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FY 2025/26‐FY 2027/28
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 .................................................................................................................................................. 6 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 .................................................................................................................. 20 SECTION 3.4 – PROPOSED FARE STRUCTURE CHANGES ....................................................................................................... 20 SECTION 3.5 – CAPITAL IMPROVEMENT PLANNING .............................................................................................................. 20 CHAPTER 4 – FINANCIAL PLANNING ................................................................................................................24 SECTION 4.1 – OPERATING AND CAPITAL BUDGET NARRATIVE ......................................................................................... 24 SECTION 4.2 – FUNDING PLANS TO SUPPORT PLANNED OPERATING & CAPITAL PROGRAM ........................................ 33 SECTION 4.3 – REGULATORY AND COMPLIANCE REQUIREMENTS ...................................................................................... 36 SECTION 4.4 – OPEN PROJECTS ................................................................................................................................................ 39
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I. SYSTEM OVERVIEW
1.1 Service Area
Riverside Connect 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 2023 ACS, 5‐y
ear estimates published by the U.S. Census Bureau, the City of Riverside’s estimated population is 316,241 residents. The senior population within the City of Riverside (those 60 years of age and over) accounts for approximately 16.5% of the total population, while individuals with a disability under the age of 65 accounts for approximately 6.3%. 1 .3 Paratransit Services
Owned and operated by the City of Riverside, Riverside Connect is an origin to destination shared ride service available to residents 60 years of age and older and persons with disabilities. Documentation from a physician is required for individuals with a disability , and the approval process for disabled passengers is managed by the Riverside Transit Agency (RTA).
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 m ay call the Riverside Connect reservation line, 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
Riverside residents 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) 2024/25 data reflects ridership through March 2025.
FY 2023/24 Total
Passengers 88,259
Revenue Hours 31,092
Revenue Miles 432,901
FY 2024/25 Total
Passengers 58,278
Revenue Hours 19,549
Revenue Miles 276,409
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 $3.25 while the cost of a one‐w
ay medical trip is $2.25. Medical trips are for doctor appointments, physical therapy, pharmacy visits, etc. Medical fares are discounted to help ensure transportation costs are not a barrier to healthcare access, especially for riders on fixed incomes. On April 9, 2024, the Riverside City Council approved a two ‐y
ear fare increase, raising General
and Medical Fares by $0.25 each year. As a result, effective July 1, 2025, the cost of a one ‐w ay general
fare will be $3.50, while the cost of a medical trip will be $2.50.
R
iverside Connect passengers may pay in cash at the time of service or prepay using cash or check deposits added to their account. Deposits can be made at the Riverside Connect Administrative O ffice or given to their driver. The table below illustrates a breakdown of the fare types and associated costs.
FY 24/25 Fare Type Cost
One-way (General) $3.25
One-way (Medical) $2.25
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1.6 Revenue Fleet
In FY 2024 /25, Riverside Connect’s active revenue fleet included thirty‐two 16‐passenger paratransit cutaway buses which run on compressed natural gas (CNG) and two 8‐passenger wheelchair‐equipped NorCal Transit Vans. Riverside Connect’s two transit vans were put into service in FY 2020/21 to test the feasibility of operating a smaller profile vehicle to navigate in and around the more compact areas within the city. Riverside Connect also operates a Braun Van that is equipped to hold six passengers, which is primarily used by administrative staff to supervise routes and respond to accidents. This vehicle is not assigned to a route but is used as a backup for special services.
Subject to funding availability, vehicles are replaced after meeting the Federal Transit Administration (FTA) useful life of 5 years or 150,000 miles. For cutaway buses, Riverside Connect’s target is for less than 20% to exceed their useful life. Currently, 28 cutaways exceed their FTA useful life. In FY 2025/26, 12 new buses will be delivered to reduce that number to 16. See Table 1.1 – Fleet Inventory Table 1.1 - Fleet Inventory
FY 2025/26 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 2023/24
Life to Date
Vehicle Miles
through
March
FY 2024/25
Average Lifetime
Miles Per Active
Vehicle As Of
Year-To-Date
(e.g., March)
FY 2024/25
# of
Active
Vehicles
FY 2024/
25 # of
Contingency
Vehicles
FY 2024/25
2019 DTD 6 VN 1 17 GA 1 0 15,841 18,850 18,850
2019 FRD 8 VN 2 22 GA 2 0 11,673 37,289 18,644
2010 GLV 16 BU 3 25 CN 3 0 553,136 608,527 202,842 2011 GLV 16 BU 3 25 CN 3 0 740,833 759,716 253,238 2013 GLV 16 BU 7 25 CN 7 0 1,423,749 1,478,428 211,204 2014 GLV 16 BU 8 25 CN 8 0 1,528,219 1,615,515 201,939 2017 GLV 16 BU 8 25 CN 8 0 1,113,857 1,209,456 151,182 2019 GLV 16 BU 3 25 CN 3 0 192,896 242,680 80,893 35 0 35 Totals: 110 5,580,204 5,970,461 170,585
4/18/2025
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1.7 Existing Facility
The Riverside Connect Administrative 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 Connect’s 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 equipped with advanced safety systems and equipment to maintain the CNG fueled vehicles. The City of Riverside is working with a consultant to develop its Zero Emissions Infrastructure Transition Plan, which incorporates the approved Special Transportation plan to align with the upcoming 2026 compliance requirements. In the FY 2024/25 SRTP, $5,392,073 of SB 125 TIRCP funds were allocated to Riverside Connect for zero emissions infrastructure projects.
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 ensure continued compliance with the Americans with Disabilities Act (“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 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/ourwork/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 2024/25 KPI’s through March 2025 is listed in the table below.
Internal KPI’s Target
Actual
FY 2023/24
Actual
FY 2024/25
On-time performance 100% 98% 97%
Call abandonment rate 0% 3.13% 2.51%
Average phone hold time 1:00 0:53 1:13
W
hile some key performance indicators for Riverside Connect have declined compared to FY 2023/24, these trends were anticipated during the transition to new scheduling and dispatch software. On ‐t
ime
performance remains high at 97%, and call abandonment rat es have improved from 3.13% to 2.51%.
Although average phone hold times increased slightly above target, recent months show steady improvement as staff and riders adapt to the new system. Projections through the third quarter indicate Riverside Connect will meet or exceed targets for subsidy per passenger mile, passengers per revenue hour, and passengers per revenue mile. However, farebox recovery ratio, operating cost per revenue hour, and several subsidy measures are expected to fall short of targets. It is important to note that some reported figures do not fully reflect changes under AB 149, as the current data system does not yet calculate all applicable exclusions. Despite this limitation, staff continues to monitor KPIs closely and make operational adjustments as needed. While overall performance has been below original projections for FY 2024/25, recent operational trends suggest a positive recovery trajectory.
R
iverside Connect tries to meet its performance target of a 10% Farebox Recovery Ratio as mandated in the Transportation Development Act (TDA). In FY 2023/24, Riverside Connects’ farebox ratio was 19.26% (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 2024/25 Short Range Transit Plan Review
City of Riverside
FY 2024/25 Plan FY 2024/25 Target
FY 2024/25
Year to Date
Through 3rd Quarter
Year to Date
Performance
Scorecard
Data Elements
Table 2.0 -- Service Provider Performance Measures Report 83,218 Unlinked Passenger Trips
566,500 Passenger Miles
32,248.0 Total Actual Vehicle Revenue Hours
422,132.0 Total Actual Vehicle Revenue Miles
473,267.0 Total Actual Vehicle Miles
$5,756,802 Total Operating Expenses
$254,000 Total Passenger Fare Revenue
$5,502,802 Net Operating Expenses
Performance Indicators
Mandatory:
1. Farebox Recovery Ratio Fails to Meet Target>= 10.00% 4.41% 2.91% Additional:
1. Operating Cost Per Revenue Hour Fails to Meet Target<= $168.94 $178.52 $197.17
2. Subsidy Per Passenger Fails to Meet Target>= $45.28 and <= $61.26 $66.13 $64.21
3. Subsidy Per Passenger Mile Meets Target>= $7.91 and <= $10.70 $9.71 $8.14
4. Subsidy Per Hour Fails to Meet Target>= $127.66 and <= $172.72 $170.64 $191.44
5. Subsidy Per Mile Fails to Meet Target>= $9.25 and <= $12.51 $13.04 $13.54
6. Passengers Per Revenue Hour Meets Target>= 2.40 and <= 3.24 2.58 2.98
7. Passengers Per Revenue Mile Meets Target>= 0.17 and <= 0.23 0.20 0.21 Note: Targets reflect +/- 15%
Productivity Performance Summary:
Service Provider Comments:
4/18/2025
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2.2 SRTP Performance Report
Riverside Connect has experienced steady growth across key performance indicators in recent years, including total passengers and passenger miles. Ridership trends among seniors and the disabled community have shown consistent progress, reflecting the positive impact of service enhancements and community outreach efforts.
While FY 2024/25 has seen some temporary declines in ridership and revenue hours compared to prior years, these trends coincide with the launch of a major scheduling system transition. Staff began preparing for the implementation of new scheduling software (Ecolane) in the fall of 2024, with the official go ‐live date in December. The learning curve associated with adapting to the new system temporarily impacted operations; however, recent months have shown signs of recovery, and performance is expected to stabilize and improve as the transition progresses.
In replacing the RouteMatch platform, which had been in place for over 15 years, Ecolane introduces opportunities for enhanced efficiency, improved routing, and better service delivery. As staff continue to build proficiency with the new system, Riverside Connect is well positioned to realize these benefits in FY 2025/26 and beyond.
Riverside Connect’s FY 2025/26 plan anticipates meeting or exceeding targets across nearly all key performance indicators. It should be noted that some figures in the table below do not reflect changes from AB 149. However, if the current upward trends continue, projections indicate that targets will be achieved for operating cost per revenue hour, farebox recovery ratio (with federal operating assistance), subsidy per passenger, subsidy per revenue hour, subsidy per revenue mile, passengers per revenue hour, and passengers per revenue mile. The only performance measure currently forecasted to fall short of its target is subsidy per passenger mile. With operational efficiencies from the new Ecolane platform contin uing to materialize, Riverside Connect is poised to strengthen overall performance and service delivery in the coming fiscal year.
See Table 2.1 – SRTP Performance Report
FY 2025/26 - Table 2.1 -- SRTP Performance Report
Service Provider: City of Riverside
All Routes
Performance Indicators FY 2025/26
Plan
Plan Performance
Scorecard (a)FY 2025/26 Target
FY 2024/25
3rd Quarter
Year-to-Date
FY 2023/24
End of Year
Actual
Passengers None 58,278 85,714 88,259
Passenger Miles None 459,813 583,495 505,812
Revenue Hours None 19,546.6 33,215.0 31,092.1
Total Hours None 27,406.3 43,600.0 42,418.4
Revenue Miles None 276,375.0 434,796.0 432,901.0
Total Miles None 328,815.0 487,465.0 481,298.0
Operating Costs None$3,853,934 $6,491,022 $5,365,606
Passenger Revenue None$111,977 $278,000 $276,570
Measure-A Revenue None
LCTOP Revenue None$12,000
Operating Subsidy None$3,741,958 $6,213,022 $5,089,035
Operating Costs Per Revenue Hour Meets Target<= $204.96$197.17 $195.42 $172.57 Operating Cost Per Revenue Mile None$13.94 $14.93 $12.39 Operating Costs Per Passenger None$66.13 $75.73 $60.79
Farebox Recovery Ratio Fails to Meet Target>= 0.1 2.91% 4.46% 5.15% Subsidy Per Passenger Meets Target>= $54.58 and <= $73.84$64.21 $72.49 $57.66 Subsidy Per Passenger Mile Fails to Meet Target>= $6.92 and <= $9.36$8.14 $10.65 $10.06 Subsidy Per Revenue Hour Meets Target>= $162.72 and <= $220.16$191.44 $187.05 $163.68 Subsidy Per Revenue Mile Meets Target>= $11.51 and <= $15.57$13.54 $14.29 $11.76 Passengers Per Revenue Hour Meets Target>= 2.53 and <= 3.43 2.98 2.58 2.84 Passengers Per Revenue Mile Meets Target>= 0.18 and <= 0.24 0.21 0.20 0.20 a) The Plan Performance Scorecard column is the result of comparing the FY 2025/26 Plan to the FY 2025/26 Primary Target.
TransTrack Manager™
4/18/2025
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2.3 SRTP Service Summary
Riverside Connect continues to monitor and evaluate key performance metrics to assess overall service effectiveness. During FY 2024/25, ridership and service utilization have experienced some temporary declines, coinciding with the agency’s transition to a new scheduling platform. As staff and operations continue to adapt to the Ecolane system, recent trends have shown encouraging signs of recovery.
Looking ahead to FY 2025/26, the agency projects continued gradual growth, with unlinked passenger trips expected to increase by approximately 3%. While operating expenses are anticipated to rise, current year financial data reflects some understatement of revenues due to delayed po stings by the City’s Finance Department, which is undergoing its own software transition. Once all revenues are fully posted, the FY 2024/25 farebox recovery ratio is expected to be more in line with original plan estimates, and Riverside Connect will cont inue efforts to strengthen overall cost‐ efficiency in the coming year.
It is important to note that some indicators in the table below do not fully reflect changes from AB 149 as the current database system does not calculate all applicable exclusions.
See Table 2.2 – SRTP Service Summary
Table 2.2 -- City of Riverside -- SRTP Service Summary
FY 2025/26 Short Range Transit Plan
All Routes
FY 2022/23
Audited
FY 2023/24
Audited
FY 2024/25
Plan
FY 2024/25
3rd Qtr Actual
FY 2025/26
Plan
Fleet Characteristics
Peak-Hour Fleet 20 1 17 1 1
Financial Data
Total Operating Expenses $6,491,022 $3,853,934 $5,756,802 $5,365,606 $3,546,192 Total Passenger Fare Revenue $290,000 $111,977 $254,000 $276,570 $59,576 Net Operating Expenses (Subsidies) $6,213,022 $3,741,958 $5,502,802 $5,089,035 $3,486,616 Operating Characteristics
Unlinked Passenger Trips 85,714 58,278 83,218 88,259 74,322 Passenger Miles 583,495 459,813 566,500 505,812 398,366 Total Actual Vehicle Revenue Hours (a) 33,215.0 19,546.6 32,248.0 31,092.1 28,018.9 Total Actual Vehicle Revenue Miles (b) 434,796.0 276,375.0 422,132.0 432,901.0 371,535.0 Total Actual Vehicle Miles 487,465.0 328,815.0 473,267.0 481,298.0 418,800.0 Performance Characteristics
Operating Cost per Revenue Hour $195.42 $197.17 $178.52 $172.57 $126.56 Farebox Recovery Ratio 4.46% 2.91% 4.41% 5.15% 1.68%
Subsidy per Passenger $72.49 $64.21 $66.13 $57.66 $46.91 Subsidy per Passenger Mile $10.65 $8.14 $9.71 $10.06 $8.75 Subsidy per Revenue Hour (a) $187.05 $191.44 $170.64 $163.68 $124.44 Subsidy per Revenue Mile (b) $14.29 $13.54 $13.04 $11.76 $9.38 Passenger per Revenue Hour (a) 2.6 3.0 2.6 2.8 2.7 Passenger per Revenue Mile (b) 0.20 0.21 0.20 0.20 0.20 (a) Train Hours for Rail Modes. (b) Car Miles for Rail Modes.
TransTrack Manager™
4/18/2025
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2.4 Service Performance
Riverside Connect provided 88,259 passenger trips for a total of 481,298 service miles in FY 202 3/24.
Comparatively, 58,278 passenger trips and a total of 328,815 service miles have been provided as of March 31, 2025. While FY 2024/25 performance is expected to finish below prior‐year levels, this trend aligns with operational impacts associated with the agency’s scheduling software transition and is anticipated to be temporary. FY 2025/26 projections show a return to gradual ridership growth, with passenger trips anticipated to increase by approximately 3%. This growth is expected to be driven by sustained outreach initiatives and targeted service improvements intended to attract new riders and support existing ones.
It is important to note that some indicators in the table below do not fully reflect changes from AB 149 as the current database system does not calculate all applicable exclusions.
See Table 2.3 – SRTP Route Statistics
Table 2.3 - SRTP Route Statistics
City of Riverside -- 4
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 2025/26
LCTOP
Revenue
All Routes
RSS-DAR All Days 85,714 583,495 20 434,796 487,465 $6,491,022 $278,000 43,600 $12,000 33,215 85,714 583,495 20 434,796 487,465 $6,491,022 $278,000 43,600 $12,000 33,215 TransTrack Manager™
4/18/2025
Table 2.3 - SRTP Route Statistics
City of Riverside -- 4
Performance Indicators
Route # Day Type
Net
Subsidy
Operating
Cost Per
Revenue Mile
Operating
Cost Per
Revenue Mile
Cost Per
Passenger
Farebox
Recovery
Ratio
Subsidy Per
Passenger
Subsidy Per
Passenger
Mile
Subsidy Per
Revenue
Hour
Subsidy Per
Revenue
Mile
Passengers
Per Hour
FY 2025/26
Passengers
Per Mile
All Routes
RSS-DAR All Days $195.42 $14.93 $6,213,022 $72.49 $10.65 $187.05 $14.29 2.58 4.46% 0.20 $75.73 $195.42 $14.93 $6,213,022 $72.49 $10.65 $187.05 $14.29 2.58 4.46% 0.20 $75.73 TransTrack Manager™
4/18/2025
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2.5 Productivity Improvement Efforts
Since the fall of 2024, Riverside Connect has been transitioning to a new scheduling platform, Ecolane, replacing the RouteMatch system that had been in use for over 15 years. While Ecolane offers strong potential to enhance route optimization, efficiency, and service reliability, the transition has involved a significant learning curve for staff and operations. Currently, staff continue to build proficiency with the system, and improvements are expected to become more visible as training progresses and sys tem familiarity increases.
Throughout this period, Riverside Connect has remained focused on operating an efficient service while exploring ways to reduce costs and maintain high productivity. Staffing scenarios are regularly evaluated to maximize route efficiency and meet customer needs.
2.6 Major Trip Generators
Riverside Connect continues to see steady growth in trips to key destinations and programs that serve as major trip generators. Regular demand is driven by workshops and subscription ‐based services (Inland Regional Center) , which provide vital access for seniors and individuals with developmental disabilities. Premium services like the Friendly Stars program further support social and recreational opportunities for adults in the community, fostering greater independence and quality of life. These programs contribute significantly to sustained ridership by offering consistent, reliable travel needs. As participation in these activities remains strong, Riverside Connect anticipates continued gradual increases in ridership throughout the year.
2.7 Recent Service Changes
No service changes occurred during the FY2024/25 year. Riverside Connect continues to provide service 7 days a week, 362 days a year.
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III. FUTURE SERVICE PLANS, FARE CHANGES, CAPITAL PLANNING AND MARKETING
3.1 Planned Service Changes
While there are currently no planned service changes, Riverside Connect is planning to review services through a Comprehensive Operations Analysis (COA). Upon completion of the COA, any planned service changes will be identified if recommended or needed.
3.2 Future Marketing Plans
Fo
r FY 2025/26, Riverside Connect will promote its services through a combination of print, digital, and in‐p
erson outreach strategies. Staff will distribute full
‐c
olor brochures and flyers at City Community and
Senior Centers and place advertisements in C ity publications, such as the Riverside Explorer Activity Guide, and the Senior Resource Guide, which are mailed to thousands of residents and made available online. Riverside Connect will also maintain its presence at community events including Senior Day , wellness fairs, grand openings, and other gatherings aimed at seniors and the disabled community. In addition, staff regularly attend resident meetings at senior living facilities, ADA workshops, and the monthly meetings of the City’s Commission on Aging and Commission on Disabilities. These outreach efforts are further supported by the Parks, Recreation, and Community Services Marketing Team, who assist with promotion across various City channels.
T
o further expand ridership and service awareness, Riverside Connect is also planning targeted outreach to local medical facilities and hospitals. These partnerships aim to improve access to transportation for patients while helping inform a broader popula tion about the availability of our accessible, safe, reliable transit option.
As Riverside Connect proudly celebrates its 50th anniversary of serving the city of Riverside , staff continue to expand efforts to raise awareness and grow ridership. To increase community engagement, Riverside Connect is offering free promotional ride days and free fares for new riders throughout this year and the next two years, funded by the Low Carbon Transit Operations Program ( LCTOP). These initiatives provide opportunities for both new and existing riders to experience the service at no cost, helping to boost participation and highlight accessible transportation options in the community.
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3.3 Projected Ridership Growth
Riverside Connect anticipates a return to moderate ridership growth in FY 2025/26 following a transitional period in operations. While increases are expected to be gradual, projections indicate approximately a 3% rise in passenger trips as outreach and pro motional efforts expand. The ongoing marketing strategy, which includes free promotional ride days and free fares for new riders funded by LCTOP, is designed to attract both new and returning riders by demonstrating the convenience and accessibility of Riverside Connect.
3.4 Proposed Fare Structure Changes
Riverside Connect’s proposal to increase fares to align with the Riverside Transit Agency (RTA) fare structure—resulting in a $0.50 increase over two years —was approved by the City Council and went into effect on July 1, 2024. As part of this plan, fares will increase by an additional $0.25 beginning July 1, 2025.
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
3.5 Capital Improvement Planning
To meet future service needs and government mandates, Riverside Connect is advancing a comprehensive capital program aligned with the California Air Resources Board (CARB) Zero Emission Rollout Plan and broader City initiatives. Capital projects are grouped into the following categories to align with countywide planning and reporting:
Revenue Vehicles
Riverside Connect is preparing to replace up to 2 6 CNG buses ahead of the 2026 CARB mandate. This proactive strategy allows the City to modernize its fleet with near zero ‐e mission vehicles that better
meet operational needs, particularly given the current range limitations of battery electric buses.
Beginning in 2026, 25% of all new bus purchases must be zero ‐e
mission vehicles. Riverside Connect
plans to purchase 3 additional buses in 2026, one of which will be a zero ‐e mission vehicle, to comply
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with the mandate while continuing to prioritize service reliability and performance.
Non‐R evenue Vehicles
The administrative staff vehicle has reached its useful life expectancy and will be replaced in the upcoming FY. This vehicle will primarily be used by management staff to supervise operations and respond to accidents.
Vehicle Systems and Equipment
To improve onboard safety for senior and ADA riders, Riverside Connect plans to install Automated External Defibrillators (AEDs) on all paratransit vehicles. This investment will enhance emergency response capabilities in the event of cardiac related incidents.
Buildings and Facilities
Infrastructure upgrades at the Special Transportation Division’s operations facility are planned in two phases.
• Phase 1 (2026) will focus on the installation of battery electric vehicle charging infrastructure. • Phase 2 (2029) will focus on the installation of hydrogen fueling infrastructure.
T
he infrastructure upgrades support both Riverside Connect’s zero ‐e mission transition and the city of
Riverside’s broader Corporation Yard modernization plans. Although the City has not yet finalized its comprehensive infrastructure plan, a consultant has been hired to develop it. This plan will incorporate Riverside Connect’s existing Special Transportation strategy to ensure seamless integration and operational readiness for zero emission buses starting in 2026.
Debt Service
Riverside Connect is implementing a 10‐y ear repayment plan to responsibly manage its growing pension liability. This fiscal strategy ensures long ‐t
erm sustainability while maintaining focus on operational service priorities.
Security
Riverside Connect is planning a Facility Gate Assessment to enhance safety and security at the bus yard, operations facility, and CNG maintenance bay. This assessment will help guide future capital projects aimed at strengthening the security of personnel, vehicles, and critical infrastructure.
Planning/Feasibility Studies
Riverside Connect will conduct a Comprehensive Operations Analysis (COA) to assess the current operation and guide future planning efforts. This study will allow a consultant to perform a thorough 22 | Page
evaluation of the agency’s operations , services, capital projects, and partnership opportunities . The resulting recommendations will provide a unified, data driven guide to support operations, asset and infrastructure investment, and program sustainability over the next 10 years and beyond.
See Table 3 – Highlights of FY 2025/26 Short Range Transit Plan
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Table 3 ‐ HIGHLIGHTS OF FY 2025/26 SHORT RANGE TRANSIT PLAN
● Comprehensive Operations Analysis (COA): The City of Riverside does not have a current COA .
This project will enable a consultant to conduct a thorough assessment of Riverside's services, ensuring a strategic, unified, and streamlined plan for the City's future. ● Bus Replacement : Riverside Connect will replace 10 CNG Mini ‐Buses. Special Transportation replaces vehicles that have reached 5 years or 150,000 miles, in accordance with Federal Transit Administration (FTA) guidelines.
● Facility Gate Assessment: Special Transportation is evaluating options to repair and enhance the security gates at the entrance and exit of its operations yard to improve safety and access control. ● Automated External Defibrillators (AEDs): To better protect senior and ADA riders, Special Transportation plans to install AED units on all paratransit vehicles. This investment will enhance emergency response capabilities in the event of a cardiac incident. ● Operator Staffing: To maintain reliable service and support the steady year‐ over‐year growth in demand, the City plans to add six new drivers to ensure adequate staffing coverage. Staffing levels will continue to be evaluated throughout FY 2025/26 to support service efficiency, meet ridership needs, and uphold key performance indicators.
● Debt Service: To implement a 10‐year repayment plan to responsibly manage the agency’s growing pension liability. This fiscal strategy ensures long ‐term sustainability while maintaining focus on operational priorities.
24 | Page
IV. FINANCIAL PLANNING
4.1 Operating and Capital Budget Narrative
The FY2025/26 operating budget supports service growth and long‐t erm financial planning for the City of Riverside’s Special Transportation Division. The 13% increase over the prior year is primarily due to two factors: the addition of six minibus driver positions to address rising ridership and operational gaps, and the implementation of a 10‐y
ear repayment plan to responsibly address the City’s growing pension liability. These investments are critical to maintaining reliable service while ensuring fiscal sustainability.
All o
ther operating cost categories —including fuel, maintenance, and contract services —have been adjusted by 2 –3% to account for inflation and steady service growth. With a final fare increase scheduled for July 1, 2025, and continued ridership gains, Spec ial Transportation anticipates reaching the 10% farebox recovery ratio goal in FY25/26 through a combination of increased revenue, cost controls, and targeted outreach.
T
he FY2025/26 Capital Budget focuses on key investments that enhance the safety, efficiency, and long‐ te
rm planning of the City of Riverside’s Special Transportation services. A top priority is the replacement of aging vehicles, with funding allocated to procure ten new CNG minibuses to ensure continued service reliability and alignment with FTA guidelines. The budget also includes a Comprehensive Operations Analysis (COA), which will provide a data
‐dr
iven evaluation of current services and guide future
improvements. To enhance facility safety, resources are allocated for a gate assessment to explore repairs and upgrades to access control systems at the operations yard. In addition, the installation of Automated External Defibrillators (AEDs) across the paratransit fleet will improve emergency response readiness and rider safety. These capital projects reflect a balanced approach to immediate operational needs and long
‐t
erm service sustainability. For more details on the capital budget items please refer to Table 4.0A.
See Table 4.0 – Summary of Funding Requests – FY 2025/26 Table 4.0 - Summary of Funding Requests - FY 2025/26
City of Riverside
Original
Operating
5307 RS FARE LCTOP
PUC99313
LTF SB 125 TIRCP
GF
SGR PUC99313 SGR PUC99314 STA PUC99313 STA PUC99314Project Total Amount of Funds
Capitalized Preventative Maintenance FY2025-26 $600,000 $54,023 $5,977 $505,515 $34,485 Operating FY2025-26 $5,879,022 $350,000 $278,000 $5,251,022 Transit Marketing - Free Fare for First Time Riders $12,000 $12,000 Sub-total Operating $6,491,022 $350,000 $278,000 $12,000 $5,251,022 $0 $54,023 $5,977 $505,515 $34,485 Capital
5307 RS FARE LCTOP
PUC99313
LTF SB 125 TIRCP
GF
SGR PUC99313 SGR PUC99314 STA PUC99313 STA PUC99314Project Total Amount of Funds
Admin Vehicle Replacement - 26-03 $60,000 $60,000
AED Units for Paratransit Vehicles - 26-04 $52,000 $52,000 Bus Replacement 2026 - 26-01 $2,000,000 $2,000,000
Comprehensive Operations Analysis (COA) - 26-0
2 $200,000 $200,000
Ecolane Scheduling Software Notification Add-On -
26-05
$62,598 $62,598
Facility Gate Assessment - 26-06 $100,000 $100,000
Sub-total Capital $2,474,598 $0 $0 $0 $200,000 $0 $0 $0 $2,274,598 $0 Total Operating & Capital $8,965,620 $350,000 $278,000 $12,000 $5,451,022 $0 $54,023 $5,977 $2,780,113 $34,485 FY 2025/26 Projected Funding Details
5307 RS $350,000
FARE $278,000
LCTOP PUC99313 $12,000
LTF $5,251,022
SGR PUC99313 $54,023
SGR PUC99314 $5,977
STA PUC99313 $505,515
STA PUC99314 $34,485
Total Estimated Operating Funding Request $6,491,022
LTF $200,000
SB 125 TIRCP GF $0
STA PUC99313 $2,274,598
Total Estimated Capital Funding Request $2,474,598
Total Funding Request $8,965,620
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FY 2025/26 SRTP
City of Riverside
Table 4.0 A - Capital Project Justification
Original
Project Number: 26-01 FTIP No: Not Assigned - New Project Project Name: Bus Replacement 2026
Category: Paratransit
Sub-Category: Replacement
Fuel Type: CNG
Project Description: Replace up to 10 buses that have met or exceeded the 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
STA PUC99313 FY 2025/26 $2,000,000
Total $2,000,000
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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Table 4.0 A - Capital Project Justification
Original
Project Number: 26-02 FTIP No: Not Assigned - New Project Project Name: Comprehensive Operations Analysis (COA)
Category: Planning/Feasibility
Sub-Category: Study
Fuel Type: N/A
Project Description: Professional services to complete a Comprehensive Operations Analysis (COA).
Project Justification: The City of Riverside does not have a current Comprehensive Operations Analysis. This project will enable a consultant to conduct a thorough assessment of Riverside's services, ensuring a strategic, unified, and streamlined plan for the city's future.
Project Schedule:
Start Date Completion Date
PROJECT FUNDING SOURCES:
Fund Type Fiscal Year Amount
LTF FY 2025/26 $200,000
Total $200,000
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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City of Riverside
Table 4.0 A - Capital Project Justification
Original
Project Number: 26-03 FTIP No: Not Assigned - New Project Project Name: Admin Vehicle Replacement
Category: Support Vehicles
Sub-Category: Replacement
Fuel Type: Gas
Project Description: The Admin team vehicle has reached its useful life expectancy and will need to be replaced.
Project Justification: Special Transportation replaces vehicles that have reached their useful life expectancy, in accordance with Federal Transit Administration (FTA) guidelines.
Project Schedule:
Start Date Completion Date
PROJECT FUNDING SOURCES:
Fund Type Fiscal Year Amount
STA PUC99313 FY 2025/26 $60,000
Total $60,000
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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Table 4.0 A - Capital Project Justification
Original
Project Number: 26-04 FTIP No: Not Assigned - New Project Project Name: AED Units for Paratransit Vehicles
Category: Paratransit
Sub-Category: Upgrade
Fuel Type: N/A
Project Description: Automated External Defibrillators (AEDs) installed in all 34 paratransit vehicles.
Project Justification: Special Transportation would like to purchase and install AEDs on all of the City of Riverside's paratransit vehicles. Ensuring the safety of our senior and ADA riders is a top priority, and installing AEDs on all paratransit vehicles will provide critical, life-saving intervention in the event of a cardiac emergency.
Project Schedule:
Start Date Completion Date
PROJECT FUNDING SOURCES:
Fund Type Fiscal Year Amount
STA PUC99313 FY 2025/26 $52,000
Total $52,000
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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City of Riverside
Table 4.0 A - Capital Project Justification
Original
Project Number: 26-05 FTIP No: Not Assigned - New Project Project Name: Ecolane Scheduling Software Notification Add-On Category: Communication and ITS
Sub-Category: Expansion
Fuel Type: N/A
Project Description: To expand the capabilities of our current scheduling software to include a client notification system.
Project Justification: Special Transportation would like to add a client notification system to our current scheduling software to enhance rider communication, reduce no-shows, and improve operational efficiency. This system will provide automated trip reminders and cancellation options via an interactive voice response system, as well as real-time text message notifications for bus arrivals, minimizing call center workload and improving overall service reliability.
Project Schedule:
Start Date Completion Date
PROJECT FUNDING SOURCES:
Fund Type Fiscal Year Amount
STA PUC99313 FY 2025/26 $62,598
Total $62,598
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
Table 4.0 A - Capital Project Justification
Original
Project Number: 26-06 FTIP No: Not Assigned - New Project Project Name: Facility Gate Assessment
Category: Security
Sub-Category: Rehabilitation/Improvement
Fuel Type: N/A
Project Description: Facility Gate Assessment to enhance the security and safety of Special Transportation's bus yard, operations facility, and CNG bay.
Project Justification: Special Transportation is attempting to determine the most effective approach to repair the entrance/ exit security gates for the bus yard.
Project Schedule:
Start Date Completion Date
PROJECT FUNDING SOURCES:
Fund Type Fiscal Year Amount
STA PUC99313 FY 2025/26 $100,000
Total $100,000
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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CITY OF RIVERSIDE
SHORT RANGE TRANSIT PLAN
FY2025/2026 ‐ FY2029/2030
Table 4B Fare Revenue Calculation
(consistent with RCTC Commission Farebox Recovery Policy 03/12/2008) #
Revenue Sources included in
Farebox Calculation
Actuals from
FY2023/24 Audit
FY2024/25
Estimated FY2025/26 Plan
1 Passenger Fares 276,570 240,000 278,000
2 Interest Revenue 156,212
3 Federal Operating Assistance 586,107 350,000
4 LCTOP 12,000 12,000
5 6
7 8
9 10
11 12
13 14
15 Total Revenue (1-15) $1,018,889 $252,000 $640,000
Total Operating Expense $5,290,212 $5,742,802 $6,479,022 Farebox Recovery Ratio 19.26% 4.39% 9.88%
33 | Page
4.2 Funding Plans to Support Proposed Operating and Capital Program Funding projections for FY 2025/26 through FY 2027/28 are based on updated service levels and operational needs aligned with current ridership demand. The operating budget reflects increased staffing to support existing service levels more efficiently and to address operational gaps due to previously unfilled positions. Beginning in FY 2025/26, the budget includes Special Transportation’s pension bond payment plan, which has been incorporated into projected operating expenses.
A 3% escalation factor is applied to future year projections to account for standard cost increases.
Beginning in FY 2026/27, a 20% reduction in capitalized preventative maintenance costs is anticipated.
This reduction is based on the planned replacement of 26 out of 32 minibuses (80% of the fleet), which is expected to significantly lower maintenance‐related expenditures.
See Table 4.1 & Table 4.2 – Summary of Funding Requests – FY 2026/27 & FY 2027/28
Table 4.0 - Summary of Funding Requests - FY 2026/27
City of Riverside
Original
Operating
5307 RS 5339 RS FARE LCTOP
PUC99313
LTF SGR PUC99313 STA PUC99313Project Total Amount
of Funds
Capitalized Preventative Maintenance FY2026-27 $475,000 $50,000 $425,000 Operating FY2026-27 $6,001,708 $500,000 $310,000 $5,191,708 Transit Marketing - Free Fare for First Time Riders $12,000 $12,000 Sub-total Operating $6,488,708 $500,000 $0 $310,000 $12,000 $5,191,708 $50,000 $425,000 Capital
5307 RS 5339 RS FARE LCTOP
PUC99313
LTF SGR PUC99313 STA PUC99313Project Total Amount
of Funds
Bus Replacement 2027 - 27-01 $650,000 $552,500 $97,500
Sub-total Capital $650,000 $0 $552,500 $0 $0 $0 $0 $97,500 Total Operating & Capital $7,138,708 $500,000 $552,500 $310,000 $12,000 $5,191,708 $50,000 $522,500 FY 2026/27 Projected Funding Details
5307 RS $500,000
FARE $310,000
LCTOP PUC99313 $12,000
LTF $5,191,708
SGR PUC99313 $50,000
STA PUC99313 $425,000
Total Estimated Operating Funding Request $6,488,708
5339 RS $552,500
STA PUC99313 $97,500
Total Estimated Capital Funding Request $650,000
Total Funding Request $7,138,708
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Table 4.0 - Summary of Funding Requests - FY 2027/28
City of Riverside
Original
Operating
5307 RS FARE LTF SGR PUC99313 STA PUC99313Project Total Amount of Funds
Capitalized Preventative Maintenance FY2027-28 $475,000 $50,000 $425,000 Operating FY2027-28 $6,058,294 $500,000 $340,000 $5,218,294 Sub-total Operating $6,533,294 $500,000 $340,000 $5,218,294 $50,000 $425,000 Capital
5307 RS FARE LTF SGR PUC99313 STA PUC99313Project Total Amount of Funds
No Capital Projects
Total Operating & Capital $6,533,294 $500,000 $340,000 $5,218,294 $50,000 $425,000 FY 2027/28 Projected Funding Details
5307 RS $500,000
FARE $340,000
LTF $5,218,294
SGR PUC99313 $50,000
STA PUC99313 $425,000
Total Estimated Operating Funding Request $6,533,294
Total Funding Request $6,533,294
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36 | Page
4.3 Regulatory and Compliance Requirements
Riverside Connect strives to remain compliant with all local, state, and federal regulations. Staff stay informed of legislative updates and regulatory developments by attending workshops, trainings, and conferences, many of which are available at no cost to transit operators. Riverside Connect complies with all FTA reporting requirements, including monthly and annual submissions to the National Transit Database (NTD).
The FTA 2025 Triennial Review is currently underway. Staff completed the initial Request for Information (RIR) submission in February 2025, and the on‐ site review is scheduled for May 21 –22, 2025. The TDA Triennial Performance Audit is scheduled for summer 2025 through RCTC and their consultants.
See Table 4.5 – Progress to Implement TDA Triennial Performance Audit Recommendations
Audit Recommendations Action Taken and Results
Recent TDA Performance Audit Recommendation
(Covering FY 2019 – 2021)
1. Continue efforts toward implementing a
strategic planning process.
Riverside Connect has requested funding in the FY25/26
This recommendation is being carried forward for SRTP to conduct a COA . Special Transportation will full implementation. In consideration of this work to develop an a more comprehensive RFP for a recommendation, staff determined that in order COA with assistance of RCTC. 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 In Progress 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
2. Continue leveraging TransTrack reporting
capabilities.
STS staff continue to review TransTrack Special Transportation has completed it's capabilities and mine available data modules TransTrack upgrade. Staff has familiarize itself through upgrades pertinent to functional areas of with the various modules and analytical tools to operations. For example, staff has interest in help Riverside Connect in its performance pursuing upgrades to the preventative management and business analytics. Data is maintenance module of the software to enhance being inputted into the system monthly and transferred tracking and reporting of transit maintenance to RCTC Transtrack modules. activities separately from the program used by
the maintenance department that applies to all On Going 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.
City of Riverside
SHORT RANGE TRANSIT PLAN
FY2025/2026 - FY2029/2030
Table 4.3/4.5 TDA Triennial
Audit Recommendations Action Taken and Results
Recent TDA Performance Audit Recommendation
(Covering FY 2019 – 2021)
3. Enhance aspects of ongoing driver training.
STS is proactive in providing the required active
training to its drivers. One training aspect that Staff will continue to re-examine its current evolves from advancement in mobility and drivers trainings and add additional trainings in technology is wheelchair securement. The the areas of securement as well as overall number of riders who use mobility devices is physical wellness to prevent workplace injuries. growing and this group is an integral part of the Staff will also look at additional training City’s transit program. Transit management has opportunities in other areas that may be of indicated a preference for an elevated training benefit to transit staff and the performance of regimen for wheelchair securement, including their duties. having drivers serve as passengers during
wheelchair securement training. This role playing
will help drivers further understand the On Going
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.
39 | Page
4.4 Open Projects
R
iverside Connect continues to advance several capital projects aimed at supporting long ‐t erm service
reliability, operational efficiency, and modernization. Projects currently in progress are categorized as follows:
Revenue Vehicles
Two bus replacement projects are underway. A 12 CNG bus replacement project is in progress, with vehicles ordered and delivery anticipated in September 2025. A 4 CNG bus replacement project is nearing completion, with vehicle delivery expected in May 2025 and project closeout by the end of FY 2024/25. Together, these two projects will replace nearly half of Riverside Connect’s 34 bus fleet within the next six months, marking a major step forward in fleet renewal and service reliability.
Vehicle Systems and Equipment
The Radio Communications Replacement project is in the pre ‐pr ocurement phase, with a Request for Proposals (RFP) expected to be released shortly. Project completion is targeted for the end of FY 2025.
This project will modernize onboard communications equipment and improve dispatch coordination between operators, dispatchers, and field supervisors.
Buildings and Facilities
Infrastructure upgrades at the Special Transportation Division’s operations facility are planned in two phases.
• Phase 1 (2026) will focus on the installation of battery electric vehicle charging infrastructure. • Phase 2 (2029) will focus on the installation of hydrogen fueling infrastructure.
T
he infrastructure upgrades support both Riverside Connect’s zero ‐e mission transition and the city of
Riverside’s broader Corporation Yard modernization plans. Although the City has not yet finalized its comprehensive infrastructure plan, a consultant has been hired to develop it. This plan will incorporate Riverside Connect’s existing Special Transportation strategy to ensure seamless integration and operational readiness for zero emission buses starting in 2026.
Communication and Information Technology Systems
The Transit Computer Replacement project is approximately 65% expended, with the remaining equipment purchases planned for early in the upcoming fiscal year.
The Scheduling Software Upgrade project centers on Riverside Connect’s transition to the Ecolane software system, which was completed in December 2024. The upgraded platform introduces opportunities for enhanced efficiency, improved routing, and better service delivery. As staff continue building proficiency with the system, Riverside Connect is well positioned to realize these benefits in FY 2025/26 and beyond. The project will remain open, with remaining funds being used to support annual licensing and service costs through 2029.
See Table 4.4 – Open Projects Prior to FY 2025/2026
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)
FY25 Programmed
Funds
Unfunded
Balance as
of current FY
Bus Replacement 25-01 1 1 7/2024 - 12/2025 2,528,709 2,528,709 0 0 Transit Computer Replacement 25-02 5 1 7/2024 - 12/2025 20,000 20,000 0 0 Radio Communications
Replacement 25-03 5 1 7/2024 - 12/2025 800,000 800,000 0 Zero Emissions Infrastructure
Project 25-04 4 1 7/2024 - 6/2030 5,392,073 5,392,073 0 Scheduling Software Upgrade 24-01 5 1 10/2023 - 6/2029 400,000 400,000 0 Bus Replacement 20-01,21-1 1 1 2/2024 - 6/2025 634,946 634,946 0 Bus Replacement 24-02 1 1 2/2024 - 6/2025 250,351 250,351 0 0 0
0 0
0 0
0 0
0 0
0 0
0 0
0 0
0 0
0 0
0 7 $ 10,026,079 $ 10,026,079 $ - $ -
CITY OF RIVERSIDE
SHORT RANGE TRANSIT PLAN
FY2025/2026 - FY2029/2030
Table 4.4/4.6 Open Projects Prior to FY2025/2026
Project Elements:
1 Revenue Vehi cl es
2 Non-Revenue Vehi cl es
3 Vehicle Systems and Equipment
4 Building, Land and Facilities
5 Communication and Information Technology Systems
6 Transit Shelters and Amenities
7 Fixed Guideways and Tracks
8 Debt Servi ce
9 Maintenance
10 Securi ty
11 Planning/Fe asibility
Funding Category:
1 Fully Funded
2 Partially Funded
Legend