September 7, 2016 1:00 p.m. AGENDA Board Administration and … · 2019-05-22 · Transportation Center Monthly Report – May 2016. The motion carried unanimously. Director Bridgette

September 7, 2016 1:00 p.m.

AGENDA

Board Administration and Operations Committee Meeting

Riverside Transit Agency – Board Room 1825 Third Street

Riverside, CA 92507

Any person with a disability who requires a modification or accommodation in

order to participate in this meeting, or any person with limited English proficiency (LEP) who requires language assistance to communicate with the Riverside Transit Agency Board of Directors during the meeting, should contact the Riverside Transit Agency Clerk of the Board, telephone number (951) 565-5044, no fewer than two business days prior to this meeting to enable the Riverside Transit Agency to make reasonable arrangements to assure accessibility or language assistance for this meeting. Agenda item descriptions are intended to provide members of the public a general summary of business to be conducted or discussed. Posting of any recommended action on an agenda item does not indicate what action will be taken. The Board of Directors may take any action it believes is appropriate on the agenda item and is not limited in any way by the notice of any recommendation. All documents related to any agenda item are available for public inspection at www.riversidetransit.com or through the Clerk of the Board’s office at the Riverside Transit Agency, 1825 Third Street, Riverside, CA 92507. ITEM RECOMMENDATION

1. CALL TO ORDER 2. SELF-INTRODUCTIONS

http://www.riversidetransit.com/

ADMINISTRATION AND OPERATIONS COMMITTEE PAGE 2 SEPTEMBER 7, 2016

ITEM RECOMMENDATION

3. PUBLIC COMMENTS – NON-AGENDA ITEMS RECEIVE COMMENTS

Members of the public may address the Board regarding any item within the subject matter jurisdiction of the Board; however, no action may be taken on off-agenda items unless authorized by law. Comments shall be limited to matters not listed on the agenda. Members of the public may comment on any matter listed on the agenda at the time that the Board considers that matter. Each person's presentation is limited to a maximum of three (3) minutes.

4. APPROVAL OF MINUTES – JULY 6, 2016

COMMITTEE MEETING (P.4) APPROVE 5. CONSENT CALENDAR

All items on the Consent Calendar will be approved by one motion and there will be no discussion on individual items unless a board member or member of the public requests a specific item to be pulled from the calendar for separate discussion.

A. PERSONNEL REPORTS – JUNE AND JULY 2016 (P.8) RECEIVE AND FILE

B. TRANSPORTATION CENTER MONTHLY REPORTS – JUNE AND JULY 2016 (P.21) RECEIVE AND FILE

6. AUTHORIZATION TO TRANSFER TWO (2) SURPLUS 2002 NABI TRANSIT BUSES TO THE RIVERSIDE COUNTY FIRE DEPARTMENT, BEN CLARK TRAINING CENTER (P.27) APPROVE

7. HOLIDAY EVENTS SCHEDULE (P.28) APPROVE

8. FREE BUS RIDES ON NEW YEAR’S EVE (P.30) APPROVE

ADMINISTRATION AND OPERATIONS COMMITTEE PAGE 3 SEPTEMBER 7, 2016

ITEM RECOMMENDATION

9. AUTHORIZATION TO ENTER INTO AN AGREEMENT WITH THE UNIVERSITY OF CALIFORNIA, RIVERSIDE (UCR) BOURNS COLLEGE OF ENGINEERING CENTER FOR ENVIRONMENTAL RESEARCH AND TECHNOLOGY (CE-CERT) TO PARTICIPATE IN A GRANT FROM THE DEPARTMENT OF ENERGY - ADVANCED RESEARCH PROJECTS AGENCY – ENERGY (ARPA-E) NEXT-GENERATION ENERGY TECHNOLOGIES FOR CONNECTED AND AUTOMATED ON-ROAD-VEHICLES (NEXTCAR) DEMONSTRATION PROJECT (P.32) APPROVE

10. STATE OF CALIFORNIA TRANSPORTATION

DEVELOPMENT ACT (TDA) TRIENNIAL PERFORMANCE AUDIT RESULTS FOR FY13 – FY15 (P.35) APPROVE

11. BOARD MEMBER COMMENTS 12. ANNOUNCEMENTS 13. NEXT MEETING

Wednesday, October 5, 2016, 1:00 p.m. Riverside Transit Agency 1825 Third Street

Riverside, CA 92507

14. MEETING ADJOURNMENT

RTA BOARD ADMINISTRATION AND OPERATIONS COMMITTEE MEETING Minutes

July 6, 2016

1. CALL TO ORDER

Chairman of the Board Frank Johnston called the Board Administration and Operations Committee meeting to order at 1:01 p.m., on July 6, 2016, in the RTA Board Room.

2. SELF-INTRODUCTIONS Self-introductions of those in attendance took place. Committee Members Attending

1. Chairman of the Board Frank Johnston, City of Jurupa Valley 2. Director Art Welch, City of Banning 3. Director Ike Bootsma, City of Eastvale 4. Director Daryl Hickman, City of Lake Elsinore 5. Director Greg August, City of Menifee 6. Director Jesse Molina, City of Moreno Valley 7. Director Tonya Burke, City of Perris 8. Director Andy Melendrez, City of Riverside 9. Director Bridgette Moore, City of Wildomar

10. Alternate Jerry Sincich, County of Riverside, District I 11. Alternate Donna Johnston, County of Riverside, District II

Committee Members Absent

1. Committee Chair Randon Lane, City of Murrieta RTA Staff

1. Larry Rubio, Chief Executive Officer 2. Tammi Ford, Clerk of the Board of Directors 3. Tom Franklin, Chief Operating Officer 4. Craig Fajnor, Chief Financial Officer 5. Vince Rouzaud, Chief Procurement and Logistics Officer 6. Laura Camacho, Chief Administrative Services Officer 7. Bob Bach, Director of Maintenance 8. Jim Kneepkens, Director of Marketing 9. Rohan Kuruppu, Director of Planning

10. Virginia Werly, Director of Operations 11. Natalie Zaragoza, Director of Contracts 12. Rick Kaczerowski, Director of Information Technologies 13. Eric Ustation, Government Affairs Manager 14. Joan Hepworth, Deputy Clerk of the Board of Directors 15. Adam Chavez, Deputy Director of Maintenance

Item 4 4

16. Choung Chav, Interim HR Manager 17. Joe Forgiarini, Planning and Scheduling Manager Other Attendees:

1. Ashley Fox, City of Wildomar 2. Kim Fox, City of Wildomar 3. Joseph Morabito, City of Wildomar 4. Eric Lewis, City of Moreno Valley 5. Berwin Hanna, City of Norco 6. Brenda Knight, City of Beaumont 7. Joyce McIntire, City of Calimesa

3. PUBLIC COMMENTS – NON-AGENDA ITEMS None. 4. APPROVAL OF MINUTES – JUNE 1, 2016 COMMITTEE MEETING M/S/C (HICKMAN/MOLINA) approving the minutes of the June 1, 2016 Committee meeting. The motion carried with 9 affirmative votes and 1 abstention (F. JOHNSTON). 5. CONSENT CALENDAR

M/S/C (WELCH/HICKMAN) approving the receipt and file of Item A – Personnel Report – May 2016.

The motion carried unanimously. M/S/C (WELCH/HICKMAN) approving the receipt and file of Item B – Transportation Center Monthly Report – May 2016. The motion carried unanimously. Director Bridgette Moore arrived to the meeting at 1:05 p.m. 6. ADOPT UPDATED HARASSMENT POLICY

M/S/C (MOLINA/MELENDREZ) approving and recommending this item to the full Board of Directors for their consideration as follows:

• Adopt the updated Harassment Prevention Policy. The motion carried unanimously.

Item 4 5

7. APPROVE AMENDMENTS TO THE AGENCY’S POLICY FOR TRANSFERRING TITLE OF RETIRED PARATRANSIT VEHICLES, TYPE VII REVENUE VEHICLES, TROLLEYS AND SERVICE TRUCKS (SURPLUS VEHICLES)

M/S/C (HICKMAN/BOOTSMA) approving and recommending this item to the full Board of Directors for their consideration as follows:

• Approve the amendment to the RTA Policy for Transferring Title of Retired Paratransit Vehicles, Type VII Revenue Vehicles, Trolleys and Service Trucks (Surplus Vehicles).

The motion carried unanimously.

8. APPROVE RESOLUTIONS AUTHORIZING FILING OF GRANT APPLICATIONS FOR FISCAL YEAR 2016-2017 (FY17)

M/S/C (MOLINA/BOOTSMA) approving and recommending this item to the full Board of Directors for their consideration as follows:

• Approve attached Resolutions (No. 2016-06 to No. 2016-12).

• Authorize staff to submit grant applications and use applicable resolutions during the course of FY17, as necessary, subject to subsequent Board ratification.


9. SEPTEMBER 2016 SERVICE CHANGES

M/S/C (HICKMAN/MOLINA) approving and recommending this item to the full Board of Directors for their consideration as follows:

• Authorize staff to implement the proposed service changes in September 2016.


10. BOARD MEMBER COMMENTS

Comments were made by the following Board members: Director Daryl Hickman, Director Jesse Molina, and Director Bridgette Moore.

11. ANNOUNCEMENTS Larry Rubio and Rohan Kuruppu made announcements.

Item 4 6

12. NEXT MEETING

Wednesday, September 7, 2016 1:00 p.m. Riverside Transit Agency 1825 Third Street

Riverside, CA 92507

13. MEETING ADJOURNMENT

The meeting was adjourned at 1:44 p.m.

Item 4 7

RIVERSIDE TRANSIT AGENCY 1825 Third Street

Riverside, CA 92507

September 7, 2016

TO: BOARD ADMINISTRATION AND OPERATIONS COMMITTEE

THRU: Larry Rubio, Chief Executive Officer

FROM: Laura Camacho, Chief Administrative Services Officer

SUBJECT: Personnel Reports - June and July 2016

Summary: The attached reports summarize personnel activity that occurred in June and July 2016. The following information is outlined in the report:

Number of budgeted positions versus number of filledpositions by department and position.

Percentage of minority and female employees by positionclassification.

Number of disciplinary actions by gender. Percentage of minority and female applicants by position. Number of minority and female employees by personnel

actions.

Recommendation:

Receive and file.

8

Item 5A 8

BUDGETED POSITIONS

FILLED POSITIONS

ADMINISTRATIONChief Executive Officer 1 1Executive Assistant/Clerk of the Board 1 1

Department Subtotal 2 2

ACCOUNTINGChief Financial Officer 1 1Performance Reporting & Analysis Manager 1 1Controller 1 1Grants Financial Administrator 1 1Accounting Supervisor 1 1Grants Financial Analyst 1 1Payroll Coordinator 1 1Revenue Account Coordinator 1 1Accounts Payable Clerk 1 0Accounts Receivable Clerk 1 1Currency Processor 2 2


HUMAN RESOURCESChief Administrative Services Officer 1 1Human Resources Manager 1 0Labor Relations Officer 1 0Benefits Administrator 1 1Human Resources Specialist 1 1Human Resources Clerk 1 1Admin Clerk - Human Resources 1 1Receptionist 1 1


RISK MANAGEMENTRisk Manager 1 1Safety & Security Officer 1 1Risk Management Specialist 1 1Claims Clerk 1 0


INFORMATION TECHNOLOGYDirector of Information Technology 1 1ITS Administrator 1 1Systems Administrator 1 1IT Technician 1 1


MAINTENANCEDirector of Maintenance 1 1Deputy Director of Maintenance 1 1Maintenance Manager 1 1Facilities Manager 1 1Maintenance Quality Control 1 1Contract Operations Maintenance Supervisor 1 1Maintenance Supervisor 6 6Electronic Technician 2 2Groundskeeper 1 1Mechanic 29 31Property Maintainer 1 1Tire Servicer 1 1Servicer 15 11


PERSONNEL ACTIVITY - JUNE 2016

DEPARTMENT AND TITLE

9

Item 5A 9

BUDGETED POSITIONS

FILLED POSITIONS

MARKETINGDirector of Marketing 1 1Marketing Manager 1 1Government Affairs Manager 1 1Community Engagement Coordinator 0 0Customer Information Supervisor 1 1Customer Information Clerk, Senior Lead 1 1Customer Information Clerk, On-Call 20 19


OPERATIONS Chief Operating Officer 1 1Operations Manager 1 1Training Manager 1 1Training Instructor 2 1Executive Assistant/Deputy Clerk of the Board 1 1Operations Supervisor 15 14Operations Analyst 1 1Stops/Zones Supervisor 1 1Stops/Zones Groundskeeper 10 10Surveillance Clerk 1 1Transit Clerk 1 1Full-Time1 Coach Operator 266 261Part-Time Coach Operator 0 6


CONTRACT OPERATIONSDirector of Operations 1 1Contract Operations Manager 1 1Contract Operations Specialist 3 3ADA Certification Specialist 2 2Travel Training Supervisor 1 1Travel Training Specialist 4 4Medi-Cal Administrative Activity (MAA) Coordinator 1 1Contract Operations Administrative Clerk 0 0


PLANNINGDirector of Planning 1 1Grants Manager 1 1Planning & Scheduling Manager 1 1Project Manager 1 1Scheduling Analyst 2 1Planning Analyst 1 1Planning & Programming Specialist 2 2Scheduling & Planning Specialist 0 0Planning Technician 0 0


PURCHASINGChief Procurement & Logistics Officer 1 1Director of Contracts 1 1Contracts Manager 1 1Contracts Administrator 1 1Storeroom Supervisor 1 1Buyer 1 0Parts Clerk 5 5


Totals 450 440


1The Agency currently has 12 Coach Operators on extended leaves of absences due to work related injuries or due to disability.

10

Item 5A 10

POSITION CLASSIFICATION

TOTAL EMPLOYEES

% OF MINORITY EMPLOYEES

% OF FEMALE EMPLOYEES

Executive/First/Mid Level Officials & Managers 51 54.9% 23.5% 38.2% 38.2% No Yes

Professionals 13 46.2% 23.1% 42.0% 55.9% No Yes

Administrative Support Workers 52 71.2% 76.9% 54.9% 73.5% No No

Operatives 267 78.7% 46.4% 74.4% 26.1% No No

Craft Workers 31 67.7% 0.0% 61.7% 3.2% No Yes

Laborers 12 66.7% 0.0% 79.2% 13.6% Yes Yes

Service Workers 12 91.7% 0.0% 65.4% 57.7% No Yes

Technicians 2 50.0% 0.0% 50.3% 48.6% Yes Yes

Total 440

CENSUS AVAILABILITY %MIN %FEM

UNDERUTILIZED MIN FEM

WORKFORCE DATA - JUNE 2016

11

Item 5A 11

Gender

EEO Categories** C AA H O C AA H O C AA H O C AA H O

Maintenance 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0

Operations 7 14 2 0 5 17 6 1 2 4 4 1 0 4 2 07 14 2 0 0 5 17 6 1 2 4 4 1 0 4 2 0

TOTALS

COUNSELINGS, WARNINGS & WRITTEN REPRIMANDS SUSPENSIONS & TERMINATIONS

DISCIPLINE - JUNE 2016

**EEO Category Codes: C = Caucasian, AA = African American, H = Hispanic, O = Other

MALE FEMALE MALE FEMALE

52 17

12

Item 5A 12

POSITION TITLETOTAL

APPLICANTS

RESPONDENTS TO EEO

QUESTIONNAIRE

% OF MINORITY

APPLICANTS

% OF FEMALE

APPLICANTS

Accounts Payable Clerk 93 87 79% 76%

Buyer 59 56 59% 48%

Coach Operator 81 74 85% 51%

Customer Information Clerk 12 12 75% 50%

Human Resources Manager 54 47 62% 78%

Operations Manager 14 14 71% 21%

Servicer 21 21 86% 5%

APPLICATIONS - JUNE 2016

13

Item 5A 13

Total Male Female AA HISP API AIAN NHOPI MULTI AA HISP API AIAN NHOPI MULTINew Hires 9 4 5 3 1 0 0 0 0 1 3 0 0 0 0 8Promotions 5 5 0 2 3 0 0 0 0 0 0 0 0 0 0 5Transfers 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0Demotions 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0Terminations 3 1 2 1 0 0 0 0 0 1 1 0 0 0 0 3Resignations 2 1 1 0 1 0 0 0 0 0 0 1 0 0 0 2Retirements 2 0 2 0 0 0 0 0 0 1 0 0 0 0 0 1Other 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0

FOR FISCAL YEAR 07/01/15 THROUGH 06/30/16 FOR FISCAL YEAR 07/01/14 THROUGH 06/30/15FULL-TIME SEPARATIONS FULL-TIME SEPARATIONS

Bargaining Unit Bargaining UnitTerminations 4 27 Terminations 4 24Resignations 8 20 Resignations 11 20Retirements 2 6 Retirements 0 10Other 0 0 Other 1 0

Administration

Personnel Activity

Administration

PERSONNEL ACTIVITY - JUNE 2016

All Employees Minority Employees Male Minority Employees Female Total

Full-Time and Part-Time Employees

MULIT = Two or More Races

AA = African AmericanHISP = HispanicAPI = Asian/Pacific IslanderAIAN = American Indian or Alaskan NativeNHOPI = Native Hawaiian or Other Pacific Islander

14

Item 5A 14

BUDGETED POSITIONS

FILLED POSITIONS

ADMINISTRATIONChief Executive Officer 1 1Executive Assistant/Clerk of the Board 1 1


ACCOUNTINGChief Financial Officer 1 1Performance Reporting & Analysis Manager 1 1Controller 1 1Grants Financial Administrator 1 1Accounting Supervisor 1 1Grants Financial Analyst 1 1Payroll Coordinator 1 1Revenue Account Coordinator 1 1Accounts Payable Clerk 1 1Accounts Receivable Clerk 1 1Currency Processor 2 2


HUMAN RESOURCESChief Administrative Services Officer 1 1Human Resources Manager 1 0Benefits Administrator 1 1Human Resources Specialist 1 1Human Resources Clerk 1 1Admin Clerk - Human Resources 1 1Receptionist 1 1


RISK MANAGEMENTRisk Manager 1 1Safety & Security Officer 1 1Risk Management Specialist 1 1


INFORMATION TECHNOLOGYDirector of Information Technology 1 1ITS Administrator 1 1Systems Administrator 1 1IT Technician 1 1


MAINTENANCEDirector of Maintenance 1 1Deputy Director of Maintenance 1 1Maintenance Manager 1 1Facilities Manager 1 1Maintenance Quality Control 1 1Contract Operations Maintenance Supervisor 1 1Maintenance Supervisor 6 6Electronic Technician 2 2Groundskeeper 1 1Mechanic 31 31Property Maintainer 1 1Tire Servicer 1 1Servicer 15 11


PERSONNEL ACTIVITY - JULY 2016


15

Item 5A 15

BUDGETED POSITIONS

FILLED POSITIONS

MARKETINGDirector of Marketing 1 1Marketing Manager 1 1Government Affairs Manager 1 1Customer Information Supervisor 1 1Customer Information Clerk, Senior Lead 1 1Customer Information Clerk, On-Call 19 17


OPERATIONS Chief Operating Officer 1 1Director of Operations 1 1Operations Manager 1 1Training Manager 1 1Training Instructor 1 1Executive Assistant/Deputy Clerk of the Board 1 1Operations Supervisor 15 13Operations Analyst 1 1Stops/Zones Supervisor 1 1Stops/Zones Groundskeeper 10 9Surveillance Clerk 1 1Transit Clerk 1 1Full-Time1 Coach Operator 265 261Part-Time Coach Operator 0 11


CONTRACT OPERATIONSContract Operations Manager 1 1Contract Operations Specialist 3 3ADA Certification Specialist 2 2Travel Training Supervisor 1 1Travel Training Specialist 4 4Medi-Cal Administrative Activity (MAA) Coordinator 1 1


PLANNINGDirector of Planning 1 1Grants Manager 1 1Planning & Scheduling Manager 1 1Project Manager 1 1Scheduling Analyst 1 1Planning Analyst 1 1Planning & Programming Specialist 2 2


PURCHASINGChief Procurement & Logistics Officer 1 1Director of Contracts 1 1Contracts Manager 1 1Contracts Administrator 1 1Storeroom Supervisor 1 1Buyer 1 0Parts Clerk 5 5


Totals 446 442


1The Agency currently has 14 Coach Operators on extended leaves of absences due to work related injuries or due to disability.

16

Item 5A 16

POSITION CLASSIFICATION

TOTAL EMPLOYEES

% OF MINORITY EMPLOYEES

% OF FEMALE EMPLOYEES

Executive/First/Mid Level Officials & Managers 50 54.0% 24.0% 38.2% 38.2% No Yes

Professionals 13 46.2% 23.1% 42.0% 55.9% No Yes

Administrative Support Workers 51 70.6% 74.5% 54.9% 73.5% No No

Operatives 272 78.7% 47.4% 74.4% 26.1% No No

Craft Workers 31 67.7% 0.0% 61.7% 3.2% No Yes

Laborers 11 63.6% 0.0% 79.2% 13.6% Yes Yes

Service Workers 12 91.7% 0.0% 65.4% 57.7% No Yes

Technicians 2 50.0% 0.0% 50.3% 48.6% Yes Yes

Total 442

CENSUS AVAILABILITY %MIN %FEM

UNDERUTILIZED MIN FEM

WORKFORCE DATA - JULY 2016

17

Item 5A 17

Gender

EEO Categories** C AA H O C AA H O C AA H O C AA H O

Maintenance 0 0 0 0 0 0 0 0 0 0 1 0 0 0 0 0

Operations 6 18 8 0 5 20 1 0 1 2 1 2 0 8 0 06 18 8 0 0 5 20 1 0 1 2 2 2 0 8 0 0

TOTALS

COUNSELINGS, WARNINGS & WRITTEN REPRIMANDS SUSPENSIONS & TERMINATIONS

DISCIPLINE - JULY 2016

**EEO Category Codes: C = Caucasian, AA = African American, H = Hispanic, O = Other

MALE FEMALE MALE FEMALE

58 15

18

Item 5A 18

POSITION TITLETOTAL

APPLICANTS

RESPONDENTS TO EEO

QUESTIONNAIRE

% OF MINORITY

APPLICANTS

% OF FEMALE

APPLICANTS

Buyer 31 28 54% 32%

Coach Operator 89 84 57% 34%

Customer Information Clerk, On-Call 32 29 38% 44%

Operations Supervisor 36 34 50% 17%

APPLICATIONS - JULY 2016

19

Item 5A 19

Total Male Female AA HISP API AIAN NHOPI MULTI AA HISP API AIAN NHOPI MULTINew Hires 10 4 6 1 3 0 0 0 0 3 1 0 0 0 0 8Promotions 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0Transfers 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0Demotions 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0Terminations 4 2 2 0 0 0 0 0 0 1 1 0 0 0 0 2Resignations 2 2 0 0 1 0 0 0 0 0 0 0 0 0 0 1Retirements 1 1 0 0 0 0 0 0 0 0 0 0 0 0 0 0Other 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0

FOR FISCAL YEAR 07/01/16 THROUGH 06/30/17 FOR FISCAL YEAR 07/01/15 THROUGH 06/30/16FULL-TIME SEPARATIONS FULL-TIME SEPARATIONS

Bargaining Unit Bargaining UnitTerminations 1 3 Terminations 4 27Resignations 0 2 Resignations 8 20Retirements 0 1 Retirements 2 6Other 0 0 Other 0 0

MULIT = Two or More Races

AA = African AmericanHISP = HispanicAPI = Asian/Pacific IslanderAIAN = American Indian or Alaskan NativeNHOPI = Native Hawaiian or Other Pacific Islander

PERSONNEL ACTIVITY - JULY 2016

All Employees Minority Employees Male Minority Employees Female Total

Full-Time and Part-Time Employees

Administration

Personnel Activity

Administration

20

Item 5A 20


Riverside, CA 92507

September 7, 2016

TO: BOARD ADMINISTRATION AND OPERATIONS COMMITTEE THRU: Larry Rubio, Chief Executive Officer FROM: Jim Kneepkens, Director of Marketing SUBJECT: Transportation Center Monthly Report – June and July 2016 Summary: In June 2016, the Customer Information Center answered 36,402

calls, a 12% increase compared to June 2015. Calls included 144 commendations, general comments and valid complaints. The number of calls to Dial-A-Ride was 11,547, a 4.5% decrease compared to June 2015. 47,949 calls were received between the two call centers, which reflects a 7.5% increase compared to the same period last year.

In July 2016, the Customer Information Center answered 36,814

calls, a .4% increase compared to July 2015. Calls included 174 commendations, general comments and valid complaints. The number of calls to Dial-A-Ride was 11,242, a 2.8% decrease compared to July 2015. 48,056 calls were received between the two call centers, which reflects a .4% decrease compared to the same period last year.

The attached reports presents call volume history and details

commendations, general comments and complaints by type.

Recommendation:

Receive and file.

Item 5B 21

Riverside Transit Agency June 2016 Transportation Center Call Totals

June 2016 June 2015 Percent ChangeCustomer Information Center (CIC)

Information Calls 36,258 32,349 12.1%

Complaints 86 118 -27.1%

Comments 40 31 29.0%

Commendations 18 18 0.0%

Total CIC Calls 36,402 32,516 12.0%

Dial-A-Ride (DAR)

Total DAR Calls 11,547 12,094 -4.5%

Total Calls 47,949 44,610 7.5%

5,000

15,000

25,000

35,000

45,000

55,000

Item 5B 22

Complaints, Comments & Commendations

Valid Complaints

CategoryJune2016

June2015

12 Month Average per

Month

Complaintsper 10,000

PassengersBus Stop 8 5 4 0.12Careless Driving 12 5 10 0.18Conduct 1 6 6 0.01Crowded 0 0 0 0.00Customer Service 10 19 13 0.15Early Bus 7 5 5 0.10Fare Dispute 0 1 1 0.00Late Bus 13 21 20 0.19Missed Transfer 3 4 4 0.04No Show 4 9 4 0.06Passed By 5 18 12 0.07Passenger Conduct 1 4 2 0.01Reasonable Modification 0 0 0 0.00Other 22 21 18 0.32Total 86 118 98 1.26

Ridership

June2016

June2015


MonthAll services 682,254 745,619 769,855

Comments

June2016

June2015


Month

Commentsper 10,000

PassengersGeneral Comments 40 31 30 0.59

Commendations

June2016

June2015


Month

Commendations per 10,000

PassengersGeneral Commendations 18 18 20 0.26

Item 5B 23

Riverside Transit Agency July 2016 Transportation Center Call Totals

July 2016 July 2015 Percent ChangeCustomer Information Center (CIC)

Information Calls 36,640 36,523 0.3%

Complaints 100 103 -2.9%

Comments 49 32 53.1%

Commendations 25 15 66.7%

Total CIC Calls 36,814 36,673 0.4%

Dial-A-Ride (DAR)

Total DAR Calls 11,242 11,568 -2.8%

Total Calls 48,056 48,241 -0.4%

5,000

15,000

25,000

35,000

45,000

55,000

Item 5B 24

Complaints, Comments & Commendations

Valid Complaints

CategoryJuly2016

July2015


Month

Complaintsper 10,000

PassengersBus Stop 1 3 3 0.02Careless Driving 10 11 10 0.15Conduct 7 8 6 0.11Crowded 0 0 0 0.00Customer Service 12 13 13 0.18Early Bus 5 7 5 0.08Fare Dispute 4 2 2 0.06Late Bus 15 13 20 0.23Missed Transfer 3 5 4 0.05No Show 3 5 4 0.05Passed By 16 13 11 0.25Passenger Conduct 0 1 2 0.00Reasonable Modification 0 0 0 0.00Other 24 22 18 0.37Total 100 103 97 1.53

Ridership

July2016

July2015


MonthAll services 652,156 730,797 763,302

Comments

July2016

July2015


Month

Commentsper 10,000

PassengersGeneral Comments 49 32 31 0.75

Commendations

July2016

July2015


Month

Commendations per 10,000

PassengersGeneral Commendations 25 15 21 0.38

Item 5B 25

Complaints, Comments and Commendations Category Descriptions

Complaints Bus Stops: Stop needs cleaning, nearby landscape needs cleaning, stop equipment broken or not working properly. Driving Concerns: Driver makes inappropriate lane change, brakes too hard, drives too slow, accelerates too fast, stops too far from stop or curb, blocks traffic, bus temperature too hot. Driver Conduct: Driver provided poor customer service, does not assist customers needing help, rushes customer. Crowded: Customer is uncomfortable due to bus being too full, customer unable to find a seat. Customer Service: Customer provided with wrong information, employee provided poor customer service. Early Bus: Bus arrives or departs bus stop ahead of schedule. Fare Dispute: Pass stuck in farebox, college ID card not working, customer overpaid and requests a refund, customer not provided appropriate discount. Late Bus: Bus arrives or departs bus stop behind schedule. Missed Transfer: Early or late bus causes customer to miss transfer with another bus. No Show: Bus does not arrive as scheduled. Passed By: Bus passes stop without picking up customer Passenger Conduct: Fellow customer plays music too loud, talks too loud, uses profanity, uses extra seat for personal belongings. Reasonable Modification: Request from person with disability for modification of Agency practice or policy. Other: Bike rack full, pass outlet out of passes, bus displays the wrong headsign. Comments Request for new, later or more frequent bus service; request for restroom at transfer facility; request for new fare category; request for bus stop amenities; request for new bus stop. Commendations Customer appreciates new buses, commends driver for courtesy, assisting customer with special needs, providing great customer service or returning lost item.

Item 5B 26


Riverside, CA 92507

September 7, 2016


FROM: Tammi Ford, Clerk of the Board


SUBJECT: Authorization to Transfer Two (2) Surplus 2002 NABI Transit Buses to the Riverside County Fire Department, Ben Clark Training Center

Summary: In 2014, the Agency transferred two inoperable, surplus 2001 NABI buses to the Riverside County Fire Department (RCFD) for use at the Ben Clark Training Center (BCTC). Since that time, RCFD has utilized those buses in their training of over 1000 firefighters and students. After extensive use, those buses are no longer suitable for instruction and training purposes.

The Agency received a new request from the RCFD requesting two additional surplus 40-foot heavy duty buses to be used as training aids for firefighter students at the BCTC to replace the buses that have exceeded their useful life. The RCFD plans to use the buses as training aids at the BCTC and will be used to instruct firefighter students during multiple hands on scenarios in order to learn the latest rescue techniques for transit buses, school buses, tour coaches, big rig extractions, as well as advanced heavy vehicle stabilization for commercial vehicles. In addition, the buses would be instrumental in the instruction and technical use for local firefighters and rescue personnel. In return, the Agency will receive the benefit of enhanced ability of firefighters to handle emergency situations involving RTA buses.

The subject vehicles are 2002 NABI compressed natural gas (CNG) buses

that are inoperable. The buses are fully depreciated and have exceeded their useful lives according to the Federal Transit Administration’s standards and the Agency’s policy.

Fiscal Impact:

There is no fiscal impact to the Agency as these buses have zero book value and have been fully depreciated.

Recommendation: Approve and recommend this item to the full Board of Directors for their consideration as follows:

• Authorize the transfer of two (2) surplus 2002 NABI transit buses to the Riverside County Fire Department, Ben Clark Training Center.

Item 6 27


Riverside, CA 92507

September 7, 2016

TO: BOARD ADMINISTRATION AND OPERATIONS COMMITTEE THRU: Larry Rubio, Chief Executive Officer FROM: Jim Kneepkens, Director of Marketing SUBJECT: Holiday Events Schedule Summary: Each year from October through December, various jurisdictions

request vehicles and staff for holiday parades, displays and other special events. The Agency participates in these events as a marketing effort to help promote Riverside Transit Agency, provide information about available services, and to promote a strong positive corporate image by partnering with the communities we serve. This year’s anticipated holiday schedule includes:

October 28-29 Riverside Ghost Walk November 11 Murrieta Veterans Day Parade November 12 Perris Veterans Day Parade November 17 Riverside County SafeHouse Stuff-the-Bus November 25 Riverside Festival of Lights Switch-on Ceremony December 2 Temecula Electric Light Parade December 3 Hemet Holiday Parade December 3 Lake Elsinore Winterfest December 9 Temecula Winter Wonderland December 10 Perris Annual Christmas Parade December 10 Beaumont Holiday Parade December 17 Yucaipa/Calimesa Christmas Parade

Item 7 28

Fiscal Impact:

The cost to participate in these events is estimated to be less than $4,000 and is included in the approved FY17 budget.

Recommendation:

Approve and recommend this item to the full Board of Directors for their consideration as follows: • Authorize staff to work with the individual cities and organizing

groups and coordinate Riverside Transit Agency’s involvement in holiday events.

Item 7 29


Riverside, CA 92507

September 7, 2015 TO: BOARD ADMINISTRATION AND OPERATIONS COMMITTEE THRU: Larry Rubio, Chief Executive Officer FROM: Jim Kneepkens, Director of Marketing SUBJECT: Free Bus Rides on New Year’s Eve Summary: For the past several years, RTA has offered free rides on New

Year’s Eve on all fixed route buses to help support riders who have to work that evening and to provide an alternate mode of transportation to those who do not want to drive or should not drive on the holiday.

For this holiday season, staff recommends again offering free bus service on all of RTA’s fixed routes on Saturday, December 31 from 2:30 p.m. until the end of each bus schedule, which varies by route.

The New Year's holiday is a perfect time for RTA to thank our customers for their year-round patronage of public transportation and to show RTA’s concern about the personal safety of people who will be out celebrating the holiday. Hopefully, many will be persuaded to leave their cars at home and instead use public transit, lessening the likelihood of accidents, unwanted injuries and even fatalities.

The free rides will be promoted through the website, Rider News, iAlert, Facebook, Twitter and a press release.

Fiscal Impact:

The loss in revenue is estimated to be less than $4,900 by providing this public service.

Recommendation:

Approve and recommend this item to the full Board of Directors for their consideration as follows:

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• Authorize the Agency to offer free rides on all fixed route buses

from 2:30 p.m. to the end of business on Saturday, December 31, 2016.

Item 8 31


Riverside, CA 92507

September 7, 2016

TO: BOARD ADMINISTRATION AND OPERATIONS COMMITTEE THRU: Larry Rubio, Chief Executive Officer FROM: Robert Bach, Director of Maintenance SUBJECT: Authorization to Enter into an Agreement with the University of

California, Riverside (UCR) Bourns College of Engineering Center for Environmental Research and Technology (CE-CERT) to Participate in a Grant from the Department of Energy - Advanced Research Projects Agency – Energy (ARPA-E) NEXT-Generation Energy Technologies for Connected and Automated on-Road-vehicles (NEXTCAR) Demonstration Project

Summary: CE-CERT is seeking grant funding for the subject demonstration

project from ARPA-E. The Agency has been asked to be a participant in the subject project by means of supplying and field testing two transit buses for this project. This proposed project involves development and testing of an integrated vehicle/powertrain eco-operation system for hybrid electric buses (HEB). Based on information such as route characteristics, signal status, traffic states, and passenger origin-destination flow, the power train will be optimized to improve efficiencies compared to that of a normal vehicle. Such information will be generated from on-board sensors as well as wireless communication between devices.

The ARPA-E grant opportunity requires a cost-share from the proposing teams. The strategic partners in the CE-CERT demonstration project are:

• UCR CE-CERT – Riverside, CA • Oak Ridge National Laboratory - Oak Ridge, TN • U.S. Hybrids - Torrance, CA • RTA – Riverside, CA

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https://en.wikipedia.org/wiki/Oak_Ridge,_Tennessee

As part of the CE-CERT teams’ cost share for this project, the Agency will provide the following:

• Two 2002 NABI 40’ heavy-duty buses from the contingency fleet • Intelligent Transportation System (ITS) for both buses

U.S. Hybrids will retrofit the two existing NABI buses with hybrid technology. It should be noted that these vehicles cannot be used by the Agency beyond January 2017 due to the expiration of their CNG fuel tanks. These fuel tanks will be removed and replaced with a fuel bladder by U.S. Hybrids. Once retrofitted with the HEB equipment and new fuel tanks, these buses will be tested and evaluated along University Avenue, which links UCR’s main campus with downtown Riverside. This roadway is being developed as one of the City of Riverside’s smart corridors on which transit plays a major role. This smart corridor is being developed to allow for vehicle-to-infrastructure communications. The NABI buses are valued at $100,000 each and are considered as cost-share to the project. After the buses are retrofitted by US Hybrids, staff will install the ITS equipment to monitor data from these vehicles while they are being tested. Information supplied by the ITS includes vehicle position, passenger boarding’s and alighting’s, and bus stop dwell times. Historical data will also be provided on routes of interest to the project. This ITS equipment is valued at $24,297 per bus. It is important to note that after this project is completed the ITS equipment will be used on other vehicles. CE-CERT and Oak Ridge National Laboratory will develop the optimization strategies and related software to support this project. By coupling the powertrain optimization with the longitudinal speed control the proposed system is expected to achieve the target improvement by at least 20% with respect to conventional vehicle technology. It is anticipated that this project will conclude in three years.

Fiscal Impact:

This grant opportunity from the Department of Energy requires a cost share with RTA’s portion at $248,594 dollars consisting of the following:

• Two 2002 NABI’s from the contingency fleet valued at $100,000 each ($200,000 total)

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• ITS systems valued at $24,297 for each bus ($48,594 total). These ITS systems would be funded with Federal Congestion Mitigation Air Quality (CMAQ) and State Transit Assistance funds.

Recommendation:


Contingent upon UCR CE-CERT project award:

• Authorize staff to enter into an agreement with the University of California, Riverside (UCR) Bourns College of Engineering Center for Environmental Research and Technology to participate in the ARPA-E NEXTCAR Demonstration Project.

• Authorize use of two (2) 2002 NABI buses from the contingency fleet for the ARPA-E NEXTCAR Demonstration Project.

• Authorize staff to amend Agreement No. 13-005 with Clever Devices in the amount of $48,594, plus a ten percent (10%) contingency of $4,859 for an amount not to exceed $53,453 for the purchase of ITS equipment for use in the ARPA-E NEXTCAR Demonstration Project.

Item 9 34


Riverside, CA 92507

September 7, 2016



FROM: Craig Fajnor, Chief Financial Officer

SUBJECT: State of California Transportation Development Act (TDA) Triennial Performance Audit Results for FY13 - FY15

Background: California’s TDA requires that a triennial performance audit be conducted of public transit entities that receive TDA revenues, namely Local Transportation Fund (LTF) and State Transit Assistance (STA). The performance audit serves to ensure accountability in the use of these public transportation revenues. The purpose of the performance audit is to evaluate the efficiency, effectiveness, and economy of public transit operators and is required as a condition for continued receipt of TDA funds for public transportation purposes. In addition, the audit evaluates the Agency’s compliance with the conditions specified in the California Public Utilities Code and is conducted in accordance with guidelines set by the State Comptroller General’s Office.

Summary: The FY13 through FY15 Triennial Performance Audit was conducted by Michael Baker International as commissioned by the Riverside County Transportation Commission (RCTC). The methodology for the audit included collection and review of Agency documents, in-person interviews with management, on-site observations and data analysis. The review commenced in August 2015 with notification of the review and a request for documentation. This documentation was submitted in September 2015. An on-site visit was held in November 2015. Areas covered in the audit were:

• General Management and Organization• Service Planning• Scheduling, Dispatch and Operations• Personnel Management and Training• Financial Administration• Marketing and Public Information• Maintenance

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• Information Technology • Capital Projects Management

The final report contains no findings or deficiencies. The report does contain three (3) recommendations for improvement from this evaluation period. They are summarized as follows:

1. Enhance analysis of ridership and demographic trends 2. Utilize onboard systems on contracted bus service 3. Monitor preventable accidents for directly operated bus service

With respect to the first recommendation above, staff has and will continue to do this going forward. During the audit period, the Planning Department completed - in spring 2014 - a Comprehensive Operational Analysis (COA) identified as “Forward 10-Year Transit Plan”. The COA collected extensive demographic and socioeconomic data and evaluated baseline and future market conditions. Future travel demands were studied and a 10-Year transit plan was developed. Marketing uses this data to target current riders while looking ahead at future opportunities. Marketing has done some program evaluation and agrees a more robust approach can and will be taken, particularly on targeted marketing programs. In addition, the Agency is currently implementing an updated and enhanced Intelligent Transportation System (ITS) that includes installation of Automated Passenger Counters (APCs) in all fixed route vehicles. The APC system has a reporting and analytics module that allows staff access to an enhanced ridership and operating statistics database. Coupled with the Geographic Information System (GIS) database and the GIS user training provided to Planning Department staff members, the Agency now has both the capability and the technical capacity to conduct more robust ridership and demographic trend analysis.

The second recommendation is being worked on collectively between the Information Technology, Operations, Planning and Maintenance departments. The specific activity to accomplish this recommendation is the ongoing expanded and enhanced Intelligent Transportation System (ITS) implementation. This project involves implementing next-generation ITS technology such as APCs and Global Positioning System (GPS) vehicle tracking into the entire Agency fleet of fixed route revenue vehicles. Thus, the contracted fixed route bus fleet will have the recommended onboard systems. Estimated completion for the ITS project is first quarter of 2017.

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The third recommendation is being worked on collectively between the Risk Management and Operations departments. Historical accident data has been analyzed and a baseline has been established. Current trends have been analyzed for root-causes. Based on the root causes, training was developed and delivered. Administrative and engineering controls have also been developed and are implemented. A copy of the final TDA Triennial Performance Audit for FY13 – FY15 is attached to this staff report.

Fiscal Impact:

None Recommendation:


• Receive and file.

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August 2016

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TABLE OF CONTENTS

Executive Summary ....................................................................................................................... i

Section I.......................................................................................................................................... 1

Introduction ............................................................................................................................... 1

Overview of the Transit System ............................................................................................... 1

Section II ........................................................................................................................................ 9

Operator Compliance Requirements ......................................................................................... 9

Section III .................................................................................................................................... 13

Prior Triennial Performance Audit Recommendations ........................................................... 13

Section IV ..................................................................................................................................... 15

TDA Performance Indicators .................................................................................................. 15

Section V ...................................................................................................................................... 25

Review of Operator Functions ................................................................................................ 25

Operations / Contract Operations............................................................................................ 25

Maintenance ............................................................................................................................ 31

Administration and Management ............................................................................................ 36

Planning .................................................................................................................................. 39

Marketing ................................................................................................................................ 40

Human Resources / Risk Management ................................................................................... 41

Procurement ............................................................................................................................ 42

Information Technology (IT) .................................................................................................. 42 Grants Management ................................................................................................................ 42

Section VI ..................................................................................................................................... 44

Findings................................................................................................................................... 44

Recommendations ................................................................................................................... 46

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List of Figures, Tables & Graphs

Figure I-1 Organization Chart ................................................................................................... 2

Table I-1 Service Span ............................................................................................................. 5

Table I-2 Fare Structure ........................................................................................................... 5

Table II-1 Operator Compliance Requirements Matrix ..............................................................9

Table IV-1 TDA Performance Indicators Systemwide ............................................................. 16

Table IV-2 TDA Performance Indicators Fixed Route, Directly Operated ............................... 17

Table IV-3 TDA Performance Indicators Fixed Route, Contracted .......................................... 18

Table IV-4 TDA Performance Indicators General Public Service ............................................ 19

Table IV-5 TDA Performance Indicators Dial-A-Ride Service ................................................ 20

Table V-1 Vehicle Operations Performance Indicators Directly Operated Fixed Route ......... 26

Table V-2 Vehicle Operations Performance Indicators Contracted Fixed Route .................... 28

Table V-3 Vehicle Operations Performance Indicators Dial-A-Ride Demand Response

Maintenance............................................................................................................ 29

Table V-4 Maintenance Performance Indicators Directly Operated Fixed Route ................... 33

Table V-5 Maintenance Performance Indicators Contracted Fixed Route .............................. 34

Table V-6 Maintenance Performance Indicators Demand Response Administration and

Management ........................................................................................................... 35

Table V-7 Administration Performance Indicators Directly Operated Fixed Route ............... 37

Table V-8 Administration Performance Indicators Contracted Fixed Route........................... 38

Table V-9 Administration Performance Indicators Demand Response ................................... 39

Table V-10 Customer Complaints ............................................................................................. 41

Graph IV-1 Operating Costs ...................................................................................................... 21

Graph IV-2 Ridership ...................................................................................................................... 21

Graph IV-3 Operating Cost per Passenger ................................................................................. 22

Graph IV-4 Operating Cost per Vehicle Service Hour .............................................................. 22

Graph IV-5 Passengers per Vehicle Service Hour ..................................................................... 23

Graph IV-6 Fare Recovery Ratio ............................................................................................... 23

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Executive Summary

The Riverside County Transportation Commission (RCTC) engaged the Michael Baker,

International consultant team to conduct the Transportation Development Act (TDA) triennial

performance audit of the public transit operators under its jurisdiction. The performance audit

serves to ensure accountability in the use of public transportation revenue. This performance audit

is conducted for Riverside Transit Agency (RTA) covering the most recent triennial period, fiscal

years 2012-13 through 2014-15 (FY2013 - FY2015).

The audit includes a review of the following areas:

Compliance with TDA Requirements

Status of Prior Audit Recommendations

System Performance Trends

Functional Review

From the review, recommendations were developed to improve the operational efficiency and

effectiveness of RTA.

Compliance with TDA Requirements

RTA was in total compliance with applicable requirements of TDA, including TDA definitions

of performance measures consistent with Public Utilities Code Section 99247.

Status of Prior Audit Recommendations

The FY2010-FY2012 TDA triennial performance identified three recommendations:

1. Revise calculation for full-time equivalent employees (FTEs) reported to the State

Controller’s Office (SCO).

Status: Complied. RTA implemented the revised FTE calculation method starting with the

FY2013 SCO report.

2. Prepare and submit separate State Controller Reports for general public transit and

specialized service for elderly and disabled.

Status: Complied. Starting in FY2013, RTA began filing separate SCO reports for general

public transit and specialized elderly and disabled service.

3. Improve on-time performance of directly operated fixed route service.

Status: Complied. RTA implemented policies to improve on-time performance. RTA met

the predefined on-time performance target (85%) in FY2015.

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System Performance Trends

1. Systemwide operating costs increased by 23.1 percent while the Consumer Price Index

increased by 3.8 percent during the same period. This significant increase comes after a

three year period in which operating costs fell in response to service decreases. Operating

costs for general public service increased by 24.5 percent while Dial-A-Ride (DAR) service

increased by 17.9 percent.

2. Ridership on general public service increased by 9.7 percent, from 8.4 million to 9.2

million passengers. General ridership grew at a faster rate compared to the previous audit

period, in which ridership grew by 5.7 percent. Ridership on DAR service increased by

10.0 percent, from 380,000 to 418,000. Systemwide ridership increased by 9.7 percent

during the audit period.

3. During the previous audit period, RTA reduced service as a cost saving measure in

response to the 2008 economic recession. Starting in 2013, the improving economy

allowed RTA to increase service. Vehicle service hours and miles for general public service

increased by 18.9 percent and 15.4 percent respectively, as RTA increased service

recovered to pre-recession levels. DAR vehicle service hours and miles increased by 13.2

percent and 0.5 percent respectively. The increases were made incrementally in each of the

study years. Systemwide vehicle service hours and vehicle service miles recovered to 2009

levels in 2014 and 2015 respectively.

4. Operating cost per passenger increased by 12.3 percent systemwide, by 13.5 percent for

general public service, and by 7.2 percent for DAR service (as compared to a 3.8 percent

change in inflation during the audit period). This reflects the increase in operating costs

RTA had due to recovery of service from the economic recession. Despite the increase

observed during this period, operating costs per passenger were lower in 2015 than in 2009.

5. Operating cost per vehicle service hour increased by 4.9 percent systemwide and by 4.1

percent for DAR service, and increased by 4.6 percent for general public service. Operating

cost per vehicle service mile increased by 11.2 percent systemwide and by 17.3 percent for

DAR service, and increased by 7.9 percent for general public service.

6. Passengers per vehicle service hour decreased by 6.6 percent systemwide, by 7.8 percent

for general public service, and by 2.8 percent for DAR service. Passengers per vehicle

service mile decreased by 1.0 percent systemwide, by 5.0 percent for general public

service, and increased by 9.5 percent for DAR service.

7. Vehicle service hours per employee FTE, using corrected figures to measure labor

productivity, increased for general public service by 6.1 percent over the past three years.

The increase in labor productivity is due to a significant increase in vehicle service hours

per employee FTE for contracted fixed route service. Labor productivity increased for

DAR demand response service by 17.7 percent during the audit period.

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8. The average fare per passenger increased systemwide from $1.16 in FY2012 to $1.17

in FY2015. Average fare for DAR service increased by 11.3 percent from $3.44 to $3.83

during the audit period. The average fare for directly operated service stayed constant at

$1.01 during this period.

9. The blended farebox recovery ratio target established by RCTC for RTA service was met

in each year of the audit. Including eligible non-fare revenue, the farebox recovery ratio

was 28.90 percent in FY2013, 26.55 percent in FY2014, and 26.48 percent in FY2015.

Functional Review

1. Vehicle operations cost indicators for directly operated fixed route service generally

increased during the audit period. Over the past three years, operations cost per vehicle

service hour increased by 9.9 percent, cost per vehicle service mile increased by 9.2

percent, cost per passenger trip increased by 21.4 percent, and cost per passenger mile

increased by 15.3 percent. This compares to an inflation increase during the audit period

of 3.8 percent. These increases in operating costs can largely be attributed to increasing

service back to and then beyond 2009 levels.

2. Vehicle operations cost indicators for contracted fixed route service generally increased

during the audit period. Operations cost per vehicle service mile increased by 4.8 percent

over the last three years, cost per passenger trip increased by 3.0 percent, and cost per

passenger mile increased by 15.4 percent, but cost per vehicle service hour decreased by

2.8 percent. This compares to an inflation adjustment during the audit period of 3.8 percent.

3. DAR vehicle operations cost indicators greatly increased during the audit period.

Operations cost per vehicle service hour increased by 54.2 percent, cost per vehicle service

mile increased by 73.8 percent, cost per passenger trip increased by 58.7 percent, and cost

per passenger mile increased by 54.9 percent.

4. Preventable accidents decreased for contracted fixed route service and DAR. The overall

preventable accident rate per 100,000 total miles decreased by 67.4 percent for contracted

fixed route service and by 8.5 percent for DAR service. The preventable accident rate per

100,000 total miles increased by 131.3 percent for directly operated fixed route service.

5. Maintenance costs for directly operated fixed route service increased by only 0.5 percent

during the audit period. Maintenance costs per vehicle hour, per vehicle mile, and per active

vehicle decreased by 17.4 percent, 17.6 percent, and 23.8 percent, respectively, due to fleet

change over.

6. Miles between road calls increased from 13,078 in the base year FY2012 to 56,064 in

FY2015 for directly operated fixed route service, a 328.7 percent increase during the audit

period.

7. Maintenance costs for contracted fixed route service increased by 9.2 percent during the

audit period due to the consolidation of contractor facilities. Maintenance cost per vehicle

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mile and per active vehicle increased by 0.9 percent, and 14.7 percent respectively.

Maintenance cost per vehicle hour decreased by 3.0 percent.

8. Miles between road calls increased from 11,022 in FY2012 to 12,160 in FY2015 for

contracted fixed route service, a 10.3 percent increase during the audit period.

9. For DAR service, maintenance costs decreased dramatically by 55.9 percent during the

audit period. Maintenance costs per vehicle hour, per vehicle mile, and per active vehicle

decreased by 56.7 percent, 56.1 percent, and 60.9 percent, respectively.

10. Administration costs increased by 40.3 percent for directly operated fixed route service and

by 51.3 percent for contracted fixed route service and decreased by 34.5 percent for DAR

service. In the prior audit period, RTA greatly reduced administrative costs for directly

operated fixed route service in response to the economic recession. In 2014, administrative

costs for directly operated fixed route service recovered to the 2009 levels.

11. Directly operated fixed route fringe benefit costs increased by 47.3 percent during the audit

period, from $7.3 million in FY2012 to $10.7 million in FY2015, due to increases in

medical and workers compensation.

12. Directly operated fixed route casualty and liability costs increased six-fold during the audit

period, from $0.155 million in FY2012 to $1.140 million in FY2015 due to an increase in

RTA’s reserve requirement. Fixed route casualty and liability costs greatly decreased

during the previous audit period. The FY2015 casualty and liability costs were lower than

in FY2009 ($1.7 million).

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Recommendations

Performance Audit

Recommendation

Background

Timeline

#1 Enhance analysis of

ridership and

demographic trends.

RTA systemwide ridership increased by 9.7 percent during the

audit period. Additionally, the agency implemented several

marketing campaigns during this same time. RTA had not

formally analyzed the underlying causes of the ridership

increase or formally attempted to equate marketing efforts to

the increase in ridership. RTA should perform more detailed

analysis of customer demographic and regional socioeconomic

trends in order to determine the causes and trends for increased

ridership over the audit period. RTA should also increase

customer communication following large scale marketing

promotions. Customer communications can include customer

surveys, online polls, and social media presence. Increasing

these types of communications can help RTA gain better

understanding of customer demographics, ridership trends,

route trends, agency needs / challenges, overall reception of

marketing programs, customer preferences for accessing RTA

data, and other feedback relevant to advancing marketing goals.

Enhanced understanding of ridership and demographic trends

can allow RTA to make more informed / targeted marketing,

policy, and service decisions.

Starting FY2017

#2 Utilize onboard bus

systems on contracted

bus service.

RTA currently uses integrated onboard CAD/AVL data feeds to

automate NTD reporting and transfer of maintenance data only on

directly operated buses. In order to increase consistency and

streamline data transfer, RTA should implement the integrated

CAD/AVL data feeds on contracted bus services. Additionally, the

agency should make real-time arrival information available for all

routes, both publicly through GTFS-real time feeds and through an

agency-branded mobile app. Expanding these technologies to

contracted services would allow RTA to automate annual data

reporting and provide better customer service for the entire system.

Starting FY2017

#3 Monitor preventable

accidents for directly

operated bus service.

Preventable accidents on directly operated service increased

dramatically during the audit period. From FY2012 to FY2015, the

number of preventable accidents increased from 28 to 79, a 182

percent increase. RTA did increase service and implement new

buses into the directly operated fleet during this period. However,

the increase in preventable accidents was disproportionally large

compared to the increases in service miles and hours during the

audit period, 22.6 percent and 21.9 percent respectively. RTA

should further investigate primary causes of the accidents, and

potentially adjust safety processes and training. Reducing the

number of preventable accidents can improve operator safety and

decrease maintenance costs.

Ongoing

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Section I Introduction

The Riverside County Transportation Commission (RCTC) engaged the Michael Baker consultant

team to conduct the Transportation Development Act (TDA) triennial performance audit of the

public transit operators under its jurisdiction. This performance audit is conducted for Riverside

Transit Agency (RTA) covering the most recent triennial period, fiscal years 2012-13 through 2014-

15.

The purpose of the performance audit is to evaluate RTA’s effectiveness and efficiency in its use of

TDA funds to provide public transit in its service area. This evaluation is required as a condition for

continued receipt of these funds for public transportation purposes. In addition, the audit evaluates

RTA’s compliance with the conditions specified in the California Public Utilities Code. This task

involves ascertaining whether RTA is meeting the PUC’s reporting requirements and is endeavoring

to implement prior audit recommendations made to the agency. Moreover, the audit includes

calculations of transit service performance indicators and a detailed review of the agency’s

departments and organizational functioning. From the analysis that has been undertaken, a set of

recommendations has been made for the agency which is intended to improve the performance of

transit operations.

This TDA audit is intended to provide RTA with an independent, constructive, and objective

evaluation of the organization and its operations. The methodology for the audit included in-person

interviews with transit management, telephone interviews, collection, and review of agency

documents, data analysis, and on-site observations. The Performance Audit Guidebook for Transit

Operators and Regional Transportation Planning Entities, September 2008 (third edition)

published by the California Department of Transportation was used to guide in the development

and conduct of the audit.

Overview of the Transit System

RTA Mission Statement

The Riverside Transit Agency, Riverside County's multi-modal transportation provider, shall

provide for a variety of transportation needs in a cost-effective and efficient manner for all the

residents of our member communities. The Agency is committed to providing safe, reliable,

courteous, accessible, and user-friendly services to our customers.

RTA is the largest transit operator within Riverside County and has the second-largest service area

in the United States. The agency was established as a Joint Powers Agency on August 15, 1975 and

began operating bus service on March 16, 1977. RTA is the Consolidated Transportation Service

Agency (CTSA) for western Riverside County and is responsible for coordinating transit services

throughout the approximate 2,500 square mile service area including providing driver training,

assisting with grant applications, and developing the Short Range Transit Plan (SRTP).

In FY2015, RTA provided both local and regional services throughout the region with 35 fixed-

routes, 8 CommuterLink routes, and Dial-A-Ride (DAR) services using 301 vehicles. In the cities

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of Corona, Beaumont, and Banning, RTA coordinates regional services with municipal transit

systems. In Riverside, RTA coordinates with the city's Riverside Special Services, which provides

ADA complementary service to RTA's fixed-route services.

RTA is governed by a board of directors comprised of 22 elected officials from 18 cities in western

Riverside County and four members of the County Board of Supervisors. The member jurisdictions

include the cities of Banning, Beaumont, Calimesa, Canyon Lake, Corona, Eastvale, Hemet, Jurupa

Valley, Lake Elsinore, Moreno Valley, Menifee, Murrieta, Norco, Perris, Riverside, San Jacinto,

Temecula, Wildomar, and the unincorporated areas of Riverside County Supervisorial Districts I,

II, III, and V. The RTA Chief Executive Officer reports directly to the Board.

RTA is managed and administered by the Chief Executive Officer with support from the entire

executive team. RTA’s primary facility is located in the City of Riverside and houses the

administration, operations, and maintenance departments with approximately 323 active employees

on site. RTA’s secondary facility, located in Hemet, opened in June 2000. It now has approximately

63 maintenance and operations employees assigned to the division. Figure I-1 shows the RTA

management organization chart.

Figure I-1 Organization Chart

Source: RTA

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Transit Services

RTA has both directly operated services and contracted services. Directly operated services are

provided by both represented and non-represented employees. All RTA drivers and maintenance

personnel excluding management, supervisory, professional, and confidential employees are

represented by the Amalgamated Transit Union (ATU) Local 1277. All work performed on buses

that seat 30 or more passengers must be performed by union employees. Contracted fixed route

Empire Transportation employees are represented by the Teamsters Union effective July 2011.

Paratransit employees are represented by the International Association of Sheet Metal, Air, Rail,

and Transportation Workers (SMART) Union. This representation began in 2013. RTA

administrative employees are not represented.

Southland Transit is a private transportation company that provided Dial-A-Ride (DAR) service

until January 2014. Veolia Transportation Services began providing Dial-A-Ride (DAR) service in

February 2014. Supplemental taxi overflow service is provided by Network Paratransit Systems.

The supplemental taxi service plays an important role in accommodating unproductive paratransit

trips, such as trips during peak period with capacity constraints or trips to remote areas. In FY2012,

Empire Transportation began providing fixed route service and was the fixed route contractor for

the entirety of the current audit period.

In total, the services provided by RTA during FY 2015 included 35 local fixed routes, 8

CommuterLink fixed route, and ADA compliant DAR service. An overview of each service follows.

Regional and Local Fixed Routes: Regional routes comprise the backbone of the bus network

between metropolitan areas along primary corridors (including freeways). Local routes supplement

regional routes by circulating through various neighborhoods and serving secondary corridors.

Local routes also serve as feeders to regional and express routes by transporting customers within a

community on shorter trips.

Since the last triennial performance audit, RTA has decreased its regional and local service from 37

routes in FY2012 to 35 routes in FY2015 (route numbers ranging from 1 to 79). All 35 routes

operate Monday through Friday. Most routes also operate on the weekends.

CommuterLink Routes: These regional express routes provide limited-stop service designed to

primarily transport commuters to and from employment sites and provide connectivity to transit

operations heading outside of western Riverside County, such as Metrolink. These buses use the

freeway system to provide faster service.

During the audit period, FY2013 to FY2015, RTA eliminated one CommuterLink route.

CommuterLink routes provide service for long-distance commuters traveling to Metrolink, Coaster,

and Sprinter rail stations; business parks; shopping malls; and regional transit facilities. Service

operates primarily on the weekdays only.

Dial-A-Ride Service: RTA is the designated Consolidated Transportation Service Agency (CTSA)

for Western Riverside County. RTA’s senior, disabled and Americans with Disabilities Act (ADA)

service is referred to as Dial-A-Ride (DAR) service. In accordance with the ADA, RTA provides

wheelchair lift equipped vehicles for curb-to-curb, shared-ride transportation services. Reservations

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for service must be made at least 24 hours in advance, with the option to call up to 3 days in advance.

DAR operates during the same days and hours as fixed route buses within a ¾ mile range of routes.

Pick-up times are scheduled within one hour before or one hour after each rider’s requested pick-

up time.

All ADA Priority DAR riders must apply and be certified for the service to become eligible. RTA

reduced the average application processing time from 21 days to 7 days. Personal Care Attendants

(PCAs) and companions are also able to ride DAR service with an ADA Priority DAR rider. PCAs

can ride at no cost, however companions and children are required to pay a fare. ADA Priority DAR

riders are eligible for trips throughout the RTA service area within ¾ mile of fixed routes.

Seniors 65 years and older and persons with disabilities who do not meet ADA Priority Criteria are

eligible for local DAR service within a single city and within ¾ mile of fixed routes. Companions

are not eligible for these riders. This policy ensures that space is available for those attending to

ADA Priority passengers. The rider will need to present proof of disability or age eligibility at the

pick-up location.

The base fare for DAR service is $3.00 per passenger, per boarding. The maximum fare is $9.00

per one-way trip and is based on the number of city zones that the rider travels. Depending on where

the trip begins and ends, the rider may be required to transfer.

In an effort to improve the availability of appointment time slots and make DAR service more

efficient for passengers, RTA has adopted a no-show policy that is designed to limit the number of

late cancellations and no-shows. Any DAR rider who is a no-show or cancels their trip after 6 PM

the day before their scheduled pick-up may be given penalty points. If a passenger accumulates a

specific number of points over a period of time, their service will be temporarily suspended.

Transit Centers: RTA has three primary transit centers to support its bus network. These transit

centers include the Riverside Downtown Terminal, Corona Transit Center, and Perris Transit

Center. RTA also has other major transfer points including the Galleria at Tyler, University of

California Riverside, Moreno Valley Mall, Riverside County Regional Medical Center, Moreno

Valley College, Hemet Valley Mall, Mount San Jacinto College, Lake Elsinore Outlet Center,

Temecula Promenade Mall, and County Administration Building, among others. As per the

FY2015-FY2017 Short Range Transportation Plan, a feasibility is underway for the Twin Cities

Transit Center. This proposed center would provide increased transit access to the cities of

Temecula and Murrieta.

RTA provides connections to five Metrolink Stations located within the RTA service area. These

stations include North Main Corona, West Corona, Riverside-La Sierra, Pedley, and Riverside-

Downtown.

Service Span

The hours of operations depends on route classification. Directly operated fixed route service on

weekdays begins between 4:00 AM and 6:30 AM and ends between 8:00 PM and 10:00 PM,

depending on route. Contracted fixed route service begins between 5:00 AM and 7:30 AM and ends

between 6:30 PM and 9:00 PM. DAR service span is based on the hours of fixed-route service,

Item 10 49

excluding express service. In September 2014, RTA added later weekday service on routes 1, 15,

16, 19, 20, 31, and 32. Saturday service was added on routes 61, 74, and 79 as part of the JARC-

funded extended service project in May 2014.

Table I-1 Service Span

Route Classification

Weekday Saturday Sunday Start End Start End Start End

Local (Directly Operated) 4:30-6:30 AM 8:00-10:00 PM 5:30-7:30 AM 7:00-9:00 PM 6:30-8:30 AM 6:00-8:00 PM

Local (Contracted) 5:30-7:30 AM 6:30-8:30 PM 6:30-8:30 AM 6:00-8:00 PM 6:30-8:30 AM 5:30-7:30 PM

Regional (Directly Operated) 4:00-6:00 AM 8:30-10:30 PM 5:00-7:00 AM 7:30-9:30 PM 6:00-8:00 AM 6:30-8:30 PM

Regional (Contracted) 5:00-7:00 AM 7:00-9:00 PM 6:00-8:00 AM 6:30-8:30 PM 6:00-8:00 AM 6:00-8:00 PM

Rural 6:00-8:00 AM 6:00-8:00 PM 6:00-8:00 AM 6:00-8:00 PM 6:00-8:00 AM 6:00-8:00 PM

Express (CommuterLink) Peak Hours Not Applicable Not Applicable

Trolley or Special Varies Based on Targeted Market or Community

Bus Rapid Transit 4:00 AM 10:00 PM 5:00 AM 9:00 PM 5:00 AM 9:00 PM

Dial-A-Ride Based on Hours of Fixed-Routes, Excluding Express and BRT

Source: FY2014-FY2016 Short Range Transit Plan

Fares

RTA’s current fare structure is shown in Table I-2. There were no fare increases during the audit

period. The last fare increase was in FY2009 for fixed route service and FY2010 for DAR service.

In FY2010, the DAR fare structure began using zones. In July 2013, RTA began offering discounted

fares to veterans, active duty military, police, and fire personnel. The discount for these groups was

set at the senior/disabled/Medicare discount for fixed route and CommuterLink services.

Table I-2 Fare Structure

Fixed Route Cash Day Pass 7-Day Pass 30-Day Pass

Full Fare $ 1.50 $ 4.00 $ 16.00 $ 50.00

Senior (60+) / Disability / Medicare $ 0.70 $ 2.00 $ 16.00 $ 23.00

Student (grades 1-12) $ 1.50 $ 4.00 $ 16.00 $ 35.00

Children under 47" $ 0.25 n/a n/a n/a

Veteran $ 0.70 $ 2.00 $ 16.00 $ 23.00

CommuterLink Cash Day Pass 30-Day Pass

Full Fare $ 3.00 $ 7.00 $ 75.00

Senior (60+) / Disability / Medicare $ 2.00 $ 5.00 $ 50.00

Student (grades 1-12) $ 3.00 $ 7.00 $ 75.00

Children under 46" $ 2.00 n/a n/a

Veteran $ 2.00 $ 5.00 $ 50.00

Item 10 50

Dial-A-Ride Fare Ticket Book Notes

Regular Fare $ 3.00 $ 30.00 Per zone; max fare $9.00

Personal Care Attendant Free Only ADA-certified riders

Additional Companion $ 3.00 If space available

Children under 47” $ 0.50 Per zone; only ADA-certified riders Source: RTA Website

RTA operates cooperative fare and subsidy programs, including:

University of California, Riverside - U-Pass Program, Route 51 Crest Cruiser

Riverside City College - Go-Pass Program

Moreno Valley College - Go-Pass Program

La Sierra University - U-Pass Program

California Baptist University - U-Pass Program

Mount San Jacinto College - Go-Pass Program

City of Riverside - City Pass for Employees

City of Temecula - Route 55 Harveston Shuttle

County of Riverside - Route 50 Jury Trolley

RTA also has transfer agreements with the following transit agencies:

Corona Cruiser, Omnitrans, and Pass Transit (Banning and Beaumont): 1-Day and multi-

day passes are accepted for base fare ($1.50 for General/Youth and $.70 for Senior/ Disabled

with proper ID) on local fixed route buses at transfer locations only. It is not valid on

CommuterLink or Dial-A-Ride.

Orange County Transportation Authority (OCTA): 1-Day and multi-day are accepted on

Route 216 only in Orange County and only for base fare ($1.50 for General/Youth and $.70

for Senior/ Disabled with proper ID). Additional fare is required. OCTA passes are not

accepted in Riverside County.

Metrolink: RTA accepts valid Metrolink passes for the full fare on routes that serve

Metrolink stations for customers traveling to or from a Metrolink station during the period

from one hour before to one after Metrolink's service hours. The Metrolink pass must be

valid on the day of travel. New, unvalidated 10-trip Metrolink passes carried by passengers

traveling to Metrolink stations are also accepted on boardings as those pass-holders are

required to validate their new passes at the stations. Metrolink passes are not valid on DAR

service.

Item 10 51

Vehicle Fleet

In FY2015, there were a total of 301 revenue vehicles in the RTA fleet. Fixed route vehicles totaled

203 (124 for directly operated service and 79 for contracted service), while demand response

vehicles totaled 98. The fixed route fleet has been converted to Compressed Natural Gas (CNG)

fuel with the exception of selected contracted fixed route vehicles. The contracted fixed route

vehicles were operated and maintained by Empire Transportation starting in FY2012. DAR vehicles

were operated and maintained by Southland Transit until January 2014. Transdev took over the

operations and maintenance for DAR service starting in February 2014.

Replacement and expansion of the fleet is determined by the Fleet Management Plan. Due to the

shorter useful life of the contracted vehicles, replacement of contracted vehicles is on-going.

The older fleet of directly operated fixed route vehicles reached the end of their useful lives during

the early portion of the audit period. RTA purchased 97 40-foot CNG buses from Gillig Corporation.

Vehicle delivery began in February 2014. The entire directly operated fleet was replaced during the

audit period. RTA was able to keep a less than 20 percent spare ratio during the fleet replacement.

The replacement buses have state-of-the-art technologies to provide enhanced passenger safety,

better fuel efficiency, and decreased emissions.

Fleet Facilities

RTA operates directly operated fixed route service out of two facilities, one located in the City of

Riverside and the other in the City of Hemet. While operations and maintenance are provided at

both facilities, RTA administration is located in the main Riverside office. Contracted fixed route

and DAR services are operated out of two facilities in the City of Perris. Compressed Natural Gas

(CNG) is available at the Riverside and Hemet facilities for the agency’s alternative fueled fleet.

Because of the extensive investment needed for CNG technology and fueling stations, RTA’s

maintenance facility in Hemet also serves as a public fueling station for CNG vehicles. Access is

available for fueling by other agencies including Omnitrans and the City of Riverside on an

emergency basis. RTA generates additional revenue from the sale of CNG. The current facilities

are capable of accommodating present operations and have room for limited expansion if necessary.

Audit Period Highlights

Several notable events occurred at RTA during the audit period, including the following:

RTA experienced steady ridership growth and record ridership levels, due to factors

including the continued economic recovery, increases in college/university student

ridership, and overall customer satisfaction. RTA fixed route ridership increased from 8.4

million in FY2012 to 9.2 million in FY2015.

RTA received a Clean Air Award in the category of Model Community Achievement from

the South Coast Air Quality Management District (SCAQMD) in October 2013, for its use

of compressed natural gas (CNG) vehicles, highly successful student ride programs, and

involvement in public advocacy to promote public transportation.

Item 10 52

RTA opened new modernized bus stops and shelters at the Galleria at Tyler in October 2014.

These new stops and shelters include solar lighting and digital signs that display real-time

bus arrival information.

RTA conducted a Comprehensive Operational Analysis (COA) during the audit period, to

evaluate potential changes to its services. RTA implemented the first phase of COA

recommendations in January 2015, which included increases to frequencies and service

spans on high productivity routes.

RTA continued work on the Route 1 RapidLink bus rapid transit project between the

University of California at Riverside, downtown Riverside, and Corona. The RapidLink

project is scheduled to begin service in late 2017 and will provide riders with significant

time savings.

RTA modified some of its routes in order to provide connections to the new Metrolink Perris

Valley commuter rail line, which is scheduled to begin revenue service in mid-2016. The

modifications included schedule changes for timed transfers, changes to service spans, and

two new routes in Moreno Valley.

Challenges between California transit agencies and the U.S. Department of Labor regarding

California’s Public Employees’ Pension Reform Act (PEPRA) of 2013 resulted in a freeze

to federal grant funding during a portion of the audit period. RTA, working closely with

RCTC, continued transit operations without disruption. RTA put a freeze on the delivery of

some capital projects that were not necessary for day-to-day operations.

Item 10 53

Section II

Operator Compliance Requirements

This section of the audit report contains the analysis of RTA’s ability to comply with state

requirements for continued receipt of TDA funds. The evaluation uses the guidebook, Performance

Audit Guidebook for Transit Operators and Regional Transportation Planning Agencies, September

2008 (third edition), which was developed by the Department of Transportation (Caltrans) to assess

transit operators. The guidebook contains a checklist of eleven measures taken from relevant

sections of the Public Utilities Code and the California Code of Regulations. Each of these

requirements is discussed in the table below, including a description of the system’s efforts to comply

with the requirements. In addition, the findings from the compliance review are described in the

text following the table.

TABLE II-1 Operator Compliance Requirements Matrix


Reference Compliance Efforts

The transit operator submitted annual

reports to the RTPE based upon the

Uniform System of Accounts and

Records established by the State

Controller. Report is due 90 days

after end of fiscal year (Sept. 28) for

paper filing, or 110 days (Oct. 18) if

filed electronically (internet).

Public Utilities Code,

Section 99243 Completion/submittal dates (internet filing):

FY 2013: November 19, 2013

*Original filing on September 24, 2013

FY 2014: September 30, 2014

FY 2015: September 24, 2015

Source: State Controller Reports

Conclusion: Complied.

The operator has submitted annual

fiscal and compliance audits to its

RTPE and to the State Controller

within 180 days following the end of

the fiscal year (Dec. 27), or has

received the appropriate 90 day

extension by the RTPA allowed by

law.

Public Utilities Code, Section 99245

Completion/submittal dates:

FY 2013: December 9, 2013

FY 2014: October 29, 2014

FY 2015: October 21, 2015

Source: Financial Statements


Item 10 54




The CHP has, within the 13 months

prior to each TDA claim submitted

by an operator, certified the

operator’s compliance with Vehicle

Code Section 1808.1 following a

CHP inspection of the operator’s

terminal.


Section 99251

RTA participates in the CHP Driver Pull Notice

Compliance Program in which the CHP has

conducted inspections within the 13 months prior

to each TDA claim submitted by the Authority.

The inspection dates applicable to this audit for

the directly operated Riverside facility include:

CHP inspections are also conducted at each of

RTA’s other directly operated and contracted

facilities.


The operator’s claim for TDA funds

is submitted in compliance with rules

and regulations adopted by the

RTPA for such claims.


Section 99261

As a condition of approval, RTA’s annual claims

for Local Transportation Funds and State Transit

Assistance is submitted in compliance with rules

and regulations adopted by RCTC.


If an operator serves urbanized and

non-urbanized areas, it has

maintained a ratio of fare revenues to

operating costs at least equal to the

ratio determined by the rules and

regulations adopted by the RTPA.


Section 99270.1

RTA is subject to Section 99270.1 and is required

to achieve or exceed a mandatory blended

farebox recovery ratio target established by

RCTC.

Target Actual*

FY 2013: 17.49% 28.90%

FY 2014: 17.55% 26.55%

FY 2015: 17.44% 26.48%

*Includes eligible non-fare revenue in

calculation.



The operator’s operating budget has

not increased by more than 15% over

the preceding year, nor is there a

substantial increase or decrease in

the scope of operations or capital

budget provisions for major new

fixed facilities unless the operator

has reasonably supported and

substantiated the change(s).


Section 99266

Percentage change in RTA’s operating budget

does not exceed 15% over the preceding year:

FY 2013: + 7.3%

FY 2014: + 6.6%

FY 2015: + 8.2%

Source: Operating Expense v. Budget Summary

Reports


FY13 FY14 FY15

Riverside 5/17/13 5/21/14 5/20/15

Hemet 5/20/13 5/13/14 5/12/15

Perris-

CFR

1/17/13 1/29/14 1/22/15

Perris-

DAR 11/6/13 4/24/14 5/7/15

Item 10 55




The operator’s definition of

performance measures are consistent

with Public Utilities Code Section

99247, including (a) operating cost,

(b) operating cost per passenger, (c)

operating cost per vehicle service

hour, (d) passengers per vehicle

service hour, (e) passengers per

vehicle service mile, (f) total

passengers, (g) transit vehicle, (h)

vehicle service hours, (i) vehicle

service miles, and (j) vehicle service

hours per employee.

Public Utilities Code, Section 99247

RTA performance measures are defined in

accordance with PUC requirements.

Conclusion: Complied

If the operator serves only an

urbanized area, it has maintained a

ratio of fare revenues to operating

costs at least equal to one-fifth (20

percent), unless it is in a county with

a population of less than 500,000, in

which case it must maintain a ratio of

fare revenues to operating costs at

least equal to three-twentieths (15%),

if so determined by the RTPE.

Public Utilities Code, Section 99268.2,

99268.3, & 99268.1

Per Section 99270.1, RTA must meet a blended

farebox recovery ratio target. The blended

farebox recovery ratio was met during this

period.

Conclusion: Not Applicable.

If the operator serves only a rural

area, it has maintained a ratio of

fare revenues to operating costs at

least equal to one-tenth (10

percent).


Section 99268.2,

99268.4, & 99268.5

Per Section 99270.1, RTA must meet a blended

farebox recovery ratio target. The blended

farebox recovery ratio was met during this

period.

Conclusion: Not Applicable.

The current cost of the operator’s

retirement system is fully funded

with respect to the officers and

employees of its public transportation

system, or the operator is

implementing a plan approved by the

RTPE, which will fully fund the

retirement system for 40 years.


Section 99271

As described in the annual fiscal audit, RTA

contributes to the California Public Employees

Retirement System (PERS). Employees are

required to contribute 7 percent of their annual

salary. RTA, as the employer, is also required to

contribute at an actuarially determined rate

calculated as a percentage of payroll.



Item 10 56




If the operator receives state transit

assistance funds, the operator makes

full use of funds available to it under

the Urban Mass Transportation Act

of 1964 before TDA claims are

granted.

California Code of

Regulations, Section

6754(a)(3)

RTA utilizes federal funds that are available to

the agency, as reported in the annual State

Controller reports.

FY 2013: Operations ($13,048,062)

Capital ($6,820,234)

FY 2014: Operations ($12,106,262)

Capital ($10,322,404)

FY 2015: Operations ($4,764,438)

Capital ($2,460,602)

Source: State Controller Reports


Findings and Observations from Operator Compliance Requirements Matrix

1. RTA was in total compliance with applicable requirements of TDA, including TDA

definitions of performance measures consistent with Public Utilities Code Section 99247.

RTA revised its calculation of FTEs reported to the State Controller’s Office per a prior

performance audit recommendation to align the metric of vehicle service hours per

employee in a manner consistent with the PUC.

2. RTA’s operating budget increased during each year of the audit period However, the

increase was within the acceptable limit of 15%. This increase in operating budget was

correlated to service increases made during the study period.

3. The blended farebox recovery ratio target established by RCTC for RTA service was met in

each year of the audit. Including eligible non-fare revenue, the farebox recovery ratio was

28.90 percent in FY2013, 26.55 percent in FY2014, and 26.48 percent in FY2015, according

to the annual financial statements.

4. In response to the recommendations made in the previous audit, RTA began submitting

separate reports to the State Controller’s Office for general public service and for elderly

and senior specific services starting in FY2013. The reporting is consistent with the Transit

Operators Financial Transactions Report Instructions.

Item 10 57

Section III

Prior Triennial Performance Audit Recommendations

The FY2010-FY2012 TDA triennial performance audit provided three major recommendations.

1. Revise calculation for full-time equivalent employees (FTEs) reported to the State

Controller’s Office.

From Public Utilities Code (PUC) Section 99247: “vehicle service hours per employee

means the vehicle service hours divided by the number of employees employed in

connection with the public transportation system, based on the assumption that 2,000 person-

hours of work in one year constitute one employee. The count of employees shall also

include those individuals employed by the operator which provide services to the agency

of the operator responsible for the operation of the public transportation system even though

not employed in that agency” (i.e., contractor staff).

The TDA definition of full-time-equivalent (FTE) employee count is the number of

transportation system-related hours worked by persons employed in connection with the

public transportation system, including contractor staff, divided by 2,000. RTA currently

reports FTEs as the number of total vehicle hours divided by 2,000. While the PUC section

is subject to interpretation, we recommend that RTA should revise its calculation of FTE’s

reported to the State Controller’s Office. Starting in FY2013, RTA should report FTE’s as

the total chargeable hours for all direct and contracted employees divided by 2,000 hours.

Update

In FY2013, RTA updated its FTE calculation methodology. The updated methodology was

consistent with the recommendation to calculate FTEs as the total chargeable hours for all

direct and contracted employees divided by 2,000 hours. Total vehicle service hours are then

divided by the FTEs to generate the correct performance measure. The revised methodology

was implemented in the FY2013 SCO report and was determined to be consistent with the

PUC. The updated methodology was also implemented in the FY2014 and FY2015 SCO

reports.

2. Prepare and submit separate State Controller Reports for general public transit and

specialized service for elderly and disabled.

RTA had historically submitted an annual Transit Operators Financial Transactions Report

to the State Controller combining information for both general public and specialized

service for elderly and disabled. Although the State Controller’s Office had not provided

notice to RTA, written instructions by the State to prepare this particular report required

separate reporting of these modes. In the General Instruction Form completed by the transit

agency, a selection must be made as to which mode of transit is represented in the report.

The options are general public use or elderly/disabled.

Item 10 58

The Transit Operators Financial Transactions Report Instructions contain the following

passages under the General Instruction Form:

Transit operators providing two types of service, (general public use and transit service

exclusively for the elderly/handicapped) must complete a separate report for each type of

service.

… a separate report must be filed for each type of service provided: General Public Use

Service or Specialized Service exclusive for elderly and/or handicapped. For example, if an

agency has received Article 4 and Article 8(c) monies to provide General Public Use

Service, the agency should submit one report. If that agency has also received Article 4

monies to provide Specialized Service for the elderly and/or handicapped, then a report

must be submitted for the Specialized Service operations.

The submission of separate reports to the State Controller will demonstrate RTA’s pro-

active approach to compliance with State reporting instructions.

Update

In FY2013, RTA submitted two separate State Controller Reports for general service and

for specialized service for the elderly / disabled. The FY2013 reports were both in

compliance with the Transit Operators Financial Transactions Report Instructions. The

State Controller Reports submitted for FY 2014 and FY2015 were also in compliance with

the language in the Transit Operators Financial Transactions Report Instructions.

3. Improve on-time performance of directly operated fixed route service.

As ridership continues to increase, the vehicle loads of the buses will increase. During the

audit period, the increase in vehicle loads and traffic conditions/detours impacted on-time

performance for directly operated fixed route service. On-time performance went down from

93 percent in FY2009 to 83 percent in FY2012. With these type of occurrences expected to

be on-going and outside of RTA’s direct control, including the SR 91 HOV lane project and

other road construction projects in western Riverside County, RTA should continue to

actively pursue means to improve on-time performance via service and schedule

modifications and recommendations made through current planning analysis.

Update

On-time performance increased overall from 83% in FY2012 to 86% in FY2015. The

FY2015 on-time measure was above the RTA mandated target of 85%. However, on-time

performance was below the target level in FY2013 and FY2014 respectively. While on-time

performance is susceptible to external factors, RTA has implemented policies to improve

on-time performance. The introduction of Transit Signal Priority has been implemented on

Route 1 along the along the University Avenue and Magnolia Avenue corridors. RTA has

also streamlined the boarding process for college students by implementing magneticstripe

university IDs which are compatible with RTA fareboxes. This has reduced dwell time

associated with fare purchase. RTA should closely monitor forecasted demographic and

transportation patterns and develop further policies to improve on-time performance.

Item 10 59

Section IV

TDA Performance Indicators

This section reviews RTA’s performance in providing transit service to the community in an

efficient and effective manner. TDA requires that at least five specific performance indicators be

reported, which are contained in the following tables. Farebox recovery ratio is not one of the five

specific indicators, but is a requirement for continued TDA funding. Therefore, farebox calculation

is also included. Two additional performance indicators, operating cost per mile and average fare

per passenger, are included as well. Findings from the analysis are contained in the section following

the tables.

Tables IV-1 through IV-5 provide the performance indicators for the following services:

Systemwide

Fixed Route, Directly Operated

Fixed Route, Contracted

General Public (total of fixed route directly operated and contracted)

Demand Response (Dial-A-Ride)

Graphs are also provided to depict the trends in the indicators. Data in the tables and graphs were

derived from several sources, including National Transit Database (NTD) reports and State

Controller Reports. Sources are noted in footnotes below the tables.

Item 10 60

Table IV-1 TDA Performance Indicators

Systemwide

Verified TDA Statistics & Base Year

Audit Review Period %

Change

Performance Indicators

FY12

FY13

FY14

FY15 FY12- FY15

Operating Costs(1) $48,094,580 $52,541,187 $54,702,446 $59,227,677 23.1%

Unlinked Passengers 8,800,273 9,242,793 9,568,758 9,651,592 9.7%

Vehicle Service Hours 625,224 673,855 698,810 734,211 17.4%

Vehicle Service Miles 10,442,450 10,782,939 10,960,424 11,565,366 10.8%

Employee FTEs 651 662 677 699 7.4%

Passenger Fare Revenue $10,239,289 $10,626,489 $10,872,928 $11,244,622 9.8%

Operating Cost per Passenger $5.47 $5.68 $5.72 $6.14 12.3%

Operating Cost per Vehicle Service Hour

$76.92

$77.97

$78.28

$80.67

4.9%

Operating Cost per Vehicle Service Mile

$4.61

$4.87

$4.99

$5.12

11.2%

Passengers per Vehicle Service Hour 14.08 13.72 13.69 13.15 -6.6%

Passengers per Vehicle Service Mile 0.84 0.86 0.87 0.83 -1.0%

Vehicle Service Hours per Employee FTE

960

1,018

1,032

1,050

9.4%

Average Fare per Passenger $1.16 $1.15 $1.14 $1.17 0.1%

Farebox Recovery Ratio(2) 21.3% 20.2% 19.9% 19.0% -10.8%

Percentage Change 1.8%

1.0%

1.0%

3.8% Consumer Price Index (CPI-All)

(1) Operating costs exclude depreciation, charter, and vehicle lease costs.

(2) Farebox recovery ratio reflects only fare revenues and does not include eligible non-fare revenue allowed by RCTC. The compliance requirements in the prior chapter show the audited farebox ratio inclusive of all allowable revenues and operating expenses consistent with RCTC policy.

Sources: NTD and State Controller Reports

Item 10 61


Fixed Route, Directly Operated



Change


FY12

FY13

FY14

FY15 FY12- FY15

Operating Costs(1) $28,606,235 $32,224,872 $32,823,182 $36,259,795 26.8%




Employee FTEs 306 323 337 369 20.6%




$96.05

$101.90

$99.88

$99.91

4.0%


$6.83

$7.26

$7.09

$7.06

3.4%

Passengers per Vehicle Service Hour

22.78

22.57

22.57

20.61

-9.5%

Passengers per Vehicle Service Mile

1.62

1.61

1.60

1.46

-10.1%


973

979

975

984

1.1%




1.0%

1.0%





Item 10 62


Fixed Route, Contracted



Change


FY12

FY13

FY14

FY15 FY12- FY15

Operating Costs(1) $9,909,469 $10,186,307 $10,670,257 $11,677,539 17.8%




Employee FTEs 159 149 151 151 -5.0%




$60.79

$63.37

$62.44

$63.08

3.8%


$3.30

$3.53

$3.60

$3.69

11.9%


10.03

10.66

10.20

9.47

-5.6%


0.54

0.59

0.59

0.55

1.8%


1,025

1,079

1,132

1,226

19.6%

Average Fare per Passenger $1.28 $1.23 $1.20 $1.20 -6.4%



1.0%

1.0%





Item 10 63


General Public Service (Directly Operated and Contracted Fixed Route)



Change


FY12

FY13

FY14

FY15 FY12- FY15

Operating Costs(1) $38,515,704 $42,411,179 $43,493,439 $47,937,334 24.5%




Employee FTEs 465 473 487 521 12.0%




$83.58

$88.91

$87.07

$87.47

4.6%


$5.35

$5.79

$5.73

$5.77

7.9%


18.27

18.55

18.34

16.85

-7.8%


1.17

1.21

1.21

1.11

-5.0%


991

1,008

1,026

1,052

6.1%

Average Fare per Passenger $1.06 $1.03 $1.03 $1.04 -1.5%



1.0%

1.0%





Item 10 64


Dial-A-Ride Demand Response Service

Verified TDA Statistics &

Base Year


Change


FY12

FY13

FY14

FY15 FY12- FY15

Operating Costs(1) $9,578,876 $10,130,008 $11,209,007 $11,290,343 17.9%

Unlinked Passengers 379,970 392,981 406,907 417,963 10.0%



Employee FTEs 186 190 189 179 -3.8%




$58.26

$51.46

$56.24

$60.65

4.1%


$2.95

$2.93

$3.33

$3.46

17.3%


2.31

2.00

2.04

2.25

-2.8%


0.12

0.11

0.12

0.13

9.5%


884

1,036

1,055

1,040

17.7%


Farebox Recovery Ratio(2) 13.6% 14.7% 13.2% 14.2% 3.8%


1.0%

1.0%





Item 10 65

Graph IV-1 Operating Costs

Systemwide, General Public and Dial-A-Ride

Graph IV-2 Ridership


General Public Dial-A-Ride Total

$70

$60

$50

$40

$30

$20

$10

$0 FY12 FY13 FY14 FY15


12

10

8

6

4

2

0 FY12 FY13 FY14 FY15

Mil

lio

ns

M

illi

on

s

Item 10 66

Graph IV-3 Operating Cost per Passenger


Graph IV-4

Operating Cost per Vehicle Service Hour Systemwide, General Public and Dial-A-Ride


$30.00

$25.00

$20.00

$15.00

$10.00

$5.00

$0.00 FY12 FY13 FY14 FY15


$100.00

$80.00

$60.00

$40.00

$20.00

$0.00 FY12 FY13 FY14 FY15

Item 10 67

Graph IV-5 Passengers per Vehicle Service Hour


Graph IV-6

Fare Recovery Ratio (Exclusive of Eligible Non-Fare Revenue) Systemwide, General Public and Dial-A-Ride


20.0

15.0

10.0

5.0

0.0 FY12 FY13 FY14 FY15


25% 20% 15% 10% 5%

0%

FY12 FY13 FY14 FY15

Item 10 68

Findings from Verification of TDA Performance Indicators

1. Operating costs for RTA general public service increased by 24.5 percent over the last three

years, which is largely due to service expansion sustained during the audit period. Operating

costs for DAR service increased by 17.9 percent during the last three years. Systemwide

operating costs decreased by 23.1 percent.

2. Ridership on general public service increased by 9.7 percent, from 8.4 million to 9.2 million

passengers. Ridership on DAR service increased by 10.0 percent, from 380,000 to 418,000.

Systemwide ridership increased by 9.7 percent during the audit period.

3. The provision of vehicle service hours and miles for general public service increased by 18.9

percent and 15.4 percent respectively, as RTA increased service levels. DAR vehicle service

hours and miles increased by 13.2 percent and 0.5 percent respectively.



change in inflation during the audit period).

5. Operating cost per vehicle service hour increased by 4.9 percent systemwide and by 4.1

percent for DAR service, and increased by 4.6 percent for general public service. Operating

cost per vehicle service mile increased by 11.2 percent systemwide and by 17.3 percent for

DAR service, and increased by 7.9 percent for general public service.

6. Passengers per vehicle service hour decreased by 6.6 percent systemwide, by 7.8 percent for

general public service, and by 2.8 percent for DAR service. Passengers per vehicle service

mile decreased by 1.0 percent systemwide, by 5.0 percent for general public service, and

increased by 9.5 percent for DAR service.

7. Vehicle service hours per employee Full Time Equivalent (FTE) for general public service

increased by 6.1 percent from 991 in FY2012 to 1,052 in FY2015.

8. The average fare per passenger increased systemwide from $1.16 in FY2012 to $1.17 in

FY2015. Average fare for DAR service increased by 11.3 percent from $3.44 to $3.83

during the audit period. The average fare for general public service decreased by 1.5 percent

from $1.06 to $1.04 during this period.

9. The fare recovery ratio for general public service decreased from 23.2 percent in FY2012 to

20.1 percent in FY2015, while the fare recovery ratio for DAR service increased from 13.6

percent in FY2012 to 14.2 percent in FY2015. The RCTC required farebox is based on a

systemwide audited blended farebox recovery ratio target that accounts for both fixed route

and DAR and includes eligible non-fare revenue such as local Measure A sales tax

contributions and other locally generated revenue. The non-fare revenues raise the farebox

recovery ratio well beyond the minimum standard.

Item 10 69

Section V

Review of Operator Functions

This section provides a review of various functions within RTA. The review highlights

accomplishments, issues, and challenges that were determined during the audit period. The

following functions were reviewed:

Operations / Contract Operations

Maintenance

Administration and Management

Planning

Marketing

Human Resources / Risk Management

Procurement

Information Technology

Operations / Contract Operations

Operations and Contract Operations Departments are responsible for delivering transit service for

all of the agency’s fixed route and demand response operations, both directly and via private

contractors. These departments comprise the coach operators, dispatchers, supervisors, and

managers who provide the daily interface between RTA and the riding public. Operations and

Contract Operations work to maintain scheduled service, manage contracted services, adhere to

regulatory requirements, and improve labor relations.

Operations and Contract Operations Departments prepare key performance indicators (KPI) reports

that track indicators on a systemwide level including discipline violations, overtime hours,

accidents, and lost service hours. Each KPI is reported at least on a monthly basis. Beginning in

July 2013, RTA also reports uncontrolled absences.

Major accomplishments during the audit period include:

Replaced its previous DAR contractor, Southland Transit, in FY2014 with a new contractor,

Transdev.

Continued Cooperative Agreements with other transit operators in the region and RCTC.

In July 2013, RTA began offering discounted fares to veterans, active duty military, police,

and fire personnel. The discount for these groups was set equal to the senior / disabled fare

discount.

Item 10 70

Transitioned routes with high ridership from contracted fixed route service to directly

operated fixed route service.

RTA began the Travel Training Program as a means to encourage capable Dial-A-Ride

customers to learn how to take general bus service. This program was funded using Job

Access and Reverse Commute (JARC) funding. During the year, 352 people took the

training. Since the program’s inception, roughly 85,000 fixed-route bus trips have been

generated and RTA expects to reach 100,000 trips by spring 2014. In FY 2013, the total cost

avoidance was $650,000, and $1.4 million since the program’s inception. The program was

recognized by the SCAG as a recipient of the 2013 Compass Blueprint Recognition Award.

Implemented Transit Signal Priority on the limited stop Route 1 along the University Avenue

and Magnolia Avenue corridors.

Operations Performance

Tables V-1, V-2, and V-3 provide several indicators of operations performance for RTA directly

operated fixed route, contracted fixed route, and contracted demand response services, respectively.

Table V-1 Vehicle Operations Performance Indicators

Directly Operated Fixed Route

Operations Data

Base Year


Change

FY12

FY13

FY14

FY15 FY12- FY15

Cost for Operations $14,215,862 $16,132,694 $16,370,615 $19,031,446 33.9% Operator Salaries and Wages

$6,616,939

$7,059,673

$7,255,259

$8,052,996

21.7% Operator Pay Hours 418,299 440,147 442,030 510,592 22.1% Vehicle Service Hours (VSH)

297,815

316,247

328,615

362,930

21.9% Vehicle Service Miles (VSM)

4,189,091

4,437,385

4,630,432

5,137,177

22.6% Total Vehicle Hours 321,671 340,875 354,233 391,508 21.7% Total Vehicle Miles 4,872,610 5,148,957 5,352,179 5,942,748 22.0% Unlinked Passenger Trips

6,784,928

7,136,358

7,418,222

7,480,111

10.2% Passenger Miles 43,326,772 46,085,533 49,702,660 50,288,970 16.1% Preventable Accidents 28 53 69 79 182.1% Performance Indicators

Veh Ops Cost per VSH $47.73 $51.01 $49.82 $52.44 9.9% Veh Ops Cost per VSM $3.39 $3.64 $3.54 $3.70 9.2% Veh Ops Cost per Passenger Trip

$2.10

$2.26

$2.21

$2.54

21.4% Veh Ops Cost per Passenger Mile

$0.33

$0.35

$0.33

$0.38

15.3% Average Wage per Operator Pay Hour

$15.82

$16.04

$16.41

$15.77

-0.3%

Item 10 71

Operations Data

Base Year


Change

FY12

FY13

FY14

FY15 FY12- FY15

VSH per Operator Pay Hour

0.71

0.72

0.74

0.71

-0.2% VSM per Operator Pay Hour

10.01

10.08

10.48

10.06

0.5% Service Miles per Service Hour

14.07

14.03

14.09

14.15

0.6% Service Hours / Total Hours

92.6%

92.8%

92.8%

92.7%

0.1% Service Miles / Total Miles

86.0%

86.2%

86.5%

86.4%

0.5% Avg Psgr Miles per Psgr Trip

6.39

6.46

6.70

6.72

5.3% Passengers per Revenue Vehicle Hour

22.78

22.57

22.57

20.61

-9.5% Prev Accidents per 100,000 Total Miles

0.57

1.03

1.29

1.33

131.3% On-Time Performance 83.0% 83.0% 85.0% 86.0% 3.6% Percentage Change

1.8%

1.0%

1.0%

3.8%

Consumer Price Index (CPI-All) Source: NTD Reports

Vehicle operations costs for directly operated fixed route service increased by 33.9 percent during

the audit period despite an increase in CPI of 3.8 percent. Operations cost per vehicle service hour

increased by 9.9 percent, and cost per vehicle service mile increased by 9.2 percent. Cost per

passenger trip increased by 21.4 percent and cost per passenger mile increased by 15.3 percent.

Vehicle service hours per operator pay hour decreased slightly by 0.2 percent. Vehicle service miles

per operator pay hour increased by 0.5 percent. Service hours per total hour and service miles per

total mile increased by 0.1 percent and 0.5 percent, respectively.

Service miles provided per service hour, a reflection of average vehicle speed, was approximately

14 miles per hour. Passenger miles per passenger trip, a reflection of average passenger trip length,

increased by 5.3 percent from 6.39 miles to 6.72 miles. Passengers per revenue vehicle hour, a

reflection of vehicle occupancy, decreased by 9.5 percent from 22.78 in FY2012 to 20.61 in

FY2015.

The number of directly operated fixed route preventable accidents per 100,000 miles was 0.57 in

FY2012, 1.03 in FY2013, 1.29 in FY2014, and 1.33 in FY2015 for a net increase of 131.3 percent

over the audit period. On-time performance increased slightly from 83 percent in FY2012 to 86

percent in FY2015, meeting the on-time performance target of 85 percent for directly operated fixed

route service.

Item 10 72


Contracted Fixed Route

Operations Data

Base Year


Change

FY12

FY13

FY14

FY15 FY12- FY15

Cost for Operations $6,664,522 $6,864,475 $6,736,892 $7,358,165 10.4% Vehicle Service Hours (VSH) 163,002 160,749 170,888 185,133 13.6% Vehicle Service Miles (VSM) 3,004,500 2,887,407 2,964,854 3,163,778 5.3% Total Vehicle Hours 197,864 196,342 208,216 222,855 12.6% Total Vehicle Miles 4,023,113 3,974,562 4,117,373 4,353,136 8.2% Unlinked Passenger Trips 1,635,375 1,713,454 1,743,629 1,753,518 7.2% Passenger Miles 14,125,971 13,791,021 13,662,127 13,510,780 -4.4% Preventable Accidents 17 14 16 6 -64.7% Performance Indicators Veh Ops Cost per VSH $40.89 $42.70 $39.42 $39.75 -2.8% Veh Ops Cost per VSM $2.22 $2.38 $2.27 $2.33 4.8% Veh Ops Cost per Passenger Trip

$4.08

$4.01

$3.86

$4.20

3.0% Veh Ops Cost per Passenger Mile

$0.47

$0.50

$0.49

$0.54

15.4% Service Miles Per Service Hour

18.43

17.96

17.35

17.09

-7.3% Service Hours / Total Hours 82.4% 81.9% 82.1% 83.1% 0.8% Service Miles / Total Miles 74.7% 72.6% 72.0% 72.7% -2.7% Avg Psgr Miles per Psgr Trip 8.64 8.05 7.84 7.70 -10.8% Passengers per Revenue Vehicle Hour

10.03

10.66

10.20

9.47

-5.6% Prev Accidents per 100,000 Total Miles

0.42

0.35

0.39

0.14

-67.4% On-Time Performance 93.0% 92.0% 93.0% 93.0% 0.0% Percentage Change

1.8%

1.0%

1.0%

3.8%

Consumer Price Index (CPI- All) Sources: NTD Reports, Contractor Performance Indicator, Monthly, and preventable Accidents Reports

Vehicle operations costs for contracted fixed route service increased by 10.4 percent during the

audit period. By contrast, CPI increased by 3.8 percent during the audit period. Operations cost per

vehicle service hour decreased by 2.8 percent, and cost per vehicle service mile increased by 4.8

percent. Cost per passenger trip and cost per passenger mile both increased by 3.0 percent and 15.4

percent respectively.

Service miles provided per service hour, a reflection of average vehicle speed, decreased from 18.4

miles per hour in FY2012 to 17.1 miles per hour in 2015. The average passenger trip length on

Item 10 73

contracted fixed routes was comparable to trips on directly operated fixed route service. Average

passenger miles per passenger trip decreased by 10.8 percent from 8.64 miles to 7.70 miles. The

vehicle occupancy of buses on contracted fixed routes was lower than on directly operated fixed

routes. This is due in part to the smaller vehicle sizes on contracted routes. Passengers per revenue

vehicle hour decreased by 5.6 percent from 10.03 in FY2012 to 9.47 in FY2015.

The number of contracted fixed route preventable accidents per 100,000 miles was 0.42 in FY2012,

0.35 in FY2013, 0.39 in FY2014, and 0.14 in FY2015 for a net decrease of 67.4 percent over the

audit period. On-time performance stayed constant at 93.0 percent, meeting the on-time

performance target of 90 percent established for contractors.


Dial-A-Ride Demand Response

Operations Data

Base Year


Change

FY12

FY13

FY14

FY15 FY12- FY15

Cost for Operations $5,089,113 $6,030,956 $7,482,740 $8,886,459 74.6% Vehicle Service Hours (VSH)

164,407

196,859

199,307

186,148


3,248,859

3,458,147

3,365,138

3,264,411

0.5% Unlinked Passenger Trips 379,970 392,981 406,907 417,963 10.0% Passenger Miles 4,565,516 4,728,544 5,009,025 5,145,125 12.7% Preventable Accidents 37 24 27 34 -8.1% Performance Indicators Veh Ops Cost per VSH $30.95 $30.64 $37.54 $47.74 54.2% Veh Ops Cost per VSM $1.57 $1.74 $2.22 $2.72 73.8% Veh Ops Cost per Psgr Trip

$13.39

$15.35

$18.39

$21.26

58.7% Veh Ops Cost per Psgr Mile

$1.11

$1.28

$1.49

$1.73

54.9% Service Miles Per Service Hour

19.76

17.57

16.88

17.54

-11.3% Passengers per Revenue Vehicle Hour

2.31

2.00

2.04

2.25

-2.8% Passenger Miles per Passenger Trip

12.02

12.03

12.31

12.31

2.5% Prev Accidents per 100,000 Total Miles

1.14

0.69

0.80

1.04

-8.5% On-Time Performance 93.0% 92.0% 92.0% 92.0% -1.1% Percentage Change

1.8%

1.0%

1.0%

3.8%

Consumer Price Index (CPI-All)

Item 10 74

Vehicle operations costs for DAR service increased by 74.6 percent during the audit period due in

part to the growth in demand for DAR services. Operations cost per vehicle service hour increased

by 54.2 percent and cost per vehicle service mile increased by 73.8 percent, exceeding the growth

in CPI. Cost per passenger trip increased by 58.7 percent, and cost per passenger mile increased by

54.9 percent.

Service miles provided per service hour, a reflection of average vehicle speed, was approximately

20 miles per hour. Passenger miles per passenger trip, a reflection of average passenger trip length,

increased by 2.5 percent from 12.02 miles to 12.31 miles. Passengers per revenue vehicle hour, a

reflection of vehicle occupancy, decreased by 2.8 percent from 2.31 in FY2012 to 2.25 in FY2015.

The number of contracted DAR preventable accidents per 100,000 miles was 1.14 in FY2012, 0.69

in FY2013, 0.80 in FY2014, and 1.04 in FY2015 for a net decrease of 8.5 percent over the audit

period. On-time performance declined by 1.0 percentage points from 93.0 percent in FY2012 to

92.1 percent in FY2015, meeting the on-time performance target of 90 percent established for

contractors.

Review of Methodology for Collection and Reporting Operations Data

Data collection and reporting of operations data, including hours and miles of service, are performed

by several departments within RTA. For directly operated fixed route service, hours and miles are

computed through an Intelligent Transportation System (ITS). For contracted services, hours and

miles are determined based on actual miles and hours driven. For Contract fixed route service,

operations supervisors perform observations at randomly selected timepoints along the routes to

gather performance data. Initially, hours and miles are estimated by the Planning Department based

on the service changes that occur three times per year. The Operations Department measures

schedule variances.

RTA’s primary source of ridership and fare revenue data for directly operated and contracted

services is the GFI fareboxes which show passengers by fare type. Ridership counts from the

Automated Passenger Counters (APCs) are used to validate the farebox data. For directly operated

fixed route service, on-time performance is measured using a Global Positioning Systems (GPS)

based Automated Vehicle Location (AVL) system. For contracted service, RTA collects data from

driver surveys. Since the AVL system has more observations, it is believed to be more accurate.

RTA staff and the contractors are each responsible for collecting and handling cash from fares. For

fixed bus services, the cash reported is compared to what is projected by the GFI farebox. For DAR

service, the cash reported is compared to paper slips. The Finance Department reconciles the actual

and expected revenues. In the event of a discrepancy, RTA uses the higher revenue number. RTA

also conducts surprise in-house audits to maintain staff accountability. Fare revenue and ridership

go into the monthly Productivity Improvement Program (PIP) performance summary report

produced by Finance.

The Contract Operations department oversees contracted transportation services for performance

indicators including on-time performance, miles between roadcalls, DAR no shows, and DAR call

abandonment rates.

Item 10 75

Interagency Agreements

During the audit period, RTA had in place or entered into several operating agreements with partners

in the provision of service. These interagency agreements formalize RTA’s coordination of

intercounty service or transfers with neighboring transit agencies. RTA also entered into agreements

with the City of Riverside and local universities, colleges, and community colleges to provide transit

service and for reduced price passes. These agreements include the following:

Transfer agreements with the City of Beaumont, City of Corona, Metrolink, Orange County

Transportation Agency, Omnitrans, SunLine and Pass Transit.

Service provision agreements with the City of Temecula, County of Riverside Jury Trolley,

Metrolink bus bridge service, RCTC Shuttle, University of California Riverside campus

service

Pass programs with the City of Riverside, University of California Riverside, La Sierra

University, Mount San Jacinto College, Riverside Community College, and Cal Baptist

University

Other cooperative agreements and memorandums of understanding with the City of Corona

DAR service, City of Riverside DAR service, and Orange County Transportation Agency

intercounty operations.

Maintenance

The Maintenance Department maintains the directly operated fixed route fleet. CHP and Federal

Motor Vehicle Safety Standards (FMVSS) recommendations and requirements are being met or

exceeded. For directly operated buses, the current Preventative Maintenance Vehicle Inspections

(PMVIs) are due every 6,000 miles or as per manufacturers’ recommendations during the warranty

period. Each bus that is out of warranty is due for inspection every 10,000 vehicle miles. The

inspections are conducted within a variance of 500 miles from the target mileage.

The PMVI for contracted buses are inspected to ensure quality control weekly by RTA employees.

Contractors perform preventative maintenance on each vehicle in accordance with the contract,

OEM specifications, and/or prescribed by law.

Non-revenue licensed vehicles (relief, staff, and service vehicles) are inspected every 6,000 miles

in accordance with OEM recommendations and/or as prescribed by law. Non-licensed vehicles have

a PMVI every ninety days.

The Maintenance Department prepares a monthly maintenance standards and performance

indicators report that tracks indicators including average miles per gallon, attendance, overtime,

OSHA 300 log, maintenance expenses, cost per mile, vehicle availability, daily average of buses

down for parts, inventory value, training hours, road calls, miles between road calls, and inspections.

Some data is oriented by base facility and is tabulated for each base such as miles per gallon,

roadcalls, and headcounts. The remaining indicators are tracked at a systemwide level.

Item 10 76

Maintenance staff forecast vehicle replacement needs by mileage. Mileage and age for each

individual vehicle are tracked in four separate reports according to service type: directly operated

fixed route buses, contracted fixed route buses, DAR vehicles, and other support/staff vehicles.

It is the joint responsibility of Maintenance Department staff and the Parts Department to identify

all potential warrantable items. During their routine repair and inspection of vehicles, Maintenance

Department staff will mark known parts which have failed and that may be eligible for warranty

claims. The Parts Department then determines if an item is eligible to be processed for a warranty

claim. The Storeroom Supervisor provides all supporting documentation to Accounts Payable for

the collection on warrantable items. Information is entered into the warranty database. The Chief

Procurement and Logistics Officer and Director of Maintenance receive a list of all outstanding

claims by vendor, a summary of money recovered during the month, and updates on any problems

being experienced on a monthly basis or more frequently as needed.

Major accomplishments of the Maintenance Department during the audit period include:

Maintenance facilities passed annual CHP terminal inspections.

Completed replacement of 108 directly operated fixed route fleet vehicle over a one year

period.

Added 39 new vehicles to the Dial-A-Ride fleet.

Successfully implemented the 97 CNG 40-foot replacement buses from Gillig Corporation


Hired facilities manager during the audit period to help with facilities safety and process.

RTA utilized Proposition 1B funds to enhance the safety and security of operational and

maintenance facilities, including projects such as: security lighting upgrades; walls and

fencing; security signage; fire alarm enhancements; facility video surveillance; epoxy shop

floor; emergency supplies; threat & vulnerability assessment; and vehicle surveillance

system.

Item 10 77

Maintenance Performance

Tables V-4, V-5, and V-6 show the trends in maintenance performance for RTA directly operated

fixed route, contracted fixed route, and contracted demand response services, respectively.

Table V-4 Maintenance Performance Indicators


Maintenance Data

Base Year


Change

FY12

FY13

FY14

FY15 FY12- FY15

Cost for Maintenance $7,434,164 $7,497,299 $6,976,772 $7,470,521 0.5% Maintenance Pay Hours 109,690 110,146 111,219 115,100 4.9% Total Vehicle Hours 321,671 340,875 354,233 391,508 21.7% Total Vehicle Miles 4,872,610 5,148,957 5,352,179 5,942,748 22.0% Active Vehicles 94 94 101 124 31.9% Peak Vehicles 80 80 84 92 15.0% Performance Indicators Maintenance Cost per Veh Hour

$23.11

$21.99

$19.70

$19.08

-17.4%

Maintenance Cost per Veh Mile

$1.53

$1.46

$1.30

$1.26

-17.6% Maintenance Cost per Active Veh

$79,087

$79,759

$69,077

$60,246

-23.8% Veh Hours per Maint Pay Hour

2.93

3.09

3.19

3.40

16.0% Veh Miles per Maint Pay Hour

44.42

46.75

48.12

51.63

16.2% Veh Hours per Active Vehicle

3,422

3,626

3,507

3,157

-7.7% Veh Miles per Active Vehicle

51,836

54,776

52,992

47,925

-7.5% Spare Ratio 17.5% 17.5% 20.2% 34.8% 98.8% Miles Between Road Calls

13,078

14,545

24,328

56,064

328.7% Percentage Change

1.8%

1.0%

1.0%

3.8%


Sources: NTD Reports, Miles Between Roadcall Reports

Maintenance costs for directly operated fixed route service increased by just 0.5 percent during the

audit period. Maintenance costs per vehicle hour, per vehicle mile, and per active vehicle decreased

by 17.4 percent, 17.6 percent, and 23.8 percent, respectively. Maintenance performance increased

due to the fact that all of the newly purchased buses were implemented in directly operated service.

Item 10 78

Vehicle hours per maintenance pay hour and vehicle miles per maintenance pay hour, functions of

maintenance productivity, increased by 16.0 percent and 16.2 percent, respectively. Vehicle hours

per active vehicle and vehicle miles per active vehicle decreased by 7.7 percent and 7.5 percent,

respectively.

Total directly operated fixed route vehicle miles between roadcalls showed a 3.3 fold increase

during the audit period from 13,078 miles in FY2012 to 56,064 miles. This improvement stems

from a major decrease in roadcalls during the audit period caused by the introduction of new fleet

vehicles. The vehicle spare ratio increased from 17.5 percent to 34.8 percent as RTA added a large

number of vehicles to the fleet in FY2015.



Maintenance Data

Base Year


Change

FY12

FY13

FY14

FY15 FY12- FY15

Cost for Maintenance $1,403,840 $1,366,173 $1,399,157 $1,533,092 9.2% Total Vehicle Hours 197,864 196,342 208,216 222,855 12.6% Total Vehicle Miles 4,023,113 3,974,562 4,117,373 4,353,136 8.2% Active Vehicles 83 79 79 79 -4.8% Peak Vehicles 66 65 65 67 1.5% Performance Indicators Maintenance Cost per Veh Hour

$7.09

$6.96

$6.72

$6.88

-3.0% Maintenance Cost per Veh Mile

$0.35

$0.34

$0.34

$0.35

0.9% Maintenance Cost per Active Veh

$16,914

$17,293

$17,711

$19,406

14.7% Veh Hours per Active Vehicle

2,384

2,485

2,636

2,821

18.3% Veh Miles per Active Vehicle

48,471

50,311

52,119

55,103

13.7% Miles Between Road Calls

11,022

10,571

12,327

12,160

10.3% Spare Ratio 25.8% 21.5% 21.5% 17.9% -30.5% Percentage Change

1.8%

1.0%

1.0%

3.8%


Sources: NTD Reports, Contractor Performance Indicator, Monthly, and Preventable Accidents Reports

Maintenance costs for contracted fixed route service increased by 9.2 percent during the audit period

due in part to the consolidation of contractor facilities. Maintenance cost per vehicle hour decreased

by 3.0 percent. Maintenance costs per vehicle mile and per active vehicle increased by 0.9 percent,

Item 10 79

14.7 percent respectively. Vehicle hours per active vehicle and vehicle miles per active vehicle

increased by 18.3 percent and 13.7 percent, respectively.

Total contracted fixed route vehicle miles between roadcalls increased by 10.3 percent during the

audit period from 11,022 miles in FY2012 to 12,160 miles in FY2015. The performance target for

miles between roadcalls is 10,000 miles, which was met during all years of the audit period.

The vehicle spare ratio decreased from 25.8 percent to 17.9 percent during the audit period as the

number of peak vehicles required increased from 66 in FY2012 to 67 in FY2015. In FY2015, the

spare ratio fell below the FTA recommended level.


Demand Response

Maintenance Data

Base Year


Change

FY12

FY13

FY14

FY15 FY12- FY15

Cost for Maintenance $2,510,105 $932,219 $1,413,036 $1,107,832 -55.9% Total Vehicle Hours 216,285 230,896 233,781 220,642 2.0% Total Vehicle Miles 3,766,556 4,142,009 3,972,612 3,790,215 0.6% Active Vehicles 93 101 101 105 12.9% Peak Vehicles 85 93 99 97 14.1% Performance Indicators Maintenance Cost per Veh Hour

$11.61

$4.04

$6.04

$5.02

-56.7% Maintenance Cost per Veh Mile

$0.67

$0.23

$0.36

$0.29

-56.1% Maintenance Cost per Active Veh

$26,990

$9,230

$13,990

$10,551

-60.9% Veh Hours per Active Vehicle

2,326

2,286

2,315

2,101

-9.6% Veh Miles per Active Vehicle

40,501

41,010

39,333

36,097

-10.9% Miles Between Road Calls

22,809

72,667

57,574

42,587

86.7% Spare Ratio 9.4% 8.6% 2.0% 8.2% -12.4% Percentage Change

1.8%

1.0%

1.0%

3.8%


Total Vehicle Hours and Miles exclude Supplemental Taxi service. Sources: NTD Reports, Contractor Performance Indicator, Monthly, and Preventable Accidents Reports

Maintenance costs for DAR service decreased by 55.9 percent during the audit period. Maintenance

cost per vehicle hour, per vehicle mile, and per active vehicle decreased by 56.7 percent, 56.1

percent, and 60.9 percent respectively. Vehicle hours per active vehicle decreased by 9.6 percent,

while vehicle miles per active vehicle decreased by 10.9 percent.

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Total DAR vehicle miles between roadcalls showed an 86.7 percent improvement during the audit

period from 22,809 miles in FY2012 to 42,587 miles in FY2015. The vehicle spare ratio decreased

from 9.4 percent to 8.2 percent during the audit period as the number of peak vehicles increased

from 85 in FY2012 to 97 in FY2015.

Administration and Management

Functions of various administrative departments include human resources, labor relations, risk

management, marketing, information technology, finance/accounting, and training.

Each year, the department heads collaboratively develop overarching agency goals. Each

department then forms specific department goals with identified activities and measurements.

Performance for each department goal is tracked and reported quarterly with an annual presentation

to the RTA Board.

Some departments identified goals, such as increase ridership, maximize cost efficiencies, and

continuous service improvements.

Major accomplishments by administration and management during the audit period include:

Met or exceeded all eight Productivity Improvement Program (PIP) metrics established by

RCTC for 100 percent compliance during the FY2013 and FY2014. In FY2015 all metrics

were in compliance except for Cost per Revenue Service Hour.

Used innovative revenue generating practices to off-set declining funding. Examples of such

programs include leasing of facilities, shelter advertising, interest income, and commercial

sale of CNG fuel at the RTA facility in Hemet.

Administrative Performance

Tables V-7, V-8, and V-9 show the trends in administration performance for RTA directly operated

fixed route, contracted fixed route, and contracted demand response services, respectively.

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Table V-7 Administration Performance Indicators


Administrative Data

Base Year


Change

FY12

FY13

FY14

FY15 FY12- FY15

Administration Costs $6,956,209 $8,594,879 $9,475,795 $9,757,828 40.3% Administration Pay Hours 83,787 72,798 72,176 97,528 16.4% Casualty & Liability Costs $155,193 $865,416 $830,832 $1,140,399 634.8% Vehicle Service Hours (VSH)

297,815

316,247

328,615

362,930


4,189,091

4,437,385

4,630,432

5,137,177

22.6% Unlinked Passenger Trips 6,784,928 7,136,358 7,418,222 7,480,111 10.2% Passenger Miles 43,326,772 46,085,533 49,702,660 50,288,970 16.1% Performance Indicators Admin Cost per VSH $23.36 $27.18 $28.84 $26.89 15.1% Admin Cost per VSM $1.66 $1.94 $2.05 $1.90 14.4% Admin Cost per Psgr Trip $1.03 $1.20 $1.28 $1.30 27.2% Admin Cost per Psgr Mile $0.16 $0.19 $0.19 $0.19 20.9% Casualty & Liability Costs per VSM

$0.04

$0.20

$0.18

$0.22

499.2% VSH per Admin Pay Hour 3.55 4.34 4.55 3.72 4.7% VSM per Admin Pay Hour 50.00 60.95 64.15 52.67 5.3% Percentage Change

1.8%

1.0%

1.0%

3.8%

Consumer Price Index (CPI- All)

Source: NTD Reports

Administration costs for directly operated fixed route service increased by 40.3 percent during the

audit period. Administration cost per vehicle hour, per vehicle mile, per passenger trip, and per

passenger mile increased by 15.1 percent, 14.4 percent, 27.2 percent, and 20.9 percent, respectively.

The increase in administration costs was primarily due to the 635 percent increase in casualty and

liability costs during the audit period due to an increase in RTA’s reserve requirement. Casualty

and liability costs increased from $155,000 to $1.14 million during the audit period. Despite the

large increase, casualty and liability costs were lower in this audit period compared to the previous

audit period. Casualty and liability costs were $1.66 million in FY2009, which was considerably

higher than in FY2015.

Directly operated fixed route vehicle hours per administration pay hour and vehicle miles per

administration pay hour, functions of administration productivity, increased by 4.7 percent and

5.3 percent, respectively.

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Administration Data

Base Year


Change

FY12

FY13

FY14

FY15 FY12- FY15

Cost for Administration $1,841,107 $1,955,659 $2,534,208 $2,786,282 51.3% Vehicle Service Hours (VSH)

163,002

160,749

170,888

185,133


3,004,500

2,887,407

2,964,854

3,163,778

5.3% Unlinked Passenger Trips 1,635,375 1,713,454 1,743,629 1,753,518 7.2% Passenger Miles 14,125,971 13,791,021 13,662,127 13,510,780 -4.4% Performance Indicators Admin Cost per VSH $11.29 $12.17 $14.83 $15.05 33.2% Admin Cost per VSM $0.61 $0.68 $0.85 $0.88 43.7% Admin Cost per Psgr Trip $1.13 $1.14 $1.45 $1.59 41.1% Admin Cost per Psgr Mile $0.13 $0.14 $0.19 $0.21 58.2% Percentage Change

1.8%

1.0%

1.0%

3.8%


Source: NTD Reports

Administration costs for contracted fixed route service increased by 51.3 percent during the audit

period. Administration cost per vehicle hour, per vehicle mile, per passenger trip, and per passenger

mile increased by 33.2 percent, 43.7 percent, 41.1 percent, and 58.2 percent respectively.

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Demand Response

Administration Data

Base Year


Change

FY12

FY13

FY14

FY15 FY12- FY15

Cost for Administration $1,979,658 $3,166,833 $2,313,231 $1,296,052 -34.5% Vehicle Service Hours (VSH)

164,407

196,859

199,307

186,148


3,248,859

3,458,147

3,365,138

3,264,411

0.5% Unlinked Passenger Trips 379,970 392,981 406,907 417,963 10.0% Passenger Miles 4,565,516 4,728,544 5,009,025 5,145,125 12.7% Performance Indicators Admin Cost per VSH $12.04 $16.09 $11.61 $6.96 -42.2% Admin Cost per VSM $0.61 $0.92 $0.69 $0.40 -34.8% Admin Cost per Psgr Trip $5.21 $8.06 $5.68 $3.10 -40.5% Admin Cost per Psgr Mile $0.43 $0.67 $0.46 $0.25 -41.9% Percentage Change

1.8%

1.0%

1.0%

3.8%

Consumer Price Index (CPI- All)

Source: NTD Reports

Administration costs for DAR service decreased by 34.5 percent during the audit period.

Administration cost per vehicle hour, per vehicle mile, per passenger trip, and per passenger mile

decreased by 42.2 percent, 34.8 percent, 40.5 percent, and 41.9 percent, respectively.

Planning

The Planning Department develops short- and long-range plans and programs. The Short Range

Transit Plan (SRTP) is prepared by the Planning Department on a regular basis and serves as RTA’s

primary financial, planning, and service policy document. Planning is also responsible for National

Transit Database (NTD) reporting, Title VI analyses, and route/trip specific surveys.

RTA, in coordination with RCTC and the Western Riverside Council of Governments (WRCOG),

conducted a Comprehensive Operations Analysis (COA) during the audit period. The COA was an

in-depth review of the efficiency and effectiveness of RTA’s transit services, with proposed

recommendations for service changes. The COA consisted of six phases:

Phase I: Data Collection

Phase II: Market Assessment

Phase III: Service Assessment

Phase IV: Guiding Principles and Framework

Phase V: Recommendations

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Phase VI: Short, Mid, and Long-Range Plans

The results of the COA helped RTA identify operational and capital improvements to improve

system efficiency and effectiveness. The first phase of COA recommendations were implemented

in January 2015, consisting of increases to frequencies and service spans on high productivity

routes. RTA will migrate the downtown Riverside network from hub and spoke service to grid

service in order to improve efficiency.

RTA is involved in the on-going Riverside Reconnects streetcar feasibility study as a member of

the local steering committee. The city of Riverside will ultimately make the final decision whether

or not to pursue the plan. RTA staff noted that the study was approximately 80 percent complete as

of November 2015.

RTA is underway with a site feasibility study for the Twin Cities Transit Center. The study is

analyzing proposed locations near the Temecula and Murrieta city boundaries. The proposed facility

is expected to include 10-14 bus bays and infrastructure for marshalling vanpools, regional express

buses, and local service buses.

Additional stations are currently being planned in order to better integrate with the Metrolink Perris

Valley Line. In the long term, RTA is developing design concepts for potential bus connectivity

with the California High-Speed Rail project. Passenger stations have been proposed for the two

possible HSR alignments proposed in Riverside County.

In 2015, the agency began the Bus Stop Amenities Strategic Policy. The policy will be coupled with

an inventory of all stop amenities in the service area and will be used to implement a priority plan

for the allocation of amenities based on ridership and equitable distribution. A portion of the Capital

Budget will be set aside for the bus stop amenity improvements.

Marketing

The Marketing Department is responsible for providing information about RTA services, programs,

projects, and activities to existing and potential customers, the community at large, other agencies,

and the media. The Marketing Department prepares informational materials to support transit

operations, including bus schedules, how-to guides, newsletters, and fare media information.

Additional marketing initiatives include:

Redesign of RTA’s website, to optimize web browsing for multiple types of devices

(computers and mobile phones).

Use of several media outlets to promote and market RTA services, including billboards

and radio.

Increasing use of social media to reach customers, such as Facebook, Twitter, and Instagram.

Promotional campaigns and student pass programs.

The Marketing Department also includes customer service and handles customer complaints and

comments. Most customer comments are made through the call center, although RTA also receives

comments through email/online, mail, and front-desk. Comments are entered into a database with

Item 10 85

the date, time, and customer contact information. Each comment that requires follow up is assigned

to a department. All comments have to be closed out with a date stamp input into the database. Each

department can run a report to see what items are still open for their specific department.

Total customer complaints are provided in Table V-10.

Table V-10 Customer Complaints

Customer Complaints Data

Base Year Audit Review Period % Change

FY12

FY13

FY14

FY15 FY12-

FY15 Unlinked Passenger Trips 8,800,273 9,242,793 9,568,758 9,651,592 9.7% Complaints 1,960 1,821 1,674 1,771 -9.6% Complaints per 100,000 Psgr Trips

22

20

17

18

-17.6% Sources: NTD Reports, Customer Complaints

The total number of complaints decreased by 9.6 percent. The number of complaints per 100,000

passenger trips decreased by 17.6 percent from 22 in FY2012 to 18 in FY2015.

The various complaints are categorized for trend analysis. Complaint statistics for operators are

monitored to encourage positive behavior by RTA staff. RTA recognizes best performers (operators

with commendations and zero complaints) on its “Wall of Fame” board. If three or more complaints

are found against a specific coach operator in a quarter, Marketing alerts Operations for further

follow up with that driver who may be subject to corrective action including additional training,

coaching, counseling, or ride-alongs.

Human Resources / Risk Management

The Human Resources Department recruits new hires for the agency, including providing initial

assessment and screening tests. Human Resources is also responsible for worker pay and benefits,

including worker’s compensation claims and certain labor issues. During the audit period the agency

saw an increase in operator salaries and wages of 21.7 percent. The growth in wages was also

coupled by a 22.1 percent increase in operator wage hours during the audit period.

In addition, the following trends in fringe benefits costs and liability costs were identified from RTA

NTD reports:

Directly operated fixed route fringe benefit costs increased by 47.3 percent during the audit

period, from $7.3 million in FY2012 to $10.7 million in FY2015.

Directly operated fixed route casualty and liability costs increased six-fold during the audit

period, from $155,000 in FY2012 to $1.1 million in FY2015.

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The department also implements safety and development courses including ergonomic, training,

and performance improvement classes. In addition, Human Resources is responsible for the

discipline of drivers and retraining of operators after accidents, incidents, or customer service issues.

Procurement

The Procurement & Logistics Department is responsible for procuring a wide range of equipment,

parts, supplies, contractors, vendors, and professional services that are used by RTA.

Accomplishments and challenges of the Procurement & Logistics Department during the audit

period included:

Handled large procurements for revenue and non-revenue vehicles, including a major bus

procurement completed in November 2012.

Worked with the Planning Department and member cities to implement additional bus stop

amenities.

In FY 2014, the Board of Directors also approved the procurement of 25 expansion vehicles,

14 of which are to be allocated for the new Route 1 Limited Stop service and 11 for service

expansion on existing routes.

Funding conflicts related to PEPRA/13(c) delayed projects including a fare collection

system study.

Information Technology (IT)

The Information Technology (IT) Department is responsible for the provision of RTA IT services.

Accomplishments of the IT Department during the audit period included:

Maintained the IT help desk system, including ticket tracking and troubleshooting.

Continued working on rollout of ITS systems (Automated Vehicle Locator (AVL),

Automated Passenger Counter (APC), on-board passenger wireless internet) on a fleetwide

basis, traffic signal priority to more corridors, and real-time vehicle arrival information at

more locations.

In January 2014, RTA was selected to receive Congestion Mitigation and Air Quality

(CMAQ) funds for a new ITS which will be implemented on directly operated and

contracted services.

RTA has introduced an Advanced Traveler Information System (ATIS) which displays real-

time arrival information via digital kiosks. The agency has also been developing a

smartphone app which will provide text-message and e-mail alerts.

Grants Management

RTA tracks grant status through the Capital Tracking Quarterly Report. The report includes federal

grants (FTA Sections 5307, 5309, 5316, 5317), state grants (LTF, STA, Proposition 1-B), and other

grant programs. The report tracks grant status by project. Projects are updated based on activities

which occurred during the quarter. Quarterly updates are made to project completion dates, major

Item 10 87

milestones achieved, and projected milestones for the coming quarter. Additionally, the report

tracks total allocation of funds by funding source, funds spent, and remaining funds for each project.

These provisions enable RTA to stay abreast of outstanding grant monies and to spend down

balances of its various grant allocations.

The Short Range Transportation Plan tracks upcoming grant requests via the Summary of Funds

Requested report. The report tracks requested funding at the project level. Each project lists funding

requests of federal grants (FTA Sections 5307, 5309, 5316, 5317), state grants (LTF, STA,

Proposition 1-B), and other grant programs. An appendix to the report also provides project

description and project justification for capital projects requesting funding.

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Section VI

Findings

The following summarizes the major findings obtained from this Triennial Audit covering FY2013

through FY2015. A set of recommendations is then provided.

1. RTA was in total compliance with applicable requirements of TDA, including TDA

definitions of performance measures consistent with Public Utilities Code Section 99247.

Starting in FY2013, RTA revised its calculation of FTEs reported to the State Controller’s

Office. The revised methodology is now consistent with the Public Utilities Code.

2. Systemwide operating costs increased by 23.1 percent which is in contrast to the Consumer

Price Index which increased by 3.8 percent during the same period. Operating costs for

general public service increased by 24.5 percent while Dial-A-Ride (DAR) service increased

by 17.9 percent. The increase in operating costs reflects the service increases implemented


3. Ridership on general public service increased by 9.7 percent, from 8.4 million to 9.2 million

passengers. Ridership grew faster in this period compared to the previous audit period.

Ridership on DAR service increased by 10.0 percent, from 380,000 to 418,000. Systemwide

ridership increased by 9.7 percent during the audit period.

4. During the previous audit period, RTA reduced service as a cost saving measure in response

to the 2008 economic recession. Starting in 2013, the improving economy allowed RTA to

increase service. Vehicle service hours and miles for general public service increased by

18.9 percent and 15.4 percent respectively, as RTA increased service to pre-recession levels.

DAR vehicle service hours and miles increased by 13.2 percent and 0.5 percent respectively.

The increases were made incrementally in each of the study years. Systemwide vehicle

service hours and vehicle service miles recovered to FY2009 levels in FY2014 and FY2015,

respectively.



change in inflation during the audit period). This is reflective of service expansion that is

faster than growth in ridership during the audit period.

6. Operating cost per vehicle service hour increased by 4.9 percent systemwide, 4.1 percent

for DAR service, and 4.6 percent for general public service. Operating cost per vehicle

service mile increased by 11.2 percent systemwide, 17.3 percent for DAR service, and 7.9

percent for general public service.

7. Passengers per vehicle service hour decreased by 6.6 percent systemwide, by 7.8 percent for

general public service, and by 2.8 percent for DAR service. Passengers per vehicle service

mile decreased by 1.0 percent systemwide and by 5.0 percent for general public service.

Passengers per vehicle service mile increased by 9.5 percent for DAR service.

Item 10 89

8. The average fare per passenger increased systemwide from $1.16 in FY2012 to $1.17 in

FY2015. Average fare for DAR service increased by 11.3 percent from $3.44 to $3.83

during the audit period. The average fare for directly operated service stayed constant at

$1.01 during this period.

9. The blended farebox recovery ratio target established by RCTC for RTA service was met in

each year of the audit. Including eligible non-fare revenue, the farebox recovery ratio was

28.9 percent in FY2013, 26.55 percent in FY2014, and 26.48 percent in FY2015.

10. Vehicle operations cost indicators for directly operated fixed route service generally

increased during the audit period. Over the past three years, operations cost per vehicle

service hour increased by 9.9 percent, cost per vehicle service mile increased by 9.2 percent,

cost per passenger trip increased by 21.4 percent, and cost per passenger mile increased by

15.3 percent. This compares to an inflation adjustment during the audit period of 3.8 percent.

These increases in operating costs can largely be attributed to service expansion back to

and beyond 2009 levels.

11. Vehicle operations cost indicators for contracted fixed route service generally increased

during the audit period. Operations cost per vehicle service mile increased by 4.8 percent

over the last three years, cost per passenger trip increased by 3.0 percent, and cost per

passenger mile increased by 15.4 percent, but cost per vehicle service hour decreased by 2.8

percent. This compares to an inflation adjustment during the audit period of 3.8 percent.

12. DAR vehicle operations cost indicators greatly increased during the audit period. Operations

cost per vehicle service hour increased by 54.2 percent, cost per vehicle service mile

increased by 73.8 percent, cost per passenger trip increased by 58.7 percent, and cost per

passenger mile increased by 54.9 percent.

13. Preventable accidents decreased for contracted fixed route service and DAR. The overall

preventable accident rate per 100,000 total miles increased by 131.3 percent for directly

operated fixed route service, decreased by 67.4 percent for contracted fixed route service, and

decreased by 8.5 percent for DAR service.

14. Maintenance costs for directly operated fixed route service increased by only 0.5 percent

during the audit period. Maintenance costs per vehicle hour, per vehicle mile, and per active

vehicle decreased by 17.4 percent, 17.6 percent, and 23.8 percent, respectively, due to fleet

change over.

15. Administration costs increased by 40.3 percent for directly operated fixed route service and

by 51.3 percent for contracted fixed route service, but decreased by 34.5 percent for DAR

service. In the prior audit period, RTA greatly reduced administrative costs for directly

operated fixed route service in response to the economic recession. In 2014, administrative

costs for directly operated fixed route service returned to 2009 levels, in part due to a re-

Item 10 90

evaluation of RTA’s insurance reserve requirement and subsequent increased cost to fund

the reserve.

16. Directly operated fixed route fringe benefit costs increased by 47.3 percent during the audit

period, from $7.3 million in FY2012 to $10.7 million in FY2015, due to increases in

medical and workers compensation.

17. Directly operated fixed route casualty and liability costs increased six-fold during the audit

period, from $155,000 in FY2012 to $1.1 million in FY2015. In the previous audit period

(FY10-12), casualty and liability costs decreased significantly due to a decrease in the

reserve requirement. The increase during this period stemmed from a re-evaluation of RTA’s

reserve requirement.

Recommendations

1. Enhance analysis of ridership and demographic trends.

(Starting FY2017)

RTA systemwide ridership increased by 9.7 percent during the audit period. Additionally,

the agency implemented several marketing campaigns during this same time. RTA had not

formally analyzed the underlying causes of the ridership increase or formally attempted to

equate marketing efforts to the increase in ridership. RTA should perform more detailed

analysis of customer demographic and regional socioeconomic trends in order to determine

the causes and trends for increased ridership over the audit period. RTA should also increase

customer communication following large scale marketing promotions. Customer

communications can include customer surveys, online polls, and social media presence.

Increasing these types of communications can help RTA gain better understanding of

customer demographics, ridership trends, route trends, agency needs / challenges, overall

reception of marketing programs, customer preferences for accessing RTA data, and other

feedback relevant to advancing marketing goals. Enhanced understanding of ridership and

demographic trends can allow RTA to make more informed / targeted marketing, policy,

and service decisions.

2. Utilize onboard bus systems on contracted bus service.

(Starting FY2017)

RTA currently uses integrated onboard CAD/AVL data feeds to automate NTD reporting

and transfer of maintenance data only on directly operated buses. In order to increase

consistency and streamline data transfer, RTA should implement the integrated CAD/AVL

data feeds on contracted bus services. Additionally, the agency should make real-time

arrival information available for all routes, both publicly through GTFS-real time feeds and

through an agency-branded mobile app. Expanding these technologies to contracted services

would allow RTA to automate annual data reporting and provide better customer service for

the entire system.

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3. Monitor preventable accidents for directly operated bus service.

(Ongoing)

Preventable accidents on directly operated service increased dramatically during the audit

period. From FY2012 to FY2015, the number of preventable accidents increased from 28

to 79, a 182 percent increase. RTA did increase service and implement new buses into the

directly operated fleet during this period. However, the increase in preventable accidents

was disproportionally large compared to the increases in service miles and hours during the

audit period, 22.6 percent and 21.9 percent respectively. RTA should further investigate

primary causes of the accidents, and potentially adjust safety processes and training.

Reducing the number of preventable accidents can improve operator safety and decrease

maintenance costs.

Item 10 92

Documents

September 7, 2016 1:00 p.m. AGENDA Board Administration and … · 2019-05-22 · Transportation Center Monthly Report – May 2016. The motion carried unanimously. Director Bridgette