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FY 2024/25‐FY 2026/27
SHORT RANGE TRANSIT PLAN
City of Riverside, PRCSD – Special Transportation Division FINAL
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TABLE OF CONTENTS
CHAPTER 1 – SYSTEM OVERVIEW AND SERVICE PROFILE......................................................................... 3 SECTION 1.1 –SERVICE AREA ....................................................................................................................................................... 3 SECTION 1.2 – POPULATION PROFILE ........................................................................................................................................ 4 SECTION 1.3 – PARATRANSIT SERVICE ...................................................................................................................................... 4 SECTION 1.4 – DESCRIPTION OF RIDERSHIP.............................................................................................................................. 5 SECTION 1.5 – FARE STRUCTURE ................................................................................................................................................ 5 SECTION 1.6 – REVENUE FLEET .................................................................................................................................................. 5 SECTION 1.7 – EXISTING TRANSIT FACILITY ............................................................................................................................. 8 SECTION 1.8 – EXISTING COORDINATION BETWEEN TRANSIT AGENCIES ........................................................................... 8 SECTION 1.9 – REFERENCE LIST OF PRIOR EXISTING STUDIES & PLANS ............................................................................. 8 CHAPTER 2 –EXISTING SERVICE AND ROUTE PERFORMANCE ................................................................. 9 SECTION 2.1 – KEY PERFORMANCE INDICATORS ..................................................................................................................... 9 SECTION 2.2 – PERFORMANCE REPORT .................................................................................................................................. 11 SECTION 2.3 – SERVICE SUMMARY........................................................................................................................................... 13 SECTION 2.4 – SERVICE PERFORMANCE .................................................................................................................................. 15 SECTION 2.5 – PRODUCTIVITY IMPROVEMENT EFFORTS ..................................................................................................... 18 SECTION 2.6 – MAJOR TRIP GENERATORS.............................................................................................................................. 18 SECTION 2.7 – RECENT SERVICE CHANGES ............................................................................................................................ 18 CHAPTER 3 – FUTURE SERVICE PLANS ............................................................................................................19 SECTION 3.1 – PLANNED SERVICE CHANGES ......................................................................................................................... 19 SECTION 3.2 – FUTURE MARKETING PLANS .......................................................................................................................... 19 SECTION 3.3 – PROJECTED RIDERSHIP GROWTH .................................................................................................................. 19 SECTION 3.4 – PROPOSED FARE STRUCTURE CHANGES ....................................................................................................... 20 SECTION 3.5 – CAPITAL IMPROVEMENT PLANNING .............................................................................................................. 20 CHAPTER 4 – FINANCIAL PLANNING ................................................................................................................22 SECTION 4.1 – OPERATING AND CAPITAL BUDGET NARRATIVE ......................................................................................... 22 SECTION 4.2 – FUNDING PLANS TO SUPPORT PLANNED OPERATING & CAPITAL PROGRAM ........................................ 25 SECTION 4.3 – REGULATORY AND COMPLIANCE REQUIREMENTS ...................................................................................... 28 SECTION 4.4 – OPEN PROJECTS ............................................................................................................................................... 31
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I. SYSTEM OVERVIEW
1.1 Service Area
Riverside Connect, formerly “Special Transportation” is a division within the City of Riverside’s Parks, Recreation and Community Services Department that has been offering transportation services to seniors and disabled residents in the Riverside community since 1975. This paratransit transportation service is provided within the 81.54 square mile incorporated city limits of the City of Riverside, shown below in Figure 1.
Figure 1
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1.2 Population Profile
The American Community Survey (ACS) is a demographics survey program conducted by the U.S. Census Bureau. The ACS is designed to provide communities with reliable and timely demographic, social, economic, and housing data every year. Conducted annually, the ACS serves as an interim source of up‐to‐date demographic data through the decade, until the next Census is conducted. According to the 2019 ACS, 5
‐y
ear estimates published by the U.S. Census Bureau, the City of Riverside’s estimated population is 331,360 residents. The senior population within the City of Riverside (those 65 years of age and over) accounts for approximately 10.7% of the total population, while individuals with a disability under the age of 65 accounts for approximately 7.7%. 1 .3 Paratransit Services
Owned and operated by the City of Riverside, Riverside Connect is an origin‐to‐destination shared ride service available to senior citizens (60 years of age and older) and persons with disabilities.
Documentation from a physician is required for individuals with a disability.
Riverside Connect operates 362 days per year, only suspending service on Thanksgiving Day, Christmas Day and New Year’s Day. Hours of operation are 8:00 a.m. – 5:30 p.m. Monday through Friday and 9:00 a.m. – 4:00 p.m. on weekends and holidays. To schedule a ride, passengers must call Riverside Connects’ reservation telephone number, during the business hours of 8:00 a.m. – 5:00 p.m., Monday through Friday, and 9:00 a.m. – 3:00 p.m. on weekends and holidays. An answering machine is available before and after business hours for cancellations.
Table 1
Mode Description Area /Site
Service
Paratransit Services
City
Wide
Origin to Destination / reservation-based service for
Seniors age 60 and over and the Disabled
Community
Within the City
limits of
Riverside
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1.4 Description of Ridership
Ridership data is listed in the tables below. Fiscal Year (FY) 2023/24 data reflects ridership through March 2022. In both fiscal years, the average passenger age was 65.
FY 2022/23 Total
Passengers 74,358
Revenue Hours 28,018
Revenue Miles 371,692
FY 2023/24 Total
Passengers 71,167
Revenue Hours 25,182
Revenue Miles 348,913
1.5 Fare Structure
Ri
verside Connect currently has two fare types – general and medical. The cost of a one‐w ay general fare
is $3.00 while the cost of a one‐w
ay medical trip is $2.00. Medical trips are for doctor appointments, physical therapy, pharmacy visits, etc. Medical f ares are discounted to ensure that the general fare is not a barrier to wellness for passengers who are on a fixed income. On April 9, 2024, the Riverside City Council approved a 2 year rate increase that would raise the General and Medical Fares by .25 cents over the next two years making cost of a one way general fare after 2025 $3.50 while the cost of a medical trip would be $2.50.
R
iverside Connect passengers may pay in cash at the time of boarding or by using the electronic fare collection system which will give passengers the ability to pay their fares online or through a mobile application on their smartphone. The table below illustrates a breakdown of the fare types and associated costs.
FY23/24 Fare Type Cost
One-way (General) $3.00
One-way (Medical) $2.00
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1.6 Revenue Fleet
In FY 202 3/24, Riverside Connects’ active revenue fleet included twenty‐six 16‐passenger paratransit cutaway buses which run on compressed natural gas (CNG) and two 9‐passenger wheelchair‐equipped Ford Transit Van. Riverside Connects’ two transit vans were put into service in Fiscal Year 2020/21 to test the feasibility of operating a smaller profile vehicle to navigate in and around the more compact areas within the City ; however, due to the impact that the COVID ‐19 pandemic had on ridership, the vans utilization was limited . Riverside Connect also operates a Braun Van that is equipped to hold six passengers and one wheelchair and a hybrid Honda Civic which is used by administrative staff to supervise routes and respond to accidents. These vehicles are not assigned to routes but are used as backup for special services.
Subject to funding availability, vehicles are replaced after meeting the Federal Transit Administration (FTA) useful life of 10‐years. Riverside Connect established Useful Life Benchmarks (ULB) in line with the FTA’s recommendations which are outlined in the Transit Asset Management Performance Measure Targets. For cutaway buses, Riverside Connects’ target is for less than 20% of cutaways to exceed their useful life. Currently, 10 cutaways exceed the ULB but in FY2024/25, 12 new buses will be ordered to replace the 10 buses that have exceeded the ULB. See Table 1.1 – Fleet Inventory Table 1.1 - Fleet Inventory
FY 2024/25 Short Range Transit Plan
City of Riverside
Demand Response / Directly Operated
Lift and
Ramp
Equipped
Vehicle
Length
Year
Built
Mfg.
Code
Seating
Capacity
Model
Code
Fuel
Type
Code
Life to Date
Vehicle Miles
Prior Year End
FY 2022/23
Life to Date
Vehicle Miles
through
March
FY 2023/24
Average Lifetime
Miles Per Active
Vehicle As Of
Year-To-Date
(e.g., March)
FY 2023/24
# of
Active
Vehicles
FY 2023/
24 # of
Contingency
Vehicles
FY 2023/24
2019 DTD 6 VN 1 17 GA 1 0 11,339 15,281 15,281
2010 FRD 16 BU 2 25 CN 2 0 175,718 398,996 199,498 2011 FRD 16 BU 2 25 CN 1 1 698,850 429,503 429,503 2019 FRD 16 BU 3 25 CN 3 0 123,263 174,218 58,072 2019 FRD 8 VN 2 22 GA 2 0 3,998 11,008 5,504
2013 GLV 16 BU 7 25 CN 7 0 948,538 1,399,493 199,927 2014 GLV 16 BU 7 25 CN 7 0 1,398,996 1,315,899 187,985 2017 GLV 16 BU 8 25 CN 8 0 972,504 1,081,769 135,221 31 1 32 Totals: 110 4,333,206 4,826,167 155,683
4/22/2024
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1.7 Existing Facility
The Riverside Connect Office is located at 8095 Lincoln Avenue within the City of Riverside’s Corporation Yard. The administrative building consists of administrative offices, a dispatch area, restrooms, and a break room. Riverside Connects’ facility also includes a parking lot for the transit buses with each space equipped with a CNG slow fill station, and a CNG Maintenance Bay for maintenance and repair of the fleet. This CNG Maintenance Bay facility includes five maintenance bays, an administrative office, and multiple storage compartments for vehicle parts and equipment. The facility is outfitted with state‐of‐the‐art safety equipment and machinery to maintain the CNG fueled vehicles. The City of Riverside is currently working with a consultant to deve lop their own Zero Emissions Infrastructure transition plan that will incorporate Special T ransportations approved plan to ensure compliance by 2026.
1.8 Existing Coordination Between Transit Agencies
Under a Memorandum of Understanding (MOU), the City of Riverside currently operates Riverside Connect to provide paratransit services within the City limits of Riverside on behalf of the Riverside Transit Agency (RTA). The MOU was amended in 2012 to restate the City’s and RTA’s obligations under the original MOU and to further fa cilitate and ensure service compliance under the Americans with Disabilities (“ADA”). Under the amended terms, the City and RTA continue the commitment to cooperate and coordinate the provision of services within the shared service area.
1.9 Reference List of Prior or Existing Studies and Plans
On September 11, 2023, the California Air Resources Board (CARB) approved Special Transportation’s Zero Emission Bus Rollout Plan (Rollout Plan) as required by the Innovative Clean Transit regulation (California Code Regulations (CCR) Title 13 § 2023.1(d)) on June 28, 2023. The City of Riverside ’s ZEB Rollout Plan can be found on the CARB website: https://ww2.arb.ca.gov/our‐ work/programs/innovative‐clean‐transit/ict‐rollout‐plans
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II. EXISTING SERVICES AND ROUTE PERFORMANCE
2.1 Key Performance Indicators (KPI’s)
To ensure that Riverside Connect is providing superior customer service , staff considers several performance indicators. Targets are evaluated and reported monthly to RTA. Data for FY 2022/23 KPI’s through March 2023 is listed in the table below.
Internal KPI’s Target
Actual
FY 2022/23
Actual
FY 2023/24
On-time performance 100% 98% 99%
Call abandonment rate 0% 3.69% 3.44%
Average phone hold time 1:00 1:04 :54
R
iverside Connect tries to meet it’s performance target of a 10% Farebox Recovery Ratio as mandated in the Transportation Development Act (TDA). In FY 20 22/23, Riverside Connects’ farebox ratio was
5.44%; however, due to AB149 Section 99268.17, costs required to operate demand ‐r esponse and micro transit services that expand access to transit service beyond fixed route corridors are excluded from the definition of “operating cost” for the purposes of calculating any required ratios of fare revenues. See Table
2.0 Service Provider Performance Targets Report
FY 2023/24 Short Range Transit Plan Review
City of Riverside
FY 2023/24 Plan FY 2023/24 Target
FY 2023/24
Year to Date
Through 3rd Quarter
Year to Date
Performance
Scorecard
Data Elements
Table 2.0 -- Service Provider Performance Measures Report 80,795 Unlinked Passenger Trips
550,000 Passenger Miles
31,309.0 Total Actual Vehicle Revenue Hours
409,837.0 Total Actual Vehicle Revenue Miles
459,483.0 Total Actual Vehicle Miles
$4,880,429 Total Operating Expenses
$220,000 Total Passenger Fare Revenue
$4,660,429 Net Operating Expenses
Performance Indicators
Mandatory:
1. Farebox Recovery Ratio Fails to Meet Target>= 10.00% 4.50% 4.78% Additional:
1. Operating Cost Per Revenue Hour Meets Target<= $179.43 $155.88 $163.77
2. Subsidy Per Passenger Meets Target>= $53.08 and <= $71.82 $57.68 $55.30
3. Subsidy Per Passenger Mile Better Than Target>= $9.90 and <= $13.40 $8.47 $9.65
4. Subsidy Per Hour Meets Target>= $139.09 and <= $188.17 $148.85 $155.94
5. Subsidy Per Mile Meets Target>= $10.49 and <= $14.19 $11.37 $11.30
6. Passengers Per Revenue Hour Meets Target>= 2.23 and <= 3.01 2.58 2.82
7. Passengers Per Revenue Mile Meets Target>= 0.17 and <= 0.23 0.20 0.20 Note: Targets reflect +/- 15%
Productivity Performance Summary:
Service Provider Comments:
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2.2 SRTP Performance Report
The impact that the COVID‐ 19 pandemic ha s had on the Riverside Connect operation is evident when comparing previous year’s performance indicators such as passengers, passenger miles, etc. Staff projects a slow, but steady increase in each category in FY 202 4/25 as the transportation trends for seniors and the disabled community have been slow to recover in Riverside over the past several years.
See Table 2.1 – SRTP Performance Report
FY 2024/25 - Table 2.1 -- SRTP Performance Report
Service Provider: City of Riverside
All Routes
Performance Indicators FY 2024/25
Plan
Plan Performance
Scorecard (a)FY 2024/25 Target
FY 2023/24
3rd Quarter
Year-to-Date
FY 2022/23
End of Year
Actual
Passengers None 64,987 83,218 74,322
Passenger Miles None 372,440 566,500 398,366
Revenue Hours None 23,045.7 32,248.0 28,018.9
Total Hours None 31,778.6 42,331.0 37,391.6
Revenue Miles None 318,131.0 422,132.0 371,535.0
Total Miles None 356,063.0 473,267.0 418,800.0
Operating Costs None$3,774,300 $5,742,802 $3,546,192
Passenger Revenue None$180,487 $226,600 $59,576
Measure-A Revenue None
LCTOP Revenue None
Operating Subsidy None$3,593,813 $5,516,202 $3,486,616
Operating Costs Per Revenue Hour Meets Target<= $179.43$163.77 $178.08 $126.56 Operating Cost Per Revenue Mile None$11.86 $13.60 $9.54 Operating Costs Per Passenger None$58.08 $69.01 $47.71
Farebox Recovery Ratio Fails to Meet Target>= 0.1 4.78% 3.94% 1.68% Subsidy Per Passenger Meets Target>= $53.08 and <= $71.82$55.30 $66.29 $46.91 Subsidy Per Passenger Mile Better Than Target>= $9.90 and <= $13.40$9.65 $9.74 $8.75 Subsidy Per Revenue Hour Meets Target>= $139.09 and <= $188.17$155.94 $171.06 $124.44 Subsidy Per Revenue Mile Meets Target>= $10.49 and <= $14.19$11.30 $13.07 $9.38 Passengers Per Revenue Hour Meets Target>= 2.23 and <= 3.01 2.82 2.58 2.65 Passengers Per Revenue Mile Meets Target>= 0.17 and <= 0.23 0.20 0.20 0.20 a) The Plan Performance Scorecard column is the result of comparing the FY 2024/25 Plan to the FY 2024/25 Primary Target.
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2.3 SRTP Service Summary
Riverside Connect collects and evaluates the historical data of several metrics to evaluate the overall service performance. Since FY 2017/18, there has been a decline in each of the operating characteristics which include unlinked passenger trips, passenger miles, total actual vehicle revenue hours, total actual vehicle revenue miles, and t otal actual vehicle miles. The COVID‐19 pandemic has resulted in further decline in these operating characteristics . In contrast, expenses seen in the Financial Data section of Table 2.2 have steadily increased. As a result, the total operating cost per hour has increased while the farebox ratio has decreased. Ridership for FY 2024/25 is projected to increase 5%. This estimate is based on the slow increase seen during FY2023/24. See Table 2.2 – SRTP Service Summary
Table 2.2 -- City of Riverside -- SRTP Service Summary
FY 2024/25 Short Range Transit Plan
All Routes
FY 2021/22
Audited
FY 2022/23
Audited
FY 2023/24
Plan
FY 2023/24
3rd Qtr Actual
FY 2024/25
Plan
Fleet Characteristics
Peak-Hour Fleet 17 1 17 1 1
Financial Data
Total Operating Expenses $5,742,802 $3,774,300 $4,880,429 $3,546,192 $3,487,371 Total Passenger Fare Revenue $226,600 $180,487 $220,000 $59,576 $57,183 Net Operating Expenses (Subsidies) $5,516,202 $3,593,813 $4,660,429 $3,486,616 $3,430,188 Operating Characteristics
Unlinked Passenger Trips 83,218 64,987 80,795 74,322 55,777 Passenger Miles 566,500 372,440 550,000 398,366 508,128 Total Actual Vehicle Revenue Hours (a) 32,248.0 23,045.7 31,309.0 28,018.9 24,021.9 Total Actual Vehicle Revenue Miles (b) 422,132.0 318,131.0 409,837.0 371,535.0 325,938.0 Total Actual Vehicle Miles 473,267.0 356,063.0 459,483.0 418,800.0 369,209.0 Performance Characteristics
Operating Cost per Revenue Hour $178.08 $163.77 $155.88 $126.56 $145.17 Farebox Recovery Ratio 3.94% 4.78% 4.50% 1.68% 1.64%
Subsidy per Passenger $66.29 $55.30 $57.68 $46.91 $61.50 Subsidy per Passenger Mile $9.74 $9.65 $8.47 $8.75 $6.75 Subsidy per Revenue Hour (a) $171.06 $155.94 $148.85 $124.44 $142.79 Subsidy per Revenue Mile (b) $13.07 $11.30 $11.37 $9.38 $10.52 Passenger per Revenue Hour (a) 2.6 2.8 2.6 2.7 2.3 Passenger per Revenue Mile (b) 0.20 0.20 0.20 0.20 0.17 (a) Train Hours for Rail Modes. (b) Car Miles for Rail Modes.
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2.4 Service Performance
Riverside Connect provided 65,489 one‐way trips for a total of 417,636 service miles in FY 20 22/23.
Comparatively, 60,746 one‐way trips and a total of 390,170 service miles have been provided as of March 31, 2024 . The increase in ridership this year has been slow to develop as the patronage to workshops and businesses have been slow to increase. See Table 2.3 – SRTP Route Statistics
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2.5 Productivity Improvement Efforts
Riverside Connect staff strive to operate an efficient service and continues to look for new ways to decrease costs while maintaining high productivity. Different staffing scenarios are considered to maximize route efficiency while meeting customer demands. The Field Operations Supervisor is responsible for analyzing the route efficiencies of each driver and meets with them to provide constructive feedback to improve how each driver conducts his/her assigned reservations for that day.
The adoption of a new s cheduling software and enhancements to the user experience is meant to provide Riverside Connect riders with the ease and convenience of using our serv ice to live an independent lifestyle.
2.6 Major Trip Generators
The major trip generators for Riverside Connect s’ service has started to revert back to pre ‐covid statistics. The more rides have been scheduled to workshops for the developmentally disabled, senior centers, and the Friendly Stars program. Since the removal of all of the COVID ‐19 restrictions, the workshops in Riverside has begun to reopen slowly and return to normal operations. Although not entirely back to pre‐covid numbers, Riverside Connect anticipates that senior centers, workshops, and other programs will continue to attract participants and ridership will continue to increase by 5%.
2.7 Recent Service Changes
No services changes occurred during the FY202 3/24 year. Riverside Connect s continues to provide service 7 days a week 362 days a year.
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III. FUTURE SERVICE PANS, FARE CHANGES, CAPITAL PLANNING AND MARKETING
3.1 Planned Service Changes
There are currently no planned service changes.
3.2 Future Marketing Plans
For FY 202 4/25, staff will continue to market Riverside Connect . As workshops and senior centers continue to reopen and more seniors and ADA participants begin to utilize our service, Riverside Connect will resume our efforts in presenting at senior fairs and community events.
R
iverside Connect will continue distributing its new full‐c olor brochures and flyers at the City’s
Community and Senior Centers as well as advertisements in other City publications such as the Activity and Senior Guides. The Activity Guide is published three times per year and is mailed to over 55,000 residents and is also available online at the City’s main website. As services are restored, Riverside Connect hopes to continue marketing efforts by attending special events such as the Senior Day, wellness fairs, grand openings, and other events geared towards the senior and disabled community.
Staff will also continue to participate in resident meetings at senior living facilities and various ADA workshops throughout Riverside. We have also enlisted the assistance of the Parks, Recreation, and Community Services Marketing Team who will be assisting Riverside Connect with the promotion and marketing of the services in and around the City.
P
rojected Ridership Growth
Recov
ery from the COVID‐1
9 pandemic has been slow but consistent over the past two years. For the current fiscal year, FY23/24, we project an 8% increase over last fiscal year, FY22/23. We are projecting that we will slowly continue to increase ride rship for FY24/25 and anticipate at least a 10% increase over this year’s totals due to our planned marketing approach utilizing LCTOP grant funds to offer free rides to the senior and disabled community to demonstrate the ease of using Riverside Connect for 20 | Page
their transportation needs. All though the future is difficult to predict, Riverside Connect feels confident that ridership will continue to increase to normal service levels as seniors and the disabled community continue to return to pre‐c
ovid activities.
3 .3 Proposed Fare Structure Changes
Riverside Connect ’s proposal to increase the fare to match the Riverside Transit Agency (RTA) fare structure which would be a $0.50 increase for two years was approved by the City Council and will go into effect on July 1, 2024 . This increase will also raise the current medical fare by .25 cents for the next two years beginning July 1, 2024.
3.4 Capital Improvement Planning
Based on the approved CARB Zero Emission Rollout Plan, Riverside Connect is looking to replace 19 buses in the next three years . Beginning in 2026, Riverside Connect will need to purchase 3 zero emissions buses. In preparation for those new zero em issions buses, Riverside Connect will be upgrading the infrastructure of our bus yard in two phases. The first phase will focus on the installation of the battery electric infrastructure while the second phase will focus on the installation of the hydrogen infrastructure. These phases will be incorpora ted into the City ’s overall up grade of the Corp Yard t o sustain and maintain a zero emissions fleet City wide. These zero emissions infrastructure upgrades will be the focus of capital projects in FY 2024/25 & FY 2025/26 SRTP’s. The City of Riverside has not finalized their plan for the infrastructure for zero emissions fleet but has hired a consultant that will develop that plan and incorporate the already develop Special Transportation plan to accommodate the zero emissions buses beginning in 2026. Additional project for FY2024/25 will be the conversion to a digital communications system that will not only bring Special Transportation in line with the same system that Riverside Police Department and Public Utilities employs but will also provide transit multiple channels Fare Type Cost
One-way (General) 7/1/2024 $3.25
One-way (Medical)7/1/2024 $2.25
General Fare After 7/1/2025 $3.50
Medical Fare After 7/1/2025 $2.50
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to use during its operations. See Table 3 – Highlights of 2024/25 Short Range Transit Plan
• Robust Marketing Campaign for FY2024/25 will included printed advertisements as well as electronic media such as billboards and social media.
• Upgrade the radio communications system from analog to digital. • Replace outdated computer systems within Transit Offices. • Purchases new buses to replace buses that have met its useful life benchmark. • In conjunction with the City, begin the rollout for the zero emissions infrastructure per the approved plan.
CITY OF RIVERSIDE
SHORT RANGE TRANSIT PLAN
FY2024/2025 ‐ FY2028/2029
Table 3 Highlights
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IV. FINANCIAL PLANNING
4.1 Operating and Capital Budget Narrative
For FY2024/25, Riverside Connect will have to continue to balance the significant reduction in service demands with the rising cost of operations. Staff will continue to monitor and make adjustments in operating expenditures as well as staffing needs. The FY2024/25 operating budget request sees a 28% increase in salaries and benefits for staff due to bargained salary increase for SEIU members as well as increase in the cost of benefits. Additionally, we are projecting a 33% increase in maintenance expenses for the upcoming fiscal year over last years request due to the additional repairs needed for the aging fleet of buses. Not to mention the inflated cost of parts and labor to address mechanical issues such as transmission and engine repairs. The cost of contractual services has also increased by 20% due to the state of the economy and overall inflation. Overall the FY2024/25 budget request is 15% more that last years FY2023/24 budget request. With the approved rate increase in FY2024/25, Special Transportation believes that the increase revenue generated along with proper management of operating costs and enhanced marketing efforts will result in a closer farebox recovery ratio that meets or exceeds 10%.
In reference to capital projects slated for FY2024/25, Special Transportation will be concluding the RFP process for a new scheduling software and surveillance system. The City will award and implement a new scheduling software during the first quarter of FY2024/25. 12 new replacement CNG buses will be procured during this fiscal year as we ll as a conversion of the cur rent communications system from analog to digital. All of the current computer systems in Special Transportation will also be replace with new systems as the current c omputers have been identified as obsolete by the City’s IT professionals.
Special Transportation will also be purchasing 36 AED to be placed onboard the buses. Most importantly, the zero em ission infrastructure will be started beg ging with phase 1 , installation of battery electric charge infrastructure. For a more details on the capital budget items please refer to Table 4.0A.
See Table 4.0 – Summary of Funding Requests – FY 2023/24
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FY 2024/25 SRTP
City of Riverside
Table 4.0 A - Capital Project Justification
Original
Project Number: 25-01 FTIP No: Not Assigned - New Project Project Name: Bus Replacement 2025
Category: Bus
Sub-Category: Replacement
Fuel Type: CNG
Project Description: Replace up to 12 buses that has met or exceeded its useful life threshold.
Project Justification: Special Transportation replaces vehicles that have reached 5 Years or 150,000 miles, in accordance with Federal Transit Administration (FTA) guidelines.
Project Schedule:
Start Date Completion Date
PROJECT FUNDING SOURCES:
Fund Type Fiscal Year Amount
5307 RS FY 2024/25 $2,022,967
STA PUC99313 FY 2024/25 $505,742
Total $2,528,709
PRIOR YEAR PROJECTS OF A SIMILAR NATURE WITH UNEXPENDED BALANCE INCLUDING PROJECTS
APPROVED BUT NOT YET ORDERED
FTA Grant No. FTIP ID No. RCTC/SRTP
Project No.
Description
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FY 2024/25 SRTP
City of Riverside
Table 4.0 A - Capital Project Justification
Original
Project Number: 25-02 FTIP No: Not Assigned - New Project Project Name: Transit Computer Replacement 2024-25
Category: Communication and ITS
Sub-Category: Replacement
Fuel Type: N/A
Project Description: Replace Special Transportation Computers Project Justification: All computer systems in Special Transportation is past its useful life and can no longer be repaired .
Project Schedule:
Start Date Completion Date
PROJECT FUNDING SOURCES:
Fund Type Fiscal Year Amount
STA PUC99313 FY 2024/25 $20,000
Total $20,000
PRIOR YEAR PROJECTS OF A SIMILAR NATURE WITH UNEXPENDED BALANCE INCLUDING PROJECTS
APPROVED BUT NOT YET ORDERED
FTA Grant No. FTIP ID No. RCTC/SRTP
Project No.
Description
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FY 2024/25 SRTP
City of Riverside
Table 4.0 A - Capital Project Justification
Original
Project Number: 25-03 FTIP No: Not Assigned - New Project Project Name: Radio Communications Replacement
Category: Communication and ITS
Sub-Category: Replacement
Fuel Type: N/A
Project Description: Replace analog radios with digital system allowing for multiple channels and ability to coordinate with other City emergency response departments.
Project Justification: Current system is an analog UHF frequency that is no longer supported.
Project Schedule:
Start Date Completion Date
PROJECT FUNDING SOURCES:
Fund Type Fiscal Year Amount
STA PUC99313 FY 2024/25 $759,648
STA PUC99314 FY 2024/25 $40,352
Total $800,000
PRIOR YEAR PROJECTS OF A SIMILAR NATURE WITH UNEXPENDED BALANCE INCLUDING PROJECTS
APPROVED BUT NOT YET ORDERED
FTA Grant No. FTIP ID No. RCTC/SRTP
Project No.
Description
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FY 2024/25 SRTP
City of Riverside
Table 4.0 A - Capital Project Justification
Original
Project Number: 25-04 FTIP No: Not Assigned - New Project Project Name: Zero Emissions Infrastructure Project
Category: Buildings and Facilities
Sub-Category: Replacement
Fuel Type: Other
Project Description: Infrastructure to support future zero emissions fleet both hydrogen and electric buses Project Justification: To comply with approved Zero Emissions Roll Out plan submit and approved by CARB and funded by SB125
Project Schedule:
Start Date Completion Date
PROJECT FUNDING SOURCES:
Fund Type Fiscal Year Amount
SB 125 TIRCP GF FY 2024/25 $5,392,073
Total $5,392,073
PRIOR YEAR PROJECTS OF A SIMILAR NATURE WITH UNEXPENDED BALANCE INCLUDING PROJECTS
APPROVED BUT NOT YET ORDERED
FTA Grant No. FTIP ID No. RCTC/SRTP
Project No.
Description
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CITY OF RIVERSIDE
SHORT RANGE TRANSIT PLAN
FY2024/2025 - FY2028/2029
Table 4B Fare Revenue Calculation
(consistent with RCTC Commission Farebox Recovery Policy 03/12/2008) #
Revenue Sources
included in Farebox
Calculation
Actuals from
FY2022/23 Audit
FY2022/23
Estimated FY2024/25 Plan
1 Fares 257,631 120,000 226,000
2 Interest Revenue 18,234 35,000 35,000
3 Damage Claim
Recovery (958) 2,500 2,500
4 5
6 7
8 9
10 11
12 13
14 15
Total Revenue (1-15) $274,907 $157,500 $263,500
Total Operating
Expense $4,732,856 $4,430,332 $5,742,802
Farebox Recovery
Ratio 5.81% 3.56% 4.59%
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4.2 Funding Plans to Support Proposed Operating and Capital Program Funding levels for FY 2024/25 through FY 2026/27 are projected based on a revised staffing operation based on our current service demand and the number of vacant positions. Originally, there were seventeen (17) driver vacancies due to retirement and attrition. Based on current and projected ridership, 12 of those 17 vacancies were eliminated and only five (5) vacant driver positions were budgeted for FY2024/25. A 3% escala tion factor was used in the future years for projectĞĚ cost. See Table 4.1 & Table 4.2 – Summary of Funding Requests – FY 2025/26 & FY 2026/27
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27 | Page
4.3 Regulatory and Compliance Requirements
Riverside Connect strives to remain compliant with all local, state, and federal regulations. Staff stays abreast of legislative information and regulatory developments by attending workshops, trainings, and conferences which are frequently offered free of charge to transit operators. Riverside Connect complies with FTA reporting requirements such as the submission of monthly and annual National Transit Database (NTD) reports. In December of 2021, Riverside Connect underwent its most recent TDA Triennial Performance Audit. The final report had three recommendations which staff is in the process of addressing. See Table 4. ϯ – Progress to Implement TDA Triennial Performance Audit Recommendations
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TABLE 4.3 – PROGRESS TO IMPLEMENT TDA TRIENNIAL PERFORMANCE AUDIT RECCOMMENDATIONS Recent Audit Recommendation
(Covering FY 2019 – 2021)
Action (s) Taken and Results to Date
1. Continue efforts toward implementing a
strategic planning process.
This recommendation is being carried forward for
full implementation. In consideration of this
recommendation, staff determined that in order
to create a strategic plan that addresses all areas
of concern, a thorough analysis of the operation
would be necessary. As a result, it was decided
that the City would hire a consultant to complete
a Comprehensive Operational Analysis (COA). The
City released an RFP for a COA to be conducted
but only received one proposal which was
ultimately rejected given the timing of the FTA
Triennial Review. In anticipation of the FTA
Triennial Review findings under development,
STS is encouraged to resume efforts at facilitating
a strategic planning process, whether it’s through
a COA or some other document, and/or
coordinating with the RCTC on the procurement
of professional services.
Riverside Connect will redevelop the scope of
work for a Comprehensive Operational Analysis
and possibly work with RCTC on assisting with the
procurement of professional services to complete
a COA by the next review period.
In Progress
2. Continue leveraging TransTrack reporting
capabilities.
STS staff continue to review TransTrack
capabilities and mine available data modules
through upgrades pertinent to functional areas of
operations. For example, staff has interest in
pursuing upgrades to the preventative
maintenance module of the software to enhance
tracking and reporting of transit maintenance
activities separately from the program used by
the maintenance department that applies to all
City-owned vehicles. The rebranding efforts
require collection of data that impact daily
operations as part of maintaining a high level of
public visibility, followed by keen interpretation
of results and implementation steps to maintain
and improve upon service. Staff should prioritize
those existing and new capabilities in TransTrack
that provide meaningful data necessary for
transit performance management and business
analytics.
Special Transportation has completed it
TransTrack upgrade. Staff has familiarize itself
with the various modules and analytical tools to
help Riverside Connect in its performance
management and business analytics. Data is
being inputted into the system monthly.
On Going
29 | Page
3. Enhance aspects of ongoing driver training.
STS is proactive in providing the required active
training to its drivers. One training aspect that
evolves from advancement in mobility and
technology is wheelchair securement. The
number of riders who use mobility devices is
growing and this group is an integral part of the
City’s transit program. Transit management has
indicated a preference for an elevated training
regimen for wheelchair securement, including
having drivers serve as passengers during
wheelchair securement training. This role playing
will help drivers further understand the
challenges with wheelchair securement from
both the passenger and driver perspectives, in
particular increasing empathy when securing
these riders and their mobility devices, which
could vary substantially in model, type (e.g.,
wheelchair scooters), and weight.
Staff will continue to re-examine its current
drivers trainings and add additional trainings in
the areas of securement as well as overall
physical wellness to prevent workplace injuries.
Staff will also look at additional training
opportunities in other areas that may be of
benefit to transit staff and the performance of
their duties.
On Going
31 | Page
4.4 Open Projects
Riverside Connect staff has finalizing the RFP process for a new scheduling software and has identified a finalist based on the submissions and presentations made to Riverside. The finalist will be presented to the City Council for approval and if approved, migration and implementation begin in August of 2024. 4 CNG buses are currently on order and with an anticipated delivery date of early 2025.
See Table 4.4 – Open Projects Prior to FY 2024/2025
Project Name SRTP Capital
Project No's
Project
Element
Funding
Category
Beg to End -
Project Timeline
Total Project
Cost
Programmed
Funds
(not including
current FY)
FY##
Programmed
Funds
Unfunded
Balance as
of current
FY
Sample: Facility Improvement
12-05, 13-05, 18-
06, 20-08 4 2 01/2012 - 08/2022 6,780,000 5,000,000 1,000,000 780,000 New Scheduling Software 24-01 5 1 10/2023 - 6/2024 300,000 400,000 (100,000) Bus Replacement 20-01,21-1 1 1 2/2024 - 2/2025 648,000 648,000 0 Bus Replacement 21-1 1 1 2/2024-2/2025 29,348 29,348 0
Bus Replacement 24-02 1 1 2/2024-2/2025 64,249 64,249 0 Bus Replacement 21-1 1 1 2/2024-2/2025 51,056 51,056 0
Video Surveillance 20-03 3 1 9/ 2023-9/2024 101,539 101,539 0 Video Surveillance 19-01 3 1 9/ 2023-9/2024 96,794 96,794 0 0 0
0 0
0 0
0 0
0 0
0 0
0 0
0 0
0 0
0 0
8 $ 8,070,986 $ 6,390,986 $ 1,000,000 $ 680,000
CITY OF RIVERSIDE
SHORT RANGE TRANSIT PLAN
FY2024/2025 - FY2026/2027
Table 4.4/4.6 Open Projects Prior to FY2024/2025