds capital and operating expenses. In previous years, RTA was awarded LCTOP funds to help construct an on -street layover facility in downtown Riverside, to provide increased bus services to connect with the 91/Perris Valley Line rail service, and to help construct a mobility hub at the University of California, Riverside. This year, RTA applied for funds to increase the frequency of Route 19 to 15 minutes on weekdays. Other applicable Cap and Trade programs offered by the State of California are the Transit and Intercity Rail Capital Program (TIRCP) and the Affordable Housing and Sustainable Communities Program (AHSC). Lastly, the SRTP allows RTA to develop business strategies and funding mechanisms to bring to fruition planned services, programs and capital improvement projects that fall beyond the lifespan of the SRTP. These projects are included in RTA's Ten -Year Transit Network Plan, which is designed to meet the future transit needs of western Riverside County. 1 Short Range Transit Plan • FY18 — FY20 Riverside Transit Agency Operating Plan: For 40 years, RTA and the region's transit network have evolved from a suburban transit system to a complex multimodal network of high -demand timed connections between buses, trains, paratransit services and non -motorized modes of transit. The demand for public transportation for high school and college students has also increased. Although RTA has enjoyed record -breaking ridership during the first half of the decade, the Agency has experienced a decline in ridership during FY16 and FY17. This is due to factors such as an improving economy, lower unemployment, record -low gas prices and increased auto sales. RTA is challenged with maintaining on -time performance as running times grow longer and less predictable due to increased congestion, major road construction projects and area growth. With expanding services to emerging new communities and neighborhoods, being proactive and adaptable to change will ensure RTA's ability to meet future mobility needs. In an effort to plan for those future mobility needs, RTA conducted a Comprehensive Operational Analysis (COA) study in 2013 and 2014. The study reviewed RTA's entire transit network structure and performance to provide a comprehensive understanding of market conditions and service expectations. The findings led to the development of a phased set of service recommendations designed to build on market opportunities, performance strengths, and ridership growth. These findings aim to improve both overall passenger experience and financial sustainability. The recommendations were based on analysis of existing and future market conditions, service performance and feedback from RTA Board Members, passengers and key stakeholders. The end product of the COA, the Ten -Year Transit Network Plan, was approved by the Board of Directors in January 2015 and was used as a guide in preparing the SRTP. The primary recommendations of the Ten -Year Transit Network Plan are to streamline routes, improve frequencies, enhance connections, improve bus stop amenities and adhere to bus stop spacing and service design standards to enhance RTA's future services. Furthermore, the Ten - Year Transit Network Plan recommends enhanced service on popular routes to increase ridership and generate increased fare revenue. The plan also recommends maintaining appropriate transit service in lower potential ridership areas. The recommendations are designed to create a transit system that remains attractive to existing and potential new riders, while maintaining the delicate balance between efficiency, effectiveness and fiscal restraints. Within this framework, the SRTP lays out a program of projects to accomplish the goals established in the Ten -Year Transit Network Plan. The initial recommendations from the Ten -Year Transit Network Plan were implemented in FY15 and focused on improvements to the frequency, span, and connectivity of the highest - performing services. 2 Short Range Transit Plan • FY18 — FY20 Riverside Transit Agency In FY16, the plan focused on providing increased bus services feeding the new 91/Perris Valley Line (PVL) Metrolink service between Riverside and south Perris. This new rail line provides four new intermodal stations: Hunter Park/UCR, March Field/Moreno Valley, Perris -Downtown and Perris -South. The PVL feeder plan includes additional trips on ten existing transit routes and weekday service on two new routes. These improvements were implemented in June 2016 when Perris Valley Line rail service commenced operation. Other proposals implemented in FY16 included frequency and connectivity improvements, the streamlining of routes, addressing capacity constraints and expanding RTA's span of service. Specifically, several service recommendations were implemented in the southern portion of the RTA service area (Lake Elsinore, Wildomar, Murrieta and Temecula) to improve service frequencies, spans and connectivity. Lastly, in an effort to provide service to those who live in rural areas that have no access to public transportation, RTA implemented a new project called Dial -a -Ride Plus, Riverside Transit Agency Lifeline Service. The two-year pilot project expands the Dial -a -Ride coverage by an additional two miles around the RTA fixed -route network. The service provides wheelchair accessible taxi service to seniors 65 and over and to persons with disabilities for lifeline services such as doctor's appointments, dialysis and chemotherapy treatments and trips to the pharmacy, to the grocery store for food, or to the senior center for hot meals. In addition to the first full year of PVL service improvements, RTA conducted these other enhancements during FY17: 1) Extended Route 30 in September 2016 to better serve the May Ranch section of City of Perris. 2) Implemented the Route 54 in October 2016 to connect Perris Valley Line passengers with key job locations in downtown Riverside. 3) Implemented Sunday service on the remaining three no -service days: Thanksgiving, Christmas and New Year's Day to meet increased demand from the community. 4) Streamlined downtown Riverside bus operations with the closure of the Riverside Downtown Terminal in January 2017. 5) Restructured Route 16 in January 2017 by terminating the route at University of California, Riverside and coordinating the service with Route 1 through efficient passenger connections. 6) Merged routes 31 and 35 to provide a one -seat ride between Hemet, San Jacinto, and Moreno Valley via Beaumont/Banning. Moving forward, service plans for the next three years and beyond will continue to be shaped by the 10-Year Transit Plan's proposed strategies and recommendations. For planning and programming purposes, the SRTP covers a rolling three-year span with a focus on FY18. The table below summarizes fixed route service changes suggested for FY18: 3 Short Range Transit Plan • FY18 — FY20 Riverside Transit Agency Metric FY17 (Budget) FY18 (Budget) Difference % Difference Total Revenue Hours 631,989 662,102 30,113 4.76% Total Revenue Miles 9,445,016 9,782, 252 337,236 3.57% Total Fixed Route Ridership 8,972,443 8,456,233 -516,210 -5.75% The FY18 service plan includes the following service changes: • New RapidLink GoldLine service from Corona to University of California Riverside (effective August 27, 2017). • New CommuterLink express Route 200 service on Interstate 215 (1-215) and State Route 91 (SR-91), utilizing the new express lanes in Riverside County, and replacing existing Route 216 (effective January 14, 2018). • Improve Route 19 Perris — Moreno Valley weekday service to 15-minute frequency (effective January 14, 2018). • Riverside Festival of Lights special Route 54F shuttle. With these improvements RTA expects to begin to turn around the ridership decline experienced in FY16 and FY17. The budgeted FY17 ridership did not assume the continued decline in ridership experienced during the plan year; because of this, budgeted ridership for FY18 declines when compared to the budgeted FY17 ridership. While the FY18 budgeted ridership projection does capture this decline, ridership is expected to be an increase over the actual expected FY17 ridership. Capital Improvement Program: The development of transit infrastructure (bus stops, mobility hubs and operations/maintenance facilities) is essential to the safe, comfortable and efficient operation of transit services. The Agency completed the following projects in FY17: • Implementation of the Downtown Riverside Operating Plan with improved transit amenities. This project involved the installation or improvement of 23 bus stops throughout downtown Riverside, as well as the construction of an on -street layover facility on Vine Street. • New RapidLink Gold Line bus stops were designed and constructed; this project will be completed in time for commencement of service in August of 2017. • RTA's First and Last Mile Mobility Plan study, which presents a set of four templates developed to improve the customer experience in the first -mile, last -mile environment. Also in FY17 was the delivery of 23 new 40-foot buses for use on the CommuterLink 200 and RapidLink Gold Line. Smaller buses were also delivered to support the planned expansion of contracted fixed -route services for the 91/Perris Valley Line and other improvements. 4 Short Range Transit Plan • FY18 — FY20 Riverside Transit Agency FY18 will see some exciting movement in the mobility hub area. To prepare for future expansion plans and accommodate recent growth, RTA is working with a variety of agencies to develop multi -modal mobility hubs. These hubs will be innovative, use emerging technology and may involve multi -use facilities. The projects that will be moving forward in FY18 are: • UCR Mobility Hub- In partnership with UC Riverside, RTA will construct a mobility hub on campus. Construction of the mobility hub should be completed by August 2019. • Vine Street Mobility Hub- In partnership with the City of Riverside, RCTC and WRCOG, staff is currently working on a mobility hub at Vine Street in Downtown Riverside, located on land across the street from the Riverside Downtown Metrolink Station. A bid for conceptual planning is expected in summer 2017. • Promenade Mall Mobility Hub- In partnership with the City of Temecula and the Promenade Mall, staff completed conceptual plans to expand the bus stop at the mall to support the planned expansion of service. Architectural and engineering work began in 2017 and construction is slated to start in 2018 and will be completed before the end of 2019. • Hemet Mobility Hub- In partnership with the City of Hemet, staff is currently working on a conceptual plan and architectural and engineering for a mobility hub located on 14.5 acres of city owned land. The conceptual plan and architectural and engineering work began in 2017. With the adoption of the Bus Stops Strategic Policy in June of 2015, RTA launched the annual bus stop improvement program. Based on the implementation plan commencing in FY18, bus stops will be improved throughout the service area with upgraded accessibility, enhanced safety, and amenities such as shelters, benches and trash receptacles. RTA staff is preparing to develop a new centralized Operations, Maintenance and Administration Facility. During the first phase of this undertaking, staff will assess future operating, maintenance and support infrastructure needs to accommodate expansion services as well as emerging vehicle, energy and fuel technologies and strategies. Following this assessment, staff will develop a comprehensive facilities master plan to advance RTA beyond the current 10-year (2025) planning horizon. At capacity already, RTA is unable to operate efficiently in the long-term with existing operating and maintenance facilities. Without a comprehensive facilities master plan, RTA will be unable to efficiently implement future service improvements, make major investments in new technologies and support infrastructure, or aggressively compete for discretionary grant funding sources. Total RTA revenues for FY18 are budgeted at $87.0 million which includes $81.6 million in operating expenses and $5.4 million for capital improvements. The Operating Budget increase of $5.3 million, or 7 percent over FY17, is due to service expansion; established rates for purchased transportation; and strategic studies and staffing. The Capital Budget is decreasing 5 Short Range Transit Plan • FY18 — FY20 Riverside Transit Agency $8.2 million, or 60 percent, from FY17 mid -year budget amendment due to reduction in Federal 5339 funds and reprogramming of LCTOP funds. 6 Short Range Transit Plan • FY18 — FY20 Riverside Transit Agency CHAPTER 1: SYSTEM OVERVIEW 1.1 JURISDICTION RTA's jurisdiction is among the largest in the nation for a transit system, encompassing approximately 2,500 square miles of western Riverside County. Included in the boundaries are eighteen (18) incorporated cities including Banning, Beaumont, Calimesa, Canyon Lake, Corona, Eastvale, Hemet, Jurupa Valley, Lake Elsinore, Menifee, Moreno Valley, Murrieta, Norco, Perris, Riverside, San Jacinto, Temecula and Wildomar, as well as the unincorporated areas of Riverside County supervisorial districts 1, 2, 3 and 5. Unlike other agencies of similar size, RTA is unique in that it provides service in both urban and rural areas. Urbanized and rural areas are defined by the United States Census Bureau (US Census), which is based on population size and revised every 10 years. The urbanized areas (UZA) in the jurisdiction are Riverside -San Bernardino, Hemet and Murrieta-Temecula-Menifee. Portions of RTA routes also connect to Los Angeles -Long Beach -Anaheim and San Diego UZAs, providing interregional mobility options to RTA customers. Based on data from the 2010 US Census, over 90 percent of RTA's services are located in urbanized areas. The map below illustrates RTA's jurisdictional boundaries and highlights the portions of the region considered urbanized. t118 ,uey Pomona Ontario brut so Chino MEd Bar Chino Hills 83 Eastvaie Los Serranos l Norco t,6 Llr, d lacenbd , Corona 91 a Palk )ge North Tustin na Tustin SIB z6• vine 133 0391E11 Ranch Rancho SJOlc Lake Forest Maiyanta Mission Viejo Laguna Hills $dl Laguna Niguel Laguna Beach San Juan Capistrano Dana Point San Clemente Riverside Horne GardenS Woodcrest Lake El Cerrito matbews Santiago Peak _mdo �- ... Moreno Valley ....� YUCd,IJa -' c MAP Cadhar� Val{ey 60 Lake Perris State Recreation Area Lakeview Nuevo Perris Sun City Lake Elsinore Canyon Lake J N -• sal Forest Homeland Morongo LR Be'Sumont, Banning Cabaxo , San Jacinto saboba E,R Hemet Valle vista East Hemet Winchester J,Urnand vdliey ! akr `sr Idvil. Re 7 Short Range Transit Plan • FY18 — FY20 Riverside Transit Agency 1.2 POPULATION PROFILE AND DEMOGRAPHIC PROJECTIONS RTA is challenged by the changing demographics in various communities and continues to be proactive by planning routes that are customer -oriented, viable, efficient and cost-effective. By studying the characteristics of riders, a better understanding is gained to more appropriately plan for and meet the needs of the transit market. Rider characteristics, along with demographic and population changes, are used to shape and strategize how resources will be allocated in future years. Population Profile — Rider Characteristics Bus passenger characteristics were collected from on -board surveys conducted in spring 2013 as part of the COA study. A demographic summary of weekday RTA riders offered the following characteristics: SUMMARY OF RIDER CHARACTERISTICSI Average Age (Years) 33 Bus Fare Categories General Passes2 Disabled/Senior Youth Medicare 57% 22% 15% 5% 1% Employed Yes No 70% 30% Average Travel Time (Minutes) 52 Primary Language English Spanish Other 95% 5% <1% How Long Using RTA Services First Time Less Than 6 Months 6 Months-2 Years 2 Years-5 Years More Than 5 Years 5% 16% 29°% 22°% 28°% Median Household Income Under $7,500 $7,500-$14,999 $15,000-$24,999 $25,000-$34,999 $35,000-$49,999 $50,000-$74,999 Over $75,000 28% 19% 16% 12% 10% 8% 6% Automobile Ownership Yes No 67% 33% Gender Female Male 52% 48% Highest Level Of Education Less Than High School High School Diploma Some College Associate's Degree Bachelor's Degree Some Graduate School Graduate Degree 16% 28% 34% 8% 6% 3% 4% Veteran Yes No 4% 96% Frequency Of Using RTA Buses First Time Less Than Once A Month Less Than Once A Week 1-2 Days Per Week 3-4 Days Per Week 5 Days Per Week 6-7 Days Per Week 3% 4% 4% 14% 25% 26% 23% Customer Destinations School Work Shopping/Errands Social/Recreational Other Medical/Social Services 37% 27°% 11% 10% 9°% 6% Ethnicity Latino/Hispanic White/Caucasian Black/African American Mixed Asian/Pacific Islander Other American Indian 37% 22°% 20% 10% 5% 3% 2°% Source: RTA COA Study (2013-2014) Demographic Projections Deployment of future transit service will directly correspond to demographic and land use changes within the RTA service area. Demographic data such as population, employment, urban density, income levels, age distributions and land use development patterns are the primary variables that shape public transit in a community. Growth projections for the region 1 Totals may not add to 100% due to rounding. z Go -Pass, U-Pass and CityPass. 8 Short Range Transit Plan • FY18 — FY20 Riverside Transit Agency are compiled by SCAG, County of Riverside, and WRCOG, in collaboration with local jurisdictions. At the local level, jurisdictions have the ability to plan and revise land use and transportation characteristics to target a desired level of intensity for employment, housing and commercial areas. On a regional scale, population and employment density in the RTA service area is generally focused into centers, concentrated hubs of residents and jobs. The region's most populated area spans from Corona to Riverside and Moreno Valley, encompassing more than one- third of the estimated 1.8 million residents in western Riverside County3 and around half of the estimated 400,000 jobs in western Riverside County4. Communities such as these have more diverse land uses, making public transit a more viable option for travel. The majority of the jurisdictions in western Riverside County, however, consist of lower density, single types of land uses. Communities outside of the larger network centers are primarily suburban -residential. Employment -to -population ratios are lower in communities with a high concentration of single family residential units, requiring residents to rely heavily on private automobiles to complete daily trips. A market assessment, including a demographic analysis was conducted with the COA and identified the following trends: • By 2035, the population in western Riverside County is projected to reach 2.7 million people, an increase of 28 percent from the 2020 projected baseline. The highest rates of growth are expected to occur in areas that are currently suburban developments, though a comparable volume of growth will occur in the more densely populated, transit -supportive, urban communities. • Employment in the RTA service area is expected to grow by 34 percent compared to the 2020 projected baseline. The 250,000 new jobs will bring the 2035 employment total to over one million. Similar to population, the rate of employment growth will be highest in the suburban markets. • The northwest sub -area (Corona, Eastvale, Home Gardens, Jurupa Valley, Norco and Riverside) has the highest concentrations of population and employment in the RTA service area. However, outside of a few communities, future changes in density within the sub -area will remain moderate. Downtown Riverside is projected as an area of concentrated growth that can foster more opportunities for transit. The suburban communities in the City of Eastvale and along the Bellegrave Avenue corridor will be sites of larger population growth while employment increases are projected in Corona and Norco along Hamner Avenue. The core of the sub -area will still be Downtown Riverside and the Magnolia Avenue -University Avenue corridor. Other residential 3 RCTC Estimate based on State of California Department of Finance, Demographic Research Unit (1/1/15) 4 SCAG RTP 2016-2040 Growth Forecast. 9 Short Range Transit Plan • FY18 — FY20 Riverside Transit Agency communities in the northern portion of the sub -area will remain automobile -oriented communities because of the lack of mixed -use density. • In the Moreno Valley/Perris sub -area (Mead Valley, March Air Reserve Base, Moreno Valley and Perris), growth will primarily occur outside of the existing core and in the outlying communities. Moreno Beach Drive and the areas south of the Lake Perris Reservoir will experience significant growth in population density. Most of the new employment is concentrated near the Riverside County Regional Medical Center. Serving the new residential areas would present a challenge for effective transit due to their distance from major corridors. Residential development will still be the dominant land use in the sub -area. Moreno Valley will remain a dense, residential community. Most of the population and employment density in Perris will remain focused around Perris Boulevard. • The Hemet/San Jacinto/Pass sub -area (Banning, Beaumont, Calimesa, Hemet and San Jacinto) is expected to undergo the highest rates of growth in the system. The increases are concentrated in the Beaumont and San Jacinto jurisdictions. The majority of the population growth in Beaumont will take place in the rural and suburban areas between Pennsylvania Avenue and Highland Springs Avenue. In San Jacinto, residential density will increase east of the State Street corridor. The sub -area employment growth is minimal and limited to a few key corridors, specifically along Sixth Street/Ramsey Street, Florida Avenue and State Street. Hemet will maintain transit -supportive densities and land uses in 2035. The Florida Avenue corridor is positioned to be the key corridor in the sub -area due to high levels of employment density. Although the rate of overall growth in the sub -area is significant, the future success of transit will largely depend on how the new development patterns interact with the existing ones to promote sustainable growth. • In the southwest sub -area (Canyon Lake, French Valley, Lake Elsinore, Menifee, Murrieta, Temecula, Wildomar and Winchester), the key change will be the large concentration of employment growth in Murrieta along the I-15 and I-215 freeways. The change in density is particularly intense east of the I-15 and will occur on currently undeveloped parcels. The only significant changes in population density occur in Winchester and Lake Elsinore, areas outside of the sub -area core. By 2035, Temecula and Murrieta are projected to have the highest density in the sub -area. More trip generators should be expected where higher population and employment densities are proposed. 10 Short Range Transit Plan • FY18 — FY20 Riverside Transit Agency 1.3 FIXED ROUTE AND PARATRANSIT SERVICES As of July 1, 2017, RTA will operate thirty-six (36) regional, local, rural and trolley service routes and eight (8) CommuterLink express routes. Routes in higher density urban areas with greater peak ridership are usually operated with larger vehicles, while routes in suburban and rural areas with lower ridership are usually operated with smaller- to medium-sized vehicles. Table 3A contains a complete listing of both directly operated and contract operated routes. Fixed Route Services The service recommendations of the COA completed in 2015 classified all RTA fixed -route services under five service tiers. Each tier serves a different role in the network and has different expectations for service performance and frequencies. Frequent Key Corridor: Frequent key corridor routes form the core spine of the network and provide "lifestyle" transit options for riders. They have the highest ridership and performance in the system and the highest service frequencies (30 minute or better) to accommodate the high ridership. These routes have the potential to support Bus Rapid Transit (BRT) services in the future. The corridors identified in this tier are RapidLink Gold Line along the Route 1 corridor between UCR and Corona primarily along University and Magnolia avenues (implementation scheduled for August 2017) and a future RapidLink Blue Line between UCR and the Perris Station Transit Center though Riverside, Moreno Valley and Perris. Supporting Local: Supporting local routes constitute the majority of the route network, providing connections to key employment centers, activity centers and transfer hubs. They offer "lifeline" service for those dependent on transit while also providing connections to lifestyle services. Frequencies will vary depending on the market support for transit, but will be at least hourly. Regional Connectors: Regional connectors are longer distance routes that connect multiple urban centers separated by geographic gaps in density. These routes tend to have lower performance due to their longer distances and lower densities in the areas between the urban centers they connect. Frequencies are generally hourly. As their name suggests, these routes provide network connectivity between dispersed activity centers and between high- and low - density areas across the RTA service area. Community Feeders: Community feeders are shorter distance routes (including special trolley services) that connect key destinations within a community. They connect residents with local shopping centers, educational facilities, medical facilities or transit stations. CommuterLink: CommuterLink routes are long-distance, peak -hour express services that provide both inter- and intra-county connections. They connect commuters directly with major employment centers or indirectly through connections at major multi -modal bus and rail hubs. 11 Short Range Transit Plan • FY18 — FY20 Riverside Transit Agency Paratransit Services RTA offers demand -response paratransit services known as "Dial -A -Ride" (DAR) to seniors (age 65 and above) and persons with disabilities. DAR is an origin -to -destination, advanced - reservation transportation service that travels to areas within three-quarters of a mile of an RTA fixed route, excluding express services. These areas are referred to as the "Dial -A -Ride service area" and trips must begin and end in the service area. If the trip starts or ends outside the service area, passengers must find a safe place within the service area to be picked up and dropped off to be eligible for service. DAR service is provided at times equivalent to local fixed - route bus service in the area. RTA has three types of DAR service: Americans with Disabilities Act (ADA) Priority DAR Service: RTA gives priority service to individuals who are certified under ADA law. Persons who are ADA certified are eligible for trips throughout the RTA service area that are within three-quarters of a mile of fixed -route bus service, excluding express routes and during the hours of fixed -route bus service operation. Senior/Disabled DAR Service: Seniors age 65 and above and persons with disabilities are eligible for local DAR service within a single city and within three-quarters of a mile during the hours of fixed -route bus service operation, excluding express service. Transportation is provided only within the city in which the trip begins. Dial -a -Ride Plus Service: In an effort to provide service to those who live in rural areas that have no access to public transportation, RTA began a pilot program in July of 2015, Dial -a -Ride Plus, Riverside Transit Agency Lifeline Service. This program extends the DAR service boundary by an additional two miles to qualified applicants needing life -sustaining services. The project, originally a two-year program approved under the RCTC Measure A Call for Projects, is funded primarily through Local Transit Funds (LTF), but 33 percent is provided from Measure A in FY18 to ensure the program is farebox compliant. The program provides wheelchair accessible taxi service to seniors aged 65 and over and to persons with disabilities for lifeline services such as doctor's appointments, dialysis and chemotherapy treatments, trips to the pharmacy, to the grocery store for food, or to the senior center to access hot meal service. The program began providing trips on July 1st, 2015 and will continue beyond the two-year pilot with remaining Measure A funding from the pilot program, along with new LTF. RTA will seek additional funding to continue the program through the RCTC Measure A Call for Projects scheduled for January of 2018. 1.4 CURRENT FARE STRUCTURE The most recent change to the fare structure was in July 2013 when the Board of Directors approved a revision to include the addition of discounted fares for veterans and active duty military, police and fire personnel as shown in the table below. Other fare categories were 12 Short Range Transit Plan • FY18 - FY20 Riverside Transit Agency established in June 2009 after the last fare study which was completed in March 2009. A review of the current fare structure is anticipated over the next two years. FIXED ROUTE FARES Fare Categories General Youth (grades 1-12)** Senior/Disabled** Medicare Card Holder Veteran** Child (46" tall or under) Base Fares $1.50 $1.50 $0.70 $0.70 $0.70 $0.25 Day Pass* $4.00 $4.00 $ 2.00 $ 2.00 $ 2.00 N/A 7-Day Pass* $16.00 $16.00 $16.00 $16.00 $16.00 N/A 30-Day Pass* $50.00 $35.00 $23.00 $23.00 $23.00 N/A COMMUTERLINK FARES COMMUTERLINK + LOCAL Fare Categories General Youth (grades 1-12)** Senior/Disabled** Medicare Card Holder Veteran** Child (46" tall or under) Base Fares $3.00 $3.00 $ 2.00 $ 2.00 $ 2.00 $ 2.00 Day Pass $7.00 $7.00 $5.00 $5.00 $5.00 N/A 30-Day Pass $75.00 $75.00 $50.00 $50.00 $50.00 N/A DIAL -A -RIDE FARES I Not accepted on fixed route buses Fare Categories Senior/Disabled Medicare Card Holder Child (46" tall or under) Base Fares $3.00 $3.00 $0.50 10-Ticket Books $30.00 $30.00 N/A *Accepted as base fare. CommuterLink trips require an additional $1.30 (Senior/Disabled/Medicare/Veteran) or $1.50 (General/Youth) per trip. **Proper identification is required at time of boarding. In addition to these fare categories, RTA also has U-Pass, Go -Pass and CityPass programs. Cardholders of these programs get unlimited rides on any fixed route, including CommuterLink, in the RTA network at no cost. Active duty military, police and fire personnel in uniform with valid identification are also eligible for complimentary rides on RTA fixed routes. Cooperative Fare and Subsidy Programs RTA makes every effort to create partnerships that will improve service for customers by developing fare programs that promote the use of public transit. In FY18, the following cooperative fare and subsidy programs will continue: • California Baptist University - U-Pass Program • City of Riverside - CityPass for Employees • City of Temecula - Route 55 Temecula Trolley • County of Riverside - Route 50 Jury Trolley • La Sierra University- U-Pass Program • Moreno Valley College - Go -Pass Program • Mount San Jacinto College - Go -Pass Program • Norco College - Go -Pass Program 13 Short Range Transit Plan • FY18 — FY20 Riverside Transit Agency • Riverside City College — Go -Pass Program • University of California, Riverside (UCR) — U-Pass Program, Route 51 Crest Cruiser • Riverside County Transportation Commission- Festival of Lights Shuttle College and university programs allow students with a valid identification card from these campuses to receive unlimited access to any of RTA's fixed routes. These programs are funded by the institution or students. The City of Riverside subsidizes the CityPass fare program for its employees to ride the bus for free and serves as a pass outlet (Riverside Go Transit) for its residents by discounting 20 percent to 30 percent off on 7-day and 30-day passes, respectively. The Festival of Lights shuttle is a free service that transports people from the Riverside Metrolink Station to Downtown Riverside during the Festival of Lights and is subsidized by RCTC. Other subsidized transit services include the trolley and circulator routes which are funded by UCR or local jurisdictions. 1.5 REVENUE FLEET As of March 2017, RTA has a total active fixed -route fleet size of 224 buses. The bus types consist of 145 Compressed Natural Gas (CNG)-powered 40-foot buses currently used for directly operated fixed routes and 79 medium-sized buses for contracted fixed routes. RTA also has an additional 104 vehicles for operation of paratransit services, for a total of 328 revenue service vehicles. Table 1 shows a detailed inventory of the RTA fleet including all fleet vehicles active during FY17 and buses that are no longer in service. The CNG heavy duty buses used on directly operated routes generally cover more densely populated areas such as Riverside, Corona, Moreno Valley and Perris while the medium-sized buses are typically used as local and express vehicles on contract operated fixed routes in less densely populated communities. In FY17 through FY18, with the implementation of RapidLink Gold Line and CommuterLink Route 200, the directly operated fixed route fleet of 145 will be fully deployed. The trolley fleet was reduced to five buses. A further batch of new medium buses is expected to be delivered by the end of FY18, allowing the replacement of the contingency fleet. 1.6 EXISTING AND PLANNED FACILITIES Existing Facilities RTA's primary facility is located in the City of Riverside and houses the administration, operations and maintenance departments with approximately 371 active employees on site. RTA's secondary facility, located in Hemet, opened in June 2000. It now has approximately 88 administration, operations and maintenance employees assigned to the division. The Hemet facility houses our Customer Information Center, is utilized for routes in the southern portion of the service area and maintains a portion of the CNG vehicle fleet. 14 Short Range Transit Plan • FY18 — FY20 Riverside Transit Agency In FY18, RTA's contracted fixed -route service will continue to be provided by Empire Transportation, who operates from a facility in Perris. DAR service is currently provided by TransDev (formerly Veolia Transit) and is also based out of Perris. Both contractors are responsible for housing, operating and maintaining RTA vehicles. The DAR facility in Perris also houses the DAR reservation call center. RTA offers taxi overflow through Network Paratransit. Planned Facilities The 2016-2040 Regional Transportation Plan and Sustainable Communities Strategy (RTP/SCS) projects that by 2040 approximately 3.2 million people will live in Riverside County, compared to 2.3 million in 20165, and more than 1.1 million jobs will be located in Riverside County. As a result, RTA will need to expand transit service for the additional people expected to live in the County and provide transit access to the additional employment opportunities. RTA's current operations and maintenance facility in Riverside is at capacity, and the outdated layout of the facility in Riverside results in a long and difficult maintenance process with vehicles having to drive in a loop on Third Street just to be serviced and washed. This facility cannot accommodate additional vehicles, consequently prohibiting the Agency's ability to expand transit service efficiently. Similarly, the Hemet facility has limited space left for expansion, and in order to support RTA's service expansion plans identified in the Ten -Year Transit Network, additional maintenance infrastructure would be needed. The Hemet Facility also poses locational challenges and results in increased deadhead miles. A new operations, maintenance and administration facility will allow RTA to implement the service goals identified in the Ten -Year Transit Network Plan, reduce costly deadhead miles, increase operating efficiency, and allow the agency to accommodate ridership growth in western Riverside County. Moreover, RTA will use this new facility to implement new and emerging technologies such as electric/hybrid vehicles, solar power generation, etc. These new technologies will provide environmental benefits and promote sustainable business practices that will benefit the region and support the state's goals of reducing greenhouse gas emissions. RTA will conduct a site selection study and produce a master plan document for the new facility during FY19. Site selection will evaluate a variety of locational factors, such as lot size, distance to fixed route service areas, comparison of reduced nonrevenue miles and operating cost, accessibility for Disadvantaged Communities, and Title VI compliance. The site selected will decrease deadhead hours/miles thus increase productivity and efficiency. The first phase of the project, Site Selection and Master Plan, will be completed by the end of FY19. Funding for site selection, land acquisition, and conceptual planning has been programmed and RTA has already secured over $12 million in Proposition 1B PTMISEA funds toward the architectural and engineering, land acquisition and construction phases of this project. In addition, RTA has programmed approximately $4 million in FTA 5339 program funds with the required local match funds and $2.4 million of LTF, and identified funding from the Western 5 State of California, Department of Finance, Report E-1, Released May 1, 2016 15 Short Range Transit Plan • FY18 — FY20 Riverside Transit Agency Riverside Council of Governments (WRCOG) Transportation Uniform Mitigation Fee (TUMF) 2016 Nexus Study, slated for approval in 2017. 1.7 EXISTING COORDINATION BETWEEN TRANSIT AGENCIES RTA is one of two designated Consolidated Transportation Services Agencies (CTSA) in Riverside County, the other being SunLine Transit Agency in the Coachella Valley. RTA's role as a CTSA is to assist RCTC in coordinating public transit throughout the approximate 2,500-square-mile service area, support driver training and technical workshops, and assist with preparing grant applications. Regional Coordination In the cities of Corona, Beaumont and Banning, RTA coordinates regional services with the Corona Cruiser and Pass Transit. During FY17, Beaumont Pass Transit implemented new Route 136 which extends service into the City of Calimesa. In the City of Riverside, RTA coordinates with Riverside Special Services, which provides complementary ADA-compliant service to RTA's fixed routes. Additionally, RTA staff periodically meets with social service providers, bus riders and other advocates through forums such as RCTC's Citizens Advisory Committee, RTA's ADA meetings, Transportation NOW (T-NOW) chapters and surrounding regional transit operators. As a CTSA and a federal grantee, RTA receives FTA funds directly and indirectly and is responsible for the provision and compliance of sub -recipients adhering to federal regulations and policies. RTA has and continues to assist other agencies throughout western Riverside County with applying for federal funds such as the FTA Section 5310 program. The projects funded through the 5310 program improve mobility for seniors and individuals with disabilities by removing barriers to transportation services and expanding the transportation mobility options available. The remaining projects funded through these programs include specialized public transportation initiatives that are targeted to assist low-income individuals, seniors and persons with disabilities who require support beyond conventional public transit services to maintain their independence and mobility. Interregional Coordination and Transfer Agreements While most trips are completed within RTA's service area, there is a demand to provide connectivity to areas outside of RTA's jurisdiction. As such, RTA has collaborated with other transit agencies on agreements for funding splits and/or jurisdictional overlap, in order to further interregional connectivity via public transportation. As a result of these collaborations, RTA has transfer agreements with the following agencies: Metrolink, Omnitrans, Orange County Transportation Authority (OCTA), Corona Cruiser, SunLine, and Pass Transit. Metrolink tickets and passes are accepted on RTA fixed routes that serve Metrolink stations during the period from one hour before to one hour after Metrolink service hours and are valid on the day of travel. Fare media from Omnitrans and Pass Transit are accepted at transfer locations at the equivalent base fare rate, excluding CommuterLink service, on the day of travel. Corona Cruiser fare media are accepted at transfer locations and 16 Short Range Transit Plan • FY18 — FY20 Riverside Transit Agency adjacent stops. OCTA fare media is accepted for base fare on CommuterLink Route 216 at transfer locations in Orange County as well as La Sierra Metrolink between RTA Route 15 and OCTA Route 794. Current and retired employees as well as dependents of Omnitrans and OCTA are eligible to ride at no cost any local fixed route or CommuterLink in the RTA service area. In FY18, RTA will continue to collaborate with these agencies to provide options for enhanced interregional connectivity via transfer and funding agreements and jurisdictional overlap. 17 Short Range Transit Plan • FY18 — FY20 Riverside Transit Agency CHAPTER 2: ROUTE PERFORMANCE AND EXISTING SERVICE 2.1 KEY PERFORMANCE INDICATORS RTA evaluates and plans for its services using the RTA Board -adopted Service Standards and Warrants metrics and those set by RCTC's Annual State of Public Transit Report, which are both updated annually. Service Standards and Warrants The Service Standards and Warrants guidelines are design standards that set the requirements for a minimum level of service that respects service quality characteristics such as route structure, service area coverage, operating hours and on -time performance. There are several factors that are typically considered when objectively measuring service performance. These factors, used in conjunction with the Annual State of Public Transit Report, help determine whether service is cost effective. SUMMARY OF SERVICE STANDARDS AND WARRANTS Population Density Density is determined by the number of people housed per square mile or the number of employees per square mile. RTA aims to serve at least 85 percent of all residences, places of work, high schools, colleges and shopping centers with access to bus service. Route Classifications RTA service can be classified into five fixed route tiers — frequent key corridor, supporting local, regional connector, community feeder and CommuterLink. Complementary to the fixed route service is Dial -A -Ride. See Table 3A for the route classification of each route. Span of Service Bus Stop Spacing and Amenities The span of service or the hours of operation refers to the start and end time of a route. The span of service will vary based on the demand in the community and the classification of the route. Depending on the population density, bus stop spacing in urban areas usually averages about 1,500 ft. (.28 miles) to 2,500 ft. (.47 miles). As service approaches more suburban and rural areas, bus stop spacing may be limited to locations with accessible curb and gutters and sidewalks suitable for ADA compliance. The new bus stop spacing standards allows spacing of 0.25 to 0.33 miles for support local, regional and community feeder routes; 0.25 to 0.5 miles for frequent key corridor local service; and 0.5 mile stop spacing for Rapid Link service. Bus stops with 10 or more average weekday boardings may qualify for a shelter, and the stops with 5 or more boardings may qualify for a bench, subject to funding availability that is determined in the annual budget process. These standards were adopted in the Bus Stop Strategic Plan (2015) On -Time Performance RTA requires that no bus shall leave a time point early and should arrive at a time point no later than six minutes after the scheduled arrival time. This limit is appropriate for RTA's service area due to the average distance traveled by each route and the combined rural and urban areas. 18 Short Range Transit Plan • FY18 — FY20 Riverside Transit Agency Headways (Frequency) Headways are the timed intervals between each scheduled trip within a fixed route bus (e.g., the bus runs every 30 minutes). Headways range anywhere from every 15 minutes to every 120 minutes depending on the density and are aimed at operating in 15 minute increments for frequent key corridors supporting local and regional connector tiers. Community feeders and CommuterLink routes may vary depending on demand. Transfer Wait Time Transfer Wait Time refers to the amount of time a passenger has to wait when transferring from one mode of transportation to the next, whether it is bus or rail. In more urbanized areas such as downtown Riverside, average transfer wait times should not be longer than approximately 20 minutes. In smaller urbanized and even in rural areas, the average transfer wait time can reach up to 30 to 45 minutes depending on the frequencies of the routes in the area. Load Factor (Maximum Vehicle Loads) Depending on the bus, the maximum number of passengers should not exceed 150 percent of the seating capacity or the legal weight limit of the bus. Dial -A -Ride vehicles should not exceed 100 percent of the seated capacity. Source: RTA's Service Standards and Warrants (2012), Bus Stop Strategic Plan (2015) Productivity vs. Coverage Target To help improve effectiveness and efficiency of its operations, RTA sets a target for the productivity level of service to operate. In order to meet the productivity requirements and continue to provide coverage to the areas where the service performance is below the productivity standard but the transit service is needed by transportation disadvantaged people, RTA has adopted the standards requiring 60 percent of their fixed -route service to perform up to productivity standards while the remaining 40 percent of fixed routes operate to maintain coverage. In this way, the service exceeding the performance standards enables a minimal level of operations in areas of need where the performance standards are not met. Given RTA's diverse and widespread service area, the service is provided to the areas based on the need to provide coverage. The 60/40 split establishes a benchmark for the productive service to meet mandatory farebox recovery. Furthermore, it also allows for new service to be implemented following Transportation Development Act (TDA) guidelines for exemption based on performance standards within the year when the service was implemented and the two subsequent fiscal years. This objective also enables RTA to maintain highly productive service and still meet the requirements of Title VI. It is the policy of RTA to ensure compliance with Title VI so that no person shall be excluded from participation in, denied the benefits of, or be subjected to discrimination on the basis of race, color or national origin under any transit program or activity. Warrants for New Service The Service Standards and Warrants are also used as a guide for the implementation of new service. New service is exempt from meeting the required criteria for up to two years plus the year of commencement. New service is evaluated during this initial period using the Service 19 Short Range Transit Plan • FY18 — FY20 Riverside Transit Agency Standards and Warrants and the Annual State of Public Transit Report. The objective is to give a route time to perform up to standards, or it may be discontinued. Annual State of Public Transit Report RCTC's Annual State of Public Transit Report is based on audited information of operators after the end of the preceding fiscal year. 2.2 EXISTING FIXED ROUTE AND DIAL -A -RIDE SERVICE In FY17, RTA budgeted 843,178 revenue hours for the operation of 13 million revenue miles system -wide. Total revenue hours budgeted was 631,989 for fixed routes and 211,189 for DAR and taxi service. Total revenue miles included 9,445,016 for fixed routes and 3,552,959 million for DAR and taxi. In recent years, passenger growth exceeded projections due to significant increases in pass programs, customer satisfaction, high gasoline prices, and a high unemployment rate. In FY16, ridership dipped due to continued improvements in the economy coupled with continued low gas prices have led a decline in system -wide ridership in both FY16 and FY17. Service improvements implemented on select routes in January 2015 and the launch of the Perris Valley Line in June 2016 have shown some positive returns. Service improvements, including the addition of new RapidLink Gold Line service in August 2017, upgrading the Perris -Moreno Valley Route 19 frequency weekdays to every 15 minutes, and implementing a new SR-91 express bus service (replacing existing Route 216) in January 2018, are projected to help increase ridership for FY18 over FY17 actual ridership and establish a foundation for sustainable ridership in the long-term. 2.3 PRODUCTIVITY IMPROVEMENT EFFORTS Improving productivity is a priority for service delivery. Performance measures, particularly farebox recovery and passengers per hour, are monitored regularly. These two measurements are key factors in evaluating the performance of individual routes and allowing resources to be reallocated from these underperforming routes to establish a higher frequency service on the high performing routes with more potential for ridership growth. Performance evaluation directs the staff to research and analyze unproductive routes more closely to determine whether segments or trips can be eliminated or altered due to low ridership. This process has proven to be beneficial because it streamlines services, reduces expenses and has the least impact on customers. RTA has the opportunity to implement service changes three times per year in the winter, spring and fall to accommodate travel patterns and modify schedules as necessary to improve service performance. The most significant service initiatives are typically launched in the September service change at the beginning of each new academic year. 20 Short Range Transit Plan • FY18 — FY20 Riverside Transit Agency 2.4 POTENTIAL GROWTH MARKETS The school -related and work -related trips are RTA's traditional growth markets. Customer surveys conducted in 2013 during the COA indicated that approximately 35 percent of trips were to/from college or school. Similarly, over 27 percent of trips were for work purposes, while 21 percent were for retail or recreational purposes. These market segments will remain critical to ridership growth. Growth in the student market in the past has been attributable to new pass programs with local colleges and universities, outreach to schools and reduced school district transportation programs at the secondary level. Most students utilizing RTA services are high school students but the gains in ridership resulting from reduced or eliminated school district busing programs in 2010 are now past history and no further growth can be expected from this market condition. RTA does, however, continue to make every effort to reach out to school districts and sites to compile and maintain a database on bell schedules and attendance boundaries for routing and scheduling purposes. At the college level, RTA continues to develop and build relationships with college and university officials to improve transportation for their students through pass programs and enhanced services that meet the needs of students, such as later evening trips. In August 2016, the GoPass was expanded to include Norco College, which has increased ridership on Route 3. The U-Pass program at Cal Baptist University served by key Route 1 on Magnolia Avenue has also been growing. However, other college pass programs have shown declines in usage in FY17. The CommuterLink market has been hit the hardest by the low gas prices as well as the opening of the 91/Perris Valley passenger rail line. The amenities on the CommuterLink routes such as the high -back upholstered seating, reading lights, free Wi-Fi and USB charging stations are added values to the service that attract and retain customers. This service type will continue to be monitored, and service levels adjusted, in line with demand. The COA study completed in 2015 clearly pointed to the need for significant service improvements concentrated on four core themes: 1. Frequency of Service — Ridership and customer survey data strongly pointed to service frequency as the key improvement required for RTA services to be attractive and have the capacity to grow. 2. Connectivity — Surveys also pointed to the need to better coordinate RTA services at key connection points, especially where low frequency services meet. 21 Short Range Transit Plan • FY18 — FY20 Riverside Transit Agency 3. Streamlining — Changes need to focus on routing on major streets and corridors to reduce circuitous routing, duplication of service and to improve travel times and ease of understanding of the transit network. 4. Span of Service — Surveys pointed clearly to the need to accommodate demand for later service in areas near major employment centers, colleges and universities. RTA will continue to explore service changes that address these key service attributes. Market conditions alone can no longer be relied upon to retain existing and attract new ridership. 2.5 PASSENGER TRANSIT FACILITIES AND EQUIPMENT AND PASSENGER AMENITIES Existing Passenger Transit Facilities In addition to improvements to service frequency and expanding service, the Ten -Year Transit Network Plan recommends the creation of a Timed Transfer System (TTS) and improving support infrastructure such as transit hubs to meet the growing demand for transit service in the most efficient manner. It's neither feasible nor cost effective to run direct service from every trip origin to destination, therefore the only system that can meet the growing demand efficiently is one that enables timed transfer connections from one service or mode to another. Strategically placed transit hubs are essential to making a TTS work at its optimum. Furthermore, transit hubs are more than just a place to make bus connections. They can be community -centered, multi -modal facilities where bus and rail customers share a selection of mobility choices. These modes of travel can include single -occupancy vehicles, carpools, vanpools, bicycles, pedestrian walkways; local and commuter express buses, light rail and regional rail networks. Transit hubs are generally owned by various public agencies and are well -situated for the advancement of public -private investment partnerships leading to transit - oriented commercial and residential development. The following is a summary of the existing transit facilities in the RTA service area: Perris Station Transit Center: Completed in January 2010, this transit center is located in the City of Perris at C Street and 4th Street (State Route 74) and has eight bus bays served by seven RTA routes. The facility will ultimately handle multi -modal transfers between Metrolink; RTA local, regional and express routes; and park -and - ride patrons in the southwest region. el= mmum. N lli 22 Short Range Transit Plan • FY18 — FY20 Riverside Transit Agency Corona Transit Center: This transit center was opened in September 2010 and is located off Grand Boulevard and North Main Street and includes eight bus bays and a pedestrian bridge to trains at the North Main Corona Metrolink Station. Galleria at Tyler Bus Stop Improvements: The demand for enhanced connections and improved bus stop amenities prompted RTA to improve the stops at the Galleria Mall at Tyler, which serves nine routes and more than 3,000 daily boardings and alightings. Completed in October 2014 and nearly doubling in size, the transit facility now includes six bus bays with new passenger shelters equipped with solar lighting. The facility also includes real-time arrival and departure information and customer amenities that comply with Americans with Disabilities (ADA) design standards. Reinforced concrete bus pads were installed to protect the roadway and increase the useful life of this facility. These improvements can accommodate new service such as RapidLink and support existing connections between routes. Moreno Valley Mall Transfer Station: Similar to the Galleria at Tyler, the transfer station at Moreno Valley Mall is integral toward establishing transfers within RTA's network. Completed in March 2015, the station, which serves seven bus routes, has tripled in size to include six upgraded bus bays with pedestrian amenities that comply with ADA design standards. New bus shelters with solar lighting, information kiosks, benches and trash receptacles were installed. Concrete bus pads were also installed to preserve the roadway and increase the useful life of the stop. On average, more than 1,500 boardings and alightings occur at this station every day. Downtown Riverside Stop Improvements: This project has facilitated an on -street grid system for transit in Downtown Riverside and closure of the Riverside Downtown Transit Terminal. The Operating Plan, aiming at modernizing the service in Downtown Riverside, was developed in conjunction with the Comprehensive Operational Analysis (COA), which provides RTA with a blueprint for fixed -route operational and capital enhancements for the next ten years. A key recommendation from the COA was to improve the provision of transit service in Downtown Riverside by creating an on -street grid system. The operating plan will improve passenger transfers, consolidate routes to enhance service delivery and boost productivity, and reduce the number of buses traveling to downtown thereby improving traffic circulation. The architectural and engineering phase for this project was completed in December 2015 and construction was completed in December 2016. This project was completed in time for the January 2017 service change and closure of the Riverside Downtown Transit Terminal. Transit Enhancements: Small scale transit enhancement projects completed during the last fiscal year are listed below: 23 Short Range Transit Plan • FY18 — FY20 Riverside Transit Agency • The Galleria at Tyler RapidLink Stop Project added two stops to accommodate increased ridership along the Route 1 corridor and made the necessary improvements to accommodate the new RapidLink service; • The Los Alamos at Murrieta Gateway Enhancement Project enhanced a stop with a transit shelter and new passenger amenities to accommodate the growth in ridership at the stop; and • The Mission Trail at Malaga Stop Improvement Project enhanced a stop with new civil improvements, shelter and passenger amenities to accommodate the growth in ridership at the stop. Planned Passenger Transit Facilities Bus Stops Improvement Program Implementation: The Bus Stop Strategic Policy was approved by RTA's Board of Directors in June 2015. This program uses a two -tiered approach to the allocation of new bus stop amenities within the allocated funding of an annual Bus Stop Improvement Program. The two tiers focus on ridership and geographic equity respectively, providing a more balanced distribution of improvements across the service area compared to a methodology purely focused on ridership (which is biased towards more urbanized areas). Tier 1 is prioritized based on the ridership per stop across all RTA bus stops. This tier covers 50 percent of bus stops receiving improvements as part of the program and ensures the network's busiest bus stops receive some priority. Tier 2 is prioritized on an equitable allocation based on each jurisdiction's population and ridership. This approach to allocation of amenities will cover the remaining 50 percent of bus stops receiving improvements as part of the program and will ensure a balance between need and geographic equity. In conjunction with the tiers, there are also a number of other criteria such as a limit per jurisdiction, ADA compliance, available space and limited stop ridership threshold. To implement this plan, RTA has deployed current bench and trash receptacle inventory to qualified stops. RTA initiated bulk procurement of shelters, benches and trash receptacles in the fall of 2016. As new shelters arrive, RTA continues to roll out the shelters in adherence with the program. Due to maintenance costs associated with the additional shelters, the shelter installation schedule will depend on available operating funds. RapidLink Gold Line (Corona to UCR Corridor) and RapidLink Blue Line (UCR to Perris Corridor): RTA has identified the corridor between UCR and Corona primarily along University and Market/Magnolia Avenues as a candidate for limited -stop bus service, dubbed RapidLink Gold Line. More than 9,000 customers use bus services along this corridor on weekdays. Route 1 alone services this corridor and accounts for almost 25 percent of RTA's entire weekday ridership. The UCR and Perris Metrolink Station corridor through Moreno Valley/Perris Boulevard has also been identified as a second candidate for RapidLink service due to its high ridership. 24 Short Range Transit Plan • FY18 — FY20 Riverside Transit Agency RTA has completed Architectural and Engineering (A&E) and construction of the RapidLink Gold Line stops and launch of RapidLink Gold Line is slated for August 2017. The conceptual design of RapidLink Blue Line is near completion; final design and construction will begin once funding is secured. University of California, Riverside Mobility Hub: Currently, 21 percent of UCR's population ride RTA buses. UCR is one of the busiest transit destinations in the Agency's transit network, with over 1,785 boardings and alightings reported on an average weekday. The planned service improvements, the popular U-Pass Program, parking price increases, increased congestion and resulting environmental and sustainability challenges are projected to contribute toward positive ridership gains in the future. The current on -street bus stops at UCR located on Canyon Crest Drive are utilized by Routes 1, 16, 51 and 204. New Route 52 that began operating with the launch of PVL rail service also stops at this location, so will RapidLink Gold Line that is slated for August. This stop currently does not have the space, bus shelters or other amenities essential to effectively accommodate the current and planned service changes. The proposed UCR Mobility Hub would have an efficient bus turnaround to allow more direct routing, eliminating excess travel on local streets currently needed to turn the buses around. The estimated annual operating and capital cost savings through operational efficiencies gained by implementing the proposed UCR Mobility Hub are estimated at $600,000. In turn, these cost savings and buses will be reallocated to assist in implementing increased service as recommended in the Ten -Year Transit Network Plan. The proposed UCR Mobility Hub will have capacity for six buses and be utilized by current routes (1, 16, 51, 52, and 204) and proposed routes (RapidLink Gold Line and Blue Line). The project will also add amenities such as, bus shelters, benches, trash receptacles, security features, drought tolerant landscaping, traffic signalization, connectivity to UCR's bicycle amenities and better integration with the existing City of Riverside bike lanes and trails. This project reflects an ongoing partnership between UCR and RTA and two agencies are currently working on the Memorandum of Understanding (MOU). Once the MOU is finalized, RTA will begin architectural and engineering work. Promenade Mall Mobility Hub: RTA initially planned to build a Twin Cities Transit Center in the Temecula/Murrieta area. The agency went through a very lengthy site selection and conceptual planning process jointly with both cities and identified a site located at 27199 Jefferson Avenue in the City of Temecula. However, the project experienced extended delays due to an intersecting project with the Riverside County Flood Control District and US Army Corp of Engineers and the project funds were sitting idle without an active plan for development. Additionally, the commuter rail and the proposed high-speed rail station site selection studies undertaken by RCTC and the California High -Speed Rail Authority will determine the optimal location for an intermodal transportation center in this area. Consequently, to make the infrastructure improvements necessary to implement transit service 25 Short Range Transit Plan • FY18 — FY20 Riverside Transit Agency enhancements recommended in the 10-Year Transit Plan, RTA undertook the task of developing an alternative site within the City of Temecula. RTA and the City of Temecula worked together to identify a new project site located at The Promenade Mall in Temecula, California. The Promenade Mall, located 1.2 miles from the previously selected site, is a 1.1 million -square -foot shopping mall with more than 100 retail establishments, dozens of restaurants and Edwards Theatre. Since its inception in 1999, the Promenade has become the epicenter for shopping, dining and entertainment in the City of Temecula. It is essential for RTA to expand its public transit infrastructure in order to accommodate the growing demand in service from the ever increasing number of people traveling to and from the Promenade. The Promenade currently has a single bus stop that serves six RTA bus routes (55, 79, 202, 206, 208 and 217). In partnership, staffs from RTA, the Promenade and the City of Temecula completed the conceptual plan that outlines design recommendations for the proposed expansion of the Promenade's current single bus stop. RTA will construct a Mobility Hub at Promenade Mall to serve the immediate needs that were planned to be met by the Twin Cities project. With the removal of the Transportation Control Measure (TCM) from the FTIP for the Twin Cities Transit Center project, RTA requested and received FTA's concurrence to utilize those federal funds for A&E phase of the Promenade Mall Mobility Hub Project. The Conceptual Plan for the Promenade Mall has been approved by the Board and the contract for Architectural and Engineering work was awarded in April 2017. Completion of Architectural and Engineering work is anticipated by November 2017. RTA has also completed the funding package for Construction phase of this project by securing approximately $1.7 million from the TUMF program. Hemet Mobility Hub: Today, about 150,000 people reside in the Hemet -San Jacinto Valley, a rapidly growing area in western Riverside County. The City of Hemet has a projected population of 126,500 in 20406, a 58 percent increase from 80,070 in 20167. With population growth comes increased demand for transit service in the area. The City of Hemet is currently developing a Downtown Specific Plan. The City's Downtown Specific Plan (Plan) has identified a need for an intermodal Mobility Hub to meet the projected demand for local and regional transit services (bus, rail, shared mobility options such as car/bike sharing, non-motorized/active transportation elements, and travel management companies (TMCs) such as Uber and Lyft. The intermodal Mobility Hub will also serve as a park-n-ride facility and include solar power and electric vehicle (EV) charging stations to support emerging electric vehicle technologies. Furthermore, the potential extension of Metrolink commuter rail service from the City of Perris to Hemet/San Jacinto (as identified in the RCTC Commuter Rail Feasibility Study) will also benefit from the intermodal Mobility Hub. 6 SCG 2016-2040 RTP/SCS, Demographics and Growth Forecast California Department of Finance, Report E-1 26 Short Range Transit Plan • FY18 — FY20 Riverside Transit Agency The Plan identifies a city owned 14.5 acre site for the City of Hemet Mobility Hub. The Mobility Hub will be central to the Hemet Civic center to the south, the County Administrative center to the north, and the Hemet Valley Hospital complex to the east. A substantial portion of this site will be available to transit supportive land uses that could be developed through public -private partnerships. The Plan envisions a transit oriented development that will include housing, retail, office, public spaces, and entertainment venues that will include energy efficient sustainable design features to fully activate the Mobility Hub to be a thriving community activity center. The vision for the project creates an opportunity to use Cap -and -Trade funding. The proposed Hemet Mobility Hub will address current and future mobility, sustainability, and efficiency needs of the City and RTA. It will have the capacity to anchor RTA Routes 27, 31, 32, 33, 42, 74, 79, 212 and 217 that currently serve the Hemet -San Jacinto Valley and other modes planned for this site (car/bike sharing, TNCs, electric vehicle charging, etc.). RTA will construct a Mobility Hub in partnership with the City of Hemet. On October 27, 2016, the RTA Board of Directors approved staff's recommendation to enter into a MOU with the City and to prepare a conceptual plan. A contract was awarded for Architectural and Engineering in April 2017. Completion of Architectural and Engineering work is anticipated by December 2017. RTA is currently working on the funding plan for the Construction phase of this project. Mount San Jacinto College Mobility Hub: Founded in 1963, Mount San Jacinto College (MSJC) is part of the California Higher Education System, one of the largest systems of higher education in the nation. MSJC has a student population of over 5,000. Currently, RTA provides both local and commuter fixed -route service to the college campus. RTA routes 31, 32, 74, 212 and 217 all serve MSJC and provide an opportunity for people living throughout western Riverside County to travel to and from the campus. Moreover, there is a strong incentive for students to use transit as MSJC is a member of the Go -Pass Program which allows students to take unlimited rides on fixed -route service which is paid through student fees. The Go -Pass program has been successful in generating an average of 25,000 boardings per month at MSJC campus locations. MSJC projects that the student population will increase to 10,600 by 2020. In order to accommodate growth in ridership, RTA plans to improve the MSJC stop. The existing location allows for only two buses to stop at a time for passenger drop-off and pick-up. The site has two bus shelters with passenger amenities that provide some level of comfort for those waiting for a bus and protection from inclement weather. RTA is planning to expand the facility to allow additional buses to stop at this location. The mobility hub will also include additional shelters, security features and improved pedestrian access that is consistent with Americans with Disabilities Act (ADA) 2010 Standards for Accessibility Design guidelines. Such improvements will allow RTA to accommodate future ridership growth as the college and the surrounding areas continue to grow in the upcoming years. 27 Short Range Transit Plan • FY18 — FY20 Riverside Transit Agency In addition, the Hemet -San Jacinto region is recognized in RTA's Ten -Year Transit Network Plan as one of the fastest growing regions in the RTA service area. As part of effort to improve service delivery in the region, RTA is examining opportunities to improve major destinations and stops to help facilitate passenger connections. As transit ridership grows, the MSJC Mobility Hub will become a focal point of transit services in the Hemet -San Jacinto area. Long- term plans indicate that passenger rail service may extend out to this area which will necessitate the need for an improved transfer interface with bus and rail. Until these long range projects are complete, the MSJC Mobility Hub will function as one of the key locations in the Hemet -San Jacinto for passengers to transfer between buses. Riverside Mobility Hub at Vine Street: The City of Riverside's General Plan 2025 identified Vine Street as one of the preferred locations within Downtown Riverside for a new mobility hub due to its proximity to major employment centers, county and city government centers, University of California, Riverside, Riverside Community College, the Convention Center, multiple entertainment venues, and urban housing complexes with the Downtown Riverside core area. Thus, the Vine Street Mobility Hub will function as a regional multi -modal transportation hub that supports connectivity between multiple transit agencies such as RTA and SunLine Transit Agency in Riverside County; Omnitrans, the public transit provider in San Bernardino County; and Metrolink, the commuter rail service provider for Southern California. The Vine Street Mobility Hub is essential to support a future multimodal transportation network that will address the future mobility, sustainability, quality of life needs of this region, and RTA's long range transit plan. The mobility hub would be designed and developed with emerging technologies, renewable energy sources, and mobility solutions in mind. Nontraditional modes such as station cars, shared bikes, electric mobility units, etc., will play a pivotal role in addressing the first mile/last mile mobility challenges to the region. The project should be a cohesive effort among all key stakeholders in the downtown Riverside area, including the city, local transportation commission and various business owners/community groups. The project site is approximately 4.7 acres owned by the City of Riverside and RCTC, and is located adjacent to the Downtown Riverside Metrolink Station and the public park -and - ride lot. In the immediate term, RTA has constructed an interim on -street layover facility at Vine Street to accommodate the buses operating throughout downtown Riverside. Land acquisition is currently underway for this project. Once funding is secured and the land is transferred, RTA will construct the Riverside Mobility Hub at Vine Street which will be a regional off-street facility to support connectivity between Riverside Transit Agency, SunLine Transit Agency, Omnitrans Public Transit, and Metrolink and bicycle/pedestrian networks. RTA will construct the Mobility Hub in partnership with the City of Riverside, RCTC, Downtown business owners and various key stakeholder groups. RTA plans to initiate the procurement process for conceptual planning in the second half of 2017. 28 Short Range Transit Plan • FY18 — FY20 Riverside Transit Agency "First and Last Mile" Mobility Plan: In 2014, RTA was awarded a Federal Section 5304 grant to develop a "First and Last Mile" Mobility Plan. In alignment with federal transportation goals, the objective of this project is to establish a plan that identifies cost-effective improvements to solve first and last mile barriers for commuters who could potentially take transit, but whose origin or destination cannot be conveniently accessed from the nearest transit facility due to distance, terrain, or real or perceived safety issues. This study began in January 2016 and was completed in the spring of 2017, providing templates for future "First and Last Mile" improvements with six pilot location types that are common throughout the RTA service area. This study runs concurrently with WRCOG's Active Transportation study. RTA is working closely with WRCOG staff on coordinating the two plans. The end result will include recommended projects, cost estimates, suggested funding sources and an outreach summary. La Sierra Metrolink Station Bus Stops: La Sierra Station is emerging as a major intermodal mobility hub with regional benefits and an opportunity of facilitating Timed Transfer connections (TTC). RCTC is expanding the parking area at Metrolink La Sierra Station. This station expansion project includes new bus bays with passenger amenities, which will support RTA's goal of implementing timed transfer connections and intermodal connectivity between rail and bus. RTA and RCTC staff will work together to design a mobility hub that is truly intermodal and supports emerging technologies and shared mobility options such as bike/car sharing and TNCs. Perris Valley Line Metrolink Stations: In June 2016, RTA commenced serving the multi -modal stations developed by RCTC along the new Perris Valley Line. The new PVL stations are Hunter Park Station, Moreno Valley -March Station, Downtown Perris and South Perris Station. Equipment and Passenger Amenities Intelligent Transportation System (ITS): The ITS network brings functionalities that improve the operational workflow, both internally and externally. Sophisticated Automatic Vehicle Locator programs allow the bus Dispatch Center to track the location of every equipped bus for schedule adherence and passenger loads. This feature greatly enhances schedule performance and monitoring of ridership patterns. RTA is currently in the middle of a replacement and expansion of the agency's ITS system. Installation of the new system began in December 2015 and should be complete by July of 2017. This new system will expand ITS technology from the previous 97 buses to approximately 225 buses, allowing for RTA personnel to have real-time visibility and control of all fixed route vehicles. The system provides RTA's Planning and Operations departments with essential historical data, related to on -time performance and passengers' boardings and alightings, which allows them to make informed service modification decisions. For the maintenance department, this system monitors onboard vehicle components and reports performance measures and system faults to key maintenance personnel, reducing the likelihood that a 29 Short Range Transit Plan • FY18 — FY20 Riverside Transit Agency mechanical or electrical issue continues unnoticed, resulting in more reliable vehicles and an improved passenger experience. Additionally, this new system will improve the security of passengers and personnel, providing the Dispatch Center and public safety personnel with the ability to view real-time onboard surveillance video during an emergency event. Finally, with this new ITS system, every fixed -route vehicle will be equipped to provide free Wi-Fi to passengers. Scheduling and Operations Software Project: Upon completion of implementation of the new ITS and using this software as the platform, RTA plans to begin procurement of the Transit Scheduling and Operations software in late 2017. This software will allow RTA to create its own efficient schedules, vehicle blocking, run -cuts and rosters without relying on a vendor to provide such services. It would also allow improved operations management by integrating the daily crew and vehicle rostering and other operational functions into one system to improve the efficiency and administration of these processes. Advanced Traveler Information System (ATIS): RTA has also introduced the ATIS technology with LED signage, known as SmartStops, which relay real-time arrival information on display at major transfer points. As part of the ITS upgrade program, new SmartStops will be installed at transit centers and major -centralized transfer locations in the cities of Riverside, Perris, Moreno Valley and Corona. Passengers may also lookup real-time arrival information via RTA's BusWatch website. The next phase of the ATIS project will include querying and alerting of bus arrivals via text messaging, which will be completed concurrent with the upgraded ITS program. Mobile application development is also part of this project, which will allow passengers to lookup real- time arrival information for all RTA fixed routes. ..,,liu....tao..r1.w�. 19511565-5Y4� TEXT "rta 12345" to 41411 . RiversideTransit.com MI Get TrunsApp online ST°P 12345 BUS WATCH PEI,[1,0r4 MEAL opte huhM r.. ���• ° }, iA .o .if . N Transit Signal Priority (TSP): TSP is a tool that allows transit vehicles to travel through controlled intersections faster and more conveniently. Unlike signal pre-emption which is used on emergency vehicles, TSP technology on a bus utilizes a transmitter that allows the traffic signals along major streets to remain in "green" mode for several seconds longer, therefore allowing a late -running bus to advance more quickly along its route to maintain on -time performance. TSP is currently being used on Route 1 along the University Avenue and Magnolia 30 Short Range Transit Plan • FY18 — FY20 Riverside Transit Agency Avenue corridors. RTA is working with the City of Riverside to monitor the impact and performance. Illuminated Bus Stops: In FY17 and FY18, RTA intends to purchase materials and supplies to expand and upgrade the bus stop system with 50 security -enhancing illuminated bus stop devices which come equipped with down -lighting. These features are push-button activated by the customer and allow drivers to recognize when a person is waiting at a bus stop at night. The down -lighting safety feature and illuminated schedule provides bus scheduling information for easy visibility in a night time environment. Bus Expansion Program: As of July 1, 2017, RTA's directly operated fleet consists of 145 buses. These 40-foot CNG buses are manufactured by Gillig, Inc. and have state-of-the-art technology that provides enhanced passenger safety, better fuel efficiency and decreased emissions. These vehicles were funded through FTA grants, State Transit Assistance (STA) and Proposition 1B grants. The contract operated fleet has been upgraded since 2008 with expansion vehicles that could seat up to 28 passengers compared to previous Type II vehicles which seat 12 passengers. During FY17, all Type II vehicles and five trolley buses were retired. Additional medium sized buses will be purchased in FY18 to replace older buses from the contingency fleet that were placed into service for PVL service expansion. 31 Short Range Transit Plan • FY18 — FY20 Riverside Transit Agency CHAPTER 3: RECENT AND PLANNED SERVICE CHANGES 3.1 RECENT SERVICE CHANGES Due to funding constraints, there were a limited number of service expansions implemented in FY17 under the COA-defined core strategies, as listed below. • Extension of Route 30 to the May Ranch section of City of Perris in September 2017 • New Route 54 Downtown Riverside Metrolink Shuttle implemented October 2016 to link Perris Valley Line passengers with key job locations in downtown Riverside. A 54F Festival of Lights service was also operated in November/December 2016 between Downtown Riverside Metrolink Station and downtown Riverside • Implemented Sunday service on the remaining three no service days: Thanksgiving, Christmas and New Year's Day to meet increased demand from the community for service on these three holidays • Streamlining Downtown Riverside bus operations together with the closure of the existing Downtown Riverside bus terminal was implemented in January 2017. • The January 2017 service changes included the restructure of Route 16 by terminating this route at University of California Riverside and coordinating the service with Route 1 through efficient passenger connections. • In January 2017, Routes 31 and 35 were also merged to provide seamless service as one single Route 31 between Hemet, San Jacinto, Beaumont, Banning, and Moreno Valley. 3.2 PLANNED SERVICE CHANGES Service planning for FY18 through FY20 will primarily focus on developing RTA's network of high frequency corridor services. The main expansion of service planned for implementation in FY18 includes: • August 2017: New RapidLink Gold Line Corona — Riverside UCR offering service every 15 minutes during peak periods weekdays on the key Magnolia Avenue -University Avenue corridor (primarily through CMAQ funding) • January 2018: Increased service frequency to every 15 minutes daytime weekdays on the key Route 19 corridor between Perris and Moreno Valley (primarily through LCTOP funding). CommuterLink Route 200 will also be added, replacing the existing Route 216. This service is planned to operate seven days per week (hourly weekdays, two -hourly weekends) between San Bernardino, Riverside Downtown, and La Sierra Metrolink Station and Anaheim area, including Disneyland, Anaheim Convention Center, and 32 Short Range Transit Plan • FY18 — FY20 Riverside Transit Agency Anaheim Regional Transportation Intermodal Center. This initiative is in place of previously planned new Routes 200 and 205 listed in FY17 SRTP. These service improvements proposed for FY18 are consistent with the COA core strategies such as improvement of service frequencies on key corridors. Additional service improvements currently in planning and listed below may be considered for implementation, contingent upon the availability of additional financial resources (or within or through reallocation of existing resources) and approval by the Board of Directors. • Increase service frequency for Route 49 weekdays and weekends to every 40 minutes and 50 minutes, respectively due to the high productivity of this route. This change includes extension of the route to Vine St at Riverside Downtown Metrolink Station • Extend Routes 3 and 29 with revised service levels (every 50 minutes weekdays, every 60 minute weekends) to Amazon warehouses at Eastvale once new terminus facility is completed. Route 29 would also be extended to Vine St at Riverside Downtown Metrolink Station as part of this change. • Split Route 27 into two separate Routes 27 (Perris — Galleria) and 28 (Perris — Hemet) with improved 30 minute weekday frequency and more direct route between Hemet and Perris. Extending Route 61 from Sun City to Perris, replacing a Route 27 segment is also part of this change. Route 61 would also gain Sunday service. • Add earlier afternoon northbound Route 217 service between Escondido and Temecula. Revised service levels on various local and CommuterLink routes at times where very low usage exists may be required, in order to fund the above service improvements 3.3 MODIFICATIONS TO PARATRANSIT SERVICE The provision of ADA services remains a challenge; it is costly both to RTA and to the passengers who use it. Efforts to mitigate the increasing expenses in DAR service included the launch of a senior/disabled Travel Training Program and the establishment of a Medi-Cal Reimbursement Program. The Freedom to Go Travel Training Program commenced in fall 2011 and covers all aspects of public transit from training on how to ride the bus, how to use a bus schedule and map, as well as help in overcoming physical and social barriers that may prevent passengers from using a fixed -route bus. Participants benefit by developing a greater level of independence and increased mobility, ultimately bringing significant financial savings to both the customers and RTA. In FY16, more than 464 trainees actively participated in travel training. Program participants took more than 94,000 trips on fixed -route buses. Since the program's inception, the program 33 Short Range Transit Plan • FY18 — FY20 Riverside Transit Agency has served more than 1,400 seniors and persons with disabilities, resulting in more than 284,000 trips on fixed -route buses through June 2016. RTA can save an estimated $14,000 a year for every five -day -a -week rider who makes the switch from DAR to fixed -route service. During FY16, the program saved RTA over $900,000 and since the program's inception it has saved over $1.8 million. The Medi-Cal Reimbursement Program was implemented in early 2012 and was developed in cooperation with the State Medi-Cal Program for paratransit trips taken to and from qualifying medical services. This program provides reimbursement of 50 percent of the net expenses associated with these trips and provides access to alternative sources of state and federal funding for DAR services. Eligible expense reimbursement so far under this program is $3.8 million. 3.4 MARKETING PLANS AND PROMOTION A marketing and communications plan is developed to support the annual goals of RTA, while advancing the mission and vision of the organization. The plan seeks to address the following focus areas: • Increasing ridership • Increasing awareness of RTA services • Enhancing the image of RTA • Educating the public on the benefits of public transportation • Travel Training and ADA certification • Providing excellent customer service • Coordinating media and public relations • Government relations • Assisting with employee communications Addressing these areas is accomplished by executing marketing and communication programs or campaigns targeted at existing and potential riders, commuters, the general public, elected officials, students, the business community, the media, non-profit organizations and employees. These programs and campaigns employ a mix of different media to reach the desired audiences. Marketing efforts aim to build on the existing base of awareness by educating the general public about what transit services are available and how and where to get more information. Service Adjustments: Marketing promotes information regarding service adjustments through a variety of advertising methods to reach customers including rider alerts, press releases, website information, brochures distributed throughout the service area, newspaper ads, on -bus information and social media. 34 Short Range Transit Plan • FY18 — FY20 Riverside Transit Agency Customer Information Materials: RTA aims to make the transit system easier to understand and use through enhanced passenger information and signage. Materials are developed for both novice riders and experienced users to read and understand. Informational documents are readily available and designed to attractively promote RTA services to new users, while maintaining interest and engagement from existing riders. Public Speaking Opportunities: Presentations are customized for a variety of market segments. Outreach to business and community leaders is used to educate these groups about the economic benefits that transit provides to the RTA community, while presentations for social service agencies or other gatekeeper organizations are tailored to educate these groups on how transit can enhance personal mobility and how they can help to promote its usage. Presentations also occur at senior centers, colleges and school orientation programs that focus on how those populations can use the bus to accomplish their various tasks. Community Relations: Many of RTA's strategies rely on working through local organizations and businesses to direct very specific promotional messages to constituencies with realistic potential for using RTA's transit services. Community -based marketing and partnerships with local businesses and public agencies of this kind are cost-effective. One way RTA builds upon these relationships is by participating in community events such as expos and parades, which provides the opportunity to attract potential new users and also promote RTA as an active community partner. Website and Social Media: RTA's website is used to publish up-to-date information about Agency services, policies and publications. RTA also utilizes social media, including Facebook, Twitter, YouTube, Instagram and iAlerts. Social media is a relatively inexpensive advertising format that allows RTA to provide information quickly and easily to users while raising RTA's profile and brand. Customer Information Center: The Customer Information Center provides phone information to customers seven days a week. As call volumes fluctuate, RTA maintains staffing levels to adequately meet its customers' needs. Various resources like Transtar and Google Transit trip planners, and BusWatch real-time bus tracking allow customer representatives to quickly and accurately answer customer inquiries. English- and Spanish-speaking clerks are always available to assist callers. For other language requirements, both written and verbal, RTA uses the service of LanguageLine Solutions which provide interpretation and translation in more than 200 languages. Transportation NOW (T-NOW): T-NOW was formed in 1992 as a grassroots advocacy group comprised of public transit advocates. Members of T-NOW range from elected officials to community activists to everyday transit users who are committed not only to addressing regional transportation issues but meeting the needs of individual communities. There are six T- NOW chapters throughout the service area that include Greater Riverside, Hemet/San Jacinto 35 Short Range Transit Plan • FY18 — FY20 Riverside Transit Agency Area, Northwest, Moreno Valley/Perris, San Gorgonio Pass Area and Southwest. Each chapter meets monthly and sets goals and objectives relevant to their communities. 3.5 BUDGET IMPACT ON PROPOSED CHANGES The Agency's fiscal year 2017/2018 (FY18) budget reflects a strategy to grow current levels of safe, reliable and effective public bus transportation service by over three percent while considering the continued economic and systemic pressures that demand efficiency to the greatest extent possible. To that end, the Agency is planning for a service level that balances forecasted fiscal constraints with the varied profile of the service area as well as delivering services aimed at preserving and growing ridership through exploiting existing and identifying emerging markets. Staff remains fully committed to exploring all service and financial alternatives necessary to meeting the public transit needs of the citizens who live and work in Western Riverside County. Public transportation helps alleviate congestion, ensures mobility, promotes more livable communities, and assists with meeting additional needs that arise as a result of the Americans with Disabilities Act (ADA). Planned service changes in FY18 and beyond are contingent upon economic conditions and available revenue. Therefore, should funding be unavailable for planned services and projects, the implementation and service improvements in conjunction with them will be delayed until sufficient revenue is available. Any new service will also adhere to RTA's Sustainable Funding Source Policy that was approved in September 2010. The enactment of the policy provides a framework that assures that funding sources, particularly temporary financial assistance or "seed" money are utilized only on service that has a significant potential to be productive and financially sustainable when funding expires or is depleted. This encourages the use of new or expanded service to demonstrate that it is warranted by meeting productivity standards over an established period of time. 36 Short Range Transit Plan • FY18 — FY20 Riverside Transit Agency CHAPTER 4: FINANCIAL AND CAPITAL PLANS RTA's FY18 budget reflects a strategy to fit within current financial constraints. FY18 will feature three key service modifications over the FY17 service offering. First, initial RapidLink Gold Line service will commence in August 2017. Second, increased service frequency on Route 19 will start in January 2018. Third, new CommuterLink Route 200 service will commence in January 2018. 4.1 OPERATING AND CAPITAL BUDGET The total budget for FY18 is $86,991,398, with $81,598,830 projected for operating expenses and $5,392,568 projected for capital projects. As currently budgeted, total operating expenses for FY18 are $81,598,830, an increase of $5,335,120 or seven percent over the FY17 budget. It should be noted that RTA is planning for an increase of 3.4% in revenue service hours. Significant cost drivers are new service, purchased transportation and three strategic studies. The FY18 capital budget represents a decrease of $8,245,143 or 60 percent from FY17 mid -year budget levels. The significant decrease in the capital budget request is attributable to reduced vehicle requirements and Federal Section 5339 funds programming as well as re -programming of Low Carbon Transit Operations Program (LCTOP) funds. Operating Budget Profile: $16,348,705 $1,282,163 $11,058,244 ❑ Operations ■ Maintenance ❑ Planning ■ Administration $52,909,718 The proposed Operating Budget totals $81,598,830. Operations, at 65%, constitute the largest component of the proposed budget while Maintenance makes up 13% of the total. Thus, combined Operations and Maintenance equate to 78% of the budget. Planning and Administration combined make up the remaining 22% of the budget. The operating budget contains five (5) major cost elements. The elements are: 37 Short Range Transit Plan • FY18 — FY20 Riverside Transit Agency • Salaries and Benefits (50%), which are made up of wages and fringe benefits including medical, pension, Worker's Compensation, and Other Post -Employment Benefits Annual Required Contribution (OPEB ARC). • Purchased Transportation (34%), which represents the resources required for contracted transportation services for DAR/Taxi Overflow and certain fixed -route services. • Materials and Supplies (5%), made up primarily of parts, fuel, and lubricants for the operation, repair & maintenance of Agency vehicles and supplies. • Services (4%) include, but are not limited to, external auditing, legal, marketing, outside maintenance / custodial, armored transport, actuarial services, legislative consulting, and towing. • Other Expenses (7%) include, but are not limited to, insurance, utilities, printing and publications, advertising and promotion, dues and subscriptions, and other miscellaneous expenses. $28,015,791 $5,3I54,726 _L $3,825,087 J— $3,262,162 Capital Budget Profile: $41,141, 064 ❑Salaries & Benefits ■ Services ❑ Materials & Supplies ❑ Purchased Transportation ❑ Other Expenses The proposed FY18 Capital Budget totals $5,392,568. Capital funding will be used for the purchase of critical items to maintain existing operations and service levels. The Capital Budget is a component of the comprehensive five-year Capital Improvement Plan including equipment and upgrade of agency infrastructure. FY18 Capital Budget profile by project element is shown below: 38 Short Range Transit Plan • FY18 — FY20 Riverside Transit Ageacy $1,454,361 - - -- --1 $315,796 ❑ Maintenance ■ Revenue Vehicles ❑ Support Vehicles ❑ Facilities ■ Shelters & Stops Notable capital projects included in the proposed FY18 budget include: • Revenue vehicles replacement (11 mid -sized fixed route, 5 DAR) • Non -revenue vehicles (3 trucks, 2 trailers, 1 car) • Tire lease • IT, Vehicle, and Facilities maintenance and support equipment • Improvements for bus stops, transfer points, and transit facilities 39 Short Range Transit Plan • FY18 — FY20 Riverside Transit Agency 4.2 FUNDING SOURCES FOR OPERATING AND CAPITAL PROGRAMS Funding for the Operating and Capital Budgets are generated from state, federal and local revenue sources. The chart shown below summarizes the allocation of each revenue source. Total Operating & Capital Revenues $86,991,398 Operating Revenues $81,598,830 Passenger Fares $9,800,000 LTF Operating Assistance $46,479,587 Federal Operating Assistance $18,970,183 FTA Section 5307 $17,328,000 FTA Section 5310 $400,000 FTA Section 5311 $555,774 FTA CMAQ $686,409 Low Carbon Transit Operations (LCTOP) $456,514 Measure A $3,260,975 TUMF $300,000 Other Local Revenue $2,331,571 Capital Revenues $5,392,568 Federal $5,639,524 FTA Section 5307 $5,322,045 FTA Section 5339 $317,479 STA $1, 245,576 LCTO P ($1,492,532) 40 Short Range Transit Plan • FY18 — FY20 Riverside Transit Agency 4.3 TUMF PROGRAM The WRCOG TUMF Program ensures that a new development pays its fair share for the increased traffic that it creates. As identified in the WRCOG TUMF Administrative Plan, RTA is currently allocated 1.64% of the fees collected for use on projects of regional significance located in the TUMF network. Below is the comprehensive list of RTA's projects included in the 2016 TUMF Nexus Study: PROJECT NAME CATEGORY UNIT COST S UNIRiverside COST TUMF SHARE Mobility Hub at Vine Street Transit Center 1 $6,000,000 1 $6,000,000 $3,630,000 Moreno Valley Mobility Hub(s) Transit Center 2 $9,000,000 1 $9,000,000 $5,445,000 Jurupa Valley Mobility Hub(s) Transit Center 2 $9,000,000 1 $9,000,000 $5,445,000 Banning Mobility Hub(s) Transit Center 2 $9,000,000 1 $9,000,000 $5,445,000 Lake Elsinore/Canyon Lake Mobility Hub(s) Transit Center 2 $9,000,000 1 $9,000,000 $5,445,000 Transit Enhancements in Temecula/Murrieta Transit Center 2 $9,000,000 1 $9,000,000 $5,445,000 Hemet Mobility Hub Transit Center 2 $9,000,000 1 $9,000,000 $5,445,000 San Jacinto Mobility Hub Transit Center 2 $9,000,000 1 $9,000,000 $5,445,000 MSJC Mobility Hub Transfer Facility $1,000,000 1 $1,000,000 $605,000 Regional Operations and Maintenance Facility 0 & M Facility $50,000,000 1 $50,000,000 $30,251,000 Annual Transit Enhancements Program Bus Stop $40,000 290 $11,600,000 $7,018,000 Central Corridor RapidLink Implementation BRT Service Capital $60,000 42 $2,520,000 $1,525,000 Vehicle Fleet Medium Buses Vehicle Fleet 1 $155,000 7 $1,085,000 $656,000 Vehicle Fleet Large Buses Vehicle Fleet 2 $585,000 29 $16,965,000 $10,264,000 Comprehensive Operational Analysis Study COA Study $950,000 1 $950,000 $575,000 TOTALS: $153,120,000 $92,639,000 Source: TUMF Nexus Study — 2016 Program Update, Page 51. The Nexus Study is a planning document, and programming of TUMF funds is subject to funding availability and done through the TUMF Transportation Improvement Program (TIP) Administrative Amendment Process. Table 10 contains RTA's FY18 - 22 TUMF TIP effective July 1, 2017. 41 Short Range Transit Plan • FY18 — FY20 Riverside Transit Agency 4.4 REGULATORY AND COMPLIANCE REQUIREMENTS As a recipient of state and federal funding, RTA is required to comply with regulatory policies and procedures that are reviewed and audited regularly. SUMMARY OF REGULATORY AND COMPLIANCE REQUIREMENTS TDA Triennial Audit: Under the State of California, TDA provides two major sources of funding for public transportation: LTF and STA funds. These funds are for the development and support of public transportation needs that exist in California and are allocated to areas of each county based on population, taxable sales and transit performance. The last TDA Triennial Audit was completed in January 2014. See Table 6 for a summary of the recommendations and actions taken. FTA Triennial Review: The triennial review is a comprehensive review of compliance with FTA requirements that is conducted of Section 5307 grantees at least every three years. Even though the review is conducted of Section 5307 grantees, it addresses all FTA programs for which the grantee is the direct recipient of funds, including Sections 5304, 5307, 5310, 5311 and 5339. It addresses the grantee's implementation of Federal requirements in 24 areas and its oversight of sub -recipients, operations contractors, or lessees funded by these programs. The last FTA Triennial Review was completed in April 2016 with three findings. RTA addressed and closed out all three findings in May 2016. ADA: The federal ADA Act of 1990 prohibits discrimination and ensures equal opportunity and access for persons with disabilities. Under the ADA Act, public transit operators are required to provide complementary paratransit service to persons who are ADA certified and are within three-quarters of a mile of a local fixed route bus during the hours of bus service operation. RTA remains fully compliant with all Federal ADA regulations and has had no ADA customers denied service on DAR. Disadvantaged Business Enterprise (DBE) Program: The federal DBE Program seeks to ensure nondiscrimination in the award and administration of FTA's Department of Transportation -assisted contracts in the Department's highway, transit and airport financial assistance programs and to create a level playing field on which DBEs can compete fairly for Department of Transportation -assisted contracts. As of March 2010, the U.S. Department of Transportation issued a new rule which established a three- year DBE goal. RTA's DBE Program was effective on October 1, 2015 and will remain in effect through September 2018. Equal Employment Opportunity (EEO): The Federal Transit Laws, 49 U.S.C. 5332(b), provide that "r person in the United States shall on the grounds of race, color, religion, national origin, sex, or age be excluded from the participation in, be denied the benefits of, or be subjected to discrimination under ar project, program or activity funded in whole or in part through financial assistance under this Act." This applies to employment and business opportunities and is considered to be in addition to the provisions Title VI of the Civil Rights Act of 1964. The EEO Program is submitted to FTA every three years. The last submission was in March 2, 2015. 42 Short Range Transit Plan • FY18 — FY20 Riverside Transit Agency Drug and Alcohol Testing: Per the Code of Federal Regulations (Title 49, Part 40 and 655), RTA established a Drug and Alcohol testing policy in an effort to deter drug and alcohol use in the workplace. The policy establishes the circumstances in which applicants and employees are tested for drugs and alcohol in the workplace and the consequences when they test positive. The purpose of the policy is to prevent accidents, injuries and fatalities resulting from the misuse of alcohol and prohibited drugs by employees who perform safety -sensitive functions. The Drug and Alcohol Report is in compliance with FTA and was last updated in February 25, 2016. Title VI of the Civil Rights Act of 1964: Title VI of the Civil Rights Act of 1964 provides that "no person in the United States shall, on the ground of race, color, or national origin, be excluded from participation in, be denied the benefits of, or be subjected to discrimination under any program or activity receiving Federal financial assistance." (42 U.S.C. Section 2000d). RTA submits Title VI Program to FTA every three years. The last report was submitted in October 2016. Limited English Proficiency (LEP): FTA issued regulations based on the Executive Order 13166 to all transit operators to establish LEP policies and procedures that ensures that RTA publications are issued in English and any other languages used by a significant number of the general population in the service area as determined by periodic demographic assessments. RTA's updated LEP policy and plan was submitted with the Title VI Program in October 2016. Public Hearing Policy: U.S. Code Title 49 § 5307 under the Urbanized Area Formula Grant Program requires that transit systems maintain a process to solicit and consider public comments before raising fares or implementing major reductions in service. RTA's Public Hearing Policy for Major Service and Fare Changes was last revised in October 2012. Alternative Fueled Vehicles: RCTC Resolution No. 00-018 established an emissions standards requirement for the acquisition of urban transit buses with federal, state, or local funds. All full-sized urban public transit buses purchased or leased with federal, state, or local funds granted or programmed by RCTC shall meet the urban bus optional, reduced -emissions standards set by the California Air Resources Board for oxides of nitrogen and non -methane hydrocarbons. RTA remains fully compliant with RCTC Resolution No. 00-0018 for vehicles purchased using federal, state, or local funds. 43 Riverside Transit Agency FY 2017/18 - FY 2019/20 Short Range Transit Plan Summary Comparative Statistics: FY2017 Budget vs. Proposed FY2018 SRTP Unlinked Passengers Revenue Hours Revenue Miles Fare Revenue (1) Operating Expenses FY2017 FY2018 FY2017 FY2018 FY2017 FY2018 FY2017 1 FY2018 FY2017 1 FY2018 Direct Operated Routes 1 2,088,976 1,700,988 76,262 77,248 887,744 880,094 $ 1,860,015 $ 1,487,229 $ 8,083,665 $ 8,248,245 1 RL - 192,010 - 16,824 - 208,507 $ - $ 171,429 $ - $ 1,797,745 3 100,844 141,674 16,782 16,586 206,870 204,455 $ 90,064 $ 107,134 $ 1,778,604 $ 1,770,335 10 198,289 180,947 14,909 14,086 172,365 160,907 $ 180,265 $ 158,383 $ 1,580,297 $ 1,504,131 11 154,837 135,816 10,322 10,461 118,694 118,309 $ 149,681 $ 123,823 $ 1,094,131 $ 1,117,102 12 264,319 237,078 16,140 15,937 189,014 187,941 $ 234,451 $ 201,895 $ 1,710,885 $ 1,702,069 13 260,525 244,508 16,792 16,614 198,703 194,620 $ 218,946 $ 200,056 $ 1,780,000 $ 1,774,178 14 238,395 210,128 14,614 14,429 195,206 187,469 $ 212,434 $ 182,349 $ 1,549,131 $ 1,540,907 15 569,183 502,749 31,500 31,241 378,732 354,256 $ 500,881 $ 435,732 $ 3,339,036 $ 3,335,944 16 675,515 595,781 28,504 28,271 331,994 340,032 $ 589,387 $ 509,214 $ 3,021,484 $ 3,018,704 18 166,231 147,631 11,118 11,422 144,955 144,760 $ 141,845 $ 123,198 $ 1,178,629 $ 1,219,907 19 570,730 815,354 31,919 39,909 396,621 503,987 $ 549,100 $ 754,447 $ 3,383,430 $ 4,242,838 20 316,044 303,822 26,026 27,245 406,383 404,800 $ 284,819 $ 264,538 $ 2,758,671 $ 2,909,046 21 119,447 108,348 9,950 10,557 145,014 144,631 $ 119,376 $ 103,657 $ 1,054,693 $ 1,127,460 22 375,934 335,242 24,785 25,904 449,405 447,967 $ 364,995 $ 313,854 $ 2,627,298 $ 2,766,279 27 534,363 492,396 35,713 38,395 690,600 744,158 $ 547,615 $ 487,078 $ 3,785,669 $ 4,099,988 29 161,699 144,779 10,754 10,611 168,635 141,365 $ 152,514 $ 131,170 $ 1,139,929 $ 1,133,174 41D 54,898 47,802 3,721 3,848 60,529 59,823 $ 51,186 $ 39,026 $ 394,398 $ 410,729 49 231,975 219,652 10,770 10,927 138,473 127,531 $ 219,681 $ 199,883 $ 1,141,642 $ 1,165,062 54F 7,195 7,033 280 280 1,400 1,400 $ 41,122 $ 42,232 $ 41,122 $ 30,773 200 15,480 136,584 2,852 11,382 65,026 276,381 $ 27,554 $ 728,389 $ 302,840 $ 1,190,927 202D 1,730 1,322 281 247 6,416 5,648 $ 3,267 $ 1,861 $ 29,295 $ 25,762 204 53,424 42,786 5,996 6,308 135,708 133,479 $ 93,898 $ 78,067 $ 635,449 $ 673,252 205 23,220 - 2,025 - 57,685 - $ 41,332 $ - $ 215,016 $ - 206 61,700 53,179 6,913 6,947 172,241 170,230 $ 165,634 $ 140,212 $ 732,687 $ 741,480 208D 21,124 16,884 2,871 2,697 69,429 68,539 $ 31,860 $ 23,163 $ 304,242 $ 287,826 210D 3,275 3,690 630 605 7,617 7,620 $ 9,074 $ 9,353 $ 66,732 $ 64,524 216 95,501 45,799 8,244 4,796 205,060 109,604 $ 541,320 $ 98,939 $ 873,807 $ 520,980 217D 8,427 7,919 1,149 1,135 30,142 29,790 $ 17,563 $ 17,041 $ 121,751 $ 121,095 Total Directly Operated Routes 7,373,282 7,071,899 421,820 454,912 6,030,659 6,358,302 $ 7,439,878 $ 7,133,350 $ 44,724,534 $ 48,540,458 % Change - FY18 vs. FY17 _ -4.09% 7.85% 5.43% -4.1% 8.5% Contracted Fixed Routes 3 10,646 10,257 5,945 2,781 37,508 37,789 $ 10,798 $ 11,468 $ 477,522 $ 236,402 8 226,508 208,908 21,179 20,791 283,899 293,241 $ 244,697 $ 206,589 $ 1,705,772 $ 1,767,715 19C 6,378 5,946 1,058 1,147 15,795 13,722 $ 4,544 $ 4,869 $ 85,228 $ 97,469 23 95,286 87,793 15,659 15,638 266,029 234,973 $ 93,676 $ 83,140 $ 1,261,178 $ 1,329,569 24 72,671 62,703 9,834 9,544 132,237 134,944 $ 77,591 $ 65,443 $ 792,024 $ 811,508 26 29,123 20,208 7,805 7,945 98,945 105,527 $ 35,548 $ 462,397 $ 628,639 $ 675,541 30 39,064 51,219 9,379 9,286 102,670 115,588 $ 55,925 $ 51,767 $ 755,423 $ 789,559 31 57,194 144,145 11,404 18,603 194,615 371,184 $ 109,301 $ 148,700 $ 918,522 $ 1,581,716 32 108,273 125,491 11,070 10,895 107,577 117,258 $ 138,064 $ 116,130 $ 891,568 $ 926,344 33 143,981 38,909 5,024 5,227 65,072 63,153 $ 38,822 $ 33,566 $ 404,672 $ 444,458 35 42,582 - 7,355 - 156,564 - $ 49,889 $ - $ 592,415 $ - 40 52,098 18,943 3,616 3,614 59,650 62,991 $ 23,503 $ 19,392 $ 291,240 $ 307,319 41C 23,105 31,054 5,774 5,948 106,854 104,876 $ 32,753 $ 26,806 $ 465,030 $ 505,704 42 35,154 56,290 5,525 5,376 83,272 80,544 $ 55,802 $ 49,327 $ 445,012 $ 457,135 50 63,745 2,375 2,364 2,352 15,360 15,138 $ 180,000 $ 197,606 $ 190,394 $ 200,001 51 2,403 29,973 1,845 1,845 19,422 19,652 $ 148,383 $ 148,383 $ 148,797 $ 157,244 52 26,499 41,255 3,783 3,683 48,573 27,333 $ 55,427 $ 240,437 $ 304,694 $ 313,151 54 1,873 1,451 2,059 1,392 5,626 6,864 $ 225,000 $ 88,931 $ 225,000 $ 118,349 55 33,934 17,954 1,188 1,144 15,422 15,597 $ 19,455 $ 19,455 $ 95,749 $ 97,379 61 60,909 68,778 17,267 16,391 280,850 273,328 $ 84,633 $ 73,633 $ 1,390,735 $ 1,393,651 74 21,725 177,760 22,467 21,953 375,417 376,710 $ 208,207 $ 183,981 $ 1,809,556 $ 1,866,534 79 83,687 99,353 13,484 13,573 242,933 236,544 $ 122,545 $ 98,072 $ 1,086,031 $ 1,154,044 202 209,865 13,945 5,653 5,862 152,050 148,453 $ 41,191 $ 28,465 $ 455,081 $ 498,077 208 121,128 15,068 6,944 7,145 166,151 170,435 $ 41,221 $ 31,940 $ 559,296 $ 607,512 210 18,203 2,385 676 706 14,906 14,085 $ 7,881 $ 5,969 $ 54,439 $ 60,038 212 18,995 26,683 7,692 7,800 176,302 189,299 $ 59,408 $ 53,120 $ 619,531 $ 663,231 217 3,200 25,488 6,456 6,548 197,684 194,723 $ 56,656 $ 54,216 $ 519,968 $ 556,760 Sunline- Riv. Exp. vi $ - $ - $ 120,000 $ - 794121(3) $ 150,000 $ - $ 150,000 $ - Total Contracted Fixed 1,608,230 1,384,334 212,508 207,190 3,421,384 3,423,950 $ 2,370,918 $ 2,503,802 $ 17,443,515 $ 17,616,413 % Change - FY18 vs. FY17 -13.92% -2.50% 0.08% 5.6% 1.0% TOTAL FIXED ROUTES 8,981,512 8,456,233 634,328 662,102 9,452,043 9,782,252 $ 9,810,796 $ 9,637,152 $ 62,168,049 $ 66,156,871 % Change - FY18 vs. FY17 -5.85% 4.38% 3.49% -1.8% 6.4% 4:04 PM 4/20/2017 Riverside Transit Agency FY 2017/18 - FY 2019/20 Short Range Transit Plan Summary Comparative Statistics: FY2017 Budget vs. Proposed FY2018 SRTP Unlinked Passengers Revenue Hours Revenue Miles Fare Revenue (1) Operating Expenses FY2017 I FY2018 FY2017 I FY2018 FY2017 I FY2018 FY2017 I FY2018 FY2017 I FY2018 Dial -a -ride Routes Riv-San UZA 279,997 262,671 127,511 130,459 2,127,070 2,174,755 $ 1,014,861 $ 959,794 $ 8,446,039 $ 9,376,439 Murr-Tem-Men UZA 78,884 73,980 41,438 40,806 698,788 690,652 $ 285,919 $ 270,320 $ 2,744,751 $ 2,932,855 Hemet UZA 73,151 68,233 28,649 30,148 434,493 457,925 $ 265,139 $ 249,321 $ 1,897,624 $ 2,166,839 Non-UZA 6,578 6,166 4,033 4,110 66,538 67,823 $ 23,842 $ 22,530 $ 267,111 $ 295,431 Total Dial -a -ride Routes 438,610 411,049 201,630 205,524 3,326,890 3,391,154 $ 1,589,761 1,501,966 $ 13,355,525 14,771,565 % Change - FY18 vs. FY17 -6.28% 1.93% 1.93% -5.5% 10.6% Taxi Program Riv-San UZA 11,609 6,699 5,817 3,903 136,796 125,879 $ 40,642 $ 26,671 $ 450,358 $ 410,630 Murr-Tem-Men UZA 3,886 2,460 1,751 1,118 39,456 32,107 $ 13,606 $ 9,781 $ 135,535 $ 105,414 Hemet UZA 2,955 1,593 1,801 1,318 45,295 43,306 $ 10,345 $ 6,359 $ 139,436 $ 140,942 Non-UZA 278 169 191 129 4,521 4,108 $ 973 $ 673 $ 14,806 $ 13,408 Total Taxi Routes 18,728 10,920 9,560 6,468 226,069 205,400 $ 65,566 43,483 $ 740,135 670,394 % Change - FY18 vs. FY17 -41.69% -32.34% -9.14% -33.7% -9.4% TOTAL DAR and TAXI SERVICE 457,338 421,969 211,189 211,992 3,552,959 3,596,554 $ 1,655,327 $ 1,545,449 $ 14,095,660 $ 15,441,958 % Change - FY18 vs. FY17 -7.73% 0.38% 1.23% -6.6% 9.6% GRAND TOTAL 9,438,850 8,878,202 845,517 874,095 13,005,001 13,378,806 $ 11,466,123 $ 11,182,601 $ 76,263,710 $ 81,598,830 % Change - FY18 vs. FY17 -5.94%1 3.38%1 2.87%1 -2.5% 7.0% Total Passenger Fare Revenue consists of cash fares, tickets, passes, subsidy agreements and Measure A. It does not include other local revenues. RTA does not report passengers, hours and miles. Route 794 Revenues funded with Measure A. 4:04 PM 4/20/2017 ��E M E �� f o m q l - o e p i r d i m { a m m s i m B u s ( M o t o r b u s ) / D i r e c t l y O p e r a t e d T a b l e 1 - F l e e t I n v e n t o r y F Y 2 0 1 7 / 1 8 S h o r t R a n g e T r a n s i t P l a n R i v e r s i d e T r a n s i t A g e n c y Y e a r M f g . B u i l t C o d e M o d e l C o d e S e a t i n g C a p a c i t y L i f t a n d R a m p E q u i p p e d V e h i c l e L e n g t h F u e l T y p e C o d e # o f A c t i v e V e h i c l e s F Y 2 0 1 6 / 1 7 # o f C o n t i n g e n c y V e h i c l e s F Y 2 0 1 6 / 1 7 L i f e t o D a t e V e h i c l e M i l e s P r i o r Y e a r E n d F Y 2 0 1 5 / 1 6 L i f e t o D a t e V e h i c l e M i l e s t h r o u g h M a r c h F Y 2 0 1 6 / 1 7 A v e r a g e L i f e t i m e M i l e s P e r A c t i v e V e h i c l e A s O f Y e a r - T o - D a t e ( e . g . , M a r c h ) F Y 2 0 1 6 / 1 7 2 0 1 3 2 0 1 4 2 0 1 6 2 0 0 2 G I L G I L G I L N A B G 2 7 D 1 0 2 N 4 G 2 7 D 1 0 2 N 4 G 2 7 D 1 0 2 N 4 4 0 L F W 1 5 3 8 3 8 3 8 4 0 8 1 9 3 0 1 4 2 4 2 4 2 4 0 C N C N C N C N 8 1 9 3 0 1 1 2 , 6 8 3 , 1 7 9 7 4 4 , 1 8 5 2 4 1 , 5 9 2 8 , 3 6 1 , 4 2 4 1 6 , 2 5 6 , 3 2 2 1 , 1 3 2 , 8 0 5 8 1 3 , 6 9 6 1 , 9 2 2 , 1 7 3 2 0 0 , 6 9 5 1 2 5 , 8 6 7 2 7 , 1 2 3 T o t a l s : 1 5 4 1 2 1 1 2 0 1 2 2 , 0 3 0 , 3 8 0 2 0 , 1 2 4 , 9 9 6 1 6 7 , 7 0 8 T r a n s T r a c k M a n a g e r ' " ' P a g e 1 o f I 4 / 2 5 / 2 0 1 7 ��E M E �� f o m q l - o e p i r d i m { a m m s i m B u s ( M o t o r b u s ) / P u r c h a s e d T r a n s p o r t a t i o n T a b l e 1 - F l e e t I n v e n t o r y F Y 2 O 1 7 / 1 8 S h o r t R a n g e T r a n s i t P l a n R i v e r s i d e T r a n s i t A g e n c y Y e a r M f g . B u i l t C o d e M o d e l C o d e S e a t i n g C a p a c i t y L i f t a n d R a m p E q u i p p e d V e h i c l e L e n g t h F u e l T y p e C o d e # o f A c t i v e V e h i c l e s F Y 2 0 1 6 / 1 7 # o f C o n t i n g e n c y V e h i c l e s F Y 2 0 1 6 / 1 7 L i f e t o D a t e V e h i c l e M i l e s P r i o r Y e a r E n d F Y 2 0 1 5 / 1 6 L i f e t o D a t e V e h i c l e M i l e s t h r o u g h M a r c h F Y 2 0 1 6 / 1 7 A v e r a g e L i f e t i m e M i l e s P e r A c t i v e V e h i c l e A s O f Y e a r - T o - D a t e ( e . g . , M a r c h ) F Y 2 0 1 6 / 1 7 1 9 9 4 1 9 9 6 2 0 0 8 2 0 0 8 2 0 0 9 2 0 1 2 2 0 1 3 2 0 1 5 2 0 1 6 2 0 1 6 2 0 1 1 2 0 0 3 2 0 0 8 C C I C C I E B C E D N E D N E D N E D N E D N E D N E D N S P C S V M S V M A H 2 8 A H 2 8 A e r o t e c h E n A e r o E l i t E n A e r o E l i t E n A e r o E l i t E n A e r o E l i t E n A e r o E l i t E n A e r o E l i t E n A e r o E l i t S N 2 8 P L O C l a s s A m S e r C l a s s A m S e r 2 5 2 5 1 2 2 6 2 6 2 8 2 8 2 6 2 6 2 6 2 1 2 4 2 6 3 1 0 0 4 1 0 1 3 1 1 0 3 5 1 3 0 2 2 9 2 9 2 4 2 9 2 9 3 3 3 3 3 3 3 3 3 3 2 8 2 7 2 9 C N C N G A G A G A C N C N C N G A G A G A C N C N 2 1 1 0 1 3 1 1 0 3 5 1 3 2 1 4 1 , 0 5 4 , 3 5 8 3 0 5 , 3 0 2 3 , 6 3 1 , 3 1 7 1 , 9 2 1 , 2 6 0 9 , 3 4 7 , 9 5 6 2 , 0 3 4 , 2 0 0 1 , 6 4 1 , 1 5 0 3 9 , 6 7 2 2 8 1 , 3 7 2 3 , 8 3 8 , 4 2 2 9 5 1 , 9 0 2 5 0 8 , 4 8 7 8 0 7 , 0 6 9 3 1 5 , 0 6 5 3 , 6 3 6 , 5 9 7 1 , 9 2 1 , 2 6 0 9 , 4 4 9 , 4 9 8 2 , 4 9 1 , 5 0 5 2 , 0 7 3 , 4 0 1 7 4 , 5 9 3 4 9 6 , 9 6 8 1 , 9 0 5 , 6 2 7 4 , 3 7 9 , 7 8 4 6 2 3 , 5 8 2 5 3 8 , 2 8 2 4 0 3 , 5 3 4 3 1 5 , 0 6 5 2 4 9 , 1 5 0 1 5 9 , 4 9 2 7 4 , 5 9 3 4 9 , 6 9 6 5 4 , 4 4 6 3 3 6 , 9 0 6 2 6 9 , 1 4 1 T o t a l s : 3 1 9 9 2 8 7 5 2 5 , 5 5 5 , 3 9 8 2 8 , 7 1 3 , 2 3 1 3 3 0 , 0 3 7 T r a n s T r a c k M a n a g e r " ' P a g e 1 o f 1 4 / 2 4 / 2 0 1 7 ��E M E �� f o m q l - o e p i r d i m { a m m s i m C o m m u t e r B u s / D i r e c t l y O p e r a t e d T a b l e 1 - F l e e t I n v e n t o r y F Y 2 0 1 7 / 1 8 S h o r t R a n g e T r a n s i t P l a n R i v e r s i d e T r a n s i t A g e n c y Y e a r M f g . B u i l t C o d e M o d e l C o d e S e a t i n g C a p a c i t y L i f t a n d R a m p E q u i p p e d V e h i c l e L e n g t h F u e l T y p e C o d e # o f A c t i v e V e h i c l e s F Y 2 0 1 6 / 1 7 # o f C o n t i n g e n c y V e h i c l e s F Y 2 0 1 6 / 1 7 L i f e t o D a t e V e h i c l e M i l e s P r i o r Y e a r E n d F Y 2 0 1 5 / 1 6 L i f e t o D a t e V e h i c l e M i l e s t h r o u g h M a r c h F Y 2 0 1 6 / 1 7 A v e r a g e L i f e t i m e M i l e s P e r A c t i v e V e h i c l e A s O f Y e a r - T o - D a t e ( e . g . , M a r c h ) F Y 2 0 1 6 / 1 7 2 0 1 3 2 0 1 4 2 0 1 6 G I L G I L G I L G 2 7 D 1 0 2 N 4 G 2 7 D 1 0 2 N 4 G 2 7 D 1 0 2 N 4 3 8 3 8 3 8 1 6 2 6 4 2 4 2 4 2 C N C N C N 1 6 2 1 5 1 , 9 6 9 , 4 8 1 1 0 1 , 9 7 6 1 1 , 3 3 5 2 , 5 5 1 , 3 6 5 1 7 7 , 3 6 8 3 9 , 9 7 6 1 5 9 , 4 6 0 8 8 , 6 8 4 3 9 , 9 7 6 T o t a l s : 1 1 4 2 4 1 9 5 2 , 0 8 2 , 7 9 2 2 , 7 6 8 , 7 0 9 1 4 5 , 7 2 2 T r a n s T r a c k M a n a g e r " ' 4 / 1 4 / 2 0 1 7 P a g e 1 o f I ��E M E �� f o m q l - o e p i r d i m { a m m s i m D e m a n d R e s p o n s e / P u r c h a s e d T r a n s p o r t a t i o n T a b l e 1 - F l e e t I n v e n t o r y F Y 2 O 1 7 / 1 8 S h o r t R a n g e T r a n s i t P l a n R i v e r s i d e T r a n s i t A g e n c y Y e a r M f g . B u i l t C o d e M o d e l C o d e S e a t i n g C a p a c i t y L i f t a n d R a m p E q u i p p e d V e h i c l e L e n g t h F u e l T y p e C o d e # o f A c t i v e # o f V e h i c l e s C o n t i n g e n c y F Y V e h i c l e s 2 0 1 6 / 1 7 F Y 2 0 1 6 / 1 7 L i f e t o D a t e V e h i c l e M i l e s P r i o r Y e a r E n d F Y 2 0 1 5 / 1 6 L i f e t o D a t e V e h i c l e M i l e s t h r o u g h M a r c h F Y 2 0 1 6 / 1 7 A v e r a g e L i f e t i m e M i l e s P e r A c t i v e V e h i c l e A s O f Y e a r - T o - D a t e ( e . g . , M a r c h ) F Y 2 0 1 6 / 1 7 2 0 0 8 2 0 0 9 2 0 1 6 2 0 1 3 E B C E B C E D N G C C A e r o t e c h A e r o t e c h E n A e r o t e c h G C I I 1 2 1 2 1 2 1 2 4 2 5 3 6 3 8 2 4 2 4 2 3 2 2 G A G A G A G A 4 1 , 8 5 6 , 3 4 8 2 5 1 5 , 4 3 2 , 3 8 1 3 6 1 6 4 , 7 2 0 3 8 5 , 8 3 9 , 7 5 6 1 , 9 4 5 , 0 9 4 1 6 , 0 3 8 , 5 4 8 1 , 2 3 8 , 1 2 9 7 , 0 3 6 , 2 5 6 6 4 1 , 5 4 1 3 4 , 3 9 2 1 8 5 , 1 6 4 T o t a l s : 4 8 1 0 3 9 9 4 2 3 , 2 9 3 , 2 0 5 2 6 , 2 5 8 , 0 2 7 2 6 5 , 2 3 3 T r a n s T r a c k M a n a g e r " ' 4 / 1 4 / 2 0 1 7 P a g e 1 o f I EMI EME� fomql-oepirdim{ammsim Table 2 -- Riverside Transit Agency -- SRTP Service Summary FY 2017/18 Short Range Transit Plan All Routes FY 2014/15 Audited FY 2015/16 Audited FY 2016/17 Plan FY 2016/17 3rd Qtr Actual FY 2017/18 Plan Fleet Characteristics . Peak -Hour Fleet 175 203 Financial Data Total Operating Expenses $61,106,741 $63,610,231 $75,997,588 $55,023,788 81,598,830 Total Passenger Fare Revenue $15,842,039 $14,879,085 $15,134,100 $11,535,605 $14,892,546 Net Operating Expenses (Subsidies) $45,264,702 $48,731,146 $60,863,488 $43,488,183 $66,706,284 Operating Characteristics Unlinked Passenger Trips 9,651,592 9,238,265 9,429,779 6,591,094 8,878,206 Passenger Miles 90,800,579 66,056,948 67,566,634 63,807,121 Total Actual Vehicle Revenue Hours (a) 734,210.5 787,977.9 843,176.0 625,049.9 874,092.0 Total Actual Vehicle Revenue Miles (b) 11,565,369.5 12,341,976.3 12,997,974.0 9,651,754.3 13,378,809.0 Total Actual Vehicle Miles 14,286,918.3 15,136,026.1 15,601,396.0 12,015,503.8 16,844,518.0 Performance Characteristics Operating Cost per Revenue Hour $83.23 $80.73 $90.13 $88.03 $93.35 Farebox Recovery Ratio 25.93% 23.39% 19.91% 20.96% 18.25% Subsidy per Passenger $4.69 $5.27 $6.45 $6.60 $7.51 Subsidy per Passenger Mile $0.50 $0.74 $0.90 $1.05 Subsidy per Revenue Hour (a) $61.65 $61.84 $72.18 $69.58 $76.31 Subsidy per Revenue Mile (b) $3.91 $3.95 $4.68 $4.51 $4.99 Passenger per Revenue Hour (a) 13.1 11.7 11.2 10.5 10.2 Passenger per Revenue Mile (b) 0.83 0.75 0.73 0.68 0.66 (a) Train Hours for Rail Modes. (b) Car Miles for Rail Modes. TransTrack Manager"' 4/26/2017 Page 1 of I EMI EME� fomql-oepirdim{ammsim Table 2 -- Riverside Transit Agency -- SRTP Service Summary FY 2017/18 Short Range Transit Plan Non -Excluded Routes FY 2014/15 Audited FY 2015/16 Audited FY 2016/17 Plan FY 2016/17 3rd Qtr Actual FY 2017/18 Plan Fleet Characteristics . Peak -Hour Fleet 154 178 Financial Data Total Operating Expenses $57,129,793 $58,271,808 $72,307,907 $52,660,432 $77,711,520 Total Passenger Fare Revenue $15,216,532 $14,186,189 $14,785,827 $11,369,916 $13,221,937 Net Operating Expenses (Subsidies) $41,913,261 $44,085,619 $57,522,080 $41,290,516 $64,489,583 Operating Characteristics Unlinked Passenger Trips 9,105,609 8,652,479 9,164,670 6,460,134 8,613,040 Passenger Miles 85,580,981 61,067,040 64,227,976 59,299,205 Total Actual Vehicle Revenue Hours (a) 676,002.6 710,353.3 799,825.0 595,850.5 831,768.0 Total Actual Vehicle Revenue Miles (b) 10,622,980.5 10,954,997.4 12,213,193.0 9,122,909.7 12,533,031.0 Total Actual Vehicle Miles 13,027,107.3 13,274,339.1 14,521,300.0 11,268,532.9 15,638,490.0 Performance Characteristics Operating Cost per Revenue Hour $84.51 $82.03 $90.40 $88.38 $93.43 Farebox Recovery Ratio 26.64% 24.34% 20.44% 21.59% 17.01% Subsidy per Passenger $4.60 $5.10 $6.28 $6.39 $7.49 Subsidy per Passenger Mile $0.49 $0.72 $0.90 $1.09 Subsidy per Revenue Hour (a) $62.00 $62.06 $71.92 $69.30 $77.53 Subsidy per Revenue Mile (b) $3.95 $4.02 $4.71 $4.53 $5.15 Passenger per Revenue Hour (a) 13.5 12.2 11.5 10.8 10.4 Passenger per Revenue Mile (b) 0.86 0.79 0.75 0.71 0.69 (a) Train Hours for Rail Modes. (b) Car Miles for Rail Modes. TransTrack Manager"' 4/26/2017 Page 1 of I EMI EME� fomql-oepirdim{ammsim Table 2 -- Riverside Transit Agency -- SRTP Service Summary FY 2017/18 Short Range Transit Plan Excluded Routes FY 2014/15 Audited FY 2015/16 Audited FY 2016/17 Plan FY 2016/17 3rd Qtr Actual FY 2017/18 Plan Fleet Characteristics . Peak -Hour Fleet 21 25 Financial Data Total Operating Expenses $3,976,948 $5,338,423 $3,689,681 $2,363,356 $3,887,310 Total Passenger Fare Revenue $625,507 $692,896 $348,273 $165,689 $1,670,609 Net Operating Expenses (Subsidies) $3,351,441 $4,645,527 $3,341,408 $2,197,667 $2,216,701 Operating Characteristics Unlinked Passenger Trips 545,983 585,786 265,109 130,960 265,166 Passenger Miles 5,219,597 4,989,908 3,338,658 4,507,916 Total Actual Vehicle Revenue Hours (a) 58,207.9 77,624.6 43,351.0 29,199.4 42,324.0 Total Actual Vehicle Revenue Miles (b) 942,389.0 1,386,978.9 784,781.0 528,844.6 845,778.0 Total Actual Vehicle Miles 1,259,811.0 1,861,687.1 1,080,096.0 746,970.9 1,206,028.0 Performance Characteristics Operating Cost per Revenue Hour $68.32 $68.77 $85.11 $80.94 $91.85 Farebox Recovery Ratio 15.73% 12.98% 9.43% 7.01% 42.97% Subsidy per Passenger $6.14 $7.93 $12.60 $16.78 $8.36 Subsidy per Passenger Mile $0.64 $0.93 $1.00 $0.49 Subsidy per Revenue Hour (a) $57.58 $59.85 $77.08 $75.26 $52.37 Subsidy per Revenue Mile (b) $3.56 $3.35 $4.26 $4.16 $2.62 Passenger per Revenue Hour (a) 9.4 7.5 6.1 4.5 6.3 Passenger per Revenue Mile (b) 0.58 0.42 0.34 0.25 0.31 (a) Train Hours for Rail Modes. (b) Car Miles for Rail Modes. TransTrack Manager"' 4/26/2017 Page 1 of 1 EMI EME� fomql-oepirdim{ammsim Table 2 -- RTA-BUS -- SRTP Service Summary FY 2017/18 Short Range Transit Plan All Routes FY 2014/15 Audited FY 2015/16 Audited FY 2016/17 Plan FY 2016/17 3rd Qtr Actual FY 2017/18 Plan Fleet Characteristics . Peak -Hour Fleet 104 124 Financial Data Total Operating Expenses $36,416,277 $38,637,455 $44,803,411 $33,011,502 $48,540,462 Total Passenger Fare Revenue $11,864,705 $11,192,742 $11,332,855 $8,615,070 $10,843,296 Net Operating Expenses (Subsidies) $24,551,572 $27,444,713 $33,470,556 $24,396,432 $37,697,166 Operating Characteristics Unlinked Passenger Trips 7,480,111 7,277,474 7,366,085 5,152,546 7,071,901 Passenger Miles 68,891,822 49,311,786 49,546,705 47,863,912 Total Actual Vehicle Revenue Hours (a) 362,929.3 405,531.8 421,542.0 312,969.2 454,912.0 Total Actual Vehicle Revenue Miles (b) 5,137,180.4 5,796,950.0 6,029,261.0 4,407,936.3 6,358,303.0 Total Actual Vehicle Miles 5,942,734.9 6,675,776.2 6,945,296.0 5,064,152.2 7,434,941.0 Performance Characteristics Operating Cost per Revenue Hour $100.34 $95.28 $106.28 $105.48 $106.70 Farebox Recovery Ratio 32.58% 28.97% 25.29% 26.10% 22.33% Subsidy per Passenger $3.28 $3.77 $4.54 $4.73 $5.33 Subsidy per Passenger Mile $0.36 $0.56 $0.68 $0.79 Subsidy per Revenue Hour (a) $67.65 $67.68 $79.40 $77.95 $82.87 Subsidy per Revenue Mile (b) $4.78 $4.73 $5.55 $5.53 $5.93 Passenger per Revenue Hour (a) 20.6 17.9 17.5 16.5 15.5 Passenger per Revenue Mile (b) 1.46 1.26 1.22 1.17 1.11 (a) Train Hours for Rail Modes. (b) Car Miles for Rail Modes. TransTrack Manager"' 4/26/2017 Page 1 of 1 EMI EME� fomql-oepirdim{ammsim Table 2 -- RTA Bus (Contract) -- SRTP Service Summary FY 2017/18 Short Range Transit Plan All Routes FY 2014/15 Audited FY 2015/16 Audited FY 2016/17 Plan FY 2016/17 3rd Qtr Actual FY 2017/18 Plan Fleet Characteristics . Peak -Hour Fleet 71 79 Financial Data Total Operating Expenses $12,625,538 $12,701,748 $16,948,516 $12,203,725 $17,616,410 Total Passenger Fare Revenue $2,268,402 $1,959,235 $1,995,918 $1,586,061 $2,503,802 Net Operating Expenses (Subsidies) $10,357,136 $10,742,513 $14,952,598 $10,617,664 $15,112,608 Operating Characteristics Unlinked Passenger Trips 1,753,518 1,534,671 1,606,356 1,121,281 1,384,334 Passenger Miles 16,763,632 11,499,625 12,389,796 10,677,797 Total Actual Vehicle Revenue Hours (a) 185,133.1 187,377.6 210,446.0 154,874.4 207,189.0 Total Actual Vehicle Revenue Miles (b) 3,163,778.2 3,186,129.0 3,415,757.0 2,607,987.0 3,423,951.0 Total Actual Vehicle Miles 4,353,176.2 4,324,157.0 4,449,229.0 3,620,480.0 4,897,411.0 Performance Characteristics Operating Cost per Revenue Hour $68.20 $67.79 $80.54 $78.80 $85.03 Farebox Recovery Ratio 17.97% 15.42% 11.77% 13.00% 14.21% Subsidy per Passenger $5.91 $7.00 $9.31 $9.47 $10.92 Subsidy per Passenger Mile $0.62 $0.93 $1.21 $1.42 Subsidy per Revenue Hour (a) $55.94 $57.33 $71.05 $68.56 $72.94 Subsidy per Revenue Mile (b) $3.27 $3.37 $4.38 $4.07 $4.41 Passenger per Revenue Hour (a) 9.5 8.2 7.6 7.2 6.7 Passenger per Revenue Mile (b) 0.55 0.48 0.47 0.43 0.40 (a) Train Hours for Rail Modes. (b) Car Miles for Rail Modes. TransTrack Manager"' 4/26/2017 Page 1 of I EMI EME� fomql-oepirdim{ammsim Table 2 -- RTA-DAR -- SRTP Service Summary FY 2017/18 Short Range Transit Plan All Routes FY 2014/15 Audited FY 2015/16 Audited FY 2016/17 Plan FY 2016/17 3rd Qtr Actual FY 2017/18 Plan Fleet Characteristics . Peak -Hour Fleet Financial Data Total Operating Expenses $11,321,308 $11,510,714 $13,355,525 $9,285,361 $14,771,564 Total Passenger Fare Revenue $1,551,355 $1,532,718 $1,589,761 $1,152,520 $1,501,964 Net Operating Expenses (Subsidies) $9,769,953 $9,977,996 $11,765,764 $8,132,841 $13,269,600 Operating Characteristics Unlinked Passenger Trips 406,000 413,968 438,610 309,522 411,050 Passenger Miles 4,997,860 5,095,946 5,399,291 5,060,012 Total Actual Vehicle Revenue Hours (a) 178,254.3 188,077.4 201,629.0 152,537.3 205,523.0 Total Actual Vehicle Revenue Miles (b) 3,063,618.5 3,157,621.3 3,326,888.0 2,499,612.4 3,391,155.0 Total Actual Vehicle Miles 3,790,214.9 3,934,817.0 3,980,803.0 3,194,652.9 4,306,766.0 Performance Characteristics Operating Cost per Revenue Hour $63.51 $61.20 $66.24 $60.87 $71.87 Farebox Recovery Ratio 13.70% 13.32% 11.90% 12.41% 10.16% Subsidy per Passenger $24.06 $24.10 $26.83 $26.28 $32.28 Subsidy per Passenger Mile $1.95 $1.96 $2.18 $2.62 Subsidy per Revenue Hour (a) $54.81 $53.05 $58.35 $53.32 $64.57 Subsidy per Revenue Mile (b) $3.19 $3.16 $3.54 $3.25 $3.91 Passenger per Revenue Hour (a) 2.3 2.2 2.2 2.0 2.0 Passenger per Revenue Mile (b) 0.13 0.13 0.13 0.12 0.12 (a) Train Hours for Rail Modes. (b) Car Miles for Rail Modes. TransTrack Manager"' 4/26/2017 Page 1 of I EMI EME� fomql-oepirdim{ammsim Table 2 -- RTA Taxi -- SRTP Service Summary FY 2017/18 Short Range Transit Plan All Routes FY 2014/15 Audited FY 2015/16 Audited FY 2016/17 Plan FY 2016/17 3rd Qtr Actual FY 2017/18 Plan Fleet Characteristics . Peak -Hour Fleet Financial Data Total Operating Expenses $635,257 $614,615 $740,136 $413,867 $670,394 Total Passenger Fare Revenue $48,415 $48,691 $65,566 $31,954 $43,484 Net Operating Expenses (Subsidies) $586,842 $565,924 $674,570 $381,913 $626,910 Operating Characteristics Unlinked Passenger Trips 11,963 12,152 18,728 7,745 10,921 Passenger Miles 147,265 149,591 230,842 205,400 Total Actual Vehicle Revenue Hours (a) 7,893.8 6,991.1 9,559.0 4,668.9 6,468.0 Total Actual Vehicle Revenue Miles (b) 200,792.3 201,275.9 226,068.0 136,218.7 205,400.0 Total Actual Vehicle Miles 200,792.3 201,275.9 226,068.0 136,218.7 205,400.0 Performance Characteristics Operating Cost per Revenue Hour $80.48 $87.91 $77.43 $88.64 $103.65 Farebox Recovery Ratio 7.62% 7.92% 8.85% 7.72% 6.48% Subsidy per Passenger $49.05 $46.57 $36.02 $49.31 $57.40 Subsidy per Passenger Mile $3.99 $3.78 $2.92 $3.05 Subsidy per Revenue Hour (a) $74.34 $80.95 $70.57 $81.80 $96.92 Subsidy per Revenue Mile (b) $2.92 $2.81 $2.98 $2.80 $3.05 Passenger per Revenue Hour (a) 1.5 1.7 2.0 1.7 1.7 Passenger per Revenue Mile (b) 0.06 0.06 0.08 0.06 0.05 (a) Train Hours for Rail Modes. (b) Car Miles for Rail Modes. TransTrack Manager"' 4/26/2017 Page 1 of 1 RIVERSIDE TRANSIT AGENCY FY 2017/18 — FY 2019/20 Short Range Transit Plan Table 2A — Excluded Routes Route # Mode (FR/DR) Service Type (DO/CO) Route Description Date of Implementation Exemption End Date 101 FR DO New route. Rapid Link GoldLine limited -stop service serving UCR, downtown Riverside, Galleria at Tyler and Corona primarily via University Ave and Magnolia Ave August 27, 2017 June 30, 2020 19 FR DO From Moreno Valley Mall to the Perris Station Transit Center via Perris Blvd and Sunnymead Blvd January 14, 2018 June 30, 2020 26 FR CO New route. Local circulator serving Moreno Valley/March Field Metrolink Station and Moreno Valley Mall via Van Buren Blvd, Trautwein Rd, Alessandro Blvd, Sycamore Canyon Blvd, and Eucalyptus Ave July 1, 2016 June 30, 2019 30 FR CO Perris local circulator serving the Perris Transit Center, Walmart, and central part of the community July 1, 2016 June 30, 2019 52 FR CO New route. Local circulator serving Hunter Park Metrolink Station and UCR via Iowa Ave, Blaine St, and University Ave July 1, 2016 June 30, 2019 54 FR CO New route. Local circulator serving the Riverside Downtown Metrolink Station and downtown Riverside October 1, 2016 June 30, 2019 54F FR DO New route. Circulator operating during Riverside Festival of Lights, serving Downtown Riverside Metrolink Station and downtown Riverside November 1, 2016 June 30, 2019 200 FR DO New route. From San Bernardino Transit Center to ARTIC via 91 and 55 Fwys with stops at Downtown Riverside and La Sierra Metrolink Stations, and Village at Orange January 14, 2018 June 30, 2020 208 FR CO/DO Serves the Promenade Mall in Temecula to the Riverside Downtown Metrolink Station and downtown area via I-215 with stops in Murrieta, Menifee, Perris, and Moreno Valley July 1, 2016 June 30, 2019 212 FR CO/DO Serves Hemet and San Jacinto to Downtown Riverside with stops at Perris and UCR July 1, 2016 June 30, 2019 Note: Excluded routes are new routes or new service extensions that are eligible for exemption from the farebox recovery requirements. EMI EME� fomql-oepirdim{ammsim Data Elements Table 3 - SRTP Route Statistics Riverside Transit Agency -- 7 FY 2017/18 All Routes Peak Passenger Revenue Total Revenue Total Operating Passenger Net Route # Day Type Vehicles Passengers Miles Hours Hours Miles Miles Cost Revenue Subsidy RTA-0 RTA-1 RTA-10 RTA-101 RTA-11 RTA-12 RTA-13 RTA-14 RTA-15 RTA-16/16E RTA-18 RTA-19 RTA-19C RTA-20 RTA-200 RTA-202 RTA-202D RTA-204D RTA-206D RTA-208 RTA-208D RTA-21 RTA-210 RTA-210D RTA-212 RTA-216 RTA-217 RTA-217D All Days All Days All Days All Days All Days All Days All Days All Days All Days All Days All Days All Days All Days All Days All Days All Days All Days All Days All Days All Days All Days All Days All Days All Days All Days All Days All Days All Days $3,709,945 ($3,709,945) 16 1,700,988 9,566,693 77,248.0 81,278.0 880,094.0 1,016,569.0 $8,248,245 $1,487,228 $6,761,017 3 180,947 973,746 14,086.0 14,539.0 160,907.0 171,402.0 $1,504,131 $158,383 $1,345,748 12 192,010 627,827 16,824.0 20,522.0 208,507.0 329,706.0 $1,797,745 $171,429 $1,626,316 2 135,816 731,867 10,461.0 10,802.0 118,309.0 129,255.0 $1,117,102 $123,823 $993,279 3 237,078 1,275,810 15,937.0 16,632.0 187,941.0 207,321.0 $1,702,069 $201,895 $1,500,174 3 244,508 1,315,851 16,614.0 17,431.0 194,620.0 215,376.0 $1,774,178 $200,056 $1,574,122 3 210,128 1,131,624 14,429.0 14,984.0 187,469.0 201,741.0 $1,540,907 $182,349 $1,358,558 6 502,749 2,707,542 31,241.0 32,062.0 354,256.0 377,555.0 $3,335,944 $435,732 $2,900,212 6 595,781 3,208,975 28,271.0 28,964.0 340,032.0 362,189.0 $3,018,704 $509,214 $2,509,490 2 147,631 794,481 11,422.0 11,867.0 144,760.0 159,118.0 $1,219,907 $123,198 $1,096,709 11 815,354 4,390,873 39,909.0 42,741.0 503,987.0 602,827.0 $4,242,838 $754,447 $3,488,391 1 5,946 39,674 1,147.0 1,376.0 13,722.0 16,278.0 $97,469 $4,869 $92,600 7 303,822 1,636,395 27,245.0 28,918.0 404,800.0 448,425.0 $2,909,046 $264,538 $2,644,508 5 136,584 2,777,888 11,382.0 12,075.0 276,381.0 291,350.0 $1,190,927 $728,389 $462,538 3 13,945 330,366 5,862.0 7,952.0 148,453.0 217,109.0 $498,077 $28,465 $469,612 1 1,322 24,894 247.0 369.0 5,648.0 8,889.0 $25,762 $1,861 $23,901 3 42,786 805,656 6,308.0 6,735.0 133,479.0 140,186.0 $673,252 $78,067 $595,185 5 53,179 1,001,364 6,947.0 10,969.0 170,230.0 300,069.0 $741,480 $140,212 $601,268 5 15,068 348,974 7,145.0 10,244.0 170,435.0 267,971.0 $607,512 $31,940 $575,572 3 16,884 317,929 2,697.0 4,187.0 68,539.0 119,808.0 $287,826 $23,163 $264,663 2 108,348 583,221 10,557.0 11,028.0 144,631.0 162,306.0 $1,127,460 $103,657 $1,023,803 1 2,385 55,241 706.0 1,384.0 14,085.0 37,504.0 $60,038 $5,969 $54,069 0 3,690 69,481 605.0 1,345.0 7,620.0 37,315.0 $64,524 $9,353 $55,171 5 26,683 617,969 7,800.0 11,552.0 189,299.0 296,157.0 $663,231 $53,120 $610,111 3 45,799 940,855 4,796.0 5,083.0 109,604.0 114,473.0 $520,980 $98,939 $422,041 4 25,488 590,311 6,548.0 9,215.0 194,723.0 273,056.0 $556,760 $54,216 $502,544 1 7,919 149,106 1,135.0 1,283.0 29,790.0 32,958.0 $121,095 $17,041 $104,054 TransTrack Manager"' 4/18/2017 Page 1 of 6 EMI EME� fomql-oepirdim{ammsim Data Elements Table 3 - SRTP Route Statistics Riverside Transit Agency -- 7 FY 2017/18 All Routes Peak Passenger Revenue Total Revenue Total Operating Passenger Net Route # Day Type Vehicles Passengers Miles Hours Hours Miles Miles Cost Revenue Subsidy RTA-22 All Days 6 335,242 3,979,708 25,904.0 29,146.0 447,967.0 558,816.0 $2,766,279 $313,854 $2,452,425 RTA-23 All Days 4 87,793 602,615 15,638.0 20,184.0 234,973.0 377,601.0 $1,329,569 $83,140 $1,246,429 RTA-24 All Days 3 62,703 430,667 9,544.0 12,286.0 134,944.0 223,826.0 $811,508 $65,443 $746,065 RTA-26 All Days 2 20,208 141,256 7,945.0 9,324.0 105,527.0 135,245.0 $675,541 $462,397 $213,144 RTA-27 All Days 9 492,396 5,856,714 38,395.0 41,694.0 744,158.0 827,065.0 $4,099,988 $487,078 $3,612,910 RTA-29 All Days 2 144,779 779,226 10,611.0 10,990.0 141,365.0 151,682.0 $1,133,174 $131,170 $1,002,004 RTA-3 All Days 4 10,257 64,837 2,781.0 3,591.0 37,789.0 69,918.0 $236,402 $11,468 $224,934 RTA-30 All Days 3 51,219 357,297 9,286.0 10,011.0 115,588.0 121,975.0 $789,559 $51,767 $737,792 RTA-31 All Days 5 144,145 998,477 18,603.0 23,163.0 371,184.0 494,703.0 $1,581,716 $148,700 $1,433,016 RTA-32 All Days 4 125,491 860,921 10,895.0 13,787.0 117,258.0 190,316.0 $926,344 $116,130 $810,214 RTA-33 All Days 2 38,909 271,971 5,227.0 6,243.0 63,153.0 89,493.0 $444,458 $33,566 $410,892 RTA-3D All Days 4 141,674 763,622 16,586.0 17,835.0 204,455.0 240,237.0 $1,770,335 $107,134 $1,663,201 RTA-40 All Days 1 18,943 132,413 3,614.0 4,333.0 62,991.0 78,078.0 $307,319 $19,392 $287,927 RTA-41C All Days 3 31,054 211,958 5,948.0 7,458.0 104,876.0 137,516.0 $505,704 $26,806 $478,898 RTA-41D All Days 1 47,802 257,654 3,848.0 4,648.0 59,823.0 86,366.0 $410,729 $39,026 $371,703 RTA-42 All Days 2 56,290 392,539 5,376.0 6,838.0 80,544.0 115,752.0 $457,135 $49,327 $407,808 RTA-49 All Days 2 219,652 1,182,040 10,927.0 11,289.0 127,531.0 140,377.0 $1,165,062 $199,883 $965,179 RTA-50 All Days 2 2,375 4,345 2,352.0 3,134.0 15,138.0 34,938.0 $200,001 $197,606 $2,395 RTA-51 All Days 1 29,973 54,851 1,845.0 2,273.0 19,652.0 29,572.0 $157,244 $148,383 $8,861 RTA-52 All Days 1 41,255 288,375 3,683.0 4,648.0 27,333.0 47,195.0 $313,151 $240,437 $72,714 RTA-54 All Days 3 7,033 12,870 280.0 290.0 1,400.0 1,560.0 $30,773 $42,232 ($11,459) RTA-54C All Days 1 1,451 2,655 1,392.0 2,883.0 6,864.0 46,742.0 $118,349 $88,931 $29,418 RTA-55 All Days 2 17,954 32,856 1,144.0 2,323.0 15,597.0 53,786.0 $97,379 $19,455 $77,924 RTA-61 All Days 4 68,778 480,299 16,391.0 20,743.0 273,328.0 384,978.0 $1,393,651 $73,633 $1,320,018 RTA-74 All Days 5 177,760 1,241,160 21,953.0 25,299.0 376,710.0 458,204.0 $1,866,534 $183,981 $1,682,553 RTA-79 All Days 4 99,353 693,652 13,573.0 16,622.0 236,544.0 321,808.0 $1,154,044 $98,072 $1,055,972 RTA-8 All Days 7 208,908 1,432,118 20,791.0 24,303.0 293,241.0 377,690.0 $1,767,715 $206,589 $1,561,126 RTA-HEMDAR All Days 68,233 839,945 30,148.0 37,233.0 457,925.0 581,564.0 $2,166,839 $249,321 $1,917,518 TransTrack Manager"' 4/18/2017 Page 2 of 6 EMI EME� fomql-oepirdim{ammsim Data Elements Table 3 - SRTP Route Statistics Riverside Transit Agency -- 7 FY 2017/18 All Routes Route # Day Type Peak Vehicles Passengers Passenger Miles Revenue Hours Total Hours Revenue Miles Total Miles Operating Cost Passenger Revenue Net Subsidy RTA-HemTax All Days RTA-MTMDAR All Days RTA-MTMTax All Days RTA-NonDAR All Days RTA-NonTax All Days RTA-RSBDAR All Days RTA-RSBTax All Days 1,593 73,980 2,460 6,166 169 262,671 6,699 43,306 910,688 32,107 75,903 4,108 3,233,476 125,879 1,318.0 40,806.0 1,118.0 4,110.0 129.0 130,459.0 3,903.0 1,318.0 50,396.0 1,118.0 5,076.0 129.0 161,117.0 3,903.0 43,306.0 690,652.0 32,107.0 67,823.0 4,108.0 2,174,755.0 125,879.0 43,306.0 877,128.0 32,107.0 86,135.0 4,108.0 2,761,939.0 125,879.0 $140,942 $2,932,855 $105,414 $295,431 $13,408 $9,376,439 $410,630 $6,359 $270,320 $9,781 $22,530 $673 $959,793 $26,671 $134,583 $2,662,535 $95,633 $272,901 $12,735 $8,416,646 $383,959 Service Provider Totals 203 8,878,206 63,807,121 874,092.0 1,011,165.0 13,378,809.0 16,844,518.0 $81,598,830 $14,892,546 $66,706,284 TransTrack Manager'"' 4/18/2017 Page 3 of 6 EMI EME� fomql-oepirdim{ammsim Performance Indicators Table 3 - SRTP Route Statistics Riverside Transit Agency -- 7 FY 2017/18 All Routes Route # Day Type Operating Cost Per Revenue Hour Operating Cost Per Revenue Mile Cost Per Passenger Farebox Recovery Ratio Subsidy Per Passenger Subsidy Per Passenger Mile Subsidy Per Revenue Hour Subsidy Per Revenue Mile Passengers Passengers Per Hour Per Mile RTA-0 RTA-1 RTA-10 RTA-101 RTA-11 RTA-12 RTA-13 RTA-14 RTA-15 RTA-16/16E RTA-18 RTA-19 RTA-19C RTA-20 RTA-200 RTA-202 RTA-202D RTA-204D RTA-206D RTA-208 RTA-208D RTA-21 RTA-210 RTA-210D RTA-212 RTA-216 RTA-217 RTA-217D All Days All Days All Days All Days All Days All Days All Days All Days All Days All Days All Days All Days All Days All Days All Days All Days All Days All Days All Days All Days All Days All Days All Days All Days All Days All Days All Days All Days $106.78 $9.37 $4.85 18.03% $3.97 $0.71 $87.52 $106.78 $9.35 $8.31 10.52% $7.44 $1.38 $95.54 $106.86 $8.62 $9.36 9.530/0 $8.47 $2.59 $96.67 $106.79 $9.44 $8.23 11.08% $7.31 $1.36 $94.95 $106.80 $9.06 $7.18 11.86% $6.33 $1.18 $94.13 $106.79 $9.12 $7.26 11.27% $6.44 $1.20 $94.75 $106.79 $8.22 $7.33 11.83% $6.47 $1.20 $94.15 $106.78 $9.42 $6.64 13.06% $5.77 $1.07 $92.83 $106.78 $8.88 $5.07 16.86% $4.21 $0.78 $88.77 $106.80 $8.43 $8.26 10.09% $7.43 $1.38 $96.02 $106.31 $8.42 $5.20 17.78% $4.28 $0.79 $87.41 $84.98 $7.10 $16.39 4.99% $15.57 $2.33 $80.73 $106.77 $7.19 $9.57 9.09% $8.70 $1.62 $97.06 $104.63 $4.31 $8.72 61.16% $3.39 $0.17 $40.64 $84.97 $3.36 $35.72 5.71% $33.68 $1.42 $80.11 $104.30 $4.56 $19.49 7.22% $18.08 $0.96 $96.77 $106.73 $5.04 $15.74 11.59% $13.91 $0.74 $94.35 $106.73 $4.36 $13.94 18.90% $11.31 $0.60 $86.55 $85.03 $3.56 $40.32 5.25% $38.20 $1.65 $80.56 $106.72 $4.20 $17.05 8.04% $15.68 $0.83 $98.13 $106.80 $7.80 $10.41 9.190/0 $9.45 $1.76 $96.98 $85.04 $4.26 $25.17 9.94% $22.67 $0.98 $76.58 $106.65 $8.47 $17.49 14.49% $14.95 $0.79 $91.19 $85.03 $3.50 $24.86 8.00% $22.87 $0.99 $78.22 $108.63 $4.75 $11.38 18.99% $9.22 $0.45 $88.00 $85.03 $2.86 $21.84 9.73% $19.72 $0.85 $76.75 $106.69 $4.06 $15.29 14.07% $13.14 $0.70 $91.68 $7.68 $8.36 $7.80 $8.40 $7.98 $8.09 $7.25 $8.19 $7.38 $7.58 $6.92 $6.75 $6.53 $1.67 $3.16 $4.23 $4.46 $3.53 $3.38 $3.86 $7.08 $3.84 $7.24 $3.22 $3.85 $2.58 $3.49 22.0 12.8 11.4 13.0 14.9 14.7 14.6 16.1 21.1 12.9 20.4 5.2 11.2 12.0 2.4 5.4 6.8 7.7 2.1 6.3 10.3 3.4 6.1 3.4 9.5 3.9 7.0 1.93 1.12 0.92 1.15 1.26 1.26 1.12 1.42 1.75 1.02 1.62 0.43 0.75 0.49 0.09 0.23 0.32 0.31 0.09 0.25 0.75 0.17 0.48 0.14 0.42 0.13 0.27 TransTrack Manager"' 4/18/2017 Page 4 of 6 EMI EME� fomql-oepirdim{ammsim Performance Indicators Table 3 - SRTP Route Statistics Riverside Transit Agency -- 7 FY 2017/18 All Routes Operating Operating Farebox Subsidy Per Subsidy Per Subsidy Per Cost Per Cost Per Cost Per Recovery Subsidy Per Passenger Revenue Revenue Route # Day Type Revenue Hour Revenue Mile Passenger Ratio Passenger Mile Hour Mile Passengers Passengers Per Hour Per Mile RTA-22 RTA-23 RTA-24 RTA-26 RTA-27 RTA-29 RTA-3 RTA-30 RTA-31 RTA-32 RTA-33 RTA-3D RTA-40 RTA-41C RTA-41D RTA-42 RTA-49 RTA-50 RTA-51 RTA-52 RTA-54 RTA-54C RTA-55 RTA-61 RTA-74 RTA-79 RTA-8 All Days All Days All Days All Days All Days All Days All Days All Days All Days All Days All Days All Days All Days All Days All Days All Days All Days All Days All Days All Days All Days All Days All Days All Days All Days All Days All Days RTA-HEMDAR All Days $106.79 $85.02 $85.03 $85.03 $106.78 $106.79 $85.01 $85.03 $85.02 $85.02 $85.03 $106.74 $85.04 $85.02 $106.74 $85.03 $106.62 $85.03 $85.23 $85.03 $109.90 $85.02 $85.12 $85.03 $85.02 $85.02 $85.02 $71.87 $6.18 $5.66 $6.01 $6.40 $5.51 $8.02 $6.26 $6.83 $4.26 $7.90 $7.04 $8.66 $4.88 $4.82 $6.87 $5.68 $9.14 $13.21 $8.00 $11.46 $21.98 $17.24 $6.24 $5.10 $4.95 $4.88 $6.03 $4.73 $8.25 $15.14 $12.94 $33.43 $8.33 $7.83 $23.05 $15.42 $10.97 $7.38 $11.42 $12.50 $16.22 $16.28 $8.59 $8.12 $5.30 $84.21 $5.25 $7.59 $4.38 $81.56 $5.42 $20.26 $10.50 $11.62 $8.46 $31.76 11.34% 6.25% 8.06% 68.44% 11.87% 11.57% 4.85% 6.55% 9.40% 12.53% 7.55% 6.05% 6.31% 5.30% 9.50% 10.79% 17.15% 98.80% 94.36% 76.77% 137.23% 75.14% 19.97% 5.28% 9.85% 8.49% 11.68% 11.50% $7.32 $14.20 $11.90 $10.55 $7.34 $6.92 $21.93 $14.40 $9.94 $6.46 $10.56 $11.74 $15.20 $15.42 $7.78 $7.24 $4.39 $1.01 $0.30 $1.76 ($1.63) $20.27 $4.34 $19.19 $9.47 $10.63 $7.47 $28.10 $0.62 $2.07 $1.73 $1.51 $0.62 $1.29 $3.47 $2.06 $1.44 $0.94 $1.51 $2.18 $2.17 $2.26 $1.44 $1.04 $0.82 $0.55 $0.16 $0.25 ($0.89) $11.08 $2.37 $2.75 $1.36 $1.52 $1.09 $2.28 $94.67 $79.71 $78.17 $26.83 $94.10 $94.43 $80.88 $79.45 $77.03 $74.37 $78.61 $100.28 $79.67 $80.51 $96.60 $75.86 $88.33 $1.02 $4.80 $19.74 ($40.93) $21.13 $68.12 $80.53 $76.64 $77.80 $75.09 $63.60 $5.47 $5.30 $5.53 $2.02 $4.86 $7.09 $5.95 $6.38 $3.86 $6.91 $6.51 $8.13 $4.57 $4.57 $6.21 $5.06 $7.57 $0.16 $0.45 $2.66 ($8.19) $4.29 $5.00 $4.83 $4.47 $4.46 $5.32 $4.19 12.9 5.6 6.6 2.5 12.8 13.6 3.7 5.5 7.7 11.5 7.4 8.5 5.2 5.2 12.4 10.5 20.1 1.0 16.2 11.2 25.1 1.0 15.7 4.2 8.1 7.3 10.0 2.3 0.75 0.37 0.46 0.19 0.66 1.02 0.27 0.44 0.39 1.07 0.62 0.69 0.30 0.30 0.80 0.70 1.72 0.16 1.53 1.51 5.02 0.21 1.15 0.25 0.47 0.42 0.71 0.15 TransTrack Manager"' 4/18/2017 Page 5 of 6 EMI EME� fomql-oepirdim{ammsim Performance Indicators Table 3 - SRTP Route Statistics Riverside Transit Agency -- 7 FY 2017/18 All Routes Route # Day Type Operating Operating Cost Per Cost Per Cost Per Revenue Hour Revenue Mile Passenger Farebox Recovery Ratio Subsidy Per Passenger Subsidy Per Passenger Mile Subsidy Per Revenue Hour Subsidy Per Revenue Mile Passengers Passengers Per Hour Per Mile RTA-HemTax All Days RTA-MTMDAR All Days RTA-MTMTax All Days RTA-NonDAR All Days RTA-NonTax All Days RTA-RSBDAR All Days RTA-RSBTax All Days $106.94 $71.87 $94.29 $71.88 $103.94 $71.87 $105.21 $3.25 $4.25 $3.28 $4.36 $3.26 $4.31 $3.26 $88.48 $39.64 $42.85 $47.91 $79.34 $35.70 $61.30 4.51% 9.21% 9.27% 7.62% 5.01% 10.23% 6.49% $84.48 $35.99 $38.88 $44.26 $75.36 $32.04 $57.32 $3.11 $2.92 $2.98 $3.60 $3.10 $2.60 $3.05 $102.11 $65.25 $85.54 $66.40 $98.72 $64.52 $98.38 $3.11 $3.86 $2.98 $4.02 $3.10 $3.87 $3.05 1.2 1.8 2.2 1.5 1.3 2.0 1.7 0.04 0.11 0.08 0.09 0.04 0.12 0.05 Service Provider Totals $93.35 $6.10 $9.19 18.25% $7.51 $1.05 $76.31 $4.99 10.2 0.66 TransTrack Manager"' 4/18/2017 Page 6 of 6 RIVERSIDE TRANSIT AGENCY FY 2017/18 - FY 2019/20 Short Range Transit Plan TABLE 3A: FY 2017/18 INDIVIDUAL ROUTE DESCRIPTIONS Route # Route Class Route Description Cities/Communities Served Connections Directly Operated Fixed Routes: 1 Regional From UCR and Downtown Riverside to Galleria at Tyler and Corona primarily via University Ave and Magnolia Ave Riverside, UCR campus area, Arlington, Home Gardens, Corona Metrolink, Corona Cruiser, Omnitrans, SunLine 101 Regional RapidLink limited stop service from UCR and Downtown Riverside to Galleria at Tyler and Corona primarily via University Ave and Magnolia Ave Riverside, UCR campus area, Arlington, Home Gardens, Corona Metrolink, Corona Cruiser, Omnitrans, SunLine 3 1 Local 10th St and Belle Ave in Corona via Main St and Hamner Ave to the Corona Transit Center, Norco College, continuing to Eastvale and Jurupa Valley via Limonite Ave, Pats Ranch Rd, and Hamner Ave Riverside, La Sierra, Norco, Corona, Eastvale, Mira Loma Metrolink, Corona Cruiser 10 Local From Big Springs St on Riverside's Northside to Galleria at Tyler primarily via Brockton St, Blaine St, Victoria Ave and Lincoln Ave Riverside, UCR campus area, Casa Blanca, La Sierra, eastside of Riverside Omnitrans, SunLine 11 Local Circulator between Moreno Valley Mall and March Air Reserve Base primarily via Frederick St, Ironwood Ave, Heacock St and 1FK Dr Moreno Valley, March Joint Powers Authority SunLine 12 Local From Stephens Ave and Center St on Riverside's Northside, through Downtown, then to Pierce St at Magnolia Ave via Magnolia Ave, California Ave, and Jurupa Ave Riverside, La Sierra, and northside of Riverside Omnitrans, SunLine 13 Local From Spruce St and Atlanta Ave to Galleria at Tyler in Riverside via MLK Blvd, Magnolia Ave, Central Ave, Arlington Ave, Colorado Ave, and Tyler St Riverside, Hunter Park-Eastside, Arlanza and La Sierra Metrolink, Omnitrans, SunLine 14 Regional From Galleria at Tyler to Downtown Riverside via Indiana Ave and Brockton Ave, then to Loma Linda VA Hospital via 1-215 and 1-10 Riverside, Casa Blanca, Highgrove, Colton, Loma Linda Omnitrans, SunLine 15 Local From Downtown Riverside to Galleria at Tyler to Magnolia Ave and Merced St via Magnolia Ave, Arlington Ave, La Sierra Ave, Tyler St, and Indiana Ave Riverside, Arlanza and La Sierra Metrolink, Omnitrans, SunLine, OCTA 16 Local From Moreno Valley Mall to UCR via Day St, Sycamore Canyon Blvd, Box Springs Rd, and University Ave Moreno Valley, Riverside, Canyon Crest, Riverside Eastside, UCR campus area SunLine 18 Local From Moreno Valley College to Moreno Valley Mall and Heacock via Sunnymead Ranch, Cottonwood St and schools along Frederick St, Perris Blvd, Pigeon Pass Rd, and Kitching St Moreno Valley SunLine 1 19 Regional From Moreno Valley Mall to the Perris Station Transit Center via Perris Blvd and Sunnymead Blvd with service to distribution centers at Indian St and Morgan St, Perris Fairgrounds, and Moreno Valley College Moreno Valley, Perris Metrolink, SunLine 20 Regional From Magnolia Ave and Jurupa Ave in Riverside to Moreno Valley College via Central Ave, Alessandro Blvd, Moreno Beach Dr, and Iris St Riverside, Moreno Valley, Mission Grove 21 Local From Galleria at Tyler in Riverside to Fontana and Country Village in Mira Loma via Van Buren Blvd and Mission Blvd Jurupa, Glen Avon, Pedley, Riverside Omnitrans 22 Regional From the Lake Elsinore Outlet Mall to Downtown Riverside via Hwy 74, Old Elsinore Rd, and Alessandro Blvd Riverside, Woodcrest, Mead Valley, Perris, Meadowbrook, Lake Elsinore Metrolink, Omnitrans, SunLine 27 Regional From Florida Ave and Lincoln Ave in East Hemet to Galleria at Tyler in Riverside via Florida Ave, 215 Fwy, and Van Buren Blvd Riverside, Woodcrest, Perris, Menifee, Hemet, Valle Vista Metrolink 29 Regional From Downtown Riverside to Hamner Ave and Limonite Ave in Eastvale via Rubidoux Blvd and Limonite Ave Eastvale, Jurupa Valley, Riverside Metrolink, Omnitrans, SunLine 41 1 Regional From the Mead Valley Community Center to Moreno Valley with stops at Moreno Valley College and Riverside County Medical Center Moreno Valley, Perris, Mead Valley 49 Regional From Downtown Riverside to Country Village via Mission Blvd Jurupa Valley, Riverside Omnitrans, SunLine 54F Local Local circulator serving the Riverside Downtown Metrolink Station and Downtown Riverside Riverside Metrolink 200 Express From San Bernardino Transit Center to ARTIC via 91 and 55 Fwys with stops at Downtown Riverside and La Sierra Metrolink Stations, Village at Orange, and Anaheim Resort district. Riverside, Corona, Anaheim Omnitrans, Metrolink, OCTA 2021 Express From the Murrieta Walmart and Promenade Mall in Temecula to Oceanside Transit Center Murrieta, Temecula, Fallbrook, Oceanside Metrolink, NCTD 204 Express From UCR to Montclair TransCenter via Downtown Riverside, Country Village, and Ontario Mills Mall Riverside, Jurupa Valley, Ontario, Montclair Metrolink, Omnitrans, Foothill Transit, SunLine 206 Express From the Promenade Mall in Temecula to Corona Metrolink Station via Fwy 15 with stops in Murrieta, the Lake Elsinore Outlet Center, Temescal Canyon, and Dos Lagos Temecula, Murrieta, Lake Elsinore, Corona Metrolink, Corona Cruiser 2081 Express From the Promenade Mall in Temecula to the Riverside Downtown Metrolink Station and downtown area via 1-215 with stops in Murrieta, Menifee, Perris, and Moreno Valley Temecula, Murrieta, Menifee, Perris, Riverside, Moreno Valley Metrolink, Omnitrans, SunLine 2101 Express From Beaumont to Downtown Riverside with stops in Moreno Valley and the Riverside Downtown Metrolink Station Beaumont, Moreno Valley, Riverside Metrolink, Pass Transit, Omnitrans, SunLine 216' Express From Downtown Riverside to the Village at Orange via 91 Fwy and 55 Fwy with stops at the Galleria at Tyler and Corona Transit Center Riverside, Corona, Orange Metrolink, Omnitrans, OCTA, Corona Cruiser 2171 Express From San Jacinto and Hemet to Temecula and Escondido via Winchester Rd (State Hwy 79) and I-15 Hemet, San Jacinto, Temecula, Escondido NCTD, San Diego MTS 1 This route has selected trips that are/will be both directly operated and contract operated. z Rural areas are those with less than 50,000 in population. s Service is planned for discontinuation on January 13, 2018. RIVERSIDE TRANSIT AGENCY FY 2017/18 - FY 2019/20 Short Range Transit Plan TABLE 3A: FY 2017/18 INDIVIDUAL ROUTE DESCRIPTIONS Route # Route Class Route Description Cities/Communities Served Connections Contracted Fixed Routes: 3 1 Local loth St and Belle Ave in Corona via Main St and Hamner Ave to the Corona Transit Center, Norco College, continuing to Eastvale and Jurupa Valley via Limonite Ave, Pats Ranch Rd, and Hamner Ave Corona, Norco, Eastvale, Jurupa Valley Metrolink, Corona Cruiser 7 Local Lake Elsinore local with stops at Lake Elsinore Outlet Center, Downtown Lake Elsinore, Senior Center, Walmart shopping Center, Inland Valley Medical Center in Wildomar Lake Elsinore, Lakeland Village, Sedco Hills, Wildomar 8 Local From Lake Elsinore Outlet Center to Walmart on Railroad Canyon Rd via Grand Ave, Central St and Palomar St in Wildomar, and Canyon Estates Dr Lake Elsinore, Sedco Hills, Wildomar 19 1 Regional From Perris Station Transit Center to Exceed Facility on Trumble Rd and from the Perris Station Transit Center to Perris Fairgrounds via Perris Blvd Perris 23 Local From Inland Valley Medical Center in Wildomar through Murrieta to County Center Dr in Temecula Wildomar, Murrieta, Temecula 24 Local Temecula local route with stops at County Center Dr, Old Town, Library, Pechanga Resort, and Temecula Valley Hospital Temecula, Pechanga Community 26 Local Local circulator serving Moreno Valley/March Field Metrolink Station and Moreno Valley Mall via Van Buren Blvd, Trautwein Rd, Alessandro Blvd, Sycamore Canyon Blvd, and Eucalyptus Ave Moreno Valley, March Joint Powers Authority, Riverside Metrolink 30 Local Perris local circulator serving the Perris Transit Center, Walmart, and May Ranch Perris, May Ranch Metrolink 31 Rural Service from Hemet Valley Mall to Moreno Valley Mall via Banning with stops at Mt San Jacinto Community College, Sun Lakes Village, Walmart on Moreno Beach Dr, Moreno Valley Senior Center, and Riverside County Medical Center Moreno Valley, Banning, Beaumont, Gilman Hot Springs, San Jacinto, Hemet pass Transit, SunLine 32 Local From Hemet Valley Mall to Mt. San Jacinto College via Downtown San Jacinto and San Jacinto Ave San Jacinto, Hemet 33 Local From Super-Walmart on Sanderson Ave and the Hemet Valley Mall in western Hemet to Standford St and Thornton Ave in east Hemet Hemet, Valle Vista 40 Regional From Walmart in Lake Elsinore to Cherry Hills Blvd in Menifee with stops in Canyon Lake and Quail Valley Menifee, Canyon Lake, Lake Elsinore 41 Regional From the Mead Valley Community Center to Moreno Valley with stops at Moreno Valley College and Riverside County Medical Center Moreno Valley, Perris, Mead Valley 42 Local From the Hemet Valley Mall to Soboba Casino in San Jacinto via Kirby St, Cottonwood Ave, Santa Fe Ave, and East Main St Hemet, San Jacinto 50 Trolley Riverside downtown Jury Trolley Service Downtown Riverside, RCC Campus area 51 Trolley Crest Cruiser, a UCR to Canyon Crest circulator via Chicago Ave, Central Ave, and Canyon Crest Dr Riverside, UCR campus area SunLine 52 Local Local circulator serving Hunter Park Metrolink Station and UCR via Iowa Ave, Blaine St, and University Ave Riverside Metrolink 54 Local Local circulator serving the Riverside Downtown Metrolink Station and Downtown Riverside Riverside Metrolink, Omnitrans 55 Trolley Temecula Trolley route, connecting Harveston community to schools, shops, and other RTA routes Temecula 61 Regional From Cherry Hills Blvd and Bradley Rd in Menifee to the Promenade Mall area in Temecula with stops at MSJC Menifee campus, Loma Linda University Medical Center - Murrieta, and County Center Dr Temecula, Murrieta, Menifee Metrolink 74 Regional From San Jacinto and Hemet to Menifee and Perris, serving MSJC San Jacinto campus, Hemet Valley Mall, Winchester, MSJC Menifee campus, and Perris Station Transit Center San Jacinto, Hemet, Winchester, Menifee, Perris Metrolink 79 Regional From the Hemet Valley Mall to Old Town Temecula via Winchester Rd (State Hwy 79). Also serves County Center Dr, Promenade Mall, and Temecula City Hall Hemet, Winchester, French Valley, Murrieta, Temecula 202 1 Express From the Murrieta Walmart and Promenade Mall in Temecula to Oceanside Transit Center Murrieta, Temecula, Fallbrook, Oceanside Metrolink, NCTD (Bus, Coaster Rail, Sprinter Rail) 2081 Express From the Promenade Mall in Temecula to the Riverside Downtown Metrolink Station and downtown area via I-215 with stops in Murrieta, Menifee, Perris, and Moreno Valley Temecula, Murrieta, Menifee, Perris, Riverside, Moreno Valley Metrolink, Omnitrans, SunLine 1 210 Express From Beaumont to Downtown Riverside with stops in Moreno Valley and the Riverside Downtown Metrolink Station Moreno ValleyRiverside Beaumont, , Metrolink, Pass Transit, Omnitrans, SunLine 212 Express From Hemet and San Jacinto to Downtown Riverside with stops at Perris and UCR San Jacinto, Hemet, Perris, Riverside Metrolink, Omnitrans, SunLine 2171 Express From San Jacinto and Hemet to Temecula and Escondido via Winchester Rd (State Hwy 79) and I-15 San Jacinto, Hemet, Temecula, Escondido NCTD, San Diego MTS 1 This route has selected trips that are/will be both directly operated and contract operated. RIVERSIDE TRANSIT AGENCY FY 2017/18 - FY 2019/20 Short Range Transit Plan TABLE 3A: FY 2017/18 INDIVIDUAL ROUTE DESCRIPTIONS Route # Route Class Route Description Cities/Communities Served Connections Contracted Paratransit Routes: Riverside -San Bernadino UZA Origin -to -Destination Banning, Beaumont, Colton, Corona, Eastvale, Grand Terrace, Highgrove, Jurupa Valley, Loma Linda, Mead Valley, Moreno Valley, Norco, Perris, Riverside, Woodcrest Hemet UZA Origin -to -Destination Hemet, Homeland, San Jacinto, Valle Vista, Winchester Murrieta-Temecula-Menifee UZA Origin -to -Destination Canyon Lake, Lake Elsinore, Lakeland Village, Menifee, Murrieta, Nuevo, Temecula, Wildomar, Romoland Non-UZA Origin -to -Destination March Air Reserve Base, Arnold Heights Riverside Transit Agency FY 2017/18 Summary of Funds Requested Short Range Transit Plan Table 4 - Summary of Funds Requested for FY 2017/18 Project Description Capital Project Number Total Amount of Funds LTF STA Measure A Operating Assistance 3 Measure A Operating Assistance Carryover Section 5307 - Riv-San Bernardino Section 5307 . Murrieta/ Temecula/ Menifee Section 5307 - Hemet s Section 5307 Carryover CMAQ 4 Section 5310 Section 5311 Section 5339 Bus 8 Bus Facilities TUMF 6 8 LCTOP Farebox Other Revenue Operating Assistance 43,218,433 38,781,284 1,881,375 2,000,000 555,774 Operating Assistance - CTSA 759,600 759,600 OPEB ARC 2,500,000 2,500,000 RapidLink Operating Assistance' 1,076,720 228,803 686,409 161,508 91 Express Service (Route 200) 728,448 - 600,000 128,448 PVL Feeder Service (Rtes 26,52,54) P 740,369 740,369 PVL Special Service (Rte 54F) 2 42,232 42,232 Lifeline Service (DAR Plus) 3 20,000 20,000 Route 19 Frequency Expansions 566,783 456,514 110,269 Travel Training ° 400,000 400,000 JARC Operating Assistance 1,888,889 850,000 850,000 188,889 Capitalized Preventive Maintenance 8,750,000 1,750,000 5,000,000 2,000,000 ADA Complementary Paratransit Service 1,937,500 387,500 1,100,000 450,000 Capital Cost of Contracting 7,125,000 1,425,000 3,000,000 2,700,000 Attitude/Awareness Study 200,000 200,000 Transportaton Network Companies (TNC) Policy 100,000 100,000 Fare Study 135,000 27,000 108,000 TAM Plan Development 6 150,000 30,000 120,000 Farebox (Cash, Tix, Passes) 9,210,886 9,210,886 Interest Income 100,000 100,000 Advertising Revenue 15,000 15,000 CNG Sales 150,000 150,000 RINS/LCFS Credits 720,000 720,000 Medi-Cal Reimbursement 1,000,000 500,000 500,000 Wentworth Lease 63,970 63,970 Subtotal: Operating $81,598,830 $46,479,587 $0 $3,240,975 $20,000 $10,058,000 $5,150,000 $2,000,000 $120,000 $686,409 $400,000 $555,774 $0 $300,000 $456,514 $9,800,000 $2,331,571 Revenue Vehicles - (11) COFR Repl FY18-1 2,162,050 324,307 1,837,743 Revenue Vehicles - (5) DAR Repl FY18-2 466,813 70,022 396,791 Non -Revenue Vehicles - (1) car, (3) trucks, (2) trailers FY18-3 315,796 63,159 252,637 Associated Transit Improvements FY18-4 50,000 10,000 10,000 30,000 Capitalized Tire Lease FY18-5 350,000 70,000 80,000 200,000 Maintenance/Support Equipment FY18-6 4,361 872 3,489 Facility Maintenance FY18-7 2,039,231 407,846 1,306,044 325,341 Information Systems FY18-8 1,100,000 220,000 880,000 Hemet Mobility Hub 7 FY18-9 396,849 79,370 317,479 UCR Mobility Hub 6 FY17-11 (1,492,532) (1,492,532) Subtotal: Capital $5,392,568 $0 $1,245,576 $0 $0 $1,399,533 $230,000 $3,692,512 $0 $0 $0 $0 $317,479 $0 -$1,492,532 $0 $0 Total: Operating & Capital $86,991,398 $46,479,587 $1,245,576 $3,240,975 $20,000 $11,457,533 $5,380,000 $5,692,512 $120,000 $686,409 $400,000 $555,774 $317,479 $300,000 -$1,036,018 $9,800,000 $2,331,571 1 RapidLink Operating Assistance utilizes FY15 CMAQ grant CA-95-X296 (FTIP No: RIV151211). 2 PVL routes funded with RCTC CMAQ grant, which is farebox recovery ratio allowable. 3 DAR Lifeline Measure A is estimated carryover from FY17. 4 Travel Training will use remainder of existing CalTrans 5310 (Standard Agreements 644532 & 644539) awarded December 2015 plus new 5310 grant if needed (expected to be awarded by 2018). 5 TAM Plan Federal 5307 funding is included in the FY17 grant (FTIP No: RIV170125). 5 FY16 LCTOP of $1,492,532 is being reprogrammed from Capital (UCR Mobility Hub) to Operating (Route 19 Service Expansion). FY17 LCTOP of $503,252 to be added and used over 3 years. 7 Section 5339 Bus and Bus Facilities funding is Hemet UZA FY2016 apportionment. 8 Would like to count LCTOP operating as farebox allowable revenue; not currently assumed. Robert Yates is aware of this request. Table 4A — Capital Project Justification PROJECT NUMBER SRTP Project No: FY18-1 FTIP No: PROJECT NAME Replacement Revenue Vehicles for Contract Operations PROJECT DESCRIPTION Purchase of (11) replacement CNG revenue vehicles for use on contract operated fixed route service. PROJECT JUSTIFICATION Replace vehicles used for contract operated fixed route service that have reached the end of their service life per FTA guidelines. PROJECT SCHEDULE Start Date Completion Date Jan-18 Dec-21 PROJECT FUNDING SOURCES (REQUESTED) Funding Source FY 2018 Sec 5307 $ 1,837,743 STA $ 324,307 Total $ 2,162,050 PRIOR YEAR PROJECTS OF A SIMILAR NATURE WITH UNEXPENDED BALANCE INCLUDING PROJECTS APPROVED BUT NOT YET ORDERED (INCLUDE FTA GRANT #, FTIP ID #, AND RCTC'S CAPITAL GRANT #) FTA Grant # FTIP ID # RCTC Grant # Project Description Unexpended Balance (as of 4/20/17) CA-90-Z262 RIV140825 FY15-1 STA (12) COFR Vehicles $ 98,826 CA-2016-023 RIV150604 FY16-2 STA (16) COFR Vehicles $3,228,040 FY17-TBD* RIV170103 FY17-1 STA (m) COFR Vehicles $1,983,400 Total $5,310,266 * FY17 grant not yet awarded Table 4A — Capital Project Justification PROJECT NUMBER SRTP Project No: FY18-2 FTIP No: PROJECT NAME Replacement Revenue Vehicles for Demand Response Operations PROJECT DESCRIPTION Purchase of (5) replacement unleaded revenue vehicles for use on demand response service. PROJECT JUSTIFICATION Replace vehicles used for demand response service that have reached the end of their service life per FTA guidelines. PROJECT SCHEDULE Start Date Completion Date Jan-18 Dec-21 PROJECT FUNDING SOURCES (REQUESTED) Funding Source FY 2018 Sec 5307 $ 396,791 STA $ 70,022 Total $ 466,813 PRIOR YEAR PROJECTS OF A SIMILAR NATURE WITH UNEXPENDED BALANCE INCLUDING PROJECTS APPROVED BUT NOT YET ORDERED (INCLUDE FTA GRANT #, FTIP ID #, AND RCTC'S CAPITAL GRANT #) FTA Grant # FTIP ID # RCTC Grant # Project Description Unexpended Balance (as of 4/20/17) CA-2016-023 RIV150605 FY16-3 STA (29) DAR vehicles $ 597,470 FY17-TBD* RIV170104 FY16-3 STA (33) DAR vehicles $3,305,896 Total $3,903,366 * FY17 grant not yet awarded Table 4A — Capital Project Justification PROJECT NUMBER SRTP Project No: FY18-3 FTIP No: PROJECT NAME Non -Revenue Vehicles PROJECT DESCRIPTION Purchase of replacement and expansion support vehicles. PROJECT JUSTIFICATION Replacement of (2) trucks and (2) trailers that have met their useful life requirement and expansion of (1) support car and (1) truck. PROJECT SCHEDULE Start Date Completion Date Jan-18 Dec-21 PROJECT FUNDING SOURCES (REQUESTED) Funding Source FY 2018 Sec 5307 $ 252,637 STA $ 63,159 Total $ 315,796 PRIOR YEAR PROJECTS OF A SIMILAR NATURE WITH UNEXPENDED BALANCE INCLUDING PROJECTS APPROVED BUT NOT YET ORDERED (INCLUDE FTA GRANT #, FTIP ID #, AND RCTC'S CAPITAL GRANT #) FTA Grant # FTIP ID # RCTC Grant # Project Description Unexpended Balance (as of 4/20/17) CA-2016-023 RIV150606 FY16-4 STA (22) support vehicles $ 227,635 Total $ 227,635 * FY17 grant not yet awarded Table 4A — Capital Project Justification PROJECT NUMBER SRTP Project No: FY18-4 FTIP No: PROJECT NAME Associated Transit Improvements PROJECT DESCRIPTION Enhancement of the bus stop system such as: installation of bus shelters and benches, kiosks, signage, and lighting to enhance security and safety of the riding public, and enhance access for persons with disabilities. PROJECT JUSTIFICATION Enhancement of transit facilities promotes safety and security and encourages residents to use transit due to improved convenience while waiting for bus. PROJECT SCHEDULE Start Date Completion Date Jan-18 Dec-21 PROJECT FUNDING SOURCES (REQUESTED) Funding Source FY 2018 Sec 5307 $ 40,000 STA $ 10,000 Total $ 50,000 PRIOR YEAR PROJECTS OF A SIMILAR NATURE WITH UNEXPENDED BALANCE INCLUDING PROJECTS APPROVED BUT NOT YET ORDERED (INCLUDE FTA GRANT #, FTIP ID #, AND RCTC'S CAPITAL GRANT #) FTA Grant # FTIP ID # RCTC Grant # Project Description Unexpended Balance (as of 4/20/17) CA-90-Z128 RIV130604 FY14-5 STA Assoc Transit Impr $ 151,973 CA-90-Z262 RIV140830 FY15-6 STA Assoc Transit Impr $ 150,000 CA-2016-023 RIV140830 FY16-6 STA Assoc Transit Impr $1,100,000 FY17-TBD* RIV170105 FY17-3 STA Assoc Transit Impr $ 200,000 Total $1,601,973 * FY17 grant not yet awarded. Table 4A — Capital Project Justification PROJECT NUMBER SRTP Project No: FY18-5 FTIP No: PROJECT NAME Capitalized Tire Lease PROJECT DESCRIPTION Capital cost of leasing bus tires. PROJECT JUSTIFICATION As part of the Agency's maintenance program, tires are inspected and replaced based on tread wear and air pressure. PROJECT SCHEDULE Start Date Completion Date Jul-17 Dec-20 PROJECT FUNDING SOURCES (REQUESTED) Funding Source FY 2018 Sec 5307 $ 280,000 STA $ 70,000 Total $ 350,000 PRIOR YEAR PROJECTS OF A SIMILAR NATURE WITH UNEXPENDED BALANCE INCLUDING PROJECTS APPROVED BUT NOT YET ORDERED (INCLUDE FTA GRANT #, FTIP ID #, AND RCTC'S CAPITAL GRANT #) FTA Grant # FTIP ID # RCTC Grant # Project Description Unexpended Balance (as of 4/20/17) CA-2016-023 RIV150608 FY16-6 STA Capitalized Tire Lease $ 218,720 FY17-TBD* RIV170107 FY17-5 STA Capitalized Tire Lease $ 303,249 Total $ 521,969 * FY17 grant not yet awarded. Table 4A — Capital Project Justification PROJECT NUMBER SRTP Project No: FY18-6 FTIP No: PROJECT NAME Support Equipment PROJECT DESCRIPTION Purchase of support equipment items including, but not limited to, office equipment, shop air compressors, scissors lift, portable cranes, hand jacks, drill breaker and pressure washers. PROJECT JUSTIFICATION Miscellaneous maintenance and support equipment and improvements to support ongoing operations. PROJECT SCHEDULE Start Date Completion Date Jan-18 Dec-21 PROJECT FUNDING SOURCES (REQUESTED) Funding Source FY 2018 Sec 5307 $ 3,489 STA $ 872 Total $ 4,361 PRIOR YEAR PROJECTS OF A SIMILAR NATURE WITH UNEXPENDED BALANCE INCLUDING PROJECTS APPROVED BUT NOT YET ORDERED (INCLUDE FTA GRANT #, FTIP ID #, AND RCTC'S CAPITAL GRANT #) FTA Grant # FTIP ID # RCTC Grant # Project Description Unexpended Balance (as of 4/20/17) CA-90-Z262 RIV140832 FY15-8 STA Support Equipment $ 42 CA-2016-023 RIV150609 FY16-7 STA Support Equipment $ 217,100 FY17-TBD* RIV170108 FY17-6 STA Support Equipment $ 72,888 Total $ 290,030 * FY17 grant not yet awarded. Table 4A — Capital Project Justification PROJECT NUMBER SRTP Project No: FY18-7 FTIP No: PROJECT NAME Facility Maintenance PROJECT DESCRIPTION Maintenance of facilities in Riverside, Hemet and Corona. Project may include but is not limited to furniture, flooring, paint, plumbing, electrical, lighting, HVAC, roof, parking lot and concrete and CNG compressors. PROJECT JUSTIFICATION Facilities require routine maintenance to keep them in optimal condition. PROJECT SCHEDULE Start Date Completion Date Jan-18 Dec-21 PROJECT FUNDING SOURCES (REQUESTED) Funding Source FY 2018 Sec 5307 $ 1,631,385 STA $ 407,846 Total $ 2,039,231 PRIOR YEAR PROJECTS OF A SIMILAR NATURE WITH UNEXPENDED BALANCE INCLUDING PROJECTS APPROVED BUT NOT YET ORDERED (INCLUDE FTA GRANT #, FTIP ID #, AND RCTC'S CAPITAL GRANT #) FTA Grant # FTIP ID # RCTC Grant # Project Description Unexpended Balance (as of 4/20/17) CA-90-Z262 RIV140833 FY15-9 STA Facility Maint $ 206,425 CA-2016-023 RIV150610 FY16-8 STA Facility Maint $1,017,530 FY17-TBD* RIV170109 FY17-7 STA Facility Maint $ 266,760 Total $1,490,715 * FY17 grant not yet awarded. Table 4A — Capital Project Justification PROJECT NUMBER SRTP Project No: FY18-8 PROJECT NAME FTIP No: Information Systems PROJECT DESCRIPTION Project includes but is not limited to the purchase of computers, printers, servers, audio-visual equipment, copiers, software, and mobile data terminals. PROJECT JUSTIFICATION Computers and software to improve Agency efficiency and technology PROJECT SCHEDULE Start Date Completion Date Jan-18 Dec-21 PROJECT FUNDING SOURCES (REQUESTED) Funding Source FY 2018 Sec 5307 $ 880,000 STA $ 220,000 Total $ 1,100,000 PRIOR YEAR PROJECTS OF A SIMILAR NATURE WITH UNEXPENDED BALANCE INCLUDING PROJECTS APPROVED BUT NOT YET ORDERED (INCLUDE FTA GRANT #, FTIP ID #, AND RCTC'S CAPITAL GRANT #) FTA Grant # FTIP ID # RCTC Grant # Project Description Unexpended Balance (as of 4/20/17) CA-90-Z262 RIV140834 FY15-10 STA Information Systems $ 236,055 CA-2016-023 RIV150611 FY16-9 STA Information Systems $ 329,120 FY17-TBD* RIV170110 FY17-8 STA Information Systems $ 90,000 Total $ 655,175 * FY17 grant not yet awarded. Table 4A — Capital Project Justification PROJECT NUMBER SRTP Project No: FY18-9 FTIP No: PROJECT NAME Hemet Mobility Hub PROJECT DESCRIPTION Design and construct a mobility hub in downtown Hemet PROJECT JUSTIFICATION The City of Hemet's Downtown Specific Plan has identified a need for an intermodal Mobility Hub to meet the projected demand for local and regional transit services. The project site is a 14.5 acre parcel owned by the City of Hemet. RTA routes 27, 31, 32, 33, 42, 74, 79, 212 and 217 currently serve the Hemet area. This Mobility Hub will allow RTA to expand future service in response to growth in this region as outlined in the Comprehensive Operational Analysis (COA). The Mobility Hub Conceptual Plan and A&E services are currently underway, and upon completion, a defined scope of work for construction of the hub will be produced. PROJECT SCHEDULE Start Date Completion Date Ja n-18 Dec-20 PROJECT FUNDING SOURCES (REQUESTED) Funding Source FY 2018 Sec 5339 $ 317,479 STA $ 79,370 Total $ 396,849 PRIOR YEAR PROJECTS OF A SIMILAR NATURE WITH UNEXPENDED BALANCE INCLUDING PROJECTS APPROVED BUT NOT YET ORDERED (INCLUDE FTA GRANT #, FTIP ID #, AND RCTC'S CAPITAL GRANT #) Grant # FTIP ID # RCTC Grant # Project Description Unexpended Balance (as of 4/20/17) Table 4A — Capital Project Justification PROJECT NUMBER SRTP Project No: FY17-10 PROJECT NAME PROJECT DESCRIPTION Re -programming of LCTOP funds to Route 19 Service Expansion FTIP No: UCR Mobility Hub PROJECT JUSTIFICATION FY2016 LCTOP funds were approved for use toward the design and construction of a mobility hub at UCR. This item is to re -program the LCTOP funds from the UCR Mobility Hub to the Route 19 Service Expansion. Staff has identified replacement funding. PROJECT SCHEDULE Start Date Completion Date N/A N/A PROJECT FUNDING SOURCES (REQUESTED) Funding Source FY 2018 FY16 LCTOP $ (1,492,532) $ - Total $ (1,492,532) PRIOR YEAR PROJECTS OF A SIMILAR NATURE WITH UNEXPENDED BALANCE INCLUDING PROJECTS APPROVED BUT NOT YET ORDERED (INCLUDE FTA GRANT #, FTIP ID #, AND RCTC'S CAPITAL GRANT #) Grant # FTIP ID # RCTC Grant # Project Description Unexpended Balance (as of 4/20/17) Riverside Transit Agency FY 2018/19 Summary of Funds Requested Short Range Transit Plan Table 5.1 - Summary of Funds Requested for FY 2018/19 Project Description Capital Project Number Total Amount of Funds LTF STA Measure A Operating Assistance Section 5307 - Riv-San Bernardino Section 5307 - Temecula/ Murrieta Section 5307 - Hemet/San Jacinto 3 Section 5310 Section 5311 CMAQ LCTOP Farebox Other Revenue FY 2018/2019 Operating Assistance 45,269,708 40,219,708 2,500,000 2,000,000 550,000 GASB 43/45 ARC 2,500,000 2,500,000 RapidLink Operating Assistance' 1,321,754 280,873 842,618 198,263 PVL Feeder Service (Rtes 26,52,54) 2 959,314 97,930 105,524 755,859 PVL Special Service (Rte 54F) 2 43,000 43,000 OCTA 794 150,000 150,000 Route 19 Expansion 1,132,659 902,620 230,039 Travel Training 3 323,544 323,544 JARC Operating Assistance 1,944,444 875,000 875,000 194,444 Capitalized Preventative Maintenance 8,437,500 1,687,500 5,000,000 1,750,000 ADA Complementary Paratransit Service 1,937,500 387,500 1,100,000 450,000 Capital Cost of Contracting 8,750,000 1,750,000 4,000,000 3,000,000 Farebox (Cash, Tix, Passes) 9,771,729 9,771,729 Interest Income 150,000 150,000 Advertising Revenue 18,000 18,000 CNG Sales 125,000 125,000 RINS/LCFS Credits 600,000 600,000 Medi-Cal Reimbursement 1,000,000 500,000 500,000 Wentworth Bldg Lease 65,848 65,848 Subtotal: FY18/19 Operating $84,500,000 $48,298,510 $0 $2,650,000 $10,975,000 $5,200,000 $2,000,000 $323,544 $550,000 $842,618 $902,620 $10,500,000 $2,257,707 Revenue Vehicles - (6) DAR Repl FY19-1 592,800 88,920 503,880 Non -Revenue Vehicles - (10) Support Vehicles FY19-2 289,384 57,877 231,507 Associated Transit Improvements FY19-3 187,500 37,500 110,000 40,000 Capital Maintenance Spares FY19-4 383,252 76,650 306,602 Capitalized Tire Lease FY19-5 367,500 73,500 294,000 Maintenance/Support Equipment FY19-6 50,000 10,000 40,000 Facility Maintenance FY19-7 1,121,660 224,332 897,328 Information Systems FY19-8 100,000 20,000 80,000 Ops & Facilities Security Projects FY19-9 1,641,600 1,641,600 Central Operations & Maintenance Facility FY17-9 18,000,000 18,000,000 Subtotal: FY18/19 Capital $22,733,696 $0 $588,779 $0 $1,007,328 $565,507 $930,482 $0 $0 $0 $0 $0 $19,641,600 Total: Operating & Capital FY18/19 $107,233,696 $48,298,510 $588,779 $2,650,000 $11,982,328 $5,765,507 $2,930,482 $323,544 $550,000 $842,618 $902,620 $10,500,000 $21,899,307 ' RapidLink Operating Assistance utilizes FY15 CMAQ grant CA 95-X296 (FTIP No: RIV151211). 2 PVL routes funded with RCTC CMAQ grant, which is farebox recovery ratio allowable. 3 Travel Training funding is Year 1 of new 5310 grant (expected to be awarded by 2018). Table 5.1A — Capital Project Justification PROJECT NUMBER SRTP Project No: FY19-1 FTIP No: PROJECT NAME Replacement Revenue Vehicles for Demand Response Operations PROJECT DESCRIPTION Purchase of (6) replacement unleaded revenue vehicles for use on demand response service. PROJECT JUSTIFICATION Replace vehicles used for demand response service that have reached the end of their service life per FTA guidelines. PROJECT SCHEDULE Start Date Completion Date Jan-19 Dec-22 PROJECT FUNDING SOURCES (REQUESTED) Funding Source FY 2019 Sec 5307 $ 503,880 STA $ 88,920 Total $ 592,800 PRIOR YEAR PROJECTS OF A SIMILAR NATURE WITH UNEXPENDED BALANCE INCLUDING PROJECTS APPROVED BUT NOT YET ORDERED (INCLUDE FTA GRANT #, FTIP ID #, AND RCTC'S CAPITAL GRANT #) FTA Grant # FTIP ID # RCTC Grant # Project Description Unexpended Balance Table 5.1A — Capital Project Justification PROJECT NUMBER SRTP Project No: FY19-2 FTIP No: PROJECT NAME Non -Revenue Vehicles PROJECT DESCRIPTION Purchase of replacement support vehicles PROJECT JUSTIFICATION Replacement of (1) truck and (9) support cars that have met their useful life requirement PROJECT SCHEDULE Start Date Completion Date Jan-19 Dec-22 Funding Source FY 2019 Sec 5307 $ 231,507 STA $ 57,877 Total $ 289,384 PRIOR YEAR PROJECTS OF A SIMILAR NATURE WITH UNEXPENDED BALANCE INCLUDING PROJECTS APPROVED BUT NOT YET ORDERED (INCLUDE FTA GRANT #, FTIP ID #, AND RCTC'S CAPITAL GRANT #) FTA Grant # FTIP ID # RCTC Grant # Project Description Unexpended Balance Table 5.1A — Capital Project Justification PROJECT NUMBER SRTP Project No: FY19-3 FTIP No: PROJECT NAME Associated Transit Improvements PROJECT DESCRIPTION Enhancement of the bus stop system such as: installation of bus shelters and benches, kiosks, signage, and lighting to enhance security and safety of the riding public, and enhance access for persons with disabilities. PROJECT JUSTIFICATION Enhancement of transit facilities promotes safety and security and encourages residents to use transit due to improved convenience while waiting for bus. PROJECT SCHEDULE Start Date Completion Date Jan-19 Dec-22 PROJECT FUNDING SOURCES (REQUESTED) Funding Source FY 2019 Sec 5307 $ 150,000 STA $ 37,500 Total $ 187,500 PRIOR YEAR PROJECTS OF A SIMILAR NATURE WITH UNEXPENDED BALANCE INCLUDING PROJECTS APPROVED BUT NOT YET ORDERED (INCLUDE FTA GRANT #, FTIP ID #, AND RCTC'S CAPITAL GRANT #) FTA Grant # FTIP ID # RCTC Grant # Project Description Unexpended Balance Table 5.1A — Capital Project Justification PROJECT NUMBER SRTP Project No: FY19-4 FTIP No: PROJECT NAME Capital Maintenance Spares PROJECT DESCRIPTION Purchase of spare parts for rolling stock under the bus maintenance program PROJECT JUSTIFICATION Purchase of vehicle parts based on projected needs whose individual costs meet the requirement for capital reimbursement. PROJECT SCHEDULE Start Date Completion Date Jan-19 Dec-22 PROJECT FUNDING SOURCES (REQUESTED) Funding Source FY 2019 Sec 5307 $ 306,602 STA $ 76,650 Total $ 383,252 PRIOR YEAR PROJECTS OF A SIMILAR NATURE WITH UNEXPENDED BALANCE INCLUDING PROJECTS APPROVED BUT NOT YET ORDERED (INCLUDE FTA GRANT #, FTIP ID #, AND RCTC'S CAPITAL GRANT #) FTA Grant # FTIP ID # RCTC Grant # Project Description Unexpended Balance Table 5.1A — Capital Project Justification PROJECT NUMBER SRTP Project No: FY19-5 FTIP No: PROJECT NAME Capitalized Tire Lease PROJECT DESCRIPTION Capital cost of leasing bus tires PROJECT JUSTIFICATION As part of the Agency's maintenance program, tires are inspected sand replaced based on tread wear and air pressure. PROJECT SCHEDULE Start Date Completion Date Jul-18 Dec-21 PROJECT FUNDING SOURCES (REQUESTED) Funding Source FY 2019 Sec 5307 $ 294,000 STA $ 73,500 Total $ 367,500 PRIOR YEAR PROJECTS OF A SIMILAR NATURE WITH UNEXPENDED BALANCE INCLUDING PROJECTS APPROVED BUT NOT YET ORDERED (INCLUDE FTA GRANT #, FTIP ID #, AND RCTC'S CAPITAL GRANT #) FTA Grant # FTIP ID # RCTC Grant # Project Description Unexpended Balance Table 5.1A — Capital Project Justification PROJECT NUMBER SRTP Project No: FY19-6 FTIP No: PROJECT NAME Support Equipment PROJECT DESCRIPTION Purchase of support equipment items including, but not limited to, office equipment, shop air compressors, scissors lift, portable cranes, hand jacks, drill breaker and pressure washers PROJECT JUSTIFICATION Miscellaneous maintenance and support equipment and improvements to support ongoing operations PROJECT SCHEDULE Start Date Completion Date Jan-19 Dec-22 PROJECT FUNDING SOURCES (REQUESTED) Funding Source FY 2019 Sec 5307 $ 40,000 STA $ 10,000 Total $ 50,000 PRIOR YEAR PROJECTS OF A SIMILAR NATURE WITH UNEXPENDED BALANCE INCLUDING PROJECTS APPROVED BUT NOT YET ORDERED (INCLUDE FTA GRANT #, FTIP ID #, AND RCTC'S CAPITAL GRANT #) FTA Grant # FTIP ID # RCTC Grant # Project Description Unexpended Balance Table 5.1A — Capital Project Justification PROJECT NUMBER SRTP Project No: FY19-7 FTIP No: PROJECT NAME Facility Maintenance PROJECT DESCRIPTION Maintenance of facilities in Riverside, Hemet and Corona. Project may include but is not limited to furniture, flooring, paint, plumbing, electrical, lighting, HVAC, roof, parking lot and concrete and CNG compressors. PROJECT JUSTIFICATION Facilities require routine maintenance to keep them in optimal condition. PROJECT SCHEDULE Start Date Completion Date Jan-19 Dec-22 PROJECT FUNDING SOURCES (REQUESTED) Funding Source FY 2019 Sec 5307 $ 897,328 STA $ 224,332 Total $ 1,121,660 PRIOR YEAR PROJECTS OF A SIMILAR NATURE WITH UNEXPENDED BALANCE INCLUDING PROJECTS APPROVED BUT NOT YET ORDERED (INCLUDE FTA GRANT #, FTIP ID #, AND RCTC'S CAPITAL GRANT #) FTA Grant # FTIP ID # RCTC Grant # Project Description Unexpended Balance Table 5.1A — Capital Project Justification PROJECT NUMBER SRTP Project No: FY19-8 PROJECT NAME FTIP No: Information Systems PROJECT DESCRIPTION Project includes but is not limited to the purchase of computers, printers, servers, audio-visual equipment, copiers, software, and mobile data terminals. PROJECT JUSTIFICATION Computers and software to improve Agency efficiency and technology. PROJECT SCHEDULE Start Date Completion Date Jan-19 Dec-22 PROJECT FUNDING SOURCES (REQUESTED) Funding Source FY 2019 Sec 5307 $ 80,000 STA $ 20,000 Total $ 100,000 PRIOR YEAR PROJECTS OF A SIMILAR NATURE WITH UNEXPENDED BALANCE INCLUDING PROJECTS APPROVED BUT NOT YET ORDERED (INCLUDE FTA GRANT #, FTIP ID #, AND RCTC'S CAPITAL GRANT #) FTA Grant # FTIP ID # RCTC Grant # Project Description Unexpended Balance Table 5.1A — Capital Project Justification PROJECT NUMBER SRTP Project No: FY19-9 FTIP No: PROJECT NAME Operations and Facilities Security Improvements PROJECT DESCRIPTION Safety and security purchases for use at Agency facilities and on Agency vehicles PROJECT JUSTIFICATION Projects will improve and maintain the overall agency safety and security. PROJECT SCHEDULE Start Date Completion Date Jan-18 Mar-19 PROJECT FUNDING SOURCES (REQUESTED) Funding Source FY 2019 Prop 1B CTSGP $ 1,641,600 $ - Total $ 1,641,600 PRIOR YEAR PROJECTS OF A SIMILAR NATURE WITH UNEXPENDED BALANCE INCLUDING PROJECTS APPROVED BUT NOT YET ORDERED (INCLUDE FTA GRANT #, FTIP ID #, AND RCTC'S CAPITAL GRANT #) Grant # FTIP ID # RCTC Grant # Project Description Unexpended Balance Table 5.1A — Capital Project Justification PROJECT NUMBER SRTP Project No: FY17-9 FTIP No: PROJECT NAME Central Operations & Maintenance Facility PROJECT DESCRIPTION Planning, design, land acquisition and construction of the new Operations and Maintenance Facility PROJECT JUSTIFICATION The current base in Riverside is at capacity. The agency needs to identify a new location to accommodate growth. PROJECT SCHEDULE Start Date Completion Date Jan-19 Dec-22 PROJECT FUNDING SOURCES (REQUESTED) Funding Source FY 2019 TBD $ 18,000,000 $ - Total $ 18,000,000 PRIOR YEAR PROJECTS OF A SIMILAR NATURE WITH UNEXPENDED BALANCE INCLUDING PROJECTS APPROVED BUT NOT YET ORDERED (INCLUDE FTA GRANT #, FTIP ID #, AND RCTC'S CAPITAL GRANT #) Grant # FTIP ID # RCTC Grant # Project Description Unexpended Balance Riverside Transit Agency FY 2019/20 Summary of Funds Requested Short Range Transit Plan Table 5.2 - Summary of Funds Requested for FY 2019/20 Project Description Capital Project Number Total Amount of Funds LTF STA Measure A Operating Assistance Section 5307 - Riv-San Bernardino Section 5307 - Temecula/ Murrieta Section 5307 - Hemet/San Jacinto 3 Section 5310 Section 5311 CMAQ LCTOP Farebox Other Revenue FY 2019/2020 Operating Assistance 47,714,179 42,564,179 2,600,000 2,000,000 550,000 GASB 43/45 ARC 2,500,000 2,500,000 RapidLink Operating Assistance' 1,371,444 323,109 842,618 205,717 PVL Feeder Service (Rtes 26,52,54) 2 977,932 485,095 107,573 385,265 PVL Special Service (Rte 54F) 2 43,000 43,000 OCTA 794 150,000 150,000 Route 19 Expansion 1,721,368 596,042 886,638 238,688 Travel Training 3 338,228 338,228 JARC Operating Assistance 1,977,778 890,000 890,000 197,778 Capitalized Preventative Maintenance 8,437,500 1,687,500 5,000,000 1,750,000 ADA Complementary Paratransit Service 1,937,500 387,500 1,100,000 450,000 Capital Cost of Contracting 8,750,000 1,750,000 4,000,000 3,000,000 Farebox (Cash, Tix, Passes) 10,000,245 10,000,245 Interest Income 150,000 150,000 Advertising Revenue 18,000 18,000 CNG Sales 125,000 125,000 RINS/LCFS Credits 600,000 600,000 Medi-Cal Reimbursement 1,000,000 500,000 500,000 Retiree Medical PAY Go - Wentworth Bldg Lease 67,826 67,826 Subtotal: FY19/20 Operating $87,880,000 $51,683,425 $0 $2,750,000 $10,990,000 $5,200,000 $2,000,000 $338,228 $550,000 $842,618 $886,638 $10,750,000 $1,889,091 Revenue Vehicles - (14) COFR Repl FY20-1 3,010,525 451,579 2,558,946 Revenue Vehicles - (30) DAR Repl FY20-2 3,127,125 469,069 2,658,056 Non -Revenue Vehicles - (2) Support Vehicles FY20-3 50,025 10,005 40,020 Associated Transit Improvements FY20-4 187,500 37,500 110,000 40,000 Capital Maintenance Spares FY20-5 371,834 74,367 297,467 Capitalized Tire Lease FY20-6 385,875 77,175 308,700 Maintenance/Support Equipment FY20-7 50,000 10,000 40,000 Facility Maintenance FY20-8 422,000 84,400 337,600 Information Systems FY20-9 100,000 20,000 80,000 Central Operations & Maintenance Facility FY17-9 18,000,000 18,000,000 Subtotal: FY19/20 Capital $25,704,884 $0 $1,234,095 $0 $2,668,946 $766,300 $3,035,543 $0 $0 $0 $0 $0 $18,000,000 Total: Operating & Capital FY19/20 $113,584,884 $51,683,425 $1,234,095 $2,750,000 $13,658,946 $5,966,300 $5,035,543 $338,228 $550,000 $842,618 $886,638 $10,750,000 $19,889,091 ' RapidLink Operating Assistance utilizes FY15 CMAQ grant CA-95-X296 (FTIP No: RIV151211). 2 PVL routes funded with RCTC CMAQ grant, which is farebox recovery ratio allowable. 3 Travel Training funding is Year 2 of new 5310 grant (expected to be awarded by 2018). Table 5.2A — Capital Project Justification PROJECT NUMBER SRTP Project No: FY20-1 FTIP No: PROJECT NAME Replacement Revenue Vehicles for Contract Operations PROJECT DESCRIPTION Purchase of (14) replacement CNG revenue vehicles for use on contract operated fixed route service. PROJECT JUSTIFICATION Replace vehicles used for contract operated fixed route service that have reached the end of their service life per FTA guidelines. PROJECT SCHEDULE Start Date Completion Date Jan-20 Dec-23 PROJECT FUNDING SOURCES (REQUESTED) Funding Source FY 2020 Sec 5307 $ 2,558,946 STA $ 451,579 Total $ 3,010,525 PRIOR YEAR PROJECTS OF A SIMILAR NATURE WITH UNEXPENDED BALANCE INCLUDING PROJECTS APPROVED BUT NOT YET ORDERED (INCLUDE FTA GRANT #, FTIP ID #, AND RCTC'S CAPITAL GRANT #) FTA Grant # FTIP ID # RCTC Grant # Project Description Unexpended Balance Table 5.2A — Capital Project Justification PROJECT NUMBER SRTP Project No: FY20-2 FTIP No: PROJECT NAME Replacement Revenue Vehicles for Demand Response Operations PROJECT DESCRIPTION Purchase of (30) replacement unleaded revenue vehicles for use on demand response service. PROJECT JUSTIFICATION Replace vehicles used for demand response service that have reached the end of their service life per FTA guidelines. PROJECT SCHEDULE Start Date Completion Date Jan-20 Dec-23 PROJECT FUNDING SOURCES (REQUESTED) Funding Source FY 2020 Sec 5307 $ 2,658,056 STA $ 469,069 Total $ 3,127,125 PRIOR YEAR PROJECTS OF A SIMILAR NATURE WITH UNEXPENDED BALANCE INCLUDING PROJECTS APPROVED BUT NOT YET ORDERED (INCLUDE FTA GRANT #, FTIP ID #, AND RCTC'S CAPITAL GRANT #) FTA Grant # FTIP ID # RCTC Grant # Project Description Unexpended Balance Table 5.2A — Capital Project Justification PROJECT NUMBER SRTP Project No: FY20-3 FTIP No: PROJECT NAME Non -Revenue Vehicles PROJECT DESCRIPTION Purchase of replacement support vehicles. PROJECT JUSTIFICATION Replacement of (2) support cars that have met their useful life requirement. PROJECT SCHEDULE Start Date Completion Date Jan-20 Dec-23 PROJECT FUNDING SOURCES (REQUESTED) Funding Source FY 2020 Sec 5307 $ 40,020 STA $ 10,005 Total $ 50,025 PRIOR YEAR PROJECTS OF A SIMILAR NATURE WITH UNEXPENDED BALANCE INCLUDING PROJECTS APPROVED BUT NOT YET ORDERED (INCLUDE FTA GRANT #, FTIP ID #, AND RCTC'S CAPITAL GRANT #) FTA Grant # FTIP ID # RCTC Grant # Project Description Unexpended Balance Table 5.2A — Capital Project Justification PROJECT NUMBER SRTP Project No: FY20-4 FTIP No: PROJECT NAME Associated Transit Improvements PROJECT DESCRIPTION Enhancement of the bus stop system such as: installation of bus shelters and benches, kiosks, signage, and lighting to enhance security and safety of the riding public, and enhance access for persons with disabilities. PROJECT JUSTIFICATION Enhancement of transit facilities promotes safety and security and encourages residents to use transit due to improved convenience while waiting for bus. PROJECT SCHEDULE Start Date Completion Date Jan-20 Dec-23 PROJECT FUNDING SOURCES (REQUESTED) Funding Source FY 2020 Sec 5307 $ 150,000 STA $ 37,500 Total $ 187,500 PRIOR YEAR PROJECTS OF A SIMILAR NATURE WITH UNEXPENDED BALANCE INCLUDING PROJECTS APPROVED BUT NOT YET ORDERED (INCLUDE FTA GRANT #, FTIP ID #, AND RCTC'S CAPITAL GRANT #) FTA Grant # FTIP ID # RCTC Grant # Project Description Unexpended Balance Table 5.2A — Capital Project Justification PROJECT NUMBER SRTP Project No: FY20-5 FTIP No: PROJECT NAME Capital Maintenance Spares PROJECT DESCRIPTION Purchase of spare parts for rolling stock under the bus maintenance program. PROJECT JUSTIFICATION Purchase of vehicle parts based on projected needs whose individual costs meet the requirement for capital reimbursement. PROJECT SCHEDULE Start Date Completion Date Jan-20 Dec-23 PROJECT FUNDING SOURCES (REQUESTED) Funding Source FY 2020 Sec 5307 $ 297,467 STA $ 74,367 Total $ 371,834 PRIOR YEAR PROJECTS OF A SIMILAR NATURE WITH UNEXPENDED BALANCE INCLUDING PROJECTS APPROVED BUT NOT YET ORDERED (INCLUDE FTA GRANT #, FTIP ID #, AND RCTC'S CAPITAL GRANT #) FTA Grant # FTIP ID # RCTC Grant # Project Description Unexpended Balance Table 5.2A — Capital Project Justification PROJECT NUMBER SRTP Project No: FY20-6 FTIP No: PROJECT NAME Capitalized Tire Lease PROJECT DESCRIPTION Capital cost of leasing bus tires. PROJECT JUSTIFICATION As part of the Agency's maintenance program, tires are inspected sand replaced based on tread wear and air pressure. PROJECT SCHEDULE Start Date Completion Date Jul-19 Dec-22 PROJECT FUNDING SOURCES (REQUESTED) Funding Source FY 2020 Sec5307 $ 308,700 STA $ 77,175 Total $ 385,875 PRIOR YEAR PROJECTS OF A SIMILAR NATURE WITH UNEXPENDED BALANCE INCLUDING PROJECTS APPROVED BUT NOT YET ORDERED (INCLUDE FTA GRANT #, FTIP ID #, AND RCTC'S CAPITAL GRANT #) FTA Grant # FTIP ID # RCTC Grant # Project Description Unexpended Balance Table 5.2A — Capital Project Justification PROJECT NUMBER SRTP Project No: FY20-7 PROJECT NAME FTIP No: Support Equipment PROJECT DESCRIPTION Purchase of support equipment items including, but not limited to, office equipment, shop air compressors, scissors lift, portable cranes, hand jacks, drill breaker and pressure washers. PROJECT JUSTIFICATION Miscellaneous maintenance and support equipment and improvements to support ongoing operations. PROJECT SCHEDULE Start Date Completion Date Jan-20 Dec-23 PROJECT FUNDING SOURCES (REQUESTED) Funding Source FY 2020 Sec 5307 $ 40,000 STA $ 10,000 Total $ 50,000 PRIOR YEAR PROJECTS OF A SIMILAR NATURE WITH UNEXPENDED BALANCE INCLUDING PROJECTS APPROVED BUT NOT YET ORDERED (INCLUDE FTA GRANT #, FTIP ID #, AND RCTC'S CAPITAL GRANT #) FTA Grant # FTIP ID # RCTC Grant # Project Description Unexpended Balance Table 5.2A — Capital Project Justification PROJECT NUMBER SRTP Project No: FY20-8 FTIP No: PROJECT NAME Facility Maintenance PROJECT DESCRIPTION Maintenance of facilities in Riverside, Hemet and Corona. Project may include but is not limited to furniture, flooring, paint, plumbing, electrical, lighting, HVAC, roof, parking lot and concrete and CNG compressors. PROJECT JUSTIFICATION Facilities require routine maintenance to keep them in optimal condition. PROJECT SCHEDULE Start Date Completion Date Jan-20 Dec-23 PROJECT FUNDING SOURCES (REQUESTED) Funding Source FY 2020 Sec5307 $ 337,600 STA $ 84,400 Total $ 422,000 PRIOR YEAR PROJECTS OF A SIMILAR NATURE WITH UNEXPENDED BALANCE INCLUDING PROJECTS APPROVED BUT NOT YET ORDERED (INCLUDE FTA GRANT #, FTIP ID #, AND RCTC'S CAPITAL GRANT #) FTA Grant # FTIP ID # RCTC Grant # Project Description Unexpended Balance Table 5.2A — Capital Project Justification PROJECT NUMBER SRTP Project No: FY20-9 PROJECT NAME FTIP No: Information Systems PROJECT DESCRIPTION Project includes but is not limited to the purchase of computers, printers, servers, audio-visual equipment, copiers, software, and mobile data terminals. PROJECT JUSTIFICATION Computers and software to improve Agency efficiency and technology. PROJECT SCHEDULE Start Date Completion Date Jan-20 Dec-23 PROJECT FUNDING SOURCES_IREQUESTED) Funding Source FY 2020 Sec 5307 $ 80,000 STA $ 20,000 Total $ 100,000 PRIOR YEAR PROJECTS OF A SIMILAR NATURE WITH UNEXPENDED BALANCE INCLUDING PROJECTS APPROVED BUT NOT YET ORDERED (INCLUDE FTA GRANT #, FTIP ID #, AND RCTC'S CAPITAL GRANT #) FTA Grant # FTIP ID # RCTC Grant # Project Description Unexpended Balance (as of 3/16/17) Table 5.2A — Capital Project Justification PROJECT NUMBER SRTP Project No: FY17-9 FTIP No: PROJECT NAME Central Operations & Maintenance Facility PROJECT DESCRIPTION Planning, design, land acquisition and construction of the new Operations and Maintenance Facility. PROJECT JUSTIFICATION The current base in Riverside is at capacity. The agency needs to identify a new location to accommodate growth. PROJECT SCHEDULE Start Date Completion Date Jan-20 Dec-23 PROJECT FUNDING SOURCES (REQUESTED) Funding Source FY 2020 TBD $ 18,000,000 $ - Total $ 18,000,000 PRIOR YEAR PROJECTS OF A SIMILAR NATURE WITH UNEXPENDED BALANCE INCLUDING PROJECTS APPROVED BUT NOT YET ORDERED (INCLUDE FTA GRANT #, FTIP ID #, AND RCTC'S CAPITAL GRANT #) Grant # FTIP ID # RCTC Grant # Project Description Unexpended Balance TABLE 6: FY 2016 FTA Triennial Review — Summary of Findings Deficiency Corrective Action Inadequate oversight of subrecipient / third- party contractor / lessees. The grantee must submit approved procedures to the FTA regional office to monitor other entities with responsibility for meeting FTA requirements. The grantee must provide evidence of staff training. Closed: 5/17/2016 Lacking a language assistance plan. The grantee must provide the FTA RCRO with evidence of RTA and contractor staff training as outlined in the LAP as well as evidence that LAP training will be conducted in accordance with RTA's Title VI program in the future. Closed: 5/17/2016 No contract administration system. The grantee must provide the FTA regional office with documentation of an adequate contract administration system. The grantee must submit to the FTA regional office revised contract administration procedures, evidence of board approval and documentation of staff training. Closed: 4/20/2016 FY17-FY19 SRTP EMI lii ME fomq1-mspirdim{ammsim Table 7 -- Service Provider Performance Targets Report FY 2016/17 Short Range Transit Plan Review Riverside Transit Agency Data Elements FY 2016/17 Plan FY 2016/17 Target FY 2016/17 Year to Date Through 3rd Quarter Year to Date Performance Scorecard Unlinked Passenger Trips 9,429,779 Passenger Miles 67,566,634 Total Actual Vehicle Revenue Hours 843,176.0 Total Actual Vehicle Revenue Miles 12,997,974.0 Total Actual Vehicle Miles 15,601,396.0 Total Operating Expenses $75,997,588 Total Passenger Fare Revenue $15,134,100 Net Operating Expenses $60,863,488 Performance Indicators Mandatory: 1. Farebox Recovery Ratio I 19.91% I >= 17.48% I 20.96% I Meets Target Discretionary: 1. Operating Cost Per Revenue Hour $90.13 <= $81.46 $88.14 Fails to Meet Target 2. Subsidy Per Passenger $6.45 >_ $4.31 and <_ $5.83 $6.61 I Fails to Meet Target 3. Subsidy Per Passenger Mile $0.90 >= $0.60 and <= $0.82 4. Subsidy Per Hour $72.18 >= $51.63 and <= $69.85 $69.66 Meets Target 5. Subsidy Per Mile $4.68 >= $3.32 and <= $4.49 $4.51 Fails to Meet Target 6. Passengers Per Revenue Hour 11.20 >= 10.20 and <= 13.80 10.50 Meets Target 7. Passengers Per Revenue Mile 0.73 >= 0.65 and <= 0.89 0.68 Meets Target Note: Must meet at least 4 out of 7 Discretionary Performance Indicators Productivity Performance Summary: Service Provider Comments: TransTrack Manager'"' 4/20/2017 Page 1 of I ��M M E �� l i e s i v m 1 - m s p r u i m { a m R s i m F Y 2 0 1 7 / 1 8 - T a b l e 8 - - S R T P P e r f o r m a n c e R e p o r t S e r v i c e P r o v i d e r ; R i v e r s i d e T r a n s i t A g e n c y A l l R o u t e s P e r f o r m a n c e I n d i c a t o r s F Y 2 0 1 5 / 1 6 E n d o f Y e a r A c t u a l F Y 2 0 1 6 / 1 7 3 r d Q u a r t e r Y e a r - t o - D a t e F Y 2 0 1 7 / 1 8 P l a n F Y 2 0 1 7 / 1 8 T a r g e t P l a n P e r f o r m a n c e S c o r e c a r d ( a ) P a s s e n g e r s 9 , 2 3 8 , 2 6 5 6 , 5 9 1 , 0 9 4 8 , 8 7 8 , 2 0 6 N o n e P a s s e n g e r M i l e s 6 6 , 0 5 6 , 9 4 8 6 3 , 8 0 7 , 1 2 1 N o n e R e v e n u e H o u r s 7 8 7 , 9 7 7 . 9 6 2 5 , 0 4 9 . 9 8 7 4 , 0 9 2 . 0 N o n e T o t a l H o u r s 9 0 0 , 6 6 5 . 0 7 1 9 , 1 7 8 . 9 1 , 0 1 1 , 1 6 5 . 0 N o n e R e v e n u e M i l e s 1 2 , 3 4 1 , 9 7 6 . 3 9 , 6 5 1 , 7 5 4 . 3 1 3 , 3 7 8 , 8 0 9 . 0 N o n e T o t a l M i l e s 1 5 , 1 3 6 , 0 2 6 . 1 1 2 , 0 1 5 , 5 0 3 . 8 1 6 , 8 4 4 , 5 1 8 . 0 N o n e O p e r a t i n g C o s t s $ 6 3 , 6 1 0 , 2 3 1 $ 5 5 , 0 2 3 , 7 8 8 $ 8 1 , 5 9 8 , 8 3 0 N o n e P a s s e n g e r R e v e n u e $ 1 4 , 8 7 9 , 0 8 5 $ 1 1 , 5 3 5 , 6 0 5 $ 1 4 , 8 9 2 , 5 4 6 N o n e O p e r a t i n g S u b s i d y $ 4 8 , 7 3 1 , 1 4 6 $ 4 3 , 4 8 8 , 1 8 3 $ 6 6 , 7 0 6 , 2 8 4 N o n e O p e r a t i n g C o s t s P e r R e v e n u e H o u r $ 8 0 . 7 3 $ 8 8 . 0 3 $ 9 3 . 3 5 N o n e O p e r a t i n g C o s t P e r R e v e n u e M i l e $ 5 . 1 5 $ 5 . 7 0 $ 6 . 1 0 N o n e O p e r a t i n g C o s t s P e r P a s s e n g e r $ 6 . 8 9 $ 8 . 3 5 $ 9 . 1 9 N o n e F a r e b o x R e c o v e r y R a t i o 2 3 . 3 9 % 2 0 . 9 6 % 1 8 . 2 5 % N o n e S u b s i d y P e r P a s s e n g e r $ 5 . 2 7 $ 6 . 6 0 $ 7 . 5 1 N o n e S u b s i d y P e r P a s s e n g e r M i l e $ 0 . 7 4 $ 1 . 0 5 N o n e S u b s i d y P e r R e v e n u e H o u r $ 6 1 . 8 4 $ 6 9 . 5 8 $ 7 6 . 3 1 N o n e S u b s i d y P e r R e v e n u e M i l e $ 3 . 9 5 $ 4 . 5 1 $ 4 . 9 9 N o n e P a s s e n g e r s P e r R e v e n u e H o u r 1 1 . 7 0 1 0 . 5 0 1 0 . 2 0 N o n e P a s s e n g e r s P e r R e v e n u e M i l e 0 . 7 5 0 . 6 8 0 . 6 6 N o n e a ) T h e P l a n P e r f o r m a n c e S c o r e c a r d c o l u m n i s t h e r e s u l t o f c o m p a r i n g t h e F Y 2 0 1 7 / 1 8 P l a n t o t h e F Y 2 0 1 7 / 1 8 P r i m a r y T a r g e t . T r a n s T r a c k M a n a g e r ' " ' 4 / 2 6 / 2 0 1 7 P a g e 1 o f 1 TABLE 9A — HIGHLIGHTS OF SRTP Operating & Financial Data FY 13/14 FY 14/15 FY 15/16 FY 16/17 Estimate FY 17/18 Planned Systemwide Ridership 9,568,758 9,651,592 9,238,265 9,429,782 8,878,202 Operating Costs Per Revenue Hour $79.90 $83.23 $80.73 $90.45 $93.35 Recent Trends: The trend since early 2015 and especially in 2016 has been downward for ridership as gas prices have remained low and the economy continues to create more jobs leading to more people opting to purchase cars and lesser use of transit. FY17 saw the first full year of operation of the PVL service improvements, as well as the following service improvements: • Extended Route 30 in September 2016 to better serve the May Ranch section of City of Perris. • New Route 54 Downtown Riverside Metrolink Shuttle implemented October 2016. • Implemented Sunday service the remaining three no -service days: Thanksgiving, Christmas and New Year's Day. • Streamlining Downtown Riverside bus operations together with the closure of the existing Downtown Riverside Bus Terminal was implemented in January 2017, including the restructure of Route 16 by terminating this route at University of California Riverside and coordinating the service with Route 1. • Routes 31 and 35 were merged to provide a one -seat ride between Hemet, San Jacinto, and Moreno Valley. Proposed Service Changes for FY 2018: The FY18 service plan includes the following service changes: • New RapidLink GoldLine service from Corona to University of California Riverside (effective August 27, 2017). • New CommuterLink express Route 200 service on the SR-91, utilizing the new express lanes in Riverside County, and replacing existing Route 216 (effective January 14, 2018). • Improve Route 19 Perris — Moreno Valley weekday service to 15-minute frequency (effective January 14, 2018). • Riverside Festival of Lights special Route 54F shuttle. Operating Budget ($81,598,830): • Increase of 7% over FY17 mid -year budget. Variance analysis by cost element is provided below: o Salaries —12.2% increase due to headcount growth in operation and maintenance from service increases and limited administration headcount growth. o Purchased Transportation — 3.6% increase due to contracted rates. o Benefits — 3.8% increase due to headcount growth. o Services — 21.6% increase due to strategic studies. o Materials & Supplies — 6.3% increase due to parts and supplies usage costs. Capital Budget ($5,392,568): • RTA's 3-Year Capital Improvement Plan (CIP) is updated to reflect the current economic outlook and service needs with a focus on items which are mandatory to support our current service profile. FY 2018 CIP projects are funded with Federal Sections 5307 and 5339 and State Transportation Assistance (STA). A summary by project element for FY 2018 is shown below: o Revenue Vehicles - $2.6 million for (11) Contracted Fixed Route and (5) DAR vehicles. o Non -Revenue Vehicles - $.3 million for (1) car, (3) trucks and (2) trailers. o Facility - $.4 million for Mobility Hub in Hemet (Federal 5339) o Facility Maintenance - $2.0 million for operations and facilities maintenance projects o Maintenance - $1.4 million for tire lease, parts, equipment and software. o Associated Transit Improvements - $.05 million for bus stop enhancements. Table 9B - Fare Revenue Calculation (consistent with Commission Farebox Recovery Policy) Revenue Sources included in Farebox Calculation Actual Amount from FY 2015/16 Audit FY 16/17 Budget FY 17/18 (Plan) 1. Passenger Fares 10,969,984 11,050,000 9,800,000 2.Interest 13. General Fund Supplement 4. Measure A 2,823,761 2,845,122 3,260,975 5. Advertising Revenue 18,425 18,000 15,000 6. Gain on Sale of Capital Assets 5,205 7. CNG Revenue 158,637 125,000 150,000 18. Lease/ Other Revenue 97,801 62,100 63,970 9. Federal Excise Tax Refund 10. Investment Income 141,416 50,000 100,000 11. CaIPERS CERBT 12. Fare Revenues from Exempt Routes (608,331) 13. Other Revenues 656,824 1,205,000 1,502,601 TOTAL REVENUE 14,263,722 15,355,222 14,892,546 for Farebox Calculation (1-13) TOTAL OPERATING EXPENSES 58,672,060 76,263,710 81,598,830 for Farebox Calculation FAREBOX RECOVERY RATIO 24.31% 20.13% 18.25% Table 10 Riverside Transit Agency FY 2018 - 2022 TUMF Tansportation Improvement Program Fiscal Year FY16-17 FY 17-18 FY 18-19 FY 19-20 FY 20-21 FY 21-22 Current Total Original Programmed Programmed Programmed Phase Balance Payments/Exp Phase Cost Forecast Revenuesl Carryover (as of 6/30)2 $ 357,000 $ 15,057,619 $ 364,140 $ 15,057,619 $ 364,140 $ 13,636,209 $ 371,423 $ 8,073,530 $ 371,423 $ 2,197,886 $ 371,423 $ $ 16,900,168 $ 1,516,905 $ 16,587,717 TIP Amended June 2016 5-Year Avail 5-Year Forecase/Cash Programmed 5-Year Balance Available Revenues $ 15,976,024 3 $ 15,421,759 $ 14,000,349 $ 8,444,953 $ 2,569,309 $ 371,423 $ 16,863,106 $ 13,642,673 $ 3,220,433 Funded Expenditures Phase 09-HS-RTA-1130 Hemet Mobility Hub° ALL $0 $ 469,559 $ 1,500,000 $ 1,500,000 $ 735,526 $ 4,205,085 $ 70,903 $ 4,275,988 12-NW-RTA-1131 UCR Mobility Hub ALL $0 $ 200,000 $ 1,800,000 $ 1,457,468 $ 3,457,468 $ $ 3,457,468 09-SW-RTA-1132 Promenade Mobility Hub ALL $0 $ 200,000 $ 1,491,819 $ 1,691,819 $ 978 $ 1,692,797 07-NW-RTA-1118 Associated Transit Enhancements Program ENH $106,804 $ 361,780 $ 449,600 $ 449,600 $ 349,817 $ 1,610,797 $ 133,390 $ 1,744,187 11-NW-RTA-1143 Long Range Planning ENH $0 $ 240,000 $ 20,000 $ 20,000 $ 20,000 $ 6,033 $ 306,033 $ 293,967 $ 600,000 11-NW-RTA-1147 Riveside Metrolink Station ENH ENH $75,000 $ - $ 75,000 $ 75,000 13-NW-RTA-1174 Vine Street Mobility Hubs ALL $3,000 $ 100,000 $ 1,954,549 $ 1,463,966 $ 365,390 $ 3,883,905 $ 3,000 $ 3,886,905 13-NW-RTA-1168 RapidLink Gold Line ALL $733,601 $ 48,811 $ 48,811 $ 939,667 $ 988,478 13-CN-RTA-1170 RapidLink Blue Line ENH $0 $ 200,000 $ 500,000 $ 800,000 $ 1,500,000 $ $ 1,500,000 13-SW-RTA-1171 Associated Transit Enhancements ENH $0 $ 65,400 $ 65,400 $ 65,450 $ 196,250 $ $ 196,250 Total Programmed Capital Improvements $ 16,900,168 $ 1,516,905 $ 18,417,073 Annual Capital Funded Expenditure $918,405 $ 1,785,550 $ 5,926,819 $ 6,247,067 $ 2,569,309 $ 371,423 Projected Funded Balance carryover $15,057,619 $ 13,636,209 $ 8,073,530 $ 2,197,886 $ - $ - Fiscal Year FY 17-18 FY 18-19 Summary Table FY 19-20 FY 20-21 FY 21-22 Available Revenue Programmed Phases Carryover Balance Notes: 1) Assume flat revenue for FY20 through FY22. 2) Assume the disbursment in Feb 2017 includes the revenue collected in the first half year of FY17. 3) Estimated based on the Feb 2017 disbursement and estimated FY17 expenditures 4) Project amount increased with FY16 and FY17 projected amounts. 5) Project amount increased with the project revenues from FY18 through FY22. $ 15,421,759 $ 14,000,349 $ 8,444,953 $ 2,569,309 $ 371,423 5-Year Ava11, Forecase/Cash r5-Year Programmed 5-Year Balance $ 1,785,550 $ 13,636,209 $ 5,926,819 $ 8,073,530 $ 6,247,067 $ 2,197,886 $ 2,569,309 APPENDIX A: RTA SYSTEM MAP AND FIXED -ROUTE MAPS « Route 200 to Anaheim « Routes 205, 216 to Village at Orange «OCTA 794 to South Coast Metro 0 z METROLINK POMONA ONTARIO Q BELLEGRAVE Route 204 continues to Montclair Transit Center. ' Swan Lake MHP s LIMONITE 68TH ST EASTVACE CITRUS Norco City Hall 4TH Norco Senior Center d LAMPTON Norco College 3RD 6TH ST CORONA JURUPA PHILADELPH Country Village a o s ▪ GRANITE HILLS MISSION BLVD The Pedley Metrolink M I R A L O M A s_Station ARLINGTON NORCO T Corona Transit Center 0© 206 21 Corona Cruiser Blue, Red HIDDEN VALLEY • Corona Z Transit • Center. • 10TH Corona Regional Medical Center 216� 6TH ST Vintage Terrace Senior Community Canyon Community Church Park and Ride LIMONITE F 9/ <, La Sierra --,Rs University 4, Q TEMESCALCANYON» DOWNTOWN RIVERSIDE DETAIL 8 THIRD CT .O N 3 FUURTH 51 FIFTH CT SIXTH ST Fox Pe AI NINTH cT 46 19 I Convention � Center el t/1 H w Y Q 1 rforming is Center White Park TFNTH ST ELEVENTH ST 1- to 0 Z J Q ■ TWELFTH ST I 11 THIRTEENTH ST FOURTEENTH ST Riverside Community Hospital O to H W cc Q 2 MAGNO 20 z JURUPA VALLEY METROLINK ARLINGTON \MONSE County COUNTY Mental FARM ealth Galleria at Tyler Kaiser Hospit HOME GARDENS « DOS LAGOS Tom's Farms view Hospi 9 �'4 • cy \�o\PAP La Sierra TROLINK Metrolink 17 Station �y 9 LEGEND 0 Stop Location Number Route Numbers NB=Northbound / SB=Southbound EB=Eastbound / WB=Westbound CW=Clockwise t/1 W L Q Main OLibrary MISSII IN INN AV CourthouseDetention ®Center Hall of Justice FIFTEENTH ST T Galleria at Tyler 0 10 Elio ®®® 200 Lake Mathews ARLINGTON r4' 20 10 Brock 3/0 oQ SEE DOWNTOWN RIVERSIDE DETAIL nArcade ARLINGTON C RIVERSIDE TEMESCAL CANYON Omnitrans 215 Omnitrans 215 Omnitrans 215 Omnitrans 215 VAN BUREN CENTER CT 0 a OLoma Linda VA a BARTON m Hospital Loma Linda University Medical Center GRAND TERRACE HIGHGROVE Hunter Park Metrolink Station `O/Uiy1eq I METRONNK MARLBOROUGH Ssf(� 13 � 4,4 SPRU F� « MASS.3RD ML KING BLAINE LINDEN 52 208 210 212 WOODCREST CAJALCO OR OQs2,� 210/SunLine 220 O UNIVERSITY AV 1' = 210/SunLine 220 I CDMIN® 3c 00 oL'") oY O �c o '. i N T Riverside - Downtown Metrolink Station Q®EEI 200 208 210 Omnitrans 215 Amtrak SunLine 220 Metrolink �*‘• Outlet Centercoeez 41111 Hunter Park/UCR Metrolink Station ®® Metrolink T UCR at Bannockburn 14 0 * Moreno Valley Mall m 16 18 26 ® 208 Sunline 220 CANYON CREST MLK High School LOCHMOOR «MISSION METROLINK GROVE Moreno Valley March Field Social Metrolink Station Security Office MARCH JPA ORANGETERRACE LOMA LINDA 0 Moreno : Valley • Mall : LYPTUS TOWNGATE MARIPOSA MEAD VALLEY z OAKLAND, RIDER m Mead Valley Community Center MEADOWBROOK T Lake Elsinore Outlet Center 0 8El Lake Elsinore STOP LOCATION NUMBER 0 Brockton & 14th © Brockton & 14th © Brockton & 10th © Brockton & University 0 University & Brockton Q Mission Inn & Brockton 0 Mission Inn & Brockton ['Magnolia & 14th mi Magnolia & 15th m Market & 12th ® Market & 12th ® Market & 10th m Market & 10th ® University & Market in Market & University m Market & 6th m Market & 6th m Market & 4th Eli Market &3rd ® University & Market © University & Market m Orange & 12th ® Orange & 10th m Orange & University ® Main & 12th m 14th & Orange Grove m Lemon & 14th in Lemon & 12th ® University & Lemon ® University & Lemon 0 Lemon & University ® University & Lemon LAKE ELSINORE ROUTES SERVED & DIRECTION 14E6 14WB 14WB 14WB 14EB,22NB/SB 49EB 49W6 1WB, 13WB, 15WB, 50W6 1EB, 13EB, 15EB, 50E6 1WB, 13WB, 15WB 1EB, 13E6, 15E6 1WB, 13WB, 15W6 13E6,15EB 14WB, 22NB, 29EB/WB, 49EB/WB 12E6,204NB 12WB, 29EB 12EB, 29WB 12WB 12EB, 29WB 1 EB,12WB,13EB,14EB,15EB, 22SB, 54CW, 204SB 1WB, 13WB, 15W6 10WB, 12WB, 13EB 10WB I0WB,I2WB,13EB 50EB/WB 10WB, 12WB, 13EB 10EB,12EB,13WB, 54CW 10EB, 12EB, 13WB, 54CW, 200EB/WB, 208NB/SB, 210EB/WB, 212EB/WB, 216EB/WB 1 EB,14EB,15EB, 22SB, 54CW, Omnitrans 215 10WB, 14WB, 15WB, 22NB 10EB 1WB OLD LAKE RD M c MANZANITA s IRONWOOD m CENTERPOINT TOWNGATE g z City . Hall CACTUS MEYE March • ARB HEMLOCK SUNNYMEAD o 1 COTTONWOOD T MVMF Metrolink Station CAJALCO Mead Valley Library Metrolink 0WESTON 30 SAN JACINTO Canyon La RAILROAD OWRD almart ELLIS Wildomar Independent And a Assisted Living 9�0'799 �=P s yoo �Q�'s Q�Q 9ycFy STOP LOCATION NUMBER Inside Metrolink Station Board at Bay G El Inside Metrolink Station Board at Bay H El Vine & Metrolink Station Board at Bay D FaVine & Metrolink Station Board at Bay D raVine & Metrolink Station Board at Bay C ai Vine & Metrolink Station Board at Bay F ES Vine & Metrolink Station Board at Bay E cg Vine & Metrolink Station Board at Bay A ZIVine & Metrolink Station Board at Bay A Mi Vine & Metrolink Station Board at Bay B El Market & 4th Vi Market & 10th 48 Orange & 10th 0 10th & Main 110 Inside Metrolink Station Board at Bay I RAMONA II .z MORGAN z 208 212 4TH ST MORENO 5, VALLEY EUCALYPTUS ALESSANDRO Riverside • niversity Medical Cente ti CACTUS GENTIAN i IRIS Y EXPWY « EUCALYPTUS Walmart T Riverside University Medical Center T Moreno Valley College PERRIS FAIRGROUND MAY RANCH RIDER ST ORANGE L"30 „IL NUEVO 1127 T Perris Station Transit Center BONNIE DR South Perris Metrolink Station METROLINK T South Perris Metrolink Station Metrolink T Cherry Hills & Bradley El QUAIL VALLEY Fire Station Canyon Lake City Hall Wildomar City Hall Inland Valley r•-- -, Medical Center WILDOMA 1-1 ROUTES SERVED & DIRECTION Omnitrans 215 12WB, 13EB Metrolink CHAMBERS AVE S UN Menifee City Hall ROHRABACHER MURRIETA CLINTON KEITH City Hall qt, & Senior Center Rancho Springs edical Center ROUTE 51 Crest Cruiser *university Village &Village Towers Apts Post Office RT Riverside Transit Agency Welcome aboard the Riverside Transit Agency (RTA), your community transportation provider. The RTA operates 46 bus routes to provide you with safe, cost-effective and reliable service in western Riverside County. We hope that this System Map is useful to you in planning your trip. Should you need additional information, please call the Customer Information Center at (951) 565-5002. MAP NOT TO SCALE Route Number Route Path 33333 Commuter Routing ==c Alternate Routing Ell 208 210 MEI SunLine 220 RIVERSIDE T Chicago & Central Legend I Map not to scale 0 Transfer Point and Information 0 Trolley Stops LA PIEDRA Mt n Jacinto Co ge-Menifee Loma Linda University Medical Center MUR TA HOT SPRINGS • Equity Dr &Ynez Rd 24 ill T County Center Drive EillIEM City soimmwi4 Hall COMM Crest Dr. fr Canyon Crest &Central El Canyon Crest Towne Centre WINCHESTER Promenade Mall T Hemet Valley Ellin THORNTO MUSTANG FRUITVALE - FRENCH VALLEY :-SKY VIEW ALGRAVE THOMPSON BANNING t';'' STAGECOACH L7, PLAZA HUG T Mt. San Jacinto College Mt San Jacinto College THORNTON HEMET Soboba Casino VALLE VISTA THORNTON EAST HEMET Date: January 8, 2 side T Sunline 220 continues to Palm Desert MAGDAS COLORADOS AULD Southwest Justice Center French Valley Airport TECHNOLOGY 79 TEMECULA T Promenade Mall Parking Structure Community Center to Oceanside Temecula Trolley • 61 County Center 24 111 61 79 • • • • • • Palm Plaza Shopping Cen er Extended Stay America °E!lAbbott Western Legend I Map not to scale 0 Transfer Point and Information 0 Trolley Stops • • • The Promenade at Temecula 55 Th RUSTIC GLEN DR • T Promenade Mall Parking Structure El 79 202 205 206 208 VERLAND DR PEPPERCORN Pechanga Temecula Walmart tREDHAWK to Escondido Transit Center UCR - Downtown Riverside - Corona Information Center (951)565-5002 Web site www.RiversideTransit.com Routing and timetables Sunday service on: Memorial Day, Independence Day, Labor Day, Thanksgiving Day, Christmas subject to change. Rutas y horanos son sujetos a cambios. O Day and New Year's Day. T University & Lemon 0 10 14 ®® 54 216 T Market & University 0 204 208 210 Omnitrans 215 14 29 49 54 204 Miss' T Iowa &Blaine • ton Inn Ave unwersityAve T Riverside - Downtown Metrolink Station Boarding diagram I Page 35 0® 54 Omnitrans 215 SunLine 220 208 210 Metrolink El 216 14thSt Riverside Amtrak 41p Magnolia & 15th 50 • Brockton Arcade Q 10 14 RIVERSIDE T Galleria at Tyler Adamsst T 010 m ®® 9 -a! K-Mart 31'dst • T B[aineS a t Q m Q 3 v o �; c T University Village 9th • Cesar Chavez ..Community . �w . Center • Riverside - Downtown Metrolink Community . Station Hospital Riverside OCity College • 1 Riverside CentmlM.S. Plaza Central Ave • • .O pr1ingtoo Ave Marry Library tea. Q- Ramona H.S. c •a Madison st O California 'fan Buren Parkview ' Baptist WC/Community University Hospital Q ov, a 91 • Boarding diagram I Page 32 ®®® m 216 T Corona Transit Center Boarding diagram I Page 31 Inn 206 216 Corona Cruiser Blue, Red West Corona Metrolink Station ad Foss\t° Smith Ave E Auto Cente • ChemawaM.S. Sherman Indian H.S. Arlington Library Galleria TY[erst at Tyler ©irandB[vd Corona Park And -Ride Corona City Hall • Kaiser Medical Center [a-nerraAve °e9a5M.5. CORONA McKinley St Home Gardens Library ry�a1?f t 0 UCR T' UCR at Bannockburn 0 16 lal EEI 204 T Chicago & University ®®m RTA and Corona Cruiser honor each other's Day and 30-Day passes at shared stops. Legend I Map not to scale O Time and/or Transfer Point QTransfer Point and Information cm,m Alternate Routing ® Long-term Detour Routing T La Sierra & Magnolia 0®® T Magnolia & McKinley 0 Corona Cruiser Blue T T 6th & Smith 0 T 6th & Main Corona Cruiser Red 1 3 Corona Cruiser Blue, Red 36I RIVERSIDE TRANSIT AGENCY Routing and timetables subject to change. Rutas y horarios son sujetos a cambios. T Limonite & Hamner 29 Eastvale, Norco, Corona Information Center (951)565-5002 Web site www.RiversideTransit.com Sunday service on: Memorial Day, Independence Day, Labor Day, Thanksgiving Day, Christmas Day and New Year's Day. Bellegrave Ave O EASTVALE 58t58t—th�Q 110 Vernola Marketplace Harada 65th St Heritage Park O 68thSt Eastvale Gateway River HeightslS. Eleanor g Roosevelt g ,f H.S. ro Citrus St Norco Library 6th St 5th St ODMV Post Office lo# DPSS O1=1" Norco City Hall 4th St Norco Seniors© Center «Lampton Ln 3rd St Norco O College 3rd St • • • 2nd St 15 ■ « Limonite Ave L z North Main Plaza • Main & Parkridge © Corona Cruiser Blue T W Grand & 6th IEEE a Z O Corona O Senior V Center Library 8th St ©• 10th St Ontario Ave Corona Transit Center 0 W. Grand Corona Park - And -Ride Corona Mall NORCO Legend I Map not to scale O Time and/or Transfer Point O Transfer Point and Information ® Weekdays Only RTA and Corona Cruiser honor each other's Day and 30-Day passes at shared stops. T Corona Transit Center 15 *Main & 6th IEEE Corona Regional Medical Center Boarding diagram I Page 31 IEEE 206 216 Corona Cruiser Blue, Red 6th St �e o��aP \,\\4\ T Belle & 10th EE Corona Cruiser Blue, Red 44I RIVERSIDE TRANSIT AGENCY 8 Lake Elsinore, Wildomar Loop Routes Information Center (951)565-5002 Web site www.RiversideTransit.com Routing and timetables subjectto change. Rutas designadas y horarios son sujetos a cambios. O, N Lakeside H.S 74 Ortega Hwy LAKE ELSINORE Legend I Map not to scale OTime and/or Transfer Point OTransfer Point and Information Sunday service on: Memorial Day, Independence Day, Labor Day, Thanksgiving Day, Christmas Day and New Year's Day. Lake Elsinore Outlet Center Psi T Outlet Center Chase r Bank Se, 0 Railroad Canyon Rd SQWalmart , Served first on NB trip Baldwin Blvd O f OMa�a9a�a • Lakeland Village M.S. 0 Los Mission Trail Librar or�re Wildomar Independent and Assisted Living �5O David A Brown M.S. .6§6\ ' WILDOMAR Sea' T/ Walmart 40 Wildomar Independent and Assisted Living 8 481 RIVERSIDE TRANSIT AGENCY Routing and timetables subject to change. Rutas y horarios son sujetos a cambios. IO Big Springs & Watkins - Downtown Riverside - Galleria at Tyler Information (enter (951)565-5002 Web site www.RiversideTransit.com Sunday service on: Memorial Day, Independence Day, Labor Day, Thanksgiving Day, Christmas Day and New Year's Day. T University & Lemon 0 10 14 ®® Ell 54 216 T Orange & 10th ®® 10 T Brockton Arcade 0 10 m® 204 208 210 Omnitrans 215 T Iowa & Blaine 10 14 `ems RTA '1 4 Fox Theater tg Missi00111 ve Univetgol Ave 10thS1 Sty 10 4,1 Legend I Map not to scale O Time and/or Transfer Point O Transfer Point and Information clmm, Alternate Routing T Galleria at Tyler Boarding d'agram 'Page 32 0 10 rims ®rim 216 14 Q m m F d,9 • `P K-Mart -5 51/4" John North r44 H.S. sk4 �P \OL Riverside Sports DCR Complex T County Administration Center 10 ®® 54 208 - G 210 O7-°"est Riverside city !1 c College y Pol �e u �P H.S. O Plaza 'aro Riverside Ce a.....r _ 1> . 9°P WB Only 216 Brockton Arcade Marcy Library FBpnce Calif. Sch. Y for Deaf Dame C050 H.S. Blanca Library Q Madison St 97 7 Gage M.S. Arlington Jackson© RIVERSIDE Van Buren Drive -In BDrery Bl✓d Arlington Library 0 Galleria at Tyler 54I RIVERSIDE TRANSIT AGENCY Moreno Valley Mall/March ARB Loop Route Routing and timetables subjectto change. Rutas y horarios son sujetos a cambios. \O T Moreno Valley Mall Information Center (951)565-5002 Web site www.RiversideTransit.com Sunday service on: Memorial Day, Independence Day, Labor Day, Thanksgiving Day, Christmas Day and New Year's Day. Boarding diagram I Page 33 m Min 16 18 19 26 208 210 SunLine 220 • Moreno 0 Valley Mall Vt1° CenterPWiltDr d sr, Towngate Blvd MORENO VALLEY T. Frederick & Alessandro m 20 March ARB Ironwood Ave « Counter -clockwise I Clockwise» Kaiser Medical Offices Sunnymead Eucalyptus Ave M.5. a Moreno Valley H.S. Cottonwood Ave 6 City Hall Alessandro Blvd Cactus Ave Legend I Map not to scale O Time and/or Transfer Point O Transfer Point and Information CD o Meyer Dr O JFK Dr «Clockwise I Counter -clockwise» Post Sunnymead Blvd ro 0 fiice T Heacock &Sunnymead !al m Hemlock Ave I< 0 19 T Heacock & Cottonwood m 18 ' Riverside County Superior Court T Alessandro & Heacock m 20 c Badger Springs M.S. 58I RIVERSIDE TRANSIT AGENCY Routing and timetables subject to change. Rutas y horarios son sujetos a cambios. O La Cadena & Stephens - Downtown Riverside - Merced & Magnolia Information Center (951)565-5002 Web site www.RiversideTransit.com Sunday service on: Memorial Day, Independence Day, Labor Day, Thanksgiving Day, Christmas Day and New Year's Day. Ruth Lewis s Community N Center/Reid Park a Center St s�4l CX Rc, Interchange * Alamo St RIVERSIDE T Market & University 0®® ® 29 49 T Orange & 10th 10 T County Administration Center ®®m T Streeter & Arlington ®® T Van Buren & California ®®® County Mental Health O Countyy • d Farm Rd La Sierra P°e . University `" e�e``Q© Hole Ave ly�P� d� ©Galleria Kaiser at Tyler Hospital A �^� P \�iy d� A• "*°4 CASA Riverside r T Merced & Magnolia 0®® Juvenile Hall 10 208 210 216 a v Arlington Ave • o. "6 JQ P�e oo��a �a T Galleria at Tyler Janet Goeske Ctr. Boarding diagram I Page 32 ®®® m 216 Fox Theater Y Univ. Ave() CDc_ .iverside Russell St 0 co Sa Salvation Army r, 3 p_ y ,E, Riverside County Administrative Center 10th St 1¢ J O Hall oflustice 14th St Riverside City College» Jurupa Ave �O, 0 OFild6 91 045 ,f T Magnolia & Elizabeth 0®® 14 El 20 Legend I Map not to scale IO Time and/or Transfer Point OTransfer Point and Information m Alternate Routing 62 1 RIVERSIDE TRANSIT AGENCY Routing and timetables subject to change. Rutas y horarios son sujetos a cambios. IO N Hunter Park Metrolink Station - Downtown Riverside - Galleria at Tyler Information Center (951)565-5002 Web site www.RiversideTransit.com Sunday service on: Memorial Day, Independence Day, Labor Day, Thanksgiving Day, Christmas Day and New Year's Day. T Hunter Park Metrolink Station Ella Metrolink T Iowa & Spruce ® 14®® T Chicago & University =El14El Westbound--.- T Orange & 10th Ella T Market & University =®Elmla 10 29 49 54 204 T Market & 10th =Ella RIVERSIDE T Arlington & Monroe Ella Norte Vista H.S. Pie 0 Waimea V�JSt P`Tf N \eSP,e Wells M.S. T Arlington & Tyler aao 0 w ©-;00 Metrolink Station osq Hunter Park PVe �S Q�oSeS Eastbound t �, • . O' •RTA John • '�� • North H.S. • • �taS't ..O Post .. ... •P�e ' �.Office r Rivers, 10th St °City Hall • ' ' Riverside 6 Community Hospital • O Riverside Central M.S.• City College T Magnolia & 15th =Ella 50 (.es`'''s °e Sierra M.S. P°e 4110 Riverside ,4\v)o0 Airport . t • T o� T Colorado & Van Buren OG o- &SS aas` 1,°Q \‘‘.bC Galleria Oat Tyler 9..? •AeSi° Lary A-n '• ".r P ,`o • �L \to- Stratton Community Center Riverside • County Administrative Center 0 Riverside Plaza T County Administration Center ®El 10 54 208 210 216 Legend I Map not to scale O Time and/or Transfer Point O Transfer Point and Information ® Alternate Routing • Galleria at Tyler Boarding d agram I Page 32 14 la®® 216 66I RIVERSIDE TRANSIT AGENCY Routing and timetables subject to change. Rutas y horarios son sujetos a cambios. O Galleria at Tyler - Downtown Riverside - Loma Linda VA Hospital Information Center (951)565-5002 Web site www.RiversideTransit.com Sunday service on: Memorial Day, Independence Day, Labor Day, Thanksgiving Day, Christmas Day and New Year's Day. RTA does not serve Michigan Ave., Omnitrans Route 325 does. Loma Linda VA Hospital 14 Omnitrans 2,19, 325, SBX 1111 0 �c4O VA Loma Linda e,Ct 1 University?O'rtot\ Hospital COLTON LOMA L I N D A Loma Linda • . '\\C\'(�UniversityHaspital �, • .c> O� CO • •�\O-% $•' • GRAND 71 TERRACE \a Ito*�o\No• ' • N. T Market & University 0 14 29 49 5 T University & Chicago 0® 14 El e0- HIGHGROVE T Center & Michigan 14 Omnitrans 325 a 3ta5ti• goe,`c ' f(--Mart 4 •• h . UniversityAve� g university •�� Village Riverside Community Hospital 204 T University & Brockton 14 22 T Brockton Arcade 0 10 14 EI Q' �l DMV a Riverside Plaza ©,a • California School Riverside B,ac for the Deaf Medical SIO Center Galleria at Tyler m )fir Cesar Chavez Community Center T Iowa & Blaine 10 14 T University & Lemon 0 10 14 ®® 204 208 210 216 Omnitrans 215 © Madison St RIVERSIDE T Galleria at Tyler Boarding d'agram I Page 32 216 Legend I Map not to scale O Time and/or Transfer Point O Transfer Point and Information iO I RIVERSIDE TRANSIT AGENCY Routing and timetables subject to change. Rutas y horarios son sujetos a cambios. IO N Downtown Riverside - Merced & Magnolia Information Center (951)565-5002 Web site www.RiversideTransit.com Sunday service on: Memorial Day, Independence Day, Labor Day, Thanksgiving Day, Christmas Day and New Year's Day. T University & Lemon M 10 14 ®I® 54 216 204 208 210 Omnitrans 215 T Market & University M 14 29 49 54 204 T Riverside - Downtown Metrolink Station Boarding diagram I Page 35 MEO 54 Omnitrans 215 SunLine 220 208 210 El 216 Metrolink Amtrak Legend I Map not to scale 0 Time and/or Transfer Point OTransfer Point and Information cm Alternate Routing La Sierra University PtSso9�p0PVe Loma Vista M.S. La Siena Senior Center O LA SIERRA Norte Vista H.S. s T� f Hole Ave T La Sierra & Hole/Pierce SP La Siena Qaq• rrd,9` H.S. oa e 1 ID La Sierra & Magnolia MIMEO CED P,P��PSf . T Magnolia & 15th \v Pie METROLINK Riverside - Riverside Downtown d City Hall Metrolink Station • •Riverside Riverside CommunityO City College 50 T Brockton Arcade M 10 ImEO Hospital d Ce ntral 4. M.S. y v RIVERSIDE Kaiser Hospital Hilkrest H.S. d T Arlington & Monroe Riverside', .o, Airport • Pg�o9 T Arlington &Van Buren EOI® Qa¢ c�a La Sierra Metrolink Station Marry Library Q 15elsae0sn � Riverside Plaza Arlington o0 Square �J T Arlington & Streeter CEO Galleria at Tyler s P c"0 as �c Arizona M.S. T Galleria at Tyler Boarding diagram I Page 32 lo EWE EO®m 216 i La Sierra Metrolink Station El OCTA 794 14 74I RIVERSIDE TRANSIT AGENCY Routing and timetables subject to change. Rutas y horarios son sujetos a cambios. O Moreno Valley Mall to UCR Information Center: (951)565-5002 Website: www.RiversideTransit.com Sunday service on: Memorial Day, Independence Day, Labor Day, Thanksgiving Day, Christmas Day and New Year's Day. T Moreno Valley Mall m 16 18 ® 208 210 Legend I Map not to scale 0 Time and/or Transfer Point OTransfer Point T UCR at Bannockburn 0 16 ®® z 204 T University Ave at University Village En 16 CANYON . CREST DR . O IOWA SunLine 220 MORENO VALLEY T UCR at Campus Dr Eli CANYON CREST DR Canyon Crest Towne Center T Iowa Ave at University Ave RIVERSIDE pN,E NgvVD CU DAY ST OQ• GE CIR NERw �py Moreno Valley Mall WHERE TO TRANSFER BETWEEN ROUTES 1 & 16 ION • UCR at Bannockburn CANYON CREST DR Bannockburn Village Mobil Gas Station . c IOWA AVE • University Village 80 1 RIVERSIDE TRANSIT AGENCY 18 Routing and timetables subject to change. Rutas y horarios son sujetos a cambios. O Sunnymead Ranch Pkwy - Moreno Valley Mall - Moreno Valley College Information (enter (951)565-5002 Web site www.RiversideTransit.com Sunday service on: Memorial Day, Independence Day, Labor Day, Thanksgiving Day, Christmas Day and New Year's Day. al Moreno Valley Mall Boarding diagram I Page 33 0 El 16 18 19 26 208 210 SunLine 220 Moreno Valley Mall -P� r z a d SUNNYMEAD RANCH Sunnymead Ranch Pkwy CD Vista Heights M.S. Canyon Springs H.S. Centerpoint Dr Moreno Valley 13 Towngate Ave H.S. (6o) NB ONLY » (( Manzanita Ave Cottonwood Ave 0 — Cottonwood Ave T, Cottonwood & Frederick 11 18 T Perris & Alessandro Badger fa • Springs M.S. T Cottonwood & Heacock m 18 MORENO VALLEY Legend I Map not to scale OTime and/or Transfer Point coTransfer Point and Information ® Northbound Only Vista JF�©Del Laga H.S. A Gentian Ave Ave LE rIIris e » — 4' IL, Moreno Cahuilla»Valley College Vista Verde M.S. 88I RIVERSIDE TRANSIT AGENCY Moreno Valley Mall to Perris Station Transit Center - Trumble Rd Information Center (951)565-5002 Web site www.RiversideTransit.com Routing and timetables Sunday service on: Memorial Day, Independence Day, Labor Day, Thanksgiving Day, Christmas subject to change. Day and New Year's Day. Rutas y horarios son sujetos a cambios. O /own Cir Moreno Valley Mall Centerpoint Dr • Moreno Valley Mall Boarding diagram Page 33 m 16 18 19 2E ® 208 210 SunLine 220 Sunnymead Blvd • Sunnymead & Heacock MORENO Alessandro Blvd O VALLEY March Mountain H.S. ill Perris & Alessandro • Ross/Lowe's/Starcrest 19 41 Legend I Map not to scale OTime and/or Transfer Point OTransfer Point and Information >a Alternate Routing Badger C Springs m M.S. — ROSS/L rest Perris Starcrest Fairgrounds TEMEE. Val Verde -o ©—_ • . Ramona Expy H.S. > z Morgan Stg 7.3 Moreno Q Valley Krameria Ave College T Perris & Nuevo 19 30 Perris Valley Spectrum Orange Ave Walmart Perris 10 Theater m PERRIS Perris City Hall E San Jacinto Ave Perris Station Transit Center • Perris Station Transit Center • Perris & Ramona Expy 19 41 Kindred Hospital Riverside ONuevo Rd Perris H.S. Jarvis St W 4th St Trumble Rd at EXCEED Boarding diagram Page 34 _ 19 22 27 30 74 208 212 Metrolink 92 RIVERSIDE TRANSIT AGENCY Zo Routing and timetables subject to change. Rutas y horarios son sujetos a cambios. ION Magnolia Center, Metrolink, RUMC, Kaiser Permanente, MoVal College Information Center (951)565-5002 Web site www.RiversideTransit.com Sunday service on: Memorial Day, Independence Day, Labor Day, Thanksgiving Day, Christmas Day and New Year's Day. Riverside University Medical Center 20 41 Victoria Ave Riverside lt Plaza Moreno Valley School District Moreno Valley Library Perris Blvd Perris & Alessandro 18 19 20 Moreno Beach Dr Nason StO ri , • RUMC Lasselle St raKaiser Permanente Hospital Moreno Valley College 18 19 20 41 Moreno IT Valley OCollege Peninsula CtO � Kitching Sty d CT r Post Office Alessandro & Frederick El 20 Day St Mission Grove Pkwy Pie .c\ 0 Indian St Frederick St Moreno Valley City Hall a c MORENO VALLEY i MVMF Metrolink Station 20 26 Metrolink Moreno Valley/March Field Metrolink Station Mission Grove Plaza 0 Mission Grove at Social Security Trautwein Rd RIVERSIDE • Central & Victoria Poly HS • 10 20 • Magnolia & Elizabeth O_> «Magnolia Ave MV V < «Brockton Ave NI®® El 20 14 • • Mission Grove at Social Security El 20 26 Legend I Map not to scale OTime and/or Transfer Point OTransfer Point and Information ® Alternate routing 100 RIVERSIDE TRANSIT AGENCY Routing and timetables subject to change. Rutas y horarios son sujetos a cambios. O Galleria at Tyler to Country Village Information Center (951)565-5002 Web site www.RiversideTransit.com Sunday service on: Memorial Day, Independence Day, Labor Day, Thanksgiving Day, Christmas Day and New Year's Day. Marlay Av �r �t Philadelphia Ave T Mulberry & Marlay Omnitrans 82 Country Village ©' - J U R U PA San SevaineWy VALLEY FONTANA SAN BERNARDINO COUNTY T Country Village ® 49 2( Ben Nevis Blvd Mission Blvd RIVERSIDE COUNTY (60 GLEN AVON Glen Avon Library c Jurupa Valley H.S. Mira Loma .. Jurupa Rd M.s. PEDLEY Limonite Ave T Etiwanda & Limonite Legend I Map not to scale O Time and/or Transfer Point O Transfer Point and Information T Limonite & Archer/Collins Riverside County Animal Control w Arlington Ave pad Pedley Metrolink Station T Arlington & Van Buren RIVERSIDE • Galleria at Tyler Boarding diagram I Page 32 1 10 12 13 15 21 27 216 T California & Van Buren ®® G„ Walmart d • • Galleria at Tyler pve \st ova Arlington Library 106 I RIVERSIDE TRANSIT AGENCY ZZ Downtown Riverside - Perris Station - Lake Elsinore Outlet Center Information Center (951)565-5002 Web site www.RiversideTransit.com Routing and timetables Sunday service on: Memorial Day, Independence Day, Labor Day, Thanksgiving Day, Christmas subject to change. Day and New Year's Day. Rutas y horarios son sujetos a cambios. Oj" . Mission Inn Univ. Ave x T University & Brockton m® T Market & University 0®® 14 EI ERiverside c =City Hall 0 T Chicago & Central Post Office 29 49 54 204 T University & Lemon 0 10 14 ®® ■ 9 54 216 204 208 210 Omnitrans 215 T Chicago & University nil 14® •rd Ga \o o- Alessandro Blvd,o,` o� P Mission dG Grave Plaza Toz Social Security Office a Van Buren» Martin o Luther a King a H.S. Markham St Citrus Hill H.S. WOODCREST Outlet Center Ell 8 . Nichols Lake • ELSINORE Elsinore gh Outlet ' Center �T Clark & Cajalco 41 MEAD VALLEY large Central Ave r o_ LAKE Meadowbrook Ave m a Legend I Map not to scale O Time and/or Transfer Point O Transfer Point and Information RIVERSIDE T Mission Grove at Social Security a Oleander Ave Cajalco Rd .© Mead Valley Library Rider St 0 PERRIS San Jacinto Ave Ellis Ave Perris Pets„ Hall Station senior Transit center pdio9nenter 4th St • Metrolink 4r Perris Station Transit Center Boarding diagram I Page 34 19 208 ELI ®® 30 m Metrolink 110 I RIVERSIDETRANSIT AGENCY 23 Temecula - Murrieta - Wildomar Information Center (951)565-5002 Web site www.RiversideTransit.com Routing and timetables Sunday service on: Memorial Day, Independence Day, Labor Day, Thanksgiving Day, Christmas subjectto change. Day and New Year's Day. Rutas designadas y horarios son sujetos a cambios. S. Pasadena Wildomar Independent & Assisted Living can • Wildomar Independent & Assisted Living 8 E Wildomar City Hall O� d ,;, Inland Valley a' MedicaKenterJ� c a �c �® r/ p9dNWttne9 WILDOMAR 15 N*01 MHigh School Valley "O L «v\Qel vty •� urrietV ys Libra Murrieta 9/. City Hall $_ &Senior Center T Murrieta Walmart 202 206 03\ SUS\QetSt a '9 © Rancho Springs Medical Center • Walmart P P o� '/0 MURRIETA ir Hancock & Los Alamos El Clinton Keith Rd N a Q � O�S Skyview Ridge Amanda Apts Ca1if.0a`6R6 . e J¢ Murrieta �P Hot Springs Rd T Equity&Ynez ® ® 79 61 T County Center ® 24 I® EMI Legend I Map not to scale O Time and/or Transfer Point O Transfer Point and Information ® Alternate Routing 61 Vista Murrieta High School © �/'2 to ��\te�ooa • Post Office Los Alamos Rd Murrieta Town CenterP��y�. ap Los Alamos & Whitewood 61 79 I 208 9t... N c 0` �� �9J wZ` S T �G Grace Mellman Community Library 0- 0 A lofd Ogs'➢a NiCo/dsRct Chaparral High School Rancho Temecula Town Center 4D Winchestes Rd Promenade Mall 3 H o, a Q TEMECULA 114I RIVERSIDE TRANSIT AGENCY Routing and timetables subjectto change. Rutas y horarios son sujetos a cambios. O, N Gram Mellman Community Library County Center - Pechanga Resort - Temecula Valley Hospital Information Center (951)565-5002 Web site www.RiversideTransit.com Sunday service on: Memorial Day, Independence Day, Labor Day, Thanksgiving Day, Christmas Day and New Year's Day. WO"61° Rd T Temecula Stage Stop 0 • n Temecula Stage Stop Old Town 6th �St Main StI g c —y F Temecula City Hall 0 1st �a 1;0. Or Jce' o� e� e ksf • ' Chaparral HS Promenade Palm Mall Plaza iY Solana Wy i Tower Plaza (79) Temecula E.S. Town Ctr. Target Rancho California Rd Pr,4a Temecula Library T Equity Dr&YnezRd ®® 79 61 T County Center ® 24 61 79 0 Temecula Valley Hospital DePortola TEMECULA Margarita M.S. Palomar Village Legend I Map not to scale O Time and/or Transfer Point O Transfer Point and Information ilMED Alternate Routing Temecula Valley H.S. Pauba Rd o�> Temecula Pkwy (79) �d'd O 9.- walmart Vail Ranch Pkwy ore`\orals\ '60 Birdsall Pechanga© Sorts Park Resort Oee Red lAawkPkwy «Peppercorn Dr o\\o0* N Great Oak H.S. 118 RIVERSIDE TRANSIT AGENCY 26 Routing and timetables subject to change. Rutas y horarios son sujetos a cambios. O Moreno Valley Metrolink Station to Orangecrest and Moreno Valley Mall Information Center (951)565-5002 Web site www.RiversideTransit.com No service on weekends or: Memorial Day, Independence Day, Labor Day, Thanksgiving Day, Christmas Day and New Year's Day. RIVERSIDE Mission Grove Plaza Alessandro Blvd • Mission Grove at Social Security 121 WEST LOOP Orange Terrace Pkwy ORANGECREST • Moreno Valley Mall Boarding diagram I Page 33 m 16 18 19 26 208 210 SunLine 220 MORENO VALLEY (60) Walmart Moreno• Town Cir Supercentee`a�e\ (am Valley Mall pijs 1 `o`Q�Q� PkW y Heritage Way Eucalyptus Ave �• 0 EAST LOOP CP" ti 0 MVMF Metrolink Station Metrolink OMoreno Valley/March Field Metrolink Station • Orange Terrace & Van Buren El 122 RIVERSIDETRANSIT AGENCY Routing and timetables subjectto change. Rutas y horarios son sujetos a cambios. O ' WOODCREST Wood Rd a MLK High 0 School ‘*k1.7O r T Perris Station Transit Center Boarding diagram I Page 34 19 ®® 30 74 208 Metrolink T Cherry Hills & Bradley ® 40 61 m • Sun City Library • „mSun Ciry Blvd g r> O SUN Sherman Rd» 3radley Rd Q CITY °r/z 1 .a Perris Station • Transit Center c st» Heritage Leon Rd High School s© Targe Kirby St Hemet Valley Mall v �o Gilmore S Lyon Ave Hemet City Hall I "1' Valle Vista Library a m s Riverside e National 5 Cemetery m z T T Perris Blvd Perris High School c ROMOLAND O«Lincoln Ave «Grant Ave Ea oe > a¢ Galleria at Tyler - Perris Station - Hemet Valley Mall - Florida & Lincoln Information Center (951)565-5002 Web site www.RiversideTransit.com Sunday service on: Memorial Day, Independence Day, Labor Day, Thanksgiving Day, Christmas Day and New Year's Day. T Galleria at Tyler Boarding d agram I Page 32 0 10 ®® ®®® 216 14 Galleria at Tyler Tyler7O RIVERSIDE (91) 0 California Citrus Van Buren Blvd I State HistoricPark's e Van Buren ¢ Drive -In Theater • Washington St T Trautwein & Van Buren ®m «Trautwein Rd CIJ �MY o�°- Orange Terrace Community Center T Orange Terrace & Van Buren El 26 March Field Air Museum PERRIS T Perris & Nuevo 19 El 30 >f' Hemet Valley Mall ®®m 1113131 74 79 HEMET VALLE VISTA Legend I Map not to scale O Time and/or Transfer Point O Transfer Point and Information wm Alternate Routing when school is in session 124I RIVERSIDE TRANSIT AGENCY 29 Downtown Riverside - Eastvale Information Center (951)565-5002 Web site www.RiversideTransit.com Routing and timetables Sunday service on: Memorial Day, Independence Day, Labor Day, Thanksgiving Day, Christmas subject to change. Day and New Year's Day. Rutas y horarios son sujetos a cambios. O ' Hamner Ave Eastvale Gateway Vernola Paunch Rd Marketplace O T 65th & Pats Ranch 29 T Limonite & Archer/Collins 29 Etiwanda Ave T Limonite & Hamner 29 T Etiwanda & Limonite 21 29 Archer St %Collins St 12606°6 © Jurupa Valley/ Pedley Jurupa14 PedleyRd Metrolink Cinemas ¢ Station 15 EASTVALE DeAnzaPlaza Legend I Map not to scale O Time and/or Transfer Point O Transfer Point and Information ® Alternate Routing T Market & University 0®®m® ® 29 49 54 204 Fairmount o■ c c 0 Fox Theater Fairmount y Park v Market St PEDLEY JURUPA VALLEY Rubidoux H.S. RUBIDOUX 130 I RIVERSIDE TRANSIT AGENCY 30 Routing and timetables subject to change. Rutas y horarios son sujetos a cambios. O 0 Weston Rd A Perris Station - Weston & Strohm (West Loop) - May Ranch (East Loop) Information Center (951)565-5002 Web site www.RiversideTransit.com No service on Sundays or: Memorial Day, Independence Day, Labor Day, Thanksgiving Day, Christmas Day and New Year's Day. Ramona Expy • Perris & Nuevo El T Perris Station Transit Center San Jacinto Ave w Boarding diagram I Page 34 4th St WEST LOOP (74) Metrolink Perris Senior Center Perris City Hall Metrolink • Evans & Rider • Walmart • • Nuevo Rd Library 7th St 11th St Perris Blvd & Case Rd / 11th St Legend I Map not to scale OTime and/or Transfer Point OTransfer Point and Information MAYS RANCH w Orange Ave O� Perris ff H.S. 0 wB San Jacinto Ave 4th St EB PERRIS s `°9 a w Q Ellis Ave May Ranch Morgan St <YOLakeside MS Riderco 1 Walnut 4 Orange Vista HS O WB ONLY Citrus Ave EAST a LOOP a Post a Office n 134 RIVERSIDE TRANSIT AGENCY Routing and timetables subject to change. Rutas y horarios son sujetos a cambios. Hemet Valley Mall - San Jacinto - Beaumont / Banning - Moreno Valley Mall Information Center (951)565-5002 Web site www.RiversideTransit.com Sunday service on: Memorial Day, Independence Day, Labor Day, Thanksgiving Day, Christmas Day and New Year's Day. Sun Lakes . • • • Village HIGHLAND 11111!Q,5. SPRINGS AVE G�2 T Sun Lakes at Village PassTransit o = sCOM..MERCEWAY � z . � z ¢ ¢ W m m 123 T Beaumont Walmart Fq, 210 • Mt. San Jacinto College ®® ®® SunLine 220 PassTransit Tq AUTO MALL PKWY Bq H er ,? O Wal mart Stoneridge Towne Centre a i KITCHING ST a 0 NASON ST Senior Center 111 RUMC 0� SQQ�VS w S A N JACINTO= 7 Mt San Jacinto College STATE ST O 1 O • Buena Vista & Devonshire 33 _ • ' BUENA ' : ¢ VISTA ST City v 0 Hall ' '• ¢ kBERT ST ▪ s a g N s i� ao 5 z ▪ � PALM � i' o %4 a AVE - 0 HEMET LYONAVEa T GILMORE ST>, Uirk a a Hemet 411.m Valleyall . M T Hemet Valley Mall ®®® ®®® T Riverside University Medical Center 20 31 T Moreno Valley Senior Center 19 PERRIS BLVD 41 MORENO VALLEY T Moreno Valley Mall z FREDERICKST • d w �MorenoValley Mall 138 RIVERSIDETRANSIT AGENCY Boarding diagram I Page 33 m 16 18 19 26 208 210 SunLine 220 Hemet Unified School District Legend I Map not to scale O Time and/or Transfer Point O Transfer Point and Information 32 Hemet Valley Mall - Mt. San Jacinto College Infonnation Center (951)565-5002 Web site www.RiversideTransit.com Routing and timetables Sunday service on: Memorial Day, Independence Day, Labor Day, Thanksgiving Day, Christmas subject to change. Rutasy horarios son sujetos a cambios. O Day and New Year's Day. o4,67 T Esplanade & San Jacinto RIIm 74 N L Y Q C J T Hemet Valley Mall I®MERIMEIm Im 79 MEM Sagecrest Dr • • �O Mt. San Jacinto College San Jacinto H.S. Monie0SanJacinto �Pg0I`VistaM.S.Q City Hall O San Jacinto Main St Senior Center > Q 1, 17, anade Ave T Mt. San Jacinto College MERIImI®I® Ramona Fxpy (74) Devonshire Ave Hemet ..g Valley NW Mall HEMET 0 Hemet Unified School District Mayberry Ave Stetson OE San Jacinto Ave OMenlo Ave Hemet DPSS I Valley a Medical n. Center Hemet Gty Hall Acacia Acacia Ave M.S. Central �Thornton Ave Regal San Jacinto Metro 12 Super Watmart Main St North Mountain M.S. 7th St O �' ,n22 St 3 Commonwealth Ave 62 •5 S A N JACINTO T San Jacinto & Latham RIME Latham Ave la la Florida Ave (74) Legend I Map not to scale O Time and/or Transfer Point O Transfer Point and Information ® Alternate Routing 142 RIVERSIDETRANSIT AGENCY 33 Routing and timetables subject to change. Rutas y horarios son sujetos a cambios. 4 O Hemet Valley Mall - Sanderson - Stanford & Stetson Information Center (951)565-5002 Web site www.RiversideTransit.com T Florida & Stanford m® No service on weekends or: Memorial Day, Independence Day, Labor Day, Thanksgiving Day, Christmas Day and New Year's Day. T Florida & San Jacinto ®®® T San Jacinto & Oakland ®®m San Jacinto St 6D Buena Vista St» Lyon Ave ¢ v DPSS > v T Stanford St T T T CU Dartmouth M.S. Hemet H.S. Dartmouth St Columbia St San Jacinto St Hemet Palley Medical Center Simpson Senior Center . State St Sanderson Gilbert St HEMET S Lyon Ave v • Gilmore St Hemet Kirby St 1❑ Valley Mall • ¢ _ : Social •Security ¢ Ave •office Sanderson Ave s 0 Dr. EAST HEMET State St Lyon Ave T Sanderson & Thornton 74 79 Target T Hemet Valley Mall 74 79 ®® Legend I Map not to scale O Time and/or Transfer Point O Transfer Point and Information Super Walmar Cawston Ave 146 I RIVERSIDE TRANSIT AGENCY Routing and timetables subject to change. Rutas y horarios son sujetos a cambios. Lake Elsinore - Canyon Lake - Quail Valley - Sun City/Menifee Information Center (951)565-5002 Web site www.RiversideTransit.com No service on weekends or: Memorial Day, Independence Day, Labor Day, Thanksgiving Day, Christmas Day and New Year's Day. • Sun City Library O a Bradley Rd Sun City t SUN " -0 CITY KayCenieeros Senior Center 3 z Quail Valley Fire Station Goetz Rd Evans Rd a MENIFEE «Murrieta Rd Railroad Canyon Rd 0 12' QUAIL a VALLEY ll Main Gate 4® Legend I Map not to scale OTime and/or Transfer Point OTransfer Point and Information CANYON LAKE Canyon City Hall nyon Lake a *5'S (aS\PO LAKE ELSINORE Walmart 148 RIVERSIDETRANSIT AGENCY Routing and timetables subject to change. Rutas y horarios son sujetos a cambios. O MEAD VALLEY Oakwood St Rider St Mead Valley Community Center Mead Valley Community Center - Moreno Valley College - RUMC Information Center (951)565-5002 Web site www.RiversideTransit.com Sunday service on: Memorial Day, Independence Day, Labor Day, Thanksgiving Day, Christmas Day and New Year's Day. T Cajalco & Clark Cajalco Rd. T Riverside University Medical Center ®m 20 MORENO VALLEY Moreno Valley College 18 19 20 m T Perris & Ramona Expy Ross/Lowe's/ Starcrest Verde I o I 9 H.S. j y Starcrest¢ 9�P Morgan St • Ross T Ross/Lowe's/Starcrest 1FK Dr RUMCQ N z Cactus Ave OVista Del Gentian Ave Lago H.S. Moreno Valley Iris Ave College ............. a,`• Krameria Ave Rancho Verde H.S. Via De Anza O CC © Ramona Expy PERRIS Legend I Map not to scale OTime and/or Transfer Point OTransfer Point and Information 150 RIVERSIDE TRANSIT AGENCY Routing and timetables subject to change. Rutas y horarios son sujetos a cambios. �O Hemet Valley Mall - San Jacinto - Soboba Casino Information (enter (951)565-5002 Web site www.RiversideTransit.com No service on Sundays or: Memorial Day, Independence Day, Labor Day, Thanksgiving Day, Christmas Day and New Year's Day. Legend I Map not to scale 0 Time and/or Transfer Point OTransfer Point and Information S A N sdtP�t JACINTO Ramona Expy Soboba Rd Soboba Casino 0 Y ©Soboba Springs Mobile Home Estates �ist�'°ro `o 42)), o �i San Jacinto Se San Jacinto City Hall Community 0 Center c.'s. Super ♦�° °'O� Walmart O Sid a dp U tPJt Pie or 9c Pie ► - 1r caaQ EXCEED , a¢ °a Riverside County ,§, �P c�° Fes¢, A Child Support Services �' 4QO 9/P St HEMET Hemet Valley .• (74) Mall 154I RIVERSIDETRANSITAGENCY Routing and timetables subject to change. Rutas y horarios son sujetos a cambios. IO N Downtown Riverside - Country Village Information Center (951)565.5002 Web site www.RiversideTransit.com Sunday service on: Memorial Day, Independence Day, Labor Day, Thanksgiving Day, Christmas Day and New Year's Day. T Market & University 0®® 14 ® 29 49 m RIVERSIDE Fox ' Entertainment Plaza ,Q �P�r0 5\'c\# • `• 0 \,,....0, RUBIDOUX 9`" ., • SmithEddie z DPSS Louis Senior Robidoux Center o Va//eyWy Library WThe aterCpark ✓G��d9o' J U R U P A VALLEY Camino Real Glen Avon , Patriot Heritage Park H.S. a o, PYriteSt O %fief, Re Felspdrst Country Village Rd COUNTRY VILLAGE Country ' Cabemet De_ Village GLEN AVON dr, Legend I Map not to scale O Time and/or Transfer Point O Transfer Point and Information 158 I RIVERSIDE TRANSIT AGENCY 50 Jury Trolley Information Center (951)565-5002 Web site www.RiversideTransit.com Routing and timetables Runs Monday —Thursday Only. No service on Fridays, weekends or: New Year's Day, MLK subject to change. Day, Lincoln's Birthday, President's Day, Washington's Birthdays, Cesar Chavez Day, Memorial Day, Rutasyhorabson sujetosacambios. Independence Day, Labor Day, Columbus Day, Veterans Day, Thanksgiving Day, Christmas Day. IO N 11th St. RIVERSIDE Sr,Y Riverside _ 'esFamily Law Courthouse • Magnolia & 14th W/B 0®® Eden Lutheran Church 0 50 14th St Riverside Community Hospital Calvary Presbyterian Church Parking Lot (nearest stop 14th & v Magnolia) ¢' 0 Terracina Dr First United o Methodist m A Church of O Central Riverside m S Ramona Dr Riverside City Hall 10th St. 7 Riverside County Court House County i Administration Riverside Center Hall oflustke 12th St. • Magnolia & 15th E/B 13 15 50 15th St Legend I Map not to scale O Time and/or Transfer Point O Transfer Point and Information Riverside City College » Magnolia & Terracina E/B 11®® 50 162 RIVERSIDE TRANSIT AGENCY Routing and timetables subject to change. Rutas y horarios son sujetos a cambios. O V And ulka Park Crest Cruiser UCR - Canyon Crest Towne Centre Information Center (951)565-5002 Web site www.RiversideTransit.com No service on weekends or: Memorial Day, Independence Day, Labor Day, Thanksgiving Day, Christmas Day and New Year's Day or days when school is not in session. Does not operate from June 19 through September 22, 2017. Riverside County Workforce Center K-Mart Stater Brothers T University Village& Village Towers Apts 0 14 16 ®® Rite -Aid Library Citibank Food 4 Less Bank of Amerka Post Office 1/(84, Vassarst Q 3'O 0 T Sp)u'eSt T Iowa & Blaine 0 ®® 10 0ViIlage Towers Apartments University T Village UniverSiy4v. 14 s0, < Bannockburn 'v Village T UCR at Bannockburn T UCR Lot 30 RIVERSIDE • Chicago & Central Centra/gve Legend I Map not to scale O Time and/or Transfer Point O Transfer Point and Information Q stop 0 16 El 204 16 51 208 210 212 SunLine 220 O� \ F Ralph's Allie's Hallmark A SidPostOfce Canyon Crest Towne Centre Blvd 0 of c Riverside Sports Complex BlaineStl 0 l Monte vista or Via Puebio • VCR 3 Lot v T Canyon Crest Towne Centre El 16 164I RIVERSIDE TRANSIT AGENCY 52 Routing and timetables subject to change. Rutas designadas y horarios son sujetos a cambios. O Hunter Park Metrolink Station to UCR Information Center (951)565-5002 Web site www.RiversideTransit.com No service on weekends or: Memorial Day, Independence Day, Labor Day, Thanksgiving Day, Christmas Day and New Year's Day. T Hunter Park Metrolink Station ®® Metrolink Marlborough Ave Hunter Park © Metrolink Station a RIVERSIDE Spruce St T University Village &Village Towers Ap 14 16 51 52 Massachusetts Ave T Iowa & Blaine Q 10 Blaine St 3 Linden St University Village Towers Regency Theatres University Aveo T University Ave at University Village 016® Riverside Sports Center University Plaza Apartments r-� 0 ro v T UCR at Bannockburn 166 I RIVERSIDE TRANSIT AGENCY Routing and timetables subject to change. Rutas designadas y horarios son sujetos a cambios. O •c 4.-ts Downtown Riverside Metrolink Shuttle EVERYONE RIDES FREE No service on weekends or: New Year's Day, Memorial Day, Independence Day, Labor Day, Thanksgiving Day and Christmas Day. T Market & University 0®® 14 liEl 29 49 54 204 Mission Inn Hotel & Spa U/)/`Prs5t y y'P Q Post Office l� O County Administration Center 10 ®® 54 208 121 210 216 7gth .St roc , 71thS U.S. District t Court 41 Legend I Maps not to scale 0 Time and/or Transfer Point O Stop / St 4 9thst ©Riverside County Administration Center (91) I. i ER IDE T University & Lemon 0 10 14 ®® 54 216 204 208 210 Omnitrans 215 METROLINK Riverside - Downtown Metrolink Station Riverside - Downtown Metrolink Station Boarding diagram I Page 35 1 Omnitrans 215 SunLine 220 210 Metrolink 212 216 Amtrak 208 15 54 168 I RIVERSIDETRANSITAGENCY 55 Routing and timetables subject to change. Rutas y horarios son sujetos a cambios. O Promenade Mall - Harveston EVERYONE RIDES FREE No service on weekends or: Memorial Day, Independence Day, Labor Day, Thanksgiving Day, Christmas Day and New Year's Day. Does not operate from June 5 through August 15, 2017. ld�cOG TEMECULA 49 Equity Dr&YnezRd 24 79 e, Fr 61 a RVESTON Equity Dr NkPleS > (..0-\ C (,e0S , 15 OGrace 'Wellman Community Library • County Center ® 24 Ei 61 79 Extended Stay America Palm Plaza Shopping Center 0\1'°aoC Legend I Map not to scale QQ Stop Q Transfer Point and Information Vsabel Barnett E.S. cc a�Az!, qs` S «Township Rd Hark ton The Promenade ' at Temecula Costa Abbot Best Laboratories Western l\I Chaparral H.S. • Rustic Glen Dr Rancho Temecula Town Center ©40/ dS/9d Promenade Mall Parking Structure ® 79 202 206 208 Overland Dr M for d r / d �a PKW`1 170 RIVERSIDE TRANSIT AGENCY Routing and timetables subject to change. Rutas y horarios son sujetos a cambios. South Perris Metrolink Station, Sun City/Menifee - Murrieta - Temecula Information Center (951)565-5002 Web she www.RiversideTransit.com No service on Sundays or: Memorial Day, Independence Day, Labor Day, Thanksgiving Day, Christmas Day and New Year's Day. T South Perris Metrolink Station Metrolink SUN CITY T Cherry Hills & Bradley 0 McCall Blvd • Sun City Libra co c A A c a a Encanto Dr Menifee City Hall _ Countryside La Piedra RdMarketplace T MS1CMenifee Im Legend I Map not to scale O Time and/or Transfer Point OTransfer Point and Information cz:m Alternate Routing Mapleton St» Keller Rd» Target Linnel Ln ©Clint '3' Vista Murrieta H.S. 7 MURRIETA T Equity &Ynez ®m® 79EiEl Qa©� FPS Y Pa et> Rancho Springs Medical Center • • is P~f O� 9°P TEMECULA O Domenigoni Pkwy Newport Rd Piedra MENIFEE MSX Menifee a Scott Rd Gladiolus Ave Bd'equ Loma Linda University a Medical Center dg /00 et �a pS SP�a0 �o T Los Alamos & Hancock Temecula Promenade Mall Murrieta Hot Springs Rd T County Center I® 24 I® 61 79 Mac00" 172 I RIVERSIDE TRANSIT AGENCY 74 Routing and timetables subject to change. Rutas y horarios son sujetos a cambios. Mt. San Jacinto College San Jacinto - Hemet - Sun City - Perris Information Center (951)565-5002 Web site www.RiversideTransit.com No service on Sundays or: Memorial Day, Independence Day, Labor Day, Thanksgiving Day, Christmas Day and New Year's Day. Super Walmart San Jacinto Ave O San Jacinto ��Jaladnto oca Senior Center Qa� State St T DPSS SAN JACINTO T Mt. San Jacinto College ®® 74 ®® Westbound only — Legend I Map not to scale O Time and/or Transfer Point O Transfer Point and Information clEm, Alternate Routing T Perris Station Transit Center Boarding diagram I Page 34 19 208 Eill ®0 30 74 Metrolink a CD T San Jacinto & Esplanade 42 74 HEMET a Lyon Ave E Eastbound only Gilmore St • • • v Kirby St T Hemet Valley Mall m 79 ®® Hemet Valley Mall Sanderson Ave a Super Walmart c O T T Sanderson & Thornton 74 79 • West Valley N.S. WINCHESTER 171 iWinchester Rd m South Perris Metrolink Station 61 74 208 Metrolink a e «Goetz PERRIS 0 l L Perris Blvd - N (St OPerris Station Transit Center O T Warren Rd ,o 0 x 0 09 07 • • Post Office T Simpson & Winchester 74 79 CC a MENIFEE Menifee Rd» Menifee Valley Medical Center Murrieta Rd m ro .L Menifee Community Center and Park Antelope Rd» Bradley Rd Sun City -o Library m Sun City Blvd SUN CITY CC 0 Mt. San Jacinto College/ Menifee rTa ▪ n Menifee • Countryside Marketplace • T MSJC Menifee 61 74 CT Cherry Hills & Bradley 61 74 176 I RIVERSIDE TRANSIT AGENCY Routing and timetables subjectto change. Rutas y horados son sujetos a cambios. O Hemet - Winchester - Temecula Information Center (951)565-5002 Website www.RiversideTransit.com No service on Sundays or: Memorial Day, Independence Day, Labor Day, Thanksgiving Day, Christmas Day and New Year's Day. T Simpson & Winchester 74 79 • Simpson -. West Palley Winchester Rd&Simpson Rd»Q Rd ;v t. H.S. Winchester Rd & O Pourroy Rd � Pourroy Rd/Whispering» Heights T Sanderson & Thornton 1311 • Target Super • Walmart • Post Office MustangWy WINCHESTER T Equity &Ynez ®m® 79 79 �. Briggs Rd» MURRIETA e�hno�o9yDr» b' 4iorr! ot5,0 $ 9s„ ip County Center ®m® toty°t 61 79 haparral H.S. o` z a, County c Center Dr• v 3 T Grace Mellman Community Library Ot siet\a0a Temecula • Stage Stop 6th & Front o- More Rd 6Ci v at05 -o Vaii 0 180 I RIVERSIDE TRANSIT AGENCY C T Promenade Mall AlgraveAve» SkY ° 0 a Thompson Rd FRENCH «Benton Rd VALLEY Temeku St nMagdasColoradasSt Southwest Auld Rd O justice Center French Palley Airport o` oc c� L� 4' Nicolas Rd T Winchester& Nicolas 79 Sheriff Station TEMECULA • Promenade Mall Parking Structure ® 79 202 206 208 EMI T Temecula Stage Stop 24 79 Hemet Valley Mall Devonshire Ave O Y Florida Ave • • • HEMET: T Hemet Valley Mall ®®®®m Ell 7 9 BEIBEI Legend I Map not to scale OTime and/or Transfer Point OTransfer Point and Information Corona - Magnolia Ave - Downtown Riverside - UCR Routing and timetables subject to change. Rutas y horarios son sujetos a cambios. O METROLINK Corona Transit Center f' 0 ©& Belle Information Center (951)565-5002 Web site www.RiversideTransit.com Sunday service on: Memorial Day, Independence Day, Labor Day, Thanksgiving Day, Christmas Day and New Year's Day. � UCR University &Iowa �® 60 University & Lemon Univ.P°e University & Market & 12th Eb Chicago Market & 11th Wb • Riverside City College 0 Riverside Plaza 0 Cal Baptist University O gddmSst Galleria At Tyler ' Kaiser Medical Center© Magnolia & La Sierra 0 91 ma Magnolia & Mckinley 4780-P 81,0, • Ra pid qua AVE -uce GOLD LINE 200 San Bernardino - Riverside - Anaheim Information Center (951)565-5002 Web site www.RiversideTransit.com Routing and timetables subjectto change. Rutas y horarios son sujetos a cambios. OSan Bernardino Transit Center Sunday service on: Memorial Day, Independence Day, Labor Day, Thanksgiving Day, Christmas Day and New Year's Day. RIVERSIDE 2 T Riverside - Downtown Metrolink Station Boarding diagram I Page 35 0® 216 54 200 Omnitrans 215 Amtrak SunLine 220 208 210 Metrolin T La Sierra Metrolink Station OCTA 794 T University & Lemon 0 La Sierra Metrolink Station CORONA Village at eTustin Ave 57 Douglas a Anaheim Regional Transportation Intermodal Center State College Blvd E • Harbor Blvd co. Disneyland Anaheim Convention Center 10 14 54 216 204 208 ®® 210 Omnitrans 215 m Riverside Downtown Metrolink Station © 42est T County Administration Center 10 54 200 208 210 216 Legend I Map not to scale 0 Time and/or Transfer Point OTransfer Point and Information Stop ANAHEIM 202 Routing and timetables subject to change. Rutas y horarios son sujetos a cambios. O Murrieta - Temecula - Oceanside Transit Center Infomation Center (951)565.5002 Web site www.RiversideTransit.com No service on weekends or: Memorial Day, Independence Day, Labor Day, Thanksgiving Day, Christmas Day and New Year's Day. Special summer weekend service available. See page 186. T Murrieta Walmart 202 206 MURRIETA RIVERSIDE COUNTY Murrieta Hot Springs a-: Walmart TEMECULA flp Promenade Mall Parking Structure ® 79 202 206 208 SAN DIEGO COUNTY Town Center ���5�� North 5� \ 6\ �55 • �4� 9 Oi ods�y� � y 11) 40 Town Center North OCEANSIDE • Oceanside Transit Center 202 Coaster NCTD Amtrak California Abbott Vascular Rancho California Rd» Greyhound Sprinter/Metrolink a m QS\gs \O- MdOo A Promenade Mall pkwY 0 © Park -And -Ride o Lot 19 FALLBROOK Legend I Maps not to scale 4 Time and/or Transfer Point OTransfer Point and Information OS Stop Route may be deviated due to traffic conditions. COMMUTERLINK zz-i:....................... . . 184 RIVERSIDETRANSIT AGENCY 204 Routing and timetables subject to change. Rutas y horarios son sujetos a cambios. T • �ucR^ RIVERSIDE O, «Canyon Crest Dr O , Riverside - Montclair Transcenter Information Center (951)565-5002 Web site www.RiversideTransit.com No service on weekends or: Memorial Day, Independence Day, Labor Day, Thanksgiving Day, Christmas Day and New Year's Day. T University & Lemon 0 10 14 ®® 54 216 204 208 210 Omnitrans 215 Market & University 0®® 14 EI 29 49 54 204 T Montclair Transcenter 204 Foothill Transit Omnitrans 66, 85, 88, 290 MONTCLAIR } z MoaeVtsta e 0 v Montclair Plaza N C• y o 1 z Central Ave Montclair Z o Transcenter o z x W m GC z M▪ illiken Ave Country Village Park -And -Ride Mission Blvd Market St Pedley Rd »z «Iowa Ave -40 T' UCR at Bannockburn 0 16 ri El COMMUTEF LINK Exps Southbound 0 ONTARIO 0 Ontario Mills Mall • Ontario Mills Mall 204 Mulberry Ave Stop NB at Country Village Rd & Country Club Dr. Omnitrans 61, 81, 82, 290 Route may be deviated due to traffic conditions. Legend I Maps not to scale OTime and/or Transfer Point OTransfer Point and Information Os Stop 188 I RIVERSIDE TRANSIT AGENCY 206 Routing and timetables subject to change. Rutas y horarios son sujetos a cambios. O Main St/Hamner Ave Temecula - Murrieta - Lake Elsinore - Corona Transit Center Information (enter (951)565-5002 Web site www.RiversideTransit.com No service on weekends or: Memorial Day, Independence Day, Labor Day, Thanksgiving Day, Christmas Day and New Year's Day. • Corona Transit Center O Corona Transit Center Boarding diagram I Page 31 0© 206 216 Corona Cruiser Blue, Red CORONA «E. Grand Blvd GAP 9�P P, �O (91) dro o © Dos Lagos «Dos Lagos Dr Temescal Canyon Rd» Tom's Farms /f • Lake Elsinore Outlet Center Park -And-Ride 8 206 a LAKE ELSINORE y�`Q��saSP Murrieta HotSpringsR d MURRIETA o Legend I Maps not to scale OTime and/or Transfer Point OTransfer Point and Information COMMUTERLINK • Murrieta Walmart 202 206 Walmart TEMECULA woe Promenade Mall O • Promenade Mall Parking Structure ® 79 202 206 208 Ell 190 I RIVERSIDE TRANSIT AGENCY 208 (91) Temecula - Murrieta - Perris - Moreno Valley - Downtown Riverside Information Center (951)565-5002 Web site www.RiversideTransit.com No service on weekends or: Memorial Day, Independence Day, Labor Day, Thanksgiving Day, Christmas Day and New Year's Day. RIVERSIDE 0 UCR Lot 30 MLK Blvd a ir4 University & Lemon 0 14 gi 10 22 54 216 204 208 210 Omnitrans 215 Mission Inn Ave Vine 5t O Layover 14Ih St MLK Blvd T County Administration Center ®®E1 1111 10 210 216 208 T Riverside - Downtown Metrolink Station Boarding diagram 'Page 35 0® 54 Omnitrans 215 SunLine 220 208 210 216 Metrolink Amtrak Legend I Maps not to scale O Time and/or Transfer Point O Transfer Point and Information ® Alternate Routing Routing and timetables subjectto change. Rutas y horarios son sujetos a cambios. T Moreno Valley Mall Boarding diagram' Page 33 m 16 18 19 26 208 210 SunLine 220 v Moreno Valley Mall San lacintoPv E R R I S O 4th St 1 i SB O (U MORENO VALLEY • Perris Station Transit Center Bonnie Dr • Boarding diagram' Page 34 19 30 m 208 Metrolink T South Perris Metrolink Station MURRIETA • Los Alamos & Whitewood EI 61 208 T Promenade Mall Parking Structure ® 79 202 206 208 COMMUTERLINK TEMECULA 61 74 208 Metrolink Route may be deviated due to traffic conditions. 0Los Alamos Rd & Whitewood Rd �05 pS P�a�a t\��QS�e�'S,a �O Promenade Mall 194I RIVERSIDE TRANSIT AGENCY 210/22U Riverside - Beaumont - Palm Desert Information Center (951)565-5002 Website www.RiversideTransit.com SEE INSET No service on weekends or: Memorial Day, Independence Day, Labor Day, Thanksgiving Day, Christmas Day and New Year's Day. v UCR`OAi Lot 30 T Fir & Nason El 210 SunLine 220 T University & Lemon 0 10 14 ®® 54 216 204 208 210 Omnitrans 215 Mission Inn Ave Vine St , Layover 14th St O MLK Blvd ZONE 1 CABAZON - RIVERSIDE Beaumont Casino Walmart Morongo O--o T Moreno Valley Mall Boarding diagram I Page 33 m 16 18 19 26 208 210 SunLine 220 T County Administration Center 121 10 210 216 54 208 T Riverside - Downtown Metrolink Station Boarding diagram 1 Page 35 0®0 Omnitrans 215 SunLine 220 208 210 216 Metrolink Amtrak Routing and timetables subjectto change. Rutas y horarios son sujetos a cambios. ZONE 2 THOUSAND PALMS -PALM DESERT SunLine Transit Hub (Varner & Harry Oliver Trail) Palm Desert Mall (Town Center Way & Hahn Rd) COMMUTERLINK RTA PASSES, AND GO -PASS, U-PASS AND CITY PASS PROGRAMS NOT ACCEPTED ON SUNLINE 220 For more information about Route 220, contact SunLine: (800) 347-8628 RTA ROUTE 210 / SUNLINE ROUTE 220 FARE GRID CATEGORIES CASH FARES PASSES 1-DAY 30-DAY WITHIN ZONE 1 OR ZONE TRAVELING BETWEEN ZONE 1 AND ZONE 2 WITHIN ZONE 1 OR ZONE TRAVELING BETWEEN ZONE 1 AND ZONE WITHIN ZONE 1 OR ZONE TRAVELING BETWEEN ZONE 1AND ZONE 2 GENERAL/YOUTH $3 $6 $7 $14 $75 $150 SENIOR/DISABLED/ MEDICARE/CHILD $2 $4 $5 $10 $50 $100 ADDITIONAL CASH FARES REQUIRED WITH VALID MED A OR ACCEPTED ID CARDS WITHIN ZONE WITHIN ZONE TRAVELING BETWEEN ZONE 1AND ZONE METROLIN K TICKETS/PASSES FREE $3 $3 198 I RIVERSIDE TRANSIT AGENCY 212 O, N Routing and timetables subject to change. Rutas y horarios son sujetos a cambios. San Jacinto - Hemet - Perris -Riverside Information Center (951)565-5002 Web site www.RiversideTransit.com No service on weekends or: Memorial Day, Independence Day, Labor Day, Thanksgiving Day, Christmas Day and New Year's Day. O UCR Lot 30 RIVERSIDE 4. % • Perr is Station Transit Center Bo arding diagram I Page 34 19 20 8 ®® Ell 30 74 Metrolink Perris Station Transit Center 0 Metrolink MORENO VALLEY 60 PERRIS ID ROUTE MAY BE DEVIATED DUE TO TRAFFIC CONDITIONS Legend I Maps not to scale 0 Time and/or Transfer Point Q Transfer Point and Information Qs Stop COMMUTERLINK • University & Lemon 0 10 14 ®® 54 216 204 208 210 Omnitrans 215 Mission Inn Ave s)11.o Vine St Layover O 14th St MLK Blvd • County Administration Center 10 54 208 210 212 216 • Riverside - Downtown Metrolink Station Boarding diagram Page 35 1 15 54 208 210 212 216 Omnitrans 215 Metrolink Amtrak SunLine 220I • Hemet Valley Mall ®®®® 42 74 79 HEMET SAN JACINTO • Mt. San Jacinto College ®® ®® 74 Mt San Jacinto n College ld��d 0-s d� d0. �9 GP 200 I RIVERSIDE TRANSIT AGENCY Cad Corona 4o;:, Park -And- 9 Ride « Continued above 216 Layover WB ends; Q ©EBstarts 0 \ ©Q=Stop .24 Riverside - Corona -Village at Orange Ot Meats Ave At CAve n©I Q AveAt • • Village at Orange 216 SEE INSET OCTA 24, 42, 46, 50 pve Irdormadon Center (951)565.5002 Web site www.RiversideTransit.com Sunday service on: Memorial Day, Independence Day, Labor Day, Thanksgiving Day, Christmas Day and New Year's Day. Routing and timetables subject to change. Rutas y horarios son sujetos a cambios. West Portion of 216 Route may be deviated due to traffic conditions. m ORANGE . Village at Orange IZIZI d I` a 0 a I Legend I Map not to scale OTime and/or Transfer Point OTransfer Point and Information ♦ Corona Transit Center Boarding diagram 1 Page 31 Hidden 1 3 206 216 Pkwy Corona Cruiser Blue, Red Corona© • Transit I ▪ Center Corona Park - And -Ride CORONA Continued below» T County Administration Center E111113 10 208 210 216 T University & Lemon 0 10 m®® EMI 54 216 RIVERSIDE��at� ' w - Galleria r do CORONA 1� atrylerO Ma9�' � • Galleria at Tyler Boarding diagram 1 Page 32 0 10 ®® ®®® 216 14 m 204 208 210 Omnitrans 215 SN- T Fo2 �vsoeS� fig: Riverside - Downtown • Metrolink : Station T Vine St Layover Boarding diagram 1 Page 35 MEI 54 Omnitrans 215 SunLine 220 208 210 El 216 Metrolink Amtrak OCTA passes are only accepted on Route 216 in Orange County and have the value of a base fare ($1.50 for General/Youth and 70 cents for Senior/Disabled/Veteran customers). COMMUTERLINK 1> Cm m .... 202 I RIVERSIDE TRANSIT AGENCY 217 Routing and timetables subject to change. Rutas y horarios son sujetos a cambios. O San Jacinto - Hemet - Temecula - Escondido Information Center (951)565-5002 Web site www.RiversideTransit.com No service on weekends or: Memorial Day, Independence Day, Labor Day, Thanksgiving Day, Christmas Day and New Year's Day. • Hemet Valley Mall ®®®® 74 79 42 • Mt. San Jacinto College ®® 74 ®® Devonshire Ave: Hemet s Valley 0 Y Mall 8N Florida Ave Hemet Transit Depot Latham Ave a �vel Legend I Maps not to scale OTime and/or Transfer Point OTransfer Point and Information O Stop ® Alternate Routing (74) MURRIETA • Equity&Ynez ® 24 111 Eil 79 County Center Dr Equity Dr 61 • m T County Center ® 24 El (79) (74) Stetson Ave Domenigoni Pkwy 61 79 Mt. San Jacinto College Esplanade Ave SEE INSET HEMET COMMUTrr'LINK • Promenade Mall Parking Structure © Promenade Ni:M::11 �acpk�yoto TEMECULA aill Margariitand ESCONDIDO (78) ® 79 202 206 208 ETEI ROUTE MAY BE DEVIATED DUE TO TRAFFIC CONDITIONS • Escondido Transit Center EliEl NCTD MTS The Sprinter Greyhound Escondido City Hall • Escondido Transit Center 206 RIVERSIDETRANSIT AGENCY OCTA 794/ 794A La Sierra Metrolink or Canyon Community Church - South Coast Metro $6.00 WAY Routing and timetables subject to change. Rutas y horarios son sujetos a cambios. ION La Sierra 0 Metrolink Station Route operated by OCTA. Runs Weekdays only. No service on weekends or: Memorial Day, Independence Day, Labor Day, Thanksgiving Day, Christmas Day and New Year's Day. RIVERSIDE • La Sierra Metrolink Station OCTA 794 CORONA 15 o� Main St m 0 0 Canyon Community Church Park and Ride (241) ANAHEIM m (91) ORANGE Legend I Map not to scale O Time and/or Transfer Point O Transfer Point and Information ® 794A connection from Corona PR Park -And -Ride Hutton Centre SANTA A N A South Coast Plaza Park And Ride OCTA 55, 57, 76, 86,150, 211, 216, 463,794 v IRVINE O COSTA PR MESA South South Coast 0 Coast Plaza Park And Ride Metro 208 RIVERSIDE TRANSIT AGENCY PALO VERDE VALLEY TRANSIT AGENCY BLYTHE, CALIFORNIA SHORT RANGE TRANSIT PLAN FISCAL YEAR 2017/18 - 2019/20 FINAL DRAFT #4 - 5/17/2017 TABLE OF CONTENTS Chapter 1— System Overview Page Service Area 4 Demographics 4 Service Profile 4 System Map 5 Fare Schedule 6 Fleet & Maintenance 7 Facilities 8 Coordination 9 Chapter 2 — Services & Performance Blue Route 1 Blythe City Circulator 11 Gold Route 2 Palo Verde College Crosstown 12 Red Route 3 CA Prisons Express 13 Green Route 4 Rural Rider 14 Silver Route 5 Saturday Service 15 Desert Road TRIP 16 PVVTA X-Tend-A-Ride 17 Blythe Wellness Express 18 Performance 19 Growth and Planning 20 Passenger Amenities and Equipment Needs 21 Chapter 3 — Service Changes Route Changes and Modifications Marketing Plans and Promotions Chapter 4 — Finances & Capital Plans 23 24 Operating Budget 26 Capital Budget 26 Regulatory and Compliance Requirements 26 Data Tables (Start) 27 2 Chapter 1— System Overview 3 Service Area Geographically, the Palo Verde Valley is located approximately 170 miles east of Riverside along Interstate 10 at the Colorado River. The service area is primarily based within the City of Blythe, and the unincorporated Riverside County areas of Mesa Verde and Ripley. Also, part of the greater area is the California State prison facilities of Ironwood and Chuckawalla, approximately 20 miles west of the valley along Interstate 10. .. INDIO • 30 DESERT CENTER 70 eL r THE 127 IMMOMIu RtlO `ki: ' tooiKwM CAln " .'�. ` Z••` k y Demographics The valley's population is approximately 21,000 residents. Population growth in the valley decreased at an average of about two percent per year but this trend is slowing over the last year. The valley is agriculturally diverse providing many outdoor jobs and direct support to the local community. Major employers include the Ironwood State Prison and Chuckawalla Valley State Prison. Service Profile The Palo Verde Valley Transit Agency (PVVTA) provides many transit options to serve senior citizens, persons with disabilities, and the general public. PVVTA services are known to the general public under the marketing name "Desert Roadrunner". PVVTA provides five deviated fixed routes in the Palo Verde Valley, which serve Blythe, Ripley, Mesa Verde, Palo Verde College, California Department of Corrections facilities, and limited service to Ehrenberg, Arizona. ADA Para -transit is also provided after hours on the Fixed Routes through route deviation requests. The routes can deviate up to % of a mile away from the actual mapped routes. Hours of operation for the Fixed Route system are Monday through Friday from 5:00 am to 6:45 pm, and 8:00 am to 1:00 pm on Saturdays and limited holidays. PVVTA will start to operate a non -emergency medical service to the Coachella Valley from Blythe called the Blythe Wellness Express (BWE). The Transportation Reimbursement and Information Project provides transportation reimbursement to individuals unable to access PVVTA Fixed Route services. The PVVTA's transit services are contracted with Transportation Concepts of Irvine, California. Transportation Concepts has been providing transit service for PVVTA since October of 2003. PVVTA also has an agreement with the Independent Living Partnership to administer the (Desert RoadTRIP) that has been in place since 1995. 4 dew wa}sfig aauurupeoa ;nem 3 Mt ueyV d �pune v1019 • 66 9a39N3H>93 3A190 V2131Ala I 1 l�lavd WHAM) SVNDN3 t�StTJ 3f1N3Ab 41171 Qiib►Nad AVM1101SNVHD aNd` T 3nN3Ab 4Doi `" 311N3Ad 419 CSS3MelX3 3141773M --. x VS3 A31dId AVMNOS9OH AVA11OS90H S1 II X -V90111V laew� 393110J 30113A Oldd 31VDS 0110N Ir 1;1 /CSPJ d51 ■ ■ SNOSIad f/J woo•einnd Fare Schedule PVVTA's fare structure is sensitive to the local economy while attempting to maintain the mandated 10 percent Farebox Recovery Ratio. The schedule includes full fare and discounted ride tickets. PVVTA's fare schedule has been in place, with no increase since July 1, 2010. In fiscal year 2017/18, staff will analyze the farebox recovery ratio and fare structure at mid -year to determine if a fare change is necessary. PVVTA Fare & Pass Schedule Fixed Route Cash Fare — Routes 1, 2, 4, 5 General Public (ages 5-59 years old) Seniors (ages 60 years or older) Persons with Disabilities (with ADA Card) Children ages 5 and under* (first boarding with full fare adult) Children ages 5 and under* (second & third boarding with full fare adult) * Free for the first (1) child, $0.80 for child 2 & 3 boarding with a fare paying adult; Full Fare for all other accompanying children. Arizona Zone Fare for travel to and from Ehrenberg, Arizona General Public, Seniors, & Persons with Disabilities Fixed Route Cash Fare — Route 3 Express General Public, Seniors, & Persons with Disabilities Route Deviations (one way to or from route) Route Deviations — All Fixed Routes Route Deviations (one way to or from route) DV8 Card (8 one way deviation fares)*** ***Not valid for initial passenger fare, only for payment of route deviation fee. Fixed Route Go Passes 10-Ride Punch Pass S/D 10-Ride Punch Pass General Public 31-Day Pass Seniors 31-Day Pass Persons with Disabilities Summer Youth Pass 10-Ride Punch Pass 10-Ride Punch Pass 20-Ride Punch Pass General Public 31-Day Pass (Routes 1, 2, 3 Local, 4 & 5) (Routes 1, 2, 3 Local, 4 & 5) (Routes 1, 2, 3 Local, 4 & 5) (Routes 1, 2, 3 Local, 4 & 5) (Routes 1, 2, 3 Local, 4 & 5) (Routes 1, 2, 3 Local, 4 & 5) (Ehrenberg, Arizona) (Route 3 Express) (Route 3 Express) (Route 3 Express) Other Cash Fare — X-Tend-A-Ride & Blythe Wellness Express (BWE) X-Tend-A-Ride General Public, Seniors, & Persons with Disabilities BWE General Public, Seniors, & Persons with Disabilities One -Way BWE General Public, Seniors, & Persons with Disabilities Roundtrip $ 1.65 $ 0.80 $ 0.80 Free $ 0.80 $ 5.00 $ 3.30 $ 0.80 $ 0.80 $ 6.40 $ 16.50 $ 8.00 $ 43.00 $ 28.00 $ 28.00 $ 40.00 $ 50.00 $ 33.00 $ 66.00 $120.00 $ 5.00 $ 10.00 $ 15.00 6 Fleet and Maintenance PVVTA operates vehicles using Compressed Natural Gas (CNG) and gasoline. The fleet consists of eight active revenue generating transit buses and five support vehicles. Most of the buses are interchangeable between routes. When vehicles are retired, they are declared surplus property and sold by way of auction. PVVTA adheres to all Federal Transit Administration (FTA) and California Highway Patrol (CHP) mandated Preventive Maintenance Inspection criteria and is very proactive in maintenance efforts. Vehicle maintenance is provided under contract with Transportation Concepts. Emergency Reserve Fleet As PVVTA adds new vehicles into service, older units are rotated into an emergency contingency fleet that would be implemented only as needed for emergency and public safety use. With extreme heat conditions and remote location in the Palo Verde Valley, a reserve fleet would better prepare the community in times of power outages where these vehicles would be used to transport affected residents to cooling centers within the area. For other emergency events such as floods or the breakdown of larger passenger buses on Interstate 10, this fleet would be able to assist with a large movement of passengers to safety, freeing up local law enforcement to better deal with the situation at hand. 7 Facilities PVVTA finished construction on the new Operations Center in December 2014. The new facility which is adjacent to the Main Street Park N Ride (PNR) allows users the comfort of a "one stop" shop for all their transportation needs. Currently, Low Carbon Transit Operations Program funds are being used to improve the PNR lot to improve passenger safety and comfort. An improvement project using State LCTOP is an ongoing community improvement and beautification endeavor. This project would include solar panels to offset energy usage and installation of an EV charging station for use at the Park N Ride. Funds have been requested and PVVTA is looking towards partnerships to maximize the benefit of this project. The Blythe CNG Station has proven to be a great resource to local and regional fuel needs for Compressed Natural Gas. Since the station opened in 2014, a steady increase in the number of 8 vehicles especially commercial fleets has been seen monthly. Currently, PVVTA staff is working on expanding the station to accommodate the ever growing demand for CNG along the Interstate 10 corridor. PVVTA has seen vehicles use the station from travelers as far away as Canada who use this strategic route due to the reliability in CNG fuel availability. Expansion of the station will take time and would not hinder the operation of bus services. The hope is to partner with other fuel providers to cover the cost of the expansion. Coordination PVVTA actively coordinates service with Quartzsite Transit (QTS) who operates the Camel Express providing one fixed route in the PVVTA Service Area. QTS provides service from Quartzsite Arizona three times a week and connects with the PVVTA system at the Kmart Transfer Center. QTS and PVVTA meet on occasion to address any operational issues and to provide joint training exercises to staff. These exercises include emergency training, operations and administration support development. PVVTA is part of the Western Arizona Council of Government's Transportation Coordinated Council which has a goal of coordinating 10 regional providers within Arizona towards seamless service. PVVTA operates one deviated fixed route in Ehrenberg, Arizona which is one mile east of the California / Arizona border on the 1-10. The route takes riders into Blythe for transfer to other PVVTA routes. 9 Chapter 2 — Services & Performance 10 Blue Route 1— Deviated Fixed Route City of Blythe Circulator Blue Route 1 serves the growing community of Blythe providing riders access to many civic, educational and county sponsored public social service offices within the City of Blythe. Destinations on Blue Route 1 include: Blythe City Hall, Big Kmart, All Star Cinemas, Albertsons, Rite Aid, Palo Verde Hospital, Palo Verde Unified School District schools, Employment Development Department, Department of Motor Vehicles, Post Office, Blythe Central Garage and Public Works Department, California Highway Patrol, Senior Nutrition Program, Palo Verde Valley District Library, and various other shopping locations within the community. The route can deviate for passengers up to % of mile with a 30-minute advance reservation or upon boarding. Connections to all other deviated fixed routes can be made at various locations within Blythe and at two major transfer points, K-Mart Transfer Center and Social Security (SSA) Transfer Center. Blue Route 1 operates deviated service in a clockwise loop type of route providing a 60-minute frequency with one bus, five days a week. Blue Route 1 operates from 6:25 am to 5:40 pm Monday through Friday. Services are not provided on the following days: Weekends and all Agency observed holidays. RECOMMENDATIONS: 2018 No proposed changes this fiscal year; staff will continue to monitor service. 2019 Implement an opposite bus on the same route in 30-minute headways during peak hours. 2020 No proposed changes this fiscal year; staff will continue to monitor service. � 10th Ave MEI MIN ENCINAS *1110 11 Gold Route 2 — Deviated Fixed Route Palo Verde College Crosstown Gold Route 2 provides riders access between the city of Blythe and Palo Verde College. This feeder route provides connections to many civic, educational, and county sponsored public social service offices, Blythe City Hall, All Star Cinemas, Big Kmart, Albertsons, Rite Aid, Palo Verde Hospital, Colorado River Fair, Employment Development Department, Blythe Recreation Center, Palo Verde Valley District Library, Palo Verde College main campus, and various other shopping locations within the community. The route can deviate for passengers up to % of mile with a 30-minute advance reservation or upon boarding. Connections to all other deviated fixed routes can be made at various locations within Blythe and at two major transfer points, K-Mart Transfer Center and other major trip generators. Gold Route 2 operates on a two-way route providing a 60-minute frequency with one bus, five days a week. Gold Route 2 operates from 6:45 am to 6:40 pm Monday through Friday. Services are not provided on: weekends and all Agency -observed holidays. This route does not operate when the college is not in session. RECOMMENDATIONS: 2018 No proposed changes this fiscal year; staff will continue to monitor service. 2019 Possibly expand route service and schedule depending on availability of funds. 2020 No proposed changes this fiscal year; staff will continue to monitor service. PV College 6th Ave KMART .- 2 Hobsonway Chanslorway Barnard V) Murphy D PA 7th INTAKE 12 Red Route 3 — Deviated Fixed Route CA Prisons Express The Red Route 3 provides premium commuter service between Blythe and Chuckawalla Valley & Ironwood State Prisons, Monday through Friday with three AM and three PM trips. This route serves four Park-N-Ride lots, travels down Hobsonway to Mesa Drive, then travels via Interstate 10 to the prisons. The Red Route 3 operates from 5:15 am to 7:30 am and again from 2:00 pm to 5:00 pm, Monday through Friday. Services are not provided on the following days: Weekends and all Agency or State observed holidays. Connections to all other deviated fixed routes can be made at various locations within Blythe and at two major transfer points, K-Mart Transfer Center and Social Security (SSA) Transfer Center. Special fares are charged on this route. All passengers pay $3.30 one way. There are 10 and 20 ride GoPasses available, as well as a $120.00, 31-Day GoPass which gives unlimited rides on all Desert Roadrunner buses for the month. RECOMMENDATIONS: 2018 No proposed changes this fiscal year; staff will continue to monitor service and proposed possible service changes during the mid -year review period. 2019 Look at the feasibility of implementing different modes of transportation to and from the Prison facilities. 2020 No proposed changes this fiscal year; staff will continue to monitor service. PNR MESA SR-78 KMART 2 I.. I-10 Hobsonway iliA PRISONS 13 Green Route 4 — Deviated Fixed Route Rural Rider The Green Route 4 provides deviated fixed route service between Blythe, Ripley, Mesa Verde, and Ehrenberg, Arizona. This route serves four Park-N-Ride lots, travels down Hobsonway to State Route 78, then travels South to Ripley, West to Mesa Verde via Interstate 10 and services Ehrenberg, Arizona. The Green Route 4 operates three round trips 6:30 am to 6:55 pm Monday through Friday. Services are not provided on: weekends and all Agency or State observed holidays. Connections to all other deviated fixed routes can be made at various locations within Blythe and at two major transfer points, K-Mart Transfer Center and other major trip generators. RECOMMENDATIONS: 2018 No proposed changes; continue to monitor service. 2019 No proposed changes; continue to monitor service. 2020 Expand evening service if feasible. MESA SR-78 KMART 7th EHRENBERG 0" ...1 mu Imp ime Hobsonwa Y RIPLEY di RIVIERA 14 Silver Route 5 -- Deviated Fixed Saturday Service The Silver Route 5 provides system -wide deviated fixed route service within the city of Blythe, Ripley, Mesa Verde, and selected trips to Ehrenberg, Arizona. This route serves all major trip -generating areas within the system on 90-minute headways. The Silver Route 5 operates 8:00 am to 12:45 pm Saturday and Agency observed holiday operating days. Services are not provided on: Monday through Friday and all Agency -observed non -operating holidays. RECOMMENDATIONS: 2018 No proposed changes; continue to monitor service. 2019 Look at subsidized trips on other transportation modes such as taxi and ride sharing. 2020 No proposed changes; continue to monitor service. MESA Om K-MART 7#h EHRENBERG SR78 Hobsonway RIPLEY♦ 15 Desert Road TRIP Trip Reimbursement PVVTA's Desert RoadTRIP program currently provides reimbursement to individuals who do not have access to local transportation. Desert RoadTRIP will be marketed and promoted in conjunction with Independent Living Partnership to seniors (age 60 years or older), persons with disabilities and truly needy persons who live outside the service area, such as Lost Lake, resort communities along U.S. Highway 95, and Desert Center. Desert RoadTRIP participants can travel up to 460 miles a month, including using Greyhound (690 miles for a family).This equals $147.20 per month ($220.80 for a family per month). In Fiscal Year 2015/16, the TRIP program provided 23 valley residents with mileage reimbursement support for 477 one-way trips and 56,547 miles of escort assisted transportation to distant medical services for a total service cost of $14,509. This breaks down to a one-way trip cost of $30.42 per trip and a .25 cents per mile subsidy. Due to a budget shortage in FY15/16, the Independent Living Partnership supplemented the TRIP funding for four participants for one month in order to keep the program running through the end of the fiscal year. In FY16/17, the budget for the TRIP program was increased accordingly to support the number of passengers. The fare for the Desert RoadTrip service is currently at $5 per one-way trip or $10 per round trip. The TRIP program is currently meeting the required farebox requirement, therefore, no need for increasing the fares in FY17/18. Staff will continue to analyze the program to insure that the farebox requirement is being met. Volunteer drivers will continue to be recruited in order to guarantee Desert RoadTRIP users have escort transportation. PVVTA is also a partner in the Volunteer Driver Corps program. Desert RoadTRIP is available 24 hours a day, 365 days a year. RECOMMENDATIONS: 2018 Integrate TRIP as a component of the Blythe Wellness Express service to expand service to the County hospital in Moreno Valley and medical services in Loma Linda. 2019 No proposed changes this fiscal year; staff will continue to monitor service. 2020 No proposed changes this fiscal year; staff will continue to monitor service. 16 PVVTA X-Tend-A-Ride Community -Based Service link PVVTA X-Tend-A-Ride is a demand responsive service to address special areas in time where community events require general public transit service that may not be available on the fixed route system. Events in the evening, on no service days, and beyond fixed route hours would be the primary focus of this service. X-Tend-A-Ride will provide curb -to -curb service with an exclusive fare targeted to meet farebox performance requirements. During a pre -planned community event, riders would be directed to fixed route service during regular operating hours. X-Tend-A-Ride would be available to provide service beyond regular operating hours. Similar trial service has been utilized for Sober Driver needs, added service to the local fair, and special community events needing public awareness. PVVTA X-Tend-A-Ride will not operate in place of fixed route services. RECOMMENDATIONS: 2018 Look at providing service for more community events and times where rides are needed. 2019 No proposed changes this fiscal year; staff will continue to monitor service. 2020 No proposed changes this fiscal year; staff will continue to monitor service. 17 Blythe Wellness Express Non -Emergency Medical Service to the Coachella Valley The Blythe Wellness Express fixed route will provide service fixed route/point deviation service between the City of Blythe and medical facilities in the Coachella Valley. The service includes one morning trip leaving the Main Street Park -and -Ride in Blythe at 6:30 am, Monday, Wednesday and Friday, and arriving back in Blythe at 4:00 pm. This route will provide services to Desert Center (upon request) for pick up and drop off of passengers, with a rest stop at Chiriaco Summit. Continue to Sunline Division 2, Indio; John F. Kennedy Memorial Hospital, Indio; Westfield Palm Desert; Eisenhower Medical Center, Rancho Mirage; and Desert Regional Medical Center, Palm Springs. After the last drop off at Desert Regional Medical Center, the bus will deadhead to Sunline Division 2 in Indio and run the route for pickup of passengers and head back to Blythe. This service is not provided on weekends and Agency and State observed holidays. RECOMMENDATIONS: 2018 New pilot program; staff will monitor and make service adjustments as necessary. 2019 No proposed changes this fiscal year; staff will continue to monitor service. 2020 No proposed changes this fiscal year; staff will continue to monitor service. 18 Performance Over the last three fiscal years, PVVTA realigned routes system -wide. From those changes, several enhancements and very few issues have developed. Services are now timed and revolve around a central hub location at the K-Mart Transfer Center making travel system -wide seamless and easy for most transit dependent riders. Issues have risen from extended routing to outlying areas where trips are very unproductive in ridership. Along with the enhancements, an addition of tripper service to the Palo Verde College has spurt new growth from student riders using the bus service to attend classes during the school day. Timing routes to meet class schedule and college sessions limit unproductive service and has become reliable to the point that students pick transit over other ride alternatives. Over the holiday month of December, ridership systematically increases due to additional service placed on the fixed routes for holiday decoration viewing and services to community events over the season. Tethering services to community events along the routes has grown over the years and is now steady and predictable. Planning is made to limit services to the times and periods where transit can attract the most ridership. Red Route 3 has shown a decline in service due to the decrease in the price of fuel, expanded vanpool options and reduction in staff at the Prison facilities. Steps are in motion to work with Prison staff to promote and market services to employees. A more comprehensive analysis of the route will be completed by December 2017 for inclusion and recommendation within the Mid -Year Review. Changes may occur in the latter half of the 2017-18 fiscal year. 19 Growth and Planning PVVTA continues to look towards partnerships with local businesses within the service area to expand passenger amenities and incentive programs for riders. PVVTA through local and regional permitting review, implemented several proposed improvements to the system including rerouting of services to new trip generators, addition of new bus stop amenities, and anticipated demand to new trip generating anchors in East Blythe spawning future planning for services along the Colorado River corridor. 1, WELLNESS EXPRESS 1 O 760.922,1140 • This growth of major shopping and eating areas in the east end of the service area was predicted and planned but has not come to fruition. Since the economic downturn, planning for services has slowed down but PVVTA is ready and has plans to address such growth. Another area of interest continues to be the solar projects just west and south of the Palo Verde Valley. Transportation is a major key in balancing traffic flow and intrusion on several desert areas. With a minor increase of short -time workers and more permanent jobs once the solar fields are built, public transit will need to bridge the gap between the Palo Verde Valley, Desert Center, Chiriaco Summit, and the Coachella Valley. In 2016 PVVTA through RCTC successfully applied and was awarded an 18-month FTA Rides 2 Wellness grant for a 3-day a week non -emergency medical shuttle bridging the Palo Verde Valley with medical facilities in the Coachella Valley and beyond. The Blythe Wellness Express (BWE) utilizes a shuttle bus to the Coachella Valley for medical trips, the TRIP program for medical trips further into Western Riverside County. Taking aspects of local medical needs, community partnerships and the overwhelming need to link Eastern Riverside County the BWE is shaping out to be a much needed program for residents of the Palo Verde Valley. Service on the BWE will start on July 3, 2017 with a follow up award of a 5310 vehicle grant just award for 2018. 20 Passenger Amenities PVVTA has implemented and will continue to develop more user friendly and ADA compliant bus stop and transfer areas. PVVTA has added Simmie Seats at stops that may not allow for a full size bench. The remote surveillance project is up and running providing dispatch and the public with real-time information on traffic and passenger safety at several bus stops. Surveillance is used to better plan and keep safe passengers boarding at key locations. Use of the system for traffic management is used to reroute vehicles to reduce late buses and keeping the service on -time. Plans are in the works to beautify and modernize several bus stops and the Main Street Park-N-Ride. 21 Chapter 3 — Service Changes 22 Route Changes and Modifications PVVTA Blue Route 1 will continue to run the existing route with no changes in routing. PVVTA Gold Route 2 will continue to run the existing route with no changes in routing. PVVTA Red Route 3 will continue to run the existing route with detailed analysis by PVVTA and prison staff to present changes as part of the mid -year review. PVVTA Green Route 4 will continue to run the existing route with no changes in routing. PVVTA Silver Route 5 will continue to run the existing route with no changes in routing. PVVTA will continue to operate XTend-A-Ride service which is a demand responsive service that addresses special areas in time where community require general public transit service that may not be available on the fixed route system. PVVTA will implement the FTA Rides 2 Wellness demonstration service the Blythe Wellness Express; Monday, Wednesday and Friday to the Coachella Valley for non -emergency medical access. 23 Promotions The following marketing efforts will be utilized to promote ridership growth in FY 2017/18. 1. Continuation of the marketing program, which includes brochures, flyers, advertisements in local newspapers, community transit fairs, participation in community events, and promotional materials. 2. Continuation of public outreach program, which includes meetings with schools, employers, senior service programs, persons with disabilities programs, social service agencies, the general public, city departments, and other organizations that benefit from public transportation in the Palo Verde Valley. 3. Continuing the Mobility Training program to teach the public about public transportation, including those with disabilities. 4. Continue to offer information on Rideshare programs available to residents and visitors of the Palo Verde Valley. 5. Continue to foster new partnerships with Palo Verde College Association of Student Governments, and new businesses coming to the city through the Shop, Save and Get Home Free Program. 6. Work with marketing consultants to improve the Blythe Wellness Express and the Agency website pvvta.com. 24 Chapter 4— Financial & Capital Plans tis Operating Budget The proposed Palo Verde Valley Transit Agency's operating budget for fiscal year 2017/18 is $1,207,598 which includes $157,395 in operating expenses for the Blythe Wellness Express, a pilot program which is to start July 1, 2017. The Agency's regular operating budget for FY2017/18 is only 3.9 percent over last year's operating budget. The increase is minimal and primarily due to annual operating and maintenance costs. The Agency's budget includes only those expenses for the day-to-day operations of the Transit Agency. Expenses are closely monitored to assure the Agency continues to operate within its budget and is compliant with the mandatory 10 percent farebox recovery ratio. Capital Budget The Agency's capital budget for FY 2017/18 is $140,503 which includes Prop 1B Homeland Security Funds for the Surveillance Infrastructure Maintenance Project, LCTOPS funding for the Operations Facility Enhancement Solar Project and STA funding for the purchase and replacement of a fixed route bus and bulk purchase of tires, filters, etc. Regulatory and Compliance Requirements PVVTA adheres to all regulatory and compliance requirements as mandated by the Riverside County Transportation Commission and/or other regulatory agencies, as it pertains to ADA, DBE, EEO, etc. A TDA Triennial Performance Audit was performed for the period of July 1, 2013, through June 30, 2015, in which there were four recommendations for improvements made by the auditor. Pursuant to the audit performed, the recommendations were: 1.) Continue to pursue and implement a succession plan for the Finance Manager position. 2.) Continue to pursue a fare revenue sharing agreement with Palo Verde College. 3.) Include Desert RoadTRIP financial and operations data in the PVVTA State Controllers Report. 4.) Provide Title VI Policy documentation in Spanish. PVVTA has already addressed all four recommendations outlined in the Triennial Audit. 26 MN WM liven* [nmr 1•triptrtim famnmsirn Bus (Motorbus) / Purchased Transportation Table 1 - Fleet Inventory FY 2017/18 Short Range Transit Plan Palo Verde Valley Transit Agency Year Mfg. Built Code Model Code Seating Capacity Lift and Ramp Vehicle Equipped Length Fuel Type Code # of Active # of Vehicles Contingency FY Vehicles 2016/17 FY 2016/17 Life to Date Vehicle Miles Prior Year End FY 2015/16 Life to Date Vehicle Miles through March FY 2016/17 Average Lifetime Miles Per Active Vehicle As Of Year -To -Date (e.g., March) FY 2016/17 2014 CMD 2003 FRC 2010 FRD 2012 FRD 2013 FRD 2013 FRD 2013 FRD 2016 FRD 2016 FRD 18 28 18 18 26 26 26 18 18 1 1 1 1 1 1 1 1 1 GA DF GA CN CN CN CN GA GA 1 1 1 1 1 1 1 1 1 Totals: NJ v TransTrack Manager"' 4/10/2017 196 9 8 1 17,654 214,358 190,103 145,922 103,587 99,222 118,280 38,877 35,302 963,305 17,654 190,103 145,922 103,587 99,222 118,280 38,877 35,302 120,413 Page 1 of 1 Miles isms. liKrdc [arty 1•t-p7istirn rr rinien Table 2 -- Palo Verde Valley Transit Agency -- SRTP Service Summary FY 2017/18 Short Range Transit Plan All Routes FY 2014/15 Audited FY 2015/16 Audited FY 2016/17 Plan FY 2016/17 3rd Qtr Actual FY 2017/18 Plan Fleet Characteristics Peak -Hour Fleet 6 7 Financial Data Total Operating Expenses Total $900,928 $968,201 $1,010,582 $711,075 $1,207,598 Passenger Fare Revenue Net $140,287 $123,022 $128,110 $104,730 $183,768 Operating Expenses (Subsidies) $760,640 $845,179 $882,472 $606,345 $1,023,830 Operating Characteristics Unlinked Passenger Trips Passenger 49,673 45,227 48,299 35,204 51,392 Miles Total 695,422 633,178 676,180 492,856 1,153,040 Actual Vehide Revenue Hours (a) Total 8,734.0 8,455.0 8,755.0 6,178.0 9,684.0 Actual Vehicle Revenue Miles (b) Total 171,288.0 166,423.0 171,942.0 114,944.0 197,980.0 Actual Vehicle Miles 212,295.0 207,354.0 214,193.0 139,279.0 237,684.0 Performance Characteristics Operating Cost per Revenue Hour $103.15 $114.51 $115.43 $115.10 $124.70 Farebox Recovery Ratio Subsidy 15.57% ° 12.71 /a o 12.67 /0 14.73% ° /o per Passenger Subsidyper Passenger Mile Subsidy $15.31 $109 $18.69 $1.33 $18.27 $1.31 $17.22 $1.23 $19.92 $0.8989 $0 per Revenue Hour (a) Subsidy $87.09 $99.96 $100.80 $98.15 $105.72 per Revenue Mile (b) Passenger $4.44 $5.08 $5.13 $5.28 $5.17 per Revenue Hour (a) Passenger 5.7 5.3 5.5 5.7 5.3 per Revenue Mile (b) 0.29 0.27 0.28 0.31 0.26 tat Trnin I -Inure fnr Dail M...1.... /L.\ � N oo TransTrack Manager"" 9/19/2017 Page 1 of I MIMI NMI 7is�r.Jt (Harr Ircrrp:ritlim (amrissin Table 2 -- PWTA-BUS -- SRTP Service Summary FY 2017/18 Short Range Transit Plan All Routes FY 2014/15 Audited FY 2015/16 Audited FY 2016/17 Plan FY 2016/17 3rd Qtr Actual FY 2017/18 Plan Fleet Characteristics Peak -Hour Fleet 6 7 Financial Data Total Operating Expenses Total $887,163 $953,827 $993,532 $701,019 $1,190,548 Passenger Fare Revenue Net $138,367 $120,952 $123,510 $103,580 $179,168 Operating Expenses (Subsidies) $748,796 $832,875 $870,022 $597,439 $1,011,380 Operating Characteristics Unlinked Passenger Trips Passenger 49,673 45,227 48,299 35,204 51,392 Miles Total Actual 695,422 633,178 676,180 492,856 1,153,040 Vehide Revenue Hours (a) Total Actual 8,734.0 8,455.0 8,755.0 6,178.0 9,684.0 Vehicle Revenue Miles (b) Total 171,288.0 166,423.0 171,942.0 114,944.0 197,980.0 Actual Vehicle Miles 212,295.0 207,354.0 214,193.0 139,279.0 237,684.0 Performance Characteristics Operating Cost per Revenue Hour Farebox $101.58 $112.81 $113.48 $113.47 $122.94 Recovery Ratio Subsidy 15.60% 12.680/0 12.430/0 14.780/0 15.04% per Passenger Subsidy per Passenger Mile $15.07 $1.08 $18.42 $1.32 $18.01 $1.29 $16.97 $1.21 $19.68 $0.88 Subsidy per Revenue Hour (a) Subsidy y per Revenue Mile (b) $85.73 $4 37 $98.51 $99.37 $96.70 $1$. 44 Passenger $5.00 $5.06 $5.20 5 .11 per Revenue Hour (a) Passenger 5.7 5.3 5.5 5.7 5.3 per Revenue Mile (b) 0.29 0.27 0.28 0.31 0.26 (al Train Hni vc fnr �•+, ..... ..�...w wi .eau i wuo. N lD TransTrack Manager"" 5/9/2017 Page 1 of 1 i I tvnty 1•vzpaMim (nmTMsm Table 2 -- PWTA-DAR -- SRTP Service Summary FY 2017/18 Short Range Transit Plan All Routes FY 2014/15 Audited FY 2015/16 Audited FY 2016/17 Plan FY 2016/17 3rd Qtr Actual FY 2017/18 Plan Fleet Characteristics Peak -Hour Fleet Financial Data Total Operating Expenses Total Passenger Fare Revenue Net Operating Expenses (Subsidies) $13,765 $1,920 $11,845 $14,374 $2,070 $12,304 $17,050 $4,600 $12,450 $10,056 $1,150 $8,906 $17,050 $4,600 $12,450 Operating Characteristics Unlinked Passenger Trips Passenger Miles Total Actual Vehicle Revenue Hours (a) Total Actual Vehicle Revenue Miles (b) Total Actual Vehicle Miles Performance Characteristics Operating Cost per Revenue Hour Farebox Recovery Ratio Subsidy per Passenger Subsidy per Passenger Mile Subsidy per Revenue Hour (a) Subsidy per Revenue Mile (b) Passenger per Revenue Hour (a) Passenger per Revenue Mile (b) 13.95% 14.403/o 26.973/o 11.44% o 26.97/o W O TransTrack Manager"' 5/9/2017 Pagel of 1 NM i li srdt (nr'r t•n-triciirrt CurrrsRn Table 2 -- Palo Verde Valley Transit Agency -- SRTP Service Summary FY 2017/18 Short Range Transit Plan Excluded Routes FY 2014/15 Audited FY 2015/16 Audited FY 2016/17 Plan FY 2016/17 3rd Qtr Actual FY 2017/18 Plan Fleet Characteristics Peak -Hour Fleet 3 4 Financial Data Total Operating Expenses Total Passenger $129,159 $202,555 $291,722 Fare Revenue Net Operating $16,058 $15,335 $65,326 Expenses (Subsidies) $113,101 $187,220 $226,396 Operating Characteristics Unlinked Passenger Trips Passenger Miles 9,764 5,361 9,321 Total Actual Vehicle 136,694 75,054 564,056 Revenue Hours (a) Total Actual 2,772.0 1,767.0 3,466.0 Vehicle Revenue Miles (b) Total Actual 54,338.0 31,167.0 79 g77,0 Vehicle Miles 93,258.0 52,000.0 114,645.0 Performance Characteristics Operating Cost per Revenue Hour Fare6ox Recovery $46.59 $114.63 $84.17 Ratio Subsidy 12.43% 7.57% 22.39% per Passenger Subsidy Passenger $11.58 $34.92 $24.29 per Mile Subsidy $0.83 $2.49 $0.40 per Revenue Hour (a) Subsidy $40.80 $105.95 $65.32 per Revenue Mile (b) Passenger $2.08 $6.01 $2.83 per Revenue Hour (a) Passenger 3.5 3.0 2,7 per Revenue Mile (b) 0.18 0.17 0.12 (al Train Hr. irc fnr Dmil Mn.inr !h\ r-, nci.., c.._ 1-1_:1 . • TransTrack Manager"" 4/ 19f2017 l odes. Page 1 of I Mini ll` listrdr1vspatrtin+i rc-:;.71 Table 2 -- Palo Verde Valley Transit Agency -- SRTP Service Summary FY 2017/18 Short Range Transit Plan Non -Excluded Routes FY 2014/15 Audited FY 2015/16 Audited FY 2016/17 Plan FY 2016/17 3rd Qtr Actual FY 2017/18 Plan Fleet Characteristics Peak -Hour Fleet 3 3 Financial Data Total Operating Expenses Total Passenger Fare Revenue Net Operating Expenses (Subsidies) $900,928 $140,287 $760,640 $968,201 $123,022 $845,179 $881,423 $112,052 $769,371 $508, 520 $89,395 $419,125 $915, 876 $118,442 $797,434 Operating Characteristics Unlinked Passenger Trips Passenger Miles Total Actual Vehicle Revenue Hours (a) Total Actual Vehicle Revenue Miles (b) Total Actual Vehicle Miles 49,673 695,422 8,734.0 171,288.0 212,295.0 45,227 633,178 8,455.0 166,423.0 207,354.0 38,535 539,486 5,983.0 117,604.0 120,935.0 29,843 417,802 4,411.0 83, 777.0 87,279.0 42,071 588,984 6,218.0 118,103.0 123,039.0 Performance Characteristics Operating Cost per Revenue Hour Farebox Recovery Ratio Subsidy per Passenger Subsidy per Passenger Mile Subsidy per Revenue Hour (a) Subsidy per Revenue Mile (b) Passenger per Revenue Hour (a) Passenger per Revenue Mile (b) $103.15 15.57 °/° $15.31 $1.09 $87.09 $4.44 5.7 0.29 $114.51 12.71 % $18.69 $1.33 $99.96 $5.08 5.3 0.27 $147.32 12.71% $19.97 $1.43 $128.59 $6.54 6.4 0.33 $115.28 17.58% $14.0 $1.00 $95.02 $5.00 6.8 0.36 $147.29 12.93% $1 $1..35 5 $128.25 $6.75 6.8 0.36 (a) Train Hours for Rail Modes. lhl Cyr Milac fnr aaa M.,,ior w N TransTrack Manager"" ing/2017 Page 1 of 1 PALO VERDE VALLEY TRANSIT AGENCY FY 2017/18 - 2019/20 SHORT RANGE TRANSIT PLAN Table 2A - Excluded Routes Route # Mode (FR/DR) Service Type (DO/CO) Route Description Date of Implementation Exemption End Date Red Route 3 FR CO Provides peak hour express route service to and from the CA State Prison facilities. 7/1/2016 6/30/2019 Silver Route 5 FR CO Provides system -wide deviated fixed route service within the City of Blythe, Ripley, Mesa Verde & requested trips to Ehrenberg, Arizona. Limited Saturday service only. 7/1/2016 6/30/2019 Blythe Wellness Express FR CO Provides transportation services to hospitals, medical offices, pharmacies, and medical equipment suppliers located in Riveride County 7/1/2017 6/30/2020 Note: Excluded routes are new routes or new service extensions that are eligible for exemption from the farebox recovery requirements. 33 zlo s plied OE8'EZO'IS 89e£83 86S'LOZ'T$ OSb'ZI$ 00914 OSO'n$ v m Liozi a ,,,,aa6eueW iperlsuerl 01789'LEZ 0'086'L61 0'6E6'II 01,89'6 0b0'EST'T Z6E'TS L ele301 iap!Aoid Bowes Z80'60TS £Tf'8b$ S6£'LST$ O'Ob£'Tb AePyaaM 21tl0-V1AAd O'01,6'SE O'6Lb'I 0'SL6 0SZ'8Sb E9L'I I bL5"ZZ$ ELZ'E$ Lb8'SZS O'£SL'L Ae3M8-V1AAd O'8ZZ'L O'ZBE 0'Z9£ 900'ZZ ZLS't T AepTmesPLnleS S-tl1 AAd L9£'bbT$ 9E6'OZ$ £OE'S9I$ 0 EET'SE 018e£E O'S96'T O'£9T1 SbL'EZI 6E8'8 i AewaA+l b-tl1Md ()WKS OWETS 086"80TS 0'ZSS'S9 0'60L'9E 0'b68'Z 0'6ZT'Z 008'£8 986"S Z AeP>IaaM £-tl1AAd ZEE'6ZE$ neaS b60'LLE$ O'LEE'Lb O'Webb 0'b6eZ 0181'Z S6L'EOZ LSS'bT T AePkaaM Z-tl1Md 58Z TIES bbT'Sb$ 6Zb'9SE$ 0 69S'01, 0'690'Ob 0'SZ6'Z 0'1,L8'Z bbb'I9Z SL9'8I S AePilaaM T-tl1Md AP!S4nS anuanaa 3s0a sa!ip 30N ieBuassed Bunendo !e301 eal! 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Blue Route 1 operates deviated service in a clockwise loop type of route providing a 60 minute frequency with one bus five days a week. Blue Route 1 operates from 6:25 am to 5:40 pm Monday through Friday. Destinations on Blue Route 1 include: City Hall, Big K-Mart, Palo Verde Hospital, Employment Development Department, Palo Verde Unified School District, California Highway Patrol, DMV, Albertsons, Rite -Aid, Senior Nutrition Program, etc. Gold Route 2 Provides riders access between the City of Blythe 8 Palo Verde College. Gold Route 2 operates on a two way route providing a 60 minute frequency with one bus, five days a week. Gold Route 2 operates from 6:45 am to 6:40 pm Monday through Friday Destinations on Gold Route 2 include: Blythe City Hall, Big K-Mart, Albertsons, Colorado River Fair, Blythe Recreation Center, Palo Verde Hospital, Palo Verde Valley District Library, Employment Development Department, etc. Red Route 3 Provides premium commuter service between City of Blythe and the California State Prisons. Red Route 3 serves four Park-N-Ride lots, travels down Hobsonway to Mesa Drive then travels via 1-10 to the prisons. This route operates Monday through Friday from 5:15 am to 5:00 pm. This route serves four Park-N-Ride lots, travels down Hobsonway to Mesa Drive, then travels to the State Prisons, via Interstate 10. Connections to all other deviated fixed routes can be made at various locations within Blythe at two major transfer points. Green Route 4 Green Route 4 provides deviated fixed route service between Blythe, Ripley, Mesa Verde and Ehrenberg Arizona. This route operates three (3) round trips from 6:30 am to 6:55 pm, Monday through Friday. This route will service four Park-N-Ride lots, travels down Hobsonway to SR78 then South to Ripley and West to Mesa Verde via 1-10. Connections to all other deviated fixed routes can be made at various locations within Blythe at two major transfer points. Silver Route 5 The Silver Route 5 provides system -wide deviated fixed route service within the City of Blythe, Ripley, Mesa Verde and selected trips to Ehrenberg, Arizona. This route serves all major trip generating areas within the system on 90-minute headways. Operates from 8:00 am to 12:10 pm. This route will service the City of Blythe, Ripley, Mesa Verde and selected trips to Ehrenberg, Arizona and will operate on Saturdays and in service holidays only. Blythe Wellness Express The Blythe Wellness Express fixed route will provide service fixed-route/point deviation service between the City of Blythe and medical facilities in the Coachella Valley. This service includes one morning trip leaving the Main Street Park -and -Ride in Blythe, with a return trip in the afternoon. This fixed route service will run three days a week, leaving the Park-n-Ride on Main Street at 6:30 am and returning to Blythe at 4:00 pm. This route will provide services to Desert Center, for pick up and drop off of passengers, with a rest stop at Chiriaco Summit. Continue to Sunline Division 2, Indio, John F Kennedy Memorial Hospital, Indio, Westfield Palm Desert, Eisenhower Medical Center, Rancho Mirage and Desert Regional Medical Center in Palm Springs. The service will run Monday, Wednesday 8 Friday from 6:30 am to 4:00 pm. Palo Verde Valley Tran36Agency Short Range Transit Plan Fiscal Year 2017/18 PALO VERDE VALLEY TRANSIT AGENCY FY 2017/18 SUMMARY OF FUNDS REQUESTED SHORT RANGE TRANSIT PLAN Table 4 - Summary of Funds Requested for FY 2017/18 Low Carton Capital Project Prop 1B Transit Project Description Operating Assistance Number (i) Total Amount of Funds LTF STA Prop 1 B Capital PTMISEA Homeland Security Operations Program $ 1,050,203 $ 914,748 Blythe Wellness Express Operating Subtotal: Operating $ 157,395 $ 1,207,598 $ 914,748 $ - $ - $ - $ Replacement of Fixed Route Bus (Gas) FY18-1 $ 100,000 $ 100,000 Surveillance Infrastructure Maint. Project (FY 16/17 Prop 1 B Security) FY18-2 13,991 $ 13,991 Bulk Transit Bus Tires, Filters, etc. FY18-3 15,000 $ 15,000 Operations Facility Enhancement Solar Project (FY 16/17 LCTOP) FY18-4 11,512 Subtotal: Capital $ 11,512 $ 140,503 $ - $ 115,000 $ - $ 13,991 $ 11512 Total: Operating & Capital $ 1,348,101 $ 914,748 $ 115,000 $ $ 13,991 $ 11,512 (1) Number should tie to Table 4A - Capital Project Justification (2) Please identify source of "Other" funds. Other Funds Include: CNG Fuel Sales T.R.I.P. Revenue RTAP Grant Special Services Misc. Revenues/Interest BWE - Contributions/Private Sources W v $ 15,000 $ 2,100 $ 2,500 $ 20,000 $ 130 $ 39,730 $ 31,500 $ 71,230 Blythe Wellness Express $ 109.082 Fare Box $ 95,725 $ 16,813 Other(2) $ 39,730 $ 31,500 $ 109,082 $ 112,538 $ 71,230 $ $ 109,082 $ 112,538 $ 71,230 Revised 5/9/2017 Summary of FY 2017/18 Funds Requested.xls FY 2017/18 SRTP Table 4A — Capital Project Justification PROJECT NUMBER (If existing project in FTIP, Indicate FTIP ID number): SRTP Project No: FY18-1 FTIP No: PROJECT NAME: Replacement of 1 Fixed Route Bus (Gas) PROJECT DESCRIPTION (For bus purchase projects, indicate fuel type) Purchase and replace one (1) gas fixed route bus, 18 passengers/2 wheelchairs. PROJECT JUSTIFICATION The Palo Verde Valley Transit Agency has several buses that have either met their useful life or are very close and need to be replaced in order to continue to provide reliable fixed route service to the community. Therefore PVVTA is looking to purchase and replace one gas (1) bus with seating capacity of 18 passenger/2 wheelchairs. PROJECT SCHEDULE (If existing project in FTIP, indicate original start date and new completion date): Start Date Completion Date 7/01 /2017 6/3 0/2018 PROJECT FUNDING SOURCES (REQUESTED): Fund Type Fiscal Year Amount STA FY 2017/18 $100,000 PRIOR YEAR PROJECTS OF A SIMILAR NATURE WITH UNEXPENDED BALANCE — INCLUDING PROJECTS APPROVED BUT NOT YET ORDERED (INCLUDE FTA GRANT #, FTIP ID # AND RCTC'S SRTP CAPITAL GRANT #) FTA Grant # FTIP ID # RCTC/SRTP Project # Description Unexpended Balance (as of 6/30/17) FY 17-1 Replacement Bus $47,153 38 FY 2017/18 SRTP Table 4A — Capital Project Justification PROJECT NUMBER (If existing project in FTIP, Indicate FTIP ID number): SRTP Project No:_FY18-2 FTIP No: PROJECT NAME: Surveillance Infrastructure Maintenance Project PROJECT DESCRIPTION (For bus purchase projects, indicate fuel type) Purchase with PROP l B Security funding, supportive surveillance and IT equipment for ongoing longevity of the current PVVTA Surveillance System. PROJECT JUSTIFICATION This project would consist of purchasing and updating equipment which would provide the ability to rotate aging equipment to a minimal duty cycle providing greater reliability. Initiating a progressive maintenance program that rotates critical parts of the surveillance and IT infrastructure prolongs the useful life, reliability and overall readiness of the security systems that may be subject to partial failure during the time of emergency if maintenance is not performed and systems are not enhanced. PROJECT SCHEDULE (If existing project in FTIP, indicate original start date and new completion date): Start Date Completion Date 7/01 /2017 6/30/2018 PROJECT FUNDING SOURCES (REQUESTED): Fund Type Fiscal Year Amount Prop 1 B HS FY 2017/18 $13,991 PRIOR YEAR PROJECTS OF A SIMILAR NATURE WITH UNEXPENDED BALANCE — INCLUDING PROJECTS APPROVED BUT NOT YET ORDERED (INCLUDE FTA GRANT #, FTIP ID # AND RCTC'S SRTP CAPITAL GRANT #) FTA Grant # FTIP ID # RCTC/SRTP Project # Description Unexpended Balance (as of 6/30/17) FY17-2 Sur. Inf. Maint.Proj. $11,000 FY16-2 - ,Sur. Inf. Maint.Proj. $13,536 39 FY 2017/18 SRTP Table 4A — Capital Project Justification PROJECT NUMBER (If existing project in FTIP, Indicate FTIP ID number): SRTP Project No:_FY18-3 FTIP No: PROJECT NAME: Bulk Tires, Filters, etc. PROJECT DESCRIPTION (For bus purchase projects, indicate fuel type) Purchase in bulk transit bus tires, filters, coolants, etc. PROJECT JUSTIFICATION Bus tires, filters, oil, coolants, etc. will be purchased in bulk for the year. This will allow quicker repair of the buses with the supplies already on hand. In addition, it will allow the buses to be put back in service much quicker. PROJECT SCHEDULE (If existing project in FTIP, indicate original start date and new completion date): Start Date Completion Date 7/01 /2017 6/30/2018 PROJECT FUNDING SOURCES (REQUESTED): Fund Type Fiscal Year Amount STA FY 2017/18 $15,000 PRIOR YEAR PROJECTS OF A SIMILAR NATURE WITH UNEXPENDED BALANCE — INCLUDING PROJECTS APPROVED BUT NOT YET ORDERED (INCLUDE FTA GRANT #. FTIP ID # AND RCTC'S SRTP CAPITAL GRANT #) FTA Grant # FTIP ID # RCTC/SRTP Project # Description Unexpended Balance (as of 6/30/17) 40 FY 2017/18 SRTP Table 4A — Capital Project Justification PROJECT NUMBER (If existing project in FTIP, Indicate FTIP ID number): SRTP Project No:_FY18-4 FTIP No: PROJECT NAME: Operations Facility Enhancement Solar Project PROJECT DESCRIPTION (For bus purchase projects, indicate fuel type) Purchase, construct and install bus stop enhancements including but not limited to benches, shelters, trash cans, solar lighting, bike racks, bus shelter concrete pads, passenger waiting areas, sidewalk, and parking lot at PVVTA Park-N-Ride. PROJECT JUSTIFICATION This proposed project would purchase, construct and install bus stop enhancements including but not limited to benches, shelters, trash cans, solar lighting, bike racks, bus shelter concrete pads, passenger waiting areas, sidewalk, and parking lot at the PVVTA Park-N-Ride (PNR). These improvements to the PNR served by all local deviated fixed routes as well as the new Blythe Wellness Express provide access to the DAC; to retail, schools, medical facilities, and county services in the community and region. PROJECT SCHEDULE (If existing project in FTIP, indicate original start date and new completion date): Start Date Completion Date 7/01 /2017 6/30/2018 PROJECT FUNDING SOURCES (REQUESTED): Fund Type Fiscal Year Amount LCTOP Funds FY 2016/17 $11,512 PRIOR YEAR PROJECTS OF A SIMILAR NATURE WITH UNEXPENDED BALANCE — INCLUDING PROJECTS APPROVED BUT NOT YET ORDERED (INCLUDE FTA GRANT #, FTIP ID # AND RCTC'S SRTP CAPITAL GRANT #) FTA Grant # FTIP ID # RCTC/SRTP Project # Description Unexpended Balance (as of 6/30/17) FY17-5 Oper Fac. Enhance. Solar $25,346 FY 16-6 Oper Fac. Enhance. Solar $ 1,869 41 PALO VERDE VALLEY TRANSIT AGENCY FY 2018/19 SUMMARY OF FUNDS REQUESTED SHORT RANGE TRANSIT PLAN Table 5.1 - Summary of Funds Requested for FY 2018/19 Project Description Operating Assistance Capital Project Number tit Total Amount of Funds LTF STA Prop 1 B Capital PTMISEA Prop 1B Homeland Security Low Carbon Transit Operations Program Blythe Wellness Express 5310 Funding (BWE) Fare Box Other Blythe Wellness Express Operating Subtotal: Operating $ 1,082,005 $ 124,974 $ 942,190 $ 49,362 $ 49,362 $ 98.597 $ 26,250 (2) $ 41,218 $ 1,206,979 $ 942.190 $ - $ - $ - $ - $ 49,362 $ 49,362 $ 124,847 Shop Maintenance Truck/Support Vehicle Shop Maintenance Equipment Bulk Transit Bus Tires. Filters, etc. Subtotal( Capital FY19-1 FY19-2 FY19-3 $ 50,000 20,000 15,000 $ 50,000 $ 20,000 $ 15,000 $ 41,218 $ 85,000 $ - $ 85,000 $ - $ - $ Total: Operating & Capital $ 1,291,979 $ 942,190 E 85,000 E - E - S - E 49,362 5 49,362 S 124,847 $ 41,218 (1) Number should lie to Table 4A - Capital Project Justification (2) Please identify source of "Other" funds. Other Funds Include: CNG Fuel Sales T.R.I.P. Revenue RTAP Grant Special Services Misc. Revenues/Interest N $ 15,600 $ 2,184 $ 2,500 $ 20.800 $ 134 41,218 Revised 5/9/2017 Summary of FY 2018/19 Funds Requested.xls FY 2018/19 SRTP Table 5.1 A — Capital Project Justification PROJECT NUMBER (If existing project in FTIP, Indicate FTIP ID number): SRTP Project No:_FY19-1 FTIP No: PROJECT NAME: Support/Maintenance Vehicle Replacement PROJECT DESCRIPTION (For bus purchase projects, indicate fuel type) Purchase and replace the shop maintenance support vehicle. PROJECT JUSTIFICATION The Palo Verde Valley Transit Agency moved its maintenance shop from the City Yard to the Transit yard last year and hired its own mechanic. PVVTA had a support truck available that was assigned to the mechanic for daily use. That vehicle has exhausted its useful life and now needs to be replaced. PVVTA is looking to replace the support vehicle with a truck that will allow the mechanic to carry and store his tools on the truck for maintenance when a bus goes down on the road. PROJECT SCHEDULE (If existing project in FTIP, indicate original start date and new completion date): Start Date Completion Date 7/01 /2018 6/30/2019 PROJECT FUNDING SOURCES (REQUESTED): Fund Type Fiscal Year Amount STA FY 2018/19 $50,000 PRIOR YEAR PROJECTS OF A SIMILAR NATURE WITH UNEXPENDED BALANCE — INCLUDING PROJECTS APPROVED BUT NOT YET ORDERED (INCLUDE FTA GRANT #, FTIP ID # AND RCTC'S SRTP CAPITAL GRANT #) FTA Grant # FTIP ID # RCTC/SRTP Project # Description Unexpended Balance (as of 6/30/19) 43 FY 2018/19 SRTP Table 5.1 A — Capital Project Justification PROJECT NUMBER (If existing project in FTIP, Indicate FTIP ID number): SRTP Project No: 19-2 FTIP No: PROJECT NAME: Shop Maintenance Equipment PROJECT DESCRIPTION (For bus purchase projects, indicate fuel type) Purchase shop maintenance equipment needed in repairing and maintaining the transit buses. PROJECT JUSTIFICATION Some of the equipment currently being utilized in the shop to repair and maintain the transit buses will be getting close to exhausting their useful life and will need to be replaced. If not replaced, it could become a safety hazard. PROJECT SCHEDULE (If existing project in FTIP, indicate original start date and new completion date): Start Date Completion Date 7/01 /2018 6/30/2019 PROJECT FUNDING SOURCES (REQUESTED): Fund Type Fiscal Year Amount STA FY 2018/19 $20,000 PRIOR YEAR PROJECTS OF A SIMILAR NATURE WITH UNEXPENDED BALANCE — INCLUDING PROJECTS APPROVED BUT NOT YET ORDERED (INCLUDE FTA GRANT #, FTIP ID # AND RCTC'S SRTP CAPITAL GRANT #) FTA Grant # FTIP ID # RCTC/SRTP Project # Description Unexpended Balance (as of 6/30/19) 44 FY 2018/19 SRTP Table 5.1 A — Capital Project Justification PROJECT NUMBER (If existing project in FTIP, Indicate FTIP ID number): SRTP Project No:_FY19-3 FTIP No: PROJECT NAME: Bulk Tires, Filters, etc. PROJECT DESCRIPTION (For bus purchase projects, indicate fuel type) Purchase in bulk transit bus tires, filters, coolants, etc. PROJECT JUSTIFICATION Bus tires, filters, oil, coolants, etc. will be purchased in bulk for the year. This will allow quicker repair of the buses with the supplies already on hand. In addition, it will allow the buses to be put back in service much quicker. PROJECT SCHEDULE (If existing project in FTIP, indicate original start date and new completion date): Start Date Completion Date 7/01 /2018 6/30/2019 PROJECT FUNDING SOURCES (REQUESTED): Fund Type Fiscal Year Amount STA FY 2018/19 $15,000 PRIOR YEAR PROJECTS OF A SIMILAR NATURE WITH UNEXPENDED BALANCE — INCLUDING PROJECTS APPROVED BUT NOT YET ORDERED (INCLUDE FTA GRANT #, FTIP ID # AND RCTC'S SRTP CAPITAL GRANT #) FTA Grant # FTIP ID # RCTC/SRTP Project # Description Unexpended Balance (as of 6/30/19) 45 PALO VERDE VALLEY TRANSIT AGENCY FY 2019/20 SUMMARY OF FUNDS REQUESTED SHORT RANGE TRANSIT PLAN Table 5.2 - Summary of Funds Requested for FY 2019/20 Low Carbon Capital Prop 18 Transit Project Description Project Number Total Amount of Funds Prop 1 B Capital Homeland Operations 5310 Funding Operating Assistance (1) LTF STA PTMISEA Security Program (BWE) Fare Box Other $ 1,112,500 $ 969,633 $ 100,511 (2) $ 42,356 Blythe Wellness Express Operating Subtotal: Operating $ 124,974 $ 96,766 $ 28,208 $ 1,237,474 $ 969,633 $ $ $ - $ - $ 96,766 $ 128,719 $ 42,356 Replacement of (3) CNG Fixed Route Buses FY20-1 $ 450,000 $ 450,000 Replace Support Vehicle FY20-2 $ 30,000 $ 30,000 Bulk Transit Bus Tires, Filters, etc. FY20-3 $ 15,000 $ 15,000 Bus Stop Amenities Subtotal: Capital FY20-4 $ 15,000 $ 15,000 $ s1D,000 $ - $ 510,000 $ - $ $ - $ $ Total: Operating & Capital $ 1,747,474 $ 969,633 $ 510,000 $ - $ - $ - $ 96,766 $ 128,719 $ 42,356 (1) Number should tie to Table 4A - Capital Project Justification (2) Please identify source of "Other" funds. Other Funds Include: CNG Fuel Sales T.R.I.P. Revenue RTAP Grant Special Services Misc. Revenues/Interest $ 16,050 $ 2,268 $ 2,500 $ 21,400 $ 138 $ 42,356 Revised 5/9/2017 Summary of FY 2019/20 Funds Requested.xls FY 2019/20 SRTP Table 5.2 A — Capital Project Justification PROJECT NUMBER (If existing project in FTIP, Indicate FTIP ID number): SRTP Project No:JFY20-1 FTIP No: PROJECT NAME: Replacement of three fixed route CNG buses PROJECT DESCRIPTION (For bus purchase projects, indicate fuel type) Purchase and replace three fixed route CNG buses. PROJECT JUSTIFICATION The Palo Verde Valley Transit Agency has three CNG buses that will be exceeding their useful life and will be looking to replace the buses. These buses are currently used daily to run the fixed route service. PVVTA will be looking for grant funds to help supplement the cost of the buses or if necessary due to lack of funds, replace them one at a time over a period of three years. PROJECT SCHEDULE (If existing project in FTIP, indicate original start date and new completion date): Start Date Completion Date 7/01 /2019 6/30/2020 PROJECT FUNDING SOURCES (REQUESTED): Fund Type STA Fiscal Year FY 2019/20 Amount $450,000 PRIOR YEAR PROJECTS OF A SIMILAR NATURE WITH UNEXPENDED BALANCE — INCLUDING PROJECTS APPROVED BUT NOT YET ORDERED (INCLUDE FTA GRANT #, FTIP ID # AND RCTC'S SRTP CAPITAL GRANT #) FTA Grant # FTIP ID # RCTC/SRTP Project # Description Unexpended Balance (as of 6/30/20) 47 FY 2019/20 SRTP Table 5.2 A — Capital Project Justification PROJECT NUMBER (If existing project in FTIP, Indicate FTIP ID number): SRTP Project No:_FY20-2 FTIP No: PROJECT NAME: Replacement of Support Vehicle PROJECT DESCRIPTION (For bus purchase projects, indicate fuel type) Purchase and replace transit support vehicle. PROJECT JUSTIFICATION The Palo Verde Valley Transit Agency is currently operating a 2012 support vehicle that has met its useful life and will need to be replaced. PROJECT SCHEDULE (If existing project in FTIP, indicate original start date and new completion date): Start Date Completion Date 7/01/2019 6/30/2020 PROJECT FUNDING SOURCES (REQUESTED): Fund Type Fiscal Year Amount STA FY 2019/20 $30,000 PRIOR YEAR PROJECTS OF A SIMILAR NATURE WITH UNEXPENDED BALANCE — INCLUDING PROJECTS APPROVED BUT NOT YET ORDERED (INCLUDE FTA GRANT #, FTIP ID # AND RCTC'S SRTP CAPITAL GRANT #) FTA Grant # FTIP ID # RCTC/SRTP Project # Description Unexpended Balance (as of 6/30/20) 48 FY 2019/20 SRTP Table 5.2 A — Capital Project Justification PROJECT NUMBER (If existing project in FTIP, Indicate FTIP ID number): SRTP Project No: FY20-3 FTIP No: PROJECT NAME: Bulk Tires, Filters, etc. PROJECT DESCRIPTION (For bus purchase projects, indicate fuel type) Purchase in bulk transit bus tires, filters, coolants, etc. PROJECT JUSTIFICATION Bus tires, filters, oil, coolants, etc. will be purchased in bulk for the year. This will allow quicker repair of the buses with the supplies already on hand. In addition, it will allow the buses to be put back in service much quicker. PROJECT SCHEDULE (If existing project in FTIP, indicate original start date and new completion date): Start Date Completion Date 7/01/2019 6/30/2020 PROJECT FUNDING SOURCES (REQUESTED): Fund Type Fiscal Year Amount STA FY 2019/20 $15,000 PRIOR YEAR PROJECTS OF A SIMILAR NATURE WITH UNEXPENDED BALANCE — INCLUDING PROJECTS APPROVED BUT NOT YET ORDERED (INCLUDE FTA GRANT #, FTIP ID # AND RCTC'S SRTP CAPITAL GRANT #) FTA Grant # FTIP ID # RCTC/SRTP Project # Description Unexpended Balance (as of 6/30/20) 49 FY 2019/20 SRTP Table 5.2 A — Capital Project Justification PROJECT NUMBER (If existing project in FTIP, Indicate FTIP ID number): SRTP Project No:_FY20-4 FTIP No: PROJECT NAME: Bus Stop Amenities. PROJECT DESCRIPTION (For bus purchase projects, indicate fuel type) Purchase bus benches and shelters to be placed at bus stop locations in the valley. PROJECT JUSTIFICATION This project has been an ongoing project but halted for a few years due to limited resources. PVVTA would like to continue with the purchase of bus shelters, benches and where necessary construction of concrete pads for the shelters and benches. The summer weather in Blythe is extremely hot and bus shelters would benefit passengers waiting for the bus by giving them a place to wait, out of the direct hot sun. PROJECT SCHEDULE (If existing project in FTIP, indicate original start date and new completion date): Start Date Completion Date 7/01 /2019 6/30/2020 PROJECT FUNDING SOURCES (REQUESTED): Fund Type Fiscal Year Amount STA FY 2019/20 $15,000 PRIOR YEAR PROJECTS OF A SIMILAR NATURE WITH UNEXPENDED BALANCE — INCLUDING PROJECTS APPROVED BUT NOT YET ORDERED (INCLUDE FTA GRANT #, FTIP ID # AND RCTC'S SRTP CAPITAL GRANT #) FTA Grant # FTIP ID # RCTC/SRTP Project # Description Unexpended Balance (as of 6/30/20) 50 TABLE 6—PROGRESS TO IMPLEMENT TRIENNIAL PERFORMANCE AUDIT Prior Audit Recommendation (Covering FY 2013 — FY 2015) Action(s) Taken And Results (1) Continue to pursue and implement a succession plan for the Finance Manager position. Steps have been taken to document and archive key functions of the Finance position. The Board has taken action to allow transfer of such duties to become easier if necessary. Continue to pursue a fare revenue sharing agreement with Palo Verde College. PVVTA has multiple meetings yearly about service revenue and coordination. Palo Verde College has implemented services paying the full cost for transportation. This item is an ongoing discussion. Include Desert RoadTRIP financial and operations data in the PVVTA State Controllers Report. The Desert RoadTRIP data has now been incorporated into the State Controllers Report. Effective with the FY2015/16 report. Provide Title VI Policy documentation in Spanish. PVVTA is working with a translator to have these documents provided in Spanish. This task should be completed by June 30, 2017 no action taken, provide schedule for implementation or explanation of why the recommendation is no longer relevant. 51 ��i r i r d �� t w - - r l o - P s t a i m ( a r n i t : r t n M i m e T a b l e 7 - - S e r v i c e P r o v i d e r P e r f o r m a n c e T a r g e t s R e p o r t F Y 2 0 1 6 / 1 7 S h o r t R a n g e T r a n s i t P l a n R e v i e w P a l o V e r d e V a l l e y T r a n s i t A g e n c y D a t a E l e m e n t s U n l i n k e d P a s s e n g e r T r i p s P a s s e n g e r M i l e s T o t a l A c t u a l V e h i c l e R e v e n u e H o u r s T o t a l A c t u a l V e h i c l e R e v e n u e M i l e s T o t a l A c t u a l V e h i c l e M i l e s T o t a l O p e r a t i n g E x p e n s e s T o t a l P a s s e n g e r F a r e R e v e n u e N e t O p e r a t i n g E x p e n s e s P e r f o r m a n c e I n d i c a t o r s M a n d a t o r y : F Y 2 0 1 6 / 1 7 P l a n 4 8 , 2 9 9 6 7 6 , 1 8 0 8 , 7 5 5 . 0 1 7 1 , 9 4 2 . 0 2 1 4 , 1 9 3 . 0 $ 1 , 0 1 0 , 5 8 2 $ 1 2 8 , 1 1 0 $ 8 8 2 , 4 7 2 F Y 2 0 1 6 / 1 7 T a r g e t F Y 2 0 1 6 / 1 7 Y e a r t o D a t e T h r o u g h 3 r d Q u a r t e r Y e a r t o D a t e P e r f o r m a n c e S c o r e c a r d 1 . 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P a s s e n g e r s P e r R e v e n u e M i l e $ 5 . 1 3 > _ $ 4 . 3 0 a n d < _ $ 5 . 8 2 5 . 5 0 > = 4 . 6 8 a n d < = 6 . 3 3 $ 5 . 2 8 5 . 7 0 N o t e : M u s t m e e t a t l e a s t 4 o u t o f 7 D i s c r e t i o n a r y v e r r o r m a n c e i n d i c a t o r s 0 . 2 8 > = 0 . 2 4 a n d < = 0 . 3 2 F a i l s t o M e e t T a r g e t M e e t s T a r g e t M e e t s T a r g e t M e e t s T a r g e t M e e t s T a r g e t M e e t s T a r g e t 0 . 3 1 M e e t s T a r g e t 1 P r o d u c t i v i t y P e r f o r m a n c e S u m m a r y : S e r v i c e P r o v i d e r C o m m e n t s : T r a n s T r a c k M a n a g e r ^ " 4 / 1 9 / 2 0 1 7 P a g e 1 o f 1 tieniic {cmY Fmnpalcdien Camax9cn 11111111N sum FY 2017/18 - Table 8 -- SRTP Performance Report Service Provider; Palo Verde Valley Transit Agency All Routes Performance Indicators FY 2015/16 End of Year Actual Po.xi iyci a Passenger Miles Revenue Hours Total Hours Revenue Miles Total Miles Operating Costs Passenger Revenue Operating Subsidy Operating Costs Per Revenue Hour Operating Cost Per Revenue Mile Operating Costs Per Passenger Farebox Recovery Ratio Subsidy Per Passenger Subsidy Per Passenger Mile Subsidy Per Revenue Hour Subsidy Per Revenue Mile Passengers Per Revenue Hour Passengers Per Revenue Mile 45,227 633,178 8,455.0 9,673.0 166,423.0 207,354.0 $968,201 $123,022 $845,179 FY 2016/17 3rd Quarter Year -to -Date 35,204 492,856 6,178.0 7,065.0 114,944.0 139,279.0 $711,075 $104,730 $606,345 FY 2017/18 Plan 51,392 1,153,040 9,684.0 11,439.0 197,980.0 237,684.0 $1,207,598 $183,768 $1,023,830 FY 2017/18 Target None None None None None None None None None Plan Performance Scorecard (a) $114.51 $5.82 $21.41 12.71% $18.69 $1.33 $99.96 $5.08 5.30 0.27 $115.10 $6.19 $20.20 14.73% $17.22 $1.23 $98.15 $5.28 5.70 0.31 $124.70 <_ $117.05 $6.10 None $23.50 None 15.210/0 >= 10.00/0 $19.92 $0.89 $105.72 $5.17 5.30 0.26 >_ $14.64 and <_ $19.80 >_ $1.05 and <_ $1.41 >_ $83.43 and <_ $112.87 >_ $4.49 and <_ $6.07 >= 4.85 and <= 6.56 >= 0.26 and <= 0.36 Fails to Meet Target Meets Target Fails to Meet Target Better Than Target Meets Target Meets Target Meets Target Meets Taraet U) I Ile rian rerrormance Scorecard column is the result of comparing the FY 2017/18 Plan to the FY 2017/18 Primary Target. Ul w TransTrack Manager'm 5/2/2ov 4 Page 1 of 1 TABLE 9 — HIGHLIGHTS OF SRTP PRESENTATION ■ Transit service continues to be provided by contract with Transportation Concepts and will continue through June 30, 2018, with an option to extend the agreement four (4) additional one year periods. ■ PVVTA will maintain current fare structure for services provided for FY 2017/18 and will only look at implementing an increase should meeting the farebox be in jeopardy. ■ PVVTA's CNG Station has been in operation for several years now and the demand for CNG fuel increased tremendously during the first year of operation but declined in the second year due to the drop in fuel prices. The demand for CNG has not increased since the decline in the second year but continues to operate at a steady rate. PVVTA will continue to monitor the CNG Station for efficiency. ■ PVVTA Blue Route 1 will continue to run the existing route with no changes in routing. ■ PVVTA Gold Route 2 will continue to run the existing route with no changes in routing. ■ PVVTA Red Route 3 will continue to run the existing route with detailed analysis by PVVTA and prison staff to present changes as part of the mid -year review. ■ PVVTA Green Route 4 will continue to run the existing route with no changes in routing. ■ PVVTA Silver Route 5 will continue to run the existing route with no changes in routing. ■ PVVTA will continue to operate XTend-A-Ride service which is a demand responsive service that addresses special areas in time where community require general public transit service that may not be available on the fixed route system. ■ PVVTA will implement the FTA Rides 2 Wellness demonstration service the Blythe Wellness Express; Monday, Wednesday and Friday to the Coachella Valley for non -emergency medical access. ■ The Agency will continue to place passenger amenities (e.g. benches, shelters) at strategic locations that promote new ridership through target marketing and partnerships. ■ Agency management will continue to focus on system productivity, mindful of TDA and RCTC Performance Improvement Plan requirements relative to the Farebox Recovery Ratio. Operating and Financial Data FY13-14 FY14-15 FY15-16 FY16-17 Projected FY17-18 Planned System -wide Ridership 44,432 49,673 45,227 48,299 51,392 Cost Per Revenue Hour $94.16 $103.15 $114.51 $115.43 124.70 Productivity Performance Summary: The proposed PVVTA FY17/18 SRTP, meets one of one mandatory indicator and meets 6 of 7 discretionary indicators. 54 Table 9B - Fare Revenue Calculation (consistent with Commission Farebox Recovery Policy) Revenue Sources included in Farebox Calculation Actual Amount from FY 2015/16 Audit FY 16/17 (Estimate) FY 17/18 (Plan) 1. Passenger Fares 86,207 81,767 78,713 2.Interest 37 75 130 3. General Fund Supplement _ _ 4. Measure A _ _ 5. Advertising Revenue _ 6. Gain on Sale of Capital Assets _ _ 7. CNG Revenue 22,567 22,000 15,000 8. Lease/ Other Revenue - _ 9. Federal Excise Tax Refund - _ 10. Investment Income - _ 11. CalPers CERBT _ 12. Fare Revenues from Exempt Routes 16,058 33,825 13. Other Revenues 14,210 8,210 56,100 TOTAL REVENUE 123,021 128,110 183,768 for Farebox Calculation (1-13) TOTAL OPERATING EXPENSES 1,017,367 1,010,582 1,207,598 for Farebox Calculation FAREBOX RECOVERY RATIO 12.09% 12.68% 15.22% 55 Coachella Valley -San Gorgonio Pass Rail Short Range Transit Plan FY 2017/18 - 2019/20 COACHELLA VALLEY- SAN GORGONIO PASS RAIL CORRIDOR SERVICE 5/2/2017 TABLE OF CONTENTS CHAPTER 1 - BACKGROUND 4 1.1 CVAG MOU and TDA Funding 4 1.2 SRTP Amendments 5 1.3 Service Development Plan 5 1.4 Annual Project Update and FRA Grant Status 6 CHAPTER 2 - PROJECT OVERVIEW 7 2.1 Population Profile and Demographic Projections 7 2.2 Fixed Route Services 7 2.3 Scope 8 2.4 Objective 8 2.5 Project Location 8 2.6 Project Coordination 10 2.7 Project Schedule and Deliverables 11 CHAPTER 3 - DESCRIPTION OF WORK 12 3.1 Detailed Project Work Plan and Outreach Plan 12 CHAPTER 4 - PRELIMINARY SERVICE PLANNING AND ALTERNATIVES PHASE 1 13 4.1 Alternatives Analysis 13 4.2 Preliminary Service Development Planning Methodology 13 CHAPTER 5 - ENVIRONMENTAL DOCUMENTATION PHASE 2 16 5.1 NEPA/CEQA Scoping and Outreach 16 5.2 Environmental Document & Section 4(f) Analysis 18 CHAPTER 6 - SERVICE DEVELOPMENT PLAN DEVELOPMENT 20 CHAPTER 7 - PROJECT MANAGEMENT 22 TABLE 4 - SUMMARY OF FUNDS REQUESTED 23 TABLE 5 - SUMMARY OF FUTURE FUNDS REQUESTED 25 TABLE 9 - SRTP HIGHLIGHTS 28 2 GLOSSARY OF ACRONYMS BNSF BNSF Railway CEQ Council of Environmental Quality CEQA California Environmental Quality Act CETAP Community & Environmental Acceptability Process CMAQ Congestion Mitigation & Air Quality Funds CVAG Coachella Valley Association of Governments DEIS Draft Environmental Impact Statement EA Environmental Assessment EIR Environmental Impact Report EIS Environmental Impact Statement EOM Extra -Ordinary Maintenance FEIS Final Environmental Impact Statement FRA Federal Railroad Administration FTA Federal Transit Administration HSIPR High -Speed Intercity Passenger Rail IEOC Inland Empire -Orange County Line LACMTA Los Angeles County Metropolitan Transportation Authority LAUS Los Angeles Union Station LOSSAN Los Angeles/San Diego/San Luis Obispo Rail Corridor Agency LTF Local Transportation Funds MOW Maintenance -of -Way NEPA National Environmental Policy Act NOA Notice of Availability NOI Notice of Intent NTD National Transit Database OCTA Orange County Transportation Authority PA&ED Project Approval and Environmental Document PRCIP Passenger Rail Corridor Investment Plan PTC Positive Train Control PTMISEA Public Transportation Modernization, Improvement, and Service Enhancement Account PVL Perris Valley Line RCTC Riverside County Transportation Commission ROD Record of Decision RTA Riverside Transit Agency RTIP Regional Transportation Improvement Program SANBAG San Bernardino Associated Governments SB Senate Bill SCAG Southern California Association of Governments SCRRA Southern California Regional Rail Authority SDP Service Development Plan SRTP Short Range Transit Plan STA State Transit Assistance Funds STIP State Transportation Improvement Program STP Surface Transportation Program Funds TVM Ticket Vending Machine UPRR Union Pacific Railroad VCTC Ventura County Transportation Commission 3 CHAPTER 1 — BACKGROUND Providing passenger rail service to the Coachella Valley has been a long- standing priority for more than two decades. The first studies for such a service were completed in the early 1990's. Additional studies have been performed over time with one of the more recent efforts completed in April 2010. This study was completed through coordination by CVAG, the Commission, and Schiermeyer Consulting Services and adopted by the CVAG Executive Committee on October 25, 2010. On November 10, 2010 the Commission reaffirmed its formal support for implementation and expansion of intercity Amtrak rail service to the Coachella Valley and directed staff to coordinate with CVAG and local communities to advocate for the service. To follow up on that effort, the Commission adopted a formal Resolution No. 11-001 in support of Amtrak's plan to run the Sunset Limited daily through the Coachella Valley. In May 2013 the state of California Division of Rail (Caltrans) completed the first phase of a planning study and initial alternatives analysis for the rail corridor. This planning study was very supportive of the potential for a viable service. Future studies will expand on such analyses by determining ridership demand and better cost estimates. Caltrans also included an updated project description and analysis of the Coachella Valley service in the latest state rail plan, approved on September 5, 2013 by the State Transportation Agency. The next update will take place in 2018. 1.1 CVAG MOU and TDA Funding At its September 30, 2013 meeting, the CVAG Executive Committee approved a MOU between the Commission and CVAG to establish a funding split of Coachella Valley TDA funds. All of these TDA funds are currently allocated to SunLine Transit Agency (SunLine), and the intent is to allocate 10 percent of the STA discretionary portion of the TDA funds, using a phased -in approach, in order to support a Coachella Valley Rail program. The intent of the MOU is to allow the Commission to set aside those STA funds into a Coachella Valley Rail fund to be used only for capital costs to improve stations, staff support, as well as funding for technical studies. This funding split is to be phased in as follows: FY 2014/15 5 percent of the STA portion of the TDA funds FY 2015/16 7 percent of the STA portion of the TDA funds FY 2016/17 and thereafter 10 percent of the STA portion of the TDA funds 4 TDA funds are utilized on a wide variety of transportation programs throughout the state including Riverside County. These activities include planning and programming activities, pedestrian and bicycle facilities, community transit services, public transportation, and transit projects. Historically TDA funds have not been set aside for passenger rail. However, technical work will continue on development of the Los Angeles to Coachella Valley corridor in the state rail plan. This work will demonstrate the Coachella Valley's commitment toward implementing a robust rail program and thereby serve as a lever to unlock federal and state sources of funding and other support for necessary environmental work, as well as future operations funding. SunLine is the only designated public transit operator in the Coachella Valley currently authorized by the state to receive these funds. SunLine has been involved in the development of this plan and is working in partnership with the Commission and CVAG in order to promote close coordination of bus and rail needs so that both programs operate successfully. The MOU with CVAG will support a Coachella Valley Rail fund. These funds would be internally maintained at the Commission in a separate account while expenditures would be authorized by CVAG's Executive Committee. This would be similar to current arrangements for the Coachella Valley Highway and Regional Arterial program where the Commission acts as a fiscal agent pursuant to Measure A, but actual expenditures are authorized by CVAG. CVAG Executive Committee decisions regarding the Coachella Valley Rail fund would only impact passenger rail projects within the Coachella Valley. The Coachella Valley Rail fund would initially be used to improve stations with projects that have independent utility, provide funding for technical studies, and limited project management staff support. These funds are currently being used as matching funds to the FRA grant that is completing the Service Development Plan and Environmental Documents. 1.2 SRTP Amendments The Commission's SRTP includes goals for the Commission's Regional Commuter Rail program and provides detailed information about existing services and facilities, financial forecasts and plans, as well as planned and proposed improvements to be implemented. The Commission oversees transit service in Riverside County primarily through the approval of SRTPs that detail the operating and capital costs planned for transit services. Each operator adopts such a plan and then provides data to the Commission on performance. As SRTPs are based upon estimates of future projects, it is necessary to subsequently amend these documents upon completion or changes to specified projects and circumstances. The Commuter Rail program thus amended its FY 2013/14 Commuter Rail SRTP to use state grant funds and preserve local funds. These funds will be transferred into the Coachella Valley Rail fund for qualified expenditures. 1.3 Service Development Plan The true success of this effort will be to develop comprehensive and convincing planning documents that will allow Coachella Valley rail to compete for limited state and federal 5 rail funds. The project purpose and need will have to be compelling and the ridership potential thoroughly demonstrated. The Federal Rail Administration staff have made it very clear that several rail alignments and alternatives must be studied and compared in order for the project to be viable. The July 1, 2010 Federal Register notice on High -Speed Intercity Passenger Rail (HSIPR) program outlines the planning process needed to obtain funding. This process identifies the need for a service development plan (SDP) with the following requirements: Clearly demonstrate the purpose and need; Analyze alternatives for the proposed passenger rail service; Identify the alternative that best meets the purpose and need; Identify the discrete capital projects required; and Demonstrate the operational and financial feasibility. Both Caltrans and FRA have been working to either develop or approve such SDP's for corridors throughout the country and offered some very helpful suggestions on how to conduct the planning effort. The National Environmental Policy Act (NEPA) environmental assessment (EA) or an environmental impact statement (EIS) may be completed either after or in parallel to the SDP process. The Commission staff has hired HDR to conduct both the SDP and the NEPA documentation to expedite project development. 1.4 Annual Project Update and FRA Grant Status As the project has progressed there have been many significant accomplishments including the award of a $2.9M FRA Planning Grant announced on April 16, 2015. This grant allowed the project to seamlessly continue from Phase 1 to Phase 2. As described below the project has many elements to complete for the overall Service Development Plan. As of the end of FY17 the following has been completed: • Initial Project Outreach and Scoping • Public Open House Meetings • Stakeholder TAC Meetings • Market Analysis • Purpose and Need Document • Alternatives Analysis • Phase 2 scoping and planning • FRA Grant Development • Initiated Tier 1 Environmental • Environmental Scoping Meetings and Report • Initiated Service Development Plan • Basis of Design Report 6 CHAPTER 2 — PROJECT OVERVIEW The proposed Coachella Valley —San Gorgonio Rail Corridor (Corridor) runs from Los Angeles to Indio through four Southern California counties: Los Angeles, Orange, Riverside, and San Bernardino. The Corridor refers to the approximately 141-mile long rail corridor between Los Angeles Union Station (LAUS) and the city of Indio. The Corridor consists of two segments: the western 59-mile long segment between LAUS and Riverside/Colton, and the eastern approximately 82-mile segment between Riverside/Colton and Indio. The following chapters outline the expectations and progress of the project and contractor. 2.1 Population Profile and Demographic Projections The proposed intercity passenger rail service would provide a conveniently scheduled link to the greater metropolitan areas of Southern California for the communities in the fast-growing Coachella Valley and Banning Pass areas. It will also provide Los Angeles and Orange County residents' access to the world class Coachella Valley visitor destinations and festivals. In addition, it will provide lifeline access on routes not serviced by other means to key destinations such as the Veterans Affairs Medical Center in Loma Linda. 2.2 Fixed Route Services On July 1, 2010, the FRA published its Interim Program Guidance for the High -Speed Intercity Passenger Rail Program in the Federal Register Volume 75 No. 126 Notices. Caltrans was selected through this competitive grant program for planning funds to conduct the State Rail Plan, which includes the proposed service that is the subject of this scope. As part of its planning processes, Caltrans conducted the Coachella Valley Intercity Rail Corridor Planning Study, which examined the viability of the provision of intercity passenger rail service between Los Angeles and Indio and recommended the preparation of a SDP to determine the range of, and ultimately, select a preferred service option for the corridor. The Commission is leading the planning efforts for the SDP and environmental documents, utilizing a combination of state and local funds. A large portion of the funding is from the State Proposition 1 B Public Transportation Modernization, Improvement, and Service Enhancement Account Program (PTMISEA). Due to the complexity of service development programs, extensive pre -construction preparation is required, including service planning, environmental review, and conceptual engineering efforts. The first phase of this process, known as the Planning Phase, is the development of the Passenger Rail Corridor Investment Plan (PRCIP). The PRCIP provides information in support of a future decision whether to fund and implement a major investment in a passenger rail corridor. It consists of two components: 1) an environmental document and analysis of the proposed rail service, which in the 7 case of the Corridor will either be an EA or a Tier 1 EIS to satisfy both the National Environmental Policy Act (NEPA) and California Environmental Quality Act (CEQA) requirements, and 2) a SDP. Together, the environmental document and SDP complete the PRCIP, which would provide information to support a potential future FRA decision whether to fund and implement a major investment in the Corridor. For the purposes of this scope of work, the term "Project" means the completion of the SDP and environmental work activities exclusively for initial planning of the Corridor. Also for the purposes of this scope of work, the term "Corridor Program" means final design, environmental clearance, and construction work activities required to implement service along the corridor. 2.3 Scope This scope of work is divided into four major tasks and several subtasks, described in detail below. Task 1 includes early planning. Task 2 includes preliminary service planning and the preparation of other technical information to identify and develop an alternatives analysis. Both Tasks 1 and 2 have now been completed. The data gathered during this phase will be used to perform Task 3, the development of the Environmental Documentation, and Task 4 the refinement and finalization of the SDP. Tasks may overlap and require close coordination and will be conducted through an iterative analytical process. Task orders 3 & 4 have been issued to the consultant team with specific budget and oversight requirements. 2.4 Objective The objective of the Project is to complete a PRCIP in compliance with FRA's Procedures, the Council of Environmental Quality's NEPA implementing regulation, and this SDP. For the purposes of this scope of work, the Project is the completion of the SDP work activities and the environmental documentation to support NEPA/CEQA clearance for program level design and operations necessary for the service. 2.5 Project Location The Coachella Valley —San Gorgonio Rail Corridor consists of two segments: the western 59-mile long segment between LAUS and Riverside/Colton, and the eastern approximately 140-mile segment between Riverside/Colton and Indio. It is anticipated that alternate routes between Los Angeles and the Riverside/Colton area be analyzed. This would include possible routes along the Burlington Northern Santa Fe Railway (BNSF) San Bernardino Subdivision, the Union Pacific Railroad (UPRR) Alhambra or Los Angeles Subdivision and the Metrolink San Gabriel Subdivision. To ensure that planning considers the interrelationships of the broader regional rail network, the following segment(s) and/or services beyond the Corridor shall be considered to the degree necessary to fully inform the service development planning process and service environmental work for the Corridor: 1. Amtrak Sunset Limited (Los Angeles to New Orleans via Phoenix); 8 2. Amtrak Southwest Chief (Los Angeles to Chicago via Riverside); 3. Amtrak Pacific Surfliner Trains (San Diego to San Luis Obispo); 4. Commuter Rail Operations Metrolink (Serving Los Angeles, Orange, Riverside, San Bernardino, and Ventura Counties); 5. Future daily intercity service between Los Angeles and Phoenix via Coachella Valley; 6. Local and regional bus connections; and 7. High Speed Rail future plans. LC; i11151I 7J EDJAT/ Montclair Los Angeles '��� Union Station -.' Wane ane Callon /S Las hneeles .,t oR7 !`., Vorr._. Oil niw j i 1\ bend Tema /® Riverside Placentia \ e^ Mwm '�i� Downtown Nanraia ", Fullerton _ ode king .- j .(ii-iltiJlLJ � S�U4.1;Y (sIv san Arrgxhead\ Running mardino Wen 5 Loma Linda, 1 Redlands I 7-- \raga Redlands ralMr Yucaipa' cahlT; Cherrrvanry �;Si15U;15JuYIJtY;1JE Peas 1 Anaheim torn Anaheim Urange Nob r)iti111 JE 5UU,11 l Area Beau .rat Banning (sham ;r. • Desert Hot Sprigs Palm Springs r LEGEND - SCRRA San Gabriel Sub - Union Pacific RR Alhambra Sub - BUSE Railway San Bernardino Sub - Union Pacific RR Yuma Sub �- .-UnionPacificRRlosAngelesSub CATCHMENT AREAS • - Existing Station Areas 0 - Potential Station Areas Tho nd NM] Cathedral ury Rancho i Mirage i Palm U*r Indian we% and. 1 Ueulnta (oxhNla Themwl ` Not all potential stations will be needed; construction and alignment altematives will be determined in the future. 9 2.6 Project Coordination The Contractor shall perform all tasks required for the Project through a coordinated process, which will involve affected railroad owners, operators, and funding partners, including: • Major Partners: Divisions within Caltrans, including Rail, Planning, Mass Transportation, and Transportation Systems Information; and Caltrans District 8 • Project Partner: FRA • Railroad Owners: UPRR, BNSF, Los Angeles County Metropolitan Transportation Authority, Orange County Transportation Authority, and San Bernardino Associated of Governments • Regional Transportation Planning Agencies: Coachella Valley Association of Governments (CVAG), Southern California Association of Governments (SCAG) • Regulatory Agencies: U.S. Fish and Wildlife Service, U.S. Army Corps of Engineers, California Department of Fish and Wildlife, Regional Water Quality Control Board, Bureau of Land Management (potentially), • Intercity Rail Agency: LOSSAN Joint Powers Authority • Intercity Rail Operator: Amtrak • Commuter Rail Operator: Metrolink 10 2.7 Project Schedule and Deliverables The period of performance for all work will be estimated by the Contractor and approved by the Commission with key milestones identified. The anticipated deliverables associated with this scope are as follows: Deliverables Task 1: Detailed Work Plan, Budget, and Outreach Plan ■ Detailed Project Work Plan (with budget) and Outreach Plan (Complete) Task 2: Preliminary Service Planning and Alternatives ■ Purpose and Need Statement (Complete) ■ Technical Memo on Criteria and Methodology (Complete) ■ Alternatives Analysis Report (Co lete) Task 3: Environmental Document n ■ Draft NOI ■ Agency and Stakeholder Invo t Plan ■ Final Purpose and Netateme ■ Scoping Report ■ Impact Analysis Methodology , ■ Annotated Environmental Document Outline ■ AdministrAive Draft Environmental Document ■ Draft Environmental Document and Draft NOA ■ Administrativefiial Environmental Document ■ Final Environmentol Document and Draft NOA ■ Draft ROD I Task 4: Service Development Plan ■ Technical Memo on SDP Outline and Methodology ■ Draft SDP ■ Final SDP 11 CHAPTER 3 — DESCRIPTION OF WORK A detailed outreach plan with stakeholder coordination shall be prepared and submitted for approval. There is significant interest in this project from many diverse agencies, politicians, stakeholders, communities, and the like and accordingly, the proposed outreach plan shall be one that will accommodate the public interest as well as the feedback necessary to the overall planning process. This task includes both development and implementation of the early alternatives planning outreach and should be designed to integrate with the outreach and public notification required by the eventual environmental process. 3.1 Detailed Project Work Plan and Outreach Plan For this initial task, the Contractor will prepare a detailed Project work plan. The work plan will describe the activities and steps necessary to complete this statement of work. The work plan shall also include information about the project management approach, including team organization, team decision -making, roles and responsibilities. In addition, the work plan will include the Project schedule and a detailed Project budget. The work plan will be reviewed and approved by the Commission. The Contractor shall provide an outreach team that can develop and manage a project website to share information with the ability to provide electronic surveys for project feedback. Other aspects of social media outreach should also be explored. In addition, the Contractor will facilitate efforts to initiate project support letters and resolutions from a broad range of stakeholders. The Contractor will facilitate regular technical advisory committee meetings at multiple locations along the corridor to provide updates and gain feedback on the project. The Contractor shall also maintain a database of interested parties and provide written fact sheets, newsletters and updates as needed. Deliverables: • Detailed Project work plan, including Project budget and Project schedule, for Commission review and approval; and • Detailed stakeholder coordination and outreach plan shall be provided for Commission review and approval. 12 CHAPTER 4 — PRELIMINARY SERVICE PLANNING AND ALTERNATIVES PHASE 1 The fundamental starting point of any transportation planning effort is the identification of the purpose and need for an improvement to the transportation system service in the market. The first requirement for the identification of purpose and need shall be for the Contractor to bring resources to bear to identify pure/latent demand in the Coachella Valley for rail service. The Contractor shall provide the Commission with a general assessment on the Coachella Valley market and its ability to support potential rail service. Based on the initial indication of pure/latent demand, Contractor shall then proceed with the identification of alternatives for the Corridor Program. The Contractor will identify routing alternatives for the Corridor Program and also include no -build and bus only alternatives. From this list, the Contractor will conduct a feasibility analysis to identify the most reasonable and feasible alternatives for inclusion in an eventual environmental document and SDP. The results of corridor strategic plans, business plans, corridor assessments, and environmental analysis provide input to the identification of alternatives. The Contractor will prepare a brief technical memo outlining the universe of alternatives including routes, stations, service plans, frequencies, operating philosophies, and proposed approach for the alternatives analysis to the Commission for review and approval, including identification of criteria and the methodology for preliminary service development planning. 4.1 Alternatives Analysis The alternatives analysis criteria will address how alternatives will be determined to be reasonable and feasible in order to be carried forward into further analysis. The criteria will consider: • The purpose and need for the action; • Technical feasibility (physical route characteristics, potential constraints, capacity - constrained existing facilities or infrastructure, safety); • Economic feasibility (market potential and/or ridership, capital and operating costs); and • Major environmental concerns. 4.2 Preliminary Service Development Planning Methodology The Contractor will conduct an analysis and prepare an Alternatives Analysis Report for Commission review and approval. The alternatives analysis will include preliminary service planning elements such as: • Ridership forecasts and travel demand for this effort will be provided by Caltrans through the Intercity Rail Ridership Model. Service plans with each route and station alternatives need to be provided as input to the model. The Contractor will be responsible for coordinating data with Caltrans and evaluating and incorporating the 13 results into the analysis. Additional factors such as travel time, service frequency, and price sensitivity will be included in the analysis. • Preliminary operating plans for each alternative developed through the use of railroad operation simulations, incorporating equipment options and both current and planned commuter and freight operations in the Corridor, which in turn reflect variables such as travel demand and rolling stock configuration. Operating plans will include both scenarios based on existing conditions and scenarios based on increased speeds, reliability, and frequencies. These service scenarios will form the basis for the environmental analysis. A description of the potential infrastructure improvements for each alternative. • Capital costs estimates for each alternative, including unit cost and quantities relating to comparable core track structures, stations, parking facilities, land acquisition, maintenance facilities, and any new facilities or upgrades required for operational control and management; a percentage allowance for contingencies; and any additional ongoing capital costs related to the alternative. • Operating and maintenance costs will be based upon an analysis of historic Amtrak operating and maintenance costs for the similar routes and projections related to the specific proposed service. This should include details necessary to discern differences in alternatives, costs for maintenance of way, maintenance of equipment, train movement, passenger traffic, and services such as marketing, reservations/information, station, and on -board services, general/administrative expenses, and cost -sharing arrangements with infrastructure owners and rail operators. • Potential phased implementation scenarios for the alternatives that can result in service improvements that have independent utility and reflect constructability considerations. • The outreach plan needs to be implemented early on in this initial phase to engage stakeholders and involved agencies to ensure that all potential alternatives and stations are identified and reviewed. After Commission approval of the alternatives analysis criteria and preliminary service development planning methodology, the Contractor will develop conceptual engineering to a level sufficient to identify necessary infrastructure improvements and determine the cost estimates for each potential route alternative. This is anticipated to be the "standard" 30 percent plans for general elements and additional engineering up to 65 percent plans at locations that may warrant additional detail. Conceptual engineering will include developing design criteria, track work concepts, structural concepts, roadway crossing recommendations, layover and storage/maintenance facility requirements, unit cost data, and conceptual plans. The Contractor will coordinate with the Commission and railroad owners and operators on this task. The conceptual engineering designs will form a basis for the footprint of the environmental analysis. 14 Deliverables: • Purpose and Need Statement for Commission review and approval; • Technical memo on proposed alternatives analysis criteria and preliminary service development planning methodology for Commission review and approval; • Alternatives Analysis Report for Commission review and approval; • Conceptual engineering for alternatives for Commission review and acceptance; and • Outreach plan development. Results from Alternatives Analysis with alignment planned for Phase 2. rE, S411i1 L7 Los Angeles Union Station Nje ; ro�� er3�i� oNY .JJ;SAil�_ 4i '-ri9)il'j'! o‘ Loma Linda/Redlands aroi,iw_/� Jw' 15 SAN GORGONIO PASS _ Pass Area Genen Hot SPriiv rllJiiI I Palm Springs 1,59 5. LEGEND - Alternative 1 CATCHMENT AREAS - Existing Station Areas - Potential Station Areas _. J —COACHELLA VALLEY, CHAPTER 5 — ENVIRONMENTAL DOCUMENTATION PHASE 2 Upon Commission approval of the Alternatives Analysis Report the Commission has decided to proceed with the next steps of environmental documentation. The Contractor has provided a specific recommendation as to the type and scope of the environmental documentation needed to go forward which is a complete final EIS. The recommendation considers the various alternatives for implementing the proposed passenger rail service, the conceptual engineering for construction projects necessary to implement those service alternatives, and the potential environmental impacts that may be associated with those projects at a general level of detail appropriate for the Corridor Program. This effort will meet both NEPA and CEQA requirements. Extensive coordination with the regulating agencies that will be reviewing and certifying these documents must be incorporated in all aspects of this task. This includes working with the FRA in scoping, reviews, publishing notices of intent (NOI), etc. i r 5.1 NEPA/CEQA Scoping a In coordination with the Commission, thentractor will conduct the scoping process to initiate the Environmental Documents, which will include: • Identification of the Corridor study area; • Development of a NOI to prepare an EIS; • Development of the Agency and Stakeholder Involvement Plan; • Holding scoping meetings with the public, stakeholders, and other agencies; • Finalization of the Purpose and Need Statement; • Preparation of a scoping report; and • Coordination with FRA and other approving authorities. A draft NOI will need to be prepared to initiate the scoping process. As part of scoping, the Purpose and Need Statement and the set of proposed alternatives detailed in the Alternatives Analysis Report will be refined through input from the public, government agencies, and other stakeholders. The Contractor, in coordination with the Commission, will develop the final Purpose and Need Statement for the Corridor Program and refine the set of proposed alternatives to be considered for further analysis in the environmental documents. To concurrently comply with CEQA requirements the scope of work needs to include preparation of a notice of preparation, draft and final environmental impact 16 report (EIR), notice of completion, CEQA findings, statement of overriding considerations (if necessary), State Clearinghouse process, and related requirements. The Contractor will prepare and implement, in coordination with the Commission, the Agency and Stakeholder Involvement Plan. The plan will outline the public and agency involvement program and will identify key contacts within agencies, public officials, affected Native American Tribes, and other key stakeholder groups and the public. The plan will also identify key contacts with civic and business groups, relevant interest groups, present and potential riders/users, and private service providers/shippers. The plan will identify how involvement activities will be linked to key milestones in the planning and environmental analytic process, including public hearings on the draft EIS. This process will include all the elements to fulfill FRA's Section 106 responsibilities including tribal coordination. The Contractor will submit the Draft Public Involvement Plan for the Commission review. The final plan will be revised based on received comments and resubmitted to the Commission for approval. In addition, the Contractor will initiate the scoping process, in cooperation with the Commission, and will invite participation from federal, state, and local agencies, Native American tribes, other interested parties, and the public, as identified in the Agency and Stakeholder Involvement Plan. The Contractor will record the process and provide a summary of comments, responses, and conclusions in a scoping report for the Commission review and approval. Deliverables: • Draft NOI; • Agency and Stakeholder Involvement Plan for the Commission review and acceptance; • Final Purpose and Need Statement for the Commission review and approval; • Scoping report for Commission review and acceptance; and • Continued FRA coordination, review and approvals as necessary. 17 5.2 Environmental Document & Section 4(f) Analysis The Contractor will prepare environmental document and focus on the likely environmental effects for the entire corridor relating to the type of service being proposed for the identified range of reasonable alternatives. The analysis of impacts will be based upon the conceptual engineering. The Contractor will prepare the environmental document as per NEPA, and comply with CEQA requirements. The Contractor will propose a methodology for impact analysis to the Commission for review and approval prior to commencing the work. The Contractor will include impacts at a general level of detail for the Corridor associated with: • Route alternatives; • Cities and stations served; • Train service levels and frequency; • Train technology; • Train operating speeds; • Ridership projections; and • Major infrastructure components. Studies to be conducted as part of the NEPA evaluation process for the Corridor Program may include the following (A final list will be determined in conjunction with the Commission in the work plan and estimated budge • Air quality • Water quality • Noise and vibration • Solid waste disposal • Ecological systems • Impacts on wetlands areas • Impacts on endangered species or wildlife • Flood hazards and floodplain management • Coastal zone management • Use of energy resources • Use of other natural resources, such as water, minerals, or timber • Aesthetic and design quality impacts s�ible barriers to the elderly and dicapped • Land use, existing and planned • Environmental Justice • Public health • Public safety, including any impacts due to hazardous materials • Recreational opportunities • Socioeconomic • Historic, archeological, architectural, and cultural • Transportation • Potential impacts to Section 4(f)- protected properties • Construction period impacts The Contractor, in conjunction with Commission, will also identify strategies to avoid, minimize, or mitigate identified impacts. This will include coordination with appropriate resource agencies throughout the NEPA/CEQA process to manage any impacts identified during the development of the environmental document. Specific mitigation strategies will be developed and included in the environmental document as necessary by resource area, based on the following approaches: • Avoiding the impact altogether by not taking a certain action or parts of an action; 18 " M i n i m i z i n g i m p a c t s b y l i m i t i n g t h e d e g r e e o r m a g n i t u d e o f t h e a c t i o n a n d i t s i m p l e m e n t a t i o n ; " R e c t i f y i n g t h e i m p a c t b y r e p a i r i n g , r e h a b i l i t a t i n g , o r r e s t o r i n g t h e a f f e c t e d e n v i r o n m e n t ; " R e d u c i n g o r e l i m i n a t i n g t h e i m p a c t o v e r t i m e b y p r e s e r v a t i o n a n d m a i n t e n a n c e o p e r a t i o n s d u r i n g t h e l i f e o f t h e a c t i o n ; a n d " C o m p e n s a t i n g f o r t h e i m p a c t b y r e p l a c i n g o r p r o v i d i n g s u b s t i t u t e r e s o u r c e s o r e n v i r o n m e n t s . T h i s t a s k w i l l a l s o i n c l u d e p r e p a r a t i o n o f t h e e n v i r o n m e n t a l d o c u m e n t . T h e C o n t r a c t o r w i l l p r e p a r e a n a n n o t a t e d o u t l i n e o f t h e p r o p o s e d d o c u m e n t f o r C o m m i s s i o n r e v i e w a n d a p p r o v a l . T h e C o n t r a c t o r w i l l t h e n p r e p a r e a n a d m i n i s t r a t i v e d r a f t f o r C o m m i s s i o n a n d F R A r e v i e w a n d a p p r o v a l . M o d i f i c a t i o n s t o t h e a d m i n i s t r a t i v e d r a f t r e q u e s t e d b y C o m m i s s i o n w i l l b e i n c o r p o r a t e d t o p r o d u c e a d r a f t f o r c i r c u l a t i o n . T h e C o n t r a c t o r w i l l p r e p a r e a n d s u b m i t t o C o m m i s s i o n a d r a f t n o t i c e o f a v a i l a b i l i t y ( N O A ) f o r t h e d r a f t d o c u m e n t . T h e C o n t r a c t o r w i l l a l s o d i s t r i b u t e t h e d r a f t d o c u m e n t t o a g e n c i e s a n d s t a k e h o l d e r s , a s o u t l i n e d i n t h e A g e n c y a n d S t a k e h o l d e r I n v o l v e m e n t P l a n . I n a d d i t i o n , t h e C o n t r a c t o r w i l l c o o r d i n a t e w i t h F R A a n d o t h e r r e s p e c t i v e a g e n c i e s t o p u b l i s h t h e N O I , D E I S , N O A , F E I S , a n d R O D i n t h e F e d e r a l R e g i s t e r a s r e q u i r e d . T h e C o n t r a c t o r , i n c l o s e c o o r d i n a t i o n w i t h C o m m i s s i o n a n d F R A , w i l l r e s p o n d t o c o m m e n t s f r o m t h e d r a f t d o c u m e n t a n d p r e p a r e t h e f i n a l d o c u m e n t . T h e C o n t r a c t o r w i l l p r e p a r e a n a d m i n i s t r a t i v e f i n a l d o c u m e n t f o r F R A r e v i e w a n d a p p r o v a l . M o d i f i c a t i o n s t o t h e a d m i n i s t r a t i v e f i n a l d o c u m e n t r e q u e s t e d b y F R A w i l l b e i n c o r p o r a t e d t o p r o d u c e a f i n a l d o c u m e n t f o r c i r c u l a t i o n . T h e C o n t r a c t o r w i l l p r e p a r e a n d s u b m i t t o F R A a d r a f t N O A . T h e C o n t r a c t o r w i l l a l s o d i s t r i b u t e t h e f i n a l d o c u m e n t t o a g e n c i e s a n d s t a k e h o l d e r s , a s o u t l i n e d i n t h e A g e n c y a n d S t a k e h o l d e r I n v o l v e m e n t P l a n . A d d i t i o n a l l y , t h e C o n t r a c t o r , i n c o o r d i n a t i o n w i t h F R A , w i l l i d e n t i f y t h e n e x t s t e p s r e q u i r e d i n t h e e n v i r o n m e n t a l p r o c e s s , i n c l u d i n g i d e n t i f y i n g t h e n e c e s s a r y T i e r - 2 p r o j e c t - l e v e l N E P A d o c u m e n t s r e q u i r e d . T h e c o m m i t m e n t s a g r e e d u p o n b y t h e a g e n c i e s t h r o u g h o u t t h e N E P A p r o c e s s w i l l b e i n c l u d e d i n t h e d r a f t R O D , w h i c h t h e C o n t r a c t o r w i l l s u b m i t t o F R A f o r r e v i e w a n d c o n s i d e r a t i o n . A c o n s t a n t l i n e o f c o m m u n i c a t i o n b e t w e e n t h e C o n t r a c t o r a n d C o m m i s s i o n w i l l b e m a i n t a i n e d t h r o u g h o u t t h e e n t i r e N E P A p r o c e s s . 1 8 Deliverables: • Impact analysis methodology for FRA review and acceptance; • Annotated EIS outline for FRA review and acceptance; • Administrative draft document for FRA review and comment; • Draft document and draft NOA for FRA review and approval; • Administrative final document for FRA review and comment; • Final document and draft NOA for FRA review and approval; and • Draft ROD CHAPTER 6 — SERVICE DEVELOPMENT PLAN DEVELOPMENT The Contractor will produce a SDP for the final selected alternative in close coordination with the Commission and FRA. The SDP will lay out the overall scope and approach for the proposed service by clearly demonstrating the purpose and need for new rail service; analyzing alternatives for the proposed new service and identifying the alternative that would best address the identified purpose and need; demonstrating the operational and financial feasibility of the alternative proposed to be pursued; and describing how the implementation of the SDP will be divided into discrete phases. Specifically, the Contractor will include within the SDP: • Purpose and need, including a description of the transportation challenges and opportunities faced in the markets to be served by the proposed service; • Service rationale to demonstrate how the proposed service can cost-effectively address transportation and other needs, based on current and forecasted travel demand and capacity condition; • Planning methodology used in developing the SDP; • Identification of alternatives, including rail improvements, improvements to other modes including bus, and a no -build alternative; • Operations modeling, including railroad operation simulations, equipment and crew scheduling analyses, and terminal, yard, and support operations, which in turn reflect such variables as travel demand and rolling stock configuration. If the proposed service shares facilities with rail freight, commuter rail, or other intercity passenger rail services, the existing and future characteristics of those services will be included; • Station access and analysis to address the location of the stations to be served by the proposed service, how these stations will accommodate the proposed service, how passengers will access the stations, and how the stations will be integrated with connections to other modes of transportation; • Demand and revenue forecasts, including the methods, assumptions, and outputs for travel demand forecasts, and the expected revenue from the service, including ridership/revenue forecasts that specify the number of passengers and boardings/disembarking at stations; • Financial performance and projections for each phase of service, including operating costs and revenues, capital replacement costs, and other institutional arrangements affecting the system finances. The SDP will address the methods, assumptions and outputs for operating expenses for the train service including maintenance of way, maintenance of equipment, transportation (train movement), passenger traffic and services such as marketing, reservations/information, station, and on -board services, general/administrative expenses, cost -sharing arrangements, and access fees; • Capital programming at a level sufficient to identify necessary infrastructure improvements and to determine the cost estimates. This would include equipment, infrastructure improvements, facilities, and other investments required for each discrete phase of service implementation; 20 " C o s t - b e n e f i t a n a l y s i s o f t h e P r o j e c t , w h i c h s h a l l i n c l u d e s u c h f a c t o r s a s t h e P r o j e c t ' s e s t i m a t e d r i d e r s h i p a n d a n t i c i p a t e d u s e r a n d p u b l i c b e n e f i t s , r e l a t i v e t o t h e p r o p o s e d i n v e s t m e n t , a n d c o n s i d e r a t i o n o f e n h a n c e d m o b i l i t y , e n v i r o n m e n t a l , a n d e c o n o m i c b e n e f i t s ( b o t h f o r t h e s p e c i f i c P r o j e c t p r o p o s a l a n d i n t e r m s o f t h e c o s t s a n d b e n e f i t s g e n e r a t e d b y t h e s p e c i f i c P r o j e c t w i t h i n a n e t w o r k c o n t e x t ) ; a n d " A d d i t i o n a l b e n e f i t s s h o u l d b e a n a l y z e d s u c h a s j o b c r e a t i o n a n d r e t e n t i o n , " g r e e n " e n v i r o n m e n t a l o u t c o m e s , p o t e n t i a l e n e r g y s a v i n g s , a n d e f f e c t s o n c o m m u n i t y l i v a b i l i t y . T h e C o n t r a c t o r w i l l p r e p a r e a t e c h n i c a l m e m o t h a t i n c l u d e s t h e p r o p o s e d a n n o t a t e d o u t l i n e f o r t h e C o r r i d o r P r o g r a m S D P a n d d e t a i l s t h e p r o p o s e d m e t h o d o l o g y f o r a n a l y z i n g t h e r e q u i r e d S D P c o m p o n e n t s . C o n t r a c t o r w i l l s u b m i t t h e t e c h n i c a l m e m o t o t h e C o m m i s s i o n f o r r e v i e w a n d a p p r o v a l . U p o n a p p r o v a l , t h e C o n t r a c t o r w i l l d e v e l o p a d r a f t S D P f o r C o m m i s s i o n r e v i e w a n d a p p r o v a l u t i l i z i n g t h e a g r e e d u p o n o u t l i n e a n d m e t h o d o l o g y . T h e C o n t r a c t o r w i l l i n c o r p o r a t e t h e C o m m i s s i o n c o m m e n t s i n t o t h e f i n a l S D P f o r t h e C o r r i d o r P r o g r a m . D e l i v e r a b l e s : " T e c h n i c a l m e m o o n S D P O u t l i n e a n d M e t h o d o l o F R A r e v i e w a n d a c c e p t a n c e ; " D r a f t S D P f o r F R A r e v i e w a n d a p p r o v a l ; a �� " F i n a l S D P . J 2 1 CHAPTER 7 — PROJECT MANAGEMENT The Contractor is responsible for facilitating the coordination of all activities among the Commission, relevant host railroads, and FRA for implementation of the Project. The Commission will monitor and evaluate the Project's progress through the administration of regular progress meetings scheduled throughout the Project's duration. As part of the Project's administration, the Contractor will: • Hold regularly scheduled Project meetings with Commission; • Maintain the Administrative Record for the Project, to be submitted to FRA upon Project completion. A Project master file will contain copies of reports, correspondence, and other documents and will be compiled and recorded in the Administrative Record; • Perform periodic Project status reviews and meetings with relevant stakeholders at various locations within the Project area including the Coachella Valley; • Comply with Commission Project reporting requirements, including: a. Status of Project by task breakdown and percent complete; b. Changes and reason for change in Project's scope, schedule and/or budget; c. Description of unanticipated problems and any resolution since the immediately preceding progress report; d. Summary of work scheduled for the next progress period; and e. Updated Project schedule. 22 ROTC Commuter Rail FY 2017/ 18 Summary of Funds Requested Short Range Transit Plan Table 4 - Summary of Funds Requested for FY 2017/18 Project Description L7pital Project Number Total Funds Total Funds w1a Carryover ?- ;. •- larau` Prop 18 [PTISEA] STA General Rail Management FY 17-1 226.800 226.800 Subtotal: Capital 226,800 SO SO, SO SO S226,800 SO otal: Operating 6 Capital S226,800 SO SO SO SO S226.800 Su (1 ) STA amount matachel transfer amount in FYI B Budget Documents Revised 4?5/ 17 Revised 4/12/2017 Summary of FY 2017/18 Funds Requestedids 431S3no i saNru 30 J mvir Wns-1731EIVI Table 4A — Capital Project Justification PROJECT NUMBER: FY 18 - 1 PROJECT NAME: CV General Rail Management PROJECT DESCRIPTION: This Project will provide the following: Cover the PA&ED or Environmental Documentation that is separate from the SDP along with portions of the SDP. It will also cover additional planning and local match needed for the FRA Grant as we move forward. It will also cover any incidental RCTC agency costs related to the project salaries, etc. that are not eligible to be reimbursed through the Prop 1 B or FRA grant. PROJECT JUSTIFICATION: This project is funded by local funds subject to the Coachella Valley rail split to fund the environmental study. PROJECT FUNDING SOURCES (REQUESTED): 11(.111111.11r STA (Coachella Valley iftt $226, 800 Total $226,800 24 ROTC Coachella Valley - San Gorgonio Pass Rail FY 2017l18 Summary of Funds Requested Short Range Transit Plan Table 5.1 - Summary of Funds Requested for FY 2018/19 Project Description Capital Project Number'" Total Funds Total Funds wio Carryover LTF STA Transfer In other ,... C,eneral Had Managemen, 15-1 190.OH - - l•-.0 "•"L Suntosal: Capital 190.ON - - - lotal: operating 8 Capimi ' 190.000 - Table 5.2 - Summary of Funds Requested for FY 2019/20 Project Description Capital Project Number ) r Total Funds r Total Funds w/o Carryover LT ,TA i;VGen erallfail Managentent- 19-1 190.000 - - t40KG Subtotal: Capital S190.00o So SO S190,00o SO- S9 Total: Operating 6 Capilall S190,000 SO SO S190.000 SO SO Revised 4/12/2017 Summary of FY 2017/18 Funds Requested-xIs ams3f omi saNnA 321 inA 30 Jltramns - 5 31EIVI Table 5.1A — Capital Project Justification PROJECT NUMBER: FY 19 - 1 PROJECT NAME: CV General Rail Management PROJECT DESCRIPTION: This Project will provide the following: Cover the PA&ED or Environmental Documentation that is separate from the SDP along with portions of the SDP. It will also cover additional planning and local match needed for the FRA Grant as we move forward. It will also cover any incidental RCTC agency costs related to the project salaries, etc. that are not eligible to be reimbursed through the Prop 1 B or FRA grant. PROJECT JUSTIFICATION: This project is funded by local funds subject to the Coachella Valley rail split to fund the environmental study. This project will not include Proposition 1 B PTMISEA funding. PROJECT FUNDING SOURCES (REQUESTED): STA (Coachella Valley Rail Split) $190,000 Total $190,000 J 26 Table 5.2A — Capital Project Justification PROJECT NUMBER: FY 20 - 1 PROJECT NAME: CV General Rail Management PROJECT DESCRIPTION: This Project will provide the following: Cover the PA&ED or Environmental Documentation that is separate from the SDP along with portions of the SDP. It will also cover additional planning and local match needed for the FRA Grant as we move forward. It will also cover any incidental RCTC agency costs related to the project salaries, etc. that are not eligible to be reimbursed through the Prop 1 B or FRA grant. PROJECT JUSTIFICATION: This project is funded by local funds subject to the Coachella Valley rail split to fund the environmental study. This project will not include Proposition 1 B PTMISEA funding. PROJECT FUNDING SOURCES (REQUESTED): STA (Coachella Valley Rail Split) $190,000 Total $190,000 J 27 TABLE 9 — SRTP HIGHLIGHTS Specific highlights of the FY 2017/18 Coachella Valley -San Gorgonio Pass Rail plan include: RCTC has completed Phase 1 of this effort which included: • Initial Project Outreach and Scoping • Public Open House Meetings • Stakeholder TAC Meetings • Market Analysis • Purpose and Need Document • Alternatives Analysis • Phase 2 scoping and planning • FRA Grant Development RCTC is continuing to work on the Phase 2 of the Federal Railroad Administration process which is expected to be completed in late 2018. Some of the elements underway are: o Environmental Documentation, and o Final Service Development Plan As part of this process, RCTC has formed a Technical Advisory Committee comprised of regional stakeholders and an Ad Hoc Committee of its Commission members. Public meetings were held throughout the year and RCTC is continuing to keep the public engaged by encouraging feedback about service routes, stations, ridership and other elements through the project website and social media. 28 RCTC Rail Short Range Transit Plan FY 2017/18 - 2019/20 Draft May 2017 TABLE OF CONTENTS CHAPTER 1 — SYSTEM OVERVIEW 1 1.1 Description of Service Area 1 1.2 Population Profile and Demographic Projections 1 1.3 Fixed Route Services 2 1.4 Current Fare Structure and Proposed Fare Structure 2 Ticket Types 3 Fare Increase 4 1.5 Revenue Fleet 4 1.6 Existing and Planned Facilities 5 Commuter Rail Station Management 5 CHAPTER 2 — EXISTING SERVICE AND ROUTE PERFORMANCE 7 2.1 Fixed Route Service 7 Riverside Line 7 Inland Empire Orange County (IEOC) Line 8 91/ Perris Valley Line 9 2.2 Special Train Service/Promotional Service 10 2.2 Key Performance Indicators i i+H 91/PVL Line 114-0 IEOC Line 114-0 Riverside Line I 1 1-0 2.3 Trip Generators and Projected Growth 12 2.4 Equipment, Passenger Amenities and Facility Needs 13 Implementation of Positive Train Control (PTC) 13 Station Improvements and Construction of New Facilities 14 RCTC Station Maintenance 14 Perris Valley Line Metrolink Extension Project 14 Ticket Vending Machines and Mobile Ticketing Application 15 Metrolink's aging ticketing infrastructure will be getting replaced with new ticket vending machines and provide its customers with enhancements with the addition of the Mobile Ticketing application available to users with smart phones. The replacement and upgrade to the ticketing infrastructure will provide passengers a greater efficiency and ease when using the system. The Ticket Vending Machines will include a sleeker design and user friendly compatibilities. Metrolink has already launched the Mobile Ticketing Application system wide and are working on incorporating transferring compatibilities with Metro's gates to ensure customers continue the effortlessness connectivity to other transit providers. This feature was anticipated to be fully functional in the winter of 2016; however, the latest estimate date will carry this project out far into FY2018 15 Rehab/Renovation and or Purchase of Locomotives 15 CHAPTER 3 — SERVICE CHANGES AND REGIONAL PLANNING 164-7 3.1 Recent Service Changes (Past Year) 164-7 3.2 Recommended Service Changes and Modifications 164-7 3.3 Marketing Plans and Promotion 174-8 3.4 Coachella Valley -San Gorgonio Rail Service 174-8 3.5 LOSSAN Los Angeles — San Diego — San Luis Obispo Rail Corridor Agency 184-9 CHAPTER 4 — FINANCIAL AND CAPITAL PLANS 2024 4.1 Operating and Capital Budget 2024 4.2 Funding Plans to Support Operating and Capital Program 2024 4.3 Regulatory and Compliance Requirements 2024 Americans with Disabilities Act, Title VI 2024 TDA Triennial Audit, FTA Triennial Audit, NTD 212-2 Alternative Fueled Vehicles 2122 TABLE 1 — FLEET INVENTORY 2223 TABLE 2 — SRTP SERVICE SUMMARY 2324 TABLE 4 — FY16/17 SUMMARY OF FUNDS REQUESTED 2425 TABLE 5 — FY 18/19 — 19/20 SUMMARY OF FUTURE FUNDS TO BE REQUESTED 2629 2629 TABLE 6 — STATE TRIENNIAL AUDIT RECOMMENDATIONS 2729 TABLE 7 — SRTP TARGET REPORT 2834 FOR 2834 TABLE 8 — SRTP PERFORMANCE REPORT 2932 ANCE REPORT 2932 TABLE 9 — SRTP HIGHLIGHTS 3033 GLOSSARY OF ACRONYMS BNSF BNSF Railways CETAP Community & Environmental Acceptability Process CMAQ Congestion Mitigation & Air Quality Funds CVAG Coachella Valley Association of Governments EOM Extra -Ordinary Maintenance FRA Federal Railroad Administration FTA Federal Transit Administration IEOC Inland Empire -Orange County Line LACMTA Los Angeles County Metropolitan Transportation Authority LAUS Los Angeles Union Station LOSSAN Los Angeles — San Diego — San Luis Obispo Rail Corridor Agency LTF Local Transportation Funds MOW Maintenance -of -Way NTD National Transit Database OCTA Orange County Transportation Authority PTC Positive Train Control PVL Perris Valley Line RCTC Riverside County Transportation Commission RTA Riverside Transit Agency RTIP Regional Transportation Improvement Program SANBAG San Bernardino Associated Governments SB Senate Bill SCAG Southern California Association of Governments SCRRA Southern California Regional Rail Authority SJBL San Jacinto Branch Line SR State Route SRTP Short Range Transit Plan STA State Transit Assistance Funds STIP State Transportation Improvement Program STP Surface Transportation Program Funds TVM Ticket Vending Machine UP Union Pacific Railroad VCTC Ventura County Transportation Commission CHAPTER 1 — SYSTEM OVERVIEW 1.1 Description of Service Area Currently, nine of the 57 Metrolink stations are located in Western Riverside County. These nine stations, Riverside -Downtown, Pedley, La Sierra, West Corona, and North Main Corona, South Perris, Downtown Perris, Moreno Valley/March Field and Riverside - Hunter Park/UCR, are owned and maintained by RCTC. The completion of the Perris Valley Line (PVL) added an additional 24 miles of service in Riverside County. tees.• v rGred./Ceree • METROLINK METROLINK COMMUTER RAIL SYSTEM 1.2 Population Profile and Demographic Projections Whether traveling to work, school, or one of Southern California's great recreational destinations, Metrolink trains provide a viable alternative to driving alone. Every day, thousands of Southern California residents park their cars and choose Metrolink to commute. The average Metrolink commute from Riverside County is 37 miles. Metrolink RCTC RAIL SRTP FY 2017/18 — 2018/2019 1 RCTC trains are also popular with schools throughout the region both transporting students to classes and for field trips. The Metrolink rider profiles are updated on a regular basis. The following is the latest socio-economic data collected in 2015: Line Riverside Line IEOC Line 91 Line System -wide Gender: Male 43.2% 54.7% 50.5% 50.1% Female 56.8% 45.3% 49.5% 49.9% Ethnicity: Black 13.0% 8.5% 12.8% 11.8% Hispanic 33.5% 32.8% 26.1% 29.9% Asian 29.9% 8.6% 20.9% 16.4% Native Hawaiian 1.2% 2.1 % 0.8% 1.8% American Indian 0.3% 0.5% 0.3% 0.8% Caucasian (non -Hispanic) 19.2% 44.0% 34.9% 34.9% Other 2.9% 3.5% 4.2% 4.3% Median Income (2010) $81,417 $74,301 $87,019 $78,033 Full -Time Employed 88.1 % 89.9% 78.5% 74.2% Automobile Available 90.7% 93.6% 87.5% 81.7% 1.3 Fixed Route Services Metrolink regularly operates Monday through Friday. Weekend service operates on a reduced frequency on the IEOC, Orange County and San Bernardino Lines on Saturdays and Sundays with extensions to the Riverside -Downtown Station. IEOC Line Weekend service began July 2006. The 91 Line Weekend Service started on July 5, 2014 with two round trips from Riverside to Los Angeles. Recently, the PVL service has commenced operation providing three round trips spanning from South Perris to Los Angeles and six bounce back trips that will go from Perris to Downtown Riverside. This will provide residents within Riverside County commuter rail service during non -peak service hours for the first time. There is limited service on New Year's Day on the San Bernardino and Antelope Valley Lines. Trains do not normally operate on the following major holidays: Memorial Day, Independence Day, Labor Day, Thanksgiving Day and Christmas Day. 1.4 Current Fare Structure and Proposed Fare Structure Metrolink ticket prices are distance -based and calculated on the shortest driving miles between stations. Each station combination is uniquely priced, based on driving miles from one station to the other. A ride from Downtown Riverside to Los Angeles Union Station is a 59 mile one-way trip; a ride from Downtown Riverside to Irvine is a 40 mile trip. The distance charge is currently capped at 80 miles and this will also be the case with a ride from South Perris to Los Angeles Union Station. Furthermore, RCTC is working with Metrolink to offer promotional fares on the PVL in FY 2017. RCTC RAIL SRTP FY 2017/18 - 2018/2019 2 ROTC IMM`� (.r, lia,,.l,IK, -rmo. This system -wide pricing program offers a fair and equitable pricing policy. Over time, Metrolink customers traveling the same distances will pay the same price, and short trips will cost less than longer trips. Metrolink is responsible for any Title VI issues related to fare structure and pricing. The Metrolink ticket price consists of three elements: a base boarding charge, an additional increment related to the number of miles traveled, and finally a modest increment to permit Metrolink passengers to transfer without requiring an additional fare on selected connecting transit operators and a reduced rate on others. Ticket Types There are five types of regular Metrolink tickets. One Way Tickets One-way tickets are valid for one trip only, defined as continuous travel away from the origin station to the destination station specified on the ticket. One-way trips must be completed within three hours from the time of purchase of ticket. The expiration time and date is displayed on the ticket. Types of One-way Tickets sold: Weekday, Youth, Senior/Disabled, Student, and Military. Round Trip Tickets Round trip tickets are valid for two trips only, from and to the origin station and the destination station marked on the ticket. The first leg of a round trip ticket is valid for three hours from purchase. The return ticket is valid for travel anytime on the same day as the first leg of the trip. Types of round trip tickets sold: Weekday, Adult Weekend, Youth Weekend, Senior/Disabled, and Military. Youth: Child: Student: Senior: Disabled: Military: • Discounts Ages 6 to 18 Weekdays -regular fare; Weekends, 25% off one way and round trip tickets Three children, age 5 or under, rides free with an adult using a valid ticket 10% discount on all ticket types with proper ID Age 65 and over with valid photo ID with date of birth; 50% off regular adult fare on one way and round trip tickets, 25% off monthly and 7-day passes With proper ID, 50% off regular adult fare on one way and round trip tickets, 25% off monthly and 7-day passes 10% discount on all fares with valid ID 7-Day Pass Valid for unlimited travel during a consecutive seven-day period between station pairs starting on the day when the pass is purchased. Monthly Pass Monthly Passes are valid for unlimited travel between the origin station and destination station printed on the pass during the calendar month. Types of monthly passes: Adult, Senior/Disabled, and Student (sold only to participating schools through Metrolink's administrative office). RCTC RAIL SRTP FY 2017/18 — 2018/2019 3 RCTC $10 Weekend Day Pass Metrolink offers the Weekend Day Pass for only $10 per person. This pass is good for unlimited systemwide travel on either Saturday or Sunday only and expires at 3 A.M. following the date of purchase. The Weekend Day Pass is accepted for free transfers to connecting transit services, except Amtrak. Advance Purchase Ticket You can now also buy One -Way or Round -Trip tickets for a future date, up to 1 year in advance. All you need to do is select the advance purchase option and choose the date you wish to travel and which ticket type you want. There is one difference between a ticket purchased for same -day travel and an Advance Purchase Ticket. The Advance Purchase Ticket will not have an expiration time printed on it but it is still valid and can be used at any time on the day you chose to travel. Promotional PVL Fares With the success of the promotional PVL fares on ridership, RCTC along with Metrolink is proposing to offer promotional fares in FY2018 to Metrolink riders. 25% off Promotional Fare This promotional fare would continue to offer a discount of 25% off One -Way and Round Trip tickets, as well as, 7-Day and Monthly passes when the rider is traveling to or from stations on Metrolink's 91/PVL extension on weekdays. These stations include Perris - South, Perris Downtown, Moreno Valley/March Field, and Riverside -Hunter Park/UCR. Fare Increase Since Metrolink began operations in 1992, fares have varied year to year. With the decline in nationwide ridership, Metrolink has not been immune to the trend and has continued to not show an increase in fares but has remained stable in retaining ridership. The table below shows how fares have changed recently by Fiscal Year: `05 `06 `07 `08 `09 `10 `11 `12 `13 `14 `15 `16 `17 `18 4% 4.5% 5.5% 3.5% 5.50% 3% 6% 0% 7% 5% 0% 0% 0% 0% Historically, these fare increases have been across-the-board with all ticket types incurring the same price increase. In FY2016, over concern that the past fare increases have put pressure on the affordability of the service, it was determined that there would be no fare increase for the year. This concern on fares led to no fare increases proposed in FY2017 or FY2018. 1.5 Revenue Fleet The Metrolink fleet is composed of 51 in-service locomotives and 263 commuter rail cars. All of the new Rotem cars have been incorporated into the fleet. Metrolink was expecting to include 18 new F-125 Tier 4 locomotives into the revenue fleet in FY 2016/2017 in order to start phasing out a portion of the older fleet; however, several delays outside of RCTC RAIL SRTP FY 2017/18 - 2018/2019 4 RCTC Metrolink's control has significantly reduced the expected order in FY2017. The first Tier 4 Locomotive was delivered to Metrolink on May 2016. The fleet will be equipped to optimize fuel efficiency and incorporates clean technology making them the cleanest diesel locomotives in the nation. 1.6 Existing and Planned Facilities In planning for a successful commuter rail program in Western Riverside County, RCTC acquired properties for current and future passenger rail service. Commuter Rail Station Management Unlike the other SCRRA county agencies, the Commission owns and operates nine rail stations serving Riverside County: • Riverside -Downtown • Pedley • Riverside -La Sierra • North Main Corona • West Corona • Riverside -Hunter Park • Moreno Valley/ -March Field • Perris - Downtown Perris; and • Perris - South Station operation and maintenance costs are included in the rail program budget with services coordinated by the Commission's staff. Parking is currently free at the stations. The FY 2017/18 budget for stations operating and maintenance totals $5,518,600 funded by Western Riverside County Rail Local Transportation Funds (LTF), Measure A and vending machine revenues. The average budget including administration and management overhead is $613,177 per station which is approximately a 3% increase over last year. RCTC RAIL SRTP FY 2017/18 - 2018/2019 5 San Jacinto Branch Line I n.wmn.nn SAA ACM MAIM ONE SAY+lLKIC, IMO The Measure A program provides for Riverside County's participation in the creation of a regional commuter rail system. Though the primary goal was to provide service from Riverside to Los Angeles and Orange counties, the Measure A map included a possible internal element along the former Santa Fe Railroad's San Jacinto Branch Line (SJBL). The SJBL corridor extends 38.3 miles between Highgrove and Hemet within Riverside County. The alignment roughly follows the Interstate 215 to Perris where it veers east, parallel to State Route 74 to Hemet and San Jacinto. As part of the regional acquisition of Burlington Northern -Santa Fe (BNSF) properties and use rights, RCTC purchased the 38-mile SJBL and adjacent properties in 1993 for $26 million using Western County Rail Measure A and state rail bonds (Prop 108 of 1990). BNSF retained exclusive freight operating rights, serving its customers along the line and maintaining the right-of-way until such time as passenger service is implemented. RCTC RAIL SRTP FY 2017/18 — 2018/2019 6 RCTC CHAPTER 2 — EXISTING SERVICE AND ROUTE PERFORMANCE 2.1 Fixed Route Service The SCRRA operates seven commuter rail lines. Three routes, the Riverside, 91/PVL, and Inland Empire -Orange County (IEOC) Lines directly serve Western Riverside County, with connecting service available to destinations on the other four lines. Riverside Line This line extends 59.1 miles between the city of Riverside and the Los Angeles Union Station (LAUS) along the Union Pacific (UP) Railroad alignment. The route roughly follows the Pomona Freeway corridor (SR60) through the cities and communities of Pedley, Mira Loma, Ontario, Pomona, Walnut, Industry, La Puente, Montebello, and Commerce. Existing stations include Riverside - Downtown, Pedley, East Ontario, Downtown -Pomona, Industry, Montebello/Commerce, and LAUS. RCTC, SANBAG, and the LACMTA jointly fund the line. Riverside Line Line Opening: Route miles: Avg Trip Length (miles): Trains Operated/Day: June 1993 59.1 39.3 12 Current Stations Served Riverside -Downtown 4066 Vine Street Pedley 6001 Pedley Road East Ontario 3330 E Francis St Downtown -Pomona 101 N Main Street Industry 600 S Brea Canyon Rd Montebello/Commerce 2000 Flotilla St LA Union Station 800 N Alameda St Currently, five peak -period round -trips and one off-peak round-trip operate Monday through Friday. The Riverside Transit Agency (RTA), SunLine and Amtrak provide connecting transit service in Riverside County. The scheduled peak -direction trip time between downtown Riverside and LAUS varies between 83 and 88 minutes, including dwell time at intermediate stations. RCTC RAIL SRTP FY 2017/18 - 2018/2019 7 ROTC IMM`� (.r, lie.,.l, n -rmo. Inland Empire Orange County (IEOC) Line This line extends 100.1 miles between the city of San Bernardino, in San Bernardino County, and Irvine and San Juan Capistrano, in Orange County, with limited extensions in Oceanside. The alignment roughly follows the Riverside Freeway (SR91) along the Burlington Northern Santa Fe (BNSF) San Bernardino Subdivision in Riverside and Orange County. This commuter rail service to Orange County provides a transportation alternative in one of the busiest corridors in Southern California. The Line is a jointly funded project of the RCTC, SANBAG, and OCTA. When the service began in October 1995, it was the first suburb -to -suburb commuter rail line in the country. One station in San Bernardino County, four stations within Riverside County, eight stations within Orange County, and one station in San Diego County now serve the line. In July 2012, one peak round-trip was added for a total of five peak -period round - trips, and three off-peak round -trips operating Monday through Friday. IEOC weekend service began on July 15, 2006. This route was modeled after the successful RCTC-chartered Beach Trains. The service includes two round trips leaving from San Bernardino to Oceanside in the morning and returning in the afternoon on Saturday and Sunday. The trains make all IEOC stops, plus the San Clemente Pier. The current running time between downtown Riverside and Irvine is approximately 68 minutes. RTA, SunLine, Corona Dial -A -Ride, and the Corona Cruiser provide connecting transit service. RCTC RAIL SRTP FY 2017/18 — 2018/2019 IEOC Line Line Opening: Route miles: Avg Trip Length (miles): Trains Operated/Day: Current Stations Served: San Bernardino Riverside -Downtown Riverside -La Sierra North Main Corona West Corona Anaheim Canyon Orange Santa Ana Tustin Irvine Laguna Niguel San Juan Capistrano San Clemente San Clemente Pier* Oceanside *Weekends only October 1995 100.1 33.8 14 1204 West 3rd St 4066 Vine Street 10901 Indiana Ave 250 E Blaine St 155 S Auto Center Dr 1039 N Pacificenter Dr 194 N Atchison St 1000 E Santa Ana BI 2975 Edinger Ave 15215 Barranca Pkwy 28200 Forbes Rd 26701 Verdugo St 1850 Avenida Estacion Avenida del Mar 235 S Tremont Ave 8 RCTC IMM IMM 91/ Perris Valley Line This route officially began operating peak -period service on May 6, 2002. With the completion of the Perris Valley Line in June 2016, the 91/PVL Line now extends the route to 85.6 miles total between Perris -South and Los Angeles. The alignment roughly follows the Riverside Freeways (SR215 &SR91) along the BNSF San Bernardino subdivision through Riverside County to Fullerton in Orange County where it continues northwest to downtown Los Angeles. This line serves stations along this line including Riverside - Downtown, Riverside -La Sierra, North Main Corona, West Corona, Fullerton, Buena Park, Norwalk, Commerce, and LAUS. RCTC, OCTA, and the LACMTA jointly fund the Line. With the extension new stations were added at Perris - South , Perris Downtown, Moreno Valley -March Field, and Riverside -Hunter Park/UCR. The service levels on this route are still developing. Currently, there are three AM peak -period trips from Riverside to Los Angeles with four PM peak period returns. There is one AM reverse peak -period trip from Los Angeles to Riverside with one PM reverse peak -period return. This service operates Monday through Friday. On July 5, 2014 weekend service began with two round trips from Riverside to Los Angeles. In 2016 Metrolink extended the 91 Line service to South Perris to provide passengers three weekday round trips from South Perris to Downtown Los Angeles Union Station. There will also be two reverse peak trains between Los Angeles and Riverside Downtown and one peak return trip from Los Angeles to Riverside Downtown. There will be six bounce back trains between South Perris and Riverside Downtown. 91/PVL Line 91 Line Opening: PVL Line Extension Opening: Route miles: Avg Trip Length (miles): Trains Operated/Day: May 2002 June 2016 85.6 36.6 13 Current Stations Served: Perris - South 1304 Case Road Perris -Downtown 121 South C. Street Moreno Valley -March Field 14160 Meridian Parkway Riverside Hunter Park/UCR 1101 Marlborough Ave Riverside -Downtown 4066 Vine St Riverside -La Sierra 10901 Indiana Ave North Main Corona 250 E Blaine St West Corona 155 S Auto Center Dr Fullerton 120 E Santa Fe Ave Buena Park Lakeknoll Dr & Dale St Norwalk 12700 Imperial Highway Commerce 6433 26th St LA Union Station 800 N Alameda St The peak -period running time between South Perris, Downtown Riverside and Los Angeles is approximately 127 minutes. RTA, SunLine, Corona Dial -A -Ride, and the Corona Cruiser provide connecting service in Riverside County. RCTC RAIL SRTP FY 2017/18 - 2018/2019 9 RCTC 2.2 Special Train Service/Promotional Service In addition to the regular Fixed Route Service, RCTC has partnered with other agencies and Metrolink to provide our county's residents access to special train services to events garnering high vehicle congestion such as sporting and holiday events. The service is contingent upon additional operation and grant funding. These type of promotional services have been highly successful in garnering ridership, so RCTC is planning on offering the following special train service provided the additional funding is acquired: Angels Express Trains This promotional service to the Angel baseball games in the City of Anaheim. Partnering with Orange County Transit Authority (OCTA) and Metrolink has allowed RCTC to fund some special trains on selective Friday night games. The train now originate in Perris South and runs along the IEOC line to Orange where riders can transfer to Anaheim Stadium stop. The program has a promotional fare of $7 round-trip ticket and usually offers Kids Ride Free programs during July and August. This service is supported by Mobile Source Air Pollution Committee grant funds. Rams Train RCTC, along with Metrolink, were able to provide special train service to selected Rams football games during FY 16/17. The service that included promotional round trip fares of $10 were very successful and garnered interest throughout our county. The train runs along the 91/PVL line which provides residents from as far south in Perris an alternative mode of transportation to Los Angeles. It is RCTC's intent to participate once again in FY 17/18 to provide the service again. Festival of Lights Train Through the growing success and interest of the City of Riverside's month long Festival of Lights (FOL), RCTC partnered with the City, Mission Inn Hotel & Spa, OCTA, Metro, RTA and Metrolink to provide special train service on Friday and Saturday's for four weekends of the event. The special trains started in 2016 and are planned to continue. The service's objective is to help alleviate local traffic jams and provide a transportation to one of the most well know events in Riverside County. The service plan includes trains from Perris as well as Los Angeles and Orange County. The promotional fare for train riders is $7 round trip and it includes a free transfer to RTA's FOL shuttle bus service that transports passengers from the Downtown Riverside Metrolink Station to the event center. RCTC RAIL SRTP FY 2017/18 - 2018/2019 10 2.2 Key Performance Indicators RCTC will use the following performance indicators provided by SCRRA to measure the effectiveness of the Riverside, IEOC, and 91 Lines: 91/PVi Indicator FY 15/16 AUDITED FY 16/17 Estimated FY 17/18 Projected Unlinked Passenger Trips 732,278 Subsidy/Passenger Mile $ 0.64 Farebox Recovery Ratio 22.30% Operating Expense/Passenger Mile $ 0.86 Operating Subsidy/Passenger $ 23.24 Operating Expense/Train Mile $ 99.44 Revenue Recovery 25.60% Passenger Miles per Revenue Car Mile (Assumes 4 car set) 27.31 1EOC Line Indicator FY 15/16 AUDITED FY 16/17 Estimated FY 17/18 Projected Unlinked Passenger Trips 1,284,643 Subsidy/Passenger Mile $0.40 Farebox Recovery Ratio 30.00% Operating Expense/Passenger Mile $0.60 Operating Subsidy/Passenger $14.18 Operating Expense/Train Mile $80.53 Revenue Recovery 34.50% Passenger Miles per Revenue Car Mile (Assumes 4 car set) 34.24 Riverside Line Indicator FY 15/16 AUDITED FY 16/17 Estimated FY 17/18 Projected Unlinked Passenger Trips 1,162,471 Subsidy/Passenger Mile $0.26 Farebox Recovery Ratio 43.50% Operating Expense/Passenger Mile $0.46 _ Operating Subsidy/Passenger $9.89 Operating Expense/Train Mile $104.89 Revenue Recovery 44.40% Passenger Miles per Revenue Car Mile (Assumes 4 car set) 60.04 RCTC RAIL SRTP FY 2017/18 — 2018/2019 11 Commented [SP1 ]: Waiting for Date from Metrolink Formatted: Highlight Formatted: Highlight 2.3 Trip Generators and Projected Growth Feeder services to stations are vital to the success of commuter rail in Western Riverside County. Coordination and consultation with transit providers and local agencies is an ongoing process. Connecting transit to stations in Western Riverside County is provided by RTA, Sunline, Omnitrans, Corona Dial -A -Ride, and the Corona Cruiser. RTA, RCTC, and Metrolink continue to work together to increase awareness of the RTA bus connections at the RCTC Metrolink stations. Ads regularly appear in the RTA Ride Guide promoting free RTA transfers from Metrolink stations. The Ride Guide includes the Metrolink stations in its Route Directory Listing. Also, Metrolink occasionally helps promote the RTA CommuterLink service in materials at the stations. In addition to its fixed routes, RTA developed CommuterLink to address commuter needs. This express service provides transit to and from Riverside Metrolink stations and transit centers during peak commuting periods. RTA has also added routes 54, 52, and 26 to provide direct connections to the 91/PVL line and the Metrolink stations it serves. Route 54 provides a convenient and critical last mile connection from the Downtown Riverside Metrolink Station to the Riverside County Administration services. The program aims to provide a viable transit alternative for commuters, helping mitigate congestion and pollution. 1 The Corona Cruiser, operated by the City of Corona, provides a fixed route schedule but offers some route deviation with advance reservation. Buses run Monday through Saturday and serve the North Main Corona Station as well as stops throughout Corona. SunLine's commuter express service connects residents of the Coachella Valley with the Pass Area and Western Riverside County. The service addresses the transit service gap between the Coachella Valley and Western Riverside County, providing alternative transportation options to commuting residents of Coachella Valley. During FY2017, RCTC also included Omnitrans as an additional bus operator to our Riverside Downtown station. This service connects not only Metrolink riders to additional commuter rail service with a direct connection to the San Bernardino Line and Downtown San Bernardino transit station. RCTC has actively supported transit connections by establishing agreements with SCRRA and the Riverside County transit providers to provide free transfers for all connecting transit services at Riverside County stations. With the agreement, Metrolink ticket holders can ride both fixed route and Dial -A -Ride services for free as they travel to and from a station in Riverside County. RCTC subsidizes half the fare while Metrolink subsidizes the other half. RCTC RAIL SRTP FY 2017/18 - 2018/2019 12 Feeder buses and transit services are also critically important at the destination end. For the IEOC route, dedicated OCTA shuttle buses meet all peak -period trains at Anaheim Canyon, Orange, Santa Ana, Tustin, and Irvine. Some OCTA buses meet trains at all these stations as well as Laguna Niguel, San Juan Capistrano, and San Clemente. 2.4 Equipment, Passenger Amenities and Facility Needs Commuters boarding at RCTC Metrolink stations are provided with amenities that assist with their daily travel needs. Vending machines stocked with beverages and snacks are available at each station. Station facilities also include wireless internet access, bike lockers, designated parking for motorcycles and carpools. Furthermore, all stations are staffed 24 hours by contracted security guards with patrol vehicles, closed circuit television, and various safety and security enhancements such as fencing and gates. Amenities are also available onboard the train. All train cars are equipped with restrooms, and some of the newer cars contain hook-ups for laptop computers. Additionally, designated bike cars and quiet cars have been added throughout the system. Metrolink has developed the website www.metrolinktrains.com. This site provides passengers with enhanced features allowing for greater content functionality. Improvements include regular service updates on the homepage, improved content management functions, enhanced usability and a more consistent look and feel with features expected by our increasingly web savvy passengers. Additionally, passengers can now subscribe through Twitter to obtain service updates and plan their trips using Google Transit. Metrolink also has an extensive social media presence on Facebook, Instagram, Twitter, You Tube and related sites. Major needs, which continue to be the focus of RCTC attention for the SRTP FY 2017/18- 2019/2020, include the following: • Implementation of Positive Train Control (PTC); • Replacement of Ticket Vending Machines; and • Rehab/Renovation of passenger cars. Implementation of Positive Train Control (PTC) PTC has been a major technical undertaking and operating elements are currently available on multiple lines. PTC will continue to be a priority for Metrolink and RCTC to ensure the safety of the traveling public. The $215 million capital project was jointly RCTC RAIL SRTP FY 2017/18 - 2018/2019 13 RCTC IMM IMm•� Pnmis [mx7 lioi.�oriairc [rrew funded by the member agencies and major components were in place prior to the initial federal deadline of 2015, this was later extended. Metrolink is making strides on this project and has implemented PTC into revenue service on lines it owns. Full implementation will continue to be a high priority. Station Improvements and Construction of New Facilities In order to meet the capacity needs of current and future system growth and expansion, the following facilities will be completed or commenced in the upcoming fiscal year: • Construction of a covered passenger waiting and concession area at the Riverside Downtown Metrolink Station; and • Expand and enhance existing security and station surveillance at Metrolink Station operations. • Expand the parking at the La Sierra Metrolink station RCTC Station Maintenance The Commission fully funds and maintains all of the commuter rail stations in Riverside County, which is unique among the Metrolink member agencies. Since Metrolink service began along the Riverside Line in 1993, the Commission has been maintaining the Riverside Downtown and Pedley stations. When the Inland Empire -Orange County Line began in 1995, the La Sierra and West Corona stations were added. Due to increasing demand, the North Main Corona station was added in 2002. Over the years, the stations show their age and require preventative maintenance. The Commission has always taken pride in the commuter rail stations and intends to invest significant resources to preserve the Commission's assets. Anticipated improvements include: • Comprehensive painting of station structures • Resealing and renovation of station parking lots • Improved access for disabled patrons • Drought tolerant landscaping upgrades Perris Valley Line Metrolink Extension Project In June 2016, RCTC & Metrolink began operating trains along the Perris Valley Line extension. This 24-mile extension of Metrolink further into Riverside County marked the first line expansion since 1994. The $248M project included a combination of federal FTA Small Starts, CMAQ funds along with other state and local funds including a significant portion of local Measure A Sales Tax. The line includes four new stations and a layover facility. Initial service included 12 daily trips between Perris South and Riverside with 6 of those trips continuing through to Los Angeles. Major improvements were made to 15 at -grade crossing and an extensive public safety effort was conducted in coordination with Operation Lifesaver. Ridership on the new line has been growing and a comprehensive marketing approach is in place that is testing new ways to reach and connect to potential customers. RCTC RAIL SRTP FY 2017/18 — 2018/2019 14 RCTC Ticket Vending Machines and Mobile Ticketing Application Metrolink's aging ticketing infrastructure will be getting replaced with new ticket vending machines and provide its customers with enhancements with the addition of the Mobile Ticketing application available to users with smart phones. The replacement and upgrade to the ticketing infrastructure will provide passengers a greater efficiency and ease when using the system. The Ticket Vending Machines will include a sleeker design and user friendly compatibilities. Metrolink has already launched the Mobile Ticketing Application system wide and are working on incorporating transferring compatibilities with Metro's gates to ensure customers continue the effortlessness connectivity to other transit providers. This feature was anticipated to be fully functional in the winter of 2016; however, the latest estimate date will carry this project out far into FY2018. Rehab/Renovation and or Purchase of Locomotives Metrolink's aging fleet will also be undergoing a revamp of its locomotive fleet to improve daily operation of the system. Metrolink is expecting to include 40 new F-125 Tier 4 locomotives into the revenue fleet in FY 2016/2017 in order to start phasing out a portion of the older fleet. The fleet will be equipped to optimize fuel efficiency and incorporates clean technology making them the cleanest diesel locomotives in the nation. The first Tier 4 Locomotive was delivered to Metrolink in May 2016. RCTC RAIL SRTP FY 2017/18 - 2018/2019 15 RCTC CHAPTER 3 — SERVICE CHANGES AND REGIONAL PLANNING 3.1 Recent Service Changes (Past Year) On October 3, 2016 and April 3, 2017 Metrolink adjusted the schedules to improved efficiency and on time performance. In 2016, Metrolink extended the 91 Line service to Perris - South to provide passengers three weekday round trips from South Perris to Downtown Los Angeles Union Station. There are also two reverse peak trains between Los Angeles and Riverside Downtown. There are six bounce back trains between Perris - South and Riverside Downtown. 3.2 Recommended Service Changes and Modifications The RCTC rail program consists of planning, programming, advocacy and implementation elements. This SRTP incorporates a variety of activities which support these elements. The FY 2017/18 Capital and Operating Plan reflects the efficiencies implemented since Metrolink's inception. Proposed service maximizes the use of existing rolling stock to relieve overcrowding. The FY 2017/18 proposed budget is under review by all of the member agencies and concurrence is anticipated by June 2017. Riverside Line Service Level Changes No change. 1E0C Line Service Level Changes No change. 91/PVL Line Service Level Changes No change. OPERATING SERVICE ASSUMPTIONS FOR FY2017/18 Line/Route Weekday Trains Saturday Trains Sunday Trains Riverside 12 Riverside -LA (UP) IEOC 3 San Bernardino - Irvine 2 San Bernardino - Laguna Niguel 2 San Bernardino - San Juan Capistrano 2 San Bernardino - Oceanside 1 Riverside - Irvine 3 Riverside - Laguna Niguel 2 Riverside - Oceanside 2 San Bernardino - Oceanside 2 San Bernardino - Oceanside 91/PVL 9 Riverside -LA (BNSF) 6 Riverside -Perris 4 Riverside -LA 4 Riverside -LA RCTC RAIL SRTP FY 2017/18 - 2018/2019 16 RCTC The Commission's goal in participating in a regional commuter rail system is to provide useful transportation alternatives to its residents. To a large degree, this goal has already been achieved. Each morning, over 3,000 Riverside residents board one of Metrolink trains headed for jobs in Orange and Los Angeles counties. These rail commuters also contribute to a reduction in freeway traffic, removing more than 1.5 lanes of peak hour traffic each morning and each afternoon. Notwithstanding this success, a commuter rail service is unlike most of the projects funded by the Commission. The complete benefits of the project are not fully realized upon completion of construction or initial implementation of service. The commuter rail service must increase frequency as the demand increases over time. This increase in service is constrained by the availability of rail vehicles, capacity on the railroad, and available funding. Currently, not all of the Riverside County routes operate at optimal service levels. Two of the three Metrolink lines do not even offer minimum basic coverage during peak travel times. The IEOC and the 91 Line do not yet provide half-hourly headways and thus, their attractiveness to residents and ultimately their ridership and revenue performance are compromised. 3.3 Marketing Plans and Promotion Metrolink will continue outreach to new residents through direct -mail campaigns to homeowners within the system's sphere of service in Riverside County. Additionally, Metrolink is developing a targeted marketing strategy with all its member agencies. RCTC has budgeted for targeted promotion of service during the summer months as well as building ridership for the 91/PVL Line. RCTC has also enhanced its share of Marketing in-house by working with our marketing consultant Arellano and Metrolink. With their help we have increased our Rail Safety awareness and overall rail service through a grass root campaign that includes participating at local events, reaching out to schools, senior centers and specialty groups. As our focus continues on increasing ridership on the Metrolink lines, we are looking on ways to promote what Metrolink has to offer to the residents of Riverside County. Some of the marketing efforts have been: new residential mail out campaigns, school trips, partnering with Field of Dreams in the City of Perris, social media, billboards, and attending local events to hand out promotional material. 3.4 Coachella Valley -San Gorgonio Rail Service The concept of developing an expanded passenger rail service from Los Angeles to Indio and the Coachella Valley has been discussed for many years. Since FY2015, a separate Short Range Transit Plan was developed for the service. A brief overview is provided in this document. The plan includes new daily round trip Amtrak trains to the Coachella Valley provided through the Amtrak/Caltrans state partnership. RCTC, in conjunction with the Coachella Valley Association of Governments (CVAG), Caltrans Division of Rail and RCTC RAIL SRTP FY 2017/18 - 2018/2019 17 the Federal Railroad Administration will begin the first phase of detailed corridor planning with the initiation of the Service Development Plan (SDP). This SDP will be the first major study that will carefully design a viable service plan with appropriate ridership and service modeling plans. The effort along with completion of an Environmental Impact Report (EIR) for the corridor will allow it to compete for future federal funding. RCTC worked closely with Caltrans to initiate the Alternatives Analysis that has been completed and shows promising ridership potential for the new route. RCTC is the lead on the Service Development Plan study and intends to use FRA grant funds to complete the project. In addition, there is local support for this effort from the CVAG Executive Committee who has directed staff to establish a 90% bus transit/10% passenger rail service funding allocation split for Coachella Valley TDA funds. In addition, a MOU will be established between RCTC and CVAG to develop a Coachella Valley Rail Fund that will use both the TDA funds and additional state and local funds to conduct station development studies and provide initial capital funding for station development. It has been determined through numerous studies over the years that the Amtrak intercity option is preferred over a Metrolink commuter option, because of the long trip length and added comfort and amenities on the Amtrak trains and also Amtrak's contractual rights to operate over freight railroads. 3.5 LOSSAN Los Angeles — San Diego — San Luis Obispo Rail Corridor Agency The LOSSAN Rail Corridor Agency is a joint powers authority (JPA) created to oversee the intercity passenger rail service in the travel corridor between San Diego and Los Angeles. This agency has evolved as rail service has been extended to Ventura, Santa Barbara, and San Luis Obispo Counties and now includes all counties along the Pacific Surfliner Corridor from San Diego to San Luis Obispo County. The LOSSAN Rail Corridor Agency is tasked with the following functions: • Plan, recommend programs, promote, and identify funding sources for improvements to passenger rail services and facilities in the LOSSAN corridor; • Negotiate for and accept funds to be expended for the purpose of providing and passenger rail services and activities; • Review and comment on facility, service, and operational plans and programs of the agency or agencies operating sub -corridor commuter rail service in the LOSSAN corridor; RCTC RAIL SRTP FY 2017/18 - 2018/2019 18 improving intercity and commuter ROTC IMM`� (.r, lie.,.l, :n -rmo. • Coordinate facility, service, and operational plans and programs with other organizations providing passenger rail service in the Southern California region; and • Advocate improvements to services and facilities for the corridor before local, regional, state, and federal officials and agencies. The LOSSAN Rail Corridor Agency does not pay for the operation of any of the passenger rail services within the corridor, but it is a means to help coordinate operations and planning. RCTC has been an active ex-officio member since 2011 and in 2014 with a revised Joint Powers Authority MOU, RCTC is now a full voting member. The passage of Senate Bill 1225 signed by Governor Jerry Brown in September 2012 sets the stage for local control. This bill established a process for transferring the administrative responsibilities for the state -supported intercity passenger rail service along the corridor from Caltrans to a locally governed joint powers authority. This local authority would have more control over schedules, operations, fares, marketing, and coordination with other transit operators. Currently, LOSSAN is fully transferred to local control and Orange County Transportation Authority (OCTA) is effectively fulfilling the role of the managing agency in Southern California. OCTA has taken the lead in coordinating the Interagency Transfer Agreement with Caltrans. RCTC is involved to be actively engaged in the development of rail service in Southern California. RCTC RAIL SRTP FY 2017/18 — 2018/2019 19 RCTC CHAPTER 4 — FINANCIAL AND CAPITAL PLANS 4.1 Operating and Capital Budget This SRTP reflects the Commission's commitment to the commuter rail goals in the FY 2017/18 RCTC Budget: • Improve utilization and increase efficiency of commuter rail lines serving Riverside County; • Promote commuter rail service along the new 91/PVL corridor; and • Maximize opportunities for public use of rail -related investments. Specific highlights of the FY 2017/18 Budget include: • Special Train services: Angels, Rams and FOL trains; • Continuation of the implementation of Positive Train Control in the Metrolink network; and • An additional increase in operating subsidy due to PTC costs and 91 Line expansion into Perris Valley. 4.2 Funding Plans to Support Operating and Capital Program With the passage of Measure A in 1988, $100 million was identified and committed to the development and implementation of a commuter rail system to serve Riverside County residents. The Rail Department uses LTF and Measure A funding for operations as well as federal 5307, 5309, 5337, state Proposition 1 B and LCTOP funds for capital. RCTC holds two voting positions on SCRRA's eleven -member Board. RCTC staff members serve on the five -county Technical Advisory Committee which negotiates service and funding levels based upon the counties' established priorities. Staff also provides technical assistance, coordination between various SCRRA and RCTC departments, and linkages to local communities. 4.3 Regulatory and Compliance Requirements Public participation regarding service levels is largely garnered through the bi-annual on- board survey. Public hearings are held prior to any service changes. Daily receipt of feedback from the public is sought through Metrolink's 1-800-371-LINK (5465) and website www.metrolinktrains.com. Additionally, RCTC maintains a customer service number (951) 778-1092, provides service updates through Twitter and receives comments through the www.rctc.org website. Americans with Disabilities Act, Title VI SCRRA is responsible for the regulatory and compliance requirements governing the use of federal and state funds in accordance with ADA and Title VI. Accordingly, RCTC is RCTC RAIL SRTP FY 2017/18 - 2018/2019 20 responsible for additional compliance requirements as it relates to station facilities. All Metrolink trains and stations are accessible to persons with disabilities. TDA Triennial Audit, FTA Triennial Audit, NTD The RCTC TDA Triennial Audit was completed in September, 2013. The last audit resulted in no findings as pertained to the Rail Program. The FTA Triennial Audit was conducted in 2015 and some minor issues were addressed. NTD is reported annually by both SCRRA and RCTC. Alternative Fueled Vehicles Metrolink uses ultra -low sulfur diesel in its locomotives. It has initiated a procurement for state of the art Tier IV emissions level locomotives that should be placed in service in 2017. RCTC RAIL SRTP FY 2017/18 - 2018/2019 21 TABLE 1 - FLEET INVENTORY Revenue Vehicle inventory (A-30) - CR PT 90161 -Southern Caiilomla Regional Holt Aullonfi Ohs: bkeeohnk{Full Roporler Cporeingl-HY45 Ravielan2 Moding Dalai Yew Pninable Version d Fenn - [as of 511312016 3' 12 PM GM].00:(0) Fleets To updala me mileage dual eh Lcut+ulaenl Infermallnn. seine! elf epPFwnle flesh end cheese 'Update Mileaucgayor Edit Rea9s7 el the 6oeom ❑ RVI Total Active Vehicle Mk. Model Mk. Miles This ITSVeh. Veh. Type Year Year Avg LITv!!me Milos Stake • ❑ 8768 1e 15 RL GMC F59PH 1992 satin 1,imeat ActMs O 8787 6 6 RL GMC F59P14 1993 301,666 1,123,541 holism ❑ 8758 8 8 RL GMC F59P141 19% 402,087 1,022,742 Active ❑ 87s 2 2 RL GMC F59PHI . 1995 100,522 1,022,742 Active . ❑ 8700 56 56 RP Btlhi 81LEVE1.6 1992 2,906.468 1,350.255 Active O 8791 30 30 RP BOM 81LEVEL6 1993 1,657,035 1,291,164 Active d 8792 5 5 RP B014 BILEVEL6 : 1997 259,606 1.064,747 Active ❑ 8703 26 26 RP BOM BILEVEL6 2002 1,349,431 753,239 Active i ❑ 8794 4 4 RL GMC F59PHI 2001 2131,044 720,346 Active ❑ 8795 1 RL GMC F40 19% 60,281 619.647 Actve ❑ 11586 2 2 RP SOH BILEVEL6 1994 103602 11,232,001 Active ❑ 11687 2 2 RP BOM BILEVEL6 1906 103,072 995,645 Attire O 35288 2 2 RL MPY MP3e zoos 100.522 352.428 Attire O 35289 13 13 RL MPT MP36 2009 853.392 352,428 Active ❑ 35291 15 NM RP PST Comet 1973 R!A WA Relive O 44682 54 54 RP 222 BILEVEL6 201D 2,802,664 251,177 Mike ❑ 44883 80 80 RP 222 BILEVEL6 2010 3114,071 251,177 AGlve 0 66750 20 20 RP 222 eaev a 2013 1,038,024 149.253 ACOve O 56751 3 3 RP 222 BILEVEL6 2013 155704 149,253 ACBve O 340404 3 3 RL GMC F59 1993 150,783 197,706 Active Si r 1-20 of 20 i R Fleet Totals Vehicles Active Yoh. Active ADA Accessible MI. Emerg en cy Conlingency Vch. Annual Mi, 328 313 258 0 16,154.857 RCTC RAIL SRTP FY 2017/18 — 2018/2019 22 Commented [ BR2] : I will reach out to Metrolink staff to see if I 1 can get an updated table. J TABLE 2-3 — SRTP SERVICE SUMMARY AND ROUTE STATISTICS Data is currently not available from SCRRA at this time. RCTC RAIL SRTP FY 2017/18 - 2018/2019 23 111 TABLE 4 - FY16/17 SUMMARY OF FUNDS REQUESTED asmsaltAL es. L:OL At A AMYL": [IWAS Floral! Y.PwJr +ylvi .l. � l 4 P ip Mu" C MY] Vv n'.1r 41<W wlaw: Cxr_a:l dl4ad.a r 4 66Y:1�F u a:+la4 N��6n ai mrl' f: W H4W uawW r0ar:" i a.ala ..w.usr, Was. 4 s m at e: .s.s. wan satyr a.m. l Y1 .Z^1 maw. rm. IA as , w.....,,momle •IPr] • Yrw1. eilar•. .. 5 1 19717E 1 Ci6'cli'51 / Sana a 1 Ind<9 f Allimelo •"--- S ! S 1 ions $ $ 1s1n1E 1 wad's wmissi Mlle 119'M C l•N+W ..Wm: Li mH ll strS AL: >6..54'I 1..saigG aarT.,,Z 0aw. 6007111 I NV Col 1 060'Ng l4 1 1 1 %pi l pal 1 SSS'OCa7C 1 Nal+ed0 1g0AaS sec MOS DOM. (=Den 0017009 =VD* 6Oai9i'1 COM& isrVIC 1 OCG96T: S /TAI907 S OOFECT i LSiTTADA i d. •me-, aCusaaal.sPZ DI= 5 c :CY ]lill lu D"us±NUC4 rADsmi Ds..4 os Cs „Jai017� ls .d r+merry el *skid el clus dLl wsni I461 pa10 Doect117saQ 3d YW yrNi DasiTiIsTas (Soup duipunj Jew, wennLQZ Aj Joj poison day spun j ,Uewwns - q apgel wrrint9s4 AAirma5 SWAM Ai PTV rl7=AVO %.7a N RCTC RAIL SRTP FY 2017/18 - 2018/2019 Table 4A — Capital Project Justification PROJECT NUMBER: FY 18 - 1 PROJECT NAME: Video Surveillance System Upgrade FY2016/17 Prop 1B Security PROJECT DESCRIPTION: This Project will provide the following: Installation and strategic placement of high resolution fixed monitoring cameras coupled with high performance lenses and imaging software capable of detecting activity throughout all Riverside County commuter rail station s and layover facilities. PROJECT JUSTIFICATION: This project is funded by a FTA grant. PROJECT FUNDING SOURCES (REQUESTED): Prop 1 B - Security $284,654 Total $284,654 RCTC RAIL SRTP FY 2017/18 - 2018/2019 25 TABLE 5 - FY 18/19 - 19/20 SUMMARY OF FUTURE FUNDS TO BE REQUESTED sl• Lanoobid ome,j 9l eux.cA pc,..n s LIME 110 pas.ned oor .0.711 i017aSS �•s s lc F.s /0 05.wr're1 Lsress'us os OS n !K Of of ..1., :I onus _ r...$ us P qC 11 90o'o0oli ros,iL91j �i ,.5 Sf6'1o[KK [IVuprIn fsrr9 5,1 awnw4Q.:I•'.. .- 000 COCe ro.':f9 n ;t51/0'L 000 001 dSC:'9.705l - SSVStO C 000 009 95:9:8'64 :0. :t95 i59 StOt 005 GOY �]fA al r 0: f ,F.,,,,i. p..-...w W1.119r5. 707U ..°.°0°+•70 wu 7L7u 7 11v.1 .rawam36uren10 wry, :Flunxs. el. aPJd •.o'Ao.D J i1� 1 !11 Janm4a.o;x Spwj payspun] 10101 ` ��urrry OdNO:d I[ 40.z, u011.0005BQpB1OId OZ sLOZ Ad Aay paySar ha}d spuns la r<le[uu n3 - Z'B siqui o00'oo0'r S69'90•VS f- - Cir0V4 SirrKri 4911eCYi I I n!•►]s lk.r.dv=1rs. - - - - - - - rr6r] :I4.1010.,5 °W000l, ,s6a'i9si MUM %wawa eten `a1 ,i ��'zoo 1 . •»oou OW 56a'OCTS CLCrieri Lu t& Vi MI fail 6'[ 000"70r osil i'i. PIVICVS [10166I 0041Cr ou6laXe6l .J.1,. a cw x.c rncn+wc+s aL.:.- ,.r.9n[wio ord 7171; onomon rkr.1 � � •36�10 nod ^ mon r6Xaws WlX{]r51 el. OWd +�7 Al ill 3°'� sand mai Cpmj Rpl InpWWd WO* .b6 uOlyd11p58(]I72£OJd girgtog toy paysanbaa spend yo /Gewwns - vs a1481 and rsuesy alley 1XX1$ wlsanoaa Srxolto e s a uelOL Al Xoa Ia1XWl1 o3 7i711 CO N RCTC RAIL SRTP FY 2017/18 - 2018/2019 TABLE 6 — STATE TRIENNIAL AUDIT RECOMMENDATIONS Recent Audit Recommendation (Covering FY 2009/10 — FY 20011/12) Completion Details No findings N/A RCTC RAIL SRTP FY 2017/18 - 2018/2019 27 TABLE 7 — SRTP TARGET REPORT Due to significant differences in the type and availability of performance data the Commuter Rail Program no longer reports into the RCTC PIP program. RCTC RAIL SRTP FY 2017/18 - 2018/2019 28 TABLE 8 — SRTP PERFORMANCE REPORT Due to significant differences in the type and availability of performance data the Commuter Rail Program no longer reports into the RCTC PIP program. RCTC RAIL SRTP FY 2017/18 - 2018/2019 29 RCTC IMM IMM� t„enH .e TABLE 9 — SRTP HIGHLIGHTS Specific highlights of the FY 2017/18 Commuter Rail Plans include: O No fare increase; O Continued operations and target marketing of the Perris Valley Line Metrolink extension; O Continued support of special trains including Festival of Lights, Angels Express and Rams Trains; O Continued cost increase to support for positive train control and contractual step increases with major Metrolink service vendors; and O Initiate Next Generation Rail and Transit Study. Table 9A — Operating and Financial Data FY 12/13 Audited FY 13/14 Audited FY 14/15 Audited FY 15/16 Estimated FY 16/17 Planned Systemwide* Ridership 3,070,685 3,273,829 3,638,724 3,106,075 3,179,392 Operating Costs per Revenue Hour $2,727 $2,727 $3,009 TBD lTBD *Ridership is based on the Riverside, IEOC and 91 Lines only. RCTC RAIL SRTP FY 2017/18 — 2018/2019 30 Commented [BR4]: This data isstill pending from Metrolink staff. Commented [BR3]: Commented [BR5]: Pennding Updated information from Metrolink staff. Please refer to my email to staff on 5.2.17. P BOARD OF DIRECTORS RUSSELL BETTS, CITY OF DESERT HOT SPRINGS ROBERT RADI, CITY OF LA QUINTA EMMANUEL MARTINEZ, CITY OF COACHELLA KATHLEEN KELLY, CITY OF PALM DESERT GINNY FORT, CITY OF PALM SPRINGS TY PEABODY, CITY OF INDIAN WELLS GREG PETTIS, CITY OF CATHEDRAL CITY TROY STRANGE, CITY OF INDIO G. DANA HOBART, CITY OF RANCHO MIRAGE VACANT, RIVERSIDE COUNTY DISTRICT 4 TRANSIT AGENCY PREPARED BY SUNLINE STAFF SWIM SunLine Transit Agency Short Range Transit Plan o F Y 1 7/ 1 8 1844S7f A61461' TABLE OF CONTENTS EXECUTIVE SUMMARY INTRODUCTION 5 CHAPTER 1— SYSTEM OVERVIEW 7 1.1 Timeline of SunLine Transit and Related History 7 1.2 Governance 10 1.3 SunLine Organizational Structure 11 1.4 Labor Unions 13 1.5 Description of SunLine Service Area 13 1.6 Population Profile and Demographic Projection 14 1.7 SunLine System Characteristics 16 1.8 Current Fare Structure 25 1.9 Revenue Fleet 27 1.10 Existing Facilities 29 1.11 Planned Facilities 29 1.12 Existing Coordination Between Transit Agencies and Private Providers 32 CHAPTER 2 — EXISTING SERVICE AND ROUTE PERFORMANCE 34 2.1 Fixed Route Service — Route by Route Evaluation and Analysis 34 2.2 Paratransit Service System Performance 36 2.3 Key Performance Indicators 37 2.4 Productivity Improvement Efforts 37 2.5 Major Trip Generators & Projected Growth 39 2.6 Equipment, Passenger Amenities and Facility Needs 40 CHAPTER 3 — PLANNED SERVICE CHANGES AND IMPLEMENTATION 43 3.1 Planned Service Changes 43 3.2 Recent Service Changes 43 3.3 Recommended Long Term Service Improvements 44 3.4 Modifications to Paratransit Service 45 3.5 Marketing Plans and Promotion 45 3.6 Budget Impacts on Proposed Changes 46 CHAPTER 4 — FINANCIAL AND CAPITAL PLANS 47 4.1 Operating and Capital Budget 47 4.2 Funding Plans to Support Proposed Operating and Capital Program 47 4.2 A Operating Budget 48 4.2 B Capital Improvement Program Budget 48 4.3 Regulatory and Compliance Requirements 49 14111►111►1ff SunLine Transit Agency Short Range Transit Plan o F Y 1 7/ 1 8 fs.a rsir .rsrnsr TABLES AND FIGURES FIGURES Figure 1 Agency Organization Chart 12 Figure 2 Agency Headcount by Department 13 Figure 3 Bargaining and Non -Bargaining 14 Figure 4 SunLine Service Area 15 Figure 5 Growth Projections for Jurisdictions in the SunLine Service Area 16 Figure 6 On Coachella Valley vs. All California 17 Figure 6 Areas That Requested More Bus Service 17 Figure 7 Summary of SunLine Fixed Route Transit Services, as of January 2017 19 Figure 8 Summary of SunBus Customer Profile Survey 22 Figure 9 Home Based Trip Purpose Weekday versus Weekend 23 Figure 10 Areas Where Customers Requested Additional Bus Service 23 Figure 11 Areas That Requested More Bus Service 24 Figure 12 SunBus Fare Structure 26 Figure 13 SunDial Fare Structure 26 Figure 14 Commuter Link Fare Structure 27 Figure 15 Pass Outlet Locations 28 Figure 16 SunBus Fixed Route Fleet 28 Figure 17 SunDial Paratransit Fleet 29 Figure 18 SunLine Facilities 30 Figure 19 SunLine Park -and -Ride 30 Figure 20 Annual Comparison of SunBus Ridership 35 Figure 21 Fixed Route Ridership 36 Figure 22 Analysis of Performance Statistics, FY 2015/16 37 Figure 23 Annual Comparison of SunDial Ridership 37 Figure 24 Monthly Comparison of SunDial Ridership 38 Figure 25 Monthly Comparison of System Ridership 39 Figure 26 SunBus System Map, 2017 87 TABLES Table 1 Fleet Inventory 54 Table 2 SRTP Service Summary 55-59 Table 2A SRTP Summary of Routes to be Excluded in FY 2017/18 60 Table 3 SRTP Route Statistics 61-62 Table 3A Individual Route Description 63 Table 4 Summary of Funds Requested for FY 2017/18 64 Table 4A Capital Project Justification 65-74 Table 5.1 Summary of Funds Requested for FY 2018/19 75 Table 5.1A Capital Project Justification for FY 2018/19 76-77 Table 5.2 Summary of Funds Requested for FY 2019/20 78 Table 5.2A Capital Project Justification for FY 2019/20 79-81 Table 6 Progress to Implement Triennial Performance Audit 82 Table 7 Service Provider Performance Targets 83 Sal►ne SunLine Transit Agency Short Range Transit Plan o 1 Y 1 7/ 1 B FN.fNSff AMC, Table 8 FY 2017/18 SRTP Performance Report 84 Table 9 Highlights of FY 2017/18 the Short Range Transit Plan 85 Table 9B Farebox Calculation 86 INTRODUCTION The Short -Range Transit Plan (SRTP) is a mandatory fiscal, planning and regulatory document for Sunline Transit Agency. The SRTP is intended to serve three purposes: 1. Identifies the transit services and capital improvements required to meet the transit needs of Sunline Transit Agency over a three year period and the proposed sources of funding to carry out the plan 2. Serves as a management tool to guide activities over the next year 3. Provides justification for operating and capital assistance for grant applications to be submitted to state and federal funding agencies The Riverside County Transportation Commission (RCTC) is responsible by statute for developing and approving a Short Range Transit Plan (SRTP) for Riverside County (PUC 130303). SunLine and other Riverside County transit operators prepare the plans for their respective agency. Once RCTC approves and adopts the SRTP's, the operators are charged with following through with implementation of the plans. Any deviation from the plan must be reported to RCTC (PUC 130057), and if the change is substantive, a plan amendment must be approved by RCTC. The allocation of funds for the upcoming fiscal year is based on approved SRTPs. Beyond the requirements, the SRTP is an opportunity for Sunline Transit Agency Transit to gather important data in a single document and develop strategic plans for the next three years. Relationship of the SRTP to Other Plans, Projects, and Actions The SRTP provides a summary of and direction to other planning documents. It incorporates SunLine's goals and service standards, operating and capital budgets, service plan, and facility plan. At the same time, it is designed to give direction to future service planning activities and capital projects. The SRTP will reflect the FY2018 operating and capital budget adopted by the Board of Directors. u�[111�11I� SunLine Transit Agency Short Range Transit Plan o F Y 1 7/ 1 8 fs.a rsir .rsrnsr SRTP Structure This SRTP is primarily structured to follow RCTC's Recommended Outline to assure that all required topics are covered. Chapter 1 is the Overview of SunLine. Chapter 2 describes Existing Service and Route Performance. Chapter 3 presents Planning Service Changes and Implementation. Building on Chapters 2 and 3, Chapter 4 provides Financial and Capital Plans. Sol►nn SunLine Transit Agency Short Range Transit Plan o F Y 1 7/ 1 8 Fs.rKsfr AMC, CHAPTER 1 SYSTEM OVERVIEW This chapter outlines major features of SunLine's system. The chapter opens with a timeline of SunLine's history, discusses SunLine's governance structure, describes the geography of the Sunline District, and outlines the bus service SunLine provides. It discusses SunLine's connections to other rail and bus transit agencies, fare structure, the revenue fleet, and SunLine facilities. SunLine Transit Agency Short Range Transit Plan o F Y 1 7/ 1 8 rs.axsrr rsrnsr id Timeline of SunLine Transit and Related History Date His torical Eve nt 1876 The Southern Pacific Railroad's firsts team engine made the run between Los Angeles and Indio on May 29th. 1888 Short-lived narrow-gauge Palmdale railroad "Cabaz on" train began operations with pas s enger cars purchas ed from the S an Francis co Railway Company s toked with wood provided by Valley Indians 1905 The Colorado River flood broke through the head works of an irrigation canal and formed the S alton S ea 1926 U.S. Route 99 opened northward through Coachella and Indio and wes sward toward Los Angeles more or les s along the pre ent route of Inters tate 10 helped further open both agriculture, commerce and touris m to the re t of the country. 1930 Indio became the Coachella Valley's firs tincorporated city. 1930s S tate Highway 111 opened in the early 1930s, cutting a diagonal swath through the valley, connecting all of its major settlements. 1942 General George Patton es tablis hed Camp Young (the Des ert Training Center) near Chiriaco Summit to train American soldiers under adverse des ertconditions . 1963 The Palm Springs Aerial Tramway opened as a way of getting from the floor of the Coachella Valley to near the top of San Jacinto Peak. Itwas constructed in rugged Chino Canyon and is the largest rotating aerial tramway in the world. 1977 S unLine es tabus hed and begins operations with 22 bus es . 1987 SunLine celebrates 10 year annivers ary of providing public transportation to the Coachella Valley. 1988 Voters approved NI as ure A, Riverside County's half -cent s ales tax for transportation, setting in motion a proactive re pons a to growing conges tion. 1991 S unLine launches S unDial Paratrans it with 10 vans. 1992 SunLine Board of directors passes a res olution to es tablis h a 100%alternative fuel fleet. 1993 S unLine es tabus hes Compres s ed Natural Gas (CNG) s tation in Thous and Palms . 1994 SunLine becomes nations firs tfleet to convert all of its vehicles to 100%Natural Gas. 1995 SunLine completes ins tallation of bus racks on entire SunBus fleet 1998 SunLine introduces s hopper hopper s ervice and Vets Express Service 1999 S unLine receives Clean Air Award from S outh Coas t Air Quality Ana ge m e nt Dis trict and Governor's Environmental and Economic Leaders hip Award. 2001 CNG refueling s tation opens in Cathedral City. 2002 Nkas ure A extended by Rivers ide County voters to continue to fund trans portation improvements through 2039. 2002 SunLine celebrates its 25th year a nnive rs a ry. 2003 SunLine Co -hosts DOE National Clean Cities Conference. 2004-2007 S unLine introduces the s even Day Pas s SunLine Celebrates 30years ofservice S unLine officially recognized as a California Hydrogen Highway Network S taton. SunLine receives 15 new CNG buses. S unF Ue is is launched to provide alternative fuels to vehicles in the Coachella Valley. 2008 41 new fleet vehicles unveiled with a fresh new logo 110 s olar powered I-s tops and 150 new benches and tras h receptacles added. 2009 10 additional32 foot El Dorado vehicles added to fleet. New farebox collection s ys tem ins tailed on all bus s es . 149 New bus s helters ins tailed throughout the Coachella Valley. Buses receive upgraded and added security cameras on to its fixed route fleet. SunFueIs receives a fuel pressure upgrade from 3000 to 3600 Psisystem. 2010 6th Generadon Hydrogen Fuel Bus joins the Fleet. 2011 AVAIL bus tracking technology is implemented. 7th generation Hydrogen Fuel Cell bus is added to fleet (American Fuel Cell Bus ). 2012 SunLine celebrates 35 years ofservice. SunLine dedicates the newly renovated SunLine Learning Center. 2013 Ground breaking for the new 25,000 S quare Foot Adminis tradon building. 2014 Firs t annual "Pack the Bus" backpack and s chool s upply drive. 2015 SunLine and the Center of Trans porta don and the Environment hos ts the International Fuel Cell Bus Workshop. Grand Opening of S unLine's new Adminis tration Building u4[111111Iff SunLine Transit Agency Short Range Transit Plan o F Y 1 7/ 1 8 fR rsir .rsrnsr 1.2 Governance SunLine was established under a Joint Powers Agreement (JPA) on July 1, 1977 between the County of Riverside and the cities of the Coachella Valley, which at the time included the City of Coachella, City of Desert Hot Springs, City of Indio, City of Palm Desert and the City of Palm Springs. The JPA was later amended to include the Cities of Cathedral City, Indian Wells, La Quinta, and Rancho Mirage. The JPA's governing board is comprised of one elected official from each member entity and one county supervisor. SunLine is headquartered in Thousand Palms. The SunLine Board of Directors is the policy setting body of SunLine Transit Agency. The SunLine CEO/General Manager and staff implement the policy that the Board of Director sets. SunLine's Board of Directors consists of elected officials from each of the nine member cities and Riverside County, including Desert Hot Springs, Palm Springs, Cathedral City, Rancho Mirage, Palm Desert, Indian Wells, La Quinta, Indio, and Coachella. Service is also provided to the unincorporated Riverside County communities of Desert Edge, Thousand Palms, Bermuda Dunes, Thermal, Mecca, Oasis and North Shore. The Board meets ten times per year, and if necessary may meet additional times to address pressing operational and budget requirements. SunLine Board members are appointed by the jurisdictions they represent. The current board members are: • Russell Betts, City of Desert Hot Springs • Robert Radi, City of La Quinta • Emmanuel Martinez, City of Coachella • Ginny Foat, City of Palm Springs • Ty Peabody, City of Indian Wells • Greg Pettis, City of Cathedral City • Troy Strange, City of Indio • G. Dana Hobart, City of Rancho Mirage • Vacant, Riverside County Board of Supervisors 1.3 SunLine Organizational Structure Management and Staff The executive managers of SunLine Transit are as follows: Sal►ne • Chief Executive Officer/General Manager: Lauren Skiver • Chief Performance Consultant: Rudy LeFlore • Chief Operating Officer: Tommy Edwards SunLine Transit Agency Short Range Transit Plan o F Y 1 7/ 1 8 Fs.rKsfr AMC, " C h i e f F i n a n c i a l O f f i c e r : A l H i l l i s " C h i e f A d m i n i s t r a t i o n O f f i c e r : v a c a n t " C h i e f S a f e t y O f f i c e r : P e t e r G r e g o r S u n L i n e h a s a b u d g e t e d t o t a l o f 3 5 4 . 7 5 r e g u l a r e m p l o y e e s , w h i c h i n c l u d e s p a r t t i m e a n d f u l l t i m e e m p l o y e e s . T h e a g e n c y i s d i v i d e d i n t o f i v e d e p a r t m e n t s , a s s h o w n i n t h e o r g a n i z a t i o n a l c h a r t i n F i g u r e 1 , i n c l u d i n g A d m i n i s t r a t i o n , P e r f o r m a n c e , F i n a n c e , O p e r a t i o n s , a n d S a f e t y . u ��[ 1 1 1 ��1 1 I �� S u n L i n e T r a n s i t A g e n c y S h o r t R a n g e T r a n s i t P l a n o F Y 1 7 / 1 8 f s . a r s i r . r s r n s r FIGURE 1: AGENCY ORGANIZATION CHART Board of Directors General Counsel Chief Execu ive Officer GM Special Assistant to the GM/Clerk of the Board I Chief Operating Officer Deputy COO Facility Maintainence Fleet Mointience Stops & Zones Transportation SunFuels Chief Performance Officer Capital Projects Compliance Chief Financial Officer Deputy CFO Accounting Budget Payroll Finance Chief Safety Officer Deputy CSO Safety Management I Chief Administration Officer Deputy CAO Human Resources Customer Service Public Outreach Planning Technology The organizational functions are broken down by number of employees by each deparment, as seen in Figure 2, include Taxi, Planning, Community Relations, Performance, Informaiton Technology to name a few. &W IRE SunLine Transit Agency Short Range Transit Plan o F Y 1 7/ 1 8 fR4NSir rsrnsr FIGURE 2: AGENCY HEADCOUNT BY DEPARTMENT FY 17 Base Department FTE's EXECUTIVE OFFICE Executive Office (40) 3.00 PERFORMANCE MANAGEMENT OFFICE Performance Office (44) 7.00 SAFETY AND SECURITY OFFICE Safety and Security (15) 7.00 OPERATIONS OFFICE SunFuels (10) 2.00 Operations - Fixed Route (11,12) 177.00 Operations - Paratransit (13, 14) 58.50 Maintenance (21, 22) 42.00 Facilities Maintenance (23, 24) 5.00 Stops and Zones (25) 8.00 FINANCE OFFICE Finance (41) 22.25 ADMINISTRATION OFFICE Human Resources (32) 5.00 Information Technology (42) 3.00 Community & Customer Relations (45) 8.00 Service Planning (49) 7.00 Total FTEs 354.75 1.4 Labor Unions As shown in Figure 3, most employees at SunLine Transit are represented by the Amalgamated Transit Union Division (ATU) Local 1277. The collective bargaining agreements with ATU forms an important part of the operating structure of SunLine Transit. The current Contract term is April 1, 2016 through March 31, 2019. Executive management and administration employees are not represented by a union. &11 IRE SunLine Transit Agency Short Range Transit Plan o F Y 1 7/ 1 8 fs.a rsir .rsrnsr FIGURE 3: BARGAINING AND NON -BARGAINING ■ Non- Ra rgai ni ng (Admin.) ■ Bargaining 1.5 Description of SunLine Service Area SunLine's service area encompasses 1,120 square miles of the Coachella Valley from the San Gorgonio Pass in the west to the Salton Sea in the southeast. The population of the Coachella Valley is 440,559 and continues to grow at a healthy paced A large population of seasonal residents visit the Coachella Valley in the winter season or longer but report a hometown outside of the area. The Agency's service area is located approximately 120 miles east of downtown Los Angeles and 60 miles east of the Inland Empire cities of Riverside and San Bernardino. SunLine's service area is shown in Figure 4. 1 Source: U.S. Census Bureau, 2011-2015 American Community Survey 5-Year Estimates 14111►111►1ff SunLine Transit Agency Short Range Transit Plan o F Y 1 7/ 1 8 rs.a Tsar .rsrnsr FIGURE 4: SUNLINE SERVICE AREA SunLine Service Area SAN BERNARDINO COUNTY SunLine Service Area 1,120 Square Miles SunClne Network City Boundary Community Council Area B 2.5 s 10 U Mlles PicaLaw �� RIVERSIDE COUNTY Serr IMPERIAL COUNTY 1.6 POPULATION PROFILE AND DEMOGRAPHIC PROJECTION The Coachella Valley is a high growth area. Riverside County is the tenth largest county in the nation in terms of population. Lower home prices and new job opportunities have fueled migration. A leading cause of the county's growth in the last decade has been migration from elsewhere. Census data shows that approximately 38 percent of the population increase is from people moving to Riverside County. As Riverside County continues to grow, more and more of that growth is expected to be concentrated in the Coachella Valley and eastern county. Coachella Valley continues to develop to meet the needs of residents with a broad range of amenities, public facilities and programs. From 2000 to 2014, the Coachella Valley population grew from 309,530 to 443,401, for a net gain of 133,871 people, or 43%, including adjustments based on the Census Bureau's 2013 American Community Survey. The Coachella Valley's 43% increase in population from &11 IRE SunLine Transit Agency Short Range Transit Plan o F Y 1 7/ 1 8 ls.a rslr ASINCr 2000 to 2014 was much faster than the Inland Empire (34%), the U.S. (12.5%) and California (13%). The Southern California Association of Governments (SCAG) projects there will be 581,300 people in the Coachella Valley in 2020, and has forecasted a 38% increase in population between 2008 and 2020. Projected growth rates vary significantly across SunLine's service area, and not all communities are anticipating significant growth. From 2000 to 2014, Indio's growth led the Coachella Valley, followed by La Quinta and Desert Hot Springs. Each of these cities has land to develop. The unincorporated areas of the valley are expected to see half of all the population growth between 2008 and 2035. SCAG anticipates that much of this expansion in unincorporated areas will take place north of Interstate 10 and in the areas south and west of Coachella. Growth within Palm Springs and Palm Desert is expected to occur at a rate that is less than half that of the Coachella Valley as a whole. Growth generates an increased demand for municipal services, including transit, and development patterns can significantly affect the cost and efficiency of providing those services. In areas where development includes low density or outlying communities, existing services can be impacted to a greater degree than if development occurs within a core service area. Table 1 presents growth projections as forecast by SCAG in 2013 for jurisdictions within SunLine's service area. The table also illustrates the relative share of growth anticipated for each jurisdiction, in comparison to the Coachella Valley as a whole. Figure 5. Growth Projections for Jurisdictions in the SunLine Service Area 2008 Population 2020 Population 2035 Population % Growth in Pop. from 2008 to 2035 % of Total Pop. Growth in Coachella Valley Ca the dralCity 50,200 57,000 64,600 29% 3% Coachella 38,200 70,200 128,700 237% 21% Des ert Hot S prings 25,200 43,500 58,100 131% 8% Indian Wells 4,800 5,500 5,800 21% 0% Indio 73,300 91,500 111,800 53% 9% La Quinta 36,100 41,600 46,300 28% 2% Palm Desert 47,100 52,100 56,800 21% 2% Palm Springs 43,400 48,900 56,100 29% 3% Rancho Mirage 16,900 18,800 22,900 36% 1% Unincorporated Areas 87,500 152,200 308,600 253% 51% Total: 422,700 581,300 859,700 100% SOURCE: SOUTHERN CALIFORNIA ASSOCIATION OF GOVERNMENTS 2013 14111►111►1ff SunLine Transit Agency Short Range Transit Plan o F Y 1 7/ 1 8 fR rstr .rsrnsr State figures show that Riverside County will lead California in terms of growth rate. Between 2010 and 2060, Riverside County's population is expected to expand by 92 percent, with the Coachella Valley growing at a higher rate than the rest of the county. Seniors will see the highest percentage of growth. In the Coachella Valley, 25.5 percent of residents are older than 60, while the state shows 17.5 percent. As shown in Figure 5 to the right, the blue line shows the percentage of the Coachella Valley population in different age brackets —divided into five-year increments —while the orange line shows the measurement for the entire state. Older people have different wants and needs than younger ones. For example, an area of retirees typically requires more Paratransit service than fixed route bus service. Demographic trends in Coachella Valley contribute significantly to SunLine's financial challenges. In addition, SunLine experiences a high influx of seasonal residents. Seasonal roadway congestion is serious enough to impact transit - running times, but to date has not been adequately consistent or widespread enough to warrant dedicated transit right-of-way to allow transit to avoid delays. The seasonal flux in population in Coachella Valley complicates the development of effective transit strategies. JFIGURE 6 ON Coachella Valley vs. All California �F % of CV Population in Age Bracket # % of CA Population in Age Bracket 15+ 1144 1-1 71-74 1541 w-N 55-51 51-51 45-4 441 1541 E-14 15-11 15-11 m IF14 54. 54 a I-4 1.7 SUNLINE SYSTEM CHARACTERISTICS 1% 1% 2% 1% 4% 5% 1% 2% 1% % or Population SunLine provides public transit service in the cities of Desert Hot Springs, Palm Springs, Cathedral City, Rancho Mirage, Palm Desert, Indian Wells, La Quinta, Indio, and Coachella and in the unincorporated Riverside County communities of Desert Edge, Thousand Palms, Bermuda Dunes, Thermal, Mecca, Oasis and North Shore. SunLine operates local fixed - route, complementary ADA paratransit and commuter services. Saline SunLine Transit Agency Short Range Transit Plan o F Y 1 7/ 1 8 IARNSif AMC, Fixed Route Service Overview SunLine's local fixed route network, SunBus, consists of sixteen (16) routes, including three (3) trunk routes, twelve (12) local routes connecting the Valley from Desert Hot Springs and Palm Springs in the northwest to Mecca, Oasis, and North Shore in the east, and one (1) Regional Commuter Route operating between Palm Desert and Riverside. The SunBus and Commuter Link 220 lines are summarized in Table 2. The service is designed to meet an array of travel needs that connect neighborhoods to jobs, schools, shopping and other destinations. The amount of service available is limited by the level of funding available for transit in the local service area. In Fiscal Year 2015/2016, Sunline Transit Agency served almost 4.4 million fixed route passenger boardings, a decrease of 6.8% from the previous year. In the same year, it operated over 3,884,869 miles and 255,822 hours of revenue service. SunLine is currently in the process of updating the SunLine Service Standards Policy, with an anticipated adoption date of October 2017. The draft proposed policy classifies each route in the SunLine transit network into three tiers that define the service level and performance expectation for each service. SunLine's proposed principal service types are trunk routes, local routes, and market -based routes. Service types are defined in part operationally, and in part by the land use characteristics of their corridors. Service effectiveness is evaluated by service type. Trunk Routes — These are highly traveled corridors serving a variety of trip purposes and connect a variety of regional destinations. Trunk routes comprise the backbone of the network linking major communities. Examples include Line 111 with a 20-minute headway seven days a week, which travels from Palm Springs to Coachella; Line 14 between Desert Hot Springs and Palm Springs; and Line 30 between Cathedral City and Palm Springs. Lines 14 and 30 operate with 20-minute frequencies on weekdays; however, SunLine has a longer term goal of increasing the frequency of these trunk routes to every 15-minute headway on weekdays. Local Routes —Secondary routes that connect to the trunk routes and supplement the SunBus network. These connector and feeder routes include Lines 15, 20, 24, 32, 53, 54, 70, 80, 81, 90, 91, and 95. operate in areas with less density and lower demand. Local routes have consistent service throughout each day, have frequencies of 60-minutes or better, and have frequent stops for passengers to access as many destinations as possible. An exception to the above frequency is the North Shore Line 95 rural service that operates six round trips weekdays and weekends between Indio, Coachella, Mecca, and North Shore. Market -Based Services —Tailored to serve specific market segments at specific times of the day, including supplemental service such as school trippers, market -based routes have Sol►nn SunLine Transit Agency Short Range Transit Plan o 1 Y 1 7/ 1 B FN.fNSff AMC, flexible routing and schedules that may vary throughout the day and week, and are designed to meet specific market targets. Examples are the Commuter Link 220, operating three westbound trips from Palm Desert to Riverside with three return eastbound trips weekdays. Another type of Market -Based services are Community Flex Routes. Flex routes provide service to an area rather than a delineated route. This service type is not currently used, although it is currently under study for a potential pilot project. Another potential service under study is Bus Rapid Transit (BRT) or express bus service. SunLine is preparing to begin procurement for a BRT study that will take place in FY 2017/18, focused on the 111 Corridor. Presently Line 111 takes close to an hour and half to travel between Palm Springs and Indio, and close to two hours to travel between Palm Springs to Coachella. A BRT or express service would reduce travel time and operating costs and support increased ridership. SunLine's existing Service Standards Policy also defines minimum service frequencies and spans deemed sustainable in the context of past funding levels. Due to the uncertain funding climate, SunLine is revisiting existing route alignments, and minimum service frequencies and spans in consultation with the community and Board this summer and fall. Figure 7: Summary of SunLine Fixed Route Transit Services, as of January 2017 Route Route Classification Major Destinations Cities/Communities Served Connections 14 Trunk Shopping, Schools, DMV, Employment Center, Library, Senior Center Desert Hot Springs and Palm Springs 15, 20, 30 & 111 15 Local Shopping Centers, Senior Center, Library, Community Center, City Hall, Medical, and Schools Desert Hot Springs and Desert Edge 14 20 Local Shopping, Senior Center, Library, Community Center, Schools Desert Hot Springs, Rancho Mirage, Palm Desert 14, 15, 32, 53, 54, 111, Link 220 & Amtrak 24 Local Shopping, Medical, Library, Social Services, Theaters Palm Springs 14, 30, 32, 111 &MBTA 30 Trunk Shopping, Schools, Medical, Library, Senior Center, Airport, Court House, Social Security, Theaters, and Public Social Services Palm Springs and Cathedral City 14, 24, 32, 111 &MBTA 32 Local Shopping, School, Medical and Hospital Palm Springs, Cathedral City, Rancho Mirage, Palm Desert, Thousand Palms 20, 24, 30, 53, 54, 111, Link 220 & Amtrak 53 Local Shopping, Library, College, School, Community Center, Theater, Senior Center and University Palm Desert 20, 32, 54, 111, Link 220 8c Amtrak 54 Local Sho in , School, Tennis Gardens, Work Force De opment, and College Palm Desert, Indian Wells, La Quinta, Indio, Bermuda Dunes 20, 32, 53, 111, Link 220 8c Amtrak 14111r11►►1ff SunLine Transit Agency Short Range Transit Plan o F Y 1 7/ 1 8 ts.a rstr .rsrnsr 70 Local Shopping, Schools, Theaters and Medical La Quinta, Palm Desert, Indian Wells, Bermuda Dunes 111 & Amtrak 80 Local Shopping, School, Workforce Development, Social Services, Senior Center, DMV, Hospital Indio 54, 81, 90, 91 & 111 81 Local Shopping, Schools, Medical, Community Center, College, DMV, Hospital, Work Force Development, Social Services and Employment Center Indio 54, 80, 90, 91, 111 & Greyhound 90 Local Shopping , Library, City Hall, Senior Center, Community Center, Social Services and Medical Indio and Coachella 54, 80, 81, 91 & 111 91 Local Shopping, College, Schools, Community Center, and Medical Indio, Coachella, Thermal, Mecca, Oasis 54, 80, 81, 90 & 111 95 Local Shopping, College, Community Center, Medical and Schools Indio, Coachella, Mecca and North Shore 90, 91 & 111 111 Trunk Hospital, Medical, Shopping, College, Mall and Schools Palm Springs, Cathedral City, Rancho Mirage, Palm Desert, Indian Wells, La Quinta, Indio 14, 24, 20, 30, 32, 53, 54, 70, 80, 81, 90 & 91, 111, Amtrak & MBTA 220 Market -Based Mall, College, Shopping and University Palm Desert, Rancho Mirage, Cabazon Casino, Beaumont, Moreno Valley, Riverside 20, 32, 53, 54, 111, Metmlink, Pass Transit, RTA & Greyhound SunBus Service Frequency and Span SunLine fixed route bus services operate 363 days a year, with no service provided on Thanksgiving and Christmas. The system operates Monday through Friday from 5:00 a.m. to 11:00 p.m. and weekends from 5:00 a.m. to 10:00 p.m. SunLine does not operate on Thanksgiving Day and Christmas Day. Weekend service is operated on New Year's Day, Memorial Day, Independence Day, and Labor Day. The Commuter Link 220 service does not operate on weekends or on New Year's Day, Memorial Day, Independence Day, Labor Day, Thanksgiving Day, and Christmas Day. Buses generally operate every 20 to 90 minutes, depending on the route and day of the week. Line 95 to the rural community of North Shore is an exception, making six inbound and outbound trips per day on weekdays with mirroring service on weekends. Service Span and Frequency Information by line is summarized in the route profiles. Paratransit Service Overview SunLine operates SunDial ADA paratransit to provide service to those certified under ADA and who cannot ride fixed route bus service. Paratransit SunDial services continue to be well utilized for client's day to day activities, such as medical appointments and shopping. In FY2015/16, SunLine Transit Agency served Saline SunLine Transit Agency Short Range Transit Plan o 1 1' 1 7/ 1 8 FN.fNSff AMC, 164,025 SunDial passenger boardings, a 7% increase from the previous year. In the same year SunDial operated 1,179.760 miles and 74,124 hours of revenue service. The success of SunDial has led to increased operating costs during a period of declining revenues. SunDial operates within % of a mile on either side of SunBus route network, and is available by advanced reservation only. Reservations may be made based on the service hours of the fixed routes serving passengers' origins and destinations, and may only be used at the same times, days and frequency as local fixed -route service. SunDial service is a curb -to -curb, shared ride transit service for persons who are functionally unable to use the fixed route service either permanently or under certain conditions. Eligibility is not solely based on having a disability. SunDial service is provided with a fleet of 35 vans seven days a week, 363 days a year during the same hours as the fixed route network. No service is provided on Thanksgiving and Christmas Days. SunDial's Cancellation and No Show Policy was revised on February 24, 2016, and went into effect on May 1, 2016. By implementing the policy revision, SunDial's Late Cancellation and No Show rate decreased from 7.9% to 3.4%, enhancing savings to the agency. Since SunDial ADA paratransit service is not provided in the community of North Shore, Line 95 operates as a deviated fixed route. Curbside pick-ups and drop-offs are available on a reservation basis in North Shore. Riders may utilize this service with a 24-hour advance notice for both pick-ups and drop-offs. SunDial service can be arranged to meet Line 95 in Indio at Highway 111 and Flower for qualifying ADA passengers to reach other qualifying destinations in the Coachella Valley. As an operator of bus service, SunLine is required under the Americans with Disabilities Act to ensure that paratransit service is provided to eligible individuals with disabilities. The level of service provided must be comparable, in terms of hours of service and area served, to the service provided by the fixed route bus system. To be eligible, all persons must complete an application, describing in detail the nature of their mental or physical disability that may prevent the individual from using regular fixed route service. Applicants must obtain an approved health care professional's statement and signature verifying the disability. Each applicant is notified in writing of their application status within twenty-one days of the submission date. Riders having the required ADA Certification Identification Card are eligible to use SunDial for their transportation needs, including medical appointments, shopping, and other social activities. SunDial is currently revising the paratransit eligibility process to implement in -person and telephone interviews to ensure paratransit riders are qualified for the service. Three categories of eligibility will be adopted: Unconditional, Conditional and Temporary. Sal►ne SunLine Transit Agency Short Range Transit Plan o 1' Y 1 7/ I B FN.fNSff AMC, SUNLINE FIXED ROUTE CUSTOMER PROFILE In 2014, SunLine conducted a fixed route passenger profile survey to better understand current SunLine customers. The final report was completed in February 2015 by the Redhill group. The report provides an overview of SunBus passengers, their trip characteristics, and their views on SunLine transit service. The survey found that 84 percent of SunBus passengers are dependent on SunLine's services, with 73 percent of respondents using transit four times a week or more. Many of SunBus passengers are low-income, with 76 percent of passengers having annual household incomes below $25,000. Spanish is the primary language spoken in 47 percent of SunBus passengers' homes. SunBus passengers' top three trip purposes are for work (35%), shopping (16%) and school (14%) as illustrated in Table 3 below. FIGURE 8: SUMMARY OF SUNBUS CUSTOMER PROFILE SURVEY SUMMARY OF RIDER HARACTERISTICS Average Age (Years) 35 Bus Fare Categories General 73% Passes 15 Disabled/Senior 6% Youth 6% Median Household Income Under $10,000 45% $10,00-$24,999 31% $25,000-$49,999 18% Over $50,000 6% Customer Destinations School 14% Work 3 5 Shopping 16% Social/Recreational 12% Personal Business 11 % Medical/Social Services 7% Other 5 cYo Average Travel Time (Meets) 57% How Long Using SunLine Services Less Than 6 Months 15% 6 Months-11 Months 7% 1 -2 Years 21cYo 3-4 Years 18% 5 Years or More 38% Gender Female Male 45% 55% Why Pulbic Transporation? Other 2% Choose to use Transit 14% Can't Drive 18% No Car 66% Ethnicity Latino/Hispanic 52% White/Cacasian 41% Black/African Americar 2% Asian/Pacific Islander 3% Other 1 % American Indian 1 % Frequncy Of Using SunLine Buses Only When No Other Means 5% 2-3 Days/Month 3% Once Per Week 5% 2-3 Days Per Week 14% 4-5 Days Per Week 25% Daily 48% Veteran 6% Currently Active 2% Neither 92% Primary Language English 48% Spanish 47% Other 5% The top five trip purposes are work, shopping, school, social recreational and personal business. Work trips represent a relatively constant portion of SunLine's ridership for both weekdays and weekend trips which suggests that many riders who use SunBus to travel to and from work are likely employed in either the retail or service sectors which are dependent on an employment base seven days a week. Table 4 highlights the shift from school related trips on weekdays to more social/recreational and shopping trips on the weekends. &11 IRE SunLine Transit Agency Short Range Transit Plan o F Y 1 7/ 1 8 fs.a rstr .rsrnsr FIGURE 9. HOME -BASED TRIP PURPOSE WEEKDAY VERSUS WEEKEND Trip Purpose Overall Weekdays Weekend Work 35% 35% 36% Shopping 16% 11% 23% College/School 14% 22% 2% Social Recreational 12% 8% 17% Personal Business 11% 12% 11% Medical/Dental 7% 9% 4% Other 5% 4% 6% Total 100% 101% 99% Totals may not equal 100% due rounding SunLine's Passenger Profile Survey asked riders to provide input on areas that needed additional bus service. 897 recommendations were received. The responses were grouped into geographic areas. While the "Stated Preference" survey methodology utilized is not an accurate method to determine transit demand, it does represent significant feedback from the community of current SunBus riders. A comprehensive count of the suggestions by area is provided in Table 5 below. Figure 6 further illustrates the requests received by passengers by geographical area. FIGURE 10. AREAS WHERE CUSTOMERS REQUESTED ADDITIONAL BUS SERVICE: REQUEST FOR ADDITIONAL RANK AREA BUS SERVICE RESPONSE N BY POPULATION POPULATION (1000) N PERCENT 1 Desert Hot Springs 204 23% 25,938 7.86 2 Palm Springs 122 14% 44,552 2.74 3 Palm Desert 113 13% 48,445 2.33 4 Indio 91 10% 76,036 1.20 5 La Quinta 70 8% 37,467 1.87 6 Cathedral City 56 6% 51,200 1.09 7 Coachella 46 5% 40,704 1.13 8 Thermal 31 3% 2,865 10.82 9 Sky Valley 25 3% 2,406 10.39 10 Rancho Mirage 23 3% 17,218 1.34 11 North Shore 20 2% 3,477 5.75 11 Thousand Palms 20 2% 7,715 2.59 12 Mecca 15 2% 8,577 1.75 13 Bermuda Dunes 14 2% 7,282 1.92 14 Other Areas 47 5% Soling SunLine Transit Agency Short Range Transit Plan o 1' Y 1 7/ 1 8 FN.fNSff AMC, FIGURE 11. AREAS THAT REQUESTED MORE BUS SERVICE A Areas or Locations That Requested More Bus Service SunLine Transit Agency Rider Survey - 2014 r . r-1 Least Rsquesieel Horl� Sn"'! SUNLINE TRANSPORTATION DEMAND MANAGEMENT (TDM) SERVICES SunLine Transportation Demand Management (TDM) services promote and facilitate alternative mode of transportation such as transit, vanpool, carpool, bicycling, and taxi. VANPOOL A vanpool is a group of people who are coming to the same workplace or post -secondary education (college, trade school, etc.) from the same community, riding together in a van. Vanpools typically carry from six to fifteen passengers, and operate weekdays, traveling between pick-up locations and a place of work. Vanpools provide small-scale commuter ridership in scenarios where operator costs would otherwise be prohibitively high. Operating costs are very low, because the passengers drive themselves. Ridership per platform hour is healthy; the vanpool doesn't run at all without a minimum of five regular riders. Vanpools are very demand -responsive; once ridership falls below a threshold, the service goes away, and new routes can be added with a minimum of overhead. They can access office parking areas and other locations where scheduled SunLine service cannot reach, making for more convenient passenger drop-offs. &W IRE SunLine Transit Agency Short Range Transit Plan o F Y 1 7/ 1 8 fR4NSir .rsrnsr or SunLine will be provide a subsidy for qualified vans. The driver of the vanpool must be a volunteer and a participant in the vanpool program. Vanpool passengers will be responsible for paying the van lease cost minus the subsidy. They will also share the cost of gas, toll fees, parking fees (if applicable). Passengers will not pay for the maintenance and insurance cost. Vehicles for this type of service will be leased by one of the pre - qualified vendors to one of the commuters in the group, a company, or by a third party representative. The goal of having vans on the road is by summer 2017. Vanpool programs can be administered in a variety of ways, allowing the employer to be fully involved or simply promote it from the sidelines. Employers can help employees form vanpools through rideshare matching. Rideshare matching helps potential vanpoolers locate others nearby with similar schedules. With technology advancements, on -demand vanpooling may help reduce coordination costs and increase ridership. Traditional vanpool programs often have average ridership per trip at just above the minimum membership required for the vanpool. As the region develops unevenly, vanpools will be an increasingly effective means to serve trips from low -density places to employment and education centers. With new vanpool programs, SunLine may be able to pull back bus service from low -volume, coverage routes, and focus on more frequent, trunk routes and core services. SUNTAxi SunLine has served as the Taxi Regulator for the entire Coachella Valley since 1990 through the SunLine Regulatory Administration (SRA). To improve efficiency, SunLine is exploring a new concept to deploy a subsidized taxi service to serve similar trips that SunDial serves today. The concept is for the SunTaxi program to use the existing taxi fleet, including ADA accessible vehicles, to operate under contract by one or more qualified regional taxi operators. The taxi operators would be selected in the course of an open bidding process. SunTaxi would increase the ability to provide paratransit services in a cost effective manner to qualified Coachella Valley residents. Sol►nn SunLine Transit Agency Short Range Transit Plan o 1' Y 1 7/ I B FN.fNSff AMC, 1.8 CURRENT FARE STRUCTURE SunBus passengers pay the adult fare unless eligible for discounted fares, which are available only to seniors, the disabled and youth. Children 4 years and under ride free with an adult fare. Fares may be paid using cash or passes. FIGURE 12: SUNBUS FARE STRUCTURE TYPE OF FARE FARE CATEGORY FIXED ROUTE FARES Cash/Base Fare Transfers Day Pass 10-Ride Pass 31-Day Pass Coachella Valley Employer Pass ADULT YOUTH SENIOR 60+/ (18 YRS — 59 YRS) (5 YRS — 17 YRS) DISABLED/MEDICAID $1.00 $0.25 $3.00 $10.00 $34.00 $0.85 $0.25 $24.00 $2.00 $8.50 $24.00 $0.50 $0.25 $1.50 $5.00 $17.00 FIGURE 13. SUNDIAL FARE STRUCTURE Personal care attendants and service animals may accompany an eligible customer at no additional charge. The client must inform the Reservationist when booking their trip that they will be accompanied by another person to determine if space is available Clients may travel with up to three companions who will be charged the applicable fare. TYPE OF FARE FARE CATEGORY (Only for ADA Certified Clients) SINGLE RIDE I MULTIPLE RIDES Cash Fare - Same City $1.50 Cash Fare - City to City 10-Ride Pass - Same City 10-Ride Pass - City to City $2.00 $15.00 $20.00 FIGURE 14. COMMUTER LINK FARE STRUCTURE Commuter Express fares are for trips between the Coachella Valley and Western Riverside County on the Riverside Commuter Link 220 Service. 14111►111►1ff SunLine Transit Agency Short Range Transit Plan o F Y 1 7/ 1 8 fs.a rsir .rsrnsr TYPE OF FARE FARE CATEGORY Commuter Express Single Ride Commuter Express Day Pass Commuter Express 30-Day Pass ADULT SENIOR 60+/ (18 YRS — 59 YRS) DISABLED/MEDICAID $6.00 $4.00 Zone 1 = Riverside - Cabazon Zone 2 = Palm Desert - Thousand Palms $14.00 $150.00 $10.00 $100.00 PROPOSED FARE MODIFICATIONS AND PLANS FOR PROMOTING RIDERSHIP NEED TO ADD MORE Fares and fare collection will be reviewed in FY 2017/18 with a goal of sustaining the future level of transit operations in the Coachella Valley while also maximizing convenience. SunLine is exploring partnerships with local colleges throughout the Coachella Valley to provide an affordable transit pass program. TAXI VOUCHER PROGRAM In addition to SunDial and SunTaxi paratransit service, SunLine offers a Taxi Voucher Program providing half price taxi trips for seniors (60+ years) and the disabled. This card is easily obtained by eligible patrons submitting an application to SunLine. Once the application is reviewed and accepted the patron is then mailed an activated payment card. When the patron receives that card they are able to call in an add a balance of up to $75 per month. SunLine provides matching funds in equal amount up to the $75. The total balance added for each month can be a maximum of $150. Patrons are able to check their balance on the SunLine website any time they want, and left over funds from previous months are carried over until utilized. To use the balance, the patrons simply order a cab, and pay their fare with the Taxi voucher payment card. This service assists with the economic development of the 3 taxi franchises of the Coachella Valley, and provides some relief to the demands on the Paratransit services. Community members are enjoying the service, and Taxi cab drivers and their franchises appreciate how this service keeps them competitive with other ride share services in the area. The Taxi Voucher program has been funded with Section 5310 Transportation for Elderly Persons and Persons with Disabilities funding. SunLine Transit Agency Short Range Transit Plan o F Y 1 7/ 1 8 fR rsir .rsrnsr Pass Outlets SunLine currently has 17 pass outlet locations within the service area. They sell nine different types: day pass, 31-day pass, 10-ride pass, adult, senior and youth. Figure 6 lists pass outlet locations: FIGURE 15. PASS OUTLET LOCATIONS Pass Outlets City Routes Served Canyon Food Mart Cathedral City 30 8& 111 Desert Food Mart Desert Hot Springs 14 & 15 Desert Market Desert Hot Springs 14 8615 COD Bookstore - Indio Campus Indio 54 Indio City Hall Indio 80 Los Primos Carniceria Indio 90 Rancho Fresco Market Indio 80 & 81 Guerrero's Meat Market Indio 81 8L 111 Jule's Market La Quinta 70 La Quinta Wellness Center La Quinta 70 Reyes Market North Shore 95 Carniceria Atoyac Palm Desert 53, 111 COD Bookstore Palm Desert 20, 32, 53, 54 & 111 Instant Cash Palm Desert 53 & 111 Mizell Senior Center Palm Desert 14, 24 8& 30 Palm Springs Liquor Palm Desert 24 & i l l SunLine Transit Agency Thousand Palms 32 1.9 REVENUE FLEET SunLine currently has an active fleet of 76 fixed route buses. New vehicle purchases are included in the SunLine's fleet and facilities plan. FIGURE 16. SUNBUS FIXED ROUTE FLEET Number of Ve hicle s Manufacturer Year Fuel Type Size (Fleet) 15 Orion V 2006 CNG 40 20 New Flyer 2008 CNG 40 17 New Flyer B 2008 CNG 40 10 El Dorado 2009 CNG 32 1 FC 2/New Flyer 2010 Hydrogen 40 1 FC 3/EI Dorado 2012 Hydrogen 40 3 BYD Electric 2014 Hydrogen 40 2 FC4 &5/E1Dora do 2014 Hydrogen 40 1 FC6/E1 Dorado 2015 Hydrogen 40 6 New Flyer Excels for 2016 CNG 40 SunLine Transit Agency Short Range Transit Plan o F Y 1 7/ 1 8 fs.a rsir .rsrnsr irr All buses meet accessibility requirements of the Americans with Disabilities Act (ADA), and the emission mitigation standards mandated by the Federal Clean Air Act (CAA) and the California Air Resources Board (CARB). New vehicle models must proceed through the FTA First Article Bus Durability Test Program in order for procurements to qualify for federal funding participation. FTA guidelines establish the useful life expectancy of a large, heavy-duty transit bus as at least 12 years of service, or an accumulation of at least 500,000 miles. In December 2016, SunLine received six New Flyer Excelsiors (40 foot) fixed route buses. SunLine was awarded $9.8M grant funding through SCAG for the purchase of five hydrogen fuel cell buses from the Federal Transit Administration's Low or No Emission Vehicle Deployment Program (Lo-No). SunLine is currently procuring these vehicles to expand our fleet of hydrogen fuel cell buses. [AMP1] SunLine was also awarded a $12.5M grant from CARB for five additional fuel cell electric vehicles and a new hydrogen fueling station. SunLine was also awarded a $2.9M CaISTA TIRCP grant through Antelope Valley Air Quality Management District (AVAQMD) to purchase four new BYD electric buses (3 replacement and 1 expansion vehicle). SunLine is currently finalizing the funding agreement and beginning procurement. These buses will support cleaner and more frequent service on SunLine routes serving disadvantaged communities, accelerating SunLine's efforts to transition to an all zero -emission fleet. Buses will be used to serve local routes in disadvantaged communities including Lines 80, 81, 90, 91 and 95, as well as intercity routes that provide access to key employment centers and to Metrolink rail services (route 111, 220). Paratransit SunLine's paratransit service presently operates with an active fleet of 37 ADA vehicles. FTA guidelines establish the useful life expectancy of a paratransit vehicle as at least four years, or an accumulation of 100,000 miles. FIGURE 17. SUNDIAL PARATRANSIT FLEET Number of Vehicles Manufacturer Year Fuel Type Size (Fleet) 6 FORD/Ae rote c h 220 2013 CNG 24 8 El Dorado E-450 2013 CNG 24 8 El Dorado E-450 2015 CNG 24 15 Support Vehicles El Dorado E-450 2016 CNG 24 SunLine currently utilizes 45 support vehicles including standard passenger cars and trucks as well as facility -specific golf carts and forklifts. The support fleet are used for various activities to support transit services provided throughout the Coachella Valley. 14111r11►►1ff SunLine Transit Agency Short Range Transit Plan o F Y 1 7/ 1 8 fs.a rsir .rsrnsr 1.10 EXISTING FACILITIES Administrative and Operating Facilities Figure 13 presents SunLine's administrative and operations facilities. SunLine owns all facilities except for Division 3 located on 5t" Street at Vine Avenue in downtown Coachella which is leased. FIGURE 18. SUNLINE FACILITIES Location Name Address City SunLine Division 1 Facility 32-505 Harry Oliver Trail Thousand Palms SunLine Division 2 Facility 83255 Highway 111 Indio Thousand Palms Transit Facility 72-480 Varner Road Thousand Palms SunLine Division 3 Transit Facility 83255 Highway 111 Coachella FIGURE 19. SUNLINE PARK -AND -RIDE LOCATIONS City Palm Desert Location Landmark Spaces Commuter Route 220 Town Center Way and Hahn (behind Mountain View Tire & Auto Service) Westfield Palm Desert 79 Thousand Palms 72-480 Varner Road SunLine Transit Facility 22 220 STOPS AND FACILITIES SunLine's bus system has 657 stops including 357 shelters and 14 inactive shelters, that staff maintains, which are planned for relocation. There are 80 standalone benches and waste containers, and 14 major transfer locations, where riders are able to make transfers connections between routes. 1.11 PLANNED FACILITIES SunLine contracted with HDR to examine and understand the Agency's current and planned future transit operations, and the roles and places of its existing transit facilities and vehicle maintenance and storage sites. From this review, HDR developed an overall long range facilities master plan that optimizes the current and future uses. The existing facilities and sites include the new administration and maintenance facility at the Thousand Palms site, a transit hub and fueling station in Indio and an operators' facility in Coachella. This master plan will become a guide for SunLine's facilities future uses and associate capital projects. &11 IRE SunLine Transit Agency Short Range Transit Plan o F Y 1 7/ 1 8 fs.a rstr .rsrnsr The purpose of this project is to identify the bus storage and maintenance facility requirements, and potential locations for SunLine for the period of 2016 — 2035. Operations Facility SunLine's Operations facility located in Thousand Palms is housed in a combination of five pre -fabricated units of various sizes (approximately 2,000 square feet in total) with the drivers' lockers, lunchroom, lounge and training area housed in two separate double pre- fabricated units (2,800 square feet in total). The operations center houses dispatch, transit control and the paratransit call center as well as the operations supervisors' offices. The facility is undersized for the purpose and staffing, does not meet ADA standards, and is dated. Preliminary planning has begun for the design, demolition and removal of the existing facility, and construction of a new facility. Bus Shelters Twenty-five new bus shelters will be installed in summer 2017. Future Transit Hubs SunLine is working with the City of Coachella, Department of Social Services and Affordable Housing on a proposed project to be developed east of Harrison Street south of 4th Street and north of 6' Street in the City of Coachella. SunLine is working with the City of Cathedral City on Urban Greening for Downtown Cathedral City including landscaping improvements at and near bus stops to encourage people to walk, bike and use transit. Center of Excellence in Zero Emission Technology EDUCATION AND TRAINING SunLine is in process of creating a first in the nation dedicated training center for commercial zero emission technology. SunLine has been the recognized leader in alternative fuel technologies in the transit industry for some time. This has not gone unrecognized by Sunline's funding partners and advocacy groups, with the addition of grants has received approximately $1.7 million in support of this endeavor. The SunLine Center of Excellence in Zero Emission Technology (CoEZET) Is a collaboration between public and private organizations, including transit agencies, colleges, private industry, and government agencies, that ensures the development of excellence in the Sol►nn SunLine Transit Agency Short Range Transit Plan o F Y 1 7/ 1 8 Fs.rKsfr AMC, operations of zero emissions buses. CoEZET will provide a comprehensive workforce training program in zero emission transportation technologies that support the commercial operation of zero emission buses. The pressure to adopt zero emission technologies to reduce greenhouse gasses continues to increase. As a result, there are now over 150 zero emission buses in the U.S., with another 200 in orders the will be delivered by 2020. SunLine currently accounts for 10 of these orders. For SunLine these pressures include the ARB Advanced Clean transit regulation, California Cap -and -Trade funding incentives and the continuation of FTA discretionary funds for zero emissions buses. The specialized technology that zero emissions buses are created with, requires greater coordination with the current workforce of bus technicians, management, and their agencies to make sure they can excellently and effectively operate these buses. From the 2015 APTA CEO Special Survey: General Mechanic is one of the "hardest -to -fill - positions". Nationally, 65.2% of transit agencies do not have sufficient plans for workforce enhancements, added to the fact that a high number of the workforce looks to soon retire and advanced technology training is not readily available. The curriculum will include courses for Advanced Technician Training and Management training. Advanced Technician Training will work side -by -side with experienced SunLine technicians on zero emissions buses maintenance and the supporting infrastructure. Management training will promote an understanding the regulatory environment, zero emission bus procurement, route planning and financial modeling. A training facility will be built on the SunLine Thousand Palm campus that will house the first ever maintenance bay built specially for an articulated zero emission bus for a kinesthetic learning experience. Other deliverables of the CoEZET will include: Sol►nn - Development of guidelines for industry on the servicing zero emissions vehicles and fueling infrastructure - Creation of unscheduled maintenance software for fuel cell buses, using reengineered software from NASA shuttle maintenance - The program overall seeks to reduce transit operating costs, increase self-reliance in agencies, build knowledge across agencies and preserve institutional knowledge. SunLine Transit Agency Short Range Transit Plan o P Y 1 7/ 1 4 Fs.rKsfr AMC, 1.12 EXISTING COORDINATION BETWEEN TRANSIT AGENCIES AND PRIVATE PROVIDERS As the designated Consolidated Transportation Services Agency (CTSA), SunLine coordinates public transportation services throughout its service area. Staff participates in meetings with social and human service agencies, consumers, and grassroots advocates through forums such as the RCTC Citizens Advisory Committee/Social Service Transportation Advisory Council (CCAC), SunLine's ACCESS Advisory Committee, San Gorgonio Pass Area - Transportation Now Coalition (T-NOW), and neighboring transit operators. SunLine remains committed to working with the ACCESS Advisory Committee. Staff hosts regular meetings at the Thousand Palms Administrative Office. SunLine applies input from the Committee to improve relationships with the community to address public transportation issues in the Valley. Additionally, staff members are actively involved in the regional transportation planning process through participation on RCTC and county committees. These committees include the CAC/Social Service Transportation Advisory Council, the Technical Advisory Committee, Aging & Disability Resource Connection ADRC of Riverside Long Term Services and Supports (LLTS) Coalition, Desert Valley Builders Association (DVBA), Coachella Valley Economic Partnership (CVEP) and related committees to enhance coordination efforts with SunLine. Coordination with Other Public Transportation Providers In addition to providing transit service throughout the Coachella Valley, SunLine offers transit connections to a number of adjacent transit operators. SunLine and Riverside Transit Agency (RTA) collaborate to schedule the operation of Commuter Link 220 which connects Palm Desert and Thousand Palms with Morongo Band of Mission Indians, Beaumont, Banning, Moreno Valley, and Riverside Metrolink Station via Interstate 10 and State Route 60. In addition to providing connections to RTA routes, Commuter Link 220 joins rides to Pass Transit services in Beaumont and Metrolink's Riverside and Inland Empire -Orange County Lines. The City of Palm Springs provides a free downtown shuttle known as the Palm Springs Buzz. The shuttle operates as a loop every 15-minute frequency from 11:00 a.m. to 1:00 a.m. on Thursdays through Sundays, serving 30 stops along the route. The City of Palm Springs and SunLine have an ongoing agreement allowing the shuttle to use SunLine's bus stops along the shuttle's route. SunLine also hosts Morongo Basin Transit Authority (MBTA) Routes 12 and 15 through a cooperative service agreement at its stops in downtown Palm Springs. The collaboration offers connections to Yucca Valley, Landers, Joshua Tree, and Twenty-nine Palms. Sal►ne SunLine Transit Agency Short Range Transit Plan o P Y 1 7/ 1 4 Fs.rKsfr AMC, or SunLine is currently working on a cooperative service agreement with Palo Verde Valley Transit Agency (PVVTA) on their future Rides to Wellness demonstration project, known as, Blythe Wellness Express service. This service is planned to operate two to three days weekly and will travel to the Coachella Valley's three hospitals (Desert Regional Medical Center, Eisenhower Medical Center and J.F.K. Hospital) and medical clinics within SunLine's service area. Amtrak California (operated by Amtrak bus contractors) transport rail passengers traveling between rail hubs at certain Amtrak stations uses SunLine's bus stops in Palm Springs, Palm Desert, and La Quinta, under an additional cooperative service agreement. Amtrak's "Sunset Limited" inter -city train serves the Palm Springs Station on North Indian Canyon Drive. However, with rail service only serving Palm Springs three times a week in each direction, it is impractical for SunLine to offer transit service to the station at this time. Private Transportation Taxi Administration The SunLine Regulatory Administration (SRA), is responsible for establishing and enforcing ethical standards maintained by the Franchising Board. In addition, SRA is charged with licensing and regulating taxicab franchises and drivers in the Coachella Valley, while also ensuring residents and visitors are charged a fair and reasonable price. SunLine coordinates with Greyhound to enable Greyhound bus service to provide pick up and drop off services at the SunLine Thousand Palms Transit Hub located at 72-480 Varner Road. Greyhound serves the hub with three Westbound trips and three Eastbound trips each day. Sudine SunLine Transit Agency Short Range Transit Plan o F Y 1 7/ 1 8 Fs.fKsfr AMC, CHAPTER 2 EXISTING SERVICE AND ROUTE PERFORMANCE INTRODUCTION In Fiscal Year 2015/2016, SunLine Transit Agency served almost 4.4 million fixed route passenger boardings, a decrease of 6.8%from the previous year. In the same year, it operated over 3,884,869 miles and 255,822 hours of revenue service. SunLine's ridership decline in fixed route bus service is in keeping with national trends. Driving mileage increased for the fifth straight year, the Federal Highway Administration earlier this year. Transit ridership has decreased in almost every major city, suburb, and exurban areas. Paratransit services "SunDial" continue to be well utilized for client's day to day activities, such as medical appointments, shopping, or work. In Fiscal Year 2015/2016, Sunline Transit Agency served almost 153,183 trips, a 7% increase from FY2014/2015. Overall ridership for the demand response and subscription services continues to grow. 2.1 FIXED ROUTE SERVICE — ROUTE BY ROUTE ANALYSIS Little data exists to corroborate which global causes are impacting SunLine most significantly. There has been much speculation about the effect of low gas prices and ride -hailing services on decreasing fixed route ridership. Nationally gasoline prices are nearly 50% less than in 2014. Another factor that may be impacting SunLine ridership is California Assembly Bill 60. The new state law allows immigrants living in California to obtain a driver's license. The Department of Motor Vehicles (DMV) issued over 1 million driver's license. This increase in issuance of driver license among the immigrant population has negatively impacted transit ridership in the Coachella Valley. Uber and Lyft are also a contributing factor of ridership loss for public transportation. FIGURE 20. ANNUAL COMPARISON OF SUNBUS RIDERSHIP SERVICE TYPE FY 2014/15 FY 2015/16 PERCENT CHANGE SunBus (Fixed Route) 4,674,654 4,358,966 -6.8% SunLine is analyzing how the decline correlates to the type of services we operate. Is ridership declining in our most dense areas of service and demand or just in far-flung areas? Is it &W IRE SunLine Transit Agency Short Range Transit Plan o F Y 1 7/ 1 8 fR rsir .rsrnsr happening on routes that are designed for higher ridership or on those that are designed for coverage purposes. We are looking at the data route by route and stop by stop. We are also analyzing effects attributable to the quantity and quality of transit services. Ridership may be falling if service is getting slower due to congestion or if there are recurring, on -time performance issues. We also seek to understand why SunLine ridership has declined less steeply than other transit operators. FIGURE 21. FIXED ROUTE RIDERSHIP 500,000 400,0W 300,000 200,000 100,000 0 FIXED ROUTE RIDERSHIP COMPARISON FY 2011 - FY 2016 JUL AUG SEPT OCT NOV DEC JAN FEB MAR APR MAY JUN FY 2011 FY 2012 FY 2013 FY 2014 FY 2015 •FY 2016 SERVICE EFFICIENCY AND EFFECTIVENESS To determine the efficiency and effectiveness of all routes, staff reviewed the performance statistics for FY 2015/16 with data from the transit monitoring software TransTrack. Figure 15 below summarizes data by line. Data available include passenger boardings, passengers per revenue hour, cost per passenger, passenger revenue per hour, and the farebox recovery ratio. &W IRE SunLine Transit Agency Short Range Transit Plan o F Y 1 7/ 1 8 fR rsir .rsrnsr Figure 22. ANALYSIS OF PERFORMANCE STATISTICS, FY 2015/16 Lines Passenger Counts Passengers Per Revenue Hour (PPRH) Cost Per Passenger Passenger Revenue Per Hour Farebox Recovery Ratio 14 649,594 22.1 $1.69 $35.77 31.71% 105,161 19.2 $1.67 $30.74 27.25% 20 9,844 8.7 $1.67 $16.99 15.06% 163,163 17.4 $1.69 $28.32 25.12% i 723,066 26.0 $1.70 $41.54 36.82% 270,723 16.1 $1.69 $24.72 21.91% 55,249 8.0 $1.68 $11.55 10.24% 89,248 13.1 $1.68 $11.55 10.24% 70 187,862 19.6 $1.67 $18.76 16.63% 80 149,255 27.4 $1.69 $43.13 38.27% 81 86,760 15.7 $1.68 $24.85 22.03% 90 189,789 16.0 $1.71 $21.28 18.86% 198,391 12.6 $1.70 $17.92 15.88% 36,295 7.0 $1.71 $8.13 7.20% 1,430,780 21.8 $1.71 $33.10 29.34% 13,677 4.1 $1.70 $5.58 4.95% 152,973 2.4 $4.86 $11.76 14.29% 2.2 PARATRANSIT SERVICE - SYSTEM PERFORMANCE Paratransit services "SunDial" continue to be well utilized for client's day to day activities, such as medical appointments, shopping, or work. In Fiscal Year 2015/2016, Sunline Transit Agency served almost 153,183 trips, a 7% increase from FY2014/2015. Overall ridership for the demand response and subscription services continues to grow. FIGURE 23. ANNUAL COMPARISON OF SUNDIAL RIDERSHIP SERVICE TYPE FY 2014/ 15 FY 2015/ 16 PERCENT CHANGE SunDial &W IRE 153,183 164,025 7.2 SunLine Transit Agency Short Range Transit Plan o F Y 1 7/ 1 8 fR rsir .rsrnsr FIGURE 24. MONTHLY COMPARISON OF SUNDIAL RIDERSHIP 16,000 14,000 12,000 10,000 8,000 6,000 4,000 2,000 0 SUNDIAL RIDERSHIP COMPARISON FY 2011 - FY 2016 JUL AUG SEPT OCT NOV DEC JAN FEB MAR APR MAY JUN FY 2011 FY 2012 FY 2013 FY 2014 FY 2015 FY 2016 2.3 KEY PERFORMANCE INDICATORS To ensure adherence to the Productivity Improvement Program (PIP) established by the Riverside County Transportation Commission (RCTC), SunLine continues to monitor and evaluate routes to guarantee compliance with key performance indicators. The performance indicators are monitored using TransTrack software implemented by RCTC for all Riverside County transit operators. Over the past six years, SunLine has consistently met the compliance requirements for both mandatory and discretionary performance indicators. 2.4 PRODUCTIVITY IMPROVEMENT EFFORTS Since the 2015 Update to the Comprehensive Operational Analysis (COA), SunLine has made minor improvements to all fixed routes, including realigning existing routes and improving frequency to enhance ridership. The following modifications were made in the past FY to fixed route bus service: 1. Enhancements to Line 24 and 30 in City of Palm Springs Sal►ne SunLine Transit Agency Short Range Transit Plan o F Y 1 7/ 1 8 ISAN81r ASINsr 2. Enhancements to Lines 90, 91, 95 and 111 in the Cities of Indio, Coachella and unincorporated Riverside County communities in Thermal and Mecca to improve connectivity to new shopping and grocery destinations. FIGURE 25. MONTHLY COMPARISON OF SYSTEM RIDERSHIP 500,000 400,000 300,000 200,000 100,000 0 SYSTEMWIDE RIDERSHIP COMPARISON FY 2011 - FY 2016 JUL AUG SEPT OCT NOV DEC JAN FEB MAR APR MAY JUN •FY 2011 FY 2012 FY 2013 FY 2014 FY 2015 FY 2016 Staff continues to coordinate with local jurisdictions to determine best practices in relation to transit services provided throughout the Coachella Valley. Staff will continue monitoring existing routes applying service warrants to evaluate route performance. In addition to concentrating on modifying and adjusting existing routes, the review of underperforming routes will continue to determine if segment realignment, trip modifications or discontinuation of service should be considered due to low productivity. SERVICE STANDARDS AND WARRANTS The factors listed below are considered when analyzing new service proposals and requests, as well as evaluating existing service. AREA COVERAGE While most of the urbanized sections of SunLine's service area are adequately served, there are some areas which are provided with more service than others. When service is proposed, the new line will be evaluated based on its proximity to other lines, and the necessity of its implementation based on area coverage and service productivity standards. Areas that are not currently served, or are underserved, but warrant new or enhanced service will be evaluated to receive new transit service when budget becomes available or through efficiency improvements of the existing transit lines. Growth in the ADA paratransit service area must also be addressed as part of any new service planning. &W IRE SunLine Transit Agency Short Range Transit Plan o F Y 1 7/ 1 8 fs.a rsir .rsrnsr Funding of these types of services must be prioritized along with improvements to existing transit services, based on available funding. MARKET AREA CHARACTERISTICS Staff also considers the density and demographic characteristics of a given service area as an important determinant for providing transit success. In tying area coverage standards to population and employment densities, SunLine recognizes the need to provide more service within more highly developed areas, and often considers this factor as part of the service development process. TRANSIT -DEPENDENT POPULATIONS SunLine considers the effects of service changes on transit -dependent riders during service planning processes. While SunLine's current network serves most transit -dependent populations and their destinations effectively, the agency continues to examine transit dependency when evaluating new service proposals. SPECIAL MARKET NEEDS Staff often receives requests for new service when existing routes do not adequately address unique market opportunities. Some examples include short routes such as shuttles that may better connect two or more high demand destinations, such as a transit center and an employment center, a senior center and a shopping complex, or student housing and a university campus. They may also provide local circulation between destinations in a single community with the service span and frequency tailored to these unique markets. SERVICE STANDARDS OF EVALUATING NEW SERVICES Once a route is implemented, performance monitoring begins immediately to determine if the route is reaching its desired potential and performance standards. New service routes not meeting minimum standards are subject to the same remedial actions as existing services requiring evaluation at the one and two year marks, may be truncated or eliminated if line productivity does not improve. 2.5 MAJOR TRIP GENERATORS & PROJECTED GROWTH Many transit trips within the Coachella Valley are destined for the City of Palm Desert, with 23 percent of all work trips ending there. Data compiled for trip purposes show trip patterns to Palm Desert are mostly from the Cities of Cathedral City, Indio, La Quinta, and Palm Springs. There are also strong trip patterns from La Quinta and Coachella to Indio, and from Desert Hot Springs to Palm Springs. Most trips in the system occur along Highway 111, with nearly all destinations served directly by Line 111. Line 14 (Desert Hot Springs — Palm Springs) and Line 30 (Cathedral City — Palm Springs) are also key SunLine transit lines. SunLine Transit Agency Short Range Transit Plan o F Y 1 7/ 1 8 fR rsir .rsrnsr With respect to school travel, Palm Desert continues to be a key destination as the location of the main campus of the COD. SunLine also provides public transportation services for middle and high school students for school districts that are unable to provide transportation. SunLine schedules special school -tripper buses to accommodate the public transportation demand and school bell schedule for school districts including the Palm Springs Unified School District (PSUSD) and Desert Sands Unified School District (DSUSD). Through SunLine's development review process, staff coordinates with local jurisdictions to develop best practices for ensuring adequate transit considerations are relayed as new developments and construction projects are proposed. The process allows SunLine to provide safe and efficient services at a lower cost. As the Coachella Valley flourishes, SunLine staff will continue to assess travel patterns and transit demands. Additionally, to assist commuting students, SunLine will continue to coordinate public transit schedules with school bell times. 2.6 EQUIPMENT, PASSENGER AMENITIES AND FACILITY NEEDS PASSENGER AMENITIES AND BUS STOP IMPROVEMENT PROGRAM As of January 2017, SunLine serves 657 bus stops, which are cleaned and maintained on a regular basis. Since completion of the 2005 COA and 2009 COA Update, SunLine has made significant improvements to bus stops in the Coachella Valley as part of its Bus Stop Improvement Program (BSIP). SunLine has successfully completed five phases of the BSIP. Presently, 394 bus stops have shelters. Funding was received in FY 2015/16 to allow 25 new shelters to be placed at active stop locations as part of Phase 6 of the BSIP. In conjunction with the installation of new shelters, bus stops are also improved to meet guidelines set forth by the Americans with Disabilities Act (ADA). Additional funding has been requested for continual support of the bus stop improvement program in upcoming years. REAL-TIME SIGNAGE DISPLAYS SunLine introduced real-time arrival information display at the major transfer point located at Town Center at Hahn in Palm Desert. This new technology data combined with digital signage is creating new ways for SunLine to communicate with its riders. SunLine will be installing two real-time displays at major layovers located at Indian Canyon and Ramon in Palm Springs and Highway 111 at Flower in Indio. SunLine will also be exploring other potential locations for real-time displays. ON -BOARD PASSENGER AMENITIES All SunLine buses have electronic destination signs. The signs indicate the route number, route name, and the destination of the bus. All of the buses have display racks for public announcements, notices and timetables. Passengers are able to request a stop without u�[111�11I� SunLine Transit Agency Short Range Transit Plan o F Y 1 7/ 1 8 fR4fSir .rsrnsr leaving their seats by activating the stop request that is controlled by a plastic strip/pull cord located within each passenger's reach. All buses are ADA compliant. Air conditioning and heating are provided on the buses for passenger comfort. SunLine also implemented free Wi-Fi on all fixed route buses in October 2016. BICYCLE FACILITIES To provide bicyclists an alternate mode for traveling throughout the Coachella Valley, all of SunLine's fixed route buses have mounted exterior bike racks. The combination of bicycling and riding the bus has increased the range of options for riders who utilize other modes of transportation. SunLine will continue to work with the Coachella Valley Association of Governments (CVAG) with the Non -Motorized Transportation Plan update. The plan includes a proposal to install bike racks and/or bike lockers at selected bus stop locations throughout the Coachella Valley. CAN -BOARD SECURITY CAMERAS Cameras and the associated video recording equipment are installed on all Sunline Transit Agency fixed route buses. Video recording provides an invaluable asset when assessing the cause of collisions, investigating reports of improper behavior by Sunline staff and violations of Sunline Transit Agency rider rules by our passengers. Video from on -board cameras has also proven to be beneficial to law enforcement in the investigation of traffic incidents and criminal activity. Additionally, our paratransit vans are equipped with "SmartDrive" video monitoring. SmartDrive video recordings assist in determining the cause of collisions and helps identify Operator driving habits and tendencies. SmartDrive video is used to coach better driving habits and skills to our paratransit Operators. Streaming live video links were added to vehicles in use on Commuter Link 220, with additional funding anticipated to complete implementation across the rest of the fixed route bus fleet arriving in FY 2016/17. INTELLIGENT TRANSPORTATION SYSTEM (ITS) All buses are equipped with Automatic Passenger Counters, Automatic Voice Annunciators, Automated Vehicle Locators, and Global Positioning Systems. Staff implemented scheduling software for fixed route planning. SunLine service information has been available in Google Transit for trip planning purposes. Additionally, SunLine offers the interactive SunBus Tracker allowing passengers to receive up-to-date bus information. Wi-Fi is also available on all fixed route buses as of October 2016. BUS REPLACEMENT PROGRAM Approximately every three years, SunLine begins the replacement of ADA paratransit vans as they near 150,000 miles. In FY 2017, 13 replacement and two expansion vehicles were delivered to SunLine. The fixed route bus fleet will begin to be updated in 2017, as fifteen 2005 Orion buses become eligible for replacement under FTA guidelines (12-year lifespan or 500,000 miles). Two new Hydrogen Electric Hybrid fuel cell buses were added to the fleet in FY 2014/15, along with an additional fuel cell bus delivered to SunLine from CT Transit in Connecticut, an additional battery dominant bus is scheduled to be received from CALSTART under the FTA's Fuel Cell Bus Program in 2017. SunLine is also partnering with Sol►nn SunLine Transit Agency Short Range Transit Plan o F Y 1 7/ 1 8 Fs.rKsfr AMC, or the California Energy Commission and Hydrogenics, Inc. to demonstrate a new battery dominant fuel cell bus for one year. In addition, SunLine was awarded in FY 2013, by discretionary grant funding to expand the hydrogen fleet by five buses; the construction of these buses are set to commence in mid-2018. All SunLine vehicles including non -revenue service vehicles are powered with alternative fuels. FACILITY NEEDS In January 2015, SunLine administration moved into a new building constructed at the Thousand Palms site. Demolition of most of the temporary structures has been completed. An RFP for a planning and feasibility study to determine the best options for the agency's satellite operating and maintenance facility in Indio will be issued in FY 2016/17. The facilities master plan agreement will be executed in early FY 2016/17. Additionally, SunLine will construct new CNG and Hydrogen fueling stations with anticipated completion in FY 2017 and FY 2018 respectively. SunLine will complete its Thousand Palms Administration Building facility project by adding solar panels funded with Proposition 1B PTMISEA Program. SunLine is also making facility improvements in the Thousand Palms and Indio Maintenance Lounge areas. SunLine has collaborated with the City of Coachella to transform an existing property into a multimodal transit center in central Coachella. The center enhances local transit services and improves transit efficiency and effectiveness in the East Valley which includes the extension of Line 111. Work toward site selection and preliminary facility studies will continue in FY 2016/17. Sol►nn SunLine Transit Agency Short Range Transit Plan o F Y 1 7/ 1 8 Fs.fKsfr AMC, CHAPTER 3 PLANNED SERVICE CHANGES & IMPLEMENTATION 3.1 PLANNED SERVICE CHANGES In an effort to reduce expenses for FY 2017/18 in light of reduced funding and declining revenues, staff is currently preparing a scope of work for a planning study to evaluate existing services for reductions, modifications and discontinuation. The transportation industry is undergoing massive transformation, and SunLine must improve and change its service model in order to remain competitive and continue to provide valued service to the community. The planning study will help SunLine prepare for a range of uncertain funding scenarios and will include community and Board consultation throughout the process. PLANNED ROUTE MODIFICATION/REALIGNMENT In September 2017, SunLine is planning to implement these minor service modifications pending grant funding: • Lines 80 and 81— improve frequency from 60-minutes to 30-minutes. The frequency improvements are conditional pending funding for additional resources. • Line 95 — a route alignment is being explored to serve 69t" Avenue between Costa Mesa Drive and Vander Veer Road in North Shore. 3.2 RECENT SERVICE CHANGES To meet the changing transit demands of the of the Coachella Valley, for FY 2016/17, SunLine was able to implemented these service enhancements listed below using existing assets and within budget: • Lines 14 — adjust schedule and terminus location at Indian Canyon and Ramon. • Line 24 - reroute to serve Sunrise between Vista Chino and Racquet Club, discontinue fixed scheduled service to Vista Chino/Caballeros and Racquet Club/Caballeros (linked to Line 111 change below), and provide supplemental service in these areas to accommodate school students. Extend line to Ramon/San Luis Rey retail area and replace terminus loop route at south Palm Springs (Palm Springs Airport) (linked to Line 30 change below). u�[111�11I� SunLine Transit Agency Short Range Transit Plan o F Y 1 7/ 1 8 fs.a rsir .rsrnsr or • Line 30 - adjust schedule and terminus location at Indian Canyon and Ramon, as well as, realign to serve the Palm Springs Airport at Tahquitz Cyan and El Cielo. • Line 53 - reroute to serve Monterey/Dinah Shore at the Super Walmart, discontinue service to Joslyn Center, Xavier School, and the segment of service on Highway 111 from San Pablo to Cook Street. • Lines 90, 91 and 95 - Line 91 will serve current Line 90 alignment in Indio. Implement circular service in Coachella. Line 95 will terminate at 5t"/Vine to connect with Line 111, and route will be realigned to service Airport Boulevard east of SR 86 via Buchanan at Mecca/Thermal College of the Desert campus. • Line 111 — adjust schedule and terminus location at Indian Canyon and Ramon, as well as, realign westbound route alignment at Hwy 111 and Flower. 3.3 RECOMMENDED LONG TERM SERVICE IMPROVEMENTS Recommended planned for implementation in FY 2019 FY 2018 (subject to funding availability) are as follows: • Line 32 - improve frequencies and reroute selective trips to serve the Thousand Palms Transit Hub to connect with Greyhound Bus Lines. • Line 53 - reroute to serve Monterey/Dinah Shore at the Super Walmart. • Line 70 - increase service frequency to 40-minutes weekdays and 60-minutes on weekends, and extend to North of 1-10. • Local circular (Line 92) in the City of Coachella, which would serve shopping, community and senior centers for local riders, with service to the Augusine Casino on Avenue 54 and Van Buren Street. • Line 111— realign segment of route to Palm Canyon and Indian Canyon via Racquet Club Road (linked to Line 24 change above), as well as, improving westbound route alignment at Hwy 111 and Flower. • 111 SunExpress service during peak times along the Highway 111 corridor. Route serving only major time -points and getting riders from Palm Springs to Indio within an hour. • Frequency improvements from 20-minutes to 15-minutes for Key Urban routes which include 14, 30 and 111. 5u►►1► e SunLine Transit Agency Short Range Transit Plan o F Y 1 7/ 1 8 Fs.fKsfr AMC, " P i l o t a n O n D e m a n d F L E X s e r v i c e i n t h e O a s i s C o m m u n i t y u s i n g a l t e r n a t i v e f u e l v e h i c l e s . F L E X s e r v i c e w i l l m a x i m i z e t h e c o n v e n i e n c e a n d a c c e s s i b i l i t y t o t h o s e c o m m u n i t i e s i n O a s i s . 3 . 4 M O D I F I C A T I O N S T O P A R A T R A N S I T S E R V I C E T h e p r o v i s i o n o f A D A s e r v i c e s r e m a i n s a c h a l l e n g e ; i t i s c o s t l y b o t h t o S u n L i n e a n d t o t h e p a s s e n g e r w h o u s e i t . E f f o r t s t o m i t i g a t e t h e i n c r e a s i n g e x p e n s e s i n D A R s e r v i c e i n c l u d e d t h e f o r t h c o m i n g S e n i o r / D i s a b l e d T r a v e l T r a i n i n g P r o g r a m . T h e T r a v e l T r a i n i n g P r o g r a m i s e x p e c t e d t o l a u n c h i n F Y 2 0 1 7 / 1 8 a n d w i l l c o v e r a l l a s p e c t s o f p u b l i c t r a n s i t f r o m t r a i n i n g o n h o w t o r i d e t h e b u s , h o w t o u s e b u s s c h e d u l e s a n d m a p , a s w e l l a s h e l p i n o v e r c o m i n g p h y s i c a l a n d s o c i a l b a r r i e r s t h a t m a y p r e v e n t p a s s e n g e r s f r o m u s i n g a f i x e d r o u t e b u s . P a r t i c i p a n t s b e n e f i t b y d e v e l o p i n g a g r e a t e r l e v e l o f i n d e p e n d e n c e a n d i n c r e a s e d m o b i l i t y ; u l t i m a t e l y b r i n g i n g s i g n i f i c a n t f i n a n c i a l s a v i n g s t o b o t h t h e c u s t o m e r a n d S u n L i n e . 3 . 5 M A R K E T I N G P L A N S A N D P R O M O T I O N M a r k e t i n g i s a n e s s e n t i a l e l e m e n t o f a c o s t - e f f e c t i v e p u b l i c t r a n s i t s e r v i c e . A f o c u s e d m a r k e t i n g e f f o r t u s i n g a m o d e s t b u d g e t i s k e y i n e n s u r i n g t h a t t h e s u b s t a n t i a l p u b l i c r e s o u r c e s u s e d b y a t r a n s i t s e r v i c e a r e w e l l u t i l i z e d . S u n L i n e w i l l i n c r e a s e m a r k e t i n g i n o r d e r t o e x p a n d r i d e r s h i p t h r o u g h a c o s t - e f f e c t i v e s t r a t e g y u s i n g l o c a l m e d i a : " I m p r o v e T r a n s i t S u r v i v e s . A k e y p r e c e p t o f m a r k e t i n g i s t o p r o v i d e a q u a l i t y " p r o d u c t " . I n t h e c a s e o f p u b l i c t r a n s i t , r e p u t a t i o n o f p r o v i d i n g q u a l i t y s e r v i c e b o t h e n c o u r a g e s i n c r e a s e d r i d e r s h i p a n d i n c r e a s e s p u b l i c s u p p o r t f o r t r a n s i t ; b o t h t a x - b a s e d f u n d i n g a n d f a r e i n c r e a s e s b e c o m e m o r e a c c e p t a b l e w h e n s e r v i c e q u a l i t y i s h i g h . A k e y " m a r k e t i n g " e f f o r t , t h e r e f o r e , i s t o b e g i n o t h e r m e a s u r e s d i s c u s s e d i n t h i s d o c u m e n t t o i m p r o v e s e r v i c e q u a l i t y , i n c l u d i n g t h e n e e d f o r e n h a n c e d p a s s e n g e r a m e n i t i e s a n d r e p l a c e m e n t o f a g i n g v e h i c l e s . S u b s e q u e n t l y c h a n g i n g t h e p u b l i c p e r c e p t i o n o f s e r v i c e q u a l i t y t h r o u g h a m a r k e t i n g p r o g r a m - i s u n d o u b t e d l y t h e m o s t i m p o r t a n t m a r k e t i n g s t r a t e g y a v a i l a b l e t o S u n L i n e . " T a r g e t e d M a r k e t i n g . E x p e r i e n c e i n m a r k e t i n g f o r s i m i l a r t r a n s i t s y s t e m s i n d i c a t e s t h a t t h e m o s t e f f e c t i v e u s e o f m e d i a i s a m o d e r a t e l e v e l o f c o n t i n u i n g a d v e r t i s e m e n t e x p o s u r e i n l o c a l n e w s p a p e r s , p r o v i d i n g i n f o r m a t i o n t a i l o r e d f o r t h e p a p e r ' s r e a d e r s h i p . P r i n t m e d i a i s a p a r t i c u l a r l y i m p o r t a n t a n d c o s t - e f f e c t i v e m a r k e t i n g o p p o r t u n i t y f o r l o c a l t r a n s i t s e r v i c e s . S a l �%n e T r a n s i t U s e r G r o u p P r e s e n t a t i o n s . S u n L i n e s t a f f s h o u l d c o n t i n u e t o m a k e p e r s o n p r e s e n t a t i o n s t o l o c a l t r a n s i t u s e r g r o u p s , s u c h a s s e n i o r c e n t e r s , d i s a b l e d g r o u p s , s c h o o l s , a n d c i v i c g r o u p s i n t h e s e a r e a s . A s p a r t o f t h e s e p r e s e n t a t i o n s , m e m b e r s o f t h e s e g r o u p s s h o u l d b e e d u c a t e d w i t h r e g a r d t o h o w t o u s e t h e s e r v i c e a n d t h e d e s t i n a t i o n s a v a i l a b l e t h r o u g h t h e s e r v i c e . A s l i d e o r v i d e o p r e s e n t a t i o n c a n b e a n e f f e c t i v e p a r t o f t h i s p r o g r a m . P r e f e r a b l y , t h i s p r o g r a m w o u l d i n c l u d e a n a c t u a l r i d e o n t h e s e r v i c e . I n a d d i t i o n t o i n c r e a s e a w a r e n e s s o f S u n L i n e s e r v i c e s , t h i s m a r k e t i n g S u n L i n e T r a n s i t A g e n c y S h o r t R a n g e T r a n s i t P l a n o P Y 1 7 / 1 4 F s . r K s f r A M C , Fr element can effectively reduce or eliminate residents' uncertainties regarding the use of public transit services. • Expanded Pass Outlets. Monthly passes, ten -ride passes and day passes are currently available at local community markets (see Figure 4). SunLine is considering to expand the number of outlets to ease the ability of users to purchase monthly passes. At a minimum, SunLine will approach more area supermarkets and large employers to expand the number of outlets. As the use of monthly passes speeds the boarding's process (in comparison to cash fares and the need to issue transfers), this effort could improve on -time performance of the system. • Implement Strategic Marketing Plan. SunLine proposes to develop a marketing plan with long-range marketing goals and implementation strategies to assist a brand with retaining and attracting customers. The plan will enhance SunLine's image, increase and expand ridership, contain agencies positioning, goals and strategies, market opportunities, target market defined demographic and geographic groups. SunLine will continue to provide an Internet webpage that includes rider information, links to other cities, current schedules and routes, and bus stop locations. This marketing tool is updated as changes to the system are implemented. In addition, SunLine is exploring the option of the potential of selling monthly passes over the Internet. SunLine continues to follow its robust marketing and outreach campaign. Throughout FY 2017/18 the Marketing and Planning teams will join community service events, seminars and conventions to spread the positive impact local transit service has in the Valley environmentally and time wise. The Marketing efforts shall be conducted to ensure that all service area residents are aware of SunLine services. Targeted marketing efforts shall be conducted for high potential groups, including elderly, disabled, and low-income residents. 3.6 BUDGET IMPACTS ON PROPOSED CHANGES Due to funding shortfalls and current economic conditions in the state of California and at the federal level, staff is currently scoping a planning study to evaluate service efficiencies and reductions to be implemented in January 2018. SunLine has applied for LCTOP to fund frequency improvements to Lines 80 and 81, as well as, realignment to Line 81. Staff are not planning on increasing service levels in FY 2017/18 expect for Lines 80 and 81, pending grant funding availability. Planned service changes in FY 18 Section 3.3, Longer Term Service Modifications and Adjustments, outlines SunLine's longer term plans to introduce service improvements. Existing funded projects are listed in Chapter 1, System Overview. Proposed service improvements without identified funding may be implemented as new funding opportunities become available. Sal►ne SunLine Transit Agency Short Range Transit Plan o P Y 1 7/ 1 4 Fs.fKsfr AMC, CHAPTER 4 FINANCIAL AND CAPITAL PLANS 4.1 OPERATING AND CAPITAL BUDGET In FY 2017/18, SunLine plans to have an operating budget of $34,500,000 and a capital project budget of $10,002,964. The operating budget will absorb cost increases in wages and benefits, some new operating and administrative staff positions, as well as other direct costs increases associated with operating service. SunLine utilizes funding from various sources to operate its fixed route and paratransit services. Additional revenue opportunities are pursued in order to reduce subsidy levels. These additional revenue sources include SunLine's bus and shelter advertising, sales of emission credits, outside CNG fuel sales revenue, taxi voucher sales and funding from two jurisdictions for bus shelter maintenance. 4.2 FUNDING PLANS TO SUPPORT PROPOSED OPERATING AND CAPITAL PROGRAM For FY 2017/18, funding plans for the proposed operating and capital programs are as follows: Funding sources for the proposed operating budget includes FTA Section 5307 (Urban), 5311 (Rural), 5310 (Elderly and Disabled), Congestion Mitigation and Air Quality (CMAQ), and Low Carbon Operating Program (LCTOP) funds apportioned by the California Department of Transportation (Caltrans), State Local Transportation Funds (LTF), Local Measure A funding, farebox revenue and other revenue for operating assistance. Funding sources for capital projects include funds from FTA's competitive grant for Low or No Emission projects (LoNo) as well as Section 5307 and 5339. SunLine's new capital projects are also funded by the State with Proposition 113: Transit Safety and Security and State Transit Assistance (STA). &11 IRE SunLine Transit Agency Short Range Transit Plan o F Y 1 7/ 1 8 fR rsir .rsrnsr 4.2 A OPERATING BUDGET The estimated FY 2017-18 operating budget of $34,500,000 outlined in Table 4, is funded by: FY 18 Operating Sues Idles/Revenue 4.2 B CAPITAL IMPROVEMENT PROGRAM BUDGET The estimated FY 2017-18 capital improvement program is a budget of $47,626,555, including: FY18 Capital Subsidies/Revenve u4[111111Iff SunLine Transit Agency Short Range Transit Plan o F Y 1 7/ 1 8 fs.a rslr ASINCr 4.3 REGULATORY AND COMPLIANCE REQUIREMENTS AMERICANS WITH DISABILITY ACT SunLine complies with the guidelines set forth the Americans with Disability Act (ADA) by providing a 100% accessible revenue service fleet for fixed route transit services and ADA paratransit service vans. Supervisor vans are also equipped with wheelchair lifts. As funding becomes available, the agency continues to provide bus stop improvements to ensure accessibility. Staff also coordinates construction projects to include bus stop improvements when the opportunity exists. DISADVANTAGED BUSINESS ENTERPRISE SunLine's most recent Disadvantaged Business Enterprise (DBE) program and goal was revised and submitted to FTA in July 2015. The DBE semiannual reports are kept current, with the most recent DBE report submitted in December 2016. The next DBE report will be submitted in June 2017. EQUAL EMPLOYMENT OPPORTUNITY SunLine complies with federal regulations pertaining to employment and submits its Equal Employment Opportunity (EE0)-1 report annually to the U.S. Equal Employment Opportunity Commission (EEOC) as well as its EEO/Affirmative Action Program every four years or as major changes occur in the workforce or employment conditions to the FTA. The most recent EEO-1 report was submitted to the EEOC and certified in September 2016. The most recent EEO/Affirmative Action Program was revised and submitted to the FTA in FY 2015/16. TITLE VI Title VI of the Civil Rights Act of 1964 protects people from discrimination based on race, color, and national origin in programs and activities receiving federal financial assistance. SunLine's Title VI Report was updated in FY 2016/17 for use in the FY 2017/18 to FY 2019/20 period. The report is scheduled for update, submission and approval by October 1, 2019. TRANSPORTATION DEVELOPMENT ACT Transportation Development Act (TDA) provides two major sources of funding for public transportation: The Local Transportation Fund (LTF) and the State Transit Assistance fund (STA). RCTC commissioned Pacific Management Consulting to conduct the Triennial Performance Audit as required by Transportation Development Act (TDA). SunLine is awaiting the findings. &11 IRE SunLine Transit Agency Short Range Transit Plan o F Y 1 7/ 1 8 fR rsir .rsrnsr FEDERAL TRANSIT ADMINISTRATION TRIENNIAL AUDIT In accordance with regulations, SunLine Transit Agency completed a Federal Transit Administration Triennial Audit site visit in March 2016. The Triennial Review focused on SunLine's compliance in 17 areas. No deficiencies were found with the FTA requirements in fourteen (14) areas. Deficiencies were found in three (3) areas; Technical Capacity, Maintenance and Procurement. SunLine had no repeat deficiencies from the 2013 Triennial Review. NATIONAL TRANSIT DATABASE To keep track of the industry and provide public information and statistics as it continues to grow, FTA's National Transit Database (NTD) records the financial, operating and asset condition of transit systems. Staff are currently in its FY 2016/17 NTD Section sampling. SunLine continues to perform parallel sampling using manual samples and Automatic Passenger Counter (APC) data in order to verify and gain approval to use APC data in future reporting. Hydrogen Fuel Station ALTERNATIVE FUEL VEHICLES SunLine conforms to RCTC's Alternative Fuel Policy with all vehicles in the fleet using CNG, Electric or hydrogen fuel. The current active fleet consists of fifty-eight 40-foot CNG buses, five 40-foot Hydrogen Fuel Cell buses, ten 32-foot CNG buses, three 40-foot Electric buses, thirty-seven 22-foot paratransit vans, and 45 total non - revenue CNG and electric vehicles, including general support cars and trucks as well as facility -specific golf carts and forklifts. SunLine Transit Agency Short Range Transit Plan o F Y 1 7/ 1 8 1844S7f A61461' SWIM FY 2017/18 SRTP TABLES SunLine Transit Agency Short Range Transit Plan o F Y 1 7/ 1 8 fR rsir ASINCr I ill 1111 11 11 I, ,IM .I 11.1 II .I I dIli Lopio .I II 11! II. Bus (Motorbus) J Directly Operated Table 1 - Fleet Inventory FY 2016/17 Short Range Transit Flan Sunline Transit Agency lift and Fuel Year Mfg. Model Seating Ramp Vehicle Type 8uift Code Cade Capacity Equipped length Code # of Active Vehicles FY 2015/16 # of Contingency Vehicles FY 2015/16 Average lifetime Life to Date Miles Per Active Life to Date Vehicle Miles Vehicle As Of Vehicle Miles through Year -To -Date Prior Year End March (e.g., March) FY 2014/15 FY 2015/16 FY 2015/16 2014 BYD K9 35 2 40 E8 2 0 2015 BYD K9 35 1 40 E8 1 0 2012 EDN AXCESS 37 1 40 OR 1 0 2014 EDN AXCESS 37 3 40 OR 3 0 2009 EDN fZRider32' 29 10 32 CH 10 0 2008 NFA IF 40' 39 1 40 OR 1 0 2008 NFA tF 40' 39 20 40 CN 20 0 2008 NFA IF 40' 39 21 40 CH 21 0 2005 OBI ORION V40 ._ 15 40 CH 15 0 q '73 Totals: - 74 74 23,703,584 320,319 a "'�7 G P r o .=1 � .-C w V g G 00 113,404 142,210 2,177,593 92,765 8,126,172 7,900,672 5,132,443 10,617 5,308 7 7, 113,404 47,403 217,759 92,785 406,308 376,222 342,162 • vapoW !ea .mai NIvi ae] (q) 'sapow I1eti 1 sings qu1(e) ZO'T DT 90'9$ TC M TOO Z61$ %MT RIM COI 4'51 WSS SO'6C5 69'0S 40'SS 96MI 6L'L6 3 BT'T VLI LC'SS 61'58$ L9'0$ 0614 95RV ' . i-... 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IIIIIIII�I�I hl n�nn h �'ll1 I lr11 II a .II , I ilil i I' 1,4.16$1r11tnitinrl6riCteo I I Table 1 - SunCine-BLIS -- SRTP Service Summary Fr 2016/17 Short Range Transit Plan All Routes FY 2013 14 Audited FY 2014. 15 Aueked FY 2015/16 Plan FY 2015/16 3rd Q6 Actual FY 201+ 1: Plan Fleet Characteristics Peak -Hour Fleet 59 62 Financial Data Total Operating Expense $21,255,086 $22,712,173 $25,547,893 512,543,483 527,700,756 Total Passenger Fare Revenue $4,617,536 $5,466,541 K708,713 S3,705,050 S5,113,042 Het Operating Expenses (Subsidies) $16,637,550 $17,245,632 $20,839,180 $13,838,393 522,587,66 Operating Characteristics , Unlinked PassengerTlis 4,684,276 ,674,654 4,986,605 3,298,974 4,458,322 Passenger Miles 30,693,464 53,371,743 35,905,563 23,519,046 32,099,919 Total Actual Vehide Revere Haul (a) 206,142.6 216,740.2 226,060.0 167,209.1 243,105.0 Total Actual Vehicle Revenue M k..'F' 2,869,555.2 3,081,149.9 3,273,579.0 2,907,533.7 3..117,756.0 Total ktual Vehicle Miles 3,207,438.0 3,446.4r. . 3,675.02'. 2.675,548. .946.0 Performance Characteristics Operating Cost per Revenue tioi_ $103.11 $104.79 $113.0: $101.92 $113.95 Eart= Recovery Ratio 21.72% 24.07% 18.43% 21.12% 16.45% Subsidy per Passenger $3.55 $3.69 $4.18 11.19 $5.07 Subsidy per Passenger Nile $0.54 $0.52 $0.58 $0.59 $0.70 Subsidy per Revenue Hour (a) $80.71 $79.57 $92.18 $82.76 $9291 Subsidy per Revenue Mile (b) $5.80 $5.59 $6.37 $5.75 $6.61 Passenger per Revenue Hour (a) 22.7 21.6 22.1 19.7 18.3 Passenger per Revenue Mile (h) 1.63 1.52 1.52 1.37 1.30 (a) Trail Hours faRail Modes. (b] Car Mies for Rai Modes. i I (alnob paxid) sns auea wd - snnou dO Awij ns N W J CO Q H SUMMARY OF ROUTES — Program: DAR (Demand Response) I IaPoW Fed °) st11.4 40 (Al 'S;PdW Intl bl SADH ue,1(e) SI'0 fa'Z 9£'14 9£169$ 0912$ i•E16Z$ %Z"I'LT 691£9S I SI'D £'Z ££14 LD'19$ O4'Z$ SWEIZ$ %LZVI Seed bI'0 £7 L6'E$ 61,79$ 9177$ OLYZ$ %LI'LI ECSL3 rI';: Z'Z W S 1979$ ZS'Z$ Z418Z$ %S9'TI ZZZL$ IT'D I'Z 18'£$ LZ'o9$ 157$ 6Z'BZ$ 96S6'6 Z6'99$ (4) aim anuanat rad xa6gased (e)moHanuanaa,ad,a6i "Ked 19);PW anuanaa P•Id Aprgn5 (e) ono,{ anuatiab ad AN:41ns am t2bliad,adApcgns ia6uaxed ad Appgn5 eQPtl Ala^aoall xogarei noH anuaaaa ,ad 7m0 6ugerad0 sX1(41aa199aey3 a)ueuuapad 0'108'88I'1 O'S00'860 I 0'486'99 058'Ztr81 1,90'£9T _N 016£S'698 0'84'109 018FL'IS 0I9'917171 ZOT'IZT 0100'06N 016017601 0'S6S'69 6SI'trIL'I 5.00'LSI — 4760' Li': 9'9697L01 41LIZ`89 8C£'an 1 E9T'£ST 6"61107ZI'1 0105L'ZEO'I 01ZLZ'S9 6517'995'i 7.1-0'6ET salI.W alxfaA POEM Mt 0) IlW arwanxy aPERA [erg lirAl (e) +ggo11 anuaxall a11-PA lento' 1e101 SaPW iatita ed Ail wed pavilun ogsuapeng) 6ugeJadp _ - - : - _ - 8TS'896$ SSCEL1'SS 926'694'£S LIE'L6£$ Eig'L98'ES : _ :• 31 c'i$ SO4'968$ 950'LbZ'S5 .: •f 5£'h'i 1799'ELS$ 596'9Z61-$ ES9`EE6'9$ 17I9'4£b$ 992'89E11 i -;- - -yn$) saisi.adx3 6ugaiad0144 anuanaaie3 aegassed leri sasuacbq fule+ad0 leoi 1 'le0 lepueuy PaW Anol-1•fad sppsua}aeuep paid livid L1f9I0Z Ai IFiil,p iw W£ 9114102 Ai [-Li , I : ! 1' -1 S I - 5a111011 IIV veld Ilsile�1 a6uea 1J0115 LT/NOE Ai beturuns aNnaa$ dies -- bda-aur7un$ -- a aim �l u1 1III'i11 111:l�1I1II .I rS TABLE 2A RTP SUMMARY OF ROUTES TO BE EXCLUDED IN FY 17/18 Route # Mode Service Type Route Date of Description Implementation Route Exemption End Date Line 20 Fixed Route Directly Operated Desert Hot Springs — Palm Desert Jan-16 June 2018 14111r11►►1ff SunLine Transit Agency Short Range Transit Plan o F Y 1 7/ 1 8 fs.a rsir ASINCr M W J m a SRTP ROUTE STATISTICS - DATA ELEMENTS D09.ZirLZ9 119'toM tIV145 E£S 01LWE65$ O't9L'SSS'i o'E60iE£ O'68011£ 69L'2a6'EE 9041Z9'1. 16 9e1,11+ViActid 3*u+a5 Ladle' I9C999$ I89'6ZIS 99L'9Z9T$ OOE'ssil 9L6'1E51 9LL'6955 957ooi1S 4IL'LL9S Eio'ELSS ZE2'86C'IS b4i61119 EL9'9E6S OEO11L95 6EYISSS E2I'SL51 E tZf0'£S Z1I'i56'SS 9I,�'B96S 555V.Z53 609'BIiS 6B6'ELL$ Oti73 I01'i93 L4L'9965 EI9'E60'E9 SLS'91TS 11E959 5667EIS EL6'a94! abb'Lgs !mead Z961>LZ9 BI9'SLE19 E5E'99iS 690'903 09I'043 ELI'EILS IS6'BZA E9I'CZ27S 906'6ZiS Zb5'6it'29 so'Eal el'69115 L19'6115 Ctei6L5 955'Zisi 56o1.995 5197EiE 6EL'LOLS 6ZI'6853 284'10915 L6i'ELVIS 609'LZa'L9 ortmfaan 06Et'L01 O1427Z 0ra'MZb 0 E9 AE O'0ld't6 019Z101 o•ES6'981 P'51r911 0196'16 O'EZ6'50E 66St'Sv O'EL9'091 O'1651601 O'61Z16 crgea 0169'46i o•61W'960'I PCOV£L P6%'99 carnet Wow a O'O6416 TUVE O'66I'S 9L9'S52 6E55E I O'OZ611 D•a657 D13Fa'Z 0Do'oas p00'S1 1 0ltfEoa O'EZZ'OZ 0'09b'6I 59E E91 WI la E 03999L O'L505 019e5 Bat/ L4L'66 Z O'99918 0'06a'6 DIM at8105L O9Zt01 Z O714'56 Crab% O70e6 neat 9Lr-fit 2 O17.L'AI O'LTE'6I D'6ZrBt MAST 524$ti 5 O'9BL'Stt O'8E95 0161'9 6ZE'659 EL516 Z O19C69 [ran o'S16'9 &SCa SSi9S Z 072910Z O'426'Lt 0519'9I 06a'i651 SEL`9L2 E 9'LLE'LSZ P45E'6Z oYE9'LZ 9EI'S5Z'S D69 U 9 O'EEVIXI meta o'65C6 069'011 90i$9I 4 071016 0' 26'E 099E'E 98Z16 EL£'£1 Z O'101'59 09Z6'Z 0101'Z a66'54 ran i O'102'L9 0LO6L'5 oZ9b'5 26L'65L L25'54:it I 0'9E51* 0 ZLI'IE 41ta'6t I06$OL'a £511s9 L OlorrOZO'I O.6LY5I6 PLDZ'69 0596'59 bi9'62£'DI 695'iii4 SI swa Po wain soa btl S6ir15 saa7 EL O64115 soda] EJ EMS sER] Etl O8f86 soa IS OLirCi � 6Y aSi11G sea OY MEG 6S' i£irls tly O016 sea 6Y 1,211115 s1.0] Es' 02211f15 sk 6Y OM'S sac 6v EWE 1Ifs' HMS SAKI by III i MSS ra6uassed Ouquadp le01 anuLWB Ie401 mumard +76uassed SP6 sSed sap9R11 Ind anal Aefl a a�roy satllob Ily iff9lot Ai 8 •- huaby t!sue+l aununs 53.1151445 aJnob dlYS - E a19p1 s;uawal3 P3ef] .1)44 1„t, }I ! SRTP ROUTE STATISTICS - PERFORMANCE INDICATORS i ZOT 91,1 9695 SL'LeS IrOS Z619 %ri9i brLS (*7$ 91709$ WW1 apr.wid aauwS Sr0 9r0 LLI S O 9E' i brt SL't Ef I 6C0 E90 96'0 b97 9ri 141 OI'O Iri Isi LS'i 1,7 99 01E 911 211 Eli I'9I 97I 5I[ tB 9'9I b'9Z 9V 01, 67 r61 xzz 61Z 9E'bs L1'9S IS95 NIS SAS KIS Dr9s 9995 S9'SS 3b'9S 6E11 99'9i LI'LS S8'9S &Id 0995 E69S I59S 9E'69S LI92Is 69'Es$ 96K S (VMS L9'LSS 6011$ 9919$ 09Y�6S L9'29S 16901$ EZ79S SOWS (FIRS 0Ks25 0E50t$ I1,703 ZEC63 097$ 097$ b2US N IS s9m um 6b;0$ 00$ MIS 111$ NOS EVOS UVS 10'LS 66-In roS b91Qi E61$ sC623 San ELTS 69'IIS L9'bS 0r51 SSTS ZO SS Ob'LS Li•0IS 0595 9$7S 69'S$ OL'OSS 6299$ 54'SS 09'64 SS'b5 %Ma %9S14 %00'O2 %90•SI %00'0i �6o0'aa %00V %96'6I 76f8'6I %DV %Sr6I $496'6S %26'6S %ITSt 166611 %ECU %SCR VTR %VI 9610 917$ 9L'El$ 49'SS 9$19 (1.14 L29S !d'6$ 9971$ SO'S$ 567$ OrLS 99'653 WWI u9s IS'SS 91'S$ 92'Si 26'LS FI'9S L9'LS 091S E6'LS Sc SE'9S IE'LS 96'LS I6'LS SETS 5683 L084 0ZVIS 2I'9S 6Z'9S Zr'9S 6919$ (OM WS( L6 31$ 0016$ 907/$ MOS 9bsci 6swiS EI'EOIS Sk7ESS 6L'CL3 *Wit f0an LOIAES 8S167ti WZ71$ i'b'EITS uam m ila}Hf5 9a0 m 56,II11S ska m 26♦1(1S sal m I6f6IS spa m 06+1r6 oan m tams sma m ae lrts Ao [P % tYG ye7 m ESflRS s+aa m 2E-NfIIS m inns %410 m O in sIea m 5lflfG van m H4iftS 11.07 m [ii4Kl5 Mil Ad MCHAd Oni +SOH 4a6uassed 0AWI aforised apw anwnay mom 401134a9 ?al ORG / a]008 ssa611as9ed 5464pSSed anuanaa anuanaa oGsassed +ad 6P159n5 Lawma9 AIM) ad ISd] ad 150) ad ARM itS ud APr500S +ad Arms :ogaal &iAuadp &meaad° sAempui ameauc ad $4,013 IIV Li19102 Ad 9 -- Awabv Inueal aunun5 014s► LIS Mob' d.LYS - F af9p1 1111111111111101 1 :I 11 .1 I' 1' _ 1 1 :1 1 1. .1 ! 111i ICI I1 I.I Ill��il��.' lllI TABLE 3A INDIVIDUAL ROUTE DESCRIPTION TABLE 3A - INDIVIDUAL ROUTE DESCRIPTIONS Ilor.te 14 Route Cimificat in n 'Prink Major D iIn at inns Shopping, Sdiook, UAW, Employment Center, library. Senior Center C.iti riC.ommarnities Served Desert Hot Springs and Palm Sp ri ngs CO pi Braless 15.20. 30 & 1 1 1 15 Local Shopping Centers, Senior Center, library, Community Center, City Hall, Medical, and Schools l7esen Hat Springs and I.),..... en Edge 14 20 Local Shopping, Senior Center, library, Community Center. Sdiools Desert Hot Springs. Rand'. Mirage, Palm Desert 14, 15. 32, 53, 54. III. link 220 & Amtrak 24 Local Shopping. Medical. library, Social Services. Tliearers Palm Springs 14, 30_ 32- 111 & If BT'A 30 Trunk Shopping. Sdiools. Medical. Library, Senior Center, Airport, Court HauRC, Social Security, Theaters, and Public Social Services Palm Springs and Cathedral City 14, 24, 32, III tt MIiT'A 32 Local Shopping, School, Medical and Hospital Palm Springs, Cathedral C: ity. Rand'. Mirage, Palm De%ert. thousand Palms 20, 24, 30, 53, 54, I I I. link 220 &Anit rak 53 Local Shopping, library, College, School, Community Center, Theater, Senior Center and University Palm l) art 20, 32, 54, 111, Link 220 & Anti rak 54 Local Shopping, School, Tennis Gardens, Work Force Development, and College Palm Desert, Indian Wells. La Qui ma, Indio, Bermuda Dunes 20, 32, 53, 11 I. Link 220 & Anit rale 70 Local Shopping, Schools, Theaters and Medical La (�uinra. Palm I7rsrn. Indian Wells. Bermuda Dune, 111 & Anti rak 80 Local Shopping, School, WorkF<srce Development, Social Servic x, Senior Center, DMV, Hospital Indio I 54. 8I. 90, 91 & in 81 Local Shopping. Sdiools, Medical, CommunityCenter,College. DMV, Hospital, Work Force l7evelopment, Social Servic x and Employment Center Indio 54. so. 90. 91. 111 zs C'rcwhound ' yn Local Shopping , Library, City Hall, Senior Center, Community Center, Social Services and Medical Indio and C:oadidla 54, 80, 81, 91 & I II 91 Local Shopping, College, Schools, Community Center, and Medical India Coachella. Thermal, Mecca, oasis 54, 80, 81, 90 & 111 95 Local Shopping, College, Community Center. Medical and Sdiools India Coachella, Mecca and North Shore 90, 91 & 111 111 Trunk Hospital, Medical, Shopping, College, Mall and Sdiools fall Springe, C:athAral C: ity. Ralid to Mirage. Palm l)sert, Indian Wells, La Qiii nta. Indio 14, 24, 20, 30, 32, 53, 54, 70, 80, 81, 90 & 91, 111, Amtrak & MIITA 220 Nfark t-Based Mall, College, Shopping and University Palm Desert, Rancho Mirage, i, a 'sawn Casi no, Beat Imo nt, Morello Valley, Riverside 20, 32, 53, 54, 111, Met rolink, Page Transit RTA & Greyhound SunLine Transit Agency Short Range Transit Plan o F Y 1 7/ 1 8 fs.a rsir .rsrnsr SUMMARY OF FUNDS FOR FY 2017/18 SSS'99S'SYS Isanbag 6u!pund may SSS'960%L$ Isanbag Bu!pund lel!de3 paleupc3!elol Vd£l$ = Flame Ioefwd dlOY 1.101'L1Ad u! pegs.. 64.6luw66u!weual %segw 11-911g 101 OWES 6wu!eueg luefwd wows 0a6wpdg pue sue ue6wpAH s,au!lung 101 weeps an11ga4003 16S'EZl'E4 dlOV 11-IZ-Z Rep ts3 anuanag 010g uo Peseg 669'966$ SEES uo!PeS wea0adogol an!Wadwco smid wal 90u911039 laelua3%agues ul pew swung ogol LI M paleupsa uo paseg 995'963'3 Ie9de0 LOSS euukd paPefad suosedadde S301e3 uo paseg 6g6'863 NurwaS pue NeleS el dad BLILlkd PePefwd segues peleuoleun snld 9llLlAd BIL'OS6'E$ lePde0 VIS Bl/LIAi Pelsefad 000e0S'6E$ esuemed u!asawuu!%S pue apug pes!ilol d!ysupu%S to aseanap panu!Wco uo paseg ZLE'686'Z4 (NS'lE4) enuenw(ewe Pue(sweep (N084)sepeneue( auuwm!'INOOSS)sl!Pew ueiss!we'gong)ammo( WsPrs(N6Z$)ael Pewpasuton 'INZI(4)moose( wwwwe!wu woegstiI6(4) amuse(6msweepv LLL'06L'3 'LZEX-$6V0#Web 6eglIBePuluoo lood ueAB OZ au!l 10jsesuadxa palewgsa uo Paseg OBVE6Z$ ianoAueo lea LW B[KZ-3 PaR]'Is3 anuanag 313211ealsalklise uolepdadde mau uo paseg ZL9'611$ Ll2llbe00og60.1ad sluawuowodde Apmalu! pue poo!Gvg suogeogdde l suopaseg ZOL'OlL$ Nulwu PPew1101(Pp pefad(ea$ E000'014$Palew9s3'suwdu0 of i WWWIdde SIAd uo paseg L99'914 Wawuopodde 0upwado 9lAd wovanMweu uo paseg 0E5'97.01$ Bu!punl!wapai wnyylo sepsis umouyun uo paces 9lAd 1ZLb8E$ Lltlt Pa1ep'Is3 anuanag 01021Pas!nw uo paseg 006'ESI'S4 spursianMaeu PalcoolleuntB!Ai uo Paseg 6IP'IInn POpnq gl/d Paleu!lsa uo paseg 000'00S'6E$ Icanbag 60!puni 601wa10 paRaps31e101 anuanag xogaiei B11LIAi papalwd seeueneg ia)]10 BIILIAi Pelsefad wPokuo0 NINO BIILIAd P•P•(wd spund d0131 B111IAi l»Pafad spund 6ugwed0 l IES PlueS BIILw peP•(wd spuni BUgwado DIES uuSseg BIIL1Ad Pelselad spund Bupwad0 LOES uo!Pag Janolue3 BIILIAd PaPcfold spund 6011wed0 GOES uolpaS BlILLAi paPafuld V wnceaW BIILw PePdwd d118lILlAi Pelselad laBpng la8�e1 spela0 &World paled 710967$ LLVO6I'Z$ 09tE6Z$ I65'EZVE4 000'00ES U9'610 668'966$ SS9'61S'1$ L8EMS 9661,11$ /9916$ OES'SZO'IS 60E149'3 00VESVS$ 60616ZS 811'OSVES 6IV11Z'IZ$ O1B'89Z14 SSS'985'911 lesde3 g Segued° len OS 0$ 0$ I6S'EZVES OS 0$ 168'9164 SS9'61S'1$ O$ O$ O$ 0$ 989'91Z'Z$ 0$ 606'96Z$ 91L'OSVES O$ 0$ SSS'990114 lel!de3 lelelloS 16S'EZI'ES 0$ 16S'EZl'E$ 01-9I-1S wge1S ue60IpAH 8 g3i PP(1$H sPluel3 ue6wPAH 000'001) 0$ 000'0014 60-819S •seal me lel!de3 SS8'6141$ 00Z'991$ 0$ SS0'9991$ 901195 VOZ).PILl•A uo!esw3 aaZ i01 N!poei aoueualu!ell 000'Z61$ 000'914 0$ 000'063 L081-14 (NaleS Z'nspdadnS Z) celoNeAPoddng anuanag-uog Wawauepag 000'098 000'OZ$ 0$ 000'0014 90-81-1S swauenadw!Aped 000'00Z$ 000'OSS 0$ 000'093 909I-15 u00e1111gegag sng alnog pans 000'09E$ 000'064 0$ 000'0964 60-91d1S sluafeud (11) ABo!ouy0al uogewnlu! 606'86Z$ 0$ 606'963 £08I-1S Wwuaoueyu3 l!suwl 669'966$ BBS'PI6'l$ 914'9S9$ 0$ 0000ZZZ$ Z081-14 (6) sasng alnog pegs waweoepeg 000'9117S 0$ 000'91VZ$ 10-91-1S Z•segd luauuueldag*Pad suopeud0 xogaui anuanag 1•110 unodueo otlWO doN lano4(De0 d0101 d0101 SEES °Nun °N.l (1)11£9 uo!P•S 11ES uo!Pag DIES uoguaS sOuPdS wRd AD IwP•W'JN!Pu!!RS pious (esobe3 sOuudg w!ed APO IwP•11.010!Pul LOSS uogoag Nwm.W NumeS IRuwl al dad VlE dll Wnaun! ixn0Aue0 1401 un041e3 411,N sPund to lunouN 1401 1epu0N Isufwd !Meg 1V1103 ZL£'686'Z$ LL1'061'Z$ 08Z'E6Z$ 0$ 000'00E$ ZL9'66Z$ 0$ 04 L9L'S9E$ S6614E$ L99'96$ OES'SZO'1S 1ZC68ES 006'ES1'SS 04 0$ 6I1,1IZ14 01199Z'14 000'005114 fiupwad0 lelellug L9L'SSE$ £EZ1E1$ 0$ 000'00S4 OZZ 401,alnuwo3 000'0EZ$ LZVBZ$ 000'0EZ$ LZ6'9SZ4 OZ eoW OBZ'£IS 9I5'611$ ()eras 96a£14 uukd!oodueA L99'914 L99'91$ EEI'901$ 0$ L91403 ww6ad layonoA uel 000'00ES ZL9'66Z$ OS 0$ ZL9'665$ 19'09.11 ZLE'1,86'Z$ 01S'E61'Z$ S661,6E$ OES'SZOIS IZLIIES 006'ESl'S$ 01l'IZ9'0Z$ OES'SZO'1$ SE9'LSB'ZE4 eouels!scV 6ugwed0 ONIIVN3d0 eugwei anuanag leg* otlWO 1anoAueo dOV 1ano4ue3 d0101 d0131 SEES 0011.9 oNol (I)INS uo!P•S IIES PluaS OIES uo9oaS uOuPdS wRd No IwPeWe31e!P•I GOES ua,Pes RAMA° uhudg w!ed NIO IwP•11.0101P4 LOSS 0011.8 NwmeaW NumaS 11suw1 al dwd V1S ill WnauN lanoAue3 IeWl spuni to jimmy !Bpi eepdpesea pabld LI':11 II I) 1111 IIIIII1II1' lii1l1l11l11l 11I 1 I1I11I111IIII ll .....111111 ue)d usueli dues Pon papenbeN spund 4o humus eNL 10Z Ad Andy usueil auguns evuoZ lsanbeg 6u!pued so /mownS-6 aI9e1 1�d�0 6318y1 TABLE 4A CAPITAL PROJECT JUSTIFICATION FOR FY 2017/18 TABLE 4A - CAPITAL PROJECT JUSTIFICATION [SL-18-01] PROJECT NUMBER 14ROJECT NAME SRTP Project No: SL-18-01 FTIP No: Operations Facility Replacement, Phase 2 PROJECT DESCRIPTION The operations facility replacement project will allow SunLine to complete demolition, removal, and rebuild a functional operations building at the Thousand Palms site. The project will improve efficiency. Start Date July 2017 employee safety and energy Completion Date June 2020 PROJECT JUSTIFICATION PROJECT SCHEDULE PROJECT FUNDING SOURCES Fund Type STA Fiscal Year Amount 2018 $2,116,000 Total FTA Grant # RCTC Grant # SL-17-04 Description $2,116,000 expended balance 2,700,000 (STA + 5339) 1 Operations Facility Replacement Phase SunLine Transit Agency Short Range Transit Plan o F Y 1 7/ 1 8 fR rsir .rsrnsr TABLE 4A - CAPITAL PROJECT JUSTIFICATION [SL-18-02] PROJECT NUMBER SRTP Project No: i _ FTIP Nil SL-18-02 Al PROJECT NAME Replacement of Fixed Route Buses (4) PROJECT DESCRIPTIO Purchase of four (4) fixed route buses to replace existing CNG bus fleets that will have their useful life as outlined by FTA guidelines. 1.11 PROJECT JUSTIFICATION 1111 PROJECT SCHEDULE The purchase of four SunLine replaces older reliability and reduce art D July 2017 (4) fixed route buses will ensure fleet vehicles to maintain services maintenance costs. Completion Date June 2020 rFund Type STA Fiscal Year 2018 Amoun $858,518 PROJECT FUNDING SOURCES Section 5307 2018 $1,414,588 Section 5339 2018 $446,894 FTA Grant # RCTC Grant # Description Unexpended $2,720,000 balance &11 IRE SunLine Transit Agency Short Range Transit Plan o F Y 1 7/ 1 8 fR rsir .rsrnsr TABLE 4A - CAPITAL PROJECT JUSTIFICATION [SL-18-03] PROJECT NUMBER SRTP Projecili SL-18-03 FTIP No: PROJECT NAME Transit Enhancements PROJECT DESCRIPTION The enhancement of the bus stop system to improve access for persons with disabilities and the general public through modernization of bus shelters, benches, kiosks, signage and lighting to enhance security and safety of all SunLine customers. ' The enhancement of security among people art D e transit facilities promotes safety and throughout the Coachella Valley. Completion Date PROJECT JUSTIFICATION PROJECT SCHEDULE PROJECT FUNDING SOURCES July 2017 June 2020 r— Fund Type' Prop 18 Fiscal Year 2018 A $298,909 FTA Grant # RCTC Gran , 't escription Unexpended • $298,909 balance SunLine Transit Agency Short Range Transit Plan o F Y 1 7/ 1 8 fR rsir .rsrnsr TABLE 4A - CAPITAL PROJECT JUSTIFICATION [SL-18-04] PROJECT NUMBER SRTP Project No: SL-18-04 PROJECT NAME Information Technology (IT) Projects The projects supports the purchase of a variety of IT equipment, software, and hardware. PROJECT DESCRIPTION PROJECT JUSTIFICATION PROJECT SCHEDULE The use of IT equipment efficiency in providing services. Start Date July 2017 is critical to the daily function and safe, reliable and efficient transit Completion Date June 2020 PROJECT FUNDING SOURCES Fund Type STA Fiscal Year 2018 Amoun $90,000 Section 5307 2018 $360,000 FTA Grant # RCTC Grant # Description SL-17-03 IT Projects Total Unexpended $62,400 $450,000 balance u4[111111Iff SunLine Transit Agency Short Range Transit Plan o F Y 1 7/ 1 8 fs.a rsir .rsrnsr TABLE 4A - CAPITAL PROJECT JUSTIFICATION [$L-18-05] PROJECT NUMBER SRTP Project No: SL-18-05 AFTIP No: PROJECT NAME Fixed Route Bus Rehabilitation Funding would enable SunLine to rehabilitate old buses in its fleet. PROJECT DESCRIPTION PROJECT JUSTIFICATION PROJECT SCHEDULE Funding request will route buses. These buses they operate reliably to mile life. r Start Date July 2017 enable SunLine to rehabilitate fixed are due for an overhaul to ensure their minimum 12-year or 500,000- Completion Date 11111 June 2020 PROJECT FUNDING SOURCES Fund Type STA Fiscal Year A 2018 $50,000 Section 5307 2018 200,000 FTA Grant # RCTC Grant # Description Total $250,000 Unexpended balance u4[111111Iff SunLine Transit Agency Short Range Transit Plan o F Y 1 7/ 1 8 fs.a rsir .rsrnsr TABLE 4A - CAPITAL PROJECT JUSTIFICATION [SL-18-06] SRTP Project No: SL-18-06 PROJECT NUMBER FTIP No: PROJECT NAME Facility Improvements Funds requested in this fiscal year will enable SunLine to improve existing facilities in Thousand Palms and Indio. PROJECT DESCRIPTION Project is necessary for Thousand Palms and Indio. Start Date July 2017 facility and ground improvements in Completion Date June 2020 PROJECT JUSTIFICATION PROJECT SCHEDULE Fund Type STA PROJECT FUNDING SOURCES Fiscal Year 2018 $ 20, 000 Section 5307 2018 $80,000 Total Unexpended $100,000 balance FTA Grant # RCT , Description &11 IRE SunLine Transit Agency Short Range Transit Plan o F Y 1 7/ 1 8 fs.a rsir .rsrnsr TABLE 4A - CAPITAL PROJECT JUSTIFICATION [SL-18-07] SRTP Project No: PROJECT NUMBER SL-18-07 iFTIP No: PROJECT NAME Replacement Non -Revenue Support Vehicles (4) Support vehicles are used primarily as relief vehicles for drivers beginning or ending their shifts in mid -route. SunLine's support vehicles comply with FTA regulations and PROJECT DESCRIPTION uses alternative fueled vehicles (CNG). SunLine plans to purchase regular cars and/or pick-ups manufactured by either the Ford Motor. Honda or Toyota Companies based on the scope of services developed to acquire the vehicles. The expansion support vehicles are needed for use by PROJECT JUSTIFICATION Operation Supervisors for road supervision, as well as for use by Administration staff. Start Date Completion Date 1111 July 2017 June 2020 PROJECT SCHEDULE Fund Type Fiscal Year PM— Amount STA 2018 $48,000 PROJECT FUNDING SOURCES Section 5307 2018 $192,000 Total $ 240,000 FTA Grant # RCTC Grant # Description Unexpended balance SunLine Transit Agency Short Range Transit Plan o F Y 1 7/ 1 8 fR rsir .rsrnsr TABLE 4A - CAPITAL PROJECT JUSTIFICATION [SL-18-08] SRTP Project No: SL-18-08 PROJECT NUMBER FTIP No: PROJECT NAME Maintenance Facility for Zero Emission Vehicles (ZEV) The maintenance bay training facility will provide a comprehensive workforce training programs in Zero emissions transportation technologies that support PROJECT DESCRIPTION commercial operation of zero emission buses. The facility will serve two purposes: (1) Maintain SunLine's zero emission buses, (2) provide interactive learning center for Zero Emission Buses (ZEB) maintenance. Funding requested will PROJECT JUSTIFICATION emissions transportation support commercial operation Start Date July 2017 PROJECT SCHEDULE enable SunLine to implement a zero technologies training facility to of zero emission buses. Completion Date . June 2020 Fund Type STA Fiscal Year 2018 $168,200 PROJECT FUNDING SOURCES LoNo 2018 $1,519,855 FTA Grant # RCTC Grant # Description Total $1,688,055 Unexpended balance SunLine Transit Agency Short Range Transit Plan o F Y 1 7/ 1 8 fR rsir .rsrnsr TABLE 4A - CAPITAL PROJECT JUSTIFICATION [SL-18-09] SRTP Project No: SL-18-09 PROJECT NUMBER iiiFTIP N . : PROJECT NAME Capital Bus Lease (3 BYD Electric Buses) PROJECT DESCRIPTION 1 These funds will allow SunLine to continue to operate express service using electric buses. Funds requested to lease PROJECT JUSTIFICATION on Line 20 that provide service between the City of Palm Desert and the Start Date July 2017 PROJECT SCHEDULE three (3) leased buses will be used enhanced connections and express of Desert Hot Springs and the City surrounding communities. Completion Date . June 2018 Fund Type STA PROJECT FUNDING SOURCES Fiscal Year 2018 $100,000 FTA Grant # RCTC Grant # Description Total $100,000 Unexpended balance SunLine Transit Agency Short Range Transit Plan o F Y 1 7/ 1 8 fR rsir .rsrnsr TABLE 4A - CAPITAL PROJECT JUSTIFICATION [$L-18-10] PROJECT NUMBER SRTP Project No: SL-18-10 FTIP N : PROJECT NAME Hydrogen Electric Hybrid FCB and Hydrogen Station The AQIP Zero -Emission Truck and bus Pilot Commercial Deployment Projects funding solicitation to deploy 5 unites of fuel cell electric buses and a electrolysis -based hydrogen PROJECT DESCRIPTION onsite generation refueling station. The proposed water electrolyzer is capable of producing 300 kilograms per day liof hydrogen, which is efficient to fuel the 5 hydrogen fuel cell buses, public use and to accommodate future fuel cell fleet expansion. Funding requested will enable SunLine to purchase 5 fuel PROJECT JUSTIFICATION cell electric buses and also an electrolysis -based hydrogen onsite generation refueling station. IStart Date Completion Date July 2017 June 2020 PROJECT SCHEDULE Fund Type ' Fiscal AQIP 2018 $3,123,591 PROJECT FUNDING SOURCES Total $3,123,591 FTA Grant # RCTC Grant # Description Unexpended balance u4[111111Iff SunLine Transit Agency Short Range Transit Plan o F Y 1 7/ 1 8 fs.a rsir .rsrnsr DRAFT TABLE 5,1 Table 5.1- Summary of Funding Request for FY 2018119 FY 2018119 Summaryof Fund Requested Short Range Transit Plan IlllilllII illllll it ; I11II Illll�lllt Ilu ni ii II: 1' 20-Apr-17 Project Description Total Amount of Funds Total Carryover Amount LTF Carryover LTF STA Carryover STA Measure A Section 5307 IndiolCathedr al City Palm Springs Section 5310 . Section 5311 Section 5311 (f) Section 5339 LCTOP CMAQ Carryover Other Revenue Fareboz OPERATING Operating Assistance $34,599,771 $4,283,248 $16,520,028 $4,283,248 $5,308,002 $3,000,000 $341,572 $249,672 $1,951,370 $2,945,879 Vanpool Program $571,396 $23,334 $23,334 $478,062 $46,667 Commuter Link220 $138,325 $27,665 $110,660 Sub•totalOperating $35,309,492 $4,283,248 $16,571,027 $4,283,248 SO $0 $5,308,002 $3,000,000 $23,334 $341,572 $110,660 $0 $249,672 $478,062 $1,998,037 $2,945,879 CAPITAL Capital Project Number Total Amount of Funds of with Carryover Total Carryover Amount LTF Carryover LTF STA Carryover STA Measure A 5307 IndiolCathedr al City Palm Springs Section 5310 Section 5311 Section 5311 (f) Section 5339 LCTOP CMAQ Carryover Other Revenue Fareboz Operations Facility Replacement Phase 3 1 SL-19-01 $2,116,000 $0 $1,030,588 $1,085,412 Replacement Fixed Route Buses (3) SL-19-02 $2,070,894 $0 $769,412 $854,588 $446,894 Sub•total Capital $4,186,894 $0 $0 $0 $1,800,000 $0 $0 $1,940,000 $0 $0 $0 $446,894 $0 $0 $0 $0 Total Operating 8 Capital $39,496,386 $4,283,248 $16,571,027 $4,283,248 $1,800,000 $0 $5,308,002 $4,940,000 $23,334 $341,572 $110,660 $446,894 $249,672 $478,062 $1,998,037 $2,945,879 i 61/810Z A3 1JO3 a31S3ntim SaNru JO Aumvu s coo r m cn i� TABLE 5.1A CAPITAL PROJECT JUSTIFICATIONS FOR FY 2018/19 TABLE 5.1A - CAPITAL PROJECT JUSTIFICATION [SL-19-01] PROJECT NUMBER SRTP Project No: SL-19-01 FTIP No: PROJECT NAME Operations Facility Replacement, Phase 3 PROJECT DESCRIPTION The operations facility replacement project will allow SunLine to complete demolition, removal, and rebuild a functional operations building at the Thousand Palms site. The will improve employee safety and energy PROJECT JUSTIFICATION project efficiency. Start Date Completion Date PROJECT SCHEDULE July 2018 June 2021 Fund Type Fiscal Year Amoun PROJECT FUNDING SOURCES STA 2019 $1,030,588 Section 5307 2019 $1,085,412 Total $2,116,000 FTA Grant # RCTC Grant # Description Unexpended balance SunLine Transit Agency Short Range Transit Plan o F Y 1 7/ 1 8 fR rsir .rsrnsr TABLE 5.1A - CAPITAL PROJECT JUSTIFICATION [SL-19-02] PROJECT NUMBER SRTP Project No: SL-19-02 _ FTIP N . : PROJECT NAME Replacement of Fixed Route Buses (3) Purchase of five fixed route buses to replace existing CNG PROJECT DESCRIPTION bus fleets that will have their useful life as outlined by FTA guidelines. The purchase of three (3) fixed route buses will ensure PROJECT JUSTIFICATION SunLine replaces older fleet vehicles to maintain services ii reliability and reduce maintenance costs. Start Date Completion Date July 2018 June 2021 PROJECT SCHEDULE Fund Type Fiscal Y Amoun STA 2019 $769,412 PROJECT FUNDING SOURCES Section 5307 2019 $854,588 Section 5339 2019 $446,894 11- Total $2,070,894 FTA Grant # RCTC Grant # Description Unexpended balance 11 &11 IRE SunLine Transit Agency Short Range Transit Plan o F Y 1 7/ 1 8 fR rsir .rsrnsr (N1 LA W J m a SUMARY OF FUNDS REQUESTED FOR FY 2019/20 1 000'00Z'£$ L£0'866'£$ OL9'899$ 000'009$ 000'009$ 099'04$ ZL9'14£$ 4E£'EZ$ 000'Z3'9$ 000'009'99 000'8L0'Z$ 890'940'63 09Z'LLS'l4$ Iellde0V6e9wad01elo1 0$ 0$ 0$ 0$ 000'0059 0$ 0$ 0$ 006E3'3 0$ 000'8L0'Z$ 0$ 000'060'99 1e0e3ielol-qns 00('ZE4$ 000'803 000'0499 E0-0Z-18 (4) ewe )(swiped luawaoeldm 000'093 000'03 000'099$ ZO-OZ-Is spalwd (AO /6olougoal uogewiolul 000'0099 000'008' 3 000'006'3 000'00Z'4$ l0-0Z-18 (9) sesng alnoy pexu luawaoelday xogaiej anuanay Jac ianoAueo OVINO d0101 6E£9 uolpaS 0) I)ES uo!pas l lE9 uolpaS 039 uogaas s6uuds wled 40lwPagleOl0IP01 LOE9 uolpaS V wnseaW VIE dll ianohno ql!M spend to lunowy gel iagwnN palwd lellde0 1V11dV0 000'00Z'£$ L£0'866'£$ OL9'899$ 000'009$ 0$ 099'01,1.$ ZLS'HO 4E£'EZ$ 000'000'9$ 000'009'9$ 0$ 890'940'63 09Z'L8V9£$ 6ugwad0lelol-qns 099'04$ 999'LZ$ 9Z£'8£3 OZZ>lu!lialnwwo0 80S'063 909'063 OZ e011 L99'949 Z9OVL4$ 4E£'EZ$ Kan 96E'119$ ww6wd!ooduep 000'00Z'£$ OLE'l56'E$ 000'009$ ZL9'HO 000'000'E$ 000'009'9$ 690'466'83 lE0'L89'9E$ aauels!ssy6ugwad0 9NI1Vtl3d0 xogaiej animaa 1N* i mine° OVINO d0101 6E£9 11080a8 b) 11E9 u090n l l£S uolpaS 039 uogaas s6uuds wled 40 leiPa lle010!Pel LOES uolpaS V wnseaW V1S dll spun] to lun0wy 1e101 uogdposa0 plaid Ll idV-OZ .I ::I II .I I' I lii'l I1,I !I I1,I1I� 1111.111i11',l 11I l ili�l .I aid a6uea �ao4S paasanbab guild Jo Aaewwng OZI61.OZ Ad Aoue6y pueal eunung OZI6 L0Z Ad ioa imbed 6u!pun j lo,0ewwns - Z'9 algel Z'S 319V1 ldVHCI TABLE 5.2A CAPITAL PROJECT JUSTIFICATION FOR FY 2019/20 TABLE 5.2A - CAPITAL PROJECT JUSTIFICATION [SL-20-01] SRTP Project No: SL-20-01 PROJECT NUMBER a. PROJECT NAME Replacement of Fixed Route Buses (6) Purchase of five fixed route buses to replace existing CNG PROJECT DESCRIPTIO bus fleets that will have their useful life as outlined by FTA guidelines. The purchase of six (6) PROJECT JUSTIFICATION replaces older fleet vehicles and reduce maintenance Start Date fixed route buses will ensure SunLine to maintain services reliability costs. Completion Date PROJECT SCHEDULE July 2019 June 2022 Fund Type Fiscal Year STA PROJECT FUNDING SOURCES 2020 $1,900,000 Section 5307 2020 $1,800,000 Section 5339 2020 500,000 FTA Grant # RCTC Grant # Description . Total $4,200,000 Unexpended balance SunLine Transit Agency Short Range Transit Plan o F Y 1 7/ 1 8 fs.a rsir .rsrnsr TABLE 5.2A - CAPITAL PROJECT JUSTIFICATION [$L-20-02] SRTP Project No: SL-20-02 PROJECT NUMBER FTIP N . : PROJECT NAME Information Technology (IT) Projects The projects supports the purchase of a variety of IT software, and hardware. PROJECT DESCRIPTION Jequipment, I The use of IT equipment PROJECT JUSTIFICATION efficiency in providing services. -Ipp Start Date July 2019 PROJECT SCHEDULE is critical to the daily function and safe, reliable and efficient transit Completion Date June 2022 Fund Type STA Fiscal Year 2020 $70,000 PROJECT FUNDING SOURCES Section 5307 2020 $280,000 Total $350,000 P escription Unexpended balance FTA Grant # RCTC Gran , &11 IRE SunLine Transit Agency Short Range Transit Plan o F Y 1 7/ 1 8 fR rsir .rsrnsr TABLE 5.2A - CAPITAL PROJECT JUSTIFICATION [$L-20-03] PROJECT NUMBER SRTP Project No: SL-20-03 IFTIP No: PROJECT NAME Replacement of Paratransit Vans (4) PROJECT DESCRIPTION Purchase four (4) replacement compressed nature gas (CNG) vans to replace existing SunDial paratransit vans that were delivered in 2013 and will have met their useful life of 150,000 miles or five (5) years in 2019. PROJECT JUSTIFICATION PROJECT SCHEDULE This continues SunLine's paratransit fleet as operation or five (5) milestone, vehicles tend significantly higher maintenance kStart Date July 2019 goal of replacing SunDial they reach their 150,000 miles of years of service. After reaching this to be less reliable and have costs. Completion Date June 2022 PROJECT FUNDING SOURCES Fund Type STA Fiscal Year Amount !Ill 2020 $108,000 Section 5307 2020 $432,000 FTA Grant # RCTC Grant # Description Total $ 540,000 Unexpended balance SunLine Transit Agency Short Range Transit Plan o F Y 1 7/ 1 8 fR rsir .rsrnsr TABLE 6 PROGRESS TO IMPLEMENT TRIENNIAL PERFORMANCE AUDIT 4.4 AUDITS SunLine successfully completed a Triennial Development ACT (TDA) State Triennial Audit for FY 2012/13 through 2014/15 performed by Michael Baker International. The following summarizes the major findings obtained from this Triennial Audit covering fiscal years 2013 through 2015. A set of recommendations is then provided in Table 6 below. SunLine also successfully completed a Federal Triennial Audit for FY 2013/14 through 2015/16 in early 2016. There were three findings out of 17 review areas, regarding the agency's Technical Capacity to provide more required information in the progress reports and improve office procedures, Maintenance to improve to at least 80 percent of its facility preventive maintenance data, and Procurement to improve re -award and/or post -delivery audit, advised by FTA. Table 6 — Progress to Implement Triennial Performance Audit Performance Audit Recommendation Action(s) Taken And Results 1.) Prepare and submit separate State Controller Transit Operators Financial Transactions Report for general public transit and specialized service. This recommendation has been addressed. The FY 2015/16 report has been submitted and this process has been added to the procedures. (High Priority) 2.) Continue to pursue a fare revenue sharing agreement with College of the Desert. SunLine is collaborating with the College of the Desert, University of California Riverside, and California State University, San Bernardino Palm Desert Campus on a future U-Pass. (High Priority) 3.) Engage in long term planning. SunLine will be pursuing funds to implement a long range transit plan with a strategic marketing plan in FY 2017/18. (Medium Priority) SunLine Transit Agency Short Range Transit Plan o F Y 1 7/ 1 8 fR rsir .rsrnsr Table 7 -- Service Provider Performance Targets Report FY 2016/ 17 Short Range Transit Plan Review SunLine Transit Agency Data Elements i v 20161117 Plan FY 2016117 Target FY 2016 j 17 Year to Date Through 3rd Quarter Year to Date Performance Scorecard Urinked Passenger Trips 4,621,416 Passenger Mies 33,942.769 Total Actual Vehicle Revalue Hours 312,089.0 Total Actual Vehicie Revenue Miles 4,515,761-0 Total Actual Vehicle Mlles 4,993,747.0 Total Dpwaarg Expanses $.33,474,111 Total Passenger Fare Revenue i6,101,611 Net Operating Expenses $27,372,500 Performance Indicators Mandatory: 1. Farebox RKovoy Raba 1 18.22%F -= 18.24%' 2169 %1 Mats Taiy-: Discretionary: 1. (i waling Cost Per Revenue Han 5107.26 <- $96.05 f 105.16 Fails to Meet Target 2. Subsidy Per Passenger $5.92 ,- $4.30 and [- $5.82 $5.62 Meets Target 3. Subsidy Per Passenger Mile $0.81 ae $0.63 and .ce $0.85 i0.8o Meets Target 4. Subsidy Per Four $87.71 5- 565.35 and <- $88.41 $80.25 Maas Target 5. Subsidy Per Mike $6.06 ›. $4.50 and <- $6.08 $5.46 Meets Target 6. Passengers Per Revenue Flour 14.80 ›-12.92 and <e 17.48 14.30 Meets Target 7. Pa sergens Per Revenue Mlle 1.02 ›- 0.89 and < - 1.21 9.97 Mtris Target Note: Nret meet .r lest a out eF 7 Dauebervey Perform.nee IMe.ews 'Productivity Performance Summary: 'Service Provider Comments: SUD21Vi DNdWd0R13d d341Aald DIAH3S mte4 �C �141.1%, �11.101 IrF4rll.111 hi FY 2015/17 - Table 8 -- SRTP Performance Report Service Provider: Sun►Line Transit Agency All Routes Performance 1 i . .•1 •: FY 2014i15 End of Year .•-•-:.rl FY 2015i16 3►d Quarter Year -to -Date FY 2016i17 Plan FY 2016/17 Target Plan Performance Scorecard (a) Paso,,;,:; -1,1327,837 3,420,076 4,621,406 None 35.101.121 24,865,658 33,942.769 Havre Pasanpt Miles Revenue Fours 284,957.6 218,947.1 312,089.0 None Total Hours 302,085.2 23E184.7 331,093.0 None Revenue Hiles 4,161,8.16.5 3,209,376.7 4,515,761.0 None Total Miles 4,618,585.5 3,545,057.4 4,993,747.0 Hone aver -ding Costs $27.639.138 $21.410,726 $33,474.111 Nome Passenger Revenue $6.040405 $4.102,407 $6,101,611 Nome Operating Subsidy 521,598,733 517,308,319 527,372,500 None Operating Casts Per Revenue Hou- 596.99 597.79 5107.26 �• $96.06 Fails to Meet Target Operating OW Per Revenue Nile $6.64 36.67 ST.41 None °reran g Costs Per Passenger $5.73 $6.26 57.24 Notre Farebax Recovery Ratio 21.85% 19.16% 18.22% o.- 18.2% Fails to Meet Target Subsidy Per Pasvengci 54.47 55.06 55.92 >e 54.30 and e.. $5/32 Fails to Meet Target Sr69dy Per PaS9enger Mile 50.62 $0.69 50.61 o-e. 50.63 and <- $045 Meets Target Subsidy Per Revenue Hour $75.60 579.05 587.71 >e $65.35 and ri88.41 Mee Cs Target Subsidy Per Revenue File 55.19 $5.39 56.06 ›- 54.50 and r- $5.08 Meets Target Passengers Per Revenue Hour 16.90 15.60 14.80 o.f 12.92 and re 17.48 Meets Target Passengers Per Revenue Nile 1.16 1.07 1.02 >e 0.89 and c• 1.21 Fleets Tar pet a] The Alan Performance Scorecard column is the resultof comparing the FY 2016/17 Plan to the FY 2016/17 Primary Target 12:1Od032i 33N`dW8032i3d d12iS 8Z/LZOZ Ad D vo r m 00 TABLE 9 HIGHLIGHTS OF FY 2017/18 SHORT RANGE TRANSIT PLAN TABLE 9 — HIGHLIGHTS OF FY 2017/18 SRTP • SunLine continues planned improvements to its operations facility which is under replacement • Purchase four (4) replacement CNG fixed route buses and replacement non -revenue support vehicles (2 supervisor and 2 safety) • Continue to work with the jurisdictions to improve bus stops with in the service area using Prop 1B Safety and Security funds. • Purchase and implement use of software system network infrastructure upgrade, enterprise software implementation to improve efficiency of agency operations. • Increase revenue through the advertising program. • Conduct a planning study to determin the transit needs of the Coachella Valley. TABLE 9A. OPERATING AND FINANCIAL DATA Operating & FY 2013/14 FY 2014/15 , FY 2015/16 FY 2016/17 FY 2017/18 Financial Data Audited Audited Audited Estimated Planned System -wide Ridership 4,823,320 4,827,837 4,827,627 4,190,436 4, 398, 831.29 Operating Cost Per Revenue Hour $94.41 $96.99 $106.92 $107.26 $106.47 14111►111►1ff SunLine Transit Agency Short Range Transit Plan o F Y 1 7/ 1 8 fs.a rsir .rsrnsr TABLE 9B FAREBOX CALCULATION TABLE 9B. FAREBOX CALCULATION Table 9B - Farebox Calculation (consistent with Commission Farebox Recovery Policy) Actual Amount Revenue Sources included in from FY 2015/16 Farebox Calculation Audit FY 16/17 (Estimate) FY 17/18 (Plan) 1 Passenger Fares 3, 200, 301.00 3, 333, 722.91 2, 984, 372.00 2 Interest 2,477.49 1,900.00 1,900.00 3 General Fund Supplement - - - 4 Measure A - - - 5 Advertising Revenue 156,565.00 127,364.00 191,000.00 6 Gain on Sale of Fixed Assets - - - 7 CNG Revenue/Emisson Credit 1,334,622.64 660,550.00 500,000.00 8 Lease/Other Revenue - - - 9 Federal Excise Tax Refund - - - 10 Investment Income - - - 11 CalPers CERBT - - - 12 Fare Revenues from Exempt Routes - - - 13 Other Revenues 3,438,182.06 2,092,285.64 $2,352,361 Total Revenue for Farebox 8,132,148.19 6,215,822.55 6,029,633.00 Calculation (1-13) Total Operating Expenses for Farebox Calculation 31,617,862.00 33,474,111.00 $34,500,000 Farebox Recovery Ratio 29.70% 18.57% 17.48% SunLine Transit Agency Short Range Transit Plan o F Y 1 7/ 1 8 fR rsir .rsrnsr FIGURE 1. SUNBUS SYSTEM MAP, 2017 hiliflilfiff ROSA PARKS RAN RAFAEL v f24 STEVENS 0 TAM.. 9AROTO PALM SPRINGS DESERT NLISON IANER SPRINGS HOT ilN PrERROfe m F w,cENw, :. -''', e ,00 TYRO SYNCH PAWS E s �15 AARON, VISTA CNINO CATHEDRAHST- CITY EOO[ DINAH 610Ae nem. FORD Fa rie HSINATRA RANCHO MIRAGE R FREE WA41Nn PALM DESERT SuallneMansti Agency 32-235HWryOIIAerT011 osousAND 'ALIAS 1 GERALD rORD LINE 53 Saturday/Sunday saran operates New Year's Day, Mamorial Day, Independence Day, Layer Day. NO serrate on Thanksgiving and Christmas CaY Se praveera el serW do de Saturday/Sunday (gabsaWbpming* en Ios dies feaaves: New Yeer's Day, Mammal Day, Independence Day, Labor Day. NO se praveera amid° en Thanksgiving y Christmas Day CON HTRY <Lua HAN F F0.m WARING INDIAN WELLS SUNBUS FARES 1 TARIFAS Adult! Adulto $1.00 Senor 50•lDisabled/Medrare"lMayor de SO* anosoiicapadtada `•_. 5120 Your Jeven' ..._..__._._.. .__.._.....__...__....85¢ Transfer f Paso de Transborde 254 Valid M two hours of unmated ndee I Valid° por tlm hares mn males Ill mdaded Please pay exact fare. Operators do not make change_ NO refunds. Por favor pague la tarifa exacta. El Operator no tierce cambia. NO hay reemhoLsos. SUNBUS PASSES 1 PASES DAY PASS [wended use) RASE DE DIA l use dimitadol 10-RIDE PASS PASS pE IC VIAJES ADULT •YOUTH (18-58SEM (5-17 YR51 $3.00 $2.00 —SENIOR fill. DISABLED F MEDICARE 31,50 $10.00 $3.50 S5,00 31-DAY PASS OriEnded use) 434.00 $2400 RASE DE 31-DlA ( use Nmdado) C.V. EMPLOYER PASS naoucumondoles owl $24.00 PASE DE EMPRESAS DE C.V. ICxxnpre a haves de su empleo sdamenal Maximum 2 children 14 years and lounger) ride FREE wdh a pad rare. Maximo o de 2 nines (4 aloes o rrenars) viMan GRATIS can ei pago de una taste Sohn Transit Agency SM/H//5 System flap Mapa del Sistema CUSTOMER SERVICE SERVICIO AL CLIENTE 800.347.8628 sunline.org TTYITDD Service Available EFFECTIVE MARCH 5. 21117 $r1 AWt1 s� BERMUDAA DUNES AVEa m11 !P LINE LA BO OUINTA AVE 72 WINDLASS NORTH SHORE AVE 60 NM sit AYE s HAT Itea FLOWER T,enle, Luca si on ra unes 54.80. 81.90.0.114111 05 COACHELLA AVE At e y/ THERMAL • MECCA OASIS YE 66 _7,tAuP \u ArE TD LAS AVER AYa v AVE 62 NORTH AMORE ROUTES / RUTAS Desert Hat Springs Lines 14,15, 20 Palm Springs Lines 14, 24, 30, 32,111 3/700 Cathedral City Lines 20, 30, 32,111 • To usethis pass you musihave proof dap Para Irsar este pace necesBa loner pnreba de edad. •• Mocker,' card. Department of Motor vehidaa (ENV/ Dreaded Identification Card. DMV Drivers License. Sandal Americans with Rsabiities Act(ADA) Certification Cards SISltine Half -Fare ID Card Will be aggNpled Be proof or age a geaIlYdY Se Kepis °ono carnpmbante de edad o Incapacidad la berate de Medicare, tagela de identifiracidn pare Personas Incapacilades def Department of Motor vehicles (DMVI, I.icencie de conductor de DMV, lajelade Cerhfcadon de SunDiaideArtergns W4h DsabiNee Act IADAI Dla Identikebn dal propina de Medlata• fa de&Milne. Effective March 2017 Rancho Mirage Lines 20, 32,111 Palm Desert Lines 20, 32, 53, 54.70,111, 220 Indian Wells Lines 53, 54, 70, 111 La Cientte Lines 54, 79,111 Indio .... ... Lulea 54, 80, 81, 90, 91, 95,111 Coachella Lines 90, 91, 95 Bermuda Dunes Line 70 Thermal I Mecca Lines 91, 95 Thousand Palms Lines 32, 220 North Shore Line 95 Oasis Line 91) SunLine Transit Agency Short Range Transit Plan o F Y 1 7/ 1 8 fR.44'Slf ASI.Nsr LINE 14—DESERT HOT SPRINGS — PALM SPRINGS Line 14 is an urban route linking the cities of Desert Hot Springs and Palm Springs. This route connects to Lines 15, 20, 30, and 111 and links riders with local shopping centers, schools, the Palm Springs Convention Center, Department of Motor Vehicles, the Employment Development Department, libraries, senior center, theaters, and other services within the communities of Desert Hot Springs and Palm Springs. The Line 14 operates with 20-minute frequency during weekday peak periods, 30-minute frequency weekday evenings. The last Line 14 trip serves Hacienda Avenue in Desert Hot Springs to meet passenger demand in this area. Additionally, one morning and one afternoon trip are scheduled to accommodate the volume of school students. Weekend service operates with 40- minute frequency. The service span is 5:00 a.m. to 11:30 p.m. on weekdays and 6:00 a.m. to 11:00 p.m. on weekends. &11 IRE MISSION LAKES W TWO BUNCH PALMS VISTACHINO J W a Z } > U w U Z Q J O Z ? TAHOUITZ BARISTO RAMON 2 DESERT HOT SPRINGS L w PIERSON o HACIENDA DILLON J LU Z� W< �Q N A O TIME POINT PALM SPRINGS SunLine Transit Agency Short Range Transit Plan o F Y 1 7/ 1 8 fR.a rsir ASINCr LINE 15—DESERT HOT SPRINGS — DESERT EDGE Line 15 serves the community of Desert Hot Springs and Desert Edge, an unincorporated community located southeast of Desert Hot Springs. With easy connections to the Lines 14 and 20. The Line 15 links riders with local shopping centers, a neighborhood community center, boys and girls club, schools, and other services provided within the City of Desert Hot Springs. The route operates with 60-minute frequency seven days a week. Service span is 4:54 a.m. to 8:49 p.m. on weekdays and 6:49 a.m. to 7:44 p.m. on weekends. DESERT NOT SPRINGS Two BUNCH PALMS N A DESERT EDGE O TIME POINT `G 0 O Bi-directional service is being explored on Mountain View and Two Bunch Palms for this route, as well as, service at Little Morongo Road west of West Drive and west of Dillon Road and Long Canyon Road. &W IRE SunLine Transit Agency Short Range Transit Plan o F Y 1 7/ 1 8 rs.axsrr rsrnsr LINE 20—DESERT HOT SPRINGS —THOUSAND PALMS — PALM DESERT Line 20 is SunLine's newest service, as of January 2016, providing limited stop connections between the City of Desert Hot Springs and the City of Palm Desert. The Line 20 provides the residents of Desert Hot Springs and surrounding communities improved access to resources and employment opportunities concentrated toward the center of the Coachella Valley, including the College of the Desert. Line 20 connects with Lines 14, 15, 32, 53, 54, 111 and the Commuter J Link 220 at Westfield Palm Desert Mall. Service operates 144-minute frequency during weekdays providing six round trips. Service span is between 7:00 a.m. and 7:07 p.m. weekdays. Weekend service is not provided. Currently, Line 20 serves limited stops along the route. Plans are to have the Line 20 service more stops along the route in an effort to increase ridership. There are also recommendations to realign the route to serve the Thousand Palms Transit Hub to connect with Commuter Link 220. For those who may live in Desert Hot Springs wishing to travel to downtown Riverside. &11 IRE r N A 4' ST DESERT HOT PIERSON SPRINGS TWO BUNCH PALMS DILLON TF�s O TIME POINT PALM DESERT COUNTRY CLUB w 0 2 DINAH SHORE FRED WARING HAHN SunLine Transit Agency Short Range Transit Plan o F Y 1 7/ 1 8 fs.a rsir .rsrnsr LINE 24—PALM SPRINGS In March 2017, Line 24 service was expanded to service Ramon/San Luis Rey retail area. Line 24 offers service in Palm Springs with connections to Lines 14, 30, 32, and 111. The Line 24 links riders to destinations such as the Desert Regional Hospital, Desert Highland Community Center, Social Security Administration, schools, medical facilities, and shopping outlets. The Line 24 operates with 40-minute frequency on weekdays and 60-minute on weekends; one morning and three afternoon supplementary trips are provided on this route to accommodate student ridership. Service span is 6:10 a.m. to 8:23 p.m. on weekdays and 6:18 a.m. to 7:38 p.m. on weekends. Soling NA 0 w 0 5 ROSA PARKS RD SAN RAFAEL PALM SPRINGS V1.111l111111 RACQUET CLUB O. �. 661'11111 VISTA CHINO STEVENS TACHEVAH co z � U a O TIME POINT BARISTO RAMON J J to ti Q LL SUNNY DUNES SAN LUIS REY CROSSLEY SunLine Transit Agency Short Range Transit Plan o F Y 1 7/ 1 8 FN.rKsfr AMC, LINE 30—CATHEDRAL CITY— PALM SPRINGS In March 2017, Line 30 was realigned to serve Tahquitz Canyon Drive at El Cielo to provide riders with more frequency in this area. Line 30 is a key urban line providing service between the cities of Cathedral City and Palm Springs. Riding the Line 30 provides customers access to the Palm Springs International Airport, Palm Springs City Hall, Social Security Administration, public libraries, city halls, senior centers, schools, shopping centers and various industrial parks. It connects to Lines 14, 24, 32, and 111. Operating with 20- minute frequency during weekday peak periods. The Line 30 also offers three afternoon supplementary trips to accommodate the high volume of student ridership. Frequency is 20- minutes weekday peak, 30-minutes on weekday evenings and 40- minutes on weekends. The service span is 5:20 a.m. to 10:44 p.m. on weekdays and 6:15 a.m. to 9:41 P.m. weekends. on Fifteen -minute frequency is planned for this route. The frequency improvements are proposed and are subject to available funding and Board approval. &11 IRE BARISTO z J a INDIAN C`fN BARISTO RAMON PALM SPRINGS O TIME POINT 1 c I LL o W z v W z w aw >u_ B ST CATHEDRAL CITY TAHQUITZ RAMON DINAH SHORE HEDRALCYN F. pgM4cYN DATE PALM VICTORIA CATHEDRAL CITY pFR, SunLine Transit Agency Short Range Transit Plan o F Y 1 7/ 1 8 fR rsir .rsrnsr LINE 32—PALM SPRINGS — CATHEDRAL CITY —THOUSAND PALMS —RANCHO MIRAGE — PALM DESERT Line 32 links the cities of Palm Springs, Cathedral City, and the unincorporated community Thousand Palms, Rancho Mirage and Palm Desert. The route connects with Lines 14, 20, 24, 30, 53, 54, 111, and Commuter Link 220. Riders can effortlessly access schools and various retail centers along Ramon Road in Cathedral City. Routing through the 1-10 Interchange provides access to Costco, Home Depot, and the Regal Cinemas 16 theater complex, as well as service to the Agua Caliente Casino on Ramon Road at Bob Hope Drive. This route also provides service to the Eisenhower Medical Center, College of the Desert, and Westfield Palm Desert Mall. Line 32 operates with 50-minute frequency on weekdays and 60-minute frequency on weekends. Service span is 5:07 a.m. to 10:41 p.m. on weekdays and 6:54 a.m. to 10:48 p.m. on weekends. Weekday frequency improvement are being explored to every 40-minutes to meet the capacity demands due to increased ridership. Service frequency improvements and a route realignment to serve Thousand Palms Transit Hub are proposed. The implementation of proposed changes are subject to future available funding and Board approval. &11 IRE VISTA CHINO AVE 30 MISSION RAMON r w cc z� �n PALM SPRINGS O TIME POINT N 2 A J a u.� 0 THOUSAND ap PALMS pi RAMON CATHEDRAL CITY DINAH SHORE w a 0 m O m RANCHO MIRAGE MONTEREY COUNTRY CLUB JOHN L SINN PALM "A"N DESERT w w F z O FRED WARING HWY 111 SunLine Transit Agency Short Range Transit Plan o F Y 1 7/ 1 8 fR4fSir ASINCr LINE 53—PALM DESERT Line 53 provides service within the City of Palm Desert, enabling riders to access the College of the Desert, the McCallum Theater, Palm Desert City Hall, Kaiser Permanente, satellite campuses of California State University San Bernardino, the University of California Riverside, Palm Desert High School, Palm Desert Library, and major shopping centers. Line 53 connects with Lines 20, 32, 54, 111 and Commuter Link 220 at Westfield Palm Desert Mall. Line 53 operates with 60-minute frequency on weekdays and 80-minute frequency on weekends. One supplementary trip is provided on weekday afternoons to accommodate the additional volume of school students. Service span is 6:18 a.m. to 6:46 p.m. on weekdays and 9:05 a.m. to 6:22 p.m. on weekends. A route realignment is proposed to serve North Palm Desert at Walmart, 99 Cent and Sam's Club on Monterey at Dinah Shore. The implementation of proposed changes are subject to available funding and Board approval. Soling Q J o H ct o a HAHN PALM DESERT GERALD FORD x COUNTRY CLUB Y o O U HOVLEY FRED WARING CATALINA HWY 11 DEEP CYN INDIAN WELLS O TIME POINT SunLine Transit Agency Short Range Transit Plan o F Y 1 7/ 1 8 FN.rKsfr AMC, LINE 54—PALM DESERT— INDIAN WELLS— LA QUINTA— BERMUDA DUNES — INDIO Line 54 operates between Palm Desert and Indio serving the cities of Indian Wells and La Quinta as well as the unincorporated community of Bermuda Dunes via Fred Waring Drive. This route was designed to provide quicker service between Palm Desert and Indio, in addition to serving the length of Fred Waring Drive. Service is provided to the Indio U Z O MONTEREY PALM DESERT O o WELLS QUINTA FRED WARING O TIME POINT JEFFERSON INDIO Workforce Development, College of the Desert (Indio and Palm Desert), McCullum Theater, Civic Center along with close proximity to Indian Wells Tennis Gardens. Line 54 connects with Lines 20, 32, 53, 70, 80, 81, 90, 91, 95, 111, and Commuter Link 220 at Westfield Palm Desert Mall. Weekday frequencies are 45-minutes, with service operating between 5:30 a.m. and 7:57 p.m. No weekend service is provided. SunLine Transit Agency Short Range Transit Plan o F Y 1 7/ 1 8 1844S7f A61461 LINE 70—LA QUINTA— PALM DESERT— BERMUDA DUNES Line 70 offers bus service to the City of La Quinta and the edge of the Cities of Palm Desert, Indian Wells, and the unincorporated community of Bermuda Dunes. Riders are able to access the Indian Wells Tennis Gardens on Washington Street at Fred Waring Drive, City Hall, the La Quinta senior center, schools, and various shopping centers along Adams Street, Avenue 47, and Washington Street. Transfers from the Line 70 to the COUNTRY CLUB Line 111 can be made on Highway 111 at Adams Street. HARRIS LAN Line 70 operates with 45-minute frequency on weekdays and 90- minute frequency on weekends. Extra morning and afternoon trips are added to accommodate students traveling to and from school. Service span is 5:15 a.m. to 8:43 p.m. on weekdays and 5:15 a.m. to 9:28 p.m. on weekends. Increased service frequency on this route to 40-minutes on weekdays and 60-minutes on weekends is recommended. It is also proposed to extend service North of 1-10 freeway to accommodate passenger demand. The implementation of proposed changes are subject to available funding and Board approval. &11 IRE PALM DESERT INDIAN WELLS SI NALOA OBREGON BERMUDA DUNES SH]NGTON TAMPICO BERMUDAS MADRID N A MILES 2 BLACKHAWK WAY HWY 111 AVE 47 LA QUINTA CLOVE INTA O TIME POINT SunLine Transit Agency Short Range Transit Plan o F Y 1 7/ 1 8 fs.a rsir ASINCr LINE 80 —INDIO Line 80 is a loop route operating clockwise and provides transit service to residents of the City of Indio, enabling passengers access to John F. Kennedy Memorial Hospital, Riverside County Fair and National Date Festival, Employment Development Department, U.S. Social Security Administration, Indio Senior Center, Boys and Girls Club, Riverside County Social Services Offices, Department of Motor Vehicles, Martha's Village & Kitchen, community centers, schools, and a shopping centers. To accommodate commuting students, service to Shadow Hills High School on Jefferson Street at Avenue 39 to afternoon trips are provided. Line 80 connects to Lines 54, 81, 90, 91, and 111 at the transfer location on Highway 111 at Flower Street. Line 80 operates a 60- minute frequency seven days a week. Service span is 6:00 a.m. to 8:44 p.m. from 6:00 a.m. to 8:44 p.m. Increasing service to 30- minute frequency on weekdays is proposed to support the proposed enhancements. SunLine is pursuing Caltrans Low -Carbon Transit Operations Program (LCTOP) grant funding to implement these frequency improvements. Which is subject to Board approval. AVE 38 111111111111111 a... AVE39 Y V Z � Q F � AVE 40 t INDIO Q TIME POINT t A AVE 41 b z O 2 AVE 42 AVE 44 HOOVER �¢ SHADOW a PALM REOU a AVE 46 0 � Y z Q u DRCARREON O m F AVE 48 14111►111►1ff SunLine Transit Agency Short Range Transit Plan o F Y 1 7/ 1 8 fR.a rslr ASINCr LINE 81—INDIO Line 81 is a loop route that operates in a counter -clockwise and provides transit service to residents of the City of Indio, enabling passengers access to John F. Kennedy Memorial Hospital, Riverside County Fair and National Date Festival, Employment Development Department, U.S. Social Security Administration, East Valley College of the Desert campus, Riverside County social services offices, Department of Motor Vehicles, Coachella Valley Cultural Museum, the Indio transportation center, community centers, library, schools, and a shopping centers. Two morning trips are provided to accommodate commuting students, service to Shadow Hills High School on Jefferson Street at Avenue 39 was implemented. Line 81 connects to Lines 54, 80, 90, 91, 95, and 111 at the transfer location on Highway 111 at Flower Street. Line 81 operates with 60- minute frequency seven days a week. Service span is 5:35 a.m. to 8:23 p.m. from 5:35 a.m. to 8:23 p.m. AVE 38 4 ■ O AVE 39 JEFFERSON <- 1NDIO 0 TIME POINT z 0 0 AVE 40 -(- AVE 41 A GOLF CENTER PKWY Increasing service to 30-minute frequency on weekdays for both routes is proposed to support the proposed enhancements. SunLine is pursuing Caltrans Low -Carbon Transit Operations Program (LCTOP) grant funding to implement these changes. Which is subject to Board approval. Sol►nn SunLine Transit Agency Short Range Transit Plan o P Y 1 7/ 1 4 Fs.rKsfr AMC, LINE 90-INDIO - COACHELLA Line 90 serves the Cities of Coachella and Indio allowing passengers to access the Employment Development Department, Coachella City Hall, library, senior center, Boys & Girls Club, local schools, and shopping centers. Connections to Lines 54, 80, 81, 91, 95 and 111 occur at the transfer location on Highway 111 at Flower Street in Indio. Z �_ HWY 111 O rn Line 90 operates with v 35-minute frequency < DR CARREON seven days a week. Service span is 4:55 a.m. to 10:11 p.m. on AVE 48 weekdays and 4:55 a.m. to 9:01 p.m. on weekends. N A w 0 u_ CALHOUN O TIME POINT sr►►►1►n� INDIO z w CO ? COACHELLA AVE 50 - <Ssss AVE 51 AVE 52 Z O Q AVE 53 w J H SunLine Transit Agency Short Range Transit Plan o P Y 1 7/ 1 4 Fs.rKsfr AMC, LINE 91—INDIO—COACHELLA—THERMAL— MECCA —OASIS Line 91 links the Cities of Indio and Coachella with the unincorporated communities of Thermal, Mecca, and Oasis. Riders on Line 91 are able to connect to Lines 54, 80, 81, 90, 95 and 111 at the transfer location on Highway 111 and Flower Street in Indio. Passengers have access to employment sites, medical, and shopping facilities. Line 91 also provides direct service to the East Valley Campus of the College of the Desert in Mecca. H,nY111 DRCARREON Line 91 operates with 60- 9, m 20 minute frequency on 4 << weekdays and weekends. Service span is 4:45 a.m. to 10:28 p.m. on weekdays and 5:30 a.m. to 11:03 p.m. on weekends. &11 IRE z 0 INDIO O TIME POINT N A AIRPORT BLVD COD AVE 57 Mecca/Thermal l SunLine Transit Agency Short Range Transit Plan o F Y 1 7/ 1 8 fs.a rsir ASINCr LINE 95— COACHELLA— MECCA— NORTH SHORE Line 95 serves the Cities of Coachella and the unincorporated communities of Mecca and North Shore. The Line 95 serves the East Valley College of the Desert Campus in Thermal/Mecca. Passengers on Line 95 are able to connect to Lines 90, 91 and 111 at the transfer location on 5th and Vine Avenue in Coachella. Service allows passengers to access employment sites, medical, and shopping facilities. Line 95 operates with 180- minute frequency on weekdays and weekends, providing six round trips. Service span is 4:04 a.m. to 10:04 p.m. and 4:05 a.m. to 10:02 p.m. on weekends. &11 IRE air AVE 5° COACHELLA AVE 52 THERMAL WINDLASS !NORTH SHORE c AVE57 N A ■1? AVE 62 Z MECCA 5th HOME 4— AVE 66 hq4/ 41 cal O, 'o SunLine Transit Agency Short Range Transit Plan o F Y 1 7/ 1 8 fs.a rsir ASINCr LINE 111—PALM SPRINGS — CATHEDRAL CITY — RANCHO MIRAGE — PALM DESERT — INDIAN WELLS — LA QUINTA - INDIO Line 111 provides service along Highway 111 from Palm Springs to Coachella, linking with the Cities of Cathedral City, Rancho Mirage, Palm Desert, Indian Wells, and La Quinta. Line 111 enables riders to travel to destinations along the Highway 111 corridor. The route links passengers with major retail and commercial centers, recreational attractions, museums, educational and medical institutions, municipal services, and county services. Connecting routes include Lines 14, 20, 24, 30, 32, 53, 54, 70, 80, 81, 90, 91, 95 and Commuter Link 220 VISTA CHINO STEVENS z r z BARISTO ¢ z a PALM SPRINGS N A O TIME POINT Pq Cyy, CATHEDRAL CITY CATHEDRAL CITY RANCHO MIRAGE PALM DESERT INDIAN LA WELLS QUINT FRED WARING HWY 111 COACHELLA COACHELLA at Westfield Palm Desert Mall. Line 111 operates with 20-minute frequency during weekday and weekend daytime periods, 30-minute frequency on weekday evenings, and 40-minute frequency on weekend mornings and evenings. Service span is 4:33 a.m. to 11:03 p.m. on weekdays and 5:35 a.m. to 10:57 p.m. on weekends. SunLine is proposing to extend service to accommodate passenger requests for service north of Palm Springs at Palm Canyon and Indian Canyon via Racquet Club, as part of this proposed change, the terminus location would be established at Indian Canyon and Ramon. Fifteen -minute frequency is planned for this route. The frequency improvements and a route realignments are proposed and subject to available funding and Board approval. &11 IRE SunLine Transit Agency Short Range Transit Plan o F Y 1 7/ 1 8 1s.4rsir ASrnSr COMMUTER LINK 220 PALM DESERT — THOUSAND PALMS — CABAZON — BEAUMONT — MORENO VALLEY— RIVERSIDE Commuter Link 220 provides service between the Coachella Valley and Western Riverside County. The route is 77 miles long, with two stops in the Coachella Valley, located at Westfield Palm Desert Mall and Thousand Palms Transit Hub located adjacent to SunLine's Division 1 facility off Varner Road in Thousand Palms. There are also stops along Interstate 10 and State Route 60 serving the Casino Morongo, City of Beaumont at the Walmart Shopping Center, Moreno Valley at the Moreno Valley Mall, the University of California Riverside, and commencing at Metrolink's Riverside Station. Connections are available to SunLine's Lines 20, 32, 53, 54, and 111, Pass Transit in Beaumont and Banning, Metrolink, RTA, and Omnitrans services in Riverside. SunLine also serves a bus stop at Morongo Band of Mission Indians Casino. Riverside Metrolink Station UCR Lot 30 RIVERSIDE MORENO VALLEY O TIME POINT FARE ZONE 1 BEAUMONT Wal Mart CASINO MORONGO CABAZON CABAZON TO RIVERSIDE NA THOUSAND PALMS w FARE ZONE PALM DESERT PALM DESERT TO THOUSAND PALMS Commuter Link 220 operates three westbound trips and three eastbound trips weekdays. Service operates from 5:51 a.m. to 9:49 p.m. Weekend service is not provided. hiliflilfiff SunLine Transit Agency Short Range Transit Plan o F Y 1 7/ 1 8 fs.a rsir ASrnsr 5/22/2017 Fiscal Year 2017/18 Short Range Transit Plan Presentation Budget and Implementation Committee May, 22, 2017 Robert J. Yates Multimodal Services Director Public Transit Funding Process The Commission, in its capacity as the transportation planning agency for the county of Riverside and authorized by the Public Utilities Code § 99230 as contained in the Transportation Development Act (TDA), is responsible for administering funds provided through: Local Transportation Fund (LTF) State Transit Assistance (STA) The Commission on an annual basis and as part of its overall budget development cycle, implements a three -step process for transit funding: 1. Geographic apportionment 2. Allocation 3. Payment 1 5/22/2017 Public Transit Funding Process Of t96 • Geographic apportionment is derived via the mid -year and next fiscal year revenue projection. • Allocation to public transit operators requires: 1. Operators to be compliant with TDA farebox regulation. 2. Operators to be current with annual financial audit delivery. 3. Annual submission of a Short Range Transit Plan or SRTP to the Commission for approval. • Payment is only authorized after Commission approval of SRTP and via disbursement instructions issued by staff to each operator. • Commission approved SRTP amendment required to change allocation/claim amounts. Public Transit Funding Process • A SRTP "Kick-off' meeting is conducted by staff, typically in mid - February wherein the development package and revenue estimate is made available to the operators. • Submission of SRTP's to Commission for approval — typically June. • Operators' claims/request are rolled up into the overall final commission budget. • Allocations approved at public hearing/Commission meeting in July. 2 5/22/2017 a�.v...- SRTP Highlights by operator • City of Banning Procure and implement the use of a software system for scheduling and dispatching for both fixed route and Dial -A -Ride. Purchase and install passenger information signs at key stops to provide clients with next bus information. • City of Beaumont Update existing comprehensive operational analysis (COA) with current population patterns. Maintain and improve GPS tracking system and Google Transit to assist passengers with trip planning. • City of Corona Adjust Corona Cruiser bus schedule to reflect actual trip times and introduce additional morning peak service. Eliminate general Dial -A -Ride and roll out the no-show policy. SRTP Highlights by operator • City of Riverside — Special Services Replace up to six paratransit vehicles using a combination of Federal Transit Administration (FTA), State Transit Assistance, and Proposition 1B capital grants. • Palo Verde Valley Transit Agency Implement the FTA Rides 2 Wellness demonstration service (Blythe Wellness Express) for non -emergency medical access to the Coachella Valley — a project undertaken jointly with the Commission. • SunLine Transit Agency Purchase four replacement compressed natural gas fixed route buses and four support vehicles. Continue planned improvements to the operations facility. 3 5/22/2017 c SRTP Highlights by operator Uverside Transit Agency Implement new RapidLink service from Corona to UCR. Implement new CommuterLink Express Route 200 service utilizing the 91 toll facility. Improve weekday service on Route 19 (Perris -Moreno Valley). ;ommission's Rail Program Continue operations and target marketing of the Perris Valley Line Metrolink service extension. Continue support of special trains including Festival of Lights, Angels Express, and Rams Trains. Initiate Next Generation Rail and Transit Study. Continue with Coachella Valley San Gorgonio Pass Rail Corridor environmental and service development planning work. Rolled Up SRTP Expenditures by Fund Source Expenditures for the LTF fund source for the up -coming 2017/18 fiscal year as proposed by the operators in the SRTP's = $92,313,326 This represents an increase of approximately $1.20 million over the current fiscal year. Expenditures for the STA fund source for the up -coming 2017/18 fiscal year as proposed by the operators in the SRTP's = $5,448,094 This represents a decrease of $1.92 million from the current fiscal year. 4 AGENDA ITEM 13 RIVERSIDE COUNTY TRANSPORTATION COMMISSION DATE: May 22, 2017 TO: Budget and Implementation Committee FROM: Martha Masters, Management Analyst Grace Alvarez, Planning and Programming Manager THROUGH: Shirley Medina, Planning and Programming Director SUBJECT: Fiscal Year 2017/18 SB 821 Bicycle and Pedestrian Facilities Program Funding Recommendations STAFF RECOMMENDATION: This item is for the Committee to: 1) Approve the FY 2017/18 SB 821 Bicycle and Pedestrian Facilities program recommended projects (Attachment 1) in the amount of $3,620,514; 2) Direct staff to prepare and execute memorandums of understanding (MOUs) with the project sponsors to outline the project schedule and local funding commitments; 3) Authorize the Chair or Executive Director to execute the MOUs with the project sponsors, pursuant to legal counsel review; and 4) Forward to the Commission for final action. BACKGROUND INFORMATION: Each year, two percent of the Local Transportation Fund (LTF) revenue is set aside for bicycle and pedestrian projects through the Commission's SB 821 Program. At its March 2014 meeting, the Commission approved the Technical Advisory Committee's subcommittee recommendation to extend the SB 821 Call for Projects from an annual basis to a biennial basis mainly to accumulate more funding per call. It also set the call release date for the first Monday of every other February and the close date for the last Thursday of every other April, beginning February 2015. Consistent with Commission policy, earlier this year staff released the call for projects on February 6. The cities and the county were notified an estimated $3,467,784 would be available for programming in FY 2017/18 through the SB 821 Bicycle and Pedestrian Facilities program. Staff held a SB 821 Technical Workshop on February 16, 2017. Proposals were due April 27. The Commission received 33 project proposals, totaling $6,106,605 in SB 821 funding requests. The FY 2017/18 SB 821 Evaluation Committee comprised of six members representing staff from Ca!trans District 8, Coachella Valley Association of Governments, the city of Indian Wells, Agenda Item 13 158 Riverside Transit Agency, San Bernardino County Transportation Authority, and the Western Riverside Council of Governments. On May 11 the evaluation committee met and reviewed 33 project applications, based upon the Commission's adopted evaluation criteria. Evaluation Criteria Factor Maximum Points Destinations Served 15 Safety 10 Project Enhancement 5 Multimodal Access 5 Matching Funds 10 Population Equity 5 Total Points 50 Summary of Requests Coachella Valley Western Riverside Projects Submitted (33 total) 9 24 Summary of Recommended Allocations Coachella Valley Western Riverside Recommended Projects 7 15 Total SB 821 Recommended Allocation $1,134,299 $2,486,215 Recommended Allocation % 31% 69% Twenty-two projects totaling $3,620,514 are recommended for funding as indicated in Attachment 1. The difference between the estimated funding available and the amount recommended for funding this year is due to the availability of an additional $152,730 achieved through cost savings on previously claimed projects. Moving forward, additional project cost savings and returned allocations will be available for the FY 2019/20 call for projects. Staff concurs with the evaluation committee's recommendation. Per the Commission's SB 821 adopted policies, jurisdictions receiving an allocation have 24 months to complete approved projects and submit claim forms for reimbursement upon project completion. MOUs will be required to outline the project schedules, funding plan, and local agency match commitment. Staff will be monitoring the progress of the projects to ensure timely implementation of delivery and expenditures as the intent of the SB 821 program is to deliver and expend FY 2017/18 and FY 2018/19 funds within the timeframe of this cycle. Agenda Item 13 159 Future Opportunity: Through SB 1, an increase of $100 million is being provided annually for the Active Transportation Program (ATP). The California Transportation Commission (CTC) indicated a 2018 ATP Call for Projects will be rolled out during summer 2017. Workshops to develop the guidelines will commence early June 2017 with adoption of the guidelines late June. Applications will be due in August of this year. This is a constricted timeline due to the fact that the CTC has to allocate these funds in 2017. Therefore, the CTC approved the funding to be available to already programmed projects that can be delivered earlier than currently programmed or for projects that applied for funding in the 2017 ATP Cycle 3 but were not selected for funding. Staff is reviewing ATP Cycle 3 projects submitted but not funded to see if there will be any opportunities to fund SB 821 projects through the CTC's 2018 ATP program. This effort will be ongoing and staff will report back to the Commission on the 2018 ATP Cycle. In the event any of the recommended SB 821 projects are funded with ATP funds, staff is recommending priority be given to the highest scored unfunded projects that can be funded with the freed up SB 821 funding. Financial Information In Fiscal Year Budget: Yes N/A Year: FY 2017/18 FY 2018/19 Amount: $1,810,257 $1,810,257 Source of Funds: Local Transportation Funds SB 821 allocations Budget Adjustment: No N/A GL/Project Accounting No.: 601 62 86106 Fiscal Procedures Approved: \liteza,, Date: 5/12/2017 Attachments: 1) SB 821 FY 2017/18 Project Ranking 2) SB 821 Evaluation Criteria Agenda Item 13 160 Rank Agency 1 Palm Desert 2 Desert Hot Springs 3 Eastvale 4 La Quinta 5 Riverside County 6 Moreno Valley 7 Riverside County 8 Wildomar 9 Rancho Mirage 10 Lake Elsinore 11 Lake Elsinore 12 Riverside County 13 Palm Springs 14 Hemet 15 Lake Elsinore 16 Lake Elsinore 17 Lake Elsinore 18 Riverside 19 Indio 20 Lake Elsinore 21 Lake Elsinore 22 La Quinta RIVERSIDE COUNTY TRANSPORTATION COMMISSION SB 821 BICYCLE AND PEDESTRIAN FACILITIES PROGRAM FY 2017/18 PROJECT RANKING Total Project Description Project Cost Recommended Projects for Funding Class II Bike -Golf Cart Lane Improvements Citywide $ 170,000 Desert View Sidewalk Project $ 493,000 65th Bicycle Safety Enhancement $ 247,400 La Quinta High School ADA Improvements $ 219,000 Mayberry Ave Sidewalk Improvements -Stanford -Meridian $ 488,000 Gentian Ave & Eucalyptus Ave Class II Bike Lanes $ 70,000 Clark Street Sidewalk $ 1,111,000 Grand Avenue Bike Lane -Phase II $ 1,426,000 ADA Pedestrian Access Ramp Upgrades on Hwy 111 $ 469,850 Bicyle Lanes to Downtown $ 100,200 Machado Street Missing Link Bike Lanes $ 151,800 Serfas Club Drive Sidewalk Improvements $ 615,000 Racquet Club Rd & Farrell Dr Missing Links Sidewalks $ 555,000 Sidewalk and ADA Ramps $ 150,000 Chaney Street Missing Link Sidewalk $ 275,660 Sumner, Mohr and Davis St. Missing Link Sidewalk $ 195,905 W. Lakeshore Drive Missing Link Sidewalk $ 263,868 Carmine St Sidewalk Improvements (College -Sierra V) $ 337,000 Ave 42 Sidewalk Gap Closure $ 177,495 Mission Trail Missing Link Bike Lanes $ 19,550 Palomar Multi -Use Trail $ 491,046 Jefferson Street Sidewalk Gap Closure $ 180,000 23 Temecula 24 Moreno Valley 25 Riverside County 26 Moreno Valley 27 San Jacinto 28 Banning 29 Riverside County 30 Perris 31 Palm Springs 32 San Jacinto 33 Coachella Unfunded Projects Citywide Buffered Bike -lane Striping Heacock St Sidewalk and Bicycle Lane Improvements Mayberry Ave Sidewalk Improvements-Peartree-Casino Juan Bautista De Anza Trail Segment (Ctnwd-Bay) Cottonwood Ave Pedestrian Improvements Bicycle and Pedestrian Improvements Mecca Curb Ramp Accessibility Mountain Ave Pedestrian and Bicycle Improvements Cerritos Road Missing Links Sidewalks Lyon Ave Sidewalk Installment Bicycle and Pedestrian Improvements SB 821 Funds Recommended Requested Allocation $ 85,000 $ 293,000 $ 123,700 $ 109,500 $ 244,000 $ 49,000 $ 555,500 $ 214,000 $ 234,925 $ 50,100 $ 75,900 $ 307,500 $ 277,500 $ 75,000 $ 137,830 $ 97,953 $ 131,934 $ 168,500 $ 44,374 $ 9,775 $ 245,523 $ 90,000 ATTACHMENT Average Score $ 85,000 $ 293,000 $ 123,700 $ 109,500 $ 244,000 $ 49,000 $ 555,500 $ 214,000 $ 234,925 $ 50,100 $ 75,900 $ 307,500 $ 277,500 $ 75,000 $ 137,830 $ 97,953 $ 131,934 $ 168,500 $ 44,374 $ 9,775 $ 245,523 $ 90,000 43.67 42.00 42.00 41.33 41.33 40.67 40.67 39.00 38.33 37.67 37.67 37.67 37.00 36.33 36.33 36.33 36.33 36.33 36.00 35.67 34.67 34.67 $ 189,000 $ 132,300 $ 650,000 $ 582,000 $ 495,000 $ 371,250 $ 650,000 $ 585,000 $ 200,000 $ 80,000 $ 188,278 $ 75,311 $ 363,800 $ 272,850 $ 150,000 $ 75,000 $ 190,800 $ 133,560 $ 100,000 $ 50,000 $ 257,641 $ 128,821 Totals $ 11,641,293 $ 6,106,605 $ 3,620,514 34.00 33.67 33.67 32.67 32.67 32.00 31.67 29.67 29.33 28.67 25.67 161 ATTACHMENT 2 RCTC SB 821 Evaluation Criteria FACTOR MAXIMUM POINTS DESTINATIONS SERVED — Three points will be awarded for each destination served by the proposed project (e.g. employment center, school/college, retail center, downtown area, park or recreation facility, library, museum, government office, medical facility) up to a maximum of 15 points. *Map with numbered destinations served must be included. -For pedestrian projects, destinations served must be within a 3/-mile or less radius of the proposed project. -For bicycle projects, destinations served must be within a two-mile or less radius of the proposed project. 15 SAFETY — The extent to which the proposed project will increase safety for the non - motorized public. Points will be given for any combination of the following project characteristics: no existing shoulder within project limits, no existing/planned sidewalk or bike route/lane/path adjacent to the project; and/or by providing: documented pedestrian/bicycle collision history, most current and valid 85th percentile speed of motorized traffic in project limits, photos of existing safety hazards project will address, existing pedestrian/bicycle traffic counts, student attendance figures for school served by project. 10 PROJECT ENHANCEMENT — Up to five points will be awarded based on the extent that the proposed project will encourage people to use the proposed facility; e.g. ADA ramps, bicycle lockers or other bicycle amenities, or completing a missing link. Enhancements must exist or be part of the project proposal. 5 MULTIMODAL ACCESS — One point will be awarded for each transit stop or park and ride facility served by the proposed project up to a maximum of five points. *Map with numbered transit stops or park and rides served must be included. -For pedestrian projects, transit stops served must be within a 3/-mile or less radius of the proposed project. -For bicycle projects, transit stops served must be within a two-mile or less radius of the proposed project. 5 MATCHING FUNDS — One point is awarded for each 5% of match provided by the local agency, for a maximum of 10 points at a 50% match. *Supporting documentation of proposed match must be included. 10 POPULATION EQUITY — Calculated by multiplying the local agency's cumulative total allocation by the local agency's population percentage (population percentage calculated by dividing the local agency's population by the total population of Riverside County). An applicant receives five points if the cumulative amount of funds received does not exceed the total of what the applicant would receive if the funds were allocated by population (calculated by RCTC). 5 50 Adopted 1/2015 162