CoMPREEnsIVE oPERAtIonAL AnALYsIs Contents · 2019. 5. 22. · CoMPREEnsIVE oPERAtIonAL AnALYsIs OF THE RIVERSIDE TRANSIT AGENCY – IntRoDUCtIon 1.3 – Community Input Findings

COMPREHENSIVE OPERATIONAL ANALYSIS OF THE RIVERSIDE TRANSIT AGENCY

– ContEnts C.1 –

ContentsIntRoDUCtIon ...................................................................................................1.1

Goals and Focus ....................................................................................................................................1.1Study Process .......................................................................................................................................1.1Organizational Context .........................................................................................................................1.2

EXIstInG ConDItIons ........................................................................................2.1The RTA Service Area ............................................................................................................................2.1Market Assessment Key Findings ..........................................................................................................2.4Travel Demand Patterns .......................................................................................................................2.8Service Evaluation Key Findings ...........................................................................................................2.9Community Input Key Findings ..........................................................................................................2.15Service Standards Key Findings ..........................................................................................................2.18

FRAMEWoRK AnD GUIDInG PRInCIPLEs ..........................................................................................3.1

Guiding Principles ................................................................................................................................3.1Service Design Strategies Informed by Guiding Principles ............................................................................................................3.4

sERVICE RECoMMEnDAtIons .............................................................................4.1Recommendations Approach ...............................................................................................................4.1Service Tiers..........................................................................................................................................4.2Recommendation Details by Plan Phase...............................................................................................4.4

CUstoMER IMPACts AnD BEnEFIts ....................................................................................................5.1

Customer Benefits ................................................................................................................................5.1Customer Impacts ................................................................................................................................5.6Changes in ADA Coverage Area .............................................................................................................5.6

IMPLEMEntAtIon PLAn .....................................................................................6.1Implementing the Plan ........................................................................................................................6.1On-Going Monitoring and Corrective Action .........................................................................................6.1Ridership Projections ............................................................................................................................6.2Fare Increases .......................................................................................................................................6.3Capital Plan ..........................................................................................................................................6.3Operating Facilities ...............................................................................................................................6.5Vehicle Requirements ...........................................................................................................................6.6Next Steps ............................................................................................................................................6.7



APPEnDIX ...........................................................................................................7.1Appendix A - Individual Route Recommendations ...............................................................................7.1Appendix B –Financial Plan Summary Tables .......................................................................................8.1

FiguresFigure 1 : Study Timeline ......................................................................................................................1.2Figure 2: 2020 Population and Employment Density Map ....................................................................2.6Figure 3: 2035 Population and Employment Density Map ....................................................................2.7Figure 4: Weekday Boarding Activity Map ..........................................................................................2.11Figure 5: Weekday Boardings by Route ...............................................................................................2.12Figure 6: Frequency vs. Productivity Chart ..........................................................................................2.13Figure 7 : Service Productivity Map ....................................................................................................2.14Figure 8: Weeday Boardings by Route .................................................................................................2.15Figure 9: Stakeholder Drop-In Session ................................................................................................2.15Figure 10: Routes Meeting Productivity Target ...................................................................................2.20Figure 11: Routes Meeting Farebox Recovery Target ...........................................................................2.20Figure 12: Routes Meeting Subsidy Target ..........................................................................................2.21Figure 13: Routes by Service Classification ...........................................................................................4.3Figure 14: Map of Downtown Riverside Operating Plan ......................................................................4.16Figure 15: Existing Network Frequency ................................................................................................5.4Figure 16: Recommended Network Frequency .....................................................................................5.5Figure 17: Real-Time Passenger Information ........................................................................................6.7Figure 18: Route 1 Map ........................................................................................................................7.2Figure 19: Route 1 RapidLink Map ........................................................................................................7.3Figure 20: Route 3 Map ........................................................................................................................7.4Figure 21: Route 8 Map ........................................................................................................................7.5Figure 22: Route 10 Map ......................................................................................................................7.6Figure 23: Route 11 Map ......................................................................................................................7.7Figure 24: Route 12 Map ......................................................................................................................7.8Figure 25: Route 13 Map ......................................................................................................................7.9Figure 26: Route 14 Map ....................................................................................................................7.10Figure 27: Route 15 Map ....................................................................................................................7.11Figure 28: Route 16 Map ....................................................................................................................7.12Figure 29: Route 18 Map ....................................................................................................................7.13Figure 30: Route 20 Map ....................................................................................................................7.14Figure 31: Route 21 Map ....................................................................................................................7.15Figure 32: Route 22 Map ....................................................................................................................7.16Figure 33: Route 23 Map ....................................................................................................................7.17Figure 34: Route 24 Map ....................................................................................................................7.18



Figure 35: Route 27 Map ....................................................................................................................7.19Figure 36: Route 28 Map ....................................................................................................................7.20Figure 37: Route 29 Map ....................................................................................................................7.21Figure 38: Route 30 Map ....................................................................................................................7.22Figure 39: Route 31 Map ....................................................................................................................7.23Figure 40: Route 32 Map ....................................................................................................................7.24Figure 41: Route 35 Map ....................................................................................................................7.25Figure 42: Route 40 Map ....................................................................................................................7.26Figure 43: Route 41 Map ....................................................................................................................7.27Figure 44: Route 42 Map ....................................................................................................................7.28Figure 45: Route 49 Map ....................................................................................................................7.29Figure 46: Route 61 Map ....................................................................................................................7.31Figure 47: Route 74 Map ....................................................................................................................7.32Figure 48: Route 79 Map ....................................................................................................................7.33Figure 49: Route 200 Map ..................................................................................................................7.34Figure 50: Route 204 Map ..................................................................................................................7.36Figure 51: Route 205 Map ..................................................................................................................7.37Figure 52: Route 206 Map ..................................................................................................................7.38Figure 53: Map of New Route Alignments ..........................................................................................7.41

TablesTable 1: RTA Service Characteristics ......................................................................................................2.2Table 2: 2035 Population and Employment by City ...............................................................................2.5Table 3: Top Ten Vehicle Travel Demand Pairs in 2007............................................................................2.8Table 4: Summary of Sub-Area Performance ........................................................................................2.9Table 5: Fixed Route Rider Profile .......................................................................................................2.16Table 6: Weekday Performance Targets by Service Classification .........................................................2.18Table 7: Immediate-Term Service Improvements..................................................................................4.5Table 8: Short-Term Service Improvements ..........................................................................................4.7Table 9: Mid-Term Service Improvements ...........................................................................................4.11Table 10: Long-Term Service Improvements .......................................................................................4.13Table 11: Route Span Extensions ..........................................................................................................5.2Table 12: Boardings Impacted by Service Changes ...............................................................................5.6Table 13: Projected System Ridership by Phase ....................................................................................6.2Table 14: Vehicle Requirements by Phase .............................................................................................6.6Table 15: Total Annual revenue Hours ...................................................................................................8.1Table 16: Total Annual revenue Miles ....................................................................................................8.3Table 17: Total Annual Unlinked Passengers .........................................................................................8.5Table 18: Total Peak Vehicles .................................................................................................................8.7


– IntRoDUC tIon 1.1 –

IntroductionOver the past two years, a Comprehensive Operational Analysis (COA) study was conducted for the Riverside Transit Agency (RTA) transit network. The study, conducted by Transportation Management and Design Inc., was warranted by changes in ridership, development, population and job patterns, and service performance. The COA reviewed the broader network structure and route-specific performance to provide RTA with a comprehensive understanding of their market conditions and service performance. The findings led to the development of a phased set of recommendations designed to build upon the network’s market opportunities and performance strengths, to maximize ridership, and to improve the overall passenger experience and the system’s financial sustainability. The recommendations are based on analytical findings of existing and future market conditions, service performance, and feedback from RTA passengers and key stakeholders. The Ten-Year Transit Network Plan, approved by the Board of Directors, is intended for use by RTA staff to help guide service planning decision-making over the next decade.

Goals and FocusThe primary goal of the Ten-Year Transit Network Plan is to develop a plan that will enhance the efficiency and effectiveness of RTA’s existing transit services while responding to the changing demands for transit throughout the service area. As the population grows and demographics shift, it is important to reshape transit service to respond to new and changing transit demands. It is also critical that RTA implement improvements in a financially sustainable manner. The plan maximizes the performance of existing services while responding to additional community mobility needs. The focus of the recommendations is to enhance service on strong routes to increase system ridership and generate more fare revenue, in addition to maintaining appropriate transit service in lower potential ridership areas. Most importantly, the recommendations respond to key issues identified by passengers and the community to create a system that is more attractive to riders.

Study ProcessThe COA study began in January 2013 with an extensive data collection effort. A comprehensive ridecheck was conducted to gather passenger activity, travel time, and on-time performance information on all fixed-route trips operated by RTA. In addition, over 12,000 passenger surveys were collected during the ridecheck, providing valuable information on the demographics and preferences of RTA’s riders. A survey was also distributed to over 3,000 community members to gain insight into community travel patterns and opportunities for attracting new riders to RTA. Public outreach events



were held at community centers, college campuses, and major transfer hubs to gain feedback from the public on the improvements they would like to see in RTA’s transit services.

The findings from the data collection and public outreach efforts provided the key inputs for an analysis of market and performance trends. This analysis was the basis of the Market Assessment and Service Evaluation reports which each identified key findings and strategies to improve RTA’s transit network. These findings and strategies were used to develop the service recommendations in the draft Ten-Year Transit Network Plan. With approval from the RTA Board of Directors, the draft Ten-Year Transit Network Plan was presented to the public and key stakeholders in a second round of public outreach, in order to gather feedback on the proposed changes. Comments received were incorporated into the recommendations presented in the final Ten-Year Transit Network Plan.

Organizational ContextThe Ten-Year Transit Network Plan includes the following elements:

Existing Conditions ■ Overview of RTA service area.

■ Market Assessment Findings – The Market Assessment provides an understanding of the market demand for transit in the RTA service area and insight into where market conditions make potential transit use higher or where there are unmet mobility needs.

■ Service Evaluation Findings – The Service Evaluation provides a data-driven understanding of the existing fixed-route transit system’s performance in terms of ridership, efficiency, effectiveness, and reliability.

JANUARY - JULY2013

AUGUST - DECEMBER2013

JANUARY - JUNE2014

JULY - SEPTEMBER2014

SEPTEMBER - OCTOBER2014

NOVEMBER - JANUARY 2014 2015

O N G O I N G P U B L I C A N D S TA K E H O L D E R O U T R E AC H

P R O J E C T W E B S I T E : P U B L I C CO M M E N T & I N F O R M AT I O N

STUDY TIMELINE

Data Collection

Analyze Market Conditions And

RTA Service Performance

Develop Draft 10-Year Transit

Plan

Collect Input From Public On Draft 10-Year Transit

Plan

Update Final 10-Year Transit Plan To Reflect

Public Comments

Present Final 10-Year Transit

Plan To RTA Board

FIGURE 1 : STUDY TIMELINE



■ Community Input Findings – This report provides a summary of prioritized feedback from riders and the community on what improvements they would like to see in RTA’s service.

■ Service Standards Findings – The service standards were developed to help guide the Agency in evaluating the performance of existing and future routes and making equitable changes to services that will ensure an efficient, effective, and financially sustainable RTA transit service network.

Framework and Guiding Principles ■ Guiding Principles – These are strategies to guide development of service recommendations to

ensure the creation of a transit service network that will sustainably meet regional and community mobility needs and attract significant new ridership.

■ Service Design Strategies – These strategies will help achieve the goals of the guiding principles.

Service Recommendations ■ Approach – This provides an overview of how the service recommendations were developed.

■ Plan Phases – This provides a phased summary of the recommended service changes.

Customer Impacts and Benefits ■ Customer Benefits – An analysis is provided of the various benefits RTA riders will experience from

the service improvements.

■ Customer Impacts – An assessment is provided of the number of riders and stops impacted by the service changes.

Implementation Plan ■ Implementing the Plan – This is an overview of plan phasing and implementation strategies.

■ Financial Plan – This provides a projection of estimated operating and capital revenues, costs, and system ridership over the ten-year life of the plan.

■ Capital Plan – A summary of necessary capital projects to support the planned service improvements.



Appendix ■ Individual Route Recommendations – Descriptions of individual route recommendations with

maps showing existing and proposed route alignments.

■ Financial Plan Summary – Charts summarizing resource costs and ridership projections by route for each phase of the ten-year plan.

Several other study elements are supportive of and complementary to the Ten-Year Transit Network Plan:

■ Bus Stop Design Guidelines: RTA’s guidelines were updated to reflect industry best practices and current local conditions. These guidelines are intended to assist in the inclusion of transit-oriented design and infrastructure in development plans for new roadways, commercial centers and residential neighborhoods.

■ Downtown Riverside Operating Plan: In response to capacity issues at the Riverside Downtown Terminal, a plan was developed that shifts operations to a system of dispersed on-street transfers at enhanced existing/new bus stops, as well as transitioning to a modernized intermodal (bus/rail) transfer facility at Vine Street adjacent to the Riverside Downtown Metrolink station.


– EXIstInG ConDItIons 2.1 –

Existing ConditionsThe Market Assessment and Service Evaluation reports detail the existing conditions in RTA’s service area. The findings from these documents helped the development of the guiding principles and the framework for the final recommendations. The Market Assessment utilizes key demographic data such as population and employment density and distribution, private vehicle travel demand, and on-board passenger and community surveys to evaluate the market demand for transit and help identify where transit service can be more successful. Findings from the Market Assessment provide a better understanding of the context of RTA’s service and insight into existing transit performance. This helps identify opportunities for increasing transit ridership and meeting unmet mobility needs. The Service Evaluation provides an analysis of the system’s fixed-route performance, highlighting strengths in the system and opportunities for improvement. It examines route-by-route ridership, service efficiency, cost effectiveness, on-time performance, and service levels. Other factors influencing the service recommendations are the community and rider survey data and the Service Standards report. Community and rider input provide insight into their priorities and concerns while the Service Standards define performance targets for transit services.

The RTA Service AreaRTA is the Consolidated Transportation Services Agency for western Riverside County. The Agency is governed by elected officials from 18 cities across western Riverside County, and four members of the County Board of Supervisors, representing over 1.7 million people. Member cities are Banning, Beaumont, Calimesa, Canyon Lake, Corona, Eastvale, Jurupa Valley, Hemet, Lake Elsinore, Menifee, Moreno Valley, Murrieta, Norco, Perris, Riverside, San Jacinto, Temecula, and Wildomar.

As of its September 2014 service change, RTA operates 35 fixed-route local services, 8 CommuterLink express routes, and Dial-a-Ride service throughout its 2,500 square mile service area, the second largest service area in the nation. In addition to serving western Riverside County, RTA provides regional connections to Orange, San Bernardino, and San Diego counties, as well as a partnership with SunLine Transit Agency for service to eastern Riverside County (Coachella Valley).

All 43 fixed-route services operate weekdays with service starting as early as 4:00 a.m. and ending as late as 10:30 p.m. There are 30 routes operating on Saturdays from approximately 5:00 a.m. to 9:00 p.m., while 25 routes operate on Sundays from approximately 5:30 a.m. to 9:00 p.m.

RTA provides weekday service at frequencies between 15 and 90 minutes. This wide range of frequencies is tailored to the variety of RTA services provided and the mix of urban, suburban, and rural areas served. Routes 1, 16, 50 and 55 operate more frequently than every 30 minutes while Routes 3, 15, and 19 operate approximately every 45 minutes. All other routes operate at frequencies of every 60 to 90 minutes.



RTA Service Characteristics

ROUTE WEEKDAY FREQUENCY WEEKDAY SPAN WEEKEND

FREQUENCY WEEKEND SPAN

1 – UC RIVERSIDE/RIVERSIDE DOWNTOWN TERMINAL TO W. CORONA METROLINK STATION

15/20 4:00 AM – 10:30 PM 30 5:30 AM – 8:45 PM

3 – SWAN LAKE/PAT’S RANCH ROAD TO BELLE & 10TH 45 5:15 AM – 7:45 PM 45* 6:30 AM – 6:45 PM

7 – LAKE ELSINORE OUTLET CENTER TO INLAND VALLEY MEDICAL CENTER 65 5:30 AM – 8:00 PM 60 6:30 AM – 5:45 PM

8 – LAKE ELSINORE WAL-MART TO LAKE ELSINORE OUTLET CENTER 65 5:45 AM – 7:00 PM 60 6:30 AM – 6:00 PM

10 – BIG SPRINGS & WATKINS TO GALLERIA AT TYLER 65 5:30 AM – 9:00 PM 85 8:15 AM – 6:15 PM

11 – MORENO VALLEY MALL/MARCH ARB 65 5:30 AM – 9:15 PM 60 8:30 AM – 7:00 PM

12 – LA CADENA & STEPHENS TO MERCED & MAGNOLIA 65 5:30 AM – 8:15 PM 55 6:45 AM – 6:15 PM

13 – SPRUCE & ATLANTA TO GALLERIA AT TYLER 65 4:30 AM – 7:45 PM 60 7:00 AM – 5:45 PM

14 – GALLERIA AT TYLER TO LOMA LINDA VA HOSPITAL 70 5:15 AM – 8:00 PM 70 7:00 AM – 7:15 PM

15 – RIVERSIDE DOWNTOWN TERMINAL TO MERCED & MAGNOLIA 45 4:15 AM – 9:30 PM 55 6:45 AM – 6:45 PM

16 – RIVERSIDE DOWNTOWN TERMINAL TO MORENO VALLEY MALL 20 4:15 AM – 10:30 PM 40 6:30 AM – 8:30 PM

18 – SUNNYMEAD RANCH TO MORENO VALLEY COLLEGE 65 6:00 AM – 9:30 PM 65 7:45 AM – 7:00 PM

19 – MORENO VALLEY MALL TO PERRIS STATION TRANSIT CENTER 45 4:00 AM – 10:30 PM 45 6:15 AM – 7:45 PM

20 – MAGNOLIA CENTER, RCRMC, MORENO VALLEY COLLEGE 65 5:15 AM – 9:15 PM 55 7:00 AM – 8:00 PM

21 – GALLERIA AT TYLER TO COUNTRY VILLAGE 65 6:15 AM – 7:45 PM 65 8:00 AM – 5:45 PM

22 – RIVERSIDE DOWNTOWN TERMINAL TO LAKE ELSINORE OUTLET CENTER 60 4:30 AM – 8:30 PM 80 6:00 AM – 6:45 PM

23 – TEMECULA-MURRIETA-WILDOMAR 80 6:00 AM – 7:00 PM 75 8:15 AM – 6:15 PM

24 – TEMECULA TO PECHANGA RESORT TO TEMECULA WAL-MART 75 6:00 AM – 7:00 PM 80 7:45 AM – 6:30 PM

27 – GALLERIA AT TYLER TO FLORIDA & LINCOLN 60 4:00 AM – 8:30 PM 75 5:30 AM – 6:30 PM

29 – RIVERSIDE DOWNTOWN TERMINAL TO HAMNER & LIMONITE 70 5:00 AM – 7:15 PM 70 6:15 AM – 8:00 PM

TABLE 1: RTA SERVICE CHARACTERISTICS

* Service operates Saturdays but not Sundays. Service characteristics as of September 2014 schedule. Spans are determined as the start of the earliest trip to the start of the latest trip.






30 – PERRIS – WESTON & STROHM TO WAL-MART 55 6:00 AM – 6:45 PM 55 6:00 AM – 6:45 PM

31 – BEAUMONT/BANNING TO HEMET VALLEY MALL 70 5:00 AM – 9:45 PM 60 7:30 AM – 6:30 PM

32 – HEMET VALLEY MALL TO MT. SAN JACINTO COLLEGE 70 6:15 AM – 10:00 PM 60 8:15 AM – 6:30 PM

33 – HEMET – SANDERSON TO EAST HEMET 75 6:45 AM – 7:00 PM -- --

35 – BEAUMONT/BANNING TO MORENO VALLEY MALL 65 6:15 AM – 6:30 PM -- --

40 – LAKE ELSINORE TO SUN CITY 95 5:45 AM – 7:15 PM -- --

41 – MEAD VALLEY COMMUNITY CENTER TO MORENO VALLEY COLLEGE AND RCRMC

60 5:00 AM – 6:00 PM 45 8:00 AM – 6:15 PM

42 – SAN JACINTO – HEMET 75 7:15 AM – 7:15 PM 105* 8:30 AM – 6:15 PM

49 – RIVERSIDE DOWNTOWN TERMINAL TO COUNTRY VILLAGE 70 4:30 AM – 7:45 PM 70 6:00 AM – 7:45 PM

50 – JURY TROLLEY 13/27 7:15 AM – 5:45 PM -- --

51 – CREST CRUISER UC RIVERSIDE-CANYON CREST TOWNE CENTRE 40 7:00 AM – 7:15 PM -- --

55 – PROMENADE MALL-HARVESTON 156:30-8 AM, 2:30-

4:15 PM-- --

61 – SUN CITY-MENIFEE-MURRIETA-TEMECULA 70 6:00 AM – 6:00 PM 65* 6:30 AM – 6:15 PM

74 – SAN JACINTO-HEMET-SUN CITY-PERRIS 65 4:30 AM – 5:45 PM 75* 6:30 AM – 6:15 PM

79 – HEMET-WINCHESTER-TEMECULA 70 4:45 AM – 7:00 PM 60* 6:15 AM – 6:30 PM

202 – MURRIETA-TEMECULA-OCEANSIDE TRANSIT CENTER

8 AM, 6 PM trips

4:00 -7:45 AM, 3:45-6:45 PM

-- --

204 – UC RIVERSIDE - RIVERSIDE DOWNTOWN TERMINAL - MONTCLAIR TRANSCENTER

8 AM, 10 PM trips

4:30-8:00 AM, 2:00-7:00 PM

-- --

206 – TEMECULA-MURRIETA-LAKE ELSINORE-CORONA METROLINK

9 AM, 10 PM trips

4:00-7:00 AM, 4:30-7:30 PM

-- --

208 – TEMECULA-SUN CITY-PERRIS-MORENO VALLEY-RIVERSIDE METROLINK STATION AND DOWNTOWN TERMINAL

9 AM, 10 PM trips

3:45-7 AM, 2:30-7:15 PM

-- --

210 – RIVERSIDE DOWNTOWN TERMINAL TO BEAUMONT/BANNING

3 AM, 1 PM trips

3:45-5 AM, 6:15-7:30 PM

-- --




Market Assessment Key FindingsThe geography of RTA’s 2,500 square mile service area is characterized by a mix of urban and subur-ban communities, separated by large gaps of mostly undeveloped, rural land. There is a wide varia-tion in population and employment densities throughout western Riverside County.

The core market for transit is located in communities with favorable transit market conditions that include higher population and employment densities and a more pedestrian and transit-friendly grid-like street network. Such conditions position these more urban communities to have a more successful transit system.

Most of the other developed areas are suburban in their configuration. Suburban developments often obstruct direct travel paths via walled communities or curvilinear street networks. These factors increase travel times and make the automobile the most attractive mode of transportation in these communities. Such conditions significantly limit the success of transit, as do the very low population and employment densities and lack of curb and sidewalk amenities in many unincorporated rural areas.

As shown in Figures 2 and 3 and Table 2, future population and employment projections foresee higher densities throughout the service area. However, the overall shape of the network (mix of urban and suburban communities and largely undeveloped rural areas) will largely remain the same. Urban centers or corridors, such as Corona-Riverside, Moreno Valley-Perris, Beaumont-Banning, Hemet-San Jacinto, and Lake Elsinore-Wildomar-Menifee-Murrieta-Temecula, will still be separated by large geographic gaps of undeveloped rural areas, and demand for transit will still be highest in the current more densely populated high employment urban areas of the network (primarily Corona-Riverside and Moreno Valley-Perris). Population is expected to grow in areas that are still suburban in development pattern (e.g. Lake Elsinore-Wildomar-Menifee-Murrieta-Temecula). The likelihood for increases in transit ridership will depend on whether these communities shift towards more sustainable transit-oriented development and their ability to address the population–employment imbalance that currently forces many residents to commute far out of their area for work.




212 – HEMET-SAN JACINTO-RIVERSIDE METROLINK STATION AND DOWNTOWN TERMINAL

9 AM, 6 PM trips

4:00-8:00 AM, 3:45-7:30 PM

-- --

216 – RIVERSIDE DOWNTOWN TERMINAL TO VILLAGE AT ORANGE

8 AM, 10 PM trips

4:30-10:15 AM, 1:15-8 PM

4:00 AM, 4:00 PM trips

7:45-AM-12:00 PM, 2:30-6:45 PM

217 – SAN JACINTO-HEMET-TEMECULA-ESCONDIDO

9 AM, 8 PM trips

3:45-7:45 AM, 3:00-6:30 PM

-- --




2035 Population and Employment Projections by City

JURISDICTIONPOPULATION EMPLOYMENT

2020 2035 % CHANGEFROM 2020 2020 2035 % CHANGE

FROM 2020

BANNING 42,200 61,900 47% 11,300 15,900 41%

BEAUMONT 56,400 79,400 41% 8,600 13,400 56%

CALIMESA 14,900 25,800 74% 2,800 4,300 54%

CANYON LAKE 11,100 11,700 6% 1,300 1,400 8%

CORONA 155,300 164,600 6% 88,300 105,000 19%

EASTVALE 61,600 68,300 11% 5,500 10,100 87%

HEMET 83,600 110,300 32% 39,800 52,500 32%

JURUPA VALLEY 103,300 126,000 22% 34,300 53,500 56%

LAKE ELSINORE 70,600 93,800 33% 15,000 20,100 34%

MENIFEE 93,300 119,400 28% 10,500 12,600 20%

MORENO VALLEY 214,500 255,200 19% 48,100 64,400 34%

MURRIETA 109,100 121,100 11% 50,000 86,500 73%

NORCO 30,300 32,700 8% 17,100 21,600 27%

PERRIS 82,100 114,000 39% 21,800 26,700 23%

RIVERSIDE 338,700 382,700 13% 198,000 217,800 10%

SAN JACINTO 50,400 99,100 97% 8,100 10,900 35%

TEMECULA 110,100 118,900 8% 59,700 72,800 22%

WILDOMAR 42,000 53,700 28% 5,900 9,300 58%

UNINCORPORATED 470,600 710,600 51% 124,000 203,200 64%

TOTAL 2,147,900 2,749,200 28% 747,800 1,002,000 34%

TABLE 2: 2035 POPULATION AND EMPLOYMENT BY CITY



W I L D O M A R

M E N I F E E

L O M A L I N D A

G R A N D T E R R A C E

O N T A R I O

S U NC I T Y W I N C H E S T E R

J U R U P AV A L L E Y

E A S T V A L E

M I R A L O M A

H O M E G A R D E N S

E A S TH E M E T

V A L L EV I S T A

O L D T O W NT E M E C U L A

R E D H A W K

H I G H G R O V E

C A N Y O N C R E S T

W O O D C R E S T

Y U C A I P A

S A N B E R N A R D I N O

L A K EM AT H E W S

P E R R I SR E S E RVO I R

L A K EE L S I N O R E

E L C E R R I T O

T E M E S C A L C A N Y O N

M E A D V A L L E Y

C A N Y O N L A K E

Q U A I LV A L L E Y

M E A D O W B R O O K

CA N YO NL A K E

D I A M O N D VA L L E Y L A K E

L A K ES K I N N E R

VA ILL A K E

SANBERNARDINO

RIALTOFONTANARANCHOCUCAMONGA

UPLAND

PEDLEY

RIVERSIDE

EASTONTARIO

RIVERSIDELA SIERRAWEST

CORONA NORTH MAINCORONA

M A R C HA F B

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?q

!"a

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?q

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CoronaCivic Center

SIXTH ST

Corona RegionalMedical Center

McKinleyShopping Center

La Sierra UniversityKaiser

Permanente

Galleryat Tyler

NorcoCollege

ParkviewCommunity Hospital

RiversideCommunity Hospital

RiversideCommunity College

University ofCaliforniaRiverside

RiversideMedical Clinic

METROLINK

METROLINK

METROLINK

METROLINK

MET

ROLIN

K

METROLINK

METROLINK

MONTCLAIR

Hemet ValleyMall Hemet Valley

Medical Center

San Jacinto Library

Mt San Jacinto College

SobobaCasino

Wal-Mart/Kmart

Riverside CountyMedical Center

Moreno ValleyMall

National UniversityUniversity of Phoenix

Concorde Career College

Loma LindaUniversity

Loma LindaVA Hospital

Inland Valley Regional

Medical Center

VillageWalkPlaza University of Phoenix

Murrieta

Rancho SpringsMedical Center

Promenade in Temecula

Temecula City Offices& Business Park

Temecula TownCenter

Home Depot

Pechanga

National University - Temecula

Wal-Mart

Lake ElsinoreOutlet Center

R I V E R S I D E

P E R R I S

C O R O N A

H E M E T

M U R R I E T A

M O R E N O V A L L E Y

T E M E C U L A

B E A U M O N T


B A N N I N GN O R C O

S A N J A C I N T O

C A L I M E S A

0 1MILE!°

Riverside RTA

Metrolink!!M

City Boundary

YEAR 2020 DENSITYSource: 2008 RCTLMA

per AcrePopulation Employment

40 OR MORE

20 - 40

10 - 20

1 - 10

FIGURE 2: 2020 POPULATION AND EMPLOYMENT DENSITY MAP



W I L D O M A R

M E N I F E E

L O M A L I N D A


O N T A R I O



E A S T V A L E

M I R A L O M A


E A S TH E M E T

V A L L EV I S T A


R E D H A W K

H I G H G R O V E


W O O D C R E S T

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L A K EM AT H E W S



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YEAR 2035 DENSITYSource: 2008 RCTLMA

per AcrePopulation Employment

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FIGURE 3: 2035 POPULATION AND EMPLOYMENT DENSITY MAP



Travel Demand PatternsAn analysis of private vehicle demand in Transit Demand Analysis Zones (TDAZs) found that the top three regional connections in 2007 and 2035 will remain the same: Riverside/Corona, Temecula-Murrieta/Lake Elsinore, and Corona/West San Bernardino County. As shown in Table 3, of the top ten connections in 2007, only three are between regions within Riverside County.

This data speaks to a continuing and growing transit demand potential as follows:

■ Continuing and increasing high demand between Riverside and Corona through 2035.

■ High demand pairs emerging by 2035 between Corona and West San Bernardino and between Moreno Valley and East San Bernardino.

■ Demand between Temecula-Murrieta and Lake Elsinore will remain high through 2035.

Top Ten Private Vehicle Travel Demand Pairs in 2007

2007 RANK FIRST TDAZ SECOND TDAZ DAILY TRIPS

2007DAILY TRIPS

2035

PERCENT CHANGE

2007-20352035 RANK

1 Riverside Corona 33,447 51,940 55.30% 1

2 Temecula-Murrieta Lake Elsinore 29,402 29,353 -0.20% 3

3 Corona West San Bernardino 24,946 39,869 59.80% 2

4 RiversideEast San Bernardino

21,842 23,002 5.30% 7

5 Corona Los Angeles 18,839 24,445 29.80% 6

6 Riverside Moreno Valley 17,597 24,447 38.90% 5

7 CoronaNorth Orange County

16,788 21,310 26.90% 9

8 Riverside West San Bernardino 16,501 18,866 14.30% 11

9 Moreno Valley East San Bernardino 14,930 28,214 89.00% 4

10 Corona East San Bernardino 13,825 17,740 28.30% 12

TABLE 3: TOP TEN VEHICLE TRAVEL DEMAND PAIRS IN 2007



Service Evaluation Key FindingsThe COA split the RTA service area into four sub-areas for analysis: Northwest, Moreno Val-ley/Perris, Hemet/San Jacinto, and Southwest. The four sub-area divisions are defined as:

■ Northwest: Corona, Eastvale, Jurupa Valley, Norco, and Riverside.

■ Moreno Valley/Perris: Moreno Valley and Perris.

■ Hemet/San Jacinto/Pass Area: Banning, Beaumont, Calimesa, Hemet, and San Jacinto.

■ Southwest: Canyon Lake, Lake Elsinore, Menifee, Murrieta, Temecula, and Wildomar.

Each sub-area is composed of various market conditions resulting in different mobility needs and wide ranges in service performance. Some more urban markets are better suited for successful transit than other more suburban or rural markets. RTA service performs stronger in urban areas with stronger markets for transit, particularly linear corridors with a mix of higher density land uses. Table 4 summarizes passenger activity by sub-area and exemplifies the relationship between market conditions, ridership, and service performance. Service in areas with higher densities yields more passengers per hour invested.

Summary of Passenger Activity and Resource Distribution Across Sub-Areas

SUB-AREA NORTHWEST MORENO VALLEY/PERRIS

HEMET/SAN JACINTO SOUTHWEST

TOTAL POPULATION 767,900 472,000 337,000 649,600

TOTAL EMPLOYMENT 369,000 141,000 84,000 193,800

TOTAL BOARDINGS 18,180 7,944 2,655 2,684

TOTAL REVENUE HOURS 666.4 369.3 152 212

TOTAL PRODUCTIVITY 27.3 21.5 17.5 12.7

PERCENT OF POPULATION 34.50% 21.20% 15.10% 29.20%

PERCENT OF EMPLOYMENT 46.80% 17.90% 10.70% 24.60%

PERCENT OF BOARDINGS 57.80% 25.30% 8.40% 8.50%

PERCENT OF REVENUE HOURS 47.60% 26.40% 10.90% 15.10%

PERCENT OF POPULATION THAT USES TRANSIT 2.37% 1.68% 0.79% 0.41%

TABLE 4: SUMMARY OF SUB-AREA PERFORMANCE



The Northwest sub-area is expected to have more boardings because of its higher population and employment, and it also sees a higher percentage of the population using public transit. This indicates that market conditions in the Northwest sub-area, where population and employment densities are higher and key destinations are closer together, result in greater transit usage. However, the market conditions of the Hemet/San Jacinto and Southwest sub-areas are suburban in nature and see less than one percent of the population using public transit. These findings directly support the idea that market conditions are closely related to the strength of service performance.

System RidershipThe concentration of ridership on just a few routes presents significant opportunities for improvement. One route (Route 1) carries one-quarter of system boardings. This route and the next four highest ridership routes together account for half of total system ridership. Boardings are also concentrated at key stops which facilitate transfers between multiple routes, as well as at key destinations. Figure 4 illustrates weekday boarding activity by stop while Figure 5 shows weekday boardings by route.1

1. Route 54 has been discontinued.



FIGURE 4: WEEKDAY BOARDING ACTIVITY MAPM

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System ProductivityImproving service frequency is a crucial component of strengthening the transit network. Customer feedback indicates a strong demand for higher service frequencies, suggesting that this, more than any other factor, limits the success of the overall network. Figure 6 shows that, in general, routes with higher frequencies are more productive than routes with lower frequencies. Also, on routes where high productivity persists despite low service frequency, there may be greater ridership potential.

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FIGURE 5: WEEKDAY BOARDINGS BY ROUTE



Alignment also greatly affects a route’s productivity. More direct routes are more productive than routes with circuitous alignments or multiple deviations – customers are less attracted to ride indirect or complex routes, and such routes require additional resources to operate. When service is duplicative between key destinations, riders usually take the route with the more direct alignment. Figure 7 maps route productivity by segment while Figure 7 shows productivity by route.

FIGURE 6: FREQUENCY VS. PRODUCTIVITY CHART



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FIGURE 7 : SERVICE PRODUCTIVITY MAP



Community Input Key FindingsAt the beginning of the project, a considerable public outreach effort was conducted to gain an understanding of what service improvements RTA riders and the community would like to see. Public outreach events included public open houses, rider drop-in sessions at college campuses and major transfer hubs, and driver drop-in sessions at RTA facilities. At these events, participants shared their priorities for service investment. In addition to these outreach events, the project team also collected and analyzed surveys from over 12,000 riders.

Data collected from the outreach events and surveys overwhelmingly found that participants want to spend less time waiting for buses. When asked to choose up to three service improvements that would encourage them to use RTA services more often, 43 percent of riders chose more frequent service on existing routes and 28 percent chose better-timed transfers between routes. Both improvements can be achieved by improving service frequencies, as less wait time between buses makes transferring easier for passengers. The third most popular priority was later service, with 20 percent of riders listing this item as a top priority.

FIGURE 8: WEEDAY BOARDINGS BY ROUTE

FIGURE 9: STAKEHOLDER DROP-IN SESSION



The on-board passenger survey provided insight into the demographic makeup of RTA’s ridership. Table 5: Fixed Route Rider Profile summarizes the rider characteristics generated from the data from the rider survey. The majority of riders are transit dependent. Two-thirds of customers reported access to zero or one vehicle per household. College and high school students are a significant portion of the customer base, comprising nearly 50 percent of system ridership, as does the working age population (25-64 years). Thirty-seven percent of riders reported “school” as their trip purpose and “work” was reported as the trip purpose by 27 percent of riders. Seniors and children were comparably small segments of the ridership. Seventy-four percent of riders use the system at least three days per week; i.e. the majority of riders are active users of the system. Eighty-five percent come from households with less than $50,000 annual income (sixty-three percent had income of less than $25,000). Eighty percent of riders walk to/from their bus stop. These features all speak to a largely dependent ridership based on economic status.

Fixed Route Rider ProfileWHO RIDES RTA?

SURVEY TOPIC RESPONSES RESULTS

GENDERFemale 52%

Male 48%

AGE

Under 15 3%

16 – 18 9%

19 – 24 37%

25 – 34 17%

35 – 44 12%

45 – 54 11%

55 – 64 8%

65 and Older 3%

HOUSEHOLD INCOME

Less than $7,500

28%

$7,500 - $14,999

19%

$15,000 - $24,999

16%

Fixed Route Rider ProfileHOW DO RIDERS USE THE SYSTEM?


TRIP PURPOSE

School 37%

Work 27%

Retail 11%

Recreation 10%

Other 9%

Medical 6%

FREQUENCY OF USE

First Time 3%

Less Than Once a Month

4%

1-2 Days a Week

14%

3-4 Days a Week

25%

5 Days a Week 26%

6-7 Days a Week

23%

TABLE 5: FIXED ROUTE RIDER PROFILE



Fixed Route Rider ProfileHOW DO RIDERS USE THE SYSTEM?


ACCESS TO RTA BUS STOP

Walked/Wheel-chair

80%

Car ride with others person/

people9%

Other 5%

Rode a bicycle 4%

Drove myself 2%

Took a taxi 0%

FARE TYPE

General Fare 57%

Free (by agree-ment)

22%

Senior/Disabled 15%

Youth Fare 5%

Medicare Fare 1%

ACCESS TO RTA INFO

Ride Guide 52%

RTA Website 39%

RTA Customer Call Center

16%

"Rider News" 8%

Printed Materi-als Station

6%

Other 5%

IE 511 4%

Transit App 3%

RTA iAlert 2%

RTA Facebook or Twitter

2%

Other Transit Agency Web-

site1%

Fixed Route Rider ProfileWHO RIDES RTA?


HOUSEHOLD INCOME

$25,000 - $34,999

12%

$35,000 - $49,999

10%

$50,000 - $74,999

8%

$75,000 or greater

6%

ETHNICITY

Latino/Hispanic 37%

White/Cauca-sian

22%

Black/African American

20%

Multiple Selec-tions

10%

Asian/Pacific Islander

5%

Other 3%

American Indian

2%

ACCESS TO VEHICLES

None 33%

One 32%

Two 23%

Three 9%

Four or More 4%

EMPLOYMENT STATUS Employed 70%

K-12 OR COLLEGE STUDENT

Yes 46%

COLLEGE STUDENT Yes 35%

VETERAN Yes 4%

LENGTH OF TIME USING RTA SERVICES

First Time 5%

< 6 Months 16%

6 Months - 2 Years

29%

2 - 5 Years 22%

5 Years or More

28%



The community survey, which collected responses from over 3,000 residents of Western Riverside County, found that 23 percent of residents have previously used RTA services, 5 percent use it once a week, and 3 percent use it every day. The primary reason people do not use RTA services is because they prefer to drive and the bus takes too long to get them to their destinations. Other reasons included a lack of service to where they want to go and a lack of frequent enough service. The primary factor that would lead residents to use RTA more is if the cost of gasoline were to increase.

Service Standards Key FindingsService standards were updated to guide RTA in ensuring that its service meets the expectations of passengers while being cost-effective and equitable (non-discriminatory) in the provision of service. The document established benchmarks to inform decision-making on both existing and future services.

The proposed service standards organized service into five service classifications: frequent key corridor, supporting local, community feeders, regional connectors, and CommuterLink. Each classification has different standards for performance and a different role within the network, as shown in Table 6.

Analysis found that RTA route segments that perform above system average operate in areas with an average population and employment density of over 15 people/jobs per acre (9,600 per square mile). At densities over this minimum threshold, transit has the opportunity to play a meaningful role in all day public mobility (live-work-play). Areas with densities below this minimum threshold are not as supportive of fixed-route service.

Weekday Service Performance Targets by Service Classification

SERVICE CLASSIFICATION

MINIMUM PASSENGERS PER

HOUR

MINIMUM FAREBOX

RECOVERY

MAXIMUM SUBSIDY PER PASSENGER

FREQUENT KEY CORRIDOR 30 20% $5.00

SUPPORTING LOCAL 20 20% $5.00

COMMUNITY FEEDER 15 20% $5.00

REGIONAL CONNECTOR 20 20% $5.00

COMMUTERLINK 15 per trip 20% $5.00

TABLE 6: WEEKDAY PERFORMANCE TARGETS BY SERVICE CLASSIFICATION



Service performance thresholds were established for productivity (passenger boardings per revenue hour), farebox recovery (ratio of fare revenue to operating cost), and subsidy per passenger (fare revenue minus operating cost per passenger boarding). Routes should meet 75 percent of the productivity target while the financial metrics are absolute. The routes that do not meet two or more performance standards are considered low-performing and are candidates for internal review. Figures 10-12 show which routes fall above and below performance targets for the three performance metrics outlined above.

The implementation of additional service hours or frequency improvements should adhere to the updated RTA service standards. Before increasing frequency, services should be evaluated to make sure they will be able to generate enough ridership to meet or exceed “average” service performance. A similar analysis is to be conducted for extending peak-only routes to all-day routes weekdays and/or for adding service on weekends. New routes should not be implemented until surrounding development meets a threshold of 15 people/jobs per acre. Finally, a “Sunset Clause” is proposed whereby if a new route fails to meet minimum service standards after a two year trial period, including any remedial action to improve performance, it should be discontinued.

FIGURE 10: ROUTES MEETING PRODUCTIVITY TARGET



FIGURE 11: ROUTES MEETING FAREBOX RECOVERY TARGET

FIGURE 12: ROUTES MEETING SUBSIDY TARGET


– FRAMEWoRK AnD GUIDInG PRInCIPLEs 3.1 –

Framework and Guiding PrinciplesThe findings from the Market Assessment, Service Evaluation, and community input informed the development of Guiding Principles, which served as the framework for service recommendations.

Guiding Principles

Increase Transit Use as a Travel ModeRidership is the foundation for measuring transit success. Enhancing the customer experience will both attract new choice riders and encourage existing riders to use transit more frequently and for more trip purposes. The attraction of discretionary ridership is an important part of advancing RTA’s role in providing viable transportation options for a broad cross-section of the residents of western Riverside County.

Increasing transit use as a travel mode can be achieved by providing more trip options and improving travel time. Increasing service frequencies, extending service hours, and operating weekend service all provide riders with more flexibility to travel when they need or want to, increasing the likelihood that they will use transit. Timed-transfers in conjunction with increased service frequencies facilitate convenient route transfers, making it easier for passengers to travel throughout the network. Streamlining route alignments reduces travel time, providing more direct trips for passengers while maintaining important service area coverage. Lastly, targeting areas with transit-oriented population densities and demographics, jobs, development patterns, and street network maximizes the impact of improving transit.

Creating an all-day, all-week comprehensive transit network with streamlined route alignments and higher service frequencies will provide an enhanced customer experience that will attract riders to use transit for more of their daily trips.

Build a Market-Based NetworkThe RTA service area encompasses a wide variety of market types and is characterized by concentrations of urban centers separated by large geographic gaps with little development. The varying market conditions indicate that each sub-area in the service area will warrant different types and levels of service investment. Service should be tailored to meet the specific mobility needs and



market opportunities of each sub-area in order to ensure the efficient and effective use of available resources. Service investment should be focused in areas where transit is most competitive – transit-oriented, high-density areas with a mix of land uses and walkable street network – in order to ensure the success of the network.

There are two primary market types that RTA service seeks to serve: transit “lifestyle” and transit “lifeline.” Transit “lifestyle” (live-work-play) areas are locations where transit is most likely to succeed and can provide a competitive transportation alternative to the automobile. People living in these areas may choose to take transit because it is convenient, opting to make transit part of their daily life. The role of transit in these areas is to provide a viable mobility solution for a majority of trip purposes. This requires transit to operate at high frequencies in order to provide “on-demand” service comparable to automobile travel. High frequency services are most successful in areas with high population and employment densities, mixed-use development, and a walkable, grid-like street structure.

Even in areas where market conditions do not support “lifestyle” transit mobility, there can be specific trip purposes for which transit can be a competitive alternative. In suburban areas like much of western Riverside County, work and school commute travel are candidates for transit investment. Specific services targeted to major commute travel patterns with major congestion or cost issues or to middle/ high schools, colleges, and universities where students have limited access to personal vehicles can be, and should be, developed.

Conversely, transit service is also used in areas to provide “lifeline” mobility to address unmet mobility needs. Due to dispersed, auto-centric development patterns, bus service cannot productively provide access to all destinations. Low densities mean that there are fewer people spread over a greater geographic area, making it difficult for transit to provide convenient trips for all potential customers. Transit service in these “lifeline” areas tend to operate at low frequencies and provide connections for those customers who are reliant on transit for their mobility.

By matching service levels to market demand, RTA will maximize its ridership gains per hour of service by investing more where it is likely to attract more riders, while still meeting unmet mobility needs.

Deliver an Efficient and Effective ServiceIt is important that the efficiency and effectiveness of each resource is maximized to ensure the financial sustainability of the system. Efficiency refers to the number of service units each resource is able to provide for a given cost, while effectiveness refers to ridership productivity per service unit. Delivering service cost effectively while generating more fare revenue per service unit allows for a larger, more frequent network to be operated with a given amount of funding. The delivery of an efficient and effective service is directly impacted by the route and network design.

Efficient service maximizes the amount of time a vehicle is in service and generating revenue, limiting the amount of layover and recovery time. Efficient service follows linear and direct route alignments, minimizing out-of-direction deviations that incur mileage costs without generating significant additional ridership and revenue to help offset the higher cost and maintain system average performance.



Effectiveness is related to productivity and seeks to maximize the ridership generated per resource. Routes that serve transit-oriented market areas will be more effective. Routes close to one another, or that serve the same corridor, compete for ridership which decreases their effectiveness. Out-of-direction deviations also reduce effectiveness by adding travel time/slowing travel between key destinations and discouraging more people from riding transit. Effective service tends to be linear and serve a unique role in the route network.

Ultimately, the key to achieving an efficient and effective service is to operate a route using as few resources as possible for the desired service frequency. Adding a bus to a route without increasing its frequency incurs significant costs that reduce the efficiency and effectiveness of a route. Adding a bus to serve an extra deviation incurs significant mileage, labor, and capital costs, while often generating less ridership (the new ridership is offset by current riders leaving the route because it now takes too long), reducing service productivity.

Delivering an efficient and effective network encourages more people to ride, generating more revenue while incurring operating costs that are less than those needed to operate an inefficient, ineffective service.

Promote Financial SustainabilityLike any service provider, RTA works within the framework of limited financial resources. A focus on route and network service improvements that will yield a high return on investment will help maintain ongoing financial sustainability. Improving routes that are already successful will generate more ridership and fare revenue for RTA. The three preceding Guiding Principles encourage a system design that promotes financial sustainability.

Adherence to the service performance standards will help ensure that financial sustainability is maintained in future years. When proposing a new service, it will be necessary to evaluate the potential productivity of that new service. If the new service will not meet the current average service productivity, it will cause diversion of existing external funding for a higher subsidy, jeopardizing ongoing financial sustainability. Consequently, such services should only be considered for implementation if subsidized by third parties.



Service Design Strategies Informed by Guiding PrinciplesThe Guiding Principles informed the development of certain service design strategies that will work to help achieve their goals.

Improve Service Frequencies

Improve frequencies of strongest routes to operate every 15 or 30 minutes.Routes with high ridership and above average productivity warrant increased service levels which will attract more riders and further improve the performance of these routes. Frequencies of 15 minutes or better will attract spontaneous-use riders, those who simply show up at a stop without consulting the timetable. The attraction of lifestyle ridership will change the demographics of RTA’s ridership market and increase transit use as a travel mode. Today, only one route reaches this level of service, and only two routes operate 30 minute or better service. This service design strategy represents the greatest opportunity for service improvement.

Reduce the number of routes that operate every 65 to 90 minutes.In the existing service, 23 out of 35 local routes operate at low frequencies between every 65 and 90 minutes. Improving these frequencies to 60 minutes or better will greatly enhance the mobility options for existing and potential users.

Create clock-face frequencies.Clock-face frequencies are frequencies of 10, 15, 30, or 60 minutes. Today, the majority of RTA routes operate at odd headways such as every 25, 55, 65, 75, or 80 minutes, and time intervals between consecutive trips are often not consistent. Standardizing all route headways to these frequencies will allow passengers to commit schedules to memory and will facilitate transfer coordination between routes. For example, a 30-minute route can have a timed transfer with another 30-minute route for every trip throughout the day, while a 30-minute route cannot maintain a timed-transfer with a route that operates every 35 minutes.



Streamline Route Alignments

Reduce out-of-direction deviations.Reducing out-of-direction deviations provides faster and more direct travel for customers, increasing service attractiveness and utility. It also allows each resource to be used more efficiently – providing the same connection between destinations with fewer resources. Eliminating out-of-direction deviations reduces travel time and distance, cutting down on both mileage and operating costs. In some cases, by simply streamlining a route alignment, service frequency can be reduced without adding resources to the route. However, in certain cases, the volume of ridership on the deviation warrants continuation of the deviation, such as the Moreno Valley College deviation on Route 19.

Create a Network

Improve transfer opportunities to facilitate travel throughout the network.The hub-and-spoke design of the RTA network acknowledges that many riders will have to transfer between routes to reach their destination. Making transfers easier will make transit more convenient for passengers. Increasing service frequencies and operating routes on clock-face headways will allow for more reliable timed-transfers between routes.

Provide more travel options for customers.Creating an all-day, all-week network by extending evening spans and providing service on weekends will provide passengers with more trip options, encouraging them to use transit for more daily mobility needs. The recommendations extend evening spans on key routes to accommodate riders needing to return home from late-night classes or jobs in the retail and hospitality sectors. The recommendations also add Sunday service to routes with existing Monday-Saturday service. People who do not have the option of taking transit on Sunday have to find another form of transportation, often an automobile, and are less likely to commit to transit as their principal mobility mode.



Give each route a unique role in the network.In order to maximize effectiveness, it is important that each route play a unique role in the network and not unproductively duplicate other services. Routes covering the same area and/or same destination pairs can be allocated elsewhere where they will add more value to the system. Giving each route its own geographic identity helps achieve good coverage and service performance across the service area. In some cases, combining service on a single corridor is an effective and efficient technique. For instance, two parallel close-by routes can be combined to improve the frequency of the consolidated corridor (e.g., two 60-minute routes consolidate to provide a 30-minute corridor service).

Enhance regional connections.With the development of the new Perris Valley Line Metrolink service, bus service connecting to Metrolink trains, already an important network feature, will become even more important. Services have been designed to provide connections to Metrolink Stations (including new Perris Valley Line stations) where feasible to facilitate inter-county travel. Trips should be timed with the train schedules to make transfers convenient between modes where practical, efficient, and effective.


– sERVICE RECoMMEnDAtIons 4.1 –

Service Recommendations

Recommendations ApproachThe development of the initial draft service recommendations took into consideration the findings from the Market Assessment and Service Evaluation, as well as feedback from the on-board survey, community survey, the initial public and driver outreach process, and the design guidelines laid out by the Guiding Principles. Recommendations balanced data-driven findings with community and stakeholder input to maintain required network coverage while improving service on high performance routes, maximizing system ridership. After the development of draft recommendations, the project team conducted a round of public and driver outreach between August and October 2014 that sought feedback on the proposed draft Ten-Year Transit Network Plan. The project team developed A Guide to RTA’s Proposed 10-Year Transit Network Plan booklet which provided detailed descriptions and maps of the proposed changes for each route. Over 11,000 booklets were distributed throughout the service area and were available to riders on-board all RTA buses.

During the public comment period, over 600 people attended 40 public outreach events, including the following:

■ Three Public Open Houses (Wildomar Public Library, San Jacinto Community Center, Riverside Cesar Chavez Community Center).

■ Eight Rider Drop-In Sessions at key transfer hubs (Temecula County Center Drive, Lake Elsinore Outlet Center, Corona Transit Center, Perris Station Transit Center, Moreno Valley Mall, Riverside Downtown Terminal, Beaumont WalMart, and Hemet Valley Mall).

■ Nine College Drop-In Sessions (Mt. San Jacinto College (MSJC) Menifee, MSJC San Jacinto, Moreno Valley College, Riverside City College, UC Riverside (2), La Sierra University, Cal Baptist University, and Norco College).

■ Three RTA Bus Driver Drop-In Sessions.

■ Six Transportation NOW stakeholder group meetings.

■ Eleven additional stakeholder meetings as requested.

At the close of the public comment period, the project team reviewed over 400 comments received on the proposed changes and updated the final plan to reflect many of the concerns. Many riders and stakeholders were very enthusiastic about the proposed frequency and span changes. Multiple public comments called attention to a few key areas to be re-evaluated regarding service coverage, and appropriate changes were made to the plan to incorporate the important feedback.



Service TiersThe service recommendations classified all RTA routes under five service tiers. Each tier serves a different role in the network and has different expectations for service performance and frequencies.

Frequent Key CorridorFrequent key corridor routes form the core spine of the network and provide “lifestyle” transit options for riders. They have the highest ridership and performance in the system and will operate every 15 minutes or better in high-density areas. These routes have the potential to support Bus Rapid Transit (BRT) services in the future. The corridors identified in this tier were Magnolia Avenue, University Avenue, and Perris Boulevard in the cities of Corona, Riverside, Moreno Valley, and Perris.

Supporting LocalSupporting local routes constitute the majority of the route network, providing connections to key employment centers, activity centers, and transfer hubs. They offer “lifeline” service for those dependent on transit while also providing connections to lifestyle services. Frequencies are 30 or 60 minutes depending on the market support for transit.

Regional ConnectorsRegional connectors are longer distance routes that connect multiple urban centers separated by geographic gaps in density. These routes tend to have lower performance due to their longer distances and lower densities in the areas between the urban centers they connect. Frequencies are generally 60 minutes with a few exceptions. As their name suggests, these routes provide network connectivity between dispersed activity centers and between high and low-density areas across the RTA service area.

Community FeedersCommunity feeders are shorter distance routes that connect key destinations within a community. They connect residents with local shopping centers, educational facilities, medical facilities, or transit stations. Their short distance often allows them to operate at high frequency with few resources.

CommuterLinkCommuterLink routes are long-distance, peak-hour express services that provide both inter and intra-county connections. They connect commuters directly with major employment centers or indirectly through connections at major multi-modal bus and rail hubs.



W I L D O M A R

M E N I F E E

L O M A L I N D A


O N T A R I O



E A S T V A L E

M I R A L O M A


E A S TH E M E T

V A L L EV I S T A


R E D H A W K

H I G H G R O V E


W O O D C R E S T

Y U C A I P A


L A K EM AT H E W S



E L C E R R I T O


M E A D V A L L E Y

C A N Y O N L A K E



CA N Y O NL A K E



VA I LL A K E

SANBERNARDINO


UPLAND

PEDLEY

RIVERSIDE

EASTONTARIO



M A R C HA F B

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METROLINK

METROLINK

METROLINK

METROLINK

MET

ROLIN

K

METROLINK

METROLINK

MONTCLAIR


Medical Center

San Jacinto Library


SobobaCasino

Wal-Mart/Kmart


Moreno ValleyMall

MSJC Menifee




Medical Center


Murrieta




Temecula TownCenter

Home Depot

Pechanga


Wal-Mart


HUNTERPARK

MARCH FIELD

PERRIS

SOUTHPERRIS

R I V E R S I D E

P E R R I S

C O R O N A

H E M E T

M U R R I E T A


T E M E C U L A

B E A U M O N T



S A N J A C I N T O

C A L I M E S A

Sources: Esri, USGS, NOAA

SERVICE CLASSIFICATIONS

0 1MILE!°

CommuterLink

Supporting Local

Regional Connector

Frequent Key Corridor

Community

Tripper Service

Discontinued Segment

FIGURE 13: ROUTES BY SERVICE CLASSIFICATION

Service Tier Routes

FREQUENT KEY CORRIDOR RapidLink, 1, 16

SUPPORTING LOCAL 3, 8, 10, 11, 12, 13, 15, 18, 20, 21, 23, 24, 29, 30, 32, 41, 42, 49

REGIONAL CONNECTOR 14, 22, 27, new 28, 31, 35, 61, 74, 79

COMMUNITY FEEDER 50, 51, 55

COMMUTERLINK 202, 204, 206, 208, 210, 212, 216, 217, New 200, New 205

* Detailed individual route maps and explanations can be found in the Appendix.



Recommendation Details by Plan PhaseThe service recommendations are divided into four implementation phases spread over the next ten years. Phasing of improvements is necessary given vehicle, facility, financial, and administrative constraints. The phases were determined using a variety of factors including vehicle and facility availability, geographic coverage, complexity of implementation, and the number of riders who would benefit from improvements. Each phase includes a two to three year implementation period, allowing some flexibility in the exact timing of each service improvement. Improvements that must occur together to maintain service coverage of a particular area are grouped together.

There are three different types of service improvements – those that are already funded, those that do not require additional resources for implementation, and those that require new resources to be implemented. Those improvements that fall into the third category were prioritized in terms of implementation order. Acknowledging that RTA has limited financial resources, it is important to determine which service improvements should be prioritized over others in order to appropriately allocate new funds as they become available.

Top priorities are identified as those improvements that are likely to benefit the most riders and generate the most additional ridership and fare revenue. Keeping in line with the Guiding Principles, RTA should invest in service that is most likely to succeed. Top priorities focus on improving frequency or spans on key routes or making alignment changes that are likely to greatly increase the productivity of a route. The revenue generated from these top priority service improvements can be used to help offset the cost of lower priority improvements. Lower priority improvements are those that help complete an all-day all-week network and provide service access to under-served areas but are not expected to meet service performance standards.

The priority number should not be seen as absolute, but rather as a guide to determine which improvements should come before others. For example, priorities one through five should be implemented before priorities six through ten, but priority three does not necessarily have to be implemented between priorities two and four.

Tables 7 through 10 summarize the recommended service improvements by phase, giving an overview of the additional resources required for each improvement. Maps and more detailed descriptions of route-by-route recommendations can be found in Appendix A.

Immediate-Term (FY 2015 – FY 2016)Changes in the immediate-term focus on RTA implementing frequency enhancements on high ridership routes. Evening spans are also extended on key routes to accommodate late-night work shifts and college classes. Some proposed alignment changes that can be completed without requiring additional new buses are included in this phase.



Immediate-Term (FY 2015 – FY 2016)ADDITIONAL DAILY

RESOURCESPEAK

FREQUENCYSERVICE

SPAN

PRIORITY ROUTE DESCRIPTION WEEKDAY SAT. SUN. WKDY. SAT. SUN. WEEKDAY SAT. SUN.

FULLY-FUNDED SERVICE IMPROVEMENTS

-- 1

Increased all-week frequen-

cies and evening spans

31 hours307 miles

1 bus

10 hours103 miles0 buses


15 30 304:00 AM –11:30 PM

5:30 AM – 9:00 PM

5:45 AM – 9:00 PM

-- 3

Streamlined alignment, increased

frequencies, new Sunday service, later evening

spans


-14 hours189 miles

1 bus


30 60 605:15 AM – 9:45 PM

6:30 AM – 6:45 PM

7:00 AM – 6:00 PM

-- 15




15 hours133 miles

1 bus

10 hours76 miles

1 bus30 45 45

4:15 AM – 11:00 PM

6:45 AM – 9:00 PM

6:45 AM – 6:45 PM

-- 16

Increased week-end frequencies

and evening spans

--15 hours180 miles

1 bus

14 hours129 miles

1 bus30 30 30

4:15 AM – 10:30 PM

6:30 AM – 9:00 PM

6:30 AM – 9:00 PM

-- 19



33 hours411 miles2 busses



30 30 304:00 AM – 10:30 PM

6:15 AM – 9:00 PM

6:15 AM – 7:15 PM

-- 20

Increased week-day frequencies

and evening span

12 hours274 miles

1 bus-- -- 45 60 60

5:15 AM – 10:00 PM

7:00 AM – 8:00 PM

7:15 AM – 7:00 PM

-- 22

Increased week-end frequencies and weeknight

span

1 hour23 miles0 buses



60 60 604:30 AM – 9:30 PM

6:00 AM – 6:45 PM

6:00 AM – 6:45 PM

-- 27

Increased week-end frequencies and weeknight

span

17 hours266 miles

1 bus

14 hours241 miles

1 bus

14 hours241 miles

1 bus60 60 60

4:00 AM – 9:00 PM

5:30 AM – 6:30 PM

6:15 AM – 6:30 PM

-- 29Improved week-day frequencies


-- -- 60 70 705:00 AM – 7:15 AM

6:15 AM – 8:00 PM

6:15 AM – 7:00 PM

TABLE 7: IMMEDIATE-TERM SERVICE IMPROVEMENTS



Short-Term (FY 2017 – FY 2019)The short-term route improvements will have the most significant impact on the structure of the RTA network. In this phase, alignments are restructured on over 15 routes, five new services are introduced, and three routes are consolidated with other services. Significant alignment changes on multiple interacting routes occur together to minimize the loss of service coverage on any one route segment. Frequency improvements mostly come from new streamlined route alignments with shorter travel times. Some of these changes must wait on the delivery of new buses.

Immediate-Term (FY 2015 – FY 2016)ADDITIONAL DAILY

RESOURCESPEAK

FREQUENCYSERVICE

SPAN

PRIORITY ROUTE DESCRIPTION WEEKDAY SAT. SUN. WKDY. SAT. SUN. WEEKDAY SAT. SUN.


-- 49Improved week-day frequencies


-- -- 50 70 704:30 AM – 7:45 PM

6:00 AM – 7:45 PM

6:00 AM – 7:15 PM

-- 74

Improved all-week frequen-cies, weekday

spans, and new alignment be-tween Sun City

and Perris


11 hour131 miles

1 buss-- 60 60 60

4:30 AM – 10:00 PM

6:30 AM – 6:15 PM

--

-- 206

New stop at Tom’s Farms in Temescal Valley

and Dos Lagos in Corona

1 hour 27 miles0 buses

-- -- 19 trips -- --4-7 AM,

4:30-7:30 PM

-- --

COST-NEUTRAL SERVICE IMPROVEMENTS

-- 11Small alignment change, bus stop rationalization




60 60 605:30 AM – 9:15 PM

8:30 AM – 7:00 PM

8:30 AM – 7:00 PM

PRIORITIZED SERVICE IMPROVEMENTS BASED ON ADDITIONAL FUNDING

1 216Alignment

extension to UC Riverside


-- -- 18 trips8

trips8

trips

4:30-10:15 AM, 1:15-8

PM

7:45 AM-12:00 PM, 2:35-6:45

PM

7:45 AM-12:00 PM, 2:35-6:45

PM

2 206Split all trips to Lake Elsinore and Temecula


-- -- 19 trips -- --4-7 AM,

4:30-7:30 PM

-- --



Short-Term (FY 2017 – FY 2019)ADDITIONAL DAILY RESOURCES PEAK FREQUENCY SERVICE SPAN

PRIORITY ROUTE DESCRIPTION OF CHANGE WEEKDAY SATURDAY SUNDAY WKDY. SAT. SUN. WEEKDAY SATURDAY SUNDAY


--RapidLink

New peak-only service serving

key destinations on Route 1 cor-

ridor


-- -- 15 -- --6-9 AM,

2:30-5:30 PM

-- --

-- 200

New service on SR-91 express

lanes connecting Riverside and

Anaheim


-- -- 6 trips -- -- Peak -- --

-- 205

New service on SR-91 express

lanes connecting Temecula and

Anaheim


-- -- 4 trips -- -- Peak -- --

COST-NEUTRAL SERVICE IMPROVEMENTS*

-- 24

New Temecula community circu-lator, improved

all-week frequencies




60 60 606:00 AM – 7:00 PM

7:45 AM – 6:30 PM

7:45 AM – 6:30 PM

-- 30Streamlined alignment in

Perris

-12 hours131 miles

1 bus

-10 hours120 miles

1 bus-- 60 60 --

6:00 AM – 6:45 PM

6:00 AM – 6:45 PM

--

-- 31

Streamlined alignment at

Beaumont/Ban-ning and Hemet




60 60 605:00 AM – 9:45 PM

7:30 AM – 6:30 PM

7:30 AM – 6:30 PM

-- 32

Restructured and combined with Route 33 for

improved service in Hemet/San

Jacinto

-2 hours69 miles0 buses

12 hours78 miles

1 bus-- 60 60 --

6:15 AM – 10:00 PM

8:15 AM – 6:30 PM

--

-- 35

Streamlined alignment at

Beaumont/Ban-ning


-- -- 65 -- --6:15 AM – 7:15 PM

-- --

TABLE 8: SHORT-TERM SERVICE IMPROVEMENTS





COST-NEUTRAL SERVICE IMPROVEMENTS*

-- 204

Revise route to omit Country

Village Park and Ride


-- -- 18 trips -- --4:30-8 AM,

2-7 PM-- --


1 16

New frequent service combin-ing Routes 16

and 19, UC Riv-erside to MVC to Perris, extended weeknight spans

11 hours518 miles

1 bus

-32 hour240 miles

1 buss

11 hours119 miles

1 bus15/30 30 30

4:15 AM – 11:30 PM

6:30 AM – 9:00 PM

6:30 AM – 9:00 PM

1 18

Restructured alignment for

new service on Cottonwood Ave




60 60 606:00 AM – 9:30 PM

7:45 AM – 7:00 PM

7:45 AM – 7:00 PM

2 8

New community circulator with resources from Routes 7 and 8




45 45 455:45 Am – 7:00 PM

6:30 AM – 6:00 PM

6:30 AM – 6:00 PM

2 23

Restructured alignment

extended to Wildomar, im-

proved all-week frequencies

12 hours172 miles

1 bus

11 hours129 miles

1 bus

11 hours129 miles

1 bus60 60 60

6:00 AM – 7:00 PM

8:15 AM – 6:15 PM

8:15 AM – 6:15 PM

3 27

Split into two routes (see Route

28), Route 27 continues to op-erate from Perris to Riverside on

original Route 27 alignment

-51 hours1,080 miles

4 buses



60 60 604:00 AM – 9:00 PM

5:30 AM – 6:30 PM

6:15 AM – 6:30 PM

3 28

New service operating on

eastern half of original Route

27, Perris – Hemet

72 hours1,033 miles

5 buses



30 60 604:00 AM – 9:00 PM

5:30 AM – 6:30 PM

6:15 AM – 6:30 PM






4 15

Improved week-end frequencies, shortened align-

ments

8 hour48 miles1 buss

20 hours207 miles

1 bus


30 30 304:15 AM – 11:00 PM

6:45 AM – 9:00 PM

6:45 AM – 6:45 PM

4 12

Restructured alignment, im-

proved weekday frequencies

-1 hour21 miles

1 bus

-1 hour18 miles0 buses

-1 hour18 miles0 buses

60 60 605:30 AM – 8:15 PM

6:45 AM – 6:15 PM

7:00 AM – 6:15 PM

4 13

Restructured alignment, im-

proved weekday frequencies




60 60 604:30 AM – 7:45 PM

7:00 AM – 5:45 PM

7:00 AM – 5:45 PM

4 21

Extended align-ment to La Sierra

Metrolink Sta-tion; resources come from use of fewer buses on Routes 12

and 15


10 hours150 miles

1 bus

10 hours150 miles

1 bus60 60 60

6:15 AM – 7:45 PM

8:00 AM – 5:45 PM

8:00 AM – 5:45 PM

5 79

Extended align-ment to MSJC for improved frequencies

in Hemet/San Jacinto; Route 24 covers Old Town

Temecula

13 hours142 miles

1 bus

13 hours24 miles

1 bus-- 60 60 --

4:45 AM – 7:00 PM

6:15 AM – 6:30 PM

--

6 61

Extended align-ment to connect

Temecula to Perris



-- 60 60 --6:00 AM – 6:00 PM

6:30 AM – 6:15 PM

--

7 10

Shortened alignment from Galleria at Tyler to downtown Riverside, im-

proved weekday 6requencies

9 hours75 miles

1 bus

12 hours106 miles

1 bus

12 hours106 miles

1 bus60 60 60

5:30 AM – 9:00 PM

8:15 AM – 6:15 PM

8:30 AM – 5:45 PM



Mid-Term (FY 2020 – FY 2022)Route changes in the mid-term focus on increasing trip options for riders and creating a more robust all-week network. Sunday or weekend service is added on six routes to give riders the option of using transit every day of the week. Frequencies are improved on key routes to provide additional trip options for riders.




8 14

Modified align-ment, improved

weekday frequencies

7 hours26 miles

1 bus



60 60 605:15 AM – 8:00 PM

7:00 AM – 7:15 PM

7:00 AM – 7:15 PM

9 217Two additional trips (1 AM, 1

PM)

4 hours117 miles

1 bus-- -- 19 trips -- --

3:45-7:45 AM, 3-6:30

PM-- --


PM)


-- -- 21 trips -- --4-7 AM,

4:30-7:30 PM

-- --


PM)

4 hours53 miles

1 bus-- -- 21 trips -- --

3:45-7 AM, 2:30-7:15

PM-- --

12 NewAlessandro

Perris Valley Line Metrolink Shuttle


-- -- Peak -- --4:30 AM – 8:30 AM, 3 – 7 PM

-- --

13 51

Improve frequency to 15 minutes and add Metrolink con-

nection


15 -- --7:00 AM – 7:00 PM

-- --

*Excludes cost-neutral options that must be implemented at the same time as a cost-positive improvement.



Mid-Term (FY 2020 – FY 2022)ADDITIONAL DAILY RESOURCES PEAK FREQUENCY SERVICE SPAN



1 1Improved all-

week frequencies

131 hours1,192 miles

8 uses


66 hours413 miles

8buses10 15 15

4:00 AM – 11:30 PM

5:30 AM – 9:00 PM

5:45 AM – 9:00 PM

2 20Improved week-day frequencies

26 hours223 miles

1 bus-- -- 30 60 60

5:15 AM – 10:00 PM

7:00 AM – 8:00 PM

7:15 AM – 7:00 PM


PM)

4 hours117 miles

1 bus-- -- 21 trips -- --

3:45-7:45 AM, 3-6:30

PM-- --


PM)

3 hours81 miles

1 bus-- -- 23 trips -- --

4-7 AM, 4:30-7:30

PM-- --


PM)

4 hours93 miles

1 bus-- -- 23 trips -- --

3:45-7 AM, 2:30-7:15

PM-- --

6 42

Add Sunday service, improved

all-week fre-quencies


12 hours108 miles

1 bus


60 60 607:15 AM – 7:15 PM

8:30 AM – 6:15 PM

9:00 AM – 4:00 PM

7 30Add Sunday

service-- --

9 hours108 miles

1 bus60 60 60

6:00 AM – 6:45 PM

6:00 AM – 6:45 PM

6:00 AM – 6:45 PM

8 61Add Sunday

service-- --


60 60 606:00 AM – 6:00 PM

6:30 AM – 6:15 PM

8:00 AM – 5:00 PM

9 74Add Sunday

service-- --


60 60 604:30 AM – 10:00 PM

6:30 AM – 6:15 PM

8:00 AM – 5:00 PM

10 79Add Sunday

service-- --


60 60 604:45 AM – 7:00 PM

6:15 AM – 6:30 PM

8:00 AM – 5:00 PM

TABLE 9: MID-TERM SERVICE IMPROVEMENTS



Long-Term (FY 2023 – FY 2025)Long-term improvements further increase the number of trip options available to riders by increasing service frequencies on key routes, adding midday service to six peak-only routes, adding weekend service to six routes, and introducing five new routes to increase RTA’s geographic coverage.

Mid-Term (FY 2020 – FY 2022)ADDITIONAL DAILY RESOURCES PEAK FREQUENCY SERVICE SPAN



11 35Add weekend

service--



60 60 606:15 AM – 7:15 PM

7:00 AM – 6:00 PM

8:00 AM – 6:00 PM

12 49Improved all-

week frequencies

13 hours190 miles

1 bus

9 hours116 miles

1 bus

9 hours116 miles

1 bus30 45 45

4:30 AM – 7:45 PM

6:00 AM – 7:45 PM

6:00 AM – 7:15 PM

13 29Improved week-end frequencies

--3 hours52 miles0 buses


60 60 605:00 AM – 7:15 AM

6:15 AM – 8:00 PM

6:15 AM – 7:00 PM


14 hours186 miles

1 bus-- -- 60 -- --

5:45 AM – 7:15 PM

-- --


PM)

4 hours103 miles

1 bus-- -- 17 trips -- --

4-8 AM, 3:45 -6:30

PM-- --

16 NewBundy Canyon

Rd to MSJC


-- -- 60 -- --5:30 AM – 8:30 PM

-- --



Long-Term (FY 2023 – FY 2025)ADDITIONAL DAILY RESOURCES PEAK FREQUENCY SERVICE SPAN

PRIORITY ROUTE DESCRIPTION OF CHANGE WEEKDAY SATURDAY SUNDAY WKDY, SAT. SUN. WEEKDAY SATURDAY SUNDAY




-- -- 15 30 304:15 AM – 11:00 PM

6:45 AM – 9:00 PM

6:45 AM – 6:45 PM

2 16

Improved week-day frequencies from MVC to

Perris


-- -- 15 30 304:15 AM – 10:30 PM

6:30 AM – 9:00 PM

6:30 AM – 9:00 PM

3RapidLink

Add midday service

66 hours903 miles

-- -- 15 -- --6:00 AM – 6:00 PM

-- --

4 16Improved week-end frequencies

--48 hours606 miles4 buses


15 15 154:15 AM – 10:30 PM

6:30 AM – 9:00 PM

6:30 AM – 9:00 PM

5 217

Improved week-day frequency

and all-day service


-- -- 60 -- --4:00 AM – 8:00 PM

-- --

6 216


and all-day service


-- -- 60 -- --4:00 AM – 8:00 PM

-- --

7 206


and all-day service


-- -- 60 -- --4:00 AM – 8:00 PM

-- --

8 208


and all-day service


-- -- 60 -- --4:00 AM – 8:00 PM

-- --

9 204


and all-day service


-- -- 60 -- --4:00 AM – 8:00 PM

-- --

10 40Add weekend

service--



60 60 605:45 AM – 7:15 PM

7:00 AM – 7:00 PM

7:00 AM – 7:00 PM

TABLE 10: LONG-TERM SERVICE IMPROVEMENTS



Long-Term (FY 2023 – FY 2025)ADDITIONAL DAILY RESOURCES PEAK FREQUENCY SERVICE SPAN

PRIORITY ROUTE DESCRIPTION OF CHANGE WEEKDAY SATURDAY SUNDAY WKDY, SAT. SUN. WEEKDAY SATURDAY SUNDAY


11 217Add all-day

weekend service--



60 60 605:00 AM – 8:00 PM

5:00 AM – 8:00 PM

5:00 AM – 8:00 PM

12 216Add all-day

weekend service--



60 60 605:00 AM – 8:00 PM

5:00 AM – 8:00 PM

5:00 AM – 8:00 PM

13 206Add all-day

weekend service--



60 60 605:00 AM – 8:00 PM

5:00 AM – 8:00 PM

5:00 AM – 8:00 PM

14 208Add all-day

weekend service--

45 hours1,109 miles

3 buses

45 hours1,109 miles

3 buses60 60 60

5:00 AM – 8:00 PM

5:00 AM – 8:00 PM

5:00 AM – 8:00 PM

15 204Add all-day

weekend service--



60 60 605:00 AM – 8:00 PM

5:00 AM – 8:00 PM

5:00 AM – 8:00 PM

16 NewMenifee to Perris

via Nuevo Rd


-- -- 60 -- --5:30 AM – 7:30 PM

-- --

17 NewMoreno Valley to

Loma Linda


-- -- 60 -- --5:30 AM – 7:30 PM

-- --

18 NewMurrieta-Temec-

ula West


-- -- 60 -- --5:30 AM – 7:30 PM

-- --

19 New Temecula East30 hours419 miles2 buses

-- -- 60 -- --5:30 AM – 7:30 PM

-- --

20 NewLake Elsinore to Corona Cross-

ings


-- -- 60 -- --5:30 AM – 7:30 PM

-- --



-- -- 30 60 606:00 AM – 6:00 PM

6:30 AM – 6:15 PM

8:00 AM – 5:00 PM



Downtown Riverside Operating PlanThe Riverside Downtown Terminal has outgrown its capacity due to the growing number of passengers and increased bus activity. Individual route recommendations were developed in coordination with a new Downtown Riverside Operating Plan. This Plan will create new or enhanced, modern bus stops to serve streamlined, on-street transfers between routes in downtown Riverside. The Plan directs terminating routes to new stops on Vine Street at the Riverside Downtown Metrolink Station. The Plan is also aligned with the City of Riverside’s vision for a sustainable downtown and will meet current and future transit needs in the downtown Riverside core while improving service efficiency and effectiveness.

£91

£91

X

12

1

1

15

15

1522

208

208

208

210/

Sunl

ine

220

210/

Sunl

ine

220

210/

Sunl

ine

220

210/Sunline 220

216

208

216

216

22 10

2210 Om

ni 2

15

Om

ni 2

15

10

204

204

1229/4

9

29/49

12

Mai

n St

Ped

estr

ian

Mal

l

RiversideCommunity

Hospital

ConventionCenter

CityHall

Rive

rsid

e-D

ownt

own

Met

rolin

k St

atio

n

Multi-ModalTransit CenterCounty

AdministrativeCenter

Hall ofJustice

Courthouse

MetroMuseum

MainLibrary

MissionInnFox Performing

Arts Center

RiversideDowntown

Terminal

White Park

FOURTEENTH ST

THIRTEENTH ST

TWELFTH ST

ELEVENTH ST

TENTH ST TENTH ST

SIXTH ST

SECOND ST

FIRST ST

FIFTH ST

FOURTH ST

THIRD ST

NINTH ST NINTH ST

MISSION INN AV

CHES

TNU

T ST

BRO

CKTO

N A

V

ALM

ON

D S

T

MA

RKET

ST

MA

RKET

ST

ORA

NG

E ST

LEM

ON

ST

LIM

E ST

VIN

E ST

MU

LBER

RY S

T

MA

IN S

TM

AIN

ST

FIFTH ST

FOURTH ST

MISSION INN AV

UNIVERSITY AV

17

18

19

20 27

2115

13 14

16

11 12

9

10 29

30

3125

26 32

3334

33

23

43

2

1

7

8

3736

28

2265

24

35

Existing Bus Stop

New Bus Stop

LEGEND

FIGURE 14: MAP OF DOWNTOWN RIVERSIDE OPERATING PLAN


– CUstoMER IMPAC ts AnD BEnEFIts 5.1 –

Customer Impacts and BenefitsA majority of RTA customers will experience a positive impact from the recommendations, including reduced wait times, shorter travel times, and more frequent service options. These improvements will also generate additional use by existing customers and attract new customers to begin using the system. A small number of customers currently using low-ridership routes or low-ridership deviations recommended for realignment will experience a loss of service or longer walks.

Customer BenefitsThe proposed system recommendations improve the transit experience for both existing and potential customers.

FrequencyService frequencies are improved on almost every local route, improving the experience for 35 percent of current weekday riders. One in three weekday riders will use service that has a frequency of 15 minutes or better (Routes 1, 1R, 16, 50, 55). One in two riders on weekdays will use a service that has a frequency of 30 minutes or better (Routes 1, 1R, 3, 15, 16, 20, 28, 49, 50, and 55 and segments of Routes 12, 13, 74, and 79). Figure 15 and Figure 16 compare existing and recommended route frequencies.

Service SpanEvening service spans were expanded on key routes to accommodate late-night work shifts and college classes. Extended service will provide riders with more travel options and increase ridership by attracting those riders requiring later evening service.



Regional MobilityRoute transfers will be enhanced both by increased service frequencies and the creation of regular clockface headways. Modifying schedules to have consistent frequencies (15, 30, 60 minutes) makes them easier to remember and makes it easier to coordinate transfers between routes.

The higher frequency transit services proposed to link Corona, Riverside, Moreno Valley, Perris, and Hemet will significantly enhance regional mobility.

The proposed changes also enhance connections with Metrolink stations, including those on the new Perris Valley Line, to facilitate movement throughout Southern California. CommuterLink service will also be increased on certain routes to provide more regional connections to San Diego and across the RTA service area. There will also be a direct all-day local route connection linking Temecula, Murrieta, Menifee, and Perris and more direct all-day service between Hemet and Perris.

Travel TimesTravel times will be reduced by streamlining routes to provide more direct links between key destinations. Streamlining alignments decreases both route mileage and travel time, speeding up service for customers and resulting in a more cost-effective service for RTA.

Route Span Extensions

ROUTE DAY TYPECURRENT LAST TRIP

START TIME (APPROXIMATE)

RECOMMENDED LAST TRIP START

TIME (APPROXIMATE)

1 Weekday 10:30 PM 11:00 PM

1 Saturday 8:45 PM 11:00 PM

1 Sunday 8:25 PM 9:00 PM




15 Sunday 6:45 PM 9:00 PM

16 Weekday 10:30 PM 11:00 PM


20 Weekday 9:15 PM 10:00 PM W/B

22 Weekday 8:30 PM 9:30 PM S/B

27 Weekday 8:30 PM 9:30 PM E/B

28 Weekday 8:30 PM (Route 27) 11:00 PM


TABLE 11: ROUTE SPAN EXTENSIONS



Enhanced Regional EquityThe recommendations aim to improve service for passengers in all sub-areas. Two 30-minute corridors are introduced in the Hemet/San Jacinto Area where previously no service operated more frequently than every 60 minutes. These two corridors, Florida Avenue (east/west) and San Jacinto Avenue (north/south), create a strong core spine network that will facilitate travel throughout the sub-area.

Service in the Southwest sub-area is improved with the introduction of two community circulators; one in Lake Elsinore/Wildomar, and one in Temecula. Local regional connections are also enhanced between Temecula and Perris, and Temecula/Murrieta/Wildomar/ Lake Elsinore.

Passengers in Moreno Valley will benefit from one new 15-minute service (Route 16 UC Riverside – Moreno Valley College) and two new 30-minute services (Route 16 south of Moreno Valley College to Perris and Route 20 on Alessandro Boulevard). As in Hemet/San Jacinto, these services create strong east/west and north/south corridors (Alessandro Boulevard and Perris Boulevard, respectively) which will serve as the focal point for transit in this area.

Finally, the introduction of spontaneous use frequencies and express service along the Route 1 University/Magnolia Avenue corridor will provide significant travel improvements for passengers in the Northwest sub-area.



W I L D O M A R

M E N I F E E

L O M A L I N D A


O N T A R I O



E A S T V A L E

M I R A L O M A


E A S TH E M E T

V A L L EV I S T A


R E D H A W K

H I G H G R O V E


W O O D C R E S T

Y U C A I P A


L A K EM AT H E W S



E L C E R R I T O


M E A D V A L L E Y

C A N Y O N L A K E



CA N YO NL A K E



VA ILL A K E

SANBERNARDINO


UPLAND

PEDLEY

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ROLIN

K

METROLINK

METROLINK

MONTCLAIR


Medical Center

San Jacinto Library


SobobaCasino

Wal-Mart/Kmart


Moreno ValleyMall

MSJC Menifee




Medical Center


Murrieta




Temecula TownCenter

Home Depot

Pechanga


Wal-Mart


R I V E R S I D E

P E R R I S

C O R O N A

H E M E T

M U R R I E T A


T E M E C U L A

B E A U M O N T



S A N J A C I N T O

C A L I M E S A

° 0 52.5Miles

15-Minute or Better Frequency

30-Minute Frequency

45-Minute Frequency

60-Minute Frequency

More than 60-Minute Frequency

FIGURE 15: EXISTING NETWORK FREQUENCY



W I L D O M A R

M E N I F E E

L O M A L I N D A


O N T A R I O



E A S T V A L E

M I R A L O M A


E A S TH E M E T

V A L L EV I S T A


R E D H A W K

H I G H G R O V E


W O O D C R E S T

Y U C A I P A


L A K EM AT H E W S



E L C E R R I T O


M E A D V A L L E Y

C A N Y O N L A K E



CA N Y O NL A K E



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NorcoCollege






METROLINK

METROLINK

METROLINK

METROLINK

MET

ROLIN

K

METROLINK

METROLINK

MONTCLAIR


Medical Center

San Jacinto Library


SobobaCasino

Wal-Mart/Kmart


Moreno ValleyMall

MSJC Menifee




Medical Center


Murrieta




Temecula TownCenter

Home Depot

Pechanga


Wal-Mart


R I V E R S I D E

P E R R I S

C O R O N A

H E M E T

M U R R I E T A


T E M E C U L A

B E A U M O N T



S A N J A C I N T O

C A L I M E S A


° 0 52.5Miles

15-Minute or Better Frequency

30-Minute Frequency

45-Minute Frequency

60-Minute Frequency

More than 60-Minute Frequency

FIGURE 16: RECOMMENDED NETWORK FREQUENCY



Customer ImpactsOne of the primary goals when developing recommendations is maintaining access to service for as many existing riders as possible. Some routes are streamlined by discontinuing service to low-ridership deviations, but special attention is given to make sure as many riders as possible still remain within a reasonable walk from a proposed route. A customer impact is considered to occur when an existing service was restructured or discontinued causing an existing customer to be further than half a mile from their nearest bus stop. Overall, the proposed plan impacts 39 bus stops and 87 customers on weekdays, which accounts for only 0.26 (<1%) percent of average weekday system boardings. Table 12 shows the number of average daily boardings on weekdays and weekends that are impacted in each sub-area for all day types.

Changes in ADA Coverage AreaA buffer of three-quarters of a mile was applied to the fixed-route network to derive the updated ADA paratransit service area per Federal regulations. Overall, just 14 existing customers will be outside the proposed ADA paratransit service area, which accounts for 0.36 (<1%) percent of RTA’s existing ADA paratransit service customers.

Boardings Impacted by Service Changes

SUB-AREA WEEKDAY SATURDAY SUNDAY

NORTHWEST 69 23 24

MORENO VALLEY/PERRIS 8 5 1

HEMET/SAN JACINTO/PASS AREA 0 0 0

SOUTHWEST 10 0 0

TOTAL 87 28 25

PERCENT OF TOTAL DAILY RIDERSHIP 0.26% 0.19% 0.22%

TABLE 12: BOARDINGS IMPACTED BY SERVICE CHANGES


– IMPLEMEntAtIon PLAn 6.1 –

Implementation Plan

Implementing the PlanRecommendations vary in terms of their impact on resource requirements and the network structure and therefore also vary on the timeframe and cost of implementation. The phased plan for service changes outlined above gives the Agency the ability to develop the network incrementally in line with available funding. The timeframe for each phase is fluid; the phasing helps establish a hierarchy of service investment priorities. RTA updates its Short Range Transit Plan (SRTP) on an annual basis, and as part of this process, identifies available funding sources for upcoming years. Each year, RTA will use the available funding to determine what components of the Ten-Year Transit Network plan to implement over the next couple of years. By working within identified funding sources, RTA will ensure the plan is implemented in a manner that is financially sustainable.

On-Going Monitoring and Corrective ActionIn order to ensure continued progress towards the objectives and guiding principles of the COA, the implementation phase will require ongoing monitoring of service performance and delivery to help prioritize subsequent service changes.

New and existing services should be monitored quarterly to ensure they are meeting productivity, farebox recovery, and subsidy per passenger targets. Existing routes that fail to meet standards for two of the three performance metrics for three or more consecutive quarters require reevaluation. RTA should prepare a Corrective Action Plan for these underperforming routes which will examine all aspects of route performance and develop recommendations to improve service performance. If a route continues to underperform after three consecutive quarters, it should be discontinued or significantly restructured to improve performance. Productivity targets vary by service type, and routes should strive to meet 75 percent of their productivity target. For example, the service tier target for supporting local routes is 20 passengers per hour; routes with fewer than 15 passengers per hour are considered low-performing. Financial metrics are consistent across all service tiers in order to maintain the financial stability of the system. Routes should meet a minimum 20 percent farebox recovery and have a maximum of a $5.00 subsidy per passenger.



When evaluating the performance of existing and future services, RTA faces the need to find the right balance between providing productive service and providing adequate service coverage across the service area.

Ridership ProjectionsRTA ridership is expected to grow in the ten-year period, particularly as the improved services and customer experience attract new riders and encourage existing riders to use transit more often.

Ridership projections were based on a number of factors. Each year, every route is expected to gain two percent in ridership as a result of service area increases in general population. Gains in ridership also result from increases in service frequency and/or span. These gains were calculated by applying a 50 percent elasticity of the percentage change in each route’s revenue hours to the existing ridership. For example, if a route’s revenue hours were increased by 100 percent, existing ridership was expected to increase by 50 percent. These calculations assume that initially operating additional service hours will not achieve the existing level of productivity; rather, ridership will build over time. Projections also assumed a proportional ridership decrease in years with a fare increase (Simpson Curtin 30 percent elasticity was applied – a ten percent fare increase will result in a three percent ridership decrease). Ridership for new services was estimated based on ridership of comparable services. New Sunday ridership was estimated as 90 percent of existing Saturday ridership per other network experience.

Table 13 shows the ridership projections for each phase of the plan. Overall, annual ridership is expected to increase by 49 percent over the ten-year plan horizon. Estimated increases by day type are 50 percent on weekdays, 36 percent on Saturdays, and 47 percent on Sundays.

Projected System Ridership

BASELINE(FY 2015)

IMMEDIATE-TERM

(FY 2016)

SHORT-TERM (FY 17)

MID-TERM(FY 2020)

LONG-TERM(FY 2023)

END OF PLAN(FY 2025)

WEEKDAY 31,016 33,428 37,451 41,002 46,292 46,572

SATURDAY 15,970 16,490 17,447 19,315 21,570 21,662

SUNDAY 11,865 12,340 13,006 15,344 17,289 17,405

ANNUAL TOTAL 9,392,126 10,060,360 11,197,347 12,303,798 13,876,955 13,959,559

PERCENT CHANGE -- 7% 11% 10% 13% 0.60%

TABLE 13: PROJECTED SYSTEM RIDERSHIP BY PHASE



Fare IncreasesThe plan incorporates fare increases in FY 2018, 2021, 2024, one year after each major service increase. The fare increases are modeled as a ten percent increase in average passenger fare, which translates to approximately a $0.25 increase in the base fare (currently $1.50). Fare increases are a necessary component of maintaining financial stability. Service improvements come at considerable cost to the Agency, and revenue sources need to be in line with increasing costs to maintain targeted farebox recovery ratios. Fare increases are planned in the years following service increases so that riders can see the benefits of the service improvements and understand the need for some increase in fares following such increases in service.

Capital PlanThe capital plan outlines major capital projects to enhance both the experience of customers and service operations as well as replacement and expansion vehicles needed to implement the Ten-Year Transit Network Plan.

Bus and Transfer StopsBecause RTA service is designed as a hub-and-spoke network, transfer stops play a crucial role in regional mobility. Routes from various locations converge at designated transfer stops. These key transfer stops provide locations where transfers can be timed between multiple routes. Since they are often at the ends of routes, they should also provide access to rest facilities for drivers between trips.

Desired features of the new and upgraded bus stops include shelters, seating, trash receptacles, bike racks (if needed), lighting (solar-powered where feasible), landscaping, and reinforced concrete bus pads for ADA compliance.

Promenade Mall Temecula Transit StopThe recommendations propose creating a new transfer stop at Promenade Mall in Temecula. Today, Promenade Mall is served by six routes, with most routes taking layover at nearby County Center Drive. With the implementation of the recommendations, Promenade Mall at Temecula will become the layover location for nine routes, greatly increasing the need for parking spaces and infrastructure at this location. The transformation of the current mall stop into a major transfer location makes this improvement one of the top capital improvement project priorities for RTA.



Riverside Downtown and Vine Street Bus StopsRTA believes that a new service strategy is necessary to meet current and future transit needs in downtown Riverside. It was determined that in order to enhance and accommodate existing and future transit service, a decentralized transit hub concept together with enhanced stops along major streets is the best means to modernize public transportation in downtown Riverside. This strategy will allow customers to benefit from more frequent and direct service to destinations while also being in line with the City of Riverside’s vision for a sustainable downtown.

The plan involves upgrading existing stops and creating new stops in the downtown core. A new layover facility will be developed on Vine Street across from the Riverside Downtown Metrolink Station. Until a permanent layover facility is constructed, a space that can accommodate up to eight buses must be created as an interim facility. These capital improvements must be completed by June 30, 2016, in support of implementing the RapidLink service (see RapidLink Stops below). The short timeframe makes these projects a priority for RTA.

Vine Street PropertyThe plan towards a system of dispersed on-street transfers in downtown Riverside increases the number of routes that take layover near the Riverside Downtown Metrolink Station. Up to eight buses will now take layover at this location, and the Metrolink Station does not have enough capacity to accommodate this number of vehicles. As a longer term solution (beyond the interim facility mentioned above), the Vine Street property directly across from the Riverside Downtown Metrolink Station will be developed into a multi-modal transfer facility that can accommodate buses laying over.

RapidLink StopsRapidLink service provides riders with high service frequency and reduced travel time between destinations. RapidLink stops will have separate branding from local stops in order to differentiate them, and they will also have considerable passenger amenities to encourage use of the service.

Route 1 RapidLink will operate between UC Riverside and Corona and will require the development of up to 24 enhanced and branded bus stops. In order for capital improvements to be complete before the roll-out of Route 1 RapidLink, construction must be completed before June 30, 2016.

The Route 16 corridor from UC Riverside to Perris has been identified as a potential future RapidLink corridor. Staff estimates the need for up to 30 enhanced and branded bus stops along this corridor. Improving key bus stops is essential to the development of transit-supportive land uses along this corridor.



UC Riverside Transit HubThe implementation of Route 1 RapidLink service and frequent service on Route 16 will greatly increase the number of vehicles needing to take layover at UC Riverside. The existing transfer location does not have the capacity to accommodate this increased number of vehicles. A new transit hub on the UC Riverside campus will therefore need to be developed to accommodate this expansion.

Hemet/San Jacinto Bus Stops and Passenger AmenitiesAs bus service increases in Hemet and San Jacinto, the existing transit center at Hemet Valley Mall will no longer be able to comfortably accommodate the amount of buses serving this location. New passenger amenities and space for buses stopping and laying over will need to be developed to provide upgraded transit facilities in the Hemet and San Jacinto communities.

General Bus Stop ImprovementsUpgrading passenger amenities at bus stops greatly improves the experience of passengers and makes waiting for the bus much more comfortable. RTA has allocated funding for a set number of new bus stop shelters during each year of the plan. The presence of high-quality bus stop shelters on major streets also improves both the passenger experience and the public image of RTA and helps attract new riders to the system.

Operating FacilitiesThe implementation of the COA requires increasing the size of RTA’s vehicle fleet to provide the levels of service included in the recommendations. RTA’s existing operating facilities, without modifications, cannot comfortably accommodate this significant fleet growth. A site for a new facility has not yet been determined. RTA will be developing a Facilities Master Plan in the coming year to identify its future operating and support infrastructure needs to meet the future transit needs of this region.



Vehicle RequirementsService additions and enhancements create a need for fleet expansion. Table 14 below summarizes the total number of vehicles by vehicle type required to implement the Ten-Year Transit Network Plan. Total fleet requirements include spares.

Vehicle Requirements by Type

VEHICLE CATEGORY BASELINE(FY 2015)

IMMEDIATE-TERM

(FY 2016)

SHORT-TERM (FY 17)

MID-TERM(FY 2020)

LONG-TERM(FY 2023)


LOCAL DO PEAK 71 78 94 104 109 109

LOCAL DO TOTAL 94 94 113 125 131 131

LOCAL CO PEAK 43 41 42 45 60 60

LOCAL CO TOTAL 51 51 51 54 72 72

COMMUTER DO PEAK 12 12 20 25 27 27

COMMUTER DO TOTAL 18 18 24 30 33 33

COMMUTER CO PEAK 15 17 17 17 17 17

COMMUTER CO TOTAL 17 23 23 23 23 23

TROLLEY PEAK 6 5 6 6 6 6

TROLLEY TOTAL 10 10 10 10 10 10

PEAK FLEET 147 153 179 197 219 219

TOTAL FLEET 190 196 221 242 269 269

TABLE 14: VEHICLE REQUIREMENTS BY PHASE



Information Technology By the summer of 2016, RTA will have fully implemented system-wide fixed-route real-time passenger information technology. Riders will be able to use their mobile devices to get real-time estimates of when their next bus will arrive. This will greatly enhance the customer experience, allowing passengers to better time their arrival at the bus stop.

Next StepsUpon completion of the COA study, RTA should work with stakeholders and community members to ensure the successful implementation of the Ten-Year Transit Network Plan. Each phase of the plan will require a public hearing process to sufficiently notify the public of upcoming service changes. RTA should work to develop partnerships with communities requesting service to develop cost-effective ways to provide service to those who want access but live in areas that are not supportive of fixed-route transit. RTA should also discuss the plan in detail with RCTC to ensure approval of the plan moving forward.

FIGURE 17: REAL-TIME PASSENGER INFORMATION


– APPEnDIX A: InDIVIDUAL RoUtE RECoMMEnDAtIons 7.1 –

Appendix

Appendix A Individual Route Recommendations



Route 1 UC Riverside to West Corona Metrolink StationRoute 1 is the strongest performing route in the system, carrying one in four system riders each weekday. Route 1 will maintain its current alignment and service to the Riverside-Downtown, North Main Corona, and West Corona Metrolink Stations. In the immediate-term (FY 2015), weekday frequency will be improved to 15 minutes all day and evening span will be extended. In the mid-term (FY 2020), weekday frequency will be improved to 10 minutes all day, and weekend frequency will be increased from 30 minutes to 15 minutes.

West CoronaMetrolink Station

Corona Transit Center/N. Main Corona Metrolink Station

CANYON CREST DR »

IOWA AVE »

VINE ST »

FAIRMOUNTBLVD

MARKET ST

ADAMS ST

VAN BUREN BLVD

TYLER ST

LA SIERRA AVE

SMITH AVE »

COM

MER

CE ST

»

« BUSINESS

CENTER DR

6TH

STPO

MON

A RD

MAGNOLIA AVE

MAGNOLIA AVEMISS

ION I

NN AV

E

UNIV.

AVECE

NTRA

L AVE

ARLIN

GTON

AVE

GRAND

BLVD

MAIN ST

Galleria at Tyler

1 10 1215 21 27 216

1 10 15 22208 210 216

216

15

15

15

91

91

91

60

60

RIVERSIDE

CORONA

3

1

1

13 14

ROUTE 1 | Ruta 1

Riverside-DowntownMetrolink Station

New Routing / Ruta Nueva Discontinued Portion / Porción Descontinuada Bus Transfers / Conexión de Autobús8

3 206 216CORONA CRUISER

UCR 1 1651 204

FIGURE 18: ROUTE 1 MAP



Route 1 RapidLink UC Riverside to CoronaRoute 1 RapidLink is a new service concept to be introduced in the short-term (FY 2017) to accommodate the high travel demand along the Route 1 corridor. It will operate in conjunction with Route 1, making only select stops during peak periods, providing an enhanced experience for passengers traveling between key destinations. It is expected to provide a 30 percent time saving end to end over the local service. The selected stops are: UC Riverside, University Avenue at Chicago Avenue, University Avenue at Lemon Street, Riverside City College, Brockton Arcade, Cal Baptist University, Galleria at Tyler, Kaiser Permanente, Magnolia Avenue at La Sierra Avenue, Magnolia Avenue at McKinley Street (Home Gardens), 6th Street at Main Street Corona, and Smith Street at 6th Street in Corona. In the long-term (FY 2023), the span of the RapidLink will be expanded to include the midday period on weekdays.

MARKET ST

ADAMS ST

VAN BUREN BLVDTYLER ST

LA SIERRA AVE

6TH

ST

MAGNOLIA AVE

MAGNOLIA AVE

UNIV. AVETERRACINA DR

CHICAGO AVE

GRAND BLVD

MAIN ST

MCKINLEY ST

SMITH ST

Galleria at Tyler

Kaiser Permanente

Cal Baptist University

RiversideCity College

BrocktonArcade Downtown

Riverside

1 13 1410 1215 21 27 216

15

15

91

91

91

60

60

RIVERSIDE

CORONA

ROUTE 1 RapidLink | Ruta 1 RapidLinkNew Routing / Ruta Nueva Discontinued Portion / Porción Descontinuada Bus Transfers / Conexión de Autobús

Bus Stop / Parada de Autobús

8

UCR

1 1651 204 216

FIGURE 19: ROUTE 1 RAPIDLINK MAP



Route 3 Corona – Norco – Eastvale In the immediate-term (FY 2015), frequency will be improved from 45 minutes to 30 minutes. Evening service will be extended to 10 p.m. to accommodate late night classes at Norco College. Saturday service frequency will adjust to 60 minute, to help make resources available for new Sunday service, which would also operate every 60 minutes.

Corona Transit Center/N. Main Corona

Metrolink Station

LIMONITE AVE

SWAN LK

68TH ST

CITRUS ST

NORCO DR

« MARKET ST« 4TH ST

« LAMPTON LN

3RD ST

2ND ST

RIVER RD

« 8th st« 10th st

6th st

« HIDDEN VALLEY PKWY

SUM

NER

AVE

PATS

RAN

CH R

D »

MAI

N ST

HAM

NER

AVE

HAM

NER

AVE

« CLA

RK AV

E

MAI

N ST

BELL

E AVE

GRAND BLVD

15

15

15

9191

CORONA

NORCO

EASTVALE

29

Norco College

1 3 206 216CORONA CRUISER

ROUTE 3 | Ruta 3New Routing / Ruta Nueva Discontinued Portion / Porción Descontinuada Bus Transfers / Conexión de Autobús8




Route 8 Lake Elsinore/Wildomar Community CirculatorIn the short-term (FY 2017), Routes 7 and 8 will be combined into one new Route 8 which will form a bi-directional loop route in the cities of Lake Elsinore and Wildomar, eliminating the need to transfer between routes and reducing competition for ridership between the two routes. The circulator will operate bi-directionally every 45 minutes on weekdays and weekends, an improvement over the current 65-minute frequency. The portion of the route in Wildomar serving Inland Valley Medical Center will now be part of Route 23.

Lake Elsinore

CORYDON RD

BUNDY CANYON RD

LINCOLN ST

PALOMAR ST

GRAND AVE

CENTRAL AVE

« PASADENA

DIAMOND DR »

CANYONESTATES

« CASINO DR

MALAGA RD »

LINDSA

Y ST »

SPRIN

G ST »

« KELL

OGG ST« C

OUNTRY CL

UB BLVD

CATT RD CLINTONKEITH RDHIDDENSPRINGS

INLA

NDVA

LLEY

MAIN ST

« POTTERY ST

W HEALD AVE »GRAHAM AVE »

CHANEY ST

« CENTRAL AVE

COLLIER AVE

RIVERSIDE DR

RIVERSIDE DR

LAKESHORE DR

LAKESHORE DR

LAKESHORE DR

MISSION TRL

MACHADO ST


Walmart

Inland ValleyMedical Center

15

LAKE ELSINORE

WILDOMAR

8 40

23

23

8 22 206

ROUTE 8 (Combined Routes 7 & 8) | Ruta 8 (Rutas combinadas 7 y 8)New Routing / Ruta Nueva Discontinued Portion / Porción Descontinuada Bus Transfers / Conexión de Autobús8




Route 10 Galleria at Tyler to Downtown Riverside via Lincoln AvenueIn the short-term (FY 2017), Route 10 will follow most of its existing alignment between Galleria at Tyler Mall and downtown Riverside via Lincoln Avenue. The route will then terminate at the Riverside-Downtown Metrolink Station (Vine Street). The existing eastern end of Route 10 will instead be served by Route 13. Route 10 frequency on all days will be improved to 60 minutes from 65 minutes. Route 10 will be scheduled approximately 30 minutes apart from Route 14 at Galleria at Tyler, to provide a better spread of service to the area covered by these two routes, as well as to allow for more efficient utilization of their combined resources.


BARTON RD

« BARTON RD

MICHIGAN ST

IOWA AVE MT VERNON AVE

CENTER ST

BLAINE ST

UNIVERSITY AVEUNIVERSITY AVE »

JURUPA AVE

« MADISON ST

« ADAMS ST

« TYLER ST

« VAN BUREN BLVD

CENTRAL AVE

ARLINGTON AVE

14TH ST

VICTORIA AVE

LINCO

LN AV

E

INDIANA AVE

« MISSION INN AVE

EUCALYPTUS AVE »

« FAI

RMOU

NT B

LVD

BROC

KTON

AVE

BROCKTO

N AVE »

MAGNOLIA AV

E

BIG SPRINGS RDWATKINS DR »3RD ST

ORAN

GE ST

»LE

MON

ST »

ANDE

RSON

ST

BENTON ST

PROSPECT AVE


Blaine &Iowa

Galleriaat Tyler

10

91

60

215

215

215

91

HIGHGROVE

RIVERSIDE

GRANDTERRACE

LOMA LINDA

1 10 15 22208 210 216

1014 16

113 14

1012 1521 27 216

ROUTE 10 Ruta 10

OMNITRANS

New Routing / Ruta Nueva Discontinued Portion / Porción Descontinuada Bus Transfers / Conexión de Autobús8FIGURE 22: ROUTE 10 MAP



Route 11 Moreno Valley CirculatorIn the immediate-term (FY 2016), Route 11 will undergo a rationalization of bus stops to increase service speeds while maintaining good access and allowing for a 60-minute frequency. The route will operate on Sunnymead Boulevard in the place of Hemlock Avenue to provide more convenient transfers with the new Route 16 and access to area retail stores.

IRONWOOD AVE

SUNNYMEAD BLVD

EUCALYPTUS AVE

COTTONWOOD AVE

HEMLOCK AVE

JFK DRMEYER

CACTUS AVE

ALESSANDRO BLVD

« TOWNGATE BLVD

TOWN CIR »

« HERITAGE

HEACOCK ST

PERRIS BLVDPERRIS BLVD

INDIAN ST

FREDERICK ST

PIGE

ON PA

SS R

D

RIVE

RSID

E DR 6TH ST

CENTERPOINT

MarchARB

MorenoValleyMall

11 1618 35

210208

6060

60

MORENOVALLEY





Route 12 Galleria at Tyler to Center & StephensIn the short-term (FY 2017), Route 12 will be restructured to share an alignment with Route 13 from La Sierra Metrolink, Galleria at Tyler Mall, and Jurupa and Brockton avenues via California Avenue in order to provide a combined 30-minute frequency on this segment. This frequency increase will allow this corridor to become more competitive with Magnolia and Arlington avenues. Route 12 will branch from Route 13 at Jurupa and Brockton avenues and continue northwest to Center Street & Stephens Street. This branch will operate every 60 minutes, an improvement over the current 70-minute frequency. The western segment of the current Route 12 between Galleria at Tyler Mall, La Sierra University and La Sierra Metrolink Station will instead be served by Route 21. In the long-term (FY 2023), weekday frequencies will be improved to 30 minutes along the entire route.

La Sierra Metrolink

Galleria at Tyler

Blaine & Iowa

CENTER ST

COLUMBIA AVE » MARLBOROUGH AVEMAIN ST

PLACENTIA LN »

ORANGE ST

IOWA AVEKANSAS AVE »

CHICAGO AVE

SPRUCE ST

« MASS. AVE

3RD ST

BLAIN ST

BIG SPRINGS RD »

MLK BLVD

14TH ST

MARKET ST »

BROC

KTON

AVE

MAG

NOLIA

AVE

OLIV

EWOO

D AV

E

ORANGE STLEM

ON ST

UNIV. AVE

WATKINS DR »MT VERNON AVE »

1ST ST »

10TH ST »

JURUPA AVE

GRAN

D AVE

CENTRAL AVE

ARLINGTON AVE

ARLINGTON AVE

« GOULD ST

MONROE ST

VAN BUREN BLVD

CALIF

ORNI

A AVE

INDIA

NA AV

E

MAGNO

LIA AV

E

PIERC

E ST

PIERCE ST

« STER

LING AVE

« MERCED AVE

RIVERWALK PKWY

HOLE AVE

WELLS AVECRESTAVE

HARRISON ST

COLO

RADO

AVE

STREETER AVE

PHOENIX AVE

RIVERSIDE AVE

MISSION INN AVE

SIERRAVISTA AVE

La SierraMetrolink Station

La SierraUniversity

Galleria at Tyler

CENTER ST« STEPHENS ST


PLACENTIA LN »

ORANGE ST


CHICAGO AVE

SPRUCE ST

« MASS. AVE

3RD ST

BLAINE ST

BIG SPRINGS RD »

MLK BLVD

14TH ST

MARKET ST »

BROC

KTON

AVE

MAG

NOLIA

AVE

OLIV

EWOO

D AV

E

ORANGE STLEM

ON ST

UNIV. AVE


1ST ST »

JURUPA AVE

GRAN

D AVE

CENTRAL AVE

ARLINGTON AVE

ARLINGTON AVE

« GOULD ST

MONROE ST

VAN BUREN BLVD

CALIF

ORNI

A AVE

INDIA

NA AV

E

MAGNO

LIA AV

E

PIERC

E ST

PIERCE ST

« STER

LING AVE

« MERCED AVE

RIVERWALK PKWY

SIERRAVISTA AVE

HOLE AVE

TYLER ST

WELLS AVECRESTAVE

HARRISON ST

COLO

RADO

AVE

STREETER AVE

PHOENIX AVE

RIVERSIDE AVE

MISSION INN AVEUNIV. AVE »

60

91

91

215

215

HIGHGROVE

RIVERSIDE

1 1013 1412 15

21 27 216

21

10

21

15

20

12 21 OCTA 794

ROUTE 12 Ruta 12 New Routing / Ruta Nueva Discontinued Portion / Porción Descontinuada Bus Transfers / Conexión de Autobús8




Route 13 Galleria at Tyler to Big Springs & WatkinsIn the short-term (FY 2017), Route 13 will be restructured to share an alignment with Route 12 from La Sierra Metrolink, Galleria at Tyler Mall, and Jurupa and Brockton avenues via California Avenue in order to provide a combined 30-minute frequency on this segment. This frequency increase will allow this corridor to become more competitive with Magnolia and Arlington avenues. Route 13 will branch from Route 12 at Jurupa and Brockton Avenues and continue east to serve Olivewood Avenue, downtown Riverside, and Third Street to Big Springs Road & Watkins Drive (a segment previously served by Route 10). This branch will operate every 60 minutes, an improvement over the current 65-minute frequency. In the long-term (FY 2023), weekday frequencies will be improved to 30 minutes along the entire route.

Galleria at Tyler

Blaine & Iowa

CENTER ST


PLACENTIA LN »

ORANGE ST


CHICAGO AVE

SPRUCE ST

« MASS. AVE

3RD ST

BLAIN ST

BIG SPRINGS RD »

MLK BLVD

14TH ST

MARKET ST »

BROC

KTON

AVE

MAG

NOLIA

AVE

OLIV

EWOO

D AV

E

ORANGE STLEM

ON ST

UNIV. AVE


1ST ST »

10TH ST »

JURUPA AVE

GRAN

D AVE

CENTRAL AVE

ARLINGTON AVE

ARLINGTON AVE

« GOULD ST

MONROE ST

VAN BUREN BLVD

CALIF

ORNI

A AVE

INDIA

NA AV

E

MAGNO

LIA AV

E

PIERC

E ST

PIERCE ST

« STER

LING AVE

« MERCED AVE

RIVERWALK PKWY

HOLE AVE

WELLS AVECRESTAVE

HARRISON ST

COLO

RADO

AVE

STREETER AVE

PHOENIX AVE

RIVERSIDE AVE

MISSION INN AVE

SIERRAVISTA AVE

La SierraMetrolink Station

La SierraUniversity

Galleria at Tyler

CENTER ST« STEPHENS ST


PLACENTIA LN »

ORANGE ST


CHICAGO AVE

SPRUCE ST

« MASS. AVE

3RD ST

BLAINE ST

BIG SPRINGS RD »

MLK BLVD

14TH ST

MARKET ST »

BROC

KTON

AVE

MAG

NOLIA

AVE

OLIV

EWOO

D AV

E

ORANGE STLEM

ON ST

UNIV. AVE


1ST ST »

JURUPA AVE

GRAN

D AVE

CENTRAL AVE

ARLINGTON AVE

ARLINGTON AVE

« GOULD ST

MONROE ST

VAN BUREN BLVD

CALIF

ORNI

A AVE

INDIA

NA AV

E

MAGNO

LIA AV

E

PIERC

E ST

PIERCE ST

« STER

LING AVE

« MERCED AVE

RIVERWALK PKWY

SIERRAVISTA AVE

HOLE AVE

TYLER ST

WELLS AVECRESTAVE

HARRISON ST

COLO

RADO

AVE

STREETER AVE

PHOENIX AVE

RIVERSIDE AVE

MISSION INN AVEUNIV. AVE »

60

91

91

215

215

HIGHGROVE

RIVERSIDE

1 1013 1412 15

21 27 216

21

10

21

15

20

12 21 OCTA 794

ROUTE 13 Ruta 13 New Routing / Ruta Nueva Discontinued Portion / Porción Descontinuada Bus Transfers / Conexión de Autobús8




Route 14 Galleria at Tyler via Indiana Avenue to downtown Riverside and Loma LindaRoute 14 serves a dual purpose as local service between Galleria at Tyler and downtown Riverside via Indiana Avenue, and as a regional service to medical facilities in Loma Linda. In the short-term (FY 2017), Route 14 will operate on Third Street instead of University Avenue, and its frequency will be increased from 70 to 60 minutes all week. Service operations will be coordinated with Route 10 to provide a better spread of service to the area they both serve west of downtown Riverside and increase the efficiency of resource utilization on these routes.


BARTON RD

« BARTON RD

MICHIGAN ST

IOWA AVE MT VERNON AVE

CENTER ST

BLAINE ST

UNIVERSITY AVEUNIVERSITY AVE »

JURUPA AVE

« MADISON ST

« ADAMS ST

« TYLER ST

« VAN BUREN BLVD

CENTRAL AVE

ARLINGTON AVE

14TH ST

VICTORIA AVE

LINCO

LN AV

E

INDIANA AVE

« MISSION INN AVE

EUCALYPTUS AVE »

« FAI

RMOU

NT B

LVD

BROC

KTON

AVE

BROCKTO

N AVE »

MAGNOLIA AV

E

BIG SPRINGS RDWATKINS DR »3RD ST

OLIV

EWOO

D AV

E »

ANDE

RSON

ST

BENTON ST

PROSPECT AVE

Blaine &Iowa

Galleriaat Tyler

10

91

60

215

215

215

91

HIGHGROVE

RIVERSIDE

GRANDTERRACE

LOMA LINDA

14

10 1614

1 1012 1513 1421 27 216

ROUTE 14 Ruta 14

OMNITRANS

New Routing / Ruta Nueva Discontinued Portion / Porción Descontinuada Bus Transfers / Conexión de Autobús8 FIGURE 26: ROUTE 14 MAP



Route 15 Galleria at Tyler to Downtown Riverside via Arlington and La Sierra AvenuesRoute 15 is one of the highest ridership and most productive routes in the system, and in the immediate-term (FY 2015), frequencies will be improved from 45 minutes to 30 minutes on weekdays, and from 55 minutes to 45 minutes on weekends. Evening spans will be extended to 10 p.m. on weekdays and 9 p.m. on Saturdays to supplement late-night service on Route 1.

In the short-term (FY 2017), the route will change termini from La Sierra Metrolink Station to Galleria at Tyler Mall (replaced in this area by Routes 12 and 13) as well as from Riverside Downtown Transit Terminal to the Riverside-Downtown Metrolink Station (Vine Street). Evening spans will be expanded and frequency will be improved on weekends from 45 to 30 minutes. In the long-term (FY 2023), weekday frequencies will be improved from 30 to 15 minutes.

MARKET ST

« VINE ST

Riverside-DowntownMetrolink Station« M

ISSION IN

N AVE

« UNIVER

SITY AVE

MAGNOLIA AVE

CENTR

AL AVE

MAGNOLIA AVE

INDIANA AVE

ARLIN

GTON

AVE

LA SIERRA AVE

TYLER ST »

LYON AVE

DUFFERIN AVE »

PIERCE ST

VAN BUREN BLVD

STERLING AVE »

MERCED AVE »

Galleria at Tyler

La SierraMetrolink

Station

STREETER AVE

91

91

91

RIVERSIDE

1522 208

1 10210 216

1 1013 1412 15

21 27 216

12 21

21

21

20

1

12

OCTA 794





Route 16 UC Riverside to Perris Station Transit CenterRoutes 16 and 19 are both in the top five routes in terms of ridership and productivity. Transfers between Routes 16 and 19 are some of the most common transfers seen throughout the system. In the short-term (FY 2017), the two routes will be combined to create a one-seat ride from UC Riverside to Perris Station Transit Center via Moreno Valley College. The combination of routes will reduce the need for passengers to transfer between routes at Moreno Valley Mall. Route 16 will be shortened to start at UC Riverside instead of downtown Riverside (Route 1 will still serve the University Avenue segment). The route segment from UC Riverside to Moreno Valley College will operate every 15 minutes while the segment from Moreno Valley College to Perris Station Transit Center will operate every 30 minutes. Evening service span will be expanded. The Ross/Lowe’s/Starcrest route segment at Perris will be served by Route 41.

In the long-term (FY 2023), frequencies will be increased from 30 to 15 minutes on weekdays and weekends from Moreno Valley College to Perris Station Transit Center.

30 Minute Service

15 Minute Service


15 22208

1 10210

210

216

216

« UNIV. AVE

CENTRAL AVE

SYCAMORE« CANYON BLVD

BOX SPRINGS RD

EUCALYPTUS AVE

ALESSANDRO BLVD

IRISAVE

KRAMERIA AVE »

RAMONA EXPWY

MORGAN ST

SAN JACINTO AVE »« JARVIS ST

PLACENTIA AVE

4TH ST

C ST


PERR

IS BL

VD« I

NDIA

N AV

E

REDLANDS AVE »

TRUMBLE RD

« LASSELLE ST

« TOWNGATE BLVD

SUNNYMEAD BLVD

DAY S

T

BLAINE »

« FAIR

MOUNT

BLVD

IOWA AVE »

CANYON CREST DR »

CANY

ON CR

EST D

R

Perris StationTransit Center EXCEED

MorenoValleyMall

11 16

16

3518

208

20 41

20

30

41

Blaine &Iowa

1410 16

« NEV

ADA

AVE

60

91

74

215

215

215

RIVERSIDE

PERRIS

MORENOVALLEY

16 22 27 287430 61 208

212

208

ROUTE 16(Combined Routes 16 & 19) | Ruta 16 (Rutas combinadas 16 y 19)

UCR @Bannockburn

MorenoValleyCollege

Ross/Lowe’s/Starcrest

1 1651 204

New Routing / Ruta Nueva Discontinued Portion / Porción Descontinuada Bus Transfers / Conexión de Autobús8

Limited Service

OMNITRANS 215




Route 18 Sunnymead Ranch to Moreno Valley WalMart via Cottonwood AvenueRoute 18 will be restructured in the immediate-term (FY 2016) to provide new east/west service on Cottonwood Avenue to the WalMart store and other retail on Eucalyptus Avenue and Moreno Beach Drive. This service will provide new access for eastern Moreno Valley residents, and weekend access to the WalMart store and other local retail. Service will operate every 60 minutes, an improvement over the current 65-minute frequency. The route was diverted away from Moreno Valley College since the discontinued segment will be served every 15 minutes by Route 16, and the 60-minute frequency on Route 18 is not competitive with this high service frequency.

MorenoValleyMall

PERRIS BLVD

MORENO BEACH DR »

NASON ST

LASSELLE ST

PIGEON PASS RD« FREDERICK ST

PERR

IS BL

VD

KITC

HING

ST

EUCALYPTUS AVE »

COTTONWOOD AVE COTTONWOOD AVE

ALESSANDRO BLVD

CACTUS AVE

JFK DR

« COLLEGE ST

IRIS AVE

KRAMERIA AVE

GENTIAN AVE

« CENTERPOINT DR

« HERITAGE WAY

« TOWNGATE BLVD

OLDLAKE RD SUNNYMEAD

RANCH PKWY

HEAC

OCK

ST

MANZANITA AVE

PERRIS BLVD

Walmart

MorenoValley

College

18 35

6060 60

MORENO VALLEY

16 20 41

11 1635 21018

16





Route 20 Brockton Arcade to Moreno Valley College via Alessandro BoulevardIn the immediate-term (FY 2015), frequencies will be increased to 45 minutes from 65 minutes and one trip will be added to extend weekday service westbound to 10 p.m. to accommodate Moreno Valley College students with late finishing classes.

In the mid-term (FY 2020), Route 20 will be streamlined on Cactus Avenue to provide a more direct connection between RCRMC and Moreno Valley College. At this time, weekday frequency will be improved to 30 minutes.

JURUPA AVE

CENTRAL AVE

ARLINGTON AVE

MISSION

« GROVE PKWY

TRAUTWEIN RD ALESSA

NDRO BLVD

MAGNOLIA AVE

BROCKTON AVE

ALESSANDRO BLVDALESSANDRO BLVD

LASSELLE ST

NASON »

HEACOCK ST »

FREDERICK ST »

« MERIDIAN PKWY

KITCHING ST »

INDIAN ST

PERRIS BLVD

IRIS

AVE

IRIS AVE

KRAMERIA AVE »

CACT

US AV

E

« HOSPITAL RD

MORENO BEACH DR

FutureMoreno Valley

March FieldMetrolink Station

RCRMC

Kaiser

MorenoValley

College

91

215

215

60

60

RIVERSIDE

MORENO VALLEY

3520 41

1 15 20 12

22

11

11

1616

22

16 20 41

Limited Service





Route 21 Country Village to La Sierra Metrolink Station via Jurupa ValleyIn the short-term (FY 2017), Route 21 will be extended to La Sierra Metrolink Station via Hole Avenue, Pierce Street, and La Sierra University to cover a route segment previously served by Route 12. It will operate every 60 minutes, an improvement over the current 65/70 minute frequency.

ARLINGTON AVE

HOLE AVE

TYLER ST

HARRISON ST »

« CALIFORNIA AVE

MAGNOLIA AVE

INDIANA AVE

« PEDLEY RD

CLAY ST

LIMONITE AVE

ETIW

ANDA

AVE

JURUPA RD

MISSION BLVD

FELS

PAR

ST

VAN BUREN BLVD

VAN BUREN BLVD

PHILADELPHIA AVE »

MARLAY AVEMULBERRY AVE

CABE

RNET

DR

PIERCE ST

PIERCE ST

RIVE

RWAL

KPK

WY

SIERRA« VISTA AVE

VAN BUREN BLVD

La SierraMetrolink

Station

Galleria at Tyler

Pedley MetrolinkStation

La SierraUniversity

91

91

6060

GLEN AVONMIRA LOMA

JURUPA VALLEY

RIVERSIDE

FONTANASAN BERNARDINO COUNT Y

RIVERSIDE COUNT Y

1 10 1215

1314 21 27216

29

21

1

15

15

2929

49

49

12

12 21 OCTA 794





Route 22 Lake Elsinore to Downtown Riverside via PerrisIn the short-term (FY 2017), Route 22 will be realigned in downtown Riverside to terminate at the Riverside-Downtown Metrolink Station, in place of the downtown Riverside transit terminal. Service frequencies will be improved from 80 minutes to 60 minutes on weekends and a later last trip southbound (approximately 9:30 p.m.) will be added weekdays in the immediate-term (FY 2015).

UNIV. AVE14TH ST »

ORANGE

ST »

LEMON ST

»VIN

E ST »

MLK BLVD

MARIPOSA AVE »OLEANDER

AVE

MARKHAM ST

CAJALCO RD

4TH STELLIS AVE »

CENTRAL AVE

COLLIER AVE

THED

A ST

SAN JACINTOAVE

NAVAJORD

WOO

D RD

PARSONS RD

CLARK STOLD ELSINORE RD

ALEXANDER ST »

VAN BURENBLVD

« MISSIONGROVE PKWY

TRAU

TWEIN

RD

CHICAGO AVE

ALESSANDRO BLVD

ARLINGTON AVE


Perris StationTransit Center


15

15

91

74

74

60

215

215

215

LAKEELSINORE

PERRIS

WOODCREST

RIVERSIDE

16 22 27 2830 61 20874 212

20

20

27

41

8 22 206

15 22 208 2161 10 210





Route 23 Temecula Promenade Mall to Murrieta and WildomarRoute 23 will be restructured in the short-term (FY 2017) to improve circulation within Temecula, Murrieta and Wildomar and provide service to the new WalMart store being built now on Bundy Canyon Road in Wildomar. It will maintain coverage to areas of Wildomar previously served by Route 7 (this change will be implemented at the same time as changes to Routes 7 and 8). It will operate every 60 minutes, a significant improvement over the current 70/80-minute service.

Limited Service

WINCH

ESTE

R RD

CLINTON KEITH RD

INLAND VALLEY DR »

PRIELIPP RD

JEFFERSON AVE »

JEFFERSON AVE

MADISON AVE

WASHINGTON AVEHAYES AVE

NIGHTHAWK

WAY

VINEYARD PKWY

KALMIA ST »

HANC

OCK

AVE

ALTA

MURRIETA

DR

« COU

NTY

CENT

ER D

R

« YNEZ RD

JUNIPERST

ADAMSAVE

NUTMEG ST

« LOS ALAMOS RD

« MARGARITA RD

« DATE ST

OVERLAND DR »

SKYVIEWRIDGE DR

AVENIDA

ARCONTE

LINCO

LN »

AVE

CALIF

ORNI

A OAK

S RD

Walmart

WildomarSenior LivingFacility

InlandValleyMedicalCenter

Murrieta ValleyHigh School

Vista MurrietaHigh School

PromenadeMall

WHITEWOOD DR

MURRIETA HOT SP R INGS RD

CENTRAL ST

PALOMAR ST

CATTRD

15

15

215

TEMECULA

MURRIETA

WILDOMAR

LAKE ELSINORE

23

23

8

23 2461

5579 202

206 208 217


BUNDYCANYON

RD «




Route 24 Temecula CirculatorRoute 24 will be restructured in the short-term (FY 2017) into a community circulator to better connect key destinations in Temecula. This circulator will operate bi-directionally every hour, connecting Promenade Mall with Old Town, Pechanga Casino and other shopping centers, with selected trips serving Temecula Library. Frequency weekdays and weekends will be improved over the current 80-minute service. Route 24 will replace Route 79 between Old Town Temecula and Promenade Mall via Jefferson Avenue, so the changes to these two routes must occur at the same time.

EQUITY DR

DE PORTOLA RD

WOLF VALLEY RD

DEER HOLLOW WAY

PECHANGA PKWY

OLD TOWN

FRONT ST

« SOLANA WAY

RANCHO VISTA

PAUBA RD

OVERLAND DR

OVERLAND TRLREDHAWK PKWY

PEPPERCORN DR

VAIL RANCH PKWY

YNEZ

RD

YNEZ RD

« 1ST ST

« 2ND ST

« MORENO RD

MAIN ST

PUJOL ST

MERCEDESST

COUNTY

CENTE

R DR

M AR G ARITA RD

MARGARITA RD

RANCHO CALIFORNIA RD

J E F FERSO N AVE

PechangaCasino

Walmart

TemeculaLibrary

PromenadeMall

15

15

79

7979

TEMECULA

5523 2461 79 202206 208 217


Limited Service




Route 27 Perris Station Transit Center to Galleria at TylerIn the immediate-term (FY 2015), evening service will be extended on weeknights to 9:30 p.m. southbound to Hemet and 8 p.m. northbound from Perris for a total addition of five trips. Weekend frequencies will be improved from 80 to 60 minutes at this time. With the implementation of Route 28 (see Route 28) in the short-term (FY 2017), Route 27 will have its eastern terminus at the Perris Station Transit Center. It will operate along its current alignment between Riverside and Perris every 60 minutes. On weeknights and weekends, its operation will be interlined with Route 28.

WOOD RD »

« TRAUTWEIN RDCOLE AVE »

INDIANA AVE »

VAN

BURE

N AV

E

CAJA

LCO

EXPY

PERRIS BLVD

NUEVO RD »« REDLAND AVE

RAM

ONA

EXPY

TYLER ST

MAGNOLIAAVE


WOOD RD »

« TRAUTWEIN RDCOLE AVE »

KRAM

ERIA

AVE » ORANGE

TERRACE PKWY

INDIANA AVE »

VAN

BURE

N AV

E

CAJA

LCO

EXPW

Y

PERRIS BLVD

4TH ST

C ST »

NUEVO RD »

RAM

ONA

EXPW

Y

TYLER ST

MAGNOLIAAVE


91

215

215

215

Galleriaat Tyler

PERRIS

RIVERSIDE1 10 12

1521 2713 14

216

22

16 22 27 2830 61 20874 212





New Route 28 Perris Station Transit Center to HemetRoute 28 is a new service to be implemented in the short-term (FY 2017). It operates the eastern portion of the current Route 27 alignment from Perris to Hemet without deviating to Sun City. This segment performed significantly stronger than the Perris to Riverside segment and operates along Florida Ave, a strong corridor in downtown Hemet. The route will operate every 30 minutes on weekdays and every 60 minutes at night and on weekends. The route will discontinue the deviation to Sun City, as this out-of-direction routing adds significant travel time for the majority of passengers who travel directly between Hemet and Perris. It would also be duplicative with much of Route 74, which links Hemet to Perris via Sun City.

PERRIS BLVD4TH ST

C ST »

NUEVO RD »

MCCALL BLVD »

SUN CITY BLVD »

ETHANAC RD »

DEVONSHIRE AVE »

FLOR

IDA

AVE

« SHERMAN RD

« PALOMAR RD

« KIRBY ST

SANDERSON AVE

STATE ST

STANFORD ST

« LYON AVE

« LINCOLN AVE

« GRANT AVE

PALM AVE »

MATTH

EWS R

D »

CHERRY HILLS »

BLVD


Hemet Valley Mall

74

215

215

HEMET

PERRIS

SUN CITY

16 22 27 2830 61 20874 212

28 31 32 4274 79 212 217

32





Route 29 Downtown Riverside to Eastvale via Jurupa ValleyThere are no proposed alignment changes for Route 29. In the immediate-term (FY 2015), weekday frequencies will be improved to 60 minutes over the current 65/70 minutes, with weekends receiving the same improvement in the mid-term (FY 2020).

PedleyMetrolinkStation

HAMNER

PATS RANCH RD

68TH

PEDLEY

CAMINO REAL

COLLINS

LIMON

ITE

LIMONITE

RIVERVIEW

PACIFIC

VAN BUREN

42ND/TILTON

MISSION BLVD

24TH

24TH

HALL

RUBIDOUX BLVD

MARKET

MISSION INN

ARCHER

ETIWANDA

EASTBOUND

WESTBOUND

1515

60

RUBIDOUX

RIVERSIDE

PEDLEY

EASTVALE

JURUPAVALLEY

MIRALOMA

49

21

3

29





Route 30 Perris CirculatorRoute 30 will be restructured in the short-term (FY 2016) to improve circulation within Perris. Route 30 exhibits low service performance, a consequence of its duplication with Routes 19 and 22 and the indirect route alignment. The revised Route 30 will provide more direct service within Perris and new service on Redlands Avenue, an area identified in the Market Assessment as having the highest potential for transit demand of any part in the Moreno Valley/Perris sub-area. This route will operate every 60 minutes, and Sunday service will be added in the mid-term (FY 2020).


11TH ST

ELLIS AVE

GOETZ RD

CASE RD

4TH ST4TH ST

7TH ST

C ST

G ST

SAN JACINTO AVE

WESTON RD

LA M

ORE R

D

DIAN

A ST

NAVAJO RD

REDLANDS AVEREDLANDS AVE

PLACENTIA AVE

NUEVO RD

BARR

ETT A

VE

ORANGE AVE


PERRIS BLVD

« WILKERSON AVE

74

215

215

215

PERRIS

16

7422 27 28 3061 208 212

16





Route 31 Hemet Valley Mall to Beaumont/BanningIn the short-term (FY 2017), Route 31 will be streamlined to provide more direct connections between Hemet Valley Mall, Mt. San Jacinto College (MSJC), and Beaumont/Banning. Frequency will be increased from 70 minutes to every 60 minutes. Areas south of Florida Avenue will have direct connections to MSJC provided by the new Route 32.

FLORIDA AVEFLORIDA AVE

BUEN

A VIST

A ST

»ACACIA AVE »MAYBERRY AVE »

LYON

AVE

PALM

AVE »

OAKLAND AVE

DEVONSHIRE AVE » « DEVONSHIRE AVE

RAMONA EXPWY

MAIN ST

ESPLANADE AVE

MENLO AVE

« LATHAM AVE

COTTONWOOD AVE

STATE ST

Walmart

Hemet Valley Mall

Mt SanJacintoCollege

2ND ST »« SUNLAKESBLVD

1ST ST

1010

79

HEMET

BEAUMONT

SANJACINTO

28 31 32 4274 79 217

74 79

31 35 PASS TRANSIT

31 743279 217212

212





Route 32 Hemet Valley Mall to Mt. San Jacinto CollegeIn the short-term (FY 2017), resources from Routes 32 and 33 will be combined to create a new Route 32 that will improve travel throughout the Hemet/San Jacinto area. The new route will provide residents of southern Hemet with direct connections to Mt. San Jacinto College and reduce service duplication on Florida Avenue. It will operate every 60 minutes seven days a week, an improvement over the 70-minute service currently operated on both routes. Some areas currently served by Route 32 or 33 will instead be served by Route 42.

Limited Service

STAT

E ST

STAT

E ST

BUEN

A VIST

A ST

MAIN ST

ESPLANADE AVE

MENLO AVE

FRUITVALE AVE

WESTON PL

« DATE ST« OAKLAND AVE

«

« LATHAM AVE« LATHAM AVE FLORIDA AVE

FLORIDA AVE

STETSON AVESTETSON AVE

« ACACIA AVEMAYBERRY AVEMAYBERRY AVE

THORNTON AVE THORNTON AVE

MERIDIAN ST »

STANFORD STDART

MOU

TH ST

COMMONWEALTHAVE

7TH ST7TH ST

EVANS ST

HEW

ITT S

T

LA R

OSA

DR VILLINES AVE

SANT

A FE

AVE

SAN

JACI

NTO

AVE

IDYLLWILD DRDE ANZA DR

DEVONSHIRE AVE

STAT

E STLY

ON AV

E

KIRB

Y ST

KIRB

Y ST

SAND

ERSO

N AV

E

CAW

STON

AVE »

GILB

ERT S

T »

« GILM

ORE S

T

HemetValley Mall

Mt San JacintoCollege

74

31 74 7921732

212

42212

28 31 3274 79217

28

ROUTE 32 | Ruta 32 New Routing / Ruta Nueva Discontinued Portion / Porción Descontinuada Bus Transfers / Conexión de Autobús8

EXCE

ED

PALM

AVE

COTTONWOOD AVE




Route 35 Moreno Valley Mall to Beaumont/BanningIn the short-term (FY 2017), Route 35 will be rerouted at Beaumont/Banning to terminate at Beaumont WalMart store (omitting the Banning K-Mart terminus, as this store has closed). This same change will be made to Route 31. Weekend service will be added in the mid-term (FY 2020).

WalmartHIGHLAND

SPRINGS AVE

« MORENO BEACH DR

KITCHING ST »

TOWN CIR »CENTERPOINT DR »

FREDERICK ST

EUCALYPTUSAVE

NASON ST

HOSPITAL RD

FIR AVE »

TRAI

L RID

GE W

AY »

GILMAN SPRINGS RD

BEAUMONT AVE »

« 1ST

ST

« 2ND

ST

SUN LAKES BLVD »

10

60

60 MORENOVALLEY

BEAUMONT

Walmart

RCRMC

18 35

35

35

20 41

31 35 PASS TRANSIT


Moreno Valley Mall11 16 18

208 210




Route 40 Lake Elsinore to Sun CityIn the mid-term (FY 2020), a resource should be added to this route to allow it to operate at a 60-minute frequency, providing an improvement over the current approximately 90-minute service. This is the lowest-performing route in the system, the consequence of low surrounding densities, low service frequency, and a 20-minute mid-route deviation to Canyon Lake/Quail Valley. Service on this route was maintained because it is the only route that serves Canyon Lake/Quail Valley, and provides a direct connection from Lake Elsinore to Sun City. Significant residential development is expected along the corridor in the next five years, increasing the importance of the regional connection. Weekend service will be added in the long-term (FY 2023).

Walmart

Kay CenicerosSenior Center

GRAPE ST

RAILROAD CANYON RD

NEWPORT RD

MCCALL BLVD

GOETZ RD

QUAIL PL

MURRIETA RD

SUN CITYBLVDCHERRY

HILLS BLVDBRADLEY RD

EVANS RD

NORM

A DR

CYPR

ESS P

L »

LA PI

EDRA

RD

215

215

CANYON LAKE

QUAIL VALLEY

SUN CITY

LAKE ELSINORE

8 40

208

6174

40





Route 41 Mead Valley to Moreno Valley College and RCRMCThere are no proposed changes for Route 41. Due to low ridership and productivity on weekends, this service should be closely monitored and considered for discontinuation if performance does not improve.

Mead ValleyCommunity Center

RCRMC

MorenoValley

College16 20 41

215

MORENOVALLEY

PERRIS

MEADVALLEY

3520 41


RAMONA EXPWY

GENTIAN AVE

IRIS AVE

KRAMERIA

VIA DE ANZA

JFK DRCACTUS

RIDER ST

OAKWOOD RIDER ST

HARVILL EVANS RD

CAJALCO RD.

PERR

IS BL

VD

NASO

N

LASS

ELLE

ST

WEB

STER

INDI

AN

SEAT

ON R

D

CLAR

K ST

DAY S

T

BROW

N ST

HAIN

ES

EVAN

S RD

CAJALCO EX

PWY

Ross/Lowe’s/Starcrest

MORGAN ST

LASS

ELLE

ST




Route 42 Hemet Valley Mall to Soboba CasinoThere are minor proposed alignment changes for Route 42. In the mid-term (FY 2020), weekday frequency will improve from 75 to 60 minutes, and Saturday frequency from 100 to 60 minutes as part of the goal to have no service operate less frequently than every 60 minutes. Hourly Sunday service will also be added as part of the goal to create a strong all-week network.

Limited Service

STAT

E ST

STAT

E ST

BUEN

A VIST

A ST

MAIN ST

ESPLANADE AVE

MENLO AVE

FRUITVALE AVE

WESTON PL

« DATE ST« OAKLAND AVE

«

« LATHAM AVE« LATHAM AVE FLORIDA AVE

FLORIDA AVE

STETSON AVESTETSON AVE

« ACACIA AVEMAYBERRY AVEMAYBERRY AVE

THORNTON AVE THORNTON AVE

MERIDIAN ST »

STANFORD STDART

MOU

TH ST

COMMONWEALTHAVE

7TH ST7TH STENTERPRISE AVE

GRAND AVE

EVANS ST

HEW

ITT S

T

LA R

OSA

DR VILLINES AVE

SANT

A FE

AVE

SAN

JACI

NTO

AVE

IDYLLWILD DRDE ANZA DR

DEVONSHIRE AVE

STAT

E STLY

ON AV

E

KIRB

Y ST

KIRB

Y ST

SAND

ERSO

N AV

E

CAW

STON

AVE »

« GILM

ORE S

T

HemetValley Mall

74

28 31 3274 79217212


EXCE

ED

PALM

AVE

COTTONWOOD AVE

SobobaCasino

SOBOBA RD

LAKE PARK DR

RAMONA EXPW

Y

42

42




Route 49 Country Village to Downtown RiversideRoute 49 is a strong linear route with no proposed alignment changes. In the immediate-term (FY 2015), weekday frequency will be increased to 50 minutes from 55/70 minutes. In the mid-term (FY 2020), weekday frequencies will be increased to 30 minutes and weekend frequencies will be improved to 60 minutes from 70 minutes.

CountryVillage

RUBIDOUX BLVD

FAIRMOUNT BLVD »

MARKET ST

MISS

ION

BLVD

MISSION BLVD

MISSION INN

UNIVERSITY AVE »

PEDLEY RD

LINDSAY ST

PYRITE ST

CAMINO REAL

VALLEY WAY

CRESTMORE RD

JURUPA RD

MULBERRY AVE

PHILA

DELP

HIA

AVE

MAR

LAY A

VE

CABERNET DR

60

60

COUNTRY VILLAGE

RIVERSIDE

RUBIDOUX

GLEN AVON

29


SAN

BERN

ARDI

NO C

OUNT

Y

RIVE

RSID

E CO

UNTY




Route 50 Jury TrolleyThere are no proposed changes to Route 50.

Route 51 UC Riverside – Canyon Crest Towne CentreThere are no proposed changes to Route 51, though the Agency will discuss with UC Riverside (which sponsors this service) rerouting this service via the new Hunter Park Metrolink Station located near the UC Riverside campus and implement a higher service frequency.

Route 55 Promenade Mall-HarvestonThere are no proposed changes to Route 55.



Route 61 Perris to Temecula Promenade Mall via Menifee and MurrietaRoute 61 will be extended in the short-term (FY 2017) to provide a direct all day connection from Perris to Menifee, Murrieta, and Temecula, with service to the Perris Valley Metrolink stations (South Perris Station and Perris Station Transit Center) and connections to more RTA bus services. It will maintain much of its original alignment from Sun City to Temecula with fewer deviations to allow for more direct and faster service. Service will operate every 60 minutes instead of every 70 minutes. In the mid-term (FY 2020), Sunday service will be added at a frequency of 60 minutes. In the long-term (FY 2023), weekday frequency will be increased from 60 minutes to 30 minutes.

MCCALL BLVD »

LA PIEDRA RD

SCOTT RD

MAPLETON AVE »

KELLER RD »

LINNEL LN »

CLINTON KEITH RD »

« POINSETTIA ST

« BAXTER RD

LA PIEDRA RD

« ENCANTO DR»

SUN CITY »BLVD

BRADLEY RD

ANTELOPE RD »

ANTELOPE RD

MENIFEE RD

MCELW

AIN RD »

WHITEW

OOD RD

MUR

RIET

A R

D

EVAN

S RD

NEWPORT RD »

CHERRYHILLS BLVD

CASE RD

PERR

IS BL

VD »

4TH ST

C ST

« LOS ALAMOS RD

MURRIETAHOT SPRINGS RD

HANCOCK AVE »

« MARGARITA RD

WINCHESTER RD

YNEZ RD

EQUITY DR »

»

COUNTYCENTER DR

« WHITEWOOD RD


South PerrisMetrolink Station

MSJC M

enifee

PromenadeMall

215

215

215

15

15TEMECULA

MURRIETA

SUN CITY

MENIFEE

PERRIS

208

61 74

61 40

16 22 27 2830 61 74

74

208212

61 74

23 24 5561 79 202206 208 217





Route 74 San Jacinto to Perris via Hemet, Winchester, and Sun CityIn the immediate-term (FY 2015), the alignment of Route 74 will be modified to serve existing and developing residential areas west of I-215 off Murrieta Road. The alignment between the two MSJC campuses will remain much the same. Weekday and weekend frequencies will be increased to 60 minute from the existing 75-minute service. Evening spans on weekdays will be expanded to 10 p.m. to accommodate late-night classes at both the MSJC campuses. Sunday service will be added in the mid-term (FY 2020) at 60-minute frequency. This route will also provide service to the South Perris Metrolink Station located off Case Road near the I-215/Hwy 74 road junction.

MSJCMENIFEE

MSJCSAN JACINTO


C STPERRIS BLVD »

MURRIETA RD

CHAMBERS RD » ETHANAC RD »

« 4TH ST« SAN JACINTO AVE

« MCCALL BLVD

« SUN CITY BLVD

« ANTELOPE RD

« MENIFEE RD

WINCHESTER RD

WARREN RD

SANDERSON AVE

SAN JACINTO AVE

STATE ST

RAMONA BLVD

CASE

RD

« KIRBY ST

« LYON AVE

DEVONSHIRE AVE »

OAKLAND AVE

« LATHAM AVE

« MUSTANG W

Y

STETSON AVE

FLOR

IDA

AVE

DOM

ENIG

ONI P

KWY

SIMPSON RD

« CHERRY HILLS BLVD

NEWPORT RD

« LA PIEDRA RDSouth Perris

Metrolink Station

74

74

215

215

215

PERRIS

SUN CITY

MENIFEE

HEMET

SAN JACINTO 31 7479 217

22 2761 74

42

283016

208212

212

212 217

Hemet Valley Mall

28 31 32

32

74 79 217

79

79

61 74

ROUTE 74 | Ruta 74

61 74




Route 79 San Jacinto to Temecula via Hemet, Winchester and French ValleyIn the short-term (FY 2017), Route 79 will be restructured to provide more frequent service between San Jacinto and Hemet. At the same time, the segment south of Promenade Mall via Jefferson Avenue to Old Town Temecula will be replaced by Route 24, and the route will continue north of Hemet Valley Mall to Mt. San Jacinto College (MSJC) along the same alignment as Route 74. This will create a combined frequency of 30 minutes on San Jacinto Avenue between MSJC San Jacinto and Hemet Valley Mall. Frequency on Route 79 will be improved from 70 to 60 minutes. Sunday service will be added in the mid-term (FY 2020) at 60-minute frequency.

Diamond Valley Lake

SouthwestJustice Center

SAND

ERSO

N AV

E

SAN JACINTO AVE

STAT

E ST

RAMONA BLVD

« KIR

BY ST

« LYO

N AV

E

DEVONSHIRE AVE »OAKLAND AVE

« LATHAM AVE

STETSON AVE

FLORIDA AVE

WIN

CHES

TER

RD

POUR

ROY R

D »

CLOC

HE D

R »

AULD

RD

»

ALGARVE AVE » « SKYVIEW RD

THOMPSON RD »

BRIGGS RD »« BENTON RD

« MARGARITA RD

« MERCEDES ST

TECHNOLOGY DR »

SKY

CANY

ONDR

MURRIETA HOT »SPRINGS RD

« WAR

REN

RD

MUSTANG WYSIMPSON RD

DOMENIGONI PKWY

« COU

NTY

CENT

ER D

R

JEFFERSON AVE/

OLD TOWN FRONT

OVERLAND DR »

EQUITY DR »

PromenadeMall

MSJCSAN JACINTO

HemetValley Mall

« YNEZ RD

15

15

79

215

SAN JACINTO

HEMET

TEMECULA

3174 79

217

2842

31

212

212

32

32

74 79217

74

23 2461

5579 202

206 208 217

ROUTE 79 | Ruta 79

1ST STPUJOLST




New Route 200 Riverside to AnaheimIn the short-term (FY 2017), in conjunction with the opening of new express lanes on the SR-91 freeway, an express service will be implemented from Riverside to Anaheim. The route will operate six roundtrips weekdays, three in both the AM and PM peaks.

CHAPMAN AVE

KATELLA AVE

HARB

OR B

LVD

«STATE COLLEGE BLVD «STATE COLLEGE BLVD

MAIN ST


Galleria at Tyler

1 1013 1412 15

21 27 216200

57

91

CORONA NORCO

RIVERSIDE

ORANGE

ANAHEIM

OCTA

OCTA

ART

ROUTE 200 | Ruta 200 New Routing / Ruta Nueva Discontinued Portion / Porción Descontinuada Bus Transfers / Conexión de Autobús8

1 10 15 22208200 210 216


1 3 206205200 216

Anaheim CanyonMetrolink Station

Anaheim Metrolink Station

Disneyland

CORONA CRUISER




Route 202 Temecula to OceansideThere are no proposed changes to Route 202.



Route 204 Riverside to MontclairRoute 204 will provide faster service between Riverside and Montclair to improve connections at Montclair Transcenter and UC Riverside. Travel times will be improved by eliminating low-ridership portions of the route at Country Village in the short-term (FY 2017). In the long-term (FY 2023), weekday service will operate every 60 minutes all-day, and all-day 60-minute service will be introduced on weekends.

SAN BERNARDINO COUNTY

RIVERSIDE COUNTY

MontclairTranscenter

OntarioMills

UCR @Bannockburn

RICHTON ST

CENTRAL AVE

EUCLID AVE

MILLIKEN AVE »

COUNTRY VILLAGE RD/MULBERRY AVE

JURU

PA ST

« GRANITE HILLS DR

MISSIO

N BLV

D

UNIV. AVE

CANYON CREST DR »

« IOWA AVE

LINDEN ST »

MARKET ST »

MONTE VISTA AVE

UNIV

ERSIT

Y AVE

OMNITRANS

10

10

215

1515

60

60

60

91

91

51 204161 216





New Route 205 Temecula to AnaheimIn the short-term (FY 2017), in conjunction with the opening of new express lanes on the SR-91 freeway, an express service will be implemented from Temecula to Anaheim. The route will operate four roundtrips weekdays, two in both the AM and PM peaks.

« KATELLA AVE

WINCHESTER RD

N. TU

STIN

ST

YNEZ RD

MARGARITA RD

OVERLAND DR

N. G

LASS

EL ST

MEATS AVE»

E. LINCOLN AVE

Villiage at Orange

Promenade Mall


91

55

15

CORONA

LAKE ELSINORE

MURRIETA

TEMECULA

ORANGE

ANAHEIM


1 3

23 24 5561 79

206205200 216

216205

202205

205

206 208217

OCTA 798

CORONA CRUISER

MURRIETA HOT SPRINGS RD

MADISON AVE

COLLIER AVE

CENTRAL AVE


8 22206

Walmart




Route 206 Temecula to CoronaIn the immediate-term (FY 2015), a stop will be added off I-15 at Tom’s Farms to provide transit access to residents of Temescal Valley, as well as selected trips serving new stops at the Dos Lagos community in southeast Corona. Two trips (one morning, one evening) will be added to Route 206 in both the short-term (FY 2017) and the mid-term (FY 2020) to increase travel options for passengers. In the long-term (FY 2023), service will operate every 60 minutes all-day, on weekdays and weekends.

Corona Transit Center

Tom’s Farms


Walmart

PromenadeMall

FULLERTON AVE

MAGNOLIA AVE

GRAND BLVD »

MAIN ST »

WINCHESTER RD

YNEZ RD

MARGARITA RD

MURRIETA HOT SPRINGS RD

MADISON AVE

COLLIER AVE

CENTRAL AVE

« NICHOLS RD

TEMESCAL CANYON RD

CAJALCO RD

DOS LAGOS DR

15

15

15

15

91

215

LAKE ELSINORE

TEMECULA

MURRIETA

CORONA

23 24 6179 202 206208 217 55

31 206 216 CORONA CRUISER

8 22 206


Limited Service

»

»

»




Route 208 Temecula to RiversideTwo trips (one AM northbound, one PM southbound) will be added in both the short-term (FY 2017) and the mid-term (FY 2020) to increase travel options for passengers. In the long-term (FY 2023), service will operate every 60 minutes all-day, on weekdays and weekends.

Route 210 Riverside to BeaumontThere are no proposed changes to Route 210.

Route 212 Hemet to RiversideThere are no proposed changes to Route 212. After the Perris Valley Line opens, ridership on Route 212 should be monitored to see how riders adjust to the travel opportunities the new train service provides. Adjustments to Route 212 can then be made according to the impact of train service on route ridership.

Route 216 Riverside to Orange CountyIn the immediate-term (FY 2016), Route 216 will be extended from the Riverside Downtown Metrolink Station to the new transit hub at UC Riverside. This will provide a direct connection from the Metrolink Station to the campus that will supplement the service provided by Route 1 local service. It will also provide UC Riverside students with a one-seat ride into Orange County. In the long-term (FY 2023), service will operate every 60 minutes all-day on weekdays and weekends.

Route 217 Hemet to EscondidoTwo trips will be added in both the short-term and the mid-term to increase travel options for passengers. In the long-term (FY 2023), service will operate every 60 minutes all-day, on weekdays and weekends.



Proposed New Bus Routes- Yet to be Numbered

Alessandro Boulevard Perris Valley Line Metrolink ShuttleIn the short-term (FY 2017), in conjunction with the opening of the Perris Valley Line (PVL), a new service will be introduced that will operate during peak hours and connect commuters at the March ARB Metrolink Station with employment centers in Moreno Valley.

Bundy Canyon Road to MSJC Menifee CampusIn the mid-term (FY 2020), once development has increased and Bundy Canyon Road is widened to six lanes, a new route will be introduced that connects Wildomar and MSJC Menifee Campus via Bundy Canyon Road. This route will operate on weekdays at a 60-minute frequency.

Menifee to Perris via Nuevo RoadThe Lakeview Nuevo planned development will attract many new residents and businesses to the area directly east of Perris. This new route will be implemented in the long-term (FY 2023) and will provide a connection between Perris and Menifee via this new development, providing transit access to residents. The new route will operate every 60 minutes on weekdays.

Moreno Valley to Loma LindaTravel demand has been identified between Loma Linda and Moreno Valley. This new route to be implemented at 60-minute frequency on weekdays in the long-term (FY 2023) will provide a direct local connection between the two cities via Reche Canyon Road.

Murrieta-Temecula WestThis route will be introduced in the long-term (FY 2023) to provide transit access to new developments along the emerging Jefferson Avenue corridor. It will operate every 60 minutes on weekdays.

Temecula EastIn the long-term (FY 2023), this new route will be implemented to provide residents of eastern Temecula with transit access. It will operate every 60 minutes on weekdays.



Lake Elsinore to Corona CrossingsThis new route will serve as a local complement to the CommuterLink 206 which operates express service between Lake Elsinore and Corona. It will operate every 60 minutes on weekdays.

W I L D O M A R

M E N I F E E

L O M A L I N D A


O N T A R I O



E A S T V A L E

M I R A L O M A


E A S T

H E M E T

V A L L E

V I S T A

O L D T O W N

T E M E C U L A

R E D H A W K

H I G H G R O V E


W O O D C R E S T

Y U C A I P A

L A K EM AT H E W S



E L C E R R I T O

T E M E S C A L

C A N Y O N

M E A D V A L L E Y

C A N Y O N L A K E



CA N YO NL A K E D I A M O N D VA L L E Y L A K E


VA ILL A K E


UPLAND

PEDLEY

RIVERSIDE

EASTONTARIO



M A R C HA F B

%&h

?»

?q

!"a

%&h

?q

%&h

?»

!"a

?£

?¦

?¦

!"a

%&h

?¦

?ª

?ª

!"a

?ª

?ª

?¦

?q

!"̀ !"̀

!"̀

!"̀

%&h

?¦

?ª

CoronaCivic Center

SIXTH ST



La Sierra University

KaiserPermanente

Galleryat Tyler

NorcoCollege






METROLINK

METROLINK

METROLINK

METROLINK

MET

ROLIN

K

METROLINK

METROLINK

MONTCLAIR


Medical Center

San Jacinto Library


SobobaCasino

Wal-Mart/Kmart


Moreno ValleyMall

MSJC Menifee




Medical Center


Murrieta




Temecula TownCenter

Home Depot

Pechanga


Wal-Mart


HUNTERPARK

MARCH FIELD

PERRIS

SOUTHPERRIS

R I V E R S I D E

P E R R I S

C O R O N A

H E M E T

M U R R I E T A


T E M E C U L A

B E A U M O N T


B A N N I N G

N O R C O

S A N J A C I N T O

C A L I M E S A


NEW ROUTES

Alessandro Blvd PVL Metrolink Shuttle

Bundy Canyon to MSJC

Temecula East Loop

Sun City - Perris

Murrieta - Temecula West

Moreno Valley to Loma Linda

Lake Elsinore to Corona Crossings0 1

MILE!°Recommended Network

FIGURE 53: MAP OF NEW ROUTE ALIGNMENTS


– APPEnDIX B: FInAnCIAL PLAn sUMMARY 8.1 –

Appendix B – Financial Plan Summary Tables

The following tables show the projected annual revenue hours, revenue miles, unlinked passenger trips, and peak vehicles for each route in each phase of the Ten-Year Transit Network Plan. The “D” and “C” annotations refer to directly-operated and contract-operated services.

RTA COA Total Annual Revenue Hours

SERVICE STATISTICS BASELINE (FY 2015)

IMMEDIATE-TERM

(FY 2016)

SHORT-TERM (FY 2017)

MID-TERM (FY 2020)

LONG-TERM (FY 2023)


REVENUE HOURS

1 73,659 79,958 79,958 120,294 120,294 120,294

1 RAPIDLINK 0 0 16,065 16,065 32,895 32,895

3 13,921 18,114 18,114 18,114 18,114 18,114

7 10,191 10,191 0 0 0 0

8 10,153 10,153 19,926 19,926 19,926 19,926

10 14,169 14,169 13,144 13,144 13,144 13,144

11 10,217 10,508 10,508 10,508 10,508 10,508

12 15,309 15,309 15,072 15,072 15,072 15,072

13 15,002 15,002 15,516 15,516 15,516 15,516

14 15,156 15,038 18,152 18,152 18,152 18,152

15 20,595 28,073 28,737 28,737 37,917 37,917

16 29,549 29,167 68,327 68,327 79,583 79,583

18 10,441 10,441 10,728 10,728 10,728 10,728

19D 22,738 31,987 0 0 0 0

19C 1,190 1,198 1,198 1,198 1,198 1,198

20 17,571 20,748 20,748 27,213 27,213 27,213

21 9,343 9,598 16,215 16,215 16,215 16,215

22 22,267 22,517 22,517 22,517 22,517 22,517

23 11,120 9,548 13,986 13,986 13,986 13,986

24 11,174 9,601 9,749 9,749 9,749 9,749

27 31,215 34,982 15,710 15,710 15,710 15,710

28 0 0 21,830 21,830 21,830 21,830

29 11,334 12,834 12,834 12,834 12,834 12,834

30 7,348 7,348 3,887 4,382 4,382 4,382

31 11,231 11,231 11,383 11,383 11,383 11,383

TABLE 15: TOTAL ANNUAL REVENUE HOURS





IMMEDIATE-TERM

(FY 2016)


MID-TERM (FY 2020)

LONG-TERM (FY 2023)


REVENUE HOURS

32 10,440 10,440 16,116 16,116 16,116 16,116

33 4,934 4,934 0 0 0 0

35 6,719 6,630 6,630 8,874 8,874 8,874

40 3,557 3,557 3,557 7,140 9,708 9,708

41D 3,816 3,816 3,816 3,816 3,816 3,816

41C 5,788 5,788 5,788 5,788 5,788 5,788

42 5,301 5,301 5,301 8,399 8,399 8,399

49 9,051 9,722 9,722 13,961 13,961 13,961

50 2,352 3,014 3,014 3,014 3,014 3,014

51 1,812 2,818 8,938 8,938 8,938 8,938

55 1,183 1,403 1,403 1,403 1,403 1,403

61 11,373 11,373 11,973 13,623 25,863 25,863

74 14,525 21,366 21,366 23,566 23,566 23,566

79 13,115 13,115 17,239 19,439 19,439 19,439

202C 5,533 5,050 5,050 5,050 5,050 5,050

204D 5,738 5,738 5,738 5,738 16,928 16,928

206D 6,303 10,195 11,214 11,894 22,447 22,447

208D 2,581 2,287 3,402 4,362 4,362 4,362

208C 6,578 6,329 6,329 6,329 18,794 18,794

210C 1,858 1,466 1,466 1,466 1,466 1,466

212C 6,934 6,962 6,962 6,962 6,962 6,962

216D 7,698 7,340 7,340 7,340 22,280 22,280

217D 1,122 1,122 2,076 3,116 3,116 3,116

217C 6,180 6,180 6,180 6,180 11,940 11,940

NEW 200 0 0 6,059 6,059 6,059 6,059

NEW 205 0 0 5,549 5,549 5,549 5,549

NEW ALESSANDRO PVL 0 0 4,080 4,080 4,080 4,080

NEW BUNDY CANYON 0 0 0 7,650 7,650 7,650

NEW NUEVO RD 0 0 0 0 7,650 7,650

NEW LOMA LINDA 0 0 0 0 7,650 7,650

NEW TEMECULA WEST 0 0 0 0 7,650 7,650



RTA COA Total Annual Revenue MIles

SERVICE STATISTICS

BASELINE (FY 2015)

IMMEDIATE-TERM

(FY 2016)


MID-TERM (FY 2020)

LONG-TERM (FY 2023)


REVENUE MILES

1 816,187 901,389 901,389 1,247,405 1,247,405 1,247,405

1 RAPIDLINK 0 0 230,112 230,112 460,224 460,224

3 192,648 266,072 266,072 266,072 266,072 266,072

7 147,390 147,390 0 0 0 0

8 179,468 179,468 328,115 328,115 328,115 328,115

10 161,278 161,278 153,358 153,358 153,358 153,358

11 117,755 123,893 123,893 123,893 123,893 123,893

12 181,122 181,122 162,432 162,432 162,432 162,432

13 168,215 168,215 171,223 171,223 171,223 171,223

14 196,070 196,070 211,780 211,780 211,780 211,780

15 244,907 347,625 342,846 342,846 451,221 451,221

16 351,020 340,668 918,603 918,603 1,066,830 1,066,830

18 133,305 133,305 121,763 121,763 121,763 121,763

19D 304,826 375,309 0 0 0 0

19C 15,646 15,646 15,646 15,646 15,646 15,646

20 268,582 337,517 337,517 393,279 393,279 393,279

21 145,751 149,451 212,512 212,512 212,512 212,512

22 399,571 419,923 419,923 419,923 419,923 419,923

23 170,969 170,969 200,988 200,988 200,988 200,988

24 153,899 153,899 141,405 141,405 141,405 141,405

27 615,550 688,362 261,142 261,142 261,142 261,142

28 0 0 400,487 400,487 400,487 400,487

TABLE 16: TOTAL ANNUAL REVENUE MILES



IMMEDIATE-TERM

(FY 2016)


MID-TERM (FY 2020)

LONG-TERM (FY 2023)


REVENUE HOURS

NEW TEMECULA EAST 0 0 0 0 7,650 7,650

NEW CORONA CROSSINGS 0 0 0 0 15,300 15,300

UNPLANNED CONTINGENCY 0 8,756 9,714 10,676 12,769 12,769

TOTAL 539,387 592,420 660,326 738,127 893,101 893,101




SERVICE STATISTICS

BASELINE (FY 2015)

IMMEDIATE-TERM

(FY 2016)


MID-TERM (FY 2020)

LONG-TERM (FY 2023)


REVENUE MILES

29 167,922 172,848 172,848 172,848 172,848 172,848

30 84,229 84,229 44,490 50,430 50,430 50,430

31 194,562 194,562 200,375 200,375 200,375 200,375

32 121,753 121,753 176,218 176,218 176,218 176,218

33 64,086 64,086 0 0 0 0

35 158,288 157,190 157,190 213,739 213,739 213,739

40 63,236 63,236 63,236 110,670 150,474 150,474

41D 60,058 60,058 60,058 60,058 60,058 60,058

41C 103,404 103,404 103,404 103,404 103,404 103,404

42 82,514 82,514 82,514 114,471 114,471 114,471

49 108,491 138,296 138,296 200,996 200,996 200,996

50 15,293 15,293 15,293 15,293 15,293 15,293

51 19,073 19,073 82,313 82,313 82,313 82,313

55 16,122 16,122 16,122 16,122 16,122 16,122

61 178,803 178,803 199,550 227,050 431,050 431,050

74 255,385 361,085 361,085 398,265 398,265 398,265

79 235,294 235,294 269,320 303,189 303,189 303,189

202C 163,069 163,069 163,069 163,069 163,069 163,069

204D 135,450 135,450 135,450 135,450 393,906 393,906

206D 195,092 320,343 338,181 358,683 672,116 672,116

208D 69,562 69,562 83,181 106,947 106,947 106,947

208C 168,102 191,610 191,610 191,610 479,478 479,478

210D 0 0 0 0 0 0

210C 37,148 43,927 43,927 43,927 43,927 43,927

212D 0 0 0 0 0 0

212C 202,574 213,157 213,157 213,157 213,157 213,157

216D 202,954 175,486 175,486 175,486 475,882 475,882

217D 29,907 29,907 59,670 89,505 89,505 89,505

217C 195,489 195,489 195,489 195,489 387,297 387,297

NEW 200 0 0 137,700 137,700 137,700 137,700

NEW 205 0 0 144,840 144,840 144,840 144,840

NEW ALESSANDRO

PVL0 0 67,830 67,830 67,830 67,830

NEW BUNDY CANYON 0 0 0 127,500 127,500 127,500



RTA COA Total Annual Unlinked Passengers

SERVICE STATISTICS

BASELINE (FY 2015)

IMMEDIATE-TERM

(FY 2016)


MID-TERM (FY 2020)

LONG-TERM (FY 2023)


UNLINKED PASSENGERS

1 2,244,509 2,360,440 2,181,750 2,803,700 2,875,130 2,890,540

1 RAPIDLINK 0 0 339,150 349,350 545,700 548,250

3 137,826 162,740 165,290 167,840 170,390 170,390

7 125,669 128,408 0 0 0 0

8 147,193 149,477 324,940 333,660 342,380 342,380

10 225,226 229,350 223,130 227,300 230,920 230,920

11 189,721 195,120 198,190 201,260 204,330 204,330

12 292,399 297,190 299,330 308,050 316,770 319,320

13 285,589 292,340 303,610 312,330 321,050 323,600

14 208,649 212,370 238,810 242,430 248,600 251,150

15 485,067 584,030 599,260 613,600 738,140 743,790

16 721,388 730,130 1,863,363 1,910,370 2,115,030 2,127,370

18 204,935 208,260 214,430 218,020 221,610 222,130

19D 605,863 745,278 0 0 0 0

TABLE 17: TOTAL ANNUAL UNLINKED PASSENGERS


SERVICE STATISTICS

BASELINE (FY 2015)

IMMEDIATE-TERM

(FY 2016)


MID-TERM (FY 2020)

LONG-TERM (FY 2023)


REVENUE MILES

NEW NUEVO RD 0 0 0 0 104,040 104,040

NEW LOMA LINDA 0 0 0 0 109,650 109,650

NEW TEMECULA

WEST0 0 0 0 81,090 81,090

NEW TEMECULA

EAST0 0 0 0 106,845 106,845


UNPLANNED CONTINGENCY 0 135,968 150,197 163,794 203,580 203,580

TOTAL 8,292,021 9,199,388 10,163,305 11,083,412 13,775,602 13,775,602




SERVICE STATISTICS

BASELINE (FY 2015)

IMMEDIATE-TERM

(FY 2016)


MID-TERM (FY 2020)

LONG-TERM (FY 2023)


UNLINKED PASSENGERS

19C 7,157 8,199 8,310 8,310 8,310 8,310

20 324,314 364,000 372,720 447,220 458,490 461,040

21 133,541 137,900 188,710 192,880 197,050 197,600

22 462,866 474,010 483,250 496,110 509,520 513,140

23 88,203 83,220 104,800 109,900 112,450 112,450

24 88,153 83,770 86,870 91,970 97,070 99,620

27 536,325 587,160 216,140 219,760 223,380 223,380

28 0 0 532,330 548,290 564,250 567,870

29 177,641 193,260 196,880 201,050 205,220 205,770

30 73,092 75,660 58,280 65,210 64,880 64,880

31 116,341 118,920 122,540 125,090 127,640 127,640

32 158,491 160,160 226,790 236,060 245,330 248,430

33 42,002 43,350 0 0 0 0

35 71,459 73,950 73,950 102,649 107,660 110,210

40 26,665 28,050 28,050 43,350 56,291 56,160

41D 69,274 71,400 73,950 79,050 84,150 86,700

41C 42,654 43,680 43,680 43,680 43,680 43,680

42 57,536 58,750 58,750 79,990 84,870 87,420

49 214,351 227,130 230,750 287,350 296,070 298,620

50 6,065 7,650 7,650 7,650 7,650 7,650

51 44,038 58,650 124,950 127,500 130,050 130,050

55 28,554 30,600 30,600 30,600 30,600 30,600

61 85,861 85,812 93,285 98,385 159,530 159,530

74 179,300 231,780 248,760 256,410 263,730 266,280

79 102,292 104,232 132,005 134,555 136,940 136,940

202C 22,477 23,869 24,020 24,020 24,020 24,020

204D 58,197 66,300 68,850 73,950 155,933 156,220

206D 74,656 104,550 112,200 117,300 189,565 190,690

208D 24,702 22,950 28,050 33,150 33,150 33,150

208C 31,410 30,600 30,600 30,600 67,748 67,570

210C 11,408 10,200 10,200 10,200 10,200 10,200

212C 33,617 33,150 33,150 33,150 33,150 33,150

216D 97,430 97,070 99,620 104,720 220,930 221,480

217D 6,584 7,650 10,200 12,750 12,750 12,750

217C 21,438 22,950 22,950 22,950 36,170 36,060




SERVICE STATISTICS

BASELINE (FY 2015)

IMMEDIATE-TERM

(FY 2016)


MID-TERM (FY 2020)

LONG-TERM (FY 2023)


UNLINKED PASSENGERS

NEW 200 0 0 38,505 38,250 38,250 38,250

NEW 205 0 0 10,965 10,200 10,200 10,200

NEW ALESSANDRO

PVL0 0 40,800 40,800 40,800 40,800

NEW BUNDY CANYON 0 0 0 61,200 61,200 61,200

NEW NUEVO RD 0 0 0 0 76,500 79,050

NEW LOMA LINDA 0 0 0 0 61,200 61,200

NEW TEMECULA

WEST0 0 0 0 84,150 86,700

NEW TEMECULA

EAST0 0 0 0 84,150 86,700


COVERAGE IMPACT 0 -5,355 -28,016 -30,371 -30,371 -30,371

TOTAL 9,392,126 10,060,360 11,197,347 12,303,798 13,876,955 13,959,559

RTA COA Total Peak Vehicles

SERVICE STATISTICS

BASELINE (FY 2015)

IMMEDIATE-TERM

(FY 2016)


MID-TERM (FY 2020)

LONG-TERM (FY 2023)


PEAK VEHICLES

1 16 17 17 25 25 25

1 RAPIDLINK 0 0 14 14 14 14

3 4 4 4 4 4 4

7 2 2 0 0 0 0

8 2 2 4 4 4 4

10 4 4 3 3 3 3

11 2 2 2 2 2 2

12 4 4 3 3 3 3

13 3 3 3 3 3 3

TABLE 18: TOTAL PEAK VEHICLES




SERVICE STATISTICS

BASELINE (FY 2015)

IMMEDIATE-TERM

(FY 2016)


MID-TERM (FY 2020)

LONG-TERM (FY 2023)


PEAK VEHICLES

14 3 3 4 4 4 4

15 4 6 5 5 8 8

16 6 6 13 13 15 15

18 2 2 2 2 2 2

19D 4 6 0 0 0 0

19C 1 0 0 0 0 0

20 5 6 6 7 7 7

21 2 2 4 4 4 4

22 4 4 4 4 4 4

23 5 5 5 5 5 5

24 2 2 2 2 2 2

27 6 7 3 3 3 3

28 0 0 5 5 5 5

29 2 2 2 2 2 2

30 2 2 1 1 1 1

31 2 2 2 2 2 2

32 3 3 4 4 4 4

33 1 1 0 0 0 0

35 2 2 2 2 2 2

40 1 1 1 2 2 2

41D 2 2 2 2 2 2

41C 2 2 2 2 2 2

42 2 2 2 2 2 2

49 2 2 2 3 3 3

50 2 2 2 2 2 2

51 1 1 2 2 2 2

55 2 2 2 2 2 2

61 3 3 3 3 6 6

74 6 4 4 4 4 4

79 4 4 4 4 4 4

202C 3 3 3 3 3 3

204D 3 3 3 3 3 3

206D 5 5 6 9 9 9

208D 1 1 2 3 3 3

208C 4 5 5 5 5 5




SERVICE STATISTICS

BASELINE (FY 2015)

IMMEDIATE-TERM

(FY 2016)


MID-TERM (FY 2020)

LONG-TERM (FY 2023)


PEAK VEHICLES

210C 1 1 1 1 1 1

212C 3 4 4 4 4 4

216D 2 2 2 2 4 4

217D 1 1 2 3 3 3

217C 4 4 4 4 4 4

NEW 200 0 0 3 3 3 3

NEW 205 0 0 2 2 2 2

NEW ALESSANDRO

PVL0 0 2 2 2 2

NEW BUNDY CANYON 0 0 0 2 2 2

NEW NUEVO RD 0 0 0 0 2 2

NEW LOMA LINDA 0 0 0 0 2 2

NEW TEMECULA

WEST0 0 0 0 2 2

NEW TEMECULA

EAST0 0 0 0 2 2

NEW CORONA CROSSINGS 0 0 0 0 4 4

VEHICLES REQUIRED BY CATEGORY

LOCAL DO PEAK 71 78 94 104 109 109

LOCAL DO TOTAL (W/

SPARES)94 94 113 125 131 131

LOCAL CO PEAK 43 41 42 45 60 60

LOCAL CO TOTAL (W/

SPARES)51 51 51 54 72 72

COMMUTER DO PEAK 12 12 20 25 27 27

COMMUTER DO TOTAL (W/

SPARES)18 18 24 30 33 33

COMMUTER CO PEAK 15 17 17 17 17 17




SERVICE STATISTICS

BASELINE (FY 2015)

IMMEDIATE-TERM

(FY 2016)


MID-TERM (FY 2020)

LONG-TERM (FY 2023)


VEHICLES REQUIRED BY CATEGORY

COMMUTER CO TOTAL (W/

SPARES)17 23 23 23 23 23

TROLLEY PEAK 6 5 6 6 6 6

TROLLEY TOTAL (W/ SPARES) 10 10 10 10 10 10

PEAK FLEET 147 153 179 197 219 219

TOTAL FLEET (W/ SPARES) 190 196 221 242 269 269

Documents

CoMPREEnsIVE oPERAtIonAL AnALYsIs Contents · 2019. 5. 22. · CoMPREEnsIVE oPERAtIonAL AnALYsIs OF THE RIVERSIDE TRANSIT AGENCY – IntRoDUCtIon 1.3 – Community Input Findings