AGENDA Mountain/Desert Policy Committee
September 21, 2018 9:30 AM Location Mojave Desert Air Quality Management District Mojave Desert Air Quality Management District 14306 Park Avenue, Victorville, CA 92392
Mountain/Desert Policy Committee Membership
Chair Bill Jahn, Council Member Jim Kennedy, Council Member Julie McIntyre, Mayor City of Big Bear Lake City of Victorville City of Barstow
Vice Chair Bill Holland, Mayor Robert A. Lovingood Rick Denison, Mayor City of Hesperia Board of Supervisors Town of Yucca Valley
Rich Kerr, Mayor Ed Paget, Mayor James Ramos City of Adelanto City of Needles Board of Supervisors
Curt Emick, Council Member Joel Klink, Council Member Janice Rutherford Town of Apple Valley City of Twentynine Palms Board of Supervisors
San Bernardino County Transportation Authority San Bernardino Council of Governments
AGENDA
Mountain/Desert Policy Committee
September 21, 2018 9:30 AM
Location Mojave Desert Air Quality Management District 14306 Park Avenue, Victorville, CA 92392 To obtain additional information on any items, please contact the staff person listed under each item. You are encouraged to obtain any clarifying information prior to the meeting to allow the Board to move expeditiously in its deliberations. Additional “Meeting Procedures” and agenda explanations are attached to the end of this agenda.
CALL TO ORDER (Meeting Chaired by Julie McIntyre) i. Pledge of Allegiance ii. Attendance iii. Announcements iv. Agenda Notices/Modifications - Betty Pineda
Possible Conflict of Interest Issues Note agenda item contractors, subcontractors and agents which may require member abstentions due to conflict of interest and financial interests. Board Member abstentions shall be stated under this item for recordation on the appropriate item.
DISCUSSION ITEMS
Discussion - Regional/Subregional Planning 1. Report on the September 13, 2018 High Desert Corridor Joint Powers Authority Pg. 8 Workshop Receive a report on the September 13, 2018 High Desert Corridor Joint Powers Authority Workshop. Presenter: Steve Smith This item is not scheduled for review by any other policy committee or technical advisory committee.
pg. 2 Discussion - Transportation Programming and Fund Administration 2. Amendment No. 3 to Green Tree Boulevard Funding Agreement 15-1001115 Pg. 16 That the Mountain/Desert Policy Committee recommend the Board, acting as the San Bernardino County Transportation Authority:
A. Approve an additional allocation of $850,000 in Victor Valley Major Local Highway Program funds to the Green Tree Boulevard Project in the City of Victorville.
B. Approve Amendment No. 3 to Agreement No. 15-1001115 with the City of Victorville to increase the reimbursable amount from $1,240,465 to $2,090,465 in Victor Valley Major Local Highway Program funds. Presenter: Ellen Pollema This item is not scheduled for review by any other policy committee or technical advisory committee. SBCTA General Counsel and Procurement Manager have reviewed this item and draft of the amendment. 3. Mountain/Desert Operators Transportation Development Act Triennial Performance Pg. 22 Audits for Fiscal Year 2014/2015 - 2016/2017 That the Mountain/Desert Committee recommend the Board, acting as the San Bernardino County Transportation Authority (SBCTA), receive Transportation Development Act Triennial Performance Audit Reports for Fiscal Years 2014/2015 through 2016/2017 for City of Needles, Morongo Basin Transit Authority, Mountain Area Regional Transit Authority, and Victor Valley Transit Authority. Presenter: Nancy Strickert This item is not scheduled for review by any other policy committee or technical advisory committee. Public Comment Brief comments by the General Public
Comments from Board Members Brief comments from Board Members
ADJOURNMENT
Additional Information Attendance Pg. 66 Acronym List Pg. 67 Mission Statement
The next Mountain/Desert Policy Committee is scheduled for October 19, 2018.
pg. 3 Meeting Procedures and Rules of Conduct
Meeting Procedures - The Ralph M. Brown Act is the state law which guarantees the public’s right to attend and participate in meetings of local legislative bodies. These rules have been adopted by the Board of Directors in accordance with the Brown Act, Government Code 54950 et seq., and shall apply at all meetings of the Board of Directors and Policy Committees. Accessibility - The meeting facility is accessible to persons with disabilities. If assistive listening devices or other auxiliary aids or services are needed in order to participate in the public meeting, requests should be made through the Clerk of the Board at least three (3) business days prior to the Board meeting. The Clerk’s telephone number is (909) 884-8276 and office is located at 1170 W. 3rd Street, 2nd Floor, San Bernardino, CA. Agendas – All agendas are posted at 1170 W. 3rd Street, 1st Floor, San Bernardino at least 72 hours in advance of the meeting. Staff reports related to agenda items may be reviewed at the SBCTA offices located at 1170 W. 3rd Street, 2nd Floor, San Bernardino and our website: www.gosbcta.com. Agenda Actions – Items listed on both the “Consent Calendar” and “Discussion” contain recommended actions. The Board of Directors will generally consider items in the order listed on the agenda. However, items may be considered in any order. New agenda items can be added and action taken by two-thirds vote of the Board of Directors or unanimous vote of members present as provided in the Ralph M. Brown Act Government Code Sec. 54954.2(b). Closed Session Agenda Items – Consideration of closed session items excludes members of the public. These items include issues related to personnel, pending litigation, labor negotiations and real estate negotiations. Prior to each closed session, the Chair will announce the subject matter of the closed session. If action is taken in closed session, the Chair may report the action to the public at the conclusion of the closed session. Public Testimony on an Item – Members of the public are afforded an opportunity to speak on any listed item. Individuals wishing to address the Board of Directors or Policy Committee Members should complete a “Request to Speak” form, provided at the rear of the meeting room, and present it to the Clerk prior to the Board's consideration of the item. A "Request to Speak" form must be completed for each item an individual wishes to speak on. When recognized by the Chair, speakers should be prepared to step forward and announce their name and address for the record. In the interest of facilitating the business of the Board, speakers are limited to three (3) minutes on each item. Additionally, a twelve (12) minute limitation is established for the total amount of time any one individual may address the Board at any one meeting. The Chair or a majority of the Board may establish a different time limit as appropriate, and parties to agenda items shall not be subject to the time limitations. Members of the public requesting information be distributed to the Board of Directors must provide 40 copies of such information in advance of the meeting, except for noticed public hearings. Information provided as public testimony is not read into the record by the Clerk. The Consent Calendar is considered a single item, thus the three (3) minute rule applies. Consent Calendar items can be pulled at Board member request and will be brought up individually at the specified time in the agenda allowing further public comment on those items. Agenda Times – The Board is concerned that discussion take place in a timely and efficient manner. Agendas may be prepared with estimated times for categorical areas and certain topics to be discussed. These times may vary according to the length of presentation and amount of resulting discussion on agenda items.
pg. 4
Public Comment – At the end of the agenda, an opportunity is also provided for members of the public to speak on any subject within the Board’s authority. Matters raised under “Public Comment” may not be acted upon at that meeting. “Public Testimony on any Item” still applies. Disruptive or Prohibited Conduct – If any meeting of the Board is willfully disrupted by a person or by a group of persons so as to render the orderly conduct of the meeting impossible, the Chair may recess the meeting or order the person, group or groups of person willfully disrupting the meeting to leave the meeting or to be removed from the meeting. Disruptive or prohibited conduct includes without limitation addressing the Board without first being recognized, not addressing the subject before the Board, repetitiously addressing the same subject, failing to relinquish the podium when requested to do so, bringing into the meeting any type of object that could be used as a weapon, including without limitation sticks affixed to signs, or otherwise preventing the Board from conducting its meeting in an orderly manner. Your cooperation is appreciated!
pg. 5
General Practices for Conducting Meetings of Board of Directors and Policy Committees
Attendance. The Chair of the Board or a Policy Committee (Chair) has the option of taking attendance by Roll Call or Self-Introductions. If attendance is taken by Roll Call, the Clerk of the Board will call out by jurisdiction or supervisorial district. The Member or Alternate will respond by stating his/her name. If attendance is by Self-Introduction, the Member or Alternate will state his/her name and jurisdiction or supervisorial district. A Member/Alternate, who arrives after attendance is taken, shall announce his/her name prior to voting on any item. A Member/Alternate, who wishes to leave the meeting after attendance is taken but before remaining items are voted on, shall announce his/her name and that he/she is leaving the meeting. Basic Agenda Item Discussion. The Chair announces the agenda item number and states the subject. The Chair calls upon the appropriate staff member or Board Member to report on the item. The Chair asks members of the Board/Committee if they have any questions or comments on the item. General discussion ensues. The Chair calls for public comment based on “Request to Speak” forms which may be submitted. Following public comment, the Chair announces that public comment is closed and asks if there is any further discussion by members of the Board/Committee. The Chair calls for a motion from members of the Board/Committee. Upon a motion, the Chair announces the name of the member who makes the motion. Motions require a second by a member of the Board/Committee. Upon a second, the Chair announces the name of the Member who made the second, and the vote is taken. The “aye” votes in favor of the motion shall be made collectively. Any Member who wishes to oppose or abstain from voting on the motion, shall individually and orally state the Member’s “nay” vote or abstention. Members present who do not individually and orally state their “nay” vote or abstention shall be deemed, and reported to the public, to have voted “aye” on the motion. The Vote as specified in the SANBAG Bylaws. Each Member of the Board of Directors shall have one vote. In the absence of the official representative, the alternate shall be entitled to vote. (Board of Directors only.) Voting may be either by voice or roll call vote. A roll call vote shall be conducted upon the demand of five official representatives present, or at the discretion of the presiding officer. Amendment or Substitute Motion. Occasionally a Board Member offers a substitute motion before the vote on a previous motion. In instances where there is a motion and a second, the maker of the original motion is asked if he or she would like to amend his or her motion to include the substitution or withdraw the motion on the floor. If the maker of the original motion does not want to amend or withdraw, the substitute motion is voted upon first, and if it fails, then the original motion is considered.
pg. 6
Occasionally, a motion dies for lack of a second.
Call for the Question. At times, a Member of the Board/Committee may “Call for the Question.” Upon a “Call for the Question,” the Chair may order that the debate stop or may allow for limited further comment to provide clarity on the proceedings. Alternatively and at the Chair’s discretion, the Chair may call for a vote of the Board/Committee to determine whether or not debate is stopped. The Chair re-states the motion before the Board/Committee and calls for the vote on the item. The Chair. At all times, meetings are conducted in accordance with the Chair’s direction. These general practices provide guidelines for orderly conduct. From time-to-time circumstances require deviation from general practice. Deviation from general practice is at the discretion of the Chair. Courtesy and Decorum. These general practices provide for business of the Board/Committee to be conducted efficiently, fairly and with full participation. It is the responsibility of the Chair and Members to maintain common courtesy and decorum.
Adopted By SANBAG Board of Directors January 2008 Revised March 2014 Revised May 4, 2016
pg. 7
1
Minute Action
AGENDA ITEM: 1 Date: September 21, 2018 Subject: Report on the September 13, 2018 High Desert Corridor Joint Powers Authority Workshop Recommendation: Receive a report on the September 13, 2018 High Desert Corridor Joint Powers Authority Workshop. Background: The High Desert Corridor (HDC) Joint Powers Authority (JPA) consists of members from the County of San Bernardino, County of Los Angeles, and the Cities of Adelanto, Victorville, Apple Valley, Lancaster, and Palmdale The purpose of the JPA is to develop a new freeway/expressway from SR14 to I-15. The HDC began as a proposed highway project connecting the counties of Los Angeles and San Bernardino but evolved into a proposed multipurpose corridor that could connect Antelope Valley in Los Angeles County with Victor Valley in San Bernardino County. The HDC concept accommodates a high-speed rail connection as well as a bikeway.
The purpose of the HDC is to improve east-west mobility within the High Desert region of Southern California by addressing present and future travel demands and mobility needs. The HDC also aims to improve travel safety and reliability, while connecting residential, commercial and industrial areas in the Antelope and Victor Valleys. Federal and State environmental clearance for the project was completed and certified in June 2016.
Some of the most recent activities have included: Presentation on a High Speed Rail Ridership and Revenue Forecast, conducted through the JPA (10/11/17) Presentation on the Traffic and Revenue Study for the highway portion, conducted through LA Metro (10/11/17) Presentations by XpressWest and the California High Speed Rail Authority on the status of their respective projects (10/11/17) Action to request the Federal Railroad Administration (FRA) take the lead in the completion of final environmental processes necessary for the FRA to issue a Record of Decision for the rail portion of the project (10/11/17) Discussion of alignment options for the rail portion of the HDC (1/11/18) Direction of staff to explore feasibility of obtaining right of way options for full purchase and report back to the JPA Board (1/11/18).
The purpose of the September 13, 2018 workshop was to identify funding opportunities and challenges, further explore alternatives for east-west mobility, and provide direction to staff from the various involved agencies regarding how to proceed. The presentation to the Mountain/Desert Committee will provide an update to all the committee representatives on the outcome of the September 13th workshop, the overall status of the project, and next steps. The presentation made to the JPA at the workshop by SBCTA on the Victor Valley transportation funding outlook is attached for background information. Entity: San Bernardino County Transportation Authority Packet Pg. 8 1 Mountain-Desert Committee Agenda Item September 21, 2018 Page 2
Financial Impact: This item has no impact on the adopted Fiscal Year 2018/2019 budget. Reviewed By: This item is not scheduled for review by any other policy committee or technical advisory committee. Responsible Staff: Steve Smith, Director of Planning
Approved Mountain-Desert Committee Date: September 21, 2018 Witnessed By:
San Bernardino County Transportation Authority Packet Pg. 9 1.a 9/14/2018
Victor Valley Funding Outlook 2017 Delivery Plan and Beyond
Andrea Zureick Director of Fund Administration
High Desert Corridor Workshop September 13, 2018
Diverse Geographic Areas Attachment: SBCTA High Desert Corridor Workshop Sept 13 2018-pdf (5107 : Report on the September 13, 2018 Joint
Packet Pg. 101 1.a 9/14/2018
Fiscal Year 2017/2018 Return to Source
81.8% Valley, $132.0M 10.1% Victor Valley, $16.4M 2.5% North Desert, $4.0M Cajon Pass, $4.6M 2.8% Morongo Basin, $2.2M 1.4% Mountains, $1.9M 1.1% Colorado River, $0.2M 0.1% $161M
Measure I Distribution
Victor Valley Subarea Annual Distribution
5.5% 2.0% 25.0% ($4M in FY18)
Major Local Highway Local Roads Transit Traffic Management 67.5%
Measure I Distribution Attachment: SBCTA High Desert Corridor Workshop Sept 13 2018-pdf (5107 : Report on the September 13, 2018 Joint
Packet Pg. 112 1.a 9/14/2018
Board Priorities
Strategic Plan • High Desert Corridor identified as priority project by subarea • $18M identified for R/W east of US-395
10-Year Delivery • $3.9M Measure I Plan expended to date • $450K set aside for R/W
Funding Plans Attachment: SBCTA High Desert Corridor Workshop Sept 13 2018-pdf (5107 : Report on the September 13, 2018 Joint
Packet Pg. 123 1.a 9/14/2018
Measure I Local $140,116,000 $157,658,000
Federal/State $412,126,000 $710M
Victor Valley Projects through 2040
Committed Available $55,231,000 $66,471,000
68% committed/planned Planned $84,885,000 $66M available through 2040
Measure I Victor Valley Program Attachment: SBCTA High Desert Corridor Workshop Sept 13 2018-pdf (5107 : Report on the September 13, 2018 Joint
Packet Pg. 134 1.a 9/14/2018
Committed Available $259,687,000 $264,901,000
61% committed/planned
Planned $152,439,000 $265M available through 2040
Victor Valley State/Federal Estimates
Committed Available $259,687,000 $264,901,000
SB1 Adds another $35M in Planned formula allocations in $152,439,000 addition to some competitive opportunities
Victor Valley State/Federal Estimates Attachment: SBCTA High Desert Corridor Workshop Sept 13 2018-pdf (5107 : Report on the September 13, 2018 Joint
Packet Pg. 145 1.a 9/14/2018
Map Legend Beyond the 10‐Year Complete 10‐Year Delivery Plan Delivery Plan
Measure I Victor Valley Program
Plan. Build. Move.
www.goSBCTA.com 909.884.8276
@goSBCTA Attachment: SBCTA High Desert Corridor Workshop Sept 13 2018-pdf (5107 : Report on the September 13, 2018 Joint
Packet Pg. 156 2
Minute Action
AGENDA ITEM: 2 Date: September 21, 2018 Subject: Amendment No. 3 to Green Tree Boulevard Funding Agreement 15-1001115 Recommendation: That the Mountain/Desert Policy Committee recommend the Board, acting as the San Bernardino County Transportation Authority:
A. Approve an additional allocation of $850,000 in Victor Valley Major Local Highway Program funds to the Green Tree Boulevard Project in the City of Victorville.
B. Approve Amendment No. 3 to Agreement No. 15-1001115 with the City of Victorville to increase the reimbursable amount from $1,240,465 to $2,090,465 in Victor Valley Major Local Highway Program funds. Background: The City of Victorville has requested an additional allocation of $850,000 to assist with the purchase of right of way for the Green Tree Boulevard Extension Project. It is the third phase of the Yucca Loma Corridor and will provide a connection between Yates Road in San Bernardino County and the existing Green Tree Boulevard/Hesperia Road intersection in Victorville. The Project includes a four-lane bridge over the Burlington Northern Santa Fe (BNSF) Railroad. The developer share of this project increase will be paid in the construction phase.
The current schedule anticipates right of way certification in December 2018 with construction anticipated to begin in late summer 2019.
The Victor Valley subarea agencies have concurred with the increased allocation to this project and it was presented and approved by the Victorville City Council on September 4, 2018. Financial Impact: This item is consistent with the adopted Fiscal Year 2018/2019 Budget. Reviewed By: This item is not scheduled for review by any other policy committee or technical advisory committee. SBCTA General Counsel and Procurement Manager have reviewed this item and draft of the amendment. Responsible Staff: Ellen Pollema, Management Analyst II
Approved Mountain-Desert Committee Date: September 21, 2018 Witnessed By:
Entity: San Bernardino County Transportation Authority Packet Pg. 16 Contract Summary Sheet 2.a General Contract Information
Contract No: 15-1001115 Amendment No.: 3 Sole Source? N/A
Vendor No.: 02324 Vendor/Customer Name: City of Victorville
Description: Funding Agreement for Green Tree Boulevard Extension Project
Estimated Start Date: 1/7/2015 Expiration Date: 6/30/2019 Revised Expiration Date:
List Any SBCTA Related Contracts Nos.:
Dollar Amount Original Contract $ 1,240,465.00 Original Contingency $ - Prior Amendments $ - Prior Amendments $ - Current Amendment $ 850,000.00 Current Amendment $ - Total/Revised Contract Value $ 2,090,465.00 Total Contingency Value $ - Total Dollar Authority (Contract Value and Contingency) $ 2,090,465.00 Contract Authorization Board of Directors Date: 10/3/2018 Committee Item #
Contract Management (Internal Purposes Only)
Payable Other Contracts No Budget Adjustment Accounts Payable Total Contract Funding: $ 2,090,465.00 Total Contingency: $ -
GL: 4230 50 0550 0516 54840 41100000 2,090,465.00 GL: - GL: - GL: - GL: - GL: - GL: - GL: - GL: - GL: - GL: - GL: - GL: - GL: - GL: - GL: - GL: - GL: - GL: - GL: - GL: - GL: - GL: - GL: -
Accounts Receivable Total Contract Funding: $ -
Funding Agreement No: Reversion Date:
GL: - GL: - GL: - GL: - GL: - GL: - GL: - GL: - GL: - GL: -
Ellen Pollema Andrea Zureick Project Manager (Print Name) Task Manager (Print Name) Additional Notes: Attachment: Contract Summary Sheet [Revision 2] (5053 : Amendment No. 3 to Green Tree Boulevard Funding Agreement 15-1001115)
Form 200 05/2018 Packet Pg.1/1 17 2.b
AMENDMENT NO. 3 TO PROJECT FUNDING AGREEMENT 15-1001115
FOR
THE YUCCA LOMA CORRIDOR- GREEN TREE BOULEVARD EXTENSION PROJECT IN THE CITY OF VICTORVILLE
(CITY OF VICTORVILLE)
THIS AMENDMENT NO. 3 to PROJECT FUNDING AGREEMENT 15-1001115 is made and entered into by and between the CITY OF VICTORVILLE ("CITY") and the SAN BERNARDINO COUNTY TRANSPORTATION AUTHORITY ("SBCTA"). SBCTA and CITY are each a “Party” and collectively “Parties”.
RECITALS
A. The Parties entered into Project Funding Agreement No. 15-1001115 on or about February 11, 2015 ("Agreement"), to fund the right of way phase of the Yucca Loma Corridor - Green Tree Boulevard Extension Project ("PROJECT"); and
B. Amendment No. 1 to the Agreement dated March 15, 2017, extended the termination date to December 31, 2018; and
C. Amendment No. 2 to the Agreement dated July 31, 2017, extended the termination date to June 30, 2019; and
D. CITY initially identified a need of $1,240,465 to complete right-of-way activities for the PROJECT; CITY has now identified an additional need of $850,000, and the Parties desire to further amend the Agreement to increase the allocation amount to $2,090,465; and
E. The Victor Valley subarea transportation planning partners have identified this PROJECT as eligible for partial funding in an amount up to $2,090,465 from Measure I 2010-2040 MLHP funds for the PROJECT.
NOW, THEREFORE, the Parties agree to amend the Agreement as follows:
1. Paragraph 1 of Section I is deleted in its entirety and replaced with the following:
“1. To reimburse CITY for the actual cost of the PROJECT up to a maximum of $2,090,465 in MLHP funds. An estimate of costs for the PROJECT is provided in Attachment B. SBCTA shall have no further responsibilities to provide any funding for PROJECT exceeding this amount without an amendment to this agreement.”
2. Paragraph 2 of Section I is deleted in its entirety and replaced with the following:
Attachment: 15-1001115 Amend 03 [Revision 5] (5053 : Amendment No. 3 to Green Tree Boulevard Funding Agreement 15-1001115) “2. To reimburse CITY within 30 days after CITY submits an original and two copies of the 15-1001115-3 Page 1 of 4
Packet Pg. 18 2.b
signed invoices that were incurred by CITY up to a maximum of $2,090,465, consistent with the invoicing requirements of the Measure I 2010-2040 Strategic Plan, including backup information. Invoices may be submitted to SBCTA as frequently as monthly. Right of Way Phase invoices for expenses incurred after December 1, 2014, are eligible for reimbursement.”
3. Paragraph 2 of Section II is deleted in its entirety and replaced with the following:
“2. To be responsible for all project costs in excess of $3,947,535 in federal earmark funds and $2,090,465 in MLHP funds absent approval of an additional allocation from the SBCTA Board of Directors.”
4. Paragraph 3 of Section II is deleted in its entirety and replaced with the following:
“3. To be responsible for expending that portion of the eligible PROJECT expenses that are incurred by CITY, subject to reimbursement by SBCTA hereunder, for an amount not to exceed $2,090,465 in MLHP funds, and are reimbursable by SBCTA in accordance with Section I, Paragraph 2. Expenses relative to time spent on the PROJECT by CITY are considered eligible PROJECT expenses and may be charged to the PROJECT funds subject to SBCTA’s guidelines.”
5. Attachment B is replaced in its entirety with the Revised Summary of Estimated Costs attached to this Amendment.
6. Except as amended by this Amendment No. 3, all other terms and conditions of the Agreement, and amendments thereto, shall remain in full force and effect and are incorporated herein by this reference.
This Amendment No. 3 shall be effective on the date executed by SBCTA.
-- SIGNATURES ON FOLLOWING PAGE --
Attachment: 15-1001115 Amend 03 [Revision 5] (5053 : Amendment No. 3 to Green Tree Boulevard Funding Agreement 15-1001115)
15-1001115-3 Page 2 of 4
Packet Pg. 19 2.b
IN WITNESS WHEREOF, SBCTA and CITY have executed this Amendment No. 3 below.
SAN BERNARDINO COUNTY CITY OF VICTORVILLE TRANSPORTATION AUTHORITY
By: ______By: ______James C. Ramos Gloria Garcia President Mayor
Date: ______Date: ______
APPROVED AS TO FORM: ATTEST:
By: ______By: ______Eileen Monaghan Teichert Carolee Bates, SBCTA General Counsel City Clerk
Date: ______Date: ______
By: ______Chuck Buquet, Risk Manager
Date: ______
By: ______Andres de Bortnowsky, City Attorney
Date: ______
Attachment: 15-1001115 Amend 03 [Revision 5] (5053 : Amendment No. 3 to Green Tree Boulevard Funding Agreement 15-1001115)
15-1001115-3 Page 3 of 4
Packet Pg. 20 2.b
ATTACHMENT B
YUCCA LOMA CORRIDOR - GREEN TREE BOULEVARD EXTENSION PROJECT CITY OF VICTORVILLE
Revised Summary of Estimated Costs (1)
Shares per Nexus Study Actual Contribution Public Share Developer Share Public Share2 Developer Share3 Phase Total Est. Cost 51% 49% N/A N/A Final Design $3,188,000 $1,625,880 $1,562,120 $3,188,000 $ - Right of Way $2,850,000 $1,453,500 $1,396,500 $2,850,000 $ - Subtotal $6,038,000 $3,079,380 $2,958,620 $6,038,000 $ - Future Phase - Requires an amendment to Contract No. 15-1001115 Construction $39,895,625 $20,346,769 $19,548,856 $17,388,149 $22,507,476 Total $45,933,625 $23,426,149 $22,507,476 $23,426,149 $22,507,476
(1) Based on the 95% cost estimate by Dokken Engineering, July 2016 with 10% contingency, plus construction management at 15%, escalated to 2019.
(2) SBCTA's Share can be from sources under control of SBCTA including but not limited to Measure I Major Local Highways program, State Transportation Improvement Program (STIP), and Surface Transportation Program (STP), without necessitating an amendment of this agreement. The $3,947,535 of federal earmark funds allocated to PROJECT as part of the idle earmark process are regarded as Public Share.
(3) CITY shall be responsible for coordination of Developer Share funds with other jurisdictions as required per C12038.
Attachment: 15-1001115 Amend 03 [Revision 5] (5053 : Amendment No. 3 to Green Tree Boulevard Funding Agreement 15-1001115)
15-1001115-3 Page 4 of 4
Packet Pg. 21 3
Minute Action
AGENDA ITEM: 3 Date: September 21, 2018 Subject: Mountain/Desert Operators Transportation Development Act Triennial Performance Audits for Fiscal Year 2014/2015 - 2016/2017 Recommendation: That the Mountain/Desert Committee recommend the Board, acting as the San Bernardino County Transportation Authority (SBCTA), receive Transportation Development Act Triennial Performance Audit Reports for Fiscal Years 2014/2015 through 2016/2017 for City of Needles, Morongo Basin Transit Authority, Mountain Area Regional Transit Authority, and Victor Valley Transit Authority. Background: In order to continue receipt of Transportation Development Act (TDA) funding, the California Public Utilities Code Sections 99246(a) and 99248 require that SBCTA designate an entity other than itself to perform triennial performance reviews on each of the transit operators that receive TDA funding, including SBCTA. These audits are subsequently submitted to the California Department of Transportation (Caltrans).
On July 1, 2017, the SBCTA Executive Director authorized the advertisement of Request for Proposals (RFP) 17-1001711 for Professional Services for the Fiscal Year (FY) 2014/2015 through 2016/2017 TDA Triennial Performance Audits in accordance with SBCTA Contracting Procurement Policy 11000, Section VII.B.1. On October 4, 2017, the SBCTA Board approved Contract No 17-1001711 with Michael Baker International to conduct the triennial performance reviews of SBCTA and the following transit operators/claimants: City of Needles, Morongo Basin Transit Authority, Mountain Area Regional Transit Authority, Omnitrans, and Victor Valley Transit Authority.
Attachment A is the draft executive summary for each mountain/desert transit operator’s audit, which includes a review of the agency’s compliance with TDA requirements, status of prior audit recommendations, transit system performance trends, and a detailed functional review. The complete audits are being provided as supplemental material to this agenda. Below is a summary by agency of the prior audit recommendations and status and the current FY 2014/2015 through 2016/2017 audit recommendations. Similar information is being presented to the General Policy Committee and the Board of Directors Metro Valley Study Session for SBCTA and Omnitrans, respectively.
Mountain Area Regional Transit Authority (MARTA) Prior Audit Recommendations and Status 1. Use allowable TDA provisions to improve farebox recovery. Status: TDA allows exemptions of operating costs of new or expanded services for purposes of calculating farebox recovery for LTF funding eligibility. MARTA has not typically excluded new service or tracked cost, ridership, and fare revenue data of the new service separately in order to exempt the new service from the overall farebox ratio.
Entity: San Bernardino County Transportation Authority Packet Pg. 22 3 Mountain-Desert Committee Agenda Item September 21, 2018 Page 2
This recommendation will be implemented upon the expansion of new services and is carried forward in this audit.
2. Seek marketing opportunities with destination providers. Status: Implemented MARTA has been actively involved with several marketing initiatives with local businesses and ski resorts that have raised the profile and usage of the transit system. The assistant general manager serves on the Board of Directors of the Big Bear Chamber of Commerce. MARTA entered into an agreement with the Vail Corporation, the parent company of the Snow Summit ski resort, which involves providing a shuttle service to and from the resort for resort employees and guests.
Additional promotion of MARTA’s transportation services is featured on internet sites, local newspapers, radio, and seasonal magazines. Local businesses have supported the service through the purchase of passes for their customers, which allows their customers to ride the weekend trolley service free of charge. In response to the needs of the local business community, MARTA implemented evening Dial-a-Ride service to provide workers in Big Bear Lake Village transportation home from work. These partnerships help stabilize ridership fluctuations.
3. Evaluate additional internal staff team building activities for drivers. Status: Implemented MARTA has continued to foster employee morale and cohesion. The operator supervisors that oversee the Big Bear and Crestline facilities have a good working relationship. During the audit period, MARTA held an awards luncheon to recognize drivers. While this was not the first awards luncheon, it was the first time all drivers had an opportunity to meet the drivers working out of both facilities. In many cases, they had never met in person before. In addition to work-related events, drivers have expressed interest in supporting community initiatives by participating as a team in events such as The Polar Plunge, March of Dimes Walk, and other activities. While MARTA would like to sponsor drivers to participate in organized bus “roadeos,” factors such as travel logistics, limited staffing, and cost have precluded the operator from organizing practices and participation.
Current Recommendations 1. Use the TDA guidelines when calculating full-time employee equivalents. Auditor Comments: When queried about how annual employee labor hours and personnel are calculated, it was discovered that MARTA used the federal standard of 2,080 hours instead of the TDA standard of 2,000 hours. The calculation of FTEs accounts for operations staff, maintenance, and management personnel. The FTE data are derived by dividing total annual employee hours by 2,000 according to PUC guidelines. It is recommended that MARTA determine the annual personnel hours worked and divide the total by 2,000 annual hours to arrive at the correct FTE figure.
San Bernardino County Transportation Authority Packet Pg. 23 3 Mountain-Desert Committee Agenda Item September 21, 2018 Page 3
2. Use allowable TDA provisions to improve farebox recovery. Auditor Comments: A carryover from the prior performance audit, the farebox recovery ratio allows exclusion of new services that require time to meet the fare ratio standard. When service is expanded, such as route extension or implementing a new route, MARTA should track cost, ridership, and fare revenue data of the new service separately in order to exempt the new service from the overall farebox ratio. Conversely, SBCTA practice allows the operator to count the revenue and cost if the new service improves system farebox recovery. While the systemwide fare ratio over the three years exceeded the minimum 10 percent, MARTA should work with the fiscal auditor and determine whether the fare revenue and operating cost from new or expanded services should be included in the ratio.
3. Consider revenue subsidy agreements with local colleges and universities. Auditor Comments: MARTA has executed strategic partnerships with local ski resorts and nonprofits in its service area to help sustain ridership. In a recent development, MARTA implemented Route 13, which is an “off the mountain” service operating between Big Bear and Victorville. The route interlines with VVTA service at a couple of timepoints along the route. One timepoint is Victor Valley College. VVTA and Victor Valley College have executed the College Ram Pass Revenue Agreement, which allows for enrolled students to ride VVTA’s fixed route services at no charge. Pursuant to the agreement, Victor Valley College pays VVTA $5.50 for every student who is enrolled with at least one unit. As ridership demand increases on Route 13, it is suggested that MARTA consider pursuing a similar agreement with Victor Valley College as well as other schools such as California State University, San Bernardino and San Bernardino Valley College.
4. Continue collaborative efforts with the City of Big Bear Lake and other local agencies on infrastructure improvements. Auditor Comments: MARTA has recognized the potential for working with the City and other local agencies responsible for public rights-of-way in addressing road circulation issues. On top of weather-related challenges during the winter months, transit has had to contend with traffic bottlenecks and the lack of turnouts, which impact on-time performance. In working with the local business community, MARTA has raised the profile and benefits of transit usage by promoting the weekend trolley and extending the hours of Dial-a-Ride services. Using these developments as leverage, MARTA could persuade its local partners to consider the role that transit can play when reviewing development proposals and zoning land that could potentially support bus stop turnouts, a new operations facility, or transit center. Use of transit bus stop design guidelines also illustrate how these facilities are compatible with adjacent land uses.
Morongo Basin Transit Authority (MBTA) Prior Audit Recommendations and Status 1. Enter on-time performance data into TransTrack. Status: Implemented MBTA staff fully implemented the use of the on-time performance tracking module in TransTrack for the fixed route and demand response service modes effective August 2014. San Bernardino County Transportation Authority Packet Pg. 24 3 Mountain-Desert Committee Agenda Item September 21, 2018 Page 4
A TransTrack report lists the total number of trips sampled, number of early trips, number of late trips, number of trips on time, and the percentage of trips on time.
2. Conduct succession planning and agency organizational review. Status: Implemented MBTA has made concerted efforts in conducting succession planning and organizational review. The general manager stepped down from the position in June 2015 (during the prior audit cycle) and assumed the role of director of Cooperative Purchasing Programs in MBTA. In anticipation of this change, the prior general manager mentored administrative staff in preparation for possible professional advancement. After a nationwide recruitment effort, the incumbent operations manager was selected by the MBTA Board of Directors for the general manager position in July 2015. Subsequently, a nationwide recruitment effort was conducted for a new operations manager.
An organizational review process (Organizational Assessment and Wage Study) was also a component of the FY 2015/2016 Focused SRTP. The purpose of this plan was to evaluate all MBTA’s current positions and functions as well as employee compensation and benefits, comparing these with peer agencies to ensure that the agency had staffing level, position, and appropriate compensation to attract and retain personnel. During the study period, much of these efforts were deferred due to the emergence of a union organization effort among the rank and file employees. This was resolved after the union withdrew its petition to organize the nonexempt MBTA employees. Further evaluation of the above may take place if deemed appropriate in the next SRTP.
3. As conditions warrant, work with SBCTA to study, and hold discussion with the National Park Service regarding, possible bus service options to Joshua Tree National Park (JTNP). Status: Implemented Part of the consultant’s scope of work for MBTA’s FY 2015/2016 Focused SRTP was to develop a service and financial plan to operate service into the JTNP. After two years of planning, a cooperative agreement between the National Park Service and MBTA was executed. Pursuant to this agreement, a pilot program was launched at the beginning of 2018 that expires in May 2019. Branded as the “RoadRunner Shuttle,” the service began its seasonal pilot service on February 1, 2018, through the end of May 2019. There is no summer service. The RoadRunner operates three routes with seven days a week using four vehicles.
4. Further integrate and fund alternative lifeline service models to reach sparsely populated areas. Status: Implemented MBTA increased Transportation Assistance Grant program allocations, which included the acquisition of two vehicles and operating dollars for Reach Out Morongo Basin and Morongo Basin Health Care District, two specialized transportation providers, and taking over the Transportation Reimbursement Program (TREP) program from VTrans. In November 2017, MBTA was awarded an FTA Section 5310 grant to fund TREP, which involves a mileage reimbursement transportation service that complements public San Bernardino County Transportation Authority Packet Pg. 25 3 Mountain-Desert Committee Agenda Item September 21, 2018 Page 5
transportation. This would involve having volunteer drivers, often family members, transporting seniors and people with disabilities to access medical and other services where no transit service currently exists.
Current Recommendations 1. Review opportunities for increasing local revenue to boost farebox recovery. Auditor Comments: Consistent with current practice, transit systems can boost their farebox recovery through inclusion of local revenues generated by the transit service. MBTA has seen some erosion in its farebox recovery attainment relative to its standard due to sluggish ridership. Even though local Measure I funds are available to support the Ready Ride farebox recovery, MBTA is still expected to attain a 10 percent system-wide farebox recovery ratio.
Other local revenues can prop up the farebox. In addition to local Measure I contributions, examples of local fund revenues include advertisements on buses and bus shelters, CNG fuel sales to the general public, gains on the sale of capital assets, lease revenues generated by transit-owned property, and fare revenue agreements in lieu of individual fare payment with entities that have regular riders. Both revenues and operating costs are modified in deriving the farebox ratio for TDA eligibility purposes, and MBTA should work with the fiscal auditor to accurately reflect the farebox ratio allowed under new state law.
2. Update Performance Monitoring contained in the Short Range Transit Plan. Auditor Comments: MBTA’s Focused SRTP provides recommendations for minimum standards and targets that gauge operational performance. For example, the SRTP recommends a minimum standard for preventable accidents and roadcalls. While MBTA tracks such data and records each occurrence, the standards are presented in the SRTP as a function of vehicle mileage, including miles between accidents and miles between road calls. These measures are used on a rolling basis and can relate to the amount of operational service provided. The measures also reveal the frequency of each occurrence relative to the number of miles driven between each occurrence. MBTA should update its performance monitoring to track these additional performance measures against the SRTP targets.
3. Consider implementation of enhanced electronic and mobile trip planning tools. Auditor Comments: MBTA provides information about its services through its website, which was updated during the audit period to reflect the fare increases and weekend schedule changes. The website is also accessible in a mobile format and provides links to a trip planner tool and a commute calculator. The trip planner is linked to Google Transit but appears to not have been updated to the latest version. Google Transit’s key features include simple and accessible online trip planning, trip planning in numerous languages, comparisons with other modes of travel (automotive, cycling, and pedestrian), and compatibility with many mobile devices. Other trip planning tools include the Transit App, which provides real- time transit route information in a mobile format. As MBTA pursues technology upgrades such as AVL systems and live bus tracking, it is suggested that these initiatives be tied to trip planning platforms.
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4. Explore additional CNG fuel sales to the public. Auditor Comments: MBTA has an on-site CNG fueling facility for its vehicle fleet. The facility asset has been available to the public for fuel purchase for many years, although MBTA staff indicated demand for the fuel has been limited. There is another CNG fueling station operated by Clean Energy - Park N Ride Transit Facility on Kickapoo Trail in Yucca Valley. Described in part in recommendation #1, local revenues generated by the transit agency can be counted towards farebox recovery. With current trends in the fare ratio showing declines, additional local revenues can support the farebox. MBTA should further evaluate the market for CNG fuel and review opportunities for increasing fuel sales to the public without compromising fleet operations.
City of Needles - Needles Area Transit (NAT) Prior Audit Recommendations and Status 1. Enter on-time performance data into TransTrack. Status: Implemented The City’s transit administration began tracking and entering on-time performance data into TransTrack effective July 2015. A TransTrack report lists the total number of trips sampled, number of early trips, number of late trips, number of trips on time, and percentage of trips on time.
2. Enter Dial-A-Ride no-shows data into TransTrack. Status: Implemented The City’s transit administration began tracking and entering no-show performance data into TransTrack effective July 2015 at the start of FY 2015/2016. A TransTrack report lists the date of occurrence, transit program mode, route, vehicle number, driver name, and fare type and quantity.
3. File separate Transit Operators Financial Transactions Reports for fixed route and Dial-A- Ride service modes. Status: Implemented The City began compiling and submitting separate Transit Operator Financial Transactions reports to the State Controller for each service mode. The change was authorized by the City Council on October 13, 2015, and implemented with the FY 2015/2016 reports.
Current Recommendations 1. Review opportunities for increasing local revenue to boost farebox recovery. Auditor Comments: Consistent with current practice, transit systems can boost their farebox recovery through inclusion of local revenues generated by the transit service. Needles Transit Services has had some challenges maintaining farebox recovery attainment relative to its standard. Even though the City has been able to use local Measure I contributions to support the Dial-A-Ride farebox recovery, it is still expected to attain a 10 percent farebox recovery ratio for NAT and a 15 percent farebox recovery ratio for Dial-A-Ride.
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Other local revenues can prop up the farebox. In addition to local Measure I contributions, examples of local fund revenues include advertisements on buses and bus shelters, gains on the sale of capital assets, lease revenues generated by transit-owned property, and fare revenue agreements in lieu of individual fare payment with entities that have regular riders. Both revenues and operating costs are modified in deriving the farebox ratio for TDA eligibility purposes, and the City should work with the fiscal auditor to accurately reflect the farebox ratio allowed under new state law. One opportunity would be lease revenue from prospective tenants in the historic El Garces Hotel and Transportation Depot.
2. Consider implementation of electronic and mobile trip planning tools. Auditor Comments: NAT provides information about its services through the City’s website, which was updated during the audit period to reflect the fare increases and Saturday schedule changes. The website currently does not provide any trip planning tools other than the PDF links to the schedule. One turnkey approach would be to incorporate Google Transit onto the transit webpage. Google Transit’s key features include simple and accessible online trip planning, Google user access to Needles’ website, trip planning in numerous languages, comparisons with other modes of travel (automotive, cycling and pedestrian), and compatibility with many mobile devices. Other trip planning tools include the Transit App, which provides real-time transit route information in a mobile format.
Victor Valley Transit Authority (VVTA) Prior Audit Recommendations and Status 1. Use allowable TDA provisions to improve farebox recovery. Status: Implemented VVTA has been pursuing other strategies to strengthen its farebox recovery ratio. Part of the downward trend noted in the prior audit was the loss in fare revenue from the Ram Pass demonstration project (FY 2013/2014) where qualified Victor Valley College (VVC) students rode the fixed and county routes for free. SB 508 was signed into law in October 2015, which allows transit agencies to characterize Certificates of Participation (COP) principal and interest payments as capital expenditures for calculating farebox ratios. During the audit period, a portion of the COP debt was refinanced, which cut interest payments by $400,000 annually. Other actions include completion of the Comprehensive Operational Analysis (COA) and approval by the board in February 2017. First-year changes presented in the COA will be implemented by the fall of FY 2017/2018. VVTA will seek exemptions for new services and significant realignments likely to cause fluctuations in ridership. In addition, VVTA subsequently implemented a system-wide fare adjustment effective October 1, 2017, which included an increase in the base fare from $1.25 to $1.50. This was undertaken to align the VVTA and Barstow Are Transit (BAT) fare structures. The adjustment also included a fare reduction on some services. VVTA will continue to monitor these adjustments and their potential effects on the farebox recovery ratio. VVTA has also used Measure I funding to supplement farebox revenues to satisfy the 15 percent farebox ratio as permitted by PUC Section 99268.19.
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2. Increase VVTA administrative staff. Status: Implemented VVTA assessed its administrative staffing requirements considering both the consolidation with BAT and VVTA’s designation as a CTSA. A customer service representative was added in FY 2014/2015. The FY 2015/2016 budget included the addition of an administrative assistant, lead travel trainer, and brokerage associate/route planner for the newly formed CTSA. New positions added during the audit period were a maintenance/facilities administrative assistant in November 2016; vanpool administrator in December 2016; network administrator in February 2017; accounting technician in March 2017; and operations manager in June 2017. After the audit period, VVTA hired a grants analyst in August 2017. Additional finance department staff hires have included a financial analyst, procurement manager, and a fixed asset manager.
3. Develop an asset management plan. Status: In process of full implementation during the audit period Asset management responsibilities are under the purview of the procurement manager and fixed asset manager. To date, the facility reserve study has been completed per contract; however, it was discovered that it did not have the necessary fields for condition assessments criticality needed for transit asset management (TAM). The consultants have worked on incorporating these fields into the database. The reserve study includes all assets of the facility that are permanently secured to the facility. All movable assets to be included in the plan are currently being input into VVTA’s maintenance management program along with their prospective maintenance schedules and fields for condition monitoring and criticality. Due to the complexity of creating a thorough TAM, the anticipated completion date has been extended until June 30, 2018, in time for the scheduled October 2018 FTA reporting deadline.
4. Go live with system-wide map. Status: Implemented VVTA has developed a digitally formatted system map that is available and distributed in print format and is also available for download via the website. The map features Victor Valley routes as well as ADA paratransit zones. VVTA completed installation of the hardware to place the large format version at major transfer points. Staff continues to work on a trifold map; however, it was decided that reprints should wait until after route changes are implemented and a Barstow system map can be added on the back.
Prior Audit Recommendations and Status for Barstow 1. Improve operations data collecting and reporting consistency. Status: Implemented With the recent integration of BAT into VVTA, operations data collection and reporting have become the responsibility of VVTA. VVTA’s established data collection and reporting procedures are standardized and accessible through TransTrack. Nevertheless, it is essential that data show accuracy and consistency across all modes and services. VVTA continues to make useful and worthwhile progress in this regard. Barstow contract staff continue to learn San Bernardino County Transportation Authority Packet Pg. 29 3 Mountain-Desert Committee Agenda Item September 21, 2018 Page 9
and adapt to new technologies, practices, and procedures. Both the Hesperia and Barstow divisions are now using a new dispatching system, Ecolane, that has resulted in more consistent collection of demand responsive performance data. The entire motor bus fleet, including those buses used for the county/deviated routes, now have the same fareboxes that are used by the rest of the VVTA fleet. VVTA has released an RFP for possible replacement and upgrade to a state-of-the-art ITS technology, which will include the entire motor bus fleet. Furthermore, the consolidation of TransTrack systems was completed in time for the FY 2015/2016 National Transit Database (NTD) reporting. While still using some collection and input methods suitable for their small size, the Barstow performance metrics have greatly improved. Measures for comparison and consistency will develop over time.
2. Develop capital improvement plan. Status: Implemented A vehicle replacement schedule has been developed based on a 9-year or 250,000-mile useful life, which calculates average monthly miles based on current use and projects the estimated replacement dates. More analysis has been conducted to determine if 12-year and 500,000- mile buses would be a better investment for the fixed route units. Many vehicle procurements took place during the audit period. In FY 2014/2015, eight paratransit replacement buses for the Barstow service area were programmed and delivered. Fourteen additional buses, including a Class E bus and five Class H buses, were ordered and delivered in FY 2015/2016 and FY 2016/2017.
Current Recommendations 1. Improve on-time performance. Auditor Comments: VVTA monitors on-time performance by sampling trips on its various service modes and routes. A bus is considered on time if it departs from a time point between the scheduled time and up to five minutes after the scheduled time. A bus is not on time if it departs earlier than the scheduled time or departs more than five minutes after the scheduled time. Based on the on-time performance indicator on the TransTrack executive dashboard feature, VVTA’s system-wide FY 2016/2017 on-time performance rate was 82.64 percent. There was no on-time performance data reported in TransTrack prior to FY 2016/2017.
Furthermore, a sampling of on-time performance data provided by VVTA and compiled by the contract operator during the audit period shows a wide variation, from 67.22 percent of trips on-time for intercity Route 15 to a 100 percent of trips on-time for Direct Access. Local and regional fixed route on-time trip performance ranged from a low of 77.85 percent to 99.19 percent. VVTA attributes several factors to the variation of on-time trips, with increased traffic congestion and railroad crossing delays primary contributors, along with driver turnover. The nature of the pulse system of routes also creates challenges to alter service. It is recommended that VVTA continue taking measures to evaluate service in detail and improve on-time performance through route and schedule adjustments, as well as performance reviews with the contract operator and enforcement of contract provisions relating to maintaining schedule adherence. Recent COA/SRTP recommendations provide technical data for route modification.
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2. Develop additional key performance indicators to report organization efficiencies. Auditor Comments: A key performance indicator (KPI) is a metric that is used to gauge the effectiveness of organizational goals, policies, and procedures. KPIs provide objective evidence of progress toward achieving a desired result. During the audit period, VVTA underwent an administrative restructuring and added staffing in key areas, including the finance department, to address its growing operations. The restructuring included the consolidation of the procurement, contract compliance, marketing, route planning, and information technology services function under the Operations Department. In addition, VVTA added metric reports to its annual budgeting process, which have been well received by its governing board. KPIs are also found in TransTrack to measure vehicle operations.
It is suggested that VVTA further its KPI program and investigate administrative type indicators that demonstrate internal efficiencies from the organizational changes. Additional measures can be suggested from external sources, including the American Bus Benchmarking Group, the Transit Cooperative Research Program for Transit Performance- Measurement System, and the Mineta Transportation Institute. Example measures of internal staff productivity from these sources include vehicle service hours and miles per administrative pay hour; administrative cost per vehicle service hour and mile; administrative labor hours per vehicle hour; passenger trips per administrative employee; and cost/number of administrative staff to operations staff. VVTA should consider and implement at least one or more administrative measures for its KPI program to gain useful information regarding the agency’s organizational structure and administrative efficiency. 3. Conduct succession planning. Auditor Comments: VVTA’s executive management has been with VVTA for many years. With anticipation of about three to five years remaining for several high-level staff at the agency, it would be prudent for VVTA to identify and mentor potential successors from within the organization. Succession planning increases the availability of experienced and capable employees who are prepared to assume these roles as they become available. Some recommended steps would include the development of an internal program that could include desktop procedures that document administrative processes, cross training and assessment, and management training opportunities. A review of the current rank-and-file position structure to enable continued staff growth and advancement would also help with retention strategies. VVTA is currently providing succession planning at an organic level. Any formal succession planning should be planned but would require additional resources and Board direction, including possible use of outside management consultant assistance. Financial Impact: This item is consistent with the adopted SBCTA Fiscal Year 2018/2019 budget. Reviewed By: This item is not scheduled for review by any other policy committee or technical advisory committee. Responsible Staff: Nancy Strickert, Management Analyst III
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Approved Mountain-Desert Committee Date: September 21, 2018 Witnessed By:
San Bernardino County Transportation Authority Packet Pg. 32 Attachment A 3.a
July 2018 Attachment: MARTA_FY2015-2017 TDA Performance Audit_Exec Summary (5102 : Mountain/Desert Operators Transportation Development Act
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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 ...... 16
Prior Triennial Performance Recommendations ...... 16
Section IV ...... 19
TDA Performance Indicators ...... 19
Section V ...... 28
Review of Operator Functions ...... 28
Operations ...... 29 Maintenance ...... 35 Planning...... 36 Marketing ...... 36 General Administration and Management ...... 37
Section VI ...... 40
Findings ...... 40 Recommendations ...... 43
Attachment: MARTA_FY2015-2017 TDA Performance Audit_Exec Summary (5102 : Mountain/Desert Operators Transportation Development Act
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List of Tables and Graphs
Table I-1 MountainTransit Service Area Demographics ...... 2 Table I-2 Mountain Transit Fixed Route Services ...... 3 Table I-3 Mountain Transit Dial-a-Ride Services ...... 5 Table I-4 Mountain Transit Fare Schedule...... 7 Table I-5 Mountain Transit Fleet ...... 8 Table II-1 Operator Compliance Requirements Matrix ...... 9 Table IV-1 TDA Performance Indicators – System-wide ...... 20 Table IV-2 TDA Performance Indicators – Fixed Route ...... 21 Table IV-3 TDA Performance Indicators – Dial-a-Ride ...... 22 Table V-1 Mountain Transit On-time Performance ...... 32 Table V-2 Complaints per 100,000 Passengers ...... 33 Table V-3 Mountain Transit Personnel Levels ...... 34 Table V-4 Mountain Transit Road Calls ...... 36
Graph IV-1 Operating Costs – System-wide, Fixed Route and DAR ...... 23 Graph IV-2 Ridership – System-wide, Fixed Route and DAR ...... 23 Graph IV-3 Operating Cost per Passenger- System-wide, Fixed Route and DAR ...... 24 Graph IV-4 Operating Cost per Vehicle Service Hour – System-wide, Fixed Route and DAR ...... 24 Graph IV-5 Passengers per Vehicle Service Hour- System-wide, Fixed Route and DAR ...... 25 Graph IV-6 Fare Recovery Ratio – System-wide, Fixed Route and DAR ...... 25
Attachment: MARTA_FY2015-2017 TDA Performance Audit_Exec Summary (5102 : Mountain/Desert Operators Transportation Development Act
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Executive Summary
The San Bernardino County Transportation Authority (SBCTA) engaged Michael Baker International (Michael Baker) to conduct the Transportation Development Act (TDA) triennial performance audit of the five 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 Mountain Area Regional Transit Authority (Mountain Transit), covering the most recent triennial period, fiscal years 2014-15 through 2016-17.
The audit includes a review of the following areas:
• Compliance with TDA Requirements • Status of Prior Audit Recommendations • Transit System Performance Trends • Detailed Functional Review
From the review, recommendations were developed to improve the operational efficiency and effectiveness of Mountain Transit.
Compliance with TDA Requirements
Of the nine compliance requirements pertaining to Mountain Transit, the operator fully complied with seven requirements. The operator was partially compliant regarding the timely submittal of its Transit Operators Financial Transactions Report to the State Controller (late submittal in FY 2015) and calculation of full-time employee equivalents. Two additional compliance requirements did not apply to the operator (i.e., blended and urban farebox recovery ratios).
Status of Prior Audit Recommendations
Two of the three prior audit recommendations have been implemented while the third is in the process of implementation. The recommendations pertained to the use of allowable TDA provisions to improve farebox recovery, pursuing marketing partnerships with destination providers, and internal staffing building activities.
Attachment: MARTA_FY2015-2017 TDA Performance Audit_Exec Summary (5102 : Mountain/Desert Operators Transportation Development Act Michael Baker International - i Packet Pg. 36 3.a Executive Summary
Transit System Performance Trends
1. Mountain Transit is held to a 10 percent minimum farebox recovery ratio. For the three-year audit period based on audited data, the farebox recovery ratio was 13.01 percent in FY 2015; 11.94 percent in FY 2016; and 12.45 percent in FY 2017. The average system-wide farebox recovery ratio was 12.47 percent. Farebox ratios are audited figures from the TDA fiscal audits and include local support revenue such as Measure I.
2. Operating costs system-wide rose modestly from the FY 2014 base year to FY 2017, increasing 4.5 percent using audited data. Fixed route operating costs increased 27.9 percent whereas demand response costs decreased 11.6 percent using unaudited modal data. Per an average annual basis, costs increased 1.7 percent with the highest increase of 6.9 percent occurring in FY 2017. The higher costs are attributed to new service implementation and restored employee benefits.
3. Ridership increased by a modest 1.2 percent system-wide from the FY 2014 base year to FY 2017. Fixed route passenger trips remained relatively unchanged with a 0.1 percent increase; however, demand response ridership increased 11 percent. The overall average annual percentage increase was 0.5 percent system-wide. The increased ridership trends on the demand response service are due to the extended service hours to 10:30 p.m.
4. Operating cost per passenger, an indicator of cost effectiveness, increased 3.3 percent system-wide, an indicator showing that operating costs have increased at a higher rate than passenger trips. Cost per passenger increased by 27.8 percent on fixed route but decreased 20.3 percent on the demand response service. Fixed route trips remained relatively flat compared to the 27.9 percent increase in operating costs.
5. Operating cost per hour, an indicator of cost efficiency, decreased 6.5 percent system-wide based on audited cost data. In contrast, the indicator increased 18.7 percent on the fixed route but decreased 29.2 percent on demand response based on unaudited modal cost data. Vehicle service hours on the fixed route increased 7.7 percent whereas operating costs increased 27.9 percent. For demand response, service hours increased 24.8 percent and operating costs decreased 11.6 percent.
6. Passengers per hour, which measures the effectiveness of the service delivered, decreased by 9.5 percent system-wide from 4.9 passengers in the FY 2014 base year to 4.5 passengers in FY 2017. The indicator for the fixed route mode decreased by 7.1 percent whereas for demand response there was an 11.1 percent decrease. The number of passenger trips per hour peaked at 5.1 passengers system-wide and 6.1 passengers on the fixed route during FY 2015.
Michael Baker International - ii Attachment: MARTA_FY2015-2017 TDA Performance Audit_Exec Summary (5102 : Mountain/Desert Operators Transportation Development Act
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Detailed Functional Review 1. Sunday service was added to the Big Bear Valley Off the Mountain (OTM) route and extended service was implemented on Route 1 Monday through Friday. In addition, a weekend trolley service was implemented in the Big Bear service area.
2. The trolley service recently implemented in the Big Bear area has operated well, performing better than the prior trolley service. The agency reported 300 riders in its first week of operation. Passes are sold by local businesses and promoted by the local lodging establishments.
3. Service hours on the Big Bear Dial-a-Ride service were extended to 10:30 p.m. Weekend service was also implemented on Route 3, which serves the Big Bear area from Mountain Meadows to Bear Mountain and Sandalwood. In a recent development, Mountain Transit implemented OTM service between Big Bear and Victorville, effective March 1, 2018.
4. Mountain Transit implemented a mobile-based dispatching software system. The Star TrakGPS allows for real-time GPS tracking of buses from a mobile tablet. Mobile tablets can also categorize each passenger. The software went live in November 2017 after a challenging implementation process.
5. Mountain Transit adopted a new farebox processing protocol to ensure increased accountability and transparency. The updated protocol requires that the key to the vault be checked out before use. In addition, any changes to the protocol must be announced beforehand to at least three other staff members.
6. The Mountain Transit Short-Range Transit Plan (SRTP) 2016-2021 was released in October 2016. The 2016-2021 SRTP is organized into eight chapters plus appendices, which include the results of the 2015 on-board/public survey and a financial plan with a 5- and 15-year horizon describing sources and uses of funding for both the operating and capital programs.
7. Outreach efforts by Mountain Transit have focused on partnerships with ski resorts, community events, and the local business community. Mountain Transit hired an outreach coordinator, which is a local Measure I grant-funded position. The outreach coordinator assists with marketing and collateral distribution as well as with online engagement.
Recommendations
Performance Audit Background Timeline Recommendation #1. Use the TDA When queried about how annual employee labor hours and High Priority guidelines when personnel are calculated, it was discovered that Mountain calculating full-time Transit used the federal standard of 2,080 hours instead of employee the TDA standard of 2,000 hours. The calculation of full-time equivalents. employee equivalent (FTE) accounts for operations staff,
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Performance Audit Background Timeline Recommendation maintenance, and management personnel. The FTE data are derived by dividing total annual employee hours by 2,000 according to California Public Utilities Code (PUC) guidelines. It is recommended that Mountain Transit determine the annual personnel hours worked and divide the total by 2,000 annual hours to arrive at the correct FTE figure.
#2 Use allowable TDA A carryover from the prior performance audit, the farebox High Priority provisions to improve recovery ratio allows exclusion of new services that require farebox recovery time to meet the fare ratio standard. While the systemwide fare ratio over the three years exceeded the minimum 10 percent, Mountain Transit should work with the fiscal auditor and determine whether the fare revenue and operating cost from new or expanded services should be included in the ratio. When service is expanded, such as route extension or implementing a new route, Mountain Transit should track cost, ridership, and fare revenue data of the new service separately in order to exempt the new service from the overall farebox ratio. Conversely, SBCTA practice allows the operator to count the revenue and cost if the new service improves system farebox recovery.
#3 Consider revenue Mountain Transit has executed strategic partnerships with Medium Priority subsidy agreements local ski resorts and nonprofits in its service area to help with local colleges sustain ridership. In a recent development, Mountain Transit and universities. implemented Route 13, which is an OTM service operating between Big Bear and Victorville. The route interlines with Victor Valley Transit Authority (VVTA) service at a couple of timepoints along the route. One timepoint is Victor Valley College. VVTA and Victor Valley College have executed the College Ram Pass Revenue Agreement, which allows for enrolled students to ride VVTA’s fixed route services at no charge. Pursuant to the agreement, Victor Valley College pays VVTA $5.50 for every student who is enrolled with at least one unit. As ridership demand increases on Route 13, it is suggested that Mountain Transit consider pursuing a similar agreement with Victor Valley College as well as other schools such as California State University, San Bernardino and San Bernardino Valley College.
#4 Continue Mountain Transit has recognized the potential for working Medium Priority collaborative efforts with the City and other local agencies responsible for public with the City of Big rights-of-way in addressing road circulation issues. On top of Bear Lake and other weather-related challenges during the winter months, local agencies on transit has had to contend with traffic bottlenecks and the
Michael Baker International - iv Attachment: MARTA_FY2015-2017 TDA Performance Audit_Exec Summary (5102 : Mountain/Desert Operators Transportation Development Act
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Performance Audit Background Timeline Recommendation infrastructure lack of turnouts, which impact on-time performance. In improvements. working with the local business community, Mountain Transit has raised the profile and benefits of transit usage by promoting the weekend trolley and extending the hours of Dial-a-Ride services. Using these developments as leverage, Mountain Transit could persuade its local partners to consider the role that transit can play when reviewing development proposals and zoning land that could potentially support bus stop turnouts, a new operations facility, or transit center. Use of transit bus stop design guidelines also illustrate how these facilities are compatible with adjacent land uses.
Michael Baker International - v Attachment: MARTA_FY2015-2017 TDA Performance Audit_Exec Summary (5102 : Mountain/Desert Operators Transportation Development Act
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July 2018 Attachment: MBTA_FY2015-2017 TDA Performance Audit_Exec Summary (5102 : Mountain/Desert Operators Transportation Development Act 1 Packet Pg. 41 3.b
TABLE OF CONTENTS
Executive Summary ...... i
Section I ...... 1
Introduction ...... 1 Overview of the Transit System ...... 1
Section II ...... 8
Operator Compliance Requirements ...... 8
Section III ...... 14
Prior Triennial Performance Recommendations ...... 14
Section IV ...... 18
TDA Performance Indicators ...... 18
Section V ...... 28
Review of Operator Functions ...... 28
Operations ...... 29 Maintenance ...... 34 Planning ...... 36 Marketing ...... 37 General Administration and Management ...... 38
Section VI ...... 42
Findings ...... 42 Recommendations ...... 45
Attachment: MBTA_FY2015-2017 TDA Performance Audit_Exec Summary (5102 : Mountain/Desert Operators Transportation Development Act 1 Packet Pg. 42 3.b
List of Tables and Graphs
Table I-1 MBTA Service Area Demographics ...... 2 Table I-2 MBTA Fixed Route Services ...... 3 Table I-3 MBTA Ready Ride ...... 5 Table I-4 MBTA Fare Schedule ...... 5 Table I-5 MBTA Fleet ...... 6 Table II-1 Operator Compliance Requirements Matrix ...... 8 Table IV-1 TDA Performance Indicators - Systemwide ...... 19 Table IV-2 TDA Performance Indicators – Fixed Route ...... 20 Table IV-3 TDA Performance Indicators – Ready Ride ...... 21 Table IV-4 MBTA Performance Against COA Benchmark Standards ...... 27 Table V-1 Ready Ride No-shows 31 Table V-2 On-Time Performance 31 Table V-3 Complaints per 100,000 Passengers 32 Table V-4 Preventable Accidents 33 Table V-5 MBTA Personnel Levels 33 Table V-6 MBTA Road Calls 35
Graph IV-1 Operators Costs – Systemwide, Fixed Route and Ready Ride ...... 22 Graph IV-2 Ridership – Systemwide, Fixed Route and Ready Ride ...... 22 Graph IV-3 Operating Cost per Passenger – Systemwide, Fixed Route and Ready Ride ...... 23 Graph IV-4 Operating Cost per Vehicle Service Hour – Systemwide, Fixed Route & Ready Ride ... 23 Graph IV-5 Passengers per Vehicle Service Hour – Systemwide, Fixed Route & Ready Ride...... 24 Graph IV-6 Fare Recovery Ratio – Systemwide, Fixed Route and Ready Ride ...... 24
Attachment: MBTA_FY2015-2017 TDA Performance Audit_Exec Summary (5102 : Mountain/Desert Operators Transportation Development Act 2 Packet Pg. 43 3.b Executive Summary
Executive Summary
The San Bernardino County Transportation Authority (SBCTA) engaged Michael Baker International (Michael Baker) to conduct the Transportation Development Act (TDA) triennial performance audit of the five 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 Morongo Basin Transit Authority (MBTA), covering the most recent triennial period, fiscal years 2014-15 through 2016-17.
The audit includes a review of the following areas:
• Compliance with TDA Requirements • Status of Prior Audit Recommendations • Transit System Performance Trends • Detailed Functional Review
From the review, recommendations were developed to improve the operational efficiency and effectiveness of MBTA.
Compliance with TDA Requirements
Of the compliance requirements pertaining to MBTA, the operator fully complied with all nine requirements. New state legislation passed (AB 1113 - Bloom) on July 21, 2017, changed the timeline to submit the annual Transit Operators Financial Transaction Reports to the State Controller, effective reporting year FY 2017. Two additional compliance requirements did not apply to MBTA (i.e., rural/urban farebox recovery ratios).
Status of Prior Audit Recommendations
MBTA fully implemented the four prior audit recommendations. The recommendations implemented pertained to entering on-time performance data into TransTrack; succession planning and organizational review; service planning considerations into Joshua Tree National Park; and integration and funding of alternative lifeline service models.
Transit System Performance Trends
1. MBTA’s farebox recovery ratio remained well above the required 10 percent standard despite a slightly downward trend. For the three-year audit period, the farebox recovery ratio was 16.56 percent in FY 2015; 16.08 percent in FY 2016; and 12.34 percent in FY 2017. The average system-wide farebox recovery ratio was about 15 percent during the triennial review period. Attachment: MBTA_FY2015-2017 TDA Performance Audit_Exec Summary (5102 : Mountain/Desert Operators Transportation Development Act Michael Baker International - i i Packet Pg. 44 3.b Executive Summary
Farebox ratios are audited figures from the TDA fiscal audits and include local support revenue such as Measure I.
2. Operating costs system-wide increased by 29.3 percent using audited data from FY 2014 base year to FY 2017. Fixed route operating costs increased by 31.2 percent while demand response costs increased 9.9 percent using unaudited modal data. On an average annual basis, costs increased 9.7 percent, with the highest increase of 28.6 percent occurring in FY 2017. The higher costs are attributed to operator and dispatcher wage and benefit increases (from 8 to 11 percent) in FY 2017 as well as insurance premiums.
3. Ridership decreased notably during the audit period with a decrease of 23.6 percent system- wide. The 23.3 percent decrease in fixed route passenger trips mirrored the system-wide trend, whereas demand response ridership decreased nearly 27 percent. The ridership trends are attributed to a static service area population, lower retail fuel prices offering passengers other ride options, lower enrollment at Copper Mountain College, and fewer deployments and more restrictive leave policies at the Marine Corps Air Ground Combat Center in Twentynine Palms. In addition, travel patterns have changed with the opening of the Walmart in Yucca Valley.
4. Operating cost per passenger, an indicator of cost effectiveness, increased 69.2 percent system-wide. Cost per passenger increased 71.2 percent on fixed route and increased by 50.4 percent on the demand response service. The trend shows that costs have increased faster than the number of passenger trips due to the factors cited for FY 2017.
5. Operating cost per hour, an indicator of cost efficiency, increased 32.9 percent system-wide. The indicator increased by a comparable 33.8 percent on fixed route and by 16.1 percent for Ready Ride demand response. The trends for both modes are reflective of the increase in operating costs versus the decrease in vehicle service hours.
6. Passengers per hour, which measures the effectiveness of the service delivered, decreased by 21.5 percent system-wide from 11 passengers to 8.6 passengers per hour. The indicator for the fixed route mode decreased by a comparable 21.8 percent, whereas for demand response there was a 22.8 percent decrease. For both service modes, the rate of decline in passenger trips exceeds that for vehicle service hours.
Detailed Functional Review
1. A fare increase was implemented in July 2014, which was the first such increase since 1999. Fares on the fixed route and neighborhood shuttle services were increased as well as the cost of the 7-day pass on Route 12 from $35.00 to $42.00. However, there was no increase on Route 15. 2. MBTA implemented Sunday service and expanded service hours on Saturday as late as 10:00 p.m. on Route 1. The service additions were in response to an unmet transit needs finding. Attachment: MBTA_FY2015-2017 TDA Performance Audit_Exec Summary (5102 : Mountain/Desert Operators Transportation Development Act Michael Baker International - ii ii Packet Pg. 45 3.b Executive Summary
3. MBTA commissioned a Focused Short-Range Transit Plan (SRTP) that was adopted in August 2016. The Focused SRTP serves as a blueprint for transit services in the Morongo Basin over a five-year time horizon.
4. Four years in the making, plans to provide transit service into the Joshua Tree National Park (JTNP) came into fruition during the audit period. A cooperative agreement between the National Park Service and MBTA was executed on September 7, 2017, for MBTA to provide the service on a pilot basis between through May 2019. The JTNP pilot program was branded the RoadRunner Shuttle, which commenced service on February 1, 2018.
5. Management engaged in union negotiations with the Amalgamated Transit Union, Local 1704 of San Bernardino. The union wanted a closed shop; however, MBTA insisted on having an election. An election was held, and a majority of employees voted against representation. MBTA revised the employee handbook to incorporate policies derived from the union negotiations.
6. The maintenance manager retired in November 2014. In the interim, the operations manager assumed oversight of the maintenance department. As part of an overall reorganization, the lead technician was designated to supervise the department in lieu of a manager.
7. Staffing at MBTA saw changes in upper management with the departure of the former general manager at the end of FY 2015. After stepping down, the former general manager became the CalACT vehicle procurement coordinator. After a competitive recruitment process, the operations manager was appointed by the board to the general manager position.
Recommendations
Performance Audit Background Timeline Recommendation #1. Review State Senate Bill (SB) 508, passed in October 2015, makes High Priority opportunities for changes to how farebox recovery is calculated. Consistent increasing local with current practice, transit systems can boost their revenue to boost farebox recovery through inclusion of local revenues farebox recovery. generated by the transit service. MBTA has seen some erosion in its farebox recovery attainment relative to its standard due to sluggish ridership. Even though local Measure I funds are available to support the Ready Ride farebox recovery, MBTA is still expected to attain a 10 percent system-wide farebox recovery ratio.
Under the new law, other local revenues can prop up the farebox. In addition to local Measure I contributions, examples of local fund revenues include advertisements on buses and bus shelters, CNG fuel sales to the general public, gains on the sale of capital assets, lease revenues Attachment: MBTA_FY2015-2017 TDA Performance Audit_Exec Summary (5102 : Mountain/Desert Operators Transportation Development Act Michael Baker International - iii iii Packet Pg. 46 3.b Executive Summary
Performance Audit Background Timeline Recommendation generated by transit-owned property, and fare revenue agreements in lieu of individual fare payment with entities that have regular riders. Both revenues and operating costs are modified in deriving the farebox ratio for TDA eligibility purposes, and MBTA should work with the fiscal auditor to accurately reflect the farebox ratio allowed under new state law. #2. Update MBTA’s Focused SRTP provides recommendations for High Priority Performance minimum standards and targets that gauge operational Monitoring performance. For example, the SRTP recommends a contained in the minimum standard for preventable accidents and road Short-Range calls. While MBTA tracks such data and records each Transit Plan occurrence, the standards are presented in the SRTP as a function of vehicle mileage, including miles between accidents, and miles between road calls. These measures are used on a rolling basis and relate to the amount of operational service provided. The measures also reveal the frequency of each occurrence relative to the number of miles driven between each occurrence. MBTA should update its performance monitoring to track these additional performance measures against the SRTP targets.
#3. Consider MBTA provides information about its services through its Medium implementation of website, which was updated during the audit period to Priority enhanced reflect the fare increases and weekend schedule changes. electronic and The website is also accessible in a mobile format and mobile trip provides links to a trip planner tool and a commute planning tools. calculator. The trip planner is linked to Google Transit but appears to not have been updated to the latest version. Google Transit’s key features include simple and accessible online trip planning, trip planning in numerous languages, comparisons with other modes of travel (automotive, cycling, and pedestrian), and compatibility with many mobile devices. Other trip planning tools include the Transit App, which provides real-time transit route information in a mobile format. As MBTA pursues technology upgrades such as AVL systems and live bus tracking, it is suggested that these initiatives be tied to trip planning platforms.
Attachment: MBTA_FY2015-2017 TDA Performance Audit_Exec Summary (5102 : Mountain/Desert Operators Transportation Development Act Michael Baker International - iv iv Packet Pg. 47 3.b Executive Summary
Performance Audit Background Timeline Recommendation #4 Explore additional MBTA has an on-site CNG fueling facility for its vehicle Medium CNG fuel sales to fleet. The facility asset has been available to the public for Priority the public fuel purchase for many years, although MBTA staff indicated demand for the fuel has been limited. There is another CNG fueling station operated by Clean Energy - Park N Ride Transit Facility on Kickapoo Trail in Yucca Valley. Described in part in recommendation #1, local revenues generated by the transit agency can be counted towards farebox recovery. With current trends in the fare ratio showing declines, additional local revenues can support the farebox. MBTA should further evaluate the market for CNG fuel and review opportunities for increasing fuel sales to the public without compromising fleet operations.
Attachment: MBTA_FY2015-2017 TDA Performance Audit_Exec Summary (5102 : Mountain/Desert Operators Transportation Development Act Michael Baker International - v v Packet Pg. 48 3.c
July 2018 July 2018
May 2013
Attachment: Needles FY2015-2017 TDA Performance Audit_Exec_Summary (5102 : Mountain/Desert Operators Transportation Development Act Packet Pg. 49 3.c
TABLE OF CONTENTS
Executive Summary ...... i
Section I ...... 1
Introduction ...... 1 Overview of the Transit System ...... 1
Section II ...... 5
Operator Compliance Requirements ...... 5
Section III ...... 12
Prior Triennial Performance Recommendations ...... 12
Section IV ...... 15
TDA Performance Indicators ...... 15
Section V ...... 24
Review of Operator Functions ...... 24
Operations ...... 25 Maintenance ...... 30 Planning ...... 30 Marketing ...... 31 General Administration and Management ...... 32
Section VI ...... 34
Findings ...... 34 Recommendations ...... 37
Attachment: Needles FY2015-2017 TDA Performance Audit_Exec_Summary (5102 : Mountain/Desert Operators Transportation Development Act 2 Packet Pg. 50 3.c
List of Tables and Graphs
Table I-1 NAT and Dial-A-Ride Fare Schedule ...... 3
Table I-2 Vehicle Fleet ...... 4
Table II-1 Operator Compliane Requirements Matrix ...... 5
Table IV-1 TDA Performance Indicators – Needles Transit Services, Systemwide ...... 16
Table IV-2 TDA Performance Indicators – NAT Deviated Fixed Route ...... 17
Table IV-3 TDA Performance Indicators – Senior Dial-A-Ride ...... 18
Table V-1 Dial-A-Ride No-Shows ...... 28
Table V-2 NAT On-Time Performance ...... 28
Table V-3 Needles Transit Services Complaints – Systemwide ...... 29
Graph IV-1 Operating Costs – Systemwide, NAT Deviated Fixed Route & Dial-A-Ride ...... 19
Graph IV-2 Ridership – Systemwide, NAT Deviated Fixed Route & Dial-A-Ride ...... 19
Graph IV-3 Operating Cost per Passenger – Systemwide, NAT Deviated Fixed Route & DAR ...... 20
Graph IV-4 Operating per Vehicle Service Hour – Systemwide, NAT Deviated Fixed Route, DAR 20
Graph IV 5 Passengers per Vehicle Service Hour – Systemwide, NAT Deviated Fixed Route, DAR21
Graph IV-6 Fare Recovery Ratio – Systemwide, NAT Deviated Fixed Route & Dial-A-Ride ...... 21
Attachment: Needles FY2015-2017 TDA Performance Audit_Exec_Summary (5102 : Mountain/Desert Operators Transportation Development Act 3 Packet Pg. 51 3.c Executive Summary
Executive Summary
The San Bernardino County Transportation Authority (SBCTA) engaged Michael Baker International (Michael Baker) to conduct the Transportation Development Act (TDA) triennial performance audit of the five 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 Needles Transit Services (Needles, City) covering the most recent triennial period, fiscal years 2014–15 through 2016–17.
The audit includes a review of the following areas:
• Compliance with TDA Requirements • Status of Prior Audit Recommendations • Transit System Performance Trends • Detailed Functional Review
From the review, recommendations were developed to improve the operational efficiency and effectiveness of Needles Transit Services.
Compliance with TDA Requirements
Of the compliance requirements pertaining to Needles Transit Services, the operator fully complied with all nine requirements. Pursuant to a prior audit recommendation, the City began preparation and submittal of two separate Transit Operator Financial Transactions Reports in FY 2016 for the fixed route and the specialized Dial-A-Ride services. In addition, new state legislation was passed (AB 1113, Bloom) on July 21, 2017, that changes the timeline to submit the annual Transit Operators Financial Transaction Reports to the State Controller effective reporting year FY 2017. Two additional compliance requirements did not apply to Needles Transit Services (i.e., blended and urban farebox recovery ratios).
Status of Prior Audit Recommendations
The City satisfactorily implemented the three prior audit recommendations. The recommendations pertained to entering on-time performance and no-show data into TransTrack as well as filing separate State Controller Reports for general public Needles Area Transit (NAT) and Dial-A-Ride services.
System Performance Trends
1. Operating costs systemwide increased by 27 percent from the FY 2014 base year through FY 2017 based on audited financial data. Deviated fixed route operating costs increased by 12.3 percent and Dial-A-Ride costs increased by 153.2 percent based on audited financial data. Attachment: Needles FY2015-2017 TDA Performance Audit_Exec_Summary (5102 : Mountain/Desert Operators Transportation Development Act Michael Baker International – i Packet Pg. 52 3.c Executive Summary
The modest rate of growth in operating costs for the deviated fixed route is attributed to the set of fixed and variable costs factored into the operating contract with McDonald Transit. The increased cost for Dial-A-Ride was due to a change in the operating contract from the local senior citizens club to a private contractor, as well as higher vehicle insurance premiums in FY 2017.
2. Ridership decreased 11.1 percent systemwide, including a comparable 11.4 percent decrease on deviated fixed route. There was an 8.7 percent decrease in Dial-A-Ride ridership during the audit review period. Ridership on Dial-A-Ride peaked in FY 2015 with a 12.4 percent increase before decreasing in subsequent years. The overall declines in ridership are attributed to lower retail fuel prices as well as reduced commercial activity in Needles involving the closure of a major chain store and a restaurant.
3. Vehicle service hours and miles were mixed in contrast to the increase in operating costs during the audit period. Systemwide, vehicle service hours decreased by a modest 2.1 percent whereas vehicle service miles increased by a comparable 2.3 percent. Deviated fixed route service hours were consistent with the systemwide data by registering a 1.9 percent decrease while service miles increased by 2.7 percent. Dial-A-Ride revenue service hours decreased by 2.8 percent while revenue miles increased by a slight 0.9 percent.
4. Operating cost per passenger, an indicator of cost effectiveness, increased by 42.8 percent systemwide. Much of this increase was attributed to the 177.2 percent increase in the Dial- A-Ride cost per passenger. Cost per passenger increased 26.8 percent on the NAT deviated fixed route service. The trend in this indicator reflects the increase in operating costs in contrast to the decrease in ridership.
5. Operating cost per hour, an indicator of cost efficiency, increased 29.8 percent systemwide, while on deviated fixed route this indicator increased by 14.5 percent. Based on a substantial increase in operating costs in FY 2017, cost per hour for Dial-A-Ride increased 160.5 percent. The trend in this indicator reflects the increase in operating costs in contrast to the decrease in vehicle service hours.
6. Passengers per vehicle service hour, which measures the effectiveness of the service delivered, decreased 9.1 percent systemwide. This indicator decreased by a comparable 9.7 percent for deviated fixed route and by 6 percent for Dial-A-Ride. The trends are indicative that the decrease in passenger trips exceeded the decrease in vehicle service hours.
7. The systemwide farebox recovery ratio decreased 2.4 percent from the FY 2014 base year through FY 2017 based on audited financial data and inclusive of local Measure I support for Dial-A-Ride. On an annual basis, farebox recovery was 15.35 percent in FY 2014; 13.21 percent in FY 2015; 15.86 percent in FY 2016; and 14.98 percent in FY 2017. For the NAT deviated fixed route, farebox recovery decreased 11.1 percent during the same period, with farebox dipping slightly below 10 percent in FY 2015.
Attachment: Needles FY2015-2017 TDA Performance Audit_Exec_Summary (5102 : Mountain/Desert Operators Transportation Development Act Michael Baker International – ii ii Packet Pg. 53 3.c Executive Summary
8. The Dial-A-Ride farebox recovery comprising passenger fares and local Measure I support revenues averaged 47.44 percent during the three-year audit period. The three-year average independent of local Measure I support was 10.74 percent. Passenger fares without local support demonstrated the necessity of applying local support funds. Farebox ratios are audited figures from the TDA fiscal audits and include local support revenue such as Measure I.
Functional Review
1. The City implemented the Jack Smith Park Seasonal Express Route on May 1, 2014, which commenced service with two trips on Saturdays, increasing to three weekday trips in addition to the two trips on Saturday starting June 1, 2014. The route was terminated effective July 1, 2014, due to zero reported ridership.
2. Needles Transit Services 2016–2020 Short Range Transit Plan (SRTP) was completed in July 2015 and adopted by the City in December 2015. The SRTP proposed several recommendations for the NAT service involving expanded service hours and weekend service.
3. Effective January 2016, the City implemented a $0.15 fare increase on NAT and a $0.25 increase in the route deviation supplemental fare. The general public one-way fare increased from $1.10 to $1.25 and the senior/disabled fare increased from $1.00 to $1.15. The 30-Punch Pass increased $4.50 from $31.50 to $36.00.
4. Concurrent with the fare increase, Needles Area Transit implemented a pre-purchased single boarding pass for the same price as the regular one-way cash fare.
5. In 2016, the City approached RATP Dev/McDonald Transit Associates to take over operations of the Dial-A-Ride and Dial-A-Ride Medical services due to the Senior Citizens Club’s challenges in finding qualified drivers. RATP Dev/McDonald Transit became the Dial-A-Ride operator effective July 2016.
6. In April 2015, transit operations moved into the western end of the El Garces historic train depot. RATP Dev/McDonald Transit leases the space from the City.
Recommendations
Performance Audit Background Timeline Recommendation #1. Review opportunities State Senate Bill (SB) 508, passed in October High Priority for increasing local 2015, makes changes to how farebox recovery is revenue to boost calculated. Consistent with current practice, farebox recovery. transit systems can boost their farebox recovery through inclusion of local revenues generated by Attachment: Needles FY2015-2017 TDA Performance Audit_Exec_Summary (5102 : Mountain/Desert Operators Transportation Development Act Michael Baker International – iii iii Packet Pg. 54 3.c Executive Summary
Performance Audit Background Timeline Recommendation the transit service. Needles Transit Services has had some challenges maintaining farebox recovery attainment relative to its standard. Even though the City has been able to use local Measure I contributions to support the Dial-A- Ride farebox recovery, it is still expected to attain a 10 percent farebox recovery ratio for NAT and a 15 percent farebox recovery ratio for Dial-A-Ride.
Under the new law, other local revenues can prop up the farebox. In addition to local Measure I contributions, examples of local fund revenues include advertisements on buses and bus shelters, gains on the sale of capital assets, lease revenues generated by transit-owned property, and fare revenue agreements in lieu of individual fare payment with entities that have regular riders. Both revenues and operating costs are modified in deriving the farebox ratio for TDA eligibility purposes, and the City should work with the fiscal auditor to accurately reflect the farebox ratio allowed under new state law. One opportunity would be lease revenue from prospective tenants in the historic El Garces Hotel and Transportation Depot.
#2. Consider Needles Transit Services provides information Medium Priority implementation of about its services through the City’s website, electronic and mobile which was updated during the audit period to trip planning tools. reflect the fare increases and Saturday schedule changes. The website currently does not provide any trip planning tools other than the PDF links to the schedule. One turnkey approach would be to incorporate Google Transit onto the transit webpage. Google Transit’s key features include simple and accessible online trip planning, Google user access to Needles’ website, trip planning in numerous languages, comparisons with other modes of travel (automotive, cycling and pedestrian), and compatibility with many mobile devices. Other trip planning tools include the Transit App, which provides real-time transit route information in a mobile format.
Attachment: Needles FY2015-2017 TDA Performance Audit_Exec_Summary (5102 : Mountain/Desert Operators Transportation Development Act Michael Baker International – iv iv Packet Pg. 55 3.d
July 2018 Attachment: VVTA_FY_2015_17_TDA_Performance_Audit_Exec_Summary (5102 : Mountain/Desert Operators Transportation Development Act
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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 ...... 18
Prior Triennial Performance Audit Recommendations...... 18
Section IV ...... 23
TDA Performance Indicators ...... 23
Section V ...... 35
Review of Operator Functions ...... 35
Operations ...... 36 Maintenance ...... 44 Planning...... 46 Marketing ...... 48 General Administration and Management ...... 49
Section VI ...... 55
Findings ...... 55 Recommendations ...... 58
Attachment: VVTA_FY_2015_17_TDA_Performance_Audit_Exec_Summary (5102 : Mountain/Desert Operators Transportation Development Act
Packet Pg. 57 3.d
List of Tables and Graphs
Table I-1 VVTA Service Area Demographics...... 2
Table I-2 VVTA Fixed Route Services ...... 3
Table I-3 VVTA Fare Schedule ...... 5
Table I-4 Vehicle Fleet...... 7
Table II-1 Operator Compliance Requirements Matrix ...... 9
Table IV-1 TDA Performance Indicators - System-wide ...... 24
Table IV-2 TDA Performance Indicators – Fixed Route ...... 25
Table IV-3 TDA Performance Indicators – Demand Response ...... 26
Table IV-4 TDA Performance Indicators - Barstow Area Transit (BAT) System-wide...... 27
Table IV-5 TDA Performance Indicators - BAT Fixed Route ...... 28
Table IV-6 TDA Performance Indicators – BAT Demand Response...... 29
Table V-1 Vehicle Operations Performance Measures – Fixed Route ...... 40
Table V-2 Vehicle Operations Performance Measures – Demand Response...... 41
Table V-3 Complaints per 100,000 Passengers ...... 44
Table V-4 Maintenance Performance Measures – Fixed Route ...... 46
Table V-5 Maintenance Performance Measures – Demand Response ...... 46
Table V-6 Administration Performance Measures – Fixed Route ...... 52
Table V-7 Administration Performance Measures – Demand Response ...... 52
Attachment: VVTA_FY_2015_17_TDA_Performance_Audit_Exec_Summary (5102 : Mountain/Desert Operators Transportation Development Act
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Graph IV-1 Operating Costs - System-wide, Fixed Route and Demand Response ...... 30
Graph IV-2 Ridership - System-wide, Fixed Route and Demand Response ...... 30
Graph IV-3 Operating Cost per Passenger - System-wide, Fixed Route and Demand Response 31
Graph IV-4 Operating Cost per Vehicle Service Hour – System-wide, Fixed Route and DAR .....31
Graph IV-5 Passengers per Vehicle Service Hour - System-wide, Fixed Route and DAR ...... 32
Graph IV-6 Fare Recovery Ratio - Fixed Route and Demand Response ...... 32
Figure V-1 VVTA Organization Chart ...... 51
Attachment: VVTA_FY_2015_17_TDA_Performance_Audit_Exec_Summary (5102 : Mountain/Desert Operators Transportation Development Act
Packet Pg. 59 3.d Executive Summary
Executive Summary
The San Bernardino County Transportation Authority (SBCTA) engaged Michael Baker International (Michael Baker) to conduct the Transportation Development Act (TDA) triennial performance audit of the five 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 Victor Valley Transit Authority (VVTA), covering the most recent triennial period, fiscal years 2014-15 through 2016-17.
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 VVTA.
Compliance with TDA Requirements
VVTA fully complied with all eight applicable requirements. In addition, new state legislation passed (AB 1113 - Bloom) on July 21, 2017, changed the timeline to submit the annual Transit Operators Financial Transaction Reports to the State Controller, effective reporting year FY 2017. Three additional compliance requirements did not apply to VVTA (i.e., rural and urban farebox recovery ratios, and operator retirement system under Article 4).
Status of Prior Audit Recommendations
VVTA implemented the four prior audit recommendations. The recommendations pertained to using allowable TDA provisions to improve farebox recovery; increasing administrative staff levels; developing an asset management plan; and going live with a system-wide map. The two prior recommendations for Barstow Area Transit (BAT) addressed in this audit were fully implemented. BAT recommendations pertained to operations data collecting and reporting and the development of a capital improvement plan.
System Performance Trends
1. VVTA’s farebox recovery ratio remained above the intermediate 15 percent standard established by SBCTA for fixed route and 10 percent for Direct Access, the ADA complementary paratransit service. The average for the three-year period for fixed route was Attachment: VVTA_FY_2015_17_TDA_Performance_Audit_Exec_Summary (5102 : Mountain/Desert Operators Transportation Development Act Michael Baker International - i Packet Pg. 60 3.d Executive Summary
15.6 percent, and 12.2 percent for Direct Access. A downward trend for the fixed route ratio emerged toward the end of the audit period as several factors contributed to the additional operating expenses including the integration of Barstow transit services. Farebox ratios are audited figures from the TDA fiscal audits and include local support revenue such as Measure I.
2. Operating costs based on audited data increased system-wide 29.6 percent from the FY 2014 base year through FY 2017. VVTA fixed route operating costs based on audited data increased by a comparable 29.7 percent from the FY 2014 base year through FY 2017 while Direct Access demand response costs increased by 16.9 percent over the same period. Most of the cost growth occurred in FYs 2015 and 2016 from implementation of new fixed route services and as Barstow transit operations merged with VVTA. In a sign of VVTA actively managing its paratransit program cost, Direct Access operating costs have declined as a percentage of total VVTA operations.
3. After a period of ridership growth, there was a slight decrease of 1.6 percent system-wide for the three-year period, including a decrease of 4.4 percent on the fixed route. Offsetting this trend was the 34.9 percent increase in ridership on Direct Access. VVTA reduced headways on key fixed routes to induce ridership while drawing a level of passengers away from the demand-responsive service, a planned service strategy to improve productivity. Ridership growth continued on Direct Access with the integration of the Barstow service area.
4. Operating cost per passenger, a measure of cost effectiveness, increased by 29 percent system-wide. For fixed route service, cost per passenger increased by 35.7 percent whereas on Direct Access, cost per passenger decreased 13.3 percent. Operating costs for fixed route rose 13.3 percent in FY 2016 with a 1.4 percent decrease in ridership, leading to an increase in the operating cost per passenger. Although FY 2017 saw a smaller increase in fixed route operating costs of 3.3 percent, ridership decreased 12.6 percent year over year.
5. Operating cost per vehicle service hour, a measure of cost efficiency, increased slightly by 0.2 percent system-wide, with a 2.6 percent increase for fixed route and an 8.3 percent decrease for demand response. Operating cost per vehicle service mile, another measure of cost efficiency, increased by 4.2 percent system-wide, with a 5.3 percent increase for fixed route and a 0.5 percent decrease for demand response.
6. Passengers per vehicle service hour, a measure of service efficiency, decreased by 22.3 percent system-wide, while passengers per vehicle service mile, another measure of service efficiency, decreased by 19.2 percent system-wide. For fixed route service, passengers per hour decreased by 24.4 percent and passengers per mile decreased by 22.4 percent. For demand response service, passengers per hour increased slightly by 5.9 percent, whereas passengers per mile increased 14.8 percent.
Michael Baker International - ii Attachment: VVTA_FY_2015_17_TDA_Performance_Audit_Exec_Summary (5102 : Mountain/Desert Operators Transportation Development Act
Packet Pg. 61 3.d Executive Summary
Functional Review
1. One notable change was the CTSA designation by SBCTA in June 2015 for the Victor Valley and High Desert regions. The CTSA is responsible for the administration, coordination and oversight of 12 mobility management programs primarily targeted to seniors, persons with disabilities, and low-income individuals. The CTSA helps to promote non-profit transportation programs and travel training which also alleviates heavy demand for the Direct Access service.
2. VVTA has upgraded bus stops featuring new signage and activated electronic fareboxes in Barstow to match those used by VVTA, and planned for the construction of two transfer centers in Hesperia and Victorville. The integration of BAT routes has gone well based on the feedback received from the City of Barstow and ridership trends.
3. VVTA has been instrumental in expanding mobility options to Needles through the sponsorship of a carshare program and implementation of a weekly lifeline service to the Victor Valley. VVTA implemented Route 200 in June 2016, designated as the “Needles Link,” which provides service from Needles to Barstow and Victorville on Fridays.
4. Operations and maintenance personnel for VVTA are contracted through Transdev North America. The contract operator employs 220 full-time personnel including 159 drivers with no extraboard. Driver hiring increased significantly upon the implementation of new services. In addition, BAT employees formerly employed by contract operator MV Transportation were absorbed by Transdev during the merger.
5. VVTA commissioned an update to its Comprehensive Operations Analysis and Short-Range Transit Plan, which was completed in February 2017. The document is composed of 15 chapters plus appendices and provides an in-depth review of individual route performance and recommendations for new services and infrastructure.
6. VVTA created a new Operations Department by consolidating procurement, contract compliance, marketing, route planning and IT services. The senior operations manager was the former general manager with the contract operator.
7. VVTA’s executive director and staff have been recognized for their leadership and innovation by transit industry organizations. VVTA was awarded Outstanding Coordination Effort Award of the Year by the California Association for Coordinated Transportation at its 2017 Spring Conference and Expo in Lake Tahoe. The California Transit Association awarded its prestigious Distinguished Service Award to VVTA’s executive director/CEO in November 2017.
Michael Baker International - iii Attachment: VVTA_FY_2015_17_TDA_Performance_Audit_Exec_Summary (5102 : Mountain/Desert Operators Transportation Development Act
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Recommendations
Performance Audit Recommendation Background Timeline #1 Improve on-time VVTA monitors on-time performance by High Priority performance. sampling trips on its various service modes and routes. A bus is considered on time if it departs from a time point between the scheduled time and up to five minutes after the scheduled time. A bus is not on time if it departs earlier than the scheduled time or departs more than five minutes after the scheduled time. Based on the on-time performance indicator on the TransTrack executive dashboard feature, VVTA’s system-wide FY 2017 on-time performance rate was 82.64 percent. There were no on-time performance data reported in TransTrack prior to FY 2017.
Furthermore, a sampling of on-time performance data provided by VVTA and compiled by the contract operator during the audit period shows a wide variation, from 67.22 percent of trips on-time for intercity Route 15 to a 100 percent of trips on-time for Direct Access. Local and regional fixed route on-time trip performance ranged from a low of 77.85 percent to 99.19 percent. VVTA attributes several factors to the variation of on-time trips, with increased traffic congestion and railroad crossing delays primary contributors, along with driver turnover. The nature of the pulse system of routes also creates challenges to alter service. It is recommended that VVTA continue taking measures to evaluate service in detail and improve on-time performance through route and schedule adjustments, as well as performance reviews with the contract operator and enforcement of contract provisions relating to maintaining schedule adherence. Recent COA/SRTP recommendations provide technical data for route modification. #2 Develop additional key A key performance indicator (KPI) is a metric High Priority performance indicators to that is used to gauge the effectiveness of report organization organizational goals, policies, and procedures. efficiencies. KPIs provide objective evidence of progress
Michael Baker International - iv Attachment: VVTA_FY_2015_17_TDA_Performance_Audit_Exec_Summary (5102 : Mountain/Desert Operators Transportation Development Act
Packet Pg. 63 3.d Executive Summary
Performance Audit Recommendation Background Timeline toward achieving a desired result. During the audit period, VVTA underwent an administrative restructuring and added staffing in key areas, including the finance department, to address its growing operations. The restructuring included the consolidation of the procurement, contract compliance, marketing, route planning, and information technology services function under the Operations Department. In addition, VVTA added metric reports to its annual budgeting process, which have been well received by its governing board. KPIs are also found in TransTrack to measure vehicle operations.
It is suggested that VVTA further its KPI program and investigate administrative type indicators that demonstrate internal efficiencies from the organizational changes. Additional measures can be suggested from external sources, including the American Bus Benchmarking Group, the Transit Cooperative Research Program for Transit Performance-Measurement System, and the Mineta Transportation Institute. Example measures of internal staff productivity from these sources include vehicle service hours and miles per administrative pay hour; administrative cost per vehicle service hour and mile; administrative labor hours per vehicle hour; passenger trips per administrative employee; and cost/number of administrative staff to operations staff. VVTA should consider and implement at least one or more administrative measures for its KPI program and gain useful information regarding the agency’s organizational structure and administrative efficiency.
#3 Conduct succession VVTA’s executive management has been with High Priority planning. VVTA for many years. With anticipation of about three to five years remaining for several high-level staff at the agency, it would be prudent for VVTA to identify and mentor potential successors from within the organization. Succession planning increases the availability of experienced and capable
Michael Baker International - v Attachment: VVTA_FY_2015_17_TDA_Performance_Audit_Exec_Summary (5102 : Mountain/Desert Operators Transportation Development Act
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Performance Audit Recommendation Background Timeline employees who are prepared to assume these roles as they become available. Some recommended steps would include the development of an internal program that could include desktop procedures that document administrative processes, cross training and assessment, and management training opportunities. A review of the current rank- and-file position structure to enable continued staff growth and advancement would also help with retention strategies. VVTA is currently providing succession planning at an organic level. Any formal succession planning should be planned but would require additional resources and Board direction, including possible use of outside management consultant assistance.
Michael Baker International - vi Attachment: VVTA_FY_2015_17_TDA_Performance_Audit_Exec_Summary (5102 : Mountain/Desert Operators Transportation Development Act
Packet Pg. 65 MOUNTAIN/DESERT POLICY COMMITTEE ATTENDANCE RECORD – 2018
Name Jan Feb March April May June July Aug Sept Oct Nov Dec Rich Kerr ** X ** ** X X ** ** City of Adelanto Curt Emick ** ** ** ** ** Town of Apple Valley Julie McIntyre ** X ** ** X ** ** City of Barstow Bill Jahn ** X ** ** X X ** ** City of Big Bear Lake Bill Holland ** X* ** ** X X* ** ** City of Hesperia Ed Paget ** X ** ** X ** ** City of Needles Joel Klink ** X ** ** X ** ** City of Twentynine Palms Jim Kennedy ** X ** ** ** ** City of Victorville Rick Denison ** X ** ** X X ** ** Town of Yucca Valley Robert Lovingood ** ** ** ** ** County of San Bernardino Janice Rutherford ** ** ** ** ** County of San Bernardino James Ramos Communication: Attendance (Additional Information) ** ** ** ** ** County of San Bernardino *Non-voting City Representative attended **The Mountain/Desert Committee did not meet *** New SBCTA Board Member + Measure I Committee representative x*Alternate Attended
X = Member attended meeting. Empty box = Member did not attend meeting Crossed out box = Not a Board Member at the time. MDCatt18.doc Page 1 of 1 Packet Pg. 66 02/02/2017 Acronym List 1 of 2
This list provides information on acronyms commonly used by transportation planning professionals. This information is provided in an effort to assist Board Members and partners as they participate in deliberations at Board meetings. While a complete list of all acronyms which may arise at any given time is not possible, this list attempts to provide the most commonly-used terms. Staff makes every effort to minimize use of acronyms to ensure good communication and understanding of complex transportation processes.
AB Assembly Bill ACE Alameda Corridor East ACT Association for Commuter Transportation ADA Americans with Disabilities Act ADT Average Daily Traffic APTA American Public Transportation Association AQMP Air Quality Management Plan ARRA American Recovery and Reinvestment Act ATMIS Advanced Transportation Management Information Systems BAT Barstow Area Transit CALACT California Association for Coordination Transportation CALCOG California Association of Councils of Governments CALSAFE California Committee for Service Authorities for Freeway Emergencies CARB California Air Resources Board CEQA California Environmental Quality Act CMAQ Congestion Mitigation and Air Quality CMIA Corridor Mobility Improvement Account CMP Congestion Management Program CNG Compressed Natural Gas COG Council of Governments CPUC California Public Utilities Commission CSAC California State Association of Counties CTA California Transit Association CTC California Transportation Commission CTC County Transportation Commission CTP Comprehensive Transportation Plan DBE Disadvantaged Business Enterprise DEMO Federal Demonstration Funds DOT Department of Transportation EA Environmental Assessment E&D Elderly and Disabled E&H Elderly and Handicapped EIR Environmental Impact Report (California) EIS Environmental Impact Statement (Federal) EPA Environmental Protection Agency Communication: Acronym List (Additional Information) FHWA Federal Highway Administration FSP Freeway Service Patrol FRA Federal Railroad Administration FTA Federal Transit Administration FTIP Federal Transportation Improvement Program GFOA Government Finance Officers Association GIS Geographic Information Systems HOV High-Occupancy Vehicle ICTC Interstate Clean Transportation Corridor IEEP Inland Empire Economic Partnership ISTEA Intermodal Surface Transportation Efficiency Act of 1991 IIP/ITIP Interregional Transportation Improvement Program ITS Intelligent Transportation Systems IVDA Inland Valley Development Agency JARC Job Access Reverse Commute LACMTA Los Angeles County Metropolitan Transportation Authority LNG Liquefied Natural Gas LTF Local Transportation Funds
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MAGLEV Magnetic Levitation MARTA Mountain Area Regional Transportation Authority MBTA Morongo Basin Transit Authority MDAB Mojave Desert Air Basin MDAQMD Mojave Desert Air Quality Management District MOU Memorandum of Understanding MPO Metropolitan Planning Organization MSRC Mobile Source Air Pollution Reduction Review Committee NAT Needles Area Transit NEPA National Environmental Policy Act OA Obligation Authority OCTA Orange County Transportation Authority PA&ED Project Approval and Environmental Document PASTACC Public and Specialized Transportation Advisory and Coordinating Council PDT Project Development Team PNRS Projects of National and Regional Significance PPM Planning, Programming and Monitoring Funds PSE Plans, Specifications and Estimates PSR Project Study Report PTA Public Transportation Account PTC Positive Train Control PTMISEA Public Transportation Modernization, Improvement and Service Enhancement Account RCTC Riverside County Transportation Commission RDA Redevelopment Agency RFP Request for Proposal RIP Regional Improvement Program RSTIS Regionally Significant Transportation Investment Study RTIP Regional Transportation Improvement Program RTP Regional Transportation Plan RTPA Regional Transportation Planning Agencies SB Senate Bill SAFE Service Authority for Freeway Emergencies SAFETEA-LU Safe Accountable Flexible Efficient Transportation Equity Act – A Legacy for Users SCAB South Coast Air Basin SCAG Southern California Association of Governments SCAQMD South Coast Air Quality Management District SCRRA Southern California Regional Rail Authority SHA State Highway Account SHOPP State Highway Operations and Protection Program SOV Single-Occupant Vehicle SRTP Short Range Transit Plan STAF State Transit Assistance Funds Communication: Acronym List (Additional Information) STIP State Transportation Improvement Program STP Surface Transportation Program TAC Technical Advisory Committee TCIF Trade Corridor Improvement Fund TCM Transportation Control Measure TCRP Traffic Congestion Relief Program TDA Transportation Development Act TEA Transportation Enhancement Activities TEA-21 Transportation Equity Act for the 21st Century TMC Transportation Management Center TMEE Traffic Management and Environmental Enhancement TSM Transportation Systems Management TSSDRA Transit System Safety, Security and Disaster Response Account USFWS United States Fish and Wildlife Service VCTC Ventura County Transportation Commission VVTA Victor Valley Transit Authority WRCOG Western Riverside Council of Governments
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San Bernardino Associated Governments
MISSION STATEMENT
To enhance the quality of life for all residents, San Bernardino Associated Governments (SANBAG) will: - Improve cooperative regional planning
- Develop an accessible, efficient, multi-modal transportation system
- Strengthen economic development efforts
- Exert leadership in creative problem solving
Communication: Mission Statement (Additional Information) To successfully accomplish this mission, SANBAG will foster enhanced relationships among all of its stakeholders while adding to the value of local governments.
Approved June 2, 1993 Reaffirmed March 6, 1996
mission.doc Packet Pg. 69