Short Range Transportation Plan FY 2015 - 2017

City of Montebello Transportation Department City of Montebello – Transportation Department FY 2015 - 2017 SHORT RANGE TRANSPORTATION PLAN

Table of Contents

SECTION 1 – OVERVIEW OF THE TRANSIT SYSTEM

1.1 History of the City of Montebello and Montebello Bus Lines ...... 3 1.2 Governance and Organizational Structure ...... 4 1.3 Transit Services and Areas Served ...... 5 1.4 Ridership ...... 7 1.5 Fare Structure ...... 7 1.6 Fleet, Facility and Equipment ...... 8

SECTION 2 – BUDGET, FUNDING, AND REGULATION

2.1 Operating and Capital Budget...... 10 2.2 Funding Sources...... 10 2.3 Regulatory Requirements ...... 11

SECTION 3 – ACCOMPLISHMENTS, GOALS AND OBJECTIVES

3.1 Past Accomplishments...... 13 3.2 Goals and Objectives ...... 13 3.3 Service and System Evaluation...... 14 3.4 Operations Plan ...... 14 3.5 Marketing Plan ...... 15 3.6 Capital Improvement Program...... 16

SECTION 4 - DATA COLLECTION TABLES

L-1: Fare Structure FY 2014...... 18 L-2: Fleet Inventory FY 2014 ...... 20 L-3: Historical and Projected Fleet Characteristics (FY 2012 - 2014)...... 21 L-4: Historical and Projected Financial Status (FY 2012 - 2014) ...... 22 L-5: TPM/TDA Report Form FY 2012...... 25 L-6: Performance Audit Follow-up...... 28 L-7: Summary of Capital Project Requests (FY 2015 - 2017) ...... 29

FY15 -17 SRTP September 2014 1 ABOUT THE SHORT RANGE TRANSPORTATION PLAN

The Short Range Transportation Plan is a planning tool required by the Los Angeles County Metropolitan Transportation Authority (LACMTA) that works in conjunction with its Transportation Improvement Program (TIP). Collectively, these planning documents establish a blueprint by which to establish a strategy for service planning and future transit growth; and ongoing capital improvements in the regional transportation system. Moreover, the SRTP presents a plan to coordinate future investments, monitor progress on capital projects and respond to changing circumstances.

To that end, the SRTP also ensures that all Federal, State and local reporting requirements are achieved; data collection efforts are coordinated; and operators’ budgets are consistent with LACMTA planning policies and funding assumptions.

FY15 -17 SRTP September 2014 2 SECTION 1 – OVERVIEW OF THE TRANSIT SYSTEM

1.1 History of the City of Montebello and Montebello Bus Lines

City of Montebello - The colorful and romantic history of the City of Montebello dates back to September 9, 1771, during the days of the Franciscan Missionaries. Fathers Angel Somera and Pedro Cambon, under the direction of Father Junipero, established the original San Gabriel Mission in the vicinity of where San Gabriel Boulevard currently crosses the Rio Hondo River. From this settlement, the Fathers dispatched a party of colonists who found the Pueblo de Los Angeles. However, in 1776, the Mission was forced to relocate to its present site in the City of San Gabriel due to heavy rains and flooding.

During the Mexican-American War, Montebello was the site of the Battle of Rio San Gabriel which occurred on January 8, 1847. After the Civil War, an Italian settler established a large ranch in the area. In the late 1800’s, the ranch was divided into town sites and William Mulholland named the area Montebello, which translates to “beautiful hills” in Italian. Until the early 1920’s, Montebello was considered primarily an agricultural community and was known as the “City of Flowers.”

At the end of World War I, oil was discovered in the hills, and rapid development and population growth followed. The City of Montebello was incorporated on October 16, 1920, and grew from 2,582 to 7,064 in population during its first decade. Montebello is located nine miles east of the Los Angeles Civic Center and has a population of approximately 64,000 living in an area of 8.2 square miles

Montebello Bus Lines - Transportation service began in Montebello in 1910 with one motorized coach. As previously stated, Montebello was predominantly an agricultural region but World War I and the discovery of oil in the Montebello Hills quickly transformed the community. By 1917, there were four private companies competing for passengers among the influx of workers drawn to the area.

In 1922, two years after the incorporation of the City of Montebello, the city officially initiated a municipal bus service. Six years later, the city sold the operation to the Motor Transit Company, a division of Southern Pacific Railroad. Motor Transit later became Pacific Electric, operators of the famed “red cars.”

In 1931, the City purchased the lines back from the Motor Transit Company and launched its second municipal bus line. The City purchased a lot on Greenwood Avenue with a fleet of four coaches and began Montebello Bus Lines (MBL). During this period, a 17 passenger coach could be purchased for $2,700 each; a bus driver’s salary was $120 a month and the driver had to purchase his own uniform; and the fare was five cents.

FY15 -17 SRTP September 2014 3 1.2 Governance & Organizational Structure

The City of Montebello conducts operations as a general law city. A five-member, elected city council at-large, governs the City. The City Council authorizes the City Administrator to execute agreements and make decisions relative to transportation matters. The following organizational chart demonstrates the relationship of the Transportation Department to the City’s decision-makers.

TABLE OF ORGANIZATION

City Council

MAYOR MAYOR COUNCIL COUNCIL COUNCIL PRO TEM MEMBER MEMBER MEMBER

CITY ADMINISTRATOR

DIRECTOR OF TRANSPORTATION

ADMINISTRATION DIVISION 19 Employees

MAINTENANCE DIVISION 50 Employees

OPERATIONS DIVISION 183 Employees

SECURITY DIVISION 2 Employees

FY15 -17 SRTP September 2014 4 1.3 Transit Services and Areas Served

MBL is responsible for the City’s transportation services consisting of fixed-route, contract Metrolink shuttle and Dial-A- Taxi services. Notwithstanding an economy that continues to struggle, MBL has successfully maintained its high quality of service resulting in the transportation of over 8.2 million riders in the communities of Alhambra, Bell Gardens, Commerce, East Los Angeles, La Mirada, Los Angeles, Montebello, Monterey Park, Pico Rivera, San Marino, South Gate, Rosemead and Whittier. MBL’s service area population is approximately 950,000 and the service area is approximately 26 square miles.

MBL has an active fleet of 66 fixed-route vehicles. The agency operates seven fixed-routes and express service during the hours of 3:30 a.m. until 11:30 p.m. The all routes operate on weekdays, five routes operate on Saturdays and four routes operate on Sundays.

Line 10 – Whittier Boulevard - Line 10 is a local route that operates between East Los Angeles College in the City of Monterey Park and the Whittwood Town Center in the City of Whittier primarily via Atlantic Boulevard and Whittier Boulevard. A short-line turns around at the Pico Rivera Terminal located on Passons Boulevard. Major destinations and shopping centers on this route include the East Los Angeles College, Garfield High School, Montebello High School, downtown Montebello, Pico Rivera Plaza, Whittier Marketplace, Whittier College, downtown Whittier, the Quad at Whittier, Whittier Hospital Medical Center, and the Whittwood Town Center.

Line 10 provides weekday and weekend services from approximately 3:30 a.m. to 11:30 p.m. Peak headways on this route vary between ten to fifteen minutes.

Line 20 – Montebello Boulevard/San Gabriel Boulevard - Line 20 is a local route that operates between the City of San Gabriel and the southern boundary of the City of Montebello via San Gabriel Boulevard, Montebello Boulevard, and Greenwood Avenue. A short-line turns around at San Gabriel Boulevard and Garvey Avenue. Major destinations and shopping centers include downtown Montebello, Montebello Mart, Montebello Town Square, The Shops at Montebello, Don Bosco Technical Institute and Gabrieland High School.

Line 20 provides weekday and weekend services from approximately 5:30 a.m. to 11:00 p.m. Headways on this route are consistently fifteen minutes all seven days per week.

Line 30 – Garfield Avenue - Line 30 is a local route that operates between Huntington Drive and Stoneman Avenue in the City of San Marino; and Garfield Avenue and Firestone Boulevard in the City of South Gate via Garfield Avenue. In 2001, Montebello Bus Lines assumed operation of this service after LACMTA cancelled their Line 262. Major destinations and shopping centers include the Alhambra Civic Center, Garfield Medical Center, Monterey Park City Hall, Cantwell

FY15 -17 SRTP September 2014 5 Sacred Heart of Mary High School, LA County Department of Public Social Services, Vail High School, Commerce Metrolink Station, Bell Gardens Civic Center, and South Gate Town Center

Line 30 provides weekday and weekend service from approximately 4:45 a.m. to 10:30 p.m. Weekday headways on this route are forty-five minutes and hourly on weekends.

Line 40 – Beverly Boulevard - Line 40 is a local route that operates between the City of Whittier and Downtown Los Angeles. This route primarily travels on Beverly Boulevard, 4th Street and 3rd Street. A short-line turns around at the Grant Rea Park in the City of Montebello. Major destinations and shopping centers include the Beverly Hospital, Montebello Mart, Montebello Civic Center, Montebello Library, Department of Motor Vehicles (DMV), East Los Angeles Civic Center, Roybal Health Center, Roosevelt High School, and Downtown Los Angeles.

Line 40 operates seven days a week from approximately 4:45 a.m. to 11:00 p.m. Peak headways on this route vary between twelve to fifteen minutes.

Line 50 – Washington Boulevard - Line 50 is a local route that operates between the City of La Mirada and Downtown Los Angeles primarily via Washington Boulevard. Major destinations include Downtown Los Angeles, Pershing Square, industrial areas in Los Angeles, Vernon, and Commerce, Commerce City Hall, Pico Rivera Town Center, Santa Fe Springs Town Center, Presbyterian Inter-Community Hospital, Whittier Union High School, Whittier College, Whittier City Hall, The Quad at Whittier, Frontier High School, California High School, Biola University, La Mirada City Hall, and La Mirada Town Center. In 2000, MBL assumed this route after LACMTA cancelled contracted service on their Line 105.

Line 50 operates weekday and Saturday service from approximately 4:30 a.m. to 11:15 p.m. Weekday headways are thirty minutes and hourly on Saturday.

Line 60 – Passons Boulevard - Line 60 is a local route that operates north and south in the City of Pico Rivera primarily via Passons Boulevard. Major destinations and shopping centers include the Pico Rivera Plaza, El Rancho High School and Pico Rivera City Hall. Line 60 also travels through residential areas.

Line 60 provides weekday services from approximately 6:00 a.m. to 7:00 p.m.; weekday headways average thirty-five minutes.

Line 70 - Montebello Circulator - Line 70 is a local route that operates north and south from the Montebello Metrolink Station to The Shops at Montebello within the City of Montebello. Major destinations and shopping centers include the Montebello Metrolink Station, Chet Holifield Park Library, Montebello High School, Schurr High School, Montebello Plaza, and The Shops at Montebello. Line 70 also travels through residential areas.

Line 70 provides weekday services from approximately 5:30 a.m. to 7:00 p.m. Headways on this route are thirty minutes.

FY15 -17 SRTP September 2014 6 Lines 341/342 - Express Service to Downtown LA - Line 342 operates limited stop service between Beverly Boulevard/Norwalk in the City of Whittier and Beaudry/5th Street in Downtown Los Angeles primarily via Beverly Boulevard, 3rd Street and 4th Street. Line 341 is the short-line that ends at the Taylor Ranch Park-n-Ride in the City of Montebello.

Line 341/342 provides weekday peak service from approximately 6:00 a.m. to 7:00 p.m. During peak hours, headways are from twenty to twenty-five minutes.

Montebello Link Service - MBL contracts five Metrolink feeder lines known as the Montebello Link. The Montebello Link is a semi-fixed-route feeder service to and from the Montebello Metrolink Station. This reservation based service utilizes shuttles that meet each arriving Metrolink train in the morning and takes passengers to their respective work sites. The same shuttle picks up Metrolink passengers from their work sites and drops them off at the Metrolink Station in the afternoon.

Dial-A-Taxi - MBL offers Dial-A-Taxi service for seniors age 62 and over; as well as qualified disabled persons of any age and their attendant. Dial-A-Taxi is a demand-responsive transportation service. MBL’s contractor provides transportation within a pre-designated service area and has vehicles equipped with wheelchair lift/ramps. Participants are asked to allow a 30-minute lead-time before pick-up.

1.4 Ridership

In FY 2013, MBL transported 8.2 million riders. Line 10 transports 2,602,119 riders; Line 40 transports 2,809,272 and Line 50 transports 1,123,004. The remaining routes and contracted service make up the balance of the ridership. As economic growth in California continues to progress forward, coupled with service enhancements, future ridership growth is highly anticipated.

1.5 Fare Structure

Adults $1.10 Express Fare $1.30 Students (K-12) $ .75 Senior/Disabled/Medicare Card $. 50 Children (4 & under, limit 2 per paying customer) FREE

Interagency Transfer (IAT) $ .25 Interagency Transfer - Senior/Disabled/ Medicare Card $ .10

Adult Day Pass $3.00 Student Day Pass $2.00 Senior/Disabled/Medicare Day Pass $1.50

FY15 -17 SRTP September 2014 7 GO RIO Transit Card - MBL has been partnered with Rio Hondo Community College since 2007 when the City of Montebello and four other participating transit agencies joined the GO RIO Transit Card program. This fare subsidy program allows full-time Rio Hondo student unlimited rides on LACMTA, the Whittier Sunshine Shuttle, Norwalk Transit, Foothill Transit, and MBL throughout the entire semester. MBL is reimbursed $1.00 per rider from Rio Hondo Community College for each boarding throughout the semester. The success of the GO RIO Transit Card program has prompted MBL to renew the Memorandum of Understanding with Rio Hondo Community College through the FY 2014 school year.

MBL Bus Tokens - In April 2010, MBL reintroduced bus tokens as an alternative to paying cash. Tokens are sold for a $1.00 each, offering a $0.10 discount to MBL patrons. One token is worth a one-way fare ($1.10) and is only accepted on MBL. The agency has been successful in increasing the sales of bus tokens by partnering with third-party vendors to promote and increase revenue. In FY 2013, Bus token sales increased 2.8% from the previous year.

Transit Access Pass (TAP) Program - In August of 2008, MBL joined the Los Angeles County Municipal Operator’s TAP program and replaced the fare boxes onboard the MBL fleet with fare media designed with the TAP technology. TAP allows patrons to load cash value or a fare product on a chip enabled smart card. Each time patrons board and tap their card on the fare box; the correct fare is deducted or recorded as payment.

Other Media - MBL also sells and accepts the EZ transit pass, a regional pass that allows patrons unlimited travel on participating agencies (16 regional municipal bus operators in Los Angeles County). MBL is reimbursed an average cash fare $0.71 for each passenger that uses their EZ transit pass to board its buses.

In addition, MBL accepts LACMTA bus tokens as valid fare media for one-way trips. MBL is reimbursed a full cash fare value for each passenger using a LACMTA bus token. MBL also accepts Access Services cards as fare media and receives reimbursement of $0.50 per ride.

1.6 Fleet, Facility and Equipment

MBL operates a transit fleet of sixty-six active buses compromised of seven diesel powered buses, forty-four hybrid/gasoline and fifteen CNG buses. In accordance with MBL’s Fleet Replacement Schedule, the older diesel buses will be phased out of operation to comply with the South Coast Air Quality Management District requirements.

MBL is housed in its own federally funded facility at 400 South Taylor Avenue, Montebello CA 90640. The facility serves as MBL’s administrative headquarters, transit operations division/yard and maintenance facility. The location is perfectly situated in the center of MBL’s

FY15 -17 SRTP September 2014 8 service area, thereby providing optimal access to the public; as well as offering an ideal site on which to manage its transit services.

FY15 -17 SRTP September 2014 9 SECTION 2 – BUDGET, FUNDING AND REGULATION

2.1 Operating and Capital Budget

Operating – MBL is an included municipal transit agency that receives formula funds through the Los Angeles County formula allocation. MBL also collects fare revenue to assist in subsidizing operating costs.

Capital – As a Federal grantee, MBL receives an annual allocation of grant funds to procure capital investments on behalf of the Federal government. Funds are related to the estimated cost of capital projects that are approved in the Federal TIP; accordingly, Federal revenues may vary from year to year.

2.2 Funding Sources

Montebello Bus Lines’ funding is based on a regional Formula Allocation Plan managed by LACMTA. The operating funds are largely based on sales and gas tax collections. Federal funds are based on an annual appropriation of FTA 5307 grants. The following represent MBL’s primary funding sources:

Fares - Fare revenues are generated from bus sales and the sale of fare media, such as passes and tokens, as well as revenues from Access Services, EZ Transit pass and the Go Rio Program.

Proposition A and C Funds - Propositions A and C funds are generated from Los Angeles County sales tax. Both are generated from a ½ cent sales tax for transportation purposes. Each fund is allocated in a variety of ways to cities and municipal transit operators.

Proposition A 40% Discretionary - The transit funds from Proposition A are allocated to the City of Montebello through a Memorandum of Understanding (MOU) with LACMTA. Funds not expended in the year they are allocated may be carried over to the next fiscal year. These funds are usually used to meet fixed-route operating expenses.

Proposition C 40% Discretionary - Forty percent of the Proposition C Revenue is used to improve and expand rail and bus transit services in Los Angeles County. These monies are distributed by LACMTA and are comprised of Foothill Transit Mitigation, Transit Service Expansion, Bus Service Improvement Program for overcrowding, and the Municipal Operator Service Improvement Program (MOSIP). Funds are allocated by formula for each respective program.

Proposition A and C Local Return - In addition to the Proposition A and C funds dispersed to transit operators, the Local Return portion of Proposition A and C funds are distributed to cities based on population in order to promote public transit.

FY15 -17 SRTP September 2014 10 Measure R Funds - Measure R is a half-cent sales tax for Los Angeles County that for purposes of financing new transportation projects and programs.

Transportation Development Act (TDA) - State of California Transit Development Act funds are received under the Local Transportation Funds (LTF) through sales taxes. These funds are allocated to each County according to population. Operators may use these funds for operating or capital purposes.

State Transit Assistance (STA)- State Transit Assistance Funds are received through the statewide sales tax on diesel fuel. Funds are available for operating purposes only if the agency can pass an efficiency calculation. Otherwise, the funds are restricted for capital purposes only.

California Office of Emergency Services (CalOES) (formerly the California Emergency Management Agency) - The California Transit Security Grant Program (CTSGP), California Transit Assistance Fund (CTAF), is administered by CalOES. The CTSGP funds provide for transit system safety and capital projects that increase the capacity of transit operators to prepare for disaster.

Federal Transit Assistance - Capital funds are available through the Federal Transit Administration (FTA). Section 5307 and 5339 funds are generally restricted for capital purposes but with proper tracking and reporting, these funds may also be used for preventive maintenance costs and/or grant administration.

Department of Homeland Security (DHS) / Transit Security Grant Program (TSGP) - is part of a comprehensive set of measures authorized by Congress to strengthen the nation’s critical infrastructure against risks associated with potential terrorist attacks and to protect the traveling public from acts of terrorism, major disasters, and other emergencies.

2.3 Regulatory Requirements

Annual Financial Audits – Annual reports are produced for the State Controller’s Report, the National Transit Database and for an independent auditor hired by the City to produce a mandated financial report.

State TDA Performance Audit - A Performance Audit is performed every three years on the requirements relative to usage of state funding. Requirements for state funding include annual STA tests for the increase in Operating Expense compared to the Consumer Price Index and also a 20% farebox recovery ratio. A performance audit also provides an opportunity for an independent, objective and comprehensive review of MBL’s efficiency and effectiveness; while offering suggestions for improvements to the transit system.

Federal Triennial Review - The FTA reviews 18 program purpose areas necessary to maintain eligibility as a Federal fund grantee. The Federal Triennial Review for MBL is scheduled for November 2013.

FY15 -17 SRTP September 2014 11 ADA Compliance - MBL is committed to providing the highest level of bus service to the public, which includes the disabled community; and MBL complies with all requirements of the Americans with Disability Act (ADA). Moreover, MBL vehicles are equipped with either operable wheelchair lifts or are low-floor vehicles with access ramps. All vehicles contain identified seating areas for the disabled and include wheelchair restraints, as well as bus stop annunciation systems.

Vehicle operators have had sensitivity training relative to disabled passengers; and are well versed in the operation of ADA equipment. Further, MBL has established policies and standards in place regarding ADA requirements, including but not limited to assisting disabled standees using lifts, service animals, and the replacement of in-service vehicles with inoperable lifts.

Relevant Risk Factors – MBL takes into consideration relevant risk factors that may affect its operation such as continuation of operations.

A two tier backup system has been established (Barracuda Backup Systems). The first tier involves backing up files locally on to the Barracuda Backup Appliance for quick recovery in case of server malfunction or system failure. The second tier involves automatically transferring the backup files to a remote location using the Barracuda Cloud. In the event of a severe natural disaster, Barracuda will be able to ship the Transportation Department a new backup appliance with all backup files preloaded.

The Barracuda Backup System also backs up the City of Montebello’s Financial System in two different manners. Since the Financial System was built using virtual technology in anticipation of a disaster recovery solution, the City is able to back up the entire financial system as a complete system (VMDK) and transfer it to the cloud. The advantage of this backup method is a quick restoration of the complete running system. The second method is to back up the system at the file level. This involves taking the files, including the MSSQL database, on the financial systems and backing them up to the appliance and transferring them to the cloud. File level backup runs every night to capture all the activities made during the day while the full (VMDK) backup only needs to run every week to capture the changes.

FY15 -17 SRTP September 2014 12 SECTION 3 – ACCOMPLISHMENTS AND GOALS

3.1 Past Accomplishments

MBL is committed to its mission, “To provide superior transportation services to Montebello and surrounding communities.” Further, MBL understands the need to align the mission with established goals and objectives. This strong commitment to consistently strive for operational efficiency, higher revenues, sustained public trust and confidence; while enhancing the quality and image of public transportation is evidenced by MBL’s accomplishments:

Security upgrades include:

 The implementation of a highly sophisticated camera surveillance system for the Metrolink Station and the Transportation Facility.  Enhanced deployment of plain clothes and uniformed police officers onboard Montebello Bus Lines’ transit buses.

Technology implementations include:

 Implementation of the Computer Aided Dispatch/Automated Vehicle Locator (CAD/AVL) system for Montebello Bus Lines’ transit fleet  Upgrades of computers and software for employees  Upgrades to the Transportation Department server

Employee recruitments and promotions include:

 The hiring of seven (7) part-time Bus Operators  The hiring of two (2) Mechanic A employees  The promotions nine (9) full-time Bus Operators, one (1) Mechanic A and one (1) full-time Equipment Service Workers.  The promotion of four (4) Clerk Typists  The promotion of two (2) Transit Dispatch Supervisors

3.2 Goals and Objectives

As previously stated, MBL operates in accordance with its mission statement and is guided by a set of goals that serve as the framework for the future of the agency.

Mission Statement – “To provide superior transportation services to Montebello and surrounding communities.”

 Goal 1 –“Develop strategies and administrative processes that support the long-term vision.”  Goal 2 – “Meet and exceed customer expectations by providing safe, clean and reliable service.”

FY15 -17 SRTP September 2014 13  Goal 3 – “Provide a network of services to Montebello and Southeastern Los Angeles County.”  Goal 4 – “Use financial, technology, and human resources effectively and wisely.”

Upcoming projects include:

 The purchase of a new maintenance software system that will assist in tracking maintenance related activities.  The purchase of seven CNG buses that will complete the replacement project of all diesel buses that have reached their useful life.  The procurement of new lighting for the Metrolink Station  The procurement of a chasis wash and bus wash for the Transportation Facility.  The development of a Facility Master Plan  The procurement of five (5) transit support vehicles  The development of a citywide bus stop improvement project.  The launch of the passenger information system that will allow passenger to get real-time information and allow supervisors to track buses remotely. The project will include a new website and mobile device app.  Upgrades to various Transportation Facility amenities such as a new air conditioning system, flooring and various improvements to the fitness room.  Implementation of an access control system that will comply with the Department of Homeland’s target hardening criteria.  Filling of various vacant positions which will include hiring new employees and promotions.  Award of contract for various other services needed to operate the transit system effectively.

3.3 Service and System Evaluation

Performance Indicators - MBL tracks operating information on a monthly basis and uses this information to evaluate key performance indicators such as accidents, on-time performance, customer complaints, farebox recovery per route, roadcalls, preventative maintenance records, and employees’ performance. Gathered information is reviewed and presented on a system wide basis by mode and program. When performance falls below the established standard, a review is conducted to determine if there is a significant problem and corrective action is taken accordingly.

3.4 Operations Plan

MBL will continue to analyze transit operations with respect to service delivery, scheduling and planning and coordination in an effort to increase the efficiency of low producing routes, improve running times, streamline routes to reduce travel time and improve customer satisfaction.

Route Services  Minimize transfer times.  Adjust running times on selected routes to improve the travel time.

FY15 -17 SRTP September 2014 14  Redeploy transit service with low productivity to service with higher demand.  Coordinate with cities within the service area, school districts, the County of Los Angeles, LACMTA, Foothill Transit, Norwalk Transit, El Sol and LADOT to maximize mobility.

Improve Customer Information Services and Amenities  Deploy the Passenger Information System which will enable passengers to obtain “real time” information.  Upgrade website to provide a more enhanced interface experience for patrons.  Maintain zero tolerance graffiti abatement program on fleet and upgrade bus stops within the City of Montebello.  Solicit and monitor customer feedback to continually improve the customer’s experience through innovation.

3.5 Marketing Plan

MBL is expanding its marketing plan to incorporate “Community Based Marketing” designed to attract new riders, maintain existing ridership and promote public transportation as a viable transportation option.

MBL is also adopting a “passenger perspective” to view issues from the passenger’s point of view; base decisions on increasing passenger ease and satisfaction to the extent feasible; and view the customer as the reason for being.

The City created a Transportation Ad-Hoc Committee comprised of two council members and the Director of Transportation to further facilitate community engagement, foster awareness and perfect the passenger experience.

The City also created a Transportation Citizen Advisory Committee to receive input from patrons of Montebello Bus Lines and the Dial-A-Taxi services.

Community Outreach - MBL participated in several rideshare fairs/community events to promote MBL’s services as a viable, convenient, and cost effective mode of transportation. The following is a listing of various events:  Rideshare Fair, Kaplan International College, Whittier  Transit Fair, Rio Hondo College, Whittier  National Night Out, Montebello Police Department, Montebello  Community Event, YMCA, Montebello  Back to School Community Event, The Shops at Montebello, Montebello

Public Outreach Programs - MBL has continued to promote public transportation and enhance the image of MBL through the following:  Ongoing campaign to promote the sale of MBL tokens.

FY15 -17 SRTP September 2014 15  Partnership with local business through a MBL Day Pass Program to jointly promote transit and local businesses.  Coordination with multiple school districts to promote transit services and the benefits of student monthly passes.  Partnerships with Pershing Square and The Shops at Montebello.  Participation in the Rider Relief Transportation Program led by Metro. This program provides fare subsidy coupons that allow low-income patrons to redeem toward transit pass’s for eligible riders including adult regular fare, Senior/Disabled/Medicare, K-12, and college/vocational students who meet the criteria.

3.6 Capital Improvement Program In Fiscal Year 2015

CAD/AVL System – The launch of a CAD/AVL system to track the agency’s entire fleet and to integrate with the region’s customer information system. The completion of this project is anticipated for fiscal year 2015.

Automated Passenger Counting System – The implementation of a passenger-counting system that will improve data collection processes that are necessary for service planning and to improve reporting. Full implementation of the system is anticipated for fiscal year 2015.

Enterprise Asset Management System –Implementation of a software system to track fleet inventory and maintenance records.

Associated Capital Maintenance Program – Complete procurement activities for the continuation of the associated capital maintenance program and contract award.

Alternative Fuel Bus Replacement Project – Completion of the procurement activities for seven new compressed natural gas (CNG) buses in fiscal year 2015.

Facility Improvements – Completion of upgrades to the Transportation Facility, including the replacement of the bus wash and chassis wash systems. These upgrades will enhance operational efficiency.

Tire Lease Program - Continuation of the bus tire lease program.

Repower of two 2005 Hybrid Gasoline/Electric Buses – Repower of two hybrid buses to CNG power and replace HVAC systems. Based on the success of the repower to CNG, an additional 15 hybrid buses are being considered for repowering in future years.

Alternative Fuel Vehicle Project – Completion of the procurement activities for three new alternative fuel vehicles for transit support and two vehicles for transit security services.

Bus Stop Improvement Project – Initiate design activities for the city-wide bus stop replacement project which will include enhanced amenities and signage.

FY15 -17 SRTP September 2014 16 Facility Master Plan – Initiate design activities for the Transportation Facility Master Plan which will encompass strategies for growth and development.

FY15 -17 SRTP September 2014 17 SECTION 4 – DATA COLLECTION TABLES

Table L – 1

FARE STRUCTURE FISCAL YEAR 2015 Type of Service Fare Categories Fixed Route Demand Responsive

Cash/Token Regular $1.10 N/A Token $1.00 N/A Elderly $0.50 $0.50 Disabled/Medicare $0.50 $0.50 Student $0.75 N/A College N/A N/A Express - Specify Zone Structure $1.30 N/A

Cash Transfers Regular within System N/A N/A Regular to other System $0.25 N/A Express (upgrade) within System $0.20 N/A Elderly to other System $0.10 N/A Disabled/Medicare to other System $0.10 N/A

Regional Fare System (TAP) Regular $1.10 N/A Elderly $0.50 N/A Disabled/Medicare $0.50 N/A Youth (ages 5-17) $0.75 N/A Student (Kindergarten - high school) $0.75 N/A Student Monthly Pass $30.00 N/A Express (Limited) $1.30 N/A

Day Passes Regular $3.00 N/A Elderly $1.50 N/A Disabled $1.50 N/A Youth (ages 5-17) $2.00 N/A Student $2.00 N/A College N/A N/A Express - Specify Zone Stamp N/A N/A

FY15 -17 SRTP September 2014 18 (table continued) Joint Fare Programs Regular (MTA token Reimbursement Rate) $1.10 N/A Regular (EZ Transit Pass Reimbursement) Average Fare N/A Elderly (ASI Free Fare Reimbursement) $0.50 N/A Disabled (ASI Free Fare Reimbursement) $0.50 N/A Student N/A N/A College (Go Rio Program Fare Reimbursement) $1.00 N/A

Not Listed above (please describe)

Montebello Link Fare Reimbursement $1.10 N/A

 ADA vehicles are those equipped with a 42" wheelchair or a low floor bus/van with a ramp.  Major rehab as defined by Federal Circular on Section 5307 funding program.

FY15 -17 SRTP September 2014 19 Table L – 2 FLEET INVENTORY FISCAL YEAR 2015

Vehicles used for: Non-ADA ADA Fixed Demand Vehicles Vehicles Vehicles Year Type of Total Route Responsive inActive inActive w/major Built Manuf. Model Seats Length Fuel Vehicles Service Service Service Service Rehab DAT (Demand Response) - Purchase Transportation 2003 Ford 4 G 1 1 1 0 2004 Ford/ Toyo/Chevy 4 G 3 3 2 1 2005 Ford/Toyo/Dodge/Chrys 4 G 12 12 12 0 2006 Ford/Toyo/Dodge/Chrys 4 G 13 13 11 2 2007 Ford/Toyo/Dodge/Chevy 4 G 9 9 6 3 2008 Ford 4 G 2 2 2 0 2010 Toyo/Chrys 4 G 2 2 2 0 2011 Toyo 4 G 1 1 1 0 2012 Ford/Toyo/Dodge 4 G 7 7 5 2 0 Total Vehicles: 50 0 50 42 8 0 BUS (fixed Route)

2001 Gillig Low Floor 40 40 D 7 7 7 2005 New Flyer Low Floor 44 40 GE 5 5 5 2008 New Flyer Low Floor 44 40 GE 15 15 15 2009 New Flyer Low Floor 29 35 GE 8 8 8 2010 New Flyer Low Floor 38 40 GE 16 16 16 2011 New Flyer Low Floor 38 40 CNG 7 7 7 2013 New Flyer Low Floor 38 40 CNG 8 8 8 Total Vehicles: 66 66 0 0 66 0 BUS (fixed Route) - Purchase Transportation 2003 EDN E 25 G 6 6 6 Total Vehicles: 6 6 0 0 6 0 GRAND TOTAL VEHICLES: 122 72 50 42 72 0 Table L – 3 HISTORICAL & PROJECTED FLEET CHARACTERISTICS FIXED ROUTE* FY 2014 FY 2015 FY 2016 Actual Estimated Planned Peak-Hour Fleet 60 60 60 Spares For Maint. 7 7 7 Spare Ratio* 12% 12% 12% Emergency Contingency Reserve 7 7 7 Inactive Fleet 0 0 0 Total Vehicles 72 72 72 New Expansion Vehicles 0 0 0 New Replacement Vehicles 0 7 0

DEMAND RESPONSIVE SERVICE FY 2014 FY 2015 FY 2016 Actual Estimated Planned Peak-Hour Fleet 20 20 20 Spares For Maint. Spare Ratio** 2 2 2 Emergency Contingency Reserve 28 28 28 Inactive Fleet N/A N/A N/A Total Vehicles 50 50 50 New Expansion Vehicles New Replacement Vehicles

SYSTEM TOTAL FY 2014 FY 2015 FY 2016 Actual Estimated Planned Peak-Hour Fleet 80 80 80 Spares For Maint. 7 7 7 Spare Ratio* 9% 9% 9% Emergency Contingency Reserve 35 35 35 Inactive Fleet 0 0 0 Total Vehicles 122 122 122 New Expansion Vehicles New Replacement Vehicles 0 7 0

Fixed Route includes directly operated and contracted services. *Spare Ratio = Spares for Maint/Peak-Hour Fleet **Demand Response Svc.- Dial-A-Taxi (DAT) service provider changed in December 2012; new vendor designates 50 Vehicles to meet service needs. Contractor's entire fleet is not dedicated to DAT service; therefore spare ratio is not calculable. Table L - 4 (A) HISTORICAL AND PROJECTED FINANCIAL STATUS SOURCE AND APPLICATION OF CAPITAL FUNDS BY YEAR OF EXPENDITURE ($ 000)

SOURCE OF CAPITAL FUNDS: 2012 2013 2014 Audited Actual Planned FEDERAL CAPITAL GRANTS FTA Sec. 5309 (Sec. 3) CAL-EMA 59 FTA Sec. 5307(Sec. 9) 2,358 4,059 14,713 ARRA FUNDS 2,210 1,277 1,000 HOMELAND SECURITY FUNDS 2 478 455 STATE CAPITAL GRANTS AND SUBVENTIONS TDA (ART 4) current from unallocated TDA from prior years reserves 384 55 1540 TDA (ART 8) STA current from unallocated STA from prior years reserve 900 1,158 PTMISEA Prop 1B 391 1810

LOCAL CAPITAL GRANTS System Generated General Fund Prop. A Local Return 156 160 500 Prop. A Discretionary Carry Over Prop. C Discretionary Prop. C Local Return Prop. C 5% Security Prop. C Other (Specify) Measure R Bus Capital 172 199 Measure R 15% Local Return Prop 1B PTMISEA Bridge Funds 153 Prop 1B Transit Security Bridge Funds 260 Other Local (Specify) (Insurance proceeds) 575

TOTAL CAPITAL REVENUE 5,110 7,811 19,945 TOTAL CAPITAL EXPENSES 5,110 7,811 19,945

FY14-16 SRTP October 2013

22 Table L - 4 (B) HISTORICAL AND PROJECTED FINANCIAL STATUS SOURCE AND APPLICATION OF OPERATING FUNDS BY YEAR OF EXPENDITURE ($ 000)

SOURCE OF OPERATING FUNDS: 2012 2013 2014 Audited Actual Planned FEDERAL CASH GRANTS AND REIMBURSEMENTS FTA Sec. 5307 (Sec. 9) Operating

CMAQ (Operating)

STATE CASH GRANTS AND REIMBURSEMENTS TDA Current from unallocated 4,572 6,365 6,142 STA Current from unallocated 1,148 1,092 1,444 Other State (Specify)

LOCAL CASH GRANTS AND REIMBURSEMENTS Passenger Fares 6,167 6,037 6,268 Special Transit Service 110 60 Charter Service Revenues Auxiliary Transportation Revenues 55 75 64 Non-transportation Revenues Prop. A %40 Discretionary 5,205 4,251 4,974 Prop. A %25 Local Return 1,100 Prop. A Incentive fund Prop. A Interest BSIP 193 197 201 Foothill Transit Mitigation 202 193 237 Base 1,013 1,035 1,054 MOSIP 1,359 1,410 1,470 Prop. C %40 Discretionary Prop. C %20 Local Return Prop. C %5 Security 358 418 489 Measure R 20% 2,752 2,585 3,101 Interest Income 6

TOTAL OPERATING REVENUES 24,240 23,718 25,444 TOTAL OPERATING EXPENSES 22,240 23,718 25,444

FY14-16 SRTP October 2013

23 LEFT BLANK INTENTIONALLY

FY14-16 SRTP October 2013

24 TABLE L – 5A TPM / TDA REPORT FORM 2013 ACTUAL

Total System: FAP Funded Non-FAP Funded Dedicated Annual Saturday Funding2 Sunday & Holiday Local Express Dial-A- FAP TSE Measure R Base BSIP MOSIP Dial-A- Other System 1 3 & Weekdays Service Service Ride Subtotal 20% Ops Restructuring Ride Codes Total Total Vehicle Miles (000) 2,019 78 119 2,219 266 77 17 179 17 2,777 Vehicle Service Miles (000) 1,942 75 119 2,137 263 76 17 177 17 2,689 Total Vehicle Hours (000) 186 4 8 198 27 10 2 13 2 253 Vehicle Service Hours (000) 183 4 8 194 25 10 2 13 2 246 Peak Vehicles 41 4 10 55 15 5 1 6 3 70 Unlinked Passengers (000) 7,408 78 79 7,566 364 147 24 460 9 8,573 Linked Passengers (000) Passenger Revenue (000) $5,438 $58 $34 $5,532 $213 $89 $13 $309 $7 $6,166 Aux. Rev/Local Subs. (000) $60 - - $60 -- -- $109 $170 Op. Cost Less Depr. (000) $18,059 $374 $315 $18,748 $2,751 $1,012 $193 $1,358 $173 $24,239 Full Time Equiv. Employees 191 5 196 13 5 1 7 1 223 Base Fare $1.10 $1.30 $0.50 $1.10 $1.10 $1.10 $1.10 $1.10 $1.10 $1.10

1 "Included Dial-A-Ride" only includes operations that historically have been included in the FAP calculations. 2 "Dedicated Funding" includes: FEMA, Base Restructuring, TSE & Overcrowding, Other Special Funding arrangements. 3 "Other Codes" includes Subscription, Contract, Special Events service.

______FY14-16 SRTP October 2013 25 TPM / TDA REPORT FORM 2014 PRELIMINARY

Total System: FAP Funded Non-FAP Funded Dedicated Annual Saturday Funding2 Sunday & Holiday Local Express Dial-A- FAP TSE Measure R Base BSIP MOSIP Dial-A- Other System 1 3 & Weekdays Service Service Ride Subtotal 20% Ops Restructuring Ride Codes Total Total Vehicle Miles (000) 2,010 78 119 2,219 266 77 17 179 17 2,777 Vehicle Service Miles (000) 1,942 75 119 2,137 263 76 17 177 17 2,689 Total Vehicle Hours (000) 186 4 8 198 27 10 2 13 2 253 Vehicle Service Hours (000) 183 4 8 194 25 10 2 13 2 246 Peak Vehicles 41 4 10 55 15 5 1 6 3 70 Unlinked Passengers (000) 7,408 78 79 7,566 364 147 24 460 9 8,573 Linked Passengers (000) Passenger Revenue (000) $5,438 $58 $34 $5,532 $213 $89 $13 $309 $7 $6,166 Aux. Rev/Local Subs. (000) $60 - - $60 -- -- $109 $170 Op. Cost Less Depr. (000) $18,059 $374 $315 $18,748 $2,751 $1,012 $193 $1,358 $173 $24,239 Full Time Equiv. Employees 191 5 196 13 5 1 7 1 223 Base Fare $1.10 $1.30 $0.50 $1.10 $1.10 $1.10 $1.10 $1.10 $1.10 $1.10

4 "Included Dial-A-Ride" only includes operations that historically have been included in the FAP calculations. 5 "Dedicated Funding" includes: FEMA, Base Restructuring, TSE & Overcrowding, Other Special Funding arrangements. 6 "Other Codes" includes Subscription, Contract, Special Events service.

______FY14-16 SRTP October 2013 26 TABLE L – 5C TPM / TDA REPORT FORM 2015 PLANNED

Total System: FAP Funded Non-FAP Funded Dedicated Annual Saturday Funding2

Sunday & Holiday Local Express Dial-A- FAP TSE Measure R Base BSIP MOSIP Dial-A- Other System 1 & Weekdays Service Service Ride Subtotal 20% Ops Restructuring Ride Codes3 Total Total Vehicle Miles (000) 1,872 62 114 2,049 235 105 28 242 18 2,677 Vehicle Service Miles (000) 1,805 60 114 1,979 227 101 25 240 18 2,590 Total Vehicle Hours (000) 177 3 8 188 19 12 3 19 2 242 Vehicle Service Hours (000) 174 3 8 184 18 12 2 19 2 237 Peak Vehicles 36 2 10 48 7 3 2 4 1 65 Unlinked Passengers (000) 6,130 69 76 6,275 745 482 122 541 9 8,174 Linked Passengers (000) Passenger Revenue (000) 4,486 $64 $27 $4,577 $536 $344 $80 $456 $7 $6,000 Aux. Rev/Local Subs. (000) ------$101 $101 Op. Cost Less Depr. (000) $17,968 $254 $300 $18,522 $1,730 $1,088 $224 $1,741 $154 $23,459 Full Time Equiv. Employees 200 7 207 8 4 2 8 1 230 Base Fare $1.10 $1.30 $0.50 $1.10 $1.10 $1.10 $1.10 $1.10 $1.10 $1.10

1 "Included Dial-A-Ride" only includes operations that historically have been included in the FAP calculations. 2 "Dedicated Funding" includes: FEMA, Base Restructuring, TSE & Overcrowding, Other Special Funding arrangements. 3 "Other Codes" includes Subscription, Contract, Special Events service.

______FY14-16 SRTP October 2013 27 Table L - 6 PERFORMANCE AUDIT FOLLOW-UP OF RECOMMENDATIONS FROM THE LAST COMPLETED PERFORMANCE AUDIT

PERFORMANCE AUDIT RECOMMENDED ACTIONS OPERATOR PROGRESS TO DATE

TRANSIT DEVELOPMENT ACT (TDA) TRIENNIAL PERFORMANCE REVIEW (TPR) a. The City has taken steps necessary to resolve this which has resulted in the timely submittal of the Chapter 8 last two financial audit reports. a. The City of Montebello should continue b. The City is calculating the Full-Time Equivalent to ensure that Annual fiscal and based on both direct employees and contract compliance audits be submitted to the employees for purposes of state reporting. RTPA and State Controller within 180 days following the end of the fiscal year.

b. The City of Montebello should begin calculating the Full-Time Equivalent using all employee hours (direct employees and contract employees) related to the operation of the City’s Transit Program in its reports to the State Controller. TABLE L-7 CAPITAL PROJECT SUMMARY

2015 Funding Toll Total State Project Name Source Credits Project Local Federal (TDC) Cost CAD/AVL Passenger Information System 1,611,200 402,800 2,014,000

Automatic Passenger Counter 300,000 0 300,000

Vehicle Maintenance Software 527,000 0 527,000

Associated Capital Maintenance 320,000 80,000 400,000 Alternative Fuel Replacement Project – 7 CNG Buses 3,220,000 805,000 4,025,000

Bus Washer Replacement 400,000 100,000 500,000

Chassis Wash Replacement 175,000 0 175,000

Transit Coach Tires (Lease) 200,000 0 200,000

5 Hybrid Buses Repowered to CNG 1,500,000 1,500,000

3 Transit Support Vehicles 112,000 28,000 140,000 Bus Stop Improvement Project 3,070,000 142,5000 3,212,5000 Transit Facility Master Plan 800,000 200,000 1,000,000

______FY14-16 SRTP October 2013 29 TABLE L - 7 CAPITAL PROJECT SUMMARY (CONTINUED) 2016 Funding Total State Toll Project Name Source Project Local Credits Federal Cost

Associated Capital Maintenance 400,000 100,000 500,000

Transit Coach Tires (Lease) 160,000 40,000 200,000 Transit Facility Master Plan 800,000 200,000 1,000,000

4 Hybrid Buses Repowered to CNG 960,000 240,000 1,200,000 Pico Rivera Transit Center 2,400,000 600,000 3,000,000 Universal Fare System Upgrade 1,622,498 405,624 2,028,122 Technology and Equipment Support 200,000 0 200,000

2017 Funding Total State Toll Project Name Source Project Local Credits Federal Cost

Transit Coach Tires (Lease) 160,000 40,000 200,000

8 Hybrid Buses Repowered to CNG 2,000,000 500,000 2,500,000

7 Expansion CNG Buses 3,220,000 805,000 4,025,000 Transit Facility Master Plan 800,000 200,000 1,000,000

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______FY14-16 SRTP October 2013 30