Exhibit 1 - FY 2022-23 through FY 2024-25 SRTP — Corona City Council, June 1, 2022

SHORT RANGE TRANSIT PLAN
FY2022/23 through FY 2024/25

CITY OF CORONA TRANSIT SERVICE

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FY 2022/23 – FY 2024/25 Short Range Transit Plan
Table of Contents
EXECUTIVE SUMMARY........................................................................................................... 3 CHAPTER 1 – SYSTEM OVERVIEW AND SERVICE PROFILE .............................................. 4

1.0 INTRODUCTION..................................................................................................................... 4

1.1 DESCRIPTION OF SERVICE AREA.............................................................................................. 4 TABLE 1 – INDIVIDUAL ROUTE DESCRIPTIONS AND AREA SERVICED...................................................... 5

1.2 POPULATION PROFILE AND DEMOGRAPHIC ............................................................................. 7

1.3 DESCRIPTION OF SERVICES ..................................................................................................... 8

1.4 OPERATING DATA FOR CORONA TRANSIT SERVICES .................................................................. 9

1.5 CURRENT FARE STRUCTURE..................................................................................................11

1.6 REVENUE FLEET ..................................................................................................................13 TABLE 1.1 – FLEET INVENTORY......................................................................................................14

1.7 EXISTING FACILITIES AND BUS STOP AMENITIES......................................................................16

1.8 EXISTING COORDINATION BETWEEN TRANSIT AGENCIES ..........................................................16

1.9 REFERENCE OF PRIOR AND/OR EXISTING STUDIES AND PLANS ..................................................16 CHAPTER 2 – EXISTING SERVICE AND ROUTE PERFORMANCE.....................................17

2.1 KEY PERFORMANCE INDICATORS...........................................................................................17 TABLE 2.0 – SERVICE PROVIDER PERFORMANCE TARGET REPORT......................................................19

2.2 SRTP PERFORMANCE REPORT..............................................................................................20 TABLE 2.1 – FY2021/22 SRTP PERFORMANCE REPORT..................................................................21

2.3 SERVICE SUMMARY.............................................................................................................22 TABLE 2.2 – SRTP SERVICE SUMMARY ..........................................................................................26

2.4 SERVICE PERFORMANCE.......................................................................................................27 TABLE 2.3 – SRTP ROUTE STATISTICS: DATA ELEMENTS & PERFORMANCE INDICATORS.......................28

2.5 PRODUCTIVITY IMPROVEMENT EFFORTS ................................................................................30

2.6 MAJOR TRIP GENERATORS...................................................................................................30

2.7 RECENT SERVICE CHANGES...................................................................................................30 CHAPTER 3 – FUTURE SERVICE PLANS, FARE CHANGES, CAPITAL PLANNING AND MARKETING...........................................................................................................................31

3.1 PLANNED SERVICE CHANGES ................................................................................................31

3.2 MARKETING PLANS AND PROMOTION...................................................................................32

3.3 PROJECTED RIDERSHIP GROWTH...........................................................................................33

3.4 PROPOSED FARE STRUCTURE CHANGES .................................................................................33

3.5 CAPITAL IMPROVEMENT PLANNING.......................................................................................33 TABLE 3 – CCTS FY 2022/23 HIGHLIGHTS.....................................................................................36 City of Corona Transit Service Page 2 of 49
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CHAPTER 4 – FINANCIAL PLANNING..................................................................................37

4.1 OPERATING AND CAPITAL BUDGET FOR FY 22/23..................................................................37 TABLE 4 – SUMMARY OF FUNDS REQUESTED FOR FY 2022/23.........................................................39 TABLE 4B – FAREBOX REVENUE CALCULATION ................................................................................40

4.2 FUNDING PLANS TO SUPPORT PLANNED OPERATING AND CAPITAL PROGRAM (FY24 & FY25)....41 TABLE 4.2 – SUMMARY OF FUNDS REQUESTED FOR FY 2024/25 .....................................................43

4.3 REGULATORY AND COMPLIANCE REQUIREMENTS....................................................................44 TABLE 4.3 – PROGRESS IMPLEMENTING TRANSPORTATION DEVELOPMENT ACT (TDA) TRIENNIAL PERFORMANCE AUDIT RECOMMENDATIONS ...................................................................................47

4.4 OPEN PROJECTS .................................................................................................................48 Executive Summary
. The Riverside County Transportation Commission is the designated Regional Transportation Planning Agency with fiduciary and administrative oversight of transit operators in Riverside County. The Short-Range Transit Plan (SRTP) is a mandated planning document prepared by all Riverside County participating transit agencies to qualify for federal and state transit funds. The plan is prepared in compliance with the Transportation Development Act and submitted to the Riverside County Transportation Commission (RCTC) every three-years. Each year, RCTC reviews and approves the SRTP and allocates local, state and federal funding. The SRTP is a living document that uses up-to-date information, financial resources, and performance targets for transit agencies to plan their transit services. Additionally, the SRTP is updated annually to provide RCTC updates and funding requests.

The City of Corona Transit Service prepared its three-year Short-Range Transit Plan for Fiscal Years 2022/2023, 2023/2024 and 2024/2025. The plan includes the first year, FY2022/2023, action plan and budget funding request.

Guiding Principle
The City of Corona Transit Service desires to maintain a sustainable public transportation program that offers multiple transit options that are essential to ensuring uninterrupted mobility services to the community.

Mission Statement
The City of Corona Transit Service’s mission is to provide a clean, safe, accessible, reliable, and customer-friendly transportation system that improves the quality of life in the community.

With the Guiding Principle and Mission Statement at the forefront, , the City of Corona Transit Service program is working towards achieving the following goals while providing public transportation services that are financially sustainable within existing local, state and federal funding programs and regulations in a cost-efficient manner:

Goal 1: Provide safe and convenient public transportation services to the residents of City of Corona for employment, shopping, education, and social service trips. Safe and Accessible services are achieved through routine assessment of all transit infrastructure and execution of improvements, as needed. . (Safe and accessible goal)
Goal 2: Ensure that all transit programs can be provided at a high quality of service. Quality of service is achieved through staffing experienced personnel, maintaining quality safe fleets, reliable service and if possible expanding service. (Service quality goal) Goal 3: Provide an effective level of service in response to demonstrated community market needs. Service levels and needs are monitored through regular outreach with riders and with in-depth analysis of the entire transit system. (Service reliable and friendly goal)
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Chapter 1 – System Overview and Service Profile

1.0 INTRODUCTION
The Short-Range Transit Plan (SRTP) sets the objectives and strategies 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 2022/23 – 2024/25).

1.1 DESCRIPTION OF SERVICE AREA
Corona is a suburban community located ~45 miles southeast of Los Angeles in western Riverside County, it is situated at the junction of two major freeways, the 91 and 15. The City limits encompass approximately 39.2 square miles. The population is over 168,000, with the estimated median household income at $91,068. Within the City limits there are 43 parks, 28 elementary and middle schools, 5 high schools, two Metrolink Train Stations and Corona Transit Center. The Corona Transit Center is owned and operated by Riverside Transit Agency. CCTS provides demand response Dial-A-Ride/paratransit service and fixed route service dubbed the Corona Cruiser services. The City contracts with the private sector to provide a turn-key transit operation. MV Transportation is the current operating contractor.

Dial-A-Ride (DAR) service commenced in 1977 and was available to the general public throughout the city of Corona service area until January 2, 2018. Based on data gathered, it was determined DAR service level changes were warranted and the program was shifted to a Specialized Service model. DAR is now focused on transit services to the following rider groups:

Seniors 60 and older; Persons with Disabilities; and persons certified under Americans with Disability Act (ADA). DAR provides curb-to-curb service throughout the city of Corona and neighboring county areas of Coronita, El Cerrito, and Home Gardens as well as satellite locations in the City of Norco, i.e., Department of Motor Vehicles, Department of Public Social Services and Norco College. The ADA requires complementary paratransit service to be provided within a ¾ mile of fixed-route services. CCTS provides citywide service and in some instances extends beyond the city limits to reach the most vulnerable group of rides. Door-to-door service is available upon request for Dial-A-Ride patrons certified under the ADA.

The Fixed Route Corona Cruiser (Cruiser) service commenced in 2001. The Cruiser’s existing Blue and Redline route alignment dates to 2004 and has experienced minor alignment adjustments. Existing routes provide access to commercial, retail, residential areas, medical facilities, schools, municipal facilities/service, jobs and links to other transit services.

See Table 1 and Section 1.3 for detailed description of service by mode. Service maps on the following pages.

TABLE 1 – INDIVIDUAL ROUTE DESCRIPTIONS AND AREA SERVICED

Mode Route Description Service Area/Sites
WalMart at McKinley Street
West through Home Gardens
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, Grand Avenue Post OfficeCorona
Transit Center/North Main Corona Metrolink
Station, Circle City Center (Community Center),
North Main Street shopping area and restaurants
The Crossings shopping area
at Cajalco Road and Temescal
Canyon Road through El
Cerrito to the Walmart at
Neighborhood Market at
West Sixth Street via
downtown/Civic Center
The Crossings shopping area, El Cerrito Midle
School, Walmart, California Avenue Post Office,
Centennial High, Corona Transit Center/North Main
Corona Metrolink Station (selected AM & PM trip),
Corona Library, Senior Center, Civic Center, Corona
High and Walmart Neighborhood Market on West
Sixth Street near Smith Avenue. Service is extended
to The Shops at Dos Lagos on Saturdays.

Demand Response /
Reservation based service
City-wide, neighboring county areas of Coronita, El
Cerrito and Home Gardens as well as the following
statellite locations in the City of Norco: Department
of Motor Vehicles, Department of Public Social
Services, Target, Bowlero Norco Lanes and Norco
College
Blue Line
Red Line
City-Wide
Corona Cruiser
Dial-A-Ride
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1.2 POPULATION PROFILE AND DEMOGRAPHIC
Based on the 2015-2020 American Community Survey 5-year Estimate, CCTS serves a diverse population of 168,112 city residents. That diversity is reflected in the table below.

City Population and Diversity
The table below lists passenger characteristics for DAR and Cruiser service. Passenger characteristic estimates are based on data compiled over the first nine (9) months of FY 2021/22.

Passenger Characteristics
Population
Estimate Percent
Race
Total population 168,112 100.0%
One race 155,186 92.3%
Two or more races 12,926 7.7%
One race 155,186 92.3%
White 92,352 54.9%
Black or African American 10,930 6.5%
American Indian and Alaska Native 947 0.6%
Asian 17,656 10.5%
Native Hawaiian and Other Pacific Islander 932 0.6%
Some other race 32,369 19.3%
Two or more races 12,926 7.7%
White and Black or African American 1,056 0.6%
White and American Indian and Alaska Native 939 0.6%
White and Asian 2,131 1.3%
Black or African American and American Indian and Alaska Native 135 0.1% Demographic
Source: U.S. Census Bureau, 2015-2020 American Community Survey 5-Year Estimate

33.3% 34.7%

37.1% 14.8%

24.7% 44.0%

2.5% 4.8%

2.2% 0.4%

0.1% 1.4%
Dial-A-Ride Corona Cruiser
Personal Care Attendants
Metrolink Transfers
Children
General Public
Students
Seniors/Persons with Disabilities
RTA Transfers
Metrolink Transfers
Children
Seniors
Persons with Disabiities
ADA Certified
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1.3 DESCRIPTION OF SERVICES
Fixed Route Service – Corona Cruiser: Blue and Red Lines The Blue Line serves the McKinley Street retail area, then travels on to Magnolia Avenue and Main Street to the River Road area. This route passes by many trip generators such as hospitals, medical facilities, schools, public service agencies, senior center, library, civic center, community center and commercial/retail areas. This route serves the following schools: Centennial High School, Corona Fundamental Intermediate School, and Lee Pollard High School. This route also serves the unincorporated area of Home Gardens. The Blue Line operates with a frequency of 60-67 minutes.

The Red Line connects the residential areas of central Corona with commercial and retail areas along Sixth Street and the Ontario Avenue/California Avenue industrial and retail area. The Red Line also covers South Corona along Ontario Avenue to , Temescal Canyon Road to serve the El Cerrito county area and The Crossings shopping complex at Cajalco Road. This route serves the following schools: Centennial High School, Corona High School and El Cerrito Middle School, as well as the library, community center and Corona Transit Center and North Main Corona Metrolink Station (on selected AM & PM trips). The service is extended to The Shops at Dos Lagos on Saturdays. The Red Line operates with a frequency of 50-66 minutes.

The Cruiser schedule is as follows:

Blue Line Red Line
Monday – Friday 6:30 a.m. – 7:09 p.m. 6:30 a.m. – 7:05 p.m.

Saturday 8:52 a.m. – 3:50 p.m. 9:00 a.m. – 5:09 p.m.

Sunday no service no service
The Cruiser does not operate on the following holidays: New Year’s Day, Memorial Day, Independence Day, Labor Day, Thanksgiving Day, and Christmas Day.

Corona Dial-A-Ride/Paratransit Service
DAR provides specialized service to seniors (60 and older), persons with disabilities, and individuals certified for complementary paratransit service under the Americans with Disabilities Act. Reservations for DAR service can be made one (1) to fourteen (14) days in advance; same day service may be accommodated if space is available. DAR provides curb-to-curb service throughout the city of Corona and neighboring county areas of Coronita, El Cerrito, and Home Gardens as well as satellite locations in the City of Norco (Department of Motor Vehicles, Department of Public Social Services and Norco College). Door-to-door assistance for ADA certified passengers is available upon request, when:
• Drivers can maintain visibility of the bus at all times; • The outermost door is within 150 feet from the bus;
• Driver safety and security is maintained; and
• A safe parking area is available.

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The ADA certification process in western Riverside County is administered by the Riverside Transit Agency (RTA). Additional information and application is available online at Home - Riverside Transit Agency or by calling RTA at (951) 795-7887.

Individuals certified for ADA complementary service are afforded priority service, expanded service hours to match the Corona Cruiser hours and are allowed to leave voicemail message reservations on Sundays and Holidays for next day service.

DAR Schedule
Non-ADA Complementary ADA Complementary
Paratransit Paratransit
Monday – Friday 6:42 a.m. – 6:00 p.m. 6:30 a.m. – 7:09 p.m.

Saturday 8:52 a.m. – 5:09 p.m. 8:52 a.m. – 5:09 p.m.

Sunday no service no service
DAR service does not operate on the following holidays: New Year’s Day, Memorial Day, Independence Day, Labor Day, Thanksgiving Day, and Christmas Day.

1.4 OPERATING DATA FOR CORONA TRANSIT SERVICES
The table below reflects operating data estimates for FY 2021/22 using data from July 2021 through March 2022:

Due to prior year statistics and persistent pandemic impacts on public transit systems, the original passenger trip projection for FY2022/23 was 94,148. Based on current data, that projection has been surpassed. The current projection is 111,257 in ridership on DAR and the Cruiser, which is an estimated increase of +18% based on real time data gathered from July 2021 through March 2022.

Bus fares were suspended in FY2019/20 through FY2020/21 (April 2020 through June 30, 2021).

Bus fares were reinstated on July 1, 2021. With the reinstatement of fares, Free Senior Friday was implemented whereas all seniors and persons with disabilities were able to ride free on the Cruiser every Friday. In addition, students were offered free rides the first week of school sessions. Again, on February 21, 2022, free fares were reinstated for all Cruiser and DAR riders through June 30, 2021. Funding utilized to sponsor free fares was provided by the CA State Department of Transportation under the Low Carbon Transit Operations Program Funds. The free Performance Indicator DAR Cruiser Total
Operating Expense $ 997,092 $ 1,481,600 $ 2,478,692
Fare Revenue $ 82,724 $ 128,753 $ 211,477
Passenger Trips 20,684 90,573 111,257
Vehicle Revenue Hours (VRH) 7,642 14,411 22,052
Vehicle Revenue Miles (VRM) 104,076 166,677 270,753
Operating Cost per VRH $ 130 $ 103 $ 112
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fare program generated increased ridership on Fridays and a significant increase in the month of March 2022 which had an increase of 30% over the previous 8-month average. Contributing factors to increased ridership include free fares, the removal of social distancing and gas prices.

Fixed Route
This graph reflects the passenger trips for fixed route service over the past three years, and FY 21/22 SRTP projected estimates and yearend estimates.

The number of projected passenger riders for FY 2021/22 was 73,116. Using passenger trips from the first nine months of FY 2021/22 as a basis for estimating fiscal year-end totals, passenger trips are expected to increase by 24% to 90,600. Comparing these numbers to FY 2020/21, the ridership is expected to increase by 18% from 76,645 passenger trips in FY 2020/21 to estimate 90,600 for FY 2021/22. .

Dial-A-Ride
This graph reflects the passenger trips for DAR service over the past three years, FY 21/22 SRTP projected estimates and yearend estimates.
-
20,000
40,000
60,000
80,000
100,000
120,000
FY 18/19 FY 19/20 FY 20/21 FY 21/22
Projected
FY 21/22
Yearend Est.

Passenger Trips
Corona Cruiser Passenger Trips
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The number of projected passenger riders for FY 2021/22 was 21,032. Using passenger trips from the first nine months of FY 2021/22 as a basis for estimating fiscal year-end totals, passenger trips are expected to decrease by 2%. However, when compared to FY 2020/21 passenger trips, ridership numbers are expected to increase by 55% to 20,684 compared to 13,386. While staff may have been too optimistic in projecting for FY 2021/22, overall year-to-year ridership is increasing.

As previously mentioned, the increase in DAR and Cruiser riders may be linked to local efforts, i.e. funding free fares, coupled with the removal of social distancing and increased gas prices.

1.5 CURRENT FARE STRUCTURE
Transit services had felt the impacts of the pandemic immediately. Starting April 2020 through June 30, 2021, CCTS had implement a “no fare” policy on both DAR and Cruiser services in order to maintain social distancing and reduce contact. CCTS was able to leverage CARES Act funding to backfill revenue loss for the explicit purpose of ensuring that transit services remain in operations. On July 1, 2021, fares were reinstated, and again suspended to all DAR and Cruiser riders from February 2022 through June 30, 2022.

Beginning FY2022/23, on July 1, 2022, fares will be reinstated. Fee structure shown in the table below.
-
10,000
20,000
30,000
40,000
50,000
60,000
FY 18/19 FY 19/20 FY 20/21 FY 21/22
Projected
FY 21/22
Yearend Est.

Passenger Trips
DAR Passenger Trips
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Fare Structure
Note: Fare structure effective since July 5, 2010.

To incentivize the use of public transit, CCTS will continue to use Air Quality Management District (AQMD) funds to subsidize Cruiser multi-day passes, 15-day and 31-day passes. AQMD funds allow riders to purchase their multi-day passes at a 30% reduced price. On average, riders save 18-22% with the purchase of multi-day passes, with the addition of this program, riders save an average of 50% on fares.

CCTS Fare Collection System
CCTS offers the following two options to pay for trips on CCTS buses: cash (paid to the bus driver at time of boarding) and paper fare-media. Paper fare-media includes one-way DAR tickets, Day and Multi-Day passes. While Day passes can be purchased both on board the bus or in advance, Multi-day passes must be purchased in advance. Cash and paper fare-media ticket are dropped into the “farebox” that possesses a top compartment that facilitates the bus operator’s ability to verify at a glance the fare deposited. The operator activates a lever that allows the fares to drop into the secure bottom compartment.

Multi-day Passes must be validated and activated by the bus operator on the first day of use. Bus operators are tasked with writing the initial use date and expiration date, and initial the pass; this process activates the pass for the fifteen (15) or a thirty-one (31) consecutive day period. At time of each use, the bus operator verifies multi-day pass is current and the passenger possess the corresponding documentation for a student and/or senior/disabled pass holders Fare Price
Corona Cruiser
Cash - General Public $1.50
Cash - Seniors / Persons with Disabilities / Medicare Card Holders $0.70 Cash - Children (46" tall or under) $0.25
Day Pass - General Public $4.00
Day Pass - Seniors / Persons with Disabilities / Medicare Card Holders $2.00 15-day Pass - General Public $17.50
15-day Pass - Seniors / Persons with Disabilities / Medicare Card Holders $8.05 15-day Pass - Students $12.25
31-day Pass - General Public $35.00
31-day Pass - Seniors / Persons with Disabilities / Medicare Card Holders $16.10 31-day Pass - Students $24.50
Dial-A-Ride
Seniors / Persons with Disabilities / Medicare Card Holders $2.50 Buddy Fare $1.25
Children $0.50
Fare Type
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CCTS recognizes the current fare collection and validating systems are onerous, inefficient, and insufficient. Future plans to improve this service includes implementation of a comprehensive Intelligent Transportation System (ITS). ITS features that will be explored include digital fareboxes, smart card system and/or mobile ticketing applications. Of note, cash payment options will remain available. CCTS staff is working with Caltrans under their California Integrated Travel Project (Cal-ITP) to participate in their statewide procurement for fare payment system.

1.6 REVENUE FLEET
The CCTS active fleet consists of 20 transit buses; See Table 1.1. All buses are compliant with the Americans with Disabilities Act requirement for accessibility and wheelchair securement.

The Fixed Route fleet consists of seven (7) 2015 El Dorado National EZ Rider II heavy-duty/lowfloor buses. EZ Rider II buses are powered with Compressed Natural Gas (CNG) and were placed into Corona Cruiser service in February 2016.

The Dial-A-Ride fleet consists of eleven (11) 2017 Glaval Universal E450 and two (2) 2012 El Dorado Aerotech 240 cutaway vehicles. These buses are also powered with Compressed Natural Gas (CNG). The 2017 buses were placed in service July 2018.

Table 1.1 - Fleet Inventory
FY 2022/23 Short Range Transit Plan
City of Corona
Bus (Motorbus) / Purchased Transportation
Lift and
Ramp
Equipped
Vehicle
Length
Year
Built
Mfg.

Code
Seating
Capacity
Model
Code
Fuel
Type
Code
Life to Date
Vehicle Miles
Prior Year End
FY 2020/21
Life to Date
Vehicle Miles
through
March
FY 2021/22
Average Lifetime
Miles Per Active
Vehicle As Of
Year-To-Date
(e.g., March)
FY 2021/22
# of
Active
Vehicles
FY 2021/
22 # of
Contingency
Vehicles
FY 2021/22
2015 EDN EZ RiderII 30 7 32 CN 7 0 958,227 1,081,504 154,500 Totals: 30 7 7 0 958,227 1,081,504 154,501
5/3/2022
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Table 1.1 - Fleet Inventory
FY 2022/23 Short Range Transit Plan
City of Corona
Demand Response / Purchased Transportation
Lift and
Ramp
Equipped
Vehicle
Length
Year
Built
Mfg.

Code
Seating
Capacity
Model
Code
Fuel
Type
Code
Life to Date
Vehicle Miles
Prior Year End
FY 2020/21
Life to Date
Vehicle Miles
through
March
FY 2021/22
Average Lifetime
Miles Per Active
Vehicle As Of
Year-To-Date
(e.g., March)
FY 2021/22
# of
Active
Vehicles
FY 2021/
22 # of
Contingency
Vehicles
FY 2021/22
2017 E-450 18 11 25 CN 11 0 509,487 618,703 56,245
2012 EDN AEROTECH 20 2 26 CN 2 0 310,764 312,279 156,139 Totals: 38 13 13 0 820,251 930,982 71,614
5/3/2022
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1.7 EXISTING FACILITIES AND BUS STOP AMENITIES
CCTS operates from City-owned facility located at 735 Public Safety Way known as the Corporation Yard. MV Transportation (Contractor) , the contractor retained to operate transit service, provides administrative and dispatching service from this location, as well as fueling and vehicle parking. Maintenance is performed by the contractor at an off-site facility, located at 1930 S. Rochester Ave., Suite 119, Ontario, CA 917661.

The Cruiser (Blue and Red Line) fixed route service includes a total 187 bus stops and 27 bus stop shelters. The Contractor is responsible for maintaining all bus stops. CCTS supplies Contractor with all required equipment (I-stop signs, kiosks, benches, trash receptacles, etc.) to properly maintain the bus stop facilities.

CCTS recently purchased solar powered dusk to dawn bus stop lighting and signaling LED and ADA compliant activation push buttons. These lights and push buttons will be installed at various dimly lit bus stops in FY2022/23 to improve safety and visibility.

The Cruiser also serves the Corona Transit Center, owned and operated by the Riverside Transit Agency (RTA). The Corona Transit Center provides a safe and efficient transfer point between local and regional bus lines as well as regional commuter trains serving Los Angeles, Orange, Riverside, and San Bernardino counties. Trains are accessible via a pedestrian bridge to the adjacent North Main Corona Metrolink commuter rail station.

1.8 EXISTING COORDINATION BETWEEN TRANSIT AGENCIES
CCTS staff and RTA planning and operations staff work together to coordinate bus stop location, relocations, bus routing, layover areas and facilities, and transfer points. CCTS and RTA have a reciprocal agreement that allows valid pass-holders a ‘no cost’ one way transfer between Cruiser and RTA buses at bus stops served by both Cruiser and RTA routes 1 and 3. Transfers between bus systems are an effective way to promote public transit as a low cost, eco-friendly and stressfree alternative to automobile trips.

In addition, CCTS coordinates marketing efforts with Metrolink to promote use of both Metrolink and Corona’s transit services. To incentivize multimodal transportation, valid Metrolink passholders ride at no charge on Cruiser Blue and Red Lines to and from the Corona Transit Center and North Main Metrolink Station.

1.9 REFERENCE OF PRIOR AND/OR EXISTING STUDIES AND PLANS Comprehensive Operations Analysis (COA)
CCTS is in the midst of performing a Comprehensive Operations Analysis (COA). A contract was awarded to TMD, Inc. to assist staff conduct an in-depth study of the current transit operations and services to identify opportunities for improvement. The COA will address CCTS’ current and potential customers, how the overall system is performing, areas of improvement, opportunities for growth and specific route analysis. It will also address how CCTS can best serve its market within operational and financial constraints. The goals of the COA are to improve customer travel experience by reducing travel time, improve service frequencies and connections where possible, City of Corona Transit Service Page 17 of 49
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and introduce new and innovative transit options such as micro transit and/or on-demand services.

In addition, the COA will evaluate the DAR program cost/benefit, fare structure as well opportunities to expand or enhance the program to on-demand, micro-transit, including demand response program targeting low-income households.

The COA is expected to be complete the first quarter of FY 2022/23 with recommendations for service improvements and operational efficiency. Some key components of this study include the following analysis:
• Onboard rider survey,
• Community wide survey
• Route Productivity analysis for potential restructuring of services to provide improved frequency and improved coordination with our regional service providers • Fare analysis
• Unmet Needs Analysis to determine if any expansion or implementation of new service should be incorporated
The COA will provide a multi-year service expansion and/or restructuring plan with recommendations for service improvements that will range from a short-term period of one (1) to five (5) years and long-term period of five (5) to ten (10) years.

Zero Emission Bus Analysis and Rollout Plan
Per the California Air Resources Board (CARB), Transit agencies are required to develop the Zero Emission Bus (ZEB) Rollout Plan to deploy zero emission buses by 2040. The ZEB rollout plan will provide a timeline and estimated cost for a phased transition to meet CARB’s regulation.

The development of the ZEB rollout plan for CCTS is being conducted through a joint collaboration with RCTC and the smaller transit agencies in Riverside County.

Chapter 2 – Existing Service and Route Performance

2.1 KEY PERFORMANCE INDICATORS
The Riverside County Transportation Commission 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 and allocates local, state and federal funding. RCTC developed and monitors eight performance indicators that measure productivity – these indicators and year-to-date performance updates are listed in Table 2.0. By statute, transit operators serving urban areas must recover a minimum of 20 percent of operating cost through fare revenue for fixed route and 10 percent for Dial-A-Ride Specialized Service. Fare revenue includes passenger fares, interest on investments, advertising revenue, local contributions, and the proceeds from the sale of surplus vehicles. A farebox recovery ratio below the minimum requirement endangers the receipt of state funding. The farebox recovery ratio is a mandatory performance indicator. However, during fiscal year (FY) City of Corona Transit Service Page 18 of 49
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2020/21 through FY 2022/23 due to COVID-19, AB-90 and AB 149 Transportation Bills provided reprieve from having to meet this requirement.

Table 2.0, Service Provider Performance Targets Report, captures in detail FY 2021/22 performance targets and actual performance by indicator.

Through the third quarter of this fiscal year (July 2021-March 2022), CCTS lags behind the mandatory farebox recovery ratio due to reduced ridership which impacted fare revenues.

Therefore, CCTS has recorded a systemwide farebox recovery of 10.52 percent for July 2021- March 2022. COVID-19 pandemic continues to impact how transit agencies operate. For fixed route service, CCTS continues to maintain its pre-covid service levels in reference to the number of revenue hours/miles operated, yet ridership has not been sufficient to recover fares to meet farebox requirement.

Under normal circumstance, at the close of each fiscal year, the City contributes the difference to bridge the gap between fare revenue received throughout the year and the amount required to meet the farebox recovery ratio. The contribution of funds is made only after all revenues and expenses are reconciled following the close of the fiscal year. The size of the contribution varies each year. As a result of CA State Assembly Bill 90 and 149, AB90 and AB 149, CCTS is not required to meet the farebox recovery ratio, nor is the City expected to contribute to bridge any funding gaps to meet farebox recovery ratio.

During the pandemic, CCTS continued focusing on other areas of improvements, including implementing several COVID protocols, which include:
 Increased sanitization of buses and bus stop shelters and equipment  Enforcing the mandated mask policy through April 18, 2022.  Provided hand sanitizer and mask on board the buses.
 Increased customer satisfaction by reducing the number of complaints.  Timely repairs and preventive maintenance of revenue vehicles to reduce road calls and missed service.

Table 2.0 -- Service Provider Performance Targets Report FY 2021/22 Short Range Transit Plan Review
City of Corona
FY 2021/22 Plan FY 2021/22 Target
FY 2021/22
Year to Date
Through 3rd Quarter
Year to Date
Performance
Scorecard
Data Elements
Unlinked Passenger Trips 94,148
Passenger Miles 394,601
Total Actual Vehicle Revenue Hours 28,450.0
Total Actual Vehicle Revenue Miles 352,248.0
Total Actual Vehicle Miles 399,649.0
Total Operating Expenses $2,822,148
Total Passenger Fare Revenue $221,800
Net Operating Expenses $2,600,348
Performance Indicators
Mandatory:

1. Farebox Recovery Ratio 7.93% >= 15.00% 10.52% Fails to Meet Target Discretionary:

1. Operating Cost Per Revenue Hour $99.20 <= $99.91 $98.20 Meets Target

2. Subsidy Per Passenger $27.62 >= $20.32 and <= $27.50 $16.87 Better Than Target

3. Subsidy Per Passenger Mile $6.59 >= $4.94 and <= $6.68 $5.25 Meets Target

4. Subsidy Per Hour $91.40 >= $80.95 and <= $109.51 $87.87 Meets Target

5. Subsidy Per Mile $7.38 >= $6.76 and <= $9.14 $6.93 Meets Target

6. Passengers Per Revenue Hour 3.31 >= 3.38 and <= 4.58 5.21 Better Than Target

7. Passengers Per Revenue Mile 0.27 >= 0.28 and <= 0.38 0.41 Better Than Target Note: Must meet at least 4 out of 7 Discretionary Performance Indicators Productivity Performance Summary:

Service Provider Comments:
5/3/2022
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2.2 SRTP PERFORMANCE REPORT
Table 2.1, SRTP Performance Report, lists planned performance targets set by RCTC for FY 2022/23.

As the Table 2.1 indicates, CCTS has not yet recovered the passenger ridership from prepandemic era and therefore fails to meet the mandatory farebox recovery ratio. As previously noted, the farebox recovery ratio is:
• 10 percent for Specialized DAR, and
• 20 percent for fixed route.

Discretionary performance targets are set by the Transit Development Act using 2.85 percent annual adjustment for Consumer Price Index. CCTS’ failure to meet these targets are the direct result of reduced riders estimated as a result of COVID-19.The passage of AB90 and AB149 as well as federal funding under CARES Act has provided the funds needed to sustain transit services throughout the pandemic.

FY 2022/23 - Table 2.1 -- SRTP Performance Report
Service Provider: City of Corona
All Routes
Performance Indicators FY 2022/23
Plan
Plan Performance
Scorecard (a) FY 2022/23 Target
FY 2021/22
3rd Quarter
Year-to-Date
FY 2020/21
End of Year
Actual
Passengers 90,031 83,443 125,485 None
Passenger Miles 370,079 268,324 523,592 None
Revenue Hours 20,815.3 16,019.1 29,693.0 None
Total Hours 23,582.1 18,360.1 33,360.0 None
Revenue Miles 250,039.0 203,065.0 365,254.0 None
Total Miles 280,868.0 224,472.0 409,341.0 None
Operating Costs $1,901,148 $1,573,027 $2,975,046 None
Passenger Revenue $81,503 $165,422 $232,300 None
Measure-A Revenue None
LCTOP Revenue None
Operating Subsidy $1,819,645 $1,407,605 $2,742,746 None Operating Costs Per Revenue Hour $91.33 $98.20 $100.19 <= $100.99 Meets Target Operating Cost Per Revenue Mile $7.60 $7.75 $8.15 None
Operating Costs Per Passenger $21.12 $18.85 $23.71 None Farebox Recovery Ratio 4.29% 10.52% 7.80% >= 0.2 Fails to Meet Target Subsidy Per Passenger $20.21 $16.87 $21.86 >= $14.34 and <= $19.40 Fails to Meet Target Subsidy Per Passenger Mile $4.92 $5.25 $5.24 >= $4.46 and <= $6.04 Meets Target Subsidy Per Revenue Hour $87.42 $87.87 $92.37 >= $74.69 and <= $101.05 Meets Target Subsidy Per Revenue Mile $7.28 $6.93 $7.51 >= $5.89 and <= $7.97 Meets Target Passengers Per Revenue Hour 4.33 5.21 4.23 >= 4.43 and <= 5.99 Fails to Meet Target Passengers Per Revenue Mile 0.36 0.41 0.34 >= 0.35 and <= 0.47 Fails to Meet Target a) The Plan Performance Scorecard column is the result of comparing the FY 2022/23 Plan to the FY 2022/23 Primary Target.

TransTrack Manager™
5/3/2022

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2.3 SERVICE SUMMARY
Although COVID-19 pandemic continues to negatively impact passenger trips for both the Cruiser and DAR, CCTS anticipated a slight increase in ridership during FY 2021/22.

Ridership in FY 2021/22 is expected to increase an estimated 24% (or ~21k riders) from the previous fiscal year. Table 2.2 depicts the year-to-year performance data for the past five years – importantly, it captures pre-pandemic data which provides a clear picture of the devasting impacts. While it may take a few years to recover ridership, data for the past nine months indicates a positive trend. Therefore, based on this data, projections indicate a thirteen (13) percent increase for FY 2022/23 in systemwide ridership.

Corona Cruiser
CCTS operates the Cruiser along two fixed routes – the Blue Line and Red Line. The Cruiser totaled 76,645 passenger trips in FY 2020/21. Using the number of passenger trips recorded during the first nine months of FY 2021/22 as a basis for estimating year-end totals, passenger trips on the Corona Cruiser are projected to increase by 18 percent, or estimated 14,000 trips, compared to the previous fiscal year for a total of approximately 91, 000 trips. For FY 2022/23, Staff is optimistic and is projecting a 10 percent increase in ridership. See graphs below and on the following page of passenger trends by route.
** FY 2022/23 projections are based on a 10 percent increase over estimated FY 2021/22 year-end totals. * FY 2021/22 year-end estimate is based on data collected from July 2021-March 2022. -
20,000
40,000
60,000
80,000
100,000
120,000
140,000
FY 18/19 FY 19/20 FY 20/21 FY 21/22* FY 22/23**
Passenger Trips

CORONA CRUISER PASSENGER TRIPS
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Dial-A-Ride
Dial-A-Ride provided 13,386 passenger trips in FY 2020/21. Using data collected from the first nine months of FY 2021/22 as a basis for estimating year-end totals, passenger trips is estimated to increase by 55 percent, or 7,300 trips, as compared to FY 2020/21. While this increase is significant, ridership has not yet recovered to pre-COVID numbers. Using data for the first nine months of FY 2021/22, staff is projecting an increase of 25% for FY 2022/23 based on improving COVID-19 conditions.
** FY 2022/23 projections are based on a 10 percent increase over estimated FY 2021/22 year-end totals. * FY 2021/22 year-end estimate is based on data collected from July 2021-March 2022. -
10,000
20,000
30,000
40,000
50,000
60,000
70,000
FY 18/19 FY 19/20 FY 20/21 FY 21/22* FY 22/23**
Passenger Trips
Corona Cruiser Passenger Trips by Route
Blue Line Red Line
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Productivity Measures
Productivity has been declining since FY 2014/15 on the Cruiser and DAR as measured by the number of passengers per revenue hour and revenue miles showed year-over-year in Table (enter number). The reduction in ridership started during SR-91 Corridor Improvement Project which caused freeway lane reductions and ramp closures contributing to increased congestion and delayed buses which ultimately led to loss in ridership. Ridership was expected to level off and see a gradual increase in FY 2019/20; unfortunately, productivity continues to drop due to the impact of COVID-19 on public transit ridership. However, FY 21/22 is seeing a slight increase in productivity. This trend is expected to continue for the Corona Cruiser into FY 22/23. However, productivity for DAR may seem lower as it reflects pre-covid revenue hours. DAR service is demand based and difficult to project utilization, therefore, staff determine it necessary to project closer to the revenue hours approved on the contract with MV Transportation.

In addition to COVID-19 impacts, increased traffic congestion resulting from construction work throughout city continue to impact the Cruiser and DAR service. Freeway lane reductions and ramp closures, local street and lane closures, detours, and the movement of heavy equipment all increase congestion and impact traffic flow, which slows buses. Slower speeds result in longer duration trips, thereby impacting productivity.
** FY 2022/23 projections are based on a 25 percent increase over estimated FY 2021/22 year-end totals. * FY 2021/22 year-end estimate is based on data collected from July 2021-March 2022. -
10,000
20,000
30,000
40,000
50,000
60,000
FY 18/19 FY 19/20 FY 20/21 FY 21/22* FY 22/23**
Passenger Trips

DAR PASSENGER TRIPS
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Mode Productivity Measure FY
17/18
FY
18/19
FY
19/20
FY
20/21
FY
21/22*
FY
22/23**
Passengers per revenue hour 8.93 8.18 6.88 5.30 6.28 6.97 Passengers per revenue mile 0.75 0.69 0.58 0.46 0.54 0.60 Passengers per revenue hour 3.79 3.59 3.42 2.11 2.71 1.71 Passengers per revenue mile 0.30 0.30 0.27 0.16 0.20 0.13 *FY 2021/22 performance is measured based on estimates covering the period July 2021 through March 2022. **FY 2022/23 performance is measured based on FY 2021/22 estimated yearend total with a slight increase in ridership.

Corona Cruiser
Dial-A-Ride
Performance Measure FY 2017/18 FY 2018/19 FY 2019/20 FY 2020/21 FY 2021/22
3rd Qtr
Actual*
FY 2022/23
Planned
System-wide Passenger Trips 188,061 170,946 140,175 90,031 111,257 125,486 Cost per Service Hour $77.24 $85.48 $86.22 $91.33 $112.40 $101.14 *All expenses (including operations contract cost and fuel) upto quarter ending March 2022 have been posted Table 2.2 -- City of Corona -- SRTP Service Summary
FY 2022/23 Short Range Transit Plan
All Routes
FY 2019/20
Audited
FY 2020/21
Audited
FY 2021/22
Plan
FY 2021/22
3rd Qtr Actual
FY 2022/23
Plan
Fleet Characteristics
Peak-Hour Fleet 3 3 14 3 11
Financial Data
Total Operating Expenses $2,309,461 $1,901,148 $2,822,148 $1,573,027 $2,975,046 Total Passenger Fare Revenue $407,695 $81,503 $223,800 $165,422 $232,300 Net Operating Expenses (Subsidies) $1,901,766 $1,819,645 $2,600,348 $1,407,605 $2,742,746 Operating Characteristics
Unlinked Passenger Trips 140,175 90,031 94,148 83,443 125,485 Passenger Miles 596,879 370,079 394,601 268,324 523,592 Total Actual Vehicle Revenue Hours (a) 26,260.5 20,815.3 28,450.0 16,019.1 29,693.0 Total Actual Vehicle Revenue Miles (b) 317,754.0 250,039.0 352,248.0 203,065.0 365,254.0 Total Actual Vehicle Miles 362,995.0 280,868.0 399,649.0 224,472.0 409,341.0 Performance Characteristics
Operating Cost per Revenue Hour $87.94 $91.33 $99.20 $98.20 $100.19 Farebox Recovery Ratio 17.65% 4.29% 7.93% 10.52% 7.80%
Subsidy per Passenger $13.57 $20.21 $27.62 $16.87 $21.86 Subsidy per Passenger Mile $3.19 $4.92 $6.59 $5.25 $5.24 Subsidy per Revenue Hour (a) $72.42 $87.42 $91.40 $87.87 $92.37 Subsidy per Revenue Mile (b) $5.99 $7.28 $7.38 $6.93 $7.51 Passenger per Revenue Hour (a) 5.3 4.3 3.3 5.2 4.2
Passenger per Revenue Mile (b) 0.44 0.36 0.27 0.41 0.34 (a) Train Hours for Rail Modes. (b) Car Miles for Rail Modes.

TransTrack Manager™
5/3/2022

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2.4 SERVICE PERFORMANCE
Table 2.3 on the following two pages lists various detailed performance metrics by service and route for planned FY2022/23. See above sections regarding route-by-route breakdown of these services.

Table 2.3 - SRTP Route Statistics
City of Corona -- 3
Data Elements
Route # Day Type
Peak
Vehicles Passengers
Passenger
Miles
Revenue
Hours
Total
Hours
Revenue
Miles
Total
Miles
Operating
Cost
Passenger
Revenue
Measure-A
Revenue
FY 2022/23
LCTOP
Revenue
All Routes
COR-BLUE All Days 3 54,419 214,956 7,149 7,628 79,230 83,376 $701,536 $67,771 COR-DAR All Days 6 25,855 130,051 15,273 17,795 198,549 231,331 $1,559,988 $95,600 COR-RED All Days 2 45,211 178,585 7,271 7,937 87,475 94,634 $713,522 $68,929 11 125,485 523,592 29,693 33,360 365,254 409,341 $2,975,046 $232,300 TransTrack Manager™
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2.5 PRODUCTIVITY IMPROVEMENT EFFORTS
CCTS staff will continue to focus on improving the overall service monitoring key performance metrics such as passengers per revenue hour and farebox recovery, improving performance metrics include reviewing the operation to ensure established standards are being met. Staff holds contractor responsible for various performance standards pursuant to the contract. Some of these standards include:
• On-time performance.
• Customer service experience.
• ADA compliance standards.
• Fleet maintenance.
• Maintenance of bus stop area and equipment.

As mentioned in section 1.9, CCTS is performing a Comprehensive Operation Analysis of the fixed route system to determine underperforming stops and potential for expansion service. The study will also help determine if bus stop improvements are necessary based on number of riders at the stops. Based on the study, CCTS may adopt a tiered bus stop improvement policy.

Furthermore, CCTS realizes the need to update the current route schedule and provide increased connections to the Corona Transit Center. To be an effective and useful transportation option, buses need to consistently operate according to the published schedule. CCTS staff performed an internal review, however the altered schedule was not able to meet the schedule for the student riders in getting to/from the schools. As such the schedule remains and will be updated once the Comprehensive Operation Analysis is complete.

The abovementioned approach to reviewing standards, performing a study and revising the schedule is intended to improve ridership, productivity and farebox recovery.

2.6 MAJOR TRIP GENERATORS
Major trip destinations within the city are the commercial/retail areas along McKinley Street and East and West Sixth Street, The Crossings shopping on Cajalco Road and Temescal Canyon, medical facilities along Magnolia Avenue, regional transit facilities off Main Street, the Corona Public Library, the Senior Center, and the Civic Center as well as El Cerrito Middle School and Centennial High,
Cruiser patrons use the service for work, shopping, essential trips to pharmacies, doctors, grocery stores, school and for recreation purposes such as restaurants and movie theaters as well as interlinks to other transit services such as Metro Links and RTA. Over the past three years, students have made up an increasing share of the Cruiser and DAR passengers.

2.7 RECENT SERVICE CHANGES
CCTS has not implemented any service changes during FY 2021/22. While requests have been received to provide service in different parts of the City, changes will be guided based on all data collected under the Comprehensive Operation Analysis.

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Chapter 3 – Future Service Plans, Fare Changes, Capital Planning and Marketing

3.1 PLANNED SERVICE CHANGES
CCTS has plans for service changes, these changes and improvements will be dependent upon the recommendations from the COA. As mentioned in section 1.9, the COA study is being temporarily delayed. The COA will be used to formulate recommendations for service improvements that maximize ridership and service performance effectiveness in meeting the needs of the patrons. The study will be used to determine following service enhancements in the next ten years:
• Potential for restructuring the fixed route service to encompass the following:
o Extend transit service to areas not currently served ;  Green River Road vicinity (northwest area of the City)  South Corona
 Northwest Corona
 Reinstate service at Vintage Terrace Senior Apartments  Extending Redline to Dos Lagos on weekdays and/or during holidays/summer
o Improve transit service frequency; Increase weekday bus frequency during peak hours at the minimum by adding an additional bus on the Blue Line and the Red Line. This will reduce headway by 30 minutes, thereby improving transit service and opportunity to increase ridership. This will provide patrons with options to utilize Corona Cruiser with additional time intervals.
o Modifying route alignments;
o Bus stop consolidation/bus stop skipping;
o Added service for City events, weekend transit to trails, parks, civic facilities loop service.
• Potential expansion or restructuring of service area to provide improved inter-city integration and improved interconnectivity Riverside Transit Agency and Metrolink service plan, along with expansion into adjacent neighborhood
o Service to/from City of Corona to John F. Kennedy High and Norco College in City of Norco
o Frequent service to/from the Corona Transit Center to increase connections with Metrolink and RTA
o Service to the West Corona Metrolink Station
• Explore alternative transit options:
o Micro transit and/or on-demand service integration;
o Service to the Disadvantaged Communities with low to no-fare option; • Reverting service back to general public for Dial-A-Ride/Paratransit (Corona currently operates specialized demand responsive service for seniors and persons with disabilities.

Recommendations will include route alignments, schedules, headways, hours of service, areas served, interlines, time points, traffic considerations, estimates of cost and schedules for City of Corona Transit Service Page 32 of 49
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implementation and bus stop locations. Moreover, recommendations shall include chronological order as to plan revisions to the service with a ranking of short-term to long-term.

3.2 MARKETING PLANS AND PROMOTION
The CCTS staff is continuously looking for strategies to increase ridership and increase awareness of Corona Transit services. These marketing strategies include:
• Bus Shelter Program – CCTS plans to replace existing advertising shelters at 20-25 bus stops. Shelters provide bus patrons with relief from the sun during hot days, and protection from rain during inclement weather. These shelters will feature two-panels for advertising, a bench, an area for a person with a mobility device/wheelchair, and solar-powered security lighting. These new shelters will act as a destination for bus passengers, and as an ambassador as to how public transit can beautify a neighborhood and itself function as marketing tool inviting motorist to try public transit. • Poetry and Art on the Bus Program – in cooperation with Centennial High and Corona High, CCTS continues to conduct poetry and art contest inviting students to submit original poetry and artwork to be displayed on the interior of Cruiser buses. Selected poems and artwork are rotated each month. The program works as an outreach effort and marketing campaign at high schools while providing a creative outlet for students. Cruiser patrons are rewarded with expressive, introspective, and entertaining poems to read and artwork to ponder during their time on the bus. This program was canceled during FY 2020/21 due to COVID-19, however the program is expected to continue during FY 22/23 making this program in its twelfth year.
• Free Fare Program – During FY 2021/22, staff implemented a free fare program for the entire system starting February 21, 2022 and ending June 30, 2022. CCTS is using prior year’s Low Carbon Transit Operations Program fund allocation for this free fare program.

During the month of March 2022, staff saw significant increase in ridership. Therefore, CCTS plans to establish on-going free fare program. Offering various free fare programs allows the riders to experience the service with little to no cost to them with the intent the rider will continue to use the service. Staff plans to apply for future LCTOP allocations to offset the costs of free fares.

Community Service Events – CCTS and contractor staff will participate in community events to inform attendees of those events about available transit services. • Updated Schedule – A new, reliable schedule, combined the completion of constructions projects, and upgrades in passenger amenities should go a long way in gaining back passengers that may have left the system for more reliable transportation alternatives. • Social Media – Use of social media such as Facebook, Twitter etc. to market transit services available and to update the public with ongoing changes. • Customer Satisfaction Survey – On-going solicitation of customer feedback to increase rider satisfaction as well as conduct an annual rider survey. • Target Outreach – Continue building and expanding partnership with Senior living facilities and service providers, schools, churches, chamber of commerce, etc.

The above strategies will assist CCTS in regaining some of the ridership lost due to COVID-19 pandemic.

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3.3 PROJECTED RIDERSHIP GROWTH
A decrease in public transit ridership was expected to continue across the nation for FY 2020/21 due to the impacts of COVID-19 pandemic. CCTS projected a five (5) percent decrease from FY 2019/20 to 2020/21, however the actual decrease in ridership was over 40 percent based on data collected through the third quarter FY 2020/21. However, ridership has seen a recent increase.

Therefore, the decrease in passenger trips experienced in FY 2019/20 thorough FY 2020/21 is projected to bottom-out, and slowly improve going into the following fiscal years.

For FY 2021/22, CCTS is projecting an increase in ridership based on the following factors: data for 3rd quarter FY 2020/21 shows an increase in ridership; availability of COVID-19 vaccine; and reopening of California per Governor Gavin Newson. In addition, CCTS staff will utilize marketing efforts outlined in section 3.2 as an effort to increase ridership. In addition, CCTS will utilize the study mentioned in section 1.9 and ongoing surveys to assess the need for service improvements including service frequency, connectivity, span of service and on-time performance. CCTS will continue to explore options that address service attributes to attract new ridership while retaining the existing riders.

3.4 PROPOSED FARE STRUCTURE CHANGES
Historically, CCTS followed RTA’s fare structure. However, CCTS fares have fallen out of line with their structure and have not been increased for over a decade. Therefore, fares are under analysis under the Comprehensive Operations Analysis (COA). It is anticipated a fare increase will be recommended. Staff will await the COA finding and proceed accordingly.

3.5 CAPITAL IMPROVEMENT PLANNING
Bus Stop Improvements
CCTS plans to continue on-going improvements to bus stops which includes upgrading bus stop accessibility and passenger amenities:
• Redesign and replace shelters that provide advertisement opportunities to generate revenue.
• Replace older blue fiberglass bus benches with metal benches. • Update bus stops to improve ADA accessibility.
• Assess locations missing amenities and where feasible install new shelters, benches and trash receptacles.
• Install newly purchased lights and push buttons for greater visibility in lowly lit areas. • Redesign signage.

Currently, bus stop improvements are on an as needed basis. Replacement of damaged equipment and assessment are based on customer complaints. Staff will need to conduct a full assessment of each location to determine the need for replacement equipment and accessibility upgrades.

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In addition, the COA will be used as a guide to determine which stops require tiered improvements. A component of the COA requires the consultant to perform a physical inventory of each stop within the CCTS fixed-route system and perform an analysis of the physical condition (does it meet ADA accessibility requirements) and illustrate whether ridership for each stop warrants a tier upgrade. Bus stops within the City of Corona are of the following Tier System:

Description Amenities
Tier 1 Sign, trash receptacle
Tier 2 Tier 1 with bench seating
Tier 3 Tier 2 with shelter and shelter lighting
Landmark Tier 3 with landscaping
Intelligent Transportation System (ITS)
This system is for the purpose of ensuring customers are receiving the highest quality information on time as well as ensuring that CCTS is operating at optimal efficiency. ITS will includes components such as: Computer Aided Dispatching; Automatic Vehicle Location; Automated Annunciators and Reader Boards to meet ADA Requirement; Relay real-time transit information; Automated Passenger Counter; and an Advance Fare Payment System. Customers are demanding enhanced information on a more immediate basis. Additionally, reporting requirements add increased pressure to provide more accurate and detailed information in order to monitor the systems performance. Upgrading our existing systems and installation of new technologies will ensure that customers are receiving the highest quality information on time, as well as ensuring that CCTS is operating at optimal efficiency. The use of ITS technologies contributes to enhanced customer service, improved productivity and to the overall fiscal responsibility of the transit system. CCTS plans to release the solicitation for an ITS.

CCTS is currently in the investigation phase to explore the various technologies available based on CCTS’ needs. CCTS staff has participated in numerous vendor demonstrations and has attend the ITS seminar to assist staff with potential scope of work for the Request for Proposal.

Based on prior year estimates, the cost is projected at $1.5 million dollars for this project, but given the market changes, cost may be higher. A solicitation for ITS services is scheduled to be released end of FY 2022/23 or beginning of FY 2023/24. Completion of this project is anticipated in FY 2024/25.

Purchase ADA Accessible Van
To provide additional transit options, purchase an ADA accessible van to support the current DAR program to transport fewer passengers (or one wheelchair). This will allow the usage of a smaller vehicle for situations when a larger vehicle is not warranted. With the use of a smaller vehicle it may lead to improved efficiency and an overall improved experience, i.e., punctuality, cost efficiency, comfort, etc.

Canopy/Roof Structure for Bus Parking Area
Purchase and install canopies over the bus parking stalls at the City’s Corporation Yard to protect and prolong the life of the buses and the associated equipment. CCTS will explore options for canopies equipped with solar panels which will provide shade for the buses while simultaneously generate renewable energy.

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Digital Land Mobile Radio System
The existing radio communication system is nearing its life-expectancy. Purchase and install a new digital land mobile radio communications system.

Route Development Bus Purchase
Route development buses are needed to operate more frequent services and/or additional bus route(s). The details of this need is currently under analysis under the COA. Based on the results of the analysis, recommendations and financial factors, additional buses for the fixed route, Corona Cruiser, program may be needed. The purchase of any needed buses will go through the California Association for Coordinated Transportation/Morongo Basin Transit Authority (CalACT/MBTA) Cooperative Purchasing Schedule (Cooperative). The Cooperative was developed in accordance with the Local Government Purchasing Schedule, as defined by 49 Code of Federal Regulations (CFR) §18.36, wherein the FTA extends to states and local governments the authority to make arrangements with multiple vendors to provide options for goods or services at established prices.

The estimated cost for this project depends on the recommendations of the COA and is unknown at this time.

New Bus Stop with Amenities
Development of new bus stops with amenities is being assessed under the COA. Therefore, at this time, it is not known if this project is needed.

Replacement Buses
Purchase replacement cutaway buses for Dial-A-Ride service.

Replacement of two (2) 2012 buses - CCTS put into service ten Type C buses in 2012. Of the ten buses, eight were replaced with 2017 buses and two were kept as service increased. These two buses need replacing as they are showing more signs of wear and tear. These 2012 buses have exceeded their useful life of five years and 150k miles.

Replacement of eleven (11) 2017 buses – CCTS put into service eleven cutaway buses in 2018.

These buses have a useful life of five years or a minimum of 150k miles, whichever comes first.

These buses will reach their useful life in July 2023.

Zero Emissions Buss Conversion – By 2040, all transit providers are mandated to convert its entire fleet to electric vehicles. Staff will continue efforts towards full compliance.

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TABLE 3 – CCTS FY 2022/23 HIGHLIGHTS
Operations
• Plan for implementation of financially feasible recommendations from the Comprehensive Operational Analysis
• Improve Fixed Route Service
o Adjust Corona Cruiser bus schedule to reflect actual trip times. o Introduce additional morning peak service (pending COA recommendations) o Establish a Free Fare Program
o Increase Ridership
• Improve Dial-A-Ride Services
o Review feasibility of establishing an ADA Subscription Services Policy • Work with the City’s contract transportation operator to improve:
o Operations of Corona Cruiser and Dial-A-Ride service; o Bus maintenance and cleanliness/maintenance of bus stops; and o Monitoring and verifying contractor performance.
o Improve On-Time Performance
• Continue monthly field inspections of all transit operations, i.e., inspect bus stops, buses, control/dispatch center, etc.
• Continue biweekly meetings with transit Contractor for updates on operations, safety, staff training, procedures, etc.
• Continue with triannual vehicle inspection of the buses to ensure state of good repair Capital Projects
• Intelligent Transportation System
• Bus Stop Improvement Project
• Purchase of ADA Accessible Van
• Digital Mobile Land Communication System
• Canopy/roof structure for Bus Parking Area
• Route Development Buses
• Replacement Buses
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FY 2022/23 – FY 2024/25 Short Range Transit Plan
Chapter 4 – Financial Planning

4.1 OPERATING AND CAPITAL BUDGET FOR FY 22/23
Operating Budget
To continue to provide Corona Cruiser fixed route and Dial-A-Ride service, CCTS is proposing an operating budget of $2.98 million for FY 2022/23, representing a 5.4 percent increase ($152,898) over the current year FY 2021/22 planned budget. The operating budget as depicted in the table on the following page is distributed among the following four categories:
• Salaries and Benefits: expenses includes wages, fringe benefits (pension, medical, worker’s compensation) and OPEB expenses for post-employment benefits. This expense accounts for 7 percent of the budget.
• Materials, Marketing and Utilities: expenses accounting for 3 percent of the budget includes printing and publications, advertising, Routematch Dispatching software, utilities, office supplies, minor office equipment, translation services and administrative/ITS support services. The 3.4 percent increase in this category is due to increased annual costs for Routematch software as well as increased cost for printing materials (Cruiser and DAR brochures, buses passes and DAR tickets).
• Fuel: expenses to account for 6 percent of the total expense. Due to all vehicles utilizing CNG fuel, the overall year-to-year fuel costs have decreased. • Contract Services: constitutes the largest component of the budget at 84 percent. These expenses represent purchased transportation services for Dial-A-Ride and Corona Cruiser. In addition, this line item also reflects costs for a Vehicle Maintenance Oversight/ inspection service.

Operating costs for services are expected to increase to pay for revenue hour rate compensation pursuant to the awarded contract with MV Transportation. Under the contract, the City is required to compensate MV using the variable rate (higher per revenue hour cost) to recompense for the decrease in revenue hours. Furthermore, the City Council recently approved an amendment to MV’s contract for rate adjustment to account for hourly wage adjustments to align MV staff’s salaries with current market trends to retain and attract experienced workforce to continue providing uninterrupted transit services.

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FY 2022/23 – FY 2024/25 Short Range Transit Plan
Budget by Category and Mode
For FY 2022/23, CCTS is proposing a funding plan that includes Local Transportation Funds (LTF), Federal Transit Administration (FTA) Section 5307 funds, State of Good Repair (SGR prior year funds) and revenues generated by passenger fares, bus shelter advertising, and local funds.

Farebox recovery ratio is currently not being factored for FY 2022/23 due to the temporary exemption provided under AB149 Transportation Bill.

Capital Budget
CCTS is not requesting additional capitals funds for this fiscal year. Staff will utilize funding from prior approved SRTP projects for capital projects planned for FY 2022/23. See section 4.4 for list of open projects.

Category Mode FY 2021/22
SRTP
FY 2022/23
Plan Variance
$ %
$ 267,750 $ 108,000 $ (159,750) -59.7%
$ 330,750 $ 110,000 $ (220,750) -66.7%
$ 598,500 $ 218,000 $ (380,500) -63.6%
$ 44,299 $ 46,844 $ 2,545 5.7%
$ 33,949 $ 36,394 $ 2,445 7.2%
$ 78,248 $ 83,238 $ 4,990 6.4%
$ 75,000 $ 75,000 $ - 0.0%
$ 110,000 $ 110,000 $ - 0.0%
$ 185,000 $ 185,000 $ - 0.0%
$ 927,110 $ 1,330,144 $ 403,034 43.5%
$ 1,033,290 $ 1,158,664 $ 125,374 12.1%
$ 1,960,400 $ 2,488,808 $ 528,408 27.0%
$ 1,314,159 $ 1,559,988 $ 245,829 18.7%
$ 1,507,989 $ 1,415,058 $ (92,931) -6.2%
$ 2,822,148 $ 2,975,046 $ 152,898 5.4%
Subtotal
Salaries & Benefits
Dial-A-Ride
Fixed Route
Subtotal
Materials, Marketing and Utilities
Dial-A-Ride
Fixed Route
Subtotal
Fuel
Dial-A-Ride
Fixed Route
Fixed Route
Total
Contracted Services
Dial-A-Ride
Fixed Route
Subtotal
Total
Dial-A-Ride
Table 4.0 - Summary of Funding Requests - FY 2022/23
City of Corona
Original
Operating
Project Total Amount 5307 RS 5339 RS AB 2766 FARE LTF OTHR LCL SGR PUC99313 SGR PUC99314 SGR-OB STA PUC99313 STA PUC99314 of Funds
Corona Cruiser Operating $1,415,058 $602,618 $7,000 $110,700 $665,450 $19,000 $10,290 Corona Dial-A-Ride Operating $1,559,989 $654,669 $95,600 $790,610 $0 $19,110 Sub-total Operating $2,975,047 $1,257,287 $0 $7,000 $206,300 $1,456,060 $19,000 $0 $0 $29,400 $0 $0 Capital
Project Total Amount 5307 RS 5339 RS AB 2766 FARE LTF OTHR LCL SGR PUC99313 SGR PUC99314 SGR-OB STA PUC99313 STA PUC99314 of Funds
22-1 Intelligent Transportation System
Replacement of 2012 Buses
Replacement of 2017 Buses - 23-1 $0 $0 $0 $0 $0 $0 $0
Sub-total Capital $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0
Sub-total Capital $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0
Total Operating & Capital $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 Total Operating & Capital $2,975,047 $1,257,287 $0 $7,000 $206,300 $1,456,060 $19,000 $0 $0 $29,400 $0 $0 FY 2022/23 Projected Funding Details
5307 RS $1,257,287
AB 2766 $7,000
FARE $206,300
LTF $1,456,060
OTHR LCL $19,000
SGR-OB $29,400
Total Estimated Operating Funding Request $2,975,047
5307 RS $0
5339 RS $0
SGR PUC99313 $0
SGR PUC99314 $0
STA PUC99313 $0
STA PUC99314 $0
Total Estimated Capital Funding Request $0
Total Funding Request $2,975,047
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FY 2022/23 – FY 2024/25 Short Range Transit Plan
TABLE 4B – FAREBOX REVENUE CALCULATION
(Consistent with Riverside County Transportation Commission Farebox Recovery Policy) Farebox Recovery Ratio Revenues FY 2018/19 FY 2019/20 FY 2020/21 FY 2021/22 Est*
FY 2022/23
Planned*
Passenger Fares $273,458 $212,953 $51,370 $180,768 $186,300 Interest Income $0 $0 $0 $0 $0
General Fund Contribution $62,000 $76,849 $0 $0 $0
Measure A $0 $0 $0 $0 $0
Passenger Shelter Advertising Revenue $9,150 $6,161 $8,000 $8,000 $9,000 Gain on Sale of Capital Assets $0 $0 $0 $0 $0
CNG Revenues $0 $0 $0 $0 $0
Lease / Other Revenue $0 $0 $0 $0 $0
Federal Excise Tax Refund $0 $0 $0 $0 $0
Investment Income $0 $0 $0 $0 $0
CalPers CERBT $0 $0 $0 $0 $0
Fare Revenues from Exempt Routes $0 $0 $0 $0 $0
Other Revenues* $92,568 $98,447 $22,136 $22,710 $37,000 Total Farebox Revenues $437,175 $394,410 $81,506 $211,477 $232,300 Total Operating Expense $2,489,197 $2,309,461 $1,901,148 $2,478,692 $2,975,046 Farebox Recovery Ratio** 18% 17% 4% 9% 8%
*Includes bus shelter advertising, Corona Medical Regional Center contribution, AB2766 Fare subsidy and contractor penalties. **CCTS is not expecting to meet its' farebox recovery ratio due to reduced ridership as a result of COVID-19 pandemic impact on public transit. Farebox recover ratio requirement is based on a system wide blended rate of 15% (10% for DAR Specialized Service and 20% for Corona Cruiser fixed route service. AB149 Transportation Bill provided relief from having to meet this requirement for FY 21/22 and FY 22/23.

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FY 2022/23 – FY 2024/25 Short Range Transit Plan

4.2 FUNDING PLANS TO SUPPORT PLANNED OPERATING AND CAPITAL PROGRAM (FY24 & FY25)
Operating Program
CCTS funding plan to support FY 2023/24 and FY 2024/25 includes:
• Local Transportation Funds (LTF)
• FTA Section 5307 funds
• State of Good Repair
• Passenger Fare revenues
• AB2766 funds
• Bus shelter advertising
• General funds to close funding gap in order to meet the farebox recovery ratio, and other local funds.

The planned budget is assuming an improved situation with COVID-19 pandemic and operation resumes with reinstatement of passenger fares effective July 1, 2021.

Capital Program
Capital program funds supporting FY 2023/24 and FY2024/25 will include FTA sections 5307 & 5339, State Transit Assistance (STA) and State of Good Repair for prior approved projects and current request.

Table 4.1 - Summary of Funding Requests - FY 2023/24
City of Corona
Original
Operating
Project Total Amount 5307 RS AB 2766 FARE GF REV LTF OTHR LCL SGR-OB of Funds
Corona Cruiser Operating $1,497,092 $628,642 $10,000 $115,800 $134,620 $578,740 $19,000 $10,290 Corona Dial-A-Ride Operating Assistance $1,613,864 $669,974 $100,050 $53,840 $770,890 $0 $19,110 Sub-total Operating $3,110,956 $1,298,616 $10,000 $215,850 $188,460 $1,349,630 $19,000 $29,400 Capital
Project Total Amount 5307 RS AB 2766 FARE GF REV LTF OTHR LCL SGR-OB of Funds
No Capital Projects
Total Operating & Capital $3,110,956 $1,298,616 $10,000 $215,850 $188,460 $1,349,630 $19,000 $29,400 FY 2023/24 Projected Funding Details
5307 RS $1,298,616
AB 2766 $10,000
FARE $215,850
GF REV $188,460
LTF $1,349,630
OTHR LCL $19,000
SGR-OB $29,400
Total Estimated Operating Funding Request $3,110,956
Total Funding Request $3,110,956
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Table 4.2 - Summary of Funding Requests - FY 2024/25
City of Corona
Original
Operating
Project Total Amount 5307 RS AB 2766 FARE GF REV LTF OTHR LCL SGR-OB of Funds
Corona Cruiser Operating $1,762,350 $713,890 $15,000 $121,250 $176,220 $705,700 $20,000 $10,290 Corona Dial-A-Ride Operating $1,913,157 $765,987 $104,720 $79,100 $944,240 $19,110 Sub-total Operating $3,675,507 $1,479,877 $15,000 $225,970 $255,320 $1,649,940 $20,000 $29,400 Capital
Project Total Amount 5307 RS AB 2766 FARE GF REV LTF OTHR LCL SGR-OB of Funds
No Capital Projects
Total Operating & Capital $3,675,507 $1,479,877 $15,000 $225,970 $255,320 $1,649,940 $20,000 $29,400 FY 2024/25 Projected Funding Details
5307 RS $1,479,877
AB 2766 $15,000
FARE $225,970
GF REV $255,320
LTF $1,649,940
OTHR LCL $20,000
SGR-OB $29,400
Total Estimated Operating Funding Request $3,675,507
Total Funding Request $3,675,507
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FY 2022/23 – FY 2024/25 Short Range Transit Plan

4.3 REGULATORY AND COMPLIANCE REQUIREMENTS
Half Fare During Non-Peak Hours
According to federal statute, transit operators must allow 1) elderly persons, 2) persons with disabilities, and 3) Medicare card holders to ride fixed route service during off-peak hours for a fare that is not more than one-half the base fare charged to other persons during peak hours.

The base fare for Cruiser service is $1.50 during peak and non-peak hours. The fare for an elderly person (60+), a person with disabilities, and Medicare cardholders is $0.70 throughout the service day.

Americans with Disabilities Act (ADA)
The Americans with Disability Act requires that complementary paratransit service be available to ADA certified persons during the same hours and days of operation available to fixed route passengers. Complementary paratransit service must be provided within ¾ of a mile corridor from each side of a fixed route. CCTS operates Dial-A-Ride service that extends beyond the ¾ mile corridor to the city limits, into the county areas of Coronita, El Cerrito, and Home Gardens, as well as satellite locations in the City of Norco (Department of Motor Vehicles, Department of Public Social Services and Norco College). ADA certified passengers receive priority. As such, CCTS maintains zero denials for ADA certified passengers.

Provision of Service - ADA complementary paratransit must be provided to an ADA eligible individual, including those with temporary eligibility, a Personal Care Attendant (PCA) if necessary, and one other individual accompanying the ADA-eligible individual, if requested.

Additional companions may be provided service, if space is available. Service also must be provided to visitors. Any visitor who presents ADA eligibility documentation from another jurisdiction must be provided service.

Type of Service –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 fixed route system and no fares may be charged for PCAs accompanying an ADA certified passenger. ADA certified individuals are charged $2.50 per trip which is less than twice the fare for a trip on the fixe route Cruiser ($1.50 x 2 = $3.00). A companion is charged $2.50 per trip as well.

Disadvantaged Business Enterprise
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FY 2022/23 – FY 2024/25 Short Range Transit Plan
Pursuant to Federal Regulation 49 CFR Part 26 - Disadvantaged Business Enterprise (DBE); all public agencies receiving U.S. Department of Transportation (USDOT) funds, that anticipate awarding $250,000 or more in USDOT-assisted contracts, must establish a three-year (3) overall DBE goal for potential contracting opportunities for certified Suppliers.

CCTS will continue using federal section FTA 5307 funds for future projects including the use of these funds for operating and capital projects. The City submitted its’ updated DBE program and DBE triennial goal and methodology on September 17, 2020. The DBE goal & methodology is for federal Fiscal Years 2021-2023 (October 1, 2020 through September 30, 2023). The City received concurrence on the 2021-2023 Triennial DBE Goal on May 3, 2021 and concurrence on the updated DBE Program on June 16, 2021.

Title VI
In compliance with Title VI of the Civil Rights Act of 1964, no person on the basis of race, color, or national origin, is excluded from participation in, or is denied the benefits of, or is subjected to discrimination within the scope of services offered by CCTS. The following notification to passengers of their right to file a complaint is included on the City of Corona website, service brochures, and posted on-board CCTS buses.

No person shall, on the grounds of race, color, or national origin, be excluded from participation in, be denied the benefits of, or be otherwise subjected to discrimination under any program or activity of the City of Corona Transit Service (CCTS). The Public Works Director is the CCTS Title VI Compliance Officer. For more information, or to file a Title VI Civil Rights complaint, contact the Corona Public Works Department by telephone at (951) 736-2266, by email at [email protected], or by visiting the Public Works Department at 400 S. Vicentia Avenue, Suite 210, Corona, CA 92882.

The City submitted its’ updated Title VI program (2021-2023) on September 17, 2020, which received concurrence on May 17, 2022.

Transit Asset Management (TAM) Plan
Federal regulations 49 CFR 625 requires agencies to develop a transit asset management (TAM) plan if it owns, operates, or manages capital assets used to provide public transportation and receives federal financial assistance under 49 U.S.S. Chapter 53 as a recipient or subrecipient.

As a recipient of federal funds and operating a public transit system, CCTS is required to comply with this regulation. Under this regulation, CCTS is defined as a Tier II provider. Tier II transit provider are that own, operate less than 100 vehicles in revenue service during peak regular service across all fixed route modes or in any one non-fixed route mode. CCTS’ TAM plan includes the following four required elements: 1) An inventory of assets; 2) Condition assessment of inventoried assets; 3) Description of decision support tool; and 4) A prioritized list of investments.

As required, on October 29, 2018, the completed TAM Plan was submitted to Southern California Association of Government, the metropolitan planning organization for the region. In addition, CCTS prepares an annual report and submits it to Federal Transit Administration’s National Transit Database. The report includes asset inventory data, condition assessments and performance results and projected targets for the following fiscal year along with a narrative report on any changes.

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FY 2022/23 – FY 2024/25 Short Range Transit Plan
Per regulations, the TAM plan is required to be updated every four (4) years; the next update is due October 2022.

Public Transit Agency Safety Plan (PTASP)
Federal Transit Administration (FTA) published the PTASP Final Rule (49 C.F.R. Part 673), which requires public transportation systems that receive federal funds under FTA’s Urbanized Area Formula Grants to develop safety plans which includes processes and procedures for implementing the Safety Management Systems (SMS). The documented SMS ensures the CCTS is performing the necessary risk management activities, monitoring its results and making the necessary adjustments in maintaining a safe system. This plan outlines how CCTS, in partnership with its transit operations contractor, will continually identify, monitor and mitigate various safety risks and hazards present in its transit operating environment.

In addition, under the PTASP rule, the transit operator is required to set safety performance targets based on the safety performance measures established by the National Public Transportation Safety Plan (NSP). The NSP safety performance measures are for the following categories: Fatalities; Injuries; Safety Events; and System Reliability (State of Good Repair). The first set of performance targets has been shared with Corona’s Metropolitan Planning Organization (MPO), the Southern California Association of Governments (SCAG) and the California Department of Transportation.

The plan was approved and adopted by City Council on April 15, 2020. The plan has also been approved by California Department of Transportation, Division of Rail & Mass Transportation Transportation Development Act Triennial Audit
The triennial performance audits are administered and coordinated by RCTC. CCTS underwent a Transportation Development Act (TDA) Triennial Performance Audit in October 2021 and site visit in December 2021 covering Fiscal Years 2018/19 through 2020/21. While the audit results reveal CCTS operations meeting the major goals and objectives of the TDA program, room for improvement is always paramount with the audit which suggests improvements in two areas as summarized in Table 4.3 Progress Implementing Triennial Performance Audit Draft Recommendations.

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FY 2022/23 – FY 2024/25 Short Range Transit Plan
TABLE 4.3 – PROGRESS IMPLEMENTING TRANSPORTATION DEVELOPMENT ACT (TDA) TRIENNIAL

PERFORMANCE AUDIT RECOMMENDATIONS
TDA Triennial Performance Audit Period Covering FY 2018/19 through FY 2020/21 Audit
Recommendations
Action / Remedy
Continue process of
implementing ADA
subscription services
on Dial-A-Ride
This recommendation is being carried forward from the prior audit.

Subscription service is a convenience offered to ADA paratransit passengers who take the same trip on a regular basis, as it reduces the need to make repeated calls for each ride. Many agencies have subscription service trips (i.e., having a standing reservation scheduled) that make up a portion of their trip requests. Subscription service trips generally are trips that a patron makes multiple times per month, often multiple times per week, and have a specific origin and destination that do not change. Most often, these types of trips are for employment, medical, and/or educational purposes. These trips can be prescheduled, thus reducing the burden on the scheduler/dispatcher and call in-take system.

ADA subscription service is generally on a space-available basis, and scheduled on a first-come, first-served basis for a given time period (e.g., 14 or 30 days of subscription service). Federal ADA law permits the use of subscription service as long as it does not absorb more than 50 percent of the available trips at a given time of day, and does not result in next-day ADA trip denials. Subscription service is discretionary and not mandated under ADA, which allows the City to investigate its feasibility through a demonstration period to determine whether additional scheduling efficiencies through the new scheduling software can be made, as well as whether there is some reduced staff and cost burden from the number of calls for reservations.

Dial-a-Ride’s transition from general public to a specialized service for ADA-certified and senior passengers makes the subscription service option more feasible. Subscription trips to many adult day care centers have been ongoing. In addition, the CCTS staff in conjunction with the contracted transit operator already monitor ADA trips to ensure that there are no capacity constraints. Nevertheless, staff will continue to work with the contract operator and review the feasibility of establishing a formal ADA Subscription Services Policy. A call-back function to remind riders of their upcoming trips will also improve operating efficiency and effectiveness. The City will be incorporating call-back function in the next ITS project.

Include additional
locally generated
revenue in the farebox
recovery.

During the audit period, Corona adopted a blended farebox recovery standard of 15 percent. The revenues in the farebox ratio are composed primarily of passenger fares, City supplemental support revenues, and air district subsidies. New state legislation (SB 508) reinforces current RCTC practice of allowing other locally generated revenues in the farebox ratio. These other revenues could include advertising generated by the transit system, bus wraps on the vehicles, and other local contributions from the City to the transit program. Corona allows advertising space on its bus shelters and has expressed interest in allowing advertising on board its vehicles. The City currently does not have an advertising policy but has expressed interest in developing one. However, staffing and budgetary constraints make it difficult to pursue. Nevertheless, given the farebox recovery trends, the City should pursue this measure to incorporate other locally generated revenue in its farebox recovery.

CCTS staff will continue to look for additional revenue sources to meet farebox recovery ratio of 10% for specialized DialA-Ride service and 20% for fixed route.

Federal Transit Administration Triennial Review
A Federal Transit Administration Triennial Review for the period of 2017-2020 was completed in April 2020. The final report was received June 8, 2021.There were no deficiencies found. The City was able to successfully comply with all 21-areas covered in the review process.

National Transit Database
The National Transit Database (NTD) approved CCTS’ request to submit transit financial and performance data through a Small Systems Waiver starting in report year 2011; the waiver is available to transit providers operating 30 or fewer buses. The submission date for Report Year City of Corona Transit Service Page 48 of 49
FY 2022/23 – FY 2024/25 Short Range Transit Plan
2020 was October 30, 2020. CCTS staff provided responses and clarification to NTD reviewers following the initial review. The 2020 annual NTD report is pending closeout.

Alternative Fueled Vehicles (RCTC Policy)
The Riverside County Transportation Commission (RCTC) encourages all Riverside County transit operators to transition from diesel-powered transit buses to alternative fuel buses.

Compressed Natural Gas (CNG) and liquefied natural gas (LNG) are recognized as preferred options. CCTS operates using CNG-powered buses.

4.4 OPEN PROJECTS
CCTS has twelve (12) prior SRTP approved projects open. The table on the following page reflects these open projects. See Section 3.5 regarding detailed information about each of the projects listed.

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Project Name SRTP Project
#
Project
Element
Funding
Category
Project
Timeline
Original Project
Award Project Balance
15-03 1 2 Dec-23 $ 300,000 $ 70,281
19-02 1 2 Dec-23 $ 950,000 $ 950,000
$ 1,020,281
17-2 4 1 on going $ 600,000 $ 512,699
21-2 4 1 on going $ 50,646 $ 50,646
$ 563,345
19-01 3 1 Dec-23 $ 500,000 $ 500,000
20-1 3 1 Dec-23 $ 50,000 $ 50,000
21-3 3 1 Dec-23 $ 345,000 $ 345,000
22-1 3 1 Dec-22 $ 405,000 $ 405,000
$ 1,300,000
19-03 1 1 Dec-21 $ 48,039 $ 48,039
20-3 1 1 Dec-21 $ 48,198 $ 48,198
$ 96,237
20-2 3 1 Dec-22 $ 135,000 $ 135,000
$ 135,000
21-1 4 1 Jun-23 $ 100,000 $ 100,000
$ 100,000
19-4 3 1 Dec-22 $ 10,000 $ 3,519
$ 3,519
22-2 1 1 Dec-23 $ 306,330 $ 306,330
$ 306,330
$ 3,218,382
*Number of route development buses will be dependent upon recommendation of the COA. Additional funding will be requested based on the recommendation.

Amount Available for DLMR:

TOTAL AMOUNT AVAILABLE FROM ALL PROJECTS:

Support Equipment & Software
Bus Parking Canopy
Digital Land Mobile Radio (DLMR)
Amount Available for Bus Stop Improvements:

Amount Available for Route Development Buses:

Amount Available for ITS:

Amount Available for ADA Accessible Van:

Amount Available for DLMR:

Amount Available for Bus Parking Canopy:

Replacement of 2012 Dial-A-Ride Buses
Route Development Buses*
Bus Stop Improvements
Intellegent Transportation System (ITS)
ADA Accesible Van
Amount Available for Support Equipment:

Legend
Project Elements:
1 Revenue Vehicle Purchases
2 Non-Revenue Vehicle Purchases
3 Vehicle Systems and Equipment
4 Buliding, Land and Facilities
5 Communications and Information Technology Systems
6 Transit Shelters and Amenities
7 Fixed Guideways and Tracks
8 Debt Service
9 Maintenance
10 Security
11 Planning/Feasability
Funding Category
1 Fully Funded
2 Partially Funded

Corona City CouncilJune 1, 2022

Corona City Council
June 1, 2022