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06 June 11, 2014 Commission
" R i v e C o u n t y T r a n s p o r t a t i o n C o m m i s s i o n M E E T I N G A G E N D A T I M E / D A T E : 9 : 3 0 a . m . / W e d n e s d a y , J u n e 1 1 , 2 0 1 4 L O C A T I O N : B O A R D R O O M C o u n t y o f R i v e r s i d e A d m i n i s t r a t i v e C e n t e r 4 0 8 0 L e m o n S t r e e t , F i r s t F l o o r , R i v e r s i d e A O C O M M I S S I O N E R S . 4 0 9 C h a i r M a r i o n A s h l e y V i c e C h a i r D a r y l B u s c h S e c o n d V i c e C h a i r S c o t t M a t a s R E C O R D S C O M M - C O M M - 0 0 0 3 7 K e v i n J e f f r i e s , C o u n t y o f R i v e r s i d e J o h n F . T a v a g l i o n e , C o u n t y o f R i v e r s i d e J e f f S t o n e , C o u n t y o f R i v e r s i d e J o h n J . B e n o i t , C o u n t y o f R i v e r s i d e M a r i o n A s h l e y , C o u n t y o f R i v e r s i d e D e b o r a h F r a n k l i n / A r t W e l c h , C i t y o f B a n n i n g R o g e r B e r g / J e f f F o x , C i t y o f B e a u m o n t J o s e p h D e C o n i n c k / T o B e A p p o i n t e d , C i t y o f B l y t h e E l l a Z a n o w i c / J e f f H e w i t t , C i t y o f C a l i m e s a M a r y C r a t o n / R a n d y B o n n e r , C i t y o f C a n y o n L a k e G r e g P e t t i s / K a t h l e e n D e R o s a , C i t y o f C a t h e d r a l C i t y S t e v e n H e r n a n d e z / E d u a r d o G a r c i a , C i t y o f C o a c h e l l a K a r e n S p i e g e l / E u g e n e M o n t a n e z , C i t y o f C o r o n a S c o t t M a t a s / R u s s e l l B e t t s , C i t y o f D e s e r t H o t S p r i n g s A d a m R u s h / I k e B o o t s m a , C i t y o f E a s t v a l e L a r r y S m i t h / R o b e r t Y o u s s e f , C i t y o f H e m e t D o u g l a s H a n s o n / P a t r i c k M u l l a n y , C i t y o f I n d i a n W e l l s G l e n n M i l l e r / M i c h a e l W i l s o n , C i t y o f I n d i o F r a n k J o h n s t o n / M i c h e a l G o o d l a n d , C i t y o f J u r u p a V a l l e y T e r r y H e n d e r s o n / D o n A d o l p h , C i t y o f L a Q u i n t a B o b M a g e e / N a t a s h a J o h n s o n , C i t y o f L a k e E l s i n o r e S c o t t M a n n / W a l l a c e E d g e r t o n , C i t y o f M e n i f e e T o m O w i n g s / J e s s e M o l i n a , C i t y o f M o r e n o V a l l e y R i c k G i b b s / K e l l y B e n n e t t , C i t y o f M u r r i e t a B e r w i n H a n n a / K a t h y A z e v e d o , C i t y o f N o r c o J a n H a r n i k / S u s a n M a r i e W e b e r , C i t y o f P a l m D e s e r t G i n n y F o a t / P a u l L e w i n , C i t y o f P a l m S p r i n g s D a r y l B u s c h / A l L a n d e r s , C i t y o f P e r r i s T e d W e i l l / T o B e A p p o i n t e d , C i t y o f R a n c h o M i r a g e S t e v e A d a m s / A n d y M e l e n d r e z , C i t y o f R i v e r s i d e A n d r e w K o t y u k / S c o t t M i l l e r , C i t y o f S a n J a c i n t o R o n R o b e r t s / J e f f C o m e r c h e r o , C i t y o f T e m e c u l a B e n B e n o i t / T i m o t h y W a l k e r , C i t y o f W i l d o m a r B a s e m M u a l l e m , G o v e r n o r ' s A p p o i n t e e C o m m e n t s a r e w e l c o m e d b y t h e C o m m i s s i o n . I f y o u w i s h t o p r o v i d e c o m m e n t s t o t h e C o m m i s s i o n , p l e a s e c o m p l e t e a n d s u b m i t a S p e a k e r C a r d t o t h e C l e r k o f t h e B o a r d . Tara Byerly From: Tara Byerly Sent: Wednesday, June 04, 2014 3:14 PM To: Tara Byerly Cc: Jennifer Harmon Subject: RCTC June Commission Agenda - 06.11.2014 Importance: High Good afternoon Commissioners: The June Commission Agenda for the meeting scheduled for Wednesday, June 11, 2014 @ 9:30 a.m. is available. Please copy the link: http://www.rctc.org/uploads/media items/iune-11-2014.original.pdf In addition for your review is the attached conflict of interest memo and the form. Please let me know if you have any questions. Thank you. Conflict of Conflict of [nterest Memo.pdf Interest Form.pdf Respectfully, Tara S. Byerly Senior Administrative Assistant RCTC 4080 Lemon Street, 3rd Floor Riverside, CA 92501 (951) 787-7141 1 Tara Byerly From: Tara Byerly Sent: Wednesday, June 04, 2014 3:18 PM To: Tara Byerly Subject: RCTC June Commission Agenda - 06.11.2014 Importance: High Good afternoon Commission Alternates: The June Commission Agenda for the meeting scheduled for Wednesday, June 11, 2014 @ 9:30 a.m. is available: http://www.rctc.org/uploads/media itemshune-11-2014.original.pdf Respectfully, Tara S. Byerly Senior Administrative Assistant RCTC 4080 Lemon Street, 3rd Floor Riverside, CA 92501 (951)787-7141 1 e Riverside County Transportation Commission TO: Riverside County Transportation Commission FROM: Jennifer Harmon, Office and Board Services Manager DATE: June 4, 2014 SUBJECT: Possible Conflicts of Interest — Riverside County Transportation Commission Agenda of June 11, 2014 The June 11, 2014 agenda of the Riverside County Transportation Commission includes items that may raise possible conflicts of interest. A Commissioner may not participate in any discussion or action concerning a contract or amendment if a campaign contribution of more than $250 is received in the past 12 months or 3 months following the conclusion from any entity or individual listed. Agenda Item No. 9C — Recurring Contracts for Fiscal Year 2014/15 Consultant(s) AMMA Transit Planning Heather Menninger, Principal 393 Two Trees Road Riverside, CA 92507 Best Best and Kreiger, LLP Steven DeBaun, Partner 3390 University Avenue, 5th Floor Riverside, CA 92501 Bechtel Infrastructure Corporation George Nomura, Program Manager 3850 Vine Street, Suite 210 Riverside, CA 92507 Epic Land Solutions Holly Rockwell, President 3850 Vine Street, Suite 200 Riverside, CA 92507 RCTC Potential Conflicts of Interest June 4, 2014 Page 2 Fieldman, Rolapp and Associates Daniel L. Wiles, Principal 1990 MacArthur Boulevard, Suite 1100 Irvine, CA 92612 Fulbright and Jaworski LLP Victor Hsu, Partner SSS South Flower Street, 41st Floor Los Angeles, CA 90071 Geographics Lisa van Olden, Managing Partner 4178 Chestnut Street Riverside, CA 92501 Inland Transportation Services William C. McCaughey, President 7355 Magnolia Avenue Riverside, CA 92504 Orrick, Herrington and Sutcliffe LLP Mary A. Collins, Partner 405 Howard Street San Francisco, CA 94105 Ray Gorski Raymond J. Gorski, Principal 2871 Jed Road Escondido, CA 92027 RCTC Conflict of Interest Form Purpose: This form is provided to assist members of the RCTC Commissioners in meeting requirements of Government Code Section 84308 and 87100 in documenting conflict of interests as related to RCTC Commission/Committee agenda items. Instructions: Under certain circumstances, RCTC Commission may be required to disclose and disqualify themselves from participating in, influencing, or voting on an agenda item due to personal income, real property interests, investments, business positions, or receipt of campaign contributions. If applicable, Commissioners must personally state the following information, for entry into the public record, prior to consideration of the involved agenda item(s) and turn in the completed form to the Clerk of the Board ; prior to leaving the meeting. An RCTC member may not participate in any discussion or action j concerning a contract or amendment if a campaign contribution of more than $250 is received in the past 12 months or 3 months following the conclusion from any entity or individual. I I. Board Member Information Board Member Name City/County Name Meeting Date II. Campaign Contributions 1 . I have a disqualifying campaign contribution of over $250 from C Ai•-t) `^/! /1-- -A- to I (Identify the name of the company and/or Individual) and therefore I am abstaining from participation on Agenda item ...6, Subject: p V 6 L\ L-. ! AA � 2. I have a disqualifying campaign contribution of over $250 from 16 CIF t —%Z (Identify the name of the company and/or Individual) and therefore I am abstaining from participation on Agenda item , Subject: 3. I have a disqualifying campaign contribution of over $250 from (Identify the name of the company and/or Individual) and therefore I am abstaining from participation on Agenda item , Subject: i 4. I have a disqualifying campaign contribution of over $250 from , (Identify the name of the company and/or Individual) and therefore I am abstaining from participation on Agenda item , Subject: 1 III. Financial Interest 1. I have a financial interest of , from/in (State income, real property interest, investment or business position) (Identify name of company or property location) and therefore I am abstaining from participation on Agenda Item , Subject: 2. I have a financial interest of , from/in (State income, real property interest, investment or business position) (Identify name of company or property location) and therefore I am abstaining from participation on Agenda Item , Subject: IV. Signature Board Member Signature CAA.* Date: 6'- i 1-1) � Please remember you must state the information into the public record prior to consideration of the involved agenda item(s) and turn in the completed form to the Clerk of the Board prior to leaving the meeting. " " " R I V E R S I D E C O U N T Y T R A N S P O R T A T I O N C O M M I S S I O N w w w . r c t c . o r g A G E N D A * * A c t i o n s m a y b e t a k e n o n a n y i t e m l i s t e d o n t h e a g e n d a 9 : 3 0 a . m . W e d n e s d a y , J u n e 1 1 , 2 0 1 4 B O A R D R O O M C o u n t y o f R i v e r s i d e A d m i n i s t r a t i v e C e n t e r 4 0 8 0 L e m o n S t r e e t , F i r s t F l o o r , R i v e r s i d e , C A I n c o m p l i a n c e w i t h t h e B r o w n A c t a n d G o v e r n m e n t C o d e S e c t i o n 5 4 9 5 7 . 5 , a g e n d a m a t e r i a l s d i s t r i b u t e d 7 2 h o u r s p r i o r t o t h e m e e t i n g , w h i c h a r e p u b l i c r e c o r d s r e l a t i n g t o o p e n s e s s i o n a g e n d a i t e m s , w i l l b e a v a i l a b l e f o r i n s p e c t i o n b y m e m b e r s o f t h e p u b l i c p r i o r t o t h e m e e t i n g a t t h e C o m m i s s i o n o f f i c e , 4 0 8 0 L e m o n S t r e e t , T h i r d F l o o r , R i v e r s i d e , C A , a n d o n t h e C o m m i s s i o n ' s w e b s i t e , w w w . r c t c . o r g . I n c o m p l i a n c e w i t h t h e A m e r i c a n s w i t h D i s a b i l i t i e s A c t a n d G o v e r n m e n t C o d e S e c t i o n 5 4 9 5 4 . 2 , i f s p e c i a l a s s i s t a n c e i s n e e d e d t o p a r t i c i p a t e i n a C o m m i s s i o n m e e t i n g , p l e a s e c o n t a c t t h e C l e r k o f t h e B o a r d a t ( 9 5 1 ) 7 8 7 - 7 1 4 1 . N o t i f i c a t i o n o f a t l e a s t 4 8 h o u r s p r i o r t o m e e t i n g t i m e w i l l a s s i s t s t a f f i n a s s u r i n g t h a t r e a s o n a b l e a r r a n g e m e n t s c a n b e m a d e t o p r o v i d e a c c e s s i b i l i t y a t t h e m e e t i n g . 1 . C A L L T O O R D E R 2 . P L E D G E O F A L L E G I A N C E 3 . R O L L C A L L 4 . P U B L I C C O M M E N T S E a c h i n d i v i d u a l s p e a k e r i s l i m i t e d t o s p e a k t h r e e ( 3 ) c o n t i n u o u s m i n u t e s o r l e s s . T h e C o m m i s s i o n m a y , e i t h e r a t t h e d i r e c t i o n o f t h e C h a i r o r b y m a j o r i t y v o t e o f t h e C o m m i s s i o n , w a i v e t h i s t h r e e m i n u t e t i m e l i m i t a t i o n . D e p e n d i n g o n t h e n u m b e r o f i t e m s o n t h e A g e n d a a n d t h e n u m b e r o f s p e a k e r s , t h e C h a i r m a y , a t h i s / h e r d i s c r e t i o n , r e d u c e t h e t i m e o f e a c h s p e a k e r t o t w o ( 2 ) c o n t i n u o u s m i n u t e s . I n a d d i t i o n , t h e m a x i m u m t i m e f o r p u b l i c c o m m e n t f o r a n y i n d i v i d u a l i t e m o r t o p i c i s t h i r t y ( 3 0 ) m i n u t e s . A l s o , t h e C o m m i s s i o n m a y t e r m i n a t e p u b l i c c o m m e n t s i f s u c h c o m m e n t s b e c o m e r e p e t i t i o u s . S p e a k e r s m a y n o t y i e l d t h e i r t i m e t o o t h e r s w i t h o u t t h e c o n s e n t o f t h e C h a i r . A n y w r i t t e n d o c u m e n t s t o b e d i s t r i b u t e d o r p r e s e n t e d t o t h e C o m m i s s i o n s h a l l b e s u b m i t t e d t o t h e C l e r k o f t h e B o a r d . T h i s p o l i c y a p p l i e s t o P u b l i c C o m m e n t s a n d c o m m e n t s o n A g e n d a I t e m s . U n d e r t h e B r o w n A c t , t h e C o m m i s s i o n s h o u l d n o t t a k e a c t i o n o n o r d i s c u s s m a t t e r s r a i s e d d u r i n g p u b l i c c o m m e n t p o r t i o n o f t h e a g e n d a t h a t a r e n o t l i s t e d o n t h e a g e n d a . C o m m i s s i o n m e m b e r s m a y r e f e r s u c h m a t t e r s t o s t a f f f o r f a c t u a l i n f o r m a t i o n o r t o b e p l a c e d o n t h e s u b s e q u e n t a g e n d a f o r c o n s i d e r a t i o n . 5 . A P P R O V A L O F M I N U T E S A P R I L 9 A N D M A Y 1 4 , 2 0 1 4 Riverside County Transportation Commission Agenda June 11, 2014 Page 2 6. PUBLIC HEARING — ADOPTION OF A RESOLUTION OF NECESSITY FOR THE ACQUISITION OF 411) FEE, BUILDING ACCESS EASEMENT, BUILDING DEMOLITION EASEMENT, AND TEMPORARY CONSTRUCTION EASEMENT INTERESTS IN PORTIONS OF CERTAIN REAL PROPERTY, BY EMINENT DOMAIN, MORE PARTICULARLY DESCRIBED AS ASSESSOR PARCEL NOS. 118-270-034, 118-270-035, 118-270-036, 118-270-038, 118-270-039, AND 118-270-042 LOCATED IN CORONA, RIVERSIDE COUNTY, CALIFORNIA, FOR THE STATE ROUTE 91 CORRIDOR IMPROVEMENT PROJECT, BETWEEN PIERCE STREET ON THE EAST TO THE COUNTY LINE ON THE WEST, IN RIVERSIDE COUNTY, CALIFORNIA Page 1 Overview This item is for the Commission to: 1) Conduct a hearing to consider the adoption of a resolution of necessity, including providing all parties interested in the affected property and their attorneys, or their representatives, an opportunity to be heard on the issues relevant to the resolution of necessity; 2) Make the following findings as hereinafter described in this report: a) The public interest and necessity require the proposed project; b) The project is planned or located in a manner that will be most compatible with the greatest public good and the least private injury; c) The real property to be acquired is necessary for the project; and d) The offer of just compensation has been made to the owner. 3) Adopt Resolution of Necessity No. 14-022, "Resolution of Necessity for the Acquisition of Fee, Building Access Easement, Building Demolition Easement, and Temporary Construction Easement Interests in Portions of Certain Real Property, by Eminent Domain, More Particularly Described as Assessor Parcel Nos. 118-270-034, 118-270-035, 118-270-036, 118-270-038, 118-270-039, and 118-270-042 (CPNs 22218-1, 22218-2, 22218-3, 22218-4, 22218-5, 22218-6, and 22218-7) Located in Corona, Riverside County, California", for the State Route 91 Corridor Improvement Project (SR-91 CIP), between Pierce Street on the East to the County Line on the West, in Riverside County, California. 7. PUBLIC HEARING — PROPOSED BUDGET FOR FISCAL YEAR 2014/15 Overview This item is for the Commission to: 1) Receive input on the proposed Budget for FY 2014/15; 2) Close the public hearing on the proposed Budget for FY 2014/15; and 3) Adopt the proposed Budget for FY 2014/15. Page 44 " " R i v e r s i d e C o u n t y T r a n s p o r t a t i o n C o m m i s s i o n A g e n d a J u n e 1 1 , 2 0 1 4 P a g e 3 8 . A D D I T I O N S / R E V I S I O N S T h e C o m m i s s i o n m a y a d d a n i t e m t o t h e A g e n d a a f t e r m a k i n g a f i n d i n g t h a t t h e r e i s a n e e d t o t a k e i m m e d i a t e a c t i o n o n t h e i t e m a n d t h a t t h e i t e m c a m e t o t h e a t t e n t i o n o f t h e C o m m i s s i o n s u b s e q u e n t t o t h e p o s t i n g o f t h e a g e n d a . A n a c t i o n a d d i n g a n i t e m t o t h e a g e n d a r e q u i r e s 2 / 3 v o t e o f t h e C o m m i s s i o n . I f t h e r e a r e l e s s t h a n 2 / 3 o f t h e C o m m i s s i o n m e m b e r s p r e s e n t , a d d i n g a n i t e m t o t h e a g e n d a r e q u i r e s a u n a n i m o u s v o t e . A d d e d i t e m s w i l l b e p l a c e d f o r d i s c u s s i o n a t t h e e n d o f t h e a g e n d a . 9 . C O N S E N T C A L E N D A R A l l m a t t e r s o n t h e C o n s e n t C a l e n d a r w i l l b e a p p r o v e d i n a s i n g l e m o t i o n u n l e s s a C o m m i s s i o n e r ( s ) r e q u e s t s s e p a r a t e a c t i o n o n s p e c i f i c i t e m ( s ) . I t e m s p u l l e d f r o m t h e C o n s e n t C a l e n d a r w i l l b e p l a c e d f o r d i s c u s s i o n a t t h e e n d o f t h e a g e n d a . 9 A . Q U A R T E R L Y F I N A N C I A L S T A T E M E N T S P a g e 4 7 O v e r v i e w T h i s i t e m i s f o r t h e C o m m i s s i o n t o r e c e i v e a n d f i l e t h e Q u a r t e r l y F i n a n c i a l S t a t e m e n t s f o r t h e n i n e m o n t h s e n d e d M a r c h 3 1 , 2 0 1 4 . 9 B . A P P R O P R I A T I O N S L I M I T F O R F I S C A L Y E A R 2 0 1 4 / 1 5 O v e r v i e w P a g e 5 3 T h i s i t e m i s f o r t h e C o m m i s s i o n t o a p p r o v e R e s o l u t i o n N o . 1 4 - 0 2 0 , " R e s o l u t i o n o f t h 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 C o m m i s s i o n E s t a b l i s h i n g t h e C o m m i s s i o n ' s A p p r o p r i a t i o n s L i m i t f o r F i s c a l Y e a r 2 0 1 4 / 1 5 " . 9 C . R E C U R R I N G C O N T R A C T S F O R F I S C A L Y E A R 2 0 1 4 / 1 5 O v e r v i e w T h i s i t e m i s f o r t h e C o m m i s s i o n t o : P a g e 6 0 1 ) A p p r o v e t h e r e c u r r i n g c o n t r a c t s f o r F i s c a l Y e a r 2 0 1 4 / 1 5 ; 2 ) A p p r o v e A g r e e m e n t N o . 0 7 - 3 1 - 1 6 4 - 1 1 , A m e n d m e n t N o . 1 1 t o A g r e e m e n t 0 7 - 3 1 - 1 6 4 - 0 0 , w i t h B e s t B e s t & K r i e g e r L L P ( B B & K ) f o r p r o v i d e g e n e r a l l e g a l s e r v i c e s r e l a t e d t o l i t i g a t i o n i n t h e a m o u n t o f $ 5 5 0 , 0 0 0 , i n c l u d i n g c o n t i n g e n c y o f $ 5 0 , 0 0 0 , f o r a t o t a l a m o u n t n o t t o e x c e e d $ 5 , 5 9 0 , 1 0 0 f o r F Y 2 0 1 3 / 1 4 ; a n d 3 ) A u t h o r i z e t h e C h a i r o r E x e c u t i v e D i r e c t o r , p u r s u a n t t o l e g a l c o u n s e l r e v i e w , t o e x e c u t e t h e a g r e e m e n t s o n b e h a l f o f t h e C o m m i s s i o n . Riverside County Transportation Commission Agenda June 11, 2014 Page 4 9D. QUARTERLY INVESTMENT REPORT Page 68 Overview This item is for the Commission to receive and file the Quarterly Investment Report for the quarter ended March 31, 2014. 9E. CONSTRUCTION AGREEMENT WITH DALKE & SONS CONSTRUCTION, INC. FOR STATE ROUTE 91 CORRIDOR IMPROVEMENT PROJECT RIGHT OF WAY PROPERTY MITIGATION PACKAGE 4 Page 112 Overview This item is for the Commission to: 1) Award Agreement No. 14-31-103-00 to Dalke & Sons Construction, Inc. (Dalke & Sons) for the construction of State Route 91 Corridor Improvement Project (SR-91 CIP) Right of Way (ROW) Property Mitigation Package 4 in the amount of $2,868,480, plus a contingency amount of $286,848, for a total amount not to exceed $3,155,328; 2) Authorize the Chair or Executive Director, pursuant to legal counsel review, to execute the agreement on behalf of the Commission; and 3) Authorize the Executive Director to approve contingency work pursuant to the agreement terms up to the total amount. 9F. STATE ROUTE 60 TRUCK CLIMBING/DESCENDING LANE PROJECT — PLANS, SPECIFICATIONS, AND ESTIMATE AND RIGHT OF WAY Overview This item is for the Commission to: Page121 1) Approve Agreement No. 12-31-092-02, Amendment No. 2 to Agreement No. 12-31-092-00, with Caltrans to add the plans, specifications and estimate (PS&E) and right of way (ROW) roles and responsibilities for the State Route 60 truck climbing lane project, including current funding commitments; 2) Authorize the Chair or Executive Director, pursuant to legal counsel review, to execute the agreement on behalf of the Commission; and 3) Authorize the Executive Director, pursuant to legal counsel review, to execute future agreements with Caltrans within approved funding amounts. • • • Riverside County Transportation Commission Agenda June 11, 2014 Page 5 • 9G. PERRIS VALLEY LINE — RIVERSIDE HUNTER PARK STATION UTILITY EASEMENT Page 146 Overview This item is for the Commission to: 1) Approve the Easement Deed between the Commission and the city of Riverside, for Assessor Parcel Number (APN) 249-070-042, for underground utilities necessary for the future Riverside Hunter Park Station without any monetary compensation exchanged between the parties; and 2) Authorize the Chair or Executive Director, pursuant to legal counsel review, to execute the deed on behalf of the Commission. 9H. RIVERSIDE TRANSIT AGENCY AND SUNLINE TRANSIT AGENCY FISCAL YEAR 2013/14 SHORT RANGE TRANSIT PLANS AMENDMENTS Overview This item is for the Commission to: Page 157 1) Approve modifications to Riverside Transit Agency's (RTA) FY 2013/14 operating assistance program to cover additional costs for the following: 1) three new positions ($78,970); 2) new DAR contractor, Veolia Transportation (Veolia) ($505,162); and 3) Comprehensive Operational Analysis (COA) study ($144,432) for a total amount not to exceed $728,564 to be funded with a combination of Local Transportation Fund (LTF) funds, Measure A, and Federal Transit Administration (FTA) Sections 5307, 5309, 5316 (Job Access Reverse Commute), 5317 (New Freedom), and 5309 carryover funds; 2) Approve modifications to SunLine Transit Agency's (SunLine) FY 2013/14 capital improvement program to reflect an additional $4,251,307 in FTA CalStart Section 5309 funds and $900,000 in California Energy Commission (CEC) matching funds for a new battery dominant fuel cell bus project; 3) Change the scope of SunLine's programmed four replacement paratransit vans funded with State Transit Assistance (STA) to two replacements and two expansion vehicles for the provision of paratransit service with no additional cost; 4) Allocate $60,583 in LTF funds to cover the needed funds resulting from the personnel and operating changes outlined above; and 5) Approve amendments to the RTA and SunLine FY 2013/14 Short Range Transit Plans (SRTP) to reflect the changes above. • Riverside County Transportation Commission Agenda June 11, 2014 Page 6 91. FISCAL YEARS 2014/15 — 2016/17 SHORT RANGE TRANSIT PLANS Page 162 Overview This item is for the Commission to review and approve, in concept, the FYs 2014/15 — 2016/17 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 Rail Program, as presented. 10. PROPOSED METROLINK BUDGET FOR FISCAL YEAR 2014/15 Overview This item is for the Commission to: Page 167 1) Adopt the preliminary FY 2014/15 Southern California Regional Rail Authority (SCRRA) operating and capital budget; 2) Approve the additional 91 Line service with two additional peak period round trips during the weekday and a new weekend service; 3) Allocate the Commission's funding commitment to the SCRRA in an amount not to exceed $9,817,000 in Local Transportation Fund (LTF) funds for train operations and maintenance; and 4) Allocate the Commission's Section 5309 grant funds in an amount not to exceed $3,421,300 for SCRRA capital rehabilitation projects. 11. PRESENTATION — STATE ROUTE 91 HIGH OCCUPANCY VEHICLE LANES PROJECT Overview This item is for the Commission to receive an update on the State Route 91 High Occupancy Vehicle (HOV) Lanes Project from Basem Muallem, Caltrans District 8. 12. ITEM(S) PULLED FROM CONSENT CALENDAR AGENDA 13. COMMISSIONERS / EXECUTIVE DIRECTOR REPORT Overview This item provides the opportunity for the Commissioners and the Executive Director to report on attended meetings/conferences and any other items related to Commission activities. • • • Riverside County Transportation Commission Agenda June 11, 2014 Page 7 • 14. ADJOURNMENT The next Commission meeting and is scheduled to be held at 9:30 a.m., Wednesday, July 9, 2014, Board Chambers, First Floor, County Administrative Center, 4080 Lemon Street, Riverside. • RIVERSIDE COUNTY TRANSPORTATION COMMISSION ROLL CALL JUNE 11, 2014 Present Absent County of Riverside, District I ,� 0 County of Riverside, District II 0 ,A, County of Riverside, District III 0 County of Riverside, District IV 0 0 County of Riverside, District V Z 0 City of Banning ,21" 0 City of Beaumont 0 0 City of Blythe " 0 City of Calimesa � 0 City of Canyon Lake � 0 City of Cathedral City � 0 City of Coachella ,r2' 0 City of Corona .;e 0 City of Desert Hot Springs ,,0' 0 City of Eastvale O O City of Hemet 0 City of Indian Wells ,re O City of Indio ,•17* 0 City of Jurupa Valley ;V' 0 City of La Quinta 2K 0 City of Lake Elsinore ..r2K O City of Menifee ..17r. 0 City of Moreno Valley . 0 City of Murrieta ,,2r 0 City of Norco 0 City of Palm Desert ,,A-* 0 City of Palm Springs ..RY. 0 City of Perris )21 0 City of Rancho Mirage 0 0 City of Riverside 0 0 City of San Jacinto ,0f 0 City of Temecula A: 0 City of Wildomar Xi 0 Governor's Appointee, Caltrans District 8 l 0 RIVERSIDE COUNTY TRANSPORTATION COMMISSION COMMISSIONER SIGN -IN SHEET JUNE 11, 2014 NAME AGENCY E MAIL ADDRESS � jl0►e, reA-,tN/ ;') rablOirlidg cP6Fit_ /j.Gn1. /5 L)✓p'°k.S :3:5 55 L. / • M2 c.-/ /xt 4 07C _ND V x L� #@ Rug- t N '� � iti 11- /tI Co frri-v,dfz_ u�� Ved62- Joh vl S � 06a �ic-4_e� fib/44000-'rY- 0/ 6- 6 fb-db—S- /-/ ��A r.'#4) kGG-A 2...te t a: eii-e t ...s.e"Z A- 0.� /Eime Lic.R 0EZA 5 � � 6 AA H-11, 1-� trr c --- / C 1/1/*62_- A . , ,,tsL pisak4 fvf U x4 e4k-CrOc JS f C�c • V • Y -`� `I �� I zti _ b _ C 3. /fe>-•/,,, �/ 7se LS 7/ 61/1 "14.42, -:)e--/L.- �r ���1f , ^ A' < / d1- () i- Z6 Nz) < < �- // G -JANI 1-APNI 1 � �-At, m I) F=st-� i l bk,,c,.)-��,�so✓� -Fri �,'�(ens LA- �.�,w -4w 5 r e,,,aO ro,� ((a - taA16/--nt-c/--c-- e-/p AGENDA ITEM 5 • MINUTES " " R I V E R S I D E C O U N T Y T R A N S P O R T A T I O N C O M M I S S I O N M I N U T E S W e d n e s d a y , A p r i l 9 , 2 0 1 4 1 . C A L L T O O R D E R T h 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 C o m m i s s i o n w a s c a l l e d t o o r d e r b y C h a i r M a r i o n A s h l e y a t 9 : 4 2 a . m . i n t h e B o a r d R o o m a t t h e C o u n t y o f R i v e r s i d e A d m i n i s t r a t i v e C e n t e r , 4 0 8 0 L e m o n S t r e e t , R i v e r s i d e , C a l i f o r n i a , 9 2 5 0 1 . 2 . P L E D G E O F A L L E G I A N C E C o m m i s s i o n e r S c o t t M a n n l e d t h e C o m m i s s i o n i n a f l a g s a l u t e . 3 . R O L L C A L L C o m m i s s i o n e r s / A l t e r n a t e s P r e s e n t M a r i o n A s h l e y R o g e r B e r g B e n B e n o i t J o h n J . B e n o i t D a r y l B u s c h M a r y C r a t o n J o s e p h D e C o n i n c k K a t h l e e n D e R o s a G i n n y F o a t D e b o r a h F r a n k l i n R i c k G i b b s B e r w i n H a n n a D o u g l a s H a n s o n J a n H a r n i k T e r r y H e n d e r s o n S t e v e n H e r n a n d e z K e v i n J e f f r i e s F r a n k J o h n s t o n A n d r e w K o t y u k B o b M a g e e S c o t t M a n n S c o t t M a t a s G l e n n M i l l e r J e s s e M o l i n a * B a s e m M u a l l e m R o n R o b e r t s A d a m R u s h * K a r e n S p i e g e l J e f f S t o n e T e d W e i l l E l l a Z a n o w i c * A r r i v e d a f t e r t h e m e e t i n g w a s c a l l e d t o o r d e r 4 . P U B L I C C O M M E N T S T h e r e w e r e n o r e q u e s t s t o s p e a k f r o m t h e p u b l i c . C o m m i s s i o n e r s A b s e n t S t e v e A d a m s L a r r y S m i t h J o h n F . T a v a g l i o n e Riverside County Transportation Commission Minutes April 9, 2014 Page 2 5. APPROVAL OF MINUTES — JANUARY 8 AND JANUARY 31, 2014 M/S/C (Stone/Henderson) to approve the January 8 and January 31, 2014 minutes as submitted. Abstain: Miller 6. ADDITIONS / REVISIONS There were no additions or revisions to the agenda. 7. CONSENT CALENDAR M/S/C (Stone/Busch) to approve the following Consent Calendar items. 7A. REVISED PROPOSED POLICY GOALS AND OBJECTIVES FOR FISCAL YEAR 2014/15 BUDGET Approve the proposed Commission Policy Goals and Objectives for the FY 2014/15 Budget. 7B. FISCAL YEAR 2012/13 TRANSPORTATION DEVELOPMENT ACT AND MEASURE A AUDIT RESULTS Receive and file the Transportation Development Act (TDA) and Measure A audit results report for the FY 2012/13. 7C. CONFLICT OF INTEREST POLICY FOR THE INTERSTATE 15 EXPRESS LANES PROJECT Approve the Conflict of Interest (COI) Policy for the Interstate 15 Express Lanes Project (1-15 Express Lanes). 7D. AGREEMENT WITH JACOBS ENGINEERING GROUP INC. FOR THE COMPLETION OF THE FINAL ENVIRONMENTAL IMPACT REPORT/ENVIRONMENTAL IMPACT STATEMENT AND PROJECT REPORT FOR THE MID COUNTY PARKWAY PROJECT 1) Approve Agreement No. 04-31-018-07, Amendment No. 7 to Agreement No. 04-31-018, with Jacobs Engineering Group Inc. (Jacobs) to perform additional studies and design support for the completion of the final Recirculated Environmental Impact Report/Supplemental Environmental Impact Statement (REIR/SEIS) and Project Report (PR) for the Mid County Parkway (MCP) project for an additional amount of $2,243,505, plus a • " " " R i v e r s i d e C o u n t y T r a n s p o r t a t i o n C o m m i s s i o n M i n u t e s A p r i l 9 , 2 0 1 4 P a g e 3 c o n t i n g e n c y a m o u n t o f $ 2 2 4 , 3 5 0 , f o r a t o t a l a d d i t i o n a l a m o u n t o f $ 2 , 4 6 7 , 8 5 5 , r e s u l t i n g i n a t o t a l a m o u n t n o t ' t o e x c e e d $ 4 5 , 5 1 1 , 7 1 7 ; 2 ) A u t h o r i z e t h e C h a i r o r E x e c u t i v e D i r e c t o r , p u r s u a n t t o l e g a l c o u n s e l r e v i e w , t o e x e c u t e t h e a g r e e m e n t o n b e h a l f o f t h e C o m m i s s i o n ; 3 ) A u t h o r i z e t h e E x e c u t i v e D i r e c t o r t o a p p r o v e c o n t i n g e n c y w o r k a s m a y b e r e q u i r e d f o r t h e p r o j e c t ; a n d 4 ) A u t h o r i z e t h e E x e c u t i v e D i r e c t o r , p u r s u a n t t o l e g a l c o u n s e l r e v i e w , t o e x e c u t e n o n - f u n d i n g r e l a t e d a g r e e m e n t s f o r t h e e n v i r o n m e n t a l c l e a r a n c e a n d d e s i g n o f t h e p r o j e c t . 7 E . A G R E E M E N T S F O R O N - C A L L R I G H T O F W A Y E N G I N E E R I N G A N D S U R V E Y I N G S E R V I C E S 1 ) A w a r d t h e f o l l o w i n g a g r e e m e n t s t o p r o v i d e o n - c a l l r i g h t o f w a y e n g i n e e r i n g a n d s u r v e y i n g s e r v i c e s f o r a t h r e e - y e a r t e r m , a n d t w o o n e - y e a r o p t i o n s t o e x t e n d t h e a g r e e m e n t , i n a n a m o u n t n o t t o e x c e e d a n a g g r e g a t e v a l u e o f $ 7 5 0 , 0 0 0 ; a ) A g r e e m e n t N o . 1 4 - 3 1 - 0 4 3 - 0 0 w i t h H u i t t - Z o l l a r s , I n c ; b ) A g r e e m e n t N o . 1 4 - 3 1 - 0 4 4 - 0 0 w i t h P a r s o n s B r i n c k e r h o f f ; a n d c ) A g r e e m e n t N o . 1 4 - 3 1 - 0 4 5 - 0 0 w i t h R B F C o n s u l t i n g , a C o m p a n y o f M i c h a e l B a k e r C o r p o r a t i o n ( R B F ) ; 2 ) A u t h o r i z e t h e C h a i r o r E x e c u t i v e D i r e c t o r , p u r s u a n t t o l e g a l c o u n s e l r e v i e w , t o e x e c u t e t h e a g r e e m e n t s , i n c l u d i n g o p t i o n y e a r s , o n b e h a l f o f t h e C o m m i s s i o n ; a n d 3 ) A u t h o r i z e t h e E x e c u t i v e D i r e c t o r , o r d e s i g n e e , t o e x e c u t e t a s k o r d e r s a w a r d e d t o c o n t r a c t o r s u n d e r t h e t e r m s o f t h e a g r e e m e n t s . 7 F . F I S C A L Y E A R 2 0 0 9 / 1 0 T H R O U G H F I S C A L Y E A R 2 0 1 1 / 1 2 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 R E S U L T S F O R T H E C O M M I S S I O N A N D T H E T R A N S I T O P E R A T O R S 1 ) R e c e i v e a n d f i l e t h e F Y 2 0 0 9 / 1 0 t h r o u g h F Y 2 0 1 1 / 1 2 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 r e s u l t s f o r t h e C o m m i s s i o n ; a n d 2 ) R e c e i v e a n d f i l e t h e F Y 2 0 0 9 / 1 0 t h r o u g h F Y 2 0 1 1 / 1 2 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 r e s u l t s f o r t h e c i t i e s o f B a n n i n g , B e a u m o n t , C o r o n a , a n d R i v e r s i d e , 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 ( P V V T A ) , 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 ) , a n d 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 ) . Riverside County Transportation Commission Minutes April 9, 2014 Page 4 7G. OPERATION OF THE FREEWAY SERVICE PATROL PROGRAM IN RIVERSIDE COUNTY 1) Approve Agreement No. 14-45-084-00with the California Department of Transportation (Caltrans) for the operation of the Riverside County Freeway Service Patrol (FSP) program in the amount of $1,547,104 in state funding for FY 2013/14; and 2) Authorize the Chair or Executive Director, pursuant to legal counsel review, to execute the agreement on behalf of the Commission. 7H. SUPPORT OF THE UNIVERSITY OF CALIFORNIA, RIVERSIDE APPLICATION FOR DESIGNATION AS A MANUFACTURING COMMUNITY AS PART OF THE UNITED STATES DEPARTMENT OF COMMERCE INVESTING IN MANUFACTURING COMMUNITIES PARTNERSHIP 1) Authorize the Executive Director to provide a letter of support for the University of California (UC) Riverside's application for designation as a manufacturing community (Manufacturing Community) as part of the U.S. Department of Commerce Investing in Manufacturing Communities Partnership (ICMP); 2) Adopt Resolution No. 14-014, "Resolution of the Riverside County Transportation Commission Certifying Support for the University of California Riverside's Application for Designation as a Manufacturing Community as Part of the U.S. Department of Commerce Investing and Manufacturing Communities Partnership"; and 3) Work in cooperation with UC Riverside and the San Bernardino Associated Governments (SANBAG) in providing information and support for the application. 8. PRESENTATION FROM SOUTH COAST AIR QUALITY MANAGEMENT DISTRICT EXECUTIVE OFFICER BARRY R. WALLERSTEIN Commissioner John Benoit introduced and welcomed Executive Officer Barry Wallerstein for the South Coast Air Quality Management District (SCAQMD), and expressed appreciation for the SCAQMD's legislative proposal and for his commitment to Riverside County. Barry Wallerstein presented the draft MAP-21 legislative proposal from SCAQMD, highlighting the following areas: • MAP-21 reauthorization; • South Coast region nitrogen oxides emissions in 2023 with adopted standards; • Overview SCAQMD approach; • • " " " R i v e r s i d e C o u n t y T r a n s p o r t a t i o n C o m m i s s i o n M i n u t e s A p r i l 9 , 2 0 1 4 P a g e 5 " P r o p o s a l s 1 - 3 S u s t a i n a b l e f r e i g h t ; " P r o p o s a l s 4 - 5 F e d e r a l i n v o l v e m e n t ; " P r o p o s a l s 6 - 7 - P a s s e n g e r r a i l " P r o p o s a l 8 F e d e r a l e m i s s i o n c o n t r o l s ; a n d " R e g i o n a l c o m m e n t s a n d f u n d i n g . A t t h i s t i m e , C o m m i s s i o n e r A d a m R u s h j o i n e d t h e m e e t i n g . A t C o m m i s s i o n e r T e r r y H e n d e r s o n ' s r e q u e s t f o r c l a r i f i c a t i o n r e g a r d i n g f u n d i n g , B a r r y W a l l e r s t e i n r e p l i e d n o s p e c i f i c f u n d i n g i s i d e n t i f i e d a n d s u g g e s t e d t h e C o m m i s s i o n a n d t h e o t h e r a g e n c i e s r e a c h a j o i n t r e c o m m e n d a t i o n a n d c o m p e t e f o r n e w f u n d i n g f r o m a m o b i l i t y a n d p u b l i c h e a l t h p e r s p e c t i v e . H e a l s o e x p r e s s e d i t i s i n c u m b e n t o n t h e f e d e r a l g o v e r n m e n t t o a s s i s t . A d d i t i o n a l l y , u n d e r t h e G o v e r n o r ' s b u d g e t p r o p o s a l t h e C a p a n d T r a d e f u n d s w i l l b e u s e d f o r t h e s e e f f o r t s . H e e x p l a i n e d S C A Q M D i s t r y i n g t o c o m p l e m e n t t h o s e f u n d s w i t h a c o n t r i b u t i o n f r o m t h e f e d e r a l g o v e r n m e n t t o g e t m o r e t h a n t h e p o p u l a t i o n s h a r e g i v e n t h e a m o u n t o f f r e i g h t t r a f f i c i n t h i s r e g i o n . I n r e s p o n s e t o C o m m i s s i o n e r H e n d e r s o n ' s c o n c e r n f o r t h e C o m m i s s i o n ' s C o n g e s t i o n M i t i g a t i o n a n d A i r Q u a l i t y ( C M A Q ) f u n d s , D r . W a l l e r s t e i n e x p l a i n e d t h e r e w a s a p r o p o s a l t o b e m o r e i n v o l v e d i n t h e C M A Q d e c i s i o n m a k i n g a n d h e c o m m u n i c a t e d t o E x e c u t i v e D i r e c t o r A n n e M a y e r C M A Q f u n d i n g i s o f f t h e t a b l e . I n r e s p o n s e t o C o m m i s s i o n e r R o g e r B e r g ' s q u e s t i o n a b o u t t h e d i e s e l t r u c k e m i s s i o n s a d o p t e d a s a f e d e r a l s t a n d a r d , B a r r y W a l l e r s t e i n s t a t e d t h e r e i s a s i g n i f i c a n t e f f o r t t o c h a n g e o v e r t h e t r u c k f l e e t a n d d i s c u s s e d t h e v o t e r - a p p r o v e d P r o p o s i t i o n 1 B . H e e x p l a i n e d S C A Q M D i m p l e m e n t s t h o s e f u n d s i n c l u d i n g g r a n t s t o t r u c k o w n e r s t o s e c u r e t r u c k s w i t h p a r t i c u l a t e f i l t e r s a n d t o c o n t r o l n i t r o g e n e m i s s i o n s , w h i c h m a d e a s i g n i f i c a n t d i f f e r e n c e . H e s t a t e d t o r e d u c e t h e k e y p o l l u t a n t e m i s s i o n s b y t w o - t h i r d s t o t h r e e - q u a r t e r s , t h e n e x t s t e p s a r e a l l t r u c k f l e e t s a r e h y b r i d , a d v a n c e d n a t u r a l g a s , o r f u e l c e l l ; S C A Q M D i s n o t r u l i n g o u t t h e p o s s i b i l i t y o f d i e s e l t e c h n o l o g y c a t c h i n g u p . A t t h i s t i m e , C o m m i s s i o n e r J e s s e M o l i n a j o i n e d t h e m e e t i n g . I n r e s p o n s e t o C h a i r A s h l e y ' s q u e s t i o n f o r t h e P a n a m a C a n a l w i d e n i n g p r o g r a m a n d t h e a i r q u a l i t y i m p a c t s L o n g B e a c h a n d L o s A n g e l e s P o r t s ( t h e P o r t s ) w i l l h a v e o n t h i s r e g i o n , B a r r y W a l l e r s t e i n e x p l a i n e d t h e l a t e s t p r o j e c t s f r o m t h e P o r t s d o n o t a n t i c i p a t e a s i g n i f i c a n t d i v e r s i o n o f t r a f f i c t h r o u g h t h e P a n a m a C a n a l r e l a t i v e t o c o n t i n u e d g r o w t h a n d m o v e m e n t o f c o n t a i n e r s ; t h e P a n a m a C a n a l c a n n o t a c c o m m o d a t e t h e s u p e r v e s s e l s b e i n g b u i l t . A n n e M a y e r e x p r e s s e d a p p r e c i a t i o n f o r B a r r y W a l l e r s t e i n ' s p r e s e n t a t i o n a n d f o r t h e c o l l a b o r a t i o n w i t h t h e C o m m i s s i o n a n d o t h e r r e g i o n a l t r a n s p o r t a t i o n a g e n c i e s o n t h e s e p r o p o s a l s . S h e d i s c u s s e d t h e i m p o r t a n c e o f s p e a k i n g w i t h o n e v o i c e i n S o u t h e r n Riverside County Transportation Commission Minutes April 9, 2014 Page b California as this is a national program and other peers through the country are focused on similar objectives. She expressed if there are no new federal funds, the pressure needs to continue as there has to be a national freight policy and the successor of MAP-21 must contains provisions to maintain progress. She stated as these bills are written, it is important for the local agencies to regroup and staff is available to lend support. Chair Ashley expressed appreciation for Barry Wallerstein's presentation and for an excellent job working with the local agencies. Barry Wallerstein expressed appreciation to the Commission for its continued partnership with SCAQMD. 9. STATE ROUTE 91 CORRIDOR IMPROVEMENT PROJECT PROPERTY ACQUISITION UPDATE Mark Lancaster, Right of Way Manager, expressed appreciation to the staffs of Arellano and Associates and Overland, Pacific, and Cutler for their hard work on the State Route 91 Corridor Improvement Project (SR-91 CIP). He then presented the SR-91 CIP update for the right of way and acquisition, highlighting the following areas: • Right of way approach and goals; • Making contact with property owners; • Total rights of way interests; • Full, partial acquisitions, relocation, business/residential and storage units; • Resolutions of necessity adopted to date; At this time, Commissioner Kevin Jeffries left the meeting Eliza Echevarria, Community Relations Manager, presented the community outreach program for the SR-91 CIP, highlighting the following areas: • Buena Vista Mobile Manor — Acquisition and relocation, early identification, and impacts, mobile home park overview, research, demographics, action plan, communication, public meetings and follow up, resources, relocation process, and progression; and • Training opportunities — Corona Fire, Corona Police Departments, and other agencies invited. At this time, Commissioner Kathleen DeRosa left the meeting. • Riverside County Transportation Commission Minutes April 9, 2014 Page 7 Eliza Echevarria played a video of the first training sessions the Corona Fire Department conducted at the Buena Vista Mobile Manor, which will serve the greater good of the community. Commissioner Jesse Molina apologized for arriving late and asked about the time frame for the Panama Canal. Chair Ashley replied staff will provide that information. Commissioner Karen Spiegel expressed appreciation to the Commission for allowing the use of the mobile home park and discussed why this training exercise was so appreciated by the city of Corona. At this time, Commissioner Jeff Stone left the meeting. Commissioner Henderson discussed the city of La Quinta's experience of closing down a mobile home park and expressed appreciation to staff for an excellent job and noted the process will work right if people are treated right. Anne Mayer expressed appreciation to staff and the consultants for doing an exceptional job and stated staff wanted to share how the Commission conducts business. At this time, Commissioner Bob Magee left the meeting. 10. STATE LEGISLATIVE UPDATE Aaron Hake, Government Relations Manager, presented the state legislation, highlighting the following areas: • AB 515 (Dickinson) — Seeks Amendments; • AB 2197 (Mullin) —Support; • AB 785 (Wolk — Support if Amended; • SB 969 (DeSaulnier) — Oppose Unless Amended; • SB 990 (Vidak) — Oppose; and In response to Commissioner Rush's question regarding AB 2197 and its potential costs, Aaron Hake replied a final cost has not been determined. He explained three years ago the Legislature required the Department of Motor Vehicles to establish an electronic vehicle registration system. He stated the vision from the proponents of the bill is the electronic registration system will allow auto dealers to print the vehicle registration immediately upon purchase. Riverside County Transportation Commission Minutes April 9, 2014 Page 8 At Commissioner Rush's request regarding AB 990, Aaron Hake discussed the basis for a disadvantaged community. At this time, Commissioner Andrew Kotyuk left the meeting. Commissioner J. Benoit referred to H.R. 29 for contracting out and noted speaking at California State Association of Counties concerning this matter. He discussed his strong concern for this bill and recommended staff return to the Commission with a formal resolution to express its extreme angst for this potential change. He discussed attending the Annual American Council of Engineering Companies (ACEC) Conference and the concerns of the Professional Engineers Geologists and Geophysicists (PEGG) legislation and lawsuit. He asked staff to explain the ACEC/PEGG lawsuit. At this time, Commissioners Mary Craton and Jan Harnik left the meeting. Steve DeBaun, legal counsel, stated this matter was discussed in Closed Session. The lawsuit challenges AB 401, which is design -build legislation, and attacks provisions of the bill related to use of contracting out for construction inspection services.Mr. DeBaun expressed if the lawsuit is successful, the Commission may lose its ability to use the design -build legislation. At this time, Commissioner Spiegel left the meeting. M/S/C (Johnston/B. Benoit) to adopt the following bill positions: a) AB 515 (Dickinson) — Seek Amendments; b) AB 2197 (Mullin) — Support; c) SB 785 (Wolk) — Support if Amended; d) SB 969 (DeSaulnier) -Oppose Unless Amended; and e) SB 990 (Vidak) — Oppose. 11. CAP AND TRADE FUNDING PRINCIPLES Aaron Hake presented an overview for the Cap and Trade Program policy and its principles. M/S/C (B. Benoit/Hanna) to adopt principles for state cap and trade funding. 12. ITEM(S) PULLED FROM CONSENT CALENDAR FOR DISCUSSION There were no items pulled from the Consent Calendar. • • " " R i v e r s i d e C o u n t y T r a n s p o r t a t i o n C o m m i s s i o n M i n u t e s A p r i l 9 , 2 0 1 4 P a g e 9 1 3 . C O M M I S S I O N E R S / E X E C U T I V E D I R E C T O R ' S R E P O R T T h e r e w e r e n o r e p o r t s f r o m C o m m i s s i o n e r s o r t h e E x e c u t i v e D i r e c t o r . A t t h i s t i m e , C o m m i s s i o n e r s J . B e n o i t , B a s e m M u a l l e m , a n d R u s h l e f t t h e m e e t i n g . 1 4 . C L O S E D S E S S I O N 1 4 A . C O N F E R E N C E W I T H R E A L P R O P E R T Y N E G O T I A T O R S P u r s u a n t t o G o v e r n m e n t C o d e S e c t i o n 5 4 9 5 6 . 8 A g e n c y N e g o t i a t o r : E x e c u t i v e D i r e c t o r o r D e s i g n e e P r o p e r t y O w n e r ( s ) : S e e B e l o w I t e m A P N ( s ) P r o p e r t y O w n e r ( s ) 2 3 4 - 2 5 0 - 0 0 9 2 3 4 - 2 5 0 - 0 1 0 2 3 4 - 2 5 0 - 0 1 1 1 2 3 4 - 2 5 0 - 0 1 2 2 3 4 - 2 5 0 - 0 1 3 Y a v i t z C o m p a n y , L L C 2 3 4 - 2 5 0 - 0 2 9 2 3 4 - 2 5 0 - 0 3 0 2 3 4 - 2 5 0 - 0 3 1 1 4 B . C O N F E R E N C E W I T H L E G A L C O U N S E L : E X I S T I N G L I T I G A T I O N P u r s u a n t t o G o v e r n m e n t C o d e S e c t i o n 5 4 9 5 6 . 9 ( d ) ( 1 ) C a s e N o s . R I C 1 1 0 6 5 5 0 a n d R I C 1 2 0 4 8 2 0 T h e r e w e r e n o a n n o u n c e m e n t s f r o m C l o s e d S e s s i o n i t e m s . 1 5 . A D J O U R N M E N T T h e r e b e i n g n o f u r t h e r b u s i n e s s f o r c o n s i d e r a t i o n b y t h 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 C o m m i s s i o n , a d j o u r n e d t h e m e e t i n g a t 1 1 : 3 0 a . m . T h e n e x t C o m m i s s i o n m e e t i n g i s s c h e d u l e d t o b e h e l d a t 9 : 3 0 a . m . , W e d n e s d a y , M a y 1 4 , 2 0 1 4 , i n t h e B o a r d R o o m , a t t h e C o u n t y o f R i v e r s i d e A d m i n i s t r a t i v e C e n t e r , 4 0 8 0 L e m o n S t r e e t , R i v e r s i d e , C a l i f o r n i a . R e s p e c t f u l l y s u b m i t t e d , J e n n i f e r H a r m o n C l e r k o f t h e B o a r d RIVERSIDE COUNTY TRANSPORTATION COMMISSION MINUTES Wednesday, May 14, 2014 1. CALL TO ORDER The Riverside County Transportation Commission was called to order by Chair Marion Ashley at 9:42 a.m. in the Board Room at the County of Riverside Administrative Center, 4080 Lemon Street, Riverside, California, 92501. 2. PLEDGE OF ALLEGIANCE Commissioner Scott Matas led the Commission in a flag salute. 3. ROLL CALL Commissioners/Alternates Present Commissioners Absent Steve Adams Marion Ashley Ben Benoit John J. Benoit Daryl Busch Mary Craton Kathleen DeRosa Deborah Franklin Rick Gibbs Berwin Hanna Douglas Hanson Jan Harnik Terry Henderson Steven Hernandez 4. PUBLIC COMMENTS Kevin Jeffries Frank Johnston Andrew Kotyuk Bob Magee Scott Mann Scott Matas Glenn Miller Jesse Molina Basem Muallem Adam Rush Karen Spiegel Jeff Stone Ted Weill Ella 2anowic Roger Berg Joseph DeConinck Ginny Foat Ron Roberts Larry Smith John F. Tavaglione Executive Director Anne Mayer presented Finance Manager/Controller Michele Cisneros and Accounting Supervisor Anne Marie Hallberg with 15-year service awards. Anne Mayer announced the Commission received the following awards: • Riverside County Transportation Commission Minutes May 14, 2014 Page 2 • 2014 CAPIO Excellence in Communications Award for the SR-91 CIP Buena Vista Mobile Manor Right of Way; • 2014 Inland Empire Section American Planning Association Hard Won Victories Award for the Perris Valley Line project; and • Best Practices Award of Merit for the SR-91 CIP — Buena Vista Mobile Manor Right of Way Acquisition Outreach program. Chair Ashley expressed this is a tribute to the hard work staff, the Commission's consultants, and the Commissioners have done. 5. APPROVAL OF MINUTES — MARCH 12, 2014 M/S/C (Mann/J. Benoit) to approve the March 12, 2014 minutes as submitted. Abstain: Franklin 6. PUBLIC HEARING — ADOPTION OF RESOLUTIONS OF NECESSITY AND AN AMENDED RESOLUTION OF NECESSITY FOR THE ACQUISITION OF FEE, BUILDING ACCESS EASEMENT, BUILDING DEMOLITION EASEMENT, PERMANENT WALL FOOTING EASEMENT, TEMPORARY CONSTRUCTION EASEMENT, AND POSSESSORY AND/OR LEASEHOLD INTERESTS IN ALL OR PORTIONS OF CERTAIN REAL PROPERTY, BY EMINENT DOMAIN, MORE PARTICULARLY DESCRIBED AS ASSESSOR PARCEL NOS. 102-050-002, 102-050-010, 102-050-013, 102-050-014, AND 102-050-018; 118-330-009; 102-101-001; AND 102-050-005 LOCATED IN CORONA, RIVERSIDE COUNTY, CALIFORNIA, FOR THE STATE ROUTE 91 CORRIDOR IMPROVEMENT PROJECT, BETWEEN PIERCE STREET ON THE EAST TO THE COUNTY LINE ON THE WEST, IN RIVERSIDE COUNTY, CALIFORNIA At this time, Chair Ashley opened the public hearing and called upon legal counsel to explain the nature and scope of this hearing. Steve DeBaun, legal counsel, explained the purpose of this hearing is for the Board to consider the adoption of Resolution of Necessity Nos. 14-016, 14-017, 14-018, and Amended Resolution of Necessity No. 13-074 for the acquisition of various real properties for the State Route 91 Corridor Improvement Project (SR-91 CIP). He stated at the conclusion of this hearing, the Board will be asked to adopt the resolutions of necessity and he listed the findings. He explained the purpose of this hearing is to consider the need for acquisition of the property and not to consider the value of the property. Jennifer Harmon, Clerk of the Board, verified proofs of mailing that certify the notices were sent to the property owners of said parcel numbers are on file with the Commission. The Commission has not received any written objections, protests, or requests to be heard from the owners or their representatives. • • " R i v e r s i d e C o u n t y T r a n s p o r t a t i o n C o m m i s s i o n M i n u t e s M a y 1 4 , 2 0 1 4 P a g e 3 2 3 4 1 0 2 - 0 5 0 - 0 0 2 1 0 2 - 0 5 0 - 0 1 0 1 0 2 - 0 5 0 - 0 1 3 1 0 2 - 0 5 0 - 0 1 4 1 0 2 - 0 5 0 - 0 1 8 1 1 8 - 3 3 0 - 0 0 9 1 0 2 - 1 0 1 - 0 0 1 1 0 2 - 0 5 0 - 0 0 5 2 2 1 2 8 2 2 1 7 5 2 2 1 3 5 2 2 1 2 1 S e r f a s S e r v i c e S t a t i o n , I n c . D v o r a k & P a y n e , L t d . G i a n t I n l a n d E m p i r e R V C e n t e r s , I n c . S e r f a s C o u n t r y C l u b s I n c . 1 4 - 0 1 6 1 4 - 0 1 7 1 4 - 0 1 8 1 3 - 0 7 4 N o N o N o M a r k L a n c a s t e r , R i g h t o f W a y M a n a g e r , p r e s e n t e d t h e r e s o l u t i o n s o f n e c e s s i t y a n d a n a m e n d e d r e s o l u t i o n o f n e c e s s i t y f o r t h e S R - 9 1 C I P a n d d i s c u s s e d t h e f o l l o w i n g a r e a s : " F o u r f i n d i n g s r e q u i r e d b y t h e B o a r d ; " P r o j e c t M a p P a r c e l l o c a t i o n s i n t h e p r o j e c t ; " P a r c e l l i s t ; " O f f e r s o f j u s t c o m p e n s a t i o n a n d c o n t a c t s u m m a r y f o r e a c h p a r c e l ; " A e r i a l v i e w s o f p a r c e l s ; a n d " S t a f f r e c o m m e n d a t i o n . A t t h i s t i m e , C h a i r A s h l e y c a l l e d o n a n y p e r s o n s w h o w i s h t o b e h e a r d t h a t h a v e a n i n t e r e s t i n p r o p e r t y . T h e r e w e r e n o r e q u e s t s t o s p e a k . I n r e s p o n s e t o C o m m i s s i o n e r M a r y C r a t o n ' s q u e s t i o n a s t o w h y t h e C o m m i s s i o n w o u l d p u r c h a s e t h i s l a n d a t S e r f a s C l u b D r i v e , M a r k L a n c a s t e r r e p l i e d i t i s a s e p a r a t e a s s e s s o r p a r c e l n u m b e r ' ( A P N ) a n d i s n o t p a r t o f t h e g o l f c o u r s e . H e e x p l a i n e d i t i s a l a n d l o c k e d p i e c e o f p r o p e r t y o w n e d b y t h e o r i g i n a l g o l f c o u r s e o w n e r s . W i t h t h e s i z e r e d u c t i o n , i t i s a n u n e c o n o m i c r e m n a n t . A t C o m m i s s i o n e r A d a m R u s h ' s r e q u e s t , M a r k L a n c a s t e r c l a r i f i e d f o r t h e D v o r a k & P a y n e , L t d . P r o p e r t y , t h e b u i l d i n g a c c e s s e a s e m e n t l a s t s a s l o n g a s t h e d e m o l i t i o n o f t h e c u t a n d r e f a c e o n t h e s o u t h e r l y p o r t i o n o f t h e p r o p e r t y , w h i c h i s s i x m o n t h s . H e e x p l a i n e d t h e r e w i l l b e a c c e s s a n d t h e a b i l i t y t o m a k e a d j u s t m e n t s t o l e a v e t h e p r o p e r t y i n a f u n c t i o n i n g c o n d i t i o n w h e n c o m p l e t e d . C o m m i s s i o n e r J e f f S t o n e e x p r e s s e d a p p r e c i a t i o n f o r s t a f f ' s h a r d w o r k a n d s t a t e d w h e n t h e C o m m i s s i o n g o e s t h r o u g h t h e e m i n e n t d o m a i n p r o c e s s , h e n e e d s t o a s k q u e s t i o n s f o r i t h e r e c o r d , w h i c h a r e : 1 ) i s t h i s p u b l i c l y n e c e s s a r y ; 2 ) a r e t h e s e p r o p e r t i e s a p p r a i s e d a t t h e h i g h e s t a n d b e s t u s e ; 3 ) h a s s t a f f e x h a u s t e d a l l a d m i n i s t r a t i v e r e m e d i e s f o r a n a c c e p t a b l e t r a n s a c t i o n w i t h t h e p r o p e r t y o w n e r s ; a n d 4 ) w i l l n e g o t i a t i o n s c o n t i n u e i f t h e C o m m i s s i o n m o v e s f o r w a r d w i t h e m i n e n t d o m a i n . Riverside County Transportation Commission Minutes May 14, 2014 Page 4 Mark Lancaster replied yes to all. In response to Commissioner Stone's clarification if the property owners' appraisals were taken into consideration, Mark Lancaster replied absolutely. He explained the Commission does an appraisal and the property owners are offered $5,000 to perform their appraisal and a settlement is negotiated using both appraisals. Chair Ashley then called on any other persons who wish to be heard on this matter. There were no other requests to speak from the public. Chair Ashley closed the public hearing. M/S/C (Henderson/Busch) to: 1) Conduct a hearing to consider the adoption of resolutions of necessity, and amend one resolution of necessity, including providing all parties interested in the affected property and their attorneys, or their representatives, an opportunity to be heard on the issues relevant to the resolutions of necessity; 2) Make the following findings as hereinafter described in this report: a) The public interest and necessity require the proposed project; b) The project is planned or located in a manner that will be most compatible with the greatest public good and the least private injury; c) The real property to be acquired is necessary for the project; and d) The offer of just compensation has been made to the owner. 3) Adopt Resolution of Necessity Nos. 14=016, 14-017, 14-018, and Amended Resolution of Necessity No. 13-074, "Resolutions of Necessity, and Amended Resolution of Necessity, for the Acquisition of Fee, Building Access Easement, Building Demolition Easement, Permanent Wall Footing Easement, Temporary Construction Easement, and Possessory and/or Leasehold Interests in All or Portions of Certain Real Property, by Eminent Domain, More Particularly Described as Assessor Parcel Nos. 102-050-002, 102-050-010, 102-050-013, 102-050-014, and 102-050-018; 118-330-009; 102-101-001; and 102-050-005 Located in Corona, Riverside County, California", for the State Route 91 Corridor Improvement Project (SR-91 CIP), between Pierce Street on the east to the County line on the West, in Riverside County, California. 7. PUBLIC HEARING — PROPOSED BUDGET FOR FISCAL YEAR 2014/15 Michele Cisneros, Finance Manager/Controller, presented the proposed Budget for FY 2014/15 and discussed the following areas: • • " " R i v e r s i d e C o u n t y T r a n s p o r t a t i o n C o m m i s s i o n M i n u t e s M a y 1 4 , 2 0 1 4 P a g e 5 " B u d g e t p r o c e s s ; " F Y 2 0 1 4 / 1 5 B u d g e t c o n s i d e r a t i o n s a n d s u m m a r y ; " S o u r c e s a n d e x p e n d i t u r e b y b r e a k d o w n a n d c o m p a r i s o n ; " C a p i t a l d e p a r t m e n t e x p e n d i t u r e h i g h l i g h t s ; " F u n c t i o n a l e x p e n d i t u r e s b r e a k d o w n a n d c o m p a r i s o n ; a n d " N e x t s t e p s . I n r e s p o n s e t o C o m m i s s i o n e r K a r e n S p i e g e l ' s q u e s t i o n r e g a r d i n g M e t r o l i n k ' s b u d g e t e d a m o u n t , M i c h e l e C i s n e r o s r e p l i e d $ 1 0 . 4 m i l l i o n i s i n c l u d e d i n t h e C o m m i s s i o n ' s b u d g e t f o r M e t r o l i n k s u b s i d y . S h e l d o n P e t e r s o n c l a r i f i e d t h e a m o u n t i s m o r e t h a n t h e p r o p o s e d s u b s i d y , w h i c h i s $ 9 . 8 m i l l i o n , h o w e v e r , t h e C o m m i s s i o n b u d g e t e d $ 1 0 . 4 m i l l i o n . M / S / C ( S t o n e / M a t a s ) t o c o n t i n u e t h e p u b l i c h e a r i n g f o r t h e p r o p o s e d B u d g e t f o r F Y 2 0 1 4 / 1 5 t o t h e C o m m i s s i o n m e e t i n g o n J u n e 1 1 , 2 0 1 4 . A t t h i s t i m e , C o m m i s s i o n e r S t o n e l e f t t h e m e e t i n g . 8 . A D D I T I O N S / R E V I S I O N S T h e r e w e r e n o a d d i t i o n s o r r e v i s i o n s t o t h e a g e n d a . 9 . C O N S E N T C A L E N D A R C o m m i s s i o n e r D o u g l a s H a n s o n r e q u e s t e d t o p u l l A g e n d a I t e m 9 C , " C o n s t r u c t i o n a n d M a i n t e n a n c e A g r e e m e n t s w i t h B u r l i n g t o n N o r t h e r n S a n t a F e R a i l w a y f o r t h 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 " f o r f u r t h e r d i s c u s s i o n . M / S / C ( A d a m s / B u s c h ) t o a p p r o v e t h e f o l l o w i n g C o n s e n t C a l e n d a r i t e m s . A b s t a i n : C o m m i s s i o n e r s K e v i n J e f f r i e s a n d B o b M a g e e - A g e n d a I t e m 9 G 9 A . 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 R e c e i v e a n d f i l e t h e s a l e s t a x a n a l y s i s f o r Q u a r t e r 4 2 0 1 3 ( Q 4 2 0 1 3 ) . 9 B . S I N G L E S I G N A T U R E A U T H O R I T Y R E P O R T R e c e i v e a n d f i l e t h e S i n g l e S i g n a t u r e A u t h o r i t y r e p o r t f o r t h e t h i r d q u a r t e r e n d e d M a r c h 3 1 , 2 0 1 4 . Riverside County Transportation Commission Minutes May 14, 2014 Page 6 9D. CONSTRUCTION AGREEMENT WITH DALKE & SONS CONSTRUCTION, INC. FOR STATE ROUTE 91 CORRIDOR IMPROVEMENT PROJECT RIGHT OF WAY PROPERTY MITIGATION PACKAGE 3 1) Award Agreement No. 14-31-081-00 to Dalke & Sons Construction, Inc. (Dalke & Sons) for the construction of State Route 91 Corridor Improvement Project (SR-91 CIP) Right of Way (ROW) Property Mitigation Package 3 in the amount of $5,147,846, plus a contingency amount of $514,785, for a total amount not to exceed $5,662,631; 2) Authorize the Chair or Executive Director, pursuant to legal counsel review, to execute the agreement on behalf of the Commission; and 3) Authorize the Executive Director to approve contingency work pursuant to the agreement terms up to the total amount. 9E. ACTIVE- TRANSPORTATION PROGRAM — METROPOLITAN PLANNING ORGANIZATION REGIONAL PROGRAM GUIDANCE AND METHODOLOGY FOR ASSIGNING ADDITIONAL POINTS FOR RIVERSIDE COUNTY PROJECT APPLICATIONS Approve the Metropolitan Planning Organization (MPO) Regional Program Guidance and Methodology for assigning an additional 10 points to Riverside County Active Transportation Program (ATP) project application scores, subsequent to the California Transportation Commission's (CTC) evaluation process. 9F. TRANSPORTATION UNIFORM MITIGATION FEE REVENUE PROJECTION 1) Approve the revised Fiscal Year 2013/14 Transportation Uniform Mitigation Fee (TUMF) revenue projection of $7.4 million, comprised of $3.7 million related to regional arterials and $3.7 million to Community Environmental Transportation Acceptability Process (CETAP) corridors; and 2) Approve the budget decrease adjustments to TUMF revenues of $2.3 million related to regional arterials and $2.3 million to CETAP corridors. 9G. AMENDMENT TO TRANSPORTATION UNIFORM MITIGATION FEE REGIONAL ARTERIAL AGREEMENT FOR THE INTERSTATE 15/RAILROAD CANYON ROAD INTERCHANGE PROJECT IN THE CITY OF LAKE ELSINORE 1) Approve Agreement No. 10-72-016-03, Amendment No. 3 to Agreement No. 10-72-016-00, with the city of Lake Elsinore (Lake Elsinore) for the Interstate 15/ Railroad Canyon Road interchange project to authorize additional scope to analyze a roundabout alternative as part of the project • • " " R i v e r s i d e C o u n t y T r a n s p o r t a t i o n C o m m i s s i o n M i n u t e s M a y 1 4 , 2 0 1 4 P a g e 7 a p p r o v a l a n d e n v i r o n m e n t a l d o c u m e n t ( P A & E D ) p h a s e w i t h a n a d d i t i o n a l $ 6 0 0 , 0 0 0 o f T U M F f u n d s t o b e a l l o c a t e d t o t h i s p h a s e f o r a t o t a l a m o u n t n o t t o e x c e e d $ 2 , 2 0 5 , 0 0 0 ; 2 ) A p p r o v e A g r e e m e n t N o . 1 1 - 3 1 - 1 0 7 - 0 3 , A m e n d m e n t N o . 3 t o A g r e e m e n t N o . 1 1 - 3 1 - 1 0 7 - 0 0 , w i t h S C E n g i n e e r i n g t o a d d a r o u n d a b o u t a l t e r n a t i v e t o t h e P A & E D s e r v i c e s a s s o c i a t e d w i t h t h e p r o j e c t i n t h e a m o u n t o f $ 5 0 0 , 0 0 9 , p l u s a n a d d i t i o n a l c o n t i n g e n c y a m o u n t o f $ 2 5 , 0 0 0 f o r a t o t a l i n c r e a s e o f $ 5 2 5 , 0 0 9 , r e s u l t i n g i n a t o t a l n o t t o e x c e e d a m o u n t o f $ 1 , 2 3 0 , 0 0 9 ; 3 ) A u t h o r i z e t h e C h a i r o r E x e c u t i v e D i r e c t o r , p u r s u a n t t o l e g a l c o u n s e l r e v i e w , t o e x e c u t e t h e a g r e e m e n t s o n b e h a l f o f t h e C o m m i s s i o n ; 4 ) A u t h o r i z e t h e E x e c u t i v e D i r e c t o r t o a p p r o v e r e l e a s e o f c o n t i n g e n c y w o r k u p t o t h e t o t a l a u t h o r i z e d a m o u n t a s m a y b e r e q u i r e d f o r t h e p r o j e c t ; a n d 5 ) A u t h o r i z e t h e E x e c u t i v e D i r e c t o r , p u r s u a n t t o l e g a l c o u n s e l r e v i e w , t o e x e c u t e a g r e e m e n t s w i t h C a l t r a n s t o r e f l e c t n o n - f u n d i n g c h a n g e s r e l a t e d t o t h e p r o j e c t o n b e h a l f o f t h e C o m m i s s i o n . 9 H . P R O P E R T Y C O N V E Y A N C E A T P E D L E Y S T A T I O N 1 ) A p p r o v e A g r e e m e n t N o . 1 4 - 3 3 - 1 0 4 - 0 0 b e t w e e n t h e C o m m i s s i o n a n d S e r g i o H e r n a n d e z a n d A n g e l a A v i l a , p r o p e r t y o w n e r o f A s s e s s o r ' s P a r c e l N u m b e r ( A P N ) 1 6 5 - 1 9 0 - 0 4 4 , f o r p r o p e r t y c o n v e y a n c e s t o p e r f e c t t i t l e a t t h e P e d l e y S t a t i o n w i t h o u t a n y m o n e t a r y c o m p e n s a t i o n e x c h a n g e d b e t w e e n t h e p a r t i e s ; a n d 2 ) A u t h o r i z e t h e C h a i r o r E x e c u t i v e D i r e c t o r , p u r s u a n t t o l e g a l c o u n s e l r e v i e w , t o e x e c u t e t h e a g r e e m e n t o n b e h a l f o f t h e C o m m i s s i o n . 9 1 . A G R E E M E N T F O R C O N S T R U C T I O N M A N A G E M E N T S E R V I C E S , M A T E R I A L S T E S T I N G , A N D C O N S T R U C T I O N S U R V E Y I N G F O R R I V E R S I D E D O W N T O W N S T A T I O N O P E R A T I O N S C O N T R O L C E N T E R 1 ) A w a r d A g r e e m e n t N o . 1 4 - 3 1 - 0 7 5 - 0 0 t o A b a c u s P r o j e c t M a n a g e m e n t , I n c . ( A b a c u s ) f o r c o n s t r u c t i o n m a n a g e m e n t ( C M ) , m a t e r i a l s t e s t i n g , a n d c o n s t r u c t i o n s u r v e y i n g s e r v i c e s f o r t h e R i v e r s i d e D o w n t o w n S t a t i o n O p e r a t i o n s C o n t r o l C e n t e r ( R D N O C C ) , i n t h e a m o u n t o f $ 1 6 5 , 2 5 3 , p l u s a c o n t i n g e n c y a m o u n t o f $ 1 6 , 5 2 5 , f o r a t o t a l a m o u n t n o t t o e x c e e d $ 1 8 1 , 7 7 8 ; 2 ) A u t h o r i z e t h e C h a i r o r E x e c u t i v e D i r e c t o r , p u r s u a n t t o l e g a l c o u n s e l r e v i e w , t o e x e c u t e t h e a g r e e m e n t o n b e h a l f o f t h e C o m m i s s i o n ; a n d 3 ) . A u t h o r i z e t h e E x e c u t i v e D i r e c t o r t o a p p r o v e c o n t i n g e n c y w o r k a s m a y b e r e q u i r e d f o r t h e p r o j e c t . Riverside County Transportation Commission Minutes May 14, 2014 Page 8 9J. FISCAL YEAR 2014/15 MEASURE A COMMUTER ASSISTANCE BUSPOOL SUBSIDY FUNDING CONTINUATION REQUESTS 1) Authorize payment of $1,645/month maximum subsidy per buspool for the period July 1, 2014 to June 30, 2015, to the existing Mira Loma, Riverside, and Riverside II buspools; and 2) Require subsidy recipients to meet monthly buspool reporting requirements as supporting documentation to receive payments. 9K. AMENDMENT TO FREEWAY SERVICE PATROL AGREEMENT 1) Approve Agreement No. 12-45-046-01, Amendment No. 1 to Agreement No. 12-45-046-00 with Pepe's Towing (Pepe's) to provide freeway service patrol (FSP) services on the Commission's Interstate 215 Central widening project in the amount of $475,000; and 2) Authorize the Chair or Executive Director, pursuant to legal counsel review, to execute the agreement on behalf of the Commission. 9L. AGREEMENTS FOR THE TRAFFIC SIGNAL COORDINATION PARTNERSHIP PROGRAM 1) Approve Agreement No. 14-65-106-00 with the South Coast Air Quality Management District (SCAQMD) for $1.25 million to fund traffic flow improvements located within Riverside County; 2) Approve the following agreements for a total amount not to exceed $1.25 million: a) Agreement No. 14-65-107-00 with Coachella Valley Association of Governments (CVAG) in the amount not to exceed $310,375; b) Agreement No. 14-65-108-00 with the city of Eastvale in an amount not to exceed $74,625; c) Agreement No. 14-65-109-00 with the city of Moreno Valley in an amount not to exceed $490,000; d) Agreement No. 14-65-110-00 with the city of Riverside in an amount not to exceed $375,000; 3) Authorize the Chair or Executive Director, pursuant to legal counsel review, to execute the agreements on behalf of the Commission; and 4) Replace $939,625 in Congestion Mitigation Air Quality (CMAQ) funding previously allocated to the cities of Eastvale, Moreno Valley, and Riverside through the Commission's 2013 Multi -funding Call for Projects approved on January 8, 2014, with funding available through SCAQMD's Mobile Source Air Pollution Reduction Review Committee (MSRC) Program. • • " " " R i v e r s i d e C o u n t y T r a n s p o r t a t i o n C o m m i s s i o n M i n u t e s M a y 1 4 , 2 0 1 4 P a g e 9 9 M . S T A T E A N D F E D E R A L L E G I S L A T I V E U P D A T E 1 ) R e c e i v e a n d f i l e a n u p d a t e o n M A P - 2 1 r e a u t h o r i z a t i o n ; 2 ) A d o p t t h e f o l l o w i n g s t a t e b i l l p o s i t i o n s : a ) A B 2 0 3 6 ( M a n s o o r ) O p p o s e U n l e s s A m e n d e d ; b ) A B 2 6 5 1 ( L i n d e r ) S u p p o r t ; c ) A B 2 7 2 8 ( P e r e a ) S u p p o r t ; a n d d ) H R 2 9 ( G o m e z ) - O p p o s e . 1 0 . A G R E E M E N T F O R F O R E C A S T I N G S E R V I C E 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 R A I L C O R R I D O R S E R V I C E D E V E L O P M E N T P L A N S h e l d o n P e t e r s o n , R a i l M a n a g e r , p r e s e n t e d 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 D e v e l o p m e n t P l a n , h i g h l i g h t i n g t h e f o l l o w i n g a r e a s : " S e r v i c e d e v e l o p m e n t p l a n ; " P h a s e s 1 a n d 2 d e l i v e r a b l e s ; " P r o j e c t s c h e d u l e a n d p r o c u r e m e n t p r o c e s s ; a n d " N e x t s t e p s . A t t h i s t i m e , C o m m i s s i o n e r S t o n e r e j o i n e d t h e m e e t i n g . C h a i r A s h l e y e x p r e s s e d a p p r e c i a t i o n f o r i n i t i a t i n g t h i s p l a n a n d m o v i n g i t f o r w a r d . C o m m i s s i o n e r D o u g l a s H a n s o n e x p l a i n e d t h i s p l a n w a s d i s c u s s e d a t t h e E a s t e r n R i v e r s i d e C o u n t y P r o g r a m s a n d P r o j e c t s C o m m i t t e e a n d h e r e c o m m e n d e d t h i s t r a i n b e c r e a t e d u s i n g a h y d r o g e n f u e l c e l l . H e d i s c u s s e d a d v o c a t i n g t h e o p p o r t u n i t y t o p u t i n t h e f i r s t f u l l s e r v i c e h y d r o g e n f u e l c e l l o p e r a t e d p a s s e n g e r t r a i n s e r v i c e a n d s u g g e s t e d w o r k i n g w i t h t h e E n v i r o n m e n t a l P r o t e c t i o n A g e n c y , t h e S o u t h e r n C a l i f o r n i a 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 , A m t r a k , a n d U n i o n P a c i f i c R a i l r o a d t o b r i n g t h i s o p p o r t u n i t y t o f r u i t i o n . H e e x p r e s s e d a p p r e c i a t i o n f o r s t a f f ' s h a r d w o r k i n a d v o c a t i n g f o r p a s s e n g e r t r a i n s e r v i c e t o C o a c h e l l a V a l l e y . C o m m i s s i o n e r S t e v e n H e r n a n d e z e x p r e s s e d a p p r e c i a t i o n f o r s t a f f ' s p r o p o s a l a s i t l a y s o u t a c o m p r e h e n s i v e a n a l y s i s o f t h e f e a s i b i l i t y o f p a s s e n g e r t r a i n s e r v i c e i n t o t h e S a n G o r g o n i o P a s s a r e a a n d t h e C o a c h e l l a V a l l e y . H e e x p l a i n e d i t a l s o h e l p s p r e s e r v e f u n d i n g f o r 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 ) s e r v i c e s i n C o a c h e l l a V a l l e y a n d s u g g e s t e d t h e C o m m i s s i o n n e e d s t o c o m m e n c e d i s c u s s i o n s o n h o w t o f u n d t h i s p r o j e c t a s w e l l a s t h e P V L e x t e n s i o n i n t o t h e S a n J a c i n t o V a l l e y . Riverside County Transportation Commission Minutes May 14, 2014 Page 10 Anne Mayer stated this is a key objective of the study to understand the project feasibility, costs, and potential funding sources. She explained this effort will require Commissioner involvement. She discussed its impact on the region and the outreach program. M/S/C (Hanson/J. Benoit) to 1) Award Agreement No. 14-25-072-00 to HDR Engineering, Inc. (HDR) for forecasting services for the Coachella Valley -San Gorgonio Pass Rail Corridor (Corridor) Service Development Plan (SDP) in the amount of $1,697,645, plus a contingency amount of $150,000 for a total amount not to exceed $1,847,645; 2) Authorize staff to proceed with the Phase 1 work, including Tasks 1 and 2 through a limited notice to proceed (NTP) in the amount of $1,847,645; 3) Authorize the Chair or Executive Director, pursuant to legal counsel review, to execute the agreement on behalf of the Commission; 4) Authorize the Executive Director to approve contingency work as may be required for the project; and 5) Authorize staff to negotiate the scope and fee for Phase 2 (Tasks 3 and 4) and to bring back to the Commission, at a later date, a separate request for authorization to execute a separate contract amendment to proceed to the next phase of work, if warranted. At this time, Commissioners Steve Adams, Hernandez, and Rush left the meeting. 11. ITEM(S) PULLED FROM CONSENT CALENDAR FOR DISCUSSION 9C. CONSTRUCTION AND MAINTENANCE AGREEMENTS WITH BURLINGTON NORTHERN AND SANTA FE RAILWAY FOR THE STATE ROUTE 91 CORRIDOR IMPROVEMENT PROJECT In response to Commissioner Hanson's request for clarification regarding the reimbursement for flagging services, Toll Project Manager David Thomas replied the design -build contract was structured to include flagging services as part of the contractor's bid. He explained the Commission does not have a mechanism for the contractor to pay BNSF Railway directly for the flagging service costs. Anne Mayer added BNSF Railway would not execute an agreement with a private entity for flagging services so funding must flow through the public agency. However, it is the contractor's responsibility to pay for these services. M/S/C (B. Benoit/Henderson) to: Riverside County Transportation Commission Minutes May 14, 2014 Page 11 1) Approve the construction and maintenance (C&M) agreements with Burlington Northern and Santa Fe Railway (BNSF) for the State. Route 91 Corridor Improvement Project (SR-91 CIP) in the amount $7,321,341, plus a contingency amount of $732,134, for a total amount not to exceed $8,053,475; a) Agreement No. 14-31-115-00 for West Prado Overhead in the amount of $866,154; b) Agreement No. 14-31-113-00 for East Prado Overhead in the amount of $1,007,242; c) Agreement No. 14-31-114-00 for West Porphyry Overhead in the amount of $4,985,624; and d) Agreement No. 14-31-112-00 for East Porphyry Overhead in the amount of $462,321; Subject to any increases (not to exceed the authorized contingency) or reductions in final amounts, as described; 2) Authorize the Chair or Executive Director, pursuant to legal counsel review, to execute the agreements on behalf of the Commission; and 3) Authorize the Executive Director to approve contingency work up to the total not to exceed amount, as required for the agreements. At this time, Commissioner Rush rejoined the meeting. 12. COMMISSIONERS/EXECUTIVE DIRECTOR'S REPORT There were no reports from Commissioners or the Executive Director. At this time, Commissioners J. Benoit, Kevin Jeffries, Glenn Miller, and Basem Muallem left the meeting. 13. CLOSED SESSION 13A. CONFERENCE WITH LEGAL COUNSEL: EXISTING LITIGATION Pursuant to Government Code Section 54956.9 (d)(1) Case No(s). RIC 1200336 and RIC 1204820 There were no announcements from the Closed Session items. Riverside County Transportation Commission Minutes May 14, 2014 Page 12 14. ADJOURNMENT There being no further business for consideration by the Riverside County Transportation Commission, adjourned the meeting in memory of the Commission's former Deputy Executive Director Paul Blackwelder at 11:06 a.m. The next Commission meeting is scheduled to be held at 9:30 a.m., Wednesday, June 11, 2014, in the Board Room, at the County of Riverside Administrative Center, 4080 Lemon Street, Riverside, California. Respectfully submitted, Jennifer Harmon Clerk of the Board • • DETACH AND SUBMIT TO THE CLERK OF THE BOARD L0/2.0N,�� DATE; /c� 'HECK IF SUBJECT OF • �� PUBLIC COMMENTS: O PUBLIC COMMENTS: `3`G1 ZA2l `4‘A "' " J a� AGENDA ITEM NO.:� SUBJECT OF (AS LISTED ON THE AGENDA) _ AGENDA ITEM: � ��� NAME: ," 1j� / PHONE NO... f�f�t7 ADDRESS: STREET // ��//JJ ��,,�� ��jj CITY ZIP CODE REPRESENTING: 6A,/y, 7'%" 0 PHONE NO.: NAME OF AGENCY / ORGANIZATION / GROUP BUSINESS ADDRESS: STREET CITY ZIP CODE DETACH AND SUBMIT TO THE CLERK OF THE BOARD DATE: ( 1 I iu CHECK IF SUBJECT OF , 1 PUBLIC COMMENTS: CI PUBLIC COMMENTS:4kE5, a`'�-��.��"-�� T � y AGENDA ITEM NO.: SUBJECT OF �1A s "j-+^� / (AS LISTED ON THE AGENDA) AGENDA ITEM: V L/ NAME: ADDRESS: L"1/1, crra r-ere'vil)e-'c77 PHONE NO.: � 1 14a Lifn/0 hike .7 arec.vlce C,r03 STREET CITY REPRESENTING: ZIP CODE d� vi ev.17-44711 ) -e--) PHONE N00( �%-rtf2� NAME OF AGENCY / ORGANIZATION / GROUP BUSINESS ADDRESS: STREET CITY ZIP CODE AGENDA ITEM 6 PUBLIC HEARING " R I V E R S I D E C O U N T Y T R A N S P O R T A T I O N C O M M I S S I O N D A T E : J u n e 1 1 , 2 0 1 4 T O : R i v e r s i d e C o u n t y T r a n s p o r t a t i o n C o m m i s s i o n F R O M : M a r k L a n c a s t e r , R i g h t o f W a y M a n a g e r T H R O U G H : A n n e M a y e r , E x e c u t i v e D i r e c t o r S U B J E C T : A d o p t i o n o f a R e s o l u t i o n o f N e c e s s i t y f o r t h e A c q u i s i t i o n o f F e e , B u i l d i n g A c c e s s E a s e m e n t , B u i l d i n g D e m o l i t i o n E a s e m e n t , a n d T e m p o r a r y C o n s t r u c t i o n E a s e m e n t I n t e r e s t s i n P o r t i o n s o f C e r t a i n R e a l P r o p e r t y , b y E m i n e n t D o m a i n , M o r e P a r t i c u l a r l y D e s c r i b e d a s A s s e s s o r P a r c e l N o s . 1 1 8 - 2 7 0 - 0 3 4 , 1 1 8 - 2 7 0 - 0 3 5 , 1 1 8 - 2 7 0 - 0 3 6 , 1 1 8 - 2 7 0 - 0 3 8 , 1 1 8 - 2 7 0 - 0 3 9 , a n d 1 1 8 - 2 7 0 - 0 4 2 L o c a t e d i n C o r o n a , R i v e r s i d e C o u n t y , C a l i f o r n i a , f o r t h 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 , B e t w e e n P i e r c e S t r e e t o n t h e E a s t t o t h e C o u n t y L i n e o n t h e W e s t , i n R i v e r s i d e C o u n t y , C a l i f o r n i a S T A F F R E C O M M E N D A T I O N : T h i s i t e m i s f o r t h e C o m m i s s i o n t o : 1 ) C o n d u c t a h e a r i n g t o c o n s i d e r t h e a d o p t i o n o f a r e s o l u t i o n o f n e c e s s i t y , i n c l u d i n g p r o v i d i n g a l l p a r t i e s i n t e r e s t e d i n t h e a f f e c t e d p r o p e r t y a n d t h e i r a t t o r n e y s , o r t h e i r r e p r e s e n t a t i v e s , a n o p p o r t u n i t y t o b e h e a r d o n t h e i s s u e s r e l e v a n t t o t h e r e s o l u t i o n o f n e c e s s i t y ; 2 ) M a k e t h e f o l l o w i n g f i n d i n g s a s h e r e i n a f t e r d e s c r i b e d i n t h i s r e p o r t : a ) T h e p u b l i c i n t e r e s t a n d n e c e s s i t y r e q u i r e t h e p r o p o s e d p r o j e c t ; b ) T h e p r o j e c t i s p l a n n e d o r l o c a t e d i n a m a n n e r t h a t w i l l b e m o s t c o m p a t i b l e w i t h t h e g r e a t e s t p u b l i c g o o d a n d t h e l e a s t p r i v a t e i n j u r y ; c ) T h e r e a l p r o p e r t y t o b e a c q u i r e d i s n e c e s s a r y f o r t h e p r o j e c t ; a n d d ) T h e o f f e r o f j u s t c o m p e n s a t i o n h a s b e e n m a d e t o t h e o w n e r . 3 ) A d o p t R e s o l u t i o n o f N e c e s s i t y N o . 1 4 - 0 2 2 , " R e s o l u t i o n o f N e c e s s i t y f o r t h e A c q u i s i t i o n o f F e e , B u i l d i n g A c c e s s E a s e m e n t , B u i l d i n g D e m o l i t i o n E a s e m e n t , a n d T e m p o r a r y C o n s t r u c t i o n E a s e m e n t I n t e r e s t s i n P o r t i o n s o f C e r t a i n R e a l P r o p e r t y , b y E m i n e n t D o m a i n , M o r e P a r t i c u l a r l y D e s c r i b e d a s A s s e s s o r P a r c e l N o s . 1 1 8 - 2 7 0 - 0 3 4 , 1 1 8 - 2 7 0 - 0 3 5 , 1 1 8 - 2 7 0 - 0 3 6 , 1 1 8 - 2 7 0 - 0 3 8 , 1 1 8 - 2 7 0 - 0 3 9 , a n d 1 1 8 - 2 7 0 - 0 4 2 ( C P N s 2 2 2 1 8 - 1 , 2 2 2 1 8 - 2 , 2 2 2 1 8 - 3 , 2 2 2 1 8 - 4 , 2 2 2 1 8 - 5 , 2 2 2 1 8 - 6 , a n d 2 2 2 1 8 - 7 ) L o c a t e d i n C o r o n a , R i v e r s i d e C o u n t y , C a l i f o r n i a ' , f o r t h 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 ( S R - 9 1 C I P ) , b e t w e e n P i e r c e S t r e e t o n t h e E a s t t o t h e C o u n t y L i n e o n t h e W e s t , i n R i v e r s i d e C o u n t y , C a l i f o r n i a . A g e n d a I t e m 6 1 BACKGROUND INFORMATION: The Commission is being asked to consider the adoption of a resolution of necessity for the interests in the parcels outlined in this agenda item. These interests are required for construction of the SR-91 CIP. The power of eminent domain is used by the Commission only as a last resort to obtain interests necessary for public highway projects after: 1) negotiations have stalled; or 2) the property owner has requested the Commission proceed directly to eminent domain for tax or other advantages; or 3) the eminent domain process is necessary to clear the title to the property. In this case, an offer of just compensation has been made to the property owner for the full Fair Market Value as determined by an appraisal. Commission staff attempted to negotiate amicable settlements in good faith, and will continue to do so throughout the process. Fair Market Value is defined by the state of California and is one of the most inclusive definitions in the United States. It requires the highest and best use of the property be considered. All of the Commission's appraisals must meet the California definition of Fair Market Value. One of the requirements for acquiring property for improvement projects is that an offer of just compensation be made to the owners of the property. The Commission makes these offers in person whenever possible. The amount of compensation is determined by appraisals prepared by independent appraisal firms licensed by the Bureau of Real Estate Appraisers. The content of these appraisals, what elements are considered in them, and the methodologies used in the preparation are all proscribed by various laws and the Uniform Standards of Appraisal Practice (USPAP), published by the Appraisal Foundation. The Federal Government recognizes the USPAP as generally accepted appraisal standards and requires USPAP compliance for appraisers in federally related transactions. Every appraisal calculates the market value of the acquisition as defined by the California Code of Civil Procedure, based on the highest and best use, as defined in USPAP, and includes consideration of severance damages and project benefits (also defined in the California Code of Civil Procedure). In every case, the property owner is invited to accompany the appraiser during the site visit so that as much information as possible is considered in the appraisal. A review appraisal prepared by a different certified appraiser is then conducted to ensure all proper procedures have been followed. Additionally, in accordance with state law, every property owner is offered up to $5,000 to reimburse the cost to have their own appraisal prepared. Staff will bring to the Commission those interests that meet one of the three criteria above. The timing of these resolutions will balance the need to give the property owners as much time as possible to reach an agreement, while at the same time allowing enough time for the Commission to go through the process to obtain possession in time to avoid delays to the design -build contractor. The legal process from adoption of the resolution of necessity to receiving legal possession of the properties takes approximately 150 days. Agenda Item 6 2 " C a l i f o r n i a e m i n e n t d o m a i n l a w p r o v i d e s t h a t a p u b l i c e n t i t y m a y n o t c o m m e n c e w i t h e m i n e n t d o m a i n p r o c e e d i n g s u n t i l i t s g o v e r n i n g b o d y h a s a d o p t e d a r e s o l u t i o n o f n e c e s s i t y , w h i c h r e s o l u t i o n m a y o n l y b e a d o p t e d a f t e r t h e g o v e r n i n g b o d y h a s g i v e n e a c h p a r t y w i t h a n i n t e r e s t i n t h e a f f e c t e d p r o p e r t y , o r t h e i r r e p r e s e n t a t i v e s , a r e a s o n a b l e o p p o r t u n i t y t o a p p e a r a n d b e h e a r d o n t h e f o l l o w i n g m a t t e r s : 1 ) T h e p u b l i c i n t e r e s t a n d n e c e s s i t y r e q u i r e t h e p r o p o s e d p r o j e c t ; 2 ) T h e p r o j e c t i s p l a n n e d o r l o c a t e d i n a m a n n e r t h a t w i l l b e m o s t c o m p a t i b l e w i t h t h e g r e a t e s t p u b l i c g o o d a n d t h e l e a s t p r i v a t e i n j u r y ; 3 ) T h e r e a l p r o p e r t y t o b e a c q u i r e d i s n e c e s s a r y f o r t h e p r o j e c t ; a n d 4 ) T h e o f f e r o f j u s t c o m p e n s a t i o n h a s b e e n m a d e t o t h e p r o p e r t y o w n e r . S i n c e a n a g r e e m e n t h a s n o t b e e n r e a c h e d w i t h t h e p r o p e r t y o w n e r , i t m a y b e n e c e s s a r y t o a c q u i r e n e c e s s a r y i n t e r e s t s d e s c r i b e d b y e m i n e n t d o m a i n . T h e i n i t i a t i o n o f t h e e m i n e n t d o m a i n p r o c e s s i s a c c o m p l i s h e d b y t h e C o m m i s s i o n ' s a d o p t i o n o f a r e s o l u t i o n o f n e c e s s i t y f o r t h e a f f e c t e d p r o p e r t y . R e c o r d p r o p e r t y o w n e r s m u s t b e a f f o r d e d a n o p p o r t u n i t y t o a p p e a r a t t h e h e a r i n g a n d l o d g e o b j e c t i o n s . A n o t i c e o f t h i s h e a r i n g w a s s e n t b y f i r s t c l a s s m a i l t o t h e p r o p e r t y o w n e r , a n d s t a t e d t h e C o m m i s s i o n ' s i n t e n t t o c o n s i d e r t h e a d o p t i o n o f a r e s o l u t i o n , t h e r i g h t o f t h e p r o p e r t y o w n e r t o a p p e a r a n d b e h e a r d o n t h e s e i s s u e s , a n d t h a t f a i l u r e t o f i l e a w r i t t e n r e q u e s t t o a p p e a r w o u l d r e s u l t i n a w a i v e r o f t h e r i g h t t o a p p e a r a n d b e h e a r d . T h e C o m m i s s i o n s c h e d u l e d t h i s h e a r i n g a t w h i c h a l l p e r s o n s w h o f i l e d a w r i t t e n r e q u e s t i n c o m p l i a n c e w i t h a p p l i c a b l e l a w m a y a p p e a r a n d b e h e a r d . A n a e r i a l v i e w o f t h e p a r c e l s s u b j e c t t o t h i s s t a f f r e p o r t i n r e l a t i o n t o t h e S R - 9 1 C I P i s a t t a c h e d . F i n d i n g 1 : P u b l i c I n t e r e s t a n d N e c e s s i t y R e q u i r e t h e P r o l e c t S R - 9 1 i n R i v e r s i d e C o u n t y r a n k s a m o n g t h e n a t i o n ' s w o r s t c o m m u t e s w h e r e m o s t m o t o r i s t s e x p e r i e n c e s i g n i f i c a n t d e l a y s . S t o p - a n d - g o t r a f f i c i s t h e n o r m , e s p e c i a l l y d u r i n g m o r n i n g a n d l a t e a f t e r n o o n r u s h h o u r s . T r a f f i c c o n g e s t i o n o n e a s t b o u n d S R - 9 1 b e t w e e n t h e c i t i e s o f A n a h e i m a n d C o r o n a i s r o u t i n e l y a m o n g t h e w o r s t 1 5 a r e a s i n t h e n a t i o n . S R - 9 1 i s c o n t i n u i n g t o e x p e r i e n c e i n c r e a s e d c o n g e s t i o n a s a r e s u l t o f p o p u l a t i o n g r o w t h i n R i v e r s i d e a n d S a n B e r n a r d i n o C o u n t i e s a n d t h e i n c r e a s e i n j o b s i n L o s A n g e l e s a n d O r a n g e C o u n t i e s . D e m o g r a p h i c p r o j e c t i o n s f o r t h e 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 ) r e g i o n s h o w p o p u l a t i o n a n d e m p l o y m e n t i n O r a n g e a n d R i v e r s i d e C o u n t i e s a r e f o r e c a s t t o i n c r e a s e s u b s t a n t i a l l y b y 2 0 3 5 . A s a r e s u l t , t r a f f i c v o l u m e s o n S R - 9 1 a r e e x p e c t e d t o i n c r e a s e b y a p p r o x i m a t e l y 5 0 p e r c e n t b y 2 0 3 5 , w h i c h w o u l d r e s u l t i n e v e n g r e a t e r c o n g e s t i o n a n d d e l a y s o n S R - 9 1 . T h e e x i s t i n g t r a v e l d e m a n d o n S R - 9 1 h a s l e d t o a h e a v y d i r e c t i o n a l c o m m u t e p a t t e r n b e t w e e n L o s A n g e l e s / O r a n g e a n d R i v e r s i d e C o u n t i e s t h a t i s p r o j e c t e d t o c o n t i n u e i n t o t h e f u t u r e . S R - 9 1 i s t h e o n l y m a j o r h i g h w a y t h a t l i n k s O r a n g e a n d R i v e r s i d e C o u n t i e s . E x t e n d i n g f r o m t h e O r a n g e C o u n t y / R i v e r s i d e C o u n t y l i n e i n t h e c i t y o f C o r o n a t o P i e r c e S t r e e t i n R i v e r s i d e , t h e A g e n d a I t e m 6 SR-91 CIP will add mixed flow lanes, tolled express lanes, improve interchanges, bridges, ramps, and local streets. New freeway to freeway ramp connections between the SR-91 and Interstate 15 also will be made. The SR-91 CIP is designed to reduce delays, improve air quality, offer a choice between regular mixed flow lanes and express lanes, allow faster emergency response, relieve local street congestion, and provide better access to public transit and rails. Finding 2: The Proiect is Planned or Located in a Manner Most Compatible with Greatest Public Good and Least Private Iniury A thorough analysis was conducted to find the single best alternative for the SR-91 CIP. Environmental analyses and findings indicate the chosen alignment uniquely satisfies engineering, public health, and environmental issues, and is the most compatible with the greatest public good and least private injury. To minimize private injury, a thorough analysis regarding the need for each property and each interest was conducted in the planning stages of the SR-91 CIP. Efforts during the planning stages included conducting public outreach meetings and seeking feedback about the SR-91 CIP alignment and potential impacts. Staff also met regularly with various local agencies and businesses to determine if modifications to the alignment were necessary to minimize impacts. These efforts continued over the course of years to ,ensure the alignment design achieved the greatest public good with the least private injury. As part of the acquisition process, unless settlement was reached within the first 30 days after an offer was made, every property owner was provided an opportunity to participate in meetings with project staff. The goal of these meetings was to minimize private injury not only on the basis of information staff obtained through the planning process, but also on the information provided by the property owners. As a result, staff has in some cases included mitigation measures to reduce and minimize impacts to the property. Compliance with the California Environmental Quality Act has been satisfied by Caltrans' certification of an environmental impact report (EIR) in its role as lead agency on August 8, 2012, and the Commission's subsequent consideration of that certified EIR in its role as a responsible agency on November 14, 2012. Finding 3: The Real Property to be Acquired is Necessary for the Proiect The property interests sought below have been analyzed to determine if a feasible design alternative exists that would alleviate the need for the interest. As indicated above, the property owners of the interests were invited to meet with project staff and provide input to address any concerns the property owners may have with the design of the SR-91 CIP in the manner proposed and the necessity of the acquisition. To the extent the property owners Agenda Item 6 4 raised such concerns; staff took those concerns into consideration and attempted to make design modifications as feasible and possible. In the end, staff recommends the following interests in real property are necessary for the project. RON No. 14-022 — Owner: Carona Towne Center, LLC, a California limited liability company; APNs 118-270-034, 118-270-035, 118-270-036, 118-270-038, 118-270-039, and 118-270-042 (CPNs 22218-1, 22218-2, 22218-3, 22218-4, 22218-5, 22218-6, and 22218-7 The real property commonly known as APNs 118-270-034, ;118-270-035, 118-270-036, 118-270-038, 118-270-039, and 118-270-042 is owned in fee by Corona Towne Center, LLC, a California limited liability company (Corona Towne Center), and is located at 261-401 South Lincoln Avenue, in Corona, California. The subject property is roughly square in shape and is commonly known as the Corona Towne Center, a community shopping center containing 139,003 square feet of gross leasable area on a 10.42 acre (453889 square foot) site. The subject property is occupied by retail/commercial tenants including Cardenas market, Fallas clothing store, Dollar Tree, Yoshinoya restaurant, an animal hospital, and various other businesses. The property is bounded by a former RV sales business to the north, residential properties to the south, commercial businesses to the east, and South Lincoln Street to the west. The north and west sides of the subject property are impacted due to the widening of SR-91, the resulting realignment of the eastbound Lincoln Avenue on and off ramps, and the addition of a new frontage road. West 2nd Street will be extended west through the shopping center from the existing west 2nd Street/Vicentia Avenue intersection to the Lincoln Avenue/D Street intersection. The eastbound Lincoln Avenue on and off ramps will be realigned to intersect with the newly extended west 2nd Street. The Commission is seeking to acquire portions of the subject property including fee, building access easement, building demolition easement, and four temporary construction easement interests. An offer of just compensation for the property interests sought to be acquired was made to the record owner on January 7, 2014. A supplemental offer for additional improvements pertaining to realty was made on April 8, 2014. Accordingly, the Commission is seeing a resolution of necessity for the purpose of acquiring the property interests necessary for the project. Legal definition(s), legal description(s) and/or plat map(s) of the portions sought to be acquired are attached as an exhibit to Resolution of Necessity No. 14-022. An aerial view of the parcel and the parcel's relationship to the SR-91 CIP is also attached. The Notice of Hearing was mailed to the property owners on April 26, 2014. Agenda Item 6 5 Finding 4: Offers of Just Compensation Have Been Made to the Property Owners Litigation guarantees were obtained from Commonwealth Land Title Insurance Company to confirm and identify the parties with an interest in the parcels affected by the SR-91 CIP. The Commission then served the affected property owner and other interested parties as appropriate, with a notice of the Commission's decision to appraise the property. The Commission had the real property interests appraised by the real estate appraisal firm of Integra Realty Resource, and the fixtures and equipment interests were appraised by the appraisal firm of Desmond, Marcello &'Amster, LLC, to establish the Fair Market Value of the property interests the Commission its seeking to acquire from the parties identified herein. Offers of just compensation were made to the property owner to purchase the property interests based on the approved appraisals, as required by Section 7267.2 of the California Government Code. However, the Commission will acquire the fee, building access easement, building demolition easement, and: temporary construction easement interests including any improvements sought from the property owners and/or tenants through eminent domain, to ensure the property will be available to meet the time frames associated with the construction of the SR-91 CIP. Fiscal Impact' There is no fiscal impact .due to the adoption of the resolution of necessity. All property acquisition expenses are included in the SR-91 CIP budget. Attachment: Resolution No. 14-022 Agenda Item 6 6 RESOLUTION NO. 14-022 RESOLUTION OF NECESSITY FOR THE ACQUISITION OF FEE, BUILDING ACCESS EASEMENT, BUILDING DEMOLITION EASEMENT, AND TEMPORARY CONSTRUCTION EASEMENT INTERESTS IN CERTAIN REAL PROPERTY, BY EMINENT DOMAIN, MORE PARTICULARLY DESCRIBED AS ASSESSOR PARCEL NOS. 118-270-034, 118-270-035, 118-270-036, 118-270-038, 118-270-039, AND 118-270-042, LOCATED IN CORONA, RIVERSIDE COUNTY, CALIFORNIA, FOR THE STATE ROUTE 91 CORRIDOR IMPROVEMENT PROJECT, WHICH COVERS THE AREA BETWEEN PIERCE STREET ON THE EAST TO THE COUNTY LINE ON THE WEST, IN RIVERSIDE COUNTY, CALIFORNIA WHEREAS, the Riverside County Transportation Commission (the "Commission") proposes to acquire fee, building access easement, building demolition easement and temporary construction easement interests in certain real property, located in Riverside County, California, more particularly described as Assessor Parcel Nos. 118-270-034, 118-270-035, 118-270-036, 118-270-038, 118-270-039, 118-270-042, and (CPNs 22218-1, 22218-2, 22218-3, 22218-4, 22218-5, 22218-6, and 22218-7) for the State Route 91 Corridor Improvement Project (SR-91 CIP) in Riverside County, California, pursuant to the authority granted to it by section 130220.5 of the California Public Utilities Code; and WHEREAS, pursuant to section 1245.235 of the California Code of Civil Procedure, the Commission scheduled a public hearing for Wednesday, June 11, 2014 at 9:30 a.m., at the County Administration Building, Board of Supervisors Chambers, at 4080 Lemon Street, Riverside, California, and gave to each person whose property is to be acquired and whose name and address appeared on the last equalized county assessment roll, notice and a reasonable opportunity to appear at said hearing and be heard on the matters referred to in section 1240.030 of the California Code of Civil Procedure; and WHEREAS, said hearing has been held by the Commission, and the affected property owner and other interested parties were afforded an opportunity to be heard on said matters; and WHEREAS, the Commission may now adopt a Resolution of Necessity pursuant to section 1240.040 of the California Code of Civil Procedure; NOW, THEREFORE, THE COMMISSION DOES HEREBY RESOLVE AND DECLARE AS FOLLOWS: Section 1. Compliance with California Code of Civil Procedure. There has been compliance by the Commission with the requirements of section 1245.235 of the California Code of Civil Procedure regarding notice and hearing. • Section 2. Public Use. The public use for the fee, building access easement, building demolition easement and temporary construction easement interests in the property to be acquired is for the SR-91 CIP in Riverside County, California. Section 130220.5 of the California Public Utilities Code authorizes the Commission to acquire, by eminent domain, property necessary for such purposes. Section 3. Description of Property. Attached and marked as Exhibit "A" are the legal definitions, legal descriptions and plat maps of the portions of the parcel upon which the fee, building access easement, building demolition easement and temporary construction easement interests to be acquired by the Commission are located, and which describe the general location and extent of the property with sufficient detail for reasonable identification. Section 4. Findings. The Commission hereby finds and determines each of the following: (a) The public interest and necessity require the proposed project; (b) The proposed project is planned or located in the manner that will be most compatible with the greatest public good and least private injury; (c) The property defined, described and/or depicted in Exhibit "A" is necessary for the proposed project; and (d) The offer required by section 7267.2 of the California Government Code was made. Section S. Use Not Unreasonably interfering with Existing Public Use. Some or all of the real property affected by the interest to be acquired is subject to easements and rights of way appropriated to existing public uses. The legal descriptions of these easements and rights of way are on file with the Commission and describe the general location and extent of the easements and rights of way with sufficient detail for reasonable identification. In the event the herein described use or uses will not unreasonably interfere with or impair the continuance of the public use as it now exists or may reasonably be expected to exist in the future, counsel for the Commission is authorized to acquire the herein described interest subject to such existing public use(s) pursuant to section 1240.510 of the California Code of Civil Procedure. Section 6. More Necessary Public Use. Some or all of the real property affected by the interest to be acquired is subject to easements and rights of way appropriated to existing public uses. To the extent that the herein described use or uses will unreasonably interfere with or impair the continuance of the public use as it now exists or may reasonably be expected to exist in the future, the Commission finds and determines that the herein described use or uses are more necessary than • 8 " " " s a i d e x i s t i n g p u b l i c u s e . C o u n s e l f o r t h e C o m m i s s i o n i s a u t h o r i z e d t o a c q u i r e t h e h e r e i n d e s c r i b e d r e a l p r o p e r t y a p p r o p r i a t e d t o s u c h e x i s t i n g p u b l i c u s e s p u r s u a n t t o s e c t i o n 1 2 4 0 . 6 1 0 o f t h e C a l i f o r n i a C o d e o f C i v i l P r o c e d u r e . S t a f f i s f u r t h e r a u t h o r i z e d t o m a k e s u c h i m p r o v e m e n t s t o t h e a f f e c t e d r e a l p r o p e r t y t h a t i t d e t e r m i n e s a r e r e a s o n a b l y n e c e s s a r y t o m i t i g a t e a n y a d v e r s e i m p a c t u p o n t h e e x i s t i n g p u b l i c u s e . S e c t i o n 7 . F u r t h e r A c t i v i t i e s . C o u n s e l f o r t h e C o m m i s s i o n i s h e r e b y a u t h o r i z e d t o a c q u i r e t h e h e r e i n a b o v e d e s c r i b e d r e a l p r o p e r t y i n t h e n a m e o f a n d o n b e h a l f o f t h e C o m m i s s i o n b y e m i n e n t d o m a i n , a n d c o u n s e l i s a u t h o r i z e d t o i n s t i t u t e a n d p r o s e c u t e s u c h l e g a l p r o c e e d i n g s a s m a y b e r e q u i r e d i n c o n n e c t i o n t h e r e w i t h . L e g a l c o u n s e l i s f u r t h e r a u t h o r i z e d t o t a k e s u c h s t e p s a s m a y b e a u t h o r i z e d a n d r e q u i r e d b y l a w , a n d t o m a k e s u c h s e c u r i t y d e p o s i t s a s m a y b e r e q u i r e d b y o r d e r o f c o u r t , t o p e r m i t t h e C o m m i s s i o n t o t a k e p o s s e s s i o n o f a n d u s e s a i d r e a l p r o p e r t y a t t h e e a r l i e s t p o s s i b l e t i m e . C o u n s e l i s f u r t h e r a u t h o r i z e d t o c o r r e c t a n y e r r o r s o r t o m a k e o r a g r e e t o n o n - m a t e r i a l c h a n g e s i n t h e l e g a l d e s c r i p t i o n o f t h e r e a l p r o p e r t y t h a t a r e d e e m e d n e c e s s a r y f o r t h e c o n d u c t o f t h e c o n d e m n a t i o n a c t i o n , o r o t h e r p r o c e e d i n g s o r t r a n s a c t i o n s r e q u i r e d t o a c q u i r e t h e s u b j e c t r e a l p r o p e r t y . C o u n s e l i s f u r t h e r a u t h o r i z e d t o r e d u c e o r m o d i f y t h e e x t e n t o f t h e i n t e r e s t s o r p r o p e r t y t o b e a c q u i r e d s o a s t o r e d u c e t h e c o m p e n s a t i o n p a y a b l e i n t h e a c t i o n w h e r e s u c h c h a n g e w o u l d n o t s u b s t a n t i a l l y i m p a i r t h e c o n s t r u c t i o n a n d o p e r a t i o n f o r t h e p r o j e c t f o r w h i c h t h e r e a l p r o p e r t y i s b e i n g a c q u i r e d . S e c t i o n 8 . E f f e c t i v e D a t e . T h i s R e s o l u t i o n s h a l l t a k e e f f e c t u p o n a d o p t i o n . A P P R O V E D A N D A D O P T E D t h i s 1 1 t h d a y o f J u n e , 2 0 1 4 . M a r i o n A s h l e y , C h a i r R i v e r s i d e C o u n t y T r a n s p o r t a t i o n C o m m i s s i o n A T T E S T : J e n n i f e r H a r m o n , C l e r k o f t h e B o a r d R i v e r s i d e C o u n t y T r a n s p o r t a t i o n C o m m i s s i o n " 1 0 Legal Definitions of Property to be Acquired The following is a list of definitions of legal rights to be acquired by Riverside County Transportation Commission: (The rights being acquired may be exercised mutually exclusive of each other.) "Fee" (as to 22218-1) also known as fee simple or fee simple absolute, grants to RCTC absolute ownership of the portion of the property to be acquired. "Temporary Construction Easement" (TCE) (as to 22218-2, 22218-3, 22218-4, and 22218-5) refers to the right of RCTC, its successors and assigns, to engage in constntction and related activities for the project. Such rights shall be exercised for a period of 6 consecutive months, beginning no fewer than 72 hours after the date that RCTC provides written notice of commencement of possession to the property owner. The duration of the rights under the TCEs shall not extend beyond November 6, 2017, or upon filing of a Notice of Completion, whichever is earlier. Property Owner shall not cause, directly, indirectly or negligently, any interference with or harm to the rights conveyed hereunder. "Building Demolition Easement" (as to 22218-6) refers to an exclusive temporary easement and right of way in favor of RCTC, its successors and assigns, for the purpose of demolition, construction, reconstruction, and repair of the building and improvements located therein, together with all necessary rights incidental thereto. Property Owner shall not erect or construct, or permit to be erected or constructed, any building, structure or improvement on, over, or under any portion of the easement, or plant trees or any other vegetation on any portion of the easement except with the prior written consent of RCTC, its successors and assigns. No other easements shall be granted on, under or over the easement without the prior written consent of RCTC, its successors and assigns. Such right shall be exercised for a period of 3 consecutive months, beginning no fewer than 72 hours after the date that RCTC provides written notice of commencement of possession to the property owner. The duration of the rights under this easement shall not extend beyond November 6, 2017, or upon filing of a Notice of Completion, whichever is earlier. Property Owner shall not cause, directly, indirectly or negligently, any interference with or harm to the rights conveyed hereunder. 17336.02100\8819430.1 EXHIBIT, PAGE 1 "Building Access Easement" (as to 22218-7) refers to a non-exclusive temporary easement and right of way in favor of RCTC, its successors and assigns, to use the area to disconnect and tie-in to the existing structure, utilities and mechanical systems, for inspection purposes, and to traverse an access way to access RCTC owned facilities and/or construction site, as determined necessary by RCTC, together with all necessary rights incidental thereto, on, over, under and across the property in connection with the exercise of any easement rights described herein. Property Owner shall not erect or construct, or permit to be erected or constructed, any building, structure or improvement on, over, or under any portion of the easement, or plant trees or any other vegetation on any portion of the easement except with the prior written consent of RCTC, its successors and assigns. No other easements shall be granted on, under or over the easement without the prior written consent of RCTC, its successors and assigns. Such right shall be exercised for a period of 3 consecutive months, beginning no fewer than 72 hours after the date that RCTC provides written notice of commencement of possession to the property owner. The duration of the rights under this easement shall not extend beyond November 6, 2017, or upon filing of a Notice of Completion, whichever is earlier. Property Owner shall not cause, directly, indirectly or negligently, any interference with or harm to the rights conveyed hereunder. 17336.02100\8819430.1 EXHIBIT, PAGE 2 " " " 1 2 3 4 5 6 7 8 9 1 0 1 1 1 2 1 3 1 4 1 5 1 6 1 7 1 8 1 9 2 0 2 1 2 2 2 3 2 4 2 5 2 6 2 7 2 8 2 9 P S O M A S E X H I B I T ' A l ' L E G A L D E S C R I P T I O N C a l t r a n s P a r c e l N o . 2 2 2 1 8 - 1 F e e A c q u i s i t i o n A P N 1 1 8 - 2 7 0 - 0 3 4 , 3 5 , 3 6 , 3 8 , 3 9 , a n d 4 2 T h o s e p o r t i o n s o f P a r c e l s 1 t h r o u g h 6 , i n c l u s i v e , o f P a r c e l M a p N o . 2 1 6 9 0 i n t h e C i t y o f C o r o n a , C o u n t y o f R i v e r s i d e , S t a t e o f C a l i f o r n i a , a s p e r t h e m a p f i l e d i n B o o k 1 4 3 , P a g e s 9 1 t h r o u g h 9 3 , i n c l u s i v e , o f P a r c e l M a p s , R e c o r d s o f s a i d C o u n t y , d e s c r i b e d a s f o l l o w s : B e g i n n i n g a t t h e m o s t n o r t h e r l y c o r n e r o f s a i d P a r c e l 2 ; t h e n c e a l o n g t h e n o r t h e r l y l i n e o f s a i d P a r c e l 2 S o u t h 8 1 � 5 7 ' 2 0 " E a s t 2 8 8 . 2 7 f e e t t o a p o i n t t h e r e o n ; t h e n c e S o u t h 7 2 � 2 6 ' 2 8 " W e s t 2 1 8 . 3 8 f e e t ; t h e n c e S o u t h 7 3 � 4 5 ' 0 6 " W e s t 1 6 1 . 0 2 f e e t t o t h e b e g i n n i n g o f a c u r v e c o n c a v e n o r t h e r l y ' h a v i n g a r a d i u s o f 9 0 3 . 0 0 f e e t ; t h e n c e w e s t e r l y a l o n g s a i d c u r v e 4 0 5 . 4 5 f e e t t h r o u g h a c e n t r a l a n g l e o f 2 5 � 4 3 ' 3 3 " ; t h e n c e S o u t h 5 0 � 0 4 ' 1 2 W e s t 3 8 . 0 2 f e e t ; t h e n c e S o u t h 0 9 � 1 3 ' 3 8 W e s t 1 4 5 . 9 8 f e e t t o t h e b e g i n n i n g o f a c u r v e c o n c a v e w e s t e r l y h a v i n g a r a d i u s o f 1 6 8 . 0 0 f e e t ; t h e n c e s o u t h w e s t e r l y a l o n g s a i d c u r v e 6 8 . 3 3 f e e t t h r o u g h a c e n t r a l a n g l e o f 2 3 � 1 8 ' 1 0 " t o t h e b e g i n n i n g o f a r e v e r s e c u r v e c o n c a v e s o u t h e a s t e r l y h a v i n g a r a d i u s o f 1 4 6 . 0 0 f e e t ; t h e n c e s o u t h w e s t e r l y a l o n g s a i d c u r v e 4 5 . 5 3 f e e t t h r o u g h a c e n t r a l a n g l e o f 1 7 � 5 2 ' 0 5 " t o a p o i n t o n t h e w e s t e r l y l i n e o f s a i d P a r c e l 6 ; t h e n c e a l o n g t h e w e s t e r l y l i n e o f s a i d P a r c e l s 1 t h r o u g h 6 , a l s o b e i n g t h e e a s t e r l y l i n e o f L i n c o l n A v e n u e a s s h o w n o n s a i d p a r c e l m a p t h e f o l l o w i n g f i v e ( 5 ) c o u r s e s : 1 . N o r t h 0 8 � 0 3 ' 5 9 " E a s t 2 9 3 . 9 7 f e e t t o t h e b e g i n n i n g o f a c u r v e c o n c a v e s o u t h e a s t e r l y h a v i n g a r a d i u s o f 1 4 . 5 0 f e e t ; 2 . N o r t h e r l y , n o r t h e a s t e r l y a n d e a s t e r l y a l o n g s a i d c u r v e 2 2 . 7 8 f e e t t h r o u g h a c e n t r a l a n g l e o f 9 0 � 0 0 ' 0 0 ' ; P : \ 2 P T G 0 1 0 5 0 1 \ S U R V E Y \ L E G A L S \ 2 2 2 1 8 _ A P N _ 1 1 8 - 2 7 0 - 0 3 5 _ 0 3 6 _ 0 3 8 _ 0 3 9 _ 0 4 2 \ L e g a l s , 2 2 2 1 8 - 1 - F E E . d o c 1 2 / 1 0 / 2 0 1 2 P a v e 1 o f 3 E X H I B I T , P A G E 3 I 2 5 6 7 8 9 10 11 12 13 14 15 16 17 18 19 20 21 22 23 24 25 26 27 28 29 30 31 3. North 08°03'59" East 65.00 feet to a point, said point being the beginning of a non -tangent curve concave northeasterly having a radius of 14.50 feet, to which point a radial line bears South 08°03'59" West; 4. Westerly, northwesterly and northerly along said curve 22.78 feet through a central angle of 90°00'00"; 5. North 08°03'59" East 82.16 feet to a point thereon, said point being the most southerly comer of Parcel 2070-107B as described in the Final Order of Condemnation, Case No. 217114, Superior Court of said County, a Certified Copy thereof being recorded October 5, 1995 as Instrument No. 333298 of Official Records of said County; thence along the southerly line of said Parcel 2070-107B the following two (2) courses: 1. North 66°09'06" East 12.61 feet and 2. North 86°05'56" East 64.11 feet to a point on the northerly line of said Parcel 1; thence along last said southerly line and the northerly line of said Parcel 1 the following four (4) courses: 1. South 81 °55'24" East 214.71 feet to the beginning of a curve concave northerly having a radius of 150.00 feet; 2. easterly along said curve 72.60 feet through a central angle of 27°43'49" to the beginning of a reverse curve concave southerly having a radius of 150.00 feet; 3. easterly along said curve 72.51 feet through a central angle of 27°41'53' ; and 4. South 81 °57'20" East 77.36 feet to the Point of Beginning. Contains 119,587 square feet. This conveyance is made for the purpose of a freeway and the Grantor hereby releases and relinquishes to the Grantee any and all abutter's rights or access, appurtenant to Grantor's remaining property, in and to said freeway. The distances described herein are grid distances and are based on California Coordinate System of 1983, Zone 6, 2007.00 epoch. Ground distances may be obtained by dividing grid distances by the mean combination factor of the courses being described. The mean combination factor for this conversion is 0.99997476 PA2PTG010501 \S URV EY\LEGALS122218_APN_ 118-270-035_036_038_039_042\Le gals\22218-1-FEE.doc 12/10/2012 Page 2 of 3 EXHIBIT, PAGE 4 1 3 4 5 6 7 8 9 10 11 12 13 14 15 16 17 18 19 20 21 22 23 24 25 26 27 28 29 30 31 PS ©MAS See Exhibit `A2' attached hereto and made a part hereof. Prepared under the direction of Brian E. Bullock, PLS 5260 /2- 0 - /? Date P:12PTG 010501 \SURVEY\LEGALS\22218_APN_118-270-035_036_038_039_0421Legals\22218- I -FEE. doc 12/10/2012 Page 3 of 3 EXHIBIT, PAGE 5 16 EXHIBIT A2 PARCEL# TITLE AREA APN 22218-1 FEE 119,587 S.F. 118-270-034,35,36,38,39,42 PARCEL 1 PARCEL 2 P M 8, I 1 / J2`J.j 118-270-023 N F- LU w N W W (!) C5 0 ° q3` 3 D,25 P,M, PJN ,B. POB 118-270-024 307.25' 581°57'20"E 288.27' S 118-270-035 DOC. #2000-033061 O.R. NO, 216)O 118-270-036 } L7 L8 3 v v- s- :v0 NO M M O N LINE TABLE BEARING DISTANCE L1 N08°03'59"E 65.00' L2 N08°03'59"E 82.16' L3 N66°09'06"E 12.61' L4 N86°05'56"E 64.11' L5 581°55'24"E 214.71' L6 S81°57'20"E 77.36' L7 S08°07'46"W 53.36' L8.581°52'14"E 10.00' CURVE TABLE DELTA RADIUS LENGTH C1 23°18'10" 168.00' 68.33' C2 17°52'05" 146.00' 45.53' C3 90°00'00" 14.50' 22.78' C4 90°00'00" 14.50' 22.78' C5 27°43'49" 150.00' 72.60' C6 27°41'53" 150.00' 72.51' I FEET 0 40 80 160 240 NOTES LEGEND Coordinotes and bearings are on CCS 1983(2007.00) Zone 6. Distances and stationing are grid distonces. Divide by 0.99997476 to obtain ground distances. All distances are in feet unless otherwise noted. POB Indicates Point Of Beginning TPOB Indicates True Point Of Beginning (R) Indicotes Rodial Bearing )Title to State ) (( ( Access Prohibited C 222.18-1 FEE ACQUISITION PREPARED BY: P SOMA S 3 Hutton Centre Drive, Ste. 200 Santa Ano, California 92707 (7i4)751-73731(714)545-8883 (Fox) DATE:03-06-12 REV.:3; 12-10-12 EA: OF540 FAn: DISTRICT COUNTY ROUTE SHEET PM SHEET NO. TOTAL SHEETS 8 RIV 91 5.5 1 2 EXHIBIT, PAGE 6 EXHIBIT A2 PARCEL TITLE AREA APN 22218-1 FEE 119,587 S.F. 118-270-03,1,35,36,38,39,42 SEE SHEET 1 FOR LINE AND CURVE TABLES PARCEL 2070- 1 D 7 A -? D ST. LINCOLN AVE. PARCEL 1 Prl 1 PAll ..J1 ., 51 / 62-63 L3 ` —LA- N J ICA i i C3 N V N v 44' ti Cr) M s C,J 118-270-023 C5 S09°28'39"W (R) DOC. #2000- S50°04'12"W 38.02' co . rn co Mi cr) o I1.f; (3' I— O u)I PARCEL 5 118-270-039 118-270-038 C2 N75°20'16"W (R)- i P,N1, P,1 .9, C6 033061 NJ 1'13/ 91- L6 O.R. 21690 93 1— w w V) w w U0 118-270-035 PARCEL 3 PARCEL '1 118-270-036 FEET 0 40 80 160 240 NOTES LEGEND Coordinates and bearings are on CCS 1983(2007.00) Zone 6. Distances and stationing are grid distances. Divide by 0.99997476 to obtoin ground distances. All distances are in feet unless otherwise noted. POB Indicates Point Of Beginning TPOB Indicates True Point Of Beginning (R) Indicates Radial Bearing ) Title to State t t l ) Access Prohibited 22218-1 FEE ACQUISITION PREPARED BY: PS O M A S 3 Ilvtion Centre Drive, Ste. 200 Sento Ana Coliforn4, 92707 (714)751-73734714)545-8883 (fox) DATE:03-06-12 REV.: 3; 2-10-12 EA: OF540 FAl* : DISTRICT COUNTY ROUTE SHEET PM SHEET NO. TOTAL SHEETS 8 RI 91 5.5 2 2 EXHIBIT PAGE 7 " 1 2 3 4 5 6 7 8 9 1 0 1 1 1 2 1 3 1 4 1 5 1 . 6 1 7 1 8 1 9 2 0 2 1 2 2 2 3 2 4 2 5 2 6 2 7 2 8 2 9 3 0 3 1 P S O M A S E X H I B I T B 1 ' L E G A L D E S C R I P T I O N C a l t r a n s P a r c e l N o . 2 2 2 1 8 - 2 T e m p o r a r y C o n s t r u c t i o n E a s e m e n t A P N 1 1 8 - 2 7 0 - 0 3 4 T h a t p o r t i o n o f P a r c e l 2 o f P a r c e l M a p N o . 2 1 6 9 0 i n t h e C i t y o f C o r o n a , C o u n t y o f R i v e r s i d e , S t a t e o f C a l i f o r n i a , a s p e r t h e m a p f i l e d i n B o o k 1 4 3 , P a g e s 9 1 t h r o u g h 9 3 , i n c l u s i v e , o f P a r c e l M a p s , R e c o r d s o f s a i d C o u n t y , d e s c r i b e d a s f o l l o w s : B e g i n n i n g a t t h e m o s t n o r t h e r l y c o r n e r o f s a i d P a r c e l 2 ; t h e n c e S o u t h 8 1 � 5 7 ' 2 0 " E a s t 2 8 8 . 2 7 f e e t a l o n g t h e n o r t h e r l y l i n e o f s a i d p a r c e l t o a p o i n t t h e r e o n , s a i d p o i n t b e i n g t h e T r u e P o i n t o f B e g i n n i n g ; t h e n c e S o u t h 8 1 � 5 7 ' 2 0 " E a s t 1 0 . 4 1 f e e t c o n t i n u i n g a l o n g s a i d n o r t h e r l y l i n e t o a p o i n t t h e r e o n ; t h e n c e S o u t h 1 7 � 3 3 ' 3 2 " E a s t 1 3 . 5 0 f e e t ; t h e n c e S o u t h 7 2 � 2 6 ' 2 8 " W e s t 1 0 0 . 0 0 f e e t ; t h e n c e N o r t h 1 7 � 3 3 ' 3 2 " W e s t 1 8 . 0 0 f e e t ; a n d t h e n c e N o r t h 7 2 � 2 6 ' 2 8 " E a s t 9 0 . 6 2 f e e t t o t h e T r u e P o i n t o f B e g i n n i n g . C o n t a i n i n g 1 , 7 7 9 s q u a r e f e e t . T h e d i s t a n c e s d e s c r i b e d h e r e i n a r e g r i d d i s t a n c e s a n d a r e b a s e d o n C a l i f o r n i a C o o r d i n a t e S y s t e m . o f 1 9 8 3 , Z o n e 6 , 2 0 0 7 . 0 0 e p o c h . G r o u n d d i s t a n c e s m a y b e o b t a i n e d b y d i v i d i n g g r i d d i s t a n c e s b y t h e m e a n c o m b i n a t i o n f a c t o r o f t h e c o u r s e s b e i n g d e s c r i b e d . T h e m e a n c o m b i n a t i o n f a c t o r f o r t h i s c o n v e r s i o n i s 0 . 9 9 9 9 7 4 7 6 . S e e E x h i b i t 1 3 2 ' a t t a c h e d h e r e t o a n d m a d e a p a r t h e r e o f . P A 2 P T G 0 1 0 5 0 1 1 S U R V E Y \ L E G A L S 1 2 2 2 1 . 8 _ A P N _ 1 1 8 - 2 7 0 - 0 3 5 _ 0 3 6 _ 0 3 8 _ 0 3 9 _ 0 4 2 \ L e g a l s 1 2 2 2 1 8 - 2 - T C E . d o c 1 2 / 1 0 / 2 0 1 2 P a g e 1 o f 2 E X H I B I T , P A G E 8 3 4 5 6 7 8 9 10 11 12 13 14 15 16 17 18 19 20 21 22 23 24 25 26 27 28 29 30 31 Prepared under the direction of 27f../4,z_ /2-/toyz Brian E. Bullock, PLS 5260 Date P:12PTG010501'SUAVE YLEGALS122218_APN_ 118-270-035_036_038_039_042\Legals122218-2-TCE.doc 12/ 10/2012 Page 2 of 2 EXHIBITN PAGE 9 EXHIBIT B2 PARCEL# TITLE AREA APN 22218-2 TCE 1,779 S0. FT. 118-270-034 vs,P�1f�CrL 1 I \.9° P,M,g., VS \9_ PARCrL 2 51 / 62--63 rn \,� 1 18-270-023 1 18-270-024 TPOB O I \F` C2 POB ` . 30725" `� L3 O \ Cl � \�- 77.36' _ . S81 _ , � °57'20"E 365.63' 288 27' _ �,. - _• _- \ 1 L4 c\1 o0 — ._ PARCEL 1 L 1 � �`,,�. L2 118-270-042 I L6 cP r rr 2 P'�R I �v I p- i(�� ,r` O ) 1 18-270- 034 I N o 0 ra °o N 1 I o J I PARCEL 3 LINE TABLE BEARING DISTANCE 118-270-035 L1 508°07'46"W 53.36' !. - L2 581 °52'14"E 10.00' 1.-DOC, #2000-033061 O.R. L3 L4 S81°57'20"E 51 7° 33'32"E 10.41' 1 3.50' P I�11 1\1J21690 L5 L6 L7 572°26'28"W N1 7°33'32"W N72 26'28 E 100.00' 18.00' 90.62' T v) p.,N.s. 1 3/ 91— ).3 40 in o PARCEL 3 CURVE TABLE 1 DELTA RADIUS LENGTH L l 2C1 27°43'49" 150.00' 72.60' n' C2 27°41'53" 150.00' 72.51' C1 coPARDEI 1 118-270-036 FEET 0 40 80 160 240 NOTES LEGEND Coordinates and bearings are on CCS 1983(2007.00) Zone 6. Distances and stationing are grid distances. Divide by 0.99997476 to POB Indicates Point Of Beginning TPOB Indicotes True Point Of Beginning (R) Indicates Radial Bearing I _ 1 TEMPORARY obtoin ground Title to State CONSTRUCTION distances. All distances are in feet IIII Access Prohibited EASEMENT unless otherwise noted. PREPARED BY: DATE:03-06-12 REV.:2; 12-10-12 EA: OF540 FA#: PSOMAS 3 Huiton Centre Drive, Ste. 200 DISTRICT COUNTY ROUTE SHEET PM SHEET NO. TOTAL SHEETS (714)751-7373/(714)545-8M (Fox) 8 R I V 91 5.5 1 1 EXHIBIT Al PAGE 10 22 2 3 4 5 6 7 8 9 10 II 12 13 14 15 16 17 18 19 20 21 22 23 24 25 26 27 28 29 30 31 • PS OMAS EXHIBIT `C1' LEGAL DESCRIPTION Ca!trans Parcel No. 22218-3 Temporary Construction Easement APN 118-270-035 & 036 Those portions of Parcels 3 and 4 of Parcel Map No. 21690 in the City of Corona, County of Riverside, State of Califomia, as per the map filed in Book 143, Pages 91 through 93, inclusive, of Parcel Maps, Records of said County, described. as follows: Beginning at the most northerly corner of said Parcel 4; thence South 81°54'34" East 209.29 feet along the northerly line of said parcel to a point thereon; said point being the beginning of a non -tangent curve concave northerly having a radius of 903.00 feet, to which point a radial line bears South 00° 18'16" East; thence easterly along said curve 69.24 feet through a central angle of 04°23'35" to the True Point of Beginning; thence easterly, continuing along said curve 54.34 feet through a central angle of 03°26'53"; thence South 08°08'46" East 18.00 feet to the beginning of a non -tangent curve concave northerly having a radius of 921.00 feet, to which point a radial line bears South 08°08'46" East; thence westerly along said curve 55.43 feet through a central angle of 03°26'53"; thence North 04°41'53" West 18.00 feet to the True Point of Beginning. Containing 988 square feet. The distances described herein are grid distances and are based on California Coordinate System of 1983, Zone 6, 2007.00 epoch. Ground distances may be obtained by dividing grid distances by the mean combination factor of the courses being described. The mean combination factor for this conversion is 0.99997476. See Exhibit `C2' attached hereto and made a part hereof. P: 2PTG0105011SUR V E YILEGAL S‘22218_APN_ 1 l 8-270-035_036_038_039_0,12\Legals122218-3-TCE.doc 12/10/2012 Page 1 of 2 EXHIBIT PAGE 11 1 2 3 4 5 6 7 8 9 10 11 12 13 14 15 16 17 18 19 20 21 22 23 24 25 26 27 28 29 30 31 PS OMAS Prepared under the direction of Z,ecief.‘ Brian E. Bullock, PLS 5260 Date 72-/d -/2 P:\2PTG010501\SURVEY\LEGALS\22218_AP14_118-270-035_036 038_039 042\Le gal s\22218-3-TCE.doc 12/10/201.2 Page 2 of 2 EXHIBIT,14PAGE 12 EXHIBIT C2 PARCEL# TITLE AREA A P N 22218-3 TCE 988 SO. FT. 118-270-035 & 036 PARCEL 1 P,M,g, 51 / 62-63 C4- - L6 S19°39'13"E (PRC) 2070- 1 0 7 A %? r; 1 18-270-023 " C 3 L5 L3 I j P, M, NO, 21 690 PARCEL 1 cv 1 18-270-042 P , NI ° S " 1 �}3/ 9 1 - 93 PARCEL 2 . 118-270-034 I C2� S08°03'59"W (R) "‘ j D STo r J N08°03'59"E (R) PARCEL 3 r— I C 5- C6, Cl S00°18'16"E (R) S81 °54'3411E 209.29' �"; °1 8.00' POB SO8 08 46'E(R) C/ TPOB � ko j cp � I - 1 8.00' '0 N04°41'53"W(R) 0 �( 0 o i 18-270-035 i Q Ni.O . j a- j 44' PARCEL 5 - i 1 LA �� N ( co PARCEL 3 j a, Q� 1 118-270-039 LINE TABLE I BEARING DISTANCE Z 1 w p I Ln I DOC. #2000-033061 O.R. _ L1 L2 N08°03'59"E N08°03'59"E 65.00' 82.16' (3 j i,-) 0 ,1 . � E o PARCEL b ( ( p ( L3 L4 L5 L6 N66°09'06"E N86°05"56"E 581 °55"24"E 581°57'20"E 12.61' 64.11' 214.71' 77.36' ( 1 118-270-038 oCURVE TABLE I N DELTA RADIUS LENGTH co - C1 C2 C3 C4 C5 90°00'00" 90°00'00" 27°43'49" 27°41'53" 04°23'35" 14.50' 14.50' 150.00' 150.00' 903.00' 22.78' 22.78' 72.60' 72.51' 69.24' - C6 03°26'53" 903.00' 54.34' I C7 03°26'53" 921.00' 55.43' FEET 0 40 80 160 240 NOTES LEGEND Coordinates and bearings are on CCS 1983(2007.00) Zone 6. Distances and stationing are grid distances. Divide by 0.99997476 to POB Indicates Point Of Beginning TPOB Indicates True -Point Of Beginning (R) Indicates Radial Bearing 2 2 2 1 8 - 3 TEMPORARY obtoin ground ( )Title to State CONSTRUCTION distances. All distances are in feet )il( Access Prohibited EASEMENT unless otherwise noted. PREPARED BY: DATE:09-05-12 REV.: 12-10-12 EA: OF540 FA#: PSOMAS 3 Hu++on Centre Drive, Ste. 200 DISTRICT COUNTY ROUTE SHEET PM SHEET NO. TOTAL SHEETS Sonic Ana, COlifornio 92707 (714)751-7373/(714)545-8883 (Fox) 8 R I V 91 5.5 1 1 EXHIBIT kPAGE 13 " 2 6 " 1 2 3 4 5 6 7 8 9 1 0 1 1 1 2 1 3 1 4 1 5 1 6 1 7 1 8 1 9 2 0 2 1 2 2 2 3 2 4 2 5 2 6 2 7 2 8 2 9 3 0 3 1 P S O M A S E X H I B I T ` D 1 ' L E G A L D E S C R I P T I O N C a l t r a n s P a r c e l N o . 2 2 2 1 . 8 - 4 T e m p o r a r y C o n s t r u c t i o n E a s e m e n t A P N 1 1 8 - 2 7 0 - 0 3 9 T h a t p o r t i o n o f P a r c e l 5 o f P a r c e l M a p N o . 2 1 6 9 0 i n t h e C i t y o f C o r o n a , C o u n t y o f R i v e r s i d e , S t a t e o f C a l i f o r n i a , a s p e r t h e m a p f i l e d i n B o o k 1 4 3 , P a g e s 9 1 t h r o u g h 9 3 , i n c l u s i v e , o f P a r c e l M a p s , R e c o r d s o f s a i d C o u n t y , d e s c r i b e d a s f o l l o w s : B e g i n n i n g a t t h e m o s t w e s t e r l y c o r n e r o f s a i d p a r c e l ; t h e n c e S o u t h 8 1 � 5 6 ' 0 1 " E a s t 2 7 . 2 3 f e e t a l o n g a p o r t i o n o f t h e s o u t h e r l y l i n e o f s a i d p a r c e l t o a p o i n t t h e r e o n ; t h e n c e N o r t h 0 9 � 1 3 ' 3 8 " E a s t 1 5 . 9 0 f e e t t o t h e T r u e P o i n t o f B e g i n n i n g ; t h e n c e N o r t h 0 9 � 1 3 ' 3 8 " E a s t 5 6 . 4 3 f e e t ; t h e n c e S o u t h 8 0 � 4 6 ' 2 2 " E a s t 2 0 . 0 0 f e e t ; t h e n c e S o u t h 0 9 � 1 3 ' 3 8 " W e s t 5 6 . 4 3 f e e t ; a n d t h e n c e N o r t h 8 0 � 4 6 ' 2 2 " W e s t 2 0 . 0 0 f e e t t o t h e T r u e P o i n t o f B e g i n n i n g . C o n t a i n i n g 1 , 1 2 9 s q u a r e f e e t . T h e d i s t a n c e s d e s c r i b e d h e r e i n a r e g r i d d i s t a n c e s a n d a r e b a s e d o n C a l i f o r n i a C o o r d i n a t e S y s t e m o f 1 9 8 3 , Z o n e 6 , 2 0 0 7 . 0 0 e p o c h . G r o u n d d i s t a n c e s m a y b e o b t a i n e d b y d i v i d i n g g r i d d i s t a n c e s b y t h e m e a n c o m b i n a t i o n f a c t o r o f t h e c o u r s e s b e i n g d e s c r i b e d . T h e m e a n c o m b i n a t i o n f a c t o r f o r t h i s c o n v e r s i o n i s 0 . 9 9 9 9 7 4 7 6 . S e e E x h i b i t ` D 2 ' a t t a c h e d h e r e t o a n d m a d e a p a r t h e r e o f . P r e p a r e d u n d e r t h e d i r e c t i o n o f / 2 - 1 / ) A O B r i a n E . B u l l o c k , P L S 5 2 6 0 D a t e P A 2 . P T G O 1 0 5 0 1 \ S U R V E Y I L E G A L S \ 2 2 2 1 8 _ A P N _ 1 1 8 - 2 7 0 - 0 3 5 _ 0 3 6 _ 0 3 8 _ 0 3 9 0 4 2 \ L e g a l s \ 2 2 2 1 8 - 4 - T C E . d o c 1 2 / 1 0 / 2 0 1 2 P a g e 1 o f 1 E X H I B I T / V P A G E 1 4 " 2 8 EXHIBIT D2 PARCEL# TITLE AREA AP 22218-4 TCE 1,129 S0. FT, 118-270-039 P� 'PARCEL 1 P,M,g, 51 / 2-63 ca L6 PARCEL S19°39'1 3"E (PRC) — _: 2070 - 107 A A 5 1 18-270-023 LS. �3" L3 1 ! PARCEL 1 P,M, NO. Jl v 90 J 1 18-270-042 P, J�11 1 '1/ �1 1 fi PARCEL Crl 2 1 118-270-034 i s C2 S08°03'59"VJ (R) ! N08°03'59"E (R) D S To- r J PARCEL 3 C1 " `,� DOC. #2000-033061 O.R. o ;O I v ih �, 0 10 118-270-035 I N T� j(.0 in S80°46'22"E PARCEL 5 20.00' ) Ltl N PARCEL 3 � •sr0 118-270-039 col - z 1 44 < �L�°' 20.00' LINE TABLE 2 �56.43' BEARING DISTANCE 1 _-1 _n J S09° 1 3'38"W L1 N08°03'59"E 65.00' 0 I / L2 N08°03'59"E 82.16' QD o In\TPOB ` ( I L3 L4 N66°09'06"E N86°05'56"E 12.61' 64.11' o z a r t N80°46022'W L5 L6 S81°55'24"E 581°57'20"E 214.71' 77.36' 27,23' �o CURVE TABLE S81°56'01"E N DELTA RADIUS LENGTH I i PARCEL w - C C1 C2 C3 90°00'00" 90°00'00" 27°43'49" 14.50' 14.50' 150.00' 22.78' 22.78' 72.60' 1 18-270-038 C4 27°41 '53" 1 50.00' 72.51 ' iEmmimm pimmommommm FEET 0 40 80 160 240 NOTES LEGEND Coordinates and bearings are on CCS 1983(2007.00) Zone 6. Distances and stationing are grid distances. Divide by 0.99997476 to POB Indicates Point Of Beginning TPOB Indicates True Point Of Beginning (R) Indicates Radial Bearing 1 2 2 2 1 8 - 4 TEMPORARY obtain ground ( )Title to State CONSTRUCTION distances. All distances are in feet I I) I Access Prohibited EASEMENT unless otherwise noted. PREPARED BY: DATE:09-05-12 REV.: 12-10-12 EA: OF540 FA#: PSOMAS 3 Hutton Centre Drive, Ste. 200 DISTRICT COUNTY ROUTE SHEET PM SHEET NO. TOTAL SHEETS Santo (714)751- 73734714)545-8883 (Fox) 8 R I V 91 5.5 1 1 EXHIBIT i1/49PAGE 15 " 3 0 " I 2 3 4 5 6 7 8 9 1 0 1 1 1 2 1 3 1 4 1 5 1 6 1 7 1 8 1 9 2 0 2 1 2 2 2 3 2 4 2 5 2 6 2 7 2 8 2 9 3 0 3 1 P S 4 M A S E X H I B I T ` E 1 ' L E G A L D E S C R I P T I O N C a l t r a n s P a r c e l N o . 2 2 2 1 8 - 5 T e m p o r a r y C o n s t r u c t i o n E a s e m e n t A P N 1 1 8 - 2 7 0 - 0 3 8 T h a t p o r t i o n o f P a r c e l 6 o f P a r c e l M a p N o . 2 1 6 9 0 i n t h e C i t y o f C o r o n a , C o u n t y o f R i v e r s i d e , S t a t e o f C a l i f o r n i a , a s p e r t h e m a p f i l e d i n B o o k 1 4 3 , P a g e s 9 1 t h r o u g h 9 3 , i n c l u s i v e , o f P a r c e l M a p s , R e c o r d s o f s a i d C o u n t y , d e s c r i b e d a s f o l l o w s : B e g i n n i n g a t t h e s o u t h w e s t c o r n e r o f s a i d p a r c e l ; t h e n c e N o r t h 0 8 � 0 3 ' 5 9 " E a s t 7 1 . 5 5 f e e t a l o n g t h e w e s t e r l y l i n e o f s a i d p a r c e l t o a p o i n t t h e r e o n ; t h e n c e S o u t h 8 1 � 5 6 ' 0 1 " E a s t 1 8 . 0 0 f e e t ; t h e n c e S o u t h 0 8 � 0 3 ' 5 9 " W e s t 7 1 . 5 1 f e e t t o a p o i n t o n t h e s o u t h e r l y l i n e o f s a i d p a r c e l ; t h e n c e N o r t h 8 2 � 0 3 ' 1 8 " W e s t 1 8 . 0 0 f e e t a l o n g s a i d s o u t h e r l y l i n e t o t h e P o i n t o f B e g i n n i n g . C o n t a i n i n g 1 , 2 8 8 s q u a r e f e e t . T h e d i s t a n c e s d e s c r i b e d h e r e i n a r e g r i d d i s t a n c e s a n d a r e b a s e d o n C a l i f o r n i a C o o r d i n a t e S y s t e m o f 1 9 8 3 , Z o n e 6 , 2 0 0 7 . 0 0 e p o c h . G r o u n d d i s t a n c e s m a y b e o b t a i n e d b y d i v i d i n g g r i d d i s t a n c e s b y t h e m e a n c o m b i n a t i o n f a c t o r o f t h e c o u r s e s b e i n g d e s c r i b e d . T h e m e a n c o m b i n a t i o n f a c t o r f o r t h i s c o n v e r s i o n i s 0 . 9 9 9 9 7 4 7 6 . S e e E x h i b i t ` E 2 ' a t t a c h e d h e r e t o a n d m a d e a p a r t h e r e o f . P r e p a r e d u n d e r t h e d i r e c t i o n o f . c B r i a n E . B u l l o c k , P L S 5 2 6 0 D a t e P : Q P T G 0 1 0 5 0 1 \ S U R V E Y I L . E G A L . S \ 2 2 2 1 8 _ A P N _ 1 1 8 - 2 7 0 - 0 3 5 _ 0 3 6 _ 0 3 8 _ 0 3 9 _ 0 4 2 1 L e g a l s \ 2 2 2 1 8 - 5 - T C E . d o c 1 2 / 1 0 / 2 0 1 2 P a g e 1 o f 1 . E X H I B I T A l , P A G E 1 6 " 3 2 " E X H I B I T E 2 P A R C E L # T I T L E A R E A A P I 2 2 2 1 8 - 5 T C E 1 , 2 8 8 S Q . F T . 1 1 8 - 2 7 0 - 0 3 8 I N ` J ; P A R C E L 1 P A R C E L 2 1 1 8 - 2 7 0 - 0 4 2 I 1 1 8 - 2 7 0 - 0 3 4 1 C 2 _ S 0 8 � 0 3 " 5 9 " W ( R ) j . D s r o N 0 8 � 0 3 ' 5 9 " E ( R ) �� r - - - - - 1 1 8 - 2 7 0 - 0 3 5 C l P A R C E L 3 I / j ' - I I r n r n ( . 1 0 1 1 8 - 2 7 0 - 0 3 9 0 N I 0 1 Q P , M , N D , 2 1 6 9 0 j i - 1 P , 1 , 8 , J ' J 3 / J l ) 3 _ l t t 1 ' c o Q ( v 1 L I N E T A B L E ( - 1 - 1 � I B E A R I N G D I S T A N C E Z - - 1 I P A R C E L 5 O L 1 L 2 N 0 8 � 0 3 ' 5 9 " E N 0 8 � 0 3 ' 5 9 " E 6 5 . 0 0 ' 8 2 . 1 6 ' - U I 4 4 ( i �� C U R V E T A B L E - - 1 I D O C . # 2 0 0 0 - 0 3 3 0 6 1 O . R . D E L T A R A D I U S L E N G T H C 1 C 2 9 0 � 0 0 ' 0 0 " 9 0 � 0 0 ' 0 0 " 1 4 . 5 0 ' 1 4 . 5 0 ' 2 2 . 7 8 ' 2 2 . 7 8 ' w ' j " 1 1 8 - 2 7 0 - 0 4 1 I �� ! " P A R C E L v M 0 1 1 8 - 2 7 0 - 0 4 0 o 1 1 8 - 2 7 0 - 0 3 8 z _ , r . . . - �� _ . S 8 1 � 5 6 ' 0 1 " E 1 8 . 0 0 ' I N 8 2 � 0 2 ' 3 3 " W 6 4 4 . 6 4 ' a , , + ' c o i n 1 1 8 - 2 7 0 - 0 1 2 M I S 0 8 � 0 3 ' S 9 " W j - . n a . " 7 1 . 5 1 ' P 0 B j i n o T R A C T N O , 2 1 6 9 0 ��� 0 0 o M , , 1 5 4 / 9 2 - ) 3 I t i C 4 : t 4 : : d 2 ; 1 3 l e i s 9 1 r H 1 8 . 1 0 0 ' �� N 8 2 � 0 3 0 3 ' 1 8 " W I F E E T o 4 0 s o 1 6 0 z o o N O T E S L E G E N D C o o r d i n a t e s a n d b e a r i n g s a r e o n C C S 1 9 8 3 ( 2 0 0 7 . 0 0 ) Z o n e 6 . D i s t a n c e s a n d s t a t i o n i n g a r e g r i d d i s t a n c e s . D i v i d e P O B I n d i c a t e s P o i n t O f B e g i n n i n g T P O B I n d i c a t e s T r u e P o i n t O f B e g i n n i n g ( R ) I n d i c a t e s R a d i a l B e a r i n g 2 2 2 1 8 - 5 T E M P O R A R Y b y 0 . 9 9 9 9 7 4 7 6 t o o b t a i n g r o u n d ( ) T i t l e t o S t a t e C O N S T R U C T I O N d i s t a n c e s . A l l d i s t a n c e s a r e i n f e e t [ l i t A c c e s s P r o h i b i t e d E A S E M E N T u n l e s s o t h e r w i s e n o t e d . P R E P A R E D B Y : D A T E : 0 9 - 0 5 - 1 2 R E V . : 1 2 - 1 0 - 1 2 E A : O F 5 4 0 F A s c : P S O M A S 3 H u t t o n C e n t r e D r i v e S t e . 2 0 0 D I S T R I C T C O U N T Y R O U T E S H E E T P M S H E E T N O . T O T A L S H E E T S S a n t a A n a , C o l i f o r n l o 9 2 7 0 7 ( 7 1 0 7 5 1 - 7 3 7 3 4 7 1 4 ) 5 4 5 - 8 8 8 3 ( F a x ) 8 R I V 9 1 5 . 5 1 1 E X H I B I T P A G E 1 7 34 " " " 1 2 3 4 5 6 7 8 9 1 0 1 1 1 2 1 3 1 4 1 5 1 6 1 7 1 8 1 9 2 0 2 1 2 2 2 3 2 4 2 5 2 6 2 7 2 8 2 9 3 0 3 1 P S O M A S E X H I B I T ` F 1 ' L E G A L D E S C R I P T I O N C a l t r a n s P a r c e l N o . 2 2 2 1 8 - 6 B u i l d i n g D e m o l i t i o n E a s e m e n t A P N 1 1 8 - 2 7 0 - 0 3 4 & 0 3 5 T h o s e p o r t i o n s o f P a r c e l s 2 a n d 3 o f P a r c e l M a p N o . 2 1 6 9 0 i n t h e C i t y o f C o r o n a , C o u n t y o f R i v e r s i d e , S t a t e o f C a l i f o r n i a , a s p e r t h e m a p f i l e d i n B o o k 1 4 3 , P a g e s 9 1 t h r o u g h 9 3 , i n c l u s i v e , o f P a r c e l M a p s , R e c o r d s o f s a i d C o u n t y , d e s c r i b e d a s f o l l o w s : B e g i n n i n g a t t h e m o s t n o r t h e r l y c o r n e r o f s a i d P a r c e l 2 ; t h e n c e S o u t h 8 1 � 5 7 ' 2 0 " E a s t 2 8 8 . 2 7 f e e t a l o n g t h e n o r t h e r l y . l i n e o f s a i d p a r c e l t o a p o i n t t h e r e o n ; t h e n c e S o u t h 7 2 � 2 6 ' 2 8 " W e s t 1 0 0 . 5 1 f e e t t o t h e T r u e P o i n t o f B e g i n n i n g ; t h e n c e S o u t h 7 2 � 2 6 ' 2 8 " W e s t 1 1 7 . 8 8 f e e t ; t h e n c e S o u t h 7 3 � 4 5 ' 0 6 " W e s t 1 5 9 . 6 2 f e e t t o a p o i n t o n t h e s o u t h e r l y l i n e o f s a i d P a r c e l 2 ; t h e n c e S o u t h 8 1 � 5 6 ' 0 1 " E a s t 2 5 1 . 7 4 f e e t a l o n g a p o r t i o n o f s a i d s o u t h e r l y l i n e a n d t h e p r o l o n g a t i o n o f s a i d p o r t i o n o f s a i d s o u t h e r l y l i n e ; t h e n c e N o r t h 0 8 � 0 3 ' 5 9 " E a s t 1 1 6 . 7 0 f e e t t o t h e T r u e P o i n t o f B e g i n n i n g . 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P A \ 2 P T G 0 1 0 5 0 1 1 S U R V E Y \ L C G A L S \ 2 2 2 1 8 _ A P N _ 1 1 8 - 2 7 0 - 0 3 5 _ 0 3 6 _ 0 3 8 _ 0 3 9 _ 0 4 2 \ L e g a l s 1 2 2 2 1 8 - 6 - B D E . d o c 1 2 / 1 0 / 2 0 1 2 P a g e I o f 2 E X H I B I T 1 1 S P A G E 1 8 1 2 3 4 5 6 7 8 9 10 11 12 13 14 15 16 17 18 19 20 21 22 23 24 25 26 27 28 29 30 31 PS OMAS Prepared under the direction of Brian E. Bullock, PLS 5260 Date /Z-/o-/Z PA2 PTG010501 \S URV E Y\LEGALS\22218_APN_ 1 18-270-035_036_038_039_042\Legalsl22218-6-B DE. doe 12/10/20(2 Page 2 of 2 EXHIBITA6PAGE 19 EXHIBIT F2 PARCEL# TITLE AREA APN 22218-6 BDE 14,474 S0. FT. 118-270-034 & 035 \d' PARCEL 1 \` o P ,, IV1 .. B, \`/49 PARCEL ARCEL i 51 / 6 2- J 3 "n \� 118-270-023 [118-270-024 0 V' \cam CZ POB 307.25' 1 o N \-.0 ` Cl \--1 S81 \J 77 36 .---- °57'20"E 365.63' 288 27' �► co - PARCEL 2 TPoe L1 PARCEL1 1 18-270-034 ,2� -- ' / L2 118-270-042 S1 1\-1. w 'f 01 O lf) .1) i0 :Y o A56 2 o.r0n61. 0 v0 O 1 O S1 NP-. n ^00 roao z N i O 1tl) S81 ° 56'01 "E 251 .74' PARCEL 3 118-270-035 LINE TABLE -- ' BEARING DISTANCE DOC. #2000-033061 O.R. L1 L2 S08°07'46"W S81°52'14"E 53.36' 10.00' L3 572°26'28"W 100.51' P,M, P , N NO, 21t-) )0 , 8 , 1 43/ 91 - 93 PARCEL 3 CURVE TABLE DELTA RADIUS LENGTH Cl-i 27°43'49" 150.00' 72.60' C2 27°41'53" 150.00' 72.51' If) PARCEL L1 __11 118-270-036 U a 4 1.1-, I plim.mml immimmummi FEET 0 40 80 160 240 NOTES LEGEND Coordinates and bearings are on CCS 1983(2007.00) Zone 6. Distances and stotioning are grid distances. Divide by 0.99997476 to POB Indicates Point Of Beginning TPOB Indicates True Point Of Beginning (R) Indicates Radio' Bearing 2 2 2 1 S - 6 BUILDING obtain ground )Title to State DEMOLITION distances. All distances ore in feet I) " Access Prohibited EASEMENT unless otherwise noted. PREPARED BY: DATE:09-05-2012 REV.:2; 12-10-2012 EA: OF540 FAit: PSOMAS 3 Hutfon Cenfre Drive, Sfe. 200 DISTRICT COUNTY ROUTE SHEET PM SHEET NO. TOTAL SHEETS - Santo Ana, C°!ifornia 92707 (714)751-7373/(714)545-8883 (Fax) 8 R I V 91 5.5 1 1 EXHIBIT A' PAGE 20 38 1 2 3 4 5 6 7 8 9 10 11 12 13 14 15 16 17 18 19 20 21 22 23 24 25 26 27 28 29 30 31 PS OMAS EXHIBIT `GI' LEGAL DESCRIPTION Caltrans Parcel No. 22218-7 Building Access Easement APN 118-270-034 & 035 Those portions of Parcels 2 and 3 of Parcel Map No. 21690 in the City of Corona, County of Riverside, State of California, as per the map filed in Book 143, Pages 91 through 93, inclusive, of Parcel Maps, Records of said County, described as follows: Beginning at the most northerly corner of said Parcel 2; thence along the northerly line of said Parcel 2 and the general easterly lines of said Parcels 2 and 3 the following four (4) courses: 1) South 81 °57'20" East 307.25 feet to the northeasterly comer of said Parcel 2; 2) South 08°07'46" West 53.36 feet; 3) South 81 °52'14" East 10.00 feet; and 4) South 08°07'46" West 106.87 feet to a point thereon; thence North 81°54'03" West 97.18 feet to a corner of a commercial building, said comer being the True Point of Beginning; thence South 08°09'05" West 10.00 feet along the general easterly face of said building to a point thereon; thence North 81 °54'03" West 180.99 feet to a point on the general westerly face of said building; thence North 08°11'21" East 10.00 feet along said general westerly face to a corner of said building; thence South 81 °54'03" East 180.98 feet along the northerly face of said building to the True Point of Beginning. Containing 1,810 square feet. The distances described herein are grid distances and are based on California Coordinate System of 1983, Zone 6, 2007.00 epoch. Ground distances may be obtained by dividing grid distances by the mean combination factor of the courses being described. The mean combination factor for this conversion is 0.99997476. See Exhibit `G2' attached hereto and made a part hereof. PA2PTG0I0501,,S URVEY\LEGALS122218_APN_ 118-270-035_036_038_039_0421Legalsk22213-7-BAE.doc 12/10/2012 Pagel of 2 EXHIBIT A? PAGE 21 1 2 3 4 5 6 7 8 9 10 1.1 12 13 14 15 16 17 18 19 20 21 22 23 24 25 26 27 28 29 30 31 PS OMAS Prepared under the direction of ,,Z__6('sge."‘J Brian E. Bullock, PLS 5260 Date /Z-/Q-/Z PA2PTGO105011SURV ErtEGALS\22218_APN_ 118-270-035_036_038_039_042\Legalsk22218-7-RA E.doc 12/10/2012 Page 2 of 2 EXHIBIT A?PAGE 22 EXHIBIT G2 PARCEL# TITLE AREA A P N 22218-7 BAE 1810 S0. FT. 118-270-034 & 035 PARCEL 1 P,m,a, PARCEL 51 / 62-63 M 118-270-023 118-270-024 O 0 C2 POB 307.25' ( N. Cl S81 7 7.36' � °57'20"E 365.63' 288.27' _ o1 �- PARCEL 2 L1 �.( .::. PARCEL 1 1 18-270-039 �' L2 118-270-042 I w IN81 °54'03"W �' 1O . o e 97.18 I °54'03"E v o N S81 1$0,98' I r ( co _ Pr1RCEL 3 NOa� p.00 N81 ��4903"W ` � v 1 18-270-035 I SOS° 09'05"W J 1 0.00' o o —' ../ I m o v) P M P,M,8, DOC.I #2000-033061 O.R. NO, 2 1 �7C I 143/ 91- 3 I LINE TABLE PARCEL ;� I BEAR]NG DISTANCE L1 L2 S08°07'46"W S81°52'14"E 53.36' 10.00' l t7 _ _ _ 1 PARCEL 'r CURVE TABLE - _ — — _I DELTA RADIUS LENGTH �, al I C1 27°43'49" 150.00' 72.60' 0 118-270-036 C2 27°41'53" 150.00' 72.51' t.:: a- 1 FEET 0 40 80 160 240 NOTES LEGEND Coordinates and bearings ore on CCS 1983(2007.00) Zone 6. Distances and stationing are grid distances. Divide by 0.99997476 to P013 Indicates Point Of Beginning TPOB Indicates True Point Of Beginning (R) Indicates Radial Bearing 2 2 2 1 8 - 7 BUILDING obtoin ground %Title to State ACCESS distances. All distances are in feet (((( Access Prohibited EASEMENT unless otherwise noted. PREPARED BY: DATE:12-10-2012 REV.: EA: OF540 FA#: PSOMAS 3 Hutton Centre Drive, Sie, 200 DISTRICT COUNTY ROUTE SHEET PM SHEET NO. TOTAL SHEETS Sonio Ano, Colifornio 92707 (714)751 -73734714)545-8883 (Fox) 8 R I V 91 5.5 1 1 EXHIBIT PAGE 23 " " p i a , C o r o n a T o w n e C e n t e r L L C 1 1 8 - 2 7 0 - 0 3 4 , 0 3 5 , 0 3 6 , 0 3 8 , 0 3 9 , 0 4 2 F E E 1 1 9 , 5 8 7 S F T C E ( T E M P O R A R Y C O N S T R U C T I O N ) 5 , 1 8 4 S F B D E ( B U I L D I N G D E M O L I T I O N 1 4 , 4 7 4 S F B A E ( B U I L D I N G A C C E S S ) 1 , 8 1 0 S F 4 3 6/11/2014 PI CM i:P 7 t ACiJ6CT 7 rA.rr0mv4aa THE COMMISSION IS REQUESTED TO MAKE THE FOLLOWING FINDINGS : 1. The public interest and necessity require the proposed project; 2. The project is planned or located in a manner that will be most compatible with the greatest public good and the least private injury; 3. The real property to be acquired is necessary for the project; and 4. The offer of just compensation has been made to the property owner. �5• X.__ • � _ • _ COOK A wiime 90.10F 4011 w 1 6/11/2014 1. Corona Towne Center, LLC, a California limited liability company No. Ownership Offer Date 1 Corona Towne Center, LLC January 7, 2014 2 6/11/2014 ROJECT 71 msrmoymw \ f�: ;,.. ershi „, Carona Towne. i`enter;LL hOile Contacts. E-Mails 'These numbers do not include contacts made with legal counsel, which in some cases has been extensive. 3 6/11/2014 THE COMMISSION ADOPT A RESOLUTION OF NECESSITY BASED ON THE FOLLOWING FINDINGS: 1. The public interest and necessity require the proposed project; 2. The project is planned or located in a manner that will be most compatible with the greatest public good and the least private injury; 3. The real property to be acquired is necessary for the project; and 4. The offer of just compensation has been made to the property owner. 4 ANGELO J. PALMIERI (1928-1998) ROBERT F. WALDRON (1927-1998) ALAN H. WIENER' MICHAEL J. GREENE• DENNIS W. GHAN• DAVID D. PARR• CHARLES H. KANTER' PATRICK A. HENNESSEY DON FISHER GREGORY N. WEILER WARREN A. WILLIAMS JOHN R. LISTER MICHAEL H. LEIFER SCOTT R. CARPENTER RICHARD A. SALUS NORMAN J. RODICH RONALD M. COLE MICHAEL L. D'ANGELO STEPHEN A. SCHECK DONNA L. SNOW W W W PALMIERI, TYLER, WIENER, WILHELM &WALDRON RYAN M. EASTER ELISE M. KERN MELISA R. PEREZ MICHAEL I. KEHOE CHADWICK C. BUNCH ANISH J. BANKER RYAN M. PRAGER BLAINE M. SEARLE ERIN BALSARA NADERI CANDICE L. LEE ERICA M. SOROSKY MICHAEL P. BURNS PETER MOSLEH JOSHUA J. MARX ERIN K. OYAMA STEVEN R. GUESS RRIAN GLICKLIN MICHAEL C. CHO, OF COUNSEL ROBERT C. IHRKE, OF COUNSEL JAMES E. WILHELM, OF COUNSEL DENNIS G. TYLER', RETIRED •A PROFESSIONAL CORPORATION VIA E-MAIL & U.S. MAIL 2603 MAIN STREET EAST TOWER — SUITE 1300 IRVINE, CALIFORNIA 92614-4281 (949) 851-9400 www. ptwww. com May 7, 2014 DECE[i\YRE- MAY 09 2W TRANSPORTATION COMMISSION Jennifer Harmon Clerk of the Board Riverside County Transportation Commission 4080 Lemon Street, 3rd Floor Riverside, CA 92501 Re: Dear Clerk: I P.O. BOX 19712 IRVINE, CA 92623-9712 WRITER'S DIRECT DIAL NUMBER (949) 851-7294 WRITER'S DIRECT FACSIMILE NUMBER (949) 825-5412 FIRM'S DIRECT FACSIMILE NUMBERS (949)851-1554 (949)757-1225 mleifer@ptwww.com REFER TO FILE NO. 36964-000 Corona Towne Center, LLC - Parcel No. 22218-1; 22218-2; 22218- 3; 22218-4; 22218-5; 22218-6; 22218-7; 22218-8 Our Clients: Cardenas Markets This office represents Cardenas Markets, the anchor tenant of Corona Towne Center, LLC. The purpose of this letter is to notify the Riverside County Transportation Commission that Cardenas Markets intends to appear and be heard at the Resolution of Necessity hearing scheduled for June 11, 2014. MHL:mp cc: Client 1216995A ANGELO J. PALMIERI (1926.1996) ROBERT F. WALORON (1927-199S) ALAN M. WIENER. MICHAEL J. GREENE' DENNIS W. OMAN' DAVID D. PARR' CHARLES M KANTER' PATRICK A. HENNESSEY DON FISHER GREGORY N. WEILER WARREN A. WILLIAMS JOHN R. LtSTER MICHAEL N. LEIFER SCOTT R. CARPENTER RICHARD A. SALUS NORMAN J RODICH RONALD M. COLE MICHAEL L. D'ANGELO STEPHEN A. SCHECK OONNA L. SNOW PALMIERI, TYLER. WIENER, WILHELM &WALDRON= RYAN M EASTER ELISE M. KERN MELISA R. PEREZ MICHAEL I. KEHOE CHADWICK C. BUNCH ANION J. BANKER RYAN M. PRAGER BLAINE M. SEARLE ERIN BALSARA NADERI CANDICE L. LEE ERICA M. SOROSKY MICHAEL P. BURNS PETER MOSLEM JOSHUA J. MARX ERIN K. OYAMA STEVEN R. GUESS BRIAN OLICKLIN MICHAEL C. CHO, OF COUNSEL ROBERT C. IHRKE. OF COUNSEL JAMES E. WILHELM, OF COUNSEL DENNIS G. TYLER', RETIRED 'A PROFESSIONAL CORPORATION 2603 MAIN STREET EAST TOWER — SUITE 1300 IRVINE. CALIFORNIA 92614-4281 (949)851-9400 www. ptwww. com May 7, 2014 VIA E-MAIL & U.S. MAIL Jennifer Harmon Clerk of the Board Riverside County Transportation Commission 4080 Lemon Street, 3rd Floor Riverside, CA 92501 P.O. BOX 19712 IRWNE. CA 92623-9712 WRITER'S DIRECT DIAL NUMBER (949) 651-7294 WRITER'S DIRECT FACSIMILE NUMBER (949) 825-5412 FIRM'S DIRECT FACSIMILE NUMBERS (949) 651-1554 (949) 757-1225 misitsrOptwww.eom REFER TO FILE NO. 36964-000 Re: Corona Towne Center, LLC - Parcel No. 22218-1; 22218-2; 22218- 3; 22218-4; 22218-5; 22218-6; 22218-7; 22218-8 Our Clients: Cardenas Markets Dear Clerk: This office represents Cardenas Markets, the anchor tenant of Corona Towne Center, LLC. The purpose of this letter is to notify the Riverside County Transportation Commission that Cardenas Markets intends to appear and be heard at the Resolution of Necessity hearing scheduled for June 11, 2014. MHL:mp cc: Client 1216995.1 ANGELO J. PALMIERI (1020 1E00) ROBERT F. WALDRON (102T-1000) ALAN N. WENER• MICHAEL J GREENE• DENNIS W GNAW' DAVID D. PARR* CHARLES H. KANTER• PATRICK A HENNESSEY DON FISHER GREGORY N WEILER WARREN A. WILLIAMS JOHN R. LISTER MICHAEL N. LEIFER SCOTT R. CARPENTER RICHARD A SALUS NORMAN J. RODICM RONALD M COLE MICHAEL L. D'ANGELO STEPHEN A. SCHECK DONNA L. SNOW W PA1 k1IERI, TYLER.WIENi R. WILWLM &WALDRON RYAN M EASTER ELISE M KERN MELtSA R. PEREZ MICHAEL I. KEMOE CHADWICK C. BUNCH AMISH J. BANKER RYAN M. PRAGER BLAINE M. SEARLE ERIN BALSARA NADERI CANDICE L. LEE ERICA M SOROBKY MICHAEL P. BURNS JOSHUA J. MARX ERIN K. OYAMA STEVEN R. GUESS KATHERINE M HARRISON BRIAN OLICKLIN MICHAEL C. CHO OF COUNSEL ROBERT C. IMRKE, OF COUNSEL JAMES E. W,LMELM OF COUNSEL DENNIS G. TYLER', RETIRED 'A •nn.E51110M.1 CODA A.,- N VIA E-MAIL & U.S. MAIL 2603 MAIN STREET EAST TOWER — SUITE 1300 IRVINE, CALIFORNIA 92614-4281 (949) 851-9400 www.ptwww.com June 10, 2014 I RIVERSIDE GOND' TRANSPORTATION COMMISSION Members of the Board of the Riverside County Transportation Commission c/o Jennifer Harmon Clerk of the Board Riverside County Transportation Commission 4080 Lemon Street, 3rd Floor Riverside, CA 92501 Re: Taking of portions of Cardenas Markets' business location at Corona Towne Center Dear Board Members: P.O. 90x 19712 IRVINE, CA 92623.9712 WRITERS DIRECT DIAL NUMBER (949) 851-7294 WRITER'S DIRECT FACSIMILE NUMBER (949) 825.5412 FIRM'S DIRECT FACSIMILE NUMBERS (949)851-1554 (949) 757-1225 mieHer®ptwww. com REFER TO FILE NO. 36964-000 Cardenas Markets ("Cardenas"), is the anchor tenant of Corona Towne Center retail center located on Lincoln Boulevard. Cardenas requests that this letter and its enclosures be made part of the administrative record on this matter. Additionally, Cardenas requests that RCTC's entire file, as it relates to this property, including, but not limited to, internal communications, reports, notes, correspondence and any submittals or communications with the City of Corona be included as part of the administrative record on this matter. Cardenas is a significant stakeholder in the City of Corona and the County of Riverside. Cardenas has been the anchor tenant in a synergistic retail center --Corona Towne Center --for approximately 10 years. Corona Towne Center was a great site for Cardenas. Because of the RCTC project that is changing. 1244391.2 PALMIERI. TYLER, WIENER. WILHELM be WALDRON Jennifer Harmon June 10, 2014 Page 2 Cardenas serves over one million customers at the location through the assistance of about 130 onsite employees (over 85 percent of the employees live in Corona). Cardenas wants to continue to operate from this site. Cardenas wants its many employees to continue to assist this family -owned business from this site for years to come. The RCTC project puts all that in significant question. Cardenas has so informed the City of Corona, RCTC senior staff and the property owner of its concerns about the viability of this center. What has Cardenas received in response from RCTC staff? Very little. Cardenas has largely been ignored. Its concerns have been ignored. For over two years the Cardenas ownership has expressed concern directly to the RCTC staff about proposed impacts to its business location caused by takings from the Cardenas -anchored center. What did Cardenas seek from RCTC staff? A plan and a commitment from RCTC that would put Cardenas in the same position as it was as if the project had not gone forward. That is, Cardenas sought to be made whole for the impacts to its business location. It is understood that the RCTC and Caltrans mission is to widen the 91. It must also be RCTC's mission to economically protect those in the path of the widening. How should Cardenas be put in the same position? Prior to the project, the Cardenas store was situated as an anchor to the Corona Towne Center. The Center was developed and configured to be accessed from Lincoln. Four entry points and four drive aisles from Lincoln led to an extremely visible anchor location. The parking field was situated in front of Cardenas. Cardenas is entitled to and has sought no more than what it had in terms of site configuration. Because of the numerous takings and the nature of the infrastructure, the remainder of Corona Towne Center is totally misconfigured and misoriented. The Corona Towne Center was developed to be a Lincoln Avenue -oriented development. All primary access points were from Lincoln Avenue. The building orientation was directed to the Lincoln Avenue orientation. The RCTC project flips the remainder of the property on its side. Effectively it will have no Lincoln Avenue access. The one driveway slated to remain, out of four, is the shortest possible drive aisle and creates the biggest bottleneck. RCTC staff is proposing more access from a new side road--2nd Street while all of the buildings will still be oriented towards Lincoln Avenue. Tens of thousands of square -feet of synergistic retail building will be demolished. The aesthetics of the Center and the presentation of the Cardenas Market business location are proposed "no shrift" or at best "short shrift." 1244391.2 PALMIERI. TYLER. WIENER. WILHELM &WALDRON. Jennifer Harmon June 10, 2014 Page 3 Despite all of those significant impacts, at this time, RCTC has ignored Cardenas requests to relocate the business to another location in the Center so that it will be re- oriented to its prior street orientation. Moreover, RCTC has not offered any amount of compensation for such damages to Cardenas, or as far as Cardenas is aware, to the property owner. Instead, RCTC has hired a company to come up with a hypothetical, "for litigation" study that concludes 1 + 1 = 5. RCTC has completely ignored the fact that the buildings are no longer oriented in the correct direction and that the site will be under the siege of construction for years to come. It is ignoring that it has an obligation to put Cardenas in a position in which it is or can be made whole. RCTC has ignored Cardenas and continues to do so. RCTC's elaborate scheme to avoid paying Cardenas its just compensation only works, in theory, if the someone else does what RCTC assumes under RCTC's precise timing. For certain, RCTC is not treating this significant stakeholder properly. 1. Mitigation and reconfiguration of the site is not part of the RCTC "public project." At the time of preparation of this objection letter, Cardenas Markets continue to get bits and pieces of information from RCTC. On Friday, June 5, 2014 and Monday June 9, 2014, RCTC's counsel, Mark Easter, advised this office that the RCTC proposed site reconfiguration plan was not part of the RCTC public project and was not being adopted as part of the Resolution of Necessity. The RCTC proposed site reconfiguration should not be part of the RCTC public project and should not be approved as part of the Resolution of Necessity. To the extent RCTC attempts to do so, Cardenas objects. The RCTC proposed site reconfiguration --the basis upon which the precondemnation appraisal and offer were based --is not suitable or desirable for Cardenas Markets. As discussed above, the RCTC proposed site reconfiguration plan requires the implementation by someone else (presumably the property owner) on a specific timetable in between RCTC activities on or around the property. Further, the RCTC proposed site reconfiguration plan only addresses one issue --parking. It does not address the fact that the buildings are no longer oriented towards the main access points/frontage. 1244391.2 PALMIERI. TYLER. WIENER. WILHELM &WALDRON Jennifer Harmon June 10, 2014 Page 4 The property would never have been developed, built or redeveloped in the way outlined in the RCTC proposed site reconfiguration. A private property owner would not get approved to develop the property in that way. That demonstrates that there is significant damage that is not being addressed. It is not being addressed to Cardenas and it is not being addressed to the property owner either (as far as we are informed). In discussions with the property owner, Cardenas has been advised that the property owner/landlord does not believe the RCTC proposed reconfiguration plan is viable. Cardenas has been in discussions with its landlord, Corona Towne Center, LLC and the City of Corona, relating to a site reconfiguration that would change the orientation of the buildings and parking in Corona Towne Center to fit with the proposed RCTC project that changes the on and off ramp to SR-91, adds a new frontage road, and changes the primary access to and from the Corona Towne Center to be from the new frontage road. A copy of the conceptual site reconfiguration being proposed by Cardenas Markets is attached hereto as Exhibit 2. 2. The project has not been located or planned in a manner compatible with the greatest public food and least private injury. The Design/Build project plans are not complete. Without the design being known, the Commission cannot make the required findings that any of the proposed takings are necessary for the project or that the project has been located or planned in a manner compatible with the greatest public good and greatest private injury. In fact, Cardenas Markets is still getting bits and pieces of information from RCTC just prior to the resolution of necessity hearing. Cardenas Markets does not have a complete understanding of the takings that are being proposed, including, but not limited to, the building demolition easement and the vaguely referenced "building access easement." Is not clear what portion of property the "building access easement" applies to, though it appears to be a small area. Further, the wording of the "building access easement" is very broad and does not appear to limit RCTC in any way. RCTC's proposed takings are either taking too little, in which case RCTC will likely exceed the scope of the takings improperly requiring the property owner and/or tenant to monitor the RCTC project and file an inverse condemnation case, or taking too much. 1244391.2 PALMIERI. TYLER. WIENER WILHELM � WALDRON - Jennifer Harmon June 10, 2014 Page 5 3. The proposed resolution is an invalid delegation of legislative authority. The proposed resolution gives RCTC's attorney the ability to change the taking at counsel's sole discretion. Such delegation is an invalid delegation of the Commission's authority. At each of the resolution hearings on this project, staff has repeated how the Commission must make certain fmdings to authorize the specific takings proposed. The Commission is in fact required by the Eminent Domain Law to make such findings as the legislative body for RCTC. (Code Civ. Proc., § 1245.210, subd.(a).) However, the proposed resolution provides that counsel, not the Commission, "is further authorized to reduce or modem the extent of the interests or property to be acquired so as to reduce the compensation payable in the action where such change would not substantially impair the construction and operation for the project for which the real property is being acquired." (Proposed Resolution, Section 7, last sentence [emphasis added].) The Commission should know, and in fact must know, the taking it is approving. Likewise, when RCTC is authorizing its attorneys to take property, the property owner and tenant are entitled to know what property and property rights are being taken. The proposed resolution fails to provide the basic and fundamental information of what is being taken. The proposed resolution is an invalid delegation of legislative authority contrary to law. It violates my clients' rights to substantive and procedural due process. If adopted as proposed, the resolution is void. 4. RCTC is incapable of conducting a fair, legal and impartial hearing on the proposed adoption of the resolution of necessity. As a condition precedent to the exercise of the power of eminent domain, a public entity must hold a public hearing to determine whether a particular taking meets the public interest and necessity criteria articulated in Code of Civil Procedure section 1240.030. (Code Civ. Proc., § 1245.235.) If, after such public hearing, the public entity determines that the proposed taking meets that criteria, then it must adopt a resolution of necessity before proceeding to condemn the property. (Code Civ. Proc., §§ 1240.040, 1245.220.) Implicit in this requirement of a hearing and the adoption of a resolution of necessity is the concept that, in arriving at its decision to take, the public entity engages in a good faith and judicious consideration of the pros and cons of the issue and that the 1244391.2 PALMIERI, TYLER, WIENER, WILHELM &WALDRON Jennifer Harmon June 10, 2014 Page 6 decision to take be buttressed by substantial evidence of the existence of the three basic requirements set forth in Code of Civil Procedure section 1240.030. (Redevelopment Agency v. Norm's Slauson (1985) 173 Ca1.App.3d 1121, 1125-1126.) In the absence of a fair and impartial hearing, the resolution of necessity is void. Here, RCTC has already committed itself to the project and has contractually committed itself to the adoption of this resolution of necessity. The sole reason staff seeks authorization to acquire the property and property rights now is RCTC's contractual agreement to deliver the set right of way regardless of whether the proposed right of way is actually needed. This was again confirmed to me at a January 6th meeting with RCTC staff. Even so, RCTC has contracted away its ability to decide not to acquire or delay acquiring the right of way proposed. RCTC contractually committed to delivery of the right of way without actually knowing if the project as designed actually requires the proposed right of way. Adoption of the resolution under these facts is an abuse of discretion. MHL:mp Enclosures Exhibit 1: RCTC Before Condition Access Map and RCTC proposed site reconfiguration plan Exhibit 2: Cardenas existing site plan, Cardenas proposed site reconfiguration plan and renderings Exhibit 3: Correspondence with senior RCTC staff cc: Client 1244391.2 EXHIBIT m a U I 3m.3,v N1001V1 31S093oaamsOOcsollsri S• mo - --.::::..::-....-7..--'7•:4"tztz: Iflliiillitutiiir13 And 14111P1r1 ati li , wz J W w z k 0 1S YSSLI ViIIIR8 i 4l {` ��ivZ{�t\�S�R�4�S1�ti�������L • \l f =r-1 z M 411. The Parts Acquired 58 Before Condition Access Map Corona Towne Center - CPN 22218 C.7) EXHIBIT 2 It1 .�..�d-� —211➢, �� � =1,2 _ . ...T..• © NY •lYY : •Ir ... an/bAMAp _1/__T._._y :al=1 ._.__ _--,— ,r__._S _ _ •. ` --__.-_w _—_ s #___a • 1 •L _�_ ____' — % a 2Z mow.. r _ _..... . • w 7� .� i �' .. # i-_ KomO. wvtiev_y_ Alps d • ••81 Z8876 'uuoaoD ' 311V uloaui7 "S IO£ jayinv snuap va caaua� aumo,L vuoanJ II _ Pit pi 11-11 611 .._ —, —.e. 4 i.h rele 1— , , . ' . " ; .4.1.--, : , L - 1 I 4 li 1.1. I ....t i ; I ; i r.., I t » ; li1ft _ t $ ....,-. l'ilti II t, 6 ru` rfi'r111-71-fiTni-irr7T-f- _ , ‘ ' '''''\\..$.',N'k',..1111 1 Pl://h///i/f*,//://:/./../411 . V \%\\\\\\\s\\\\\\1 1 ' - — I I, 1 1 , - , .,- ' ' I ,1 Itt\t,V,.,\, ar J7*I. . 11——f,1` - , ///7/7/41 . 1i -- 1 _„ J; ,.„ ..„l._., 6. w.!: ,,V,-ii L.4 4V_f ln' i l. li 11 I r , Ii „ 1, , „ I' , '• lad- IIP , A4 1 !!iIji tmi 1 if; 0 crigb isioem -Amos Os ammo turnip 'we wan .sag w..o «wl wne3 awes w.ti a.4 MOOD 11110411 IOW nd mew NI ire - Nana woe �sme0114:48 elm it$ unra VD ttXX° ' +aV uPurl S lOf 1.944IIN SDlfapolla moo ?wool mono esiwimrsssig -1w116 em va ...eti..wNl ti N. "goo awl rinaq rpm.awrl+Ms ta t 0{I 'Y lu woIrmo w Rim Oft. mu VD vnom0 "74V Nimkrl 'S !Of jaVIVN SV1131111.0 Aapto a atoi aWACO if I j Is EXHIBIT 3 ANOELO J PALMJERI tU i.MOE) ROSERT F WALDRON it/21.11W ALARM WIENER' ROSERT C /HREE• MICHAEL J GREENE* DENNIS W ONAN- DAVID O PARR. CHARLES N KANTER• PATRICII A HENNEESEY DON FISHER GREGORY Al WEILER WARREN A SILVANS JOHN R LISTER MICNAEL H toren SCOTT R CARPENTER RICHARD A SAWS NORMAN J ROOICH RONALO SI COLE MICRAEL L 0 ANOELO STEPHEN A SCNECR W w PALM!ERI TYLER.WIENER WILHELM&WALDR.ON: DONNA L SNOW RYAN M EASTER Et : se M KERN MELJSII R PEREZ MICNAE(. • KENOS CNADYIMCA C SWIGS ANISH J RANKER ROURT N OARRETSON RYAN IS PRAOER SLAMS M SEARLE JERAD SELTZ ERIN SAIEAAA NADER ERICA M SOROEKY PETER MOILER JOSHUAJ NARA ERIN S OYAMA STORNI# GUESS JAMES E WILHELM OF COUNSEL DENINS O T..ER OF COUNSEL • n0AAAAA A.L COIODA.ncr VIA E-MAIL & U.S. MAIL Mark LaBonte Overland, Pacific & Cutler 2280 Market Street, Suite 205 Riverside, CA 92501 2603 MAIN STREET EAST TOWER - SUITE 1300 IRVINE, CALIFORNIA 82614-4281 (949) 851-9400 www plwww corn October 15. 2012 PO SOX 19T12 IRVINE CA 924234112 WRITER'S DIRECT DIAL NUSISER NIP 851 2S4 WRITER'S DIRECT FACEIMILE MAMA 949 825.3412 RRM'S DIRECT FACSIMILE NUMEERS 104g UT 1554 • 944 T52• 1223 IIIISIIST®ptwww COT REFER TO PILE NO 36S64-DOD 3684E-00D Re: Riverside County Transportation Commission --Eminent Domain Acquisitions Dear Mark: Mike Kehoe and I attended the most recent RCTC open house on behalf of a number of clients last month. At the open house, one client (a principal of Corona Autoplex) was told by you, that RCTC was in the acquisition phase and that he needed to attempt to relocate his business at this time. At the same open house, you informed that another client, (Cardenas Markets), was in the RCTC planning phase and it did not have to attempt to relocate at this time. Nothing available at the open house or on display at the open house displayed that distinction. RCTC's position as to both was inconsistent and unsupported in various aspects. IfU PALMIERI TILER. WIENER WILHELM SL WALDRON Mark LaBonte October 15, 2012 Page 2 RCTC's position leaves both businesses currently subject to tremendous uncertainty. Both businesses seek further information from RCTC in the form of meetings with any or all applicable RCTC representatives. Please contact the undersigned to schedule the meetings. MHL:mp U ll 9 Indian Wells (760) 588-2811 Irvine (949) 263-2600 Los Angeles (213) 617 1100 Ontario (909)969-8564 Mona M. Nemat mona nematebbklaw corn I Si BEST BEST & KRIEGER 3 ATTORNEYS AT LAW 3390 University Avenue, 51h Floor, P.O. Box 1028, Riverside, CA 92502 Phone: (951) 686-1450 I Fax: (951) 686-3083 ! worn bbkiaw.com November 8, 2012 VIA EMAIL MLEIFERQPTWWW.COM Michael H, Leifer Palmieri, Tyler, Wiener, Wilhelm & Waldron LLP 2603 Main Street, Suite 1300 Irvine, CA 92614 Dear Michael: Sauanrendo (918)325.4000 San Diego (819) 525-1300 Walnut Creek (925) 977-3300 Washington. DC (202) 765-0600 Re: Riverside County Transportation Commission (RCTC) — Cardenas Market This responds to your October 15, 2012 letter to Mark LaBonte of Overland, Pacific and Cutler, Riverside County Transportation Commission's (RCTC) relocation consultant for the 91 Corridor Improvement Project (Project), regarding questions you raised on Cardenas Market's relocating. Your questions regarding Corona's Autoplex's possible relocation are addressed via separate letter. As you may be aware, the Project, which is still in the planning stages, is anticipated to be quite large and focuses on increasing capacity and reducing congestion for an existing 14-mile stretch of SR-91 and a 6-mile stretch along Interstate 15. Accordingly, given the scale of the Project, some businesses will need relocation assistance while others will not. RCTC does not anticipate relocation of Cardenas Market as a result of the Project at this time. We do understand your clients desire to meet and discuss the Project however. Accordingly, staff and consultants would be happy to meet with your clients, but we ask that the record owner be present at any such meeting for now. As you may know, there has been no offer made to buy any interests in the property yet. There is a concern that if RCTC were to meet with a tenant before an offer has been made, the owner may assert that RCTC interfered with the lease between the owner and the tenant. If having the owner present is not feasible, then it makes sense to have the meeting after the offer is made. We anticipate that an offer will be made in the next 60 days. 17336.0210017651199.1 Michael Liefer November 8, 2012 Page 2 I Mt BEST BEST & KRIEGEB 3 ATTORNEYS AT LAW Pleases let us know how you wish to proceed. If the owner is going to join in on the meeting, please provide dates and times when everyone is available. Please also provide a list of general discussion points so we can ensure the appropriate staff members attend. 17336.02100\7651199 1 Since Y, C...- Mona M. Nemat for BEST BEST & KRIEGER LLP ANGELO 1 PALMIER ;112/•t111) ROBERTF WALDRON ,112f.IN1) ALAN t WIENER- ROEERT C DOKE' RNCHAEL J SWEETIE' DENNIS W CHAN' DAVID D PARR' CHARLES TI KANTER• PATRICK A NENNEIIEY CON Flutes GREGORY N WEILER WARREN A WILLIAMS JONN R L STER "mourn'. M LEVER BCOTT R CARPENTER RICMARD A SALUs NORMAN J RODICM RONALD M COLE MICHAEI I 0 ANGELO STEPHEN A SCNECK JAMES E WILNELM OF COUNSEL DENNIS G OF COUNSEL •a . ROII °IV 01a 11011 W w PA,MIERI TNLER. WIENER WILHELM& WALDRON DONNA L SNOW RYAN M EASTER ELISE M KERN MELIEA R ►ERE2 MICHAE► 1 KENO! CHADWICK C BUNCH AM1/t J BANKER ROBERTM GARRETSON RYAN M PRAGER ELAINE M 1EARLE ARAD 1ELT1 ERIN BALIARA NADERI ERICA M 10ROBK• PETER MOSLEM JOSHUA / MARK ERIN K OTAMA STEVEN R GUESS VIA E-MAIL & U.S. MAIL 2603 MAIN STREET EAST TOWER — SUITE 1300 IRVINE CALIFORNIA 92614-4261 (949) 651-9400 www ptwww com Mona Nemat Best, Best & Krieger 3390 University Ave., 5th Floor PO Box 1028 Riverside, CA 92502 November 30, 2012 Re: Riverside County Transportation Commission - Cardenas Market Dear Ms. Nemat: Po BOx MU IRVINE CA 92E2141712 WRITER $ DIRECT DAL NUMBER (949' ES1.7294 wRRER'E DIRECT FACSIMILE NUMBER (949)925.5412 FIRM'$ DIRECT FACSIMILE NUMBER$ 1949) B5t.7554 (949) 757.1225 m1/111r®plwrr com REFER TO FILE NO 36964-D00 This responds to your letter earlier in November concerning Cardenas Market. Your letter responded to our letter to Mark LaBonte of OPC. We wrote to Mark LaBonte because he and the OPC team was holding itself out to the public as the point of contact relating to RCTC's ongoing and future acquisition activities for the 91 project. In fact, we were present at a meeting held by RCTC and staffed by OPC personnel in their team uniforms. The reason why the public and their representatives attended was to view the right-of-way acquisition maps to see whether and how they would be impacted by RCTC acquisition. The individual property owners were not there for the juice and cookies. Further, Mark LaBonte personally told another one of our clients at the meeting, the owner of Corona Autoplex, that his business was in the process of being acquired Mr. LaBonte also admonished the owner of the Corona Autoplex that he had an obligation to RCTC to attempt to relocate. 823983 1 PALMIERI,TYLER, WIENER, WILHELM &WALDRONS Mona Nemat November 30, 2012 Page 2 As you know OPC is most well-known for providing right of way acquisition and related services for public agencies. OPC has been actively working for RCTC concerning the widening project for some time. In fact, acquisition activities by RCTC and its agents like RCTC have been occurring for a period of years. At this point, RCTC has acquired properties for the 91 widening project. According to RCTC's latest statements to the media, the acquisitions are in the double digits. RCTC, through its agents, is currently negotiating to acquire properties/property interests for the project. Further, the environmental document has been approved and a Record of Decision issued by Caltrans on the selected alignment. Thus, this project has been planned. It has been and is being "done." Like the other property owners at the meeting trying to obtain full and transparent disclosure from RCTC, Cardenas has rights as a business and holder of property rights. Cardenas is affected by RCTC's project. Particularly because of the size of the business and number of its employees, Cardenas should be provided full and transparent disclosure early and on an ongoing basis. It has not been. RCTC has already met with the Cardenas' lessor without Cardenas present. It is believed that RCTC has met with City personnel and other consultants and officials about Cardenas' business location. Cardenas has not been present or informed about the nature and scope of the meetings. Why was Cardenas not invited to the discussions or the meetings? It is the anchor business on the affected property. Cardenas has leasehold rights that RCTC may have already interfered with by virtue of its exclusion. Cardenas has sincere concern that RCTC is negotiating with the lessor and communicating with other public agencies to its detriment either vis-i-vis the lease or the project impacts. We request all written communications and notes of same between RCTC (inclusive of its agents and consultants) and Cardenas Market's lessor concerning the 91 widening project (euphemistically labeled the Corridor Improvement Project by RCTC). We also request notes and documents pertaining to communications with the City and Caltrans that concern Cardenas' business location. Should it be necessary, please consider this request to be pursuant to the Public Records Act. As you are aware, all of the requested information is discoverable and will be obtained at some point. 823983 1 PALMIERI TYLER WIENER WILHELM & WALDRON Mona Nemat November 30, 2012 Page 3 As for the meeting that was requested some time ago, Cardenas wishes to receive full and transparent disclosure of the project's impacts on its site. It wants to receive this information on an on -going basis. RCTC should determine who to send to such meetings on its behalf. Please provide available dates for such a meeting. The sooner the better. How about next Wednesday or Thursday? MHL:mp cc: Client Michael I. Kehoe 823983 I W w w PALMIERI TYLER WIENER. WILHELM St WALDRON ANOELO J PALMIERI IIStU•sou, ROSERT F WALDRON I1527.L555, ALAN N MINER' DONNA L SNOW ROBERT C IMRRE' RYAN M EASTER MICHAEL J GREENE' ELME M KERN OENNIS W OMAN- MELMA R PEREZ DAVID D PARR' MICHAEL KEHOE CHARLES N KANTER* CMADWK:K C BUNCH PATRICK A NENNESSEY AMEN i BANKER DON FISHER ROBERT M 0RRRETSON GREGORY N WEILER RYAN M WARREN A WILLIAMS ELAINE M SEARLE JOHN R ASTER JERAD BELT= MICHAEL H LEwn* ERIN NA0E111 SCOTTR CARPENTER ERICA M SOROSKY RICHARD A SAIUU PETER MOSLEM NORMAN J ROOICH JOSHUA J MARX RONALOM COLE ERINK OYAMA MICHAEL L 0 ANOELO STEVEN R GUESS STEPHEN A UMBILICI( JAMES E WILHELM OF COUNSEL DENNIS O TYLER, OF COUNSEL •• WWI!MON*, GOKP011.11010 VIA E-MAIL & U.S. MAIL 2603 MAIN STREET EAST TOWER — SUITE 1300 ►RVINE:. CALIFORNIA 92614-4281 (949) 881-9400 www ptwww com Mona Nemat Best, Best & Krieger 3390 University Ave., 5th Floor PO Box 1028 Riverside, CA 92502 December 7, 2012 Re: Riverside County Transportation Commission - Cardenas Market Dear Ms. Nemat: PO EOK 19712 IRVINE. CA 92827-9712 YYIIITER E ORECT DIAL NUMBER NM, E5t-72E4 WRITER'S DIRECT FACSIMILE NUMBER (9419) 826.6412 FIRM'S DIRECT FACSIMILE NUMBERS 1949)B51.1564 1949) 767 1226 m1BrtBr®ptwww cam REFER TO FILE NO 989E4-000 The purpose of this letter is to again contact you on behalf of my client, Cardenas Markets, to obtain a response and a meeting scheduled with RCTC. Thank you for your attention to this matter. MHL:mp cc: Client 823983 1 RICHARD C. GREENBERG JOIDI D. WHIfCOMBEj March 9, 2013DERRICK K. TAKEUCHI MICHAELJ GIBSON SAMANTHA F. LAMBER.O LEONARD MANNER MICHAEL J. WEINBERGER JOEL L BENAVIDES jAbn Member of Diwics of Columbia Bar LAW OFFICES GREENBERG, WHITCOMBE & TAKEUCHI, LLP 2I515 HAWTHORNE BOULEVARD, SUITE 450 TORRANCE, CALIFORNIA 00S03a531 (3 10) 540-2000 FAX 010) 540fi609 • (310) 316-0505 E-MAR. GWTLLT®GWiLLP COM March 15, 2013 VIA E-MAIL FOLLOWED BY U.S. MAIL Jason Scott, Mayor (JScottaa,ci.corona.ca.us) Karen Spiegel, Mayor Pro Tem (KSpiegel(a)ci.corona.ca.us) Dick Haley, Council Member (DHaleyaci.corona.ca.us) Eugene Montanez, Council Member (EMontaneeaci.corona.ca.us) Stan Skipworth, Council Member (SSkipworth@ci.corona.ca.us) Corona City Hall 400 S. Vicentia Ave. Corona, CA 92882 Re: Corona Towne Center Dear Mayor Scott, Mayor Pro Tem Spiegel, and members of the Council: MICHAELE ADLER' 'OF COUNSEL SENDERS E-MAIL rpember`@Kwllp cam OUR FILE 100-2701 We represent the property owner of Corona Towne Center. As you likely know, Corona Towne Center (the "Center") fronts on Lincoln Avenue, and West 2`d Street and is immediately south of the 91 Freeway. We believe that City staff is aware that the Center is slated to be very significantly impacted by the RCTC 91 project ("Project"). The Project will require the acquisition of large portions of the Center. The remaining land will be left in a totally different shape. All aspects of the Center will be severely impacted by the Project. From my client's perspective, the Project will have an extremely adverse impact upon the size, shape, access, marketability, utility and other elements of the Center. The anchor tenant of the Center, Cardenas, feels just as strongly about the impacts to the Center. Both the property owner and Cardenas believe that the Center cannot continue to function as an anchored center with ancillary retail shop space as the acquisition for the Project is now configured. The anchor tenant's location in the Center would have to change for Cardenas or any anchor tenant to be viable in the Center in its reduced and altered shape. From what we understand, the Project leaves Corona Towne Center with no left-in/left-out turning movement. If that is the case, access to and from the Center will be extremely poor for this type of development. In addition to all of the other impacts, this will reduce rental rates for the retail space and make those spaces more difficult to lease. A signalized entrance on 2nd Street with a westbound turning movement must be included in this Project. The Center has thrived and has been a solid contributor to the City as a center for retailers small and large. It directly benefits the City and has done so for a long time. It has also been a very strong business location for its tenants. LAW OFFICES GREENBERG, WHITCOMBE & TAKEUCHI, LLP Council Board Members Corona City Hall March 15, 2013 Page 2 This Project is and has been a matter of great concem to the owners and to Cardenas. It should also be of great concern to the City because the 91 widening threatens the continued survival of a thriving Center. We understand that the City staff has had many discussions with RCTC personnel. Unfortunately, we were not included in those discussions. We are concerned that those discussions may not have taken into consideration the elements necessary, and we believe feasible, to minimize the adverse impact of the takings. We would like to meet at your earliest convenience to explore planning and design alternatives that would enable the Center to remain viable. Cardenas Markets joins in this request. We, our client, and representatives of Cardenas Markets look forward to meeting with you and the appropriate concerned members of your staff as soon as possible. Thank you for your anticipated cooperation. For the firm RCG:d cc: Michael Leifer, Esq. For Cardenas Markets Very truly yours, cziii)." Richard C. Greenberg ANOELO J. PALMIERI (1020.1000) ROBERT P. WALDRON (101T-1000) ALAN H WIENER• MCNAEL J. GREENE' DENNIS W OHAN' DAVID O. PARR' CHARLES N KANTER" PATRICK A HENNESSEY DON PI/HER GREGORY N. WEILER W A. WILLIAMS JOHN RLISTER MICNAEL H. LEIFER SCOTT R CARPENTER RICHARD A. SALVE NORMAN J. ROOICN RONALD M. COLE MICNAEL L. D'ANOELO STEPHEN A. /CHECK DONNA L. SNOW T PALMIERI. TYLER. WIENER. WILHELM &WALDRON RYAN M. ELI/E M KERN MELISA R. PERE2 MICNAEL I. R H M CHADWICN CBUNCH ANIEN J RANKER RYAN M ►RAOER ELAINE M SEARLE ERIN NACERI CANDICE L. LEE ERICA M SOROSKY MICNAEL P. BURNS JOSHUA J MARK ERIN K. OYAMA STEVEN R. GUESS KATHERINE M. HARRISON SRIAN MACKLIN MICNAEL C. CHO, OF COUNSEL ROBERT C IHRKE, OF COUNSEL JAMES E WILHELM, OF COUNSEL DENNIS O. TYLER', RETIRED •A.ROMOI0A111 EOM VIA E-MAIL & U.S. MAIL 2803 MAIN STREET EAST TOWER — SUITE 1300 IRVINE, CALIFORNIA E121514-42651 (IMO) B51-9400 www.ptwww.com Mark Easter Best, Best & Krieger 3390 University Ave., 5th Floor P4 Box 1028 Riverside, CA 92502 June 9, 2014 P.O. SOX 19712 IRVINE. CA 92623-9712 WRITER'S DIRECT DIAL NUMBER (949)551-72114 WRITER'S DIRECT FACSIMILE NUMBER (949)1325.5412 FIRM'S DIRECT FACSIMILE NUMBERS (949)051-1564 (945)757-1225 mlEif/r®plwww.com REFER TO FILE NO. 35954.000 Re: Riverside County Transportation Commission - Cardenas Market and Corona Towne Center Dear Mark: To follow-up on our Friday emails, this is to confirm that the only work RCTC is proposing to do to the Corona Towne Center remainder is demolition of buildings and construction of new access points. Anything else discussed in RCTC's precondemnation appraisal (i.e., reconfiguration of the site, parking, etc.) is conceptual and is not part of the RCTC public project. PALMIERI. TYLER. WIENER. WILHELM &WALDRON Mark Easter June 9, 2014 Page 2 Please confirm prior to the resolution of necessity hearing. Very truly yours, MHL:mp 1197669.1 Erin Balsara Naderi From: Mark Easter <Mark.Easter@bbklaw.com> Sent; Monday, June 09, 2014 5:38 PM To: Michelle M. Pase Cc: Michael H. Leifer, Erin Balsara Naderi Subject: RE: RCTC - Cardenas Market and Corona Towne Center Responding to your letter, RCTC's offer to the owner included a severance damage component of $1,154,978, which was based on a Proactive mitigation plan for replacing the hardscape, landscaping, other improvements and re -configuring parking. This plan is conceptual and is neither something that RCTC itself will be doing as part of its project, or requiring the owner to do. RCTC's project DOES include the demolition of several buildings, including the property on the north end of the building, and the Dollar Tree building, as well as the construction of several new access points. I believe this is reflected in the Temporary Construction Easements that RCTC is acquiring as well. Feel free to call me if you have any questions. From: Michelle M. Pase [mailto:MPasePptwww.com] Sent: Monday, June 09, 2014 4:25 PM To: Mark Easter Cc: Michael H. Leifer; Erin Balsara Naderi; Michelle M. Pase Subject: RCTC - Cardenas Market and Corona Towne Center Dear Mr. Easter: At the request of Mr. Leifer, attached in PDF format is a correspondence of today's date regarding the above referenced matter. Please review. Thank you. Michelle Pase Assistant to Michael H. Leifer, Erin B. Naderi, and Steven R. Guess Palmieri, Tyler, Wiener, Wilhelm & Waldron LLP 2603 Main Street, Suite 13001 Irvine, CA 92614 Direct Dial (949) 851-7325 ( Facsimile (949) 851-1554 W PrUNIERt TtiaWItNih.%VIt. 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If you are not the intended recipient, or believe that you may have received this communication in error, please advise the sender via reply email and immediately delete the email you received. 2 AGENDA ITEM 7 PUBLIC HEARING " " R I V E R S I D E C O U N T Y T R A N S P O R T A T I O N C O M M I S S I O N D A T E : J u n e 1 1 , 2 0 1 4 T O : R i v e r s i d e C o u n t y T r a n s p o r t a t i o n C o m m i s s i o n F R O M : M i c h e l e C i s n e r o s , F i n a n c e M a n a g e r / C o n t r o l l e r T H R O U G H : A n n e M a y e r , E x e c u t i v e D i r e c t o r S U B J E C T : P r o p o s e d B u d g e t f o r F i s c a l Y e a r 2 0 1 4 / 1 5 S T A F F R E C O M M E N D A T I O N : T h i s i t e m i s f o r t h e C o m m i s s i o n t o : 1 ) R e c e i v e i n p u t o n t h e p r o p o s e d B u d g e t f o r F Y 2 0 1 4 / 1 5 ; 2 ) C l o s e t h e p u b l i c h e a r i n g o n t h e p r o p o s e d B u d g e t f o r F Y 2 0 1 4 / 1 5 ; a n d 3 ) A d o p t t h e p r o p o s e d B u d g e t f o r F Y 2 0 1 4 / 1 5 . B A C K G R O U N D I N F O R M A T I O N : T h e a n n u a l f i s c a l b u d g e t i s t h e r e s u l t o f s t a f f d e t e r m i n i n g t h e o p e r a t i n g a n d c a p i t a l n e e d s f o r F Y 2 0 1 4 / 1 5 a n d i d e n t i f y i n g t h e r e s o u r c e s t o f u n d t h o s e n e e d s . T h e b u d g e t p r o c e s s b e g a n i n D e c e m b e r 2 0 1 3 . T h e g o a l s a n d o b j e c t i v e s a p p r o v e d b y t h e C o m m i s s i o n o n A p r i l 9 w e r e t h e b a s i s o f t h i s b u d g e t . T h e g o a l s a n d o b j e c t i v e s c o n s i d e r e d d u r i n g t h e p r e p a r a t i o n o f t h e b u d g e t r e l a t e t o m o b i l i t y i n i t i a t i v e s , g o o d s m o v e m e n t , 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 , e n v i r o n m e n t a l s t e w a r d s h i p , e c o n o m i c d e v e l o p m e n t , i n t e r m o d a l i s m a n d a c c e s s i b i l i t y , a n d p u b l i c a n d a g e n c y c o m m u n i c a t i o n s , a n d f i n a n c i a l a n d a d m i n i s t r a t i v e p o l i c i e s . O n M a y 1 4 , s t a f f p r e s e n t e d t h e p r o p o s e d b u d g e t t o t h e C o m m i s s i o n . S u b s e q u e n t t o t h a t p r e s e n t a t i o n , s t a f f u p d a t e d t h e d o c u m e n t a s a r e s u l t o f t h e f o l l o w i n g c h a n g e s r e s u l t i n g i n a n e t d e c r e a s e o f $ 6 , 0 4 4 , 9 0 0 t o 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 5 : A d j u s t m e n t s t o F i s c a l Y e a r 2 0 1 3 / 1 4 P r o j e c t e d A m o u n t s : " N e t i n c r e a s e i n s t a t e r e i m b u r s e m e n t s a n d T U M F r e v e n u e s o f $ 6 , 6 5 4 , 9 0 0 a n d $ 1 . 1 m i l l i o n , r e s p e c t i v e l y ; n e t i n c r e a s e i n o p e r a t i n g a n d c a p i t a l d i s b u r s e m e n t s a n d r e g i o n a l a r t e r i a l s o f $ 1 9 7 , 0 0 0 a n d $ 5 5 , 0 0 0 , r e s p e c t i v e l y . W h i l e s o m e o f t h e a d j u s t m e n t s r e l a t e d t o f u r t h e r r e v i e w a n d a n a l y s i s o f d e p a r t m e n t w o r k s h e e t s , s i g n i f i c a n t a d j u s t m e n t s r e l a t e d t o t h e r e c e i p t o f P r o p o s i t i o n 1 B g r a n t f u n d s r e c e i v e d i n M a y 2 0 1 4 a s o p p o s e d t o J u l y 2 0 1 4 , a s o r i g i n a l l y p r o j e c t e d . T h e t o t a l n e t i n c r e a s e i n t h e p r o j e c t e d e n d i n g f u n d b a l a n c e a t J u n e 3 0 , 2 0 1 4 i s $ 7 , 5 0 2 , 9 0 0 . A g e n d a I t e m 7 4 4 Adiustments to Fiscal Year 2014/15 Budgeted Amounts: • A decrease of $215,100 in federal reimbursements related to federal sequestration cuts on the Build America Bond subsidy; • A decrease of $6.64 million in state reimbursements for the receipt of Proposition 1B grant funds received in May 2014 rather than July 2014, as originally projected; • A $16,100 decrease in investment income as a result of a net decrease in federal and state reimbursements; • An increase of $1,481,400 in State Transit Assistance expenditures based on review and analysis of Short Range Transit Plan (SRTP) submissions; • An increase of $5,195,200 in Local Transportation Fund expenditures based on review and analysis of SRTP submissions; and • A net increase of $191.6 million in operating transfers related to the updated State Route 91 Corridor Improvement Project Transportation Infrastructure Finance and Innovation Act loan draw down. A public hearing to allow for public comment on the proposed budget, as revised, is required prior to the adoption of the proposed budget. The public hearing was opened at its May 14 Commission meeting. After the public hearing is closed on June 11, adoption of the proposed budget for FY 2014/15 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 2014/15 is attached. This document contains the executive summary, as revised, that was presented at the May 14 Commission meeting; the Gann 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; a community profile; and appendices including a glossary of acronyms, funding definitions, and program/general terms. A summary of the proposed Budget for FY 2014/15 is as follows: Agenda Item 7 45 " " " F Y 2 0 1 4 / 1 5 B u d g e t 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 : S a l e s t a x e s - M e a s u r e A , L T F , a n d S T A $ 2 6 1 , 4 4 4 , 7 0 0 R e i m b u r s e m e n t s ( f e d e r a l , s t a t e , a n d o t h e r ) 1 8 2 , 0 6 5 , 4 0 0 T U M F 8 , 1 5 4 , 6 0 0 O t h e r r e v e n u e s 5 7 5 , 0 0 0 I n t e r e s t o n i n v e s t m e n t s 2 , 4 5 0 , 9 0 0 D e b t p r o c e e d s 1 9 1 , 6 0 0 , 0 0 0 T r a n s f e r s i n 5 2 6 , 0 3 4 , 7 0 0 T o t a l 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 1 , 1 7 2 , 3 2 5 , 3 0 0 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 : P e r s o n n e l s a l a r y a n d f r i n g e b e n e f i t s 8 , 2 8 0 , 3 0 0 P r o f e s s i o n a l s e r v i c e s 1 6 , 1 4 6 , 1 0 0 S u p p o r t s e r v i c e s 5 , 2 9 9 , 6 0 0 P r o j e c t s a n d o p e r a t i o n s 9 3 4 , 1 2 6 , 0 0 0 C a p i t a l o u t l a y 3 , 7 5 0 , 0 0 0 D e b t s e r v i c e ( p r i n c i p a l , i n t e r e s t a n d c o s t s o f i s s u a n c e ) 5 4 , 6 9 6 , 2 0 0 T r a n s f e r s o u t 5 2 6 , 0 3 4 , 7 0 0 T o 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 1 , 5 4 8 , 3 3 2 , 9 0 0 E x c e s s o f 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 o v e r r e v e n u e s ( 3 7 6 , 0 0 7 , 6 0 0 ) a n d o t h e r f i n a n c i n g s o u r c e s B e g i n n i n g f u n d b a l a n c e 9 8 6 , 8 4 2 , 3 0 0 E n d i n g f u n d b a l a n c e $ 6 1 0 , 8 3 4 , 7 0 0 A t t a c h m e n t : F Y 2 0 1 4 / 1 5 P r o p o s e d B u d g e t ( P o s t e d o n t h e C o m m i s s i o n W e b s i t e ) A g e n d a I t e m 7 4 6 Riverside County Tsonsporiolion Commission Budget; Adjustments (Draft to Final FY 2014/15 Ending Fund Balance (as reported 5/14/14) Projected FY 2014 Adjustments: Increase in state reimbursements and other revenues Increase in project operations Budget FY 2015 Adjustments: Decrease in federal and state reimbursements Decrease in investment income Increase in operating transfers in Increase in transit operating and capital distributions Increase in operating transfers out FY 2014/15 Ending Fund Balance (per final budget 6/11/14) $ 616,879,600'; 7,754,90p" 1252,000j'. (6,855,100) (16400)' 191,600,000 (6,676,600) (191,600,00G) $ 610,834,700 1 Beginning, Fund 8 00 Total DORI •Revenues $454,690,600 •Debt Proceeds $191,600,000 •Transfers In $526,034,700 •Expenditures $967,602,000 •Debt Service $ 54,696,200 44.E 2 Funding sources 0 par.as.on Measure A Sales Tax LTF Sales Tax STA Sales Tax Federal reimbursements State reimbursements Local reimbursements TUMF Other revenues Investment income Total Revenues Debt proceeds, net TIFIA loan proceeds Transfers in Total Revenues/Sources $ 149,428,100 $ 157,000,000 $ 157,000,000 72,828,800 76,500,000 76,500,000 14,170,200 13,298,000 13,298,000 14,230,000 94,389,000 50,267,900 22,875,500 137,891,200 94,640,500 1,711,900 2,364,000 3,048,800 12,421,100 7,823,400 7,530,100 1,540,600 1,090,400 639,100 1,769,900 4,026,500 5,292,000 290,976,100 494,382,500 408,216,400 454,690,600 -8% 60,000,000 698,340,700 674,750,100 -100% 110,000,000 191,600000 74% 133,065,300 637,010,600 485,301,700 ;516034' -17% $ 484,041,400 $ 1,939,733,800 $1,568,268,200 $ 1171325i900 -40% $ 167,000,000.. 500,000 12,944,700 s 83,351 A' 92,504,0 . 6% 7% -3 % -12% -33% 163% 4% -47% -39 % Management=: - Services Expenditures% 'Debt Service] Expenditures Regional progra'"$ Expend061 CaP14'1146jeet ' Deveigpment; and Delivery e Expef74i RF. 3 Ma na e Services Executive Management Administration Legislative Affairs and Communications Finance Debt Service Total Expenditures Transfers Out Total Management Services 201.3/14 ..p, FY: $ 244,000 $ 308,900 $ 331,900 $ 1,213,100 1,863,900 1,376,900 890,900 1,203,600 908,000I 4,364,500 5,209,000 4,982,300 25,300 - - FY 6,737,800 8,585,400 7,599,100 9,014MOill 5,000,000 5,000,000 5,000,000 5 $ 11,737,800 $ 13,585,400 $ 12,599,100 $ 14, 7 Planning and Programming Services Rail Maintenance and Operations Public and Specialized Transit Commuter Assistance Motorist Assistance Total Expenditures Transfers Out Total Regional Programs 3,099,800 $ 5,767,000 $ 3,241,400 $ 5,88 - 11,265,800 15,800,500 15,042,500 18,054,6E t 57,246,500 106,994,100 79,511,300 11310146tM 2,868,400 4,411,700 4,455,600• 300900% 3,563,500 5,464,600 4,805,200 4'677,100 78,044,000 138,437,900 107,056,000 145729,900 $ 93,631,500 $ 154,256,000 $ 126,949,500 $ 163,737,700' 4 Salaries and benefits $ Z,669,100 $ 3,339,800 $ 3,914,500 $ 3,602,300, Professional costs 7,257,900 10,507,300 7,984,300 8,493,100 Support costs 277,700 879,300 215,200 852,400 Projects and operations: - Program operations 9,304,400 12,203,600 7,459,500 13,969,300 ,. Engineering 15,697,500 22,001,000 11,044,200 17,633110 Construction 37,487,700 238,243,900 112,801,000 238,444,900' Design build 26,232,500 217,750,000 165,800,000 254,803,500", Right of way and land 44,974,600 179,087,800 103,123,400 183,851,4t. Local streets and roads 44,594,900 46,865,900 46,911,900 49,882,OOQ Regional arterials 8,678,500 27,471,000 25,370,000 30,400,000< Other 207,100 2,386,000 52,800 10,920,000 Debt service 22,204,100 134,227,100 118,979,200 54,696,200 Total Expenditures Z19,586,000 594,962,700 603,656,000 867,SS4,10Q Transfers out 112,477,800 616,192,500 460,408,200 SOZ,979,200 Total Capital Project Development & Delivery $ 332,063,800 $ 1,511,155,200 $1,064,064,200 $ 1,370,533,30Q'S' s Capital Projects , rations Expen res 5 " - C a p i t a l P r o j e c t ; E x p e n d i t u r e ��i h l i g h t s R - 9 1 H O V L a n e s / A d a m s S t r e e t t o 6 0 / 9 1 / 2 1 S I n t e r c h a n g e j 7 4 C u r v e W i d e n i n g . . . S R - 9 1 , I - 1 5 o I v e m e n t s ��5 P e r s o n n e l $ 6 , 3 4 2 , 4 0 0 $ 7 , 9 4 9 , 4 0 0 $ 7 , 9 4 8 , 0 0 0 $ 8 , 2 8 0 , 3 0 0 P r o f e s s i o n a l 1 2 , 1 0 0 , 4 0 0 1 7 , 9 1 1 , 7 0 0 1 4 , 7 0 1 , 9 0 0 1 6 , 1 4 6 , 1 0 0 S u p p o r t 3 , 7 9 8 , 3 0 0 5 , 5 7 7 , 7 0 0 4 , 7 0 6 , 2 0 0 5 , 2 9 9 , 6 0 0 P r o j e c t s a n d o p e r a t i o n s 2 5 9 , 6 7 6 , 8 0 0 8 7 5 , 5 3 3 , 9 0 0 5 7 1 , 8 4 2 , 5 0 0 9 3 4 , 1 2 6 , 0 0 0 , C a p i t a l o u t l a y 2 2 0 , 5 0 0 7 8 6 , 2 0 0 1 3 3 , 3 0 0 3 , 7 5 0 , 0 0 0 D e b t s e r v i c e 2 2 , 2 2 9 , 4 0 0 1 3 4 , 2 2 7 , 1 0 0 1 1 8 , 9 7 9 , 2 0 0 5 4 , 6 9 6 , 2 0 0 T o t a l E x p e n d i t u r e s 3 0 4 , 3 6 7 , 8 0 0 1 , 0 4 1 , 9 8 6 , 0 0 0 7 1 8 , 3 1 1 , 1 0 0 1 , 0 2 2 , 2 9 8 , 2 0 0 T r a n s f e r s o u t 1 3 3 , 0 6 5 , 3 0 0 6 3 7 , 0 1 0 , 6 0 0 4 8 5 , 3 0 1 , 7 0 0 5 2 6 , 0 3 4 7 0 0 T o t a l E x p e n d i t u r e s / U s e s $ 4 3 7 , 4 3 3 , 1 0 0 $ 1 , 6 7 8 , 9 9 6 , 6 0 0 $ 1 , 2 0 3 , 6 1 2 , 8 0 0 $ 1 , 5 4 8 , 3 3 2 , 9 � 6 P e r s o n n e l , P r o f e s s i o n a l , J S u p p o r t , & C a p i t a l O u t l a y 6 Measure A Managemen Services Close public ,he ,eilleW xn� ii(t5�i��E� w,(,4 ring and adopt budget Continue monitoring revenues untiit�g �p�d���le tY.trpratt Sales tax and TUMF revenue tr etir ess of fe�t�rat aad state reifnb rse 11 7 Riverside County Transportation Commission June 11, 2014 Honorable Commissioners Riverside County Transportation Commission Riverside, California FY 2014/15 Budget Introduction A County on the Move — Unprecedented Level of Investment Fuels an Exciting Future Thank you for your interest in the Fiscal Year (FY) 2014/15 budget for the Riverside County Transportation Commission (Commission or RCTC). This document provides an opportunity to evaluate and review the financial backbone of an innovative and successful public transportation agency. The upcoming fiscal year will be one of unprecedented investment and construction in Riverside County's transportation infrastructure — an investment that will undoubtedly improve the area's mobility and economic standing for decades to come. In the past year, RCTC began work on two high -profile projects with a combined value of $1.7 billion. The State Route (SR) corridor improvement project broke ground in December and is now in full swing. It is easily the most ambitious project in the Commission's history and will provide the most profound mobility improvements of any project of its kind in Southern California. The Perris Valley Line (PVL) Metrolink Extension project is comparatively smaller with an investment of $247 million, but it also represents the first expansion of the five -county Metrolink train system since the mid-1990's. For Riverside County, the PVL expands and revitalizes public transit service by establishing a transit backbone for Western Riverside County that includes more trains, enhanced bus service, new commuter options, and an allure for new employers to locate to Riverside County. Along with RCTC's own projects, the Commission is also funding other large scale projects with various partners such as California Department of Transportation (Caltrans), San Bernardino Associated Governments (SANBAG), the Coachella Valley Association of Governments, county of Riverside (County), and local cities. Construction is moving at a rapid clip on the widening of SR-91 in Downtown Riverside, the bi-county widening of Interstate (1) 215 between Riverside and San Bernardino, improved interchanges on the 1-10 in the Coachella Valley, and a number of railroad grade separations throughout Riverside County. While high profile projects generate excitement and interest, infrastructure investments must also be dedicated to smaller projects that have positive benefits to local communities. To that end, the Commission recently approved $152 million of funding for 33 local projects ranging from arterial improvements, freeway interchanges, bike lanes, and transit projects. In the first part of this decade, more than $4 billion in construction spending will be devoted to transportation projects constructed by RCTC, the County, local cities, or Caltrans. The obvious reason for this commitment is to invest in a better transportation system resulting in better mobility, but we are also investing in Riverside County's future. It's a future that should include more local jobs, new businesses being formed, employers moving to the area, and making it easier to access numerous locales that will appeal to visitors throughout the world. The investments are being made to ensure and improve the quality of life of Riverside County's residents. Transportation interacts with a variety of human needs including a safe environment that includes 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. People Working — Building a Better Future The Commission and its project partners at Caltrans, 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. The results of these effects are coming to fruition with improvements completed on the southern portion of 1-215, the 74/215 interchange, 1-10 interchanges in the Coachella Valley, and work speeding ahead on SR-91 in Riverside and the 60/215 interchange on the Riverside/Moreno Valley border. During FY 2014/15, the Commission will invest $751 million in capital projects that include highway, regional arterial, and rail projects. The Commission's overall budget will exceed $1 billion and 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 of California (State) legislation that first created it —now operating with a staff of 46 budgeted positions. This maintains the original vision of the 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 2014/15, the Commission will return $49.9 million in funding to local cities and the County for local streets and roads 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. SR-91 Corridor Improvement Project in Corona: Full Speed Ahead In December 2013, the Commission broke ground on a $1.4 billion project to widen SR-91 through Corona. The project consists 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. Additional project improvements include enhanced transit service along the corridor with express buses, a collector -distributor lane system near the 1-15 and Main Street, and better connections between SR-91 and 1-15 including a direct connector to the RCTC 91 Express Lanes from the northbound 1-15. The work will create 16,000 new jobs and will be the largest ever funded by the Commission. This year's budget also reflects an ongoing investment in project development work that includes the acquisition of needed right of way. The eventual completion of the project will culminate 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. Perris Valley Line Proiect: Transit Options to Expand Yet another regionally significant project is the PVL, which has broken ground and is set to provide passenger service in December 2015. The project will extend Metrolink from Downtown Riverside to South Perris, enabling Metrolink to serve additional Riverside County residents and employers. It establishes a much stronger transit backbone that will complement existing and future bus service, pedestrian and active transportation improvements, and economic development efforts. Moreover transit operators throughout the county including the Riverside Transit Agency and SunLine Transit Agency are planning service expansions to address future growth and demand for increased bus service. Major Corridors Seeing Malor Investment 1-215: Construction crews completed a new lane in each direction along a six -mile stretch of the southern segment of I-215—a project which is being funded through Measure A and state bond funding. This is now being followed by a similar project along a 12.5-mile portion of the central segment of 1-215. At the northern edge of the 1-215 and SR-60, the East Junction HOV lanes connector project was completed in Spring 2014. The Commission completed the project development for this effort, and Caltrans is responsible for the construction activities. Additionally, construction continues to add a new carpool lane in each direction from the 60/91/215 interchange all the way into San Bernardino County. The lead agency for this bi-county project is SANBAG. 1-10: Construction has been completed on rebuilt and expanded freeway interchanges at Palm Drive, Indian Canyon Drive, Bob Hope Drive, and Date Palm Avenue in the Coachella Valley. The completed projects were funded through a combination of federal, state, Measure A, and Transportation Uniform Mitigation Fee funding. Construction has begun on another interchange project at 1-10 and Monterey Avenue, and the I-10/Jefferson Street interchange will begin construction during FY 2014/15. Caltrans and the County are the lead agencies for these projects. SR-91: Construction is underway on the addition of a carpool lane along a six -mile stretch of SR-91 through Downtown Riverside. The project will not only widen SR-91 through Downtown Riverside but will also rebuild and improve a number of interchanges and local connections with the freeway. 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 1E511 Traveler Information Service 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. 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, 2013. 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 Fund Structure General Fund Special Revenue Funds Capital Projects Funds Debt Service Fund 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 to 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 fund 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 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 as of June 30, 2014 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: 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 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 Inland Empire 511 (IE511), 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. Name Kevin Jeffries John F. Tavaglione Jeff Stone John J. Benoit Marion Ashley Deborah Franklin Roger Berg Joseph DeConinck Ella Zanowic Mary Craton Greg Pettis Steven Hernandez Karen Spiegel Scott Matas Adam Rush Larry Smith Douglas Hanson Glenn Miller Frank Johnston Terry Henderson Bob Magee Scott Mann Tom Owings Rick Gibbs Berwin Hanna Jan Harnik Ginny Foat Daryl Busch Ted Weill Steve Adams Andrew Kotyuk Ron Roberts Ben Benoit Basem Muallem Riverside County Transportation Commission List of Principal Officials Board of Commissioners Title Member Member Member Member Chair (Commission) Member Vice Chair (Budget and Implementation Committee) Member Member Member Member Member Member 2nd Vice Chair (Commission) and Vice Chair (Eastern Riverside County Programs and Projects Committee) Member Member Chair (Budget and Implementation Committee) Member Chair (Western Riverside County Programs and Projects Committee) Chair (Eastern Riverside County Programs and Projects Committee) Member Member Member Member Member Member Member Vice Chair (Commission) Member Member Member Member Vice Chair (Western Riverside County Programs and Projects Committee) Governor's Appointee 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 Agency County of Riverside, District 1 County of Riverside, District 2 County of Riverside, District 3 County of Riverside, District 4 County of Riverside, District 5 City of Banning City of Beaumont City of Blythe City of Calimesa City of Canyon Lake City of Cathedral City City of Coachella City of Corona City of Desert Hot Springs City of Eastvale City of Hemet City of Indian Wells City of Indio City of Jurupa Valley City of La Quinta City of Lake Elsinore City of Menifee City of Moreno Valley City of Murrieta City of Norco City of Palm Desert City of Palm Springs City of Perris City of Rancho Mirage City of Riverside City of San Jacinto City of Temecula City of Wildomar Caltrans, District 8 Executive Summary Introduction The budget for Fiscal Year (FY) 2014/15 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 April 9, 2014, to prepare this budget. In addition to the Commission's 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 environmental, design, and construction processes on the State Route (SR) 91, Interstate (I) 15, and 1-215 corridor improvement projects; the SR-60 truck climbing lane project; and Perris Valley Line Metrolink extension (Perris Valley Line) included in the Western Riverside County Delivery Plan. • Enhance corridor mobility and traveler choice by continuing property acquisition and construction on the SR-91 corridor improvement project and continuing to develop tolled express lanes on 1-15. • Provide leadership in the planning and development of the Coachella Valley/San Gorgonio Pass corridor rail service. • Work closely with local jurisdictions to administer the Transportation Uniform Mitigation Fee (TUMF) Regional Arterial Program and facilitate the delivery of eligible arterial improvements in western Riverside County (Western County). • Work closely with partners in the Coachella Valley to ensure the implementation of Measure A funding priorities. • Complete projects and programs included in the 1989 Measure A ordinance and determine uses for any unexpended revenues. • Continue the preliminary engineering and environmental clearance for the Mid County Parkway and SR-79 realignment projects. • Work with local and regional agencies in developing resources for preservation and maintenance of the highways and regional arterials. • Continue active engagement in state and federal efforts to streamline and reform the California Environmental Quality Act (CEQA) and the National Environmental Policy Act (NEPA). • Consider future rail expansion opportunities including the potential for extension of the Perris Valley Line to the Hemet/San Jacinto and Temecula areas. • Support innovative programs that provide transit assistance in hard to serve rural areas or for riders with special transit needs. • Support cost controls and promote operating efficiency for transit operators. • Maintain effective partnerships among commuters, employers, and government to increase the efficiency of our transportation system by encouraging and promoting motorized and non -motorized transportation alternatives. • Continue to provide a motorist aid system that ensures safety and convenience to freeway motorists. • Maintain an active involvement in state and federal legislative matters to ensure that the Commission receives proper consideration for transportation projects and funding. • Explore local options for sustainable funding in addressing long-term transportation and quality -of -life needs for Riverside County. • Maintain close communication with Commissioners and educate policy makers on all issues of importance to the Commission. Financial • Fund administrative costs with allocations from Measure A, LTF, FSP, SAFE, and TUMF funds. • Maintain administrative program delivery costs below the policy threshold of 4% of Measure A revenues; the FY 2014/15 Management Services budget is 2.37% of Measure A revenues. • Maintain administrative salaries and benefits at less than 1% of Measure A revenues; the FY 2014/15 administrative salaries and benefits is .88% of Measure A revenues. • Continue to maintain prudent cash reserves to provide some level of insulation for unplanned expenditures. • Maintain current strong bond ratings with rating agencies. • Move forward on Measure A projects for highways and regional arterials using sales tax revenues, TUMF revenues, and state and federal funding as well as financing alternatives such as commercial paper, sales tax revenue bonds, toll revenue bonds, and federal loans. • Establish and maintain reserves for toll operations, capital improvements, and debt service in accordance with toll supported debt agreements. • Conduct enhanced outreach to businesses and contractors located in Riverside County regarding opportunities to provide competitive and qualified goods and/or services to the Commission. • Leverage and protect past Measure A investments in rail with state and federal funding for additional rail improvements, including the Perris Valley Line. • Maintain the enterprise resource planning (ERP) system to integrate project accounting needs and improve accounting efficiency. Budget Overview Total sources (Table 1) are budgeted at $1,172,325,300, which is a decrease of 25% over FY 2013/14 projected sources and a 40% decrease over the FY 2013/14 revised budget. Total sources are comprised of revenues of $454,690,600, transfers in of $526,034,700, and debt proceeds of $191,600,000. The projected fund balance at June 30, 2014 available for expenditures (excluding reserves for debt service of $144,250,800 and advances receivable of $34,456,400) is $808,135,100. Accordingly, total funding available for the FY 2014/15 budget totals $1, 980,460,400. Table 1— Sources FY 2013-2015 FY 12/13 FY 13/14 FY 13/14 FY 14/15 Dollar Percent Actual Revised Budget Projected Budget Change Change Measure A Sales Tax LTF Sales Tax STA Sales Tax Intergovernmental TUMF Revenue Other Revenue Investment Income Operating Transfers In Debt Proceeds TOTAL Sources 149,428,100 $ 157,000,000 $ 157,000,000 72,828,800 76,500,000 76,500,000 14,170,200 13,298,000 13,298,000 38,817,400 234,644,200 147,957,200 12,421,100 7,823,400 7,530,100 1,540,600 1,090,400 639,100 1,769,900 4,026,500 5,292,000 133,065,300 637,010,600 485,301,700 60,000,000 810,774,000 677,183,400 484,041,400 $ 1,942,167,100 $ 1,570,701,500 $ 167,000,000 81,500,000 12,944,700 182,065,400 8,154,600 575,000 2,450,900 526,034,700 191,600,000 $ 1,172,325,300 $ 10,000,000 6% 5,000,000 7% (353,300) -3% (52,578,800) -22% 331,200 4% (515,400) -47% (1,575,600) -39% (110,975,900) -17% (619,174,000) -76% $ (769,841,800) -40% Riverside County has specific competitive advantages over nearby coastal counties (Los Angeles, Orange and San Diego) including housing that was (and remains) more available and affordable and plentiful commercial real estate and land available for development at lower costs. Prior to the national recession, Riverside County's economy thrived, reflecting the area's competitive advantages over its neighboring counties, largely as a result of the County's continuing ability to draw jobs, residents, and affordable housing away from the Los Angeles, Orange, and San Diego county areas. As a result, the County's employment and commercial base diversified and the County's share of the regional economy increased. During the nationwide recession, the County experienced high unemployment; reduced personal income, taxable sales, and residential building permits; a decrease in the rate of home sales and the median price of single-family residences; and high rates of notices of default on mortgage loans secured by single-family residences. The impact of the recession was amplified in the Inland Empire (i.e., Riverside and San Bernardino counties) due to its relatively greater growth and the relatively lower average income levels when compared to coastal areas. These factors resulted in fluctuating Measure A and LTF sales tax revenues and TUMF fees; however, as noted on Chart 1 the sales tax revenues appear to have stabilized following the recession. Chart 1— Commission Sources Trend $800,000,000 $700,000,000 $600,000,000 $500,000,000 $400,000,000 $300,000,000 $200,000,000 $100,000,000 $0 b FY 10/11 FY 11/12 FY12/13 FY13/14 FY 14/15 +MeasureASales Tax t LTF Sales Tax +STA Sales Tax +TU M F +Federal, State, Local Revenues i Operating Transfers In Debt Proceeds While recovery from the nationwide recession in the local Inland Empire economy has lagged the nation and other areas of California, the local economy is experiencing significant improvement. Sales tax revenues have rebounded from the recent economic downturn's low point in 2010. The Commission's Measure A and LTF sales tax revenues for FY 2013/14 are projected to approximate their highest annual level that was reached in FY 2005/06. The Commission's economic outlook for FY 2014/15 continues to be cautiously optimistic; however, the state and federal budget issues continue to affect funding of the Commission's capital projects and programs. Ongoing problems with funding of the Federal Highway Trust Fund could cause delays in receipt of federal funding. Should Measure A and LTF sales tax revenues continue to 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 Measure A Sales Tax 14% Debt Proceeds 16% Operating Transfers In 45% Investment Income 0% LTF Sales Tax 7% STA Sales Tax 1% Intergovernmental 16% TUMF Revenue 1% Other Revenue 0% The State Board of Equalization (SBOE) recently provided to cities and other agencies its projections that statewide taxable sales over the next fiscal year will increase 6.5%. However, given the tenuous local economy, 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 $167,000,000 for FY 2014/15. This is a 6.4% increase from the FY 2013/14 revised projection of $157,000,000. 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 $81,500,000; an increase of 6.5% from the FY 2013/14 revised projection of $76,500,000. 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; however, these funds have been subject to suspension in past years due to the State's budget issues. The STA transit allocation, which is based on recent State estimates, for FY 2014/15 is $12,944,700. Intergovernmental revenues include reimbursement revenues from federal sources of $83,351,400, state sources of $92,503,000, and local agencies of $6,211,000 for highway and rail capital projects, rail operations and station maintenance, commuter assistance, and motorist assistance programs as well as planning and programming activities. 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 2014/15 TUMF fees are projected at $8,000,000 compared to the FY 2013/14 revised projection of $7,400,000 and reflect the slow but encouraging signs in the housing market in the Inland Empire. Additional TUMF zone reimbursements of $154,600 are expected for the 74/215 interchange project. Other revenue of $575,000 is projected to decrease 47% from the prior year's budget of $1,090,400 and is related to property management revenues from properties acquired in connection with the SR-91 corridor improvement project. Investment income is anticipated to decrease in FY 2014/15 as a result of increased activity with the Perris Valley Line and the SR-91 corridor improvement projects. Staff continues to actively manage its resources and make appropriate investments to maximize the return to the Commission without sacrificing security and affecting short- term cash requirements. Transfers in of $526,034,700 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 debt service requirements from highway, regional arterial, and local streets and roads projects. Debt proceeds consist of draw downs of $191,600,000 from the federal Transportation Infrastructure Finance and Innovation Act (TIFIA) loan related to the SR-91 corridor improvement project. Total uses (Table 2), including transfers out of $526,034,700, are budgeted at $1,548,332,900, a decrease of 8% from the prior year budget amount of $1,681,429,900. Program expenditures and transfers out totaling $1,534,271,000 represent 99% of total budgeted uses in FY 2014/15. Program costs have decreased by 8% from $1,667,844,500 in FY 2013/14. Table 2 — Uses FY 2013-2015 FY 12/13 Actual FY 13/14 Revised Budget FY 13/14 Projected FY 14/15 Budget Dollar Percent Change Change Capital Highway, Rail, and Regional Arterials Capital Local Streets and Roads Commuter Assistance Debt Service Management Services Motorist Assistance Planning and Programming Public and Specialized Transit Rail Maintenance and Operations $ 265,264,800 44,594,900 3,019,700 22,229,400 11,712,500 4,889,300 3,099,800 71,344,100 11,278,600 $ 1,330,062,200 46,865,900 4,523,900 136,660,400 13,585,400 6,755,500 5,767,000 121,409,100 15,800,500 $ 898,173,100 46,911,900 4,567,800 121,412,500 12,599,100 5,695,200 3,241,400 98,402,600 15,042,500 TOTAL Uses $ 437,433,100 $ 1,681,429,900 $ 1,206,046,100 $ 1,265,955,100 49,882,000 3,460,400 54,696,200 14,061,900 5,578,800 6,383,300 130,260,600 18,054,600 $ 1,548,332,900 (64,107,100) 3,016,100 (1,063,500) (81,964,200) 476,500 (1,176,700) 616,300 8,851,500 2,254,100 -5 % 6% -24% -60% 4% -17% 11% 7% 14% (133,097,000) -8% Note: Management Services includes Executive Management, Administration, Legislative Affairs and Communications, and Finance. Capital highway, rail, and regional arterials budgeted uses of $1,265,955,100 are 5% lower compared to the FY 2013/14 budget due to decreased operating transfers out of debt proceeds from capital projects funds to special revenue funds to finance 2009 Measure A Western County highway projects costs. Local streets and roads expenditures of $49,882,000 reflect an increase of 6% over the FY 2013/14 budget and represent the disbursements to local jurisdictions for the construction, repair, and maintenance of local streets and roads. Debt Service of $54,696,200 has decreased 60% as a result of the retirement of $60,000,000 of outstanding commercial paper notes in FY 2013/14 from sales tax revenue bond proceeds issued in connection with the SR-91 corridor improvement project financing. Additionally, actual debt service requirements related to the SR-91 corridor improvement project current plan of finance are lower than estimated in the original plan of finance. Commuter Assistance budgeted expenditures of $3,460,400 are 24% lower than FY 2013/14 budget due to decreased expenditures related to completion of the new ridematching system and streamlined media outreach for projects and operations activities. Management Services expenditures have increased 4% from the FY 2013/14 budget due to information technology equipment upgrades and administration support. Motorist Assistance expenditures have decreased 17% or $1,176,700 from the FY 2013/14 budget as a result of decreased demand for freeway service patrol services supporting construction projects and streamlining media outreach for the 1E511 service. Planning and Programming budgeted expenditures of $6,383,300 reflect an 11% increase from the FY 2013/14 budget due to increased projects and operations activities in connection with LTF disbursements for planning and programming and grade separation projects. Public and Specialized Transit budgeted expenditures of $130,260,600 are 7% higher than FY 2013/14 budget due to increased transit capital expenditures for public transit. The 14% increase in Rail Maintenance and Operation's budgeted expenditures of $18,054,600 is primarily due to additional consultant work needed to perform planning and modeling for rail projects including the SR- 91/Perris Valley Line expansion and Coachella Valley/San Gorgonio Pass corridor rail service. Total uses included in the FY 2014/15 budget by major categories are illustrated in Chart 3. Chart 3 — Uses: Major Categories Planning and Public and Rail Maintenance Programming Specialized Transit and Operations Motorist 0% 8% 1% Assistance 0% Management Services 1% Debt Service 4% , Commuter Assistance 0% Capital Local Streets and Roads 4% Commission Personnel Capital Highway, Rail, and Regional Arterials 82% The Commission's salary and benefits total $8,280,300 for FY 2014/15. This represents an increase of $330,900 or 4% over the FY 2013/14 budget of $7,949,400 (Chart 4). The increase relates to a 3% cost of living adjustment to offset the employee's contribution for their share of normal pension costs; a 3% pool for merit -based salary increases; an increase in the California Public Employees' Retirement System (CaIPERS) employer contribution rate and dental, vision, and workers' compensation premiums; and an increase in the annual required contribution for the postretirement health care costs based on a recent actuarial valuation. The Commission's salary schedule for FY 2014/15 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". Beginning with FY 2013/14, the Commission implemented a phased approach over a three-year period requiring employees to pay their share of normal pension costs. The current 5% employer -paid member contribution by the Commission will be eliminated in FY 2015/16. Chart 4 — Salary and Benefits Costs: Five -Year Comparison $9,000,000 $8,000,000 $7,000,000 $6,000,000 $5,000,000 $4,000,000 $3,000,000 $2,000,000 $1,000,000 $- FY 10/11 FY 11/12 FY 12/13 FY 13/14 FY 14/15 The FY 2014/15 FTE of 46 positions is comparable to the FY 2013/14 level (Table 3) as the Commission prepares for significant organization changes that include 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 2013-2015 FY 12/13 FY 13/14 Executive Management 0.3 0.3 Administration 4.5 5.5 Legislative Affairs and Communications 2.2 2.4 Finance 6.8 6.9 Planning and Programming 4.7 5.3 Rail Maintenance and Operations 2.9 4.0 Public and Specialized Transit 2.5 2.4 Commuter Assistance 1.8 1.8 Motorist Assistance 0.9 1.2 Capital Project Development and Delivery 13.4 16.2 TOTAL 40.0 46.0 FY 14/15 0.4 5.2 2.2 7.0 5.1 3.9 2.4 1.6 1.2 17.0 46.0 The Commission provides a comprehensive package of benefits to all permanent, salaried employees. The package includes: health, dental, vision, and life insurance, short and long-term disability, workers' compensation, tuition assistance, sick and vacation leave, retirement benefits in the form of participation in CaIPERS, postretirement health care, deferred compensation, and employee assistance program. The compensation components are shown in Chart 5. Chart 5 - Personnel Salary and Benefits Other Fringes 6% Health 13% irement 18% Salary 63% Department Initiatives The preparation of each department's budget was based on key assumptions, accomplishments in FY 2013/14, major initiatives for FY 2014/15, and department goals and related objectives. Following are the key initiatives and summary of expenditures for each department (Tables 4 through 13). Executive Management • Continue project development and delivery as the key Measure A priority. • Continue construction on Riverside County's largest transportation project, the SR-91 corridor improvement project. • Advance public transit with the construction of the Perris Valley Line. • Launch a planning effort to advance passenger rail service in the Coachella Valley/San Gorgonio Pass corridor. • Advocate for state investments in transportation and approval of a federal transportation bill to fund needed transportation priorities in the County and stimulate the local economy. " 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 . " E n h a n c e e x t e r n a l c o m m u n i c a t i o n s w i t h m e d i a , b u s i n e s s a n d c i v i c g r o u p s , a n d 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 2 / 1 3 F Y 1 3 / 1 4 F Y 1 3 / 1 4 F Y 1 4 / 1 5 D o l l a r P e r c e n t A c t u a l R e v i s e d B u d g e t P r o j e c t e d B u d g e t C h a n g e C h a n g e P e r s o n n e l $ 1 2 9 , 3 0 0 $ 9 6 , 7 0 0 $ 1 1 4 , 4 0 0 P r o f e s s i o n a l 6 9 , 2 0 0 1 5 5 , 0 0 0 1 6 5 , 0 0 0 S u p p o r t 4 5 , 5 0 0 5 7 , 2 0 0 5 2 , 5 0 0 T O T A L $ 2 4 4 , 0 0 0 $ 3 0 8 , 9 0 0 $ 3 3 1 , 9 0 0 A d m i n i s t r a t i o n $ 1 3 9 , 6 0 0 2 6 5 , 0 0 0 6 7 , 1 0 0 $ 4 7 1 , 7 0 0 $ 4 2 , 9 0 0 4 4 % 1 1 0 , 0 0 0 7 1 % 9 , 9 0 0 1 7 % $ 1 6 2 , 8 0 0 5 3 % " 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 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 v i d e e a s i e r a c c e s s t o C o m m i s s i o n r e c o r d s . " S u p p o r t a n d d e v e l o p a m o t i v a t e d w o r k f o r c e w i t h a f r a m e w o r k o f a c t i v i t i e s a n d p r a c t i c e s t h a t c o m p l y w i t h e m p l o y m e n t l a w s a n d r e g u l a t i o n s . T a b l e 5 - A d m i n i s t r a t i o n F Y 1 2 / 1 3 F Y 1 3 / 1 4 F Y 1 3 / 1 4 F Y 1 4 / 1 5 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 $ 4 6 9 , 2 0 0 $ 6 2 8 , 6 0 0 $ 5 0 7 , 8 0 0 $ 6 0 6 , 6 0 0 $ ( 2 2 , 0 0 0 ) - 3 % P r o f e s s i o n a l 1 3 3 , 1 0 0 2 0 0 , 2 0 0 1 8 0 , 1 0 0 3 6 3 , 0 0 0 1 6 2 , 8 0 0 8 1 % S u p p o r t 5 7 8 , 1 0 0 6 5 1 , 6 0 0 6 2 9 , 0 0 0 6 8 1 , 4 0 0 2 9 , 8 0 0 5 % C a p i t a l O u t l a y 3 2 , 7 0 0 3 8 3 , 5 0 0 6 0 , 0 0 0 4 3 5 , 0 0 0 5 1 , 5 0 0 1 3 % D e b t S e r v i c e 2 5 , 3 0 0 N / A T O T A L $ 1 , 2 3 8 , 4 0 0 $ 1 , 8 6 3 , 9 0 0 $ 1 , 3 7 6 , 9 0 0 $ 2 , 0 8 6 , 0 0 0 $ 2 2 2 , 1 0 0 1 2 % L e g i s l a t i v e A f f a i r s a n d C o m m u n i c a t i o n s " C o n t i n u e e f f o r t s t o p r o t e c t a n d s e e k g r e a t e 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 i n 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 a n d g o o d s m o v e m e n t . " 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 . " T a k e a l e a d e r s h i p r o l e o n t h e m o d e r n i z a t i o n o f C E Q A . " C o n t i n u e t o d e v e l o p a b r o a d p u b l i c i n f o r m a t i o n p r o g r a m r e g a r d i n g t h e C o m m i s s i o n ' s r e s p o n s i b i l i t i e s a n d a c c o m p l i s h m e n t s t h r o u g h a v a r i e t y o f m e d i a f o r m a t s a n d p r e s e n t a t i o n o p p o r t u n i t i e s i n c l u d i n g e x p a n d i n g t h e u s e o f s o c i a l m e d i a a n d o t h e r e m e r g i n g t e c h n o l o g i e s . " C o n t i n u e t o p l a c e a n e m p h a s i s o n p r o v i d i n g p r o a c t i v e p u b l i c c o m m u n i c a t i o n s s u p p o r t r e l a t e d t o m a j o r p r o j e c t d e v e l o p m e n t e f f o r t s . " C o n d u c t a c o n c e r t e d o u t r e a c h e f f o r t t o n e w f e d e r a l a n d s t a t e r e p r e s e n t a t i v e s o n l o c a l t r a n s p o r t a t i o n i s s u e s . " P r o v i d e n e w C o m m i s s i o n e r - o r i e n t a t i o n m e e t i n g s a n d o t h e r c o n t i n u i n g e d u c a t i o n o p p o r t u n i t i e s f o r C o m m i s s i o n e r s . Table 6 - Legislative Affairs and Communications FY 12/13 FY 13/14 FY 13/14 FY 14/15 Dollar Percent Actual Revised Budget Projected Budget Change Change Personnel $ 364,900 $ 506,700 $ 367,400 Professional 383,800 507,700 396,000 Support 142,200 189,200 144,600 TOTAL $ 890,900 $ 1,203,600 $ 908,000 Finance $ 510,700 523,200 155,500 $ 1,189,400 $ 4,000 1% 15,500 3% (33,700) -18% $ (14,200) -1% • Continue appropriate uses of long- and short-term financing to advance 2009 Measure A projects of the Commission and the Coachella Valley Association of Governments (CVAG). • Apply the sales tax revenue forecast update to update a financing plan to support the Western Riverside County Delivery Plan and CVAG highway and regional arterial projects. • Continue to keep abreast of Governmental Accounting Standards Board (GASB) technical activities affecting the Commission's accounting and financial reporting activities and consider early implementation of 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. • Continue to implement 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 12/13 FY 13/14 FY 13/14 FY 14/15 Dollar Percent Actual Revised Budget Projected Budget Change Change Personnel $ 788,800 $ 840,300 $ 772,600 $ 921,400 $ 81,100 10% Professional 2,938,800 3,695,300 3,562,800 3,693,500 (1,800) 0% Support 637,300 665,900 639,400 627,200 (38,700) -6% Capital Outlay (400) 7,500 7,500 25,000 17,500 233% Transfers Out 5,000,000 5,000,000 5,000,000 5,047,700 47,700 1% TOTAL $ 9,364,500 $ 10,209,000 $ 9,982,300 $ 10,314,800 $ 105,800 1% Planning and Programming • 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 and Proposition 1B funded projects are administered and implemented consistent with California Transportation Commission (CTC) and California Department of Transportation (Caltrans) 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 funds 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 implementation guidelines. • Secure funding through the federal transportation bill for goods movement -related needs. • Monitor and track the TUMF regional arterial projects. • Work cooperatively with member agencies to continue the work efforts on the new Community Environmental Transportation Acceptability Process (CETAP) corridors. • Continue the Congestion Management Program (CMP) update and traffic monitoring along urban and rural highway systems. • Administer the SB821 Bicycle and Pedestrian Facilities Program. • Monitor the Port of Los Angeles and Port of Long Beach's (Ports) projects for impacts on Riverside County. Table 8 - Planning and Programming FY 12/13 FY 13/14 Actual Revised Budget FY 13/14 Projected FY 14/15 Budget Dollar Change Percent Change Personnel Professional Support Projects and Operations Transfers Out TOTAL $ 782,400 $ 100,700 16,900 2,199,800 1,032,700 $ 409,400 23,400 4,301,500 749,700 270,900 16,000 2,204,800 $ 3,099,800 $ 5,767,000 $ 3,241,400 Rail Maintenance and Operations $ 983,700 356,500 20,600 4,522,500 500,000 $ 6,381300 $ (49,000) (52,900) (2,800) 221,000 500,000 $ 616,300 • As a member of the Southern California Regional Rail Authority (SCRRA), continue active participation in the governance and operations of the Metrolink commuter rail system. • Continue the planning and implementation of capital improvements at the commuter rail stations in Riverside County, including the Perris Valley Line, security and rehabilitation projects, and parking requirements. • Continue to support activities related to the Perris Valley Line project and evaluate its operational impact. • Establish best approach to build, maintain, and operate cost effective and environmentally sustainable facilities that meet the public's transportation needs. • Lead the service development process and actively coordinate with all stakeholders along the Coachella Valley/San Gorgonio Pass corridor for intercity passenger rail service. Table 9 - Rail Maintenance and Operations FY 12/13 Actual FY 13/14 Revised Budget FY 13/14 Projected FY 14/15 Budget Dollar Change Percent Change Personnel Professional Support Projects and Operations Capital Outlay Transfers Out TOTAL $ 451,900 $ 233,500 1,202,800 9,334,700 42,900 12,800 $ 11,278,600 $ 636,500 $ 681,500 $ 662,500 $ 26,000 4% 588,000 351,200 1,230,400 642,400 109% 1,723,700 1,684,700 1,851,000 127,300 7% 12,804,100 12,280,100 14,175,700 1,371,600 11% 48,200 45,000 135,000 86,800 180% N/A 15,800,500 $ 15,042,500 $ 18,054,600 $ 2,254,100 14% Public and Specialized Transit • Support innovative programs that provide transit assistance in hard to serve rural areas or for riders having very special transit needs and monitor funding of these programs. • Complete the first year of specialized transit funding allocations related to the 2013 universal call for projects and continue to monitor performance. • Continue long-range planning activities to ensure that anticipated revenues are in line with projected levels of service by transit operators. • Continue public transit operator oversight and fiduciary responsibilities to ensure that annual fiscal audits and a state triennial performance audits are conducted in accordance with TDA regulations. • Provide availability for local matching funds to Western County applicants seeking Federal Transit Administration (FTA) Section 5310 federal capital grants. • Coordinate with operators on major capital purchases and investments into new rolling stock and other system improvements in order to maintain a viable on -hand reserve. Table 10 - Public and Specialized Transit FY 12/13 FY 13/14 Actual Revised Budget FY 13/14 FY 14/15 Projected Budget Dollar Change Percent Change Personnel Professional Support Projects and Operations Transfers Out TOTAL $ 318,600 $ 167,300 10,500 56,750,100 14,097,600 $ 71,344,100 $ 380,100 266,500 24,500 106,323,000 14,415,000 121,409,100 $ 283,600 216,100 13,500 78,998,100 18,891,300 $ 98,402,600 Commuter Assistance $ 381,400 192,000 22,500 113,218,100 16,446,600 $ 130,260,600 $ 1,300 0% (74,500) -28% (2,000) -8% 6,895,100 6% 2,031,600 14% $ 8,851,500 7% • 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. • Continue to provide leadership to the ongoing operation, maintenance, and enhancement of the bi-county ridematching system with regional reach. • Maintain long-term partnership with San Bernardino Associated Governments (SANBAG) 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. Table 11- Commuter Assistance FY 12/13 Actual FY 13/14 Revised Budget FY 13/14 Projected FY 14/15 Budget Dollar Change Percent Change Personnel Professional Support Projects and Operations Capital Outlay Transfers Out TOTAL $ 263,600 $ 300,800 $ 300,400 815,800 372,400 485,300 1,932,000 2,802,800 7,000 151,300 112,200 $ 3,019,700 $ 4,523,900 $ 394,100 $ 804,500 484,500 2,765,500 7,000 112,200 4,567,800 $ 270,900 $ 313,000 391,000 2,321,000 5,000 159,500 3,460,400 $ (29,900) (502,800) (94,300) (481,800) (2,000) 47,300 (1,063,500) -10% -62% -19% -17% -29% 42% -24% 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. • Operate and maintain the 1E511 system in accordance with national 511 implementation standards in partnership with SANBAG. • Enhance the 1E511 with more personalized traffic information services. • Utilize the opportunity to enhance coordination between California Highway Patrol (CHP) and Caltrans on traveler information. Table 12 - Motorist Assistance FY 12/13 Actual FY 13/14 Revised Budget FY 13/14 Projected FY 14/15 Budget Dollar Change Percent Change Personnel Professional Support Projects and Operations Transfers Out TOTAL $ 104,600 $ 515,700 514,900 2,428,300 1,325,800 $ 4,889,300 $ 187,200 $ 766,500 877,600 3,633,300 1,290,900 6,755,500 $ 162,400 $ 771,000 826,800 3,045,000 890,000 5,695,200 $ 201,200 $ 716,400 630,900 3,128,600 901,700 5,578,800 $ 14,000 (50,100) (246,700) (504,700) (389,200) (1,176,700) 7% -7% -28% -14% -30% -17% Capital Project Development and Delivery • Continue project development, right of way, and construction activities on remaining 1989 Measure A projects including SR-74 curve widening, SR-91 high occupancy vehicle (HOV) lanes/Adams Street to 60/91/215 interchange, and 60/215 East Junction HOV lane connectors. • Continue project activities on the 1-215 bi-county highway and Perris Valley Line rail projects, which were included in both the 1989 Measure A and 2009 Measure A programs. • Continue project work on the Western Riverside County Delivery Plan projects, including the 91/71 connectors; the SR-91, 1-15, and 1-215 corridor improvement projects; SR-60 truck climbing lane; SR-79 realignment; and Mid County Parkway. • Provide Western County Measure A regional arterial TUMF funding and support to local jurisdictions for regional arterial project engineering, right of way acquisition, and construction. • Provide 2009 Measure A funding to the incorporated cities, CVAG and the County for local streets and roads maintenance, repair, and construction. • Provide funding and support of 2009 Measure A highway and regional arterial projects. • Develop strategies to implement alternative financing structures including public toll roads. • Maintain a right of way acquisition and management program in support of capital projects. • Manage right of way acquisition in the most cost effective manner and within project schedules, while adhering to federal and state regulations. • Maintain and manage the access, use, safety, and security of Commission -owned properties including commuter rail stations, properties in acquisition process, and income -generating properties. Table 13 — Capital Project Development and Delivery FY 12/13 Actual FY 13/14 Revised Budget FY 13/14 Projected FY 14/15 Budget Dollar Change Percent Change Personnel Professional Support Projects and Operations Capital Outlay Debt Service Transfers Out TOTAL $ 2,669,100 $ 3,339,800 $ 7,257,900 10,507,300 277,700 879,300 187,031,900 745,669,200 145,300 340,000 22,204,100 136, 660,400 112,477,800 616,192,500 $ 332,063,800 $ 1,513,588,500 $ 3,914,500 7,984,300 215,200 472,549,000 13,800 118,979,200 460,408,200 1,064,064,200 Fund Balances $ 3,602,300 8,493,100 852,400 796,760,100 3,150,000 54,696,200 502,979,200 $ 1,370,533,300 $ 262,500 (2,014,200) (26,900) 51,090,900 2,810,000 (81,964,200) (113,213,300) $ (143,055,200) 8% -19% -3% 7% 826% -60% -18% -9% The total fund balance as of June 30, 2014 is projected at $986,842,300. The Commission's budgeted activities for FY 2014/15 are expected to result in a $376,007,600 decrease of total fund balance at June 30, 2015 to $610,834,700. The primary cause of the decrease is related to the project activities in FY 2014/15 related to the SR- 91 corridor improvement project and the Perris Valley Line project. Table 14 presents the components of fund balance by governmental fund type and program at June 30, 2015. Table 14 — Projected Fund Balances by Governmental Fund Type and Program at June 30, 2015 Riverside County Transportation Commission 5610,834,700 General Fund $5,692,200 Management Services Planning and Programming Rail Maintenance and Operations Budget Summary Special Revenue Funds $381,841,200 $3,676,400 Measure A Western County: 1,470,000 Bond Financing $8,196,800 545,800 Commuter Assistance 14,584,800 Economic Development 5,370,800 Highways 30,406,500 Local Streets and Roads 1,000 New Corridors 69,401,200 Public and Specialized Transit 7,871,200 Rail 43,063,100 Regional Arterials 16,326,900 Measure A Coachella Valley: Highways and Regional Arterial 8,396,200 Local Streets and Roads 1,700 Specialized Transit 1,438,000 Measure A Palo Verde Valley Local Streets and Roads 600 Coachella Valley/San Gorgonio Pass 2,816,900 Motorist Assistance 6,346,400 State Transit Assistance 38,684,300 Local Transportation Fund 102,784,200 TUMF: CETAP 17,067,600 Regional Arterials 9,083,000 Capital Projects Funds $103,433,700 Highways $ 103,433,700 Debt Service Fund $119,867,600 The overall budget for FY 2014/15 is presented in Table 15 by summarized line items, Table 16 by operating and capital classifications, and Table 17 by governmental fund type. Highway, rail, and regional arterial program expenditures by project are summarized in Table 18. Table 15 — Budget Comparative by Summarized Line Item FY 2013-2015 FY 12/13 FY 13/14 Actual Revised Budget FY 13/14 Projected FY 14/15 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 Salary and Benefits Professional and Support Professional Services Support Costs TOTAL Professional and Support Costs Projects and Operations Program Operations - General 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 Excess (deficiency) of Revenues over (under) Expenditures Other Financing Sources (Uses) Transfers In Transfers Out Debt Proceeds TIFIA Loan Proceeds Bond Premium Bond Discount Net Financing Sources (Uses) Excess (deficiency) of Revenues over (under) Expenditures and Other Financing Sources (Uses) Beginning Fund Balance $ 149,428,100 72,828,800 14,170,200 14,230,000 22,875,500 1,711,900 12,421,100 1,540,600 1,769,900 $ 157,000,000 76,500,000 13,298,000 94,389,000 137,891,200 2,364,000 7,823,400 1,090,400 4,026,500 $ 157,000,000 76,500,000 13,298,000 50,267,900 94,640,500 3,048,800 7,530,100 639,100 5,292,000 290,976,100 494,382,500 6,342,400 12,100,400 3,798,300 7,949,400 17,911,700 5,577,700 408,216,400 7,948,000 14,701,900 4,706,200 15,898,700 15,097,700 15,736,200 37,534,200 26,232,500 44,974,600 66,582,000 246,200 44,594,900 8,678,500 23,489,400 20,111,400 22,026,000 238,479,800 217,750,000 179,087,800 122,723,000 1,019,000 46,865,900 27,471,000 19,408,100 14,699,200 11,069,200 113,036,900 165,800,000 103,123,400 91,592,900 239,000 46,911,900 25,370,000 259,676,800 875,533,900 6,824,700 15,404,700 86,100,000 41,075,800 7,051,300 571,842,500 67,100,000 44,828,300 7,050,900 22,229,400 134,227,100 220,500 786,200 118,979,200 133,300 304,367,800 1,041,986,000 718,311,100 (13,391,700) (547,603,500) 133,065,300 (133,065,300) 60,000,000 637,010,600 (637,010,600) 632,158,000 110,000,000 68,616,000 (2,433,300) (310,094,700) 485,301,700 (485,301,700) 638,854,600 38,328,800 (2,433,300) 60,000,000 808,340,700 674,750,100 46,608,300 260,737,200 364,655,400 575,578,600 622,186,900 622,186,900 ENDING FUND BALANCE $ 622,186,900 $ 882,924,100 $ 986,842,300 $ 167,000,000 81,500,000 12,944,700 83,351,400 92,503,000 6,211,000 8,154,600 575,000 2,450,900 454,690,600 8,280,300 16,146,100 5,299,600 21,445,700 21,204,600 17,849,000 240,344,900 254,803,500 183,851,400 134,720,600 1,070,000 49,882,000 30,400,000 934,126,000 7,400,000 47,296,200 54,696,200 3,750,000 1,022,298,200 (567,607,600) 526,034,700 (526,034,700) 191,600,000 191,600,000 (376,007,600) 986,842,300 $ 610,834,700 10,000,000 5,000,000 (353,300) (11,037,600) -12% (45,388,200) -33% 3,847,000 163% 331,200 4% (515,400) -47% (1,575,600) -39% 6% 7% -3% (39,691,900) -8% 330,900 4% (1,765,600) -10% (278,100) -5% (2,043,700) -9% 1,093,200 (4,177,000) 1,865,100 37,053,500 4,763,600 11,997,600 51,000 3,016,100 2,929,000 58,592,100 7% (78,700,000) -91% 6,220,400 15% (7,051,300) -100% (79,530,900) -59% 2,963,800 377% (19,687,800) -2% (20,004,100) 4% (110,975,900) -17% 110,975,900 -17% (632,158,000) -100% 81,600,000 74% (68,616,000) -100% 2,433,300 -100% (616,740,700) -76% (636,744,800) -244% 364,655,400 59% $ (272,089,400) -31% Table 16 — Operating and Capital Budget FY 2014/15 FY 14/15 Operating Budget FY 14/15 Capital Budget FY 14/15 TOTAL Budget 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 Salary and Benefits Professional and Support Professional Services Support Costs TOTAL Professional and Support Costs Projects and Operations Program Operations - General 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 TOTAL Debt Service Capital Outlay TOTAL Expenditures Excess (deficiency) of Revenues over (under) Expenditures 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) Beginning Fund Balance $ 15,605,000 $ 151,395,000 81,500,000 - 12,944,700 - 396,900 82,954,500 4,859,000 87,644,000 3,185,500 3,025,500 - 8,154,600 575,000 449,500 2,001,400 118,940,600 4,678,000 5,003,000 4,429,500 335,750,000 3,602,300 11,143,100 870,100 9,432,500 7,235,300 210,000 1,900,000 127,220,600 800,000 12,013,200 13,969,300 17,639,000 238,444,900 254,803,500 183,851,400 7,500,000 270,000 49,882,000 30,400,000 137,365,900 796,760,100 7,400,000 47,296,200 600,000 54,696,200 3,150,000 152,076,400 870,221,800 (33,135,800) (534,471,800) 18,487,700 (18,055,500) 507,547,000 (507,979,200) 191,600,000 432,200 191,167,800 (32,703,600) (343,304,000) 212,921,600 773,920,700 ENDING FUND BALANCE $ 180,218,000 $ 430,616,700 $ 167,000,000 81,500,000 12,944,700 83,351,400 92,503,000 6,211,000 8,154,600 575,000 2,450,900 454,690,600 8,280,300 16,146,100 5,299,600 21,445,700 21,204,600 17,849,000 240,344,900 254,803,500 183,851,400 134,720,600 1,070,000 49,882,000 30,400,000 934,126,000 7,400,000 47,296,200 54,696,200 3,750,000 1,022,298,200 (567,607,600) 526,034,700 (526,034,700) 191,600,000 191,600,000 (376,007,600) 986,842,300 $ 610,834,700 Table 17 — Budget by Governmental Fund Type FY 2014/15 General Fund Special Revenue Capital Projects Debt Service FY 14/15 TOTAL Budget Revenues Measure A Sales Tax $ 2,900,000 $ 164,100,000 $ $ LTF Sales Tax 81,500,000 STA Sales Tax 12,944,700 Federal Reimbursements 20,000 80,564,400 2,767,000 State Reimbursements 834,000 91,669,000 Local Reimbursements 1,378,500 4,832,500 TUMF Revenue - 8,154,600 Other Revenue 575,000 Investment Income 14,300 952,200 592,100 892,300 TOTAL Revenues 5,146,800 445,292,400 592,100 3,659,300 Expenditures Personnel Salary and Benefits 4,056,100 4,224,200 Professional and Support Professional Services 3,251,200 12,894,900 Support Costs 3,390,200 1,909,400 TOTAL Professional and Support Costs 6,641,400 14,804,300 Projects and Operations Program Operations - General 1,775,700 19,428,900 Engineering 10,000 17,839,000 Construction 1,250,000 239,094,900 Design Build 254,803,500 Right of Way/Land 183,851,400 Operating and Capital Disbursements 14,002,500 120,718,100 Special Studies 800,000 270,000 Local Streets and Roads 49,882,000 Regional Arterials 30,400,000 TOTAL Projects and Operations 17,838,200 916,287,800 Debt Service Principal Payments 7,400,000 Interest Payments 47,296,200 TOTAL Debt Service 54,696,200 Capital Outlay 595,000 3,155,000 TOTAL Expenditures 29,130,700 938,471,300 54,696,200 Excess (deficiency) of Revenues over (under) Expenditures (23,983,900) (493,178,900) 592,100 (51,036,900) Other Financing Sources (Uses) Transfers In 17,823,000 441,558,000 40,000,000 26,653,700 Transfers Out (547,700) (107,587,000) (417,900,000) TIFIA Loan Proceeds 191,600,000 Net Financing Sources (Uses) 17,275,300 333,971,000 (186,300,000) 26,653,700 Excess (deficiency) of Revenues over (under) Expenditures and Other Financing Sources (Uses) (6,708,600) (159,207,900) (185,707,900) (24,383,200) Beginning Fund Balance 12,400,800 541,049,100 289,141,600 144,250,800 ENDING FUND BALANCE $ 5,692,200 $ 381,841,200 $ 103,433,700 $ 119,867,600 S 167,000,000 81,500,000 12,944,700 83,351,400 92,503,000 6,211,000 8,154,600 575,000 2,450,900 454,690,600 8,280,300 16,146,100 5,299,600 21,445,700 21,204,600 17,849,000 240,344,900 254,803,500 183,851,400 134,720,600 1,070,000 49,882,000 30,400,000 934,126,000 7,400,000 47,296,200 54,696,200 3,750,000 1,022,298,200 (567,607,600) 526,034,700 (526,034,700) 191,600,000 191,600,000 (376,007,600) 986,842,300 $ 610,834,700 Table 18 — Highway, Regional Arterial, and Rail Programs FY 2014/15 Description Projects and operations Bechtel program management SCRRA program management Other TOTAL PROJECTS -GENERAL Highway engineering 91/71 interchange improvement project 1-15 corridor improvements 1-215 bi-county HOV interim project Mid County Parkway SR-91 HOV lanes/Adams Street to 60/91/215 interchange SUBTOTAL HIGHWAY ENGINEERING Regional arterial engineering Various Western County TUMF regional arterial projects, including SR-79 realignment Rail engineering La Sierra Station improvements Perris Valley Line and other rail projects Other- Coachella Valley/San Gorgonio Pass corridor General SUBTOTAL RAIL ENGINEERING TOTAL HIGHWAY, REGIONAL ARTERIAL, AND RAIL ENGINEERING Highway construction 60/215 East Junction HOV lane connectors 74/215interchange 1-215 corridor improvements/Scott Road to Nuevo Road I-215/Blaine Street to Martin Luther King Boulevard widening I-15/Los Alamos Road bridge replacement SR-74 curve widening SR-91 corridor improvements SR-91 HOV lanes/Adams Street to 60/91/215 interchange Riverside quiet zones General (details presented in Section 6.3 Planning and Programming) SUBTOTAL HIGHWAY CONSTRUCTION Regional arterial construction Various Western County TUMF regional arterial projects, including SR-79 widening/Thompson to Domenigoni Various Western County Measure A regional arterial projects SUBTOTAL REGIONAL ARTERIAL CONSTRUCTION Rail construction Riverside station pedestrian improvements CCTV operations center La Sierra station improvements Perris Valley Line and other rail projects North Main Corona station parking structure Perris Multimodal Facility Other- Coachella Valley/San Gorgonio Pass corridor SUBTOTAL RAIL CONSTRUCTION TOTAL HIGHWAY, REGIONAL ARTERIAL, AND RAIL CONSTRUCTION Highway design build SR-91 corridor improvements TOTAL HIGHWAY DESIGN BUILD Highway right of way and land 74/215interchange 60/215 East Junction HOV lane connectors 1-215 corridor improvements/Scott Road to Nuevo Road Mid County Parkway SR-74 curve widening 1-15 corridor improvements SR-74/1-15 to 7th Street 91/71 interchange improvement project SR-91 corridor improvements SR-91 HOV lanes/Adams Street to 60/91/215 interchange Western County Multi -species Habitat Conservation Plan (MSHCP) General 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 Rail right of way and land Perris Valley Line and other rail projects 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 $ 9,088,900 2,050,000 2,830,400 $ 13,969,300 $ 1,350,000 4,000,000 60,000 8,000,000 17,000 13,427,000 4,132,000 50,000 30,000 200,000 10,000 290,000 $ 17,849,000 $ 980,000 255,000 40,925,000 50,000 1,800,600 2,626,000 14,100,000 75,000 5,700,000 1,250,000 67,761,600 28,761,000 17,984,000 46,745,000 1,152,000 1,150,000 1,050,000 121,795,300 20,000 21,000 650,000 125,838,300 $ 240,344,900 $ 254,803,500 $ 254,803,500 $ 10,000 5,000 725,000 4,450,000 330,000 50,000 225,000 4,190,000 143,692,000 9,035,000 3,000,000 45,000 165,757,000 3,939,400 14,055,000 100,000 14,155,000 $ 183,851,400 $ 710,818,100 Gann Appropriations Limit In November 1979, the voters of the State approved Proposition 4, commonly known as the Gann Initiative. 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. 14-020 on June 11, 2014, establishing appropriations limits for the Commission at $373,714,246. The FY 2014/15 budget appropriated $244,639,100 in taxes for the Commission, falling well within the limits set by the Gann Initiative. 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 2014/15 appropriations limit is as follows: 2013-2014 Appropriations Limit $ 370,426,988 2014-2015 adjustment: Change in California per capita personal income Change in Population, Riverside County Per Capital Cost of Living converted to a ratio: -0.23 + 100 100 Population converted to a ratio: 1.12 + 100 100 -0.23% 1.12% 0.9977 1.0112 Calculation of factor for FY 2014-2015: 0.9977 x 1.0112 = 1.00887424 $370,426,988 x 1.00887424 = $373,714,246 2014-2015 Appropriations Limit $ 373,714,246 Source: California per capita income — California Department of Finance Population, Riverside County — California Department of Finance Riverside County Transportation Commission SECTION 1 GUIDING POLICIES Commission Policy Goals and Objectives In addition to financial and administration policies, the Commission has seven long-term policy goals: promote mobility, mitigate and address the impact of goods movement, encourage economic development, ensure improved system efficiencies, foster environmental stewardship, support transportation choices through intermodalism and accessibility, and prioritize public and agency communications. For each of these policy goals, the objectives and initiatives that were considered in the framework of the work plan for the FY 2014/15 budget are identified below. While Riverside County shows signs of economic recovery, the Commission remains cautious about revenue availability. The need for better transportation remains a top public priority, and the Commission is poised to address this challenge via the seven policy goals. In moving forward with an aggressive program of projects and services, the Commission may face fluctuating Measure A, TUMF, and TDA revenues and uncertainty regarding the availability of federal and state transportation revenues. Due to the long-term nature of many of the Commission's programs, many of the policy goals' objectives and initiatives are ongoing from year to year. Promote Mobility The Commission, in cooperation with local, state, and federal agencies, will strive to create a transportation system that promotes efficient mobility both within the County and region. • Continue to aggressively pursue completion of the environmental, design, and construction processes on key components of the Western Riverside County Delivery Plan, which includes the SR-91, 1-15, and 1-215 corridor improvement projects and the SR-60 truck climbing lane project. • Enhance corridor mobility and traveler choice by: o Continuing property acquisition and construction on the SR-91 corridor improvement project through Corona, which includes the extension of tolled express lanes (91 Express Lanes) into Riverside County; and o Continuing to develop a tolled express lane system on 1-15 between SR-60 and Cajalco Road. • Provide leadership in the planning and development of the Coachella Valley/San Gorgonio Pass corridor rail service. • Work closely with partners in the Coachella Valley, including CVAG and SunLine Transit Agency (SunLine) to ensure the implementation of Measure A funding priorities. • Complete projects and programs included in the 1989 Measure A ordinance and determine use(s) for any unexpended revenues. • Continue the preliminary engineering and environmental clearance for the Mid County Parkway and SR- 79 realignment projects. • Continue to work with state and federal agencies to fund and construct projects programmed in the STIP, Federal Transportation Improvement Program (FTIP), Proposition 18 bond programs, Active Transportation Program, and Measure A program as well as other high priority regional projects. • Maximize obtaining all available transportation funds and strategically program funds to meet funding deadlines and to prevent the lapse and loss of funds. • Leverage the effective application and use of Measure A Western County regional arterial and other state and federal funds to deliver eligible regional arterial projects. • Work closely with local jurisdictions to administer the TUMF Regional Arterial Program 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, enhance intercounty public transit options, and foster mobility improvements between the two counties. • Advocate streamlining efforts at the state and federal levels that will reduce costs, time, and delays currently associated with project delivery including, but not limited to, timely project reviews and approvals. • Continue active engagement in state and federal efforts to streamline and reform CEQA and NEPA to improve the ability to deliver critical projects that enhance mobility within the County and the region. " C o n t i n u e t o c o o r d i n a t e a n d p r o v i d e p u b l i c a c c e s s t o c o m m u t e r i n f o r m a t i o n v i a t h e 1 E 5 1 1 s y s t e m a n d f o c u s c o m m u t e r a s s i s t a n c e a n d 1 E 5 1 1 o u t r e a c h e f f o r t s u n d e r o n e b r a n d . " C o n t i n u e c o o p e r a t i o n w i t h t h e F T A r e g a r d i n g t h e S m a l l S t a r t s p r o c e s s t o s u p p o r t t h e c o n t i n u a t i o n o f c o n s t r u c t i o n a n d i n i t i a t i o n o f t h e P e r r i s V a l l e y L i n e c o m m u t e r r a i l s e r v i c e i n 2 0 1 5 . " C o n t i n u e t o w o r k w i t h t h e p u b l i c t r a n s i t o p e r a t o r s t o c o n t r o l c o s t s a n d i n c r e a s e s y s t e m e f f i c i e n c i e s i n o r d e r t o a c c o m m o d a t e a n d a d j u s t t o f l u c t u a t i n g r e v e n u e s f r o m l o c a l , s t a t e a n d f e d e r a l s o u r c e s . " C o n t i n u e t o d e v e l o p t r a n s i t s e r v i c e t o f u r t h e r p r o m o t e s e a m l e s s i n t r a c i t y , 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 i t c o n n e c t i v i t y f o r C o u n t y r e s i d e n t s . " C o m m e n c e c o n s i d e r a t i o n o f f u t u r e r a i l e x p a n s i o n o p p o r t u n i t i e s i n c l u d i n g t h e p o t e n t i a l f o r e x t e n s i o n o f t h e P e r r i s V a l l e y L i n e t o t h e H e m e t / S a n J a c i n t o a n d T e m e c u l a a r e a s . M i t i g a t e a n d A d d r e s s t h e I m p a c t o f G o o d s M o v e m e n t T h e C o m m i s s i o n w i l l w o r k w i t h f e d e r a l , s t a t e , a n d l o c a l g o v e r n m e n t s t o f a c i l i t a t e t h e m o v e m e n t o f g o o d s a n d s e r v i c e s t o , w i t h i n , a n d t h r o u g h t h e C o u n t y , r e c o g n i z i n g t h e v i t a l r o l e g o o d s m o v e m e n t m o b i l i t y p l a y s i n t h e e c o n o m i c h e a l t h o f t h e C o u n t y , t h e S t a t e , a n d t h e n a t i o n . " S e e k f u n d i n g a n d l o c a l a g e n c y c o n c u r r e n c e t o i m p l e m e n t t h e C o m m i s s i o n ' s a p p r o v e d , h i g h - p r i o r i t y r a i l r o a d g r a d e s e p a r a t i o n l i s t t o m i t i g a t e t h e i m p a c t o f i n c r e a s e d g o o d s m o v e m e n t d e m a n d s o n t h e t r a n s p o r t a t i o n s y s t e m . " E n c o u r a g e C o n g r e s s t o c r e a t e a f e d e r a l f r e i g h t t r u s t f u n d , o r s i m i l a r p r o g r a m w i t h a d e d i c a t e d a n d f i r e w a l l e d r e v e n u e s t r u c t u r e , i n o r d e r t o t r e a t t h e n a t i o n ' s m u l t i m o d a l n a t i o n a l g o o d s m o v e m e n t n e t w o r k a s a s y s t e m r a t h e r t h a n i n d i v i d u a l p r o j e c t s . " 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 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 . " 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 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 , a n d a r e a t o u r i s m . 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 a n d 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 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 A N B A G , i m p l e m e n t e n h a n c e m e n t s t o t h e 1 E 5 1 1 m o b i l e a p p l i c a t i o n f o r i m p r o v e d 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 , r e a l - t i m e b u s a n d r a i l t r a n s i t t r i p p l a n n i n g i n f o r m a t i o n , a n d r i d e s h a r e 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 t r i p p l a n n i n g a n d r e d u c i n g c o n g e s t i o n . " 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 a n d c o o r d i n a t e w i t h o t h e r r e g i o n a l r i d e s h a r e s e r v i c e p r o v i d e r s t o a d d r e s s i n t e r c o u n t y c o m m u t e t r i p s . " W o r k 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 n 1 E 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 . " W o r k 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 . 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 l 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 S H C P . " W o r k w i t h t h e 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 ) , 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 u s t a i n a b l e c o m m u n i t i e s ' s t r a t e g y 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 B 3 7 5 g r e e n h o u s e 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 I n t e r 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 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 R i v e r s i d 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 a n d / o r b a r r i e r s f o c u s i n g o n u n m e t t r a n s p o r t a t i o n 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 . P r i o r i t i z e P u b l i c a n d A g e n c y 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 p r o v i d e 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 r e p o r t i n g 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 a n d a g e n c y 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 . " P r o m o t e a c l o s e w o r k i n g r e l a t i o n s h i p w i t h n e w s a n d c i v i c e n t i t i e s t o i n c r e a s e i n t e r e s t a n d u n d e r s t a n d i n g o f t r a n s p o r t a t i o n a n d r e l a t e d i s s u e s . " E n h a n c e t h e p r o v i s i o n o f p u b l i c i n f o r m a t i o n t h r o u g h v a r i o u s f o r m s o f c o m m u n i c a t i o n ( e . g . , w e b s i t e , 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 . ) . " M a i n t a i n a n o n g o i n g e f f o r t o f i n f o r m i n g R i v e r s i d e C o u n t y ' s C o n g r e s s i o n a l a n d S t a t e 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 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 R i v e r s i d e C o u n t y . " S e e k l e g i s l a t i v e f l e x i b i l i t y f o r i n n o v a t i o n i n f i n a n c i n g , c o n s t r u c t i o n , a n d m a i n t e n a n c e o f r e g i o n a l t r a n s p o r t a t i o n p r o j e c t s . " 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 . " M a i n t a i n o n g o i n g e f f o r t s t o e d u c a t e c o m m u t e r s , b u s i n e s s e s , a n d t h e p u b l i c r e g a r d i n g t h e C o m m i s s i o n ' s t o l l p l a n n i n g e f f o r t s a n d s p e c i f i c p r o j e c t d e v e l o p m e n t e f f o r t s u n d e r w a y . " 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 . 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 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 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 m a x 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 . S u c h p r i c i n g w i l l b e a d j u s t e d q u a r t e r l y b y p r e - d e f i n e d f o r m u l a s . D e b t M a n a g e m e n t P o l i c i e 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 b o n d s s h a l l n o t e x c e e d $ 9 7 5 m i l l i o n . " T o l l r e v e n u e 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 r e v e n u e 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 , a n d c o n s t r u c t i o n . 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 r e v e n u e 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 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 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 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 . C a s h M a n a g e m e n t a n d I n v e s t m e n t P o l i c i e s " W h e r e p o s s i b l e , t h e C o m m i s s i o n w i l l e n c o u r a g e r e c e i p t o f f u n d s b y w i r e t r a n s f e r t o i t s a c c o u n t s . " B a l a n c e s i n t h e b a n k o p e r a t i n g a c c o u n t w i l l b e m a i n t a i n e d a t t h e a m o u n t n e c e s s a r y t o m e e t m o n t h l y e x p e n d i t u r e s . " C o n s t r u c t i o n a n d o p e r a t i n g f u n d s w i l l b e i n v e s t e d p e r t h e C o m m i s s i o n ' s e s t a b l i s h e d i n v e s t m e n t p o l i c y e m p h a s i z i n g i n o r d e r o f p r i o r i t y : 1 ) s a f e t y , 2 ) l i q u i d i t y , a n d 3 ) y i e l d . " C a s h d i s b u r s e m e n t s t o l o c a l j u r i s d i c t i o n s a n d v e n d o r s / c o n s u l t a n t s w i l l b e c o m p l e t e d i n a n e x p e d i t i o u s a n d t i m e l y m a n n e r . Procurement Policies • The Commission will conduct enhanced outreach to businesses and contractors located in Riverside 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 continue to expand and improve vendor access to contracting opportunities. Auditing, Accounting, and Financial Reporting Policies • The Commission will maintain its ERP system in order to integrate project and toll operations accounting needs and improve 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, and toll operations upon commencement of such operations; and State Controller's Transportation Planning Agency Financial Transactions Report as well as 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 19) 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 19 — Relationship Between Commission and Departmental Goals Department Goods System Environmental Economic Intermodalism & Financial & Mobility Movement Efficiencies Stewardship Development Accessibility Communications Administration Management Services Executive Management X X X X X X Administration X X Legislative Affairs & Communications 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 Public and Specialized Transit X X X X X Commuter Assistance X X X X X X Motorist Assistance X X X X X Capital Project Development & Delivery X X X X X X Riverside County Transportation Commission SECTION 2 BUDGET PROCESS SUMMARY 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 expenditures. 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 Riverside 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, and transit planning). Management services, which consist of executive management, administration, legislative affairs and communications, 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 6 illustrates the budget process for the development of the FY 2014/15 budget and monitoring of the FY 2013/14 budget. A summary of each task is described below. Chart 6— Budget Process ID Task Name Duration 2013 2014 J A SIOINDJ F M AMJ 1 Short Term Strategic Direction Phase 140 days y 2 Resource Identification and Allocation Phase 200 days y 3 Needs Assessment Phase 120 days 4 Development and Review Phase 150 days y 5 Adoption and Implementation Phase 60 days y _ 6 Budget Roles and Responsibilities 365 days y limminimmin Short -Term Strategic Direction Phase The first phase of the budget process is to determine the direction of the Commission in the short-term and to integrate this with the Commission's long-term goals and objectives, including the Western Riverside County Delivery Plan as discussed in Section 6.3. 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 7 — Functional Organization Chart FY 2014/15 Board of Commissioners Policy Committees •WRC Programs & Projects •ERC Programs & Projects •Budget & Implementation Advisory Committees •Technical Advisory •Citizens Advisory 1 Executive Committee Legal Counsel Executive Management Multimodal Programs • • Commuter Assistance Call Box Program Freeway Service Patrol Rail Operations Transit Planning Administration Clerk of the Board & Board Relations Office & Records Management Claims Administration Human Resources Legislative Affairs & Communications Legislative Advocacy & Analysis Public Information &I Communications Media Relations Goods Movement Capital Project Development & Delivery k Highway & Rail Capital Programs Iil ew Corridors r Property Management State Transportation Improvement Program Regional Transportation Plan Congestion Management TUMF Program Finance Financial Management Budget Development Contract Management & Procurement Disadvantaged Business Enterprise Insurance Administration Resource Identification and Allocation Phase 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 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. Budget Roles and Responsibilities Involvement in the budget permeates all staffing levels, as presented in Chart 8, 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. Expenditure activities of the funds are controlled at the budgetary unit, which is the financial responsibility level (General, Measure A, Motorist Assistance, LTF, STA, TUMF, Capital Projects, and Debt Service Funds) for each function (i.e., administration, 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 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 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 8 —Staff Organization Chart FY 2014/15 Legal Counsel Human Resources Administrator Office & Board Services Manager Senior Administrative Assistant Administrative Assistant (3) Senior Office Assistant Board of Commissioners Chief Financial Officer Procurement Manager LProcurement Analyst I Finance Manager/ Controller Accounting 7 Supervisor Accounting Technician (2) Accounting Assistant (2) 1 Goods Movement 7 Manager Government Relations Manager JCommunity Multimodal Services Director f Planning & Programming Director Rail Manager L Planning & Programming Manager Senior Staff Analyst Staff Analyst Transit Manager L Staff Analyst smmuter & Motorist Assistance Manager LStaff Analyst E Project Delivery Dir ctor Toll Program Director Capital Projects Toll Project Manager (2) Manager(5) Right of Way Manager r Senior Staff Analyst (2) Staff Analyst Facilities Administrator Riverside County Transportation Commission 1M11, SECTION 3 FUND BUDGETS Fund Budgets Budgetary Basis The Commission accounts for its budgeted governmental funds using the modified accrual basis of accounting and the current financial resources measurement focus. The basis of accounting is the same as the basis of budgeting. Revenues are recognized as soon as they are both measurable and available to meet current year obligations. 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. Expenditures are generally recorded when a liability is incurred; however, debt service expenditures are recorded when the payment is due. Total sources and uses by governmental fund type for the FY 2014/15 budget are shown in Chart 9. Chart 9 — Total Sources and Uses by Governmental Fund Type FY 2014/15 p Total Sources 2% N Total Uses 4% +A Total Sources 20% +1 Total Uses 27% Fund Structure Total Sources 2% pl Total Uses 2% A General Fund ■ Special Revenue Funds fI Capital Projects Funds Pi Debt Service Fund III Total Sources 76% II Total Uses 67% There are 30 funds (Chart 10) that account for the Commission's budgeted resources and are categorized into four governmental fund types: General fund, special revenue funds, capital projects funds, and debt service funds. All of the Commission's funds are budgeted. There are three funds reported in the General fund and 22 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. In addition, the Commission has two debt service funds to account for debt - related activity. Chart 10 — Budgeted Funds Structure FY 2014/15 General Fund Administration Rail Operations Planning and Programming Special Revenue Funds 1939 MeasureA Western County Rail Capital 2009 Measure Western County Highways Local Streets& Roads Public Transit Specialized Transit Bus Transit Rail Transit Commuter Assistance Hew Corridors Bond Financing Regional Arterials Economic Development Coachella Valley Highways & Regional Arterials Local Streets& Roads Specialized Transit Pala Verde Valley Loral Streets & Roads FSP SAFE Local Transportation Funds State Transit Assistance TUMF Coachella Valley Rail Capital Projects Funds Commercial Paper Sales Tax Bands Tall Revenue Bands Debt Service Funds Sales Tax Bands Tall Revenue Bonds 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 2014/15 budget for the General fund is presented in Table 20, followed by a discussion of significant components of the budget. Table 20 - General Fund FY 2013 - 2015 FY 12/13 FY 13/14 FY 13/14 FY 14/15 Dollar Percent Actual Revised Budget Projected Budget Change Change Revenues Measure A Sales Tax $ 2,700,000 $ 2,800,000 $ 2,800,000 Federal Reimbursements 11,900 25,000 16,500 State Reimbursements 405,200 819,000 80,000 Local Reimbursements 198,800 - 104,600 Other Revenue 31,000 224,800 - Investment Income (6,500) 20,200 20,500 TOTAL Revenues 3,340,400 3,889,000 3,021,600 Expenditures Personnel Salary and Benefits 3,173,800 3,991,700 3,401,100 Professional and Support Professional Services 1,658,900 2,965,400 2,360,400 Support Costs 2,632,000 3,301,400 3,174,100 TOTAL Professional and Support Costs 4,290,900 6,266,800 5,534,500 Projects and Operations Program Operations - General 1,479,500 1,471,700 1,429,200 Engineering 38,700 25,000 25,000 Construction - 235,900 235,900 Operating and Capital Disbursements 9,831,900 14,400,000 12,594,800 Special Studies 184,400 623,000 200,000 TOTAL Projects and Operations 11,534,500 16,755,600 14,484,900 Debt Service Principal Payments 24,700 Interest Payments 600 TOTAL Debt Service 25,300 Capital Outlay 75,200 439,200 112,500 TOTAL Expenditures 19,099,700 27,453,300 23,533,000 Excess (deficiency) of Revenues over (under) Expenditures (15,759,300) (23,564,300) (20,511,400) 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 14,927,300 (12,800) 15,581,400 20,071,800 14,914,500 15,581,400 20,071,800 (844,800) 13,685,200 $ 12,840,400 $ (7,982,900) (439,600) 12,840,400 4,857,500 $ 12,840,400 12,400,800 $ 2,900,000 20,000 834,000 1,378,500 14,300 5,146,800 4,056,100 3,251,200 3,390,200 6,641,400 1,775,700 10,000 1,250,000 14,002,500 800,000 17,838,200 595,000 29,130,700 (23,983,900) 17,823,000 (547,700) 17,275,300 (6,708,600) 12,400,800 $ 5,692,200 $ 100,000 4% (5,000) -20% 15,000 2% 1,378,500 N/A (224,800) -100% (5,900) -29% 1,257,800 32% 64,400 2% 285,800 10% 88,800 3% 374,600 6% 304,000 21% (15,000) -60% 1,014,100 430% (397,500) -3% 177,000 28% 1,082,600 6% N/A N/A N/A 155,800 35% 1,677,400 6% (419,600) 2% 2,241,600 14% (547,700) N/A 1,693,900 11% 1,274,300 -16% (439,600) -3% $ 834,700 17% The sources for the General fund (Chart 11) consist of allocations from Measure A sales tax revenues; various other federal, state and local reimbursements for planning activities and commuter rail station maintenance; investment income; transfers from LTF, TUMF, and motorist assistance for administration; 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 11— General Fund Sources FY 2014/15 Transfers In 77% Measure A Sales Tax 13% State Reimbursements 4% Local Reimbursements 6% Measure A sales tax revenues allocated for administration of $2,900,000 has increased 4% compared to the prior year to offset increased expenditures. 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 represent funding for interns. State reimbursements include STIP funds for PPM activities. Local reimbursements are from other local agencies related to traffic signal coordination. 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 $850,000 in FY 2014/15 have increased $50,000 compared to the prior year to offset increased expenditures. • Planning allocations are set by law at three percent (3%) of estimated LTF sales tax revenues. The FY 2013/14 revised budget of $2,623,800 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 2014/15 budget for planning allocations is $2,445,000. • 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 2014/15 budget includes $11,535,600 in LTF, $159,500 in Measure A commuter assistance, and $250,000 in PPM allocations primarily to fund operating contribution expenditures to SCRRA, rail station operations and maintenance, and rail studies. • Allocations aggregating $692,900 for local jurisdictions' grade separation projects were included in the FY 2013/14 General fund revised budget. The FY 2014/15 budget includes LTF allocations of $1,500,000 for grade separation projects. Administrative transfers in from TUMF and motorist assistance of $1,082,900 in FY 2014/15 increased slightly from $1,068,300 in FY 2013/14. Chart 12 — General Fund Uses FY 2014/15 Capital Outlay 2% Transfers Out 2% Projects and Operations 60% Personnel Salary and Benefits 14% i Professional Services 11% Support Costs 11% General fund uses are depicted in Chart 12. Personnel salary and benefits expenditures increased 2% because of a 3% for cost of living adjustments offset by the employees' contribution for their share of normal pension costs and a 3% pool for merit -based salary increases. Professional costs increased 10% due to increased professional services for organizational training, information technology consultants, and rail planning and station development in the Coachella Valley. Support costs are comparable to the prior year's budget. Projects and operations expenditures increased 6% because of increased program operations expenditures related to station security and a traffic signal coordination project. The FY 2014/15 operating and capital disbursements budget includes no allocation for rail capital contributions and $1,500,000 for grade separation projects. Capital outlay expenditures increased 35% due to information technology upgrades to the Commission's data communication room and electronic document management system as well as station maintenance improvements. Transfers out include $500,000 related to organizational and rail studies and $47,700 for an allocation of personnel costs related to administration of the 2009 Measure A local streets and roads program. 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, and funding transit operations and capital in the County. The special revenue funds' budgets are summarized in Table 21, and individual budgets are presented in Tables 22 through 29 along with respective discussions. Table 21— Special Revenue Funds FY 2013 — 2015 FY 12/13 FY 13/14 Actual Revised Budget FY 13/14 FY 14/15 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 Salary and Benefits Professional and Support Professional Services Support Costs TOTAL Professional and Support Costs Projects and Operations Program Operations - General 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 $ 146,728,100 $ 72,828,800 14,170,200 11,365,700 22,470,300 1,513,100 12,421,100 1,071,200 (357,100) 154,200,000 76,500,000 13,298,000 91,620,000 137,072,200 2,364,000 7,823,400 865,600 1,030,400 $ 154,200,000 76,500,000 13,298,000 47,507,400 94,560,500 2,944,200 7,530,100 639,100 917,800 282,211,400 484,773,600 398,097,100 3,168,600 3,957,700 4,546,900 10, 441, 500 13, 858, 000 12, 041, 500 1,166,300 2,276,300 1,532,100 11, 607, 800 16,134,300 13,618,200 15,697,500 37,534,200 26,232,500 44,974,600 56,750,100 61,800 44,594,900 8,678,500 18,639,700 22,001,000 238,243,900 217,750,000 179,087,800 108,323,000 396,000 46,865,900 27,471,000 13,573,600 13,270,000 11,044,200 112,801,000 165,800,000 103,123,400 78,998,100 39,000 46,911,900 25,370,000 248,142,300 145,300 858,778,300 557,357,600 347,000 20,800 263,064,000 879,217,300 575,498,900 Excess (deficiency) of Revenues over (under) Expenditures 19,147,400 (394,443,700) (177,401,800) Other Financing Sources (Uses) Transfers In Transfers Out Net Financing Sources (Uses) Excess (deficiency) of Revenues over (under) Expenditures and Other Financing Sources (Uses) 97,662,600 387,406,200 223,924,000 (33,271,200) (66,760,000) (63,019,900) 64,391,400 320,646,200 160,904,100 83,538,800 (73,797,500) (16,497,700) Beginning Fund Balance 474,008,000 557,546,800 557,546,800 ENDING FUND BALANCE $ 557,546,800 $ 483,749,300 $ 541,049,100 $ 164,100,000 81,500,000 12,944,700 80,564,400 91,669,000 4,832,500 8,154,600 575,000 952,200 445,292,400 4,224,200 12,894,900 1,909,400 14,804,300 19,428,900 17,839,000 239,094,900 254,803,500 183,851,400 120,718,100 270,000 49,882,000 30,400,000 916,287,800 3,155,000 938,471,300 (493,178,900) 441,558,000 (107,587,000) 333,971,000 (159,207,900) 541,049,100 $ 381,841,200 $ 9,900,000 5,000,000 (353,300) (11,055,600) (45,403,200) 2,468,500 331,200 (290,600) (78,200) (39,481,200) 6% 7% -3% -12% -33% 104% 4% -34% -8% -8% 266,500 7% (963,100) -7% (366,900) -16% (1,330,000) -8% 789,200 4% (4,162,000) -19% 851,000 0% 37,053,500 17% 4,763,600 3% 12,395,100 11% (126,000) -32% 3,016,100 6% 2,929,000 11% 57,509,500 7% 2,808,000 809% 59,254,000 7% (98,735,200) 25% 54,151,800 14% (40,827,000) 61% 13,324,800 4% (85,410,400) 116% (16,497,700) -3% $ (101,908,100) -21% Measure A and LTF sales taxes, STA allocations, Western County TUMF, state budgetary allocations, and vehicle registration fees are all accounted for in the 22 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 13 illustrates the various special revenue fund sources. Chart 13 — Special Revenue Funds Sources FY 2014/15 TUMF Revenue J 1% Measure A Sales Tax 19% LTF Sales Tax 9% STA Sales Tax 1% Federal Reimbursements 9% State Reimbursements 10% Local Reimbursements 1% 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 14, projects and operations expenditures represent the primary use of special revenue fund resources. Chart 14 — Special Revenue Funds Uses FY 2014/15 Personnel Salary and Benefits 1% rProfessional Services Transfers Out 10% Measure A Special Revenue Funds 1% Support Costs 0% Projects ily a • 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 15). The Measure A funds are comprised of two 1989 Measure A and ten 2009 Measure A Western County operating funds, three 2009 Measure A Coachella Valley operating funds, and one 2009 Measure A Palo Verde Valley operating fund. Chart 15 — Measure A Sales Tax Revenues by Geographic Area Palo Verde Valley 1% 1 —4 or Coachella Valley 24% Western County 75% Since the 1989 Measure A terminated on June 30, 2009, the remaining 1989 Measure A Western County operating 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, the 14 operating 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 Measure A bonds. Western County Measure A Operating Funds The Western County Measure A Operating special revenue funds account for Western County's approximately 75% share of the Measure A sales tax. As demonstrated in Table 22, most of the Commission's reimbursements flow through these funds, since the sales tax leverages state and federal dollars. Table 22 - Western County Measure A Operating Funds FY 2013 - 2015 FY 12/13 Actual FY 13/14 Revised Budget FY 13/14 Projected FY 14/15 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 TOTAL Sources Uses Personnel Salary and Benefits Professional Services Support Costs Projects and Operations Program Operations - General 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 $ 8,863,500 1,641,400 1,313,100 33,484,300 31,842,900 12,146,300 1,674,100 6,696,900 9,848,300 2,790,400 $ 9,315,000 1,725,000 1,380,000 35,189,000 33,465,000 12,765,000 1,759,000 7,038,000 10,350,000 2,932,000 $ 9,315,000 1,725,000 1,380,000 35,189,000 33,465,000 12,765,000 1,759,000 7,038,000 10,350,000 2,932,000 110,301,200 11,365,000 18,719,900 1,059,500 526,800 924,700 (187,200) 95,856,900 115,918,000 91,620,000 128,392,200 1,872,000 423,400 855,000 621,800 354,136,700 115,918,000 47,504,800 86,232,600 2,441,600 130,100 639,100 447,700 211,173,200 238,566,800 693,839,100 2,891,100 3,467,000 9,233,400 12,404,200 651,000 1,394,600 10,851,700 14,646,600 12,895, 200 14,482,000 25,044,500 198,160,800 26,232,500 217,750,000 43, 465, 800 167, 870, 000 4,346,600 7,834,000 61,800 46,000 31,172,300 32,759,900 464,487,100 3,950,800 10,575,500 702,200 9,880,000 7,539,300 98,767,000 165,800,000 94,486,800 4,989,600 39,000 32,805,900 154,070,400 145,300 17,348,800 653,549,300 347,000 35,040,800 414,307,600 20,800 37,710,300 184,340,000 706,202,900 467,267,200 Excess (deficiency) of Sources over (under) Uses $ 54,226,800 $ (12,363,800) $ (2,780,100) $ 9,956,000 1,844,000 1,475,000 37,613,000 35,769,000 13,644,000 1,881,000 7,523,000 11,063,000 3,134,000 123,902,000 80,560,400 87,644,000 4,449,100 154,600 575,000 486,800 419,233,800 717,005,700 3,624,800 11,216,800 1,258,700 15,844,200 5,507,000 209,683,900 254,803,500 175,462,000 13,649,800 270,000 35,018,000 710,238,400 3,155,000 83,974,400 813,468,100 $ (96,462,400) $ 641,000 119,000 95,000 2,424,000 2,304,000 879,000 122,000 485,000 713,000 202,000 7% 7% 7% 7% 7% 7% 7% 7% 7% 7% 7,984,000 (11,059,600) (40,748,200) 2,577,100 (268,800) (280,000) (135,000) 65,097,100 7% -12 % -32% 138% - 63 % - 33 % - 22% 18% 23,166,600 3% 157,800 5% (1,187,400) -10% (135,900) -10% 1,197,600 8% (8,975,000) -62% 11,523,100 6% 37,053,500 17 % 7,592,000 5% 5,815,800 74% 224,000 487% 2,258,100 7% 56,689,100 9% 2,808,000 809% 48,933,600 140% 107, 265,200 15 % $ (84,098,600) 680% The budgeted Western County Measure A sales tax revenues reflect a 7% increase compared to the prior year due to Measure A sales tax projections. 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, which are lower in the FY 2014/15 budget, relate to funding from the FTA, Congestion Mitigation and Air Quality (CMAQ), Surface Transportation Program (STP), and earmarks. The 12% decrease in federal reimbursements is primarily attributable to allocations of federal funding for project activity on the I-215/Blaine Street to Martin Luther King Boulevard widening, 91/71 interchange improvement, and Perris Valley Line projects in the previous fiscal year. State reimbursements are lower by 32% compared to the FY 2013/14 budget and reflect funding from STIP and Proposition 1B funding for various highway and rail projects, particularly the 1-215 corridor improvement projects and the Perris Valley Line, in the previous fiscal year. Local reimbursement increases are attributable to the commuter assistance program and Perris Valley Line and other rail projects. TUMF revenue represents reimbursements from TUMF zone funds administered by WRCOG for the 74/215 interchange construction and right of way acquisition, and the decrease in these TUMF reimbursements reflects the substantial completion of the project. Other revenue is related to property management lease revenues, which reflects a decrease from the prior year and is related to properties acquired in connection with the SR-91 corridor improvement project. Investment income is lower compared to the previous year's budget due to lower ending projected cash balances resulting from the commencement of construction on the Perris Valley Line and the SR-91 corridor improvement project. As in prior years, a significant portion of transfers in consists of debt proceeds of $417,900,000 from sales tax revenue bonds, toll revenue bonds, and TIFIA loan to fund the SR-91 corridor improvement project. Other significant transfers in include $311,000 from 1989 Measure A Western County rail funds for rail capital projects; $250,000 from the General fund for toll organization planning; $21,800 from the General fund to the 2009 Measure A Western County local streets and roads fund for salaries and benefits; and $751,000 for regional arterials in accordance with the 2009 Measure A related to a city not eligible to receive the local street and roads funds. Personnel salary and benefits expenditures increased 5% resulting from a 3% for cost of living adjustments offset by the employees' contribution for their share of normal pension costs and a 3% pool for merit -based salary increases. Measure A Western County professional services expenditures in FY 2014/15 consist of general legal services for the various programs and capital projects, specialized legal and financial advisory services related to the SR-91 and 1-15 corridor improvement projects, other professional services for rail capital and commuter assistance projects, and professional fees related to the Commission's debt programs. The decrease of 10% in FY 2014/15 reflects the previous year activity in advisory services and legal services related to the SR-91 corridor improvement project financing and rail service easement activities in preparation for the commencement of commuter rail service on the Perris Valley Line. Support costs comprise operations for the 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 project development phase for several years and are now near or in the construction phase. Accordingly, engineering expenditures are expected to decrease 62%, while construction and design -build activities are anticipated to increase 6%and 17%, respectively. Major projects still in the engineering and/or final design phase but at a decreased level of costs include the SR-15 improvements, 91/71 interchange improvements, and Mid County Parkway. The 1-215 central segment corridor improvements, which commenced construction in 2013, respectively, will continue through FY 2015/16. After many years of project development, the Perris Valley Line project commenced construction in FY 2013/14 and will continue through early FY 2015/16. Several Western County TUMF regional arterial projects will be under construction in FY 2014/15. In addition to the design and construction of the SR-91 corridor improvements, other related design -build activities during FY 2014/15 include utility and railroad relocations and the interagency, legal, financial, and other consultant staff to support these activities. Right of way acquisition is another major project activity for which the process can be lengthy. Significant right of way acquisitions will benefit the SR-91 corridor improvement, SR-91 HOV lanes, 91/71 interchange improvement, Mid County Parkway, Perris Valley Line, and various Western County TUMF regional arterial projects. Operating and capital disbursements are higher by 74% compared to the FY 2013/14 budget and relate to Western County intercity bus service and specialized transit expenditures funded by Measure A. Local streets and roads comprise turn back payments to local jurisdictions and increased as a result of the higher Measure A sales tax revenues. Capital outlay includes equipment and improvements for the rail and commuter assistance programs and reflects an 809% increase due to station rehabilitation projects. Significant transfers out include funding for debt service payments of $26,653,700; contribution of $40,000,000 from the 1989 Measure A Western County highway fund to the Sales Tax Bonds capital projects fund for the SR-91 corridor improvement project; reimbursements of $311,000 from the 1989 Measure A Western County rail fund to the 2009 Measure A Western County rail fund; funding for rail operating needs of $159,500 from 2009 Measure A Western County commuter assistance fund; 2009 Measure A Western County regional arterial fund contribution of $16,099,200 for various TUMF projects; and 2009 Measure A Western County local streets and roads fund allocation of $751,000 to 2009 Measure A Western County regional arterials fund. Coachella Valley Measure A Operating Funds These special revenue funds account for Coachella Valley's 24% share of the Measure A sales tax. Table 23 — Coachella Valley Measure A Operating Funds FY 2013 — 2015 FY 12/13 FY 13/14 FY 13/14 FY 14/15 Dollar Percent Actual Revised Budget Projected Budget Change Change Sources Measure A Sales Tax Highways & Regional Arterials Local Streets and Roads Specialized Transit Total Measure A State Reimbursements Investment Income Transfers In TOTAL Sources Uses Personnel Salary and Benefits Professional Services Projects and Operations Program Operations - General Operating and Capital Disbursements Special Studies Local Streets and Roads Regional Arterials TOTAL Projects and Operations TOTAL Uses $ 17,695,600 $ 18,597,000 $ 18,597,000 12, 386,900 13,017,000 13,017,000 5,308,700 5,579,000 5,579,000 35,391,200 (11,800) 200,300 37,193,000 4,500,000 14,100 37,193,000 50,600 35,579,700 41,707,100 37,243,600 1,100 7,500 400 3,500 3,500 1,500 17,000 17,000 4,500,000 5,500,000 5,217,000 350,000 12, 386,900 13,017,000 13,017,000 8,678,500 26,206,000 25,000,000 25,565,400 45,090,000 43,251,000 25,570,000 45,101,000 43,252,900 Excess (deficiency) of Sources over (under) Uses $ 10,009,700 $ (3,393,900) $ (6,009,300) $ 19,488,000 13,642,000 5,846,000 38,976,000 24,500 21,900 39,022,400 21,800 4,000 7,400 6,858,300 13,642,000 30,000,000 50,507,700 50,533,500 $ (11,511,100) $ 891,000 5% 625,000 5% 267,000 5% 1,783,000 5% (4,500,000) -100% 10,400 74% 21,900 N/A (2,684,700) -6% 14,300 191% 500 14% (9,600) -56% 1,358,300 25% (350,000) -100% 625,000 5% 3,794,000 14% 5,417, 700 12 % 5,432, 500 12 % $ (8,117,200) 239% As shown in Table 23, overall budgeted Coachella Valley Measure A sales tax revenues increased 5% due to Measure A sales tax revenue projections. Taxable sales changes among the geographic areas also impact the geographic allocation formula from year to year. Personnel salary and benefits expenditure increase of $14,300 are based on FTE allocations for coordination of Coachella Valley project activities; 3% for cost of living adjustments offset by the employees' contribution for their share of normal pension costs; and 3% pool for merit -based salary increases. 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 financial system. Palo Verde Valley Measure A Operating Fund This special revenue fund accounts for Palo Verde Valley's 1% share of the Measure A sales tax. Table 24 — Palo Verde Valley Measure A Operating Fund FY 2013 — 2015 FY 12/13 FY 13/14 FY 13/14 FY 14/15 Dollar Percent Actual Revised Budget Projected Budget Change Change Sources Measure A Sales Tax Local Streets and Roads Transfers In TOTAL Sources $ 1,035,700 $ 1,089,000 $ 1,089,000 1,035,700 1,089,000 1,089,000 Uses Personnel Salary and Benefits Projects and Operations Local Streets and Roads 1,035,700 1,089,000 1,089,000 TOTAL Uses 1,035,700 1,089,000 1,089,000 Excess (deficiency) of Sources over (under) Uses $ $ 1,222,000 4,000 1,226,000 4,000 1,222,000 1,226,000 $ 133,000 12% 4,000 N/A 137,000 13% 4,000 N/A 133,000 12% 137,000 13% $ 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 24, 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 financial system. 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; and Coachella Valley rail planning and development. These activities are budgeted in the LTF, TUMF, FSP and SAFE, STA, and Coachella Valley Rail 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 25). Table 25 — Local Transportation Fund FY 2013 — 2015 FY 12/13 FY 13/14 FY 13/14 FY 14/15 Dollar Percent Actual Revised Budget Projected Budget Change Change Sources LTF Sales Tax $ 72,828,800 $ 76,500,000 $ 76,500,000 Local Reimbursements 107,000 Investment Income (84,200) 214,500 173,900 TOTAL Sources 72,851,600 76,714,500 76,673,900 Uses Projects and Operations Operating and Capital Disbursements Transfers Out TOTAL Uses 45,600,000 14,097,600 69,387,000 53,006,500 14,165, 000 18, 891, 300 59,697,600 83,552,000 71,897,800 Excess (deficiency) of Sources over (under) Uses $ 13,154,000 $ (6,837,500) $ 4,776,100 $ 81,500,000 256,300 81,756,300 72,660,600 16,330,600 88,991,200 $ (7,234,900) $ 5,000,000 7% N/A 41,800 19% 5,041,800 7% 3,273,600 5% 2,165,600 15 % 5,439,200 7% $ (397,400) 6% The LTF sales tax revenue in FY 2014/15 is projected to increase 7% from the prior year. Investment income is expected to increase slightly. In FY 2014/15, approximately 87% and 13% of the LTF transit expenditures of $69,943,000 are for operating and capital purposes, respectively. LTF operating allocations are comprised of 80% to Western County, 19% to Coachella Valley, and 1% to Palo Verde Valley public bus operators. The actual allocations will not be approved until July 2014. Other operating and capital disbursements include allocations for SB821 bicycle and pedestrian projects of $2,094,300 and planning and administration allocations of $623,300 to the County Auditor -Controller and SCAG. Transfers out include allocations to the Commission's General fund for planning and administration of $3,295,000, rail operations and station maintenance of $11,535,600, and grade separation projects of $1,500,000. 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 26). TUMF revenue is projected to increase slightly based on the recovering housing market. The transfers in for FY 2014/15 relate to funding from the 2009 Measure A Western County regional arterials fund of $16,099,200 for TUMF regional arterial projects related to the cities of Corona, Moreno Valley, and San Jacinto and the County and from TUMF CETAP of $5,534,400 for the city of Temecula's regional arterial projects along 1-15. Table 26 — Transportation Uniform Mitigation Fee Fund FY 2013 — 2015 FY 12/13 FY 13/14 FY 13/14 FY 14/15 Dollar Percent Actual Revised Budget Projected Budget Change Change Sources TUMF Revenue $ 11,894,300 $ 7,400,000 $ 7,400,000 $ 8,000,000 $ 600,000 8% Other Revenue 132,000 N/A Investment Income (42,900) 60,300 130,600 65,300 5,000 8% Transfers In 598,400 32,319,500 12,235,300 21,633,600 (10,685,900) -33% TOTAL Sources 12,581,800 39,779,800 19,765,900 29,698,900 (10,080,900) -25% Uses Personnel Salary and Benefits Professional Services Support Costs Projects and Operations Program Operations - General Engineering Construction Right of Way/Land Regional Arterials TOTAL Projects and Operations Transfers Out TOTAL Uses 171,800 296,000 433,300 688,800 683,800 693,500 600 4,100 3,100 338,100 342,800 328,000 2,802,300 7,519,000 3,504,900 12,489,700 40,083,100 14,034,000 1,508,800 11,217,800 8,636,600 - 1,265,000 370,000 17,138,900 60,427,700 26,873,500 499,000 16,013,300 5,528,300 18,499,100 77,424,900 33,531,700 Excess (deficiency) of Sources over (under) Uses $ (5,917,300) $ (37,645,100) $ (13,765,800) 342,300 350,300 11,300 438,700 12,132,000 28,761,000 8,389,400 400,000 50,121,100 6,264,300 57,089,300 S (77.190.4nn) 46,300 16 % (333,500) -49% 7,200 176 % 95,900 28% 4,613,000 61% (11,322,100) -28% (2,828,400) -25% (865,000) -68% (10,306,600) -17% (9,749,000) -61% (20,335,600) -26% $ 10,254,700 -27% Personnel salary and benefits have increased 16% due to 3% cost of living adjustments offset by employees' contributions for their share of normal pension costs; a 3% pool for merit -based salary increases; and the allocation of FTEs. Professional services have decreased 49% due to property acquisition legal services activities in FY 2013/14. Projects and operations costs decreased 17%, as many regional arterial projects move into various stages of engineering, right of way acquisition and construction phases. Approximately 75% of the projects and operations costs are attributable to programmed regional arterial projects. The remaining 25% relates to CETAP projects such as the Mid County Parkway preliminary engineering and right of way acquisitions. Transfers out represent administrative allocations of $729,900 to the General fund and CETAP funding of $5,534,400 for two city of Temecula regional arterial projects along 1-15, which are within the CETAP Winchester to Temecula corridor limits. 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 27). The State's funding share of $2,425,000 has decreased 10% from the FY 2013/14 budget due to decreased CHP support needed for highway construction projects. Federal reimbursements of $2,000 are grant funds for interns. Transfers in represent Commission match funds of $548,700 from the SAFE special revenue fund. Table 27 — Freeway Service Patrol Fund FY 2013 — 2015 FY 12/13 FY 13/14 Actual Revised Budget FY 13/14 FY 14/15 Projected Budget Dollar Change Percent Change Sources Federal Reimbursements State Reimbursements Local Reimbursements Other Revenue Investment Income Transfers In TOTAL Sources Uses Personnel Salary and Benefits Professional Services Support Costs Projects and Operations Program Operations - General Transfers Out TOTAL Uses $ - $ 2,020,700 600 (1,700) 1,007,000 - $ 2,680,000 1,300 2,627,900 600 600 1,300 500 950,000 515,500 3,026,600 3,631,900 3,145,800 42,800 61,400 31,700 51,000 44,100 54,900 100,200 56,000 50,500 2,341,400 3,528,300 2,940,000 161,800 214,400 214,400 2,621,800 3,910,000 3,361,100 Excess (deficiency) of Sources over (under) Uses $ 404,800 $ (278,100) $ (215,300) $ 2,000 2,425,000 600 1,400 548,700 2,977,700 101,600 56,000 54,400 3,028,600 194,200 3,434,800 $ (457,100) $ 2,000 (255,000) 600 (600) 100 (401,300) N/A -10% N/A -100% 8% -42% (654,200) -18% 40,200 5,000 (500) 65 % 10% -1% (499,700) -14% (20,200) -9% (475,200) -12% $ (179,000) 64% Personnel salary and benefits have increased 65% due to the allocation of FTEs between the Freeway Service Patrol fund and the Service Authority for Freeway Emergencies; 3% for cost of living adjustments offset by employee's contributions for their share of normal pension costs; and a 3% pool for merit -based salary increases. Professional services and support costs are comparable to the prior year's budget. Operating costs for towing services in FY 2014/15 are lower than FY 2013/14 budget due to decreased support levels needed on highway construction projects. Transfers out 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 28). Table 28 - Service Authority for Freeway Emergencies Fund FY 2013 - 2015 FY 12/13 FY 13/14 FY 13/14 FY 14/15 Dollar Percent Actual Revised Budget Projected Budget Change Change Sources Federal Reimbursements $ 700 $ $ 1,300 State Reimbursements 1,729,700 1,500,000 1,500,000 Local Reimbursements 346,600 492,000 502,000 Other Revenue 13,900 10,000 - Investment Income (1,500) 11,700 12,500 TOTAL Sources 2,089,400 2,013,700 2,015,800 Uses Personnel Salary and Benefits Professional Services Support Costs Projects and Operations Program Operations - General TOTAL Projects and Operations Transfers Out TOTAL Uses 61,800 125,800 484,100 715,500 470,600 822,700 87,000 105,000 62,200 715,000 776,300 105,000 87,000 1,164,000 105,000 105,000 1,076,500 675,600 2,267,500 2,845,500 2,334,100 Excess (deficiency) of Sources over (under) Uses $ (178,100) $ (831,800) $ (318,300) $ 2,000 1,600,000 382,800 14,400 1,999,200 99,600 660,400 576,500 100,000 100,000 707,500 2,144,000 $ (144,800) $ 2,000 N/A 100,000 7% (109,200) -22% (10,000) -100% 2,700 23% (14,500) -1% (26,200) -21% (55,100) -8% (246,200) -30% (5,000) -5% (5,000) -5% (369,000) -34% (701,500) -25% 687,000 -83% Federal reimbursements of $2,000 are grant funds for interns. Local reimbursements represent the pass -through funds from SANBAG as its share of the 1E511 system operating costs and the recoveries from call box knockdowns, which service is provided by a collection agency. Personnel salaries and benefits have decreased due to the allocation of FTEs between the Service Authority for Freeway Emergencies fund and the Freeway Service Patrol fund. Professional services and support costs have decreased compared to FY 2013/14 due to decreased 1E511 operating and hosting costs and the streamlining of media outreach efforts with the Commuter Assistance program. Projects and operations costs are comparable to the previous year's budget. The transfers out reflect a matching contribution to the State's contribution for towing services of $548,700 to the FSP special revenue fund and administrative allocations to the General fund of $158,800. 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 29). The allocation is based on estimates of diesel fuel sales tax revenues provided by the Controller of the State of California, subject to an annual state budget appropriation. Table 29 - State Transit Assistance Fund FY 2013 - 2015 FY 12/13 FY 13/14 FY 13/14 FY 14/15 Dollar Percent Actual Revised Budget Projected Budget Change Change Sources STA Sales Tax Investment Income TOTAL Sources Uses Projects and Operations Operating and Capital Disbursements Transfers Out TOTAL Uses $ 14,170,200 $ 13,298,000 $ 13,298,000 (27,800) 106,700 102,000 14,142,400 13,404, 700 13,400,000 2,303,500 25,602,000 15,785,000 250,000 2,303,500 25,852,000 15, 785,000 Excess (deficiency) of Sources over (under) Uses $ 11,838,900 $ (12,447,300) $ (2,385,000) $ 12,944,700 96,500 13,041,200 27,549,400 116,000 27,665,400 $ (14,624,200) $ (353,300) -3% (10,200) -10% (363,500) -3% 1,947,400 8% (134,000) -54% 1,813,400 7% $ (2,176,900) 17% Investment income is expected to decrease because of lower cash balances due to increased capital disbursements to operators. The operating and capital disbursements consist of allocations for bus capital purposes. In FY 2014/15, 64% of the allocations are in Western County, 34% in Coachella Valley, and 2% in Palo Verde Valley. Transfers out represent rail capital allocations to the Coachella Valley Rail fund. Similar to the LTF allocations, the actual STA allocations will not be approved until July 2014. 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 30). Table 30 — Coachella Valley Rail Fund FY 2013 — 2015 FY 12/13 FY 13/14 FY 13/14 FY 14/15 Dollar Percent Actual Revised Budget Projected Budget Change Change Sources State Reimbursements $ $ $ 4,200,000 Investment Income Transfers In TOTAL Sources 4,200,000 Uses Personnel Salary and Benefits Professional Services Support Costs Projects and Operations Program Operations - General Engineering Construction TOTAL Projects and Operations TOTAL Uses Excess (deficiency) of Sources over (under) Uses $ $ 4,200,000 7,000 116,000 123,000 30,100 607,400 8,500 10,000 200,000 650,000 860,000 1,506,000 $ (1,383,000) N/A 7,000 N/A 116,000 N/A 123,000 N/A 30,100 N/A 607,400 N/A 8,500 N/A 10,000 N/A 200,000 N/A 650,000 N/A 860,000 N/A 1,506,000 N/A $ (1,383,000) N/A State reimbursements received in FY 2013/14 represent Proposition 1B grant funding for rail station planning and development. Transfers in of $116,000 reflect STA allocations. Professional services and projects and operations represent exploring passenger rail options and conducting detailed studies on the Coachella Valley/San Gorgonio Pass rail corridor. Capital Projects Funds Overview The capital projects funds account for all debt proceeds from commercial paper notes, sales tax and toll revenue bonds, and TIFIA loan drawdowns (Table 31). Table 31 - Capital Projects Funds FY 2013 — 2015 FY 12/13 FY 13/14 FY 13/14 FY 14/15 Dollar Percent Actual Revised Budget Projected Budget Change Change Revenues Other Revenue $ 438,400 $ - $ - Investment Income 2,157,700 1,877,700 2,065,000 TOTAL Revenues 2,596,100 1,877,700 2,065,000 Expenditures Professional and Support Professional Services Debt Service Principal Payments Interest Payments Cost of Issuance TOTAL Debt Service TOTAL Expenditures 48,000 300,000 300,000 79,000,000 60,000,000 63,500 800 7,051,300 7,050,900 48,000 86,114,800 67,051,700 48,000 86,414,800 67,351,700 Excess (deficiency) of Revenues over (under) Expenditures 2,548,100 (84,537,100) (65,286,700) Other Financing Sources (Uses) Transfers In - 80,000,000 60,002,000 Transfers Out (58,769,300) (560,250,600) (420,898,100) Debt Proceeds 60,000,000 632,158,000 638,854,600 TIFIA Loan Proceeds - 110,000,000 - Bond Premium 68,616,000 38,328,800 Bond Discount - (2,433,300) (2,433,300) Net Financing Sources (Uses) 1,230,700 328,090,100 313,854,000 Excess (deficiency) of Revenues over (under) Expenditures and Other Financing Sources (Uses) 3,778,800 Beginning Fund Balance 36,795,500 243,553,000 248,567,300 40,574,300 40,574,300 ENDING FUND BALANCE $ 40,574,300 $ 284,127,300 $ 289,141,600 592,100 592,100 592,100 40,000,000 (417,900,000) 191,600,000 (186,300,000) (185,707,900) 289,141,600 $ 103,433,700 N/A (1,285,600) -68% (1,285,600) -68% (300,000) -100% (79,000,000) -100% (63,500) -100% (7,051,300) -100% (86,114,800) -100% (86,414,800) -100% 85,129,200 -101% (40,000,000) -50% 142,350,600 -25% (632,158,000) -100% 81,600,000 74% (68,616,000) -100% 2,433,300 -100% (514,390,100) -157% (429,260,900) -176% 248,567,300 613% $ (180,693,600) -64% As illustrated in the following charts, capital projects funds sources primarily consist of debt proceeds (Chart 16), and the significant uses of the capital projects funds are transfers out (Chart 17). 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 SR-91 corridor improvement project. In FY 2013/14, a portion of the 2013 Sales Tax Bonds was used to retire $60 million of outstanding commercial paper notes and fund capitalized interest, while a portion of the 2013 Toll Bonds was used to fund capitalized interest and a debt service reserve. A significant portion of the remaining proceeds of the 2013 Sales Tax Bonds along with the 2013 Toll Bonds has and will be used to pay a portion of costs of the SR-91 corridor improvement project. The TIFIA loan will be used to pay eligible SR-91 corridor improvement project expenditures. Chart 16 — Capital Projects Funds Sources FY 2014/15 Transfers In 17% Debt Proceeds 83 Debt proceeds represent the drawdown of $191,600,000 from the federal TIFIA loan, and the transfer in of $40,000,000 is a contribution from the 1989 Measure A Western County highway fund for the SR-91 corridor improvement project. Chart 17 — Capital Projects Funds Uses FY 2014/15 Transfers Out 100% In FY 2014/15, sales tax and toll revenue bond and TIFIA loan proceeds of $417,900,000 will be transferred out to the 2009 Measure A Western County Highway special revenue fund for the SR-91 corridor improvement project. 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 32). 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 upon commencement of toll operations in FY 2016/17, the toll revenues from the RCTC 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), and 2013 (2013 Sales Tax Bonds). Table 32 — Debt Service Funds FY 2013 — 2015 FY 12/13 FY 13/14 FY 13/14 FY 14/15 Dollar Percent Actual Revised Budget Projected Budget Change Change Revenues Federal Reimbursements Investment Income TOTAL Revenues Expenditures Professional and Support Professional Services Debt Service Principal Payments Interest Payments TOTAL Debt Service TOTAL Expenditures Excess (deficiency) of Revenues over (under) Expenditures $ 2,852,400 $ (24,200) 2,744,000 $ 2,744,000 1,098,200 2,288,700 2,828,200 6,800,000 15,356,100 3,842,200 5,032,700 788,300 7,100,000 7,100,000 41,012,300 44,827,500 22,156,100 48,112,300 51,927,500 22,156,100 48,900,600 51,927,500 (19,327,900) (45,058,400) (46,894,800) Other Financing Sources (Uses) Transfers In 20,475,400 154,023,000 181,303,900 Transfers Out (41,012,000) (10,000,000) (1,383,700) Net Financing Sources (Uses) (20,536,600) 144,023,000 179,920,200 Excess (deficiency) of Revenues over (under) Expenditures and Other Financing Sources (Uses) (39,864,500) Beginning Fund Balance 51,089,900 98,964,600 133,025,400 11,225,400 11, 225, 400 ENDING FUND BALANCE $ 11,225,400 $ 110,190,000 $ 144,250,800 $ 2,767,000 892,300 3,659,300 7,400,000 47,296,200 54,696,200 54,696,200 (51,036,900) 26,653,700 26,653,700 (24,383,200) 144,250,800 $ 119,867,600 23,000 1 (205,900) -19% (182,900) -5% (788,300) -100% 300,000 6,283,900 4% 15% 6,583,900 14% 5,795,600 12% (5,978,500) 13% (127,369,300) -83% 10,000,000 -100% (117,369,300) -81% (123,347,800) -125% 133,025,400 1185 $ 9,677,600 9% Reimbursements consist of federal cash subsidy payments related to the 2010 Series B designated as build America bonds (BABs). The BABs subsidy payments reflect a reduction due to federal sequestration cuts. Investment income is significantly lower than the previous fiscal year due to lower cash reserve balances resulting from the use of sales tax and toll revenue bonds in FY 2014/15 for the SR-91 corridor improvement project. Transfers in represent the primary source of funding for the debt service funds (Chart 18) and consist of funds from the 2009 Measure A Western County Highways and Bond Financing special revenue funds. In FY 2013/14, transfers in included proceeds from the 2013 Sales Tax Bonds and 2013 Toll Bonds related to funding for capitalized interest as well as a debt service reserve for the 2013 Toll Bonds. Chart 18 — Debt Service Funds Sources FY 2014/15 Federal Reimbursements 9% Investment Income 3% Debt Service fund uses (Chart 19) consist of debt service on the sales tax and toll revenue bonds. Chart 19 — Debt Service Funds Uses FY 2014/15 e-E Debt Service 100% Riverside County Transportation Commission SECTION 4 rill° REVENUES AND OTHER SOURCES Revenues and Other Sources Total revenues and other sources are budgeted at $1,172,325,300, and consist of Measure A sales tax of $167,000,000, (or 14% of total sources); LTF sales tax of $81,500,000 (or 7% of total sources); STA revenues of $12,944,700 (or 1% of total sources); federal revenues of $83,351,400 (or 7% of total sources); state revenues, including vehicle registration fees, of $92,503,000 (or 8% of total sources); TUMF of $8,154,600 (or less than 1% of total sources); debt proceeds of $191,600,000 (or 16% of total sources); transfers in of $526,034,700 (or 45% of total sources) and other revenues of $9,236,900 (or less than 1% of total sources). The specific revenue funding sources are shown in Table 33. Table 33 — Revenues and Other Sources FY 2014/15 Sales Tax Department/Program Measure LTF STA Federal State Local/Other Funding Sources Management Services $ 2,900,000 $ - $ $ 10,000 $ - $ 10,200 MEASURE A AND OTHER CAPITAL PROGRAMS Bond Financing 9,956,000 - - - - 20,400 CETAP - - - - - 4,042,600 Economic Development 1,475,000 - - 13,400 Highways 57,101,000 - - 9,700,000 40,676,000 2,300,700 Local Streets and Roads 50,633,000 - - - New Corridors 13,644,000 - - 173,100 Rail 7,523,000 - - 73,254,500 46,968,000 3,149,900 Regional Arterials 11,063,000 - - 4,063,400 REGIONAL PROGRAMS Public and Specialized Transit 10,861,000 81,500,000 12,944,700 13,900 376,000 Planning and Programming - 834,000 1,253,700 Rail Station Maintenance/Operations - - 10,000 128,900 Commuter Assistance 1,844,000 - - 359,000 1,460,000 Motorist Assistance - - 4,000 4,025,000 399,200 OTHER FINANCING SOURCES Debt Proceeds Transfers In TOTAL Funding Sources 191,600,000 526,034,700 $ 167,000,000 $ 81,500,000 $ 12,944,700 $ 83,351,400 $ 92,503,000 $ 735,026,200 Revenues —Definitions and Background $ 2,920,200 9,976,400 4,042,600 1,488,400 109,777,700 50,633,000 13,817,100 130,895,400 15,126,400 105,695,600 2,087,700 138,900 3,663,000 4,428,200 191,600,000 526,034,700 $ 1,172,325,300 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 more than $6.8 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 2005/06 at $157 million. As a result of an economic slowdown, Measure A revenues decreased the subsequent five years but have since stabilized. Measure A revenues are projected to approximate $157,000,000 and $167,000,000 in FY 2013/14 and FY 2014/15, 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 December 2012, 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 20 below. Chart 20 — Forecasted Measure A Sales Tax Revenues 2015 — 2019 $250, 000, 000 $200, 000, 000 $150, 000, 000 $100, 000, 000 $50, 000, 000 $- r1+ 2015 2016 2017 2018 y 2019 The following additional assumptions were used in the development of the Commission's revenue forecast for FY 2014/15: • The Inland Empire economy will continue its recovery through FY 2014/15. • 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 75% for Western County, 24% for Coachella Valley, and 1% for Palo Verde Valley (Chart 21). These percentages will experience some variations from year to year based on changes in levels of taxable sales among the geographic areas. Chart 21— Geographic Allocation of Measure A Revenues Palo Verde Valley 1% Coachella Valley 24% Western County 75 % 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 34. 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 34 - Program Allocation of 2009 Measure A Revenues Western County *Bond Financing - S% •Economic Development incentives - 1% •Highways - 30% • La: al Stre ets 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 $167,000,000 for FY 2014/15, the geographic and program allocations are presented in Table 35. Table 35 - Geographic Allocation of Measure A Revenues by Program FY 2014/15 Program Administration Bond Financing Economic Development Incentives Highways Highways and Regional Arterials Local Streets and Roads New Corridors Public Transit Regional Arterials TOTAL Administration Western County Coachella Valley $ 2,900,000 $ - $ 9,956,000 1,475,000 37,613,000 19,488,000 35,769,000 13,644,000 14,382,000 5,846,000 11,063,000 Palo Verde Valley Total 13,642,000 1,222,000 $ 2,900,000 9,956,000 1,475,000 37,613,000 19,488,000 50,633,000 13,644,000 20,228,000 11,063,000 $ 2,900,000 $ 123,902,000 $ 38,976,000 $ 1,222,000 $ 167,000,000 Local Transportation Fund: LTF, established in state law by the TDA, is funded through a one -quarter of one cent of the State's 8.00% 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. 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. 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. Due to the State's budgetary issues, it suspended the STA allocations for FY 2009/10 and FY 2010/11; however, allocations were made and funded at the end of FY 2009/10. Sales taxes on gasoline and diesel fuels have historically generated the STA funding; however, recent legislation eliminated the tax on gasoline. 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. 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. STIP reimbursement estimates are based on budgeted expenditures for specific projects with STIP allocations approved by the CTC. Proposition 1B: In November 2006, the voters in California approved Proposition 1B, which funds various transportation programs from bonds issued by the State. Programs that are funded include Corridor Mobility Improvement Account (CMIA), transit capital, STIP supplement, and Trade Corridors Improvement Fund (TCIF). CMIA and transit capital revenues for certain highway and rail projects nominated by the Commission and approved by the CTC 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 estimates are based on monthly receipt trends and consideration of local housing and commercial construction activity in the County. 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. 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 0.25%. 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 2014/15 are allocated to the various Commission programs as follows: Management Services The primary funding sources for management services are Measure A allocations of $2,900,000 as well as LTF allocation transfers in of $850,000 and administration funding transfers in of $1,082,900 from TUMF, SAFE, and FSP as well as a federal grant of $10,000 will fund interns. Other revenues include $1,000 for administrative activities. Interest revenues in FY 2014/15 are $9,200. Bond Financing Measure A Western County revenues of $9,956,000 will be used to support bond financing costs. Interest revenues are $20,400. CETAP The Western County CETAP program will receive $4,000,000 from TUMF for development of new CETAP corridors. Additionally, other local revenues include $42,600 representing investment income. Economic Development In order to attract commercial and industrial development and jobs to locate in the Western County area, Measure A Western County revenues of $1,475,000 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 $13,400. Highways Funding for the highway program includes 2009 Measure A sales tax revenues of $57,101,000 for Western County highways and Coachella Valley highways and regional arterials programs. The 2009 Measure A Western County sales tax revenues will be used primarily for the SR-91, 1-15, and 1-215 corridor improvements. Unexpended 1989 Measure A Western County revenues from prior years will be used on remaining projects such as SR-74 widening from 1-15 to 7th Street and curve realignment, SR-91 HOV lanes, and 60/215 East Junction HOV lane connectors, and a contribution to the SR-91 corridor improvement project. Federal funds for highway projects include $140,000 in demonstration funds for the 74/215 interchange, $5,543,000 in CMAQ funds for the SR-91 HOV lanes, $50,000 in STP funds for the I-215/Blaine Street project, and $1,200,000 in demonstration funds for the 91/71 interchange improvements. Other federal funds include $2,767,000 for BABs subsidy payments related to the 2010 Bonds. State funds include STIP funding of $25,500,000 and Proposition 1B funding of $15,176,000 will be used on the 1- 215 corridor improvements. Additional local funding includes $154,600 in TUMF zone reimbursements from WRCOG for the 74/215 interchange, $500,000 in lease revenues, $65,000 in carpool violations, and interest revenue of $1,581,100. In FY 2014/15, the Commission anticipates the $191,600,000 in a federal TIFIA loan drawdown to fund the SR-91 corridor improvement project. Transfers in include $417,900,000 in sales tax and toll revenue bond and TIFIA loan proceeds to fund the SR-91 corridor improvement project; $26,653,700 to the Sales Tax Bonds debt service fund for Measure A Western County and Coachella Valley highways debt service; $40,000,000 to the Sales Tax Bonds capital projects fund for a contribution from the 1989 Measure A Western County highway fund to the SR-91 corridor improvement project; and $250,000 from the General fund for toll organization planning. Local Streets and Roads Measure A allocations of $50,633,000 for the local streets and roads program are distributed to the cities and the County for local street repairs, maintenance, and construction. Transfers in include $47,700 from the General Fund for 2009 Measure A local street and roads salary and benefit expenditures. New Corridors To leverage local, state, and federal funding for four new transportation corridors identified through CETAP, Measure A Western County revenues of $13,644,000 will be available for environmental clearance, right of way acquisition, and construction of these new corridors. Interest revenues of $173,100 are included in local revenues. Rail Unexpended 1989 Measure A Western County revenues will be used primarily for the Perris Valley Line and other rail capital projects. The 2009 Measure A Western County's public transit program allocated $7,523,000 for rail. Federal FTA funding for the Perris Valley Line project consists of $48,650,000 from FTA Small Starts, $21,002,500 from CMAQ, and $3,602,000 in federal allocations for other rail projects. STIP revenues of $45,668,000 will fund the Perris Valley Line. State Transportation Enhancements revenues of $1,300,000 will fund the Riverside station pedestrian improvement project. Local revenues include $2,000,000 for the sale of land, investment income of $114,400, reimbursements of $940,500 related to the Perris Transit Center, and property management revenues of $95,000. Transfers in of $116,000 and $311,000 from STA and 1989 Measure A Western County rail funds, respectively, are for Coachella Valley and Western County rail projects. Regional Arterials The Western County regional arterial program will receive funds from Measure A and TUMF in the amounts of $11,063,000 and $4,000,000, 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 $63,400. Transfers in consist of $21,633,600 from 2009 Measure A Western County regional arterials and TUMF CETAP as a match for TUMF regional arterial projects and $751,000 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 $81,500,000 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 $12,944,700 are allocated to the County's public transit operators. For the FY 2014/15 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 $10,861,000 has been allocated for Western County specialized transit and intercity bus services and Coachella Valley specialized and public transit services. Federal revenues consist of $13,900 in FTA Job Access and Reverse Commute (JARC) Section 5316 funding. Local revenues represent investment income of $376,000. Planning and Programming Transportation planning studies are funded with a LTF off -the -top allocation transfer in of $2,445,000, or three percent of estimated LTF revenues. A LTF allocation transfer in of $1,500,000 will fund grade separation projects for the city of Corona. STIP in the amount of $834,000 will fund PPM activities of the Commission and CVAG. Local revenues consist of $1,250,000 for a traffic signal coordination project and investment income of $3,700. 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 $11,535,600; transfers in of $250,000 in PPM funds and $159,500 in 2009 Measure A Western County Commuter Assistance funds are related to rail feasibility studies Perris Transit Center operations, respectively. A federal grant of $10,000 will fund interns. In addition to interest revenues of $1,400, local revenues include $115,000 in reimbursements primarily from SCRRA for security costs, $5,000 for Metrolink violator citations, and $7,500 for miscellaneous vending machine revenues. Commuter Assistance The Commuter Assistance program will receive funding of $1,844,000 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 CMAQ funds of $357,000 to support the commuter assistance program and a federal grant of $2,000 for interns. Local revenues consist of other agency reimbursements of $1,423,600 for support of the San Bernardino commuter assistance program and regional ridematching as well as investment income of $36,400. Motorist Assistance SAFE is funded from $1,600,000 in revenues received through DMV registration fees, while Caltrans will allocate $2,425,000 in State highway account funds to cover FSP services. A federal grant of $4,000 will fund interns. The Commission will also receive local revenues of $372,800 to support SANBAG's share of the 1E511 system operations. Local revenues represent investment income of $15,800 and cost recoveries of $10,600 from responsible parties related to call box knockdowns. The State's FSP contribution is matched with an operating transfer in from SAFE of $548,700. Riverside County Transportation Commission 111111111111111 SECTION 5 COMMISSION DEBT Commission Debt The Commission's current debt under the 2009 Measure A has been incurred for highway, 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 RCTC 91 Express Lanes, which is part of the SR-91 corridor improvement project, are pledged to pay debt service on the 2013 Toll 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 RCTC 91 Express Lanes, 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 36 presents a summary of the anticipated changes in the Commission's debt during FY 2014/15. Table 36—Changes in Commission Debt July 1, 2014 Commercial Paper 2009 Sales Tax Bonds 2010 Sales Tax Bonds 2013 Sales Tax Bonds 2013 Toll Bonds TIFIA Loan Commercial Paper Additions (Reductions) June 30, 2015 $ - $ 154,300,000 150,000,000 462, 200, 000 176,654,600 - $ - 191,600,000 (7,400,000) $ 943,154,600 $ 191,600,000 $ (7,400,000) 146,900,000 150,000,000 462, 200, 000 176,654,600 191,600,000 $ 1,127,354,600 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 did not issue commercial paper notes in FY 2013/14 and does not anticipate the issuance of commercial paper notes in FY 2014/15. Accordingly, no commercial paper debt service expenditures are reflected in the Commercial Paper capital projects fund. The Commission has an irrevocable direct draw letter of credit and reimbursement agreement with Union Bank, N.A. (Union Bank) as credit and liquidity support for the commercial paper notes. A second letter of credit and reimbursement agreement with The Bank of Tokyo -Mitsubishi UFJ, Ltd., acting through its New York Branch (Bank of Tokyo) was terminated in July 2013 in connection with the reduction of the commercial paper program. The letter of credit in the amount of $60,750,000 expires in October 2014; however, the Commission anticipates renewing or replacing the letter of credit and reimbursement agreement. 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 two interest rate swaps 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). As of June 30, 2015, the projected notional amounts for the Bank of America and Deutsche Bank swaps are $79,400,000 and $67,500,000, respectively. 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 JP Morgan Chase Bank (JPMorgan), which expire in September 2014; the Commission anticipates renewing or replacing the SBPAs. In connection with the extension of the original SBPAs with JPMorgan in September 2011, the Commission obtained the release of the debt service reserve for capital project funding purposes. The costs for these liquidity facilities are accounted for in the 2009 Measure A Western County Bond Financing special revenue fund. For FY 2014/15, the Commission has budgeted debt service principal and interest payments of $7,400,000 and $6,604,700, 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 approximately $103,300,000 of 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 2013/14, the BABs subsidy was reduced approximately 7.2% due to federal sequestration cuts, similar to the prior year. If sequestration continues, the FY 2014/15 BABs subsidy is expected to also be reduced by approximately 7.2%. Estimated net debt service payments for the 2010 Bonds in FY 2014/15 are $0 for principal and $9,530,500 for interest payments, which are offset by the $2,767,000 cash subsidy payment. In July 2013 the Commission issued $462,200,000 in fixed rate sales tax revenue bonds in connection with the SR- 91 corridor improvement project. The proceeds of the 2013 Sales Tax Bonds were used to fund a portion of the costs of the SR-91 corridor improvement project, retire $60,000,000 in outstanding commercial paper notes, pay capitalized interest through December 2017, and pay costs of issuance. Estimated debt service payments for the 2013 Bonds in FY 2014/15 are $0 for principal and $24,041,100 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 SR-91 corridor improvement project. In July 2013 the Commission issued $176,654,600 in toll revenue bonds, at a discount of $2,433,300, 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 2014/15 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 RCTC 91 Express Lanes. As a result of an invitation in April 2012 from the United States Department of Transportation (U.S. DOT) and subsequent approval of the Commission's application, in July 2013 the Commission executed a federal TIFIA loan in an amount up to $421,054,400, which provided the final puzzle piece needed for the full funding of the SR-91 corridor improvement 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 SR-91 corridor improvement project, which is anticipated 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 SR-91 corridor improvement 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 22 and Table 37 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 4.0 is anticipated for FY 2014/15. Any coverage less than 2 to 1 would necessitate using other program funding to cover all debt service expenditures. Chart 22 — Measure A Debt Capacity Analysis $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 $- E FY 2013/14 Table 37 — Measure A Debt Capacity Analysis FY 2014/15 14 Senior Debt Service ■ Available Revenues FY 13/14 FY 14/15 Sales Tax Revenues Senior Debt Service Coverage Ratio - Senior Debt Long -Term Debt Rating Commercial Paper Rating 157,000,000 $ 167,000,000 39,068,300 $ 44,809,300 4.0 4.0 Aa 2/AA+/AA Aa 2/AA+/AA P-1/A-1+ P-1/A-1+ As to the toll -supported debt consisting of the 2013 Toll Bonds as senior debt and the TIFIA loan as subordinate debt, 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. Toll operations are anticipated to commence in January 2017 upon substantial completion of the SR-91 corridor improvement project. 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; and the 2013 Sales Tax Bonds. Since commercial paper is expected to be refinanced with sales tax revenue bonds, debt service requirements for commercial paper are not included in Table 38; the Commission does not anticipate any outstanding commercial paper notes during FY 2014/15. Table 38 — Commission Sales Tax Revenue Bonds Net Debt Service Requirements Fiscal Year Principal Interest Subsidy Payments Net Debt Service 2015 2016 2017 2018 2019 2020-2024 2025-2029 2030-2034 2035-2039 Total 7,400,000 7,800,000 8,100,000 31,460,000 20,990,000 120,830,000 153,065,000 183,255,000 233,600,000 40,176,300 39,398,000 39,077,600 38,759,300 37,277,400 171,159,900 140,223,500 99,464,700 41,948,300 (2,767,000) (2,982,100) (2,982,100) (2,982,100) (2,982,100) (14,910,600) (14,910,600) (14,551,500) (7,385,900) $ 766,500,000 $ 647,485,000 $ (66,454,000) Outstanding Debt and Debt Service Requirements as of June 30, 2015 44,809,300 44,215,900 44,195,500 67,237,200 55,285,300 277,079,300 278,377,900 268,168,200 268,162,400 $ 1,347,531,000 The following is a summary of debt issued and secured by 2009 Measure A 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 Union 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 A, 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 the extension of the SBPAs by JPMorgan. The bonds mature in annual installments ranging from $6,500,000 to $13,700,000 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 39. Table 39 — 2009 Sales Tax Revenue Bonds Debt Service Requirements Fiscal Year Principal Interest Total Debt Service 2015 2016 2017 2018 2019 2020-2024 2025-2029 Total 7,400,000 7,800,000 8,100,000 8,500,000 8,900,000 50,700,000 62,900,000 6,604,700 $ 5,826,400 5,506,000 5,187,700 4,853,800 18,735,200 7,836,400 14, 004, 700 13,626,400 13,606,000 13,687,700 13,753,800 69,435,200 70,736,400 $ 154,300,000 $ 54,550,200 $ 208,850,200 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 40. Table 40 — 2010 Sales Tax Revenue Bonds Net Debt Service Requirements Fiscal Year 2015 2016 2017 2018 2019 2020-2024 2025-2029 2030-2034 2035-2039 Total Principal 66,800,000 83,200,000 Interest 9,530,500 9,530,500 9,530,500 9,530,500 9,530,500 47,652,600 47,652,600 41, 017, 800 17,452,100 Subsidy (2,767,000) (2,982,100) (2,982,100) (2,982,100) (2,982,100) (14,910,600) (14,910,600) (14,551,500) (7,385,900) $ 150,000,000 $ 201,427,600 $ (66,454,000) Net Debt Service 6,763,500 6,548,400 6,548,400 6,548,400 6,548,400 32,742,000 32,742,000 93,266,300 93,266,200 $ 284,973,600 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 SR-91 corridor improvement 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 41. Table 41— 2013 Sales Tax Revenue Bonds Debt Service Requirements Fiscal Year Principal Interest Total Debt Service 2015 2016 2017 2018 2019 2020-2024 2025-2029 2030-2034 2035-2039 Total $ - $ 24,041,100 $ 24,041,100 - 24,041,100 24,041,100 - 24,041,100 24,041,100 22,960,000 24,041,100 47,001,100 12,090,000 22,893,100 34,983,100 70,130,000 104,772,100 174,902,100 90,165,000 84,734,500 174,899,500 116,455,000 58,446,900 174,901,900 150,400,000 24,496,200 174,896,200 $ 462,200,000 $ 391,507,200 $ 853,707,200 2013 Toll Revenue Bonds, Series A (Current Interest Obligation): In July 2013, the Commission issued $123,825,000 principal amount of serial CIBs to fund a portion of the SR-91 corridor improvement 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 42. Table 42 — 2013 Toll Revenue Current Interest Obligation Bonds Debt Service Requirements Fiscal Year Principal Interest Total Debt Service 2015 2016 2017 2018 2019 2020-2024 2025-2029 2030-2034 2035-2039 2040-2044 2045-2048 Total 39,315,000 84,510,000 - $ 7,119,900 7,119, 900 7,119, 900 7,119,900 7,119, 900 35,599,700 35,599,700 35,599,700 35,599,700 35,599,700 17,007,600 $ 123,825,000 $ 230,605,600 $ 7,119,900 7,119, 900 7,119, 900 7,119, 900 7,119, 900 35,599,700 35,599,700 35,599,700 35,599,700 74,914,700 101, 517, 600 $ 354,430,600 2013 Toll Revenue Bonds, Series A (Capital Appreciation Obligation): In July 2013, the Commission issued $52,829,600 principal amount of serial CABS to fund a portion of the SR-91 corridor improvement 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 43. Table 43 — 2013 Toll Revenue Capital Appreciation Obligation Bonds Debt Service Requirements Fiscal Year Principal Accreted Interest Total Debt Service 2022-2023 2024-2028 2029-2033 2034-2038 2039-2041 Total $ 5,494,800 18,364,700 15, 215, 000 1,963,300 11,791,800 $ 3,655,200 22,490,300 34,850,000 6,196,700 78,458,200 $ 52,829,600 $ 145,650,400 9,150,000 40,855,000 50,065,000 8,160,000 90,250,000 $ 198,480,000 TIFIA Loan Agreement: In July 2013, the Commission executed a TIFIA loan of up to $421,054,400 for the SR-91 corridor improvement project. In FY 2014/15, the Commission is expected to draw $191,600,000 principal amount of TIFIA loan proceeds for the SR-91 corridor improvement 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 SR-91 corridor improvement project, through June 1, 2051. The interest rate of the TIFIA loan is 3.47%. Based on a projected draw schedule, the following is an estimate of mandatory and scheduled debt service. Table 44 —TIFIA Debt Service Requirements Mandatory Scheduled Fiscal Year Principal Interest Total Interest Total 2019-2023 $ - $ 3,901,700 $ 3,901,700 $ 31,515,900 $ 35,417,600 2024-2028 23,937,700 23,937,700 64,630,500 88,568,200 2029-2033 167,600 74,772,800 74,940,400 13,736,400 88,676,800 2034-2038 98,847,100 82,933,400 181,780,500 181,780,500 2039-2043 100,579,100 62,230,000 162,809,100 162,809,100 2044-2048 179,828,300 41,881,800 221,710,100 221,710,100 2049-2051 130,917,900 6,628,000 137,545,900 137,545,900 Total 510,340,000 $ 296,285,400 $ 806,625,400 $ 109,882,800 $ 916,508,200 Accretion (89,285,600) Initial Loan $ 421,054,400 The allocation of the sales tax revenue bonds to the 2009 Measure A programs is presented in Chart 23. Chart 23 — Program Long -Term Debt Local Streets and Roads 0% Highways and Regional Arterials 100 The allocation of the sales tax revenue bonds by the benefiting geographic area is presented in Chart 24. Chart 24 — Long -Term Debt by Geographic Area Palo Verde Coachella Valley 1 Valley 0% r 2% Western County 98% Outstanding Debt and Legal Debt Margin at June 30, 2015 A summary of the Commission's outstanding debt secured by Measure A sales tax revenues and related legal debt margin projected at June 30, 2015 is presented in Table 45: Table 45 — Legal Debt Margin 2009 Measure A Authorized Sales Tax Revenue Debt 2005 Commercial Paper Notes 2009 Bonds 2010 Bonds 2013 Bonds Total Outstanding Debt Legal Debt Margin $ 975,000,000 146,900,000 150,000,000 462,200,000 759,100,000 $ 215,900,000 Riverside County Transportation Commission SECTION 6 DEPARTMENT BUDGETS Table 46 — Budget Comparison by Department FY 2013 — 2015 FY 12/13 Actual FY 13/14 Revised Budget FY 13/14 Projected FY 14/15 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 Management Services: Executive Management Administration Legislative Affairs and Communications Finance Total Management Services 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 Debt Service: Principal Payments Interest Payments Cost of Issuance Total Debt Service Total Expenditures Excess (deficiency) of Revenues over (under) Expenditures Other Financing Sources (Uses) Transfers In Transfers Out Debt Proceeds TIFIA Loan Proceeds Bond Premium Bond Discount Net Financing Sources (Uses) Excess (deficiency) of Revenues over (under) Expenditures and Other Financing Sources (Uses) $ 149,428,100 $ 157,000,000 72,828,800 76,500,000 14,170, 200 13, 298,000 14,230,000 94,389,000 22,875, 500 137,891,200 1,711,900 2,364,000 12,421,100 7,823,400 1,540,600 1,090,400 1,769,900 4,026,500 290,976,100 494,382,500 244,000 1,213,100 890,900 4,364,500 6,712,500 3,099,800 11,265,800 57,246,500 2,868,400 3,563,500 78,044,000 197,381,900 6,824,700 15,404,700 308,900 1,863,900 1,203,600 5,209,000 8,585,400 5,767,000 15,800,500 106,994,100 4,411,700 5,464,600 138,437,900 760,735,600 86,100,000 41,075,800 7,051,300 22,229,400 134,227,100 304, 367, 800 1, 041, 986,000 $ 157,000,000 76,500,000 13,298,000 50,267,900 94,640,500 3,048,800 7,530,100 639,100 5,292,000 408,216,400 331,900 1,376,900 908,000 4,982,300 7,599,100 3,241,400 15,042,500 79,511,300 4,455,600 4,805,200 107,056,000 484,676,800 67,100,000 44,828,300 7,050,900 118,979,200 718,311,100 $ 167,000,000 81,500,000 12,944,700 83,351,400 92,503,000 6,211,000 8,154,600 575,000 2,450,900 454,690,600 471,700 2,086,000 1,189,400 5,267,100 9,014,200 5,883,300 18,054,600 113,814,000 3,300,900 4,677,100 145,729,900 812,857,900 7,400,000 47,296,200 54,696,200 1,022,298,200 $ 10,000,000 5,000,000 (353,300) (11,037,600) (45,388,200) 3,847,000 331,200 (515,400) (1,575,600) (39,691,900) 162,800 222,100 (14,200) 58,100 428,800 116,300 2,254,100 6,819,900 (1,110,800) (787,500) 7,292,000 52,122,300 (78,700,000) 6,220,400 (7,051,300) (79,530,900) (19,687,800) 6% 7% -3% - 12% - 33% 163% 4% -47% -39% -8% 53% 12% -1% 1% 5% 2% 14% 6% -25% -14% 5% 7% - 91% 15% -100% -59% -2% (13,391, 700) 133,065,300 (133,065,300) 60,000,000 60,000,000 (547,603,500) 637,010,600 (637,010,600) 632,158,000 110,000,000 68,616,000 (2,433,300) 808,340,700 (310,094,700) 485,301,700 (485,301,700) 638,854,600 38,328,800 (2,433,300) 674,750,100 (567,607,600) 526,034,700 (526,034,700) 191,600,000 (20,004,100) (110,975,900) 110,975,900 (632,158,000) 81,600,000 (68,616,000) 2,433,300 191,600,000 (616,740,700) 4% -17% -17% -100% 74% -100% -100% -76% 46,608,300 Beginning Fund Balance 575,578,600 Ending Fund Balance 260,737,200 622,186,900 364,655,400 622,186,900 (376,007,600) (636,744,800) -244% 986,842,300 364,655,400 59% $ 622,186,900 $ 882,924,100 $ 986,842,300 $ 610,834,700 $ (272,089,400) -31% Riverside County Transportation Commission SECTION 6.1 MANAGEMENT SERVICES 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 25 - Executive Management Support Costs Salaries and 14% Benefits 30% Professional Costs 56% Expenditures Executive Management has a budget of $471,700 (Table 47) for oversight of all Commission functions. The 44% increase in salaries and benefits reflects the allocation of FTEs from other programs; 3% cost of living adjustment offset by employees' contribution for their share of normal pension costs; and a 3% pool for merit -based salary increases. Professional costs of $265,000 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 $67,100. Table 47 - Executive Management Expenditure Detail FY 12/13 FY 13/14 FY 13/14 FY 14/15 Dollar Percent Actual Revised Budget Projected Budget Change Change Salaries and Benefits $ 129,300 $ 96,700 $ 114,400 Professional Costs Legal Services 69,200 65,000 75,000 Professional Services- General 90,000 90,000 Total Professional Costs 69,200 155,000 165,000 Support Costs 45,500 57,200 52,500 TOTAL Executive Management $ 244,000 $ 308,900 $ 331,900 $ 139,600 165,000 100,000 265,000 67,100 $ 471,700 Executive Management Staffing Summary Position FY 12/13 FY 13/14 Administrative Assistant 0.01 0.01 Deputy Executive Director 0.07 0.10 Executive Director 0.19 0.15 Government Relations Manager 0.00 0.00 Senior Office Assistant 0.00 0.00 FT E 0.27 0.26 $ 42,900 44% 100,000 154% 10,000 11% 110,000 71% 9,900 17% $ 162,800 53% FY 14/15 0.00 0.05 0.25 0.05 0.05 0.40 Department Budget Overview Department Description 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, and 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 Riverside County. • Project delivery will be a top priority in FY 2014/15 with construction proceeding on a number of capital projects. The Commission is serving as the lead agency on three notable, high -profile projects: the SR-91 corridor improvement project in Corona, the construction of the Perris Valley Line, and the 1-215 central segment corridor improvement project. The combined budget for these projects exceeds $1.6 billion. In addition to serving as the lead agency for the above -mentioned projects, the Commission is the primary funding agency of many other projects including the SR-91 HOV lane project in downtown Riverside, the 1-10 Jefferson interchange in the Coachella Valley, the SR-60 truck climbing/descending lane, and the SR-74 curve widening project near the city of Hemet. • Another component of project delivery will include the need to complete the environmental review process on a number of future projects including the Mid County Parkway and SR-79 realignment. • 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 possible environmental document for intercity rail service for the Coachella Valley/San Gorgonio Pass. • The advancement of construction on a number of projects will require a requisite increase in public outreach to the media and local governments as well as the need for watchful oversight over construction and right of way costs. • A renewed emphasis, as part of a region wide effort, will be placed on working with local governments and stakeholders to advance active transportation projects such as bicycling, walking and transit use. • The Commission will remain an active participant as part of a concerted statewide effort to seek additional transportation funding while advocating for process improvements to ease project development. Accomplishments FY 2013/14 saw extraordinary accomplishments at the Commission, placing it in the top tier of California transportation organizations. In several areas, the Commission stood by itself in successful advocacy, innovation, and leadership. • Broke ground on the widening of SR-91 corridor improvement project in Corona which also includes the extension of the 91 Express Lanes from the Orange County Line to I-15. • Continued to implement components of the Western Riverside County Delivery Plan. • Allocated $152 million to local jurisdictions for a wide variety of arterial, interchange, bicycle facility, and highway projects. When combined with local matching funds, the combined investment in these projects exceeds $350 million. " C i r c u l a t e d a n d e v a l u a t e d r e s p o n s e s t o r e v i s e d D r a f t 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 s f o r t h e M i d C o u n t y P a r k w a y a n d S R - 7 9 r e a l i g n m e n t p r o j e c t s . " G u i d e d t h e C o m m i s s i o n t h r o u g h a n u n c e r t a i n e c o n o m i c e n v i r o n m e n t w i t h c o s t s a v i n g s a n d s u c c e s s f u l a d h e r e n c e t o l i m i t s o 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 e x p e n d i t u r e s a n d a p p r o v e d a s a l a r y r e s o l u t i o n w h i c h r e q u i r e s C o m m i s s i o n e m p l o y e e s t o p a y t h e i r f u l l s h a r e o f C a I P E R S c o n t r i b u t i o n s b y F Y 2 0 1 5 / 1 6 . " F u n d e d t h e c o m p l e t i o n o f t h e 6 0 / 2 1 5 E a s t J u n c t i o n i n t e r c h a n g e a n d t h e a d d i t i o n o f a n e a s t b o u n d l a n e o n S R - 6 0 b e t w e e n M a r t i n L u t h e r K i n g B o u l e v a r d a n d B l a i n e S t r e e t . " C o n t i n u e d a s u c c e s s f u l p a r t n e r s h i p w i t h S A N B A G t o c o n s t r u c t t h e 1 - 2 1 5 b i - c o u n t y p r o j e c t w h i c h a d d s a H O V l a n e i n e a c h d i r e c t i o n o f t h e I - 2 1 5 f r o m S R - 6 0 t o I - 1 0 . " 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 . " C o m p l e t e d p r o j e c t w o r k t o e n s u r e t h e a l l o c a t i o n o f P r o p o s i t i o n 1 B T C I F f u n d i n g f o r a n u m b e r o f r a i l r o a d g r a d e s e p a r a t i o n a n d t r a d e c o r r i d o r p r o j e c t s . D u r i n g t h e p a s t f i s c a l y e a r , c o n s t r u c t i o n w a s c o m p l e t e d o n t h e I o w a A v e n u e g r a d e s e p a r a t i o n a n d t h e I - 2 1 5 / V a n B u r e n i n t e r c h a n g e ; c o n s t r u c t i o n b e g a n o n A u t o C e n t e r D r i v e , A v e n u e 5 2 , A v e n u e 5 6 / A i r p o r t B o u l e v a r d , C l a y S t r e e t , M a g n o l i a A v e n u e , S t r e e t e r A v e n u e , R i v e r s i d e A v e n u e a n d S u n s e t A v e n u e g r a d e s e p a r a t i o n p r o j e c t s . " P a r t i c i p a t e d i n a s t a t e w i d e e f f o r t t h a t l e d t o t h e a p p r o v a l o f A B 4 0 1 , w h i c h p r o v i d e s a u t h o r i z a t i o n f o r t h e u s e o f d e s i g n - b u i l d p r o j e c t s o n s t a t e h i g h w a y s . " A d v o c a t e d f o r a n d s u c c e s s f u l l y o b t a i n e d i n c l u s i o n o f t h e C o a c h e l l a V a l l e y / S a n G o r g o n i o P a s s r a i l s e r v i c e i n t o t h e S t a t e I n t e r c i t y R a i l 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 4 / 1 5 w i l l b e a y e a r o f c o n s t a n t a c t i v i t y a n d w i l l f e a t u r e e f f o r t s t o m a n a g e a n u m b e r o f h i g h p r o f i l e p r o j e c t s . C h i e f a m o n g t h e m w i l l b e t h e S R - 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 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 w i l l a d 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 o f o n e o f s o u t h e r n C a l i f o r n i a ' s m o s t c o n g e s t e d f r e e w a y s . T h i s w i l l b e R i v e r s i d e C o u n t y ' s l a r g e s t t r a n s p o r t a t i o n p r o j e c t a n d o n e o f t h e m o s t v a l u a b l e , i n t e r m s o f p r o j e c t c o s t , i n t h e e n t i r e s t a t e . A l o n g w i t h t h e S R - 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 , 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 s e r v e a s t h e l e a d a g e n c y o n c o n s t r u c t i o n f o r t h e w i d e n i n g o f t h e 1 - 2 1 5 c e n t r a l s e g m e n t 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 , t h e S R - 7 4 c u r v e w i d e n i n g , a n d t h e P e r r i s V a l l e y L i n e . T h e C o m m i s s i o n , t h r o u g h 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 i s f u n d i n g c o n s t r u c t i o n t o a d d H O V l a n e s o n S R - 9 1 t h r o u g h d o w n t o w n R i v e r s i d e a n d t h e 6 0 / 2 1 5 E a s t J u n c t i o n H O V l a n e s c o n n e c t o r p r o j e c t . Y e t a n o t h e r p a r t n e r s h i p c a n b e s e e n w i t h S A N B A G i n t h e w i d e n i n g o f t h e 1 - 2 1 5 , k n o w n a s t h e b i - c o u n t y p r o j e c t . T h i s e f f o r t a d d s a H O V l a n e i n e a c h d i r e c t i o n t o t h e 1 - 2 1 5 b e t w e e n S R - 6 0 a n d 1 - 1 0 . C a l t r a n s a n d t h e C o m m i s s i o n c o n t i n u e t o p a r t n e r o n d e v e l o p i n g a t r u c k c l i m b i n g l a n e a n d s h o u l d e r w i d e n i n g p r o j e c t o n S R - 6 0 t o i m p r o v e s a f e t y a n d p r o v i d e c o n g e s t i o n r e l i e f . T h e C o m m i s s i o n h a s a p p r o v e d s i g n i f i c a n t s t a t e f u n d i n g f o r t h e I - 1 0 J e f f e r s o n S t r e e t i n t e r c h a n g e w h i c h w i l l b e g i n c o n s t r u c t i o n i n F Y 2 0 1 4 / 1 5 . 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 w i t h t h e p l a n n e d c o m p l e t i o n a n d a p p r o v a l o f e n v i r o n m e n t a l d o c u m e n t s f o r t h e M i d C o u n t y P a r k w a y a n d S R - 7 9 r e a l i g n m e n t p r o j e c t s . A n u m b e r o f a d d i t i o n a l e f f o r t s a r e m o v i n g a l o n g i n v a r i o u s s t a g e s o f p r o j e c t d e v e l o p m e n t . F o r e x a m p l e , t h e C o m m i s s i o n w i l l b e l a u n c h i n g a n 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 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 . T h i s l i n e h a s b e e n i n c o r p o r a t e d i n t h e S t a t e ' s r a i l p l a n b u t m o r e w o r k m u s t b e d o n e t o e n s u r e f u n d i n g a n d f a c i l i t i e s f o r r e g u l a r a n d e f f e c t i v e A m t r a k s e r v i c e b e t w e e n L o s A n g e l e s a n d P h o e n i x . T h e C o a c h e l l a V a l l e y i s a l s o h o m e t o y e t a n o t h e r i n n o v a t i v e p r o j e c t k n o w n a s t h e C V L i n k . T h i s f a c i l i t y , p r i m a r i l y l o c a t e d a l o n g t h e W h i t e w a t e r W a s h , l i n k s t h e e n t i r e C o a c h e l l a V a l l e y w i t h a t r a i l t o s e r v e c y c l i s t s , p e d e s t r i a n s a n d N e i g h b o r h o o d E l e c t r i c V e h i c l e s . L i k e w i s e , 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 . P r o j e c t s t h a t w e r e f u n d e d b y t h e C o m m i s s i o n l a s t y e a r a n d s e t f o r i m p l e m e n t a t i o n i n t h e n e a r f u t u r e i n c l u d e a b i k e s h a r i n g p r o g r a m i n R i v e r s i d e , t h e S a l t C r e e k T r a i l , a n d t h e S a n t a A n a R i v e r B i k e T r a i l . T h e f o c u s o n t h e s e 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 e g i o n a l T r a n s p o r t a t i o n P l a n ( R T P ) a n d S B 3 7 5 w h i c h s e e k s t o l i m i t g r e e n h o u s e g a s e m i s s i o n s . In terms of advancing policy, a major concern in moving forward is the state of California's financial position and commitment to funding infrastructure and transportation. The Commission will continue to take an aggressive and active role in protecting existing transportation funding and advocating for State investments in transportation. The Commission is an active member of the Self -Help Counties Coalition (SHCC), California Association of Councils of Governments (CALCOG), and Mobility 21, and a major focus will be placed on advocacy for transportation in the State budget. Federal funding is also an important factor for the Commission's future, and the Commission will advocate strongly for the approval of a federal transportation bill. Congress' priorities will need to include funding for Positive Train Control and for goods movement and freight -related projects in Southern California. In Riverside County, goods movement investments will continue to focus on the need to complete highway/rail grade separation projects. The success of many of these efforts will rely on proactive external communications. Media relations will continue to be a priority, and press releases will remain a major effort along with social media and the Commission's On the Move monthly newsletter and annual report. An expanding and systematic outreach to business and civic groups, focusing on Commission efforts in terms of funding, construction, and services, will be the central feature of the communications program. Riverside County has also seen a major change in its federal and state legislative delegations which will require a concerted outreach effort to new representatives on local transportation issues. 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 46 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. (Policy Goals: Mobility, Goods Movement, Intermodalism & Accessibility) Objectives: • Continue construction and serve as lead agency on the SR-91 corridor improvement project in Corona. • Serve as the lead agency for the construction of the 1-215 corridor improvement projects. • Work closely with Caltrans on construction of the 60/215 East Junction HOV lane connectors project in Moreno Valley as well as the SR-91 HOV lanes project in downtown Riverside and 1-215 bi-county project. • Ensure effective communication with the public regarding construction and project details throughout the County. • Continue construction for the Perris Valley Line Metrolink extension. Maximize funding for transportation improvements in Riverside County through legislative advocacy. (Policy Goals: Mobility, Goods Movement) Objectives: • Implement the Commission's early development project priorities outlined in the recent Commission workshops, focusing on the first ten years of the 2009 Measure A, which will include an emphasis on project development for the SR-91 corridor improvement project and the Perris Valley Line. • Place an emphasis on initiating federally authorized and funded projects included within the new federal transportation bill and the Commission's ongoing project priorities. • Advocate for passage of an effective, multi -year federal transportation bill. • Advocate federal appropriations for current projects and regional efforts to reduce the community impacts of rail goods movement. " 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 . " C o n t i n u e i m p l e m e n t a t i o n o f T r a n s i t V i s i o n w h i l e a d d r e s s i n g s h o r t - a n d l o n g - t e r m f u n d i n g c o n s t r a i n t 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 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 n t i n u e w o r k o n g r a d e s e p a r a t i o n a n d r a i l c a p a c i t y p r o j e c t s f u n d e d t h r o u g h t h e T C I F a s w e l l a s t h o s e c a l l e d f o r i n t h e C o m m i s s i o n ' s $ 5 6 1 m i l l i o n G r a d e S e p a r a t i o n P l a n . " 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 , I - 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 R i v e r s i d 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 S A N B A G t o e n h a n c e a n d p u b l i c i z e t h e 1 E 5 1 1 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 . " W o r k c l o s e l y w i t h S A N B A G t o d e v e l o p a n e w p r o g r a m t o p r o v i d e r i d e m a t c h i n g s e r v i c e s f o r e m p l o y e r s i n R i v e r s i d e a n d S a n B e r n a r d i n o c o u n t i e s . " 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 . ( 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 C o m m i s s i o n e r s . " 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 C o u n t y T r a n s p o r t a t i o n D e p a r t m e n t , C o u n t y H e a l t h D e p a r t m e n t , C o u n t y R e g i o n a l P a r k a n d O p e n S p a c e 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 R i v e r s i d e C o u n t y . 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 : " 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 . 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 ) Objectives: • Conduct a semi-annual review of organization accomplishments as measured against planned objectives to determine progress in meeting those objectives and action steps needed. • Facilitate open communications and coordination between management, professional staff, and support staff through regular meetings. Executive Management Performance/Workload Indicators FY 12/13 Estimated FY 12/13 Actual FY 13/14 Estimated FY 14/15 Projected Expenditures $366,062,600 $304,367,800 $718,311,100 $1,022,298,200 Staffing levels 42 40 46 46 Administration costs as percentage of expenditures 1 89% 2.21/0 1.06/0 88% 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 26 - Administration Support Costs 33 % Expenditures Professional As noted in Table 48, the Administration Department's total budget is $2,086,000 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 $606,600 reflect a net decrease of 3% related to a reduction in FTE allocations and increases for a 3% cost of living adjustment offset by employees' contribution for their share of normal pension costs and a 3% pool for merit -based salary increases. Professional costs of $363,000 cover various services including, but not limited to, Commissioners' per diem, legal fees, and consultant and other professional services and reflects an increase of 81% due to information technology consultant services. Support costs of $681,400 cover administrative overhead including office maintenance; information technology updates, support, and maintenance; and recruitments. Capital outlay of $435,000 reflects an increase due to information technology support services and equipment upgrades. Table 48-Administration Expenditure Detail FY 12/13 FY 13/14 FY 13/14 FY 14/15 Dollar Percent Actual Revised Budget Projected Budget Change Change Salaries and Benefits $ 469,200 $ 628,600 $ 507,800 $ 606,600 $ (22,000) -3% Professional Costs Commissioner Per Diem 60,900 65,000 65,000 65,000 0% Legal Services 15,100 25,200 30,100 37,000 11,800 47% Professional Services - General 57,100 110,000 85,000 261,000 151,000 137% Total Professional Costs 133,100 200,200 180,100 363,000 162,800 81% Support Costs 578,100 651,600 629,000 681,400 29,800 5% Capital Outlay 32,700 383,500 60,000 435,000 51,500 13% Debt Service 25,300 N/A TOTAL Administration $ 1,238,400 $ 1,863,900 $ 1,376,900 $ 2,086,000 $ 222,100 12% Administration Staffing Summary Position FY 12/13 FY 13/14 Accounting Supervisor 0.02 0.01 Administrative Assistant 1.29 1.30 Executive Director 0.01 0.00 Finance Manager/Controller 0.25 0.30 Human Resources Administrator 0.00 1.00 Office and Board Services Manager 1.00 1.00 Procurement Analyst 0.00 0.00 Procurement Manager 0.00 0.00 Senior Administrative Assistant 1.00 1.00 Senior Office Assistant 0.95 0.95 FTE 4.52 5.56 Department Budget Overview - Office Operations Department Description FY 14/15 0.00 1.23 0.01 0.02 1.00 1.00 0.03 0.02 1.00 0.85 5.16 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. Office Operations continues to operate with a small staff of six consisting of the Office and Board Services Manager, Senior Administrative Assistant, three Administrative Assistants, and Senior Office Assistant. Key Assumptions • Support is provided to 46 full-time Commission staff. • Requests for proposals and project notices of completion are posted in accordance with applicable federal, state, and local regulations. • Information technology systems are upgraded and maintained to ensure efficiency. • 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 web page in a timely manner for the postings of public notices. • Maintained efficient information technology infrastructure. • 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. This will be complemented by the Commission's new information technology support services contract. 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 46 full-time staff. • Provide accessibility to meeting agendas, legal notices, requests for proposal, and employment opportunities through the Commission's web page. • Continue to improve administrative efficiency through automation of records processing. • Post legal notices and requests for proposals on the Commission's web page 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 web page. • 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. • Processed and transmitted Commission -approved resolutions to appropriate agencies in a timely manner. Major Initiatives Each year, local agencies make changes to their appointments regarding their representation on the Commission. Staff will continue to make every effort to ensure that the newly appointed representatives, as well as their respective staff, are aware of operational policies of the Commission and other transportation -related meetings. There will be continued emphasis on the utilization of electronic mail with Commissioners for more efficient communications. Clerk of the Board staff will continue to provide high quality support services to the Board. Staff will also continue to update technology to streamline processes and procedures for easier access to Commission actions, minutes, resolutions, and ordinances, including electronic agenda distribution. Department Goals — Clerk of the Board Ensure coordination and documentation of Commission and committee meetings and provide public accessibility to agenda items as required by state regulations. (Policy Goals: Communications, Financial & Administration) Objectives: • Provide accurate, high quality agenda packets for Commission and committee meetings. • Continue to provide support to Commission members, staff, and attendees of Commission and committee meetings. • Post meeting agendas and supporting documents in compliance with Brown Act requirements. • Maintain an accurate list of Commissioners and alternates and submit membership roster changes to the Secretary of State. • Maintain and file all Commission and committee meetings and official records of the Commission. • Perform all duties within mandated deadlines. • Maintain and promote good Commission and staff relations. Facilitate access of information to Commission records. (Policy Goal: Communications) Objectives: • Continue to respond to requests for records and information on a timely basis and in accordance with state law. • Continue to improve the Commission's recordkeeping practices by updating the electronic records management system. • Maintain Commission agreements, amendments, MOUs, resolutions, and ordinances. • Maintain a centralized database for Commissioners, agencies, and consultant contact information. • Coordinate special activities, meetings, events, and conferences as requested by the Executive Director and the Commission. Department Budget Overview — Human Resources Department Description Human Resources responsibilities include planning, administering, and implementing human resources programs, including the recruitment, selection, and appraisal process; employee training and development; classification and compensation studies; benefits administration; employee relations; and, recommending, implementing and maintaining personnel policies, procedures, and practices;. 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 • Hired a full-time Human Resources Administrator. • Completed an audit of member earnings and retirement enrollments with CaIPERS. • Completed the biennial classification and compensation study. • Adopted a resolution in response to the Public Employees' Pension Reform Act of 2013 (PEPRA), requiring existing employees to begin paying and reporting the value of an equal share of the normal pension costs. Effective July 11, 2013 existing employees began to pay 3% toward the normal pension costs and thereafter will pay an additional 3% in FY 2014/15 and 2% in FY 2015/16 for a total annual normal pension cost contribution of 8%, offset by a corresponding salary increase. • Implemented PEPRA by creating a new defined benefit formula of 2% at age 62 for all new members hired as of January 1, 2013. • 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 two intern and six full-time positions. • Held training sessions on violence in the workplace, harassment -free workplace, and drug -free workplace. • Disclosed employees' compensation on the Commission's website in compliance with the State Controller's Office and CaIPERS. 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 will use written position descriptions and performance expectations in order to obtain a clear and consistent understanding of what is expected. The Commission's practice is to conduct a classification and compensation review every two years to ensure fair compensation is established to attract and retain the most qualified employees. After the postponement of the biennial classification and compensation review program in 2009 due to the slowdown in the economy and declining sales tax revenues, the Commission reinstituted the biennial classification and compensation review program at the request of the Executive Committee in response to the implementation of the PEPRA provisions. The Commission will provide a one-time 3% cost of living adjustment to offset the employees' contribution to the normal pension costs and up to a 3% pool for merit -based salary increases based on the performance of staff in FY 2014/15. 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. • Begin the process of preparing and conducting a Request for Proposal for consultant services to be utilized in the biennial compensation study in spring 2015. • 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. • 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 12/13 Estimated FY 12/13 Actual FY 13/14 Estimated FY 14/15 Projected Employee rules/Benefits review sessions held 1 2 3 4 Recruitments 6 4 8 3 Positions filled 6 4 8 3 Legal notices 24 25 28 30 Commission/Committee/Ad Hoc meetings 72 47 60 70 Commissioners supported (including alternates) 61 61 62 62 Staff supported: Regular full-time Temporary/Seasonal 42 2 40 2 46 2 46 2 Legislative Affairs and Communications Mission Statement: "To improve the mobility of Riverside County residents by working through the legislative process and by maintaining effective community outreach. This is supported by facilitating interactive communications with the public and transportation stakeholders through various outreach and media efforts." Chart 27 — Legislative Affairs and Communications Support Costs 13% Professional Costs 44% Expenditures Salaries and Benefits 43% The Legislative Affairs and Communications Department has a total budget of $1,189,400 (Table 49). Salaries and benefits have increased 1% and reflect a 3% cost of living adjustment offset by employees' contribution for their share of normal pension costs and a 3% pool for merit -based salary increases. Professional costs of $523,200 include legislative advocacy, graphic design, and website updates. Support costs of $155,500 include various membership dues and staff -related travel costs. Table 49 — Legislative Affairs and Communications Expenditure Detail FY 12/13 FY 13/14 FY 13/14 FY 14/15 Dollar Percent Actual Revised Budget Projected Budget Change Change Salaries and Benefits $ 364,900 $ 506,700 $ 367,400 Professional Costs Legal Services 1,900 6,500 6,000 Professional Services - General 381,900 501,200 390,000 Total Professional Costs 383,800 507,700 396,000 Support Costs 142,200 189,200 144,600 TOTAL Legislative Affairs and Communications $ 890,900 $ 1,203,600 $ 908,000 $ 510,700 7,000 516,200 523,200 155,500 $ 1,189,400 $ 4,000 1% 500 8% 15,000 3% 15,500 3% (33,700) -18% $ (14,200) -1% Legislative Affairs and Communications Staffing Summary Position FY 12/13 FY 13/14 Administrative Assistant 0.26 0.24 Community Relations Manager 0.07 0.10 Commuter and Motorist Assistance Manager 0.01 0.00 Deputy Executive Director 0.71 0.71 Executive Director 0.01 0.01 Goods Movement Manager 0.07 0.30 Government Relations Manager 1.00 1.00 Procurement Analyst 0.03 0.00 Procurement Manager 0.00 0.00 FY 14/15 FTE 2.16 2.36 Department Budget Overview Department Description Legislative Affairs 0.25 0.15 0.00 0.64 0.02 0.30 0.81 0.05 0.02 2.24 Transportation issues affect a number of jurisdictions and stakeholders. Through proactive participation, the Commission is able to play a stronger leadership role at all levels of government to advance its interests and policy goals. The importance of this is magnified when the Commission is seeking changes in law or needs legislative authorization to move forward with a specific project. The Commission's Legislative Affairs efforts focus on taking full advantage of opportunities at both the federal and state levels when there is a potential impact to Commission programs and projects. In doing so, the Commission maintains its role as a major legislative force and a statewide leader on a broad range of issues affecting transportation policy such as project delivery and financing. This requires the establishment and maintenance of ongoing communication with Riverside County's legislative delegations in Washington and Sacramento. The Commission accomplishes this via a combined effort that includes Commissioners, staff, and legislative consultants in the two capitals. The effort also requires working with other transportation agencies throughout the State in order to collaborate on issues of mutual concern. This cooperation takes place in a number of forums including a monthly meeting of transportation commission chief executive officers, a legislative roundtable of regional transportation advocates, Mobility 21, SHCC, CALCOG, the International Bridge, Tunnel and Turnpike Association (IBTTA), and Coalition for America's Gateways and Trade Corridors (CAGTC). In the November 2012 election, Riverside County voters sent several new legislators to Washington and Sacramento. These new elected officials bring with them new staff members and new perspectives on government policy, requiring the Commission's legislative affairs team to increase its effort to educate and partner with its delegation in both capitals. Continuing to establish and build upon these relationships will be a major focus for the year. A chief concern continuing through FY 2014/15 is modernization of CEQA. Potential changes to this law could have significant benefits to the Commission's ability to deliver needed projects that improve mobility and benefit the environment. In Washington, it will be important to monitor the implementation of Moving Ahead for Progress in the 21sT Century (MAP-21) and prepare for the next surface transportation authorization in 2014. In terms of federal action on specific projects, the Commission was selected by the U.S. DOT to apply for a TIFIA loan in April 2012 related to the SR-91 corridor improvement project. After submitting the TIFIA application in August 2012, the Commission obtained approval in February 2013 for a TIFIA loan of up to $451,000,000. The federal TIFIA loan agreement for a maximum loan of $421,054,400 was executed July 2, 2013. The Commission's project was one of 26 letters of interest submitted for a total request exceeding $13 billion, and it was one of only five selected to submit a TIFIA loan application. In December 2013, these activities resulted in the Commission breaking ground on a $1.3 billion widening of the SR-91 freeway through Corona. The Commission will also seek to elevate its policy presence on matters pertaining to the tolling operations. In recent years, federal and state legislators have given significant attention to how tolling on highways is regulated. With the SR-91 corridor improvement project under construction and 1-15 corridor improvement project on the near -term horizon, the Commission has a newfound interest in participating in these discussions. Communications The Commission is committed to communicating with and educating a broad arena of interested parties on the roles and responsibilities of the agency. An emphasis will continue to be placed on informing Riverside County residents and businesses about transportation projects and services and maintaining open communication with other transportation stakeholders. Various forms of media and communication tools are used in these outreach efforts with the overall objectives to provide accurate, informative, and easily accessible information; facilitate public participation in the Commission processes; and maintain effective relationships. The Deputy Executive Director is responsible for communications with the news media and prepares text for Commission materials, presentations, and speeches. Along with the Executive Director, the Deputy Executive Director, Community Relations Manager, and individual project managers actively participate in public presentations at the local, regional, and state levels to represent the Commission's interests. Strong relationships with the news media are very important to ensure that the public is well informed regarding the Commission's progress in determining funding priorities, designing infrastructure improvements, and constructing projects. There are many points throughout these processes in which the public can and should play a role in shaping the future of the County's transportation network. Communications will expand its use of social media and utilize other emerging technologies that can be incorporated into the overall outreach effort of the Commission. Key Assumptions • The Government Relations Manager will oversee legislative affairs work efforts with guidance from the Executive Director and the Deputy Executive Director. • Communications will oversee the annual report to the public that will be distributed throughout the County and will be posted on the Commission's website in a printable format. • The On the Move newsletter will be published and distributed electronically and posted on the Commission website. • The Speakers Bureau effort will continue to seek local community opportunities to expand outreach regarding the Commission's activities. • The Commission's website will be updated and refreshed on a regular basis. • Additional communications tools and opportunities will be explored for incorporation into the ongoing program to help build public awareness of Commission activities including radio, television, and social media outlets such as Twitter, Facebook and other emerging technologies. • The Commission will continue to take a leadership role in formulating a countywide direction on federal transportation policy. • Public outreach will continue its policy priority for the Commission, and there will be an emphasis to ensure that Riverside County receives significant funding for this need from state and federal governments. " T h e C o m m i s s i o n w i l l 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 b y M A P - 2 1 . " 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 t h e r e a u t h o r i z a t i o n o f M A P - 2 1 . " G o v e r n m e n t R e l a t i o n s w i l l a s s i s t t h e C o m m i s s i o n i n t a k i n g a l e a d e r s h i p r o l e i n S a c r a m e n t o o n m o d e r n i z a t i o n o f C E Q A . A c c o m p l i s h m e n t s " P u b l i s h e d a f o u r - p a g e a n n u a l r e p o r t s u p p l e m e n t i n t w o m a j o r n e w s p a p e r s T h e P r e s s E n t e r p r i s e a n d t h e D e s e r t S u n a n d p o s t e d t h e s u p p l e m e n t o n t h e C o m m i s s i o n ' s w e b s i t e i n a p r i n t a b l e f o r m a t . " M e t w i t h a n d p r o v i d e d p r o j e c t t o u r s o f t h e P e r r i s V a l l e y L i n e , 1 - 2 1 5 / V a n B u r e n i n t e r c h a n g e , 1 - 2 1 5 c e n t r a l s e g m e n t c o r r i d o r i m p r o v e m e n t , a n d o t h e r p r o j e c t s f o r C o n g r e s s m a n M a r k T a k a n o , A s s e m b l y w o m a n M e l i s s a M e l e n d e z , a n d k e y s t a f f m e m b e r s t o l o c a l l e g i s l a t o r s . " C o n t i n u e d t o u p d a t e t h e f u n c t i o n a l i t y o f t h e C o m m i s s i o n ' s w e b s i t e . " C o n t i n u e d e f f e c t i v e r e l a t i o n s h i p s w i t h t h e n e w s m e d i a r e s u l t i n g i n i n f o r m a t i v e c o v e r a g e r e g a r d i n g 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 i s s u e s a n d M e a s u r e A p r o j e c t d e l i v e r y . " P r o v i d e d e x t e n s i v e p u b l i c o u t r e a c h s u p p o r t a s p a r t o f t h e p r o j e c t d e v e l o p m e n t p r o c e s s f o r t h e M i d C o u n t y P a r k w a y , P e r r i s V a l l e y L i n e , S R - 9 1 c o r r i d o r i m p r o v e m e n t , 6 0 / 2 1 5 E a s t J u n c t i o n H O V l a n e c o n n e c t o r s , a n d 1 - 2 1 5 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 s . " C o n d u c t e d m u l t i p l e p u b l i c m e e t i n g s a s p a r t o f t h e e n v i r o n m e n t a l r e v i e w p r o c e s s f o r a n u m b e r o f p r o j e c t s i n c l u d i n g t h e M i d C o u n t y P a r k w a y a n d S R - 7 9 r e a l i g n m e n t p r o j e c t . " C o n d u c t e d a n a g g r e s s i v e s p e a k i n g o u t r e a c h c a m p a i g n o n t h e a c t i v e a n d p r e c o n s t r u c t i o n p r o j e c t s t o t a l i n g o v e r 3 0 p r e s e n t a t i o n s d e l i v e r e d t o c o u n c i l m e e t i n g s , c o m m u n i t y s e r v i c e g r o u p s , a n d t r a n s p o r t a t i o n o r i e n t e d g r o u p s . " S u p p o r t e d t h e R a i l D e p a r t m e n t i n t h e d e v e l o p m e n t o f v a r i o u s m a r k e t i n g m a t e r i a l s a n d a d v e r t i s e m e n t s i n c l u d i n g w e e k e n d a n d h o l i d a y t r a i n s e r v i c e s . " D e v e l o p e d a n e w m a r k e t i n g c a m p a i g n t o e n c o u r a g e M e t r o l i n k r i d e r s h i p d u r i n g t h e S R - 9 1 f r e e w a y c o n s t r u c t i o n a n d t h e i m p e n d i n g c o m p l e t i o n o f t h e P e r r i s V a l l e y L i n e . " 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 c o l l a b o r a t e w i t h n e i g h b o r i n g c o u n t i e s , l o c a l b u s i n e s s l e a d e r s , M o b i l i t y 2 1 , S H C C a n d C A G T C o n m a n y t r a n s p o r t a t i o n p o l i c y i s s u e s i n S a c r a m e n t o a n d W a s h i n g t o n . " C o n t i n u e d w o r k w i t h t h e 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 t o f o s t e r c o o p e r a t i o n , c o o r d i n a t i o n , a n d c o l l a b o r a t i o n t o f a c i l i t a t e t h e m o v e m e n t o f g o o d s t h r o u g h S o u t h e r n C a l i f o r n i a . " R e v i s e d c o l l a t e r a l m a t e r i a l s , w h i c h a r e o f t e n d i s t r i b u t e d a t p u b l i c e v e n t s , f o r a n o v e r v i e w o f t h e C o m m i s s i o n ' s p r o g r a m s a n d p r o j e c t s a s w e l l a s c o n s t r u c t i o n p r o j e c t s p l a n n e d f o r W e s t e r n C o u n t y . " D e v e l o p e d a n d d i s t r i b u t e d a T r a n s p o r t a t i o n Q u i c k R e f e r e n c e G u i d e f o r R i v e r s i d e C o u n t y . T h e g u i d e w a s d e s i g n e d f o r e l e c t e d , a p p o i n t e d , a n d c o m m u n i t y l e a d e r s w i t h a n e m p h a s i s o n C o m m i s s i o n p r o j e c t s a n d f u n d i n g i s s u e s . " I m p r o v e d a n d m a i n t a i n e d t h e C o m m i s s i o n ' s p h o t o l i b r a r y t o a s s i s t w i t h d o c u m e n t i n g t h e p r o j e c t d e l i v e r y p r o g r e s s o f t h e v o t e r - a p p r o v e d M e a s u r e A s a l e s t a x p r o g r a m s . T h e p h o t o l i b r a r y h a s b e e n u s e d t o d e v e l o p P o w e r P o i n t p r e s e n t a t i o n s , i n f o r m a t i o n b r o c h u r e s , T I F I A l o a n s u b m i s s i o n s a n d c a p i t a l p r o j e c t c o l l a t e r a l m a t e r i a l . " M a i n t a i n e d a p r e s e n c e o n t h e s o c i a l n e t w o r k i n g s i t e T w i t t e r w h i c h c a n b e a c c e s s e d a t h t t p : / / t w i t t e r . c o m / R C T C . " H e l d w i d e l y a t t e n d e d e v e n t s f o r t h e S R - 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 a n d P e r r i s V a l l e y L i n e g r o u n d b r e a k i n g e v e n t s a n d t h e P e r r i s V a l l e y L i n e F T A S m a l l S t a r t s g r a n t s i g n i n g e v e n t . " C o n d u c t e d a S m a l l B u s i n e s s F o r u m o n c o n t r a c t i n g o p p o r t u n i t i e s w i t h t h e C o m m i s s i o n i n c o n j u n c t i o n w i t h C a l t r a n s , 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 D e p a r t m e n t , a n d 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 ) t h a t a t t r a c t e d a p p r o x i m a t e l y 4 0 0 p e o p l e . " T o o k a n a c t i v e r o l e i n p r o v i d i n g c o m m e n t s a n d e n s u r i n g t h a t R i v e r s i d e C o u n t y p r o j e c t s w e r e i n c l u d e d i n t h e R T P . " C o n t i n u e d t o p r o v i d e a C o m m i s s i o n e r - o r i e n t a t i o n p r o g r a m t h a t b o l s t e r s C o m m i s s i o n e r k n o w l e d g e a n d p a r t i c i p a t i o n r e g a r d i n g C o m m i s s i o n p r o j e c t s a n d a c t i v i t i e s a n d w a s p r e s e n t e d t o e v e r y n e w C o m m i s s i o n e r . 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 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 a d v o c a t e s t r a t e g i c a l l y a n d e f f e c t i v e l y o n t h e p o l i c y i s s u e s d e s c r i b e d a b o v e i n W a s h i n g t o n a n d S a c r a m e n t o , u t i l i z i n g i t s c o n t r a c t a d v o c a c y t e a m s , c o a l i t i o n s , a n d p a r t n e r s h i p s . T h e C o m m i s s i o n w i l l s e e k t o b u i l d o n i t s r e c e n t s u c c e s s e s i n b o t h c a p i t a l s a n d c o n t i n u e t o m a i n t a i n a s t r o n g p r e s e n c e a s a r e s p e c t e d , k n o w l e d g e a b l e a n d e f f e c t i v e r e s o u r c e t o p o l i c y l e a d e r s a n d d e c i s i o n - m a k e r s . 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 p r o v i d e s i n f o r m a t i o n t o t h e p u b l i c t h r o u g h v a r i o u s c h a n n e l s i n c l u d i n g : 1 ) p a r t i c i p a t i o n a t p u b l i c m e e t i n g s , c h a m b e r s o f c o m m e r c e , i n d u s t r y a s s o c i a t i o n s , a n d s e r v i c e c l u b s ; 2 ) p r o d u c t i o n a n d p r o v i s i o n o f r e s o u r c e m a t e r i a l s a n d f a c t s h e e t s ; 3 ) m a i n t e n a n c e a n d e n h a n c e m e n t 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 4 ) d e v e l o p m e n t o f n e w s p a p e r p r e s s r e l e a s e s , r a d i o a n d t e l e v i s i o n i n t e r v i e w s , c a b l e t e l e v i s i o n s p o t s a n d p r o j e c t v i d e o s . T h e C o m m i s s i o n ' s l a r g e s t p u b l i c a t i o n e f f o r t t o p r o v i d e w i d e s p r e a d u n d e r s t a n d i n g o f i t s p r o j e c t s a n d e x p e n d i t u r e s i s i t s f o u r - p a g e a n n u a l r e p o r t w h i c h h a s b e e n p u b l i s h e d i n t w o a r e a n e w s p a p e r s t h r o u g h o u t t h e C o u n t y a n d i s a l s o p o s t e d o n t h e C o m m i s s i o n ' s w e b s i t e i n a p r i n t a b l e f o r m a t . A c o n t i n u i n g e m p h a s i s w i l l b e p l a c e d o n p r o v i d i n g c o m m u n i c a t i o n s s u p p o r t t o m a j o r p r o j e c t d e v e l o p m e n t e f f o r t s i n c l u d i n g t h e P e r r i s V a l l e y L i n e , t h e M i d C o u n t y P a r k w a y a n d t h e S R - 9 1 , 1 - 1 5 , a n d t h e 1 - 2 1 5 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 s . T h e n e e d f o r p r o a c t i v e p u b l i c c o m m u n i c a t i o n a n d o u t r e a c h r e m a i n s i m p o r t a n t , a s t h e C o m m i s s i o n c o n t i n u e s t o m o v e f o r w a r d w i t h t h e d e l i v e r y o f t h e M e a s u r e A w o r k p r o g r a m . T h i s i s a n a r e a o f e m p h a s i s , a s 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 l a c e s t h e C o m m i s s i o n i n a h i g h - p r o f i l e r o l e t o d e l i v e r l a r g e - s c a l e h i g h w a y p r o j e c t s . T h i s w i l l r e q u i r e c o n t i n u e d c o n t a c t w i t h t h e p u b l i c b y t h e C o m m u n i t y R e l a t i o n s M a n a g e r . T h e C o m m i s s i o n ' s o u t r e a c h w i l l i n c l u d e a p r o a c t i v e e f f o r t t o w o r k c l o s e l y w i t h v a r i o u s m e d i a f o r m a t s s u c h a s p r i n t , r a d i o , i n t e r n e t , s o c i a l m e d i a a n d t e l e v i s i o n t o i n c r e a s e t h e i r u n d e r s t a n d i n g a n d i n t e r e s t i n t r a n s p o r t a t i o n i s s u e s a n d t o g e n e r a t e a h i g h e r l e v e l o f m e d i a c o v e r a g e . T o w a r d t h a t e n d , o p p o r t u n i t i e s w i l l b e i d e n t i f i e d f o r l i v e o r t a p e d i n t e r v i e w s a n d p r e s e n t a t i o n s t h a t s p e a k t o l o c a l r e s i d e n t s a n d e m p l o y e r s a n d t h e i r q u e s t i o n s c o n c e r n i n g t r a n s p o r t a t i o n i s s u e s . A p p r o p r i a t e f o r u m s m a y i n c l u d e c i t y c o u n c i l m e e t i n g s , l o c a l c a b l e t e l e v i s i o n , r a d i o , a n d r e g u l a r S R - 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 v i d e o s p o s t e d t o t h e p r o j e c t w e b s i t e v i a Y o u T u b e . B r o a d d i s t r i b u t i o n o f O n t h e M o v e , a n e - m a i l n e w s l e t t e r h i g h l i g h t i n g a c t i o n s o f t h e C o m m i s s i o n a n d e m e r g i n g t o p i c s , w i l l c o n t i n u e a s p a r t o f t h e C o m m i s s i o n ' s c o m m u n i c a t i o n s . E f f o r t s w i l l c o n t i n u e t o u p d a t e a n d e x p a n d t h e C o m m i s s i o n ' s c o n t a c t d a t a b a s e i n c l u d i n g e - m a i l a d d r e s s e s i n o r d e r t o s u p p o r t d i s t r i b u t i o n o f t h e C o m m i s s i o n ' s p u b l i c i n f o r m a t i o n m a t e r i a l s . N e w C o m m i s s i o n e r - o r i e n t a t i o n m e e t i n g s w i l l b e p r o v i d e d b y t h e E x e c u t i v e D i r e c t o r , 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 O f f i c e a n d B o a r d S e r v i c e s M a n a g e r i n i n d i v i d u a l i z e d s e t t i n g s . T o s u p p l e m e n t i n d i v i d u a l C o m m i s s i o n e r m e e t i n g s w i t h t h e E x e c u t i v e D i r e c t o r , c o n t i n u i n g e d u c a t i o n o p p o r t u n i t i e s a t t h e s m a l l g r o u p l e v e l w i l l a l s o b e p r o v i d e d t o C o m m i s s i o n e r s t h a t f o c u s o n t i m e l y i s s u e s . Department Goals Foster the Commission's full involvement and input in a broad range of local, regional, state, and federal government settings. (Policy Goals: Mobility, Goods Movement, System Efficiencies) Objectives: • Participate in the SHCC; California Transit Association; Southern California Legislative Roundtable; League of Cities; CALCOG; Mobility 21; CAGTC; Southern California National Freight Gateway Collaboration; regional, state and federal transportation agencies; and community/business organizations to influence funding and policy decisions that impact Riverside County. • Maintain a leadership role in local and regional transportation venues related to project development efforts and current and emerging issues. • Provide leadership to the Technical Advisory Committee (TAC) of the MSRC to ensure that funding for air quality -related transportation improvements is fully distributed to Riverside County jurisdictions. • Work with SCAG, WRCOG, and CVAG to monitor and respond to transportation issues involving the implementation of SB375 on smart growth planning. • Coordinate with other local agencies and business interests to modernize and reform CEQA to improve project delivery and deter frivolous lawsuits and challenges that delay projects. • Continue regular meetings at the Executive Director/Chief Executive Officer level with transportation agencies throughout the region. • Conduct ongoing meetings and communication with transit providers in Riverside County. Implement the Commission's state and federal legislative program to maximize flexibility in the use of existing transportation revenues by supporting legislation to protect and increase current funding levels, ensuring an equitable distribution of available resources, streamlining administrative procedures to reduce costs and time of project development, and accelerating the allocation and use of existing resources. (Policy Goals: Mobility, Goods Movement) Objectives: • Coordinate legislative activities of federal and state legislative consultants and obtain monthly reports on activities performed. • Work with board members to establish policy positions, review and analyze legislation, visit with elected representatives in Sacramento and Washington, draft legislation, and maintain strong relationships with key decision -makers. • Provide regular updates to the Commission regarding state and federal government issues. • Effectively represent the Commission before the state and federal legislative bodies, CTC, and other agencies in funding, programming, and policy matters. • Convene meetings with state, federal, and legislative staff members. Support the continuing education of Commissioners to increase their understanding of transportation -related issues at local, state, and federal levels to maximize the effectiveness of the Commission in affecting policy and funding actions. (Policy Goal: Communications) Objectives: • Provide orientation training for new Commissioners. • Produce and distribute a monthly e-mail newsletter, On the Move, highlighting actions and activities of the Commission. • Provide periodic educational workshops or study sessions for Commissioners. • Provide on -going up -dates to Commissioners, via e-mail, on topical issues including projects, funding and newsworthy events impacting the Commission. Develop and maintain an information program which educates the public and other stakeholders on the roles and responsibilities of the Commission as it relates to accomplishments achieved through Measure A or other funding sources controlled or administered by the Commission. (Policy Goals: Communications, Financial & Administration) Objectives: • Expand, maintain, and update information on the Commission's website including individual project websites and social media. • Annually produce a report that informs the public regarding Measure A progress and other Commission programs. • Issue news releases to the local media announcing significant achievements and providing information on Commission actions and activities. • Develop and maintain open lines of communication with news reporters to facilitate adequate and accurate news coverage. • Schedule periodic media information briefings or news conferences when a particular issue warrants it. • Expand the stock of video footage for use in production of cable television spots that feature transportation projects funded and/or implemented by the Commission. • Periodically use cable television and other forms of media such as internet sites and blogs, if appropriate, to communicate information to the public regarding the Commission's activities and services. • Coordinate and oversee message content of all Commission publications and communications to provide uniformity of message and direction. • Support the development and planning of projects in regard to public outreach and communication efforts. • Require the use of Measure A project/program signage by funding recipients to increase public awareness of Measure A accomplishments. • Continue to administer and expand the use of the Speakers Bureau to reach community members in service and other organizations. • Monitor and distribute media coverage from various outlets in the County and throughout the region to Commissioners and staff to enable them to closely follow transportation policy trends. • Provide oversight and coordination to Commission departments in the development of communications' materials. Foster and maintain effective communications with other agencies to heighten their understanding of the roles and responsibilities of the Commission and increase interagency coordination and cooperation. (Policy Goal: Communications) Objective: • Assign designated staff members to attend other agency meetings and require staff to provide written/verbal communication on topics of discussion during regular staff meetings. Legislative Affairs and Communications Performance/Workload Indicators FY 12/13 Estimated FY 12/13 Actual FY 13/14 Estimated FY 14/15 Projected Speakers bureau presentations/events 55 107 118 125 Legislative action submittals to Commission 9 8 9 9 Southern California legislative staff roundtables 10 10 10 10 Finance Mission Statement: "To safeguard the Commission's assets and maintain strong and prudent fiscal controls in investing, accounting, budgeting, procurements, and financial reporting including ongoing disclosure to all interested parties. Seek financing alternatives that complement the Commission's strategic direction." Chart 28 - Finance Debt Service 49% Expenditures Salaries and Benefits 9% Professional Costs 36% I Support Costs 6% The Finance Department's total budget is $10,314,800 (Table 50) and reflects a 1% increase over the prior year's budget. Department staffing costs will total $921,400, reflecting an increase due to FTE allocations; 3% cost of living adjustment offset by employees' contribution for their share of normal pension costs; and a 3% pool for merit -based salary increases. Professional costs of $3,693,500 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 $627,200 include insurance, printing, and staff training. Capital outlay of $25,000 includes ERP updates. A transfer out of $5,000,000 is related to funding a portion of the debt service interest payments from the 2009 Measure A Western County bond financing program and $47,700 funding for 2009 Measure A Western County local street and roads administration. Table 50 - Finance Expenditure Detail FY 12/13 FY 13/14 Actual Revised Budget FY 13/14 FY 14/15 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 Capital Outlay Transfers Out TOTAL Finance $ 788,800 $ 840,300 $ 772,600 22,700 280,000 362,100 480,000 10,000 280,000 2,544,000 2,655,300 2,938,800 3,695,300 637,300 665,900 (400) 7,500 5,000,000 5,000,000 $ 9,364,500 $ 10,209,000 $ 275,000 480,000 220,000 2,587,800 3,562,800 639,400 7,500 5,000,000 9,982,300 $ 921,400 255,000 528,000 260,000 2,650,500 3,693,500 627,200 25,000 5,047,700 $ 10,314,800 $ 81,100 10% (25,000) -9% 48,000 10% (20,000) -7% (4,800) O% (1,800) 0% (38,700) -6% 17,500 233% 47,700 1% $ 105,800 1% Finance Staffing Summary Position FY 12/13 FY 13/14 Accounting Assistant 2.00 2.00 Accounting Supervisor 0.98 0.99 Accounting Technician 2.00 2.00 Administrative Assistant 0.35 0.39 Chief Financial Officer 0.37 0.48 Finance Manager/Controller 0.71 0.70 Procurement Analyst 0.31 0.16 Procurement Manager 0.08 0.13 Senior Office Assistant 0.05 0.05 FTE 6.85 6.90 Department Budget Overview Department Description Finance and Accounting FY 14/15 2.00 1.00 2.00 0.32 0.48 0.96 0.10 0.05 0.10 7.01 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, 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, 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 programs. 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 or alternative structure(s) will be maintained with the strong short-term ratings. • Proceeds from the 2013 Sales Tax Bonds, 2013 Toll Bonds, and TIFIA loan will be used to fund the SR-91 corridor improvement 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 annual required contribution related to postretirement health care benefits based on a current actuarial valuation. • Directors and program managers will continue to have adequate project budget and accounting information to make informed decisions. • 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 0.25% for state and County investment pools and 0.75% for debt service and construction funds managed by an investment management and advisory firm. • Procurements will be conducted in accordance with the Commission's procurement policy manual. • Procurement will continue to develop and implement a standardized procurement filing system and maintain centralized procurement files. • Procurement will conduct outreach activities to encourage DBE and SBE participation in various contracts. Accomplishments • Achieved financial close for the construction of the SR-91 corridor improvement project. The financing included the issuance of sales tax revenue bonds and toll revenue bonds and execution of a federal TIFIA loan with the U.S. DOT. • Terminated a letter of credit and reimbursement agreement with The Bank of Tokyo and reduced the commercial paper program authorization to $60,000,000. • Prepared and submitted to TIFIA the base case Financial Plan for the SR-91 corridor improvement project. • Prepared and submitted required continuing disclosure reports related to the SR-91 corridor improvement project financing to TIFIA and/or the Municipal Securities Rulemaking Board's Electronic Municipal Market Access System, including the monthly construction progress report. • Updated the Western Riverside County Delivery Plan with the development of an interactive strategic planning financial model. • Conducted a presentation and tour of the SR-91 corridor improvement project for TIFIA and Federal Highway Administration (FHWA) California Division staff. This was the first site visit in connection with the oversight and monitoring of the TIFIA loan. • Presented an update to the rating agencies of the Commission's sales tax and toll financing programs. • Received the Innovation Award from the California Society of Municipal Finance Officers for the development of an innovative rating presentation for the SR-91 corridor improvement project financing. The presentation included a commute video on YouTube, which allowed rating agency staff to avoid the expense and travel time to observe traffic on SR-91 through Corona and kept the financing on schedule. • Obtained financial reporting excellence award from the Government Finance Officers Association (GFOA) (21st year) related to the CAFR for the fiscal year ended June 30, 2013. • Obtained GFOA distinguished budget award (18th year) for annual budget for the fiscal year beginning July 1, 2013. " G e n e r a t e d a p p r o x i m a t e l y $ 4 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 n u m e r o u s 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 . " H o s t e d a s m a l l b u s i n e s s f o r u m f o r m i l i t a r y v e t e r a n s a n d D B E / S B E s t o l e a r n a b o u t c o n t r a c t i n g o p p o r t u n i t i e s a v a i l a b l e t h r o u g h t h e C o m m i s s i o n . " P a r t i c i p a t e d i n t h e M e m b e r A g e n c y A d v i s o r y C o m m i t t e e t o p r o v i d e g u i d a n c e a n d r e c o m m e n d a t i o n s r e g a r d i n g M e t r o l i n k f i n a n c e 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 o v e r e i g h t 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 c o n s i d e r a p p r o p r i a t e u s e s o f c o m m e r c i a l p a p e r t o a d v a n c e 2 0 0 9 M e a s u r e A p r o j e c t s . T h e C o m m i s s i o n t e r m i n a t e d o n e o f t h e t w o l e t t e r s 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 s p r o v i d i n g 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 i n o r d e r t o r e d u c 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 t o $ 6 0 , 0 0 0 , 0 0 0 . 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 U n i o n B a n k e x p i r e s i n O c t o b e r 2 0 1 4 . 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 e n t e r e d i n t o S B P A s w i t h J P M o r g a n , w h i c h w e r e e x t e n d e d t h r o u g h S e p t e m b e r 2 0 1 4 . 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 . T h e C o m m i s s i o n w i l l a l s o c o n d u c t p r o c u r e m e n t s t o e x t e n d , r e p l a c e , o r s u b s t i t u t e t h e 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 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 a n d t h e S B P A s f o r t h e 2 0 0 9 B o n d 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 . A s i g n i f i c a n t a c c o m p l i s h m e n t i n F Y 2 0 1 3 / 1 4 w a s t h e f i n a n c i a l c l o s e f o r t h e S R - 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 i n J u l y 2 0 1 3 w i t h t h e i s s u a n c e o f t h e 2 0 1 3 S a l e s T a x B o n d s a n d 2 0 1 3 T o l l B o n d s a n d e x e c u t i o n o f a f e d e r a l T I F I A l o a n . T h i s p r o j e c t w a s a m a j o r c o m p o n e n t o f 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 H i g h w a y D e l i v e r y P l a n . 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 S R - 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 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 w i l l b 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 w i l l b 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 . 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 p e n s i o n p l a n 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 5 . T h e F i n a n c e D e p a r t m e n t w i l l a l s o c o n t i n u e t o c o n s i d e r 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 h e c o m m e n c e m e n t o f t o l l o p e r a t i o n s i n F Y 2 0 1 6 / 1 7 . 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 u p d a t e i t s E R P s y s t e m t h a t i n t e g r a t e s d a t a p r o c e s s i n g a c r o s s t h e C o m m i s s i o n , a u t o m a t e a d m i n i s t r a t i v e p r o c e s s e s , a n d e m b r a c e d a t a i n t e g r a t i o n . T h e c o n t i n u e d E R P e f f i c i e n c y g a i n s i n c l u d e a n automated paperless workflow system, advanced project accounting, multi -year budgeting, multi -year contract management, grant tracking, and readily available scanned images that can be retrieved by all users. Procurement Management A centralized procurements process will continue to be implemented to manage requests for proposals, qualifications, invitations for bids, small purchases, and related contract administration issues. The Procurement Policy Manual was updated in December 2012 to reflect current best practices and applicable federal, state, and local laws and regulations. Accordingly, the procurement system will strengthen 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. 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 2014/15 the Commission will participate in 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. During FY 2014/15, the Commission will complete a risk study to determine if the Commission maintains adequate coverage for risk exposures. 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. 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, 2015. • Meet continuing disclosure requirements of the sales tax and toll revenue debt programs and comply with the TIFIA loan reporting requirements. • 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 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 2014/15 budget. • Facilitate a comprehensive budgeting approach that effectively involves management staff, requiring full accountability for all department expenditures. • Fund 100% of the annual required 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 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. • Commence planning for the implementation of the new GASB accounting and reporting standards for pension plans. • Update and maintain the fiscal policies and procedures manual. • Update and maintain complete accounting desk procedures manual for ERP system to facilitate cross training. • Assist local governments with Measure A funding by providing timely allocation of funds for eligible projects and financing opportunities to the extent funding does not impact other programs and is financially feasible and prudent. • Maintain ERP system to reflect technical updates and current technology. • Commence development of accounting and financial process with the RCTC 91 Express Lanes operator and the Orange County Transportation Authority (OCTA) in preparation for start of toll operations in 2017. 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. 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 a comprehensive 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 12/13 Estimated FY 12/13 Actual FY 13/14 Estimated FY 14/15 Projected Sales tax revenue bond rating Aa2/AA+/AA Aa2/AA+/AA Aa2/AA+/AA Aa2/AA+/AA Toll revenue bond rating N/A N/A BBB -/BBB- BBB-/BBB- TIFIA loan rating N/A N/A 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 5,600 5,794 5,800 5,900 Checks processed 3,800 3,849 4,000 4,100 Audit adjustments 0 0 0 0 Average yield on investments 0.25% 0.39% operating/ 0.174% debt proceeds 0.25% operating/ 0.75% debt proceeds 0.25% operating/ 0.75% debt proceeds Payroll hours processed 87,300 84,295 89,000 95,000 Accounts receivable invoices processed 180 145 160 170 Agreements processed 150 210 220 230 Riverside County Transportation Commission SECTION 6.2 REGIONAL PROGRAMS 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 regional, state, and federal agencies resulting in maximum returns on local investment. Support a coordinated regional approach to solving transportation funding issues." Chart 29 — Planning and Programming Transfers Out 8% Projects and Operations 71% Expenditures Professional Costs 6% Support Costs 0% Planning and Programming expenditures of $6,383,300 have increased 11% from last year's budget (Table 51). Salaries and benefits represent 15% of total expenditures and reflect a 3% cost of living adjustment offset by employees' contribution for their share of normal pension costs and a 3% pool for merit -based salary increases. Professional services totaling $356,500 have decreased 13% due to walkability grant activities and air quality assessments completed in FY 2013/14. 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. Projects and operations costs have increased 5% due to a traffic signal coordination project. Table 51— Planning and Programming Expenditure Detail FY 12/13 FY 13/14 FY 13/14 FY 14/15 Dollar Percent Actual Revised Budget Projected Budget Change Change Salaries and Benefits $ 782,400 $ 1,032,700 $ 749,700 Professional Costs Legal Services 22,400 21,500 5,000 Professional Services - General 78,300 387,900 265,900 Total Professional Costs 100,700 409,400 270,900 Support Costs 16,900 23,400 16,000 Projects and Operations Construction Special Studies 184,400 614,000 200,000 Operating and Capital Disbursements 2,015,400 3,687,500 2,004,800 Total Projects and Operations 2,199,800 4,301,500 2,204,800 Transfers Out TOTAL Planning and Programming $ 3,099,800 $ 5,767,000 $ 3,241,400 $ 983,700 16,500 340,000 356,500 20,600 1,250,000 550,000 2,722,500 4,522,500 500,000 $ 6,383,300 $ (49,000) -5% (5,000) -23% (47,900) -12% (52,900) -13% (2,800) -12% 1,250,000 N/A (64,000) -10% (965,000) -26% 221,000 5% 500,000 N/A $ 616,300 11% Planning and Programming Staffing Summary Position FY 12/13 FY 13/14 Administrative Assistant 0.17 0.17 Chief Financial Officer 0.01 0.04 Commuter and Motorist Assistance Manager 0.00 0.00 Deputy Executive Director 0.07 0.05 Executive Director 0.45 0.47 Goods Movement Manager 0.93 0.70 Government Relations Manager 0.00 0.00 Planning & Programming Director 0.89 1.00 Planning & Programming Manager 1.00 0.85 Procurement Analyst 0.02 0.00 Project Development Director 0.10 0.10 Senior Staff Analyst 0.00 0.95 Staff Analyst 1.10 0.99 FTE 4.74 5.32 Department Budget Overview Department Description FY 14/15 0.33 0.03 0.05 0.11 0.42 0.70 0.04 0.77 0.69 0.01 0.00 0.94 1.00 5.09 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 Riverside County. These programming documents identify projects 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 and southern California region. 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 2012 RTP incorporated a Sustainable Communities Strategy (SCS) required under SB375. The SCS component establishes goals for projects, programs, and land -use designed to reduce Greenhouse Gas (GHG) emissions. The Commission is responsible for approving projects for Regional Improvement Program (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; Riverside County was successful in receiving CMIA funding for the SR-91 HOV lanes and 1-215 widening projects, which are currently under construction. 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 have been the most reliable state funding source for transportation projects, which provided funding to projects that otherwise would have been delayed as a result of the recession. The deadline to award Proposition 1B CMIA projects expired at the end of 2013. State Local Partnership Program (SLPP) funding is another program authorized by Proposition 1B. A formula program has been established for transportation agencies that administer self-help transportation sales tax programs. Riverside County's formula share over the five-year program was $58.941 million. SLPP funds were required to be programmed for construction and matched by the sales tax on a 50-50 basis. The Commission approved three projects in Western County, and CVAG selected six projects in the Coachella Valley. SLPP fund allocation requests were submitted and approved by the CTC at its June 2013 meeting. 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 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. 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 RTP and FTIP cycle. FTIP amendments can occur for minor project changes that do not affect the conformity analysis. 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 • RIP • Active Transportation Program (ATP) • Proposition 1B* Federal Sources: • Congressional discretionary programs, such as ARRA* • Transportation Alternatives Program (TAP) (formerly Transportation Enhancements (TE)) • STP • CMAQ Fund sources denoted by (*) have expired with the exception of Proposition 1B TCIF funds that may be available for programming in 2014. 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, which includes an enhanced traffic monitoring system. 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. 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. " C o n s u l t a n t c o n t r a c t s a r e m a i n t a i n e d t o p r o v i d e a s s i s t a n c e w i t h t h e C M P , a i r q u a l i t y a n a l y s i s , p r o j e c t d a t a b a s e m a n a g e m e n t , a n d o t h e r r e l a t e d p l a n n i n g a c t i v i t i e s . " T h e C o m m i s s i o n w i l l u t i l i z e a l l a v a i l a b l e f u n d i n g s o u r c e s o n t r a n s p o r t a t i o n p r o j e c t s i d e n t i f i e d i n t h e 1 9 8 9 M e a s u r e A a n d t h e 2 0 0 9 M e a s u r e A a s w e l l a s o t h e r r e g i o n a l h i g h p r i o r i t y p r o j e c t s , i n c l u d i n g 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 a n d g r a d e s e p a r a t i o n 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 c o n t i n u e p a r t i c i p a t i o n i n l o c a l , b i - c o u n t y , a n d r e g i o n a l p l a n n i n g e f f o r t s r e p r e s e n t i n g t h e i n t e r e s t s o f t h e C o u n t y . " T h e C o m m i s s i o n w i l l w o r k w i t h t h e C T C , C a l t r a n s , a n d l o c a l p r o j e c t s p o n s o r s t o i m p l e m e n t p r o j e c t s f u n d e d w i t h S T I P - R I P , A T P o r o t h e r a v a i l a b l e f u n d s o u r c e s t o e n s u r e t h a t t h e p r o g r a m m i n g a n d a l l o c a t i o n s a r e c o n s i s t e n t w i t h p r o j e c t s c h e d u l 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 a s s i s t l o c a l p r o j e c t s p o n s o r s w i t h t h e p r o c e s s i n g o f s t a t e a n d f e d e r a l f u n d i n g a p p r o v a l s / o b l i g a t i o n s / a l l o c a t i o n s a n d o v e r a l l p r o j e c t d e l i v e r y . A c c o m p l i s h m e n t s " P r o c e s s e d 3 3 S T I P a c t i o n s t h a t c o n s i s t e d o f , b u t w e r e n o t l i m i t e d t o : a l l o c a t i o n s , f i n a n c i a l a l l o c a t i o n a m e n d m e n t s , p r o g r a m m i n g o f f u n d s , f u t u r e c o n s i d e r a t i o n o f f u n d i n g , a n d b a s e l i n e a g r e e m e n t a m e n d m e n t s . " S u b m i t t e d t h e 2 0 1 4 S T I P p r o g r a m m i n g o v e r $ 6 9 m i l l i o n o f R I P f u n d s . " C o m p l e t e d t h e m u l t i - f u n d i n g c a l l f o r p r o j e c t s p r o g r a m m i n g 3 4 p r o j e c t s t o t a l i n g $ 1 6 4 . 5 m i l l i o n i n C M A Q , S T P a n d 2 0 0 9 M e a s u r e A R e g i o n a l A r t e r i a l ( M A R A ) f u n d i n g f o r W e s t e r n C o u n t y . " C o m p l e t e d t h e S T P r e h a b i l i t a t i o n c a l l f o r p r o j e c t s p r o g r a m m i n g 2 9 p r o j e c t s t o t a l i n g $ 1 3 . 7 m i l l i o n . " R e c e i v e d N E P A / M O U s i g n a t o r y a g e n c y c o n c u r r e n c e f o r t h e L e a s t E n v i r o n m e n t a l l y D a m a g i n g P r a c t i c a b l e A l t e r n a t i v e ( L E D P A ) f o r M i d C o u n t y P a r k w a y A l t e r n a t i v e 9 M o d i f i e d i n F e b r u a r y 2 0 1 4 . " C o m p l e t e d f i v e l o c a l a g e n c y a g r e e m e n t s a n d / o r a m e n d m e n t s f o r t h e i m p l e m e n t a t i o n o f 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 . " P r o c e s s e d o v e r 7 0 p r o j e c t a m e n d m e n t s i n t o t h e 2 0 1 3 F T I P . " C o o r d i n a t e d w i t h C a l t r a n s a n d p r o j e c t s p o n s o r s r e g a r d i n g t h e o b l i g a t i o n o f f e d e r a l a n d s t a t e f u n d i n g , m e t o b l i g a t i o n d e a d l i n e s , a n d p r e v e n t e d l o s s o f f u n d i n g t o t h e C o u n t y . " M o n i t o r e d f e d e r a l f u n d i n g e x p e n d i t u r e s o f i n a c t i v e p r o j e c t s t o e n s u r e f u n d s a r e n o t d e o b l i g a t e d . " A d v i s e d l o c a l a g e n c i e s a n d c o o r d i n a t e d t h e u s e o f t o l l c r e d i t s a n d l o c a l m a t c h w a i v e r f o r f e d e r a l l y f u n d e d p r o j e c t s f u n d e d a t t h e m a x i m u m r e i m b u r s e m e n t l e v e l , s a v i n g t h e C o m m i s s i o n a n d l o c a l a g e n c i e s u p t o $ 2 3 . 3 m i l l i o n i n l o c a l m a t c h f u n d s . O f t h e $ 2 3 . 3 m i l l i o n , $ 2 . 6 7 m i l l i o n a c c o u n t s f o r t o l l c r e d i t s p r o g r a m m e d i n F Y 2 0 1 3 / 1 4 . " R e v i e w e d a n d a p p r o v e d 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 . " C o m p l e t e d t h e 2 0 1 5 F T I P u p d a t e , w h i c h i n c l u d e d t h e r e v i e w a n d u p d a t e o f 3 8 2 p r o j e c t s t o t a l i n g $ 5 . 6 b i l l i o n . " P r o c e s s e d 2 3 R T P p r o j e c t a m e n d m e n t s c o n c u r r e n t l y w i t h t h e 2 0 1 5 F T I P . " 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 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 e t r o p o l i t a n p l a n n i n g o r g a n i z a t i o n ( M P O ) r e g i o n . " M o n i t o r e d e x p a n s i o n p r o j e c t s f o r e a c h o f t h e P o r t s . " M o n i t o r e d T C I F p r o j e c t d e v e l o p m e n t t o e n s u r e t i m e l y c o m p l e t i o n o f t h e 1 1 g r a d e s e p a r a t i o n s a n d a g r o u n d a c c e s s i m p r o v e m e n t p r o j e c t t o i m p r o v e t h e I - 2 1 5 / V a n B u r e n i n t e r c h a n g e a s r e q u i r e d f o r t h e $ 1 6 2 . 7 m i l l i o n P r o p o s i t i o n 1 B T C I F f u n d s . T C I F p r o j e c t s c o m p l e t e d t o d a t e i n c l u d e g r a d e s e p a r a t i o n s a t C o l u m b i a A v e n u e , I o w a A v e n u e a n d M a g n o l i a A v e n u e . E i g h t a d d i t i o n a l g r a d e s e p a r a t i o n p r o j e c t s a r e u n d e r c o n s t r u c t i o n : A u t o C e n t e r D r i v e , A v e n u e 5 2 , A v e n u e 5 6 / A i r p o r t B l v d . , C l a y S t r e e t , M a g n o l i a A v e n u e , R i v e r s i d e A v e n u e , S t r e e t e r A v e n u e a n d S u n s e t A v e n u e . T h e I - 2 1 5 / V a n B u r e n i n t e r c h a n g e p r o j e c t i s a l s o u n d e r c o n s t r u c t i o n . " 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 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 , 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 , a n d t h e C A G T C o n g o o d s m o v e m e n t i s s u e s . Major Initiatives Each county transportation commission throughout the State is responsible for programming RIP funds, which represents 75% of the total STIP funding available statewide for capital enhancement projects. The 75% funding level is then further distributed with 60% of the funds allocated to Southern California and 40% to Northern California. A population formula is then applied to determine county funding levels called "county shares." The Commission is responsible for ensuring that projects funded with STIP funding are administered and implemented consistent with CTC and Caltrans policies. It is the Commission's policy to set aside 2% off the top for staff support to carry out STIP PPM activities. The remaining RIP funds are further distributed geographically among Western County, Coachella Valley, and Palo Verde Valley per the Commission's intra-county STIP formula. The Commission also may consider a call for projects for RIP discretionary funds. Federal TAP funds will be administered through the CTC similar to STIP funds under the State's new ATP that was created by SB99 and AB101 to encourage increased use of active modes of transportation, such as biking and walking. Federal TAP funds are not subject to general fund diversions; however, TAP funds are authorized each year by the passage of the state budget. TUMF funds are collected and administered by WRCOG. Approximately half of the TUMF funds collected are set aside for WRCOG's zone projects and regional transit facilities. After the deduction of an administrative fee, WRCOG provides the other half of the TUMF revenues to the Commission. These funds are further distributed to the Commission's TUMF CETAP corridors and regional arterial programs. In September 2004, the Commission established a five-year program and approved the programming of 24 regional arterial projects. To date, $100 million has been programmed for TUMF regional arterial projects. Due to fluctuating TUMF revenues over the past few years, $11.5 million in MARA funds and $25.5 million in TUMF CETAP funds were programmed on two projects to fulfill the TUMF commitment. Of the 24 TUMF regional arterial projects, eight projects have completed construction, six projects are currently under construction or will begin construction in FY 2014/15, six projects are in preliminary engineering, and four projects have been placed on hold at the request of the local agency. Planning and Programming also manages the 2009 Western County MARA program. A review of the remaining TUMF projects will be conducted to review the progress of these projects and priority for future programming. 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 FHWA, FTA, 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 2012 RTP/SCS, corridor studies, goods movement studies, and efforts to update transportation computer models and project databases. In FY 2014/15 the Commission will continue its work efforts on the intra-county CETAP corridors. An updated environmental document and project report has been prepared for the Mid County Parkway project to address changes made to the project limits, which are now between SR-79 and 1-215. The recirculated/supplemental draft environmental document was released for public review and comment in January 2013. Additional quantitative analysis for air quality, GHG emissions, and climate change effects for Mid County Parkway was released for public review in January 2014. Federal NEPA/MOU signatory agency concurrence for the LEDPA for Alternative 9 Modified was received in February 2014. Final project approval and conclusion of the environmental phase is expected by January 2015 with start of final design phase to begin summer 2015. Work on a portion of the north - south CETAP corridor is also underway with the Commission's 1-215 south widening project completed in November 2012, 1-215 central widening project in construction and 40% complete, and improvements to the French Valley Parkway interchange being led by the city of Temecula. Given funding constraints, work on the two inter -county CETAP corridors by the Commission is not expected in this fiscal year. The 2014 CMP update effort will involve updating the CMP (as required by federal CMS regulations). The update will involve an analysis of the level of service on the CMP system, review and incorporation of any new state and federal requirements, and aligning requirements for consistency with the RTP/SCS. Transportation Programming As mentioned above, the Commission is responsible for 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 according to 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, 24 project agreements have been executed totaling approximately $100 million of TUMF regional arterial funds. During FY 2014/15, a total of $37 million is anticipated to be reimbursed to local agencies for TUMF regional arterial projects. These project expenditures are included in the Capital Projects Development and Delivery Department. 2009 Measure A Western County Regional Arterial Program A call for projects was held for the MARA program. A total of $24 million of MARA funding was approved by the Commission for programming over the next three fiscal years. Prior to the call for projects, three TUMF regional arterial projects and two MARA projects were approved for these funds totaling $39.8 million. 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 their 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 STIP- RIP/IIP Proposition 1B provided funding for STIP projects and other bond program categories such as CMIA, TCIF, and SLPP. However, with the expiration of these 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 the ATP working with the CTC, Caltrans, SCAG, and regional transportation planning agencies to ensure projects in Riverside County are successful in this new funding program. 58821 Annually, the Commission releases a call for bicycle and pedestrian projects in April. These projects are funded by 2% of LTF revenues, as required by SB821. The Commission establishes an evaluation committee to rank eligible projects that meet the established criteria. Project recommendations are approved by the Commission each year. The Commission approved twenty projects in the amount of $1.78 million for FY 2013/14. The FY 2014/15 call for projects will have new funding of approximately $1.55 million available for award. These expenditures are included in the LTF special revenue fund, which is reflected in the Public and Specialized Transit Department since this fund's activities relate primarily to transit funding. Federal Funding CMAQ STP, and TAP/ATP The Commission is responsible for allocating CMAQ and STP funds to transportation projects in the County. In 2003, the Commission directed staff to program Safe, Accountable, Flexible, Efficient Transportation Equity Act: A Legacy for Users (SAFETEA-LU) funds (CMAQ and STP) to projects that were impacted by the state budget crisis and/or the rise in construction material costs with the exception of the CMAQ funding that is apportioned to the Salton Sea Air Basin (SSAB). The Commission delegates the selection of projects for CMAQ funds apportioned to the SSAB to CVAG. In 2007, the Commission approved 25% of future CMAQ and STP funds for grade separation projects approved in the Proposition 1B TCIF program. With the decline in State revenues over the past few years, the Commission has focused funds toward high priority regional projects that are ready for construction. In January 2014, the Commission approved projects through a multi -funding call for projects, which included 18 CMAQ projects totaling $56 million and 10 STP projects totaling $63 million. MAP-21 restructured the former TE program, which was administered and programmed in the STIP by the CTC. Through SB99 and AB101 the State developed the ATP, which consolidated federal TAP and state funding that traditionally funded bicycle and pedestrian projects. Although TAP funds are federal, state budget authority must be granted in order for the funds to be allocated by the CTC. If the State budget approval is delayed, the TAP funds cannot be allocated until the State budget is passed. In FY 2011/12 the Commission partnered with Caltrans and wildlife agencies on a TE project in the Santa Ana Canyon. The Commission approved use of regional TE funds for the improvement of the B Canyon wildlife corridor, which is widely used by small to mid -sized mammals between the Cleveland National Forest, Santa Ana River, and the Puente -Chino Hills. Funding from the partner agencies is still being secured. However, the TE program was restructured in MAP-21 and no longer exists. Therefore, the Commission approved 2014 STIP funding for the pre -construction phases of the B Canyon wildlife corridor project and will continue to work with Caltrans on identifying funding for the construction phase, possibly through the 2016 STIP cycle. Project Monitoring The high demand for reporting and monitoring the progress of projects is essential to prevent funds from lapsing. The programming 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. 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. These include bi-county issues with the counties of San Bernardino, Orange, Imperial, and San Diego as well as goods movement. The Commission will continue working with partners from the Southern California Consensus Group (Ports, Alameda Corridor Transportation Authority, Alameda Corridor East Construction Authority, SANBAG, OCTA, Los Angeles County Metropolitan Transportation Authority, Ventura County Transportation Commission, SCAG, and SCRRA) regarding goods movement issues. A priority will be to coordinate with legislative staff and advocacy groups such as Mobility 21 and CAGTC to secure funding through the federal transportation bill for goods movement -related needs such as the funding of Alameda Corridor East grade separations in the County and/or the creation of a federal freight trust fund, or similar program with a dedicated and firewalled revenue structure, in order to treat the nation's multimodal national goods movement network as a system rather than individual projects. The Commission will continue to monitor the Ports' projects for possible impacts on Riverside County by reviewing agendas and requesting notices for projects under CEQA and the Brown Act. 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 MAP-21 fund sources to serve the diverse needs of Riverside 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 and mobility in Riverside County. (Policy Goals: Mobility, Environmental Stewardship) Objectives: • Support efforts to seek additional funding at the local, state, and federal levels for projects that improve air quality. • Support ongoing efforts to regulate federal emission sources. • Support efforts that allow more flexibility in funding transit operating and capital costs. Continue implementation of the CMP in cooperation with SCAG, WRCOG, CVAG, Caltrans, and local agencies and maintain federal certification for the CMP. (Policy Goal: Mobility) Objectives: • Implement the CMP to meet federal CMS requirements cited under the metropolitan planning organization (i.e., SCAG) planning regulations, and consistency with the RTP/SCS. • Provide data collected on the CMP system to SCAG and Caltrans for reporting on the Highway Performance Monitoring System. • Provide data collected on the CMP system to local agencies and other interested parties. • Continue monitoring the CMP system to ensure the minimum adopted LOS threshold is met. Continue working with Caltrans to monitor traffic conditions for the purpose of focusing transportation funds on congested corridors and system deficiencies. (Policy Goal: System Efficiencies) Objectives: • Review Caltrans' Performance Monitoring System count data to infill segments that currently do not have Smart Call Boxes or loop detectors to monitor traffic. • Identify congested corridors for potential funding opportunities. Continue to advocate for jobs/housing balance and attracting high income jobs to Riverside County in addition to addressing intercounty congestion. (Policy Goal: Economic Development) Objectives: • Participate in ongoing studies and activities regarding the jobs/housing imbalance between Orange and Riverside counties and San Diego and Riverside counties. • Support the County interests pertaining to transportation planning as population, job, and housing forecasts are developed by SCAG and the State. Maintain Fundtrack project database to allow for efficient monitoring of projects and funding with the ability to share project information with local jurisdictions. (Policy Goals: Communications, Financial & Administration) Objectives: • Maintain consultant contract to 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 database. 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 MAP-21 funds. (Policy Goals: Mobility, Goods Movement) Objectives: • Participate in statewide efforts to implement projects and fully utilize all available funds from Proposition 1B funding programs. • Work with Caltrans and the CTC to meet the intent of the Proposition 1B programs (including CMIA, TCIF, and SLPP) related to implementation of projects and monitoring expenditures within the timeframes specified in the allocation request or baseline project agreements. 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 when funds are available, 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 in an effort 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% of federal Obligation Authority (OA) for CMAQ and STP funding is obligated within the SCAG region. • Participate at CTC and Caltrans forums in preparing and evaluating ATP projects for the statewide and MPO funding programs. • Continue to monitor project implementation through the use of milestone reporting on a quarterly basis to maintain maximum funding levels for projects and prevent loss of funds to Riverside County. • Monitor and influence the development of the National Freight Network required under MAP-21. Provide support to the Commission's Capital Project Development and Delivery and Finance departments to maintain project funding and schedules and minimize programming issues. (Policy Goals: Mobility, Financial & Administration) Objectives: • Provide input to the budget development process. • Attend regular meetings with the Capital Projects Development and Delivery Department. • Serve in an oversight role regarding project reporting, invoicing and close-outs. • Coordinate project RFA/OA packages. • Monitor progress of project milestones and RFAs as they are processed through Caltrans headquarters and FHWA. • Prepare CTC allocation requests, extensions, and amendments for STIP and Proposition 1B funded projects. Provide assistance to local agencies to facilitate and streamline project delivery. (Policy Goals: Mobility & Communications) Objectives: • Continue coordination of TAC meetings. • Provide information regarding project programming data, including funding status, to project sponsors on a quarterly basis. • Provide local agencies with recommendations on project programming to minimize unnecessary requirements and delays. • Upon request, attend local agency project delivery team meetings to provide advice on programming issues. • Meet regularly with Caltrans local assistance staff to monitor project submittals and resolve project implementation and obligation issues. • Assist local agencies in preparing RFAs, STIP submittals, and inactive reporting justifications. Continue to work with state and federal agencies to streamline processes for funding and project approvals. (Policy Goals: Mobility, Environmental Stewardship & Communications) Objectives: • Maintain relationships with key staff at regional, state and federal agencies. • Participate in SCAG's National Freight Gateway Collaboration to define a system that meets the region's long- term mobility, safety, environmental, and energy needs including developing a brand specific to goods movement projects in Southern California. • Identify problematic areas with project delivery and/or programming and work with federal lobbyists to develop solutions for streamlining and clarifying processes for the next federal transportation bill. • Participate in regional, state, and federal forums addressing issues related to project programming, implementation, and air quality conformity. Facilitate development of regional transportation solutions that benefit Riverside County, including implementation of Proposition 1B TCIF projects and the Commission's Grade Separation Plan. (Policy Goals: Goods Movement, Intermodalism & Accessibility) Objective: • Monitor progress made in constructing the TCIF-funded projects through discussions with staff from partner agencies including Caltrans; cities of Banning, Coachella, Corona, and Riverside; and the County. Timely completion of the TCIF projects is required to demonstrate the region's ability to deliver projects consistent with the CTC's direction when the Proposition 1B funding was allocated. Determine where future efforts regarding addressing Riverside County goods movement issues would prove most effective. (Policy Goal: Goods Movement) Objectives: • 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. • Implement the Commission's 2012 Grade Separation Funding Strategy through coordination of advocacy efforts with the Legislative Affairs and Communications Department. Facilitate public and private investments in clean air technology in support of the broader air quality programs for SCAG, SCAQMD, and Riverside County local entities. (Policy Goal: Environmental Stewardship) Objectives: • Monitor the impact of AB32 (GHG emission reduction) application to Commission transportation projects. • Monitor the impact of SB375 (GHG emission reduction) from light trucks and automobiles through the implementation of the 2012 RTP/SCS. • Actively participate on the MSRC's TAC to ensure equitable funding is available in support of capital projects within Riverside County. Planning and Programming Performance/Workload Indicators FY 12/13 Estimated FY 12/13 Actual FY 13/14 Estimated FY 14/15 Projected Federal projects monitored for obligation authority delivery 17 21 44 40 TUMF Regional Arterial projects monitored 18 20 20 20 TUMF agreements/amendments 4 4 5 10 FTIP amended projects 200 211 160 180 STIP/Proposition 18 programming, allocations, amendments, and extensions for: Commission projects/local agency projects 33 33 10 10 Rail Mission Statement: "To develop and support passenger rail transportation options for increased mobility within Riverside County and the region." Chart 30 — Rail Capital Outlay 0% Salaries and Benefits 4% ipipProfessional Costs 7% Projects and Operations 79% Expenditures --Support Costs 10% Rail expenditures of $18,054,600 include Metrolink operations and capital support as well as maintenance and operations of the five Commission -owned and operated commuter rail stations and the Perris Transit Center (Table 52). Salaries and benefits reflect a 4% increase and is a result of a 3% cost of living adjustment offset by employees' contribution for their share of normal pension costs and a 3% pool for merit -based salary increases. Professional costs, which include legal and consultant services, have increased 109% due to on -call rail consultants who will be used to perform service planning and modeling for rail projects including 91 line/Perris Valley Line expansion and Coachella Valley/San Gorgonio Pass corridor service. Support costs, which reflect an increase of 7%, include station maintenance, media ads, printing services, and marketing incentives. Station maintenance includes property management, utilities, grounds maintenance, repairs, cleaning, and security services at the five Commission -owned commuter rail stations, adjacent parking structures, and the Perris Transit Center. Projects and operations expenditures of $14,175,700 increased 11% compared to the previous year's budget and include an operating contribution of up to $11,000,000 to SCRRA for Metrolink operations, which includes new 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. Capital outlay reflects a 180% increase and is related to property improvements at the Commission - owned commuter rail stations. Table 52 - Rail Expenditure Detail FY 12/13 FY 13/14 FY 13/14 FY 14/15 Dollar Percent Actual Revised Budget Projected Budget Change Change Salaries and Benefits $ 451,900 $ 636,500 $ 681,500 Professional Costs Legal Services 83,700 152,000 107,200 Professional Services - General 149,800 436,000 244,000 Total Professional Costs 233,500 588,000 351,200 Support Costs 1,202,800 1,723,700 1,684,700 Projects and Operations Program Operations 1,479,500 1,471,700 1,429,200 Engineering 38,700 25,000 25,000 Construction 235,900 235,900 Special Studies 359,000 - Operating and Capital Disbursements 7,816,500 10,712,500 10,590,000 Total Projects and Operations 9,334,700 12,804,100 12,280,100 Capital Outlay 42,900 48,200 45,000 Transfers Out 12,800 TOTAL Rail Maintenance and Operations $ 11,278,600 $ 15,800,500 $ 15,042,500 $ 662,500 168,000 1,062,400 1,230,400 1,851,000 1,785,700 210,000 650,000 250,000 11,280,000 14,175,700 135,000 $ 18,054,600 $ 26,000 4% 16,000 11% 626,400 144% 642,400 109% 127,300 7% 314,000 21% 185,000 740% 414,100 176% (109,000) -30% 567,500 5% 1,371,600 11% 86,800 180% N/A $ 2,254,100 14% Rail Staffing Summary Position FY 12/13 FY 13/14 FY 14/15 Administrative Assistant 0.08 0.07 0.09 Capital Projects Manager 0.29 0.35 0.25 Chief Financial Officer 0.03 0.07 0.11 Community Relations Manager 0.01 0.00 0.00 Commuter and Motorist Assistance Manager 0.00 0.04 0.00 Deputy Executive Director 0.02 0.00 0.04 Facilities Administrator 0.00 0.55 0.80 Finance Manager/Controller 0.01 0.00 0.00 Government Relations Manager 0.00 0.00 0.05 Multimodal Services Director 0.18 0.10 0.15 Procurement Analyst 0.12 0.32 0.16 Procurement Manager 0.08 0.30 0.15 Project Delivery Director 0.04 0.05 0.05 Rail Manager 1.00 1.00 1.00 Staff Analyst 1.05 1.10 1.00 FTE 2.91 3.95 3.85 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 CTC, Caltrans, California Public Utilities Commission, California High Speed Rail Authority (CHSRA), Federal Railroad Administration (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 county transportation commission's of Riverside, San Bernardino, Orange, Los Angeles, and Ventura counties. The Commission holds two voting positions on SCRRA's eleven member board. 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 Lines directly serve Western County. Unlike the other SCRRA member agencies, the Commission owns and operates the commuter rail stations serving Riverside County: Riverside Downtown, Pedley, La Sierra, West Corona, and North Main Corona (Chart 31). The Commission is also the owner of and the operating partner with RTA at the Perris Transit Center, a multimodal transportation facility. Station operation and maintenance costs are included in the Rail Department budget with services currently coordinated by the Capital Projects Development and Delivery Department. New and ongoing construction projects at these stations are described in the capital budget managed by the Capital Project Development and Delivery Department. Chart 31— Riverside County Metrolink Station Locations Riverside County Metrolink Service SAN BERNARDINO COUNT WENS PE COUNTY i NORTH MAIN CORONA STATION ' "! WESTCORONR`,,, RIVERSIDE - STATION .. LA SIERRA STATION CORONA !S EXISTING STATIONS 0 PROPOSED STATIONS METROLINK LINE rrrrrrrr+rrrrr PROPOSED PERRIS VALLEY LINE u MEM DOWNIDWN A RIVERSIDE RESIDE HUNTER K STATION MORENO VALLEY/ MARCH FIELD STATION G-.t En. MORENO Y„„.„, VALLEY RES EF PE Ee SE DOWNTOWN PERRIS S AT10N w a PERRIS bm Atm AN SOUTN PERRIS STATION Lake Perris 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. 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. The LOSSAN has benefited from recent legislative action to establish more local control over the service. Currently the LOSSAN Rail Corridor Agency is in negotiations with Caltrans to develop a transfer agreement that will enable the transition of and allow LOSSAN to take a broader role in 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 32 — Southern California Passenger Rail System Map PACIFIC OCEAN Passenger Roil Stelice 9 Ameak Pacik Surfliner © Metralink Q COASTER © SPRINTER {light Rail) Passenger Rail Service - Amhok Pacific Serfliner Merralink Ventera County Line - McRolink Antelope Valley Line - Mena link San Bernardino line - Melralink Riverside line -- Metrolink 91 Line - Metrolink Orange County Line Metrolink Inland Empire - Orange County Line - COASTER - SPRINTER ILighr Rail) 7 •I_'IIJ•.`• COUNTY ,.rwVrR. i—O STER METROLINIK. Amrokc.nl•= vn run GoNC nT. corn nwrolinktroin com Southern California Passenger Rail SYSTEM NEAP ,v LO5 ANGELES COUNTY Cr M* c O._ R Aw M l A4 AA ` °M w` Ln..Cf. o• • 9 5 10 15 20 30 40 Miles SAN DIEGO COUNTY of ode qf .40 Key Assumptions • Metrolink's preliminary FY 2014/15 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 Lines (Chart 33). • LOSSAN will continue on its path for local control, and the Commission will be an active voting member in the process. Chart 33 — Metrolink Average Daily Ridership 14,000 12,000 10,000 8,000 6,000 4,000 2,000 0 Accomplishments u 2013 1 2014 2015 eA 91 Line I■ IEOC MI Riverside/LA • Developed detailed operating plans to expand 91 and IEOC services; these led to the initiation of negotiations to develop a MOU with BNSF Railway (BNSF) to allow for this additional service. These discussions are still ongoing. • Initiated early marketing efforts to establish a ridership base for the Perris Valley Line and expanded Metrolink service. • Established voting membership on the LOSSAN board and continued support of efforts for local control for the Southern California intercity rail service. • Continued to implement the recommendations of the comprehensive safety and security assessment and emergency response plan at the Metrolink stations. This includes the planning of a new Operations Control Center for the Riverside Downtown Station. • 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 21 years, more than $115 million in capital improvements have been made in developing stations and securing access to support the Commission's commuter rail services operations. The Perris Valley Line project is under construction, and the operations plan will be developed and finalized prior to revenue service in late 2015. The four Perris Valley Line stations (see Chart 31) are currently under construction and have been designed to minimize operating costs. In addition, continued efforts are underway to expand peak period rail service on the IEOC and 91 Lines to better meet the needs of Inland Empire commuters. Department Goals —Rail Operations Improve utilization and increase efficiency of commuter rail lines serving Riverside 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 R i v e r s i d e C o u n t y l i n e s . " C o n t i n u e 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 a n d t h e i r c u r r e n t S t r a t e g i c P l a n I n i t i a t i v e 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 R i v e r s i d e C o u n t y 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 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 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 . " 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 . " 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 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 2 0 0 5 , 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 s 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 a s f u n d i n g a v a i l a b i l i t y a l l o w s . 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 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 . 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 3 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 34 — San Jacinto Branch Line Perris Valley Line Small Starts Project In June 2000, the Commission allocated $20 million of Measure A sales tax funds for capital and operating expenditures related to the implementation of passenger rail service on the initial operating segment of the SJBL, known as the Perris Valley Line (see Chart 31). Project cost estimates have been revised and are now approximately $248 million. PERRIS VALLEY LINE Staff secured a small starts grant agreement from the FTA Small Starts Program to fund $75 million of the project cost with the balance to be funded by other federal, state, and local funding sources, as illustrated in Table 53 and Chart 35. Since 2008, $75 million in Small Starts funding has been federally appropriated. Details on this capital project are included in the Capital Project Development and Delivery section. Chart 35 — Perris Valley Line Funding Chart Measure A 23% Table 53 — Perris Valley Line Funding Plan Federal: STP CMAQ FTA 5309 Small Starts FTA 5307 State: STIP Local: Measure A sales tax Total $ 500,000 36,514,263 75,000,000 26,157,453 52,978,000 57,100,869 Total Perris Valley Line Project Estimate $ 248,250,585 The PVL has received the required FTA approvals and is currently under construction; the anticipated project completion is December 2015. The project is a 24-mile extension of the 512-mile of Metrolink commuter rail system. It will directly extend the existing Metrolink 91 Line, which provides service between Riverside and Downtown Los Angeles via Fullerton. The project includes the construction of four passenger stations at Riverside Hunter Park, Moreno Valley/March Field, Downtown Perris, and South Perris; 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 South Perris for vehicle storage and servicing. The hours of operation will be 3:30 a.m. to 8:30 p.m. on weekdays with no scheduled service on weekends. The service headways will be 30-45 minutes in the weekday peak period, with four trains during the morning peak with reverse service in the evening, and two trains in each direction in the weekday off-peak period for a total of 12 trains per day. The project is expected to serve 4,300 weekday trips. The diversion from private car use to Perris Valley Line ridership is estimated to reduce vehicle miles traveled by approximately 34 million miles per year in the project area. This estimate includes vehicle miles traveled from private homes to the proposed stations. The GHG emission reduction benefits equal 146,600 pounds per day. Chart 36 — Passenger Rail to the Coachella Valley/San Gorgonio Pass 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. The Commission is now taking the lead on the service development process and actively coordinating with all the key stakeholders along the corridor and at the state and federal level with Caltrans and the FRA. In addition, the Commission has secured a letter of agreement with Caltrans for its cooperation and modeling support and is finalizing a MOU with CVAG for its cooperation on the planning as well as funding as part of a new TDA bus/rail split for the Coachella Valley. 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 service in the latest state rail plan, which was approved on September 5, 2013 by the State Transportation Agency. The next update will take place in 2017. As the result of the past studies from 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. Stops and station locations are yet to be determined. Due to the trip length and time of approximately three hours, Amtrak -style service with larger seats and food service would be more appealing to the riders. In addition, the service would operate over Union Pacific and BNSF tracks and, in general, Amtrak has a greater ability to initiate service over freight railroads based on a national agreement. The initial service plan would be for two daily round trips along the corridor. The next round of studies will look at various track alignments, routes, station alternatives and determine ridership forecasts. The primary effort for this will be the initiation of a SDP. 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 rail funds. The project purpose and need will have to be compelling, and the ridership potential thoroughly demonstrated. The FRA staff already made it very clear that several rail alignments and alternatives must be studied and compared in order for the project to be viable. In the July 1, 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. The Commission will take the lead on the SDP using Proposition 1B grant funds. The environmental process needed for the NEPA documentation will be conducted and funded with local funds. Commission staff has solicited 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 2014/15 budget. The Commission will also create an annual SRTP for the project. Chart 37 — Coachella Valley/San Gorgonio Pass Corridor Rail Service COACHELLA VALLEY- SAN GORGONIO PASS CClRRIDOR ROII SFRVICF LOS ANGELES COUNTY SAN BERNARDINO COUNTY y�L oriarcek- uirw &maw.. r,-. saw UMW .,- aurae SAM aEMwROrno notanalaw w_ ORANGE COUNTY - Burlington Northern Sonia Fe Railroad Tracks - Union Pacific Railroad Tracks - 5CRRA Alignment 'Son Gabriel Subl - UP Alignment (Allsambro 561 * * •*'* Existing 5ration wish Roil Connections ❑ ❑ D ❑ Porenlial5wrion' Cal6ment Areas 115 mile radiusl • Nat all pa:anral stations would 6e needed, consnuoti on and ali9nment alternatives wdE 6e determined in the h,rure 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 released in spring 2012 and continues to coordinate local participation at Technical Working Group meetings attended by local stakeholders. 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 • Project construction on the Perris Valley Line will continue in FY 2014/15. • Progress on the development of the Coachella Valley/San Gorgonio Pass rail corridor service will continue. Accomplishments • Cleared environmental process, executed grants, and initiated construction on the Perris Valley Line, which is set for revenue service to begin in late 2015. • Initiated Coachella Valley/San Gorgonio Pass corridor and secured grant funding to begin the planning effort. • Established a bus/rail split for TDA funding in the Coachella Valley to identify local funds to be used for the project. • Signed a letter agreement with Caltrans and a MOU with CVAG in support of the Coachella Valley/San Gorgonio rail project. • Approved a Resolution of Support for the Coachella Valley/San Gorgonio Pass corridor rail service and solicited additional support and advocacy from other regional bodies. Major Initiatives As discussed above, project development and right of way acquisition related to the Perris Valley Line project is expected to continue. 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: • Construct and initiate passenger service on the Perris Valley Line. • Explore passenger rail options and conduct detailed studies on the Coachella Valley/San Gorgonio Pass. • Evaluate high speed rail plans and programs and look for opportunities for early investment that benefit existing passenger rail services. • Continue to review parking requirements and develop plans to address projected parking deficiencies. Maintain efforts with local agencies, other Southern California counties, and the state and federal governments to expand intercity passenger rail service into Riverside County and the Coachella Valley. (Policy Goals: Mobility, lntermodalism & 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 Riverside County. (Policy Goals: Mobility, lntermodalism & Accessibility) Rail ' Performance/Workload Indicators FY 12/13 Estimated FY 12/13 Actual FY 13/14 Estimated FY 14/15 Projected Average daily ridership on existing commuter lines • Riverside Line 5,456 4,911 4,765 5,193 • IEOC Line 4,073 4,317 4,580 5,101 • 91 Line 2,465 2,388 2,337 3,169 Farebox recovery ratio • Riverside Line 60.9% 56.4% N/A 55.4% • IEOC Line 37.2% 34.8% N/A 33.6% • 91 Line 48.5% 41.9% N/A 43.2% 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 for seniors, persons with disabilities, and persons of limited means to enhance quality of life through innovative solutions and better coordination of existing services." Chart 38 — Public and Specialized Transit Salaries and Benefits 0% Transfers Ou 13% Projects and Operations 87% Expenditures Public and specialized transit uses are budgeted at $130,260,600 for FY 2014/15, as presented in Table 54, 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 $69,943,000, bicycle and pedestrian facilities allocations to cities and the County of $2,094,300, and planning and administration allocations to other agencies of $623,300. STA disbursements of $27,549,400 are for bus capital purposes in Western County, Coachella Valley, and Palo Verde Valley. Transfers out comprise $11,651,600 for rail operations and capital, $1,500,000 for grade separation projects, $2,445,000 for planning, and $850,000 for administration. The LTF and STA transit allocations reflect the use of $7,234,900 and $14,624,200 in fund balances, respectively. Measure A disbursements include $2,815,000 for Western County specialized transit funding of the second year of the 2013 two-year call for projects. The majority of other Measure A disbursements relates to other Measure A public transit programs: $870,000 for Western County Consolidated Transportation Service Agency (CTSA) allocations, $6,858,300 for Coachella Valley public and specialized transit, and $2,464,800 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 54 - Public and Specialized Transit Expenditure Detail FY 12/13 FY 13/14 FY 13/14 FY 14/15 Dollar Percent Actual Revised Budget Projected Budget Change Change Salaries and Benefits $ 318,600 $ 380,100 $ 283,600 $ 381,400 $ 1,300 0% Professional Costs Legal Services 15,000 23,500 4,100 22,000 (1,500) -6% Audit Services 20,200 78,000 78,000 10,000 (68,000) -87% Professional Services - General 132,100 165,000 134,000 160,000 (5,000) -3% Total Professional Costs 167,300 266,500 216,100 192,000 (74,500) -28% Support Costs 10,500 24,500 13,500 22,500 (2,000) -8% Operating and Capital Disbursements 56,750,100 106,323,000 78,998,100 113,218,100 6,895,100 6% Total Projects and Operations 56,750,100 106,323,000 78,998,100 113,218,100 6,895,100 6% Transfers Out 14,097,600 14,415,000 18,891,300 16,446,600 2,031,600 14% TOTAL Public and Specialized Transit $ 71,344,100 $ 121,409,100 $ 98,402,600 $ 130,260,600 $ 8,851,500 7% Public and Specialized Transit Staffing Summary Position FY 12/13 FY 13/14 Administrative Assistant 0.14 0.10 Chief Financial Officer 0.06 0.08 Executive Director 0.01 0.02 Government Relations Manager 0.00 0.00 Multimodal Services Director 0.23 0.20 Procurement Analyst 0.02 0.03 Program Manager 0.00 0.02 Staff Analyst 1.00 1.00 Transit Manager 1.00 1.00 FTE 2.46 2.45 Department Budget Overview Department Description FY 14/15 0.15 0.05 0.00 0.01 0.23 0.01 0.00 1.00 1.00 2.45 The Measure A specialized transit program provides a valuable service to the community by serving the needs of commuters, mainly seniors and persons with disabilities, whose transportation needs are not met by traditional services. Specialized transit operations are typically managed by social service and nonprofit agencies. The Commission awards Measure A funds for specialized transit through a competitive call for projects process. In addition, federal grant funds from JARC and New Freedom were approved by the Commission through the 2013 Universal Call for Projects and will continue to be utilized for projects until the end of June 2015. In July 2012, Congress passed the MAP-21 two-year reauthorization bill which authorized federal funding for public transportation programs. This recent legislation restructured existing funding under SAFETEA-LU 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 include the end of both JARC and New Freedom as distinct programs. Under MAP- 21, 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 will now be allowable under Section 5310 program. JARC 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 include transportation projects that facilitate the provision of public transportation services from urbanized areas and rural areas to suburban employment locations. Vanpool vehicles are now included as permissible expenses. For the next Universal Call for Projects to be conducted in the spring of 2015, staff will work on a recommendation for setting a policy in place to allocate a percentage of Section 5307 funds for JARC-related projects. The Commission also allocates funding, following a competitive call for projects, through the FTA Section 5310 program that is administered by Caltrans. This program provides funding to nonprofit transportation and social service agencies and public operators under special circumstances for the purchase of capital equipment. Under MAP-21, Section 5310 will fund more eligible activities to enhance mobility for seniors and people with disabilities. These 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 SAFETEA-LU and MAP-21 provisions. Under these programs, 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. Approval of Measure A and JARC/New Freedom grant awards under the 2013 Universal Call for Projects was obtained in April 2013 for the Western County and Coachella Valley applicants, and approved projects began provision of services on July 1, 2013 with expected project completion by June 2015. The Commission is responsible for short-range transportation planning and programming. 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 and allocates Measure A, LTF, STA, and FTA Sections 5307, 5311, 5316, and 5317 transit funding resources to public transit programs including new federal funds, Section 5337 (State of Good Repair grant program) and 5339 (Bus and Bus Facilities). The Sections 5337 and 5339 funds will be 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 Riverside County operators annually apply for Proposition 1B funds; however, due to the state's ongoing financial condition, the release of funds is contingent upon available proceeds from future bond sales. 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 an audit firm 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 2014. • Fluctuating of 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 first -year implementation of the ongoing specialized transit services resulting from the 2013 Universal Call for Projects funding allocation process. • Received approval notification of 16 capital projects awarded to six successful Riverside County recipients of funding under the FY 2011/12 FTA Section 5310 program. Projects were derived from a locally -developed Coordinated Plan. • Incorporated FY 2010/11 Proposition 13 Public Transportation, Modernization, Improvement, and Service Enhancement Account funds with transit capital funding sources following Caltrans' release of program funding covering a three-year period need for fiscal years 2010/11— 2012/13. • Approved allocation of FY 2013/14 Proposition 113 California Transit Security Grant Program —California Transit Assistance funds for eligible transit safety and security projects identified by transit operators following release of program funding and guidelines by the California Emergency Management Agency. • Completed the FY 2012/13 triennial performance audits of the Commission and the seven transit operators in Riverside County that receive TDA funds. • Issued the 2013 Call for Projects and awarded funding allocations for specialized transit services for FY 2013/14 and FY 2014/15. 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 2014, 17 programs in Western County and five programs in the Coachella Valley will complete their first year of specialized transit services under the 2013 Universal Call for Projects, including the non -emergency medical transportation component. Eleven of these projects are fully funded with Measure A funds, while the other eleven projects are funded by a mix of Measure A, JARC, and New Freedom (under SAFETEA-LU) funds. As identified in the Coordinated Plan, the specialized transit projects approved for funding will require implementation and yearlong performance monitoring during FY 2014/15. To maintain funding for future Universal Call for Projects, staff will present a recommendation to the Commission for policy language to continue funding JARC eligible projects by setting aside a percentage of MAP-21 Section 5307 funds and allocate to future Universal Call for Projects. Overall, the FY 2012/13 Section 5307 apportionment under MAP-21 increased by about seven percent compared to FY 2011/12 funding under SAFETEA-LU. All Section 5307 grantees will have to comply with new provisions under MAP-21 for transit management and transit safety and security. Department Goals Provide timely information to the public regarding Commission -implemented projects and support public relations activities of Measure A, JARC, and New Freedom funded programs by grant recipients. (Policy Goal: Communications) Objectives: • Complete implementation of projects under the 2013 Universal Call for Projects and start preparation for application, evaluation, and selection process under the 2015 Universal Call for Projects beginning July 1, 2015. " P r o d u c e a n d d i s t r i b u t e p u b l i c i n f o r m a t i o n m a t e r i a l s a s n e e d e d i n c l u d i n g p r e s s r e l e a s e s , f l y e r s , b r o c h u r e s , m a r k e t i n g m a t e r i a l s , a n d n e w s p a p e r a d s . I n a d d i t i o n , s t a f f w i l l a l s o l e v e r a g e t h e 1 E 5 1 1 t r a v e l e r i n f o r m a t i o n s y s t e m i n o r d e r t o m o r e f u l l y m a r k e t t h e a v a i l a b i l i t y o f s p e c i a l i z e d t r a n s i t p r o g r a m s . A l l o c a t e M e a s u r e A S p e c i a l i z e d T r a n s i t a n d f e d e r a l f u n d s t o s u p p o r t s e r v i c e s t h a t w i l l m a i n t a i n a n d / o r e n h a n c e m o b i l i t y b y a l l e v i a t i n g t r a n s p o r t a t i o n b a r r i e r s f o r s e n i o r 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 t h e t r u l y n e e d y . ( P o l i c y G o a l s : M o b i l i t y , l 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 , 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 o n i t o r p e r f o r m a n c e o f s p e c i a l i z e d t r a n s i t g r a n t r e c i p i e n t s t h r o u g h a n a l y s i s o f t h e i r m o n t h l y p e r f o r m a n c e r e p o r t s . " S u p p o r t t h e F T A S e c t i o n 5 3 1 0 , 5 3 1 6 , 5 3 1 7 a n d 5 3 0 7 ( u n d e r S A F E T E A - L U a n d M A P - 2 1 ) g r a n t p r o c e s s e s t o i m p r o v e m o b i l i t y f o r s e n i o r 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 m e a n s b y w o r k i n g w i t h C a l t r a n s , p u b l i c o p e r a t o r s , a n d s o c i a l s e r v i c e a g e n c i e s t o e n s u r e a c o m p e t i t i v e p r o c e s s s t a t e w i d e f o r t h e a l l o c a t i o n o f f e d e r a l t r a n s p o r t a t i o n d o l l a r s f o r s o c i a l s e r v i c e p r o g r a m s . " P r o v i d e t e c h n i c a l a s s i s t a n c e a n d p r o g r a m s u p p o r t t o a g e n c i e s o f f e r i n g s p e c i a l i z e d t r a n s i t p r o g r a m s t o e n s u r e t h e m a x i m u m b e n e f i t o f f u n d i n g f o r i m p r o v e d m o b i l i t y f o r s e n i o r 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 m e a n s . " S e e k C o m m i s s i o n a p p r o v a l o n f u n d i n g a l l o c a t i o n s f o r t h e U n i v e r s a l C a l l f o r P r o j e c t s e v e r y t w o y e a r s . C o o r d i n a t e t h e o p e r a t i o n o f a l l p u b l i c 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 i n t h e C o u n t y 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 e f f i c i e n c y a n d h a r m o n y b e t w e e n t r a n s i t o p e r a t o r s a s o u t l i n e d i n s t a t e l a w . ( P o l i c y G o a l s : M o b i l i t y , S y s t e m E f f i c i e n c i e s , l 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 , 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 : " R e v i e w t r a n s i t p l a n n i n g , r e s o u r c e a l l o c a t i o n , a n d s e r v i c e i m p l e m e n t a t i o n p o l i c y r e q u i r e m e n t s i n c l u d i n g a p p r o p r i a t e c o o r d i n a t i o n o f c o m m u t e r r a i l , i n t e r c o u n t y a n d i n t e r c i t y b u s , l o c a l b u s a n d p a r a t r a n s i t , a n d s o c i a l s e r v i c e t r a n s p o r t a t i o n s e r v i c e s t o e n s u r e c o n v e n i e n t s e r v i c e f o r p a s s e n g e r s . " I m p l e m e n t r e c o m m e n d a t i o n s r e s u l t i n g f r o m t h e T D A - m a n d a t e d 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 o f t h e C o m m i s s i o n a n d t h e s e v e n R i v e r s i d e C o u n t y t r a n s i t o p e r a t o r s . " A s s u r e t h e o n g o i n g e f f e c t i v e n e s s o f t h e S R T P p r o c e s s a n d w o r k 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 t o a s s u r e p r o d u c t i v i t y a n d e f f i c i e n c y a s w e l l a s c o m p l i a n c e w i t h t h e p r o d u c t i v i t y i m p r o v e m e n t p r o g r a m . " C o o r d i n a t e r e g i o n a l t r a n s i t c o n n e c t i o n s a m o n g c o m m u t e r r a i l , b u s e s , a n d p a r a t r a n s i t s e r v i c e s t o e n s u r e c o n v e n i e n t s e r v i c e f o r p a s s e n g e r s . " M o n i t o r t r a n s i t o p e r a t o r s ' q u a r t e r l y c a p i t a l g r a n t s r e p o r t s . " M o n i t o r t r a n s i t o p e r a t o r s ' p e r f o r m a n c e t h r o u g h a n a l y s i s o f t h e i r q u a r t e r l y p e r f o r m a n c e r e p o r t s u s i n g t h e T r a n s T r a c k c o m p u t e r - b a s e d t r a c k i n g p r o g r a m . C o n t i n u e t o p r o v i d e s t a f f r e s o u r c e s t o a s s i s t a n d s u p p o r t t h e c o o r d i n a t i o n o f t r a n s i t s e r v i c e s w i t h i n t h e C o u n t y a n d t h r o u g h o u t t h e S t a t e . ( P o l i c y G o a l s : M o b i l i t y , S y s t e m E f f i c i e n c i e s , l 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 , C o m m u n i c a t i o n s ) O b j e c t i v e s : " P a r t i c i p a t e a n d i n f l u e n c e i n t e r c o u n t y d i s c u s s i o n s b e t w e e n R i v e r s i d e , O r a n g e , S a n D i e g o , a n d S a n B e r n a r d i n o c o u n t i e s r e g a r d i n g t h e e n h a n c e m e n t o f i n t e r m o d a l o p t i o n s . T h i s i n c l u d e s a d d i t i o n a l t r a n s i t s e r v i c e s ( r a i l a n d e x p r e s s b u s ) a n d r i d e s h a r e s e r v i c e s . " R e g u l a r l y p a r t i c i p a t e i n m e e t i n g s t h a t f o c u s o n t h e c o o r d i n a t i o n o f t r a n s i t s e r v i c e s , s u c h a s t h e C a l i f o r n i a A s s o c i a t i o n f o r C o o r d i n a t e d T r a n s p o r t a t i o n , S u n L i n e ' s A c c e s s C o m m i t t e e , R T A ' s A D A C o m m i t t e e , t h e R i v e r s i d e C o u n t y F o u n d a t i o n o n A g i n g B o a r d o f D i r e c t o r s , t h e O l d e r C a l i f o r n i a n T r a f f i c S a f e t y T a s k F o r c e , R i v e r s i d e R e g i o n a l C o a l i t i o n a n d t h e C o m m i s s i o n ' 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 / S o c i a l S e r v i c e T r a n s p o r t a t i o n A d v i s o r y C o u n c i l . " C o n t i n u e t h e d e v e l o p m e n t o f a m a r k e t i n g a n d d i s t r i b u t i o n n e t w o r k f o r c o m m u n i c a t i n g s p e c i a l i z e d t r a n s i t m o b i l i t y o p t i o n s t o s e n i o r s , t h e d i s a b l e d , a n d p e r s o n s o f l i m i t e d m e a n s . Public and Specialized Transit Performance/Workload Indicators FY 12/13 Estimated FY 12/13 Actual FY 13/14 Estimated FY 14/15 Projected SRTPs submitted by operators and reviewed 8 8 8 8 SRTP amendments 3 2 2 2 Specialized Transit grants awarded 21 21 22 22 One-way trips provided by Measure A funded projects 152,000 150,350 152,700 153,000 One-way trips provided by JARC & New Freedom funded agencies 171,000 262,100 300,000 320,000 One-way trips reimbursed through the Western County Transportation Reimbursement and Information Project 83,700 83,830 90,000 95,000 Transit tickets provided through the Transportation Access Program 64,500 62,740 63,000 63,500 Clients served through Blindness Support Services 30 52 30 30 Commuter Assistance Mission Statement: "To encourage and promote transportation alternatives for commuters through employer partnerships, information services, technological innovation, and community outreach." Chart 39 — Commuter Assistance Transfers Out 5% 4 Projects and Operations 67 % Expenditures Salaries and Benefits 8% Professional Costs 9% y Support Costs 11% Commuter Assistance expenditures and transfers out total $3,460,400, which represents a 24% decrease from last year's budget (Table 55). Salaries and benefits of $270,900 reflect a 10% decrease due to FTE allocations and include a 3% cost of living adjustment offset by employees' contribution for their share of normal pension costs and a 3% pool for merit -based salary increases. Professional costs of $313,000 have decreased 62% over the prior year due to completion of the new ridematching system and restructuring of consultant and hosting services to operate and maintain the new system. Support costs totaling $391,000 include mail and printing services, computer and vehicle maintenance, communications, and other office expenditures. Projects and operations expenditures of $2,321,000 consist of park and ride lease payments of $150,000, regional transportation consultant services totaling $1,587,000 to manage and implement the program, and merchant vouchers valued at $584,000. Capital outlay expenditures include $5,000 to upgrade the hardware and network to enhance the equipment in the commuter exchange vehicle. Reimbursements from SANBAG for rideshare services provided by the Commission are included in revenues to offset these expenditures. Transfers out consist of $159,500 to the General fund for costs related to maintenance of the park and ride facility at the Perris Transit Center. Table 55 — Commuter Assistance Uses Detail FY 12/13 FY 13/14 FY 13/14 FY 14/15 Dollar Percent Actual Revised Budget Projected Budget Change Change Salaries and Benefits $ 263,600 $ 300,800 $ 394,100 Professional Costs Legal Services 23,300 25,000 25,000 Professional Services - General 277,100 790,800 779,500 Total Professional Costs 300,400 815,800 804,500 Support Costs 372,400 485,300 484,500 Projects and Operations Program Operations 1,885,500 2,802,800 2,765,500 Construction 46,500 Total Projects and Operations 1,932,000 2,802,800 2,765,500 Capital Outlay - 7,000 7,000 Transfers Out 151,300 112,200 112,200 TOTAL Commuter Assistance $ 3,019,700 $ 4,523,900 $ 4,567,800 $ 270,900 25,000 288,000 313,000 391,000 2,321,000 2,321,000 5,000 159,500 S 3.460.400 Commuter Assistance Staffing Summary Position FY 12/13 FY 13/14 Administrative Assistant 0.10 0.20 Chief Financial Officer 0.00 0.01 Commuter and Motorist Assistance Manager 0.53 0.54 Deputy Executive Director 0.04 0.04 MultimodaI Services Director 0.51 0.47 Procurement Analyst 0.01 0.02 Procurement Manager 0.00 0.02 Staff Analyst 0.59 0.54 FTE 1.78 1.84 Department Budget Overview Department Description $ (29,900) -10% 0% (502,800) -64% (502,800) -62% (94,300) -19% (481,800) -17% N/A (481,800) -17% (2,000) -29% 47,300 42% (1,063,500) -24% FY 14/15 0.10 0.01 0.50 0.02 0.43 0.03 0.00 0.50 1.59 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 Riverside 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 carpool, vanpool, buspool, public bus, Metrolink, 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 travel modes. 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, SANBAG will contract with the Commission to manage and implement a "sister" Commuter Assistance Program for its residents and employers in San Bernardino County. Accomplishments • Developed and launched a new and more cost effective ridematching system. In addition, the new cloud - based ridematching system will no longer require hardware or a network administrator to maintain it. • Continued to operate 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. • Increased participation and use of on-line services by employer partners. • Continued use of the Program Measurement Tool to evaluate program performance. • Continued to provide rideshare services to employers and commuters in the Coachella Valley, leveraging JARC funds. • Renewed 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), Elsinore Naval Military School (Lake Elsinore), Lake Elsinore Outlets (Lake Elsinore), Revival Christian Fellowship (Menifee), Mount San Jacinto College (San Jacinto), Hope Lutheran Church (Temecula), Orchard Christian Fellowship (Temecula), and the United Methodist Church (Temecula). • Continued partnering with the Rail Department to provide park and ride spaces at the La Sierra station and a permitted section of park and ride spaces at the North Main Corona station. 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 2014/15 are described below. Grow 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 and the explosive success of the now seven-year old Coachella Valley rideshare program demonstration is a testament to the significance of employer partnerships in the program's success. However, the current economic environment will pose challenges in terms of maintaining and/or growing these partnerships. Employer Transportation Coordinators (ETCs) have to do more with less. Delivery of value-added services and tools to make the ETC's job easier will be a critical motivation to continue the partnership. Support Multimodal Travel: In addition to ridematching, information services, and incentives to facilitate ridesharing, the Commuter Assistance Program also implements park and ride facilities to support ridesharing efforts. The last Caltrans park and ride facility in Riverside 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 Riverside County. A continued focus for FY 2014/15 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/buspool arrangements as well as facilitate transit connections. Department Goals Operate a cost-effective Commuter Assistance Program within Riverside 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: • 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. • 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. • Explore opportunities to further enhance the 511 mobile application by integrating incentive enrollment and/or tracking. • 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 park and ride gaps in the system. • Assess vanpool program funding opportunities. 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 bi- county ridematching system with regional reach. • Investigate the modification of the regional vanpool agreement with the regional partners in order to provide for more service availability and a revision to the current cost sharing formula. 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 implement a rideshare brand strategy and streamlined communications plan anchored by the 1E511 system. • 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 Commission's Commuter Assistance Program through various media options. • Continue the operation of the Commuter Exchange vehicle to include 50 site visits for the FY 2014/15. Commuter Assistance Performance/Workload Indicators FY 12/13 Estimated FY 12/13 Actual FY 13/14 Estimated FY 14/15 Projected Number of one-way single occupant vehicle trips reduced as a result of Rideshare Incentives 118,500 81,482 83,900 86,400 Number of Rideshare Plus Rewards Members 5,100 6,786 7,000 7,200 Number of incoming 1-866-RIDESHARE telephone calls 1,600 2,527 2,600 2,700 Number of services provided by Inland Empire Commuter Services to support employer trip reduction efforts at worksites: • Employer's requesting survey services 110 160 165 170 • RideGuides produced 16,400 14,813 15,300 15,700 Number of events participated in by the Commuter Exchange in total and as identified individually below: 50 55 50 50 • Public events 5 12 5 5 • Employer work sites 5 3 5 5 • Elementary schools 40 40 40 40 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 40 — Motorist Assistance Salaries and Benefits 4% Projects and Operations 56% Expenditures Support Costs 11% Motorist Assistance expenditures and uses are budgeted at $5,578,800 FY 2014/15, or a decrease of 17% compared to the prior year budget (Table 56) due to decreased demand for FSP services supporting construction projects. Salaries and benefits reflect an increase of 7% due to a 3% cost of living adjustment offset by employees' contribution for their share of normal pension costs and a 3% pool for merit -based salary increases. Professional costs of $716,400 decreased 7% and support costs of $630,900 decreased $246,700, or 28%, primarily due to the restructuring of 1E511 traveler information service operations and outreach. Reimbursement from SANBAG for half of all 1E511 related expenditures is included in revenues. Budgeted expenditures for project operations include $2,750,000 in towing contract costs for the FSP program. Projects and operations costs have decreased 14% due to anticipated completion of FSP construction services projects. Transfers out represent SAFE matching funds of $548,700 to state funding for FSP services and a $353,000 allocation for administrative costs. Table 56 — Motorist Assistance Uses Detail FY 12/13 FY 13/14 FY 13/14 FY 14/15 Dollar Percent Actual Revised Budget Projected Budget Change Change Salaries and Benefits $ 104,600 $ 187,200 $ 162,400 Professional Costs Legal Services 11,500 29,000 34,000 Professional Services- General 504,200 737,500 737,000 Total Professional Costs 515,700 766,500 771,000 Support Costs 514,900 877,600 826,800 Projects and Operations Program Operations 2,428,300 3,633,300 3,045,000 Transfers Out 1,325,800 1,290,900 890,000 TOTAL Moto rist Assista nce $ 4,889,300 $ 6,755,500 $ 5,695,200 $ 201,200 31,000 685,400 716,400 630,900 3,128,600 901,700 $ 5,578,800 $ 14,000 7% 2,000 7% (52,100) -7% (50,100) -7% (246,700) -28% (504,700) -14% (389,200) -30% $ (1,176,700) -17% Motorist Assistance Staffing Summary Position FY 12/13 FY 13/14 Administrative Assistant 0.01 0.04 Chief Financial Officer 0.00 0.01 Commuter and Motorist Assistance Manager 0.46 0.42 Deputy Executive Director 0.00 0.00 Multimodal Services Director 0.08 0.23 Procurement Analyst 0.03 0.10 Procurement Manager 0.00 0.04 Staff Analyst 0.31 0.32 FTE 0.89 1.16 Department Budget Overview Department Description FY 14/15 0.00 0.02 0.40 0.05 0.09 0.15 0.08 0.40 1.19 As a SAFE, the Commission is responsible for providing a motorist aid system for Riverside 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 and web -based service that delivers real-time traffic information, including incidents and travel times, bus and rail trip planning, and rideshare information. The FSP clears small debris on freeways 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 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 SANBAG, the Commission will maintain and operate the 1E511 system in accordance with national 511 implementation standards. • The Commission will maintain and operate an 1E511 system to be funded 50% by the Commission and 50% by SANBAG. The Commission's share of operating costs will be funded with SAFE revenues. • The Commission will enhance 1E511 with the roll -out of a more personalized traffic information service. • 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. • Annual maintenance costs are based on a flat -fee contract based on the number of call boxes. • Current percentage levels of vandalism, knockdowns, and miscellaneous repairs to call boxes will remain consistent with the past year. Accomplishments • Grew the IE511.org web visits per month by 11% in FY 2013/14. • Incorporated additional freeway traffic data into the traveler information system to supplement Caltrans data and improve the availability and accuracy of traffic data throughout the Inland Empire. • Enhanced the 1E511 system with improved functionality and global positioning system capabilities for the 1E511 mobile application. • Maintained one of the highest benefit -to -cost ratios statewide for FSP in the latest statewide FSP Management Information System Report. • Performed a comprehensive assessment that identified additional call box reduction opportunities to improve program efficiencies and maintain an effective "safety -net" for stranded motorists. • 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 The Commission, along with its partner, SANBAG, will continue to operate, maintain, and enhance the 1E511 system. This system includes a website interface and an interactive voice response (IVR) telephone system that serves Riverside and San Bernardino county residents and commuters. While several enhancements have been made to the system since its launch, new enhancements will focus on the development of serving more personalized traffic information services specific to a commuter's location, route, and time of travel. Major Motorist Assistance initiatives will also focus on system efficiencies and evaluating and/or implementing enhanced program services or coverage. The call box system program has served as a "safety -net" for stranded motorists in Riverside County since 1991. However, call box usage has declined over the years with the proliferation of mobile phone use. In response, call box reductions have been made, additional reductions will be made based on call box removals identified in the call box reduction planning assessment. In addition, 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 (IE511, FSP, Call Box) and an outstanding level of service to the traveling public. (Policy Goals: Mobility, System Efficiencies, Financial & Administration) Objectives: • 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; perform budget assessments to identify potential service expansion (i.e., holiday service, weekend service on select beats) opportunities that can be supported. • Review proposed construction projects with Caltrans and local cities and coordinate the use of temporary construction tow service to mitigate congestion. • Work in coordination with CHP and Caltrans to implement call box reductions identified in the planning assessment. Continue coordination with San Bernardino SAFE to monitor the operation of the call answering center contractor. Enhance access to real-time traveler information. (Policy Goals: System Efficiencies, Communications) Objectives: • Develop access to, or delivery of, more personalized traffic information services specific to a commuter's location, route, and time of travel. • Grow the number of users with more personalized offerings, services, and cost-effective marketing efforts. • Continue to refine and enhance 1E511 web content, applications, and outreach. • Continue to leverage existing resources, such as traffic data, provided by Caltrans District 8, existing IVR software, and Google Transit to minimize costs. • Continue coordination with Caltrans on expanding traffic detection and feeding that traffic data into the 1E511 system. • Utilize the opportunity at the new Caltrans District 8 Traffic Management Center to enhance coordination between CHP and Caltrans on traveler information. Motorist Assistance Performance/Workload Indicators FY 12/13 Estimated FY 12/13 Actual FY 13/14 Estimated FY 14/15 Projected Number of call boxes 603 580 563 540 Number of call box calls 4,791 5,337 5,200 5,000 Number of vehicle assists 44,885 43,286 44,585 45,923 Number of 1E511 phone calls 344,809 351,161 361,700 372,500 Number of 1E511 web visits 358,802 399,730 411,700 424,000 Riverside County Transportation Commission SECTION 6.3 CAPITAL PROJECTS Capital Project Development and Delivery Mission Statement: "To keep the Commission's contract with the voters of Riverside 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 most economical, efficient, and timely manner." Chart 41— Capital Project Development and Delivery Salaries and Professional Benefits Costs 0% � 1% 1..4* Transfers Out 37% Debt Service _/ 711111k 4% Capital Outlay 0% Expenditures Projects and Operations 58% The budgeted expenditures and transfers out total $1,370,533,300 to cover all of the Commission's major capital projects (Table 57). Personnel costs represent less than 1% of the budgeted uses. Salaries and benefits reflect an increase of 8% due to FTE allocations; 3% cost of living adjustment offset by employees' contribution for their share of normal pension costs; and a 3% pool for merit -based salary increases. Professional costs of $8,493,100 are primarily related to general legal costs, specialized legal and financial advisory services related to the toll program, and debt management services. Support costs of $852,400 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 include $13,969,300 related to program management provided by Bechtel Infrastructure (Bechtel), SCRRA, and permits for highway and rail capital projects. Significant projects included in engineering expenditures of $17,639,000, are the 1-15 corridor improvements; 91/71 interchange improvement project; Mid County Parkway; SR-79 realignment; and various Western County TUMF regional arterial projects. Construction expenditures of $238,444,900, are primarily related to the 1-215 corridor improvements; SR-91 corridor improvement; SR-74 curve widening; I-15/Los Alamos Road bridge replacement; Riverside quiet zones; various Western County Measure A and TUMF regional arterial projects; and Perris Valley Line and other rail projects. Design -build costs of $254,803,500 pertain to the SR-91 corridor improvement project. Right of way expenditures of $183,851,400 on significant projects include the SR-91 corridor improvement project; SR-91 HOV lanes from Adams Street to the 60/91/215 interchange; 91/71 interchange improvements; Mid County Parkway; various Western County TUMF regional arterial projects; and Perris Valley Line and other rail projects. Funding will also be provided for MSHCP land mitigation acquisitions. Local turn back payments to jurisdictions and the County for local streets and roads repair, maintenance, and construction amount to $49,882,000, net of an allocation of $751,000 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 $270,000 are related to the toll operations and organizational planning. Operating and capital disbursements of $7,500,000 are related to RTA SR-91 express bus service capital funding and Metrolink station rehabilitation costs. Rail capital purchases for station rehabilitation project represent 87% of the capital outlay expenditures. Interest payments on outstanding 2009 Bonds, 2010 Bonds, 2013 Sales Tax Bonds, and 2013 Toll Bonds are approximately $47,296,200. Principal payments of $7,400,000 are related to the 2009 Bonds. Significant transfers out consist of the following: • $417,900,000 in sales tax and toll revenue bond proceeds to fund the SR-91 corridor improvement project; • $5,534,400 from the TUMF CETAP reserves for two city of Temecula regional arterial projects along 1-15 and the 1-215 corridor improvements project; • $21,653,700 from 2009 Measure A Western County highway funds to the Debt Service fund; • $729,900 from TUMF for administrative allocations to the General fund; • $751,000 from 2009 Measure A Western County local streets and roads to the 2009 Measure A Western County regional arterial program for the city of Beaumont's local streets and roads allocation; • $16,099,200 from 2009 Measure A Western County regional arterial program to TUMF regional arterial projects for the cities of Corona and San Jacinto; • $40,000,000 from 1989 Measure A Western County highway fund reserves to the 2009 Measure A Western County highway fund for a contribution to the SR-91 corridor improvement project per the plan of finance; and • $311,000 from the 1989 Measure A Western County rail fund to the 2009 Measure A Western County rail fund for the station rehabilitation project. Table 57 - Capital Project Development and Delivery Uses Detail FY 12/13 Actual FY 13/14 FY 13/14 Revised Budget Projected FY 14/15 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 $ 2,669,100 $ 3,339,800 $ 3,914,500 4,953,800 41,300 167,000 2,095,800 6,526,600 44,000 1,444,300 2,492,400 5,306,200 14,000 994,000 1,670,100 7,257,900 10,507,300 7,984,300 277,700 879,300 215,200 9,304,400 12,203,600 7,459,500 15,697,500 22,001,000 11,044,200 37,487,700 238,243,900 112,801,000 26 232 500 217,750,000 165,800,000 44,974,600 179,087,800 103,123,400 44,594,900 46,865,900 46,911,900 8,678,500 27,471,000 25,370,000 61,800 46,000 39,000 2,000,000 - 187,031,900 145,300 22,204,100 112,477,800 Delivery $ 332,063,800 745,669,200 340,000 136,660,400 616,192,500 $ 1,513,588,500 472,549,000 13,800 118,979,200 460,408,200 $ 1,064,064,200 Capital Project Development and Delivery Staffing Summary Position FY 12/13 Administrative Assistant 0.59 Capital Projects Manager 2.71 Chief Financial Officer 0.53 Community Relations Manager 0.92 Commuter and Motorist Assistance Manager 0.00 Deputy Executive Director 0.09 Executive Director 0.33 Facilities Administrator 0.00 Finance Manager/Controller 0.03 Government Relations Manager 0.00 Multimodal Services Director 0.00 Planning & Programming Director 0.11 Planning & Programming Manager 0.00 Procurement Analyst 0.46 Procurement Manager 0.84 Project Delivery Director 0.96 Project Development Director 0.90 Right of Way Manager 1.00 Senior Staff Analyst 1.00 Staff Analyst 0.95 Toll Program Director 1.00 Toll Project Manager 1.00 $ 3,602,300 5,806,900 60,500 345,000 2,280,700 8,493,100 852,400 13,969,300 17,639,000 238,444,900 254,803,500 183,851,400 49,882,000 30,400,000 270,000 7,500,000 796,760,100 3,150,000 54,696,200 502,979,200 $ 1,370,533,300 FY 13/14 0.48 4.65 0.31 0.90 0.00 0.10 0.35 0.45 0.00 0.00 0.00 0.00 0.15 0.37 0.49 0.95 0.90 1.00 1.05 1.05 1.00 2.00 $ 262,500 8% (719,700) -11% 16,500 38% (1,099,300) -76% (211,700) -8% (2,014,200) -19% (26,900) -3% 1,765,700 14% (4,362,000) -20% 201,000 0% 37,053,500 17% 4,763,600 3% 3,016,100 6% 2,929,000 11% 224,000 487% 5,500,000 275% 51,090,900 7% 2,810,000 826% (81,964,200) -60% (113,213,300) -18% $ (143,055,200) -9% FY 14/15 0.53 4.75 0.30 0.85 0.05 0.09 0.30 0.20 0.02 0.04 0.10 0.23 0.31 0.46 0.68 0.95 0.00 1.00 2.16 1.00 1.00 2.00 FTE 13.42 16.20 17.02 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, construction, and construction management. Funding is also provided through Capital Projects for local jurisdiction highway and regional arterial projects based on funding agreements with the Commission. Approximately 80% of the Commission's FY 2014/15 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 regional arterial projects. Commuter rail capital improvements include the expansion of commuter rail service in Riverside County. 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 and Proposition 1B CMIA. 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 unit (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 2014/15 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. On certain occasions, 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 125 properties have been acquired for the SR-91 HOV lanes, Mid County Parkway, SR-79 realignment, SR-74 curve widening, Perris Valley Line, 1-215 corridor improvements (central segment), and SR-60 HOV lanes/1-215 to Redlands Boulevard projects. Property acquisition for the SR-91 corridor improvement project began in 2010 with 110 properties acquired to date, legal possession of 16 parcels, and another 12 properties in escrow. These properties were acquired in fee, and will be transferred primarily to Caltrans upon completion of the projects. 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 SR-91 corridor improvement 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 most of January 2010. Since 2010, a scope reevaluation was completed on the 1-15 corridor improvement project and the Commission adopted a new scope of work which entails tolled express lanes on the northern 14 miles of 1-15 in Riverside 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 will be completed for the Mid County Parkway and SR-79 realignment; right of way acquisition for Mid County Parkway will be considered for extraordinary acquisitions on a pay-as-you-go basis, while right of way acquisitions for SR-79 realignment will be suspended due to lack of available funding. 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 Perris Valley Line is the most significant rail capital project, and it was included in the 1989 and 2009 Measure A programs. Other rail capital projects are developed in coordination with SCRRA as well as the implementation of the Perris Valley Line. 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) to French Valley interchange, 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 SR-91 corridor improvement 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 program. • 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 standards. • All highway projects, with the exception of tolled express lane facilities, are transferred upon completion to Caltrans; operation 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. • 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. • Development of the SR-79 realignment and Mid County Parkway strategic projects through preliminary engineering and environmental clearance will continue. Accomplishments • Continued implementation of the Western Riverside County Delivery Plan. • Completed construction phase for 1-215 corridor improvement project (south segment) widening from Murrieta Hot Springs Road to Scott Road and 1-215/Blaine Street to Martin Luther King Boulevard widening projects. • Continued construction for the 60/215 East Junction and SR-91 HOV lanes projects. " C o m p l e t e d f i n a l d e s i g n , r i g h t o f w a y a c q u i s i t i o n , a n d u t i l i t y r e l o c a t i o n s a n d p r o c u r e d a c o n s t r u c t i o n m a n a g e m e n t t e a m f o r t h e S R - 7 4 c u r v e r e a l i g n m e n t p r o j e c t . " C o n t i n u e d c o n s t r u c t i o n f o r t h e 1 - 2 1 5 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 ( c e n t r a l s e g m e n t ) w i d e n i n g f r o m S c o t t R o a d t o N u e v o R o a d . " C o n t i n u e d c o n s t r u c t i o n f o r t h e 1 - 2 1 5 b i - c o u n t y H O V p r o j e c t . " B e g a n t h e p r o j e c t r e p o r t a n d p r e l i m i n a r y e n g i n e e r i n g a n d e n v i r o n m e n t a l p h a s e f o r t h e 1 - 2 1 5 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 s o u t h c o n n e c t o r s a n d t h e S R - 6 0 t r u c k c l i m b i n g l a n e . " C o n t i n u e d t o a d v a n c e t h e d e v e l o p m e n t o f t h e S R - 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 i n n u m e r o u s a r e a s : " C o m p l e t e d f i n a n c i a l c l o s e o n t h e s a l e s t a x r e v e n u e b o n d s a n d t o l l r e v e n u e b o n d s a n d f i n a l a p p r o v a l o f a $ 4 2 1 m i l l i o n f e d e r a l l o a n u n d e r t h e U . S . D O T ' s T I F I A p r o g r a m . " S t a r t e d f i n a l d e s i g n a n d c o n s t r u c t i o n . " R e a c h e d a g r e e m e n t w i t h C o f i r o u t e U S A , L L C t o p r o v i d e d e s i g n , p r o c u r e m e n t , i n s t a l l a t i o n , a n d t e s t i n g o f t h e E l e c t r o n i c T o l l a n d T r a f f i c M a n a g e m e n t s y s t e m f o r t h e R C T C 9 1 E x p r e s s L a n e s . " C o n t i n u e d t o a c q u i r e t h e n e c e s s a r y p r o p e r t y a l o n g t h e c o r r i d o r t o c o n s t r u c t t h e p r o j e c t . " C o n t i n u e d f i n a l d e s i g n f o r t h e 9 1 / 7 1 i n t e r c h a n g e i m p r o v e m e n t p r o j e c t . " C o n t i n u e d p r e l i m i n a r y e n g i n e e r i n g a n d e n v i r o n m e n t a l s t u d i e s a n d u p d a t e d t o l l f e a s i b i l i t y w o r k w h i c h l e a d t o t h e a d o p t i o n o f t h e d e s i g n - b u i l d m e t h o d t o d e l i v e 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 . " C o n t i n u e d p l a n t e s t a b l i s h m e n t p h a s e f o r t h e 7 4 / 2 1 5 i n t e r c h a n g e p r o j e c t . " C o m p l e t e d t h e u p d a t e d t e c h n i c a l s t u d i e s a n d e n g i n e e r i n g m o d i f i c a t i o n s t o a d d r e s s t h e r e d u c e d p r o j e c t l i m i t s o f t h e p r o p o s e d M i d C o u n t y P a r k w a y p r o j e c t a n d r e l e a s e d a r e c i r c u l a t e d e n v i r o n m e n t a l d o c u m e n t f o r p u b l i c r e v i e w a n d c o m m e n t . " R e c e i v e d c o m m e n t s o n t h e d r a f t e n v i r o n m e n t a l d o c u m e n t f o r t h e S R - 7 9 r e a l i g n m e n t p r o j e c t . " C o m p l e t e d s u c c e s s f u l n e g o t i a t i o n s w i t h F T A r e l a t e d t o t h e S m a l l S t a r t s f u n d i n g a u t h o r i z a t i o n f o r t h e P e r r i s V a l l e y L i n e . " B e g a n c o n s t r u c t i o n f o r t h e P e r r i s V a l l e y L i n e p r o j e c t . " S u p p o r t e d p u b l i c o u t r e a c h a c t i v i t i e s b y p r o v i d i n g g r a p h i c s f r o m t h e r i g h t o f w a y p r o j e c t m a n a g e m e n t d a t a b a s e f o r C o m m i s s i o n p r e s e n t a t i o n s t o f a c i l i t a t e p u b l i c u n d e r s t a n d i n g o f p r o j e c t i s s u e s . " C o n t i n u e d t o d e c l a r e p r o p e r t y n o l o n g e r n e e d e d f o r t r a n s p o r t a t i o n p u r p o s e s a s s u r p l u s a n d s o l d s e v e r a l s u r p l u s p r o p e r t i e s . M a j o r I n i t i a t i v e s F Y 2 0 1 4 / 1 5 w i l l m a r k t h e s i x t h y e a r a s t h e C o m m i s s i o n c l o s e s o u t t h e 1 9 8 9 M e a s u r e A p r o g r a m s a n d c o n t i n u e s p r o j e c t a c t i v i t i e s r e l a t e d t o t h e 2 0 0 9 M e a s u r e A p r o g r a m s , o f w h i c h t h e h i g h w a y , r a i l , r e g i o n a l a r t e r i a l , a n d l o c a l s t r e e t s a n d r o a d s p r o g r a m s r e p r e s e n t t h e m a j o r i t y o f t h e f u n d i n g a l l o c a t i o n s . W h i l e m o s t o f t h e 1 9 8 9 M e a s u r e A h i g h w a y p r o j e c t s h a v e b e e n c o m p l e t e d , a f e w p r o j e c t s w i l l c o n t i n u e s u c h a s t h e S R - 9 1 H O V l a n e s f r o m A d a m s S t r e e t t o 6 0 / 9 1 / 2 1 5 i n t e r c h a n g e , S R - 7 4 c u r v e w i d e n i n g , a n d 6 0 / 2 1 5 E a s t J u n c t i o n H O V l a n e s c o n n e c t o r . T h e 1 - 2 1 5 b i - c o u n t y H O V g a p c l o s u r e p r o j e c t a n d P e r r i s V a l l e y L i n e r a i l p r o j e c t s w i l l c o n t i n u e , a s b o t h a r e a l s o 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 . V a r i o u s s t a g e s o f p r o j e c t d e v e l o p m e n t w o r k f o r p r o j e c t s i n c l u d e d i n t h e W e s t e r n C o u n t y H i g h w a y D e l i v e r y P l a n w i l l c o n t i n u e i n F Y 2 0 1 4 / 1 5 . D e t a i l e d d e s c r i p t i o n s o f t h e c a p i t a l p r o j e c t s , i n c l u d i n g l o c a l s t r e e t s a n d r o a d s f u n d i n g , t h a t a r e i n c l u d e d i n t h e F Y 2 0 1 4 / 1 5 b u d g e t f o l l o w t h e 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 . D e p a r t m e n t G o a l s B u i l d u p o n a n d s t r e n g t h e n t h e p a r t n e r s h i p w i t h C a l t r a n s t o w a r d t i m e l y d e l i v e r y o f i d e n t i f i e d M e a s u r e A , C M I A , t o l l p r o g r a m , a n d S T I P p r o j e c t 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 , E c o n o m i c D e v e l o p m e n t ) O b j e c t i v e s : " D e v e l o p a g r e e m e n t s w i t h C a l t r a n s a n d F H W A , a s m a y b e r e q u i r e d , t o f i n a l i z e p r o j e c t s c o p i n g a n d c o s t i s s u e s f o r t h e S T I P , f e d e r a l d e m o n s t r a t i o n , t o l l , a n d M e a s u r e A f u n d e d h i g h w a y 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 . " M e e t t h e p r o j e c t m i l e s t o n e s i d e n t i f i e d i n t h e C M I A a g r e e m e n t s b e t w e e n C o m m i s s i o n , C a l t r a n s , a n d t h e C T C . 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 Commission board members, city councils, the County Board of Supervisors, Caltrans, CTC, FTA and FHWA. (Policy Goal: Communications) Objectives: • 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. • Conduct quarterly meetings with FTA and report on progress of Perris Valley Line project. Work with Caltrans and other agencies toward completion of preliminary engineering and environmental clearance of all projects. (Policy Goal: Mobility) Objectives: • Work with Caltrans, the County, and the cities in Riverside 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. • Release for public review and comment the NEPA and CEQA environmental documents for the 1-215 corridor improvement project southbound connector. • Prepare the final environmental document for the SR-79 realignment project. • Prepare and receive approval on the final environmental document for the modified Mid County Parkway project. • Complete the project approval and environmental document of the SR-60 truck climbing lane project. • Continue the project approval and environmental document for the 1-15 Express Lanes project. • Prepare and receive approval on the final environmental document for I-15/Railroad Canyon TUMF project. • Continue the project development and environmental document for 1-215 south connector to 1-15. Construct the highway projects identified in the budget. (Policy Goals: Mobility, Economic Development, Financial & Administration) Objectives: • Complete closeout of the 74/215 interchange project. • Complete construction of the SR-74 curve widening project. • Continue construction on the 1-215 corridor improvement project (central segment) between Scott Road and Nuevo Road. • Complete construction of the 60/215 East Junction HOV lanes project and the SR-91 HOV lanes project. • Continue construction on the 1-215 bi-county HOV project. • Continue final design and construction of the SR-91 corridor improvement design -build project. • Complete preliminary engineering and environmental document and begin design on the SR-60 truck climbing lane project. 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, lntermodalism & Accessibility, Financial & Administration) Objective: • Continue construction for the Perris Valley Line. 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: SR-91 corridor improvement project, SR-74 curve realignment project, 1-215 corridor improvement project (central segment), Perris Valley Line, and 91/71 interchange improvements project. • Protect and maintain properties acquired for future projects. • Dispose of Commission -approved excess land in a timely manner. Identify alternative financing strategies in order to fully fund projects identified in the Western Riverside County Delivery Plan. (Policy Goal: Mobility) Objective: • Continue the assessment and evaluation of available strategies. Location of FY 2014/15 Major Capital Projects within Riverside County INSERT MAP HERE 1) SR-74 2) 74/215 Construction for the curve widening on SR-74 from Calvert Avenue to California Avenue. Plant establishment of the interchange. 3) SR-79 Realignment between Gilman Springs Road and Domenigoni Parkway including project study report, project report, and environmental document. 4) SR-91 (A) Construction of HOV lanes from Adams Street to the 60/91/215 interchange. (B) Final design for the 91/71 interchange improvements. (C) Design -build 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. 5) Mid County Parkway 6) Perris Valley Line 7) Local Streets and Roads 8) 60/215 Preliminary engineering, project report, and environmental documentation for the project. Construction for the Perris Valley Line (Riverside -Moreno Valley - Perris) along the SJBL. Allocation of Measure A revenues to each city and the County to improve, maintain, and repair high priority local streets and roads. Construction of the East Junction HOV lane connectors. 9) 1-215 Bi-County HOV Gap Closure Project Construction and utility relocations for HOV lanes on the 1-215 from the 60/91/215 interchange to Orange Show Road in San Bernardino County. 10) 1-215 Construction of the central segment from Scott Road to Nuevo Road. 11) 1-15 Preparation of engineering and environmental document for the addition of tolled express lanes from SR-60 to Cajalco Road in Corona. 12) SR-60 Truck Climbing Lane Continue preliminary engineering and environmental document of the truck climbing lane project. Capital Project Development & Delivery Performance/Workload Indicators FY 12/13 Estimated FY 12/13 Actual FY 13/14 Estimated FY 14/15 Projected Preliminary engineering (project reports and environmental documentation) contracts awarded 1 1 0 0 Plans, specifications, and estimate contracts awarded 1 1 0 1 Number of projects with active right of way acquisition 6 12 2 10 Construction awards 1 1 1 0 Highway and Rail project close-outs 0 1 1 2 License agreements managed 75 79 80 100 Appraisal and appraisal reviews completed 450 150 75 35 Capital Projects Summary The following is a summary of the capital projects included in the FY 2014/15 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-74/1-15 to 7th Street (P003001) Complete right of way acquisition closeout for Segment 11 related to the realignment and widening of four -lane roadway between Wasson Canyon Road in the city of Lake Elsinore and 7th Street in the city of Perris. FY 2014/15 Cost Measure A Budget Impact Operating Budget Impact $ 225,000 Right of way support services $ 76,900 Other project -related costs Costs will be funded using 1989 Measure A. N/A; state highway operations are the responsibility of Caltrans. 74/215Interchange (P003015) Continue plant establishment until 2015. Preliminary engineering began in 2006 and was completed in 2009. Final design was completed in 2009. Construction began in mid-2010 and was completed in 2013. The total project cost is estimated at $30 million. FY 2014/15 Cost Measure A Budget Impact Operating Budget Impact $ 255,000 Construction/construction management/support services 10,000 Right of way support services 29,600 Other project -related costs Costs will be funded using 1989 Measure A highway funds, TUMF zone contributions, ARRA funds, and a federal earmark. N/A; state highway operations are the responsibility of Caltrans. SR-74 Curve Widening (P003009) Completed right of way acquisition. Construction of the project began in May 2014. The total estimated project cost is $4.2 million. FY 2014/15 Cost Measure A Budget Impact Operating Budget Impact 2,626,000 Construction/construction management/support services $ 330,000 Right of way acquisition/support services $ 158,800 Other project -related costs Costs will be funded using 1989 Measure A highway funds. N/A; state highway operations are the responsibility of Caltrans. SR-79 Realignment (P003003 & P005127) Perform realignment environmental and preliminary engineering services from Gilman Springs Road to Domenigoni Parkway. The project is expected to be completed with the environmental phase in 2016. The total estimated project cost is $1.2 billion. Initiation of subsequent phases will be dependent upon the availability of funding. FY 2014/15 Cost Measure A Budget Impact Operating Budget Impact $ 2,500,000 Preliminary engineering $ 25,000 Right of way support services $ 181,400 Other project -related costs None; costs have been funded using TUMF regional arterial, federal earmarks, and SAFETEA-LU federal funds. N/A; state highway operations are the responsibility of Caltrans. SR-91 Corridor Improvement Project (P003028) Continue property acquisition and final design and construction 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 are expected to be open to traffic in 2017. The SR-91 corridor improvement project cost is estimated at $1.3 billion. FY 2014/15 Cost Measure A Budget Impact Operating Budget Impact $ 14,100,000 $ 143,692,000 $ 254,803,500 $ 13,839,800 Construction/support services Right of way acquisition/support services Design -build Other project -related costs Costs will be funded using 2009 Measure A highway funds, including sales tax revenue bonds, toll revenue bonds, a federal TIFIA loan, STIP, and SLPP funds. 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. 91/71 Interchange Improvements Project (P003021) Continue final design for interchange improvements to the 91/71 interchange. Final design began in March 2012. The total estimated project cost is $123 million. FY 2014/15 Cost $ 1,350,000 Final design $ 4,190,000 Right of way acquisition/support services $ 295,800 Other project -related costs Measure A Budget Impact Costs for final design and right of way acquisition 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. Operating Budget Impact N/A; state highway operations are the responsibility of Caltrans. SR-91 HOV Lanes/Adams Street to 60/91/215 Interchange (P003005) Begin construction and complete utility relocations. Preliminary engineering began in 2001. Construction of the project should be completed in the summer of 2015. The estimated total project cost is $273 million. FY 2014/15 Cost Measure A Budget Impact Operating Budget Impact $ 17,000 Final design $ 75,000 Construction $ 9,035,000 Right of way acquisition/support services $ 347,400 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 CMIA funds generated by Proposition 1B will be used for construction activities. Caltrans is the lead agency. N/A; state highway operations are the responsibility of Caltrans. 1-15 Corridor Improvement Project (P003027) Continue preliminary engineering and environmental work to add up to two tolled express lanes in each direction from SR-60 to Cajalco Road in Corona. The project will use 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 $415 million. FY 2014/15 Cost Measure A Budget Impact Operating Budget Impact $ 4,000,000 Preliminary engineering $ 50,000 Right of way support services $ 2,558,700 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 funds will be used, toll revenue bonds will be issued and the Commission will secure a federal TIFIA loan to complete the project financing plan in the future. 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 $15 million. Such costs will be paid from the collection of toll revenues. 1-15/Los Alamos Road Bridge Replacement (PO03036) Provide funding and support to begin construction in 2013. Construction of the project is expected to be completed by 2014. The total project cost is estimated at $3.8 million. FY 2014/15 Cost Measure A Budget Impact Operating Budget Impact $ 1,800,600 Construction 2009 Measure A highway funds will be used for construction. The Measure A funding commitment for this project was approximately $2.9 million. The city of Murrieta is the lead agency for construction. N/A; state highway operations are the responsibility of Caltrans. 60/215 East Junction HOV Lane Connectors (PO03017) Complete construction of the project in 2014. Preliminary engineering began in 2006. Final design and right of way acquisition were completed in 2010. The total project cost is estimated at $42 million. FY 2014/15 Cost Measure A Budget Impact Operating Budget Impact $ 980,000 Construction/support services $ 5,000 Right of way support services $ 80,400 Other project -related costs STP and CMAQ, with STIP-RIP and STIP-IIP for local match funds, will be used for construction. Caltrans is the lead agency for construction. N/A; state highway operations are the responsibility of Caltrans. 1-215 Corridor Improvements/Scott Road to Nuevo Road (PO03023) Continue to 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. Construction of the project is expected to be completed by 2016. The total project cost is estimated at $120 million. FY 2014/15 Cost Measure A Budget Impact Operating Budget Impact $ 40,925,000 Construction/construction management/support services $ 725,000 Right of way acquisition/support services $ 915,500 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. I-215/Blaine Street to Martin Luther King Boulevard Widening (P003035) Commence construction to widen the 1-215 from Blaine Street to Martin Luther King Boulevard. Construction is expected to be completed in 2013. Total project cost is $2.2 million. FY 2014/15 Cost $ 50,000 Construction Measure A Budget Impact Costs will be funded using 1989 Measure A highway funds and STP. Operating Budget Impact N/A; federal highway operations are the responsibility of Caltrans. Mid County Parkway (P002302 & P005123) Perform activities related to the development of a recirculated project report and environmental document for a new corridor from 1-215 to SR-79. The environmental phase is anticipated to be completed in FY 2013/14. Construction of this new facility will be completed over many years as funding becomes available and is estimated to cost $1.3-1.6 billion. FY 2014/15 Cost Measure A Budget Impact Operating Budget Impact $ 8,000,000 Preliminary engineering/final design $ 4,450,000 Right of way acquisition/support services $ 580,800 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. 1-215 Bi-county HOV Interim Project (P003030) Provide funding and support to SANBAG for the construction of one HOV lane in each direction from the 60/91/215 interchange in Riverside County to Orange Show Road in San Bernardino County. The total project cost is $185 million and is project completion is anticipated in late 2015. FY 2014/15 Cost Measure A Budget Impact Operating Budget Impact Riverside Quiet Zones (P003037) $ 60,000 Preliminary engineering $ 43,500 Other project -related costs RCTC's share of costs will be funded with federal RIP and Measure A funds in addition to other agency funds including federal RIP, CMAQ, Proposition 1B CMIA, STIP, and Measure 1 funds. N/A; federal highway operations are the responsibility of Caltrans. Provide funding and support to the city of Riverside for the implementation of quiet zones to mitigate train horn noise impacts to Riverside neighborhoods and to optimize safety at 11 at -grade highway rail crossings and one pedestrian only at -grade crossing along the BNSF San Bernardino Subdivision. The project cost is $7.4 million and will be completed in December 2014. FY 2014/15 Cost Measure A Budget Impact Operating Budget Impact $ 5,700,000 Construction Costs will be funded with STP and Measure A funds. N/A; the city of Riverside is the lead agency. Various Western County Highway Projects (P623999, 662402, 223999 & P312402) Provide funding and support for the engineering, construction, and right of way activities related to various Western County highway projects. FY 2014/15 Cost Measure A Budget Impact Operating Budget Impact $ 45,000 Right of way support services $ 1,257,500 Other project -related costs Costs will be funded using 2009 Measure A highway funds. N/A; federal highway operations are the responsibility of Caltrans. Various Western County Measure A and TUMF Regional Arterial Projects (P005206, P005205, P005204, P005203, P005202, P005201, P005102, P005103, P005104, P005105, P005106, P005108, P005116, P005118, P005119, P005120, P005128, P005132 & P725000) 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 in September 2004 following a call for projects. Total project costs approved for TUMF regional arterial projects approximate $79 million. FY 2014/15 Cost Measure A Budget Impact Operating Budget Impact $ 1,632,000 Engineering and design $ 46,745,000 Construction $ 3,914,400 Right of way acquisition $ 329,800 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. FY 2014/15 Cost Measure A Budget Impact Operating Budget Impact Rail Projects $ 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. North Main Corona Station Parking Structure (P003808) Complete construction close-out of a parking structure at the North Main Corona station. FY 2014/15 Cost Measure A Budget Impact Operating Budget Impact $ 20,000 Construction management $ 110,200 Other project -related costs 1989 Measure A Western County Commuter Rail funds. Operations of this parking structure will be the responsibility of the Commission. Annual operating costs are estimated at $300,000 to be funded with LTF. Perris Multimodal Facility (P003816) Complete construction close-out of the Perris Transit Center. FY 2014/15 Cost Measure A Budget Impact Operating Budget Impact $ 21,000 Construction support services $ 189,400 Other project -related costs Costs will be funded using Proposition 1B PTMISEA and a contribution from the 2009 Measure A Western County Commuter Assistance fund. Operations of this facility will be the responsibilities of the Commission and RTA, as defined in a cooperative agreement. Annual operating costs are estimated at $76,000. Perris Valley Line and Other Rail Projects (PO03800, PO03823, PO03824, PO03827, PO03829, PO03830, PO03831, PO03832, and PO03834) Continue construction 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. Expected completion date of the Perris Valley Line is July 2015 for a total project cost of $248.3 million. FY 2014/15 Cost Measure A Budget Impact Operating Budget Impact $ 30,000 $ 121,795,300 Engineering support services Construction/construction management/support services $ 14,055,000 Right of way acquisition/support services $ 5,101,000 Other project -related costs Costs will be funded using FTA, CMAQ, STP, and 1989 Measure A rail funds as well as proceeds from sales of surplus properties. Subsequent year costs will also include STIP funding. 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 station operations approximate $300,000 per station, or $1,200,000 annually in the aggregate for four proposed stations. La Sierra Station Improvements (P653826) Improve the multimodal benefits of the station to serve the express bus network to be implemented upon completion of the SR-91 corridor improvement project and to provide a dedicated park and ride facility for carpools and vanpools along SR-91. Facility improvements would include the addition of 500 parking spaces, five new bus bays, a new street entrance, and dedicated bus stops and passenger loading area. Construction is estimated at $3 million, and the facility expansion is expected to be completed in FY 2015/16. FY 2014/15 Cost Measure A Budget Impact Operating Budget Impact 50,000 Preliminary engineering 1,050,000 Construction/construction management 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 LTF. CCTV Operations Center (PO04018) Provide funding and support for a CCTV operations center at the Riverside downtown station. Final design began in August 2013 and construction will begin in 2014. FY 2014/15 Cost Measure A Budget Impact Operating Budget Impact $ 1,150,000 Construction/construction management $ 50,000 Other project -related costs Costs will be funded using Proposition 1B funds and 2009 Measure A Western County Commuter Rail funds. Operations will be the responsibility of the Commission. Annual operating costs are estimated at $20,000 to be funded with 2009 Measure A Western County Commuter Rail funds. Riverside Station Pedestrian Improvements (PO04019) Provide funding and support for the Riverside downtown station pedestrian improvement project. Construction is expected to begin October 2013. FY 2014/15 Cost Measure A Budget Impact Operating Budget Impact $ 1,152,000 Construction/construction management Costs will be funded using state TE grant funds and 2009 Measure A Western County Commuter Rail funds. Operations of the Riverside downtown station are the responsibility of the Commission. Annual operating costs are estimated at $450,000 to be funded with LTF. Various Western County Rail Projects (P332402, P214199 & P654199) Provide Measure A funding and support for right of way activities related to various rail projects. FY 2014/15 Cost Measure A Budget Impact Operating Budget Impact Western County Area $ 100,000 Right of way support services $ 1,998,600 Other project -related costs 2009 Measure A Western County Commuter Rail funds. Costs will be funded using 2009 Measure A rail funds. Distribute local return funding for local streets and roads projects in Western County. FY 2014/15 Cost Measure A Budget Impact Operating Budget Impact $ 530,000 149,000 169,000 3,707,000 1,088,000 1,611,000 1,802,000 1,137,000 1,438,000 3,586,000 2,065,000 599,000 1,353,000 6,655,000 718,000 2,744,000 555,000 5,112,000 751,000 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 35,769,000 Total Western County (751,000) Less: Allocation to Western County regional arterials (Beaumont allocation) $ 35,018,000 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 2014/15 Cost Measure A Budget Impact Operating Budget Impact Palo Verde Valley Area $ 1,401,000 Cathedral City 629,000 Coachella 494,000 Desert Hot Springs 244,000 Indian Wells 1,716,000 Indio 1,509,000 La Quinta 2,718,000 Palm Desert 2,048,000 Palm Springs 876,000 Rancho Mirage 2,007,000 Riverside County $ 13,642,000 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. Distribute local return funding for local streets and roads projects in Palo Verde Valley. FY 2014/15 Cost Measure A Budget Impact Operating Budget Impact $ 973,000 Blythe 249,000 Riverside County $ 1,222,000 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. Riverside County Transportation Commission SECTION 7 COMMUNITY PROFILE 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. Riverside 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 122 years of existence, the County's economy has diversified and prospered. Originally, Riverside 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 Riverside County (Chart 42). Since the 1980's, the County has been one of the fastest growing counties in the State. Chart 42 — Population — Last Ten Years 2,500,000 2,000,000 1,500,000 1,000,000 500,000 0 1 I1 Oa ,y0 Source: California Department of Finance 1,°°6 ti°°\ '0 6' ' 'L°°o' The available and affordable housing in Riverside County has attracted many people to the County (Chart 43); however, housing is gradually recovering from a slowdown due to the effect of the subprime mortgages, ensuing credit crisis, and recession. Chart 43 — Home Price Advantage Home Value Advantage Riverside County and Southern California Markets (March, 2014) ❑Median Home Values $450,000 $400,000 $350,000 $300,000 $250,000 $200,000 $150,000 $100,000 $50,000 $- Source: DataQuick News ❑ Riverside County Advantage $430,000 $435,000 $427,000 $580,000 291,500 Riverside Los Angeles San Diego Ventura Orange County During the growth period, jobs also increased as many firms relocated to the area and moved away from older communities; however, the recent economic slowdown had caused the County's unemployment rate to rise from its near all-time lows (Chart 44). The unemployment rate has been decreasing. Chart 44 — Unemployment Rate (%) — Last Ten Years 16.0% 14.0% 12.0% 10.0% 8.0% 6.0% 4.0°% 2.0% 0.0% ti0 0� ti0 000 001 000 009 Oti0 ti ti ti ti ti Source: California Employment Development Department ti0ti� ti0ti� The overall economic outlook for Riverside County is expected to continue to improve in 2015 based on various economic forecasts. 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. Statistical Information Retail Sales As a result of demographic changes and growth, retail sales in the County increased through 2007 (Chart 45 and Table 58); however, the effect of the recent recession on retail sales was noted in sales tax receipts beginning in 2008. Retail sales in 2012 have shown continued improvements from these previous years. Chart 45 — Retail Sales (%) - $28 Billion — 2012 Data Total all other services & outlets 28.76% Other Retail Sales 6.56% Source: State Board of Equalization Apparel Stores 5.88% I Automotive 24.95 % General Merchandise 11.30% Eating & Drinking 9.50% Food Stores 4.83% , Household & Electronics 3.31 % Building Materials 4.86% Table 58 -Riverside County Taxable Sales by Business Type (in 000's) - Last Five Years 2012 2011 2010 2009 2008 $ 1,505,821 $ 1,391,174 $ 1,293,271 $ 1,121,543 3,051,709 2,947,905 2,855,733 3,389,936 1,304,731 1,267,758 1,251,220 1,254,366 2,473,339 2,317,486 2,266,853 2,340,554 914,888 883,109 858,098 816,379 1,303,073 1,232,145 1,237,518 1,435,337 6,311,272 5,306,408 4,749,994 6,126,512 1,711,453 1,480,601 1,442,875 3,250,335 7,065,212 6,326,196 6,272,315 6,268,633 Apparel Stores General Merchandise Food Stores Eating & Drinking Household & Electronics Building Materials Automotive Other Retail Sales Total all other services & outlets 1,672,482 3,174,022 1,356,148 2,668,324 930,068 1,364,513 7,009,138 1,841,973 8,079,341 $ 28,096,009 25,641,498 $ 23,152,782 $ 22,227,877 $ 26,003,595 The 2012 taxable sales generation by jurisdiction in the County, including ranking compared to 2003, is presented in Table 59. Table 59 -Taxable Sales Generation by Jurisdiction in Riverside County for 20121 Taxable Sales (in 000's) % of Total 2012 Rank 2003 Rank $ 4,238,975 15.2% 2 2 2,855,833 10.2% 3 3 2,535,380 9.0% 4 4 1,470,982 5.2% 5 5 1,275,922 4.5% 6 6 1,035,828 3.7% 7 11 955,731 3.4% 8 9 859,861 3.1% 9 8 726,309 2.6% 10 N/A 724,256 2.6% 11 10 710,127 2.5% 12 14 665,409 2.4% 13 13 648,817 2.3% 14 7 622,840 2.2% 15 15 490,881 1.7% 16 N/A 449,121 1.6% 17 N/A 429,119 1.5% 18 12 378,753 1.3% 19 16 334,876 1.2% 20 20 302,053 1.1% 21 18 202,402 0.7% 22 21 169,341 0.6% 23 19 165,579 0.6% 24 17 128,734 0.5% 25 22 122,891 0.4% 26 N/A 87,861 0.3% 27 23 60,894 0.2% 28 24 15,611 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 Jurupa Valley City of Indio City of La Quinta City of Lake Elsinore City of Cathedral City City of Perris 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 Blythe City of Banning City of Desert Hot Springs City of Wildomar 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 22,664,386 5,431,623 80.7% 19.3% 1 1 28,096,009 100.0% $ 558,387,250 Measure A Sales Taxes Measure A is a one-half of one cent transaction and use tax for transportation improvements in Riverside County. The County had an 8.75% sales tax rate including the Measure A rate through June 2011, 7.75% from July 2011 through December 2012, and 8.00% thereafter (Table 60). Table 60 - Direct and Overlapping Sales Tax Rates - Last Five Years Fiscal Year Measure A Direct Rate County of Riverside 2014 0.50% 8.00% 2013 0.50% 8.00% 2012 0.50% 7.75% 2011 0.50% 8.75% 2010 0.50% 8.75% Source: Commission Finance Department and California State Board of Equalization Since the recent economic slowdown, changes have occurred in the economic categories in which the Measure A sales tax was generated (Table 61). General retail and transportation represent the two highest economic categories and approximately 56% of sales taxes generated. Transportation has improved in recent years due to high fuel prices and new auto purchases. Construction, which is comprised of the building materials wholesale and building materials retail segments, is a significant contributor and has shown slight improvement from previous years of declines due to the effects of the recession and housing slowdown. Table 61- Sales Tax by Economic Category Economic Category 2010/4 2011/4 2012/4 2013/4 % of Total % of Total % of Total % of Total General Retail 30.9% 29.9% 29.0% 28.7% Transportation 25.0% 27.1% 27.0% 27.0% Food Products 17.0% 16.4% 16.4% 16.1% Business to Business 14.5% 14.1% 14.7% 14.5% Construction 10.5% 10.5% 10.9% 11.8% Miscellaneous 2.1% 2.0% 2.0% 1.9% 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 2010 the top six economic segments consisted of department stores, service stations, restaurants, auto sales -new, miscellaneous retail, and building materials -wholesale. Over the next three calendar years, auto sales -new and building materials wholesale have improved. Service stations, department stores, and auto sales -new now comprise the top three economic segments. The top six economic segments in 2013 with comparisons to previous years are presented in Table 62. Table 62 - Sales Tax by Economic Segment Top Six Economic Segments (Category) 2010/4 2011/4 2012/4 2013/4 % of Total % of Total % of Total % of Total Service Stations (Transportation) Department Stores (General Retail) Auto Sales - New (Transportation) Restaurants (Food Products) Building Materials - Wholesale (Construction) Miscellaneous Retail (Miscellaneous) 11.6% 12.6% 8.4% 10.7% 5.5% 6.7% 12.9% 11.8% 9.1% 10.3% 6.1% 6.6% 11.9 % 11.2 % 10.0% 10.0% 6.5 % 6.3 % 11.1% 10.8% 10.7% 9.9% 7.3% 6.8% 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: 60/215 East junction HOV lanes connector, SR-74 curve widening, 91/71 connectors, SR-91 corridor improvement project, SR-91 HOV lanes/Adams Street to the 60/91/215 interchange, 1-15 corridor improvement project, 1-215 corridor mobility improvement projects, and Mid County Parkway. State highway maintenance is generally the responsibility of Caltrans. 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, IEOC, and 91 lines. The Commission owns and maintains five Metrolink stations and one transit center located at: ➢ Riverside Downtown Station, 4066 Vine Street, Riverside ➢ La Sierra Station, 10901 Indiana Avenue, Riverside ➢ Pedley Station, 6001 Pedley Road, Riverside ➢ North Main Corona Station, 250 E. Blaine Street, Corona ➢ West Corona Station, 155 S. Auto Center Drive, Corona ➢ Perris Multimodal Transit Center, 121 S. C Street, Perris Motorist Assistance: The Commission provides emergency call boxes and the 1E511 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. Riverside County Transportation Commission SECTION 811.1 APPENDICES Appendix A — Glossary of Acronyms ADA — Americans with Disabilities Act ARRA* — American Recovery and Reinvestment Act AT — Active Transportation BABs — Build America Bonds Bank of America — Bank of America, N.A. Bank of Tokyo — The Bank of Tokyo -Mitsubishi UFJ, Ltd., acting through its New York Branch Bechtel — Bechtel Infrastructure BNSF — Burlington Northern Santa Fe Railroad Board — Board of Commissioners for the Riverside County Transportation Commission CABS — Capitalized Appreciation Bonds CAFR — Comprehensive Annual Financial Report CaIPERS — California Public Employees Retirement System Caltrans — California Department of Transportation CAGTC — Coalition for America's Gateways and Trade Corridors 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 DBE — Disadvantaged Business Enterprise DMV — Department of Motor Vehicles ERP — Enterprise Resource Planning ETC — Employer Transportation Coordinators FHWA* — Federal Highway Administration FITCH — Fitch Ratings FSP — Freeway Service Patrol FTA* — Federal Transit Administration FTE — Full-time Equivalent FTIP — Federal Transportation Improvement Program FY — Fiscal Year GASB — Governmental Accounting Standards Board GFOA — Government Finance Officers Association GPS — Global Positioning System HOV — High Occupancy Vehicle (Carpool Lane) 1 — Interstate 1E511 — Inland Empire 511 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 (FTA Section 5316) JPMorgan — JP Morgan Chase Bank LIBOR — London Interbank Offer Rate LOS — Level of Service LOSSAN — Los Angeles -San Diego -San Luis Obispo, a rail corridor LTF* — Local Transportation Fund 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 MSHCP — Multi -Species Habitat Conservation Plan MSRC — Mobile Source Air Pollution Reduction Review Committee (AB 2766) NEPA — National Environmental Policy Act OA — Obligation Authority OCTA — Orange County Transportation Authority Perris Valley Line — Perris Valley Line Metrolink Extension Project PM — Particulate Matter 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 transit funding category) RCA — Regional Conservation Authority RCTC — Riverside County Transportation Commission RFA — Request for Authorization RIP* — Regional Improvement Program RTA — Riverside Transit Agency RTP — Regional Transportation Plan RTPA — Regional Transportation Planning Agency RZEDBs — Recovery Zone Economic Development Bonds S&P — Standard & Poor's Rating Service SAFE — Service Authority for Freeway Emergencies SAFETEA-LU* — Safe, Accountable, Flexible, Efficient Transportation Equity Act: A Legacy for Users 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 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 SSAB — Salton Sea Air Basin STA* — State Transit Assistance State — State of California 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 TE* — Transportation Enhancements TIFIA* — Transportation Infrastructure Finance and Innovation Act TIGER — Transportation Investment Generating Economic Recovery TIP — Transportation Improvement Plan TUMF* — Transportation/Traffic Uniform Mitigation Fee (Western County/Coachella Valley) Union Bank — Union Bank, N.A. U.S. DOT — United States Department of Transportation Western County — Western area of Riverside County WRCOG — Western Riverside Council of Governments 1989 Measure A* — Original 1/2 cent transportation sales tax measure approved by voters in November 1988 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 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 Range Exempt/Non- Department/Position FTE No. $Minimum $Maximum Exempt ADMINISTRATION Administrative Assistant 3.0 17 $ 3,793 $ 5,120 NE Human Resources Administrator 1.0 45 $ 7,509 $ 10,138 E Office and Board Services Manager 1.0 45 $ 7,509 $ 10,138 E Senior Administrative Assistant 1.0 25 $ 4,610 $ 6,224 NE Senior Office Assistant 1.0 13 $ 3,440 $ 4,644 NE Administration Subtotal: 7.0 CAPITAL PROJECT DEVELOPMENT AND DELIVERY Capital Projects Manager 4.0 53 $ 9,128 $ 11,202 E Facilities Administrator 1.0 45 $ 7,509 $ 10,138 E Project Delivery Director 1.0 67 $ 12,844 $ 17,339 E Project Development Director 1.0 63 $ 11,650 $ 15,727 E Right of Way Manager 1.0 53 $ 9,128 $ 11,202 E Senior Staff Analyst 2.0 43 $ 7,152 $ 9,655 E Staff Analyst 1.0 35 $ 5,884 $ 7,943 E Toll Program Director 1.0 71 $ 14,160 $ 19,116 E Toll Project Manager 2.0 65 $ 12,232 $ 16,513 E Capital Project Development and Delivery Subtotal: 14.0 EXECUTIVE MANAGEMENT Deputy Executive Director 1.0 75 $ 15,611 $ 21,075 E Executive Director 1.0 83 $ 18,976 $ 25,617 E Executive Management Subtotal: 2.0 FINANCE Accounting Assistant 2.0 17 $ 3,793 $ 5,120 NE Accounting Supervisor 1.0 33 $ 5,604 $ 7,565 E Accounting Technician 2.0 25 $ 4,610 $ 6,224 NE Chief Financial Officer 1.0 67 $ 12,844 $ 17,339 E Finance Manager/Controller 1.0 53 $ 9,128 $ 11,202 E Procurement Analyst 1.0 36 $ 6,027 $ 8,137 E Procurement Manager 1.0 53 $ 9,128 $ 12,322 E Finance Subtotal: 9.0 LEGISLATIVE AFFAIRS AND COMMUNICATIONS Community Relations Manager 1.0 45 $ 7,509 $ 10,138 E Government Relations Manager 1.0 51 $ 8,693 $ 11,736 E Legislative Affairs and Communications Subtotal: 2.0 MULTIMODAL SERVICES Commuter and Motorist Assistance Manager 1.0 51 $ 8,693 $ 11,736 E Multimodal Services Director 1.0 63 $ 11,650 $ 15,727 E Staff Analyst 2.0 35 $ 5,884 $ 7,943 E Transit Manager 1.0 51 $ 8,693 $ 11,736 E Multimodal Services Subtotal: 5.0 PLANNING AND PROGRAMMING SERVICES Goods Movement Manager 1.00 51 $ 8,693 $ 11,736 E Planning and Programming Director 1.00 63 $ 11,650 $ 15,727 E Planning and Programming Manager 1.00 51 $ 8,693 $ 11,736 E Senior Staff Analyst 1.00 43 $ 7,152 $ 9,655 E Staff Analyst 1.00 35 $ 5,884 $ 7,943 E Planning and Programming Services Subtotal: 5.00 RAIL MAINTENANCE AND OPERATIONS Rail Manager 1.00 51 $ 8,693 $ 11,736 E Staff Analyst 1.00 35 $ 5,884 $ 7,943 E Rail Maintenance and Operations Subtotal: 2.00 TOTAL AUTHORIZED POSITIONS Administration 7.00 Capital Project Development and Delivery 14.00 Executive Management 2.00 Finance 9.00 Legislative Affairs and Communications 2.00 Multimodal Services 5.00 Planning and Programming Services 5.00 Rail Maintenance and Operations 2.00 Total 46.00 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. Section 5316 funds provided for the development and maintenance of jobs access projects to transport welfare recipients and eligible low-income individuals to and from work during non -peak hours as well as supply reverse commute options for workers in suburban areas. Section 5317 funds made available for new public transportation services and alternatives for people with disabilities beyond the requirements of the ADA of 1990. 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 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 (CTSGP-CTAF), STIP supplement, goods movement (TCIF), SLPP funds, and cities and counties. 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. 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 focuses 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. 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 34 Statement No. 34 issued by the Governmental Accounting Standards Board that was implemented by the Commission in FY 2001/02. GASB 34 established new financial reporting standards for state and local governments. Under the new financial reporting model, governmental financial statements include basic financial statements that present both government -wide and fund financial statements and required supplementary information, including Management's Discussion and Analysis. GASB 45 Statement No. 45, Accounting for Other Postemployment Benefits (OPEB), issued by the Governmental Accounting Standards Board implemented by the Commission in FY 2007/08. GASB 45 requires recognition of postretirement health care costs on an accrual basis over a period approximating the employees' years of service and to provide information about actuarial accrued liabilities associated with these benefits and whether and to what extent progress is being made in funding the plan. 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 Audit An independent appraisal of the diverse operations and controls within a government entity to determine whether acceptable policies and procedures are followed, established standards are met, resources are used efficiently and economically, and the organization's objectives are being achieved. The term covers all forms of appraisal of activities undertaken by auditors working for and within an organization. Internal Control Policies and procedures established to provide reasonable assurance that specific government objectives will be achieved. Joint Venture A legal entity or other organization resulting from a contractual agreement and that is owned, operated, or governed by two or more participants as a separate and specific activity for the benefit of the public or service recipients and in which the government retains an ongoing financial interest or ongoing financial responsibility. The Commission is a member agency of Metrolink. 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; and Local Transportation Fund. 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. AGENDA ITEM 9A " " " R I V E R S I D E C O U N T Y T R A N S P O R T A T I O N C O M M I S S I O N D A T E : J u n e 1 1 , 2 0 1 4 T O : R i v e r s i d e C o u n t y T r a n s p o r t a t i o n C o m m i s s i o n F R O M : M i c h e l e C i s n e r o s , F i n a n c e M a n a g e r / C o n t r o l l e r T H R O U G H : A n n e M a y e r , E x e c u t i v e D i r e c t o r S U B J E C T : Q u a r t e r l y F i n a n c i a l S t a t e m e n t s S T A F F R E C O M M E N D A T I O N : T h i s i t e m i s f o r t h e C o m m i s s i o n t o r e c e i v e a n d f i l e t h e Q u a r t e r l y F i n a n c i a l S t a t e m e n t s f o r t h e n i n e m o n t h s e n d e d M a r c h 3 1 , 2 0 1 4 . B A C K G R O U N D I N F O R M A T I O N : D u r i n g t h e l a s t n i n e m o n t h s o f t h e f i s c a l y e a r , s t a f f m o n i t o r e d t h e r e v e n u e s a n d e x p e n d i t u r e s o f t h e C o m m i s s i o n . T h e a t t a c h e d f i n a n c i a l s t a t e m e n t s p r e s e n t t h e r e v e n u e s a n d e x p e n d i t u r e s f o r t h e n i n e m o n t h s o f t h e f i s c a l y e a r . P e r i o d c l o s i n g a c c r u a l a d j u s t m e n t s a r e n o t i n c l u d e d f o r r e v e n u e s e a r n e d b u t n o t b i l l e d a n d e x p e n d i t u r e s i n c u r r e d f o r g o o d s a n d s e r v i c e s r e c e i v e d b u t n o t y e t i n v o i c e d , a s s u c h a d j u s t m e n t s a r e n o r m a l l y m a d e d u r i n g t h e y e a r - e n d c l o s i n g a c t i v i t i e s . T h e o p e r a t i n g s t a t e m e n t s h o w s t h e s a l e s t a x r e v e n u e s f o r t h e t h i r d q u a r t e r a t 5 6 p e r c e n t o f t h e b u d g e t . T h i s i s a r e s u l t o f G o v e r n m e n t a l A c c o u n t i n g S t a n d a r d s B o a r d ( G A S B ) S t a t e m e n t N o . 3 3 . G A S B 3 3 r e q u i r e s s a l e s t a x r e v e n u e s t o b e a c c r u e d f o r t h e p e r i o d i n w h i c h i t i s c o l l e c t e d a t t h e p o i n t o f s a l e . T h e S t a t e B o a r d o f E q u a l i z a t i o n c o l l e c t s t h e M e a s u r e A f u n d s a n d r e m i t s t h e s e f u n d s t o t h e C o m m i s s i o n a f t e r t h e r e p o r t i n g p e r i o d f o r t h e b u s i n e s s e s . T h i s c r e a t e s a t w o - m o n t h l a g i n t h e r e c e i p t o f r e v e n u e s b y t h e C o m m i s s i o n . A c c o r d i n g l y , t h e s e f i n a n c i a l s t a t e m e n t s r e f l e c t t h e r e v e n u e 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 4 . O n a c a s h b a s i s , t h e M e a s u r e A a n d L o c a l T r a n s p o r t a t i o n F u n d ( L T F ) s a l e s t a x r e v e n u e s a r e 6 . 3 0 p e r c e n t a n d 6 . 8 3 p e r c e n t h i g h e r , r e s p e c t i v e l y , t h a n t h e s a m e p e r i o d l a s t f i s c a l y e a r . A t t h e J a n u a r y 8 C o m m i s s i o n m e e t i n g , s t a f f p r e s e n t e d t h e r e v i s e d F Y 2 0 1 3 / 1 4 r e v e n u e p r o j e c t i o n s a n d i n c r e a s e d t h e M e a s u r e A a n d L T F r e v e n u e s b y $ 1 0 m i l l i o n a n d $ 4 m i l l i o n , r e s p e c t i v e l y . T h e s e i n c r e a s e d p r o j e c t e d r e v e n u e s a r e i n c l u d e d i n t h e s a l e s t a x r e v e n u e s b u d g e t f o r t h i s q u a r t e r l y r e p o r t . S t a t e T r a n s i t A s s i s t a n c e F u n d r e c e i p t s o f $ 3 . 4 m i l l i o n f o r s e c o n d q u a r t e r w e r e r e c e i v e d i n F e b r u a r y 2 0 1 4 . S t a f f w i l l c o n t i n u e t o m o n i t o r t h e t r e n d s i n t h e s a l e s t a x r e c e i p t s a n d r e p o r t t o t h e C o m m i s s i o n a n y n e c e s s a r y a d j u s t m e n t s . 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 r e o n a r e i m b u r s e m e n t b a s i s . T h e C o m m i s s i o n w i l l r e c e i v e t h e s e r e v e n u e s a s e l i g i b l e p r o j e c t c o s t s a r e i n c u r r e d a n d i n v o i c e d t o t h e r e s p e c t i v e a g e n c i e s . A g e n d a I t e m 9 A 4 7 Significant federal and state reimbursements are related to the Perris Valley Line project and State Route 91 Corridor Improvement Project (SR-91 CIP), which reimbursable costs are anticipated to continue through the last quarter of the fiscal year. During the FY 2013/14 budget process the Commission took a conservative approach in estimating the Transportation Uniform Mitigation Fee (TUMF) revenues of $6.3 million passed through from Western Riverside Council of Governments (WRCOG). At the January 8 Commission meeting, staff presented the revised FY 2013/14 revenue projections and increased the TUMF revenues to $12 million. On May 14, the Commission approved a second revised projection of $7.4 million, as reflected in this -quarterly budget report. This represents a decrease of $4.6 million resulting from a slowdown of revenues in FY 2013/14. The,budgeted balance of $423,400 relates to TUMF zone reimbursements from WRCOG for the 74/215 interchange project of which the Commission received $50,708. Staff will invoice WRCOG for TUMF zone reimbursements as eligible expenditures are incurred in the fourth quarter. Other revenues include property management revenues generated from properties acquired in connection with the SR-91 CIP. The Commission took a conservative approach in estimating investment income for FY 2013/14 as a result of flat interest yields on investment balances. The investment losses reflected in the third quarter are related primarily to accrued interest due to sellers of investment securities purchased with SR-91 CIP financing proceeds. These amounts will be offset in future quarters when interest coupon payments are received. A portion of investment income related to the third quarter will be recorded in the fourth quarter. The expenditure categories are in line overall with the expectations of the budget with the following exceptions: • Professional services expenditures are under budget due to unused budget authority for rail and station development planning and SR-91 CIP activity. The unused budget authority will be used as the projects progress; • Support costs are under budget due to unused budget authority for the marketing of new service of the 91 Line commuter trains; • Program operations are under budget due to unused budget authority for SR-91 CIP permit activities. The unused budget authority will be used as the project progresses; • Special studies are under budget due to unused budget authority for project, planning, and monitoring and rail feasibility studies. The Commission will use the authority as the studies are developed; • Local streets and roads expenditures are related to the timing of Measure A sales tax revenues as previously explained. These financial statements reflect expenditures made to the local jurisdictions related to collections through January 2014; Agenda Item 9A 48 " 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 ; a n d " 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 a n d 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 . I n J u l y 2 0 1 3 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 f i n a n c i n g f o r 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 t h e S R - 9 1 C I P . T h e f i n a n c i n g i n c l u d e d t h e i s s u a n c e o f $ 4 6 2 . 2 m i l l i o n i n s a l e s t a x r e v e n u e b o n d s a n d $ 1 7 6 . 7 m i l l i o n i n t o l l r e v e n u e b o n d s , e x e c u t i o n o f a $ 4 2 1 . 1 m i l l i o n f e d e r a l 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 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 , a n d c o n t r i b u t i o n o f $ 1 3 6 . 5 m i l l i o n f r o m t h e C o m m i s s i o n d u r i n g c o n s t r u c t i o n . A p o r t i o n o f t h e 2 0 1 3 S a l e s T a x B o n d s w a s u s e d t o r e t i r e $ 6 0 m i l l i o n o f 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 i t h r e m a i n i n g p r o c e e d s t o b e u s e d t o p a y a p o r t i o n o f t h e c o s t s o f t h e S R - 9 1 C I P ; c a p i t a l i z e d i n t e r e s t o n 2 0 1 3 S a l e s T a x B o n d s t h r o u g h D e c e m b e r 1 , 2 0 1 7 ; a n d c o s t s o f i s s u a n c e f o r t h e 2 0 1 3 S a l e s T a x B o n d s . T h e p r o c e e d s o f t h e 2 0 1 3 T o l l B o n d s w e r e u s e d t o p a y a p o r t i o n o f t h e c o s t s o f t h e S R - 9 1 C I P ; c a p i t a l i z e d i n t e r e s t o n t h e 2 0 1 3 T o l l B o n d s t h r o u g h D e c e m b e r 1 , 2 0 1 7 ; a n d c o s t s o f i s s u a n c e f o r t h e 2 0 1 3 T o l l B o n d s i n a d d i t i o n t o f u n d i n g a d e b t s e r v i c e r e s e r v e o f $ 1 7 . 7 m i l l i o n . T h e T I F I A l o a n w i l l b e u s e d t o p a y e l i g i b l e S R - 9 1 C I P 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 e f o l l o w i n g l i s t d i s c u s s e s t h e s i g n i f i c a n t c a p i t a l p r o j e c t s ( i . e . , t o t a l b u d g e t e d c o s t s i n e x c e s s o f $ 5 m i l l i o n ) a n d r e l a t e d s t a t u s . C a p i t a l p r o j e c t e x p e n d i t u r e s a r e g e n e r a l l y a f f e c t e d b y l a g s i n i n v o i c e s s u b m i t t e d b y c o n t r a c t o r s a n d c o n s u l t a n t s , a s w e l l a s i s s u e s e n c o u n t e r e d d u r i n g c e r t a i n p h a s e s o f t h e p r o j e c t s . T h e c a p i t a l p r o j e c t s b u d g e t s t e n d t o b e b a s e d o n a g g r e s s i v e p r o j e c t s c h e d u l e s . H i R h w a v E n g i n e e r i n g / C o n s t r u c t i o n / D e s i g n - B u i l d / R i g h t o f W a v / L a n d S R - 9 1 H i g h O c c u p a n c y V e h i c l e L a n e s P r o j e c t C a l t r a n s c o m p l e t e d d e s i g n w o r k a n d e x p e n d i t u r e s r e m a i n w i t h i n t h e b u d g e t a u t h o r i t y . U t i l i t y r e l o c a t i o n c o n t i n u e s a n d t h e s u b m i t t a l o f i n v o i c e s f o r e x p e n d i t u r e s i n c u r r e d t o d a t e c o n t i n u e s t o l a g . S t a f f o v e r s e e s r i g h t o f w a y a c q u i s i t i o n , w h i c h h a s b e e n c e r t i f i e d ; o n e a c q u i s i t i o n i s s t i l l p e n d i n g s e t t l e m e n t . C o n s t r u c t i o n b e g a n i n A p r i l 2 0 1 2 a n d i s m a n a g e d b y C a l t r a n s . 7 1 / 9 1 I n t e r c h a n g e P r o j e c t A c o n t r a c t f o r t h e f i n a l d e s i g n c o n s u l t a n t w a s a w a r d e d a t t h e F e b r u a r y 2 0 1 2 C o m m i s s i o n m e e t i n g . N o t i c e t o p r o c e e d ( N T P ) w a s i s s u e d i n M a r c h 2 0 1 2 s t a r t i n g t h e f i n a l d e s i g n p h a s e . F i n a l d e s i g n w a s d e l a y e d d u e t o t h e A r m y C o r p s o f E n g i n e e r s ( A C O E ) r e q u i r e m e n t f o r a n e w e n v i r o n m e n t a l a s s e s s m e n t o n p o t h o l i n g o n f e d e r a l p r o p e r t y . T h e A C O E a l s o r e q u i r e d p r e p a r a t i o n o f a n a d d i t i o n a l e n v i r o n m e n t a l a s s e s s m e n t t o c o v e r p r o j e c t c o n s t r u c t i o n i m p a c t s o n f e d e r a l p r o p e r t y r e s u l t i n g f r o m t h e e a s t b o u n d S R - 9 1 t o A g e n d a I t e m 9 A 4 9 northbound SR-71 flyover connector. Right of way acquisition is expected to begin in the fourth quarter of FY 2013/14 and final design is expected to be completed during the second quarter of FY 2014/15. The project is currently under budget due to the progress of final design. SR-91 CIP (Design -Build) — The Commission completed financing activities for this project including the issuance of sales tax and toll revenue bonds and execution of a TIFIA loan in July 2013. Right of way acquisition work is underway including eminent domain proceedings and is expected to peak in FY 2013/14 and FY 2014/15. A design -build contract was awarded in May 2013, and a limited NTP was issued concurrent with the contract award and included early deliverables and mobilization. Full NTP has been given and the contractor is proceeding. Construction progress is slightly slower than anticipated, therefore, Commission expenditures are less than budgeted. 1-15 Express Lanes —Staff continues to advance the project report and environmental document and is expected to be completed in FY 2015/16. Various methods of project delivery were analyzed in 2013, and ultimately staff received Commission approval in January 2014 to use the design -build method of project delivery and begin planning for the design -build phase of work. 1-215 Central Widening Project from Scott Road to Nuevo Road —The NTP for construction was issued December 10, 2012, with the first working day starting in January 2013. Construction is on schedule. Rail Engineering/Construction/Right of Way/Land Perris Valley Line Project — Final design is complete, and the Federal Transit Administration awarded the Small Starts grant agreement funds. Major outstanding right of way acquisition activity continues for the station and layover facility at south Perris. A lawsuit brought by the Friends of Riverside Hills challenging elements of the California Environmental Quality Act document was settled in July 2013,and recorded in the FY 2012/13 financial statements. The construction contract has been given full NTP and construction has commenced. Attachment: Quarterly Financial Statements — March 2013 Agenda Item 9A 50 " " " R e v e n u e s S a l e s t a x F e d e r a l r e i m b u r s e m e n t s S t a t e r e i m b u r s e m e n t s L o c a l r e i m b u r s e m e n t s T r a n s p o r t a t i o n U n i f o r m M i t i g a t i o n F e e O t h e r r e v e n u e s I n v e s t m e n t i n c o m e ( l o s s e s ) T o t a l r e v e n u e s E x p e n d i t u r e s S a l a r i e s a n d b e n e f i t s P r o f e s s i o n a l a n d s u p p o r t P r o f e s s i o n a l s e r v i c e s S u p p o r t c o s t s T o t a l P r o f e s s i o n a l a n d s u p p o r t c o s t s P r o j e c t s a n d o p e r a t i o n s P r o g r a m o p e r a t i o n s - g e n e r a l E n g i n e e r i n g C o n s t r u c t i o n D e s i g n B u i l d R i g h t o f w a y / l a n d O p e r a t i n g a n d c a p i t a l d i s b u r s e m e n t s S p e c i a l 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 R e g i o n a l a r t e r i a l s T o t a l p r o j e c t s a n d o p e r a t i o n s D e b t s e r v i c e P r i n c i p a l I n t e r e s t C o s t o f i s s u a n c e T o t a l d e b t s e r v i c e C a p i t a l o u t l a y T o t a l E x p e n d i t u r e s E x c e s s r e v e n u e s o v e r ( u n d e r ) e x p e n d i t u r e s O t h e r f i n a n c i n g s o u r c e s / ( u s e s ) O p e r a t i n g t r a n s f e r i n O p e r a t i n g t r a n s f e r o u t T I F I A l o a n p r o c e e d s D e b t p r o c e e d s B o n d p r e m i u m B o n d d i s c o u n t T o t a l f i n a n c i n g s o u r c e s / ( u s e s ) N e t c h a n g e i n f u n d b a l a n c e s F u n d b a l a n c e J u l y 1 , 2 0 1 3 F u n d b a l a n c e M a r c h 3 1 , 2 0 1 4 R I V E R S I D E C O U N T Y T R A N P O R T A T I O N C O M M I S S I O N Q U A R T E R L Y B U D G E T V S A C T U A L 3 R D Q U A R T E R F O R N I N E M O N T H S E N D E D 3 / 3 1 / 2 0 1 4 F Y 2 0 1 3 / 1 4 B U D G E T 3 R D Q U A R T E R A C T U A L $ 2 4 6 , 7 9 8 , 0 0 0 $ 1 3 8 , 2 2 1 , 9 0 4 9 4 , 3 8 9 , 0 0 0 6 , 2 4 1 , 7 6 0 1 3 7 , 8 9 1 , 2 4 1 5 0 , 2 8 0 , 4 3 5 2 , 9 5 4 , 4 0 0 3 7 2 , 3 8 8 7 , 8 2 3 , 4 0 0 4 , 9 9 1 , 8 3 1 5 0 0 , 0 0 0 6 0 1 , 3 6 2 4 , 0 2 6 , 5 0 0 2 , 9 1 9 , 0 2 2 4 9 4 , 3 8 2 , 5 4 1 7 , 9 4 9 , 4 0 0 1 7 , 9 6 6 , 7 0 0 5 , 5 7 1 , 3 0 0 2 0 3 , 6 2 8 , 7 0 2 5 , 4 3 2 , 1 7 6 7 , 9 2 1 , 1 9 8 2 , 5 6 6 , 0 6 3 2 3 , 5 3 8 , 0 0 0 1 0 , 4 8 7 , 2 6 1 2 0 , 1 1 1 , 4 0 0 2 2 , 0 4 3 , 4 0 0 2 3 7 , 8 6 2 , 3 7 4 2 1 7 , 7 5 0 , 0 0 0 1 7 9 , 6 8 2 , 8 0 0 1 2 2 , 7 2 3 , 0 0 0 1 , 0 1 8 , 9 0 0 4 6 , 8 6 5 , 9 0 0 2 7 , 4 7 1 , 0 0 0 7 , 6 1 1 , 8 3 3 6 , 6 2 2 , 1 3 3 4 2 , 0 8 8 , 1 2 9 8 9 , 6 7 9 , 8 9 4 6 3 , 1 3 4 , 3 4 3 7 4 , 4 0 8 , 2 0 8 3 3 , 6 8 6 2 6 , 1 2 5 , 3 8 7 9 , 3 6 7 , 8 9 3 8 7 5 , 5 2 8 , 7 7 4 3 1 9 , 0 7 1 , 5 0 6 8 6 , 1 0 0 , 0 0 0 4 1 , 0 7 5 , 8 0 0 7 , 0 5 1 , 3 0 0 6 0 , 0 0 0 , 0 0 0 1 8 , 7 5 9 , 7 3 5 9 , 9 7 7 , 9 4 0 1 3 4 , 2 2 7 , 1 0 0 8 8 , 7 3 7 , 6 7 5 7 9 2 , 7 0 0 5 2 , 5 5 5 1 , 0 4 2 , 0 3 5 , 9 7 4 4 2 3 , 7 8 1 , 1 7 3 ( 5 4 7 , 6 5 3 , 4 3 3 ) ( 2 2 0 , 1 5 2 , 4 7 1 ) 6 3 7 , 0 1 0 , 5 6 5 ( 6 3 7 , 0 1 0 , 5 6 5 ) 1 1 0 , 0 0 0 , 0 0 0 6 3 2 , 1 5 8 , 0 0 0 6 8 , 6 1 6 , 0 0 0 ( 2 , 4 3 3 , 3 0 0 ) 4 1 0 , 1 0 2 , 2 9 2 ( 4 1 0 , 1 0 2 , 2 9 2 ) 6 3 8 , 8 5 4 , 6 0 2 3 8 , 3 2 8 , 7 7 4 ( 2 , 4 3 3 , 3 1 5 ) 8 0 8 , 3 4 0 , 7 0 0 6 7 4 , 7 5 0 , 0 6 1 2 6 0 , 6 8 7 , 2 6 7 5 9 0 , 8 2 1 , 6 0 0 $ 8 5 1 , 5 0 8 , 8 6 7 4 5 4 , 5 9 7 , 5 9 0 6 2 2 , 1 8 6 , 8 9 5 $ 1 , 0 7 6 , 7 8 4 , 4 8 5 R E M A I N I N G B A L A N C E P E R C E N T U T I L I Z A T I O N $ ( 1 0 8 , 5 7 6 , 0 9 6 ) 5 6 % ( 8 8 , 1 4 7 , 2 4 0 ) 7 % ( 8 7 , 6 1 0 , 8 0 6 ) 3 6 % ( 2 , 5 8 2 , 0 1 2 ) 1 3 � / u ( 2 , 8 3 1 , 5 6 9 ) 6 4 % 1 0 1 , 3 6 2 1 2 0 % ( 1 , 1 0 7 , 4 7 8 ) 7 2 % ( 2 9 0 , 7 5 3 , 8 3 9 ) 4 1 % 2 , 5 1 7 , 2 2 4 6 8 % 1 0 , 0 4 5 , 5 0 2 4 4 % 3 , 0 0 5 , 2 3 7 4 6 % 1 3 , 0 5 0 , 7 3 9 4 5 % 1 2 , 4 9 9 , 5 6 7 3 8 % 1 5 , 4 2 1 , 2 6 7 3 0 % 1 9 5 , 7 7 4 , 2 4 5 1 8 % 1 2 8 , 0 7 0 , 1 0 6 4 1 % 1 1 6 , 5 4 8 , 4 5 7 3 5 % 4 8 , 3 1 4 , 7 9 2 6 1 % 9 8 5 , 2 1 4 3 % 2 0 , 7 4 0 , 5 1 3 5 6 % 1 8 , 1 0 3 , 1 0 7 3 4 % 5 5 6 , 4 5 7 , 2 6 8 3 6 % 2 6 , 1 0 0 , 0 0 0 7 0 % 2 2 , 3 1 6 , 0 6 5 4 6 % ( 2 , 9 2 6 , 6 4 0 ) 1 4 2 % 4 5 , 4 8 9 , 4 2 5 6 6 % 7 4 0 , 1 4 5 7 % 6 1 8 , 2 5 4 , 8 0 1 4 1 % 6 3 0 , 7 4 9 , 4 2 8 4 0 % ( 2 2 6 , 9 0 8 , 2 7 3 ) 6 4 % 2 2 6 , 9 0 8 , 2 7 3 6 4 % ( 1 1 0 , 0 0 0 , 0 0 0 ) N / A 6 , 6 9 6 , 6 0 2 1 0 1 % ( 3 0 , 2 8 7 , 2 2 6 ) 5 6 % ( 1 5 ) 1 0 0 % 1 3 3 , 5 9 0 , 6 3 9 8 3 % 7 6 4 , 3 4 0 , 0 6 7 1 7 4 % 3 1 , 3 6 5 , 2 9 5 1 0 5 % $ 7 9 5 , 7 0 5 , 3 6 2 1 2 6 % 5 1 " " " G E N E R A L F U N D M E A S U R E A S A L E S T A X F S P / W E S T E R N C O A C H E L L A S A F E C O U N T Y V A L L E Y R I V E R S I D E C O U N T Y T R A N S P O R T A T I O N C O M M I S S I O N Q U A R T E R L Y B U D G E T V S A C T U A L S B Y F U N D 3 R D Q U A R T E R F O R N I N E M O N T H S E N D E D 3 / 3 1 / 2 0 1 4 P A L O L O C A L V E R D E T R A N S P O R T A T I O N V A L L E Y F U N D T R A N S P O R T A T I O N S T A T E T R A N S I T U N I F O R M C O M M E R C I A L S A L E S T A X T O L L R E V E N U E C O M B I N E D A S S I S T A N C E M I T I G A T I O N F E E P A P E R B O N D S B O N D S D E B T S E R V I C E T O T A L ( T U M F ) R e v e n u e s S a l e s t a x $ 1 , 9 6 0 , 0 0 0 $ - $ 6 4 , 8 9 2 , 7 2 8 $ 2 0 , 4 1 3 , 2 3 4 $ 6 3 9 , 9 3 4 $ 4 3 , 4 5 1 , 3 2 0 $ 6 , 8 6 4 , 6 8 8 $ - $ - $ $ $ - $ 1 3 8 , 2 2 1 , 9 0 4 F e d e r a l r e i m b u r s e m e n t s 7 , 6 4 1 1 2 2 4 , 8 5 0 , 2 9 7 - - - - - - - - 1 , 3 8 3 , 7 0 0 6 , 2 4 1 , 7 6 0 S t a t e r e i m b u r s e m e n t s 1 5 8 , 7 6 9 2 , 1 7 4 , 7 4 0 4 7 , 9 4 6 , 9 2 6 - - - - - 5 0 , 2 8 0 , 4 3 5 L o c a l r e i m b u r s e m e n t s 1 0 5 , 9 6 8 6 , 1 5 2 2 6 0 , 2 6 8 - - - - - 3 7 2 , 3 8 8 T r a n s p o r t a t i o n U n i f o r m M i t i g a t i o n F e e - - 5 0 , 7 0 8 - 4 , 9 4 1 , 1 2 3 - - - 4 , 9 9 1 , 8 3 1 O t h e r r e v e n u e s 9 , 5 8 0 8 6 2 5 9 0 , 9 2 0 - - - - - - - - - 6 0 1 , 3 6 2 I n v e s t m e n t i n c o m e ( l o s s e s ) 1 7 , 5 3 0 1 1 8 9 9 3 7 2 , 8 9 1 4 6 , 6 9 3 - 1 3 8 , 9 1 2 8 1 , 8 4 0 1 1 1 , 5 2 5 1 , 3 7 0 , 9 7 6 ( 6 7 9 , 4 7 9 ) ( 2 1 , 1 8 8 ) 1 , 4 6 7 , 4 2 3 2 , 9 1 9 , 0 2 2 T o t a l r e v e n u e s 2 , 2 5 9 , 4 8 8 2 , 1 9 3 , 7 7 5 1 1 8 , 9 6 4 , 7 3 8 2 0 , 4 5 9 , 9 2 7 6 3 9 , 9 3 4 4 3 , 5 9 0 , 2 3 2 6 , 9 4 6 , 5 2 8 5 , 0 5 2 , 6 4 8 1 , 3 7 0 , 9 7 6 ( 6 7 9 , 4 7 9 ) ( 2 1 , 1 8 8 ) 2 , 8 5 1 , 1 2 3 2 0 3 , 6 2 8 , 7 0 2 E x p e n d i t u r e s S a l a r i e s a n d b e n e f i t s 3 , 2 2 7 , 7 0 9 8 2 , 1 4 5 1 , 9 3 9 , 5 1 2 1 2 0 - - - 1 8 2 , 6 9 0 - - - 5 , 4 3 2 , 1 7 6 P r o f e s s i o n a l a n d s u p p o r t P r o f e s s i o n a l s e r v i c e s 9 2 2 , 9 4 8 2 4 8 , 8 8 9 5 , 9 2 7 , 6 6 4 1 , 0 6 0 - - 5 2 0 , 6 3 7 3 0 0 , 0 0 0 - - - 7 , 9 2 1 , 1 9 8 S u p p o r t c o s t s 1 , 9 3 3 , 3 2 9 1 8 4 , 2 9 9 4 4 7 , 6 3 0 9 1 - - - 7 1 4 - - - 2 , 5 6 6 , 0 6 3 T o t a l P r o f e s s i o n a l a n d s u p p o r t c o s t s 2 , 8 5 6 , 2 7 7 4 3 3 , 1 8 8 6 , 3 7 5 , 2 9 4 1 , 1 5 1 - - - 5 2 1 , 3 5 1 3 0 0 , 0 0 0 - 1 0 , 4 8 7 , 2 6 1 P r o j e c t s a n d o p e r a t i o n s P r o g r a m o p e r a t i o n s - g e n e r a l 9 9 5 , 0 1 0 1 , 5 4 8 , 1 4 7 4 , 8 0 7 , 2 3 4 1 2 , 9 8 5 - E n g i n e e r i n g 7 5 0 - 4 , 6 9 5 , 2 4 7 - - C o n s t r u c t i o n - 3 3 , 2 5 8 , 2 1 5 - - - D e s i g n B u i l d - 8 9 , 6 7 9 , 8 9 4 R i g h t o f w a y / l a n d - - 5 8 , 0 4 8 , 3 5 7 - - O p e r a t i n g a n d c a p i t a l d i s b u r s e m e n t s 8 , 1 3 2 , 1 1 6 - 3 , 5 9 7 , 6 4 1 3 , 9 1 2 , 7 5 0 S p e c i a l s t u d i e s - - 3 3 , 6 8 6 - L a c a l s t r e e t s a n d r o a d s - 1 8 , 3 4 0 , 8 2 1 7 , 1 4 4 , 6 3 2 6 3 9 , 9 3 4 R e g i o n a l a r t e r i a l s - - - 8 , 7 0 2 , 8 9 3 - T o t a l p r o j e c t s a n d o p e r a t i o n s 9 , 1 2 7 , 8 7 6 1 , 5 4 8 , 1 4 7 2 1 2 , 4 6 1 , 0 9 5 1 9 , 7 7 3 , 2 6 0 D e b t s e r v i c e P r i n c i p a l I n t e r e s t C o s t o f i s s u a n c e T o t a l d e b t s e r v i c e - 2 4 8 , 4 5 7 - - - - 7 , 6 1 1 , 8 3 3 1 , 9 2 6 , 1 3 6 - - - 6 , 6 2 2 , 1 3 3 8 , 8 2 9 , 9 1 4 - - - - 4 2 , 0 8 8 , 1 2 9 - - - - - - 8 9 , 6 7 9 , 8 9 4 5 , 0 8 5 , 9 8 6 - - - - 6 3 , 1 3 4 , 3 4 3 4 5 , 5 7 1 , 4 0 4 1 3 , 1 9 4 , 2 9 7 - - - - 7 4 , 4 0 8 , 2 0 8 3 3 , 6 8 6 - - - - 2 6 , 1 2 5 , 3 8 7 6 6 5 , 0 0 0 - - - - 9 , 3 6 7 , 8 9 3 6 3 9 , 9 3 4 4 5 , 5 7 1 , 4 0 4 1 3 , 1 9 4 , 2 9 7 1 6 , 7 5 5 , 4 9 3 - - - - 3 1 9 , 0 7 1 , 5 0 6 6 0 , 0 0 0 , 0 0 0 - - 6 0 , 0 0 0 , 0 0 0 7 8 9 - - 1 8 , 7 5 8 , 9 4 6 1 8 , 7 5 9 , 7 3 5 - 4 , 1 3 1 , 6 8 5 2 , 9 1 9 , 1 7 0 2 , 9 2 7 , 0 8 5 9 , 9 7 7 , 9 4 0 6 0 , 0 0 0 , 7 8 9 4 , 1 3 1 , 6 8 5 2 , 9 1 9 , 1 7 0 2 1 , 6 8 6 , 0 3 1 8 8 , 7 3 7 6 7 5 C a p i t a l o u t l a y 1 9 , 5 5 4 3 3 , 0 0 1 5 2 , 5 5 5 T o t a l E x p e n d i t u r e s 1 5 , 2 3 1 , 4 1 6 2 , 0 6 3 , 4 8 0 2 2 0 , 8 0 8 , 9 0 2 1 9 , 7 7 4 , 5 3 1 6 3 9 , 9 3 4 4 5 , 5 7 1 , 4 0 4 1 3 , 1 9 4 , 2 9 7 1 7 , 4 5 9 , 5 3 4 6 0 , 3 0 0 , 7 8 9 4 , 1 3 1 , 6 8 5 2 , 9 1 9 , 1 7 0 2 1 , 6 8 6 , 0 3 1 4 2 3 , 7 8 1 , 1 7 3 E x c e s s r e v e n u e s o v e r ( u n d e r ) e x p e n d i t u r e s ( 1 2 , 9 7 1 , 9 2 8 ) 1 3 0 , 2 9 5 ( 1 0 1 , 8 4 4 , 1 6 4 ) 6 8 5 , 3 9 6 ( 1 , 9 8 1 , 1 7 2 ) ( 6 , 2 4 7 , 7 6 9 ) ( 1 2 , 4 0 6 , 8 8 6 ) ( 5 8 , 9 2 9 , 8 1 3 ) ( 4 , 8 1 1 , 1 6 4 ) ( 2 , 9 4 0 , 3 5 8 ) ( 1 8 , 8 3 4 , 9 0 8 ) ( 2 2 0 , 1 5 2 , 4 7 1 ) O t h e r f i n a n c i n g s o u r c e s / ( u s e s ) O p e r a t i n g t r a n s f e r i n 1 0 , 5 5 8 , 0 5 7 9 1 6 , 4 0 0 1 6 9 , 2 2 1 , 8 6 4 - - - 3 , 7 6 6 , 2 2 8 6 0 , 0 0 1 , 9 5 1 - - 1 6 5 , 6 3 7 , 7 9 2 4 1 0 , 1 0 2 , 2 9 2 O p e r a t i n g t r a n s f e r o u t - ( 9 1 6 , 4 0 0 ) ( 1 6 , 3 4 1 , 1 2 9 ) - ( 1 0 , 5 5 8 , 0 5 6 ) - ( 1 , 6 9 0 , 2 8 2 ) ( 5 , 9 2 8 , 2 7 1 ) ( 2 4 9 , 7 4 1 , 7 5 8 ) ( 1 2 3 , 5 4 2 , 6 9 6 ) ( 1 , 3 8 3 , 7 0 0 ) ( 4 1 0 , 1 0 2 , 2 9 2 ) T I F I A l o a n p r o c e e d s - - - - - - - - - - - - D e b t p r o c e e d s - - 4 6 2 , 2 0 0 , 0 0 0 1 7 6 , 6 5 4 , 6 0 2 - 6 3 8 , 8 5 4 , 6 0 2 B o n d p r e m i u m - - 3 8 , 3 2 8 , 7 7 4 - 3 8 , 3 2 8 , 7 7 4 B o n d d i s c o u n t - - - - - - - - ( 2 , 4 3 3 , 3 1 5 ) - ( 2 , 4 3 3 , 3 1 5 ) T o t a l f i n a n c i n g s o u r c e s / ( u s e s ) 1 0 , 5 5 8 , 0 5 7 - 1 5 2 , 8 8 0 , 7 3 5 - - ( 1 0 , 5 5 8 , 0 5 6 ) - 2 , 0 7 5 , 9 4 6 5 4 , 0 7 3 , 6 8 0 2 5 0 , 7 8 7 , 0 1 6 5 0 , 6 7 8 , 5 9 1 1 6 4 , 2 5 4 , 0 9 2 6 7 4 , 7 5 0 , 0 6 1 N e t c h a n g e i n f u n d b a l a n c e s F u n d b a l a n c e J u l y 1 , 2 0 1 3 F u n d b a l a n c e M a r c h 3 1 , 2 0 1 4 ( 2 , 4 1 3 , 8 7 1 ) 1 3 0 , 2 9 5 5 1 , 0 3 6 , 5 7 1 6 8 5 , 3 9 6 - ( 1 2 , 5 3 9 , 2 2 8 ) ( 6 , 2 4 7 , 7 6 9 ) ( 1 0 , 3 3 0 , 9 4 0 ) ( 4 , 8 5 6 , 1 3 3 ) 2 4 5 , 9 7 5 , 8 5 2 4 7 , 7 3 8 , 2 3 3 1 4 5 , 4 1 9 , 1 8 4 4 5 4 , 5 9 7 , 5 9 0 1 2 , 8 4 0 , 3 5 1 7 , 4 8 2 , 0 7 8 2 9 4 , 4 6 4 , 7 2 3 2 7 , 3 5 6 , 2 7 3 5 5 6 1 0 5 , 2 4 2 , 9 5 7 5 5 , 6 9 3 , 4 8 8 6 7 , 3 0 6 , 7 8 9 3 6 , 0 9 7 , 2 0 1 4 , 4 7 7 , 1 1 6 - 1 1 , 2 2 5 , 3 6 3 6 2 2 , 1 8 6 , 8 9 5 $ 1 0 , 4 2 6 , 4 8 0 $ 7 , 6 1 2 , 3 7 3 $ 3 4 5 , 5 0 1 , 2 9 4 $ 2 8 , 0 4 1 , 6 6 9 $ 5 5 6 $ 9 2 , 7 0 3 , 7 2 9 $ 4 9 , 4 4 5 , 7 1 9 $ 5 6 , 9 7 5 , 8 4 9 $ 3 1 , 2 4 1 , 0 6 8 $ 2 5 0 , 4 5 2 , 9 6 8 $ 4 7 , 7 3 8 , 2 3 3 $ 1 5 6 , 6 4 4 , 5 4 7 $ 1 , 0 7 6 , 7 8 4 , 4 8 5 5 2 AGENDA ITEM 9B RIVERSIDE COUNTY TRANSPORTATION COMMISSION DATE: June 11, 2014 TO: Riverside County Transportation Commission FROM: Michele Cisneros, Finance Manager/Controller THROUGH: Anne Mayer, Executive Director SUBJECT: Appropriations Limit for Fiscal Year 2014/15 STAFF RECOMMENDATION: This item is for the Commission to approve Resolution No. 14-020, "Resolution of the Riverside County Transportation Commission Establishing the Commission's Appropriations Limit for Fiscal Year 2014/15". 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 capital personal income and the population change within Riverside County as the factors in determining the appropriations. limit. As required, the adoption of the Commission's FY 2014/15 Appropriations Limit was posted in the local newspaper. Attachments: 1) Resolution No. 14-020 2) California Per Capital Income and Population, Riverside County — California Department of Finance Agenda Item 9B 53 " " R E S O L U T I O N N O . 1 4 - 0 2 0 R E S O L U T I O N O F T H 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 C O M M I S S I O N E S T A B L I S H I N G T H E A N N U A L A P P R O P R I A T I O N S L I M I T F O R F I S C A L Y E A R 2 0 1 4 / 1 5 W H E R E A S , A r t i c l e X I I I B o f t h e C a l i f o r n i a C o n s t i t u t i o n p l a c e s a n a n n u a l l i m i t a t i o n u p o n a p p r o p r i a t i o n s f r o m p r o c e e d s o f t a x e s b y e a c h l o c a l g o v e r n m e n t o f t h e S t a t e o f C a l i f o r n i a ; a n d W H E R E A S , i n 1 9 8 8 , p u r s u a n t t o A r t i c l e X I I I B , s e c t i o n 4 o f t h e C a l i f o r n i a C o n s t i t u t i o n , t h 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 C o m m i s s i o n e s t a b l i s h e d i t s a p p r o p r i a t i o n s l i m i t a t $ 7 5 m i l l i o n f o r f i s c a l y e a r 1 9 8 8 - 1 9 8 9 u n d e r o r d i n a n c e N o . 8 8 - 1 ; a n d W H E R E A S , S e c t i o n 7 9 1 0 o f t h e C a l i f o r n i a G o v e r n m e n t C o d e i m p l e m e n t s A r t i c l e X I I I B o f t h e C a l i f o r n i a C o n s t i t u t i o n b y r e q u i r i n g e a c h l o c a l j u r i s d i c t i o n t o e s t a b l i s h , b y r e s o l u t i o n , i t s a p p r o p r i a t i o n s l i m i t f o r e a c h f i s c a l y e a r a n d t o m a k e t h e d o c u m e n t a t i o n u s e d i n d e t e r m i n i n g t h e a p p r o p r i a t i o n s l i m i t a v a i l a b l e t o t h e p u b l i c f i f t e e n d a y s p r i o r t o a d o p t i o n o f t h e r e s o l u t i o n e s t a b l i s h i n g t h e a p p r o p r i a t i o n s l i m i t ; a n d W H E R E A S , i n a c c o r d a n c e w i t h S e n a t e C o n s t i t u t i o n a l A m e n d m e n t N o . 1 a p p r o v e d b y t h e v o t e r s o f t h e S t a t e e f f e c t i v e J u n e 6 , 1 9 9 0 , b e g i n n i n g w i t h f i s c a l y e a r 1 9 9 0 - 1 9 9 1 a n d f o r e a c h f i s c a l y e a r t h e r e a f t e r , t h e C o m m i s s i o n ' s B o a r d o f C o m m i s s i o n e r s i s r e q u i r e d t o s e l e c t e i t h e r t h e p e r c e n t a g e c h a n g e i n C a l i f o r n i a p e r c a p i t a p e r s o n a l i n c o m e o r t h e p e r c e n t a g e c h a n g e i n t h e l o c a l a s s e s s m e n t r o l l d u e t o t h e a d d i t i o n o f l o c a l n o n - r e s i d e n t i a l c o n s t r u c t i o n , a n d e i t h e r t h e p o p u l a t i o n c h a n g e w i t h i n t h e C o m m i s s i o n o r t h e p o p u l a t i o n c h a n g e w i t h i n R i v e r s i d e C o u n t y , a s t h e t w o f a c t o r s t o b e a p p l i e d i n c a l c u l a t i n g t h e a p p r o p r i a t i o n s l i m i t f o r e a c h f i s c a l y e a r ; a n d W H E R E A S , t h i s B o a r d w i s h e s t o s e l e c t , a s f a c t o r s i n d e t e r m i n i n g t h e C o m m i s s i o n ' s a p p r o p r i a t i o n l i m i t f o r f i s c a l y e a r 2 0 1 4 - 2 0 1 5 t h e p e r c e n t a g e c h a n g e i n C a l i f o r n i a p e r c a p i t a p e r s o n a l i n c o m e a n d a l s o t h e p o p u l a t i o n c h a n g e w i t h i n R i v e r s i d e C o u n t y ; a n d W H E R E A S , t h i s C o m m i s s i o n h a s d o c u m e n t e d i t s c a l c u l a t i o n s o f t h e C o m m i s s i o n ' s a p p r o p r i a t i o n s l i m i t f o r f i s c a l y e a r 2 0 1 4 - 2 0 1 5 a n d s a i d c a l c u l a t i o n s h a v e b e e n m a d e a v a i l a b l e t o t h e p u b l i c a t l e a s t f i f t e e n d a y s p r i o r t o t h e a d o p t i o n o f t h i s r e s o l u t i o n . N O W , T H E R E F O R E , B E I T R E S O L V E D b y t h e B o a r d o f C o m m i s s i o n e r s o f t h 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 C o m m i s s i o n a s f o l l o w s : 1. For fiscal year 2014-2015, 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 2014-2015 are hereby established and determined to be $373,714,246. 3. A copy of the documentation used in the determination of the appropriations limit for fiscal year 2014-2015 shall be affixed hereto and shall be available for public inspection. 4. Pursuant to Section 7910 of the California Government Code, any judicial action or proceeding to attack, review, set aside, void, or annul the establishment of the appropriations limit as set forth herein must be commenced within forty-five days of the adoption of this resolution. ADOPTED this 11th day of June, 2014. Marion Ashley, Chair Riverside County Transportation Commission ATTEST: Jennifer Harmon, Clerk of the Board Riverside County Transportation Commission 55 " " " R I V E R S I D E C O U N T Y T R A N S P O R T A T I O N C O M M I S S I O N 2 0 1 4 - 2 0 1 5 A P P R O P R I A T I O N S L I M I T 2 0 1 3 - 2 0 1 4 A p p r o p r i a t i o n s L i m i t $ 3 7 0 , 4 2 6 , 9 8 8 2 0 1 4 - 2 0 1 5 a d j u s t m e n t : C h a n g e i n C a l i f o r n i a p e r c a p i t a p e r s o n a l i n c o m e = - 0 . 2 3 % C h a n g e i n P o p u l a t i o n , R i v e r s i d e C o u n t y = 1 . 1 2 % P e r C a p i t a l C o s t o f L i v i n g c o n v e r t e d t o a r a t i o : - 0 . 2 3 + 1 0 0 = 0 . 9 9 7 7 1 0 0 P o p u l a t i o n c o n v e r t e d t o a r a t i o : 1 . 1 2 + 1 0 0 = 1 . 0 1 1 2 1 0 0 C a l c u l a t i o n o f f a c t o r f o r F Y 2 0 1 4 - 2 0 1 5 : 0 . 9 9 7 7 x 1 . 0 1 1 2 = 1 . 0 0 8 8 7 4 2 4 $ 3 7 0 , 4 2 6 , 9 8 8 x 1 . 0 0 8 8 7 4 2 4 = $ 3 7 3 , 7 1 4 , 2 4 6 2 0 1 4 - 2 0 1 5 A p p r o p r i a t i o n s L i m i t $ 3 7 3 , 7 1 4 , 2 4 6 S o u r c e : C a l i f o r n i a p e r c a p i t a i n c o m e C a l i f o r n i a D e p a r t m e n t o f F i n a n c e P o p u l a t i o n , R i v e r s i d e C o u n t y C a l i f o r n i a D e p a r t m e n t o f F i n a n c e " " ������ O c s D E P A R T M E N T O F O F F I C E O F T H E D I R E C T O R M a y 2 0 1 4 D e a r F i s c a l O f f i c e r : E D M U N D G . B R O W N J R . " G O V E R N O R S T A T E C A P I T O L �% R O O M 1 1 4 5 �% S A C R A M E N T O C A �% 9 5 5 1 4 - 4 9 9 8 " W W W . D O F . C A . G O V S u b j e c t : P r i c e a n d P o p u l a t i o n I n f o r m a t i o n A p p r o p r i a t i o n s L i m i t T h e C a l i f o r n i a R e v e n u e a n d T a x a t i o n C o d e , s e c t i o n 2 2 2 7 , m a n d a t e s t h e D e p a r t m e n t o f F i n a n c e ( F i n a n c e ) t o t r a n s m i t a n e s t i m a t e o f t h e p e r c e n t a g e c h a n g e i n p o p u l a t i o n t o l o c a l g o v e r n m e n t s . E a c h l o c a l j u r i s d i c t i o n m u s t u s e t h e i r p e r c e n t a g e c h a n g e i n p o p u l a t i o n f a c t o r f o r J a n u a r y 1 , 2 0 1 4 , i n c o n j u n c t i o n w i t h a c h a n g e i n t h e c o s t o f l i v i n g , o r p r i c e f a c t o r , t o c a l c u l a t e t h e i r a p p r o p r i a t i o n s l i m i t f o r f i s c a l y e a r 2 0 1 4 - 1 5 . A t t a c h m e n t A p r o v i d e s t h e c h a n g e i n C a l i f o r n i a ' s p e r c a p i t a p e r s o n a l i n c o m e a n d a n e x a m p l e f o r u t i l i z i n g t h e p r i c e f a c t o r a n d p o p u l a t i o n p e r c e n t a g e c h a n g e f a c t o r t o c a l c u l a t e t h e 2 0 1 4 - 1 5 a p p r o p r i a t i o n s l i m i t . A t t a c h m e n t B p r o v i d e s c i t y a n d u n i n c o r p o r a t e d c o u n t y p o p u l a t i o n p e r c e n t a g e c h a n g e . A t t a c h m e n t C p r o v i d e s p o p u l a t i o n p e r c e n t a g e c h a n g e f o r c o u n t i e s a n d t h e i r s u m m e d i n c o r p o r a t e d a r e a s . T h e p o p u l a t i o n p e r c e n t a g e c h a n g e d a t a e x c l u d e s f e d e r a l a n d s t a t e i n s t i t u t i o n a l i z e d p o p u l a t i o n s a n d m i l i t a r y p o p u l a t i o n s . P o p u l a t i o n P e r c e n t C h a n g e f o r S p e c i a l D i s t r i c t s S o m e s p e c i a l d i s t r i c t s m u s t e s t a b l i s h a n a n n u a l a p p r o p r i a t i o n s l i m i t . C o n s u l t t h e R e v e n u e a n d T a x a t i o n C o d e s e c t i o n 2 2 2 8 f o r f u r t h e r i n f o r m a t i o n r e g a r d i n g t h e a p p r o p r i a t i o n s l i m i t . A r t i c l e X I I I B , s e c t i o n 9 ( C ) , o f t h e S t a t e C o n s t i t u t i o n e x e m p t s c e r t a i n s p e c i a l d i s t r i c t s f r o m t h e a p p r o p r i a t i o n s l i m i t c a l c u l a t i o n m a n d a t e . T h e C o d e a n d t h e C a l i f o r n i a C o n s t i t u t i o n c a n b e a c c e s s e d a t t h e f o l l o w i n g w e b s i t e : h t t p : / / l e g i n f o . l e o i s l a t u r e . c a . g o v / f a c e s / c o d e s . x h t m l . S p e c i a l d i s t r i c t s r e q u i r e d b y l a w t o c a l c u l a t e t h e i r a p p r o p r i a t i o n s l i m i t m u s t p r e s e n t t h e c a l c u l a t i o n a s p a r t o f t h e i r a n n u a l a u d i t . A n y q u e s t i o n s s p e c i a l d i s t r i c t s h a v e o n t h i s i s s u e s h o u l d b e r e f e r r e d t o t h e i r r e s p e c t i v e c o u n t y f o r c l a r i f i c a t i o n , o r t o t h e i r l e g a l r e p r e s e n t a t i o n , o r t o t h e l a w i t s e l f . N o s t a t e a g e n c y r e v i e w s t h e l o c a l a p p r o p r i a t i o n s l i m i t s . P o p u l a t i o n C e r t i f i c a t i o n T h e p o p u l a t i o n c e r t i f i c a t i o n p r o g r a m a p p l i e s o n l y t o c i t i e s a n d c o u n t i e s . R e v e n u e a n d T a x a t i o n C o d e s e c t i o n 1 1 0 0 5 . 6 m a n d a t e s F i n a n c e t o a u t o m a t i c a l l y c e r t i f y a n y p o p u l a t i o n e s t i m a t e t h a t e x c e e d s t h e c u r r e n t c e r t i f i e d p o p u l a t i o n w i t h t h e S t a t e C o n t r o l l e r ' s O f f i c e . F i n a n c e w i l l c e r t i f y t h e h i g h e r e s t i m a t e t o t h e S t a t e C o n t r o l l e r b y J u n e 1 , 2 0 1 4 . P l e a s e N o t e : P r i o r y e a r ' s c i t y p o p u l a t i o n e s t i m a t e s m a y b e r e v i s e d . I f y o u h a v e a n y q u e s t i o n s r e g a r d i n g t h i s d a t a , p l e a s e c o n t a c t t h e D e m o g r a p h i c R e s e a r c h U n i t a t ( 9 1 6 ) 3 2 3 - 4 0 8 6 . M I C H A E L C O H E N D i r e c t o r B y : K E E L Y M . B O S L E R C h i e f D e p u t y D i r e c t o r A t t a c h m e n t 5 7 May 2014 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 2014-15 appropriation limit is: Per Capita Personal Income Fiscal Year (FY) Percentage change over prior year 2014-15 -0.23 B. Following is an example using sample population change and the change in California per capita personal income as growth factors in computing a 2014-15 appropriation limit. 2014-15: Per Capita Cost of Living Change = -0.23 percent Population Change = 0.95 percent Per Capita Cost of Living converted to a ratio: Population converted to a ratio: Calculation of factor for FY 2014-15: -0.23 + 100 = 0.9977 100 0.95 + 100 = 1.0095 100 0.9977 x 1.0095 = 1.0072 58 " F i s c a l Y e a r 2 0 1 4 - 1 5 C o u n t y C i t y R i v e r s i d e B a n n i n g B e a u m o n t B l y t h e C a l i m e s a C a n y o n L a k e C a t h e d r a l C i t y C o a c h e l l a C o r o n a D e s e r t H o t S p r i n g s E a s t v a l e H e m e t I n d i a n W e l l s I n d i o J u r u p a V a l l e y L a k e E l s i n o r e L a Q u i n t a M e n i f e e M o r e n o V a l l e y M u r r i e t a N o r c o P a l m D e s e r t P a l m S p r i n g s P e r r i s R a n c h o M i r a g e R i v e r s i d e S a n J a c i n t o T e m e c u l a W i l d o m a r U n i n c o r p o r a t e d C o u n t y T o t a l A t t a c h m e n t B A n n u a l P e r c e n t C h a n g e i n P o p u l a t i o n M i n u s E x c l u s i o n s ' J a n u a r y 1 , 2 0 1 3 t o J a n u a r y 1 , 2 0 1 4 a n d T o t a l P o p u l a t i o n , J a n u a r y 1 , 2 0 1 4 T o t a l P e r c e n t C h a n g e - - - P o p u l a t i o n M i n u s E x c l u s i o n s - P o p u l a t i o n 2 0 1 3 - 2 0 1 4 1 - 1 - 1 3 1 - 1 - 1 4 1 - 1 - 2 0 1 4 0 . 4 9 3 0 , 1 7 7 3 0 , 3 2 5 3 0 , 3 2 5 2 . 7 4 3 9 , 7 8 7 4 0 , 8 7 6 4 0 , 8 7 6 0 . 5 5 1 3 , 4 5 8 1 3 , 5 3 2 1 8 , 9 9 2 1 . 6 7 8 , 0 9 6 8 , 2 3 1 8 , 2 3 1 0 . 5 1 1 0 , 7 7 1 1 0 , 8 2 6 1 0 , 8 2 6 0 . 4 7 5 2 , 2 9 6 5 2 , 5 4 3 5 2 , 5 9 5 1 . 9 6 4 2 , 7 9 5 4 3 , 6 3 3 4 3 , 6 3 3 1 . 4 5 1 5 6 , 8 6 4 1 5 9 , 1 3 2 1 5 9 , 1 3 2 0 . 6 0 2 7 , 8 3 5 2 8 , 0 0 1 2 8 , 0 0 1 3 . 3 5 5 7 , 2 6 6 5 9 , 1 8 5 5 9 , 1 8 5 0 . 7 9 8 0 , 8 9 9 8 1 , 5 3 7 8 1 , 5 3 7 1 , 0 6 5 , 0 8 3 5 , 1 3 7 5 , 1 3 7 1 . 2 1 8 1 , 4 1 5 8 2 , 3 9 8 8 2 , 3 9 8 0 . 5 2 9 7 , 2 7 2 9 7 , 7 7 4 9 7 , 7 7 4 2 . 3 0 5 5 , 2 9 9 5 6 , 5 7 3 5 6 , 7 1 8 1 . 6 1 3 8 , 4 1 2 3 9 , 0 3 2 3 9 , 0 3 2 1 . 7 0 8 2 , 3 1 4 8 3 , 7 1 6 8 3 , 7 1 6 0 . 5 4 1 9 8 , 1 8 3 1 9 9 , 2 5 8 1 9 9 , 2 5 8 0 . 5 3 1 0 5 , 8 6 0 1 0 6 , 4 2 5 1 0 6 , 4 2 5 0 . 5 3 2 3 , 1 8 9 2 3 , 3 1 1 2 6 , 5 8 2 0 . 9 1 4 9 , 9 6 2 5 0 , 4 1 7 5 0 , 4 1 7 0 , 9 0 4 5 , 7 2 4 4 6 , 1 3 5 4 6 , 1 3 5 1 . 5 8 7 0 , 9 8 3 7 2 , 1 0 3 7 2 , 1 0 3 0 . 5 8 1 7 , 6 4 3 1 7 , 7 4 5 1 7 , 7 4 5 0 . 6 4 3 1 1 , 9 7 6 3 1 3 , 9 7 5 3 1 4 , 0 3 4 . 0 . 7 4 4 5 , 2 2 9 4 5 , 5 6 3 4 5 , 5 6 3 1 . 3 2 1 0 4 , 9 0 7 1 0 6 , 2 8 9 1 0 6 , 2 8 9 1 . 6 2 3 3 , 1 8 2 3 3 , 7 1 8 3 3 , 7 1 8 1 . 2 9 3 5 8 , 5 7 0 3 6 3 , 1 8 6 3 6 3 , 5 9 0 1 . 1 2 2 , 2 4 5 , 4 4 7 2 , 2 7 0 , 5 7 6 2 , 2 7 9 , 9 6 7 � E x c l u s i o n s i n c l u d e r e s i d e n t s o n f e d e r a l m i l i t a r y i n s t a l l a t i o n s a n d g r o u p q u a r t e r s r e s i d e n t s i n s t a t e m e n t a l i n s t i t u t i o n s , s t a t e a n d f e d e r a l c o r r e c t i o n a l i n s t i t u t i o n s a n d v e t e r a n h o m e s . 5 9 AGENDA ITEM 9C " " " R I V E R S I D E C O U N T Y T R A N S P O R T A T I O N C O M M I S S I O N D A T E : J u n e 1 1 , 2 0 1 4 T O : R i v e r s i d e C o u n t y T r a n s p o r t a t i o n C o m m i s s i o n F R O M : M a r l a D y e , P r o c u r e m e n t A n a l y s t M a t t W a l l a c e , P r o c u r e m e n t M a n a g e r T h e r e s i a T r e v i n o , C h i e f F i n a n c i a l O f f i c e r T H R O U G H : A n n e M a y e r , E x e c u t i v e D i r e c t o r S U B J E C T : R e c u r r i n g C o n t r a c t s f o r F i s c a l Y e a r 2 0 1 4 / 1 5 S T A F F R E C O M M E N D A T I O N T h i s i t e m i s f o r t h e C o m m i s s i o n t o : 1 ) A p p r o v e t h e r e c u r r i n g c o n t r a c t s f o r F i s c a l Y e a r 2 0 1 4 / 1 5 ; 2 ) A p p r o v e A g r e e m e n t N o . 0 7 - 3 1 - 1 6 4 - 1 1 , A m e n d m e n t N o . 1 1 t o A g r e e m e n t 0 7 - 3 1 - 1 6 4 - 0 0 , w i t h B e s t B e s t & K r i e g e r L L P ( B B & K ) f o r p r o v i d e g e n e r a l l e g a l s e r v i c e s r e l a t e d t o l i t i g a t i o n i n t h e a m o u n t o f $ 5 5 0 , 0 0 0 , i n c l u d i n g c o n t i n g e n c y o f $ 5 0 , 0 0 0 , f o r a t o t a l a m o u n t n o t t o e x c e e d $ 5 , 5 9 0 , 1 0 0 f o r F Y 2 0 1 3 / 1 4 ; a n d 3 ) A u t h o r i z e t h e C h a i r o r E x e c u t i v e D i r e c t o r , p u r s u a n t t o l e g a l c o u n s e l r e v i e w , t o e x e c u t e t h e a g r e e m e n t s o n b e h a l f o f t h e C o m m i s s i o n . B A C K G R O U N D I N F O R M A T I O N : A s i n p r e v i o u s y e a r s , t h e C o m m i s s i o n a n n u a l l y e v a l u a t e s e x i s t i n g c o n t r a c t s f o r p r o f e s s i o n a l s e r v i c e s t h a t a r e d u e t o e x p i r e w i t h i n t h e n e x t f i s c a l y e a r . T h e s e c o n t r a c t s m a y b e p l a c e d o n t h e c a l e n d a r f o r a n e w p r o c u r e m e n t s o l i c i t a t i o n , a l l o w e d t o e x p i r e b e c a u s e t h e y a r e n o l o n g e r r e q u i r e d , o r i n c l u d e d i n t h e a n n u a l r e c u r r i n g c o n t r a c t s l i s t t h a t i s s u b j e c t t o C o m m i s s i o n a p p r o v a l . M o s t c o n t r a c t s f o r p r o f e s s i o n a l s e r v i c e s a r e s u b j e c t t o a c o m p e t i t i v e p r o c e s s . T h i s y e a r ' s l i s t o f r e c u r r i n g c o n t r a c t s i n c l u d e s c o n s u l t a n t s t h a t a r e p r o v i d i n g u n i q u e o r s p e c i a l i z e d s e r v i c e s a n d w o r k i n g c l o s e l y w i t h s t a f f o n l o n g - t e r m p r o j e c t s . S t a f f d e s i r e s t o r e t a i n a l i m i t e d n u m b e r o f c o n s u l t a n t s o n t h e r e c u r r i n g c o n t r a c t s l i s t b e c a u s e o f t h e c o n s u l t a n t ' s h i s t o r i c a l k n o w l e d g e , u n i q u e e x p e r i e n c e , a n d u n d e r s t a n d i n g o f t h e C o m m i s s i o n a n d s p e c i f i c C o m m i s s i o n p r o j e c t s . U n d e r l i m i t e d c i r c u m s t a n c e s , s t a f f b e l i e v e s i t i s m o r e e f f i c i e n t a n d c o s t e f f e c t i v e t o r e t a i n t h e c o n s u l t a n t s o n t h e r e c u r r i n g c o n t r a c t s l i s t r a t h e r t h a n r e b i d d i n g t h e s e r v i c e s a t t h i s t i m e . A p p r o v a l o f t h e r e c u r r i n g c o n t r a c t s l i s t w i l l a l l o w t h e C o m m i s s i o n t o c o n t i n u e w o r k o n e x i s t i n g p r o j e c t s w i t h o u t i n t e r r u p t i o n s a n d m a i n t a i n c o n s i s t e n c y . T h e l i s t o f p r o p o s e d r e c u r r i n g c o n t r a c t s f o r F Y 2 0 1 4 / 1 5 , f o l l o w e d b y a s u m m a r y f o r e a c h c o n s u l t a n t s u p p o r t i n g i t s i n c l u s i o n o n t h e r e c u r r i n g c o n t r a c t s l i s t i s a s f o l l o w s : A g e n d a I t e m 9 C 6 0 Consultant Name Description of Services Budget FY 2013 14 / Increase (Decrease) ... k� lFY201 15 AMMA Transit Planning (AMMA) Support for administration of Specialized Transit Program under Measure A and federal programs $ 100,000 0 $ 20,000 12{3;0 Bartel Associates, LLC'Martel) Actuarial services 13,000 _ 5a000 „ 2,000 Bazilio Cobb & Associates (BCA) Internal audit services 10,000 10,000: ,. 0 Bechtel Infrastructure (Bechtel) Capital project program management services 8,200,900 .T :, �,� 61 (900) Best,Best & Krieger LLP BB&K General legal services 5,040,100 5` ,900 391,800 Best, Best & Krieger LLP (BB&K) Additional general legal service for FY 2013/14 related to litigation matters 550,000*!'' (550,000) BLX Group LLC (BLX) Arbitrage rebate compliance services 10,000 ' S;f?t?b 5,000 Epic Land Solutions, Inc. (Epic) Support services for property management� of Commission -owned properties and related contracts 637,500 atC. _ 2,000 Fieldman Rolapp & Associates (Fieldman) Financiafadvisory services 400,000 , 00, (150,000) Fulbright & Jaworski, LLP (Fulbright) Disclosure counsel services 125,000 (50,000) Geographics Graphic design for Multimodal Services Department 1,442,000 OW (537,000) Inland Transportation Services (ITS) Commuter Assistance Program management 1,810,000 1;": , t (225,000) McGladrey, LLP Audit services 200,000 20i;' 0 Orrick, Herrington & Sutcliffe LLP (Orrick) Bond Counsel Services 350,000 0 0 � �1 ' 4' (150,000) Ray Gorski Air quality technical assessments 45,000 z� ff„:Yis.„as-t> :,QO$fa (20,000) Total $ 18,933,500 9. ($ 1,262,100) *Relates to staff recommendation to increase FY2013/14 contract amount. 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 updates of the Coordinated Plan including monitoring of federal Jobs Access Reverse Commute and New Agenda Item 9C • • 61 " F r e e d o m g r a n t a w a r d s . A M M A a l s o g u i d e s s t a f f r e g a r d i n g t h e g r a n t a p p l i c a t i o n p r o c e s s f o r 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 S e c t i o n 5 3 1 0 E l d e r l y a n d D i s a b l e d S p e c i a l i z e d T r a n s i t p r o g r a m . A d d i t i o n a l l y , A M M A a d v i s e s s t a f f r e g a r d i n g t h e m a n a g e m e n t o f o p e r a t o r r e p o r t i n g f o r t h e c u r r e n t s p e c i a l i z e d t r a n s i t u n i v e r s a l c a l l f o r p r o j e c t s a n d a s s i s t s i n t h e d e v e l o p m e n t o f t h e a p p l i c a t i o n a n d e l i g i b i l i t y g u i d e l i n e s f o r f u t u r e s p e c i a l i z e d t r a n s i t u n i v e r s a l c a l l f o r p r o j e c t s . B a r t e l A s s o c i a t e s , L L C B a r t e l w a s s e l e c t e d a s t h e C o m m i s s i o n ' s a c t u a r y i n M a r c h 2 0 0 7 , f o l l o w i n g a c o m p e t i t i v e p r o c u r e m e n t p r o c e s s . B a r t e l p r o v i d e s a c t u a r i a l v a l u a t i o n s e r v i c e s f o r p o s t e m p l o y m e n t m e d i c a l b e n e f i t s u n d e r G o v e r n m e n t a l A c c o u n t i n g S t a n d a r d s B o a r d ( G A S B ) S t a t e m e n t N o . 4 5 a n d G A S B S t a t e m e n t N o . 5 7 . A s a p a r t i c i p a n t i n t h e C a l i f o r n i a E m p l o y e r s ' R e t i r e e B e n e f i t T r u s t ( C E R B T ) f o r 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 ( O P E B ) , t h e C o m m i s s i o n i s r e q u i r e d t o o b t a i n v a l u a t i o n s o f s u c h O P E B e v e r y t w o y e a r s . B a r t e l p r e p a r e d t h e C o m m i s s i o n ' s O P E B a c t u a r i a l v a l u a t i o n a s o f J u n e 3 0 , 2 0 1 3 , f o r F Y s 2 0 1 3 / 1 4 2 0 1 4 / 1 5 . A n O P E B a c t u a r i a l v a l u a t i o n a s o f J u n e 3 0 , 2 0 1 5 , f o r F Y s 2 0 1 5 / 1 6 2 0 1 6 / 1 7 w i l l b e r e q u i r e d . B a s e d o n t h e c u r r e n t a n d e v o l v i n g G A S B a n d C E R B T r e q u i r e m e n t s a n d t h e c h a n g e s r e l a t e d t o t h e C a l i f o r n i a P u b l i c E m p l o y e e P e n s i o n R e f o r m A c t o f 2 0 1 3 , s t a f f d e t e r m i n e d i t w o u l d b e m o r e e f f i c i e n t a n d c o s t e f f e c t i v e t o e x t e n d t h e c o n t r a c t f o r a n a d d i t i o n a l o n e - y e a r p e r i o d - t h r o u g h J u n e 3 0 , 2 0 1 5 , r a t h e r t h a n c o n d u c t i n g a c o m p e t i t i v e p r o c u r e m e n t f o r O P E B a c t u a r i a l v a l u a t i o n s e r v i c e s p r i o r t o t h e n e x t v a l u a t i o n . B a z i l i o C o b b & A s s o c i a t e s I n O c t o b e r 2 0 0 7 , t h e C o m m i s s i o n s e l e c t e d T h o m p s o n , C o b b , B a z i l i o & A s s o c i a t e s , P . C . ( n o w B C A ) a s o n e o f t h e f i r m s t o p e r f o r m o n - c a l l i n t e r n a l a u d i t s e r v i c e s , i n c l u d i n g a u d i t s r e l a t e d t o m a n d a t e d p r e - a w a r d a u d i t s a n d c o n t r a c t c l o s e o u t s , a s w e l l a s o t h e r r e v i e w s a n d a s s i s t a n c e o n a n a s n e e d e d b a s i s . T h e a g r e e m e n t , w h i c h t h e t e r m w a s f o r a f i v e - y e a r p e r i o d , w a s e x t e n d e d b y t h e C o m m i s s i o n f o r a n a d d i t i o n a l y e a r a t i t s O c t o b e r 2 0 1 2 m e e t i n g . B C A i s t h e s o l e o n - c a l l i n t e r n a l a u d i t s e r v i c e s f i r m f o r t h e C o m m i s s i o n a t t h i s t i m e , a n d i t h a s p r i m a r i l y p e r f o r m e d t h e p r e a w a r d a n d c l o s e - o u t a u d i t s . W h i l e t h e r e q u i r e m e n t f o r s u c h a u d i t s d e c r e a s e d i n r e c e n t y e a r s b a s e d o n t h e l e v e l o f a c t i v i t y , s t a f f r e c o m m e n d s t h e C o m m i s s i o n r e t a i n B C A t h r o u g h J u n e 3 0 , 2 0 1 5 , s h o u l d t h e n e e d f o r s u c h a u d i t s a r i s e . B C A p e r f o r m e d t h e s e a u d i t s i n a t i m e l y a n d s a t i s f a c t o r y m a n n e r . S t a f f i n t e n d s t o c o n d u c t a c o m p e t i t i v e p r o c u r e m e n t f o r i n t e r n a l a u d i t s e r v i c e s w i t h i n t h e n e x t y e a r . B e c h t e l I n f r a s t r u c t u r e T h e B e c h t e l c o n t r a c t f o r F Y 2 0 1 4 / 1 5 r e f l e c t s a m i n i m a l d e c r e a s e f r o m l a s t y e a r . S e v e r a l o f t h e C o m m i s s i o n ' s l a r g e r p r o j e c t s , i n c l u d i n g t h 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 ( S R - 9 1 C I P ) , P e r r i s V a l l e y L i n e ( P V L ) , a n d w i d e n i n g p r o j e c t s o n t h e I n t e r s t a t e 2 1 5 a r e i n t h e m o r e l a b o r - i n t e n s i v e d e s i g n - b u i l d o r c o n s t r u c t i o n p h a s e s , a n d B e c h t e l c u r r e n t l y i s s t a f f e d t o s u p p o r t t h i s w o r k . B e c h t e l i s c o n t i n u i n g p r o g r a m m a n a g e m e n t a n d c o n s t r u c t i o n m a n a g e m e n t a c t i v i t i e s o f h i g h w a y a n d r a i l p r o j e c t s f o r t h e 2 0 0 9 M e a s u r e A p r o g r a m , a s w e l l a s t h e w r a p u p o f d e l i v e r y f o r t h e r e m a i n i n g p r o j e c t s f o r t h e 1 9 8 9 M e a s u r e A p r o g r a m . B e c h t e l p o s s e s s e s t h e k n o w l e d g e a n d b a c k g r o u n d h i s t o r y o f 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 s , w h i c h i s n e c e s s a r y t o d e l i v e r t h e A g e n d a I t e m 9 C 6 2 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 BB&K contract for FY 2013/14 was approved through the recurring contracts process last year and in an amendment in January 2014 for a total amount not to exceed $5,040,100. The amendment pertained to general legal services related to right of way acquisitions for the SR-91 CIP. In recent months, BB&K represented the Commission in four litigation cases that were tried in court as settlements could not be reached prior to trial. While the outcome of each case was favorable to the Commission, this required significant trial preparation and court time and, in two cases, significant expert witnesses costs. The costs related to these cases approximate $500,000 and were not included in the FY 2013/14 contract. Staff recommends the Commission approve an amendment to increase BB&K's FY 2013/14 contract $550,000, including a contingency of $50,000, related to litigation matters. This results in a total amount not to exceed $5,590,100 for FY 2013/14. Approximately $300,000 of this increase relates to a Transportation Uniform Mitigation Fee (TUMF) regional arterial project and will be reimbursed to the Commission. There is sufficient budget authority in the FY 2013/14 budget; therefore, a budget adjustment is not required. The FY 2014/15 contract for BB&K reflects a net decrease in legal costs compared to the amended FY 2013/14 contract, primarily related to the conclusion of litigation offset by the continued need for specialized legal services for certain projects. 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 TUMf projects. BB&Kalso 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 LLC 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. This includes commercial paper notes and sales tax revenue bonds. 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. Therefore, staff determined it would be more efficient and cost effective to extend the contract for an additional one-year period through June 30, 2015. Furthermore, BLX is affiliated with Orrick, which results in additional efficiencies related to immediate access to bond documents and key staff. The FY 2014/15 costs reflect a $5,000 increase related to the two new debt issues from the SR-91 CIP financing. Agenda Item 9C 63 " " " E p i c L a n d S o l u t i o n s , I n c . D u e t o i t s a c c u m u l a t e d k n o w l e d g e a n d d e v e l o p m e n t o f v a r i o u s p r o p e r t y m a n a g e m e n t p r o j e c t s , r e s o u r c e s , a n d d a t a b a s e s a s s o c i a t e d w i t h t h e m u l t i t u d e 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 b u t n o t l i m i t e d t o t h o s e a l o n g t h e S a n J a c i n t o B r a n c h L i n e , s t a f f d e t e r m i n e d E p i c c a n m o s t e f f i c i e n t l y a n d c o s t e f f e c t i v e l y p r o v i d e p r o p e r t y m a n a g e m e n t s e r v i c e s . T h e s c o p e o f s e r v i c e s f o r F Y 2 0 1 4 / 1 5 i n c l u d e s u p g r a d i n g p r i v a t e u s e a n d u t i l i t y l i c e n s e s t o c u r r e n t C o m m i s s i o n t e r m s ; e v a l u a t i n g f a i r m a r k e t v a l u e o f t h e u s e s o f C o m m i s s i o n - o w n e d p r o p e r t y ; c o o r d i n a t i n g a n d a s s i s t i n g w i t h a c t i v i t i e s r e l a t e d t o t h e i s s u a n c e o f n e w l i c e n s e s ; m a i n t a i n i n g a n d u p d a t i n g a d a t a b a s e t o c a p t u r e a l l o f t h e C o m m i s s i o n ' s p r o p e r t y a n d c o n t r a c t i n f o r m a t i o n ; m a i n t a i n i n g a n d u p d a t i n g m a p p i n g o f a l l C o m m i s s i o n p r o p e r t i e s a n d c o n t r a c t s ; f o l l o w i n g u p o n d e l i n q u e n t r e n t p a y m e n t s ; m o n i t o r i n g c o n t r a c t o r a c t i v i t i e s , o n C o m m i s s i o n p r o p e r t y t o e n s u r e c o m p l i a n c e w i t h r i g h t o f e n t r i e s ; t r a c k i n g i n s u r a n c e c e r t i f i c a t i o n s ; a s s i s t i n g w i t h c o o r d i n a t i n g r e m o v a l o f d e b r i s a n d i l l e g a l o c c u p a n t s ; m a r k e t i n g a n d s e l l i n g e x c e s s l a n d ; a n d r e s o l v i n g c o m p l e x t i t l e i s s u e s . T h e s c o p e o f w o r k t o b e p e r f o r m e d i s l a r g e l y c o n s i s t e n t w i t h t h e p r i o r y e a r w i t h a s l i g h t i n c r e a s e i n o r d e r t o r e s o l v e l o n g - t e r m o u t s t a n d i n g i s s u e s w i t h u t i l i t i e s . F i e l d m a n R o l a p p & A s s o c i a t e s F i e l d m a n w a s s e l e c t e d a s t h e C o m m i s s i o n ' s f i n a n c i a l a d v i s o r i n f a t e 2 0 0 3 , f o l l o w i n g a p r o c u r e m e n t p r o c e s s , a n d p r o v i d e d f i n a n c i a l a d v i s o r y s e r v i c e s o n g e n e r a l f i n a n c e m a t t e r s a n d s p e c i f i c f i n a n c i n g t r a n s a c t i o n s r e l a t e d t o t h e 2 0 0 9 M e a s u r e A p r o g r a m . F i e l d m a n p l a y e d a s i g n i f i c a n t r o l e i n t h e S R - 9 1 C I P f i n a n c i n g a c t i v i t i e s t h a t a c h i e v e d f i n a n c i a l c l o s e i n e a r l y J u l y 2 0 1 3 . F i e l d m a n c o n t i n u e s t o p r o v i d e a d d i t i o n a l s u p p o r t r e l a t e d t o t h e a n n u a l u p d a t e o f t h e f i n a n c i a l m o d e l a n d A n n u a l F i n a n c i a l P l a n r e q u i r e d b y t h e 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 l o a n a g r e e m e n t a s w e l l a s o t h e r i m p l e m e n t a t i o n m a t t e r s r e l a t e d t o t h e S R - 9 1 C I P f i n a n c i n g . F u r t h e r m o r e , t h e 2 0 0 9 v a r i a b l e r a t e s a l e s t a x r e v e n u e b o n d s ( 2 0 0 9 B o n d s ) a n d 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 l i q u i d i t y f a c i l i t i e s w i l l e x p i r e i n S e p t e m b e r a n d O c t o b e r 2 0 1 4 , r e s p e c t i v e l y , a n d t h e C o m m i s s i o n w i l l r e q u i r e f i n a n c i a l a d v i s o r y s e r v i c e s r e g a r d i n g t h e e x t e n s i o n , r e p l a c e m e n t , o r s u b s t i t u t i o n o f t h e t h e s e l i q u i d i t y f a c i l i t i e s . I f e i t h e r o r b o t h o f t h e f a c i l i t i e s a r e r e p l a c e d w i t h a n o t h e r f i n a n c i a l i n s t i t u t i o n o r s u b s t i t u t e d w i t h a n 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 , a f i n a n c i n g t r a n s a c t i o n m a y b e n e c e s s a r y . B a s e d o n f i n a n c i n g a c t i v i t i e s i n p r o g r e s s a n d a n t i c i p a t e d t h r o u g h F Y 2 0 1 4 / 1 5 , a s w e l l a s F i e l d m a n ' s k n o w l e d g e a n d u n d e r s t a n d i n g o f t h e C o m m i s s i o n , s t a f f d e t e r m i n e d i t w o u l d b e m o r e e f f i c i e n t a n d c o s t - e f f e c t i v e f o r c o n t i n u i t y p u r p o s e s t o r e t a i n F i e l d m a n . F i n a n c i a l a d v i s o r y s e r v i c e s a r e e x p e c t e d t o b e l o w e r t h a n t h e F Y 2 0 1 3 / 1 4 b u d g e t , w h i c h i n c l u d e d t h e S R - 9 1 C I P f i n a n c i n g . F u l b r i e h t & J a w o r s k i , L L P I n J u l y 2 0 0 9 , t h e C o m m i s s i o n a w a r d e d a p r o f e s s i o n a l s e r v i c e s a g r e e m e n t t o F u l b r i g h t f o r d i s c l o s u r e + c o u n s e l s e r v i c e s i n c o n n e c t i o n w i t h t h e C o m m i s s i o n ' s 2 0 0 9 B o n d i s s u a n c e . T h e a g r e e m e n t h a s b e e n p e r i o d i c a l l y a m e n d e d f o r t h e C o m m i s s i o n ' s s u b s e q u e n t d e b t t r a n s a c t i o n s , i n c l u d i n g t h e f i n a n c i n g f o r t h e S R - 9 1 C I P . S t a f f h a s b e e n s a t i s f i e d w i t h F u l b r i g h t ' s h i g h l e v e l o f s e r v i c e a n d r e c o m m e n d s F u l b r i g h t ' s a g r e e m e n t b e a m e n d e d t o i n c l u d e d i s c l o s u r e c o u n s e l s e r v i c e s t h a t m a y b e r e q u i r e d i f t h e 2 0 0 9 B o n d s a n d c o m m e r c i a l p a p e r p r o g r a m l i q u i d i t y A g e n d a I t e m 9 C 6 4 facilities are replaced with another financial institution or substituted with an alternative financing structure. Any costs incurred would be less than the FY 2013/14 budget, which included the SR-91 CIP financing. Geographics Upon the completion of a competitive procurement process in December 2006, Geographics was awarded a professional services contract to support the Commission with the provision of graphic design and communications services, including but not limited to advertising design and production, website development, collateral and publication design, and media buys. These services are especially critical as it relates to multimodal services programs for commuter assistance, motorist assistance, rail, and, transit that account for a significant portion of the Commission's outreach. Currently, the Commission's Commuter Assistance Program is repositioning its outreach efforts under the 1E511 'umbrella. This rebranding effort will help strengthen the 1E511 brand and rideshare program awareness while reducing overall marketing costs moving forward. As architect of the rebrand, Geographics is uniquely able to advance the Commission's goals for this program to completion. Based on these required services and its support of other multimodal programs, Geographics' services are critical to the delivery of these programs. Geographics' contract for FY 2014/15 reflects a reduction in the level of expenditures due to the completion of several projects and overall reduction in media buys. As the Commission manages both the Riverside and San Bernardino Counties Commuter Assistance and 1E511 programs, San Bernardino Associated Governments (SANBAG) will reimburse the Commission for all costs associated with the San Bernardino County programs. Inland Transportation Services Inland Transportation Services (ITS) was selected by the Commission to provide Commuter Assistance Program management services following a procurement process in FY 1999/00 and again in FY 2008/09. In both procurements, ITS was the only responsive and responsible firm to submit a proposal. Services provided by ITS include, but are not limited to, employer outreach and support, transportation surveys, ridematching assistance, fulfillment of commuter incentives and marketing materials, employer events, and guaranteed ride home administration. These services provide the Commission with an effective and comprehensive transportation demand management strategy to help extract more efficient operation out of the county's transportation system. Under the administration of the Commission, these services are replicated to provide an identical commuter assistance program for SANBAG. This model maximizes program efficiencies and outreach while delivering an Inland Empire based suite of programs and services to both Riverside and San Bernardino County employers and residents. SANBAG reimburses the Commission for services benefitting San Bernardino County, which equates to approximately half of the total contract value. Agenda Item 9C 65 " " " M c G l a d r e y , L L P I n M a r c h 2 0 0 8 , f o l l o w i n g a p r o c u r e m e n t p r o c e s s , M c G l a d r e y w a s a w a r d e d a p r o f e s s i o n a l s e r v i c e s a g r e e m e n t t o p e r f o r m t h e C o m m i s s i o n ' s a n n u a l a u d i t s f o r a f i v e - y e a r p e r i o d t h a t c o n c l u d e d w i t h t h e c o m p l e t i o n o f t h e F Y 2 0 1 1 / 1 2 a u d i t i n N o v e m b e r 2 0 1 2 . T h e a u d i t c o n t r a c t w i t h M c G l a d r e y h a s s u b s e q u e n t l y b e e n e x t e n d e d t w i c e t h r o u g h t h e r e c u r r i n g c o n t r a c t s p r o c e s s d u e t o s i g n i f i c a n t c h a n g e s t o 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 r e p o r t i n g a s a r e s u l t o f t h e S R - 9 1 C I P f i n a n c i n g a s w e l l a s t o t h e a c c o u n t i n g a c t i v i t i e s r e l a t e d t o t h e t o l l o p e r a t i o n s t h a t w i l l c o m m e n c e i n F Y 2 0 1 6 / 1 7 . I n F Y 2 0 1 4 / 1 5 , t h e C o m m i s s i o n w i l l b e r e q u i r e d t o i m p l e m e n t G A S B S t a t e m e n t N o . 6 8 r e l a t e d t o p e n s i o n a c c o u n t i n g a n d r e p o r t i n g ; f i n a n c e s t a f f w i l l b e g i n p l a n n i n g f o r s u c h i m p l e m e n t a t i o n i n J u n e 2 0 1 4 . T h e C o m m i s s i o n ' s d e b t i n d e n t u r e s a n d a g r e e m e n t s r e q u i r e t h e C o m m i s s i o n t o o b t a i n a r e p o r t a n d o p i n i o n o f a n a t i o n a l l y r e c o g n i z e d p u b l i c a c c o u n t i n g f i r m , s u c h a s M c G l a d r e y . B a s e d o n M c G l a d r e y ' s k n o w l e d g e a n d u n d e r s t a n d i n g o f t h e C o m m i s s i o n ' s o p e r a t i o n s , p r o g r a m s , a n d f i n a n c i n g s , s t a f f r e c o m m e n d s r e t a i n i n g M c G l a d r e y f o r a n a d d i t i o n a l a u d i t f o r F Y 2 0 1 3 / 1 4 t h r o u g h D e c e m b e r 2 0 1 4 , a s w e l l a s p r o v i d e c o n s u l t i n g s e r v i c e s a n d a s s i s t a n c e r e g a r d i n g 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 c h a n g e s t h a t w i l l b e n e c e s s a r y a s a r e s u l t o f t h e S R - 9 1 C I P , c o m m e n c e m e n t o f t o l l o p e r a t i o n s , a n d i m p l e m e n t a t i o n o f G A S B S t a t e m e n t N o . 6 8 . O r r i c k , H e r r i n g t o n & S u t c l i f f e L L P O r r i c k w a s s e l e c t e d a s b o n d c o u n s e l i n l a t e 2 0 0 4 , f o l l o w i n g a c o m p e t i t i v e p r o c u r e m e n t p r o c e s s a n d p r o v i d e d b o n d c o u n s e l s e r v i c e s i n c o n n e c t i o n w i t h t h e f i n a n c i n g s a n d o t h e r m a t t e r s r e l a t e d t o t h e 2 0 0 9 M e a s u r e A p r o g r a m , i n c l u d i n g t h e S R - 9 1 C I P . O r r i c k h a s a h i g h l e v e l u n d e r s t a n d i n g o f t h e C o m m i s s i o n ' s 2 0 0 9 M e a s u r e A p r o g r a m a n d r e l a t e d f i n a n c i n g s a n d c o m p l e x 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 . I t a l s o h a s s i g n i f i c a n t e x p e r i e n c e 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 , e s p e c i a l l y s e l f - h e l p c o u n t i e s . A c c o r d i n g l y , s t a f f d e t e r m i n e d i t w o u l d b e m o r e e f f i c i e n t a n d c o s t - e f f e c t i v e t o c o n t i n u e t o r e t a i n O r r i c k i n c o n n e c t i o n w i t h t h e e x t e n s i o n , r e p l a c e m e n t , o r s u b s t i t u t i o n o f t h e l i q u i d i t y f a c i l i t i e s t h a t s u p p o r t 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 t h e 2 0 0 9 B o n d s . R a y G o r s k i R a y G o r s k i p r o v i d e s a i r q u a l i t y t e c h n i c a l a s s e s s m e n t s , o n a n a s n e e d e d b a s i s , f o r t h e C o m m i s s i o n ' s C o n g e s t i o n M i t i g a t i o n a n d A i r Q u a l i t y a n d / o r o t h e r f u n d e d p r o j e c t s t h a t r e q u i r e a i r q u a l i t y a s s e s s m e n t s . M r . G o r s k i i s a k n o w n e x p e r t i n t h e f i e l d o f e m i s s i o n s m o d e l s t h a t a r e d e v e l o p e d b y t h e E n v i r o n m e n t a l P r o t e c t i o n A g e n c y a n d 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 . M r . G o r s k i ' s a i r q u a l i t y a s s e s s m e n t s / r e p o r t s h a v e n e v e r b e e n q u e s t i o n e d o r c h a l l e n g e d b y C a l t r a n s o r F e d e r a l H i g h w a y A d m i n i s t r a t i o n , w h i c h i s a t e s t a m e n t t o h i s e x p e r t r e p u t a t i o n . M r . G o r s k i ' s s e r v i c e s a r e i n v a l u a b l e t o t h e C o m m i s s i o n d u r i n g t h e c a l l f o r p r o j e c t s e v a l u a t i o n s , a s h e p r o v i d e s h i s e x p e r t i s e f o r c a l c u l a t i n g t h e a i r q u a l i t y b e n e f i t s t h a t i n t u r n e n a b l e s t h e C o m m i s s i o n t o m a k e f u n d i n g r e c o m m e n d a t i o n s b a s e d o n t h e f u n d i n g c r i t e r i a . H e i s e x t r e m e l y r e s p o n s i v e t o t h e C o m m i s s i o n ' s t i m e l i n e s a n d a l w a y s p r o v i d e s t h e C o m m i s s i o n w i t h t h o r o u g h r e p o r t s . S t a f f r e c o m m e n d s e x t e n d i n g M r . G o r s k i ' s c o n s u l t a n t s e r v i c e s t h a t e n h a n c e t h e C o m m i s s i o n ' s a b i l i t y t o r e c e i v e t h e r e q u i r e d f u n d i n g a p p r o v a l s w i t h o u t a n y i s s u e s o r d e l a y s . A g e n d a I t e m 9 C 6 6 Financial Information In Fiscal Year Budget: Yes Yes Year: FY 2013/14 FY 2014/15 Amount: $ 550,000 $17,671,400 Source of Funds: Measure A, TDA, TUMF, FSP, SAFE Fees, Interest, and Other Reimbursements Budget Adjustment: No N/A GLA/Project Accounting No.: Various Fiscal Procedures Approved: \)/X1444441,n� Date: 05/21/14 Agenda Item 9C 67 AGENDA ITEM 9D " " R I V E R S I D E C O U N T Y T R A N S P O R T A T I O N C O M M I S S I O N D A T E : J u n e 1 1 , 2 0 1 4 T O : R i v e r s i d e C o u n t y T r a n s p o r t a t i o n C o m m i s s i o n F R O M : M e g a n K a v a n d , A c c o u n t i n g T e c h n i c i a n A n n e H a l l b e r g , A c c o u n t i n g S u p e r v i s o r T h e r e s i a T r e v i n o , C h i e f F i n a n c i a l O f f i c e r T H R O U G H : A n n e M a y e r , E x e c u t i v e D i r e c t o r S U B J E C T : Q u a r t e r l y I n v e s t m e n t R e p o r t S T A F F R E C O M M E N D A T I O N : T h i s i t e m i s f o r t h e C o m m i s s i o n t o r e c e i v e a n d f i l e t h e Q u a r t e r l y I n v e s t m e n t R e p o r t f o r t h e q u a r t e r e n d e d M a r c h 3 1 , 2 0 1 4 . B A C K G R O U N D I N F O R M A T I O N : F o r t h e p a s t f e w y e a r s a n d a s a r e s u l t o f a l o w i n t e r e s t r a t e e n v i r o n m e n t , t h e C o m m i s s i o n ' s q u a r t e r l y i n v e s t m e n t r e p o r t s r e f l e c t e d i n v e s t m e n t s p r i m a r i l y c o n c e n t r a t e d i n t h e R i v e r s i d e C o u n t y P o o l e d I n v e s t m e n t F u n d . O t h e r i n v e s t m e n t s i n c l u d e d t h e s t a t e L o c a l A g e n c y I n v e s t m e n t F u n d a n d m u t u a l f u n d s . I n c o n n e c t i o n w i t h t h e i s s u a n c e o f s a l e s t a x r e v e n u e b o n d s a n d t o l l r e v e n u e b o n d s a n d t h e e x e c u t i o n o f 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 f o r t h 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 ( S R - 9 1 C I P ) , t h e C o m m i s s i o n a n t i c i p a t e d t h e n e e d t o e n g a g e a n i n v e s t m e n t m a n a g e r f o r t h e b o n d p r o c e e d s a n d o t h e r r e q u i r e d f u n d s . A d d i t i o n a l l y , t h e C o m m i s s i o n d e s i r e d t o e n g a g e a n i n v e s t m e n t m a n a g e r t o p r o v i d e i n v e s t m e n t a d v i s o r y a n d m a n a g e m e n t s e r v i c e s r e l a t e d t o t h e C o m m i s s i o n ' s o p e r a t i n g f u n d s . A c c o r d i n g l y , a t i t s M a y 2 0 1 3 m e e t i n g , t h e C o m m i s s i o n a w a r d e d t w o i n v e s t m e n t m a n a g e m e n t s e r v i c e s a g r e e m e n t s t o L o g a n C i r c l e P a r t n e r s , L . P . ( L o g a n ) f o r S R - 9 1 C I P f u n d s a n d t o P a y d e n & R y g e l I n v e s t m e n t M a n a g e m e n t ( P a y d e n & R y g e l ) f o r C o m m i s s i o n o p e r a t i n g f u n d s . L o g a n i n v e s t e d t h e S R - 9 1 C I P d e b t p r o c e e d s d u r i n g t h e f i r s t q u a r t e r o f F Y 2 0 1 3 / 1 4 i n t h e S h o r t - T e r m A c t i v e l y M a n a g e d P r o g r a m ( S T A M P ) . S i n c e m o s t o f t h e f i r s t q u a r t e r a c t i v i t y c o n c e n t r a t e d i n t h e i n v e s t m e n t a n d a c c o u n t i n g f o r t h e S R - 9 1 C I P f i n a n c i n g , P a y d e n & P y g e l h a s n o t b e e n a u t h o r i z e d t o m a k e s p e c i f i c i n v e s t m e n t s f o r t h e C o m m i s s i o n ' s o p e r a t i n g f u n d s . T h e q u a r t e r l y i n v e s t m e n t r e p o r t f o r t h e t h i r d q u a r t e r o f F Y 2 0 1 3 / 1 4 , a s r e q u i r e d b y s t a t e l a w a n d C o m m i s s i o n p o l i c y r e f l e c t s t h e i n c r e a s e d i n v e s t m e n t a c t i v i t i e s r e s u l t i n g f r o m t h e S R - 9 1 C I P . T h e q u a r t e r l y i n v e s t m e n t r e p o r t i n c l u d e s t h e f o l l o w i n g i n f o r m a t i o n : A g e n d a I t e m 9 D 6 8 " I n v e s t m e n t P o r t f o l i o R e p o r t " S T A M P P o r t f o l i o b y I n v e s t m e n t C a t e g o r y " S T A M P P o r t f o l i o b y A c c o u n t " S T A M P P o r t f o l i o T r a n s a c t i o n R e p o r t b y A c c o u n t " S T A M P P o r t f o l i o S u m m a r y o f i n v e s t m e n t b y c r e d i t r a t i n g , i n d u s t r y g r o u p , a s s e t c l a s s , s e c u r i t y t y p e a n d m a r k e t s e c t o r " S T A M P P o r t f o l i o T o l l R e v e n u e P r o j e c t S e n i o r L i e n F u n d S u m m a r y o f i n v e s t m e n t b y c r e d i t r a t i n g , i n d u s t r y g r o u p , a s s e t c l a s s , s e c u r i t y t y p e a n d m a r k e t s e c t o r " S T A M P P o r t f o l i o T o l l R e v e n u e P r o j e c t S a l e s T a x R e v e n u e F u n d S u m m a r y o f i n v e s t m e n t b y c r e d i t r a t i n g , i n d u s t r y g r o u p , a s s e t c l a s s , s e c u r i t y t y p e a n d m a r k e t s e c t o r " S T A M P P o r t f o l i o T o l l R e v e n u e S e r i e s A & S e r i e s B R e s e r v e F u n d S u m m a r y o f i n v e s t m e n t b y c r e d i t r a t i n g , i n d u s t r y g r o u p , a s s e t c l a s s , s e c u r i t y t y p e a n d m a r k e t s e c t o r " S T A M P P o r t f o l i o T o l l R e v e n u e P r o j e c t C a p i t a l i z e d I n t e r e s t F u n d S u m m a r y o f i n v e s t m e n t b y c r e d i t r a t i n g , i n d u s t r y g r o u p , a s s e t c l a s s , s e c u r i t y t y p e a n d m a r k e t s e c t o r " S T A M P P o r t f o l i o S a l e s T a x R e v e n u e C a p i t a l i z e d I n t e r e s t F u n d S u m m a r y o f i n v e s t m e n t b y c r e d i t r a t i n g , i n d u s t r y g r o u p , a s s e t c l a s s , s e c u r i t y t y p e a n d m a r k e t s e c t o r " C o u n t y o f R i v e r s i d e I n v e s t m e n t R e p o r t f o r t h e Q u a r t e r E n d e d M a r c h 3 1 , 2 0 1 3 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 i n c o m p l i a n c e w i t h 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 a d o p t e d J u n e 7 , 2 0 1 2 . A d d i t i o n a l l y , t h e C o m m i s s i o n h a s a d e q u a t e c a s h f l o w s f o r t h e n e x t s i x m o n t h s . A t t a c h m e n t s : 1 ) I n v e s t m e n t P o r t f o l i o R e p o r t 2 ) S T A M P P o r t f o l i o b y I n v e s t m e n t C a t e g o r y 3 ) S T A M P P o r t f o l i o b y A c c o u n t 4 ) S T A M P P o r t f o l i o T r a n s a c t i o n R e p o r t b y A c c o u n t 5 ) S T A M P P o r t f o l i o S u m m a r y o f I n v e s t m e n t s 6 ) S T A M P P o r t f o l i o T o l l R e v e n u e P r o j e c t S e n i o r L i e n F u n d S u m m a r y o f I n v e s t m e n t s 7 ) S T A M P P o r t f o l i o T o l l R e v e n u e P r o j e c t S a l e s T a x R e v e n u e F u n d S u m m a r y o f I n v e s t m e n t s 8 ) S T A M P P o r t f o l i o T o l l R e v e n u e S e r i e s A & S e r i e s B R e s e r v e F u n d S u m m a r y o f I n v e s t m e n t s 9 ) S T A M P P o r t f o l i o T o l l R e v e n u e P r o j e c t C a p i t a l i z e d I n t e r e s t F u n d S u m m a r y o f I n v e s t m e n t s 1 0 ) S T A M P P o r t f o l i o S a l e s T a x R e v e n u e C a p i t a l i z e d I n t e r e s t F u n d S u m m a r y o f I n v e s t m e n t s 1 1 ) C o u n t y o f R i v e r s i d e I n v e s t m e n t R e p o r t A g e n d a I t e m 9 D 6 9 " " " R i v e r s i d e C o u n t y T r a n s p o r t a t i o n C o m m i s s i o n I n v e s t m e n t P o r t f o l i o R e p o r t P e r i o d E n d e d : M a r c h 3 1 , 2 0 1 4 A T T A C H M E N T 1 R A T I N G C O U P O N P A R P U R C H A S E M A T U R I T Y Y I E L D T O P U R C H A S E M A R K E T U N R E A L I Z E D F A I R V A L U E M O O D Y S / F I T C H / S & P R A T E V A L U E D A T E D A T E M A T U R I T Y C O S T V A L U E G A I N ( L O S S ) O P E R A T I N G F U N D S C i t y N a t i o n a l B a n k D e p o s i t s 3 9 , 3 0 9 , 6 8 3 A 3 / B B B + N / A N / A C o u n t y T r e a s u r e r s P o o l e d I n v e s t m e n t F u n d 4 1 6 , 5 8 9 , 7 3 3 A a a - b f / A A A N 1 N / A 0 . 3 9 % L o c a l A g e n c y I n v e s t m e n t F u n d ( L A I F ) 3 , 6 2 5 , 1 9 4 N o t R a t e d N / A N / A S u b t o t a l O p e r a t i n g F u n d s 4 5 9 , 5 2 4 , 6 1 0 F U N D S H E L D I N T R U S T C o u n t y T r e a s u r e r s P o o l e d I n v e s t m e n t F u n d : L o c a l T r a n s p o r t a t i o n F u n d 9 2 , 9 5 5 , 9 5 6 A a a - b f / A A A N 1 N / A 0 . 3 9 % S u b t o t a l F u n d s H e l d i n T r u s t 9 2 , 9 5 5 , 9 5 6 C O M M I S S I O N M A N A G E D P O R T F O L I O U S B a n k M o n e y M a r k e t F i r s t A m e r i c a n G o v e r n m e n t O b l i g a t i o n F u n d 9 , 6 5 4 , 6 2 1 A a a - b f / A A A N 1 N / A N / A C o s t o f I s s u a n c e F u n d B N Y M e l l o n M o n e y M a r k e t - S u b t o t a l C o m m i s s i o n M a n a g e d P o r t f o l i o 9 , 6 5 4 , 6 2 2 S T A M P P O R T F O L I O f o r 9 1 C I P T o l l R e v e n u e P r o j e c t S e n i o r L i e n F u n d 4 7 , 7 3 8 , 2 3 4 S e e a t t a c h e d r e p o r t f o r d e t a i l s T o l l R e v e n u e P r o j e c t S a l e s T a x R e v e n u e F u n d 2 4 5 , 8 0 5 , 5 6 1 S e e a t t a c h e d r e p o r t f o r d e t a i l s S e r i e s A & S e r i e s B R e s e r v e F u n d 1 7 , 8 4 8 , 1 4 6 S e e a t t a c h e d r e p o r t f o r d e t a i l s T o l l R e v e n u e P r o j e c t C a p i t a l i z e d I n t e r e s t F u n d 2 8 , 8 3 5 , 0 7 2 S e e a t t a c h e d r e p o r t f o r d e t a i l s S a l e s T a x R e v e n u e C a p i t a l i z e d I n t e r e s t F u n d 9 4 , 7 3 0 , 3 2 5 S e e a t t a c h e d r e p o r t f o r d e t a i l s S u b t o t a l S T A M P P o r t f o l i o T O T A L A l l C a s h a n d I n v e s t m e n t s - $ 9 9 7 , 0 9 2 , 5 2 5 4 3 4 , 9 5 7 , 3 3 7 5 0 0 , 0 0 0 , 0 0 0 4 5 0 , 0 0 0 , 0 0 0 4 0 0 , 0 0 0 , 0 0 0 3 5 0 , 0 0 0 , 0 0 0 I 3 0 0 , 0 0 0 , 0 0 0 2 5 0 , 0 0 0 , 0 0 0 i 2 0 0 , 0 0 0 , 0 0 0 I 1 5 0 , 0 0 0 , 0 0 0 i 1 0 0 , 0 0 0 , 0 0 0 5 0 , 0 0 0 , 0 0 0 N a t u r e o f I n v e s t m e n t s �% S T A M P P o r t f o l i o f o r 9 1 C I P R e s e r v e �% S T A M P P o r t f o l i o f o r 9 1 C I P P r o j e c t F u n d j �% S T A M P P o r t f o l i o f o r 9 1 C I P C a p i t a l i z e d I I n t e r e s t �% C o m m i s s i o n M a n a g e d P o r t f o l i o D e b t R e s e r v e �% T r u s t F u n d s �% O p e r a t i n g F u n d s i P o r t f o l i o I n v e s t m e n t T y p e 4 3 . 5 4 % F i x e d I n c o m e 0 . 9 7 % M u t u a l 0 . 0 6 % M o n e y F u n d s M a r k e t F u n d s 0 . 3 6 % L A I F 5 5 . 0 5 % C o u n t y I P o o l / C a s h I 7 0 71 " A T T A C H M E N T 2 S T A M P P o r t f o l i o b y I n v e s t m e n t C a t e g o r y f o r q u a r t e r e n d e d M a r c h 3 1 , 2 0 1 4 " + n l i 5 4 t e r C n r i e r t F . n a r t t i A t e 4 1 , 4 , 1 4 , E a 4 1 4 A l l P a O , - \ I . 1 1 1 . r 1 H . + t e a ` 1 , 4 1 1 4 4 1 1 i n r a t i r v i i C a n t 1 1 1 , t } r r d d t . ' r o r t i t R a t i n g 3 4 7 6 2 5 L C - P r o c c t F u n d - 2 S e n i o r l i e n 3 1 3 0 A 0 S 9 2 A e n c . e r a ` o m e . a n : . , i " o m a n e 0 8 / 1 4 / 2 0 1 7 0 2 / 2 8 / 2 0 1 4 2 , 0 0 0 , 0 0 0 . 0 0 2 , 0 0 2 , 8 0 0 . 0 0 0 5 / 1 4 / 2 0 1 4 1 , 9 9 1 , 7 0 0 . 0 0 ( 9 , 9 7 2 . 2 2 ) 1 . 3 0 0 1 . 4 2 6 A A A 3 4 7 6 2 1 L C - S r L i e n R e s e r v e F u n d - 1 3 4 7 6 2 1 L C - S r L i e n R e s e r v e F u n d - 1 x 3 3 1 3 7 E A C A 5 A - e n c 3 1 3 5 G O K B 8 A ; e n i m a i H o m e L o a n M o r t g a g e C o r p o r a t i o n e . e r a l a n o n M o r t g a g e A s s o c i a t i o n 0 3 / 2 7 / 2 0 1 9 0 7 / 0 5 / 2 0 1 3 0 4 / 1 6 / 2 0 1 9 0 8 / 0 1 / 2 0 1 3 8 0 0 , 0 0 0 , 0 0 1 7 5 , 0 0 0 . 0 0 8 7 5 , 9 0 0 . 0 0 1 7 ' 7 , 2 . 5 7 . 5 0 0 4 / 1 6 / 2 0 1 4 8 7 2 , 6 0 0 . 0 0 1 7 5 , 1 8 7 . 2 5 5 , 9 3 9 . 8 6 3 . 7 5 0 1 . 8 3 8 2 . 7 5 0 A 0 1 8 0 A A A A A A i 3 4 7 6 2 1 L C - S r L i e n R e s e r v e F u n d - 1 3 1 3 5 G O 1 A 2 A ; e n c F e d e r a l N a t i o n a l M o r t g a g e A s s o c i a t i o n 0 4 / 2 7 / 2 0 1 7 5 7 5 , 0 0 0 . 0 0 5 7 4 , 8 8 6 . 7 5 5 7 7 , 8 8 0 . 7 5 2 , 8 4 4 . 3 9 1 . 1 2 5 0 . 9 5 9 A A A " E 3 4 7 6 2 8 L C - P F - 2 S a l e s T a x R e v e n u e B o n d 3 1 3 3 X C E 6 A g e n c y C M G " , e r a l H o m e L o a n B a n k s O f f i c e o t r a n c e 9 7 / 2 8 / 2 0 1 5 0 8 / 1 3 / 2 0 1 3 1 5 7 , 9 7 8 . 6 4 1 6 6 , 2 7 2 . 5 1 1 6 5 , 9 8 4 . 5 2 1 , 3 4 0 . 0 7 5 . 2 5 0 0 . 7 3 5 A A A 3 4 7 6 2 1 L C - S r L i e n R e s e r v e F u n d - t c 3 1 3 7 B 0 3 W 2 A ; e n c C M O F e . r a l H o m e L o a n M o r t g a g e o r p o r a u o n 3 4 7 6 2 8 L C - P F - 2 S a l e s T a x R e v e n u e B o n d 3 1 3 9 5 M L T 4 A g e n c y C M O F e . e m l . , m e L o a n M o r t g a g e o r p o r a n o n 0 8 / 2 5 / 2 0 1 7 0 7 / 3 1 / 2 0 1 3 0 6 / 1 5 / 2 0 1 9 0 7 / 1 5 / 2 0 1 3 4 5 , 0 0 0 . 0 0 1 5 9 , 1 5 6 . 2 6 4 4 , 9 6 4 . 8 4 1 6 1 , 7 4 2 . 5 5 4 5 2 2 3 . 5 6 1 5 9 , 8 6 9 . 2 8 2 6 0 . 3 8 1 . 4 2 6 1 . 2 2 6 1 6 1 . 3 0 ) 4 . 5 0 0 0 . 6 1 7 A A A A A A . t 4 0 4 9 2 1 1 0 M ' ` i i t 3 4 7 6 2 1 L C - S r L i e n R e s e r v e F u n d - I : k t a n M o r t g a g e C o r p o r a t i o n 3 1 3 7 A U P E 3 A ; C M O F , m a i H o m e . a n m o r t g a g e o r p o r a h o n 3 4 7 6 2 3 L C - S r L i e n O b F u n d - 1 I n t e r e s t 3 1 3 7 A S N H 3 ` . 4 l % , 3 4 7 6 2 3 e < r . . 7 . i s A e n c v C M O L C - S r L i e n O b F u n d - 1 I n t e r e s t 3 1 3 7 A N L P 8 A ; e n c C M O F e d e r a l H o m e l o a n o r t g a g e . r p o r a t i o n e r a ' o m e . a n " o r t g a g e o r p o r a t t o n g ; 0 6 / 2 5 / 2 0 2 2 0 7 / 0 3 / 2 0 1 3 0 9 / 2 5 / 2 0 2 1 0 8 / 1 5 / 2 0 1 3 1 1 / 2 5 2 0 1 6 0 7 / 0 9 / 2 0 1 3 2 3 5 , 0 0 0 . 0 0 2 0 . 8 3 9 4 5 5 , 7 3 3 . 7 5 9 3 0 , 0 0 0 . 0 0 4 4 3 , 7 7 0 . 7 4 9 3 9 , 2 2 7 . 3 4 4 4 6 , 4 0 0 . 7 8 9 4 4 , 2 8 2 . 0 1 1 , 6 6 9 . 0 5 1 . 4 5 9 1 . 9 6 0 7 , 3 6 4 . 0 1 1 . 6 5 5 0 . 9 7 4 A A A A A A 3 4 7 6 2 3 L C - S r L i e n O b F u n d - 1 I n t e r e s t 3 1 3 9 3 E X C 8 A ; n C M O e . e r a s h o w ! o r t g a g e " s s o m a h o n 0 9 / 2 5 / 2 0 1 8 0 7 / 2 4 2 0 1 3 7 0 , 4 2 3 3 4 7 4 , 4 5 0 . 6 7 7 4 , 2 3 3 . 6 6 1 9 8 . 9 2 4 . 5 0 0 0 . 8 4 2 A A A 3 1 3 6 A 7 M 1 8 , A g e n c y C M O e d e r a l a t m n a l M o r t g a g e A s s o c i a t i o n 1 2 / 2 5 / 2 0 1 9 0 8 / 2 0 / 2 0 1 3 1 7 5 , 0 0 0 , 0 0 1 7 2 , 4 0 2 . 3 4 1 7 4 , 5 7 ( 1 3 8 1 , 8 3 9 . 7 8 1 . 5 2 0 1 . 5 6 5 A A A 2 0 5 0 9 1 0 0 1 L C - 2 0 1 3 A C . . i t a l i z e d I n t e r e s t 3 1 3 9 2 F P P 6 A g e n c C M O , e r a , a h o m o r t g a g e s s o m a t i o n 1 1 / 2 5 2 0 1 7 0 7 / 1 5 / 2 0 1 3 3 4 6 , 5 2 7 . 4 4 3 6 6 , 9 9 4 . 2 1 3 6 5 , 2 6 7 . 6 4 9 4 8 . 9 3 5 . 0 0 0 0 . 6 3 9 A A A 4 . 4 4 2 0 5 0 9 1 0 0 1 L C - 2 0 1 3 A C a , ' a l i z e d i n t e r e s t 3 1 3 9 2 F 6 C 6 A ; n c v C M O 2 0 5 0 9 1 0 0 1 L C - 2 0 1 3 A C a i t a l i z e d I n t e r e s t 3 1 3 6 A 4 M 8 9 A ; , , C M O 1 a n o n M o r t g a g e A s s o c i a n o n o r t g a g e o m a h o n 0 1 / 2 5 / 2 0 1 9 0 7 / 0 5 2 0 1 3 6 6 5 , 9 6 5 . 8 2 6 7 0 , 2 0 6 . 1 5 5 6 , 6 2 6 . 4 5 6 7 0 , 2 0 1 3 6 1 , 3 7 6 . 3 9 5 . 0 0 0 0 . 6 3 8 6 5 9 . 3 0 1 . 9 3 4 1 . 7 1 3 A A A A A A 2 0 5 0 9 1 0 0 1 L C - 2 0 1 3 A C a n a l i z e d I n t e r e s t 3 1 3 6 A C G F 2 A ; e n c C M O F " . e r a N a n o n a M o r t g a g e A s s o c i a t i o n 0 2 / 2 5 2 0 1 6 0 7 / 1 5 2 0 1 3 2 , 2 8 7 4 8 1 . 6 2 2 , 2 9 3 , 2 0 0 . 3 3 2 , 3 0 2 , 9 4 5 . 0 0 1 1 , 3 9 8 . 7 6 1 . 0 8 3 0 . 6 6 2 A A A 7 3 4 7 6 2 1 L C - S r L i e n R e s e r v e F u n d - 1 3 8 3 7 6 L E 3 9 A ; - C M O o v e r n m e n t a t i o n a l M o r t g a g e A s s o c i a t i o n G u a r a n t e e d R E M I C P a s s - T h r o u g h S e c u r i t i e s 1 2 / 2 0 / 2 0 3 8 0 7 / 0 8 / 2 0 1 3 4 2 , 2 4 8 . 1 9 4 2 , 7 8 9 . 5 0 4 3 , 2 5 4 . 1 2 6 4 6 . 2 7 4 . 0 0 0 - 0 . 1 1 8 A A A 4 , 3 4 7 6 2 1 L C - S r L i e n R e s e r v e F u n d - 1 3 8 3 7 7 R V K 8 A : e n C M O T h e G o v e r n m e n t N a t i o n a M o r t g a g e A s s o c i a t i o n G u a r a n t e e d R E M 1 C P a s s - T h r o a g h S e c u r i t i e s 0 4 / 2 0 / 2 0 3 9 0 7 / 0 3 / 2 0 1 3 1 5 6 , 5 1 2 . 3 9 1 6 0 , 2 2 9 . 5 6 1 6 1 , 2 3 4 . 3 7 1 , 2 4 6 . 5 2 3 . 0 0 0 2 . 1 2 0 A A A d 3 4 7 6 2 1 L C - S r L i e n R e s e r v e F u n d - 1 3 8 3 7 8 T A F 7 A g e n c y C M O - c G o v e r m e n t a t i o n a o r t g a g e A s s o c i a t i o n G u a r a n t e e d R E M 1 C P a s s - T h r o u g h S e c u r i t i e s 0 7 / 2 0 / 2 0 4 1 0 7 / 0 5 / 2 0 1 3 2 8 5 , 1 2 1 . 8 1 2 8 5 , 1 6 4 . 8 0 2 8 4 , 8 8 3 . 1 7 2 2 2 . 9 0 2 . 5 0 0 2 . 5 0 0 A A A r l : % Y A I F : i _ c S 1 S 9 S I : i . B l L : 1 9 6 . 0 8 ) 2 . 0 7 5 1 . 5 1 9 A A A 2 0 5 0 9 1 0 0 1 L C - 2 0 1 3 A C a p i t a l i z e d I n t e r e s t 3 1 2 8 H 4 N R 6 A e n M B S 2 0 5 0 9 1 0 0 1 - 2 0 1 3 A C a . i t a l i z e d I n t e r e s t 3 1 3 2 A K 7 A : e n c M B S . ' d , 1 3 1 1 : = 3 1 r 1 1 S f r 8 7 1 1 ; o m e . a n " o r t � r a c e , , o r i 3 4 7 6 2 1 L C - S r L i e n R e s e r v e F u n d - 1 3 1 4 1 6 Y X 1 2 A e n c M B S , e r a a n o n o r t g a g e A s s o c i a t i o n 0 8 / 0 1 / 2 0 2 6 0 7 / 0 3 / 2 0 1 3 8 1 , 5 5 8 . 8 0 8 5 , 3 9 4 . 6 1 8 5 , 5 9 1 . 0 7 3 0 4 . 3 8 3 . 5 0 0 2 . 0 7 2 A A A 3 4 7 6 2 1 L C - S r L i e n R e s e r v e F u n d - 1 h ? 3 1 3 6 A E Y G 6 ��S A g e n c y M B S F e d e r a a t i o n a o r t g a g e A s s o c i a t i o n 0 6 / 2 5 2 0 1 8 1 1 / 2 0 / 2 0 1 3 1 7 0 , 0 0 0 . 0 0 1 7 1 , 3 4 1 . 4 1 1 7 0 , 0 6 6 . 8 1 ( 1 , 1 5 2 . 1 2 ) 1 . 8 2 5 1 . 7 9 0 A A A 7 2 P a g e 2 o f 2 2 " S T A M P P o r t f o l i o b y I n v e s t m e n t C a t e g o r y f o r q u a r t e r e n d e d M a r c h 3 1 , 2 0 1 4 S o u r c e C C o t r 9 t 4 r c o u r u t d e n t i F i e r S e c u t i t y ' I s { + e a i r t o r Y P . u r r r t i n a t C u r r e n t F a c t . \ i : r t r t 0 ' t i : r d + " ( l a t e t n l u r O r i e n t a l ( ' " " Y I N i t r e K a s e N e t - r o o t N e s t 3 . . a l l l i a r \ I . 0 I . e t I n t r a l i a : 4 S u n t u a r i r r r i \ ' a l o e ( : 3 1 1 1 : 1 u , C o u p o n ' t C r e d i t E a t i n g 3 4 7 6 2 8 L C - P F - 2 S a l e s T a x R e v e n u e B o n d 4 0 4 2 8 E 1 Q 3 C o n o r a t c H s b c B a n k 1 1 A 0 4 / 0 J / 2 0 1 4 1 3 , 4 8 6 , 0 0 0 . 0 0 1 3 , 8 7 1 , 2 3 0 . 4 5 1 3 , 4 8 6 , 0 0 0 . 0 0 ( 0 . 0 1 ) 4 . 6 2 5 4 . 6 2 5 A r , 3 4 7 6 2 5 L C - P r o e c t F u n d - 2 S e n i o r L i e n 4 6 6 2 5 H H N 3 C o r p o r a t e 3 4 7 6 2 3 L C - S r L i e n O b F u n d - 1 I n t e r e s t 4 8 1 2 1 C Y K 6 C o n o r a t e 3 4 7 6 2 8 L C - P F - 2 S a l e s T a x R e v e n u e B o n d 5 9 1 5 6 R A H 1 C o r p o r a t e e 2 3 4 7 6 2 3 L C - S r L i e n O b F u n d - 1 I n t e m s t 5 9 2 1 7 G A C 3 4 ��w C o r " o r a t e 3 4 7 6 2 8 L C - P F - 2 S a l e s T a x R e v e n u e B o n d 6 7 0 2 1 C A B 3 C o " o r a t e v �� . 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M e t r o p o l i t a n L i f e G l o b a l F u n d i n g I e c t r r c o m p a n y 0 6 / O 1 / 2 0 1 4 0 1 / 0 7 / 2 0 1 4 1 , 5 0 0 , 0 0 0 . 0 0 1 , 5 2 5 , 3 2 0 . 0 0 1 0 / 0 1 / 2 0 1 7 0 7 / 0 3 / 2 0 1 3 3 0 0 , 0 0 0 . 0 0 3 4 1 , 4 2 4 . 0 0 O 6 / 1 5 / 2 0 1 4 0 7 / 0 8 / 2 0 1 3 2 , 0 8 7 , 0 0 0 . 0 0 2 , 1 8 1 , 2 6 9 . 7 9 0 9 / 2 9 / 2 0 1 5 0 7 / 0 3 / 2 0 1 3 7 4 0 , 0 0 0 . 0 0 7 6 6 , 2 8 4 . 8 0 0 4 / 1 5 / 2 0 1 4 0 7 / 1 0 / 2 0 1 3 7 , 9 0 0 , 0 0 0 . 0 0 8 , 1 6 1 , 3 3 2 . 0 0 1 , 5 1 0 , 4 7 0 . 0 0 r i ; 3 r ( 4 0 6 . 9 0 ) 4 . 6 5 0 0 . 4 5 2 3 4 1 , 7 3 6 . 0 0 7 , 1 2 0 . 5 2 6 . 0 0 0 1 8 7 5 2 , 1 0 7 , 5 9 8 . 6 9 : " 7 6 0 , 0 2 4 . 4 0 3 6 6 . 7 1 ) 5 . 5 0 0 0 . 6 8 1 2 , 3 1 8 . 7 6 F E 2 . 5 0 0 0 . 6 7 7 7 , 9 1 1 , 6 1 3 . 0 0 ( 1 , 7 9 8 . 9 7 ) 4 . 8 7 5 1 . 0 6 9 A A A 1 �� C o " o r a t e P r u d e n t i a F i n a n c i a l , I n c . 0 9 / 2 0 / 2 0 1 4 0 7 / 0 9 / 2 0 1 3 2 , 6 8 6 , 0 0 0 . 0 0 2 , 8 2 0 , 4 0 7 . 4 4 2 , 7 4 4 , 4 2 0 . 5 0 5 , 4 1 0 . 7 9 5 . 1 0 0 0 . 4 5 6 A 3 4 7 6 2 3 L C - S r L i e n O b F u n d - 1 I n t e r e s t 7 4 9 7 7 R B Q 6 C o r p o r a t e " a b o " . N e d e r l a n d 0 5 / 1 3 / 2 0 1 4 0 2 / 2 1 2 0 1 4 4 5 5 , 0 0 0 . 0 0 4 5 8 , 8 7 6 . 6 0 4 5 6 , 9 8 3 . 8 0 ( 1 5 8 . 5 3 ) 4 . 2 0 0 0 . 4 5 4 A A 2 0 5 0 9 1 0 0 1 L C - 2 0 1 3 A C a " i t a l i z e d I n t e r e s t 7 4 9 7 7 R B Q 6 C o " o r a t e R a b o b a n k N e d e r l a n d 0 5 / 1 3 2 0 1 4 1 , 2 2 0 , 0 0 0 . 0 0 1 , 2 3 2 , 5 5 4 . 4 0 1 , 2 2 5 , 3 1 9 . 2 0 3 8 9 . 1 5 ) 4 . 2 0 0 0 . 4 5 4 A A t w ` x . . l u ! 2 : : . � . : . : : 1 r e . . 1 3 . 2 : 5 . , . _ k 1 1 . ` U . . U d . . . q . ' g ` . , r . ' 2 0 5 0 9 1 0 0 1 L C - 2 0 1 3 A C a p i t a l i z e d I n t e r e s t 2 1 6 8 6 C A D 2 C o r p o r a t e t s ' R a b o " a n k N e d e r a n d O 1 / 1 9 2 0 1 7 2 , 0 0 0 , 0 0 0 . 0 0 2 , 1 0 3 , 9 0 0 . 0 0 2 , 1 2 0 , 3 6 0 . 0 0 3 7 , 0 3 2 . 8 3 3 . 3 7 5 1 . 1 8 3 - 1 " 2 A A 1 2 0 5 0 9 1 0 0 1 L C - 2 0 1 3 A C a " i t a l i z e d I n t e r e s t 7 8 0 0 8 K 5 V 1 C o . o r a t e " o y . t a n k C a n a d a 0 4 / 1 9 2 0 1 6 0 7 / 0 8 2 0 1 3 2 , 0 0 0 0 0 0 . 0 0 2 , 0 9 9 , 9 0 0 . 0 0 2 , 0 8 4 , 8 2 0 . 0 0 1 0 , 6 7 9 . 4 9 2 . 8 7 5 0 . 7 8 5 A A 3 4 7 6 2 3 L C - S r L i e n O b F u n d - 1 I n t e r e s t 3 8 1 4 3 H S C 6 " " o r a t e e o " a n . c o u p , " c . 0 2 / 0 7 2 0 1 6 0 7 / 0 3 / 2 0 1 3 6 0 0 , 0 0 0 . 0 0 6 2 7 , 9 3 6 . 0 0 6 2 8 , 3 6 8 . 0 0 8 , 1 5 2 . 8 6 3 . 6 2 5 1 . 0 3 8 A 3 4 7 6 2 8 L C - P F - 2 S a t e s T a x R e v e n u e B o n d 3 8 1 4 1 E A 3 3 C o . o r a t e T h e o l " : , , a c h s o u p , I n c . 0 5 / 0 1 / 2 0 1 4 0 7 / 0 9 2 0 1 3 5 0 0 0 0 0 0 , 0 0 5 , 2 0 8 , 2 3 5 . 0 0 5 , 0 2 2 , 0 0 0 . 0 0 4 7 0 . 6 4 6 . 0 0 0 0 . 6 9 9 A 3 4 7 6 2 8 L C - P F - 2 S a l e s T a x R e v e n u e B o n d 8 4 2 5 8 7 C E 5 C o " o r a t e - ��e o u c m o m p a n y 0 5 / 1 5 2 0 1 4 0 7 / 1 0 2 0 1 3 2 , 1 0 0 , 0 0 0 . 0 0 2 , 1 6 0 , 6 4 8 . 0 0 2 , 1 0 9 , 2 1 9 . 0 0 3 6 0 . 9 2 4 . 1 5 0 0 . 5 4 7 A 2 0 5 0 9 1 0 0 1 L C - 2 0 1 3 A C a " o r a t e T o t e a p i I n t e t a a 0 o n 0 6 / 2 8 / 2 0 1 7 0 7 / 0 8 / 2 0 1 3 1 6 0 , 0 0 0 . 0 0 1 5 7 2 0 3 0 9 1 0 0 1 L C - 2 0 I 3 A C a " i t a l i z e d I n t e r e s t 8 9 2 3 3 P 6 1 0 C o " o r a t e 2 0 5 0 9 1 0 0 1 L C - 2 0 1 3 A C a l u r k e d I n t e r e s t 9 0 3 2 7 a C W 7 C o " o r a t e o y o t a r o t o r r e t o r p o r a p n a o r p 2 . 2 5 0 1 . 4 2 3 " r . ? l I 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 r 1 4 7 R F 7 i Y 5 ' 1 C . n : 1 1 h Y f 1 , 1 0 1 4 3 4 7 6 2 8 L C - P F - 2 S a l e s T a x R e v e n u e B o n d 0 5 3 3 3 1 1 D M 9 C o " o r a t e C P e n s e r g o o m p a n y ' u m " t i e , n o . 1 0 / 0 1 2 0 1 4 0 7 / 0 3 / 2 0 1 3 0 4 / 2 1 2 0 1 4 0 3 / 2 , 7 2 0 1 4 3 , 5 0 0 , 0 0 0 . 0 0 3 , 6 2 8 , 7 3 0 . 0 0 6 , 0 0 0 , 0 0 0 . 0 0 5 , 9 9 9 , 2 3 0 . 0 2 3 , 5 5 9 , 6 7 5 . 0 0 5 , 9 9 9 , 1 1 2 . 0 0 7 , 0 9 8 . 9 1 3 . 7 5 0 0 . 3 3 4 ( 1 5 4 . 6 9 ) A A 3 4 7 6 2 8 L C - P F - 2 S a f e s T a x R e v e n u e B o n d 0 5 6 3 4 C D G 8 C P : a c a r " . . A . , c . 0 4 / 1 6 / 2 0 1 4 0 3 / 2 7 / 2 0 1 4 8 , 0 0 0 , 0 0 0 . 0 0 7 , 9 9 9 , 2 1 7 . 7 6 7 , 9 9 9 , 0 5 6 . 0 0 ( 2 1 0 . 6 5 ) 0 . 0 0 0 0 . 2 8 3 A A 3 4 7 6 2 5 L C - P r o e c t F u n d - 2 S e n i o r L i e n 1 3 6 3 8 X D 8 0 C P ' e n a c t i o n N a t u r a l R e s o u r c e s L a n d e d 0 4 / 0 8 / 2 0 1 4 0 3 / 0 4 / 2 0 1 4 1 , 5 0 0 , 0 0 0 . 0 0 1 , 4 9 9 , 6 1 7 . 5 0 1 , 4 9 9 , 8 7 8 . 5 0 ( 4 2 . 7 5 ) 0 . 0 0 0 0 . 4 1 7 3 4 7 6 2 5 L C - P r o e c t F u n d - 2 S e n i o r L i e n 1 2 4 8 C 3 D 2 7 C P c o r p o r a t i o n 0 4 / 0 2 / 2 0 1 4 0 3 / 2 5 / 2 0 1 4 1 , 0 0 0 , 0 0 0 . 0 0 9 9 9 , 9 5 7 . 2 2 9 9 9 , 9 5 5 . 0 0 ( 3 8 . 8 9 ) 0 . 0 0 0 1 . 6 2 7 A A T 3 4 7 6 2 5 L C - P r o e c t F u n d - 2 S e n i o r L i e n 1 5 1 0 3 H E 7 7 C P e g e n e o r p o r o t i o n 0 5 / 0 7 / 2 0 1 4 0 3 / 1 8 2 0 1 4 1 , 0 0 0 , 0 0 0 . 0 0 9 9 9 , 6 6 6 . 6 7 9 9 9 , 7 2 2 . 0 0 ( 3 8 . 0 0 ) 0 . 0 0 0 0 . 2 7 8 A A 3 4 7 6 2 8 L C - P F - 2 S a l e s T a x R e v e n u e B o n d 2 6 2 4 4 1 / 3 7 1 C P a n e r g y o r p o r a n o n 0 4 / 0 7 2 0 1 4 0 3 / 1 4 / 2 0 1 4 2 5 0 , 0 0 0 . 0 0 2 4 9 , 9 6 5 . 0 0 2 4 9 , 9 8 1 . 2 5 ( 1 0 . 0 0 0 . 0 0 0 0 . 4 5 1 A A L C - P r o e c t F u n d - 2 S e n i o r L i e n 2 7 7 4 3 K D A 5 3 4 7 6 2 5 L C - P r o e c t F u n d - 2 S e n i o r L i e n 2 7 8 8 6 M E 6 6 C P c o l a , " e . 0 5 1 0 6 2 0 1 4 0 3 / 0 5 2 0 1 4 1 , 5 0 0 , 0 0 0 . 0 0 1 4 9 9 , 6 4 . 5 9 1 , 4 9 9 , 5 9 6 . 5 0 ( 3 8 . 9 2 O . 0 0 0 0 . 2 7 7 A A 3 4 7 6 2 5 L C - P r o e e t F u n d - 2 S e n i o r L i e n 2 9 2 5 A 3 D R 6 C P e , e r g y ' a t t n e r a , 0 4 / 2 5 2 0 1 4 0 3 / 0 3 2 0 1 4 . 1 , 5 0 0 , 0 0 0 . 0 0 1 , 4 9 9 , 3 2 8 , 3 3 1 , 4 9 9 , 7 2 2 . 5 0 3 2 . 5 0 0 . 0 0 0 0 . 2 7 8 A A 3 4 7 6 2 5 L C - P r o e c t F u " " - 2 S e n i o r L i e n 4 4 8 9 0 N 6 5 5 C P ' m o a t " p i 0 5 0 5 2 0 1 4 0 3 1 2 / 2 0 1 4 2 , 0 0 0 , 0 0 0 , 0 0 1 , ' 9 9 , 3 8 1 . 6 7 1 9 9 9 , 4 1 1 0 . 0 0 1 2 3 . 3 4 ) 0 . 0 0 0 0 . 2 7 6 A A 3 4 7 6 2 5 L C - P r o e c t F u n d - 2 S e n i o r L i e n 6 0 9 2 0 W E 2 2 C P M o n d e e z W o r n - t o n a l , c . 0 5 / 0 2 / 2 0 1 4 0 3 / 0 3 / 2 0 1 4 1 , 5 0 0 , 0 0 0 . 0 0 1 4 9 9 : 3 2 5 . 0 0 1 , 4 9 9 , 6 4 7 . 5 0 ( 3 . 7 5 ) 0 . 0 0 0 0 . 2 7 3 A A 3 4 7 6 2 3 L C - S r L i e n O b F u n d - I I n t e r e s t 7 8 3 5 5 B D V I C P R y " y s t e m , n c . 0 4 / 2 9 2 0 1 4 0 3 / 2 7 2 0 1 4 2 0 0 , 0 0 0 . 0 0 1 9 9 , 9 6 3 . 3 3 1 9 9 , 9 5 7 . 8 0 ( 1 1 . 0 9 ) 0 . 0 0 0 0 . 2 7 1 A A 3 4 7 6 2 5 L C - P r o j e c t F u n d - 2 S e n o r L i e n 8 8 7 3 1 1 1 3 7 1 T i m e a r m a " l e I n c . 0 4 / 0 7 2 0 1 4 0 3 / 0 4 / 2 0 1 4 1 , 5 0 0 , 0 0 0 . 0 0 1 , 4 9 9 , 6 5 6 . 2 5 1 , 4 9 9 , 8 8 7 . 5 0 ( 5 0 . 0 0 ) t 0 . 0 0 0 0 . 4 5 1 A A 7 4 P a g e 4 o f 2 2 STAMP Portfolio by Investment Category for quarter ended March 31, 2014 `�etr.r 5 r4 ouut tu•auu �eanill l y,t. ld.•uulira t.rtram� h.urr t 0n.a 7,.n. I1.0r t}r lom ;j t .. . hi 4 ";•ll Dutc t ttt,,,iit,a uvuev,:od i,:no 1 ,,,, t ..tq,mt 1 ti Stl [ rvdit R,um, 347621 LC -Sr Lien Reserve Fund-1 61747C715 MM Fund .. gan .., . : sututona mut.. ty un• s 03/31/2014 03/27/2014 0.00 1,850.11 1,850.11 0.00 0.040 0.040 AAA rgan t:• .3, sututtona Ltq • 205091001 LC-2013 A Ca •italized Interest 9AMMF05B2 MM Fund ♦ : r el ' count and 03/31/2014 0.00 98,996.42 98,996.42 0.00 0.000 0.000 ' NA iZ1IID'IISSIY�:i)'#tl�'1111.11.1111111111111111111111n1. LC -Sr Lien Ob Fund-1 Interest 235219/52 347623 LC -Sr Lien Ob Fund-1 Interest 407288YD5 Muni 'am ton, ounty . 12/01/2015 07/18/2013 6 r 000.00 630,000.00 632 545.20 2,545.20 0.803 0.559 AA li ,} g 347628 LC-PF-2 Sales Tax Revenue Bond 407288YD5 Muni am ton, ounty o 12/01/2015 07/182013 6,645,000.00 6,645,000.00 6,671,845.80 26,845.80 0.803 0.559 AA 205091001 LC-2013 A Ca • ita0zed Interest 64966H4E7 Muni .y ew ork, rty o 10/01/2017 07/12/2013 1,170,000.00 1,238,222.70 1,236,397.50 9,268.80 3.140 1.471 AA 347621 LC -Sr Lien Reserve Fund-1 912833K110 US Gov Treasury, [rote• tales i•epartmento O5/152018 07/052013 380,000.00 353,517.80 357,401.40 14.71 0.000 1.492 AAA 347623 LC -Sr Lien Ob Fund -I Interest 912828UA6 US Gov Treasury, Um,.• tates Department of 11/30/2017 07/052013 1,450,000.00 1,408,992,19 1,417,708.50 2,048.65 0.625 1.248 AAA 347623 LC -Sr Lien Ob Fund-1 Interest 912828VG2 US Gov 347623 LC -Sr Lien Ob Fund-1 Interest 912828SY7 US Gov reasury, nt fates s epartment o 06/15/2016 07/052013 2,200,000,00 2,188,398.44 1t7 0710l0 2,198,625.00 7,358.77 0.500 0.528 347621 LC -Sr Lien Reserve Fund -I 912828VK3 US Gov .reasury, irate. tales repartmento 06/302018 07/052013 3,500,000.00 3,483,730.47 3,483,595.50 (2,450.47) 1.375 1.489 AAA 205091001 LC-2013 A Ca •italized Interest 912828SY7 US Gov .. rcasury, TruE-i tea Department 05/31/2017 07/052013 12,000,000.00 11,780,156.25 11,861,280.00 40,544.12 0.625 0.997 47628 LC-PF-2 Sales Tax Revenue Bond 64468EAY6 VRDN or, ew ' . .s me sepanment o 11/01/2020 11/04/2013 4,190,000,00 4,190,000,00 04/022014 4,190,000.00 0.00 0.150 0.150 430,992,145.49 *Difference due to rounding ($8.13) • 438,874,648.68 434,957,346,04 664,582.42 Pag of 22 " " S T A M P P o r t f o l i o b y A c c o u n t f o r q u a r t e r e n d e d M a r c h 3 1 , 2 0 1 4 - P . - 4 . . . - �� 7 i r ' x T O a - 4 1 1 - 1 t " - ; 1 1 7 . f . a ��s a t e A T T A C H M E N T 3 7 6 P a g e 8 o f 2 2 STAMP Portfolio by Account for quarter ended March 31. 2014 ' “—TEfil.=- . --- lx^Vncommu na sL—b:.- —Z=.,.+i'. —3 IM- •:,u0So a �r-=-fir—l" - ZZ 10 a 088d 8L b40Z pepu • Jepenb Jo;;un000y Aq oHo;Jod dLNYIS • • STAMP Portfolio by Account for quarter ended March 31, 2014 Seam lcc•amt Ara nett Identifier loxta it} lipv Cd. _te, 205091001 LC-2013 A Capitalized lnteresI 31393EXC8 A.ency CMO anon Mortgage 'ssoeranon 7 in,1 l):ifiniir tl om1"�,rr )1 W)r)l.d+' YAW 09/25/2018 07/24/2013 633.810.01 Ut i lo.r (nii R3,, li a rFe+ + Mite t ,duo 670,056.03 668,103 4 Haw Net totrt ( nseap.ed t.atrrt +, +uuua cuued i 0141.1 1 icitt C Irdit Having 1,792.82 4.500 0.842 AAA 20309/001 LC-2013 A Ca•nahzed Interest 3136ACGF2 A e CMO a : ortgage Association 02/25/2016 07/15/2013 2,287,481.62 2 293 200.33 2,302 945.00 11398.76 1.083 0,662 AAA 205091001 LC-2013 A Capitalized interest 205091001 LC-2013 A Capitalized Interest 3128H4NR6 3128MBTH0 e cy MBS t^,z Ages MBS ' ederal Federal ome Loan Mortgage Corpomnon ome Loan Mortgage Corporation 05/012018 07/16/2013 166,204.02 176,072.3'8 03/012019 07262013 202770.05 214,936.26 176,249.39 215,023.44 1,288.26 5.000 0.635 1,044.34 5.000 0.981 AAA AAA 205091001 LC-2013 A Capitalzed Interest 3132FEAK7 A, ncv MBS 205091001 LC-2013 A Capitalized Interest 3128GNR59 Ae. MBS 205091001 LC-2013 A C •italmed Interest 3140 ency mai •an ortraee prmmti Pg. 12/0 10/01 07/112013 525.151 10 7,252.93 567,327.30 559.585.26 (3 581.06) 6.000 1.558 AA 205091001 LC-2013 A Ca naked Interest 31381QLL8 A_e MBS edeml Nation -mortgage Association 205091001 LC-2013 A . •italized Interest 36200AFG9 Agency MBS Government National Mortgage Association 03/012016 07/112013 935,771.87 - 970,705.80 11/152017 07/092013 103,130_69 109,898.6 The Government National Mortgage Association 205091001 LC-2013 A Capitalized Interest 38376GWZ9 A.e MBS Guaranteed REMIC Pass-M..8h Secunbes 08/162031 07/112013 2,593,967.69 2,595,791.58 05091001 LC-2013 A Ca•nalized'merest 44328MAL8 Co ••mte H3: Ba 205091001 LC-2013 A Capitalized Interest 59217GAV1 203091001 LC-2013 A Ca.taized Interest 74977RB6 Co "rate Metro"Man ife Global Flmding I 205091001 LC-2013 A ..itnlized Interest 21686CAD2 Corporate Rab••ank e. . ,. 05091001 LC-2013 A Ca•lalized Interest 822582AC6 Co ••rate 205091001 LC-2013 A Ca. italized Interest 89114AE8 Co ••rate She 1 creational Finance B.V. 05/24/2016 -- 3,625000.00 3,7 9,30 23 06292015 07/31/2013 545000.00 01/19/2017 553 763.60 2,000000.00 2,103,900.00 03/22/2017 07/08/2013 400 000.00 449,936.00 205091001 LC-2013 A Capitalized Interest 89233P610 Corporate Toyota Motor Credit Corporation 07/17/2015 07/03/2013 5,000,000.00 5 014,650.00 205091001 LC-20,,13 A Ca•italized Interest 9AMMF05B2 MM Fund U. Bank oney M. Account F r.>a•.:xL:• a'.w�.-:-.`.'ens ub. i ... :Y 3 �1-,1>ak!:"�?&,' 203091001 LC-2013 A Capitalized Interest 2352191S2 Muni 203091001 LC-20i3 A Ca ambzed Interest 64966H4E7 Muni 205091001 LC-2013 A Capitalzed Interest 912828UA6 US Gov 205091001 LC-2013 A Capialized interest x912828SY7 US Gov • 03/31/2014 0.00 98,996.42 956,182.85 2,603,902.59 3,792,982.50 552 183.10 2,120 360.00 446 924.00 5,028,550.00 (10,184.58) 3.295 3.224 10,229.58 36,765.97 1,427.25 1.864 0.978 3.1001 0.915 1.700 0.635 37,032.83 3.375 1.183 r 6,520.12 5.200 1.176 AA 19,139.88 0.875 0.432 AA 9: 996.42 0.00 0.000 0.000 i NA Dallas, ity of 02/152017 07/10/2013 2,135,000.00 2, 135,000.00 --- 2,178,916.95 43,916.95 1,589 0.862 AA N ) ork, ity • 10/01/2017 07/12/2013 1,170000.00 1,238,222.70 -•- 1,236,397.50 9,268.80 3.140 1.471 I AA Treasury, m fates Department o 11/302017 07/052013 2,250,000.00 2,18G,367.t9 -- 2,199,892.50 3, 178.94 0.625 1,248- AAA Treasury, nited tales Departmen of 05/31/2017 07/05/2013 1 000,000.00 11,780,156.25 --- 11,861,280.00 40,344.12 0.625 0.997 AAA - _ 94.730J25.35 • • Page 9 of 22 125 903.75 (43.94) (233.56) 125,626.25 I.7.1101...!.4.22STOTEritlEIMtriZZIMPARDEMEMIOdiliarrhEittRat1744541.1rg570411N.1{'.!7IMPliffiliin34'2171;3'10W71'MANIN152•?ilEPPRII°iF:4111M11111iMMOTW7'W 01',:1;17771.411111;1?-!tii1i111I:A74,11MigULAINSeja0317103 1347621 bo,44i oo GNR 2010-166 GP LC -Sr Lien Reserve Fund-1 38377RVK8 • STAMP Portfolio Transaction Report by Account Quarter. ended March 31, 2014 ATTACHMENT 4 • tts," 11..tse f t4110Vt. 1“ "41,-Iflt 0" II,Iimttots. it,is, It.tst" Ni.1(11v ite4., 'Lei i •11.1 Re dytuf %Alf."( tirlittto kr N,1 I ,,,,,fitof i n.tutp. ts,,... V. t 64.11 ‘4.41Mtli. Identlfrer le•St tlp.i.1 N441;111 NAM. 11,1s, PM 4 it,Ist, Itil,t. '...itt , .1.1 It( it. ittnttlIt$, It.,..' P.C. dux o, t,„flot 1, IA t flt.11 1,,,tol i 41,, ‘1,11,4t 1 Mut, r7,W. ..---7-'•-:', •--111.7F--, r.- 7.1',.-7, "':,,-,"7-7-`1'7•777,32--, •• Yr.'r' - • . - . 1347621 347621 1347621 LC -Sr Lien Reserve Fund-1 LC -Sr Lien Reserve Fund -I LC -Sr Lien Reserve Fund-1 61747C7I5 38376LE39 3137B03W2 PRIME -IN 948 13964 44655030 (1 392 839.83) 1,850.11 1 GNR 2011-104 BN "S"'"" stsr19:!•• ' • ••• .1„. • „ 60 110.03 (15 499 50) (154 22) (89 90) . . (111230) 43 254 12 1 , FHMS K502 A2 45 14130 (0.62) 82.88 45,223.56 1347621 LC -Sr Lien Reserve Fund-1 3137B6ZL8 FHMS K714 Al 61 199 32 '&12F,IIRIF:fttIARity,t5I27tr1.1.1,17,1"caI.A.1,ii40.4.114.1..II.'',..");..:).""Alakilitlitti.V.1IIA":..n.7.117:1,012.g,".1.",:nglIFIT,I111Itit.",1S14:,,,A,,,,,,JIIII1IIIIIIII111141:II:IkIII111'..1.',.17,1,I!,t,"S:!:,t',:,i...tiagitgAIgiAt.sp,w"...ttlfss.trrrrtrr, --r.",,,-----(.879.3°) 347621 LC -Sr Lien Reserve Fund-1 1347621 (17.48) (40.66) (196.08) 60,065.80 ! 85,591.07 FANNIE MAE 1347621 LC -Sr Lien Reserve Fund-1 LC -Sr Lien Reserve Fund-1 3135G0.1A2 31398AXJ6 31416Y)02 FN AB3380 FANNIE MAE 88,836.39 150,478.50 3,314.01) 166 281.70 (5 303.67) 347621 LC -Sr Lien Reserve Fund-1 3137AQT24 FHMS K708 A2 169,304.70 7;i (154.86) 347621 LC -Sr Lien Reserve Fund-1 3135GOKB8 FANNIE MAE 176,016.75 '347621 347621 347621 LC -Sr Lien Reserve Fund -I LC -Sr Lien Reserve Fund -I LC -Sr Lien Reserve Fund -I 31395EZP5 31398VWC6 314I7YKF3 FHR 2835 MD FHR 3653 AT FN MA0293 FEDERAL HO 347621 LC -Sr Lien Reserve Fund -I 313381H24 BANK 1347621 LC SI: Reserve F dl 1347621 1347621 LC -Sr Lien Reserve Fund-1 LC -Sr Lien Reserve Fund -I 3128MMAK9 FG G18009 31418AFW3 912833KRO 347621 LC -Sr Lien Reserve Fund-1 3I37A7E22 -Jrren Reserve Nun e- FN MAI080 STRIPS E LOAN 220 487 16 275,996.12 242 369 28 250 175.00 20 904 75) (61,831.65) (10 052.46) 286 346 75 21,373 54) -" (119.56) 144 88 (1,157.94) 365 676 52 355,159.40 FHR 3804 DA 414 286 (18,515.78) (9,986.51 77 39 (1 302.92 (579.84 512.10 (24.4'7) 95.38) (39.88) (82.93) 318.94 2.38 438.84 161 234 37 111"),''', • .1.I7.."'".:1ti-1t1i!T:;:•1t".,1";.1.".:1;.:071X..32KaillIC:raii 67.06 1,614.23 170,851.87 K"'"" -.SE::1!"-•'.:!?.•;31111PTIP.;,!'.;.1.7.71.0111r4Valigr4:11 792.31) 408 19) (1,174.86) (296.55) (41 42) 647.58) 341.60) / 308.83 (1,093.99 68.52) 64.96 347621 347621 LC -Sr Lien Reserve Fund-1 LC -Sr Lien Reserve Fund-1 3135GOIA2 912828KQ2 NNIE US TREASURY NM 451 750.50 532 812 50 (1,629.60 (37.19 (556 83) 431.81 1,705.86 83.92 1 115.82 734.22 933.17 (582.12) 1,050.95 439.04 2,137.10 173 187.25 197 472 51 212263.49 233,148.74 ! 250,217.50 264 138 53 346,973.52 ! ' 357 401.40 1 396,758.04 433 893.07 432,254.50 533.320.00 1 543.41 12 398.09 538 719.50 1 len Reserve runa- i • , 47621 LC -Sr Lien Reserve Fund -I Subtotal - 347621 LC -Sr Lien Reserve Fund-1 347623 LC -Sr fen Ob Fund -I Interest ••••--i • • •••1...,".:. ..„, 347623 347623 LC -Sr Lien Ob Ftmd- I Interest ' LC -Sr Lien Ob Fund -I Interest 912828VB3 23333GA61 • 65475MAF7 78355BRIO US TREASURY NB DTEEnerti Com. n Nissan Motor Acceptance Corporation Ryder System, Inc. 3 154 655.00 17 652,656.42 599 964.00 749 910:00 5 564 71 82 202 29 3 242 421 00 ; 1,836,836.53 799,843.55 1 453,819.52 600 000.00 750 000 00) (800,000.00) (305,574.77) 10,251.82 (5,125.64) 15.00 78 75 156.45 133,426.13 2 .00 II 25 17,848,147.33 ' - MORGAN STANLEY LIQ 1347623 LC -Sr Lien Ob Fund-1 Interest 61747C715 PRIME -IN . . . 3,508,944.28 (3,630,816.55) 53,593.70 80 Page 10 of 22 STAMP Portfolio Transaction Report by Account Quarter ended March 31, 2014 ',lit 4T L."OM(' A...font I44.0'1 6 Ito:ripa„n 347623 LC Sr Licn Ob Fund-1 Interest 314021.BG3 FN 735439 & en;u t4IT 1;.1.: him h, . l ;doh 186,993.81 13.1-4! tt 60rl4- 11.r..• h,1t,. .,u,l itr41w410i„414. 11.144! It.4 9 797.4 8.1..• Et:nr t haata 1u Ne+, i.•Int K. .,tined .t,ovuarnuou \. ♦rt t u 4.44<41 1,328.1 575.7 491.59 4 udi,te. R,t.,• 11;o 1,..4 l.thlc 165 784.01 347623 LC -Sr Lien Ob Fund-1 Interest 3136A4M89 FNA 2012-M3 2A1 347623 LC -Sr Lien Ob Fund-1 Interest 05565 CCO BP CAPITAL MARKETS PLC 1347623 LC -Sr Lien Ob Fund-1 Interest 48121CYK6 JP MORGAN CHASE BANK NA • 347623 LC -Sr Lien Ob Fund-1 Interest 31385JLF3 FN 545826 347623 347623 {347623 047623 1347623 a i347623 ,yx4 1347623 LC -Sr Lien Ob Fund -I Interest LC -Sr Lien Ob Fund-1 Interest LC -Sr Lien Ob Fund-1 Interest LC -Sr Lien Ob Fund -I Interest LC -Sr Lien Ob Fund-1 Interest ;347623 t347623 1347623 i347623 �yA ' i `347623 347623 347623 LC -Sr Lien Ob Fund-1 Interest LC -Sr Lien ObFund-1Interest LC -Sr Lien Ob Fund-1 Interest LC -Sr Lien Ob Fund -I Interest LC -Sr Lien Ob Fund-1 rInterest +w LC -Sr Lien Ob Fund-1 Interest 3137ASNH3 48I21CJM9 233851AT1 61746BDG8 928670AJ7 38143USC6 I72967FD8 59217GAC3 FHMS K019 AI JP MORGAN CHASE BANK NA DAIMLER F WANCE NA LLC MORGAN STANLEY VOLKSWAGEN INTL FIN NV GOLDMAN SACHS GROUP INC T•; CITIGROUP INC it z LIFE GLOB FUNDING I Canadian Natural Resources 36162WAC1 GEET 2013-1 A3 3I37ANLP8 FHMS K501 Agg2, 263534BX6 E.I. DU PONT DE NEMOURS ABBEY NATL TREASURY LC -Sr Lien Ob Fund -I Interest 00279VCA1 SERV LC -Sr Lien Ob Fund-1 Interest 912828UA6 US TREASURY NM LC -Sr Lien Ob Fund-1 Interest 912828SY7 >mJ •� a' ` 347623 LC -Pro 'ectFund-2Senior Lien 01854WB60 AlhanceBemeeinL,P, 347625 LC-Pro'cct Pund-2Semor Lien 01854WB78 MhanceB=stem L.P. 347625 LC -Pro ect Fund-2 Senior Lien 05333UCS7 AutoZone, Inc. 347625 LC-Pro'e0t Fund-2 Senior Lien 05635NBS9 Bacardi Corporation 347625 LC-Proect Fund-2 Senior Lien r 1248C3AA2 CBS Corporation 347625 t Fund-2 Senior Lien 17181 BANG CIGNA Corporation 974 997.29 7¢9;997.92 1 499 807.51 449 950,13 210 745.55 295,440.00 343,236.00 454 905.67 497,375.00 500,355,00 506,710.00 606 768.00 629,688.00 646,081.50 762,148.20 874.776.88 924,580.98 942,982.80 996,312.50 1,027,310.00 1 413 750.00 2 960,850.00 4 605.43) 51 158.00 9 064.69 25.7 3,245.13) 223.13 3 299,712.90 2,499,582.50 975 )00: 0. 1,500 000.00) 450 OOO) (3,300,000.00) (2,500,000.00) ( (69.43 434.46 2,324.52) 318.56) 370.72 611.71 197 47 301.85 (1,050.73 (2,645.54) (4,758.75) (2,92356) 177.18 383.67 801.39) (9,460.63) (6,527.61) 2,260.44 3,437.56 2.71 192.49 49,87 189.75 422.92 (167.10) 2 934.54 824.52 1,422.00 34.03 (546.71) 2,252.53 (5y61.85) 1,098.73 1,325.54 226.93) 799.76 (24.94) 366.30 2, 100.60 1.081 63 352.39) 1 698.06 1,026.44 97.35 205,877.83 298.809.00 341,736.00 364,059.97 446,400.78 497,440.00 502,805.00 306,450.00 606 816.00' 628,3(,8.00 641,0'5.82 .yr'x t 760,024.40 874,929,13 92e 510.95 944,282,0.,11^�I 987.933.50 1,020,430,00 i s 1417,708.50 I 2,963,3 4.00 »! Page 11 of 22 " S T A M P P o r t f o l i o t r a n s a c t i o n s R e p o r t b y ' A c c o u n t Q u a r t e r i n d e c i M a r c h 3 1 , 2 0 1 4 " m o t i t i s B e n t , t n i f R : r ��e P u t t h a k e , R : w a g a l W o e . 4 a u o ' t t 1 d e n y ! 1 3 a E a , R a a c ( t r : r u r ; e t o N e t l o r d f R e a k i e d t u n a t i a a t l n n R . N e i l b r r , d i n d ( s 4 1 ' I . a = . r t 0 4 0 1 h t e l i n a , B a s e a t : t r t . t s V a l u e I ��q 3 4 7 6 2 5 3 4 7 6 2 5 , 3 4 7 6 2 5 ! 3 4 7 6 2 5 3 4 7 6 2 5 3 4 7 6 2 5 3 4 7 6 2 5 3 4 7 6 2 5 3 4 7 6 2 5 c e m o L C - P r o e c t F u n d - 2 S e n i o r L i e L C - P r o e c t F u n d - 2 S e n i o r L i e n L C - P r o e c t F u n d - 2 S e n i o r L i e n L C - P r o e c t F u n d - 2 S e n i o r L i e n L C - P r o e c t F u n d - 2 S e n i o r L i e n L C - P r o e c t F u n d - 2 S e n i o r L i e n L C - P r o e a F u n d - 2 S e n i o r L i e n L C P r o e c [ F u n d - 2 S e n i o r L i e n L C " P r o ' e c [ F u n d - 2 S e n i o r L i e n H m 2 0 9 1 1 U B 4 0 C o n s o l i d a t e d E d i s o n , I n 2 5 7 4 P I C 3 4 2 3 3 3 3 G C X 0 2 6 2 4 4 1 A 6 6 2 7 7 4 3 K A 3 4 2 7 7 4 3 K A V 2 2 7 7 4 3 K C 6 5 5 3 2 4 5 7 B E 7 3 1 3 4 G 3 1 U 5 D o m i n i o n R e s o u r c e s , I n c , D T E E n e r g y C o m p a n y D u k e E n e r g y C o r p o r a t i o n E a s t m a n C h e m i c a l C o m p a n y E a s t m a n C h e m i c a l C o m p a n y E a s t m a n C h e m i c a l C o m p a n y E L I L I L L Y & C O F R E D D I E M A C 1 9 9 9 , 8 8 0 . 0 0 1 , 7 9 9 , 9 2 8 . 0 0 2 1 5 2 , 6 2 3 . 0 0 1 , 9 9 9 , 9 3 0 . 0 0 2 2 9 9 , 6 2 0 . 5 0 1 , 1 4 9 , 7 5 0 . 2 0 1 , 9 9 9 , 8 1 6 . 6 6 1 , 7 9 9 , 9 3 3 . 9 9 1 0 0 5 6 9 0 . 0 0 2 0 0 0 , 0 0 0 . 0 0 ) ( 2 0 0 0 0 0 0 . 0 0 ) 2 , 3 0 0 , 0 0 0 . 0 0 ) 1 , 1 5 0 , 0 0 0 . 0 0 ) ( 2 , 0 0 0 , 0 0 0 . 0 0 ) 1 , 8 0 0 , 0 0 0 . 0 0 ) ( 2 , 0 0 0 , 0 0 0 . 0 0 ) 1 , 8 0 0 , 0 0 0 . 0 0 ) 1 0 0 0 0 0 0 . 0 ( 2 , 1 5 0 , 0 0 0 . 0 0 ) 0 . 0 0 2 9 3 . 3 4 7 0 . 0 0 3 7 9 . 5 0 2 4 9 . 8 0 6 1 . 1 1 2 9 . 0 0 1 8 3 . 3 4 6 6 . 0 1 6 9 0 . 0 0 2 5 0 5 . 9 9 ) 5 8 . 8 9 4 3 . 0 0 ( 1 1 7 . 0 1 ) 3 4 7 6 2 5 L C - P r o e c t F u n d - 2 S e n i o r L i e n 3 7 7 9 0 1 3 A M 3 G l e n c o r e F u n d i n _ L L C 1 , 9 9 9 , 6 8 0 . 0 0 ( 2 , 0 0 0 , 0 0 0 . 0 0 ) 5 0 0 . 0 0 ( 1 8 0 . 0 0 ) 3 4 7 6 2 5 L C - P r o e c t F u n d - 2 S e n i o r L i e n 3 7 7 9 0 B C C 3 3 4 7 6 2 5 3 4 7 6 2 5 i 3 4 7 6 2 5 L C - P r o e c t F u n d - 2 S e n i o r L i e n L C - P r o e c t F u n d - 2 S e n i o r L i e n L C - P r o e c t F u n d - 2 S e n i o r L i e n 4 9 4 5 5 B A A 0 ; t r y t 5 7 1 6 3 1 1 A 8 9 6 5 4 7 5 N A D 0 G l e n c o r e P u n a ] L L C K i n d e r M o r g a n E n e r g y P a r t n e r s L . P . M a r r i o t t I n t e r n a t i o n a l , I n c . N A L T 2 0 1 I - B A 3 3 9 9 9 6 5 2 . 0 0 1 , 2 9 9 , 9 0 5 . 1 0 1 2 3 , 5 0 5 . 5 9 1 , 9 9 9 , 2 2 0 . 0 0 2 , 0 0 0 , 0 0 0 . 0 0 ( 4 , 0 0 0 , 0 0 0 . 0 0 ( 1 , 3 0 0 0 0 0 . 0 0 ( 1 2 3 , 4 7 2 . 3 8 ) ( 1 6 . 5 8 ) 7 8 0 . 0 0 2 4 9 . 9 9 6 3 . 1 9 ( 1 8 . 7 9 ) 9 8 . 0 1 3 1 . 7 1 2 . 1 6 3 4 7 6 2 5 L C - P r O e c l F u n d - 2 S e n i o r L i e n 6 5 4 7 5 M A D 2 N i s s a n M o t o r A c c c v t a n c e C o r p o r a t i o n 3 , 9 9 9 , 5 7 2 . 0 0 ( 4 , 0 0 0 , 0 0 0 . 0 0 ) 3 3 3 . 3 3 9 4 . 6 7 3 4 7 6 2 5 3 4 7 6 2 5 4 7 6 2 5 4 7 6 2 5 4 7 6 2 5 3 4 7 6 2 5 3 4 7 6 2 5 3 4 7 6 2 5 3 4 7 6 2 5 r o c c u n a - e m o r m n L C - P r o e t F u n d - 2 S e n i o r L i e n L C - P r o e c t F u n d - 2 S e n i o r L i e n L C - P r o e c t F u n d - 2 S e n i o r L i e n L C - P r o e c t F u n d - 2 S e n i o r L i e n L C - P r o e c t F u n d - 2 S e n i o r L i e n L C - P r o e c t F u n d - 2 S e n i o r L i e n L C - P r o e c t F u n d - 2 S e n i o r L i e n 7 4 0 0 5 P A S 3 7 8 5 7 3 F A H 2 9 0 3 2 7 B A B 8 9 2 5 5 M 3 A D 2 9 1 8 4 2 M B C 5 9 2 9 9 0 3 A E 2 8 9 2 3 1 N A C 7 r * r 9 2 8 6 7 K A C 8 c t a t C o r p . P R A X A I R I N C S a m i l l e r H o l d i n g s I n c . U S A O T 2 0 1 2 - 1 A 2 V i a c o m I n c V W C r e d i t , I n c . A C H O V I A C O R P T A O T 2 0 1 2 - B A 3 V W A L T 2 0 1 2 - A Y A 3 a M O R G A N S T A N L E Y L I Q P R I M E I N 3 , 9 9 9 , 4 6 8 . 0 0 1 , 5 1 3 , 2 7 5 . 0 0 1 3 5 4 0 8 . 8 0 9 4 9 , 9 4 7 . 2 2 1 , 9 9 9 6 6 1 . 6 6 6 0 G 4 6 4 . 0 0 2 2 0 , 0 5 1 . 5 6 5 4 2 2 0 3 . 8 4 5 , 7 4 ( 4 0 , 1 9 0 , 5 4 5 . 7 1 ) ( 1 , 5 0 0 , 0 0 0 . 0 0 ) ( 1 5 0 0 , 0 0 0 . 0 0 ) ( 4 , 0 0 0 , 0 0 0 . 0 0 ) 9 5 0 , 0 0 0 . 0 0 1 3 5 , 4 0 3 . 5 1 ) ' ( 1 0 5 , 7 6 6 . 2 3 ) ( 2 5 7 . 6 9 ) 0 . 0 0 3 . 2 8 2 7 . 0 8 ( 1 3 , 2 7 5 . 0 0 ) 4 8 0 . 0 0 2 . 0 1 5 2 . 7 8 3 3 8 . 3 4 0 . 0 0 ( 6 , 4 6 4 . 0 0 ( I 1 . 3 1 ) ( 2 0 0 . 6 3 ) 5 2 . 0 0 ( 1 4 1 . 5 7 ) 4 3 5 , 8 3 7 . 7 2 4 6 6 , 9 2 8 . 4 1 j 8 2 P a g e 1 2 o f 2 2 1347628 ,nutzc 1. fount 1. roust 1 Iintitirr 347625 LC -Pro ect Fund-2 Senior Lien 844730AG6 1347625 LC -Pro ect Fund-2 Senior Lien 1347625 LC -Pro ect Fund-2 Senior Lien 347625 347625 347625 Tri��,yTq• 347625 LC-Proect Fund-2 Senior Lien LC -Pro ect Fund-2 Senior Lien LC Pro ect Fund-2 Senior Lien 347625 1347625 ect Fund-2 Senior Lien LC -Pro ect Fund-2 Senior Lien LC -Pro ect Fund-2 Senior Lien 25 LC- Proect Fund-2 Senior Lien 347625 347625 347623 347625 347625 ;347625 1347628 J.f_M 347628 1347628 1347628 1347628 347628 347628 347628 LC -Pro LC -Pro Irs LC -Pro LC -Pro cl Fund -2 Senior Lien ct Fund -2 Senior Lien �ct Fund-2 Senior Lien c[ Fund -2 Senior Lien LC -Pro ect Fund-2 Senior Lien LC -Project Fund-2 Senior len LC-PF-2 Sales Tax Revenue Bond LC-PF-2 Sales Tax Revenue Bond LC-PF-2 Sales Tax Revenue Bond LC-PF-2 Sales Tax Revenue Bond LC-PF-2 Saks Tax Revenue Bond LC-PF-2 Sales Tax Revenue Bond LC-PF-2 Saks Tax Revemt • e Boo dnd LC-PF-2 Sales Tax Revenue Bond 347628 LC-PF-2 Sales Tax Revenue Bond 347628 LC-PF-2 Sales Tax Revenue Bond ales Tax Revenue Bond 26244/1371 14 NCI rpm” RUS Duke Ene - Corporation 15103HE77 Celgene Corporation s`.:4•c: 89231NAC7 025821FV7 AMXCA 2009-2 A 17308BAN8 27886ME66 05333UDM9 3 TAOT 2012-B A COMN12009-A 17 A I7 Ecolab Inc. minion Resources, Inc AutoZone Inc " astmanChemica l Company 88731JD71 Time Warner Cable Inc. 209111EW9 CONS EDISON CO OF NY 91159HGR5 US BANCORP 97689RAH7 WI HSG-VAR-TXB-B-MFH 44890NE55 36159LBN5 01854WB60 01854WB78 05333UCS7 05634FC56 1248C3AA2 Hyundai Capital America AlhanceBermstem L.P. AlhanceBernstem L.P. AutoZone, Inc. Bacardi -Martini B.V. CBS Corporation 2003A3AH7 , mcast Corporation 2091IUB40 CottsolidatedEdi 26244JA66 c. Duke Energy Corporation 27743KA67 Eastman Chemical Company 27743K1318 Eastman Chemical Company 3134G4FL7 FREDDIE MAC STAMP Portfolio Transaction Report by Account Quarter ended March 31, 2014 Nt � innot:,• Nas,• 11 it Err l.dr,c 1 815 000.00 2 999 739.00 3 999468. 7.999.520.00 8,199,508.00 It.rve Pur, l� 749.895.00 999,666.67 1,000 664.06 1 006,992,19 1 393, 189.45 1,499,364.59 1,499,420.00 1499.807.51 1,499,656.25 1,516,470.00 1,520,655.0e 1 999 381.67 2,004,062.50 5,999 983.32 824,992.15 9,998 716.70 2 999,929.17 7,699. 105. 94 8,002,824.00 8 It `A it• I.; t• it at it t tt t• 6 000 000.00) 2,825 000.00 (10,000 f00.00 3 000 000.00 (3,000 000.00 1t 000,004,00 000,000.00) 200,000.00 (7,700,000.00) (8,000,000.00) 1.., , w:,,.: ;r.rne,• to t huut tir 4u,41 \. art 4 ut e,t4irt •t S nduw_ Kaffir Lit 3.rl,n 650,0, 8.72 (6,515.79 87.82) 78.75 (30.00) 93.33 (38.00) 83.20 (79.86 (2,609.99) 143.80 6,021.49) 270.83 280.00 9.17 281.25 281 25 (16,470.00) 2.94 (38.92) 749,943.75 999,722.00 l 1000,501.00 1,004,526.00 1.387.1 0.90 1,499.396.30 40.50) 1,499,659,50 (38.68) 1499,778.00 (45.73) 1,499 860 30 (50.00) 499 887 50 1,500.000.00 13,38444) (460.56) 1,506,810,00 221 67 (1,713.87) 16.68 7.85 1,283.30 70.83 172.50 444 45 - 350,00 244.45 330.27 894.06 (2,824.00) (123.34) (48.63) 88.50 8755 235.55 1,815.0t0.00 1 999.480,00 2,002,3 t0,00 Page 13 of 22 " S T A M P P o r t f o l i o T r a n s a c t i o n R e p o r t b y A c c o u n t Q u a r t e r - - e n d e d M a r c h 3 1 , 2 6 1 4 " S o u r . e 3 4 7 6 2 8 t + L C - P F - 2 S a l e s T a x R e v e n u e B o n I + i c n t i t i e r 3 6 1 6 2 I r r > i r i p t u n + B e u i t n t i a q B a s t t t n r h e t l a l l a t R a w I B . t s e 1 1 4 e 3 M M i t . , a n d H e t l + v u p t r ; x i 3 + n + ( 1 2 6 9 2 3 . 9 0 B : + . . B a s e t o N o 1 o k t i t c a l i r e d , t o o r l i r a t i + + n ' i r N e t t n l e a l - v e d I s a l u t e B a k e ; I t , . s a ( 1 7 . 5 8 ) r t e i i t u t t . : t i n T n a , M a r k e t V a l o r 2 0 . 0 7 ) 2 6 . 1 9 ) 1 3 4 7 6 2 8 ' 3 4 7 6 2 8 3 4 7 6 2 8 L C - P F - 2 S a l e s T a x R e v e n u e B o n d L C - P F - 2 S a l e s T a x R e v e n u e B o n d L C - P F - 2 S a l e s T a x R e v e n u e B o n d 4 1 2 8 2 K B K 3 5 8 1 5 5 7 A W 5 5 9 1 5 6 R A W 8 H a r l e y - D a v i d s o n F i n a n c i a l S e r v i c e s , I n c . M C K E S S O N C O R P M E T L I F E I N C 4 7 6 2 8 L C - P F - 2 S a l e s T a x R e v e n u e B o n d 6 1 7 4 7 W A D 1 M O R G A N S T A N L E Y N i s s a n M o t o r A c c e p t a n c e 3 4 7 6 2 8 L C - P F - 2 S a l e s T a x R e v e n u e B o n d 6 5 4 7 5 M C 4 0 C o + o r a t i o n 3 4 7 6 2 8 L C - P F - 2 S a l e s T a x R e v e n u e B o n d 4 7 6 2 8 L C - P F - 2 S a l e s T a x R e v e n u e B o n d 3 4 7 6 2 8 1 3 4 7 6 2 8 L C - P F - 2 S a l e s T a x R e v e n u e B o n d L C - P F - 2 S a l e s T a x R e v e n u e B o n d 7 3 7 5 4 M C 3 8 8 8 1 6 6 D A A 4 9 2 3 4 3 V B A I P o t a s h C o r p o r a t i o n o f S a s k a t c h e w a n I n c . T E V A P H A R M F M I I I V E R I Z O N C O M M U N I C A T I O N S 9 2 5 5 M 3 A D 2 V i a c o m I n c 4 6 0 6 2 9 3 . 0 0 8 1 1 4 . 6 6 1 . 0 0 9 0 8 1 , 7 9 1 . 0 0 5 0 1 4 , 8 0 0 . 0 0 1 3 , 8 8 3 , 7 6 7 . 1 1 2 , 5 9 9 , 8 1 8 . 0 0 2 , 2 9 9 , 0 8 5 . 7 5 4 9 9 9 9 3 3 . 3 3 8 , 4 9 9 , 5 2 7 . 7 4 2 , 6 0 0 , 0 0 0 . 0 0 ) 4 , 5 7 5 0 0 0 . 0 0 9 0 7 0 , 0 0 0 . 0 0 ) 2 , 3 0 0 , 0 0 0 . 0 0 ) ( 5 , 0 0 0 0 0 0 . 0 0 5 , 0 0 0 0 0 0 . 0 0 ( 1 3 , 8 3 3 , 0 0 0 . 0 0 ) ( 8 , 5 0 0 , 0 0 0 , 0 0 1 8 2 . 0 0 ( 3 2 , 6 6 1 . 7 9 ) ( 1 4 , 8 9 1 . 7 ( 1 I , 0 3 6 . 6 7 ) 9 1 4 . 2 5 6 6 . 6 7 1 4 1 2 2 . 2 8 0 . 0 1 0 . 0 0 0 . 0 0 ) ( 4 8 , 0 1 4 . 1 8 ) ( 2 , 7 5 2 . 9 2 ) 4 7 2 . 2 6 1 , 3 6 8 . 7 9 2 3 0 . 7 5 7 5 4 . 3 3 ) ( 6 7 7 . 7 2 3 4 7 6 2 8 L C - P F - 2 S a l e s T a x R e v ; ��" ; 9 I 8 4 2 M C 4 2 V W C r e d i t , I n c . 7 9 9 9 , 8 4 8 . 8 8 8 , 0 0 0 , 0 0 0 . 0 0 ) 3 4 7 6 2 8 3 4 7 6 2 8 ( 3 4 7 6 2 8 3 4 7 6 2 8 3 4 7 6 2 8 1 3 4 7 6 2 8 Y b ; 3 4 7 6 2 8 L C - P F - 2 S a l e s T a x R e v e n u e B o n d L C - P F - 2 S a l e s T a x R e v e n u e B o n d L C - P F - 2 S a l e s T a x R e v e n u e B o n d L C - P F - 2 S a l e s T a x R e v e n u e B o n d L C - P F - 2 S a l e s T a x R e v e n u e B o n d . . > �� " a i P L C - P F - 2 S a l e s T a x R e v e n u e B o n d L C - P F - 2 S a l e s T a x R e v e n u e B o n d 4 3 8 1 4 A A C 7 3 6 1 5 9 L B N 5 3 1 3 9 5 M L T 4 2 6 2 4 4 . 1 1 3 7 1 4 0 4 2 8 E J Q 3 0 2 5 8 2 1 F Y I 1 7 3 0 8 B A N 8 H A R O T 2 0 1 1 - 2 A 3 G E D F T 2 0 1 1 - 1 A F H A 2 9 3 0 A N D u k e E n e r g y C o r p o r a t i o n H S B C B A N K U S A A M X C A 2 0 1 1 - 1 B C O M N I 2 0 0 9 - A 1 7 A 1 7 5 8 , 6 0 4 . 4 0 1 3 5 . 1 8 2 . 2 5 2 7 5 , 6 4 5 . 7 7 7 0 8 . 2 2 0 . 3 0 1 , 0 0 2 , 3 4 1 . 0 0 1 , 0 3 5 , 9 3 7 . 5 0 3 5 , 3 1 2 . 0 7 1 1 4 1 9 2 . 8 3 ( 1 8 . 0 8 ( 9 7 7 . 4 9 ( 1 4 . 5 3 ) ( 9 6 . 2 9 ( 8 7 3 . 4 2 ) 2 6 . 2 5 ( 6 6 7 1 . 9 5 ( 3 7 4 . 3 5 ( 8 , 9 0 9 . 1 7 0 3 . 0 6 ) 3 1 9 . 4 7 1 8 1 6 1 . 9 2 ( 1 , 2 , 0 4 . 0 3 ) 3 4 7 6 2 8 L C - P F - 2 S a l e s T a x R e v e n u e B o n d 5 5 3 1 4 A C I M M A F 2 0 1 2 - A A A 3 1 . 1 5 5 . 6 9 2 . 9 2 3 4 7 6 2 8 L C - P F - 2 S a l e s T a x R e v e n u e B o n d 2 9 2 5 A 3 D R 6 ' : c o t h k x L . . ' : ; " . " , . ' p ��1 3 4 7 6 2 8 L C - P F - 2 S a l e s T a x R e v e n u e B o n d 1 7 3 0 8 B A L 2 3 4 7 6 2 8 L C - P F - 2 S a l e s T a x R e v e n u e B a n d 3 6 I 5 9 J C S 8 3 4 7 6 2 8 3 4 7 6 2 8 3 4 7 6 2 8 L C - P F - 2 S a l e s T a x R e v e n u e B o n d L C - P F - 2 S a l e s T a x R e v e n u e B o n d L C - P F - 2 S a l e s T a x R e v e n u e B o n d 1 3 4 7 6 2 8 L C - P F - 2 S a l e s T a x R e v e n u e B o n d 3 8 1 4 1 G C M 4 8 4 2 5 8 7 C E 5 7 4 4 3 2 Q A E 5 2 7 7 4 3 K D A 5 E n b n g e e n e r g y P a r t n e r s , L P . C O M M 2 0 0 9 - A 1 3 A l 3 G E M N T 2 0 1 2 . 1 A G O L D M A N S A C H S G R O U P I N C S O U T H E R N C O P R U D E N T I A L F I N A N C I A L 3 2 4 4 0 6 . 6 9 1 5 0 1 7 0 9 , 7 8 2 . 5 3 2 0 8 4 5 0 0 , 0 0 2 1 5 4 1 . 8 3 ) ( 3 4 . 9 3 ) 6 9 . 2 9 2 6 7 . 2 6 ( 1 0 . 0 0 ) ( 5 4 8 . 3 5 ) 9 . 3 5 5 0 5 . 6 7 4 6 8 . 8 0 2 8 . 7 1 9 2 7 . 9 1 2 8 7 6 . 6 3 2 3 , 2 2 4 . 8 0 1 3 5 , 1 5 5 . 2 5 1 5 9 , 8 6 9 . 2 8 . Y 2 4 9 , 9 8 1 . 2 5 7 0 1 0 0 0 . 0 0 1 , 0 0 1 , 9 7 6 . 0 0 1 , 0 2 7 , 5 3 4 . 0 0 6 : ��1 1 , 1 5 5 , 4 5 8 . 6 6 1 3 2 4 , 7 5 4 . 8 8 1 , 6 1 9 , 1 1 4 ? 4 9 1 , 7 1 1 4 5 5 . 1 3 ( 1 , 0 1 8 . 1 7 2 , 0 6 1 , 9 4 0 . 0 0 x , d , - ; , 4 : 4 , 4 4 1 : a t I N C E a s t m a n C h e m i c a l C o m p a n y 2 1 2 8 , 0 1 4 . 0 0 2 , 7 7 1 , 7 9 0 . 8 4 2 , 9 9 9 , 2 5 0 . 0 0 8 4 ( 1 8 , 1 1 8 . 8 1 ) 2 8 , 0 3 1 . 5 2 5 6 2 . 5 0 ( 6 7 6 . 1 9 ) 6 6 1 . 1 8 ( 9 1 . 5 0 ) 2 . 1 0 9 . 2 1 9 . 0 0 2 , 7 4 4 , 4 2 0 . 5 0 2 , 9 9 9 , 7 2 1 . 0 0 . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . P a g e 1 4 o f 2 2 STAMP Portfolio Transaction Report by Account Quarter ended March 31, 2014 t Ln 1„ i l ;tEr„ 1 } Il,,-r• 51.10men-, .�nJ Krdr`uy,ti„rn }3.r.r i !i dox n• • K.,.,• B:t,4 t UMW, }u No. 4,•t.d Roatircd AftlOrtiLitton. l:' \ct t tu.,,tv:.} i n.lom Ba-.• f •xn, tr,., u,�i:a, t,.r n, },,., ilae bet 1Alt, • y LC-PF-2 Sales Tax Revenue Bond LC-PF-2 Sales Tax Revenue Bond 55314QACl MMAF 2012-AA A3 36962G4G6 GENERAL ELEC CAP CORP 1347628 LC-PF-2 Sales Tax Revenue Bond I72967CK5 CITIGROUP INC 347628 LC-PF-2 Sales Tax Revenue Bond 1347628 {347628 347628 3347628 347628 LC-PE-2 Sales Tax Revenue Bond LC-PF-2 Sales Tax Revenue Bond LC-PF-2 Sales Tax Revenue Bond LC-PE-2 Sales Tax Revenue Bond LC-PF-2 Sales Ta Revenue Bond LC-PF-2 Sales Tax Revenue Bond 929903A11 88731JEC9 693476BK8 38141EA33 36159JBT7 370334BL7 13638XD80 WACHOVIA CORP Time Warner Cable Inc. PNC FUNDING CORP GOLDMAN SACHS GROUP INC GEMNT 2009-4 A GENERAL MILLS MC ALLSTATECORP Canadian Natural Resources Limited 3 004 401.00 4 017,332.27 5.020,395.80 5,089,300,00 5, 135,395.00 4,298 452.00 5 998 470.00 (I 244.50) 70.64) 225.75 (30,921.14) 635.50 (2,094.06) (66.65) 1,831.16) (64588,08) (2,711.92) 4; 39,282.65) 3, 107.65 51,288.77) 5,753.77 (14,554,12) (I,974.66) (6,32r8.42) 1,215.00 (171.00 3,003,792.00 3,973,067.57 4,298,6 1.10 I 4,987,643.50 j 5,022,000.00 5 099,2 0.00 i j r 5,137,670,00.I 5,999,5 14, 00 C....:a :347628 LC-PF-2 Sales Tax Revenue Bond 46625HHN3 1PMORGAN CHASE 14 CO 6 105,060.00 6,041,810.00 i 47628 LC-PF-2 Sales Tax Revenue Bond s.j . 347628 !347628 347628 347628 LC-PF-2 Sales Tax Revenue Bond LC-PF-2 Sates Tax Revenue Bond LC-PF-2 Sales Tax Revenue Bond LC-PF-2.Sales Tax Revenue Bond Subtotal - 347628 LC-Pr-2381es Tax Revenue Bond 14912IAV0 407288YD5 05531FAA1 05634CDG8 19648CAC5 SE TERPILLAR FINANCIAL TON S •B-REF BB&T CORPORATION Bacardi U.S.A., Inc CO HSG & FIN 205091001 LC-2013 A Ca. italized Interest 31402RBG3 FN 735439 205091001 LC-2013 A Ca. italized Interest 205091001 31392HWL3 FNR 2003-3 BC k Catitalized )merest 3128H4NR6 FG E9700- 205091001 LC-2013 A Ca. italivod Interest 205091001 LC-2013 A Capitalzed Interest 205091001 LC-2013 A Ca 205091001 1(11,1 .,` dalized Interest 31392BVM5 74977RBQ6 31410GS FNR 2002-3 PG RABOBANK NEDERLAND 7 FN 888927 TXB LC-2013 A Ca Inbred Interest 31294LPZ0 FG E02240 1205091001 A Capitalized Interest 3I28PGLY7 FG J04843 0 _ 6 470,135.50 6 655 698.45 7 588 610.40 9,860,145.50 368,565,634.56 28,594.77 92,792.48 " 2299223 337,474.09 413,763.17 473,811.40 7 999 217.76 474,609,211.95 (191,261 420 65 (348,168,000.00 (16 306.65) (94,105.68) (8,503,602.51) 3,027.39) (197.27) (86.69) 9,098.90)�• 458.74 (247.91 48.89 (9 059.44 (1,945.52) (1,679,678.18 473,73 771.11 443.49 18 + „'_ ( 03121 (517_93) 32 355,40) 1 558.65 (756.79 221874.40 - - (838.53) (33,718.97) (2,236.15) (1,277.98) (1,858.78) (43,183.54) (2,026.53) (1,638.39) (44,007 (2,36 323.05 6,147.35 (4,440.92) (210.6 3,838.94 (16,419.89) 293,543,799.77 ; 67.99 25,351.41. (205.76) 62,781.18 7.94) 705.26 (257.44) (76.63) 621,26 382.67 1,744.04 6 454,151.90 6,671,845. 80 7,490,063.80 7,999,056.00 9.854-9 5.00 109,709.40 176 24 .39 193 063.96 ) 220 909.20 300,862.26 365 917.99 706.97 Page 15 of 22 " S T A M P P o r t f o l i o T r a n s a c t i o n R e p o r t b y A c c o u n t Q u a r t e r e n d e d M a r c h 3 1 , 2 0 1 4 " B t 8 i n n i n e t I . S l . 0 h e t V 3 I n e B a t e P n t r h ; n r t l i a " A f B a , t I t a n , . n i r r R e d r r n p t i o n s I t a . r B a s e r - h a w r I n N e t r " , t , d H r . d v e d A n t o r 6 / 3 6 6 1 1 ' i t N 1 1 t [ t . r n i i r e d ( : : , i t t L , , c t a r i u u t J a l r r ' t n . . " t 1 t t ; r r h r t 1 ' d l n r z e d I n t e r e s t 2 0 5 0 9 1 0 0 1 L C - 2 0 1 3 A C a . i t a l i z e d I n t e r e s t , 2 0 ' 0 9 1 0 0 1 L C - 2 0 1 3 A C a i t a l i z r . : ! . ' F y ; 2 0 5 0 9 1 0 0 1 L C - 2 0 1 3 A C a . i t a l i z e d I n t e r e s t 2 0 5 0 9 1 0 0 1 L C - 2 0 1 3 A C a . i t a b z e d I n t e r e s t 2 0 3 0 9 1 0 0 1 L C - 2 0 1 3 A C a t a l i z e d I n t e r e s t 2 0 5 0 9 1 0 0 1 L C - 2 0 1 3 A C a . i t a l i z e d I n t e r e s t 3 I 4 0 2 R B G 3 3 1 4 0 2 Q T 6 8 F N 7 3 5 4 3 9 F N 7 3 5 0 7 3 F N A 2 0 1 2 - M 3 2 A 1 T O R O N T O - D O M I N I O N B A N K R A B O B A N K N E D E R L A N D 6 1 3 , 3 6 8 . 7 8 6 2 1 , 0 0 9 , 9 4 6 4 9 3 8 . 6 5 ( 5 7 , 0 0 3 7 0 ) ( 4 , 3 5 6 . 6 8 ( 4 , 2 6 2 . 5 7 ) ( I 0 5 1 . 9 9 ) ( 1 , 8 8 8 . 6 ( 1 , 1 3 7 . 7 4 ) 1 , 9 8 9 . 9 2 ) ( 2 2 6 . 0 1 ) 8 0 0 . 6 4 1 , 6 1 2 . 5 0 1 2 9 . 4 9 1 8 3 3 . 5 1 ( 5 4 1 . 3 2 4 7 8 . 4 6 6 . 4 0 i 3 4 3 , 7 9 7 . 3 4 . " - Y > , 5 5 2 . 1 8 3 . 1 0 5 5 9 , 5 8 5 . 2 6 i 1 2 0 ) 0 9 1 0 0 1 L C - 2 0 1 3 A C a . n a b z e d I n t e r e s t 2 1 6 8 6 C A D 2 R A B O B A N K N E D E R L A N D 1 , 0 5 2 , 8 9 0 . 0 0 ( 3 , 8 4 4 . 7 8 ) 1 1 , 1 3 4 . 7 8 1 , 0 6 0 , 1 8 0 . 0 0 ! t a l i z e d I n t e r e s t 2 0 5 0 9 1 0 0 1 L C - 2 0 1 3 A C a . i l a b z e d I n t e r e s t f o g 3 1 3 9 3 V 2 T 7 F H A 2 6 2 7 G Y 1 , 4 5 3 , 2 9 1 . 0 3 1 2 3 6 , 3 9 7 5 0 ' 2 0 5 0 9 1 0 0 1 L C - 2 0 1 3 A C t a l i z e d I n t e r e s t 2 0 5 0 9 1 0 0 1 L C - 2 0 1 3 A C a . i t a l i z e d I n t e r e s t 2 1 6 8 5 W B L 0 9 1 2 8 2 8 P E 4 1 . ; 2 0 5 0 9 1 0 0 1 L C - 2 0 1 3 A C a . i t a l i z e d I n t e r e s t w 2 0 5 0 9 1 0 0 1 L C - 2 0 1 3 A 2 i 9 1 - 2 0 a . n a 4 z e d I n l e a . n a e s n t e r e s ; 2 0 5 0 9 1 0 0 1 L C - 2 0 1 3 A C a i t a l i z e d I n t e r e s t 2 0 ) 0 9 1 0 0 1 L C - 2 0 1 3 A C a . i t a l i z e d I n t e r e s t i 2 0 5 0 9 1 0 0 1 L C - 2 0 1 3 A C a . i t a b z e d I n t e r e s t ��r 1 2 0 5 0 9 1 0 0 1 L C - 2 0 1 3 A C a . 1 t a h z e d I n t e r e s t 4 0 7 2 8 8 Y D 5 3 1 3 6 A 8 G 3 8 3 1 3 7 A N L P 8 8 9 2 3 3 P 6 J 0 9 1 2 8 2 8 S Y 7 R A B O B A N K N E D E R L A N D U S T R E A S U R Y N B H A M I L T O N S W R - B - R E F R 2 0 1 0 - 1 4 1 A F N A 2 0 1 2 - M 1 3 A S Q 2 I t F H M S K 3 0 1 A 2 T O Y O T A M O T O R C R E D I T C O R P ; a U S T R E A S U R Y N B S u b t o t a l - 2 0 5 0 9 1 0 0 1 L C - 2 0 1 3 A C a . i t a l i z e d I n t e r e s t ! G r a n d T o t a l 9 1 C I P B o n d s ( S T A M P P o r t f o l i o ) 1 5 4 3 , 7 9 8 . 9 0 7 ' r 1 , 9 3 1 , 4 6 4 . 0 0 2 , 0 8 7 , 3 6 3 . 2 0 2 , 6 6 3 , 5 1 8 . 2 0 2 , 9 6 6 , 8 3 9 . 1 5 3 , 1 1 2 , 8 5 7 . 2 0 ( 4 , 1 8 2 . 0 7 ) ( 4 , 2 3 4 . 9 6 ) 1 . 1 5 7 . 0 2 2 , 1 6 3 . 9 6 1 , 5 4 0 , 7 7 3 . 8 5 1 , 9 2 9 , 3 9 3 . 0 0 5 , 0 3 0 , 7 0 0 . 0 0 _ t . 1 1 , 8 4 3 , 4 0 0 . . 0 0 x r 9 6 , 3 7 9 , 6 7 2 . 6 3 5 1 1 , 3 0 4 , 5 6 7 . 9 7 5 9 , 5 9 9 . 6 3 ( 7 , 8 9 8 . 9 3 ) 0 . 2 8 1 0 3 . 9 2 3 , 5 4 1 , 6 2 8 . 6 5 ( 3 , 9 9 2 , 7 1 8 . 6 0 ) 4 8 7 , 1 2 5 , 0 8 5 . 2 3 ( 2 0 0 , 3 3 8 , 7 7 5 . 3 2 ) ( 1 , 1 7 4 , 9 2 1 . 2 0 ) ( 3 5 1 , 0 6 8 , 0 0 0 . 0 0 ) ( 1 0 , 4 4 5 , 3 0 3 . 1 2 ) ( 5 4 , 9 0 4 . 2 9 ) 3 , 5 0 7 . 5 7 e t i Y - ' y : ( 4 5 5 . 7 6 ) 2 , 6 0 8 . 7 1 ( 2 , 6 4 5 . 4 4 ) ( 1 , 7 9 1 . 8 3 ) 1 3 7 5 0 . 2 4 ( 8 9 , 8 1 6 . 4 7 ) ( 7 4 , 2 6 3 . 8 6 ) ( 1 , 8 2 1 , 1 5 1 . 2 4 ) 8 , 1 5 3 . 6 0 2 . 6 3 4 . 9 3 4 4 0 . 0 6 r 7 , 2 5 5 . 2 4 6 , 9 4 3 . 4 4 ( 3 5 8 . 1 7 ) t 4 , 1 2 9 . 7 6 1 2 1 , 3 8 4 . 6 4 6 : 3 2 i r t ' : ; ; i G ��a 2 7 5 , 1 8 6 . 3 9 2 . 0 9 5 , 5 1 6 , 8 0 ! 2 . 1 9 9 . 8 9 2 3 0 2 , 6 0 3 , 9 0 2 . 5 9 ! 2 , 9 6 8 , 9 0 8 . 0 9 3 , 1 1 7 , 1 5 3 . 2 0 5 , 0 2 8 , 5 3 0 . 0 0 1 1 8 6 1 , 2 8 0 . 0 0 1 9 4 , 7 3 0 , 3 2 5 . 3 5 4 3 4 , 9 5 7 , 3 4 6 . 0 4 8 6 P a g e 1 6 o f 2 2 87 Mow, Marhot fond. (0.17894} • Case 1.1_ 4,4 Fixed lecome 1101 06494) at M 6-41er vuYW 4M:r i. Pe to .e, ATTACHMENT 5 STAMP Portfolio Summary of Investments for quarter ended March 31, 2014 Outer (23.8064r.) moor eds. ISAtOald Auto PlanvN<tvear6. Kd.41'd%Y Vaedaae 13.741G41-*--", Cam mnrrepH MP.S 13A5714l-.^' Olwraxpect PMan Mry (a. Berko (21287147 Lav14.449. 116406M1 YR MonIcIpals (7.61Pe:1 .. Craa1P Can-A*6 1821754) C:AaN rxMt sye tyMxa Ater4nr S'+rs+ems = c✓r..:rn Other (2.01394) FNMA (1.366%1- remit CMO 61.820%1 �/r FPMA CMO (3:144%)-/ or/cream IVItWil MUNI (6.467%) US 40V 111..37640 APR (1 i.TnT%)J .--- CORP 141.611141 CP (18.883161 il.ket '.{steal hy. uals Y4v6: baler • Are rwel 'Cash difference due to unsettleded trade at the end of the reporting period Cash (`1.04614) A6aatcy 4e.).nte) Munsepel (T.f3P%)-`,� puffer teoe7W) Government 02.370%) Gem! Narked (1 ainwto .) `^ Pineedal p6.87e%4 %Ptonne) K1 a. SMC t lea0'C tAKu4VM 13Y: ewe. ADr,ft Witt. F a0,3APK' 88 " 8 9 " " A T T A C H M E N T 6 S T A M P P o r t f o l i o T o l l R e v e n u e P r o j e c t S e n i o r L i e n F u n d S u m m a r y o f I n v e s t m e n t s f o r q u a r t e r e n d e d M a r c h 3 1 , 2 0 1 4 e k e t V a l u e � J 1 4 0 4 0 d ` . W J . W U a r u M e m e y M a r k e t f o r d s 1 0 . 0 7 4 1 0 7 a e l r 1 2 . 0 4 1 W f l w s d I n c o m e ( 1 0 1 . 0 7 0 9 4 ) B r n o M A i ' [ r . Y - M I . h : < + + r m I ' C a s h d i f f e r e n c e d u e t o u n s e t t l e d e d t r a d e a t t h e e n d o f t h e r e p o r t i n g p e r i o d " O t h e r ( 3 4 , 1 5 3 1 6 1 " U s N Y e l c i p a l m ( 8 . 7 8 1 3 % ) - o e ' r N M n H M u f Y c l w ' c r . 1 4 . 1 7 " ) 1 . 6 e 1 0 e 1 y 7 7 - , 7 0 . - - t a l e H e e l P l o w A B S l e I R W M ) S a a b 1 1 1 1 0 7 / 0 - m h o c t r l c 1 1 0 . 1 0 n 4 ) 8 v w v v l l p 1 1 . 6 7 5 % 1 ��- A r r t s r m O b i t e M S 4 7 . 0 . 0 4 ) C , l u a l w b 1 1 3 2 0 > S A o s d i t c e r e 1 . 5 M A O % ) 4 M a A r ' k ��. N M e * M 3 r Y H Y W V w r > ��x ' z . w . n M g P U B e ( 0 . 9 7 6 t 4 ) C A S . 1 4 , 4 % 1 0 ' A O C Y G U N S 1 1 0 1 3 . 1 4 ��. . . G O R P I 3 0 . 1 < M L ) A 8 5 ( 1 9 . 9 5 0 % ) C P t A . 8 0 7 % ) t . n v + t M M . r i y . v a e 4 d ; h ! r f r ` I W 1 m . . m r + r + : �%/ m a s e l s l : f i n . O a e . t C ' m 9 t ' t o . . . . b y , 0 0 e a i 0 o i t p + v a i w s a . k u - + . e x + 9 0 91 ATTACHMENT 7 STAMP Portfolio Toll Revenue Project Sales Tax Revenue Fund Summary of Investments for quarter ended March 31, 2014 Money MsAret N.Ws (0.08390 Cask 4 1.041%)^-- . Flayed Irrcame (101.710%) .. d C.Y,.'.1.�a2 'Cash difference due to unsettleded trade at the end of the reporting period • Mery rn,2621161 De..r.e.. (3.22110 Oscine (+ AM.; Aetaembite ABS 14.112.1 tmvrriacv ta.3.3%I caw mos Willa 49.l11%) Dads (E1.320%) SS Manlelyele t9.65641 Coed* Car. eileS 1-. Diversified Siam Sere O'Dell.) 11,xrrc dnB* pn, aW fiefs, Aviv urireit Other Otker.(.NP to nerd !MINE CNC 10.0f1%) -e„ AGCV enpn iSeefiel _d CAlH i•1.011%) ' vkttMle ll ritri•S) A ISOM 11.97410'-' t9 (13.11et61 -' ASS ilea17316) bAe9%).1 COMP (11.<1(46) Hari at,itlwn Ny:..OM N»•ks�'J»aw • rmrtpaye RPdrad N•1sMa5 Coat r1.r10t6) AVI.Cy {1-WM) FbaJNpal (9.66..%)�"� OtaHy (12 UNN. 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A l s o , t a l k o f . s l o w e r g r o w t h i n C h i n a , a g e o p o l i t i c a l c r i s i s h e a t i n g u p i n E a s t e r n E u r o p e b e t w e e n U k r a i n e a n d R u s s i a , a n d , a m o r e h a w k i s h F E D w i t h i t s r e c e n t Q E r e d u c t i o n a n d r a t e t a l k h a s w e i g h e d o n t h e m a r k e t s . : T h e o n g o i n g c o n c e r n a m o n g i n v e s t o r s i s w h e t h e r t h e F E D w i l l b e a b l e t o s u c c e s s f u l l y e n g i n e e r t h e w i t h - d r a w a l f r o m c u r r e n t q u a n t i t a t i v e e a s i n g p o l i c i e s w i t h o u t d i s r u p t i n g t h e i r t w o p r i m a r y g o a l s o f k e e p i n g p r i c e s s t a b l e a n d u n e m p l o y m e n t l o w . S w o r n i n o n F e b r u a r y 3 " 1 w a s t h e F e d e r a l R e s e r v e ' s f i r s t C h a i r w o m a n i n h i s t o r y , J a n e t Y e l l e n I t d i d n ' t t a k e l o n g f o r t h e p o w e r o f t h e s p o k e n w o r d s o f a F E D h e a d t o c o m e t o l i g h t a f t e r a f l u b b e d c o n t i n e n t a t t h e M a r c h 1 9 t h F O M C m e e t i n g s p o o k e d t h e m a r - k e t s . . . ; I n v e s t o r s w e r e c a u g h t o f f g u a r d a s t o t h e r e f e r e n c e o f t h e t i m i n g o f r a t e i n c r e a s e s , b u t h a s s i n c e b e e n r e c t i f i e d b y t y i n g t h e t i g h t e n i n g t o a b r o a d e r r a n g e o f e c o n o m i c d a t a r a t h e r t h a n j u s t i n f l a t i o n a n d 6 . 5 % u n e m p l o y m e n t ( o r b e t t e r ) a s t h e p r i m a r y d r i v e r f o r F E D a c t i o n . S h e d e f i n i t e l y h a s h e r h a n d s f u l l a s t h e s l o w U . S . e c o n o m i c ' r e c o v e r y c o n v e r g e s w i t h t h e $ 1 0 b i l l i o n p e r m o n t h t a p e r a n d t h e t a l k o f i n c r e a s i n g s h o r t - t e r m r a t e s , n a m e l y f e d f u n d s a n d t h e d i s c o u n t r a t e . A t a r e c e n t s p e e c h i n W a s h i n g t o n D . C . , s h e r e - m a r k e d t h a t m a n y p e o p l e s t i l l f e e l t h a t t h e e c o n o - m y i s i n r e c e s s i o n b e c a u s e t h e y h a v e y e t t o s e e i m p r o v e m e n t i n t h e i r o w n e m p l o y m e n t a n d i n - c o m e s i t u a t i o n s . T h e s l u g g i s h s p e e d o f i m p r o v e - m e n t i n t h e e m p l o y m e n t n u m b e r s i s e v i d e n t i n a v a r i e t y o f a r e a s , i n c l u d i n g t h e l a r g e n u m b e r o f l o n g - t e r m u n e m p l o y e d a n d t h e m u c h h i g h e r t h a n u s u a l n u m b e r o f f o l k s w o r k i n g p a r t t i m e t h a t w o u l d l i k e f u l l t i m e e m p l o y m e n t . Y e l l e n a l s o s t a t e d " F o r t h e m a n y r e a s o n s I h a v e n o t e d t o d a y , I t h i n k t h i s e x t r a o r d i n a r y c o m m i t - m e n t i s s t i l l n e e d e d a n d w i l l b e f o r s o m e t i m e , a n d I b e l i e v e t h a t v i e w i s w i d e l y s h a r e d b y m y f e l l o w p o l i c y m a k e r s a t t h e F E D . " Y e l l e n m a d e i t v e r y c l e a r t h a t t h e y r e m a i n c o m m i t t e d t o p r o v i d i n g e x t r a o r d i n a r y s u p p o r t f o r t h e e c o n o m y f o r s o m e t i m e t o c o m e . H o w e v e r , s h e l e f t t h e d o o r o p e n t o a g r a d u a l t i g h t e n i n g b y s t a t i n g , " I n t h i s c o n t e x t , r e c e n t s t e p s b y t h e F E D t o r e d u c e t h e r a t e o f n e w s e c u r i t i e s . p u r c h a s e s a r e n o t a l e s s e n i n g o f t h i s c o m - m i t m e n t , o n l y a j u d g m e n t t h a t r e c e n t p r o g r e s s i n t h e l a b o r m a r k e t m e a n s o u r a i d f o r t h e r e c o v e r y n e e d n o t g r o w a s q u i c k l y . " C l e a r l y , t h e n e x t t h r e e q u a r t e r s o f t h i s y e a r w i l l b e a c h a l l e n g e f o r t h e m a r k e t s ; s t o c k s w i l l r e a c t t o b o n d s a n d w i l l s e e s e c t o r r o t a t i o n , a n d b o n d s w i l l . r e a c t t o F E D s p e a k , h e a d l i n e s o f R u s s i a n i n v a s i o n s . a n d t h e p o s s i b i l i t y o f a N A T O r e s p o n s e , a s w e l l a s t h e p o l i t i c s o f U . S . m i d - t e r m e l e c t i o n s . F o l k s , v o l a - t i l i t y i s h e r e t o s t a y f o r a w h i l e , b u t w i l l p r e s e n t o p p o r t u n i t i e s f o r t h e T P I F a n d i n d i v i d u a l i n v e s t o r s a l i k e . W e ' l l c o n t i n u e t o m o n i t o r o u r d y n a m i c m a r - k e t s a n d i n v e s t a c c o r d i n g l y . D o n K e n t T r e a s u r e r - T a x C o l l e c t o r C a p i t a l M a r k e t s T e a m D o n K e n t T r e a s u r e r - T a x C o l l e c t o r J o n C h r i s t e n s e n A s s t . T r e a s u r e r - T a x C o l l e c t o r G i o v a n e P i z a n o I n v e s t m e n t M a n a g e r E r i k a C l a r k A s s t . I n v e s t m e n t M a n a g e r I n v e s t m e n t O b j e c t i v e s T h e p r i m a r y o b j e c t i v e o f t h e t r e a s u r e r s h a l l b e t o s a f e g u a r d t h e p r i n c i p a l o f t h e f u n d s u n d e r t h e t r e a s u r e r ' s c o n t r o l , m e e t t h e l i q u i d i t y n e e d s o f t h e d e p o s i t o r , a n d a c h i e v e a r e t u r n o n t h e f u n d s u n d e r h i s o r h e r c o n t r o l . R I V E R S I D E C O U N T Y T R E A S U R E R ' S P O O L E D I N V E S T M E N T F U N D I S C U R R E N T L Y R A T E D : A a a - b f B Y M O O D Y ' S I N V E S T O R ' S S E R V I C E A N D A A A / V 1 B Y F I T C H R A T I N G S F e b r u a r y 5 , 1 6 3 , 9 0 4 , 0 4 9 . 5 2 5 , 1 6 6 , 3 9 7 , 9 7 4 4 5 ( 2 , 4 9 3 , 9 2 4 . 9 3 ) ( 0 . 0 5 ) D e c e m b e r 5 , 9 9 2 , 7 2 5 , 4 9 3 . 9 3 6 , 0 0 4 , 3 9 4 , 2 5 3 . 6 4 ( 1 1 , 6 6 8 , 7 5 9 . 7 1 ) O c t o b e r 4 , 7 0 3 , 8 1 6 , 8 0 6 . 0 1 4 , 7 0 8 , 0 0 7 , 2 2 7 . 0 9 ( 4 , 1 9 0 , 4 2 1 . 0 8 ) i . 1 . 2 8 ( 0 . 1 9 ) 0 . 3 9 0 . 3 3 1 . 3 1 1 . 1 4 ( 0 . 0 9 ) 0 . 3 9 1 . 3 9 1 . 3 7 T h e T r e a s u r e r ' s P o o l e d I n v e s t m e n t F u n d i s c o m p r i s e d o f t h e C o u n t y , S c h o o l s , S p e c i a l D i s t r i c t s , a n d o t h e r D i s c r e t i o n a r y D e p o s i t o r s . 1 0 0 Current Market Data Economic Indicators Release Data Ir3cllr_,tlr�d 3/7/2014 a Employment Situation: Measures the number of unemployed as a percentage of the labor force. 6.6 % 6.7% 3/27/2014 3/6/2014 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. -ti Factory Orders M/M change: Represents the dollar level of new orders for both durable and nondurable goods. 2.2% 2.6% 01. o -0.5 % -0.7% Stock Indices Commodities Gold (USD/OZ) USy Tr eawry Cu $ 1,284.01 $ (42.43) Fed Funds Target Rate Increase to 0.25% Increase to 0.75%' March 19 0.0 % 0-.25 % 0.0 % Risk to Growth 111 I25 03121/14 -s 02/23/14 125 (.03/31/ 14-02/'. 0/14) am • O.Os3 0.848 -1 5 lY 0 114 0.104 lA 2Y 0.424 0 11.-/ 10.1 3Y SY 0.054 1114 0.669 1.502: 20.0 217 2.200 2.122 17.0 2.714 2.540 7.0 :tUY 3e4: 33 -2.4 RIVERSIDE COUNTY TREASURER -TAX COLLECTOR 101 2 " T I M M I T h e T r e a s u r e r ' s I n s t i t u t i o n a l M o n e y M a r k e t I n d e x ( T I M M I ) i s c o m p i l e d a n d r e p o r t e d b y t h e R i v e r s i d e C o u n t y T r e a s u r e r ' s C a p i t a l M a r k e t s d i v i s i o n . I t i s a c o m p o s i t e i n d e x d e r i v e d f r o m f o u r A A A r a t e d p r i m e i n s t i t u t i o n a l m o n e y m a r k e t f u n d s . S i m i l a r t o t h e T r e a s u r e r ' s O f f i c e , p r i m e m o n e y m a r k e t f u n d s i n v e s t i n a d i v e r s i f i e d p o r t f o l i o o f U . S . d o l l a r d e n o m i n a t e d m o n e y m a r k e t i n s t r u m e n t s i n c l u d i n g U . S . T r e a s u r i e s , g o v e r n m e n t a g e n c i e s , c o m m e r c i a l p a p e r , c e r t i f i c a t e s o f d e p o s i t s , r e p u r c h a s e a g r e e m e n t s , e t c . T I M M I i s c u r r e n t l y c o m p r i s e d o f t h e f i v e m u l t i b i l l i o n d o l l a r f u n d s l i s t e d b e l o w . ' r i m e I r s t J l � c a p : m e 7 - N l a r k e ` F d s F e d e r a t e d P r i m e O b l i g a t i o n s F u n d P O I X X 0 . 0 2 % M o r g a n S t a n l e y I n s t i t u t i o n a l P r i m e L i q u i d i t y F u n d M P F X X 0 . 0 6 % 1 . 0 0 % - 0 . 8 0 % - 0 . 6 0 % - 0 . 4 0 % - 0 . 2 0 % - 0 . 0 0 % - l e i g i m P o o l Y i e l d g o e s . T 1 M M E 0 . 3 8 % 0 . 3 7 % 0 . 3 8 % 0 . 3 9 % 0 . 3 7 % 0 . 3 8 % 0 . 3 8 % 0 . 3 9 % 0 . 3 8 % 0 0 . 3 7 % 0 . 3 9 % 0 A 0 % 0 . 3 3 % 0 . 1 1 % 0 . 1 0 % 0 . 0 8 % 0 . 0 7 % 0 . 0 6 % 0 . 0 6 % 0 . 0 5 % 0 . 0 5 % 0 . 0 5 % 0 . 0 5 % 0 . 0 4 % 0 . 0 4 % 0 . 0 5 % M a r - 1 3 C a s h F l o w s M a y - 1 3 J u l - 1 3 S e p - 1 3 N o v - 1 3 J a n - 1 4 M a r - 1 4 M o n t h l y M o n t h l y M o n t h R e c e i p t s D i s b u r s e m e n t s 0 4 / 2 0 1 4 E l a i u r e d t r r r e r r t : A c t u a l A v a i l a b l e I n v e s t m e n t s t o I n v e s t > n c e M a t u r i n g 1 . Y e a r 0 4 / 2 0 1 4 1 , 3 2 0 . 0 0 7 3 8 . 0 6 5 8 1 . 9 4 8 9 5 . 2 0 1 , 0 3 9 . 1 1 0 6 / 2 0 1 4 0 8 / 2 0 1 4 Q p 0 . . , 1 , 1 9 0 0 4 ; , 5 4 2 . 8 2 4 P 0 0 0 0 : ; 6 0 0 . 0 0 1 , 1 2 4 . 8 1 ( 5 8 1 . 9 9 ) 9 5 0 0 0 7 2 5 . 4 1 5 0 0 0 r ( 1 2 5 . 4 1 ) 3 2 6 . 8 3 7 5 . 4 1 ' 5 7 5 . 3 1 4 6 8 . 0 0 1 8 1 : 7 U 1 2 5 . 0 0 1 0 / 2 0 1 4 7 5 7 . 2 9 8 9 0 . 0 0 . 0 3 0 0 1 3 0 4 C ( 1 3 2 . 7 1 ) 1 3 2 . 7 1 5 8 : 8 0 1 5 1 . 6 4 M O O , 9 1 I 5 : 5 6 4 . 3 6 1 2 / 2 0 1 4 1 , 6 9 1 . 7 3 8 5 0 , 0 0 8 4 1 . 7 3 1 , 0 5 7 . 3 1 5 . 0 0 % n o 0 2 / 2 0 1 5 0 . % 2 1 6 , 5 0 6 5 0 . 0 0 1 , t o o b Q O 9 1 0 . 8 6 9 2 0 . 0 0 , ( 6 3 9 A 0 ( 2 6 0 . 8 6 ) 0 0 , . . 3 8 0 . 0 0 1 5 6 . 9 7 3 3 1 . 3 5 5 . 0 Q T O T A L S 1 0 , 3 8 0 . 8 5 1 1 , 1 2 2 . . 0 9 ( 7 4 1 . 2 4 ) 6 6 4 . 9 5 1 2 . . 6 5 % 3 , 5 9 8 . 2 8 3 , 3 8 5 . 2 7 4 , 5 9 1 . 3 5 6 4 . 4 0 % 8 7 . 3 5 % * A l l v a l u e s r e p o r t e d i n m i l l i o n s ( $ ) . - " T h e P o o l e d I n v e s t m e n t F u n d c a s h f l o w r e q u i r e m e n t s a r e b a s e d u p o n a 1 2 m o n t h h i s t o r i c a l c a s h f l o w m o d e l . B a s e d u p o n p r o j e c t e d c a s h r e c e i p t s a n d m a t u r i n g i n v e s t m e n t s , t h e r e a r e s u f f i c i e n t f u n d s t o m e e t f u t u r e c a s h f l o w d i s b u r s e m e n t s o v e r t h e n e x t 1 2 m o n t h s . R I V E R S I D E C O U N T Y T R E A S U R E R - T A X C O L L E C T O R 3 1 0 2 Asset Allocation M M 1C1' c�AisT iT T4$tDE 3 .p}ww. DDA/PASSBK US TEAS BONDS FHLMC BONDS FNhfA=B.ON'H ` FHLB DISC NOTES FFCB BONDS FARMER*pMAC iti#40.;6 A9.K COMM PAPER 445,000.00 t0� ii2 ; at 360,000.00 320,000.00 363,285.00 27,000.00 391,950.00 265,000.00 IDOE 964,419.00 Matt h I MIN Scheduled Book ail Market 445,000.00 445,000.00 S$OOTt p1J 360,000.00 36Q000.00 320,026.17 319,936.75 362,866.09 787,744 61 783,209 92 26,951.81 26,998.27 9W0":16 391,929.56 264,979.77 86,41155 964,080.13 363,259.43 392,035.51 265,033.25 86,411..g y 964,184.22 100.00% 0.04% .003 .003 ffr400:00%4P.046 4i� bC13 ifii 100.00 % 0.14 % .003 .003 99.97% 0.35"% 1.282 1.282 99.89% 1.16% .895 3.936 100.17% 0.18% 214 .214 100.03% 0.23%J .980 1.031 100.02% 0.25% .736 .736 ib0009L Q32!).'"L L 35 100.OPA 0.12% , .155 .155 SCHEDULED PAR % MIN MKT OALTRUST MD • sir DOA/PASSOK-7% i LOCAL AGM ORM-0% MI USTROISawns -co* am MAC MSC PIOUS .1% p PUDIC ROM -7% MN ROCA ROHM -1S% 11112 a. PFRAS NDS • lb% OMR PPCS BONDS • 7% a. r uconccMons • 2;► a� PAPJAER1lVC-S% OM NUM BONDS - 2% gm 00004 PAPER -111% p "COS • 3% • RIVERSIDE COUNTY TREASURER -TAX COLLECTOR 4 103 " M a t u r i t y D i s t r i b u t i o n M M K T - C A L T i i ' D D A / P A S S B K 4 4 5 , 0 0 0 . 0 0 r s ��4 �� ��0 O a 3 6 0 , 0 0 0 . 0 0 L o w U S T R E A S B O N D S 2 7 5 , 0 0 0 . 0 0 4 4 5 , 0 0 0 . 0 0 5 4 , 0 0 0 . 0 0 3 6 0 , 0 0 0 . 0 0 1 5 , 0 0 0 . 0 0 4 5 5 0 0 3 0 , 0 0 0 . 0 0 4 5 5 . 0 0 3 2 0 , 0 0 0 . 0 0 W I V I C : D I S C N O T E S ' I e F H L M C B O N D S 5 , 0 0 0 . 0 0 4 6 , 0 0 0 . 0 0 4 4 , 6 2 5 . 0 0 5 , 0 0 0 0 0 ' 2 6 7 , 6 6 0 . 0 0 0 , 0 0 0 0 0 3 6 3 , 2 8 5 . 0 0 8 7 . 0 0 r 4 5 6 , 9 2 7 0 0 8 7 , 8 1 4 . 0 0 F H L B D I S C N O T E S 2 7 , 0 0 0 . 0 0 F F C B B O N D S 1 9 8 , 8 0 0 . 0 0 1 7 3 , 1 5 0 . 0 0 2 7 , 0 0 0 . 0 0 1 5 0 . 7 4 ` 2 0 r 1 0 5 0 0 1 5 0 , 0 0 ( 1 . 0 0 0 - 2 N M I I 1 1 1 1 1 1 1 1 1 1 1 1 I �� 1 - 3 a i o a 3 - 1 2 m a , 1 . 2 Y Y E A R I N M A T U R I T Y 2 - 1 Y r > Y r 2 0 , 0 0 0 . 0 0 3 9 1 , 9 5 0 . 0 0 , - . 1 4 0 , 9 Q U . 0 0 N M X i - s e r + u d w . M a r O I L T R U S T R I D - S r A e d d a d R r W E I R D O N R O M - S d e a l d e f N r M N = L O C P L A G C Y 0 0 L I G " S d r e d r e d P a r 1 1 1 1 1 1 1 1 r U S 1 1 1 1 0 ) O N D S N N W a e s c m a r e s ! " 1 a l b ' N u r = s e m i d A i t t i r �� m o m R I N A w o o s - s e a m * P I r O O O P A " R A O M S C M a R f - l d a d w 4 f P a r W " - . 5 " �� R I L O O M E R - S d w / M l f P a r m e m - P i t D B O N D S " S d e a d e d e d P a r O M = R O C D I S C N O T T S - S e l a e d d e d P a r I M M O P A R M A M A C - S d r o a r e d P a : a t e N U M B O N D S - S d r o i a d P a r m i n a W I Y I P A P C R - S d e N i a d P a r M O R a W E I S - S c h a d a l a d P a r R I V E R S I D E C O U N T Y T R E A S U R E R - T A X C O L L E C T O R 1 0 4 5 Credit Quality Aa2 341,825.00 341,723.32 341,732.37 100.00 % 0.13 % Al AA+ 85,000.00 MOODY'S BOOK% illAr-$016 EMI NAa43/4 M14.10 1111b414 Min- 7% At-7M AA, Lo AA- 3,120,218.74 338,1 330 474,094.00 715,455,00 84,959A3 3,119,922.24 84,977A5 100.02 % S&P vs AM.,2lb IN AA • II% IMAM -9,11 MI LVVb 11111M411, 3,112,218.30 338,061.45` 473,961.23 474,003.83 0.14 % 99.75% 0.58% c ; 0,13°i6 100..01 % 0.13 % 715,344.17':! 715,484.70 100!0I 0.18 % RIVERSIDE COUNTY TREASURER -TAX COLLECTOR 6 105 g o g g o g o 8 2 8.8 8`- 88 o O s s 0= O O O O O S $ $ $ S O O $ $ $ $ $ O $ o g&ggsS8 msrqd a a w v a O O SS888 8 8 S $ 8 Month End Portfolio Holdings 54,000,000.00 8 8 8 . g 54,000,000.00 s $ $ g O g o g O o O O 88 88 88 ogO N O^ 8 $ kg sg '45 ss s s 88 vmi,mmm mnnt°.,n�,mTrn � C N MmmMi H m p m N O b n$ U n PEPRPRnn��i AEK � a is roriis vi �y vi �: men $ 8 $ $ $ $ $ O $ $ $ $ $ $ N 00 N pOp pOo N [� (� ((N vv��S$ n o N N O vN O� O v O�n� O O v O�n� O O O O m m O O O O O O O 8s88888....... 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'2 m n m m n 2 m 2 m m m m m m m m m 2 m m mmmmmm m 2222222222222222222222 m mmmmm m m 00 0 ri Month End Portfolio Holdings Maturity Maturity Par Book hlarket Market Unrealized Modified Years To CORP Description Date Coupon To Mat Value Value Price Value Gain/Loss Duration Maturity tOWS8 OWS8 OWSS 1KJ7 3136G1KW8 3136G1LT4 3135GOWS8 3135GOWS8 3135GOWS8 3136G1LT4 3136G07B1 3136G1MU0 3136G1YU7 3136G1YU7 3135GOKM4 3135GOKM4. 3135GOPQ0 FNMA 3.5YrNc1YrE FNMA 3.5YrNc1YrE FNMA 3.5YrNc1YrE FNMA 5YrNc6MoB FNMA 5YrNc6MoB FNMA 3.5YrNc1YrB FNMA 3.5YrNc1YrB FNMA 3.5YrNc1YrB . FNMA 3.5YrNc1YrB FNMA 3.5YrNc1YrB FNMA 4YrNc6MoB FNMA 5YrNc6MoB FNMA 5YrNc6MoB FNMA 5YrNc6MoB FNMA 1Yr FNMA FNMA FHLB DISC NOTES 313385YE0 FHLB DISC NOTE 11/15/2016 11/15/2016 11/15/2016 04/30/2018 05/08/2018 11/28/2016 11/15/2016 11/15/2016 11/15/2016 11/28/2016. 11/27/2017 06/12/2018 01/30/2019 01/30/2019 05/27/2015 05/27/2015 10/26/2017 06/17/2014 FHLB BONDS 313372KE3 FHLB 4Yr 02/04/2015 313378AC5 FHLB 3Yr 05/22/2015 313378U58 FHLB 3Yr 05/04/2015 313378XS5 FHLB 3YrNc2YrE 04/30/2015 313380UF2 FHLB 5YrNc3MoB 10/10/2017 313381H24 FHLB 3Yr 01/16/2015 313381SV8 FHLB 3YrNc6MoB 01/29/2016 313381YP4 FHLB 2Yr 02/20/2015 313381VK8 FHLB 3.5YrNc6MoB 07/29/2016 313381XU4 FHLB 5YrNc3MoB 02/13/2018 313382PH0 FHLB 5YrNc6MoB 04/25/2018 313382PP2 FHLB 5YrNc3MoB 04/25/2018 373382LE1 FHLB 3.5YrNc3MoB 10/11/2016 313382SL8 ,FHLB 3.5YrNc3MoB 10/24/2016 313380557 FHLB 4YrNc3MoA 10/11/2016 313382Y31 FHLB 5YrNc6MoB 05/21/2018 3133833M1 FHLB-5YrNC3MoB 05/23/2018 3133833J8 FHLB 5YrNc6MoB 05/25/2018 3133834M0 FHLB 5YrNc6MoB 05/29/2018 36N6 FHLB 5YrNc1YrB 6/12/2018 0 36N6 FHLB 5YrNc1YrB 6/12/2018 3CP4 FHLB 5YrNc3MoB 06/19/2018 83CP4 FHLB 5YrNc3MoB 06/19/2018 313383CP4 FHLB 5YrNc3MoB 06/19/2018 313383CP4 FHLB 5YrNc3MoB 06/19/2018 313383EM9. FHI.a, 5YrNc6MoB 06/20/2018 313383EN7 FHLB 5YrNc3MoB 06/20/2018 313383EP2 FHLB 5YrNc3MoB 06/20/2018 313383G62 FHLB 3.5YrNc1MoB - 12/19/2016 313383G62 FHLB 3.5YrNc1MoB 12/19/2016 313383HH7 FHLB 3.5YrNc1YtB 12/27/2016 313383KJ9 FHLB 5YrNc3MoB 06/27/2018 313383KJ9 FHLB 5YrNc3MoB 06/27/2018 313383KP5 FHLB 1Yr 06/30/2014 313383KJ9 FHLB 5YrNc3MoB 06/27/2018 313383PZ8 FHLB 1Yr 07/10/2014 313383PY1 FHLB 1Yr 07/17/2014 313383Q79 FHLB 1Yr 07/25/2014 313383U E9 FHLB 1Yr 08/12/2014 313383W64 FHLB 1Yr 08/20/2014 313383X22 FHLB 1Yr 08/22/2014 313382LT8 FHLB 1.5Yr 09/22/2014 313383XP1 FHLB 1Yr 09/03/2014 3130A0A91 FHLB 1YrNc6MoE 10/30/2014 3130A0A91 FHLB1YrNc6MoE 10/30/2014 3130A0081 FHLB 1Yr 11/18/2014 3130A0E63 FHLB 1YrNc6MoE 01/02/2015 313381YP4 FHLB 1Yr 02/20/2015 3130A0FX3 FHLB 1.25Yr 02/18/2015 3130A0FX3 FHLB 1.25Yr 02/18/2015 3130A0H78 FHLB 5YrNc3MoB 12/27/2018 3130A0JD3 FHLB1YrNc6MoB 01/21/2015 3130A0JV3 FHLB 1Yr 01/06/2015 3130A0MW7 FHLB 5YrNc3MoB 01/30/2019 3130A0T26 FHLB 5YrNc3MoB 02/21/2019 3130AORH5 FHLB 5YrNc3MoB 02/13/2019 3130AOSG6 FHLB 5YrNc3MoB 02/20/2019 3130AORQ5 FHLB 3.5YrNc3MoB 08/14/2017 3130A0UA6 FHLB 1YrNc6MoE 02/26/2015 3130A0T26 FHLB 5YrNc3MoB 02/21/2019 3130A0S50 FHLB 5YrNc3MoB 02/20/2019 FHLB 5YrNc3MoB 02/20/2019 OYBO FHLB 5YrNc3MoB 03/12/2019 .0SG6 OYBO FHLB 5YrNc3MoB 03/12/2019 3130A13Y2 FHLB 5YrNc3MoB 03/25/2019 3130A13Y2 FHLB 5YrNc3MoB 03/25/2019 .600 .600 .600 .750 .800 .500 .600 .600 .600 .500 1.000 .800 1.650 1.650 .500 500 875 .180 .177 .500 .700 .650 .625 .250 .500 .250 .575 .600 .800 .850 .625 .550 .700 .750 .750 .750 .750 .800 .800 .875 .875 .875 .875 .900 1.000 1.250 .750 .750 .700 1.250 1,250 .160 1.250 .190 .190 .190 .170 .170 .125 .220 .125 .250 .250 .125 .200 .250 .210 .210 1.500 .240 .190 1.625 1.700 1.625 1.750 1.000 .210 1.700 1.625 1.750 1.625 1.625 1.625 1.625 600 .600 .600 .750 .800 .512 .600 .604 .600 1.009 1.031 1.000 1.650 1.650 .182 .157 1.141 .180 .177 .500 .700 .650 .625 .307 .500 .293 .636 .600 .800 .850 .625 .550 .700 .750 .750 .750 .750 .800 .800 .875 :875 .875 .875 .908 1.000 1.250 .750 .750 .700 1.250 1.250 .172 1.250 .202 .193 .177 .177 .170 .182 .188 .187 .250 .250 .170 .200 .189 .210 .215 1.500 .240 .190 1.625 1.700 1.625 1.750 1.000 .210 1.700 1.625 1.750 1.625 1.625 1.625 1.625 5,000,000.00 10,000,000.00 5,000,000.00 5,000,000.00 21,750,000.00 10,000,000.00 3,635,000.00 10,000,000.00 10,000,000.00 752,000.00 6,250,000.00 10,000,000.00 5,000,000.00 12,885,000.00 20,000,000.00 20,000,000.00 10,000,000.00 27 000 000,00 15,000,000.00 5,000,000.00 15,003,000.00 5,000,000.00 10,000,000.00 5,000,000.00 5,000,000.00 5,000,000.00 5,000,000.00 7,350,000.00 10,000,000.00 8,350,000.00 9,400,000.00 10,000,000.00 4,285,714.00 12,000,000.00 10,000,000,00 10,000,000.00 5,000,000.00 10,000,000.00 10,000,000.00 5,000,000.00 5,000,000.00 5,000,000.00 10,000,000.00 5,000,000.00 13,000,000.00 10,000,000.00 - 5,000,000.00 10,000,000.00 10,000,000.00 5,000,000.00 5,000,000.00 25,000,000.00 5,000,000.00 25,000,000.00 26,700,000.00 25,000,000.00 15,000,000.00 10,000,000.00 25,000,000.00 15,000,060.00 15,000,000.00 50,000,000.00 25,000,000.00 25,000,000.00 25,000,000.00 25,000,000.00 25,000,000.00 25,000,000.00 5,550,000.00 25,000,000.00 25,000,000.00 5,000,000.00 10,000,000.00 10,000,000.00 9,555,000.00 7,090,000.00 25,000,000.00 4,800,000.00 7,250,000.00 6,050,000.00 6,500,000.00 5,000,000.00 4,400,000.00 5,000,000.00 5,000,000.00 10,000,000.00 5,000,000.00 5,000,000.00 21,750,000.00 9,996,000.00 3,635,000.00 9,998,500.00 10,000,000.00 739,216.00 6,242,375.00 9,911500.00 5,000,000.00 12,885,000.00 20,078,200.00 20,084,102.60 9,905,700.00 26,951,805.00 99.353000 99.353000 99.353000 99.020000 99.149000 99.189000 99.353000 99.353000 99.353000 99.189000 99.446000 99.076000 100.468000 100.468000 100.349000 100.349000 98.577000 99.993583 15,000,000.00 100.036000 5,000,000.00 100.276000 15,000,000.00 100.505000 5,000,000.00 100.042000 10,000,000.00 99.264000 4,994,000.00 100.087000 5,000,000.00 99.836000 4,995,550.00 100.084000 4,989,500.00 99.846000 7,350,000.00 99.511000 10,000,000.00 99.268000 8,350,000.00 98.928000 9,400,000.00 99.615000 10,000,000.00 99.390000 4,285,714.00 99.621000 12,000,000.00 98.222000 10,000,000.00 98.291000 10,003,000.00 98.429000 5,000,000.00 98.688000 10,000,000.00 98.546000 10,000,000.00 98.546000 5,000,000.00 98.268000 5,000,000.00 98.268000 5,000,000.00 98.268000 10,000,000.00 98.268000 4,998,000.00 98.613000 13,000,000.00 98.406000 10,000,000.00 98.158000 5,000,000.00 99,370000 10,000,000.00 99.370000 10,000,000.00 99.610000 5,000,000.00 99.193000 5,000,000.00 99.193000 24,996,750.00 100.020000 5,000,000.00 99.193000 24,996,925.00 100.031000 26,699,332.50 100.034000 25,003,150.00 100.037000 14,998,892.55 100.037000 10,000,000.00 100.038000 24,985,700.00 100.021000 15,005,250.00 100.057000 14,990,640.00 100.017000 50,000,000.00 100.006000 25,000,000.00 100.006000 24,988,764.33 100.028000 25,000,000.00 100.020000 25,018,500.00 100.084000 25,000,000.00 100.025000 24,998,500.00 100.025000 5,550,000.00 99.172000 25,000,000.00 100.025000 25,000,000.00 100.024000 5,000,000.00 99.307000 10,000,000.00 99.617000 10,000,000.00 100.166000 9,555,000.00 100.104000 7,090,000.00 100.103000 25,000,000.00 100.023000 4,800,000.00 99.617000 7,250,000.00 100.194000 6,050,000.00 100.104000 6,500,000.00 99.668000 5,000,000.00 99.668000 4,400,000.00 99.797000 5,000,000.00 99.797000 4,967,650.00 9,935,300.00 4,967,650.00 4,951,000.00 21,564,907.50 9,918,900.00 3,611,481.55 9,935,300.00 9,935,300.00 745,901.28 6,215,375.00 9,907,600.00 5,023,400.00 12,945,301.80 20,069,800.00 20,069,800.00 9,857,700.00 26,998,267.50 15,005,400.00 5,013,800.00 15,075,750.00 5,002,100.00 9,926,400.00 5,004,350.00 4,991,800.00 5,004,200.00 4,992,300.00 7,314,058.50 9,926,800.00 8,260,488.00 9,363,810.00 9,939,000.00 4,269,471.14 11,786,640.00 9,829,100.00 9,842,900.00 4,934,400.00 9,854,600.00 9,854,600.00 4,913,400.00 4,913,400.00 4,913,400.00 9,826,800.00 4,930,650.00 12,792,780.00 9,815,800.00 4,968,500.00 9,937,000.00 9,961,000.00 4,959,650.00 4,959,650.00 25,005,000.00 4,959,650.00 25,007,750.00 26,709,078.00 25,009,250.00 15,005,550.00 10,003,800.00 25,005,250.00 15,008,550.00 15,002,550.00 50,003,000.00 25,001,500.00 25,007,000.00 25,005,000.00 25,021,000.00 25,006,250.00 25,006,250.00 5,504,046.00 25,006,250.00 25,006,000.00 4,965,350.00 9,961,700.00 10,016,600.00 9,564,937.20 7,097,302.70 25,0135,750.00 4,781,616.00 7,264,065.00 6,056,292.00 6,478,420.00 4,983,400.00 4,391,068.00 4,989,850.00 -32,350.00 -64,700.00 -32,350.00 -49,000.00 -185,092.50 -77,100.00 -23,518.45 -63,200.00 -64,700.00 6,685.28 -27,000.00 -3,900.00 23,400.00 60,3[0.80 -8,400.00 -14,302.60 -48,000.00 46,462.50 5,400.00 13,800.00 75,750.00 2,100.00 -73,600.00 10,350.00 -8,200.00 8,650.00 2,800.00 -35,941.50 -73,200.00 -89,512.00 -36,190.00 -61,000.00 -16,242.86 -213,360.00 -170,900.00 -157,100.00 - 65,600.00 -145,400.00 -145,400.00 -86,600.00 -86,600.00 -86,600.00 -173,200.00 -67,350.00 -207,220.00 -184,200.00 -31,500.00 -63,000.00 -39,000.00 -40,350.00 - 40,350.00 8,250.00 -40,350.00 10,825.00 9,745.50 6,100.00 6,657.45 3,800.00 19,550.00 3,300.00 11,910.00 3,000.00 1,500.00 18,235.67 5,000.00 2,500.00 6,250.00 7,750.00 -45,954.00 6,250.00 6,000.00 -34,650.00 -38,300.00 16,600.00 9,937.20 7,302.70 5,750.00 -18,384.00 14,065.00 6,292.00 -21,580.00 -16,600.00 -8,932.00 -10,150.00 2.592 2.592 2.592 4.002 4.016 2.633 2.592 2.592 2.592 2.626 3.598 4.105 4.612 4.612 1.151 1.151 3.489 .213 .840 1.135 1.083 1.075 3.471 .790 1.816 .884 2.306 3.824 3.980 3.974 2.497 2.536 2A93 4.057 4.063 4.068. 4.079 4.110 4.110 4.121 4.121 4.121 4.121 4.121 4.110 4.084 2.679 2.679 2.703 4.103 4.103 .249 4.103 .276 .295 .317 .367 .388 .394 .479 .427 .582 .582 .630 .752 .885 .879 .879 4.541 .804 .763 4.616 4.664 4.651 4.655 3.301 .901 4.664 4.671 4.655 4.731 4.731 4.767 4.767 2.630 2.630 2.630 4.085 4.107 2.666 2.630 2.630 2.630 2.666 3.663 4.203 4.838 4.838 1.156 1.156 3.575 .214 .849 1.142 1.093 1.082 3.532 .797 1.833 .893 2.332 3.877 4.071 4.071 2.534 2.570 2.534 4.142 4.148 4.153 4.164 4.203 4.203 4.222 4222 4.222 4.222 4.225 4.225 4.225 2,723 2.723 2.745 4.244 4.244 .249 4.244 .277 .296 .318 .367 .389 .395 .479 A27 .584 .584 .636 .759 .893 .888 .888 4.745 .811 .770 4.838 4.899 4.877 4.896 3.375 .910 4.899 4.896 4.896 4.951 4.951 4.986 4.986 RIVERISIDE COUNTY TREASURER -TAX COLLECTOR 108 9 Month End Portfolio Holdings Maturity Maturity Par Bonk Market Market Unrealized Modified Years To CIISIP Description Dale COI) MI To Mat Value Value Price Value GA in/Loss Duration Maturity 3130M 3Y2 3130A16Y9 3130A16Y9 3130A15J3 3130AIAQ1 3130A17J1 3130A1C89 3130A1AZ1 3130A1DZ8 3130A1B98 3130A16Q6 3130A1BU1 3130A1DZ8 3130A1BU1 3130A1HR2 FHLB 5 rNc3MoB FHLB 5YrNc3MoB FHLB 5YrNc3MoB FHLB 3111,1c6MoB FHLB 3.5YrNc6MoE FHLB 3.25YrNc3MoB FHLB 3.25YrNc6MoB FHLB 5YrNc3MoB FHLB 5YrNc3MoB FHLB 5YrNc3MoB FHLB 5YrNc3MoB FHLB 5YrNc3MoB FHLB 5YrNc3MoB FHLB 5YrNC3M0B FHLB 1YrNc6MoE FFCB BONDS.. 31331KHV5 FFCB 5Yr 3133EAHP6 FFCB 3Yr 3133EANJ3 FFCB 3Yr 3133EA2K3 FFCB 3YrNc3MoA 3133ECBA1 FFCB 2.5Yr 3133ECCE2 FFCB 2Yr 3133ECCE2 FFCB 2Yr 3133ECKZ6 FFCB 3YrNc1YrC 3133ECNW0 3133ECNW0 3133ECVH4 3133EAT81 3133ED7H9 3133ED7H9 3133EDAL6 3133ED7H9 3133EDBK7 3133EDDR0 3133EDDR0 3133EDEK4 3133EDFD9 3133EDG63 3133EDGB2 3133EANJ3 3133EDGB2 3133EDGB2 3133EDES7 FFCB 1.25 Yr FFCB 1.25Yr FFCB 1Yr FFCB 2Yr FFCB 1.25Yr FFCB 1.25Yr FFCB 1.75Yr FFCB 1.25Yr FFCB 3YrNC1YrA FFCB 1Yr FFCB lYr FFCB 1Yr FFCB 1.25Yr FFCB 2Yr FFCB 1.25Yr FFCB FFCB 1.25Yr FFCB 1.25Yr FFCB 1Yr FMAC DISC NOTES 31315LWV6 FAMCA DISC NOTE 3131513NR FAMCA DISC NOTE 313151XX1 FAMCA DISC NOTE 313151XQ6 FAMCA DISC NOTE FARMER MAC 31315PQK8 31315PWS4 31315PYL7 31315PYY9 31315PRT8 3131517M1 31315PIZ2 31315PA74 31315PX20 31315P6N4 31315PJ59 31315PW54 31315P2B4 FAMCA 3Yr FAMCA 2Yr FAMCA 15Mo FAMCA 3Yr FAMCA 5YrNc6MaB FAMCA 1.25Yr FAMCA 1.25Yr FAMCA 15Mo FAMCA 1Yr FAMCA 1Yr FAMCA 2Yr FAMCA 1Yr FAMCA 1Yr 03/25/2019 03/27/2019 03/27/2019 03/24/2017 09/26/2017 06/27/2017 06/26/2017 03/27/2019 03/27/2019 03/27/2019 03/27/2019 03/27/2019 03/27/21319 03/27/2019 04/24/2015 04/20/2016 03/16/2015 05/01/2015 09/28/2015 07/24/2015 01/07/2015 01/07/2015 04/11/2016 08/08/2014 08/08/2014 08/25/2014 09/11/2014 02/13/2015 02/13/2015 08/25/2015 02/13/2015 12/09/2016 01/16/2015 01/16/2015 09/10/2015 05/14/2015 03/03/2016- 06/04/2015 05/01/2015 06/04/2015 06/04/2015 06/10/2015 05/15/2014 05/01/2014 06/10/2014 06/03/2014 07/02/2015 01/23/2015 04/25/2014 01/28/2016 04/03/2018 06/10/2014 06/10/2014 08/11/2014 11/03/2014 10/10/2014 01/06/2015 01/15/2015 02/03/2015 1.625 1.550 1.550 .900 1.050 1.050 1.000 1.625 1.650 1.000 1.500 1.500 1.650 1.500 .200 .227 .520 .500 .450 .195 .250 .250 .430 .170 .170 .180 .250 .190 .190 .280 .190 .680 .160 .160 .250 .190 .375 .190 .500 .190 .190 .230 .180 .120 .120 .110 .550 .320 .220 .425 .750 .220 .220 .200 .230 .200 .185 .190 .185 1.625 1.550 1.550 .900 1.050 1.058 1.030 1.625 1.650 1.000 1.500 1.500 1.650 1500 .200 .251 .598 .520 .484 214 306 .281 .469 .170 .193 .180 J62 205 .203 .280 .203 .731 .160 .160 .270 .190 370 .193 .178 .188 .190 .225 .180 120 .120 .110 .587 .320 .220 .425 .750 .220 .220 .213 .230 .200 .190 .195 .190 5,600,000.00 5,000,000.00 10,000,000.00 5,000,000.00 5,030,000.00 10,000,000.00 10,000,000.00 6,000,000.00 10000000.00 10,000,000.00 5,000,000.00 1,939,030.00 1,500,000.00 9;250,000.00 25,000,000.00 10,000,000.00 - 5,000,000.00 5,000,000.00 5,0300,000.00 15,000,000.00 10,000,000.00 15,003,000.00 5;000,000.00 10,000,000.00 15000000.00 25,000,000.00 3,800,000.00 25A00,000.00 25;000,000.00 15,000,000.00 25,000,000.00 5000000.00 25;000,000.00 15,000,000.00 103100,000.00 33,150,000.00 10,000000.00 15,000,000.00 15,000,000.00 20,000,000.00 15,000,000.00 15,000,0(10.00 25,000,000.00 40,000,000_00 10,000,000.00 15,000,000.00 10,000,000.00 5,000,00000 10,000,000,03 5,000,000.00 10,000,000.00 25,000,000.00 20,000,000.00 25,000,000.00 30,000,000.00 25A00,000.00 50,000,000.00 25,000,000.00 25,000,000.00 5,600,000.00 5,000,000.00 10,000,000.00 5,000,000.00 5,000,030.00 9,997,500.00 10,000,000.00 6,000,000.00 10,000,000.00 10,000,000.00 5,000,000.00 1,939,030.00 1,500,000.00 9,250,000.00 25,000,000.00 9,995,000.00 4,988,430.00 4,997,000:00 4,9'35,000.00 14,996,061.75 9,988,850.00 14,991,750.00 4,994,250.00 10,000,006.00 14,995,907.55 25,000,000.00 3,803,114.97 24,995,300.00 24,996,030.00 15,000,000.00 24,996,075.00 9,992,500.00 25,000,000.00 15,000,00000 9,996,800.00 33,150,000.00 1o,001;000A0 14,999,475.00 15,055,545.00 20,000,600.00 15,000,000.00 15,000,90U.00 24,959,750.00 39,968,266.67 9,990,966.67 14,990,421.00 9,989,000.00 5,000,000.00 10,000,000.00 5,000,000.00 10,000,000.00 25,000,000.00 20,000,000.00 24,995,975.00 30,000,000.00 25,000,000.00 49,992,294.50 24,998,750.00 24,998,750.00 99.797000 99.155000 99.155000 99.732000 99.314000 99.458030 99.585000 99.305030 99.518000 99.730000 99.129000 99.422000 99518030 99.422000 99.949000 100.140000 100.347000 100332000 100.004000 100.083000 100.042000 100.042000 99.775000 100.032000 100.032000 100.037000 100.064000 100.036000 100.036000 99.988000 100.036000 99.375000 100.015000 100.015000 9'3.938000 9'3.985000 99.780000 99.989000 100.332000 99.989000 99.989000 99.966000 99.996000 99.997000 99.991000 99.995000 100.258000 100.144000 100.010000 103.0,18000 99.076000 100.025000 100.025000 100.044000 100.065000 100.046000 100.036000 100.039000 100.033000 5,588,632.00 4,957,750.00 9,915,500.00 4,986,600.00 4,965,700.03 9,915,800.00 9,958,500.00 5,958,300.00 9,951,800.00 9,973,000.00 4,956,450.00 1,927,822.41 1,492,770.00 9,1%,535.00 24,987,250.00 10,014,000.00 5,017,350.00 5,016,600.00 5,003,200.00 15Al2,450.00 10,004,200.00 15,006,300.00 4,988,750.00 10,003,200.00 15,004,800.00 25,009,250.00 3,802,432.00 25A09A00.00 25,009A00.00 14,998,200.00 25,009,000.00 4,968,750.00 25,003,750.00 15,002,250.00 9,993,800.00 33,145,02750 9,978A00.00 14,998,350.00 15,049,800.00 19,997,800.00 14,998,350.00 14,994,900.00 24,999,000.00 39,998,800.00 9,999,400.00 14,999,250.00 10A25,800.00 5A07,200.00 10,001,000.00 5,002A00.00 9,907,600.00 25,006,250.00 20,005,000.00 25,011,000.00 30,019,500.00 25,011,500.00 SOA18A00.00 25A09,750.00 25,008,250.00 -11,368.00 4.767 -42,250.00 -84,500.00 -13,400.00 -34,300.00 -51,700.00 -41,500.00 -41,700.00 -48,200.00 -27,000.00 -43,550.00 -11,207.59 -7,230.00 -53,465.00 -12,750.00 19,000.00 28,920.00 19,600.00 5,200.00 16,388.25 15,350.00 14,550.00 -5,500.00 3,200.00 8,892.45 9,250.00 682.97 13,703.00 13,000.00 -1,800.00 12,925.00 -23,750.00 3,750.00 2,250.00 -3A00.00 -4,972.50 -23A00.00 -1,125.00 -5,745.00 -2,800.00 -1,650.00 -6,000.00 39,250.00 30,533.33 8,433.33 8,829.00 36,800.00 7,200.00 1,000.00 2,400.00 -92,400.00 6,250.00 5,000.00 15,025.00 19,500.00 11,500.00 20,70550 11,000.00 9,500.00 4.782 4.782 2.934 3.414 3.168 3.168 4.773 4.769 4.854 4.789 4.789 4.769 4.789 1.061 2.046 .954 1.077 1.485 1312 .765 .765 2.012 .356 .356 .402 .4.49 .865 .865 1.397 .865 2.654 .791 .791 1.439 1.117 1.913 1.172 1.079 1.173 1.173 1 189 .123 085 .194 .175 1.245 509 .068 1.815 3.927 394 .194 .364 .588 .524 .763 788 838 4. 4.9 2.984 3.493 3.244 3241 4.992 4.992 4.992 4.992 4.992 4.992 4.992 1.066 2.058 .959 1.085 1.4% 1.315 .773 .773 2.033 .356 .356 .403 .449 .874 .874 1.403 .874 2.696 .797 .797 1.447 1.121 1.926 1.178 1.085 1. 1. 1. 0 .123 .085 .195 .175 1.255 .816 -068 1.830 4.011 .195 .195 .364 .595 529 .770 .795 .847 MUNI BONDS 677521LH7 20772JED0 8827226W6 546415L73 6775212D7 76914AAE2 207721BT8 93974DDY1 546415527 OHIO STATE GO CONNECTICUT ST TEXAS ST GO LOUISIANA STATE OHIO STATE COUNTY OF RIVERSIDE CONNECTICUT ST WASHINGTON STATE LOUISIANA STATE 05/01/2014 04/15/2014 04/01/2014 05/15/2016 11/01/2014 10/15/2014 05/15/2014 02/01/2015 02/01/2015 1.190 .448 300 540 280 .370 1.430 .200 .220 1.190 .448 .300 540 .280 370 .152 .200 .251 2,000,000.00 2,000,000.00 18,105,000.00 12,070,000.00 9,355,000.00 1,,635,000.00 4,890,000.00 11,590,000.00 24,755,000.00 2,000,000.00 2,000,000.00 18,105,000.00 12,070A00.00 9,355,000.00 1,635,000.00 4,908,728.70 11,590,000.00 24,747,821.05 ,•7 100.000000 100.000000 100.000000 100.000000 100.000000 100.000000 100.383000 100.000000 99.971000 2,000,000.00 2,000,000.00 18,105,000.00 12,070,000.00 9,355,000.00 105,000.00 4,908,728.70 11,590,000.00 24,747,821.05 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 084 041 .003 2.103 .582 .540 .123 .832 .832 .085 .041 .003 2.126 .589 .542 .123 .841 .841 COMM PAPER 91411UD44 UC REGENTS 04/04/2014 330 .130 15,000,000.00 14,993,716.67 99.9,38917 14,999,837.50 36959JD83 GE CAPITAL CORP 04/08/2014 .140 .140 20,000,000.00 19,990,666.67 99.997472 19,999,494.44 89233HDE1 TOYOTA MOTOR CORP 04/14/2014 160 .160 25,000,000.00 24,9136,777.75 99.995306 24,998,826.39 89233HE91 TOYOTA MOTOR CORP 05/09/2014 .170 .170 45,000,000.00 44,974,500.00 99.986278 44,993,825.00 36959JED1 GE CAPITAL CORP 05/13/2014 .140 .140 50,000,000.00 49,976,666.67 99.984833 49,992,416.67 91411UE84 UC REGENTS 05/08/2014 .120 .120 5,300,000.00 5,297,968.33 99.986639 5,299,291.86 30229BDB0 EXXON MOBIL 04/11/2014 .090 .090 25,000,000.00 24,994,500.00 99.9%389 24,999,097.22 91411UE92 UC REGENTS 05/09/2014 .120 .120 12,250,000.00 12,245,304.17 99.986278 12,248,319.03 64105HEK4 NESTLE 05/19/2014 .120 .120 20,000,000.00 19,991,866.67 99.982667 19,996533.33 6,120.83 8,827.77 12,048.64 19,325.00 15,750.00 1,323.53 4,597.22 3,014.86 4,666.66 .011 .022 .038 .107 .118 .104 .030 .107 .134 .011 .022 -038 107 1 1 .03 1111 .107 .134 RIVERISIDE COUNTY TREASURER -TAX COLLECTOR 109 10 Month End Portfolio Holdings Maturity Maturity Par Book Market Market Unrealized Modified Years To CUSIP Description Date Coupon To Mat Value Value Price Value Gain/Loss Duration Maturity 11UDM4 liBEN5 BEN5 pJEP4 89233HEU4 64105HEV0 64105HEN8 19121BEN5 93114FDP6 1912113E61 93114FEK5 93114FEK6 89233HEE0 91411UFJ9 89233HFJ8 36994E57 36959JG31 16677KEK5 64305HG71 89233HG99 91411UFR1 91411UEC5 16677KED1 1912113E95 64105HFC1 74271UEK2 19121BFQ7 19121 BGM5 74271UFP0 64105HFQ0 64105HFQ0 74271UFQ8 UC REGENTS 04/21/2014 COCA -COLA CO 05/22/2014 COCA -COLA CO 05/22/2014 GE CAPITAL CORP 05/23/2014 TOYOTA MOTOR CORP 05/28/2014 NESTLE 05/29/2014 NESTLE 05/22/2014 COCA -COLA CO 05/22/2014 WAL-MART 04/23/2014 COCA -COLA CO 06/06/2014 WAL-MART 05/19/2014 WAL-MART 05/19/2014 TOYOTA MOTOR CORP 05/14/2014 UC REGENTS 06/18/2014 TOYOTA MOTOR CORP 06/16/2014 GE CAPITAL CORP 06/26/2014 GE CAPITA, L CORP 07/03/2014 CHEVRON 05/19/2014. NESTLE 07/07/2014 TOYOTA MOTOR CORP 07/09/2014 UC REGENTS 06/25/2014 UC REGENTS 05/12/2014 _ CHEVRON 05/13/2014 COCA -COLA CO 06/09/2014 NESTLE - 06/12/2014. PROCTER&GAMBLE 05/19/2014 COCA -COLA CO 06/24/2014 COCA -COLA CO 07/21/2014 PROCTOR & GAMBLE 06/23/2014 NESTLE 06/24/2014 NESTLE 06/24/2014 PROCTER & GAMBLE 06/24/2014 .160 .160 50,000,000.00 49,980,000.00 .120 .120 9,250,000.00 9,246,330.83 .120 .120 25,000,000.00 24,990,083.33 .140 .140 25,000,000.00 24,988,430.56 .130 .130 10,000,000.00 9,995,702.78 .100 .100 15,000,000.00 14,995,041.67 100 .100 25,000,000.00 24,992,222.25 .120 .120 25,000,000.00 24,990,750.00 .090 .090 15,000,000.00 14,997,112.50 .140 .140 15,000,000.00 14,993,000.00 .110 .110 20,000,000.00 19,993,766.67 .110 .110 20,000,000.00 19,993,827.78 .160 .160 30,000,000.00 29,987,866.67 320 .120 10,000,000.00 9,995)300.00 .180 .180 20,000,000.00 19,988,000.00 .150 .150 30,000,000.00 29,985,000.00 .140 .140 10,000,000.00 9,995,333.30 .090 .090 50,000,000.00 49,990,625.00 .100 .100 35,000,000.00 34,988,138.89 .150 .150 10,000,000.00 9,995,000.00 .130 .130 15,000,000.00 24,990,4.50.56.. .130 .130 25,000,000.00 _ 24,994,493.06 .100 .100 22,775,00000 - 22,771,140.90 .110 .110 - 15,000,000.00 14,996;012.50 .110 .110 35,000,000.00 34,990,695.83 .080 .080 23,844,000.00 23,840,820.80 .100 .100 7,500,000.00 7,498,104.17 .130 .130 30,000,000.00 29,987,216.67 .090 .090 20,000,000.00 19,995,500.00 .080 .080 20,000,000.00 19,996,044.44 .080 .080 50,000,000.00 49,990,111.11 .080 .080 23,500,000.00 23,495,561.11 99.992778 99.981583 99.981583 99.981222 99.979417 9'3.979056 99.981583 99.981583 99.992056 99.968833 99.982667 99.982667 99.984472. 99.963167 99.963167 99.959389 99.948333 99.982667 99.946111 99.945000 99,959861 99.985194 99,984833 99.967417 99.966000 99.982667 99.960333 99.938333 99.960806 99.960333 99.960333 99.960333 49,996,388.89 9,248,296.46 24,995,395.83 24,995,305.56 9,997,941.67 14,996,858.33 24,995,395.83 24,995,395.83 14,998,808.33 14,995,325.00 19,996,533.33 19,996,533.33 29,995,341.67 9,996,316.67 19,992,633.33 29,987,816.67 9,994,833.33 49,991,333.33 34,981,138.89 9,994,500.00 24,989,965.28 24,996;298.61 22,771,545.79 14,995,11250 34,988,100.00 23,839,867.04 7,497,025.00 29,981,500.00 19,992,161.11 19,992,066.67 49,980,166.67 23,490,678.33 16,388.89 1,965.63 5,312.50 6,875.00 Z238.89 1,816.66 3,17358 4,645.83 1,695.83 2,325.00 2,766.66 2,705.55 7,475.00 516.67 4,633.33 2,816.67 -499.97 708.33 -7,000.00 -500.00 -465.28 1,80555 40189 -900.00 2,595.83 -953.76 -1,079.17 -5,716.67 -3,338.89 -3,977,77 -9,944.44 -4,882.78 .057 .142 .142 .145 .159 .161 .142 .142 .063 .183 .134 .134 .120 .216 216 .238 .257 .134 .268 .273 .235 .115 .118 .191 .200 .134 .232 .306 .230 .233 .233 .233 .058 .142 .142 .145 159 .162 .142 342 .063 .184 .134 .134 .121 .216 .216 .238 .258 .134 .268 .274 .236 115 118 .192 .200 .134 .233 .307 .230 .233 .233 .233 NCDS 891127D27 TORONTO DOMINION 05/19/2014 .130 89112TQ64 TORONTO DOMINION 06/12/2014 .140 891127/80 TORONTO DOMINION 05/16/2014 .130 8911273E2 TORONTO DOMINION 07/14/2014 .150 891127379 TORONTO DOMINION 06/20/2014 .150 .130 .140 .130 .150 20,000,000.00 25,000,000.00 25,000,000.00 20,000,000.00 50,000,000.00 20,000,000.00 100.000000 25,000,000.00 100.000000 25,000,000.00 - 100.000000 20,000,000.00 100.000000 50,000,000.00 100.000000 20,000,000.00 25,000,000.00 25,000,000.00 20,000,000.00 50,1300,000.00 0.00 0.00 0.00 0.00 0.00 734 .200 126 .287 .221 .134 .200 .126 288 RIVERISIDE COUNTY TREASURER -TAX COLLECTOR 110 11 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 Califor- nia Government Code. This policy is reviewed annually by the County's Investment Oversight Committee and approved by the County Board of Supervisors. U.S. TREASURIES FEDERAL AGENCIES CERTIFICATE & TIME DEPOSITS (NCD & TCD) A REVERSE REPOS CALTRUST SHORT TERM FUND GOVERNMENT NT COPE 5 YEARS NO LIMIT NA 5 YEARS NO LIMIT AAA 5 YEARS 30 % NA DAYS 20% NA LOCAL AGENCY NA INVESTMENT FUND (LAIF) NA NA NA NA NA couNTy INVESTMENT POLICY 5 YEARS 100% NA 100 % NA 1YEAR 25%Combined Al/Pl/Fl 60 DAYS 10 % NA DAILY 1.0% NA ;LIQUIDITY -' :DAILY . LIQUIDITY Tt Pi�17NG5 A DAILY Max $50 million NA LIQUIDITY 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. 54.91% 2.66% 0.00% 1.03% 0.00% THIS COMPLETES THE REPORT REQUIREMENTS OF CALIFORNIA GOVERNMENT CODE 53646 RIVERSIDE COUNTY TREASURER -TAX COLLECTOR 111 13 AGENDA ITEM 9E " " R I V E R S I D E C O U N T Y T R A N S P O R T A T I O N C O M M I S S I O N D A T E : J u n e 1 1 , 2 0 1 4 T O : R i v e r s i d e C o u n t y T r a n s p o r t a t i o n C o m m i s s i o n F R O M : D a v i d T h o m a s , T o l l P r o j e c t M a n a g e r T H R O U G H : A n n e M a y e r , E x e c u t i v e D i r e c t o r S U B J E C T : C o n s t r u c t i o n A g r e e m e n t w i t h D a l k e & S o n s C o n s t r u c t i o n , I n c . f o r 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 R i g h t o f W a y P r o p e r t y M i t i g a t i o n P a c k a g e 4 S T A F F R E C O M M E N D A T I O N : T h i s i t e m i s f o r t h e C o m m i s s i o n t o : 1 ) A w a r d A g r e e m e n t N o . 1 4 - 3 1 - 1 0 3 - 0 0 t o D a l k e & S o n s C o n s t r u c t i o n , I n c . ( D a l k e & S o n s ) f o r t h e c o n s t r u c t i o n o f 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 ( S R - 9 1 C I P ) R i g h t o f W a y ( R O W ) P r o p e r t y M i t i g a t i o n P a c k a g e 4 i n t h e a m o u n t o f $ 2 , 8 6 8 , 4 8 0 , p l u s a c o n t i n g e n c y a m o u n t o f $ 2 8 6 , 8 4 8 , f o r a t o t a l a m o u n t n o t t o e x c e e d $ 3 , 1 5 5 , 3 2 8 ; 2 ) A u t h o r i z e t h e C h a i r o r E x e c u t i v e D i r e c t o r , p u r s u a n t t o l e g a l c o u n s e l r e v i e w , t o e x e c u t e t h e a g r e e m e n t o n b e h a l f o f t h e C o m m i s s i o n ; a n d 3 ) A u t h o r i z e t h e E x e c u t i v e D i r e c t o r t o a p p r o v e c o n t i n g e n c y w o r k p u r s u a n t t o t h e a g r e e m e n t t e r m s u p t o t h e t o t a l a m o u n t . B A C K G R O U N D I N F O R M A T I O N : A t i t s M a y 2 0 1 3 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 a w a r d o f A g r e e m e n t N o . 1 2 - 3 1 - 1 1 3 - 0 0 t o A t k i n s o n / W a l s h , a J o i n t V e n t u r e ( A W J V ) , f o r 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 t h e S R - 9 1 C I P , w h i c h w i d e n s S R - 9 1 t h r o u g h C o r o n a , e x t e n d s t h e e x i s t i n g 9 1 E x p r e s s L a n e s f r o m t h e O r a n g e C o u n t y l i n e t o I n t e r s t a t e 1 5 , a n d c o n s t r u c t s o t h e r g e n e r a l p u r p o s e l a n e a n d t o l l e x p r e s s l a n e i m p r o v e m e n t s w i t h i n t h e c o r r i d o r . S u b s e q u e n t t o t h i s a p p r o v a l , A W J V h a s b e e n i s s u e d t h e f u l l N o t i c e t o P r o c e e d ( N T P ) , i n a c c o r d a n c e t h e d e s i g n - b u i l d c o n t r a c t a n d i s c u r r e n t l y p r o c e e d i n g w i t h f i n a l d e s i g n a n d c o n s t r u c t i o n o f t h e S R - 9 1 C I P . A d d i t i o n a l l y a t i t s M a y 2 0 1 3 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 A g r e e m e n t N o . 0 9 - 3 1 - 0 8 1 - 0 3 , A m e n d m e n t N o . 3 t o A g r e e m e n t N o . 0 9 - 3 1 - 0 8 1 - 0 0 , w i t h P a r s o n s T r a n s p o r t a t i o n G r o u p , I n c . ( P a r s o n s ) t o f u r t h e r e x p a n d t h e p r o j e c t a n d c o n s t r u c t i o n m a n a g e m e n t ( P C M ) s e r v i c e s t o s u p p o r t t h e S R - 9 1 C I P d e s i g n - b u i l d c o n t r a c t . T h i s e x p a n d e d s c o p e i n c l u d e d p r o v i d i n g R O W m i t i g a t i o n d e s i g n s e r v i c e s f o r c e r t a i n p r o p e r t i e s a f f e c t e d b y t h e S R - 9 1 C I P . R O W m i t i g a t i o n d e s i g n s e r v i c e s a r e n e e d e d t o r e c o n f i g u r e p a r t i a l l y a c q u i r e d p r o p e r t i e s t o m a x i m i z e t h e u t i l i t y a n d m i n i m i z e b u s i n e s s i m p a c t s t o t h e p r o p e r t y o w n e r . A g e n d a I t e m 9 E 1 1 2 Following the Commission's approval, Parsons was given authorization to begin ROW mitigation design in June 2013. The mitigation properties were divided into separate design packages, based on complexity of work and commitment dates set forth in the SR-91 CIP design -build' contract. Throughout the design process, staff offered property owners the opportunity to review and provide comments or concerns to the designs as they were developed. Input received from the property owners was taken into consideration and incorporated into the designs to the extent feasible. At its December 2013 meeting, the Commission authorized the Executive Director to award Agreement No. 14-31-022-00 to Dalke & Sons for the construction of ROW Property Mitigation Package 2. At its May 2014 meeting, the Commission authorized the Executive Director to award Agreement No. 14-31-081-00 to Dalke & Sons for the construction of ROW Property Mitigation Package 3. SR-91 CIP ROW Property Mitigation Package 4 consists of four properties: 4740 Green River Road (HGN Corona Partners); 2550 Wardlow Circle (Diller, Donnie Bernice); 200 South Main Street (Most Desert Rancho Save); and 1247 Pomona Road (Z Corona). The general scope of this property mitigation involves the partial removal and reconstruction of the existing building facades and reconfiguration of the sites to accommodate the additional ROW required for the SR-91 CIP. Individual NTPs will be given for construction on each of the four parcels within ROW Property Mitigation Package 4 in order to provide schedule flexibility throughout the acquisition process. Individual NTPs will only be given once full rights to the associated property are received. Staff is currently working through the acquisition process and anticipates receiving full rights for each of the four properties between June 2014 and September 2014. Procurement Process On April 4, 2014, the Commission advertised Invitation for Bids (IFB) No. 14-31-103-00 for ROW Property Mitigation Package 4. A public notice was advertised in the Press Enterprise, and the IFB was posted on the Commission's PlanetBids website, which is accessible through the Commission's website. Electronic mail messages were sent to vendors registered in the Commission's PlanetBids database that fit the IFB qualifications. Additionally, postcards were sent to firms who had expressed past interest in these services. Twenty-eight firms downloaded the Notice to Bidders. Eight are located in Riverside County. Eleven firms purchased the bid documents. Five of those are located in Riverside County. On May 8, 2014, four bids were received and publicly opened. A summary of the bids received is shown in Table A. Agenda Item 9E 113 " " T a b l e A S R - 9 1 C I P R O W P r o p e r t y M i t i g a t i o n a n d C o n s t r u c t i o n S e r v i c e s ( P a c k a g e 4 ) B i d S u m m a r y F i r m ( I n o r d e r f r o m l o w b i d t o h i g h b i d ) B i d A m o u n t E n g i n e e r ' s E s t i m a t e $ 3 , 3 6 6 , 3 8 7 1 J R H C o n s t r u c t i o n , I n c . ( R i v e r s i d e ) $ 2 , 4 8 8 , 6 1 9 2 D a l k e & S o n s C o n s t r u c t i o n , I n c . ( R i v e r s i d e ) $ 2 , 8 6 8 , 4 8 0 3 A m e r i c a n I n t e g r a t e d S e r v i c e s ( W i l m i n g t o n ) $ 3 , 3 7 4 , 6 5 1 4 P a u l C . M i l l e r C o n s t r u c t i o n ( R a n c h o C u c a m o n g a ) $ 4 , 7 2 6 , 6 1 3 T h e b a s i s f o r a w a r d f o r a p u b l i c w o r k s c o n t r a c t i s t h e l o w e s t r e s p o n s i v e a n d r e s p o n s i b l e b i d d e r a s d e f i n e d b y t h e C o m m i s s i o n ' s p r o c u r e m e n t p o l i c y a n d s t a t e l a w . D u r i n g s t a f f ' s r e v i e w o f J R H ' s b i d , t h e l o w b i d d e r , i t r e v e a l e d J R H f a i l e d t o f u l l y c o m p l e t e a n d s u b m i t t h e I n f o r m a t i o n R e q u i r e d o f B i d d e r s F o r m . T h e s p e c i f i c a t i o n s u n d e r t h e I F B e x p r e s s l y r e q u i r e t h e b i d d e r t o c o m p l e t e t h e I n f o r m a t i o n R e q u i r e d o f B i d d e r s F o r m . T h e I n f o r m a t i o n R e q u i r e d o f B i d d e r s F o r m e x p r e s s l y p r o v i d e s t h a t " [ f ] a i l u r e t o c o m p l e t e a l l i n f o r m a t i o n m a y r e n d e r [ t h e ] b i d n o n - r e s p o n s i v e . " O f t h e s e v e n p a g e s t h a t m a k e u p t h e I n f o r m a t i o n R e q u i r e d o f B i d d e r s F o r m , o n l y t w o c o m p l e t e d p a g e s w e r e s u b m i t t e d w i t h J R H ' s b i d . T h i s o m i s s i o n i s a m a t e r i a l b i d d e f e c t a n d r e n d e r s J R H ' s b i d n o n r e s p o n s i v e . T h e I n f o r m a t i o n R e q u i r e d o f B i d d e r s F o r m i s u s e d t o d e t e r m i n e a b i d d e r ' s r e s p o n s i b i l i t y a n d , w i t h o u t t h e f o r m , s t a f f i s u n a b l e t o d e t e r m i n e i f J R H i s a r e s p o n s i b l e b i d d e r . T h e r e f o r e , J R H ' s b i d w a s d e t e r m i n e d t o b e n o n r e s p o n s i v e a n d i t s b i d w a s r e j e c t e d . S t a f f p r o c e e d e d t o a n a l y z e t h e b i d s u b m i t t e d b y t h e s e c o n d l o w b i d d e r , D a l k e & S o n s , t o d e t e r m i n e D a l k e & S o n s ' r e s p o n s i v e n e s s t o t h e s p e c i f i c a t i o n s a n d i t s r e s p o n s i b i l i t y . A f t e r a n a l y z i n g t h e b i d p e r t h e F e d e r a l H i g h w a y A d m i n i s t r a t i o n / C a l t r a n s a n a l y s i s p r o c e s s , s t a f f a n d P a r s o n s c o n c l u d e d t h e D a l k e & S o n s b i d i n t h e a m o u n t o f $ 2 , 8 6 8 , 4 8 0 , i s t h e l o w e s t r e s p o n s i b l e a n d r e s p o n s i v e b i d r e c e i v e d f o r t h e p r o j e c t . T h e b i d p r i c e s u b m i t t e d b y D a l k e & S o n s w a s 1 4 p e r c e n t l o w e r t h a n t h e e n g i n e e r ' s e s t i m a t e f o r c o n s t r u c t i o n . F e d e r a l l y - f u n d e d c o n t r a c t s a d m i n i s t e r e d b y t h e C o m m i s s i o n a r e s u b j e c t t o t h e r e q u i r e m e n t s o f t h e C o d e o f F e d e r a l R e g u l a t i o n s , P a r t 2 6 , T i t l e 4 9 e n t i t l e d P a r t i c i p a t i o n b y 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 s ( D B E ) i n D e p a r t m e n t o f T r a n s p o r t a t i o n F i n a n c i a l A s s i s t a n c e P r o g r a m s . P u r s u a n t t o t h e r e l e v a n t f e d e r a l D B E p r o v i s i o n s , 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 6 . 8 p e r c e n t D B E p a r t i c i p a t i o n g o a l i n t h e c o n s t r u c t i o n b i d a d v e r t i s e m e n t f o r t h i s p r o j e c t . O n l y a b i d d e r m e e t i n g t h e e s t a b l i s h e d D B E g o a l f o r t h i s p r o j e c t c a n b e c o n s i d e r e d f u l l y r e s p o n s i v e t o t h e b i d r e q u i r e m e n t s . T o m e e t t h i s r e q u i r e m e n t , b i d d e r s m u s t e i t h e r a c h i e v e t h e D B E g o a l , o r , a l t e r n a t i v e l y , m e e t t h e g o o d f a i t h e f f o r t s ( G F E ) r e q u i r e m e n t s e t f o r t h i n t h e i n v i t a t i o n f o r b i d . D a l k e & S o n s c o u l d o n l y m e e t 1 . 8 5 p e r c e n t o f t h e 6 . 8 p e r c e n t D B E g o a l ; h o w e v e r , i t s G F E s d e m o n s t r a t e d a d e q u a t e e f f o r t s w e r e m a d e t o s u b c o n t r a c t w i t h D B E f i r m s . A g e n d a I t e m 9 E 1 1 4 Staff recommends award of Agreement No. 14-31-103-00 for the construction of the project to Dalke & Sons in the amount of $2,868,480, plus a contingency amount of $286,848 to fund potential change orders and supplemental work, for a total amount not to exceed $3,155,328. Financial Information In Fiscal Year Budget: Yes Year: FY 2014/15 Amount: $3,155,328 Source of Funds: Sales Tax and Toll Bond Proceeds; TIFIA Loan Proceeds Budget Adjustment: No 6LA/Project Accounting No.: 003028 81402 00000 0000 262 3181402 Fiscal Procedures Approved: \Atbuti4.4,14 Date: 05/19/14 Attachment: Draft Agreement No. 14-31-103-00 Agenda Item 9E • 115 " C O N T R A C T F O R C O N S T R U C T I O N T H I S C O N T R A C T i s m a d e t h i s d a y o f , 2 0 _ , i n t h e C o u n t y o f , S t a t e o f C a l i f o r n i a , b y a n d b e t w e e n t h 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 C o m m i s s i o n , h e r e i n a f t e r c a l l e d C o m m i s s i o n , a n d D a l k e & S o n s C o n s t r u c t i o n , I n c . , h e r e i n a f t e r c a l l e d C o n t r a c t o r . T h e C o m m i s s i o n a n d t h e C o n t r a c t o r f o r t h e c o n s i d e r a t i o n s s t a t e d h e r e i n a g r e e a s f o l l o w s : A R T I C L E 1 . S C O P E O F W O R K . T h e C o n t r a c t o r s h a l l p e r f o r m a l l w o r k w i t h i n t h e t i m e s t i p u l a t e d i n t h e C o n t r a c t a n d s h a l l p r o v i d e a l l l a b o r , m a t e r i a l s , e q u i p m e n t , t o o l s , u t i l i t y 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 t o c o m p l e t e a l l o f t h e W o r k r e q u i r e d i n s t r i c t c o m p l i a n c e w i t h t h e C o n t r a c t D o c u m e n t s a s s p e c i f i e d i n A r t i c l e 5 b e l o w f o r t h e f o l l o w i n g w o r k : C O N S T R U C T I O N S E R V I C E S T O D E M O L I S H , R E P A I R , R E M O D E L , R E - C O N S T R U C T A N D / O R M I T I G A T E F I V E ( 5 ) R I G H T O F W A Y ( R O W ) P R O P E R T I E S F O R T H 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 - P A C K A G E 4 ( h e r e i n a f t e r " P r o j e c t " ) . T h e C o n t r a c t o r a n d i t s s u r e t y s h a l l b e l i a b l e t o t h e C o m m i s s i o n f o r a n y d a m a g e s a r i s i n g a s a r e s u l t o f t h e C o n t r a c t o r ' s f a i l u r e t o c o m p l y w i t h t h i s o b l i g a t i o n . A R T I C L E 2 . C O N T R A C T T I M E . T i m e i s o f t h e e s s e n c e i n t h e p e r f o r m a n c e o f t h e W o r k . T h e W o r k s h a l l b e c o m m e n c e d o n t h e d a t e s s t a t e d i n t h e C o m m i s s i o n ' s N o t i c e s t o P r o c e e d 1 t h r o u g h 4 , i n c l u s i v e , a s f o r t h b e l o w . T h e C o n t r a c t o r s h a l l c o m p l e t e a l l W o r k r e q u i r e d b y t h e C o n t r a c t D o c u m e n t s i n a c c o r d a n c e w i t h t h e C o m p l e t i o n D a t e s s e t f o r t h i n t h e t a b l e b e l o w a n d w i t h i n T W O H U N D R E D S I X T Y ( 2 6 0 ) c a l e n d a r d a y s f r o m t h e c o m m e n c e m e n t d a t e s t a t e d i n N o t i c e t o P r o c e e d ( N T P ) 1 , h e r e i n a f t e r C o n t r a c t T i m e . C o n t r a c t o r w i l l b e p r o v i d e d a c c e s s t o b e g i n w o r k o n e a c h i n d i v i d u a l - p a r c e l i n a c c o r d a n c e w i t h t h e f o l l o w i n g i n t e r m e d i a t e N T P d a t e s . N o w o r k s h a l l b e c o m m e n c e d o n , o r c o m p e n s a t e d f o r a p a r c e l u n l e s s a n d u n t i l t h e C o m m i s s i o n h a s i s s u e d a n N T P f o r t h e r e l e v a n t p a r c e l . T h e s e d a t e s a r e s u b j e c t t o r e v i s i o n b y t h e C o m m i s s i o n b a s e d o n a c t u a l p r o g r e s s o f p e n d i n g p a r c e l a c q u i s i t i o n s . R e v i s i o n o f t h e N T P d a t e s i n d i c a t e d b e l o w s h a l l n o t c o n s t i t u t e e n t i t l e m e n t f o r a d d i t i o n a l c o m p e n s a t i o n p r o v i d e d t h e o v e r a l l c o n t r a c t p e r i o d i s n o t e x t e n d e d b e y o n d 2 6 0 c a l e n d a r d a y s . N T P N O . P A R C E L A N T I C I P A T E D N T P D A T E I N T E R I M M I L E S T O N E D A T E C O M P L E T I O N D A T E 1 D i l l e r , D o n n i e B . F a m i l y T r u s t ( C P N 2 2 1 1 3 ) 0 6 / 1 8 / 1 4 0 7 / 3 1 / 1 4 N T P 1 + 1 6 8 D a y s 2 H G N C o r o n a P a r t n e r s L L C ( C P N 2 2 0 8 9 ) 0 6 / 1 8 / 1 4 0 7 / 3 1 / 1 4 N T P 2 + 1 6 8 D a y s 3 M o s t D e s e r t R a n c h o ( C P N 2 2 2 5 7 ) 0 7 / 0 3 / 1 4 0 8 / 1 4 / 1 4 N T P 3 + 1 6 8 D a y s 4 Z C o r o n a ( C P N 2 2 1 7 8 ) 0 9 / 1 1 / 1 4 1 0 / 2 2 / 1 4 N T P 4 + 1 7 4 D a y s C O N T R A C T F O R C O N S T R U C T I O N 1 1 1 6 Contractor shall further complete elements of the work in accordance with the following interim milestones: Interim Milestone — Diller, Donnie B. Family Trust (CPN 22113): July 31, 2014 - Complete all contract work scope within the areas between the existing and proposed Caltrans Right of Way lines. Provide access to aforementioned areas for use by SR-91 CIP Design Build Contractor. Subsequent to the Interim Milestone date, Contractor's use of the area may be restricted in whole, or in part, by the Commission. Interim Milestone — HGN Corona Partners, LLC (CPN 22089): July 31, 2014 - Complete all contract work scope within the areas between the existing Caltrans Right of Way and the proposed City of Corona Right of Way lines. Provide access to aforementioned areas for use by SR-91 CIP Design -Build Contractor. Subsequent to the Interim Milestone date, Contractor's use of the area may be restricted in whole, or in part, by the Commission. Interim Milestone — Most Desert Rancho (CPN 22257): August 14, 2014 - Complete all contract work scope within the areas between the existing Caltrans Right of Way and the proposed City of Corona Right of Way lines. Provide access to "aforementioned areas for use by SR-91 CIP Design -Build Contractor. Subsequent to the Interim Milestone date, Contractor's use of the area maybe restricted in whole, or in part, by the Commission. Interim Milestone — Z Corona (CPN 22178): October 22, 2014 - Complete all contract work scope within the areas between the existing Caltrans Right of Way and the proposed City of Corona. Right of Way .lines. Provide access to aforementioned areas for use by SR-91 CIP Design -Build Contractor. Subsequent to the Interim Milestone date, Contractor's use of the area may be restricted in whole, or in part, by the Commission. The Commission reserves the right to withhold payment to the Contractor if the Contractor fails to complete the work under any of the Interim Milestones set forth above until such work is complete and accepted by the Commission. By its signature hereunder, Contractor agrees the time for completion set forth above is adequate and reasonable to complete the Work. ARTICLE 3. CONTRACT PRICE. The Commission shall pay to the Contractor as full compensation for the performance of the Contract, subject to any additions or deductions as provided in the - Contract Documents, and including all applicable taxes and costs, the sum of dollars ($ ), hereinafter, the Contract Price. Payment shall be made as set forth in the General Conditions. ARTICLE 4. LIQUIDATED DAMAGES. In accordance with Government Code Section 53069.85, it is agreed that the contractor will pay the Commission the sum of One Thousand Four Hundred Dollars ($1,400) for each and every calendar day of delay in completing the Work beyond each Completion Date set forth in Article 2 above, or beyond the Contract Time, as liquidated damages and not CONTRACT FOR CONSTRUCTION 2 117 " " a s a p e n a l t y o r f o r f e i t u r e . I n t h e e v e n t t h e C o n t r a c t o r i s a s s e s s e d o r i n c u r s l i q u i d a t e d d a m a g e s d u e t o i t s d e l a y o f o n e o r m o r e C o m p l e t i o n D a t e s o r t h e C o n t r a c t T i m e , s u c h l i q u i d a t e d d a m a g e s s h a l l b e c u m u l a t i v e . I n t h e e v e n t t h i s i s n o t p a i d , t h e c o n t r a c t o r a g r e e s t h e C o m m i s s i o n m a y d e d u c t t h a t a m o u n t f r o m a n y m o n e y d u e o r t h a t m a y b e c o m e d u e t h e C o n t r a c t o r u n d e r t h e C o n t r a c t . T h i s A r t i c l e d o e s n o t e x c l u d e r e c o v e r y o f o t h e r d a m a g e s s p e c i f i e d i n t h e C o n t r a c t D o c u m e n t s . I n a n t i c i p a t i o n o f , a n d c o m p l i a n c e w i t h , t h e p r o v i s i o n s o f C a l i f o r n i a P u b l i c C o n t r a c t C o d e � 7 1 0 2 a n d b e c a u s e i t i s a g r e e d b y t h e C o n t r a c t o r a n d t h e C o m m i s s i o n t h a t a c t u a l d a m a g e s a r e i m p r a c t i c a b l e a n d e x t r e m e l y d i f f i c u l t t o a s c e r t a i n , i f t h e C o n t r a c t o r i s d e l a y e d i n c o m p l e t i n g t h e w o r k d u e s o l e l y t o t h e f a u l t o f t h e C o m m i s s i o n , a n d w h e r e s u c h d e l a y i s u n r e a s o n a b l e u n d e r t h e c i r c u m s t a n c e s a n d n o t c o n t e m p l a t e d b y t h e p a r t i e s , t h e C o n t r a c t o r s h a l l b e e n t i t l e d t o t h e a p p r o p r i a t e t i m e e x t e n s i o n a n d t o p a y m e n t o f l i q u i d a t e d d a m a g e s i n t h e s u m o f O n e T h o u s a n d F o u r H u n d r e d D o l l a r s ( $ 1 , 4 0 0 ) f o r e a c h a n d e v e r y c a l e n d a r d a y o f d e l a y . T h e C o n t r a c t o r e x p r e s s l y a g r e e s t o b e l i m i t e d s o l e l y t o t h e l i q u i d a t e d d a m a g e s f o r a l l s u c h d e l a y s a s d e f i n e d i n t h i s s u b s e c t i o n . A R T I C L E 5 . C O M P O N E N T P A R T S O F T H E C O N T R A C T . T h e " C o n t r a c t D o c u m e n t s " i n c l u d e o n l y t h e f o l l o w i n g d o c u m e n t s , e a c h o f w h i c h i s i n c o r p o r a t e d i n t o t h i s A g r e e m e n t b y r e f e r e n c e : �' N o t i c e I n v i t i n g B i d s �' I n s t r u c t i o n s t o B i d d e r s �' C o n t r a c t o r ' s B i d F o r m s �' C o n t r a c t o r ' s C e r t i f i c a t e R e g a r d i n g W o r k e r s ' C o m p e n s a t i o n �' B i d B o n d �' D e s i g n a t i o n o f S u b c o n t r a c t o r s �' I n f o r m a t i o n R e q u i r e d o f B i d d e r s �' N o n - C o l l u s i o n D e c l a r a t i o n f o r m �' I r a n C o n t r a c t i n g A c t C e r t i f i c a t i o n �' C o n t r a c t �' P e r f o r m a n c e B o n d �' P a y m e n t ( L a b o r a n d M a t e r i a l s ) B o n d �' G e n e r a l C o n d i t i o n s �' S p e c i a l P r o v i s i o n s ( o r S p e c i a l C o n d i t i o n s ) �' F e d e r a l R e q u i r e m e n t s �' T e c h n i c a l S p e c i f i c a t i o n s p r e p a r e d b y P a r s o n s T r a n s p o r t a t i o n G r o u p a n d d a t e d S e p t e m b e r 2 7 , 2 0 1 3 �' G r e e n b o o k S t a n d a r d S p e c i f i c a t i o n s ( E x c l u d i n g S e c t i o n s 1 - 9 i n t h e i r e n t i r e t y ) �' C i t y o f 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 S t a n d a r d P l a n s a n d S p e c i a l P r o v i s i o n s �' A d d e n d a �' P l a n s a n d C o n t r a c t D r a w i n g s �' A p p r o v e d a n d F u l l y E x e c u t e d C h a n g e O r d e r s T h e C o n t a c t o r s h a l l c o m p l e t e t h e W o r k i n s t r i c t a c c o r d a n c e w i t h a l l o f t h e C o n t r a c t D o c u m e n t s . A l l o f t h e C o n t r a c t D o c u m e n t s a r e i n t e n d e d t o b e c o m p l e m e n t a r y . W o r k r e q u i r e d b y o n e o f t h e C o n t r a c t D o c u m e n t s a n d n o t b y o t h e r s s h a l l b e d o n e a s i f r e q u i r e d b y a l l . T h i s C o n t r a c t s h a l l s u p e r s e d e a n y p r i o r C O N T R A C T F O R C O N S T R U C T I O N 3 1 1 8 agreement of the parties, whether written or oral. The Contract can be modified only by a written Change Order executed in accordance with the Contract Documents. ARTICLE 6. PROVISIONS REQUIRED BY LAW. Each and every provision of law required to be included in these Contract Documents shall be deemed to be included in these Contract Documents. The Contractor shall comply with all requirements of applicable federal, state and local laws, rules and regulations, including, but not limited to, the provisions of the California Labor Code and California Public Contract Code which are applicable to this Work. ARTICLE 7. INDEMNIFICATION. Contractor shall provide indemnification and defense as set forth in the General Conditions. ARTICLE 8. PREVAILING WAGES. Contractor shall be required to pay not less than the prevailing rate of wages in accordance with the Labor Code, which rates have been determined by the Director of the California Department of Industrial Relations and shall be made available at the Offices of the Commission or may be obtained online at http//www.dir.ca.gov/dlsr. The wage rates must be posted at the job site. IN WITNESS WHEREOF, this Contract has been duly executed by the above -named parties_, on the day and year above written. [SIGNATURES ON FOLLOWING PAGE] CONTRACT FOR CONSTRUCTION • 4 119 " R i v e r s i d e C o u n t y T r a n s p o r t a t i o n C o m m i s s i o n B y : S i g n a t u r e N a m e T i t l e A t t e s t : C o m m i s s i o n C l e r k A p p r o v e d a s t o f o r m : S i g n a t u r e N a m e T i t l e [ N A M E O F C O N T R A C T O R ' B y : S i g n a t u r e N a m e T i t l e L i c e n s e N u m b e r A t t e s t : B y : I t s : C O N T R A C T F O R C O N S T R U C T I O N 5 1 2 0 AGENDA ITEM 9F " R I V E R S I D E C O U N T Y T R A N S P O R T A T I O N C O M M I S S I O N D A T E : _ J u n e 1 1 , 2 0 1 4 T O : R i v e r s i d e C o u n t y T r a n s p o r t a t i o n C o m m i s s i o n F R O M : P a t r i c i a C a s t i l l o , C a p i t a l P r o j e c t s M a n a g e r T H R O U G H : A n n e M a y e r , E x e c u t i v e D i r e c t o r S U B J E C T : S t a t e R o u t e 6 0 T r u c k C l i m b i n g / D e s c e n d i n g L a n e S p e c i f i c a t i o n s , a n d E s t i m a t e a n d R i g h t o f W a y P r o j e c t P l a n s , S T A F F R E C O M M E N D A T I O N : T h i s i t e m i s f o r t h e C o m m i s s i o n t o : 1 ) A p p r o v e A g r e e m e n t N o . 1 2 - 3 1 - 0 9 2 - 0 2 , A m e n d m e n t N o . 2 t o A g r e e m e n t N o . 1 2 - 3 1 - 0 9 2 - 0 0 , w i t h C a l t r a n s t o a d d t h e p l a n s , s p e c i f i c a t i o n s a n d e s t i m a t e ( P S & E ) a n d r i g h t o f w a y ( R O W ) r o l e s a n d r e s p o n s i b i l i t i e s f o r t h e S t a t e R o u t e 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 , i n c l u d i n g c u r r e n t f u n d i n g c o m m i t m e n t s ; 2 ) A u t h o r i z e t h e C h a i r o r t h e E x e c u t i v e D i r e c t o r , p u r s u a n t t o l e g a l c o u n s e l r e v i e w , t o e x e c u t e t h e a g r e e m e n t o n b e h a l f o f t h e C o m m i s s i o n ; a n d 3 ) A u t h o r i z e t h e E x e c u t i v e D i r e c t o r , p u r s u a n t t o l e g a l c o u n s e l r e v i e w , t o e x e c u t e f u t u r e a g r e e m e n t s w i t h C a l t r a n s w i t h i n a p p r o v e d f u n d i n g a m o u n t s . B A C K G R O U N D I N F O R M A T I 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 i s l o c a t e d e a s t o f M o r e n o V a l l e y f r o m G i l m a n S p r i n g s R o a d t o J a c k R a b b i t T r a i l . T h e p r o j e c t s c o p e i n c l u d e s a n e a s t b o u n d t r u c k c l i m b i n g l a n e a n d a w e s t b o u n d t r u c k d e s c e n d i n g l a n e p l u s i n s i d e a n d o u t s i d e s t a n d a r d s h o u l d e r s . T h e p r o j e c t i s a c o m b i n a t i o n o f a C a l t r a n s s p o n s o r e d s a f e t y p r o j e c t t o c o n s t r u c t s h o u l d e r s , a n d t h e C o m m i s s i o n ' s p r o j e c t t o c o n s t r u c t t h e t r u c k l a n e s . A t i t s F e b r u a r y 2 0 1 2 w o r k s h o p , t h e C o m m i s s i o n a g r e e d t o s p o n s o r t h e p r o j e c t w i t h C a l t r a n s t a k i n g t h e l e a d o n t h e p r o j e c t a p p r o v a l a n d e n v i r o n m e n t a l d o c u m e n t ( P A & E D ) p h a s e . P A & E D i s s c h e d u l e d f o r c o m p l e t i o n i n S e p t e m b e r 2 0 1 4 . I n N o v e m b e r 2 0 1 3 , t h e C o m m i s s i o n a p p r o v e d $ 2 7 . 6 m i l l i o n o f S t a t e T r a n s p o r t a t i o n I m p r o v e m e n t P r o g r a m ( S T I P ) f u n d s f o r c o n s t r u c t i o n . I n J a n u a r y 2 0 1 4 , t h e C o m m i s s i o n a p p r o v e d a n a d d i t i o n a l $ 2 6 . 8 m i l l i o n i n C M A Q f u n d s t o f u n d c o n s t r u c t i o n . S t a f f h a s b e e n w o r k i n g w i t h C a l t r a n s t o a m e n d t h e c o o p e r a t i v e a g r e e m e n t t o d e f i n e r e s p e c t i v e r o l e s a n d r e s p o n s i b i l i t i e s f o r t h e P S & E a n d R O W p h a s e s , w h i c h a r e e x p e c t e d t o b e g i n i n t h e f a l l o f 2 0 1 4 . I n a d d i t i o n , t h e c o o p e r a t i v e a g r e e m e n t i s a l s o b e i n g a m e n d e d t o r e f l e c t c o m m i t t e d f u n d s t o d a t e . A g e n d a I t e m 9 F 1 2 1 Staff is proposing to reprogram and obligate $7 million of the current balance of CMAC1 funds for PS&E in order to meet the county's federal obligation target for this fiscal year. The $19.8 million of CMAC2 funds will remain available for construction. In addition, $0.6 million of STIP funds will be programmed for ROW with the balance of STIP funds programmed for construction. The reprogramming changes do not impact the overall project funding as the majority of the STIP and CMAC1 funds will remain in the construction phase. The revised funding is proposed as follows: $"(000's) CMAQ STIP-RIP Caltrans SHOPP Fed DEMO Total PA&ED 2,000 3,038 5,038 PS&E 7,000 1,500 8,500 ROW 550 450 1,000 CONS 19,800 27,050 28,700 75,550 Total 26,800 27,600 32,650 3,038 90,088 There is no fiscal impact as these expenditures and related funding do not pass through the Commission. Attachment: Draft Cooperative Agreement with Caltrans Agenda Item 9F • 122 AGREEMENT 08-1543 A/2 Project No. 0812000307 EA ON69U 08-RIV-60-22.1/26.5 REPLACEMENT AGREEMENT (AMENDMENT NO.2) This AGREEMENT, effective on , is between the State of California, acting through its Department of Transportation, referred to as CALTRANS, and: Riverside County Transportation Commission, a public corporation/entity, referred to hereinafter as RCTC. RECITALS 1. PARTNERS are authorized to enter into a cooperative agreement for improvements to the state highway system (SHS) per the California Streets and Highways Code sections 114 and 130. 2. The PARTNERS hereto entered into Project Approval and Environmental Document (PA&ED) Agreement 08-1543 on July 26, 2012, said AGREEMENT defining the terms and conditions for addition of eastbound truck climbing lane and westbound truck descending lane, and upgrading existing inside and outside shoulder to current standards on State Route 60 (SR-60) between Gilman Springs Road (PM 22.2) and Jack Rabbit Trail (PM 26.5). 3. PARTNERS entered into Amendment No. 1 to AGREEMENT on October 23, 2012, to replace CMAQ funds with Earmark funds. 4. PARTNERS now have agreed to enter into this Replacement AGREEMENT in order to replace the terms of the old AGREEMENT (08-1543) in entirety with 08-1543 A/2 to reflect PA&ED, Plans, Specification and Estimates, Right of Way Support, Right of Way Capital, and to correct the post miles to 22.1/26.5. 5. For the purpose of this AGREEMENT, addition of eastbound truck climbing lane and westbound truck descending lane, and upgrading existing inside and outside shoulder to current standards on State Route 60 (SR-60) between Gilman Springs Road (PM 22.1) and Jack Rabbit Trail (PM 26.5) will be referred to hereinafter as PROJECT. This description only serves to identify the PROJECT. The project scope of work is defined in the appropriate authorizing documents for the PROJECT per the Project Development Procedures Manual. PACT Project Development Agreement 2014 02_12 (Created 05/12/14) 1 of 19 123 AGREEMENT 08-1543 A/2 Project No. 0812000307 6. All responsibilities assigned in this AGREEMENT to complete the following PROJECT COMPONENTS will be referred to hereinafter as OBLIGATIONS: • Project Approval and Environmental Document (PA&ED) • Plans, Specifications, and Estimate (PS&E) • Right of Way Support (R/W SUPPORT) • Right of Way Capital (R/W CAPITAL) 7. This AGREEMENT is separate from and does not modify or replace any other cooperative agreement or memorandum of understanding between PARTNERS regarding the PROJECT. 8. The following work associated with this PROJECT has been completed or is in progress: • CALTRANS developed the Project Initiation Document (HID), relevant to the scope of the PROJECT under EA ON690, Project ID 0800000537 and under EA 0Q180, Project ID 0800020220. The Scope from both of these PIDs have been incorporated under this PROJECT. The SHOPP funds programmed under EA 0Q180 is available for this PROJECT. 9. In this AGREEMENT capitalized words represent either defined terms or acronyms. 10. PARTNERS hereby set forth the terms, covenants, and conditions of this AGREEMENT, under which they will accomplish OBLIGATIONS. RESPONSIBILITIES Sponsorship 11. RCTC is the SPONSOR for 100% of the PROJECT COMPONENTS included in this AGREEMENT. Funding 12. FUNDING PARTNERS, funding limits, spending limits, billing, and payment details are documented in the FUNDING SUMMARY. The FUNDING SUMMARY is incorporated and made an express part of this AGREEMENT. PARTNERS will execute a new FUNDING SUMMARY each time the funding, billing and payment details of the PROJECT change. The FUNDING SUMMARY will be executed by a legally authorized representative of the respective PARTNERS. The most current fully executed FUNDING SUMMARY supersedes any previous FUNDING SUMMARY created for this AGREEMENT. PACT Project Development Agreement 2014_02_12 (Created 05/12/14) 2 of 19 124 AGREEMENT 08-1543 A/2 Project No. 0812000307 Replacement of the FUNDING SUMMARY will not require an amendment to the body of this AGREEMENT unless the funding changes require it. 13. All costs incurred for WORK except those that are specifically excluded in this AGREEMENT are OBLIGATIONS COSTS. OBLIGATIONS COSTS are to be paid from the funds shown in the FUNDING SUMMARY. Costs that are not OBLIGATIONS COSTS are to be paid by the PARTNER incurring the costs from funds that are outside the scope of this AGREEMENT. Implementing Agency 14. CALTRANS is IMPLEMENTING AGENCY for PA&ED. 15. CALTRANS is IMPLEMENTING AGENCY for PS&E. 16. CALTRANS is IMPLEMENTING AGENCY for RIGHT OF WAY. 17. The IMPLEMENTING AGENCY for a PROJECT COMPONENT will provide a Quality Management Plan (QMP) for that component as part of the PROJECT MANAGEMENT PLAN. 18. Any PARTNER responsible for completing WORK -shall make its personnel and consultants that prepare WORK available to help resolve WORK related problems and changes for the entire duration of the PROJECT including PROJECT COMPONENT work that may occur under separate agreements. Environmental Document Quality Control (EDQC) Program 19. Per NEPA assignment and CEQA statutes, CALTRANS will perform Environmental Document Quality Control and NEPA Assignment Review Procedures for environmental documentation. CEQA/NEPA Lead Agency 20. CALTRANS is the CEQA lead agency for the PROJECT. 21. CALTRANS is the NEPA lead agency for the PROJECT. Environmental Permits, Approvals and Agreements 22. PARTNERS will comply with the commitments and conditions set forth in the environmental documentation, environmental permits, approvals, and applicable agreements as those commitments and conditions apply to each PARTNER's responsibilities in this AGREEMENT. 23. Unless otherwise assigned in this AGREEMENT, the IMPLEMENTING AGENCY for a PROJECT COMPONENT is responsible for all PROJECT COMPONENT WORK associated with coordinating, obtaining, implementing, renewing, and amending the PROJECT permits. PACT Project Development Agreement 2014_02_12 (Created 05/12/14) 3 of 19 125 AGREEMENT 08-1543 A/2 Project No. 0812000307 24. The PROJECT requires the following environmental requirements/approvals: 404, US Army Corps Of Engineers 401, Regional Water Quality Control Board National Pollutant Discharge Elimination System (NPDES), State Water Resources Control Board 1602 California Department of Fish and Wildlife FESA Section 7 USFWS Project Approval and Environmental Document (PA&ED) 25. As IMPLEMENTING AGENCY for PA&ED, CALTRANS is responsible for all PA&ED WORK except those PA&ED activities and responsibilities that are. assigned to another PARTNER in this AGREEMENT and those activities that may be specifically excluded. 26. The PARTNER preparing the environmental documentation, including the studies and reports, will ensure that qualified personnel remain available to help resolve environmental issues and perform any necessary work to ensure that the PROJECT remains in environmental compliance. California Environmental Quality Act (CEQA) 27. CALTRANS will determine the type of environmental documentation required and will cause that documentation to be prepared in accordance with'CEQA requirements. 28. Any PARTNER involved in the preparation of CEQA environmental documentation will follow the CAL FRANS STANDARDS that apply to the CEQA process including the guidance provided in the Standard Environmental Reference (SER) available at www.dot.ca.gov/ser. 29. Any PARTNER preparing any portion of the CEQA environmental documentation, including any studies and reports, will submit that portion of the documentation to the CEQA Lead Agency for review, comment, and approval at appropriate stages of development prior to public availability. 30. CALTRANS will attend all CEQA-related public meetings. PACT Project Development Agreement 2014_02_12 (Created 05/12/14) 4 of 19 126 AGREEMENT 08-1543 A/2 Project No. 0812000307 31. If a PARTNER who is not the CEQA lead agency holds a public meeting about the PROJECT, that PARTNER must clearly state its role in the PROJECT and the identity of the CEQA lead agency on all meeting publications. All meeting publications must also inform the attendees that public comments collected at the meetings are not part of the CEQA public review process. That PARTNER will submit all meeting advertisements, agendas, exhibits, handouts, and materials to the CEQA lead agency for review, comment, and approval at least ten (10) working days prior to publication or use. If that PARTNER makes any changes to the materials, it will allow the CEQA lead agency to review, comment on, and approve those changes at least three (3) working days prior to the public meeting date. The CEQA lead agency maintains final editorial control with respect to text or graphics that could lead to public confusion over CEQA-related roles and responsibilities. National Environmental Policy Act (NEPA) 32. Pursuant to Chapter 3 of Title 23, United States Code (23 U.S.C. 326) and 23 U.S.C. 327, CALTRANS is the NEPA lead agency for the PROJECT. CALTRANS is responsible for NEPA compliance and will prepare any needed NEPA environmental documentation or will cause that documentation to be prepared. CAL TRANS, as the NEPA lead agency for PROJECT, will review, comment, and approve all environmental documentation (including, but not limited to, studies, reports, public notices, and public meeting materials, determinations, administrative drafts, and final environmental documents) at appropriate stages of development prior to approval and public availability. When required as NEPA lead agency, CALTRANS will conduct consultation and coordination and obtain, renew, or amend approvals pursuant to the Federal Endangered Species Act, and Essential Fish Habitat, as required. When required as NEPA lead agency, CAL TRANS will conduct consultation and coordination approvals pursuant to Section 106 of the National Historic Preservation Act, as required. 33. Any PARTNER involved in the preparation of NEPA environmental documentation will follow FHWA and CALTRANS STANDARDS that apply to the NEPA process including, but not limited to, the guidance provided in the FHWA Environmental Guidebook (available at www.fhwa.dot.gov/hep/index.htm) and the CALTRANS Standard Environmental Reference. 34. Any PARTNER preparing any portion of the NEPA environmental documentation (including, but not limited to, studies, reports, public notices, and public meeting materials, determinations, administrative drafts, and final environmental documents) will submit that portion of the documentation to CALTRANS for CALTRANS' review, comment, and approval prior to public availability. PACT Project Development Agreement 2014_02 12 (Created 05/12/14) 5 of 19 127 AGREEMENT 08-1543 A/2 Project No. 0812000307 35. CALTRANS will prepare, publicize, and circulate all NEPA-related public notices. CALTRANS will work with the appropriate federal agency to publish notices in the Federal Register. 36. CAL TRANS will attend all NEPA-related public meetings. 37. If a PARTNER who is not the NEPA lead agency holds a public meeting about the PROJECT, that PARTNER must clearly state its role in the PROJECT and the identityof the NEPA lead agency on all meeting publications. All meeting publications must also inform the attendees that public comments collected at the meetings are not part of the NEPA public review process. That PARTNER will submit all meeting advertisements, agendas, exhibits, handouts, and materials to the NEPA lead agency for review, comment, and approval at least ten (10) working days prior to publication or use. If that PARTNER makes any changes to the materials, it will allow the NEPA lead agency to review, comment on, and approve those changes at least three (3) working days prior to the public meeting date. The NEPA lead agency has final approval authority with respect to text or graphics that could lead to public confusion over NEPA-related roles and responsibilities. Plans, Specifications, and Estimate (PS&E) 38. As IMPLEMENTING AGENCY for PS&E, CALTRANS is responsible for all PS&E WORK except those PS&E;activities and responsibilities that are assigned to another PARTNER in this AGREEMENT and those activities that may be specifically excluded. 39. CALTRANS will prepare Utility Conflict Maps identifying the accommodation, protection, relocation, or removal of any existing utility facilities that conflict with construction of the PROJECT or that violate CALTRANS' encroachment policy. Right of Way (R/W) 40. As IMPLEMENTING AGENCY for R/W, CALTRANS is responsible for all R/W SUPPORT WORK except those R/W SUPPORT activities and responsibilities that are assigned to another PARTNER in this AGREEMENT and those activities that may be specifically excluded. 41. The cost to perform R/W SUPPORT activities, whether inside or outside SHS right of way, will be determined in accordance with federal and California laws and regulations, and CALTRANS' policies, procedures, standards, practices, and applicable agreements. 42. CALTRANS will make all necessary arrangements with utility owners for the timely accommodation, protection, relocation, or removal of any existing utility facilities that conflict with construction of the PROJECT or that violate CALTRANS' encroachment policy. PACT Project Development Agreement 2014_02_12 (Created 05/12/14) 6 of 19 128 AGREEMENT 08-1543 A/2 Project No. 0812000307 43. CALTRANS will determine the cost to positively identify and locate, protect, relocate, or remove any utility facilities whether inside or outside SHS right of way in accordance with federal and California laws and regulations, and CALTRANS' policies, procedures, standards, practices, and applicable agreements, including but not limited to Freeway Master Contracts. 44. CALTRANS will provide a land surveyor licensed in the State of California to be responsible for surveying and right of way engineering. All survey and right of way engineering documents will bear the professional seal, certificate number, registration classification, expiration date of certificate, and signature of the responsible surveyor. 45. CALTRANS will provide a Right of Way Certificate prior to PROJECT advertisement. 46. Physical and legal possession of right of way must be completed prior to construction advertisement, unless PARTNERS mutually agree to other arrangements in writing. Right of way conveyances must be completed prior to OBLIGATION COMPLETION, unless PARTNERS mutually agree to other arrangements in writing. 47. The California Transportation Commission will hear and may adopt Resolutions of Necessity. However, the authorization to hear and adopt Resolutions of Necessity may be assigned to RCTC if such assignment is approved in writing by CALTRANS. Schedule 48. PARTNERS will manage the schedule for OBLIGATIONS through the work plan included in the PROJECT MANAGEMENT PLAN. Additional Provisions 49. PARTNERS will perform all OBLIGATIONS in accordance with federal and California laws, regulations, and standards; FHWA STANDARDS; and CALTRANS STANDARDS. 50. Each PARTNER will ensure that personnel participating in OBLIGATIONS are appropriately qualified or licensed to perform the tasks assigned to them. 51. PARTNERS will invite each other to participate in the selection of any consultants who participate in OBLIGATIONS. 52. The IMPLEMENTING AGENCY for a PROJECT COMPONENT will coordinate, prepare, obtain, implement, renew, and amend any encroachment permits needed to complete the PROJECT COMPONENT WORK. PACT Project Development Agreement 2014_02_12 (Created 05/12/14) 7 of 19 129 AGREEMENT 08-1543 A/2 Project No. 0812000307 53. If any PARTNER discovers unanticipated cultural, archaeological, paleontological, or other protected resources during WORK, all WORK in that area will stop and that PARTNER will notify all PARTNERS within 24 hours of discovery. WORK may only resume after a qualified professional has evaluated the nature and significance of the discovery and a plan is approved for its removal or protection. 54. PARTNERS will hold all administrative drafts and administrative final reports, studies, materials, and documentation relied upon, produced, created, or utilized for the PROJECT in confidence to the extent permitted by law and where applicable, the provisions of California Government Code section 6254.5(e) shall protect the confidentiality of such documents in the event that said documents are shared between PARTNERS. PARTNERS will not distribute, release, or share said documents with anyone other than employees,agents, and consultants who require access to complete the PROJECT without the written consent of the PARTNER authorized to release them, unless required or authorized to do so by law. 55. If a PARTNER receives a public records request pertaining to OBLIGATIONS, that PARTNER will notify PARTNERS within five (5) working days of receipt and make PARTNERS aware of any disclosed public documents. PARTNERS will consult with each other prior to the release of any public documents related to the PROJECT. 56. If HM-1 or HM-2 is found during a PROJECT COMPONENT, IMPLEMENTING AGENCY for that PROJECT COMPONENT will immediately notify PARTNERS. 57. CALTRANS, independent of the PROJECT, is responsible for any PIM-1 found within the existing SHS right of way. CALTRANS will undertake, or cause to be undertaken, HM MANAGEMENT ACTIVITIES related to HM-1 with minimum impact to the PROJECT schedule. The cost for HM MANAGEMENT ACTIVITIES related to HM-1 found within the existing SHS right of way is not an OBLIGATIONS COST and CALTRANS will pay, or cause to be paid, all costs for HM-1 ACTIVITIES. 58. If HM-1 is found within the PROJECT limits and outside the existing SHS right of way, responsibility for such HM-1 rests with the owner(s) of the parcel(s) on which the HM-1 is found. RCTC, in concert with the local agency having land use jurisdiction over the parcel(s), will ensure that HM MANAGEMENT ACTIVITIES related to HM-1 are undertaken with minimum impact to PROJECT schedule. The costs for HM MANAGEMENT -ACTIVITIES related to HM-1 found within the PROJECT limits and outside the existing SHS right of way are not an OBLIGATIONS COST and will be the responsibility of the owner(s) of the parcel(s) where the 1-1M-1 is located. 59. If HM-2 is found within the PROJECT limits, the public agency responsible for the advertisement, award, and administration (AAA) of the PROJECT construction contract will be responsible for HM MANAGEMENT ACTIVITIES related to HM-2. PACT Project Development Agreement 2014_02_12 (Created 05/12/14) 8 of 19 130 AGREEMENT 08-1543 A/2 Project No. 0812000307 60. CALTRANS' acquisition or acceptance of title to any property on which any HM-1 or HM-2 is found will proceed in accordance with CALTRANS' policy on such acquisition. 61. IMPLEMENTING AGENCY for each PROJECT COMPONENT will furnish PARTNERS with written quarterly progress reports during the implementation of OBLIGATIONS in that component. 62. Any PARTNER that is responsible for completing OBLIGATIONS will accept, reject, compromise, settle, or litigate claims arising from those OBLIGATIONS. 63 PARTNERS will confer on any claim that may affect OBLIGATIONS or PARTNERS' liability or responsibility under this AGREEMENT in order to retain resolution possibilities for potential future claims. No PARTNER will prejudice the rights of another PARTNER until after PARTNERS confer on claim. 64. PARTNERS will maintain, and will ensure that any party hired by PARTNERS to participate in OBLIGATIONS will maintain, a financial management system that conforms to Generally Accepted Accounting Principles (GAAP), and that can properly accumulate and segregate incurred PROJECT costs and billings. 65. If FUNDING PARTNERS fund any part of OBLIGATIONS with state or federal funds, each PARTNER will comply, and will ensure that any party hired to participate in OBLIGATIONS will comply with the federal cost principles of 2 CFR, Part 225, and administrative requirements outlined in 49 CFR, Part 18. These principles and requirements apply to all funding types included in this AGREEMENT. 66. PARTNERS will maintain and make available to each other all OBLIGATIONS -related documents, including financial data, during the term of this AGREEMENT. PARTNERS will retain all OBLIGATIONS -related records for three (3) years after the final voucher. 67. PARTNERS have the right to audit each other in accordance with generally accepted governmental audit standards. CALTRANS, the state auditor, FHWA (if the PROJECT utilizes federal funds), and RCTC will have access to all OBLIGATIONS -related records of each PARTNER, and any party hired by a PARTNER to participate in OBLIGATIONS, for audit, examination, excerpt, or transcription. The examination of any records will take place in the offices and locations where said records are generated and/or stored and will be accomplished during reasonable hours of operation. The auditing PARTNER will be permitted to make copies of any OBLIGATIONS -related records needed for the audit. The audited PARTNER will review the draft audit, findings, and recommendations, and provide written comments within thirty (30) calendar days of receipt. PACT Project Development Agreement 2014_02_12 (Created 05/12/14) 9 of 19 131 AGREEMENT 08-1543 A/2 Project No. 0812000307 Upon completion of the final audit, PARTNERS have thirty (30) calendar days to refund or invoice as necessary in order to satisfy the obligation of the audit. Any audit dispute not resolved by PARTNERS is subject to mediation. Mediation will follow the process described in the General Conditions section of this AGREEMENT. 68. If FUNDING PARTNERS fund any part of the PROJECT with state or federal funds, each FUNDING PARTNER will undergo an annual audit in accordance with the Single Audit Act and the federal Office of Management and Budget (OMB) Circular A-133. 69. If the PROJECT expends federal funds, any PARTNER that hires an A&E consultant to perform WORK on any part of the PROJECT will ensure that the procurefnent of the consultant and the consultant overhead costs are in accordance with Chapter 10 of the Local Assistance Procedures Manual. 70. PARTNERS will not incur costs beyond the funding commitments in this AGREEMENT. If IMPLEMENTING AGENCY anticipates that funding for WORK will be insufficient to complete WORK, IMPLEMENTING AGENCY will promptly notify SPONSOR. 71. If WORK stops for any reason, each PARTNER will continue to implement all of its applicable commitments and conditions included in the PROJECT environmental documentation, permits, agreements, or approvals that are in effect at the time that WORK stops, as they apply to each PARTNER's responsibilities in this AGREEMENT, in order to keep the PROJECT in environmental compliance until WORK resumes. 72. Unless otherwise documented in the FUNDING SUMMARY, all fund types contributed to a PROJECT COMPONENT will be spent proportionately within that PROJECT COMPONENT. 73. Unless otherwise documented in the FUNDING SUMMARY, any savings recognized within a PROJECT COMPONENT will be credited or reimbursed, when allowed by policy or law, in proportion to the amount contributed to that PROJECT COMPONENT by each fund type. 74. If FUNDING PARTNERS fund OBLIGATIONS with American Recovery and Reinvestment Act (ARRA) funds, PARTNERS will adopt the terms, conditions, requirements, and constraints of the American Recovery and Reinvestment Act of 2009. 75. If FUNDING PARTNERS fund OBLIGATIONS with Proposition '1'B Bond funds, PARTNERS will meet the requirements of California Government Code Section 8879.20 et al. (Proposition 1 legislation), the governor's Executive Order 2007-S-02-07, and the California Transportation Commission (CTC) program guidelines for the applicable account. Right of way purchased using Proposition 1 B Bond funds will become the property of CALTRANS, and any revenue from the sale of excess lands originally purchased with bond funds will revert to CALTRANS. PACT Project Development Agreement 2014_02_12 (Created 05/12/14) 10 of 19 132 AGREEMENT 08-1543 A/2 Project No. 0812000307 76. CALTRANS will administer any federal subvention funds shown in the FUNDING SUMMARY table. 77. The cost of awards, judgments, or settlements generated by OBLIGATIONS is an OBLIGATIONS COST. 78. The cost of legal challenges to the environmental process or documentation is an OBLIGATIONS COSTS. 79. The cost of coordinating, obtaining, complying with, implementing, renewing, and amending resource agency permits, agreements, and approvals is an OBLIGATIONS COST. 80. Fines, interest, or penalties levied against a PARTNER are not an OBLIGATIONS COST and will be paid, independent of OBLIGATIONS COST, by the PARTNER whose actions or lack of action caused the levy. 81. The cost of any engineering support performed by CAL'1'RANS includes all direct and applicable indirect costs. CAL TRANS calculates indirect costs based solely on the type of funds used to pay support costs. State and federal funds administered by CALTRANS are subject to the current Program Functional Rate. All other funds are subject to the current Program Functional Rate and the current Administration Rate. The Program Functional Rate and Administration Rate are adjusted periodically. 82. Travel, per diem, and third -party contract reimbursements are an OBLIGATIONS COST only after those hired by PARTNERS to participate in OBLIGATIONS incur and pay those costs. Payments for travel and per diem will not exceed the rates paid rank and file state employees under current California Department of Personnel Administration (DPA) rules current at the effective date of this AGREEMENT. If RCTC invoices for rates in excess of DPA rates, RCTC will fund the cost difference and reimburse CALTRANS for any overpayment. 83. If CALTRANS reimburses RCTC for any costs later determined to be unallowable, RCTC will reimburse those funds. 84. If there are insufficient funds available in this AGREEMENT to place PROJECT right of way in a safe and operable condition, the appropriate IMPLEMENTING AGENCY will fund these activities until such time as PARTNERS amend this AGREEMENT. That IMPLEMENTING AGENCY may request reimbursement for these costs during the amendment process. PACT Project Development Agreement 2014_02_12 (Created 05/12/14) 11 of 19 133 AGREEMENT 08-1543 A/2 Project No. 0812000307 85. If there are insufficient funds in this AGREEMENT to implement applicable commitments and conditions included in the PROJECT environmental documentation, permits, agreements, and/or approvals that are in effect at a time that WORK stops, each PARTNER accepts responsibility to fund their respective OBLIGATIONS until such time as PARTNERS amend this AGREEMENT. Each PARTNER may request reimbursement for these costs during the amendment process. 86. After PARTNERS agree that all WORK is complete for a PROJECT COMPONENT, PARTNER(S) will submit a final accounting for all OBLIGATIONS COSTS. Based on the final accounting, PARTNERS will refund or invoice as necessary in order to satisfy the financial commitments of this AGREEMENT. GENERAL CONDITIONS 87. PARTNERS understand that this AGREEMENT is in accordance with and governed by the Constitution and laws of the State of California. This AGREEMENT will be enforceable in the State of California. Any PARTNER initiating legal action arising from this AGREEMENT will file and maintain that legal action in the Superior Court of the county in which the CALTRANS district office that is signatory to this AGREEMENT resides, or in the Superior Court of the county in which the PROJECT is physically located. 88. All OBLIGATIONS of CAL I BANS under the terms of this AGREEMENT are subject to the appropriation of resources by the Legislature, the State Budget Act authority, and the allocation of funds by the California Transportation Commission. 89. Neither RCTC nor any officer or employee thereof is responsible for any injury, damage or liability occurring by reason of anything done or omitted to be done by CALTRANS and/or its agents under or in connection with any work, authority, or jurisdiction conferred upon CALTRANS under this AGREEMENT. It is understood and agreed that CALTRANS, to the extent permitted by law, will defend, indemnify, and save harmless RCTC and all of its officers and employees from all claims, suits, or actions of every name, kind, and description brought forth under, but not limited to, tortious, contractual, inverse condemnation, or other theories and assertions of liability occurring by reason of anything done or omitted to be done by CALTRANS and/or its agents under this AGREEMENT. 90. Neither CALTRANS nor any officer or employee thereof is responsible for any injury, damage, or liability occurring by reason of anything done or omitted to be done by RCTC, its contractors, sub -contractors, and/or its agents under or in connection with any work, authority, or jurisdiction conferred upon RCTC under this AGREEMENT. It is understood and agreed that RCTC, to the extent permitted by law, will defend, indemnify, and save harmless CALTRANS and all of its officers and employees from all claims, suits, or actions of every name, kind, and description brought forth under, but not limited to, tortious, contractual, inverse condemnation, or other theories and assertions of liability occurring by reason of anything done or omitted to be done by RCTC, its contractors, sub -contractors, and/or its agents under this AGREEMENT. PACT Project Development Agreement 2014_02_12 (Created 05/12/14) 12 of 19 134 " A G R E E M E N T 0 8 - 1 5 4 3 A / 2 P r o j e c t N o . 0 8 1 2 0 0 0 3 0 7 9 1 . P A R T N E R S d o n o t i n t e n d t h i s A G R E E M E N T t o c r e a t e a t h i r d p a r t y b e n e f i c i a r y o r d e f i n e d u t i e s , o b l i g a t i o n s , o r r i g h t s i n p a r t i e s n o t s i g n a t o r y t o t h i s A G R E E M E N T . P A R T N E R S d o n o t i n t e n d t h i s A G R E E M E N T t o a f f e c t t h e i r l e g a l l i a b i l i t y b y i m p o s i n g a n y s t a n d a r d o f c a r e f o r f u l f i l l i n g O B L I G A T I O N S d i f f e r e n t f r o m t h e s t a n d a r d s i m p o s e d b y l a w . 9 2 . P A R T N E R S w i l l n o t a s s i g n o r a t t e m p t t o a s s i g n O B L I G A T I O N S t o p a r t i e s n o t s i g n a t o r y t o t h i s A G R E E M E N T w i t h o u t a n a m e n d m e n t t o t h i s A G R E E M E N T . 9 3 . R C T C w i l l n o t i n t e r p r e t a n y a m b i g u i t y c o n t a i n e d i n t h i s A G R E E M E N T a g a i n s t C A L 1 R A N S . R C T C w a i v e s t h e p r o v i s i o n s o f C a l i f o r n i a C i v i l C o d e s e c t i o n 1 6 5 4 . A w a i v e r o f a P A R T N E R ' s p e r f o r m a n c e u n d e r t h i s A G R E E M E N T w i l l n o t c o n s t i t u t e a c o n t i n u o u s w a i v e r o f a n y o t h e r p r o v i s i o n . 9 4 . A d e l a y o r o m i s s i o n t o e x e r c i s e a r i g h t o r p o w e r d u e t o a d e f a u l t d o e s n o t n e g a t e t h e u s e o f t h a t r i g h t o r p o w e r i n t h e f u t u r e w h e n d e e m e d n e c e s s a r y . 9 5 . I f a n y P A R T N E R d e f a u l t s i n i t s O B L I G A T I O N S , a n o n - d e f a u l t i n g P A R T N E R w i l l r e q u e s t i n w r i t i n g t h a t t h e d e f a u l t b e r e m e d i e d w i t h i n t h i r t y ( 3 0 ) c a l e n d a r d a y s . I f t h e d e f a u l t i n g P A R T N E R f a i l s t o d o s o , t h e n o n - d e f a u l t i n g . P A R T N E R m a y i n i t i a t e d i s p u t e r e s o l u t i o n . 9 6 . " P A R T N E R S w i l l f i r s t a t t e m p t t o r e s o l v e A G R E E M E N T d i s p u t e s a t t h e P R O J E C T t e a m l e v e l . I f t h e y c a n n o t r e s o l v e t h e d i s p u t e t h e m s e l v e s , t h e C A L T R A N S d i s t r i c t d i r e c t o r a n d t h e e x e c u t i v e o f f i c e r o f R C T C w i l l a t t e m p t t o n e g o t i a t e a r e s o l u t i o n . I f P A R T N E R S d o n o t r e a c h a r e s o l u t i o n , P A R T N E R S ' l e g a l c o u n s e l w i l l i n i t i a t e m e d i a t i o n . P A R T N E R S a g r e e t o p a r t i c i p a t e i n m e d i a t i o n i n g o o d f a i t h a n d w i l l s h a r e e q u a l l y i n i t s c o s t s . N e i t h e r t h e d i s p u t e n o r t h e m e d i a t i o n p r o c e s s r e l i e v e s P A R T N E R S f r o m f u l l a n d t i m e l y p e r f o r m a n c e o f O B L I G A T I O N S i n a c c o r d a n c e w i t h t h e t e r m s o f t h i s A G R E E M E N T . H o w e v e r , i f a n y P A R T N E R s t o p s f u l f i l l i n g O B L I G A T I O N S , a n y o t h e r P A R T N E R m a y s e e k e q u i t a b l e r e l i e f t o e n s u r e t h a t O B L I G A T I O N S c o n t i n u e . E x c e p t f o r e q u i t a b l e r e l i e f , n o P A R T N E R m a y f i l e a c i v i l c o m p l a i n t u n t i l a f t e r m e d i a t i o n , o r f o r t y - f i v e ( 4 5 ) c a l e n d a r d a y s a f t e r f i l i n g t h e w r i t t e n m e d i a t i o n r e q u e s t , w h i c h e v e r o c c u r s f i r s t . P A R T N E R S w i l l f i l e a n y c i v i l c o m p l a i n t s i n t h e S u p e r i o r C o u r t o f t h e c o u n t y i n w h i c h t h e C A L T R A N S d i s t r i c t o f f i c e s i g n a t o r y t o t h i s A G R E E M E N T r e s i d e s o r i n t h e S u p e r i o r C o u r t o f t h e c o u n t y i n w h i c h t h e P R O J E C T i s p h y s i c a l l y l o c a t e d . T h e p r e v a i l i n g P A R T N E R w i l l b e e n t i t l e d t o a n a w a r d o f a l l c o s t s , f e e s , a n d e x p e n s e s , i n c l u d i n g r e a s o n a b l e a t t o r n e y f e e s a s a r e s u l t o f l i t i g a t i n g a d i s p u t e u n d e r t h i s A G R E E M E N T o r t o e n f o r c e t h e p r o v i s i o n s o f t h i s a r t i c l e i n c l u d i n g e q u i t a b l e r e l i e f . 9 7 . P A R T N E R S m a i n t a i n t h e a b i l i t y t o p u r s u e a l t e r n a t i v e o r a d d i t i o n a l d i s p u t e r e m e d i e s i f a p r e v i o u s l y s e l e c t e d r e m e d y d o e s n o t a c h i e v e r e s o l u t i o n . P A C T P r o j e c t D e v e l o p m e n t A g r e e m e n t 2 0 1 4 _ 0 2 _ 1 2 ( C r e a t e d 0 5 / 1 2 / 1 4 ) 1 3 o f 1 9 1 3 5 AGREEMENT 08-1543 A/2 Project No. 0812000307 98. If any provisions in this AGREEMENT are found by a court of competent jurisdiction to be, or are in fact, illegal, inoperative, or unenforceable, those provisions do not render any or all other AGREEMENT provisions invalid, inoperative, or unenforceable, and those provisions will be automatically severed from this AGREEMENT. 99. PARTNERS intend this AGREEMENT to be their final expression that supersedes any oral understanding or writings pertaining to the OBLIGATIONS. 100. If during performance of WORK additional activities or environmental documentation is necessary to keep the PROJECT in environmental compliance, PARTNERS will amend this AGREEMENT to include completion of those additional tasks. 101. Except as otherwise provided in the AGREEMENT, PARTNERS will execute a formal written amendment if there are any changes to OBLIGATIONS. 102. If the work performed on this Project is done under contract and falls within the Labor Code section 1720(a)(1) definition of "public works" in that it is construction, alteration, demolition, installation, or repair; or maintenance work under Labor Code section 1771 RCTC must conform to the provisions of Labor Code sections 1720 through 1815, and all applicable provisions of California Code of Regulations found in Title 8, Division 1, Chapter 8, Subchapter 3, Articles 1-7. RCTC agrees to include prevailing wage requirements in its contracts for public work. Work performed by RCTC's own forces is exempt from the Labor Code's Prevailing Wage requirements. RCTC shall require its contractors to include prevailing wage requirements in all subcontracts funded by this AGREEMENT when the work to be performed by the subcontractor is "public works" as defined in Labor Code Section 1720(a)(1) and Labor Code Section 1771. Subcontracts shall include all prevailing wage requirements set forth in RCTC contracts. 103. If WORK is paid for, in whole or part, with federal funds and is of the type of work subject to federal prevailing wage requirements, PARTNERS shall conform to the provisions' of the Davis - Bacon and Related Acts, 40 U.S.C. § 276(a). When applicable, PARTNERS shall include federal prevailing wage requirements in contracts for public work. WORK performed by a PARTNER's employees is exempt from federal prevailing wage requirements. 104. PARTNERS agree to sign a COOPERATIVE AGREEMENT CLOSURE STATEMENT to terminate this AGREEMENT. However, all indemnification, document retention, audit, claims, environmental commitment, legal challenge, maintenance and ownership articles will remain in effect until terminated or modified in writing by mutual agreement or expire by the statute of limitations. PACT Project Development Agreement 2014_02_12 (Created 05/12/14) 14 of 19 136 AGREEMENT 08-1543 A/2 Project No. 0812000307 DEFINITIONS AGREEMENT — This agreement including any attachments, exhibits, and amendments. ARRA — The American Recovery and Reinvestment Act of 2009. CALTRANS STANDARDS — CALTRANS policies and procedures, including, but not limited to, the guidance provided in the Project Development Procedures Manual (PDPM) and the CALTRANS Workplan Standards Guide for the Delivery of Capital Projects (WSG) [which contains the CALTRANS Work Breakdown Structure (WBS) and was previously known as the WBS Guide] and is available at http://www.dot.ca.gov/hq/projmgmt/guidance.htm. CEQA (California Environmental Quality Act) — The act (California Public Resources Code, sections 21000 et seq.) that requires state and local agencies to identify the significant environmental impacts of their actions and to avoid or mitigate those significant impacts, if feasible. CFR (Code of Federal Regulations) — The general and permanent rules published in the Federal Register by the executive departments and agencies of the federal government. COOPERATIVE AGREEMENT CLOSURE STATEMENT —A document signed by PARTNERS that verifies the completion of all OBLIGATIONS included in this AGREEMENT and in all amendments to this AGREEMENT. EDQC (Environmental Document Quality Control) - CALTRANS quality control and quality assurance procedures for all environmental documents as described in the Jay Norvell Memos dated October 1, 2012 (available at http://www.dot.ca.gov/ser/memos.htm#LinkTarget_705). This also includes the independent judgment analysis and determination under CEQA that the environmental documentation meets CEQA Guideline requirements. FHWA — Federal Highway Administration. FHWA STANDARDS — FHWA regulations, policies and procedures, including, but not limited to, the guidance provided at www.fhwa.dot.gov/topics.htm. FUNDING PARTNER — A PARTNER, designated in the FUNDING SUMMARY, that commits a defined dollar amount to fulfill OBLIGATIONS. Each FUNDING PARTNER accepts responsibility to provide the funds it commits in this AGREEMENT. FUNDING SUMMARY — An executed document that names FUNDING PARTNER(S), includes a FUNDING TABLE, SPENDING SUMMARY, deposit amounts, and invoicing and payment methods. FUNDING TABLE — The table that designates funding sources, types of funds, and the PROJECT COMPONENT in which the funds are to be spent. Funds listed on the FUNDING TABLE are "not -to -exceed" amounts for each FUNDING PARTNER. PACT Project Development Agreement 2014_02_12 (Created 05/12/14) 15 of 19 137 AGREEMENT 08-1543 A/2 Project No. 0812000307 GAAP (Generally Accepted Accounting Principles) — Uniform minimum standards and guidelines for financial accounting and reporting issued by the Federal Accounting Standards Advisory Board that serve to achieve some level of standardization. See http://www.fasab.gov/accepted.html. HM-1— Hazardous material (including, but not limited to, hazardous waste) that may require removal and disposal pursuant to federal or state law whether it is disturbed by the PROJECT or not. HM-2 — Hazardous material (including, but not limited to; hazardous waste) that may require removal and disposal pursuant to federal or state law only if disturbed by the PROJECT. HM MANAGEMENT ACTIVITIES _ Management activities related to either HM-1 or HM-2 including, without limitation, any necessary manifest requirements and disposal facility designations. IMPLEMENTING AGENCY — The PARTNER is responsible for managing the scope, cost, and schedule of a PROJECT COMPONENT to ensure the completion of that component. NEPA (National Environmental Policy Act of 1969) — This federal act establishes a national policy for the environment and a process to disclose the adverse impacts of projects with a federal nexus. OBLIGATIONS — All WORK responsibilities and their associated costs. OBLIGATION COMPLETION — PARTNERS have fulfilled all OBLIGATIONS included in this AGREEMENT, and all amendments to this AGREEMENT, and have signed a COOPERATIVE AGREEMENT CLOSURE STATEMENT. OBLIGATIONS COST(S) — The cost(s) to complete the responsibilities assigned in this AGREEMENT. Costs that are specifically excluded in this AGREEMENT or that are not incurred in the performance of the responsibilities in this AGREEMENT are not OBLIGATIONS COSTS. OBLIGATIONS COSTS are to be paid from the funds shown in the FUNDING SUMMARY. Costs that are not OBLIGATIONS COSTS are to be paid by the party that incurs the cost from funds that are outside the scope of this AGREEMENT. PA&ED (Project Approval and. Environmental Document) — See PROJECT COMPONENT. PARTNER — Any individual signatory party to this AGREEMENT. PARTNERS — The term that collectively references all of the signatory agencies to this AGREEMENT. This term only describes the relationship between these agencies to work together to achieve a mutually beneficial goal. It is not used in the traditional legal sense in which one PARTNER's individual actions legally bind the other PARTNER. PACT Project Development Agreement 2014_02_12 (Created 05/12/14) 16 of 19 138 AGREEMENT 08-1543 A/2 Project No. 0812000307 PROJECT COMPONENT — A distinct portion of the planning and project development process of a capital project as outlined in California Government Code, section 14529(b). • PID (Project Initiation Document) — The work required to deliver the project initiation document for the PROJECT in accordance with CALTRANS STANDARDS. • PA&ED (Project Approval and Environmental Document) — The work required to deliver the project approval and environmental documentation for the PROJECT in accordance with CALTRANS STANDARDS. • PS&E (Plans, Specifications, and Estimate) — The work required to deliver the plans, specifications, and estimate for the PROJECT in accordance with CALTRANS STANDARDS. • R/W (Right of Way) —The project components for the purpose of acquiring real property interests for the PROJECT in accordance with CALTRANS STANDARDS. • R/W (Right of Way) SUPPORT —The work required to obtain all property interests for the PROJECT. • R/W (Right of Way) CAPITAL — The funds for acquisition of property rights for the PROJECT. • CONSTRUCTION — The project components for the purpose of completing the construction of the PROJECT in accordance with CALTRANS STANDARDS. • CONSTRUCTION SUPPORT — The work required for the administration, acceptance, and final documentation of the construction contract for the PROJECT. • CONSTRUCTION CAPITAL — The funds for the construction contract. PROJECT MANAGEMENT PLAN — A group of documents used to guide the PROJECT's execution and control throughout that project's lifecycle. PS&E (Plans, Specifications, and Estimate) — See PROJECT COMPONENT. QMP (Quality Management Plan) — An integral part of the PROJECT MANAGEMENT PLAN that describes IMPLEMENTING AGENCY'S quality policy and how it will be used. R/W (Right of Way) CAPITAL — See PROJECT COMPONENT. R/W (Right of Way) SUPPORT — See PROJECT COMPONENT. PACT Project Development Agreement 2014_02_12 (Created 05/12/14) 17 of 19 139 AGREEMENT 08-1543 A/2 Project No. 0812000307 SHS (State Highway System) — All highways, right of way, and related facilities acquired, laid out, constructed, improved, or maintained as a state highway pursuant to constitutional or legislative authorization. SPENDING SUMMARY — A table that identifies the funds available for expenditure by each PARTNER. The table shows the maximum reimbursable expenditure for each PARTNER in each PROJECT COMPONENT. SPONSOR — Any PARTNER that accepts the responsibility to establish scope of the PROJECT and the obligation to secure financial resources to fund the PROJECT COMPONENTS in this AGREEMENT. SPONSOR is responsible for adjusting the PROJECT scope to match committed funds or securing additional funds to fully fund the PROJECT COMPONENTS in this AGREEMENT. If this AGREEMENT has more than one SPONSOR, funding adjustments will be made by percentage (as outlined in Responsibilities). Scope adjustments must be developed through the project development process and must be approved by CALTRANS as the owner/operator of the SHS. WORK - All efforts to complete the OBLIGATIONS included" in this AGREEMENT as described by the activities in the CALTRANS Workplan Standards Guide for the Delivery of Capital Projects (WSG). PACT Project Development Agreement 2014_02_12 (Created 05/12/14) 18 of 19 140 " A G R E E M E N T 0 8 - 1 5 4 3 A / 2 P r o j e c t N o . 0 8 1 2 0 0 0 3 0 7 S I G N A T U R E S P A R T N E R S a r e e m p o w e r e d b y C a l i f o r n i a S t r e e t s a n d H i g h w a y s C o d e S e c t i o n 1 1 4 & 1 3 0 t o e n t e r i n t o t h i s A G R E E M E N T a n d h a v e d e l e g a t e d t o t h e u n d e r s i g n e d t h e a u t h o r i t y t o e x e c u t e t h i s A G R E E M E N T o n b e h a l f o f t h e r e s p e c t i v e a g e n c i e s a n d c o v e n a n t s t o h a v e f o l l o w e d a l l t h e n e c e s s a r y l e g a l r e q u i r e m e n t s t o v a l i d l y e x e c u t e t h i s A G R E E M E N T . S T A T E O F C A L I F O R N I A D E P A R T M E N T O F T R A N S P O R T A T I O N B y : B a s e m E . M u a l l e m , P . E . D i s t r i c t D i r e c t o r C E R T I F I E D A S T O F U N D S : B y : L i s a P a c h e c o B u d g e t M a n a g e r R I V E R S I D E C O U N T Y T R A N S P O R T A T I O N C O M M I S S I O N B y : A n n e M a y e r E x e c u t i v e D i r e c t o r A P P R O V E D A S T O F O R M A N D P R O C E D U R E : B y : B e s t , B e s t , A n d K r i e g e r G e n e r a l C o u n s e l P A C T P r o j e c t D e v e l o p m e n t A g r e e m e n t 2 0 1 4 _ 0 2 _ 1 2 ( C r e a t e d 0 5 / 1 2 / 1 4 ) 1 9 o f 1 9 1 4 1 FUNDINGOLIARY No. 01 PACT Project Development Agreement 2014_02_12 (Created 05/12/14) • FUNDING SUMMARY AGREEMENlik 1543 A/2 Project No. 0812000307 EA ON69U 08-RIV-60-22.1 /26.5 1 of 3 142 FUNDING SUMMARY No. 01 Note: Funds utilization will be based on: 40% SHOPP and 60% STP funds for PA&ED 26% SHOPP and 74% CMAQ funds for PS&E 64% RIP and 36% SHOPP for Right of Way support PACT Projeceelopment Agreement 2014_02_12 (Created 05/12/14) 101 AGREEMENT 08 - 1543 A/2 Project No. 0812000307 41) 2 of 3 FUNDING SUMMARY No. 1 AGREEMENT 08 - 1543 A/2 Project No. 0812000307 Invoicing and Payment 1. PARTNERS will invoice for funds where the SPENDING SUMMARY shows that one PARTNER provides funds for use by another PARTNER. PARTNERS will pay invoices within thirty (45) calendar days of receipt of invoice. 2. If RCTC has received Electronic Funds Transfer (EFT) certification from CALTRANS then RCTC will use the EFT mechanism and follow all EFT procedures to pay all invoices issued from CALTRANS. RCTC will pay all invoices via EFT within 5 days of receipt of invoice. 3. When CALTRANS is to be reimbursed from state or federal funds that are provided by RCTC and CALTRANS administers those funds then CALTRANS will draw from those funds without invoicing RCTC. 4. When a PARTNER is reimbursed for actual costs from funds administered by another PARTNER, invoices will be submitted each month for the prior month's expenditures. Project Approval and Environmental Document (PA&ED) 5. No invoicing or reimbursement will occur for the PA&ED PROJECT COMPONENT. Plans, Specifications, and Estimate (PS&E) 6. No invoicing or reimbursement will occur for the PS&E PROJECT COMPONENT. Right of Way Support (R/W SUPPORT) 7. No invoicing or reimbursement will occur for the R/W SUPPORT PROJECT COMPONENT. Right of Way Capital (R/W CAPITAL) 8. CALTRANS will invoice and RCTC will reimburse for the accepted offer price of parcels. PACT Project Development Agreement 2014_02_12 (Created 05/12/14) 3 of 4 144 Signatures STATE OF CALIFORNIA DEPARTMENT OF TRANSPORTATION APPROVED By: Date: Basem E. Muallem, P.E. District Director By: District Budget Manager By: HQ Accounting FUNDING SUMMARY No. 1 AGREEMENT 08 - 1543 A/2 Project No. 0812000307 RIVERSIDE COUNTY TRANSPORTATION COMMISSION APPROVED By: Anne Mayer Executive Director Date: PACT Project Development Agreement 2014_02_12 (Created 05/12/14) 4 of 4 145 AGENDA ITEM 9G RIVERSIDE COUNTY TRANSPORTATION COMMISSION DATE: June 11, 2014 TO: Riverside County Transportation Commission FROM: Mark Lancaster, Right of Way Manager THROUGH: Anne Mayer, Executive Director SUBJECT: Perris Valley Line — Riverside Hunter Park Station Utility Easement STAFF RECOMMENDATION: This item is for the Commission to: 1) Approve the Easement Deed between the Commission and the city of Riverside, for Assessor Parcel Number (APN) 249-070-042, for underground utilities necessary for the future Riverside Hunter Park Station without any monetary compensation exchanged between the parties; and 2) Authorize the Chair or Executive Director, pursuant to legal counsel review, to execute the deed on behalf of the Commission. BACKGROUND INFORMATION: The Commission is the owner of a 14.47 acre vacant lot purchased on November 11, 2012 that will serve as the Riverside Hunter Park Station for the Perris Valley Line (PVL) project. The Riverside Hunter Park Station is located in the city of Riverside, also known as APN 249-070-042. On May 9, 2012 the Commission allocated funds for the share of utility relocation work necessary along the PVL. On March 7, 2013, the Commission agreed to Utility Agreement 398, executed between the Commission and city of Riverside Public Utilities -Electric Division that addressed the current 10-foot aerial easement at the Riverside Hunter Park Station (Instrument Number 1962.104176). Per the executed utility agreement, the 10-foot aerial easement was in conflict and would require encasement of the utilities at their current location. However, as utility relocations are taking place for the PVL project, it is evident a portion of the existing easement would need to be quitclaimed to the Commission in order to avoid a conflict with the proposed Riverside Hunter Park Station design and platform. Since all interests will be quitclaimed, a new 6,671 square feet easement would be necessary to accommodate the city of Riverside's underground utilities that include a transformer and junction cabinets. Staff is requesting approval of the new 6,671 square foot easement with the city of Riverside in order to move forward with the utility relocation at the Riverside Hunter Park Station. Since the Commission is only replacing an existing aerial easement to an underground easement, no monetary compensation will be exchanged between the parties. There is no fiscal impact related to this easement transaction. Attachment: Easement Deed Agenda Item 9G 146 RECORDING REQUESTED BY WHEN RECORDED RETURN TO: City Clerk's Office City of Riverside City Hall, 3900 Main Street Riverside, CA 92522 APN: 249-070-042 Above Space for Recorder's Use EXEMPT FROM RECORDING FEES PURSUANT TO GOV. CODE § 27383 NO DOCUMENTARY TRANSFER TAX PURSUANT TO CALIFORNIA REVENUE & TAXATION CODE § 11922 ELECTRICAL EASEMENT AGREEMENT This Electrical Easement Agreement ("Easement Agreement") is entered into this day of , 20_ by and between RIVERSIDE COUNTY TRANSPORTATION COMMISSION, a public agency of the state of California ("Grantor"), and the CITY OF RIVERSIDE, a municipal corporation of the state of California ("Grantee"). For valuable consideration, the receipt of which is hereby acknowledged, Grantor hereby grants and declares as follows: 1. Grant of Electrical Easement. Grantor is the owner of that certain real 'property located in the City of Riverside, County of Riverside, State of California, more particularly described in Exhibit "1" attached hereto ("Grantor's Property"). Grantor hereby grants, reserves, and establishes for the benefit of Grantee an irrevocable, perpetual easement ("Electrical Easement") for the construction, reconstruction, maintenance, operation, inspection, repair, replacement, relocation, renewal and removal of underground electrical energy distribution facilities, together with all the necessary appurtenances, in, under, upon, over and along that certain portion of Grantor's Property as more particularly described and depicted in Exhibits "2" and "3" attached hereto ("Easement Area"). 2. The Electrical Easement. Grantee shall have the perpetual, non-exclusive right to use the Easement Area in accordance with the conditions and covenants as set forth herein. 3. Purpose of Electrical Easement. The purpose of this easement is to provide the right to clear and keep clear said easement and right of way from any structures or trees, to enter upon and pass and repass over and along said real property, and to deposit tools, implements and other material thereon by Grantee, its officers, agents and employees and by persons under contract with said Grantee and their officers, agents and employees, whenever and wherever necessary for the purpose of constructing, reconstructing, maintaining, operating, inspecting, repairing, replacing, relocating, renewing and removing said underground electrical energy distribution facilities. 17336.00603\7865303.1 1 147 4. Use of Electrical Easement. Grantor hereby covenants and agrees, by and for itself, and its successors and assigns, that Grantor shall not, without the express written consent of Grantee, erect, place or maintain any fence, building, structure or other obstruction on or near the Electrical Easement that may interfere with Grantee's use of the Electrical Easement or take any other action or grant any other privilege that may interfere with the reasonable exercise by Grantee of its rights and privileges under this Easement Agreement. Grantee hereby covenants and agrees, by and for itself, and its successors and assigns, that Grantee's use of the Electrical Easement shall not unnecessarily disrupt Grantor's use of the adjacent rail station. Grantee shall provide Grantor with such advance notice as may be reasonable prior to disrupting Grantor's use of the adjacent rail station. 5. Attorney Fees. In the event it becomes necessary to institute any action at law or in equity, whether pursued in a court of law, equity or by arbitration to enforce the terms of this Easement Agreement, the prevailing party shall be entitled to recover its reasonable attorney fees and costs. 6. Electrical Easement Runs with the Land. The Electrical Easement, rights, and obligations herein shall be perpetual, shall run with the land of the respective parties hereto and shall be binding upon, and inure to the benefit of, the parties hereto and their respective successors and assigns. 7. Headings. Section headings contained in this Easement Agreement are for convenience only and shall have no effect in the construction or interpretation of any provision herein. 8. Severability. If any portion of this Easement Agreement is declared invalid, illegal, or otherwise unenforceable by a court of competent jurisdiction, the remaining provisions shall continue in full force and effect. 9. Counterparts. This Easement Agreement may be signed in counterparts, each of which shall constitute an original. 10. Governing Law. This Easement Agreement shall be governed by and construed in accordance with the laws of the State of California. Venue shall be in Riverside County. 11. No Waiver. Failure of a party hereto 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. 12. Entire Agreement. This Easement Agreement contains the entire agreement of the parties relating to the subject matter hereof and supersedes all prior negotiations, agreements or understandings. No supplement, modification, or amendment of this Easement Agreement shall be binding unless executed in writing and signed by both parties. 17336.00603\7865303.1 2 • • • 148 " " 1 3 . B i n d i n g E f f e c t . T h i s E a s e m e n t A g r e e m e n t s h a l l b e b i n d i n g o n a n d s h a l l i n u r e t o t h e b e n e f i t o f t h e h e i r s , e x e c u t o r s , a d m i n i s t r a t o r s , s u c c e s s o r s a n d a s s i g n s o f G r a n t o r s a n d G r a n t e e . 1 7 3 3 6 . 0 0 6 0 3 \ 7 8 6 5 3 0 3 . 1 [ S i g n a t u r e s o n f o l l o w i n g p a g e ] 3 1 4 9 SIGNATURE PAGE TO ELECTRICAL EASEMENT AGREEMENT IN WITNESS WHEREOF, the undersigned parties hereto have executed this Access Easement Agreement as of the date first written above. GRANTOR: RIVERSIDE COUNTY TRANSPORTATION COMMISSION By: Anne Mayer Its: Executive Director APPROVED AS TO FORM: By: Steve DeBaun Best Best & Krieger LLP Counsel to the Riverside County Transportation Commission GRANTEE: CITY OF RIVERSIDE By: Name: Its: ATTEST: By: Name: Its: Approved as to form: 17336.00603\7865303.1 4 • 150 " " A C K N O W L E D G E M E N T S T A T E O F C A L I F O R N I A C O U N T Y O F O n b e f o r e m e , , N o t a r y P u b l i c , p e r s o n a l l y a p p e a r e d w h o p r o v e d t o m e o n t h e b a s i s o f s a t i s f a c t o r y e v i d e n c e t o b e t h e p e r s o n ( s ) w h o s e n a m e ( s ) i s / a r e s u b s c r i b e d t o t h e w i t h i n i n s t r u m e n t a n d a c k n o w l e d g e d t o m e t h a t h e / s h e / t h e y e x e c u t e d t h e s a m e i n h i s / h e r / t h e i r a u t h o r i z e d c a p a c i t y ( i e s ) , a n d t h a t b y h i s / h e r / t h e i r s i g n a t u r e ( s ) o n t h e i n s t r u m e n t t h e p e r s o n ( s ) , o r t h e e n t i t y u p o n b e h a l f o f w h i c h t h e p e r s o n ( s ) a c t e d , e x e c u t e d t h e i n s t r u m e n t . I c e r t i f y u n d e r p e n a l t y o f p e r j u r y u n d e r t h e l a w s o f t h e S t a t e o f C a l i f o r n i a t h a t t h e f o r e g o i n g p a r a g r a p h i s t r u e a n d c o r r e c t . W I T N E S S m y h a n d a n d o f f i c i a l s e a l . S i g n a t u r e ( S e a l ) 1 7 3 3 6 . 0 0 6 0 3 \ 7 8 6 5 3 0 3 . 1 5 1 5 1 EXHIBIT "1" TO GRANT OF ELECTRICAL EASEMENT LEGAL DESCRIPTION OF GRANTOR'S PROPERTY All that certain real property situated in the County of Riverside, State of California, described as follows: Parcel 2 of Lot Line Adjustment No. LL-P06-1026, recorded September 28, 2006, as Instrument No. 2006-0717818, of Official Records, being more particularly described as follows: That portion of Parcel C of City of Riverside Lot Line Adjustment LL-P05-0323, per Certificate of Compliance recorded June 30, 2005, as Instrument No. 2005-0522960, Official Records, Records of Riverside County, California, said portion also being portions of Lots 17 and 18 of Twogood and Herrick's Subdivision, on file in Book 7, of Maps, Page 29 thereof, records of San Bernardino County, California, being described as a whole as follows: Beginning at the Southeast corner of said Parcel C, said corner also being on the Northerly line of Marlborough Avenue, said Northerly line being a line parallel with, and 33.00 feet Northerly of the centerline of said Marlborough Avenue; thence North 89°49'59" West, along the Southerly line of said Parcel C, a distance of 726.48 feet; Thence North 0°10'01" East, a distance of 551.99 feet, to the Northerly line of said Parcel C; Thence North 89°43'27" East, along the Northerly line, a distance of 741.41 feet, to the Northeast corner of said Parcel C; Thence South 01°41'51" West (recorded as South 01°41'52" West), along the Easterly line of said Parcel C, a distance of 557.92 feet, to the point of beginning. 17336.00603\7865303.1 Exhibit 1 152 EXHIBIT "2" TO GRANT OF ELECTRICAL EASEMENT LEGAL DESCRIPTION OF ELECTRICAL EASEMENT AREA Real property in the City of Riverside, County of Riverside, State of California, described as follows: 173 36.00603\7865303.1 (See Attached) Exhibit 2 153 " " 1 7 3 3 6 . 0 0 6 0 3 \ 7 8 6 5 3 0 3 . 1 E X H I B I T " 3 " T O G R A N T O F E L E C T R I C A L E A S E M E N T D E P I C T I O N O F E L E C T R I C A L E A S E M E N T A R E A [ S e e A t t a c h e d ] E x h i b i t 3 1 5 4 EXHIBIT "A" PROPOSED EASEMENT: REAL PROPERTY IN THE COUNTY OF RIVERSIDE, STATE OF CALIFORNIA, DESCRIBED AS FOLLOWS: BEING A PORTION OF PARCEL 2 OF LOT LINE ADJUSTMENT LL-P06-1026, PER CERTIFICATE OF COMPLIANCE RECORDED SEPTEMBER 28, 2006 AS INSTRUMENT NO. 2006-0717818 OF OFFICIAL RECORDS, LAYING EASTERLY FROM THE FOLLOWING DESCRIBED LINE: BEGINNING AT THE NORTHERLY RIGHT OF WAY LINE OF MALBOROUGH AVE BEING 66 FEET WIDE, SAID POINT OF BEGINNING BEING 10 FEET WESTERLY, MEASURED AT RIGHT ANGLES FROM THE WESTERLY RIGHT OF WAY LINE OF ATCHISON TOPECA AND SANTA FE RAILROAD 100 FEET WIDE; THENCE NORTHERLY 214.85 FEET ALONG A LINE PARALLEL WITH AND DISTANT 10.00 FEET WESTERLY, MEASURED AT RIGHT ANGLES, FROM THE SAID WESTERLY RIGHT OF WAY LINE; THENCE WESTERLY AT RIGHT ANGLES 11.00 FEET TO A LINE PARALLEL WITH AND DISTANT WESTERLY 21.00 FEET, MEASURED AT RIGHT ANGLES, FROM SAID WESTERLY RIGHT OF WAY LINE; THENCE NORTHERLY 51.22 FEET ALONG SAID PARALLEL LINE; THENCE EASTERLY AT RIGHT ANGLES 11.00 FEET TO A LINE PARALLEL WITH AND DISTANT WESTERLY 10.00 FEET FROM SAID WESTERLY RIGHT OF WAY LINE; THENCE NORTHERLY 179.05 FEET ALONG THE LAST MENTIONED PARALLEL LINE; THENCE WESTERLY AT RIGHT ANGLES 8.00 FEET TO A LINE PARALLEL WITH AND DISTANT WESTERLY 18.00 FEET FROM SAID WESTERLY RIGHT OF WAY LINE; THENCE NORTHERLY 29.23 FEET ALONG THE LAST MENTIONED PARALLEL LINE; THENCE EASTERLY 7.00 FEET AT RIGHT ANGLES TO A LINE PARALLEL WITH AND DISTANT WESTERLY 11.00 FEET, MEASURED AT RIGHT ANGLES, FROM SAID WESTERLY RIGHT OF WAY LINE; THENCE NORTHERLY 13.31 FEET ALONG THE LAST MENTIONED PARALLEL LINE; THENCE WESTERLY 7.00 FEET AT RIGHT ANGLES TO A LINE PARALLEL WITH AND DISTANT WESTERLY 18.00 FEET, MEASURED AT RIGHT ANGLES, FROM SAID WESTERLY RIGHT OF WAY LINE; THENCE NORTHERLY 35.18 FEET ALONG THE LAST MENTIONED PARALLEL LINE; THENCE 8.00 FEET EASTERLY AT RIGHT ANGLES TO A LINE PARALLEL WITH AND DISTANT WESTERLY 10.00 FEET FROM THE SAID WESTERLY RIGHT OF WAY LINE; THENCE NORTHERLY ALONG SAID LAST MENTIONED PARALLEL LINE 34.74 FEET TO THE NORTHERLY LINE OF SAID PARCEL 2 AND THE END OF THIS DESCRIPTION. CONTAINING 6,671 SQUARE FEET, MORE OR LESS SEE EXHIBIT "B" ATTACHED HERETO AND MADE PART HEREOF PREPARED UNDER MY SUPERVISION: BARBORA KONECNA L.S. 8498 EXP. 12-31-14 ate: May 22, 2014 CAL VADA SURVEYING, INC. 411 JENKS CIRCLE, SUITE 205, CORONA, CA. 92880 PHONE: 951-280-9960 FAX: 951-280-9746 www.calvada.com Job No. 14344 PAGE 1 OF 2 Los Angeles • Denver 1DD EXHIBIT "B" PLAT TO ACCOMPANY DESCRIPTION f_ COL UMB1A AVE a PORTION LOT 13 TWOGOOD AND HERRICK'S SUBDIVISION M. B. 7/29 SCALE: 1 "= 100' te: May 22, 2014 PARCEL 2 L.L.A. NO. LL-P06-9026 REC. SEPT. 28, 2006 INSTRUMENT NO. 2006-0717818 O.R. PROPOSED EASEMENT PORTION LOT / 8 TWOGOOD AND HERRICK'S SUBDIVISION M. B. 7/29 CAL VADA MALBOROUGH AVE SURVEYING, INC. 411 JENKS CIRCLE, SUITE 205, CORONA, CA. 92880 34.74 35.18' 29.23' I 11.°,„ 50.Oy v♦a �'a♦. 21.0' TOY JY.i t 11.00' Y a P.O.B. } 10.0' Job No. 14344 PAGE 2 OF 2 Los Angeles = Denver PHONE:951-280-9960 FAX:951-280-9746 www.calvada.com 1JU AGENDA ITEM 9H RIVERSIDE COUNTY TRANSPORTATION COMMISSION DATE: June 11, 2014 TO: Riverside County Transportation Commission FROM: Josefina Clemente, Transit Manager THROUGH: Anne Mayer, Executive Director SUBJECT: Riverside Transit Agency and SunLine Transit Agency Fiscal Year 2013/14 STAFF RECOMMENDATION: This item is for the Commission to: 1) Approve modifications to Riverside Transit Agency's (RTA) FY 2013/14 operating assistance program to cover additional costs for the following: 1) three new positions ($78,970); 2) new DAR contractor, Ve )lia Transportation (Veolia) ($505,162); and 3) Comprehensive Operational Analysis (COA) study ($144,432) for a total amount not to exceed $728,564 to be funded with a combination of Local Transportation Fund (LTF) funds, Measure A, and Federal Transit Administration (FTA) Sections 5307, 5309, 5316 (Job Access Reverse Commute), 5317 (New Freedom), and 5309 carryover funds; 2) Approve modifications to SunLine Transit Agency's (SunLine) FY '2013/14 capital improvement program to reflect an additional $4,251,307 in FTA CalStart Section 5309 funds and $900,000 in California Energy Commission (CEC) matching funds for a new battery dominant fuel cell bus project; 3) Change the scope of SunLine's programmed four replacement paratransit vans funded with State Transit Assistance (STA) to two replacements and two expansion vehicles for the provision of paratransit service with no additional cost; 4) Allocate $60,583 in LTF funds to cover the needed funds resulting from the personnel and operating changes outlined above; and 5) Approve amendments to the RTA and SunLine FY 2013/14 Short Range Transit Plans (SRTP) to reflect the changes above. BACKGROUND INFORMATION: At its July 2013 meeting, the Commission approved and adopted the FY 2013/14 operating and capital funding allocations for Riverside County based on the FY 2013/14 SRTP updates prepared by transit operators providing public transit services in the county. Since the inception of the fiscal year, a number of operating and capital funding changes occurred that necessitate amendments and modifications to the currently approved SRTP budgets for RTA and SunLine. Agenda Item 9H 157 RTA Operating Assistance As the first half of the FY 2013/14 unfolded, RTA needed to adjust the current fixed route service to enhance service capacity and improve service efficiency. In February 2013, RTA's previous purchased transportation contractor was replaced by Veolia for the provision of dial -a - ride service. As a result, the agency was impacted with a $505,162 additional expense based on the difference between Veolia's and the outgoing operator's contract rate. In addition, RTA amended its COA scope of work to include additional work on the Riverside Transit Center site selection and outreach activities. The requested operating amendment will reflect the following additional expenses: • $78,970 — additional operating cost to cover three new positions: one Travel Training Specialist, one Servicer, one Human Resources Manager. This amount will be funded mostly with the most recent FTA Section 5317 New Freedom grant funds; • $505,162 - additional operating cost resulting from the differential cost between the contract rates of the outgoing operator and the new operator (Veolia) for the provision of paratransit service. This amount will be funded with both LTF and federal Section 5307 funds; and • $144,432 — additional COA study amount to cover expanded scope of work for the Riverside Transit Center relocation site ($69,432) and for the additional outreach task and development of a proposed recommendations brochure ($75,000). SunLine's Capital Assistance In September 2013, SunLine received a grant award totaling $4,251,307 in Section 5309 federal funds, as a subrecipient of the CalStart pass through funding for a new battery dominant fuel cell bus. The bus will be built by a highly experienced team consisting of BAE System, Hydrogenics, and ElDorado National who submitted the project proposal to FTA and CEC for funding to develop alternative fuel vehicles. The CEC amount of $900,000 will be applied toward the required local matching funds to the FTA CalStart project. SunLine is also modifying the scope of the approved purchase of four vans for replacements programmed under Sunline's FY 2013/14 SRTP to two vans for replacements and two vans for expansion of paratransit service to meet the fast growing paratransit ridership in Coachella Valley. Modification requests are as follows: • Reflect an additional $4,251,307 in FTA 5309 CalStart funding for a new battery dominant fuel cell bus; • Reflect $900,000 amount allocated by CEC to provide the local match funds for the dominant fuel cell bus project; and • Modify the scope of the STA funded project from four replacement paratransit vans to two replacements and two for expansion vehicles to serve the Coachella Valley's growing paratransit ridership. • Agenda Item 9H 158 " " F i n a n c i a l I m p a c t F o r R T A ' s a m e n d m e n t , t h e f i n a n c i a l i m p a c t t o t h e C o m m i s s i o n i s t h e a l l o c a t i o n o f $ 6 0 , 5 8 3 o f a d d i t i o n a l L T F f u n d s ; h o w e v e r , t h e F Y 2 0 1 3 / 1 4 C o m m i s s i o n b u d g e t i s s u f f i c i e n t f o r t h e i n c r e a s e d L T F e x p e n d i t u r e s a n d n o b u d g e t a m e n d m e n t i s r e q u i r e d . R T A ' s o p e r a t i n g i n c r e a s e w i l l i m p a c t t h e a g e n c y ' s f a r e b o x r e c o v e r y r a t i o s l i g h t l y , h o w e v e r , i t s r e v i s e d f a r e b o x r e c o v e r y r a t i o r e m a i n s c o m p l i a n t w i t h t h e a g e n c y ' s e s t a b l i s h e d f a r e b o x r a t i o t a r g e t f o r F Y 2 0 1 3 / 1 4 . S u n L i n e ' s b a t t e r y d o m i n a n t f u e l c e l l b u s p r o j e c t i s f u l l y f u n d e d t h r o u g h F T A a n d t h e m a t c h i n g f u n d s w i l l b e p r o v i d e d b y C E C ; t h e r e f o r e , n o a d d i t i o n a l l o c a l m a t c h f u n d s a r e n e e d e d . T h e s c o p e m o d i f i c a t i o n f o r t h e f o u r v a n s w i l l n o t c h a n g e t h e a p p r o v e d b u d g e t e d a m o u n t o f $ 4 4 0 , 0 0 0 f o r t h e p r o j e c t . T h e r e i s n o i m p a c t t o t h e f a r e b o x r e c o v e r y r a t i o a n d t o o t h e r P r o d u c t i v i t y I m p r o v e m e n t P r o g r a m i n d i c a t o r s s i n c e t h e a d d e d r e v e n u e s o u r c e s a r e f o r c a p i t a l p u r p o s e s o n l y . T h e a t t a c h m e n t s s h o w a c o m p a r i s o n o f t h e o r i g i n a l a n d m o d i f i e d F Y 2 0 1 3 / 1 4 S R T P T a b l e 4 , d e t a i l i n g c h a n g e s a n d a d j u s t m e n t s i n f u n d i n g s o u r c e s f o r S u n L i n e a n d R T A . F i n a n c i a l I n f o r m a t i o n I n F i s c a l Y e a r B u d g e t : Y e s Y e a r : F Y 2 0 1 3 / 1 4 A m o u n t : $ 6 0 , 5 8 3 S o u r c e o f F u n d s : L T F B u d g e t A d j u s t m e n t : N o G L A N o . : 0 0 2 2 1 0 8 1 6 0 1 6 0 1 6 2 8 1 6 0 1 F i s c a l P r o c e d u r e s A p p r o v e d : \ i / t z v a j D a t e : 0 5 / 1 9 / 1 4 A t t a c h m e n t : 1 ) R T A F Y 2 0 1 3 / 1 4 O p e r a t i n g A s s i s t a n c e b y F u n d i n g S o u r c e 2 ) S u n L i n e F Y 2 0 1 3 / 1 4 C a p i t a l A s s i s t a n c e b y F u n d i n g S o u r c e A g e n d a I t e m 9 H 1 5 9 " T a b l e 1 a . C u r r e n t l y A p p r o v e d O p e r a t i n g F u n d i n g 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 F Y 2 0 1 3 / 1 4 S R T P - T a b l e 4 A m e n d m e n t # 1 O p e r a t i n g A s s i s t a n c e b y F u n d i n g S o u r c e T a b l e 1 - O p e r a t i n g A s s i s t a n c e A T T A C H M E N T 1 " P r o j e c t D e s c r i p t i o n T o t a l A m o u n t o f F u n d s L T F L T F C a r r y o v e r M e a s u r e A O p e r a t i n g A s s i s t a n c e M e a s u r e A O p e r a t i n g A s s i s t a n c e R C T C R e s e r v e s S e c t i o n 5 3 0 7 - R i v - S a n B e m a r d i n o S e c t i o n 5 3 0 7 - T e m e c u l a / M u r r i e t a S e c t i o n 5 3 0 7 - H e m e t / S a n J a c i n t o S e c t i o n 5 3 0 7 C a r r y o v e r S e c t i o n 5 3 0 9 C a r r y o v e r S e c t i o n 5 3 1 1 T U M F C a r r y o v e r S e c t i o n 5 3 1 6 J A R C S e c t i o n 5 3 1 7 N e w F r e e d o m F a r e b o x O t h e r R e v e n u e O p e r a t i n g A s s i s t a n c e O p e r a t i n g A s s i s t a n c e - C T S A G A S B 4 3 / 4 5 A R C O C T A 7 9 4 J A R C C o m m u t e r L i n k 2 1 2 8 2 1 7 J A R C F i x e d R o u t e S e r v i c e C o u n t y S h u t t l e R o u t e 5 4 F a r e b o x ( C a s h , T i x , P a s s e s ) T r a v e l T r a i n i n g C O A / B R T S t u d y F e d e r a l E x c i s e T a x C r e d i t I n t e r e s t I n c o m e A d v e r t i s i n g R e v e n u e C N G S a l e s M e d i - C a l R e i m b u r s e m e n t R e t i r e e M e d i c a l P A Y G o C a p i t a l i z e d P r e v e n t i v e M a i n t e n a n c e C a p i t a l C o s t o f C o n t r a c t i n g 3 2 , 9 9 8 , 9 7 5 6 8 6 , 0 0 0 1 , 3 5 0 , 0 0 0 1 2 4 , 0 0 0 9 7 5 , 3 9 9 7 7 3 , 6 5 1 1 1 1 , 0 0 7 1 0 , 2 6 5 , 7 4 2 1 6 2 , 0 6 8 4 3 0 , 0 0 0 4 0 0 , 0 0 0 2 0 , 0 0 0 1 5 , 0 0 0 5 0 , 0 0 0 4 0 0 , 0 0 0 2 0 0 , 0 0 0 7 , 0 2 0 , 0 0 0 5 , 2 0 0 , 0 0 0 2 9 , 2 2 8 , 9 7 5 1 , 3 5 0 , 0 0 0 4 4 7 , 5 0 6 5 6 8 , 4 5 1 4 5 , 0 6 8 2 0 0 , 0 0 0 1 , 4 2 0 , 0 0 0 7 4 0 , 0 0 0 1 , 6 4 5 , 0 0 0 6 8 6 , 0 0 0 1 2 4 , 0 0 0 1 3 0 , 0 0 1 4 3 , 2 0 0 1 1 1 , 0 0 7 1 3 , 0 0 0 1 0 7 , 5 0 0 4 , 2 0 0 , 0 0 0 2 , 2 0 0 , 0 0 0 1 , 2 0 0 , 0 0 0 1 , 5 0 0 , 0 0 0 1 , 7 0 0 , 0 0 0 2 0 0 , 0 0 0 7 6 0 , 0 0 0 1 6 1 , 2 5 0 4 2 5 , 0 0 0 1 6 1 , 2 5 0 2 3 5 , 0 0 0 1 3 5 , 0 0 0 5 2 , 0 0 0 5 2 , 0 0 0 1 6 2 , 8 9 2 2 7 , 0 0 0 1 0 , 2 6 5 , 7 4 2 4 0 0 , 0 0 0 2 0 , 0 0 0 1 5 , 0 0 0 5 0 , 0 0 0 2 0 0 , 0 0 0 2 0 0 , 0 0 0 T o t a l : O p e r a t i n g $ 6 1 , 1 8 1 , 8 4 2 $ 3 4 , 0 0 0 , 0 0 0 $ 0 $ 2 , 7 5 2 , 2 0 8 $ 1 0 7 , 5 0 0 $ 6 , 4 0 0 , 0 0 0 $ 2 , 7 0 0 , 0 0 0 $ 1 , 7 0 0 , 0 0 0 $ 9 6 0 , 0 0 0 $ 1 6 1 , 2 5 0 $ 4 2 5 , 0 0 0 6 1 6 1 , 2 5 0 $ 4 2 2 , 0 0 0 $ 5 2 , 0 0 0 $ 1 0 , 4 5 5 , 6 3 4 $ 8 8 5 , 0 0 0 T a b l e l b . M o d i f i e d O p e r a t i n g F u n d i n g P l a n R E V I S E D O p e r a t i n g A s s i s t a n c e O p e r a t i n g A s s i s t a n c e - C T S A G A S B 4 3 / 4 5 A R C O C T A 7 9 4 R E V I S E D J A R C F i x e d R e n t s S e r i d m i l F e e } C o u n t y S h u t t l e R o u t e 5 4 F a r e b o x ( C a s h , T i x , P a s s e s t d e S J 4 R C " F e d e r a l E x c i s e T a x C r e d i t I n t e r e s t I n c o m e A d v e r t i s i n g R e v e n u e C N G S a l e s M e d i - C a l R e i m b u r s e m e n t R e t i r e e M e d i c a l P A Y G o C a p i t a l i z e d P r e v e n t i v e M a i n t e n a n c e C a p i t a l C o s t o f C o n t r a c t i n g 3 2 , 8 7 0 , 7 0 2 6 8 6 , 0 0 0 1 , 3 5 0 , 0 0 0 1 2 4 , 0 0 0 T o t a l : O p e r a t i n g 1 1 1 , 0 0 7 1 0 , 2 6 5 , 7 4 2 4 0 0 , 0 0 0 2 0 , 0 0 0 1 5 , 0 0 0 5 0 , 0 0 0 4 0 0 , 0 0 0 2 0 0 , 0 0 0 7 , 0 2 0 , 0 0 0 5 , 2 0 0 , 0 0 0 6 6 1 , 9 1 0 , 4 0 6 2 9 , 1 0 0 , 7 0 2 1 , 3 5 0 , 0 0 0 2 0 0 , 0 0 0 1 , 4 2 0 , 0 0 0 7 4 0 , 0 0 0 $ 3 4 , 0 6 0 , 5 8 3 $ 1 3 , 8 8 6 1 . 6 4 5 . 0 0 0 6 8 6 . 0 0 0 1 2 4 , 0 0 0 1 1 1 . 0 0 7 4 . 2 0 0 , 0 0 0 2 . 2 0 0 . 0 0 0 1 . 2 0 0 . 0 0 0 1 . 5 0 0 . 0 0 0 1 . 7 0 0 , 0 0 0 4 2 5 . 0 0 0 0 , 2 6 5 , 7 4 2 �% 2 0 0 . 0 0 0 7 6 0 . 0 0 0 4 0 0 , 0 0 0 2 0 , 0 0 0 1 5 , 0 0 0 5 0 , 0 0 0 2 0 0 , 0 0 0 2 0 0 , 0 0 0 6 2 , 7 6 6 , 5 4 1 6 1 0 7 , 5 0 0 6 6 , 5 7 9 , 9 7 0 6 2 , 7 0 0 , 0 0 0 $ 1 , 7 0 0 , 0 0 0 $ 9 6 0 , 0 0 0 $ 2 1 6 7 9 s $ 4 2 5 , 0 0 0 $ 1 6 1 , 2 5 0 $ 6 6 1 , 3 1 7 $ 2 1 6 , 9 2 9 $ 1 0 , 4 5 5 , 6 3 4 $ 8 8 5 , 0 0 0 N e t C h a n g e b e t w e e n C u r r e n t l y A p p r o v e d a n d M o d i f i e d O p e r a t i n g P l a n 6 7 2 8 , 5 6 4 6 6 0 , 5 8 3 6 1 3 , 8 8 6 6 1 4 , 3 3 3 $ 0 6 1 7 9 , 9 7 0 $ 0 $ 0 $ 0 $ 5 5 , 5 4 6 $ 0 $ 0 $ 2 3 9 , 3 1 7 $ 1 6 4 , 9 2 9 $ 0 $ 0 1 6 0 " T a b l e 1 a : C u r r e n t l y A p p r o v e d C a p i t a l F u n d i n g P l a n " S U N L I N E T R A N S I T A G E N C Y F Y 2 0 1 3 / 1 4 S R T P - T A B L E 4 A M E N D M E N T # 1 F Y 2 0 1 3 / 1 4 C A P I T A L A S S I S T A N C E B Y F U N D I N G S O U R C E A T T A C H M E N T 2 " P r o j e c t D e s c r i p t i o n C a p i t a l P r o j e c t N u m b e r T o t a l A m o u n t o f F u n d s W i t h C a r r y o v e r T o t a l A m o u n t o f F u n d s W i t h o u t C a r r y o v e r T o t a l C a r r y o v e r A m o u n t L T F S T A C a r r y o v e r S T A P r o p 1 B T r a n s i t S e c u r i t y C a l S t a r t / F T A S e c t i o n 5 3 0 7 I n d i o / C a t h e d r a l C i t y P a l m S p r i n g s C a r r y o v e r S e c t i o n 5 3 0 7 I n d i o / C a t h e d r a l C i t y P a l m S p r i n g s O t h e r R e v e n u e B u s R e h a b i l i t a t i o n ( 1 5 e n g i n e s , t r a n s ) S L - 1 4 - 0 1 $ 8 2 5 , 0 0 0 $ 6 1 5 , 0 0 0 $ 2 1 0 , 0 0 0 $ 1 2 3 , 0 0 0 $ 4 2 , 0 0 0 $ 4 9 2 , 0 0 0 $ 1 6 8 , 0 0 0 4 P a r a t r a n s i t r e p l a c e m e n t v a n s S L - 1 4 - 0 2 $ 4 4 0 , 0 0 0 $ 1 2 0 , 0 0 0 $ 3 2 0 , 0 0 0 $ 2 4 , 0 0 0 $ 8 0 , 0 0 0 $ 9 6 , 0 0 0 $ 2 4 0 , 0 0 0 T r a n s i t E n h a n c e m e n t ( 3 8 b u s s h e l t e r s ) + n e w s t o p s i g n a g e S L - 1 4 - 0 3 $ 5 3 1 , 8 7 0 $ 4 8 3 , 1 4 9 $ 4 8 , 7 2 1 $ 3 6 , 8 6 5 $ 1 3 , 1 3 5 $ 2 8 1 , 8 7 0 $ 1 6 4 , 4 1 4 $ 3 5 , 5 8 6 C a m e r a S y s t e m U p d a t e ( 1 0 E l D o r a d o s ) S L - 1 4 - 0 4 $ 9 0 , 0 0 0 $ 9 0 , 0 0 0 $ 0 $ 9 0 , 0 0 0 I T P r o j e c t s S L - 1 4 - 0 5 $ 3 0 0 , 0 0 0 $ 3 0 0 , 0 0 0 $ 0 $ 6 0 , 0 0 0 $ 2 4 0 , 0 0 0 N e w C N G F u e l i n g S t a t i o n S t u d y a n d C o n s t r u c t i o n i n T h o u s a n d P a l m s S L - 1 4 - 0 6 $ 2 , 7 0 0 , 0 0 0 $ 2 , 7 0 0 , 0 0 0 $ 0 $ 2 , 5 0 0 , 6 0 0 $ 2 0 0 , 0 0 0 R e p l a c e m e n t & N e w S e r v i c e V e h i c l e s ( 6 t r u c k s , 3 c a r s r e p l a c e , 2 n e w c a r s ) S L - 1 4 - 0 7 $ 4 4 0 , 0 0 0 $ 4 4 0 , 0 0 0 $ 0 $ 8 8 , 0 0 0 $ 3 5 2 , 0 0 0 A m e r i c a n F u e l C e l l B u s W a r r a n t y S L - 1 4 - 0 8 $ 1 , 2 0 0 , 0 0 0 $ 1 , 2 0 0 , 0 0 0 $ 0 $ 1 , 2 0 0 , 0 0 0 T o t a l : C a p i t a l $ 6 , 5 2 6 , 8 7 0 $ 5 , 9 4 8 , 1 4 9 $ 5 7 8 , 7 2 1 $ 0 $ 2 , 8 3 1 , 8 6 5 $ 1 3 5 , 1 3 5 $ 3 7 1 , 8 7 0 $ 1 , 2 0 0 , 0 0 0 $ 1 , 5 4 4 , 4 1 4 $ 4 4 3 , 5 8 6 $ 0 T a b l e 1 b : M o d i f i e d C a p i t a l F u n d i n g P l a n P r o j e c t D e s c r i p t i o n C a p i t a l P r o j e c t N u m b e r T o t a l A m o u n t o f F u n d s W i t h C a r r y o v e r T o t a l A m o u n t o f F u n d s W i t h o u t C a r r y o v e r T o t a l C a r r y o v e r A m o u n t L T F S T A C a r r y o v e r S T A P r o p 1 B T r a n s i t S e c u r i t y C a l S t a r t / F T A S e c t i o n 5 3 0 7 I n d i o / C a t h e d r a l C i t y P a l m S p r i n g s C a r r y o v e r S e c t i o n 5 3 0 7 I n d i o / C a t h e d r a l C i t y P a l m S p r i n g s O t h e r R e v e n u e ( C E C f u n d s ) B u s R e h a b i l i t a t i o n ( 1 5 e n g i n e s , t r a n s ) S L - 1 4 - 0 1 $ 8 2 5 , 0 0 0 $ 6 1 5 , 0 0 0 $ 2 1 0 , 0 0 0 $ 1 2 3 , 0 0 0 $ 4 2 , 0 0 0 $ 4 9 2 , 0 0 0 $ 1 6 8 , 0 0 0 " I n e n c e m B P e n t o d �� s S L - 1 4 - 0 2 $ 4 4 0 , 0 0 0 $ 1 2 0 , 0 0 0 $ 3 2 0 , 0 0 0 $ 2 4 , 0 0 0 $ 8 0 , 0 0 0 $ 9 6 , 0 0 0 $ 2 4 0 , 0 0 0 r a n s i l t p e l t e r + n e w s i g n a g e ( S L - 1 4 - 0 3 $ 5 3 1 , 8 7 0 $ 4 8 3 , 1 4 9 $ 4 8 , 7 2 1 $ 3 6 , 8 6 5 $ 1 3 , 1 3 5 $ 2 8 1 , 8 7 0 $ 1 6 4 , 4 1 4 $ 3 5 , 5 8 6 C a m e r a S y s t e m U p d a t e ( 1 0 E l D o r a d o s ) S L - 1 4 - 0 4 $ 9 0 , 0 0 0 $ 9 0 , 0 0 0 $ 0 $ 9 0 , 0 0 0 I T P r o j e c t s S L - 1 4 - 0 5 $ 3 0 0 , 0 0 0 $ 3 0 0 , 0 0 0 $ 0 $ 6 0 , 0 0 0 $ 2 4 0 , 0 0 0 N e w C N G F u e l i n g S t a t i o n S t u d y a n d C o n s t r u c t i o n T h o u s a n d P a l m s S L - 1 4 - 0 6 $ 2 , 7 0 0 , 0 0 0 $ 2 , 7 0 0 , 0 0 0 $ 0 $ 2 , 5 0 0 , 0 0 0 $ 2 0 0 , 0 0 0 R e p l a c e m e n t & N e w S e r v i c e V e h i c l e s ( 6 t r u c k s , 3 r e p l a c e m e n t c a r s , 2 n e w c a r s ) S L - 1 4 - 0 7 $ 4 4 0 , 0 0 0 $ 4 4 0 , 0 0 0 $ 0 $ 8 8 , 0 0 0 $ 3 5 2 , 0 0 0 A m e r i c a n F u e l C e l l B u s W a r r a n t y S L - 1 4 - 0 8 $ 1 , 2 0 0 , 0 0 0 $ 1 , 2 0 0 , 0 0 0 $ 0 $ 1 , 2 0 0 , 0 0 0 S L - 1 4 - 0 9 $ 5 , 1 5 1 , 3 0 7 $ 5 , 1 5 1 , 3 0 7 $ 0 % r r ��e i ��1 m 3 T o t a l : C a p i t a l $ 1 1 , 6 7 8 , 1 7 7 $ 1 1 , 0 9 9 , 4 5 6 $ 5 7 8 , 7 2 1 $ 0 $ 2 , 8 3 1 , 8 6 5 $ 1 3 5 , 1 3 5 $ 3 7 1 , 8 7 0 $ 5 , 4 5 1 , 3 0 7 $ 1 , 5 4 4 , 4 1 4 $ 4 4 3 , 5 8 6 $ 9 0 0 , 0 0 0 1 6 1 AGENDA ITEM 91 " R I V E R S I D E C O U N T Y T R A N S P O R T A T I O N C O M M I S S I O N D A T E : J u n e 1 1 , 2 0 1 4 T O : R i v e r s i d e C o u n t y T r a n s p o r t a t i o n C o m m i s s i o n F R O M : J o s e f i n a C l e m e n t e , T r a n s i t M a n a g e r T H R O U G H : A n n e M a y e r , E x e c u t i v e D i r e c t o r S U B J E C T : F i s c a l Y e a r s 2 0 1 4 / 1 5 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 s S T A F F R E C O M M E N D A T I O N : T h i s i t e m i s f o r t h e C o m m i s s i o n t o r e v i e w a n d a p p r o v e , i n c o n c e p t , t h e F Y s 2 0 1 4 / 1 5 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 s ( S R T P s ) f o r t h e c i t i e s o f B a n n i n g , B e a u m o n t , C o r o n a , a n d R i v e r s i d e ; 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 ( P V V T A ) ; 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 T r a n s i t A g e n c y ( S u n L i n e ) ; a n d t h e C o m m i s s i o n ' s R a i l P r o g r a m , a s p r e s e n t e d . B A C K G R O U N D I N F O R M A T I O N : T h e R i v e r s i d e C o u n t y F Y s 2 0 1 4 / 1 5 - 2 0 1 6 / 1 7 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 t h a t 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 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 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 a n d a r e u s e d i n a n e f f i c i e n t a n d e f f e c t i v e m a n n e r . 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 d e t e r m i n e t h e 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 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 a n d 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 s i n c l u d e s e r v i c e r e c o m m e n d a t i o n s a i m e d a t i m p r o v i n g s e r v i c e d e l i v e r y a n d m e e t i n g i d e n t i f i e d u n m e t t r a n s i t n e e d s . 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 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 h e s e r e c o m m e n d a t i o n s t h a t a f f e c t s e r v i c e a n d o p e r a t i o n s a r e t h e n i n c l u d e d i n s u b s e q u e n t S R T P d o c u m e n t s . I n a d d i t i o n , t h e S R T P i s u s e d a s d o c u m e n t a t i o n t o s u p p o r t p r o j e c t s i n c l u d e d i n t h e r e g i o n a l t r a n s p o r t a t i o n p l a n p r e p a r e d b y t h e 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 , t h e r e g i o n ' s m e t r o p o l i t a n p l a n n i n g o r g a n i z a t i o n , w h i c h a l s o s e r v e s a s t h e p r i m a r y j u s t i f i c a t i o n f o r r e c e i p t o f f e d e r a l g r a n t s f o r t r a n s i t 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 . 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 n e w r o u t e s , i m p r o v i n g f r e q u e n c y , a n d r e f i n i n g s c h e d u l e 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 . E x p r e s s b u s r o u t e a n d C o m m u t e r L i n k r o u t e e x t e n s i o n s t o t h e p r o p o s e d n e w t r a i n s a l o n g t h e 9 1 L i n e a r e p l a n n e d f o r i m p l e m e n t a t i o n t h i s y e a r . P r o c u r e m e n t o f n e e d e d A g e n d a I t e m 9 1 1 6 2 vehicles is ongoing for both expansion and replacement of aging buses. To ensure service quality and reliability, other capital facilities such as transit centers, bus shelters, additional slow fill stations, and Compressed Natural Gas (CNG) fueling dispensers are planned for construction and installation. In addition, necessary access and mobility improvements are also being implemented to better serve the county's disabled, elderly; and lower -income populations. Operators are also furthering efforts to develop and assess marketing plans to continue and introduce new transit options. This annual update aims to continue evaluating current transit service to keep up with increasing travel demand withintheregion. Each operator's performance data is incorporated into the SRTP preparation to provide context for potential service and new capital equipment and facility considerations for existing and next three year's investment. Staff is requesting the SRTPs be approved in concept only, as requests for financial allocations will be made at the July Commission meeting. 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 and Cherry Valley, and the commercial area of the Morongo Band of Mission Indians reservation. Planned services for FY 2014/15 include: • Implement new routes and schedules as recommended in the Comprehensive Operational Analysis (COA); • Purchase one Americans with Disabilities Act accessible van and two fixed route coaches; • Install auto display and enunciator equipment for fixed route fleet and purchase additional equipment for camera system to enable wireless download; and • Continue coordination with Beaumont staff regarding routes/schedules, passenger amenities, and fares to ensure Pass Transit provides a seamless connection and ease of use to the San Gorgonio Pass Area residents. 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 San Gorgonio Pass Area. Planned services for FY 2014/15 include: • Finalize a COA in coordination with the Banning, RTA, and SunLine; • Implement recommendations from the COA to increase service and improve customer service; • Install more bus shelters and bus benches throughout the service area; and • Continue collaborative efforts with Banning to improve coordination of routes, schedules, passenger amenities and fares for seamless transit service in the San Gorgonio Pass Area. Agenda Item 91 163 " " " C i t y o f C o r o n a T h e c i t y o f C o r o n a ( C o r o n a ) o p e r a t e s a f i x e d r o u t e s y s t e m k n o w n a s t h e C o r o n a C r u i s e r a n d a g e n e r a l p u b l i c d i a l - a - r i d e p r o g r a m . C o r o n a c l o s e l y c o o r d i n a t e s a l l t r a n s f e r s w i t h b o t h R 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 s e r v i c 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 4 / 1 5 i n c l u d e : " I m p l e m e n t a d d i t i o n a l m o r n i n g a n d a f t e r n o o n s e r v i c e f o r t h e B l u e L i n e ; " C o n d u c t t h e f i r s t a n n u a l C o r o n a T r a n s i t M o n t h t o s o l i c i t a n d p r i o r i t i z e f i x e d r o u t e s e r v i c e r e q u e s t s ; " P u r c h a s e a n d i n s t a l l t w o C N G f u e l i n g d i s p e n s e r s ; " R e p l a c e t h e c u r r e n t r e s e r v a t i o n a n d d i s p a t c h s y s t e m a n d r e p l a c e e q u i p m e n t f o r t h e C N G s l o w - f i l l f a c i l i t y ; a n d " C o n t i n u e t o w o r k w i t h t h e C o r o n a - N o r c o U n i f i e d S c h o o l D i s t r i c t i n i d e n t i f y i n g t i m e s a n d l o c a t i o n s t o s e r v i c e c o m m u t i n g s t u d e n t 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 4 / 1 5 i n c l u d e : " ' I n s t a l l a d d i t i o n a l s l o w - f i l l s t a t i o n s a n d r e s u r f a c e a n d r e p a i n t t h e R i v e r s i d e C o r p o r a t i o n Y a r d t o m e e t f u e l i n g d e m a n d s a n d i n c r e a s e v i s i b i l i t y ; " P r o c u r e n i n e p a r a t r a n s i t v e h i c l e s f o r r e p l a c e m e n t u s 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 a n d P r o p o s i t i o n 1 B f u n d s ; " I n s t a l l a d d i t i o n a l l i g h t i n g a n d c a m e r a s i n t h e s p e c i a l t r a n s p o r t a t i o n p a r k i n g l o t a n d i n t h e n e w l y c o n s t r u c t e d C N G v e h i c l e m a i n t e n a n c e f a c i l i t y ; a n d " F i n a l i z e t h e d e s i g n p l a n t o e x p a n d a n d m o d e r n i z e t h e o p e r a t i o n s f a c i l i t y t o i n c l u d e a l a r g e r d i s p a t c h c e n t e r a n d a s e p a r a t e c o n f e r e n c e r o o m . 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 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 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 4 / 1 5 i n c l u d e : " C u r r e n t t r a n s i t 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 w i l l e n d S e p t e m b e r 3 0 , 2 0 1 4 , a n d a r e q u e s t f o r p r o p o s a l s w i l l b e r e l e a s e d i n F Y 2 0 1 4 / 1 5 f o r a n e w c o n t r a c t o r ; A g e n d a I t e m 9 1 1 6 4 " G r a n t f u n d s f o r t h e M o b i l i t y M a n a g e m e n t p r o j e c t e x p i r e s o n S e p t e m b e r 3 0 , 2 0 1 4 . S t a f f i s c u r r e n t l y e x p l o r i n g o t h e r f u n d i n g o p p o r t u n i t i e s t o c o n t i n u e t h e p r o g r a m ; " C o n t i n u e t o p l a c e p a s s e n g e r a m e n i t i e s a t s t r a t e g i c l o c a t i o n s t o p r o m o t e n e w r i d e r s h i p t h r o u g h t a r g e t m a r k e t i n g a n d p a r t n e r s h i p s ; a n d " C o n t i n u e t o w o r k t o w a r d c o m p l e t i o n o f t h e n e w t r a n s i t f a c i l i t y c o n s t r u c t i o n a n d u p g r a d e s i n F Y 2 0 1 4 / 1 5 . 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 s 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 4 / 1 5 i n c l u d e : " F o c u s o n c a p a c i t y b u i l d i n g e f f o r t s t o i m p r o v e r e g i o n a l a n d c o m m u n i t y m o b i l i t y , i m p r o v i n g f r e q u e n c y a n d t r a n s f e r s , a n d d e v e l o p i n g a s t r o n g n e t w o r k r e g i o n a l l y ; " P r e p a r e f o r m a j o r p r o j e c t s s u c h a s t h e P e r r i s V a l l e y L i n e ( P V L ) a n d : R o u t e 1 L i m i t e d - S t o p s e r v i c e ; " P l a n a d d i t i o n a l t r i p s f o r C o m m u t e r L i n k R o u t e s 2 0 6 , 2 0 8 , 2 1 0 , a n d 2 1 2 f o r t h e p r o p o s e d n e w t r a i n s a l o n g t h e 9 1 L i n e t a r g e t e d f o r 2 0 1 4 . A d d i t i o n a l c h a n g e s d u r i n g t h e f i s c a l y e a r a r e c o n t i n g e n t u p o n t h e f i n a l i z a t i o n o f t h e C O A ; " C o n t i n u e r e f i n i n g e x i s t i n g s e r v i c e t h r o u g h i m p r o v e d s c h e d u l i n g , s t r e a m l i n i n g a n d b e t t e r s e r v i n g c o m m u n i t i e s w i t h t h e a v a i l a b l e r e s o u r c e s ; a n d " I n c r e a s e o p e r a t i n g b u d g e t b y a p p r o x i m a t e l y 8 . 2 p e r c e n t o v e r F Y 2 0 1 3 / 1 4 b u d g e t . 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 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 3 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 B 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 4 / 1 5 i n c l u d e ; " I m p l e m e n t i m p r o v e d w e e k d a y s e r v i c e f r e q u e n c y f o r L i n e 1 4 ( D e s e r t H o t S p r i n g s t o P a l m S p r i n g s ) a n d L i n e 3 0 ( C a t h e d r a l C i t y t o P a l m S p r i n g s ) ; " I m p l e m e n t i m p r o v e d w e e k e n d s e r v i c e f r e q u e n c y f o r L i n e 1 1 1 ; " C o n t i n u e o p e r a t i o n o f F Y 2 0 1 3 / 1 4 s e r v i c e i m p r o v e m e n t s o n L i n e 5 4 ( F r e d W a r i n g D r i v e ) a n d L i n e 9 5 ( N o r t h S h o r e ) ; " C o m p l e t e c o n s t r u c t i o n a n d o c c u p y t h e n e w a d m i n i s t r a t i v e b u i l d i n g p r o j e c t a t T h o u s a n d P a l m s , a s w e l l a s c o m m e n c e t h e n e w C N G f u e l i n g s t a t i o n p r o j e c t ; a n d " C o n t i n u e T a x i V o u c h e r p r o g r a m i n C o a c h e l l a V a l l e y . A g e n d a I t e m 9 1 " 1 6 5 Commission's Rail Program The Southern California Regional Rail Authority operates seven commuter rail lines with 52 locomotives and 150 commuter rail cars. Three routes - the Riverside to Los Angeles Line, the Inland Empire to Orange County Line (IEOC), and the Riverside to Los Angeles via Fullerton Line (91 Line) - directly serve Western Riverside County with connecting service available to destinations on the other four lines. Planned services for FY 2014/15 include: • No fare increase planned for FY 2014/15; • Continue construction of the PVL project; • Significant cost increase due to implementation of positive train control; • Potential service increase on 91 Line for both weekday and weekend; and • Support development of Coachella Valley commuter rail facilities. Attachments: FYs 2014/15 — 2016/17 Operator SRTPs — (Posted on the Commission Website) 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 91 166 ATTACHMENT 1 PASSTRANSIT BANNING TRANSIT SYSTEM FY 2014/15- 2016/17 SHORT RANGE TRANSIT PLAN TAW I: 1, OF CONTENTS INTRODUCTIONn o v v v n o o o n n a n n a v e u o n a u v a u a v u n e e v n v e v o v n o o v o o n v v v o n v o v n v o a u a v u v u u a u e u n e c v e o n u c o n o v v e n n n n o o v u o o v e u e u e e v o u o v v v o e l CHAPTER ER 1 — SYSTEhli OVERVIEW.....vvvvv...vvevvvv..v.vnuuuvvuvvvvvvvvvvvanvnv..o aoouaunuusovvvvovvvonnnnov 1.1 Description of Service Area 1 1.2 Population Profile and Demographic Projections 3 1.3 Fixed Route Transit Services and Paratransit Service, Regional Express [bus Service 4 1.4 Current Fare Structure and Proposed Fare Structure 7 1.5 Revenue Fleet 7 1.6 Existing Facility/Planned Facilities 8 CHAPTER. 2 e EXISTING SERVICE AND ROUTE PERFORMANCE n vuevvvvvovevvvv vv vv.00aaov•C9 2.1 Fixed Route Service — Route by Route Analysis 8 2.2 Dial -A -Ride Service — System Performance 9 2.3 Key Performance Indicators 10 2.4 Productivity Improvement Efforts 11 2.5 Major Trip Generators and Projected Growth Over Next Two Years 12 2.6 Equipment, Passenger Amenities and Facility Needs 12 CHAPTER 3 u PLANNED SERVICE CHANGES AND IMPLEMENTATION 2 3.1 Recent Service Changes 12 3.2 Marketing Plans and Promotions 12 CHAPTER 4 m FINANCIAL AND CAPITAL PLANS 13 4.1 Operating and Capital Budget 13 4.2 Funding Plans to Support Proposed Operating and Capital Program 13 4.3 Regulatory and Compliance Requirements 14 TABLES Table 1 Table 2 Table 3 Table 3A Table 4 Table 4A Table 5.1 Table 5.2 Table 6 Table 7 Table 3 Table 9 APPENDIX A - Fleet Inventory - SRTP Service Summary - SRTP Route Statistics - Individual Route Description - Summary of Funds Requested for FY 2014/15 - Capital Project Justification - Summary of Funds Requested in FY 2015/16 - Summary of Funds Requested in FY 2016/17 - FY 2012 Triennial Performance Audit Recommendations -- Service Provider Performance Target Report Year to Date - FY 14/15 SRTP Performance Report - Highlights of Short Range Transit Plan Route by Route Draft Recommendations INTRODUCTION Banning Transit System began as one intercity fixed route in April 1973, and then expanded to two routes in September 1985. Fixed route service Cabazon and the commercial area of the Morongo Band of Mission Indians Reservation began in July 1995, as the system's third route. Banning Dial -A -Ride service for seniors and persons with disabilities began in October 1985. In November 2004, Bass Transit System began as a result of a combined effort between Banning Transit System and Beaumont Transit System to provide more efficient public 'transportation throughout the Pass area. Routes 1 and 2 were modified from the previous Banning Transit System Cabazon Route and Beaumont Transit System Route 1. Banning's Northern Route was renumbered Route 5 and Banning's Southern Route was renumbered Route 6. Beaumont's existing Routes 3 and 4 remained the same. A Memorandum of Understanding(MOU) was developed to allow each city's Dial -A -Ride services to cross jurisdictional boundary lines so a passenger would not have to transfer A new joint Rider's Guide was developed, combined transfers and ten -ride ticket books were printed, buses and bus stop signs were decaled `Kass Transit' and fares were established to be the same for the convenience of riders. The Banning Transit System functions as a department within the city and is managed by and under the direction of the Community Services Director. The city of Banning Transit Department employs a Lead Bus Driver/Trainer, six full-time bus drivers, four part-time bus drivers, two part-time Dial -A -Ride drivers, 1.5 full-time equivalent Office Specialists, and one fleet mechanic. CHAPT R 1 o SYSTEM OVERVIEW 1.1 Description of Service Area Banning Transit serves the commercial and residential areas of Banning and residential and commercial areas in Cabazon and the commercial areas of the Morongo Indian Reservation, with additional service to limited commercial areas in Beaumont. The cities of Banning and Beaumont work together to provide a seamless transit service by operating under a single brand identity and fare structure and by coordinating routes that cover approximately 40 square miles Within the service area, high density areas are separated by significant areas of low density. The main transportation corridor is on Ramsey Street in Banning which becomes 6th Street Beaumont. Along the corridor there is a concentration of population, employment, minority, and poverty densities. 1 Z R1f epI .0 AyuaJadsgs z r a 0 m Q r _mop Nlunuiwo0 uoncre: !Q aaut414( 01.11510 D 41* lieYJ aana0 utrals, N OZVEIVD a a tS Anisam ap _S�fw41 �3uluurg } 04 �5 Ay Remisam agelvt saw uns RAH saln ur13 upon o� fafltrl 00044 SuuJas S£ M1b azu sas sut:nfuwq m 23auu03 tOtligt? pug tclionA 8u1.uas 9£ VJ.21 l�tiPJ�{ 2uWa; it vi :DI Japutt n `cD .s c a • s_ isassieglijs,..allralSMISISMIA'1 -- 1r go `. � • :, , ��N n tt ` 4�. al is 1 uostue8 .3 it °' �_.., x i, T I T. Ic.� �� IS tiarl� a , _ n T. a m - .p s 1S tin oit�o��s � s 1 ,r ' .r. .., S $ co n ea M CS CD D ate. 0) 0) ,. }5 c Los m g a u, � 31414 ? _ Cat; �tD � xi a a z saam) < < ► J y < a aquas = 1s aleeea�i, l ' L.__u�7'. <+ 2up uz 1 flp ` � a 18 � 01 Li }4��nug E 1 I 1=PS __ R � 0. � z � �C lL i{���1 1171 ; p i �agddex . 1 L39 Z pr. cal rL 1.2 Population Profile and Demographic Projections The residential population within the Banning Transit System's service area has grown approximately 29% since 2000. Per the 2010 census there were 29,603 people .Population density was 1,281.57 people per square mile. There were 12,144 housing units at an average density of 423 per square mile. The racial makeup of the city was 64.74% White, 4.1.15% Hispanic or Latino of any race, 8.55% African -American, 2.30% Native American, 5.23% Asian, 15.55% from other races (one race), and 4.87% from two or more races. Of the 10,838 households, 22.4% had children under the age of 18. 47.11 % were married couples living together, and 23.70% were non -families. 28.53% of all households were made up of individuals and 18 4% had someone living alone who was 65 years of age or older. The average household size was 2.61 and the average family size was 3.19. The city's population under 19 years of age was 25.78%, 17.48% was 20 to 34 years old, 20.43% was 25 to 44 years of age, 21.57% was 45 to 64 years old, and 25.88% were 65 years of age or older. The median age was 42.30 years. Data from the 2011 Pass Area Transit Study reported that female riders outnumber males nearly 2 to 1. Interestingly, while the highest amount of passengers reported to be between the ages of 20-29, this age group has the lowest percentage of Banning residents. Ridership ethnicity closely parallels the population ethnicity in the city of Banning. o Caucasian Riders 47% Hispanic Riders 34% • African American Riders 12% • Asian Riders 1 % Riders 2% Others 4% The surveys further showed that 86% of the system's fixed route ridership use transit services at least three times a week, 59% of the ridership use transit services for local trips within the Banning/Beaumont/Cabazon area, 49% use transit for travel outside of the local service areas, and 91 % of the system's ridership do not have access to a car. Respondents also indicated that transit services are readily available with the majority of riders living within two blocks or less of bus stop. Eighty-seven percent of the rider households speak English as their primary language and 13% speak Spanish as their primary language. 3 It would appear that the majority of regular Banning Transit System riders counted in the above percentages share the commonality of either being underemployed or unemployed, with 88% of riders reporting annual household incomes of $20,000 or less and 81 % reporting a household size greater than two. 1.3 Fixed Route Transit Services and Paratransit Service, Regional Express Bus Service The Banning Pass Transit System offers three routes, Routes 1, 5, and 6 as well as a Dial -A -Ride Service. Routes 5 and 6 operate on headway of 75 minutes Headways on the routes were increased due to increased congestion in the area of Highland Springs and Ramsey. The prior 60 minute headway caused routes to operate late. Routes 1 and 2 (Route 2 provides the Beaumont Transit System's Cabazon service) complement each other throughout the commercial areas of Beaumont, Banning, Cabazon, and the Morongo commercial development, with both Routes 1 and 2 operating every two hours. Route 1 is the only service that travels into eastern Cabazon, whereas Route 2 is the only service that travels into northeastern Beaumont. Approximately 75% of Routes 1 and 2 duplicate each other with a one hour frequency along the main corridor. Pass Transit service into Cabazon is the result of a MOU between RTA and the City of Banning in an effort to reduce duplicative transit service in the Pass Area and to satisfy an unmet transit need at the time. In November of 2012, Route 1 began operating extended service and now operates until 11 pm Monday through Friday. All routes are continually monitored and will be modified as needed to better serve unmet transit needs. A summary of Pass Transit routes operated by Banning Transit System are shown below: Route 1 o Beaumont/Banning/Cabazon This route operates on two-hour headway and is complemented by an overlap with Route 2 (Beaumont Pass Transit) along 75% of the route. Route 1 is the only service to the remote Esperanza & Elm area of southeastern Cabazon. The route also provides service to the residential areas of Cabazon, James Venable Cabazon Community Center, Casino Morongo, Desert Hills Premium Outlets and Cabazon Outlets, the commercial areas along Ramsey Street and Highland Springs Avenue in Banning, and the commercial areas along 6th Street and Beaumont Avenue in Beaumont. Cabazon Fvening Express - Banning/Cabazon The Evening Express Route began service in November of 2012 and offers service from Banning to Cabazon between the hours of 7:OOpm and 10.30pm and operates on a 65 minute headway. This route was developed in response to 4 a direct need for transportation from employees at both Casino Morongo and Desert Hills Shopping Center. The route makes limited stops and differs from the Route 1 in that it does not travel into the residential area of Cabazon or into Beaumont. Route 5 - Northern Banning This route operates on a 75 minute headway and provides service to the residential areas of the city of Banning that lie north of the 1--10 freeway, Nicolet Middle School, Hoffer Elementary School, Banning Public Library, Coombs Intermediate School, Hemmerling Elementary School, and the commercial areas along Ramsey Street and Highland Springs Avenue. Route 6 - Southern Banning The route operates on a 75 minute headway and provides service to the residential areas south of the 1-10 freeway, a small residential section north of Ramsey Street at the east end of the City of Banning, the commercial areas along Ramsey Street and Highland Springs Avenue, Banning High School, Smith Correctional Facility, apartment complexes in the south, and the Banning Municipal Airport. Banning Pass Transit fixed route service hours are: Monday through Friday Extended Service to Cabazon Saturday & Sunday 6:00 a.m. - 7:00 p.m. 7:00 p.m. - 10A5 p.m. 8:00 a.m. - 5:00 p.m. The Banning Transit System Pass Transit provides service hours from 9:00 a.m. to 4:00 p.m. on the following holidays: Martin Luther King, Jr.'s Birthday, President's Day, Labor Day, Veteran's Day, and the day after Thanksgiving Day. No service is provided on the following holidays. New Year s Day, Memorial Day, Independence Day, Thanksgiving Day, and Christmas Day. Banning Pass Transit Dial -A -Ride Banning Pass Transit Dial -A -Ride provides service to seniors (60+), persons with disabilities, and individuals certified for complementary paratransit service under the Americans with Disabilities Act (ADA). Call Center hours are from 8:00 a.m. to 3 00 p.m. Monday through Thursday and voice mail can be left anytime and will be responded to as soon as possible. Service hours for Banning Pass Transit Dial -A -Ride are: 5 Seniors (age 60 & older) and persons with disabilities without ADA certification Monday — Friday 8.00 a.m. - 3:00 p.m. Saturday & Sunday No Service Persons with ADA Complementary Paratransit Certification Monday — Friday 7:00 a m. - 7:00 p.m. Saturday & SundayService provided only if three (3) or more persons request service Pass Transit Dial -A -Ride provides service hours to ADA Certified passengers only from 8:00 a.m. to 4:00 p.m., Monday Friday and on the following holidays: Martin Luther King, Jr.'s Birthday, President's Day, Labor Day, Veteran's Day, and the day after Thanksgiving Day. No service is provided on the following holidays: New Year's Day, Memorial Day, Independence Day, Thanksgiving Day, and Christmas Day. Pass Transit Dial -A -Ride is provided within the entire city limits of Banning and Beaumont and within a % mile boundary of the Routes 1 and 2 service areas in Cabazon. The City of Banning provides the ADA certification for Pass Transit Dial -A - Ride services operated by the City of Banning. The primary uses of Banning Pass Transit Dial -A -Ride are for transportation to medical appointments, workshop programs for persons with disabilities, shopping areas, employment, and include connections to Riverside Transit Agency (RTA) and Pass Transit fixed routes. Through a cooperative memorandum of understanding, Pass Transit Dial -A -Ride operated by the Beaumont Transit system will provide its residents with service in Banning and within a 3/ mile boundary of Route 2 in Cabazon. Pass Transit Dial -A -Ride operated by the Banning Transit System will provide its residents with service in the city limits of Beaumont (excluding Cherry Valley). Re Tonal Bias Service Pass Transit passengers can use Day Passes to transfer between the Pass Transit System fixed routes and the RTA Line 31 to Hemet and Line 35 to Moreno Valley. The RTA 210 and the Sunline Commuter Line 220 provides service to and from Riverside to Palm Desert, offering stops in the Pass area. This service was created to help connect the eastern desert region to the City of Riverside while providing service to and from the Banning/Beaumont area as well. Beaumont Pass Transit now offers a commuter link, Route 120, which travels from Beaumont Walmart to Calimesa, San Bernardino MetroLink, and the Loma Linda VA Hospital Monday through Friday. Utilizing the available connections, there are multiple opportunities for Banning residents to access inter -regional travel. 6 1 A Fare Structure The fare structure was adjusted in April 2012 for the Pass Transit System. Currently, the fixed route fare is $1.15/one way trip for general fare passengers. Fares for senior citizens age 60 years and older and persons with disabilities is $.65/one-way trip. A zone fare of $.25 exists for persons traveling between Banning/Beaumont and Cabazon/IVlorongo service areas. (The route is twice the length of any other route in the system. The zone fare helps to recover operating costs for travel beyond the City limits.) Passengers under 46" in height pay $.25. Ten -ride ticket books are offered for 510.35 each; senior citizens and persons with disabilities can purchase Ten -Ride ticket books at a reduced cost of $5.85 per ten -ride book. Day passes are sold for 3.00 each; senior citizens and persons with disabilities can purchase the passes for $1.80. General fare monthly passes are $36.00, Senior/Disabled monthly passes are offered at $21.50 and monthly passes for students are 525.00. Revenue Teel Banning Transit System operates five fixed route vehicles (three in revenue service and two as spares), all of which are powered by compressed natural gas (CNG). The vehicles are equipped with bicycle 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 operates three Dial -A -Ride vehicles (two in revenue service and one as a spare) that are gasoline powered and 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 that are used for driver relief or administrative errands. The City adheres to California Highway Patrol (CHP) mandated Preventive Maintenance Inspection criteria and is very proactive in maintenance efforts. The predicted replacement level for fixed route service buses is every 10 years. Currently, there are five fixed route buses of which three are in revenue service and two are rotation buses. A replacement bus for the fixed route will be needed in FY 2014/15. See the City of Banning Fleet Inventory Table 1 for individual vehicle characteristics. The following is a Banning Transit fixed route bus: 7 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 Transit Office Hours: Monday — Thursday 8:00 am to 6:00 pm Friday 8:00 am to 3:00 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. CHAP FEB 2 � �)CISTIN G SERVICE AND 0UTF '='EREH RMANCE. A summary of Pass Transit routes operated by Banning Transit System are shown below: Route I o Beaumont/Banning/Cabazon This route operates on a two-hour headway and is complemented by an overlap with Route 2 (Beaumont Pass Transit) along 75% of the route. Route 1 is the only service to the remote Esperanza & Elm area of southeastern Cabazon. The route also provides service to the residential areas of Cabazon, James Venable Cabazon Community Center, Casino Morongo, Desert HMIs Premium Outlets and Cabazon Outlets, the commercial areas along Ramsey Street and Highland Springs Avenue in Banning, and the commercial areas along 6th Street and Beaumont Avenue in Beaumont. Cabazon Evening Express ® Banning/Cabazon The Evening Express Route began service in November of 2012 and offers service from Banning to Cabazon between the hours of 7:OOpm and 10.30pm and operates on a 65 minute headway. This route was developed in response to a direct need for transportation from employees at both Casino Morongo and Desert Hills Shopping Center. The route makes limited stops and differs from the 8 Route 1 in that it does not travel into the residential area of Cabazon or into Beaumont. Route 5 e Northern Banning This route operates on a 75 minute headway and provides service to the residential areas of the City of Banning that lie north of the 1-10 freeway, Nicolet IVliddle School, Hoffer Elementary School, Banning Public Library, Coombs Intermediate School, Hemmerling Elementary School and the commercial areas along Ramsey Street and Highland Springs Avenue. Route 6 Southern Banning The route operates on a 75 minute headway and provides service to the residential areas south of the 1-10 freeway, a small residential section north of Ramsey Street at the east end of the City of Banning, the commercial areas along Ramsey Street and Highland Springs Avenue, Banning High School, Smith Correctional Facility, apartment complexes in the south, and the Banning Municipal Airport. Banning Pass Transit fixed route service hours are: Monday — Friday Extended Service to Cabazon Saturday & Sunday 6:00 a.m. to 7:00 p.m. 7:00 p.m. to 10:45 p.m. 8:00 a.m. to 5:00 p.m. The Banning Transit System Pass Transit provides service hours from 9:00 a.m. to 4:00 p.m. on the following holidays: Martin Luther King, Jr.'s Birthday, President's Day, Labor Day, Veteran's Day, and the day after Thanksgiving Day. No service is provided on the following holidays- New Year s Day, Memorial Day, Independence Day, Thanksgiving Day, and Christmas Day. Banning Pass Transit Dial -A -Ride Banning Pass Transit Dial -A -Ride provides service to seniors (60+), persons with disabilities, and individuals certified for complementary paratransit service under the Americans with Disabilities Act (ADA). Call Center hours are from 8:00 a.m. to 3:00 p.m. Monday through Thursday and voice mail can be left anytime and will be responded to as soon as possible. Service hours for Banning Pass Transit Dial -A -Ride are as follows: Seniors (age 60 & older) and persons with disabilities without ADA certification Monday — Friday 8:00 a.m. — 3:00 p.m. Saturday & Sunday No Service 9 Persons with ADA Complementary Paratransit Certification Monday — Friday 7:00 a.m. to 7:00 p.m. Saturday & SundayService provided only if three (3) or more persons request service Pass Transit Dial -A --Ride provides service hours to ADA Certified passengers only from 3:00 a.m. to 4 00 p.m., Monday -- Friday and on the following holidays. Martin Luther King, Jr.'s Birthday, President's Day, Labor Day, Veteran's Day, and the day after Thanksgiving Day. No service is provided on the following holidays: New Year's Day, Memorial Day, Independence Day, Thanksgiving Day, and Christmas Day. Pass Transit Dial -A -Ride is provided within the entire city limits of Banning and Beaumont and within a 3/4 mile boundary of the Routes 1 and 2 service areas in Cabazon. The City of Banning provides the ADA certification for Pass Transit Dial -A - Ride services operated by the City of Banning. The primary uses of Banning Pass Transit Dial -A -Ride are for transportation to medical appointments, workshop programs for persons with disabilities, shopping areas, employment, and include connections to Riverside Transit Agency (RTA) and Pass Transit fixed routes. Through a cooperative memorandum of understanding, Pass Transit Dial -A -Ride operated by the Beaumont Transit system will provide its residents with service in Banning and within a % mile boundary of Route 2 in Cabazon. Pass Transit Dial -A -Ride operated by the Banning Transit System will provide its residents with service in the city limits of Beaumont (excluding Cherry Valley). Key Performance Indicators The Riverside County Transportation Commission (ROTC) 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 tables show the operating performance indicators adopted in the PIP and this plan's projections for the coming year. 10 Banning `I r°ansit: System/Pass Transit Performance Measures Banning Transit System / Pass Transit FY 2012 FY 2013 FY 2014 FY 2015 Audited Actual Projected Planned (Based on 3rd Quarter Actuals) Performance Statistics Unlinked Passenger Trips 133,939 138,503 122,635 226,175 Operating Cost per Revenue $80.30 $88.15 $75.12 $85.73 Hours Farebox Recovery Ratio 12.34% 11.73% 12.15% 10.44% Subsidy per Passenger $7.65 $6.48 $6.42 $5.81 Subsidy per Passenger Mile N/A 2.54 2.59 $2.26 Subsidy per Revenue Hour $70.47 $77.81 $65.99 $76.78 Subsidy per Revenue Mile $4.23 $4.69 $2.88 $5.06 Passengers per Revenue Hour 9.2 12.0 10.3 13.2 Passengers per Revenue Mile 0.56 0.72 0.45 0.87 The FY 2014/15 projections are based on operating data through March 2014, projected through June, 2014. Since these are only estimates, the performance indicators are subject to change. For Fiscal Year 2014/15, the Banning Transit System expects 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, staff will continue to monitor and analyze all routes to make sure that service is warranted and will eliminate unproductive service areas. Banning Pass Transit is currently in the process of finishing a Comprehensive Operations Analysis with Transportation Management & Design, Inc. This project is anticipated to be completed concurrently with Beaumont Pass Transit and will provide recommendations for enhanced efficiency for each respective system, as well as the system as a whole. This project is nearing completion and recommendations for changes will be taken to City Council for approval with a projected implementation date of August 1, 2014. 1> 2. 5 Major Trip Generators and Projected Growth Over Next Two Years Major passenger trip destinations that the Banning Pass Transit services are the Kmari S hopping Center, the 2nd Street Marketplace in Beaumont, the WalMart Supercenter in Beaumont, the Fox Cinema in Banning, the Cabazon Outlet Stores, Desert Mills P remium Outlets and Casino Morongo and the Mt. San Jacinto College Pass Campus. There is a high demand for service to these destinations whether for employment, necessities or pleasure. 2.6 Equipment, Passenger Amenities and Facility Needs P assenger amenities include 170 sign posted bus stops, 14 bus shelters with solar lighting and information panels and trash receptacles, 8 benches, and 15 trash cans. A fully -equipped shop truck, tools and repair equipment were delivered in 2012. All fixed route and Dial -A -Ride vehicles had either new security cameras and recording equipment installed or existing new upgraded and a new paratransit vehicle will be ordered with expected delivery in August 2013. A need for a replacement fixed route bus is anticipated for FY 2013-14. CFilA 1='ILANNED 11±RVICH7 CHANG 3.1 Recent Service Changes tES AND IMPLEMEK A'H'ION As stated previously, Banning Pass Transit currently has a contract with Transportation Management & Design, Inc. for the purpose of having a Comprehensive Operations Analysis completed. This project is anticipated to be done concurrently with Beaumont Pass Transit and will provide recommendations for enhanced efficiency for each respective system as well as the system as a whole. This project is nearing completion and recommendations for route changes will be taken to the City Council for approval with a projected implantation date of August 1, 2014. See Appendix A for proposed route changes 3.2 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. 12 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 Mt. San Jacinto Jr. College GO -PASS Program to encourage ridership of college students. 4. Enclose flyers with transit information in city utility bills. 5. Coordinate Travel Training through RTA The City of Banning's website at www.ci.banning.ca.us provides basic Pass Transit route and schedule information. Transit staff is currently working to make information about routes and services more accessible. Customers can submit comments, complaints, concerns and suggestions through the city website. C H A P T h il l F I N N C I A !! AN 4.1 Operating and Capital Budget 0 CAPITAL PLANS For FY 14/15 operating funds needed to operate the Banning Pass Transit System are $1,625,066 for the Fixed Route and DAR. The operating funds consist of S1,455,566 local transportation funds (LTF). The projected farebox revenue for FY 14/15 is 5169,000. Additional funding in the amount of $500.00 will come from interest income . In an effort to increase efficiencies in service, the requested funds will allow for the conversion of full-time equivalent hours to one full-time driver position and additional part-time hours allotted to maintain the proposed route changes. In addition to aggressively completing previously funded Capital projects, staff anticipates the need for two 35' passenger coaches in FY 14/15. Some funding from multiple projects that have not yet been started will be combined into one project and will fund the purchase of one of the two coaches that are needed. Additionally, requested funds will be used to fund a Transit Manager Position. The most recent audit validated the fact that Banning Pass Transit is in need of a management position to move the system forward by obtaining grants and maintaining necessary reports for grant funded projects, develop a plan for capital fund projects and to create a viable campaign to promote Banning Pass Transit. 4.2 Funding Plans to Support Operating and Capital Program Capital projects are funded through STA funds and Proposition 1 B grants for Banning Pass Transit. 4.3 Regulatory and Compliance Requirements 13 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 (ROTC 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) and 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 (AQIVID) 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. STA Compliance The City of Banning does not utilize State Transit Assistance (STA) funding for operating expenses. As such, compliance with the Public Utilities Commission requirement is not applicable. 14 MN Now livf 9irTzztrka-:pxidiai4aeffitirn IBus (Motorbus) / Nrectly Operated Table L - Reef In yentory nt 204/15 Short Range Transit Plan City of Banning Brant Mfe�. Code Model Seating Capacil Lift and Ramp Equipped Vehicle Length Fuel Type Code # of Active Vehicles FY 201L3/14 #. of Contingency Vehicles EY 2013124 Life to Date Vehicle Miles Prior Year End FFY 2012/ 13 Life to Dame Vehicle Miles through March =Y 2013/14 Average Lifetime Moles Per Active Vehicle As Of Year -To -Date (e.g., March) FY2013,:L4 2012 2009 CMD Malibu 2001 EDN Transmark 2004 EDN Transmark 2010 EDN XHF 2002 FRD Ranger 2003 FRD Ranger 2010 FRD Ranger 2 5 33 33 31 2 2 2 0 0 1 2 2 0 0 0 35 35 34 12 12 GA HG CN CN CN GA GA GA 1 1 1 2 2 1 1 1 0 0 0 0 0 0 0 0 11,322 489,170 693,467 211,992 60,915 53,944 26,294 1,803 143,112 492,792 414,397 278,911 63,789 60,134 34,580 _,803 143,112 492,792 207,199 139,456 63,789 60,134 34,580 TransTrack Managerrm 5/22/2014 110 5 C 1,547,104 1,489,518 148,952 Page 1 of 1 Demand Response / ®urectlay Operated Table 1 - Fleet Inventor/ 12014/15 Sia©rt Range Transit Plan City of Banning Year Mfg. Built Code Model Code Seat n g Capacity Lift and Ramp !Equipped Vehicle Length Fuel Type Code # of :fictive Vehicles FY 2013/14 # of Contingency Vehicles Lam' 2013/14 Life to Date Vehicle Miles Prior Year End FY 2012/13 Life to Date Vehicle Mies through March FY 2013/714 Average Lifetime Miles Per Active Vehicle As Of Year -To -Date (e.g., March) FY 2013/14 2010 2010 2001 2003 2013 2008 EBC EBC EDN EDN GLV ZZZ Aerotech EDN Aerotech Aerotech Universal Ford 16 16 12 12 18 14 1 1 1 1 i 1 25 25 25 25 26 GA GA GA GA CN GA 1 1 1 1 1 1 0 0 0 0 0 0 42,269 45,904 238,274 227,836 66,773 53,413 55,455 254,034 243,085 3,503 80,525 53,413 55,455 254,034 243,085 3,503 80,525 Totals: TransTrack Managerrm 5/22/2014 88 5 0 621,056 690,015 115,003 Page 1 of 1 NMI 1111IM 8irznalr to-7,y Ir-pstdim EY 2014 's 5 Short Range Trans P➢ain 2.2]11 Roytes FY 2011/12 Audited I, FY 2012/13 Audited FY 2013/14 Nan FY 2313/14 3rd QLr. Actual FY 201.4/1 S Nan Frieet ChariacteHstics I Peak -Hour Fleet 4 10 I' (FiITTari.daV Data I Total Operating Expenses Total Passenger Fare Revenue Net Operating Expenses (Subsidies) $1,156,840 $132,349 $1,024,491 _ $1,198,139 $107,550 $1,090,588 $856,810 $107,362 $749,448 $935,492 $112,322 $823,170 $1,625,066 $169,000 $1,456,066 Operati Characteristics I Unlinked Passenger Trips Passenger Miles Total Actual Vehicle Revenue Hours (a) I Total Actual Vehicle Revenue Miles (b) Total Actual Vehicle Miles 136,563 348,828 13,368.8 295,938.5 301,923.3 147,747 ;! 376,766 15,119.1 341,759.2 349,489.2 118,477 1 300,985 10,725.0 168,130.0 177,355.0 116,621 296,027 11,572.8 266,553.3 272,133.4 237,270 621,266 19,489.0 306,329.0 314,977.0 I Performance Characterusilcs I I 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) li Passenger per Revenue Hour (a) Passenger per Revenue Mile (b) $86.53 11.440/0 $7.50 $2.94 $76.63 $3.46 10.2 0.46 $79.25 , 8.98% $7.38 $2.89 $72.13 $3.19 9.8 0.43 $79.89 12.53% $6.33 $2.49 $69.88 $4.46 11.0 0.70 $80.84 I 12.01% $7.06 j $2.78 $71.13 $3.09 10.1 0.44 $83.38 10.39% , $6.14 $2.34 $74.71 $4.75 12.2 0.77 (a) Train Hours for Rail Modes. (b) Car Miles for Rail Modes. TransTrack Manager"' 5/23/2014 Page 1 of Min NM divtr-t: trr'^r 1=paldtim :amp -:ice Table 2 - - City of Fanning - - SR 7 l7 5311-d e UMME r y FAA 202 4/ 5 Sheri: Rance u ranso P]an Men-Exduded Routes FY 2011112 Audited) FY 2012/13 Audited I Pt 2013/24 Nan F° 2013/14 3r dl Qtr Actua 7Y 2014/S5 Nan Meet C:-,1.aracteristics I Peak -Hour Fleet I 6 , 1 i Filearocua0 Data 1 Total Operating Expenses $1,127,082 $1,127,726 $856,810 $878,516 $615,509 Total Passenger Fare Revenue $125,761 $105,438 $107,362 $109,753 $62,218 Net Operating Expenses (Subsidies) $1,001,321 $1,022,289 $749,448 $768,763 1 - $553,291 Operating Characteristics i I Unlinked Passenger Trips 128,832 143,694 118,477 113,227 64,755 Passenger Miles 329,655 366,714 300,985 287,610 190,109 Total Actual Vehicle Revenue Hours (a) 12,027.8 13,866.0 10,725.0 10,486.4 7,697.0 Total Actual Vehicle Revenue Miles (b) 287,938.5 320,860.8 168,130.0 249,970.4 121,358.0 Total Actual Vehicle Miles 293,454.6 327,382.8 177,355.0 254,733.3 126,935.0 PeKormance Croarac't.eristics i Operating Cost per Revenue Hour $93.71 $81.33 $79.89 $83.78 h $79.97 1 Farebox Recovery Ratio 11.16% 9.35% 1 12.53% 12.49% 10.10% Subsidy per Passenger $7.77 $7.11 $6.33 $6.79 $8.54 Subsidyper Passenger Mile p 9 $3.04 $2.79 1 $2.49 1 $2.67 $2.91 Subsidy per Revenue Hour (a) $83.25 $73.73 $69.88 $73.31 $71.88 Subsidy per Revenue Mile (b) $3.48 $3.19 $4.46 $3.08 ll $4.56 Passenger per Revenue Hour (a) 10.7 10.4 11.0 10.8 I 8.4 PaccPnner ner RPvani IP MiIP (b) 0.45 0.45 I 0.70 0.45 0.53 (a) Train Hours for Rail Modes. (b) Car Miles for Rail Modes. TransTrack Manager'^' 5/23/2014 Wage I of I Min MOM 4ia-rsdc iota-. f 1--,:pxldio, Taaije 2 -- C igy of Banning -- ER1717 err Lfice SummEry FM 20 4/ 25 Short. Range 7Fransk Nate Exc uded Routes FY 2011/12 Audited FY 20/2/13 Audited FY 2OT3/L'4 Nan FY 2013/14 3rd Qtr ActuM FY 2O14/L5 Nan Meet Character]s*Jcs � Peak -Hour Fleet 4 I=unanda` Data Total Operating Expenses $29,758 $70,412 $56,977 $1,009,557 Total Passenger Fare Revenue $6,588 $2,113 $2,570 $106,782 Net Operating Expenses (Subsidies) $23,170 $68,299 1 $54,407 1 $902,775 Operatun) C,varacterist cs Unlinked Passenger Trips 7,731 4,053 3,394 172,515 Passenger Miles 19,173 10,051 8,417 431,157 Total Actual Vehicle Revenue Hours (a) 1,341.0 1,253.2 1,086.4 1 11,792.0 Total Actual Vehicle Revenue Miles (b) 8,000.0 20,898.4 16,582.9 11 184,971.0 Total Actual Vehicle Miles 8,468.7 22,106.4 17,400.1 188,042.0 Peffcrma:nce Characteristics I Operating Cost per Revenue Hour 1 $22.19 $56.19 $52.45 $85.61 Farebox Recovery Ratio 22.14% 3.000/0 4.510/0 10.57% Subsidy per Passenger $3.00 $16.85 $16.03 $5.23 Subsidy per Passenger Mile $1.21 $6.80 $6.46 $2.09 Subsidy per Revenue Hour (a) $17.28 $54.50 $50.08 $76.56 Subsidy per Revenue Mile (b) $2.90 $3.27 $3.28 $4.88 Passenger per Revenue Hour (a) 5.8 3.2 3.1 14.6 Passenger per Revenue Mile (b) 0.97 0.1.9 0.20 0.93 (a) Train Hours for Rail Modes. (b) Car Miles for Rail Modes. TransTrack Manager TM 5/23/2014 Page 1 of 1 7i�srzdt teer.fr'i.-aspxtctitn ,latrcizis uathie 2 -- EEnn n -EUE -- IRTp 0871:7 c0 LIMMa ref Q]ll Rouses 1 � 2011/12 Audiited FV 2012/13 Audited FY2013 / 14 Pfian F�4- !2013 % 3rd Qtr Adana[ :Y2014 15 � Pfau Fleet Characteristics � I i i Peak -Hour Fleet 2 8 Fuotanc'sa2 Data II Total Operating Expenses Total Passenger Fare Revenue $985,656 $119,052 $1,056,263 $90,076 $705,670 $91,246 $862,845 $98,548 $1,466,369 $153,100 Net Operating Expenses (Subsidies) $866,604 $966,187 $614,424 $764,296 i $1,313,269 Operating Characterostks I Unlinked Passenger Trips 127,499 j 138,503 105,584 110,543 226,175 Passenger Miles 316,198 343,487 263,959 274,147 581,371 Total Actual Vehicle Revenue Hours (a) 12,063.0 13,877.2 8,460.0 10,767.4 17,104.0 Total Actual Vehicle Revenue Miles (b) 269,632.5 316,380.2 124,562.0 250,689.3 259,754.0 Total Actual Vehicle Miles 273,501.3 321,592.2 127,620.0 254,737.4 263,725.0 PeGformawce Characterustie:.s Operating Cost per Revenue Hour $81.71 $76.12 $83.41 $80.13 $85.73 Farebox Recovery Ratio 12.08% 8.53% 12.93% 11.42% 10.44% Subsidy per Passenger $6.80 $6.98 $5.82 $6.91 $5.81 Subsidy per Passenger Mile $2.74 $2.81 $2.33 $2.79 $2.26 Subsidy per Revenue Hour (a) $71.84 $69.62 $72.63 $70.98 $76.78 Subsidy per Revenue Mile (b) $3.21 $3.05 $4.93 $3.05 $5.06 Passenger per Revenue Hour (a) 10.6 10.0 12.5 10.3 13.2 Passenger per Revenue Mile (b) 0.47 0.44 0.85 0.44 0.87 (a) Train Hours for Rail Modes. (b) Car Miles for Rail Modes. TransTrack Manager'?" 5/23/2014 Page 1 of 1 ��M U M i i v t r i i r C a r f y l - m t p x t r t i m C a n c : " �� T o m , : % ' i e 2 - - B E n n n g - E U S - _ E R T P S e r f i C e S E M M a r i f 2 0 1 1 . 4 1 1 3 S h o r t R a n c e T r a n s F t N a n E ��d u i d e d R o u t e s F Y 2 0 1 1 / 1 2 F Y 2 0 1 2 / 1 3 r ' 2 O 3 / 1 c F Y 2 0 1 3 / 1 4 F Y 2 0 1 4 / 1 5 A u d i t e d A u d i t e d P l a n 3 r E l Q t . - A c t u a l P l a n e e t C h a r a c t e r a S k : s a P e a k - H o u r F l e e t I I i , i 4 E = u n a n c i a T , D a t a T o t a l O p e r a t i n g E x p e n s e s $ 2 9 , 7 5 8 $ 7 0 , 4 1 2 $ 5 6 , 9 7 7 $ 1 , 0 0 9 , 5 5 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 $ 6 , 5 8 8 $ 2 , 1 1 3 $ 2 , 5 7 0 $ 1 0 6 , 7 8 2 N e t O p e r a t i n g E x p e n s e s ( S u b s i d i e s ) $ 2 3 , 1 7 0 ' 1 $ 6 8 , 2 9 9 $ 5 4 , 4 0 7 i $ 9 0 2 , 7 7 5 O p e r a t i n g C h a r a c t e r i s t i c s U n l i n k e d P a s s e n g e r T r i p s 7 , 7 3 1 4 , 0 5 3 3 , 3 9 4 1 7 2 , 5 1 5 P a s s e n g e r M i l e s 1 9 , 1 7 3 1 0 , 0 5 1 8 , 4 1 7 4 3 1 , 1 5 7 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 ( a ) 1 , 3 4 1 . 0 1 , 2 5 3 . 2 1 , 0 8 6 . 4 1 1 , 7 9 2 . 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 ( b ) 8 , 0 0 0 . 0 2 0 , 8 9 8 . 4 1 6 , 5 8 2 . 9 1 8 4 , 9 7 1 . 0 T o t a l A c t u a l V e h i c l e M i l e s 8 , 4 6 8 . 7 2 2 , 1 0 6 . 4 i 1 7 , 4 0 0 . 1 1 8 8 , 0 4 2 . 0 i ? e g I o r m a n c e C a r a c t e r i i s k s l �� 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 $ 2 2 . 1 9 $ 5 6 . 1 9 $ 5 2 . 4 5 $ 8 5 . 6 1 F a r e b o x R e c o v e r y R a t i o 2 2 . 1 4 % 3 . 0 0 0 / 0 4 . 5 1 % 1 0 . 5 7 % S u b s i d y p e r P a s s e n g e r $ 3 . 0 0 $ 1 6 . 8 5 $ 1 6 . 0 3 $ 5 . 2 3 S u b s i d y p e r P a s s e n g e r M i l e $ 1 . 2 1 $ 6 . 8 0 $ 6 . 4 6 $ 2 . 0 9 S u b s i d y p e r R e v e n u e H o u r ( a ) $ 1 7 . 2 8 $ 5 4 . 5 0 $ 5 0 . 0 8 $ 7 6 . 5 6 S u b s i d y p e r R e v e n u e M i l e ( b ) $ 2 . 9 0 $ 3 . 2 7 l $ 3 . 2 8 $ 4 . 8 8 P a s s e n g e r p e r R e v e n u e H o u r ( a ) 5 . 8 3 . 2 3 . 1 1 4 . 6 P a s s e n g e r p e r R e v e n u e M i l e ( b ) 0 . 9 7 0 . 1 9 0 . 2 0 0 . 9 3 ( a ) T r a i n H o u r s f o r R a i l M o d e s . ( b ) C a r M i l e s f o r R a i l M o d e s . T r a n s T r a c k M a n a g e r n " 5 / 2 3 / 2 0 1 4 P a g e 1 o f 1 11111111 MEM Ii►artic tax:.7 t-mpalciim sim aisle 2 -- Banning-DAR -- R rTP Service Summar,,/Allll Routes FY 2011/12 Audited FY 2012/13 � Audited i FY 2013/14 FY 201.3/14 Pian 3rd Qtr Actuai FY 2014/15 Pian FVeet Characteristics - Peak -Hour Fleet 2 2 Financiai Data - i Total Operating Expenses i $171,184 $141,876 $151,140 $72,648 $158,697 Total Passenger Fare Revenue $13,297 $17,474 $16,116 $13,774 $15,900 I Net Operating Expenses (Subsidies) $157,887 $124,402 $135,024 $58,874 $142,797 perat rm Character]s.r :cs Unlinked Passenger Trips 9,064 9,244 12,893 6,078 11,095 Passenger Miles 32,630 33,278 37,026 21,881 39,895 Total Actual Vehicle Revenue Hours (a) 1,305.8 1,242.0 2,265.0 805.4 2,385.0 Total Actual Vehicle Revenue Miles (b) 26,306.0 25,379.0 43,568.0 15,864.0 46,575.0 Total Actual Vehicle Miles 28,422.0 27,897.0 49,735.0 17,396.0 51,252.0 Performance Characirerislics i Operating Cost per Revenue Hour $131.09 ` $114.24 $66.73 $90.20 $66.54 Farebox Recovery Ratio 7.77% 12.32% 10.66% 18.96% 10.01% Subsidy per Passenger $17.42 $13.46 $10.47 $9.69 $12.87 Subsidy per Passenger Mile $4.84 $3.74 $3.65 $2.69 $3.58 Subsidy per Revenue Hour (a) $120.91 $100.17 $59.61 $73.10 $59.87 Subsidy per Revenue Mile (b) $6.00 $4.90 $3.10 $3.71 $3.07 Passenger per Revenue Hour (a) 6.9 7.4 5.7 7.5 4.7 Passenger per Revenue Mile (b) 0.34 0.36 0.30 0.38 0.24 (a) Train Hours for Rail Modes. (b) Car Miles for Rail Modes. TransTrack Managernw 5/23/2014 Page 1 of 1 ZJo r abed bioz/zz/s 4,1ziabeueN vea1suea1 990/95b1$ 000`693 990'5Z91T$ 0'LL6'17T£ 0'6Z£`90£ 017a/0Z 0'69V6T 99Z'IZ9 OLZ'LEZ Oi sle;olaapinoad 90inaag L6L'Ztit$ 006'53 L69'85T$ 0'ZSZ'i5 0'5L5`9b 0'098'z 0'58£'Z 568.6E S60'TT Z AeppaM 21V0-NV8 Lb6'£09$ 9Iti'bL$ E9E'8L9$ 0'8b6'9ET OtEZ'bET 0'LI6'L 0'6ib8'L OTE'LE£ bz6117£1 Z lelol WD-NV9 L9S106Z$ OZT'ZE$ L89'ZZE$ 0'50£16b 066170'617 O'S60$ 0'6£81£ ZSZ'£6 TOE'LE T lelol OD-NV8 T8VSZ$ STVZ$ 6681LZ$ 0'S8L`S 0'6175'S 079E 0'0SE LLT'OT Sb81Z T poi 9-NV9 89V6Z£$ L91'L£$ S£9199£$ 0.59Z'6s 0'b58'85 0'927'b o'TSZ`b 0170`81T 9IZ`Zb T lelol VS-NV9 58918Z$ 8L51E$ E9Z'ZE$ 017007 0'ZLE'17 0.89E 0'9SE SZO`TT OIZ`b T Poi S-NV9 T9Z18$ 9bZ$ LOS'8$ 0'68L'I 0'689'1 0'9LZ 0'170i S6S 06Z T AemeaM 3i-NV8 098'9Z$ SSI`E$ ST0`0£$ 0'6ZZ'9 0.80019 0.09£ 0.55E ZL6'0T 6907 I lewl T-NV8 Amsgns anuanaa ;sop ;aN aa6uessed 6uneaad0 sal! W sel! W anuanad sanol l sanoH sal!W le;ol anuanab aa6uessed saa6uassed sah!yan 'lead adAl Aea #x einoa swauieu elea sa4noli !iv ST /t1OZ Ad T -- 6uiuue8 3o AID sNiso;eis amodi &LYS - £ aim NUM Milli I _ r CCr77 lcp_ Idio Performance Indicators Table 3 - �I�rTP Route Statistics City of Banning -- 1 FY 2014/15 Ale Routes Route # Day Type Operating Operating Farebox Subsidy Per Subsidy Per Subsidy Per Cost Per Cost Per Cost Per Recovery Subsidy Per Passenger Revenue Revenue Passengers Passengers Revenue l-1our Revenue Mile Passenger Ratio Passenger Mile i-lour /ife Per Fou. Per Mile BAN-1 Total $84.55 $5.00 $6,84 10.51% $6.12 $2,45 $4 $75.66 .� a ,.47 12.4 0,73 BAN-1E Weekday $81.80 $5.04 $29.33 2.89% $28.49 $13.88 $79.43 $4.89 2.8 0.17 BAN-5 Total $90.63 $7.38 $7,66 11.09% $6.81 $2.60 $80.58 $6.56 11.8 0.96 BAN-5A Total $86.25 $6.23 $8,68 10.13% $7.80 $2.79 $77.50 $5.60 9.9 0.72 BAN-6 Total $79.71 $5,03 $9.81 8.66% r $8.96 $2.50 $72.80 .�4.59 8.1 0.51 BAN -CC Total $84.05 $6,58 $8.65 9.95% $3 7.79 r $ .��.12 ,�75.69 .p5.92 9.7 0.76 BAN -CM Total $86.43 $5,05 $5.03 10,96% $4.48 $1.79 $76.95 .p4.50 17.2 1.01 BAN-DAR Weekday $66.54 $3.41 $14.30 10.01% $12.87 $3.58 $59.87 $3.07 4.7 0,24 Service Provider Totals $83,38 $5.30 $6.85 10.39% $6.14 $2.34 $74.71 $4.75 12.2 0.77 TransTrack Manager '^ 5/22/2014 Page 2 of T ABLF 3A: INDIVIDUAL ROUTE DESCRIPTION Route 1 Beaumont/Banning/Cabazon Pass Transit Route 1 provides service predominately along Ramsey Street & 6th Street between Beaumont City Hall, Banning and Cabazon, while serving the Casino Morongo, Cabazon neighborhoods and Cabazon shopping areas. This route operates on a two- hour headway and is complemented by an overlap with Route 2 (operated by Beaumont Transit System) along 75% of the route. It provides service to the remote Bsperanza and Elm area of Cabazon. The route also provides service to the residential areas of Cabazon, James Venable Community Center, Casino Morongo, Desert Hills Premium Outlets and Cabazon outlets, and the commercial areas along 6th Street and Beaumont Avenue in Beaumont. This route provides riders access to many civic, educational and county sponsored public social service offices within the City of Banning and the unincorporated community of Cabazon. Destinations on Route 1 include: K-Mart, Albertsons, Wal-Mart Supercenter, Beaumont City Hall, Greyhound Crucero Agency, Amtrak California Thruway bus stop, Banning City Hall, The Gas Company, San Gorgonio Memorial Hospital, Fox Cinemas, Banning Police Department, Desert Hills Premium Outlets, Cabazon Outlets, Casino Morongo and James Venable Community Center. Route 6 v Northern Banning This route operates on a 75 minute headway and provides service to the residential areas of the City of Banning that lie north of the 1-10 Freeway, the Riverside County Courthouse, the Banning Municipal Library, the Coombs Intermediate School, and the commercial areas along Ramsey Street and Highland Springs Avenue. This neighborhood feeder route provides connections to many civic, educational and county sponsored public social service offices, Banning City Hall, Fox Cinemas, K-Mart, Albertsons, Rite Aid Pharmacy, Walgreens Pharmacy, San Gorgonio Memorial Hospital, Banning Chamber of Commerce, Riverside County Superior Court, Banning Public Library, Banning Community Center, Banning Senior Center, Repplier Park Aquatics Center, U.S. Post Office, and various other shopping and school locations within the community. Route 6 m Southern Banning This route operates on a 75 minute headway and provides service to the residential areas south of the 1-10 Freeway, a small residential section north of Ramsey Street at the east end of the City of Banning, the commercial areas along Ramsey Street and Highland Springs Avenue, Banning High School, apartment complexes, the Riverside County Smith Correctional Facility. 16 This neighborhood feeder route provides connections to many civic, educational and county sponsored public social service offices, Banning City Hall, Fox Cinemas, K-Mart, Albertsons, Rite Aid Pharmacy, Walgreens Pharmacy, San Gorgonio Memorial Hospital, Banning High School, the Riverside County Smith Correctional Facility, The Banning Municipal Airport, U.S. Post Office, and various other shopping and school locations within the community. Kass Transit Dial -A -Ride Pass Transit Dial -A -Ride is provided within the entire city limits of Banning and Beaumont and within a 3/ mile boundary of Routes 1 and 2 services in Cabazon. The City of Banning provides the ADA certification for Pass Transit Dial -A -ride services operated by the cities of Banning and Beaumont. Seniors (age 60 years and older), persons with disabilities, and ADA eligible passengers are eligible for dial -a -ride throughout the entire service area. Service hours vary for non-ADA eligible passengers. These categories of passengers also are required to fill out a certification application to determine eligibility of service. Once certified, a card is issued to the applicant. General public passengers (ages 5 — 59 years) are not eligible for dial -a -ride service. The primary uses of Pass Transit Dial -A -Ride are for transportation to medical appointments, workshop programs for persons with disabilities, shopping areas, employment, and connections with Riverside Transit Agency (RTA) and Pass Transit Fixed Routes. 17 slx.palsenbad spund slip', Ad }o iGewwnS bLOZ/£Z/9 pasined %£LOZP.0 L awooul wo4 sl (Z) Jau}p :940N 009$ 0001693 0$ 69L161-$ 0$ 0$ 990'L9b`L$ 99L`9ti9`1.$ lemdeo ig 6uReaad° :ieiol 0$ 0$ 0$ 681'63 0$ 0$ 0$ 691'63 iepdeo :je;oignS 69 L'6 L$ 1-0-9 L NA L Ad fonoaS 81. dad 009$ 000'693 0$ 0$ O$ 0$ 9901L91/1-$ 99949Z9`3 6ui awk) :le}olgnS 009$ 0001693 990'1.917`1-$ 999`9Z9`L$ sesuadx3 6uRead0 t`) aau10 xo8 aged y amseaw A;unoaS En. doed OOSSIWld) 8 L dad `d1S dl1 sound to }unowy Ielol O.) JagwnN pefad Iepdeo u011d1JOSea peroad 1 9 L/417 40Z AA IN paisanbaa spun] jo fueuauans - °mei ueld a6ued 1-1ouS palsenbad sound jo tiewwnS 9L/PLOZ Ad 6wuue8 io f!o TABLE 4A - CAPITAL PROJECT JUSTIFICATION P ROJECT NUMBER 1 5-01 P ROJECT NAME_ Wireless Communication Download System P ROJECT DESCRIPTION Installation of a Wireless WIFI Communications system to allow automatic storage of video and audio files from all fixed route buses and dial -a -ride vehicles in the Banning Pass Transit fleet PROJECT JUSTIFICATION Having footage automatically downloaded and stored eliminates the need to remove hard drives for data retrieval, which virtually eliminates and chance of loss of recorded footage. The installation of a Wireless WIFI Communications system will dramatically increase the reliability of recovering recorded footage, thus enhancing passenger safety as well as reducing the possibility of fraudulent and insurance related claims. P ROJECT FUNDING SOURCES (REQUESTED) P rop 1 B PTMISEA (13/14) $ 19,189.00 TOTAL $ 19.189.00 Prior year projects of a similar nature with unexpended balances or projects approved but not yet ordered. sirpalsanba?{ spund 9L/9LOZ Jed 10 kiewwnS tl0Z/ZZ/9 Paslna�d awooul IsaieTut woii sl (Z) Jau10 :a}oN Goes oonz . ®$ 0$ 0$ 'o$ 96t7t617` 9-$ 96 V999` 14 gaUcl E0 : pepi 1g Eugw.aed® 0$ 0$ 0$ 0$ 0$ 0$ 0$ os Rlodleo :ieloNns i o09S ootzzLS oS oS oS oS 96V£6t,`LS 96L`999`LS Bugendo :pe;olgns 009S OOZ'ZL LS 'I 96t/£6V LS 96 L'999' LS sasuadxd 6uReiad0 9 L/9 LOZ Ad z all0 x08 aged I y ainsean � AlpnoaS 8 L dold d1S dll jo spund Tunowy 1e101 (0 JagwnN 109f0-1d Ieilde0 UO01_10900 }OGrald (VESIWld) 8 L doid 9WS�0?AE101 ueld 4lsueul abuey 1101-IS paTsenbaspund fuewwns 9 L/9 LOZ Ad 6upuues Jo Apo sirpalsenbad sound LI./960Z Ad Jo tieumanS ti60Z/£Z/9 paslnad auaooul WOJJ sl (Z) Ja1410 :910N 009$ 909'9L1-$ f 0$ OS OS 0$ 8z8`o£9'6$ ££8`Z89`Z$ lemdeo ig BulieJedp :1eicu °oS 0$ OS 0$ OS 0$ OS 000`92.8$ lellde0 :levaigns 00019Z$ 000`098$ ZO-L I• I-0-L6 sayoeo0 aloNeA wauaaoelda loo} lalla2:1 C£ (Z) 009$ 909`9L6$ OS OS 0$ 0$ 8Z8`0£946$ ££8`2.02.16$ 6ugesiedo :plc:41:1ns 009S 90919LLS 8Z8`0£9`L$ ££8`LOL'1-$ sesuadxa 6uRelad0 L119I. Ad (z) J91410 xoe aced y ainseelN Awnoes 8 6 dad (VBSIWld) 81• dad dlS Al sound to wnowy lelol (i) JagwnN peroid 191090 uogdpasea pe[wd L1/910Z A,d Job paisenbeN spund i(JeuauunS - Z'9 alge1 ueld jlsueal a6ue2711-10118 palsenbasound Jo kieuaumS L 6/91.0Z Jed 6uiuuee }o Itmo TABLE 5B m CAPITA, PROJECT JUSTIFICATION PROJECT NUMBER 17-01 PROJECT NAME 35' Coach Replacements PROJECT DESCRIPTION The purpose of this project is to replace the two 2001 El Dorado Transmarks that will have exceeded their useful lives PROJECT JUSTIFICATION This is part of the Pass Transit fleet inventory and replacement schedule PROJECT FUNDING SOURCES (REQUESTED) STA Prop 1B PTMISEA (13/14) 293,422 556,578 TOTAL 850,000 Prior year projects of a similar nature with unexpended balances or projects approved but not yet ordered. TABLE 513 CAPITAL PROJECT JUSTIFICATION PROJECT NUMBER 17-02 PROJECT NAME Relief Vehicle Replacement PROJECT DESCRIPTION The purpose of this project is to replace the 2002 Ford Ranger which will have exceeded its life PROJECT JUSTIFICATION This is part of the Pass Transit fleet inventory and replacement schedule PROJECT FUNDING SOURCES (REQUESTED) STA 25,000 TOTAL 25,000 Prior year projects of a similar nature with unexpended balances or projects approved but not yet ordered. TABLE 6 PROGRESS TO IMPLEMENT TRIENNIAL PERFORMANCE AUDIT TABLE 6 e PROGRESS TO IMPLEMENT TRIENNIAL PERFORIVIANCE AUDIT Action(s)Taken And Results Audit (Covering Recommendations F'Y 2010-2012) Consider software purchasing program and dispatching schedule Transit obtain with Viewer software use purchase by staff all software. August necessary will is be working and 2014. secured, It installation is information anticipated with installed City of IT for Schedule that staff and proceeding the put to into Provide Cross Training Opportunities for City Budgeted a will administrative within will appropriate stabilizing system. Transit allow be the key Manager. for into Transit in the cross more identifying the future personnel Department. training 2104/15 effective The management addition opportunities and of FY oversight support daily is This of a of position this operations position staff the of for position and for Transit Administrative Staff Update Connectivity Local with Bus Other Schedules Transit to show Services have Comprehensive being other put With into the been redesigned transit implementation place recommended services. by Analysis, July to show of These of 2014. through all connectivity new schedules schedules routes the that are with will be Provide Beaumont Weblink Transit. from Banning Transit website to The website new completed website August Transit route 2014. is will currently maps a Department link be active. and to Beaumont being schedules, This portion redone will Transit's be of once to the in include place city by 111111 �.. Mar Mr tart11=pztrtim Table 7 -- Service Proyider Performance Targets Report PI 20 3/14 Short Raroge Transit P'an Review Oty of Banning Data Elements FY 20' 3/14 PVaro lid 20/3/14 Target �J' 20 3/14 Year to Date I Through 3rd Quarter � Year to Daye Performance Scorecard Unlinked Passenger Trips 118,477 IPassenger Miles 300,985 Total Actual Vehicle Revenue Hours 10,725.0 Total Actual Vehicle Revenue Miles 168,130.0 Total Actual Vehicle Miles j 177,355.0 Total Operating Expenses $856,810 Total Passenger Fare Revenue $107,362 Net Operating Expenses $749,448 ?ertormance Indicators Mandatory: 1. Farebox Recovery Ratio 12.53% 1 >= 10.00% 12.010/0 Meets Target Discretionary: 1. Operating Cost Per Revenue Hour $79.89 <_ $79.81 $80.84 Fails to Meet Target y 2. Subsidy Per Passenger $6.33 >_ $5.86 and <_ $7.92 $7.06 Meets Target 3. Subsidy Per Passenger Mile $2.49 >_ $2.30 and <_ $3.11 $2.78 Meets Target 4. Subsidy Per Hour $69.88 >_ $58.47 and <_ $79.11 $71.13 Meets Target 5. Subsidy Per Mile $4.46 >_ $2.47 and <_ $3.35 $3.09 Meets Target 6. Passengers Per Revenue Hour 1.1.00 >= 8.50 and <= 11.50 10.10 Meets Target 7. 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L=J SHORT RANGF, TRANIsllT pLAN L�= El Implement new routes and schedules as recommended in the Comprehensive Operation Analysis Purchase additional equipment for camera system to enable wireless download Purchase and install auto display and enunciator equipment in fixed route fleet Purchase A©A accessible van Purchase two fixed route coach u Purchase shop truck to expedite repairs to buses experiencing breakdowns on route. p Closely monitor service to the MSJC Pass Campus and address needs as necessary 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 simple to use by Pass Area residents. BANNING TRANSIT SYSTEM/PASS 2010/11 FY 2011 Audited FY /12 2012/13 Audited FY 2013/14 Estimate (Based Quarter Actuals) FY on 3rd 2014/15 Planned FY TRANSIT Audited Systemwide Ridership 128,244 136,563 147,747 141,304 237,270 Operating Per Revenue Cost $86.53 579.24 $76.33 583.38 Hours $92.64 Route by Route Draft -corriaitn ndat ocoyn 1'ASSTRANSIT City of Banning Route by Route Draft Recommendations Prepared by: aTMD COMPREHENSIVE OPERATIONS ANALYSIS MBA DATIONS ctourie The new Route 1 will combine the resources of existing Routes 1 and 2 to create a strong transit corridor along 6th/Ramsey Street with a 30-minute service frequency. This corridor is currently served by Routes 1 and 2 which operate at 120 minute frequencies for a combined frequency of 60 minutes. The proposed changes will cut the out -of -vehicle wait time for a bus in half, greatly improving the customer experience. The proposed route will run along Beaumont Avenue, 6th Street, and Ramsey Street, connecting Mountain View Middle School, San Gorgonio Hospital, Wal-Mart, Casino Morongo, the Cabazon Outlet Mall, and key destinations along 6th/Ramsey Street. The run time along the proposed alignment is 105 minutes, and the service will operate on 120 minute cycles to allow sufficient time for layover. The service will require four vehicles in order to operate at 30-minute frequency — two from Banning and two from Beaumont. Service will begin at 5:00 AM to facilitate connections with the first Sunline CommuterLink 220 trip which leaves the Wal- Mart for downtown Riverside at 5:55 AM. Service will end around 9:00 PM to provide service for those returning on the last CommuterLinl< 220 trip which arrives at Wal-Mart at 8:01 PM and to accommodate shifts at the Casino. COMPREHENSIVE OPERATIONS ANALYSIS Cabazon Route High transit demand for service in residential Cabazon warrants an addition of a community circulator within Cabazon that will connect passengers with the greater Pass Transit network. The proposed Cabazon route will connect residential Cabazon with the Casino and Outlets where residents can transfer to the new Route 1. The route will run at 60-minute frequency, a great improvement over the 120-minute service currently provided. PAGE 4 COMPREHENSIVE OPERATIONS ANALYSIS Routes 5 and 6 On January 30, 2014, TMD re -collected ridership data for Route 6 to verify ridership data collected in June 2013. Ridership for the entire day was recorded at 120 passengers, a slight decrease from the 132 recorded in June. The following table shows the number of boardings recorded by trip. Ridership patterns are fairly consistent between the two data collection times with the majority of activity occurring during the midday period. Trip Time June 2013 Boardings January 2014 Boardings 6:00 AM 6:54 AM 8:17 AM 9:40 AM 4 17 11 5 2 13 6 25 11:03 AM 20 13 12:26 AM 26 15 1:49 AM 20 15 3:14 AM 15 16 4:37 AM 8 10 6:00 PM 6 5 Total 132 120 The primary purpose of recollecting the data was to account for student activity at MSJC Pass Campus. The original data collection took place during the summer session and recorded zero boardings and alightings at this stop. The new data recorded 11 boardings and 3 alightings at the college. While ridership numbers and performance indicators make this route a candidate for elimination, the high dependency of riders on this service makes it difficult to justify elimination. For this reason, TMD proposes a new Route 5 which will combine the resources of Routes 5 and 6 to create a 60-minute loop that will serve both the northern and southern portions of Banning. While current resources limit the route to one vehicle, when resources become available another vehicle could be added to make this loop bi-directional. The following map shows the proposed alignment of the new route. PAGE 5 COMPREHENSIVE OPERATIONS ANALYSIS Serves areas of future development Combined 30-minute frequency 413 1 '4ti ":47,' ' .3, r 1, 1,O1\III 1.J1't_41 I-,}1 . 1 It. 1 y+� 1-naySt c. war -BA tit FIG E Ra S�. Chrtstopher,Columb s Transcontinent, lE,wy ,.`Ari _L Serves areas of future development This loop streamlines existing alignments of Routes 5 and 6 to reduce duplicity on Ramsey, decrease timely deviations, and to create sufficient spacing between routes. The northern portion of the route runs along Wilson Street, which is half a mile from Ramsey Street (Route 1), ideal route spacing. The southern portion provides service to both Banning High School and MSJC Pass Campus, the two most active stops south of Ramsey Street. This route also provides two transfer opportunities to Route 1 along Ramsey Street at Sunset Avenue and Hargrave Street. Route 5 will serve the Stater Bros. on 6th Street and Xenia Ave only inbound to the Wal-Mart. When leaving the Wal-Mart, the route will travel straight up Highland Springs Avenue to San Gorgonio Hospital. This route is proposed to have the same span as the current routes and end service at 7:00 PM. Many college students stay in class until 10:00 PM and have no way of getting home via transit at this time. When additional resources become available, TMD proposes implementing a general public evening Call -and -Ride service where students and local workers can make a reservation if they need a way of getting home after 7:00 PM. ATTACHMENT 2 PASSTRANSIT City of Beaumont SHORT RANGE TRANSIT PLAN FY 2014/15 - FY 2016/17 TABLE OF CONTENTS Contents CHAPTER 1- SYSTEM OVERVIEW 3 POPULATION PROFILE AND DEMOGRAPHIC PROJECTIONS 3 RIDERSHIP DEMOGRAPHICS 4 FIXED ROUTE TRANSIT SERVICES 6 PARATRANSIT SERVICES 6 REGIONAL EXPRESS BUS SERVICE 7 CURRENT FARE STRUCTURE 7 PROPOSED FARE STRUC I URE 8 FLEET CHARACTERISTICS 10 FACILITIES 10 CHAPTER 2 - EXISTING SERVICE AND ROUTE PERFORMANCE 11 FIXED ROUTE SERVICE 11 COMMUTER LINK SERVICE 12 DIALA-RIDE SERVICE 13 KEY PERFORMANCE INDICATORS 13 MAJOR TRIP GENERATORS AND PROJEC l LD GROIWTI-I 13 EQUIPMENT, PASSENGERAtLIENITIESAND FACILITY" NEEDS 14 CHAPTER 3 - PLANNED SERVICE CHANGES AND IMPLEMENTATION 15 RECOMMENDED SERVICE CHANGES 15 MARKETING PLANS AND PROMOTIONS 17 BUDGET &PACT ON PROPOSED CHANGES' 18 CHAPTER 4 - FINANCIAL AND CAPITAL PLANS 18 OPERAT7NG.AND CAPITAL BUDGET 18 FUNDING PLANS TO SUPPORT PROPOSED OPERATING AND CAPITAL PROGRAM 19 REGULATORY AND COMPLIANCE REQUIREMENTS 19 2 CHAPTER 1- SYSTEM OVERVIEW The Pass Transit System is the result of a cooperative effort between the city of Banning (Banning Municipal Transit System) and the city of Beaumont (Beaumont Municipal Transit Agency). The Pass Transit System consists of two independent, but well coordinated, transit systems. The coordinated service area of Pass Transit includes the cities of Banning, Beaumont and Calimesa, the unincorporated areas of Cabazon and Cherry Valley, and the commercial area of the Morongo Band of Mission Indians Reservation, approximately 40 square miles. Both fixed route and dial -a -ride services are provided throughout the service area. A Memorandum of Understanding was developed to allow each city's Dial -A -Ride services to cross jurisdictional boundary lines so that a passenger did not have to transfer. A new joint Rider's Guide was developed, combined transfers and ten -ride ticket books were printed, buses and bus stop signs were decaled `Pass Transit,' and fares were established to be the same for the convenience of riders. For purposes of this Short Range Transit Plan, we will focus specifically on Beaumont's Municipal Transit System. There are three major thoroughfares passing through the Pass Area including Interstate 10, State Highway 60, and Route 79. Major employers within the area include the new Banning Courthouse, Casino Morongo, Desert Hills Premium Outlets, Lowe's Distribution Center, Icon Distribution Center, Beaumont Unified School District, San Gorgonio Memorial Hospital, Loma Linda University Highland Springs Medical Plaza, 2nd Street Marketplace, which includes the WalMart Supercenter, and several manufacturing companies. Within the service area of Beaumont Transit are six elementary schools, two middle schools, one high school, one alternative high school, one adult education school, one private school, and two charter schools. Two 55 plus communities and various mobile home parks are also served by Beaumont Transit, oftentimes providing a vital link to necessary medical services at the San Gorgonio Memorial Hospital, as well as Beaver Medical Group, Loma Linda Medical Offices, Rancho Paseo Medical Group, and Davita Dialysis Center. In addition, Beaumont Transit also provides transportation to two food banks, two local group homes, and a number of churches in the community. Transportation to regional services outside our service area include the San Bernardino Metrolink and the VA Hospital located in Loma Linda. A free shuttle service runs during the summer concert series and the annual Cherry Festival to provide seniors, those with disabilities, and low income patrons free transportation to these events. Beginning with FY2014/15 fiscal year, Beaumont Transit will begin a new monthly senior transportation program to include a stop at the casino. Population Profile and Demographic Projections The latest available statistics from the California Department of Finance show residential population within Beaumont had a 2.7 percent increase from January 2013 (39,787) to January 2014 (40,876), making it one of the top 15 fastest growing cities in the state and the second fastest in Riverside County behind Eastvale. The unincorporated area of Cherry Valley had a population of 6,362 residents in 2010. In 2008 and 2010, Beaumont was named the second fastest growing city in the 3 state of California with a 224 percent increase from 2000 to 2010. This coincides with Riverside County being the fastest growing county in the state in 2010 with a 42 percent increase over the year 2000. The 2010 census indicated that the Beaumont community is ethnically diverse with a makeup of: Caucasian (63%), Hispanic (40%), Black (6%), Asian and Pacific Islander (8%), and all other races (16%). Senior citizens (age 65 and older) make up 11 percent of the population, indicating a potential for growth in the demand for Dial -A -Ride services and a slight growth in Fixed Route services. Youth (age 18 and under) also make up a substantial portion of the population (30 percent). The 2012 estimated census showed the median household income within Beaumont was $67,758, above the national average of $53,046. Furthermore, it's estimated the average home price in 2013 was $226,000 noting a high percentage of two -income families and a much higher median household income than reported at the 2010 census. Normally, this would translate to less of a need for transit services today than in previous years on much of Beaumont's system; however, with 56 percent of ridership being youth passengers and the absence of school -provided transportation for the middle schools and high schools, we have seen a substantial increase in the need for transit services. Finally, it is important to note, Beaumont's Route 2 stretches into Cabazon and the city of Banning, where 19 percent of households are below poverty level, according to the estimated 2012 demographics, indicating the presence of a number of transit dependent individuals specifically on that route. Ridership Demographics This section provides demographic information that shows Beaumont Transit's passenger profile including the gender, age, ethnicity, and income of the riders. Data available is from ridership surveys taken from 2013. The average age of riders is 21 years of age. The majority of riders are female (fifty-six percent). Seventy-two percent of the riders are under 18 years of age. Finally, ten percent of riders are over 50 years of age. The ethnic distribution of riders shows that a majority are Hispanic or Black with twenty-seven percent of the ridership being Caucasian. Ridership Ethnicity ■ Latino/Hispanic ■ White/Caucasian ■ Black/African American IN Multiple ■ Other 4 Eighteen percent of the riders are of working age (19 to 50). Nineteen percent of riders are employed either full or part time. Fifty-six percent are high school or younger students, while five percent are college students. Retirees make up five percent of the ridership while the unemployed and homemakers are nineteen percent of total ridership. Finally, a new demographic we are now tracking is the Armed Forces Veterans, which make up two percent of our ridership. Ridership Employment Status 60% 50% 40% 30% 20% 10% N. �a '<\ .. tk b �.\ t` •e\d<Q,\`a ae0Aa6\a�,`ev`\ �QeeFecJh�e �Je o Lo\o� .) J �cON '�`�� In evaluating the demographics of our general passengers and excluding youth passengers data, we've found income levels of our bus riders are low with seventy-four percent making less than $25,000 annually. General passengers are also transit dependent and fifty-five percent do not have an operating vehicle available at their household. Approximately fifty-eight percent of the general passengers do not currently hold a drivers license. It should be noted that of the riders that do own a vehicle, thirty-three percent of those ride the bus because driving is too expensive. With the elimination of school bus transportation for the local middle schools and high schools, Beaumont Transit has seen a large increase in youth passengers. At this time, youth ridership makes up over fifty percent of total passengers. As Beaumont Unified continues to decrease transportation opportunities, it is expected that youth passenger numbers will continue to rise. 5 Ridership Household Income (Excluding youth passenger data) 35.00% 30.00% 25.00% 20.00% 15.00% 10.00% 5.00% 0.00% 111 �a� c�0� OOP• O0Q( Odp/ �(P poi% •��yyw \ tl 4 4(O 1h7o 4 Faxed Route Transit Services Beaumont Transit operates nine fixed routes and one commuterlink. Operating hours are as follows: Fixed route service hours are: liIonday — Friday Saturday and Sunday 6:00 a.m. to 7:30 p.m. 8:00 a.m. to 5:00 p.m. Limited service (8:00 a.m. to 5:00 p.m.) is provided on Martin Luther King, ]r.'s Birthday, Presidents' Day, Columbus Day, Veterans' Day, and the day after Thanksgiving Day. No service is provided on New Year's Day, Memorial Day, Independence Day, Labor Day, Thanksgiving Day and Christmas Day. Current ridership trends indicate peak hours are in the early morning and late afternoon, when youth passengers ride more frequently. In previous years, youth ridership was non-existent; however, currently it makes up over 50 percent of the monthly ridership. Route 2 exhibits continued growth and trends indicating the majority of passengers are now using this route to get to work in Cabazon. General passengers continue to use Beaumont Transit to get to and from work. Senior and Disabled passenger trends indicate they use transit for shopping and errands. Paratransit Services Dial -A -Ride provides service to senior citizens, persons with disabilities, and individuals certified for complementary paratransit service under the Americans with Disabilities Act (ADA). Service hours for the Dial -A -Ride service are: Elderly and Disabled without ADA certification Monday through Sunday 8:00 a.m. to 5:00 p.m. Persons with ADA Complementary Paratransit Certification (with 24-hour registration) Monday through Friday 6.00 a.m. to 7.00 p.m. 6 Saturday and Sunday 8:00 a.m. to 5:00 p.m. It should be noted, the Beaumont Transit system does provide its residents and the residents of Cherry Valley with dial -a -ride service into and from Banning. Limited service (8:00 a.m. to 5:00 p.m.) is provided on Martin Luther King, Jr.'s Birthday, Presidents Day, Columbus Day, Veteran's Day, and the day after Thanksgiving Day. No service is provided on New Year's Day, Memorial Day, Independence Day, Labor Day, Thanksgiving Day, and Christmas Day. Ridership trends indicate Dial -A -Ride services remain steady. In previous years, Dial -A -Ride passengers used the service primarily for shopping trips and errands. Current trends have shown an increase in usage for medically necessary appointments, primarily to the dialysis center that is centrally located in Beaumont. Regional Express Bus Service Last fiscal year, Beaumont Transit introduced the Commuterlink 120 to provide transportation from the Pass Area, including Calimesa, to both the San Bernardino Metrolink and the VA Hospital in Loma Linda. Additionally, passengers can use Day Passes to transfer between the Pass Transit System fixed routes and the RTA Line 31 to Hemet and Line 35 to Moreno Valley. The RTA Line 210 continues to operate as a connection between the Pass Area and the city of Riverside. In 2012, Sunline introduced Commuter Link 220. This route was created to help connect the eastern desert region to the city of Riverside. In 2013, Pass Transit moved our Morongo Casino bus stop to the Commuter Link 220 and Amtrak bus stop located on the casino property to ease in passenger transfers between the agencies. Both the 210 and the 220 offer connections to the Metrolink trains traveling from Riverside to Los Angeles and Orange County. Current Fare Structure The current fixed route fare is $1.15 per one-way trip for general passengers. Youth passengers pay $1.00 per one-way trip. The fare is $.65 per one-way trip for senior citizens, persons with disabilities and military veterans. Active military personnel and GoPass holders ride all routes free of charge. A zone fare of $.25 is charged for travel between Banning and Cabazon/Morongo Reservation service areas. (The route is twice the length of any other route in the system. The zone fare helps to recover operating costs.) Passengers under 46" in height pay $.25. Ten -ride ticket books are offered for $10.35 each; senior citizens and persons with disabilities can purchase the books at a reduced cost of $5.85 per 10-ride book. Fred Route day passes are sold for $3.00 each; senior citizens and persons with disabilities can purchase the passes for $1.80. Monthly passes are $36.00; youth passes are $25.00; senior citizens, persons with disabilities and military veterans are $21.50 each. In addition to those passes, a 10 tripper pass is offered for Dial -A -Ride, Fixed Route youth passengers, and CommuterLink 120 passengers at a rate of $18.00, $10.00 and $27.00 respectively. 7 Pass Area Transit Fare FIXED ROUTE FARES Base Fare ' Nave exact orivers Day Pass fare rea cannot makedy changewhen.bus 10-Tripper Punch Pass arrives. 10-Ticket Monthly Pass Book Fare Categories General $1.15 $3.00 N/A $10.35 536.00 Youth (grades K-12) $1 00 $3: 00 $10 00 N/A $25.00 Senior (65+r $ 65 $1 80 N/A $5 85 $21.50 Disabled*" $.65 $1.80 N/A $5.85 $21.50 Military Veteran" $.65 $1.80 N/A $5.85 $21.50 Child (46" tall cr under) $ 25 N/A N/A N/A N/A GO Pass and Active **If you plan to use a senior, disabled you board the bus. You must also show Military** 1 RIDE FREE or military discounted fare, you must show proper ID each time proper ID to purchase discounted passes/tickets. offal -A -Ride FARES ' Have exact fare ready when bus arrives. Drivers cannot make change. Fare Categories Base Fare 10-Ride Punch Card One -Way $2 00 $18 00 Companion $8 00 N/A Dial -A -Ride is a transportation service for ADA, disabled and active adults over 65 years of age. Reservations are required 24-hours In advance and may be made by calling (951) 769-8532. PCA (w/LD )" FREE FREE No Show $2 00 NlA Child (46" tall or under) $3.00 N/A **If you plan to use a PCA (Personal Care Atten- dant) free fare, you must show proper ID each time you board the bus. COMMYTERLINK FARES Have exact Fare ready when bus arrives. Drivers cannot make change. Fare Categortes Commuter Fare (Route 120) General $3.00 Youth (grades K 12) $2, 00 Commuterlink 120 is a regional transportation service for all passengers. Connections may be made to Pass Transit fixed routes, RTA fixed routes and commuterlinks, SunLine commuter - links, and Metrolink trains. Additional fares may apply. Sen for (ss.r. $2 00 Disabled"* $2 00 Military Veteran" $2 00 Child ow tart cc under) $2 00 **If you plan to use a senior or disabled dis- counted fare, you must show proper ID each time you board the bus. You must also show proper ID to purchase discounted passes/tickets. Active Military** 1 RICE FREE Proposed Fare Structure Beaumont Transit proposes changes to the fare structure to include youth passengers and zone fare. In analyzing our fare structure, it was determined the youth monthly passes were miscalculated and extremely discounted. With that, the youth monthly pass fare proposed will increase to $30.00 per month and more uniform with the rest of the monthly passes. Additionally, with the new structure of Route 1 (formerly Route 2), the zone fare will be eliminated. 8 FIXED ROUTE Fare Categories FARES Base Fare I Have exact Drivers Day Pass Fare ready cannot make 10-Tripper Punch Pass when bus arrives. change. NO REFUNDS. 10-Ticket Book Monthly Pass General $1.15 $3.00 N/A $10.35 $36.00 Youth (grades K-12) $1.00 N/A $10.00 N/A $30.00 Senior (65+y- $.65 $1.80 N/A $5.85 $21.50 Disabled $.65 $1.80 NIA $5.85 $21.50 Military Veteran" $.65 $1.80 N/A $5.85 $21.50 Child (46'tall or under) $.25 N/A N/A N/A N/A fare, you must show proper discounted passes/tickets. ID each time **If you plan to use a senior, disabled or military discounted you board the bus. You must also show proper ID to purchase Dial -A -Ride FARES I Have exact Fare ready when bus arrives. Drivers cannot make change. NO REFUNDS. Fare Categories Base Fare 10-Ride Punch Card One -Way $2.00 $18.00 Companion $3.00 WA Dial -A -Ride is a transportation service for ADA, disabled and active adults over 65 years of age. Reservations are required 24-hours in advance and may be made by calling (951) 769-8532. PCA (w/I.D.)** FREE FREE No Show $2.00 NIA Child (46° tall or under) $3.00 WA **If you plan to use a PCA (Personal Care Atten- dant) free fare, you must show proper ID each time you board the bus. COMMYTERLIMK FARES ( Have exact fare ready when bus arrives. Drivers cannot make change. NO REFUNDS. Fare Categories Commuter Fare (Route 120) General $3.00 Youth (grades K-12) $3.00 Senior (65+)" $2.00 Disabled $2.00 Military Veteran** $2.00 Child (46'tall or under) $2.00 oncoutedir* 120 is a regional transportation service for all passengers. Connections may be made to Pass Transit fixed routes, RTA fixed routes and commuted uks, 5untine cstrt tauteC.- links, and Metrolink trains. Additional fares may apply. **If you plan to use a senior or disabled dis- counted fare, you must show proper ID each time you board the bus. You must also show proper ID to purchase -disco A youth scholarship program was created in January 2010 after Beaumont Transit 1vas contacted by a local family and the school district seeking assistance in transporting two students from the Banning Midway area to Beaumont High School. Staff met with the family and agreed upon a series of transit related assignments to be performed and completed in exchange for monthly bus passes. From that, a committee was formed to set criteria, receive applications, and monitor the progress of the recipients. Council formally adopted the program for the FY 2013 school year. In July 2013, Beaumont Transit implemented a discounted fare to veterans and free fare to active military personnel in the Pass area. The Pass area has over 2,000 military personnel and we determined a growing need for transportation to and from employment and medical appointments. 9 As part of Riverside County Transportation Commission's (RCTC) program, Beaumont Transit continues to work with Trillium to provide up-to-date data for GoogleTransit. A link was added to the city's web page to aid passengers in planning their trips. Every year, the Beaumont community hosts a Cherry Festival in downtown Beaumont with record - breaking attendance, a Fourth of July extravaganza with live bands and a fireworks show, and summer Wednesday evenings concerts in the park. Beaumont Transit markets public transportation with free shuttles to and from the festival grounds and offers Route 40 to provide seniors, those with disabilities, and low income patrons free transportation to these events. Fleet Characteristics Beaumont Transit operates ten fixed route vehicles and one commuterlink. Four of the vehicles are Compressed Natural Gas (CNG)-powered, two are diesel -powered, and six are gasoline powered. All are equipped with bicycle racks and ADA compliant with wheelchair lifts and tie -down stations. Four of the buses have audio announcement systems for the visually impaired. The transit system also operates five Dial -A -Ride vehicles (three in revenue service and two in reserve). All are gasoline -powered. Four of the five vehicles are ADA compliant with wheelchair lifts and tie -down stations. The City of Beaumont Human Resources Department is currently recruiting for a lead mechanic to oversee the two vehicle mechanics. Hiring is anticipated in the next 30 days. The CNG buses are fueled at fueling stations located at the Beaumont Unified School District's transportation yard and at the city of Banning corporate yard. The fueling stations are currently the only CNG stations in the Pass Area large enough to meet the transit system's demand. Beaumont Transit is actively exploring the purchase or lease of a CNG station in the area; however, at this time, negotiations have stalled. We have contacted grant agencies and Southern California Gas to explore alternative options to investing in a CNG facility. It is planned that in the next 30 days, Beaumont will purchase one new, Type 7 CNG bus for Fixed Route. All buses are equipped with state of the art video surveillance systems and aides in reducing potential liability. In 2013, two unleaded, fourteen passenger buses were sold at auction. Facilities Administrative services for Beaumont are provided by staff from various City of Beaumont departments with the majority of operations located at the Transit Services yard. All twelve customer service staff and three police records staff throughout the city facilities are trained and well -versed in transit routes and fare structures to help the public with information and sales of fare media. In October 2013, Transit operations moved into Building D at the Civic Center campus located in downtown Beaumont. Moving the operations included more office space, a new phone system, modern facilities with better heating and air conditioning, a larger parking area for the buses with more security, and direct access to all other city departments. A Transit campus camera system was installed with 24/7 monitoring of the bus yard by Beaumont Police Department personnel. This has been a major deterrent to potential vandalism and criminal activity. 10 Beginning in February 2014, the Civic Center is open the first Saturday of the month to accommodate passengers needing to purchase fare media, specifically at the beginning of the month when social services allotments are disbursed. .All customer service type functions, including bus passes, maps and schedules, and general transit information continue to be performed at the following locations with extended service hours at two of the locations: Beaumont Civic Center Hours: Monday through Thursday 8:00 a.m. to 5:00 p.m. Friday 8:00 a.m. to Noon 1st Saturday 9:00 a.m. to 11:00 a.m. Beaumont Police Dept. Hours: Monday through Friday 7:00 .a.m. to 7:00 p.m. Saturday and Sunday 7:00 a.m. to Noon Community Recreation Center Hours: Sunday through Saturday 6:00 a.m. to 8:00 p.m. Responsibility for overall administration of the transit system is provided by the City Resources Director. Maintenance of the vehicles is provided by vehicle mechanics and will remain at the Transit yard. CHAPTER 2 - EXISTING SERVICE AND ROUTE PERFORMANCE Systemwide ridership for FY 2013 was 209,299, a record high for Beaumont Pass Transit and a 14 percent increase from FY 2012. Estimated ridership for FY 2014 is projected at 215,829 riders based on the first three quarters, a projected increase of almost 3 percent from FY 2013. Fried Route Service Beaumont Pass Transit System operates nine fixed routes: Routes 2, 3, 3-2, 4, 7, 7-2, 9, 11, 17. Routes 3, 3-2 & 4 operate on a one -hour headway. Route 2 offers a two-hour headway throughout the commercial areas of Beaumont, Banning, Cabazon, and the Morongo commercial development. Routes 7, 7-2, 9, and 17 offer limited services in the mornings and afternoons. Route 11 offers limited service in the mornings. Route 2 - Beaumont to Cabazon Route 2 currently makes up 18.82 percent of total fixed route ridership with an average monthly passenger trip count of 3106. This route operates on two-hour headway and is complemented by an overlap with Route 1 that reduces headway on 75 percent of the route to one hour. Route 3 - Beaumont High to Wal-Mart via Sundance Route 3 currently makes up 18.14 percent of total fixed route ridership with an average monthly passenger trip count of 2995. This route operates on one -hour headway and serves the residential areas of Beaumont, north of the Interstate 10 (I-10) freeway. An additional bus was added to accommodate for passenger increase during peak times in the morning and late afternoon. 11 Route 4 - Downtown to Wal-Mart Route 4 currently makes up 15.47 percent of total fixed route ridership with an average monthly passenger trip count of 2554. This route operates on one -hour headway and serves downtown Beaumont and the residential areas of the city of Beaumont including a small portion south of I-10. At this time, Route 4 also provides Sunday service, which assists many local residents with transportation to and from religious services. This route interlines with Route 11. Route 7 - Tournament Hills/Fairway Canyon to Cherry Valley Route 7 currently makes up 14.99 percent of total fixed route ridership with an average monthly passenger trip count of 2475. This route operates on half-hour headway between the hours of 6:30 a.m. and 8:00 a.m. and again between the hours of 3:00 p.m. and 5:30 p.m. This route has coordinating time points for passenger transfers with Routes 3, 4, 9, 17, and 25. Route 9 - Seneca Springs to Cherry Valley Route 9 currently makes up 9.61 percent of total fixed route ridership with an average monthly passenger trip count of 1586. This route operates on half-hour headway between the hours of 6:30 a.m. and 8:00 a.m. and again between the hours of 3:00 p.m. and 4:00 p.m. A tripper bus service was added to meet the growing demand of passengers on this route. This route has coordinating time points for passenger transfers with Routes 3, 4, 7 and 17. Route 11- Banning to Cherry Valley Route 11 currently makes up 2.35 percent of total fixed route ridership with an average monthly passenger trip count of 388. This route interlines with Route 4 and operates on three-quarter hour headway between 6:30 a.m. and 7:20 a.m. Route 17 - Tournament Hills/Fairway Canyon to Cherry Valley Route 17 currently makes up 8.45 percent of total fixed route ridership with an average monthly passenger trip count of 1394. This route operates on half-hour headway between the hours of 6:30 a.m. and 8:00 a.m. and again between the hours of 3:00 p.m. and 3:45 p.m. A tripper bus service was added to meet the growing demand of passengers on this route. Route 25 - Downtown Beaumont & 2nd St Marketplace Route 25 currently makes up 10.01 percent of total fixed route ridership with an average monthly passenger trip count of 1651. This route operates on half-hour headway as a "trunk route" offering shuttle -type transportation to local shopping centers. Route 40 - Summer Concert Series Shuttle Route 40 currently makes up .01 percent of total fixed route ridership with an average monthly passenger trip count of 1.4. This route operates on a fifty -minute headway between 4:00 p.m. and 10:00 p.m. every concert Wednesday from July 4d' through August 7d'. This route was created to assist seniors, disabled, and low-income riders by providing them free transportation to the free Summer Concert Series. Commuter Link Service Route 120 Route 120 currently makes up 2.17 percent of total fixed route ridership with an average monthly passenger trip count of 358. We anticipate a continued increase in passenger trips in the coming year. This route operates on one and a half-hour headway as a Commuter Link between the Pass Area and the San Bernardino Metrolink, with stops in Calimesa and the Loma Linda VA Hospital. 12 It will run between the hours of 5:00 a.m. and 7:00 p.m. Time points were created to specifically coincide with the Metrolink trains and transfers to RTA and OmniTrans. Dial -A -Ride Service Dial -A -Ride currently averages 1434 passenger trips per month. Dial -A -Ride operates on a reservation system. Passengers are asked to call at least 24-hours in advance to schedule a pick-up. Key Performance Indicators The Riverside County Transportation Commission 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. Table 8 shows the operating performance indicators adopted in the PIP and this plan's projections for FY 2014/15. Productivity Improvement Efforts Beaumont Pass Transit made a significant effort to improve productivity in the last two fiscal years and will continue to do so in the future, as evident by passenger increase. From FY 09 to FY 13, there has been a 53 percent increase in passenger trips. Such notable improvements include fiscal responsibility, increasing passenger fares to meet increased operational costs for transit services, more efficient data compilation, and combining staffing assignments to reduce personnel overhead. Beaumont is working diligently to increase youth ridership for elementary through college -level students. Effective July 1, 2011, the Beaumont Pass Transit began offering customer service type functions at three locations including: Beaumont Civic Center, Beaumont Police Department, and the Community Recreation Center. With the addition of two locations to serve the needs of the customers and the added benefit of operating hours early in the morning, later in the evening and over the weekend, it is anticipated there will be more effective communication with passengers and hope that Beaumont Transit will continue to grow. In addition to added hours, Beaumont Transit also added a GPS locating system. All passengers can access real-time bus locations through their smart phones, tablets, and home computers. A QR code has also been added to all route maps. This allows passengers to quickly access all route information by scanning the bar code with their smart phone. Route maps are posted at all bus stops/shelters and on the web. Beaumont Transit is currently working with Transportation Management & Design, Inc. on a Comprehensive Operations Analysis. The goal of this project will be to evaluate the current system and develop recommendations for enhanced service efficiency. Phase II of this project has been completed and some of the recommendations have been incorporated into this document. As part of the COA, draft service standards were created and will be formally adopted by Beaumont City Council in June 2014. Major Trip Generators and Projected Growth Major trip destinations include the high school and middle schools, MSJC Pass Campus, commercial areas along Beaumont Avenue, 6th Street, 2nd Street Marketplace, Oak Valley shopping center, Ramsey Street and Highland Springs Avenue; the Super Wal-Mart transfer point; Desert Hills Outlet Malls, Cabazon Outlet Mall, Casino Morongo; Beaver Medical and the Highland Springs medical offices adjacent to the San Gorgonio Memorial Hospital and thrift store; Loma Linda's 13 Highland Springs Medical Center; Riverside County Department of Public Social Services; Banning Mental Health and public health clinic; and H.E.L.P. Beaumont Unified School District eliminated transportation services to both middle schools and the high school forcing students to find alternate transportation. In the past year, mid -day transportation to the elementary schools has been terminated as well. Additionally, two charter schools have moved to Beaumont, creating more need for transportation in the downtown area at peak times. All of the routes that specifically accommodate youth passengers are at or exceeding capacity. Tripper buses have been added where necessary to accommodate the overflow of passengers that travel on certain routes. A second bus was recently added to Routes 3 and 7 to offer more time points and faster service for those passengers. Approximately 60 percent of the total passenger trips are youth passengers, with moderate growth expected in the next year. As part of the comprehensive operations analysis, recommended route changes will be designed and implemented to increase ridership on non -school routes. These changes are anticipated to increase service to major employers such as Stater Brothers, Duraplasdcs, Wal-Mart Supercenter, Lowe's Distribution Plant, Home Depot, Morongo Casino, and the outlet malls. Future warehouse distribution centers are anticipated in the next two years as well as the Mid -County Justice Center opening this summer. Staff will continue to monitor these developments closely and have planned route changes in accordance with work hours. With the addition of Commuter link 120, special efforts were made to market this route to local veterans and enlisted members of our armed services. Beaumont Transit met with the local veteran advocates and preliminary discussions were held with representatives from March Air Reserve Base. Finally, expanded outreach efforts to elementary -aged passengers, senior citizen organizations, schools, and major employers are included in the plan for FY 2015. Equipment, Passenger Amenities and Facility Needs The system's fixed route buses are equipped with passenger -operated bicycle racks. All revenue service vehicles are equipped with wheelchair lifts and tie -down stations. Eight vehicles are equipped with seatbelts. Bus stops in commercial areas are equipped with benches. Kiosks have been installed at all bus stop signs. Waste containers are available at many of the commercial bus stops. Flag down stops are utilized in a few of the residential areas of Beaumont. Currently, Beaumont Transit has bus shelters located at nine of the most utilized stops. A total of eight more shelters will be installed this summer, once the new routes are in place and those most utilized stops are determined. All bus stop amenities were purchased with State Transit Assistance (STA) capital funds. Also purchased were digital security cameras and the necessary viewing equipment for all new buses in the fleet. This project was funded through Prop 1B Security Funds. One bus will be purchased in FY 2014/15 as well as security cameras for the vehicle. This bus will be purchased using Prop 1B funds. A new computer server was purchased with additional hard drive space for the security cameras as the previous server was at capacity and did not have enough room for Beaumont Transit's growing needs. Beaumont Transit changed administrative locations in October 2013. The vehicle maintenance yard is still in operation at the old transportation center location on California Avenue. Improvements 14 were made and continue to be made to Building D behind the Civic Center to allow for transit dispatch to operate in its new location. Additional cameras and a new rolling, electronic gate will be installed for security at the yard. As part of the GPS software roll -out, staff entered into an agreement with the DoubleMap consultant to design a system -wide map to include all routes in the Pass area. Beaumont Transit anticipates completion including printing and distribution once the COA has been finalized and Council approved. At the end of 2010, staff completed training and implementation on Google Transit, with the assistance of RCTC staff. All bus stops and times are accessible via the web on Google Transit. CHAPTER 3 - PLANNED SERVICE CHANGES AND IMPLEMENTATION Recommended Service Changes New Service Routes As we come to the completion of the Comprehensive Operations Analysis, several changes will be made to the existing routes. All service changes will be implemented in conjunction with the City of Banning Pass Transit beginning with the new fiscal year in July 2014. Route 1 The new Route 1 will combine the resources of existing Routes 1 and 2 to create a strong transit corridor along 66/Ramsey Street with a 30-minute service frequency. This corridor is currently served by Routes 1 and 2, which operate at 120-minute frequencies for a combined frequency of 60 minutes. The proposed changes will cut the out -of -vehicle wait time for a bus in half, greatly improving the customer experience. The proposed route will run along Beaumont Avenue, 6th Street, and Ramsey Street, connecting Mountain View Middle School, San Gorgonio Hospital, Wal-Mart, Casino Morongo, the Cabazon Outlet Mall, and key destinations along 66/Ramsey Street. The run time along the proposed alignment is 105 minutes, and the service will operate on 120 minute cycles to allow sufficient time for layover. The service will requite four vehicles in order to operate at 30-minute frequency — two from Beaumont and two from Banning. Weekday service will begin around 5:00 a.m. to facilitate connections with the first SunLine Commuter Link 220 trip, which leaves the Wal-Mart for downtown Riverside at 5:55 a.m. Service will end around 9:00 p.m. to provide service for those returning on the last Commuter Link 220 trip, which arrives at Wal-Mart at 8:01 p.m. and to accommodate shifts at the casino. Weekend service will run from 8:00 a.m. to 6:00 p.m. 15 Route 1 fir di& PASSTRANSIT Proposed Route -- Proposed Route ticlwodt - Diseomtlnued Segment i--i 111 Route 2 Route 2 will be eliminated. Resources from Route 2 will be reinvested into the new Route 1 in order to improve service levels along the 6th/Ramsey Street corridor. Route 3 Weekend service will be added to provide service to Cherry Valley residents. Connections with the new Route 1 will enhance service to county residents. Route 4 Route 4 has been restructured to provide broader service area coverage and reduce route duplicity. The current alignment of Route 4 is very duplicative with existing Route 25 and the proposed alignment for Route 1. The new proposed alignment for Route 4 will continue to serve Three Rings Ranch while providing unique coverage on 8th Street, Brookside Avenue, Pennsylvania Avenue, and Palm Avenue. This new route is scheduled to cycle at a 60-minute frequency all day as a one - directional loop. Alternate route coverage will occur during peak afternoon hours to provide additional coverage for youth passengers in Seneca Springs along Route 9. Route 4 will no longer operate on the weekends. Rouge BANNING r-atet. ejltia. PASSTRANSIT !— Proposed Route - - - School Ripper i—rs, Proposed Route Network jW Discontinued segment os Ing BEAUMONT ;a 1 16 Route 7 All trips after 4:30 p.m. on Route 7 will be eliminated due to low ridership and will follow the Beaumont Unified School District calendar. These minor modifications will save considerable resources. Route 17 All trips before 8:00 a.m. and after 2:45 p.m. will be eliminated. Route 17 will interline with Route 7 in the afternoon and the remaining resources from Route 17 will be reinvested into Route 7 in the morning as the Route 17 alignment is duplicative with Route 7. Route 25 Route 25 will be eliminated. Resources from Route 25 will be reinvested into the new Route 1 as the Route 25 alignment is duplicative with the proposed Route 1. CommuterLink 120 Demand for Commuter Link 120 is expected to grow as the service becomes more well-known. There is currently a four hour gap between service in the afternoon period, and an extra trip will be added during this time without putting pressure on schedule adherence. An early morning stop at the VA Hospital will also be added to allow veterans early access to medical appointments. 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 through the utility, bills, delivering route maps to the library, chamber of commerce, local businesses, and bus shelters. Route maps have also been placed on all of the buses in map holders. Kiosks have been installed at all bus stop signs with current maps and time points included. During school orientation, staff met with students and parents to educate them on their transit options in the Pass Area. Beaumont Transit has been invited back for the coming school year and we look forward to the upcoming events. Due to the increased use of smartphones as a means for accessing information, Beaumont Transit now offers GPS locaters on all buses through a mobile app called DoubleMap. A website has also been set up at Beaumont.doublemap.com for users to access through their web browsers. DoubleMap shows real-time information and GPS coordinates of all routes currently in service. Additionally, users can access route maps and time points to assist in locating routes and service available. QR codes have also been placed on all route maps and can be scanned from any bus stop. This takes you directly to the route maps to allow riders to quickly access timetables and route information. 17 The City of Beaumont website, www.BeaumontCares.com, provides basic Pass Transit route, schedule and fare information. Additionally, a link to Google Transit is on the web page. Transit staff is currently working to make information about routes and services more accessible. Customers can submit comments, complaints, concerns, and suggestions through the city website or at AskBeaumont.org. Beaumont staff participates in regional veteran committees to promote veteran transportation services from the Pass area to the Loma Linda VA hospital. Additionally, a member from VetLink was invited to attend monthly transportation meetings. 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. Participate in the Mt. San Jacinto Jr. College GO -PASS Program to encourage ridership of college students. 4. Enclose flyers with transit information in city utility bills. 5. Meetings will continue with representatives from the local veteran advocate agencies and March Air Reserve Base to increase active and retired military ridership. Budget Impact on Proposed Changes Routes 1 and 3, and CommuterLink 120 will increase total service hours. Additional drivers, fuel and maintenance costs will require additional LTF funding for operating expenses for FY 2015. CHAPTER 4 - FINANCIAL AND CAPITAL PLANS Operating and Capital Budget Beaumont Pass Transit is requesting $1,980,000 in LTF funding for FY 2015, a 12 percent increase over current fiscal year funding. Increased service hours, the addition of two full-time drivers, fuel and maintenance costs, anticipated increase in personnel overhead costs of approximately 10 percent, and annual expenses previously funded through Capital Improvement Project (CIP) funds, dictate the need for the increase. 18 Capital improvement projects in the amount of $1,361,399 as listed in Table 4, are needed to accommodate this growing transit system. To continue to provide service to so many passengers, two new Type 7 buses must be purchased to replace two existing diesel buses with mileage in excess of over 300,000 each. As with the current buses in our fleet, we are requesting new cameras for these buses. Other Capital projects include additional funding for a CNG station. A contractor has been consulted and it was determined that major repairs are necessary to the compression system. Procurement of a new tire changer/lifter to replace the existing, decade old changer is needed. Currently, the mechanics have to lift large tires manually and we are concerned about their health and safety. This will become more of an issue with the purchase of the two Type 7 buses. Finally, campus cameras will be installed at the Transit maintenance yard on California through Prop 1B funding for FY 2014. Vandalism increased in recent months and it is necessary to maintain a safe working environment. 1 Budget Comparison 96 FY2013/14 FY2014/15 Variance $ Increase/ Budget Item SRTP 5RTP Plan Amount decrease Salaries/Benefits $1,271,500 $1,424,080 $152,580 12% Materials/Supplies $125,090 $140,101 $15,011 12% Fuel $281,750 $355,244 $83,494 30% Maintenance $196,100 $219,632 $23,532 12% Other Expenses $45,485 $50,943 $5,458 100% Total 51,919,925 52,200,000 5230,01S 15% Funding Plans to Support Proposed Operating and Capital Program Capital projects are funded through STA funds and Proposition 1B grants for Beaumont. Operating costs are funded through LTF and Farebox Revenues. Regulatory and Compliance Requirements The American with Disabilities Act of 1990 The Dial -A -Ride services provide ADA complementary paratransit service for the fixed route services. The system uses a self -certification process with professional verification. The Pass Area Transit has allowed RTA to certify its ADA passengers and work under the umbrella of RTA's ADA policy as a provider of ADA paratransit. 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 (IBC 1 C Policy) The Pass Transit System operates CNG-powered buses on multiple fixed -routes. The balance of the system's revenue service vehicles are diesel and gasoline -powered. Future vehicle purchases will be in compliance with the RCTC and SCAQMD policies regarding alternative fuel transit vehicles. 19 CNG fueling stations are available in both cities, which will assist with expanded fueling needs and fast fueling capability. State Transit Assistance (STA) Compliance At this time, Beaumont does not utilise STA funding for operating expenses. As such, compliance with the Public Utilities Commission requirement is not applicable. 20 Milli Om GwnileGoer brespaMfae 16yreavt Bus (Motorbus) / Directly Operated Table 1 - Fleet Inventory FY2014/15Short Range Transit Plan City of Beaumont Year Built Mfg. Code Model Code Seating Capacity Lift and Ramp Vehicle Equipped Length Fuel Type Code # of Active Vehicles FY 2013/14 # of Contingency Vehicles FY 2013/14 Life to Date Vehicle Miles Prior Year End FY 2012/13 Life to Date Vehicle Miles through March FY 2013/14 Average Lifetime Miles Per Active Vehicle As Of Year -To -Date (e.g., March) FY 2013/14 2000 BBB CSRE 2000 BBB CSRE 2010 CMD GMC 5500 2008 EBC 2009 EBC 2005 EDN 2011 EDN EDN 2011 EDN EDN 2011 EDN EDN 2011 EDN EDN 2001 GCC 2009 GMC C-5500 2009 STR 2010 STR 30 30 28 14 14 14 30 30 30 30 14 28 28 30 2 2 2 2 2 2 2 2 2 2 2 2 2 2 32 32 32 24 33 33 33 33 24 32 32 32 DF DF GA GA GA GA GA GA GA GA GA CN CN DF 1 1 1 1 1 0 1 1 1 1 1 1 1 1 0 0 0 0 0 0 0 0 0 0 0 0 0 0 327,654 294,025 79,083 211,014 209,100 233,503 60,039 61,231 45,653 25,485 302,133 88,873 78,211 94,569 327,654 294,025 79,083 211,014 209,100 60,039 61,231 45,653 25,485 302,133 88,873 78,211 94,569 Totals: TransTrack Manager"' 5/9/2014 350 28 13 0 2,110,573 162,352 Page 1 of t o r abed TZ£'STT 1796'StiE 0 b 917 ale;ol bTOZ/6/S „,Ja6eue/yIpeususu S89'OT T L8£'i7OT Z68'0£T S89'0TT L8£'ti0T Z68'0£T 0 0 0 T T T d9 b9 VD bZ bZ bZ 0 Z Z 91 91 91 0517-3 P-Io3 0S17-3 P-Io3 09173 Nod a2i3 OTOZ aa3 OTOZ ab3 OTOZ bT/£TOZ Ad (wing `•6•9) a;ea-of-aeeA dO sV 913149A angav Jed se11W awl;a;Il a6eaanV bT/£TOZ Ad yank,' y6nomp sallW a11yaA a;ea o; ain £T/ZTOZ Ad pu3 aeeA aolad salts apiyaA a;ea o; am, bT/£TOZ Ad saplyaA Aoua6ul;uo0 �o # bT/£TOZ Ad saplyaA andpV do # apop adAl lan3 41.6uai paddlnb3 A;pedeD 0114aA duieb &was pue 4.in apop IaPoW apop •6;W a11n9 aeaA pa;eaadp Al;3ama / asuodsab pueuiaa ;uownea9;o A;l� ue/dtisueu athiaw JAWSSTMOZ.Id tiojumui jaw - T aim PINPL049 wswuthmq 449414U441 MN 11111111t Ir Gwrii iv Cady FneprAtios Ccnmesien Table 2 -- City of Beaumont -- SRTP Service Summary FY 2014/15 Short Range Transit Plan All Routes FY 2011/12 Audited FY 2012/13 Audited FY 2013/14 Plan FY 2013/14 3rd Qtr Actual FY 2014/15 Plan Fleet Characteristics Peak -Hour Fleet 13 14 Financial Data 111. Total Operating Expenses $1,448,568 $1,531,019 $1,919,926 $1,499,107 $2,200,000 Total Passenger Fare Revenue $188,568 $195,287 $196,540 $159,323 $220,000 Net Operating Expenses (Subsidies) $1,260,000 $1,335,732 $1,723,386 $1,339,784 $1,980,000 Operating Characteristics Unlinked Passenger Trips 183,176 209,299 211,644 161,872 209,495 Passenger Miles 369,450 418,998 423,506 322,272 1,686,717 Total Actual Vehicle Revenue Hours (a) 16,644.3 20,321.0 20,614.0 16,869.8 22,294.0 Total Actual Vehicle Revenue Miles (b) 251,191.8 319,562.0 319,868.0 294,181.0 426,693.0 Total Actual Vehicle Miles 276,868.8 348,493.0 355,872.0 314,786.0 456,990.0 Performance Characteristics Operating Cost per Revenue Hour $87.03 $75.34 $93.14 $88.86 $98.68 Farebox Recovery Ratio 13.020/0 12.760/0 10.230/0 10.63% 10.00% Subsidy per Passenger $6.88 $6.38 $8.14 $8.28 $9.45 Subsidy per Passenger Mile $3.41 $3.19 $4.07 $4.16 $1.17 Subsidy per Revenue Hour (a) $75.70 $65.73 $83.60 $79.42 $88.81 Subsidy per Revenue Mile (b) $5.02 $4.18 $5.39 $4.55 $4.64 Passenger per Revenue Hour (a) 11.0 10.3 10.3 9.6 9.4 Passenger per Revenue Mile (b) 0.73 0.66 0.66 0.55 0.49 (a) Train Hours for Rail Modes. (b) Car Miles for Rail Modes. TransTrack Manager"" 5/9/2014 Page 1 of 1 NMI mom rr,emdecowe, istesparktice Owatessist Table 2 -- City of Beaumont -- SRTP Service Summary FY 2014/15 Short Range Transit Plan Non -Excluded Routes FY 2011/12 Audited FY 2012/13 Audited FY 2013/14 Plan FY 2013/14 3rd Qtr Actual FY 2014/15 Plan Fleet Characteristics 1110 ilk ti Peak -Hour Fleet 5 6 'Financial Data Total Operating Expenses $1,208,388 $1,258,662 $780,187 $1,499,107 $466,403 Total Passenger Fare Revenue $122,793 $145,617 $85,278 $159,323 $46,640 Net Operating Expenses (Subsidies) $1,085,596 $1,113,046 $694,909 $1,339,784 $419,763 Operating Characteristics Unlinked Passenger Trips 108,007 151,812 91,717 158,654 72,672 Passenger Miles 226,629 309,772 195,644 316,158 454,951 Total Actual Vehicle Revenue Hours (a) 14,071.4 15,613.0 8,584.0 15,129.9 6,018.0 Total Actual Vehicle Revenue Miles (b) 205,731.8 243,349.0 143,295.0 229,082.0 82,429.0 Total Actual Vehicle Miles 215,255.8 259,409.0 158,206.0 246,491.0 93,851.0 Performance Characteristics Operating Cost per Revenue Hour $85.88 $80.62 $90.89 $99.08 $77.50 Farebox Recovery Ratio 10.16% 11.570/0 10.93% 10.63% 9.990/0 Subsidy per Passenger $10.05 $7.33 $7.58 $8.44 $5.78 Subsidy per Passenger Mile $4.79 $3.59 $3.55 $4.24 $0.92 Subsidy per Revenue Hour (a) $77.15 $71.29 $80.95 $88.55 $69.75 Subsidy per Revenue Mile (b) $5.28 $4.57 $4.85 $5.85 $5.09 Passenger per Revenue Hour (a) 7.7 9.7 10.7 10.5 12.1 Passenger per Revenue Mile (b) 0.53 0.62 0.64 0.69 0.88 (a) Train Hours for Rail Modes. (b) Car Miles for Rail Modes. TransTracdr Manager"" 5/9/2014 Page 1 of 111111111lw EivricloGnottlettlavtalititifortailskit Table 2 -- City of Beaumont -- SRTP Service Summary FY 2014/15 Short Range Transit Plan Excluded Routes FY 2011/12 Audited FY 2012/13 Audited FY 2013/14 Plan FY 2013/14 3rd Qtr Actual FY 2014/15 Plan Fleet Characteristics Peak -Hour Fleet 8 8 Financial Data Total Operating Expenses $240,180 $272,357 $1,139,739 $1,733,597 Total Passenger Fare Revenue $65,775 $49,670 $111,262 $173,360 Net Operating Expenses (Subsidies) $174,405 $222,687 $1,028,477 $1,560,237 Operating Characteristics Unlinked Passenger Trips 75,169 57,487 119,927 3,218 136,823 Passenger Miles 142,821 109,225 227,862 6,114 1,231,766 Total Actual Vehicle Revenue Hours (a) 2,572.9 4,708.1 12,030.0 1,739.9 16,276.0 Total Actual Vehicle Revenue Miles (b) 45,460.0 76,213.0 176,573.0 65,099.0 344,264.0 Total Actual Vehicle Miles 61,613.0 89,084.0 197,666.0 68,295.0 363,139.0 Performance Characteristics Operating Cost per Revenue Hour $93.35 $57.85 $94.74 $106.51 Farebox Recovery Ratio 27.39% 18.24% 9.76% 10.000/0 Subsidy per Passenger $2.32 $3.87 $8.58 $11.40 Subsidy per Passenger Mile $1.22 $2.04 $4.51 $1.27 Subsidy per Revenue Hour (a) $67.79 $47.30 $85.49 $95.86 Subsidy per Revenue Mile (b) $3.84 $2.92 $5.82 $4.53 Passenger per Revenue Hour (a) 29.2 12.2 10.0 1.8 8.4 Passenger per Revenue Mile (b) 1.65 0.75 0.68 0.05 0.40 (a) Train Hours for Rail Modes. (b) Car Miles for Rail Modes. T eocrat& Manager"" 5/9/2014 Page 1 of 1 IMO. tverilE rtegrr xzeqmrdcm franstUist Table 2 -- Beaumont -BUS -- SRTP Service Summary FY 2014/15 Short Range Transit Plan All Routes FY 2011/12 Audited FY 2012/13 Audited FY 2013/14 Plan FY 2013/14 3rd Qtr Actual FY 2014/15 Plan Fleet Characteristics Peak -Hour Fleet 11 12 Financial Data Total Operating Expenses $1,124,829 $1,110,371 $1,747,133 $1,131,762 $2,033,796 Total Passenger Fare Revenue $149,435 $167,217 $186,803 $147,160 $203,380 Net Operating Expenses (Subsidies) $975,394 $943,154 $1,560,330 $984,602 $1,830,416 Operating Characteristics Unlinked Passenger Trips 164,390 190,589 192,206 148,964 196,437 Passenger Miles 312,341 362,119 365,192 283,032 1,610,875 Total Actual Vehicle Revenue Hours (a) 12,799.3 17,004.1 17,124.0 14,570.6 20,052.0 Total Actual Vehicle Revenue Miles (b) 205,444.8 275,627.0 273,632.0 262,953.0 395,877.0 Total Actual Vehicle Miles 226,276.8 300,438.0 304,250.0 280,816.0 423,546.0 Performance Characteristics Operating Cost per Revenue Hour $87.88 $65.30 $102.03 $77.67 $101.43 Farebox Recovery Ratio 13.29% 15.060/0 10.69% 13.00% 10.00% Subsidy per Passenger $5.93 $4.95 $8.12 $6.61 $9.32 Subsidy per Passenger Mile $3.12 $2.60 $4.27 $3.48 $1.14 Subsidy per Revenue Hour (a) $76.21 $55.47 $91.12 $67.57 $91.28 Subsidy per Revenue Mile (b) $4.75 $3.42 $5.70 $3.74 $4.62 Passenger per Revenue Hour (a) 12.8 11.2 11.2 10.2 9.8 Passenger per Revenue Mile (b) 0.80 0.69 0.70 0.57 0.50 (a) Train Hours for Rail Modes. (b) Car Miles for Rail Modes. TransTrack Manager"" 5/9/2014 Page 1 of 1 IMOD MN --- �.�I�cmarlmmpaidim iarCstriat Table 2 -- Beaumont-DAR -- SRTP Service Summary FY 2014/15 Short Range Transit Plan All Routes FY 2011/12 Audited FY 2012/13 Audited FY 2013/14 Plan FY 2013/14 3rd Qtr Actual FY 2014/15 Plan Fleet Characteristics Peak -Hour Fleet 2 2 Financial Data r Total Operating Expenses $323,739 $420,648 $172,793 $367,345 $166,204 Total Passenger Fare Revenue $39,133 $28,070 $9,737 $12,163 $16,620 Net Operating Expenses (Subsidies) $284,606 $392,578 $163,056 $355,182 $149,584 Operating Characteristics Unlinked Passenger Trips 18,786 18,710 19,438 12,908 13,058 Passenger Miles 57,109 56,878 58,314 39,240 75,842 Total Actual Vehicle Revenue Hours (a) 3,845.0 3,317.0 3,490.0 7,299.2 2,242.0 Total Actual Vehicle Revenue Miles (b) 45,747.0 43,935.0 46,236.0 31,228.0 30,816.0 Total Actual Vehicle Miles 50,592.0 48,055.0 51,622.0 33,970.0 33,444.0 Performance Characteristics Operating Cost per Revenue Hour $84.20 $126.82 $49.51 $159.77 $74.13 Farebox Recovery Ratio 12.09% 6.67% 5.63% 3.31% 9.99% Subsidy per Passenger $15.15 $20.98 $8.39 $27.52 $11.46 Subsidy per Passenger Mile $4.98 $6.90 $2.80 $9.05 $1.97 Subsidy per Revenue Hour (a) $74.02 $118.35 $46.72 $154.48 $66.72 Subsidy per Revenue Mile (b) $6.22 $8.94 $3.53 $11.37 $4.85 Passenger per Revenue Hour (a) 4.9 5.6 5.6 5.6 5.8 Passenger per Revenue Mile (b) 0.41 0.43 0.42 0.41 0.42 (a) Train Hours for Rail Modes. (b) Car Miles for Rail Modes. TransTract Manager"" 5/9/2014 Page 1 of 1 Beaumont Transit FY 2014/15-FY 2016/17 Short Range Transit Plan Table 2A — Excluded Routes Route # Mode (FR/DR) Service Type (DO/CO) Route Description Date of Implementation Exemption End Date 1 FR DO Beaumont to Cabazon, Trunk Route July, 2014 July, 2017 3 FR DO Wal-Mart shopping center, Sundance, BHS August, 2012 August, 2015 4 FR DO Wal-Mart shopping center, Hospital, 6th, Beaumont Ave, Pennsylvania, Sports Park, Three Rings Ranch July, 2014 July, 2017 7 FR DO Oak Valley Pkwy, Palmer, Cherry Valley, Brookside, Beaumont Ave, Stetson Community July, 2014 July, 2017 120 FR DO CommuterLink from Beaumont to San Bernardino with stops Calimesa and Loma Linda July, 2013 July, 2016 Note: Excluded routes are new routes or new service extensions that are eligible for exemption from the farebox recovery requirements. tie i eaw bTOZ/6/S wielleuem apausut TL 000'086'T$ 000'OZZ$ OOO'OOZ'Z$ 0'066'956 O'£69'9Z4 O'L1,9'1,Z 0166Z'ZZ LIL'9891 S61/60Z bT sle;oy aapinoad apuuas 69S'61,1$ OZ9'93 60Z'99T$ O'bbdE£ O'9T8'0£ O'bZS'Z O'Zi,Z'Z Z68'SL 850'ET Z le101 ING-V39 EZT'LE$ SZT14 9bZ'Tb$ OTOE'S 0 M'S' 01b69 O'8I6 005'06 LZO'6I i lelol 6-V39 Talon SLE'ZZ$ 96L'EZZ$ O'EZO'Sb O'8ZCI,E O'bSWZ 0'66L'T Z80'LSZ 6Z1/96 E poi L-V39 666'6EZ$ 509'9Z$ 1,S0'99Z$ O'9ES'ES 076L'ZS 0'4£01b O'ZL6'E T00'£bT 849'0E T lelal 1,-V39 OL6'STZ$ L66'EZ$ L96'6EZ$ O'L8Z`86 O'SLL'Zb O'bE£'E O'9ET'E SOS'ZDZ 9E6'SE Z 14)1 E-V39 S90'ET$ ZSb'T$ LTS$I$ O'TZ6`Z O'S90'Z O'89T O'OZT £68'1,0Z Li,E'£ T poi LT-V39 T8Z'L01,$ ESZ'Sb$ bES'ZSb$ O'09£'SOT O'L89'OOT O'ETZ'£ O'T69'Z 69eTOE TLZ'b T lelol OZT-V39 980'LT$ 868'3 b8618T$ O'0Z8'E O'II£'E O'SBZ O'ZZZ 1,01'91, TS9'1, I lelol TT-V39 TL0'669$ SL9'LL$ 917e9LL$ O'66Z'9ST 076E1,ST O'T1,6'L O'bbL'L TZS'SZ£ 8ZT'ZS Z poi T-V39 Aplsgns anuanay ;sop ;aN aa6uassed 6uneaadO sallW le3oy sallW anuanay sanoH smou sallW le;oy anuanay aa6uassed saafivassed salolgap dead adAy AEO # a;now sluauaan3 e;eO saanob Intl ST/VIOZ Jl� z -- luotunea9 jo AID SZi4Sne-N 04110a/ d1215 - £ a/9a1 ��mon 111111111 Z10 I eQed nromis ..JaOeae/V ]peusueu 60'0 b'6 09'0$ T2'88$ LT'T$ Sb'6$ %00'OT 05'0T$ 9T'S$ 89'86$ mem. aepinoad a31n.1as Z0'0 8'S SB'b$ ZL'99$ L6'T$ WITS %66'6 EL'ZT$ 6£'S$ £I'bL$ 1e401 21V0-V39 bb'£ 5'Sb ZL'9$ 18'88$ Tb'O$ S61$ %WOT LT'Z$ 94'L$ 89'86$ lelol 6-V39 S£'T 5'9Z Lin$ ET'STT$ 8L'0$ bE'b$ % 00'0T Z8'0$ ZS'9$ £6'LZT$ lelol L-V39 8S'0 Ls 1,5'b$ 8Z'09$ L91$ TB'L$ %66'6 8913$ b0'S$ 86'99$ 1ea01 b-V38 1,8'0 S'TT SO'S$ L8'89$ 68'0$ TO'9$ %00'0I 89'94 I9'S$ ZS'9L$ 1e101 £-V39 Z9'T 6'a EE'9$ 88'803 90'0$ 06'£$ %OM b£'b$ ma 86'0ZT$ Ip101 LT-V39 40'0 9'T SO'b$ S£'TST$ S£'T$ 9£'S6$ % 66'6 96'SOI$ 6b'b$ LI'891$ Neu OZT-V39 Ob'I 0'TZ 9T'S$ 96'9L$ LE'0$ L9'£$ %66'6 90'b$ EtS$ TS'S9$ Ie701 TI-V39 1,£'0 L'9 ES'b$ LZ'06$ ST'Z$ we% %00'0I 06'1,1$ EO'S$ 0£'00T$ ploy T-V38 apW aad moH aad apW meH al!W aa6uassed °ilea aa6uassed anuanaa saa6uassed saa6uassed anuanaa anuanaa aa6uassed aad Aplsgns /1.19n00011 aad lsoD aadlso3 aad Aplsgns aad Aplsgns aad Appgns xogaae3 6uaeaad0 anoH anuanaa adAl Ae0 # wolf aad pea 6uaeaad0 sao;ealpuI aaueu aoped sa;nob IIV ST/tiTOZ Ad Z--;uownea8;o AID sags! eis a;nou duals - E a/9eu Table 3A — Individual Route Descriptions Line Route Description Areas/Sites Serviced 1 Downtown Beaumont to Wal-Mart shopping center west to Beaumont then east to Cabazon via 6th Street/Ramsey St. 2nd Street Marketplace shopping center and transfer point to RTA, San Gorgonio hospital, Beaumont Civic Center, banks, downtown Beaumont, Stater Bros./Walgreens shopping center, Orchard Park Apartments, Sports Park, shopping/restaurants along 6th Street, Mt. View Middle school, Beaver Medical Clinic, DPSS, Banning City Hall, Desert Hills outlet mall, Cabazon Outlet Mall, and Morongo Resort Casino 3 Wal-Mart shopping center then north through Sundance community to Beaumont High School with immediate return via the same route 2nd Street Marketplace shopping center and transfer to RTA, San Gorgonio hospital, Sundance elementary, Sundance Community, Orchard Park Apartments, Mt. View and San Gorgonio middle schools, Sports Park, Cherry Valley, and Beaumont High School 4 Wal-Mart shopping center then north to hospital, west via 6th Street then north on Palm Ave to Sports Park 2nd Street Marketplace shopping center and transfer point to RTA, San Gorgonio hospital, Beaumont Civic Center, banks, downtown Beaumont, library, Stater Bros./Walgreens shopping center, Orchard Park Apartments, Sports Park, shopping/restaurants along 6th Street and Beaumont Ave, Mt. View and San Gorgonio middle schools, and various apartment complexes 7 Oak Valley Parkway, Palmer, Cherry Valley Blvd, Brookside, Champions, Desert Lawn, Beaumont Ave, Cougar Way, Oak Valley Parkway and repeat loop. Fairway Canyon, Tournament Hills, Beaumont High, Mt. View Middle School, San Gorgonio Middle school, Oak Valley Greens, Oak Valley Shopping Center, Stetson community, and Cherry Valley 9 WalMart shopping center to Seneca Springs, north on Pennsylvania to Palm Ave. and continuing north on Beaumont Ave. WalMart and 2nd Street Marketplace, Seneca Springs community, Four Seasons Active Retirement community, Loma Linda Medical Center, San Gorgonio Middle School, Oak Valley Shopping Center, Mt. View Middle School, and Beaumont High School 11 Banning Midway west via 6th Street to downtown and north to high school Banning Midway, San Gorgonio Hospital, Noble Creek Apts., Civic Center, Three Rings Ranch, Oak Valley Community, Cherry Valley, Beaumont High School, Mt. View Middle School 17 Cherry Valley Blvd, Champions, Desert Lawn, Brookside, Beaumont Ave, Cougar Way, Cherry Ave. Fairway Canyon, Tournament Hills, Brookside Elementary, Beaumont High School, Mt. View Middle School, and Chatigny Center. 40 Xenia, 6`h, 8th, California, Wellwood, Elm, Three Rings Ranch, Brookside Lane, Beaumont Ave, Cougar, Cherry Valley Blvd, Noble, Vineland, Palm, Pennsylvania, 10`h, Palm, Stewart Park, and repeat loop. Noble Creek Apartments, Downtown Beaumont, Food-4-Less, Stater Brothers, Civic Center, Beaumont Library, New Hope, Three Rings Ranch, Orchard Park Apartments, Beaumont High, Cherry Valley Market, Chatigny Rec Center, Stewart Park and back. 120 Wal-Mart to San Bernardino Metrolink Commuter Link with direct service from Wal- Mart to San Bernadino Metrolink and back. six•palsenbaa spund 44/£40Z Ad to /vewwnS 4LOZ/ZZ/$ Pasinab 0$ 000`OZZ$ 0$ VZL`86$ 0$ 9L9`Zt7£` 1.$ 000`086` 6$ 66£` 1.99`£$ 1E10E0 v 6ugwedp :IElol 0$ 0$ 0$ 4ZL'83 0$ 9L9'ZbE'3 0$ 66£'1.9£`3 pude° :Iqoa9ns 4Z2'84$ 4ZL'84$ 90-94 Ad :d0S13 8L dad 44/£L Ad) seJaweo sndweo 9L9`9$ 9L9'9$ 40-54 Ad vipa6uego wil 000'00£$ 000'00£$ £0-94Ad sluawenadwl uowlS JNo 000'9£$ 000'9£$ Z0-94 Ad 40-gLAd Jo; swalsAs eJeweo I(lunoas Z 000'000' 4$ 000'000' 4$ 40-44 Ad uolsuedxaguawaoeidaJ Jo} sasnq L adAl Z 0$ 000`OZZ$ 0$ 0$ 0$ 0$ 000'086'3 000`0C/en 5uReJadp :Ielowns 000'0ZZ$ 000'086'4$ 000'00Z'Z$ sasuadx3 6ulleJad0 (z) Jag40 xo8 aced y ansealnl Alunoes 8 L. doad (VDSlWld) 8 L. dad d1S d11 spund }o lunowy lelol (L) JagwnN loafom lepdeo uogdposaQ pa[wd 91./171.0Z-AJ aol palsanba?A spund ;o Anununs - amei ueld llsueal a6ue i'Joys palsanbaH spund to iCiewwns 5L/4L0Z Ad luownea8 10 40 SRTP FY 14-15 Table 4 — Capital Project Justification PROJECT NUMBER FY 15-01 PROJECT NAME Procure 2 Type VII buses PROJECT DESCRIPTION 2 Type VII buses are planned to be procured for replacement/expansion PROJECT JUSTIFICATION This type of bus is needed for utilizing on routes. PROJECT FUNDING SOURCES (REQUESTED) STA Funds $1,000,000.00 PRIOR YEAR PROJECTS OF A SIMILAR NATURE WITH UNEXPENDED BALANCE — OR PROJECTS APPROVED BUT NOT YET ORDERED — INCLUDE FTA GRANT NUMBER AND RCTC'S CAPITAL GRANT NUMBER None PROJECT NUMBER FY 15-02 PROJECT NAME 2 Security Camera Systems for FY 15-01 PROJECT DESCRIPTION Security Cameras to be installed in new buses. PROJECT JUSTIFICATION There is currently no security in case of vandalism or theft. PROJECT FUNDING SOURCES (REQUESTED) STA Funds $ 36,000 PRIOR YEAR PROJECTS OF A SIMILAR NATURE WITH UNEXPENDED BALANCE — OR PROJECTS APPROVED BUT NOT YET ORDERED — INCLUDE FTA GRANT NUMBER AND RCTC'S CAPITAL GRANT NUMBER None. PROJECT NUMBER FY 15-03 PROJECT NAME CNG Station Improvements PROJECT DESCRIPTION Ongoing negotiations with a confidential seller. PROJECT JUSTIFICATION CNG station needs equipment upgrades. PROJECT FUNDING SOURCES (REQUESTED) STA Funds $300,000 PRIOR YEAR PROJECTS OF A SIMILAR NATURE WITH UNEXPENDED BALANCE — OR PROJECTS APPROVED BUT NOT YET ORDERED — INCLUDE FTA GRANT NUMBER AND RCTC'S CAPITAL GRANT NUMBER The City of Beaumont requested STA funds under the FY 13/14 SRTP to acquire a local CNG station, however, during negotiations, it was determined that the CNG station is in extremely faulty condition and more funding is required to make necessary repairs once acquired. PROJECT NUMBER FY 15-04 PROJECT NAME Tire Changer/Lift PROJECT DESCRIPTION To procure a wheel lift system for use on tire changes. PROJECT JUSTIFICATION Currently the mechanics are having to lift large tires manually and are concerned about their health and safety. PROJECT FUNDING SOURCES (REQUESTED) STA Funds $6,675 PRIOR YEAR PROJECTS OF A SIMILAR NATURE WITH UNEXPENDED BALANCE — OR PROJECTS APPROVED BUT NOT YET ORDERED — INCLUDE FTA GRANT NUMBER AND RCTC'S CAPITAL GRANT NUMBER None PROJECT NUMBER FY 15-05 PROJECT NAME Campus Cameras PROJECT DESCRIPTION Security cameras are to be placed at the transit mechanic yard. PROJECT JUSTIFICATION The City currently does not have cameras at this location and due to recent theft it has become necessary to be able to monitor this location after hours. PROJECT FUNDING SOURCES (REQUESTED) Prop 1B Security Funds CTSGP FY 13/14- $18,724 PRIOR YEAR PROJECTS OF A SIMILAR NATURE WITH UNEXPENDED BALANCE — OR PROJECTS APPROVED BUT NOT YET ORDERED — INCLUDE FTA GRANT NUMBER AND RCTC'S CAPITAL GRANT NUMBER The City of Beaumont requested funding in previous SRTP cycles for campus security funds. These funds were used to install cameras at the new Building D transit department location. The transit department still has their maintenance yard located at the old transit lot. They maintenance yard needs cameras and was not covered in the previous project. City of Beaumont FY 2015/16 Summary of Funds Requested Short Range Transit Plan Table 5.1 - Summary of Funds Requested for FY 2015/16 Project Description Capital Project Number (1) Total Amount of Funds LTF STA Prop 1 B (PTMISEA) Prop 1 B Security Measure A Fare Box Other "' Operating Expenses $2,266,000 $2,039,400 $226,600 Subtotal: Operating $2,266,000 $2,039,400 $0 $0 $0 $0 $226,600 $0 2 Type 7 buses for expansion/replacement Security Cameras FY16-01 FY 16-02 $1,000,000 $36,000 $1,000,000 $36,000 Subtotal: Capital $1,036,000 $0 $1,036,000 $0 $0 $0 $0 $0 Total: Operating & Capital $2,072,000 $2,039,400 $1,036,000 $0 $0 $0 $226,600 $0 Revised 5/22/2014 Summary of FY 2014/15 Funds Requested.xls SRTP FY 15-16 Table 5.1A — Capital Project Justification PROJECT NUMBER FY 16-01 PROJECT NAME Procure 2 Type VII buses PROJECT DESCRIPTION 2 Type VII buses are planned to be procured for replacement/expansion PROJECT JUSTIFICATION This type of bus is needed for utilizing on routes. PROJECT FUNDING SOURCES (REQUESTED) STA Funds $1,000,000.00 PRIOR YEAR PROJECTS OF A SIMILAR NATURE WITH UNEXPENDED BALANCE — OR PROJECTS APPROVED BUT NOT YET ORDERED — INCLUDE FTA GRANT NUMBER AND RCTC'S CAPITAL GRANT NUMBER None PROJECT NUMBER FY 16-02 PROJECT NAME 2 Security Camera Systems for FY 16-01 PROJECT DESCRIPTION Security Cameras to be installed in new buses. PROJECT JUSTIFICATION There is currently no security in case of vandalism or theft. PROJECT FUNDING SOURCES (REQUESTED) STA Funds $ 36,000 PRIOR YEAR PROJECTS OF A SIMILAR NATURE WITH UNEXPENDED BALANCE — OR PROJECTS APPROVED BUT NOT YET ORDERED — INCLUDE FTA GRANT NUMBER AND RCTC'S CAPITAL GRANT NUMBER None. City of Beaumont FY 2016/17 Summary of Funds Requested Short Range Transit Plan Table 5.2 - Summary of Funds Requested for FY 2016/17 Project Description Capital Project Number (1) Total Amount of Funds LTF STA Prop 1B (PTMISEA) Prop 1B Security Measure A Fare Box Other (21 Operating Expenses $2.333,980 $2,100,582 $233,398 Subtotal: Operating $2,333,980 $2,100,582 $0 $0 $0 $0 $233,398 $0 2 Type 7 buses for expansion/replacement Security Cameras FY17-01 FY 17-02 $1,000,000 $36,000 $1,000,000 $36,000 Subtotal: Capital $1,036,000 $0 $1,036,000 $0 $0 $0 $0 $0 Total: Operating & Capital $3,369,980 $2,100,582 $1,036,000 $0 $0 $0 $233,398 $0 Revised 5/22/2014 Summary of FY 2014/15 Funds Requested.xls SRTP FY 16-17 Table 5.2A — Capital Project Justification PROJECT NUMBER FY 17-01 PROJECT NAME Procure 2 Type VII buses PROJECT DESCRIPTION 2 Type VII buses are planned to be procured for replacement/expansion PROJECT JUSTIFICATION This type of bus is needed for utilizing on routes. PROJECT FUNDING SOURCES (REQUESTED) $1,000,000.00 STA Funds PRIOR YEAR PROJECTS OF A SIMILAR NATURE WITH UNEXPENDED BALANCE — OR PROJECTS APPROVED BUT NOT YET ORDERED — INCLUDE FTA GRANT NUMBER AND RCTC'S CAPITAL GRANT NUMBER None PROJECT NUMBER FY 17-02 PROJECT NAME 2 Security Camera Systems for FY 16-01 PROJECT DESCRIPTION Security Cameras to be installed in new buses. PROJECT JUSTIFICATION There is currently no security in case of vandalism or theft. PROJECT FUNDING SOURCES (REQUESTED) STA Funds $ 36,000 PRIOR YEAR PROJECTS OF A SIMILAR NATURE WITH UNEXPENDED BALANCE — OR PROJECTS APPROVED BUT NOT YET ORDERED — INCLUDE FTA GRANT NUMBER AND RCTC' S CAPITAL GRANT NUMBER None. City of Beaumont Transit System SRTP 14-15 TABLE 6 — PROGRESS TO IMPLEMENT TRIENNIAL PERFORMANCE AUDIT Audit Recommendations (Covering FY 2009/10-2011/12 Action(s) Taken And Results (1) Ensure the timely completion and submittal of the annual State Controller Transit Operators Financial Transactions Reports. With the additional office staff added to Transit last fiscal year, procedures have been implemented to prevent further delays in completion of these important documents. (1) If no action taken, provide schedule for implementation or explanation of why the recommendation is no longer relevant. MIN I■.... linc turfy h¢spxtNim tnmrm_s'rn Table 7 -- Service Provider Performance Targets Report FY 2013/14 Short Range Transit Plan Review City of Beaumont Data Elements FY 2013/14 Plan FY 2013/14 Target FY 2013/14 Year to Date Through 3rd Quarter Year to Date Performance Scorecard Unlinked Passenger Trips 211,644 Passenger Miles 423,506 Total Actual Vehicle Revenue Hours 20,614.0 Total Actual Vehicle Revenue Miles 319,868.0 Total Actual Vehicle Miles 355,872.0 Total Operating Expenses $1,919,926 Total Passenger Fare Revenue $196,540 Net Operating Expenses $1,723,386 Performance Indicators Mandatory: 1. Farebox Recovery Ratio I 10.230/0I >= 10.00% I 10.63%1 Meets Target Discretionary: 1. Operating Cost Per Revenue Hour $93.14 <= $78.73 $88.86 Fails to Meet Target 2. Subsidy Per Passenger $8.14 >= $5.03 and <= $6.81 $8.28 Fails to Meet Target 3. Subsidy Per Passenger Mile $4.07 >= $2.51 and <= $3.39 $4.16 Fails to Meet Target 4. Subsidy Per Hour $83.60 >= $51.33 and <= $69.45 $79.42 Fails to Meet Target 5. Subsidy Per Mile $5.39 >= $3.28 and <= $4.44 $4.55 Fails to Meet Target 6. Passengers Per Revenue Hour 10.30 >= 8.67 and <= 11.73 9.60 Meets Target 7. Passengers Per Revenue Mile 0.66 >= 0.55 and <= 0.75 0.55 Meets Target Note: Must meet at least 4 out of 7 Discretionary Performance Indicators Productivity Performance Summary: Service Provider Comments: i TransTrack Manager" 5/22/2014 Page 1 of 1 NMI- &wilt Cook frmxpaduim fare FY 2014/15 - Table 8 -- SRTP Performance Report Service Provider. City of Beaumont All Routes Performance Indicators FY 2012/13 End of Year Actual FY 2013/14 3rd Quarter Year -to -Date FY 2014/15 plan FY 2014/15 Target Plan Performance Scorecard (a) Passengers 209,299 161,872 209,495 None Passenger Miles 418,998 322,272 1,686,717 None Revenue Hours 20,321.0 16,869.8 22,294.0 None Total Hours 22,654.8 18,581.0 24,647.0 None Revenue Miles 319,562.0 294,181.0 426,693.0 None Total Miles 348,493.0 314,786.0 456,990.0 None Operating Costs $1,531,019 $1,499,107 $2,200,000 None Passenger Revenue $195,287 $159,323 $220,000 None Operating Subsidy $1,335,732 $1,339,784 $1,980,000 None Operating Costs Per Revenue Hour $75.34 $88.86 $98.68 <= $90.50 Fails to Meet Target Operating Cost Per Revenue Mile $4.79 $5.10 $5.16 None Operating Costs Per Passenger $7.32 $9.26 $10.50 None Farebox Recovery Ratio 12.76% 10.63% 10.000/0 >= 10.0% Meets Target Subsidy Per Passenger $6.38 $8.28 $9.45 >= $7.04 and <= $9.52 Meets Target Subsidy Per Passenger Mile $3.19 $4.16 $1.17 >= $3.54 and <= $4.78 Better Than Target Subsidy Per Revenue Hour $65.73 $79.42 $88.81 >= $67.51 and <= $91.33 Meets Target Subsidy Per Revenue Mile $4.18 $4.55 $4.64 >= $3.87 and <= $5.23 Meets Target Passengers Per Revenue Hour 10.30 9.60 9.40 >= 8.16 and <= 11.04 Meets Target Passengers Per Revenue Mile 0.66 0.55 0.49 >= 0.47 and <= 0.63 Meets Target a) The Plan Performance Scorecard column is the result of comparing the FY 2014/15 Plan to the FY 2014/15 Primary Target. TransTrack Manager'"' 5/9/2014 Page 1 of Table 9 HIGHLIGHTS OF SHORT RANGE TRANSIT PLAN • Finalize a Comprehensive Operations Analysis in conjunction with the City of Banning, RTA and Sunline. • Implement recommendations from the COA to increase service and improve customer service. • Increase bus service on current routes by adding additional buses at peak times. • Increase service regionally to San Bernardino County. • Coordinate Tenant Improvements on existing Transit office. • Install more bus shelters and bus benches throughout service area to improve and enhance service provided with the city of Beaumont. • Expand outreach efforts to senior citizen organizations, schools and major employers. • Expand outreach efforts to veterans and active service members. • Finalize and print a system -wide map showing all Beaumont and Banning routes. • Continue to work with the City of Banning to improve coordination of routes, schedules, passenger amenities, and fares to ensure that Pass Transit is seamless and simple to use by Pass Area residents. Operating and Financial Data FY 10/11 Audited FY 11/12 Audited FY 12/13 Audited FY 13/14 Estimated FY 14/15 Planned Systemwide Ridership 169,665 183,176 209,299 215,832 209,495 Operating Costs per Revenue Hour $77.78 $87.03 $75.34 $88.86 $98.68 Table 9B—Fare Revenue Calculation (consistent with Commission Recovery Policy) Revenue Source Included in Farebox Calculation Actual Amount from FY 2012/13 Audit FY 13/14 (Estimate) FY 14/15 (Plan) 1. Passenger Fares 195,287 212,431 220,000 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. Cal PERS CERBT 12. Fare Revenue from Exempt Routes 13.Other Revenues TOTAL REVENUE for Farebox Calculation (1-13) 195,287 212,431 220,000 TOTAL OPERATING EXPENSES for Farebox Calculation 1,531,019 1,998,809 2,200,000 FAREBOX RECOVERY RATIO 13% 11% 10% Table of Contents Chapter 1 — System Overview Page 1.0 Introduction 1 1.1 Description of Service Area 1 1.2 Population Profile and Demographic Projections 4 1.3 Fixed Route Transit Services and Paratransit Service 5 1.4 Current Fare Structure and Proposed Fare Structure 7 1.5 Revenue Fleet 8 1.6 Existing Facility/Planned Facilities 8 Chapter 2 — Existing Service and Route Performance 2.1 Fixed Route Service — Route by Route Analysis 8 2.2 Dial -A -Ride Service — System Performance 10 2.3 Key Performance Indicators 10 2.4 Productivity Improvement Efforts 11 2.5 Major Trip Generators and Projected Growth 12 2.6 Equipment, Passenger Amenities and Facility Needs 12 Chapter 3 — Planned Service Changes and Implementation 3.1 Recent Service Changes 13 3.2 Recommended Local & Express Route 13 3.3 Marketing Plans and Promotions 14 3.4 Budget Impact and Proposed Changes 14 Chapter 4 — Financial and Capital Plans 4.1 Operating and Capital Budget 16 4.2 Funding Plans to Support Proposed Operating and Capital Program 17 4.3 Regulatory and Compliance Requirements 17 Table 1 — Fleet Inventory 19 Table 2 — Service Summary 21 Table 3 — Route Statistics 24 Table 3A — Individual Route Descriptions and Area Served 26 Table 4 — Summary of Funds Requested for FY 2014/15 27 Table 5.1 — Summary of Funds Requested for FY 2015/16 30 Table 5.2 — Summary of Funds Requested for FY 2016/17 32 Table 6 — Progress Implementing Triennial Performance Audit Recommendations 34 Table 7 — Service Provider Performance Targets FY 2013/14 35 Table 8 — Performance Report FY 2014/15 36 Table 9 — City of Corona Transit Service Highlights FY 2014/15 37 Table 9A — Operating and Financial Data 37 Table 9B — Fare Revenue Calculation 38 Chapter 1 — System Overview 1.0 Introduction The Short Range Transit Plan (SRTP) sets the objectives and strategies for fiscal year (FY) 2014/15 for the City of Corona Transit Service (CCTS) by evaluating current transit system performance, projected demographic changes, operating and capital funding needs, anticipated funding from federal, state and local sources, and other factors to create a reasonable projection of conditions over the next three years (FY 2014/15 — 2016/17). 1.1 Description of Service Area The CCTS operates a general public, demand response Dial -A -Ride (DAR) and fixed route dubbed the `Corona Cruiser.' DAR service commenced in 1977 and provides curb -to -curb service throughout the City of Corona and neighboring county areas of Coronita, El Cerrito and Home Gardens as well as satellite locations in the City of Norco (Department of Motor Vehicles, Department of Public Social Services and Norco College). The complementary paratransit Dial -A - Ride service area extends beyond city limits to ensure compliance with the Americans with Disabilities Act (ADA) 3/4 mile corridor from a Corona Cruiser fixed route. Door-to-door service is available upon request for Dial -A -Ride riders certified under the ADA. Corona Cruiser fixed route began operating in 2001 and serves the city -center as well as commercial, retail, and residential areas on the eastern and southern portion of the city. 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(Aw0) saloWA lopinj waLuVeda0 . (Oa!) 0601100 oo1oN . saoons le!ooS g 3!Ignd to waLuVedad . ooJON ue sa/hales solund/slu!Od al!IlaleS oaioN S1NIOd 3111131VS ® N31N �°no33xlCw �o 133L13 N1V 331 3D3110000110N Ell N31N30 11SNVL1 VNON00 l ANV8S11 3S NOIN3s 3b N31N30 V NOI1tl1111SVH3N 1VN01033 100HOS VNON00 H 1V11dSON ri NN110313N IOOHOS HOIH 31V103NN31N1 d 301N 8 NNVd 301ddO 1SOd NNVd V3tIV 301A213S 30121-V-1V10 VN02103 301s1n0 21001L12103 3111A1 4/E 3N113n113 213S1n210 VN02100NI= 3N11 0321213310210 VN02103 31111 0311213310213 VN02103 SOotll SOa 01301A213S AVaan1VS 331A213S dO SV321V A1Nn00 ANVON1108 VN02103 dO A110 . SN011V001 3111131VS 03L10N 11VH A113 8 3031100 00110N Ol af:ma-v-1m :SNOLLVN11S3C1 atha-`d-ivia `dNOUO3 aN393-I w 3oxvao of silty/®/ 11t3 / If30IA6./3 V'NO2/( 0 AlIJ 31J21IJ 3Hl 6COOH6 jo Ain 1.2 Population Profile and Demographic Projections The CCTS serves a diverse population of 153,644 residents. The city encompasses 39 square miles. That diversity is reflected in the table below. City Population and Diversity Demographic Population Est. Percent Race Hispanic Total population 153,644 100% One race 147,084 96% Two or more races 6,560 4% One race 147,084 96% White 104,664 68% Black or African American 7,825 5% American Indian and Alaska Native 1,596 1% Asian 15,012 10% Native Hawaiian and Other Pacific Islander 1,356 1% Some other race 16,631 11% Two or more races 6,560 4% White and Black or African American 757 0.5% White and American Indian and Alaska Native 679 0.4% White and Asian 1,282 0.8% Black or African American and American Indian and Alaska Native 66 0.04% or Latino and Race Total population 153,644 100% Hispanic or Latino (of any race) 66,740 43% Mexican 58,691 38% Puerto Rican 987 1% Cuban 767 0.5% Other Hispanic or Latino 6,295 4% Not Hispanic or Latino 86,904 57% White alone 59,012 38% Black or African American along 7,323 5% American Indian and Alaska Native alone 414 0.3% Asian along 14,764 10% Native Hawaiian and Other Pacific Islander alone 1,349 1% Some other race alone 512 0.3% Two or more races 3,530 2% Source: U.S. Census Bureau, 2008-2012, American Community Survey 4 The table below lists passenger characteristics for Dial -A -Ride and Cruiser service. Passenger characteristic estimates are based on derived data compiled over the first nine months of FY 2013/14. Passenger Characteristics Dial -A -Ride Corona Cruiser Seniors / Persons with Disabilities 81% General Public 33% General Public 13% Seniors / Persons with Disabilities 30% Metrolink Transfers 3% Students 26% Personal Care Attendants 2% RTA Transfers 6% Children 1% Children 3% Metrolink Transfers 2% 1.3 Fixed Route Transit Services and Paratransit Service System -wide passenger trips in FY 2012/13 totaled 228,689. This represents a six percent increase from the previous year's ridership of 215,068. Using passenger trips from the first nine months of FY 2013/14 as a basis for estimating, passenger trips should increase by four percent over FY 2012/13. Passenger trips are projected to grow slightly in FY 2014/15 (one percent). Corona Cruiser — Blue and Red Lines The Blue Line serves the McKinley Street retail area then travels on to Magnolia Avenue and Main Street to the River Road area. This route passes by many trip generators such as hospitals, medical facilities, public service agencies, library, civic center, and commercial/retail areas. This route also serves the unincorporated area of Home Gardens. The Red Line connects the residential areas of central Corona with commercial areas along Sixth Street and the Ontario Avenue/California Avenue retail area. The Red Line also covers South Corona along Ontario Avenue/Temescal Canyon Road to serve the county area of El Cerrito and The Crossings shopping complex at Cajalco Road/Temescal Canyon Road and The Shops at Dos Lagos on Saturdays. The Cruiser schedule is: Blue Line Red Line Monday — Friday 6:42 a.m. — 7:09 p.m. 6:50 a.m. — 7:05 p.m. Saturday 8:52 a.m. — 3:50 p.m. 9:00 a.m. — 5:08 p.m. Sunday no service no service The Cruiser does not operate on the following holidays: New Year's Day; Memorial Day; Independence Day; Labor Day; Thanksgiving Day; and Christmas Day. Cruiser ridership totaled 163,054 during FY 2012/13. Using ridership from the first nine months of FY 2013/14 as a basis for estimating year-end ridership, ridership should increase by four percent over FY 2012/13. Ridership is projected to increase slightly in FY 2014/15 (one percent). 5 The Cruiser serves the Corona Transit Center, owned and operated by the Riverside Transit Agency (RTA). The Corona Transit Center provides a safe and efficient transfer point between local and regional bus lines as well as regional commuter trains serving Los Angeles, Orange, Riverside and San Bernardino counties. Trains are accessible via a pedestrian bridge to the adjacent North Main Corona Metrolink commuter rail station. To incentivize multimodal transportation, valid Metrolink pass -holders ride at no charge on Cruiser Blue and Red Lines to and from the Corona Transit Center. The CCTS and RTA have a reciprocal agreement that allows valid pass -holders a no cost, one way transfer between the Cruiser and RTA buses at bus stops served by both Cruiser and RTA routes 1 and 3 buses. Transfers between bus systems are an effective way to promote public transit as a low cost, eco-friendly and stress -free alternative to automobile trips. [I��lll �V METROLINK Corona Dial -A -Ride CQR 4N.4 CRUISER A14arelde Trends Agency Dial -A -Ride provides service to the general public, seniors, persons with disabilities, and individuals certified for complementary paratransit service under the Americans with Disabilities Act (ADA). Reservations can be made from one to fourteen days in advance; however, same day service may be accommodated if space is available. Dial -A -Ride provides curb -to -curb service throughout the City of Corona and neighboring county areas of Coronita, El Cerrito and Home Gardens as well as satellite locations in the City of Norco (Department of Motor Vehicles, Department of Public Social Services and Norco College). Door-to-door assistance for ADA certified passengers is available upon request. Door-to-door service is available when: • Drivers can see the bus at all times; • The outermost door is within 150 feet from the bus; • Driver safety and security is maintained; and • Where a safe parking area is available. For individuals certified for ADA complementary service, service hours are expanded to match Cruiser hours. Passengers certified under the ADA receive priority service. Voicemail message reservations are accepted for ADA clients on Sundays and Holidays for next day service. The Dial -A -Ride schedule is: ADA Complementary General Public Paratransit Monday — Friday 6:42 a.m. — 6:00 p.m. 6:42 a.m. — 7:09 p.m. Saturday 8:52 a.m. — 5:09 p.m. 8:52 a.m. — 5:09 p.m. Sunday no service no service 6 Dial -A -Ride service does not operate on the following holidays: New Year's Day; Memorial Day; Independence Day; Labor Day; Thanksgiving Day; and Christmas Day. Dial -A -Ride ridership totaled 65,635 in FY 2012/13. Using ridership from the first nine months of FY 2013/14 as a basis for estimating year-end ridership, ridership should increase by four percent over FY 2012/13. Ridership is projected to grow by one percent in FY 2014/15. 1.4 Current Fare Structure and Proposed Fare Structure The current fare structure appears below. Fare Structure Fare Type Fare Price Corona Cruiser Cash - General Public $1.50 Cash - Seniors / Persons with Disabilities / Medicare Card Holders $0.70 Cash - Children (46" tall or under) $0.25 Day Pass - General Public $4.00 Day Pass - Seniors / Persons with Disabilities / Medicare Card Holders $2.00 15-day Pass - General Public $17.50 15-day Pass - Seniors / Persons with Disabilities / Medicare Card Holders $8.05 15-day Pass - Students $12.25 31-day Pass - General Public $35.00 31-day Pass - Seniors / Persons with Disabilities / Medicare Card Holders $16.10 31-day Pass - Students $24.50 Dial -A -Ride General Public $4.00 Seniors / Persons with Disabilities / Medicare Card Holders $2.50 Children $0.50 Note: Current Fare Structure implemented July 5, 2010. To incentivize the use of public transit as a viable alternative to automobile trips, the CCTS is using Air Quality Management District (AQMD) funds to subsidize multi -day passes (15 day and 31 day passes) on the Cruiser. The use of these funds allows the CCTS to reduce the cost of multi -day passes by 30 percent for Cruiser riders but enables the CCTS to recover an adequate fare. 7 1.5 Revenue Fleet The CCTS operates a fleet of 16 light and medium -duty transit buses. All CCTS buses are compliant with the Americans with Disabilities Act (ADA) requirement for accessibility and wheelchair securement. The Dial -A -Ride fleet consists of 12 buses made up of 10 ElDorado National Aerotech 240s (these buses were placed into service in September and October 2012, with four buses powered with compressed natural gas (CNG) and six buses powered with gasoline) and two ElDorado National Aerotech 220s put into service in 2007 which are slated for replacement in FY 2013/14. A federal earmark with state matching funds has been allocated to replace these aging buses. All 12 buses can operate in fixed route service. Four CNG-powered medium -size, medium -duty ElDorado National AeroElite 320 buses and two dual -mode, light duty buses are used in Cruiser service. The City plans on replacing these vehicles with six low -floor, purpose built CNG-powered buses in FY 2014/15. Two additional buses will be procured in FY 2014/15 to increase the spare ratio and future service expansion. 1.6 Existing Facility/Planned Facilities The CCTS operates from a newer facility at 735 Corporation Yard Way. Transportation Concepts, the vendor retained to operate transit service, provides administrative and dispatching service from this location as well as fueling and vehicle parking. Maintenance is performed by the vendor at an off -site garage. Chapter 2 — Existinq Service and Route Performance 2.1 Fixed Route Service — Route by Route Analysis The CCTS operates the Cruiser along two fixed routes — the Blue Line and Red Line. As anticipated, the service reduction and fare increase in July 2010 negatively impacted passenger trips on the Corona Cruiser, with passenger trips decreasing by 8 percent in FY 2010/11. The great news is that demand for Corona Cruiser bus service has come on strong since FY 2012/13 and continues in the current year (FY 2013/14). We are pleased to report that passenger trips through the third quarter (FY 2013/14) have surpassed trips during the same period in FY 2009/10, and, have in fact, set a new record. CCTS staff anticipates this trend will continue through June, making FY 2013/14 a record setting year. 8 Passenger Trips 180,000 160,000 140,000 12 0, 000 100,000 80,000 60,000 40,000 20,000 Corona Cruiser Passenger Trips FY FY FY FY FY 2009/10 2010/11 2011/12 2012/13 2013/14* Cruiser FY 2013/14 year-end estimates are based on data collected from July 2013-March 2014 Passenger trips on the Blue Line have increased 14 percent as compared to FY 2009/10, surpassing the Red Line. The Red Line experienced year -over -year growth since FY 2011/12 but has been slower to catch up to pre -fare and service change levels. Increased demand among students traveling between home and El Cerrito Middle School and Centennial High will continue to push passenger trips to pre-fare/service change levels. Passenger Trips Corona Cruiser Passenger Trips by Route 100,000 0,000 8 0,000 _ 70,000 60,000 50,000 - 40,000 30,000 20,000 10,000 FY FY FY FY FY 2009/10 2010/11 2011/12 2012/13 2013/14* Blue Line Red Line FY 2013/14 year-end estimates are based on data collected from July 2013-March 2014 Students commuting between home and school are the fastest growing segment of Corona Cruiser riders. In FY 2010/11, students made up 15 percent of Cruiser riders; students now make up an estimated 26 percent of riders. Passenger trips are projected to level off next year with a slight (one percent) increase. 9 2.2 Dial -A -Ride Service — System Performance Demand for Dial -A -Ride service continues to be strong, with FY 2013/14 projected to be a record - setting year. Since FY 2009/10, passenger trips have increased six percent. Passenger Trips 80,000 70,000 60,000 50,000 40,000 30,000 20,000 10,000 Dial -A -Ride Passenger Trips FY FY FY FY FY 2009/10 2010/11 2011/12 2012/13 2013/14* DAR FY 2013/14 year-end estimates are based on data collected from July 2013-March 2014 Senior citizens and people with disabilities represent 81 percent of total Dial -A -Ride passengers. General public and Metrolink riders make up approximately 15 percent of riders. Due to higher fares ($4 instead of $2.50 for Senior/Disabled riders) general public and Metrolink riders contribute approximately 24 percent of passenger fare revenue. 2.3 Key Performance Indicators The Riverside County Transportation Commission (RCTC) is the designated Regional Transportation Planning Agency (RTPA) with fiduciary and administrative oversight of transit operators in Riverside County. Each year, RCTC reviews and approves the Short Range Transit Plan (SRTPs) and allocates local, state and federal funding. To ensure productivity, RCTC developed and monitors eight performance indicators that measure productivity — these indicators and year-to-date performance are listed in the table below. By statute, transit operators serving urban areas must recover a minimum of 20 percent of operating cost through fare revenue. Fare revenue includes passenger fares, interest on investments, advertising revenue, local contributions and the proceeds from the sale of surplus vehicles. A farebox recovery ratio below 20 percent endangers the receipt of local funding. Farebox recovery ratio is a mandatory performance indicator. Transit operators must meet at least four of seven discretionary performance indicators to remain in good standing. Through the first nine months of FY 2013/14, CCTS has met the farebox ratio and seven of seven discretionary indicators. These indicators appear on the next page. 10 Key Performance Indicators Performance Indicators Year -to -Date Performance Year -to -Date performance Scorecard Mandatory: Farebox Recovery Ratio - 20% 21.5% Meets Target Discretionary Operating cost per service hour $65.03 Meets Target Subsidy per passenger $6.53 Meets Target Subsidy per passenger mile $1.53 Meets Target Subsidy per service hour $51.09 Meets Target Subsidy per service mile $3.97 Meets Target Passenger per service hour 7.80 Meets Target Passengers per service mile 0.61 Meets Target Note: Data from RCTC TransTrack Table 7 for the period July 2013-March 2014. Through the third quarter of this fiscal year (July 2013-March 2014), CCTS met the mandatory farebox recovery ratio and all discretionary performance indicators. Table 7, Service Provider Performance Targets Report, appearing later in this plan, shows greater detail on FY 2013/14 performance targets and actual performance by indicator. Table 8, SRTP Performance Report, also appearing later in this plan, lists performance targets set by RCTC for FY 2014/15. Table 8 shows that CCTS met the mandatory farebox recovery ratio and six of seven discretionary targets. The target set by RCTC for the Operating Costs Per Revenue Hour is $66.23, and is based on past performance escalated by the Consumer Price Index (CPI). Cost increases for employee benefits (e.g., medical and retirement) and fuel, for example, increase faster than CPI (1.85%). The FY 2014/15 target is actually lower than the Operating Cost Per Revenue Hour of $67.31 recorded in FY 2012/13. The CCTS contracts with the private sector to operate transit service to ensure a lower cost alternative than a city -operated service. The CCTS also eliminated funding for a position in a continuing effort to lower cost and will do so in the future to ensure an efficient operation. 2.4 Productivity Improvement Efforts Productivity as measured by the number of passengers per service hour and service mile continues to show improvement on both the Corona Cruiser and Dial -A -Ride. Productivity increased by 10 percent as measured by passengers per service hour and service mile between FY 2010/11 and the third quarter of FY 2013/14 on the Corona Cruiser. Likewise, productivity increased by five percent as measured by passengers per service hour and three percent by passengers per service mile for the same period on Corona's Dial -A -Ride service. 11 See productivity measures in the table below. Mode Productivity Measure FY 10/11 FY 11/12 FY 12/13 FY 13/14* Corona Cruiser Passengers per Service Hour 10.70 10.80 11.60 11.80 Passengers per Service Mile 0.91 0.92 0.98 1.00 Dial -A -Ride Passengers per Service Hour 4.10 4.20 4.00 4.30 Passengers per Service Mile 0.30 0.30 0.29 0.31 *FY 2013/14 performance is measured covering the period July 2013 through March 2014. 2.5 Major Trip Generators and Projected Growth Major trip destinations within the city are the commercial/retail areas along McKinley Street and Sixth Street, The Crossings shopping area on Cajalco Road and Temescal Canyon, medical facilities along Magnolia Avenue, regional transit facilities off Main Street, the Corona Public Library, Senior Center and civic center. El Cerrito Middle School and Centennial High are also major trip generators. Cruiser patrons use the service for work, shopping trips, making stops at pharmacies and grocery stores, and accessing restaurants and movie theaters. Over the past two years, students have made up an increasing share of Corona Cruiser passengers. Many Dial -A -Ride passengers use the service to get to work and care centers, doctor visits and Corona's two Metrolink Stations. 2.6 Equipment, Passenger Amenities, and Facility Needs Improvements to bus stop amenities create a more inviting environment that may encourage and attract new riders to the Corona Cruiser system. Twenty-three shelters have been installed along the Blue and Red Lines to provide shade for passengers on sunny days and protection from the rain during inclement weather. The CCTS plans to continue adding and upgrading bus stop this year; improvements are as follows: • Install a new bus stop to service a medical office building on Fullerton Avenue; • Make improvements at five stops to ensure accessibility and service; • Install three passenger shelters; • Replace five passenger benches to enhance accessibility; and • Enlarge the pick-up/drop-off area adjacent to a senior housing development to enhance Dial -A -Ride service. CCTS staff anticipates completing this work in the fall of 2014. The CCTS is committed to enhancing accessibility to Corona Cruiser bus stops for all passengers. As such, the CCTS will seek grant funding each year to continue bus stop enhancements and ensure stops are accessible to all passengers. 12 Chapter 3 — Planned Service Changes and Implementation 3.1 Recent Service Changes In FY 2013/14, additional service has been added to meet passenger demand as described below: • Early morning eastbound Red Line trip — this earlier trip serves the Corona Transit Center for connections with RTA route 3 buses and connections to Norco College as well as an additional Metrolink train. This earlier trip also accommodates school schedules at Centennial High and El Cerrito Middle School — two large trip generators; • Afternoon westbound Red Line tripper — this tripper operates when school is in session along a portion of the Red Line (Target/The Crossing to the Corona Library) to alleviate overcrowding; • Added a second bus to run in tandem with the first westbound Blue Line when school is in session to alleviate overcrowding. The bus runs between Walmart/McKinley and the Corona Library; • The Red Line is extended to serve the Shops at Dos Lagos shopping area on Saturdays. Two stops along the extended route serve an adjacent residential area and eastern portion of The Crossings shopping area; and • The Dial -A -Ride service area was expanded to accommodate a 3/4-mile corridor around the Red Line's Saturday route to the Shops at Dos Lagos. 3.2 Recommended Local & Express Route Modifications CCTS staff is proposing the following service enhancements in FY 2014/15: • Add a second bus to run in tandem with the first westbound Blue Line when school is in session to accommodate demand for additional passengers beyond capacity of our bus. The second bus was added in the spring of 2014; CCTS is proposing to make this a permanent enhancement. The second bus operates between the Walmart/McKinley bus stop and the Corona Library stop; • Afternoon eastbound Blue Line tripper — this tripper will operate between the Corona Library and Walmart/McKinley when school is in session to accommodate demand for additional passengers beyond capacity the of our bus.; and • Adjust trip times — CCTS staff is proposing to adjust Red Line and Blue Line scheduled (weekday) trip times to reflect actual trip times. Trip times will also be adjusted to accommodate increased congestion anticipated during SR-91 construction. Three hours of Dial -A -Ride service per weekday will be added in anticipation of increasing trip time due to construction activities. Throughout the year, the CCTS receives requests for additional bus service — either for more frequency on the existing Red and Blue lines or additional new routes. In February, CCTS received a petition from a non-profit organization providing transitional housing here in Corona. The clients/residents are seeking a new route that serves the Promenade Avenue/McKinley Street/Hammer Avenue area. They routinely have a need to get to the North Main Metrolink Station and Norco College via RTA route 3. The CCTS received other requests to decrease the existing 60-minute headway between buses so patrons don't have to wait an entire hour for the next bus. Service along Ontario Avenue and adjustments to bus schedules to better serve the school bell schedules has also been suggested. 13 To ensure that the CCTS considers all requests and publically prioritizes service improvements, CCTS staff plans to conduct an annual `Transit Review Month' where CCTS actively solicits comments from the public to identify their needs and collect ideas to improve service and address demand. In this way, all requests received, including those received throughout the year, will be considered. In this way, ideas and requests for service changes are broad based and prioritized with a level of transparency and in accordance with a public participation plan. The participation plan would establish a regular annual process of public input, review and response. Conducting the public outreach in October or November leads nicely into the development of the Short Range Transit Plan, which kicks off in February each year and culminates in City Council and RCTC Commission approval in June and July. 3.3 Marketing Plans and Promotion Increasing ridership is another way to augment passenger fares. The CCTS staff is looking at strategies to increase Cruiser ridership. These marketing strategies include: o Videos focused on how to ride public transportation — in cooperation with RTA's Northwest T-NOW Chapter, CCTS staff is organizing a video contest as a follow-up to last year's successful program. Videos will be presented to community groups to inform citizens about the various transit options available in the Northwest region of Riverside County and encourage their use. o Bus Shelter Program — the CCTS will be installing three additional shelters at Cruiser bus stops. Shelters provide bus patrons with relief from the sun during hot days and protection from rain during inclement weather. These shelters feature seating for six, an area for a mobility device/wheelchair, and solar -powered dusk -to -dawn security lighting. These new shelters act as a destination for bus passengers and as an ambassador as to how public transit can beautify a neighborhood and itself function as marketing tool inviting motorist to try public transit. o Poetry on the Bus Program — in cooperation with Centennial High, Corona High and Lee Pollard High, CCTS conducted its fifth successful poetry contest inviting students to submit original poetry to be displayed on the interior of Cruiser buses. Selected poems are rotated each month. The program works as an outreach effort and marketing campaign at high schools while providing a creative outlet for students. Cruiser patrons are rewarded with expressive, introspective, and entertaining poems to read and ponder during their time on the bus. o Art on the Bus Program — replicates the Poetry on the Bus Program but broadens it to include student artwork. This program completed four annual cycles and incorporates artwork from high school students. o Continue service to the Shops at Dos Lagos — new Saturday Red Line service to the Shops at Dos Lagos was promoted through the "Ride with the Mayor" trip in August 2013. Mayor Jason Scott boarded the Red Line at the Corona Library and rode the bus to the new stop at Dos Lagos where an enthusiastic crowd greeted Mayor Scott and 54 Cruiser riders. The new service was promoted through marketing materials, on the radio, and at T-NOW meetings and Corona City Council meetings. Corona Cruiser buses and the new service continue to be promoted via an electronic billboard along Interstate 15. 3.4 Budget Impact and Proposed Changes While progress has been made, recovery from the "Great Recession" has been slow. The CCTS relies on a contribution from the City's general fund to meet the mandatory farebox recovery ratio (mandate to recover 20 percent of operating costs through fare revenue). However, the City's general fund continues to reflect a sluggish regional economy. As such, the CCTS is stretching funding for a proposed addition of 715 service hours DAR service to accommodate increased 14 congestion from SR-91 construction activities; likewise, an additional 810 service hours is proposed to adjust trip times to better ensure schedule adherence during SR-91 construction — land closures, increased congestion and re-routing. Approximately 430 service hours are proposed to add service to the Blue Line to alleviate overcrowding when schools are in session. Favorable pricing for contract operator service hours secured in a competitive bid process in June 2013, slowed cost growth of DAR and Corona Cruiser service and allowed for this conservative proposal for additional service hours. 15 Chapter 4 - Financial and Capital Plans 4.1 Operating and Capital Budget To continue to provide Corona Cruiser fixed route and Dial -A -Ride service, the CCTS is proposing a balanced budget of $2.2 million for FY 2014/15, representing six percent increase over the current year budget. Increases in fuel costs (16% or $36,458) and materials, marketing, and utilities costs (10% or $6,704) have been partially offset by decreases in administrative salaries and benefits (-5% or-$19,207); decreases here are largely due to the elimination of the Assistance Public Works Director position. The increase in the cost of contracted transit service (7% or $102,821) is driven by additional proposed DAR and Cruiser service; additional costs also accommodate increased maintenance costs for low -floor, purpose built CNG buses proposed for purchase in FY 2014/15. Please see Budget by Item and Mode below: Budget by Item and Mode Category Mode FY 2013/14 SRTP FY 2014/15 Plan Variance $ % Salaries & Benefits Dial -A -Ride Fixed Route Subtotal 193,289 167,391 (25,898) -13% 194,213 200,904 6,691 3% 387,502 368,295 (19,207) -5% Materials, Marketing and Utilities Dial -A -Ride 32,811 34,815 2,004 6% Fixed Route 31,924 36,624 4,700 15% Fuel Subtotal 64,735 71,439 6,704 10% Dial -A -Ride 138,082 141,750 3,668 3% Fixed Route 87,210 120,000 32,790 38% Subtotal 225,292 261,750 36,458 16% Contracted Transit Service Dial -A -Ride 762,226 861,309 99,083 13% Fixed Route 668,891 672,629 3,738 1% Total Subtotal 1,431,117 1,533,938 102,821 7 % Dial -A -Ride 1,126,408 1,205,265 78,857 7% Fixed Route 982,238 1,030,157 47,919 5% Subtotal $2,108,646 $2,235,422 $126,776 6% 16 4.2 Funding Plans to Support Proposed Operating and Capital Program The CCTS is proposing a funding plan that includes state funding (Local Transportation Fund) to support 80 percent of operating costs. The remaining 20 percent will be generated by passenger fares, bus shelter advertising and local funds. The CCTS will use State Transit Assistance funds, Proposition 1 B/Public Transportation Modernization, Improvement & Service Enhancement Program and Prop 1 B/California Transit Security Grant Program funding and AQMD Subvention funds to cover proposed capital purchases in FY 2014/15. 4.3 Regulatory and Compliance Requirements Half Fare During Non -Peak Hours According to federal statute, transit operators must allow 1) elderly persons, 2) persons with disabilities, and 3) Medicare card holders to ride fixed route service during off-peak hours for a fare that is not more than one-half the base fare charged to other persons during peak hours. The base fare for Cruiser service is $1.50 during peak and non -peak hours. The fare for an elderly person (60+), a person with disabilities and Medicare cardholders is $0.70 throughout the service day. Americans with Disabilities Act (ADA) The ADA requires that complementary paratransit service be available to ADA certified persons during the same hours and days of operation available to Cruiser (fixed route) passengers. Complementary paratransit service must be provided within 3/ of a mile corridor from each side of a fixed route. The CCTS operates a general population Dial -A -Ride that extends beyond the % mile corridor to the city limits, into the county areas of Coronita, El Cerrito and Home Gardens as well as satellite locations in the City of Norco (Department of Motor Vehicles, Department of Public Social Services and Norco College). When demand exceeds capacity, requests for service from ADA certified passengers receive priority. As such, the CCTS maintains zero denials for ADA certified passengers. Provision of Service - ADA complementary paratransit must be provided to an ADA eligible individual, including those with temporary eligibility, a personal care attendant (PCA) if necessary, and one other individual accompanying the ADA-eligible individual, if requested. Additional companions may be provided service, if space is available. Service also must be provided to visitors. Any visitor who presents ADA eligibility documentation from another jurisdiction must be provided service. Type of Service — The ADA specifies "origin to destination" service. In certain instances, this might require service beyond strict curb -to -curb. Door-to-door assistance for ADA certified passengers is available upon request. Door-to-door service is available when: • Drivers can see the bus at all times; • The outermost door is within 150 feet from the bus; • Driver safety and security is maintained; and • Where a safe parking area is available. Fares — The ADA complementary paratransit fare cannot exceed twice the fare for a trip of similar length, at a similar time of day, on the Cruiser (fixed route system). No fares may be charged for Personal Care Attendants (PCAs). ADA certified individuals are charged $2.50 per trip which is less than twice the fare for a trip on the Cruiser ($1.50 x 2 = $3.00). A companion is charged $2.50 per trip as well. 17 Title VI In compliance with Title VI of the Civil Rights Act of 1964, no person on the basis of race, color, or national origin, is excluded from participation in, or is denied the benefits of, or is subjected to discrimination within the scope of services offered by the CCTS. The following notification to passengers of their right to file a complaint is included on the City of Corona website, service brochures, and posted on -board CCTS buses. No person shall, on the grounds of race, color, or national origin, be excluded from participation in, be denied the benefits of, or be otherwise subjected to discrimination under any program or activity of the City of Corona Transit Service (CCTS). The Public Works Director is the CCTS Title VI Compliance Officer. For more information, or to file a Title VI Civil Rights compliant contact the Corona Public Works Department by telephone at (951) 736-2266, by email at publwks@ci.corona.ca.us, or by visiting the Public Works Department at 400 S. Vicentia Avenue, Suite 210, Corona, CA 92882. The CCTS Title VI program is valid through July 2015, at which time a revised program will be in effect for a three-year period. The CCTS has not received any Title VI complaints. Transportation Development Act Triennial Audit The CCTS underwent a Transportation Development Act (TDA) Triennial Performance Audit in January 2014 covering fiscal years 2009/10 through 2011/12. Audit results reveal a continuing efficient operation meeting the major goals and objectives of the TDA program. Room for improvement is always paramount with the audit; suggestions for improvement are the implementation of a Dial -A -Ride `No -Show' policy and consideration of alternative funding for pedestrian and bicycle improvements adjacent to bus stops. See Table 6 Progress Implementing Triennial Performance Audit Recommendations for additional information. Federal Transit Administration Triennial Review A Federal Transit Administration (FTA) Triennial Review for the period of 2011-2013 is scheduled for July 9-10, 2014. CCTS is preparing materials and documents in preparation of the July site visit. Results from the triennial review will be incorporated into the FY 2015/16 Short Range Transit Plan. National Transit Database The National Transit Database (NTD) approved CCTS' request to submit transit financial and performance data through a Small Systems Waiver starting in report year 2011; the waiver is available to transit providers operating 30 or fewer buses (CCTS currently operates 16 buses.) The NTD closed out the annual report for FY 2013 in December 2013. Alternative Fueled Vehicles (RCTC Policy) The Riverside County Transportation Commission (RCTC) encourages all Riverside County transit operators to transition from diesel -powered transit buses to alternative fuel buses. Compressed Natural Gas (CNG) and liquefied natural gas (LNG) are recognized as preferred options. The CCTS currently runs a mixed fleet of gasoline and CNG-powered buses. Ten new Dial -A -Ride buses replaced aging buses in September and October 2012. As planned, four of these buses are powered with Compressed Natural Gas (CNG). While gasoline is a recognized alternative fuel for demand response/Dial-A-Ride buses, the CCTS integrated CNG-powered Dial -A -Ride buses with funding through the federal government's American Recovery and Reinvestment Act (ARRA) program. The CCTS anticipates replacing its Cruiser buses in FY 2014/15. Each bus will remain CNG-powered. 18 t.wilet rirLrrFirrliai irrrbr Bus (Motorbus) / Purchased Transportation Table 1 - Fleet Inventory FY 2014/15 Short Range Transit Plan City of Corona Year Built Mfg. Code Model Code Seating Capacity Lift and Ramp Equipped Vehicle Length Fuel Type Code # of Active # of Vehicles Contingency FY Vehicles 2013/14 FY 2013/14 Life to Date Vehicle Miles Prior Year End FY 2012/13 Life to Date Vehicle Miles through March FY 2013/14 Average Lifetime Miles Per Active Vehicle As Of Year -To -Date (e.g., March) FY 2013/14 2006 EDN AeroElite 30 4 33 CN 4 817,021 897,145 224,286 Totals: 30 4 4 817,021 897,145 224,286 TransTrack Manager'"' Page 1 of 2 5/8/2014 t.wilet rirLrrFirrliai irrrbr Demand Response / Purchased Transportation Table 1 - Fleet Inventory FY 2014/15 Short Range Transit Plan City of Corona Year Mfg. Built Code Model Code Seating Capacity Lift and Ramp Equipped Vehicle Length Fuel Type Code # of Active Vehicles FY 2013/14 # of Contingency Vehicles FY 2013/14 Life to Date Vehicle Miles Prior Year End FY 2012/13 Life to Date Vehicle Miles through March FY 2013/14 Average Lifetime Miles Per Active Vehicle As Of Year -To -Date (e.g., March) FY 2013/14 2007 2012 2012 EDN EDN EDN AeroTech AEROTECH AEROTECH 16 20 20 2 6 4 24 26 26 GA GA CN 2 6 4 390,762 153,059 84,794 429,007 288,782 161,332 214,504 48,130 40,333 Totals: 56 12 12 628,615 879,121 73,260 TransTrack Manager'"' Page 2 of 2 5/8/2014 MIEN MM•� IiN � fvmqlmspzmim(.umRsim Table 2 -- City of Corona -- SRTP Service Summary FY 2014/15 Short Range Transit Plan All Routes FY 2011/12 Audited FY 2012/13 Audited FY 2013/14 Plan FY 2013/14 3rd Qtr Actual FY 2014/15 Plan Fleet Characteristics Peak -Hour Fleet 14 15 Financial Data Total Operating Expenses $1,926,752 $2,039,098 $2,108,646 $1,488,922 $2,235,422 Total Passenger Fare Revenue $389,351 $412,858 $421,730 $319,312 $447,087 Net Operating Expenses (Subsidies) $1,537,401 $1,626,240 $1,686,916 $1,169,611 $1,788,335 Operating Characteristics Unlinked Passenger Trips 215,068 228,689 229,929 179,022 241,082 Passenger Miles 913,777 972,292 954,083 762,676 1,027,070 Total Actual Vehicle Revenue Hours (a) 28,748.2 30,248.1 30,028.0 22,894.9 32,915.0 Total Actual Vehicle Revenue Miles (b) 374,232.0 393,076.0 393,503.0 294,554.0 422,875.0 Total Actual Vehicle Miles 408,999.0 431,811.0 430,809.0 328,792.0 471,600.0 Performance Characteristics Operating Cost per Revenue Hour $67.02 $67.41 $70.22 $65.03 $67.91 Farebox Recovery Ratio 20.21% 20.25% 20.00% 21.45% 20.00% Subsidy per Passenger $7.15 $7.11 $7.34 $6.53 $7.42 Subsidy per Passenger Mile $1.68 $1.67 $1.77 $1.53 $1.74 Subsidy per Revenue Hour (a) $53.48 $53.76 $56.18 $51.09 $54.33 Subsidy per Revenue Mile (b) $4.11 $4.14 $4.29 $3.97 $4.23 Passenger per Revenue Hour (a) 7.5 7.6 7.7 7.8 7.3 Passenger per Revenue Mile (b) 0.57 0.58 0.58 0.61 0.57 (a) Train Hours for Rail Modes. (b) Car Miles for Rail Modes. TransTrack Manager'"' 5/8/2014 Page 1 of 1 MIEN MM•� fomqlmspzmim63rmiskn Table 2 -- Corona -BUS -- SRTP Service Summary FY 2014/15 Short Range Transit Plan All Routes FY 2011/12 Audited FY 2012/13 Audited FY 2013/14 Plan FY 2013/14 3rd Qtr Actual FY 2014/15 Plan Fleet Characteristics Peak -Hour Fleet 5 6 Financial Data Total Operating Expenses $952,248 $951,036 $982,238 $636,064 $1,030,157 Total Passenger Fare Revenue $193,186 $191,440 $196,448 $148,740 $206,033 Net Operating Expenses (Subsidies) $759,062 $759,596 $785,790 $487,324 $824,124 Operating Characteristics Unlinked Passenger Trips 153,783 163,054 164,603 127,597 171,830 Passenger Miles 605,514 642,148 625,492 504,008 678,731 Total Actual Vehicle Revenue Hours (a) 14,218.0 14,041.4 14,035.0 10,856.7 15,957.0 Total Actual Vehicle Revenue Miles (b) 167,690.0 165,926.0 165,856.0 127,885.0 188,093.0 Total Actual Vehicle Miles 179,552.0 177,563.0 177,491.0 138,344.0 203,321.0 Performance Characteristics Operating Cost per Revenue Hour $66.98 $67.73 $69.98 $58.59 $64.56 Farebox Recovery Ratio 20.29% 20.13% 20.00% 23.38% 20.00% Subsidy per Passenger $4.94 $4.66 $4.77 $3.82 $4.80 Subsidy per Passenger Mile $1.25 $1.18 $1.26 $0.97 $1.21 Subsidy per Revenue Hour (a) $53.39 $54.10 $55.99 $44.89 $51.65 Subsidy per Revenue Mile (b) $4.53 $4.58 $4.74 $3.81 $4.38 Passenger per Revenue Hour (a) 10.8 11.6 11.7 11.8 10.8 Passenger per Revenue Mile (b) 0.92 0.98 0.99 1.00 0.91 (a) Train Hours for Rail Modes. (b) Car Miles for Rail Modes. TransTrack Manager'"' 5/8/2014 Page 1 of 1 MINE MM•� fomqlmspzmim6umnrskn Table 2 -- Corona-DAR -- SRTP Service Summary FY 2014/15 Short Range Transit Plan All Routes FY 2011/12 Audited FY 2012/13 Audited FY 2013/14 Plan FY 2013/14 3rd Qtr Actual FY 2014/15 Plan Fleet Characteristics Peak -Hour Fleet 9 9 Financial Data Total Operating Expenses $974,503 $1,088,063 $1,126,408 $852,858 $1,205,265 Total Passenger Fare Revenue $196,164 $221,419 $225,282 $170,572 $241,054 Net Operating Expenses (Subsidies) $778,339 $866,644 $901,126 $682,287 $964,211 Operating Characteristics Unlinked Passenger Trips 61,285 65,635 65,326 51,425 69,252 Passenger Miles 308,264 330,144 328,591 258,668 348,339 Total Actual Vehicle Revenue Hours (a) 14,530.2 16,206.7 15,993.0 12,038.3 16,958.0 Total Actual Vehicle Revenue Miles (b) 206,542.0 227,150.0 227,647.0 166,669.0 234,782.0 Total Actual Vehicle Miles 229,447.0 254,248.0 253,318.0 190,448.0 268,279.0 Performance Characteristics Operating Cost per Revenue Hour $67.07 $67.14 $70.43 $70.85 $71.07 Farebox Recovery Ratio 20.13% 20.35% 20.00% 20.00% 20.00% Subsidy per Passenger $12.70 $13.20 $13.79 $13.27 $13.92 Subsidy per Passenger Mile $2.52 $2.63 $2.74 $2.64 $2.77 Subsidy per Revenue Hour (a) $53.57 $53.47 $56.35 $56.68 $56.86 Subsidy per Revenue Mile (b) $3.77 $3.82 $3.96 $4.09 $4.11 Passenger per Revenue Hour (a) 4.2 4.0 4.1 4.3 4.1 Passenger per Revenue Mile (b) 0.30 0.29 0.29 0.31 0.29 (a) Train Hours for Rail Modes. (b) Car Miles for Rail Modes. TransTrack Manager'"' 5/8/2014 Page 1 of 1 ��M M E �� i o o r y l . o e p : m i m � o r m i s k n D a t a E l e m e n t 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 C o r o n a - - 3 F Y 2 0 1 4 / 1 5 A l l R o u t e s P e a k R o u t e # D a y T y p e V e h i c l e s P a s s e n g e r s P a s s e n g e r R e v e n u e T o t a l R e v e n u e T o t a l O p e r a t i n g P a s s e n g e r N e t M i l e s H o u r s H o u r s M i l e s M i l e s C o s t R e v e n u e S u b s i d y C O R - B L U E T o t a l 3 8 8 , 8 8 9 3 5 1 , 1 1 3 7 , 9 9 4 . 0 8 , 3 0 5 . 0 9 6 , 6 6 8 . 0 1 0 1 , 5 9 2 . 0 $ 5 1 6 , 0 7 9 $ 1 0 3 , 2 1 7 $ 4 1 2 , 8 6 2 C O R - D A R T o t a l 9 6 9 , 2 5 2 3 4 8 , 3 3 9 1 6 , 9 5 8 . 0 1 9 , 2 8 6 . 0 2 3 4 , 7 8 2 . 0 2 6 8 , 2 7 9 . 0 $ 1 , 2 0 5 , 2 6 5 $ 2 4 1 , 0 5 4 $ 9 6 4 , 2 1 1 C O R - R E D T o t a l 3 8 2 , 9 4 1 3 2 7 , 6 1 8 7 , 9 6 3 . 0 8 , 4 2 5 . 0 9 1 , 4 2 5 . 0 1 0 1 , 7 2 9 . 0 $ 5 1 4 , 0 7 8 $ 1 0 2 , 8 1 6 $ 4 1 1 , 2 6 2 S e r v i c e P r o v i d e r T o t a l s 1 5 2 4 1 , 0 8 2 1 , 0 2 7 , 0 7 0 3 2 , 9 1 5 . 0 3 6 , 0 1 6 . 0 4 2 2 , 8 7 5 . 0 4 7 1 , 6 0 0 . 0 $ 2 , 2 3 5 , 4 2 2 $ 4 4 7 , 0 8 7 $ 1 , 7 8 8 , 3 3 5 N A T r a n s T r a c k M a n a g e r " ' 5 / 8 / 2 0 1 4 P a g e 1 o f 2 Zdo Z a6ed Kozle/S ,„./a6eueN vausueal LC) N LS'0 £'L £Z'b$ ££'b5$ VL'T$ Zb'L$ %00'0Z LZ'6$ 6Z'S$ T6'L9$ sle;oy aapinoad eapueS T6'0 6Z'0 Z6'0 VOT T'b T'TT OS'b$ TT'b$ LZ'b$ 59'TS$ 98'95$ 59'TS$ 9Z'T$ LL'Z$ 8T'T$ 96'b$ Z6'£T$ b9'b$ %00.0Z %00.0Z %00.0Z OZ'9$ OVZI$ T8'S$ Z9'S$ £T'S$ b£'S$ 95'b9$ LO'TL$ 9S'b9$ le]Ol a38-8O0 le;ol ava-aoo Ie;01 3f118-aO0 allW aad anoli aad apW anoH ellW sae6uassed saa6uessed enuanaa anuenaa aa6uessed aad Aplsgng aad Aplsgng aad Aplsgns aa6uassed aad Aplsgng ()pea aaWassed aaw anuanaa AaanoJaa aad ;so3 aad ;sop xogaaej 6upeaed0 anoH anuanaa adAy Aea # a;nob aad ;sop 6ul;eaadp sao;ep!puI aauewaoJaad sa;nob Iltl ST/VTOZ Ad E -- euoaop;o AID sopspe;s ainob d1dIS - £ a/9e1 Table 3A — Individual Route Descriptions and Area Serviced Mode Route Description Area / Sites Service Corona Cruiser Blue Line The Crossings shopping area at Cajalco Road and Temescal Canyon to the El Tapatio at West Sixth Street via downtown / Civic Center The Crossings shopping area, Walmart, California Avenue Post Office, Centennial High, Corona Transit Center/North Main Corona Metrolink Station (selected AM & PM trip), Corona Library, Senior Center, Civic Center, Corona High and on west Sixth Street near Smith Avenue (service is extended to the Shops at Dos Lagos on Saturdays) Red Line Wal-Mart at McKinley Street west to River Run Apartments via Mountain Gate Park and downtown / Civic Center McKinley Street shopping areas, Magnolia Avenue, Centennial High, medical facilities, Senior Center, Corona Library, Corona Transit Center/North Main Corona Metrolink Station, Fender museum, north Main Street shopping area and restaurants Dial -A -Ride City-wide Demand response / reservation based service City-wide, neighboring county areas of Coronita, El Cerrito and Home Gardens as well as satellite locations in the city of Norco - Department of Motor Vehicles, Department of Public Social Services and Norco College 26 Table 4 - Summary of Funds Requested for FY 2014/15 City of Corona Project Description Project No Total Funds LTF STA Prop 1B Security CTSGP Prop 1B Capital PTMISEA AQMD AB 2766 Subvention Funds Fare Box* Other ** FY 15 - Operating Revenues 2,235,422 1,788,335 384,303 62,784 Subtotal: Operating $2,235,422 $1,788,335 - - - - $384,303 $62,784 FY 15 - Purchase and installation of FY 15 - 1 160,000 80,000 80,000 Compressed Natural Gas (CNG) dispensers FY 15 - Purchase Reservation and Dispatch FY 15 - 2 500,000 500,000 System FY 15 - Purchase Corona Cruiser Route Development Buses (x2) FY 15 - 3 300,000 300,000 FY 15 - Bus Stop Improvement / ADA FY 15 - 4 75,000 75,000 Accessibility FY 15 - Bus Yard Slow -Fill Facility Upgrade FY 15 - 5 50,000 50,000 Subtotal: Capital $1,085,000 - $1,005,000 - - $80,000 - - Total: Operating & Capital $3,320,422 $1,788,335 $1,005,000 - - $80,000 $384,303 $62,784 * Includes AB 2766 congestion and emission reduction funds to incentivize Cruiser multi -day passes ($10,200) ** Operating - Other revenues include bus shelter advertising ($14,000) and City contribution ($48,784). Table 4 — Capital Project Justification Number: FY 15 - 1 Title: Purchase and install Compressed Natural Gas (CNG) dispensers Description: The proposed project would include the purchase and installation of two CNG dispensers located at the City of Corona's Corporation Yard where CCTS buses are garaged and fueled. Justification: The CCTS currently operates eight CNG-powered transit buses. Fueling is limited to a single fast -fill dispenser for which spare parts are expensive and difficult to locate. The CNG bus fleet will continue to grow as the fleet expands and gasoline -powered buses may be transited to CNG in the future. The existing dispenser has reached its useful service life and needs replacement. The project proposes to replace the existing and add a second dispenser to reduce fueling time and add needed fueling capacity. Two dispensers minimizes down -time during routine maintenance, inspection, and repairs. Funding Sources: State Transit Assistance (FY 14/15) $80,000 AQMD* Subvention Funds (FY 14/15) $80,000 Total $160,000 'AQMD — Air Quality Management District Number: FY 15 - 2 Title: Purchase Reservation and Dispatch System Description: The CCTS is proposing to purchase a new reservation and dispatch system. The system consists of a software/hardware, on -board mobile data devices, Dial - A -Ride client database, and financial and operational performance reporting capabilities. The system allows dispatchers to reserve DAR trip requests, assign trips to drivers and buses, is capable of textual communication between dispatcher and driver, and allows for scheduling/moving trips in real time. The system will be capable of capturing service hours, service mile, on -time performance, arrival and departure time, and fare collection. Additional features will include automatic annunciators that announce bus stops and transfer points, automatic passenger counters, automatic vehicle location (AVL), and smart phone applications to access bus arrival times. Justification: The system currently in use works well as a client database and to reserve and schedule trips but has limited reporting capabilities and value as a management tool. The system was purchased in 2006; technology and software improvements of newer systems allow for expandability and are feature driven. Better communication with buses, drivers, and dispatchers will enhance customer service as well as provide passengers with smart phone access to bus arrival updates. Funding Sources: State Transit Assistance (FY 14/15) $500,000 Proposition 1 B / PTMISEA* (FY 12/13) $217,497 Total $717,497 *Public Transportation Modernization, Improvement, and Service Enhancement Account 28 Number: FY 15 - 3 Title: Purchase Two Corona Cruiser Route Development Buses Description: This request provides funds to purchase two buses to be used in Corona Cruiser fixed route service. These buses will be wheelchair accessible, capable of carrying two bicycles and have up to twenty seats. Justification: Corona residents are requesting more fixed route service. Additional buses are required to operate more frequent service and/or additional bus routes. The buses proposed here will be used as route development vehicles and/or spare vehicles. Funding Sources: State Transit Assistance (FY 14/15) $300,000 Number: FY 15 - 4 Title: Bus Stop Improvement/ADA Accessibility Description: The Corona Cruiser serves 185 bus stops along two routes — the Red and Blue Lines. This project will provide funding to improve ADA accessibility, maintain bus stop furniture and equipment in a proper and safe manner and provide funding to place additional stops as demand warrants. This project is a multi- year/on-going activity. Justification: Either installing new accessible bus stops or upgrading existing stops to improve accessibility and/or removing barriers to accessibility ensures all bus patrons have equal access to Corona Cruiser service. Project funding will enable the City to maintain benches, signs, kiosks and shelters in proper and safe condition. Funding Source: State Transit Assistance (FY 14/15) $75,000 Number: FY 15 - 5 Title: Bus Yard Slow -Fill Facility Upgrade Description: The proposed project seeks funding to replace and/or upgrade existing Compressed Natural Gas (CNG) slow -fill fueling equipment. Justification: The CCTS provides transit service with a fleet of eight CNG-powered buses. Buses can be fast fueled using a dispenser or slow -filled overnight when electricity costs are lower to power compressors. The existing equipment is aging and needs replacement. Funding Source: State Transit Assistance (FY 14/15) $50,000 29 Table 5.1 - Summary of Funds Requested for FY 2015/ 16 City of Corona Project Description Project No Total Funds LTF STA Prop 1 B Security CTSGP Prop 1 B Capital PTMISEA AQMD AB 2766 Subvention Funds Fare Box* Other** FY 16 - Operating Revenues 2,359,458 1,859,872 - - - 422,730 76,856 Subtotal: Operating $2,359,458 $1,859,872 - - - - $422,730 $76,856 FY16 Bus Stop Improvement/ADA Accessibility FY 16 - Passenger Shelter Fa brication, Ste Improvement, and Installation FY16-1 FY16-2 75,000 600,000 - 75,000 600,000 - - - - - Subtotal: Capital $675,000 - $675,000 - - - - - Total: Operating & Capita l $3,034,458 $1,859,872 $675,000 - - - $422,730 $76,856 * IncludesAB2766 congestion and emission reduction fundsto incentivize Cruiser multi -day passes($10,200). ** Other revenues include busshelter advertising ($14,000)and City contribution ($62,856). Table 5.1 — Capital Project Justification Number: FY 16 - 1 Title: Bus Stop Improvements & ADA Accessibility Description: The Corona Cruiser fixed route service has approximately 185 bus stops along two routes — the Red and Blue Lines. This project will provide funding to improve ADA accessibility, maintain stop furniture and equipment in a proper and safe manner, and provide funding to place additional stops as demand warrants. This project is a multi-year/on-going activity. Justification: Either installing new accessible bus stops or upgrading existing stops to improve accessibility and/or removing barriers to accessibility ensures all bus patrons have equal access to Corona Cruiser service. Project funding will enable the City to maintain benches, signs, kiosks and shelters in proper and safe condition. Funding Source: State Transit Assistance (FY 15/16) $75,000 Number: FY 16 — 2 Title: Bus Stop Shelter Fabrication, Site Improvements and Installation Description: Bus stop shelters provide patrons with shelter during inclement weather and shaded respite from the sun. Shelters also provided lighting for convenience and enhanced passenger safety. Bus shelter advertising contributes to the CCTS' farebox recovery requirement, which helps offset the cost of Corona Cruiser fixed route service. Justification: The CCTS' existing shelters that accommodate advertisement have reached their service life and need replacement. Replacement shelters will maintain the current revenue stream as well as improve bus stop esthetics and provide solar - powered, dusk -to -dawn security lighting. Funding Source: State Transit Assistance (FY 15/16) $600,000 31 Table 5.2- Summary of Funds Requested for FY2016/17 City of Corona Project Description Project No. Total Funds LIF I STA Prop 1B Security C ISG P Prop 1B Capital PIM I SFA AgMDAB2766 Subvention Funds Fare Box* Other** FY 17 - Operating Revenues 2,453,836 1,934,266 - 439,639 79,930 Subtotal: Operating $2,453,836 $1,934,266 - - - - $439,639 $79,930 FY 17 - Bus Stop Improvement/ADA Accessibility FY 17 Purchase Replacement Buses (x5) FY 17 1 FY 17 - 2 75,000 850,000 - - 75,000 650,000 - - - - - 200,000 - - - - Subtota I: Ca pita I $925,000 - $725,000 - - $200,000 - - Total: Operating & Capital $3,378,836 $1,934,266 $725,000 - - $200,000 $439,639 $79,930 * Includes AB 2766 congestion and emission reduction fundsto incentivize Cruiser multi -day passes($10,200). **Other revenues include busshelter advertising ($14,000)and City contribution ($65,930). Table 5.2 — Capital Project Justification Number: FY 17 - 1 Title: Bus Stop Improvements & ADA Accessibility Description: The Corona Cruiser fixed route service has approximately 185 bus stops along two routes — the Red and Blue Lines. This project will provide funding to improve ADA accessibility, maintain stop furniture and equipment in a proper and safe manner, and provide funding to place additional stops as demand warrants. This project is a multi-year/on-going activity. Justification: Either installing new accessible bus stops or upgrading existing stops to improve accessibility and/or removing barriers to accessibility ensures all bus patrons have equal access to Corona Cruiser service. Project funding will enable the City to maintain benches, signs, kiosks and shelters in proper and safe condition. Funding Source: State Transit Assistance (FY 16/17) $75,000 Number: FY 17 - 2 Title: Purchase Five Replacement Buses Description: This request provides funds to purchase five dual mode buses to be used in fixed route and Dial -A -Ride service. These buses will be wheelchair accessible, capable of carrying two bicycles, and have up to twenty seats. Justification: These buses will replace buses put into service in fall of 2012. At this time, these buses will have reached their useful service life of 5-years or 150,000 miles. Funding Source: State Transit Assistance (FY 16/17) $650,000 AQMD* Subvention Funds (FY 16/17) $200,000 Total $850,000 AQMD — Air Quality Management District 33 Table 6 — Progress Implementing Triennial Performance Audit Recommendations Audit Recommendations Action /Remedy A No -Show occurs when a passenger is not present at the time and location for a scheduled Dial -A -Ride trip. No -Shows average 8 percent of total scheduled Dial - A -Ride trips. No -Shows affect the timeliness and efficiency of service delivery in the areas of service hours and on -time performance. It is recommended that the Enforce the No -Show City implement a series of measures consisting of written notification, education Policy and awareness, and eventual potential suspensions for repeat violators. It is advised that the City and the contract operator take the necessary steps to formalize the No -Show policy and include the policy in transit brochures and on the website. CCTS staff anticipates rolling out a No -Show policy and procedure in the fall of 2014. In efforts to improve community access including to bus stops and shelters, the City of Corona has embarked on improvements to bikeways and walkways around the City. The City has utilized STA and ARRA funds to fund these improvements. Another potential source of funding that the City might consider Consider Utilization of SB 821 LTF Article 3 Funds would be to propose related projects for SB-821 LTF Article 3 funds through RCTC. RCTC solicits applications for funds through a Call for Projects that are Toward Transit Accessibility scored according to specific criteria and may be used for the construction of Improvements. bicycle and pedestrian facilities. There are adopted policies by RCTC for this program including local match commitments and timely use of the funds. The CCTS will look to other funding sources for bicycle and pedestrian improvements near bus stops on an on -going basis. 34 I .ri riy Lrpirrliai irrir"mim Table 7 -- Service Provider Performance Targets Report FY 2013/14 Short Range Transit Plan Review City of Corona Data Elements FY 2013/14 Plan FY 2013/14 Target FY 2013/14 Year to Date Through 3rd Quarter Year to Date Performance Scorecard Unlinked Passenger Trips 229,929 Passenger Miles 954,083 Total Actual Vehicle Revenue Hours 30,028.0 Total Actual Vehicle Revenue Miles 393,503.0 Total Actual Vehicle Miles 430,809.0 Total Operating Expenses $2,108,646 Total Passenger Fare Revenue $421,730 Net Operating Expenses $1,686,916 Performance Indicators Mandatory: 1. Farebox Recovery Ratio I 20.00% I >= 20.00% I 21.450/0I Meets Target Discretionary: 1. Operating Cost Per Revenue Hour $70.22 <= $67.76 $65.03 Meets Target 2. Subsidy Per Passenger $7.34 >= $5.92 and <= $8.02 $6.53 Meets Target 3. Subsidy Per Passenger Mile I $1.77 >= $1.39 and <= $1.89 $1.53 Meets Target 4. Subsidy Per Hour $56.18 >= $44.59 and <= $60.33 $51.09 Meets Target 5. Subsidy Per Mile $4.29 >= $3.43 and <= $4.63 $3.97 Meets Target 6. Passengers Per Revenue Hour 7.70 >= 6.38 and <= 8.63 7.80 Meets Target 7. Passengers Per Revenue Mile 0.58 >= 0.49 and <= 0.67 0.61 Meets Target Note: Must meet at least 4 out of 7 Discretionary Performance Indicators Productivity Performance Summary: Service Provider Comments: I TransTrack Manager'"' 5/8/2014 Page 1 of I MIEN MM•� IiH c rimy 1.mspirdim farmisim FY 2014/15 - Table 8 -- SRTP Performance Report Service Provider; City of Corona All Routes Performance Indicators FY 2012/13 End of Year Actual FY 2013/14 3rd Quarter Year -to -Date FY 2014/15 Plan FY 2014/15 Target Plan Performance Scorecard (a) Passengers 228,689 179,022 241,082 None Passenger Miles 972,292 762,676 1,027,070 None Revenue Hours 30,248.1 22,894.9 32,915.0 None Total Hours 32,681.9 25,075.9 36,016.0 None Revenue Miles 393,076.0 294,554.0 422,875.0 None Total Miles 431,811.0 328,792.0 471,600.0 None Operating Costs $2,039,098 $1,488,922 $2,235,422 None Passenger Revenue $412,858 $319,312 $447,087 None Operating Subsidy $1,626,240 $1,169,611 $1,788,335 None Operating Costs Per Revenue Hour $67.41 $65.03 $67.91 <= $66.23 Fails to Meet Target Operating Cost Per Revenue Mile $5.19 $5.05 $5.29 None Operating Costs Per Passenger $8.92 $8.32 $9.27 None Farebox Recovery Ratio 20.25% 21.45% 20.00% >= 20.0% Meets Target Subsidy Per Passenger $7.11 $6.53 $7.42 >= $5.55 and <= $7.51 Meets Target Subsidy Per Passenger Mile $1.67 $1.53 $1.74 >= $1.30 and <= $1.76 Meets Target Subsidy Per Revenue Hour $53.76 $51.09 $54.33 >= $43.43 and <= $58.75 Meets Target Subsidy Per Revenue Mile $4.14 $3.97 $4.23 >= $3.37 and <= $4.57 Meets Target Passengers Per Revenue Hour 7.60 7.80 7.30 >= 6.63 and <= 8.97 Meets Target Passengers Per Revenue Mile 0.58 0.61 0.57 >= 0.52 and <= 0.70 Meets Target a) The Plan Performance Scorecard column is the result of comparing the FY 2014/15 Plan to the FY 2014/15 Primary Target. TransTrack Manger' 5/8/2014 Page 1 of 1 Table 9 — CCTS Highlights FY 2014/15 Operations o Implement new service: o Morning and afternoon Blue Line service to alleviate overcrowded buses; o Adjust Corona Cruiser bus schedule to reflect longer trips due to increasing congestions during the SR-91 expansion project. o Conduct the first annual `Corona Transit Month' to solicit and prioritize fixed route service requests. o Continue to work with the Corona Norco Unified School District to identify times and locations where the Corona Cruiser can transport students commuting between home and school if state funding for school busing is further constrained. o Promote alternative modes of transportation by improving pedestrian and bicycle facilities. Identify new sidewalk and in -fill needs as well as expanding the bicycle route network. Pedestrian and bicycle facility improvements make these modes of transportation a viable option to automobiles and improves access to public transportation. o Continue to survey bus stops to enhance accessibility. Capital Projects o Purchase and install two CNG fueling dispensers o Purchase, install, and test a replacement reservation and dispatch system. o Implement phase two of a multi -year effort to enhance accessibility of Corona Cruiser bus stops. o Purchase replacement equipment for the CNG slow -fill facility. Table 9A Performance Measure FY 2010/11 FY 2011/12 FY 2012/13 FY 2013/14 Est. FY 2014/15 Plan System -wide Passenger Trips 210,792 215,068 228,689 238,696 241,083 Cost per Service Hour $64.84 $67.02 $67.41 $65.03 $67.91 37 Table 9B — Farebox Revenue Calculation (Consistent with Riverside County Transportation Commission Farebox Recovery Policy) Farebox Recovery Ratio Revenues FY 2012/13 FY 2013/14 Est. FY 2014/15 Plan Passenger Fares $350,092 $335,400 $374,100 Interest Income $0 $0 $0 General Fund Contribution $38,000 $59,290 $48,784 Measure A - - - Passenger Shelter Advertising Revenue $13,365 $14,700 $14,000 Gain on Sale of Capital Assets - - - CNG Revenues - - - Lease / Other Revenue - - - Federal Excise Tax Refund - - - Investment Income -$2,756 - - CalPers CERBT - - - Fare Revenues from Exempt Routes - - - Other Revenues $14,158 $12,300 $10,200 Total Farebox Revenues $412,859 $421,690 $447,084 Total Operating Expense $2,039,098 $2,108,646 $2,235,422 Farebox Recovery Ratio 20.25% 20.00% 20.00% 38 ATTACHMENT 4 City (?1* Arts &Innovation City of Riverside FY 2014/15-2015/16 Short Range Transit Plan TABLE OF CONTENTS System Overview 1. Existing Service and Route Performance 4 Planned Service Changes and Implementation 6 Financial and Capital Plans 8 Table 1- Fleet inventory 9 Table 2- SRTP Service Summary 10 Table 3- SRTP Route Statistics 1 I -12 Table 4- Summary of Funds Requested for FY 2014/15 13 Table 4A Capital Project Justification, Project No. 15-1 14 Table 4A Capital Project Justification, Project No. 15-2 15 Table 4A Capital Project Justification; Project No. 15-3 16-17 Table 5.1 Summary or Funds Requested for FY 2015/16 18 Table 5.2 Summary or Funds Requested for FY 2016/17 19 Table 6 Progress to Implement Triennial Performance Audit 20-21 Table 7 Service Provider Performance Targets Report 22723 Table 8 SRTP Performance Report 24 'Fable 9 Highlights of FY 2014/15-2015/16 Short Range Transit Plan 25 Table 9A Operating and Financial Data 26 Table 98 Fare Revenue Calculation 27 City of Riverside 2014/15-2016/17 Short Range Transit Plan I. SYSTEM OVERVIEW I .1 Service Area Special Transportation, a section within the City of Riverside Parks, Recreation and Community Services Department, has been offering paratransit services to the Riverside community since 1975. This dial -a -ride transportation service is provided within the '87.4 square mile incorporated city limits of the City of Riverside, shown below in Figure 1 . Figure I RIVERSIDE NEIGHBORHOODS -.,— 1:::)1“••••••• -- -,-,..- figm- .•-• 114.4-111-1. .41-= *PM i'‘.11r. 1. 4,1.114.4. Si 14Pkr/wer . Arr111141LoLi 1.111,-..11 1 OWLS." 4 141.14 11119-1-.1. 149-11.1.4- Li- IP 1.101Po e, ',W... 1,1144444 ....= * ,ror,..,.....- ....., ...• v...., ....,....m. ...1- Ar. Ir.. ..,-... — •-• I :•-51-='- r-1-11.. — -_ .. 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' ; ;........::i.: ,... ...,....—r 'Lk , • . . . 4. -:. ., E r. .1 r -1:.;-0. 1, 4,..,:..: f .4 • . ".,... ..,-. r 71- r'._ : 1, • • . . } r I I . ' r =1.11— . , ...,...:P":'. :e,f1r • L • .. ').j..-.-.. 7111.7. :• r... ...d.41.',Ifrlirei.i.t... 74. I ...\l':2.. .7.4r72*•'....: ' '.. .97.1. • I • 4.1 I ...., -1•_1.9. i 4 ' sir ..--0-''.....---'411.:, . '...-...N. ... _ 9 r .5: ..• r ..!. i _ • i City of Riverside 2014/15-2016/17 Short Range Transit Plan 1.2 Population Profile According to the 2010 demographic data published by the United States Census Bureau, the population of the City of Riverside totals 303,871 residents. The senior population within the City of Riverside (those over 60 years of age) accounts I'm approximately 13% of the City population. Staff anticipates an increase in the senior population and in ridership due to the age demographics of the City. Ridership has been trending upward for the past several years and continues to increase. 1.3 Parcuransit 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 and older) and persons with disabilities (disabilities require a physician documentation). Operating hours for Special. Transportation are Monday through Friday, from 8:00 a.m..-5:30 pm. and 9:00 a.m.-400 p.m. during weekends, and holidays. In order to reserve a ride, passengers must call Special Transportation's reservation telephone number, during the business hours of 8:00 aan.-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. 1.4 Current Fare: Structure and Proposed Fare Structure The fare structure for a one-way trip is $2.00 per passenger. Clients may pay their fare in cash at boarding time or they are able to use purchased tickets. Additionally clients can use punch cards. 'Pickets can be purchased far $2.00 for a one-way ride; punch cards may be purchased for $40.00 and is equivalent to 20 rides. At this time, Special Transportation has no plans for a fare. increase. 1.5 Revenue Meet The City ofRiverside Special Transportation has been operating with a fleet of 35 paratransit compressed natural. gas (CNG), alternative fuel, Type III vehicles. Special Tra.nspo.rtation City of Riverside 2014/15-2016/17 Short Range Transit Plan increased its fleet by five vehicles in the fiscal year 2012/13. Special Transportation replaced seven vehicles that reached their life capacity in fiscal year 2013/14. Special Transportation also OWIlS one paratransit van equipped to hold six passengers and one wheelchair; these vehicles are not assigned to routes but are used as backups for special services. Special Transportation is in the process of purchasing two additional paratransit vans, also equipped to hold six passengers and one wheelchair. Special Transportation owns one passenger vehicle and is in the process of purchasing a second passenger vehicle to support the departments operation. 1.6 Existiv Facility/Planned Facilities Special Transportation facilities are located at 8095 Lincoln Avenue at the City of Riverside corporation yard. Included in the facilities are administrative office space, a dispatch area, a training and conference room. Special Transportation's facilities also include parking spaces for the transit buses and the city vehicles. In October of 201.3, Special Transportation held a grand opening for the new CNG Vehicle Maintenance Facility used for servicing: and repairing Special Transportation. -vehicles. 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. Special Transportation is planning to expand its Slow Fill Station from twenty to thirty-five CNG fueling stations allowing for all of the buses to be fueled overnight. Special Transportation has begun the bid process for the new Slow Fill Station and a secondary project of repaving the bus corporation yard. The projects are being funded by federal and local funds. Special Transportation has been awarded Proposition 1 B, Federal Transportation Administration and Public Transportation Modernization, Improvements, and Service Enhancement Account (PTM1SEA) funds to expand and modernize its operation facility. An architectural firm was hired to complete a design for the expansion project, which will include a new driver's break room and dispatch office, City of Riverside 2014/15-2016/17 Short Range Transit Plan IL .EXISTING SERVICE AND ROUTE PERFORMANCE Dicd-A.-Ride Service -System Performance Special Transportation served approximately 184,000 passengers during the 2013/14 fiscal year. Ridership is projected to increase to approximately 186,000 in FY201.4/15, representing on.e percent increase from the previous fiscal year and 10 percent from the 2010/11 fiscal year, Special Transportation averages: between 500-60.0 :riders per day and has seen. an. increase in ridership &wing the last two fiscal years. The increase is due to word of mouth tuld ongoing advertisement in Riverside's senior centers and through the City of Riverside's Activity Guide. 2,2 Key Performance Indicators Special Transportation met seven out of its eight service provider performance targets. For fiscal. year 201.3/14, Special Transportation met its mandatory farebo:x recovery ratio target and met six out of seven discretionary performance areas, as shown in. Figure 2. Figure 2 Performance Indicators Performance Scorecard 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 Revemte Mile Meets Target City of Riverside 2014/15-2016/17 Short Range Transit Plan 2,3 Productivity Improvement ElIbrts Special Transportation strives to operate an efficient and effective service and continues to seek ways to decrease costs while 'maintaining high. productivity. Specifically, staff has been focusing on implementing the most efficient routes possible in order to maintain and decrease operating costs. Special Transportation has taken the step to assign one dispatcher the task of analyzing routes every d.ay in order to ensure driver overtime cost are kept to a minimum. Special Transportation hired an additional fulltime dispatcher to assist with weekend and vacation relief coverage. Special Transportation is currently attempting to add two full time drivers and is in the process of hiring additional part-time drivers to meet the high ridership demand. The part-time drivers are used during peak time, this will shorten travel times between pickups and more drop offs. Utilizing 'part-time drivers will allow fbr more effective scheduling of full time routes and a decrease in overtime costs. Special Transportation has instituted a pilot program to replace all Rangers with Samsung tablets. The program began with seven tablets and Special. Transit has moved to replace all of the Rangers with tablets; the pilot program was very successful. The cost difference in the Rangers and Samsung tablets are substantial. The Rangers cost were $2,500 vs. the tablets at $300.00 per unit resulting in a savings within Special Transit. 2.4 Major Trip Generators and Projected Growth Over .Next No Years According to the Riverside County Transportation. Commission (RCTC) triennial performance audit of Special Transportation (FY 2010-2014 "riderShip has in.creased 10 percent during the audit period. After exhibiting a 3.7 percent decrease in FY 2010, ridership increased in FY 2011 and FY 201.2 by 5.8percent and 7.9 percent, respectively. System ridership grew from 158,293 in FY 2009 to 174,058 in. FY 201.2" (Triennialperformance audit of City of 'Riverside Special. Transportation Services ROTC). Senior population within the City amounts to approximately 13 percent and residents nearing the age of 60 amounts to 18 percent of the population, as shown in Figure 3, leading staff to anticipate a higher demand for Special Transportation services in the future. The City of Riverside Parks, Recreation, and Community Services 'Department Special Transportation provides senior and disabled transportation services for customers on a daily 'basis, seven days a week. During the week, a. few primary locations we frequent daily are City of Riverside 2014/15-2016/17 Short Range Transit Plan workshops for mentally and physically disabled passengers, teaching them to live independently. These passengers look forward to attending their workshops (work/whoop to attain a sense of doing things on. their own. Special Transportation transports approximately -160 passengers per day to workshops along with weekly transportation to special. events, whiCh. include 'holiday and unique programs. 25,000 20,000 +4 a, 7 ,-) 15' 000 41 0 t 10 000 .0 5,000 0 City of Riverside Age Demographics 45-49 50-54 55-59 60-64 65-69 70-74 75-79 80-84 85 and Over Age Group II Population PLANNED SERVICE CHANGES AND IMPLEMENTATION 3.1 Recent Service Changes Special Transportation did not implement any service changes during fiscal year 2013/14. 3.2 Recommended Mortification to Paratransit Service,s. City of Riverside 2014/15-2016/17 Short Range Transit Plan Due to ridership demand, Special Transportation added four additional runs during fiscal year 2012/13 to accommodate an increase in ridership; the runs were used during peak hours. This allowed staff members to more effectively and efficiently serve its clients. Special Transportation increased its number of buses by five, therefore increasing the spare ratio of mini buses. No modifications to the present routes are needed at this time. 3.3 Marketing Plans and Promotion. Special Transportation's ridership has increased in record numbers and Special Transportation continues to promote its services. Special Transportation continued with its advertisements on the back of the minibuses including the cost of the fare and telephone number for reservations. Special Transportation is developing a poster to be placed in businesses within the city of Riverside that caters to senior citizens and disabled, and other means of communication to advertise services. Special Transportation regularly prints out flyers and brochures to distribute to the city's community and senior centers\ and also includes ads in other city publications such as The City of Rivet -side Parks and Recreation Activity Guide and The Senior Guide. Staff makes an effort to be present at special events (wellness fairs, grand openings, concerts, etc.) to conduct outreach to the public and distribute promotional products. 3.4 Budget Impact on Proposed Changes Special Transportation expects to maintain its farebox recovery ratio after adding four additional vehicles and will request additional maintenance funds from the Federal Transit Administration. This will assist in sustaining the costs of maintaining additional vehicles. Special Transportation is required to maintain a 10 percent farebox recovery ratio. For the 2013/14 fiscal year, Special Transportation expects to maintain an 11.10 percent farebox recovery ratio. In the fiscal year of 2012/13 Special Transportation reported a farebox recovery ratio of 11.82 percent. IV. FINANCIAL AND CAPITAL PLANS 4.1 Qperating and Capital Budget Special Transportation relies on Local Transportation Funds (LTV) to support its operating budget with the exclusion of the preventative maintenance budget. Special Transportation utilizes 5307 federal funds to fund the preventative maintenance of its fleet. Special Transportation's overall budget for the 2014/15 fiscal year has increased by 3.5%in comparison to the 2013/14 fiscal year as show in Figure 3. Special Transportation is requesting an additional $75, 302 in LTF funds to cover increasing operating expenses. Figure 3 Budget Item FY 2013/14 SRTP FY 2014/15 Plan Salaries & Benefits $2,125,458 $2,121,760 Materials & Supplies 241,911 249,911 Fuel 225,000 275,000 Maintenance 400,000 400,000 Contract Services 0 0 Non -Personnel Cost 387,814 277,154 Total $3,395,960 $3,323,825 Special Transportation is continuing to partially fund a contracted security guard for the 2014/15 fiscal year in order to continue the security of the parking lot and CNG Vehicle Maintenance facilities. Personnel costs, in the form of driver staff hours and related benefits, have risen due to increased ridership. Special Transportation will also ask for an increased LTF allocation to add two more full time minibus drivers. Special Transportation did not increase their capital allocation for the upcoming fiscal year 2014/15. 4.2 Funding Plans to Support Proposed Operating and Capital Program Special Transportation will continue to take advantage of available grant opportunities such as the California Department of Transportation Proposition 1B Public Transportation Modernization, Improvements, and Service Enhancement Account (PTMISEA), in order to support its capital programs. Special Transportation has purchased seven vehicles in the last fiscal year and has on order nine more vehicles utilizing the PTMSEA funding. Special Transportation also applied for Proposition 1 B Security Funds to install additional security and emergency response equipment. The lease of Special Transportation's copier machine will be supported by State Transit Assistance (STA) and 5307 funds. City of Riverside 2014/15-2016/17 Short Range Transit Plan 4.3 Regulatoty 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. Special Transportation. complies with FTA reporting requirements such as the submission of monthly and annual National Transit Database (NTD) reports. Special Transportation completed its last FTA Triennial Review in 2012 with no deficiencies. The next FTA Triennial Review is scheduled for August 2015, RCTC completed its FY 2010-2012 Triennial Performance Audit and had several recommendations: complete and implement the no-show policy, reprogram unused grant funds awarded to Special Transportation services and meet goal of 100 percent preventive maintenance schedule adherence. Special Transportation completed the no-show policy and is awaiting approval from the executive staff Parks, Recreation and Community Services Department, along with the Commission of Disability. Special Transportation reprogrammed federal and state milts, and is beginning to implement several projects. Lastly, Special Transportation has reached a goal of 100 percent preventive maintenance inspection. The dedicated maintenance facility assisted with the increased the efficiency of PM1 completions. There were .no violations noted in the 20.13/14 California Highway Patrol. safety compliance terminal inspection in the areas of maintenance, driver records or driver hours of services. In compliance with R.CTC requirements, Special. Transportation purchases solely alternative fuel vehicles fOr its revenue rolling stock fleet. EM1r iinniie CIW p 2mvp7trtiru {arr v. cn Demand Response J Directly Operated Table 1 - Fleet Inventory FY 2014/15 Short Range Transit Plan City of Riverside Year Mfg. Built Code Model Code Seating Capacity Lift and Ramp Vehicle Equipped Length Fuel Type Code # of Active # of Vehicles Contingency FY Vehicles 2013/14 FY 2013/14 Life to Date Vehicle Miles Prior Year End FY 2012/13 2008 2004 2005 2007 2004 2008 2010 2011 CMD EDN EDN EDN FRD FRD FRD FRD BU BU BU BU BU BU BU BU 7 14 12 14 16 16 16 16 1 1 1 5 1 16 10 8 15 25 25 25 25 25 25 25 GA CN CN CN CN CN CN CN i 1 5 1 8 10 4 0 0 173,556 126,345 1,053,776 898,003 348,340 Life to Date Vehicle Miles through March FY 2013/14 29,855 146,821 304,164 128,964 146,041 115,224 74,117 278,672 Average Lifetime Miles Per Active Vehicle As Of Year -To -Date (e.g., March) FY 2013/14 146,821 304,164 25,793 146,041 14,403 7,412 69,668 Totals: ill 43 30 1 2,600,020 1,223,858 40,795 TransTrack Manager"' Page 1 of 1 4/30/2014 CAZ° UMW ■.�. 3iAtn'dr:nsgi-s+:pxfifm lamsim Table 2 -- City of Riverside -- SRTP Service Summary FY 2014/15 Short Range Transit Plan All Routes FY 2011/12 Audited FY 2012/13 Audited FY 2013/14 Plan FY 2013/14 3rd Qtr Actual FY 2014/15 Plan Fleet Characteristics " Peak -Hour Fleet 29 29 Financial Data ° nillilr •I411.10100 rt "1/114M AM. 'KV aildiI... _ . , . „-1 Total Operating Expenses $3,036,822 $3,193,636 $3,395,960 $2,570,729 $3,323,825 Total Passenger Fare Revenue $370,773 $361,122 $366,630 $305,922 $364,123 Net Operating Expenses (Subsidies) $2,666,049 $2,832,514 $3,029,330 $2,264,807 $2,959,702 Operating Characteristics _ _ . I Unlinked Passenger Trips 174,058 172,725 177,000 138,140 186,000 Passenger Miles 1,009,536 1,001,805 1,012,451 801,212 701,700 Total Actual Vehicle Revenue Hours (a) 46,896.8 49,892.0 50,179.0 37,532.6 52,187.0 Total Actual Vehicle Revenue Miles (b) 680,455.0 702,097.0 701,309.0 515,627.0 894,812.0 Total Actual Vehicle Miles 760,457.0 787,411.0 815,879.0 582,225.0 912,708.0 Performance Characteristics 04141110011100 I i..... Operating Cost per Revenue Hour $64.76 $64.01 $67.68 $68.49 $63.69 Farebox Recovery Ratio 12.21% 11.31% 10.79% 11.90% 10.95% Subsidy per Passenger $15.32 $16.40 $17.11 $16.40 $15.91 Subsidy per Passenger Mile $2.64 $2.83 $2.99 $2.83 $4.22 Subsidy per Revenue Hour (a) $56.85 $56.77 $60.37 $60.34 $56.71 Subsidy per Revenue Mile (b) $3.92 $4.03 $4.32 $4.39 $3.31 Passenger per Revenue Hour (a) 3.7 3.5 3.5 3.7 3.6 Passenger per Revenue Mile (b) 0.26 0.25 0.25 0.27 0.21 (a) Train Hours for Rail Modes. (b) Car Miles for Rail Modes. TransTrack Manager"" 5/23/2014 Page 1 of I Z/o T abed KozlEZ/s „,ia6eue{i verlsuetl ZOL'656'Z$ £ZI'69£$ SZ8'£Z£'£$ 0TOL'ZT6 07181,68 O'L8I'ZS O'L8I'ZS 00L'IOL 000'98I 6Z s!eaoy Jap!noJd 931JAJas ZOL'6S6'Z$ £ZT'69£$ SZ8'£Z£'£$ O'80L'ZI6 O'ZI8'1768 O'LST'ZS O'LST'ZS OOL'IOL 000'98I 6Z le;oy bV0-s52i Appgns 3aN anuenaa asoD Ja6uassed Guar -lad() sally/ sally/ leaoy anuanaa smoN &mot{ sally/ le;oy anuanaa Ja6uassed sia6uassed sapNaA adAy Aea # a;nob )lead sluawa13 eaea sa;noa IIV ST/VTOZ Ad ti -- apisJanlb;o LID swi.spejs aanob digs - E a/9e1 .,,,.oy arw i.14.j apuag _��,.� ® MN Z10 Z a6ed KozIszls ,,,,Ja0euem aneilsueu IZ'0 9'£ T£'£$ TC9S$ ZZ'b$ I6'ST$ %56'OT LS'LT$ ICES 69'£9$ mewl aap!nad 93uuas TZ'0 9'£ T£'£$ TC9S$ ZZ'65 T6'ST$ %S6'0T LS'LT$ TL'£$ 69'£9$ [alai 21V0-5521 a!!W gad s.196uassed JnoH gad al!W JnoH a!!w sJa6uassed anuanab anuanaa Ja6uassed gad Ap!sgns gad Ap!sgnS aad Ap!sgns Ja6uassed gad Amsgns oiled ia6uassed aaw anuanab Aiano3aa gad 3s07 gad POO xogaied 6upeaad0 moH anuanad adAl Aea # a;noy gad Isca 6upeJad0 sro;ealpui aoueuLlOPed sa;nob iltl ST/VTOZ 4 -- ap!eaanm 3o A3!J s3nsiaeas aanv2/ diNg - £ a/9e1 ca9Wxd:...t City of Riverside FY 2014t15 Summary of Funds Requested Short Range Transit Plan Table 4 - Summary of Funds Requested for FY 2014115 Project Description Capital Project Number co Total Amount of Funds LTF STA Prop 1 B (PTMISEA) Prop 1B Security Section 5307 - Riv- San. Bndo Fare Box Other' Local Transportation Funds Operating Assistance Capitalized Preventive Maintenance $2,923,825 $400,000 $2,549,057 $80,000 $320,000 $374,768 Subtotal: Operating S3,323,825 $2,629,057 SO $0 SO $320,000 $374,768 SO Security/Safety Equipment {Prop 18 FY 13114 Lease of Office Equipment FY 15-01 FY 15-02 S48,451 S 12,000 $2,400 S48,451 Subtotal: Capital $60,451 $0 $2,400 $0 $48,451 $9,600 $0 $0 Total: Operating & Capital $3,384,276 $2,629,057 $2,400 $0 $48,451 $329,600 $374,768 $0 -13- Revised 5/21/2014 Summary of FY 2014/15 Funds Requested.xls City of Riverside 2014/15-2016/17 Short Range Transit Plan Table 4A-Canital Project Justification PROJECT NUMBER: FY 15-1 PROJECT NAME: Security and Safety Improvements (200-13) PROJECT DESCRIPTION: To enhance security of the Special Transportation parking lot, Operations Facility, and Alternative Fuel Vehicle Maintenance Facility. PROJECT JUSTIFICATION: City of Riverside, Special Transportation installed additional lighting to -enhance the parking lot during pre -trip and post -trip inspections for the minibus drivers. Special Transportation also installed cameras outside and near the administration building and parking lot, including the vehicle maintenance facility Which improves the security surrounding the buildings. Special Transportation would like to purchase additional emergency response and security equipment. PROJECT FUNDING SOURCES RECEIVED: PRIOR YEAR PROJECTS OF A SIMILAR NATURE WITH UNEXPENDED BALANCE OR PROJECTS APPROVED BUT NOT YET ORDERED - INCLUDE ETA GRANT NUMBER AND RCTC'S CAPITAL GRANT NUMBER FTA Grant # RCTC Grant # Description Unexpended Balance Prop 1B Security (2010-11) 39,536.76 Prop 1B Security (201142) 47,540 Prop 113 Security (2012-13) 48,474 PRIOR YEAR PROJECTS OF A SIMILAR NATURE WITH UNEXPENDED BALANCE -OR PROJECTS APPROVED BUT NOT YET ORDERED City of Riverside 2014/15-2016/17 Short Range Transit Plan INCLUDE FTA GRANT NUMBER AND RCTC'S CAPITAL GRANT NUMBER FTA Grant # RCTC Grant # Description Unexpended Balance Prop I B Security (2011-12) S37,292.12 PROJECT NUMBER: PRatEcr NAME: PROJECT DESCRIPTION: To lease support equipment (division Xerox machine) PROJECT JUSTIFICATION: FY 15-2 Lease of Support Equipment Special Transportation would like to tease support equipment needed for operations (division Xerox Machine) PROJECT JUSTIFICATION SOURCES (REQUESTED): Sec 5307 $9,600 STA $2,400 Total $12,000 PRIOR YEAR PROJECTS OF A SIMILAR NATURE WITH UNEXPENDED BALANCE -OR PROJECTS APPROVED BUT .NOT YET ORDERED INCLUDE FTA GRANT NUMBER AND RCTC'S CAPITAL GRANT NUMBER FTA Grant # RCTC Grant # Description Unexpended balance CA -90-Y 848-00 Lease of Support Equip $2,106 STA $2,400 Total $4,506 City of Riverside 2014/1S-2016/17 Short Range Transit Plan PRIOR YEAR PROJECTS OF A SIMILAR NA7'URE WITH UNEXPENDED INCLUDE ETA GRANT NUMBER AND RCTC'S CAPITAL GRANT NUMBER ETA Grant# RCTC Grant# Description Unexpended balance STA N/A Vehicle Replacement $80,750 City of Riverside FY 2015/16 Summary of Funds Requested Short Range Transit Plan Table 5.1 - Summary of Funds Requested for FY 2015/16 Project Description Capital Project Number 0) Total Amount of Funds LTF STA Prop 1 B (PTMISEA) Prop 1B Security Section 5307 - Riv- San. Bndo Fare Box Other `% Local Transportation Funds Operating Assistance Capitalized Preventive Maintenance $3,013.180 $400,000 $2,638,412 $80,000 $320,000 $374,768 Subtotal: Operating $3,413,180 $2,718,412 $0 $0 $0 $320,000 $374,768 SO Security/Safety Equipment (Prop 16 FY 14115 Lease p(Office Equipment FY 16-01 FY16-01 548,451 $12,000 $2,400 $48,451 $9,600 Subtotal: Capital $60,451 $0 $2,400 $0 $0 $9,600 $0 $0 Total: Operating & Capital $3,473,631 $2,718,412 $2,400 $0 $0 $329,600 $374,768 $0 -13- Revised 5/21 /2014 Summary of FY 2015/16 Funds Requested.xls City of Riverside FY 2016/17 Summary of Funds Requested Short Range Transit Plan Table 5.2 - Summary of Funds Requested for FY 2016/17 Project Description Capital Project Number (1) Total Amount of Funds LTF STA Prop 1 B (PTMISEA) Prop 1B Security Section 5307 - Riv- San. Bndo Fare Box Othert21 Local Transportation Funds $3,113,185 $2,738,417 $374,768 Operating Assistance Capitalized Preventive $400,000 $80,000 $320,000 Maintenance Subtotal: Operating $3,513,185 S2,818,417 $0 SO $0 $320,000 $374,768 $0 Security/Safety Equipment (Prop 1 B FY 15:16 FY 15-01 $48,451 $48,451 Lease pf Office Equipment FY 15-01 $12,000 $2,400 $9,600 Subtotal: Capital $60,451 $0 $2,400 $0 $48,451 $9,600 $0 $0 Total: Operating & Capital $3,573,636 $2,818,417 $2,400 $0 $48,451 $329,600 $374,768 $0 -13- Revised 5/21 /2014 Summary of FY 2015/16 Funds Requested.xis City of Riverside 2014/15-2016/17 Short Range Transit Plan TABLE 6- PROGRESS TO IMPLEMENT TDA TRIENNIAL PERFORMANCE, AUDIT Recent Audit Recommendation (Covering FY 2010-2012) Action (s) Taken and Results to Date 1. Need to complete and implement the no-show policy. The city is continuing to update and finalize its No -Show policy. According to RSS, No - Shows comprise 5 percent of total ridership as the number of trips has continued to increase. The rate is above general industry norms. Special Transportation completed the no-show policy an.d is awaiting approval from the executive staff of Parks, Recreation and Community Services Department, along with the Commission. of Disability. In Progress 2. Reprogram Unused Grant Fund's Awarded to Special Transportation Services. The City of Riverside has -been successful in securing a variety of ,grants to support its. Special. Transportation Services from state and :federal. sources. FIFA. grants generally expire three years after they are awarded. As of Febniary 2013, the total grant funding amounted to $8„693,209 with $2,874,200 expended to date and. $4,497,510 remaining plus $809,375 in State Proposition 1B funding not yet. awarded. Special Transportation reprogrammed federal and state grants and begun. several project implementations including the purchase of buses. In Progress City of Riverside 2014/15-2016/17 Short Range Transit Plan 3. Meet Goal of 100 % Preventive Maintenance Schedule Adherence. With completion of a new maintenance shop dedicated to Riverside Special Services, there should be improved adherence to preventive maintenance inspections (PM1). Meeting timely PMIs are critical to the reliability and useful life of the vehicles. RSS should ensure that the PMI schedules for the growing fleet are developed to ensure timely 'vehicle inspection of all vehicles and full bus pull outs. Special Transportation has reached a goal of -7 100 percent pm.I. The dedicated maintenance facility increased the efficiency of PMI completions. Completed Performance Target Report — City of Riverside transit plans to continue to meet the mandatory fare -box recovery ratio target and meet six of the seven discretionary performance indicators in the FY 2014/15 (shown in Figure 9). Transit operators are required to meet at least four of the seven discretionary performance indicators. Status Performance Indicators Performance Scorecard Mandatory I.Farebox Recovery Ratio Meets Target Discretionary 2.0perating Cost Per Revenue Hour Fails to Meet Target 3.Subsidy Per Passenger 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 Perfth mance Indictois Millmom � iiltr.+it Los:+'+t•.^(lal::i:n Table 7 -- Service Provider Performance Targets Report FY 2013/14 Short Range Transit Plan Review City of Riverside Data Elements FY 2013/14 Plan FY 2013/14 Target FY 2013/14 Year to Date Through 4th Quarter Year to Date Performance Scorecard Unlinked Passenger Trips 177,000 1 Passenger Miles 1,012,451 Total Actual Vehicle Revenue Hours 50,179.0 Total Actual Vehicle Revenue Miles 701,309.0 Total Actual Vehicle Miles 815,879.0 Total Operating Expenses $3,395,960 Total Passenger Fare Revenue $356,630 Net Operating Expenses $3,029,330 Performance Indicators Mandatory: 1. Farebox Recover/ Ratio ( 10.79% 1 >= 10.00% I 223 % I Meets Target Discretionary; L Operating Cost Per Revenue Hour $67.68 <= $67.21 $28.30 Meets Target 2. Subsidy Per Passenger 517.11 >_ .$14.53 and <_ $19.65 $5.65 Better Than Target 3. Subsidy Per Passenger Mile $2 99 >= $2.51 and <_ $3.39 $0.97 Better Than Target . Subsidy Per Hour $60.37 >_ $50.15 and <_ $67,85 $21.98 Better Than Target 5. Subsidy Per Mile $4.32 >_ $3.54 and <_ $4.80 >1.43 Better Than Target 6. Passengers Per Revenue Hour 3,50 >= 2.98 and <= 4.03 3.90 Meets Target 7. Passengers Per Revenue Mile 0.25 >= 0.20 and <= 0.28 0.25 Meets Target Note: Must meet aF least 4 out of 7 Discretionary Performance Indicators Productivity Performance Summary: Service Provider Comments: TransTrack Manager'" 2014 Page 1 of 1 ��M m m . �� l i v e r , ' d c : n a t i r r - a s p a i p i m I C n . . F Y 2 0 1 4 / 1 5 - 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 2 / 1 3 E n d o f Y e a r A c t u a l F Y 2 0 1 3 / 1 4 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 4 / 1 5 P l a n F Y 2 0 1 4 / 1 5 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 7 2 , 7 2 5 1 3 8 , 1 4 0 1 8 6 , 0 0 0 N o n e P a s s e n g e r M i l e s 1 , 0 0 1 , 8 0 5 8 0 1 , 2 1 2 7 0 1 , 7 0 0 N o n e R e v e n u e H o u r s 4 9 , 8 9 2 . 0 3 7 , 5 3 2 . 6 5 2 , 1 8 7 . 0 N o n e T o t a l H o u r s 5 8 , 8 2 3 . 0 4 9 , 5 1 6 . 0 5 2 , 1 8 7 . 0 N o n e R e v e n u e M i l e s 7 0 2 , 0 9 7 . 0 5 1 5 , 6 2 7 . 0 8 9 4 , 8 1 2 . 0 N o n e T o t a l M i l e s 7 8 7 , 4 1 1 . 0 5 8 2 , 2 2 5 . 0 9 1 2 , 7 0 8 . 0 N o n e O p e r a t i n g C o s t s $ 3 , 1 9 3 , 6 3 6 $ 2 , 5 7 0 , 7 2 9 $ 3 , 3 2 3 , 8 2 5 N o n e P a s s e n g e r R e v e n u e $ 3 6 1 , 1 2 2 $ 3 0 5 , 9 2 2 $ 3 6 4 , 1 2 3 N o n e O p e r a t i n g S u b s i d y $ 2 , 8 3 2 , 5 1 4 $ 2 , 2 6 4 , 8 0 7 $ 2 , 9 5 9 , 7 0 2 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 4 . 0 1 $ 6 8 . 4 9 $ 6 3 . 6 9 < = $ 6 9 . 7 6 M e e t s 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 . 5 5 $ 4 . 9 9 $ 3 . 7 1 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 8 . 4 9 $ 1 8 . 6 1 $ 1 7 . 8 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 1 . 3 1 % 1 1 . 9 0 % 1 0 . 9 5 % > = 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 6 . 4 0 $ 1 6 . 4 0 $ 1 5 . 9 1 > = $ 1 3 . 9 4 a n d < = $ 1 8 . 8 6 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 . 8 3 $ 2 . 8 3 $ 4 . 2 2 > = $ 2 . 4 1 a n d < = $ 3 . 2 5 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 $ 5 6 . 7 7 $ 6 0 . 3 4 $ 5 6 . 7 1 > = $ 5 1 . 2 9 a n d < = $ 6 9 . 3 9 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 . 0 3 $ 4 . 3 9 $ 3 . 3 1 > = $ 3 . 7 3 a n d < = $ 5 . 0 5 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 H o u r 3 . 5 0 3 . 7 0 3 . 6 0 > = 3 . 1 5 a n d < = 4 . 2 6 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 7 0 . 2 1 > = 0 . 2 3 a n d < = 0 . 3 1 F a i l s t o M e e t 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 4 / 1 5 P l a n t o t h e F Y 2 0 1 4 / 1 5 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 3 / 2 0 1 4 P a g e 1 o f 1 City of Riverside 2014/15-2016/17 Short Range Transit Plan TABLE 9- HIGHLIGHTS OF 2013/14-2015/16 SHORT RANGE TRANSIT PLAN Proposition 1B Security Grant- To enhance safety and security, Special Transportation applied for almost $50,000 to install additional lighting and cameras in its parking lot and newly constructed CNG Vehicle Maintenance Facility. Staff is also planning to purchase emergency response equipment. Capital Projects: ■ Slow Fill Stations Installation -- Special 'Transportation staff will be installing additional slow fill stations at the City ofRiverside Corporation Yard to meet fueling demands. Special. Transportation also included in the bidding project resurfacing and repainting the transit yard to increase visibility. Staff completed the bid process for the slow fill station and is waiting to award the contract. • Vehicle Procurement an.d Delivery —Special Transportation will be replacing nine 16 passenger, paratransit vehicles with grant funds :received. through the Federal Transit Administration and Proposition 1.B capital grant. Vehicles will be delivered by the end of the 201.4 calendar year. • Operations Facility .Modernization and Expansion — Staff hired an architectural firm to begin the design plan of modernizing and expanding Special Transportation's operations facility. Included in the Special Transportation's operation facility are administrative offices, dispatch room, and training and conference room. Expanding and modernizing the existing facilities will accommodate a larger dispatch center, separate conference room, and a reception area for clients seeking to purchase bus passes and tickets. Expanding this operational facility will increase efficiency within the transit operation and enhance passenger access to the facility. Table 9A-Operating and Financial Data SPedo| Transportation FY 20I0/11 Audited FY 2011/12 Audited FY 2012/13 Audited FY 2013/14 Estimate <aa5edvnsw QumrtwrAct"ow> FY2O14/15Planned System wide Ridership 161,242 174,058 172,725 177'000 186,000 Operating Cost Per Revenue Hour $68.03 $64.76 $64.01 $67.68 $64.99 Table 9B_ Fare Revenue Calculation (consistent with Commission FarabmuRecovery Policy) included Revenue Sources |nd Calculation ' Actual Arno Ac ^ frnrnFY2012/13 Audit FY13/14 (Estimate) ` ' FY14/l5(P|on) ' 1.Passenger Fares 374768 366,630 364,123 2.|ntenext - ' 3.General FundSupp|emen1 4.Measure A S.Advertising Revenue G.Gain onSale ofCapital Assets 7.CN5Revenue - - - 8.Lease/ Other Revenue - - - 9.Federal Excise Tax Refund 1O.Investment Income 11Ca|PenCERBT I%.Fare Revenues from Exempt Routes 13. Other Revenues 2,403 3,500 3000 TOTAL REVENUE for FuvebmxCalculation (1-13) 374,768 �--- 369,130 364,123 - TOTAL OPERATING EXPENSES 3,169,702 3,028,330 3,027'321 for Farebox Calculation ATTACHMENT 5 Coachella Valley -San Gorgonio Pass Rail Short Range Transit Plan FY 2014/15-2016/17 nommin- COACHELLA VALLEY- SAN GORGONIO PASS CORRIDOR RAIL SERVICE Final Plan 5/21/14 1 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 6 CHAPTER 2 — PROJECT OVERVIEW 6 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 2.7 Project Schedule and Deliverables 10 CHAPTER 3 — DESCRIPTION OF WORK 11 3.1 Detailed Project Work Plan and Outreach Plan 11 CHAPTER 4 — PRELIMINARY SERVICE PLANNING AND ALTERNATIVES 12 4.1 Alternatives Analysis 12 4.2 Preliminary Service Development Planning Methodology 13 CHAPTER 5 — ENVIRONMENTAL DOCUMENTATION 14 5.1 NEPA/CEQA Scoping and Outreach 15 5.2 Environmental Document & Section 4(f) Analysis 16 CHAPTER 6 — SERVICE DEVELOPMENT PLAN DEVELOPMENT 1 CHAPTER 7 — PROJECT MANAGEMENT 3 TABLE 4 — SUMMARY OF FUNDS REQUESTED 4 TABLE 5 — SUMMARY OF FUTURE FUNDS REQUESTED 7 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 2017. 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. In FY 2013/14, 10 percent of Coachella Valley STA portion of the TDA funds amounts to approximately $1.2 million. The intent of the MOU is to allow the Commission to set aside those TDA 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. The establishment of the Coachella Valley bus/rail split will have an impact on bus transit operations. The phased -in approach is intended to provide SunLine with lead time in order to mitigate budgetary impacts. It should be recognized the STA portion of the Coachella Valley funds to be allocated for rail purposes are now used to fund a wide variety of capital improvement projects at SunLine, including the financing of fleet replacement activities. While not an immediate need, prudent planning requires fleet replacement be considered years in advance to accumulate cash reserves to finance the purchase of heavy duty buses, light duty ADA vehicles, and necessary support vehicles. SunLine's fleet plan will need $3.5 million per year in order to finance fleet replacement vehicles and those necessary for service expansion through 2030. 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. 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 5 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 rail funds. The project purpose and need will have to be compelling and the ridership potential thoroughly demonstrated. The FRA staff already 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 Ca!trans 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 or an environmental impact statement may be completed either after or in parallel to the SDP process. The intent is for Commission staff to initiate a Request for Proposal to hire a highly qualified consulting firm capable of conducting both the SDP and the NEPA documentation to expedite project development. CHAPTER 2 — PROJECT OVERVIEW The proposed Banning Pass -Coachella Valley 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 200-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 140-mile segment between Riverside/Colton and Indio. 6 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 Federal Railroad Administration (FRA) published its Interim Program Guidance for the High -Speed Intercity Passenger Rail Program in the Federal Register Volume 75 No. 126 Notices. The California Department of Transportation (Caltrans) was selected through this competitive grant program for planning funds to conduct the State Rail Plan, which includes the proposed service that is the subject of this scope. As part of its planning processes, Caltrans conducted the Coachella Valley Intercity Rail Corridor Planning Study, which examined the viability of the provision of intercity passenger rail service between Los Angeles and Indio and recommended the preparation of a service development plan (SDP) to determine the range of, and ultimately, select a preferred service option for the corridor. The Riverside County Transportation Commission (Commission) will lead 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 case of the Corridor will either be an environmental assessment (EA) or a Tier 1 environmental impact statement (EIS) to satisfy both the National Environmental Policy Act (NEPA) and California Environmental Quality Act (CEQA) requirements, 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 7 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. 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. Each task will be issued as separate task orders 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. The environmental documentation will be an optional contract item that will proceed via a task order based on results of prior tasks. 2.5 Project Location The Banning Pass -Coachella Valley 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 Banning Pass -Coachella Valley Rail Corridor shall be considered to the degree necessary to fully inform the service development planning process and service environmental work for the Corridor: 1. Amtrak Sunset Limited (Los Angeles to New Orleans via Phoenix); 2. Amtrak Southwest Chief (Los Angeles to Chicago via Riverside); 3. Amtrak Pacific Surfliner Trains (San Diego to San Luis Obispo); 4. Commuter Rail Operations Metrolink (Serving Los Angeles, Orange, Riverside, San Bernardino, and Ventura Counties); 5. Future daily intercity service between Los Angeles and Phoenix via Coachella Valley; 8 6. Local and regional bus connections; and 7. High Speed Rail future plans. illui&RANGECOUNTY SAN BERNARDINO r, COACHELLA VALLEY- SAN GORGONIO PASS CORRIDOR RAIL SERVICE - Burlington Northern Santa Fe Railroad Tracks - Union Pacific Railroad Tracks - SCRRA Alignment (San Gabriel Sub] - UP Alignment (Alhambra Sub) *•nExisting Station with Rail Conneclions O O O Q Polenliai Station' Catchment Areas 115 mile radius) • Not all potential stations would be needed, construction and alignment alternatives will be determined in the future 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 Association 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 9 " I n t e r c i t y R a i l O p e r a t o r : A m t r a k " C o m m u t e r R a i l O p e r a t o r : M e t r o l i n k " F r e i g h t R a i l r o a d O p e r a t o r s : U P R R a n d B N S F 2 . 7 P r o j e c t S c h e d u l e a n d D e l i v e r a b l e s T h e p e r i o d o f p e r f o r m a n c e f o r a l l w o r k w i l l b e e s t i m a t e d b y t h e C o n t r a c t o r a n d a p p r o v e d b y t h e C o m m i s s i o n w i t h k e y m i l e s t o n e s i d e n t i f i e d . T h e a n t i c i p a t e d d e l i v e r a b l e s a s s o c i a t e d w i t h t h i s s c o p e a r e a s f o l l o w s : D e l i v e r a b l e s T a s k 1 : D e t a i l e d W o r k P l a n , B u d g e t , a n d O u t r e a c h P l a n �% D e t a i l e d P r o j e c t W o r k P l a n ( w i t h b u d g e t ) a n d O u t r e a c h P l a n T a s k 2 : P r e l i m i n a r y S e r v i c e P l a n n i n g a n d A l t e r n a t i v e s �% P u r p o s e a n d N e e d S t a t e m e n t �% T e c h n i c a l M e m o o n C r i t e r i a a n d M e t h o d o l o g y �% A l t e r n a t i v e s A n a l y s i s R e p o r t �% C o n c e p t u a l E n g i n e e r i n g T a s k 3 : E n v i r o n m e n t a l D o c u m e n t a t i o n �% D r a f t N O I �% 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 �% F i n a l P u r p o s e a n d N e e d S t a t e m e n t �% S c o p i n g R e p o r t �% I m p a c t A n a l y s i s M e t h o d o l o g y �% A n n o t a t e d E n v i r o n m e n t a l D o c u m e n t O u t l i n e �% A d m i n i s t r a t i v e D r a f t E n v i r o n m e n t a l D o c u m e n t �% D r a f 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 D r a f t N O A �% A d m i n i s t r a t i v e F i n a l E n v i r o n m e n t a l D o c u m e n t �% F i n a l E n v i r o n m e n t a l D o c u m e n t a n d D r a f t N O A �% D r a f t R O D T a s k 4 : S e r v i c e D e v e l o p m e n t P l a n �% 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 g y �% D r a f t S D P �% F i n a l S D P 1 0 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. ji Task 1: Project Work Plan & Outreach Plan Define Project Approach Identify Stakeholder Outreach Task 2: Preliminary Service Planning and Alternatives Identify Service Patterns/Alternatives Develop Ridership and Cost Projections STOP) Decision Point: Is tTie Project Viable to Continue? Task 3: Environmental Documentation Environmental Outreach & Scoping Identify Impacts and Mitigations T Task 4: Service Development Plan Finalize Planning Documents to be eligible for Federal Funds 11 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 (possibly quarterly) 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. CHAPTER 4 — PRELIMINARY SERVICE PLANNING AND ALTERNATIVES 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. Research should include using SCAG data as well as other resources that might be available (for example, FRA's Southwest Rail Study, license plate surveys, etc). 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 12 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 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 13 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, As part of this process, 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. 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. CHAPTER 5 — ENVIRONMENTAL DOCUMENTATION Upon Commission approval of the Alternatives Analysis Report, the Commission will decide whether to proceed with the next steps of environmental documentation. The Contractor will need to provide a specific recommendation as to the type and scope of the environmental documentation needed to go forward based on the project understanding at the time, either an EA or a complete final EIS. The recommendation should consider 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 should 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. It should be made clear this 14 task shall be priced separately from the other tasks and will only be implemented upon approval by the Commission. For the development of the cost estimate in the proposal, it will be helpful to assume the exercise will require a full Tier 1 EIS. The approach can be modified. 5.1 NEPA/CEQA Scoping and Outreach In coordination with Commission, the Contractor will conduct the scoping process to initiate the Environmental Documents, which will include: • Identification of the Corridor study area; • Development of a NOI to prepare an EIS; • Development of the Agency and Stakeholder Involvement Plan; • Holding scoping meetings with the public, stakeholders, and other agencies; • Finalization of the Purpose and Need Statement; • Preparation of a scoping report; 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 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. 15 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. 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 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; • Train operating speeds; • Cities and stations served; • Ridership projections; and • Train service levels and frequency; • Major infrastructure components. • Train technology; Studies to be conducted as part of the NEPA evaluation process for the Corridor Program may include the following. A final list will be determined in conjunction with the Commission in the work plan and estimated budget: • Air quality • Water quality • Noise and vibration 16 • Solid waste disposal • Ecological systems • Impacts on wetlands areas " I m p a c t s o n e n d a n g e r e d s p e c i e s o r w i l d l i f e " F l o o d h a z a r d s a n d f l o o d p l a i n m a n a g e m e n t " C o a s t a l z o n e m a n a g e m e n t " U s e o f e n e r g y r e s o u r c e s " U s e o f o t h e r n a t u r a l r e s o u r c e s , s u c h a s w a t e r , m i n e r a l s , o r t i m b e r " A e s t h e t i c a n d d e s i g n q u a l i t y i m p a c t s " P o s s i b l e b a r r i e r s t o t h e e l d e r l y a n d h a n d i c a p p e d " L a n d u s e , e x i s t i n g a n d p l a n n e d " E n v i r o n m e n t a l J u s t i c e " P u b l i c h e a l t h " P u b l i c s a f e t y , i n c l u d i n g a n y i m p a c t s d u e t o h a z a r d o u s m a t e r i a l s " R e c r e a t i o n a l o p p o r t u n i t i e s " S o c i o e c o n o m i c " H i s t o r i c , a r c h e o l o g i c a l , a r c h i t e c t u r a l , a n d c u l t u r a l " T r a n s p o r t a t i o n " P o t e n t i a l i m p a c t s t o S e c t i o n 4 ( f ) - p r o t e c t e d p r o p e r t i e s " C o n s t r u c t i o n p e r i o d i m p a c t s T h e C o n t r a c t o r , i n c o n j u n c t i o n w i t h C o m m i s s i o n , w i l l a l s o i d e n t i f y s t r a t e g i e s t o a v o i d , m i n i m i z e , o r m i t i g a t e i d e n t i f i e d i m p a c t s . T h i s w i l l i n c l u d e c o o r d i n a t i o n w i t h a p p r o p r i a t e r e s o u r c 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 / C E Q A p r o c e s s t o m a n a g e a n y i m p a c t s i d e n t i f i e d d u r i n g t h e d e v e l o p m e n t 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 . S p e c i f i c m i t i g a t i o n s t r a t e g i e s w i l l b e d e v e l o p e d a n d i n c l u d e d i n t h e e n v i r o n m e n t a l d o c u m e n t a s n e c e s s a r y b y r e s o u r c e a r e a , b a s e d o n t h e f o l l o w i n g a p p r o a c h e s : " A v o i d i n g t h e i m p a c t a l t o g e t h e r b y n o t t a k i n g a c e r t a i n a c t i o n o r p a r t s o f a n a c t i o n ; " 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 1 8 will prepare an administrative final document for FRA review and approval. Modifications to the administrative final document requested by FRA will be incorporated to produce a final document for circulation. The Contractor will prepare and submit to FRA a draft NOA. The Contractor will also distribute the final document to agencies and stakeholders, as outlined in the Agency and Stakeholder Involvement Plan. Additionally, the Contractor, in coordination with FRA, will identify the next steps required in the environmental process, including identifying the necessary Tier-2 project -level NEPA documents required. The commitments agreed upon by the agencies throughout the NEPA process will be included in the draft ROD, which the Contractor will submit to FRA for review and consideration. A constant line of communication between the Contractor and Commission will be maintained throughout the entire NEPA process. Deliverables: • Impact analysis methodology for FRA review and acceptance; • Annotated EIS outline for FRA review and acceptance; • Administrative draft document for FRA review and comment; • Draft document and draft NOA for FRA review and approval; • Administrative final document for FRA review and comment; • Final document and draft NOA for FRA review and approval; 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; 1 " O p e r a t i o n s m o d e l i n g , i n c l u d i n g r a i l r o a d o p e r a t i o n s i m u l a t i o n s , e q u i p m e n t a n d c r e w s c h e d u l i n g a n a l y s e s , a n d t e r m i n a l , y a r d , a n d s u p p o r t o p e r a t i o n s , w h i c h i n t u r n r e f l e c t s u c h v a r i a b l e s a s t r a v e l d e m a n d a n d r o l l i n g s t o c k c o n f i g u r a t i o n . I f t h e p r o p o s e d s e r v i c e s h a r e s f a c i l i t i e s w i t h r a i l f r e i g h t , c o m m u t e r r a i l , o r o t h e 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 s , t h e e x i s t i n g a n d f u t u r e c h a r a c t e r i s t i c s o f t h o s e s e r v i c e s w i l l b e i n c l u d e d ; " S t a t i o n a c c e s s a n d a n a l y s i s t o a d d r e s s t h e l o c a t i o n o f t h e s t a t i o n s t o b e s e r v e d b y t h e p r o p o s e d s e r v i c e , h o w t h e s e s t a t i o n s w i l l a c c o m m o d a t e t h e p r o p o s e d s e r v i c e , h o w p a s s e n g e r s w i l l a c c e s s t h e s t a t i o n s , a n d h o w t h e s t a t i o n s w i l l b e i n t e g r a t e d w i t h c o n n e c t i o n s t o o t h e r m o d e s o f t r a n s p o r t a t i o n ; " D e m a n d a n d r e v e n u e f o r e c a s t s , i n c l u d i n g t h e m e t h o d s , a s s u m p t i o n s , a n d o u t p u t s f o r t r a v e l d e m a n d f o r e c a s t s , a n d t h e e x p e c t e d r e v e n u e f r o m t h e s e r v i c e , i n c l u d i n g r i d e r s h i p / r e v e n u e f o r e c a s t s t h a t s p e c i f y t h e n u m b e r o f p a s s e n g e r s a n d b o a r d i n g s / d i s e m b a r k i n g a t s t a t i o n s ; " F i n a n c i a l p e r f o r m a n c e a n d p r o j e c t i o n s f o r e a c h p h a s e o f s e r v i c e , i n c l u d i n g o p e r a t i n g c o s t s a n d r e v e n u e s , c a p i t a l r e p l a c e m e n t c o s t s , a n d o t h e r i n s t i t u t i o n a l a r r a n g e m e n t s a f f e c t i n g t h e s y s t e m f i n a n c e s . T h e S D P w i l l a d d r e s s t h e m e t h o d s , a s s u m p t i o n s a n d o u t p u t s f o r o p e r a t i n g e x p e n s e s f o r t h e t r a i n s e r v i c e i n c l u d i n g m a i n t e n a n c e o f w a y , m a i n t e n a n c e o f e q u i p m e n t , t r a n s p o r t a t i o n ( t r a i n m o v e m e n t ) , p a s s e n g e r t r a f f i c a n d s e r v i c e s s u c h a s m a r k e t i n g , r e s e r v a t i o n s / i n f o r m a t i o n , s t a t i o n , a n d o n - b o a r d s e r v i c e s , g e n e r a l / a d m i n i s t r a t i v e e x p e n s e s , c o s t - s h a r i n g a r r a n g e m e n t s , a n d a c c e s s f e e s ; " C a p i t a l p r o g r a m m i n g a t a l e v e l s u f f i c i e n t t o i d e n t i f y n e c e s s a r y i n f r a s t r u c t u r e i m p r o v e m e n t s a n d t o d e t e r m i n e t h e c o s t e s t i m a t e s . T h i s w o u l d i n c l u d e e q u i p m e n t , i n f r a s t r u c t u r e i m p r o v e m e n t s , f a c i l i t i e s , a n d o t h e r i n v e s t m e n t s r e q u i r e d f o r e a c h d i s c r e t e p h a s e o f s e r v i c e i m p l e m e n t a t i o n ; " 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 : 2 " 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 g y f o r 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 n d " F i n a l S D P . C H A P T E R 7 P R O J E C T M A N A G E M E N T T h e C o n t r a c t o r i s r e s p o n s i b l e f o r f a c i l i t a t i n g t h e c o o r d i n a t i o n o f a l l a c t i v i t i e s a m o n g t h e C o m m i s s i o n , r e l e v a n t h o s t r a i l r o a d s , a n d F R A f o r i m p l e m e n t a t i o n o f t h e P r o j e c t . U p o n a w a r d o f t h e P r o j e c t , t h e C o m m i s s i o n w i l l m o n i t o r a n d e v a l u a t e t h e P r o j e c t ' s p r o g r e s s t h r o u g h t h e a d m i n i s t r a t i o n o f r e g u l a r p r o g r e s s m e e t i n g s s c h e d u l e d t h r o u g h o u t t h e P r o j e c t ' s d u r a t i o n . G o o d p r o g r a m m a n a g e m e n t a n d q u a l i t y a s s u r a n c e p r a c t i c e s m u s t b e i m p l e m e n t e d o n t h e p r o j e c t . A s p a r t o f t h e P r o j e c t ' s a d m i n i s t r a t i o n , t h e C o n t r a c t o r w i l l : " H o l d r e g u l a r l y s c h e d u l e d P r o j e c t m e e t i n g s w i t h C o m m i s s i o n ; " M a i n t a i n t h e A d m i n i s t r a t i v e R e c o r d f o r t h e P r o j e c t , t o b e s u b m i t t e d t o F R A u p o n P r o j e c t c o m p l e t i o n . A P r o j e c t m a s t e r f i l e w i l l c o n t a i n c o p i e s o f r e p o r t s , c o r r e s p o n d e n c e , a n d o t h e r d o c u m e n t s a n d w i l l b e c o m p i l e d a n d r e c o r d e d i n t h e A d m i n i s t r a t i v e R e c o r d ; " P e r f o r m p e r i o d i c P r o j e c t s t a t u s r e v i e w s a n d m e e t i n g s w i t h r e l e v a n t s t a k e h o l d e r s a t v a r i o u s l o c a t i o n s w i t h i n t h e P r o j e c t a r e a i n c l u d i n g t h e C o a c h e l l a V a l l e y ; " C o m p l y w i t h C o m m i s s i o n P r o j e c t r e p o r t i n g r e q u i r e m e n t s , i n c l u d i n g : a . S t a t u s o f P r o j e c t b y t a s k b r e a k d o w n a n d p e r c e n t c o m p l e t e ; b . C h a n g e s a n d r e a s o n f o r c h a n g e i n P r o j e c t ' s s c o p e , s c h e d u l e a n d / o r b u d g e t ; c . D e s c r i p t i o n o f u n a n t i c i p a t e d p r o b l e m s a n d a n y r e s o l u t i o n s i n c e t h e i m m e d i a t e l y p r e c e d i n g p r o g r e s s r e p o r t ; d . S u m m a r y o f w o r k s c h e d u l e d f o r t h e n e x t p r o g r e s s p e r i o d ; a n d e . U p d a t e d P r o j e c t s c h e d u l e . T h e d a y t o d a y p r o j e c t m a n a g e m e n t t a s k s w i l l b e p e r f o r m e d b y R C T C R a i l M a n a g e r S h e l d o n P e t e r s o n , P r o j e c t L e a d S t a f f . 3 RCTC Commuter Rail FY 2014115 Summary of Funds Requested Short Range Transit Plan Table 4 - Summary of Funds Requested for FY 2014115 Project description Capital Project Number" Total Funds Total Funds w/o Carryover LTF STA Prop 1B Transfer In Other CV Rail Planning & Station Development (2) FY 15-1 SO SO CV General Rail Management FY 15 -2 5779,531 5779,531 $663,531 $116,000 Subtotal: Capital $779,531 $779,531 $603,531 $118,000 $0 $0 SO Total: Operating & Capital $779,531 $779,531 $683,531 $118,000 $0 $0 $0 (1 ) Number ties to Table 4A- Capital Project Justification (2) These funds of FY 2010/11 - FY 2012113 Prop 1 B PTMISEA funds were already accounted for per FY 12/13 SRTP Amendment dated October 9, 2013 031S3f103U SaNru 30 Auvituuf1S -17 318V1 Table 4A — Capital Project Justification PROJECT NUMBER: FY 15 - 1 PROJECT NAME: CV Rail Planning & Station Development PROJECT DESCRIPTION: This Project will provide the following: Support a service development plan required to obtain federal funding for expanded rail service to the Coachella Valley. These funds will be used to increase the frequency of Amtrak rail service from Los Angeles to the Coachella Valley and station improvements within the corridor. Combined state and federal funding will cover capital costs to improve stations and complete technical studies required to leverage additional state and federal funds. The primary effort for this will be the initiation of a service development plan to compete for limited state and federal rail funds. PROJECT JUSTIFICATION: Providing some form of passenger rail service to the Coachella Valley has been a long- standing priority for the area for more than two decades with the first studies completed in the early 1990's. As the result of past studies from 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. The initial service plan would be for two daily round trips along the corridor. The next round of studies will look at various track alignments, routes, station alternatives and determine ridership forecasts. On October 9, 2013 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. 13-042 in support of Amtrak's plan to run the Sunset Limited daily through the Coachella Valley. PROJECT FUNDING SOURCES (REQUESTED): Transfer In (Prop 1 B PTMISEA Funds) $4,200,000 Based on Prior SRTP Amendment Total $4, 200, 000 5 Table 4A — Capital Project Justification PROJECT NUMBER: FY 15 - 2 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 that may not be covered by the Prop 1 B 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 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): LTF (Coachella Valley Rail Split) $663,531 STA (Coachella Valley Rail Split) $96,698 Interest $8, 300 Total $768,529 6 TABLE 5 - SUMMARY OF FUTURE FUNDS REQUESTED OS OS 0$ L894Z01.S 01:6`£OLS LZ9`908$ LZ9'908$ I le;idea B 6ul;eJad0 .lelol 0$ O$ 0$ L894ZO1.$ 0n'EOL$ LZ9'908$ LZ9'908$ le;idea :le;omens L89`Z06$ 0176`EOLS LZ9'908$ LZ9'908S 6- L4 Ad }uawa6eueW iieb leiauaD AD ,1a40 ul as}sueal 9 I. do-ld 'd1S All JanatiJRO op spund Imo' Spun] lewi JagwnN 3aafoud leNcO uo0 POSG❑ loafoad L 419 44Z AJ aoi palsanbaa spun] Jo fuewwns - n algal 0$ Ot 0$ 669'66$ L£V£89$ 9E0`£81$ 9£0'£8L$ 1 1e148OV 6ul;egad❑ Viol 0$ 0$ 0$ 689'68$ LEb'£89$ 9E0`£83 9£0'£81$ 18108O :lelolgns 665'66$ L£h`£89S 9E0'£8L$ 9£0'£8LS 6- 96 Ad }uawaBeueW iieb pauaD AO • Hag10 ul as,Lsueal 8 6 do-ld 'd1S Al aanoialeO opn spund Imo' spun le;ol JagwnN pafoud le}ideO u00pose° loafoad g igioz Aj ao} pe;senbaa spun] }o kieununs - vg angel ueld usueal oCue�{ �oUS pa;sanbaH spund;o tieuauan5 L L19 L0E J d Pue 911510E Ad �ieb aa;nuieuo0 91oa Table 5.1A— Capital Project Justification PROJECT NUMBER: FY 16 - 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. It will also cover additional planning that may not be covered by the Prop 1 B 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 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): LTF (Coachella Valley Rail Split) STA (Coachella Valley Rail Split) $683, 4357 $99, 599 Total $783, 036 8 Table 5.2A — Capital Project Justification PROJECT NUMBER: FY 17 - 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. It will also cover additional planning that may not be covered by the Prop 1 B 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 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): LTF (Coachella Valley Rail Split) STA (Coachella Valley Rail Split) $703, 940 $102,587 Total $806,527 9 ATTACHMENT 6 PALO VERDE VALLEY TRANSIT AGENCY BLYTHE, CALIFORNIA SHORT RANGE TRANSIT PLAN FISCAL YEAR 2014/15 - 2016/17 FINAL 5/23/2014 DRAFT 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 Chapter 2 — Services & Performance Blue Route 1 Blythe City Circulator 9 Gold Route 2 Palo Verde College Crosstown 10 Red Route 3 CA Prisons Express 11 Green Route 4 Rural Rider 12 Silver Route 5 Saturday Service 13 Desert Road TRIP 14 Blythe Mobility Management 15 PVVTA X-Tend-A-Ride 16 Performance 17 Growth and Planning 18 Chapter 3 — Service Changes Route Changes and Modifications Promotions Chapter 4 — Finances & Capital Plans 21 22 Operating Budget 24 Capital Budget 24 Compliance Requirements 24 Data Tables (Start) 25 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. Demographics The valley's population is approximately 20,000 residents. Population growth in the valley is increasing at an average of about one percent per 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 Depai intent of Corrections facilities, and limited service to Ehrenberg, Arizona. ADA Para -transit is also provided after hours on the Fixed Routes through route deviation requests. The routes can deviate up to 3/ of a mile away from the actual mapped routes. Hours of operation for the Fixed Route system are Monday through Friday from 5:00 am to 6:30 pm, and 8:00 am to 1:00 pm on Saturday and limited holidays. Finally, 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 'mI S� StfNDN C; I vsva ! ! i ! ! NEW NVH:?3fin art A m RA rn Shi }iU1N3S MIVNEVB 311N3AV (01 f rn 2 Nt U015NVI-I) M I �___.! 3f1N3,+t1 ,71 dViAl ViaLSAS VI Ad IMPF Pv-= 3[l83AV530I 3931103 3CIE3A OlVd 3i1N3Nti t,9 ■ ■ �SNOSI id b"? 4M r rM Q M 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 implemented a modest fare increase on July 1, 2010. In fiscal year 2014/15, staff may propose to the Board of Directors a base increase to the fare structure in order to maintain the Farebox Recovery Ratio. Prior to any proposed increases, PVVTA would hold a public hearing in order to receive public input on any change to the Fare Schedule. Children ages 5 and under* Children ages 5 and under* * 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. 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) (first boarding with full fare adult) (second & third boarding with full fare adult) $1.65 $0.80 $0.80 Free $0.80 Arizona Zone Fare for travel to and from Ehrenberg, AZ General Public, Seniors, & Persons with Disabilities $5.00 Fixed Route Cash Fare — Route 3 Express General Public, Seniors, & Persons with Disabilities $3.30 Route Deviations (one way to or from route) $0.80 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 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) (Ehrenberg, AZ) (Route 3 Express) (Route 3 Express) (Route 3 Express) $0.80 $6.40 $16.50 $ 8.00 $43.00 $28.00 $28.00 $50.00 $ 33.00 $ 66.00 $120.00 Other Cash Fare — X-Tend-A-Ride General Public, Seniors, & Persons with Disabilities $5.00 6 Fleet and Maintenance PVVTA operates vehicles using Compressed Natural Gas (CNG), gasoline and diesel. The fleet consists of eight active transit vehicles and four active support vehicles. Most of the vehicles are interchangeable between routes. When vehicles are retired, they are declared surplus property and sold at a city 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 the City of Blythe Central Garage. 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. ~°fgr Lam# fhe Free... Home of fhe Brave! DESERT ROADRUNNER pwfa.oam Chapter 2 — Services & Performance 8 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 Depaitiuent, 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 3/ 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 7:30 am to 6:00 pm Monday through Friday. Services are not provided on the following days: Weekends and all Agency observed holidays. RECOMMENDATIONS: 2015 Expand deviation area in East Blythe to cover the Colorado River Fairgrounds area. 2016 Analyze the feasibility of increasing frequency of headways, continue to monitor service. 2017 Implement an opposite bus on the same route in 30-minute headways during peak hours. ���11 PVHS 10th Ave N. BROADWAY j �Chanslorway B. rnard 7th BALDWIN T r.E ..m Hobsonway ENCINAS Nim NO a) ca c 9 Gold Route 2 — Deviated Fixed Route Palo Verde College Crosstown Gold Route 2 provides riders access between the city of Blythe and Palo Verde College. This feeder route provides connections to many civic, educational, and county sponsored public social service offices, Blythe City Hall, 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 3/ 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 7:00 am to 7:00 pm Monday through Friday. Services are not provided on the following days: Weekends and all Agency observed holidays. RECOMMENDATIONS: 2015 Reduce afternoon service on Fridays to 4:00 pm and mirror service days to Palo Verde College schedule. 2016 Implement any findings from 2014 analysis of late night trip issues from the Palo Verde College. 2017 No proposed changes this fiscal year; staff will continue to monitor service. 6th Ave PV 'co College o Riverside c Barnard > 0 KMART ° L2Murphy ilz- INTAKE Hobsonway CIVIC 7th 10 Red Route 3 — Deviated Fixed Route CA Prisons Express The Red Route 3 provides premium commuter service between Blythe and Chuckawalla Valley & Ironwood State Prisons, Monday through Friday with three AM and three PM trips. This route serves four Park-N-Ride lots, travels down Hobsonway to Mesa Drive, then travels via Interstate 10 to the prisons. The Red Route 3 operates from 5:00 am to 7:30 am and again from 2:00 pm to 5:30 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 is 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: 2015 No proposed changes this fiscal year; staff will continue to monitor service. 2016 Possibly expand route service and schedule depending on availability of funds. 2017 No proposed changes this fiscal year; staff will continue to monitor service. P N R co I_1 MESA SR-78 KMART H o bso away rrCA PRISONS 11 Green Route 4 — Deviated Fixed Route Rural Rider The Green Route 4 provides deviated fixed route service between Blythe, Ripley, Mesa Verde, and Ehrenberg, Arizona. This route serves four Park-N-Ride lots, travels down Hobsonway to State Route 78, then travels South to Ripley, West to Mesa Verde via Interstate 10 and services Ehrenberg, Arizona. The Green Route 4 operates three round trips 7:00 am to 4:00 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 other major trip generators. RECOMMENDATIONS: 2015 Analyze the feasibility of increasing frequency, and continue to monitor service. Coordinate services with other regional providers such as Quartzsite Transit. 2016 No proposed changes; continue to monitor service. 2017 No proposed changes; continue to monitor service. MESA SR-78 EM oo oc KMART 7th EHRENBERG MARINA RIVIERA 12 Silver Route 5 — Deviated Fixed Route Saturday Service The Silver Route 5 provides system -wide deviated fixed route service within the city of Blythe, Ripley, Mesa Verde, and selected trips to Ehrenberg, Arizona. This route serves all major trip -generating areas within the system on 90-minute headways. The Silver Route 5 operates 8:00 am to 3:00 pm Saturday and Agency observed holiday operating days. Services are not provided on the following days: Monday through Friday and all Agency observed non -operating holidays. RECOMMENDATIONS: 2015 Reduce service hours to mid -day trips providing only 5 hours of service daily. 2016 No proposed changes; continue to monitor service. 2017 No proposed changes; continue to monitor service. MESA 'SR-78 RIPLEY Chanslorway S. BROADWAY i� EHRENBER+G 13 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 2012/13, the TRIP program provided 22 valley residents with mileage reimbursement support for 346 one-way trips and 45,575 miles of escort assisted transportation to distant medical services for a total service cost of $10,075. This breaks down to a one-way trip cost of $29.12 per trip and a 22.1 cents per mile subsidy. In Fiscal Year 2010/11, a minimal fare of $5 per roundtrip was added for the Desert RoadTrip service. The fare was added to help maintain and meet the farebox requirement of 10 percent for the TRIP program. After analyzing the TRIP program, it was determined the program was still not meeting the required Farebox requirement, therefore, the Board approved implementing the $5 fare per one-way trip making it $10 per round trip. This change became effective in March 2012 and since the implementation of the fare change, the TRIP program has continued to meet the farebox requirement. 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: 2015 Due to the increase of participants in the program, an increase in funding is being proposed for FY 15. Minor changes may be proposed in order to keep the program within budget. Staff will continue to monitor the service. 2016 Bring the service in-house utilizing grant funding opportunities. 2017 No proposed changes this fiscal year; staff will continue to monitor service. 14 Blythe Mobility Management Project JARC / New Freedom PVVTA/Blythe Mobility Management is an innovative approach for managing and delivering coordinated transportation services to customers, including older adults, people with disabilities, and individuals with lower incomes. In 2008, the Agency received funding from the FTA New Freedom and Job Access Reverse Commute grants as a direct result of needs identified in the Riverside County Transportation Commission (RCTC) Public Transit Human Services Transportation Plan. Mobility Management in essence is a one -stop shop to coordinate transportation service and information with human services needs.Together, Caltrans and PVVTA are working on extending the ongoing one-year agreement to the projected three-year plan first identified by the Agency through the RCTC Public Transit Human Services Transportation Coordination Plan completed in 2012. RECOMMENDATIONS: 2015 No proposed changes this fiscal year; look for outside funding to sustain mobility management program beyond Federal funding cycles. 2016 Apply for MAP 21 Section 5310 grant funds to support efforts of a mobility management in the valley. 15 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 new 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 trail 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: 2015 No proposed changes this fiscal year; staff will continue to monitor service. 2016 No proposed changes this fiscal year; staff will continue to monitor service. 2017 No proposed changes this fiscal year; staff will continue to monitor service. 16 Performance In FY 2011/12, PVVTA implemented major route changes system -wide. From those route 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. 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. This year was a double edged sword as the Palo Verde College extended winter break and rolled out the spring class session over many more weeks than in the past. This resulted in very poor ridership in the month of January primarily on the Green Route 4 and Gold Route 2, which directly services the Palo Verde College. Route 2 regained strong ridership but may face the same ridership downfall over the summer months of FY 2013/14 due to a plan by the Palo Verde College to extend the summer recess an extra month in light of a college budget shortfall. Green Route 4, an exempt service, started with promising ridership in FY 2011/12 but over the first year of exemption, the route had flat ridership numbers and has fallen into a negative performance trend. Key trip generators and demographics of the areas served by Route 4 show many riders have moved closer to the city of Blythe or have moved to the Coachella Valley to pursue better job opportunities and more affordable housing. Currently, service on this route will be reduced in line with the demand for service. Staff as always continues to monitor and promote services in the unincorporated areas of Riverside County. To streamline service to the Palo Verde College, Route 4 will now take over routing from the Route 2 servicing Ehrenberg, Arizona.This service is promising as PVVTA is now in process of receiving money from Western Arizona Council of Governments (WACOG) for trips provided to Arizona residents. 17 Growth and Planning PVVTA looks to partner with new national chain businesses who are now located 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. This growth of major shopping and eating areas in the east end of the service area was predicted and planned for FY 2007/08. Since the economic downturn, planning for services 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. PVVTA hopes that sometime soon, Sunline and RCTC will look to partner to meet this growing need. PVVTA is now part of the Western Arizona call for projects in hopes of funding existing service provided in Ehrenberg, Arizona. WACOG is very interested in partnering with PVVTA and other regional Arizona operators to bridge the gaps in service between remote communities such as Quartzsite, Parker, Yuma and Blythe. It is hopeful PVVTA will start to receive 5310 funds for service to low-income seniors and person with disabilities in the Ehrenberg area. This area is 18 within one air mile of the California border and residents utilize almost 90 percent of all needed services in Blythe, California. PVVTA provides shopping, medical, and education based trips to those in Ehrenberg. Any new funding would offset the current cost of operation. 19 Chapter 3 — Service Changes 20 Route Changes and Modifications Blue Route 1 will continue to be routed by the Baldwin Senior Aparnnents and Casa Encinas every other scheduled hour. Gold Route 2 routing will exclude Ehrenberg, Arizona focusing on consistent hourly service to Palo Verde College. Red Route 3 will continue multiple roundtrips to the California State Prisons. Green Route 4 will now service Ehrenberg, Arizona and the existing routing in Mesa Verde and Ripley 3 times a day on weekdays. Silver Route 5 will continue weekend/holiday service and have routing to all major weekend trip generators system -wide. 21 Promotions The following marketing efforts will be utilized to promote ridership growth in FY 2014/15. 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 LaPaz County, Palo Verde College Association of Student Governments, and new businesses coming to the city through the Shop, Save and Get Home Free Program. 22 Chapter 4 — Financial & Capital Plans Operating Budget The proposed Palo Verde Valley Transit Agency's operating budget for fiscal year 2014/15 is $937,289, which is a slight increase of 2.6 percent over last year's operating budget. The increase is minimal and primarily due to a slight increase in the cost of operations and maintenance. The Agency's budget includes only those expenses for the day-to-day operations of the Transit Agency and those expenses associated with the New Freedom grant. Expenses will be monitored closely 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 2014/15 is $442,624, which includes additional STA and LTF funding for the construction of the New Transit Facility. This project, which has been planned for many years, will finally start construction and be finalized in November 2014. The Agency also applied for Prop 1 B Transit Security funds this fiscal year which will be applied toward the purchase of a much needed generator. In addition to last year's Prop 1 B Transit Security funds, when received, will be used to finalize the Remote Site Surveillance Project. 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 Triennial Audit was performed for the period of July 1, 2009, through June 30, 2012, in which there were only three recommendations for improvements made by the auditor. Pursuant to the audit performed, the recommendations were: 1.) Exempt both Fare Revenue and Operating Cost from New Services in the Fiscal Audit. 2.) Develop a Succession Plan for the Finance Manager Position. 3.) Include Year -to -Date and Prior Year -to -Date Performance Data in the Quarterly Operations Data Report. PVVTA already addressed items 1 and 3, and is currently working on developing a Succession Plan for the Finance Manager position. 24 T 3o T a6ed £ZO'LI 0LZ17017'I 8LS'IN'T Z ZT OT OSZ :sle;ol Ku/Ws ,,,aabeueAr vausueal 6LS'99T Z179'65i 09S'917 OTS'LZ ££9'S£ S80'6 ££S'T9 090'917T £9V£8 £ti0'89 OT17'6 Lti6'8T 6LS'99I Zb9'6ST 09S'9ti OTS'LZ ££9'S£ S80'6 ££S'I9 090'917T £9ti'£8 £t0'89 0T17'6 LLti`£T Z 8Z£'8S£ Lb6`8T L170'09T T N9 T 9Z ZZZ 600Z 90ti'17SI I N9 T 9Z ZZZ 600Z T08'0I T N9 T 9Z 421J £IOZ S8I'L I N9 T 9Z CIII £TOZ 969'L T N9 T 9Z 4219 £TOZ Z£L'S T V9 0 S 421J Zia OSS'Ob T N9 T 8T (MU ZTOZ Li7e9TT T V9 T 8T 421J TTOZ Lb£'9S T V9 T 8I 421J 0IN 000'£S I V9 0 S add 600Z ZZ£'9 I V9 0 Z Mid 900Z I60'£IZ T dd T 8Z 921J £OE 8Z£'8S£ T dd I ZZ NO3 ZOOZ 9Z8'TI T V9 0 t GAD ZTOZ bT/ETOZ Ad bT/ETOZ Ad (tpaeW '•6•a) pang a;ea-of-aeaA g6noay; d0 sy 013149A sa1114 alolgaA anlay _tad sem a;ea o; a;11 awl em e6eaany ET/ZTOZ Ad bT/ETOZ Ad tiT/ETOZ apoD 1146ual paddlnb3 kwedeD apoo apop ;llne pu3 Jew, aolad sal3IgaA Ad adA± al3lgaA dwe2l 6upaag lapoW •6;W me), sallW apIgaA Ama6ul;uoD saplgaA land pue;}Il a;ea o; 30 # enmy to # uonepodsueal paseg°and / (sngao;oW) sna A31.18611;Isueal AelleA apaaA °led ue/d -7/511eal 9511e2/ PoyS STATOZAd Atojuanui jeald - r awl 'armwu°} Afint}9pluNg 4011111. timid.tamtpbrsapatia;aain Table 2 -- Palo Verde Valley Transit Agency -- SRTP Service Summary FY 2014/15 Short Range Transit Plan All Routes FY 2011/12 Audited FY 2012/13 Audited FY 2013/14 Plan FY 2013/14 3rd Qtr Actual FY 2014/15 Plan Fleet Characteristics Peak -Hour Fleet 7 7 Financial Data Total Operating Expenses $430,044 $822,807 $913,416 $642,050 $937,289 Total Passenger Fare Revenue $99,613 $103,359 $100,610 $70,064 $104,830 Net Operating Expenses (Subsidies) $330,431 $719,448 $812,806 $571,986 $832,459 Operating Characteristics Unlinked Passenger Trips 41,945 41,745 45,794 33,855 46,043 Passenger Miles 461,395 459,195 641,116 473,970 644,602 Total Actual Vehicle Revenue Hours (a) 8,926.0 8,835.0 9,701.0 6,593.0 9,230.0 Total Actual Vehicle Revenue Miles (b) 179,971.0 178,096.0 179,363.0 132,908.0 180,755.0 Total Actual Vehicle Miles 221,824.0 219,341.0 222,220.0 163,617.0 222,519.0 Performance Characteristics Operating Cost per Revenue Hour $48.18 $93.13 $94.16 $97.38 $101.55 Farebox Recovery Ratio 23.16% 12.56% 11.01% 10.91% 11.18% Subsidy per Passenger $7.88 $17.23 $17.75 $16.90 $18.08 Subsidy per Passenger Mile $0.72 $1.57 $1.27 $1.21 $1.29 Subsidy per Revenue Hour (a) $37.02 $81.43 $83.79 $86.76 $90.19 Subsidy per Revenue Mile (b) $1.84 $4.04 $4.53 $4.30 $4.61 Passenger per Revenue Hour (a) 4.7 4.7 4.7 5.1 5.0 Passenger per Revenue Mile (b) 0.23 0.23 0.26 0.25 0.25 (a) Train Hours for Rail Modes. (b) Car Miles for Rail Modes. N Q1 TransTrack Manager"" 5/12/2014 Page 1 of 1 IGxride(arty Tmmspaddim imm(tsim Table 2 -- PWTA-BUS -- SRTP Service Summary FY 2014/15 Short Range Transit Plan Non -Excluded Routes FY 2011/12 Audited FY 2012/13 Audited FY 2013/14 Plan FY 2013/14 3rd Qtr Actual FY 2014/15 Plan Fleet Characteristics Peak -Hour Fleet 3 6 Financial Data Total Operating Expenses $236,077 $452,608 $458,059 $632,716 $913,029 Total Passenger Fare Revenue $59,188 $59,121 $51,576 $68,804 $103,135 Net Operating Expenses (Subsidies) $176,889 $393,487 $406,483 $563,912 $809,894 Operating Characteristics Unlinked Passenger Trips 23,879 23,742 25,341 33,855 46,043 Passenger Miles 262,669 261,162 354,774 473,970 644,602 Total Actual Vehicle Revenue Hours (a) 4,988.0 4,936.0 5,329.0 6,593.0 9,230.0 Total Actual Vehicle Revenue Miles (b) 81,725.0 81,219.0 84,302.0 132,908.0 180,755.0 Total Actual Vehicle Miles 119,550.0 118,488.0 123,234.0 163,617.0 222,519.0 Performance Characteristics Operating Cost per Revenue Hour $47.33 $91.70 $85.96 $95.97 $98.92 Farebox Recovery Ratio 25.070/0 13.06% 11.25% 10.870/0 11.29% Subsidy per Passenger $7.41 $16.57 $16.04 $16.66 $17.59 Subsidy per Passenger Mile $0.67 $1.51 $1.15 $1.19 $1.26 Subsidy per Revenue Hour (a) $35.46 $79.72 $76.28 $85.53 $87.75 Subsidy per Revenue Mile (b) $2.16 $4.84 $4.82 $4.24 $4.48 Passenger per Revenue Hour (a) 4.8 4.8 4.8 5.1 5.0 Passenger per Revenue Mile (b) 0.29 0.29 0.30 0.25 0.25 (a) Train Hours for Rail Modes. (b) Car Miles for Rail Modes. v TransTrack Manager'' 5/12/2014 Page 1 of 1 Caddo Coady i®pnstaim Grp Table 2 -- Palo Verde Valley Transit Agency -- SRTP Service Summary FY 2014/15 Short Range Transit Plan Non -Excluded Routes FY 2011/12 Audited FY 2012/13 Audited FY 2013/14 Plan FY 2013/14 3rd Qtr Actual FY 2014/15 Plan Fleet Characteristics Peak -Hour Fleet 4 7 Financial Data Total Operating Expenses $245,425 $452,608 $490,269 $642,050 $937,289 Total Passenger Fare Revenue $59,888 $59,121 $53,001 $70,064 $104,830 Net Operating Expenses (Subsidies) $185,537 $393,487 $437,268 $571,986 $832,459 Operating Characteristics Unlinked Passenger Trips 23,879 23,742 25,341 33,855 46,043 Passenger Miles 262,669 261,162 354,774 473,970 644,602 Total Actual Vehicle Revenue Hours (a) 4,988.0 4,936.0 5,329.0 6,593.0 9,230.0 Total Actual Vehicle Revenue Miles (b) 81,725.0 81,219.0 84,302.0 132,908.0 180,755.0 Total Actual Vehicle Miles 119,550.0 118,488.0 123,234.0 163,617.0 222,519.0 Performance Characteristics Operating Cost per Revenue Hour $49.20 $91.70 $92.00 $97.38 $101.55 Farebox Recovery Ratio 24.40% 13.06% 10.81% 10.91% 11.18% Subsidy per Passenger $7.77 $16.57 $17.26 $16.90 $18.08 Subsidy per Passenger Mile $0.71 $1.51 $1.23 $1.21 $1.29 Subsidy per Revenue Hour (a) $37.20 $79.72 $82.05 $86.76 $90.19 Subsidy per Revenue Mile (b) $2.27 $4.84 $5.19 $4.30 $4.61 Passenger per Revenue Hour (a) 4.8 4.8 4.8 5.1 5.0 Passenger per Revenue Mile (b) 0.29 0.29 0.30 0.25 0.25 (a) Train Hours for Rail Modes. 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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 7:30 am to 6:00 pm Monday through Friday. Destinations on Blue Route 1 include: City Hall, Big K-Mart, Palo Verde Hospital, Employment Development Department, Palo Verde Unified School District, California Highway Patrol, DMV, Albertsons, Rite -Aid, Senior Nutrition Program, etc. Gold Route 2 Provides riders access between the City of Blythe & Palo Verde College and selected trips to Ehrenberg, Arizona. Gold Route 2 operates on a two way route providing a 60 minute frequency with one bus, five days a week. Gold Route 1 operates from 7:00 am to 6:10 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 5:00 am to 7:30 am & 2:00 pm to 5:30 pm. This route serves four Park-N-Ride lots, travels down Hobsonway to Mesa Drive, then travels to the State Prisons, via Interstate 10. Connections to all other deviated fixed routes can be made at various locations within Blythe at two major transfer points. Green Route 4 Green Route 4 provides deviated fixed route service between Blythe, Ripley and Mesa Verde. This route operates five round trips from 7:00 am to 4:00 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 This is a new route that will provide 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. This route will service the City of Blythe, Ripley, Mesa Verde and selected trips to Ehrenberg, Arizona and will operate on Saturdays only. Palo Verde Valley Transit Agency Short Range Transit Plan Fiscal Year 2014/15 PALO VERDE VALLEY TRANSIT AGENCY FY 2014/15 SUMMARY OF FUNDS REQUESTED SHORT RANGE TRANSIT PLAN Table 4 - Summary of Funds Requested for FY 2014/15 Project Description Capital Project Number Co -Total Amount of Funds LTF STA Prop 1 B Capital Prop 1B Homeland Secutity Section 5316 JARC Section 5317 New Freedom Fare Box Other (2) Operating Assistance $ 937,289 $825,249 $7,210 $ 89,385 $ 15,445 Subtotal: Operating $937,289 $825,249 $0 $0 $7,210 $89,385 $15,445 New Transit Facility Generator Prop 1 B FY 13/14 FY15-1 FY15-1 $ 423,003 $ 19,621 $ 125,000 $ 298,003 $ 19,621 Subtotal: Capital $442,624 $125,000 $298,003 $0 $19,621 $ $0 Total: Operating & Capital $ 1,379,913 $950,249 $298,003 $0 $19,621 $0 $7,210 $89,385 $15,445 (1) Number should tie to Table 4A - Capital Project Justification (2) Please identify source of "Other" funds. Other Funds Include: T.R.I.P. Revenue $ 1,695 RTAP Grant $ 2,500 Newspaper Revenue $ 200 Special Services $ 9,000 Misc. Revenues/Interest $ 550 uAdvertising $ 1,500 } $ 15,445 Revised 5/21/2014 Summary of FY 2014/15 Funds Requested.xls Table 4A — Capital Project Justification PROJECT NUMBER: FY15-1 PROJECT NAME: New Transit Facility PROJECT DESCRIPTION Construct a new Transit Facility. PROJECT JUSTIFICATION (refer to Commission policy entitled "Justification Requirements for Capital Projects) The Palo Verde Valley Transit Agency currently occupies a building that belongs to the City of Blythe, but the City's intent was to allow the Agency to utilize the building only for a few years until the Agency could build its own office. PVVTA purchased property located at 415 N. Main Street in Blythe California and is in the process of constructing a new Transit Facility on the property. This project has been in the planning stages for quite a few years and the Agency is finally moving forward with the construction of the facility. PVVTA secured Prop 1B PTMISEA funds for this project but is requesting additional capital funding needed to complete the project. The new facility should be completed by November 2014. PROJECT FUNDING SOURCES (REQUESTED) $125,000 Local Transportation Funds $298,003 State Transit Assistance Funds PRIOR YEAR PROJECTS OF A SIMILAR NATURE WITH UNEXPENDED BALANCE — OR PROJECTS APPROVED BUT NOT YET ORDERED — INCLUDE FTA GRANT NUMBER AND RCTC'S CAPITAL GRANT NUMBER FTA Grant # RCTC Grant # Description Unexpended Balance New Transit Facility $398,394 33 Table 4A — Capital Project Justification PROJECT NUMBER: FY15-2 PROJECT NAME: Emergency Generator Project PROJECT DESCRIPTION Purchase a generator to serve as back up for the CNG Fueling Station in case of an emergency. PROJECT JUSTIFICATION (refer to Commission policy entitled "Justification Requirements for Capital Projects) This project would consist of purchasing a permanently installed industrial class natural gas generator that would be used in an emergency to power the Agency's CNG Fueling Station. In the event of a power failure, it would provide electrical power to the fuel compressors so that buses could fuel at the CNG Fueling Station. The Agency is 80% CNG dependent and a viable fueling source is needed during times of emergency. PVVTA is the sole transportation provider identified in the community's emergency operations plan. Using the dedicated fuel source and emergency back-up would allow for immediate recovery during a local disaster. PROJECT FUNDING SOURCES (REQUESTED) $19,621 Prop 1 B Homeland Security Funds (FY 13/14) PRIOR YEAR PROJECTS OF SIMILAR NATURE WITH UNEXPENDED BALANCE — OR PROJECTS APPROVED BUT NOT YET ORDERED — INCLUDE FTA GRANT NUMBER AND RCTC'S CAPITAL GRANT NUMBER FTA Grant # RCTC Grant # Description Unexpended Balance 34 PALO VERDE VALLEY TRANSIT AGENCY FY 2015/16 SUMMARY OF FUNDS REQUESTED SHORT RANGE TRANSIT PLAN Table 5.1 - Summary of Funds Requested for FY 2015/16 Project Description Capital Project Number tij Total Amount of Funds LTF STA Prop 1 B Capital Section 5316 JARC Section 5317 New Freedom Fare Box Other (2) Operating Assistance FY16 $ 953,273 $ 847,600 $0 $92,046 $13,627 Subtotal: Operating $953,273 $847,600 $0 $0 $0 $92,046 $13,627 Bus Stop Amenities Bulk Vehicle Tires/Filters Support Vehicle Replacement CNG Bus (1) FY 16-1 FY 16-2 FY 16-3 FY 16-4 $ 10,000 $ 5,000 $30,000 $ 10,000 $ 5,000 $150,000 Subtotal: Capital $15,000 $30,000 $165,000 $0 $0 $0 $0 Total: Operating & Capital I $968,273 $877,600 $165,000 $0 $0 $0 $92,046 $13,627 (1) Number should tie to Table 5.1 A - Capital Project Justification (2) Please identify source of "Other" funds. Other Funds Include: T.R.I.P. Revenue Newspaper Revenue Special Services Misc. Revenues/Interest ihdvertising to $ 1,566 $ 500 $ 9,450 $ 567 $ 1,545 $ 13,627 Revised 5/21/2014 Summary of Funds Requested FY 2015/16.xls Table 5.1 — Capital Project Justification PROJECT NUMBER: FY16-1 PROJECT NAME: Bus Stop Amenities PROJECT DESCRIPTION Purchase bus benches and or shelters to be placed at bus stops throughout the Palo Verde Valley. PROJECT JUSTIFICATION (refer to Commission policy entitled "Justification Requirements for Capital Projects) The Agency would like to continue with the placement of bus shelters and benches at our bus stop locations. These amenities will provide passenger comfort while waiting for the transit bus. PROJECT FUNDING SOURCES (REQUESTED) $10,000 STA Funds PRIOR YEAR PROJECTS OF SIMILAR NATURE WITH UNEXPENDED BALANCE — OR PROJECTS APPROVED BUT NOT YET ORDERED — INCLUDE FTA GRANT NUMBER AND RCTC'S CAPITAL GRANT NUMBER FTA Grant # RCTC Grant # Description Unexpended Balance 36 Table 5.1— Capital Project Justification PROJECT NUMBER: FY16-2 PROJECT NAME: Bulk Tires, Filters, etc. PROJECT DESCRIPTION Purchase in bulk, tires, filters, etc. PROJECT JUSTIFICATION (refer to Commission policy entitled "Justification Requirements for Capital Projects) Bus tires, filters, oil, coolants, etc. will be purchased in bulk for the year. This will allow quicker repair of the vehicles with the supplies already on hand. PROJECT FUNDING SOURCES (REQUESTED) $5,000 STA Funds PRIOR YEAR PROJECTS OF SIMILAR NATURE WITH UNEXPENDED BALANCE — OR PROJECTS APPROVED BUT NOT YET ORDERED — INCLUDE FTA GRANT NUMBER AND RCTC'S CAPITAL GRANT NUMBER FTA Grant # RCTC Grant # Description Unexpended Balance 37 Table 5.1— Capital Project Justification PROJECT NUMBER: FY16-3 PROJECT NAME: Support Vehicle Replacement PROJECT DESCRIPTION Replace a 2009 Ford Explorer - Office Staff Support Vehicle. PROJECT JUSTIFICATION (refer to Commission policy entitled "Justification Requirements for Capital Projects) The current support vehicle for office staff will be 7 years old and is in line to be replaced. This vehicle is necessary for office staff to attend out of town meetings, and local errands necessary to the operations of the Transit Agency. PROJECT FUNDING SOURCES (REQUESTED) $30,000 LTF Funds PRIOR YEAR PROJECTS OF SIMILAR NATURE WITH UNEXPENDED BALANCE — OR PROJECTS APPROVED BUT NOT YET ORDERED — INCLUDE FTA GRANT NUMBER AND RCTC'S CAPITAL GRANT NUMBER FTA Grant # RCTC Grant # Description Unexpended Balance 38 Table 5.1— Capital Project Justification PROJECT NUMBER: FY16-4 PROJECT NAME: Replacement Bus Purchase PROJECT DESCRIPTION Replacement of a gas fueled bus with a CNG bus. PROJECT JUSTIFICATION (refer to Commission policy entitled "Justification Requirements for Capital Projects) The Palo Verde Valley Transit Agency has a couple of 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, the Agency is looking to replace one gas bus with a CNG bus. PROJECT FUNDING SOURCES (REQUESTED) $150,000 STA Funds PRIOR YEAR PROJECTS OF A SIMILAR NATURE WITH UNEXPENDED BALANCE — OR PROJECTS APPROVED BUT NOT YET ORDERED — INCLUDE FTA GRANT NUMBER AND RCTC'S CAPITAL GRANT NUMBER FTA Grant # RCTC Grant # Description Unexpended Balance 39 PALO VERDE VALLEY TRANSIT AGENCY FY 2016/17 SUMMARY OF FUNDS REQUESTED SHORT RANGE TRANSIT PLAN Table 5.2 - Summary of Funds Requested for FY 2016/17 Project Description Capital Project Number (1) Total Amount of Funds LTF STA Prop 1 B Capital Prop 1 B Homeland Security Section 5316 JARC Section 5317 New Freedom Fare Box Other (2) Operating Assistance FY17 $ 947,588 $ 838,743 $94,807 $14,037 Subtotal: Operating $947,588 $838,743 $0 $0 $0 $94,807 $14,037 Bus Stop Amenities Bulk Vehicle Tires/Filters Replacement Bus (1) FY 17-1 FY 17-2 FY 17-3 $ 15,000 $ 10,000 $160,000 $80,000 $ 15,000 $ 10,000 $80,000 Subtotal: Capital $185,000 $80,000 $105,000 $0 $0 $0 $0 Total: Operating & Capital I $1,132,588 $918,743 $105,000 $0 $0 $0 $0 $94,807 $14,037 (1) Number should tie to Table 5.2 A - Capital Project Justification (2) Please identify source of "Other" funds. Other Funds Include: T.R.I.P. Revenue Newspaper Revenue Advertising Revenue Special Services Misc. Revenues/Interest Q $ 1,613 $ 515 $ 1,591 $ 9,734 $ 584 $ 14,037 Revised 5/21/2014 Summary of Funds Requested FY 2016/17.xls Table 5.2 — Capital Project Justification PROJECT NUMBER: FY17-1 PROJECT NAME: Bus Stop Amenities PROJECT DESCRIPTION Purchase bus benches and or shelters to be placed at bus stops throughout the Palo Verde Valley. PROJECT JUSTIFICATION (refer to Commission policy entitled "Justification Requirements for Capital Projects) The Agency would like to continue with the placement of bus shelters and benches at our bus stop locations. These amenities will provide passenger comfort while waiting for the transit bus. PROJECT FUNDING SOURCES (REQUESTED) $15,000 STA Funds PRIOR YEAR PROJECTS OF SIMILAR NATURE WITH UNEXPENDED BALANCE — OR PROJECTS APPROVED BUT NOT YET ORDERED — INCLUDE FTA GRANT NUMBER AND RCTC'S CAPITAL GRANT NUMBER FTA Grant # RCTC Grant # Description Unexpended Balance 41. Table 5.2 — Capital Project Justification PROJECT NUMBER: FY17-2 PROJECT NAME: Bulk Tires, Filters, etc. PROJECT DESCRIPTION Purchase in bulk, tires, filters, etc. PROJECT JUSTIFICATION (refer to Commission policy entitled "Justification Requirements for Capital Projects) Bus tires, filters, oil, coolants, etc. will be purchased in bulk for the year. This will allow quicker repair of the vehicles with the supplies already on hand. PROJECT FUNDING SOURCES (REQUESTED) $10,000 STA Funds PRIOR YEAR PROJECTS OF A SIMILAR NATURE WITH UNEXPENDED BALANCE — OR PROJECTS APPROVED BUT NOT YET ORDERED — INCLUDE FTA GRANT NUMBER AND RCTC'S CAPITAL GRANT NUMBER FTA Grant # RCTC Grant # Description Unexpended Balance 42 Table 5.2 — Capital Project Justification PROJECT NUMBER: FY17-3 PROJECT NAME: Replacement Bus Purchase PROJECT DESCRIPTION Replacement of a gas fueled bus with a CNG bus. PROJECT JUSTIFICATION (refer to Commission policy entitled "Justification Requirements for Capital Projects) The Palo Verde Valley Transit Agency has a couple of 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, the Agency is looking to replace one gas bus with a CNG bus. PROJECT FUNDING SOURCES (REQUESTED) $80,000 STA Funds $80,000 LTF Funds PRIOR YEAR PROJECTS OF SIMILAR NATURE WITH UNEXPENDED BALANCE — OR PROJECTS APPROVED BUT NOT YET ORDERED — INCLUDE FTA GRANT NUMBER AND RCTC'S CAPITAL GRANT NUMBER FTA Grant # RCTC Grant # Description Unexpended Balance 43 TABLE 6—PROGRESS TO IMPLEMENT TRIENNIAL PERFORMANCE AUDIT Prior Audit Recommendation (Covering FY 2010 — FY 2012) Exempt both Fare Revenue and Operating Cost from New Services in the Fiscal Audit. Action(s) Taken And Results (1) Staff is now aware that Fare Revenue must also be exempted from new services in the Fiscal Audit. This recommendation was applied to the FY 2012/13 Audit and will be applied in the future when there are exempt routes. Develop a Succession Plan for the Finance Manager position. Staff is currently working on a Succession Plan for the Finance Manager position. Include Year -to -Date and Prior Year -to -Date Performance Data in the Quarterly Operations Data Report. Staff has revised the Quarterly Operations Report to include Year -to -Date and Prior Year - to -Date Performance Data. (1) If no action taken, provide schedule for implementation or explanation of why the recommendation is no longer relevant. 44 tort& trmtr;rdmparhnm (arovirakrt Table 7 -- Service Provider Performance Targets Report FY 2013/14 Short Range Transit Plan Review Palo Verde Valley Transit Agency Data Elements FY 2013/14 Plan FY 2013/14 Target FY 2013/14 Year to Date Through 3rd Quarter Year to Date Performance Scorecard Unlinked Passenger Trips 45,794 Passenger Miles 641,116 Total Actual Vehicle Revenue Hours 9,701.0 Total Actual Vehicle Revenue Miles 179,363.0 Total Actual Vehicle Miles 222,220.0 Total Operating Expenses $913,416 Total Passenger Fare Revenue $100,610 Net Operating Expenses $812,806 Performance Indicators Mandatory: 1. Farebox Recovery Ratio I 11.01% I >= 10.000/0 I 10.91% I Meets Target Discretionary: 1. Operating Cost Per Revenue Hour $94.16 <= $88.03 $97.38 Fails to Meet Target 2. Subsidy Per Passenger $17.75 >= $12.74 and <= $17.24 $16.90 Meets Target 3. Subsidy Per Passenger Mile $1.27 >= $1.16 and <= $1.56 $1.21 Meets Target 4. Subsidy Per Hour $83.79 >= $63.87 and <= $86.41 $86.76 Fails to Meet Target 5. Subsidy Per Mile $4.53 >= $3.20 and <= $4.32 $4.30 Meets Target 6. Passengers Per Revenue Hour 4.70 >= 4.25 and <= 5.75 5.10 Meets Target 7. Passengers Per Revenue Mile 0.26 >= 0.21 and <= 0.29 0.25 Meets Target ote. Must meet at least 4 out of 7 Discretionary Performance Indicators Productivity Performance Summary: Service Provider Comments: TransTrack Managerr' 5/12/2014 Page 1 of 1 tiro hiving finer rrarpsrtdim fog miss. FY 2014/15 - Table 8 -- SRTP Performance Report Service Provider; Palo Verde Valley Transit Agency All Routes Performance Indicators FY 2012/13 End of Year Actual FY 2013/14 3rd Quarter Year -to -Date FY 2014/ 15 Plan FY 2014/15 Target Plan Performance Scorecard (a) Passengers 41,745 33,855 46,043 None Passenger Miles 459,195 473,970 644,602 None Revenue Hours 8,835.0 6,593.0 9,230.0 None Total Hours 10,944.0 8,179.0 11,451.0 None Revenue Miles 178,096.0 132,908.0 180,755.0 None Total Miles 219,341.0 163,617.0 222,519.0 None Operating Costs $822,807 $642,050 $937,289 None Passenger Revenue $103,359 $70,064 $104,830 None Operating Subsidy $719,448 $571,986 $832,459 None Operating Costs Per Revenue Hour $93.13 $97.38 $101.55 <= $99.18 Fails to Meet Target Operating Cost Per Revenue Mile $4.62 $4.83 $5.19 None Operating Costs Per Passenger $19.71 $18.96 $20.36 None Farebox Recovery Ratio 12.560/0 10.91% 11.18% >= 10.0% Meets Target Subsidy Per Passenger $17.23 $16.90 $18.08 >= $14.37 and <= $19.44 Meets Target Subsidy Per Passenger Mile $1.57 $1.21 $1.29 >= $1.03 and <= $1.39 Meets Target Subsidy Per Revenue Hour $81.43 $86.76 $90.19 >= $73.75 and <= $99.77 Meets Target Subsidy Per Revenue Mile $4.04 $4.30 $4.61 >= $3.66 and <= $4.95 Meets Target Passengers Per Revenue Hour 4.70 5.10 5.00 >= 4.34 and <= 5.87 Meets Target Passengers Per Revenue Mile 0.23 0.25 0.25 >= 0.21 and <= 0.29 Meets Target a) The Plan Performance Scorecard column is the result of comparing the FY 2014/15 Plan to the FY 2014/15 Primary Target. G1 TransTrack Managers 5/12/2014 Page 1 of 1 TABLE 9 — HIGHLIGHTS OF SRTP PRESENTATION ■ Transit service will continue to be provided by contract with Transportation Concepts until 9/30/2014. An RFP will be released in FY 2014/15 for transportation services. The new contract will take effect October 1, 2014. ■ The Mobility Management Project will continue until September 30, 2014 at which time grant funds will expire. Staff will explore other funding opportunities to keep the project running. ■ PVVTA will maintain current fare structure for services provided for FY 2014/15 and will only look at implementing an increase should meeting the farebox be in jeopardy. ■ PVVTA Blue Route 1 will continue to run the existing route with minor changes in peak period service as necessary. ■ PVVTA Gold Route 2 will limit route service and schedule to operate on the Palo Verde College class schedule. ■ PVVTA Red Route 3 will continue to run the existing route without any changes. ■ PVVTA Green Route 4 will continue to run the existing route without any changes. ■ PVVTA Silver Route 5 will reduce route service to five (5) hours total daily. ■ PVVTA will continue to operate XTend-A-Ride service which is a demand responsive service that addresses special areas in time where community events require general public transit service that may not be available on the fixed route system. ■ 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. ■ The Agency will continue to work towards completing the construction and upgrades of the new Transit Facility in FY 2014/15 in order to meet the needs of the Transit Agency. Operating and Financial Data FY10-11 FY11-12 FY12-13 FY13-14 Projected FY14-15 Planned System -wide Ridership 37,117 41,945 41,745 45,794 46,043 Cost Per Revenue Hour $84.64 $48.18 $93.13 $94.16 $101.55 Productivity Performance Summary: The proposed PVVTA FY14/15 SRTP, meets one of one mandatory indicator and meets 6 of 7 discretionary indicators. 47 Table 9B - Fare Revenue Calculation (consistent with Commission Farebox Recovery Policy) Revenue Sources included in Farebox Calculation Actual Amount from FY 2012/13 Audit FY 13/14 (Estimate) FY 14/15 (Plan) 1. Passenger Fares 88,607 89,385 91,080 2. Interest 2,361 3,800 50 3. General Fund Supplement - - - 4. Measure A - _ 5. Advertising Revenue 4,604 1,500 1,500 6. Gain on Sale of Capital Assets - - 7. CNG Revenue - _ 8. Lease/ Other Revenue - _ - 9. Federal Excise Tax Refund - - - 10. Investment Income - _ _ 11. CalPers CERBT _ _ 12. Fare Revenues from Exempt Routes (41,918) - - 13. Other Revenues 7,787 5,925 12,200 TOTAL REVENUE 61,441 100,610 104,830 for Farebox Calculation (1-13) TOTAL OPERATING EXPENSES 444,691 913,416 937,289 for Farebox Calculation FAREBOX RECOVERY RATIO 13.82% 11.01% 11.18% 48 171 Table of Contents EXECUTIVE SUMMARY 1 CHAPTER 1: SYSTEM OVERVIEW 2 1.1 JURISDICTION 2 1.2 POPULATION PROFILE AND DEMOGRAPHIC PROJECTIONS 3 Population Profile — Rider Characteristics 3 Demographic Projections 3 1.3 FIXED ROUTE AND PARATRANSIT SERVICES 5 Fixed Route Services 6 Paratransit Services 6 Consolidated Transportation Services Agency 7 1.4 CURRENT FARE STRUCTURE 8 Cooperative Fare and Subsidy Programs 9 1.5 REVENUE FLEET 9 1.6 EXISTING AND PLANNED FACILITIES 10 Operational Facilities 10 Facility Modernization 10 CHAPTER 2: ROUTE PERFORMANCE & EXISTING SERVICE 12 2.1 KEY PERFORMANCE INDICATORS 12 Service Standards and Warrants 12 Productivity vs. Coverage Target 13 New Service Warrants 13 Productivity Improvement Program (PIP) 14 2.2 EXISTING FIXED ROUTE & DIAL -A -RIDE SERVICE 16 2.3 PRODUCTIVITY IMPROVEMENT EFFORTS 16 2.4 TRIP GENERATORS AND PROJECTED GROWTH MARKETS 17 2.5 TRANSIT CENTERS, EQUIPMENT AND PASSENGER AMENITIES 17 Passenger Transit Facilities 17 Equipment and Passenger Amenities 19 CHAPTER 3: PLANNED SERVICE CHANGES 22 3.1 RECENT SERVICE CHANGES 22 3.2 PLANNED SERVICE CHANGES 23 3.3 MODIFICATIONS TO PARATRANSIT SERVICE 24 3.4 MARKETING PLANS AND PROMOTION 25 3.5 BUDGET IMPACT ON PROPOSED CHANGES 27 CHAPTER 4: FINANCIAL & CAPITAL PLANS 28 4.1 OPERATING & CAPITAL BUDGET 28 4.2 FUNDING SOURCES FOR OPERATING & CAPITAL PROGRAMS 31 4.3 REGULATORY & COMPLIANCE REQUIREMENTS 32 Short Range Transit Plan • FY15 — FY17 Riverside Transit Rgnn.y Tables: Comparative Statistics Table 1 Fleet Inventory a. Motor Bus: Directly Operated Fixed Routes b. Motor Bus: Purchased Transportation c. Demand Response: Purchased Transportation Table 2 SRTP Service Summary a. Routes: All Routes (System -wide Totals) b. Routes: Non -Excluded Routes c. Routes: Excluded Routes d. Program: Directly Operated Fixed Routes e. Program: Contracted Fixed Routes f. Program: Dial -A -Ride g. Program: Taxi Table 2A Excluded Routes for FY14/15 Table 3 SRTP Route Statistics Table 3A Individual Route Descriptions Table 4 Summary of Funds Requested for FY14/15 Table 4A Capital Project Justification for FY14/15 Table 5.1 Summary of Funds Requested in FY15/16 Table 5.1A Capital Project Justification for FY15/16 Table 5.2 Summary of Funds Requested in FY16/17 Table 5.2A Capital Project Justification for FY16/17 Table 6 FY13 State Triennial Performance Audit Recommendations Table 7 Service Provider Performance Target Report Table 8 FY14/15 SRTP Performance Report Table 9A Highlights of SRTP Table 98 Fare Revenue Calculation Appendix A: RTA System Map and Fixed Route Maps i Short Range Transit Plan • FY15 — FY17 Rieeislde Transit Agency GLOSSARY OF ACRONYMS 5307 Federal funds in urban areas (formula) 5309 Federal funds for capital investments (competitive) 5311 Federal funds in non -urbanized (rural) areas (formula) 5316 Federal funds for the Job Access and Reverse Commute Program 5317 Federal funds for the New Freedom Program 5339 Federal funds for the Bus and Bus Facilities Program ADA Americans with Disabilities Act 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 CTSA Consolidated Transportation Services Agency DAR Dial -A -Ride paratransit services DBE Disadvantaged Business Enterprise EEO Equal Employment Opportunity FTA Federal Transit Administration FY Fiscal Year GASB Government Accounting Standards Board HSR California High -Speed Rail ITS Intelligent Transportation System JARC Job Access and Reverse Commute, also known as FTA Section 5316 LTF Local Transportation Fund MSJC Mount San Jacinto College MJPA March Joint Powers Authority MPO Metropolitan Planning Organization 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 PIP Productivity Improvement Program RCC Riverside City College 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 SRTP Short Range Transit Plan STA State Transit Assistance TDA Transportation Development Act T-NOW Transportation NOW TUMF Transportation Uniform Mitigation Fee UCR University of California, Riverside UPASS University Pass UZA Urbanized Area as defined by the U.S. Census Bureau WRCOG Western Riverside Council of Governments II Short Range Transit Plan • FY15 — FY17 EXECUTIVE SUMMARY The Short Range Transit Plan (SRTP) is created to inform Riverside Transit Agency (RTA or "Agency") stakeholders of transit developments in Western Riverside County. The plan is a status overview of the existing local and regional transit network and sets the framework for enhancements for the next three fiscal years (FY): 2015 to 2017. Upon approval by the RTA Board of Directors, the SRTP is submitted to the Riverside County Transportation Commission (RCTC) for approval and funds programming of operational expenses and capital projects. As the Regional Transportation Planning Agency (RTPA), RCTC is responsible for coordinating the transportation planning efforts in the county and submitting to the Southern California Association of Governments (SCAG), the Metropolitan Planning Organization (MPO), a list of transportation projects in the region. This critical step is required for the inclusion of capital projects to receive state and federal funding, whereas operational plans are primarily funded through local revenue sources. Since the bottom of the economic recession in 2009-2010, RTA has taken precautionary measures to ensure that, in light of declining revenue streams, existing services are sustainable and capacity for growth can be fostered. Improvements in route productivity, coupled with cost cutting strategies, have proven to be effective as evident in the rising farebox recovery and record breaking ridership for the last three years. Service plans in FY 2014 focused on frequency and connectivity improvements, streamlining, addressing capacity constraints, and expanding the span of service. In FY 2015, proposed service enhancements will be similar to FY 2014 but will begin to be shaped by the strategies and recommendations from the Comprehensive Operational Analysis (COA) study that will be completed by fall 2014. The COA is a ten-year strategic plan and proposes that short-term goals address strengthening the regional network and consolidating and streamlining routes to offer faster and more frequent service. Ridership growth is expected to continue at a modest pace and will be more prevalent during peak periods as a result of the various pass programs and demand for more alternative modes of transportation from the student market. Total RTA revenues for FY 2015 are budgeted at $101.3 million which includes $67.0 million in operating expenses and $34.4 million for capital improvements. The Operating Budget increase of $5.1 million, or 8% over FY 2014, is due to service expansion; established rates for purchased transportation; headcount growth; strategic studies; and increased insurance costs. The Capital Budget is increasing $11.6 million, or 51%, over FY 2014 due to re -programming, or roll forward, of Federal Congestion Mitigation Air Quality (CMAQ) and Transportation Development Act (TDA) funds for the purchase of expansion heavy-duty CNG buses. 1 Short Range Transit Plan • FY15 — FY17 Riverside Transit Agency CHAPTER 1: SYSTEM OVERVIEW 1.1 JURISDICTION RTA's jurisdiction is the second 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, Wildomar, and unincorporated jurisdictions in the County of Riverside. 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), based on population size, and revised every ten years. The urbanized areas (UZA) in the jurisdiction are called Riverside -San Bernardino, Hemet, and Murrieta-Temecula- Menifee. Portions of RTA routes also connect to Los Angeles -Long Beach -Anaheim and San Diego UZAs. Approximately 95% of RTA's services are located in urban areas based on 2010 Census data. The map below illustrates RTA's jurisdictional boundaries and highlights the portions of the region considered urbanized. ina .3:;nule l Hey Pomona Ontario nut " and Bar Chino Hills ba Lincd lacentia n! ll,, Puck age North Tustin na Tustin 26, rV Ine Los Serranos Gtanc ChinU Glen Avon Rubidoux 63 .C�ule lurupa Riverside Valley Cahn' esa 60 Norco Moreno A Valley ake -yee" Corona Home Gardens Woodcrest Perris State Luke Recreatior El Cerrito ma ews 10 Area Lakeview 518 133 �UU[nlll AanCh Panchu Santa Lake Forest Marga"ta Mission Viejo Laguna Hills zsI Laguna Niguel Laguna Beach San Juan Capistrano Dana Point Santiago Peak G _ny V,,Iley Beaumont _ Banning Naha ZUII Nuevo Perris San Jacinto Sohuba I.R. Homeland Hemet Valle Vista East Hemet Sun Cay Lake Elsinore Canyon Lake Clevelanci N- tal rams! ,sue• ypY -, O � Y 74 y San Clemente 74 Wildurrar Murrieta Temecula 14 Winchester Diamond Valley Lake P cc ha rtiyd an' San I. Witdi Mt Sar Stag Idyllu I Inc Ryser 2 Short Range Transit Plan • FY15 — FY17 Riverside Transit Rgnn.y 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 CHARACTERISTICS1 Average Age (Years) Bus Fare Categories General Passes2 Disabled/ Senior Youth Medicare 5 33 Employed Yes 7% No 22% 15% 5% 1% Average Travel Time (Minutes) 52 70% 30% 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 (2014) 1 Totals may not add to 100% due to rounding. z Go -Pass, U-Pass, and City Pass. 3 Short Range Transit Plan • FY15 — FY17 Demographic Projections Demographic projections directly correlate to the allocation of future transit services. Demographic data such as population, employment, urban density, income levels, age distributions, and development patterns are the primary variables that shape public transit in a community. Growth projections for the region are compiled by SCAG, the County of Riverside, and the Western Riverside Council of Governments (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, Riverside, and Moreno Valley, which encompasses more than one- third of the 2 million residents and 750,000 jobs in Western Riverside County3. 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% from the 2020 projected baseline. The highest rates of growth are expected to occur in areas that are currently suburban developments with limited markets for transit. • Employment in the RTA service area is expected to grow by 34% compared to the 2020 projected baseline. The 250,000 new jobs will bring the 2035 employment total to over 1 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 3 SCAG RTP 2012-2035 Growth Forecast. 4 Short Range Transit Plan • FY15 — FY17 Riverside and the Magnolia Avenue -University Avenue corridor. Other residential communities in the northern portion of the sub -area will remain automobile -oriented communities because of the lack of mixed -used 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 1-15 and 1-215 freeways. The change in density is particularly intense east of the 1-15 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. 1.3 FIXED ROUTE AND PARATRANSIT SERVICES RTA operates 35 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 5 Short Range Transit Plan • FY15 — FY17 usually operated with smaller to medium sized vehicles. Refer to Table 3A for a complete listing of both directly operated and contract operated routes. Fixed Route Services A fixed route is a bus line that provides regularly scheduled service. RTA fixed routes may be categorized into five basic types: Regional Routes: These routes comprise the backbone of the network between metropolitan areas along primary corridors. They may utilize the freeway system to travel between communities and it is not uncommon for regional service to travel through non -urban areas to link two urban areas. Local Routes: These supplement regional routes by circulating through various neighborhoods and serving secondary corridors. Local routes also serve as feeders to regional and express routes by transporting customers within a community on shorter trips. Bus stop spacing is on average % mile apart, where curb and gutter improvements permit. Rural Routes: These provide lifeline service that feeds regional routes. Rural routes are generally limited in operation and serve secondary corridors within non -urbanized areas. Given the growth of Western Riverside County, rural route service is limited primarily to segments of Regional route service and less -populated areas between cities. Trolley Routes and Special Service: These are intended to meet the needs of a specific market or community and often are designed as a circulator to serve targeted affinity groups with common travel patterns. Regional Express Routes: These routes provide limited -stop service designed primarily to transport commuters over long distances to and from employment sites and provide connectivity to transit operations heading outside of Western Riverside County such as Metrolink. Labeled as CommuterLink, these buses employ the freeway system to provide faster service and include customer amenities such as free Wi-Fi service. 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 6 Short Range Transit Plan • FY15 — FY17 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 two 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 a fixed route bus service, excluding express routes, and during the hours of 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. Consolidated Transportation Services Agency 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; provide driver training and technical workshops; and assist with preparing grant applications. In the cities of Corona, Beaumont and Banning, RTA coordinates regional services with the Corona Cruiser and Pass Transit. 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 quarterly ADA meetings, Transportation NOW (T-NOW) chapters, and surrounding regional transit operators. As the 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 sub -recipients throughout Western Riverside County with federal funds through the FTA Sections 5316 Job Access and Reverse Commute (JARC) and 5317 New Freedom Programs. The 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. 7 Short Range Transit Plan • FY15 - FY17 In FY 2015, RTA will continue to assist the Riverside County Regional Medical Center and its Medical Transport Project, as awarded through RCTC's 2013 Specialized Transit Call for Projects. The FTA funds will be administered by RTA, with RCTC providing the local match funds. 1.4 CURRENT FARE STRUCTURE In July 2013, the Board of Directors approved a revision to the fare structure 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 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 Day Pass* $1.50 $4.00 $1.50 $4.00 $0.70 $2.00 $0.70 $2.00 $0.70 $2.00 $0.25 N/A 7-Day Pass* 30-Day Pass* $16.00 $50.00 $16.00 $35.00 $16.00 $23.00 $16.00 $23.00 $16.00 $23.00 N/A 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 Day Pass $3.00 $7.00 $3.00 $7.00 $2.00 $5.00 $2.00 $5.00 $2.00 $5.00 $2.00 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 $3.00 Medicare Card Holder $3.00 Child (46" tall or under) $0.50 Base Fares 10-Ticket Books $30.00 $30.00 N/A *Accepted as base fare. CommuterLink trips require an additional $1.30 (Senior/Disabled/Medicare) 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 City Pass programs. Card holders of these programs are able to ride any fixed route, including CommuterLink, in the RTA network at no cost. Active duty military, police, and fire personnel in uniform or with valid identification are also eligible for complimentary rides on RTA fixed routes. 8 Short Range Transit Plan • FY15 — FY17 Cooperative Fare and Subsidy Programs RTA makes every effort to create partnerships that will improve service for customers by simplifying transfer agreements and developing fare programs that promote the use of public transit. 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's service hours and are valid on the day of travel. Fare media from Omnitrans, Corona Cruiser, and Pass Transit are accepted at transfer locations at the equivalent base fare rate, excluding CommuterLink service, on the day of travel. 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 any local fixed route or CommuterLink in the RTA service area. In FY 2015, the following cooperative fare and subsidy programs will continue: ■ California Baptist University - U-Pass Program ■ City of Riverside - City Pass for Employees ■ City of Temecula - Route 55 Temecula Trolley ■ County of Riverside - Route 50Jury Trolley ■ La Sierra University - U-Pass Program ■ Mount San Jacinto College - Go -Pass Program ■ Riverside City College - Go -Pass Program ■ University of California, Riverside (UCR) - U-Pass Program, Route 51 Crest Cruiser 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 City Pass fare program for its employees to ride the bus for free and serves as a pass outlet (Riverside Go Transit) for its residents by discounting 20% to 30% off on 7-day and 30-day passes, respectively. Other subsidized transit services include the trolley and circulator routes which are funded by the university or local jurisdictions. 1.5 REVENUE FLEET As of March 2014, RTA has a total fleet size of 176 vehicles for its fixed route services. The bus types consist of 97 CNG-powered 42-ft. buses currently used for directly operated fixed routes and 79 medium-sized buses for contracted fixed routes which includes nine (9) Type II, 60 Type VII vehicles, and ten (10) trolleys. RTA also has an additional 98 vehicles for operation of 9 Short Range Transit Plan • FY15 — FY17 paratransit services, for a total of 274 revenue service vehicles. Refer to Table 1 for a detailed inventory of the RTA fleet. 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 dense communities. In FY 2015, the directly operated peak requirement may increase from 70 to 76 for regular fixed routes and from 13 to 15 buses for CommuterLink routes. The contract operated peak requirement is anticipated to remain about constant with 41 buses for regular fixed route, seven (7) for trolley buses, and 15 buses for CommuterLink routes. Changes in the peak requirement will be dependent upon the recommendations that will come forth with the finalization of the COA in the fall. 1.6 EXISTING AND PLANNED FACILITIES Operational Facilities RTA's primary facility is located in the City of Riverside and houses the Administration, Operations, and Maintenance departments with approximately 323 active employees on site. RTA's secondary facility, located in Hemet, opened in June 2000. It now has approximately 63 Maintenance and Operations employees assigned to the division. The Hemet facility is utilized for routes in the southern portion of the service area and maintains a portion of the CNG vehicle fleet. In FY 2015, 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 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. Facility Modernization RTA is a recipient of Proposition 113 funds, known as "The Highway Safety, Traffic Reduction, Air Quality and Port Security Bond Act of 2006." Proposition 1B sets aside funds for two transportation improvement purposes: (1) Public Transportation Modernization, Improvement, and Service Enhancement Account (PTMISEA) to fund capital projects that relate to infrastructure improvement and (2) California Transit Security Grant Program -California Transit Assistance Fund (CTSGP-CTAF) for transit system safety, security and disaster response capital projects. RTA has utilized Proposition 1B funds to enhance the safety and security of 10 Short Range Transit Plan • FY15 — FY17 Riverside Transit Agency operational and maintenance facilities, including projects such as: security lighting upgrades; walls and fencing; security signage; fire alarm enhancements; facility video surveillance; epoxy shop floor; emergency supplies; threat & vulnerability assessment; and vehicle surveillance system. In October 2011, RTA was awarded funds under the FTA State of Good Repair (SGR) Bus and Bus Facilities Discretionary Program. Federal funding of $1.3 million has been allocated towards facility rehabilitation needs for the Riverside and Hemet divisions. Rehabilitation projects such as painting, flooring, roofing, and underground to aboveground storage tank conversion have been completed. A major concrete pavement project in Hemet will be completed in FY 2015 and by 2017 emergency generators are planned to be completed. 11 Short Range Transit Plan • FY15 — FY17 Rieeislde Transit Agency CHAPTER 2: ROUTE PERFORMANCE & EXISTING SERVICE 2.1 KEY PERFORMANCE INDICATORS RTA evaluates and plans for its services using RTA adopted Service Standards and Warrants metrics and those set by RCTC's Productivity Improvement Program (PIP), which are both updated annually. Service Standards and Warrants The Service Standards and Warrants guidelines will be revised in 2014 with the completion of the COA. Design standards 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 PIP measurements, 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% 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 categories — regional, local, rural, trolley/special, and commuter/express. Complementary to the fixed route service is Dial -A -Ride. See Table 3A for the route classification of each route. Span of Service The span of service, the hours of operation, refers to the start and end time of a route. Depending on the route structure (i.e., regional, local, rural, express), the span of service will vary based on the demand in the community. Bus Stop Spacing 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. On -Time Performance RTA requires that no bus shall leave a time point early, and should arrive at a time point no later than 6 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. 12 Short Range Transit Plan • FY15 — FY17 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 20 minutes to every 120 minutes, depending on the density, and are aimed at operating in 20 minute increments for local, regional, and rural routes. Express and trolley routes may vary depending on demand. Transfer Wait Time In more urbanized areas such as downtown Riverside, transfer wait times will not be longer than approximately 20 minutes. In smaller urbanized and even in rural areas, the 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% of the seating capacity or the legal weight limit of the bus. Dial -A -Ride vehicles should not exceed 100% of the seated capacity. Source: RTA Service Standards and Warrants (2012) Productivity vs. Coverage Target To help improve effectiveness and efficiency, RTA sets a target for the productivity level of service to operate. In order to meet productivity requirements, while continuing to provide coverage to areas that would not be served if performance were the only factor, RTA has adopted standards requiring 60% of their fixed route service to perform up to productivity standards while the remaining 40% of fixed routes operate to maintain coverage. This means that service that exceeds performance standards enable a minimal level of operations in areas of need that do not meet performance standards. Given RTA's diverse and widespread service area, there are places that are being served based on the need to provide coverage. The 60/40 split establishes a benchmark for productive service to meet mandatory farebox recovery. However, it also allows for new service to be implemented following Transportation Development Act (TDA) guidelines for exemption based on performance standards within the year the service was implemented and the following two 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. New Service Warrants The Service Standards and Warrants are also used as a guide for the implementation of new service. New service can be exempted 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 13 Short Range Transit Plan • FY15 — FY17 PIP and service standards. The objective is to give a route time to perform up to standards, or it may be discontinued. Productivity Improvement Program (PIP) Service productivity is measured against the PIP metrics implemented by RCTC in September 2005. Using the PIP as a guide, transit operators in Riverside County develop targets and corresponding budgets using the following performance indicators: ■ Farebox Recovery Ratio ■ Cost Per Revenue Hour ■ Subsidy Per Passenger ■ Subsidy Per Passenger Mile ■ Subsidy Per Revenue Hour ■ Subsidy Per Revenue Mile ■ Passengers Per Revenue Hour ■ Passengers Per Revenue Mile The majority of PIP targets are established based on actual current fiscal year performance through the third quarter, with minor adjustments. The Cost Per Revenue Hour target is set by taking actual current fiscal year performance through the third quarter and multiplying it by the Consumer Price Index (CPI) from the end of the previous fiscal year. The Farebox Recovery Ratio target is set based on the projected budget for the succeeding fiscal year and is blended to consider the urban (20%)/rural (10%) service offering. The Farebox Recovery Ratio for DAR is set at 10%. All remaining targets are set on a plus or minus 15% of the current fiscal year actual performance through the third quarter. PIP implementation policies require mandatory compliance for the Farebox Recovery Ratio target plus attainment of at least four of the seven remaining discretionary indicators. For FY 2015, RTA is budgeted to meet or exceed the mandatory Farebox Recovery Ratio target and will meet two of the seven discretionary performance indicators at the system -wide level. 14 Short Range Transit Plan • FY15 — FY17 PIP Indicators Systemwide FY 2014 YTD March Systemwide FY 2015 Proposed Target Low End High End Farebox Recovery Ratio Operating Cost Per Revenue Hour Subsidy Per Passenger Subsidy Per Passenger Mile Subsidy Per Revenue Hour Subsidy Per Revenue Mile Passengers Per Revenue Hour Passengers Per Revenue Mile 28.14% $80.85 $4.24 $0.61 $58.10 $3.71 13.70 0.87 21.51% $90.48 $5.35 $0.77 $71.02 $4.39 13.28 0.82 17.44% $82.35 $3.60 $4.88 $0.52 $0.70 $49.39 $66.82 $3.15 $4.27 11.65 15.76 0.74 1.00 The indicators not expected to be met based on the proposed budget are: Cost Per Revenue Hour; Subsidy Per Passenger; Subsidy Per Passenger Mile; Subsidy per Revenue Service Hour; and, Subsidy per Revenue Service Mile. An explanation for the targets budgeted not to be achieved follows. The Cost Per Revenue Hour target is based on a Consumer Price Index (CPI) rate of 1.85%. Total operating costs are budgeted to increase over 8% over FY 2014 budget due to several factors exceeding the 1.85% CPI growth including staff increases to meet service and administrative demands; salaries and wages for both administrative and represented employees; benefits; services; insurance; and revenue hours increasing by 5%. The PIP metrics that consider subsidy allow for a range of +/-15% over current fiscal year third quarter performance. The FY 2015 budgeted subsidy is planned at a 30% increase over current FY 2014 levels. One of the reasons for this is the reduction of other local revenues such as FET credit. The key driver in the target setting is based on RTA's fiscal year-to-date financial performance, which has been outstanding. RTA is on pace to set another ridership record while achieving excellent cost performance. As such, targets are being established on performance that should not be assumed to be repeated in an environment of service expansion and improving economic conditions — which are driving many cost variables to grow greater than CPI. The following table is a summary of the major budget changes from FY 2014 to FY 2015. The increase in salaries and benefits over FY 2014 budget is due to increased medical and pension expenses, as well as the addition of 13 administrative positions. Purchased transportation growth is attributed to increased service levels and established contract rate increases. 15 Short Range Transit Plan • FY15 — FY17 FY 2014 Budget Budget Changes from FY 2014 Salaries & Benefits Purchased Transportation (rates, fuel) Comprehensive Operational Analysis Other Expenses Total Increases FY 2015 Proposed Budget 3,864,329 1,748,283 (494,432) (55,605) 61,910,406 $ 5,062,575 $ 66,972,981 2.2 EXISTING FIXED ROUTE & DIAL -A -RIDE SERVICE In FY 2014, RTA budgeted just over 703,065 revenue hours for the operation of almost 11.4 million revenue miles system -wide. Total revenue hours budgeted was 506,083 for fixed routes and 196,982 for DAR. Total revenue miles included 8.3 million for fixed routes and 3.7 million for DAR. Passenger growth has exceeded projections in recent years due to significant increases in pass programs, customer satisfaction, rising gasoline prices, a higher unemployment rate, and an improving economy. These factors, as well as other service efficiencies made in prior years, have spiked ridership and passengers per hour have continually increased. Growth has been most evident on local and regional fixed routes. System -wide passengers reached an all-time high in FY 2013 with over 9.2 million boardings and are projected to again break records for FY 2014. 2.3 PRODUCTIVITY IMPROVEMENT EFFORTS Improving productivity is a priority in which performance measures, particularly farebox recovery and passengers per hour, are monitored regularly. These two measurements are key factors in evaluating underperforming service. Performance evaluation directs staff to research and analyze unproductive routes more closely to determine whether segments or trips can be eliminated due to low ridership. This process is used and 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. 16 Short Range Transit Plan • FY15 — FY17 2.4 TRIP GENERATORS AND PROJECTED GROWTH MARKETS While RTA services are expanding among the public in general, students and CommuterLink users are market segments with the greatest potential for continued growth. Recent customer surveys conducted by the COA indicated that approximately 47% of current riders are students; about 12% identified as youth (K-12) and 35% identified as college students. The CommuterLink, or express bus market, has seen significant increases over the last six years. From FY 2009 to FY 2014, total CommuterLink ridership has increased almost 50%. Growth in the student market is attributable to pass programs with local colleges and universities, outreach to schools, and reduced school district funding. At the secondary level, most passengers who utilize RTA services are high school students. RTA makes every effort to reach out to districts and school 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. The CommuterLink market is monitored closely to target major trip generators such as train stations, colleges and universities, and other connecting regional services. The amenities on CommuterLink routes such as the high -back upholstered seating, free Wi-Fi, and charging stations are added values to the service that attract and retain customers. To expand on this market base, RTA continually monitors capacity on express routes to foster growth by adding larger vehicles or additional trips. 2.5 TRANSIT CENTERS, EQUIPMENT AND PASSENGER AMENITIES RTA seeks and receives a variety of funds to finance capital projects that enhance services for passengers. Capital projects are typically funded with approximately 20% coming from local sources such as TDA, Measure A, or Transportation Uniform Mitigation Fees (TUMF) while 80% is paid for with federal grants. Passenger Transit Facilities Transit facilities provide more than just a bus transfer stop. They can be community -centered, multi -modal facilities where bus and rail passengers benefit from 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 centers are generally owned by various public agencies and are well -situated 17 Short Range Transit Plan • FY15 — FY17 Riverside Transit Agency for advancement of public -private investment partnerships leading to "transit -oriented" commercial and residential development. The following is a summary of the existing and planned 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 for bus service and is served by seven RTA routes. The facility will ultimately facilitate multi -modal transfers between Metrolink; RTA local, regional, and express routes; and park -and -ride patrons for the southwest region. Corona Transit Center: The 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 across the railroad tracks for direct access to Metrolink. Downtown Riverside Transit Center: The current transit center is located Fairmont Boulevard and Market Street off of University Avenue and Mission The COA includes a separate task that evaluates the relocation of the transit center and has a proposed option that includes a decentralized grid network with the use of Metrolink station site and the Vine Street site as layover areas for a few routes. The implementation date of this change is yet to be determined. between Inn Avenue. Twin Cities Transit Center: A site feasibility study is currently underway. The study is analyzing proposed locations near the Temecula and Murrieta city boundaries for a 18 Short Range Transit Plan • FY15 — FY17 facility that will feature 10 to 14 bus bays. The transit center will be a robust marshaling site for vanpools and regional express and local routes. Hemet Stop Improvements: The feasibility study and construction is expected to be completed by the end of 2014. The study is evaluating potential sites that are convenient for passenger needs, centrally located key trip generators, and can accommodate four (4) buses and other enhanced passenger amenities RTA will also utilize multi -modal stations being developed by RCTC along the proposed Perris Valley Line. Additional station locations that are planned include the Hunter Park Station, Moreno Valley -March Station, and South Perris/Menifee Station. Other local transit centers and transfer nodes around the RTA service area will be considered as community -centered residential and employment densities increase and the need for centralized bus marshaling and transfer facilities become evident. RTA will partner with state, regional, county, and local planning agencies, as well as the private sector, to coordinate the design, funding, and construction of these sites. In the long term, as the California High -Speed Rail (HSR) project progresses, RTA will work with regional partners on design concepts for potential bus connectivity. The HSR route will either travel through Riverside and Murrieta via I-215 or through Corona and Murrieta via 1-15. Passenger stations are contemplated for undetermined locations in Riverside, Corona, Moreno Valley or the March JPA area and also near the Murrieta-Temecula interface. 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's current ITS network was launched in 2008 on the directly operated buses only, which makes up about 60% of RTA's fleet. In January 2014, RTA was notified by RCTC that it was selected to receive federal funds from the Congestion Mitigation and Air Quality (CMAQ) Improvement Program for a new ITS that will create a single program that incorporates both directly operated and contract operated fixed route services, as well as next generation technology. The project is planned to begin in FY 2015 and will take approximately 18 months to implement. Advanced Traveler Information System (ATIS) 19 Short Range Transit Plan • FY15 — FY17 Riverside Trr 090 R9enry RTA has also introduced the ATIS technology with digital kiosks, known as SmartStops, which relay real-time arrival information on display at major transfer points. Currently, SmartStops are installed at heavily used bus stops in the cities of Riverside, Perris, Moreno Valley, and Corona. 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. �TDP MINK a RirerdArhmuk.wm 1950545-5002 TEXT "rta 12345" to 41411 R inersideTra nsit.com Get TrensApp online STOP 12345 BUSWATCH ,EPC,5101,1PEAL.TIME MIS MONITOR Transit Signal Priority (TSP) TSP is a tool that allows transit vehicles to travel through controlled intersections faster and more conveniently. Unlike signal pre-emption which is used on emergency vehicles, TSP technology on a bus utilizes a transmitter that allows the traffic signals along major streets to remain in "green" mode for several seconds longer, therefore allowing a late running bus to advance more quickly along its route to maintain on -time performance. TSP is currently being used on Route 1 along the University Avenue and Magnolia Avenue corridors. RTA is working with the City of Riverside to monitor the impact and performance. Illuminated Bus Stops Since FY 2011 through FY 2014, RTA purchased materials and supplies to expand and upgrade the bus stop system with additional security -enhancing illuminated bus stop devices which come equipped with downlighting. 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 downlighting safety feature and illuminated schedule provides bus scheduling information for easy visibility in a night time environment. On -Board Security Cameras RTA utilized Proposition 1B funds to add exterior side video cameras on all full-sized buses to enhance the Agency's ability to monitor and record activities occurring around the 20 Short Range Transit Plan • FY15 — FY17 vehicles. These additional cameras have enhanced RTA's ability to investigate crimes and suspicious activities occurring at bus stops, transit centers and during travel on the road. The cameras provide a view of the street and all activities near the bus. When reports of crime or suspicious activities are received, RTA is able to aid law enforcement authorities by downloading the video which can be invaluable to the investigation and any subsequent prosecution. Revenue Collection Devices In FY 2015, RTA will seek funding for the replacement of all revenue collection devices, or fareboxes, on the fixed route fleet. The current fareboxes on the directly operated fleet have been in service since 2002 and are experiencing increased failures. The fareboxes on the contract operated fleet have reached the end of their useful life. Bus Replacement and Expansion Program RTA's directly operated fleet was fully replaced as of March 2014. The new 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 State Transit Assistance (STA), Proposition 1B, and federal appropriations and grants. In FY 2014, the Board of Directors also approved the procurement of 25 expansion vehicles, 14 of which are to be allocated for the new Route 1 Limited Stop service and 11 for service expansion on existing routes. The contract operated fleet has been upgraded since 2008 with expansion vehicles that could seat up to 26 passengers compared to previous Type II vehicles which seat 12 passengers. In FY 2014, RTA applied for two additional replacement vehicles through FTA Section 5307 funds. By 2016, it is anticipated that all Type II vehicles will be retired. The DAR fleet was updated in FY 2013 with 38 new 12 passenger Type II vehicles to replace similar units that reached the end of their useful life in FY13. In FY 2014, ten (10) contingency vehicles were added to the DAR fleet for a total of 98 buses. In FY 2015, funding for ten (10) expansion vehicles will be sought to replace the contingency vehicles. Bus Stop Amenities and Upgrades Bus stop amenities such as shelters, benches, and trash receptacles will continue to be placed at the approximately 2,800 bus stops in the service area as is feasible. In FY 2015, RTA plans to complete a Bus Stop Amenities Strategic Policy. The policy will be coupled with an inventory of all stop amenities in the service area and will be used to implement a priority plan for the allocation of amenities based on ridership and equitable distribution. 21 Short Range Transit Plan • FY15 — FY17 CHAPTER 3: PLANNED SERVICE CHANGES 3.1 RECENT SERVICE CHANGES Recent service changes have concentrated on four core areas of improvement: 1. Headways & Connectivity — Ridership and customer survey data were used to improve clock -face scheduling, frequencies, and connections between routes. 2. Streamlining — Changes focused on routing on major streets and corridors to reduce circuitous routing, duplication of service, and to improve connectivity to other routes and major trip generators. 3. Capacity Constraints — Trips with overloads and capacity constraints were monitored closely to identify routes and areas with growth potential and ridership demand. 4. Span of Service — Efforts were made to accommodate demand for earlier and later service in areas near major employment centers, colleges, and universities. Additional weekend service was also added to improve travel gaps between subareas. Notable changes that were implemented in FY 2014 under these core strategies included the following: ■ Later weekday service was added on routes 1, 15, 16, 19, 20, 31, and 32 in September 2013. ■ Service was extended to the Temecula Valley Hospital on Route 24 in September 2013. ■ Service was extended to the Perris Fairgrounds on Route 19 in September 2013. ■ New stops were added on Sycamore Canyon Road on Route 208 in September 2013. ■ Service was streamlined and a stop was added at the Beaumont Walmart on Route 210 in September 2013. ■ Frequency was improved on Route 61 during peak periods in October 2013. ■ Frequency was improved on Route 1 on weekdays in January 2014. ■ Service was expanded to Bradley Road, La Piedra Road, and Evans Road on routes 40 and 61 in January 2014. ■ Service was streamlined along Nuevo Road and Perris Boulevard on Route 30 in January 2014. ■ Service was extended to the Corona Transit Center on Route 1 in May 2014. ■ Additional evening and peak hour trips were added on routes 3 and 216 in May 2014 as part of the JARC-funded extended service project. ■ New Saturday service was added on routes 61, 74, and 79 as part of the JARC-funded extended service project in May 2014. ■ Route 54 was discontinued beginning May 28, 2014. 22 Short Range Transit Plan • FY15 — FY17 Riverside Transit Rgnn.y 3.2 PLANNED SERVICE CHANGES Service planning for the next three years will primarily be modeled after recommended strategies from the COA, contingent upon approval by the Board of Directors and that financial resources can accommodate them. The COA was kicked off in January 2013 and is anticipated to be completed by fall 2014. Additional recommendations may be derived from other sources such as transit center site feasibility studies, customer comments, coach operator feedback, public surveys, and other agencies or organization actions. The COA is set forth to meet the following objectives: ■ Complete a comprehensive analysis of the transit service provided — from service at each stop to examining the efficiency, logical construction, and ability to meet local and regional travel patterns. ■ Examine the existing and potential markets for transit services that will help increase ridership, farebox recovery, and market share. ■ Provide strategic plans for short-term and long-term planning initiatives that are sustainable both operationally and financially. ■ Develop a plan in alignment with policy initiatives that look to reduce vehicle emissions where mass transit can be shown to contribute significantly towards that achievement. ■ Prioritize transit capital needs such as fleet replacement, fleet expansion, technology and facility upgrades. Planned changes for FY 2015 will focus on capacity building efforts to improve regional and community mobility, improving frequency and transfers, developing a strong network regionally, and preparing for major projects such as the Perris Valley Line and Route 1 Limited - Stop service. Included in the preparation for the Perris Valley Line are additional trips planned for CommuterLink routes 206, 208, 210, and 212 for the proposed new trains along the 91 Line that is targeted for 2014. Additional changes during the fiscal year are contingent upon the finalization of the COA which will be completed in the fall. In FY 2016, the Route 1 Limited -Stop service and feeder service to the Perris Valley Line will be implemented. The Route 1 Limited -Stop service is anticipated to begin by 2016 upon the delivery of the new fleet of vehicles for this service. The service will operate on weekdays every 15-minutes during peak hours from 5:30 a.m. to 8:30 a.m. and 2:30 p.m. to 5:30 p.m. The route will travel from UCR to the Tyler Galleria area via University Avenue and the Market Street/Magnolia Avenue corridors. The Perris Valley Line is expected to be operational in 2015 and will extend Metrolink service from downtown Riverside to Perris with four (4) additional station stops planned at Hunter Park, Moreno Valley/March Field, downtown Perris, and south Perris/Menifee. RTA fixed routes, including CommuterLink service, will be modified to provide connectivity from surrounding communities. 23 Short Range Transit Plan • FY15 — FY17 Riverside Transit Rgnn.y Other proposed service changes for FY 2016 and FY 2017, subject to Board of Directors approval will primarily concentrate on incorporating the short-term recommendations from the COA. The COA divides the RTA service area into four subareas: Northwest, Moreno Valley/Perris, Hemet/San Jacinto/Pass, and Southwest. The subareas were determined based on geography and similar market -types to provide more tailored approaches. Preliminary recommendations by subarea will conform to the strategies as outlined. Northwest: ■ Invest in productive service along Magnolia Avenue, University Avenue, and Arlington Avenue to foster "lifestyle" transit that is faster and provides more frequency; ■ Consolidate services connecting downtown Riverside and the Tyler Galleria into fewer, more productive routes; ■ Divert less productive service away from key corridors; and ■ Enhance the customer experience by integrating both local and regional network. Moreno Valley/Perris: ■ Move from a hub -based network to a grid system by increasing frequency on key linear corridors such as Alessandro Boulevard and Perris Boulevard; ■ Realign service on the eastern end of Moreno Valley and Perris near Moreno Beach Drive to create a more efficient and effective network; and ■ Improve regional mobility at major hubs such as the Moreno Valley Mall and Perris -Station Transit Center. Hemet/San Jacinto/Pass: ■ Focus service where transit is most productive by making Florida Avenue and State Street more frequent network spines; ■ Streamline service into a more efficient and effective network; ■ Enhance both regional and community connections by facilitating transfers at Hemet Valley Mall and Beaumont/Banning Walmart. Southwest: ■ Reorient transit from an all -day fixed route network to one tailored to specific mobility needs; and ■ Improve community and regional connections to attract new riders. 3.3 MODIFICATIONS TO PARATRANSIT SERVICE The provision of ADA services remains a challenge as service requests continue to increase and the number of ADA-eligible riders continues to grow. A DAR Study was completed in 2009 and, as a result, in September 2009, the Board of Directors authorized the implementation of several policy changes that took effect in January 2010. The study found that from FY 2006 to FY 2009, DAR ridership grew 66%, a stark contrast from the fixed route ridership which only grew 21% 24 Short Range Transit Plan • FY15 — FY17 during the same time period. The study correlated that this disparity was due in part to the maturing of the "baby -boomer" generation requiring paratransit services. Without any policy changes, the study projected that from FY 2009 to FY 2013 DAR ridership would more than double and could reach over 734,000 trips annually compared to the baseline of 361,000 in FY 2009. Following the approved policy changes, ridership growth slowed significantly, and from FY 2009 to FY 2013 actual ridership increased about 9% from about 361,000 to 393,000 trips annually. Further 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 Senior/Disabled Travel Training Program commenced in fall 2011 and covers all aspects of public transit from training on how to use a bus schedule and map to 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 customer and RTA. The Travel Training Program's first full fiscal year, FY 2013, was a remarkable one. During the year, 352 people took the training, and another 582 are currently either in training or on a waiting list. The trainees took more than 39,000 fixed -route trips during the year. Since the program's inception, roughly 85,000 fixed -route bus trips have been generated and RTA expects to reach 100,000 trips by spring 2014. RTA can avoid an estimated $14,000 in expenses annually for every five -day -a -week rider who makes the switch from DAR to fixed -route service. In FY 2013, the total cost avoidance was $650,000, and $1.4 million since the program's inception. The program has been so successful, it was recognized by the SCAG as a recipient of the 2013 Compass Blueprint Recognition Award. 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% of the net expenses associated with these trips and provides access to alternative sources of State and Federal funding for DAR services. Eligible expenses so far under this program are more than $1.1 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 25 Short Range Transit Plan • FY15 — FY17 Riverside Transit Rgnn.y ■ Educating the public on the benefits of public transportation ■ 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/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, brochures distributed throughout the service area, newspaper ads, on -bus information, and social media. Customer Information Materials RTA aims to make the transit system easier to understand and use through enhanced passenger information and signage. Materials are developed for both novice riders and experienced users to read and understand. Informational documents are readily available and designed to attractively promote RTA services to new users, while maintaining interest and engagement from existing riders. Public Speakinq 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 and 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 parades, which provides the opportunity to attract potential new users and also promotes RTA as an active community partner. 26 Short Range Transit Plan • FY15 — FY17 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 per 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 Transit Master Bus tracking, allow customer representatives to quickly and accurately answer all customer inquiries. Transportation NOW (T-NOW) T-NOW was formed in 1992 as a grassroots advocacy group comprised of enthusiastic public transit advocates. Members of T-NOW range from elected officials to community activists to everyday transit users who are committed not only to addressing regional transportation issues but meeting the needs of individual communities. There are six T-NOW chapters throughout the service area that include Greater Riverside, Hemet/San Jacinto Area, Northwest, Moreno Valley/Perris, San Gorgonio Pass Area, and Southwest Riverside. Each chapter meets monthly and sets goals and objectives relevant to their communities. 3.5 BUDGET IMPACT ON PROPOSED CHANGES Planned service changes in FY 2015 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 should 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. 27 Short Range Transit Plan • FY15 — FY17 Riverside Transit Rgnn.y CHAPTER 4: FINANCIAL & CAPITAL PLANS RTA's FY 2015 budget reflects a strategy to moderately grow current levels of safe, reliable and effective public bus transportation service while considering the continued economic pressures that demand efficiency to the greatest extent possible. To that end, RTA is planning for a service level that balances forecasted fiscal constraints with the varied profile of the service area as well as adjustments to record ridership demand and pre -positioning for future service. Staff remains fully committed to exploring all service and financial alternatives necessary to meeting the public transit needs of the citizens who live and work in Western Riverside County. Public transportation helps alleviate congestion, ensures mobility, promotes more livable communities, and assists with meeting additional needs that arise as a result of the ADA. 4.1 OPERATING & CAPITAL BUDGET The total budget for FY 2015 is $101,329,148, with $66,972,981 projected for operating expenses and $34,356,167 projected for capital projects. Due to the prudence exercised over the past few years and the improving economy, RTA is expecting an overall operating budget increase over FY 2014. As currently budgeted, total operating expenses for FY 2015 are $66,972,981 — an increase of $5,062,575 or 8% over FY 2014. It should be noted that RTA is planning for an increase of 5% in revenue service hours. The FY 2015 capital budget represents an increase of $11,568,142 or 51% over FY 2014 levels. The significant increase in the capital budget request is attributable to re -programming, or roll forward, of Federal Congestion Mitigation Air Quality (CMAQ) and Transportation Development Act (TDA) funds for the purchase of expansion heavy-duty CNG buses Operating Budget Profile ❑ Operations ■ Maintenance ❑ Planning ■ Administration 28 Short Range Transit Plan • FY15 — FY17 Riverside Transit Rgnnry The proposed Operating Budget totals $66,972,981. Operations, at 65%, constitute the largest component of the proposed budget while Maintenance makes up 15% of the total. Thus, combined Operations and Maintenance equate to 80% of the budget. Planning and Administration combined make up the remaining 20% of the budget. These percentage breakdowns are consistent with prior years. The operating budget contains five (5) major cost elements. The elements are: ■ Salaries and Benefits (51%), which are made up of wages and fringe benefits including medical, Worker's Compensation, and Other Post -Employment Benefits Annual Required Contribution (OPEB ARC). ■ Purchased Transportation (35%), 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 operating supplies including tires, parts, fuel, and lubricants for the operation, repair & maintenance of Agency vehicles. ■ 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 (5%) include, but are not limited to, provision for property and liability insurance, utilities, printing and publications, advertising and promotion, dues and subscriptions, and other miscellaneous expenses. A profile of proposed expenditures by cost element is shown below: Capital Budget Profile OSalaries & Benefits ■ Services OMaterials & Supplies ■ Purchased Transportation ■ Other Expenses 29 Short Range Transit Plan • FY15 — FY17 The proposed FY 2015 Capital Budget totals $34,356,167. 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. FY 2015 Capital Budget profile by project element is shown below: $10,025,203 $3,396,600 $1,018,114 _____ j_1 $332,618 $735,480 $18,848,152 oMaintenance ■ Support Vehicles ■ Revenue Vehicles ■ Facilities ■ Route 1 Ltd o Fareboxes Notable capital projects included in the proposed FY 2015 budget include: ■ Purchase of replacement and expansion contract operated revenue vehicles ■ Purchase of replacement support vehicles and trucks ■ Fareboxes for fixed route fleet ■ Associated Transit Improvements ■ Critical maintenance and administrative support equipment ■ Route 1 Limited buses and infrastructure ■ Re-programming/rolling forward prior -year TDA funds for expansion heavy-duty CNG buses 30 Short Range Transit Plan • FY15 — FY17 4.2 FUNDING SOURCES FOR OPERATING & 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 $101,329,148 Operating Revenues $66,972,981 Passenger Fares (Regular) $11,211,511 LTF Operating Assistance $39,000,000 Federal Operating Assistance $13,569,645 FTA Section 5307 $12,200,000 FTA Section 5311 $450,000 FTA Section 5309 $25,000 JARC (5316) / New Freedom (5317) $894,645 Other Local Revenues $235,000 Measure A $2,956,825 Capital Revenues $34,356,167 Federal $16,394,552 FTA Section 5307 $8,776,890 FTA Section 5339 $1, 580,162 CMAQ $6,037,500 STA $5,442,057 LTF $12,519,558 31 Short Range Transit Plan • FY15 — FY17 The amounts depicted above do not include the "pass -through" funding for the social service programs that RTA will oversee on behalf of RCTC. 4.3 REGULATORY & 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 & COMPLIANCE REQUIREMENTS TDA Triennial Audit: Under the State of California, TDA provides two major sources of funding for public transportation: LTF and STA fund. 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 5307, 5309, 5310, 5316, and 5317. 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 January 2014 and RTA had no deficiencies. ADA: The federal ADA Act of 1990 prohibits discrimination and ensures equal opportunity and access with persons with disability. 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 last submitted in September 2012 and will remain in effect through September 2015. Equal Employment Opportunity (EEO): The Federal Transit Laws, 49 U.S.C. 5332(b), provide that "no 32 Short Range Transit Plan • FY15 — FY17 Riverside Transit Rgnn.y person in the United States shall on the grounds of race, color, religion, national origin, sex, or age be excluded from the participation in, be denied the benefits of, or be subjected to discrimination under any project, program or activity funded in whole or in part through financial assistance under this Act." This applies to employment and business opportunities and is considered to be in addition to the provisions of Title VI of the Civil Rights Act of 1964. The EEO Program is submitted to FTA every three years. The last submission was in February 2012. Drug and Alcohol Testing: Per the Code of Federal Regulations (Title 49, Part 40 & 655), RTA established a Drug & 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 October 2010. 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's Title VI Program is submitted to the FTA every three years. The last report was submitted in September 2013 and approved. The next submittal will be 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 LEP policy and plan were revised in June 2013 and submitted with the Title VI Program in September 2013. 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 Public Hearing Policy for Major Service and Fare Changes was last revised in October 2012. Alternative Fueled Vehicles: Resolution No. 00-018 of RCTC 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. 33 Riverside Transit Agency FY 2014/15 - FY 2016/17 Short Range Transit Plan Summary Comparative Statistics: FY2O14 Budget vs. Proposed FY2O15 SRTP Unlinked Passengers Revenue Hours Revenue Miles Fare Revenue (1) Operating Expenses FY2014 I FY2015 FY2014 I FY2015 FY2014 I FY2015 FY2014 I FY2015 FY2014 I FY2015 Direct Operated Routes 1 1,813,649 2,244,509 61,528 73,659 675,850 816,187 $ 1,616,594 $ 1,997,095 $ 6,776,684 $ 8,186,202 3 - 63,887 - 5,672 - 79,841 $ - $ 66,406 $ - $ 629,481 10 237,828 225,226 14,100 14,169 160,516 161,278 $ 214,164 $ 202,928 $ 1,552,958 $ 1,574,742 11 173,811 189,721 10,210 10,217 119,783 117,755 $ 166,337 $ 182,151 $ 1,124,527 $ 1,135,548 12 286,056 292,399 15,631 15,309 176,371 181,122 $ 253,646 $ 256,551 $ 1,721,704 $ 1,701,428 13 266,273 285,589 15,122 15,002 175,151 168,215 $ 224,521 $ 234,954 $ 1,665,651 $ 1,667,374 14 282,930 208,649 17,980 15,156 187,279 196,070 $ 254,212 $ 185,093 $ 1,980,359 $ 1,687,225 15 447,131 485,067 20,106 20,595 240,372 244,907 $ 389,004 $ 424,385 $ 2,215,143 $ 2,288,950 16 672,456 721,388 28,124 29,549 307,931 351,020 $ 588,264 $ 638,933 $ 3,098,573 $ 3,283,829 18 200,041 204,935 10,302 10,441 130,947 133,305 $ 169,715 $ 192,311 $ 1,135,615 $ 1,160,465 19 659,880 605,863 22,480 22,738 256,426 304,826 $ 629,393 $ 615,738 $ 2,475,903 $ 2,527,308 20 318,374 324,314 16,947 17,571 257,281 268,582 $ 283,735 $ 302,942 $ 1,867,195 $ 1,955,696 21D 128,261 133,541 8,902 9,343 137,052 145,751 $ 127,338 $ 130,776 $ 984,781 $ 1,038,432 22 425,439 462,866 21,581 22,267 372,328 399,571 $ 407,740 $ 442,176 $ 2,376,900 $ 2,475,112 27 507,949 536,325 30,175 31,215 612,386 615,550 $ 521,714 $ 547,909 $ 3,323,567 $ 3,469,530 29 135,707 177,641 9,068 11,334 147,589 167,922 $ 132,057 $ 167,907 $ 998,841 $ 1,260,436 41D 72,978 69,274 3,779 3,816 60,053 60,058 $ 65,125 $ 68,020 $ 416,113 $ 424,186 49 211,898 214,351 9,011 9,051 106,840 108,491 $ 202,130 $ 201,704 $ 992,523 $ 1,005,904 54 - - - - - - $ - $ - $ - $ - 202D 2,687 483 20,424 $ 2,863 $ 5,984 $ 17,903 $ 53,337 204D 45,099 49,772 4,335 4,568 110,030 107,829 $ 78,134 $ 86,823 $ 477,323 $ 510,120 206D 65,045 69,557 4,973 5,948 157,570 187,073 $ 178,464 $ 194,905 $ 534,765 $ 661,226 208D 24,362 24,702 2,308 2,581 54,723 69,562 $ 32,455 $ 32,804 $ 254,104 $ 287,012 210D 3,604 711 17,255 $ 8,650 $ $ 79,352 212D 3,576 1,015 34,510 $ 13,866 $ $ 113,360 216 75,326 97,430 6,131 7,698 163,338 202,954 $ 366,208 $ 482,261 $ 675,263 $ 855,609 217D 3,476 6,584 1,020 1,122 29,988 29,907 $ 15,489 $ 22,494 $ 112,311 $ 124,707 Total Direct Operated Routes 7,053,969 7,703,456 333,811 361,231 4,639,803 5,189,966 $ 6,919,305 $ 7,705,766 $ 36,778,706 $ 40,156,569 % Change - FY15 vs. FY14 9.21 % 8.21 % 11.86 % 11.4 % 9.2 % Contracted Fixed Routes 3 101,852 73,939 10,965 8,249 146,727 112,807 $ 104,678 $ 93,628 $ 773,240 $ 589,642 7 118,845 125,669 9,982 10,191 146,445 147,390 $ 120,176 $ 127,479 $ 704,011 $ 732,894 8 128,322 147,193 9,864 10,153 179,307 179,468 $ 138,908 $ 161,044 $ 695,721 $ 730,108 19C 5,552 7,157 983 1,191 17,477 15,056 $ 5,296 $ 4,844 $ 69,651 $ 85,460 21C 10,079 673 10,536 $ 9,905 $ $ 46,151 $ 23 76,464 88,203 10,090 11,120 164,850 170,969 $ 78,551 $ 88,970 $ 711,634 $ 800,721 24 75,460 88,153 9,451 11,174 139,313 153,899 $ 79,263 $ 92,587 $ 666,546 $ 804,539 30 73,631 73,092 7,369 7,348 81,141 84,229 $ 69,228 $ 69,927 $ 519,692 $ 528,471 31 155,791 116,341 12,160 11,231 200,431 194,562 $ 156,227 $ 112,351 $ 858,088 $ 807,684 32 163,136 158,491 11,327 10,440 120,500 121,753 $ 150,852 $ 147,286 $ 799,502 $ 750,802 33 39,099 42,002 4,942 4,934 64,694 64,086 $ 37,579 $ 37,974 $ 348,497 $ 354,857 35 66,528 71,459 6,816 6,719 155,346 158,288 $ 62,948 $ 69,708 $ 480,668 $ 483,229 40 22,978 26,665 3,315 3,557 59,186 63,236 $ 25,299 $ 27,753 $ 233,770 $ 255,827 41C 35,242 42,654 5,471 5,788 97,917 103,404 $ 32,468 $ 42,957 $ 385,880 $ 416,239 42 46,349 57,536 5,294 5,301 82,692 82,514 $ 40,514 $ 52,208 $ 373,324 $ 381,270 50 11,979 6,065 2,352 2,352 15,283 15,293 $ 159,595 $ 159,595 $ 165,942 $ 169,095 51 34,533 44,038 2,047 1,812 21,369 19,073 $ 126,888 $ 118,000 $ 145,014 $ 130,819 54 1,397 1,548 12,520 $ 111,007 $ $ 109,251 $ 55 27,022 28,554 1,183 1,183 15,351 16,122 $ 16,361 $ 16,361 $ 83,336 $ 85,114 61 54,438 85,861 6,375 11,373 114,793 178,803 $ 59,984 $ 96,241 $ 449,558 $ 817,933 74 134,311 179,300 11,684 14,525 201,603 255,385 $ 132,674 $ 183,063 $ 823,950 $ 1,045,058 79 83,400 102,292 11,072 13,115 192,576 235,294 $ 108,302 $ 132,802 $ 780,793 $ 943,196 202 (incl. beach) 22,697 19,790 5,568 5,050 155,846 139,550 $ 50,610 $ 45,353 $ 381,590 $ 362,985 204 13,577 8,425 1,352 1,170 32,156 27,621 $ 24,031 $ 14,632 $ 95,306 $ 82,822 206C 3,122 5,099 275 355 9,996 8,019 $ 7,863 $ 13,867 $ 31,666 $ 25,651 208 28,844 31,410 5,526 6,578 131,249 192,422 $ 77,224 $ 66,064 $ 389,677 $ 473,383 210 7,814 7,804 1,066 1,148 20,783 19,893 $ 21,138 $ 22,177 $ 96,440 $ 82,525 212 29,486 30,041 5,801 5,919 148,232 168,064 $ 122,923 $ 94,356 $ 409,098 $ 425,745 217 26,312 21,438 7,721 6,180 226,160 195,489 $ 115,437 $ 84,139 $ 544,505 $ 444,415 Sunline- Riv. Exp. ° 0 $ $ $ 63,000 $ 65,000 794 (2) 0 $ 124,000 $ 111,923 $ 124,000 $ 111,923 Total Contracted Fixed Routes 1,598,261 1,688,670 172,272 178,156 2,964,475 3,122,689 $ 2,369,931 $ 2,287,288 $ 12,359,503 $ 12,987,408 % Change - FY15 vs. FY14 5.66 % 3.42 % 5.34 % -3.5 % 5.1 % TOTAL FIXED ROUTES 8,652,230 9,392,126 506,083 539,387 7,604,277 8,312,655 $ 9,289,236 $ 9,993,054 $ 49,138,209 $ 53,143,978 % Change - FY15 vs. FY14 8.55 % 6.58% 9.32 % 7.6 % 8.2 % 1:11 PM 4/28/2014 Riverside Transit Agency FY 2014/15 - FY 2016/17 Short Range Transit Plan Summary Comparative Statistics: FY2014 Budget vs. Proposed FY2015 SRTP Unlinked Passengers Revenue Hours Revenue Miles Fare Revenue (1) Operating Expenses FY2014 FY2015 FY2014 FY2015 FY2014 FY2015 FY2014 FY2015 FY2014 FY2015 Dial -a -ride Routes Banning/Beaumont 2,793 2,022 1,113 829 27,323 19,182 $ 9,686 $ 6,859 $ 71,550 $ 56,540 Lake Elsinore 15,507 16,785 8,356 8,390 169,802 164,031 $ 56,732 $ 57,541 $ 537,327 $ 572,450 Highgrove 6,698 5,366 3,658 3,246 75,866 61,252 $ 19,583 $ 16,961 $ 235,218 $ 221,475 Hemet & Homeland 91,954 87,951 32,639 30,924 567,369 531,268 $ 335,954 $ 304,803 $ 2,098,802 $ 2,109,832 Jurupa 12,784 13,668 6,389 7,183 118,077 125,014 $ 44,592 $ 47,105 $ 410,818 $ 490,054 Moreno Valley 77,958 83,144 33,912 36,126 594,696 592,228 $ 280,836 $ 279,771 $ 2,180,649 $ 2,464,749 Murrieta 45,261 45,693 23,417 23,489 447,060 422,085 $ 160,070 $ 158,317 $ 1,505,828 $ 1,602,558 Norco 22,034 23,330 8,703 9,667 152,058 158,491 $ 88,658 $ 86,438 $ 559,657 $ 659,541 Perris 42,485 43,124 20,855 20,998 439,758 421,406 $ 152,700 $ 146,945 $ 1,341,068 $ 1,432,620 Riverside 83,107 79,715 41,287 40,061 825,135 750,193 $ 323,885 $ 292,028 $ 2,654,892 $ 2,733,194 Sun City 17,952 19,050 9,914 9,927 197,468 189,979 $ 61,872 $ 63,322 $ 637,500 $ 677,293 Total Dial -a -ride Routes 418,533 419,848 190,243 190,840 3,614,612 3,435,128 $ 1,534,567 $ 1,460,090 $ 12,233,309 $ 13,020,306 % Change - FY15 vs. FY14 0.31 % 0.31 % 4.97 % 4.9 % 6.4% Taxi Program Banning/Beaumont 321 777 216 485 5,111 12,741 $ 1,433 $ 3,429 $ 17,053 $ 42,543 Lake Elsinore 660 743 451 535 12,898 11,840 $ 2,976 $ 3,414 $ 42,178 $ 40,306 Highgrove 746 1,298 458 825 11,592 19,621 $ 3,301 $ 5,959 $ 38,385 $ 66,231 Hemet & Homeland 1,721 1,278 1,441 980 33,182 24,948 $ 6,569 $ 5,244 $ 111,070 $ 83,583 Jurupa 142 528 81 362 1,976 10,220 $ 584 $ 2,346 $ 6,573 $ 33,878 Moreno Valley 650 1,631 435 964 8,067 28,254 $ 2,606 $ 6,345 $ 27,779 $ 93,316 Murrieta 981 1,433 756 1,136 19,021 25,475 $ 4,369 $ 6,027 $ 63,026 $ 86,587 Norco 876 1,559 444 864 12,945 23,318 $ 3,420 $ 5,345 $ 42,246 $ 77,644 Perris 1,104 1,386 586 858 13,302 18,127 $ 3,849 $ 4,929 $ 44,605 $ 62,067 Riverside 2,362 3,913 1,484 2,686 35,385 58,322 $ 8,610 $ 13,261 $ 117,962 $ 199,008 Sun City 542 446 387 298 8,295 6,958 $ 2,321 $ 1,696 $ 28,011 $ 23,535 Total Taxl Routes 10,105 14,992 6,739 9,993 161,775 239,825 $ 40,039 $ 57,995 $ 538,888 $ 808,698 % Change - FY15 vs. FY14 48.36% 48.27% 48.25% 44.8% 50.1 % TOTAL DAR and TAXI SERVICE 428,638 434,840 196,982 200,833 3,776,387 3,674,953 $ 1,574,606 $ 1,518,085 $ 12,772,197 $ 13,829,004 % Change - FY15 vs. FY14 1.45% 1.95% -2.69% -3.6% 8.3% GRAND TOTAL 9,080,868 9,826,966 703,065 740,220 11,380,664 11,987,608 $ 10,863,843 $ 11,511,139 $ 61,910,406 $ 66,972,981 % Change - FY15 vs. FY14 8.22% 5.28% 5.33% 6.0% 8.2% (') Total Passenger Fare Revenue consists of cash fares, tickets, passes, subsidy agreements and Measure A. It does not include other local revenues. (2) RTA does not report passengers, hours and miles. 1:11 PM 4/28/2014 ��E M E �� f v m q l m s p z m 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 4 / 1 5 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 3 / 1 4 # 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 3 / 1 4 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 2 / 1 3 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 3 / 1 4 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 3 / 1 4 2 0 1 3 2 0 0 1 2 0 0 2 G I L N A B N A B G 2 7 D 1 0 2 N 4 4 0 L F W 1 5 4 0 L F W 1 5 3 8 4 0 4 0 9 7 4 7 4 7 4 2 4 0 4 0 C N C N C N 9 7 4 7 4 7 0 0 0 0 2 8 , 1 7 3 , 0 6 0 2 7 , 6 2 0 , 6 1 0 1 , 4 7 4 , 5 6 6 2 9 , 3 6 8 , 3 2 5 2 9 , 0 4 7 , 0 0 1 1 5 , 2 0 2 6 2 4 , 8 5 8 6 1 8 , 0 2 1 T o t a l s : 1 1 8 1 9 1 1 9 1 0 5 5 , 7 9 3 , 6 7 0 5 9 , 8 8 9 , 8 9 2 3 1 3 , 5 6 0 T r a n s T r a c k M a n a g e r " ' P a g e 1 o f 3 4 / 2 8 / 2 0 1 4 ��E M E �� f v m q l m s p z m 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 0 1 4 / 1 5 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 3 / 1 4 # 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 3 / 1 4 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 2 / 1 3 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 3 / 1 4 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 3 / 1 4 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 1 2 0 0 7 2 0 0 3 2 0 0 8 2 0 0 3 2 0 0 4 C C I C C I E B C E D N E D N E D N S P C S T R S V M S V M T B B T B B 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 S N 2 8 P L O A l l s t a r C l a s s A m S e r C l a s s A m S e r S L F 2 3 2 G S L F 2 3 2 G 2 5 2 5 1 2 2 6 2 6 2 8 2 1 1 2 2 4 2 6 2 7 2 7 4 1 1 1 4 2 1 1 0 1 4 5 3 2 1 3 2 9 2 9 2 4 2 9 2 9 3 3 2 8 2 4 2 7 2 9 3 3 3 3 C N C N G A G A G A C N G A G A C N C N C N C N 4 1 1 1 4 2 1 1 0 1 4 5 3 2 1 3 0 0 0 0 0 0 0 0 0 0 0 0 9 2 4 , 7 8 4 2 5 9 , 1 1 1 2 , 8 3 1 , 7 6 8 1 , 2 0 2 , 2 7 5 5 , 1 8 9 , 7 4 5 3 5 6 , 7 0 5 1 , 4 9 6 , 1 3 2 1 , 9 1 7 , 8 0 4 7 0 3 , 4 8 8 3 1 0 , 4 6 6 5 0 4 , 1 0 1 1 , 3 3 9 , 2 4 1 9 8 8 , 1 7 1 2 7 2 , 0 8 6 3 , 1 4 8 , 0 0 1 1 , 3 7 1 , 2 4 1 6 , 2 0 3 , 2 1 8 7 6 2 , 5 6 4 2 , 0 6 3 , 5 2 2 1 , 6 3 9 , 2 0 4 8 0 4 , 8 3 5 3 7 6 , 8 4 1 5 1 6 , 9 0 7 1 , 3 6 7 , 6 0 1 2 4 7 , 0 4 3 2 7 2 , 0 8 6 2 8 6 , 1 8 2 3 4 2 , 8 1 0 2 9 5 , 3 9 1 7 6 , 2 5 6 1 4 7 , 3 9 4 3 2 7 , 8 4 1 2 6 8 , 2 7 8 1 8 8 , 4 2 1 5 1 6 , 9 0 7 4 5 5 , 8 6 7 T o t a l s : 2 7 9 7 9 7 9 0 1 7 , 0 3 5 , 6 2 0 1 9 , 5 1 4 , 1 9 1 2 4 7 , 0 1 5 T r a n s T r a c k M a n a g e r ' " ' P a g e 2 o f 3 4 / 2 8 / 2 0 1 4 ��E M E �� f v m q l m s p z m 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 0 1 4 / 1 5 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 3 / 1 4 # 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 3 / 1 4 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 2 / 1 3 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 3 / 1 4 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 3 / 1 4 2 0 0 8 2 0 0 9 2 0 1 3 2 0 0 7 E B C E B C G C C S T R A e r o t e c h A e r o t e c h G C I I A l l s t a r 1 2 1 2 1 2 1 2 7 5 3 3 8 8 2 4 2 4 2 2 2 4 G A G A G A G A 7 5 3 3 8 8 0 0 0 0 2 , 0 8 2 , 3 8 1 9 , 4 7 8 , 5 2 1 2 0 7 , 2 8 0 6 , 6 3 6 , 2 4 4 1 , 4 6 0 , 6 7 8 1 1 , 0 0 8 , 7 8 1 1 , 6 0 3 , 9 9 8 2 , 2 1 7 , 4 1 1 2 0 8 , 6 6 8 2 0 7 , 7 1 3 4 2 , 2 1 0 2 7 7 , 1 7 6 T o t a l s : 4 8 1 0 6 1 0 6 0 1 8 , 4 0 4 , 4 2 6 1 6 , 2 9 0 , 8 6 8 1 5 3 , 6 8 7 T r a n s T r a c k M a n a g e r " ' P a g e 3 o f 3 4 / 2 8 / 2 0 1 4 EMI EME� fomqlmspzmim{ammsim Table 2 -- Riverside Transit Agency -- SRTP Service Summary FY 2014/15 Short Range Transit Plan All Routes FY 2011/12 Audited FY 2012/13 Audited FY 2013/14 Plan FY 2013/14 3rd Qtr Actual FY 2014/15 Plan Fleet Characteristics . Peak -Hour Fleet 163 152 Financial Data Total Operating Expenses $49,026,252 $53,356,598 $61,181,842 $42,092,402 $66,972,981 Total Passenger Fare Revenue $13,246,856 $15,419,680 $14,000,342 $11,844,653 $14,403,336 Net Operating Expenses (Subsidies) $35,779,396 $37,936,918 $47,181,500 $30,247,749 $52,569,645 Operating Characteristics Unlinked Passenger Trips 8,800,275 9,242,793 9,080,868 7,132,128 9,826,968 Passenger Miles 61,523,259 64,577,280 63,375,753 49,791,104 68,045,953 Total Actual Vehicle Revenue Hours (a) 625,224.8 667,319.7 703,065.0 520,227.1 740,219.0 Total Actual Vehicle Revenue Miles (b) 10,442,450.1 10,659,545.3 11,380,664.0 8,141,010.0 11,987,627.0 Total Actual Vehicle Miles 12,796,329.5 13,127,255.9 13,939,195.0 10,036,275.4 14,639,851.0 Performance Characteristics Operating Cost per Revenue Hour $78.41 $79.96 $87.02 $80.91 $90.48 Farebox Recovery Ratio 27.02% 28.90% 22.88% 28.14% 21.50% Subsidy per Passenger $4.07 $4.10 $5.20 $4.24 $5.35 Subsidy per Passenger Mile $0.58 $0.59 $0.74 $0.61 $0.77 Subsidy per Revenue Hour (a) $57.23 $56.85 $67.11 $58.14 $71.02 Subsidy per Revenue Mile (b) $3.43 $3.56 $4.15 $3.72 $4.39 Passenger per Revenue Hour (a) 14.1 13.9 12.9 13.7 13.3 Passenger per Revenue Mile (b) 0.84 0.87 0.80 0.88 0.82 (a) Train Hours for Rail Modes. (b) Car Miles for Rail Modes. TransTrack Manager"' 5/12/2014 Page 1 of I EMI EME� fomqlmspzmim{ammsim Table 2 -- Riverside Transit Agency -- SRTP Service Summary FY 2014/15 Short Range Transit Plan Non -Excluded Routes FY 2011/12 Audited FY 2012/13 Audited FY 2013/14 Plan FY 2013/14 3rd Qtr Actual FY 2014/15 Plan Fleet Characteristics . Peak -Hour Fleet 162 139 Financial Data Total Operating Expenses $45,645,577 $53,209,787 $61,072,926 $42,092,402 $63,577,152 Total Passenger Fare Revenue $12,394,066 $15,324,394 $13,889,335 $11,844,653 $13,897,602 Net Operating Expenses (Subsidies) $33,251,511 $37,885,393 $47,183,591 $30,247,749 $49,679,550 Operating Characteristics Unlinked Passenger Trips 8,186,180 9,241,973 9,079,471 7,132,128 9,385,576 Passenger Miles 56,612,084 64,570,993 63,366,249 49,791,104 65,080,262 Total Actual Vehicle Revenue Hours (a) 574,420.1 666,081.5 701,517.0 520,227.1 692,957.0 Total Actual Vehicle Revenue Miles (b) 9,559,128.6 10,648,310.4 11,368,144.0 8,141,010.0 11,205,338.0 Total Actual Vehicle Miles 11,682,426.4 13,098,585.2 13,896,785.0 10,036,275.4 13,654,523.0 Performance Characteristics Operating Cost per Revenue Hour $79.46 $79.88 $87.06 $80.91 $91.75 Farebox Recovery Ratio 27.15% 28.80% 22.74% 28.14% 21.85% Subsidy per Passenger $4.06 $4.10 $5.20 $4.24 $5.29 Subsidy per Passenger Mile $0.59 $0.59 $0.74 $0.61 $0.76 Subsidy per Revenue Hour (a) $57.89 $56.88 $67.26 $58.14 $71.69 Subsidy per Revenue Mile (b) $3.48 $3.56 $4.15 $3.72 $4.43 Passenger per Revenue Hour (a) 14.3 13.9 12.9 13.7 13.5 Passenger per Revenue Mile (b) 0.86 0.87 0.80 0.88 0.84 (a) Train Hours for Rail Modes. (b) Car Miles for Rail Modes. TransTrack Manager"' 5/12/2014 Page 1 of I EMI EME� fomqlmspzmim{ammsim Table 2 -- Riverside Transit Agency -- SRTP Service Summary FY 2014/15 Short Range Transit Plan Excluded Routes FY 2011/12 Audited FY 2012/13 Audited FY 2013/14 Plan FY 2013/14 3rd Qtr Actual FY 2014/15 Plan Fleet Characteristics . Peak -Hour Fleet 1 13 Financial Data Total Operating Expenses $3,380,675 $146,811 $108,916 $3,395,829 Total Passenger Fare Revenue $852,790 $95,286 $111,007 505,734 Net Operating Expenses (Subsidies) $2,527,885 $51,525 ($2,091) $2,890,095 Operating Characteristics Unlinked Passenger Trips 614,095 820 1,397 441,392 Passenger Miles 4,911,174 6,287 9,504 2,965,691 Total Actual Vehicle Revenue Hours (a) 50,804.7 1,238.2 1,548.0 47,262.0 Total Actual Vehicle Revenue Miles (b) 883,321.6 11,234.9 12,520.0 782,289.0 Total Actual Vehicle Miles 1,113,903.2 28,670.7 42,410.0 985,328.0 Performance Characteristics Operating Cost per Revenue Hour $66.54 $118.57 $70.36 $71.85 Farebox Recovery Ratio 25.23% 64.90% 101.91% 14.89% Subsidy per Passenger $4.12 $62.84 ($1.50) $6.55 Subsidy per Passenger Mile $0.51 $8.20 ($0.22) $0.97 Subsidy per Revenue Hour (a) $49.76 $41.61 ($1.35) $61.15 Subsidy per Revenue Mile (b) $2.86 $4.59 ($0.17) $3.69 Passenger per Revenue Hour (a) 12.1 0.7 0.9 9.3 Passenger per Revenue Mile (b) 0.70 0.07 0.11 0.56 (a) Train Hours for Rail Modes. (b) Car Miles for Rail Modes. TransTrack Manager"' 5/12/2014 Page 1 of 1 EMI EME� fomqlmspzmim{ammsim Table 2 -- RTA-BUS -- SRTP Service Summary FY 2014/15 Short Range Transit Plan All Routes FY 2011/12 Audited FY 2012/13 Audited FY 2013/14 Plan FY 2013/14 3rd Qtr Actual FY 2014/15 Plan Fleet Characteristics . Peak -Hour Fleet 76 89 Financial Data Total Operating Expenses $28,350,031 $31,725,709 $36,575,399 $24,871,430 $40,221,570 Total Passenger Fare Revenue $9,273,170 $11,456,230 $10,052,942 $8,785,088 $10,597,962 Net Operating Expenses (Subsidies) $19,076,861 $20,269,479 $26,522,457 $16,086,342 $29,623,608 Operating Characteristics Unlinked Passenger Trips 6,784,928 7,136,257 7,053,969 5,527,681 7,703,457 Passenger Miles 43,694,936 45,957,495 45,062,676 35,598,266 49,224,970 Total Actual Vehicle Revenue Hours (a) 297,815.5 316,228.5 333,811.0 243,980.2 361,230.0 Total Actual Vehicle Revenue Miles (b) 4,189,092.8 4,440,790.2 4,639,803.0 3,429,184.6 5,189,965.0 Total Actual Vehicle Miles 4,872,609.4 5,148,348.0 5,342,247.0 3,963,225.3 6,023,546.0 Performance Characteristics Operating Cost per Revenue Hour $95.19 $100.33 $109.57 $101.94 $111.35 Farebox Recovery Ratio 32.71% 36.11% 27.48% 35.32% 26.34% Subsidy per Passenger $2.81 $2.84 $3.76 $2.91 $3.85 Subsidy per Passenger Mile $0.44 $0.44 $0.59 $0.45 $0.60 Subsidy per Revenue Hour (a) $64.06 $64.10 $79.45 $65.93 $82.01 Subsidy per Revenue Mile (b) $4.55 $4.56 $5.72 $4.69 $5.71 Passenger per Revenue Hour (a) 22.8 22.6 21.1 22.7 21.3 Passenger per Revenue Mile (b) 1.62 1.61 1.52 1.61 1.48 (a) Train Hours for Rail Modes. (b) Car Miles for Rail Modes. TransTrack Manager"' 5/12/2014 Page 1 of I EMI EME� fomqlmspzmim{ammsim Table 2 -- RTA Bus (Contract) -- SRTP Service Summary FY 2014/15 Short Range Transit Plan All Routes FY 2011/12 Audited FY 2012/13 Audited FY 2013/14 Plan FY 2013/14 3rd Qtr Actual FY 2014/15 Plan Fleet Characteristics . Peak -Hour Fleet 87 63 Financial Data Total Operating Expenses $10,555,175 $10,793,880 $12,138,592 $8,536,962 $12,810,484 Total Passenger Fare Revenue $2,557,103 $2,373,298 $2,248,794 $1,836,408 $2,175,366 Net Operating Expenses (Subsidies) $7,998,072 $8,420,582 $9,889,798 $6,700,554 $10,635,118 Operating Characteristics Unlinked Passenger Trips 1,635,377 1,713,555 1,598,261 1,302,098 1,688,671 Passenger Miles 13,344,676 13,982,609 13,255,145 10,625,120 13,683,873 Total Actual Vehicle Revenue Hours (a) 163,002.4 160,767.2 172,272.0 126,849.0 178,156.0 Total Actual Vehicle Revenue Miles (b) 3,004,498.4 2,887,793.8 2,964,475.0 2,210,517.0 3,122,679.0 Total Actual Vehicle Miles 4,023,113.4 3,975,170.8 4,066,373.0 3,070,311.0 4,231,631.0 Performance Characteristics Operating Cost per Revenue Hour $64.75 $67.14 $70.46 $67.30 $71.91 Farebox Recovery Ratio 24.23% 21.99% 18.52% 21.51% 16.98% Subsidy per Passenger $4.89 $4.91 $6.19 $5.15 $6.30 Subsidy per Passenger Mile $0.60 $0.60 $0.75 $0.63 $0.78 Subsidy per Revenue Hour (a) $49.07 $52.38 $57.41 $52.82 $59.70 Subsidy per Revenue Mile (b) $2.66 $2.92 $3.34 $3.03 $3.41 Passenger per Revenue Hour (a) 10.0 10.7 9.3 10.3 9.5 Passenger per Revenue Mile (b) 0.54 0.59 0.54 0.59 0.54 (a) Train Hours for Rail Modes. (b) Car Miles for Rail Modes. TransTrack Manager"' 5/12/2014 Page 1 of I EMI EME� fomqlmspzmim{ammsim Table 2 -- RTA-DAR -- SRTP Service Summary FY 2014/15 Short Range Transit Plan All Routes FY 2011/12 Audited FY 2012/13 Audited FY 2013/14 Plan FY 2013/14 3rd Qtr Actual FY 2014/15 Plan Fleet Characteristics . Peak -Hour Fleet Financial Data Total Operating Expenses $9,588,341 $10,256,362 $11,802,945 $8,275,112 $13,020,306 Total Passenger Fare Revenue $1,274,562 $1,449,994 $1,534,567 $1,074,381 $1,460,090 Net Operating Expenses (Subsidies) $8,313,779 $8,806,368 $10,268,378 $7,200,731 $11,560,216 Operating Characteristics Unlinked Passenger Trips 372,322 384,442 418,533 296,320 419,848 Passenger Miles 4,393,400 4,536,416 4,938,691 3,496,576 4,960,206 Total Actual Vehicle Revenue Hours (a) 159,636.0 184,753.3 190,243.0 145,138.0 190,840.0 Total Actual Vehicle Revenue Miles (b) 3,114,807.8 3,181,441.6 3,614,611.0 2,401,252.3 3,435,129.0 Total Actual Vehicle Miles 3,766,555.5 3,854,217.5 4,368,800.0 2,902,682.9 4,144,820.0 Performance Characteristics Operating Cost per Revenue Hour $60.06 $55.51 $62.04 $57.02 $68.23 Farebox Recovery Ratio 13.29% 14.14% 13.00% 12.98% 11.21% Subsidy per Passenger $22.33 $22.91 $24.53 $24.30 $27.53 Subsidy per Passenger Mile $1.89 $1.94 $2.08 $2.06 $2.33 Subsidy per Revenue Hour (a) $52.08 $47.67 $53.98 $49.61 $60.58 Subsidy per Revenue Mile (b) $2.67 $2.77 $2.84 $3.00 $3.37 Passenger per Revenue Hour (a) 2.3 2.1 2.2 2.0 2.2 Passenger per Revenue Mile (b) 0.12 0.12 0.12 0.12 0.12 (a) Train Hours for Rail Modes. (b) Car Miles for Rail Modes. TransTrack Manager"' 5/12/2014 Page 1 of I EMI EME� fomqlmspzmim{ammsim Table 2 -- RTA Taxi -- SRTP Service Summary FY 2014/15 Short Range Transit Plan All Routes FY 2011/12 Audited FY 2012/13 Audited FY 2013/14 Plan FY 2013/14 3rd Qtr Actual FY 2014/15 Plan Fleet Characteristics . Peak -Hour Fleet Financial Data Total Operating Expenses $411,374 $475,043 $540,906 $325,611 $808,698 Total Passenger Fare Revenue $32,703 $34,551 $40,039 $24,776 $57,995 Net Operating Expenses (Subsidies) $378,671 $440,492 $500,867 $300,835 $750,703 Operating Characteristics Unlinked Passenger Trips 7,648 8,539 10,105 6,029 14,992 Passenger Miles 90,246 100,760 119,241 71,142 176,904 Total Actual Vehicle Revenue Hours (a) 4,771.0 5,570.7 6,739.0 4,259.9 9,993.0 Total Actual Vehicle Revenue Miles (b) 134,051.2 149,519.7 161,775.0 100,056.2 239,854.0 Total Actual Vehicle Miles 134,051.2 149,519.7 161,775.0 100,056.2 239,854.0 Performance Characteristics Operating Cost per Revenue Hour $86.22 $85.27 $80.27 $76.44 $80.93 Farebox Recovery Ratio 7.95% 7.27% 7.40% 7.61% 7.17% Subsidy per Passenger $49.51 $51.59 $49.57 $49.90 $50.07 Subsidy per Passenger Mile $4.20 $4.37 $4.20 $4.23 $4.24 Subsidy per Revenue Hour (a) $79.37 $79.07 $74.32 $70.62 $75.12 Subsidy per Revenue Mile (b) $2.82 $2.95 $3.10 $3.01 $3.13 Passenger per Revenue Hour (a) 1.6 1.5 1.5 1.4 1.5 Passenger per Revenue Mile (b) 0.06 0.06 0.06 0.06 0.06 (a) Train Hours for Rail Modes. (b) Car Miles for Rail Modes. TransTrack Manager"' 5/12/2014 Page 1 of I RIVERSIDE TRANSIT AGENCY FY 2014/15 — FY 2016/17 Short Range Transit Plan Table 2A — Excluded Routes Route # Mode (FR/DR) Service Type (DO/CO) Route Description Date of Implementation Exemption End Date 3 FR CO/DO Serves Corona, Norco, Eastvale, and Jurupa Valley with service to North Main Metrdink Station and Norco College via Main St and Hamner Ave May 11, 2014 June 30, 2016 61 Serves Menifee, Murrieta, and Temecula with service to MSJC 11, 2014 June 30, 2016 Menifee campus, Lorna Linda University Medical Center in Murrieta,y Rancho Springs Medical Center, Promenade Mall, and County Center Dr 74 Serves Perris, Menifee, W nchester, Hemet, and San Jacinto with connections at the Perris Transit Center, Cherry Hills Ave & Bradley Rd, MSJC Menifee carrpus, Hemet Valley Mall, and MSJC San Jacinto carrpus May 11, 2014 June 30, 2016 79 FR CO Serves Hemet, Winchester, French Valley, Murrieta, and Terrecula with stops at the Hemet Valley Mall, Southwest Justice Center, Promenade Mall, County Center Dr, and Old Tovvn Temecula. May 11, 2014 June 30, 2016 Note: Excluded routes are new routes or new service extensions that are eligible for exemption from the farebox recovery requirements. EMI EME� fomqlmspzmim{ammsim Data Elements Table 3 - SRTP Route Statistics Riverside Transit Agency -- 7 FY 2014/15 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 Total $2,892,197 ($2,892,197) RTA-1 Total 16 2,244,509 11,274,176 73,659.0 77,688.0 816,187.0 936,753.0 $8,186,201 $1,997,094 $6,189,107 RTA-10 Total 3 225,226 1,129,256 14,169.0 14,880.0 161,278.0 171,851.0 $1,574,742 $202,928 $1,371,814 RTA-11 Total 2 189,721 953,147 10,217.0 10,555.0 117,755.0 127,915.0 $1,135,548 $182,151 $953,397 RTA-12 Total 3 292,399 1,468,743 15,309.0 15,857.0 181,122.0 194,540.0 $1,701,428 $256,551 $1,444,877 RTA-13 Total 3 285,589 1,432,974 15,002.0 15,579.0 168,215.0 182,560.0 $1,667,374 $234,954 $1,432,420 RTA-14 Total 3 208,649 1,049,040 15,156.0 15,780.0 196,070.0 208,749.0 $1,687,225 $185,093 $1,502,132 RTA-15 Total 4 485,067 2,434,493 20,595.0 21,378.0 244,907.0 264,105.0 $2,288,950 $424,385 $1,864,565 RTA-16/16E Total 6 721,388 3,625,835 29,549.0 30,574.0 351,020.0 373,846.0 $3,283,829 $638,933 $2,644,896 RTA-18 Total 2 204,935 1,027,916 10,441.0 10,963.0 133,305.0 147,773.0 $1,160,465 $192,311 $968,154 RTA-19 Total 4 605,863 3,044,071 22,738.0 24,187.0 304,826.0 356,022.0 $2,527,308 $615,738 $1,911,570 RTA-19C Total 1 7,157 48,335 1,191.0 1,430.0 15,056.0 19,390.0 $85,460 $4,844 $80,616 RTA-20 Total 3 324,314 1,627,801 17,571.0 1,881.0 268,582.0 300,381.0 $1,955,696 $302,942 $1,652,754 RTA-202 Total 3 19,790 509,646 5,050.0 6,796.0 139,550.0 206,785.0 $362,985 $45,353 $317,632 RTA-202D Total 1 2,687 34,932 483.0 630.0 20,424.0 24,331.0 $53,337 $5,984 $47,353 RTA-204 Total 1 8,425 212,314 1,170.0 1,252.0 27,621.0 28,687.0 $82,822 $14,632 $68,190 RTA-204D Total 2 49,772 647,041 4,568.0 4,889.0 107,829.0 111,991.0 $510,120 $86,823 $423,297 RTA-206C Total 1 5,099 128,489 355.0 685.0 8,019.0 17,819.0 $25,651 $13,867 $11,784 RTA-206D Total 5 69,557 904,236 5,948.0 9,643.0 187,073.0 328,268.0 $661,226 $194,905 $466,321 RTA-208 Total 3 31,410 791,530 6,578.0 8,906.0 192,422.0 250,718.0 $473,383 $66,064 $407,319 RTA-208D Total 2 24,702 321,125 2,581.0 3,944.0 69,562.0 111,302.0 $287,012 $32,804 $254,208 RTA-21 Total 2 133,541 671,404 9,343.0 9,728.0 145,751.0 159,426.0 $1,038,432 $130,776 $907,656 RTA-210 Total 1 7,804 196,667 1,148.0 2,087.0 19,893.0 57,093.0 $82,525 $22,177 $60,348 RTA-210D Total 1 3,604 46,855 711.0 1,320.0 17,255.0 33,495.0 $79,352 $8,650 $70,702 RTA-212 Total 3 30,041 757,022 5,919.0 8,234.0 168,064.0 239,488.0 $425,745 $94,356 $331,389 RTA-212D Total 1 3,576 46,490 1,015.0 2,081.0 34,510.0 65,975.0 $113,360 $13,866 $99,494 RTA-216 Total 3 97,430 1,308,874 7,698.0 8,142.0 202,954.0 207,648.0 $855,609 $482,261 $373,348 RTA-217 Total 3 21,438 540,234 6,180.0 8,984.0 195,489.0 286,753.0 $444,415 $84,139 $360,276 TransTrack Manager"' 5/20/2014 Page 1 of 6 EMI EME� fomqlmspzmim{ammsim Data Elements Table 3 - SRTP Route Statistics Riverside Transit Agency -- 7 FY 2014/15 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-217D Total 1 6,584 85,588 1,122.0 1,271.0 29,907.0 32,899.0 $124,707 $22,494 $102,213 RTA-22 Total 7 462,866 6,227,273 22,267.0 24,956.0 399,571.0 481,099.0 $2,475,112 $442,176 $2,032,936 RTA-23 Total 5 88,203 594,939 11,120.0 13,740.0 170,969.0 248,629.0 $800,721 $88,970 $711,751 RTA-24 Total 4 88,153 594,836 11,174.0 14,867.0 153,899.0 261,921.0 $804,539 $92,587 $711,952 RTA-27 Total 6 536,325 7,228,813 31,215.0 34,269.0 615,550.0 694,164.0 $3,469,530 $547,909 $2,921,621 RTA-29 Total 2 177,641 892,929 11,334.0 11,788.0 167,922.0 179,409.0 $1,260,436 $167,907 $1,092,529 RTA-3 Total 3 73,939 493,070 8,249.0 9,539.0 112,807.0 163,391.0 $589,642 $93,628 $496,014 RTA-30 Total 2 73,092 484,966 7,348.0 7,721.0 84,229.0 89,193.0 $528,471 $69,927 $458,544 RTA-31 Total 2 116,341 786,055 11,231.0 13,551.0 194,562.0 265,307.0 $807,684 $112,351 $695,333 RTA-32 Total 3 158,491 1,069,715 10,440.0 13,059.0 121,753.0 187,348.0 $750,802 $147,286 $603,516 RTA-33 Total 2 42,002 285,616 4,934.0 5,801.0 64,086.0 87,801.0 $354,857 $37,974 $316,883 RTA-35 Total 1 71,459 485,920 6,719.0 8,043.0 158,288.0 200,363.0 $483,229 $69,708 $413,521 RTA-3D Total 3 63,887 319,437 5,672.0 6,470.0 79,841.0 96,781.0 $629,481 $66,406 $563,075 RTA-40 Total 1 26,665 181,320 3,557.0 3,876.0 63,236.0 71,906.0 $255,827 $27,753 $228,074 RTA-41C Total 2 42,654 287,831 5,788.0 7,094.0 103,404.0 131,934.0 $416,239 $42,957 $373,282 RTA-41D Total 2 69,274 346,369 3,816.0 5,223.0 60,058.0 111,634.0 $424,186 $68,020 $356,166 RTA-42 Total 3 57,536 384,503 5,301.0 5,998.0 82,514.0 99,988.0 $381,270 $52,208 $329,062 RTA-49 Total 2 214,351 1,076,152 9,051.0 9,421.0 108,491.0 120,629.0 $1,005,904 $201,704 $804,200 RTA-50 Total 1 6,065 41,239 2,352.0 3,054.0 15,293.0 33,004.0 $169,095 $159,595 $9,500 RTA-51 Total 1 44,038 299,462 1,812.0 2,068.0 19,073.0 26,617.0 $130,819 $118,000 $12,819 RTA-55 Total 2 28,554 194,166 1,183.0 2,453.0 16,122.0 53,317.0 $85,114 $16,361 $68,753 RTA-61 Total 3 85,861 576,893 11,373.0 12,701.0 178,803.0 204,898.0 $817,933 $96,241 $721,692 RTA-7 Total 2 125,669 848,519 10,191.0 10,997.0 147,390.0 173,470.0 $732,894 $127,479 $605,415 RTA-74 Total 3 179,300 1,209,837 14,525.0 16,598.0 255,385.0 313,735.0 $1,045,058 $183,063 $861,995 RTA-79 Total 4 102,292 685,891 13,115.0 15,334.0 235,294.0 303,304.0 $943,196 $132,802 $810,394 RTA-794 Total $111,923 $111,923 $0 RTA-8 Total 3 147,193 994,858 10,153.0 11,210.0 179,468.0 208,772.0 $730,108 $161,044 $569,064 RTA-Ba/Bea Total 2,022 23,860 829.0 1,041.0 19,182.0 24,354.0 $56,540 $6,859 $49,681 TransTrack Manager"' 5/20/2014 Page 2 of 6 EMI EME� fomqlmspzmim{ammsim Data Elements Table 3 - SRTP Route Statistics Riverside Transit Agency -- 7 FY 2014/15 All Routes Peak Route # Day Type Vehicles Passengers Passenger Revenue Total Revenue Total Operating Passenger Net Miles Hours Hours Miles Miles Cost Revenue Subsidy RTA-GT DAR Total RTA-Hemet Total RTA-Jurupa Total RTA-LakeEl Total RTA-MurDAR Total RTA-MV DAR Total RTA-No/Co Total RTA-Perris Total RTA-RivDAR Total RTA-Sun Ci Total RTA-TaxiBB Total RTA-TaxiGT Total RTA-TaxiHe Total RTA-TaxiJu Total RTA-TaxiLE Total RTA-TaxiMu Total RTA-TaxiMV Total RTA-TaxiNC Total RTA-TaxiPe Total RTA-TaxiRi Total RTA-TaxiSC Total SL-220 Total 5,366 63,319 3,246.0 368.0 61,252.0 71,211.0 $221,475 $16,961 $204,514 87,951 1,037,822 30,924.0 37,128.0 531,268.0 668,506.0 $2,109,832 $304,803 $1,805,029 13,668 161,282 7,183.0 8,605.0 125,014.0 153,816.0 $490,054 $47,105 $442,949 16,785 198,063 8,390.0 10,155.0 164,031.0 203,194.0 $572,450 $57,541 $514,909 45,693 539,177 23,489.0 27,474.0 422,085.0 509,093.0 $1,602,558 $158,317 $1,444,241 83,144 987,099 36,126.0 42,568.0 592,228.0 701,951.0 $2,464,749 $279,771 $2,184,978 23,330 275,294 9,667.0 11,603.0 158,491.0 214,561.0 $659,541 $86,438 $573,103 43,124 508,863 20,998.0 24,308.0 421,406.0 480,164.0 $1,432,620 $146,945 $1,285,675 79,715 940,637 40,061.0 46,531.0 750,193.0 897,857.0 $2,733,194 $292,028 $2,441,166 19,050 224,790 9,927.0 11,726.0 189,979.0 220,113.0 $677,293 $63,322 $613,971 777 9,169 485.0 485.0 12,741.0 12,741.0 $42,543 $3,429 $39,114 1,298 15,316 825.0 825.0 19,621.0 19,621.0 $66,231 $5,959 $60,272 1,278 15,080 980.0 980.0 24,948.0 24,978.0 $83,583 $5,244 $78,339 528 6,230 362.0 362.0 10,220.0 10,220.0 $33,878 $2,346 $31,532 743 8,767 535.0 535.0 11,840.0 11,840.0 $40,306 $3,414 $36,892 1,433 16,909 1,136.0 1,136.0 25,475.0 25,475.0 $86,587 $6,027 $80,560 1,631 19,246 964.0 964.0 28,254.0 28,254.0 $93,316 $6,345 $86,971 1,559 18,396 864.0 864.0 23,318.0 23,318.0 $77,644 $5,345 $72,299 1,386 16,355 858.0 858.0 18,127.0 18,127.0 $62,067 $4,929 $57,138 3,913 46,173 2,686.0 2,686.0 58,322.0 58,322.0 $199,008 $13,261 $185,747 446 5,263 298.0 298.0 6,958.0 6,958.0 $23,535 $1,696 $21,839 $65,000 $0 $65,000 Service Provider Totals 152 9,826,968 68,045,953 740,219.0 820,675.0 11,987,607.0 14,639,851.0 $66,972,981 $14,403,336 $52,569,645 TransTrack Manager'"' 5/20/2014 Page 3 of 6 EMI EME� fvmqlmspzmim{ammsim Performance Indicators Table 3 - SRTP Route Statistics Riverside Transit Agency -- 7 FY 2014/15 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-11 RTA-12 RTA-13 RTA-14 RTA-15 RTA-16/16E RTA-18 RTA-19 RTA-19C RTA-20 RTA-202 RTA-202D RTA-204 RTA-204D RTA-206C RTA-206D RTA-208 RTA-208D RTA-21 RTA-210 RTA-210D RTA-212 RTA-212D RTA-216 RTA-217 Total Total Total Total Total Total Total Total Total Total Total Total Total Total Total Total Total Total Total Total Total Total Total Total Total Total Total Total $111.14 $10.03 $3.65 24.39% $2.76 $0.55 $84.02 $111.14 $9.76 $6.99 12.88% $6.09 $1.21 $96.82 $111.14 $9.64 $5.99 16.040/0 $5.03 $1.00 $93.31 $111.14 $9.39 $5.82 15.07% $4.94 $0.98 $94.38 $111.14 $9.91 $5.84 14.09% $5.02 $1.00 $95.48 $111.32 $8.61 $8.09 10.97% $7.20 $1.43 $99.11 $111.14 $9.35 $4.72 18.54% $3.84 $0.77 $90.53 $111.13 $9.36 $4.55 19.45% $3.67 $0.73 $89.51 $111.15 $8.71 $5.66 16.57% $4.72 $0.94 $92.73 $111.15 $8.29 $4.17 24.36% $3.16 $0.63 $84.07 $71.75 $5.68 $11.94 5.66% $11.26 $1.67 $67.69 $111.30 $7.28 $6.03 15.49% $5.10 $1.02 $94.06 $71.88 $2.60 $18.34 12.49% $16.05 $0.62 $62.90 $110.43 $2.61 $19.85 11.21% $17.62 $1.36 $98.04 $70.79 $3.00 $9.83 17.66% $8.09 $0.32 $58.28 $111.67 $4.73 $10.25 17.02% $8.50 $0.65 $92.67 $72.26 $3.20 $5.03 54.06% $2.31 $0.09 $33.19 $111.17 $3.53 $9.51 29.47% $6.70 $0.52 $78.40 $71.96 $2.46 $15.07 13.95% $12.97 $0.51 $61.92 $111.20 $4.13 $11.62 11.42% $10.29 $0.79 $98.49 $111.15 $7.12 $7.78 12.59% $6.80 $1.35 $97.15 $71.89 $4.15 $10.57 26.87% $7.73 $0.31 $52.57 $111.61 $4.60 $22.02 10.90% $19.62 $1.51 $99.44 $71.93 $2.53 $14.17 22.16% $11.03 $0.44 $55.99 $111.68 $3.28 $31.70 12.23% $27.82 $2.14 $98.02 $111.15 $4.22 $8.78 56.36% $3.83 $0.29 $48.50 $71.91 $2.27 $20.73 18.93% $16.81 $0.67 $58.30 $7.58 $8.51 $8.10 $7.98 $8.52 $7.66 $7.61 $7.53 $7.26 $6.27 $5.35 $6.15 $2.28 $2.32 $2.47 $3.93 $1.47 $2.49 $2.12 $3.65 $6.23 $3.03 $4.10 $1.97 $2.88 $1.84 $1.84 30.5 15.9 18.6 19.1 19.0 13.8 23.6 24.4 19.6 26.6 6.0 18.5 3.9 5.6 7.2 10.9 14.4 11.7 4.8 9.6 14.3 6.8 5.1 5.1 3.5 12.7 3.5 2.75 1.40 1.61 1.61 1.70 1.06 1.98 2.06 1.54 1.99 0.48 1.21 0.14 0.13 0.31 0.46 0.64 0.37 0.16 0.36 0.92 0.39 0.21 0.18 0.10 0.48 0.11 TransTrack Manager"' 5/20/2014 Page 4 of 6 EMI EME� fvmqlmspzmim{ammsim Performance Indicators Table 3 - SRTP Route Statistics Riverside Transit Agency -- 7 FY 2014/15 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-217D RTA-22 RTA-23 RTA-24 RTA-27 RTA-29 RTA-3 RTA-30 RTA-31 RTA-32 RTA-33 RTA-35 RTA-3D RTA-40 RTA-41C RTA-41D RTA-42 RTA-49 RTA-50 RTA-51 RTA-55 RTA-61 RTA-7 RTA-74 RTA-79 RTA-794 RTA-8 RTA-Ba/Bea Total Total Total Total Total Total Total Total Total Total Total Total Total Total Total Total Total Total Total Total Total Total Total Total Total Total Total Total $111.15 $111.16 $72.01 $72.00 $111.15 $111.21 $71.48 $71.92 $71.92 $71.92 $71.92 $71.92 $110.98 $71.92 $71.91 $111.16 $71.92 $111.14 $71.89 $72.20 $71.95 $71.92 $71.92 $71.95 $71.92 $71.91 $68.20 $4.17 $6.19 $4.68 $5.23 $5.64 $7.51 $5.23 $6.27 $4.15 $6.17 $5.54 $3.05 $7.88 $4.05 $4.03 $7.06 $4.62 $9.27 $11.06 $6.86 $5.28 $4.57 $4.97 $4.09 $4.01 $4.07 $2.95 $18.94 $5.35 $9.08 $9.13 $6.47 $7.10 $7.97 $7.23 $6.94 $4.74 $8.45 $6.76 $9.85 $9.59 $9.76 $6.12 $6.63 $4.69 $27.88 $2.97 $2.98 $9.53 $5.83 $5.83 $9.22 $4.96 $27.96 18.0396 17.8696 11.1196 11.5096 15.7996 13.3296 15.8796 13.2396 13.9196 19.6196 10.7096 14.4296 10.5496 10.8496 10.32% 16.0396 13.6996 20.0596 94.3896 90.2096 19.2296 11.7696 17.3996 17.5196 14.0896 100.0096 22.0596 12.1396 $15.52 $4.39 $8.07 $8.08 $5.45 $6.15 $6.71 $6.27 $5.98 $3.81 $7.54 $5.79 $8.81 $8.55 $8.75 $5.14 $5.72 $3.75 $1.57 $0.29 $2.41 $8.41 $4.82 $4.81 $7.92 $3.87 $24.57 $1.19 $0.33 $1.20 $1.20 $0.40 $1.22 $1.01 $0.95 $0.88 $0.56 $1.11 $0.85 $1.76 $1.26 $1.30 $1.03 $0.86 $0.75 $0.23 $0.04 $0.35 $1.25 $0.71 $0.71 $1.18 $0.57 $2.08 $91.10 $91.30 $64.01 $63.72 $93.60 $96.39 $60.13 $62.40 $61.91 $57.81 $64.22 $61.55 $99.27 $64.12 $64.49 $93.33 $62.08 $88.85 $4.04 $7.07 $58.12 $63.46 $59.41 $59.35 $61.79 $56.05 $59.93 $3.42 $5.09 $4.16 $4.63 $4.75 $6.51 $4.40 $5.44 $3.57 $4.96 $4.94 $2.61 $7.05 $3.61 $3.61 $5.93 $3.99 $7.41 $0.62 $0.67 $4.26 $4.04 $4.11 $3.38 $3.44 $3.17 $2.59 5.9 20.8 7.9 7.9 17.2 15.7 9.0 9.9 10.4 15.2 8.5 10.6 11.3 7.5 7.4 18.2 10.9 23.7 2.6 24.3 24.1 7.5 12.3 12.3 7.8 0.22 1.16 0.52 0.57 0.87 1.06 0.66 0.87 0.60 1.30 0.66 0.45 0.80 0.42 0.41 1.15 0.70 1.98 0.40 2.31 1.77 0.48 0.85 0.70 0.43 14.5 0.82 2.4 0.11 TransTrack Manager"' 5/20/2014 Page 5 of 6 EMI EME� foal.. epzmim{ammsim Performance Indicators Table 3 - SRTP Route Statistics Riverside Transit Agency -- 7 FY 2014/15 All Routes Route # Day Type Operating Operating Farebox Cost Per Cost Per Cost Per Recovery Revenue Hour Revenue Mile Passenger Ratio Subsidy Per Passenger Subsidy Per Subsidy Per Subsidy Per Passenger Revenue Revenue Passengers Mile Hour Mile Per Hour Passengers Per Mile RTA-GT DAR Total RTA-Hemet Total RTA-Jurupa Total RTA-LakeEl Total RTA-MurDAR Total RTA-MV DAR Total RTA-No/Co Total RTA-Perris Total RTA-RivDAR Total RTA-Sun Ci Total RTA-TaxiBB Total RTA-TaxiGT Total RTA-TaxiHe Total RTA-TaxiJu Total RTA-TaxiLE Total RTA-TaxiMu Total RTA-TaxiMV Total RTA-TaxiNC Total RTA-TaxiPe Total RTA-TaxiRi Total RTA-TaxiSC Total SL-220 Total $68.23 $68.23 $68.22 $68.23 $68.23 $68.23 $68.23 $68.23 $68.23 $68.23 $87.72 $80.28 $85.29 $93.59 $75.34 $76.22 $96.80 $89.87 $72.34 $74.09 $78.98 $3.62 $3.97 $3.92 $3.49 $3.80 $4.16 $4.16 $3.40 $3.64 $3.57 $3.34 $3.38 $3.35 $3.31 $3.40 $3.40 $3.30 $3.33 $3.42 $3.41 $3.38 $41.27 $23.99 $35.85 $34.10 $35.07 $29.64 $28.27 $33.22 $34.29 $35.55 $54.75 $51.03 $65.40 $64.16 $54.25 $60.42 $57.21 $49.80 $44.78 $50.86 $52.77 7.65% 14.44% 9.61% 10.05% 9.87% 11.35% 13.10% 10.25% 10.68% 9.34% 8.06% 8.99% 6.27% 6.92% 8.47% 6.96% 6.79% 6.88% 7.94% 6.66% 7.20% 0.00% $38.11 $20.52 $32.41 $30.68 $31.61 $26.28 $24.57 $29.81 $30.62 $32.23 $50.34 $46.43 $61.30 $59.72 $49.65 $56.22 $53.32 $46.38 $41.23 $47.47 $48.97 $3.23 $1.74 $2.75 $2.60 $2.68 $2.21 $2.08 $2.53 $2.60 $2.73 $4.27 $3.94 $5.19 $5.06 $4.21 $4.76 $4.52 $3.93 $3.49 $4.02 $4.15 $63.00 $58.37 $61.67 $61.37 $61.49 $60.48 $59.28 $61.23 $60.94 $61.85 $80.65 $73.06 $79.94 $87.10 $68.96 $70.92 $90.22 $83.68 $66.59 $69.15 $73.29 $3.34 $3.40 $3.54 $3.14 $3.42 $3.69 $3.62 $3.05 $3.25 $3.23 $3.07 $3.07 $3.14 $3.09 $3.12 $3.16 $3.08 $3.10 $3.15 $3.18 $3.14 1.7 2.8 1.9 2.0 1.9 2.3 2.4 2.1 2.0 1.9 1.6 1.6 1.3 1.5 1.4 1.3 1.7 1.8 1.6 1.5 1.5 0.09 0.17 0.11 0.10 0.11 0.14 0.15 0.10 0.11 0.10 0.06 0.07 0.05 0.05 0.06 0.06 0.06 0.07 0.08 0.07 0.06 Service Provider Totals $90.48 $5.59 $6.82 21.50% $5.35 $0.77 $71.02 $4.39 13.3 0.82 TransTrack Manager'"' 5/20/2014 Page 6 of 6 RIVERSIDE TRANSIT AGENCY FY 2014/15 - FY 2016/17 Short Range Transit Plan TABLE 3A: FY 2014/15 INDIVIDUAL ROUTE DESCRIPTIONS Route # I Route Class I Route Description I 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 3' 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 JFK 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 Stand 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 Omnitrans, SunLine 14 Regional From Galleria at Tyler to Downtown Riverside via Indiana Ave and Brockton Ave, then to Loma Linda VA Hospital via Fwy 215 and 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 Downtown Riverside via Day St, Sycamore Canyon Blvd, Box Springs Rd, and University Ave Moreno Valley, Riverside, Canyon Crest, Riverside Eastside, UCR campus area Metrolink, Omnitrans, 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 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 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 Country Village in Mira Loma via Van Buren Blvd and Mission Blvd Jurupa, Glen Avon, Pedley, Riverside 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 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 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 202' 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 RiversideJurupa ValleyOntarioMontclair , , , Metrolink, Omnitrans, Foothill Transit, SunLine 206' Express From the Promenade Mall in Temecula to Corona Metrolink Station via Fwy 15 with stops in Murrieta and Lake Elsinore Outlet Center 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 215 Fwy with stops in Murrieta, Menifee, Perris, and Moreno Valley Temecula, Murrieta, Menifee, Perris, Riverside, Moreno Valley Metrolink, Omnitrans, SunLine 210' Express From Beaumont to Downtown Riverside with stops in Moreno Valley and the Riverside Downtown Metrolink Station BeaumontMoreno ValleyRiverside , , 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 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 217' Express From San Jacinto and Hemet to Temecula and Escondido via Winchester Rd (State Hwy 79) and 15 Fwy Hemet, San Jacinto, Temecula, Escondido NCTD, San Diego MTS ' This route has selected trips that are directly operated and contract operated. 2 Rural areas are those with less than 50,000 in population. Revised 4/28/2014 Table 3A Individual Route Description RIVERSIDE TRANSIT AGENCY FY 2014/15 - FY 2016/17 Short Range Transit Plan TABLE 3A: FY 2014/15 INDIVIDUAL ROUTE DESCRIPTIONS Route # Route Class Route Description I Cities/Communities Served Connections Contracted Fixed Routes: 3' 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 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 ' 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 Hospital 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 30 Local Perris local circulator serving the Perris Transit Center, Walmart, and central part of the community Perris 31 Rural Service from Banning to Hemet Valley Mall via Lamb Canyon, State St, and Mt San Jacinto Community College Banning, Beaumont, Gilman Hot Springs, San Jacinto, Hemet Pass Transit 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 35 Regional From Banning to Moreno Valley Mall with stops at K-Mart, Walmart on Moreno Beach Dr, senior center, and Riverside County Medical Center Banning, Beaumont, Moreno Valley Pass Transit, SunLine 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 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 74 Regional From San Jacinto and Hemet to Menifee and Perris, serving MSJC San Jacinto campus, Hemet Valley Mall, Winchester, and MSJC Menifee campus San Jacinto, Hemet, Winchester, Menifee, Perris 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' 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) 204' Express From UCR to Montclair TransCenter via Downtown Riverside, Country Village, and Ontario Mills Mall RiversideJurupa ValleyOntarioMontclair , , , Metrolink, Omnitrans, Foothill Transit, SunLine 206' Express From the Promenade Mall in Temecula to Corona Metrolink Station via Fwy 15 with stops in Murrieta and Lake Elsinore Outlet Center Temecula, Lake Elsinore, Murrieta, Corona Metrolink, Corona Cruiser 208' Express From the Promenade Mall in Temecula to the Riverside Downtown Metrolink Station and downtown area via 215 Fwy with stops in Murrieta, Menifee, Perris, and Moreno Valley Temecula, Murrieta, Menifee, Perris, Riverside, Moreno Valley Metrolink, Omnitrans, SunLine 210' Express From Beaumont to Downtown Riverside with stops in Moreno Valley and the Riverside Downtown Metrolink Station Beaumont, Moreno ValleyRiverside , , Metrolink, Pass Transit, Omnitrans, SunLine 212' Express From Hemet and San Jacinto to Downtown Riverside with stops at Perris and UCR San JacintoHemetPerrisRiverside , , , Metrolink, Omnitrans, SunLine 217' Express From San Jacinto and Hemet to Temecula and Escondido via Winchester Rd (State Hwy 79) and 15 Fwy San Jacinto, Hemet, Temecula, Escondido NCTD, San Diego MTS This route has selected trips that are directly operated and contract operated. Revised 4/28/2014 Table 3A Individual Route Description RIVERSIDE TRANSIT AGENCY FY 2014/15 - FY 2016/17 Short Range Transit Plan TABLE 3A: FY 2014/15 INDIVIDUAL ROUTE DESCRIPTIONS Route # Route Class Route Description i Cities/Communities Served Connections Contracted Paratransit Routes: Banning/Beaumont Origin -to -Destination Banning and Beaumont Lake Elsinore Origin -to -Destination Canyon Lake, Lake Elsinore, Wildomar, Quail Valley Highgrove/Loma Linda Origin -to -Destination Grand Terrace, Highgrove, Loma Linda, Colton Hemet Origin -to -Destination Hemet, Homeland, Romoland, San Jacinto, Valle Vista, Winchester Jurupa Origin -to -Destination Glen Avon, Bel!town, Jurupa, Pedley, Rubidoux, Mira Loma (Country Village) Moreno Valley Origin -to -Destination Moreno Valley, March Air Reserve Base Murrieta/Temecula Origin -to -Destination Murrieta, Temecula Corona/Norco Origin -to -Destination Corona, Norco Perris Origin -to -Destination Perris, Mead Valley, Nuevo Riverside Origin -to -Destination Riverside, Canyon Crest, Arnold Heights, Orangecrest, Woodcrest Sun City Origin -to -Destination Sun City, Menifee Revised 4/28/2014 Table 3A Individual Route Description Riverside Transit Agency FY 2014/15 Summary of Funds Requested Short Range Transit Plan Table 4 - Summary of Funds Requested for FY 2014/15 Project Description Capital Project Number Total Amount of Funds LTF STA Measure A Operating Assistance Section 5307 - LA/LB/ Anaheim Section 5307 - Riv-San Bernardino Section 5307 - Murrieta/ Temecula/ Menifee Section 5307 - Hemet z Section 5307 Carryover s Section 5309 Carryover CMAQ Section 5311 4 Section 5339 Bus & Bus Facilities ' Section 5316 JARC , Section 5317 New Freedom Farebox Other Revenue Operating Assistance 38,532,071 34,495,121 1,786,950 1,800,000 450,000 Operating Assistance - CTSA 870,247 870,247 GASB 43/45 ARC 1,200,000 1,200,000 OCTA 794 111,923 111,923 JARC CommuterLink 212 & 217' 887,892 371,433 92,915 290,360 133,184 JARC Fixed Route Service' 651,032 201,430 94,790 296,219 58,593 Travel Training' 385,082 77,016 308,066 Capitalized Preventive Maintenance 6,250,000 1,250,000 155,678 2,844,322 2,000,000 Capital Cost of Contracting 6,750,000 1,350,000 2,800,000 2,600,000 Farebox (Cash, Tix, Passes) 11,019,734 11,019,734 Interest Income 20,000 20,000 Advertising Revenue 15,000 15,000 CNG Sales 100,000 100,000 RINS/LCFS Credits 100,000 100,000 COA/BRT Study' 80,000 55,000 25.000 Subtotal: Operating $66,972,981 $39,0o0,o0o $0 $2,956,825 $155,678 $5,644,322 $2,600,000 $1,800,000 $2,000,000 $25,000 $0 $450,000 $0 $586,579 $308,066 $11,211,511 $235,000 Replacement Revenue Vehicles - (12) COFR FY15-1 2,438,640 365,796 2,072,844 Replacement Revenue Vehicles - (26) DAR FY15-2 1,886,870 283,030 1,603,840 Expansion Revenue Vehicles - (10) DAR FY15-3 839,950 125,993 713,957 Replace Support Vehicles/Trucks - (19) FY15-4 735,480 147,096 588,384 Fareboxes - DO & CO FY15-5 3,396,600 679,320 2,717,280 Associated Transit Improvements FY15-6 150,000 30,000 80,000 40,000 Capitalized Tire Lease FY15-7 302,099 60,420 241,679 Maintenance/Support Equipment FY15-8 98,815 19,763 79,052 Facility Maintenance FY15-9 332,618 66,524 266,094 Information Systems FY15-10 467,200 93,440 373,760 Bus & Bus Facilities Projects (incl Rte 1 Ltd Infrastructure)4 FY15-11 1,975,203 395,041 1,580,162 Expansion Revenue Vehicles-(14) DO Heavy Duty-Rt 1 LTD FY15-12 8,050,000 2,012,500 6,037,500 Expansion Heavy Duty Revenue Vehicles-TDA Roll Forward 5 FY15-13 13,682,692 10,507,058 3,175,634 Subtotal: Capital $34,356,167 $12,519,558 $5,442,057 $0 $0 $5,674,931 $989,115 $2,112,844 $0 $0 $6,037,500 $0 $1,580,162 $0 $0 $0 $0 Total: Operating & Capital $101,329,148 $51,519.558 $5,442.057 $2.956,825 $155,678 $11.319,253 $3.589,115 $3,912.844 $2,000.000 $25,000 $6.037,500 $450,000 $1,580,162 $586,579 $308,066 $11,211,511 $235,000 JARC/NF funds reflect funding from current executed grants. 2 5307 estimated carryover from FY14 grant CA-90-Z128. 3 COA Study utilizes previously programmed 5309 funds. 4 Section 5339 Bus and Bus Facilities funding is FY2013 apportionment only. (60020-LA UZA: $4,256; 60420-Riv/San UZA: $1,093,569; 61320-Temecula UZA: $482,338) 5 TDA Section 6648 - "Allocations Reserved in the Fund" - requires the Commission to reallocate unexpended prior reserved funds after 3 years. Since these funds were allocated for the heavy-duty CNG bus replacement project, but not yet expended, they are being removed from the FY11/12 and FY12/13 SRTPs, respectively, and are hereby reallocated in FY14/15 SRTP in the amount of $13,682,692 for the heavy-duty CNG bus expansion project. Table 4A — Capital Project Justification PROJECT NUMBER FY15-1 PROJECT NAME Replacement Revenue Vehicles for Contracted Operations PROJECT DESCRIPTION Purchase of (4) contracted fixed route vehicles and (8) trolleys for use on contract operated fixed route service. PROJECT JUSTIFICATION Replace vehicles used for contract operated fixed routes that have reached the end of their service life per FTA guidelines. PROJECT FUNDING SOURCES (REQUESTED) Funding Source FY 2015 Sec 5307 $ 2,072,844 STA $ 365,796 Total $ 2,438,640 PRIOR YEAR PROJECTS OF A SIMILAR NATURE WITH UNEXPENDED BALANCE — OR PROJECTS APPROVED BUT NOT YET ORDERED — INCLUDE FTA GRANT NUMBER AND RCTC'S CAPITAL GRANT NUMBER FTA Grant # RCTC Grant # Project Description Unexpended Balance* CA-90-Z034 FY13-2 STA (9) COFR vehicles $ 1,176, 088 CA-90-Z128 FY14-2 STA (21) COFR vehicles $ 2,736,600 Total $ 3,547,808 As of 5/12/14 - vehicle quantity change pending FTA approval of grant amendment Table 4A — Capital Project Justification PROJECT NUMBER FY15-2 PROJECT NAME Replacement Revenue Vehicles for Demand Response Operations PROJECT DESCRIPTION Purchase of (26) 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 FUNDING SOURCES (REQUESTED) Funding Source FY 2015 Sec 5307 $ 1,603,840 S TA $ 283,030 Total $ 1,886,870 PRIOR YEAR PROJECTS OF A SIMILAR NATURE WITH UNEXPENDED BALANCE — OR PROJECTS APPROVED BUT NOT YET ORDERED — INCLUDE FTA GRANT NUMBER AND RCTC'S CAPITAL GRANT NUMBER FTA Grant # RCTC Grant # Project Description Unexpended Balance None Total $ Table 4A - Capital Project Justification PROJECT NUMBER FY15-3 PROJECT NAME Expansion Revenue Vehicles for Demand Response Operations PROJECT DESCRIPTION Purchase of (10) vehicles for use on demand response service. PROJECT JUSTIFICATION Expansion of fleet to meet service demands. PROJECT FUNDING SOURCES (REQUESTED) Funding Source FY 2015 Sec 5307 $ 713,957 STA $ 125,993 Total $ 839,950 PRIOR YEAR PROJECTS OF A SIMILAR NATURE WITH UNEXPENDED BALANCE - OR PROJECTS APPROVED BUT NOT YET ORDERED - INCLUDE FTA GRANT NUMBER AND RCTC'S CAPITAL GRANT NUMBER FTA Grant # RCTC Grant # Project Description Unexpended Balance None Total $ Table 4A - Capital Project Justification PROJECT NUMBER FY15-4 PROJECT NAME Replacement Support Vehicles PROJECT DESCRIPTION Replacement of support vehicles. PROJECT JUSTIFICATION Replacement of (10) support cars and (9) support trucks that have met their useful life requirement. PROJECT FUNDING SOURCES (REQUESTED) Funding Source FY 2015 Sec 5307 $ 588,384 STA $ 147,096 Total $ 735,480 PRIOR YEAR PROJECTS OF A SIMILAR NATURE WITH UNEXPENDED BALANCE - OR PROJECTS APPROVED BUT NOT YET ORDERED - INCLUDE FTA GRANT NUMBER AND RCTC'S CAPITAL GRANT NUMBER FTA Grant # RCTC Grant # Project Description Unexpended Balance None Total $ Table 4A — Capital Project Justification PROJECT NUMBER FY15-5 PROJECT NAME Fareboxes PROJECT DESCRIPTION Purchase of replacement fireboxes for the fixed route fleet. PROJECT JUSTIFICATION The fireboxes on the direct operated fleet have been in service since 2002 and are experiencing increased failures. The fireboxes on the contracted fleet have met their useful life. PROJECT FUNDING SOURCES (REQUESTED) Funding Source FY 2015 Sec 5307 $ 2,717,280 STA $ 679,320 Total $ 3,396,600 PRIOR YEAR PROJECTS OF A SIMILAR NATURE WITH UNEXPENDED BALANCE — OR PROJECTS APPROVED BUT NOT YET ORDERED — INCLUDE FTA GRANT NUMBER AND RCTC'S CAPITAL GRANT NUMBER FTA Grant # RCTC Grant # Project Description Unexpended Balance None Table 4A — Capital Project Justification PROJECT NUMBER FY15-6 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 FUNDING SOURCES (REQUESTED) Funding Source FY 2015 Sec 5307 $ 120,000 STA $ 30,000 Total $ 150,000 PRIOR YEAR PROJECTS OF A SIMILAR NATURE WITH UNEXPENDED BALANCE — OR PROJECTS APPROVED BUT NOT YET ORDERED — INCLUDE FTA GRANT NUMBER AND RCTC'S CAPITAL GRANT NUMBER FTA Grant # RCTC Grant # Project Description Unexpended Balance* CA-90-Z034 FY13-6 STA Assoc. Transit Improvements $ 124,541 CA-90-Z128 FY14-5 STA Assoc. Transit Improvements $ 250,000 Total $ 374,541 As of 5/12/14 Table 4A — Capital Project Justification PROJECT NUMBER FY/5-7 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 FUNDING SOURCES (REQUESTED) Funding Source FY 2015 Sec 5307 $ 241,679 STA $ 60,420 Total $ 302,099 PRIOR YEAR PROJECTS OF A SIMILAR NATURE WITH UNEXPENDED BALANCE — OR PROJECTS APPROVED BUT NOT YET ORDERED — INCLUDE FTA GRANT NUMBER AND RCTC'S CAPITAL GRANT NUMBER FTA Grant # RCTC Grant # Project Description Unexpended Balance* CA-90-Z128 FY14-4 STA Capitalized Tire Lease $ 399,619 Total $ 399,619 As of 5/12/14 Table 4A — Capital Project Justification PROJECT NUMBER FY15-8 PROJECT NAME Support Equipment PROJECT DESCRIPTION Purchase of support equipment items including, but not limited to, body shop heater, shop air compressors, scissors lift, mobility devices for training, portable crane, hand jacks. PROJECT JUSTIFICATION Miscellaneous maintenance and support equipment and improvements to support ongoing operations. PROJECT FUNDING SOURCES (REQUESTED) Funding Source FY 2015 Sec 5307 $ 79,052 STA $ 19,763 Total $ 98,815 PRIOR YEAR PROJECTS OF A SIMILAR NATURE WITH UNEXPENDED BALANCE — OR PROJECTS APPROVED BUT NOT YET ORDERED — INCLUDE FTA GRANT NUMBER AND RCTC'S CAPITAL GRANT NUMBER FTA Grant # RCTC Grant # Project Description Unexpended Balance* CA-90-Z043 FY13-7 STA Support Equipment $ 64,609 CA-90-Z128 FY14-6 STA Support Equipment $ 34,600 Total $ 99,209 As of 5/12/14 Table 4A — Capital Project Justification PROJECT NUMBER FY15-9 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, parking lot and concrete. PROJECT JUSTIFICATION Facilities require routine maintenance to keep them in optimal condition. PROJECT FUNDING SOURCES (REQUESTED) Funding Source FY 2015 Sec 5307 $ 266,094 STA $ 66,524 Total $ 332,618 PRIOR YEAR PROJECTS OF A SIMILAR NATURE WITH UNEXPENDED BALANCE — OR PROJECTS APPROVED BUT NOT YET ORDERED — INCLUDE FTA GRANT NUMBER AND RCTC'S CAPITAL GRANT NUMBER FTA Grant # RCTC Grant # Project Description Unexpended Balance* SGR- CA-04-0215 FY12 LTF Facility Rehabilitation & Maintenance $1,188,637 Total $1,188,637 * As of 5/12/14 Table 4A — Capital Project Justification PROJECT NUMBER FY15-10 PROJECT NAME Information Systems PROJECT DESCRIPTION Project includes but is not limited to the purchase of computers, printers, servers, audio-visual equipment, copiers, and software. PROJECT JUSTIFICATION Computers and software to improve Agency efficiency and technology. PROJECT FUNDING SOURCES (REQUESTED) Funding Source FY 2015 Sec 5307 $ 373,760 STA $ 93,440 Total $ 467,200 PRIOR YEAR PROJECTS OF A SIMILAR NATURE WITH UNEXPENDED BALANCE — OR PROJECTS APPROVED BUT NOT YET ORDERED — INCLUDE FTA GRANT NUMBER AND RCTC'S CAPITAL GRANT NUMBER FTA Grant # RCTC Grant # Project Description Unexpended Balance* CA-90-Y691 FY09 STA Information Systems $ 15,249 CA-90-Y781 FY10-6 STA Information Systems $ 42,582 CA-90-Z034 FY13-8 STA Information Systems $ 36,054 Total $ 93,885 As of 5/12/14 Table 4A — Capital Project Justification PROJECT NUMBER FY15-11 PROJECT NAME Bus and Bus Facilities Projects PROJECT DESCRIPTION Projects may include purchase of buses and bus -related equipment, rehabilitation and maintenance of buses, bus stops and stations, facilities and infrastructure for the Route 1 Limited. PROJECT JUSTIFICATION Replace, rehabilitate, and purchase buses, related equipment and bus -related facilities. Purchase and install infrastructure for Route 1 Limited. PROJECT FUNDING SOURCES (REQUESTED) Funding Source FY 2015 Sec 5339 $ 1,580,162 STA $ 395,041 Total $ 1,975,203 PRIOR YEAR PROJECTS OF A SIMILAR NATURE WITH UNEXPENDED BALANCE - OR PROJECTS APPROVED BUT NOT YET ORDERED - INCLUDE FTA GRANT NUMBER AND RCTC'S CAPITAL GRANT NUMBER FTA Grant # RCTC Grant # Project Description Unexpended Balance None Total Table 4A - Capital Project Justification PROJECT NUMBER FY15-12 PROJECT NAME Revenue Vehicles -DO Heavy Duty - Route 1 Limited PROJECT DESCRIPTION Purchase of (14) heavy duty revenue vehicles to operate new service on the Route 1 Limited. PROJECT JUSTIFICATION The Route 1 Limited service will operate along the Riverside -Corona corridor. The service is consistent with Southern California Association of Government's (SCAR) Compass Blueprint study conducted by Western Riverside Council of Governments in June 2010 which evaluated possible BRT corridors in the region and identified the Riverside -Corona corridor as the primary candidate. PROJECT FUNDING SOURCES (REQUESTED) Funding Source FY 2015 CMAQ $ 6,037,500 L TF $ 2,012,500 Total $ 8,050,000 PRIOR YEAR PROJECTS OF A SIMILAR NATURE WITH UNEXPENDED BALANCE - OR PROJECTS APPROVED BUT NOT YET ORDERED - INCLUDE FTA GRANT NUMBER AND RCTC'S CAPITAL GRANT NUMBER FTA Grant # RCTC Grant # Project Description Unexpended Balance None Table 4A - Capital Project Justification PROJECT NUMBER FY15-13 PROJECT NAME Expansion Revenue Vehicles -DO Heavy Duty-TDA Roll Forward PROJECT DESCRIPTION Purchase of (23) heavy duty revenue vehicles to expand the direct operated fleet. PROJECT JUSTIFICATION TDA Section 6648 - "Allocations Reserved in the Fund"- requires the Commission to reprogram unexpended prior reserved funds after 3 years. Since these funds were allocated for the heavy-duty CNG bus replacement project, but not yet expended, they are being removed from the FY11/12 and FY12/13 SRTPs, respectively, and are hereby reprogrammed in FY14/15 SRTP in the amount of $13, 682, 692 for the heavy-duty CNG bus expansion project. PROJECT FUNDING SOURCES (REQUESTED) Funding Source FY 2015 STA $ 3,175, 634 L TF $ 10, 507, 058 Total $ 13, 682, 692 PRIOR YEAR PROJECTS OF A SIMILAR NATURE WITH UNEXPENDED BALANCE - OR PROJECTS APPROVED BUT NOT YET ORDERED- INCLUDE FTA GRANT NUMBER AND RCTC'S CAPITAL GRANT NUMBER FTA Grant # RCTC Grant # Project Description Unexpended Balance None Riverside Transit Agency FY 2015/16 Summary of Funds Requested Short Range Transit Plan Table 5.1 - Summary of Funds Requested for FY 2015/16 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 2 Section 5339 Bus & Bus Facilities Section 5311 ' Section 5316 JARC ' Section 5317 New Freedom Farebox Other Revenue FY 2015/2016 Operating Assistance 41,820,130 36,855,130 2,700,000 1,800,000 465,000 GASB 43/45 Pre -funding 1,400,000 1,400,000 OCTA 794 130,000 130,000 JARC CommuterLink 212 & 217 932,287 396,222 396,222 139,843 JARC Fixed Route Service 683,584 292,015 15,403 259,284 48,134 68,748 Travel Training 423,590 363,141 60,449 Capitalized Preventative Maintenance 6,500,000 1,300,000 3,600,000 1,600,000 Capital Cost of Contracting 7,000,000 1,400,000 2,800,000 2,800,000 Farebox (Cash, Tix, Passes) 11,141,409 11,141,409 Interest Income 20,000 20,000 Advertising Revenue 15,000 15,000 CNG Sales 100,000 100,000 RINS/LCFS Credits 260,000 260,000 Medi-Cal Reimbursement 620,000 320,000 300,000 Retiree Medical PAY Go 200,000 200,000 Subtotal: FY15/16 RTA Operating $71,246,000 $42,326,508 $0 $2,845,403 $6,400,000 $5,055,506 $1,800,000 $0 $465,000 $48,134 $60,449 $11,350,000 $895,000 Revenue Vehicles - (16) COFR FY16-1 2,949,400 442,410 2,506,990 Revenue Vehicles - (24) DAR FY16-2 2,093,640 314,046 1,779,594 Non -Revenue Vehicles - (12) Support Vehicles FY16-3 291,600 58,320 233,280 Associated Transit Improvements FY16-4 150,000 30,000 120,000 Capital Maintenance Spares FY16-5 500,000 100,000 400,000 Capitalized Tire Lease FY16-6 327,500 65,500 262,000 Maintenance/Support Equipment FY16-7 107,459 21,492 85,967 Facility Maintenance FY16-8 302,198 60,440 241,758 Information Systems FY16-9 100,000 20,000 80,000 Bus & Bus Facilities Projects 2 FY16-10 2,051,269 410,254 1,641,015 Ops & Facilities Security Projects FY16-11 911,880 911,880 Subtotal: FY15/16 Capital $9,784,946 $0 $1,522,462 $0 $3,929,995 $0 $1,779,594 $1,641,015 $0 $0 $0 $0 $911,880 Total: Operating & Capital FY15/16 $81,030,946 $42,326,508 $1,522,462 $2,845,403 $10,329,995 $5,055,506 $3,579,594 $1,641,015 $465,000 $48,134 $60,449 $11,350,000 $1,806,880 JARC/NF funds reflect funding from current executed grants 2 Section 5339 Bus and Bus Facilities funding is estimated FY2014 apportionment. Table 5.1A — Capital Project Justification PROJECT NUMBER FY16-1 PROJECT NAME Replacement Revenue Vehicles for Contracted Operations PROJECT DESCRIPTION Purchase of (14) vehicles and (2) trolleys for use on contract operated fixed route service. PROJECT JUSTIFICATION Replace vehicles used for contract operated fixed routes that have reached the end of their service life per FTA guidelines. PROJECT FUNDING SOURCES (REQUESTED) Funding Source FY 2016 Sec 5307 $ 2,506,990 STA $ 442,410 Total $ 2,949,400 PRIOR YEAR PROJECTS OF A SIMILAR NATURE WITH UNEXPENDED BALANCE — OR PROJECTS APPROVED BUT NOT YET ORDERED — INCLUDE FTA GRANT NUMBER AND RCTC'S CAPITAL GRANT NUMBER FTA Grant # RCTC Grant # Project Description Unexpended Balance* Table 5.1A — Capital Project Justification PROJECT NUMBER FY16-2 PROJECT NAME Replacement Revenue Vehicles for Demand Response PROJECT DESCRIPTION Purchase of (24) Type ll 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 FUNDING SOURCES (REQUESTED) Funding Source FY 2016 Sec 5307 $ 1,779,594 STA $ 314,046 Total $ 2,093,640 PRIOR YEAR PROJECTS OF A SIMILAR NATURE WITH UNEXPENDED BALANCE — OR PROJECTS APPROVED BUT NOT YET ORDERED — INCLUDE FTA GRANT NUMBER AND RCTC'S CAPITAL GRANT NUMBER Grant # Project Description Unexpended Balance Table 5.1A — Capital Project Justification PROJECT NUMBER FY16-3 PROJECT NAME Replacement Support Vehicles PROJECT DESCRIPTION Replace (12) support vehicles. PROJECT JUSTIFICATION Replace support cars and trucks that have met their useful life. PROJECT FUNDING SOURCES (REQUESTED) Funding Source FY 2016 Sec 5307 $ 233,280 STA $ 58,320 Total $ 291,600 PRIOR YEAR PROJECTS OF A SIMILAR NATURE WITH UNEXPENDED BALANCE — OR PROJECTS APPROVED BUT NOT YET ORDERED — INCLUDE FTA GRANT NUMBER AND RCTC'S CAPITAL GRANT NUMBER Grant # Project Description Unexpended Balance Table 5.1A — Capital Project Justification PROJECT NUMBER FY16-4 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 FUNDING SOURCES (REQUESTED) Funding Source FY 2016 Sec 5307 $ 120,000 STA $ 30,000 Total $ 150,000 PRIOR YEAR PROJECTS OF A SIMILAR NATURE WITH UNEXPENDED BALANCE — OR PROJECTS APPROVED BUT NOT YET ORDERED — INCLUDE FTA GRANT NUMBER AND RCTC'S CAPITAL GRANT NUMBER Grant # Project Description Unexpended Balance Table 5.1A — Capital Project Justification PROJECT NUMBER FY16-5 PROJECT NAME Capital Maintenance Spares PROJECT DESCRIPTION Purchase of spare parts for rolling stock under the maintenance program. PROJECT JUSTIFICATION Purchase of vehicle parts based on projected needs whose individual costs meet the requirement for capital reimbursement. PROJECT FUNDING SOURCES (REQUESTED) Funding Source FY 2016 Sec 5307 $ 400,000 STA $ 100,000 Total $ 500,000 PRIOR YEAR PROJECTS OF A SIMILAR NATURE WITH UNEXPENDED BALANCE — OR PROJECTS APPROVED BUT NOT YET ORDERED — INCLUDE FTA GRANT NUMBER AND RCTC'S CAPITAL GRANT NUMBER Grant # Project Description Unexpended Balance Table 5.1A — Capital Project Justification PROJECT NUMBER FY/6-6 PROJECT NAME Capitalized Tire Lease PROJECT DESCRIPTION Capital cost of leasing bus tires for FY2016. PROJECT JUSTIFICATION As part of the Agency's maintenance program, tires are inspected and replaced based on tread wear and air pressure. PROJECT FUNDING SOURCES (REQUESTED) Funding Source FY 2016 Sec 5307 $ 262,000 S TA $ 65,500 Total $ 327,500 PRIOR YEAR PROJECTS OF A SIMILAR NATURE WITH UNEXPENDED BALANCE — OR PROJECTS APPROVED BUT NOT YET ORDERED — INCLUDE FTA GRANT NUMBER AND RCTC'S CAPITAL GRANT NUMBER Grant # Project Description Unexpended Balance Table 5.1A — Capital Project Justification PROJECT NUMBER FY/6-7 PROJECT NAME Support Equipment PROJECT DESCRIPTION Purchase of maintenance and support equipment. PROJECT JUSTIFICATION Miscellaneous maintenance and support equipment and improvements to support ongoing operations. PROJECT FUNDING SOURCES (REQUESTED) Funding Source FY 2016 Sec 5307 $ 85,967 S TA $ 21,492 Total $ 107,459 PRIOR YEAR PROJECTS OF A SIMILAR NATURE WITH UNEXPENDED BALANCE — OR PROJECTS APPROVED BUT NOT YET ORDERED — INCLUDE FTA GRANT NUMBER AND RCTC'S CAPITAL GRANT NUMBER Grant # Project Description Unexpended Balance Table 5.1A — Capital Project Justification PROJECT NUMBER FY16-8 PROJECT NAME Facility Maintenance PROJECT DESCRIPTION Miscellaneous facility maintenance. PROJECT JUSTIFICATION Facility maintenance and equipment and improvements to promote a safe and clean environment. PROJECT FUNDING SOURCES (REQUESTED) Funding Source FY 2016 Sec 5307 $ 241,758 S TA $ 60,440 Total $ 302,198 PRIOR YEAR PROJECTS OF A SIMILAR NATURE WITH UNEXPENDED BALANCE — OR PROJECTS APPROVED BUT NOT YET ORDERED — INCLUDE FTA GRANT NUMBER AND RCTC'S CAPITAL GRANT NUMBER Grant # Project Description Unexpended Balance Table 5.1A — Capital Project Justification PROJECT NUMBER FY16-9 PROJECT NAME Information Systems PROJECT DESCRIPTION Purchase of information systems hardware and software. PROJECT JUSTIFICATION Computers, equipment and software needed to replace old equipment, to improve Agency efficiency and technology. PROJECT FUNDING SOURCES (REQUESTED) Funding Source FY 2016 Sec 5307 $ 80,000 STA $ 20,000 Total $ 100,000 PRIOR YEAR PROJECTS OF A SIMILAR NATURE WITH UNEXPENDED BALANCE — OR PROJECTS APPROVED BUT NOT YET ORDERED — INCLUDE FTA GRANT NUMBER AND RCTC'S CAPITAL GRANT NUMBER Grant # Project Description Unexpended Balance Table 5.1A — Capital Project Justification PROJECT NUMBER FY16-10 PROJECT NAME Bus and Bus Facilities Projects PROJECT DESCRIPTION Projects may include purchase of buses and bus -related equipment, rehabilitation and maintenance of buses, bus stops and stations, facilities and infrastructure for the Route 1 Limited. PROJECT JUSTIFICATION Replace, rehabilitate, and purchase buses, related equipment and bus -related facilities. Purchase and install infrastructure for Route 1 Limited. PROJECT FUNDING SOURCES (REQUESTED) Funding Source FY 2016 Sec 5339 $ 1,641,015 STA $ 410,254 Total $ 2,051,269 PRIOR YEAR PROJECTS OF A SIMILAR NATURE WITH UNEXPENDED BALANCE — OR PROJECTS APPROVED BUT NOT YET ORDERED — INCLUDE FTA GRANT NUMBER AND RCTC'S CAPITAL GRANT NUMBER Grant # RCTC Grant # Project Description Unexpended Balance Table 5.1A — Capital Project Justification PROJECT NUMBER FY16-11 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 FUNDING SOURCES (REQUESTED) Funding Source FY 2016 Prop 18 CTSGP $ 911,880 $ - Total $ 911,880 PRIOR YEAR PROJECTS OF A SIMILAR NATURE WITH UNEXPENDED BALANCE — OR PROJECTS APPROVED BUT NOT YET ORDERED — INCLUDE FTA GRANT NUMBER AND RCTC'S CAPITAL GRANT NUMBER Grant # Project Description Unexpended Balance* CaIOES 6261-02 Security Projects $ 536,897 CaIOES 6361-02 Security Projects $ 894,891 CaIOES 6461-02 Security Projects $ 894,790 Total $2, 326, 578 * As of 5/12/14 Riverside Transit Agency FY 2016/17 Summary of Funds Requested Short Range Transit Plan Table 5.2 - Summary of Funds Requested for FY 2016/17 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 Section 5339 Bus Si Bus Facilities Section 5311 Section 5316 JARC Section 5317 New Freedom Farebox Other Revenue FY 2016/2017 Operating Assistance 44,959,177 39,984,177 2,700,000 1,800,000 475,000 GASB 43/45 Pre -funding 1,500,000 1,500,000 OCTA 794 132,000 132,000 JARC CommuterLink 212 & 217 978,901 416,033 416,033 146,835 JARC Fixed Route Service 717,763 322,994 322,993 71,776 Travel Training 444,770 444,770 Capitalized Preventative Maintenance 6,750,000 1,350,000 4,700,000 700,000 Capital Cost of Contracting 7,250,000 1,450,000 2,900,000 2,900,000 Farebox (Cash, Tix, Passes) 11,181,389 11,181,389 Interest Income 20,000 20,000 Advertising Revenue 15,000 15,000 CNG Sales 100,000 100,000 RINS/LCFS Credits 260,000 260,000 Medi-Cal Reimbursement 300,000 300,000 Retiree Medical PAY Go 200,000 200,000 Subtotal: FY16/17 RTA Operating $74,809,000 $45,467,974 $0 $2,832,000 $7,600,000 $4,339,026 $1,800,000 $0 $475,000 $0 $0 $11,400,000 $895,000 Revenue Vehicles - (7) DAR FY17-1 625,765 93,865 531,900 Non -Revenue Vehicles - (2) Support Trailers FY17-2 43,200 8,640 34,560 Rebuild Fareboxes FY17-3 690,608 138,122 552,486 Associated Transit Improvements FY17-4 150,000 30,000 120,000 Capital Maintenance Spares FY17-5 750,000 150,000 600,000 Capitalized Tire Lease FY17-6 343,875 68,775 275,100 Maintenance/Support Equipment FY17-7 100,000 20,000 80,000 Facility Maintenance FY17-8 200,000 40,000 160,000 Information Systems FY17-9 100,000 20,000 80,000 Ops & Facilities Security Projects FY17-10 911,470 911,470 Subtotal: FY16/17 Capital $3,914,918 $0 $569,402 $0 $2,434,046 $0 $0 $0 $0 $0 $0 $0 $911,470 Total: Operating & Capital FY16/17 $78,723,918 $45,467,974 $569,402 $2,832,000 $10,034,046 $4,339,026 $1,800,000 $0 $475,000 $0 $0 $11,400,000 $1,806,470 Table 5.2A — Capital Project Justification PROJECT NUMBER FY17-1 PROJECT NAME Replacement Revenue Vehicles for Demand Response PROJECT DESCRIPTION Purchase of (7) Type ll 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 FUNDING SOURCES (REQUESTED) Funding Source FY 2017 Sec 5307 $ 531,900 STA $ 93,865 Total $ 625,765 PRIOR YEAR PROJECTS OF A SIMILAR NATURE WITH UNEXPENDED BALANCE — OR PROJECTS APPROVED BUT NOT YET ORDERED — INCLUDE FTA GRANT NUMBER AND RCTC'S CAPITAL GRANT NUMBER Grant # Project Description Unexpended Balance Table 5.2A — Capital Project Justification PROJECT NUMBER FY/7-2 PROJECT NAME Replacement Support Vehicles PROJECT DESCRIPTION Replace (2) Stops & Zones trailers vehicles. PROJECT JUSTIFICATION Replace trailers that have met their useful life. PROJECT FUNDING SOURCES (REQUESTED) Funding Source FY 2017 Sec 5307 $ 34,560 STA $ 8,640 Total $ 43,200 PRIOR YEAR PROJECTS OF A SIMILAR NATURE WITH UNEXPENDED BALANCE — OR PROJECTS APPROVED BUT NOT YET ORDERED — INCLUDE FTA GRANT NUMBER AND RCTC'S CAPITAL GRANT NUMBER Grant # Project Description Unexpended Balance Table 5.2A — Capital Project Justification PROJECT NUMBER PROJECT NAME PROJECT DESCRIPTION FY17-3 Rebuild Fareboxes Rebuild existing fireboxes for directly operated fleet. (This project will not be needed if new Fareboxes are purchased). PROJECT JUSTIFICATION Fareboxes have been in service since 2002. This project will replace portions of the Fareboxes with updated new components such as bill transports and validators and coin validators. PROJECT FUNDING SOURCES (REQUESTED) Funding Source FY 2017 Sec 5307 $ 552,486 STA $ 138,122 Total $ 690,608 PRIOR YEAR PROJECTS OF A SIMILAR NATURE WITH UNEXPENDED BALANCE — OR PROJECTS APPROVED BUT NOT YET ORDERED — INCLUDE FTA GRANT NUMBER AND RCTC'S CAPITAL GRANT NUMBER Grant # Project Description Unexpended Balance Table 5.2A — Capital Project Justification PROJECT NUMBER FY17-4 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 FUNDING SOURCES (REQUESTED) Funding Source FY 2017 Sec 5307 $ 120,000 STA $ 30,000 Total $ 150,000 PRIOR YEAR PROJECTS OF A SIMILAR NATURE WITH UNEXPENDED BALANCE — OR PROJECTS APPROVED BUT NOT YET ORDERED — INCLUDE FTA GRANT NUMBER AND RCTC'S CAPITAL GRANT NUMBER Grant # Project Description Unexpended Balance Table 5.2A — Capital Project Justification PROJECT NUMBER FY17-5 PROJECT NAME Capital Maintenance Spares PROJECT DESCRIPTION Purchase of spare parts for rolling stock under the maintenance program. PROJECT JUSTIFICATION Purchase of vehicle parts based on projected needs whose individual costs meet the requirement for capital reimbursement. PROJECT FUNDING SOURCES (REQUESTED) Funding Source FY 2017 Sec 5307 $ 600,000 STA $ 150,000 Total $ 750,000 PRIOR YEAR PROJECTS OF A SIMILAR NATURE WITH UNEXPENDED BALANCE — OR PROJECTS APPROVED BUT NOT YET ORDERED — INCLUDE FTA GRANT NUMBER AND RCTC'S CAPITAL GRANT NUMBER Grant # Project Description Unexpended Balance Table 5.2A — Capital Project Justification PROJECT NUMBER FY/7-6 PROJECT NAME Capitalized Tire Lease PROJECT DESCRIPTION Capital cost of leasing bus tires for FY2017. PROJECT JUSTIFICATION As part of the Agency's maintenance program, tires are inspected and replaced based on tread wear and air pressure. PROJECT FUNDING SOURCES (REQUESTED) Funding Source FY 2017 Sec 5307 $ 275,100 STA $ 68,775 Total $ 343,875 PRIOR YEAR PROJECTS OF A SIMILAR NATURE WITH UNEXPENDED BALANCE — OR PROJECTS APPROVED BUT NOT YET ORDERED — INCLUDE FTA GRANT NUMBER AND RCTC'S CAPITAL GRANT NUMBER Grant # Project Description Unexpended Balance Table 5.2A — Capital Project Justification PROJECT NUMBER FY17-7 PROJECT NAME Support Equipment PROJECT DESCRIPTION Purchase of maintenance and support equipment. PROJECT JUSTIFICATION Miscellaneous maintenance and support equipment and improvements to support ongoing operations. PROJECT FUNDING SOURCES (REQUESTED) Funding Source FY 2017 Sec 5307 $ 80,000 STA $ 20,000 Total $ 100,000 PRIOR YEAR PROJECTS OF A SIMILAR NATURE WITH UNEXPENDED BALANCE — OR PROJECTS APPROVED BUT NOT YET ORDERED — INCLUDE FTA GRANT NUMBER AND RCTC'S CAPITAL GRANT NUMBER Grant # Project Description Unexpended Balance Table 5.2A — Capital Project Justification PROJECT NUMBER FY17-8 PROJECT NAME Facility Maintenance PROJECT DESCRIPTION Miscellaneous facility maintenance. PROJECT JUSTIFICATION Facility maintenance and equipment and improvements to promote a safe and clean environment. PROJECT FUNDING SOURCES (REQUESTED) Funding Source FY 2017 Sec 5307 $ 1 60,000 STA $ 40,000 Total $ 200,000 PRIOR YEAR PROJECTS OF A SIMILAR NATURE WITH UNEXPENDED BALANCE — OR PROJECTS APPROVED BUT NOT YET ORDERED — INCLUDE FTA GRANT NUMBER AND RCTC'S CAPITAL GRANT NUMBER Grant # Project Description Unexpended Balance Table 5.2A — Capital Project Justification PROJECT NUMBER FY17-9 PROJECT NAME Information Systems PROJECT DESCRIPTION Purchase of information systems hardware and software. PROJECT JUSTIFICATION Computers, equipment and software needed to replace old equipment, to improve Agency efficiency and technology. PROJECT FUNDING SOURCES (REQUESTED) Funding Source FY 2017 Sec 5307 $ 80,000 STA $ 20,000 Total $ 100,000 PRIOR YEAR PROJECTS OF A SIMILAR NATURE WITH UNEXPENDED BALANCE — OR PROJECTS APPROVED BUT NOT YET ORDERED — INCLUDE FTA GRANT NUMBER AND RCTC'S CAPITAL GRANT NUMBER Grant # Project Description Unexpended Balance Table 5.2A — Capital Project Justification PROJECT NUMBER FY17-10 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 FUNDING SOURCES (REQUESTED) Funding Source FY 2017 Prop 18 CTSGP $ 911,470 $ - Total $ 911,470 PRIOR YEAR PROJECTS OF A SIMILAR NATURE WITH UNEXPENDED BALANCE — OR PROJECTS APPROVED BUT NOT YET ORDERED — INCLUDE FTA GRANT NUMBER AND RCTC'S CAPITAL GRANT NUMBER Grant # Project Description Unexpended Balance TABLE 6 — PROGRESS TO IMPLEMENT TRIENNIAL PERFORMANCE AUDIT Recent Audit Recommendation (Covering FY 2009/10 — FY 2011/12) Action(s) Taken And Results To Date 1. Revise calculation for full-time equivalent employees (FTEs) reported to the State Controller's Office. Calculation for full-time equivalent employees (FTEs) reported to the State Controller's Office was changed in FY13 in accordance with the recommended methodology received during the triennial audit. Future calculations will be made in conformance with this recommendation as well. Status: Completed 2. Prepare and submit separate State Controller Reports for general public transit and specialized service for elderly and disabled. Beginning in FY13, RTA submitted separate State Controller's Reports for general public transit and specialized service for the elderly and disabled. Future State Controller's Reports will be prepared in conformance with this recommendation as well. Status: Completed 3. Improve on -time performance of directly operated fixed route service. RTA monitors on -time performance (OTP) and actively pursues means of improvement via service and schedule modifications and recommendations made through planning analysis. OTP in directly operated fixed route service improved from 83 percent in FY2012 to 84 percent in FY2013. Status: On -going Table 6-Triennial Audit FY 2015-17 SRTP EMI lii ME foal.. epzmim{ammsim Table 7 -- Service Provider Performance Targets Report FY 2013/14 Short Range Transit Plan Review Riverside Transit Agency Data Elements FY 2013/14 Plan FY 2013/14 Target FY 2013/14 Year to Date Through 3rd Quarter Year to Date Performance Scorecard Unlinked Passenger Trips 9,080,868 Passenger Miles 63,375,753 Total Actual Vehicle Revenue Hours 703,065.0 Total Actual Vehicle Revenue Miles 11,380,664.0 Total Actual Vehicle Miles 13,939,195.0 Total Operating Expenses $61,181,842 Total Passenger Fare Revenue $14,000,342 Net Operating Expenses $47,181,500 Performance Indicators Mandatory: 1. Farebox Recovery Ratio I 22.88% I >= 17.55% I 28.14% I Meets Target Discretionary: 1. Operating Cost Per Revenue Hour $87.02 <_ $81.49 $80.91 Meets Target 2. Subsidy Per Passenger $5.20 >_ $3.37 and <_ $4.57 $4.24 Meets Target 3. Subsidy Per Passenger Mile $0.74 >_ $0.48 and <_ $0.66 $0.61 Meets Target 4. Subsidy Per Hour $67.11 >_ $46.92 and <_ $63.48 $58.14 Meets Target 5. Subsidy Per Mile $4.15 >_ $2.92 and <_ $3.94 $3.72 Meets Target 6. Passengers Per Revenue Hour 12.90 >= 11.82 and <= 15.99 13.70 Meets Target 7. Passengers Per Revenue Mile 0.80 >= 0.74 and <= 1.00 0.88 Meets Target Note: Must meet at least 4 out of 7 Discretionary Performance Indicators Productivity Performance Summary: Service Provider Comments: TransTrack Manager'"' 5/12/2014 Page 1 of I ��M M E �� l i e s i v m l . a m p r m i m { a r t m s i m F Y 2 0 1 4 / 1 5 - 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 2 / 1 3 E n d o f Y e a r A c t u a l F Y 2 0 1 3 / 1 4 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 4 / 1 5 P l a n F Y 2 0 1 4 / 1 5 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 4 2 , 7 9 3 7 , 1 3 2 , 1 2 8 9 , 8 2 6 , 9 6 8 N o n e P a s s e n g e r M i l e s 6 4 , 5 7 7 , 2 8 0 4 9 , 7 9 1 , 1 0 4 6 8 , 0 4 5 , 9 5 3 N o n e R e v e n u e H o u r s 6 6 7 , 3 1 9 . 7 5 2 0 , 2 2 7 . 1 7 4 0 , 2 1 9 . 0 N o n e T o t a l H o u r s 7 6 1 , 0 4 6 . 9 5 9 2 , 5 6 2 . 9 8 2 0 , 6 7 5 . 0 N o n e R e v e n u e M i l e s 1 0 , 6 5 9 , 5 4 5 . 3 8 , 1 4 1 , 0 1 0 . 0 1 1 , 9 8 7 , 6 2 7 . 0 N o n e T o t a l M i l e s 1 3 , 1 2 7 , 2 5 5 . 9 1 0 , 0 3 6 , 2 7 5 . 4 1 4 , 6 3 9 , 8 5 1 . 0 N o n e O p e r a t i n g C o s t s $ 5 3 , 3 5 6 , 5 9 8 $ 4 2 , 0 9 2 , 4 0 2 $ 6 6 , 9 7 2 , 9 8 1 N o n e P a s s e n g e r R e v e n u e $ 1 5 , 4 1 9 , 6 8 0 $ 1 1 , 8 4 4 , 6 5 3 $ 1 4 , 4 0 3 , 3 3 6 N o n e O p e r a t i n g S u b s i d y $ 3 7 , 9 3 6 , 9 1 8 $ 3 0 , 2 4 7 , 7 4 9 $ 5 2 , 5 6 9 , 6 4 5 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 9 . 9 6 $ 8 0 . 9 1 $ 9 0 . 4 8 < _ $ 8 2 . 4 1 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 1 $ 5 . 1 7 $ 5 . 5 9 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 $ 5 . 7 7 $ 5 . 9 0 $ 6 . 8 2 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 8 . 9 0 % 2 8 . 1 4 % 2 1 . 5 0 % > = 1 7 . 6 % 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 $ 4 . 1 0 $ 4 . 2 4 $ 5 . 3 5 > _ $ 3 . 6 0 a n d < _ $ 4 . 8 8 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 $ 0 . 5 9 $ 0 . 6 1 $ 0 . 7 7 > _ $ 0 . 5 2 a n d < _ $ 0 . 7 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 R e v e n u e H o u r $ 5 6 . 8 5 $ 5 8 . 1 4 $ 7 1 . 0 2 > _ $ 4 9 . 4 2 a n d < _ $ 6 6 . 8 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 $ 3 . 5 6 $ 3 . 7 2 $ 4 . 3 9 > _ $ 3 . 1 6 a n d < _ $ 4 . 2 8 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 1 3 . 9 0 1 3 . 7 0 1 3 . 3 0 > = 1 1 . 6 5 a n d < = 1 5 . 7 6 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 . 8 7 0 . 8 8 0 . 8 2 > = 0 . 7 5 a n d < = 1 . 0 1 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 4 / 1 5 P l a n t o t h e F Y 2 0 1 4 / 1 5 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 / 1 2 / 2 0 1 4 P a g e 1 o f 1 TABLE 9 — HIGHLIGHTS OF SRTP Operating & Financial Data FY 10/11 FY 11/12 FY 12/13 FY 13/14 Estimate FY 14/15 Planned Systemwide Ridership 8,092,220 8,800,273 9,242,793 9,080,869 9,826,966 Operating Costs Per Revenue Hour $75.96 $78.41 $79.18 $88.05 $90.48 Recent Trends: Proposed Service Changes for FY2015: Operating Budget ($66,792,981): • Increase of 8.2%over FY14 budget. Variance analysis by cost element is provided below: o Salaries —13.2% increase due to service growth, annualization of positions added in FY14, modest headcount growth and wage increases per contract. o Benefits — 9.8% increase due to i ncreacs in OPEB ARC and medical insurance costs. o Services —15.3% decrease due to reduced COA costs. o Materials & Supplies —13.5%decrease due to parts usage reduction. o Purchased Transportation —8.9% increase due to service increase, contracted rates and fuel. Capital Budget ($34,356,167): • RTAs 3-Year Capital Improvement Plan (GP) 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 2015 CI P projects are funded with Federal Sections 5307, 5339 and CMAQ, State Transportation Assistance (STA), and Local Transportation Fund (LTF). A sur r r r iry by project element for FY 2015 is shown below. o Revenue Vehicles - $18.8 million for (23) Direct Operated Fixed Route, (12) Contracted Fixed Route and (36) DARvehides. o Fareboxes - $3.4 rrillion for replacement fareboxes for fixed route fleet. o Facilities - $.3 million for operations and facilities security projects o Maintenance - $1.6 million for support vehides, tire lease and equipment. o Associated Transit Improvements - $.1 million for bus stop enhancements. o Route 1 Limited Bum and Infrastructure - $10 million Table 9B - Fare Revenue Calculation (consistent with Commission Farebox Recovery Policy) Revenue Sources included in Farebox Calculation Actual Amount from FY 2012/13 Audit FY 13/14 (Estimate) FY 14/15 (Plan) 1. Passenger Fares 10,626,487 10,455,634 11,211,511 2.Interest - - - 3. General Fund Supplement - - 4. Measure A 2,602,179 2,859,708 2,956,825 5. Advertising Revenue 18,557 15,000 15,000 6. Gain on Sale of Capital Assets (6,495) - - 7. CNG Revenue 145,968 50,000 100,000 8. Lease/ Other Revenue - - - 9. Federal Excise Tax Refund 1,477,491 400,000 - 10. Investment Income 51,735 20,000 20,000 11. CalPers CERBT 483,758 200,000 - 12. Fare Revenues from Exempt Routes - - - 13. Other Revenues 20,275 - 100,000 TOTAL REVENUE 15,419,955 14,000,342 14,403,336 for Farebox Calculation (1-13) TOTAL OPERATING EXPENSES 53,358,247 61,910,406 66,972,981 for Farebox Calculation FAREBOX RECOVERY RATIO 28.90% 22.61% 21.51% APPENDIX A: RTA SYSTEM MAP AND FIXED ROUTE MAPS ONTARIO , 15 204 f r r -204 Route 204 continues to Montclair Transit Center. JURUPA 14 Loma Linda University Medical Center I� 14 PROSPECT OBARTON: O Loma Linda VA Hospital 0 a 0 A < Route 216 to Village at Orange 4i METROLINK v W z m COMMERCE POMONA _ 216 — —,794-' 1 z 68TH ST Swan Lake MHP LIMONITE 4iiss�o4/840 a MARLAY z w a 1 1 I I 1 11 11 PHILADELPHIA Country Village CC CC m CC zJ o5. GRANITE HILLS EASTVAIfr CITRUS Norco City Hall 4TH Norco a Senior Center d LAMPTON Norco • College 3RD Corona City Hall < OCTA 794 to South 6THST Coast Metro a z GRAND» 1 CORONAmo ' Corona Regional Medical Center 8TH HIDDEN VALLEY EED 15 CC 0 6th 21 Y MISSION BLVD 1UF�FP MIRA LOMA ARLINGTON NORCO • Corona Transit Center 0© 206 Corona Cruiser Corona• Transit Center. • • G ♦ .'♦ o 2 P 206 , t Vintage Terrace t Senior Community Canyon Community t Church Park and Ride t t t 216 • • 206 • LIMONITE 15 1-29 9 9 9 Q�FQ`��, La Sierra University 4, • P� • • tz A� FF 91 1 JURUPA VALLEY The Pedley Metrolink Station w a • uL�wm METROLINK ARLINGTON GOULD» HOLE �f i FFFFO 9y A� B Fy UMOMS 21 3 9GF County COUNTY Mental FARM ealth Galleria at Tyler Kaiser Hosp HOME GARDENS CAJALCO • • • 106 P La Sierra TRouNK Metrolink ';qs Station �9q • • Riverside Transit Agency 29 iverside Downtown 1 10 Terminal 12 13 14 15 16 22 29 49 204 208 210 212 216 Omnitrans215 i Sunline 220 %ssTOHBT`0 44,0 a J� Q TQA 29 SoeP�Q�tAet w CENTRAL �Fy T Galleria at Tyler 0 10 IEEE EE®® OCTA 794 216 12 4t. 29 __-204•--� -rF1- `F� 12 ems= CENTER o v �Q- � v CO 10418 s «COLUMBIA «MARLBOROUGH 3 E o f . Sst 1211/4, .0: SPRU r 3R0 e UNside Ty,? STN o RU Riverside ��`� Community Hospital a + 13 JURUPA s 0 Downtown tit Terminal — T' - 10 �o e 00 0 J� 216 2 GRAND 2 TERRACE HIGHGROVE Y V IUCRO . _ _ _ 204 _ 1' m�BIG SPRINGS 14 , MTETRONNIC, y C TRAL 20 nArcade ARLINGTON T Magnolia & Elizabeth 0®EEmEE UNIVERSI < MASS. 3RD BLAINE MLK 210.--208•==— ML KING x 22 20 20 RIVERSIDE 27 14 VAN BUREN WOODCREST r TEMESCAL CANYON System Map (951) 565-5002 www.RiversideTransit.com =R� Riverside Transit Agency Welcome aboard the Riverside Transit Agency (RTA), your community transportation provider. The RTA operates 45 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 1-800-800-7821 or (951) 565-5002. Route Number Route Path 33333 Commuter Routing Alternate Routing MAP NOT TO SCALE 0 0 Point of Interest Medical Facility Transfer Point Metrolink Station 0 Interstate State Highway Main Road Water Riverside Trolley Rou ROUTE 50 Jury Trolley Legend I Map not to scale COTransfer Point and Information O Medical Facility OTrolley Stops T Market &14th QEE® TEQUESQUITE Eden Lutheran Church Parking Lot United Methodist `0 Church 14TH STREET Riverside O Community Hospital Calvary Presbyterian Church Parking Lot (nearest stop 14th & Magnolia) TERRACINA RAMONA T 10th & Main City Hall 1 OTH ST. 12TH ST. Hall of Count JusticeAdminist alive Center Q Riverside County Court House • 14th & Magnolia QEE® Physical Therapy & Sports Clinic RIVERSIDE • Magnolia & Terracina QEEEE ROUTE 51 Crest Cruiser T University Village &Village Towers Apts 0 16 ®® Hi hlander Shuttle 0 2014 Riverside Transit Agency. Effective Date: May 11, 2014 206 CAJALCO tiP 60 \ 208 z1z CENTRAL /q\ 421' CANYON LOCHM00 CREST Fss9yo \ 90 27 MISSION GROVE W 3 T UCR 0 16 El 204 210 Sunline 220 T Moreno Valley Mall Ell 16 18 19 208 210 Sunline 220 0\SSE BOX SPRINGS 4,1�\t6 ♦1 2013 ALESSANDRO 1 1 1 1 1 208 n MARCH Social J P A • Security Office ~22 ORANGETERRACE MARIPOSA 21 1 1 z OLEANDER 41444 , x MEAD VALLEY 3 0 LOMA LINDA OLD LAKE RD Th***************):\**% PpNA� 3 •`,= MANZANITA o Moreno: s Valley Mall• 1210 16 1 EUCALYPTUS IRONWOOD 0 CC 41 OAKLAND 212 0 VPNg o 35 CO VI CC CENTERPOINT NGATE w is SUNNYMEAD COTTONWOOD city Hall CACTUS o MEYE March ARB \t t 208 ♦• CAJALCO Mead Valley m RIDER s Library Mead Valley Community Center MEADOWBROOK T Lake Elsinore Outlet Center 0 8 Ell 206 ♦ . • • 0♦�05 T Outlet r,2 Centercoe�� a♦ `♦♦ `/y`o4 yo9F `APO: oQ Q 8 Q� 7 8 SOR Co RSNS�\�LEUSD 1�A SOMMER Lake Elsinore cyq 206 • • • 22 • • 74 22 o_ 12 LAKE ELSINORE • • ♦♦♦ !q FF9l?0_0L s 8. City GRAHAM Hall z /0 GF • cx.TROI�,E Village Towers Apartments T Chicago & University Post Office RIVERSIDE T Chicago & Central MEI Legend I Map not to scale 0 Transfer Point and Information 0 Trolley Stops T Iowa & Blaine University Village 204 210 SunLine 220 Highlander Shuttle Crest Dr. • Canyon Crest &Central Ell Canyon Crest Towne Centre • • 212 \♦ ONESTOLI 22 Canyon Lake RAILROAD 40 22 JFK FIR 35 ALESSANDRO 19 19 Walmart 208 212 4TH ST 60 EUCALYPTUS = RCR Medical Center JFK 30 19 T Cherry Hills & Bradley 208 QUAIL VALLEY Fire Station 40 CANYONco LAKE Service will be discontinued May 28, 2014. 4 County Administration Bldg Riverside County Administrative Center RIVERSIDE METROLINK Riverside - Downtown Metrolink Station 13/ T University & Lime MEI Legend I Map not to scale 0 Transfer Point and Information 0 Trolley Stops 20 PERRIS FAIRGROUND 20 El 41 MORENO VALLEY T Moreno Valley College El 18 19 20 T Perris Station Transit Center 19 208 40 0 Canyon Lake City Hall 40 Inland Valley Medical Center MCCALL OS 74 40 74 60 210 CALIMESA STAGECOACH City PLAZA Hall 36 T Hemet Valley Mall 31 • 31 COMMERCE WAY» HIGHLAND SPRINGS • SAN JACINTO 208 Menifee City Hall • IMENIFEE CLINTON KEITH 23 ROHRABACHER Rancho Springs edical Center 74 LA PIEDRA it Loma Linda University m.v Medical Center eta TA HOT SPRINGS 208 T County Center Drive El 24 El 79 • 61 WINCHESTER MORRIETAHOTSPRIN 79 74 THOMPSON 217 79 79 ECHNOLOGY 79 MAGDAS COLORADAS CC TEMECULA Promenade Mall • Promenade Mall (a P.F. Chang's 79 202 206 208 Ea 24 24 24 to Oceanside 202 76 74 212 27 74 791 33 THORNTO MUSTANG COTTONWOOD 42 217 ENTERPRIS FRUITVALE ;21 MENLO ED Hemet g Mall 17 FRENCH VALLEY Temecula Valley Hospital Pechanga Resort 217 • • 31 OAKLAND 21 ACACIA • T Mt. San Jacinto College inline 220 Mt. San Jacinto College, 31 MAYBERRY 32 74 42 33 MAYBERR 27 Soboba Casino VALLE VISTA THORNTON EAST HEMET Temecula Trolley Ysabel namett CM P CC T County Center El 24 El MEI 55 Palm Plaza Shopping Cent Extended Stay America Best Abbott Western Legend I Map not to scale 0 Transfer Pointand Information 0 Trolley Stops The Promenade at Temecula 6\p* RUSTIC GLEN DR kki zit 55 'T Promenade Mall P.F. Chang's VERLAND DR TEMECULP Sunline 220 continues to Palm Desert 01 Temecula Walmart 406. 24 PEPPERCORN Great Oak HS to Escondido Transit Center UCR / Riverside Downtown Terminal to W. Corona Metrolink Station Information Center (951)565-5002 Web site www.RiversideTransit.com Routing and timetables subject to change. Rutas designadas y horarios son sujetos a cambios. IO N Also serving: RCC, California Baptist University, Parkview Community Hospital, Galleria at Tyler, Kaiser Hospital, Corona. No service on: New Year's Day, Thanksgiving Day and Christmas Day. T Riverside Downtown Terminal Riverside Downtown Terminal Boarding Diagram I Page 32 15 16 22 29 49 204 208 210 212 216 Omn trans 215 SunLine 220 T Riverside - Downtown Metrolink Station 0 16 208 210 Eill SunLine 220 Amtrak T Brockton Arcade 0 10 m® RIVERSIDE T Galleria at Tyler 0 10 ®® ®®m 216 T 6th & Main 1 3 Corona Cruiser Blue, Red La Sierra University T Corona Transit Center 0© 206 216 Corona Cruiser Blue, Red T 3 West Corona Metrolink Station r Smith MEIRONNK v 1 F T Auto Center • Corona City H 2 Adams Riverside Downtown • Terminal Mission Inn L University T9 Riverside City College 14th St. Riverside Community Hospital Riverside Central M.S. Plaza T Central Marry Library Parkview liken Parkview • Nov' T Galleria at Tyler T C g 4 T T 5 Kaiser Hospital Villegas M.S. Ramona H.S. 8T 7 Arlington 0 o, Madison California Baptist University Chemawa M.S. Sherman Indian H.S. Arlington Library 6 0 TYIer la Sierra McKinley • • • Home Gardens Library T 6th&Smith 0 Corona Cruiser Red a z Cr Q 7 10 3rd a V V uL»«lu Cesar Chavez - (ommunity Center MEfROLINK Riverside - Downtown Metrolink Station K-Mart Blaine University Village T UCR @ Bannockburn 0® 204 T Magnolia & 14th 50 RTA and Corona Cruiser honor each other's Day and 30-Day passes at shared stops. T La Sierra & Magnolia 0®® T Magnolia & McKinley 0 Corona Cruiser Blue Legend Map not to scale O Time and/or Transfer Point 4 Transfer Point and Information coml Alternate Routing Routing and timetables subject to change. Rutas designadas y horarios son sujetos a cambios. Swan Lake/Pat's Ranch Rd to Belle & 10th Information Center (951)565-5002 Web site www.RiversideTransit.com Also serving: Norco, Norco Senior Center, Norco City Hall, RCC, North Main Plaza, Corona. No service on Sundays or the following holidays: New Year's Day, Thanksgiving Day and Christmas Day. Swan Lake Dr T Hamner & Limonite 29 Harada Heritage Park x T 7 EASTVALE Eastvale Gateway Vernola Marketplace 65th St. 68th St. River Heights I.S. Eleanor E Roosevelt H.S. Citrus St DMV Post Office `pJ J� City Hall Norco Senior Center Norco College 4 T North Main Plaza DPSS 5 6 T «Limonite Ave s T 65th & Pats Ranch Rd 29 Norco Library 6th St. 5th St. 4th St. «Lampton 3rd St. 3rd St. 2nd St. Target Corona Cruiser Blue T Belle & 10th Z Corona Cruiser Blue, Red Q Z 8th St. CO CC Corona CO Senior 4J Center T 1 Library Stan Reyna! Pkwy Ontario 10th St T 3 North Main Plaza nlr♦�m METROLINK 2 T W. Gran Corona Transit Center Carona Mall r T Main &6th o© Carona Regional Medical Poe' Center O NORCO Legend I Map not to scale O Time and/or Transfer Point O Transfer Point and Information T Corona Transit Center 206 216 Corona Cruiser Blue, Red Corona Transit tenter Boarding Diagram I Page 34 RTA and Corona Cruiser honor each other's Day and 30-Day passes at shared stops. 7 Lake Elsinore Outlet Center to Inland Valley Medical Center Information Center (951)565-5002 Web site www.RiversideTransit.com Routing and timetables subjectto change. Rutas designadas y horarios son sujetos a cambios. O, tb Also serving: DPSS, Downtown Lake Elsinore, Senior Center. No service on: New Year's Day, Thanksgiving Day and Christmas Day. T Outlet Center E 8El 6A Lake Elsinore Outlet Center Riverside Dr �\ 15 LAKE ELSINORE Target DPSS Cha Ces'4P�e e5� 'rGGI �Prft Lake Elsinore r rdhCity Hall d'1AT'P �c 1dkP Senior Center . Or 04'* c�a n 3 T Malaga & Mission Trail 0 8 c T 4 ,YR • pep v�' Post Office A d� 3d WILDOMAR `e5` 2 Legend I Map not to scale O Time and/or Transfer Point O Transfer Point and Information LAKE ELSINORE T Walmart 0 8 40 Walmart T Palomar & Central El T 8 Wildomar Qaa Assisted QaSa Living Clinton- a o` Cad Keith Rd \c \v� J� • Inland Valley Medical Center 0® ti Wildomar 9 City Hall T 1 Inland Valley Medical Center Routing and timetables subject to change. Rutas designadas y horarios son sujetos a cambios. O, N 4\P • Ortega Highway Lake Elsinore Walmart to Lake Elsinore Outlet Center Information Center (951) 565-5002 Web site www.RiversideTransit.com Also serving: Stater Bros, Albertsons, Lake Elsinore Recreation Center. No service on: New Year's Day, Thanksgiving Day and Christmas Day. Lake Elsinore Outlet Center P5 Albertson Baldwin 6 74 SINORE 4 LAKE ELSINORE Legend I Map not to scale O Time and/or Transfer Point O Transfer Point and Information ® Alternate Routing 7 T T Outlet Center 0 8 El 206 Chase Bank Albertson l 4 d �d�P�OiI r • 1 T c N 2 Mai 0 A d0 3� Post Office 3 David Brown M.S. WILDOMAR T Railroad Canyon Rd Walmart T 11 Walmart 0 8 40 • Malaga & Mission Trail 0 8 T Palomar & Central 10 Big Springs & Watkins to Galleria at Tyler Information Center (951)565-5002 Web site www.RiversideTransit.com Routing and timetables subject to change. Rutas designadas y horarios son sujetos a cambios. IO N Also serving: Downtown Riverside, Poly High, Gage Middle School, Notre Dame High, Calif. School for Deaf, Arlington High. No service on: New Year's Day, Thanksgiving Day and Christmas Day. Riverside Downtown Terminal Boarding Diagram I Page 32 T Rivers'de Downtown Terminal IO 10 I®I® ® 16 I® 204 208 210 Omnitrans 215 29 I® 14 49 216 SunLine 220 T Brockton Arcade IO 10 14 I® Legend I Map not to scale O Time and/or Transfer Point O Transfer Point and Information cm:=1 Alternate Routing !O cos T Galleria at Tyler l0 10 I®I®Im 216 T Iowa & Blaine 10 Riverside Downtown Terminal fox Theater 1sslonlnn xve ersity Ave 4P �IUniv =1AthSt T 7 Riverside ,moo County Administrative Center Riverside City o, College 0 d coco �T K-Ma r 5 4 o Q44 t, T RTA ohn North h� H.s. ay o, y �P 8 G�dy 6 Riverside (3- Plaza �1a Riverside Sports UCR Complex ■ 10 T County Administration Bldg Cdd9e Y a arge 10 210 T t. 4 • 0:5\°cw P Calif Sch. Dameacre Marc fosar Deaf Ca N' N.S. Library Library Madison St 5 Arcade Brockton Arco Arlington Jack on st H.S. Van Buren fan "We lbki Arlington Library 1 T Galleria at Tyler 2 3 Poly H.S. WB Only Gage M.S. 54 208 Riverside STEM Academy SunLine 220 RIVERSIDE m CS, Kaiser Medical Offices Town Circle a Delays may occur due to construction on Ironwood Ave. Ironwood Ave a 1Ti Routing and timetables subject to change. Rutas designadas y horados son sujetos a cambios. Moreno Valley Mall/March ARB Information Center (951)565-5002 Web site www.RiversideTransit.com Also serving: Sunnymead Middle School, Moreno Valley High School. No service on: New Year's Day, Thanksgiving Day and Christmas Day. T Moreno Valley Mall SunLine 220 Moreno Valley Mall Cente Towngate Blvd MORENO VALLEY T Alessandro & Frederick m 20 City Hall March ARB Sunnymead M.S. r Eucalyptus Ave Moreno Valley H.S. Cottonwood Ave Alessandro Blvd Cactus Ave a. Meyer 1FK Dr O I Counter -clockwise I Clockwise Hemlock Post Office Sunnymead Blvd T Heacock & Sunnymead m 19 T Cottonwood & Heacock m 18 Riverside County Superior Court Tr Alessandro & Heacock 11 20 Legend I Map not to scale 0 Time and/or Transfer Point COTransfer Point and Information Idger Springs M.S. u La Cadena & Stephens to Merced & Magnolia Information (enter (951)565-5002 Web site www.RiversideTransit.com Routing and timetables subject to change. Rutas designadas y horarios son sujetos a cambios. ir® Also serving: Galleria at Tyler, DMV, Downtown Terminal, Salvation Army. No service on: New Year's Day, Thanksgiving Day and Christmas Day. Riverside Downtown Terminal Boarding Diagram I Page 32 RIVERSIDE T Rivers'de Downtown Terminal 0 10 ®®m In 16 El El 204 208 210 Omnitrans 215 T Arlington & Streeter T Van Buren & California County Mental Health La Sierra S u^hersiry yki Q�e e 2E �y 2W d� 1 4 CASA Riverside Z County Farm Rd ° Hole dP rrd co rr 5ti �r • Kaiser Hospital 7 3 T T Juvenile Hall 29 49 216 SunLine 220 Ruth Lewis Community Center/Reid Park Garner -o Center Columbia r °'1 Russell 0 Riverside Downtown Terminal Fox Theater T8Au T County Administration Bldg ®® FiEl 10 210 Arlington T kvb 54 208 SunLine 220 Jurupa 0 1st 5t Salvation Army • c an an e0 a a «Mission Inn University Riverside County Administrative c Center Riverside Hall ofJusticemth Riverside City College » 5 T Galleria at Tyler 0 10 ®® ®®® Janet Gaeske Ctr' DMV ears Hardman Center Riverside Plaza a 216 Galle a at Tyler T Merced & Magnolia 0®® 14 6 V� 7 d I Jurupa FZd6`°r6 T Magnolia & Elizabeth 0®® 14 El 0 20 Legend I Map not to scale OTime and/or Transfer Point OTransfer Point and Information an Alternate Routing 13 Routing and timetables subjectto change. Rutas designadas y horados son sujetos a cambios. IO N Spruce & Atlanta to Galleria at Tyler - Riverside Information Center (951) 565-5002 Web site www.RiversideTransit.com Also serving: Galleria at Tyler, DPSS (Tyler office), Riverside Airport, RCC, RTA Headquarters. No service on: New Year's Day, Thanksgiving Day and Christmas Day. 'IS Chicago & University 0® 14 16 T Iowa & Spruce ®® Westbound T County Administration Bldg ®® 10 210 54 SunLine nerside Downtown Terminal T Rivers:de Downtown Terminal 0 10 ®® ® 16 El Riverside Downtown Terminal Boarding Diagram I Page 32 29 14 49 204 208 210 Omnitrans 215 216 SunLine 220 T 14th & Magnolia 0®® RIVERSIDE • Arlington & Monroe 15 T Colorado & Van Buren ®® Norte Vista H.S. o° • • • • Walmart P T Arlington&Tyler ®® T 2 Wells M.S. a G DPSS 208 d s SQv T 220 0 �\�etSs� Library O T 00 1 Riverside Community Hospital Central M.S. • 50 Riverside Airport T Riversid City Hall T4 Riverside County Administrative Center Riverside City College ✓, Riverside do Plaza O P9 0 A (0.6• ASierra M.S. `p\ 07 so. e Galleria �aA at Tyler 1 T o� 3 Sa`°'° /Eastbound 0 °' John North H.S. Post Office 90 6 Stratton Community Center Legend I Map not to scale OTime and/or Transfer Point OTransfer Point and Information ® Alternate Routing T Galleria at Tyler En 10 ®®® m Routing and timetables subject to change. Rutas designadas y horarios son sujetos a cambios. O Riverside Downtown Terminal Boarding Diagram I Page 32 Galleria at Tyler to Riverside Downtown Terminal to Loma Linda VA Hospital Information Center (951) 565.5002 Web site www.RiversideTransit.com Also serving: Galleria at Tyler, Riverside Auto Center, Calif. School for the Deaf, Riverside Medical Clinic, RCC. No service on: New Year's Day, Thanksgiving Day and Christmas Day. RTA does not serve Michigan Ave., Omnitrans Route 325 does. COLTON �P�o��° • ' • Nosk SPN 0`•*N\y • • , . T Rivers'de Downtown Terminal IO 10 IEEE I® 16 I® 29 14 49 204 208 210 Omnitrans 215 T Brockton Arcade IO 10 =El 216 SunLine 220 T Galleria at Tyler 0 10 ®® ®I®Im 216 Galleria : at Tyler : T 1 14 o� aP ac a� �c Riverside Downtown Terminal • 4 Riverside Q Community o Hospital m T 3 Riverside Plaza T K-Mart California School Riverside for the Deaf Medical Center Madison 2 L T Loma Linda VA Hospital 14 Omnitrans 2, 325 wco tnosVe toe 7 T N Loma Linda University r d VA VA" Hospital li u LOMA L I N D A,••• Loma Linda `Os\‘‘'SV University Hospital .'.\ • • ,\k\\ ' 6T 3tdle\a��e 5T etgt1 Cesar Chavez , inanity Center University pye village GRAND TERRACE HIGHGROVE `Michigan & Center 14 Omnitrans 325 T Iowa&Blaine 10 14 I® T University & Lemon SunLine 220 RIVERSIDE Legend I Map not to scale O Time and/or Transfer Point O Transfer Point and Information 15 Routing and timetables subject to change. Rutas designadas y horarios son sujetos a cambios. .0 N Riverside Downtown Terminal to Merced & Magnolia Information Center (951)565-5002 Web site www.RiversideTransit.com Also serving: Hardman Center, Riverside Airport, Metrolink, La Sierra, Cal. Paramedical College. No service on: New Year's Day, Thanksgiving Day and Christmas Day. T Riverside Downtown Terminal 15 16 22 29 49 204 208 210 212 216 Omnitrans215 SunLine220 Riverside Downtown Terminal Boarding Diagram I Page 32 T 14th & Magnolia IIII�®® Legend I Map not to scale O Time and/or Transfer Point O Transfer Point and Information an Alternate Routing 6 La Sierra University Q e<<e T Arlington & Van Buren ®® Loma Vista M.S. La Sierra • Senior Center.• 5 LA SIERRA T Norte Vista H.S. T La Sierra & Hole ®® Hol �d La Sierra & Magnolia 0®® La sierra H.S. Fox Theater 50 vs\s0e T d�a .tom ho eiree „ T 11 ` 0,\\° Riverside « City Hall Riverside Downtown Terminal �NchSs de ommunity Hospital Central M.S. T Brockton Arcade 0 10 m® RIVERSIDE y Riverside �t:P Airport ., n7 �7 T Arlington&Monroe 111 �aa 15 �a Kaiser Hospital La Sierra Metrolink �a Hole 3 T METROLINK P Hilkrest N.S. S lye 2 4 T t G /I,6),„ Galleria at Tyler Arizona M.S. T IT Riverside City College 9 10 Marcy . Library Sears 8 • e co `yak Arlingto Sgaa d T Riverside Plaza 9 a 00 T Arlington & Streeter ®® T Galleria at Tyler 0 10 ®®m ®®® �,oso e 216 T La Sierra Metrolink OCTA 794 16 Riverside Downtown Terminal to Moreno Valley Mall Information Center (951) 565-5002 Web site www.RiversideTransit.com Routing and timetables subject to change. Rutas designadas y horarios son sujetos a cambios. ION T University & Lemon .11 Ell 10 14 Also serving: Downtown, UCR, Canyon Crest Towne Center, Canyon Springs Plaza. No service on: New Year's Day, Thanksgiving Day and Christmas Day. 16 MORENO VALLEY 204 208 210 SunLine 220 UCR Canyon Crest Os University Village Lemon' Fax Theater Market. 3 T T Canyon Springs Plaza Moreno Valley Mall 4 Town Circle T �o� SACS • eC�c m e • • Canyon Crest Towne Center Cesar Chavez Community Center me 2 Day St. Target T Moreno Valley Mall m 16 18 19 208 210 SunLine 220 RIVERSIDE T UCR @ Campus Dr Riverside - Downtown Metrolink Station T nL�«lu METROLINK T Riverside Downtown Terminal Legend I Map not to scale O Time and/or Transfer Point © Transfer Point and Information ® Alternate Routing 16 51 T Riverside - Downtown Metrolink Station 0 16 208 210 SunLine 220 Amtrak T Riverside Downtown Terminal 0 10 ®®0 ® 16 El 29 49 204 208 210 Omnitrans 215 216 Riverside Downtown Terminal Boarding Diagram I Page 32 Routing and timetables subject to change. Rutas designadas y horarios son sujetos a cambios. • Moreno Valley Mall Ell SunLme220 Moreno Valley Mall y Sunnymead Ranch to Moreno Valley College Information Center (951)565-5002 Web site www.RiversideTransit.com Also serving: Moreno Valley Mall/Hometown Buffet, Canyon Springs High School, Sunnymead Ranch, Moreno Valley High School, Vista Del Lago High School, Riverside Community College. No service on: New Year's Day, Thanksgiving Day and Christmas Day. Old Lake Rd m Vista Heights M.S. Canyon Springs H.S. x Centerpoint ate Moreno Valley s H.S. Cottonwood T Cottonwood & Frederick m Sunnymead Ranch T Cottonwood & Heacock m Manzanita x Cottonwood MORENO VALLEY Legend I Map not to scale O Time and/or Transfer Point O Transfer Point and Information ® Northbound Only Badger Springs M.S. O T Perris & Alessandro 1FK Vista Del Lago v H.S. Gentian Moreno ^ Valley College Cahuilla» Vista Verde M.S. 19 Routing and timetables subject to change. Rotas designadas y horarios son sujetos a cambios. Moreno Valley Mall 8 T 70 Moreno Valley Mall to Perris Station Transit Center - Trumble Rd Information Center (951)565-5002 Web site www.RiversideTransit.com Also serving: March Mountain High School, RCC, Perris, Perris High School. No service on: New Year's Day, Thanksgiving Day and Christmas Day. Circle T Moreno Valley Mall m El 16 18 Centerpoint 19 208 210 SunLine 220 7 Sunnymead Blvd T T Sunnymead & Heacock m 19 MORENO VALLEY T Perris & Ramona Expwy 19 41 T Ross/Lowe's/Starcrest 19 41 Legend I Map not to scale O Time and/or Transfer Point O Transfer Point and Information a Alternate Routing ao Long-term Detour Routing March Mountain H.S. T 6 O T Perris & Alessandro 18 19 20 T Moreno Valley College 18 19 20 41 Alessandro Badger Springs M.S. s Iris • . Ramona Expwy Val Verde A H.S. z 3 Morgan Ross/Lowe's/ Starcrest T Perris Valley Spectrum Walman 5 T 4 Krameria Moreno Valley College Penis Fairgrounds Service to fairgrounds: Page 97 r range Perris 10 cheater T Valley Plaza Hospital T 19 30 Kindred Hospital Riverside Nuevo PERRIS Was City Hall E San Jacinto T Perris Station Transit Center MEI 19 208 30 74 Perris H.S. Jarvis Perris Station Transit Center W 4th Perris Station Transit Center Boarding Diagram I Page 33 Trumble Rd at EXCEED 74 ' 1 zo Routing and timetables subject to change. Rutas designadas y horarios son sujetos a cambios. Magnolia Center, RCR Med Ctr, MoVal Comm Hosp, Moreno Valley College Information Center (951)565-5002 Web site www.RiversideTransit.com No service on: New Year's Day, Thanksgiving Day and Christmas Day. T Perris & Alessandro T Alessandro & Frederick m 20 T Central & Victoria 10 20 Chicago •12 Riversi Plam Magnolia» Birch a+ Brockton Moreno Beach Nason» RCRMC Lasselle Moreno Valley School District Moreno Valley Library Indian Post Office Frederic Day St. a Moreno Valley City Hall Kaiser Permanente Hosnital • Moreno Valley College Peninsula Kitching N n V J Mission Grove Mission Grove Plaza Trautwein RIVERSIDE Indian Moreno Valley College Y MORENO VALLEY Mission Grove at Social Security T Mission Grove @ Social Security 20 Legend I Map not to scale O Time and/or Transfer Point O Transfer Point and Information om Alternate routing when school is in session 21 Galleria at Tyler to Country Village Information Center (951) 565-5002 Web site www.RiversideTransit.com Routing and timetables subject to change. Rutas designadas y horados son sujetos a cambios. Also serving: Glen Avon Library and Van Buren. No service on: New Year's Day, Thanksgiving Day and Christmas Day. Marlay Philadelphia T Mulberry & Marlay T - Omnitrans 82 Cherry Oj FONTANA S A N BERNARDINO COUNTY Country Village 5 T JURUPA San Sevaine VALLEY T Country Village 49 204 Ben Nevis Mission Blvd. GLEN AVON RIVERSIDE COUNTY Glen Ave Library lurupa Valley H.S. Mira Loma T Jurupa Limonite T Etiwanda & Limonite Legend I Map not to scale O Time and/or Transfer Point O Transfer Point and Information 29 4 11 m METROLINK the Pedley Station PEDLEY 73 3s 3N Riverside County Animal Control Arlington • Arlington & Van Buren 15 21 RIVERSIDE ♦ Galleria at Tyler 0 10 ®®m ®®® 216 02 Walmart Galleria at Tyler G, �T 1 T California & Van Buren ®® Gf T a9°o\�a Arlington Library Routing and timetables subject to change. Rutas designadas y horarios son sujetos a cambios. Riverside Downtown Terminal Mission Inn FLP 110 • University e: Riverside • City Hall O Riverside Downtown Terminal to Lake Elsinore Outlet Center Information Center (951) 565-5002 Web site www.RiversideTransit.com Also serving: Lake Elsinore, Mead Valley, Woodcrest, & Kmart. No service on: New Year's Day, Thanksgiving Day and Christmas Day. T Rivers•de Downtown Terminal 9 Post Office 9i 0 10 ®® ® 16 El 29 14 49 204 208 210 Omnitrans 215 d7 O 216 SunLine 220 Riverside Downtown Terminal Boarding Diagram I Page32 G dG �d7 Alessandro Van Buren» Martin Luther King H.S. Markham 0- Citrus Hill H.S. WOODCREST T Outlet Center El 8 El 206 Nichols Lake Elsinore Outlet Center Riverside Cenval Mission Grove Plaza Social Security Office 7 T Mariposa 6 N� T 8 T Cajalco Rd & Clark St. Legend I Map not to scale O Time and/or Transfer Point O Transfer Point and Information RIVERSIDE • Mission Grove at Social Security 20 22 T Trautwein & Van Buren Oleander Tomas Rivera ,H.S. x Cajalco Mead Valley Library Rider St o• T MEAD VALLEY LAKE ELSINORE 74 Meadowbrook 2 5 74 511 PERRIS San Jacinto Ellis 4 N Perris Perris Station City Hall Transit senior curer Center d `2. ^ 4th 3 • f Perris Station Transit Center ®II® 30 m 19 208 Perris Station Transit Center Boarding Diagram I Page 33 23 Temecula - Murrieta -Wildomar Information Center (951) 565-5002 Web site www.RiversideTransit.com Routing and timetables subject to change. Rutas designadas y horarios son sujetos a cambios. Wildomar City Hall 0 Ja me �A Also serving: Inland Valley Reg. Medical Center, Rancho Springs Medical Center, Chaparral High School, County Center Drive. No service on: New Year's Day, Thanksgiving Day and Christmas Day. 9 T P�P�pp WILDOMAR Murrieta Night Valley Nik HS �n�7 'P at urrieta �` Qk.Ny Librar dMurrieta City Hall Br$enlar 90 Center 7 T Walmart 202 206 Inland Valley Regional Med Ctr Nutmeg Ka\t��a T Inland Valley Hospital 0® MURRIETA Clinton Keith • Skyview Ridge Amanda . �� Apts a <_ Cz,Vf.0aks l7 cpa �o�PP"actie Murrieta Hot Springs 5 • Walmart TEquity Dr&YnezRd 23 24 55 61 4 Oa T Rancho Springs Medical Center 79 217 IT County Center Drive El 24 El 61 79 T Hancock &Los Alamos 61 3 Vista Murrieta a H.S. 4��tie�°o Post Office Los Alamos • T Los Alamos & Whitewood Legend l Map not to scale O Time and/or Transfer Point O Transfer Point and Information ® Alternate Routing 208 �c •• T • a Murrieta • • ��a a0� Town [enter O- �G�OP. 'yoff 9S �*9,r O� 6mceMellman Community Libra Promenade Mall z a 11,1 94 a' O, N 2 I Rancho Temecula Town Center Winchestet Nico/a Chaparral H.S. TEMECULA 79 24 County Center Drive to Pechanga Resort/Temecula Valley Hospital Information Center (951)565-5002 Web site www.RiversideTransit.com Routing and timetables OPERATED BY TROLLEY. Also serving: County Center Drive, Temecula Schools, Temecula Stage subject to change. Stop & Old Town. No service on: New Year's Day, Thanksgiving Day and Christmas Day. Rotas designadas y horarios son sujetos a cantos. ... Isi QaTFGi o� ��i ,�� , Riverside Grate County Hellman faun Community Library _ w`oc 67' T County Center Drive ®®m 61 Palm Plaza 79 T Temecula Stage Stop 24 79 Temecula Stage Stop 3 4 Old Town 6th Main 1st T 0 r� Post Office ernecula City Hall L9 Promenade Mall 79 Solana R Equity Dr&YnezRd ®® 79 Chaparral HS 61 m TEMECULA ,btAaMargotita Temecula kl M.S. E.S. Town Ctc Target Rancho California Rancho Vista PZ9a Temecula Library Temecula Valley Hospital A, Palomar Village y 6 Legend I Map not to scale O Time and/or Transfer Point O Transfer Point and Information m Alternate Routing oa a Temecula Valley H.S. auba Rd. DePortola 2 Temecula Pkwy 0 Walmart Vail Ranch Red Hawk Pkwy Pechanga Resort rya OVet�a� a Birdsall Sorts Park v OVIA 0 « Peppercorn Great Oak H.S. Routing and timetables subjectto change. Rutas designadas y horanos son sujetos a cambios. O' Galleria at Tyler to Hemet Valley Mall and Florida & Lincoln Information Center (951) 565-5002 Web site www.RiversideTransit.com Also serving: Riverside National Cemetery, Perris High, &Valle Vista. No service on: New Year's Day, Thanksgiving Day and Christmas Day. T Sun City- Stater Bros.Nons m 40 61 74 T Galleria at Tyler 0 10 ®® ®®® 216 Galleria at Tyler Tyler RIVERSIDE California Citrus State Historic Park WOODCREST MLK High 411 Perris Station Transit Center 208 19 208 El ®® Perris Station Transit Center Boarding Diagram I Page 33 Perris Station • Transit Center Sun City '• C St „ieraryStinCity = MENIFEE "n%, =� 4 " Bradle SUN CITY Heritage N.S. Target Hemet Valley Mall a `o Hemet City Hall 3 Leon 2s T hir 30 74 91 Van Buren $ Washington Wood Rd • 5 1- 7 WI . 6T Riverside National Cemetery Perris z Perris Redlands H.S. ROMOLAND Gilmore o ' Lyon F0 655,N2y %"0o T Hemet Valley Mall m 79 ®® Van Buren Drive -In Theater Trautwein CU IV o, og Orange Terrace • Community Center T Trautwein & Van Buren ®® March Field Air Museum PERRIS HEMET ob LincolnVLLE VISTA vallevistabarary Grant d T 9 Legend I Map not to scale OTime and/or Transfer Point fO Transfer Point and Information =WI Alternate Routing when school is in session ® Long-term Detour Routing 29 Riverside Downtown Terminal to Hamner & Limonite Information Center (951)565-5002 Web site www.RiversideTransit.com Routing and timetables subject to change. Rutas designadas y horarios son sujetos a cambios. O , Also serving: Belltown, Downtown Rubidoux, Rubidoux Academy, De Anza Plaza, Vons Shopping Center. No service on: New Year's Day, Thanksgiving Day and Christmas Day. Hamner Eastvale Gateway Pernola Pats :. nch Rd Marketplace T 65th & Pat's Ranch T Limonite & Archer JURUPA VALLEY Etiwanda Archer lurupa 14 Cinemas DeAnzaPlaza Legend I Map not to scale OTime and/or Transfer Point OTransfer Point and Information orm Alternate Routing RIVERSIDE Riverside Downtown Terminal Fairmount Fox Park ` Theater Mar& Riverside Downtown Terminal Boarding Diagram I Page 32 T Hamner & Limonite r Etiwanda & Limonite Collins Pedley EASTVALE MIRA LOMA METROLINK The Pedley Station PEDLEY Camino Real Post Dffio T Riverside Downtown Terminal 15 16 22 29 49 204 208 210 212 216 Omnitrans215 SunLine220 Rubidoux N.S. RUBIDOUX T Mission & Rubidoux 30 Perris - Weston & Strohm to Walmart Information Center (951)565.5002 Web site www.RiversideTransit.com Routing and timetables subject to change. Rutas designadas y horarios son sujetos a cambios. 3 0 Weston San Jacinto m Also serving: Perris High School, Civic Center, Post Office, Library. No service on: New Year's Day, Thanksgiving Day and Christmas Day. Ramona Expressway Perris Station Transit Center Boarding Diagram I Page 33 T Perris Station Transit Center ®® 30 m 19 208 Placentia O Walmart • Valley Plaza Hospital 19 30 Orange Nuevo Rd. Nuevo & Ruby 6 n Perris Senior ' • Sanlacintocenter PerrisaryHau 2 Perris Station Transit Center 4th 2 7th 11th ,T EB 4 !WB WB Library EB/VVB PERRIS Legend I Map not to scale O Time and/or Transfer Point O Transfer Point and Information Perris H.S. Mildred n WB< iEB/we San Jacinto V EB 5 T v 4th • c • Post Office • 11th r� 3 Ellis T Wilkerson & 4th 30 74 a c c 31 Beaumont/Banning to San Jacinto & Hemet Valley Mall Information Center (951) 565-5002 Web site www.RiversideTransit.com Routing and timetables subject to change. Rutas designadas y horarios son sujetos a cambios. O, N Also serving: Walmart, Kmart, Riverside County Administration Complex, Mt. San Jacinto Community College. No service on: New Year's Day, Thanksgiving Day and Christmas Day. • Walmart ®® BEAUMONT/ BANNING Legend I Map not to scale 4 Time and/or Transfer Point OTransfer Point and Information T Hemet Valley Mall m®®®m m 79 • Hemet • FrWoar4kfof ce Valle Ve o Mall' Ven/oAve T 1 Hemet "lathy e Unified h eol Ararid4 mAvP Distrirti Deyon:Oho/IP c Q 2 4v 'VaYbPrt c YAve 3 79 3 Lamb Canyon PassTransit 210 SunLine 220 Super Walmart ZddS • tois Kmart q 5 m z F� SLoto, B%a of Sun s Lakes Village T Sun Lakes Blvd. PassTransit T Mt. San Jacinto College ®®m®® T 4 Ramona EX San Jacinto pY H.S. FspianadPAve Riverside County Courthouse o c Hemet City Hall T aricia4e nth/ riP% Mt. San Jacinto Comm College SAN JACINTO T Buena Vista & Devonshire HEMET d 32 Hemet Valley Mall to Mount San Jacinto College Information Center (951) 565-5002 Web site www.RiversideTransit.com Routing and timetables subject to change. Rutas designadas y horarios son sujetos a cambios. O Also serving: Hemet Hospital. No service on: New Year's Day, Thanksgiving Day and Christmas Day. 2 T San Jacinto & Esplanade ®mm T Hemet Valley Mall 74 79 212 217 Hemet Valley Mall/Sears Florida Ave. Regal Cinemas Hemet HEMET Devonshire Hemet Unified School District Stetson Sa r ecrest T Mt. San Jacinto College IBM 74 ®® Mt. San Jacinto Comm College Ramona Expressway sa acinto H.S. Monte San Jacinto De, ista M.S. City Hall San Jacinto Main St. Senior Center 1 Menlo Hemet DPSS Valley Medical Center Latha Hemet City Hall Acacia Acacia M.s. Mayberry Thornton 7th St. Esplanade Regal San Jacinto Metro 72 Super Walmart IIN Main St. North Mountain M.S. 7th St. Commonwealth 5 A N JACINTO T San Jacinto & Latham Florida Ave. Evan y.l Legend I Map not to scale O Time and/or Transfer Point O Transfer Point and Information ® Alternate Routing 33 Routing and timetables subject to change. Rutas designadas y horarios son sujetos a cambios. i O Hemet - Sanderson to East Hemet Information Center (951) 565-5002 Web site www Riversi eT • nsi c m Also serving: Hemet Valley Mall, Hemet mobile home parks. No service on weekends or on the following holidays: New Year's Day, Thanksgiving Day and Christmas Day. • Florida & Stanford m® T Florida & San Jacinto 0®® ip San Jacinto & Oakland San Jacinto St DPSS c N Buena Vista St» 0 Simpson Senior Center N State St N Lyon Ave Q Kirby St Hemet Valley Mall Sanderson Ave T Hemet Valley Mall ®®®®m 74 79 ®® O Hemet Valley MediralCenter Stanford St 31 Dartmouth M.S. Dartmouth St EAST HEMET i S Columbia St • a 0 San Jacinto St 5 Gilbert St a .o HEMET N Gilmore St a rf •SLL ocial .'Security Office W Devonshire Ave Legend I Map not to scale OTime and/or Transfer Point 0 Transfer Point and Information Target as i S Lyon Ave HH.S. 22 Hemel S State St S Lyon Ave T Sanderson & Thornton ®m Sanderson Ave m O� Super o Walmart S S Cawston Ave 35 Beaumont/Banning to Moreno Valley Mall Information Center (951)565-5002 Web site www.RiversideTransit.com Routing and timetables subjecttodrange. Rutas designadas y horarios son sujetos a cambios. IO N Also serving: Walmart, Kmart, City Hall, Riverside County Regional Medical Center. No service on weekends or on the following holidays: New Year's Day, Thanksgiving Day and Christmas Day. ��e e Moreno Valley Mall 1 BEAUMONT/ BANNING 4,,. 9rfj 2 • Sun Lakes Blvd. ®® PassTransit * Walmart 31 35 PassTransit 210 SunLine 220 60 �P de. Auto Moll Super Target Stoneridge Towne Centre pPr/��/` 09 fl 4c� ex T Moreno Valley Mall m SunLine 2 2 60 T `Pt Valley View HS Senior Center T Senior Center 19 4 Super Walmart yo 3 T RCRMC 9s 'T uper Walmart o� 1k. T RCRMC MORENO VALLEY 20 §S 5 Kmart T �QS SpO�a Sun Lakes Village ®0 Legend I Map not to scale O Time and/or Transfer Point O Transfer Point and Information Routing and timetables subject to change. Rutas designadas y horarios son sujetos a cambios. O Lake Elsinore to Sun City Information Center (951) 565-5002 Web site www Riv. Tr. n I . m Also serving: Lake Elsinore, Quail Valley, Canyon Lake, Sun City. No service on Weekends or on the following holidays: New Year's Day, Thanksgiving Day and Christmas Day. T Cherry Hills & Bradley ® 40 61 m 208 Sun Gty • Library g T 4 Menifee (tyHall Bradley Rd StaterNons Evans Center .o v s Kay Ceniceros c Senior Center r.- z SUN CITY 3 «Berea CC A Railroad Canyon Rd MENIFEE Quail Valley Main Fire Station #5 Goetz Rd Gate 8 Canyon Lake 2 City Hall QUAIL ' o�,<\"S VALLEY �a°� d� lo'4ay a LAKE ELSINORE Legend I Map not to scale OTime and/or Transfer Point OTransfer Point and Information CANYON LAKE T Walmart Q Y 8 40 Walmart Routing and timetables subjectto change. Rmas designadas y horarios son sujetos a cambios. O Mead Valley Community Center to Moren h Valley College and RCRMC Information Center (951)565-5002 Web site www.RiversideTransit.com Also serving: Rancho Verde High School, RCC MoVal, Riverside County Regional Medical Center. No service on the following holidays: New Year's Day, Thanksgiving Day and Christmas Day. MEAD VALLEY Oa oil Rider St 1 T Mead Valley Community Center T Cajalco Rd & Clark St. ®m Cajalco Rd. T RCRMC 20 41 MORENO VALLEY 4IT Moreno Valley College 18 19 20 41 T Perris & Ramona Expy 19 41 Ross/Lowe's/ Ramona Starcrest Expy .... cc 'A Val c Cad Verde H.S;, : Starcrest2 v.v. 2 T Morgan St • Ross • T Ross/Lowe's/Starcrest 19 41 RCRMC 1FK Dr Gentian Ave T • 7 6 Cactus Vista Del Logo H.S. Iris Ave T S T 3 Krameria m Moreno Iley College Rancho Lasselle & Verde Via DeAnza H.S. Via De Anza Rider St 4 PERRIS Legend I Map not to scale tO Time and/or Transfer Point 0 Transfer Point and Information n Routing and timetables subject to change. Rutas designadas y horarios son sujetos a cambios. rO San Jacinto - Hemet Information center (951) 565-5002 Web site www.RiversideTransitcom Also serving: San Jacinto, Soboba Springs MHE, Caravana ML, San Jacinto TP, Tradewinds ML, Grandview MHP, Las Casitas MHP, El Rancho MHE, Valley Hi MHP. No service on Sundays or the following holidays: New Year's Day, Thanksgiving Day and Christmas Day. Legend I Map not to scale O Time and/or Transfer Point O Transfer Point and Information S A N s`°, JACINTO (*- 2E e San Jacinto Community .r. 5'� Center -dF 3 f Super j;d� P9GP d0✓dc4 o Walmart 5 52' P f :.4" 9�P 1r c-c. EXCEED ° Ste,¢. , �/ Riverside County ,C1 �cc Child Support Services d� 9�t, 2W Ramona Expy s a�lan' 4i�i P to„, i 9 San Jacinto City Hall 4 • • F; L 04- Soboba Rd Soboba Casino 6 O Lz - Soboba Springs © Mobile Home ▪ Estates T San Jacinto & Esplanade ®mm i ►`r �6 l r m<o, T HEMET Hemet Valley Mall 4,14 T Stater Bros T Hemet Valley Mall m®®®m m 79 ®® 49 Routing and timetables subject to change. Rutas designadas y horarios son sujetos a cambios. 0 CC 0 z w m IO N 0 0 CC CC Riverside Downtown Terminal to Country Village Information Center (951) 565-5002 Web site www.RiversideTransit.com Also serving: Riverside, Rubidoux. No service on: New Year's Day, Thanksgiving Day and Christmas Day. T Rivers de Downtown Terminal 0 10 ®®m ® 16 I® 29 49 204 208 210 Omnitrans 215 216 Sunline 220 Riverside Downtown Terminal Boarding Diagram I Page 32 RUBIDOUX Palley Way T Mulberry & Marlay I® 49 Omntrans /0' EddieSmithDPSSLouis Senior Robidoux Center Library RIVERSIDE Riverside Downtown Terminal Fox. Entertainment Plaza r • P 3 The Cove GG Waterpar": 'Gd Camino Real Glen Avon Patriot Heritage Park H.S. a m Pyrite 2 Count yVillage Rd 1 T ro Pediey8d Feispar 4 T GLEN AVON COUNTRY VILLAGE Country • Cabernet a Village Country Village 21 49 204 �5 Mission & Rubidoux 29 49 Legend I Map not to scale O Time and/or Transfer Point O Transfer Point and Information Routing and timetables subject to Mange. Rutas designadas y horarios son sujetos a cambios. IO N JuryTroIIe Information Center (951) 565-5002 Web site www.RiversideTransit.com Also serving: Jury Remote Parking to 12th & Main, Riverside County Courthouse. Runs Monday — Thursday Only. No service on the following holidays and court closure days: New Year's Day, MLK Day, Lincoln's Birthday, President's Day, Washington's Birthdays, Cesar Chavez Day, Memorial Day, Independence Day, Labor Day, Columbus Day, Veterans Day, Thanksgiving Day, Christmas Day. T Market&14th 0®® 11th St. 50 o m 14th Street Riverside Community Hospital Calvary Presbyterian Church Parking Lot (nearest Tequesquite Magnostop a) — Magnolia) Eden Lutheran Church First United Methodist Church of Riverside m Rice Terracina Central M.S. Ramona Riverside City Hall 10th St. T T T A Riverside Family Law Courthouse A 12th St. Riverside County Court House County Administrative Riverside Center Hall oflustke T 14th&Magnolia 0®® Riverside Sports Clinic 50 Legend I Map not to scale 0 Time and/or Transfer Point OTransfer Point and Information O Stop RIVERSIDE Riverside City College T Magnolia & Terracina 0®® 50 51 Crest Cruiser UCR - Canyon Crest Towne Centre Information Center 0511565-5002 Web site www.RiversideTransit.com Routing and timetables subject to change. Rutas designadas y horarios son sujetos a cambios. O No service on weekends or the following holidays: New Year's Day, MLK Day, Presidents Day, Thanksgiving Day and Christmas Day. Route operates on UCR academic days only. No service June 16 - Sept. 26. T University Village& Village Towers Apts 016® T Chicago & University 0® ®® Andulkn Park Rite -Aid Library Citibank Riverside County Workforce Center H-Mart Stater Brothers '. Village Towers Apartments ilniversityAv- Food 4 Less Bank of America ,e Post Office Vassarst MIr(Bfvd Unive Vdk Bannockburn Village OniversityAv- T UCR @ Bannockburn 0® UCR Lot 30 El 204 SunLine 220 RIVERSIDE • Chicago & Central ®® Centra, Legend I Map not to scale O Time and/or Transfer Point O Transfer Point and Information Q Stop Lot Crest Dr. 410/8/v, Montevista Via Ppebio .spnost. T Iowa & Blaine 10 14 Eli Riverside Sporn o Complex S Blaine© o c V UCR T Canyon Crest & Central Ein 16 Ralph's Cline's Hallmark Post Office Rite -Aid Canyon Crest Towne Centre Routing and timetables subject to change. Rutas designadas y horarios son sujetos a cambios. O Commerce St. Metrolink Parking Lot to County Administrative Center EVERYONE RIDES FREE No service on county holidays: New Year's Day, MLK Day, Lincoln's Birthday, Washington's Birthday, Cesar Chavez Day, Memorial Day, Independence Day, Labor Day, Columbus Day, Veterans Day, Thanksgiving Day and Christmas Day. Service will be discontinued May 28, 2014. Mission Inn Hotel & Spa T County Administration Bldg ®® 10 210 54 208 Saltine 220 Past Office /0 oc� thsto� o• • T© Riverside County Administrative Center 71ths� 74 U.S. District thst Court 9rhst RIVERSIDE /1/ /6 dry qke uLy«ln METROLINK Riverside - Downtown 74(27 Metrolink Station �0/`Prs/y 9vP Commerce St Metrolink Parking Lot 91 I I / / / / 70 f thst kpFST Np Legend I Map not to scale Qs Stop Q Transfer Point and Information 55 Promenade Mall - Harveston EVERYONE RIDES FREE Routing and timetables subject to change. Rutas designadas y horados son sujetos a cambios. O Also serving: Chaparral High School, Ysabel Barnett Elementary School, Abbott, Promenade Mall, Harveston and County Center Drive. No service on: New Year's Day, Thanksgiving Day and Christmas Day. No service June 16 - August 8. 4kQ TEMECULA 04�� T Equity Dr & Ynez Rd 1111 ®m® 79 61 4 Fr (Babel tj'l Barnett a _rts R V I.J I ON Equity D v T County Center Drive 23 24 61 79 55 westot\Ot Grace Mellman Community Library Extended Stay America ulr P P< •• p 0' Palm Plaza Shopping Cente Ovet�a�aOt Legend I Map not to scale Qs Stop Q Transfer Point and Information a�soo��a qs\ «Township Rd e ton ay Th e Promenade at Temecula Abbot gest Laboratori Western k Castro Chaparral H.S. Rustic Glen Dr Rancho Temecula Town Center / 0/ asgd T Promenade Mall Parking Structure ® 79 202 206 208 131 Overland Dr M aot 9 pwy dam. - 'o- 61 Rowing and timetables subjectto change. Rutas designadas y horarios son sujetos a cambios. O Sun City -Menifee -Murrieta -Temecula Information Center (951) 565-5002 Web site www.RiversideTransit.com Also serving: Sun City Center, Loma Linda Medical Building. No service on Sundays or on the following holidays: New Year's Day, Thanksgiving Day and Christmas Day. 5 U N w CITY a T Cherry Hills & Bradley 40 61 74 Chambers Ave 208 McCall Blvd 6 5 r . • 'Sun City 21/ Library Menifee City Hall Newport Rd Countryside La Piedra Marketplace 6 Legend I Map not to scale O Time and/or Transfer Point O Transfer Point and Information T MSJCMenifee 0 61 Keller» La Pied 4 ISK nifee a 0 a Scott Rd A Pr?,: Target Linnel ?: Clinton Keith e Vista Murrieta NS Ads J MURRIETA % 0 , t d "0 \\S 96P �,k T Equity Dr&YnezRd 79 3 Loma Linda University Medical Center ooa 40elk 0 osPace S.* 0 QaF " Rancho v95 — Springs Medial Center 2 r Domenigoni Pkwy MENIFEE T Hancock & Los Alamos Murrieta Hot Springs Rd 61 ®m® .. . P� . Pr�07 ic? 960 TEMECULA se�N 61 9i. d 9a, County rater pr Pro L z a 3 kola ade Mall ,a' Murrieta Hot Springs Rd T County Center Drive ®m® 79 klos %:Sk 61 Routing and timetables subjectto change. Rutas designadas y horarios son sujetos a cambios. San Jacinto - Hemet - Sun City - Perris Information Center (951) 565.5002 Web site www.RiversideTransit.com Also serving: Hemet Valley Mall. No service on Sundays or on the following holidays: New Year's Day, Thanksgiving Day and Christmas Day. 3 Mt. San Jacinto College 7 T San /a H. Super Walmart T Jacinto aw J into San Jacinto �,e Senior Center DPSS �a State SAN JACINTO ♦ Mt. San Jacinto College MIRE 74 MIRE � O Westbound only — 0 Lyon >04 6 T • San Jacinto & Esplanade 42 74 HEMET E Eastbound only Gilmore Kirby • T Hemet Valley Mall 1� ®MIREMIIII1 m 79 MIRE Hemet Valley Mall Sanderson Super c Walmai T T Sanderson & Thornton ®m 79 . West Valley H.S. a Warren WINCHESTER1 Legend I Map not to scale O Time and/or Transfer Point OTransfer Point and Information O Medical Facility _0 x z'— Wilkerson Perris C St • 4th & Wilkerson 30 74 PERRIS T2 v 1 T Perris Station Transit Center Perris Station Transit Center Boarding Diagram I P ge 33 • r� a Winchester 0 ct0ffice 9� o� 5 • Simpson & Winchester Menifee Valley Medical Center 74 79 0 MENIFEE z Meni fee Community Center and Park s Antelope» 3 Sun City 30 Sun City SUN CITY T Perris Station Transit Center 19 ®® 30 74 208 x Bradley 3 d T MSJCMenifee 0 61 Mt. San Jacinto • College/ MenifeeMenifee T 4 Meni fee Countryside Marketplace T Cherry Hills & Bradley 79 Hemet -Winchester -Temecula Information Center (951)565-5002 Web site www.RiversideTransit.com Routing and timetables subject to change. Rutas designadas y horarios son sujetos a cambios. O Also serving: Hemet Valley Mall. No service on Sundays or on the following holidays: New Year's Day, Thanksgiving Day and Christmas Day. T Simpson & Winchester 74 79 Winchester & Simpson T Sanderson & Thornton ®m Post office f Winchester& Pourroy/Whispering a Heights WINCHESTER T Equity Dr &Ynez Rd ® 24 El 79EiEl MURRIETA Hot""QH HP�d County Center Drive p/)OgJ, T ® 24 Ezi 61 79 Chaparral N.S. .°.' c County • Center Dr oc 3 tokty, T Grace Mellman Community Library O02t `T m C Rancho California' Temecula Stage Stop O 6th & Front 1 6ch» ata Old Town © s cc Temecula ,a - o 3 4 79 Promenade Mall T 5 T 8 7 79 Sim on Target Super • Walmart' Mustang T Benton West Valley H.S. T 74 Devonshire S. �9 T Florida Hemet • " Valley Mall : 6.7 • HEMET T Hemet Valley Mall ®®®®m m 79 ®® Magdas Colorado' FRENCH VALLEY Auld French Valley Airport 9y ti Nicolas 6 Southwes. Justice Center Sheriff Station Legend I Map not to scale O Time and/or Transfer Point O Transfer Point and Information T Winchester& Nicolas 79 TEMECULA T Promenade Mall Parking Structure ® 79 202 206 208 Ellil T Temecula Stage Stop m Moreno 79 N c Temecula r City Hall 202 Murrieta - Temecula - Oceanside Transit Center $3.00 EA HWAY FREE WITH VALID METROLINK PASS Routing and timetables subject to change. Rums designadas y horarios son sujetosa cambios. No service on weekends or the following holidays: No service on: New Year's Day, Thanksgiving Day and Christmas Day. T Walmart 202 206 MURRIETA RIVERSIDE COUNTY Murrieta HotSprings 0J 5 Walmart TEMECULA T Promenade Mall Parking Structure . ® 79 202 206 208 ® Abbou Vascular Rancho California » 5 5 SAN DIEGO COUNTY Town Center �\S%e6 Northsion a•C• O T 76 2i i vn rntr. 96 00 y T Town Center North 202 NCTD 6, OCEANSIDE Oceanside Transit Center METROLINK T Oceanside Transit Center 202 Coaster NCTD Gre hound Amtrak California Sprinter/Metrolink COMMUTERLINK d 76 S\6 �hV' Ma, 4 T r� 0 Promenade Mall CaIPkw9 Park -And -Ride Lot 19 "NessieBurger Lot" FALLBROOK Legend I Maps not to scale O Time and/or Transfer Point O Transfer Point and Information Os Stop Route may be deviated due to traffic conditions. Routing and timetables subject to change. Rutas designadas y horarios son sujetosa cambios. O� Riverside - Montclair Transcenter $3.00 EACR WAY FREE WITH VALID METROLINK PASS No service on weekends or the following holidays: New Year's Day, Thanksgiving Day and Christmas Day. Riverside Downtown Terminal Boarding Diagram I Page 32 T River 'de Downtown Termina 0 10 ®® ® 16 29 14 49 204 208 210 Omnitrans 215 216 SunLine 220 Downtown Terminal T 2 0 CC CC Country Village Park -And -Ride • Montclair Transcenter 204 Foothill Transit Omnitrans 65, 66, 67, 68, 80, 82 MONTCLAIR Y Z 0 V 0 Z Central 0 ¢ m z N Miliken ritg3 Mission Blvd s - Fairmount _ Park z 0 Park- Market St And - Ride « Iowa anyon Crest z RIVERSIDE T UCR @ Bannockburn 0® 204 COMMUTERLINK Southbound owohsta Montclair Plaza 4 T o• a� T uu�ul METROLINK Montclair Transcenter ONTARIO Ontario Mills Mall T Ontario Mills Mall Mulberry Stop NB at Country Village Rd & Country Club Dr. Omnitrans 61 Route may be deviated due to traffic conditions. Legend I Maps not to scale O Time and/or Transfer Point O Transfer Point and Information • Stop 206 Temecula - Murrieta - Lake Elsinore - Corona Metrolink $3*00 EACHWAY FREE WITH VALID METROLINR PASS Routing and timetables subject to change. Rutas designadas y horarios son sujetos a cambios. No service on weekends or the following holidays: New Year's Day, Thanksgiving Day and Christmas Day. METROLINK W. Grand Corona Transit Center Boarding Diagram I Page 34 T Corona Transit Center o© T 206 216 Corona Cruiser Blue, Red Corona Transit Center Lake Elsinore Outlet Center i LAKE ELSINORE T Outlet Center 0 8 El 206 MURRIETA CORONA Route may be deviated due to traffic conditions. \S MurtietaHotSprOgsRd Legend I Maps not to scale O Time and/or Transfer Point O Transfer Point and Information a� T 2 . Walmart T Walmart 202 206 s0\e0 d TEMECULA Promenade Mall COMMUTEPLINK T T Promenade Mall Parking Structure 111 79 202 206 208 217 1 $3 •Temecula - Murrieta - Sun City - Perris - oo GEN. FARE EACH WAY Moreno Malley - Downtown Terminal FREE WITH VALID METROLINR PASS Riverside _ Downtown • Terminal , ' Lot 30 9• T 8 7 MLK Blvd I� Riverside - M "Downtown 6H • Metrolink Station RIVERSIDE T Riverside Downtown Terminal 15 16 22 29 49 204 208 210 212 216 Omnitrans215 SunLine 220 •' 6s Also serving: Riverside City Hall and County Administration Building. No service on weekends or the following holidays: New Year's Day, Thanksgiving Day and Christmas Day. Riverside Downtown Terminal Boarding Diagram I Page 32 CommuterLink Downtown Riverside Routing I Page 35 T Riverside -Downtown Metrolink Station 0 16 208 210 MEI SunLine 220 Amtrak T Perris Station Transit Center ®® El 19 208 30 74 • 0 Moreno Valley Mall San Jacinto Perris Station Transit Center 5 T NB/SB T Moreno Valley Mall En 16 18 19 208 210 SunLine 220 PERRIS KNB 4th SB )) Perris Station Transit Center Boarding Diagram I Page 33 Legend I Maps not to scale O Time and/or Transfer Point O Transfer Point and Information ® Alternate Routing Routing and timetables subject to change. Rutas designadas y horarios son sujetos a cambios. MORENO VALLEY McCall SUN CITY 3 T Cherry Hills . T Cherry Hills & Bradley El 40 61 74 208 MURRIETA T Los Alamos & Whitewood 111 208 Route may be deviated due to traffic conditions. WSJ T Promenade Mall Parking Structure ® 79 202 206 208 COMMUTL, LINK TEMECULA O MENIFEE Los Alamos & Whitewood Q -6 �h Promenade Mall For Metrolink information, go to metrolinktrains.com or call 800-371-5465. SUNLINE 210/220 Riverside Downtown Terminal SEE FARE GRID BELOW to Palm Desert FOR ROUTE PRICING ION Also serving: Riverside City Hall, County Admin. Building. No service on weekends or the following holidays: New Year's Day, Thanksgiving Day and Christmas Day. T Riverside - Downtown Metrolink Station 0 16 208 210 121 SunLine 220 Amtrak ; Metrolink MVM • UCR T Fir & Nason ® 210 SunLine 220 T Riverside Downtown Terminal 15 204 16 22 29 49 208 210 212 216 Omnitrans215 SunLine 220 ZONE CABAZON - RIVERSIDE Beaumont Walmart Casino Morongo T Moreno Valley Mall EA SunLine 220 Riverside Downtown Terminal Boarding Diagram I Page 32 CommuterLink Downtown Riverside Routing I Page 35 COMMUTERLINK Routing and timetables subject to change. Rutas designadas y horarios son sujetos a cambios. ZONE PALM DESERT - THOUSAND PALMS Monterey & Dinah Shore own Cente Way & Hahn RTA ROUTE 210 / SUNLINE ROUTE 220 FARE GRID CATEGORIES CASH FARES PASSES 1-DAY 30-DAY WITHIN ZONE 10R ZONE TRAVELING BETWEEN ZONE 1 AND ZONE 2 WITHIN ZONE 10R ZONE TRAVELING BETWEEN ZONE 1AND ZONE WITHIN ZONE 10R ZONE TRAVELING BETWEEN ZONE 1AND ZONE 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 WITH RTA GENERAL & YOUTH LO- CAL 1-DAY, 7-DAY, 30-DAY PASSES $1.50 $3.00 I $4.50 WITH RTA SENIOR/DISABLED/ MEDICARE 1-DAY, 7-DAY, 30-DAY PASSES $1.30 $2 $3.30 U-PASS, GO -PASS, CITY PASS FREE $3 $3 METROLINK TICKETS/PASSES FREE $3 $3 212 Routing and timetables subjectto change. Rutas designadas y horados son sujetos a cambios. O' N Hemet - San Jacinto - Riverside Downtown Metrolink Station - Downtown Terminal $31.00GEN. FARE EACH WAY FREE WITH VALID METROLINR PASS Also serving: Riverside City Hall and Riverside County Administration Building, MIL No service on weekends or the following holidays: New Year's Day, Thanksgiving Day and Christmas Day. Riverside Downtown Terminal m C RIVERSIDE ME aINK Riverside - Downtown Metrolink Station T Perris Station Transit Center ®® Effl 19 208 30 74 • 3 Perris Station Transit Center Perris Station Transit Center Boarding Diagram I Page 33 T Rivers'de Downtown Terminal O 10 ®®m ® 16 Es Fill tR Lot 30 29 49 204 208 210 Omnitrans 215 216 SunLine 220 Riverside Downtown Terminal Boarding Diagram I Page 32 CommuterLink Downtown Riverside Routing I Page 35 T Riverside - Downtown Metrolink Station 0 16 208 210 FEEI SunLine 220 Amtrak MORENO m VALLEY PERRIS ROUTE MAY BE DEVIATED DUE TO TRAFFIC CONDITIONS Legend Maps not to scale O Time and/or Transfer Point O Transfer Point and Information Os Stop 74 Hemet Transit Depot COMMUThr LINK T Mt. San Jacinto College ®®m®® S A N JACINTO T Hemet Valley Mall ®®®® m 79 ®® Hemet Jfalley • MaJj T '6As 42 Mt San • Jacinto College © o, , Spa 0 of O � da 2yA qo 0 HEMET F T 1 Heim Ave T Meats Ave : @ Chestnut 0 Riverside Downtown Terminal to Village at Orange $ 3.00 EA H WAY FREE WITH VALID METROLINK PASS Q= Stop Q @ Katella • Village at Orange OCTA 24, 42, 46, 50 East Portion of 216 Also serving: Riverside, The Galleria at Tyler, Corona, and Village at Orange, Orange County. No service on: New Year's Day, Thanksgiving Day and Christmas Day. Routing and timetables subject to change. Rutas designadas y horarios son sujetos a cambios. West Portion of 216 Route may be deviated due to traffic conditions. Routing and timetables subject to change. Riverside Downtown Terminal Boarding Diagram I Page 32 T Galleria at Tyler IO 10 I®I® ®I®Im z16 < Continued above CORONA I Corona Transit Center Boarding Diagram I Page 34 T Corona Transit Center 0© 206 21 Corona Cruiser Blue, Red METROLINK Corona Transit Center Continued below> T Riverside Downtown Terminal Matkec RIVERSIDE Galleria at Tyler ' a, 1 10 12 13 14 15 16 22 29 49 204 208 210 212 216 Ommtrans215 I SunLine220 �U�beCCy Legend I Map not to scale 0 Time and/or Transfer Point OTransfer Point and Information PR Park -And -Ride 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). COMMUTEF LINK San Jacinto - Hemet - Temecula - Escondido GEN. FARE $ • OO EACH WAY Routing and timetables subject to change. Rmas designadas y horarios son sujetos a cambios. O Also serving: MSJC. No service on weekends or the following holidays: New Year's Day, Thanksgiving Day and Christmas Day. T Mt. San Jacinto College ®® 74 ®® T Hemet Valley Mall ®®®®0 ®® 74 79 Legend I Maps not to scale O Time and/or Transfer Point © Transfer Point and Information l Stop ® Alternate Routing MURRIETA u T Equity Dr&YnezRd ®m® 79 County Center Drive quity 1 61 ESCONDIDO �a r sS 0 0 Stetso a Hemet • . Valley •• Mall Devonsfiir (4 T a orida Mt. San Jacinto College splanade Latha INSET MAP AREA DomerAoni Pkwy HEMET INSET MAP Y Devonshire Hemet Valley Mall Florida Ave Latham Hemet Transit Depot -a T Promenade Mall Parking Structure ® 79 202 206 208 Promenade Mall (0.Wy ..0" Mar9ariita 1 TEMECULA ROUTE MAY BE DEVIATED DUE TO TRAFFIC CONDITIONS T Escondido Transit Center ® NCTD The Sprinter Greyhound Escondido CO Hall Escondido Transit Center COMMUTEF?LINK OCTA 794/ 794A La Sierra Metrolink or Canyon Community Church - South Coast Metro $6.00 WAY Routing and timetables subject to change. Rutas designadas y horarios son sujetos a cambios. 4® La Sierra Metrolink Station Route operated by OCTA. Also serving: Canyon Community Church Park and Ride and Hutton Centre. Runs Weekdays only. No service on: New Year's Day, Thanksgiving Day and Christmas Day. 1• 91 RIVERSIDE • La Sierra Metrolink Station OCTA 794 CORONA PR Canyon Community Church Park and Ride o� Main 91 2 241 ANAHEIM ORANGE 55 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 v Hutton Centre SANTA A N A South Coast Plaza Area OCTA 51, 55, 57, 76, 86, 145,172,173, 211, 216, 464,794 3 5 4 South (oast I R V COSTA MESA South Coast Metro ATTACHMENT 8 SrmImo TRANSIT AGENCY SHORT RANGE TRANSIT PLAN FY 2014/15 - FY 2016/17 * NE 111741,7 24 PALM SPRINGS DESERT HOT SPRINGS NTERSVO. In THOUSAND ixTEM,TE DUNES A DUNES "'"*** J ��. (O RANCH1100* ` 0LACOACHELLA ® OUINTA PALMS 4� gw siligUS System Map MAR nu swan INDIO 1141,3.220 .. �, s.eamaamven. .vwCATHEDRAL MIRAGE11 CITY PALM DESERT INDIAN WELLS if 0 9'I Tx NORTH. SHORE r4lb THERMAL M OASIS OnTem �p SunLine Transit Agency SHORT RANGE TRANSIT PLAN FY 2014/15 - FY 2016/17 CONTENTS INTRODUCTION 1 CHAPTER 1 SYSTEM OVERVIEW 2 1.1 Description of Service Area 2 Service Area Map 3 SunBus System Map 4 1.2 Population Profile and Demographic Projections 5 1.3 Fixed Route Transit Services and Paratransit Service 5 Fixed Route Information 6 - 19 Paratransit Information 20 Consolidated Transportation Services Agency 20 1.4 Current Fare Structure 21 1.5 Revenue Fleet 22 1.6 Existing Facilities and Planned Facilities 25 1.7 Taxi Administration 25 CHAPTER 2 EXISTING SERVICE and ROUTE PERFORMANCE 26 2.1 Fixed Route Service - Route by Route Analysis 26 2.2 Paratransit Service - System Performance 27 2.3 Key Performance Indicators 28 2.4 Productivity Improvement Efforts 28 2.5 Service Standards & Warrants 28 2.6 Major Trip Generators and Projected Growth Over Next 2 Years 29 2.7 Equipment, Passenger Amenities and Facility Needs 30 CHAPTER 3 PLANNED SERVICE CHANGES and IMPLEMENTATION 37 3 1 Recent Service Changes 37 3.2 Recommended Short Term Service Improvements 37 3.3 Long Term Service Modifications & Adjustments 39 3.4 Marketing Plans and Promotion 39 3.5 Budget Impact on Proposed Changes 40 CHAPTER 4 FINANCIAL and CAPITAL PLANS 44 4.1 Operating and Capital Budget 44 4.2 Funding Plans to Support Proposed Operating and Capital 44 4.3 Regulatory and Compliance Requirements 45 FIGURES Figure 1.1 SunLine Transit Agency Service Area 3 Figure 1.2 SunBus System Map 4 Figure 2 SunBus Fare Structure 21 Figure 3 SunDial Fare Structure 21 Figure 4 Analysis of FY 2012/13 Performance Statistics 26 Figure 5 Fixed Route Service Annual Ridership Comparison 27 Figure 6 Comparison of SunDial FY 11/12 & FY 12/13 Ridership 27 Figure 7 SunDial Service Annual Ridership Comparison 27 TABLES Table 1 Fleet Inventory 23 - 24 Table 2 Ridership Data 32 - 36 Table 3A Individual Route Description 40 Table 3B FY 2014/15 New Route Exemption Sheet 41 Table 3C Data Elements and Route Statistics 42 - 43 Table 4 Summary of Funds Requested for FY 2014/15 47 Table 4A Capital Project Justification for FY 2014/15 48 - 62 Table 4.1 Summary of Universal Call for Funding Requests for FY 2014/15 63 Table 5.1 Summary of Funding Request for FY 2015/16 64 Table 5.1.A Capital Project Justification FY 2015/16 65 - 72 Table 5.2 Summary of Funds Requested for FY 2016/17 73 Table 5.2.A Capital Projects Justification FY 2016/17 74 - 80 Table 6 FY 2013 State Triennial Performance Audit Recommendations.. 81 Table 7 Service Provider Performance Target Report 82 Table 8 SRTP Performance Report 83 Table 9 Highlights of FY 2014/15 Short Range Transit Plan 84 Table 9B Fare Revenue Calculation 85 INTRODUCTION The Fiscal Year (FY) 2014/15 through 2016/17 Short Range Transit Plan (SRTP) sets the objectives for FY 2014/15 for SunLine Transit Agency (SunLine) transit services and capital projects in the Coachella Valley. The SRTP is developed within the context of the regional planning process aimed at implementing SunLine's participation in the Regional Transportation Improvement Plan. The development of the SRTP is essential in that it enables staff to fulfill directions from SunLine's Board of Directors and the agency's mission. The FY 2014/15 through 2016/17 SRTP presents a strategic plan for service improvements and capital projects to achieve the objective of the mission statement. The SRTP will be submitted to the Riverside County Transportation Commission (RCTC) for approval, which will set the framework for requests for federal funds as required by the Federal Transit Administration (FTA). The SRTP is a three-year capital and operating plan which is approved by SunLine's Board of Directors and RCTC. RCTC is responsible for oversight, funding and coordination of all public transportation services in Riverside County. Although the SRTP is a three-year plan, only the first year of the plan is funded with the remaining two years provided for planning purposes. The SRTP consists of information on SunLine's services and operating characteristics and the annual budget, which is incorporated in the Regional Transportation Improvement Plan (RTIP), State Transportation Improvement Plan (STIP), and Federal Transportation Improvement Plan (FTIP). For FY 2014/15, SunLine plans to implement a range of service improvements across the network, both service frequency improvements for existing transit lines and some extensions of existing lines to expand coverage of the area. This is made possible with the continued improvement in the economy and associated growth in sales tax revenue available for SunLine. There are route alignment changes planned for lines 15, 24, 70, 81, and 111 to better serve the cities and communities of the Coachella Valley, as well as service frequency improvements for Lines 32 and 70. These are all subject to funding availability. Long term detours have also been implemented on Lines 90, 91, and 95 due to two year construction projects for railroad overpasses at Coachella and Thermal respectively. For the subsequent FY 2015/16 and 2016/17, SunLine will continue to monitor predicted funding levels to determine when additional service can be provided on the best performing existing transit lines and any new services where sufficient demand exists. MISSION STATEMENT To provide safe and environmentally conscious public transportation services and alternate fuel solutions to meet the mobility needs of the Coachella Valley. Based on the 2010 census data, the population of the Coachella Valley within 0.75 miles of the SunLine transit route network grew from 216,374 in 2000 to 281,189 in 2010, a 30 percent increase, while the Coachella Valley's overall population grew by 39 percent in the same period. The latest estimate (January 2012, California Department of Finance) of the Valley's nine cities populations was 361,124 (up 1.0% from 355,986 a year earlier). The agency finished FY 2012/13 with total passenger boardings reaching 4.71 million, up from 4.56 million of FY 2011/12. Projections by the Southern California Association of Governments (SCAG) continue to suggest the population of the Coachella Valley will more than double the 2010 population by 2035. This suggests a significantly larger future role for SunLine in both providing a valuable mobility alternative to the private car and providing quality service for those reliant on public transit in the Coachella Valley. 1 CHAPTER 1 — SYSTEM OVERVIEW 1.1 Description of Service Area SunLine is a Joint Powers Authority created in 1977 to provide public transit service to its member cities and unincorporated communities in the Coachella Valley. Member cities are Desert Hot Springs, Palm Springs, Cathedral City, Rancho Mirage, Palm Desert, Indian Wells, La Quinta, Indio, Coachella, and the unincorporated communities are Thermal, Mecca, Oasis, Bermuda Dunes, Thousand Palms, and North Shore. SunLine's Board of Directors consists of elected officials from each of the nine member cities and Riverside County, who provide policy direction to the General Manager and staff. The Board meets ten times per year, and if necessary, may meet additional times to address pressing operational and budget issues. SunLine's service area is 1,120 square miles with transit service offered throughout the urbanized areas and larger unincorporated communities of the Coachella Valley. 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. The service area is bounded by the San Gorgonio Pass on the west and the Salton Sea on the southeast. The SunLine Service Area is shown on page 3. SunLine's local fixed route network, SunBus, consists of 14 local routes connecting the Valley from Desert Hot Springs and Palm Springs in the northwest to Mecca, Oasis, and North Shore in the south east, as well as a Palm Desert to Riverside Commuter Link. Buses operate 363 days a year, with no service provided on Thanksgiving and Christmas. Weekend service is operated on major holidays (New Years Day, Memorial Day, Independence Day, and Labor Day). The span of service extends from 4:38 a.m. to 11:23 p.m. weekdays and 5:00 a.m. to 10:48 p.m. on weekends. Buses operate every 20 to 90 minutes, depending on the route and day of the week. Line 111 is the major trunk line that extends from Indio to Palm Springs, with most routes feeding to and from this key route. A system map is shown on page 4 and service information on each route is discussed in Section 1.3 beginning on page 5. The most recent survey undertaken by the Agency in 2008 highlighted four categories of fixed route riders: workers, students, seniors and visitors, of which seventy-one percent are employed or students. Seventy-nine percent of riders are low income and use SunBus five days or more each week. The survey results indicated that the typical SunLine rider speaks both English and Spanish, has an average income of $20,000, and is between the ages of 23 to 65. School and work are the major trip generators, followed by shopping, medical care, and recreation. Many commuter trips within Coachella Valley are destined for City of Palm Desert, with twenty- three percent of all work trips ending there. Data compiled for trip purposes show that commuting patterns are heavily focused on Palm Desert with most passengers traveling from the cities of Cathedral City, Indio, La Quinta, and Palm Springs to Palm Desert. There are also strong commuting patterns from La Quinta and Coachella to Indio, and from Desert Hot Springs to Palm Springs. Most commute 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 regional transit lines. 2 Agency Service Area SunLine Tran A1NCIOJ 1VD:13dW1 I A1Nf103 00310 NVS AlNnoa 3UISII3A121 A1Nf103 ONICI8VNa38 NVS PUPS, rm {i a ;F�stz 0 sal'W at s s•z o eaid !pump) haiunwwo) A.tepunoq miomlaN aununs sappy aronbsOZi`I eaad aDvuaS au1lunS 044 n; 4.0.,. mml I'h s raw apivas auiZuns Figure 1.2 System Map Effective May 2014 DESERT HOT 3 SPRINGS ROSA PARKS SAN RAFAEL y cn STEVENS Z U BARISTO MISSION LAKES 4" ST PIERSON HACIENDA PALM FA SPRINGS 1(4, ti DON ENGLISH WAY TWO BUNCH PALMS PAUL y a' 9� W Z (0 VISTA CHINO CATHEDRAL BSTN CITY A AVE 30 RAMON DINAH SHORE b GERALD FORD x FRANK SINATRA RANCHO MIRAGE SunLine Transit Agency 32505 Harry Oliver Trail gO Ky WJ mo THOUSAND PALMS XIA R HIGH SCHOOL GERALD FORD COUNTRY CLUB Y HARRIS LN g z O' HOVLEY 1_ 2 FRED WARING HVVY 111 PALM ¢ u INDIAN DESERT Z W WELLS ran AVE 47 COMMUTER LINK 220 - Palm Desert to Riverside S111111110 lraaSitilglency stia//S System Map Mapa del Sistema CUSTOMER SERVICE SERVICIO AL PASAJERO 1.800.347-8628 www.sunline.org TTY/TDD Service Available BERMUDA DUNES •O� M1LES RIVERSIDE UCR MORENO VALLEY BEAUMONT CABAZON WalMart schedule for details of stop locations ZONE Cahazon to Riverside N A RANCHO y MIRAGE PALM DESERT ZONE 2-1. Palm Desen to Rancho Mirage N cC O W� o� x� wm m Z W O f7 W m O MADRID LA QUINTA TAMPICO AVE 70 AVE 72 WINDLASS NORTH SHORE W INDIO O Z AVE 42 0 U HWY 111 HWY 111 8, FLOWER Transfer Localion for Lines 54, 80, 51, 90, 91, 95 & 111 b� AVE 54 COACHELLA St BAGDAD AVE 52 rrn AIRPORT BLVD POLKA 1 y CHURCH AVE 58 Le zz THERMAL m a ` _ ST COO MECCA/ THERMAL ce OASIS ♦HOME FAMILY" VIEW ESiAiES� W CENTER HEALTH AVE 70 NORTH SHORE AVE 62 MECCA AVE 66 4 1.2 Population Profile and Demographic Projection A review of cities with the highest population increase from 2000 through 2010 indicates the City of Coachella grew by 79% followed by the cities of La Quinta, Indio, Desert Hot Springs, Rancho Mirage, and Indian Wells. According to the State Department of Finance data sources, more than 70,000 people moved to the aforementioned cities with the cities of Indio and Coachella gaining the most. Overall, the population in Coachella Valley continues to grow (though more slowly in the last six years) and this growth has helped SunLine achieve over 4.7 million passenger boardings in FY 2012/13 for the first time in the agency's history. 1.3 Fixed Route Transit Services and Paratransit Service Fixed Route Service • Regional Services — These are highly traveled corridors that serve a variety of trip purposes and connect a variety of regional destinations. These routes also comprise the backbone of the network linking major communities. Examples include Line 111, which travels from Palm Springs to Indio, Line 14 between Desert Hot Springs and Palm Springs, and Line 30 between Cathedral City and Palm Springs. Typically, the frequency of this type of service should be at least every 15 minutes with consistent service provided throughout the day. SunLine has a longer term goal of increasing the frequency of these three lines to every 15 minutes daytime weekdays. In FY 2013/14, the agency achieved the shorter -term goal of implementing service every 20 minutes weekdays for Lines 14 and 30 (Line 111 already operates every 20 minutes weekdays). • Local Community -Based Services — These routes are established to provide benefits for one or more local communities and offer all -day circulation as well as connections to regional services. Lines 15, 24, 32, 53, 70, 80, 81, 90, and 91 are examples of this type of service. These routes should 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. A number of these local services are performing strongly both in terms of ridership and productivity (rides per hour of service), and are candidates for increased service levels based on prioritization of all needs and available funding levels. One rural route was introduced in FY 2013/14, the North Shore Line 95 service, operating five return trips weekdays to Mecca, Thermal, Coachella, and Indio. • Market -Based Services — These types of services are tailored to serve specific segments at specific times of the day, including supplemental service such as school trippers. These routes have flexible routing and schedules, may vary throughout the day and week, and are tailored to specific market targets and defined market needs. An example of this service is the Palm Desert — Riverside Commuter Link 220 bus route implemented September 10, 2012. This service continues to operate two westbound trips to Riverside weekday mornings with two return trips weekday evenings. Information about each of SunLine's fixed route services, including both regional and local community -based services, are provided on the next several pages. 5 LINE 14: DESERT HOT SPRINGS - PALM SPRINGS Line 14 links the cities of Desert Hot Springs and Palm Springs. The route connects to Line 15 (Desert Hot Springs), Line 24 (Palm Springs), Line 30 (Cathedral City/Palm Springs), Line 32 (Thousand Palms/Rancho Mirage/Palm Desert/Cathedral City/Palm Springs), and Line 111 (Highway 111). The route links riders with local shopping centers, middle and high schools, and other services within the communities of Desert Hot Springs and Palm Springs. The route offers service to the Department of Motor Vehicles, the Employment Development Department, and a number of retail centers along the route. This route was very well used in FY 2011/12, requiring additional morning peak period supplementary trips. Line 14 was upgraded in FY 2013/14 to operate a 20-minute headway weekday daytime and a 30 minute service weekday evenings (plus one extra morning and afternoon trips to accommodate high volume of school students), and weekends on a 40-minute headway. The route alignment and service levels for Line 14 are not proposed to be changed in FY 2014/15. MISSION LAKES DESERT N HOT SPRINGS J W PIERSON a 0 TWO BUNCH PALMS J } UJ Z W D C7 Q VISTA CHINO J J LLl L� lL J_ Z Z � U W Uw] 2 J a U TAHQUITZ BARISTO RAMON HACIENDA DILLON NA PAUL Q TIME POINT PALM SPRINGS 6 LINE 15: SPA CITY LOOP — CITY OF DESERT HOT SPRINGS Line 15 was introduced in September 2010 to serve the community of Desert Hot Springs. It connects to Line 14 (Palm Springs/Desert Hot Springs) as well as links riders with local shopping centers, middle and high schools, and other services provided within the city of Desert Hot Springs. Line 15 offers service to the community center, and key local retail stores. The route operates 21 trips on weekdays and 18 trips on weekends, operating on a 45-minute headway all week. In FY 2013/14, this service had been proposed to be increased to every 40 minutes with a slightly reduced span of service 6 a.m. — 8 p.m. weekdays and 8 a.m. to 8 p.m. weekends. However, staff efforts were refocused on extending the route to Desert Edge, an unincorporated community located southeast of Desert Hot Springs. It is proposed to operate Line 15 hourly weekdays and weekends to serve both Desert Hot Springs and Desert Edge. The current and proposed service alignments are shown below. This change is subject to available budget and Board approval and is included in the draft FY 2014/15 budget at this time. CURRENT PLANNED 2N° ST PIERSON TWO BUNCH PALMS TWO BUNCH PALMS DESERT HOT SPRINGS HACIENDA O TIME POINT DESERT HOT SPRINGS NA A DILLON DESERT EDGE x O 0 z a LINE 24: CITY OF PALM SPRINGS Line 24 offers service in Palm Springs with connections available with Line 14 (Desert Hot Springs/Cathedral City/Palm Springs), Line 30 (Cathedral City/Palm Springs), and Line 111 (Highway 111). This route links riders to destinations such as the Desert Regional Hospital, Palm Springs International Airport, Palm Springs City Hall, Desert Highland Community Center, middle and high schools, and a number of key retail outlets. Following changes to this service in January 2014, Line 24 now operates 21 roundtrips on weekdays (40 minute frequency) and 13 roundtrips during weekends (60 minute frequency), plus one morning and three afternoon supplementary trips to accommodate student ridership. The route at South Palm Springs was also altered to travel via Baristo Road both directions to better serve Palm Springs High School. As a follow up to the changes of January 2014, and in conjunction with a proposed improved Line 32 frequency of every 40 minute weekdays, Line 24 is proposed to extend weekdays and weekends to Ramon Rd/San Luis Rey retail area. This will provide easier access for Palm Springs residents to this large retail area, and will avoid the complicated loop operation of Line 24 near Palm Springs International Airport. This change is subject to available budget and Board approval and is not included in the FY 2014/15 budget at this time. CURRENT 0 35Aya ROSA PARKS RD GQ N A STEVENS TACHEVAH z } U a O TIME POINT SAN RAFAEL VISTA CHINO TAHOUITZ BARISTO PALM SPRINGS w 13 O w PLANNED 0 0 ROSA PARKS RD STEVENS TACHEVAH i U a SAN RAFAEL U VISTA CHINO BARISTO PALM SPRINGS N A L TAHOUITZ a MISSION w w 0 8 LINE 30: CATHEDRAL CITY — PALM SPRINGS Line 30 is the system's most productive route (highest passenger boardings per hour of service), providing a key regional link between the cities of Cathedral City and Palm Springs. Within these communities, riders are able to access the city libraries, city halls, senior centers, the Palm Springs and Cathedral City high schools, and various commercial and industrial centers. Line 30 connects to Line 14 (Desert Hot Springs/Palm Springs), Line 24 (Palm Springs), Line 32 (Thousand Palms/Rancho Mirage/Palm Desert/Cathedral City/Palm Springs) and Line 111 (Highway 111). Line 30 now operates a 20-minute headway weekdays daytime (implemented January 2014 in place of 30-minute service), with three afternoon supplementary trips to accommodate the number of students travelling. There is a 30-minute headway operated weekday evenings, and 40-minute headway operated weekends. The service frequency and route alignment are not proposed to be changed for Line 30 in FY 2014/15. TAHQUITZ PALM CYN BARISTO RAMON w¢ w JJ OW QU � UZ w � PALM SPRINGS O TIME POINT NA RAMON J .J w CC CC Q w I- >UI w B ST CATHEDRAL CITY CATHEDRAL CITY Z 0 Zit ct d w x H U PEREZ A(M CY DATE PALM DINAH SHORE VICTORIA 9 LINE 32: PALM SPRINGS - CATHEDRAL CITY - THOUSAND PALMS RANCHO MIRAGE - PALM DESERT Line 32 links the cities of Palm Springs, and Cathedral City with the community of Thousand Palms, and the cities of Rancho Mirage and Palm Desert. This line connects with Line 14 (Desert Hot Springs/Palm Springs), Line 111 (Highway 111), Line 30 (Cathedral City/Palm Springs), and Line 53 (Palm Desert). Riders can access the Palm Springs middle and elementary schools, and various retail centers along Ramon Road in Cathedral City. Routing over the Monterey/I-10 Interchange ensures access to Costco, Home Depot, Regal Cinemas 16 theater complex, and 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 weekdays on a 50-minute headway and, since January 2014, weekends on a 60-minute headway. It is proposed to increase Line 32 weekday frequency to every 40 minutes (in coordination with a change to Line 24 mentioned above). This change is subject to available budget and Board approval and is not included in the FY 2014/15 budget at this time. This proposed change will provide extra capacity for the growing ridership on this line. The route alignment is not proposed to be changed. VISTA CHINO w z� ¢_1 PALM SPRINGS O TIME POINT N A THOUSAND ¢o PALMS Fci) LAW RAMON coo CATHEDRAL CITY RANCHO MIRAGE DINAH SHORE 0 w 0 x as 0 a) MONTEREY COUNTRY CLUB JOHN L SINN PALM HAHN DESERT iu w r z 0 2 } z �ce OU FRED 1NARING HWY 111 10 LINE 53: CITY OF PALM DESERT Line 53 provides service within the city of Palm Desert, which enables riders on the route to access College of the Desert, the McCallum Theater, Palm Desert City Hall, Kaiser Permanente, California State University San Bernardino (CSUSB), University of California Riverside, Palm Desert High School, Palm Desert Library, and major shopping centers, including Westfield Palm Desert Mall. Line 53 connects with Line 111 at two locations; at Westfield Palm Desert Mall and on Highway 111 at Deep Canyon, as well as connecting with Lines 32 and 54 at Westfield Palm Desert Mall. Line 53 now operates weekdays every 60 minutes and weekends every 80 minutes since changes were made to the span and frequency of the service and route alignment in January 2014. The route changes included rerouting to serve the Joslyn Senior Center (Catalina Way), Hovley Way, Portola Avenue, and Country Club Drive, as well as the Xavier High School north of 1-10 Freeway. These changes were in line with existing ridership trends and are intended to improve the performance of this route, which has a history of low ridership and productivity. A further change to Line 53 shown below was implemented in May 2014 to adjust the alignment for providing service to Joslyn Senior Center in response to concerns raised. JANUARY 2014 MAY 2014 WN CENTER WAY PALM DESERT GERALD FORD DEEP CYN Xavier High Schaal INDIAN WELLS O TIME POINT J O H O a PALM DESERT GERALD FORD N A COUNTRY CLUB FRED Xavier High School W Z INDIAN W >- WELLS OU NORTHBOUND SOUTHBOUND ~ FRED VVARING FRED WARING 11 LINE 54: INDIO TO PALM DESERT Line 54 is a new transit line introduced in January 2014 between Indio and Palm Desert, via Fred Waring Drive, serving La Quinta and Indian Wells. This route was designed to provide faster service between Indio and Palm Desert as well as for the first time serve the length of Fred Waring Drive. As of May 2014, a 45 minute service is provided weekdays, with 18 round trips operated. No weekend service is provided at this time, as the viability of the weekday service needs to be determined first before weekend service can be considered. PALM DESERT FRED WARING INDIAN LA WELLS QUINTA O TIME POINT INDIO 12 LINE 70: CITY OF LA QUINTA Line 70 offers bus service to the city of La Quinta and the edge of the cities of Palm Desert and Indian Wells, and the unincorporated community of Bermuda Dunes. Riders are able to access the City Hall and senior center in La Quinta, local schools, and various retail shopping centers along Adams Street and Avenue 47. Connections can be made with Line 111 on Highway 111 at Adams Street. Line 70 operates a 45-minute headway weekdays and a 90-minute headway during weekends. Extra morning and afternoon trips are added to accommodate the high number of students utilizing this service. These service levels were maintained throughout FY 2013-14. It is planned to increase the peak period service to every 20 minutes weekday mornings and afternoons, every 40 minutes weekday midday, and every 60 minutes weekends between 9 a.m. and 6 p.m. At the same time, an extension of this transit line (see map below) is planned to be implemented along Washington Street north of the 1-10 freeway approximately 0.5 miles to serve the many businesses located there and the entrance to Sun City Del Webb community of nearly 10,000 residents (see map below). These proposed improvements are in response to high ridership and productivity of this route and requests for service north of the I- 10 freeway. These changes are subject to available budget and Board approval and are not included in the FY 2014/15 budget at this time. An application for CMAQ funding has been submitted for these changes. CURRENT PLANNED HARRIS LANE PALM DESERT INDIAN WELLS SINALOA OBREGON COUNTRY CLUB BERMUDA DUNES r� A MILES BL4CKHAWK WAY AVE 47 Z O LA z QUINTA z HWY 111 TAMPICO Z W cn w BERMUDAS MADRID LA QUINTA COVE O TIME POINT 13 LAS MONTANAS EL DESIERTO_± COUNTRY CLUB HARRIS LANE PALM DESERT FRED WARING INDIAN WELLS A SUN CITY PALM DESERT WILDCAT BERMUDA DUNES HWY ill AVE 47 MILES z LA QUINTA AVE 50 TAMPICO SINALOA n OBREGON BLACKHAWK WAY 7 2 K CC w w � m O z COVElNTA w w MADRID LINES 80 and 81: LOOP ROUTES — CITY OF INDIO Lines 80 and 81 are loop routes that provide transit service to residents of the city of Indio, enabling them to access civic, educational, county offices, as well as public and social service offices. This includes John F. Kennedy Memorial Hospital, Riverside County Fair & National Date Festival, Employment Development Department, East Valley College of the Desert campus, Riverside County social services offices, Department of Motor Vehicles, Martha's Village & Kitchen, Coachella Valley Cultural Museum, Indio Senior and Teen Centers and library, local schools, and a variety of retail shopping centers within the community. Line 81 was introduced January 2012 as a variation on one of the two directions of the Line 80 loop route. Line 81 serves the new retail developments north of the 1-10 highway. At the same time, Line 80 was modified to service the Indio Senior and Teen Centers. Lines 80 and 81 connect to Line 54 (Indio/Palm Desert), Line 90 (Coachella/Indio), Line 91 (Indio/Coachella/Thermal/ Mecca/Oasis) and Line 111 at the transfer location on Highway 111 at Flower Street in the City of Indio. These two lines each operate daily on 60-minute headways. There is a proposed modification to Line 81 via Jackson Street, Avenue 41, and Monroe Street, to serve a wider area of North Indio, including a new WalMart store currently under construction at Avenue 42 near Monroe Street. This change is planned to be implemented using the current one bus and 60-minute service, subject to funding (it is included in the draft FY 2014/15 budget). It is also planned to increase the frequency of both Lines 80 and 81 to every 30 minutes weekdays. These changes are subject to available budget and Board approval and are not included in the FY 2014/15 budget at this time. An application for CMAQ funding has been submitted for the increase in weekday frequency for these two lines. LINE 80 CURRENT INDIO LINE 81 CURRENT A 14 LINE 81 PLANNED AVE 41 O TIME POINT LINE 90: CITIES OF COACHELLA AND INDIO Line 90 serves the cities of Coachella and Indio allowing passengers to access the Employment Development Department, and the Coachella city hall, library, senior center, Boys & Girls Club, local schools and shopping centers. Connections to Line 54 (Indio/Palm Desert), Lines 80 and 81 (Indio), Line 91 (Indio/Coachella/Thermal/Mecca/Oasis) and Line 111 (Highway 111) occur at the transfer location on Highway 111 at Flower Street in Indio. Line 90 operates weekdays and weekends on a 35-minute headway. There are a number of changes being considered for Line 90: 1) Operate via Jackson Street and Avenue 48 both directions to serve a new WalMart grocery store. 2) Another significant change to Line 90 will occur when Line 111 will be extended to Coachella. At this time, Line 91 is planned to be revised to follow the Line 90 alignment between Coachella and Indio. This will provide two trips per hour between Indio and Coachella via the Line 90 alignment and avoid duplicating the Line 111 extension. Line 90 would then operate every 60 minutes with Line 91 adding service along the Line 90 alignment between Harrison Street, Coachella and Indio to provide a combined 30- minute service. This is subject to funding availability. 3) To serve more of the southwest section of Coachella, Line 90 would be modified in the map below. This change is subject to the completion of major road improvements on Avenue 54, which may not be completed in FY 2014/15. 4) Line 90 is also already (since February 2014) on a long term detour at Coachella due to construction of the Avenue 52 overpass over Grapefruit Boulevard and the railroad. This is a two-year project. These changes are subject to available budget and Board approval but are included in the darft FY 2014/15 budget at this time. CURRENT CC w 0 J CALHOUN N A HWY 111 PLANNED INDIO HVVY 11 DR CARREON AVE 48 O TIME POINT z W cc m ? COACHELLA AVE 50 0 BAGDAD ��f0�F-a AVE 52 �T AVE 53 15 z O Y U W 0 0 z 7 O x J Q U DR CARREON AVE 48 N A VAN BUREN INDIO AVE 50 AVE 52 AVE 54 a x COACHELLA r 0 =z 01J LINE 91: INDIO — COACHELLA — THERMAL — MECCA - OASIS The 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 and 81, 90, and 111 at the transfer location on Highway 111 and Flower Street at Indio. This allows passengers to access employment sites, medical and shopping facilities. Line 91 also provides direct service to College of the Desert's East Valley Campus at Mecca. Line 91 currently operates 60-minute headway weekdays and an 80-minute headway weekends and a short extension to serve the new Mountain View Estates at Oasis was implemented in September 2013. In conjunction with the proposed extension of Line 111 from Indio to Coachella, Line 91 is planned to have its route revised to follow the Line 90 alignment between Harrison Street, Coachella and Indio. It would also be changed to operate every 60 minutes instead of every 80 minutes weekends. This change is to avoid duplicating service provided by the extended Line 111 from Indio to Coachella on Indio Boulevard, while maintaining frequent service on the Line 90 alignment. This change is subject to funding availability but is included in the draft FY 2014/15 budget at this time. Line 91 is also on a long term detour at Thermal since February 2014 due to construction of the Airport Boulevard overpass over Grapefruit Boulevard and the railroad. This is a two year project after which the regular route will be restored at Thermal. See map below. CURRENT HWY 111 INDIO %i "wv 1110 INDIO C z o �GQ o T LL OR CARREON PLANNED AVE 5 7 COACHELLA P 9q AVE 54 \T Q r AIRPORT BLVD \ N AY m. THERMAL AVE 62 z z OASIS 5T" ST MECCA w b� MOUNTAIN VIEW ESTATES AVE 66 O TIME POINT AVE 48 Z a m AVE 50 ST A Y COACHELLA AIRPORT BLVD THERMAL CHURCH OASIS MOUNTAIN VIEW ESTATES AVE fib AVE 62 MECCA 5'" ST 16 LINE 95: INDIO — COACHELLA — THERMAL — MECCA — OASIS — NORTH SHORE Line 95 was introduced in September 2013 linking the North Shore community beside the Salton Sea with the cities of Indio and Coachella and the unincorporated communities of Thermal, Mecca, and Oasis. Riders on Line 95 are able to connect to Lines 80 and 81, 90, 91, and 111 at the transfer location on Highway 111 and Flower Street at Indio. This service allows passengers to access employment sites, medical, and shopping facilities. This is a brand new transit service for North Shore, running every 180-minutes weekdays (five round trips). If plans to extend Line 111 to Coachella are implemented in the future, this service will be subject to further change such as terminating at Coachella as shown on the map below. This may allow for a revised schedule with a sixth round trip weekdays. Line 95 is also on a long term detour at Thermal since February 2014 due to construction of the Airport Boulevard overpass over Grapefruit Boulevard and the railroad. This is a two year project. See maps below. CURRENT REQUA INDIO AIRPORT BLVD NORTH SHORE N A PLANNED NORTH SHORE AIRPORT BLVD A 17 LINE 111: INDIO — PALM SPRINGS KEY REGIONAL LINE Line 111 offers service along Highway 111 from Palm Springs to Indio, 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 and connects to all routes in the system except for Line 15. Connecting routes include Line 14 (Desert Hot Springs/Palm Springs), Line 24 (Palm Springs), Line 30 (Palm Springs/Cathedral City), Line 32 (Palm Desert/Rancho Mirage/Thousand Palms/Cathedral City/Palm Springs), Line 53 (Palm Desert), Line 54 (Indio/Palm Desert via Indian Wells and La Quinta), Line 70 (La Quinta/Indian Wells/Bermuda Dunes/Palm Desert), Lines 80 and 81 (Indio), Line 90 (Coachella/Indio), Line 91 (Indio/Coachella/Thermal/Mecca/Oasis), and Line 95 (Indio/Coachella/Thermal/Mecca /North Shore). This route links riders with major retail and commercial centers, recreational attractions, museums, educational and medical institutions, municipal and county services. Line 111 operates daytime weekdays on a 20-minute headway, weekday evenings every 30 minutes, and weekends on a 40-minute headway early/late and a 20-minute headway between approximately 10 a.m. and 6 p.m. This weekend improvement was implemented in September 2013, funded by revising Line 111 early morning (pre 6 a.m.) and evening (after 6 p.m.) frequency weekdays from every 20 to every 30 minutes in line with ridership at those times. Line 111 is planned to be extended from Indio to Coachella, including a small transit terminal at downtown Coachella. The planned extension is shown below. This change is subject to available budget and Board approval and is included in the draft FY 2014/15 budget at this time. An application for CMAQ funding has also been submitted for this change. CURRENT VISTA CHINO STEVENS BARISTO PALM a d SPRINGS N A O TIME POINT PLANNED CATHEDRA CITY VESTA CHINO STEVENS BARISTO �z aU PALM SPRINGS A TAHDUITZ ,cuLE ENGEM RAMON YN CATHEDRAL CITY B ST CATHEDRALCITY PALM DESERT RANCHO MIRAGE E PALM CY Aikk y77 PALM DESERT aw B ST CATHEDRAL CITY RANCHO MIRAGE 7 PALM DESERT a a INDIAN WELLS LA QUINTA PALM DESERT INDIAN WELLS LA DUINTA HVVY 111 SunLines maio Faciiry a a • n HwY 111 INDIO COACHELLA INDIO INDIO a a o x Vt‘' INDIO 18 `Aa LINE 220: PALM DESERT — RIVERSIDE COMMUTER LINK Line 220, introduced in September 2012, offers service between the Coachella Valley and Western Riverside County. Two trips are operated weekday mornings westbound, with two trips returning eastbound weekday evenings. The route is 73 miles long, and has two stops in the Coachella Valley, located at Palm Desert Mall and at Monterey Avenue/I-10 Highway at Palm Desert/Rancho Mirage. There are also two stops in the Pass Cities (Morongo Casino/Cabazon, Banning/Beaumont), plus two stops in Moreno Valley, then finally a stop at University of California Riverside, and the downtown Riverside Metrolink train and bus stations. A consolidation of the stops at Banning and Beaumont was implemented in September 2013 to a location on the boundary between the two cities. The Monterey Avenue stop at Palm Desert/Rancho Mirage will be located to SunLine's planned new transit hub on Varner Road at Thousand Palms when it opens in Fall 2014. There are plans to increase the service weekdays by adding two extra westbound and eastbound trips weekdays. However, this change is subject to available budget and Board approval and is not included in the FY 2014/15 budget at this time. Weekend service would only be considered if weekdays achieve ridership targets. Riverside Downtown Terminal Metrolink Station UCR Lot 30 RIVERSIDE MORENO VALLEY BEAUMONT WalMart ilk FREE WI-FI AVAILABLE ON COMMUTER LINK 220 W!-El DISPONIBLE GRATIS EN EL COMMUTER LINK 220 FARE ZONE 1 CASINO MORONGO CABAZON Cabazon to Riverside NA RANCHO MIRAGE .>. FARE ZONE 2 PALM DESERT 0 Palm Desert to Rancho Mirage 19 PARATRANSIT INFORMATION SunLine's paratransit service, SunDial, offers curb -to -curb service designed to meet requirements of the Americans with Disabilities Act (ADA) and offers next -day complementary demand -response service to Coachella Valley residents unable to use fixed route service. All applicants must complete an application, describing in detail the nature of their mental or physical disability that would prevent a person from using regular fixed route service. Applicants must obtain a physician's (or approved health care professional's) statement and signature verifying their disability. Each applicant is notified in writing within twenty-one days. Certified riders that have the required ADA Certification Identification Card are eligible to use SunDial for their transportation needs, including medical appointments, shopping, and other social activities. SunDial service is available within % miles on either side of the existing SunBus route network, and is available by advanced reservation. Reservation is based on fixed route service hours serving passengers' origin and destination. SunDial is provided 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. The ADA paratransit fleet is planned to increase from 31 to 33 vans in FY 2014/15. In addition to SunDial service, in November 2011 the agency introduced a Taxi Voucher Program, providing half price taxi trips for seniors (60+ years) and the disabled, throughout the agency's service area). This is funded in part from federal New Freedom Section 5317 funds. Consolidated Transportation Services Agency [CTSA] As the designated CTSA, SunLine coordinates public transportation services throughout its service area, including providing mobility training and assisting with grant applications. Staff participates in meetings with social and human service agencies, bus riders, and other advocates through forums such as the Riverside County Transportation Commission (RCTC) Citizens Advisory Committee/Social Service Transportation Advisory Committee, SunLine's Access Committee, T-NOW, and neighboring transit operators. As part of the Call for Projects issued in FY 2011, SunLine acts as a pass -through agency for funding received from the Section 5316 (JARC) and Section 5317 (New Freedom) through the Federal Transit Administration awarded to RCTC's Rideshare program, and the Coachella Valley Association of Governments (CVAG) Roy's Center Shuttle, Mobility Management, to offer specialized transportation service options to Coachella Valley residents. In FY 2014/15, projects from the 2013 Call for Projects will continue to provide new volunteer driver mileage reimbursement and other travel programs in the Coachella Valley provided by Independent Living Partnership through Section 5317 (New Freedom) funding. Desert Samaritans for Seniors was to be funded under this same program but has recently closed operations and no claims were made. 20 1.4 Current Fare Structure SunLine's current fare structure consists of four fare categories: adult, youth, Senior (60+)/Disabled, and persons with disabilities who use SunDial. SunLine fixed route passengers pay the adult fare unless eligible for discounted fares, which are available only to seniors, the disabled and youth. There are two fare payment options: cash and passes. Children 4 years and under ride free with an adult fare. In FY 2010/11, staff completed a Fare Study, which examined scenarios for possible fare increases. There are no plans for a fare rise in FY 2014/15. Figures 2 and 3 shown below highlight the current fare structure. FIGURE 2: SunBus Fare Structure TYPE OF FARE FARE CATEGORY FIXED -ROUTE FARES ADULT (18 YRS — 59 YRS) YOUTH (5 YRS — 17 YRS) SENIOR 60+/ DISABLED/MEDICAID Cash/Base Fare $1.00 $.85 $.50 Transfers $.25 $.25 $.25 Day Pass $3.00 $2.00 $1.50 31-Day Pass $34.00 $24.00 $17.00 10-Ride Pass $10.00 $8.50 $5.00 Coachella Valley Employer Pass $24.00 -- -- Commuter Express Single Ride $6.00 -- $4.00 Commuter Express Day Pass $14.00 -- $10.00 Commuter Express 30-Day Pass $150.00 -- $100.00 Commuter Express fares are for trips between the Coachella Valley and Western Riverside County on the Riverside Commuter Link 220 Service implemented in September 2012. FIGURE 3: SunDial Fare Structure TYPE OF FARE (Only for ADA Certified Clients) SINGLE RIDE MULTIPLE RIDES (10-RIDE) Cash Fare - Same City $1.50 -- Cash Fare - City to City $2.00 -- 10-Ride Pass - Same City -- $15.00 10-Ride Pass - City to City -- $20.00 21 1.5 Revenue Fleet SunLine currently has 69 fixed route buses and 45 ADA paratransit vans (Note Table 1 includes 14 vans replaced in FY 2013/14 but active fleet is 31). Additionally, there are 38 support vehicles used for various activities in support of transit services provided in the Coachella Valley. Two new hydrogen fuel cell buses should be delivered by mid-2014. A grant application has been successful through the CalTrans administered FTA Section 5310 discretionary funding program for two additional vans for expected increases in paratransit service demand. This SRTP sees the beginning of funding efforts to replace the existing fixed route buses commencing in 2018. 22 ��M = m �� l i e r s : d r [ � o t r I . m p a - F d i r n { a m s i m B u s ( M o t o r b u s ) f 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 1 1 7 V e n t a r y F Y 2 0 1 4 1 . 5 S h o r t R a n g e T r a n s i t F l a n S u n L i n 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 3 / 1 4 # 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 3 / 1 4 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 2 / 1 3 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 d i F Y 2 0 1 3 / 1 4 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 3 / 1 4 2 0 1 2 2 0 0 9 2 0 0 8 2 0 0 8 2 0 0 8 2 0 0 5 2 0 0 4 E D N E D N N F A N F A N F A O B I V A N A C C E S S E Z R i d e r 3 2 ' L F 4 0 ' L F 4 0 ' L F 4 0 ' O R I O N V 4 0 ' A - 3 3 0 4 0 ' 3 7 2 9 3 9 3 9 3 9 4 4 3 0 1 1 0 1 2 0 2 1 1 5 1 4 0 3 2 4 0 4 0 4 0 4 0 4 0 O R C N O R C N C N C N O R 1 1 0 1 2 0 2 1 1 5 1 0 0 0 0 0 0 0 5 9 , 2 0 5 1 , 2 4 9 , 6 0 4 6 4 , 9 4 7 5 , 0 1 5 , 4 3 3 5 , 0 5 1 , 0 5 2 4 , 1 4 5 , 1 5 2 1 3 8 , 2 9 3 7 1 , 2 7 0 1 , 5 2 5 , 4 0 9 7 7 , 4 7 7 5 , 7 3 6 , 5 1 9 5 , 9 3 8 , 0 6 3 4 , 6 2 7 , 6 7 7 1 3 8 , 2 9 3 7 1 , 2 7 0 1 5 2 , 5 4 1 7 7 , 4 7 7 2 8 6 , 8 2 6 2 8 2 , 7 6 5 3 0 8 , 5 1 2 1 3 8 , 2 9 3 T o t a l s : 2 5 7 6 9 6 9 0 1 5 , 7 2 3 , 6 8 6 1 8 , 1 1 4 , 7 0 8 2 6 2 , 5 3 2 2 3 ��M M " �� l i e r s : d r [ � o t r I . o a s p a - F d i o n { a m s i n D e m a n d R e s p o n s e f 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 4 1 . 5 S h o r t R a n g e T r a n s i t F l a n S u n L i n 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 3 / 1 4 # 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 3 / 1 4 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 2 / 1 3 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 d i F Y 2 0 1 3 / 1 4 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 3 / 1 4 2 0 0 8 2 0 1 0 2 0 1 2 2 0 1 3 E D N E D N E D N E D N A E R O T E C H A E R O T E C H A E R O T E C H A E R O T E C H 1 2 1 2 1 2 1 2 1 4 4 1 3 1 4 2 2 2 2 2 2 2 2 C N C N C N C N 1 4 4 1 3 1 4 0 0 0 0 2 , 6 3 1 , 2 0 7 3 8 3 , 8 5 4 6 7 1 , 9 0 7 2 , 7 7 7 , 7 2 0 4 5 6 , 0 8 9 1 , 1 3 4 , 5 3 5 3 8 5 , 7 4 7 1 9 8 , 4 0 9 1 1 4 , 0 2 2 8 7 , 2 7 2 2 7 , 5 5 3 T o t a l s : 4 8 4 5 4 5 0 3 , 6 8 6 , 9 6 8 N o t e : T h e 4 5 v a n s l i s t e d a b o v e i n c l u d e s b o t h 1 4 x 2 0 0 8 m o d e l w i t h d a w n d u r i n g t h i s y e a r , a n d t h e 1 4 x 2 0 1 3 m o d e l t h a t r e p l a c e d t h e m . 4 , 7 5 4 , 0 9 1 1 0 5 , 6 4 6 2 4 1.6 Existing Facility/Planned Facilities Operational Facilities SunLine's head office is located in Thousand Palms and houses the General Administration, Operations, Maintenance, Human Resources, Finance, and Planning Departments. SunLine staff is currently housed in a number of mobile home structures that date back to the mid-1980s. These structures have passed their useful life and are costly to maintain. SunLine has worked closely with the Riverside County Departments of Planning and Transportation to obtain necessary permits for construction of a new Administration Building. A groundbreaking ceremony was held for the construction of this facility on February 26, 2013 and the building should be completed and occupied by Fall 2014. In conjunction with the new Administration Building at Thousand Palms, SunLine will build a transit hub and Park and Ride facility for use by commuters traveling from the Coachella Valley to Western Riverside County on the new Commuter Link 220 bus service implemented in September 2012. Future unfunded phases of the facility project would see new Operations and Maintenance facilities built. During 2014/15, SunLine will study options to rehabilitate or replace the agency's Indio satellite operating and maintenance facility, which is utilized for fixed route vehicles. The key transfer point for passengers transferring among routes at Indio is located just outside of this facility, and a capital project to provide restrooms for this facility is proposed for FY 2014/15. FY 2014/15 will also see work continue on the study/design and construction of a new CNG fueling station at Thousand Palms, replacing the twenty-year old original CNG fueling station. New and replacement solar panels will be installed by late 2014. The Thousand Palms yard was repaved in December 2013/January 2014. 1.7 Taxi Administration The SunLine Regulatory Administration (SRA), which is charged with licensing and regulating taxicab franchises and drivers in the Coachella Valley, also ensures residents and visitors are charged a fair and reasonable price. In addition, SRA is responsible for establishing and enforcing ethical standards maintained by the Franchising Board. Fleet Franchises Desert City Cab Yellow Cab of the Desert American Cab 25 CHAPTER 2 - EXISTING SERVICE and ROUTE PERFORMANCE 2.1 Fixed Route Service - Route by Route Evaluation and Analysis Over the last six years since the last Comprehensive Operational Analysis Update, SunLine has made various small improvements to all fixed routes, including realigning existing routes and improving frequency to increase ridership. A review of the FY 2012/13 data indicates an increase over the same period for FY 2011/12. Service Efficiency and Effectiveness To determine the efficiency effectiveness of all routes, staff reviewed the year-to-date performance statistics for FY 2012/13 with data from TransTrack below that shows the most and least efficient routes. Factors used include passenger boardings, passengers per revenue hour, cost per passenger, passenger revenue per hour, and the farebox recovery ratio. FIGURE 4: Analysis of FY 2012/13 Performance Statistics LINES PASSENGER COUNT PASSENGER PER REVENUE HOUR COST PER PASSENGER PASSENGER REVENUE PER HOUR FAREBOX RECOVERY RATIO 14 542,201 23.6 $4.31 $22.85 22.43% 15 104,739 19.1 $5.33 $18.52 18.18% 24 201,031 18.7 $5.44 $18.27 17.93% 30 773,473 35.6 $2.87 $34.45 33.77% 32 272,848 16.5 $6.16 $16.06 15.76% 53 61,946 10.7 $9.53 $10.44 10.24% 70 252,344 25.9 $3.94 $25.36 24.86% 80 135,767 25.2 $4.04 $23.87 23.44% 81 104,218 19.4 $5.24 $18.88 18.53% 90 240,947 20.4 $4.99 $19.89 19.5313/0 91 230,608 15.3 $6.64 $15.05 14.77% 111 1,638,598 27.5 $3.71 $26.70 26.19% 220 12,868 6.8 $15.27 $7.17 6.88% SunDial 136,208 2.2 $30.42 $7.35 10.8813/0 26 FIGURE 5 below depicts a graph showing fixed route ridership comparison from FY 2009 through FY 2013. 490,000 420,000 350,000 280,000 210,000 140,000 70,000 FIXED ROUTE RIDERSHIP COMPARISON FY 2009 - FY 2013 JUL AUG SEPT OCT NOV DEC JAN FEB MAR APR MAY JUN ❑ FY 2009 ❑FY 2010 ❑FY 2011 ❑FY 2012 FY 2013 2.2 Paratransit Service — System Performance SunDial's paratransit services offered in the Coachella Valley continue to be well utilized for clients day to day activities, such as medical appointments, shopping, or work. A total of 136,208 trips were made on SunDial in FY 2012/13 compared to 124,720 trips in FY 2011/12. Overall, ridership for the demand response and subscription continues to grow. FIGURE 6: Comparison of SunDial FY 2011/12 & FY 2012/13 Ridership SERVICE TYPE FY 2011/12 FY 2012/13 PERCENT CHANGE SunDial 124,720 136,208 9.2% FIGURE 7: Usage Comparison of SunDial services from FY 2009 through FY 2013. 16,000 12,000 8,000 4,000 0 SUNDIAL RIDERSHIP COMPARISON FY 2009 - FY 2013 JUL AUG SEPT OCT NOV ❑EC JAN FEB P•9AR APR P 1AY JUN ❑FY 2009 ❑FY 2010 ❑FY 2011 ❑FY 2012 FY 2013 27 Specialized Transit Service Through the 2013 Coordinated Transportation Call for Projects, the Coachella Valley Association of Governments (CVAG) received new Section 5316 (JARC) funds to continue in FY 2013/14 and FY 2014/15 operation of a transportation program to serve homeless residents sheltered at the Roy's Desert Resource Center who are looking for employment. The Riverside County Transportation Commission [RCTC] continues to utilize a previous JARC funding allocation to operate a Rideshare Program for the Coachella Valley. SunLine has also received additional JARC and New Freedom funds to continue operation of the new Commuter Express route to Riverside (Commuter Link 220 — implemented September 2012) for an additional two years (October 2014 to September 2016). Also, new JARC funding was allocated for a two-year trial of a new SunLine transit route for North Shore. In addition, SunLine continues to use a previous award of New Freedom funds to operate a Taxi Voucher Program for seniors, persons with disabilities, and persons with low income. This program commenced operation in November 2011, and was converted from paper vouchers to a smartcard system in November 2012. New allocations of funding (from the RCTC 2013 Call for Projects) allowed for volunteer driver mileage reimbursement or other transportation programs for seniors and the disabled established in the Coachella Valley by Independent Living Partnership and Desert Samaritans for Seniors (DSS has sinced closed operations). 2.3 Key Performance Indicators To ensure adherence to the Productivity Improvement Program (PIP) established by RCTC, SunLine continues to monitor and evaluate routes to assure compliance with key performance indicators. The performance indicators are tracked through a management performance tool called TransTrack implemented by RCTC for all transit operators. Over the last five years, SunLine has consistently met all key performance indicators approved in the SRTP, including the mandatory target for the farebox recovery ratio. RCTC is also developing a State of Public Transit report for the county transit operators, complementing the PIP program report. 2.4 Productivity Improvement Efforts Staff continues to work in coordination and cooperation with local jurisdictions on service related issues that affect transit services provided in the Coachella Valley. Staff will continue monitoring service routes using service warrants to further evaluate routes. In addition to concentrating on modifying and adjusting service routes, further analysis will be undertaken to review unproductive routes to determine if segments or trips of existing routes should be discontinued due to low productivity. 2.5 Service Standards and Warrants The following 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 according to these standards, there are some areas which are served more intensely than others. When service is proposed, the new route should be evaluated based on its proximity to others, and the necessity of its implementation based on area coverage standards. Currently not served or underserved markets such as Desert Edge and North Indio are planned to receive new transit service when budget becomes available through modification of existing transit lines at low cost (though with an associated growth in ADA paratransit ridership). Growth in ADA paratransit service needs in general must also be addressed as part of any such new service planning. Funding of these types of services must be prioritized along with improvements to existing transit services, based on available funding. 28 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. Short routes such as shuttles, for example, may better connect two or more high demand destinations; for instance, a transit center and an employment center, a senior center and a shopping complex; student housing and a university campus. They also provide local circulation between destinations in a single community with the service span and frequency tailored to these unique markets. Recommended 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 to meet performance standards. New service routes that do not meet minimum standards are subject to the same remedial actions as existing services and may be evaluated at the one and two year marks, in order to evaluate how new service routes are progressing over time. The SunLine Board adopted a new set of service standards for transit service performance in July 2013. 2.6 Major Trip Generators and Projected Growth Markets over Next Two Years SunLine continues to evaluate, monitor, and adjust transit service to best meet the travel needs of the residents of and visitors to the Coachella Valley. SunLine implemented a new Commuter Link 220 service to Western Riverside County in FY 2012/13. Significant service improvements have also been made in FY 2013/14 based on an improved economic climate and increased funding availability. These include two new lines (Line 54 Indio — Palm Desert; Line 95 North Shore — Indio) and significant frequency improvements to Lines 14 (Desert Hot Springs to Palm Springs), 30 (Cathedral City to Palm Springs), and 111 (Indio to Palm Springs). More improvements are planned in future years (see Chapter 3). The agency will continue tracking both existing service usage and new developments to ensure service is offered where the most need exists. Through the Agency's development review program, staff works in cooperation with local jurisdictions to determine where new developments are occurring and what the associated transit service needs and opportunities are. As the Coachella Valley continues to grow, SunLine will assess areas in which additional transit could potentially be provided. Staff submitted successful grant applications for a new North Shore bus service and an additional two years of funding for the Riverside Commuter Link 220 bus service in response to RCTC's 2013 Specialized Transportation Call for projects. Additionally, given the lack of funding to provide school transportation service by the school districts in the Valley, SunLine will continue working with school districts to improve access to public transit and will work on coordinating school bell times for routing and scheduling purposes. 29 2.7 Equipment, Passenger Amenities and Facility Needs Passenger Amenities and Bus Stop Improvement Program As of May 2014, SunLine serves 589 bus stops, which are cleaned and maintained on a regular basis. Since completion of the 2006 Comprehensive Operational Analysis (COA) and 2009 COA Update, SunLine has made significant improvements to bus stops in the Coachella Valley. As of May 2014, 361 bus stops have a shelter shed, and 39 more stops are planned to receive this facility during summer 2014 (35 new shelters, 4 relocated out of service shelters). Funding is being requested for 25 additional shelters in FY 2014/15. Revenue Collection Equipment In 2010, SunLine installed electronic registering fareboxes on all fixed route buses. This has increased the agency's ability to collect more accurate revenue, decreased staff's time in reconciling revenue collected, and improved the accuracy of ridership counts. It has also enhanced passenger access to passes through allowing for their sale on -board buses. In addition to new fireboxes, one ticket vending machine (TVM) continues in operation at the key transfer location in Indio. A study of the success of the first TVM machine, review of other fare collection options and assessment of the need for a fare increase is proposed to be completed in FY 2014/15, before a decision is taken regarding installation of additional ticket vending machines. On -Board Security Cameras SunLine has interior and exterior video cameras installed on all fixed route buses to improve the Agency's ability to monitor and record activities inside and outside the buses that will enhance the safety and security of passengers. With these cameras, SunLine is able to investigate criminal and suspicious activities that may occur at bus stops, transfer locations and while the buses travel on the road. Furthermore, to enhance the safety of passengers on ADA paratransit vans, Smart Drive technology has been installed. This system enables monitoring, tracking and real-time data on activities occurring on these vans, which helps improve driver training and skills. In FY 2013/14, Prop 1 B Transit Security funds has been used to upgrade camera systems on the fixed route bus fleet. In FY 2014/15, streaming live video links will be funded for the fixed route bus fleet. Intelligent Transportation System (ITS) By the end of 2011, installation of ITS equipment on all fixed route and paratransit buses was completed, with installation on select support vehicles being completed in the first half of 2012. The equipment includes Automatic Passenger Counters, Automatic Voice Annunciators, Automated Vehicle Locaters, and Global Positioning Systems. Additionally, staff implemented scheduling software for fixed route planning. SunLine service information has been available in Google Transit for trip planning purposes since March 2012. Wi-Fi was introduced on four CommuterLink buses in 2012, and is planned to be expanded to the full fixed route and paratransit fleets in FY 2014/15 as a result of a project to install live video feed. Bus Replacement Program SunLine continues to replace ADA paratransit vans when they exceed 150,000 miles (approx. three years). For FY 2013/14, 14 replacement vans were delivered. In addition, four vans are now on order as replacements. In FY 2014/15, four extra vans will be added for increased SunDial service. The fixed route bus fleet will next be updated in 2018, when the 2006 Orion buses become eligible for federal funding for replacement (12-year lifespan), and funding is 30 being reserved in this SRTP for that purpose. Two new hydrogen electric hybrid fuel cell buses are being added to the fleet in FY 2013/14 and one battery dominant fuel cell bus will be added to the fixed route fleet in FY 2015/16. All SunLine vehicles (including support vehicles) are powered with compressed natural gas except for three Hydrogen fuel cell buses. Non Revenue Vehicle Replacement Two agency trucks and four cars were replaced in FY 2012/13. Six replacement trucks and three replacement and two new cars were replaced in FY 2013/14. Three replacement cars, one new truck, and one new SUV will be added to the fleet in FY 2014/15. Facility Needs SunLine was awarded FTA Section 5309 State of Good Repair funds matched with SCAQMD funds to replace the existing, and add new, solar panels at the Thousand Palms operating base. The existing panels are old and outdated. This project was begun in FY 2013/14. Groundbreaking has occurred for the new Administration Building at SunLine's Thousand Palms site and the building should be occupied by Fall 2014. A study will also be completed in FY 2014/15 to determine the future plan for the agency's satellite operating and maintenance facility at Indio. 31 livers:dr inntx Fropaidim{arr sisn Table 2 -- SunLine Transit Agency -- Sq TP Service Stlf77177ary FY 2014/15 Short Range Transit Plan All Routes FY2011j12 Audited FY2012/18 Audited FY2013f14 Plan FY2018f14 4th Qtr Actual FY2014f15 Plan Fleet Characteristics Peak -Horn Fleet 81 82 Financial Data Total Operating Experses V 1,938,408 V3,713,028 V4,950,824 $18,045,097 $28,044,924 Takal Passenger Fare Revenue $4,064,666 $4,888,281 $4,476,300 $3,669,554 $4,993,241 Net Cperating Expenses (Subsides) $17,873,743 $18,824,747 V0,474,524 $14,375,543 $23,051,683 Operating Characteristics Unlirked Passenger Trips 4,561,637 4,707,796 5,190,418 3,588,091 5,217,902 Passenger Miles 30,475,670 31,496,565 34,635,600 23,992,536 34,861,321 Total Actual Vehicle Revenue Hours (a) 246,512.7 253,232.9 273,442.0 200,252.1 285,986.0 Total Actual Vehicle Revenue Mies (b) 3,349,082.3 3,538,009.4 3,893,948.0 2,869,369.6 4,207,657.0 Total Actual Vehicle riles 3,693,898.1 3,865,018.6 4,261,726.0 3,177,728.2 4,690,034.0 Performance Characteristics Cperating Cast per Revenue Hcur $89.00 $93.64 $91.25 $90.11 $98.06 Farebox Recovery Ratio 18.53% 20.61% 17.94% 20.34% 17.80% Subsidy per Passenger $3.92 $4.00 $3.94 $4.01 $4.42 absidy per Passenger Mile $0.59 $0.60 $0.59 $0.60 $0.66 Subsidy per Revenue Hoer (a) $72.51 $74.34 $74.88 $71.79 $80.60 Subsidy per Revenue Mile (b) $5.34 $5.32 $5.26 $5.01 $5.48 Passenger per Revenue Hcur (a) 18.5 18.6 19.0 17.9 18.2 Passenger per Revenue Mile (b) 1.36 1.33 1.33 1.25 1.24 (a) Train Nous for Rail Modes, (b) Car Miles for Rail Mcdes, 32 livers:dr inntx Fropaidim{arr sisn Table 2 -- SunLine Transit Agency -- Sq TP Service Stlf77177ary FY 2014/15 Short Range Transit Plan Non -Excluded Routes FY2011j12 Audited FY2012/18 Audited FY2013f14 Plan FY2018f14 4th Qtr Actual FY2014f15 Plan Fleet Characteristics Peak -Horn Fleet 76 77 Financial Data Total Operating Experses V0,885,284 V2,368,010 V3,518,533 $17,535,015 $26,116,731 Takal Passenger Fare Revenue $3,941,399 $4,712,855 $4,240,612 $3,623,652 $4,665,940 Net Operating Expenses (Subsides) $16,943,885 $17,655,155 $19,277,921 $13,911,363 $21,450,791 Operating Characteristics Urlirked Passenger Trips 4,413,026 4,528,243 5,046,568 3,542,558 5,085,615 Passenger Miles 29,501,650 30,317,953 33,693,382 23,691,563 33,994,841 Total Actual Vehicle Revenue Hours (a) 235,348.0 240,078.8 264,896.0 194,702.8 273,184.0 Total Actual Vehicle Revenue Mies (b) 3,220,532.S 3,346,755.4 3,687,467.0 2,739,823.7 3,933,889.0 Total Actual Vehicle riles 3,545,134.7 3,646,858.6 4,034,954.0 3,033,384.0 4,393,571.0 Performance Characteristics Operating Cast per Revenue Hcur $88.74 $93.17 $88.78 $90.06 $95.60 Farebox Recovery Ratio 18.87% 21.07% 18.03% 20.67% 17.86% Subsidy per Passenger V.84 $3.90 V.82 V.93 $4.22 absidy per Passenger Mile $0.57 $0.58 $0.57 $0.59 $0.63 Subsidy per Revenue Hoer (a) $72.00 $73.54 $72.78 $71.45 $78,52 Subsidy per Revenue Mile (b) $5,26 $5.28 $5,23 $5.08 $5.45 Passenger per Revenue Hcur (a) 18.8 18.9 19.1 18.2 18.6 Passenger per Revenue Mile (b) 1.37 1.35 1.37 1.29 1.29 (a) Train Nous for Rail Modes, (b) Car Miles for Rail Mcdes, 33 livers:dr inntx Fropaidim{arr sisn Table 2 -- SunLine Transit Agency -- Sq TP Service Stlf77177ary FY 2014/15 Short Range Transit Plan Excluded Routes FY2011j12 Audited FY2012/18 Audited FY2013f14 Plan FY2018f14 4th Qtr Actual FY2014f15 Plan Fleet Characteristics Peak -Horn Fleet 5 5 Financial Data Total Operating Experses $1,053,124 $1,432,291 $510,082 $1,928,193 Takal Passenger Fare Revenue $123,266 $235,688 $45,902 $327,300 Net Operating Expenses (Subsides) S929,858 S1,196,603 $464,180 $1,600,893 Operating Characteristics Urlirked Passenger Trips 148,611 143,850 45,533 132,287 Passenger Miles 974,021 942,218 300,973 866,490 Total Actual Vehicle Revenue Hotrs (a) 11,164.7 8,546.0 5,549.3 12,802.0 Total Actual Vehicle Revenue Mies (b) 128,549.8 206,481.0 129,545.9 273,768.0 Total Actual Vehicle riles 149,763.4 226,772.0 144,344.2 296,463.0 Performance Characteristics Operating Cast per Revenue Hcur $94,33 $167.60 $91,92 $150.62 Farebox Recovery Ratio 11.70% 16.45% 9,00% 16,97% Subsidy per Passenger $6,26 $8,32 $10,19 $12,10 Stbsidy per Passenger Mile $0,95 $1,27 $1,54 $1,85 Subsidy per Revenue Hotr (a) $83 ,29 $140 ,02 $83,65 $125.05 Subsidy per Revenue Mile (b) $7,23 $5,80 $3S8 $5,85 Passenger per Revenue Hcur (a) 13,3 16,8 8,2 10,3 Passenger per Revenue Mile (b) 1,16 0,70 0,35 0,48 (a) Train Nous for Rail Modes, (b) Car Miles for Rail Mcdes, 34 livers:dr inntx Fropaidim{arr sisn Table 2 -- S inLine BUS -- Sq TP Service Stlf77177ary FY 2014/15 Short Range Transit Plan All Routes FY2011j12 Audited FY2012/18 Audited FY2013f14 Plan FY2018f14 4th Qtr Actual FY2014f15 Plan Fleet Characteristics Peak -Horn Fleet 55 55 Financial Data Total Operating Experses $17,976,470 $19,569,036 $20,482,094 $14,784,555 $23,004,395 Takal Passenger Fare Revenue $3,693,504 $4,437,588 $3,774,231 $3,364,132 $4,201,337 Net Operating Expenses (Subsides) $14,282,966 $15,131,448 $16,707,863 $11,420,422 $18,803,058 Operating Characteristics Urlirked Passenger Trips 4,436,917 4,571,588 5,056,028 3,485,011 5,073,888 Passenger Miles 29,067,479 29,961,418 33,116,998 22,831,707 33,233,965 Total Actual Vehicle Revenue Hours (a) 190,727.7 191,953.5 212,419.0 151,855.5 219,473.0 Total Actual Vehicle Revenue Mies (b) 2,527,678.1 2,585,804.1 2,952,072.0 2,104,074.5 3,142,639.0 Total Actual Vehicle riles 2,755,928.9 2,837,079.6 3,242,885.0 2,346,396.4 3,536,967.0 Performance Characteristics Operating Cast per Revenue Hcur $94.25 $101.95 $96.42 $97.36 $104.82 Farebox Recovery Ratio 20.55% 22.68% 18.42% 22.75% 18.26% Subsidy per Passenger $3.22 $3.31 $3.30 $3,28 $3.71 absidy per Passenger Mile $0.49 $0.51 $0.50 $0.50 $0.57 Subsidy per Revenue Hoer (a) $74.89 $78.83 $78.66 $75.21 V5.67 Subsidy per Revenue Mile (b) $5.65 $5.85 $5.66 $5.43 $5.98 Passenger per Revenue Hcur (a) 23.3 23.8 23.8 22.9 23.1 Passenger per Revenue Mile (b) 1.76 1.77 1.71 1.66 1.61 (a) Train Nous for Rail Modes, (b) Car Miles for Rail Mcdes, 35 livers:dr inntx Fropaidim{arr sisn Table 2 -- SufiLine-DAIS -- Sq TP Service Stlf77177ary FY 2014/15 Short Range Transit Plan All Routes FY2011j12 Audited FY2012/18 Audited FY2013f14 Plan FY2018f14 4th Qtr Actual FY2014f15 Plan Fleet Characteristics Peak -Horn Fleet 26 27 Financial Data Total Operating Experses $3,961,938 $4,143,992 $4,468,730 $3,260,542 $5,040,529 Takal Passenger Fare Revenue $371,161 $450,694 $702,070 $305,422 $791,904 Net Cperating Expenses (Subsides) $3,590,777 $3,693,299 $3,766,660 $2,955,120 $4,249,625 Operating Characteristics Unlirked Passenger Trips 124,720 136,208 134,390 103,080 144,014 Passenger Miles 1,408,192 1,535,148 1,518,602 1,160,830 1,627,356 Total Actual Vehicle Revenue Hours (a) 55,785.0 61,279.4 61,023.0 49,396.6 66,513.0 Total Actual Vehicle Revenue Mies (b) 821,404.2 952,205.3 941,876.0 765,295.1 1,065,018.0 Total Actual Vehicle riles 937,969.2 1,027,939.0 1,018,841.0 831,331.8 1,153,067.0 Performance Characteristics Cperating Cast per Revenue Hcur $71.02 $67.62 $73.23 $67.37 $75,78 Farebox Recovery Ratio 9.37% 10.88% 15.71% 9.37% 15.71% Subsidy per Passenger $28.79 $27.12 $28.03 $28.67 $29.50 Subsidy per Passenger Mile $2.55 $2.41 $2,48 $2.55 $2.61 Subsidy per Revenue Hoer (a) $64.37 $60.27 $61.73 $61.06 $63,88 Subsidy per Revenue Mile (b) $4.37 $3.88 $4.00 $3,86 $3.99 Passenger per Revenue Hcur (a) 2.2 2.2 2.2 2.1 2.2 Passenger per Revenue Mile (b) 0,15 0.14 0.14 0.13 0.14 (a) Train Nous for Rail Modes, (b) Car Miles for Rail Mcdes, 36 CHAPTER 3 — PLANNED SERVICE CHANGES AND IMPLEMENTATION 3.1 Recent Service Changes SunLine currently operates 14 local fixed route transit services, and one Commuter Link service, serving the urbanized area of the Coachella Valley, including SunLine's nine member cities (Cathedral City, Coachella, Desert Hot Springs, Indian Wells, Indio, La Quinta, Palm Desert, Palm Springs, and Rancho Mirage) as well as the unincorporated communities of Bermuda Dunes, North Shore, Mecca, Oasis, Thermal, and Thousand Palms. In FY 2012/13, SunLine served over 4.7 million passengers system -wide, with 4.56 million boardings recorded on fixed route buses, and over 136,000 rides by ADA paratransit clients. FY 2013/14 ridership has been near level in the first half of the fiscal year. SunLine has achieved increased boardings in the second half of the fiscal year as the result of significant service improvements implemented in September 2013 and January 2014. Planned service improvements, if new funding becomes available in FY 2014/15 (CMAQ grants etc.), will contribute to further increases in system ridership, but are not included in the FY 2014/15 budget at this time. Further service improvements may be considered based on additional review of the performance of the FY 2013/14 service improvements and assessment of available funding and other budget priorities by the Board. 3.2 Recommended Short Term Service Improvements For FY 2014/15, the Agency does not intend to introduce any new routes. Future service improvement plans listed below are to modify four routes to increase coverage of communities within the service area, as well as increase service frequencies on a number of highly productive routes. Details are summarized below. Maps for proposed route realignments are included in Chapter One under each respective line. Implementation of these changes is subject to new funding availability (CMAQ grants, etc.), Board approval, and public outreach processes. Only the Line 15 Desert Edge, Line 81(North Indio), and Line 111 Coachella extension (and associated Line 90, 91, 95 changes) are included in the draft FY 2014/15 budget at this time. • Line 15: Desert Hot Springs o Expand route southeast to serve Desert Edge community. Service would operate every 60 minutes instead of every 45 minutes weekdays and weekends • Line 24: Palm Springs o Extend route to Ramon Road/San Luis Rey retail area and replace terminus loop route at South Palm Springs (Palm Springs International Airport, etc.) • Line 32: Palm Springs, Cathedral City, Thousand Palms, Rancho Mirage, Palm Desert o Increase weekday daytime service frequency from 50 to 40 minutes. o Provides the opportunity to extend Line 24 (see above) • Line 70: La Quinta o Increase weekday peak frequency to 20 minutes and off-peak frequency weekdays to 40 minutes instead of every 45 minutes all day o Increase weekend frequency to every 60 minutes instead of every 90 minutes 37 o Extend the route north of 1-10 freeway to serve retail and commercial area and the SunCity Palm Desert retirement community of almost 10,000 residents • Lines 80/81: Indio o Extend Line 81 via Jackson Street, Avenue 41, Monroe Street to serve more of North Indio and the new Indio WalMart store o Increase frequency from 60 to 30 minutes weekdays • Line 90: Indio - Coachella o Modify alignment to serve WalMart grocery store at 48t"/Jackson o Partly absorb into Line 91 when Line 111 is extended from Indio to Coachella (implement January 2015); Line 91 will then be modified to follow the Line 90 alignment between Harrison Street Coachella and Indio, and both Lines 90 and 91 will operate hourly (combined 30 minute service on shared alignment) o Revised route to better serve southwest Coachella (implementation date subject to road improvements yet to be completed) • Line 91: Indio — Coachella — Thermal — Mecca — Oasis o Revise route to follow Line 90 alignment between Harrison Street Coachella and Indio to be implemented when Line 111 is extended from Indio to Coachella; this allows improved weekend frequency (60 minutes instead of 80) for Line 91 • Line 111: Palm Springs — Indio o Extend service from Indio to Coachella via Indio Boulevard and Harrison Street • Line 220: CommuterLink o Add two westbound and two eastbound weekday trips • Major Public Holidays: o SunLine will operate weekend schedule systemwide on Memorial Day, July 4t" Labor Day, and New Year's Day. This change was effective May 2014. Ridership on these days is consistent with ridership carried on weekends. Unmet Needs As listed above, SunLine is planning to implement service for the communities of Desert Edge (Line 15) and North Indio (Line 81), subject to funding availability, board approval, and community outreach processes. These two changes are included in the FY 2014/15 draft budget at this time. 38 3.3 Longer Term Service Modifications and Adjustments In light of ongoing challenges with operating funding, staff plans to continue evaluating existing services and developing improvements for funding and approval by the Board of Directors, as set out in section 3.2 above. SunLine will also continue to use the PIP measurements and its own set of Service Standards as guidelines to improve service efficiency and effectiveness. SunLine's short term goal is to see the full implementation of 20, 40, or 60 minute headways on services. This is achievable with the existing fleet. The next step is for SunLine to develop plans for providing 15, 30, or 60 minute service throughout its network weekdays. This will need careful planning around funding levels and new fleet to sustain both operating costs and the purchase of new fleet/replacement of existing fleet. There will also be completion of a study of Bus Rapid Transit service opportunities in the Coachella Valley in FY 2014/15. In addition, there will be new emerging areas such as La Entrada (North Coachella) and west of Desert Hot Springs that will require expanded service coverage as well as further analysis of unserved and developing areas. The planned new campus of College of the Desert at Palm Springs will also require service modifications. These improvements require significant additional new operating funding and an expanded fleet, which will take a number of years to plan. 3.4 Marketing Plans and Promotion SunLine plans to promote and market existing service, service improvements, and newer routes in FY 2014/15. The marketing plan will entail conducting more public outreach to businesses and schools along the routes, as well as advertise service in bus shelters, on the buses and on the SunLine website promoting the Google Transit and Bus Tracker software applications. 39 3.5 Budget Impacts on Proposed Change SunLine in the longer term plans to introduce service improvements to existing routes as outlined above. While at this time no new service improvements are included in the FY 2014/15 budget, the service improvements made in FY 2013/14 will continue for the full FY 2014/15 year. TABLE 3A - INDIVIDUAL ROUTE DESCRIPTIONS Line # Route Class Route Description/Cities Served Line 14 Regional Serves the Cities of Desert Hot Springs and Palm Springs Line 15 Local Serves City of Desert Hot Springs, Community of Desert Edge Line 24 Local Serves the City of Palm Springs Line 30 Regional Serves the Cities of Palm Springs and Cathedral City Line 32 Local Serves the Cities of Palm Springs, Cathedral City, Rancho Mirage, Palm Desert, and Community of Thousand Palms Line 53 Local Serves the City of Palm Desert Line 54 Local Serves the Cities of Palm Desert, Indian Wells, La Quinta, and Indio as well as unincorporated areas Line 70 Local Serves the Cities of La Quinta, Palm Desert, Indian Wells, and Community of Bermuda Dunes Lines 80-81 Local Serve the City of Indio Line 90 Local Serves the Cities of Indio and Coachella Line 91 Local Serves the Cities of Indio and Coachella, and the Communities of Thermal, Mecca, and Oasis. Line 95 Rural Serves the Cities of Indio and Coachella, and the Communities of Thermal, Mecca, and North Shore Line 111 Regional Serves the Cities of Indio, La Quinta, Indian Wells, Palm Desert, Rancho Mirage, Cathedral City and Palm Springs Line 220 Commuter Link Commuter Express service serving Palm Desert, Rancho Mirage, Thousand Palms, Cabazon (Morongo Casino), Banning/Beaumont, Moreno Valley, and Riverside 40 TABLE 3B - FY 2014/15 NEW/EXISTING ROUTES EXEMPTION SHEET ROUTE # MODE SERVICE TYPE ROUTE DESCRIPTION DATE OF IMPLEMENTATION ROUTE EXEMPTION END DATE Line 220 Fixed Route Directly Operated Palm Desert - Riverside Commuter Link September 2012 August 2015 Line 95 Deviated Fixed Route Directly Operated North Shore - Indio September 2013 Aug ust 2016 Line 54 Fixed Route Directly Operated Indio - Palm Desert January 2014 December 2016 41 lines Lmrr I•smp.mim6rmisim Data Elements Table 3 - SR TP Route Statistics SunLine Transit Agency -- 8 Fr 2014/15 All Routes Peak Route # Day Type Vehicles Passengers Passenger Revenue Total Revenue Total Operating Passenger Net Files Hours Hours Files Files Cost Revenue Subsidy SLN-111 SLN-14 SLN-15 SLN-220 SLN-24 SLN-30 SLN-32 SLN-53 SLN-54 SLN-70 SLN-80 SLN-81 SLN 90 SLN 91 SLN ]5 SLN-0PR Total Total Total Total Total Total Total Total Total Total Total Total Total Total Total Total 13 1,7 64,944 11,5 60,38 4 7 654,146 4,284,654 1 138,509 907,236 2 14,855 97,302 4 206,285 1,351,165 7 775,541 5,079,795 4 355,016 2,325,355 2 61,332 401,724 2 83,777 548,738 5 261,019 1,709,677 1 140,030 917,194 1 116,143 760,738 2 236,164 1,546,874 3 232,472 1,522,689 1 33,655 220,440 27 144,014 1,627,356 62,533.0 29,571.0 5,474.0 2,321.0 9,789.0 27,9 16.0 16,9 17.0 6,702.0 6,758.0 10,166.0 5,380.0 5,365.0 11,884.0 14,974.0 3,723.0 66,5 13.0 67,060.0 31,395.0 5,801.0 2,856 ,0 11,5 81.0 29,671.0 17,963 ,0 7,227 ,0 6,791.0 10,835.0 5,471.0 5,456 ,0 12,147.0 15,505 ,0 4,088.0 70,780.0 891,246.0 436,298.0 79,927.0 76,602.0 134,304.0 267,633.0 279,582.0 84,877.0 126,582.0 134,200.0 58,225.0 53,696.0 142,473.0 306,410.0 70,584.0 1,065,018.0 1,023,850.0 498,264.0 89,874.0 85,629.0 174,723.0 306,174.0 302,210 ,0 96,583.0 126,888.0 15 2,911.0 61,543.0 57,014.0 152,729.0 324,629.0 83,946.0 1,15 3,0 67.0 $6,659,111 $1,286,197 $3,240,705 $525,165 $584,537 $91,188 $556,930 $78,272 $1,136,399 $227,280 $1,991,355 $398,271 $1,965,568 1369,527 $628,172 $120,476 $825,279 $165,056 $994,529 $190,100 $400,273 $80,055 $370,817 $70,792 $393,349 $198,670 $2,111,387 $316,317 $545,984 $83,972 $5,040,529 $791,904 $5,372,914 12,715,540 $493,349 $478,658 $909,119 $1,593,084 $1,596,041 $507,697 $660,223 $804,429 $320,218 $300,025 $794,679 $1,795,070 $462,012 $4,248,625 Service Provider Totals 82 5,217,902 34,861,321 285,986.0 304,627.0 4,207,657.0 4,690,034.0 $28,044,924 $4,993,241 $23,051,683 42 Illlllr liners [err I•onp:mim{ummesin Table 3 - SR TP Route Statistics SunLine Transit Agency -- 8 FY 2014/15 All Routes Performance Indicators Route # Day Type Operating Operating Farebos Subsidy Per Subsidy Per Subsidy Per Cost Per Cost Per East Per Recovery Subsidy Per Passenger Revenue Revenue Passengers Passengers Revenue Hour Revenue Mile Passenger Ratio Passenger Mile Hour Mile Per Hour Per Mile SLN-111 Total SLN-14 Total SLN-15 Total SLN-220 Total SLN-24 Total SLN-30 Total SLN-32 Total SLN-53 Total SLN-54 Total SLN-70 Total SLN-80 Total SLN-81 Total SLN 90 Total SLN 91 Total SLN 95 Total SLN-0PR Total $10 6.49 $10 9.5 9 $10 6.7 8 $239.95 $116.0 9 $71.33 $116.19 $93.73 $122.12 $97.83 $74.40 $69.12 $83.59 $141.0 0 $146.6 5 $75.78 $7.47 $7.43 $7.31 $7.27 $8.46 $7.44 $7.03 $7.40 $6.52 $7.41 $6.87 $6.91 $6.97 $6.89 $7.74 $4.73 $3.77 $4.95 $4.22 $37.49 $5.51 $2.57 $5.54 $10.24 $9.85 $3.81 $2.86 $3.19 $4.21 $9.08 $16.22 $35.00 19.31% 16.20% 15.60% 14.05% 19.99% 20.00% 18.80% 19.17% 20.00% 19.11% 19.99% 19.09% 19.99% 14.98% 15.37% 15.71% $3.04 $4.15 $3.56 $32.22 $4.41 $2.05 $4.50 $8.28 $7.88 $3.08 $2.29 $2.58 $3.36 $7.72 $13.73 $29.50 $0.46 $0.63 $0.54 $4.92 $0.67 $0.31 $0.69 $1.26 $1.20 $0.47 $0.35 $0.39 $0.51 $1.18 $2.10 $2.61 $85.92 $91.83 $90.13 $206.23 $92.87 $57.07 $9 4.3 5 $75.75 $97.69 $79.13 $59.52 $55.92 $66.87 $119.8 8 $124.10 $63.88 $6.03 $6.22 $6.17 $6.25 $6.77 $5.95 $5.71 $5.98 $5.22 $5.99 $5.50 $5.59 $5.58 $5.86 $6.55 $3.99 28.2 22.1 25.3 6.4 21.1 27.8 21.0 9.2 12.4 25.7 26.0 21.6 19.9 15.5 9.0 2.2 1.98 1.50 1.73 0.19 1.54 2.90 1.27 0.72 0.66 1.95 2.40 2.16 1.66 0.76 0.48 0.14 Service Provider Totals $98.06 $6.67 $5.37 17.80% $4.42 $0.66 $80.60 $5.48 18.2 1.24 43 CHAPTER 4 — FINANCIAL AND CAPITAL PLANS 4.1 Operating and Capital Budget For FY 2014/15, SunLine plans to have an operating budget of $28,017,431 and a budget of new capital projects of $10,057,417. The operating budget will absorb cost increases in fuel and wages/benefits, some new operating and administrative staff positions, as well as costs of operating expanded FY 2013/14 service levels for a full year in FY 2014/15. SunLine utilizes funding from various sources to operate its fixed route and paratransit services. Revenues include SunLine's bus and shelter advertising, a contribution from Riverside Transit Agency towards the operating costs for the Riverside Commuter Link service plus outside fuel sales revenue, taxi voucher sales, interest, and funding from two jurisdictions for bus shelter maintenance. Funding sources for capital projects include FTA Section 5307, 5310, and 5339 funds, as well as State Proposition 1 B Transit Safety and Security funds, and State Transit Assistance (STA) funds. 4.2 Funding Plans to Support Proposed Operating and Capital Program For FY 2014/15, funding plans for the proposed operating and capital programs are as follows: Funding sources for operating budget includes FTA Section 5307 (Urban), 5311 (Rural), 5316 (JARC), 5317 (New Freedom), and CMAQ funds apportioned by the Federal Transit Administration (FTA), State Local Transportation Funds (LTF), Local Measure A funding and other revenue for operating assistance. Funding sources for capital projects includes FTA Section 5307, 5310, and 5339 funds, State Proposition 1 B Transit Safety and Security funds, and State Transit Assistance (STA) funds. 4.2.1 Operating Budget: The estimated operating budget of $28,044,924, outlined in Table 4, is funded from: • Estimated new Local Transportation funds (LTF) totaling $13,506,121 • Estimated Measure A funds totaling $5,846,000 • Estimated Section 5311 funding of $429,687 • Estimated Section 5307 funds for operating assistance of $3,000,000 • CMAQ grant funding of $150,000 (Line 54). • Allocated Section 5316 JARC $32,928 (Commuter Link 220) • Allocated Section 5317 New Freedom funds $65,709 (Commuter Link, Taxi Vouchers) • Other revenues from: o $800,000 from outside fuel sales and $175,000 emissions credits. o $107,000 for bus shelter maintenance contracts with two cities o $93,174 for Riverside Transit Agency funding of Commuter Link 220 service o $95,670 of taxi voucher sales o $75,000 of advertising revenues o $18,000 of interest and other income • A total of $3,650,635 in revenue is estimated to be collected in passenger fares 44 4.2.2 Capital Improvement Program budget: The estimated FY 2014-15 capital improvement program is a budget of $10,057,417 including estimated carryover funds of $1,641,320 as shown in Table 4, including: • $5,287,876 estimated in new State Transit Assistance (STA) funds, plus carryover STA of $901,320. • $500,000 of carry over from Local Transportation Funding (LTF). • Estimated new Section 5307 capital assistance funds in the amount of $1,632,000 plus carryover of $240,000. • Estimated new Section 5310 capital assistance funds in the amount of $210,000. • Estimated new Section 5339 capital assistance funds in the amount of $913,804. • Estimated amount of $372,417 in Prop 1 B Transit Security funding to be used in funding transit safety and security enhancement projects. 4.3 Regulatory and Compliance Requirements Americans with Disability Act (ADA) SunLine complies with ADA Regulations with accessible vehicles used for transit services and ADA paratransit vans. Supervisor vans are also equipped with wheelchair lifts. The agency continues to work with local jurisdictions to continue to increase the number of accessible bus stops in full compliance with ADA guidelines. Disadvantaged Business Enterprises (DBE) In FY 2012/13, staff submitted its bi-annual DBE report to FTA. Equal Employment Opportunity (EEO) SunLine complies with federal regulations pertaining to employment and submits its EEO Report every other year to the Federal Transit Administration. A report was submitted in FY 2013/14 and is currently under federal review. Title VI SunLine's Title VI Report was updated in FY 2013/14 and submitted to and approved by the FTA by the required deadline of November 30, 2013. Transportation Development Act (TDA) Triennial Audit In FY 2012/13, RCTC commissioned Pacific Management Consulting to conduct the Triennial Performance Audit as required by TDA. The audit of SunLine was conducted in 2013 with no findings. Federal Transit Administration Triennial Audit Staff completed the FTA FY 2013 Triennial Audit in January 2014. There was one finding regarding notification to FTA of the disposal of surplus vehicles that has been addressed and approved by FTA. National Transit Database (NTD) Report and Sampling Staff will complete NTD Section sampling at the end of FY 2013/14. SunLine is running parallel sampling using manual samples and Automatic Passenger Counter (APC) data in order to gain approval to use APC data in future reporting. 45 Alternative Fueled Vehicles SunLine conforms to RCTC's Alternative Fuel Policy with all vehicles in the fleet using CNG or hydrogen fuels. The current active fleet consists of 56 40-foot CNG buses, 3 40-foot Hydrogen Fuel Cell buses, ten 32-foot CNG buses, 31 22-foot paratransit buses, and 38 non -revenue CNG or electric vehicles. CNG Fuel Pump Hydrogen Fuel Pump 46 TABLE 4 SunLine Transit Agency FY 2014/15 Summary of Funds Requested Short Range Transit Plan Table 4 - Summary of Funding Request for FY 2014/15 DRAFT 052214 DRAFT. May 22, 2014 Project Descnption Total Amount of Funds With Carryover Total Amount of Funds Without Carryover Total Carryover Amount LTF Carryover LTF STA Carryover STA Prop 1B Transit Security Measure Section 5307 Indio/Cathedral City Palm Springs Carryover Section 5307 Indio/Cathedral City Palm Springs' Section 5310 Section 5311 Section 5316 Section 5317 Section 5339 CMAQ Other Revenue Farebox OPERATING Operating Assistance $28,044,924 $28,044,924 $0 $13,506,121 $0 $5,846,000 $3,000,000 $0 $429,687 $32,928 $65,709 $150,000 $1,363,844 $3,650,635 Preventive Maintenance $0 $0 $0 $0 $0 Subtotal: Operating $28,044,924 $28,044,924 $0 $13,506,121 $0 $0 $0 $0 $5,846,000 $3,000,000 $0 $0 $429,687 $32,928 $65,709 $0 $150,000 $1,363,844 $3,650,635 CAPITAL Capital Project Number Total Amount of Funds With Carryover Total Amount of Funds Without Carryover Total Carryover Amount LTF Carryover LTF STA Carryover STA Prop 1B Transit Security FTAtCalStart Section 5307 Indio/Cathedral City Palm Springs Carryover Section 5307 Indio/Cathedral City Palm Springs Section 5310 Section 5311 Section 5316 Section 5317 Section 5339 CMAQ Other Revenues Farebox 2 New and 2 Replacement Paratransit Vans SL-15-01 $440,000 $440,000 $0 $88,000 $142,000 $210,000 Transit Enhancement (25 shelters) SL-15-02 $312,417 $312,417 $0 $212,417 $100,000 High Performance Wireless Video Link for Buses SL-15-03 $135,000 $135,000 $0 $135,000 IT Projects SL-15-04 $300,000 $0 $300,000 $60,000 $240,000 New CNG Fueling Station Construction Thousand Palms (second part of funding) SL-15-05 $2500,000 $2500,000 $0 $2 500,000 Replacement & New Service Vehicles (1 new truck, 1 new supervisor SUV, 2 replacement cars) SL-15-06 $170,000 $170,000 $0 $40,000 $130,000 New ITS Ops Web and COMM modules SL-15-07 $175,000 $175,000 $0 $175,000 Replacement Bus Lifts for Thousand Palms SL-15-08 $400,000 $400,000 $0 $80,000 $320,000 Replacement Bus Fleet SL-15-09 $3,300,000 $2,958,680 $341,320 $1,744,876 $341,320 $300,000 $913,804 Operator Break Room at Coachella SL-15-10 $500,000 $500,000 $0 $500,000 Thousand Palms Transit Center Security Cameras SL-15-11 $25,000 $25,000 $0 $25,000 New Asset Management Tool SL-15-12 $500,000 $500,000 $0 $100,000 $400,000 Master Plan Update SL-15-13 $100,000 $100,000 $0 $20,000 $80,000 Thousand Palms Site Development SL 15-14 $200,000 $200,000 $0 $40,000 $160,000 New Accounting System SL-15-15 $1,000,000 $0 $1,000,000 $500,000 $500,000 Subtotal: Capital $10,057,417 $8,416,097 $1,641,320 $0 $500,000 $5,287,876 $901,320 $372,417 $0 $1,632,000 $240,000 $210,000 $0 $0 $0 $913,804 $0 $0 $0 Total: Operating & Capital $38,102,341 $36,461,021 $1,641,320 $13,506,121 $500,000 $5,287,876 $901,320 $372,417 $5,846,000 $4,632,000 $240,000 $210,000 $429,687 $32,928 $65,709 $913,804 $150,000 $1,363,844 $3,650,635 Proposed Funding Details Operating Budget FY 14115 LTF assumptions FY 14116 Farebox assumptions FY 14115 Other Revenue assumptions FY14/15 Measure A funds Projection FY14/15 Section 5307 Operating Funds Projection FY 14116 Section 5311 Operating Funds Projection FY 2014/15 JARC Section 5316 Projection CMAQ Grant for Line 54 FY 2014/15 New Freedom Section 5317 Projection TOTAL: Capital Budget LTF Carryover $ 13,506,121 $ 3,650,635 $ 1,363,844 $ 5,846,000 $ 3,000,000 $ 429,687 $ 32928 $ 150,000 $ 65,709 $ 28,044,924 $12,607,096 FY 14-15 allocation + some use of unallocated past carryover. This number is projected from farebox revenue YTD FY 13114 + full year of service improvements of FY 13-14 and new FY 14-15 improvements_ $3,384,283 Fixed Route and $266,352 paratransit_ Based on projections, with $800,000 outside fuel sales, $107,000 bus shelter maintenance, $93,174 PTA 220 contribution: $95,670 taxi voucher sales: $18,000 interest and other income: $75,000 advertising fees and $175,000 for emissions credits_ RCTC Est. $5,846,000. From FFY 2013 & 2014 allocations_ Estbased on CalTrans County Allocation and prey, split RTA-SunLine $32928 Allocation (CA37-X193) for Commuter Link 220 CMAQ Grant Line 54 Taxi Voucher Grant Revenue from CA57-X063 plus Commuter Link 220 funding $22,709 Grant CA57-X102 500,000 From RCTC Carryover funding sheet (surplus from previous ITS project) 47 TABLE 4A — CAPITAL PROJECT JUSTIFICATION PROJECT NUMBER SL 15-01 PROJECT NAME Replacement and New Paratransit Vans PROJECT DESCRIPTION SunLine will purchase 4 paratransit vans, two for replacement and two new to expand the fleet to 35 vans in order to meet expected ADA paratransit ridership demand while delivering a good quality of service. PROJECT JUSTIFICATION The project is to purchase 4 paratransit vans, two for replacing existing vehicles and two in order to expand the fleet to meet expected ADA paratransit ridership demand while delivering a good quality of service. Part of the funding is FTA Section 5310 discretionary funding which Sunline successfully applied for. PROJECT FUNDING SOURCES (REQUESTED) FTA Section 5307 $142,000 FTA Section 5310 $210,000 STA $ 88,000 TOTAL $440,000 FTA Grant # RCTC Grant # Description Unexpended balance 48 TABLE 4A — CAPITAL PROJECT JUSTIFICATION PROJECT NUMBER S L 15-02 PROJECT NAME Transit Stop Enhancements (25 New Bus Shelters) PROJECT DESCRIPTION Enhance existing bus stops as recommended in the COA. Funding requested for transit enhancements will address FTA requirement to utilize 1 % of the Section 5307 apportionment on Safety and Security, as well as the one percent requirement for transit enhancements. Primary activity is the purchase and installation of twenty five (25) new shelters, including site improvements where required. PROJECT JUSTIFICATION Continued improvements (primarily new shelter sheds) to bus stops for the safety and comfort of passengers as recommended in the Comprehensive Operational Analysis. The service area experiences extreme temperatures in summer months, making the shelter sheds a valuable addition to stop facilities. PROJECT FUNDING SOURCES (REQUESTED) FTA Section 5307 Prop 1 B Security TOTAL $100,000 $212,417 $312,417 FTA Grant # RCTC Grant # Description Unexpended balance 49 TABLE 4A — CAPITAL PROJECT JUSTIFICATION PROJECT NUMBER SL 15-03 PROJECT NAME High Performance Wireless Video Link for Buses PROJECT DESCRIPTION Funds requested in this fiscal year will enable SunLine to install high performance wireless video link on 70 buses. PROJECT JUSTIFICATION Project is necessary to provide enhanced security response to incidents on buses. PROJECT FUNDING SOURCES Prop 1 B Security TOTAL $135,000 $135,000 FTA Grant # RCTC Grant # Description Unexpended balance 50 TABLE 4A — CAPITAL PROJECT JUSTIFICATION PROJECT NUMBER PROJECT NAME Information Technology (IT) Projects SL 15-04 PROJECT DESCRIPTION Purchase various IT equipment, software and hardware for existing agency system needs. PROJECT JUSTIFICATION Use of IT equipment is critical to the daily functions staff performs and helps to streamline operations and reports for SunLine services. PROJECT FUNDING SOURCES (REQUESTED) Section 5307 Carryover $240,000 STA Carry-over $ 60,000 TOTAL $300,000 FTA Grant # RCTC Grant # Description Unexpended balance CA90-Z201 SRTP 13-14 Carryover Section 5307 $240,000 SRTP 13-14 Carryover STA $60,000 Total $300,000 51 TABLE 4A — CAPITAL PROJECT JUSTIFICATION PROJECT NUMBER SL 15-05 PROJECT NAME New CNG Fueling Station Study and Construction Thousand Palms PROJECT DESCRIPTION The SunLine Thousand Palms CNG fueling station is approaching 20-years of operation. This is the expected lifespan of this facility. This project will see SunLine Transit Agency engage consultants with expertise in designing CNG fueling stations, to prepare bidding documents for a design/build contract for the replacement of the CNG fueling station. $200,000 has been allocated for this purpose in FY 2013-14 STRP, along with $2,500,000 of the overall cost. This extra budget of $2,500,000 is the remaining amount of the construction budget of $5,000,000. PROJECT JUSTIFICATION The existing CNG fueling station is reaching its intended twenty year lifespan in 2014. The cost of maintaining this facility will continue to increase as it ages further, as well as the risk of failure. Extending the life of the existing facility well beyond the 20 years has an increasing safety risk as well as risk of disruption to service as major parts are far more likely to fail and be very costly to repair. PROJECT FUNDING SOURCES (REQUESTED) STA TOTAL $2,500,000 $2,500,000 FTA Grant # RCTC Grant # Description Unexpended balance 52 TABLE 4A — CAPITAL PROJECT JUSTIFICATION PROJECT NUMBER SL 15-06 PROJECT NAME Replacement and New Service Vehicles (1 new truck, 1 new supervisor SUV and 2 replacement cars) PROJECT DESCRIPTION Purchase one (1) new truck, one (1) new supervisor SUV and two (2) replacement CNG relief cars that have met their useful life based on federal guidelines. PROJECT JUSTIFICATION This continues SunLine's goal of replacing non -revenue vehicles in its fleet in adherence to federal guidelines on useful life expectancy of these vehicles. Purchasing the replacement cars during this fiscal year ensures that SunLine continues to replace older vehicles in the fleet to comply with federal and state laws in a timely manner. The new truck is required for additional field advertising installation and shelter maintenance while the new SUV is required for additional safety staff field work. PROJECT FUNDING SOURCES (REQUESTED) Section 5307 STA TOTAL $130,000 $ 40,000 $170,000 FTA Grant # RCTC Grant # Description Unexpended balance 53 TABLE 4A — CAPITAL PROJECT JUSTIFICATION PROJECT NUMBER SL 15-07 PROJECT NAME New Intelligent Transportation Systems (ITS) Projects PROJECT DESCRIPTION Purchase various ITS products to more efficiently manage system operations and customer service. The projects are to purchase Trapeze OPS Web to improve efficiency of internal communication with operators and to purchase Trapeze COMMS module to more efficiently manage customer service. PROJECT JUSTIFICATION Use of ITS equipment is critical to enhancing the daily functions staff perform and helps to streamline operations and customer service, improving both service and productivity. PROJECT FUNDING SOURCES (REQUESTED) STA $175,000 TOTAL $175,000 FTA Grant # RCTC Grant # Description Unexpended balance 54 TABLE 4A — CAPITAL PROJECT JUSTIFICATION PROJECT NUMBER SL 15-08 PROJECT NAME Replacement Bus Lifts for Thousand Palms PROJECT DESCRIPTION Purchase two bus lifts to replace existing worn out bus lifts at Thousand Palms maintenance division. PROJECT JUSTIFICATION These two lifts are required to replace worn out existing bus lifts that are not cost effective to continue to repair and will become a safety risk with further deterioration. PROJECT FUNDING SOURCES (REQUESTED) Section 5307 STA TOTAL $320,000 $ 80,000 $400,000 FTA Grant # RCTC Grant # Description Unexpended balance 55 TABLE 4A — CAPITAL PROJECT JUSTIFICATION PROJECT NUMBER SL 15-09 PROJECT NAME Replacement or New Bus Fleet PROJECT DESCRIPTION This project is to commence assembling required funding for replacement fixed route buses for SunLine Transit Agency commencing in 2018, when 15 Orion CNG buses will reach 12 years of operation; the minimum required for federal funding of replacement buses. This funding is for six buses. This funding may also be utilized for match funding for FTA funding requested for six additional fuel cell buses under the No or Low Emmision Bus Program (NOLO). It is expected that FTA will announce successful submissions for NOLO by Fall 2014. If SunLine is successful in its NOLO application, these six buses would be additional fleet. Alternatively, SunLine may purchase new CNG buses with these funds for service expansion, subject to justifying extra ridership demand and operating funding availability. PROJECT JUSTIFICATION This project is necessary to commence assembling the necessary funds for replacement of SunLine's existing CNG bus fleet, of which 66 buses were purchased between 2006 and 2009 and will be eligible for replacement between 2018 and 2022. PROJECT FUNDING SOURCES FTA Section 5339 $ 913,804 FTA Section 5307 $ 300,000 STA $1,744,876 STA Carry-over $ 341,320 TOTAL $3,300,000 FTA Grant # RCTC Grant # Description Unexpended balance SRTP 07-08 Carry-over STA $341,320 56 TABLE 4A — CAPITAL PROJECT JUSTIFICATION PROJECT NUMBER SL 15-10 PROJECT NAME New Coachella Transit Terminal PROJECT DESCRIPTION This project is to construct an operator breakroom and bus and passenger facilities at the new Coachella transit terminal. The breakroom will be a modular unit. PROJECT JUSTIFICATION A new transit terminal is proposed for downtown Coachella (7th and Orchard) to serve the extension of SunLine's Line 111 service. This project will purchase and install an operator breakroom at this new facility as well as develop parking and passenger facilities on land for the facility, which has been made available by the City of Coachella. PROJECT FUNDING SOURCES STA $500,000 TOTAL $500,000 FTA Grant # RCTC Grant # Description Unexpended balance 57 TABLE 4A — CAPITAL PROJECT JUSTIFICATION PROJECT NUMBER SL 15-11 PROJECT NAME Transit Security Cameras for Thousand Palms Transit Center PROJECT DESCRIPTION This project is to purchase and install transit security cameras at the new Thousand Palms transit center. PROJECT JUSTIFICATION This project is required to provide a safe and secure transit center for staff, passengers, and their vehicles. PROJECT FUNDING SOURCES Prop 1 B Safety and Security $25,000 TOTAL $25,000 FTA Grant # RCTC Grant # Description Unexpended balance 58 TABLE 4A — CAPITAL PROJECT JUSTIFICATION PROJECT NUMBER SL 15-12 PROJECT NAME New Asset Management Tool. PROJECT DESCRIPTION This project is to purchase and install a new asset management tool. PROJECT JUSTIFICATION This project is to provide the agency a tool to help the agency meet MAP 21 State of Good Repair Asset Management requirements. PROJECT FUNDING SOURCES FTA Section 5307 STA TOTAL $400,000 $100,000 $500,000 FTA Grant # RCTC Grant # Description Unexpended balance 59 TABLE 4A — CAPITAL PROJECT JUSTIFICATION PROJECT NUMBER SL 15-13 PROJECT NAME Thousand Palms Facility Master Plan Update PROJECT DESCRIPTION This project is to obtain consultant services to update the master plan for the agency's Thousand Palms site. PROJECT JUSTIFICATION This project is required to allow the agency to update plans to replace the existing operations and maintenance facilities at Thousand Palms, which are well past their reasonable life span. PROJECT FUNDING SOURCES FTA Section 5307 $ 80,000 STA $ 20,000 TOTAL $100,000 FTA Grant # RCTC Grant # Description Unexpended balance 60 TABLE 4A — CAPITAL PROJECT JUSTIFICATION PROJECT NUMBER SL 15-14 PROJECT NAME Thousand Palms Site Development PROJECT DESCRIPTION This project is to begin the process of redeveloping the site of existing administrative offices, with the primary focus being demolition. PROJECT JUSTIFICATION This project is required to begin to prepare the Thousand Palms site for replacement of existing operations and maintenance buildings. PROJECT FUNDING SOURCES FTA Section 5307 $160,000 STA $ 40,000 TOTAL $200,000 FTA Grant # RCTC Grant # Description Unexpended balance 61 PROJECT NUMBER SL 15-15 PROJECT NAME New Accounting Tool. PROJECT DESCRIPTION This project is to purchase and install a new accounting system. PROJECT JUSTIFICATION This project is to provide the agency a modern accounting tool to help improve financial management. PROJECT FUNDING SOURCES LTF (Carryover) STA (Carryover) TOTAL $ 500,000 $ 500,000 $1,000,000 FTA Grant # RCTC Grant # Description Unexpended balance SRTP 07-08 LTF Carryover $500,000 SRTP 11-12 STA Carryover $500,000 Total $1,000,000 62 TABLE 4.1 SunLine Transit Agency FY 2014/15 Summary of Funds Requested Short Range Transit Plan Table 4.1 - Summary of Universal Call for Projects Funding Request for FY 2014/15 Project Description - Operating Assistance Capital Project Number Total Amount of Funds Local Match LTF STA Prop 1B Transit Security Prop 1 B PTMISEA Measure A Section 5307 Indio Cathedral City Palm Springs Section 5309 Section 5311 Section 5316 [JARC] Section 5317 [NF] CMAQ AQMD Farebox Recovery Ratio Coachella Valley Association of Governments $93,600 $46,800 $46,800 Independent Living Partnership for Coachella Valley $100,000 $50,000 $50,000 Subtotal: Operating $193,600 $96,800 $0 $0 $0 $0 $0 $0 $0 $0 $46,800 $50,000 $0 $0 CVAG - Mobility Manager $10,962 $2,192 $8,770 Subtotal: Capital $10,962 $2,192 $0 $0 $0 $0 $0 $0 $0 $0 $8,770 $0 $0 $0 $0 Total: Operating & Capital $204,562 $98,992 $0 $0 $0 $0 $0 $0 $0 $0 $66,570 $50,000 $0 $0 $0 63 TABLE 5.1 Table 5.1 - Summary of Funding Request for FY 2015/16 DRAFT as at 052214 DRAFT as at 052214 Project Description Operations Total Amount of Funds Total Carryover Amount LTF Carryover STA STA Prop 1B Transit Security Section 5309 (Carryover) Measure A Section 5307 Indio/Cathedral City Palm Springs Carryover Section 5307 Indio/Cathedral City Palm Springs Section 5311 CMAQ Section 5317 Other Revenue Farebox OPERATING Operating Assistance $28,605,822 $0 $14,776,999 $0 $6,284,450 $1,900,000 $0 $429,687 $63,040 $64,154 $1,363,844 $3,723,648 Preventive Maintenance $0 $0 $0 $0 $0 Subtotal: Operating $28,605,822 $0 $14,776,999 $0 $0 $0 $6,284,450 $1,900,000 $0 $429,687 $63,040 $64,154 $1,363,844 $3,723,648 CAPITAL Capital Project Number Total Amount of Funds Total Carryover Amount LTF Carryover STA STA Prop 1B Transit Security Section 5309 (Carryover) Measure A Section 5307 Indio/Cathedral City Palm Springs Carryover Section 5307 Indio/Cathedral City Palm Springs Section 5311 Section 5316 Section 5317 Section 5339 Other Revenue Bus Rehabilitation (20 buses) SL-16-01 $1,100,000 $0 $220,000 $880,000 13 Paratransit replacement vans SL-16-02 $1,430,000 $526,016 $105,203 $403,984 $420,813 $500,000 Transit Enhancement (25 shelters) SL-16-03 $392,417 $0 $372,417 $20,000 Refurbished Hydrogen Fueling Station Thousand Palms SL-16-04 $1,500,000 $0 $1,500,000 $0 IT Projects SL-16-05 $250,000 $0 $250,000 $0 Maintenance Tools & Equipment SL-16-06 $100,000 $0 $20,000 $80,000 Replacement Service Vehicles (3 cars, 2 trucks) SL-16-07 $200,000 $0 $40,000 $160,000 Replacement Buses SL-16-08 $3,300,000 $0 $829,000 $2,000,000 $471,000 Subtotal: Capital $8,272,417 $526,016 $0 $105,203 $3,262,984 $372,417 $420,813 $0 $3,640,000 $0 $0 $0 $0 $471,000 $0 Total: Operating & Capital $36,878,239 $526,016 $14,776,999 $105,203 $3,262,984 $372,417 $420,813 $6,284,450 $5,540,000 $0 $429,687 $63,040 $64,154 $1,834,844 $3,723,648 Proposed Funding Details Target Budget Projected FY 15/16 LTF Projected FY15/16 Farebox Revenue Projected FY15/16 Other Revenues Projected FY15/16 Measure A funds Projected FY15/16 Section 5307 Operating Funds Projected FY 15/16 Section 5311 Operating Funds Recommended FY 15/16 NEW Freedom Funds Recommended FY 15/16 CMAQ Funds Estimated Operating Funding Total FY14-15 Projected FY15/16 STA Capital Projected FY15/16 5307 Capital Projected FY 15/16 Section 5339 Capital Projected FY15/16 Prop 1B Safety and Security Carryover Section 5309 Carryover STA TOTAL Estimated Capital $28,605,822 FY14-15 Op Budget *1.02 (2 % increase) $ 14,776,999 Based on FY 13-14 + carryover $ 3,723,648 based on FY 14-15 x 1.02 (2 % growth). $ 1,363,844 As for FY 14-15 $ 6,284,450 based on FY 14-15 + 7.5% $ 1,900,000 FFY 15 balance and some FFY 16. $ 429,687 As for FY 14-15 $ 64,154 [This includes $43,000 Taxi Voucher program funds and $21,154 for Commuter Link 220]. $ 63,040 Est. remaining CMAQ for Line 54 $ 28,605,822 $ 3,262,984 FY 15/16 plus some unallocated carryover. $ 3,640,000 FFY 15 balance and some FFY 16. $ 471,000 FY 14/15 level. $ 372,417 FY14-15level. $ 420,813 $ 105,203 $ 8,272,417 TABLE 5.1.A — CAPITAL PROJECT JUSTIFICATION PROJECT NUMBER SL 16-01 PROJECT NAME Bus Rehabilitation — Mid-life Overhaul PROJECT DESCRIPTION Funds requested will enable SunLine to rehabilitate an additional 20 buses that will have reached their six -year age and 250,000 miles of operation. They will each receive an overhaul of engine and transmission systems, as well as have all seating recovered and faded decals and other visual body defects repaired. Some or all of this work is proposed to be completed by an outside contractor(s). PROJECT JUSTIFICATION There are 20 buses that will pass their six -year age and 250,000-300,000 miles of operation in 2015. In order to preserve these buses in excellent operating condition for their next six -years of operation, a mid-life overhaul is proposed. PROJECT FUNDING SOURCES (REQUESTED) FTA Section 5307 $ 220,000 STA $ 880,000 TOTAL $ 1,100,000 FTA Grant # RCTC Grant # Description Unexpended balance 65 TABLE 5.1.A — CAPITAL PROJECT JUSTIFICATION PROJECT NUMBER SL 16-02 ROJ ECT NAME Purchase 13 Replacement Paratransit Vans PROJECT DESCRIPTION Purchase 13 replacement CNG vans to replace existing paratransit vans in the SunDial fleet that have met their useful life based on federal guidelines. In 2012, 13 new buses were purchased and these vehicles will have operated mileage of over 150,000 miles and over three years of service at the time of replacement. PROJECT JUSTIFICATION This continues SunLine's goal of replacing vans in its fleet. As a result of thirteen (13) of the existing SunDial paratransit vans having run mileage of over 150,000 and over three years of operation, SunLine will replace these vans. This is consistent with federal guidelines on useful life expectancy of vehicles. Failure to replace these vehicles will result in significantly higher costs to maintain them in operating condition as major parts begin to fail. PROJECT FUNDING SOURCES (REQUESTED) FTA Section 5307 $ 500,000 FTA Section 5309 (Carryover) $ 420,813 STA (Carryover) $ 105,203 STA $ 403,984 TOTAL $1,430,000 FTA Grant # RCTC Grant # Description Unexpended balance CA04-0176 FTA Section 5309 $420,813 STA Match $105,203 Total $526,016 66 TABLE 5.1.A — CAPITAL PROJECT JUSTIFICATION PROJECT NUMBER SL16-03 PROJECT NAME Transit Enhancements (25 new shelters) PROJECT DESCRIPTION Funding requested for transit enhancements consisting of the purchase and installation of 25 new bus shelters, including concrete work at sites and other improvement for ADA compliance and improved safety. This project will address FTA requirement to utilize one percent of the Section 5307 apportionment on transit enhancements and on security improvements. PROJECT JUSTIFICATION Continued improvements to bus stops for the safety and comfort of passengers and ADA accessibility. PROJECT FUNDING SOURCES (REQUESTED) FTA Section 5307 $ 20,000 Prop 1 B Security $ 372,417 TOTAL $ 392,417 FTA Grant # RCTC Grant # Description Unexpended balance 67 TABLE 5.1.A — CAPITAL PROJECT JUSTIFICATION PROJECT NUMBER SL 16-04 PROJECT NAME Study and Construct Refurbished Hydrogen Fueling Station Thousand Palms PROJECT DESCRIPTION This project will see the study of the best option for and then the construction of a refurbished hydrogen fueling station at SunLine's Thousand Palms operating division. PROJECT JUSTIFICATION The existing hydrogen fueling station at Thousand Palms will have key components reach the point of needing replacement by 2017. The project will identify and construct the best hydrogen producing equipment to support the growing hydrogen electric hybrid fuel cell bus program at SunLine as well as increasing outside hydrogen fuel sales. PROJECT FUNDING SOURCES (REQUESTED) STA $1,500,000 TOTAL $1,500,000 FTA Grant # RCTC Grant # Description Unexpended balance 68 TABLE 5.1.A — CAPITAL PROJECT JUSTIFICATION PROJECT NUMBER SL 16-05 PROJECT NAME Information Technology System (IT) Projects PROJECT DESCRIPTION Purchase various IT equipment, software and hardware for existing agency system needs. PROJECT JUSTIFICATION Use of IT equipment is critical to the daily function's staff perform and helps to streamline operations and reports for SunLine services. PROJECT FUNDING SOURCES (REQUESTED) STA TOTAL $250,000 $250,000 FTA Grant # RCTC Grant # Description Unexpended balance 69 TABLE 5.1.A — CAPITAL PROJECT JUSTIFICATION PROJECT NUMBER SL 16-06 PROJECT NAME Maintenance Tools & Equipment PROJECT DESCRIPTION Purchase major replacement tools, equipment and parts used in routine vehicle maintenance. PROJECT JUSTIFICATION Equipment must be replaced to ensure proper maintenance of the agency fleet. PROJECT FUNDING SOURCES (REQUESTED) FTA Section 5307 $80,000 STA $20,000 TOTAL $100,000 FTA Grant # RCTC Grant # Description Unexpended balance 70 TABLE 5.1.A — CAPITAL PROJECT JUSTIFICATION PROJECT NUMBER SL 16-07 PROJECT NAME Purchase three relief cars and two trucks as replacement vehicles PROJECT DESCRIPTION Purchase three replacement CNG relief cars and two replacement pickup trucks, to replace three existing cars and two existing trucks that have met their useful life based on federal guidelines. PROJECT JUSTIFICATION This continues SunLine's goal of replacing non -revenue vehicles in its fleet in adherence to federal guidelines on useful life expectancy of these vehicles. Purchasing the replacement cars and trucks during this fiscal year ensures that SunLine continues to replace older vehicles in the fleet to comply with federal and state laws in a timely manner. PROJECT FUNDING SOURCES (REQUESTED) FTA Section 5307 $160,000 STA $ 40,000 TOTAL $200,000 FTA Grant # RCTC Grant # Description Unexpended balance 71 TABLE 5.1.A — CAPITAL PROJECT JUSTIFICATION PROJECT NUMBER SL 16-08 PROJECT NAME Replacement or new fixed route buses PROJECT DESCRIPTION Purchase six replacement CNG fixed route buses. These are funds being accumulated towards the replacement of the 66 CNG fixed route buses currently operated by Sunline that will become eligible for replacement between 2018 and 2022. The large scale of this replacement bus program requires an early start to allocating funds. Alternatively, SunLine may utilize these funds to purchase new CNG buses for service expansion, subject to justifying ridership demand and sufficiuent operating funding availability. PROJECT JUSTIFICATION This is in line with SunLine's goal of replacing its fixed route bus fleet in adherence to federal guidelines on useful life expectancy of these buses. Failure to replace such aged buses will see significant increases in maintenance costs as key components begin to fail. PROJECT FUNDING SOURCES (REQUESTED) FTA Section 5307 $2,000,000 FTA Section 5339 $ 471,000 STA $ 829,000 TOTAL $3,300,000 FTA Grant # RCTC Grant # Description Unexpended balance 72 Table 5.2 Table 5.2 - Summary of Funding Request for FY 2016/17 DRAFT as at 052214 DRAFT as at 052214 Project Description Operations Total Amount of Funds Total Carryover Amount LTF Carryover LTF STA Prop 1B Transit Security Prop 1B PTMISEA Measure A Section 5307 Indio/Cathedral City Palm Springs Carryover Section 5307 Indio/Cathedral City Palm Springs Section 5311 Other Revenue Farebox OPERATING Operating Assistance $29,177,938 $0 $15,073,296 $0 $6,598,673 $1,914,318 $0 $429,687 $1,363,844 $3,798,121 Preventive Maintenance $0 $0 $0 $0 $0 Subtotal: Operating_ $29,177,938 $0 $15,073,296 $0 $0 $0 $0 $6,598,673 $1,914,318 $0 $429,687 $1,363,844 $3,798,121 CAPITAL Capital Project Number Total Amount of Funds Total Carryover Amount LTF Carryover LTF STA Prop 1B Transit Security Prop 1B PTMISEA Measure A Section 5307 Indio/Cathedral City Palm Springs Carryover Section 5307 Indio/Cathedral City Palm Springs Section 5311 Section 5339 Other Revenue Bus Rehabilitation (21 buses) SL-17-01 $1,155,000 $0 $245,000 $910,000 14 Paratransit replacement vans SL-17-02 $1,540,000 $0 $836,000 $704,000 Transit Enhancement (25 shelters) SL-17-03 $392,417 $0 $372,417 $20,000 IT Projects SL-17-04 $250,000 $0 $250,000 $0 Facility Improvements SL-17-05 $100,000 $0 $20,000 $80,000 Replacement Service Vehicles (3 cars, 2 trucks) SL-17-06 $200,000 $0 $40,000 $160,000 Replacement Buses SL-17-07 $3,300,000 $0 $1,329,000 $1,500,000 $471,000 Subtotal: Capital $6,937,417 $0 $0 $0 $2,720,000 $372,417 $0 $0 $3,374,000 $0 $0 $471,000 $0 Total: Operating & Capital $36,115,355 $0 $15,073,296 $0 $2,720,000 $372,417 $0 $6,598,673 $5,288,318 $0 $429,687 $1,834,844 $3,798,121 Proposed Funding Details Target Budget Projected FY 16/17 LTF Projected FY16/17 Farebox Revenue Projected FY16/17 Other Revenues Projected FY16/17 Measure A funds Projected FY16/17 Section 5307 Operating Funds Projected FY 16/17 Section 5311 Operating Funds Estimated Operating Funding Total FY14-15 Projected FY16/17 STA Capital Projected FY16/17 5307 Capital Projected FY 16/17 Section 5339 Capital Projected FY16/17 Prop 1B Safety and Security TOTAL Estimated Capital $ 29,177,938 Based on FY15-16 operating budger1.02 (2 °/u increase) $ 15,073,296 Based on FY 15-16 +some unallocated carryover funds. $ 3,798,121 Based on FY 15-16 + 2% $ 1,363,844 As for FY 14-15 $ 6,598,673 as for FY 15-16 + 5°/u $ 1,914,318 FFY 16 carryover plus some FFY 17 $ 429,687 As for FY 13-14 $ 29,177,938 $ 2,720,000 FY 16/17 plus some unallocated carryover $ 3,374,000 FFY 16 carryover plus some FFY 17 $ 471,000 FY 14/15 level $ 372,417 FY 14/15 level $ 6,937,417 TABLE 5.2.A — CAPITAL PROJECT JUSTIFICATION PROJECT NUMBER SL 17-01 PROJECT NAME Bus Rehabilitation — Mid-life Overhaul PROJECT DESCRIPTION Funds requested will enable SunLine to rehabilitate an additional 21 buses that will have passed their six -year age and 250,000 miles of operation in 2016. They will each receive an overhaul of their engine and transmission system, as well as have seating recovered and faded decals and other visual body defects be repaired. Some or all of this work is proposed to be completed by an outside contractor(s). PROJECT JUSTIFICATION There are 21 buses that will pass their six -year age and 250,000-300,000 miles of operation in 2016. In order to preserve these buses in excellent operating condition for their next six years of operation, a mid-life overhaul is proposed. PROJECT FUNDING SOURCES (REQUESTED) FTA Section 5307 STA TOTAL $ 910,000 $ 245,000 $1,155,000 FTA Grant # RCTC Grant # Description Unexpended balance 74 TABLE 5.2.A — CAPITAL PROJECT JUSTIFICATION PROJECT NUMBER SL 17-02 ROJ ECT NAME Purchase 14 replacement paratransit vans PROJECT DESCRIPTION Purchase 14 replacement CNG paratransit vans to replace existing SunDial paratransit vans that were delivered in 2013 and will have met their useful life of 150,000 miles and three years in 2016. PROJECT JUSTIFICATION This continues SunLine's goal of replacing vans in its SunDial paratransit fleet as they reach their 150,000 miles of operation and three years of service. After reaching this milestone, vehicles tend to increase significantly in maintenance costs and safety risk as key parts fail. Replacing 14 vans per year will ensure this fleet is maintained in excellent operating condition. PROJECT FUNDING SOURCES (REQUESTED) FTA Section 5307 $ 704,000 STA $ 836,000 TOTAL $1,540,000 75 TABLE 5.2.A — CAPITAL PROJECT JUSTIFICATION PROJECT NUMBER SL17-03 PROJECT NAME Transit Enhancements (25 new bus shelters) PROJECT DESCRIPTION Funding requested for transit enhancements, specifically the purchase and installation of 25 new bus shelters together with concrete pads and other ADA accessibility improvements. This project will address FTA requirement to utilize one percent of the Section 5307 apportionment for transit enhancements and for security improvements. PROJECT JUSTIFICATION Continued improvements to bus stops for the safety and comfort of passengers. PROJECT FUNDING SOURCES (REQUESTED) Prop 1 B Security FTA Section 5307 TOTAL $372,417 $ 20,000 $392,417 FTA Grant # RCTC Grant # Description Unexpended balance 76 TABLE 5.2.A — CAPITAL PROJECT JUSTIFICATION PROJECT NUMBER S L 17-04 PROJECT NAME Information Technology System (IT) Projects PROJECT DESCRIPTION Purchase various IT equipment, software and hardware for existing agency system needs. PROJECT JUSTIFICATION Use of IT equipment is critical to the daily function's staff perform and helps to streamline operations and reports for SunLine services. PROJECT FUNDING SOURCES (REQUESTED) STA $ 250,000 TOTAL $ 250,000 FTA Grant # RCTC Grant # Description Unexpended balance 77 TABLE 5.2.A — CAPITAL PROJECT JUSTIFICATION TOTAL PROJECT NUMBER SL 17-05 PROJECT NAME Facility Improvements PROJECT DESCRIPTION Funds requested in this fiscal year will enable SunLine to improve existing facilities at Thousand Palms and Indio. PROJECT JUSTIFICATION Project is necessary for facilities and ground improvements at Thousand Palms and Indio. PROJECT FUNDING SOURCES FTA Section 5307 $80,000 STA $20,000 $100,000 FTA Grant # RCTC Grant # Description Unexpended balance 78 TABLE 5.2.A — CAPITAL PROJECT JUSTIFICATION PROJECT NUMBER SL 17-06 ROJ ECT NAME Purchase three replacement relief cars and two replacement pick-up trucks. PROJECT DESCRIPTION Purchase three replacement CNG relief cars and two replacement CNG pick-up trucks to replace agency cars and trucks that have met their useful life. PROJECT JUSTIFICATION This continues SunLine's goal of replacing non -revenue vehicles in its fleet in adherence to federal guidelines on useful life expectancy of these vehicles. Purchasing these replacement cars and trucks during this fiscal year ensures that SunLine continues to replace older vehicles in the fleet to comply with federal and state laws in a timely manner. PROJECT FUNDING SOURCES (REQUESTED) FTA Section 5307 $160,000 STA $ 40,000 TOTAL $200,000 FTA Grant # RCTC Grant # Description Unexpended balance 79 TABLE 5.2.A — CAPITAL PROJECT JUSTIFICATION PROJECT NUMBER SL 17-07 PROJECT NAME Purchase replacement or new fixed route buses PROJECT DESCRIPTION Purchase six replacement CNG fixed route buses. These are additional funds being accumulated towards the replacement of the 66 CNG fixed route buses currently operated by Sunline that will become eligible for replacement between 2018 and 2022. The large scale of this replacement bus program requires an early start to allocating funds. SunLine also may purchase CNG buses with these funds for service expansion, subject to demand and operating funding availability. PROJECT JUSTIFICATION This is in line with SunLine's goal of replacing its fixed route bus fleet in adherence to federal guidelines on useful life expectancy of these buses. Failure to replace such aged buses will see significant increases in maintenance costs as key components begin to fail. PROJECT FUNDING SOURCES (REQUESTED) FTA Section 5307 $1,500,000 FTA Section 5339 $ 471,000 STA $1,329,000 TOTAL $ 3,300,000 FTA Grant # RCTC Grant # Description Unexpended balance 80 AUDITS SunLine successfully completed a State Triennial Audit for FY09/10-11/12 in 2013. The next TDA Audit for FY12/13-14/15 is expected in late 2015. The State Triennial Review was completed by Pacific Management Consultants and did not have any findings. SunLine also successfully completed a Federal Triennial Audit for FY10/11-12/13 in early 2014. There was one finding out of over 20 review areas, regarding the need to advise FTA of the disposal of surplus fleet, and this item has been addressed with FTA. The next Federal Triennial Audit for FY13/14-15/16 is expected in late 2016. TABLE 6 — PROGRESS TO IMPLEMENT TDA TRIENNIAL PERFORMANCE AUDIT Audit Recommendations Action(s) Taken 1. Develop desktop procedures ensuring the completion of the annual State Controller Transit Operators Financial Transactions Reports. (High Priority) This recommendation has been addressed. The FY 2012/13 report has been submitted and this process has been added to the task list. 2. Prepare and submit separate State Controller Reports for general public transit and specialized service. (High Priority) SunLine submitted separate reports to the State Controller, demonstrating SunLine's pro -active approach to compliance with State reporting instructions. 3. Monitor rates of vehicle failures and revenue miles between failures. (High Priority) This metric is being closely monitored by SunLine on a monthly basis. 4. Conduct new rider survey. (Medium Priority) SunLine released an RFP for a new Rider Survey in May 2014 and anticipates this study occurring in the second half of 2014. Questions will be included regarding ITS functions implemented by SunLine since 2010. 5. Provide enforcement of repeated no-show passengers on SunDial. (Medium Priority) SunLine is working with its Access Advisory Committee in 2014 to approve a new no-show policy to help reduce the number of repeat no- show passengers on SunDial. 81 ��M M " �� l i r e l r C o r r y l A r e p r h i i m { u r m ' s i m 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 3 / 1 4 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 S u n L i n e 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 F Y 2 0 1 3 / 1 4 P l a n F Y 2 0 1 3 / 1 4 T a r g e t F Y 2 0 1 3 / 1 4 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 5 , 1 9 0 , 4 1 8 P a s s e n g e r M i l e s 3 4 , 6 3 5 , 6 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 H o u r s 2 7 3 , 4 4 2 . 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 3 , 8 9 3 , 9 4 8 . 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 , 2 6 1 , 7 2 6 . 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 , 9 5 0 , 8 2 4 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 , 4 7 6 , 3 0 0 N e t O p e r a t i n g E x p e n s e s $ 2 0 , 4 7 4 , 5 2 4 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 1 7 . 9 4 % I > = 1 7 . 5 5 % I 2 0 . 3 4 % I M e e t s 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 $ 9 1 . 2 5 < _ $ 9 1 . 9 7 $ 9 0 . 1 1 M e e t s 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 $ 3 . 9 4 > _ $ 3 . 1 6 a n d < _ $ 4 . 2 8 $ 4 . 0 1 M e e t s 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 . 5 9 > _ $ 0 . 4 8 a n d < _ $ 0 . 6 4 $ 0 . 6 0 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 $ 7 4 . 8 8 > _ $ 5 9 . 2 5 a n d < _ $ 8 0 . 1 6 $ 7 1 . 7 9 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 $ 5 . 2 6 > _ $ 4 . 2 6 a n d < _ $ 5 . 7 6 $ 5 . 0 1 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 1 9 . 0 0 > = 1 5 . 9 0 a n d < = 2 1 . 5 1 1 7 . 9 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 1 . 3 3 > = 1 . 1 4 a n d < = 1 . 5 4 1 . 2 5 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 n c e I n d i c 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 : 8 2 ��M M E �� i i w n i r k t a r r y k n a p a t d i m ( a r r r r e s i n F Y 2 0 1 4 / 1 5 - 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 : S u r k i n 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 2 f 1 3 E n d o f Y e a r A c t u a l F Y 2 0 1 3 f 1 4 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 4 / 1 5 P l a n F Y 2 O 1 4 / 1 5 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 4 , 7 0 7 , 7 9 6 3 , 5 8 8 , 0 9 1 5 , 2 1 7 , 9 0 2 N a v e P a s s e n g e r P i l e s 3 1 , 4 9 6 , 5 6 5 2 3 , 9 9 2 , 5 3 6 3 4 , 8 6 1 , 3 2 1 N o n e R e v e n u e N o u n 2 5 3 , 2 3 2 . 9 2 0 0 , 2 5 2 . 1 2 8 5 , 9 8 6 . 0 N o n e T o t a l N o u n 2 6 7 , 2 5 5 . 0 2 1 2 , 1 6 3 . 3 3 0 4 , 6 2 7 . 0 N o n e R e v e n u e M i l e s 3 , 5 3 8 , 0 0 9 . 4 2 , 8 6 9 , 3 6 9 . 6 4 , 2 0 7 , 6 5 7 . 0 N o n e T o t a l M i l e s 3 , 8 6 5 , 0 1 8 . 6 3 , 1 7 7 , 7 2 8 . 2 4 , 6 9 0 , 0 3 4 . 0 N o n e O p e r a k i n g C o s t s $ 2 3 , 7 1 3 , 0 2 8 $ 1 8 , 0 4 5 , 0 9 7 $ 2 8 , 0 4 4 , 9 2 4 N o n e P a s s e n g e r R e v e n u e $ 4 , 8 8 8 , 2 8 1 $ 3 , 6 6 9 , 5 5 4 $ 4 , 9 9 3 , 2 4 1 N o n e O p e r a k i n g S u b s i d y $ 1 8 , 8 2 4 , 7 4 7 $ 1 4 , 3 7 5 , 5 4 3 $ 2 3 , 0 5 1 , 6 8 3 N o n e O p e r a k i n g C o s t s P e r R e v e n u e H c u r $ 9 3 , 6 4 $ 9 0 , 1 1 $ 9 8 , 0 6 9 _ $ 9 1 , 7 8 F a i l s t o M e e k T a r g e t O p e r a k i n g C o s t P e r R e v e n u e M i l e $ 6 , 7 0 $ 6 , 2 9 $ 6 , 6 7 N o n e O p e r a k i n g C o s t s P e r P a s s e n g e r $ 5 , 0 4 $ 5 , 0 3 $ 5 , 3 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 2 0 . 6 1 % 2 0 . 3 4 % 1 7 . 8 0 % � = 1 7 , 8 % M e e k 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 $ 4 , 0 0 $ 4 , 0 1 $ 4 , 4 2 � _ $ 3 . 4 1 a n r d 9 = $ 4 , 6 1 M e e k 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 $ 0 , 6 0 $ 0 , 6 0 $ 0 , 6 6 � _ $ 0 , 5 1 a n d $ 0 , 6 9 M e e k s T a r g e t a b s i d y P e r R e v e n u e H a i r $ 7 4 , 3 4 $ 7 1 , 7 9 $ 8 0 , 6 0 � _ $ 6 1 , 0 2 a n d 9 _ $ 8 2 , 5 6 M e e k 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 $ 5 , 3 2 $ 5 , 0 1 $ 5 , 4 8 � _ $ 4 , 2 6 a n d 9 _ $ 5 , 7 6 M e e k 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 a r r 1 8 , 6 0 1 7 , 9 0 1 8 , 2 0 � = 1 5 , 2 2 a n d 9 = 2 0 , 5 9 M e e k 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 l e 1 , 3 3 1 , 2 5 1 , 2 4 � = 1 , 0 6 a n d 1 , 4 4 M e e k 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 d 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 4 / 1 5 P l a n k o t h e F Y 2 0 1 4 / 1 5 P r i m a r y T a r g e t , 8 3 TABLE 9 HIGHLIGHTS OF FY 2014/15 SHORT RANGE TRANSIT PLAN • Continue the operation of FY 2013/14 service improvements: o New Line 54 (Fred Waring Drive) o New Line 95 (North Shore) o Improved weekday service frequency for Line 14 (Desert Hot Springs to Palm Springs) o Improved weekday service frequency for Line 30 (Cathedral City to Palm Springs) o Improved weekend service frequency for Line 111 • Implement new service improvements for FY 2014/15: o Line 15 extension to Desert Edge o Line 81 extension further into North Indio o Line 111 extension to Coachella • Continue working with local jurisdictions on bus stop improvements including procurement of more bus shelters. • Complete construction of and occupy the new Administrative Building project at Thousand Palms, as well as commence new CNG fueling station project. • Continue Taxi Voucher Program in Coachella Valley. Subject to additional funding availability (CMAQ grants, etc.) and Board approval, further service improvements may be considered in FY 2014/15, but are not included in the FY 2014/15 budget and SRTP at this time. Table 9A — Operating and Financial Data Operating & Financial Data FY 10/11 Audited FY 11/12 Audited FY 12/13 Audited FY 13/14 Estimate FY 14/15 Planned Systemwide Ridership 4,155,480 4,561,637 4,707,796 4,785,000 5,217,902 Operating Cost Per Revenue Hr. $89 93 $89.00 $93.64 $90.11 $98.06 84 Table 9B - Fare Revenue Calculation (consistent with Commission Farebox Recovery Policy) Revenue Sources included in Farebox Calculation Actual Amount from FY 2012/13 Audit FY 13/14 (Estimate) FY 14/15 (Plan) 1. Passenger Fares 3,376,041 3,550,000 3,423,815 2. Interest 607 - - 3. General Fund Supplement - - - 4. Measure A - 5,217,000 5,846,000 5. Advertising Revenue - - - 6. Gain on Sale of Capital Assets - - - 7. CNG Revenue 1,733,334 500,000 852,511 8. Lease/ Other Revenue - - - 9. Federal Excise Tax Refund - 300,000 - 10. Investment Income - - - 11. CalPers CERBT - - - 12. Fare Revenues from Exempt Routes - 453,081 - - 13. Other Revenues 136,740 138,089 473,488 TOTAL REVENUE 4,793,643 9,705,089 10,595,814 for Farebox Calculation (1-13) TOTAL OPERATING EXPENSES 22,757,833 24,950,824 28,017,431 for Farebox Calculation FAREBOX RECOVERY RATIO 21.06% 38.90% 37.82% 85 ATTACHMENT 9 RCTC Rail Short Range Transit Plan FY 2014/15-2016/17 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 4 Commuter Rail Station Management 4 CHAPTER 2 — EXISTING SERVICE AND ROUTE PERFORMANCE 6 2.1 Fixed Route Service 6 Riverside Line 6 Inland Empire Orange County (IEOC) Line 7 91 Line 8 2.2 Key Performance Indicators 9 91 Line 9 IEOC Line 9 Riverside Line 9 2.3 Trip Generators and Projected Growth 10 2.4 Equipment, Passenger Amenities and Facility Needs 11 Implementation of Positive Train Control (PTC) 11 Station Improvements and Construction of New Facilities 11 RCTC Station Maintenance 12 Perris Valley Line Metrolink Extension Project 12 CHAPTER 3 — SERVICE CHANGES AND REGIONAL PLANNING 14 3.1 Recent Service Changes 14 3.2 Recommended Service Changes and Modifications 14 3.3 Marketing Plans and Promotions 15 3.4 Coachella Valley -San Gorgonio Rail Service 15 3.5 LOSSAN Los Angeles — San Diego — San Luis Obispo Rail Corridor Agency 16 CHAPTER 4 — FINANCIAL AND CAPITAL PLANS 18 4.1 Operating and Capital Budget 18 4.2 Funding Plans to Support Operating and Capital Program 18 4.3 Regulatory and Compliance Requirements 18 Americans with Disabilities Act, Title VI 18 TDA Triennial Audit, FTA Triennial Audit, NTD 19 Alternative Fueled Vehicles 19 TABLE 1 - FLEET INVENTORY 20 TABLE 2 - SRTP SERVICE SUMMARY 20 TABLE 5 - SUMMARY OF FUTURE FUNDS REQUESTED 23 TABLE 6 - STATE TRIENNIAL AUDIT RECOMMENDATIONS26 TABLE 7 -SRTP TARGET REPORT 27 TABLE 8 - SRTP PERFORMANCE REPORT 28 TABLE 9 - SRTP HIGHLIGHTS 29 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 rlr� Rirersde (ounry irunsporlolion (omission CHAPTER 1 — SYSTEM OVERVIEW 1.1 Description of Service Area Currently, five of the 57 Metrolink stations are located in Western Riverside County. These five stations, Riverside -Downtown, Pedley, La Sierra, West Corona, and North Main Corona, are owned and maintained by RCTC. x MAP NOT i'0 VALI 13 D- tee," -14 r `O *4' PACIFIC OCEAN r n.vrnlinkvairu.corn METROLINK ME1toLNlC toukEs amdopeVdlevline Inlmd Empix-GFange County Line Orange (onrrr Lint Rrerrida lint San Bernardino lint Vemvrn County Lhe 91 Lhe Pm:Oa-Merton-LA kdl Tramiel- Swion W rolhkiarmrck Shared SanOn P rir ak Rrc& kriliner Nato PailNetoBur f.. fS.e 1%2910 • • i • • � 6. fl j L�-.`06:P 4,1 *411P 6) • 404 Q `• '$1e. ! t ••• •.. 4.4 • ,1•1[114 I It To koplido 1.2 Population Profile and Demographic Projections Whether traveling to work, school, or one of Southern California's great recreational destinations, Metrolink trains provide a viable alternative to driving alone. Every day, thousands of Southern California residents park their cars and choose Metrolink to commute. The average Metrolink commute from Riverside County is 37 miles. Metrolink trains are also popular with schools throughout the region both transporting students to classes and for field trips. The Metrolink rider profiles are updated every two years. The following is the latest socio-economic data collected in 2012: 1 RCTC RAIL SRTP FY 2014/15-2016/17 ram. Riverside (cuniy iionsporroricn {on missioi Line Gender: Male Female Riverside Line 46% 54% IEOC Line 50% 50% 91 Line 50% 50% System -wide 50% 50% Ethnicity: Black 19% 12% 19% 17% Hispanic 31 % 23% 25% 27% Asian 19% 6% 18% 13% Native Hawaiian 2% 1 % 2% 2% American Indian 0% 1 % 1 % 1 % Caucasian (non -Hispanic) 25% 52% 29% 36% Other 4% 4% 6% 5% Median Income (2010) $84,274 $77,459 $80,357 $76,647 Full -Time Employed 85% 86% 86% 80% Automobile Available 92% 87% 83% 83% 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. A new 91 Line Weekend Service is proposed to start on July 5, 2014 with two round trips from Riverside to Los Angeles, this will replace the Riverside extension of the San Bernardino weekend service. 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. This 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. 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. 2 RCTC RAIL SRTP FY 2014/15-2016/17 Ticket Types There are five types of regular Metrolink tickets. discontinued in an effort to simplify operations and Attendant (PCA) free ride policy will be amended to require a $25 per year attendant identification card. Additional discussions on the implementation of this program have taken place. 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 after purchase of ticket on the day of purchase. The expiration time and date is displayed on the ticket. Types of rNENE� Riverside (ounry lionspodorirn {ommissim Several ticket types have been reduce costs. The Personal Care 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 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. 7-Day Pass Valid for unlimited travel during a 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). $10 Weekend Day Pass Metrolink introduces the Weekend Pass for only $10 per person. This pass is good for unlimited systemwide travel on Saturday or Sunday only. The Weekend Day Pass is accepted for free transfers to connecting transit services, except Amtrak. 3 RCTC RAIL SRTP FY 2014/15-2016/17 ram. Riverside (cuniy iionsp7rroricn {on missioi Fare Increase Since Metrolink began operations in 1992 fares have varied year to year. The table below shows how fares have changed recently by Fiscal Year: `03 `04 `05 `06 `07 `08 `09 `10 `11 `12 `13 `14 `15 5% 0% 4% 4.5% 5.5% 3.5% 5.5% 3% 6% 0% 7% 5% 0% Historically, these fare increases have been across-the-board with all ticket types incurring the same price increase. In FY2015, 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. In addition to adjusting fares in 2004 to keep pace with inflation, member agencies, including RCTC, also sought a rationalization of the fares charged for travel between the existing Metrolink zones. Over the years, unusual anomalies evolved where stations were placed into zones not necessarily based upon mileage issues but on other local issues. Zone fares were eliminated in July 2005 and replaced by a new fare structure that results in passengers being charged based upon the highway driving mileage between stations. Implementation of this structure was spread over 10 years to minimize financial impacts on individual riders whose particular trip may have been artificially kept low. 1.5 Revenue Fleet The Metrolink fleet is composed of 52 in-service locomotives and 225 commuter rail cars. All of the new Rotem cars have been incorporated into the fleet. 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 six rail stations serving Riverside County: • Riverside -Downtown • Pedley • Riverside -La Sierra • North Main Corona • West Corona; and • Perris Multimodal Facility (joint RTA/RCTC facility) 4 RCTC RAIL SRTP FY 2014/15-2016/17 rlrs Rirersde (ounry ironsporrorion (omission 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 station operating and maintenance FY 2014/15 budget totals $2,405,400 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 $481,080 per station. San Jacinto Branch Line The Measure A program provides for Riverside County's participation in the creation of a regional commuter rail system. Though the primary goal was to provide service from Riverside to Los Angeles and Orange counties, the Measure A map included a possible internal element along the former Santa Fe Railroad's San Jacinto Branch Line (SJBL). The SJBL corridor extends 38.3 miles between Highgrove and Hemet within Riverside County. The alignment roughly follows the Interstate 215 to Perris where it veers east, parallel to State Route 74 to Hemet and San Jacinto. 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. Construction continues on the Initial Operating Segment (IOS) of the SJBL for the Perris Valley Line. This Line would provide a connection from Moreno Valley's March Air Reserve Base and Perris to mainline rail services in downtown Riverside (see Section 2.5 for more details). 5 RCTC RAIL SRTP FY 2014/15-2016/17 ram. Riverside [cuniy iionsp7rroricn {on missioi CHAPTER 2 — EXISTING SERVICE AND ROUTE PERFORMANCE 2.1 Fixed Route Service The SCRRA operates seven commuter rail lines. Three routes, the Riverside, Inland Empire -Orange County (IEOC), and 91 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: Current Stations Served Riverside -Downtown Pedley East Ontario Downtown -Pomona Industry Montebello/Commerce LA Union Station June 1993 59.1 39.3 12 4066 Vine Street 6001 Pedley Road 3330 E Francis St 101 N Main Street 600 S Brea Canyon Rd 2000 Flotilla St 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) fixed routes 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. 6 RCTC RAIL SRTP FY 2014/15-2016/17 ram. Riverside [cuniy iionsp7rroricn {on missioi 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 RCTC added one additional peak round-trip 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 has been reduced to one round trip 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, Corona Dial -A -Ride, and the Corona Cruiser provide connecting transit service. IEOC Line Line Opening: October 1995 Route miles: 100.1 Avg Trip Length (miles): 33.8 Trains Operated/Day: 14 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 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 7 RCTC RAIL SRTP FY 2014/15-2016/17 rlr� Rirersde (ounry ironsporrorion (omission 91 Line This route officially began operating peak -period service on May 6, 2002. The route extends 61.6 miles between Riverside and Downtown Los Angeles. The alignment roughly follows the Riverside Freeway (SR91) along the BNSF San Bernardino subdivision through Riverside County to Fullerton in Orange County where it continues northwest to downtown Los Angeles. Existing stations that serve this line include 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. The service levels on this route are still developing. Currently, there are two AM peak -period trips from Riverside to Los Angeles with two PM peak period returns. There are two AM peak -period trips from Los Angeles to Riverside with one PM peak -period return and one mid day off-peak round-trip. This service operates Monday through Friday. The plan is to add two additional round trip peak -period weekday trains as well as two round trip weekend trains in FY2015. The peak -period running time between downtown Riverside and Los Angeles is approximately 90 minutes. RTA, Corona Dial -A -Ride, and the Corona Cruiser provide connecting service in Riverside County. 91 Line Line Opening: May 2002 Route miles: 61.6 Avg Trip Length (miles): 36.6 Trains Operated/Day: 9 Current Stations Served: 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 8 RCTC RAIL SRTP FY 2014/15-2016/17 rlr� Rirersde (ounry ironsporrorion (omission 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 Line Indicator FY12/13 Audited FY13/14 Projected FY 14/15 Plan Unlinked Passenger Trips 616,892 780,586 920,497 Subsidy/Passenger Mile $0.26 $0.24 $0.25 Farebox Recovery Ratio 42.0% 45.3% 43.2% Operating Expense/Passenger Mile $0.46 $0.44 $0.44 Operating Subsidy/Passenger $9.48 $8.74 $8.93 Operating Expense/Train Mile $71.33 $64.78 $66.20 Revenue Recovery 42.9% 46.1 % 43.8% Passenger Miles per Revenue Car Mile (Assumes 4 car set) 38.72 37.01 37.53 1EOC Line Indicator FY12/13 Audited FY13/14 Projected FY 14/15 Plan Unlinked Passenger Trips 1,198,219 1,204,021 1,394,020 Subsidy/Passenger Mile $0.27 $0.31 $0.30 Farebox Recovery Ratio 34.8% 34.7% 33.6% Operating Expense/Passenger Mile $0.43 $0.48 $0.47 Operating Subsidy/Passenger $10.93 $11.93 $12.16 Operating Expense/Train Mile $65.38 $67.85 $78.76 Revenue Recovery 38.3% 36.6% 35.6% Passenger Miles per Revenue Car Mile (Assumes 4 car set) 37.71 35.35 42.12 Riverside Line Indicator FY12/13 Audited FY13/14 Projected FY 14/15 Plan Unlinked Passenger Trips 1,255,574 1,289,222 1,324,207 Subsidy/Passenger Mile $0.13 $0.14 $0.15 Farebox Recovery Ratio 56.8% 57.4% 55.4% Operating Expense/Passenger Mile $0.32 $0.34 $0.34 Operating Subsidy/Passenger $5.46 $5.75 $6.01 Operating Expense/Train Mile $91.27 $96.55 $98.82 Revenue Recovery 58.7% 58.9% 57.1 % Passenger Miles per Revenue Car Mile (Assumes 5 car set) 70.90 70.91 72.83 9 RCTC RAIL SRTP FY 2014/15-2016/17 rNENE� Riverside (ounry liorispodorion {ommissim 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, 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 five Metrolink stations in its Route Directory Listing. Additionally, 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. service provides transit to and from Riverside Metrolink stations and transit centers during peak commuting periods. The program aims to provide a viable transit alternative for commuters, helping mitigate congestion and pollution. This express 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 serves the North Main Corona Station as well as stops throughout Corona. Beginning Fall 2013, SunLine began operating commuter express service connecting 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. For over 10 years, 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. 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. 10 RCTC RAIL SRTP FY 2014/15-2016/17 rMEE� Riverside (ounry 1'1uosp4004 n {ommissim 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, 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. Major needs, which continue to be the focus of RCTC attention for the SRTP FY 2014/15-2016/17, include the following: • Implementation of Positive Train Control (PTC); and • Perris Valley Line Metrolink Extension Project. Implementation of Positive Train Control (PTC) PTC has been a major technical undertaking and initial operating elements should be implemented by the end of 2014. PTC will continue to be a priority for Metrolink and RCTC to ensure the safety of the traveling public. The $215 million capital project has been jointly funded by the member agencies and will be implemented prior to the federal deadline of 2015. 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 11 RCTC RAIL SRTP FY 2014/15-2016/17 ram. Riverside [cuniy iionsp7rroricn {on missioi • New Operations Control Center at Riverside Downtown Metrolink Station to expand and enhance existing security and station surveillance operations. 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 $2 million to preserve the Commission's assets. Anticipated improvements include: • Comprehensive painting of station structures • Resealing of station parking lots • Improved access for disabled patrons • Drought tolerant landscaping upgrades Perris Valley Line Metrolink Extension Project From 1999 to 2000, funding commitments to the SJBL were sporadic. RCTC successfully implemented the SJBL in the Federal Transportation Efficiency Act for the Twenty -First Century (TEA-21), making it an eligible FTA New Start rail project. In 1998, Congress appropriated $500,000 to the SJBL. These funds have since been drawn down to conduct an Alternatives Analysis, "The San Jacinto Branch Line/I-215 Corridor Study." Through prior action, the Commission has allocated $20 million for the implementation of passenger rail service between Riverside and Perris on the SJBL. In June 2003, the Commission re -adopted the Locally Preferred Alternative as an IOS, the Perris Valley Line (Riverside - Moreno Valley -Perris) Metrolink extension of the 91 Line. This extension consists of four peak -period round trips supplemented by a midday round trip. All trains will operate from Perris to Los Angeles via Riverside. The estimated cost to implement the new service is $248 million, for a start up of service by late 2015. Staff has identified the additional federal, state, and local sources needed to fund this project. RCTC has received approval from the Federal Transit Administration (FTA), RCTC has completed project development and final design. RCTC has received the Small Start Grant Agreement (SSGA) from FTA to provide $75 million for the project. The entire federal amount has been set aside for RCTC in the Federal Budget. RCTC has identified sufficient local funds for its share of the project. The Commission has received the following grant funds to date in support of the project: 12 RCTC RAIL SRTP FY 2014/15-2016/17 rlrs Rirersde (ounry ironsporrorion (omission Received Measure A 64,031,738 2,907,000 CMAQ FTA 5307 16,157,453 FTA 5309 1,960,000 STP 500,000 FTA 5307 10,000,000 CMAQ 4,298,000 Grants Awarded CMAQ 36,514,263 FTA 5309 74,999,999 TOTAL 211,368,453 13 RCTC RAIL SRTP FY 2014/15-2016/17 rlr� Rirersde (ounry ironsporrorion (omission CHAPTER 3 — SERVICE CHANGES AND REGIONAL PLANNING 3.1 Recent Service Changes On July 2 2012, Metrolink expanded its Inland Empire Orange County weekday service, with one additional daily peak roundtrip. 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 2014/15 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 2014/15 proposed budget is under review by all of the member agencies and concurrence is anticipated by June 2014. Riverside Line Service Level Changes No change. 1E0C Line Service Level Changes No change. 91 Line Service Level Changes Two additional peak period round trips are proposed. Weekend service is to start on July 5, 2014. OPERATING SERVICE ASSUMPTIONS FOR FY2014/15 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/Riv-Ful-LA 9 Riverside -LA (BNSF) 4 Riverside -LA 4 Riverside -LA 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. 14 RCTC RAIL SRTP FY 2014/15-2016/17 ram. Riverside [cuniy iionsp7rroricn {on mission 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. 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. For FY2015 there will be a separate Short Range Transit Plan developed for the service, but there will still be a brief overview 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 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 plans to take the lead on the Service Development Plan study and intends to use Prop 1 B funds to help support the project. In addition, there is local support for this effort from the CVAG Executive Committee who recently directed staff to establish a 90% bus transit/10% passenger rail service funding allocation split for Coachella Valley TDA funds to be phased in over a 3-4 year period. 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 15 RCTC RAIL SRTP FY 2014/15-2016/17 rNENE� Riverside (ounry lionspodorion {ommissim 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; • 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. improving intercity and commuter 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 with the recently 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. 16 RCTC RAIL SRTP FY 2014/15-2016/17 rNENE� Rinrsde (ounry lronsporrorion (omission Currently, LOSSAN is in this transfer period and has selected Orange County Transportation Authority (OCTA) to be the managing agency in Southern California. OCTA has taken the lead in coordinating the Interagency Transfer Agreement with Caltrans. These efforts require financial support that is prohibited from coming from Caltrans. RCTC, along with the other member agencies, will be contributing to the start up operation efforts and will be actively engaged in the development of rail service in Southern California. 17 RCTC RAIL SRTP FY 2014/15-2016/17 rlrs Rirersde (ounry ironsporrorion (omission 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 2014/15 RCTC Budget: • Improve utilization and increase efficiency of commuter rail lines serving Riverside County; • Extend commuter rail service to Moreno Valley and Perris via the San Jacinto Branch Line; and • Maximize opportunities for public use of rail -related investments. Specific highlights of the FY 2014/15 Budget include: • Addition of 91 Line weekday and weekend service; • Continue Construction of the Perris Valley Line (Riverside - Moreno Valley - Perris) Metrolink extension project; • Implement Positive Train Control in the Metrolink network; • An additional increase in operating subsidy due to PTC costs. 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 for operations as well as federal 5307, 5309, 5337 and state Proposition 1 B 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 18 RCTC RAIL SRTP FY 2014/15-2016/17 rNENE� Riverside (ounry lionspodorion {ommissim is responsible for additional compliance requirements as it relates to station facilities. All Metrolink trains and stations are accessible to persons with disabilities. TDA Triennial Audit, FTA Triennial Audit, NTD The RCTC TDA Triennial Audit was completed in September, 2010. The last audit resulted in no findings as pertained to the Rail Program. The FTA Triennial Audit completed in August 2013 resulted in no findings for RCTC. 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. 19 RCTC RAIL SRTP FY 2014/15-2016/17 TABLE 1 - FLEET INVENTORY 69Z'L0231. 0 9LZ 9LE LK walod , woo lanna;nuely JaL90 aquosap ❑ mi.s 9ZL'SP ELE'L4L OGZ LZL 59 0 £ £ 913.43112 ZZZ £lOZ VddN 9 Vd00 "S dd ZO KA'Z E 19L99 waloa , epo0 AunleynuaW Jays) eguoseo O loalas bZ l'6b 98b'Z86 OLZ LEL S9 0 OZ OZ 913.431121 ZZZ ELOZ VdAN 'b Vd00 S dd ZO seA Z OZ 0919E walod , ape° Joint-14m y JoLp0 somaa0 • ima5 9b0'L9l ZS4268`Z OLZ ZEl S9 0 09 09 913A3113 ZZZ 013Z VddN 'b Vd00 'S d21'ZO seA Z 09 EOM 9.408 , apo0 AunpunueW JaglO aquosaa O pales 8b0'1.51. 4.0L'ZS9'Z OLZ LEI S9 0 9S 4S 913A3113 ZZZ OLOZ VddN 4 Vd00 S d1d'ZO saAZ 45 MK • pares 0 0 LEL 58 0 0 0 lawo3 13d £L6L STI1 Vdll'L dLi 'ZO seA'Z sl L6ESE • pales LLO'CGZ Slit 'S99 0 99 dO 40 0 0 El 9EdIN IdIN 600Z VddiN'b Vd00 'S 18 LO uoL,Z El MR • peles ILO'ESZ 499'SOL o 0 89 dO 40 0 0 RAIN Idly 800Z Vdd N'b Vd00 '9 18'LO saAZ Z 88LSC • pales t15'569 98E'OK OLZ 9EL S8 0 ll lL 913/13119 WOG 0 866L %MAN'b Vd00 "9 old ZO KA'Z LL GSM ❑ pales ZZs'LEt'l 894 86 Oa SOL 59 0 Z Z 913A3119 WOG 1,661. VddN 9 Vd00 'S dd 'ZO eaA'Z Z 9894 • pales 9£LON Z£a'ZS 0 0 99 AO PO 0 0 L O9d OWO 986L Vddll 'b Vd00 '5 ld tO eaA Z 96L6 ❑ pelaS SE6'OZ9 8ZEl LZ 0 0 85 dO "40 0 0 b IHd6Sd ONO 0 LOOZ d0'Z Vd00 9 la "LO seA .Z 9 KU ▪ poles 01;699 6ZZ'LLZ'L OLZ Obl 69 0 9Z 9Z 911A3113 WOG 0 ZOOZ AO Vd00'S old Zo saAZ 9Z f8L8 ❑ Ioa1a58L91,58 061W685 Oa EEL S8 0 ZL ZL 913A31131 WOG 0 L68L VddIN 9 Vd00"S di!'ZO saAZ EL ZOL8 01 POPS 5Z0'1.e1.' L 9ZCEL9'1. Oa OP S9 0 OE OE 91343119 WOG 0 £66L *UN'9 Vd00 'S dN'ZO Sal.'Z OE 1419 ❑ palaS LZL'osz'L SS6'OSL'Z OLZ 614 99 0 9S 9S 913.43119 WOG 0 Z661. Vold N'4 Vd00 'S dd 'ZO 6aAa 9S 06L8 • paps Z££'EZ6 499'SOI. 0 89 AO 'bo 0 0 Z IHd6Sd OWO 0 S66L VddN'b Vd00 'S 18 l0 eeAZ E 68L8 ▪ peps ZE£'EZ6 SS9ZZb 0 95 dO 40 0 0 IHd69d ONO 0 S66L Vold N'b Vd00 'S 1H 13 KA'Z 89L8 • pops LEL KOl L66'9LE 0 BS AO '40 0 0 9 Hd6Sd OM £66L Veld N'b Vd00"S ld t0 KA'Z 9 L8L8 • pales 0E9'9G0'L OLE'S48 0 0 9S dO '40 0 O 9l Hd6Sd OWO MIL VddN 4 Vd00 'S lN'LO saAZ 91. SEGO laald apow optioA pound Lpoede0 Alpedea) eO [papo3 salolyaA salaluaA laald ul 'Wm apoO prom alnpe;nuepy aoJnos apo0 woo hold laald 'CI IAN a PueA J gloue espy aqL BuunO Bulpuels &sums GI)gl6ual WAG land Aouadoquo3 alglsseooy swilled, JasnpOlnueyy ;o ma), ;o JuaA Bulpund deisiaum0 adAL palwpaO Iepl ul 84e100 Jol paw Jed sepal salolyaA elolgeA Aaua6Jaw3 (V(1V) enlpV J. a 1pq A a s a auioayil anlloyuo 10JagwnN 066t JagwnN to a6eJany saIIW 'Bpi ;o py !o sagillgesi° JagwnN l9im sueolJawV /o JagwnN u 6 a ION uuod ppV Id .01..9 GO :epoW lof'd).uoluenul epi4aA onuenay :eweN wg0d also 6uppoM ELOZ Ad 4.Jodsa 6ulppall ego Atuoglny 11e8 lauo?Bea esooOleO waylno5 :eweN Aoua8y LSLs :Ot OIN -' (OE.tl),"fdoquesdu aidiu A alluaneb RCTC RAIL SRTP FY 2014/15-2016/17 rlrs Rirersde (ounry ironsporrorion (omission TABLE 2-3 — SRTP SERVICE SUMMARY AND ROUTE STATISTICS Data not available from SCRRA at this time. 21 RCTC RAIL SRTP FY 2014/15-2016/17 IV fV LL/9L0Z-9l/b60Z.0 d_WS 11VH 01021 RCTC Comm uter Rail FY 2014/15 Summary of Funds Requested Short Range Transit Plan Table 4 -Summary of Funds Requested for FY 2014115 Rev: 5113 Project Description Capital Project Numbertll Total Funds Total Funds w1a Carryover LTF LTF Carryover Prop 1 B [Security] Fare Box Other SCRRA Operating Expenses" 16,094,550 16,094,550 9,410,00D 6,679,550 5,000 Transit Connections 280,000 - 280,000 ROTC Rail Operations and Securitym 4,702,400 125,000 4,577,400 125,000 ROTC Station Maintenancel'I 2,535,100 2.535,100 2,368,10D 167,000 OCTA/MetroISANBAGShare ofRlV. EOC, 91 Trains) $36,816,000 $36,816,000 $16,493.000 $20,323,000 Subtotal: Operating $23,612,050 $18,754,650 $11,778,100 $4,857,400 $9 $6,679,550 $297,000 1FY 15 -1 50 50 Subtotal: Capital $0 $0 $0 $0 $0 $0 90 Total: Operating &Capital $23,612,050 $18,754,650 $11,778,100 $4,857,400 $0 $6,879,550 3297,000 (1 ) Number ties to Table 4A- Capital Project Justification (2) Based on initial Mettnlink Budget (3) Other: $101300 in FTA pass through funds administered bySCAG per MOO ; $115,000 pass through funds from SCRRA for guards (4) Other: $159,500 in Commuter Assistance pass through funds for Perris Station; $7,500 in vending machine revenue (5) Reflects Total Expenses and Revenue for the Riverside, IE0C and 91 Lines Revised 5/12/2014 Summary of FY 2014/15 Funds Requested.xls 031S3f103U SaNru 30 Auvinuuf1S -17 318V1 TABLE 5 - SUMMARY OF FUTURE FUNDS REQUESTED palsanbaa epuri y0 kauwns 17,L0UZU6 PaWM:1 OT ClrOPV.LS 000509C1 Of 89C'298-aLS LL£-L9t2ZS eztleC'BZS 1 leildeD g 6u Pe-Rdo :Iewl, of of OOo`os£f Of of o011'o6£f oxeOfa lellde3 lerWIRS 00045£4 000'0P£8 000'0S£4 l-LL AA1 sapetd(l/aunasg pue oDuelfanmg ualels o ea OT ClZ6V L'Lf Of 0f 689`L88'0ZC !LS'LLO`8Zf LLC`LLO'adf Buismad0 zIelol rks CLE6VL'Lf @VS'46LZ$ 99£'aSL'S'4 OOL'SO£S 9L4'6L9Z1.5 696'%C'LS Sos'sS L'94 ZLC'90£4 6VZ•6ZL-6 1.9 69611L'aS 90s's9L'94 ZLe'90£4 617L'6ZL•61.5 aoueualuleryuo4e15010a Raglan pue sua0eadp lleu 01,0a suogdauuaj ssuell assuedx96uissredotaaos Joup xog aced (1lunaagl 9' dad 'd15 al 1an0�0j oPA spunA Ielo1 sPund Iwo' JasuoN la*kid 1W* uogdd u0saa papa 161960Z AA Jo; papanbaa spunA ►ueun.uns- Z's algal at SZ4'£'O`Lf Ooo505£f of 9Le`£L8'E1.$ £OV'L£L`LZ$ £OV`L6L'LZf 1 le3pe3 8 SullPJodp :leyvl 13 Of 000505£f of of (MACES 000505e$ leyde3 lep7gns 000'09M 000'09£4 000'09£4 I-9L 114. sopeAtkri /qun?92.pue aouelf3nm2 utists. siia ss en'£l0`LS OS os 9LSTL85613 soVL8O^9ZS C0f'Lee'9ZS Buganda %1670f¢ls St9'£1.0'4f _ 998'L99'ZS 0ZS'L£6'il 000'V6Z3 009'096'48 99s1' 1-99'3 OZ4'L£6`941 000•V6LT 8404/6214 saa' L99`Z4 OZ9'LP9`14 0o0'46L4 OZ0's66814 ed0eueLlew uope1$.D1aa Appws pue Spogeled0 Ilea 01021 suopno uoo psuell s02-0dx36!iwad0aaa05 �ayip xog aled [launQes) 9l dad yl5 All JanoOFLWgJ spunk lelal spunk leiol ad lalOw) uogdu0saa �0afaid g ps 6oz Jo; palsanbaN spunA 40 A.Iewwns - vg algel ueld IPLOPJI e61.JBZ{ fbUS palsanbaa spunA., awwn I!e�3 lOmuLU°0 0101i RCTC RAIL SRTP FY 2014/15-2016/17 C'7 N ram. Riverside [cuniy iionsp7rroricn {on missioi Table 5.1A— Capital Project Justification PROJECT NUMBER: FY 16 - 1 PROJECT NAME: Rail Station Surveillance and Security Upgrades PROJECT DESCRIPTION: This project will provide the following: • Enhanced remote video surveillance capabilities to allow security personnel, law enforcement and first responders to better monitor and assess incidents at all stations existing and planned. • Limited and controlled access to stations and platforms in the event of a catastrophic accident or disaster. • Improved lighting and visibility to mitigate the potential of personal injury and criminal activity at the stations. • Battery backup systems to ensure visibility in the event of equipment failure or power outage. • Equipment to assist with evacuation and response in the event of a major incident or disaster. PROJECT JUSTIFICATION: This project is funded by FY 2014 Proposition 1 B Safety and Security funds to improve safety and security at all existing and planned Riverside County Metrolink stations. PROJECT FUNDING SOURCES (REQUESTED): Prop 1 B $350, 000 Total $350,000 24 RCTC RAIL SRTP FY 2014/15-2016/17 ram. Riverside [cuniy iionsp7rroricn {on missioi Table 5.2A — Capital Project Justification PROJECT NUMBER: FY 17 - 1 PROJECT NAME: Rail Station Surveillance and Security Upgrades PROJECT DESCRIPTION: This project will provide the following: • Enhanced remote video surveillance capabilities to allow security personnel, law enforcement and first responders to better monitor and assess incidents at all stations existing and planned. • Limited and controlled access to stations and platforms in the event of a catastrophic accident or disaster. • Improved lighting and visibility to mitigate the potential of personal injury and criminal activity at the stations. • Battery backup systems to ensure visibility in the event of equipment failure or power outage. • Equipment to assist with evacuation and response in the event of a major incident or disaster. PROJECT JUSTIFICATION: This project is funded by FY 2015 Proposition 1 B Safety and Security funds to improve safety and security at all existing and planned Riverside County Metrolink stations. PROJECT FUNDING SOURCES (REQUESTED): Prop 1 B $350, 000 Total $350,000 25 RCTC RAIL SRTP FY 2014/15-2016/17 ram. Riverside [cuniy iionsporEoricn {on missioi TABLE 6 — STATE TRIENNIAL AUDIT RECOMMENDATIONS Recent Audit Recommendation (Covering FY 2009/10 — FY 20011/12) Completion Details No findings N/A 26 RCTC RAIL SRTP FY 2014/15-2016/17 rlrs Rirersde (ounry ironsporrorion (omission 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 PIP program. 27 RCTC RAIL SRTP FY 2014/15-2016/17 rlrs Rirersde (ounry ironsporrorion (omission 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 PIP program. 28 RCTC RAIL SRTP FY 2014/15-2016/17 rNENE� Riverside (ounry lionspodorion {ommissim TABLE 9 — SRTP HIGHLIGHTS Specific highlights of the FY 2014/15 Commuter Rail Plans include: O No fare increase; o Continue construction of the Perris Valley Line Metrolink extension; O Major cost increase due to implementation of positive train control; o Potential service increase on 91 Line for both weekday and weekend; and O Support development of Coachella Valley commuter rail facilities. Table 9A — Operating and Financial Data FY 10/11 Audited FY 11/12 Audited FY 12/13 Audited FY 13/14 Estimated FY 14/15 Planned Systemwide* Ridership 2,909,872 2,943,200 3,070,685 3,273,829 3,638,724 Operating Costs per Revenue Hour $3,042 $2,558 $2,727 $3,009 TBD 29 RCTC RAIL SRTP FY 2014/15-2016/17 AGENDA ITEM 10 " R I V E R S I D E C O U N T Y T R A N S P O R T A T I O N C O M M I S S I O N D A T E : J u n e 1 1 , 2 0 1 4 T O : R i v e r s i d e C o u n t y T r a n s p o r t a t i o n C o m m i s s i o n F R O M : S h e l d o n P e t e r s o n , R a i l M a n a g e r T H R O U G H : A n n e M a y e r , E x e c u t i v e D i r e c t o r S U B J E C T : P r o p o s e d M e t r o l i n k B u d g e t f o r F i s c a l Y e a r 2 0 1 4 / 1 5 I S T A F F R E C O M M E N D A T I O N : T h i s i t e m i s f o r t h e C o m m i s s i o n t o : 1 ) A d o p t t h e p r e l i m i n a r y F Y 2 0 1 4 / 1 5 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 ) o p e r a t i n g a n d c a p i t a l b u d g e t ; 2 ) A p p r o v e t h e a d d i t i o n a l 9 1 L i n e s e r v i c e w i t h t w o a d d i t i o n a l p e a k p e r i o d r o u n d t r i p s d u r i n g t h e w e e k d a y a n d a n e w w e e k e n d s e r v i c e ; 3 ) A l l o c a t e t h e C o m m i s s i o n ' s f u n d i n g c o m m i t m e n t t o t h e S C R R A i n a n a m o u n t n o t t o e x c e e d $ 9 , 8 1 7 , 0 0 0 i n L o c a l T r a n s p o r t a t i o n F u n d ( L T F ) f u n d s f o r t r a i n o p e r a t i o n s a n d m a i n t e n a n c e ; a n d 4 ) A l l o c a t e t h e C o m m i s s i o n ' s S e c t i o n 5 3 0 9 g r a n t f u n d s i n a n a m o u n t n o t t o e x c e e d $ 3 , 4 2 1 , 3 0 0 f o r S C R R A c a p i t a l r e h a b i l i t a t i o n p r o j e c t s . B A C K G R O U N D I N F O R M A T I O N : M e t r o l i n k i s t h e b r a n d n a m e f o r t h e s e r v i c e s o p e r a t e d b y S C R R A . B y v i r t u e o f t h e S C R R A j o i n t p o w e r s a g r e e m e n t , t h e f i v e m e m b e r 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 m u s t f o r m a l l y c o m m i t t o f u n d t h e i r p r o p o r t i o n a t e s h a r e s o f c o m m u t e r r a i l o p e r a t i n g a n d c a p i t a l c o s t s . E a c h m e m b e r a g e n c y m u s t a p p r o v e t h e b u d g e t b e f o r e a d o p t i o n o f a f i n a l b u d g e t b y t h e S C R R A B o a r d , n o l a t e r t h a n J u n e 3 0 , 2 0 1 4 . S e r v i c e a n d f u n d i n g l e v e l s a r e l i m i t e d b y t h e p o l i c y a n d b u d g e t c o n s t r a i n t s o f t h e m e m b e r a g e n c i e s a n d a r e n e g o t i a t e d e a c h y e a r . F Y 2 0 1 3 / 1 4 M e t r o l i n k R e v i e w T h e f o l l o w i n g i s a r e v i e w o f M e t r o l i n k ' s F Y 2 0 1 3 / 1 4 a c t i v i t i e s : " A d d i t i o n a l s i g n i f i c a n t c h a n g e s i n l e a d e r s h i p w i t h h i r i n g a n e w c h i e f f i n a n c i a l o f f i c e r ( C F O ) , c h i e f o f o p e r a t i o n s s u p p o r t , c o m p t r o l l e r , a n d a d i r e c t o r o f s t r a t e g i c p l a n n i n g . O t h e r s t a f f l e v e l c h a n g e s h a v e o c c u r r e d i n f i n a n c e , c o m m u n i c a t i o n s , p r o c u r e m e n t , a n d o t h e r d e p a r t m e n t s ; " C o n t i n u e d g r o w t h o n t h e I n l a n d E m p i r e O r a n g e C o u n t y L i n e ( I E O C ) t r a i n s a n d p r o v e n s u c c e s s o f t h e 5 t h p e a k p e r i o d t r a i n t h a t w a s a d d e d t h e p r e v i o u s y e a r ; A g e n d a I t e m 1 0 1 6 7 " I n i t i a t e d t h e S t r a t e g i c P l a n ; " F u r t h e r d e v e l o p e d t h e p o s i t i v e t r a i n c o n t r o l ( P T C ) p r o g r a m w i t h p r o g r e s s b e i n g m a d e b y t h e v e n d o r i n t e g r a t o r c o n t r a c t o r w i t h t a r g e t c o m p l e t i o n i n l a t e 2 0 1 4 ; " A b a n d o n e d d e v e l o p m e n t o f t h e A R I N C c o m p u t e r - a s s i s t e d d i s p a t c h i n g s o f t w a r e a n d r e p l a c e d i t w i t h a W a b t e c p r o d u c t ; " C o n t i n u e d t o s t r u g g l e w i t h t h e i m p l e m e n t a t i o n o f t h e O r a c l e f i n a n c i a l s o f t w a r e u p g r a d e a n d a b i l i t y t o p r o v i d e t i m e l y o p e r a t i n g a n d f i n a n c i a l i n f o r m a t i o n , i n c l u d i n g a u d i t e d . f i n a n c i a l s t a t e m e n t s ; " C o n t i n u e d s u c c e s s f u l I E O C F r i d a y n i g h t A n g e l G a m e t r a i n s ; a n d " P r o g r e s s e d o n d e s i g n o f n e w T i e r 4 l o c o m o t i v e s t o b e d e l i v e r e d s t a r t i n g i n 2 0 1 6 . F Y 2 0 1 4 / 1 5 L o o k i n g F o r w a r d L o o k i n g a h e a d t o F Y 2 0 1 4 / 1 5 , M e t r o l i n k i n t e n d s t o : " C o n t i n u e s a f e t y f o c u s ; " E x p a n d 9 1 L i n e s e r v i c e w i t h t w o a d d i t i o n a l p e a k - p e r i o d r o u n d t r i p t r a i n s " I m p l e m e n t t h e P T C p r o g r a m w i t h t a r g e t c o m p l e t i o n b y l a t e 2 0 1 4 ; a n d " C o n t i n u e s t r a t e g i c p l a n d e v e l o p m e n t . R i v e r s i d e C o u n t y S e r v i c e I m p a c t P r o p o s e d f o r F Y 2 0 1 4 / 1 5 T h r e e M e t r o l i n k c o m m u t e r r a i l l i n e s t r a v e r s e R i v e r s i d e C o u n t y t h e R i v e r s i d e L i n e , t h e I E O C L i n e , a n d t h e 9 1 L i n e . S t a f f p r o p o s e d a s e r v i c e o p t i o n t o u s e t h e r e c e n t l y p u r c h a s e d C o m m i s s i o n - o w n e d r a i l c a r s t o e x p a n d t h e 9 1 L i n e s e r v i c e w i t h f o u r a d d i t i o n a l p e a k s e r v i c e t r a i n s . T h i s p r o p o s a l h a s t h e p o t e n t i a l t o g r e a t l y i m p r o v e s e r v i c e f o r a l l R i v e r s i d e r e s i d e n t s a n d c o m p l i m e n t t h 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 b y p r o v i d i n g g r e a t e r o p t i o n s d u r i n g c o n s t r u c t i o n . A d d i t i o n a l c o o r d i n a t i o n s t i l l n e e d s t o t a k e p l a c e w i t h t h e h o s t r a i l r o a d , B N S F R a i l w a y , w i t h t h e o b j e c t i v e o f s t a r t i n g t h i s n e w s e r v i c e i n O c t o b e r 2 0 1 4 . C o m m i s s i o n ' s F Y 2 0 1 4 / 1 5 O p e r a t i n g S u b s i d y O b l i g a t i o n O n M a y 1 , 2 0 1 4 , S C R R A s u b m i t t e d a p r e l i m i n a r y b u d g e t t o t h e C o m m i s s i o n . T h e p r o p o s e d b u d g e t i n f o r m a t i o n p r e s e n t e d a s s u m e s n o f a r e i n c r e a s e w i t h a l l i n c r e a s e s i n e x p e n s e s b e i n g p a s s e d o n d i r e c t l y t o t h e m e m b e r a g e n c i e s i n t h e f o r m o f h i g h e r s u b s i d i e s . S C R R A s t a f f i s a l s o o p t i m i s t i c a l l y p r o p o s i n g a 2 p e r c e n t r i d e r s h i p i n c r e a s e , a l t h o u g h F Y 2 0 1 3 / 1 4 y e a r - t o - d a t e r i d e r s h i p i s f l a t . T h e S C R R A r e q u e s t o f t h e C o m m i s s i o n i s $ 9 , 8 1 7 , 0 0 0 f o r 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 w a y , w h i c h r e p r e s e n t s a $ 1 , 2 0 8 , 0 0 0 i n c r e a s e , o r 1 4 p e r c e n t o v e r t h e F Y 2 0 1 3 / 1 4 S C R R A b u d g e t . T h i s a m o u n t i n c l u d e s t h e n e w 9 1 w e e k d a y s e r v i c e a n d t h e a d d e d s u b s i d y c o s t f o r t h e 9 1 w e e k e n d s e r v i c e , w h i c h a r e a p p r o x i m a t e l y $ 1 2 2 , 0 0 0 . T h i s l a r g e i n c r e a s e i n a n n u a l s u b s i d y f o l l o w s t h e F Y 2 0 1 3 / 1 4 b u d g e t i n c r e a s e t h a t w a s 1 2 . 7 p e r c e n t o r $ 9 6 7 , 0 0 0 h i g h e r t h a n F Y 2 0 1 2 / 1 3 . A s w i t h p a s t f u n d i n g , t h e o p e r a t i n g s u b s i d y w i l l b e p a i d f r o m L T F r e v e n u e s a l l o c a t e d f o r r a i l o p e r a t i o n s . A g e n d a I t e m 1 0 1 6 8 " O p e r a t i n g C o s t O v e r v i e w T h e o v e r a l l M e t r o l i n k F Y 2 0 1 4 / 1 5 o p e r a t i n g b u d g e t i s $ 2 2 2 , 9 3 5 , 0 0 0 , w h i c h i s $ 1 1 . 7 m i l l i o n o r 5 . 6 p e r c e n t g r e a t e r t h a n t h e F Y 2 0 1 3 / 1 4 b u d g e t . T h e f o l l o w i n g e l e m e n t s r e p r e s e n t t h e v a r i o u s i n c r e a s e s : " I m p l e m e n t a t i o n o f P T C w i t h a n o t h e r $ 1 . 4 m i l l i o n o r 2 0 . 2 p e r c e n t i n c r e a s e i n m a i n t e n a n c e o f w a y e x p e n s e s ; " A n i n c r e a s e i n t h e o p e r a t i n g c o n t r a c t e x p e n s e s f o r t r a i n c r e w s a n d a d d i t i o n a l c o n t r a c t u a l o b l i g a t i o n s , r e s u l t i n g i n a $ 2 . 4 m i l l i o n o r a 6 . 7 p e r c e n t l i n e i t e m b u d g e t i n c r e a s e o v e r t h e p r e v i o u s y e a r ; " A $ 2 . 7 m i l l i o n o r a 1 5 . 5 p e r c e n t l i n e i t e m b u d g e t i n c r e a s e i n e q u i p m e n t m a i n t e n a n c e w i t h a d d e d p o s i t i o n s t o a d d r e s s c h r o n i c b r e a k d o w n s ; " A $ 1 . 7 m i l l i o n o r a 2 5 . 9 p e r c e n t l i n e i t e m b u d g e t i n c r e a s e i n i n v e n t o r y m a t e r i a l s ; " A $ 9 4 0 , 0 0 0 o r a 7 . 2 p e r c e n t l i n e i t e m b u d g e t i n c r e a s e i n t h e s i g n a l m a i n t e n a n c e c o n t r a c t a n d " A $ 8 3 7 , 0 0 0 o r a 1 8 . 7 p e r c e n t l i n e i t e m b u d g e t i n c r e a s e i n t h e L o s A n g e l e s C o u n t y S h e r i f f ' s s e c u r i t y c o n t r a c t . C a p i t a l C o n t r i b u t i o n T h e C o m m i s s i o n ' s c a p i t a l r e h a b i l i t a t i o n a n d r e n o v a t i o n o b l i g a t i o n f o r F Y 2 0 1 4 / 1 5 i s p r o j e c t e d a t $ 3 , 4 2 1 , 3 0 0 . T h i s i s t h e r e c o m m e n d e d a m o u n t b a s e d o n a v a i l a b l e m a t c h i n g f u n d i n g f r o m o t h e r m e m b e r a g e n c i e s . T h e f u l l r e h a b i l i t a t i o n o b l i g a t i o n u s e s F T A S e c t i o n 5 3 0 9 g r a n t f u n d s t h a t w i l l p a s s t h r o u g h t h e C o m m i s s i o n . S t a f f e x e c u t e d a $ 1 0 m i l l i o n F T A S e c t i o n 5 3 0 9 g r a n t a p p l i c a t i o n t h a t w i l l p r o v i d e o n g o i n g f u n d i n g f o r t h e r e h a b i l i t a t i o n p r o g r a m f o r t h i s y e a r a n d s e v e r a l y e a r s t o c o m e . S C R R A w i l l n e e d t o i n v o i c e t h e C o m m i s s i o n f o r t h e r e i m b u r s e m e n t o f e x p e n s e s . T h i s w i l l p r o v i d e a d d i t i o n a l o v e r s i g h t a n d p r o j e c t c o n t r o l s f o r C o m m i s s i o n f u n d i n g . T h e s e f u n d s w i l l b e u s e d f o r v a r i o u s p r o j e c t s i n c l u d i n g r e h a b i l i t a t i o n a n d r e n o v a t i o n o f r o l l i n g s t o c k ( c a r s a n d l o c o m o t i v e s ) a n d t r a c k p r o j e c t s , t i c k e t v e n d i n g m a c h i n e u p g r a d e s , m a i n t e n a n c e o f w a y t e c h n o l o g y , a n d l a y o v e r f a c i l i t y i m p r o v e m e n t s . S u m m a r y F i n a n c i a l S u b s i d y I m p a c t t o C o m m i s s i o n T h e S C R R A - p r o p o s e d C o m m i s s i o n o p e r a t i n g s u b s i d y i s $ 9 , 8 1 7 , 0 0 0 , w h i c h r e p r e s e n t s 4 p e r c e n t o f t h e $ 2 2 2 , 9 3 5 , 0 0 0 M e t r o l i n k o p e r a t i n g b u d g e t . T h e t o t a l c a p i t a l r e h a b i l i t a t i o n p r o j e c t s u b s i d y o f $ 3 , 4 2 1 , 3 0 0 w i l l b e f u n d e d w i t h F T A S e c t i o n 5 3 0 9 f u n d s t h a t w i l l p a s s t h r o u g h t h e C o m m i s s i o n . T h e t o t a l o p e r a t i n g a n d c a p i t a l s u b s i d i e s a m o u n t i s $ 1 3 , 2 3 8 , 3 0 0 . T h e C o m m i s s i o n ' s p r o p o s e d F Y 2 0 1 4 / 1 5 b u d g e t f o r t h e S C R R A o p e r a t i n g a n d c a p i t a l s u b s i d i e s i s $ 1 3 . 5 m i l l i o n , w h i c h i s a p p r o x i m a t e l y $ 2 6 2 , 0 0 0 h i g h e r t h a n S C R R A ' s b u d g e t t r a n s m i t t a l t o t h e C o m m i s s i o n . A g e n d a I t e m 1 0 1 6 9 Systemwide In FY 2013/14, Metrolink will celebrate its 22nd year providing Metrolink commuter rail service in Southern California. Opening with three lines and 12 stations in October 1992, the SCRRA today operates over 512 route miles on seven lines, serving 55 stations in six counties. Average weekday ridership is projected to total over 44,000 one-way trips, which is a relatively flat projection based on current trends: In 2004, the Metrolink Board approved a 10-year fare restructuring program that began July 1, 2005, and changed the method- for calculating fares to one based on the driving mileage between stations. The 10-year fare restructuring program is included in FY 2014/15 and, since it was postponed in prior years; it will need to continue in FY 2015/16 Below is a table that shows the fare increase over time. '03 '04 '05 '06 '07 '08 '09 '10 '11 '12 '13 `14 '15 5% 0% 4% 4.5% 5.5% 3.5% 5.5% 3% 6% 0% 7% 5% 0% In comparison, the chart below presents the Commission subsidy increases over time. '03 '04 '05 '06* '07 '08 '09 '10 '11 112 '13 '14 '15 12.4% 0.9% 2.4% 45.3% 18.9% 3.0% 15.1% 0% 2.8% 1% 17.8% 12.6% 14% *The FY 2005/06 budget included the last cost sharing formula reallocation. Financial Information In fiscal Year Budget: Yes = Year: FY 2014/15 Amount: $13,238,300 Source of Funds: LTF funds for operations; federal revenues for capital Budget Adjustment. No GLA No.: 254199 86101 103 25 86101 004017 86102 265 33 86102 Fiscal Procedures Approved': \14 a,yt Date: 05/20/14 Attachment: SCRRA FY 2014/15 Budget Operating Subsidy Allocation by County Agenda Item 10 170 " A t t a c h m e n t A P a g e 1 o f 7 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 F I S C A L Y E A R 1 5 P R O P O S E D B U D G E T O P E R A T I N G F U N D I N G A L L O C A T I O N B Y M E M B E R A G E N C Y ( S 0 0 0 s ) T o t a l F Y 1 4 - 1 5 M e t r o S h a r e O C T A S h a r e R C T C S h a r e S A N B A G S h a r e V C T C S h a r e E x p e n s e s T r a i n O p e r a t i o n s & S e r v i c e s $ 1 3 4 , 5 8 8 $ 6 9 , 6 3 3 $ 3 2 , 2 2 0 $ 1 1 , 5 4 3 $ 1 5 , 5 2 5 $ 5 , 6 6 8 M a i n t e n a n c e - o f - W a y $ 3 9 , 9 2 6 $ 2 3 , 2 0 1 $ 7 , 9 6 3 $ 1 , 2 5 1 $ 4 , 8 9 4 $ 2 , 6 1 7 A d m i n i s t r a t i o n & S e r v i c e s $ 3 0 , 7 4 2 $ 1 5 , 6 5 3 $ 5 , 6 7 4 $ 3 , 0 7 0 $ 3 , 2 9 1 $ 3 , 0 5 4 I n s u r a n c e $ 1 7 , 6 7 8 $ 9 , 4 3 1 $ 4 , 1 9 7 $ 1 , 2 6 3 $ 2 , 2 0 1 $ 5 8 6 T o t a l E x p e n s e s I n c l . M O W $ 2 2 2 , 9 3 5 $ 1 1 7 , 9 1 7 $ 5 0 , 0 5 4 $ 1 7 , 1 2 8 $ 2 5 , 9 1 1 $ 1 1 , 9 2 5 R e v e n u e s G r o s s F a r e b o x 9 1 , 5 7 1 4 6 , 0 5 6 2 3 , 4 5 0 7 , 2 6 8 1 2 , 1 1 1 2 , 6 8 7 D i s p a t c h i n g 3 , 5 9 6 1 , 7 8 1 1 , 2 9 5 - 5 6 4 6 4 O t h e r O p e r a t i n g 3 9 8 1 9 1 8 8 4 3 5 3 2 3 M a i n t e n a n c e - o f - W a y 1 4 , 9 7 4 1 0 , 2 0 6 2 , 9 5 5 0 . 1 1 , 2 2 4 5 8 8 T o t a l R e v e n u e s $ 1 1 0 , 5 3 9 5 8 , 2 3 5 2 7 , 7 8 8 $ 7 , 3 1 1 $ 1 3 , 4 4 4 $ 3 , 7 6 2 T o t a l C o u n t y A l l o c a t i o n $ 1 1 2 , 3 9 7 $ 5 9 , 6 8 3 $ 2 2 , 2 6 7 $ 9 , 8 1 7 $ 1 2 , 4 6 7 $ 8 , 1 6 3 F Y 2 0 1 3 - 1 4 B u d g e t 1 0 0 , 8 0 3 5 2 , 6 0 2 2 0 , 5 2 7 8 , 6 0 9 1 1 , 4 6 1 7 , 6 0 4 ( O v e r ) / U n d e r ( 1 1 , 5 9 4 ) ( 7 , 0 8 1 ) ( 1 , 7 4 0 ) ( 1 , 2 0 8 ) ( 1 , 0 0 6 ) ( 5 5 9 ) P e r c e n t a g e C h a n g e 1 1 . 5 % 1 3 . 5 % 8 . 5 % 1 4 . 0 % 8 . 8 % 7 . 3 % 5 / 1 / 2 0 1 - 0 5 : 3 3 P M 1 7 1 6/11/2014 Preliminary Fiscal Year 2014/15 SCRRA Budget Transmitted to Members June 11, 2014 Commission Meeting > 3/19/14 >� 4/11/1�� 4/15/1.4 > > 4/18/1 44/25/1 TAC Discussed Earlier Version of Budget BOARD Budget Status Report TAC Detailed Discussion of Budget MEMBER BOARD AGENCIES SPECIAL CEO'S MEETING MEETING Authorize Budget Transmittol Budget Transmittal to Member Agencies IUlay&... &f if 1455, Member Agencies Boards Consider Budget BOARD ACTION Adoption ofFV15 Budget 2 1 6/11/2014 FY 15 Budget Themes ■ Improve safety with first full year of PTC being operational • Improve reliability and on -time performance by enhancing the rehabilitation program and reducing major failures O Increase maintenance effort on locomotives O Increase parts and material utilization ■ Improve Security 0 Increase Sheriff's patrol of trains, stations and Right -of -Way to enhance safety and security and reduce accidents and suicides 3 Original Budget Assumptions ■ 2% Increase in Ridership ■ No Fare Increase ■ Diesel Fuel Cost at $3.16 per gallon + 5% contingency ■ The only additional increase in headcount from FY 14 Budget 0 2 positions in Audit (approved by Board); and 0 4 positions in Finance ■ Will continue to lease locomotives for Positive Train Control (PTC) testing ■ No reduction in service 4 2 6/11/2014 Changes to the Preliminary FY 15 Budget ■ Certain service requested by member agencies were added (increase net expense by $1.03 million) o OCTA one weekday RT - LGNA-LA replacing 2 RT LGNA-FUL o RCTC 91 Line - two weekday RT beginning Oct. 1, 2014 o RCTC 91 Line - two weekend RT ■ Eastern Maintenance Facility (EMF) is included, starting Oct. 1, 2014 (increase expense by $1.04 million) ■ Added 4 Deputy Sheriffs (increase expense by $837,000) ■ Cost of Living Adjustment to salaries (increase expense by $191,000) ■ Reduced PTC budget even further (reduce expense by $825,000) 5 Expense Allocation by Member Agency ($000s) Total Metro OCTA RCTC SANBAG VCTC FY 14-15 Share Share Share Share Share Expenses Train Operations & Services $134,588 $69,632 $32,220 $11,543 $15,525 $5,668 Maintenance -of -Way $39,926 $23,201 $7,962 $1,251 $4,894 $2,617 Administration & Services $30,742 $15,653 $5,675 $3,071 $3,291 $3,054 Insurance $17,678 $9,431 $4,197 $1,263 $2,201 $586 Total Expenses Incl. MOW 222,935 $117,917 $50,054 $17,128 $25,911 $11,925 FY 2013-14 Budget 211,166 112,606 46,181 15,473 25,607 11,299 Over/(Under) 11,769 5,311 3,873 1,655 304 626 Percentage Change 5.6% 4.7% 8.4% 10.7% 1.2% 5.5% 6 3 6/11/2014 Key Drivers for FY 15 Expense Budget 0000) FY14'i FY15 Pe brig Budget Budget Budget; Bombardier Amtra k Inventory Materials PTC Mass Electric LA County Sheriff Insurance VTMI Subtotal Other expenses 17,485 20,191 36,062 38,493 6,700 8,437 7,139 8,581 12,960 13,900 4,466 5,303 14,590 15,397 10,663 11,436 110,066 121,738 101,101 101,197 Variance $ Perten' 2,706 15.5% 2,431 6.7% 1,737 25.9% 1,442 20.2% 940 7.2% 837 18.7% 807 5.5% 773 7.3% 96 Total 211,166 222,935 11,769 5.6% 7 Revenue Allocation by Member Agency ($000s) Total Metro OCTA RCTC SANBAG VCTC FY14-15 Share Share Share Share Share Revenues Gross Farebox S91,571 S46,056 S23,450 $7,268 S12,111 $2,687 Dispatching $3,596 $1,781 $1,295 $0 $56 $464 Other Operating $398 $191 $88 $43 $53 $23 Maintenance -of -Way S14,974 S10,206 $2,955 $0 $1,224 $588 Total Revenues $110,539 $58,235 $27,787 $7,311 $13,444 $3,762 FY 2013-14 Full Year Forecast $104,446 $54,807 $26,288 $6,581 S13,129 $3,641 Over/(Under) $6,093 $3,428 $1,499 $730 $315 $121 Percentage Change 5.8% 6.3 % 5.7% 11.1 % 2.4% 3.3% 8 4 6/11/2014 Subsidy by Member Agency ($000s) Total Metro OCTA RCTC SANBAG VCTC FY 14-15 Share Share Share Share Share Expenses Including MOW 222,935 117,917 50,054 17,128 25,911 11,925 Less: Revenues ($110,539) ($58,234) ($27,787) ($7,311) ($13,444) ($3,762) Member Agency FY 2014.15 Subsidy $112,397 $59,683 $22,267 $9,817 $12,467 $8,163 FY 2013.14 Budget 100,803 52,602 20,527 8,609 11,461 7,604 Overl(Under) 11,594 7,081 1,739 1,208 1,006 559 Percentage Change 11.5% 13.5% 8.5% 14.0% 8.8% 7.4% 9 5 AGENDA ITEM 11 PRESENTATION