Short Range Transit Plan 2008-2013 - Omnitrans

RESOLUTION NO. 

A RESOLUTION ADOPTING OMNITRANS FISCAL YEARS 

2008-2013 SHORT RANGE TRANSIT PLAN (SRTP). 

WHEREAS, Omnitrans’ Mission is to provide the San Bernardino Valley with comprehensive 

public mass transportation services which maximize customer use, comfort, safety, and satisfaction while 

efficiently using financial and other resources, in an environmentally sensitive manner; 

WHEREAS, transit is important for the economy, community, air quality, congestion mitigation 

and overall mobility; 

WHEREAS, Omnitrans seeks to expand its value to the San Bernardino Valley in the above 

areas, by becoming a more critical and useful part of the transportation infrastructure; 

WHEREAS, population, housing and job growth in the region require increasingly proactive 

planning to ensure that transit can expand to meet the resulting demand; 

WHEREAS, rising fuel costs and increasing concerns about climate change make it prudent to 

create the most versatile and useful transit system possible, by providing an alternative to driving; 

WHEREAS, Omnitrans also recognizes the importance of transit to meeting lifeline mobility needs 

throughout the region, including but not limited to the mobility needs of seniors and persons with 

disabilities; 

WHEREAS, all-day, early morning, and late evening transit service at reasonable frequencies is 

crucial to enable employees to reach their job sites, 

WHEREAS, Omnitrans, like many transit agencies, is currently experiencing declining ridership 

and increasing operating costs, and must restructure its routes and schedules to better serve the 

community and to respond to a decline in operating speeds due to increasing congestion; 

WHEREAS, the Short Range Transit Plan provides budgetary guidelines for a six-year period, in 

this case Fiscal Years 2008-2013; 

WHEREAS, the Short Range Transit Plan identifies three scenarios – Constrained, Partially 

Constrained, and Unconstrained, where additional funding necessary to meet the mass transit needs of 

the San Bernardino Valley has been identified, but not secured; 

WHEREAS, the Constrained Scenario that is described here does not fully draw-down the funds 

potentially available to Omnitrans which varies somewhat from the industry-standard definition. 

WHEREAS, the Omnitrans Board of Directors reaffirms its desire to provide the resources 

needed to ensure the achievement of a 25% farebox recovery ratio by 2013 to provide a buffer against 

future cost increases and ridership decreases while ensuring the continued receipt of available operating 

funds; 

WHEREAS, the resulting Short Range Transit Plan is a culmination of information from meetings 

with the Omnitrans Board of Directors, member City and County staff, our customers, county and 

community groups representing the social needs of the community Omnitrans serves, and both internal 

and contractor staff;

NOW, THEREFORE, BE IT RESOLVED BY THE OMNITRANS BOARD OF DIRECTORS: 

1. Omnitrans hereby adopts the Short Range Transit Plan for 2008-2013 as its guiding policy document, 

governing service initiatives during that period and policy initiatives that can begin at once. 

2. Service allocation at Omnitrans will be governed by the following overarching goals: 

a. Omnitrans will aim for an ultimate goal of 25% farebox recovery by 2013 in apportioning its 

operating resources 

b. Omnitrans will move toward the goal expressed in 2(a) above by redirecting some existing 

resources, and devoting most new resources as they become available, to service that 

improve productivity and farebox recovery. 

c. Omnitrans will pursue an aggressive capital program to enhance its fleet, facilities, transit 

centers, new technologies (ITS) and on-street amenities. Federal funds to be pursued include 

Federal Transit Administration (FTA) Section 5307 Formula and FTA Section 5309 Bus and 

Bus Facilities funds. Other federal funding sources available to Omnitrans include FTA 

Section 5308 Clean Fuels, FTA Section 5310 Transportation for Elderly Persons and Persons 

with Disabilities, Section 5316 Job Access and Reverse Commute (JARC), and Section 5317 

New Freedoms. SANBAG is currently developing a Public Transit-Human Services 

Transportation Coordination Plan for San Bernardino County. Once complete this plan will 

provide governance, administration, maintenance and operation of Sections 5316 and 5317. 

At that time, Omnitrans will be able to obtain this funding for use on its projects. Other FTA 

discretionary funding sources will be pursued as they become available. State Transit 

Assistance (STA) funds will be the primary source of required local match in the pursuit of 

these Federal funds. Local Transportation Funds (LTF) will be used when STA funds are 

unavailable due to statutory requirements. 

d. Omnitrans will continue to develop and implement the sbX BRT project. Omnitrans is applying 

for FTA Section 5309 New/Small Starts funds. In addition, Omnitrans would utilize FTA 

Section 5307 Formula, STA, LTF, CMAQ, State Transportation Improvement Program (STIP), 

Proposition 1B infrastructure bonds, and San Bernardino County Measure I funding program 

funds. Omnitrans is also securing in-kind transfers of land and/or facilities from other 

government agencies and private developers. 

e. Omnitrans will define its existing and planned routes that run every 15 minutes or better all 

day as its “Base Transit Network”, and will work, both internally and with member jurisdictions 

to: 

1. Market the Base Transit Network as the “backbone” of the system, much as the Interstate 

Highway System is the backbone of the road network. 

2. Encourage transit-oriented land uses to locate on the existing or planned Base Transit 

Network, so as to minimize new transit costs that such development would otherwise 

impose on Omnitrans. 

3. Develop operating speed, policies, and strategies that streamline operations to minimize 

delay, thereby both making transit more attractive and minimizing the cost of adding new 

service to accommodate transit delay due to congestion. 

4. Omnitrans will acquire facility and capital equipment funding to support implementation of 

the “Constrained” financial scenario, including, but not limited to: 

a. The acquisition of 90 replacement transit coaches for fixed route operations at an 

estimated cost of $39.7 million. 

b. The acquisition of 85 replacement paratransit vehicles for OmniLink and ADA 

complementary service at an estimated cost of $7.9 million. 

c. The acquisition of 16 bus rapid transit vehicles for the sbX service at an 

estimated cost of $18.0 million. 

d. The estimated $163 million cost associated with the implementation of the sbX 

BRT system along E Street through Loma Linda and San Bernardino. 

e. The construction of or improvements to the Chino Transcenter ($2.5 million), the 

Ontario Transcenter ($0.6 million), and the Chaffey Transcenter ($3.0 million).

CERTIFICATION 

The undersigned duly qualified CEO/General Manager acting on behalf of the Omnitrans certifies that the 

foregoing is a true and correct copy of a resolution adopted at a legally convened meeting of the 

Omnitrans Board of Directors held on this 11 th day of July 2007, by the following vote to wit: 

AYES: 

NOES: 

ABSENT: 

_______________________________ 

Durand L. Rall, CEO/General Manager 

Secretary, Omnitrans Board of Directors 

The foregoing resolution is hereby approved this 11 th day of July 2007. 

_______________________________ 

John B. Roberts, Jr. 

Board Chair, Omnitrans Board of Directors 

Approved as to form: 

____________________________ 

Fiona G. Luke 

Chief Deputy Counsel for Omnitrans

IBI GROUP 

SHORT RANGE TRANSIT PLAN REPORT 

OMNITRANS COMPREHENSIVE OPERATIONAL ASSESSMENT 

& SHORT RANGE TRANSIT PLAN 

FOREWORD ....................................................................................................................I 

1. INTRODUCTION........................................................................................1 

1.1 Mission.............................................................................................................................................2 

1.2 Omnitrans 2015 Strategic Plan.......................................................................................................2 

1.3 The Role of Public Transit ..............................................................................................................2 

1.4 Benefits of Public Transit ...............................................................................................................3 

1.5 Traffic ...............................................................................................................................................4 

1.6 Population and Employment Growth ............................................................................................4 

1.7 Economy ..........................................................................................................................................5 

1.8 Seniors and Persons with Disabilities...........................................................................................5 

1.9 Financial Performance....................................................................................................................5 

1.10 Customer Service............................................................................................................................6 

1.11 Accomplishments ...........................................................................................................................6 

1.12 Local and National Mobility Objectives.......................................................................................10 

1.13 Role of the FY 2008-2013 SRTP....................................................................................................11 

1.14 SRTP Preparation Process/COA..................................................................................................11 

1.15 Ongoing Studies and Initiatives That Will Impact This SRTP ...................................................12 

1.15.1 Other Omnitrans Studies & Intiatives ................................................................ 12 

1.15.2 Other Planning Initiatives ................................................................................ 14 

1.16 Distribution of the SRTP...............................................................................................................14 

2. EXISTING OMNITRANS TRANSIT SERVICES ......................................16 

2.1 System Description.......................................................................................................................16 

2.2 Fixed Route Service ......................................................................................................................16 

2.2.1 Definition of Fixed Route Service ..................................................................... 16 

2.2.2 Service Characteristics ................................................................................... 16 

2.2.3 Fleet ............................................................................................................ 24 

2.2.4 Facilities....................................................................................................... 25 

2.2.5 Fare Structure ............................................................................................... 26 

2.2.6 Rider Profile.................................................................................................. 26 

2.2.7 Travel Characteristics..................................................................................... 26 

2.2.8 Performance Characteristics and Forecast for FY 2008-2013................................ 27 

2.3 Access Service..............................................................................................................................29 

2.3.1 Definition of Access Service ............................................................................ 29 


2.3.3 Fleet ............................................................................................................ 31 

2.3.4 Facilities....................................................................................................... 32 


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2.3.6 Rider Profile.................................................................................................. 35 



2.4 OmniLink Service..........................................................................................................................41 

2.4.1 Definition of OmniLink Service ......................................................................... 41 


2.4.3 Fleet ............................................................................................................ 46 

2.4.4 Facilities....................................................................................................... 47 


2.4.6 Rider Profile.................................................................................................. 47 



3. REGIONAL TRANSIT SERVICES...........................................................56 

3.1 Riverside Transit Agency .............................................................................................................56 

3.2 Foothill Transit ..............................................................................................................................56 

3.3 Orange County Transportation Authority ...................................................................................57 

3.4 Los Angeles County Metropolitan Transportation Authority....................................................58 

3.5 Pomona Valley Transportation Authority....................................................................................58 

3.6 Mountain Area Regional Transit Authority .................................................................................58 

3.7 Victor Valley Transit Authority.....................................................................................................58 

3.8 Southern California Regional Rail Authority (Metrolink) ...........................................................58 

3.9 Greyhound .....................................................................................................................................59 

3.10 Amtrak............................................................................................................................................59 

3.11 Ontario International Airport ........................................................................................................59 

3.12 San Bernardino International Airport ..........................................................................................59 

3.13 Transfer and Cooperative Service Agreements .........................................................................60 

4. SERVICE AREA PROFILE (AS OF JULY 1, 2007).................................61 

4.1 Service Area...................................................................................................................................61 

4.2 Demographics of the Service Area..............................................................................................61 

4.2.1 Population Growth.......................................................................................... 61 

4.2.2 Transit Dependence........................................................................................ 62 

4.3 Transit Orientation Index..............................................................................................................67 

4.4 General Plan Summaries ..............................................................................................................71 

4.5 City Profiles ...................................................................................................................................71 

4.6 Community-Specific Effects of Economic Change on Population, Employment Growth and 

Transit Use.....................................................................................................................................73 

4.7 Hot Spots .......................................................................................................................................75 

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4.7.1 Population Growth.......................................................................................... 75 

4.7.2 High Density.................................................................................................. 75 

4.7.3 Senior Concentrations .................................................................................... 76 

4.7.4 Poverty and Vehicle Ownership ........................................................................ 76 

4.7.5 New Development........................................................................................... 76 

5. REGIONAL PLANNING ACTIVITIES ......................................................87 

5.1 Omnitrans sbX (BRT) Systemwide Plan......................................................................................87 

5.2 Omnitrans sbX E Street Corridor Project....................................................................................89 

5.3 SCAG 2004 Regional Transportation Plan (RTP) .......................................................................92 

5.4 SANBAG Redlands Passenger Rail Station Area Plan ..............................................................93 

5.5 SANBAG Public Transit-Human Services Transportation Coordination Plan for San 

Bernardino County........................................................................................................................95 

5.6 SANBAG Comprehensive Transportation Plan (CTP)................................................................97 

5.7 SCAG Compass Blueprint 2% Strategy.......................................................................................97 

5.8 Gold Line Extension....................................................................................................................100 

5.9 SCRRA Strategic Assessment (Metrolink)................................................................................102 

5.10 Intelligent Transportation Systems (ITS)/Traffic Management Plans .....................................102 

5.10.1 Inland ITS Strategic Plan ...............................................................................102 

5.10.2 San Bernardino Valley Coordinated Traffic Signal System Plan ...........................103 

5.10.3 San Bernardino County Carpool Lanes .............................................................103 

5.10.4 Park and Ride Lots........................................................................................104 

5.10.5 511 Motorist Assistance Traveler Information System (MATIS) ............................104 

5.10.6 City of Ontario Transportation Systems Communications Master Plan...................104 

5.10.7 E Street Transit Corridor Project .....................................................................104 

5.11 Federal and State Compliance Information ..............................................................................104 

5.11.1 Environmental Justice....................................................................................104 

5.11.2 Contingency Fleet .........................................................................................116 

5.11.3 ADA Compliance ...........................................................................................116 

5.11.4 Bus Stop Announcements/Passenger Assistance ...............................................117 

5.11.5 Bus Stop Design Guidelines............................................................................117 

5.11.6 Accessibility between Bus Stops and Facilities/Developments .............................117 

5.11.7 Bus Stop Survey ...........................................................................................117 

5.11.8 Fare Requirements and Premium Service .........................................................117 

6. SERVICE GOALS AND POLICIES........................................................119 

6.1 Omnitrans Service Goals and Objectives .................................................................................119 

6.1.1 Omnitrans Service Goal .................................................................................119 

6.1.2 Omnitrans Service Objectives .........................................................................119 

6.2 Service Principles .......................................................................................................................119 

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6.3 Productivity/Coverage Tradeoff................................................................................................. 120 

6.4 Service Deployment Standards..................................................................................................120 

6.4.1 Fixed Route Service Deployment Standards ......................................................121 

6.4.2 OmniLink Service Deployment Standards..........................................................122 

6.4.3 Access Service Deployment Standards.............................................................122 

6.5 Service Monitoring/Evaluation Process....................................................................................122 

6.5.1 Systemwide Service Monitoring and Evaluation .................................................123 

6.5.2 Fixed Route Service Monitoring and Evaluation .................................................123 

6.5.3 OmniLink Service Monitoring and Evaluation.....................................................125 

6.5.4 Access Service Monitoring and Evaluation ........................................................127 

6.6 Service Design Guidelines .........................................................................................................129 

6.6.1 Fixed Route Service Design............................................................................129 

6.6.2 OmniLink Service Design................................................................................132 

6.6.3 Access Service Design...................................................................................132 

6.7 Bus Stop Placement Standard ...................................................................................................132 

6.8 Public Involvement/Outreach Plan ............................................................................................132 

6.9 Title VI ..........................................................................................................................................138 

6.10 Accessibility Improvement Plan ................................................................................................138 

6.11 Transit Infrastructure Development Policy ...............................................................................139 

6.12 Service Implementation Policy...................................................................................................141 

7. PERFORMANCE STANDARDS............................................................142 

7.1 Fixed Route Performance Standards ........................................................................................143 

7.1.1 Fixed Route Performance Against Standards.....................................................148 

7.1.2 Routes on Probation ......................................................................................148 

7.2 OmniLink Performance Standards ............................................................................................148 

7.2.1 OmniLink Performance Against Standards ........................................................154 


7.3 Access Performance Standards ................................................................................................154 

7.3.1 Access Performance Against Standards............................................................158 


8. FARE POLICY FY 2008-2013................................................................160 

8.1 Fixed Route..................................................................................................................................161 

8.2 OmniLink......................................................................................................................................163 

8.3 Combined General Public Service.............................................................................................165 

8.4 Access..........................................................................................................................................167 

9. NEEDS ASSESSMENT/COA FINDINGS ..............................................170 

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9.1 Route Assessment (Fixed Route) ..............................................................................................170 

9.1.1 EAST VALLEY ROUTES .................................................................................170 

9.1.2 WEST VALLEY ROUTES.................................................................................178 

9.2 Route Deficiencies (Fixed Route) ..............................................................................................180 

9.3 Unmet Needs ...............................................................................................................................182 

9.4 Fixed Route Improvement Strategies........................................................................................184 

9.5 OmniLink Service Assessment..................................................................................................197 

9.6 Potential OmniLink Service Improvements ..............................................................................197 

9.7 Potential Access Service Improvements ..................................................................................200 

9.7.1 Evaluation Framework....................................................................................200 

9.7.2 Operations ...................................................................................................201 

9.7.3 Administrative Processes ...............................................................................203 

9.7.4 Demand Management.....................................................................................204 

9.7.5 Technology Plan ...........................................................................................205 

10. SERVICE PLAN – FINANCIALLY CONSTRAINED..............................206 

10.1 Stage 1 FY 2007...........................................................................................................................206 

10.2 Stage 2 FY 2008...........................................................................................................................210 

10.3 Stage 3 FY 2009...........................................................................................................................214 

10.4 Stage 4 FY 2010/2011 ..................................................................................................................218 

11. FINANCIAL PLAN – FINANCIALLY CONSTRAINED ..........................223 

11.1 Revenue Sources ........................................................................................................................229 

11.1.1 Local Transportation Funds (LTF)....................................................................229 

11.1.2 State Transit Assistance Funds (STAF) ............................................................230 

11.1.3 FTA Formula Funds .......................................................................................230 

11.1.4 FTA Discretionary Funds ................................................................................231 

11.1.5 New Starts/Small Starts/Very Small Starts ........................................................232 

11.1.6 Congestion Mitigation and Air Quality (CMAQ) ..................................................232 

11.1.7 Measure I Local Sales Tax for Transit ..............................................................233 

11.1.8 Other Federal Grant Programs ........................................................................233 

11.1.9 State Transportation Improvement Program (STIP) ............................................234 

11.1.10 Proposition 1B State Infrastructure Bonds ........................................................234 

11.1.11 In-Kind Transfers ..........................................................................................234 

11.1.12 Advertising and Auxiliary Revenues .................................................................234 

11.2 Financial Plan – Capital and Operating.....................................................................................235 

11.3 Capital Projects ...........................................................................................................................244 

12. UNCONSTRAINED SERVICE PLANS ..................................................249 

12.1 Partially Constrained Service Plan ............................................................................................249 

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12.2 Unconstrained Service Plan.......................................................................................................253 

12.3 Resource Impacts .......................................................................................................................258 

13. IMPLEMENTATION STRATEGY...........................................................259 

13.1 Steps Towards Implementation .................................................................................................259 

13.2 Phasing ........................................................................................................................................259 

13.3 Achieving Service Change Adoption.........................................................................................261 

13.4 From Adoption to Implementation.............................................................................................264 

13.5 Monitoring After Implementation...............................................................................................267 

13.6 Proactive Planning and Planning for the Unexpected .............................................................267 

13.7 Supporting Policies.....................................................................................................................269 

13.8 Marketing Strategies ...................................................................................................................270 

13.8.1 Marketing Opportunities .................................................................................270 

13.8.2 Other Public Relations Opportunities ...............................................................270 

13.9 Long Range Plan.........................................................................................................................270 

APPENDIX A – CURRENT VEHICLE LISTING AND DESCRIPTION OF 

COACHES .............................................................................................272 

APPENDIX B – TRANSCENTER AND FACILITY DESCRIPTIONS ..........................285 

APPENDIX C – CAPITAL PROJECT DESCRIPTIONS..............................................304 

APPENDIX D – CITY GENERAL PLAN SUMMARIES...............................................326 

APPENDIX E – GLOSSARY AND ACRONYMS.........................................................348 

APPENDIX F – CITY PROFILE SUMMARIES............................................................351 

APPENDIX G – INDIVIDUAL ROUTE MAPS, CONSTRAINED AND 

UNCONSTRAINED PLANS...................................................................352 

APPENDIX H – LEDGER VERSIONS OF SELECTED MAPS ...................................393 

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LIST OF FIGURES 

Figure 1-1: 2008-2013 Omnitrans SRTP Process ..................................................................................... 12 

Figure 2-1: Fixed Route Service (as of July 1, 2007) ................................................................................ 17 

Figure 2-2: Omnitrans Fixed Route Service Span Summary by Route (as of July 1, 2007) ..................... 18 

Figure 2-3: Fixed Route Fleet (as of July 1, 2007) .................................................................................... 19 

Figure 2-4: Fixed Route Revenue Vehicle Summary (2007) ..................................................................... 24 

Figure 2-5: Fixed Route and Regional Express Bus Fares (as of July 1, 2007)........................................ 26 

Figure 2-6: Projected Characteristics for Omnitrans Fixed Route ............................................................. 28 

Figure 2-7: Access Service Days and Span of Service (as of July 1, 2007) ............................................. 29 

Figure 2-8: Access Telephone Performance (August 2006)...................................................................... 30 

Figure 2-9: Cancellations and No-Shows (July-October 2006) ................................................................. 31 

Figure 2-10: Access Fleet (as of July 1, 2007) .......................................................................................... 32 

Figure 2-11: Access Bus Fares (as of July 1, 2007).................................................................................. 33 

Figure 2-12: Access Subscription Passes (as of July 1, 2007).................................................................. 33 

Figure 2-13: Access Fare Zones................................................................................................................ 34 

Figure 2-14: Trip Origins and Destinations – West Valley ......................................................................... 36 

Figure 2-15: Trip Origins and Destinations – East Valley .......................................................................... 37 

Figure 2-16: Access Paratransit Statistical Profile (2006) ......................................................................... 38 

Figure 2-17: Key Historical Performance Data .......................................................................................... 39 

Figure 2-18: Projected Characteristics for Access Service........................................................................ 40 

Figure 2-19: OmniLink Chino Hills Service Area........................................................................................ 42 

Figure 2-20: OmniLink Yucaipa Service Area............................................................................................ 43 

Figure 2-21: OmniLink Fleet (as of July 1, 2007)....................................................................................... 47 

Figure 2-22: OmniLink Bus Fares (as of July 1, 2007) .............................................................................. 47 

Figure 2-23: OmniLink Ridership by Market Segment (FY 2005/06)......................................................... 48 

Figure 2-24: Chino Hills OmniLink Origins/Destinations............................................................................ 49 

Figure 2-25: Chino Hills OmniLink Passenger Loadings and Bus Pullout by Weekday Hour ................... 50 

Figure 2-26: Yucaipa OmniLink Origins/Destinations ................................................................................ 52 

Figure 2-27: Yucaipa OmniLink Passenger Loadings and Bus Pullout by Weekday Hour ....................... 53 

Figure 2-28: Projected Characteristics for OmniLink ................................................................................. 55 

Figure 4-1: San Bernardino Valley Population Projections by Community (2005-2030)........................... 61 

Figure 4-2: Distribution of Ages by City ..................................................................................................... 62 

Figure 4-3: Poverty Thresholds.................................................................................................................. 64 

Figure 4-4: Percentage of Population Living Below the Poverty Line........................................................ 65 

Figure 4-5: Percentage of Household Vehicle Availability ......................................................................... 66 

Figure 4-6: Correlation Between Poverty and Vehicle Ownership ............................................................ 67 

Figure 4-7: Omnitrans East Valley Fixed Route Weekday Coverage (6:00 a.m.) and Residential and Job 

Concentrations (2006) ...................................................................................................... 69 

Figure 4-8: Omnitrans West Valley Fixed Route Weekday Coverage (6:00 a.m.) and Residential and Job 

Concentrations (2006) ...................................................................................................... 70 

Figure 4-9: Omnitrans Member City Overview........................................................................................... 72 

Figure 4-10: City of San Bernardino Projected Population and Employment............................................ 73 

Figure 4-11: City of Ontario Projected Population and Employment ......................................................... 74 

Figure 5-1: Omnitrans' Major Systemwide Transit Corridors..................................................................... 88 

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Figure 5-2: Locally Preferred E Street sbX Alternative .............................................................................. 91 

Figure 5-3: Redlands Passenger Rail Alignment and Stations.................................................................. 94 

Figure 5-4: Compass Strategic Opportunity Areas .................................................................................... 99 

Figure 5-5: Proposed Gold Line Extension.............................................................................................. 101 

Figure 5-6: Low-Income and Minority Population Beyond 15-Minute Service Area (West Valley).......... 106 

Figure 5-7: Low-Income and Minority Population Beyond 15-Minute Service Area (East Valley)........... 107 

Figure 5-8: Low-Income and Minority Population Beyond 30-Minute Service Area (West Valley).......... 108 

Figure 5-9: Low-Income and Minority Population Beyond 30-Minute Service Area (East Valley)........... 109 

Figure 5-10: Low-Income and Minority Population Beyond 60-Minute Service Area (West Valley)........ 110 

Figure 5-11: Low-Income and Minority Population Beyond 60-Minute Service Area (East Valley)......... 111 

Figure 5-12: LIM and Non-LIM Populations Served by Omnitrans.......................................................... 112 

Figure 5-13: Percentage of LIM and Non-LIM Populations Near Omnitrans Bus Stop Amenities .......... 113 

Figure 5-14: Bus Stop, Benches, and Shelters (East Valley) .................................................................. 114 

Figure 5-15: Bus Stops, Benches, and Shelters (West Valley) ............................................................... 115 

Figure 6-1: New Fixed Route Service Warrants ...................................................................................... 121 

Figure 6-2: Fixed Route Ridership and Performance Monitoring and Evaluation ................................... 125 

Figure 6-3: OmniLink Performance Monitoring and Evaluation............................................................... 126 

Figure 6-4: Access Service Performance Monitoring and Evaluation ..................................................... 128 

Figure 6-5: Fixed Route Service Design Guidelines................................................................................ 130 

Figure 6-6: Types of Agency Actions and Programs ............................................................................... 134 

Figure 7-1: Proposed Fixed Route Service Standards ............................................................................ 144 

Figure 7-2: Fixed Route Operating Effectiveness Indicators ................................................................... 146 

Figure 7-3: Fixed Route Vehicle Efficiency Indicators ............................................................................. 146 

Figure 7-4: Labor Productivity Indicators ................................................................................................. 147 

Figure 7-5: OmniLink Financial Performance .......................................................................................... 149 

Figure 7-6: OmniLink Cost Effectiveness................................................................................................. 149 

Figure 7-7: OmniLink Cost Efficiency....................................................................................................... 149 

Figure 7-8: OmniLink Service Coverage.................................................................................................. 150 

Figure 7-9: OmniLink Service Utilization.................................................................................................. 151 

Figure 7-10: Amount of OmniLink Service Provided................................................................................ 151 

Figure 7-11: OmniLink Service Quality .................................................................................................... 152 

Figure 7-12: OmniLink Service Reliability................................................................................................ 153 

Figure 7-13: Access Financial Performance............................................................................................ 155 

Figure 7-14: Access Cost Effectiveness .................................................................................................. 155 

Figure 7-15: Access Cost Efficiency ........................................................................................................ 156 

Figure 7-16: Access Service Utilization ................................................................................................... 156 

Figure 7-17: Access Service Quality........................................................................................................ 157 

Figure 7-18: Access Service Reliability.................................................................................................... 157 

Figure 8-1: Proposed Fixed Route Fare Structure and Policies .............................................................. 162 

Figure 8-2: Proposed OmniLink Fare Structure and Policies .................................................................. 164 

Figure 8-3: Proposed General Public Fare Structure and Policies.......................................................... 166 

Figure 8-4: Proposed Access Fare Structure and Policies ...................................................................... 168 

Figure 9-1: Operating Characteristics of Omnitrans Fixed Route East Valley Routes (May 2006 

Weekday) – (a)................................................................................................................ 171 

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Figure 9-2: Operating Characteristics of Omnitrans Fixed Route East Valley Routes (May 2006 

Weekday) – (b)................................................................................................................ 172 

Figure 9-3: Operating Characteristics of Omnitrans Fixed Route West Valley Routes (May 2006 

Weekday) – (a)................................................................................................................ 173 

Figure 9-4: Operating Characteristics of Omnitrans Fixed Route West Valley Routes (May 2006 

Weekday) – (b)................................................................................................................ 174 

Figure 9-5: Constrained Plan for Omnitrans Fixed Route East Valley Routes (Weekdays) – (a) ........... 186 

Figure 9-6: Constrained Plan for Omnitrans Fixed Route East Valley Routes (Weekdays) – (b) ........... 187 

Figure 9-7: Constrained Plan for Omnitrans Fixed Route West Valley Routes (Weekdays)................... 188 

Figure 9-8: Partially Constrained Plan for Omnitrans Fixed Route East Valley Routes (Weekdays) – (a)190 

Figure 9-9: Partially Constrained Plan for Omnitrans Fixed Route East Valley Routes (Weekdays) – (b)191 

Figure 9-10: Partially Constrained Plan for Omnitrans Fixed Route West Valley Routes (Weekdays)... 192 

Figure 9-11: Unconstrained Plan for Omnitrans Fixed Route East Valley Routes (Weekdays) – (a) ..... 194 

Figure 9-12: Unconstrained Plan for Omnitrans Fixed Route East Valley Routes (Weekdays) – (b) ..... 195 

Figure 9-13: Unconstrained Plan for Omnitrans Fixed Route West Valley Routes (Weekdays)............. 196 

Figure 9-14: Proposed Chino Hills OmniLink Weekday Shift Coverage.................................................. 198 

Figure 9-15: Proposed Yucaipa OmniLink Weekday Shift Coverage...................................................... 198 

Figure 9-16: Access Evaluation Framework ............................................................................................ 201 

Figure 9-17: Trip Management Evaluation............................................................................................... 202 

Figure 9-18: Service Delivery/Fleet Mix Evaluation ................................................................................. 203 

Figure 10-1: Stage 1 Constrained Service Plan for Omnitrans Fixed Route East Valley Routes 

(Weekdays) – (a)............................................................................................................. 207 


(Weekdays) – (b)............................................................................................................. 208 

Figure 10-3: Stage 1 Constrained Service Plan for Omnitrans Fixed Route West Valley Routes 

(Weekdays) ..................................................................................................................... 209 


(Weekdays) – (a)............................................................................................................. 211 


(Weekdays) – (b)............................................................................................................. 212 


(Weekdays) ..................................................................................................................... 213 


(Weekdays) – (a)............................................................................................................. 215 


(Weekdays) – (b)............................................................................................................. 216 


(Weekdays) ..................................................................................................................... 217 


(Weekdays) – (a)............................................................................................................. 219 


(Weekdays) – (b)............................................................................................................. 220 


(Weekdays) ..................................................................................................................... 221 

Figure 10-13: Resource Impacts of the Constrained Service Plan (FY 2007 – FY 2011)....................... 222 

Figure 11-1: Financially Constrained Plan............................................................................................... 224 

Figure 11-2: LTF Requirements for the Financially Constrained Plan..................................................... 226 

Figure 11-3: Performance Indicators by Service Type – Financially Constrained Plan .......................... 228 

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Figure 11-4: Base and Average Fares..................................................................................................... 235 

Figure 11-5: Operating Ratios.................................................................................................................. 236 

Figure 11-6: Projected Characteristics Omnitrans Total.......................................................................... 237 

Figure 11-7: Projected Characteristics Fixed Route Total ....................................................................... 238 

Figure 11-8: Projected Characteristics Fixed Route ................................................................................ 239 

Figure 11-9: Projected Characteristics OmniLink .................................................................................... 240 

Figure 11-10: Projected Characteristics Access...................................................................................... 241 

Figure 11-11: Summary of Six-Year (FY 2008-2013) Operating Expenses and Revenues ($000) ........ 242 

Figure 11-12: Six-Year (FY 2008-2013) Fund Balance Estimates .......................................................... 243 

Figure 11-13: Summary of Six-Year (FY 2008-2013) Capital Costs and Funding ($000)....................... 248 

Figure 12-1: Partially Constrained Service Plan for Omnitrans Fixed Route East Valley Routes 

(Weekdays) – (a)............................................................................................................. 250 


(Weekdays) – (b)............................................................................................................. 251 

Figure 12-3: Partially Constrained Service Plan for Omnitrans Fixed Route West Valley Routes 

(Weekdays) ..................................................................................................................... 252 

Figure 12-4: Unconstrained Service Plan for Omnitrans Fixed Route East Valley Routes (Weekdays) – 

(a).................................................................................................................................... 255 

Figure 12-5: Unconstrained Service Plan for Omnitrans Fixed Route East Valley Routes (Weekdays) – 

(b).................................................................................................................................... 256 

Figure 12-6: Unconstrained Service Plan for Omnitrans Fixed Route West Valley Routes (Weekdays) 257 

Figure 12-7: Resource Impacts................................................................................................................ 258 

Figure 13-1: Basic Links Between Transportation and Land Use............................................................ 269 

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FOREWORD 




The provision of Omnitrans transit services in Southwestern San Bernardino County is at a critical juncture. On 

the one hand, transit continues to provide an essential social service, providing youths, seniors, and low-income 

workers who have limited or no access to an automobile with the means to access employment, educational, 

medical and social destinations. With road congestion continuing to increase in the County, and with it concerns 

about air quality and global warming, transit will be asked to shoulder a growing share of trip making. 

At the same time, the provision of high-quality, cost-effective transit services in the Omnitrans service area has 

never been more challenging. In the simplest of terms, ridership has been decreasing over the past several 

years, while costs have been increasing. There are many factors contributing to this situation, only some of which 

are in the direct control of Omnitrans. On the ridership side, while population and employment in the service area 

have continued to grow at a robust pace, they have continued to do so largely at the margins of the urbanized 

area, in single-family subdivisions and suburban business parks that are difficult to serve effectively if at all. 

Despite this, Omnitrans has been able to grow ridership in the quickly-developing West Valley, but that growth 

has been offset by job losses in the older East Valley communities, with the recent loss of key anchors such as 

the Carousel Mall and other retailers and office uses in downtown San Bernardino. Additionally, increasing 

congestion has significantly lowered the reliability of Omnitrans services in certain corridors at certain times of 

day, particularly in the East Valley where the system relies of a high number of route-to-route transfers. Finally, 

while Omnitrans is achieving its systemwide “pullout” goal (which measures missed trips due to personnel or 

mechanical reasons), any missed trip further erodes reliability and therefore ridership. 

The combination of decreasing ridership and increasing costs has led to a situation where Omnitrans is under 

threat of not meeting its State-mandated farebox recovery target of 20%, a situation that would exacerbate the 

current situation by endangering a key source of operating funds. Addressing the factors that have jeopardized 

achieving the mandated farebox recovery target will be a multi-year effort. 

This Short Range Transit Plan represents the first necessary step towards putting Omnitrans back on the road of 

increasing ridership and controlling costs. Reflecting the current financial situation, the plan presents a realistic, 

fiscally conservative scenario. First and foremost, it presents a series of service reductions and restructurings, 

and fare increases, aimed at not merely meeting the 20% farebox recovery ratio, but providing Omnitrans with a 

safety cushion to buffer against future cost spikes or ridership decreases, incrementally working towards a 

recovery ratio of 25% in the six-year timeframe of the Plan. The need to provide such a buffer effectively means 

that, using the conservative assumptions of the Plan, Omnitrans cannot be assumed to grow ridership until 2012, 

when the sbX Bus Rapid Transit system begins service. 

However, the Plan does provide some of the tools necessary to put Omnitrans once more on a healthy path of 

ridership growth. For example, while the recommended service reductions and restructuring will result in a shortterm 

drop in ridership, they will also free resources (buses and drivers), some of which can be redeployed to 

improve reliability in the corridors and times of day when this is an issue. If these strategies are successful, 

ridership will see an improvement. Also, in 2008 Omnitrans will undertake an update of its Strategic Plan which 

will look at all aspects of how Omnitrans conducts its business, with a view to revamping the organization to better 

utilize funding and resources. While this Short Range Transit Plan must be conservative and therefore cannot 

account for the potential cost savings from the Strategic Plan, it is likely that Omnitrans will be able to realize such 

savings, meaning that more resources can be put into new or expanded services. To this end, in the two 

Unconstrained Scenarios that are also a part of this Short Range Transit Plan, a menu of new services is 

provided. These include options such as reinstating the reduced services, further improvements in Omnitrans’ 

core system (aimed at providing more consistent headways and spans of service), pilot projects to serve 

emerging Transit-Oriented Development areas, the extension of service to new high-density areas, and the 

provision of “precursor” limited-stop services along the sbX and other future Bus Rapid Transit corridors. 

This Short Range Transit Plan therefore fulfills two key objectives – a short-term plan to put Omnitrans once again 

on a solid financial footing, and the long-range service concepts that provide a blueprint for growing ridership 

once the immediate challenges are overcome. 

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1. INTRODUCTION 

Omnitrans was established as a regional transit authority in 1976 through a Joint Powers Authority (JPA) 

that included the cities of Chino, Colton, Fontana, Loma Linda, Montclair, Ontario, Redlands, Rialto, San 

Bernardino, Upland and the County of San Bernardino. The cities of Chino Hills, Grand Terrace, 

Highland, Rancho Cucamonga, and Yucaipa have since joined the JPA. The County and all member 

cities are represented on the Omnitrans Board of Directors. 

Omnitrans serves a 456 square mile service area in Southwestern San Bernardino County with a 

population close to 1.4 million. The range of Omnitrans services includes: 

• 29 fixed bus routes, including 17 routes in the East Valley (east of I-15), 11 

routes in the West Valley (west of I-15), and 1 regional express route to the City 

of Riverside. 

• Two OmniLink general public demand-response services in Chino Hills and 

Yucaipa. 

• An ADA complementary paratransit service, Access, operated throughout the 

Omnitrans service area. 

The 2008-2013 Omnitrans SRTP is organized into 13 chapters and eight appendices: 

Chapter 1: Introduces the Omnitrans Mission Statement; provides an overview of the role and benefits of 

public transit; identifies issues confronting Omnitrans in the 2008-2013 timeframe; summarizes Omnitrans 

accomplishment over the last five years; and provides an overview of the SRTP process. 

Chapter 2: Provides a summary of Omnitrans organizational structure and an overview of the services 

provided. 

Chapter 3: Provides an overview of regional transit services that interface with Omnitrans services and 

facilitate regional connectivity. 

Chapter 4: Provides a profile of the Omnitrans service area, including a demographic overview and a 

profile of the cities served by Omnitrans. 

Chapter 5: Summarizes regional planning activities that impact or are impacted by Omnitrans services. 

Chapter 6: Recommends service goals, policies and design standards. 

Chapter 7: Recommends and summarizes service performance standards. 

Chapter 8: Documents the Omnitrans fare policy for the 2008-2013 SRTP. 

Chapter 9: Summarizes the needs assessment and COA findings. 

Chapter 10: Documents the recommended Service Plan (Financially Constrained). 

Chapter 11: Documents the Financial Plan for the recommended Service Plan (Financially Constrained). 

Chapter 12: Documents the service plans and financial plans for the Partially Constrained and 

Unconstrained Plan Scenarios. 

Chapter 13: Outlines implementation strategies to achieve the report’s recommendations. 

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1.1 Mission 

The development of public transit service is an evolutionary process. Transit alternatives and service 

networks change with technology and changing service priorities and markets. Reflecting this constant 

change, the Omnitrans Management Plan’s goals and objectives are reviewed and updated (if required) 

on an annual basis. 

The Omnitrans Mission Statement sets the framework for the development of service goals and 

objectives. As with goals and objectives, the Omnitrans Mission Statement should be subject to review. 

At a minimum this review should be part of the SRTP process. 

The Omnitrans Mission Statement reflects a philosophy for service delivery. It reflects the collective 

vision of the Board, Management and Omnitrans staff of how transit should operate, and whom it should 

serve. The current Omnitrans Mission Statement is as follows: 

“To provide the San Bernardino Valley with comprehensive mass transportation 

services which maximize customer use, comfort, safety, and satisfaction while 

efficiently using financial and other resources in an environmentally sensitive 

manner.” 

1.2 Omnitrans 2015 Strategic Plan 

The Omnitrans Mission Statement reflects the current strategic plan, established in the Omnitrans 2015 

Strategic Plan. In 2008, Omnitrans will be updating its strategic plan, looking forward to 2030, and will 

consider revising its Mission Statement at that point. 

The following longer range visions were also established in the Omnitrans 2015 Strategic Plan: 

• Omnitrans is accepted by the public as the prime provider of quality 

transportation service. 

• Omnitrans is one of the best places of employment in the Inland Empire. 

• Omnitrans is recognized in its industry as an innovative leader in providing 

transportation services. 

• Omnitrans ensures that there are adequate resources to achieve its visions. 

In addition to the Omnitrans Mission Statement, the Omnitrans 2015 Strategic Plan helps determine the 

annual goals and objectives for which the agency strives, and helps provide the framework for 

documents, such as the SRTP, which are created not only to meet mandates at the federal, state, and 

local levels, but also to give the agency direction and plans for the future. 

1.3 The Role of Public Transit 

Public transit is a means to an end. That end is getting people where they need (or want) to go. 

Basically, public transit connects individuals with the range of goods, services, and activities that affect 

social well-being and quality of life. Transit should also support community goals, which can include 

equity issues, environmental goals, and economic and land use development goals. 

Public transit cannot be everything to everyone. It has a key role within the “family of transportation 

options” that include a wide range of public transit modes, private automobiles, taxis and private shuttles, 

as well as carpools and vanpools. Each has its place in meeting the diverse range of trip patterns and 

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travel time requirements. Fixed route transit can effectively serve high-density corridors or connect highdensity 

residential concentrations with activity centers, where ridership is sufficient to meet the minimum 

farebox recovery requirements. While productivity can be less for lower cost demand-response transit 

services, the density of demand must still be sufficient to meet minimum farebox recovery requirements; 

albeit that the farebox recovery goal for such services can be lower than the systemwide goal, providing 

that the higher-productivity fixed route services achieve more than the systemwide goal, bringing the 

entire system into compliance. 

In a truly mature regional transportation mix, each mode should complement the others and be focused 

on serving those needs that it can most effectively and efficiently serve. A mature transportation system 

and plan attempts to balance those modes through the coordinated mix of public resources and private 

alternatives. 

1.4 Benefits of Public Transit 

Social Well-Being and Quality of Life 

Access to goods, services and activities located throughout the developed environment is critical to 

individual well-being and the richness of one’s life experience. Important destinations include health 

facilities, employment opportunities, educational institutions, social service programs, government 

services, entertainment centers, recreational activities, and retail outlets. Transportation connects the 

individual to these resources. For transit-dependent seniors, youth, low-income, persons with disabilities 

and members of single car households, public transit is often the only means of accessing the goods, 

services and activities that impact their well-being. For those who own and can operate a private vehicle, 

public transit provides an alternative means of accessing what they need and want in their environment. 

Community Land Use Goals 

Public transit can support transit-oriented development (TOD) that concentrates compact, pedestrianfriendly 

housing, jobs and activities at locations easily served by transit. TOD developments reduce lowdensity 

urban sprawl, single occupancy vehicle (SOV) dependency, and traffic congestion; they also 

enhance air quality through the reduction of vehicular emissions. TOD and its attendant transit services 

also support more livable communities through the reduction of vehicular circulation within residential and 

multi-use activity centers. 

Transit-friendly urban design is better facilitated if transit agencies such as Omnitrans are formally 

involved in the development approval process where transit operational issues are incorporated into the 

decision-making process. 

Transit’s Potential Impact on Traffic Congestion 

Traffic congestion continues to be a critical issue in the Inland Empire. Enhanced public transit services 

can attract choice riders, reducing the concentration of SOVs on key corridors or at peak travel times. 

The example often used to illustrate this point is the potential of a fully loaded transit coach taking 40 

private vehicles off the road. The sbX project and enhanced Route 90 services are Omnitrans’ most 

promising initiatives to attract choice ridership, and possibly effect a mode shift to transit. 

Transit’s Potential Impact on Air Quality 

Transportation emissions have a significant impact on regional air quality and respiratory disease, and 

upper atmosphere ozone depletion and global warming. By attracting persons away from SOV use, 

public transit can have a positive impact on air quality and respiratory health. A fully loaded bus produces 

fewer emissions per passenger trip than a SOV per passenger trip. This impact is further enhanced by 

Omnitrans’ compressed natural gas (CNG) alternative fuel policy and electric/gasoline hybrid bus 

program. 

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Enhance Economic Development 

Public transit provides access to jobs, retail concentrations and local attractions. High quality public 

transit allows employers to better fill positions and retain employees, and gives improved access to retail 

concentrations and local recreation/entertainment attractions, increasing market size and sales volumes. 

1.5 Traffic 

Traffic congestion continues to increase with population growth, low-density development and a high 

reliance on SOV use. The 2005 Urban Mobility Report 1 ranked Riverside and San Bernardino Counties 

ninth in the nation in terms of traveler delays due to congestion. Increasing traffic congestion poses two 

critical challenges for Omnitrans: 1) increased bus running times, which have a negative impact on ontime 

performance, service reliability, and ridership; and 2) finding a practical and effective role for public 

transit in a strategic effort to move travelers from SOV to High Occupancy Vehicle (HOV) use. 

Traffic congestion will continue to be a critical issue in the Omnitrans service area, resulting in longer 

regional commute times, increases in local travel times for work and non-work related trips, increases in 

parking capacity requirements, higher household travel costs, and a general deterioration of the quality of 

life. A significant mode shift to public transit will not be possible until land use development goals reflect 

an urban landscape that supports efficient and effective transit service. 

1.6 Population and Employment Growth 

Omnitrans service area population is projected to grow from 1,342,465 in FY 2004/05 to 1,427,242 in FY 

2009/10 (a 6% increase), and to 1,536,138 in FY 2014/15 (a 14% increase). During the same period, 

150,191 new jobs will be created in the Omnitrans service area. The majority of these will be created in 

the trade, transportation and utilities industries (approximately 54%) and in the office and administrative 

support sectors (approximately 26%). 

While this is healthy growth for San Bernardino’s economy, it does not necessarily translate to growth in 

Omnitrans’ market. Much of this growth will occur at the periphery of Omnitrans’ service area, in lowdensity, 

geographically dispersed business parks and subdivisions that are difficult to serve costeffectively 

with transit. And while there will be an overall net increase in employment and population, 

some of Omnitrans’ core service areas are losing jobs and people, which has contributed to the current 

decline in systemwide ridership. 

Nevertheless, Omnitrans has seen ridership increases in parts of its service area that are adding 

population and employment, and it is in such areas that future opportunities for growing ridership will 

come. Currently, high-density areas with over 7,500 people per square mile and over 5,000 jobs per 

square mile in the Omnitrans service area include: 

• Southeast Upland, south of SR-66 and north of I-10. 

• Southern Montclair, along Holt. 

• Central Rialto, south of SR-66 along Riverside Avenue. 

By 2015, these three areas will be joined by four other areas with high population and job densities earlier 

specified. These additional areas are: 

• San Bernardino, east of I-215 along Highland and Baseline. 

1 

2005 Urban Mobility Report, David Schrank and Tim Lomax, Texas Transportation Institute, (May 2005), p.12. 

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• Colton, North of I-10 along Mt. Vernon. 

• Chino, between SR-60 and Riverside Drive, east of Monte Vista and west of 

Mountain. 

• Ontario, along SR-83 near Holt. 

While the Constrained Service Plan cannot provide the resources necessary to immediately serve these 

new areas, as the Plan is implemented and Omnitrans’ financial situation improves, it may be possible to 

introduce new or restructured services from the Unconstrained Plans that address these growing areas. 

1.7 Economy 

The Omnitrans service area and the greater Inland Empire have experienced dramatic change in the last 

decade. Economic growth in job creation, retail sales and services will continue to increase, with 

population growth largely fueled by continued in-migration into the Inland Empire in search of relatively 

more affordable housing. Economic growth will create both opportunities and challenges for Omnitrans in 

the 2008-2013 SRTP timeframe. Population increases will result in increased transit ridership if 

Omnitrans can continue to develop attractive, marketable services. An expanding job market could 

reduce the pool of job seekers that Omnitrans can recruit from, and cost of living increases will in turn 

increase Omnitrans operating costs. 

1.8 Seniors and Persons with Disabilities 

Approximately 8% of the population in the Omnitrans service area are 65 years and older. The need for 

accessible transit and paratransit services and discounted fares will increase as the population ages in 

place. This trend will become more apparent as the current baby boomers reach 75 years of age, begin 

to lose their driver’s licenses, and begin to experience cognitive, locomotive and sensory impairments. 

More seniors will become members of the transportation disability population. Based on projections of 

the transportation disability population and ridership demand forecasts, and in the absence of any 

(demand management) interventions, travel demand for Access (Omnitrans’ ADA paratransit service) is 

projected to increase by approximately 36% between 2005 and 2015. However, near-term fare increases 

as well as other demand management interventions (eligibility and certification processes, booking 

policies, scheduling parameters, etc.) will mitigate this anticipated growth in Access demand. 

1.9 Financial Performance 

A number of key financial issues challenge the administration and delivery of Omnitrans service. These 

include: 

• Operating Cost Increases – The systemwide operating cost per revenue hour is 

projected to increase by 36% between FY 2006/07 and FY 2012/13. 

• High Administrative Overhead Costs – Administrative overhead costs are 

approximately 19% of the annual operating costs (based on FY 2006/07 budget 

figures). 

• Decreasing Farebox Recovery – The systemwide farebox recovery ratio has 

dropped from 22% in FY 2001/02 to 20% in FY 2005/06. Decreasing farebox 

recovery is the result of rising operating costs and declining ridership. 

Although fixed route ridership increased annually between FY 1992/93 and FY 2001/02, ridership has 

actually declined in recent years. Fixed route ridership dropped from 16,925,613 in FY 2001/02 to 

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15,420,783 in FY 2005/06 (a 9% decrease). Although increasing operating costs have a significant 

impact on farebox recovery, declining ridership exacerbates the problem. Ridership declines may be the 

result of fixed route schedule adherence issues related to increasing traffic congestion problems, and an 

increasing reliance on private vehicles in a continuing pattern of low-density development that cannot be 

effectively served by public transit. 

Rising operating and overhead costs, decreasing farebox recovery and declining ridership pose critical 

challenges to the delivery of public transit services within the initial years of the 2008-2013 Omnitrans 

SRTP. In order to help meet these challenges, it was assumed that Omnitrans will control its future 

administrative labor costs by limiting their annual increase to no more than inflation after FY 2008. 

1.10 Customer Service 

Omnitrans Customer Service has developed procedures for handling customer comments that will help: 

• Expedite the process of comments/complaints 

• Ascertain the trends to take a proactive approach 

• Ensure a response to the customer 

• Provide a centralized location for handling and processing 

• Adhere to Federal guidelines, where appropriate 

Customer Contacts are most often expressed either in a letter or a telephone call to the Information 

Office. The Information Office Clerk enters the details of the incident in the Trapeze COMM database 

which tracks all contact forms. Comments are categorized into Feedback Types which include: 

• Complaint 

• Commendation 

• Lost and Found 

• Inquiry 

• Comment/Request 

• Other 

Customer Contacts are then further segregated into Feedback Subtypes which include several 

categories. Once the Customer Contact is completely entered into Trapeze, the Contact is forwarded to 

the appropriate investigating department for investigation. The response time for a Customer Contact 

generally varies pending the response from the assigned investigating party which can be Planning, 

Operations or Marketing. 

1.11 Accomplishments 

Over the past five years, Omnitrans has worked to improve the services it provides to the public, while 

remaining as cost-efficient and environmentally sound as possible. Blending these three goals is not 

always an easy task to accomplish; however, each year Omnitrans works towards this balance with the 

well-defined goals and objectives it has in place. Despite the challenges Omnitrans has experienced 

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lately, these accomplishments indicate that the agency is capable, after a period of belt-tightening, of 

following the recommendations in this SRTP to again grow ridership. The following items by no means 

describe each and every accomplishment and event that has occurred in the past five years, but focus on 

some of the highlights. 

East Valley and West Valley LCNG Stations 

Omnitrans began operation of both its new, odorless liquefied compressed natural gas (LCNG) fueling 

stations at the San Bernardino and Montclair operations facilities by June 2002. The stations fuel the 

agency's alternatively fueled fleet of 168 buses. The East Valley station houses two 30,000 gallon 

double-walled storage tanks, and the West Valley station houses a 20,000 gallon double-walled storage 

tank. The tanks store liquefied natural gas (LNG) at -250 degrees Fahrenheit, using vacuum pressure 

and insulation to keep the fuel cold. As needed, the liquid is pumped out of the tanks and passed through 

a vaporizer, which changes the fuel from a liquid to compressed gas state for transfer to the bus fuel 

tanks. In order to keep up with approximately 18,000 gallons of fuel demand daily, and to ensure that 

tanks are "topped off," LNG is delivered to the facility via tanker truck. 

Environmental Review of Omnitrans Facilities 

In March 2004, Komex H2O Science completed a study to evaluate any potential environmental and 

health impacts of Omnitrans' three fueling facilities, located at 1700 W. Fifth Street, 234 South I Street in 

San Bernardino, and 4748 Arrow Hwy in Montclair. The study was mandated by legislation (SB1927) 

authored by State Senator Nell Soto, and its purpose was to determine whether or not Omnitrans’ fueling 

facilities pose a health threat to surrounding neighborhoods. It was found that the risk from Omnitrans 

does not exceed risk management guidelines set out by the United States Environmental Protection 

Agency and the California Environmental Protection Agency. 

Hybrid Vehicles 

In November 2002, Omnitrans put the nation’s first electric/gasoline hybrid transit bus into service. Since 

then, two additional hybrid buses have become operational. The buses utilize the latest in alternative fuel 

technology to drastically cut smog-producing emissions. 

The Omnitrans hybrid buses are the first in the United States to feature the ISE Research ThunderVolt 

TB40-H drive system. According to a study conducted by the California Air Resources Board, this system 

provides a significant reduction in smog-producing emissions, over and above both diesel and 

comparable alternatively-fueled vehicles. The final vehicle has been awarded the Air Resources Board’s 

first (and only) non-diesel hybrid certification for use as an alternative fuel system in California’s transit 

vehicles. Simply replacing one diesel bus with another that utilizes the Siemens-ISE-Ford ThunderVolt 

hybrid system (as Omnitrans’ does) has the same effect on emissions as removing more than 200 cars 

per year from the road. 

The Board’s certification opens the door to the widespread use of this electric/gasoline hybrid system, 

which combines unleaded gasoline with electricity instead of diesel or compressed natural gas (CNG). 

This combination has proven to create the lowest emission system of any type for a 40-foot vehicle. In 

terms of nitrous oxides (NOx) emissions, for example, Omnitrans’ electric/gasoline hybrid bus releases 4 

grams per mile, compared to 30 grams per mile for a diesel bus and 14.34 grams for a CNG bus. 

Similarly, when measuring particulate matter (PM) emissions, Omnitrans’ electric/gasoline hybrid bus 

releases NO measurable particulate matter, in comparison to nearly 0.25 grams per mile of emissions 

from a diesel bus, and 0.03 grams for a CNG bus. 

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Fleet Communications and GPS Procurement 

In FY 2003, Siemens Transportations Systems, Inc. was awarded the contract for the installation of a 

fleet-wide (fixed route and paratransit) communication and on-line real time management control and 

reporting/information system. The procurement included voice/data communications equipment for 

directly operated, contracted fixed route and paratransit revenue fleets, GPS technology, and automatic 

vehicle location. It also included a schedule adherence monitoring system, an audio and visual 

annunciator system that utilizes GPS technology, and automatic passenger counters. This project has 

improved service efficiencies, provided valuable and diverse data through GPS technology, assisted in 

ensuring the safety and security of its employees and passengers, aided in appropriate emergency 

response time, and enhanced communications throughout the fleet. The system’s complete installation 

date was July 1, 2007. 

Future Transit Investment Study 

A Future Transit Investment Study (FTIS) was created in FY 2003 to develop transit, and related funding, 

to meet the needs of the growing number of people and jobs in the San Bernardino Valley. The FTIS 

includes programs designed to accommodate both the expected population and employment growth, and 

an increasingly aging population. It was also the first step in identifying the future BRT corridors for the 

San Bernardino Valley. The renewal of Measure I in November 2004 was a necessary step to making 

this study a reality. 

Fontana Transcenter Expansion 

In FY 2003, Omnitrans, in coordination with the City of Fontana, completed a renovation and expansion of 

the Fontana Transcenter, located at Orange Way and Sierra Avenue in the City of Fontana. The 

renovation/expansion added four bus bays and permits easier transfers between bus routes and 

Metrolink, as now all bus transfers occur within the Transcenter, and not on the adjacent streets. More 

information on this Transcenter can be found in Appendix B. 

Chino/Ontario Agricultural Preserve Transit Plan 

In FY 2004, Omnitrans, the City of Chino, and the City of Ontario were awarded a grant by Caltrans to 

develop a specific transportation plan for the newly developing Agricultural Preserve areas of Chino and 

Ontario. This area in particular presents a unique opportunity in that it is the largest undeveloped area 

left in Southern California. By integrating transit into the initial design stages, a community can be built 

around multiple modes of transportation, giving the residents the opportunity to choose how they would 

like to travel, rather than restricting them to the automobile. As discussed in Section 4.7, integrating 

transit development into fast-growing “Hot Spots” such as this provides Omnitrans an opportunity to grow 

new ridership, even while following a fiscally conservative plan. 

The benefits of performing the transit planning tasks before development goes in is that the infrastructure 

that needs to be in place to support transit (such as right-of-way, easements, sidewalks, curb cuts and 

bus turnouts) can be planned and designed during the development review period and the engineering 

phase rather than after the fact. Advanced planning will result in fewer costs to the agencies involved and 

more expeditious delivery of service to the occupants of the area. 

Chino Transcenter 

Construction of the Chino Transcenter was completed in January 2005. This facility is located on Sixth 

Street in between Chino Avenue and D Street. It has seven bus bays with shelters, information kiosks, 

and a Coach Operator restroom facility. In February 2005, Foothill Transit Line 497 started providing 

service from the Chino Transcenter to the Chino Park-and-Ride, the City of Industry Park-and-Ride, and 

Downtown Los Angeles. The Orange County Transportation Authority (OCTA) also serves this facility, 

and the Riverside Transit Agency (RTA) may do so in the future. 

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Employee Kiosks 

During FY 2004, Omnitrans implemented Employee Kiosks throughout its East and West Valley facilities 

for the purpose of employee retention and promotion. The kiosks were funded by a grant from the 

Workforce Investment Act. Currently there are six employee kiosks. Four are located at the Omnitrans 

East Valley Facility and two are located at the West Valley Facility. The kiosks offer the opportunity for 

employees who may not work a traditional schedule (8:00 am to 5:00 pm) to communicate effectively with 

administrative staff. Employees are also able to explore promotional opportunities available within the 

agency and educational advancements. It is proposed that in the future, the kiosks will also give 

employees the opportunity to submit benefits changes electronically. In FY 2008, staff will explore the 

possibility of submitting benefit changes through the kiosks. 

September 2003 Fare Change 

In September 2003, a fare change was implemented. It had been four years since the previous fare 

structure was put in place. Within those four years, the cost of providing transit services for Omnitrans 

increased to a point that it was no longer possible to obtain a 20% farebox recovery ratio (a State 

mandate in order to continue to receive operating and capital funds). The fare change also eliminated the 

10-trip pass, but added a new 7-day pass to the system. In addition, the standard for children riding free 

was changed, so that it is no longer age-based (previously it was two children under four years of age 

rode free with a paying adult), but height-based (children under 46” now ride free). This simplified the 

boarding and payment procedures for both the coach operators and passengers. 

Access Zone Restructuring 

Also in September 2003, in conjunction with a fare change, the Access Zone system was simplified from 

39 small zones to 6 large ones. This change not only simplifies the system for passengers, but also for 

dispatchers and drivers, who need to determine the correct fare payment. 

Facility Expansion 

In March 2003, new office space was created at the Omnitrans Montclair Facility. This expansion was 

necessary to accommodate the growth that had occurred in the west end of Omnitrans service area, and 

necessary staff additions to meet this growth. With a complete overhaul, new office space, dispatch 

office, driver’s lounge, workout room, and kitchen were created. Prior to the expansion, many spaces had 

to perform double duty. Currently, the East Valley facility’s administrative area is being remodeled. 

Additional expansions are planned in the coming years, as the future Mid-Valley facility in Rancho 

Cucamonga becomes funded and additional space is required at Omnitrans’ East Valley facility in San 

Bernardino. 

Trapeze Software Implementation 

In FY 2004, Omnitrans began the process of upgrading its existing radio system to a more sophisticated 

and useful voice-data radio communication system. The existing radio system for the paratransit fleet 

(installed in 1987) and the fixed route fleet (installed in 1994) had become outdated and unreliable, and 

did not have the functionality that is possible with the use of current communications technologies. In 

addition, the system was no longer supported, as the manufacturer is no longer in the transit market. The 

new system assists in operating efficiencies, ensures appropriate emergency response and full 

compliance with the provisions of the Americans with Disabilities Act (ADA) and provides valuable data 

that can be used to analyze performance and usage. Installation of the new system was completed in FY 

2006/2007. 

July 11, 2007 9

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Bus Stop Design Guidelines Report 

Omnitrans Bus Stop Design Guidelines were submitted in September 2006 and approved by Omnitrans’ 

Board on October 4, 2006. The goal of the guidelines is to provide comfortable and convenient high 

quality facilities at bus stop locations, while considering the operational needs of Omnitrans, the 

requirements of the Americans with Disabilities Act (ADA), and public safety. These guidelines are 

intended for use by city planners, designers, traffic engineers, developers, and other public officials, and 

define the responsibilities of local jurisdictions and Omnitrans staff in the provision of transit facilities to 

the public. Bus stop spacing, placement, dimensions, signage and amenity guidelines are summarized in 

the Omnitrans Bus Stop Design Guidelines report. 

sbX 

The E Street Transit Corridor Project – Phase I Final Alternatives Analysis Report (12/07/05) 

recommended the implementation of sbX BRT service to the E Street corridor in FY 2011/12. The 

introduction of a limited stop express as a Route 2 overlay has been considered in the 2008-2013 

Omnitrans SRTP Scenarios 2 and 3 service plans to develop a market for higher speed transit along the 

E street corridor. sbX bus storage and maintenance needs have been considered in the Capital/Facilities 

Plan and Financial Plan. Implementation of sbX will require some East Valley route restructuring to 

accommodate east-west transfers to sbX. A Route 2 limited stop express (proposed Route 302) is 

recommended as a precursor to the E Street sbX in the Partially Constrained Scenario (Scenario 2, 

discussed in Chapter 12). Although Route 302 is not included in the recommended Financially 

Constrained Scenario (Scenario 1, discussed in Chapter 10), it could be considered for implementation in 

the later years of the SRTP timeframe if overall systemwide ridership and farebox revenue recovery 

improve. If implemented, Route 302 would be discontinued with the implementation of the E Street sbX. 

In addition, the reduction of Route 2 Local frequency to 30 minutes should be considered. 

1.12 Local and National Mobility Objectives 

Local Objectives 

Omnitrans mobility objectives reflect the provision of affordable and safe public transportation options to 

all residents and visitors of the San Bernardino Valley. This fundamental mobility objective is supportive 

of Federal Transit Administration objectives for public transit. 

National Objectives 

National mobility objectives are reflected in the Federal Transit Administration’s stated role for public 

transit, which includes: affordable mobility, congestion management, and supporting neighborhoods 

served by intensive transit services. 

• Affordable Mobility: Affordable mobility for all is the most fundamental reason 

for offering transit service. All transit systems provide low-cost mobility for 

people who do not, or cannot, operate a motor vehicle because of personal 

preference, low income, disability, youth or old age. An important characteristic 

of affordable mobility service is that regular access is provided to as many 

destinations as possible. 

• Congestion Management: Transit services that can compete effectively with 

the automobile are the most effective in mitigating traffic congestion. Rapid and 

direct transit services should be designed to reduce travel time. 

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• Supporting Transit-Intensive Neighborhoods: Public transit and land use 

should be integrated to support pedestrian-oriented and higher density, mixed 

land use developments. 

1.13 Role of the FY 2008-2013 SRTP 

Under Federal planning rules, transit agencies receiving federal funds are required to prepare an SRTP 

on a regular basis. Besides meeting this regulatory requirement, the purpose of this SRTP is to provide a 

service and financial plan to set Omnitrans’ priorities for the next six years from FY 2007/08 to FY 

2012/13. It provides an opportunity to re-examine transit needs based on changing demographics and 

land use patterns, changes in the relative importance of destinations within the service area that influence 

travel patterns, and funding capacity. Besides recommending operational and service design changes, 

an SRTP establishes new (or amends existing) service priorities, policies, and performance/design 

standards. 

This SRTP document is intended as a pragmatic tool to guide Omnitrans in the ongoing operation, 

planning, financing, and management of transit services in Southwestern San Bernardino County. 

1.14 SRTP Preparation Process/COA 

Figure 1-1 summarizes the 2008-2013 Omnitrans SRTP process. The 2008-2013 Omnitrans SRTP 

includes a Comprehensive Operational Assessment (COA) in support of the SRTP update. Key elements 

of the COA/SRTP include: 

• Collection and Analysis of Current Service Data – Reviewed existing transit 

and transportation studies, local general plans, regional plans, ridership counts, 

passenger survey results, scheduling and operational data, customer service 

reports, and financial reports. 

• Market and Travel Pattern Identification – Developed population projections, 

demographic profiles and travel pattern trends for 2008-2013 Omnitrans SRTP 

timeframe. 

• Stakeholder Consultation – Determined needs, issues, the perceived role for 

transit, and priorities. Stakeholders included Omnitrans Board members, 

management and staff; Amalgamated Transit Union (ATU) Local 1704 and 

International Brotherhood of Teamsters Local 166 officials; SCAG, SANBAG and 

Caltrans representatives; and administrative staff from the Omnitrans member 

communities. 

• Public Meetings – Three public meetings were held in September, 2006 to 

collect public input on issues and needs. Seven meetings were held in February 

2007 to collect public feedback on SRTP recommendations. 

• Line Segment Analysis – Stop-by-stop analysis of fixed route service by time 

period and route segment. 

• Service Evaluation – Assessment of how well Omnitrans fixed route, OmniLink 

and Access services are performing (efficiency and effectiveness). 

• Service Policy Evaluation – Reviewed existing service policies, performance 

standards and service design standards. 

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• Needs Assessment – Identified transit needs for the 2008-2013 Omnitrans 

SRTP framework from demographic and travel data review, stakeholder 

consultation and service evaluation. 

• Service Plan Preparation – Preparation of fixed route, OmniLink and Access 

service plans for three scenarios – Scenario 1: Financially Constrained, 

Scenario 2: Partially Constrained, and Scenario 3: Unconstrained. 

• Financial Plan Preparation – Performed a financial capacity analysis, 

developed a fare policy and a series of operational and capital financial plans in 

conjunction with each scenario service plan. 

• Plan Review and Approval – Recommended plan was reviewed with Omnitrans 

Board members, management and staff, and the public prior to finalization and 

approval by the Omnitrans Board. 

Figure 1-1: 2008-2013 Omnitrans SRTP Process 

1.15 Ongoing Studies and Initiatives That Will Impact This SRTP 

1.15.1 OTHER OMNITRANS STUDIES & INTIATIVES 

FY 2004 – FY 2008 Fare Policy and Implementation Plan (03/05/03) – The plan developed a series of 

fare policy objectives, and recommended fare policy and an implementation plan to guide Omnitrans fare 

policy decisions over the period FY 2003/04 to FY 2007/08. The development of the 2008-2013 

Omnitrans SRTP Financial Plan included a review and assessment of the FY 2004 – FY 2008 Fare Policy 

and Implementation Plan recommendations in the finalization of a fare policy. 

The Systemwide Transit Corridor Plan for the San Bernardino Valley – The plan identified seven key 

transit corridors for the introduction of higher quality transit service (higher frequency, express or BRT 

services) to attract choice riders and effect a positive transit mode shift. Major transit corridors include 

Corridor 1 (E Street), Corridor 2 (Foothill East), Corridor 3 (Foothill West), Corridor 4 (Mountain & Euclid), 

Corridor 5 (San Bernardino Avenue), Corridor 6 (Holt & Fourth Street), and Corridor 7 (Grand & Edison). 

Corridor 1 was identified as the highest priority corridor with the planned implementation of the E Street 

July 11, 2007 12

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sbX in FY 2010/11. The remaining corridors form the framework for the establishment of a base 2 fixed 

route network, with the possible introduction of limited stop or full express services as a precursor to sbX 

network expansion. See Section 5.1 for more detail about the plan. 

Evaluation of Omnitrans’ Administrative Operations Final Report (01/23/06) – The project reviewed 

the internal controls of Omnitrans procurement, finance, human resources and information management 

processes and implementation of prior recommendation, and developed a series of 37 corrective 

recommendations. 

FY 2003-2005 Triennial Performance Audit of Omnitrans (05/06) – The audit recommended the 

improvement of farebox recovery and the development of more productive services in the 2008-2013 

Omnitrans SRTP. Both are considered critical issues in the current SRTP. 

Multi-Dimensional Benchmarking – Transit System Cost and Performance (2006) – This study 

involved a comparative analysis of Omnitrans’ cost and performance for the period 1998 through 2005 

based on research of over 100 western United States transit systems reporting data to the National 

Transit Database (NTD). This study recommended that Omnitrans do the following: identify potential 

areas of cost reduction that need additional management focus; set realistic strategic and cost 

performance targets; and negotiate quantitative performance targets for the management team. With 

respect to the 2008-2013 Omnitrans SRTP recommendation to reduce operating costs, Omnitrans staff is 

currently addressing the recommendations from the Multi-Dimensional Benchmarking Study. 

Review of Ontario Mills Bus Stop Accessibility and Safety (08/06/06) – Recommendations to improve 

accessibility and passenger amenities at the Ontario Mills Mall bus stop were provided to the mall owner 

and are under consideration. 

User Intercept Survey of Omnitrans Riders at the Ontario Mills Mall Final Report (06/27/06) – A key 

finding concluded that 63% of passengers using the Ontario Mills Mall transfer site were going to the mall 

and not transferring to another bus. Only 37% of the respondents used the site as a transfer site. This 

suggests the potential staggering of bus arrival/departure times to reduce bus and passenger congestion 

at this location. 

On-Board User Intercept Surveys of Omnitrans Riders (08/31/06) – In a SANBAG-funded project, a 

weekday, on-board survey of Omnitrans fixed route riders and a mail-back intercept survey of OmniLink 

and Access riders were conducted by Omnitrans. A total of 4,055 completed fixed route questionnaires 

and 165 completed demand-response questionnaires were returned. Findings provide a recent overview 

of transit travel patterns and rider profiles for Omnitrans fixed route and demand-response services. Key 

fixed route origins and destinations included home, work and school. Sixty-six percent of fixed route 

riders were aged 22 to 49, the majority have low incomes (53% of respondents cite annual incomes of 

less than $20,000), and the majority are transit-dependent (only 15% cite the availability of an automobile 

for the trip surveyed). Key trip origins and destinations for OmniLink and Access riders were home and 

work. The majority of demand-response riders are 40 or older (70%) and have low incomes (64% report 

an annual income of less than $20,000). Almost all of the demand-response riders (95%) have a 

disability. Of those riders with a disability, 55% have a disability that affects their mobility. 

San Bernardino Transcenter Project – Upon completion of the land acquisition, which is currently 

underway, Omnitrans will begin to construct the San Bernardino Transcenter at Rialto and E Street. This 

new facility will serve as a multi-modal hub for Omnitrans’ sbX, fixed route, regional bus, Metrolink, and 

Redlands Passenger Rail services. The new San Bernardino Transcenter will replace the Fourth Street 

Transit Mall. The new San Bernardino Transcenter site straddles the Redlands Subdivision to the 

immediate west of E Street and to the immediate south of Rialto Avenue. This new facility will improve 

Omnitrans service connections in Downtown San Bernardino. Transit-oriented development (TOD) 

2 

Base routes are the core routes in the transit system, operating in a straight-line route structure on the main arterial roads 

throughout the service area. They are oriented as much as possible to the main travel destinations and corridors, and form a grid 

route network that can provide a basic level of mobility to residents. 

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associated with the new Transcenter will also act as a trip generator and attractor for Omnitrans routes 

serving Downtown San Bernardino. Omnitrans routing in Downtown San Bernardino will have to be 

restructured to accommodate this new site. Individual route running times and schedules will also have to 

be adjusted. 

Planned Yucaipa Transcenter – The new Yucaipa Transcenter is scheduled to open in FY 2007/08 and 

will serve as the eastern terminus for Omnitrans fixed route services. This off-street facility will have eight 

bus bays and accommodate higher-capacity 60-foot articulated buses. Yucaipa is currently served by 

Omnitrans Routes 8 and 9 and OmniLink service. The new Yucaipa Transcenter can serve as a transfer 

site between Omnitrans fixed route services and Yucaipa OmniLink service, and could eventually 

accommodate regional connections if service extensions from neighboring Riverside County are 

warranted. The new Transcenter could also accommodate new bus feeder services to the planned 

Redlands Passenger Rail service. 

Planned Chaffey College Transcenter – The Chaffey College Transcenter is still in the initial planning 

stages and will eventually serve as a terminus for north-south services in the Western Valley and for 

potential limited stop commuter services operating along I-210 in the future. 

1.15.2 OTHER PLANNING INITIATIVES 

I-210 Completion (FY 2007/08) – When completed in FY 2007/08, I-210 (also known as the Foothill 

Freeway) will provide an eight lane east-west freeway through the San Bernardino County cities of San 

Bernardino, Rialto, Fontana, Rancho Cucamonga, and Upland, with access into Los Angeles County. 

With a carpool lane in each direction, I-210 provides a strategic alignment for the Foothill East and 

Foothill West Transit Corridors for future sbX expansion. West Valley segments of I-210 could also be 

used to avoid operation along congested arterials as higher speed Metrolink feeders are considered in 

the future in conjunction with residential development north of I-210. 

Redlands Passenger Rail – Redlands Passenger Rail is a planned passenger rail service between the 

planned San Bernardino Transcenter and the City of Redlands along the Redlands Subdivision. On April 

4, 2007, the SANBAG Board authorized additional studies that would examine the potential for this 

service. The introduction of this rail commute service will impact east-west Omnitrans ridership in the 

East Valley and also require East Valley service restructuring as feeders around the series of nine 

possible Redlands Passenger Rail stations. TOD development proposed around each station will 

concentrate densities and activities, potentially generating increased local transit demand. Shuttle 

service between specific stations and San Bernardino International Airport, Loma Linda Medical 

University and Medical Center, Loma Linda VA Hospital, University of Redlands, Crafton Hills College and 

the planned Yucaipa Transcenter may be warranted. With the exception of the initial San Bernardino 

Transcenter development, Redlands Passenger Rail Plan impacts are anticipated to occur beyond the 

2008-2013 Omnitrans SRTP timeframe. 

1.16 Distribution of the SRTP 

As the guiding document for the development of the Omnitrans’ transit services, the SRTP will be widely 

distributed throughout the service area and beyond. The region’s planning and programming agencies 

(SANBAG and SCAG) need the SRTP for their programming and administrative activities. Neighboring 

transit systems such as RTA, LACMTA, and OCTA will make use of the document as they plan 

coordination and interaction with Omnitrans services and facilities. Member cities will use the document 

to help with their review of future developments and compilation of their capital improvement programs. 

Existing and future riders will find the SRTP to be a valuable source of information for their travel, 

housing, and employment choices. To maximize the availability of the SRTP, the document will be 

available in several forms, including on-line at the Omnitrans website, on CDs, and hard copies. 

With this wide array of use in mind, the SRTP will be distributed to the following parties. 

July 11, 2007 14

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2. EXISTING OMNITRANS TRANSIT SERVICES 

2.1 System Description 

Under authority of Title 1, Division 7, Chapter 5, as amended, of the Government Code of the State of 

California, Omnitrans was created in 1976 by a Joint Powers Agreement (JPA) among the County of San 

Bernardino and the cities of Chino, Colton, Fontana, Loma Linda, Montclair, Ontario, Redlands, Rialto, 

San Bernardino and Upland. Since that time, five additional cities (Chino Hills, Highland, Grand Terrace, 

Rancho Cucamonga, and Yucaipa) have joined and make up the current JPA. (See Chapter 1 for 

complete list of JPA members.) Omnitrans was created primarily to provide a standardized system of 

fares, a universal system of transfers, and expanded transit services and facilities for the benefit of the 

residents of its members. 

Contracted services are currently provided by the private transportation company First Transit. Effective 

July 1, 2006, First Transit is responsible for the operations of both Access and OmniLink services under a 

single, three-year service agreement, with two optional single year extensions. 

2.2 Fixed Route Service 

2.2.1 DEFINITION OF FIXED ROUTE SERVICE 

Omnitrans’ fixed route transit system provides scheduled, general public service along planned, 

predetermined routes in accordance with established frequencies. Those frequencies are generally 

based on passenger volumes: enough people have to ride each bus so that productivity and farebox 

recovery standards are met. 

2.2.2 SERVICE CHARACTERISTICS 

Omnitrans operates 29 fixed bus routes, including 17 routes in the East Valley (east of I-15), 11 routes in 

the West Valley (west of I-15), and 1 regional express route to the City of Riverside. The following 

provides a route by route description. Figure 2-1 provides an overview of Omnitrans fixed route service 

(for a larger version of the map, see Appendix H). Figure 2-2 provides a service span summary by route. 

Figure 2-3 provides a fleet summary by route. 

July 11, 2007 16

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Figure 2-1: Fixed Route Service (as of July 1, 2007) 

July 11, 2007 17

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Route 

Count 

Figure 2-2: Omnitrans Fixed Route Service Span Summary by Route (as of July 1, 2007) 

Route 

Route Name 

Service Hours 

Weekday Saturday Sunday 

FIXED ROUTE EAST VALLEY 

1 1 ARMC - San Bernardino - Del Rosa 4:38 - 22:49 6:32 - 19:25 6:32 - 19:25 

2 2 Cal State - E Street - Loma Linda 4:21 - 22:41 6:35 - 20:02 6:32 - 19:30 

3 3 Baseline - Highland - San Bernardino 4:34 - 23:30 6:04 - 19:15 6:04 - 19:15 

4 4 Baseline - Highland - San Bernardino 4:35 - 22:56 6:25 - 19:26 6:25 - 19:10 

5 5 San Bernardino - Del Rosa - Cal State 4:47 - 22:25 6:28 - 19:25 6:38 - 19:25 

6 7 N. San Bernardino - Sierra Way - San Bernardino 5:11 - 19:52 6:50 - 18:50 7:30 - 18:00 

7 8 San Bernardino - Mentone - Yucaipa 4:43 - 21:15 6:43 - 19:20 8:05 - 19:00 

8 9 San Bernardino - Redlands - Yucaipa 4:13 - 22:44 5:13 - 22:48 7:05 - 18:48 

9 10 Fontana - Baseline - San Bernardino 5:10 - 20:15 6:20 - 19:25 7:20 - 18:15 

10 11 San Bernardino - Muscoy - Cal State 5:25 - 22:43 6:58 - 19:22 7:25 - 19:22 

11 14 Fontana - Foothill - San Bernardino 3:48 - 23:07 6:05 - 21:45 6:05 - 19:35 

12 15 Fontana - San Bndo/Highland - Redlands 5:05 - 22:44 6:35 - 19:58 6:35 - 19:28 

13 19 Redlands - Colton - Fontana 4:50 - 22:35 6:00 - 19:35 5:15 - 19:00 

14 20 Fontana Metrolink - Via Hemlock - Kaiser 4:57 - 21:42 6:27 - 18:27 6:57 - 17:57 

15 22 North Rialto - Riverside Ave - ARMC 4:30 - 22:08 7:30 - 19:17 6:55 - 19:45 

16 28 Southridge - Slover Ave - Kaiser 

6:02 - 8:56 

No service 

16:02 - 18:52 

No service 

17 29 Bloomington - Valley Blvd - Kaiser 6:45 - 18:35 7:45 - 18:35 No service 

18 90 Inland Empire Connection 4:05 - 22:45 6:35 - 22:25 7:05 - 19:30 

FIXED ROUTE WEST VALLEY 

19 60 Ont Conv Cntr - Chaffey College - Ont Mills 4:40 - 21:50 6:40 - 19:20 6:40 - 19:20 

20 61 Fontana - Ontario Mills - Pomona 4:20 - 23:06 5:50 - 22:14 6:02 - 19:53 

21 62 Montclair - Ontario - Chino 5:26 - 22:00 6:48 - 19:19 6:48 - 19:19 

22 63 Chino - Ontario - Upland 5:45 - 21:43 6:45 - 18:42 6:45 - 19:41 

23 65 Montclair - Chino Hills 4:50 - 22:49 6:20 - 19:14 6:20 - 18:22 

24 66 Fontana - Foothill - Montclair 4:19 - 23:22 5:46 - 22:16 5:51 - 19:36 

25 67 Ontario - Baseline - Fontana 5:35 - 20:20 6:35 - 19:15 6:35 - 19:17 

26 68 Chino - Montclair - Chaffey College 4:49 - 22:39 6:05 - 19:25 No service 

27 70 Ontario - Creekside - Ontario Mills 6:35 - 21:21 6:45 - 18:29 6:45 - 18:29 

28 71 Kaiser - South Ridge - Rancho Cucamonga 4:51 - 21:48 6:35 - 20:23 6:35 - 18:48 

29 75 Ontario - Via Francis - Ontario Mills 

6:05 - 9:00 

No service 

15:05 - 18:00 

No service 

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Route 

Count 

Route 

Figure 2-3: Fixed Route Fleet (as of July 1, 2007) 

Route Name 

Peak Fleet 


1 1 ARMC - San Bernardino - Del Rosa 7 3 3 

2 2 Cal State - E Street - Loma Linda 10 7 7 

3 3 Baseline - Highland - San Bernardino CCW 5 5 5 

4 4 Baseline - Highland - San Bernardino CW 5 5 5 

5 5 San Bernardino - Del Rosa - Cal State 4 4 2 

6 7 N. San Bernardino - Sierra Way - San Bernardino 3 2 2 

7 8 San Bernardino - Mentone - Yucaipa 3 3 1.5 

8 9 San Bernardino - Redlands - Yucaipa 3 3 1.5 

9 10 Fontana - Baseline - San Bernardino 4 2 2 

10 11 San Bernardino - Muscoy - Cal State 4 4 2 

11 14 Fontana - Foothill - San Bernardino 8 7 7 

12 15 Fontana - San Bdno/Highland - Redlands 8 8 4 

13 19 Redlands - Colton - Fontana 7 4 4 

14 20 Fontana Metrolink - Via Hemlock - Kaiser 2 2 1 

15 22 North Rialto - Riverside Ave - ARMC 4 4 2 

16 28 Southridge - Slover Ave - Kaiser 1 No service No service 

17 29 Bloomington - Valley Blvd - Kaiser 1 1 No service 

18 90 Inland Empire Connection 2 2 2 

East Valley Peak Fleet - Sub Total 81 66 51 

EV Spares 18 18 18 

EV Spare Ratio 22% 27% 35% 

19 60 Ont Conv Cntr - Chaffey College - Ont Mills 3 3 3 

20 61 Fontana - Ontario Mills - Pomona 14 14 14 

21 62 Montclair - Ontario - Chino 5 3 3 

22 63 Chino - Ontario - Upland 4 2 2 

23 65 

65A Montclair - Chino Hills Via Chino Ave 

65B Montclair - Chino Hills via Edison Ave 

4 2 2 

24 66 Fontana - Foothill - Montclair 11 6 6 

25 67 Ontario - Baseline - Fontana 3 3 3 

26 68 Chino - Montclair - Chaffey College 7 3 

27 70 Ontario - Creekside - Ontario Mills 2 2 2 

28 71 Kaiser - South Ridge - Rancho Cucamonga 3 3 3 

29 75 Ontario - Via Francis - Ontario Mills 1 No service No service 

West Valley Peak Fleet - Sub Total 57 41 38 

WV Spares 10 10 10 

WV Spare Ratio 18% 24% 26% 

Total Fixed Route Peak Fleet 138 107 89 

Total Fixed Route Spares 28 28 28 

Total Fixed Route Service Fleet 166 135 117 

Total Spare Ratio 20% 26% 31% 

Surplus 5 5 5 

Energy Contingency Fleet (up to seven buses) 7 7 7 

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East Valley Base Route Description 

The East Valley (east of I-15) has nine base routes, eight local routes and one express route, using 81 inservice 

buses to cover the cities of Colton, Fontana, Grand Terrace, Highland, Loma Linda, Redlands, 

Rialto, San Bernardino, and Yucaipa. 

Base Route 1: ARMC-San Bernardino-Del Rosa – This East Valley base route serves Colton and San 

Bernardino. It provides 15-30 minute daytime and 30-minute evening service on weekdays, and 30-60 

minute daytime service on weekends. On weekdays, the south section in Colton provides 15-minute 

service all day in the Valley/Mt. Vernon corridor between the Arrowhead Regional Medical Center and the 

Fourth Street Transit Mall in downtown San Bernardino. The north section in San Bernardino provides 

30-minute service in the Waterman corridor between the Transit Mall and Del Rosa. When considering 

Route 5 in the Waterman corridor, the corridor receives a combined 10-20 minute service on weekdays 

and 20-minute service on weekends. Popular destinations along this route include: Aquinas, Sierra, and 

Colton High Schools; St. Bernardine Medical Center and Arrowhead Regional Medical Center; San 

Bernardino City Hall and DMV; San Bernardino Valley College; and Carousel Mall. The Transcenters 

served by this route are the Fourth Street Transit Mall and the Arrowhead Regional Medical Center 

Transcenter. 

Base Route 2: Cal State-E Street-Loma Linda – This East Valley base route serves Loma Linda and 

San Bernardino. It provides 15-minute daytime service and 30-minute evening service on weekdays, and 

20-minute weekend daytime service. Popular destinations along this route include: Cal State San 

Bernardino and Loma Linda University; Loma Linda and San Bernardino City Halls; Cajon and San 

Bernardino High Schools, Loma Linda Academy, and the San Bernardino Adult School; Loma Linda 

University Medical Center and the Veteran’s Administration; the Route 66 Museum; the San Bernardino 

Stadium; the Hall of Records; the Ronald McDonald House; and the Carousel and Inland Center Malls. 

The Transcenters served by this route are the Fourth Street Transit Mall and the Inland Center Mall 

Transcenter. 

Base Routes 3/4: Baseline-Highland-San Bernardino – These East Valley base routes serve the 

Baseline East and Highland East corridors out of the Fourth Street Transit Mall in downtown San 

Bernardino. The routes provide 20-minute daytime and 30-minute evening service on weekdays and 20- 

minute daytime service on weekends. Popular destinations along these routes include: Patton Hospital, 

Beaver Medical Clinic, San Bernardino Community Hospital, Ballard Rehab Center, St. Bernardine 

Medical Center; Target and Wal*Mart; and San Bernardino High School. The Transcenter served by 

these routes is the Fourth Street Transit Mall. 

Base Route 10: Fontana-Baseline-San Bernardino – This East Valley base route serves the Baseline 

East/Citrus corridor between downtown San Bernardino and the Fontana Metrolink Station. It provides 

30-minute daytime service on weekdays and 60-minute daytime service on weekends. Popular 

destinations along this route include: AB Miller, Eisenhower, and Arroyo Valley High Schools; and the 

Carousel Mall. The Transcenters served by this route are the Fourth Street Transit Mall and the Fontana 

Metrolink Station Transcenter. 

Base Route 14: Fontana-Foothill-San Bernardino – This East Valley base route serves the Foothill 

East corridor between the Fourth Street Transit Mall and the Fontana Metrolink Station. It provides 15- 

minute daytime and 30-60 minute evening service Monday – Sunday. Popular destinations along this 

route include: the Fontana and San Bernardino City Halls; the San Bernardino Senior Center; and 

Carousel Mall. The Transcenters served by this route are the Fontana Metrolink Station Transcenter and 

the Fourth Street Transit Mall. 

Base Route 15: Fontana-San Bernardino/Highland-Redlands – This East Valley base route serves 

the Merrill, Baseline and Orange corridors between the Fontana Metrolink Station and Redlands Mall 

Transcenter. It provides 30-minute daytime and evening service on weekdays, 30-minute daytime 

service on Saturdays, and 60-minute daytime service on Sundays. Popular destinations along this route 

include: the San Bernardino County Court Building; Carousel Mall, Redlands Mall, and Citrus Plaza; the 

July 11, 2007 20

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San Bernardino Stadium; the Jerry Lewis Community Center; TEAM House; Rialto High School; and San 

Bernardino Valley College. The Transcenters served by this route are the Fourth Street Transit Mall, 

Redlands Mall Transcenter, and the Fontana Metrolink Station Transcenter. 

Base Route 19: Redlands-Colton-Fontana – This East Valley base route serves the San Bernardino 

corridor in Fontana between the South Fontana Transcenter and the Arrowhead Medical Center, and 

through Colton and Loma Linda to the Redlands Mall via Barton/Redlands Blvd. It provides 30-minute 

daytime and evening service on weekdays, and 60-minute daytime service on weekends. Popular 

destinations along this route include: Kaiser Hospital, Arrowhead Regional Medical Center, Kaiser Clinic, 

the VA Hospital, and the Loma Linda Medical Center; Colton City Hall; and Wal*Mart, Citrus Plaza, and 

Redlands Mall. The Transcenters served by this route are the South Fontana Transcenter, Redlands Mall 

Transcenter, and the Arrowhead Regional Medical Center Transcenter. 

Base Route 22: North Rialto-Riverside-ARMC – This East Valley base route serves the Riverside 

corridor between North Rialto and the Arrowhead Medical Center in Colton. It provides 30-minute 

daytime and evening service on weekdays, 30-minute daytime service on Saturdays, and 60-minute 

daytime service on Sundays. Popular destinations along this route include: Kolb Jr. High School; Carter 

and Eisenhower High Schools; the Rialto Civic Center; Wal*Mart; and Arrowhead Regional Medical 

Center. The Transcenter served by this route is Arrowhead Regional Medical Center Transcenter. 

East Valley Local Route Description 

Local Route 5: San Bernardino-Del Rosa-Cal State – This East Valley local route provides Northeast 

San Bernardino with 30-minute daytime and evening service on weekdays, 30-minute daytime service on 

Saturdays, and 60-minute daytime service on Sundays. Popular destinations along this route include: 

Cal State San Bernardino; Pacific and Cajon High Schools; and the San Bernardino post office. The 

Transcenter served by this route is the Fourth Street Transit Mall. 

Local Route 7: North San Bernardino-Sierra Way-San Bernardino – This East Valley local route 

serves the Sierra Way/Northpark/Kendall corridor between downtown San Bernardino and North San 

Bernardino and Cal State. It provides 30-60 minute daytime service on weekdays and 60-minute daytime 

service on weekends. On weekdays, the Kendall section north of the University has 60-minute service. 

The Northpark section serving the University has 60-minute service. The Sierra Way section has 30- 

minute service. Popular destinations along this route include: Cal State San Bernardino; Cajon High 

School; the Norman Feldheym Library in San Bernardino; Al Guhin Park; and Carousel Mall. The 

Transcenter served by this route is the Fourth Street Transit Mall. 

Local Route 8: San Bernardino-Mentone-Yucaipa – This East Valley local route operates out of the 

Fourth Street Transit Mall and serves the Tippecanoe corridor in San Bernardino, the Redlands corridor in 

Loma Linda, the Mentone corridor in Redlands and the Yucaipa corridor in Yucaipa. It provides 60- 

minute daytime service on weekdays and Saturdays, and 120-minute daytime headways on Sundays. 

Popular destinations along this route include: the Loma Linda post office; Redlands Mall; Crafton Hills 

College; and Yucaipa High School. The Transcenters served by this route are the Fourth Street Transit 

Mall and Redlands Mall Transcenter. 

Local Route 9: San Bernardino-Redlands-Yucaipa – This East Valley local route operates out of the 

Fourth Street Transit Mall and serves the Waterman corridor in San Bernardino, the Barton corridor in 

Loma Linda, the Citrus corridor in Redlands, and the Yucaipa corridor in Yucaipa. It provides 60-minute 

daytime and evening service on weekdays, 60-minute daytime service on Saturdays and 120-minute 

daytime service on Sundays. Popular destinations along this route include: the San Bernardino County 

Health Department; the Carousel and Redlands Malls; the Loma Linda post office; Loma Linda Medical 

Center and the VA Hospital; Yucaipa and Redlands High Schools; and Crafton Hills College. The 

Transcenters served by this route are the Fourth Street Transit Mall and Redlands Mall Transcenter. 

Local Route 11: San Bernardino-Muscoy-Cal State – This East Valley local route serves Muscoy and 

Cal State from the Fourth Street Transit Mall. It provides 30-minute daytime and evening service on 

July 11, 2007 21

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weekdays, 30-minute daytime service on Saturdays and 60-minute daytime service on Sundays. Popular 

destinations along this route include: Cal State San Bernardino; Carousel Mall; the San Bernardino Civic 

Center; San Bernardino Community Hospital; and the Greyhound Depot. The Transcenter served by this 

route is the Fourth Street Transit Mall. 

Local Route 20: Fontana Metrolink-Hemlock-Kaiser – This East Valley local route serves the Merrill 

and Randall corridors between the Fontana Metrolink Station and the South Fontana Transcenter. It 

provides 30-minute daytime and evening service on weekdays, 30-minute daytime service on Saturdays, 

and 60-minute daytime service on Sundays. Popular destinations along this route include: the Fontana 

DMV; Kaiser Hospital; and Fontana High School. The Transcenters served by this route are the South 

Fontana Transcenter and the Fontana Metrolink Station Transcenter. 

Local Route 28: South Ridge-Slover Ave-Kaiser – This East Valley local route serves the South Ridge 

community and the Slover corridor between Banana & Mulberry and the South Fontana Transcenter. It 

provides 60-minute daytime service during peak hours on weekdays and no service on weekends. 

Popular destinations along this route include: Kaiser Hospital; and Kaiser High School. The Transcenter 

served by this route is the South Fontana Transcenter. 

Local Route 29: Bloomington-Valley Blvd-Kaiser – This East Valley local route circulates through 

Bloomington and connects it to the South Fontana Transcenter at Kaiser Hospital. It provides 60-minute 

daytime service on weekdays and Saturdays, and no service on Sundays. Popular destinations along 

this route include: Kaiser Hospital; Bloomington High School; and Bloomington Jr. High School. The 

Transcenter served by this route is the South Fontana Transcenter. 

East Valley Regional Express Route Description 

Express Route 90: Inland Empire Connection – This East Valley express route provides 30-minute 

service all day on weekdays and Saturdays, and 30-minute daytime service on Sundays between the 

Fourth Street Transit Mall and RTA Downtown Terminal via I-215. Popular destinations along this route 

include: San Bernardino City Hall; Kaiser Hospital, Arrowhead Regional Medical Center; and the 

Carousel Mall. The Transcenter served by this route is the Fourth Street Transit Mall. 

West Valley Base Route Description 

The West Valley (west of I-15) has six base routes and five local routes, using 57 in-service buses to 

cover the cities of Chino, Chino Hills, Montclair, Ontario, Rancho Cucamonga, and Upland. 

Base Route 61: Fontana-Ontario Mills-Pomona – This West Valley base route serves the Holt/San 

Bernardino corridor through Ontario and the Airport, and South Rancho Cucamonga between the 

Pomona Transcenter, the Ontario Transcenter and South Fontana Transcenter. It provides 15-minute 

daytime and 30-minute evening service on weekdays and Saturdays, and 15-minute daytime service on 

Sundays. Popular destinations along this route include: the Ontario Civic Center; Kaiser Hospital; West 

Valley Detention Center; Ontario Airport; Cucamonga Guasti Regional Park; the Indian Hills and Ontario 

Mills Malls; and the Ontario Convention Center. The Transcenters served by this route are the South 

Fontana Transcenter, the Ontario Transcenter, the Ontario Airport Transcenter, the Pomona Transcenter, 

and the Ontario Mills Mall Transcenter. 

Base Route 62: Montclair-Ontario-Chino – This West Valley base route serves the Chino/Euclid 

corridor between the Chino Transcenter and the Ontario Transcenter, the Mountain/5 th corridor between 

the Ontario Transcenter and the Montclair Transcenter, and the Mountain corridor between the Montclair 

Transcenter and 19 th in North Upland. It provides 30-minute daytime and evening service on weekdays 

and 60-minute daytime service on weekends. Popular destinations along this route include: Chaffey 

High School; Kmart; the Ontario and Chino Civic Centers; and Montclair Plaza. The Transcenters served 

by this route are the Montclair Transcenter, the Ontario Transcenter, the Chino Transcenter, and the 

Montclair Plaza Transcenter. 

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Base Route 65A/B: Montclair-Chino Hills – This West Valley base route serves the Central corridor in 

Montclair between the Montclair Transcenter and the Chino Transcenter, the Chino and Edison corridors 

south of the Chino Transcenter, and Chino Hills by means of a one-way loop through Los Serranos. The 

combined A and B branches in the Central corridor and Chino Hills provide an average 30-minute 

daytime and evening service on weekdays, and an average 60-minute service on weekends. On 

weekdays, the Central corridor section has 30-minute service on average. The Chino Avenue section 

served by 65A and the Edison Avenue section served by 65B each have 60-minute service. The Los 

Serranos loop has 30-minute service on average. On weekends, the route provides 60-120 minute 

service. Popular destinations along this route include: Montclair Plaza; Chino Town Square and City 

Hall; Chino Community Hospital, U.S. Family Care Hospital; the California Institute For Men; Don Lugo 

High School; the Montclair Civic Center; and Chino Hills Marketplace. The Transcenters served by this 

route are the Montclair Transcenter, the Chino Transcenter, and the Montclair Plaza Transcenter. 

Base Route 66: Fontana-Foothill-Montclair – This West Valley base route serves the Foothill corridor 

between the Fontana Metrolink Station and Montclair Transcenter. On weekdays, the route provides 15- 

minute daytime service and 30-minute evening service. On Saturdays, the route provides 30-minute 

daytime service and 60-minute evening service. On Sundays, the route provides 30-minute daytime 

service. Popular destinations along this route include: Montclair Plaza; Upland High School; San Antonio 

Hospital, Rancho San Antonio Medical Center; Victoria Gardens; Rancho Cucamonga Justice Center; 

Foothill Marketplace; and Epicenter Stadium. The Transcenters served by this route are the Montclair 

Transcenter, the Montclair Plaza Transcenter, and the Fontana Metrolink Transcenter. 

Base Route 67: Ontario-Baseline-Fontana – This West Valley base route serves the Baseline corridor 

between the Fontana Metrolink Station and Euclid in Fontana, and the Euclid corridor in Ontario between 

Baseline and the Ontario Transcenter. It provides 60-minute service during the daytime seven days a 

week. Popular destinations along this route include: Alta Loma, Etiwanda, and Rancho Cucamonga High 

Schools; Etiwanda Intermediate; and the Ontario Civic Center. The Transcenters served by this route are 

the Ontario Transcenter and the Fontana Metrolink Transcenter. 

Base Route 68: Chino-Montclair-Chaffey College – This base route in the West Valley serves the 

Chino Transcenter and the Ramona corridor to the Montclair Transcenter, and the Arrow/Haven corridor 

in Upland to Chaffey College. On weekdays, the route provides 30-minute daytime service and 60- 

minute evening service. On Saturdays, it provides 60-minute service. Popular destinations along this 

route include: Montclair Plaza; Montclair High School; the Upland Civic Center; San Antonio Hospital, 

Kaiser Clinic; San Bernardino County offices; the Rancho Cucamonga Justice Center; and Chaffey 

College. The Transcenters served by this route are the Montclair Transcenter, the Chino Transcenter, 

and the Montclair Plaza Transcenter. 

West Valley Local Route Description 

Local Route 60: Ontario Convention Center-Chaffey College-Ontario Mills – This West Valley local 

route serves the Vineyard and Milliken/Day Creek corridors in Rancho Cucamonga between the Ontario 

Convention Center, Chaffey College and Ontario Mills. The route provides 60-minute service all day, 

Monday – Sunday. Popular destinations along this route include: Chaffey College; Victoria Gardens; 

Ontario Mills Mall; and Alta Loma High School. The Transcenter served by this route is the Ontario Mills 

Mall Transcenter. 

Local Route 63: Chino-Ontario-Upland – This West Valley local route serves the Campus corridor in 

Upland between the San Antonio Hospital and the Ontario Transcenter, and the Mountain/Riverside 

corridor in Ontario and Chino between the Ontario Transcenter and the Chino Transcenter. Both sections 

of the route have 30-minute service all day on weekdays, and 60-minute service on weekends. Popular 

destinations along this route include: San Antonio Medical Center and Chino Community Hospital; the 

Ontario and Chino Civic Centers; Kmart; and Ontario High School. The Transcenters served by this route 

are the Ontario Transcenter and the Chino Transcenter. 

July 11, 2007 23

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Local Route 70: Ontario-Creekside-Ontario Mills – This West Valley local route serves the 

Walnut/Riverside corridor in Ontario between the Ontario Transcenter and Ontario Mills Mall. It provides 

60-minute service all day, Monday – Sunday. Popular destinations along this route include the Ontario 

Civic Center and the Ontario Mills Mall. The Transcenters served by this route are the Ontario 

Transcenter and the Ontario Mills Mall Transcenter. 

Local Route 71: Kaiser-South Ridge-Rancho Cucamonga – This West Valley local route serves the 

Haven/Milliken corridor in Ontario and San Sevaine in Riverside, and the Jurupa/Sierra corridor in 

Fontana to the Fontana Metrolink Station. The route provides 60-minute service all day, Monday – 

Sunday. Popular destinations along this route include: Kaiser High School; Kaiser Hospital; and Ontario 

Mills Mall. The Transcenters served by this route are the South Fontana Transcenter, the Ontario Mills 

Mall Transcenter, and the Fontana Metrolink Transcenter. 

Local Route 75: Ontario-Via Francis-Ontario Mills – This West Valley local route serves the 

Philadelphia/Francis corridor in Ontario between the Ontario Transcenter and Ontario Mills Mall during 

peak periods only. It provides 60-minute service during the peak period on weekdays. Popular 

destinations along this route include the Ontario Civic Center and Ontario Mills Mall. The Transcenters 

served by this route are the Ontario Transcenter and the Ontario Mills Mall Transcenter. 

2.2.3 FLEET 

Omnitrans currently operates a fleet of 166 fixed route vehicles with a current peak hour bus pullout of 

138. Figure 2-4 provides information related to the different coach types currently in Omnitrans’ fleet. In 

addition to its Revenue Vehicle fleet, Omnitrans also has an original 1958 GM TDH 4801, which has been 

restored with Omnitrans original paint scheme and logo and is used for local events. Also shown in 

Figure 2-4 is one of the three hybrid electric buses currently in active service. A detailed list of current 

Omnitrans Revenue Vehicles can be found in Appendix A. 

Figure 2-4: Fixed Route Revenue Vehicle Summary (2007) 

Vehicle Type 

Manufacture 

Date 

Number 

in Fleet 

Vehicle 

Length (Ft.) 

Seats 

Available Fuel Type 

New Flyer 2000 - 2005 127 39.9 - 40.8 37 CNG 

Orion 1996 24 40.8 37 CNG 

TMC 1994 10 40.0 - 40.3 37 Diesel 

New Flyer 

Gas / 

2000 3 40.8 37 

Hybrid 

Electric 

Thomas 2003 12* 32.9 37 CNG 

* Five Thomas coaches are part of the active fleet; seven are assigned to the contingency fleet (see Section 5.11.2) 

Source: Omnitrans Comprehensive Operational Assessment & Short Range Transit Plan Capital 

Improvement Plan 

July 11, 2007 24

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Transcenters 

2.2.4 FACILITIES 

Transcenters are a key component of Omnitrans service. Omnitrans’ service is designed on a hub-andspoke 

principle where the Transcenter functions as the hub and routes radiate out to major destinations. 

Transfers typically occur at these hubs but also occur at timed transfer points throughout the region. 

There are two types of Transcenters; on-street facilities and off-street facilities. Transcenters are located 

near major destinations, downtowns, and civic centers. With the opening of the Chino Transcenter in FY 

2005, Omnitrans has a total of 13 Transcenters, including Transcenters located in Pomona, Montclair, 

Ontario, and South Fontana, and the Fourth Street Transit Mall located in downtown San Bernardino. 

The remaining Transcenters include Montclair Plaza, Redlands Mall, Inland Center Mall, Ontario Mills 

Mall, Chino Transcenter, Fontana Metrolink Station, Ontario Airport and the Arrowhead Regional Medical 

Center. Each Transcenter varies in size and amenities. Please note a list of Transcenters and major 

transfer points are located in Appendix B of this document. 

On-street facilities share the roadway with vehicular traffic. Examples of these facilities are the Chino 

Transcenter, the Downtown Ontario Transcenter and the Fourth Street Transit Mall in San Bernardino. 

Off-street Transcenters are areas strictly dedicated for buses and patrons. They can also include an 

intermodal component providing connections to rail service. Examples of these facilities include the 

Montclair Transcenter and the Fontana Metrolink Station where transit users can use both Omnitrans bus 

service and Metrolink commuter rail service. 

There is a difference between major transfer points and Transcenters. A key component of the hub-andspoke 

system is the availability of timed transfers between routes. While Transcenters provide a location 

for a number of routes to converge, they should not be mistaken for transfer points. Major transfer 

locations include Ontario Mills, the South Fontana Transcenter, and the Jerry L. Pettis Veterans Memorial 

Hospital. 

In addition to the 13 Transcenters located within the Omnitrans service area, Omnitrans intercounty 

services operate into the Pomona Transcenter and the Riverside Transit Authority Downtown Riverside 

Station. 

In the future, Omnitrans has plans to expand the Transcenters in its service area to include Chaffey 

College and Yucaipa. In addition, plans are underway to relocate the Fourth Street Transit Mall to 

enhance passenger transfers as part of a major downtown redevelopment program. The new location will 

have many new amenities and will be located adjacent to a new Metrolink station. It will also be a major 

station on the future Bus Rapid Transit (BRT) Corridor which will travel north-south on E Street. 

Fixed Route Transit Maintenance and Operations Facilities 

There are two facilities for fixed route operations: the main Omnitrans facility in San Bernardino, located 

at 1700 West Fifth Street in San Bernardino, and the West Valley Facility, located at 4748 Arrow Highway 

in Montclair. 

The San Bernardino Facility accommodates most Omnitrans administrative staff and coach operators. It 

also houses the Omnitrans Board of Directors meeting room. Also located at this facility is the main 

maintenance facility, updated in December 1999. This facility includes a full service body and paint shop, 

bus wash and fuel island (diesel, gasoline, CNG), farebox dumping station and interior vehicle cleaning 

facility. This complex can house up to 155 fixed route buses, and is also home base for the larger of two 

dispatching facilities. 

Omnitrans also operates a smaller staff and approximately 60 large buses out of its West Valley Facility in 

Montclair. This facility was expanded by 3,000 square feet in 2003. Administrative staff, coach 

July 11, 2007 25

IBI GROUP 




operators, and maintenance staff work out of this facility. In addition, a staff member from Human 

Resources provides support twice a week. 

2.2.5 FARE STRUCTURE 

Figure 2-5 shows Omnitrans’ fixed route fare policy as of July 1, 2007. 

Figure 2-5: Fixed Route and Regional Express Bus Fares (as of July 1, 2007) 

Cash Fares 

Regular $ 1.35 

Senior* & Disabled $ 0.55 

Children 46" and under 

(limit 2) 

Free 

Personal Care Attendant Free with ADA rider 

Day Passes 

Full Fare $ 3.50 

Senior & Disabled $ 1.60 

10-Pack Day Passes 



7-Day Pass 



Student $ 10.00 

31-Day Pass 



Student Fare $ 33.00 

*Senior = over 62 

2.2.6 RIDER PROFILE 

Based on the 2006 Omnitrans On-Board User Intercept Survey, the typical Omnitrans fixed route rider is 

between the ages of 20 and 49 (66%), has an income less than $20,000 (52%), and is equally likely to be 

male or female. The typical user is classified as transit-dependent, meaning they do not have access to 

an automobile to complete the needed trip. Only 15% of those surveyed reported that an automobile was 

available for their trip. Only 36% of users are in possession of a driver’s license; of the remainder, 73% 

have at least one licensed driver in their household. 

The average household size was reported to be 4.2 persons per household, and less than a fifth of all 

respondents have a disability. 

2.2.7 TRAVEL CHARACTERISTICS 

Based on the 2006 Omnitrans On-Board User Intercept Survey, home was both the primary origin and 

destination for fixed route passengers (49% and 41% respectively). Travel patterns to and from the home 

destination then differ by the age of the user. Youth between the ages of 12 and 19 are more likely to use 

the bus to travel between home and school, while those users above 20 are more likely to use the service 

July 11, 2007 26

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to travel between work and home. The most frequent home cities observed in the survey for fixed route 

were San Bernardino, Fontana, Ontario, and Rialto. 

2.2.8 PERFORMANCE CHARACTERISTICS AND FORECAST FOR FY 2008- 

2013 

Figure 2-6 provides a forecast of annual fixed route characteristics for the 2008-2013 Omnitrans SRTP 

timeframe. During this period: 

• Ridership will fluctuate slightly above and below 2007 levels. 

• Annual revenue hours will decrease from 2008 to 2011 with service cuts, and 

increase in 2012 with the implementation of sbX. In parallel, peak hour bus 

requirements will decrease from 145 in 2007 to 136 in 2009 through 2011, and 

increase to 148 in 2012 with sbX. 

• Farebox recovery will increase from 20% in 2007 to over 25% in 2012 and 2013. 

July 11, 2007 27




Figure 2-6: Projected Characteristics for Omnitrans Fixed Route 

SYSTEM: OMNITRANS FIXED ROUTE (Directly Operated + Contracted) 1 

PREPARED BY: IBI/CTG 

2005 2006 2007 2008 2009 2010 2011 2012 FY 2013 

FLEET CHARACTERISTICS: Actual Actual Estimated Planned Planned Planned Planned Planned Planned 

Fixed Route: 

Peak-Hour Fleet 145 145 145 138 136 136 136 148 148 

Spare Vehicles for Maintenance 

and Other Purposes 31 31 31 28 28 28 28 32 32 

Spare Ratio 21.4% 21.4% 21.4% 20.3% 20.6% 20.6% 20.6% 21.6% 21.6% 

Energy Contingency Reserve 7 7 7 7 7 7 7 7 7 

Subtotal Fixed Route Vehicles 183 183 183 173 171 171 171 187 187 

Demand Response: 


Spare Vehicles 0 0 0 0 0 0 0 0 0 

Spare Ratio 

Total Vehicles 183 183 183 173 171 171 171 187 187 

New Expansion Vehicles Delivered 0 0 0 0 0 0 0 12 0 

New Replacement Vehicles Delivered 23 0 0 15 15 15 15 15 15 

FINANCIAL DATA: 

Fare Revenue ($000's) $10,736.8 $11,177.3 $11,854.0 $12,535.9 $13,035.7 $13,204.9 $14,429.1 $18,116.9 $18,321.4 

Measure I Fare Subsidy ($000) $151.9 $147.7 $185.4 $284.6 $395.9 $415.1 $646.4 $750.6 $742.7 

Operating Cost ($000's) $55,152.2 $54,598.8 $60,127.7 $59,150.3 $60,248.8 $64,924.6 $67,961.7 $72,897.8 $76,102.5 

OPERATING CHARACTERISTICS: 

Revenue Vehicle Miles (000's) 8,581.8 8,783.3 8,704.3 8,115.1 7,869.0 7,869.0 7,869.0 8,258.0 8,258.0 

Total Vehicle Miles (000's) 10,039.1 10,122.9 9,512.9 8,869.0 8,600.0 8,600.0 8,600.0 9,025.1 9,025.1 

Revenue Vehicle Hours (000's) 676.6 679.3 676.2 634.3 611.3 611.3 611.3 641.5 641.5 

Total Vehicle Hours (000's) 692.4 747.6 706.6 662.8 638.8 638.8 638.8 670.4 670.4 

Linked Passengers (000's) 10,989.3 10,919.7 10,889.7 10,557.1 10,295.0 10,281.0 10,113.7 11,078.2 10,960.6 

Unlinked Passengers (000's) 15,038.2 14,975.7 14,937.9 14,481.7 14,122.1 14,102.9 13,873.4 15,196.5 15,035.2 

Full-Time Employee Equivalent 774 610 617 596 585 585 585 585 585 

PERFORMANCE CHARACTERISTICS: 

Revenue/Unlinked Passenger $0.71 $0.75 $0.79 $0.87 $0.92 $0.94 $1.04 $1.19 $1.22 

Cost/Unlinked Passenger $3.67 $3.65 $4.03 $4.08 $4.27 $4.60 $4.90 $4.80 $5.06 

Subsidy/Unlinked Passenger $2.95 $2.90 $3.23 $3.22 $3.34 $3.67 $3.86 $3.60 $3.84 

Cost/Revenue Vehicle Hour $81.51 $80.37 $88.92 $93.26 $98.55 $106.20 $111.17 $113.63 $118.62 

Passengers/Revenue Vehicle Hour 22.2 22.0 22.1 22.8 23.1 23.1 22.7 23.7 23.4 

Operating Ratio (Fares+MI/Cost) 1 19.7% 20.7% 20.0% 21.7% 22.3% 21.0% 22.2% 25.9% 25.1% 

NOTES: 

1. Operating Ratio = (Fare Revenue + Measure I Subsidy)/Operating Cost. Does not include exemptions allowed by Transportation Development Act (TDA) law. Application of qualifying exemptions would result in a higher 

farebox recovery ratio for the years in which they could be applied. 

July 11, 2007 28

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2.3 Access Service 

The following information on Access service is provided for background and reference. No substantive 

changes are contemplated to Access service in FY 2008, other than adjusting the service area to match 

the fixed route service changes implemented in May 2007. Any changes to Access service will come in 

the out-years of the six-year SRTP timeframe. 

2.3.1 DEFINITION OF ACCESS SERVICE 

Access Service is the Omnitrans ADA complementary paratransit service for persons who are physically 

or cognitively unable to use regular fixed route transit. 


The Americans with Disabilities Act (ADA) requires that fixed route transit operators provide, or ensure 

the provision of, “complementary” (i.e., comparable) paratransit service for those individuals who, 

because of their disability, cannot use the regular general public fixed route service. Omnitrans had an 

area-wide community transit program serving seniors, people with disabilities, and social service agencies 

prior to the ADA civil rights regulations enacted in 1991. With implementation of its ADA Complementary 

Paratransit Plan, Omnitrans continued to provide community transit through its Core Access Service, but 

expanded the days and hours of operation for people eligible for ADA complementary paratransit service 

to match the times of fixed route availability. Access is provided on a curb-to-curb basis. The current 

contractor is First Transit. First Transit assumed responsibility for Access operations on July 1, 2006. 

According to U.S. Census data, Access’ client base is growing, although perhaps not quite at the same 

rate as the rest of the County. While the total countywide population grew by 20.5% from 1990 to 2000, 

the population aged 65 and older increased by 17.3% (from 124,900 to 146,459). Seniors comprised 

8.8% of the total population in 1990, but only 8.6% in 2000 (compared to a statewide average of 10.6% 

that year). Seniors are not allowed to ride Access based solely on the fact that they are seniors, but 

nevertheless, a large portion of Access' ridership base is made up of seniors. Comparison of data for 

people with disabilities is not as readily available, due to changes in reporting definitions and categories, 

but a total of 302,693 individuals in San Bernardino County reported some form of disability in 2000 

(19.8% of the civilian non-institutionalized population aged five or older). 

Service Area Coverage 

Access service is available through the Omnitrans service area within a 3/4 mile radius either side of an 

existing Omnitrans regular bus route. 

Service Span 

Access provides service seven days a week. The hours of service are presented in Figure 2-7. Access 

does not operate on New Year’s Day, Memorial Day, the Fourth of July, Labor Day, Thanksgiving Day 

and Christmas Day. 

Figure 2-7: Access Service Days and Span of Service (as of July 1, 2007) 

Days 

Monday – Friday 

Saturday 

Sunday 

Hours of Service 

4:00 a.m. – 11:00 p.m. 

7:00 a.m. – 7:00 p.m. 

7:00 a.m. – 7:00 p.m. 

Effective July 1, 2007, the disability identification card (D-card) will no longer be valid on Access. 

Cardholders will have until January 2008 to complete the ADA application form. 

July 11, 2007 29

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Trip Booking and Scheduling 

Access is a pre-reservation, shared-ride service. Pick-up times are scheduled within a 40-minute 

scheduling window. For example, for a 9:00 a.m. pick-up, the pick-up time will be scheduled as 8:50 a.m. 

to 9:30 a.m. Trip requests are taken at least one day in advance and up to 14 days in advance. All call 

taking is done at First Transit’s I Street location. Total staff complement includes 8 reservationists / 

schedulers, 1 supervisor, 1 scheduling optimizer and 10 dispatchers. 

Reservations are taken seven days a week between the hours of 8:00 a.m. and 5:00 p.m. Dispatch is 

staffed between the hours of 5:00 a.m. and 10:00 p.m. Access receives 14,000 to 15,000 calls a month. 

For illustrative purposes, Figure 2-8 presents telephone performance for a sample month (August 2006). 

Omnitrans had a new phone system installed at the I Street location in mid-December 2006. 

Figure 2-8: Access Telephone Performance (August 2006) 

Calls Received 14,572 

Average Answer Time (Seconds) 63 

Average Call Time (Seconds) 242 

Calls Answered 10,241 

Answered By RAN 7,164 

Overflow 3,123 

# Abandoned 1,208 

Average Wait Time (Seconds) 113 

% Abandoned 8.29% 

Virtually all Access trips are booked in advance. It was reported that there were only two subscription 

trips. This practice contributes to an excessive number of calls having to be handled on a daily basis. 

Typical paratransit industry practice is that up to 50% of total trip volumes are subscription trips. 

First Transit officials report concerns including: 

• While permitted by the ADA, staff does not negotiate trip request times (i.e., up to 

one hour before or one hour after requested time). 

• Staff spends an excessive amount of time on the phone handling trip requests. 

• Customers have a habit of requesting to speak the supervisor to express any 

concerns with their trip request. 

These concerns speak to opportunities for additional staff training and education of the registration 

population. 

Trips are scheduled using commercially available software, provided by the Trapeze Software Group. 

This software has been in use since 2000. First Transit was expecting the installation of the latest version 

of the software before the end of December 2006. Staff is currently revising the scheduling parameters to 

July 11, 2007 30

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maximize the use of the software and increase system productivity. All vehicles are equipped with 

Siemens Mobile Data Terminals (MDTs) and Automatic Vehicle Locating (AVL) capabilities. While driver 

manifests are transmitted electronically via the MDTs, drivers continue to use paper manifests as well. 

Most vehicles are also equipped with the DriveCam camera system. 

Figure 2-9 provides a sample of cancellations and no-shows for the four-month period of July to October 

2006 (First Transit commenced operation of Access services in July 2006). The East Valley has a 20- 

30% higher cancellation and no-show rate. (See Section 2.4.2 for a definition of cancellations and noshows.) 

Figure 2-9: Cancellations and No-Shows (July-October 2006) 

East Valley Access 

Jul Aug Sep Oct TOTAL 

Total Trips Booked 19325 20063 18229 20435 78052 

Cancels 2653 1544 1409 1476 7082 9.07% 

No-Shows 1441 1679 1455 1507 6082 7.79% 

West Valley Access 



Cancels 1973 1386 894 1170 5423 5.76% 

No-Shows 1118 1577 1313 1505 5513 5.85% 

Total Access 



Cancels 4626 2930 2303 2646 12505 7.26% 

No-Shows 2559 3256 2768 3012 11595 6.73% 

2.3.3 FLEET 

First Transit operates Omnitrans-owned vehicles for both the Access and OmniLink services. Currently 

there are 90 vehicles, with a peak pullout utilizing 82 vehicles. Forty-eight vehicles are assigned to the I 

Street location, and forty-two are assigned to the West Valley Paratransit Facility. Capacity ranges from 

16 to 20 ambulatory individuals and three or four wheelchairs or scooters. Figure 2-10 provides a fleet 

vehicle summary by region. 

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Figure 2-10: Access Fleet (as of July 1, 2007) 

Route Name 

Peak Fleet 


East Valley Peak Fleet – Sub Total 42 10 8 

East Valley Spares 6 38 40 

Total East Valley Access Vehicles 48 48 48 

East Valley Spare Ratio 14.29% N/A N/A 

West Valley Peak Fleet – Sub Total 40 7 4 

West Valley Spares 2 35 38 

Total West Valley Access Vehicles 42 42 42 

West Valley Spare Ratio 5.00% N/A N/A 

Total Access Peak Fleet 82 17 12 

Total Access Spares 8 73 78 

Total Access Service Fleet 90 90 90 

Total Spare Ratio 9.76% N/A N/A 

For a list of all active Access vehicles by year, make and ambulatory/wheelchair capacity, see Appendix 

A. 


First Transit operates Access services out of two facilities: the I Street facility located at 234 South I 

Street in San Bernardino, and the West Valley Paratransit Facility located at 9421 Feron Blvd in Rancho 

Cucamonga. 

The I Street site encompasses some 4.7 acres and includes the vehicle maintenance garage (including 

10 bus bays), fueling and bus washing. The 4,500 sq. ft. office building houses the Access 

administration, trip reservations, scheduling, dispatch office, and training facilities. 

The West Valley facility sits on 1.3 acres and provides for vehicle storage and general vehicle cleaning. 

Current facilities are capable of accommodating present operations and have ample room for service 

expansion. 


The fare policy for Access is shown in Figure 2-11 and Figure 2-12. In September 2003, Omnitrans went 

from a 39-zone fare structure to a six-zone fare structure. Each current zone is approximately seven 

miles wide. The zone breaks align closely with the following streets: Campus, Etiwanda, Cactus, 

Tippecanoe, and Wabash. The six zones are illustrated in Figure 2-13. This greatly improved the fare 

payment system for both passengers and drivers. 

July 11, 2007 32

IBI GROUP 




Figure 2-11: Access Bus Fares (as of July 1, 2007) 

Passenger 

1 zone $ 2.45 

2 zones $ 2.45 

3 zones $ 2.45 

4 zones $ 3.45 

5 zones $ 4.45 

6 zones $ 5.45 

Companion* 

1 zone $ 2.70 

2 zones $ 2.70 

3 zones $ 2.70 

4 zones $ 3.70 

5 zones $ 4.70 

6 zones $ 5.70 

Personal Care Attendant Free 

Children 46" and under 

(limit 2) 

Free 

*Disability ID card is no longer valid on Access 

service on a space available basis 

Figure 2-12: Access Subscription Passes (as of July 1, 2007) 

Subscription Passes 

1 zone $ 130.00 

2 zones $ 130.00 

3 zones $ 130.00 

4 zones $ 170.00 

5 zones $ 210.00 

6 zones $ 250.00 

July 11, 2007 33




Figure 2-13: Access Fare Zones 

July 11, 2007 34

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It is important to note that consistent with the federal regulations, the actual additional “zonal” fare for both 

ADA riders and their companions is twice the base fixed route fare, but the direct charge to ADA 

passengers is subsidized $0.25 through Measure I (which provides a program of reduced fares and 

enhanced service for seniors and disabled transit users in the Valley region, through SANBAG in 

cooperation with transit service agencies). In addition, a “subscription pass” is available for riders, 

primarily agency clients, who have subscription trips enrolled with Access. As of July 1, 2007, 

subscription passes are no longer valid for non-subscription trips; the pass price was also reduced by 

approximately 25%. 


Access service currently has 7,295 ADA eligible registrants, or 0.544% of the total Omnitrans service area 

population. 3,522 ADA registrants (or 48%) indicate they use a mobility aid (wheelchair or scooter). Fifty 

two percent of ADA registrants are ambulatory. Seventy six percent (or 5,572 registrants) are registered 

to travel with a personal care attendant (PCA). 

While ambulatory registrants represent 52% of the ADA registrant population, they represent 71.9% of 

trips taken (based on the past 13 months of Access trip data). Based on February 2007 Access trip data, 

2.3% of trips included a PCA. 


Trip Distance/Analysis of Trip Origins and Destinations: Systemwide, Access has an average trip 

length of 5.7 miles as calculated by total revenue miles divided by total ridership. It appears, however, 

that trips in the East Valley are consistently longer than those in the West Valley. 

Omnitrans staff has generated robust data plots/maps for Access trip origins and destinations. For 

illustrative purposes, Figure 2-14 and Figure 2-15 present an example of these maps (for April 2006). For 

larger versions of the two maps, see Appendix H. 

July 11, 2007 35




Figure 2-14: Trip Origins and Destinations – West Valley 

July 11, 2007 36




Figure 2-15: Trip Origins and Destinations – East Valley 

July 11, 2007 37

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Figure 2-16 provides a statistical synopsis of ADA paratransit services, profiling key trip and budget 

information. 

Figure 2-16: Access Paratransit Statistical Profile (2006) 

Trips 469,000 

Passenger Trips / Hour 2.87 

Trips / Capita 2.86 

Operating Expenses $8,754,000 

Cost / Trip $18.67 

Cost / Capita $6.52 

Access ADA paratransit provides a productive and relatively high level of service as measured by the 

number of trips per capita of 2.86. It also ranks very favorably in terms of cost per trip, suggesting that 

Access is currently delivering cost-effective and efficient services to the County’s disability community. 

Detailed historic and forecast data are presented in Figure 2-17 (key historical data) and Figure 2-18 

(detailed historic and forecast service characteristics). 

July 11, 2007 38

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Figure 2-17: Key Historical Performance Data 

Access 

FY 1999 = Base Year 

120% 

100% 

80% 

Percent Change 

60% 

40% 

20% 

0% 

-20% 

FY 1999 FY 2000 FY 2001 FY 2002 FY 2003 FY 2004 FY 2005 

Year 

Total Passengers Carried Operating Cost Revenue Hours of Operation Operating Cost per Passenger Subsidy per Passenger 

Figure 2-18 provides a forecast of annual Access Service characteristics for the 2008-2013 Omnitrans 

SRTP timeframe. 

July 11, 2007 39




Figure 2-18: Projected Characteristics for Access Service 

SYSTEM: ACCESS 






Spare Ratio 9.9% 9.9% 9.8% 9.8% 9.8% 9.8% 9.8% 9.8% 9.8% 





Fare Revenue ($000's) $1,041.6 $1,049.4 $1,052.7 $1,256.8 $1,353.2 $1,403.3 $1,629.3 $1,863.0 $1,891.5 








Linked Passengers (000's) 492.1 468.9 420.9 416.1 414.8 423.8 438.9 430.3 426.1 

Unlinked Passengers (000's) 492.1 468.9 420.9 416.1 414.8 423.8 438.9 430.3 426.1 









NOTES: 



July 11, 2007 40

IBI GROUP 

2.4 OmniLink Service 




The following information on OmniLink service is provided for background and reference. No substantive 

changes are contemplated to OmniLink service in FY 2008. Any changes to OmniLink service will come 

in the out-years of the six-year SRTP timeframe. 

2.4.1 DEFINITION OF OMNILINK SERVICE 

OmniLink is a general public dial-a-ride service designed for low-density service areas. 


OmniLink was introduced as a new Omnitrans program in Yucaipa in 1993 to provide coverage in lowdensity 

and low demand areas that are difficult to serve with fixed route transit. Service in Chino Hills was 

started in January 2002. Both services are described below: 

• Chino Hills OmniLink – Serving Chino Hills west of SR-71 to the County Line 

with dial-a-ride service. Chino Hills OmniLink is pulsed (formally scheduled) to 

meet OmniLink Route 65 at Chino Hills Marketplace. One round trip shuttle run 

is also operated out of the service area to and from the Chino Senior Center (City 

of Chino). 

• Yucaipa OmniLink – Serving Yucaipa and Calimesa 3 (areas served originally by 

the Yucaipa/Calimesa Dial-A-Ride, which started in 1993). 

In addition to providing policy-based service coverage in low-density areas, OmniLink service is designed 

to provide feeder service to/from Omnitrans fixed route bus service. To this end, only Chino Hills 

currently is pulsed to make connections with fixed route service. 

Both OmniLink services are operated under contract, currently with First Transit. The current three-year 

contract went into effect July 1, 2006. Under the terms of the service agreement, Omnitrans is 

responsible for service vehicles and the provision of facilities, scheduling hardware and software, service 

and policy planning, administrative oversight, customer relations and budget planning. First Transit is 

responsible to hire, train and supervise all scheduling/dispatch, operations and maintenance staff, 

process all trip requests, and to maintain and operate all service vehicles in accordance with Omnitrans 

specifications. 


Chino Hills OmniLink – Chino Hills OmniLink provides demand-response service within the corporate 

boundaries of Chino Hills. A shuttle service is operated on weekdays between Chino Hills and the City of 

Chino to provide access to the Chino Senior Center. The weekday service is scheduled to depart 

outbound from Chino Hills at 10:00 a.m. and inbound from the Chino Senior Center at 1:00 p.m., and only 

operates if requested in advance. 

3 

Calimesa, bordering Yucaipa, is located in Riverside County. 

July 11, 2007 41

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Figure 2-19: OmniLink Chino Hills Service Area 

July 11, 2007 42

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Yucaipa OmniLink – Yucaipa OmniLink provides demand-response service within the corporate 

boundaries of Yucaipa and for trips between Yucaipa and neighboring Calimesa, (see Figure 2-20). 

Service is provided for Calimesa trips that either originate or end in Yucaipa. Service is not provided for 

trips that begin and end within Calimesa. 

Figure 2-20: OmniLink Yucaipa Service Area 

Service Span 

In both Chino Hills and Yucaipa, service is provided Monday to Friday, 7:00 a.m. to 6:00 p.m. Service is 

not provided on New Year’s Day, Memorial Day, Independence Day, Labor Day, Thanksgiving and 

Christmas. 

July 11, 2007 43

IBI GROUP 




Trip Booking and Scheduling 

Trip bookings can be made 30 minutes before and after service start and end times. 

Advance reservations can be made up to three days in advance. “Repeater” subscription bookings can 

be made for one calendar month for trips that reoccur at least three days a week (same time between the 

same origin and destination). Same day bookings are accommodated a space available basis. 

All advance and repeater bookings are confirmed at the time of the booking and entered into Trapeze 

PASS as an unassigned trip (not assigned to a run). There is no route optimization using Trapeze PASS. 

OmniLink route optimization can be implemented in conjunction with Access operating procedures. 

Additional Trapeze PASS training may be required for those First Transit staff responsible for OmniLink 

scheduling and dispatch. 

A scheduler/dispatcher is assigned to each OmniLink service during the core weekday service hours. A 

single scheduler/dispatcher handles both areas in the early morning, over lunch and on weekends. Each 

scheduler/dispatcher is responsible to book, schedule and dispatch each trip in their respective service 

areas 4 . With Yucaipa OmniLink, all trips are assigned to a run on the day of service. With Chino Hills 

OmniLink, most assignments are made the day before service is required. For Chino Hills, driver 

manifests are posted at 5:00 p.m. the night before. Same day bookings in Chino Hills are assigned by 

the dispatcher on the day of service. 

Trip assignments are made via Mobile Data Terminals (MDTs) and cell phone voice dispatch. Trip 

assignments are often made one or two hours out from the pick-up time. A 40-minute pick-up window is 

used for trip assignment. Using Trapeze PASS software and a split screen, the schedulers/dispatchers 

drag individual trips from the unassigned list to a particular route. Trip assignments appear on the MDT 

screen. Drivers update the electronic dispatch lists via the MDTs and maintain a paper trip sheet as 

backup. Although vehicles are equipped with Automatic Vehicle Locator (AVL) technology, this 

technology is not fully used in the trip assignment process. Both service areas are rather compact and 

the dispatchers assign trips based on their knowledge of the service area. 

Eligibility 

OmniLink is a general public, dial-a-ride service. No pre-registration is required. Trip booking information 

is recorded when a passenger books the first trip. 

Level of Driver Assistance 

OmniLink is a curb-to-curb service. The OmniLink bus stops in front of the nearest accessible door at the 

trip origin and destination locations. Drivers will assist individuals on or off the bus if required (including 

wheelchair securement and lift operation). Passengers are responsible for travel beyond the bus. 

Cancellations/No-Shows 

Cancellations must be made at least two hours prior to the scheduled pick-up time. Failure to do so will 

result in the recording of a no-show. Three no-shows will result in denial of advance reservation or 

repeater service for six months. Repeated no-shows could result in the denial of all service. 

Monthly Productivity Standards 

While the goal for Yucaipa OmniLink is 4.20 passengers per revenue hour, the minimum standard is set 

at 3.50 passengers per hour. The Chino Hills OmniLink productivity goal is 3.00 passengers per revenue 

hour and the minimum standard is 2.30 passengers per hour. 

4 

Overload trip requests are handled by Access reservationists and confirmed with the dispatchers prior to being entered on the 

unassigned list. 

July 11, 2007 44

IBI GROUP 




A schedule of liquidated damages and incentives has been established for each OmniLink service based 

on a combination of hourly productivity and on-time performance. Monthly penalties are assigned if 

productivity goes below 3.50 and 2.30 passengers per revenue hour for the Yucaipa and Chino Hills 

services, respectively. Monthly incentives are assigned if the productivity standards are exceeded 

without falling below the on-time performance standard. 

On-Time Performance 

One hundred percent on-time performance has been established as a goal for both Chino Hills and 

Yucaipa OmniLink services. A minimum standard of 95% has been established for both services. A 

schedule of monthly penalties has been established if on-time performance falls below the minimum. The 

schedule of incentives is tied to performance above the minimum and is contingent on meeting the 

productivity minimums. 

A series of monthly penalties is assessed for each trip picked up or no-showed 60 minutes or later than 

the service window. This penalty increases incrementally as the time delay per trip increases. 

Operating Costs and Productivity 

Chino Hills OmniLink annual operating costs have increased by over 70% for the period FY 2002/03 to 

FY 2005/06. This has been driven by a 50% and 95% increase in annual revenue hours and revenue 

miles, respectively, as well as an almost 9% increase in the cost per revenue hour. Chino Hills OmniLink 

operating costs per passenger increased by almost 11% and the subsidy cost per passenger increased 

by almost 12%. 

Yucaipa OmniLink annual operating costs have increased by almost 20% for the period FY 2001/02 to FY 

2005/06, while annual revenue hours and revenue miles decreased by 13% and 10%, respectively. 

While not service volume-driven, annual operating cost increases were impacted by a 44% increase in 

the operating cost per revenue hour. Yucaipa OmniLink operating costs per passenger increased by 32% 

and the subsidy cost per passenger increased by 44%. Annual ridership also decreased by 

approximately 9% during this period. 

Service productivity (passengers carried per revenue hour) decreased for Chino Hills OmniLink by almost 

2% from 2.24 passengers per revenue hour in FY 2002/03 to 2.20 in FY 2005/06. However, significant 

productivity gains (48%) were made between FY 2003/04 (when service productivity hit a period low of 

1.49 passengers per revenue hour) and FY 2005/06. 

Yucaipa OmniLink hourly service productivity increased by over 9% for the period, from 2.91 passengers 

per revenue hour in FY 2001/02 to 3.18 in FY 2005/06. 

While service productivity gains have been made, both the Chino Hills and Yucaipa OmniLink services 

have not been able to reach the current service standard minimums established for each service (2.30 

passengers per revenue hour for Chino Hills OmniLink and 3.50 for Yucaipa OmniLink). To reach the 

respective productivity standards, fewer annual service hours should have been operated. Given the 

annual ridership for each service in FY 2005/06: 

Farebox Recovery 

• Chino Hills OmniLink would have had to operate approximately 5,652 annual 

revenue hours. 

• Yucaipa OmniLink would have had to operate approximately 12,578 hours. 

Farebox recovery ratios have dropped for both OmniLink services over the evaluation timeframe. 

Ridership has increased by over 62% on the Chino Hills OmniLink service (between FY 2002/03 and FY 

July 11, 2007 45

IBI GROUP 




2005/06). The fare box revenues have increased by over 44% and the fare box revenue recovery 

dropped by over 16%. The drop in the Chino Hills farebox recovery ratio is due to the decrease in hourly 

productivity combined with the increase in the operating cost per revenue hour. 

The parallel decrease in the Yucaipa farebox recovery ratio was more dramatic at almost 54% for the 

period FY 2001/02 to FY 2005/06. The explanation for this decline is more straightforward, with declines 

in annual ridership (9%) and farebox revenues (over 43%), and increases in the operating cost per 

revenue hour (44%). 

By FY 2005/06, Chino Hills farebox recovery ratio dropped to 5% and Yucaipa’s dropped to 6%. Both are 

far below the TDA 20% requirement for urban general public demand-response services. 

• To achieve a 20% farebox recovery ratio in FY 2005/06 at an average fare per 

passenger of $1.01, Chino Hills OmniLink would have had to carry 9.41 

passengers per revenue hour. To achieve a 10% farebox recovery ratio, the 

service would have had to carry 4.70 passengers per revenue hour. 

• To achieve a 20% farebox recovery ratio in FY 2005/06 at an average fare per 

passenger of $1.01, Yucaipa OmniLink would have had to carry 9.96 passengers 

per revenue hour. To achieve a 10% farebox recovery ratio, the service would 

have had to carry 4.98 passengers per revenue hour. 

Although both the Chino Hills and Yucaipa OmniLink dispatchers feel that additional service capacity (an 

extra run) is required to effectively meet passenger demand, both services should be more productive 

with the current hours operated. Extra capacity would further decrease hourly productivity and revenue 

recovery. More effective OmniLink trip scheduling will improve service productivity within existing 

revenue hours. Although no further reductions in revenue hours are recommended in the 2008-2013 

Omnitrans SRTP, productivity enhancements through scheduling improvements would facilitate a further 

reduction in revenue hours to reduce operating costs and improve OmniLink farebox recovery. 

2.4.3 FLEET 

There are currently 11 minibuses assigned to OmniLink. Of this fleet, five are required to meet the 

Yucaipa maximum bus pullout and two are required to meet the Chino Hills maximum bus pullout. This 

leaves a 57% spare ratio (see Figure 2-21). (Spare ratio is defined as the number of spare vehicles 

divided by the vehicles required for peak service.) The majority of the OmniLink fleet is made up of 2000 

Ford Goshen cut-aways (10). Three OmniLink service vehicles are 2004 El Dorado cut-aways. All 

OmniLink minibuses are light duty vehicles, with an effective service life cycle of five to seven years 

(depending on mileage and individual vehicle maintenance history). For a list of OmniLink buses, see 

Appendix A. 

July 11, 2007 46

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Figure 2-21: OmniLink Fleet (as of July 1, 2007) 

Yucaipa 

Chino Hills 

Total 

Route Name Weekday Peak Fleet Saturday Sunday 

Peak Fleet - Sub Total 

5 No Service No Service 

Spares 


Total Vehicles 


Spare Ratio 

60.00% No Service No Service 

Peak Fleet - Sub Total 


Spares 


Total Vehicles 


Spare Ratio 


Total Omnilink Peak Fleet 


Total Omnilink Spares 


Total Omnilink Service Fleet 


Total Spare Ratio 



Both Chino Hills and Yucaipa OmniLink are dispatched from the East Valley Paratransit Facility located at 

234 South I Street in San Bernardino. Yucaipa OmniLink is also operated from the East Valley 

Paratransit Facility; Chino Hills OmniLink is operated from the West Valley Paratransit Facility located at 

9421 Feron Blvd, Suite 101, Rancho Cucamonga (to reduce deadheading). 


Figure 2-22 provides the current OmniLink bus fares. 


Figure 2-22: OmniLink Bus Fares (as of July 1, 2007) 

Cash Fares 


Senior* & Disabled $ 1.50 


Children 46" and under (limit 2) Free 

10-Ticket Booklet** 




*Senior = over 62. 

**Valid as free transfer or exchange for a free 1-Day 

Pass on fixed route service. 1-Day, 7-Day, and 

31-Day Passes are no longer valid as transfers. 

OmniLink dispatchers identified school, shopping and medical trips as the key trip purposes for both 

OmniLink services. The dispatchers identified students and seniors as key market segments. Figure 2- 

23 summarizes OmniLink ridership for June 2006 and FY 2005/06 by market segment. The June 2006 

and FY 2005/06 data suggest a high use by seniors (over 59% for Chino Hills and 52% for Yucaipa). A 

July 11, 2007 47

IBI GROUP 




review of an OmniLink trip report produced by Trapeze Pass in November 2006 strongly suggests the 

under-representation of general public passengers and a possible over-representation of senior ridership. 

From the review of November data, 59% of Chino Hills OmniLink trips and 21% of Yucaipa OmniLink trips 

were made by students. 

Figure 2-23: OmniLink Ridership by Market Segment (FY 2005/06) 

Chino Hills Omnilink 

(June 2006) 

Yucaipa Omnilink 

(June 2006) 

Combined Services 

(June 2006) 

Combined Services 

(FY 2005/06) 

Total 

Passengers 

% of Total 

Total 

Passengers 

% of Total 

Total 

Passengers 

% of Total 

Total 

Passengers 

% of Total 

Total Passengers 1,212 100.00% 3,826 100.00% 5,038 100.00% 53,111 100.00% 

ADA Registrants 0 0.00% 529 13.83% 529 10.50% 2,540 4.78% 

Disabled 114 9.41% 786 20.54% 900 17.86% 9,667 18.20% 

Seniors 720 59.41% 1,992 52.06% 2,712 53.83% 22,397 42.17% 

General Public 367 30.28% 514 13.43% 881 17.49% 18,072 34.03% 


Chino Hills OmniLink Key Destinations and Peak Service Hours 

Chino Hills OmniLink has a relatively small set of key destinations. Figure 2-24 provides a sampling of 

Chino Hills OmniLink trip origin/destination pairs. 

Key destinations in Chino Hills include: 

• Canyon Hills Junior High (2500 Madrugada) 

• Ayala High School (14255 Peyton Drive) 

• Chino Market Place (4200 Chino Hills Parkway – also transfer site for Route 65) 

• Wal*Mart (3943 Grand Avenue) 

• Food 4 Less (4024 Grand Avenue) 

While weekday shuttle service is available to the Chino Senior Center, demand for this location does not 

appear to be substantial. Both Canyon Hills Junior High and Ayala High School are the most significant 

trip destinations for a.m. service and trip origins for p.m. service. 

The Chino Hills OmniLink dispatcher indicated that peak service hours were between 7:00 a.m. and 8:00 

a.m. (serving Canyon Hills Junior High), and between 2:00 p.m. and 4:00 p.m. (serving the Canyon Hills 

Junior High and Ayala High School dismissal bells). Figure 2-25 provides a summary of passenger loads 

and the availability of Chino Hills OmniLink buses by weekday service hour. 

Passenger load data were reviewed for 21 weekdays in March 2006. From these data, peak loads are in 

the afternoon from 1:00 p.m. to 3:00 p.m. These peak hours coincide with the afternoon Canyon Hills 

Junior High and Ayala High School runs. It would appear that in the mornings (before noon) and after 

3:00 p.m. there is a capacity surplus. During these times, one bus could handle the demand. 

July 11, 2007 48

IBI GROUP 




Figure 2-24: Chino Hills OmniLink Origins/Destinations 

July 11, 2007 49




Figure 2-25: Chino Hills OmniLink Passenger Loadings and Bus Pullout by Weekday Hour 

Time 

Weekday 

Passenger 

Loadings 

Peak Loadings 

0700 to 

0800 

0800 to 

0900 

0900 to 

1000 

1000 to 

1100 

1100 to 

1200 

1200 to 

1300 

1300 to 

1400 

1400 to 

1500 

1500 to 

1600 

1600 to 

1700 

1700 to 

1800 

1 to 8 2 to 6 2 to 8 2 to 5 0 to 5 1 to 12 3 to 16 8 to 23 1 to 6 1 to 4 1 to 2 

Bus 1 

Bus 2 

Bus 3 

Bus 4 

indicates a bus in service 

July 11, 2007 50

IBI GROUP 




Yucaipa OmniLink Key Destinations and Peak Service Hours 

Yucaipa OmniLink has a wider range of key destinations. Figure 2-26 provides a sampling of Yucaipa 

OmniLink trip origin/destination pairs. 

Yucaipa OmniLink key destinations include: 

• Stater Bros Grocery (34460 Yucaipa Blvd) 

• Yucaipa Adult Day Center (12980 2nd Street) 

• Yucaipa 9th Grade Campus (12358 6th Street) 

• Yucaipa High School (33000 Yucaipa Blvd) 

• Beaver Medical Clinic (13391 California Street) 

• Beaver Medical Clinic (11985 4th Street) 

• Routes 8 and 9 westbound bus stop at 4th and Yucaipa (in front of Staters) 

• VONS (33644 Yucaipa Blvd) 

• Washington Mutual Bank (34318 Yucaipa Blvd) 

Many of the key destinations are along the central Yucaipa Blvd corridor. 

The Yucaipa OmniLink dispatcher identified an a.m. peak from 7:00 a.m. to 10:00 a.m. and a p.m. peak 

beginning at 2:30 p.m. and running until the end of the service day at 6:00 p.m. Figure 2-27 provides a 

summary of passenger loads and the availability of OmniLink buses by weekday service hour. 

Passenger load data were reviewed for 21 weekdays in March 2006. From these data, peak loads occur 

from 10:00 a.m. through 4:00 p.m. The highest p.m. loads are consistent with the 9th Grade Campus 

dismissal bell at 2:41 p.m. and Yucaipa High School dismissal bell at 2:47 p.m. Up to five buses are 

operating during the maximum bus pullout. Given the low productivity and passenger loads, Yucaipa 

OmniLink (like Chino Hills OmniLink) appears to have a bus capacity surplus, even during the peak 

service hours. 

July 11, 2007 51




Figure 2-26: Yucaipa OmniLink Origins/Destinations 

July 11, 2007 52




Figure 2-27: Yucaipa OmniLink Passenger Loadings and Bus Pullout by Weekday Hour 

Time 

Weekday Passenger 

Loadings 

0700 to 

0800 

0800 to 

0900 

0900 to 

1000 

1000 to 

1100 

1100 to 

1200 

1200 to 

1300 

1300 to 

1400 

1400 to 

1500 

1500 to 

1600 

1600 to 

1700 

1700 to 

1800 

7 to 11 6 to 15 13 to 18 16 to 27 12 to 20 10 to 20 13 to 21 17 to 33 15 to 20 7 to 11 3 to 9 

Peak Loadings 

Bus 1 (Mon - Fri) 

Bus 2 (Tues - Fri) 



Bus 5 (Mon, Thur, Fri) 


Bus 7 (Tues, Wed, 

Fri) 

Operates as a split 

on Fridays 


July 11, 2007 53

IBI GROUP 






Figure 2-28 provides a forecast of annual OmniLink characteristics for the 2008-2013 Omnitrans SRTP 

timeframe. During this period: 

• Ridership decreases in response to fare increases. 

• Revenue hours decrease by 4,000 due to weekend service cuts and weekday 

capacity reductions. 

• Farebox recovery increases to 7.6% by 2013. This is still below the 10% 

minimum service standard. Additional weekday capacity reductions and 

scheduling improvements may be required. 

July 11, 2007 54




Figure 2-28: Projected Characteristics for OmniLink 

SYSTEM: OMNILINK 






Spare Ratio 50.0% 50.0% 50.0% 44.4% 44.4% 44.4% 44.4% 44.4% 44.4% 





Fare Revenue ($000's) $59.5 $53.3 $56.6 $77.6 $78.2 $78.9 $88.7 $101.2 $101.3 


Operating Cost ($000's) $1,053.2 $936.7 $1,052.4 $1,159.0 $1,234.6 $1,294.7 $1,345.6 $1,385.3 $1,436.4 


Revenue Vehicle Miles (000's) 252.6 222.0 233.0 183.9 183.9 183.9 183.9 183.9 183.9 

Total Vehicle Miles (000's) 382.6 380.4 313.6 247.6 247.6 247.6 247.6 247.6 247.6 













NOTES: 



July 11, 2007 55

IBI GROUP 




3. REGIONAL TRANSIT SERVICES 

As part of the existing conditions analysis, it is important to take into account the plans of other agencies 

that may have an impact on Omnitrans’ service, as well as understand the connections between these 

agencies and Omnitrans. Below is a brief agency-by-agency look at planned projects and service 

changes that are expected to have some impact on Omnitrans and its riders, as well as their interaction 

with Omnitrans’ routes and services. In addition, Omnitrans and its surrounding transit agencies work 

cooperatively to provide transit services throughout the region. To effectively accomplish this, Omnitrans 

enters into Cooperative Service Agreements, defined below, with other agencies so that the roles and 

responsibilities are clearly defined. 

The agencies studied include Riverside Transit Agency, Foothill Transit, Orange County Transportation 

Authority, Los Angeles County Metropolitan Transportation Authority, Pomona Valley Transit Authority, 

Mountain Area Regional Transit Authority, Victor Valley Transit Authority, Southern California Regional 

Railroad Authority (Metrolink), Greyhound, and Amtrak. 

3.1 Riverside Transit Agency 

The Riverside Transit Agency (RTA) operates local and regional public transit in Western Riverside 

County, including: 

• Regional Route 25 on 70-minute headways (Monday through Sunday) between the 

Riverside Downtown Terminal and the Loma Linda Medical Center and VA Hospital 

where it connects with Omnitrans Routes 2, 9 and 19. Route 25 also provides some 

service for Grand Terrace residents (access to Loma Linda). Operating times are 

between 5:50 a.m. and 7:50 p.m. on weekdays, 7:50 a.m. and 6:05 p.m. on Saturday, 

and 7:50 a.m. and 6:11 p.m. on Sunday. 

• Regional Route 36 on 50-minute headways (Monday through Saturday) between 

Banning and Redlands Mall Transcenter where it connects with Omnitrans Routes 8,9, 

15, and 19. Operating times are between 7:30 a.m. and 5:21 p.m. weekdays and 

between 8:00 a.m. and 4:11 p.m. on Saturday. 

• Regional Route 204 on 30-minute headways (weekdays) between Riverside Downtown 

Terminal and Ontario Mills Mall and the Montclair Transcenter where it connects with 

Omnitrans Routes 62, 65, 66, and 68, Foothill Routes 187,190/690, 292, 294, 480 and 

492, as well as the Foothill Transit’s Silver Streak express service. Route 204 operates 

between 3:38 a.m. to 9:20 a.m., and 2:55 p.m. to 7:49 p.m. 

RTA is currently finalizing an SRTP. Discontinuation of Regional Route 36 and 204 are under 

consideration because of low ridership. 

3.2 Foothill Transit 

Foothill Transit is the main service provider to Los Angeles County’s San Gabriel Valley. Foothill 

operates: 

• Route 187 on 20 minute weekday and 30-minute weekend/holiday headways 

between the Montclair Transcenter and Pasadena via Claremont and Glendora. 

Route 187 operates 4:00 a.m. to 12:54 a.m. on weekdays and 5:00 a.m. to 12:19 

a.m. on weekends and holidays. 

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• Route 197 on 30/60-minute weekday and 60-minute weekend/holiday headways 

between the Montclair Transcenter and Pomona. Route 197 operates 5:31 a.m. 

to 8:36 p.m. on weekdays and 6:04 a.m. to 7:54 p.m. on weekends and holidays. 

• Route 480 on 30-minute headways on weekdays, weekends and holidays 

between the Montclair Transcenter and West Covina via Pomona. Route 480 

operates 5:00 a.m. to 10:42 p.m. on weekdays and 4:32 a.m. to 10:53 p.m. on 

weekends and holidays. 

• Route 492 on 30-minute headways on weekdays, weekends and holidays 

between the Montclair Transcenter and El Monte via Arcadia. Route 492 

operates 4:47 a.m. to 10:15 p.m. on weekdays and 6:03 a.m. to 7:42 p.m. on 

weekends and holidays. 

• Route 690 as a weekday peak express between the Montclair Transcenter and 

Pasadena via the I-210 Freeway. Route 690 operates seven morning trips 

between 4:55 a.m. and 9:30 a.m. and seven afternoon/evening trips between 

3:30 p.m. and 7:57 p.m. 

• Route 699 as a weekday peak express between the Montclair Transcenter and 

Downtown Los Angeles via Cal State Los Angeles and USC Medical Center. 

Route 699 operates 22 morning trips between 4:14 a.m. and 8:17 a.m. and 18 

afternoon/evening trips between 2:00 p.m. and 6:35 p.m. 

• Silver Streak express on 12 to 60-minute headways on weekdays and 15 to 60- 

minute headways on weekends and holidays between the Montclair Transcenter 

and Downtown Los Angeles via the Pomona Transcenter, the Plaza of West 

Covina, El Monte Metrolink Station, Cal State Los Angeles, USC Medical Center 

and Union Station. Silver Streak operates 4:04 a.m. to 5:54 p.m. on weekdays 

and 3:59 a.m. to 5:57 p.m. on weekends and holidays. 

• Route 497 as a weekday service between the Chino Transcenter and Downtown 

Los Angeles via Chino Park N Ride, Cal State Los Angeles and USC Medical 

Center. Route 497 operates 13 morning trips between 4:41 a.m. and 7:38 a.m. 

and 13 afternoon/evening trips between 2:15 p.m. and 6:40 p.m. 

Foothill services into the Montclair Transcenter facilitate connections with Omnitrans Routes 62, 65, 66, 

and 68, and RTA Route 204. Foothill Route 497 facilitates connections with Omnitrans Routes 62, 63, 65 

and 68, and OCTA Route 758. 

3.3 Orange County Transportation Authority 

The Orange County Transportation Authority (OCTA) is responsible for the operation of local and regional 

public transit services in Orange County. OCTA operates: 

• Route 758 as a weekday peak express between the Chino Transcenter and the Irvine 

Transportation Center via the Chino Park N Ride and Brea Mall. Two morning trips 

depart the Chino Transcenter at 5:32 a.m. and 6:02 a.m., and two evening trips arrive at 

the Chino Transcenter at 7:04 p.m. and 7:34 p.m. On March 11, 2007 routing was 

modified in the Irvine Spectrum area to serve a greater number of employers along Irvine 

Center, Sand Canyon, and Alton in Irvine. 

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3.4 Los Angeles County Metropolitan Transportation Authority 

The Los Angeles County Metropolitan Transportation Authority (LACMTA) is the state chartered regional 

transportation planning and public transportation operating agency for the County of Los Angeles. 

LACMTA operates Route 684 between Pomona Transit Center and Brea mall via Cal Poly Pomona, Mt. 

San Antonio College and Diamond Bar. Route 684 operates on an approximate 60-minute headway from 

6:31 a.m. and 8:21 p.m. on weekdays and on a clockface 60-minute headway between 5:45 a.m. and 

5:40 p.m. on weekends and holidays. Omnitrans Route 61 connections are possible at the Pomona 

Transcenter. Route 684 is under review because of low ridership, and is scheduled to be canceled in 

September 2007. However, the route will continue under Foothill Transit’s banner as Route 193, with the 

same headways and similar routing. 

3.5 Pomona Valley Transportation Authority 

The Pomona Valley Transportation Authority (PVTA) is the community transit provider for the Pomona 

Valley communities of Claremont, La Verne, Pomona and San Dimas. PVTA operates several dial-a-ride 

systems which service the Montclair and Montclair Plaza Transcenters, where transfers to Omnitrans 

services are possible. PVTA is applying for a grant to extend their service into the West Valley. No 

changes that would impact Omnitrans services are planned for the SRTP timeframe. 

3.6 Mountain Area Regional Transit Authority 

The Mountain Area Regional Transit Authority (MARTA) provides local and off the mountain bus service 

to the Big Bear Valley, Running Springs, Lake Arrowhead, Crestline and San Bernardino. MARTA 

currently has two off the mountain routes that run into Omnitrans’ service area: the Arrowhead/Crestline 

route, which has three daily runs; and the Big Bear Valley route, which has two daily runs. Two additional 

daily mid-day runs have been approved for the Big Bear Valley route, and are scheduled to be 

implemented mid-summer, 2007. MARTA connections with Omnitrans Routes 1, 2, 3, 4, 5, 7, 8, 9, 10, 

11, 14, 15 and 90 are facilitated at the Fourth Street Transit Mall in downtown San Bernardino. 

Connections with other Omnitrans routes currently using the Fourth Street Transit Mall will be enhanced 

when all services operate through the planned San Bernardino Transcenter. 

3.7 Victor Valley Transit Authority 

The Victor Valley Transit Authority has eliminated its service to the Omnitrans service area, and its 

current five-year transit plan has no plans to reintroduce said service. 

3.8 Southern California Regional Rail Authority (Metrolink) 

In 1991, the transportation commissions of Los Angeles, Orange, Riverside, San Bernardino and Ventura 

counties formed a Joint Powers Authority (JPA) to form the Southern California Regional Rail Authority 

(SCRRA) to develop a regional transit service to reduce the congestion on highways and improve mobility 

throughout the Southern California region. In October 1992, Metrolink was introduced. Today Metrolink 

operates seven rail commuter lines throughout the region. 

The Omnitrans service area is served directly by the Metrolink San Bernardino and Inland Empire-Orange 

County Lines. Omnitrans provides feeder service to the San Bernardino Line at the San Bernardino, 

Rialto, Fontana, Rancho Cucamonga, Upland and Montclair Metrolink Stations. Omnitrans also serves 

the Inland Empire-Orange County Line at the San Bernardino and Riverside Metrolink Stations. 

Connections with the Riverside Line are possible at the East Ontario and Pomona Metrolink Stations. 

Effective feeder service to Metrolink stations will become increasingly critical as station parking capacity is 

used up. 

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3.9 Greyhound 

Greyhound Lines is the largest intercity common carrier of passengers by bus in North America, serving 

2,200 destinations in the United States. Greyhound’s San Bernardino station at 596 North G Street is 

serviced by Omnitrans’ Route 11. 

Greyhound does not have any transfer agreements with Omnitrans, nor does it have planned service 

changes that will affect Omnitrans service during this SRTP. However, Omnitrans is currently considering 

consolidating all regional transit services, including Greyhound, at its San Bernardino Transcenter to 

make it a true intermodal facility. 

3.10 Amtrak 

Amtrak is the United States' intercity passenger train system, serving 500 U.S. communities. Amtrak has 

one station in San Bernardino, at 1170 W. Third Street, that is directly served by Omnitrans Route 1. The 

Amtrak route that stops there is the Southwest Chief. Amtrak also has a stop in Ontario, at 228 South 

Plum Street, for their Sunset Limited route. 

Amtrak does not have any transfer agreements with Omnitrans, nor does it have planned service 

changes that will affect Omnitrans service during this SRTP. 

3.11 Ontario International Airport 

Ontario International Airport is the Inland Empire’s only major commercial airport, the West Coast air and 

truck hub for UPS, and a major distribution point for FedEx. Omnitrans’ Route 61 stops on Airport Drive, 

with transfers available to a free airport shuttle that serves the terminals. 

The Southern California Association of Governments (SCAG) produced a 2005 Ontario Airport-Vicinity 

Ground Access Plan to study projected growth in local and regional transportation demand due to the 

expansion of the Ontario Airport. It concluded that keeping the airport and its surroundings as accessible 

as possible would require significant cooperation between the public and private sectors, as well as 

substantial funding. Omnitrans has an important role to play in communicating the impact of land use 

decisions on transit services, as well as implementing transit service that will be beneficial to the Airport, 

all stakeholders, and Omnitrans itself. 

3.12 San Bernardino International Airport 

San Bernardino International Airport is a general aviation and cargo airport located on the former site of 

Norton Air Force Base. The Inland Valley Development Agency (IVDA) is a joint powers authority 

comprised of the County of San Bernardino and the Cities of San Bernardino, Colton and Loma Linda. 

Formed in 1990, the IVDA is responsible for the redevelopment of the non-aviation portion of the former 

Norton Air Force Base. In addition to the approximately 600 acres on the former base, the IVDA also has 

a redevelopment project area of approximately 13,000 acres of surrounding properties. The land use 

designations within the project area include: light and heavy industrial, office, commercial and residential. 

In 2002, the IVDA entered into a Master Disposition and Development Agreement (DDA) with 

Hillwood/San Bernardino LLC., a Texas-based development company, which serves as the master 

developer of the project commonly known as Alliance*California. As the land is developed for future 

residential and commercial use, transportation needs may arise that require Omnitrans’ attention. 

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3.13 Transfer and Cooperative Service Agreements 

Omnitrans and its surrounding transit agencies work cooperatively to provide transit services throughout 

the region. To effectively accomplish this, Omnitrans enters into Cooperative Service Agreements with 

other agencies so that the roles and responsibilities are clearly defined. 

Foothill Transit – Transfers, passes, etc are good towards the passengers’ base fare within the 

prevailing fare zone at the point of transfer. Standard rates for passes and transfers apply. Agreement 

went into effect January 23, 2002. 

Los Angeles County Metropolitan Transit Agency (LACMTA) – Schedules are coordinated to the 

extent possible to ease transfer between systems. Under the Non-Financial Cooperative Service 

Agreement, each party will honor the other’s annual employee passes in lieu of payment. Agreement 

went into effect July 1, 1996. This contract was amended February 10, 2004 to include LACMTA’s EZ 

Transit Pass. The EZ Transit Pass is applicable as valid base fare towards the fare zone(s) at the point of 

transfer between intersecting Los Angeles County EZ Transit Pass participating services and Omnitrans 

Services. 

Southern California Regional Railroad Authority (SCRRA) – Omnitrans passes are not honored on 

Metrolink. SCRRA’s Metrolink passes are good toward a single boarding within the Omnitrans base zone 

in the same direction of travel under the following conditions: 

1. One-way tickets valid for the date of travel will be honored from Metrolink stations. 

2. Round-trip tickets valid for the date of travel will be honored for boarding’s to and from 

Metrolink stations. 

3. Ten-trip tickets and four-trip tickers will be honored on boarding’s to and from Metrolink 

stations if already validated on the day of travel. 

4. Monthly passes will be honored for boarding’s to and from Metrolink stations. 

This agreement went into effect September 1, 2004. 

Mountain Area Regional Transit Authority (MARTA) – Transfers, passes, etc are good towards the 

passengers’ base fare within the prevailing fare zone at the point of transfer. Standard rates for passes 

and transfers apply. Agreement went into effect July 1, 1999. 

Orange County Transportation Authority (OCTA) – Under the Non-Monetary Cooperative Service 

Agreement between Omnitrans and OCTA, both parties agreed to coordinate passenger information, 

operations, service planning efforts, fare policies, bus stop and transfer connections in regard to OCTA’s 

new Route 758 operating between Omnitrans’ Chino Transcenter and OCTA’s Irvine Transportation 

Center. Based on the agreement, Omnitrans passengers transferring onto the Route 758 will receive a 

discount towards their OCTA fare. In return, Omnitrans will honor OCTA’s transfer media off the Route 

758. Agreement went into effect July 3, 2006. 

Riverside Transit Agency (RTA) – Transfer media are good towards the passengers’ base fare within 

the prevailing fare zone at the point of transfer. Standard rates for passes and transfers apply. 

Agreement went into effect October 10, 2004. 

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4. SERVICE AREA PROFILE (AS OF JULY 1, 2007) 

4.1 Service Area 

San Bernardino County can be divided into three distinct regions. The High Desert represents the 

majority of the County area. The Mountain region encompasses the San Bernardino National Forest and 

portions of the San Gabriel National Forest to the south of the desert regions. The San Bernardino Valley 

encompasses the valley south of the Mountain region, bordered by the Los Angeles County Line to the 

west and the Riverside County Line to the south. Orange County also borders San Bernardino County at 

the southwestern-most end of the County at Chino Hills State Park. 

The Omnitrans service area covers over 456 square miles and serves the urbanized area of San 

Bernardino Valley region of the County with a population close to 1.4 million. The service area includes 

the cities of Colton, Fontana, Grand Terrace, Highland, Loma Linda, Redlands, Rialto, San Bernardino, 

and Yucaipa in the East Valley (east of I-15), and Chino, Chino Hills, Montclair, Ontario, Rancho 

Cucamonga, and Upland in the West Valley (west of I-15). 

4.2 Demographics of the Service Area 

Population, housing, employment, age, household income and vehicle ownership are three critical 

demographic attributes in determining transit demand. These demographic attributes are incorporated 

into a Transit Orientation Index (TOI) as discussed in Section 4.3. 

4.2.1 POPULATION GROWTH 

Figure 4-1 shows the anticipated population growth from 2005-2030 for the communities in San 

Bernardino County. 

Figure 4-1: San Bernardino Valley Population Projections by Community (2005-2030) 

City 

2005 2010 2015 2020 2025 2030 

Population Population Population Population Population Population 

Chino 75,097 82,319 90,563 98,703 106,500 113,977 

Chino Hills 75,017 78,307 80,126 81,916 83,636 85,284 

Colton 54,733 62,086 68,087 74,004 79,676 85,117 

Fontana 158,590 179,426 195,373 211,105 226,186 240,650 

Grand Terrace 12,409 12,928 13,375 13,817 14,239 14,646 

Highland 48,458 50,167 54,624 59,020 63,229 67,267 

Loma Linda 21,848 24,632 25,858 27,067 28,225 29,338 

Montclair 34,459 34,709 34,808 34,904 34,997 35,087 

Ontario 171,154 180,059 212,734 244,977 275,873 305,509 

Rancho 

Cucamonga 

149,527 154,170 159,832 165,417 170,771 175,904 

Redlands 69,288 72,036 76,415 80,737 84,875 88,842 

Rialto 97,848 99,936 102,851 105,727 108,486 111,128 

San Bernardino 199,035 207,021 208,860 210,672 212,404 214,069 

Upland 74,991 80,143 82,563 84,949 87,239 89,433 

Yucaipa 47,042 49,689 53,361 56,984 60,456 63,786 

Total 1,289,496 1,367,628 1,459,430 1,549,999 1,636,792 1,720,037 

Source: 2000 US Census and SCAG projections 

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4.2.2 TRANSIT DEPENDENCE 

Transit dependence is the measure of a household’s dependence on public transportation to access 

employment, shopping, and housing opportunities. Age, household income, and automobile ownership 

are all useful indicators of transit dependence. 

Age 

An analysis of age looks at three age groups which have a higher propensity to use transit. These are 

seniors (age 65 and older), college-aged residents (age 18 to 24) and high school students (age 14 to 

17). Seniors are a large and growing market for transit systems. Seniors have a high propensity to use 

transit due to factors such as income and the ability to own and drive an automobile. Many college 

students have limited budgets and choose to use transit in order to reduce their cost of living. Limited or 

expensive parking at college campuses can also stimulate transit use. The 18-24 age group is used as a 

surrogate for the student population as this age group is where most college students are found. 

Similarly, the younger high school students represent a strong market for transit as they have increased 

mobility needs, but are too young or too poor to own and operate a private car. Figure 4-2 shows the age 

distribution of transit-dependent populations by city. 

Figure 4-2: Distribution of Ages by City 

Age 15-17 Age 18-24 Age 25-29 Age 65+ 

San Bernardino Valley (Total) 5.1% 10.4% 7.3% 7.4% 

Chino 4.7% 12.3% 7.8% 5.9% 

Chino Hills 5.1% 7.4% 6.0% 4.2% 

Colton 4.9% 11.9% 8.8% 6.4% 

Fontana 5.3% 10.3% 7.7% 4.7% 

Grand Terrace 4.2% 9.0% 7.2% 10.7% 

Highland 5.2% 9.0% 6.5% 6.5% 

Loma Linda 3.4% 10.2% 11.4% 15.4% 

Montclair 5.3% 10.7% 7.8% 8.3% 

Ontario 5.0% 11.2% 8.5% 5.9% 

Rancho Cucamonga 5.2% 9.9% 6.9% 6.1% 

Redlands 4.7% 10.7% 6.5% 12.6% 

Rialto 6.0% 10.4% 6.7% 6.4% 

San Bernardino 5.1% 11.0% 7.3% 8.2% 

Upland 4.6% 9.6% 6.8% 10.8% 

Yucaipa 5.2% 7.6% 5.1% 15.5% 

Source: 2000 US Census 

According to the U.S. Census, the Cities of Rialto (6.0%), Fontana (5.3%), and Montclair (5.3%) have the 

highest percentage of high school students. Loma Linda has the smallest percentage (3.4%). The cities 

with the highest percentage of college students age 18 to 24 are Chino (12.3%), Colton (11.9%), and 

Ontario (11.2%). The lowest are Chino Hills (7.4%) and Yucaipa (7.6%). Loma Linda (11.4%), Colton 

(8.8%), and Ontario (8.5%) have the highest percentages of young adults age 25-29 when compared to 

the other cities. Yucaipa (5.1%) and Chino Hills (6.0%) have the lowest percentages of young adults. 

Finally, higher percentages of seniors can be found in the Omnitrans service area Cities of Yucaipa 

(15.5%), Loma Linda (15.4%), and Redlands (12.6%), while Chino Hills (4.2%) and Fontana (4.7%) have 

the lowest percentages. 

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Income 

Low-income persons were identified by the number of persons below the federal standard for poverty. 

Many of the people that fall under the poverty line do not have adequate personal transportation and thus 

rely on public transit for their everyday transportation. Consequently, it is important to understand where 

persons in poverty reside within the Omnitrans service area. 

Thresholds for poverty are adjusted every year to account for changes in the Consumer Price Index. The 

Department of Health and Human Services updates the poverty guidelines annually and releases these 

guidelines in the Federal Register. 

Poverty, as defined by the U.S. Census 

Poverty is determined by comparing the family’s income to a set of weighted average thresholds for a 

given family size. If a family’s total income is less than the threshold for the family’s size composition, the 

family and everyone in it is considered poor. If a person is not living with anyone related by birth, 

marriage, or adoption, the person’s own income is compared with his or her poverty threshold as an 

“unrelated individual.” It is important to note that poverty status was determined for everyone except 

those in institutions, military group quarters, or college dormitories, and unrelated individuals under 15 

years old. Figure 4-3 shows the Poverty Thresholds (Annual Dollar Amounts) by size of family and 

number of related children under 18 years old in 1999. 

July 11, 2007 63




Figure 4-3: Poverty Thresholds 

Size of family 

unit 

One person 

(unrelated 

individual) 

Weighted 

average 

threshold ($) 

8,501 

Related children under 18 years living in household ($) 

None One Two Three Four Five Six Seven 

Eight or 

more 

Under 65 years 8,667 8,667 

65 years and 

over 

7,990 7,990 

Two people 10,869 

Householder 

under 65 years 

Householder 65 

years and over 

11,214 11,156 11,483 

10,075 10,070 11,440 

Three people 13,290 13,032 13,410 13,423 

Four people 17,029 17,184 17,465 16,895 16,954 

Five people 20,127 20,723 21,024 20,380 19,882 19,578 

Six people 22,727 23,835 23,930 23,436 22,964 22,261 21,845 

Seven people 25,912 27,425 27,596 27,006 26,595 25,828 24,934 23,953 

Eight people 28,967 30,673 30,944 30,387 29,899 29,206 28,327 27,412 27,180 

Nine people or 

more 


34,417 36,897 37,076 36,583 36,169 35,489 34,554 33,708 33,499 32,208 

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Figure 4-4 shows the poverty rates for areas in the San Bernardino Valley. The percentages indicated in 

the figure denote the percentage of persons that fall below the poverty line, as defined by the U.S. 

Census. 

Figure 4-4: Percentage of Population Living Below the Poverty Line 

San Bernardino Valley (Total) 15.6% 

San Bernardino 27.6% 

Highland 21.5% 

Colton 19.6% 

Montclair 17.4% 

Rialto 17.4% 

Ontario 15.5% 

Loma Linda 15.1% 

Fontana 14.7% 

Upland 12.0% 

Yucaipa 11.2% 

Redlands 10.5% 

Chino 8.3% 

Grand Terrace 7.4% 

Rancho Cucamonga 7.1% 

Chino Hills 5.1% 


The City of San Bernardino had the highest rate of poverty, with 27.6% of its residents falling below the 

poverty line. The City of Chino Hills had the lowest rate of poverty (5.1%). 

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Vehicle Availability 

Vehicle availability per household is also an indication of transit dependence. Limited access to a private 

vehicle entails that there is dependence on other modes of transportation such as carpooling, public 

transit, bicycle, or other method of travel. According to the U.S. Census, 31.8% of households in the San 

Bernardino Valley only have access to one vehicle, while 8.3% do not have access to a vehicle (Figure 4- 

5). Of the fifteen cities, San Bernardino has the highest rate of households without access to an 

automobile (15.2%), followed by Loma Linda (11.2%) and Colton (10.8%). 

Figure 4-5: Percentage of Household Vehicle Availability 

0 Vehicles 1 Vehicle 2 Vehicles 3+ Vehicles 

San Bernardino Valley 

(Total) 8.3% 31.8% 40.4% 21.9% 

Chino 6.0% 25.6% 49.8% 41.0% 

Chino Hills 1.8% 17.5% 50.2% 30.5% 

Colton 10.8% 39.2% 34.2% 15.8% 

Fontana 7.5% 26.9% 42.4% 23.2% 

Grand Terrace 3.5% 29.5% 45.1% 21.9% 

Highland 9.9% 30.7% 38.6% 20.8% 

Loma Linda 11.2% 40.5% 34.7% 13.6% 

Montclair 8.6% 32.5% 35.7% 23.2% 

Ontario 8.3% 31.7% 38.2% 21.9% 

Rancho Cucamonga 4.3% 26.7% 44.4% 24.6% 

Redlands 7.1% 36.6% 37.4% 18.9% 

Rialto 8.7% 32.7% 36.0% 22.6% 

San Bernardino 15.2% 38.1% 32.7% 14.0% 

Upland 6.4% 35.6% 37.8% 20.2% 

Yucaipa 8.4% 35.2% 34.6% 21.8% 


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Areas with a high percentage of poverty also have a high percentage of “one or zero” vehicles present 

per given household. Areas with lower poverty rates have higher rates of vehicle ownership (Figure 4-6). 

Figure 4-6: Correlation Between Poverty and Vehicle Ownership 

Percent in 

Poverty 

0 

Vehicles 

1 

Vehicle 

2 

Vehicles 

3+ 

Vehicles 

San Bernardino 27.6% 15.2% 38.1% 32.7% 14.0% 

Highland 21.5% 9.9% 30.7% 38.6% 20.8% 

Colton 19.6% 10.8% 39.2% 34.2% 15.8% 

Montclair 17.4% 8.6% 32.5% 35.7% 23.2% 

Rialto 17.4% 8.7% 32.7% 36.0% 22.6% 

Ontario 15.5% 8.3% 31.7% 38.2% 21.9% 

Loma Linda 15.1% 11.2% 40.5% 34.7% 13.6% 

Fontana 14.7% 7.5% 26.9% 42.4% 23.2% 

Upland 12.0% 6.4% 35.6% 37.8% 20.2% 

Yucaipa 11.2% 8.4% 35.2% 34.6% 21.8% 

Redlands 10.5% 7.1% 36.6% 37.4% 18.9% 

Chino 8.3% 6.0% 25.6% 49.8% 41.0% 

Grand Terrace 7.4% 3.5% 29.5% 45.1% 21.9% 

Rancho Cucamonga 7.1% 4.3% 26.7% 44.4% 24.6% 

Chino Hills 5.1% 1.8% 17.5% 50.2% 30.5% 


The City of San Bernardino has a high percentage of persons that live below the poverty level and have 

limited access to private vehicles. This could explain the high dependence on public transportation for 

this area. On the other hand, Chino Hills has the lowest rate of poverty and a higher rate of multiple 

private vehicle ownership per household when compared to other areas. Yet the proportion of public 

transportation use is not as low (2.0%) compared to other areas in the Valley. Both Yucaipa (0.7%) and 

Grand Terrace (0.8%) residents tend to use public transit less and tend to drive alone to work. This is the 

result of numerous transportation options (e.g. commuter rail, express bus service, etc.) into job rich 

destinations to the west and limited transit options and job opportunities to the east. 

4.3 Transit Orientation Index 

A Transit Orientation Index (TOI) is a useful tool to provide a spatial representation of potentially strong 

and weak transit markets based on a series of key demographic attributes. These include: 

• Population density (persons or households per square mile). 

• Employment density (jobs per square mile). 

• Proportion of the population age 65 and over (elderly per square mile). 

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• Proportion of the population under age 16 (youth per square mile). 

• Proportion of population below the poverty level per square mile. 

• Proportion of households with no vehicle per square mile. 

The higher the population or job density and the higher the proportion of elderly, youth, households with 

incomes below the poverty level or without a private vehicle, the higher the TOI. The higher the TOI, the 

greater the potential transit market as reflected in a higher per capita transit ridership. Higher transit 

productivity generally results when service is provided along corridors or between nodes with higher TOI. 

Figure 4-7 and Figure 4-8 provide illustrations of the Omnitrans fixed route system (2006) in relation to a 

Residential TOI and high concentrations of residential and job density. For a larger version of these 

maps, see Appendix H. 

July 11, 2007 68




Figure 4-7: Omnitrans East Valley Fixed Route Weekday Coverage (6:00 a.m.) and Residential and Job Concentrations (2006) 

July 11, 2007 69




Figure 4-8: Omnitrans West Valley Fixed Route Weekday Coverage (6:00 a.m.) and Residential and Job Concentrations (2006) 

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4.4 General Plan Summaries 

General plans are comprehensive development and land use plans developed and approved by 

municipal legislative bodies to establish policies concerning the future of development. California state 

law requires that general plans have the following seven elements: circulation, conservation, housing, 

land use, noise, open space, and safety, as defined in the California Government Code (Title 7, Division 

1, Chapter 3, Article 5, Section 65302). Transit planning should be an element in most general plans in 

order to ensure transit plays an effective role in the community’s land use policies and vision. General 

plans can effectively establish a direction for short and long term transit planning and service design. 

A summary of current General Plans in effect in the Omnitrans service areas is included in Appendix D. 

The summary includes an overview of the general plans for the Cities of Chino, Chino Hills, Colton, 

Fontana, Grand Terrace, Highland, Loma Linda, Montclair, Ontario, Rancho Cucamonga, Redlands, 

Rialto, San Bernardino, Upland, and Yucaipa, as well as the County of San Bernardino. 

4.5 City Profiles 

Omnitrans member cities include Chino, Chino Hills, Colton, Fontana, Grand Terrace, Highland, Loma 

Linda, Montclair, Ontario, Rancho Cucamonga, Redlands, Rialto, San Bernardino, Upland, and Yucaipa. 

Each city is unique with respect to actual physical size, topography, street layout, population size, 

demographic characteristics, and general plan vision. Demographic characteristics by community have 

been provided in Section 4.2. For detailed community profiles by individual city, please see Appendix F. 

Figure 4-9 provides a general comparison of community attributes to illustrate the diversity amongst the 

communities served by Omnitrans. 

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Figure 4-9: Omnitrans Member City Overview 

City Size of City 2006 Population 

Density 

Population per 

Square Mile 

% Population 

Increase by 2015 

% of population 

over 65 

Median 

Household 

Income 

Median Home 

Price (Existing) 

% households 

With No Vehicles 

Chino 18.59 sq. miles 73,343 3,945 8.80% 5.40% $68,705 $500,000 4.80% 

Chino Hills* 44.88 sq. miles 71,849 1,600 6.81% 6.30% $93,133 $590,000 1.40% 

Colton 15.90 sq. miles 51,045 3,210 11.01% 6.40% $42,362 $350,000 10.80% 

Fontana 35.78 sq. miles 160,015 4,472 16.20% 3.00% $58,481 $431,806 3.00% 

Grand Terrace 3.60 sq. miles 12,227 3,396 10.60% 10.70% $64,552 $383,500 3.50% 

Highland 13.62 sq. miles 50,236 3,688 6.10% 6.50% $48,050 $365,000 9.90% 

Loma Linda 7.80 sq. miles 21,592 2,767 20.40% 15.40% $43,856 $440,000 11.20% 

Montclair* 5.20 sq. miles 34,679 6,669 1.02% 8.30% $47,026 $440,000 8.60% 

Ontario 36.76 sq. miles 170,373 4,635 22.21% 7.50% $46,344 $434,073 5.00% 

Rancho Cucamonga* 37.70 sq. miles 141,586 3,755 6.90% 7.10% $71,967 $537,041 4.90% 

Redlands* 35.98 sq. miles 70,324 1,954 10.28% 9.90% $52,111 $423,867 4.90% 

Rialto 21.80 sq. miles 97,524 4,473 4.81% 4.50% $50,446 $384,955 5.80% 

San Bernardino 59.85 sq. miles 198,322 3,313 4.70% 6.90% $33,915 $326,457 10.50% 

Upland 15.01 sq. miles 73,697 4,909 13.88% 11.10% $57,194 $566,149 4.70% 

Yucaipa 27.50 sq. miles 49,388 1,796 5.30% 15.50% $45,044 $377,000 8.40% 

* 2005 population estimates were used. 

Source: SCAG projections 

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4.6 Community-Specific Effects of Economic Change on Population, 

Employment Growth and Transit Use 

The communities in San Bernardino have experienced different growth patterns over the last decade. 

Communities in the western portion of the County have grown faster than eastern communities. The City 

of San Bernardino, the traditional economic center, has maintained its primacy, but other communities 

(such as Ontario) have grown significantly over the past years. The following section provides 

information on the two most populous cities in the San Bernardino County, the Cities of San Bernardino 

and Ontario. For each city, population and employment growth trends will be examined. 

City of San Bernardino 

Even with faster growth rates in other cities and some local economic downturns, population and 

employment growth within San Bernardino are expected to continue at a steady pace. As Figure 4-10 

illustrates, the population is projected to grow by nearly 5% during the ten-year period between 2005 

(199,035) and 2015 (208,860) and by another 2.5% in following fifteen years to 2030. San Bernardino’s 

dominance in terms of residential and employment population will not change significantly over the 

period, but Ontario’s population – growing at a much faster rate – will surpass that of San Bernardino. 

Figure 4-10: City of San Bernardino Projected Population and Employment 

250,000 

200,000 

199,035 

207,021 208,860 210,672 212,404 214,069 

150,000 

100,000 

88,791 

99,337 

110,056 

120,965 

131,943 

143,045 

50,000 

0 

2005 2010 2015 2020 2025 2030 

Year 

Employment 

Population 


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Employment Growth in San Bernardino 

Employment is anticipated to increase more rapidly than population in San Bernardino between 2005 and 

2030. By 2015, the number of jobs in San Bernardino is anticipated to grow to more than 110,000, an 

increase of almost 24% from 2005. During this same period, population is expected to grow by only 5%. 

Growth in different industries is not identified as part of the projections provided through SCAG, and it is 

difficult to determine which industries will grow faster than others. Changes in the economy, shifts in land 

use patterns, and technological advances can all play a role in which industries will grow in the following 

years. Nonetheless, SCAG predicts that areas east of I-215 will have the highest concentration of 

population and jobs within the city. 

City of Ontario 

Ontario shows a more rapid growth in population rather than employment during the period between 2005 

and 2030. Ontario is expected to surpass San Bernardino as the most populous city in the County by 

2015. As Figure 4-11 illustrates, Ontario will have a population of more than 212,000 people in 2015 and 

over 305,000 in 2030. This represents an increase in population of 24% in 2015 and 78% in 2030. 

Possible reasons for this growth are the amount of land available for development and the city’s 

aggressive development efforts. 

Figure 4-11: City of Ontario Projected Population and Employment 

350,000 

300,000 

305,509 

250,000 

244,977 

275,873 

200,000 

212,734 

150,000 

100,000 

171,154 

85,536 

180,059 

97,366 

109,637 

122,204 

134,897 

147,785 

50,000 

0 

2005 2010 2015 2020 2025 2030 

Year 

Employment 

Population 


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Employment Growth in Ontario 

By 2015, the number of jobs in Ontario will grow to more than 109,000, a 29% increase. Growth in 

different industries is not identified as part of the projections provided through SCAG. Unlike San 

Bernardino, some areas of Ontario remain undeveloped and have the potential to be developed into 

commercial or industrial land uses. This presents a unique opportunity for the city to pursue development 

that will yield the most benefits. Both commercial and industrial opportunities along the eastern end of 

the city are possible, while residential development in the New Model Colony is currently planned. 

Should the city decide to alter any of these land uses, jobs within industries would fluctuate but would 

continue to provide employment opportunities. 

4.7 Hot Spots 

Omnitrans has developed a generally sound route structure and service strategy that provides transit 

coverage where it is most needed within the service area. From the analysis of regional demographic 

characteristics and the review of city and county general plans, a number of growth nodes, developments 

and elderly concentrations are relevant to transit service design in the Omnitrans service area. If 

potential ridership warrants increased service or the extension of service coverage, existing resources 

may have to reprioritized, or new services considered to service population growth or new developments. 

If Omnitrans is able to follow the fiscally responsible recommendations outlined in this SRTP, it may be 

able to shift resources to capture these emerging markets, growing ridership even while controlling costs. 

4.7.1 POPULATION GROWTH 

Within the 2008-2013 Omnitrans SRTP timeframe, the Cities of Fontana, Loma Linda, Ontario, and 

Upland will experience the highest increases in population. This is especially true for Ontario, with a 

projected population increase of over 22% above its 2006 population of 170,373. 

4.7.2 HIGH DENSITY 

An analysis of population, employment, and job density was conducted for 2005 conditions. It identified a 

number of Traffic Analysis Zones (TAZs) where population density is above 7,500 people per square mile 

and employment is above 5,000 jobs per square mile. These areas include: 

• Southeast Upland, south of SR-66 and north of I-10 

• Southern Montclair, along Holt 

• Central Rialto, south of SR-66 along Riverside Avenue 

In 2015, these three areas will be joined by four other areas with high population and job densities earlier 

specified. These additional areas include: 

• San Bernardino, east of I-215 along Highland and Baseline 

• Colton, North of I-10 along Mt. Vernon 

• Chino, between SR-60 and Riverside Drive, east of Monte Vista and west of 

Mountain 

• Ontario, along SR-83 near Holt 

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4.7.3 SENIOR CONCENTRATIONS 

The proportion of the San Bernardino Valley population age 65 and over is 7.4%. This is below the 

proportion of the California population age 65 and over (10.6%). The majority of the cities served by 

Omnitrans have elderly population proportions lower than the State average. The exceptions are Grand 

Terrace (10.7%), Loma Linda (15.4%), Upland (11.1%) and Yucaipa (15.5%). 

4.7.4 POVERTY AND VEHICLE OWNERSHIP 

The proportion of households in the San Bernardino Valley living below the poverty line is 15.6%. This is 

higher than the proportion of California households living below the poverty line (10.6%). Cities with high 

concentrations of households below the poverty line include Colton (19.6%), Fontana (14.7%), Highland 

(21.5%), Loma Linda (15.1%), Rialto (17.4%), San Bernardino (27.6%), and Muscoy (36.5%). A number 

of these communities also have high proportions of households without a vehicle. Almost 11% of 

households in Colton do not own a vehicle, while the proportions in Loma Linda and San Bernardino are 

11.2% and 10.5% respectively. 

4.7.5 NEW DEVELOPMENT 

Numerous new developments were identified in the general plans of cities served by Omnitrans. These 

include: 

Chino 

The City of Chino has designated few specific areas for development opportunities. Bounded by Chino 

Hills parkway, Ramona Avenue and State Highway 71, the triangle-shaped 13 acre property is zoned for 

commercial and office uses. Lands adjacent to Central Avenue are also planned for commercial 

development with a mix of office and retail. 

Other prominent corridor-adjacent areas that are zoned for commercial uses are North Central Avenue 

and Pomona Freeway at Benson Avenue. 

Chino Hills 

Prime retail sites have been identified at: 

Colton 

• Chino Hills Parkway & Pipeline Center 

• Chino Hills Promenade 

• Rolling Ridge Plaza 

• Woodview Plaza 

A significant area of the northwestern part of the city has been redesignated from medium- and highdensity 

residential to low-density zones. This area is north of San Bernardino Avenue and west of 

Meridian Avenue. 

Large vacant pieces of land that lie north of Valley Boulevard and that are bisected by Meridian Avenue 

have been eliminated as medium-density residential zones to provide more industrial development 

opportunities. Some areas east of Cooley Drive have been redesignated from medium-density to lowdensity 

residential. 

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Areas north of Valley Boulevard and intersected by La Cadena Drive have been designated high-density 

residential to meet housing needs in the central city area. Planned community development is 

designated in areas north of I-215 fronting the Santa Ana River. High-density residential zoning is also 

designated in areas east of Mount Vernon near Fairway Drive. The largest concentration of high-density 

residential zoning is in the area bounded by Rancho Avenue, Olive Street, Valley Boulevard, and Mount 

Vernon. High-density residential is also planned in these areas: 

• East and west of La Cadena Drive and C Street 

• North and south of Washington Street (which pivots at Barton Road) 

• North and south of Fairway Drive east of Mount Vernon Avenue 

Currently, the Colton Redevelopment Agency has three areas for future redevelopment: 

Fontana 

• Santa Ana River industrial area west of Hunts Lane 

• West end of industrial project west of Hermosa Avenue and south of San 

Bernardino Avenue 

• Mount Vernon corridor extending eastward along Fairway Drive to the I-215 

Freeway 

Over 30% of the City’s land is vacant as of the year 2001, especially in the northern portion of the city. 

The City plans to create and adopt policies to improve development on scattered infill opportunities 

located in the central core of the city, and provide significant opportunity areas south of Slover Avenue 

and east of Sierra Avenue, and south of Jurupa Avenue in the southeast corner of the city. The physical 

connections between Downtown, Metrolink station, Transit Plaza, and surrounding community are 

planned for improvement. 

Major intersection improvements and traffic control installation systems are taking place along Alder 

Avenue, Randall Avenue, Baseline Avenue, Foothill Avenue, Maple Avenue, Ceres Avenue, and Walnut 

Avenue. 

The Land Use Plan provides the following acreage with a final build-out that could generate 105,992 jobs: 

Grand Terrace 

• 2,440 acres of community and general commercial development 

• 8,150 acres of light and general industrial uses 

• 1,086 acres of mixed-use development 

There are 138 acres of commercial property within the city. Strip commercial uses are located on Barton 

Road, with the highest concentration between Mount Vernon and Michigan Avenues. A neighborhood 

shopping center is located at the intersection of Mount Vernon Avenue and Barton Road. It is the intent 

of the General Plan to carefully monitor new commercial uses along Barton Road. 

The Barton Road Specific Plan is being amended to permit low- and moderate-income housing for senior 

citizens. The City plans to study High Grove as a possible commuter rail station, and also as a hub for 

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public transit to serve Barton corridor, parks and other activity centers. One of the implementing actions 

is to work with Omnitrans and SANBAG to improve internal circulation and regional connectivity. 

To accommodate future traffic volume, some of the major transportation routes that are designated for 

significant improvements are: 

• Barton Road corridor 

• Michigan Street from Commerce Way to Barton Road 

• Barton Road/I-215 interchange 

• La Cadena Drive 

• Mt. Vernon Avenue and Commerce Way proposed to be improved to secondary 

highway standards 

• Main Street, west of Michigan 

The City plans to study High Grove as a possible commuter rail station that would serve as a bus transit 

hub serving activity centers including the Barton Road corridor, parks, and schools. 

Highland 

The Land Use Plan has designated enough land to accommodate 21,000 units and 72,000 residents by 

2030. 60% of the city’s 11,948 acres are designated for residential uses and more than 20% are for open 

spaces. East Highlands Ranch Planned unit development to the east of SR-30 has been the prime 

shaper of the development in the city. The city plans to promote mixed-use development of the Town 

Center and Golden Triangle to foster social interaction. 

Out of the four quadrants formed by the intersection of Baseline and Palm Avenue, significant vacant land 

exists on the northwest quadrant and this will be the focus of totally new development. Many of the midblock 

commercial uses along Baseline, which is the principal east-west corridor through the city, are 

redesignated to medium-density residential uses. 

Golden Triangle, formed by two creeks and Boulder Avenue, is a collection of vacant and agricultural 

lands. The few constraints for a successful master-planning effort are congestion on 5 th Street and the 

elimination of excellent visual resources. The General Plan aims to mitigate these constraints and 

facilitate a master-planned, mixed-use development. New uses will be oriented along City Creek and a 

new specific plan is going to be planned. 

To encourage the flow of industrial workers from San Bernardino International Airport (SBIA), the General 

Plan has designated the 5 th Street corridor to be a major employment center that includes Business Parks 

and other industrial land uses. 

Victoria Avenue, the prime entry point to the airport from I-210, is going to expand and have a 

concentration of commercial uses specifically at Baseline, Pacific Street, and Highland Avenue. This 

avenue is also seen as a potential new interchange for the I-210 Freeway. 

Another prime residential area known as Seven Oaks area is envisaged in the General Plan to have good 

access points, trail connections, open spaces, and preservation of existing natural resources. Strong 

connection to the Historic Village District is being emphasized. 

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The circulation element of the City’s General Plan mentions the connection of I-210 with SR-30 by 2007 

and proposed expansion of SR-30 to six lanes near Highland. The City plans to provide Park-N-Ride 

regional bus and carpool facilities. Other goals are: 

• Work with Omnitrans to provide more service to the eastern side of the city 

• Ensure accessibility of disabled to public transportation 

• Coordinate to provide “safe, clean and attractive” bus shelters 

Finally, the City plans to study the feasibility of implementing Variable Parking District Overlays along the 

Base Line Historic District to improve the existing condition of parking-deficient development. 

Loma Linda 

There is a “Special Planning Area D” that consists of dispersed residential uses especially along Mission 

Road and Redlands Boulevard. The area is bounded by Redlands Boulevard on the north, California 

Street on the east, the new alignment of Mission Road on the south, and the Edison transmission towers 

to the west. The General Plan intends the area to have a mixed-use character. The public also envisions 

a heritage park within the planning area for recreational uses. 

“Special Planning Area E”: This area located south of new Mission Road is intended to promote a livework 

studio environment. “Special Planning Area F,” between Barton Road and San Timoteo Creek and 

west of California Avenue, is also being planned for mixed-use on certain portion of the existing orange 

groves. Similarly, “Special Planning Area H,” located east of California Street and south of Barton Street, 

has vacant lands and orange groves that are being planned for mixed-use development. Providing 

access to and improving circulation patterns on Barton Street are primary goals. Finally, “Special 

Planning Area I” is zoned in the future for mixed-use development at the intersection of Mountain View 

Avenue and Barton Road, bounded on the east by the Edison easement. 

Omnitrans is the primary public transportation provider, operating five routes in the city; Riverside Transit 

Agency also operates one route. 

The Capital Improvement Program and the Final 2002 Regional Transportation Improvement Program 

(RTIP) identify the following improvements: 

• Provide traffic signal coordination and timing interconnect at seven traffic signals 

and install emergency preemption of traffic signal operation; Anderson 

Street/Tippecanoe Avenue from University Court to Hospitality Lane 

• Widen existing bridge from three lanes to four lanes, add pedestrian walkway to 

outside of bridge; Mountain View Avenue from Van Leuven to Prospect 

• Widen intersection and install traffic signals and drainage; Redlands Boulevard at 

California Street 

• Widen from four lanes to six lanes; Redlands Boulevard from east city limits to 

west city limits 

• Widen from two to six lanes; California Street from Barton Road to Redlands 

Boulevard 

Widening roadway and extending Evans Street interchange are noted in the Plan. Key intersections 

marked for improvements are: 

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• Additional lanes at the intersection of California Street and Redlands Boulevard 

• Additional lanes at the intersection of Benton Street and Barton Road 

• Additional lanes at Anderson Street and Redlands Boulevard 

• Two-way center left turn lane at the intersection of the proposed Evans Street 

• Realignment of Mission Road intersection to coincide with Orange Avenue 

intersection 

For transit policies, the City of Loma Linda plans to achieve the following: 

Montclair 

• Ensure that the site design of new developments provides for pedestrian access 

to existing and future transit routes and transit centers through specific review 

during the development review process. 

• Preserve options for future transit use when designing roadway and highway 

improvements. 

• When applicable, include Omnitrans in the review of new development projects, 

and require new development to provide transit improvements in proportion to 

traffic demands created by the project. Transit improvements may include direct 

and paved access to transit stops; provision of bus turnout areas and bus 

shelters; and roadway geometric designs to accommodate bus traffic. 

• Encourage ridership on public transit through use of city information sources 

(e.g., City website and mail-outs) to provide information on transit services. 

• Require community care facilities and large age-restricted developments (50 

units or more, but excluding facilities designed for “active” adults) to provide 

transportation services for the convenience of residents as a condition of 

development. 

New development plans are proposed at the Montclair Transcenter and along Fremont Avenue for 

pedestrian-friendly access and shuttle services to provide good linkage. 55% of Montclair’s land use is 

classified as residential and only 9% is commercially zoned. 

The existing commercial and industrial land uses north of I-10 and between Holt Boulevard and Mission 

Boulevard attract many people. Residential neighborhoods are predominant in the southern portion of 

the I-10 Freeway up to Holt Boulevard. 

The City is planning to continue commercial plans typically along the following arterials: 

• Mission Boulevard 

• Holt Boulevard 

• Large portion of Central Avenue 

• Monte Vista Avenue 

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New developments: 

Ontario 

• Arrow Highway 

• Moreno Street 

• Between Mills and Amherst Avenues, on the north side of Holt Boulevard, 106 

residences of 3-storiess are being built. 

• 19 one- and two-story homes are going to be constructed on the south side of 

Mission Boulevard between Ramona and Monte Vista Avenues. 

• 5,800 square feet, multi-tenant commercial development was approved by the 

Planning Commission at the southwest corner of Mission Boulevard and Ramona 

Avenue. 

• North Montclair Downtown Specific Plan – proposes a mixed-use, transit-oriented 

development between the Montclair Gold Line/Metrolink station and the Montclair 

Plaza. Mixed-use development is intended to create a transit village with a range 

of medium to high-density housing, retail, commercial, and office development. 

This development will reinforce the significance of the Montclair Transcenter as 

an Omnitrans service focal point. 

Major commercial developments in Eastern Ontario include: 

• Ontario center: 8 million square feet of office, commercial, residential, and 

industrial uses. 

• CA Commerce center: 1420 acres of development. 

• Centerlake: 1.3 million square feet of commercial and business uses. 

• Village industrial park: Large-scale warehousing and distribution uses for 

Hyundai, Honda and Inland Container. 

Growth and Travel Patterns: 

• Ontario airport continues to be a dominant economic force for the city but the 

potential for growth is small. Construction of United Parcel Service’s new freight 

facility is expected to increase freight volume and traffic. 

• The airport has a location advantage, spurring more commercial and industrial 

development. 

• Construction of more single-family residences plus closer multi-family 

development regulation is to be accomplished without affecting housing choices. 

• A major concern is a good connection between residents of Creekside and 

others south of Pomona Freeway and those who live in established 

neighborhoods (CPA’s 1, 3, 4, 10, and 11) within downtown Ontario. 

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• In addition to restoration projects within Downtown and East Holt Special Study 

area, most of the City’s future development is likely to involve build-out of 

industrial and commercial uses that will take place in CPA’s 5, 6, and 8. 

Unique areas that have special attention for development are: 

Rancho Cucamonga 

• Grove Avenue Corridor Business Park 

• Town Center Study Area 

• East Holt Boulevard Study Area 

The Land Use Plan aims to achieve two objectives. One is to increase mixed-use development along 

Foothill Boulevard and the Empire Lakes area. The other is consolidation of open space preserves. 

The following Specific Plans and Planned Communities have been approved: 

• Industrial Area Specific Plan: The purpose of the plan is to make guidelines for 

industrial development and three zones have been identified in the southern 

portion of the city. 

o 

o 

o 

Zone A is bordered on the north by Arrow Route and North Town area, by Haven 

Avenue to the east, 4th Street to the south, and to the west by Cucamonga Creek 

and the City of Ontario. 

Zone B is bounded on the north by Foothill Boulevard, Devore Freeway (I-15) to the 

east, 4th Street to the south, and by Haven Avenue to the west. 

Zone C is bounded on the north by Foothill Boulevard, on Etiwanda and East 

Avenues, 4th Street and the City of Ontario to the south, and by I-15 to the west. 

• Sub-Area 18 Specific Plan: The purpose of this plan according to the General 

Plan is to provide a “broader mix of land uses than was originally permitted within 

the Industrial Area Specific Plan.” On the south of the Plan area is Fourth Street, 

on the east is Milliken Avenue, on the north is Atchison Topeka and Santa Fe 

(AT&SF) Railroad, and on the west is Cleveland Avenue and Utica Street. 

• Foothill Boulevard Specific Plan: The plan proposes a series of activity centers 

and gateways, linked through a unifying suburban parkway design. 

• Etiwanda Specific Plan: This rural area is located in the northeast corner of the 

city and the purpose of the Plan is to ensure long-term rural character. 

• Etiwanda North Specific Plan: The General Plan aims to make open space a 

prominent feature in these 6,840 acres of land, located just above the Etiwanda 

Specific Plan area. 

• Victoria Community Plan: With Victoria Park lane as the central corridor, the City 

plans to build residential villages and related uses in the 2,150 acres of land 

bounded on the north by Highland Avenue, the east by Etiwanda Avenue, and 

the south and west by the I-15, Arrow Route, Base Line Road, Milliken, Southern 

Pacific Railroad tracks and Deer Creek. 

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• Terra Vista Community Plan: This central core area is planned for a mixed-use 

development along Foothill Boulevard and Haven Avenue. 

The most visible change from the General Plan is the approval of more than 700 acres of mixed-use 

development in the city. 

Redlands 

Some of the aims of the General Plan are to: 

• Maintain the predominant single-family residential character of the city. 

• Locate low, medium and high-density uses near regional access routes and 

employment centers. 

• Continue mobile home parks. 

• Encourage residential units in downtown area. 

• Consider approval of medium-density houses in the East Valley Corridor special 

development district. 

• Encourage Planned Residential Developments and Specific Plans in San 

Timoteo and Live Oak Canyon areas. 

• Focus development in the “Southeast Area Plan” bounded by Sunset Drive on 

the north, Alessandro Drive on the west, Live Oak Canyon Road on the south, 

and South Lane on the east. 

The Downtown Redlands Specific Plan makes specific proposals for the development of the downtown 

area between Redlands Boulevard and the I-10 Freeway. This includes two- and three-story mixed-use 

development in the Town Center District and industrial buildings in the Service Commercial District. 

In the East Valley Corridor (EVC) Specific Plan, 4,000 acres are planned for commercial and industrial 

establishments that total 37 million square feet and provide up to 90,000 jobs. 

The City plans to improve commercial strip development at four places: 

• Redlands Boulevard west of Texas Street 

• Colton Avenue west of Orange Street 

• Orange Street between Colton Avenue and Brockton Street 

• Mentone Boulevard between Wabash Avenue and Crafton Avenue 

No expansion on the University of Redlands campus is being planned currently. In the overall traffic 

scenario, the General Plan mentions need for comprehensive study to reduce congestion issues on the 

following road network: 

• Alessandro Boulevard 

• Sunset Drive 

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• Timoteo Canyon Road 

• Live Oak Canyon Road 

Rialto 

In the residential category, high-density housing, except that for senior citizens, has brought problems to 

the city; therefore, extending high-density residential land use is considered undesirable. Yet as more 

land is available, affordable housing is looked at as an important design element. 

The City has proposed a new industrial land use zoning category of varying intensity on large portions of 

vacant land. The City plans to focus redevelopment plans on several vacant in-fill sites along Foothill 

Boulevard and provide commercial business opportunities in the Central Business District. The document 

identifies in-fill sites for development along Foothill Boulevard within radii of 1, 3, and 5 miles. The 

downtown revitalization for $2.8 million is currently underway, and will bring more mixed-use commercial 

and residential development. 

After the completion of the I-210 Freeway extension to North Rialto, with four on- and off-ramps, retail and 

commercial growth is seen as an added advantage on vacant adjacent lands. Currently a moratorium 

has been ordered on many development proposals along the I-210 corridor; the City planned to lift this 

action on December 20, 2006, when the Land Use Element was scheduled to be updated. The 

properties most affected are located east of Alder Avenue, north of Baseline Road, and west of Ayala 

Avenue; also included are those properties that have frontage on Casmalia or Easton Avenue. Around 

1500 acres of land along the I-210 Freeway extensions are marked for development, including the area 

around Rialto Municipal airport. 

A new Gateway Center is planned in the East Central sector, between Foothill Boulevard and I-10 

Freeway, east of Cactus Avenue. This is a diverse area with some of the city’s oldest development. 

Caltrans has proposed a Route 30 extension parallel to the Highland Avenue, but due to the lack of a 

precise planning timeline, an update of the Land Use Element is deferred along this section of the 

corridor. 

Bloomington Avenue is one of the city’s most attractive streetscapes but its north-south grid creates a five 

point intersection with Riverside Avenue, creating confusion and danger for drivers. Its other terminus on 

Cedar Avenue is congested by traffic coming from and to Valley Boulevard and the I-10 Freeway. The 

City has the goal of improving this corridor and limiting traffic by measures such as speed limits, 

crosswalks, signals, and stop signs. 

San Bernardino 

The City has approved preparation of Strategic Area Plans to oversee the growth regulation and guidance 

in certain areas. These Specific Plans are: 

• San Bernardino Valley College Strategic Area: Bounded by the City of Colton to 

the west and south, Mill Street to the south and K Street to the north, this 

strategic area was marked for expansion to accommodate more college students 

and to explore opportunities for off-campus parking. 

• Santa Fe Depot Strategic Area: Bounded on the south by Rialto Avenue, I-215 

to the east, Viaduct Avenue to the west and BNSF to the north, this land is being 

planned to integrate historic Santa Fe depot with surrounding neighborhoods and 

improve aesthetics. 

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• Redlands Boulevard Strategic Area: The Plan plans a mixture of commercial, 

industrial and office uses to enhance economic viability. 

• Tippecanoe Strategic Area: This area west of San Bernardino International 

Airport (SBIA) is targeted for more economic linkage to the airport and better 

usage of the Santa Ana River. The Plan proposes signal synchronization and 

extension of Tippecanoe Avenue from the southern part of the city to Baseline 

Avenue. More cooperation with the Cities of Loma Linda and Redlands is also 

expected to extend Mountain View Avenue north of the river and intersection 

improvements at the I-10 Freeway. 

• Eastern Recreation Village Strategic Area: This area is being developed as a 

recreational and commercial area while enhancing the existing sports complex 

and bike trails. 

• Residential Conversion Strategic Area: The area is bound by 19th Street on the 

north, 18th Street on the south, Guthrie Street on the east, and Sterling Avenue 

on the west. There are plans to improve the current residential apartments and 

develop on vacant lots. 

• Southeast Industrial Strategic Area: Protection of existing industrial base and 

continuous redevelopment options are being considered for this area just south 

of the San Bernardino International Airport Strategic Area and north of the 

Southeast Strategic Area. 

• SBIA and Downtown Strategic Area: Many improvement plans for street lighting, 

parking, mixed-use development, and pedestrian-friendly street walks are 

underway for all areas surrounding SBIA and the historic core of the Downtown. 

• Corridor Strategic Area: Lot consolidations, density bonuses, and public 

amenities construction are the major plans on adjacent portions of land along a 

few corridors that include Mount Vernon Avenue, E Street, Baseline Street and 

Highland Avenue. 

Upland 

Changes recommended in the Circulation Element of Upland’s General Plan include: 

Yucaipa 

• Construct Campus Avenue between 20th and 23rd streets as a four-lane 

roadway 

• Widen 8th street between San Antonio Avenue to the east city limit 

• Redesign Foothill Boulevard between San Antonio and Redding Way, and at 

Memorial Park on the south side east of Eleventh Avenue, to provide on-street 

parking for commercial establishments and to increase the right-of-way 

Compared to the average 4 dwellings per acre, the level of development in the city is only 1.3 homes per 

acre, suggesting a significantly low-intensity development. 

The Land Use Plan designates greater importance to rural living in the Wildwood canyon and North 

Bench areas, and a few portions in the Dunlap acres. Multi-family residential uses are allocated mainly to 

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the central core, and commercial nodes are for specific nodes such as Oak Glen and Bryant, Yucaipa and 

5 th , Sand Canyon and Yucaipa, and Oak Glen and Yucaipa. 

The City zoned the land south of the I-10 freeway and east of the Live Oak Canyon Road as a master 

Planned Development with a mix of residential and commercial uses. In the Crafton Hills area, adjacent 

to the City of Redlands, the City of Yucaipa approved a 59-lot Planned Development that fronts onto 

Bryant Street and Mill Creek Road. The City is proposing to connect to the City of Redlands by Crafton 

Hills Drive, which is a limited access collector. 

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5. REGIONAL PLANNING ACTIVITIES 

5.1 Omnitrans sbX (BRT) Systemwide Plan 

The Systemwide Transit Corridor Plan for the San Bernardino Valley – The plan identified seven key 

transit corridors (Figure 5-1) for the introduction of higher quality transit service (higher frequency, 

express or BRT services) to attract choice riders and effect a positive transit mode shift. Major transit 

corridors include Corridor 1 (E Street), Corridor 2 (Foothill East), Corridor 3 (Foothill West), Corridor 4 

(Mountain & Euclid), Corridor 5 (San Bernardino Avenue), Corridor 6 (Holt & Fourth Street), and Corridor 

7 (Grand & Edison). Corridor 1 was identified as the highest priority corridor with the planned 

implementation of the E Street sbX in FY 2010/11. The remaining corridors form the framework for the 

establishment of a base 5 fixed route network, with the possible introduction of limited stop or full express 

services as a precursor to sbX network expansion. 

5 

Base routes are the core routes in the transit system, operating in a straight-line route structure on the main arterial roads 

throughout the service area. They are oriented as much as possible to the main travel destinations and corridors, and form a grid 

route network that can provide a basic level of mobility to residents. 

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Figure 5-1: Omnitrans' Major Systemwide Transit Corridors 

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5.2 Omnitrans sbX E Street Corridor Project 

The E Street Transit Corridor Project – Phase I Final Alternatives Analysis Report (12/07/05) 

recommended the implementation of sbX BRT service to the E Street corridor in FY 2011/12 (Figure 5-2). 

The 16 mile Bus Rapid Transit (BRT) Locally Preferred Alternative (LPA) for the E Street Corridor in the 

Cities of San Bernardino and Loma Linda has been adopted by the Omnitrans Board of Directors and the 

San Bernardino Associated Governments (SANBAG) Board (both on December 7, 2005). Both the San 

Bernardino and Loma Linda City Councils have approved it as well. Omnitrans submitted a request to the 

Southern California Association of Governments (SCAG), the Metropolitan Planning Organization (MPO) 

for the Los Angeles Region, to have the existing financially constrained Regional Transportation Plan 

(RTP) and the RTIP for the SCAG Region amended to include the LPA. SCAG took action to amend the 

RTP during July 2006. With the submittal of this New Starts/Small Starts Report to FTA, Omnitrans is 

prepared to submit a request to FTA for permission to enter the Project Development Process for the 

adopted LPA. 

The LPA was selected with broad local support in the corridor, both from key stakeholders and the 

general public. Several public workshops were held during 2005 to present corridor alternatives and to 

receive input on the selection of the LPA. Stakeholders and the public felt that the LPA will provide more 

reliability, higher frequencies of service and faster speeds than the Baseline Alternative. They perceived 

that it will increase transit usage by choice rider groups and reduce traffic congestion, save energy, help 

improve the local economy and improve air quality in the fast growing E Street Corridor. 

Compared to the TSM Baseline Alternative, Omnitrans can “Make the Case” for high-quality BRT service 

(which is branded as “San Bernardino Express” or “sbX”) that will: 

• Have speeds and travel times that are superior to the limited stop bus service 

that was tested as part of the TSM Baseline because of the implementation of 

exclusive lanes in congested areas. (40.2 minutes end-to-end travel time for the 

LPA versus 55.9 minutes (TSM Route 2 – Limited Stop Service) versus 69 

minutes (Route 2 – Local Service)); 

• Have in-vehicle travel times competitive with autos in the corridor during peak 

commute hours (40.2 minutes versus 39.5 minutes); 

• Have better reliability because BRT travels in dedicated lanes or has preferential 

treatment; 

• Have better fleet utilization and will be able to meet the five-minute headway 

threshold for the Horizon Year 2030 with fewer vehicles (23 versus 31 for the 

TSM Limited Stop Service); 

• Attract 13,200 daily riders versus 9,860 on the TSM Limited for Horizon Year 

2030 6 ; 

• Attract 9,010 daily riders versus 6,650 on the TSM Limited for Opening Year 

2011 7 ; 

6 

Horizon Year 2030 ridership forecasts are based on a complete model run of the San Bernardino Valley Focus Model using Year 

2030 socioeconomic data and Year 2030 networks. Both transit alternatives assume five-minute headways on premium service in 

the E Street Corridor (Route 2 – Limited for TSM Alternative, BRT route for LPA). 

7 

Since Year 2011 socioeconomic data and Year 2011 networks are not available, Opening Year 2011 ridership forecasts are based 

on an interpolation of data from two model runs of the San Bernardino Valley Focus Model using Year 2000 and Year 2030 

socioeconomic data and networks. Both transit alternatives (TSM Baseline and LPA) for both years (2000 and 2030) assume tenminute 

headways on premium service in the E Street Corridor. 

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• Achieve a very high corridor rider benefits and an excellent cost-effectiveness 

ratio of $3.79 cents per hour of benefit in the Horizon Year, and a costeffectiveness 

ratio of $12.94 in the Opening Year; 

• Have attractive, well-designed vehicles and stations/stops that will enhance 

adjacent land uses and help stimulate the development of TODs; 

• Will help stimulate economic development in the E Street Transit Corridor’s five 

redevelopment areas; and 

• Be affordable at $138,802,000 (Base Year Capital Costs), an average of less 

than $10 million per mile, and cheaper to operate at five-minute headways than 

the TSM Limited ($9,759,000 in annual operating costs versus $12,530,000 for 

the TSM Limited). At Opening Year 2011 headway of ten minutes, BRT O & M 

Costs are under $4,000,000 per year, which is less than 5% of Omnitrans’ 

projected systemwide operating budget of $80,400,000 for 2011. This makes the 

E Street Project eligible for a “medium” financial rating from FTA. 

In terms of choice of modes, from early on in the corridor planning process the development of BRT was 

broadly supported by key stakeholders and the general public. It was felt that BRT was more suitable to 

the corridor than Light Rail Transit (LRT) and would be cheaper to construct and operate. 

The introduction of a limited stop express as a Route 2 overlay has been considered in the 2008-2013 

Omnitrans SRTP Scenario 2 and 3 service plans to develop a market for higher speed transit along the E 

Street corridor. sbX bus storage and maintenance needs have been considered in the Capital/Facilities 

Plan and Financial Plan. Implementation of sbX will require some East Valley route restructuring to 

accommodate east-west transfers to sbX. A Route 2 limited stop express (proposed Route 302) is 

recommended as a precursor to the E Street sbX in the Partially Constrained Scenario (Scenario 2, 

discussed in Chapter 12). Although Route 302 is not included in the recommended Scenario 1 

(Financially Constrained Scenario, discussed in Chapter 10), it could be considered for implementation in 

the later years of the SRTP timeframe if overall systemwide ridership and farebox revenue recovery 

improve. If implemented, Route 302 would be discontinued with the implementation of the E Street sbX. 

In addition, the reduction of Route 2 Local frequency to 30 minutes should be considered. 

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Figure 5-2: Locally Preferred E Street sbX Alternative 

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5.3 SCAG 2004 Regional Transportation Plan (RTP) 

The RTP, a 20-year transportation blueprint adopted by the Southern California Association of 

Governments (SCAG), outlines a long-range strategy to meet mobility, financial, and air quality 

requirements. This plan must show how the region will meet federal air quality standards and other 

needs based on realistic estimates of transportation funding. Only programs and projects outlined in the 

final document are eligible for state and federal funding. The Regional Transportation Plan establishes 

transportation priorities and identifies projects that support its goals. 

The RTP is updated every three years. The 2004 RTP, referred to as Destination 2030, was adopted in 

April 2004. SANBAG staff, working with all 24 cities in San Bernardino County, provided extensive input 

to this regional plan and submitted future county transportation projects for inclusion. This document 

reflects population, housing, employment, environmental, land use forecasts, and technology changes for 

the Southern California region. 

Decision 2030 goals include: 

• Maximize mobility and accessibility. 

• Ensure safety and reliability. 

• Preserve transportation system. 

• Maximize transportation system productivity. 

• Protect the environment. 

• Encourage land use and growth patterns that complement the transportation 

system. 

Public transit priorities include: 

• BRT: Designed to provide fast, high-quality bus service to attract choice riders 

and effect a mode shift to reduce congestion. 

• Metrolink Commuter Rail: Provide the backbone of a mass transit regional 

commute service. 

• Land Use – Transit Coordination: The regional transit program calls for 

increased and better coordination between transit and land use planning. 

• Transit-Oriented Development (TOD): Local and regional planning agencies 

are encouraged to promote TOD initiatives cooperatively along major transit 

corridors. 

• Transit Centers: Develop a network of transit-based centers and corridors, 

supported by in-fill development that maximizes use of existing infrastructure, 

supports increased ridership, reduces air pollution, and preserves green space 

and undeveloped areas. 

The Omnitrans sbX Systemwide Plan, Omnitrans sbX E Street Corridor Project, SANBAG Redlands 

Passenger Rail Plan and SCAG Compass 2% are strategies that clearly reflect the goals of Decision 

2030. 

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5.4 SANBAG Redlands Passenger Rail Station Area Plan 

On April 4, 2007, the SANBAG Board of Directors approved the Redlands Passenger Rail Station Area 

Plan. Redlands Passenger Rail is a planned passenger rail service between the planned San Bernardino 

Transcenter and the City of Redlands along the Redlands Subdivision. The Redlands Passenger Rail 

Station Area Plan identifies nine possible Redlands Passenger Rail stations with TOD along the BNSF 

Redlands Subdivision right-of-way (Figure 5-3). Possible station sites include the proposed San 

Bernardino Transcenter, Mill Street, Orange Show Road, Tippecanoe Avenue, Mountain View Avenue, 

California Street, Alabama Street, Downtown Redlands (three possible alternatives), and Grove Street. 

The introduction of this rail commuter service will impact east-west Omnitrans ridership in the East Valley 

and also require East Valley service restructuring as feeders around the final Redlands Passenger Rail 

stations. TOD development proposed around each station will concentrate densities and activities, 

potentially generating increased local transit demand. Shuttle service between specific stations and San 

Bernardino International Airport, Loma Linda Medical University and Medical Center, Loma Linda VA 

Hospital, University of Redlands, Crafton Hills College and the planned Yucaipa Transcenter may be 

warranted. With the exception of the initial San Bernardino Transcenter development, Redlands 

Passenger Rail Plan impacts are anticipated to occur beyond the 2008-2013 Omnitrans SRTP timeframe. 

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Figure 5-3: Redlands Passenger Rail Alignment and Stations 

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5.5 SANBAG Public Transit-Human Services Transportation 

Coordination Plan for San Bernardino County 

SANBAG is currently developing a Public Transit-Human Services Transportation Coordination Plan for 

San Bernardino County. 

With the reauthorization in 2005 of the federal transportation bill, titled SAFETEA-LU, new regulations 

specify that it is desirable for federal monies to be coordinated and consolidated in “a process through 

which representatives of different agencies and client groups work together to achieve any one or all of 

the following goals: more cost-effective service delivery; increased capacity to serve unmet needs; 

improved quality of service; and services which are more easily understood and accessed by riders.” 

Moreover, FTA mandates that projects receiving FTA 5310, JARC or New Freedom funds be part of the 

plan adopted by SANBAG – addressing ways to improve service through coordination and/or 

consolidation. This plan will look at effectiveness and efficiency of governance, administration, 

maintenance and operations. It will explore options for increased service levels, increased mobility for all 

consumers, better quality of service to riders, cost savings (especially on a unit cost basis), upgraded 

maintenance programs, better reporting and record keeping, more equitable cost sharing between 

participating agencies and individuals, more professional delivery of transportation services, and safer 

transportation services. 

SAFETEA-LU regulations will also affect the plan. Several key factors to consider are: 

• There will be more money for transit. 

• There is a new program (“New Freedom”) that will fund new services for elderly 

and disabled riders as well as ADA services that go beyond ADA requirements. 

• The rules for the plan do not specify a lead organization. 

San Bernardino County and the project partners face many new challenges in the preparation of a 

strategic plan, including: 

• Competition for local public transportation funds; 

• Legislative constraints; and 

• A lack of transportation continuity and availability among the service agencies 

utilizing existing transportation providers. 

The further coordination of transportation services will enable the multitude of agencies and organizations 

to: 

• Maximize the use of existing resources; 

• Increase the efficiency in delivering services; 

• Improve access to users; and 

• Reduce or eliminate duplication and redundancy. 

Transit, and more specifically mobility, has played an important role in the daily living requirements of 

older adults and the disability community. To date, for the most part, only those affiliated with a specific 

agency, organization or program have been able to access transportation services, with only limited 

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services available to the general public. One may assume that many of the more discretionary trip needs 

of these populations have not been met. 

Transit providers and human service agencies have often worked to coordinate services, but barriers 

sometimes limit the success of these efforts. These barriers include regulatory restrictions, funding 

requirements and differing perceptions. For example, both Medicaid and ADA have scheduling 

requirements that may make it difficult to coordinate use. 

New directions in state and national policy on a variety of fronts show an increasing role and heightened 

expectations for public transit. Project partners face many challenges in fulfilling that role: 

• Revenue and funding constraints, including greater dependence on subsidies; 

• Escalating operating costs; 

• Changing demographic and settlement patterns that make providing transit 

difficult and potentially inefficient if not appropriately coordinated or consolidated; 

and 

• Rising expectations for transit's social mandate, e.g., 

o 

o 

Increase the accessibility of persons with economical and transportation 

disadvantages 8 ; and 

Satisfying the needs of the population centers within fiscal and fleet size 

constraints. 

SANBAG’s Public Transit – Human Services Transportation Coordination Plan being conducted for San 

Bernardino County has the following objectives: 

1. Conduct best practices review (other jurisdictions with operating characteristics similar to 

those of the SANBAG/regional paratransit services service area); 

2. Expand stakeholder participation through a comprehensive approach to outreach and 

consultation; 

3. Identify opportunities to maximize the use of existing resources; 

4. Identify alternate models for governance, service delivery and operations; 

5. Increase the efficiency in delivering services in response to management/institutional 

issues; and 

6. Improve access (and mobility) for customers. 

This Coordination Plan is scheduled to be completed in the Fall of 2007. 

The implications of Coordination Plan outcomes for Omnitrans include: 

• From an administrative perspective, a possible opportunity to assume a greater 

mobility manager role; and, 

8 

The Americans with Disabilities Act (ADA) creates strategic planning challenges and financial pressures that are unprecedented 

within the transit and paratransit industry. 

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• From an operations/service delivery perspective, a need to ensure that the 

Access shared-ride ADA public paratransit services not inherit the transportation 

requirements (including the administrative and financial burden) for programspecific 

travel requirements. 

Omnitrans has recently embarked upon a marketing/communication strategy to educate program 

providers, organizations, and agencies as to the effective use of subscription trip bookings to ensure the 

consistent and reliable transportation of program participants. These efforts will require ongoing dialogue 

with County officials to ensure the coordination of Public Transit – Human Services Transportation 

Coordination Plan outcomes. 

5.6 SANBAG Comprehensive Transportation Plan (CTP) 

SANBAG is currently updating San Bernardino County’s CTP to the year 2030. Goals, objectives, 

performance indicators and alternative transportation scenarios are being defined and analyzed to create 

a preferred plan alternative. In cooperation with local agencies, this work has involved updating the 

socioeconomic forecasts to the year 2030 and the base year streets and highway network for the CTP 

traffic model. 

The updated CTP will: 

• Identify transportation improvements and strategies to enhance system 

performance and achieve emission reductions to meet air quality requirements; 

and 

• Integrate goods movement strategies currently under development and serve as 

a basis for action programs to be implemented through the Congestion 

Management Program. 

Public transit plays a significant role in the development of CTP goals and objectives. Initiatives such as 

the Omnitrans sbX Systemwide Plan, the Omnitrans sbX E Street Corridor Project and the SANBAG 

Redlands Passenger Rail Station Area Plan play a critical role in the development of transportation 

scenarios and congestion management strategies. 

5.7 SCAG Compass Blueprint 2% Strategy 

Growth in Southern California is expected to result in the addition of another six million people (another 

two “Chicago’s”) over the next 30 years. In 2001, the Southern California Association of Governments 

(SCAG) began an ambitious study to examine how the region should grow. In 2004, the results indicated 

that if growth were concentrated in only 2% of the land area of Southern California, the region could 

accommodate the growth while still maintaining the single family neighborhoods that make up Southern 

California cities. But in that 2% area, largely in built up areas and along existing and proposed transit 

corridors, densities would have to increase and efforts would have to be made to integrate land uses so 

as to improve the jobs-housing balance. Since 2004, SCAG has been undertaking a series of studies, 

entitled The Compass Blueprint 2% Strategy, which is a guide for how and where to implement SCAG’s 

Growth Vision for Southern California. While recognizing valuable quality of life goals, the Compass 

Strategy provides a guide to local decision-makers, demonstrating how minor changes in land use and 

transportation decision-making can reap unexpected economic, mobility, and environmental benefits 

locally, sub-regionally and regionally. 

The Strategy proposes increasing the region’s mobility by encouraging transportation development and 

transit-oriented development focusing on in-fill development and redevelopment opportunities. SCAG 

and the Compass Blueprint team of consultants are offering free planning services to assist local 

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governments (including SANBAG and the City of San Bernardino) with projects that support the Compass 

Blueprint Growth Vision. 

The SCAG findings as they relate to SANBAG are shown below. Initial opportunity areas were identified 

as part of the process. Currently, The Compass Blueprint 2% Strategy, concentrating on implementation 

tools, is ongoing throughout the region. 

The Compass Blueprint 2% Strategy – Implications for San Bernardino Valley 

In 2006, as part of SCAG’s Compass Blueprint 2% Strategy, SANBAG began to examine in more detail 

how anticipated growth in San Bernardino County could be accommodated. Building on the initial SCAG 

efforts, the first phase of the study involves identifying “opportunity” areas in the eastern portion of the 

San Bernardino Valley where growth would likely occur as shown in Figure 5-4. These opportunity areas 

include city centers, transit hubs or Transcenters, and other high-density growth areas. 

In addition to the SCAG/SANBAG 2% initiative, SANBAG is also examining the transit-oriented 

development of the proposed extension of the Metrolink service to Redlands. SANBAG is planning a 9.1 

mile extension connecting the Santa Fe Depot to proposed station locations in eastern San Bernardino 

County. The plan calls for a station at a proposed Transcenter at E Street and Rialto Avenue and six 

other stations along the alignment, ending at the University of Redlands. 

The plan was released in November 2006 and has been presented to the three involved cities. 

Recommendations for transit-oriented zoning changes are set out for the proposed stations. Some 

aspects of the extension remain to be worked out, including the location of a station in downtown 

Redlands. 

At the April 4, 2007 SANBAG Board meeting, the Board decided to continue studying the extension. 

While the extension is still several years away, approval was given for more in-depth studies, and for 

SANBAG to prepare an application for $75 million in federal funding. The agency has $75 million set 

aside from the County’s Measure I sales tax to pay for the $150 million project. With approval of the plan, 

the Cities of San Bernardino, Loma Linda, and Redlands will be asked to start considering land use 

changes around the proposed stations, such as denser housing, commercial development, pedestrian 

and bicycle paths and other amenities. 

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Figure 5-4: Compass Strategic Opportunity Areas (in blue) 

Source: http://www.compassblueprint.org/files/pdf/SANBAG.pdf 

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5.8 Gold Line Extension 

The Metro Gold Line Authority is proposing to extend the current Gold Line Light Rapid Transit system 16 

miles east from Pasadena, where it currently ends, to Montclair (Figure 5-5). 

Preliminary Engineering Studies are underway and federal funding for construction is expected, even 

though the alignment faces stiff competition in the City of Los Angeles from other proposed transit 

alignments. The first phase of the Gold Line extension, from Arcadia to Azusa, is scheduled for 

completion in 2010. The second phase, to Montclair’s existing Transcenter, would be completed by 2015. 

As part of its efforts to look at ways to increase ridership, the Metro Gold Line Authority is currently 

undertaking an extensive transit-oriented development (TOD) study, evaluating stations along the 

proposed 16 mile extension. Each city along the corridor is at different development stages in regards to 

TOD readiness and acceptance. 

The TOD analysis is particularly relevant to Omnitrans as the alignment currently is proposed to end at 

the Montclair Transcenter, part of Omnitrans’ service area, and there is now discussion underway about 

extending the alignment further east to Ontario Airport. Montclair has recently completed the North 

Montclair Specific Plan, which significantly increases the range of uses and proposed densities in and 

around the Transcenter into the area in order to build on the existing commercial center and support 

transit initiatives, such as the Gold Line extension and Omnitrans efforts to enhance transit connections to 

other parts of the San Bernardino Valley. The Gold Line TOD Study will build upon the City’s efforts and 

provide additional tools for implementing Montclair’s vision for a vibrant Montclair LRT station area and 

Transcenter. The Study is underway and is expected to be completed in December, 2007. 

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Figure 5-5: Proposed Gold Line Extension 

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5.9 SCRRA Strategic Assessment (Metrolink) 

SCRRA’s Strategic Assessment is a conceptual plan for the development of the Metrolink commuter rail 

system through 2030. While the potential for increasing demand is clearly recognized, the plan prioritizes 

demand-driven service expansion with operational and fiscal realities. 

Six Service Scenarios were developed for the SCRRA Strategic Assessment. Under each scenario, 

service levels, ridership and costs/benefits were projected for 2010, 2015, 2020 and 2030. Possible 

service levels were determined for each line. For the lines serving the Omnitrans service area: 

• San Bernardino Line service levels would remain constant at 34 trains/weekday 

through 2015 and be increased to 48 in 2015. 

• Inland Empire-Orange County Line service levels will rise from the current 12 

trains/weekday to 20 in 2010 and 22 in 2015. 

• Riverside Line service levels will rise from the current 12 trains/weekday to 22 by 

2015. 

If the increased service levels on the Inland Empire-Orange County Line are implemented, demand may 

increase for enhanced Omnitrans feeder service to the San Bernardino Metrolink Station within the 2008- 

2013 Omnitrans SRTP timeframe. Similar demand for Omnitrans feeder services to stations along the 

San Bernardino Line may not materialize until the next SRTP cycle. Omnitrans planners will work closely 

with SCRRA planners to monitor parking capacity at Metrolink stations within the Omnitrans service area 

to determine if enhanced feeder services are required to offset limited station parking capacity. 

5.10 Intelligent Transportation Systems (ITS)/Traffic Management Plans 

Travel in the San Bernardino Valley will increase as new development comes on line and as the 

population grows. SANBAG, SCAG, and a number of San Bernardino Valley communities are actively 

involved in a range of ITS/Traffic Management initiatives to better manage traffic congestion and increase 

roadway capacity without increasing the number of traffic lanes. 

5.10.1 INLAND ITS STRATEGIC PLAN 

SANBAG has joined with a wide range of regional stakeholder agencies to develop a Regional ITS 

Strategic Plan. Omnitrans, along with other neighboring transit providers, is a Regional ITS Strategic 

Plan stakeholder. Regional ITS Strategic Plan objectives are to apply ITS techniques and approaches to 

make highways, roadways, and transit systems operate more safely and efficiently. San Bernardino 

County already has a number of working ITS applications, including: 

• 1-800-COMMMUTE telephone line, which provides information on roadways, 

transit, rideshare, and many other commute alternatives; 

• Closed-circuit TV cameras to help identify and respond to accidents more 

quickly; 

• Electronic sensors in freeways, which transmit vehicle counts to a traffic 

management center and provide up-to-the-minute traffic conditions; 

• Computerized traffic signal control systems to better monitor and respond to local 

traffic congestion; 

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• Smart call boxes, which gather traffic count data and transmit that information to 

traffic management centers and the California Highway Patrol; 

• Changeable message signs on the freeways to alert motorists to accidents or 

route changes; and 

• Traffic signals at freeway entrance ramps to help traffic merge more safely and 

attempt to keep the freeways moving. 

5.10.2 SAN BERNARDINO VALLEY COORDINATED TRAFFIC SIGNAL SYSTEM 

PLAN 

In 1999, the SANBAG Board of Directors approved the development of a strategic plan for the crossjurisdictional 

interconnection and coordination of traffic signals in the San Bernardino Valley. Corridors 

and intersections were prioritized in a Tier 1 and Tier 2 implementation program. Tier 1 locations 

included 299 signals along major east-west streets along I-10 and Highway 60 and north-south streets 

that link or are adjacent to these freeways. Tier 2 locations include 294 signals along other major San 

Bernardino Valley corridors such as Foothill Blvd, Highland Street (east), the Mt. 

Vernon/Washington/Barton corridor, Euclid Avenue and Central Avenue. Funding was approved in 

August 2006. The project is estimated to be completed in 2007. Although there are no specific transit 

priority signal strategies, anticipated improvements in traffic circulation should benefit Omnitrans schedule 

adherence. 

5.10.3 SAN BERNARDINO COUNTY CARPOOL LANES 

There are over 43 miles of carpool lanes in San Bernardino County. The construction of an additional 18 

miles is planned in the near future. Current carpool lanes include: 

• A 9.9-mile segment of I-10 in Ontario and Montclair that opened in January 2000. 

• 8.5-miles of SR-71, the Chino Valley Freeway that opened in 1997. 

• A 10-mile segment of SR-60 in Chino, Ontario, and the unincorporated area of 

San Bernardino County that opened in 1997. 

• A 6-mile segment of SR-210 in Rancho Cucamonga and Fontana that opened in 

2001. 

• A 9-mile segment of SR-210 in Rancho Cucamonga and Upland that opened in 

the fall of 2002. (An additional five miles to the west through Claremont and La 

Verne in Los Angeles County opened at the same time). 

SANBAG is currently working with Caltrans to fund and construct an additional 18 miles of carpool lanes 

along the following corridors: 

• An 8-mile segment of SR-210 in Rialto and San Bernardino was scheduled to 

open in 2006. 

• A 6-mile segment on I-215 is under development through downtown 

San Bernardino and is scheduled for completion in 2007. 

• A 4-mile segment on I-215 from the Riverside County line north to I-10 through 

Grand Terrace and Colton. Project development for the preparation of an 

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Environmental Impact Report/Statement is underway. This phase of the project 

likely will extend through 2009. 

Carpool lanes serve as HOV lanes and are of strategic importance to the operation of commuter express 

bus services. Omnitrans will continue to work with SANBAG to plan for transit service using HOV lanes. 

Direct access ramps would be desirable to facilitate consistent travel times and enable more efficient 

operation of Route 90 in Riverside County. 

5.10.4 PARK AND RIDE LOTS 

Managed park and ride lots are located at Montclair Transcenter, Rancho Cucamonga (Highland east of 

Archibald), Rancho Cucamonga (Baseline west of I-15), Chino (Chino Avenue east of Highway 71), 

Bloomington (Cedar north of I-10) and Yucaipa (Hampton Road east of Yucaipa Blvd). 

Although managed park and ride lots in the San Bernardino Valley are associated with Metrolink service 

and carpool initiatives, they can play a strategic role in the development of regional express bus services. 

5.10.5 511 MOTORIST ASSISTANCE TRAVELER INFORMATION SYSTEM 

(MATIS) 

Los Angeles SAFE/MTA are the lead agencies in the development of an interactive website to provide 

regional traffic and transit information. SANBAG is a participant in this project. Similar to the 511 system 

in the San Francisco Bay area, this Southern California initiative can evolve to include transit trip planning 

capabilities. The project should be operational in 2008/09. 

5.10.6 CITY OF ONTARIO TRANSPORTATION SYSTEMS COMMUNICATIONS 

MASTER PLAN 

The City of Ontario has initiated a Master Plan to maximize the efficiency of its existing ITS infrastructure 

and to design and implement advanced ITS to better manage traffic circulation. Omnitrans is a 

stakeholder in the Master Plan process. The City is currently creating a draft plan to help secure funding. 

At this stage the plan does not include any transit signal priorities, but the City has expressed a 

willingness to improve transit circulation by the real time management of signal timing through its 

communication control center. 

5.10.7 E STREET TRANSIT CORRIDOR PROJECT 

The City of San Bernardino has expressed a willingness to work closely with Omnitrans on the planning 

and implementation of the E Street sbX. Queue jump lanes, transit only lanes, transit signal prioritization 

and signal coordination are under consideration to improve sbX and local route circulation along the E 

Street corridor. Omnitrans’ Siemens Automatic Vehicle Location and Control (AVLC) system incorporates 

a transit signal priority transponder capability for the eventual integration with a transit signal priority 

application along the E Street corridor. 

5.11 Federal and State Compliance Information 

5.11.1 ENVIRONMENTAL JUSTICE 

Environmental justice has become a significant issue for transit properties and the communities they 

serve. A 1994 Presidential Executive Order required every federal agency to “make achieving 

environmental justice part of its mission by identifying and addressing, as appropriate, disproportionately 

high and adverse human health or environmental effects of its programs policies and activities on minority 

populations and low-income populations.” In the context of transit, this means that Omnitrans must 

ensure that its services are provided without discrimination towards minority or low-income populations. 

As a recipient of federal funding, Omnitrans is obligated to ensure that no one is denied the benefit of 

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transit service on the basis of race, color, national origin or economic status. In order to evaluate the 

current situation the 2000 Census data were analyzed using GIS techniques. 

San Bernardino has a large minority population (here defined as all non-whites and Hispanic whites) that 

is widely dispersed throughout the Omnitrans service area. Minority populations are evenly distributed 

throughout the service area but are generally higher in the East Valley than the West Valley. However, 

the East Valley areas of Redlands, Yucaipa and Highland generally have a lower proportion of minority 

residents. 

In order to assess the degree to which Omnitrans meets Title VI of the federal regulations, a spatial 

analysis was conducted comparing populations of low-income groups and minorities (LIM) with the 

presence of transit services and facilities. The spatial distribution of the LIM population is shown in Figure 

5-6 and Figure 5-7. These population maps were then evaluated against four sets of route maps based 

on service coverage and frequency to determine if the LIM populations received better or worse service 

than non-LIM populations. 

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Figure 5-6: Low-Income and Minority Population Beyond 15-Minute Service Area (West Valley) 

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Figure 5-7: Low-Income and Minority Population Beyond 15-Minute Service Area (East Valley) 

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SERVICE 

The three sets of service maps were based on a half-mile walking distance to a bus route, which 

represents the current Omnitrans standard. The first map was limited to the network of services that 

operate every 15 minutes or better (Figure 5-6 and Figure 5-7). The second map was based on services 

that operate every 30 minutes or better (Figure 5-8 and Figure 5-9), while the final map was based on all 

services that operate every 60 minutes or better (Figure 5-10 and Figure 5-11). 

In the next step of the analysis the populations living within a half-mile of each level of service (15-minute, 

30-minute, or all headways) were determined. The data drawn from the maps in Figure 5-6 through 

Figure 5-11 were then used to calculate the total populations, LIM and non-LIM populations within a halfmile 

walking distance of the service. The results consistently found that the populations within the 

walking distance zone had a higher proportion of LIM residents to non-LIM residents. For example, the 

proportion of LIM residents within a half-mile of any bus service was 55.3%, compared to the total service 

area proportion of 52.4% LIM residents. This population of LIMs also represents 89.1% of all LIMs living 

in the service area (Figure 5-12). 

Figure 5-12: LIM and Non-LIM Populations Served by Omnitrans 

Total 

POP 

Total 

Non- 

LIM 

Total 

LIM 

% 

Non-LIM 

% LIM 

% of 

Total 

Non-LIM 

% of Total 

LIM 

Service Area 1,278,077 608,448 669,629 47.6% 52.4% 

Half-mile of Any (60-Minute and less) Service 

Within 1,078,367 481,927 596,440 44.7% 55.3% 79.2% 89.1% 

Not Within 199,710 126,521 73,189 63.4% 36.6% 20.8% 10.9% 

30-Minute Service 

Within 824,994 338,191 486,803 41.0% 59.0% 55.6% 72.7% 

Not Within 453,083 270,257 182,826 59.6% 40.4% 44.4% 27.3% 

15-Minute Service 

Within 328,384 104,286 224,098 31.8% 68.2% 17.1% 33.5% 

Not Within 949,693 504,162 445,531 53.1% 46.9% 82.9% 66.5% 

FACILITIES 

The table in Figure 5-13 shows that at stops with benches or shelters, the proportion of LIM population 

exceeds that of the LIM in the general population. For example, 63.7% of the population within a halfmile 

of a shelter is LIM, compared to the overall system where 52.4% of the population within a half-mile 

of any stop is LIM. Overall 54.0% of the population within a half-mile of a stop with a shelter is LIM, 

compared to 33.9% that is not LIM. 

The maps in Figure 5-14 and Figure 5-15 illustrate the distribution of passenger facilities or amenities in 

the Omnitrans service area. The maps specifically identify bus stops with or without benches and 

shelters. An analysis was conducted to determine if Omnitrans was meeting its Title VI obligations by 

ensuring that the distribution of passenger amenities does not discriminate against LIM populations. 

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Figure 5-13: Percentage of LIM and Non-LIM Populations Near Omnitrans Bus Stop Amenities 

Total 

POP 

Total 

Non- 

LIM 

Total 

LIM 

% 

Non-LIM 

% LIM 

% of Total 

Non-LIM 

% of 

Total LIM 

Service 

Area 1,278,077 608,448 669,629 47.6% 52.4% 0.0% 0.0% 

Half-mile walk of any Stop 

Within 1,093,288 491,846 601,442 45.0% 55.0% 80.8% 89.8% 

Not Within 184,789 116,602 68,187 63.1% 36.9% 19.2% 10.2% 

Half-mile walk of any Stop with bench 

Within 765,014 316,488 448,526 41.4% 58.6% 52.0% 67.0% 

Not Within 513,063 291,960 221,103 56.9% 43.1% 48.0% 33.0% 

Half-mile walk of any Stop with shelter 

Within 567,466 205,964 361,502 36.3% 63.7% 33.9% 54.0% 

Not Within 710,611 402,484 308,127 56.6% 43.4% 66.1% 46.0% 

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Figure 5-14: Bus Stop, Benches, and Shelters (East Valley) 

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Figure 5-15: Bus Stops, Benches, and Shelters (West Valley) 

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5.11.2 CONTINGENCY FLEET 

Omnitrans has developed an Emergency Preparedness Plan and an Energy Contingency Plan to 

undertake appropriate corrective measures in case of emergencies relative to natural or human-caused 

disasters. Both plans are designed to provide “transparent” transportation services in the event of an 

emergency. The Energy Contingency Plan was updated in 2002 and renamed the Contingency Fleet 

Plan. To be in compliance with FTA requirements, the plan required this renaming. Otherwise, a new 

Contingency Plan would have had to be developed. The Contingency Fleet Plan more accurately 

describes the need for contingency buses and the purpose of a contingency fleet. The Contingency Fleet 

Plan not only includes issues pertaining to energy-related emergencies, but applies to all emergencies 

that require additional buses beyond Omnitrans’ normal complement. 

The FTA compliant Contingency Fleet Plan established the framework by which the contingency buses 

would be utilized by Omnitrans in response to an emergency. 

The Contingency Fleet at Omnitrans will consist of seven retired buses. The specific bus numbers will 

change as “better” or “newer” buses are retired. Omnitrans’ objective is to have about 5% of the fleet in a 

contingency status in preparation for emergencies. The reason for this is that in recent years increasing 

emphasis has been placed on inter-agency coordination and cooperation among emergency services. 

Omnitrans is an essential transportation provider. As such, Omnitrans needs to maintain a fleet of buses 

in a level of readiness to fill gaps in the regional transportation system. This contingency fleet of 

Omnitrans buses is ready for purposes of evacuation, emergency medical need, fire, or capacity needs. 

These needs are directly linked to Omnitrans’ Emergency Preparedness Plan. This fleet is also 

authorized for use as replacement vehicles for other vehicles being repaired in a long-term campaign. 

In cases of emergencies, Omnitrans will first utilize all of the existing fleet of service ready buses and 

operational spares. Once all of these buses have been placed into service, if there is an ongoing need 

for additional buses based on the emergency, Omnitrans will activate the contingency fleet. The Director 

of Maintenance, after consultation with the Director of Operations, will provide Operations buses from the 

contingency fleet to address the emergency. Once the emergency has expired, the contingency buses 

will be removed from service and returned to contingency status. 

In conjunction with Omnitrans’ Contingency Fleet Plan and Omnitrans’ Emergency Preparedness Plan, 

Omnitrans undertakes additional efforts directly related to emergency contingency planning. These 

efforts include actions to increase system passenger capacity, re-pricing services to meet short-term 

contingencies, and redesigning services to economize on fuel and equipment requirements. 

More detailed information can be obtained in Omnitrans’ 2002 Contingency Fleet Plan and in Omnitrans’ 

Emergency Preparedness Plan. 

5.11.3 ADA COMPLIANCE 

Originally submitted in 1992, Omnitrans’ Americans with Disabilities Act (ADA) Plan was updated annually 

through 1998. In 1998, the Federal Transit Administration modified the annual ADA reporting 

requirements so that public fixed route transit operators were no longer required to file updates to their 

plans, so long as they had attained and continue to provide paratransit services to all persons who are 

unable to use the fixed route service because of limitations imposed by their disabilities, and if this 

paratransit service meets all of their required service criteria. As Omnitrans services did and currently 

continue to meet this standard, Omnitrans is no longer required to submit an annual update. 

However, this does not discount the other areas of ADA compliance that Omnitrans works to meet every 

day. These include: 

• Bus Stop Announcements/Passenger Assistance 

• Bus Stop Design Guidelines 

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• Accessibility between Bus Stops and Facilities/Developments 

• Bus Stop Survey 

• Fare Requirements and Premium Service 

In addition to these elements, Omnitrans works closely with city staff, developers and social service 

organizations to encourage transit-friendly design and accessibility improvements when sites are 

relocated or built. 

5.11.4 BUS STOP ANNOUNCEMENTS/PASSENGER ASSISTANCE 

One of the main concerns of passengers is the feeling of security that is lost when riding a bus; people 

may lose track of where they are, or where they need to get off to reach their destination. This is no 

different for people with disabilities. It is a requirement under the ADA that all major destinations, major 

intersections and at transfer locations are announced on-board the bus. To ensure that this requirement 

is met, Omnitrans has been installing an automatic annunciator system. With this system, all major stop 

locations will be announced, and passengers can request a particular stop along a route be called out, no 

matter what the location. As of July 1, 2007, 100% of buses in service have this new technology 

installed. 

5.11.5 BUS STOP DESIGN GUIDELINES 

In October 2006, the Board of Directors approved Omnitrans’ Bus Stop Design Guidelines. These 

guidelines were developed with the assistance of member agencies and Caltrans. The document 

provides a set of guidelines that focus on the design aspects of bus stops including dimensions, 

accessibility, amenities, and procedural practices related to bus stop placement and construction. 

Omnitrans is currently working with staff members from local jurisdictions to ensure that the document is 

recognized as the document for bus stop design within the Omnitrans service area. 

5.11.6 ACCESSIBILITY BETWEEN BUS STOPS AND 

FACILITIES/DEVELOPMENTS 

An element critical to ADA compliance is one that is often beyond the control of Omnitrans: the path of 

travel between a bus stop and a particular facility’s or development’s entrance. As cities permit new 

construction, this is often considered and necessary steps are taken to assure accessibility, but in some 

instances, critical elements may be overlooked. When Omnitrans becomes aware of bus stops that are 

not accessible due to path of travel issues, staff is responsible to contact the city or county to make them 

aware of the problem as well. With this coordination, it is possible to slowly improve path of travel 

accessibility. 

5.11.7 BUS STOP SURVEY 

Omnitrans’ Marketing and Planning Departments will begin surveying each stop in the service area 

beginning mid-2007. The intention of the survey is to examine different characteristics of the stop 

including existing amenities, accessibility, path of travel to adjacent buildings, and overall stop conditions. 

The survey will help Omnitrans identify stops that are not compliant with the current Bus Stop Design 

Guidelines and methods for improving problematic stops. 

5.11.8 FARE REQUIREMENTS AND PREMIUM SERVICE 

As a Federal Transit Administration Grant Recipient, Omnitrans must allow individuals 65 years of age 

and over, persons with disabilities, and Medicare cardholders to ride fixed route services during the offpeak 

period for a fare that is not more than one-half the base fare charged other persons during the peak 

period. Omnitrans offers this half-fare all day long, and it is eligible to individuals 62 years of age and 

over, persons with disabilities, and Medicare cardholders. 

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This requirement is for fixed route service only. It is not applicable to demand-response services, such as 

OmniLink, which are open to the general public, and which have their own fare structure. Under its fare 

structure, seniors, students, and persons with disabilities ride for half of the OmniLink regular fare. 

Access Service, Omnitrans’ paratransit service, also has a different fare structure. The fare for a trip 

charged to an Access rider cannot be more than twice the fare that would be charged to an individual 

paying full fare (i.e., without regard to discounts) for a trip of similar length, at a similar time of day, on 

Omnitrans’ fixed route system. This calculation includes transfer and premium charges applicable to a 

trip of similar length, at a similar time of day, on the fixed route system. A personal care attendant can 

ride free of charge. 

If a paratransit trip exceeds the minimum requirements for complementary paratransit provided under the 

ADA, Omnitrans is permitted, and does, charge a premium fare for the trip. 

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6. SERVICE GOALS AND POLICIES 

Service goals define Omnitrans’ vision for the provision of public transit service. Service polices establish 

the standards and processes for achieving the service goals. Service policies, design standards and 

performance standards (Chapter 7) are interrelated and should clearly reflect the means to achieve an 

approved service goal. 

6.1 Omnitrans Service Goals and Objectives 

6.1.1 OMNITRANS SERVICE GOAL 

A goal is a generalized statement of what is to be achieved. The Omnitrans Mission Statement clearly 

defines the Omnitrans service delivery goal: 

“To provide the San Bernardino Valley with comprehensive mass 

transportation services which maximize customer use, comfort, safety, 

and satisfaction while efficiently using financial and other resources in 

an environmentally sensitive manner.” 

6.1.2 OMNITRANS SERVICE OBJECTIVES 

An objective is a more clearly defined target. Given high operating costs and a current farebox recovery 

ratio that fluctuates above and below the TDA 20% farebox recovery ratio minimum, “the primary 

Omnitrans operating objective is to achieve and maintain a combined fixed route and OmniLink 

farebox recovery ratio of 25%.” 

6.2 Service Principles 

Service principles define the purpose and direction for service policies and design standards. The 

principles are: 

Support County & Municipal Transportation and Land Use Goals. The service design guidelines 

should be supportive of the strategic transportation and land use goals of SCAG, SANBAG, and local 

jurisdictions. 

Support National, State and Regional Air Quality and Energy Goals. The service design guidelines 

should be supportive of air quality and energy goals. 

Customer Focus. The service design guidelines should address aspects of transit service that are of the 

highest importance to current and potential customers. 

Equal Application in All Municipalities. Guidelines should be defined and measured in a way that does 

not unfairly bias the allocation of service in favor of particular municipalities. The same guidelines should 

be applied equally across the region. 

Equity to All Residents. The guidelines should promote the availability of a basic level of transit mobility 

to all residents of the Omnitrans service area, particularly those without access to other modes of 

transportation. This principle also includes the provision of appropriate municipal infrastructure to support 

this basic level of service in all communities (e.g. streets designated for use by transit vehicles, accessible 

bus stops and bus shelters, and appropriate use of transit priority measures). This principle also ensures 

compliance with Federal Title VI requirements. 

Clarity. Service design guidelines, and their supporting reasons, should be clear and easy to understand 

by customers and other stakeholders. 

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Measurability. Each service design guideline should be measurable using reliable data that are currently 

available, or using data that are planned to be collected in the future. 

Quantify All Service Design Guidelines. Guidelines should be quantifiable and objective. Guidelines 

should not be open to subjective interpretation. 

Ease of Implementation and Monitoring. The service design guidelines should be straightforward for 

Omnitrans to implement and monitor on a continuous basis. 

Provide Guidelines that are Practical and Easy to Implement. The guidelines should lend themselves 

to consistent and continuous application by Omnitrans to identify transit services needing further 

investigation for possible adjustments. 

Cost-Effectiveness. The service design guidelines should ensure that all transit services in the region 

are as cost-effective as possible. 

Responsiveness to Changes in Urban Form. The service design guidelines should reflect the 

changing needs of communities for transit services as they reach various levels of urban development. 

Provide Guidelines for the Provision of Transit Coverage in New Developments. The guidelines 

should include evaluation criteria for requests to introduce transit service in new development areas. 

6.3 Productivity/Coverage Tradeoff 

Public transit is a means to an end. That end is the safe transport of people to places where they need or 

want to go. This fundamental role for transit cannot be lost in the operation, administration and planning 

of public transit services. Public transit not only provides an alternative for those with mobility choices, 

but often serves as the sole source of mobility for the transit-dependent. 

Publicly subsidized transit must balance efficiency with equity. That balance is reflected in competing 

productivity and coverage goals. The productivity goal maximizes the number of passengers carried per 

revenue hour, while the coverage goal maximizes equitable access to all parts of the community. A 

transit service that emphasizes productivity concentrates the majority of revenue hours along high-density 

corridors and/or during peak hours when the majority of the public travels. A transit service that 

maximizes coverage ensures equitable coverage in both high- and low-density areas and during peak 

and off-peak hours. The subsidy cost per passenger is lower and farebox recovery is higher with a 

productivity-oriented system than with a coverage-oriented system. 

At one time, the establishment of a balance between productivity and coverage goals was a value 

judgment. In the FY 2006-2011 Omnitrans SRTP, the Omnitrans Board approved a 65% 

productivity/35% coverage goal for the allocation of annual Omnitrans revenue hours. With high 

operating costs, a farebox recovery ratio fluctuating above and below the minimum TDA 20% farebox 

recovery ratio, and the establishment of a 25% systemwide farebox recovery goal, a 

productivity/coverage goal is no longer appropriate for Omnitrans. Although a 25% farebox recovery ratio 

has been established for Omnitrans fixed route and OmniLink services, a range of farebox recovery ratios 

has been recommended for various service categories by time period (refer to Sections 6.6.1 and 6.6.2) 

to facilitate the operation of less productive “coverage” routes. 

6.4 Service Deployment Standards 

New Service Warrants provide a tool for judging when new services or service extensions are 

appropriate. A new fixed route or route extension and/or OmniLink Service could be introduced when 

ridership forecasts based on population, school enrollment, or job density are sufficient to achieve 

minimum revenue recovery ratios by service type. New services should be introduced on a trial basis and 

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given a minimum of nine months to achieve the required minimum farebox recovery ratio (refer to Section 

6.12). 

As new residential areas or business developments build out, there may initially be only sufficient 

potential ridership to support peak-only service. With eventual build-out, there may be sufficient potential 

ridership to support midday, evening and weekend service. 

6.4.1 FIXED ROUTE SERVICE DEPLOYMENT STANDARDS 

General guidelines for the introduction of new or increased fixed route service are summarized in Figure 

6-1. 

Figure 6-1: New Fixed Route Service Warrants 

Description Measure Proposed Target 

Coverage Gap Distance from nearest existing service 

Within ¼ mile weekdays and 

Saturdays, within ½ mile evenings, 

Sundays & Holidays 

Residential Market (to 

establish service) 

Minimum residential density – dwelling 

units/acre 

Express Bus: 4 du’s/acre in 20-mile 

catchment area 

Fixed Route Bus, hourly: 4 

du’s/acre 

Fixed Route Bus, 30-min: 7 

du’s/acre 

Employment Market 

(to establish service) 

Employment Market 

(to establish service) 

Performance (to 

continue service) 

Route Deviations 

Limited Stop Service 

Minimum commercial retail, office density – 

million square feet 

Minimum industrial/business park density – 

million square feet 

Farebox recovery and passengers per hour 

The ratio of through-passenger added time 

(in person-minutes) divided by the amount 

of time (in person-minutes) saved by 

passengers using the new deviation 

section, less the amount of added walk time 

for people in the section of the original 

route that is abandoned 

Minimum usage and frequency to consider 

Express Bus: 5 MSF in 20-mile 


Fixed Route Bus, hourly: 5 MSF 

Fixed Route Bus, 30-min: 8 MSF 

Express Bus: 11 MSF in 20-mile 


Fixed Route Bus, hourly: 11 MSF 

Fixed Route Bus, 30-min: 18 MSF 

Must show continued growth in first 

12 months of service, and achieve 

targets by the end of the twelfth 

month; subject to New Route 

Monitoring/Correction Procedure 

Less than 1 (i.e. a net saving in 

passenger time) 

Minimum 50 passengers/hour and 

10-20 minute frequency. 

limited stop service 

Sources: Transportation Planning Handbook, Institute of Transportation Engineers, 1992 / San 

Diego Municipal Code, Land Development Code, Trip Generation Manual, May 2003 / IBI Group / 

Omnitrans 

Farebox Recovery and Passenger per Hour Needed: New service expansion and/or service frequency 

increases should always be assessed in terms of potential ridership. Prior to the recommendation of new 

services, an analysis of ridership potential is required. A Go/No Go decision should be based on 

probability of attracting sufficient ridership to meet the approved minimum farebox recovery ratio. 

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The formula for calculating the minimum number of passengers needed per revenue hour to meet 

minimum farebox recovery is: 

Passengers per service hour = (Operating cost per service hour X 0.25 * )/fare 

collected per passenger 

*Represents approved farebox recovery ratio 

The formula for calculating the potential ridership in a service area is: 

Potential passengers per service hour* = Population within ¼ mile of the 

proposed new transit service 

X per capita hourly transit trip rate 

*Benchmark is minimum hourly ridership needed to meet minimum 

farebox recovery 

In some cases, new services may only be warranted during weekday peaks when hourly productivity is 

sufficient to support farebox recovery requirements. In other cases, service requests to new business 

parks or new residential subdivisions could be considered through a joint partnership with major 

employers or developers to offset farebox recovery shortfalls when initial ridership during the early 

phases of development is too low to support the approved farebox recovery minimum. 

6.4.2 OMNILINK SERVICE DEPLOYMENT STANDARDS 

New OmniLink service should only be considered in cases where there is sufficient potential ridership to 

support approved OmniLink farebox recovery minimums, but insufficient ridership to support fixed route 

service. OmniLink service can also be considered in service areas with street patterns and widths that 

will not accommodate the safe and effective operation of fixed route transit service. 

6.4.3 ACCESS SERVICE DEPLOYMENT STANDARDS 

In accordance with ADA regulations, Access Service coverage will be adjusted with the expansion or 

decrease of fixed route service coverage. 

6.5 Service Monitoring/Evaluation Process 

Service performance standards are recommended in Chapter 7. A service monitoring and evaluation 

program is established to ensure that service is performing in accordance with approved efficiency and 

service quality standards. 

The proposed service monitoring and evaluation strategy is to facilitate a real time and proactive 

management of service efficiency and effectiveness. Service monitoring and evaluation will be conducted 

primarily by Omnitrans Planning, Operations, Finance, and Marketing staff. It will involve the monitoring 

of daily dispatch reports by road supervisors, the evaluation of monthly ridership and performance reports 

by Planning and Operations staff, field research and observations by Planning and Marketing staff, the 

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review of budget variance by Finance staff and the monitoring of customer service commendation and 

complaint trends by Marketing staff. It will also include a formal schedule of management and Board 

reports. Performance reports to the senior management team and the Board will include a clear 

statement of trends, emerging issues and proposed actions to address issues. 

6.5.1 SYSTEMWIDE SERVICE MONITORING AND EVALUATION 

This will essentially include the monthly budget variance analysis and the review of commendations and 

complaint trends by Finance and Marketing staff, respectively. 

Budget Control 

Finance staff will review monthly budget variance reports and identify cost centers that are experiencing 

negative budget variance (expenditures exceed budgeted funds for the cost center). Monthly variance 

reports will be prepared for each cost center and the Director responsible will be required to explain the 

variance. Finance and the senior management team will develop strategies to correct unfavorable 

budgets through cost cutting strategies or the reassignment of funds from cost centers that are underspending. 

While monitoring and variance reporting should be conducted and minor adjustments should occur on a 

monthly basis, major corrections may have to more effectively dealt with through the bid cycle or on an 

annual basis. 

A monthly systemwide summary report will be presented to senior management and the Board’s Finance 

Committee, while a quarterly report will be made to the Board. 

Customer Service Trends 

Marketing staff will prepare and review monthly commendation and complaint reports to identify servicerelated 

trends, including service characteristics that are working well, service improvement requests and 

service quality or safety issues. Monthly reports will be presented to the senior management team and 

the responsible Directors will be required to take appropriate action. Quarterly reports will be made to the 

Board Planning and Productivity Committee (PPC). 

6.5.2 FIXED ROUTE SERVICE MONITORING AND EVALUATION 

Fixed route monitoring and evaluation will be primarily conducted by Operations and Planning staff. 

Day-to-Day Monitoring and Problem Solving 

Dispatchers and road supervisors will monitor dispatch “incident” reports on a daily basis to ensure quick 

response to operational issues. Problems that can not be resolved immediately in the field will be 

referred to an active Operations and Planning Committee for resolution. 

Operations and Planning Committee 

This is a critical action-oriented problem solving committee to correct operational problems that cannot be 

easily resolved in the field without impacting other aspects of service. These issues could include running 

time problems, passenger overloads, turning or bus stop access problems, or equipment problems. 

Membership on the Operations and Planning Committee should include operators (one from each 

division), road supervisors (again one from each division), union representation, a planner, a 

Maintenance representative and a Marketing staff representative. To effectively address emergent 

operating issues, the committee should meet on a two-week cycle, alternating meeting locations between 

the San Bernardino Facility and the West Valley Facility in Montclair. 

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Items brought for discussion and resolution at the committee should be kept active on the committee 

agenda until they are addressed. While it is possible that some can be resolved quickly, some may have 

to wait until the next bid or budget year. In any case, this forum enables an explanation to the Operations 

staff of what is required to correct the problem. An active Operations and Planning Committee improves 

communications and morale, and can speed up the solving of operating problems. 

“Adopt A Route” Program 

Essentially, an “adopt a route” program formalizes and structures field work for Planning and Marketing 

staff. Field work and time spent riding buses is important to service planning and marketing processes. It 

fosters a greater understanding of how the service operates. Planners and Marketing staff develop a 

better understanding of what might work and what might not work. It also affords an opportunity to talk to 

bus operators and their customers and gain valuable insight into planning better services. 

An “adopt a route” program can be established for selected Planning and Marketing staff. Each staff 

member can be assigned to a specific set of routes. Over time they become familiar with key 

destinations, bus stops and markets using the route. They become familiar with when and where a route 

is busy. Field logs should be kept for future reference. Field work can be identified in the objectives of 

those staff involved. 

Monthly Ridership and Performance Monitoring 

Planning staff will actively monitor and evaluate both systemwide and route-specific performance data on 

a monthly basis. Figure 6-2 provides an overview of measures and a reporting schedule. 

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Figure 6-2: Fixed Route Ridership and Performance Monitoring and Evaluation 

Scope Performance Measure Review Cycle 

Senior 

Management 

Report Cycle 

Board PPC 

Reporting Cycle 

Board Reporting 

Cycle 

Revenue/Unlinked 

Passenger 

Monthly Quarterly Quarterly Annually 

Cost/Revenue Vehicle Hour Monthly Monthly Quarterly Annually 

Passengers/Revenue 

Vehicle Hour 

Monthly Monthly Monthly Monthly 

Annual Passengers/Capita Monthly Quarterly Annually Annually 

Farebox Recovery Ratio Monthly Monthly Monthly Monthly 

Systemwide 

On-Time Performance Monthly Monthly Monthly Monthly 

Preventable Collisions Monthly Monthly Annually Annually 

Passenger Complaints Daily Monthly Quarterly Annually 

Road Calls Monthly Monthly Annually Annually 

Cancelled Trips (No 

Vehicles or Operators 

Available) 

Monthly Monthly Quarterly Annually 

Farebox Recovery Ratio 

Monthly 

Monthly (Identify 

Poor Performers) 

Quarterly 

Annually 

Route by Route 


Vehicle Hour 

Monthly 

Monthly 

(Identify Poor 

Performers) 

Quarterly 


Performers) 

Quarterly 


Performers) 


Monthly 

Monthly 


Performers) 

Quarterly 


Performers) 

Quarterly 


Performers) 

6.5.3 OMNILINK SERVICE MONITORING AND EVALUATION 

OmniLink service monitoring and evaluation will be primarily conducted by Operations and Planning staff. 

Operations will be responsible for contract oversight and monitoring contract compliance on a daily basis 

and through the review of monthly performance measures. Planning staff will be responsible for 

performance monitoring on a monthly basis. The calculation of passengers per revenue hour should be 

based on the number of passenger trips actually completed (net cancellations and no-shows) and not the 

total trips initially scheduled. The former gives a true picture of service productivity while the latter gives 

an inflated picture. Figure 6-3 provides an overview of measures and a reporting schedule. 

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Figure 6-3: OmniLink Performance Monitoring and Evaluation 

Performance Measure 

Review Cycle 

Senior 

Management 

Report Cycle 

Board PPC 



Cycle 

Cost/Passenger Carried Monthly Monthly Quarterly Annually 




Vehicle Hour 



Average Travel Time Monthly Monthly Quarterly Annually 


Passenger Trips 

Cancellations and No 

Shows 

Telephone Reponse 

Performance (max. wait 

times) 

Revenue/Unlinked 

Passenger 

Daily Quarterly Quarterly Annually 

Daily Monthly Quarterly Annually 

Monthly Quarterly Quarterly Annually 



Cancelled Trips (No 

Vehicles or Operators 

Available) 


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6.5.4 ACCESS SERVICE MONITORING AND EVALUATION 

Access Service monitoring and evaluation process is similar to the OmniLink process. There will be an 

additional contract oversight requirement to ensure ADA compliance. Service monitoring and evaluation 

will be primarily conducted by Operations and Planning staff. Operations will be responsible for contract 

oversight and monitoring contract compliance on a daily basis and through the review of monthly 

performance measures. Planning staff will be responsible for performance monitoring on a monthly 

basis. The calculation of passengers per revenue hour should be based on the number of passenger 

trips actually completed (net cancellations and no-shows) and not the total trips initially scheduled. The 

former gives a true picture of service productivity while the latter gives an inflated picture. Figure 6-4 

provides an overview of measures and a reporting schedule. 

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Figure 6-4: Access Service Performance Monitoring and Evaluation 

Performance Measure 

Review Cycle 

Senior 

Management 

Report Cycle 

Board PPC 



Cycle 

Cost/Registrant Carried Monthly Monthly Quarterly Annually 



Passengers/Revenue Vehicle 

Hour 



Average Travel Time Monthly Monthly Quarterly Annually 


Passenger Trips Cancellations 

and No Shows 


Telephone Reponse 

Performance (max. wait times) 




Cancelled Trips (No Vehicles or 

Operators Available) 


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6.6 Service Design Guidelines 

6.6.1 FIXED ROUTE SERVICE DESIGN 

Once a decision has been made to expand or enhance existing service, design guidelines provide a 

blueprint for the actual design and implementation of safe, operational and effective services. Figure 6-5 

summarizes proposed fixed route service design guidelines intended to guide the implementation of new 

or enhanced services. 

July 11, 2007 129




Route Coverage 

Figure 6-5: Fixed Route Service Design Guidelines 


Bus stop distance from all consumer destinations 

(residences, places of work, schools, shopping 

centers, etc.) 

Route Structure 

Bus Stop Spacing 

(non-express routes) 

Span of Service 

Frequencies 

Vehicle Loadings 

Route Structure – the route coverage standard should 

be achieved by a grid system of base, express & local 

routes 

Distance between bus stops 

All trips can be begun and ended between the 

following points: 

-East Valley and Downtown San Bernardino 

-West Valley and Ontario and Montclair 

Minimum service frequencies 

Maximum percentage of passenger loads per bus on 

average over 30 minutes 

85% within ¼ mile of bus stop weekdays & Saturdays; within 

½ mile evenings, Sundays & Holidays (in future) 

Base and express routes should operate in a straight-line 

structure on the main arterial roads and freeways oriented to 

the main activity centers. Local routes should circulate the 

various cities and neighborhoods connecting to the base and 

express routes including Metrolink where available. 

Stops no closer than 750 feet from each other and no further 

than 1000 feet – exceptions for pedestrian safety, geographic 

barriers, significant generators 

6:00 am-9:00 pm on weekdays, 7:00 am-9:00 pm on 

Saturdays, 7:00 am-7:00 pm on Sundays and Holidays (in 

future) 

- 30 minutes or less: Monday-Saturday to 6:30 pm 

- 60 minutes or less: Evenings, All day Sundays/Holidays (in 

future) 

Peak Periods: 

120% of seating capacity 

Off-Peak Periods: 


Monday-Saturday 

Base Routes: 30 Boardings/Hour 

Local Routes: 20 Boardings/Hour 

Ridership Levels 

Boardings per revenue hour 

Sundays/Holidays (All Routes) 

10 Boardings/Hour @ 60-minute service 

15 Boardings/Hour @ 30-minute service 

Overall Average 

25 Boardings/Hour 

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Weekdays: 

30% on base routes 

20% on other routes 

Cost Recovery 

% of operating costs recovered from fares and 

Measure I fare subsidies 

Weekends 

20% on all routes – Saturday 

15% on all routes – Sunday 

Recovery Time 

Route Selection 

The time between when a bus arrives at the end of the 

line to when it begins the next trip schedules as a 

cushion to ensure schedule adherence, timed transfers 

and bus operations within posted speed limits 

Roads and streets that routes will operate along 


25 % 

Depending on route-specific operating conditions, sufficient 

additional time should be built into the schedules as a cushion 

to ensure schedule adherence, timed transfers and bus 

operations within posted speed limits. A minimum of 10% 

recovery time should be incorporated into route schedules. 

Buses will only operate along streets engineered to facilitate 

safe and effective bus operations. Turning radii, street 

widths, bus size and overhead clearances must be 

considered in this assessment. 

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6.6.2 OMNILINK SERVICE DESIGN 

Service Structure: OmniLink will operate as a full demand-response or route deviation service providing 

coverage in low-density areas and be designed to provide local service to/from Omnitrans fixed route bus 

service. 

Span of Service: OmniLink should only operate during hours when average farebox recovery does not 

drop below 10%. 

Maximum Vehicle Loadings: 100% of seating capacity 

6.6.3 ACCESS SERVICE DESIGN 

Access must operate in accordance with ADA regulations and be provided in conjunction with fixed route 

service coverage. 

Service Coverage: Access will provide ADA complementary paratransit throughout the Omnitrans 

service area within a ¾ mile radius on either side of an existing, scheduled Omnitrans regular bus route. 

6.7 Bus Stop Placement Standard 

Omnitrans prepared the report, Bus Stop Design Guidelines (2006), for use by city planners, traffic 

engineers, developers and other public officials for the design and placement of bus stops to facilitate 

safe and effective bus operations. While a wide range of guidelines are presented in the document, the 

key elements for consideration in the placement of bus stops are: 

• Spacing along the route 

• Location of the expected passenger traffic generator, either based on population 

density and/or specific use (i.e. major employment centers, regional shopping 

centers, hospitals, etc.) for the stop 

• Traffic safety 

• Pedestrian safety and access to stop: pathways leading to and from bus stop 

areas should be level, have a firm surface, and be free of obstacles 

• Availability of adequate right-of-way to ensure that the bus stop meets the ADA 

accessibility standards 

• Curb clearance – adequate space for buses to stop, and return to the traffic flow 

• Operational effectiveness issues (including relation to the nearest intersection, 

bus turning requirements, and re-entering the travel lane) 

6.8 Public Involvement/Outreach Plan 

The involvement and education of the public in Omnitrans programs and processes are critical to 

successful transit service planning. As a public transit agency, Omnitrans has public accountability for its 

services and programs. As such, Omnitrans should establish an ongoing protocol for communication with 

its customers. A Public Outreach Plan is intended to provide Omnitrans staff with a standard set of 

communications protocol and outreach tools that can be employed in a programmatic fashion depending 

upon the program or activity of Omnitrans. Given past and current transit operations, Omnitrans is likely 

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to engage in nine different types of programs or activities that will result in the need for public outreach 

activities. These include: 

• Major Investment Study (MIS) 

• Environmental Impact Statement/Environmental Impact Report (EIS/EIR) 

• Fare Change 

• Route Change, Service Change or Notice of New Service 

• Short Range Transit Plan 

• Grants 

• Emergency and Temporary Event Service Changes 

• Special Planning Studies 

• Route Information Gathering and Other Outreach Methods 

The types of public outreach activities that Omnitrans will likely undertake are addressed with the 

appropriate corresponding legal requirements and outreach opportunities identified (see Figure 6-6). In 

some cases, there are legal requirements that will shape the public outreach process; in cases where no 

specific requirement exists, Omnitrans should employ proven public outreach strategies. 

July 11, 2007 133




Figure 6-6: Types of Agency Actions and Programs 

Public Outreach 

Activity 

Major 

Investment 

Study 

Environmental 

Impact 

Statement and 

Environmental 

Impact Report 

Description of Activity Legal Requirements Outreach Opportunities 

Study that examines transportation improvements for 

a corridor or site and determines feasible alternatives. 

Consideration of the social, economic and 

environmental consequences and benefits of 

proposed project and activities; a detailed written 

statement on the environmental impacts of proposed 

project and the alternatives to reduce the harm. 

Educate the public and 

encourage participation in the 

planning process in accordance 

with 23 CFR Part 450.212. The 

key required processes include: 

1. Early and continuing public 

involvement opportunities 

throughout the transportation 

planning and programming 

process; 

2. Timely information about 

transportation issues and 

processes (including technical 

information) to citizens, etc.; 

3. Adequate public notice of 

public involvement activities 

and time for public review and 

comment at key decision points 

and demonstration of 

consideration of comments; 

4. Include outreach to lowincome 

and minority 

households. 

Public hearing notice, public 

hearing, hearing transcripts and 

a summary of the issues; 

additionally there are legal 

requirements with regard to 

timing, identified in 23 CFR Part 

771. 

Community workshops supplemented by a 

project database, meeting notices, customer 

newsletters, electronic newsletters, press 

releases, workshop comment forms and project 

fact sheets. 

Scoping meeting open house, community 

meetings, public hearing, project database, 

meeting notice, press releases, comment forms, 

project fact sheets, project newsletters and 

other supporting materials. 

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Activity 

Fare Change 

Route Change, 

Service Change 

or Notice of New 

Service 


Recommendation for change in fares typically 

associated with a change in the farebox recovery 

ratio. 

Any physical change to the street route, schedule, 

access, type of service or addition of new service. 

In accordance with 49 CFR Part 

635.7, any change in fare (one 

day reduced fare or free fare 

promotion excluded) will result 

in the need for a public hearing; 

hearing notice must be 

published at least 30 days prior; 

meeting notice must contain 

description of proposed fare 

change, time and place of 

public hearing; an opportunity 

for the public to comment on 

the proposed change is 

required at the public hearing. 


635.7, a public hearing is 

required if there is any change 

in service which directly affects: 

1) 25% or more of the number 

of transit route miles of a route, 

2) 25% or more of the number 

of transit revenue vehicle miles 

of a route computed on a daily 

basis for the day of the week for 

which the change is made, or 3) 

25% or more of the ridership of 

a route computed on a daily 

basis for the day of the week for 

which the change is made, 4) a 

new route is established, or 5) 

significant changes on a route. 

An opportunity for the public to 

comment on the proposed 

change is required. 

Community workshops, supplemented by 

meeting notices, “Take One” cards, customer 

newsletters, electronic newsletters, bus book 

advertisements, bus cards, press releases, 

advertisements, workshop comment forms and 

project fact sheets. 

Community workshops, supplemented by 

meeting notices, “Take One” cards, fliers, 

shelter advertisements, press releases, 

advertisements, workshop comment forms and 

project fact sheets. 

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Activity 

Short Range 

Transit Plan 

Grants 

Emergency and 

Temporary 

Event Service 

Changes 

Special Planning 

Studies 


The Short Range Transit Plan (SRTP) provides a plan 

to guide the development of Omnitrans and includes 

the evaluation of existing service and designing new 

services. The SRTP is a tool to assist in the daily 

operation, planning, financing and management of 

Omnitrans. 

Omnitrans applies for project grants throughout the 

year from the Federal Transit Administration. The 

majority of grants fall into one of the following 

categories: Urbanized Area Formula Grants (Section 

5307) which provide capital and operating assistance 

to transit agencies in urban areas and Discretionary 

Capital Program (Section 5309) which provides 

discretionary capital assistance for construction of 

new fixed guideway systems, extensions to fixed 

guideway systems, buses, and bus-related facilities. 

Service changes that result in temporary road detours 

due to road maintenance, road construction, natural 

disasters, manmade disasters or events or activities 

requiring road closure. An earthquake damaging a 

road, a terrorist act resulting in the destruction of a 

highway, or a street festival that closes off a road are 

all examples of emergency or temporary events that 

require a change in service. Changes in service could 

include a route change or time change. 

Special Planning Studies cover a broad range of 

activities and planning, including purchasing land, 

replacing or purchasing new vehicles, and adding 

transit hubs to studying the feasibility of adding 

service to a new area. Special Planning Studies 

provide an opportunity to study a project in further 

detail. 

Legal requirements are related 

to the content of the plan. 

Section 5307 and 5309 grants 

require adherence to public 

involvement procedures 

identified in 23 CFR Part 

450.212. 


635.7, in an emergency 

situation, a service change may 

be implemented without a 

public hearing. The “Regional 

Director” must be notified 

concerning the change within 

five working days of its 

implementation. A public 

hearing must be held on the 

changes within 60 days of the 

implementation, unless the 

change is to be in effect for 90 

days or less. 

No specific legal requirements. 

Stakeholder open houses, community open 

houses, project website, telephone hotline, 

meeting notices, press releases, workshop 

comment forms and project newsletter. 

Community workshops supplemented by a 

project database, meeting notices, customer 

newsletters, electronic newsletters, press 

releases, workshop comment forms and project 

fact sheets. 

Timely distribution of information is critical. 

Most activities or events leading up to 

emergency or temporary service changes often 

have little if any advance warning. 

Dissemination of information needs to be 

comprehensive and rapid. Utilization of the 

follow methods is recommended: Omnitrans 

website for noticing; email blasts; bus stop flyers 

and newspaper advertisements. 

Depending on study and the scope of outreach 

possibilities, the following activities could be 

considered: community workshops 

supplemented by a project database, meeting 

notices, customer newsletters, electronic 

newsletters, press releases, workshop comment 

forms and project fact sheets. 

July 11, 2007 136





Activity 

Route 

Information 

Gathering and 

Other Outreach 

Methods 


Other outreach methods that may be utilized by 

Omnitrans include: 

• Public Surveying 

• Market Research 

• Focus Groups 

• Survey Intercepts 

• One-on-One Interviews 

• Charettes 

• Task Force 

• Board and Committee Meetings 

No specific legal requirements 

aside from requirements 

associated with Omnitrans 

Board meetings (Brown Act 

meeting requirements). 

Outreach methods and activities described can 

be used in conjunction with one another and 

supplemented with collateral materials and 

outreach support activities including: 

• Public noticing 

• Hotlines and call centers 

• Advertising 

• Behind driver flyers 

• Bus cards 

• Legal newspaper noticing 

• Meeting signage 

• Media relations 

• Email Newsletters 

• Customer Newsletters 

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Special Public Outreach Considerations 

While the preceding set of actions and programs are expected scenarios upon which Omnitrans will 

implement some level of public outreach, Omnitrans must also give special consideration to other factors 

which may influence the expansiveness and/or nature of the outreach effort it selects to implement. 

These include, but are not limited, to: 

• Service area 

o 

Higher levels of public outreach will be necessary when potential impacts affect 

large portions of the service area. 

• Intensity of usage 

o 

Usage levels should be considered in determining the scope and level of 

outreach; cities with high usage levels require more outreach. 

• Ethnicity 

o 

Outreach needs to address the needs of non-English speaking population 

groups. Additionally, outreach considerations should also be given to individuals 

in situations such as transit-dependent, work schedules, and single head-ofhousehold 

families – situations that may impact their ability to be involved in 

public participation activities. 

• Accessibility for persons with disabilities 

o 

While accessibility for persons with disabilities is often thought of as applying 

mainly to those who utilize wheelchairs, consideration needs to be given to those 

who have hearing or vision impairments. 

• Application of available technology 

o 

Use of internet-related technologies, including website and other related 

technologies, as well as the use of Tele-Town Hall© technology (which allows for 

“town hall” style meetings by telephone) should be considered when appropriate. 

6.9 Title VI 

Title VI of the Civil Rights Act requires public transit agencies receiving federal funding to ensure that that 

service is provided without regard to race or the economic status of the residents. Application of service 

design guidelines provides a tool for designing and evaluating service that does not discriminate on race 

or economic status. In keeping with the intent of Title VI, Omnitrans has developed a grid service network 

with routes spaced at one mile intervals. This has resulted in equitable transit service coverage, with 

most areas of the built up San Bernardino Valley within ½ mile of a transit route. Omnitrans focuses on 

high ridership corridors that coincidently have high concentrations of economically disadvantaged 

persons. ADA complementary paratransit service is provided within ¾ mile of a scheduled regular transit 

route in accordance with Federal regulations. Care has been taken in the Scenario 1: Financially 

Constrained Service Plan to maintain transit service in low-income and minority neighborhoods. 

6.10 Accessibility Improvement Plan 

The Accessibility Improvement Plan provides guidance to Omnitrans staff concerning which stops are 

ADA accessible throughout Omnitrans’ service area. The plan directs staff to survey its bus stop 

July 11, 2007 138

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inventory annually for compliance issues and to forward such issues to cities or the County for 

improvement. 

Omnitrans does not improve the accessibility of stops as they exist along public right-of-way. There are 

exceptions, however, at those stops that require amenities due to the high volume of use, number of 

routes, and other characteristics that necessitate such treatments. 

Several cities do improve bus stops through a number of means. One method is through development 

agreements between the local jurisdiction and developer. Through development agreements, the 

responsibility of providing an area for a bus stop or amenities lies with the developer. Another method to 

improve accessibility is through street improvement programs. Street improvement programs include: 

curb cuts, beautification programs, and other methods that present the opportunity to include bus stop 

improvements as part of these projects. Both Omnitrans and local jurisdictions should make every effort 

to mutually identify these opportunities. 

Stops should conform to all applicable federal, state, and local codes and policies that ensure an 

accessible path for persons using mobility devices. Omnitrans has a set of guidelines (titled Bus Stop 

Design Guidelines) which was approved by the Omnitrans Board of Directors in October, 2006. These 

guidelines reference the ADA Accessibility Guidelines (ADAAG), and were developed with the assistance 

of member agencies and Caltrans. They focus on the design aspects of bus stops including dimensions, 

accessibility, amenities, and procedural practices related to bus stop placement and construction. 

Omnitrans is currently working with staff members from local jurisdictions to ensure that the document is 

recognized as the document for bus stop design within the Omnitrans service area. 

Funding sources are available specifically for access improvements to bus stops. Every two years, the 

San Bernardino Associated Governments (SANBAG) releases a call for projects which are funded 

through the Transportation Development Act Article 3 funds. Projects eligible for these funds include: 

sidewalk retrofits, construction of bus boarding areas at new or existing bus stop locations, and the 

construction of sidewalks to new or existing bus stop locations. These funds cannot be used to purchase 

or install shelters or amenities. Omnitrans has made a policy decision not to apply for these funds 

directly. However, Omnitrans staff can provide the necessary information needed by city/county staff 

during the application process. 

Omnitrans also receives funding from the Federal Transit Administration (FTA) Section 5307 program, 

known as the Urbanized Area Formula Assistance Program. FTA regulations require that a minimum of 

1% of an urbanized area’s annual Section 5307 Program allocation be spent on Transit Enhancement 

Projects, such as bus passenger shelters, bicycle racks on transit vehicles, transit connections to parks, 

and preservation of historic transit facilities. Omnitrans uses the Transit Enhancement funds for the 

planning, design, and construction of new Transcenters or renovation of existing Transcenters. 

Omnitrans prepared the report, Bus Stop Design Guidelines (2006), for use by city planners, traffic 

engineers, developers and other public officials for the design and placement of bus stops to facilitate 

safe and effective bus operations. An overview of the key elements for consideration in the placement of 

bus stops can be found in Section 6.7. 

6.11 Transit Infrastructure Development Policy 

Transit infrastructure pertains to the basic facilities, equipment, and installations needed to allow for the 

safe operation of the transit system. Infrastructure in this sense can refer to a number of items including 

bus pads (the part of the street where the bus stops), bus stop waiting areas and loading zones, bus 

turnouts, and transit centers. Moreover, improvements in ITS applications and traffic control, controllers 

and signals will fall under transit infrastructure in the near future. 

Because Omnitrans does not have control over public right-of-way, the agency can only provide guidance 

and, depending on the scope of improvement, funding for developing transit infrastructure. The local 

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jurisdiction has final approval authority as well as the responsibility for constructing and maintaining 

transit infrastructure on public right-of-way. 

A partnership between Omnitrans and the local jurisdiction is required in order to develop transit 

infrastructure. Section 1 of Omnitrans’ Bus Stop Design Guidelines refers to policies that establish a 

systematic process for developing transit infrastructure within the local jurisdiction. The following excerpt 

from Omnitrans’ Bus Stop Design Guidelines pertains to the development of transit infrastructure. 

Bus Stop Design Guidelines Section 1.4: General, Community and Specific Plans 

As the member agencies create or update their General Plans, Community Plans, or Specific Area Plans, 

there is an opportunity to review development patterns and incorporate transit planning into the planning 

process. OMNITRANS should be included early in the planning process and a transit element should be 

included in the plan. The transit element should include proposed bus routes, transit centers, and special 

services such as bus rapid transit (BRT). 

Plan Initiation: Once the local jurisdiction begins the process of revising an existing (or create a new) 

plan, OMNITRANS should be informed. OMNITRANS staff should be invited to meetings regarding 

transportation infrastructure and access to communities, neighborhoods or developments. Initial drafts 

and scoping letters should be coordinated with OMNITRANS to ensure that transit needs are considered 

prior to the formal public review process. 

Review: OMNITRANS shall be provided the opportunity to review and respond to all proposed plan 

changes before and during the public review process. 

Implementation: Local jurisdictions will be responsible for implementing General, Community, and 

Specific Plans as approved by their councils and commissions. Any amendments to these plans that will 

have a direct impact on the location of stops should be forwarded to OMNITRANS for review and 

comment. 

Bus Stop Design Guidelines Section 1.5: Development Plan Review 

Development plans are processed by the member cities and county on a regular basis. These plans may 

directly impact bus stops and bus routes. In addition, jurisdictions also use their Capital Improvement 

Programs (CIP) to build or improve streets that may affect transit. The intent of this process is to 

determine which plans are likely to affect transit service now or in the future so they can be reviewed, and 

necessary space and amenities can be provided for needed bus stops and routes. It is also the intent of 

this process to avoid reviewing plans which will not have effects on transit, to avoid wasted effort and 

unnecessary delays to projects. 

Intake: Development and roadway improvement plans received from jurisdictions will be evaluated for 

potential impacts on current or future transit operations using the following criteria. Plans which meet one 

or more of the following criteria should be sent to OMNITRANS for review. 

• Identified transit streets in General, Community or Specific Plans 

• Existing streets with transit routes 

• Major streets 

• Projects that affect streets serving high-density residential, commercial, industrial 

areas or educational or medical institutions 

• Streets that would logically connect existing or planned transit routes or 

connecting areas which have or are planned to have transit service 

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• Any other project that in the jurisdiction’s opinion should be assessed for current 

or future transit needs 

Review: The jurisdiction should send one (1) set of development plans to OMNITRANS with a letter or 

checklist that indicates why the plans were selected for review. The plans or letter should also include 

basic project information such as proposed usage, the name of the contact person at the jurisdiction, and 

the name and contact information of the contact person of the developer (or project manager for CIP 

projects). OMNITRANS will review the plans and consult with the jurisdiction or others as necessary to 

properly comment on the plans. OMNITRANS will provide comments on the plans to the jurisdiction by 

marking on the proposed plans and/or by separate letter. Revised plans should be returned to 

OMNITRANS along with prior comments for subsequent reviews. OMNITRANS approval will be 

documented by a signature on the check plans, or on a separate document. 

6.12 Service Implementation Policy 

New fixed route and OmniLink service will be implemented in accordance with new service warrants 

described in Section 6.4. By doing so, it has been assumed that there is sufficient potential ridership to 

achieve the minimum farebox recovery ratio established for the service. 

Trial Period of Operation 

• New or changed routes would be operated on a trial basis for a period of nine 

months and evaluated. 

Warrants for Continuance 

• A new or changed route would be continued after the nine month trial period if 

the performance of the route reaches 75% of the minimum passengers per hour 

standard established for its route type. 

• If the 75% performance level is not reached, the route would be subjected to 

additional marketing and/or corrective actions such as further changes to the 

route structure, spans and headways. 

• New or changed routes would be expected to reach or exceed the minimum 

passengers per hour standard after twelve months of operation. 

Warrants for Discontinuance 

• If a new or changed route remains below the minimum passengers per hour 

standard for six months following the implementation of marketing and corrective 

actions, the route would be discontinued or redesigned as appropriate. 

• Normally discontinuance would occur if a route cannot achieve 50% of the 

minimum passengers per hour standard established for the route. 

• If the new or changed route reaches or exceeds the minimum passengers per 

hour standard after twelve months of operation, it would become a normal part of 

the transit system and subject to the same adjustment and review procedures as 

existing routes. 

The hours from new or existing services that are discontinued can be either reassigned to other service 

extensions or enhancements, or if necessary, be used to offset annual budget cut requirements. 

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7. PERFORMANCE STANDARDS 




Service design guidelines, or performance measurement guidelines, provide an objective rationale for the 

allocation of transit resources. Service design guidelines provide the tools for making decisions regarding 

the provision of transit services, the design of routes and schedules, and the evaluation of services. 

Service design guidelines serve five major functions: 

• Service Development – Guidelines form a consistent basis for service planning, 

and, in particular, for establishing minimum levels of service. Judgment and 

flexibility remain, but the guidelines assist in the development of new services 

and the refinement of existing services. 

• Evaluation – Service design guidelines provide targets in the form of indicators 

and standards that enable individual route performance to be evaluated and 

monitored by management decision-makers. 

• Budgeting – The preparation of annual budgets should reflect the goal of 

providing service to the policy levels established in the service design guidelines. 

This should enable the Board of Directors to focus on policy level decisions and 

the service impacts of budget adjustments. 

• Public Accountability – Political decision-makers, transit customers, voters and 

taxpayers should be able to readily identify the minimum levels of service and 

performance that are to be provided. The allocation of the resources of the 

transit system must be seen to be based on equitable and rational criteria that 

are explicit and available for public scrutiny. 

• Title VI – Title VI of the Civil Rights Act requires public transit agencies receiving 

federal funding to ensure that their service is provided without regard to race or 

the economic status of the residents. Application of service design guidelines 

provides a tool for design and evaluating service that does not discriminate on 

race or economic status. 

The service design guidelines are intended both to be flexible in interpretation and application and to be 

continuously refined. As new types of services or data sources are introduced, revisions to the guidelines 

may become appropriate. Flexibility in application and interpretation must be maintained, as the 

environment in which these guidelines will be applied is not static and will continue to change as the 

region grows and transportation demand increases. 

The guidelines have been designed to enable Omnitrans to establish targets consistent with actual 

financial resources. If, after following the fiscally conservative Constrained Scenario plan, the situation 

turns around and resources start to improve, the targets could be enhanced; if resources grow more 

limited, the targets could be relaxed. The guidelines will be applied to identify transit services that should 

be improved or added, or may be falling below acceptable performance levels. If a service fails to meet 

the identified performance level, further investigations and analysis will be undertaken to confirm whether 

the guidelines are being achieved, and a broad range of potential corrective actions may be considered. 

The action taken, if any, will need to be appropriate given the specific circumstances of the service in 

question. 

Service performance standards provide targets in the form of indicators and standards that enable 

systemwide, individual route performance or service specific monitoring and evaluation by management 

decision-makers. Performance standards are the benchmarks critical to the service monitoring and 

evaluation program outlined in Section 6.5. In the case of contracted services such as OmniLink and 

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Access Service, selected performance standards are included as performance expectations in the 

respective service contracts and provide benchmarks for the evaluation of contractual compliance. 

7.1 Fixed Route Performance Standards 

Proposed fixed route performance standards are organized into service standards, and effectiveness, 

efficiency, and labor productivity indicator categories. The proposed standards are summarized in Figure 

7-1 through Figure 7-4. Included are a definition of the measure, the proposed target and (where data 

are available) an indication of actual performance in FY 2006. 

July 11, 2007 143




Figure 7-1: Proposed Fixed Route Service Standards 

Description Measure Proposed Target FY 2006 Actual 

Route Coverage 

Route Structure 

Bus Stop Spacing 

(non-express routes) 


Frequency of 

Service 


Bus stop distance from all consumer 

destinations (residences, places of work, 

schools, shopping centers, etc.) 

Route Structure – the route coverage 

standard should be achieved by a grid 

system of base, express & local routes. 

Distance between bus stops 

All trips can be begun and ended between 

the following points: 

-East Valley and Downtown San Bernardino 

-West Valley and Ontario and Montclair 

Minimum service frequencies 

Maximum percentage of passenger loads 

per bus on average over 30 minutes. 

85% within ¼ mile of bus stop 

weekday & Saturday; within ½ mile 

evenings, Sundays & Holidays (in 

future) 

Base and express routes should 

operate in a straight-line structure 

on the main arterial roads and 

freeways oriented to the main 

activity centers. Local routes 

should circulate the various cities 

and neighborhoods connecting to 

the base and express routes 

including Metrolink where available. 

Stops no closer than 750 feet from 

each other and no further than 1000 

feet – exceptions for pedestrian 

safety, geographic barriers, 

significant generators 

6:00 am-9:00 pm on weekdays, 

7:00 am-9:00 pm on Saturdays, 

7:00 am-7:00 pm on Sundays and 

Holidays (in future) 

- 30 minutes or less: Monday- 

Saturday to 6:30 pm 

- 60 minutes or less; Evenings, All 

day Sundays/Holidays (in future) 

Peak Periods: 




82% 

NA 

Standard is 0.2 miles or greater 

Some routes not meeting 

Minimum frequency is 60 minutes 

Peak Periods: 




July 11, 2007 144





Monday-Saturday 

Base Routes: 30 Boardings/Hour 

Local Routes: 20 Boardings/Hour 

All routes: 20 Boardings/Hour 

Ridership Levels 

Boardings per revenue hour 

Sundays/Holidays (All Routes) 

15 Boardings/Hr @ 30-min service 

10 Boardings/Hr @ 60-min service 



Weekdays: 

30% on base routes 

20% on other routes 



20% all routes 


% of operating costs recovered from fares 

and Measure I fare subsidies 

Weekends 

20% on all routes – Saturday 

15% on all routes – Sunday 


25 % 


20.9 % 

Average Fare Fare revenue per boarding passenger $0.87 (FY 2008) $0.75 

July 11, 2007 145




Figure 7-2: Fixed Route Operating Effectiveness Indicators 



For all timepoints and terminals, 

percentage of buses that: 

-leave 1.5 minutes early 

-are "on-time" within 5.5 minutes late 

-None should leave early 

-95% or more should be “on-time” 

at timed transfer (A) points 

-90% or more should be "on-time" 

for entire route 

-95% “on-time” at timed transfer (A) 

points 

-81% weekday average "on- time" 

(within 1.5 minutes early and 5.5 

minutes late) for entire route 

Service Reliability % scheduled pullouts 100% 95% 

Passenger Safety Preventable collisions per million miles 6 7 

Figure 7-3: Fixed Route Vehicle Efficiency Indicators 


Vehicle Failure Rate 

Vehicle miles between valid mechanical 

failures per NTD guidelines 

5,000 5,000 

Farebox Failure Rate Total miles between valid farebox failures 70,000 86,000 

July 11, 2007 146




Figure 7-4: Labor Productivity Indicators 


Systemwide Total operating hours/revenue hours 1.04 1.04 

Transportation 

Operator 

Transportation 

Supervision Efficiency 

Vehicle Maintenance 

Efficiency 

Administrative 

Efficiency 

Annual operating hours/FTE operator 1,570 1,524 

Annual revenue miles per employee 

controlling the operation (dispatch and field 

supervision) 

Annual vehicle miles/maintenance 

employee (including clerical staff in vehicle 

maintenance administration; does not 

include plant and facility maintenance staff) 

Annual revenue hours/non-line 

administrative employee (defined as 

Administration [Executive Director, 

Administrative Secretaries], IT Services, 

Marketing, Planning, Human Resources, 

Safety and Security, and Finance) 

25,000 30,700 

80,000 88,000 

10,000 7,000 

July 11, 2007 147

IBI GROUP 




7.1.1 FIXED ROUTE PERFORMANCE AGAINST STANDARDS 

Key performance measures for fixed route transit service include farebox recovery, on-time performance 

and the percentage of buses that actually make their pullout times. The current systemwide farebox 

recovery ratio is 20.9%. Current farebox recovery is under the proposed 25% farebox recovery ratio for 

the 2008-2013 Omnitrans SRTP. While on-time performance for the timed transfer A timepoints is 

meeting the 95% standard, weekday on-time performance for entire routes at 81% is below the existing 

and proposed 90% on-time performance standard. Also of concern is the percentage of buses that 

actually make pullout. In a reliable transit system, no trips are cancelled or late to start because of the 

lack of roadworthy equipment or because operators do not show on time. Currently, 95% of buses 

actually make their pullout, whereas the proposed standard is 100%. If Omnitrans can increase its 

pullout, the public will respond to the higher level of service reliability. This is an important way to 

increase ridership, even in a financially constrained scenario. 

Farebox Recovery: Monitoring and evaluation of farebox recovery should be at the individual route level 

and by timeframe (peak, midday, evening and weekend). Routes that fall below the minimum farebox 

recovery established for the route category and time period should be identified for service changes that 

could correct a shortfall, whereas routes that consistently fall below the minimum standard should be 

placed on a probationary list for possible service cutback. 

On-Time Performance: Monitoring and evaluation of on-time performance should also be conducted at 

the individual route level. Routes that consistently run late need to either add additional running time to 

their schedules, or adjust their schedules to reallocate time to route segments where the route runs late. 

In some cases, short turns or interlines may have to be considered for all or some trips to maintain ontime 

performance. Equipment breakdowns can also significantly impact on-time performance. 

Pullouts: The problem of buses not making pullout should be examined at the facility level (West Valley 

and East Valley) to determine what is causing the shortfall. It could be operators not making their shift or 

buses not cycled out of maintenance quickly enough. In the case of the former, there may be a 

requirement for a larger extra board. In the case of the latter, it could be the adjustment of maintenance 

shifts to ensure sufficient night resources or an increase in the spare bus ratio. Not meeting bus pullout 

has a significant impact on on-time performance and service reliability. 

7.1.2 ROUTES ON PROBATION 

Routes that consistently do not meet farebox recovery minimums should be placed on a probation list. 

Poor performing routes should be identified through monthly monitoring. Poorly performing routes should 

be reported to the Omnitrans Management Team monthly for the consideration of corrective measures or 

for possible cancellation. Management should review the probationary list with the PPC on a monthly 

basis and recommend either continued efforts to improve performance, or cancellation of the route at all 

or selected time periods. Route performance recommendations should be brought to the full Board on a 

quarterly basis. 

7.2 OmniLink Performance Standards 

Proposed OmniLink performance standards are organized into financial, cost effectiveness, cost 

efficiency, coverage, service utilization, amount of service, labor productivity, service quality and service 

reliability categories. The proposed standards are summarized in Figure 7-5 through Figure 7-12. 

Included are a definition of the measure, the proposed target and (where data are available) an indication 

of actual performance in FY 2006. 

July 11, 2007 148




Figure 7-5: OmniLink Financial Performance 

Description Measure Proposed Target (FY 2008) FY 2006 Actual 

Expenditures per Capita* 

Farebox Recovery* 

Total operating cost / service 

area population 

Passenger fares as a % of 

operating costs 

$10.13 $9.11 

10% 5.6% 

Average Fare 

Fare revenue / one-way 

passenger trip 

$1.69 $1.00 

*Based on immediate service area population (Chino Hills and Yucaipa) and reallocated operating cost 

Figure 7-6: OmniLink Cost Effectiveness 


Operating Cost per Passenger 

Trip* 

*Based on reallocated operating cost 

Operating cost / completed 

one-way passenger trip for 

OmniLink 

$26.94 $20.93 

Figure 7-7: OmniLink Cost Efficiency 


$82.44 

Operating Cost per Hour* 

Operating cost / revenue hour 

To be determined annually as part 

of budget process (& contract 

$58.34 

provisions/negotiations) 

Operating Cost per Mile* 

Operating cost / revenue mile 

$6.72 

To be determined annually as part 

$5.01 

of budget process 


July 11, 2007 149




Figure 7-8: OmniLink Service Coverage 



Area in which service is 

operated 

OmniLink will operate as a full 

demand-response or route 

deviation service providing 

coverage in low-density areas and 

be designed to provide local 

service to/from Omnitrans fixed 

route bus service. 

OmniLink operates within the Cities 

of Chino Hills and Yucaipa 

Monday – Friday 

7:00 am to 6:00 pm 


Hours of day and days of 

week service provided 

OmniLink should only operate 

during hours when average farebox 

recovery does not drop below 10%. 

Saturday 

7:30 am to 5:30 pm 

Sunday 

8:00 am to 2:00 pm 

Frequency of Service 

Length of time between 

scheduled vehicle trips 

When operating in a flex or route 

deviation mode, OmniLink should 

operate a 60-minute frequency 

Currently operated as a dial-a-ride 

service 

July 11, 2007 150




Figure 7-9: OmniLink Service Utilization 


Trips per Capita* 

Total unlinked passenger trips 

/ service area population 

0.38 0.45 

Passengers / Revenue Hour 

Completed one-way 

passenger trips / scheduled 

revenue vehicle hour (limited 

to trips by registrants) 

4.57 

(to meet 10% farebox recovery) 

Chino Hills – 2.20 

Yucaipa – 3.15 


Maximum passenger loads per 

bus 

Loads not to exceed 100% of 

seated capacity. No standees. 

No current standard 

*Based on Chino Hills and Yucaipa service area population 

Figure 7-10: Amount of OmniLink Service Provided 


Revenue Hours / Capita* 

Total annual revenue hours / 

service area population 

0.12 0.16 

*Based on Chino Hills and Yucaipa service area population 

July 11, 2007 151




Figure 7-11: OmniLink Service Quality 


On-time Performance/Schedule 

Adherence 

Actual departure time 

compared to scheduled 

departure time 

At established timepoints (e.g., 

Chino Marketplace and the future 

Yucaipa Transcenter), no bus 

should leave early and no bus 

should leave later than 3 minutes 

from the timepoint, 90% of the time. 


On-time Performance/Scheduled 

Pickups 

% of pick-ups within plus or 

minus 10 minutes 

90% of all pick-ups will be within 

plus or minus 10 minutes of the 

scheduled time 


Complaints 

Number of complaints per 

1,000 one-way passenger trips 

1 No current standard 

Customer Cancellation & No-show 

Rates 

% of total scheduled trips 

cancelled 

% of total scheduled trips as 

no-shows 

5% customer cancellations 

3% customer no-shows 


Telephone Performance: 

Maximum Hold Time 

Number of seconds a 

passenger is placed on hold 

waiting to book a trip 

120 seconds No current standard 

July 11, 2007 152




Figure 7-12: OmniLink Service Reliability 


Passenger Safety 

Number of preventable 

collisions / million revenue 

miles 

5.0 

Chino Hills – 0 (0 / 114,666 miles) 

Yucaipa – 10.0 (1 / 99,604 miles) 

Vehicle Breakdowns 

Number of revenue miles 

between road calls (resulting 

in service delays) 

10,000 

Chino Hills – 10,063 

Yucaipa – 49,802 

Bus Trips Cancelled 

The number of actual runs 

cancelled because either a 

bus or operator was not 

available to start a run 

Zero tolerance 


Transfer Wait Times 

The time a bus is scheduled to 

wait at transfer points for a 

designed connection 

OmniLink buses will wait no longer 

than 3 minutes at a designated 

transfer point for arriving Omnitrans 

buses or regional transit services. 


July 11, 2007 153

IBI GROUP 




7.2.1 OMNILINK PERFORMANCE AGAINST STANDARDS 

Minimum farebox recovery is the most critical efficiency standard for the provision of OmniLink service. A 

10% farebox recovery ratio has been approved for OmniLink service for the 2008-2013 Omnitrans SRTP 

timeframe. Minimum farebox recovery determines the minimum passengers/revenue hour performance 

standard. Currently, the combined Chino Hills and Yucaipa OmniLink services are recovering 5.6% of 

operating costs through farebox revenues and carrying 2.8 passengers per revenue hour. With the 

discontinuation of less productive weekend hours, farebox recovery in FY 2008 is projected to be 7.4% 

and hourly productivity is projected to be 3.1 passengers per revenue hour. To achieve a 10% farebox 

recovery ratio in FY 2008, a minimum hourly productivity of 4.57 is required. 

During the 2008-2013 Omnitrans SRTP timeframe, other performance measures will be monitored and 

evaluated to ensure a broader assessment of service performance. 


Under the current Financial Plan combined OmniLink services are not projected to achieve 10% farebox 

recovery. OmniLink farebox recovery is blended with fixed route farebox recovery. Assuming the 

majority of fixed routes are productive and can achieve farebox recovery above the 25% minimum 

requirement, less productive OmniLink services can be supported. If either OmniLink service cannot 

achieve a minimum 10% farebox ratio, they should be candidates for cancellation like other unproductive 

fixed route services in order to improve overall fixed route farebox recovery. 

OmniLink productivity is driven by ridership and revenue hours. If ridership is not sufficient to reach 

minimum farebox recovery, demand-response revenue hours can be reduced to improve productivity. 

Improvements can be made without canceling OmniLink service through more productive scheduling and 

dispatch. 

7.3 Access Performance Standards 

Performance standards are organized into financial, cost effectiveness, cost efficiency, coverage, service 

utilization, amount of service, labor productivity, service quality and service reliability categories. The 

proposed standards are summarized in Figure 7-13 through Figure 7-18. Included are a definition of the 

measure, the proposed target and (where data are available) an indication of actual performance in FY 

2006. The FY 2008 figures have been adjusted for cost allocation. Performance standards reflect a 

blend of advance booked and subscription trip services. 

July 11, 2007 154




Expenditures per Capita* 


Figure 7-13: Access Financial Performance 


Total operating cost per Omnitrans Access 

service area population (use for budgetary 

purposes/track trends over time) 

Passenger fares as a % of operating costs 

(10% is the minimum State requirement) 

$8.61 $7.73 

12.0% 11.2% 

Average Fare Fare revenue / one-way passenger trip $3.02 $2.24 

*Based on Omnitrans Access service area population and reallocated operating cost 

Figure 7-14: Access Cost Effectiveness 


Operating Cost / Passenger Trip* 

Operating cost / completed one-way 

passenger trip for Access 

$27.74 $22.08 


July 11, 2007 155




Operating Cost per Hour* 

Operating Cost per Mile* 

Figure 7-15: Access Cost Efficiency 



Operating cost / revenue hour 

Operating cost / revenue mile 

$70.59 

To be determined annually as 

part of budget process (& 

contract provisions / 

negotiations) 

$4.28 

To be determined annually as 

part of budget process 

$63.34 

$3.84 

Figure 7-16: Access Service Utilization 


Trips per Capita* 

Total ADA passenger trips (registrants) / 

population of the entire Omnitrans Access 

service area (use for budgetary 

2.8 2.9 

purposes/track trends over time) 

Ridership 

Completed one-way passenger trips / 

revenue hour (limited to trips by registrants). 

Combined advance booked & subscription 

2.5 2.9 

trips. 

*Combined figures for East and West Valley 

July 11, 2007 156




On-time Performance 

Average Travel Time 

Complaints 

Figure 7-17: Access Service Quality 


% of pick-ups within plus or minus 10 

minutes of the scheduled pickup time 

% of passenger onboard travel time below 

maximum time 

Number of complaints per 1,000 one-way 

passenger trips 

90% of all scheduled pick-ups 

will be within plus or minus 10 

minutes of scheduled pickup 

time 

Per ADA requirement: not to 

exceed 2 times the equivalent 

trip taken by fixed route transit 

90+ % 


3 No current standard 

Trip Denial Rate 

% of total passenger trips denied 

Per ADA requirement: zero 

denials (within prescribed 

guidelines / scheduling 

parameters) 


Customer Cancellation & No-show 

Rates* 

% of total scheduled trips cancelled 

% of total scheduled trips as no shows 

5% customer cancellations 

3% customer no-shows 

7.3% customer cancellations 

6.7% customer no-shows 

Telephone Performance: Maximum Hold 

Time 

*Combined figures for East and West Valley 

Number of seconds a registrant is placed on 

hold waiting to book a trip 

120 seconds (maximum) Average: 113 seconds 

Figure 7-18: Access Service Reliability 


Passenger Safety 

Number of preventable collisions / million 

revenue miles 

5.0 9.3 

Vehicle Breakdowns 

Number of revenue miles between road 

calls (resulting in service delays) 

14,000 14,421 

July 11, 2007 157

IBI GROUP 




7.3.1 ACCESS PERFORMANCE AGAINST STANDARDS 

Minimum farebox recovery is an important efficiency standard for the provision of Access service. A 12% 

farebox recovery ratio has been identified as the target for Access service for the 2008-2013 Omnitrans 

SRTP timeframe. Minimum farebox recovery determines the minimum passengers/revenue hour 

performance standard. In FY 2006, Access service recovered 13.2% of operating costs through farebox 

revenues and carried 2.9 passengers per revenue hour. FY 2006 exceeded the performance target. The 

target has been adjusted to reflect fare increases during the 2008-2013 timeframe. 

Similarly, the fare increases will result in a decline (adjustment to reflect fare elasticity) of ridership. 

However, service hours and miles will remain constant to reflect: 

• The need to address Omnitrans’ current initiative of marketing subscription 

service/premium fares for agency/program participants. In so doing there is a 

need to ensure service availability and guaranteed on-time performance for 

monthly subscribers. One key component of marketing subscription 

service/premium fares is service reliability and consistency. This will initially 

require flexibility (including service capacity) for Access schedulers in the 

development of subscription runs (or templates). 

• The need to maintain conservative estimates of the level of Access service to 

accommodate the demand for service which may decline at a lesser rate than 

assumed. The latter may be as a result of fare increases having less of an 

impact, a potential growth in program participation in subscription services over 

the 2007 to 2009 period, unanticipated outcomes of the County’s Public Transit- 

Human Services Transportation Coordination Plan (which again may result in an 

increase in program participation in subscription services, and changing/growing 

community demographics). 

Access productivity is driven by ridership and revenue hours. With an anticipated decline in ridership, 

productivity will decline. Under the current Financial Plan, which includes fare increases, the farebox 

recovery for Access service is expected to range between 11.9% and 14.6%. 

Current Access performance is favorable in terms of its productivity and on-time performance, the latter 

being an indicator of service quality. However, the current rate of cancellations and no-shows (7.3% and 

6.7% respectively) exceeds the standard and speaks to an excessive amount of revenue service going 

unused. 

Current Access financial, cost effectiveness and cost efficiency performance is favorable relative to 

performance standards. However, the standards have been adjusted to reflect cost allocation, making 

direct comparisons in current dollars difficult. 

In terms of service reliability, Access is currently experiencing an excessive number of preventable 

collisions per miles operated. However, the number of road calls per 10,000 miles operated is some 40% 

below the standard. 


The delivery of Access (paratransit) services, including level of service, service area, advance booking 

requirements and scheduling parameters, is driven by federally mandated requirements under the 

Americans with Disabilities Act (ADA). Any reductions would require corresponding adjustments to the 

fixed route services in order to ensure Omnitrans’ ongoing compliance with ADA. 

July 11, 2007 158

IBI GROUP 




Ongoing Access service improvements, including service utilization enhancements, will result as a 

consequence of recommended interventions including demand management measures (i.e., enhanced 

scheduling parameters, fare policy, etc.). 

July 11, 2007 159

IBI GROUP 




8. FARE POLICY FY 2008-2013 

Recommended Omnitrans fare policy is based on the requirement of achieving minimum farebox 

recovery ratio objectives set for fixed route, OmniLink and Access Service. Omnitrans is required by the 

Transportation Development Act (TDA) to maintain a farebox recovery ratio of at least 20% for its general 

public services. In FY 2006, the farebox recovery ratio was 20.63%. In order to provide a farebox 

recovery ratio buffer and ensure that its TDA obligations were met, at a Board Planning and Productivity 

meeting on September 13, 2006, Omnitrans fixed route fare structure was established to achieve a 

minimum 25% farebox recovery ratio. OmniLink fare structure was established to achieve a minimum 

10% farebox recovery ratio. Access Service fare structure was established to achieve a 10% farebox 

recovery ratio. 

In order to meet its farebox recovery ratio goals, Omnitrans decided to raise the fares charged to 

passengers. In August 2006, Omnitrans’ Board of Directors approved an increase in the fixed route base 

fare from $1.15 to $1.25, and in the Day Pass from $2.75 to $3.00. These changes took effect on 

Tuesday, September 5, 2006. One of the staff recommendations when the fare increase was considered 

by the Omnitrans Board was to develop a long term plan as part of the Comprehensive Operations 

Analysis (COA) for the 2008-2013 Omnitrans SRTP. 

Fare Policy FY 2008-2013 

The fare policy for FY 2008-2013 was developed after considering the fare policy goals and objectives set 

out in the March 2003 FY 2004-2008 Fare Policy and Implementation Plan prepared by Booz-Allen 

Hamilton and conducting historical analysis of rider and revenue trends for Omnitrans fixed route, 

OmniLink, and Access services. The report set out the fare policy goals, developed in conjunction with 

stakeholder input and the Fare Policy Committee, as follows: 

• Optimize fare revenues and other financial resources to ensure that Omnitrans 

can successfully meet its ridership goals and service delivery objectives. 

• Develop a market-driven fare policy that attracts people to transit as the region 

grows by promoting the benefits and worth of transit. 

The following systemwide objectives were proposed to support the overall goals, and provide guidance 

for the fare study and a basis for evaluating alternatives: 

• Build ridership while maximizing revenue. 

• Price fares so that passengers pay a reasonable amount and Omnitrans 

achieves systemwide farebox recovery targets. 

• Maintain ease of understanding, use, enforcement, and customer convenience of 

the fare structure and ensure fare media are recognizable and durable. 

• Provide fare media options that meet rider needs. 

• Promote regional fare integration and common fare media with connecting transit 

services and build intercounty ridership. 

• Minimize boarding times through fare technology and media options. 

• Provide for regular fare structure reviews and adjustments. 

July 11, 2007 160

IBI GROUP 




• Leverage opportunities to effectively and efficiently leverage fare technology to 

implement fare policies. 

As the Comprehensive Operational Analysis was underway, it became clear that it would be necessary to 

raise fares in 2007 in order to sustain the mandated 20% farebox recovery. Based on the goals and 

objectives set out in the March 2003 report and the Omnitrans Board’s goal of meeting the 25% farebox 

recovery ratio, the Board approved a new fare structure on March 7, 2007, to take effect on July 1, 2007. 

Four fare increases are planned for the 2008-2013 Omnitrans SRTP timeframe. Fare changes will go 

into effect July 1, 2007, September 1, 2008, September 1, 2010, and September 1, 2011. Increases in 

discounted senior and disability fares for fixed route and OmniLink services and regular fares for Access 

Service will be offset through gradual increases in Measure I fund allocations to fare revenues. 

8.1 Fixed Route 

The fixed route fare policy recommendations for the balance of the 2008-2013 Omnitrans SRTP were 

based on the following strategies: 

• Aggressively raise largest and most profitable fare categories (cash fare and Day 

Pass) to meet farebox recovery ratio target of 25%. 

• Raise longer duration fare categories (7-Day Pass and 31-Day Pass) at slower 

rates to encourage their usage and retain riders. 

• Sell 7-Day Passes through on-board Trim unit to ease usage. 

• Use prepaid discounts (10-20%) on Day Pass bought in multiples to mitigate 

ridership loss by rewarding repeat business. 

• Increases in discounted senior and disability fares will be offset through gradual 

increases in Measure I fund allocations to fare revenues. 

• No change in free fare policy. 

Figure 8-1 summarizes recommended annual fares for Omnitrans fixed route service for the 2008-2013 

Omnitrans SRTP timeframe. 

July 11, 2007 161




Figure 8-1: Proposed Fixed Route Fare Structure and Policies 

Service 

Fixed Route 

Current, effective since Sept 

5, 2006 

Adopted, effective July 1, 

2007 

Proposed, effective 

September 1, 2008 


September 1, 2009 







Fare Type 

Fare Category 

FY 2007 FY 2008 FY 2009 FY 2010 FY 2011 FY 2012 FY 2013 

Cash 

Full Fare $1.25 $1.35 $1.50 $1.50 $1.75 $2.00 $2.00 

Senior/Disability* $0.50 (+$0.10 MI = $0.60) $0.55 (+$0.10 MI = $0.65) $0.60 (+$0.15 MI = $0.75) $0.60 (+$0.15 MI = $0.75) $0.60 (+$0.25 MI = $0.85) $0.75 (+$0.25 MI = $1.00) $0.75 (+$0.25 MI = $1.00) 

Full Fare $41.00 $45.00 $47.00 $47.00 $51.00 $56.00 $56.00 

31-Day Passes Senior/Disability* $20.50 (+$2.65 MI = $23.15) $22.50 (+$5.30 MI = $27.80) $23.50 (+$7.95 MI = $31.45) $23.50 (+$7.95 MI = $31.45) $25.50 (+$13.25 MI = $38.75) $28.00 (+$13.25 MI = $41.25) $28.00 (+$13.25 MI = $41.25) 

Student $29.50 $33.00 $35.00 $35.00 $39.00 $44.00 $44.00 

Special 

Summer Youth Pass (Age

IBI GROUP 




8.2 OmniLink 

The OmniLink fare policy recommendations for the balance of the 2008-2013 Omnitrans SRTP were 

based on the following strategies: 

• Aggressively increase fares to meet target farebox recovery ratio of at least 7% 

over the life of the SRTP, and ultimately 10%. 

• Price at roughly twice the fixed route cash fare. 

• Eliminate free ride for passengers with fixed route Pass to combat declining 

revenue. 

• Introduce student fare priced between regular and senior/disabled fares. 

• Introduce 10-trip discounted ticket books for regular fare, senior/disability and 

student customers to offset the fare increase for regular riders. 

• Increases in discounted senior and disability fares will be offset through gradual 

increases in Measure I fund allocations to fare revenues. 

Figure 8-2 summarizes recommended annual fares for Omnitrans OmniLink service for the 2008-2013 

Omnitrans SRTP timeframe. 

July 11, 2007 163




Figure 8-2: Proposed OmniLink Fare Structure and Policies 


5, 2006 


2007 











Service Fare Type Fare Category 


Full Fare $2.50 $3.00 $3.00 $3.00 $3.50 $4.00 $4.00 

Cash Senior/Disability* $1.25 (+$0.25 MI = $1.50) $1.50 (+$0.25 MI = $1.75) $1.50 (+$0.25 MI = $1.75) $1.50 (+$0.25 MI = $1.75) $1.75 (+$0.25 MI = $2.00) $2.00 (+$0.25 MI = $2.25) $2.00 (+$0.25 MI = $2.25) 

Student $1.25 $2.00 $2.00 $2.00 $2.25 $2.50 $2.50 

FR 1-Day/7- 

Day/31-Day 

Full Fare 

Acceptable since January 2004 

Not Accepted Not Accepted Not Accepted Not Accepted Not Accepted Not Accepted 

Passes Senior/Disability/Student* Not Accepted Not Accepted Not Accepted Not Accepted Not Accepted Not Accepted 

Full Fare Not available $27.00 $27.00 $27.00 $31.50 $36.00 $36.00 

10-Ticket Booklet Senior/Disability* Not available $13.50 (+$2.50 MI = $16.00) $13.50 (+$2.50 MI = $16.00) $13.50 (+$2.50 MI = $16.00) $15.75 (+$2.50 MI = $18.25) $18.00 (+$2.50 MI = $20.50) $18.00 (+$2.50 MI = $20.50) 

Student Not available $18.00 $18.00 $18.00 $20.25 $22.50 $22.50 

OmniLink 

* Omnitrans receives Measure I subsidy for Senior and Disability trips; Access & OmniLink: $0.25/trip, Fixed Route: $0.10/trip in FY 2008, $0.15/trip in FY 2009- 

FY 2010, $0.20/trip in FY2011-FY 2012, $0.25/trip in FY 2013. 

July 11, 2007 164

IBI GROUP 




8.3 Combined General Public Service 

Figure 8-3 summarizes recommended annual fares for Omnitrans fixed route and OmniLink general 

public transit services for the 2008-2013 Omnitrans SRTP timeframe. Details of fare policy changes are 

documented in Sections 8.1 and 8.2. 

July 11, 2007 165




Figure 8-3: Proposed General Public Fare Structure and Policies 


5, 2006 


2007 











Service Fare Type 

Fare Category 


Cash 

Full Fare $1.25 $1.35 $1.50 $1.50 $1.75 $2.00 $2.00 

Senior/Disability* $0.50 (+$0.10 MI = $0.60) $0.55 (+$0.10 MI = $0.65) $0.60 (+$0.15 MI = $0.75) $0.60 (+$0.15 MI = $0.75) $0.60 (+$0.25 MI = $0.85) $0.75 (+$0.25 MI = $1.00) $0.75 (+$0.25 MI = $1.00) 

Full Fare $41.00 $45.00 $47.00 $47.00 $51.00 $56.00 $56.00 

31-Day Passes Senior/Disability* $20.50 (+$2.65 MI = $23.15) $22.50 (+$5.30 MI = $27.80) $23.50 (+$7.95 MI = $31.45) $23.50 (+$7.95 MI = $31.45) $25.50 (+$13.25 MI = $38.75) $28.00 (+$13.25 MI = $41.25) $28.00 (+$13.25 MI = $41.25) 

Student $29.50 $33.00 $35.00 $35.00 $39.00 $44.00 $44.00 

Special 

Summer Youth Pass (Age

IBI GROUP 




8.4 Access 

The Access fare policy recommendations for the balance of the 2008-2013 Omnitrans SRTP were based 

on the following strategies: 

• Increase cash and ticket fares to maintain farebox recovery ratio of at least 12%. 

• Price 1-3 zone fare at roughly twice the fixed route cash fare. 

• Reduce the cost of monthly subscriptions and designate as applicable only to 

trips classified as “subscription.” 

• In accordance with ADA regulations, there will be no change to the Personal 

Care Attendant (PCA) free fare policy. 

Figure 8-4 summarizes recommended annual fares for Omnitrans Access service for the 2008-2013 

Omnitrans SRTP timeframe. All Access Service fare increases will be offset through gradual increases in 

Measure I fund allocations to fare revenues. 

July 11, 2007 167




Figure 8-4: Proposed Access Fare Structure and Policies 


5, 2006 


2007 









Proposed, effective September 

1, 2012 

Service Fare Type Fare Category 


1-3 zone $2.05 (+$0.25 MI = $2.30) $2.45 (+$0.25 MI = $2.70) $2.75 (+$0.25 MI = $3.00) $2.75 (+$0.25 MI = $3.00) $3.25 (+$0.25 MI = $3.50) $3.75 (+$0.25 MI = $4.00) $3.75 (+$0.25 MI = $4.00) 

Cash 

4 zone $2.80 (+$0.25 MI = $3.05) $3.45 (+$0.25 MI = $3.70) $3.75 (+$0.25 MI = $4.00) $3.75 (+$0.25 MI = $4.00) $4.25 (+$0.25 MI = $4.50) $5.00 (+$0.25 MI = $5.25) $5.00 (+$0.25 MI = $5.25) 

5 zone $3.55 (+$0.25 MI = $3.80) $4.45 (+$0.25 MI = $4.70) $4.75 (+$0.25 MI = $5.00) $4.75 (+$0.25 MI = $5.00) $5.25 (+$0.25 MI = $5.50) $6.25 (+$0.25 MI = $6.50) $6.25 (+$0.25 MI = $6.50) 

6 zone $4.30 (+$0.25 MI = $4.55) $5.45 (+$0.25 MI = $5.70) $5.75 (+$0.25 MI = $6.00) $5.75 (+$0.25 MI = $6.00) 6.25 (+$0.25 MI = $6.50) $7.50 (+$0.25 MI = $7.75) $7.50 (+$0.25 MI = $7.75) 

1-3 zone $172.50 (+$13.25 MI = $185.75)$130.00 (+$13.25 MI = $143.25)$145.00 (+$13.25 MI = $158.25)$145.00 (+$13.25 MI = $158.25)$170.00 (+$13.25 MI = $183.25)$200.00 (+$13.25 MI = $213.25) $200.00 (+$13.25 MI = $213.25) 

Subscription 

4 zone $228.50 (+$13.25 MI = $241.75)$170.00 (+$13.25 MI = $183.25)$185.00 (+$13.25 MI = $198.25)$185.00 (+$13.25 MI = $198.25)$210.00 (+$13.25 MI = $223.25)$245.00 (+$13.25 MI = $258.25) $245.00 (+$13.25 MI = $258.25) 

5 zone $285.00 (+$13.25 MI = $298.25)$210.00 (+$13.25 MI = $223.25)$225.00 (+$13.25 MI = $238.25)$225.00 (+$13.25 MI = $238.25)$250.00 (+$13.25 MI = $263.25$290.00 (+$13.25 MI = $303.25 $290.00 (+$13.25 MI = $303.25) 

6 zone $341.00 (+$13.25 MI = $354.25)$250.00 (+$13.25 MI = $263.25)$265.00 (+$13.25 MI = $278.25)$265.00 (+$13.25 MI = $278.25)$290.00 (+$13.25 MI = $303.25)$335.00 (+$13.25 MI = $348.25) $335.00 (+$13.25 MI = $348.25) 

Access* 

* Omnitrans receives Measure I subsidy for Senior and Disability trips; Access & OmniLink: $0.25/trip, Fixed Route: $0.10/trip in FY 2008, $0.15/trip in FY 2009- 

FY 2010, $0.20/trip in FY2011-FY 2012, $0.25/trip in FY 2013. 

July 11, 2007 168

IBI GROUP 




Associated with the fare policy are the following recommendations related to the farebox recovery ratio: 

• For Access, seriously curtail operating cost increases in order to control large 

decline in farebox recovery ratio. 

• For OmniLink, consider major restructuring, service deletion, etc. to address 

ineffective cost performance that dampens fixed Access farebox recovery ratio. 

• For Access, combine creative fare classes and purchase incentives with 

aggressive marketing to soften the ridership loss and public perception that 

comes with major fare increases. 

• For Access, consider either restructuring subscription fares to be competitive or 

eliminate fare class altogether. 

July 11, 2007 169

IBI GROUP 




9. NEEDS ASSESSMENT/COA FINDINGS 

The following needs assessment was based on a detailed line-by-line analysis conducted in the Summer 

and Fall 2006 on the 30 bus routes that were in place at that time. As a result of the assessment, several 

deficiencies were corrected in the May 2007 service adjustment including the elimination of one route. 

The needs assessment below reports on the 2006 findings and notes instances where corrective actions 

were taken in May 2007. 

In May 2006, Omnitrans provided 30 fixed bus routes including 18 routes in the East Valley, 11 routes in 

the West Valley and 1 regional express route. The fixed routes include 15 base routes in the main travel 

corridors, 14 local routes in the various cities, and 1 regional express route. In May 2007, Omnitrans 

discontinued one local route and now has 29 fixed routes. 

Passenger on/off counts, a passenger survey, stakeholder consultation and the historical performance of 

the bus routes were used to identify deficiencies in each route and route section. These on/off counts 

were taken on typical weekdays on all vehicles in May 2006; they provided boardings, alightings and 

loadings by stop by route, which enabled the current ridership performance (as measured by passengers 

per revenue hour) to be determined for each route and route section. The passenger survey was taken in 

April 2006 and provided demographic and travel information on the passengers riding each bus. 

Stakeholder consultation occurred over the July-October 2006 period and involved city officials, transit 

policy makers, Omnitrans management and operating staff, and the operators of the 30 routes. The 

consultation provided information on the strengths and weaknesses of each route and advice on the 

improvements that should be considered to improve the efficiency and effectiveness of the transit 

system’s routes and services. 

The transit system’s fixed routes are reviewed in this chapter based on the route and service standards 

that were in place in May 2006. The operating characteristics and performance of each route are shown 

in Figure 9-1 through Figure 9-4. Appendix G provides profile maps for each fixed route. 

9.1 Route Assessment (Fixed Route) 

9.1.1 EAST VALLEY ROUTES 

The East Valley (east of I-15) has nine base routes, nine local routes and one express route, covering the 

cities of Colton, Fontana, Grand Terrace, Highland, Loma Linda, Redlands, Rialto, San Bernardino, and 

Yucaipa. The routes use 89 buses and have an average overall weekday performance of 29 passengers 

per hour as compared to the weekday standard of 25 passengers per hour. 

Base Route 1: ARMC-San Bernardino-Del Rosa – This East Valley base route serves Colton and San 

Bernardino. It provides 15-30 minute daytime and 30-minute evening service on weekdays, 45-minute 

daytime service on Saturdays, and 30-minute daytime service on Sundays. On weekdays, the south 

section in Colton provides 15-minute service all day in the Valley/Mt. Vernon corridor between the 

Arrowhead Regional Medical Center and the Fourth Street Transit Mall in downtown San Bernardino; it 

has an above standard performance of 35 passengers per hour. The north section in San Bernardino 

provides 30-minute service in the Waterman corridor between the Transit Mall and Del Rosa; it has a 

significantly above standard performance of 36 passengers per hour. When considering Route 5 in the 

Waterman corridor, the corridor receives a combined 10-20 minute service on weekdays and 20-minute 

service on weekends. The route has a declining ridership, with monthly average passengers per revenue 

hour of 32 on weekdays, 23 on Saturdays, and 29 on Sundays, which are above standard for a base 

route. 

July 11, 2007 170




Figure 9-1: Operating Characteristics of Omnitrans Fixed Route East Valley Routes (May 2006 Weekday) – (a) 

HEADWAY 

TRIP TIME (min) 

PK RUN SCH/ BUSES REVENUE VEHICLE HOURS BOARDING PASSENGERS PASSENGERS/ REVHR Peak 

ROUTE DIST. SPAN AM Mid PM AM Peak Mid Day PM Peak Eve SPEED ACT AM Mid PM AM Mid PM AM Mid PM AM Mid PM Max 

Dir mi. Pk Day Pk Eve Run Rec Run Rec Run Rec Run Rec mph RnTm Pk Day Pk Eve Pk Day Pk Eve Total Pk Day Pk Eve Total Pk Day Pk Eve Total Load 

1: ARMC-San Bdno-Del Rosa nb 5:45am-10:00pm 

2.5 5.8 3.0 4.6 15.8 * 

sb 4:38am-10:22pm 

4.0 5.8 3.0 4.5 17.3 * 

Arrowhead Reg. Med Ctr-E St.&C nb 6.3 15 15 15 15 27 3 27 3 27 3 27 3 14.0 90% 2.0 2.0 2.0 2.0 5.0 11.5 6.0 9.1 31.6 169 757 345 181 1,452 34 66 58 20 46 31am 

sb 6.9 15 15 15 15 30 11 30 11 30 11 30 11 13.8 92% 2.7 2.7 2.7 2.7 10.9 15.7 8.2 12.3 47.2 264 576 249 130 1,219 22 30 30 11 26 15pm 

Tripper 1.0 1.0 1.0 3.5 4.5 

E St.&Court - Sterling & Date Placnb 6.3 30 30 30 30 28 10 28 10 28 10 28 10 13.4 88% 1.3 1.3 1.3 1.3 3.2 7.3 3.8 4.5 18.7 97 322 131 67 617 31 44 34 15 33 26pm 

sb 5.1 30 30 30 30 27 2 27 2 27 2 27 2 11.3 106% 1.0 1.0 1.0 1.0 3.9 5.6 2.9 3.4 15.7 173 403 142 55 773 45 73 49 16 49 31am 

Total Route 1 24.5 112 26 112 26 112 26 112 26 13.1 109% 8.0 8.0 7.0 7.0 24.0 43.6 20.9 29.3 117.7 703 2,058 867 433 4,061 29 47 41 15 35 

2: Cal State-E Street-Loma Lindsb 4:20am-10:20pm 4.3 6.0 2.9 4.3 17.5 

nb 5:20am-9:25pm 3.6 6.0 2.8 3.8 16.2 

Cal State Univ. - E St.&Court sb 6.3 15 15 15 30 24 24 24 24 15.7 85% 1.6 1.6 1.6 0.8 4.8 9.6 4.6 3.4 22.5 320 658 326 121 1,425 67 65 53 35 63 46am 

Tripper 0.5 0.5 0.5 1.5 2.0 

nb 6.3 15 15 15 30 26 10 26 10 26 10 22 5 14.5 100% 2.4 2.4 2.4 0.9 8.6 14.4 6.7 3.4 33.1 182 530 246 137 1,095 21 36 30 41 33 25am 

Tripper 0.5 0.5 0.5 1.5 2.0 

E St.&Court - VA Hospital sb 6.8 15 15 15 30 34 7 34 7 34 7 34 7 11.9 105% 2.7 2.7 2.7 1.4 8.2 16.4 7.9 5.9 38.4 194 551 232 76 1,053 24 34 29 13 27 24pm 

nb 6.8 15 15 15 30 34 34 34 28 11.9 98% 2.3 2.3 2.3 0.9 6.0 13.6 6.3 3.5 29.5 93 593 388 160 1,234 15 44 61 46 42 33pm 

Total Route 2 26.1 118 17 118 17 118 17 108 12 13.3 104% 9.0 10.0 10.0 4.0 27.6 55.0 28.6 16.2 127.5 789 2,332 1,192 494 4,807 29 42 42 31 38 

3/4: Highland-San Bernardino eb 5:05am-10:05pm 4 6.0 3.0 3.0 16.0 

wb 4:24am-10:29pm 4.5 6.0 3.0 3.5 17.0 

4th St.&Arrowhd-Bldr&Baseline (4eb 12.2 20 20 20 30 51 5 51 5 51 5 51 5 14.3 99% 2.8 2.8 2.8 1.9 11.2 16.8 8.4 5.6 42.0 336 1,020 539 285 2,180 30 61 64 51 52 30pm 

Boulder&Baseline-4thSt&E St. (3) wb 12.2 20 20 20 30 51 15 51 15 51 15 51 5 14.3 109% 3.3 3.3 3.3 1.9 14.7 19.8 9.9 6.5 50.9 354 943 452 257 2,006 24 48 46 39 39 20pm 

3/4: Baseline-San Bernardino 

Bldr&Baseline-4th&Arrowhead (4) wb 6.4 20 20 20 30 25 19 25 19 25 19 25 9 15.3 124% 2.2 2.2 2.2 1.1 8.8 13.2 6.6 3.4 32.0 194 427 193 119 933 22 32 29 35 29 24am 

4thSt&ESt - Boulder&Baseline (3) eb 6.4 20 20 20 30 29 5 29 5 29 5 29 5 13.2 98% 1.7 1.7 1.7 1.1 7.6 10.2 5.1 4.0 26.8 138 482 301 235 1,156 18 47 59 59 43 22pm 

Total Route 3/4 37.0 156 44 156 44 156 44 156 24 14.2 102% 10.0 10.0 10.0 6.0 42.3 60.0 30.0 19.5 151.8 1,022 2,872 1,485 896 6,275 24 48 50 46 41 

5: San Bndo-Del Rosa-Cal Statenb 5:50am-9:50pm 3.8 6.0 3.0 3.5 16.3 

sb 4:58am-9:28pm 3.7 6.0 3.0 3.5 16.2 

E St&Court - Del Rosa&Highland nb 4.9 30 30 30 30 25 25 25 25 11.7 116% 0.8 0.8 0.8 0.8 3.1 5.0 2.5 2.9 13.5 123 271 164 123 681 39 54 66 42 50 23am 

sb 5.1 30 30 30 30 23 5 23 5 23 5 23 5 13.3 132% 0.9 0.9 0.9 0.9 3.5 5.6 2.8 3.3 15.1 78 173 83 27 361 22 31 30 8 24 

Del Rosa&Highland - Cal State Unnb 7.3 30 30 30 30 25 18 25 18 25 18 25 18 17.5 100% 1.4 1.4 1.4 1.4 5.4 8.6 4.3 5.0 23.3 54 113 61 39 267 10 13 14 8 11 

sb 7.3 30 30 30 30 24 24 24 24 18.3 85% 0.8 0.8 0.8 0.8 3.0 4.8 2.4 2.8 13.0 238 223 138 76 675 80 46 58 27 52 49am 

Total Route 5 24.6 97 23 97 23 97 23 97 23 15.2 105% 4.0 4.0 4.0 4.0 15.0 24.0 12.0 14.0 65.0 493 780 446 265 1,984 33 33 37 19 31 

7: San Bdno-Sierra Way-Cal Stanb 6:05am-7:05pm 3.0 6.0 3.0 1.0 13.0 

sb 5:06am-6:06pm 4.3 6.0 3.0 0.7 14.0 

4th&E St- SierraWay&40th nb 4.6 30 30 30 30 21 21 21 21 13.1 95% 0.7 0.7 0.7 0.7 2.1 4.2 2.1 0.7 9.1 63 192 137 39 431 30 46 65 56 47 20pm 

sb 5.8 30 30 30 30 25 10 25 10 25 10 25 10 13.8 108% 1.2 1.2 1.2 1.2 5.0 7.0 3.5 0.8 16.3 70 158 113 16 357 14 23 32 20 22 

SierraWay&40th - Cal State nb 3.4 60 60 60 60 15 2 15 2 15 2 15 2 13.7 106% 0.3 0.3 0.3 0.3 0.9 1.7 0.9 0.3 3.7 11 40 14 15 80 13 24 16 53 22 

sb 3.2 60 60 60 60 11 11 11 11 17.5 141% 0.2 0.2 0.2 0.2 0.8 1.1 0.6 0.1 2.6 49 55 29 15 148 62 50 53 117 58 18am 

Cal State - Kendall&Palm nb 4.2 60 60 60 60 13 11 13 11 13 11 13 11 19.2 100% 0.4 0.4 0.4 0.4 1.2 2.4 1.2 0.4 5.2 11 19 11 6 47 9 8 9 15 9 

sb 2.3 60 60 60 60 8 5 8 5 8 5 8 5 17.3 95% 0.2 0.2 0.2 0.2 0.9 1.3 0.7 0.2 3.0 29 26 10 1 66 31 20 15 7 22 

Total Route 7 23.4 93 28 93 28 93 28 93 28 15.1 112% 3.0 3.0 3.0 3.0 10.9 17.7 8.9 2.5 39.9 233 490 314 92 1,129 21 28 35 37 28 

8: San Bdno-Mentone-Yucaipa eb 5:35am-7:30pm 3.0 6.0 3.0 3.2 15.2 

wb 5:02am-7:02pm 4.0 6.0 3.0 2.2 15.2 

4th&E St-Redlands&Mountain Vie eb 7.1 60 60 60 60 21 21 21 21 20.1 93% 0.4 0.4 0.4 0.4 1.1 2.1 1.1 1.1 5.3 52 119 51 26 248 50 57 49 23 47 23am 

wb 7.8 60 60 60 60 24 10 24 10 24 10 24 10 19.5 84% 0.6 0.6 0.6 0.6 2.3 3.4 1.7 1.2 8.6 49 94 37 12 192 22 28 22 10 22 27pm 

Redlands&MtnView-Redlands Ma eb 4.8 60 60 60 60 26 26 26 26 11.1 91% 0.4 0.4 0.4 0.4 1.3 2.6 1.3 1.4 6.6 10 19 27 7 63 8 7 21 5 10 

wb 4.8 60 60 60 60 26 26 26 26 11.1 106% 0.4 0.4 0.4 0.4 1.7 2.6 1.3 1.0 6.6 13 42 23 8 86 8 16 18 8 13 

Redlands Mall- 4th&Yucaipa eb 11.8 60 60 60 60 35 5 35 5 35 5 35 5 20.3 88% 0.7 0.7 0.7 0.7 2.0 4.0 2.0 2.1 10.1 30 68 39 16 153 15 17 20 8 15 

wb 11.0 60 60 60 60 33 33 33 33 20.0 82% 0.6 0.6 0.6 0.6 2.2 3.3 1.7 1.2 8.4 40 79 49 8 176 18 24 30 7 21 

Total Route 8 47.3 165 15 165 15 165 15 165 15 17.2 101% 3.0 3.0 3.0 3.0 10.6 18.0 9.0 8.1 45.6 194 421 226 77 918 18 23 25 10 20 

9: San Bdno-Redlands-Yucaipa eb 6:10am-9:05pm 3.0 6.0 3.0 3.6 15.6 

wb 4:33m-8:33pm 4.0 6.0 3.0 4.0 17.0 

4th&E St. - Barton&Benton eb 7.7 60 60 60 60 31 31 31 31 14.9 100% 0.5 0.5 0.5 0.5 1.6 3.1 1.6 1.8 8.0 88 137 70 21 316 57 44 45 11 39 31am 

wb 8.5 60 60 60 60 34 15 34 15 34 15 34 15 14.9 95% 0.8 0.8 0.8 0.8 3.3 4.9 2.5 3.3 13.9 38 87 57 45 227 12 18 23 14 16 

Barton&Benton-Redlands Mall eb 4.4 60 60 60 60 14 14 14 14 18.8 108% 0.2 0.2 0.2 0.2 0.7 1.4 0.7 0.8 3.6 21 23 12 13 69 30 16 17 16 19 

wb 4.4 60 60 60 60 14 14 14 14 18.8 108% 0.2 0.2 0.2 0.2 0.9 1.4 0.7 0.9 4.0 10 43 24 5 82 11 31 34 5 21 

Redlands Mall - California&D St. eb 10.4 60 60 60 60 33 5 33 5 33 5 33 5 18.9 102% 0.6 0.6 0.6 0.6 1.9 3.8 1.9 2.2 9.8 24 71 35 24 154 13 19 18 11 16 

wb 10.5 60 60 60 60 34 34 34 34 18.6 107% 0.6 0.6 0.6 0.6 2.3 3.4 1.7 2.3 9.6 72 111 48 24 255 32 33 28 11 26 20pm 

Total Route 9 45.9 160 20 160 20 160 20 160 20 17.2 105% 3.0 3.0 3.0 3.0 10.6 18.0 9.0 11.4 49.0 253 472 246 132 1,103 24 26 27 12 23 

*First two lines of each route provide span of service data by direction and time period. They do not provide revenue vehicle hour data and do not figure into the totals for each route. 

below standard performance 

July 11, 2007 171




Figure 9-2: Operating Characteristics of Omnitrans Fixed Route East Valley Routes (May 2006 Weekday) – (b) 

HEADWAY TRIP TIME (min) PK RUN SCH/ BUSES 

REVENUE VEHICLE HOURS BOARDING PASSENGERS PASSENGERS/ REVHR Peak 


Dir mi. Pk Day Pk Eve Run Rec Run Rec Run Rec Run Rec mph RnTm Pk Day Pk Eve Pk Day Pk Eve Total Pk Day Pk Eve Total Pk Day Pk Eve Total Load 

10: Fontana-Baseline-San Bdnowb 5:35am-6:35pm 3.0 6.5 2.5 1.0 13.0 * 

eb 5:30am-7:30pm 3.3 6.0 3.0 1.5 13.8 * 

4th&E St.- Baseline&Citrus wb 11.1 30 30 30 41 38 38 38 38 17.6 86% 1.3 1.3 1.3 0.9 3.8 8.2 3.2 0.9 16.1 139 319 124 55 637 37 39 39 59 39 25am 

eb 11.1 30 30 30 45 38 15 38 15 38 15 38 15 17.6 102% 1.8 1.8 1.8 1.2 5.8 10.6 5.3 1.8 23.5 130 249 78 21 478 22 23 15 12 20 

Baseline&Citrus - Fontana Metroli wb 2.6 30 30 30 30 12 5 12 5 12 5 12 5 13.0 114% 0.6 0.6 0.6 0.6 1.7 3.7 1.4 0.6 7.4 19 47 10 5 81 11 13 7 9 11 

eb 3.1 30 30 30 41 12 12 12 12 15.3 95% 0.4 0.4 0.4 0.3 1.3 2.4 1.2 0.4 5.4 117 147 105 46 415 89 61 88 105 77 34am 

Total Route 10 27.9 100 20 100 20 100 20 100 20 16.7 98% 4.0 4.0 4.0 3.0 12.7 24.9 11.1 3.7 52.3 405 762 317 127 1,611 32 31 29 34 31 

11: San Bdno-Muscoy-Cal Statenb 5:25am-9:25pm 3.7 6.0 3.0 3.8 16.5 

sb 5:27am-9:55pm 3.7 6.0 3.0 3.9 16.6 

4th&E St. - 17th&Medical Center nb 4.8 30 30 30 30 20 20 20 20 14.3 107% 0.7 0.7 0.7 0.7 2.4 4.0 2.0 2.5 11.0 53 110 66 34 263 22 28 33 13 24 27pm 

sb 4.8 30 30 30 30 20 6 20 11 20 11 20 11 14.3 109% 0.9 1.0 1.0 1.0 3.2 6.2 3.1 4.0 16.5 44 79 106 71 300 14 13 34 18 18 19am 

17th&MedicalCenter-Cal State U nb 6.7 30 30 30 30 27 15 27 15 27 15 27 15 14.9 123% 1.4 1.4 1.4 1.4 5.1 8.4 4.2 5.3 23.0 46 173 138 107 464 9 21 33 20 20 

sb 6.7 30 30 30 30 32 27 27 27 12.6 105% 1.1 0.9 0.9 0.9 3.9 5.4 2.7 3.5 15.5 127 199 31 18 375 33 37 11 5 24 

Total Route 11 22.9 99 21 94 26 94 26 94 26 13.9 101% 4.0 4.0 4.0 4.0 14.6 24.0 12.0 15.4 66.0 270 561 341 230 1,402 18 23 28 15 21 

14/14L: Fontana-Foothill-SanB wb 3:46am-10:02pm 4.3 6.0 3.0 4.0 17.3 

eb 4:35am-10:20pm 3.5 6.0 3.0 4.4 16.9 

4th&Arrowhead-Fontana ML (14) wb 9.8 15 15 15 30 45 5 45 5 45 5 45 5 13.1 109% 3.3 3.3 3.3 1.7 14.3 20.0 10.0 6.7 51.0 560 1,018 519 285 2,382 32 51 52 43 47 34am 

4th&Arrowhead-Fontana ML (14L wb 9.8 60 25 5 23.5 0.5 2.0 2.0 

Tripper 1.0 1.0 1.0 

Fontana ML-4th&Arrowhead (14) eb 9.8 15 15 15 30 45 10 45 10 45 10 37 3 13.1 107% 3.7 3.7 3.7 1.3 12.8 22.0 11.0 5.9 51.7 437 896 557 366 2,256 29 41 51 62 44 28pm 

Fontana ML-4th&Arrowhead (14L eb 9.8 60 25 5 23.5 0.5 2.0 2.0 

Total Route 14 39.2 140 25 90 15 90 15 82 8 16.8 108% 9.0 7.0 7.0 3.0 32.2 42.0 21.0 12.5 107.7 997 1,914 1,076 651 4,638 31 46 51 52 43 

15: Fontana-SanB/Highland-Redeb 5:30am-9:40pm 2.5 6.0 3.0 3.8 15.3 

wb 5:05am-9:45pm 2.5 6.0 3.0 3.8 15.3 

Fontana Metrolink - 4th St& E St eb 12.2 30 30 30 30 47 5 47 5 47 5 47 5 15.6 101% 1.7 1.7 1.7 1.7 4.3 10.4 5.2 6.6 26.5 102 314 163 47 626 24 30 31 7 24 

wb 12.2 30 30 30 30 49 15 49 15 49 15 49 15 15.0 104% 2.1 2.1 2.1 2.1 5.3 12.8 6.4 8.1 32.6 148 307 144 104 703 28 24 23 13 22 21am 

4th St& E St - Redlands Mall eb 16.7 30 30 30 30 53 7 53 7 53 7 53 7 18.9 89% 2.0 2.0 2.0 2.0 5.0 12.0 6.0 5.0 28.0 119 271 191 122 703 24 23 32 24 25 21pm 

wb 16.7 30 30 30 30 59 5 59 5 59 5 59 5 17.0 114% 2.1 2.1 2.1 2.1 5.3 12.8 6.4 5.3 29.9 135 244 148 113 640 25 19 23 21 21 

Total Route 15 57.8 208 32 208 32 208 32 208 32 16.7 112% 8.0 8.0 8.0 8.0 20.0 48.0 24.0 25.0 117.0 504 1,136 646 386 2,672 25 24 27 15 23 

19: Redlands-Colton-Fontana wb 4:50am-8:20pm 2.5 6.0 3.0 2.3 13.8 

eb 5:30am-10:00pm 2.5 6.0 3.0 3.8 15.3 

Redlands Mall-Arrowhead RMC wb 14.9 30 30 30 30 60 5 60 5 60 5 60 5 14.9 129% 2.2 2.2 2.2 2.2 5.4 13.0 6.5 4.9 29.8 152 525 241 188 1,106 28 40 37 39 37 19pm 

eb 14.9 30 30 30 30 60 15 60 15 60 15 60 15 14.9 96% 2.5 2.5 2.5 2.5 6.3 15.0 7.5 9.4 38.1 144 373 107 98 722 23 25 14 10 19 

Arrowhead RMC - Fontana MLink wb 7.4 30 30 30 30 30 5 30 5 30 5 30 5 14.8 100% 1.2 1.2 1.2 1.2 2.9 7.0 3.5 2.6 16.0 63 130 87 38 318 22 19 25 14 20 

eb 7.4 30 30 30 30 30 5 30 5 30 5 30 5 14.8 112% 1.2 1.2 1.2 1.2 2.9 7.0 3.5 4.4 17.8 66 215 125 88 494 23 31 36 20 28 19am 

Total Route 19 44.6 180 30 180 30 180 30 180 30 14.9 112% 7.0 7.0 7.0 7.0 17.5 42.0 21.0 21.3 101.8 425 1,243 560 412 2,640 24 30 27 19 26 

20: FontanaML-Hemlock-Kaisersb 5:35am-9:05pm 3.0 6.0 3.0 2.8 14.8 

nb 4:57am-9:27pm 3.0 6.0 3.0 3.0 15.0 

Fontana Metrolink - Randall&Hemsb 3.2 30 30 30 30 9 9 9 9 21.4 70% 0.3 0.3 0.3 0.3 0.9 1.8 0.9 0.8 4.4 70 134 71 47 322 78 74 79 56 73 14am 

nb 2.9 30 30 30 30 14 15 14 15 14 15 14 15 12.5 128% 1.0 1.0 1.0 1.0 2.9 5.8 2.9 2.9 14.5 40 64 21 6 131 14 11 7 2 9 

Randall&Hemlock - Marygold&Siesb 3.0 30 30 30 30 13 13 13 13 14.0 123% 0.4 0.4 0.4 0.4 1.3 2.6 1.3 1.2 6.4 17 36 17 4 74 13 14 13 3 12 

nb 3.0 30 30 30 30 9 9 9 9 20.3 67% 0.3 0.3 0.3 0.3 0.9 1.8 0.9 0.9 4.5 44 120 58 31 253 49 67 64 34 56 11am 

Total Route 20 12.2 45 15 45 15 45 15 45 15 16.3 94% 2.0 2.0 2.0 2.0 6.0 12.0 6.0 5.9 29.9 171 354 167 88 780 29 30 28 15 26 

22: N. Rialto-Riverside-ARMC nb 4:40am-8:57pm 4.1 6.0 3.0 3.6 16.7 

sb 5:05am-9:50pm 4.0 6.3 3.0 4.0 17.3 

Arrowhead RMC-Live Oak&Rvrsd nb 11.3 20 20 20 26 47 8 47 8 47 8 47 8 14.5 90% 2.8 2.8 2.8 2.1 11.3 16.5 8.3 7.6 43.6 204 493 229 97 1,023 18 30 28 13 23 18pm 

sb 11.7 20 20 20 26 50 15 50 15 50 15 50 14.1 141% 3.3 3.3 3.3 1.9 13.0 20.6 9.8 7.7 51.0 177 463 301 189 1,130 14 23 31 25 22 23am 

Total Route 22 23.1 97 23 97 23 97 23 97 8 14.3 111% 6.0 6.0 6.0 4.0 24.3 37.1 18.0 15.3 94.7 381 956 530 286 2,153 16 26 29 19 23 

28: Southridge-Slover Av-Kaise wb 6:02am-6:02pm 3.0 6.0 3.8 12.8 

eb 6:31am-6:31pm 3.0 6.0 3.8 12.8 

Marygold&Sierra-Slover&Mulberrywb 4.8 60 60 60 20 20 20 14.4 84% 0.3 0.3 0.3 1.0 2.0 1.3 4.3 10 7 6 23 10 4 5 5 7am 

eb 5.4 60 60 60 21 6 21 6 21 6 15.5 97% 0.5 0.5 0.5 1.4 2.7 1.7 5.8 4 5 8 17 3 2 5 3 7pm 

Slover&Mulberry-Slover&Marley cw 3.2 60 60 60 13 13 13 14.5 115% 0.2 0.2 0.2 0.7 1.3 0.8 2.8 28 39 37 104 43 30 45 38 

Total Route 28 13.4 54 6 54 6 54 6 14.9 105% 1.0 1.0 1.0 3.0 6.0 3.8 12.8 42 51 51 - 144 14 9 13 11 

29: Bloomington-Valley-Kaiser eb 6:45am-5:54pm 2.0 6.0 3.7 11.7 

wb 7:10am-6:10pm 2.0 6.0 3.9 11.9 

Marygold&Sierra-11th&Cedar eb 5.8 60 60 60 25 25 25 13.8 99% 0.4 0.4 0.4 0.8 2.5 1.5 4.9 18 86 31 135 22 34 20 28 8pm 

wb 5.7 60 60 60 25 10 25 10 25 10 13.7 106% 0.6 0.6 0.6 1.2 3.5 2.3 6.9 19 76 15 110 16 22 7 16 5am 

Total Route 29 11.5 50 10 50 10 50 10 13.7 102% 1.0 1.0 1.0 2.0 6.0 3.8 11.8 37 162 46 245 19 27 12 21 

31: Redlands Trolley Blue Line 7:00am-7:00pm - 

Total Route 30 13.6 60 60 60 50 10 50 10 50 10 16.3 119% 1.0 1.0 1.0 2.2 6.0 4.6 12.8 12 45 23 81 6 8 5 6 

90: Inland Empire Connection eb 4:40am-8:45pm 4.0 6.0 3.0 4.1 17.1 

wb 4:56am-9:30pm 4.0 6.0 3.0 4.5 17.5 

4th St Transit Mall-Montclair TC wb 32.9 45 40 40 45 90 10 81 30 80 17 80 7 21.9 93% 2.2 2.8 2.4 1.9 8.9 14.4 7.3 8.0 38.5 138 110 85 29 362 16 8 12 4 9 

eb 32.7 50 45 45 45 75 75 73 75 26.2 130% 1.5 1.7 1.6 1.7 6.0 9.3 4.9 6.9 27.1 94 102 189 41 426 16 11 39 6 16 22pm 

4th St Transit Mall-Riverside TC sb 14.7 45 45 45 45 26 5 26 9 28 22 26 5 33.8 99% 0.7 0.8 1.1 0.7 2.8 4.4 3.3 3.1 13.5 80 107 53 31 271 29 25 16 10 20 

nb 14.7 50 45 45 45 29 34 38 32 30.3 113% 0.6 0.8 0.8 0.7 2.3 3.9 2.5 3.2 12.0 47 178 67 82 374 20 46 26 26 31 24pm 

Total Route 90 94.9 220 15 216 39 219 39 213 12 25.9 112% 5.0 6.0 6.0 5.0 20.0 32.0 18.0 21.1 91.1 359 497 394 183 1,433 18 16 22 9 16 

East Valley Total 16.3 88 88 87 66 295 516 262 221 1294 7,290 17,106 8,927 4,752 38076 25 33 34 21 29 



July 11, 2007 172




Figure 9-3: Operating Characteristics of Omnitrans Fixed Route West Valley Routes (May 2006 Weekday) – (a) 

HEADWAY TRIP TIME (min) 

PK RUN SCH/ BUSES REVENUE VEHICLE HOURS BOARDING PASSENGERS ASSENGERS PER REVHPeak 


Dir miles Pk Day Pk Eve Run Rec Run Rec Run Rec Run Rec mph RnTm Pk Day Pk Eve Pk Day Pk Eve Total Pk Day Pk Eve Total Pk Day Pk Eve Total Load 

60:OntCC-ChaffeyColl-OntMills eb 5:10am-9:10pm 4.0 6.0 3.0 3.4 16.4 * 

wb 4:40am-8:40pm 4.5 6.0 3.0 2.5 16.0 * 

Holt&Vineyard-Chaffey College eb 9.0 60 60 60 60 33 20 33 20 33 20 33 20 16.4 87% 0.9 0.9 0.9 0.9 3.5 5.3 2.7 3.0 14.5 85 97 53 28 263 24 18 20 9 18 32am 

wb 8.8 60 60 60 60 30 20 30 20 30 20 30 20 17.6 121% 0.8 0.8 0.8 0.8 3.7 5.0 2.5 2.1 13.3 37 109 31 10 187 10 22 12 5 14 

Chaffey College - Ontario Mills sb 9.9 60 60 60 60 37 37 37 37 16.1 152% 0.6 0.6 0.6 0.6 2.5 3.7 1.9 2.1 10.1 20 41 23 8 92 8 11 12 4 9 

nb 9.9 60 60 60 60 40 40 40 40 14.9 114% 0.7 0.7 0.7 0.7 3.0 4.0 2.0 1.7 10.6 30 95 40 25 190 10 24 20 15 18 12pm 

Total Route 60 37.6 140 40 140 40 140 40 140 40 16.1 108% 3.0 3.0 3.0 3.0 12.7 18.0 9.0 8.9 48.5 172 342 147 71 732 14 19 16 8 15 

61:Fontana-OntarioMills-Pomoneb 4:40am-9:05pm 3.7 5.8 3.3 3.5 16.2 

wb 4:20am-10:20pm 4.0 5.8 3.3 4.0 17.0 

Pomona Transit Ctr- Ontario TC eb 5.5 16 15 15 30 26 2 30 2 30 2 30 2 12.6 103% 1.8 2.1 2.1 1.1 6.6 12.3 6.9 3.7 29.4 365 224 403 191 1,183 56 18 58 52 40 28pm 

wb 6.6 16 15 15 30 29 11 32 12 32 12 32 12 13.7 113% 2.5 2.9 2.9 1.5 10.1 16.9 9.5 3.7 40.1 246 460 279 107 1,092 24 27 29 29 27 

Ontario Transfer Center - Airport Deb 3.2 16 15 15 30 15 17 17 17 12.8 101% 0.9 1.1 1.1 0.6 3.5 6.5 3.7 2.0 15.7 119 194 98 37 448 34 30 27 19 29 

wb 3.7 16 15 15 30 16 2 12 2 12 2 12 2 13.9 91% 1.1 0.9 0.9 0.5 4.5 5.4 3.0 1.0 13.9 78 166 98 30 372 17 31 32 30 27 

Airport Drive - Fontana Metrolink eb 13.3 16 15 15 30 47 16 47 11 47 11 47 11 17.0 100% 4.0 3.9 3.9 1.9 14.8 22.2 12.6 6.7 56.2 147 788 284 90 1,309 10 35 23 13 23 

wb 13.0 16 15 15 30 42 45 45 45 18.6 89% 2.7 3.0 3.0 1.5 10.6 17.3 9.8 6.0 43.6 290 502 366 167 1,325 27 29 38 28 30 36am 

Total Route 61 45.3 175 31 183 27 183 27 183 27 15.5 108% 13.0 14.0 14.0 7.0 50.0 80.5 45.5 23.0 199.0 1,245 2,334 1,528 622 5,729 25 29 34 27 29 

62: Montclair-Ontario-Chino nb 5:48am-9:18pm 3.0 6.0 3.0 3.5 15.5 

sb 5:26am-8:23pm 3.0 6.0 3.0 3.0 15.0 

Chino Transit Ctr-Ontario TC nb 6.7 30 30 30 30 22 22 22 22 18.2 89% 0.7 0.7 0.7 0.7 2.2 4.4 2.2 2.6 11.4 79 171 100 52 402 36 39 45 20 35 26pm 

sb 6.4 30 30 30 30 22 19 22 19 22 19 22 19 17.6 95% 1.4 1.4 1.4 1.4 4.1 8.2 4.1 4.0 20.4 50 132 90 55 327 12 ## ## 14 16 

Ontario Transit Ctr-Montclair TC nb 5.4 30 30 30 30 20 20 20 20 16.2 105% 0.7 0.7 0.7 0.7 2.0 4.0 2.0 2.3 10.3 86 120 63 39 308 43 ## ## 17 30 

sb 5.2 30 30 30 30 20 20 20 20 15.5 101% 0.7 0.7 0.7 0.7 2.0 4.0 2.0 2.0 10.0 56 90 59 23 228 28 23 30 12 23 16pm 

Montclair Transcenter-19th&Euclidnb 6.4 30 30 30 30 23 23 23 23 16.7 0.8 0.8 0.8 0.8 2.3 4.6 2.3 2.7 11.9 40 90 35 23 188 17 20 15 9 16 

sb 6.4 30 30 30 30 24 24 24 24 16.0 0.8 0.8 0.8 0.8 2.4 4.8 2.4 2.4 12.0 26 67 42 20 155 11 14 18 8 13 

Total Route 62 36.5 131 19 131 19 131 19 131 19 16.7 97% 5.0 5.0 5.0 5.0 15.0 30.0 15.0 15.9 75.9 337 670 389 212 1,608 22 22 26 13 21 

63: Chino - Ontario - Upland nb 5:50am-8:50pm 3.0 6.0 3.0 3.0 15.0 

sb 5:45am-9:45pm 3.0 6.0 3.0 3.6 15.6 

Chino Transit Ctr-Sultana&D St. nb 6.4 30 30 30 55 21 2 21 2 21 2 21 2 18.3 83% 0.8 0.8 0.8 0.4 2.3 4.6 2.3 1.3 10.5 73 150 111 48 382 32 33 48 38 37 24pm 

sb 6.4 30 30 30 55 27 17 27 17 27 17 27 6 14.2 109% 1.5 1.5 1.5 0.6 4.4 8.8 4.4 2.1 19.7 43 87 67 32 229 10 10 15 15 12 

Sultana&D St - San Antonio Hosp nb 7.1 30 30 30 55 30 2 30 2 30 2 30 2 14.2 113% 1.1 1.1 1.1 0.6 3.2 6.4 3.2 1.7 14.5 48 177 108 43 376 15 28 34 25 26 

sb 5.3 30 30 30 55 21 21 21 21 15.1 103% 0.7 0.7 0.7 0.4 2.1 4.2 2.1 1.4 9.8 74 164 51 28 317 35 39 24 21 32 17am 

Total Route 63 25.2 99 21 99 21 99 21 99 10 15.3 104% 4.0 4.0 4.0 2.0 12.0 24.0 12.0 6.5 54.5 238 578 337 151 1,304 20 24 28 23 24 

65A/B: Montclair-Chino Hills sb 4:50am-9:50pm 4.0 6.0 3.0 4.2 17.2 

nb 4:53am-9:53pm 4.0 6.0 3.0 4.2 17.2 

A/B:Montclair Transcenter- ChinoTsb 6.6 30 30 30 30 24 24 24 24 16.6 93% 0.8 0.8 0.8 0.8 3.2 4.8 2.4 3.4 13.8 127 230 90 112 559 40 48 38 33 41 22pm 

nb 6.6 30 30 30 30 21 15 21 15 21 15 21 15 19.0 106% 1.2 1.2 1.2 1.2 4.8 7.2 3.6 5.0 20.6 109 195 87 55 446 23 27 24 11 22 25pm 

A: ChinoTC-ChinoHillsMPvia Chinsb 3.6 60 60 60 60 14 14 14 14 15.5 110% 0.2 0.2 0.2 0.2 0.9 1.4 0.7 1.0 4.0 14 26 7 8 55 15 19 10 8 14 

nb 3.6 60 60 60 60 15 15 15 15 14.5 120% 0.3 0.3 0.3 0.3 1.0 1.5 0.8 1.0 4.3 18 53 20 13 104 18 35 27 13 24 

B: ChinoTC-ChinoHillsMPvia Edissb 3.9 60 60 60 60 15 15 15 15 15.8 0.3 0.3 0.3 0.3 1.0 1.5 0.8 1.1 4.3 10 22 10 5 47 10 15 13 5 11 

nb 3.9 60 60 60 60 15 15 15 15 15.8 0.3 0.3 0.3 0.3 1.0 1.5 0.8 1.0 4.3 24 49 56 17 146 24 33 75 16 34 

A/B: ChinoHillsMP- ChinoHillsLooccw 5.6 30 30 30 30 19 12 19 12 19 12 19 12 17.7 94% 1.0 1.0 1.0 1.0 4.1 6.2 3.1 4.3 17.8 22 34 9 4 69 5 5 3 1 4 

Total Route 65 34.0 123 27 123 27 123 27 123 27 16.6 99% 4.0 4.0 4.0 4.0 16.1 24.1 12.1 16.8 69.0 324 609 279 214 1,426 20 25 23 13 21 

66: Fontana-Foothill-Montclair wb 4;19am-10:00pm 4.0 6.0 3.0 3.5 16.5 

eb 5:00am-9:15pm 4.0 6.0 3.0 2.6 15.6 

Fontana Metrolink - Montclair TC wb 16.4 15 15 15 15-30 66 15 66 15 66 15 66 15 14.9 113% 5.4 5.4 5.4 3.0 18.8 32.4 16.2 10.5 77.9 396 696 354 189 1,635 21 21 22 18 21 24am 

eb 16.7 15 15 15 15-30 75 9 75 9 75 9 75 9 13.3 106% 5.6 5.6 5.6 3.0 19.2 33.6 16.8 7.8 77.4 251 652 460 240 1,603 13 19 27 31 21 23pm 

Total Route 68 33.1 141 24 141 24 141 24 141 24 14.1 109% 11.0 11.0 11.0 6.0 38.0 66.0 33.0 18.3 155.3 647 1,348 814 429 3,238 17 20 25 23 21 

67: Ontario-Baseline-Fontana nb 5:25am-6:35pm 4.0 6.0 3.8 13.8 

sb 6:05am-7:05pm 4.0 6.0 3.9 13.9 

D St& Sultana - Euclid&Baseline nb 4.5 60 60 60 16 16 16 16.8 112% 0.3 0.3 0.3 1.1 1.6 1.0 3.7 55 67 48 170 52 42 47 46 19am 

sb 3.9 60 60 60 15 8 15 8 15 8 15.5 121% 0.4 0.4 0.4 1.5 2.3 1.5 5.3 14 42 17 73 9 18 12 14 

Euclid&Baseline - Fontana Metrol eb 14.2 60 60 60 63 11 63 11 63 11 13.5 112% 1.2 1.2 1.2 4.9 7.4 4.7 17.0 47 95 49 191 10 13 10 11 

wb 14.2 60 60 60 67 67 67 12.7 82% 1.1 1.1 1.1 4.5 6.7 4.3 15.5 56 105 81 242 13 16 19 16 14pm 

Total Route 67 36.7 161 19 161 19 161 19 13.7 125% 3.0 3.0 3.0 - 12.0 18.0 11.5 0.0 41.5 172 309 195 676 14 17 17 16 

68: Chino-Montclair-Ch.College nb 5:03am-9:07pm 3.5 6.0 3.0 4.0 16.5 

sb 4:49am-9:19pm 3.7 6.0 2.5 4.2 16.4 

Chino Transit Center- Montclair T nb 7.9 30 30 30 30-6 35 3 35 3 35 3 35 3 13.5 118% 1.3 1.3 1.3 0.5 4.4 7.6 3.8 3.2 19.1 85 129 177 38 429 19 17 47 12 23 26am 

sb 7.9 30 30 30 30-6 30 22 30 22 30 22 30 22 15.7 97% 1.7 1.7 1.7 0.7 6.4 10.4 4.3 4.0 25.1 62 85 42 34 223 10 8 10 9 9 

Montclair Transcenter- ChaffeyCo eb 12.4 30 30 30 30-6 51 15 51 15 51 15 51 15 14.6 115% 2.2 2.2 2.2 0.9 7.7 13.2 6.6 5.7 33.2 151 238 80 42 511 20 18 12 7 15 

wb 12.4 30 30 30 30-6 54 54 54 54 13.8 85% 1.8 1.8 1.8 0.9 6.7 10.8 4.5 4.7 26.6 121 286 130 70 607 18 26 29 15 23 15pm 

Total Route 68 40.5 170 40 170 40 170 40 170 40 14.3 112% 7.0 7.0 7.0 3.0 25.2 42.0 19.2 17.6 104.0 419 738 429 184 1,770 17 18 22 10 17 



July 11, 2007 173




Figure 9-4: Operating Characteristics of Omnitrans Fixed Route West Valley Routes (May 2006 Weekday) – (b) 

HEADWAY TRIP TIME (min) PK RUN SCH/ BUSES REVENUE VEHICLE HOURS BOARDING PASSENGERS ASSENGERS PER REVHPeak 


Dir miles Pk Day Pk Eve Run Rec Run Rec Run Rec Run Rec mph RnTm Pk Day Pk Eve Pk Day Pk Eve Total Pk Day Pk Eve Total Pk Day Pk Eve Total Load 

70:Ontario-via Riverside-Ont M eb 6:34am-7:20pm 3.5 6.0 3.6 1.3 14.4 * 

wb 6:44am-8:24pm 3.5 6.0 3.6 2.5 15.6 * 

D St& Sultana -Ontario Mills eb 13.0 60 60 60 60 39 4 39 32 39 7 39 32 19.9 94% 0.7 1.2 0.8 1.2 2.5 7.1 2.8 1.5 13.8 64 108 63 235 26 15 23 17 11am 

wb 12.0 60 60 60 60 41 8 41 8 41 41 8 17.6 92% 0.8 0.8 0.7 0.8 2.9 4.9 2.5 2.0 12.3 57 110 74 241 20 22 30 20 12am 

Total Route 70 25.0 80 12 80 40 80 7 80 40 18.7 93% 1.5 2.0 1.5 2.0 5.4 12.0 5.2 3.5 26.1 121 218 137 476 23 18 26 18 

75:Ontario-via Francis-Ont Millseb 6:05am-6:24pm 3.5 3.6 7.1 

wb 6:24am-6:24pm 3.5 3.6 7.1 

D St& Sultana -Ontario Mills eb 13.1 60 60 35 12 34 12 22.4 95% 0.8 0.8 2.7 2.7 5.5 42 39 81 15 14 15 27am 

wb 11.6 60 60 38 3 36 5 18.3 98% 0.7 0.7 2.4 2.4 4.8 33 44 77 14 18 16 32pm 

Total Route 75 24.7 73 15 70 17 20.3 96% 1.5 1.5 5.1 5.1 10.3 75 83 158 15 16 15 

71:Kaiser-S.Ridge-R.Cucamongeb 5:10am-9:07pm 4.0 6.0 3.0 3.0 16.0 

wb 5:35am-8:35pm 4.0 6.0 3.0 2.5 15.5 

Foothill&Haven-Etiwanda&Philadeeb 8.3 60 60 60 60 23 23 23 23 21.8 96% 0.4 0.4 0.4 0.4 1.5 2.3 1.2 1.2 6.1 65 103 70 39 277 42 45 61 34 45 21pm 

wb 7.8 60 60 60 60 18 18 19 17 17 19 17 19 26.0 100% 0.6 0.6 0.6 0.6 2.4 3.6 1.8 1.5 9.3 33 57 32 15 137 14 16 18 10 15 

Etwnda&Phila-Mulberry &Philadel eb 3.6 60 60 60 60 15 15 15 15 14.3 0.3 0.3 0.3 0.3 1.0 1.5 0.8 0.8 4.0 8 14 9 2 33 8 9 12 3 8 

wb 3.6 60 60 60 60 15 15 15 15 14.3 0.3 0.3 0.3 0.3 1.0 1.5 0.8 0.6 3.9 12 11 5 2 30 12 7 7 3 8 

Mulberry&Philadelphia-Jurupa&Cheb 2.1 60 60 60 60 12 12 12 12 10.5 101% 0.2 0.2 0.2 0.2 0.8 1.2 0.6 0.6 3.2 28 39 15 4 86 35 33 25 7 27 

wb 2.1 60 60 60 60 12 12 12 12 10.5 93% 0.2 0.2 0.2 0.2 0.8 1.2 0.6 0.5 3.1 15 14 6 1 36 19 12 10 2 12 

Jurupa&Cherry- Fontana Metrolin eb 8.2 60 60 60 60 25 15 25 15 25 15 25 15 19.8 93% 0.7 0.7 0.7 0.7 2.7 4.0 2.0 2.0 10.7 33 68 28 13 142 12 17 14 7 13 

wb 8.2 60 60 60 60 27 27 27 27 18.3 95% 0.5 0.5 0.5 0.5 1.8 2.7 1.4 1.1 7.0 94 140 66 34 334 52 52 49 30 48 32am 

Total Route 71 44.0 147 33 148 32 146 34 146 34 17.9 97% 3.0 3.0 3.0 3.0 12.0 18.0 9.0 8.3 47.3 288 446 231 110 1,075 24 25 26 13 23 

West Valley Total 15.9 56 56 57 35 203 333 177 119 831 4038 7592 4569 1993 18192 20 23 26 17 22 

Total System 16.2 144 144 144 101 499 849 438 340 2125 11328 24698 13496 6745 56268 23 29 31 20 26 



July 11, 2007 174

IBI GROUP 




Base Route 2: Cal State-E Street-Loma Linda – This East Valley base route serves Loma Linda and 

San Bernardino. It provides 15-minute daytime service and 30-minute evening service on weekdays, and 

20-minute weekend daytime service. On weekdays, the south section in the Hospitality Ln/Arrowhead 

corridor between downtown Loma Linda and the Fourth Street Transit Mall has an above standard 

performance of 38 passengers per hour. The north section between the Transit Mall and Cal State in the 

Arrowhead/Kendall corridor performs significantly above standard with an average of 48 passengers per 

hour. The loadings on the north section suggest that 10 rather than 15-minute service may be required 

during peak periods, and 15 rather than 30-minute service may be required in the evening on the north 

section of this route. The route has a declining ridership, with monthly average passengers per revenue 

hour of 35 on weekdays, 30 on Saturdays, and 26 on Sundays, which are above standard for a base 

route. The route gets overloaded and is a good candidate for limited stop/sbX service. 

Base Routes 3/4: Baseline-Highland-San Bernardino – These East Valley base routes serve the 

Baseline East and Highland East corridors out of the Fourth Street Transit Mall in downtown San 

Bernardino. The routes provide 20-minute daytime and 30-minute evening service on weekdays and 20- 

minute daytime service on weekends. On weekdays, the Baseline East corridor performs significantly 

above standard with an average of 36 passengers per hour, and the Highland East corridor performs 

significantly above standard with an average of 45 passengers per hour. The loadings in both corridors 

suggest that 15 rather than 20-minute service may be required during the daytime on weekdays, which 

would make the frequencies compatible with Routes 1 and 2 for transferring purposes. The routes have a 

stable ridership, with monthly average passengers per revenue hour of 36 on weekdays, 30 on 

Saturdays, and 22 on Sundays, which are above standard for a base route. Ridership seems to be slowly 

declining on these routes, possibly because of the frequencies and loadings. 

Local Route 5: San Bernardino-Del Rosa-Cal State – This East Valley local route provides Northeast 

San Bernardino with 30-minute daytime and evening service on weekdays, 30-minute daytime service on 

Saturdays, and 60-minute daytime service on Sundays. On weekdays, the south section in the 

Waterman/Del Rosa corridor has a significantly above standard performance of 36 passengers per hour. 

The north section in the 40th Street corridor to Cal State University has a marginally above standard 

performance of 26 passengers per hour, which is close to the system average. The route has a slowly 

declining ridership, with monthly average passengers per revenue hour of 28 on weekdays, 18 on 

Saturdays and 17 on Sundays, which are above standard for a local route. 

Local Route 7: North San Bernardino-Sierra Way-San Bernardino – This East Valley local route 

serves the Sierra Way/Northpark/Kendall corridor between downtown San Bernardino and North San 

Bernardino and Cal State. It provides 30-60 minute daytime service on weekdays and 60-minute daytime 

service on weekends. On weekdays, the Kendall section north of the University has below standard 60- 

minute service and a below standard performance of 14 passengers per hour. The Northpark section 

serving the University has below standard 60-minute service and an above standard performance of 36 

passengers per hour. The Sierra Way section has 30-minute service and an above standard 

performance of 40 passengers per hour. A consistent 30-minute service needs to be provided on this 

route Monday-Saturday, and the spans need to be extended to 9:00 p.m. on weekdays. The route has a 

declining ridership, with monthly average passengers per revenue hour of 25 on weekdays (which is 

standard for base routes), and 17 on Saturdays and 12 on Sundays, which are below standard, possibly 

because of the low frequencies on weekends. 

Local Route 8: San Bernardino-Mentone-Yucaipa – This East Valley local route operates out of the 

Fourth Street Transit Mall and serves the Tippecanoe corridor in San Bernardino, the Redlands corridor in 

Loma Linda, the Mentone corridor in Redlands and the Yucaipa corridor in Yucaipa. It provides 60- 

minute daytime service on weekdays and Saturdays, and 120-minute headways on Sundays. On 

weekdays, the Tippecanoe section has an above standard performance of 34 passengers per hour; the 

frequency should be increased to 30-minutes and the span improved as it functions as a base route in 

this section. The Redlands section had a significantly below standard performance of 11 passengers per 

hour because of the diversion to Orange Tree and the Citrus Plaza, which was eliminated in the May 

2007 service adjustment. The Mentone/Yucaipa section has a below standard performance of 18 

passengers per hour, primarily because of the 60-minute frequencies, short span and duplication of the 

July 11, 2007 175

IBI GROUP 




service area in Yucaipa by Route 9. The route has a low and declining ridership, with monthly average 

passengers per revenue hour of 18 on weekdays, 12 on Saturdays and 19 on Sundays, which are 

standard for a local route. 

Local Route 9: San Bernardino-Redlands-Yucaipa – This East Valley local route operates out of the 

Fourth Street Transit Mall and serves the Waterman corridor in San Bernardino, the Barton corridor in 

Loma Linda, the Citrus corridor in Redlands, and the Yucaipa corridor in Yucaipa. It provides 60-minute 

daytime and evening service on weekdays, 60-minute daytime service on Saturdays and 120-minute 

daytime service on Sundays. On weekdays, the Waterman corridor has a standard performance of 27 

passengers per hour, and the Barton and Citrus corridors have marginally below standard performances 

of 20 passengers per hour. Consideration should be given to increasing the frequency of the route from 

60 to 30-minutes on weekdays and from 120 to 60-minutes on Sundays (no changes to Saturday 

service). The route has a low and slowly declining ridership, with monthly average passengers per 

revenue hour of 18 on weekdays, 12 on Saturdays and 19 on Sundays, which are standard for a local 

route. 

Base Route 10: Fontana-Baseline-San Bernardino – This East Valley base route serves the Baseline 

East/Citrus corridor between downtown San Bernardino and the Fontana Metrolink Station. It provides 

30-60 minute daytime service on weekdays and 60-minute daytime service on weekends. On weekdays, 

the Baseline East section has a significantly above standard performance of 39 passengers per hour, 

primarily because of the students going to and from the high schools on the route. The Citrus section 

between the Baseline and Metrolink Station has a standard performance of 28 passengers per hour. The 

spans on the route need to be extended as they are currently below standard, operating only to 7:30 p.m. 

The route has a stable ridership, with monthly average passengers per revenue hour of 28 on weekdays, 

28 on Saturdays and 18 on Sundays. Ridership is slowly declining on this route, possibly because of the 

spans. 

Local Route 11: San Bernardino-Muscoy-Cal State – This East Valley local route serves Muscoy and 

Cal State from the Fourth Street Transit Mall. It provides 30-minute daytime and evening service on 

weekdays, 30-minute daytime service on Saturdays and 60-minute daytime service on Sundays. On 

weekdays, the route has a marginally below standard performance of 21 passengers per hour. While the 

performance would be improved if the route provided better penetration of the Muscoy area, the street 

layout makes it difficult to restructure the route. The route has a stable ridership since it was changed in 

2004. Overall, it has monthly average passengers per revenue hour of 17 on weekdays, 14 on Saturdays 

and 18 on Sundays, which are below standard for a local route. 

Base Route 14: Fontana-Foothill-San Bernardino – This East Valley base route serves the Foothill 

East corridor between the Fourth Street Transit Mall and the Fontana Metrolink Station. It provides 15- 

minute daytime and 30-60 minute evening service Monday-Sunday. On weekdays, between 5:00 a.m. 

and 9:00 a.m., the route was supplemented by a limited stop service (14L) stopping at the Fourth Street 

Transit Mall, Foothill & Riverside, Foothill & Cedar and the Fontana Metrolink Station; it provided 60- 

minute frequencies and was eliminated in the May 2007 service adjustment. Route 14 has an overall 

performance of 43 passengers per hour on weekdays, which is significantly above standard and the 

highest in the system. The loads justify higher frequencies than the present 15-minute service. As a 

result, more frequent and extended limited stop services (beyond the dropped Route 14L) may be 

appropriate in this corridor to increase the frequencies to 10-minutes or better. The route has a declining 

ridership with monthly average passengers per revenue hour of 36 on weekdays, 32 on Saturdays, and 

22 on Sundays, which are above standard for a base route. The route gets overloaded and is a good 

candidate for limited stop/sbX service. 

Base Route 15: Fontana-San Bernardino/Highland-Redlands – This East Valley base route serves 

the Merrill, Baseline and Orange corridors between the Fontana Metrolink Station and Redlands Mall 

Transcenter. It provides 30-minute daytime and evening service on weekdays and 30-minute daytime 

service on weekends. On weekdays, the route has a standard performance of 23 passengers per hour. 

The route has a stable ridership since it was changed in 2004. Overall, it has monthly average 

passengers per revenue hour of 21 on weekdays, 16 on Saturdays and 11 on Sundays, which are below 

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standard for a base route. Because of this performance, Sunday frequencies were reduced from 30 to 

60-minutes in the May 2007 service adjustments. 

Base Route 19: Redlands-Colton-Fontana – This East Valley base route serves the San Bernardino 

corridor in Fontana between the South Fontana Transcenter and the Arrowhead Medical Center, and 

through Colton and Loma Linda to the Redlands Mall via Barton/Redlands Blvd. It provides 30-minute 


daytime service on Sundays. On weekdays, the Fontana section has a standard performance of 24 

passengers per hour and the Colton/Loma Linda section has an above standard performance of 27 

passengers per hour. The route has a slowly declining ridership, with monthly average passengers per 

revenue hour of 23 on weekdays, 18 on Saturdays and 15 on Sundays. Because of this performance, 

Saturday frequencies were reduced from 30 to 60-minutes in the May 2007 service adjustments. 

Local Route 20: Fontana Metrolink-Hemlock-Kaiser – This East Valley local route serves the Merrill 

and Randall corridors between the Fontana Metrolink Station and the South Fontana Transcenter. It 

provides 30-minute daytime and evening service on weekdays and 30-minute daytime service on 

weekends. On weekdays, the Merrill section has a standard performance of 24 passengers per hour, and 

the Randall section has an above standard performance of 30 passengers per hour. The route has a low 

and slowly declining ridership, with monthly average passengers per revenue hour of 20 on weekdays, 18 

on Saturdays and 14 on Sundays. Because of this performance, Sunday frequencies were reduced from 

30 to 60-minutes in the May 2007 service adjustments. 

Base Route 22: North Rialto-Riverside-ARMC – This East Valley base route serves the Riverside 

corridor between North Rialto and the Arrowhead Medical Center in Colton. It provides 20-minute 


daytime service on Sundays. On weekdays, it has a standard performance of 23 passengers per hour, 

suggesting that the 20-minute service may not be needed at all times. The route has a stable ridership, 

with monthly average passengers per revenue hour of 22 on weekdays, 22 on Saturdays and 21 on 

Sundays, which are standard for a base route. Because of the weekday performance, weekday 

frequencies were reduced from 15 to 20-minutes in the May 2007 service adjustments. 

Local Route 28: South Ridge-Slover Ave-Kaiser – This East Valley local route serves the South Ridge 

community and the Slover corridor between Banana & Mulberry and the South Fontana Transcenter. It 

provides 60-minute daytime service on weekdays and no service on weekends. On weekdays, it has a 

significantly below standard performance of 4 passengers per hour in the Slover corridor, and an above 

standard performance of 38 passengers per hour in the South Ridge community. Route 71, which serves 

the South Ridge community from the South Fontana Transcenter, needs to be restructured so that Route 

28 can be dropped. The route has a low and growing ridership, with monthly average passengers per 

revenue hour of 12 on weekdays, which is below standard for a local route. 

Local Route 29: Bloomington-Valley Blvd-Kaiser – This East Valley local route circulates through 

Bloomington and connects to the South Fontana Transcenter at the Kaiser Hospital. It provides 60- 

minute daytime service on weekdays and Saturdays, and no service on Sundays. On weekdays, it has a 

marginally below standard performance of 21 passengers per hour and below standard frequencies and 

spans. Thirty-minute service and lower recovery times might be justified for this route. The route has a 

low and growing ridership, with monthly average passengers per revenue hour of 15 on weekdays and 19 

on Saturdays, which are close to standard for a local route. 

Local Route 31: Redlands Trolley Blue Line – In May 2006, this East Valley local route circulated 

through the central area of Redlands and served the Redlands Mall Transcenter. It provided 60-minute 

daytime service on weekdays and weekends. On weekdays, it operated significantly below standard at 6 

passengers per hour because of the frequency, span and coverage. The route had a declining ridership, 

with monthly average passengers per revenue hour of 6 on weekdays, 5 on Saturdays, and 3 on 

Sundays, which are significantly below standard for a local route. Because of the poor performance of 

this route, it was discontinued in May 2007. 

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Express Route 90: Inland Empire Connection – In May 2006, this East Valley express route provided 

45- to 60- minute daytime and evening service Monday-Saturday and 60-minute daytime service on 

Sundays between the Fourth Street Transit Mall and RTA Downtown Terminal via I-215 and the Montclair 

Transcenter via I-10. On weekdays, the Riverside connection had an above standard performance of 25 

passengers per hour, and the Montclair connection had a significantly below standard performance of 13 

passengers per hour and was discontinued in May 2007. A possibly better alternative to the I-10 express 

would be a limited stop express service in the Foothill corridor between the Fourth Street Transit Mall and 

the Montclair Transcenter. It would supplement Routes 14 and 66 in this corridor and would provide fast 

no-transfer service between the East and West Valleys. In May 2007, the frequencies on the Riverside 

Connection section of the route were improved to a consistent 30-minutes all day. 

9.1.2 WEST VALLEY ROUTES 

The West Valley (west of I-15) has six base routes and five local routes covering the cities of Chino, 

Chino Hills, Montclair, Ontario, Rancho Cucamonga, and Upland. The routes use 57 buses and have an 

average overall weekday performance of 22 passengers per hour as compared to the weekday standard 

of 25 passengers per hour. 

Local Route 60: Ontario Convention Center-Chaffey College-Ontario Mills – This West Valley local 

route serves the Vineyard and Milliken/Day Creek corridors in Rancho Cucamonga between the Ontario 

Convention Center, Chaffey College and Ontario Mills. The route provides 60-minute service all day and 

performs below standard in terms of the frequency and ridership. The Vineyard section performs below 

standard at 16 passengers per hour; consideration might be given to restructuring this section to increase 

its ridership, improving the frequency to 30-minutes, and extending the section to the Ontario Transcenter 

in the south. The Day Creek/Milliken section performs significantly below standard at 9 passengers per 

hour and needs to be restructured; consideration might be given to operating this section as a separate 

route from Chaffey College and having it serve the Haven corridor and Ontario Mills with higher 

frequencies. By extending the route and improving the frequencies and breaking the route into two 

routes, it should be possible to reduce the route’s excessive recovery times, which are adversely affecting 

the performance of the route. The route has a slowly declining ridership, with monthly average 

passengers per revenue hour of 13 on weekdays, 6 on Saturdays and 4 on Sundays, which are 

significantly below standard for a local route, indicating that the route needs to be restructured. 

Base Route 61: Fontana-Ontario Mills-Pomona – This West Valley base route serves the Holt/San 

Bernardino corridor through Ontario and the Airport, and South Rancho Cucamonga between the 

Pomona Transcenter, the Ontario Transcenter and South Fontana Transcenter. It provides 15-minute 

daytime and 30-minute evening service on weekdays and Saturdays, and 15-minute daytime service on 

Sundays. On weekdays, it has the best performance in the West Valley with 29 passengers per hour 

overall. The route has a stable ridership with monthly average passengers per revenue hour of 29 on 

weekdays, 24 on Saturdays, and 19 on Sundays, which are above standard for a base route. 

Base Route 62: Montclair-Ontario-Chino – This West Valley base route serves the Chino/Euclid 

corridor between the Chino Transcenter and the Ontario Transcenter, the Mountain/5th corridor between 

the Ontario Transcenter and Montclair Transcenter, and the Mountain corridor between the Montclair 

Transcenter and 19th in North Upland. It provides 30-minute daytime and evening service on weekdays 

and 60-minute daytime service on weekends. On weekdays, the Chino/Euclid section has a standard 

performance of 23 passengers per hour, which would be higher if the route was extended up Euclid into 

North Upland. The Mountain/5th section between the Ontario Transcenter and Montclair Transcenter has 

standard performance of 26 passengers per hour and would be a new route if Route 62 is extended up 

Euclid. The Mountain section in Upland has a below standard performance of 14 passengers per hour, 

and should be dropped in favor of restructuring Route 67 to cover its service area. The route has a stable 

ridership, with monthly average passengers per revenue hour of 17 on weekdays (which is below 

standard, possibly because of the route structure), and 24 on Saturdays and 18 on Sundays, which are 

above standard for a base route. 

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Local Route 63: Chino-Ontario-Upland – This West Valley local route serves the Campus corridor in 

Upland between the San Antonio Hospital and the Ontario Transcenter, and the Mountain/Riverside 

corridor in Ontario and Chino between the Ontario Transcenter and the Chino Transcenter. Both sections 

of the route have 30-minute service all day and perform to standard at 24 passengers per hour overall. 

The route has a stable ridership with monthly average passengers per revenue hour of 20 on weekdays, 

18 on Saturdays and 17 on Sundays, which are standard for a local route. 

Base Route 65A/B: Montclair-Chino Hills – This West Valley base route serves the Central corridor in 

Montclair between the Montclair Transcenter and the Chino Transcenter, the Chino and Edison corridors 

south of the Chino Transcenter, and Chino Hills by means of a one-way loop through Los Serranos east 

of Pipe Line. The combined A and B branches in the Central corridor and Chino Hills provide an average 

30-minute daytime and evening service on weekdays, and an average 60-minute service on weekends. 

On weekdays, the Central corridor section has 30-minute service on average and an above standard 

performance of 29 passengers per hour. The Chino Avenue section served by 65A and the Edison 

Avenue section served by 65B each have 60-minute service and a marginally below standard 

performance of 20 passengers per hour. The east Los Serranos loop has 30-minute service on average 

and a significantly below standard performance of four passengers per hour. The high level of service in 

east Los Serranos is not justified by the demand. One of the branches needs to taken out of east Los 

Serranos and restructured to serve west Los Serranos and west Chino Hills, areas which are not covered 

by transit and represent a deficiency in the present route system. The route has a growing ridership, with 

monthly average passengers per revenue hour of 17 on weekdays (which is below standard; possibly the 

high frequencies are not yet justified by the demand), 23 on Saturdays and 15 on Sundays, which are 

above standard for a base route. 

Base Route 66: Fontana-Foothill-Montclair – This West Valley base route serves the Foothill corridor 

between the Fontana Metrolink Station and Montclair Transcenter. On weekdays, the route provides 15- 

minute service to 6:00 p.m. in both directions, and 30-minute service to 10:00 p.m. westbound and to 9:00 

p.m. eastbound. On Saturdays, the route provides 30-minute service to 6:00 p.m., and 60-minute service 

to 9:00 p.m. On Sundays, the route provides 30-minute service to 6:00 p.m. On weekdays, the route has 

a marginally below standard performance of 21 passengers per hour. Consideration should be given to 

connecting Routes 14 and 66 at the Fontana Metrolink Station or operating a limited stop service in the 

corridor served by Routes 14 and 66 between the Montclair Transcenter and the Fourth Street Transit 

Mall in San Bernardino. This should increase ridership, justifying the 15-minute frequencies. The route 

has a growing ridership, with monthly average passengers per revenue hour of 18 on weekdays (which is 

below standard, possibly because the 15-minute frequencies are not yet as yet justified by the demand), 

21 on Saturdays and 18 on Sundays, which are above standard for a base route. 

Base Route 67: Ontario-Baseline-Fontana – This West Valley base route serves the Baseline corridor 

between the Fontana Metrolink Station and Euclid in Fontana, and the Euclid corridor in Ontario between 

Baseline and the Ontario Transcenter. It provides 60-minute service during the daytime seven days a 

week, and its frequency and spans are below standard. The Baseline section has a significantly below 

standard performance of 13 passengers per hour, while the Euclid section has an above standard 

performance of 27 passengers per hour, suggesting that the route needs to be restructured. 

Consideration should be given to extending the Baseline section to Mountain and the Montclair 

Transcenter, with 30-minute service and extended spans. The Euclid section could be dropped in favor 

of extending Route 62 to serve the Euclid section. The route should have 30-minute service and 

extended spans. The route has a growing ridership, with monthly average passengers per revenue hour 

of 16 on weekdays, 12 on Saturdays and 7 on Sundays, which are significantly below standard for a base 

route, indicating that the route needs to be restructured. 

Base Route 68: Chino-Montclair-Chaffey College – This base route in the West Valley serves the 

Chino Transcenter and the Ramona corridor to the Montclair Transcenter, and the Arrow/Haven corridor 

in Upland to Chaffey College. On weekdays, the route provides 30-minute service to 9:00 p.m. 

northbound and to 7:00 p.m. southbound, and 60-minute service to 9:00 p.m. southbound. On weekends, 

it provides 60-minute service. On weekdays, the Ramona section of the route has a below standard 

performance of 15 passengers per hour, possibly because of the low-density development in this corridor 

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and the excessive recovery times at the Chino Transcenter; consideration should be given to extending 

the service down Central to utilize the some of the recovery times and possibly increase ridership. The 

Arrow/Haven section of the route has a marginally below standard performance of 19 passengers per 

hour, because of the high recovery time at Chaffey College; consideration should be given to extending 

this section north of the College to utilize some of the recovery time. The route has a slowly declining 

ridership, with monthly average passengers per revenue hour of 16 on weekdays, 11 on Saturdays and 8 

on Sundays, which are significantly below standard for a base route, indicating that the route needs to be 

restructured. In May 2007, the first steps to restructuring the route were taken by eliminating the Sunday 

service. 

Local Route 70: Ontario-Creekside-Ontario Mills – This West Valley local route serves the 

Walnut/Riverside corridor in Ontario between the Ontario Transcenter and Ontario Mills Mall. It provides 

below standard frequencies of 60-minutes all day. As a result, it has a marginally below standard 

performance of 19 passengers per hour. The route has a stable ridership, with monthly average 

passengers per revenue hour of 17 on weekdays, 10 on Saturdays and 9 on Sundays, which are below 

standard for a local route. 

Local Route 71: Kaiser-South Ridge-Rancho Cucamonga – This West Valley local route serves the 

Haven/Milliken corridor in Ontario and San Sevaine in Riverside, and the Jurupa/Sierra corridor in 

Fontana to the Fontana Metrolink Station. The route provides below standard 60-minute service all day. 

The Ontario section has a standard performance of 27 passengers per hour. The San Sevaine section 

has a significantly below standard performance of 8 passengers per hour, and the Fontana section has a 

standard performance of 19 passengers per hour. The route also has excessive recovery times, which 

could be reduced if 30-minute frequencies are provided and the route is shortened in Riverside and 

restructured in South Ridge so that Route 28 can be dropped. The route has a stable ridership, with 

monthly average passengers per revenue hour of 21 on weekdays, 13 on Saturdays and 10 on Sundays, 

which are standard for a local route. 

Local Route 75: Ontario-Via Francis-Ontario Mills – This West Valley local route serves the 

Philadelphia/Francis corridor in Ontario between the Ontario Transcenter and Ontario Mills Mall during 

peak periods only. It provides below standard frequencies of 60-minutes during the peak period. As a 

result, it has a below standard performance of 14 passengers per hour, suggesting that the route needs 

to be restructured or dropped. The route has a stable ridership, with monthly average passengers per 

revenue hour of 13 on weekdays, 10 on Saturdays and 9 on Sundays, which are below standard for a 

local route. 

9.2 Route Deficiencies (Fixed Route) 

Generally, the Omnitrans routes in the East and West Valleys have the following deficiencies: 

Route Coverage – 90% of all urban residences, places of work, secondary and post secondary schools, 

shopping centers, and public facilities in the urban area should be within a ½ mile of a bus stop. The 

following urban areas are beyond this coverage standard; about 150,000 people are affected by this 

deficiency: 

• The relatively high-density California/Bryant corridors in Yucaipa, which are 

inaccessible to large buses (about 20,000 people). 

• The high-income, low-density foothill communities in South Redlands, East 

Highland, Mentone, North of the 210 in Fontana, Ranch Cucamonga, Upland, 

and Chino Hills (about 90,000 people). Most of these areas do not want transit. 

• The City of Grand Terrace, served by RTA (13,000 people). 

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• The Beech corridor in Fontana (about 8,000 people). 

• The area around the San Bernardino Airport, including San Bernardino Avenue 

and the Sterling corridor (about 15,000 people). 

Base Route Structure – Base routes should be operated in a straight-line structure on the main arterial 

roads in the urban transit service area. They should be oriented as much as possible to the main travel 

destinations and timed-transfer centers. In the existing system, Routes 2, 3/4, 5, 10, 14, 19 and 22 in the 

East Valley, and Routes 61, 62, 65, 66, and 67 in the West Valley are classified as base routes 

connecting major destinations and operating in the major transit corridors. Four of base routes have 

deficiencies in their structure: 

• Route 19 should be restructured to operate in the Lugonia corridor (when the 

road is improved) so that the duplication with Route 8 in the Redlands corridor is 

reduced and the Route 15 diversion into the Lugonia corridor can be can be 

eliminated. 

• Route 62 (south section) should be extended to cover the full Euclid corridor into 

North Upland. 

• Route 65 south of the Chino Transcenter needs to be extended to the unserved 

areas of South Chino west of Pipe Line. 

• Route 67 should drop the Euclid section and extend the route to the Montclair 

Transcenter. 

Local Route Structure – Local routes need to support the base routes by circulating the various cities 

and corridors in the service area. In the existing system, Routes 1, 7, 8, 9, 11, 15, 20, 28, 29, 31 and 90 

(which is an express route but provides local service to the East Valley) in the East Valley, and Routes 

60, 63, 68, 70, 71 and 75 in the West Valley are classified as local routes. The following local routes 

have deficiencies in their structure: 

• Route 8 needs to be restructured to reduce the diversions and the duplication 

with Route 19. 

• Route 15 should be straightened, particularly in the Orange corridor. 

• Route 28 needs to be changed or dropped, possibly by restructuring Route 71 to 

serve the Route 28 service area. 

• Route 60 needs to be restructured by extending the west section to the Ontario 

Transcenter in the south, and dropping the east section and extending Route 70 

to serve the east section’s service area. 

• Route 68 should be extended to serve South Chino and the new Chaffey College 

campus. 

• Route 70 needs to be restructured so that Route 75 can be replaced, and the 

route needs to be extended into the Haven corridor and to Chaffey College so 

that the east section of Route 60 can be replaced. 

• Route 71 needs to be restructured in South Ridge so that Route 28 can be 

replaced, and extended up Sierra to Sierra Lakes Parkway. 

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Span of Service – The span of service of service should between 6:00 a.m. – 9:00 p.m. on weekdays on 

all routes. Routes 7, 8, 10, 28, 29, 67, 70 and 71 do not meet this standard and need to have their spans 

extended. 

Frequency of Service – The service on all routes should be at least 30 minutes during the daytime 

according to industry standards. Routes 7, 8, 9, 29, 60, 67, 70, and 71 have 60-minute service and do 

not meet this standard. 

Vehicle Loadings – The maximum passenger loads per bus over the maximum 30-minutes period 

should not exceed 120% of the seating capacity. Routes 2, 3/4 and 14 may not be meeting this standard 

and may require higher frequencies during peak periods. 

On-Time Performance – While not measured for this study, the operators advise that the on-time 

performance is poor on the following routes: 

• Route 1 (because of the train crossings) 

• Routes 3/4 and 14 (because of the heavy loads) 

• Routes 8, 19, and 71 (because of the traffic) 

• Route 62 (because of the tight running times) 

Ridership Levels – Based on the on-off counts, several routes and route sections perform significantly 

below the weekday standard of 20 passengers per hour: 

• Local Routes 28, 31, 60 and 75 (because of the structure, below standard 

frequencies and spans) 

• Base Route 62 Mountain section (because of the low demand in this section) 

• Local Route 65 East Los Serranos section (because of the low demand in this 

section) 

• Base Route 67 Baseline section (because of the structure and frequencies in this 

section) 

• Base Route 68 Ramona section (because of the high recovery times) 

• Local Route 71 Country Village section (because of the low demand) 

These routes and route sections need to be restructured to bring their performance to standard. 

9.3 Unmet Needs 

Omnitrans routes serve an estimated 1.44 million or 90% of West San Bernardino County’s 1.6 million 

people; according to the standards, the routes should be serving 1.45 million people or 90% of the 

population. The routes carry 56,300 unlinked passenger trips on a typical weekday, which translates to 

23,000 people or 1.5% of the population. Most peer systems carry 2-3% of the population on a typical 

weekday. 

It is evident that there are needs that are not being met by the transit system due in part to deficiencies in 

the route structures and service levels, and in part to the lack of service in several areas of the East and 

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West Valleys. The market and line segment analysis and the stakeholder surveys have identified the 

strengths and weaknesses in the transit system and the needs that should be met. 

Market Penetration – Ridership on the Omnitrans routes consists of 25% students attending the 

universities, colleges and high schools in the service area, 64% adults using the routes for work purposes 

(44%) and for shopping, social, and other purposes (20%), and 11% seniors using the routes primarily for 

shopping, social, medical and other purposes. Students, seniors, and adults with limited car access are 

transit’s main markets. 

• 4,600 students (12-24 years of age) use the transit system on school days, which 

is about 4% of the students enrolled in the high schools, colleges and universities 

in the service area. This represents 14,000 unlinked weekday passenger trips or 

25% of the daily ridership. When compared to the peer systems with colleges 

and universities, student ridership could be higher, suggesting that this market 

could be better served by the transit system, particularly the college market. 

• 16,000 adults (25 to 65 years of age) use the transit system on weekdays, which 

is about 5% of the adult population with limited access to an automobile and 

comparable to most other transit properties. This represents 39,500 unlinked 

weekday passenger trips or 64% of the daily ridership. Considering that 85% of 

the ridership is captive to transit, it is clear that Omnitrans needs to improve its 

services to attract more choice riders, particularly workers commuting to 

destinations outside the County. 

• 32% of all work trips are made to destinations outside the County, primarily to 

Los Angeles County (17%), Riverside County (8%), and Orange County (4%). 

This represents about 400,000 daily trips as compared to an estimated 3,000 

daily passenger trips carried on the transit system to/from the Transcenters 

connecting with Metrolink and Foothill Transit services, and to/from Riverside on 

Route 90. This is a small market share with significant potential for improvement. 

• 1,400 seniors use the fixed routes on weekdays, which is 6% of Omnitrans fixed 

route ridership and consistent with the market share experienced by most of 

Omnitrans’ peer systems with fixed route and dial-a-ride services. 

Market Demands – It is clear that transit needs to keep pace with the changing and growing demands of 

the student and adult markets in order to grow the ridership base cost-effectively. Currently, there are 

several deficiencies that are creating unmet demands in the transit markets. Omnitrans will not be able to 

meet the long-term growth and development goals of the County without addressing the unmet needs of 

these markets. The main needs are related to deficiencies in the structures, frequencies and spans of the 

routes. Firstly, 60-minute service and 12-hour spans are not appropriate for an urban transit system 

serving students and adult commuters; the Route 7, 8, 9, 10, 28, 29, 60, 67, 70, 71 and 75 service areas 

are affected by this serious deficiency. Secondly, the structure of several routes need to be changed and 

extended to better serve the student and adult markets; Routes 8, 9, 14, 15, 29, 60, 62, 66, 68, 70, and 

71 are in this category. In total, there is an estimated unmet demand of 12,000 daily passenger trips. 

Service Performance – In order to be cost-effective, transit needs to provide services that can operate 

on-time and can carry at least 20 passengers per hour Monday to Saturday and 10 passengers per hour 

on Sundays and holidays. Routes 8, 11, 28, 31, 60, 67, 68, 70, 75 and 90 do not meet these standards 

and need to be restructured or dropped to reduce revenue hours and costs. In total, the services on 

these routes need to be reduced by an estimated 200 daily revenue hours, which will affect some 1,500 

daily passenger trips. 

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Priority Needs – The following is a brief listing of the unmet needs in order of priority: 

Base Route Structures, Frequencies and Spans – The first priority need is to improve the base routes as 

they serve the major corridors and markets and are the foundation of the grid system in the East and 

West Valleys. Consideration needs to be given to: restructuring several base routes to improve their 

coverage and travel time; connecting Routes 14 and 66 with a limited stop service to have uninterrupted 

and faster service in the Foothill corridor; extending Route 62 north into North Upland to have 

uninterrupted service in the Euclid corridor and south into South Chino to serve the new Chaffey College 

campus and Chino Hills; and extending Route 67 west in the Baseline corridor to serve Montclair. Routes 

2, 14, 22, 61 and 66 provide 15-minute service which should be the target headway for all base routes; 

Routes 3/4 provide 20-minute service, which needs to be upgraded to 15-minutes for consistency 

purposes. Route 10 has the demand to justify 15-minute peak service. Routes 2 and 14 have the loads 

to justify better than 15-minute service, which would be achieved by operating limited stop or sbX-type 

services in the E Street (Route 2) and Foothill (Routes 14 and 66) corridors. Consideration needs to be 

given to improving the spans on Route 10 and 67, which are below standard. Improving the base route 

structures, frequencies and spans will increase the daily revenue hours by about 250 revenue hours. The 

estimated unmet demand for these improvements is 6,000 daily passenger trips. 

Local Route Structures, Frequencies and Spans – There is a need to improve the structure of some of the 

local routes to improve their performance, reduce the wait and travel times to the main destinations in the 

local areas, and provide service into unserved areas. In the East Valley, it would include straightening 

and extending Routes 8 and 9 into north and south Yucaipa, straightening and extending Route 15 into 

central Redlands to replace Route 31, adding new routes in the San Bernardino Ave East and Sterling 

corridors, and extending Route 29 into the Merrill and Cherry/Beech corridors. In the West Valley, it 

would include extending the section of Route 60 west of Chaffey College to the Ontario Transcenter in the 

south and replacing the section of Route 60 east of the College with an extended Route 70, extending 

Route 68 to South Chino to serve the new Chaffey College campus, restructuring Route 70 in the south 

and extending to Chaffey College in the north to replace the east section of Route 60, restructuring Route 

71 in the south and extending up Sierra to the new developments in the north. The restructuring will 

cover the Route 20, 28, 31 and 75 service areas, enabling them to be dropped. The improvements and 

extensions will add about 250 daily revenue hours to the service. The estimated unmet demand for these 

improvements is 5,000 daily passenger trips. 

Commuter Express Services – There is a need to improve the commuter express services into Orange 

County from the West Valley. From the East Valley, commuters are well served by Routes 1, 10, 14, 15, 

19, 20, and 22 which connect to the Metrolink Stations on the San Bernardino Line into Los Angeles, by 

Route 1 which connects to the Metrolink San Bernardino Station on the San Bernardino and Orange 

County Lines. From the West Valley, commuters are served by Routes 60, 61, 63, 66, 67 and 68, which 

connect to the Metrolink Stations on the San Bernardino Line into Los Angeles, and by Routes 61 and 75 

which connect to the Metrolink Stations on the Riverside Line into Los Angeles. As there is only a 

limited commuter service into Orange County from the West Valley (OCTA peak period Route 758 

between the Chino Transcenter and the Irvine Transportation Center), consideration needs to be given to 

providing a more extensive commuter express route between the Ontario and Chino Transcenters in the 

West Valley and key attractors in Fullerton and Anaheim (the University, College and Metrolink Station in 

Fullerton, the Disneyland Resort). This will add about 100 daily revenue hours to the service. The 

estimated unmet demand for these improvements is 1,000 daily passenger trips. 

The priority need is to serve a total unmet demand of about 12,000 daily passenger trips, which could 

increase the daily service by 600 revenue hours or 30% more than the present system. 

9.4 Fixed Route Improvement Strategies 

The current routes carry 56,000 unlinked passenger trips on a typical weekday. There is an estimated 

unmet demand of 12,000 unlinked passenger trips, which if met would increase ridership to 68,000 

unlinked passenger trips on a typical weekday or a market share close to 3% as compared to 2% now. 

July 11, 2007 184

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The daily revenue hours that would be needed to meet this demand could be up to 2,600, or 30% more 

than the present system on weekdays, depending on how the system is to be restructured. 

The extent of the restructuring depends on Omnitrans’ financial capability. There are three restructuring 

strategies that can be considered. 

1. Constrained Plan – The objective of this plan is to reduce costs while keeping ridership at present 

levels. The plan recognizes that improvements will be constrained by funding limitations, and that only 

the highest priority needs can be satisfied in the short term. The highest priority needs are related to 

reducing revenue hours and costs by restructuring or cutting poor performing routes and route sections, 

and using part of the savings to improve the base routes and start improving the local routes along the 

lines suggested in the Priority Needs above. To reduce the costs, most unproductive routes and route 

sections would be dropped in the Constrained Plan. In most cases, the unproductive routes are in areas 

where people are within walking distance of other routes that would be restructured. sbX service for the 

E Street-Kendall corridor would be implemented in the Constrained Plan, as this is a priority need. Figure 

9-5 through Figure 9-7 show the operating characteristics of the plan. The expected impacts on 

Omnitrans resources are as follows: 

• Daily ridership would be expected to remain close to its present level of 56,000 

unlinked passenger trips, as most of the unmet demands would not be met by 

this plan. Annual ridership could remain close to its present level of 15,500,000 

unlinked passenger trips. 

• Daily revenue hours could remain at its present level of 2,000 revenue hours 

under this plan. Annual revenue hours would remain at its present level of 

634,000. 

• About 430 operators would be required for the Constrained Plan, which is similar 

to the present contingent. 

• The bus fleet may need to be increased by five buses under this plan. 

July 11, 2007 185

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Figure 9-5: Constrained Plan for Omnitrans Fixed Route East Valley Routes (Weekdays) – (a) 

HEADWAY 

TRIP TIME (min) PKRUN BUSES 

REVENUE VEHICLE HOURS Est. Pass. 

ROUTE DIST. SPAN AM Mid PM AM Peak Mid Day PM Peak Eve SPEED AM Mid PM AM Mid PM PASSENGER Per 

Dir mi. Pk Day Pk Eve Run Rec Run Rec Run Rec Run Rec mph Pk Day Pk Eve Pk Day Pk Eve Total BOARDINGS Hour 


2.5 5.8 3.0 4.6 15.8 * 

sb 4:38am-10:22pm 

4.0 5.8 3.0 4.5 17.3 * 

Arrowhead Reg. Med Ctr-E St.&Ct nb 6.3 15 15 15 30 27 3 27 3 27 3 25 3 14.0 2.0 2.0 2.0 0.9 5.0 11.5 6.0 4.2 26.7 

sb 6.9 15 15 15 30 30 15 30 15 30 15 27 5 13.8 3.0 3.0 3.0 1.1 12.0 17.3 9.0 4.8 43.1 

Tripper 1.0 1.0 1.0 3.5 4.5 

E St.&Court - Sterling & Date Place nb 6.3 30 30 30 30 28 3 28 3 28 3 28 3 13.4 1.0 1.0 1.0 1.0 2.6 5.9 3.1 3.7 15.3 

sb 5.1 30 30 30 30 27 2 27 2 27 2 27 2 11.3 1.0 1.0 1.0 1.0 3.9 5.6 2.9 3.4 15.7 

Total Route 1 24.5 112 23 112 23 112 23 107 13 13.1 8.0 8.0 7.0 4.0 24.5 43.8 21.0 16.1 105.3 4000 38 

2: Cal State-E Street-Loma Linda sb4:20am-10:20pm 4.3 6.0 2.9 4.3 17.5 

nb5:20am -9:25pm 3.6 6.0 2.8 3.8 16.2 

Cal State Univ. - E St.&Court sb 6.3 20 20 20 30 24 24 24 24 15.7 1.2 1.2 1.2 0.8 4.1 7.2 3.5 3.4 18.2 

nb 6.3 20 20 20 30 24 2 24 2 24 2 22 5 15.7 1.3 1.3 1.3 0.9 4.7 7.8 3.6 3.4 19.5 

E St.&Court - VA Hospital sb 6.8 20 20 20 30 34 2 34 2 34 2 34 7 11.9 1.8 1.8 1.8 1.4 6.5 10.8 5.2 5.9 28.4 

nb 6.8 20 20 20 30 34 34 34 28 11.9 1.7 1.7 1.7 0.9 4.9 10.2 4.8 3.5 23.4 

Total Route 2 26.1 116 4 116 4 116 4 108 12 13.5 6.0 6.0 6.0 4.0 20.2 36.0 17.1 16.2 89.5 4000 45 

302: Kendall-ESt-Loma Linda sbXsb 4:20am-6:20pm 2.5 6.0 3.2 12.0 

nb 5:20am-6:25pm 2.5 6.0 3.2 12.0 

Kendall@Palm - Cal State Univ sb 2.2 10 10 10 8 5 8 5 8 5 16.5 1.3 1.3 1.3 3.3 7.8 4.2 15.2 

nb 4.2 10 10 10 16 16 16 15.8 1.6 1.6 1.6 4.0 9.6 5.1 18.7 

Cal State Univ. - E St.&Court sb 6.3 10 10 10 18 18 18 21.0 1.8 1.8 1.8 4.5 10.8 5.8 21.1 

nb 6.3 10 10 10 19 5 19 5 19 5 19.9 2.4 2.4 2.4 6.0 14.4 7.7 28.1 

E St.&Court - Barton&Prospect sb 6.8 10 10 10 22 22 22 18.5 2.2 2.2 2.2 5.5 13.2 7.0 25.7 

nb 6.8 10 10 10 22 5 22 5 22 5 18.5 2.7 2.7 2.7 6.8 16.2 8.6 31.6 

Total Route 302 32.6 105 15 105 15 105 15 18.6 12.0 12.0 12.0 - 30.0 72.0 38.4 140.4 2200 16 

3/4: Highland-San Bernardino eb5:05am-10:05pm 4.0 6.0 3.0 3.0 16.0 

wb4:24am-10:29pm 4.5 6.0 3.0 3.5 17.0 

4th St.&Arrowhd-Bldr&Baseline (4) eb 12.2 20 20 20 30 51 51 51 51 14.3 2.6 2.6 2.6 1.7 10.2 15.3 7.7 5.1 38.3 

Boulder&Baseline-4thSt&E St. (3) wb 12.2 20 20 20 30 51 10 51 10 51 10 51 10 14.3 3.1 3.1 3.1 2.0 13.6 18.3 9.2 7.1 48.1 


Bldr&Baseline-4th&Arrowhead (4) wb 6.4 20 20 20 30 27 12 27 12 27 12 27 12 14.2 2.0 2.0 2.0 1.3 7.8 11.7 5.9 3.9 29.3 

4thSt&ESt - Boulder&Baseline (3) eb 6.4 20 20 20 30 29 29 29 29 13.2 1.5 1.5 1.5 1.0 6.5 8.7 4.4 3.4 22.9 

Total Route 3/4 37.0 158 22 158 22 158 22 158 22 14.1 9.0 9.0 9.0 6.0 38.0 54.0 27.0 19.5 138.5 6275 45 

5: San Bndo-Del Rosa-Cal State nb 5:50am-9:50pm 3.9 6.0 3.0 3.5 16.4 

sb 4:58am-9:28pm 3.8 6.0 3.0 3.5 16.3 

E St&Court - Del Rosa&Highland nb 4.9 30 30 30 30 25 25 25 25 11.7 0.8 0.8 0.8 0.8 3.3 5.0 2.5 2.9 13.7 

sb 5.1 30 30 30 30 23 5 23 5 23 5 23 5 13.3 0.9 0.9 0.9 0.9 3.5 5.6 2.8 3.3 15.2 

Del Rosa&Highland - Cal State Univ nb 7.3 30 30 30 30 30 7 30 7 30 7 30 7 14.6 1.2 1.2 1.2 1.2 4.8 7.4 3.7 4.3 20.2 

sb 7.3 30 30 30 30 30 30 30 30 14.6 1.0 1.0 1.0 1.0 3.8 6.0 3.0 3.5 16.3 

Total Route 5 24.6 108 12 108 12 108 12 108 12 13.7 4.0 4.0 4.0 4.0 15.4 24.0 12.0 14.0 65.4 1984 30 

7: San Bdno-Sierra Way-Cal State nb 6:05am-7:05pm 3.0 6.0 3.0 0.9 12.9 

sb 5:06am-6:06pm 3.9 6.0 3.0 0.7 13.6 

4th&E St- SierraWay&40th nb 4.6 30 30 30 30 21 21 21 21 13.1 0.7 0.7 0.7 0.7 2.1 4.2 2.1 0.6 9.0 

sb 5.8 30 30 30 30 24 3 24 3 24 3 24 3 14.4 0.9 0.9 0.9 0.9 3.5 5.4 2.7 0.6 12.2 

SierraWay&40th - Cal State nb 3.4 60 60 60 60 12 1 12 1 12 1 12 1 17.1 0.2 0.2 0.2 0.2 0.7 1.3 0.7 0.2 2.8 

sb 3.2 60 60 60 60 11 11 11 11 17.5 0.2 0.2 0.2 0.2 0.7 1.1 0.6 0.1 2.5 

Total Route 7 17.0 68 4 68 4 68 4 68 4 15.0 2.0 2.0 2.0 2.0 7.0 12.0 6.0 1.6 26.6 1000 38 


wb 5:02am-9:02pm 4.0 6.0 3.0 2.8 15.8 

4th&E St-Redlands&Mountain View eb 7.1 60 60 60 60 21 21 21 21 20.1 0.4 0.4 0.4 0.4 1.2 2.1 1.1 1.1 5.4 

wb 7.8 60 60 60 60 24 10 24 10 24 10 24 10 19.5 0.6 0.6 0.6 0.6 2.3 3.4 1.7 1.6 9.0 

Redlands&MtnView-Redlands Mall eb 4.8 60 60 60 60 24 24 24 24 12.0 0.4 0.4 0.4 0.4 1.4 2.4 1.2 1.2 6.2 

wb 4.8 60 60 60 60 24 24 24 24 12.0 0.4 0.4 0.4 0.4 1.6 2.4 1.2 1.1 6.3 

Redlands Mall- 4th&Yucaipa eb 11.8 60 60 60 60 35 9 35 9 35 9 35 9 20.3 0.7 0.7 0.7 0.7 2.6 4.4 2.2 2.2 11.4 

wb 11.0 60 60 60 60 33 33 33 33 20.0 0.6 0.6 0.6 0.6 2.2 3.3 1.7 1.5 8.7 

Total Route 8 47.3 161 19 161 19 161 19 161 19 17.6 3.0 3.0 3.0 3.0 11.3 18.0 9.0 8.7 47.0 900 19 


wb 4:33am-8:33pm 4.9 6.0 3.0 4.0 17.9 

4th&E St. -- Barton&Benton eb 7.7 60 60 60 60 31 31 31 31 14.9 0.5 0.5 0.5 0.5 1.6 3.1 1.6 2.1 8.3 

wb 8.5 60 60 60 60 34 15 34 15 34 15 34 15 14.9 0.8 0.8 0.8 0.8 4.0 4.9 2.5 3.3 14.6 

Barton&Benton-Redlands Mall eb 4.4 60 60 60 60 14 14 14 14 18.8 0.2 0.2 0.2 0.2 0.7 1.4 0.7 0.9 3.7 

wb 4.4 60 60 60 60 14 14 14 14 18.8 0.2 0.2 0.2 0.2 1.1 1.4 0.7 0.9 4.2 

Redlands Mall- California&D St. eb 10.4 60 60 60 60 33 5 33 5 33 5 33 5 18.9 0.6 0.6 0.6 0.6 1.9 3.8 1.9 2.5 10.1 

wb 10.5 60 60 60 60 34 34 34 34 18.6 0.6 0.6 0.6 0.6 2.7 3.4 1.7 2.3 10.1 

Total Route 9 45.9 160 20 160 20 160 20 160 20 17.2 3.0 3.0 3.0 3.0 12.0 18.0 9.0 12.0 51.0 1177 23 

10: Fontana-Baseline-San Bdno wb 5:35am-6:35pm 3.3 6.5 2.5 1.0 13.3 

eb 5:30am-7:30pm 3.3 6.0 3.0 1.5 13.8 

4th&E St.- Baseline&Citrus wb 11.1 30 30 30 41 38 38 38 38 17.6 1.3 1.3 1.3 0.9 4.1 8.2 3.2 0.9 16.4 

eb 11.1 30 30 30 45 38 15 38 15 38 15 38 15 17.6 1.8 1.8 1.8 1.2 5.8 10.6 5.3 1.8 23.5 

Baseline&Citrus - FontanaMetrolink wb 2.6 30 30 30 30 12 5 12 5 12 5 12 6 13.0 0.6 0.6 0.6 0.6 1.8 3.7 1.4 0.6 7.5 

eb 3.1 30 30 30 41 12 12 12 12 15.3 0.4 0.4 0.4 0.3 1.3 2.4 1.2 0.4 5.4 

Total Route 10 27.9 100 20 100 20 100 20 100 21 16.7 4.0 4.0 4.0 3.0 13.1 24.9 11.1 3.7 52.8 1611 30 


below standard performance not corrected in this strategy 

July 11, 2007 186

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Figure 9-6: Constrained Plan for Omnitrans Fixed Route East Valley Routes (Weekdays) – (b) 

HEADWAY TRIP TIME (min) PKRUN BUSES 




11: San Bdno-Muscoy-Cal State nb 5:25am-9:25pm 3.7 6.0 3.0 3.8 16.5 * 

sb 5:27am-9:55pm 3.7 6.0 3.0 4.1 16.7 * 

4th&E St. - 17th&Medical Center nb 4.8 30 30 30 30 20 20 20 20 14.3 0.7 0.7 0.7 0.7 2.4 4.0 2.0 2.5 11.0 

sb 4.8 30 30 30 30 20 6 20 11 20 11 20 11 14.3 0.9 1.0 1.0 1.0 3.2 6.2 3.1 4.2 16.6 

17th&MedicalCenter-Cal State U nb 6.7 30 30 30 30 27 15 27 15 27 15 27 15 14.9 1.4 1.4 1.4 1.4 5.1 8.4 4.2 5.3 23.0 

sb 6.7 30 30 30 30 32 27 27 27 12.6 1.1 0.9 0.9 0.9 3.9 5.4 2.7 3.6 15.6 

Total Route 11 22.9 99 21 94 26 94 26 94 26 13.9 4.0 4.0 4.0 4.0 14.6 24.0 12.0 15.7 66.3 1402 21 

14: Fontana-Foothill-San Bern. wb3:46am-10:02pm 4.3 6.0 3.0 4.1 17.4 

eb4:35am-10:20pm 3.5 6.0 3.0 4.4 16.9 

4th&Arrowhead-Fontana Metrolink wb 9.8 15 15 15 30 45 5 45 5 45 5 45 5 13.1 3.3 3.3 3.3 1.7 14.3 20.0 10.0 6.8 51.1 

Fontana ML-4th&Arrowhead (14) eb 9.8 15 15 15 30 45 10 45 10 45 10 37 3 13.1 3.7 3.7 3.7 1.3 12.8 22.0 11.0 5.9 51.7 

Total Route 14 19.6 90 15 90 15 90 15 82 8 13.1 7.0 7.0 7.0 3.0 27.2 42.0 21.0 12.6 102.8 4518 44 

15: Fontana-SanB/Highland-Red. eb 5:30am-9:40pm 2.5 6.0 3.0 3.8 15.3 

wb 5:05am-9:45pm 2.8 6.0 3.0 3.8 15.6 

Fontana Metrolink - 4th St& E St eb 12.2 30 30 30 30 47 5 47 5 47 5 47 5 15.6 1.7 1.7 1.7 1.7 4.3 10.4 5.2 6.6 26.5 

wb 12.2 30 30 30 30 49 15 49 15 49 15 49 15 15.0 2.1 2.1 2.1 2.1 6.0 12.8 6.4 8.1 33.3 

4th St& E St - Redlands Mall eb 16.7 30 30 30 30 53 7 53 7 53 7 53 7 18.9 2.0 2.0 2.0 2.0 5.0 12.0 6.0 5.0 28.0 

wb 16.7 30 30 30 30 59 5 59 5 59 5 59 5 17.0 2.1 2.1 2.1 2.1 6.0 12.8 6.4 5.3 30.5 

Total Route 15 57.8 208 32 208 32 208 32 208 32 16.7 8.0 8.0 8.0 8.0 21.3 48.0 24.0 25.0 118.3 2660 22 

19: Redlands-Colton-Fontana wb4:50am -8:20pm 3.2 6.0 3.0 2.3 14.4 

eb5:30am-10:00pm 2.5 6.0 3.0 3.8 15.3 

Redlands Mall-Arrowhead RMC wb 14.9 30 30 30 30 60 5 60 5 60 5 60 5 14.9 2.2 2.2 2.2 2.2 6.8 13.0 6.5 4.9 31.2 

eb 14.9 30 30 30 30 60 15 60 15 60 15 60 15 14.9 2.5 2.5 2.5 2.5 6.3 15.0 7.5 9.4 38.1 

Arrowhead RMC - Fontana MLink wb 7.4 30 30 30 30 30 5 30 5 30 5 30 5 14.8 1.2 1.2 1.2 1.2 3.7 7.0 3.5 2.6 16.8 

eb 7.4 30 30 30 30 30 5 30 5 30 5 30 5 14.8 1.2 1.2 1.2 1.2 2.9 7.0 3.5 4.4 17.8 

Total Route 19 44.6 180 30 180 30 180 30 180 30 14.9 7.0 7.0 7.0 7.0 19.7 42.0 21.0 21.3 103.9 2640 25 

20: FontanaML-Hemlock-Kaiser sb 5:35am-9:05pm 3.0 6.0 3.0 2.8 14.8 

nb 4:57am-9:27pm 3.6 6.0 3.0 3.0 15.6 

Fontana Metrolink - Randall&Hemlk sb 3.2 30 30 30 30 9 9 9 9 21.4 0.3 0.3 0.3 0.3 0.9 1.8 0.9 0.8 4.4 

nb 2.9 30 30 30 30 14 15 14 15 14 15 14 15 12.5 1.0 1.0 1.0 1.0 3.4 5.8 2.9 2.9 15.0 

Randall&Hemlock - Marygold&Sierrasb 3.0 30 30 30 30 13 13 13 13 14.0 0.4 0.4 0.4 0.4 1.3 2.6 1.3 1.2 6.4 

nb 3.0 30 30 30 30 9 9 9 9 20.3 0.3 0.3 0.3 0.3 1.1 1.8 0.9 0.9 4.7 

Total Route 20 12.2 45 15 45 15 45 15 45 15 16.3 2.0 2.0 2.0 2.0 6.7 12.0 6.0 5.9 30.6 780 26 


sb 5:05am-9:50pm 4.0 6.0 3.0 3.2 16.2 

Arrowhead RMC-Live Oak&Rvrsde nb 11.3 30 30 30 30 47 8 47 8 47 8 47 8 14.5 1.8 1.8 1.8 1.8 7.5 11.0 5.5 5.5 29.5 

sb 11.7 30 30 30 30 50 15 50 15 50 15 50 15 14.1 2.2 2.2 2.2 2.2 8.7 13.0 6.5 6.9 35.1 

Total Route 22 23.1 97 23 97 23 97 23 97 23 14.3 4.0 4.0 4.0 4.0 16.2 24.0 12.0 12.4 64.6 1888 29 

28: Southridge-Slover Av-Kaiser 


wb 7:10am-6:10pm 2.0 6.0 3.9 11.9 

Marygold&Sierra-11th&Cedar eb 5.8 60 60 60 25 25 25 13.8 0.4 0.4 0.4 0.8 2.5 1.6 4.9 

wb 5.7 60 60 60 25 10 25 10 25 10 13.7 0.6 0.6 0.6 1.2 3.5 2.3 6.9 

Total Route 29 11.5 50 10 50 10 50 10 13.7 1.0 1.0 1.0 2.0 6.0 3.9 11.9 245 21 

31: Redlands Trolley Blue Line 


wb 4:56am-9:30pm 4.0 6.0 3.0 4.8 17.8 

4th St Transit Mall-Riverside TC sb 12.0 30 30 30 30 27 5 27 5 27 5 27 5 26.7 1.1 1.1 1.1 1.1 4.3 6.4 3.2 5.0 18.9 

nb 12.0 30 30 30 30 28 28 28 28 25.7 0.9 0.9 0.9 0.9 3.7 5.6 2.8 4.5 16.6 

Total Route 90 24.0 55 5 55 5 55 5 55 5 26.2 2.0 2.0 2.0 2.0 8.0 12.0 6.0 9.5 35.5 645 18 

East Valley Total 16.3 86 86 85 59 287 513 256 194 1,250 37925 30 



July 11, 2007 187

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Figure 9-7: Constrained Plan for Omnitrans Fixed Route West Valley Routes (Weekdays) 

HEADWAY 




Dir miles Pk Day Pk Eve Run Rec Run Rec Run Rec Run Rec mph Pk Day Pk Eve Pk Day Pk Eve Total BOARDINGS Hour 


wb 4:40am-8:40pm 4.0 6.0 3.0 3.0 16.0 * 

Montclair TC-Holt&Vineyard sb 7.2 30 30 30 30 28 5 28 5 28 5 28 5 15.4 1.1 1.1 1.1 1.1 4.4 6.6 3.3 3.6 17.9 

nb 7.2 30 30 30 30 27 27 27 27 16.0 0.9 0.9 0.9 0.9 3.6 5.4 2.7 2.7 14.4 

Holt&Vineyard-Chaffey College eb 9.0 60 60 60 60 28 2 28 2 28 2 28 2 19.4 0.5 0.5 0.5 0.5 2.0 3.0 1.5 1.7 8.2 

wb 8.8 60 60 60 60 30 30 30 30 17.6 0.5 0.5 0.5 0.5 2.0 3.0 1.5 1.5 8.0 

Total Route 60 32.2 113 7 113 7 113 7 113 7 17.1 3.0 3.0 3.0 3.0 12.0 18.0 9.0 9.5 48.5 980 20 

61:Fontana-OntarioMills-Pomona eb 4:40am-9:05pm 3.7 5.8 3.3 3.5 16.2 

wb4:20am-10:20pm 4.0 5.8 3.3 4.3 17.3 

Pomona Transit Ctr- Ontario TC eb 5.5 16 15 15 30 26 2 30 2 30 2 30 2 12.6 1.8 2.1 2.1 1.1 6.5 12.3 6.9 3.7 29.4 

wb 6.6 16 15 15 30 29 11 32 12 32 12 32 12 13.7 2.5 2.9 2.9 1.5 10.0 16.9 9.5 4.2 40.6 

Ontario Transfer Center - Airport Dr. eb 3.2 16 15 15 30 15 17 17 17 12.8 0.9 1.1 1.1 0.6 3.5 6.5 3.7 2.0 15.6 

wb 3.7 16 15 15 30 16 2 12 2 12 2 12 2 13.9 1.1 0.9 0.9 0.5 4.5 5.4 3.0 1.2 14.1 

Airport Drive - Fontana Metrolink eb 13.3 16 15 15 30 47 16 47 11 47 11 47 11 17.0 4.0 3.9 3.9 1.9 14.7 22.2 12.6 6.7 56.1 

wb 13.0 16 15 15 30 42 45 45 45 18.6 2.6 3.0 3.0 1.5 10.5 17.3 9.8 6.5 44.0 

Total Route 61 45.3 175 31 183 27 183 27 183 27 15.5 13.0 14.0 14.0 7.0 49.7 80.5 45.5 24.2 199.9 5729 29 

62: Chino-Euclid-N. Upland nb 5:48am-9:18pm 3.0 6.0 3.0 3.3 15.3 

sb 5:26am-8:23pm 3.0 6.0 3.0 3.0 15.0 

ChinoHillsMP-OntarioTC via Chaffeynb 9.5 30 30 30 30 32 34 32 34 17.8 1.1 1.1 1.1 1.1 3.2 6.8 3.2 3.7 16.9 

sb 9.5 30 30 30 30 32 7 34 5 32 7 34 5 17.8 1.3 1.3 1.3 1.3 3.9 7.8 3.9 3.8 19.4 

Ontario Transit Ctr-Euclid&21st nb 6.2 30 60 30 60 22 18 22 18 16.9 0.7 0.3 0.7 0.3 2.2 1.8 2.2 1.0 7.2 

sb 6.0 30 60 30 60 22 5 18 22 5 18 16.4 0.9 0.3 0.9 0.3 2.7 1.8 2.7 0.9 8.1 

Total Route 62 31.2 108 12 104 5 108 12 104 5 17.3 4.0 3.0 4.0 3.0 12.0 18.2 12.0 9.5 51.7 1130 22 


sb 5:45am-9:45pm 3.0 6.0 3.0 3.6 15.6 

Chino Transit Ctr-Sultana&D St. nb 6.4 30 30 30 55 21 2 21 2 21 2 21 2 18.3 0.8 0.8 0.8 0.4 2.3 4.6 2.3 1.3 10.5 

sb 6.4 30 30 30 55 27 17 27 17 27 17 27 6 14.2 1.5 1.5 1.5 0.6 4.4 8.8 4.4 2.1 19.7 

Sultana&D St - San Antonio Hospita nb 7.1 30 30 30 55 30 2 30 2 30 2 30 2 14.2 1.1 1.1 1.1 0.6 3.2 6.4 3.2 1.7 14.5 

sb 5.3 30 30 30 55 21 21 21 21 15.1 0.7 0.7 0.7 0.4 2.1 4.2 2.1 1.4 9.8 

Total Route 63 25.2 99 21 99 21 99 21 99 10 15.3 4.0 4.0 4.0 2.0 12.0 24.0 12.0 6.5 54.5 1214 22 


nb 4:53am-9:53pm 4.0 6.0 3.0 4.2 17.2 

A/B:Montclair TC- ChinoTC sb 6.6 30 30 30 30 22 22 22 22 18.1 0.7 0.7 0.7 0.7 2.9 4.4 2.2 3.1 12.6 

nb 6.6 30 30 30 30 21 5 21 5 21 5 21 5 19.0 0.9 0.9 0.9 0.9 3.5 5.2 2.6 3.6 14.9 

A ChinoTC-ChinoHillsMPviaChino sb 3.6 60 60 60 60 12 12 12 12 18.1 0.2 0.2 0.2 0.2 0.8 1.2 0.6 0.8 3.4 

nb 3.6 60 60 60 60 12 12 12 12 18.1 0.2 0.2 0.2 0.2 0.8 1.2 0.6 0.8 3.4 

B ChinoTC-ChinoHillsMPviaEdison sb 3.9 60 60 60 60 15 15 15 15 15.8 0.3 0.3 0.3 0.3 1.0 1.5 0.8 1.1 4.3 

nb 3.9 60 60 60 60 15 15 15 15 15.8 0.3 0.3 0.3 0.3 1.0 1.5 0.8 1.0 4.3 

A/B ChinoHillsMP- Valla Vista Loop cw 2.7 30 60 30 60 15 15 15 15 15 15 10.8 0.5 0.5 0.5 0.5 2.0 3.0 1.5 2.1 8.6 

Total Route 65 31.1 112 5 112 20 112 5 112 20 16.7 3.0 3.0 3.0 3.0 12.0 18.0 9.0 12.5 51.5 1300 25 

66: Fontana-Foothill-Montclair wb4:19am-10:00pm 4.0 6.0 3.0 3.5 16.5 

eb5:00am -9:15pm 4.0 6.0 3.0 2.6 15.6 

Fontana Metrolink - Montclair TC wb 16.4 15 30 15 30 66 15 66 20 66 15 66 20 14.9 5.4 2.9 5.4 2.9 18.8 17.2 16.2 10.5 62.7 

eb 16.7 15 30 15 30 75 9 75 19 75 9 75 19 13.3 5.6 3.1 5.6 3.1 19.2 18.8 16.8 7.8 62.6 

Total Route 68 33.1 141 24 141 39 141 24 141 39 14.1 11.0 6.0 11.0 6.0 38.0 36.0 33.0 18.3 125.3 2673 21 

67: Ontario-Baseline-Fontana nb 5:25am-8:35pm 3.5 6.0 3.9 3.0 16.4 

sb 6:05am-9:05pm 3.0 6.0 3.9 3.0 15.9 

Montclair TC - 19th&Euclid nb 6.4 30 60 30 60 22 22 22 22 17.5 0.7 0.4 0.7 0.4 2.6 2.2 2.9 1.1 8.7 

sb 6.4 30 60 30 60 23 5 23 5 23 5 23 5 16.7 0.9 0.5 0.9 0.5 2.8 2.8 3.6 1.4 10.6 

19th&Euclid - Fontana Metrolink eb 15.0 30 60 30 60 60 10 60 10 60 10 60 10 15.0 2.3 1.2 2.3 1.2 8.2 7.0 9.1 3.5 27.8 

wb 15.0 30 60 30 60 60 60 60 60 15.0 2.0 1.0 2.0 1.0 6.0 6.0 7.8 3.0 22.8 

Total Route 67 42.8 165 15 165 15 165 15 165 15 15.6 6.0 3.0 6.0 3.0 19.5 18.0 23.4 9.0 69.9 1207 17 


sb 5:49am-9:19pm 2.5 6.0 3.0 3.0 14.5 

Chino Transit Center- Montclair TC nb 7.9 30 30 30 60 35 3 35 3 35 3 32 3 13.5 1.3 1.3 1.3 0.5 3.2 7.6 3.8 1.5 16.1 

sb 7.9 30 30 30 60 30 22 30 22 30 22 30 10 15.7 1.7 1.7 1.7 0.7 4.3 10.4 5.2 2.1 22.0 

Montclair Transcenter- ChaffeyCol. eb 12.4 30 30 30 60 51 15 51 15 51 15 51 4 14.6 2.2 2.2 2.2 0.9 5.5 13.2 6.6 2.7 28.0 

wb 12.4 30 30 30 60 54 54 54 50 13.8 1.8 1.8 1.8 0.9 4.5 10.8 5.4 2.7 23.4 

Total Route 68 40.5 170 40 170 40 170 40 163 17 14.3 7.0 7.0 7.0 3.0 17.5 42.0 21.0 9.0 89.5 1569 18 

70:Ontario-via Riverside-Ont Millseb 6:34am-7:20pm 2.5 6.0 3.0 1.5 13.0 

wb 6:44am-8:24pm 2.5 6.0 3.0 2.0 13.5 

D St& Sultana -Ontario Mills eb 13.0 60 60 60 60 45 45 45 45 17.3 0.8 0.8 0.8 0.8 1.9 4.5 2.3 1.1 9.8 

wb 12.0 60 60 60 60 41 8 41 8 41 8 41 8 17.6 0.8 0.8 0.8 0.8 2.0 4.9 2.5 1.6 11.0 

Ontario Mills - Foothill&Haven nb 3.7 60 60 60 60 13 13 13 13 17.1 0.2 0.2 0.2 0.2 0.5 1.3 0.7 0.3 2.8 

sb 3.7 60 60 60 60 13 13 13 13 17.1 0.2 0.2 0.2 0.2 0.5 1.3 0.7 0.4 2.9 

Foothill&Haven - Chaffey College nb 7.4 60 60 60 60 25 10 25 10 25 10 25 10 17.8 0.6 0.6 0.6 0.6 1.5 3.5 1.8 0.9 7.6 

sb 7.4 60 60 60 60 25 25 25 25 17.8 0.4 0.4 0.4 0.4 1.0 2.5 1.3 0.8 5.6 

Total Route 70 47.2 162 18 162 18 162 18 162 18 17.5 3.0 3.0 3.0 3.0 7.5 18.0 9.0 5.2 39.7 800 20 

75:Ontario-via Francis-Ont Mills 

71:Kaiser-S.Ridge-R.Cucamonga eb 5:10am-9:07pm 4.0 6.0 3.0 3.0 16.0 

wb 5:35am-8:35pm 4.0 6.0 3.0 2.6 15.6 

Ontario Mills-Etiwanda&Jurupa eb 5.4 60 60 60 60 23 23 23 23 14.1 0.4 0.4 0.4 0.4 1.5 2.3 1.2 1.2 6.1 

wb 4.0 60 60 60 60 18 10 18 10 18 10 18 10 13.3 0.5 0.5 0.5 0.5 1.9 2.8 1.4 1.2 7.3 

Etiwanda&Jurupa-Jurupa&Cherry eb 2.4 60 60 60 60 10 10 10 10 14.4 0.2 0.2 0.2 0.2 0.7 1.0 0.5 0.5 2.7 

wb 2.4 60 60 60 60 10 10 10 10 14.4 0.2 0.2 0.2 0.2 0.7 1.0 0.5 0.4 2.6 

Jurupa&Cherry- Fontana Metrolink eb 8.2 60 60 60 60 30 10 30 10 30 10 30 10 16.5 0.7 0.7 0.7 0.7 2.7 4.0 2.0 2.0 10.7 

wb 8.2 60 60 60 60 30 30 30 30 16.5 0.5 0.5 0.5 0.5 2.0 3.0 1.5 1.3 7.8 

Fontana ML - Sierra&Sierra LakePkyeb 4.1 60 60 60 60 15 15 15 15 16.4 0.3 0.3 0.3 0.3 1.0 1.5 0.8 0.8 4.0 

wb 4.1 60 60 60 60 15 9 15 9 15 9 15 9 16.4 0.4 0.4 0.4 0.4 1.6 2.4 1.2 1.0 6.2 

Total Route 71 38.9 151 29 151 29 151 29 151 29 15.4 3.0 3.0 3.0 3.0 12.0 18.0 9.0 8.4 47.4 1075 23 

West Valley Total 15.9 57 49 58 36 192 291 183 112 778 17677 23 

Total Constrained Strategy 16.2 143 135 143 95 479 803 439 306 2,028 55602 27 



July 11, 2007 188

IBI GROUP 




2. Partially Constrained Plan – The objective of this plan is to improve the structure of the base routes 

and the frequencies and spans of all routes so that they can meet the established standards. The plan 

would include the changes suggested for the Constrained Plan plus further changes to ensure that there 

is consistency in the headways and hours of service on the routes. In this plan, all routes would offer 30- 

minute or better headways and 15-hour spans. Figure 9-8 through Figure 9-10 show the operating 

characteristics of the plan. The expected impacts on Omnitrans resources are as follows: 

• Daily ridership would be expected to increase to 60,000 unlinked passenger trips, 

which would cover one-half of the unmet demands. This is a 9% increase over 

the present system. Annual ridership could increase to about 16,900,000 from 

the expected 15,500,000 unlinked passenger trips in FY 2007. 

• Daily revenue service hours could increase to 2,300 under this plan, which is a 

15% increase over the present system. Annual revenue hours could increase to 

about 730,000 revenue hours from the present level of 634,000. 

• About 472 operators would be required for the plan or 57 more than for the 

present system. 

• About 163 peak buses, or 20 more than the present system, would be required 

for the Partially Constrained Plan. 

July 11, 2007 189

IBI GROUP 




Figure 9-8: Partially Constrained Plan for Omnitrans Fixed Route East Valley Routes 

(Weekdays) – (a) 

HEADWAY 






2.5 5.8 3.0 4.6 15.8 * 

sb 4:38am-10:22pm 

4.0 5.8 3.0 4.5 17.3 * 


sb 6.9 15 15 15 30 30 15 30 15 30 15 27 5 13.8 3.0 3.0 3.0 1.1 12.0 17.3 9.0 4.8 43.1 

Tripper 1.0 1.0 1.0 3.5 4.5 


sb 5.1 30 30 30 30 27 2 27 2 27 2 27 2 11.3 1.0 1.0 1.0 1.0 3.9 5.6 2.9 3.4 15.7 

Total Route 1 24.5 112 23 112 23 112 23 107 13 13.1 8.0 8.0 7.0 4.0 24.5 43.8 21.0 16.1 105.3 4000 38 


nb5:20am -9:25pm 3.6 6.0 2.8 3.8 16.2 


nb 6.3 20 20 20 30 26 12 26 12 26 12 22 5 14.5 1.9 1.9 1.9 0.9 6.8 11.4 5.3 3.4 26.9 


nb 6.8 20 20 20 30 34 34 34 28 11.9 1.7 1.7 1.7 0.9 4.9 10.2 4.8 3.5 23.4 

Total Route 2 26.1 118 22 118 22 118 22 108 12 13.3 7.0 7.0 7.0 4.0 23.1 42.0 19.9 16.2 101.2 4807 48 

302: Kendall-ESt-Loma Linda sbXsb 4:20am-6:20pm 2.5 6.0 3.2 12.0 

nb 5:20am-6:25pm 2.5 6.0 3.2 12.0 


nb 4.2 10 10 10 16 16 16 15.8 1.6 1.6 1.6 4.0 9.6 5.1 18.7 


nb 6.3 10 10 10 19 5 19 5 19 5 19.9 2.4 2.4 2.4 6.0 14.4 7.7 28.1 


nb 6.8 10 10 10 22 5 22 5 22 5 18.5 2.7 2.7 2.7 6.8 16.2 8.6 31.6 

Total Route 302 32.6 105 15 105 15 105 15 18.6 12.0 12.0 12.0 - 30.0 72.0 38.4 140.4 2200 16 


wb4:24am-10:29pm 4.5 6.0 3.0 3.5 17.0 






Total Route 3/4 37.0 158 22 158 22 158 22 158 22 14.1 9.0 9.0 9.0 6.0 38.0 54.0 27.0 19.5 138.5 6275 45 


sb 4:58am-9:28pm 3.8 6.0 3.0 3.5 16.3 


sb 5.1 30 30 30 30 23 5 23 5 23 5 23 5 13.3 0.9 0.9 0.9 0.9 3.5 5.6 2.8 3.3 15.2 


sb 7.3 30 30 30 30 30 30 30 30 14.6 1.0 1.0 1.0 1.0 3.8 6.0 3.0 3.5 16.3 

Total Route 5 24.6 108 12 108 12 108 12 108 12 13.7 4.0 4.0 4.0 4.0 15.4 24.0 12.0 14.0 65.4 1984 30 


sb 5:06am-9:06pm 3.9 6.0 3.0 3.0 15.9 


sb 5.8 30 30 30 30 25 11 25 11 25 11 25 11 13.8 1.2 1.2 1.2 1.2 4.7 7.2 3.6 3.6 19.1 


sb 3.2 30 30 30 30 13 13 13 13 14.8 0.4 0.4 0.4 0.4 1.7 2.6 1.3 1.3 6.9 

Total Route 7 17.0 74 16 74 16 74 16 74 16 13.8 3.0 3.0 3.0 3.0 10.5 18.0 9.0 9.0 46.5 1129 24 


wb 5:02am-9:02pm 4.0 6.0 3.0 2.8 15.8 


wb 7.8 30 30 30 60 31 5 31 5 31 5 31 5 15.1 1.2 1.2 1.2 0.6 4.8 7.2 3.6 1.7 17.3 


wb 4.8 30 30 30 60 20 20 20 20 14.4 0.7 0.7 0.7 0.3 2.7 4.0 2.0 0.9 9.6 


wb 11.0 30 30 30 60 35 35 35 35 18.9 1.2 1.2 1.2 0.6 4.7 7.0 3.5 1.6 16.8 

Total Route 8 47.3 170 10 170 10 170 10 170 10 16.7 6.0 6.0 6.0 3.0 22.5 36.0 18.0 8.7 85.2 1300 15 


wb 4:33am-8:33pm 4.9 6.0 3.0 4.0 17.9 

4th&E St. -- Barton&Benton eb 7.7 30 30 30 60 31 31 31 31 14.9 1.0 1.0 1.0 0.5 3.1 6.2 3.1 2.1 14.5 

wb 8.5 30 30 30 60 34 15 34 15 34 15 34 15 14.9 1.6 1.6 1.6 0.8 7.9 9.8 4.9 3.3 25.9 

Baron&Benton-Redlands Mall eb 4.4 30 30 30 60 14 14 14 14 18.8 0.5 0.5 0.5 0.2 1.4 2.8 1.4 0.9 6.5 

wb 4.4 30 30 30 60 14 14 14 14 18.8 0.5 0.5 0.5 0.2 2.3 2.8 1.4 0.9 7.4 


wb 10.5 30 30 30 60 34 34 34 34 18.6 1.1 1.1 1.1 0.6 5.5 6.8 3.4 2.3 18.0 

Total Route 9 45.9 160 20 160 20 160 20 160 20 17.2 6.0 6.0 6.0 3.0 24.0 36.0 18.0 12.0 90.0 1400 16 


eb 5:30am-8:30pm 3.3 6.0 3.0 3.0 15.3 


eb 11.1 15 30 15 45 40 11 40 11 40 11 40 11 16.7 3.4 1.7 3.4 1.1 11.2 10.2 10.2 3.4 35.0 


eb 3.1 15 30 15 41 12 12 12 12 15.3 0.8 0.4 0.8 0.3 2.6 2.4 2.4 0.9 8.3 

Total Route 10 27.9 104 16 104 16 104 16 104 16 16.1 8.0 4.0 8.0 3.0 26.2 25.0 22.1 8.9 82.2 1611 20 


July 11, 2007 190

IBI GROUP 




Figure 9-9: Partially Constrained Plan for Omnitrans Fixed Route East Valley Routes 

(Weekdays) – (b) 

HEADWAY 






sb 5:27am-9:55pm 3.7 6.0 3.0 4.1 16.7 * 


sb 4.8 30 30 30 30 20 6 20 11 20 11 20 11 14.3 0.9 1.0 1.0 1.0 3.2 6.2 3.1 4.2 16.6 


sb 6.7 30 30 30 30 32 27 27 27 12.6 1.1 0.9 0.9 0.9 3.9 5.4 2.7 3.6 15.6 

Total Route 11 22.9 99 21 94 26 94 26 94 26 13.9 4.0 4.0 4.0 4.0 14.6 24.0 12.0 15.7 66.3 1402 21 


eb4:35am-10:20pm 3.5 6.0 3.0 4.4 16.9 



Total Route 14 19.6 90 15 90 15 90 15 82 8 13.1 7.0 7.0 7.0 3.0 27.2 42.0 21.0 12.6 102.8 4518 44 

314: Foothill Limited Stop 


wb 5:05am-9:45pm 2.8 6.0 3.0 3.8 15.6 


wb 12.2 30 30 30 30 49 15 49 15 49 15 49 15 15.0 2.1 2.1 2.1 2.1 6.0 12.8 6.4 8.1 33.3 


wb 16.7 30 30 30 30 59 5 59 5 59 5 59 5 17.0 2.1 2.1 2.1 2.1 6.0 12.8 6.4 5.3 30.5 

Total Route 15 57.8 208 32 208 32 208 32 208 32 16.7 8.0 8.0 8.0 8.0 21.3 48.0 24.0 25.0 118.3 2660 22 


eb5:30am-10:00pm 2.5 6.0 3.0 3.8 15.3 


eb 14.9 30 30 30 30 60 15 60 15 60 15 60 15 14.9 2.5 2.5 2.5 2.5 6.3 15.0 7.5 9.4 38.1 


eb 7.4 30 30 30 30 30 5 30 5 30 5 30 5 14.8 1.2 1.2 1.2 1.2 2.9 7.0 3.5 4.4 17.8 

Total Route 19 44.6 180 30 180 30 180 30 180 30 14.9 7.0 7.0 7.0 7.0 19.7 42.0 21.0 21.3 103.9 2640 25 


nb 4:57am-9:27pm 3.6 6.0 3.0 3.0 15.6 


nb 2.9 30 30 30 30 14 9 14 9 14 9 14 9 12.5 0.8 0.8 0.8 0.8 2.7 4.6 2.3 2.3 11.9 

Randall&Hemlock - Marygold&Sierrasb 3.0 30 30 30 30 13 13 13 13 14.0 0.4 0.4 0.4 0.4 1.3 2.6 1.3 1.2 6.4 

nb 3.0 30 30 30 30 12 12 12 12 15.2 0.4 0.4 0.4 0.4 1.4 2.4 1.2 1.2 6.2 

Total Route 20 12.2 51 9 51 9 51 9 51 9 14.4 2.0 2.0 2.0 2.0 6.6 12.0 6.0 5.8 30.5 780 26 


sb 5:05am-9:50pm 4.0 6.0 3.0 3.2 16.2 


sb 11.7 30 30 30 30 50 15 50 15 50 15 50 15 14.1 2.2 2.2 2.2 2.2 8.7 13.0 6.5 6.9 35.1 

Total Route 22 23.1 97 23 97 23 97 23 97 23 14.3 4.0 4.0 4.0 4.0 16.2 24.0 12.0 12.4 64.6 1888 29 


29: Bloomington-Valley-Kaiser eb 5:45am-8:54pm 3.0 6.0 3.0 3.0 15.0 

wb 6:10am-9:10pm 3.0 6.0 3.0 3.0 15.0 

Marygold&Sierra-11th&Cedar eb 5.8 30 30 30 60 25 25 25 25 13.8 0.8 0.8 0.8 0.4 2.5 5.0 2.5 1.3 11.3 

wb 5.7 30 30 30 60 25 10 25 10 25 10 25 10 13.7 1.2 1.2 1.2 0.6 3.5 7.0 3.5 1.8 15.8 

Total Route 29 11.5 50 10 50 10 50 10 50 10 13.7 2.0 2.0 2.0 1.0 6.0 12.0 6.0 3.0 27.0 300 11 



wb 4:56am-9:30pm 4.0 6.0 3.0 4.8 17.8 


nb 12.0 30 30 30 30 28 28 28 28 25.7 0.9 0.9 0.9 0.9 3.7 5.6 2.8 4.5 16.6 

Total Route 90 24.0 55 5 55 5 55 5 55 5 26.2 2.0 2.0 2.0 2.0 8.0 12.0 6.0 9.5 35.5 800 23 



July 11, 2007 191

IBI GROUP 




Figure 9-10: Partially Constrained Plan for Omnitrans Fixed Route West Valley Routes (Weekdays) 

HEADWAY 






wb 4:40am-8:40pm 4.0 6.0 3.0 3.0 16.0 * 


nb 7.2 30 30 30 30 27 27 27 27 16.0 0.9 0.9 0.9 0.9 3.6 5.4 2.7 2.7 14.4 


wb 8.8 30 30 30 30 30 30 30 30 17.6 1.0 1.0 1.0 1.0 4.0 6.0 3.0 3.0 16.0 

Total Route 60 32.2 113 7 113 7 113 7 113 7 17.1 4.0 4.0 4.0 4.0 16.0 24.0 12.0 12.6 64.6 1500 23 


wb4:20am-10:20pm 4.0 5.8 3.3 4.3 17.3 


wb 6.6 16 15 15 30 29 11 32 12 32 12 32 12 13.7 2.5 2.9 2.9 1.5 10.0 16.9 9.5 4.2 40.6 


wb 3.7 16 15 15 30 16 2 12 2 12 2 12 2 13.9 1.1 0.9 0.9 0.5 4.5 5.4 3.0 1.2 14.1 


wb 13.0 16 15 15 30 42 45 45 45 18.6 2.6 3.0 3.0 1.5 10.5 17.3 9.8 6.5 44.0 

Total Route 61 45.3 175 31 183 27 183 27 183 27 15.5 13.0 14.0 14.0 7.0 49.7 80.5 45.5 24.2 199.9 5729 29 


sb 5:26am-8:23pm 3.0 6.0 3.0 3.0 15.0 


sb 9.5 30 30 30 30 32 7 32 7 32 7 32 7 17.8 1.3 1.3 1.3 1.3 3.9 7.8 3.9 3.8 19.4 


sb 6.0 30 30 30 30 22 5 22 5 22 5 22 5 16.4 0.9 0.9 0.9 0.9 2.7 5.4 2.7 2.7 13.5 

Total Route 62 31.2 108 12 108 12 108 12 108 12 17.3 4.0 4.0 4.0 4.0 12.0 24.0 12.0 12.4 60.4 1500 25 


sb 5:45am-9:45pm 3.0 6.0 3.0 3.6 15.6 


sb 6.4 30 30 30 55 27 17 27 17 27 17 27 6 14.2 1.5 1.5 1.5 0.6 4.4 8.8 4.4 2.1 19.7 


sb 5.3 30 30 30 55 21 21 21 21 15.1 0.7 0.7 0.7 0.4 2.1 4.2 2.1 1.4 9.8 

Total Route 63 25.2 99 21 99 21 99 21 99 10 15.3 4.0 4.0 4.0 2.0 12.0 24.0 12.0 6.5 54.5 1214 22 


nb 4:53am-9:53pm 4.0 6.0 3.0 4.2 17.2 

A/B:Montclair Transcenter- ChinoTCsb 6.6 30 30 30 30 24 24 24 24 16.6 0.8 0.8 0.8 0.8 3.2 4.8 2.4 3.4 13.8 

nb 6.6 30 30 30 30 21 15 21 15 21 15 21 15 19.0 1.2 1.2 1.2 1.2 4.8 7.2 3.6 5.0 20.6 

A: ChinoTC-ChinoHillsMPvia Chino sb 3.6 60 60 60 60 14 14 14 14 15.5 0.2 0.2 0.2 0.2 0.9 1.4 0.7 1.0 4.0 

nb 3.6 60 60 60 60 15 15 15 15 14.5 0.3 0.3 0.3 0.3 1.0 1.5 0.8 1.0 4.3 

B: ChinoTC-ChinoHillsMPvia Edisonsb 3.9 60 60 60 60 12 12 12 12 19.7 0.2 0.2 0.2 0.2 0.8 1.2 0.6 0.8 3.4 

nb 3.9 60 60 60 60 12 12 12 12 19.7 0.2 0.2 0.2 0.2 0.8 1.2 0.6 0.8 3.4 

B: ChinoHillsMP- Valla Vista Loop cw 2.7 60 60 60 60 8 8 8 8 20.3 0.1 0.1 0.1 0.1 0.5 0.8 0.4 0.6 2.3 

Total Route 65 31.1 106 15 106 15 106 15 106 15 17.6 3.0 3.0 3.0 3.0 12.1 18.1 9.1 12.6 51.8 1300 25 


eb5:00am -9:15pm 4.0 6.0 3.0 2.6 15.6 


eb 16.7 15 30 15 30 75 9 75 19 75 9 75 19 13.3 5.6 3.1 5.6 3.1 19.2 18.8 16.8 7.8 62.6 

Total Route 68 33.1 141 24 141 39 141 24 141 39 14.1 11.0 6.0 11.0 6.0 38.0 36.0 33.0 18.3 125.3 2673 21 


sb 6:05am-9:05pm 3.0 6.0 3.9 3.0 15.9 


sb 6.4 30 30 30 30 23 5 23 5 23 5 23 5 16.7 0.9 0.9 0.9 0.9 2.8 5.6 3.6 2.8 14.8 


wb 15.0 30 30 30 30 60 60 60 60 15.0 2.0 2.0 2.0 2.0 6.0 12.0 7.8 6.0 31.8 

Total Route 67 42.8 165 15 165 15 165 15 165 15 15.6 6.0 6.0 6.0 6.0 19.5 36.0 23.4 18.0 96.9 1900 20 


sb 5:49am-9:19pm 2.5 6.0 3.0 3.0 14.5 


sb 7.9 30 30 30 60 30 22 30 22 30 22 30 10 15.7 1.7 1.7 1.7 0.7 4.3 10.4 5.2 2.1 22.0 


wb 12.4 30 30 30 60 54 54 54 50 13.8 1.8 1.8 1.8 0.9 4.5 10.8 5.4 2.7 23.4 

Total Route 68 40.5 170 40 170 40 170 40 163 17 14.3 7.0 7.0 7.0 3.0 17.5 42.0 21.0 9.0 89.5 1569 18 


wb 6:44am-8:24pm 2.5 6.0 3.0 2.5 14.0 


wb 12.0 30 30 30 60 41 8 41 8 41 8 41 8 17.6 1.6 1.6 1.6 0.8 4.1 9.8 4.9 2.0 20.8 


sb 3.7 30 30 30 60 13 13 13 13 17.1 0.4 0.4 0.4 0.2 1.1 2.6 1.3 0.5 5.5 


sb 7.4 30 30 30 60 25 25 25 25 17.8 0.8 0.8 0.8 0.4 2.1 5.0 2.5 1.0 10.6 

Total Route 70 47.2 162 18 162 18 162 18 162 18 17.5 6.0 6.0 6.0 3.0 15.0 36.0 18.0 7.5 76.5 1500 20 



wb 5:35am-8:35pm 4.0 6.0 3.0 2.6 15.6 


wb 4.0 30 30 30 60 18 10 18 10 18 10 18 10 13.3 0.9 0.9 0.9 0.5 3.7 5.6 2.8 1.2 13.3 


wb 2.4 30 30 30 60 10 10 10 10 14.4 0.3 0.3 0.3 0.2 1.3 2.0 1.0 0.4 4.8 


wb 8.2 30 30 30 60 30 30 30 30 16.5 1.0 1.0 1.0 0.5 4.0 6.0 3.0 1.3 14.3 


wb 4.1 30 30 30 60 15 9 15 9 15 9 15 9 16.4 0.8 0.8 0.8 0.4 3.2 4.8 2.4 1.0 11.4 

Total Route 71 38.9 151 29 151 29 151 29 151 29 15.4 6.0 6.0 6.0 3.0 24.0 36.0 18.0 8.4 86.4 1800 21 

below standard performance West Valley Total 15.9 64 60 65 41 216 357 204 130 906 20685 23 

not corrected in this strategy Total Partially Constrained Strategy 16.2 163 155 163 102 549 923 497 339 2,309 60379 26 


July 11, 2007 192

IBI GROUP 




3. Unconstrained Plan – The objective of this plan is to improve the structures, frequencies and spans 

of the fixed routes so that the all areas of the East and West Valleys are properly served by transit. The 

plan would include the changes suggested for the Constrained and Partially Constrained Plans plus 

further changes to cover all of the improvements suggested in the needs assessment. It would improve 

the structure, frequency and spans of the base and local routes, extend and add routes into the 

developing unserved areas and corridors in the East and West Valleys, and provide commuter express 

services into Orange County. Figure 9-11 through Figure 9-14 show the operating characteristics of the 

plan. The expected impacts on Omnitrans resources are as follows: 

• Daily revenue hours could increase to 2,600 under this plan, which is a 30% 

increase over the present system. Annual revenue service hours could increase 

to about 800,000 revenue hours from the present system of 634,000. 

• Daily ridership would be expected to increase to 68,000 unlinked passenger trips, 

which would cover most of the unmet demands. This is a 20% increase over the 

present system. Annual ridership could increase to about 19,000,000 from the 

expected 15,500,000 unlinked passenger trips in FY 2007. 

• About 522 operators would be required for the Unconstrained Plan, or 107 more 

the present system. 

• About 183 peak buses would be required for the Unconstrained Plan, or 40 more 

than the present system. 

Because of the financial constraints, the Constrained Plan is the recommended plan in the short term 

over the 2008-2011 period. 

July 11, 2007 193

IBI GROUP 




Figure 9-11: Unconstrained Plan for Omnitrans Fixed Route East Valley Routes (Weekdays) – (a) 

HEADWAY 






2.5 5.8 3.0 4.6 15.8 * 

sb 4:38am-10:22pm 

4.0 5.8 3.0 4.5 17.3 * 


sb 6.9 15 15 15 30 30 15 30 15 30 15 27 5 13.8 3.0 3.0 3.0 1.1 12.0 17.3 9.0 4.8 43.1 

Tripper 1.0 1.0 1.0 3.5 4.5 


sb 5.1 30 30 30 30 27 2 27 2 27 2 27 2 11.3 1.0 1.0 1.0 1.0 3.9 5.6 2.9 3.4 15.7 

Total Route 1 24.5 112 23 112 23 112 23 107 13 13.1 8.0 8.0 7.0 4.0 24.5 43.8 21.0 16.1 105.3 4000 38 


nb5:20am -9:25pm 3.6 6.0 2.8 3.8 16.2 


nb 6.3 20 20 20 30 26 12 26 12 26 12 22 5 14.5 1.9 1.9 1.9 0.9 6.8 11.4 5.3 3.4 26.9 


nb 6.8 20 20 20 30 34 34 34 28 11.9 1.7 1.7 1.7 0.9 4.9 10.2 4.8 3.5 23.4 

Total Route 2 26.1 118 22 118 22 118 22 108 12 13.3 7.0 7.0 7.0 4.0 23.1 42.0 19.9 16.2 101.2 4807 48 

302: Kendall-ESt-Loma Linda sbX sb 4:20am-6:20pm 2.5 6.0 3.2 12.0 

nb 5:20am-6:25pm 2.5 6.0 3.2 12.0 


nb 4.2 10 10 10 16 16 16 15.8 1.6 1.6 1.6 4.0 9.6 5.1 18.7 


nb 6.3 10 10 10 19 5 19 5 19 5 19.9 2.4 2.4 2.4 6.0 14.4 7.7 28.1 


nb 6.8 10 10 10 22 5 22 5 22 5 18.5 2.7 2.7 2.7 6.8 16.2 8.6 31.6 

Total Route 302 32.6 105 15 105 15 105 15 18.6 12.0 12.0 12.0 - 30.0 72.0 38.4 140.4 2200 16 


wb4:24am-10:29pm 4.5 6.0 3.0 3.5 17.0 






Total Route 3/4 37.0 158 22 158 22 158 22 158 22 14.1 12.0 12.0 12.0 6.0 50.7 72.0 36.0 19.5 178.2 7200 40 


sb 4:58am-9:28pm 3.8 6.0 3.0 3.5 16.3 


sb 5.1 30 30 30 30 23 5 23 5 23 5 23 5 13.3 0.9 0.9 0.9 0.9 3.5 5.6 2.8 3.3 15.2 


sb 7.3 30 30 30 30 30 30 30 30 14.6 1.0 1.0 1.0 1.0 3.8 6.0 3.0 3.5 16.3 

Total Route 5 24.6 108 12 108 12 108 12 108 12 13.7 4.0 4.0 4.0 4.0 15.4 24.0 12.0 14.0 65.4 1984 30 


sb 5:06am-9:06pm 3.9 6.0 3.0 3.0 15.9 


sb 5.8 30 30 30 30 25 11 25 11 25 11 25 11 13.8 1.2 1.2 1.2 1.2 4.7 7.2 3.6 3.6 19.1 


sb 3.2 30 30 30 30 13 13 13 13 14.8 0.4 0.4 0.4 0.4 1.7 2.6 1.3 1.3 6.9 

Total Route 7 17.0 74 16 74 16 74 16 74 16 13.8 3.0 3.0 3.0 3.0 10.5 18.0 9.0 9.0 46.5 1129 24 


wb 5:02am-9:02pm 4.0 6.0 3.0 2.8 15.8 


wb 7.8 30 30 30 60 31 5 31 5 31 5 31 5 15.1 1.2 1.2 1.2 0.6 4.8 7.2 3.6 1.7 17.3 


wb 4.8 30 30 30 60 20 20 20 20 14.4 0.7 0.7 0.7 0.3 2.7 4.0 2.0 0.9 9.6 

Redlands Mall- Date&Fremont eb 14.1 30 30 30 60 51 5 51 5 51 5 37 5 16.6 1.9 1.9 1.9 0.7 6.5 11.2 5.6 2.1 25.4 

wb 13.3 30 30 30 60 51 51 51 35 15.7 1.7 1.7 1.7 0.6 6.8 10.2 5.1 1.6 23.7 

Total Route 8 51.9 200 10 200 10 200 10 170 10 15.6 7.0 7.0 7.0 3.0 26.3 42.0 21.0 8.7 98.0 1800 18 


wb 4:33am-8:33pm 4.9 6.0 3.0 4.0 17.9 

4th&E St. - Barton&Benton eb 7.7 30 30 30 60 31 31 31 31 14.9 1.0 1.0 1.0 0.5 3.1 6.2 3.1 2.1 14.5 

wb 8.5 30 30 30 60 34 10 34 10 34 10 34 10 14.9 1.5 1.5 1.5 0.7 7.1 8.8 4.4 2.9 23.2 


wb 4.4 30 30 30 60 14 14 14 14 18.8 0.5 0.5 0.5 0.2 2.3 2.8 1.4 0.9 7.4 

Redlands Mall- California&AvenueH eb 12.0 30 30 30 60 51 5 51 5 51 5 36 5 14.1 1.9 1.9 1.9 0.7 5.6 11.2 5.6 2.7 25.1 

wb 12.1 30 30 30 60 51 51 51 36 14.3 1.7 1.7 1.7 0.6 8.2 10.2 5.1 2.4 25.9 

Total Route 9 49.1 195 15 195 15 195 15 165 15 15.1 7.0 7.0 7.0 3.0 27.7 42.0 21.0 12.0 102.7 1900 18 


eb 5:30am-8:30pm 3.3 6.0 3.0 3.0 15.3 


eb 11.1 15 15 15 45 40 11 40 11 40 11 40 11 16.7 3.4 3.4 3.4 1.1 11.2 20.4 10.2 3.4 45.2 

Baseline&Citrus - Fontana Metrolink wb 2.6 15 15 15 30 12 5 12 5 12 5 12 5 13.0 1.1 1.1 1.1 0.6 3.7 7.4 2.8 1.7 15.6 

eb 3.1 15 15 15 41 12 12 12 12 15.3 0.8 0.8 0.8 0.3 2.6 4.8 2.4 0.9 10.7 

Total Route 10 27.9 104 16 104 16 104 16 104 16 16.1 8.0 8.0 8.0 3.0 26.2 49.9 22.1 8.9 107.1 2200 21 


July 11, 2007 194

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Figure 9-12: Unconstrained Plan for Omnitrans Fixed Route East Valley Routes (Weekdays) – (b) 






sb 5:27am-9:55pm 3.7 6.0 3.0 4.1 16.7 * 


sb 4.8 30 30 30 30 20 6 20 11 20 11 20 11 14.3 0.9 1.0 1.0 1.0 3.2 6.2 3.1 4.2 16.6 


sb 6.7 30 30 30 30 32 27 27 27 12.6 1.1 0.9 0.9 0.9 3.9 5.4 2.7 3.6 15.6 

Total Route 11 22.9 99 21 94 26 94 26 94 26 13.9 4.0 4.0 4.0 4.0 14.6 24.0 12.0 15.7 66.3 1402 21 


eb4:35am-10:20pm 3.5 6.0 3.0 4.4 16.9 



Total Route 14 19.6 90 10 90 10 90 10 82 8 13.1 5.0 5.0 5.0 3.0 19.5 30.0 15.0 12.6 77.1 4518 59 

314: Foothill Limited Stop wb 6:00am-6::00pm 3.0 6.0 3.0 12.0 

eb 6:35am-6:20pm 3.0 6.0 3.0 12.0 

4th&Arrowhead-Fontana Metrolink wb 9.8 20 20 20 35 35 35 16.8 1.8 1.8 1.8 5.3 10.5 5.3 21.0 

eb 9.8 20 20 20 35 5 35 5 35 5 16.8 2.0 2.0 2.0 6.0 12.0 6.0 24.0 

Fontana ML - Montclair Transcenterwb 16.4 20 20 20 50 50 50 19.7 2.5 2.5 2.5 7.5 15.0 7.5 30.0 

eb 16.7 20 20 20 50 5 50 5 50 5 20.0 2.8 2.8 2.8 8.3 16.5 8.3 33.0 

Total Route 314 52.7 170 10 170 10 170 10 18.6 9.0 9.0 9.0 27.0 54.0 27.0 108.0 2200 20 


wb 5:05am-9:45pm 2.8 6.0 3.0 3.8 15.6 


wb 12.2 30 30 30 30 49 15 49 15 49 15 49 15 15.0 2.1 2.1 2.1 2.1 6.0 12.8 6.4 8.1 33.3 


wb 16.7 30 30 30 30 59 5 59 5 59 5 59 5 17.0 2.1 2.1 2.1 2.1 6.0 12.8 6.4 5.3 30.5 

Total Route 15 57.8 208 32 208 32 208 32 208 32 16.7 8.0 8.0 8.0 8.0 21.3 48.0 24.0 25.0 118.3 2660 22 

17: Redlands-San Bernerdino Aveeb 6:00am-9:00pm 3.0 6.0 3.0 3.0 15.0 

wb 6:00am-9:00pm 3.0 6.0 3.0 3.0 15.0 

Redlands Transit Center - 4th St. Traeb 10.3 30 30 30 60 50 10 50 10 50 10 50 10 12.4 2.0 2.0 2.0 1.0 6.0 12.0 6.0 3.0 27.0 

wb 10.3 30 30 30 60 50 10 50 10 50 10 50 10 12.4 2.0 2.0 2.0 1.0 6.0 12.0 6.0 3.0 27.0 

Total Route 17 20.6 100 20 100 20 100 20 100 20 12.4 4.0 4.0 4.0 2.0 12.0 24.0 12.0 6.0 54.0 1100 20 

18: SanBern-Sterling-SanManuel nb 6:00am-9:00pm 3.0 6.0 3.0 3.0 15.0 

sb 6:00am-9:00pm 3.0 6.0 3.0 3.0 15.0 

4th St. Transit Mall - San Manuel Canb 6.7 30 30 30 60 25 5 25 5 25 5 25 5 16.1 1.0 1.0 1.0 0.5 3.0 6.0 3.0 1.5 13.5 

sb 6.7 30 30 30 60 25 5 25 5 25 5 25 5 16.1 1.0 1.0 1.0 0.5 3.0 6.0 3.0 1.5 13.5 

Total Route 18 13.4 50 10 50 10 50 10 50 10 16.1 2.0 2.0 2.0 1.0 6.0 12.0 6.0 3.0 27.0 500 19 


eb5:30am-10:00pm 2.5 6.0 3.0 3.8 15.3 


eb 14.9 30 30 30 30 60 15 60 15 60 15 60 15 14.9 2.5 2.5 2.5 2.5 6.3 15.0 7.5 9.4 38.1 


eb 7.4 30 30 30 30 30 5 30 5 30 5 30 5 14.8 1.2 1.2 1.2 1.2 2.9 7.0 3.5 4.4 17.8 

Total Route 19 44.6 180 30 180 30 180 30 180 30 14.9 7.0 7.0 7.0 7.0 19.7 42.0 21.0 21.3 103.9 2640 25 

20: FontanaML-Hemlock-Kaiser 


sb 5:05am-9:50pm 4.0 6.0 3.0 3.2 16.2 


sb 11.7 30 30 30 30 50 15 50 15 50 15 50 15 14.1 2.2 2.2 2.2 2.2 8.7 13.0 6.5 6.9 35.1 

Total Route 22 23.1 97 23 97 23 97 23 97 23 14.3 4.0 4.0 4.0 4.0 16.2 24.0 12.0 12.4 64.6 1888 29 



wb 6:10am-9:10pm 3.0 6.0 3.0 3.0 15.0 

Beech&Summit-Fontana Metrolink sb 8.7 30 30 30 60 30 5 30 5 30 5 30 5 17.4 1.2 1.2 1.2 0.6 3.5 7.0 3.5 1.8 15.8 

nb 8.0 30 30 30 60 30 30 30 30 16.0 1.0 1.0 1.0 0.5 3.0 6.0 3.0 1.5 13.5 


wb 7.0 30 30 30 60 25 5 25 5 25 5 25 5 16.8 1.0 1.0 1.0 0.5 3.0 6.0 3.0 1.5 13.5 

Total Route 29 30.7 110 10 110 10 110 10 110 10 16.7 4.0 4.0 4.0 2.0 12.0 24.0 12.0 6.0 54.0 1100 20 



wb 4:56am-9:30pm 4.0 6.0 3.0 4.8 17.8 

4th St Transit Mall-Montclair TC 


nb 12.0 30 30 30 30 28 28 28 28 25.7 0.9 0.9 0.9 0.9 3.7 5.6 2.8 4.5 16.6 

Total Route 90 24.0 55 5 55 5 55 5 55 5 26.2 2.0 2.0 2.0 2.0 8.0 12.0 6.0 9.5 35.5 800 23 

East Valley Total 16.3 117 117 116 63 391 700 347 216 1654 46028 28 


July 11, 2007 195

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Figure 9-13: Unconstrained Plan for Omnitrans Fixed Route West Valley Routes (Weekdays) 

HEADWAY 






wb 4:40am-8:40pm 4.0 6.0 3.0 3.0 16.0 * 


nb 7.2 30 30 30 30 27 27 27 27 16.0 0.9 0.9 0.9 0.9 3.6 5.4 2.7 2.7 14.4 


wb 8.8 30 30 30 30 30 30 30 30 17.6 1.0 1.0 1.0 1.0 4.0 6.0 3.0 3.0 16.0 

Total Route 60 32.2 113 7 113 7 113 7 113 7 17.1 4.0 4.0 4.0 4.0 16.0 24.0 12.0 12.6 64.6 1500 23 


wb4:20am-10:20pm 4.0 5.8 3.3 4.3 17.3 


wb 6.6 16 15 15 30 29 11 32 12 32 12 32 12 13.7 2.5 2.9 2.9 1.5 10.0 16.9 9.5 4.2 40.6 

Ontario TC - Fontana Metrolink eb 16.5 16 15 15 30 62 16 64 11 64 11 64 11 16.0 4.9 5.0 5.0 2.5 18.2 28.8 16.3 8.6 71.8 

wb 16.7 16 15 15 30 58 2 57 2 57 2 57 2 17.3 3.8 3.9 3.9 2.0 15.0 22.6 12.8 8.5 59.0 

Total Route 61 45.3 175 31 183 27 183 27 183 27 15.5 13.0 14.0 14.0 7.0 49.7 80.5 45.5 25.0 200.7 5729 29 


sb 5:26am-8:23pm 3.0 6.0 3.0 3.0 15.0 


sb 9.5 30 30 30 30 32 7 32 7 32 7 32 7 17.8 1.3 1.3 1.3 1.3 3.9 7.8 3.9 3.8 19.4 


sb 6.0 30 30 30 30 22 5 22 5 22 5 22 5 16.4 0.9 0.9 0.9 0.9 2.7 5.4 2.7 2.7 13.5 

Total Route 62 31.2 108 12 108 12 108 12 108 12 17.3 4.0 4.0 4.0 4.0 12.0 24.0 12.0 12.4 60.4 1500 25 


sb 5:45am-9:45pm 3.0 6.0 3.0 3.6 15.6 


sb 6.4 30 30 30 55 27 17 27 17 27 17 27 6 14.2 1.5 1.5 1.5 0.6 4.4 8.8 4.4 2.1 19.7 


sb 5.3 30 30 30 55 21 21 21 21 15.1 0.7 0.7 0.7 0.4 2.1 4.2 2.1 1.4 9.8 

Total Route 63 25.2 99 21 99 21 99 21 99 10 15.3 4.0 4.0 4.0 2.0 12.0 24.0 12.0 6.5 54.5 1214 22 


nb 4:53am-9:53pm 4.0 6.0 3.0 4.2 17.2 

A/B:Montclair Transcenter- ChinoTCsb 6.6 30 30 30 30 24 24 24 24 16.6 0.8 0.8 0.8 0.8 3.2 4.8 2.4 3.4 13.8 

nb 6.6 30 30 30 30 21 15 21 15 21 15 21 15 19.0 1.2 1.2 1.2 1.2 4.8 7.2 3.6 5.0 20.6 

A: ChinoTC-ChinoHillsMPvia Chino sb 3.6 60 60 60 60 11 11 11 11 19.7 0.2 0.2 0.2 0.2 0.7 1.1 0.6 0.8 3.2 

nb 3.6 60 60 60 60 11 11 11 11 19.7 0.2 0.2 0.2 0.2 0.7 1.1 0.6 0.8 3.1 

A: ChinoHillsMP- Glen Ridge Loop ccw 2.0 60 60 60 60 6 6 6 6 20.0 0.1 0.1 0.1 0.1 0.4 0.6 0.3 0.4 1.7 

B: ChinoTC-ChinoHillsMPvia Edisonsb 3.9 60 60 60 60 12 12 12 12 19.7 0.2 0.2 0.2 0.2 0.8 1.2 0.6 0.8 3.4 

nb 3.9 60 60 60 60 12 12 12 12 19.7 0.2 0.2 0.2 0.2 0.8 1.2 0.6 0.8 3.4 

B: ChinoHillsMP- Valla Vista Loop cw 2.7 60 60 60 60 8 8 8 8 20.3 0.1 0.1 0.1 0.1 0.5 0.8 0.4 0.6 2.3 

Total Route 65 33.1 105 15 105 15 105 15 105 15 18.9 3.0 3.0 3.0 3.0 12.0 18.0 9.0 12.5 51.5 1300 25 


eb5:00am -9:15pm 4.0 6.0 3.0 2.6 15.6 


eb 16.7 20 20 20 30 75 9 75 9 75 9 75 19 13.3 4.2 4.2 4.2 3.1 16.4 25.2 12.6 7.8 62.0 

Total Route 68 33.1 141 19 141 19 141 19 141 39 14.1 8.0 8.0 8.0 6.0 32.0 48.0 24.0 18.3 122.3 2673 22 


sb 6:05am-9:05pm 3.0 6.0 3.9 3.0 15.9 


sb 6.4 30 30 30 30 23 5 23 5 23 5 23 5 16.7 0.9 0.9 0.9 0.9 2.8 5.6 3.6 2.8 14.8 


wb 15.0 30 30 30 30 60 60 60 60 15.0 2.0 2.0 2.0 2.0 6.0 12.0 7.8 6.0 31.8 

Total Route 67 42.8 165 15 165 15 165 15 165 15 15.6 6.0 6.0 6.0 6.0 19.5 36.0 23.4 18.0 96.9 1900 20 


sb 5:49am-9:19pm 2.5 6.0 3.0 3.0 14.5 

ChaffeyCollegeChino- Montclair TC nb 10.1 30 30 30 60 40 5 40 5 40 5 35 3 15.2 1.5 1.5 1.5 0.5 3.8 9.0 4.5 1.5 18.8 

sb 10.1 30 30 30 60 40 5 40 5 40 5 35 3 15.2 1.5 1.5 1.5 0.7 3.8 9.0 4.5 2.1 19.4 

Montclair TC- ChaffeyCollegeNorth. eb 12.4 30 30 30 60 51 15 51 15 51 15 51 3 14.6 2.2 2.2 2.2 0.9 5.5 13.2 6.6 2.7 28.0 

wb 12.4 30 30 30 60 54 54 54 50 13.8 1.8 1.8 1.8 0.9 4.5 10.8 5.4 2.7 23.4 

Total Route 68 45.0 185 25 185 25 185 25 171 9 14.6 7.0 7.0 7.0 3.0 17.5 42.0 21.0 9.0 89.5 1569 18 


wb 6:44am-8:24pm 2.5 6.0 3.0 2.5 14.0 


wb 12.0 30 30 30 60 41 8 41 8 41 8 41 8 17.6 1.6 1.6 1.6 0.8 4.1 9.8 4.9 2.0 20.8 

Ontario Mills - Chaffey College nb 11.1 30 30 30 60 38 10 38 10 38 10 38 10 17.5 1.6 1.6 1.6 0.8 4.0 9.6 4.8 2.0 20.4 

sb 11.1 30 30 30 60 38 38 38 38 17.5 1.3 1.3 1.3 0.6 3.2 7.6 3.8 1.6 16.2 

Total Route 70 47.2 162 18 162 18 162 18 162 18 17.5 6.0 6.0 6.0 3.0 15.0 36.0 18.0 7.5 76.5 1500 20 


wb 5:35am-8:35pm 4.0 6.0 3.0 2.6 15.6 

Ontario Mills-Jurupa&Cherry eb 7.8 30 30 30 60 33 33 33 33 14.2 1.1 1.1 1.1 0.6 4.4 6.6 3.3 1.7 16.0 

wb 6.8 30 30 30 60 28 10 28 10 28 10 28 10 14.6 1.3 1.3 1.3 0.6 5.1 7.6 3.8 1.9 18.4 


wb 8.2 30 30 30 60 30 30 30 30 16.4 1.0 1.0 1.0 0.5 4.0 6.0 3.0 1.5 14.5 


wb 4.1 30 30 30 60 15 9 15 9 15 9 15 9 16.4 0.8 0.8 0.8 0.4 3.2 4.8 2.4 1.2 11.6 

Total Route 71 39.2 151 29 151 29 151 29 151 29 15.6 6.0 6.0 6.0 3.0 24.0 36.0 18.0 9.0 87.0 1800 21 


91:Orange County Connection eb 5:10am-9:07pm 4.0 6.0 3.0 3.0 16.0 

wb 5:35am-8:35pm 4.0 6.0 3.0 3.0 16.0 

Chino TC - Grand & Diamond Bar wb 7.5 60 60 30 25 35 35 15.0 0.5 0.6 2.0 0.0 1.8 0.0 3.8 

eb 7.5 60 60 30 5 35 5 35 5 35 5 15.0 0.6 0.7 2.3 0.0 2.0 0.0 4.3 

Grand&DiamondBar-Fullerton MLinkwb 14.0 60 60 45 20 5 20 5 20 5 18.7 0.8 0.4 3.0 0.0 1.3 0.0 4.3 

eb 14.0 60 60 45 5 20 20 20 18.7 0.8 0.3 3.3 0.0 1.0 0.0 4.3 

Total Route 91 43.0 150 10 100 10 110 10 110 10 17.2 2.7 2.0 10.7 0.0 6.0 0.0 16.7 1075 65 


Total Unconstrained Strategy 16.2 181 179 180 104 611 1068 548 347 2574 67788 26 


July 11, 2007 196

IBI GROUP 




9.5 OmniLink Service Assessment 

Effective May 7, 2007, OmniLink annual revenue hours were reduced by 4,000 through a combination of 

the discontinuation of Saturday and Sunday service and a reduction in weekday service hours due to 

anticipated productivity improvements. No further OmniLink service cuts are scheduled for the remainder 

of the 2008-2013 Omnitrans SRTP timeframe. The proposed OmniLink service hour cuts and fare 

increases will result in a planned farebox recovery ratio ranging from 7.4% in 2008 to 7.6% in 2013, 

peaking at 7.8% in 2012. During the 2008-2013 Omnitrans SRTP timeframe, OmniLink farebox recovery 

will fall short of the 10% farebox recovery goal established for OmniLink service. 

Further productivity improvements and weekday revenue hour reductions are possible in the later stages 

of the 2008-2013 Omnitrans SRTP as the OmniLink service contractor is able to more effectively use the 

upgraded Trapeze PASS software. General public demand-response services in compact service areas 

such as Yucaipa should be able to carry five to six passengers per revenue hour. Through effective 

scheduling, demand-response services can reduce revenue hours and accommodate more trips with 

fewer revenue hours. This approach is the most effective way of reducing demand-response costs and 

improving farebox recovery. 

9.6 Potential OmniLink Service Improvements 

Assuming OmniLink productivity can be improved through enhanced trip assignment, the following 

weekday revenue hour reductions 9 are possible: 

Reduce Chino Hills OmniLink weekday revenue hours by 1,016 per annum. 

Contingent on improved scheduling efficiency, Chino Hills OmniLink can operate with 1,016 fewer annual 

revenue hours and one fewer bus. This reduction will facilitate reducing the peak bus pullout requirement 

from four to three buses. Figure 9-14 provides an overview of potential shifts for three weekday buses. 

Based on the analysis of passenger loads, there will be sufficient capacity to cover existing school loads, 

the Chino Senior Center shuttle and general trip making. This does not assume expanded school 

services. 

Reduce Yucaipa OmniLink weekday revenue hours by 3,946 per annum. 

Contingent on improved scheduling efficiency, Yucaipa OmniLink can operate with 3,946 fewer annual 

revenue hours and one fewer bus. This reduction will facilitate reducing the peak bus pullout requirement 

from seven to six buses. Figure 9-15 provides an overview of potential shifts for up to six weekday 

buses. One full straight shift was cut and the splits were left in on the days of high demand. Based on the 

analysis of passenger loads, there will be sufficient capacity to cover existing school loads, lunch breaks, 

and general trip making. This does not assume expanded school services. 

Procedural, service parameter and training assumptions necessary to improve scheduling efficiency are 

outlined in the following text. 

9 

Initially based on an assessment of OmniLink operations in October 2006. The assessment does not reflect May 7, 2007 service 

changes. However, it does provide a strategy worthy of consideration in the later stages of the SRTP. 

July 11, 2007 197




Figure 9-14: Proposed Chino Hills OmniLink Weekday Shift Coverage 

Time 

0700 to 

0800 

0800 to 

0900 

0900 to 

1000 

1000 to 

1100 

1100 to 

1200 

1200 to 

1300 

1300 to 

1400 

1400 to 

1500 

1500 to 

1600 

1600 to 

1700 

1700 to 

1800 

Bus 1 

Bus 2 

Bus 3 


Figure 9-15: Proposed Yucaipa OmniLink Weekday Shift Coverage 

Time 0700 to 0800 0800 to 0900 0900 to 1000 1000 to 1100 1100 to 1200 1200 to 1300 1300 to 1400 1400 to 1500 1500 to 1600 1600 to 1700 1700 to 1800 


Bus 2 (Tues - Fri) 


Bus 4 (Mon, Thur, Fri) 


Operates as a split on Fridays 

Bus 6 (Tues, Wed, Fri) 


July 11, 2007 198

IBI GROUP 




By 2013 the additional reduction in service hours would result in an hourly productivity of 4.10 

passengers/revenue hour and farebox recovery ratio of 9.5%. These potential revenue hour reductions 

assume: 

• 40-minute pick-up window. The continued application of a 40-minute pick-up 

window to facilitate greater scheduling flexibility while maintaining good on-time 

performance. 

• Improved OmniLink Scheduling. Chino Hills OmniLink Service is scheduled 

the day before service is required and manifests are posted the night before. 

Same day requests are processed in real time and assigned through dispatch. 

Yucaipa OmniLink Service is scheduled on the day of service and assigned trip 

by trip by the dispatcher. In both cases, Trapeze PASS is not used to optimize 

trip assignments. Both services offer advance reservations (up to three days in 

advance) and repeater subscription bookings (up to one calendar month in 

advance for trips that reoccur at least three days a week). In the case of Chino 

Hills OmniLink, the dispatcher estimated that approximately 80% of all trips were 

repeater bookings (reflecting the high student usage), 10% are advance 

bookings and the remaining 10% are same day bookings. Estimates of advance 

and repeater bookings were not available for Yucaipa OmniLink. 

• Enhanced Scheduling and the Effective Utilization of Trapeze PASS. 

Scheduling templates should be created in advance for repeater trips on both 

Chino Hills and Yucaipa OmniLink services. Scheduled repeater trips provide a 

scheduling framework for each OmniLink run and form a basis for effective 

advance booking assignments using the Trapeze “Assign Now” feature. The 

Assign Now feature can also be used to process same day bookings and 

facilitate more effective pick-up time negotiation 10 and more effective use of the 

pick-up window. More linked trips would be possible. Trips that do not fit onto a 

scheduled run could be placed on an unassigned list and dispatched on the day 

of service as cancellations create space. All advance schedules should be 

optimized using the Trapeze “Trip Optimizer” feature on the evening before the 

service day. Optimization tends to tighten up the schedules and actually create 

space through the more effective reassignment of trips within the 40-minute 

window and between runs. This in turn creates space for same day 

assignments. In the case of Yucaipa OmniLink, this process would result in 

fewer trips for same day scheduling. Same day scheduling is fine for small 

volumes of trips. However, Yucaipa OmniLink in particular is at a level of service 

that requires more advance scheduling to increase service productivity. 

OmniLink dispatchers and reservationists will be required to participate in the 

Trapeze PASS training suggested for Access scheduling and dispatch staff 

identified in the Draft Omnitrans Access Service Plan. This training is in 

conjunction with the installation of the new version of Trapeze PASS in 

December 2006. 

• Integration of OmniLink and Access Services. The operation of both 

OmniLink and Access Services under a single service agreement facilitates a 

more effective integration of OmniLink and Access Services. OmniLink Services 

are strategically operated to accommodate local Access trips within Chino Hills 

and Yucaipa. By integrating the scheduling functions of the two services, Access 

trips could be transferred from Access to available space on OmniLink runs 

during the schedule optimization process. Not only would this process increase 

10 

The two hour ADA negotiation model could be used for OmniLink. 

July 11, 2007 199

IBI GROUP 




OmniLink productivity, but it could also reduce Access deadheading to either 

Chino Hills or Yucaipa. This in turn would free up Access capacity within the 

more central West and East Valley Service Areas to improve service productivity 

and on-time performance. 

• Establishment of a 60-minute OmniLink pulse at the Yucaipa Transcenter. 

The new Yucaipa Transcenter is scheduled to open in FY 2007/08 and will serve 

as the eastern terminus for Omnitrans fixed route services. Two Yucaipa 

OmniLink buses will pulse every 60 minutes from the new Yucaipa Transcenter 

to act as feeders for Route 8. OmniLink arrivals and departures will be timed to 

facilitate good connections with Route 8 to minimize passenger wait times. One 

of the OmniLink buses will serve the area of Yucaipa east of the new Transcenter 

while the second bus will serve the area west of the Transcenter. These two 

buses will act a zonal service. Passengers transferring from Route 8 will be able 

to walk onto the appropriate OmniLink bus serving their area without making an 

advance telephone request. Passengers transferring to Route 8 will be required 

to request OmniLink feeder service by telephone and their trip will be grouped 

onto the appropriate OmniLink bus as it makes its inbound sweep to meet Route 

8. The grouping of trips and the accommodation of walk on passengers at the 

Yucaipa Transcenter will increase service productivity and farebox revenue 

recovery. 

9.7 Potential Access Service Improvements 

The following section presents a series of service policies, strategies and plans designed to: 

• Preserve the integrity of the Access ADA paratransit services for those people 

with a disability who are unable to use accessible regular transit; 

• Recognize the investments made by Access in accessible regular transit and 

accompanying infrastructure and maximize the use of accessible regular buses; 

and 

• Provide flexible mobility options with a cost-effective mix of accessible sharedride 

public transportation services. 

Access can facilitate a more integrated approach between accessible regular transit services and ADA 

paratransit services. Access can build on current initiatives and further foster a user-friendly, accessible 

regular transit service that actually attracts older adults and riders with a disability away from ADA 

paratransit services. Access’ accessible public transit system provides a higher degree of trip making 

flexibility and facilitates greater travel spontaneity and independence. A truly accessible transit system 

can become the preferred choice for many people with a disability. 

In order to fully implement an effective near-term service plan as well provide for longer-term/ten-year 

strategic direction, Access must develop a corporate and community culture that recognizes and supports 

the strategic, social and economic benefits of a Mobility Plan. This culture must be fully accepted and 

supported by the Omnitrans and Access (First Transit) management and frontline staff. 

9.7.1 EVALUATION FRAMEWORK 

The following evaluation framework (Figure 9-16) presents key criteria for assessing the financial and 

operational feasibility of alternatives as they relate to operations and service improvement strategies. It is 

important to recognize that this high-level evaluation framework was developed to be all-encompassing, 

as various elements may not be applicable to all of the strategies being presented. 

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Figure 9-16: Access Evaluation Framework 

Evaluation Criteria 

Description/Example 

Effectiveness • Number of trips 

• Population served 

Economy • Total cost of providing the service 

• Capital vs. operating costs 

• Large capital outlays 

• Present-valued expenditures over the long term 

Efficiency • Cost per trip 

• Cost per vehicle hour, etc. 

Level of service • Hours of service 

• Frequency of service (headways) 

• Trip purpose (discretionary/non-discretionary travel) 

Quality of service • Convenience, transfers, trip times, comfort, and flexibility 

• Safety and security of passengers and drivers 

Organizational issues • Operational flexibility 

• Control and accountability (including contract administration) 

• Schedule adherence and management of bus operations and 

fleet management 

• Value of collected data for planning service or managing 

performance 

• Human and labor relations 

• Ease of implementation 

Technical risk • If new or modified equipment is required 

• Ability to support the equipment (e.g. scheduling systems, 

vehicles, etc.) 

• Interfaces with other on-board and central electronic systems 

Corporate risk • Potential for changes in direction of corporate policies 

Financial risk • If large capital outlays are required 

9.7.2 OPERATIONS 

The following section describes opportunities for operational enhancements to the Access service. These 

have been identified as they relate to trip management and service delivery/fleet mix. 

Trip Management 

Trip management refers to the operational processes of trip booking, scheduling (trip assignment), and 

dispatch. In terms of amendments to existing processes, recommendations for improvement include: 

• Access trip reservationists to negotiate pick-up times (i.e., within one hour before 

or one hour after requested time). Increase the advance booking requirement to 

a minimum of two to four hours. 

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• Encourage the use of subscription trips for individuals making regularly 

scheduled trips. 

• With enhanced staff training and maximizing the utility of scheduling software, do 

trip confirmations at time of booking. 

Many Access trip requests are for transportation for regularly scheduled trips for work, education, and 

medical purposes. The impact of the current scenario of discouraging such subscription bookings results 

in additional administrative burden, in the form of reservationists having to handle increased call and 

schedule volumes. Further, the constant requirement for customers to book regularly scheduled trips on 

a daily basis hinders the otherwise quality service provided by Omnitrans’ Access service. 

Figure 9-17: Trip Management Evaluation 

Evaluation Criteria Comments Rating 

Effectiveness • Accommodates all trip requests • 

Economy – total cost 

of providing the 

service 

Efficiency 

Level of service 

• Able to accommodate greater number of trips with 

existing financial resources 

• Able to accommodate greater number of trips with 

existing financial resources 

• Increase in productivity (trips/hour) 

• No change in hours of service 

• Introduction of negotiating pick-up times may be 

perceived as a degradation in the level of service 

• 

• 

•/ 

Quality of Service 

• Subscription service will be perceived as an increase in 

the quality in service, given expectations of riders 

Organizational issues • Need to “manage” rider expectations ◦ 

Technical risk 

• Need for additional staff training (negative if not 

addressed, neutral if addressed) 

Financial risk – if large 

capital outlays are • None • 

required 

Rating Legend: • Positive rating ◦ Neutral rating Negative rating 

• 

◦ 

Service Delivery/Fleet Mix 

There is an opportunity to have marginal service expansion with the use of supplemental taxi contracts. 

The use of taxis brings financial advantages as well as flexibility to utilize this transportation resource on 

an as-needed basis to address peaking characteristics in demand. It will also foster a working 

relationship with the County’s vehicle-for-hire industry and allow the industry to make a possible business 

case for the procurement of accessible taxis. This would be of benefit to the entire community whether 

used in an Access contract or not. The only caveat is the need to address the regulatory regime of the 

taxi industry. It is imperative that qualitative considerations be addressed in the policing of the industry, 

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including assurances of quality of vehicles and driver training (including sensitivity awareness in the 

handling of people with a disability). 

The use of taxis in a supplemental service mode needs to be further explored for possible integration into 

the Access service delivery framework over the next few years. 

Figure 9-18: Service Delivery/Fleet Mix Evaluation 

Evaluation Criteria Comments Rating 

Effectiveness • Accommodates all trip requests • 

Economy – total 

cost of providing the 

service 

• Savings in capital outlay by negating the need for an 

expansion in the number of Access vehicles 

• Cost savings in variable operating costs 

Efficiency • Cost savings in variable operating costs and costs per trip • 

• 

Level of service 

• No change in level of service 

• May be perceived positively 

• 

Quality of Service 

Organizational 

issues 

• Little change, may be perceived as improved quality, 

greater comfort 

• Need to address regulations for taxi industry 

• 

Technical risk 

• Need to incorporate fleet mix attributes in the scheduling 

parameters of existing scheduling software (Trapeze 

software currently has the capability) 

◦ 

Financial risk – if 

large capital outlays 

are required 

Rating Legend: • Positive rating 

• Initial savings in capital outlay, but these will largely be 

negated in life-cycle costing 

◦ Neutral rating Negative rating 

◦ 

9.7.3 ADMINISTRATIVE PROCESSES 

First Transit appears to be proficient in the administration and operation of Access services. However, an 

opportunity exists to restructure the operating contract to better reflect performance-based criteria for 

operations and compensation. 

Omnitrans staff is able to produce robust operating and performance-based data. These data may be 

best utilized in working with First Transit to ensure service efficiency, which may be tied to the contractor’s 

compensation (specifically the management fee component of the contract). 

Alternate approaches to the restructuring of the contractor agreement include a pricing component tied to 

system productivity and performance. This may include set rates for variables such as price per trip or 

hour. This would be supplemented with clauses addressing performance incentives and penalties tied to 

productivity and adherence to prescribed service standards. The latter will include on-time performance, 

travel times, complaints, and other measures of service quality. 

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9.7.4 DEMAND MANAGEMENT 

Integration with Regular Fixed Route Transit 

In spite of the growth in demand, ADA paratransit services will not need to be expanded appreciably if 

more is done to ensure that people with disabilities use Access regular services whenever possible. With 

the regular transit fleet being fully accessible, there are growing opportunities to use regular bus services 

to meet some of the needs of many ADA paratransit customers. 

It is recommended that Omnitrans encourage the voluntary use of fixed route transit services through the 

deployment of demand management elements as described herein. 

Partnership with Agencies/Mobility Manager 

The structure of ADA paratransit services is changing due to shifts in policy and funding scenarios for 

several agencies and organizations in the County. There is a need to develop partnerships with social 

service agencies, the medical community and others in order to address the continuity of access to 

programs and services. 

ADA paratransit is by definition shared-ride public transit for those unable to use accessible regular transit 

services. It is important to preserve the integrity of ADA paratransit services for those individuals who 

have few or no alternate modes of travel. Typically, agency program requirements entail the transport of 

individuals who may not otherwise be eligible for ADA paratransit services. This may include people with 

cognitive disabilities or mental illness. Building on the partnership concept or collaborative approach to 

mobility management, opportunity exists for Omnitrans staff to assume responsibility for the facilitation of 

agency- or program-specific transportation. 

It is recommended that Omnitrans: 

• Embrace the concept of mobility management in order to bring a more broadbased 

perspective to transportation service delivery; and 

• Encourage the use of subscription trips for services tailored to meet specific 

travel needs and requirements of local programs and agency specific 

transportation. 

Ancillary Demand Management Strategies 

Free Fare Policy – In order to encourage ADA paratransit registrants to voluntarily use conventional 

transit (possibly for some of their trips, some of the time), Omnitrans should consider instituting a free fare 

policy. This policy will provide for the free use of accessible conventional transit services for a select 

experimental group of ADA paratransit registrants for a six-month pilot period. It is important that the 

administration develop an evaluation framework in order to gauge the effectiveness of this initiative. 

Given the potential benefits (not only in cost savings for Omnitrans, but in the further integration and 

expansion of transportation options available to ADA paratransit service registrants), it is recommended 

that the administration select a sample of approximately 100 frequent ADA paratransit users to participate 

in a six-month pilot. It is suggested that one half of the sample be requested to maintain a trip diary. 

It is interesting to note that the experience in the paratransit industry with “free fare” policy is that while 

there may not be a significant number of trips “off-loaded” from the ADA paratransit service, registrants 

typically have increased their trip making rate and have chosen to make additional discretionary trips. 

This is viewed as an additional benefit of this policy as paratransit customers choose to “get out and 

about” more frequently. 

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9.7.5 TECHNOLOGY PLAN 

Access currently uses Trapeze’s PASS paratransit scheduling software for reservations, scheduling and 

dispatching. The software is used essentially to build trips based on the receipt of advanced booked 

reservations. Access’ staff reports that this system of trip reservations and scheduling works and is costeffective. 

Trip insertions are done based on a manual understanding of trip origins and destinations, 

relatively short travel distances, and the generally good coverage the existing fleet is able to provide. For 

the foreseeable future there is no need to upgrade existing software. The latest iteration of the Trapeze 

software was upgraded in mid-December 2006. 

Furthermore, existing software is capable of: 

• Addressing requirements for negotiating pick-up times. 

• Expanded use of subscription trip bookings and the preparation of trip templates. 

• Addressing a fleet mix incorporating the use of taxis. 

• Conditional and trip-by-trip eligibility. 

• Accommodating trip confirmations at time of trip booking. 

The software currently has a functional interface with the Siemens Mobile Data Terminals (MDTs) and 

Automatic Vehicle Locating (AVL) capabilities. Customer interface elements including Interactive Voice 

Response (IVR) and web-based service access should be considered for inclusion into future system 

upgrades. 

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10. SERVICE PLAN – FINANCIALLY CONSTRAINED 

Based on the Constrained Plan identified in Section 9.4, a Financially Constrained Service Plan has been 

developed for implementation over the FY 2007-2011 period (while the SRTP covers the period from FY 

2008-2013, implementation of the Constrained Plan identified in Section 9.4 began in May 2007 and will 

continue through to FY 2011). Note that the definition of the term “financially constrained” used herein 

varies somewhat from the industry-standard definition, which is a plan whose resource needs are limited 

to available funding. The Financially Constrained Service Plan described here does not fully draw-down 

the funds potentially available to Omnitrans. However, the ability to draw the funds is contingent on 

Omnitrans continuing to consistently meet a farebox recovery ratio of 20%; for the reasons discussed 

elsewhere in this document, the Omnitrans Board has decided to set a systemwide farebox recovery 

target of 25% to buffer against unforeseen cost spikes or ridership drops. The farebox recovery goal 

therefore becomes the limiting factor in Omnitrans’ ability to add service, and is essentially a financial 

constraint since non-attainment of the goal would jeopardize Omnitrans’ sources of operating funds. 

10.1 Stage 1 FY 2007 

The first stage of the Constrained Service Plan was implemented in May 2007. It covered the following 

route and service changes: 

Route 1 – Saturday frequency reduced from 15-30 to 30-60 minutes 

Route 8 – Diversion to Citrus Plaza eliminated on all days 

Route 11 – Unproductive trips reduced on Saturdays 

Route 14L – Discontinued 

Route 15 – Unproductive trips reduced on weekdays. Sunday frequencies reduced from 30 to 60 

minutes. 

Route 19 – Unproductive trips reduced on Saturdays 

Route 20 – Sunday frequencies reduced from 30 to 60 minutes 

Route 22 – Weekday frequencies reduced from 20 to 30 minutes 

Route 28 – Service reduced to peak periods only 

Route 31 – Discontinued 

Route 62 - Unproductive trips reduced on weekdays 

Route 68 – Discontinued on Sundays 

Route 75 – Unproductive trips reduced on weekdays 

Route 90 – Montclair section discontinued. Frequencies improved to 30 minutes on Riverside section. 

These changes reduced annual revenue hours by 44,000 and the peak fleet by eight buses. The existing 

system now provides 634,300 annual revenue hours and has a peak fleet of 138 buses. The weekday 

service characteristics of the existing system are shown in Figure 10-1 through Figure 10-3. 

July 11, 2007 206

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Figure 10-1: Stage 1 Constrained Service Plan for Omnitrans Fixed Route East Valley Routes (Weekdays) – (a) 

HEADWAY TRIP TIME (min) PKRUN BUSES REVENUE VEHICLE HOURS Est. Pass. 




2.5 5.8 3.0 4.6 15.8 * 

sb 4:38am-10:22pm 

4.0 5.8 3.0 4.5 17.3 * 

Arrowhead Reg. Med Ctr-E St.&Cnb 6.3 15 15 15 15 27 3 27 3 27 3 25 3 14.0 2.0 2.0 2.0 1.9 5.0 11.5 6.0 8.5 31.0 

sb 6.9 15 15 15 15 30 15 30 15 30 15 27 5 13.8 3.0 3.0 3.0 2.1 12.0 17.3 9.0 9.6 47.9 

Tripper 1.0 1.0 1.0 2.6 3.6 

E St.&Court - Sterling & Date Planb 6.3 30 30 30 30 28 3 28 3 28 3 28 3 13.4 1.0 1.0 1.0 1.0 2.6 5.9 3.1 3.7 15.3 

sb 5.1 30 30 30 30 27 2 27 2 27 2 27 2 11.3 1.0 1.0 1.0 1.0 3.9 5.6 2.9 3.4 15.7 

Total Route 1 24.5 112 23 112 23 112 23 107 13 13.1 8.0 8.0 7.0 6.0 24.5 42.9 21.0 25.1 113.4 4061 36 

2: Cal State-E Street-Loma Lindsb4:20am-10:20pm 4.3 6.0 2.9 4.3 17.5 

nb5:20am -9:25pm 3.6 6.0 2.8 3.8 16.2 


nb 6.3 15 15 15 30 26 10 26 10 26 10 22 5 14.5 2.4 2.4 2.4 0.9 8.6 14.4 6.7 3.4 33.1 

Tripper 1.0 2.0 2.0 


nb 6.8 15 15 15 30 34 34 34 28 11.9 2.3 2.3 2.3 0.9 6.0 13.6 6.3 3.5 29.5 

Total Route 2 26.1 118 17 118 17 118 17 108 12 13.3 9.0 9.0 10.0 4.0 27.6 54.0 27.6 16.2 125.5 4807 38 


wb4:24am-10:29pm 4.5 6.0 3.0 3.5 17.0 

4th St.&Arrowhd-Bldr&Baseline ( eb 12.2 20 20 20 30 51 5 51 5 51 5 51 5 14.3 2.8 2.8 2.8 1.9 11.2 16.8 8.4 6.1 42.5 

Boulder&Baseline-4thSt&E St. (3 wb 12.2 20 20 20 30 51 15 51 15 51 15 51 5 14.3 3.3 3.3 3.3 1.9 14.7 19.8 9.9 6.5 50.9 


Bldr&Baseline-4th&Arrowhead (4 wb 6.4 20 20 20 30 25 19 25 19 25 19 25 9 15.3 2.2 2.2 2.2 1.1 8.8 13.2 6.6 3.7 32.3 

4thSt&ESt - Boulder&Baseline (3 eb 6.4 20 20 20 30 29 5 29 5 29 5 29 5 13.2 1.7 1.7 1.7 1.1 7.6 10.2 5.1 4.0 26.8 

Total Route 3/4 37.0 156 44 156 44 156 44 156 24 14.2 10.0 10.0 10.0 6.0 42.3 60.0 30.0 20.3 152.6 6275 41 

5: San Bndo-Del Rosa-Cal Stat nb 5:50am-9:50pm 3.9 6.0 3.0 3.5 16.4 

sb 4:58am-9:28pm 3.8 6.0 3.0 3.5 16.3 


sb 5.1 30 30 30 30 23 5 23 5 23 5 23 5 13.3 0.9 0.9 0.9 0.9 3.5 5.6 2.8 3.3 15.2 

Del Rosa&Highland - Cal State Unb 7.3 30 30 30 30 30 7 30 7 30 7 30 7 14.6 1.2 1.2 1.2 1.2 4.8 7.4 3.7 4.3 20.2 

sb 7.3 30 30 30 30 30 30 30 30 14.6 1.0 1.0 1.0 1.0 3.8 6.0 3.0 3.5 16.3 

Total Route 5 24.6 108 12 108 12 108 12 108 12 13.7 4.0 4.0 4.0 4.0 15.4 24.0 12.0 14.0 65.4 1984 30 

7: San Bdno-Sierra Way-Cal St nb 6:05am-7:05pm 3.0 6.0 3.0 0.9 12.9 

sb 5:06am-6:06pm 3.9 6.0 3.0 0.7 13.6 


sb 5.8 30 30 30 30 25 11 25 11 25 11 25 11 13.8 1.2 1.2 1.2 1.2 4.7 7.2 3.6 0.8 16.3 


sb 3.2 60 60 60 60 11 11 11 11 17.5 0.2 0.2 0.2 0.2 0.7 1.1 0.6 0.1 2.5 

Cal State - Kendall&Palm nb 4.2 60 60 60 60 13 11 13 11 13 11 13 11 19.2 0.4 0.4 0.4 0.4 1.2 2.4 1.2 0.4 5.2 

sb 2.3 60 60 60 60 8 5 8 5 8 5 8 5 17.3 0.2 0.2 0.2 0.2 0.8 1.3 0.7 0.2 2.9 

Total Route 7 23.4 93 30 93 30 93 30 93 30 15.1 3.0 3.0 3.0 3.0 10.4 18.0 9.0 2.4 39.8 1129 28 


wb 5:02am-9:02pm 4.0 6.0 3.0 2.8 15.8 

4th&E St-Redlands&Mountain Vieeb 7.1 60 60 60 60 21 21 21 21 20.1 0.4 0.4 0.4 0.4 1.2 2.1 1.1 1.1 5.4 

wb 7.8 60 60 60 60 24 10 24 10 24 10 24 10 19.5 0.6 0.6 0.6 0.6 2.3 3.4 1.7 1.6 9.0 

Redlands&MtnView-Redlands Maeb 4.8 60 60 60 60 24 24 24 24 12.0 0.4 0.4 0.4 0.4 1.4 2.4 1.2 1.2 6.2 

wb 4.8 60 60 60 60 24 24 24 24 12.0 0.4 0.4 0.4 0.4 1.6 2.4 1.2 1.1 6.3 


wb 11.0 60 60 60 60 33 33 33 33 20.0 0.6 0.6 0.6 0.6 2.2 3.3 1.7 1.5 8.7 

Total Route 8 47.3 161 19 161 19 161 19 161 19 17.6 3.0 3.0 3.0 3.0 11.3 18.0 9.0 8.7 47.0 900 19 

9: San Bdno-Redlands-Yucaipaeb 6:10am-9:05pm 3.0 6.0 3.0 4.0 16.0 

wb 4:33am-8:33pm 4.9 6.0 3.0 4.0 17.9 


wb 8.5 60 60 60 60 34 15 34 15 34 15 34 15 14.9 0.8 0.8 0.8 0.8 4.0 4.9 2.5 3.3 14.6 


wb 4.4 60 60 60 60 14 14 14 14 18.8 0.2 0.2 0.2 0.2 1.1 1.4 0.7 0.9 4.2 


wb 10.5 60 60 60 60 34 34 34 34 18.6 0.6 0.6 0.6 0.6 2.7 3.4 1.7 2.3 10.1 

Total Route 9 45.9 160 20 160 20 160 20 160 20 17.2 3.0 3.0 3.0 3.0 12.0 18.0 9.0 12.0 51.0 1177 23 

10: Fontana-Baseline-San Bdnowb 5:35am-6:35pm 3.3 6.5 2.5 1.0 13.3 

eb 5:30am-7:30pm 3.3 6.0 3.0 1.5 13.8 


eb 11.1 30 30 30 45 38 15 38 15 38 15 38 15 17.6 1.8 1.8 1.8 1.2 5.8 10.6 5.3 1.8 23.5 

Baseline&Citrus - FontanaMetrol wb 2.6 30 30 30 30 12 5 12 5 12 5 12 6 13.0 0.6 0.6 0.6 0.6 1.8 3.7 1.4 0.6 7.5 

eb 3.1 30 30 30 41 12 12 12 12 15.3 0.4 0.4 0.4 0.3 1.3 2.4 1.2 0.4 5.4 

Total Route 10 27.9 100 20 100 20 100 20 100 21 16.7 4.0 4.0 4.0 3.0 13.1 24.9 11.1 3.7 52.8 1611 30 

11: San Bdno-Muscoy-Cal Stat nb 5:25am-9:25pm 3.7 6.0 3.0 3.8 16.5 

sb 5:27am-9:55pm 3.7 6.0 3.0 4.1 16.7 


sb 4.8 30 30 30 30 20 6 20 11 20 11 20 11 14.3 0.9 1.0 1.0 1.0 3.2 6.2 3.1 4.2 16.6 


sb 6.7 30 30 30 30 32 27 27 27 12.6 1.1 0.9 0.9 0.9 3.9 5.4 2.7 3.6 15.6 

Total Route 11 22.9 99 21 94 26 94 26 94 26 13.9 4.0 4.0 4.0 4.0 14.6 24.0 12.0 15.7 66.3 1402 21 



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Figure 10-2: Stage 1 Constrained Service Plan for Omnitrans Fixed Route East Valley Routes (Weekdays) – (b) 





14: Fontana-Foothill-San Bern. wb3:46am-10:02pm 4.0 6.0 3.0 4.1 17.1 * 

eb4:35am-10:20pm 3.5 6.0 3.0 4.4 16.9 * 

4th&Arrowhead-Fontana Metrolinwb 9.8 15 15 15 30 45 5 45 5 45 5 45 5 13.1 3.3 3.3 3.3 1.7 13.3 20.0 10.0 6.8 50.1 

Tripper 1.0 1.0 1.0 

Fontana ML-4th&Arrowhead eb 9.8 15 15 15 30 45 10 45 10 45 10 37 3 13.1 3.7 3.7 3.7 1.3 12.8 22.0 11.0 5.9 51.7 

Total Route 14 19.6 90 15 90 15 90 15 82 8 13.1 8.0 7.0 7.0 3.0 27.2 42.0 21.0 12.6 102.8 4518 44 

15: Fontana-SanB/Highland-Reeb 5:30am-9:40pm 2.5 6.0 3.0 3.8 15.3 

wb 5:05am-9:45pm 2.8 6.0 3.0 3.8 15.6 


wb 12.2 30 30 30 30 49 15 49 15 49 15 49 15 15.0 2.1 2.1 2.1 2.1 6.0 12.8 6.4 8.1 33.3 


wb 16.7 30 30 30 30 59 5 59 5 59 5 59 5 17.0 2.1 2.1 2.1 2.1 6.0 12.8 6.4 5.3 30.5 

Total Route 15 57.8 208 32 208 32 208 32 208 32 16.7 8.0 8.0 8.0 8.0 21.3 48.0 24.0 25.0 118.3 2660 22 


eb5:30am-10:00pm 2.5 6.0 3.0 3.8 15.3 


eb 14.9 30 30 30 30 60 15 60 15 60 15 60 15 14.9 2.5 2.5 2.5 2.5 6.3 15.0 7.5 9.4 38.1 

Arrowhead RMC - Fontana MLinkwb 7.4 30 30 30 30 30 5 30 5 30 5 30 5 14.8 1.2 1.2 1.2 1.2 3.7 7.0 3.5 2.6 16.8 

eb 7.4 30 30 30 30 30 5 30 5 30 5 30 5 14.8 1.2 1.2 1.2 1.2 2.9 7.0 3.5 4.4 17.8 

Total Route 19 44.6 180 30 180 30 180 30 180 30 14.9 7.0 7.0 7.0 7.0 19.7 42.0 21.0 21.3 103.9 2640 25 

20: FontanaML-Hemlock-Kaise sb 5:35am-9:05pm 3.0 6.0 3.0 2.8 14.8 

nb 4:57am-9:27pm 3.6 6.0 3.0 3.0 15.6 

Fontana Metrolink - Randall&Hemsb 3.2 30 30 30 30 9 9 9 9 21.4 0.3 0.3 0.3 0.3 0.9 1.8 0.9 0.8 4.4 

nb 2.9 30 30 30 30 14 15 14 15 14 15 14 15 12.5 1.0 1.0 1.0 1.0 3.4 5.8 2.9 2.9 15.0 

Randall&Hemlock - Marygold&Si sb 3.0 30 30 30 30 13 13 13 13 14.0 0.4 0.4 0.4 0.4 1.3 2.6 1.3 1.2 6.4 

nb 3.0 30 30 30 30 9 9 9 9 20.3 0.3 0.3 0.3 0.3 1.1 1.8 0.9 0.9 4.7 

Total Route 20 12.2 45 15 45 15 45 15 45 15 16.3 2.0 2.0 2.0 2.0 6.7 12.0 6.0 5.9 30.6 780 26 


sb 5:05am-9:50pm 4.0 6.0 3.0 3.2 16.2 

Arrowhead RMC-Live Oak&Rvrsdnb 11.3 30 30 30 30 47 8 47 8 47 8 47 8 14.5 1.8 1.8 1.8 1.8 7.5 11.0 5.5 5.5 29.5 

sb 11.7 30 30 30 30 50 15 50 15 50 15 50 15 14.1 2.2 2.2 2.2 2.2 8.7 13.0 6.5 6.9 35.1 

Total Route 22 23.1 97 23 97 23 97 23 97 23 14.3 4.0 4.0 4.0 4.0 16.2 24.0 12.0 12.4 64.6 1888 29 

28: Southridge-Slover Av-Kaisewb 6:02am-6:02pm 2.7 3.0 5.7 

eb 6:31am-6:31pm 2.5 3.0 5.5 

Marygold&Sierra-Slover&Mulberr wb 4.8 60 60 60 20 20 14.4 0.3 0.3 0.8 0.9 1.7 

eb 5.4 60 60 60 21 6 21 6 15.5 0.5 0.5 1.3 1.5 2.8 

Slover&Mulberry-Slover&Marley cw 3.2 60 60 60 13 13 14.5 0.2 0.2 0.5 0.7 1.2 

54 6 54 6 1.0 1.0 2.6 3.1 5.7 100 18 


wb 7:10am-6:10pm 2.0 6.0 3.9 11.9 


wb 5.7 60 60 60 25 10 25 10 25 10 13.7 0.6 0.6 0.6 1.2 3.5 2.3 6.9 

Total Route 29 11.5 50 10 50 10 50 10 13.7 1.0 1.0 1.0 2.0 6.0 3.9 11.9 245 21 



wb 4:56am-9:30pm 4.0 6.0 3.0 4.8 17.8 



nb 12.0 30 30 30 30 28 28 28 28 25.7 0.9 0.9 0.9 0.9 3.7 5.6 2.8 4.5 16.6 

Total Route 90 24.0 55 5 55 5 55 5 55 5 26.2 2.0 2.0 2.0 2.0 8.0 12.0 6.0 9.5 35.5 645 18 




July 11, 2007 208

IBI GROUP 




Figure 10-3: Stage 1 Constrained Service Plan for Omnitrans Fixed Route West Valley Routes (Weekdays) 




60:OntCC-ChaffeyColl-OntMillseb 5:10am-9:10pm 4.0 6.0 3.0 3.3 16.3 * 

wb 4:40am-8:40pm 4.0 6.0 3.0 3.0 16.0 * 


nb 7.2 30 30 30 30 27 27 27 27 16.0 0.9 0.9 0.9 0.9 3.6 5.4 2.7 2.7 14.4 


wb 8.8 60 60 60 60 30 30 30 30 17.6 0.5 0.5 0.5 0.5 2.0 3.0 1.5 1.5 8.0 

Total Route 60 32.2 113 7 113 7 113 7 113 7 17.1 3.0 3.0 3.0 3.0 12.0 18.0 9.0 9.5 48.5 732 15 

61:Fontana-OntarioMills-Pomoeb 4:40am-9:05pm 3.7 6.0 3.0 3.0 15.7 

wb4:20am-10:20pm 4.0 6.0 3.0 3.7 16.6 


wb 6.6 15 15 15 30 32 12 32 12 32 12 32 12 12.5 2.9 2.9 2.9 1.5 11.7 17.6 8.8 3.2 41.2 

Ontario Transfer Center - Airport eb 3.2 15 15 15 30 17 17 17 17 11.3 1.1 1.1 1.1 0.6 4.2 6.8 3.4 1.7 16.1 

wb 3.7 15 15 15 30 12 2 12 2 12 2 12 2 18.5 0.9 0.9 0.9 0.5 3.7 5.6 2.8 0.8 12.9 


wb 13.0 15 15 15 30 45 45 45 45 17.4 3.0 3.0 3.0 1.5 11.9 18.0 9.0 5.5 44.4 

Total Route 61 45.3 183 27 183 27 183 27 183 27 14.9 14.0 14.0 14.0 7.0 53.7 84.0 42.0 20.1 199.9 5729 29 


sb 5:26am-8:23pm 3.0 6.0 3.0 3.0 15.0 

Chino Transit Ctr-Ontario TC nb 6.7 30 30 30 30 22 22 22 22 18.2 0.7 0.7 0.7 0.7 1.6 4.4 2.2 2.6 10.8 

sb 6.4 30 30 30 30 22 19 22 19 22 19 22 19 17.6 1.4 1.4 1.4 1.4 4.1 8.2 4.1 4.0 20.4 

Ontario Transit Ctr-Montclair TC nb 5.4 30 30 30 30 20 20 20 20 16.2 0.7 0.7 0.7 0.7 2.0 4.0 2.0 2.3 10.3 

sb 5.2 30 30 30 30 20 20 20 20 15.5 0.7 0.7 0.7 0.7 2.0 4.0 2.0 2.0 10.0 

Montclair Transcenter-19th&Eucl nb 6.4 30 30 30 30 23 23 23 23 16.7 0.8 0.8 0.8 0.8 2.3 4.6 2.3 2.7 11.9 

sb 6.4 30 30 30 30 24 24 24 24 16.0 0.8 0.8 0.8 0.8 2.4 4.8 2.4 2.4 12.0 

Total Route 62 23.4 131 19 131 19 131 19 131 19 10.7 5.0 5.0 5.0 5.0 14.4 30.0 15.0 16.0 75.4 1600 21 


sb 5:45am-9:45pm 3.0 6.0 3.0 3.6 15.6 


sb 6.4 30 30 30 55 27 17 27 17 27 17 27 6 14.2 1.5 1.5 1.5 0.6 4.4 8.8 4.4 2.1 19.7 

Sultana&D St - San Antonio Hos nb 7.1 30 30 30 55 30 2 30 2 30 2 30 2 14.2 1.1 1.1 1.1 0.6 3.2 6.4 3.2 1.7 14.5 

sb 5.3 30 30 30 55 21 21 21 21 15.1 0.7 0.7 0.7 0.4 2.1 4.2 2.1 1.4 9.8 

Total Route 63 25.2 99 21 99 21 99 21 99 10 15.3 4.0 4.0 4.0 2.0 12.0 24.0 12.0 6.5 54.5 1214 22 


nb 4:53am-9:53pm 4.0 6.0 3.0 4.2 17.2 

A/B:Montclair Transcenter- Chinosb 6.6 30 30 30 30 24 24 24 24 16.6 0.8 0.8 0.8 0.8 3.2 4.8 2.4 3.4 13.8 

nb 6.6 30 30 30 30 21 15 21 15 21 15 21 15 19.0 1.2 1.2 1.2 1.2 4.8 7.2 3.6 5.0 20.6 

A: ChinoTC-ChinoHillsMPvia Chi sb 3.6 60 60 60 60 14 14 14 14 15.5 0.2 0.2 0.2 0.2 0.9 1.4 0.7 1.0 4.0 

nb 3.6 60 60 60 60 15 15 15 15 14.5 0.3 0.3 0.3 0.3 1.0 1.5 0.8 1.0 4.3 

B: ChinoTC-ChinoHillsMPvia Edi sb 3.9 60 60 60 60 15 15 15 15 15.8 0.3 0.3 0.3 0.3 1.0 1.5 0.8 1.1 4.3 

nb 3.9 60 60 60 60 15 15 15 15 15.8 0.3 0.3 0.3 0.3 1.0 1.5 0.8 1.0 4.3 

A/B: ChinoHillsMP- LosSerronos cw 2.7 30 30 30 30 19 12 19 12 19 12 19 12 8.5 1.0 1.0 1.0 1.0 4.1 6.2 3.1 4.3 17.8 

Total Route 65 31.1 123 27 123 27 123 27 123 27 15.2 4.0 4.0 4.0 4.0 16.1 24.1 12.1 16.8 69.1 1426 21 


eb5:00am -9:15pm 4.0 6.0 3.0 2.9 15.9 

Fontana Metrolink - Montclair TCwb 16.4 15 15 15 30 66 15 66 15 66 15 66 20 14.9 5.4 5.4 5.4 2.9 18.8 32.4 16.2 10.5 77.9 

eb 16.7 15 15 15 30 75 9 75 9 75 9 75 19 13.3 5.6 5.6 5.6 3.1 19.2 33.6 16.8 8.7 78.3 

Total Route 68 33.1 141 24 141 24 141 24 141 39 14.1 11.0 11.0 11.0 6.0 38.0 66.0 33.0 19.2 156.2 3238 21 

67: Ontario-Baseline-Fontana nb 5:25am-6:35pm 4.0 6.0 3.8 13.8 

sb 6:05am-7:05pm 3.8 6.0 3.9 13.7 

D St& Sultana - Euclid&Baseline nb 4.5 60 60 60 16 16 16 16.8 0.3 0.3 0.3 1.1 1.6 1.0 3.7 

sb 3.9 60 60 60 15 8 15 8 15 8 15.5 0.4 0.4 0.4 1.5 2.3 1.5 5.3 

Euclid&Baseline - Fontana Metro eb 14.2 60 60 60 63 11 63 11 63 11 13.5 1.2 1.2 1.2 4.9 7.4 4.6 17.0 

wb 14.2 60 60 60 67 67 67 12.7 1.1 1.1 1.1 4.2 6.7 4.4 15.3 

Total Route 67 36.8 161 19 161 19 161 19 0 0 13.7 3.0 3.0 3.0 11.7 18.0 11.5 41.2 676 16 

68: Chino-Montclair-Ch.Collegenb 5:25am-9:07pm 3.5 6.0 3.0 3.0 15.5 

sb 5:00am-9:19pm 3.5 6.0 2.5 3.1 15.1 

Chino Transit Center- Montclair Tnb 7.9 30 30 30 30 35 3 35 3 35 3 32 3 13.5 1.3 1.3 1.3 1.2 4.4 7.6 3.8 3.5 19.3 

sb 7.9 30 30 30 30 30 22 30 22 30 22 30 10 15.7 1.7 1.7 1.7 1.3 6.1 10.4 4.3 4.1 24.9 

Montclair Transcenter- ChaffeyCoeb 12.4 30 30 30 30 51 15 51 15 51 15 51 4 14.6 2.2 2.2 2.2 1.8 7.7 13.2 6.6 5.5 33.0 

wb 12.4 30 30 30 30 54 54 54 50 13.8 1.8 1.8 1.8 1.7 6.3 10.8 4.5 5.2 26.8 

Total Route 68 40.5 170 40 170 40 170 40 163 17 14.3 7.0 7.0 7.0 6.0 24.5 42.0 19.2 18.3 104.0 1770 17 

70:Ontario-via Riverside-Ont Meb 6:34am-7:20pm 3.0 6.0 3.0 1.8 13.8 

wb 6:44am-8:24pm 3.0 6.0 3.0 3.0 15.0 

D St& Sultana -Ontario Mills eb 13.0 60 60 60 60 39 32 39 32 39 32 39 32 19.9 1.2 1.2 1.2 1.2 3.6 7.1 3.6 2.1 16.3 

wb 12.0 60 60 60 60 41 8 41 8 41 8 41 8 17.6 0.8 0.8 0.8 0.8 2.5 4.9 2.5 2.5 12.3 

Total Route 70 25.0 80 40 80 40 80 40 80 40 18.7 2.0 2.0 2.0 2.0 6.0 12.0 6.0 4.5 28.5 476 17 

71:Kaiser-S.Ridge-R.Cucamon eb 5:10am-9:07pm 4.0 6.0 3.0 3.0 16.0 

wb 5:35am-8:35pm 4.0 6.0 3.0 2.6 15.6 


wb 4.0 60 60 60 60 18 10 18 10 18 10 18 10 13.3 0.5 0.5 0.5 0.5 1.9 2.8 1.4 1.2 7.3 

Etiwanda&Jurupa-Jurupa&Cherryeb 2.4 60 60 60 60 10 10 10 10 14.4 0.2 0.2 0.2 0.2 0.7 1.0 0.5 0.5 2.7 

wb 2.4 60 60 60 60 10 10 10 10 14.4 0.2 0.2 0.2 0.2 0.7 1.0 0.5 0.4 2.6 

Jurupa&Cherry- Fontana Metrolineb 8.2 60 60 60 60 30 10 30 10 30 10 30 10 16.5 0.7 0.7 0.7 0.7 2.7 4.0 2.0 2.0 10.7 

wb 8.2 60 60 60 60 30 30 30 30 16.5 0.5 0.5 0.5 0.5 2.0 3.0 1.5 1.3 7.8 

Fontana ML - Sierra&Sierra Lakeeb 4.1 60 60 60 60 15 15 15 15 16.4 0.3 0.3 0.3 0.3 1.0 1.5 0.8 0.8 4.0 

wb 4.1 60 60 60 60 15 9 15 9 15 9 15 9 16.4 0.4 0.4 0.4 0.4 1.6 2.4 1.2 1.0 6.2 

Total Route 71 38.9 151 29 151 29 151 29 151 29 15.4 3.0 3.0 3.0 3.0 12.0 18.0 9.0 8.4 47.4 1075 23 

75:Ontario-via Francis-Ont Mil eb 6:05-9:00a/3:05-6:00p 2.8 3.0 5.8 

wb 6:24-9:19a/3:24-6:19p 2.8 3.0 5.8 

D St& Sultana -Ontario Mills eb 13.1 60 60 30 30 26.2 0.5 0.5 1.4 1.5 2.9 

wb 11.6 60 60 30 30 23.2 0.5 0.5 1.4 1.5 2.9 

Total Route 75 24.7 60 60 24.7 1.0 1.0 2.8 3.0 5.8 180 31 


Total Stage 1 System 16.2 138 135 137 100 478 806 409 324 2,017 54938 27 



July 11, 2007 209

IBI GROUP 




10.2 Stage 2 FY 2008 

The second stage of the Constrained Service Plan is to be implemented in September 2007. It covers 

the following route and service changes: 

Route 8 – Eliminate the 4th Street diversion in the north end 

Route 28 – Discontinue (to be replaced by an extended Route 71) 

Route 60 – Discontinue east section from Chaffey College (to be replaced by an extended Route 70). 

Extend west section along Holt to the Ontario Transcenter and then to Mountain and the Montclair 

Transcenter to replace Route 62 in this corridor. The extension, between the Ontario and Montclair 

Transcenters, would have 30-minute frequencies similar to Route 62 in this corridor. The Chaffey College 

section east of the Ontario Transcenter would not have Sunday service. Reduce the weekday span to 15 

hours. 

Route 62 – Discontinue present service north of the Ontario Transcenter (to be replaced by an extension 

of Route 60 and 67). Extend the route to run on Euclid to 21 st St. in the north end. On weekdays and 

Saturdays, extend the south end to serve Mountain, the new Chaffey College on Eucalyptus, and Chino 

Hills Marketplace. Use Edison until the roads are completed in this area. Interline or time-transfer Route 

62 with Route 65 at Chino Hills Marketplace for direct service from the south end to Chino Hills and the 

Central corridor. 

Route 65 – Discontinue the Los Serranos loop and replace with a shorter loop using Valle Vista. Reduce 

mid-day and evening frequencies on the loop from 30 to 60-minutes. 

Route 67 – Discontinue the Euclid section and extend to the Montclair Transcenter via 19th, Mountain 

and 7th replacing Route 62 in these corridors. Increase weekday peak period frequencies from 60 to 30- 

minutes. 

Route 70 – Restructure the south end section to serve the Francis, Riverside and Haven corridors to the 

Ontario Mills Mall. Extend the route north to the Rancho Cucamonga Metrolink Station on Milliken, the 

Civic Center at Haven and Foothill, and the areas served by the east section of Route 60 to Chaffey 

College. These changes will enable Routes 60 East and 75 to be discontinued. 

Route 71 – Restructure the west section to serve the Cherry, Mulberry, Marley, and Jurupa corridors in 

South Ridge, and the Etiwanda and 4 th St. corridors to the Ontario Mills Mall, enabling Route 28 to be 

discontinued. Drop the Poplar-Citrus loop and extend the east section up Sierra to South Highland and 

the Sierra Lakes Parkway. 

Route 75 – Discontinue (to be replaced by a restructured Route 70) 

The Stage 2 changes will be revenue hours neutral, as they will result in no net increase in the revenue 

hours resulting from the Stage 1 changes. The Stage 2 weekday service characteristics are shown in 

Figure 10-4 through Figure 10-6. 

July 11, 2007 210

IBI GROUP 









2.5 5.8 3.0 4.6 15.8 * 

sb 4:38am-10:22pm 

4.0 5.8 3.0 4.5 17.3 * 


sb 6.9 15 15 15 15 30 15 30 15 30 15 27 5 13.8 3.0 3.0 3.0 2.1 12.0 17.3 9.0 9.6 47.9 

Tripper 1.0 1.0 1.0 2.6 3.6 


sb 5.1 30 30 30 30 27 2 27 2 27 2 27 2 11.3 1.0 1.0 1.0 1.0 3.9 5.6 2.9 3.4 15.7 

Total Route 1 24.5 112 23 112 23 112 23 107 13 13.1 8.0 8.0 7.0 6.0 24.5 42.9 21.0 25.1 113.4 4061 36 


nb5:20am -9:25pm 3.6 6.0 2.8 3.8 16.2 


nb 6.3 15 15 15 30 26 10 26 10 26 10 22 5 14.5 2.4 2.4 2.4 0.9 8.6 14.4 6.7 3.4 33.1 

Tripper 1.0 2.0 2.0 


nb 6.8 15 15 15 30 34 34 34 28 11.9 2.3 2.3 2.3 0.9 6.0 13.6 6.3 3.5 29.5 

Total Route 2 26.1 118 17 118 17 118 17 108 12 13.3 9.0 9.0 10.0 4.0 27.6 54.0 27.6 16.2 125.5 4807 38 


wb4:24am-10:29pm 4.5 6.0 3.0 3.5 17.0 

4th St.&Arrowhd-Bldr&Baseline ( eb 12.2 20 20 20 30 51 5 51 5 51 5 51 5 14.3 2.8 2.8 2.8 1.9 11.2 16.8 8.4 6.1 42.5 



Bldr&Baseline-4th&Arrowhead (4wb 6.4 20 20 20 30 25 19 25 19 25 19 25 9 15.3 2.2 2.2 2.2 1.1 8.8 13.2 6.6 3.7 32.3 

4thSt&ESt - Boulder&Baseline (3 eb 6.4 20 20 20 30 29 5 29 5 29 5 29 5 13.2 1.7 1.7 1.7 1.1 7.6 10.2 5.1 4.0 26.8 

Total Route 3/4 37.0 156 44 156 44 156 44 156 24 14.2 10.0 10.0 10.0 6.0 42.3 60.0 30.0 20.3 152.6 6275 41 


sb 4:58am-9:28pm 3.8 6.0 3.0 3.5 16.3 

E St&Court - Del Rosa&Highlandnb 4.9 30 30 30 30 25 25 25 25 11.7 0.8 0.8 0.8 0.8 3.3 5.0 2.5 2.9 13.7 

sb 5.1 30 30 30 30 23 5 23 5 23 5 23 5 13.3 0.9 0.9 0.9 0.9 3.5 5.6 2.8 3.3 15.2 


sb 7.3 30 30 30 30 30 30 30 30 14.6 1.0 1.0 1.0 1.0 3.8 6.0 3.0 3.5 16.3 

Total Route 5 24.6 108 12 108 12 108 12 108 12 13.7 4.0 4.0 4.0 4.0 15.4 24.0 12.0 14.0 65.4 1984 30 


sb 5:06am-6:06pm 3.9 6.0 3.0 0.7 13.6 


sb 5.8 30 30 30 30 25 11 25 11 25 11 25 11 13.8 1.2 1.2 1.2 1.2 4.7 7.2 3.6 0.8 16.3 


sb 3.2 60 60 60 60 11 11 11 11 17.5 0.2 0.2 0.2 0.2 0.7 1.1 0.6 0.1 2.5 


sb 2.3 60 60 60 60 8 5 8 5 8 5 8 5 17.3 0.2 0.2 0.2 0.2 0.8 1.3 0.7 0.2 2.9 

Total Route 7 23.4 93 30 93 30 93 30 93 30 15.1 3.0 3.0 3.0 3.0 10.4 18.0 9.0 2.4 39.8 1129 28 


wb 5:02am-9:02pm 4.0 6.0 3.0 2.8 15.8 


wb 7.8 60 60 60 60 24 10 24 10 24 10 24 10 19.5 0.6 0.6 0.6 0.6 2.3 3.4 1.7 1.6 9.0 


wb 4.8 60 60 60 60 24 24 24 24 12.0 0.4 0.4 0.4 0.4 1.6 2.4 1.2 1.1 6.3 


wb 11.0 60 60 60 60 33 33 33 33 20.0 0.6 0.6 0.6 0.6 2.2 3.3 1.7 1.5 8.7 

Total Route 8 47.3 161 19 161 19 161 19 161 19 17.6 3.0 3.0 3.0 3.0 11.3 18.0 9.0 8.7 47.0 900 19 


wb 4:33am-8:33pm 4.9 6.0 3.0 4.0 17.9 


wb 8.5 60 60 60 60 34 15 34 15 34 15 34 15 14.9 0.8 0.8 0.8 0.8 4.0 4.9 2.5 3.3 14.6 


wb 4.4 60 60 60 60 14 14 14 14 18.8 0.2 0.2 0.2 0.2 1.1 1.4 0.7 0.9 4.2 


wb 10.5 60 60 60 60 34 34 34 34 18.6 0.6 0.6 0.6 0.6 2.7 3.4 1.7 2.3 10.1 

Total Route 9 45.9 160 20 160 20 160 20 160 20 17.2 3.0 3.0 3.0 3.0 12.0 18.0 9.0 12.0 51.0 1177 23 


eb 5:30am-7:30pm 3.3 6.0 3.0 1.5 13.8 


eb 11.1 30 30 30 45 38 15 38 15 38 15 38 15 17.6 1.8 1.8 1.8 1.2 5.8 10.6 5.3 1.8 23.5 


eb 3.1 30 30 30 41 12 12 12 12 15.3 0.4 0.4 0.4 0.3 1.3 2.4 1.2 0.4 5.4 

Total Route 10 27.9 100 20 100 20 100 20 100 21 16.7 4.0 4.0 4.0 3.0 13.1 24.9 11.1 3.7 52.8 1611 30 


sb 5:27am-9:55pm 3.7 6.0 3.0 4.1 16.7 


sb 4.8 30 30 30 30 20 6 20 11 20 11 20 11 14.3 0.9 1.0 1.0 1.0 3.2 6.2 3.1 4.2 16.6 


sb 6.7 30 30 30 30 32 27 27 27 12.6 1.1 0.9 0.9 0.9 3.9 5.4 2.7 3.6 15.6 

Total Route 11 22.9 99 21 94 26 94 26 94 26 13.9 4.0 4.0 4.0 4.0 14.6 24.0 12.0 15.7 66.3 1402 21 



July 11, 2007 211

IBI GROUP 




Figure 10-5: Stage 2 Constrained Service Plan for Omnitrans Fixed Route East Valley Routes (Weekdays) – (b) 






eb4:35am-10:20pm 3.5 6.0 3.0 4.4 16.9 * 


Fontana ML-4th&Arrowhead eb 9.8 15 15 15 30 45 10 45 10 45 10 37 3 13.1 3.7 3.7 3.7 1.3 12.8 22.0 11.0 5.9 51.7 

Total Route 14 19.6 90 15 90 15 90 15 82 8 13.1 7.0 7.0 7.0 3.0 27.2 42.0 21.0 12.6 102.8 4518 44 


wb 5:05am-9:45pm 2.8 6.0 3.0 3.8 15.6 


wb 12.2 30 30 30 30 49 15 49 15 49 15 49 15 15.0 2.1 2.1 2.1 2.1 6.0 12.8 6.4 8.1 33.3 


wb 16.7 30 30 30 30 59 5 59 5 59 5 59 5 17.0 2.1 2.1 2.1 2.1 6.0 12.8 6.4 5.3 30.5 

Total Route 15 57.8 208 32 208 32 208 32 208 32 16.7 8.0 8.0 8.0 8.0 21.3 48.0 24.0 25.0 118.3 2660 22 


eb5:30am-10:00pm 2.5 6.0 3.0 3.8 15.3 


eb 14.9 30 30 30 30 60 15 60 15 60 15 60 15 14.9 2.5 2.5 2.5 2.5 6.3 15.0 7.5 9.4 38.1 


eb 7.4 30 30 30 30 30 5 30 5 30 5 30 5 14.8 1.2 1.2 1.2 1.2 2.9 7.0 3.5 4.4 17.8 

Total Route 19 44.6 180 30 180 30 180 30 180 30 14.9 7.0 7.0 7.0 7.0 19.7 42.0 21.0 21.3 103.9 2640 25 


nb 4:57am-9:27pm 3.6 6.0 3.0 3.0 15.6 


nb 2.9 30 30 30 30 14 15 14 15 14 15 14 15 12.5 1.0 1.0 1.0 1.0 3.4 5.8 2.9 2.9 15.0 


nb 3.0 30 30 30 30 9 9 9 9 20.3 0.3 0.3 0.3 0.3 1.1 1.8 0.9 0.9 4.7 

Total Route 20 12.2 45 15 45 15 45 15 45 15 16.3 2.0 2.0 2.0 2.0 6.7 12.0 6.0 5.9 30.6 780 26 


sb 5:05am-9:50pm 4.0 6.0 3.0 3.2 16.2 


sb 11.7 30 30 30 30 50 15 50 15 50 15 50 15 14.1 2.2 2.2 2.2 2.2 8.7 13.0 6.5 6.9 35.1 

Total Route 22 23.1 97 23 97 23 97 23 97 23 14.3 4.0 4.0 4.0 4.0 16.2 24.0 12.0 12.4 64.6 1888 29 



wb 7:10am-6:10pm 2.0 6.0 3.9 11.9 


wb 5.7 60 60 60 25 10 25 10 25 10 13.7 0.6 0.6 0.6 1.2 3.5 2.3 6.9 

Total Route 29 11.5 50 10 50 10 50 10 13.7 1.0 1.0 1.0 2.0 6.0 3.9 11.9 245 21 



wb 4:56am-9:30pm 4.0 6.0 3.0 4.8 17.8 



nb 12.0 30 30 30 30 28 28 28 28 25.7 0.9 0.9 0.9 0.9 3.7 5.6 2.8 4.5 16.6 

Total Route 90 24.0 55 5 55 5 55 5 55 5 26.2 2.0 2.0 2.0 2.0 8.0 12.0 6.0 9.5 35.5 645 18 




July 11, 2007 212

IBI GROUP 









wb 5:26am-8:47pm 3.0 6.0 3.0 3.0 15.0 * 

Montclair TC-Ontario TC sb 5.2 30 30 30 60 20 10 20 10 20 10 20 10 15.6 1.0 1.0 1.0 0.5 3.0 6.0 3.0 1.5 13.5 

nb 5.4 30 30 30 60 20 10 20 10 20 10 20 10 16.2 1.0 1.0 1.0 0.5 3.0 6.0 3.0 1.5 13.5 

Ontario TC-Chaffey College eb 11.5 60 60 60 60 58 2 58 2 58 2 58 2 11.9 1.0 1.0 1.0 1.0 3.0 6.0 3.0 3.0 15.0 

wb 11.3 60 60 60 60 60 60 60 60 11.3 1.0 1.0 1.0 1.0 3.0 6.0 3.0 3.0 15.0 

Total Route 60 33.4 158 22 158 22 158 22 158 22 12.7 4.0 4.0 4.0 3.0 12.0 24.0 12.0 9.0 57.0 980 17 


wb4:20am-10:20pm 4.0 5.8 3.3 4.3 17.3 


wb 6.6 16 15 15 30 29 11 32 12 32 12 32 12 13.7 2.5 2.9 2.9 1.5 10.0 16.9 9.5 4.2 40.6 


wb 3.7 16 15 15 30 16 2 12 2 12 2 12 2 13.9 1.1 0.9 0.9 0.5 4.5 5.4 3.0 1.2 14.1 


wb 13.0 16 15 15 30 42 45 45 45 18.6 2.6 3.0 3.0 1.5 10.5 17.3 9.8 6.5 44.0 

Total Route 61 45.3 175 31 183 27 183 27 183 27 15.5 13.0 14.0 14.0 7.0 49.7 80.5 45.5 24.2 199.9 5729 29 

62: Chino-Euclid-N. Upland ** nb 5:48am-9:18pm 3.0 6.0 3.0 3.3 15.3 

sb 5:26am-8:23pm 3.0 6.0 3.0 3.0 15.0 

ChinoHillsMP-OntarioTC via Chanb 9.5 30 30 30 30 32 34 32 34 17.8 1.1 1.1 1.1 1.1 3.2 6.8 3.2 3.7 16.9 

sb 9.5 30 30 30 30 32 7 34 5 32 7 34 5 17.8 1.3 1.3 1.3 1.3 3.9 7.8 3.9 3.9 19.5 


sb 6.0 30 60 30 60 22 5 18 22 5 18 16.4 0.9 0.3 0.9 0.3 2.7 1.8 2.7 0.9 8.1 

Total Route 62 31.2 108 12 104 5 108 12 104 5 17.3 4.0 3.0 4.0 3.0 12.0 18.2 12.0 9.5 51.7 1130 22 


sb 5:45am-9:45pm 3.0 6.0 3.0 3.6 15.6 


sb 6.4 30 30 30 55 27 17 27 17 27 17 27 6 14.2 1.5 1.5 1.5 0.6 4.4 8.8 4.4 2.1 19.7 


sb 5.3 30 30 30 55 21 21 21 21 15.1 0.7 0.7 0.7 0.4 2.1 4.2 2.1 1.4 9.8 

Total Route 63 25.2 99 21 99 21 99 21 99 10 15.3 4.0 4.0 4.0 2.0 12.0 24.0 12.0 6.5 54.5 1214 22 


nb 4:53am-9:53pm 4.0 6.0 3.0 4.2 17.2 


nb 6.6 30 30 30 30 21 5 21 5 21 5 21 5 19.0 0.9 0.9 0.9 0.9 3.5 5.2 2.6 3.6 14.9 

A ChinoTC-ChinoHillsMPvia Chinsb 3.6 60 60 60 60 12 12 12 12 18.1 0.2 0.2 0.2 0.2 0.8 1.2 0.6 0.8 3.4 

nb 3.6 60 60 60 60 12 12 12 12 18.1 0.2 0.2 0.2 0.2 0.8 1.2 0.6 0.8 3.4 

B ChinoTC-ChinoHillsMPvia Edissb 3.9 60 60 60 60 15 15 15 15 15.8 0.3 0.3 0.3 0.3 1.0 1.5 0.8 1.1 4.3 

nb 3.9 60 60 60 60 15 15 15 15 15.8 0.3 0.3 0.3 0.3 1.0 1.5 0.8 1.0 4.3 

B:ChinoHillsMP- ValleVista Loop cw 2.7 30 60 30 60 15 15 15 15 15 15 10.8 0.5 0.5 0.5 0.5 2.0 3.0 1.5 2.1 8.6 

Total Route 65 31.1 112 5 112 20 112 5 112 20 16.7 3.0 3.0 3.0 3.0 12.0 18.0 9.0 12.5 51.5 1426 28 


eb5:00am -9:15pm 4.0 6.0 3.0 2.9 15.9 


eb 16.7 15 15 15 30 75 9 75 9 75 9 75 19 13.3 5.6 5.6 5.6 3.1 19.2 33.6 16.8 8.7 78.3 

Total Route 68 33.1 141 24 141 24 141 24 141 39 14.1 11.0 11.0 11.0 6.0 38.0 66.0 33.0 19.2 156.2 3238 21 


sb 6:05am-9:05pm 3.0 6.0 3.9 3.0 15.9 


sb 6.4 30 60 30 60 23 5 23 5 23 5 23 5 16.7 0.9 0.5 0.9 0.5 2.8 2.8 3.6 1.4 10.6 


wb 15.0 30 60 30 60 60 60 60 60 15.0 2.0 1.0 2.0 1.0 6.0 6.0 7.8 3.0 22.8 

Total Route 67 42.8 165 15 165 15 165 15 165 15 15.6 6.0 3.0 6.0 3.0 19.5 18.0 23.4 9.0 69.9 1207 17 


sb 5:00am-9:19pm 3.5 6.0 2.5 3.1 15.1 


sb 7.9 30 30 30 30 30 22 30 22 30 22 30 10 15.7 1.7 1.7 1.7 1.3 6.1 10.4 4.3 4.1 24.9 


wb 12.4 30 30 30 30 54 54 54 50 13.8 1.8 1.8 1.8 1.7 6.3 10.8 4.5 5.2 26.8 

Total Route 68 40.5 170 40 170 40 170 40 163 17 14.3 7.0 7.0 7.0 6.0 24.5 42.0 19.2 18.3 104.0 1770 17 


wb 6:44am-8:24pm 2.5 6.0 3.0 2.0 13.5 


wb 12.0 60 60 60 60 41 8 41 8 41 8 41 8 17.6 0.8 0.8 0.8 0.8 2.0 4.9 2.5 1.6 11.0 


sb 3.7 60 60 60 60 13 13 13 13 17.1 0.2 0.2 0.2 0.2 0.5 1.3 0.7 0.4 2.9 

Foothill&Haven - Chaffey Collegenb 7.4 60 60 60 60 25 10 25 10 25 10 25 10 17.8 0.6 0.6 0.6 0.6 1.5 3.5 1.8 0.9 7.6 

sb 7.4 60 60 60 60 25 25 25 25 17.8 0.4 0.4 0.4 0.4 1.0 2.5 1.3 0.8 5.6 

Total Route 70 47.2 162 18 162 18 162 18 162 18 17.5 3.0 3.0 3.0 3.0 7.5 18.0 9.0 5.2 39.7 800 20 



wb 5:35am-8:35pm 4.0 6.0 3.0 2.6 15.6 


wb 4.0 60 60 60 60 18 10 18 10 18 10 18 10 13.3 0.5 0.5 0.5 0.5 1.9 2.8 1.4 1.2 7.3 


wb 2.4 60 60 60 60 10 10 10 10 14.4 0.2 0.2 0.2 0.2 0.7 1.0 0.5 0.4 2.6 


wb 8.2 60 60 60 60 30 30 30 30 16.5 0.5 0.5 0.5 0.5 2.0 3.0 1.5 1.3 7.8 


wb 4.1 60 60 60 60 15 9 15 9 15 9 15 9 16.4 0.4 0.4 0.4 0.4 1.6 2.4 1.2 1.0 6.2 

Total Route 71 38.9 151 29 151 29 151 29 151 29 15.4 3.0 3.0 3.0 3.0 12.0 18.0 9.0 8.4 47.4 1075 23 


** Route 62 interlined with Route 65 at Chino Hills Marketplace Total Stage 2 System 16.2 137 134 138 101 471 796 419 327 2,013 55291 27 



July 11, 2007 213

IBI GROUP 




10.3 Stage 3 FY 2009 

The third stage of the Constrained Service Plan is to be implemented in September 2008. It covers the 

following route and service changes: 

Route 1 – Reduce weekday evening frequencies from 15 to 30-minutes 

Routes 3/4 – Cut recovery time in half to save one bus on the combined routes 

Route 66 – Reduce weekday mid-day frequencies from 15 to 30-minutes 

Route 68 – Start services one-half hour later on morning weekdays, and reduce weekday evening 

frequencies from 30 to 60-minutes 

The Stage 3 changes should reduce annual revenue hours by 21,000 and the peak fleet by one bus. The 

Stage 3 weekday service characteristics are shown in Figure 10-7 through Figure 10-9. 

July 11, 2007 214

IBI GROUP 









2.5 5.8 3.0 4.6 15.8 * 

sb 4:38am-10:22pm 

4.0 5.8 3.0 4.5 17.3 * 


sb 6.9 15 15 15 30 30 15 30 15 30 15 27 5 13.8 3.0 3.0 3.0 1.1 12.0 17.3 9.0 4.8 43.1 

Tripper 1.0 1.0 1.0 3.5 4.5 


sb 5.1 30 30 30 30 27 2 27 2 27 2 27 2 11.3 1.0 1.0 1.0 1.0 3.9 5.6 2.9 3.4 15.7 

Total Route 1 24.5 112 23 112 23 112 23 107 13 13.1 8.0 8.0 7.0 4.0 24.5 43.8 21.0 16.1 105.3 4000 38 


nb5:20am -9:25pm 3.6 6.0 2.8 3.8 16.2 


nb 6.3 15 15 15 30 26 10 26 10 26 10 22 5 14.5 2.4 2.4 2.4 0.9 8.6 14.4 6.7 3.4 33.1 

Tripper 1.0 2.0 2.0 


nb 6.8 15 15 15 30 34 34 34 28 11.9 2.3 2.3 2.3 0.9 6.0 13.6 6.3 3.5 29.5 

Total Route 2 26.1 118 17 118 17 118 17 108 12 13.3 9.0 9.0 10.0 4.0 27.6 54.0 27.6 16.2 125.5 4807 38 


wb4:24am-10:29pm 4.5 6.0 3.0 3.5 17.0 

4th St.&Arrowhd-Bldr&Baseline ( eb 12.2 20 20 20 30 54 54 54 54 13.5 2.7 2.7 2.7 1.8 10.8 16.2 8.1 5.4 40.5 




4thSt&ESt - Boulder&Baseline (3 eb 6.4 20 20 20 30 29 29 29 29 13.2 1.5 1.5 1.5 1.0 6.5 8.7 4.4 3.4 22.9 

Total Route 3/4 37.0 163 17 163 17 163 17 163 17 13.6 9.0 9.0 9.0 6.0 38.1 54.0 27.0 19.6 138.7 6275 45 


sb 4:58am-9:28pm 3.8 6.0 3.0 3.5 16.3 


sb 5.1 30 30 30 30 23 5 23 5 23 5 23 5 13.3 0.9 0.9 0.9 0.9 3.5 5.6 2.8 3.3 15.2 


sb 7.3 30 30 30 30 30 30 30 30 14.6 1.0 1.0 1.0 1.0 3.8 6.0 3.0 3.5 16.3 

Total Route 5 24.6 108 12 108 12 108 12 108 12 13.7 4.0 4.0 4.0 4.0 15.4 24.0 12.0 14.0 65.4 1984 30 


sb 5:06am-6:06pm 3.9 6.0 3.0 0.7 13.6 


sb 5.8 30 30 30 30 25 11 25 11 25 11 25 11 13.8 1.2 1.2 1.2 1.2 4.7 7.2 3.6 0.8 16.3 


sb 3.2 60 60 60 60 11 11 11 11 17.5 0.2 0.2 0.2 0.2 0.7 1.1 0.6 0.1 2.5 


sb 2.3 60 60 60 60 8 5 8 5 8 5 8 5 17.3 0.2 0.2 0.2 0.2 0.8 1.3 0.7 0.2 2.9 

Total Route 7 23.4 93 30 93 30 93 30 93 30 15.1 3.0 3.0 3.0 3.0 10.4 18.0 9.0 2.4 39.8 1129 28 


wb 5:02am-9:02pm 4.0 6.0 3.0 2.8 15.8 


wb 7.8 60 60 60 60 24 10 24 10 24 10 24 10 19.5 0.6 0.6 0.6 0.6 2.3 3.4 1.7 1.6 9.0 


wb 4.8 60 60 60 60 24 24 24 24 12.0 0.4 0.4 0.4 0.4 1.6 2.4 1.2 1.1 6.3 


wb 11.0 60 60 60 60 33 33 33 33 20.0 0.6 0.6 0.6 0.6 2.2 3.3 1.7 1.5 8.7 

Total Route 8 47.3 161 19 161 19 161 19 161 19 17.6 3.0 3.0 3.0 3.0 11.3 18.0 9.0 8.7 47.0 900 19 


wb 4:33am-8:33pm 4.9 6.0 3.0 4.0 17.9 


wb 8.5 60 60 60 60 34 15 34 15 34 15 34 15 14.9 0.8 0.8 0.8 0.8 4.0 4.9 2.5 3.3 14.6 


wb 4.4 60 60 60 60 14 14 14 14 18.8 0.2 0.2 0.2 0.2 1.1 1.4 0.7 0.9 4.2 


wb 10.5 60 60 60 60 34 34 34 34 18.6 0.6 0.6 0.6 0.6 2.7 3.4 1.7 2.3 10.1 

Total Route 9 45.9 160 20 160 20 160 20 160 20 17.2 3.0 3.0 3.0 3.0 12.0 18.0 9.0 12.0 51.0 1177 23 


eb 5:30am-7:30pm 3.3 6.0 3.0 1.5 13.8 


eb 11.1 30 30 30 45 38 15 38 15 38 15 38 15 17.6 1.8 1.8 1.8 1.2 5.8 10.6 5.3 1.8 23.5 


eb 3.1 30 30 30 41 12 12 12 12 15.3 0.4 0.4 0.4 0.3 1.3 2.4 1.2 0.4 5.4 

Total Route 10 27.9 100 20 100 20 100 20 100 21 16.7 4.0 4.0 4.0 3.0 13.1 24.9 11.1 3.7 52.8 1611 30 


sb 5:27am-9:55pm 3.7 6.0 3.0 4.1 16.7 


sb 4.8 30 30 30 30 20 6 20 11 20 11 20 11 14.3 0.9 1.0 1.0 1.0 3.2 6.2 3.1 4.2 16.6 


sb 6.7 30 30 30 30 32 27 27 27 12.6 1.1 0.9 0.9 0.9 3.9 5.4 2.7 3.6 15.6 

Total Route 11 22.9 99 21 94 26 94 26 94 26 13.9 4.0 4.0 4.0 4.0 14.6 24.0 12.0 15.7 66.3 1402 21 



July 11, 2007 215

IBI GROUP 




Figure 10-8: Stage 3 Constrained Service Plan for Omnitrans Fixed Route East Valley Routes (Weekdays) 

– (b) 






eb4:35am-10:20pm 3.5 6.0 3.0 4.4 16.9 * 



Total Route 14 19.6 90 15 90 15 90 15 82 8 13.1 7.0 7.0 7.0 3.0 27.2 42.0 21.0 12.6 102.8 4518 44 


wb 5:05am-9:45pm 2.8 6.0 3.0 3.8 15.6 


wb 12.2 30 30 30 30 49 15 49 15 49 15 49 15 15.0 2.1 2.1 2.1 2.1 6.0 12.8 6.4 8.1 33.3 


wb 16.7 30 30 30 30 59 5 59 5 59 5 59 5 17.0 2.1 2.1 2.1 2.1 6.0 12.8 6.4 5.3 30.5 

Total Route 15 57.8 208 32 208 32 208 32 208 32 16.7 8.0 8.0 8.0 8.0 21.3 48.0 24.0 25.0 118.3 2660 22 


eb5:30am-10:00pm 2.5 6.0 3.0 3.8 15.3 


eb 14.9 30 30 30 30 60 15 60 15 60 15 60 15 14.9 2.5 2.5 2.5 2.5 6.3 15.0 7.5 9.4 38.1 


eb 7.4 30 30 30 30 30 5 30 5 30 5 30 5 14.8 1.2 1.2 1.2 1.2 2.9 7.0 3.5 4.4 17.8 

Total Route 19 44.6 180 30 180 30 180 30 180 30 14.9 7.0 7.0 7.0 7.0 19.7 42.0 21.0 21.3 103.9 2640 25 


nb 4:57am-9:27pm 3.6 6.0 3.0 3.0 15.6 


nb 2.9 30 30 30 30 14 15 14 15 14 15 14 15 12.5 1.0 1.0 1.0 1.0 3.4 5.8 2.9 2.9 15.0 


nb 3.0 30 30 30 30 9 9 9 9 20.3 0.3 0.3 0.3 0.3 1.1 1.8 0.9 0.9 4.7 

Total Route 20 12.2 45 15 45 15 45 15 45 15 16.3 2.0 2.0 2.0 2.0 6.7 12.0 6.0 5.9 30.6 780 26 


sb 5:05am-9:50pm 4.0 6.0 3.0 3.2 16.2 


sb 11.7 30 30 30 30 50 15 50 15 50 15 50 15 14.1 2.2 2.2 2.2 2.2 8.7 13.0 6.5 6.9 35.1 

Total Route 22 23.1 97 23 97 23 97 23 97 23 14.3 4.0 4.0 4.0 4.0 16.2 24.0 12.0 12.4 64.6 1888 29 



wb 7:10am-6:10pm 2.0 6.0 3.9 11.9 


wb 5.7 60 60 60 25 10 25 10 25 10 13.7 0.6 0.6 0.6 1.2 3.5 2.3 6.9 

Total Route 29 11.5 50 10 50 10 50 10 13.7 1.0 1.0 1.0 2.0 6.0 3.9 11.9 245 21 



wb 4:56am-9:30pm 4.0 6.0 3.0 4.8 17.8 



nb 12.0 30 30 30 30 28 28 28 28 25.7 0.9 0.9 0.9 0.9 3.7 5.6 2.8 4.5 16.6 

Total Route 90 24.0 55 5 55 5 55 5 55 5 26.2 2.0 2.0 2.0 2.0 8.0 12.0 6.0 9.5 35.5 645 18 




July 11, 2007 216

IBI GROUP 









wb 4:40am-8:40pm 3.0 6.0 3.0 3.0 15.0 * 


nb 7.2 30 30 30 60 20 10 20 10 20 10 20 10 21.6 1.0 1.0 1.0 0.5 3.0 6.0 3.0 1.5 13.5 


wb 8.8 60 60 60 60 60 60 60 60 8.8 1.0 1.0 1.0 1.0 3.0 6.0 3.0 3.0 15.0 

Total Route 60 32.2 158 22 158 22 158 22 158 22 12.2 4.0 4.0 4.0 3.0 12.0 24.0 12.0 9.0 57.0 980 17 


wb4:20am-10:20pm 4.0 5.8 3.3 4.3 17.3 


wb 6.6 16 15 15 30 29 11 32 12 32 12 32 12 13.7 2.5 2.9 2.9 1.5 10.0 16.9 9.5 4.2 40.6 


wb 3.7 16 15 15 30 16 2 12 2 12 2 12 2 13.9 1.1 0.9 0.9 0.5 4.5 5.4 3.0 1.2 14.1 


wb 13.0 16 15 15 30 42 45 45 45 18.6 2.6 3.0 3.0 1.5 10.5 17.3 9.8 6.5 44.0 

Total Route 61 45.3 175 31 183 27 183 27 183 27 15.5 13.0 14.0 14.0 7.0 49.7 80.5 45.5 24.2 199.9 5729 29 


sb 5:26am-8:23pm 3.0 6.0 3.0 3.0 15.0 

ChinoHillsMP-OntarioTC via Chanb 9.5 30 30 30 30 32 34 32 34 17.8 1.1 1.1 1.1 1.1 3.2 6.8 3.2 3.7 16.9 

sb 9.5 30 30 30 30 32 7 34 5 32 7 34 5 17.8 1.3 1.3 1.3 1.3 3.9 7.8 3.9 3.8 19.4 


sb 6.0 30 60 30 60 22 5 18 22 5 18 16.4 0.9 0.3 0.9 0.3 2.7 1.8 2.7 0.9 8.1 

Total Route 62 31.2 108 12 104 5 108 12 104 5 17.3 4.0 3.0 4.0 3.0 12.0 18.2 12.0 9.5 51.7 1130 22 


sb 5:45am-9:45pm 3.0 6.0 3.0 3.6 15.6 


sb 6.4 30 30 30 55 27 17 27 17 27 17 27 6 14.2 1.5 1.5 1.5 0.6 4.4 8.8 4.4 2.1 19.7 


sb 5.3 30 30 30 55 21 21 21 21 15.1 0.7 0.7 0.7 0.4 2.1 4.2 2.1 1.4 9.8 

Total Route 63 25.2 99 21 99 21 99 21 99 10 15.3 4.0 4.0 4.0 2.0 12.0 24.0 12.0 6.5 54.5 1214 22 


nb 4:53am-9:53pm 4.0 6.0 3.0 4.2 17.2 


nb 6.6 30 30 30 30 21 5 21 5 21 5 21 5 19.0 0.9 0.9 0.9 0.9 3.5 5.2 2.6 3.6 14.9 

A ChinoTC-ChinoHillsMPviaChin sb 3.6 60 60 60 60 12 12 12 12 18.1 0.2 0.2 0.2 0.2 0.8 1.2 0.6 0.8 3.4 

nb 3.6 60 60 60 60 12 12 12 12 18.1 0.2 0.2 0.2 0.2 0.8 1.2 0.6 0.8 3.4 

B ChinoTC-ChinoHillsMPviaEdis sb 3.9 60 60 60 60 15 15 15 15 15.8 0.3 0.3 0.3 0.3 1.0 1.5 0.8 1.1 4.3 

nb 3.9 60 60 60 60 15 15 15 15 15.8 0.3 0.3 0.3 0.3 1.0 1.5 0.8 1.0 4.3 

A/B ChinoHillsMP- Valla Vista Locw 2.7 30 60 30 60 15 15 15 15 15 15 10.8 0.5 0.5 0.5 0.5 2.0 3.0 1.5 2.1 8.6 

Total Route 65 31.1 112 5 112 20 112 5 112 20 16.7 3.0 3.0 3.0 3.0 12.0 18.0 9.0 12.5 51.5 1300 25 


eb5:00am -9:15pm 4.0 6.0 3.0 2.6 15.6 


eb 16.7 15 30 15 30 75 9 75 19 75 9 75 19 13.3 5.6 3.1 5.6 3.1 19.2 18.8 16.8 7.8 62.6 

Total Route 68 33.1 141 24 141 39 141 24 141 39 14.1 11.0 6.0 11.0 6.0 38.0 36.0 33.0 18.3 125.3 2673 21 


sb 6:05am-9:05pm 3.0 6.0 3.9 3.0 15.9 


sb 6.4 30 60 30 60 23 5 23 5 23 5 23 5 16.7 0.9 0.5 0.9 0.5 2.8 2.8 3.6 1.4 10.6 


wb 15.0 30 60 30 60 60 60 60 60 15.0 2.0 1.0 2.0 1.0 6.0 6.0 7.8 3.0 22.8 

Total Route 67 42.8 165 15 165 15 165 15 165 15 15.6 6.0 3.0 6.0 3.0 19.5 18.0 23.4 9.0 69.9 1207 17 


sb 5:49am-9:19pm 2.5 6.0 3.0 3.0 14.5 


sb 7.9 30 30 30 60 30 22 30 22 30 22 30 10 15.7 1.7 1.7 1.7 0.7 4.3 10.4 5.2 2.1 22.0 


wb 12.4 30 30 30 60 54 54 54 50 13.8 1.8 1.8 1.8 0.9 4.5 10.8 5.4 2.7 23.4 

Total Route 68 40.5 170 40 170 40 170 40 163 17 14.3 7.0 7.0 7.0 3.0 17.5 42.0 21.0 9.0 89.5 1569 18 


wb 6:44am-8:24pm 2.5 6.0 3.0 2.0 13.5 


wb 12.0 60 60 60 60 41 8 41 8 41 8 41 8 17.6 0.8 0.8 0.8 0.8 2.0 4.9 2.5 1.6 11.0 


sb 3.7 60 60 60 60 13 13 13 13 17.1 0.2 0.2 0.2 0.2 0.5 1.3 0.7 0.4 2.9 


sb 7.4 60 60 60 60 25 25 25 25 17.8 0.4 0.4 0.4 0.4 1.0 2.5 1.3 0.8 5.6 

Total Route 70 47.2 162 18 162 18 162 18 162 18 17.5 3.0 3.0 3.0 3.0 7.5 18.0 9.0 5.2 39.7 800 20 



wb 5:35am-8:35pm 4.0 6.0 3.0 2.6 15.6 


wb 4.0 60 60 60 60 18 10 18 10 18 10 18 10 13.3 0.5 0.5 0.5 0.5 1.9 2.8 1.4 1.2 7.3 


wb 2.4 60 60 60 60 10 10 10 10 14.4 0.2 0.2 0.2 0.2 0.7 1.0 0.5 0.4 2.6 


wb 8.2 60 60 60 60 30 30 30 30 16.5 0.5 0.5 0.5 0.5 2.0 3.0 1.5 1.3 7.8 


wb 4.1 60 60 60 60 15 9 15 9 15 9 15 9 16.4 0.4 0.4 0.4 0.4 1.6 2.4 1.2 1.0 6.2 

Total Route 71 38.9 151 29 151 29 151 29 151 29 15.4 3.0 3.0 3.0 3.0 12.0 18.0 9.0 8.4 47.4 1075 23 





July 11, 2007 217

IBI GROUP 




10.4 Stage 4 FY 2010/2011 

The fourth stage of the Constrained Service Plan is to be implemented by FY 2011. It covers the 

following route and service changes, which will likely be implemented in September 2009: 

Route 302 – Add sbX in the Route 2 corridor between 6:00 a.m. and 6:00 p.m. on weekdays. This limited 

stop service would operate between Kendall and Palm in North San Bernardino and Barton and Prospect 

in Loma Linda. It would have 10-minute frequencies to supplement the Route 2 daytime service on 

weekdays. 

Route 2 – Reduce daytime frequencies on weekdays from 15 to 20-minutes 

Route 7 – Shorten Route 7 to terminate at Cal State. This is made possible by having Route 302 operate 

from Kendall and Palm. 

The Stage 4 changes should increase annual revenue hours by 21,000 and the peak fleet by seven 

buses. The Stage 4 weekday service characteristics are shown in Figure 10-10 through Figure 10-12. 

When the Constrained Service Plan is completely implemented, annual revenue hours should be about 

the same as the present system. Figure 10-13 provides a summary of the impacts of each stage on 

revenue hours, buses and operators. 

July 11, 2007 218

IBI GROUP 









2.5 5.8 3.0 4.6 15.8 * 

sb 4:38am-10:22pm 

4.0 5.8 3.0 4.5 17.3 * 


sb 6.9 15 15 15 30 30 15 30 15 30 15 27 5 13.8 3.0 3.0 3.0 1.1 12.0 17.3 9.0 4.8 43.1 

Tripper 1.0 1.0 1.0 3.5 4.5 


sb 5.1 30 30 30 30 27 2 27 2 27 2 27 2 11.3 1.0 1.0 1.0 1.0 3.9 5.6 2.9 3.4 15.7 

Total Route 1 24.5 112 23 112 23 112 23 107 13 13.1 8.0 8.0 7.0 4.0 24.5 43.8 21.0 16.1 105.3 4000 38 


nb5:20am -9:25pm 3.6 6.0 2.8 3.8 16.2 


nb 6.3 20 20 20 30 24 2 24 2 24 2 22 5 15.7 1.3 1.3 1.3 0.9 4.7 7.8 3.6 3.4 19.5 


nb 6.8 20 20 20 30 34 34 34 28 11.9 1.7 1.7 1.7 0.9 4.9 10.2 4.8 3.5 23.4 

Total Route 2 26.1 116 4 116 4 116 4 108 12 13.5 6.0 6.0 6.0 4.0 20.2 36.0 17.1 16.2 89.5 4000 45 

302: Kendall-ESt-Loma Linda sbX sb 4:20am-6:20pm 2.5 6.0 3.2 12.0 

nb 5:20am-6:25pm 2.5 6.0 3.2 12.0 


nb 4.2 10 10 10 16 16 16 15.8 1.6 1.6 1.6 4.0 9.6 5.1 18.7 


nb 6.3 10 10 10 19 5 19 5 19 5 19.9 2.4 2.4 2.4 6.0 14.4 7.7 28.1 


nb 6.8 10 10 10 22 5 22 5 22 5 18.5 2.7 2.7 2.7 6.8 16.2 8.6 31.6 

Total Route 302 32.6 105 15 105 15 105 15 18.6 12.0 12.0 12.0 - 30.0 72.0 38.4 140.4 2200 16 


wb4:24am-10:29pm 4.5 6.0 3.0 3.5 17.0 






Total Route 3/4 37.0 158 22 158 22 158 22 158 22 14.1 9.0 9.0 9.0 6.0 38.0 54.0 27.0 19.5 138.5 6275 45 


sb 4:58am-9:28pm 3.8 6.0 3.0 3.5 16.3 


sb 5.1 30 30 30 30 23 5 23 5 23 5 23 5 13.3 0.9 0.9 0.9 0.9 3.5 5.6 2.8 3.3 15.2 

Del Rosa&Highland - Cal State Univ. nb 7.3 30 30 30 30 30 7 30 7 30 7 30 7 14.6 1.2 1.2 1.2 1.2 4.8 7.4 3.7 4.3 20.2 

sb 7.3 30 30 30 30 30 30 30 30 14.6 1.0 1.0 1.0 1.0 3.8 6.0 3.0 3.5 16.3 

Total Route 5 24.6 108 12 108 12 108 12 108 12 13.7 4.0 4.0 4.0 4.0 15.4 24.0 12.0 14.0 65.4 1984 30 


sb 5:06am-6:06pm 3.9 6.0 3.0 0.7 13.6 


sb 5.8 30 30 30 30 24 3 24 3 24 3 24 3 14.4 0.9 0.9 0.9 0.9 3.5 5.4 2.7 0.6 12.2 


sb 3.2 60 60 60 60 11 11 11 11 17.5 0.2 0.2 0.2 0.2 0.7 1.1 0.6 0.1 2.5 

Total Route 7 17.0 68 4 68 4 68 4 68 4 15.0 2.0 2.0 2.0 2.0 7.0 12.0 6.0 1.6 26.6 1000 38 


wb 5:02am-9:02pm 4.0 6.0 3.0 2.8 15.8 


wb 7.8 60 60 60 60 24 10 24 10 24 10 24 10 19.5 0.6 0.6 0.6 0.6 2.3 3.4 1.7 1.6 9.0 


wb 4.8 60 60 60 60 24 24 24 24 12.0 0.4 0.4 0.4 0.4 1.6 2.4 1.2 1.1 6.3 


wb 11.0 60 60 60 60 33 33 33 33 20.0 0.6 0.6 0.6 0.6 2.2 3.3 1.7 1.5 8.7 

Total Route 8 47.3 161 19 161 19 161 19 161 19 17.6 3.0 3.0 3.0 3.0 11.3 18.0 9.0 8.7 47.0 900 19 


wb 4:33am-8:33pm 4.9 6.0 3.0 4.0 17.9 


wb 8.5 60 60 60 60 34 15 34 15 34 15 34 15 14.9 0.8 0.8 0.8 0.8 4.0 4.9 2.5 3.3 14.6 


wb 4.4 60 60 60 60 14 14 14 14 18.8 0.2 0.2 0.2 0.2 1.1 1.4 0.7 0.9 4.2 


wb 10.5 60 60 60 60 34 34 34 34 18.6 0.6 0.6 0.6 0.6 2.7 3.4 1.7 2.3 10.1 

Total Route 9 45.9 160 20 160 20 160 20 160 20 17.2 3.0 3.0 3.0 3.0 12.0 18.0 9.0 12.0 51.0 1177 23 


eb 5:30am-7:30pm 3.3 6.0 3.0 1.5 13.8 


eb 11.1 30 30 30 45 38 15 38 15 38 15 38 15 17.6 1.8 1.8 1.8 1.2 5.8 10.6 5.3 1.8 23.5 


eb 3.1 30 30 30 41 12 12 12 12 15.3 0.4 0.4 0.4 0.3 1.3 2.4 1.2 0.4 5.4 

Total Route 10 27.9 100 20 100 20 100 20 100 21 16.7 4.0 4.0 4.0 3.0 13.1 24.9 11.1 3.7 52.8 1611 30 



July 11, 2007 219

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Figure 10-11: Stage 4 Constrained Service Plan for Omnitrans Fixed Route East Valley 

Routes (Weekdays) – (b) 






sb 5:27am-9:55pm 3.7 6.0 3.0 4.1 16.7 * 


sb 4.8 30 30 30 30 20 6 20 11 20 11 20 11 14.3 0.9 1.0 1.0 1.0 3.2 6.2 3.1 4.2 16.6 


sb 6.7 30 30 30 30 32 27 27 27 12.6 1.1 0.9 0.9 0.9 3.9 5.4 2.7 3.6 15.6 

Total Route 11 22.9 99 21 94 26 94 26 94 26 13.9 4.0 4.0 4.0 4.0 14.6 24.0 12.0 15.7 66.3 1402 21 


eb4:35am-10:20pm 3.5 6.0 3.0 4.4 16.9 



Total Route 14 19.6 90 15 90 15 90 15 82 8 13.1 7.0 7.0 7.0 3.0 27.2 42.0 21.0 12.6 102.8 4518 44 


wb 5:05am-9:45pm 2.8 6.0 3.0 3.8 15.6 


wb 12.2 30 30 30 30 49 15 49 15 49 15 49 15 15.0 2.1 2.1 2.1 2.1 6.0 12.8 6.4 8.1 33.3 


wb 16.7 30 30 30 30 59 5 59 5 59 5 59 5 17.0 2.1 2.1 2.1 2.1 6.0 12.8 6.4 5.3 30.5 

Total Route 15 57.8 208 32 208 32 208 32 208 32 16.7 8.0 8.0 8.0 8.0 21.3 48.0 24.0 25.0 118.3 2660 22 


eb5:30am-10:00pm 2.5 6.0 3.0 3.8 15.3 


eb 14.9 30 30 30 30 60 15 60 15 60 15 60 15 14.9 2.5 2.5 2.5 2.5 6.3 15.0 7.5 9.4 38.1 


eb 7.4 30 30 30 30 30 5 30 5 30 5 30 5 14.8 1.2 1.2 1.2 1.2 2.9 7.0 3.5 4.4 17.8 

Total Route 19 44.6 180 30 180 30 180 30 180 30 14.9 7.0 7.0 7.0 7.0 19.7 42.0 21.0 21.3 103.9 2640 25 


nb 4:57am-9:27pm 3.6 6.0 3.0 3.0 15.6 


nb 2.9 30 30 30 30 14 15 14 15 14 15 14 15 12.5 1.0 1.0 1.0 1.0 3.4 5.8 2.9 2.9 15.0 

Randall&Hemlock - Marygold&Sierra sb 3.0 30 30 30 30 13 13 13 13 14.0 0.4 0.4 0.4 0.4 1.3 2.6 1.3 1.2 6.4 

nb 3.0 30 30 30 30 9 9 9 9 20.3 0.3 0.3 0.3 0.3 1.1 1.8 0.9 0.9 4.7 

Total Route 20 12.2 45 15 45 15 45 15 45 15 16.3 2.0 2.0 2.0 2.0 6.7 12.0 6.0 5.9 30.6 780 26 


sb 5:05am-9:50pm 4.0 6.0 3.0 3.2 16.2 


sb 11.7 30 30 30 30 50 15 50 15 50 15 50 15 14.1 2.2 2.2 2.2 2.2 8.7 13.0 6.5 6.9 35.1 

Total Route 22 23.1 97 23 97 23 97 23 97 23 14.3 4.0 4.0 4.0 4.0 16.2 24.0 12.0 12.4 64.6 1888 29 



wb 7:10am-6:10pm 2.0 6.0 3.9 11.9 


wb 5.7 60 60 60 25 10 25 10 25 10 13.7 0.6 0.6 0.6 1.2 3.5 2.3 6.9 

Total Route 29 11.5 50 10 50 10 50 10 13.7 1.0 1.0 1.0 2.0 6.0 3.9 11.9 245 21 



wb 4:56am-9:30pm 4.0 6.0 3.0 4.8 17.8 



nb 12.0 30 30 30 30 28 28 28 28 25.7 0.9 0.9 0.9 0.9 3.7 5.6 2.8 4.5 16.6 

Total Route 90 24.0 55 5 55 5 55 5 55 5 26.2 2.0 2.0 2.0 2.0 8.0 12.0 6.0 9.5 35.5 645 18 




July 11, 2007 220

IBI GROUP 









wb 4:40am-8:40pm 3.0 6.0 3.0 3.0 15.0 * 


nb 5.2 30 30 30 60 20 10 20 10 20 10 20 10 15.6 1.0 1.0 1.0 0.5 3.0 6.0 3.0 1.5 13.5 


wb 11.5 60 60 60 60 60 60 60 60 11.5 1.0 1.0 1.0 1.0 3.0 6.0 3.0 3.0 15.0 

Total Route 60 33.4 158 22 158 22 158 22 158 22 12.7 4.0 4.0 4.0 3.0 12.0 24.0 12.0 9.0 57.0 980 17 


wb4:20am-10:20pm 4.0 5.8 3.3 4.3 17.3 


wb 6.6 16 15 15 30 29 11 32 12 32 12 32 12 13.7 2.5 2.9 2.9 1.5 10.0 16.9 9.5 4.2 40.6 


wb 3.7 16 15 15 30 16 2 12 2 12 2 12 2 13.9 1.1 0.9 0.9 0.5 4.5 5.4 3.0 1.2 14.1 


wb 13.0 16 15 15 30 42 45 45 45 18.6 2.6 3.0 3.0 1.5 10.5 17.3 9.8 6.5 44.0 

Total Route 61 45.3 175 31 183 27 183 27 183 27 15.5 13.0 14.0 14.0 7.0 49.7 80.5 45.5 24.2 199.9 5729 29 


sb 5:26am-8:23pm 3.0 6.0 3.0 3.0 15.0 

ChinoHillsMP-OntarioTC via Chaffey nb 9.5 30 30 30 30 32 34 32 34 17.8 1.1 1.1 1.1 1.1 3.2 6.8 3.2 3.7 16.9 

sb 9.5 30 30 30 30 32 7 34 5 32 7 34 5 17.8 1.3 1.3 1.3 1.3 3.9 7.8 3.9 3.8 19.4 


sb 6.0 30 60 30 60 22 5 18 22 5 18 16.4 0.9 0.3 0.9 0.3 2.7 1.8 2.7 0.9 8.1 

Total Route 62 31.2 108 12 104 5 108 12 104 5 17.3 4.0 3.0 4.0 3.0 12.0 18.2 12.0 9.5 51.7 1130 22 


sb 5:45am-9:45pm 3.0 6.0 3.0 3.6 15.6 


sb 6.4 30 30 30 55 27 17 27 17 27 17 27 6 14.2 1.5 1.5 1.5 0.6 4.4 8.8 4.4 2.1 19.7 

Sultana&D St - San Antonio Hospital nb 7.1 30 30 30 55 30 2 30 2 30 2 30 2 14.2 1.1 1.1 1.1 0.6 3.2 6.4 3.2 1.7 14.5 

sb 5.3 30 30 30 55 21 21 21 21 15.1 0.7 0.7 0.7 0.4 2.1 4.2 2.1 1.4 9.8 

Total Route 63 25.2 99 21 99 21 99 21 99 10 15.3 4.0 4.0 4.0 2.0 12.0 24.0 12.0 6.5 54.5 1214 22 


nb 4:53am-9:53pm 4.0 6.0 3.0 4.2 17.2 


nb 6.6 30 30 30 30 21 5 21 5 21 5 21 5 19.0 0.9 0.9 0.9 0.9 3.5 5.2 2.6 3.6 14.9 

A ChinoTC-ChinoHillsMPviaChino sb 3.6 60 60 60 60 12 12 12 12 18.1 0.2 0.2 0.2 0.2 0.8 1.2 0.6 0.8 3.4 

nb 3.6 60 60 60 60 12 12 12 12 18.1 0.2 0.2 0.2 0.2 0.8 1.2 0.6 0.8 3.4 

B ChinoTC-ChinoHillsMPviaEdison sb 3.9 60 60 60 60 15 15 15 15 15.8 0.3 0.3 0.3 0.3 1.0 1.5 0.8 1.1 4.3 

nb 3.9 60 60 60 60 15 15 15 15 15.8 0.3 0.3 0.3 0.3 1.0 1.5 0.8 1.0 4.3 

A/B ChinoHillsMP- Valla Vista Loop cw 2.7 30 60 30 60 15 15 15 15 15 15 10.8 0.5 0.5 0.5 0.5 2.0 3.0 1.5 2.1 8.6 

Total Route 65 31.1 112 5 112 20 112 5 112 20 16.7 3.0 3.0 3.0 3.0 12.0 18.0 9.0 12.5 51.5 1300 25 


eb5:00am -9:15pm 4.0 6.0 3.0 2.6 15.6 


eb 16.7 15 30 15 30 75 9 75 19 75 9 75 19 13.3 5.6 3.1 5.6 3.1 19.2 18.8 16.8 7.8 62.6 

Total Route 68 33.1 141 24 141 39 141 24 141 39 14.1 11.0 6.0 11.0 6.0 38.0 36.0 33.0 18.3 125.3 2673 21 


sb 6:05am-9:05pm 3.0 6.0 3.9 3.0 15.9 


sb 6.4 30 60 30 60 23 5 23 5 23 5 23 5 16.7 0.9 0.5 0.9 0.5 2.8 2.8 3.6 1.4 10.6 


wb 15.0 30 60 30 60 60 60 60 60 15.0 2.0 1.0 2.0 1.0 6.0 6.0 7.8 3.0 22.8 

Total Route 67 42.8 165 15 165 15 165 15 165 15 15.6 6.0 3.0 6.0 3.0 19.5 18.0 23.4 9.0 69.9 1207 17 


sb 5:49am-9:19pm 2.5 6.0 3.0 3.0 14.5 


sb 7.9 30 30 30 60 30 22 30 22 30 22 30 10 15.7 1.7 1.7 1.7 0.7 4.3 10.4 5.2 2.1 22.0 


wb 12.4 30 30 30 60 54 54 54 50 13.8 1.8 1.8 1.8 0.9 4.5 10.8 5.4 2.7 23.4 

Total Route 68 40.5 170 40 170 40 170 40 163 17 14.3 7.0 7.0 7.0 3.0 17.5 42.0 21.0 9.0 89.5 1569 18 

70:Ontario-via Riverside-Ont Mills eb 6:34am-7:20pm 2.5 6.0 3.0 1.5 13.0 

wb 6:44am-8:24pm 2.5 6.0 3.0 2.0 13.5 


wb 12.0 60 60 60 60 41 8 41 8 41 8 41 8 17.6 0.8 0.8 0.8 0.8 2.0 4.9 2.5 1.6 11.0 


sb 3.7 60 60 60 60 13 13 13 13 17.1 0.2 0.2 0.2 0.2 0.5 1.3 0.7 0.4 2.9 


sb 7.4 60 60 60 60 25 25 25 25 17.8 0.4 0.4 0.4 0.4 1.0 2.5 1.3 0.8 5.6 

Total Route 70 47.2 162 18 162 18 162 18 162 18 17.5 3.0 3.0 3.0 3.0 7.5 18.0 9.0 5.2 39.7 800 20 



wb 5:35am-8:35pm 4.0 6.0 3.0 2.6 15.6 


wb 4.0 60 60 60 60 18 10 18 10 18 10 18 10 13.3 0.5 0.5 0.5 0.5 1.9 2.8 1.4 1.2 7.3 


wb 2.4 60 60 60 60 10 10 10 10 14.4 0.2 0.2 0.2 0.2 0.7 1.0 0.5 0.4 2.6 


wb 8.2 60 60 60 60 30 30 30 30 16.5 0.5 0.5 0.5 0.5 2.0 3.0 1.5 1.3 7.8 

Fontana ML - Sierra&Sierra LakePky eb 4.1 60 60 60 60 15 15 15 15 16.4 0.3 0.3 0.3 0.3 1.0 1.5 0.8 0.8 4.0 

wb 4.1 60 60 60 60 15 9 15 9 15 9 15 9 16.4 0.4 0.4 0.4 0.4 1.6 2.4 1.2 1.0 6.2 

Total Route 71 38.9 151 29 151 29 151 29 151 29 15.4 3.0 3.0 3.0 3.0 12.0 18.0 9.0 8.4 47.4 1075 23 





July 11, 2007 221




Figure 10-13: Resource Impacts of the Constrained Service Plan (FY 2007 – FY 2011) 

Stage 1 Existing System Implementation (May 07) Stage 2 For Implementation in FY 2008 (Sept 07) Stage 3 For Implementation in FY 2009 (Sept 08) 

Stage 4 For Implementation in FY 2010/2011 

Rte Weekday Saturday Sunday Annual Weekday Saturday Sunday Annual Weekday Saturday Sunday Annual Weekday Saturday Sunday Annual 

Bus RvHr Pass. Bus RvHr Pass. Bus RvHr Pass. Rev.Hrs Bus RvHr Pass. Bus RvHr Pass. Bus RvHr Pass. Rev.Hrs Bus RvHr Pass. Bus RvHr Pass. Bus RvHr Pass. Rev.Hrs Bus RvHr Pass. Bus RvHr Pass. Bus RvHr Pass. Rev.Hrs 

1 7 113 4061 3 36 1093 3 36 970 32,665 7 113 4061 3 36 1093 3 36 970 32,665 7 105 4000 3 36 1093 3 36 970 30,559 7 105 4000 3 36 1093 3 36 970 30,559 

2 10 126 4807 7 83 2337 7 69 1750 39,929 10 126 4807 7 83 2337 7 69 1750 39,929 10 126 4807 7 83 2337 7 69 1750 39,929 6 90 4000 6 72 2337 4 48 1750 29,105 

sbX 12 140 2200 35,650 

3/4 10 153 6275 10 118 1754 10 111 1231 50,889 10 153 6275 10 118 1754 10 111 1231 50,889 9 139 6275 9 106 1754 9 100 1231 46,147 9 139 6275 9 106 1754 9 100 1231 46,147 

5 4 65 1984 4 46 769 2 24 412 20,320 4 65 1984 4 46 769 2 24 412 20,320 4 65 1984 4 46 769 2 24 412 20,320 4 65 1984 4 46 769 2 24 412 20,320 

7 3 40 1129 2 22 283 2 21 196 12,367 3 40 1129 2 22 283 2 21 196 12,367 3 40 1129 2 22 283 2 21 196 12,367 2 27 1000 2 22 250 2 21 190 9,014 

8 3 47 900 3 34 314 2 16 212 14,600 3 47 900 3 34 314 2 16 212 14,600 3 47 900 3 34 314 2 16 212 14,607 3 47 900 3 34 314 2 16 212 14,607 

9 3 51 1177 3 48 469 2 16 102 16,335 3 51 1177 3 48 469 2 16 102 16,335 3 51 1177 3 48 469 15,489 3 51 1177 3 48 469 15,489 

10 4 53 1611 2 26 592 2 22 396 15,948 4 53 1611 2 26 592 2 22 396 15,948 4 53 1611 2 26 592 2 22 396 15,948 4 53 1611 2 26 592 2 22 396 15,948 

11 4 66 1402 4 43 688 2 23 415 20,344 4 66 1402 4 43 688 2 23 415 20,344 4 66 1402 4 43 688 2 23 415 20,343 4 66 1402 4 43 688 2 23 415 20,343 

14 8 103 4518 7 83 2428 7 78 1753 34,667 8 103 4518 7 83 2428 7 78 1753 34,667 8 103 4518 7 83 2428 7 78 1753 34,667 8 103 4518 7 83 2428 7 78 1753 34,667 

14L 

15 8 118 2660 8 91 1359 4 45 520 37,258 8 118 2660 8 91 1359 4 45 520 37,258 8 118 2660 8 91 1359 4 45 520 37,258 8 118 2660 8 91 1359 4 45 520 37,258 

19 7 104 2640 4 48 811 4 47 735 31,454 7 104 2640 4 48 811 4 47 735 31,454 7 104 2640 4 48 811 4 47 735 31,454 7 104 2640 4 48 811 4 47 735 31,454 

20 2 31 780 2 23 415 1 11 156 9,587 2 31 780 2 23 415 1 11 156 9,587 2 31 780 2 23 415 1 11 156 9,587 2 31 780 2 23 415 1 11 156 9,587 

22 4 65 1888 4 44 894 2 25 490 20,066 4 65 1888 4 44 894 2 25 490 20,066 4 65 1888 4 44 894 2 25 490 20,066 4 65 1888 4 44 894 2 25 490 20,066 

28 1 6 100 1,461 

29 1 12 245 1 11 189 3,580 1 12 245 1 11 189 3,580 1 12 245 1 11 189 3,580 1 12 245 1 11 189 3,580 

31 

90 2 36 645 2 31 308 2 24 252 11,910 2 36 645 2 31 308 2 24 252 11,910 2 36 645 2 31 308 2 24 252 11,910 2 36 645 2 31 308 2 24 252 11,910 

EV 81 1187 36822 66 787 14703 51 564 9590 373,379 80 1181 36722 66 787 14703 51 564 9590 371,919 79 1159 36661 65 775 14703 49 537 9488 364,232 86 1250 37925 64 764 14670 46 517 9482 385,705 

60 3 49 732 3 34 241 3 34 163 15,860 4 57 980 3 34 400 1 24 120 17,536 4 57 980 3 34 400 1 24 120 17,529 4 57 980 3 34 400 1 12 120 16,887 

61 14 200 5729 14 176 3784 14 158 2993 68,490 13 200 5729 14 176 3784 14 158 2993 68,490 13 200 5729 14 176 3784 14 158 2993 68,490 13 200 5729 14 176 3784 14 158 2993 68,490 

62 5 75 1600 3 35 560 3 35 430 22,906 4 52 1130 3 35 500 2 24 430 16,271 4 52 1130 3 35 500 2 24 430 16,271 4 52 1130 3 35 500 2 24 430 16,271 

63 4 55 1214 2 24 478 2 25 418 16,445 4 55 1214 2 24 478 2 25 418 16,445 4 55 1214 2 24 478 2 25 418 16,445 4 55 1214 2 24 478 2 25 418 16,445 

65 4 69 1426 2 26 587 2 23 355 20,203 3 52 1426 2 26 587 2 23 355 15,809 3 52 1300 2 26 587 2 23 355 15,771 3 52 1300 2 26 587 2 23 355 15,771 

66 11 156 3238 6 80 1552 6 62 989 47,271 11 156 3238 6 80 1552 6 62 989 47,271 11 125 2673 6 80 1552 6 62 989 39,422 11 125 2673 6 80 1552 6 62 989 39,422 

67 3 41 676 3 35 325 3 35 223 14,189 6 70 1207 3 35 400 3 35 300 21,482 6 70 1207 3 35 400 3 35 300 21,482 6 70 1207 3 35 400 3 35 300 21,482 

68 7 104 1770 3 37 527 28,451 7 104 1770 3 37 527 28,382 7 90 1569 3 37 527 24,705 7 90 1569 3 37 527 24,705 

70 2 29 476 2 23 245 2 23 190 9,725 3 40 800 3 36 379 3 36 300 13,918 3 40 800 3 36 379 3 36 300 13,918 3 40 800 3 36 379 2 36 300 13,918 

71 3 47 1075 3 38 486 3 34 34 15,858 3 47 1075 3 38 486 3 34 34 15,872 3 47 1075 3 38 486 3 14,070 3 47 1075 3 38 486 3 14,070 

75 1 6 180 1,486 

WV 57 831 18116 41 507 8785 38 429 5795 260,885 58 832 18569 42 520 9093 36 421 5939 261,475 58 787 17677 42 520 9093 36 387 5905 248,100 58 787 17677 42 520 9093 35 375 5905 247,458 

Total 138 2018 54938 107 1294 23488 89 992 15385 634,265 138 2014 55291 108 1307 23796 87 985 15529 633,394 137 1946 54338 107 1295 23796 85 924 15393 612,332 144 2037 55602 106 1284 23763 81 892 15387 633,163 

Peak Buses 138 Peak Buses 138 Peak Buses 137 Peak Buses 144 

Operators 415 Operators 415 Operators 400 Operators 415 

Annual Revenue Hours 634,265 Annual Revenue Hours 633,394 Annual Revenue Hours 612,332 Annual Revenue Hours 633,163 

Est. Annual Passengers Carried 15,547,000 Est.Annual Passengers Carried 15,647,002 

Est.Annual Passengers Carried 15,378,000 

Est.Annual Passengers Carried 15,735,000 

Passengers per Rev.Hour 24.51 Passengers per Rev.Hour 24.70 Passengers per Rev.Hour 25.11 Passengers per Rev.Hour 24.85 

Shows the routes that will be changed from the previous stage. 

July 11, 2007 222

IBI GROUP 




11. FINANCIAL PLAN – FINANCIALLY CONSTRAINED 

Current funding, assuming fare increases presented in other sections of this SRTP, supports the 

Financially Constrained plan. Operating costs and revenues, by service type, for this scenario are shown 

in Figure 11-1. 

July 11, 2007 223




Figure 11-1: Financially Constrained Plan 

Financial Information Year 1 FY 2008 Year 2 FY 2009 Year 3 FY 2010 Year 4 FY 2011 Year 5 FY 2012 Year 6 FY 2013 

Operating Expense 

Directly Operated Fixed Route Bus $ 59,150,273 $ 60,248,848 $ 64,924,624 $ 67,961,691 $ 72,897,830 $ 76,102,458 

Contracted Fixed Route Bus $ - $ - $ - $ - $ - $ 

- 

OmniLink Service $ 1,159,026 $ 1,234,624 $ 1,294,676 $ 1,345,631 $ 1,385,274 $ 1,436,357 

Access Service $ 11,453,598 $ 12,033,379 $ 12,631,862 $ 13,129,023 $ 13,514,004 $ 14,008,358 

Total Operating Expense $ 71,762,896 $ 73,516,852 $ 78,851,162 $ 82,436,344 $ 87,797,108 $ 91,547,173 

Operating Revenues 

Fixed Route Bus Fares $ 12,535,861 $ 13,035,659 $ 13,204,888 $ 14,429,142 $ 18,116,904 $ 18,321,403 

Demand Response Fares $ 1,334,464 $ 1,431,368 $ 1,482,128 $ 1,718,061 $ 1,964,229 $ 1,992,820 

Measure I Fare Subsidy - Fixed Route $ 284,581 $ 395,915 $ 415,135 $ 646,447 $ 750,641 $ 742,676 

Measure I Fare Subsidy - OmniLink $ 7,556 $ 7,568 $ 7,633 $ 7,602 $ 7,519 $ 7,498 

Measure I Fare Subsidy - Access $ 101,620 $ 101,324 $ 103,511 $ 107,200 $ 105,112 $ 104,080 

Measure I General Subsidy $ 6,626,242 $ 6,795,993 $ 7,066,553 $ 7,135,296 $ 7,349,135 $ 7,686,649 

Interest Revenue $ 845,600 $ 859,130 $ 876,312 $ 893,838 $ 911,715 $ 929,950 

Advertising Revenue $ 699,992 $ 699,992 $ 699,992 $ 699,992 $ 699,992 $ 699,992 

Total Operating Revenues $ 22,435,917 $ 23,326,950 $ 23,856,152 $ 25,637,579 $ 29,905,248 $ 30,485,068 

Fare Revenues By Service Type 

Directly Operated Fixed Route Bus $ 12,535,861 $ 13,035,659 $ 13,204,888 $ 14,429,142 $ 18,116,904 $ 18,321,403 

OmniLink Service $ 77,640 $ 78,190 $ 78,856 $ 88,713 $ 101,180 $ 101,297 

Access Service $ 1,256,824 $ 1,353,178 $ 1,403,272 $ 1,629,349 $ 1,863,049 $ 1,891,523 

July 11, 2007 224

IBI GROUP 




The operating deficit before application of operating subsidies and capitalization of vehicle maintenance 

costs is approximately $49 million in FY 2008. The Local Transportation Fund (LTF), Omnitrans’ primary 

operating funding source, is used to pay for this deficit, as shown in Figure 11-2. 

July 11, 2007 225




Figure 11-2: LTF Requirements for the Financially Constrained Plan 


Gross Operating Expenses $ 71,762,896 $ 73,516,852 $ 78,851,162 $ 82,436,344 $ 87,797,108 $ 91,547,173 

Operating Revenues $ 22,435,917 $ 23,326,950 $ 23,856,152 $ 25,637,579 $ 29,905,248 $ 30,485,068 

Net Operating Expense $ 49,326,979 $ 50,189,903 $ 54,995,010 $ 56,798,765 $ 57,891,861 $ 61,062,105 

Less Capitalized Operations $ 6,246,003 $ 11,938,370 $ 11,476,569 $ 2,687,400 $ 7,058,602 $ 11,499,666 

LTF Operations Subsidy $ 43,080,976 $ 38,251,532 $ 43,518,441 $ 54,111,365 $ 50,833,259 $ 49,562,440 

Gross Capital Expenses $ 45,930,430 $ 21,264,517 $ 83,810,687 $ 63,054,211 $ 38,969,736 $ 20,630,578 

STA $ 7,712,083 $ 1,334,065 $ 5,625,349 $ 3,322,923 $ 2,610,874 $ 1,836,145 

FTA Section 5307 $ 11,684,348 $ 5,189,551 $ 6,074,338 $ 13,674,628 $ 10,751,629 $ 7,771,523 

FTA Section 5307 for Preventative Maintenance $ 1,444,832 $ 8,824,449 $ 8,477,682 $ 1,412,667 $ 4,875,549 $ 8,393,087 

FTA Section 5307 Security & Enhancements $ 270,810 $ 286,000 $ 296,980 $ 307,904 $ 318,922 $ 329,890 

FTA 5309 Bus & Bus Facilities $ 200,640 $ 242,778 $ - $ - $ - $ - 

STIP/Caltrans $ 8,000,000 $ - $ - $ - $ - $ - 

CMAQ $ 9,317,200 $ - $ 18,464,263 $ - $ - $ - 

In-kind Transfers $ - $ - $ 4,500,000 $ 4,500,000 $ - $ - 

Proposition 1B Bonds $ - $ 3,000,000 $ 5,000,000 $ - $ - $ - 

FTA Section 5310 $ 401,041 $ - $ - $ - $ - $ - 

Measure I Capital $ - $ - $ 703,200 $ 2,366,000 $ 2,494,000 $ - 

FTA 5309 New Starts $ - $ - $ 32,373,561 $ 36,932,608 $ 5,692,591 $ - 

LTF Capital Subsidy $ 6,899,476 $ 2,387,674 $ 2,295,314 $ 537,480 $ 12,226,171 $ 2,299,933 

Total LTF Subsidy Required $ 49,980,452 $ 40,639,206 $ 45,813,755 $ 54,648,845 $ 63,059,430 $ 51,862,373 

Current Year LTF Revenues $ 49,518,594 $ 52,984,895 $ 56,693,838 $ 60,662,407 $ 64,908,775 $ 69,452,389 

Prior Year LTF Carryover $ 10,881,864 $ 10,420,006 $ 22,765,695 $ 33,645,778 $ 39,659,339 $ 41,508,684 

LTF Cumulative Balance $ 10,420,006 $ 22,765,695 $ 33,645,778 $ 39,659,339 $ 41,508,684 $ 59,098,701 

July 11, 2007 226

IBI GROUP 




Figure 11-2 shows that the LTF cumulative balance grows between FY 2008 and FY 2013. The amount 

of LTF available to Omnitrans increases because of the reductions in service assumed in the Constrained 

Service Plan. The Constrained Service Plan reductions are tied to the goal of attaining the 25% operating 

ratio set by the Omnitrans Board of Directors. Figure 11-3 provides performance indicators of cost 

efficiency and effectiveness for the Financially Constrained Plan by type of service, including the 

operating ratio. 

July 11, 2007 227




Figure 11-3: Performance Indicators by Service Type – Financially Constrained Plan 


Operating Costs Per Hour - System $ 88.71 $ 93.08 $ 99.83 $ 104.37 $ 107.06 $ 111.64 

Directly Operated Fixed Route Bus $ 93.82 $ 98.55 $ 106.20 $ 111.17 $ 113.63 $ 118.62 

OmniLink Service $ 77.27 $ 82.31 $ 86.31 $ 89.71 $ 92.35 $ 95.76 

Access Service $ 70.06 $ 73.60 $ 77.26 $ 80.30 $ 82.66 $ 85.68 

Passengers Per Hour - System 18.5 18.5 18.5 18.2 19.1 18.9 

Directly Operated Fixed Route Bus 23.0 23.1 23.1 22.7 23.7 23.4 

OmniLink Service 3.1 3.1 3.1 3.1 3.0 3.0 

Access Service 2.5 2.5 2.6 2.7 2.6 2.6 

Operating Ratios - System 19.9% 20.4% 19.3% 20.5% 23.9% 23.1% 

General Public Services 21.4% 22.0% 20.7% 21.9% 25.5% 24.7% 

Specialized Transportation Service 11.9% 12.1% 11.9% 13.2% 14.6% 14.2% 

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The operating ratios by service type shown above in Figure 11-3 consist of passenger fares and the 

Measure I fare subsidies for seniors and persons with disabilities, divided by operating costs. The 

minimum operating ratios specified by California’s Transportation Development Act (TDA) are 20% for 

General Public Services (directly operated fixed route and OmniLink) and 10% for Specialized 

Transportation Services (Access). The operating ratio for General Public Services is projected to grow 

from 21.4% in FY 2008 to 24.7% in FY 2013, which not only meets the minimum TDA requirement but 

also comes close to attaining the 25% operating ratio goal set by the Omnitrans Board of Directors. The 

operating ratio for Specialized Transportation Services is projected to grow from 11.9% in FY 2008 to 

14.2% in FY 2013, which would easily meet the minimum TDA requirement. 

The operating ratios presented in Figure 11-3 do not include exemptions for new service allowed by 

Transportation Development Act law. Application of qualifying exemptions would result in a higher 

operating ratio for the years in which they could be applied. 

The Financially Constrained plan was designed primarily to meet the minimum TDA operating ratio 

requirement and the 25% operating ratio goal set by the Omnitrans Board of Directors. As such, a series 

of significant fare increases were assumed in order to increase fare revenues at a greater rate than the 

rise in operating costs. 

From FY 2008 to FY 2013, Omnitrans will need to restrain the growth in costs and/or increase ridership in 

order to decrease the number and severity of the assumed fare increases. Under current assumptions, 

the fare increases would result in a net loss of ridership between FY 2008 and FY 2013 (even when 

considering increases in population and employment, and rising fuel costs), although fare revenue would 

increase. 

11.1 Revenue Sources 

The funding sources assumed in the Financially Constrained Scenario are those currently available to 

Omnitrans, as described below. This includes existing revenue sources at the federal, state and local 

levels. The level of funding estimated to be available over the next six years (FY 2008-2013) is based on 

the fund estimates provided by the San Bernardino Associated Governments (SANBAG) and Omnitrans 

projections. 

11.1.1 LOCAL TRANSPORTATION FUNDS (LTF) 

In 1972, SB 325 created a fund for transportation purposes. These funds are derived from a ¼-cent sales 

tax and distributed by SANBAG. These funds are intended to be "transit first" funding, meaning that 

funds are expected to be spent on transit projects to the extent that such projects are meeting all "transit 

needs that are reasonable to meet." There is no universally accepted definition of reasonable to meet, 

and individual Regional Transportation Planning Agencies (RTPAs) must make their own determination. 

These funds can be used for capital expenditures, operations, or a combination thereof. For the SRTP 

and consistent with Omnitrans practices, LTF funds are assumed to be used for operations first, then as 

local match to federally funded capital projects when STA funds cannot be used. 

LTF is apportioned to area cities and the County based on population; transit operators are eligible as 

long as required operating ratios are maintained. The operating ratio shows the amount of operating 

costs covered by fares and other operating revenue. For Omnitrans, the operating ratio is defined as fare 

revenue plus Measure I fare subsidy divided by operating costs. 

SANBAG is responsible for allocating LTF in the San Bernardino Valley. Current SANBAG practice is to 

allocate the balance of LTF, after commuter rail needs are met, to Omnitrans. LTF is estimated to grow 

between 4.1% and 4.8% annually between FY 2008 and FY 2013. SANBAG plans to allocate 

approximately $10.3 million to $13.5 million annually to the Southern California Regional Railway 

Authority (SCRRA) in support of the Metrolink commuter rail program. The level of LTF available to 

Omnitrans is estimated to be $49.5 million in FY 2008 and $53.0 million in FY 2009, exclusive of allocated 

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and unallocated prior year carryover funds. In FY 2010 and FY 2011, LTF funds are forecasted to 

increase to $56.7 and $60.7 million, respectively. In FY 2012 and FY 2013, LTF funds are forecasted to 

increase to $64.9 and $69.4 million. Prior year unallocated LTF funds may be made available to 

Omnitrans to supplement current year revenues, pending SANBAG Board action. 

11.1.2 STATE TRANSIT ASSISTANCE FUNDS (STAF) 

State Transit Assistance funds (STA) are derived from the statewide sales tax on gasoline and diesel fuel 

through the Public Transportation Account (PTA) as part of the State Transportation Improvement 

Program (STIP). Proposition 42, passed by the voters in 2002, requires that state sales and use taxes on 

the sale of motor vehicle fuel be used for public transportation, city and county street and road repairs 

and improvements, and state highway improvements. Proposition 42 revenue partially funds the Public 

Transportation Account, with some of those funds available for STIP projects and some for State Transit 

Assistance. 

STA funds are allocated to SANBAG and to each public operator. Funds apportioned to SANBAG are 

made available to operators based on their service area population. STA funds can be used either for 

transit operations or capital projects. For the SRTP and consistent with Omnitrans practices, STA funds 

are assumed to be used as local match to federally funded capital projects. 

There are eligibility requirements that must be met in order for a transit operator to receive these funds. 

The operator must meet the applicable ratio of passenger fares to operating cost. In addition, operators 

seeking STA for operations must show that their most-recent audited operating cost per revenue vehicle 

hour does not exceed the prior year’s or average of the prior three years’ operating cost per revenue hour 

adjusted by the change in the Consumer Price Index for the same period. 

STA is estimated to grow at 6% annually between FY 2008 and FY 2013. The level of STA available to 

Omnitrans in FY 2008 was originally estimated to be $5.4 million, but SANBAG allocated an extra $2.5 

million for the sbX BRT project, bringing the FY 2008 total to $7.9 million. Omnitrans is expected to 

receive approximately $5.7 million in FY 2009. In FY 2010 and FY 2011, STA funds are forecasted to 

increase to $6.1 and $6.4 million, respectively. In FY 2012 and FY 2013, STA funds are forecasted to 

increase to $6.8 and $7.2 million. 

An additional amount of prior year unallocated carryover funds are being held in reserve by SANBAG as 

a contingency in the event that actual STA funds available to the County fall below the forecast in any one 

year. The reserve fund provides a safety cushion for STA funds, which is especially needed since the 

Governor partially suspended Proposition 42 funds in the FY 2004 budget and fully suspended the funds 

in FY 2005 due to the State budget crisis. 

11.1.3 FTA FORMULA FUNDS 

At the federal level, the Safe, Accountable, Flexible, Efficient Transportation Equity Act – A Legacy for 

Users (SAFETEA-LU), signed into law in August 2005, provides funding through the Federal Transit 

Administration (FTA) specifically to support transit operating and capital needs. The FTA Section 5307 

Large Urban Cities is a formula program with funds apportioned to urbanized areas with populations over 

50,000. Funds can only be used for capital projects, including the purchase of vehicles and facility 

maintenance. While Section 5307 funds are targeted for capital purposes, operating expenses 

associated with vehicle maintenance may be “capitalized” and paid for with Section 5307 funds, up to 

80% of total vehicle maintenance costs. Section 5307 funds require a 20% local match. 

Omnitrans receives Section 5307 funds from two urbanized areas (UZA): 1) Los Angeles/Long Beach 

UZA; and 2) Riverside/San Bernardino UZA. SCAG is the designated recipient. Using federal transit 

data, SCAG determines the amount of Section 5307 funds apportioned to the areas based on a variety of 

variables. In the Riverside/San Bernardino UZA, funds are apportioned by SANBAG based on a variety 

of variables. 

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Section 5307 funds apportioned to San Bernardino County are estimated to be between $17.8 million and 

$20.9 million annually between FY 2008 and FY 2013, with approximately 75% to 79% of the funds going 

to Omnitrans. The remaining funds are Fixed Guideway Funds used for Metrolink projects. Fixed 

Guideway funds are determined based on revenue miles and directional route miles. 

The level of Section 5307 funds available to Omnitrans is estimated to be $13.4 million in FY 2008 and 

$14.3 million in FY 2009. In FY 2010 and FY 2011, Section 5307 funds are forecasted to increase to 

$14.8 and $15.4 million, respectively. In FY 2012 and FY 2013, Section 5307 funds are forecasted to 

increase to $15.9 and $16.5 million. 

11.1.4 FTA DISCRETIONARY FUNDS 

FTA Section 5309 discretionary funds are limited to capital purchases and fall into three categories: 1) 

Bus or Bus facilities; 2) New Starts; and 3) Rail and Fixed Guideway Modernization. Omnitrans is eligible 

for Section 5309 funds in the Bus or Bus Facilities category as well as the New Starts category. New 

Starts funding is discussed later in this section. 

Bus and Bus Facilities funds are distributed directly by FTA to support capital transit needs including 

vehicle acquisition, capital equipment and other intermodal transfer facility needs. In the past, Omnitrans 

has been successful in securing “earmarks” for Section 5309 funds (e.g., Chino and Yucaipa 

Transcenters in FY 2004). 

Section 5309 grants provide 80% of the capital funds and require a 20% local match. These funds are 

fully discretionary and can be somewhat difficult to acquire. Section 5309 discretionary funds are usually 

earmarked and appropriated by Congress. Obtaining a Congressional earmark depends on the “clout” of 

the local delegation and the ability of Omnitrans or other local officials to communicate the need for these 

funds. 

In the past, individual jurisdictions and agencies have sought and secured Section 5309 discretionary 

funds. While this approach maximizes the benefits to individual jurisdictions and agencies, such activities 

are outside established planning processes. Funds secured on an individual basis detract from the 

amount of funds potentially available to overall transit funding priorities in the County. 

The Ontario Transcenter has been identified to receive $443,000 of Section 5309 Bus and Bus Facilities 

funds in the Constrained Plan. Other projects, such as replacement paratransit vehicles and the Mid- 

Valley Facility, may be assumed to receive Section 5309 Bus and Bus Facilities funds in the Partially 

Constrained and Unconstrained Plans. 

Additional discretionary funds would not be programmed outside of the countywide planning process. 

This approach will help to ensure that countywide priorities have been agreed upon through the planning 

process and that other lower-priority projects do not directly compete for limited discretionary funds. If 

other jurisdictions are pursuing Section 5309 Bus and Bus Facilities funds, these should be identified and 

included in countywide funding priorities approved by SANBAG as part of the Short Range Transit Plan 

and TIP processes. 

In the past, securing Discretionary Funding in this ad hoc manner also has had a significant impact on 

Omnitrans’ staffing requirements and potentially on FTA Triennial Review compliance findings. As an 

eligible grant recipient, Omnitrans is called upon to apply for, administer and accept Discretionary Grant 

funds on behalf of other jurisdictions. This requires the dedication of staff resources charged to the 

operating budget. Increasing staff to accommodate this additional work has a negative impact on 

Omnitrans’ ability to maintain cost per hour increases to no more than the increase in the Consumer Price 

Index (CPI). In addition, all procurements using federal funds must adhere to specific federal 

procurement and other compliance requirements. Failure to meet these requirements can result in 

findings of non-compliance for Omnitrans. One of the recommendations of the recently-completed TDA 

Performance Audit is for Omnitrans to evaluate charging a cost recovery fee for federal grant 

administration and monitoring, which should offset the costs of acquiring grant funding. 

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11.1.5 NEW STARTS/SMALL STARTS/VERY SMALL STARTS 

The FTA Section 5309 New Starts program provides funds for construction of new fixed guideway 

systems or extensions to existing fixed guideway systems. There are three categories of New Starts 

funding: 1) New Starts for projects costing over $250 million; 2) Small Starts for projects costing between 

$75 million and $250 million; and 3) Very Small Starts for projects costing under $75 million. 

Small Starts are intended to be low cost projects that qualify for a highly simplified project evaluation and 

rating process by FTA. A Small Starts project must meet one of the following guideway criteria: 

• Substantial Transit Stations 

• Signal Priority/Pre-emption (for Bus/LRT) 

• Low Floor/Level Boarding Vehicles 

• Special Branding of Service 

• Frequent Service – 10 min peak/15 min off-peak 

• Service offered at least 14 hours per day 

Omnitrans intends to apply for $75 million (the maximum funding amount allowable by FTA) in Small 

Starts funding for Preliminary Engineering, Transit-Oriented Development, Project Management, 

Environmental Review, Final Design, Engineering, and Construction related to the $171 million sbX BRT 

project. The sbX project is included in the Constrained Plan. 

Section 5309 New Starts funding is discretionary and funding is very competitive, with well over 300 

projects seeking New Starts funding. The completion for Small Starts funds is not yet as great, but more 

transit operators are turning to this program to fund BRT projects throughout the nation. It is important 

that Omnitrans attempts to secure Small Starts funding in the near future in order to avoid the increase in 

Small Starts competition that is sure to occur in the next few years. 

11.1.6 CONGESTION MITIGATION AND AIR QUALITY (CMAQ) 

Certain funds made available through the Federal Highway Administration are considered flexible funds 

and can be used for transit capital projects. They are the Surface Transportation Program (STP) and the 

Congestion Mitigation and Air Quality Program (CMAQ). In reality, STP funds are generally used for 

streets and road projects and are not available for transit. The exception to this rule is discussed under 

new funding alternatives. 

The CMAQ program provides funds for projects that contribute to the attainment or maintenance of 

federal air quality standards. These funds are distributed by SANBAG to all eligible jurisdictions in the 

County. A wide variety of public agencies is eligible for CMAQ funds; however, Omnitrans has received a 

set-aside of funds for the sbX BRT project and for the purchase of vehicles. CMAQ funds are primarily 

used for capital projects, and are restricted to projects that improve air quality. A portion of CMAQ 

funding may be used to support the operating expenses for new or expanded transit service, but only for 

the first three years of operation. 

SANBAG has determined priorities for the $133.5 million in CMAQ funds estimated to be available 

between FY 2008 and FY 2013. Omnitrans has secured a commitment of approximately $27.8 million in 

CMAQ funds, with $16.1 million committed to the sbX BRT project and the remaining $11.7 million for 

fixed route replacement vehicles. 

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11.1.7 MEASURE I LOCAL SALES TAX FOR TRANSIT 

The ½-cent sales tax available for transportation projects in San Bernardino County is administered by 

SANBAG and includes a provision of 6% of funds for the Senior & Disabled and Service Subsidy 

Program. There is a 1% set-aside for Americans with Disabilities Act (ADA) Mediation services and other 

educational projects in the Valley. 

In FY 2010 the current Measure I Local Sales Tax for Transit will sunset. In November 2004, this 

Measure was approved for extension by voters and effective 2010, Measure I will include 2% express 

bus/BRT, and 8% to senior and disabled services, including 2% for the creation of a Consolidated Transit 

Services Agency (CTSA) and continuation of the training and scholarships educational programs that 

currently exist. 

SANBAG and Omnitrans have recently entered into an agreement that increases the senior and disabled 

fare subsidy. The current cash fare subsidy of $0.10 would increase with Omnitrans’ fares, to a maximum 

of $0.25. This agreement lessens the impact of fare increases on senior and disabled passengers and 

also serves to maintain or increase farebox recovery. It should be noted that the overall Measure I 

allocation to Omnitrans is not expected to change; the agreement merely shifts available funds from the 

direct services subsidy to the senior and disabled fare subsidy. 

Measure I Senior & Disabled Fare and Service Subsidy funds are estimated at $7.0 million in FY 2008 

with growth of 4.0% annually through FY 2013. It is estimated that these subsidy funds will reach $8.5 

million annually by FY 2013. 

An additional $0.7 million in funds for BRT service are estimated to be available in FY 2010 and to grow 

to $2.4 million in FY 2011, the first full year of the Measure I Reauthorization. The BRT service amount is 

expected to be $2.5 million in FY 2012 when sbX BRT service is started, bringing the total Measure I BRT 

contribution to $5.6 million. These funds are assumed as local match for FTA Section 5309 capital funds 

for the sbX project. 

Also under the Measure I Reauthorization, some $2.4 million in funds will be available for CTSA and 

educational program purposes in FY 2011. Omnitrans may seek to obtain a portion of these funds to 

support increased levels of service to seniors who would otherwise not be eligible for ADA service. Under 

the Constrained, Partially Constrained and Unconstrained Plans, Omnitrans would likely link service 

expansion to increased Measure I funding. 

11.1.8 OTHER FEDERAL GRANT PROGRAMS 

There are other federal funding sources available to Omnitrans. These funding sources include FTA 

Section 5310 Transportation for Elderly Persons and Persons with Disabilities; Section 5316 Job Access 

and Reverse Commute (JARC), and Section 5317 New Freedom Program. To date, Omnitrans has not 

greatly utilized these programs due to their restrictions or, in the case of the New Freedoms program, 

because they are new. 

Section 5310 funds are used to provide transportation services to meet the special needs of the elderly 

and persons with disabilities. Funds are obligated based on the annual program of projects included in a 

statewide grant application. The program is administered by Caltrans and grants are awarded on a 

competitive basis. Caltrans is in the process of developing a statewide program. Omnitrans is currently 

using some Section 5310 to replace paratransit vehicles. Section 5310 funding requires a 20% local 

match. 

Section 5316 funds are used to develop transportation services designed to transport welfare recipients 

and low-income individuals to and from jobs and to develop transportation services for residents of urban 

centers and rural and suburban areas to suburban employment opportunities. Section 5316 funds are 

allocated on a discretionary basis and require a 50% local match. In the future, Omnitrans may utilize 

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Section 5316 funds to pay for services that more closely tie to shift schedules for industrial entry-level 

workers, or other such services that qualify under the reverse commute or job access provisions. 

Section 5317 is a new program with the passage of SAFETEA-LU and is designed to encourage services 

and facility improvements to address the transportation needs of persons with disabilities that go beyond 

those required by the Americans with Disabilities Act. Operating grants require a 50% local match while 

capital grants require an 80% local match. Omnitrans may consider applying for funds depending on that 

the program requirements, and possibly on the development of the Consolidated Transit Services Agency 

funded through Measure I. 

It is assumed that for the purposes of this SRTP, SANBAG’s Public Transit – Human Services 

Transportation Coordination Plan will further address specific funding opportunities that the respective 

program partners may be eligible for in meeting their core business needs as well as for enhanced 

coordination amongst the partners. 

11.1.9 STATE TRANSPORTATION IMPROVEMENT PROGRAM (STIP) 

The State Transportation Improvement Program (STIP) is funded through the State Highway Account and 

other sources for projects to increase the capacity of the transportation system. STIP projects may 

include projects on state highways, local roads, intercity rail, or public transit systems. 

SANBAG administers the STIP funds in San Bernardino County through the Regional Improvement 

Program (RIP). The RIP is funded from 75% of the funds made available for transportation capital 

improvement projects under the STIP. This program targets urban projects that are needed to improve 

transportation within the region. SANBAG recommends to the California Transportation Commission 

(CTC) the selection of these projects, which can include state highway improvements, local roads, public 

transit, intercity rail, grade separations, and more. 

The STIP requires a portion of funds to be allocated for public transit, such as passenger rail or bus 

programs. SANBAG has committed $5 million in STIP funds to the sbX BRT project, and $3 million for 

the Chaffey Regional Transportation Center. 

11.1.10 PROPOSITION 1B STATE INFRASTRUCTURE BONDS 

The Highway Safety, Traffic Reduction, Air Quality, and Port Security Bond Act of 2006, approved by the 

voters as Proposition 1B on November 7, 2006, authorized $19.9 billion in general obligation bond 

proceeds, of which $2 billion were to be available for projects in the State Transportation Improvement 

Program to augment funds otherwise available for the STIP from other sources. SANBAG has committed 

$8 million in Proposition 1B STIP Augmentation funds to the sbX BRT project. 

11.1.11 IN-KIND TRANSFERS 

In-kind transfers are donations of land or other assets used to complete an infrastructure project. In-kind 

transfers can be of various forms, including transfers from private developers and/or from other 

government agencies. Omnitrans has identified $9 million in in-kind transfers for the sbX BRT project, 

consisting primarily of street improvements to be made by cities along the corridor, and station and site 

improvements to be made by private developers. Omnitrans is in the process of securing additional inkind 

transfers for the sbX BRT project. 

11.1.12 ADVERTISING AND AUXILIARY REVENUES 

Omnitrans generates revenues from investment income and advertising allowed on its vehicles. On an 

annual basis, these two sources generate about $1.5 million in annual revenue that is used for 

operations. Because of low interest rates, and an uncertain economy, these funds are projected to 

increase at a rate of 1.6-2% annually, far below the forecast rate of inflation for the Plan period. 

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11.2 Financial Plan – Capital and Operating 

Figure 11-6 through Figure 11-10 summarize the financial, operating, capital, and fleet information for the 

six-year planning period. Information is provided for fixed route, OmniLink, and Access services, along 

with a combined fixed route and OmniLink table, and an all services table. Figure 11-11 summarizes 

operating expenses and revenues. Figure 11-12 provides annual fund balance estimates for key 

operating and capital funding sources. The following assumptions were used in preparing the financial 

information: 

• Operating cost budget assumes fixed route service cuts of 44,000 hours in FY 

2008 and 22,943 in FY 2009, and an OmniLink service cut of 4,000 hours in FY 

2008. 

• Operating costs increase each year based on historical increases, except noted 

below. 

• Administrative cost increases held to no more than inflation for FY 2009 through 

FY 2013. 

• FY 2008 operating cost budget matches preliminary budget supplied by 


• Operating costs reflect new cost allocation process developed by Omnitrans. 

• Operating costs associated with service changes determined using marginal 

costs. 

• FY 2008 capital budget matches preliminary Capital Improvement Plan (CIP) 

supplied by Omnitrans, with adjustments based on comments by SANBAG. 

• Fare increases in FY 2008, FY 2009, FY 2011, and FY 2012 resulting in the 

following base and average fares: 

Figure 11-4: Base and Average Fares 

Fare Type FY 2008 FY 2009 FY 2010 FY 2011 FY 2012 FY 2013 

Fixed Route Base $1.35 $1.50 $1.50 $1.75 $2.00 $2.00 

Fixed Route Avg. $0.87 $0.92 $0.94 $1.04 $1.19 $1.22 

OmniLink Base $3.00 $3.00 $3.00 $3.50 $4.00 $4.00 

OmniLink Avg. $1.69 $1.69 $1.69 $1.91 $2.22 $2.22 

Access Base $2.45 $2.75 $2.75 $3.25 $3.75 $3.75 

Access Avg. $3.02 $3.26 $3.31 $3.71 $4.33 $4.44 

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Fare increases are structured to reach the goal of a 25% Operating Ratio. The goal is achieved in FY 

2012, with the Operating Ratio slightly under goal in FY 2013. The Operating Ratio will change with 

modifications to operating and capital budgets. Estimated operating ratios for the plan period are shown 

in Figure 11-5: 

Figure 11-5: Operating Ratios 

Operating Ratio 1 FY 2008 FY 2009 FY 2010 FY 2011 FY 2012 FY 2013 

Fixed Route (Direct & 

OmniLink) 

21.4% 22.0% 20.7% 21.9% 25.5% 24.7% 

Access 11.9% 12.1% 11.9% 13.2% 14.6% 14.2% 

1 Operating Ratio = (Fare Revenue + Measure I Subsidy)/Operating Cost 

• Measure I subsidy calculated using methodology from new agreement between 

by Omnitrans and SANBAG. 

• Grant revenues reflect data provided by SANBAG. 

• Fixed Route operating costs increased by $1.5 million in FY 2010 to account for 

expiration of fuel tax credit. 

• Capital costs for FY 2009 through FY 2013 reflect draft CIP supplied by 

Omnitrans, except as noted below. 

• Capital costs after FY 2008 inflated at the Consumer Price Index for All Urban 

Consumers (CPI-U) for the Los Angeles Consolidated Metropolitan Statistical 

Area (CMSA). Source: Cal CPI Forecast BBFYCPI_003.xls, September 2006. 

• Fixed route vehicle replacement assumed to be 15 vehicles per year for FY 2010 

through FY 2013 to lessen impact of large vehicle replacements expected in FY 

2011 and FY 2012. 

• Costs and funding for E Street BRT project (sbX) assumed to be $142.7 million 

(year-of-expenditure dollars) for Phase 1 (including vehicles). Funding based on 

data provided by Omnitrans and reviewed by SANBAG. 

• Funding shortfall for E Street BRT project (sbX) of approximately $10.8 million in 

FY 2012 assumed to be paid with excess Local Transportation Funds (LTF) 

pending acquisition of other funds. 

• Future Access service assumed to be operated with existing fleet and revenue 

hours due to improved productivity and dampened demand due to fare 

increases. No supplemental taxi service is assumed. 

July 11, 2007 236




Figure 11-6: Projected Characteristics Omnitrans Total 

SYSTEM: TOTAL OMNITRANS 1 




Fixed Route: 




Spare Ratio 21.4% 21.4% 21.4% 20.3% 20.6% 20.6% 20.6% 21.6% 21.6% 






Spare Ratio 13.5% 13.5% 13.5% 13.3% 13.3% 13.3% 13.3% 13.3% 13.3% 





Fare Revenue ($000's) $11,837.9 $12,280.1 $12,963.4 $13,870.3 $14,467.0 $14,687.0 $16,147.2 $20,081.1 $20,314.2 

















Operating Ratio (Fares+MI/Cost) 2 

Fixed Route (Directly Operated + Omnilin 19.5% 20.5% 19.8% 21.4% 22.0% 20.7% 21.9% 25.5% 24.7% 

Access 14.7% 13.2% 12.0% 11.9% 12.1% 11.9% 13.2% 14.6% 14.2% 

NOTES: 

1. FY2005 and FY2006 includes contracted fixed route data. 



July 11, 2007 237




Figure 11-7: Projected Characteristics Fixed Route Total 

SYSTEM: OMNITRANS TOTAL FIXED ROUTE (Directly Operated + Contracted + OmniLink) 1 




Fixed Route: 




Spare Ratio 21.4% 21.4% 21.4% 20.3% 20.6% 20.6% 20.6% 21.6% 21.6% 






Spare Ratio 50.0% 50.0% 50.0% 44.4% 44.4% 44.4% 44.4% 44.4% 44.4% 





Fare Revenue ($000's) $10,796.3 $11,230.6 $11,910.7 $12,613.5 $13,113.8 $13,283.7 $14,517.9 $18,218.1 $18,422.7 


















NOTES: 

1. FY2005 and FY2006 includes contracted service data. 



July 11, 2007 238




Figure 11-8: Projected Characteristics Fixed Route 

SYSTEM: OMNITRANS FIXED ROUTE (Directly Operated + Contracted) 1 




Fixed Route: 




Spare Ratio 21.4% 21.4% 21.4% 20.3% 20.6% 20.6% 20.6% 21.6% 21.6% 






Spare Ratio 





Fare Revenue ($000's) $10,736.8 $11,177.3 $11,854.0 $12,535.9 $13,035.7 $13,204.9 $14,429.1 $18,116.9 $18,321.4 


















NOTES: 



July 11, 2007 239




Figure 11-9: Projected Characteristics OmniLink 

SYSTEM: OMNILINK 






Spare Ratio 50.0% 50.0% 50.0% 44.4% 44.4% 44.4% 44.4% 44.4% 44.4% 





Fare Revenue ($000's) $59.5 $53.3 $56.6 $77.6 $78.2 $78.9 $88.7 $101.2 $101.3 


Operating Cost ($000's) $1,053.2 $936.7 $1,052.4 $1,159.0 $1,234.6 $1,294.7 $1,345.6 $1,385.3 $1,436.4 


Revenue Vehicle Miles (000's) 252.6 222.0 233.0 183.9 183.9 183.9 183.9 183.9 183.9 

Total Vehicle Miles (000's) 382.6 380.4 313.6 247.6 247.6 247.6 247.6 247.6 247.6 













NOTES: 



July 11, 2007 240




Figure 11-10: Projected Characteristics Access 

SYSTEM: ACCESS 






Spare Ratio 9.9% 9.9% 9.9% 9.9% 9.9% 9.9% 9.9% 9.9% 9.9% 





Fare Revenue ($000's) $1,041.6 $1,049.4 $1,052.7 $1,256.8 $1,353.2 $1,403.3 $1,629.3 $1,863.0 $1,891.5 


















NOTES: 



July 11, 2007 241




Figure 11-11: Summary of Six-Year (FY 2008-2013) Operating Expenses and Revenues ($000) 

Fiscal Year 

Operating Revenues 

Operating 

Passenger FTA Measure Other 

Expenses LTF STAF 

Revenue SEC. 5307 "I" Revenue 

FIXED ROUTE $54,906.3 $12,613.5 $40,455.1 $0.0 $0.0 $292.1 $1,545.6 

ACCESS $11,453.6 $1,256.8 $3,468.9 $0.0 $0.0 $6,727.9 $0.0 

2007-2008 $66,359.9 $13,870.3 $43,924.0 $0.0 $0.0 $7,020.0 $1,545.6 

FIXED ROUTE $50,056.0 $13,113.8 $34,979.5 $0.0 $0.0 $403.5 $1,559.1 

ACCESS $12,033.4 $1,353.2 $3,782.9 $0.0 $0.0 $6,897.3 $0.0 

2008-2009 $62,089.4 $14,467.0 $38,762.4 $0.0 $0.0 $7,300.8 $1,559.1 

FIXED ROUTE $55,273.5 $13,283.7 $39,990.6 $0.0 $0.0 $422.8 $1,576.3 

ACCESS $12,631.9 $1,403.3 $4,058.5 $0.0 $0.0 $7,170.1 $0.0 

2009-2010 $67,905.3 $14,687.0 $44,049.2 $0.0 $0.0 $7,592.8 $1,576.3 

FIXED ROUTE $67,171.1 $14,517.9 $50,405.3 $0.0 $0.0 $654.0 $1,593.8 

ACCESS $13,129.0 $1,629.3 $4,257.2 $0.0 $0.0 $7,242.5 $0.0 

2010-2011 $80,300.1 $16,147.2 $54,662.5 $0.0 $0.0 $7,896.5 $1,593.8 

FIXED ROUTE $67,795.6 $18,218.1 $47,207.6 $0.0 $0.0 $758.2 $1,611.7 

ACCESS $13,514.0 $1,863.0 $4,196.7 $0.0 $0.0 $7,454.2 $0.0 

2011-2012 $81,309.6 $20,081.1 $51,404.4 $0.0 $0.0 $8,212.4 $1,611.7 

FIXED ROUTE $66,630.6 $18,422.7 $45,827.8 $0.0 $0.0 $750.2 $1,629.9 

ACCESS $14,008.4 $1,891.5 $4,326.1 $0.0 $0.0 $7,790.7 $0.0 

2012-2013 $80,639.0 $20,314.2 $50,153.9 $0.0 $0.0 $8,540.9 $1,629.9 

6-Year Total $438,603.3 $99,566.9 $282,956.4 $0.0 $0.0 $46,563.5 $9,516.5 

* Excludes capitalized Preventive Maintenance, Leases, and Security for Fixed Route service. 

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Figure 11-12: Six-Year (FY 2008-2013) Fund Balance Estimates 

Fund Source 

Year 1 FY 


Year 2 FY 

2009 

Year 3 FY 

2010 

Year 4 FY 

2011 

Year 5 FY 

2012 

Year 6 FY 


Six-Year Total 

FTA Section 5307 

Beginning Balance -$10 $0 $0 $0 $0 $0 

Allocation $13,400,000 $14,300,000 $14,849,000 $15,395,200 $15,946,100 $16,494,500 $90,384,800 

Available for Capital Projects $13,399,990 $14,300,000 $14,849,000 $15,395,200 $15,946,100 $16,494,500 $90,384,790 

1% Enhancements $135,405 $143,000 $148,490 $153,952 $159,461 $164,945 $905,253 

1% Security $135,405 $143,000 $148,490 $153,952 $159,461 $164,945 $905,253 

Net Available for Capital Projects $13,129,180 $14,014,000 $14,552,020 $15,087,296 $15,627,178 $16,164,610 $88,574,284 

Used for Capital (except PM) $11,684,348 $5,189,551 $6,074,338 $13,674,628 $10,751,629 $7,771,523 $55,146,017 

Available for Preventive Maintenance $1,444,832 $8,824,449 $8,477,682 $1,412,667 $4,875,549 $8,393,087 $33,428,267 

Used for PM $1,444,832 $8,824,449 $8,477,682 $1,412,667 $4,875,549 $8,393,087 $33,428,267 

Ending Balance $0 $0 $0 $0 $0 $0 

LTF 

Beginning Balance $9,241,864 $8,430,006 $20,775,695 $31,655,778 $37,669,339 $39,518,684 

Allocation $49,518,594 $52,984,895 $56,693,838 $60,662,407 $64,908,775 $69,452,389 $354,220,898 

Available $58,760,458 $61,414,901 $77,469,533 $92,318,184 $102,578,114 $108,971,073 $501,512,263 

LTF Operating Subsidy $43,430,976 $38,251,532 $43,518,441 $54,111,365 $50,833,259 $49,562,440 $279,708,013 


Used for Capital (except PM) $3,144,645 $0 $0 $0 $10,814,451 $0 $13,959,096 

Available for Capitalized Operations $12,010,752 $22,981,807 $33,775,198 $38,022,506 $40,737,571 $59,206,972 $206,734,806 

Used for Capitalized Operations $3,754,831 $2,387,674 $2,295,314 $537,480 $1,411,720 $2,299,933 $12,686,952 

Ending Balance $8,430,006 $20,775,695 $31,655,778 $37,669,339 $39,518,684 $57,108,701 

STA 

Beginning Balance $0 $178,454 $4,558,360 $4,989,819 $8,087,113 $12,281,669 

Allocation $7,890,538 $5,713,970 $6,056,808 $6,420,217 $6,805,430 $7,213,755 $40,100,718 


Used for Capital $7,712,083 $1,334,065 $5,625,349 $3,322,923 $2,610,874 $1,836,145 $22,441,438 

Ending Balance $178,454 $4,558,360 $4,989,819 $8,087,113 $12,281,669 $17,659,280 

Local Measure I Sales Tax 

Beginning Balance $0 $0 $0 $0 $0 $0 

Allocation $7,020,000 $7,300,800 $7,592,832 $7,896,545 $8,212,407 $8,540,903 $46,563,488 

Measure I -- Fare Assistance FR $284,581 $395,915 $415,135 $646,447 $750,641 $742,676 $3,235,396 

Measure I -- Fare Assistance OL $7,556 $7,568 $7,633 $7,602 $7,519 $7,498 $45,377 

Measure I -- Fare Assistance Access $101,620 $101,324 $103,511 $107,200 $105,112 $104,080 $622,848 

Measure I -- Grant Subsidy $6,626,242 $6,795,993 $7,066,553 $7,135,296 $7,349,135 $7,686,649 $42,659,867 

Ending Balance $0 $0 $0 $0 $0 $0 

FHWA CMAQ 

Beginning Balance $0 $0 $9,317,200 $0 $0 $0 

Allocation $9,317,200 $9,317,200 $9,147,063 $0 $0 $0 $27,781,463 

Used for Capital $9,317,200 $0 $18,464,263 $0 $0 $0 $27,781,463 

Ending Balance $0 $9,317,200 $0 $0 $0 $0 

Measure I Express Bus/BRT 

Beginning Balance $0 $0 $0 $0 $0 $0 

Allocation $0 $0 $703,200 $2,366,000 $2,494,000 $2,626,000 $8,189,200 

Used for Capital $0 $0 $703,200 $2,366,000 $2,494,000 $0 $5,563,200 

Ending Balance $0 $0 $0 $0 $0 $2,626,000 

July 11, 2007 243

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11.3 Capital Projects 

Omnitrans proposes a six-year capital plan that emphasizes replacement first and includes significant 

constraints compared to previous expansion plans. The Constrained Scenario capital plan is summarized 

in this section. Unless stated otherwise, all capital items will be funded with a combination of FTA Section 

5307 (~80%) matched with State Transit Assistance Funds (~20%). 

Revenue Vehicles 

The capital replacement plan for fixed route vehicles assumes constrained funding and some service 

reductions. Because of this situation, fleet requirements are programmed to decrease until FY 2012, 

when new sbX vehicles will be added to the fleet. 

During the next six years, 90 fixed route vehicles will require replacement, based on a 12-year useful life 

cycle. Thirty coaches are scheduled for replacement in FY 2008, and then coaches will be replaced at 

approximately 15 coaches a year starting in 2010. 

Omnitrans will smooth the purchase of large coaches after FY 2008 in order to decrease pressure on 

capital funding sources that would be required to replace a large quantity of vehicles in any one year. 

The plan is to purchase 15 coaches a year starting in FY 2010. Omnitrans will use federal CMAQ funds 

(when available), alone or in combination with FTA Section 5307, that will be matched locally with STAF. 

Federal funds will comprise 80% of the vehicle replacement costs. CMAQ funding is currently 

programmed for FY 2008 and 2009. The FY 2009 CMAQ funds will be moved to FY 2010 to match the 

current revenue vehicle replacement assumptions. The overall fixed route vehicle spare ratio ranges 

from 18% in FY 2008 to 19% in FY 2013. 

Service Vehicles 

Service vehicles are used in Operations, Marketing and for Omnitrans support staff. Vehicles are 

replaced once they reach their standard replacement life: five years or 100,000 miles. Service vehicles 

include supervisor vans, road call repair vehicles, stops and zones repair and maintenance vehicles, 

facility repair and maintenance vehicles and other support vehicles. Replacements are planned as 

follows: 

Service Equipment 

• 2008 – 7 vans, 1 road call truck, 1 marketing truck, 1 marketing trailer 

• 2009 – 2 marketing trucks, 9 vans, 1 marketing van 

• 2010 – 1 facilities truck, 1 lift truck, 6 leased vehicles 

• 2011 – 1 lift truck 

• 2012 – 1 road call truck, 24 leased vehicles 

• 2013 – 1 road call truck 

New equipment is needed on an ongoing basis to replace and supplement outmoded materials now in 

use at both the East and West Valley facilities. Shop items to be replaced include those used for vehicle 

and facilities maintenance, and safety equipment. The goal is to improve operational efficiency. 

July 11, 2007 244

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Transit Enhancements 

This funding will be used to enhance pedestrian improvements in conjunction with city projects to 

increase accessibility to bus stops. 

Transit Security 

This project enables capitalization of security costs. These expenditures are intended to abate operating 

costs by shifting the expenses to capital financing. According to FTA guidelines, at least 1% of Section 

5307 funds must be used for security purposes. Local Transportation Funds (LTF) will be used as local 

match because California Transportation Development Act (TDA) guidelines do not allow the use of STAF 

funds for capitalized security projects. 

Preventive Maintenance 

Federal Section 5307 funding guidelines allow transit agencies to use a portion of these formula funds for 

preventive maintenance activities. Omnitrans funds preventative maintenance after funding all capital 

programs. The amount will fluctuate with each SRTP as new programs become critical for Omnitrans. 

LTF will be used as local match because California Transportation Development Act (TDA) guidelines do 

not allow the use of STAF funds for capitalized maintenance projects. 

Management Information Systems 

This project will provide Management Information Systems (MIS) for East and West Valley facilities, and 

provide training for new/upgraded equipment. MIS equipment will also be used to replace/supplement 

outmoded equipment now in use and incorporate new technologies. The goal is to improve operational 

efficiency. 

Office Equipment 

This item provides office equipment for East and West Valley facilities to replace worn out furnishings and 

expand and update administrative/support capabilities. The goal is to improve operational efficiency. 

Stops and Zones 

Stops and zones equipment is needed to replace, improve, or enhance fixed route stops. Equipment is 

needed to accommodate continuation and expansion of fixed route service. 

Replacement Paratransit Vehicles 

This project will purchase replacement paratransit vans. Vans will be lift-equipped and run on 

conventional fuel sources, unless a CARB-approved engine is found that meets Omnitrans service 

requirements. Vehicles being replaced will have reached standard replacement life of four years or 

100,000 miles. Replacements are planned as follows: 

• 2008 – 25 

• 2009 – 16 

• 2010 – 10 

• 2012 – 25 

The funding pattern of the paratransit fleet changed as Omnitrans moved up delivery of paratransit 

vehicles. Omnitrans took delivery of 25 vehicles in FY 2006 and should take delivery of an additional 25 

July 11, 2007 245

IBI GROUP 




in FY 2007. This will smooth the replacement pattern. In addition to FTA Section 5307 and STAF 

funding, paratransit vehicle replacement will be partially funded with an FTA Section 5310 (Transportation 

for Elderly Persons and Persons with Disabilities) grant in FY 2008. 

Capitalization of Leases 

Omnitrans made a decision in FY 2008 to capitalize its tire lease in accordance with capitalization 

procedures. This action increased the capitalization of leases total funding request. Omnitrans does not 

own appropriate property and facilities for these purposes and therefore these expenditures can be 

shifted to capital financing. Also, Omnitrans uses FTA capital funds to fund the operating facility lease for 

West Valley Access and OmniLink service/voice/data communications base station and antenna tower 

sites. LTF funding will be used as local match because California Transportation Development Act (TDA) 

guidelines do not allow the use of STAF funds for capitalized leases. 

Revenue Equipment 

This project includes the improvement, upkeep, or replacement of equipment used in revenue service. 

Alternative Fueling Facilities 

Various maintenance equipment pieces will be replaced, repaired and/or refurbished to enhance fueling 

capabilities and to replace parts that have become worn or no longer able to meet up-to-date air quality 

standards. Refurbishment will occur every four years. 


The Chino Transcenter serves as the transportation hub for Omnitrans West Valley Service and provides 

intercounty transit connections to Los Angeles and Orange Counties. The existing facility has reached 

capacity with three different transit agencies stopping there. Phase II of the project involves building 

additional bus bays for future intercounty routes to/from Los Angeles and Riverside Counties. 

Ontario Transcenter 

In conjunction with the city of Ontario, Omnitrans is creating a Transcenter in downtown Ontario. The 

funding for this project was appropriated in 2006 under SAFETEA-LU. The funding was for four years 

and started in FY 2006. Omnitrans will only need to provide a match to the FTA Section 5309 Bus and 

Bus Facilities grant funding it obtained for this project. FY 2006 funds totaled $190,654 and FY 2007 

funds totaled $200,640. These amounts were funded with FTA 5309 and STAF funds. The amount 

budgeted in FY 2008 is a Section 5309 FY 2007 appropriation. 

Chaffey Transcenter 

The student population of the Chaffey College campus continues to grow. Providing convenient public 

transportation service can reduce the demand for parking stalls and provide opportunities for post-high 

school education for young adults that do not own a car. The Chaffey College Transcenter will provide a 

centralized location for several Omnitrans routes to pick-up and drop off passengers integrated into the 

campus. The stop will have shelters, seating areas and information kiosks. Chaffey Transcenter is 

scheduled for STIP funding in FY 2008. 

Mid-Valley Facility 

This project will fund architectural, engineering, and construction costs for development of the site for 

revenue service. The Mid-Valley Phase I project will develop a paratransit facility to replace the existing 

Rancho Cucamonga facility currently being leased by Omnitrans. This funding is in addition to the 

July 11, 2007 246

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funding received in the FY 2007 Budget. The FY 2007 budget amount is $15,993,047. A combination of 

STAF and LTF will be used as local match for this project. 

Midlife Rehab 

Omnitrans replaces, updates, and overhauls parts on buses to keep them running. This project funds the 

midlife repair of coaches and replacement of worn/outmoded parts. LTF will be used as local match 

because California Transportation Development Act (TDA) guidelines do not allow the use of STAF funds 

for this function. 

Facility Improvements 

Improvements and upkeep are necessary to make sure that Omnitrans facilities are kept in working order 

and do not fall into disrepair. Each year the maintenance department identifies specific projects that are 

included in this allocation. 

sbX 

This project covers the activities for the San Bernardino Valley-wide Rapid Transit Program. The project 

includes the Preliminary Engineering, Transit-Oriented Development, Project Management, 

Environmental Review, Final Design, Engineering, and Construction phases. The locally preferred 

alternative was selected and approved in FY 2006. Engineering and Environmental will begin in FY 2008. 

This project has been included in the SCAG RTP and RTIP. Funding is included for the purchase of 16 

articulated coaches for the service. Funding will be supplied by a variety of sources, including FTA 

Section 5307, FTA Section 5309 New Starts/Small Starts, CMAQ, STAF, LTF, Proposition 1B 

infrastructure bonds, San Bernardino County Measure A sales tax, STIP, and in-kind transfers (donations 

of land and/or services by governmental or private entities). 

Figure 11-13 provides a summary of Omnitrans’ capital funding picture over the SRTP timeframe. 

July 11, 2007 247




Figure 11-13: Summary of Six-Year (FY 2008-2013) Capital Costs and Funding ($000) 

Fiscal Year 

Capital Revenues 

Capital 

FTA FTA Measure Other 

Expenses* LTF STAF 

CMAQ 

SEC. 5307 SEC. 5309 "I" Revenue 

FIXED ROUTE $43,531.4 $6,899.5 $7,633.3 $11,480.7 $200.6 $9,317.2 $0.0 $8,000.0 

ACCESS $2,399.1 $0.0 $78.8 $1,919.3 $0.0 $0.0 $0.0 $401.0 

2007-2008 $45,930.4 $6,899.5 $7,712.1 $13,400.0 $200.6 $9,317.2 $0.0 $8,401.0 

FIXED ROUTE $19,247.9 $2,387.7 $930.7 $12,686.7 $242.8 $0.0 $0.0 $3,000.0 

ACCESS $2,016.7 $0.0 $403.3 $1,613.3 $0.0 $0.0 $0.0 $0.0 

2008-2009 $21,264.5 $2,387.7 $1,334.1 $14,300.0 $242.8 $0.0 $0.0 $3,000.0 

FIXED ROUTE $82,916.8 $2,295.3 $5,446.6 $14,133.9 $32,373.6 $18,464.3 $703.2 $9,500.0 

ACCESS $893.9 $0.0 $178.8 $715.1 $0.0 $0.0 $0.0 $0.0 

2009-2010 $83,810.7 $2,295.3 $5,625.3 $14,849.0 $32,373.6 $18,464.3 $703.2 $9,500.0 

FIXED ROUTE $63,054.2 $537.5 $3,322.9 $15,395.2 $36,932.6 $0.0 $2,366.0 $4,500.0 

ACCESS $0.0 $0.0 $0.0 $0.0 $0.0 $0.0 $0.0 $0.0 

2010-2011 $63,054.2 $537.5 $3,322.9 $15,395.2 $36,932.6 $0.0 $2,366.0 $4,500.0 

FIXED ROUTE $36,414.8 $12,226.2 $2,099.9 $13,902.2 $5,692.6 $0.0 $2,494.0 $0.0 

ACCESS $2,554.9 $0.0 $511.0 $2,043.9 $0.0 $0.0 $0.0 $0.0 

2011-2012 $38,969.7 $12,226.2 $2,610.9 $15,946.1 $5,692.6 $0.0 $2,494.0 $0.0 

FIXED ROUTE $20,630.6 $2,299.9 $1,836.1 $16,494.5 $0.0 $0.0 $0.0 $0.0 

ACCESS $0.0 $0.0 $0.0 $0.0 $0.0 $0.0 $0.0 $0.0 

2012-2013 $20,630.6 $2,299.9 $1,836.1 $16,494.5 $0.0 $0.0 $0.0 $0.0 

6-Year Total $273,660.2 $26,646.0 $22,441.4 $90,384.8 $75,442.2 $27,781.5 $5,563.2 $25,401.0 

* Includes capitalized Preventive Maintenance, Leases, and Security for Fixed Route service. 

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12. UNCONSTRAINED SERVICE PLANS 

This chapter describes the route and frequency changes that could be considered if there are fewer 

financial constraints in future years. The first priority after implementing the Constrained Service Plan is 

to bring all routes to standardized frequencies and spans, which could be covered by a Partially 

Constrained Service Plan. The second priority would be to have all existing and new areas of the East 

and West Valleys properly served by transit, including all improvements suggested in the Chapter 9 

Needs Assessment but not implemented in the Constrained or Partially Unconstrained Plans; these could 

be covered by an Unconstrained Service Plan. 

The changes and additions to the constrained route structures, frequencies and spans are described 

below for the Partially Constrained and Unconstrained Service Plans. The characteristics of each route in 

the two plans, including the spans of service, headways, running times, vehicles, service hours, and 

ridership estimates are shown in Figure 12-1 through Figure 12-3 for the Partially Unconstrained Plan, 

and in Figure 12-4 through Figure 12-6 for the Unconstrained Plan. The resource impacts are described 

in Section 1.1 below. 

12.1 Partially Constrained Service Plan 

• Route 7: San Bernardino-Sierra Way-Cal State – daytime frequencies would 

be improved from 60 to 30-minutes, and the span would be extended to 9:00 

p.m. 

• Route 8: Redlands-San Bernardino-Mentone-Yucaipa – daytime frequencies 

would be improved from 60 to 30-minutes. 

• Route 9: San Bernardino-Redlands-Yucaipa – daytime frequencies would be 

improved from 60 to 30-minutes. 

• Route 10: Fontana-Baseline-San Bernardino – the span would be extended to 

9:00 p.m. on this route. 

• Route 29: Bloomington-Valley-Kaiser – daytime frequencies would be 

improved from 60 to 30-minutes and the span would e extended to 9:00 p.m. 

• Route 60: Chaffey College-Montclair Transcenter– daytime frequencies 


• Route 62: Chino-Euclid-North Upland – mid-day frequencies would be 


• Route 67: Montclair-Baseline-Fontana – mid-day frequencies would be 


• Route 70: Chaffey College-Rancho Cucamonga-Ontario – daytime 

frequencies would be improved from 60 to 30-minutes. 

• Route 71: Sierra-South Ridge-Rancho Cucamonga – daytime frequencies 


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2.5 5.8 3.0 4.6 15.8 

sb 4:38am-10:22pm 

4.0 5.8 3.0 4.5 17.3 


sb 6.9 15 15 15 30 30 15 30 15 30 15 27 5 13.8 3.0 3.0 3.0 1.1 12.0 17.3 9.0 4.8 43.1 

Tripper 1.0 1.0 1.0 3.5 4.5 


sb 5.1 30 30 30 30 27 2 27 2 27 2 27 2 11.3 1.0 1.0 1.0 1.0 3.9 5.6 2.9 3.4 15.7 

Total Route 1 24.5 112 23 112 23 112 23 107 13 13.1 8.0 8.0 7.0 4.0 24.5 43.8 21.0 16.1 105.3 4000 38 


nb5:20am -9:25pm 3.6 6.0 2.8 3.8 16.2 


nb 6.3 20 20 20 30 26 12 26 12 26 12 22 5 14.5 1.9 1.9 1.9 0.9 6.8 11.4 5.3 3.4 26.9 


nb 6.8 20 20 20 30 34 34 34 28 11.9 1.7 1.7 1.7 0.9 4.9 10.2 4.8 3.5 23.4 

Total Route 2 26.1 118 22 118 22 118 22 108 12 13.3 7.0 7.0 7.0 4.0 23.1 42.0 19.9 16.2 101.2 4000 40 

302: Kendall-E St-Loma Linda sb 6:20am-6:20pm 2.5 6.0 3.2 11.7 

nb 6:20am-6:25pm 2.5 6.0 3.2 11.7 


nb 4.2 10 10 10 16 16 16 15.8 1.6 1.6 1.6 4.0 9.6 5.1 18.7 


nb 6.3 10 10 10 19 5 19 5 19 5 19.9 2.4 2.4 2.4 6.0 14.4 7.6 28.0 


nb 6.8 10 10 10 22 5 22 5 22 5 18.5 2.7 2.7 2.7 6.8 16.2 8.6 31.5 

Total Route 302 32.6 105 15 105 15 105 15 18.6 12.0 12.0 12.0 30.0 72.0 38.0 140.0 2200 16 


wb4:24am-10:29pm 4.5 6.0 3.0 3.5 17.0 

4th St.&Arrowhd-Bldr&Baseline ( eb 12.2 20 20 20 30 51 51 51 51 14.3 2.6 2.6 2.6 1.7 10.2 15.3 7.7 5.1 38.3 




4thSt&ESt - Boulder&Baseline (3 eb 6.4 20 20 20 30 29 29 29 29 13.2 1.5 1.5 1.5 1.0 6.5 8.7 4.4 3.4 22.9 

Total Route 3/4 37.0 158 22 158 22 158 22 158 22 14.1 9.0 9.0 9.0 6.0 38.0 54.0 27.0 19.5 138.5 6275 45 


sb 4:58am-9:28pm 3.8 6.0 3.0 3.5 16.3 


sb 5.1 30 30 30 30 23 5 23 5 23 5 23 5 13.3 0.9 0.9 0.9 0.9 3.5 5.6 2.8 3.3 15.2 


sb 7.3 30 30 30 30 30 30 30 30 14.6 1.0 1.0 1.0 1.0 3.8 6.0 3.0 3.5 16.3 

Total Route 5 24.6 108 12 108 12 108 12 108 12 13.7 4.0 4.0 4.0 4.0 15.4 24.0 12.0 14.0 65.4 1984 30 


sb 5:06am-9:06pm 3.9 6.0 3.0 3.0 15.9 


sb 5.8 30 30 30 30 25 11 25 11 25 11 25 11 13.8 1.2 1.2 1.2 1.2 4.7 7.2 3.6 3.6 19.1 


sb 3.2 30 30 30 30 13 13 13 13 14.8 0.4 0.4 0.4 0.4 1.7 2.6 1.3 1.3 6.9 

Total Route 7 17.0 74 16 74 16 74 16 74 16 13.8 3.0 3.0 3.0 3.0 10.5 18.0 9.0 9.0 46.5 1129 24 


wb 5:02am-9:02pm 4.0 6.0 3.0 2.8 15.8 


wb 7.8 30 30 30 60 31 5 31 5 31 5 31 5 15.1 1.2 1.2 1.2 0.6 4.8 7.2 3.6 1.7 17.3 


wb 4.8 30 30 30 60 20 20 20 20 14.4 0.7 0.7 0.7 0.3 2.7 4.0 2.0 0.9 9.6 


wb 11.0 30 30 30 60 35 35 35 35 18.9 1.2 1.2 1.2 0.6 4.7 7.0 3.5 1.6 16.8 

Total Route 8 47.3 170 10 170 10 170 10 170 10 16.7 6.0 6.0 6.0 3.0 22.5 36.0 18.0 8.7 85.2 900 11 


wb 4:33am-8:33pm 4.9 6.0 3.0 4.0 17.9 


wb 8.5 30 30 30 60 34 15 34 15 34 15 34 15 14.9 1.6 1.6 1.6 0.8 7.9 9.8 4.9 3.3 25.9 


wb 4.4 30 30 30 60 14 14 14 14 18.8 0.5 0.5 0.5 0.2 2.3 2.8 1.4 0.9 7.4 


wb 10.5 30 30 30 60 34 34 34 34 18.6 1.1 1.1 1.1 0.6 5.5 6.8 3.4 2.3 18.0 

Total Route 9 45.9 160 20 160 20 160 20 160 20 17.2 6.0 6.0 6.0 3.0 24.0 36.0 18.0 12.0 90.0 1177 13 


eb 5:30am-8:30pm 3.3 6.0 3.0 3.0 15.3 


eb 11.1 30 30 30 30 40 11 40 11 40 11 40 11 16.7 1.7 1.7 1.7 1.7 5.6 10.2 5.1 5.1 26.0 


eb 3.1 30 30 30 30 12 12 12 12 15.3 0.4 0.4 0.4 0.4 1.3 2.4 1.2 1.2 6.1 

Total Route 10 27.9 104 16 104 16 104 16 104 16 16.1 4.0 4.0 4.0 4.0 13.1 25.0 11.1 12.0 61.1 1611 26 

July 11, 2007 250

IBI GROUP 











sb 5:27am-9:55pm 3.7 6.0 3.0 4.1 16.7 


sb 4.8 30 30 30 30 20 6 20 11 20 11 20 11 14.3 0.9 1.0 1.0 1.0 3.2 6.2 3.1 4.2 16.6 


sb 6.7 30 30 30 30 32 27 27 27 12.6 1.1 0.9 0.9 0.9 3.9 5.4 2.7 3.6 15.6 

Total Route 11 22.9 99 21 94 26 94 26 94 26 13.9 4.0 4.0 4.0 4.0 14.6 24.0 12.0 15.7 66.3 1402 21 


eb4:35am-10:20pm 3.5 6.0 3.0 4.4 16.9 


Tripper 1.0 1.0 1.0 


Total Route 14 19.6 90 15 90 15 90 15 82 8 13.1 8.0 7.0 7.0 3.0 28.2 42.0 21.0 12.5 103.7 4518 44 


wb 5:05am-9:45pm 2.8 6.0 3.0 3.8 15.6 


wb 12.2 30 30 30 30 49 15 49 15 49 15 49 15 15.0 2.1 2.1 2.1 2.1 6.0 12.8 6.4 8.1 33.3 


wb 16.7 30 30 30 30 59 5 59 5 59 5 59 5 17.0 2.1 2.1 2.1 2.1 6.0 12.8 6.4 5.3 30.5 

Total Route 15 57.8 208 32 208 32 208 32 208 32 16.7 8.0 8.0 8.0 8.0 21.3 48.0 24.0 25.0 118.3 2660 22 


eb5:30am-10:00pm 2.5 6.0 3.0 3.8 15.3 


eb 14.9 30 30 30 30 60 15 60 15 60 15 60 15 14.9 2.5 2.5 2.5 2.5 6.3 15.0 7.5 9.4 38.1 


eb 7.4 30 30 30 30 30 5 30 5 30 5 30 5 14.8 1.2 1.2 1.2 1.2 2.9 7.0 3.5 4.4 17.8 

Total Route 19 44.6 180 30 180 30 180 30 180 30 14.9 7.0 7.0 7.0 7.0 19.7 42.0 21.0 21.3 103.9 2640 25 


nb 4:57am-9:27pm 3.6 6.0 3.0 3.0 15.6 


nb 2.9 30 30 30 30 14 9 14 9 14 9 14 9 12.5 0.8 0.8 0.8 0.8 2.7 4.6 2.3 2.3 11.9 


nb 3.0 30 30 30 30 12 12 12 12 15.2 0.4 0.4 0.4 0.4 1.4 2.4 1.2 1.2 6.2 

Total Route 20 12.2 51 9 51 9 51 9 51 9 14.4 2.0 2.0 2.0 2.0 6.6 12.0 6.0 5.8 30.5 780 26 


sb 5:05am-9:50pm 4.0 6.0 3.0 3.2 16.2 


sb 11.7 30 30 30 30 50 15 50 15 50 15 50 15 14.1 2.2 2.2 2.2 2.2 8.7 13.0 6.5 6.9 35.1 

Total Route 22 23.1 97 23 97 23 97 23 97 23 14.3 4.0 4.0 4.0 4.0 16.2 24.0 12.0 12.4 64.6 2000 31 



wb 6:10am-8:10pm 3.0 6.0 3.0 3.0 15.0 


wb 5.7 30 30 30 60 25 10 25 10 25 10 25 10 13.7 1.2 1.2 1.2 0.6 3.5 7.0 3.5 1.8 15.8 

Total Route 29 11.5 50 10 50 10 50 10 13.7 2.0 2.0 2.0 1.0 6.0 12.0 6.0 3.0 27.0 500 19 



wb 4:56am-9:30pm 4.0 6.0 3.0 4.8 17.8 


nb 12.0 30 30 30 30 28 28 28 28 25.7 0.9 0.9 0.9 0.9 3.7 5.6 2.8 4.5 16.6 

Total Route 90 24.0 55 5 55 5 55 5 55 5 26.2 2.0 2.0 2.0 2.0 8.0 12.0 6.0 9.5 35.5 645 18 


July 11, 2007 251

IBI GROUP 




Figure 12-3: Partially Constrained Service Plan for Omnitrans Fixed Route West Valley Routes 

(Weekdays) 




60:OntCC-ChaffeyColl-OntMillseb 5:10am-9:10pm 3.0 6.0 3.0 3.0 15.0 

wb 4:40am-8:40pm 3.0 6.0 3.0 3.0 15.0 


nb 5.2 30 30 30 60 20 10 20 10 20 10 20 10 15.6 1.0 1.0 1.0 0.5 3.0 6.0 3.0 1.5 13.5 


wb 11.5 60 60 60 60 60 60 60 60 11.5 1.0 1.0 1.0 1.0 3.0 6.0 3.0 3.0 15.0 

Total Route 60 33.4 158 22 158 22 158 22 158 22 12.7 4.0 4.0 4.0 3.0 12.0 24.0 12.0 9.0 57.0 980 17 


wb4:20am-10:20pm 4.0 5.8 3.3 4.3 17.3 


wb 6.6 16 15 15 30 29 11 32 12 32 12 32 12 13.7 2.5 2.9 2.9 1.5 10.0 16.9 9.5 4.2 40.6 


wb 3.7 16 15 15 30 16 2 12 2 12 2 12 2 13.9 1.1 0.9 0.9 0.5 4.5 5.4 3.0 1.2 14.1 


wb 13.0 16 15 15 30 42 45 45 45 18.6 2.6 3.0 3.0 1.5 10.5 17.3 9.8 6.5 44.0 

Total Route 61 45.3 175 31 183 27 183 27 183 27 15.5 13.0 14.0 14.0 7.0 49.7 80.5 45.5 24.2 199.9 5729 29 


sb 5:26am-8:23pm 3.0 6.0 3.0 3.0 15.0 

Chino Transit Ctr-Ontario TC nb 8.7 30 30 30 30 34 34 34 34 15.4 1.1 1.1 1.1 1.1 3.4 6.8 3.4 3.7 17.3 

sb 8.4 30 30 30 30 34 11 34 5 34 11 34 11 14.8 1.5 1.3 1.5 1.5 4.5 7.8 4.5 4.4 21.2 


sb 4.8 30 30 30 30 18 5 18 18 5 18 5 16.0 0.8 0.6 0.8 0.8 2.3 3.6 2.3 2.3 10.5 

Total Route 62 26.9 104 16 104 5 104 16 104 16 15.5 4.0 3.6 4.0 4.0 12.0 21.8 12.0 12.4 58.2 1130 19 


sb 5:45am-9:45pm 3.0 6.0 3.0 3.6 15.6 


sb 6.4 30 30 30 55 27 17 27 17 27 17 27 6 14.2 1.5 1.5 1.5 0.6 4.4 8.8 4.4 2.1 19.7 


sb 5.3 30 30 30 55 21 21 21 21 15.1 0.7 0.7 0.7 0.4 2.1 4.2 2.1 1.4 9.8 

Total Route 63 25.2 99 21 99 21 99 21 99 10 15.3 4.0 4.0 4.0 2.0 12.0 24.0 12.0 6.5 54.5 1214 22 


nb 4:53am-9:53pm 4.0 6.0 3.0 4.2 17.2 

A/B:Montclair Transcenter- Chinosb 6.6 30 30 30 30 24 24 24 24 16.6 0.8 0.8 0.8 0.8 3.2 4.8 2.4 3.4 13.8 

nb 6.6 30 30 30 30 21 15 21 15 21 15 21 15 19.0 1.2 1.2 1.2 1.2 4.8 7.2 3.6 5.0 20.6 

A: ChinoTC-ChinoHillsMPvia Chi sb 3.6 60 60 60 60 14 14 14 14 15.5 0.2 0.2 0.2 0.2 0.9 1.4 0.7 1.0 4.0 

nb 3.6 60 60 60 60 15 15 15 15 14.5 0.3 0.3 0.3 0.3 1.0 1.5 0.8 1.0 4.3 

B: ChinoTC-ChinoHillsMPvia Edi sb 3.9 60 60 60 60 12 12 12 12 19.7 0.2 0.2 0.2 0.2 0.8 1.2 0.6 0.8 3.4 

nb 3.9 60 60 60 60 12 12 12 12 19.7 0.2 0.2 0.2 0.2 0.8 1.2 0.6 0.8 3.4 

B: ChinoHillsMP- Valla Vista Loo cw 2.7 60 60 60 60 8 8 8 8 20.3 0.1 0.1 0.1 0.1 0.5 0.8 0.4 0.6 2.3 

Total Route 65 31.1 106 15 106 15 106 15 106 15 17.6 3.0 3.0 3.0 3.0 12.1 18.1 9.1 12.6 51.8 1300 25 


eb5:00am -9:15pm 4.0 6.0 3.0 2.6 15.6 


eb 16.7 15 30 15 30 75 9 75 19 75 9 75 19 13.3 5.6 3.1 5.6 3.1 19.2 18.8 16.8 7.8 62.6 

Total Route 68 33.1 141 24 141 39 141 24 141 39 14.1 11.0 6.0 11.0 6.0 38.0 36.0 33.0 18.3 125.3 2673 21 


sb 6:05am-9:05pm 3.0 6.0 3.9 3.0 15.9 


sb 6.4 30 30 30 30 23 5 23 5 23 5 23 5 16.7 0.9 0.9 0.9 0.9 2.8 5.6 3.6 2.8 14.8 


wb 15.0 30 30 30 30 60 60 60 60 15.0 2.0 2.0 2.0 2.0 6.0 12.0 7.8 6.0 31.8 

Total Route 67 42.8 165 15 165 15 165 15 165 15 15.6 6.0 6.0 6.0 6.0 19.5 36.0 23.4 18.0 96.9 1800 19 


sb 5:49am-9:19pm 2.5 6.0 3.0 3.0 14.5 


sb 7.9 30 30 30 60 30 22 30 22 30 22 30 10 15.7 1.7 1.7 1.7 0.7 4.3 10.4 5.2 2.1 22.0 


wb 12.4 30 30 30 60 54 54 54 50 13.8 1.8 1.8 1.8 0.9 4.5 10.8 5.4 2.7 23.4 

Total Route 68 40.5 170 40 170 40 170 40 163 17 14.3 7.0 7.0 7.0 3.0 17.5 42.0 21.0 9.0 89.5 1569 18 


wb 6:44am-8:24pm 2.5 6.0 3.0 2.5 14.0 


wb 12.0 30 30 30 60 41 8 41 8 41 8 41 8 17.6 1.6 1.6 1.6 0.8 4.1 9.8 4.9 2.0 20.8 


sb 3.7 30 30 30 60 13 13 13 13 17.1 0.4 0.4 0.4 0.2 1.1 2.6 1.3 0.5 5.5 


sb 7.4 30 30 30 60 25 25 25 25 17.8 0.8 0.8 0.8 0.4 2.1 5.0 2.5 1.0 10.6 

Total Route 70 47.2 162 18 162 18 162 18 162 18 17.5 6.0 6.0 6.0 3.0 15.0 36.0 18.0 7.5 76.5 1500 20 



wb 5:35am-8:35pm 4.0 6.0 3.0 2.6 15.6 


wb 4.0 30 30 30 60 18 10 18 10 18 10 18 10 13.3 0.9 0.9 0.9 0.5 3.7 5.6 2.8 1.2 13.3 


wb 2.4 30 30 30 60 10 10 10 10 14.4 0.3 0.3 0.3 0.2 1.3 2.0 1.0 0.4 4.8 


wb 8.2 30 30 30 60 30 30 30 30 16.5 1.0 1.0 1.0 0.5 4.0 6.0 3.0 1.3 14.3 


wb 4.1 30 30 30 60 15 9 15 9 15 9 15 9 16.4 0.8 0.8 0.8 0.4 3.2 4.8 2.4 1.0 11.4 

Total Route 71 38.9 151 29 151 29 151 29 151 29 15.4 6.0 6.0 6.0 3.0 24.0 36.0 18.0 8.4 86.4 1075 12 

West Valley Total 64 60 65 40 212 354 204 126 896 18970 21 

Total Partially Constrained System 160 155 159 102 533 921 486 339 2,279 57391 25 

Total Constrained System 136 127 136 96 461 655 414 308 1,939 54338 28 

Total Current System 145 144 145 99 499 849 441 334 2,123 56268 27 

July 11, 2007 252

IBI GROUP 




12.2 Unconstrained Service Plan 

• Route 8: San Bernardino-Mentone-Yucaipa – this local route would be 

extended to serve the Cedar/Date corridor in Yucaipa. 

• Route 9: San Bernardino-Redlands-Yucaipa – this local route would be 

extended to serve the California and Bryant corridors in Yucaipa. 

• Route 314 sbX: Fontana-Foothill-San Bernardino – this new limited stop 

service would be introduced in the Foothill corridor between the Fourth Street 

Transit Mall and the Montclair Transcenter; it would parallel the Route 14 and 66 

service areas. The Route 14/66 and limited stop service would provide 

combined headways of 10-minutes during the day on weekdays. 

• Route 15: Fontana-San Bernardino/Highland-Redlands – this local route 

would be straightened to operate on 9th between the Fourth Street Transit Mall 

and Palm, and on Orange between 5th and the Redlands Mall. At the Redlands 

Mall, it would be extended to serve the Cypress corridor and the Redlands 

Community Hospital previously served by the Redlands Trolley, which has been 

discontinued. 

• Route 17: Redlands-San Bernardino – this new local route would operate on E 

Street and San Bernardino Avenue between the Fourth Street Transit Mall and 

the Redlands Mall. It would provide 30-minute daytime service and 60-minute 

evening service six days a week. 

• Route 18: San Bernardino-3rd Street-Sterling – this new local route would 

operate in the 3rd Street/Sterling/Lynwood corridor between the Fourth Street 

Transit Mall and the San Manuel Casino. It would provide 30-minute daytime 

service and 60-minute evening service six days a week. 

• Route 19: Redlands-Colton-Fontana – this base route be changed to operate 

on Lugonia rather than Redlands between Mountain View and Orange. This 

would provide service to the Citrus Plaza previously served by Route 8. 

• Route 20: Fontana Metrolink-Hemlock-Kaiser – this route would be dropped 

as its service area would be served by the restructured Route 29. 

• Route 29: North Fontana-Fontana Metrolink-Bloomington – this local route 

would be extended to the Fontana Metrolink Station and then into North Fontana 

via Merrill, Cherry and Beech to Summit Avenue. It would provide 30-minute 

daytime and 60-minute evening service six days a week. 

• Route 65 A/B: Montclair-Chino Hills – the A and B branches of this West 

Valley base route would operate to the Chino Hills Marketplace. The A branch 

would be extended to the Glen Ridge corridor in Los Serranos. The B branch 

would be unchanged, serving the Valle Vista corridor in Los Serranos. The 

frequencies and spans would remain the same as the route in the Constrained 

Plan. 

• Route 68: Chino-Montclair-Chaffey College Chino – this local route would be 

extended south to serve Chaffey College Chino via Ramona, Chino, Central and 

Eucalyptus. It would continue to provide 30-minute service. 

July 11, 2007 253

IBI GROUP 




• Route 91: Diamond Bar-North Orange County Connection – this new 

commuter express route would operate from the Chino Transcenter through 

Chino Hills on Grand Avenue to Diamond Bar and then to Cal State Fullerton and 

the Fullerton Metrolink via the 57 Freeway. It would provide 30-minute peak and 

60-minute off-peak service. 

July 11, 2007 254

IBI GROUP 




Figure 12-4: Unconstrained Service Plan for Omnitrans Fixed Route East Valley Routes 






2.5 5.8 3.0 4.6 15.8 

sb 4:38am-10:22pm 

4.0 5.8 3.0 4.5 17.3 

Arrowhead Reg. Med Ctr-E St.&C nb 6.3 15 15 15 30 27 3 27 3 27 3 25 3 14.0 2.0 2.0 2.0 0.9 5.0 11.5 6.0 4.2 26.7 

sb 6.9 15 15 15 30 30 15 30 15 30 15 27 5 13.8 3.0 3.0 3.0 1.1 12.0 17.3 9.0 4.8 43.1 

Tripper 1.0 1.0 1.0 3.5 4.5 

E St.&Court - Sterling & Date Placnb 6.3 30 30 30 30 28 3 28 3 28 3 28 3 13.4 1.0 1.0 1.0 1.0 2.6 5.9 3.1 3.7 15.3 

sb 5.1 30 30 30 30 27 2 27 2 27 2 27 2 11.3 1.0 1.0 1.0 1.0 3.9 5.6 2.9 3.4 15.7 

Total Route 1 24.5 112 23 112 23 112 23 107 13 13.1 8.0 8.0 7.0 4.0 24.5 43.8 21.0 16.1 105.3 4000 38 


nb5:20am -9:25pm 3.6 6.0 2.8 3.8 16.2 


nb 6.3 20 20 20 30 24 2 24 2 24 2 22 5 15.7 1.3 1.3 1.3 0.9 4.7 7.8 3.6 3.4 19.5 

E St.&Court - Barton&Prospect sb 6.8 20 20 20 30 34 2 34 2 34 2 34 7 11.9 1.8 1.8 1.8 1.4 6.5 10.8 5.2 5.9 28.4 

nb 6.8 20 20 20 30 34 34 34 28 11.9 1.7 1.7 1.7 0.9 4.9 10.2 4.8 3.5 23.4 

Total Route 2 26.1 116 4 116 4 116 4 108 12 13.5 6.0 6.0 6.0 4.0 20.2 36.0 17.1 16.2 89.5 4000 45 

302: Kendall-ESt-Loma Linda sbsb 4:20am-6:20pm 2.5 6.0 3.2 12.0 

nb 5:20am-6:25pm 2.5 6.0 3.2 12.0 


nb 4.2 10 10 10 16 16 16 15.8 1.6 1.6 1.6 4.0 9.6 5.1 18.7 


nb 6.3 10 10 10 19 5 19 5 19 5 19.9 2.4 2.4 2.4 6.0 14.4 7.6 28.0 


nb 6.8 10 10 10 22 5 22 5 22 5 18.5 2.7 2.7 2.7 6.8 16.2 8.6 31.5 

32.6 105 15 105 15 105 15 18.6 12.0 12.0 12.0 30.0 72.0 38.0 140.0 2200 16 


wb4:24am-10:29pm 4.5 6.0 3.0 3.5 17.0 

4th St.&Arrowhd-Bldr&Baseline (4eb 12.2 20 20 20 30 51 51 51 51 14.3 2.6 2.6 2.6 1.7 10.2 15.3 7.7 5.1 38.3 





Total Route 3/4 37.0 158 22 158 22 158 22 158 22 14.1 9.0 9.0 9.0 6.0 38.0 54.0 27.0 19.5 138.5 6275 45 

5: San Bndo-Del Rosa-Cal Statenb 5:50am-9:50pm 3.9 6.0 3.0 3.5 16.4 

sb 4:58am-9:28pm 3.8 6.0 3.0 3.5 16.3 


sb 5.1 30 30 30 30 23 5 23 5 23 5 23 5 13.3 0.9 0.9 0.9 0.9 3.5 5.6 2.8 3.3 15.2 

Del Rosa&Highland - Cal State Unnb 7.3 30 30 30 30 30 7 30 7 30 7 30 7 14.6 1.2 1.2 1.2 1.2 4.8 7.4 3.7 4.3 20.2 

sb 7.3 30 30 30 30 30 30 30 30 14.6 1.0 1.0 1.0 1.0 3.8 6.0 3.0 3.5 16.3 

Total Route 5 24.6 108 12 108 12 108 12 108 12 13.7 4.0 4.0 4.0 4.0 15.4 24.0 12.0 14.0 65.4 1984 30 

7: San Bdno-Sierra Way-Cal Stanb 6:05am-9:05pm 3.0 6.0 3.0 3.0 15.0 

sb 5:06am-8:06pm 3.9 6.0 3.0 3.0 15.9 


sb 5.8 30 30 30 30 25 11 25 11 25 11 25 11 13.8 1.2 1.2 1.2 1.2 4.7 7.2 3.6 3.6 19.1 


sb 3.2 30 30 30 30 13 13 13 13 14.8 0.4 0.4 0.4 0.4 1.7 2.6 1.3 1.3 6.9 

Total Route 7 17.0 74 16 74 16 74 16 74 16 13.8 3.0 3.0 3.0 3.0 10.5 18.0 9.0 8.9 46.4 1129 24 


wb 5:02am-9:02pm 4.0 6.0 3.0 2.8 15.8 

4th&E St-Redlands&Mountain Vie eb 7.1 30 30 30 60 24 24 24 24 17.6 0.8 0.8 0.8 0.4 2.8 4.8 2.4 1.2 11.2 

wb 7.8 30 30 30 60 27 5 27 5 27 5 27 2 17.3 1.1 1.1 1.1 0.5 4.3 6.4 3.2 1.4 15.2 

Redlands&MtnView-Redlands Ma eb 4.8 30 30 30 60 24 24 24 18 12.0 0.8 0.8 0.8 0.3 2.8 4.8 2.4 0.9 10.9 

wb 4.8 30 30 30 60 24 24 24 18 12.0 0.8 0.8 0.8 0.3 3.2 4.8 2.4 0.8 11.2 


wb 11.0 30 30 30 60 37 37 37 37 17.9 1.2 1.2 1.2 0.6 4.9 7.4 3.7 1.7 17.8 

4th&Yucaipa-Date&Freemont 2.2 30 30 30 60 10 10 10 7 13.2 0.3 0.3 0.3 0.1 1.2 2.0 1.0 0.4 4.5 

wb 2.2 30 30 30 60 10 5 10 5 10 5 7 13.2 0.5 0.5 0.5 0.1 2.0 3.0 1.5 0.3 6.8 

Total Route 8 51.7 195 15 195 15 195 15 177 3 15.9 7.0 7.0 7.0 3.0 26.3 42.0 21.0 8.7 98.0 1500 15 


wb 4:33am-8:33pm 4.9 6.0 3.0 4.0 17.9 


wb 8.5 30 30 30 60 34 10 34 10 34 10 32 5 14.9 1.5 1.5 1.5 0.6 7.1 8.8 4.4 2.5 22.8 


wb 4.4 30 30 30 60 14 14 14 14 18.8 0.5 0.5 0.5 0.2 2.3 2.8 1.4 0.9 7.4 


wb 10.5 30 30 30 60 34 34 34 34 18.6 1.1 1.1 1.1 0.6 5.5 6.8 3.4 2.3 18.0 

California&D St.-San Carlos&Bryasb 2.2 30 30 30 60 10 10 10 7 13.2 0.3 0.3 0.3 0.1 1.0 2.0 1.0 0.5 4.5 

nb 2.2 30 30 30 60 10 10 10 10 10 10 7 13.2 0.7 0.7 0.7 0.1 3.2 4.0 2.0 0.5 9.7 

Total Route 9 50.3 180 30 180 30 180 30 170 10 16.8 7.0 7.0 7.0 3.0 27.9 42.0 21.0 12.0 102.9 1500 15 


eb 5:30am-8:30pm 3.3 6.0 3.0 2.5 14.8 


eb 11.1 15 15 15 30 38 13 38 13 38 13 38 13 17.6 3.4 3.4 3.4 1.7 11.2 20.4 10.2 4.3 46.1 

Baseline&Citrus - FontanaMetrolinwb 2.6 15 15 15 30 12 5 12 5 12 5 12 6 13.0 1.1 1.1 1.1 0.6 3.7 7.4 2.8 1.2 15.1 

eb 3.1 15 15 15 30 12 12 12 12 15.3 0.8 0.8 0.8 0.4 2.6 4.8 2.4 1.0 10.8 

Total Route 10 27.9 102 18 102 18 102 18 102 19 16.4 8.0 8.0 8.0 4.0 26.2 49.9 22.1 9.1 107.3 1611 15 

July 11, 2007 255

IBI GROUP 




Figure 12-5: Unconstrained Service Plan for Omnitrans Fixed Route East Valley Routes 






11: San Bdno-Muscoy-Cal Statenb 5:25am-9:25pm 3.7 6.0 3.0 3.8 16.5 

sb 5:27am-9:55pm 3.7 6.0 3.0 4.1 16.7 


sb 4.8 30 30 30 30 20 6 20 11 20 11 20 11 14.3 0.9 1.0 1.0 1.0 3.2 6.2 3.1 4.2 16.6 


sb 6.7 30 30 30 30 32 27 27 27 12.6 1.1 0.9 0.9 0.9 3.9 5.4 2.7 3.6 15.6 

Total Route 11 22.9 99 21 94 26 94 26 94 26 13.9 4.0 4.0 4.0 4.0 14.6 24.0 12.0 15.7 66.3 1402 21 


eb4:35am-10:20pm 3.5 6.0 3.0 4.4 16.9 

4th&Arrowhead-Fontana Metrolinkwb 9.8 20 20 20 30 45 5 45 5 45 5 45 5 13.1 2.5 2.5 2.5 1.7 10.8 15.0 7.5 6.7 39.9 

Tripper 


Total Route 14 19.6 90 10 90 10 90 10 82 8 13.1 5.0 5.0 5.0 3.0 19.5 30.0 15.0 12.5 77.0 3500 45 

314: Foothill Limited Stop wb 3:46am-10:02pm 3.0 6.0 3.0 12.0 

eb 4:35am-10:20pm 3.0 6.0 3.0 12.0 

4th&Arrowhead-Fontana Metrolinkwb 9.8 20 20 20 35 35 35 16.8 1.8 1.8 1.8 5.3 10.5 5.3 21.0 

eb 9.8 20 20 20 35 5 35 5 35 5 16.8 2.0 2.0 2.0 6.0 12.0 6.0 24.0 

Fontana ML - Montclair Transcentwb 16.4 20 20 20 50 50 50 19.7 2.5 2.5 2.5 7.5 15.0 7.5 30.0 

eb 16.7 20 20 20 50 5 50 5 50 5 20.0 2.8 2.8 2.8 8.3 16.5 8.3 33.0 

52.7 170 10 170 10 170 10 18.6 9.0 9.0 9.0 27.0 54.0 27.0 108.0 2000 19 

15: Fontana-SanB/Highland-Redeb 5:30am-9:40pm 2.5 6.0 3.0 3.8 15.3 

wb 5:05am-9:45pm 2.8 6.0 3.0 3.8 15.6 


wb 12.2 30 30 30 30 49 5 49 5 49 5 49 5 15.0 1.8 1.8 1.8 1.8 5.0 10.8 5.4 6.8 28.1 

4th St& E St - Redlands Mall eb 12.7 30 30 30 30 47 47 47 47 16.2 1.6 1.6 1.6 1.6 3.9 9.4 4.7 3.9 21.9 

wb 12.7 30 30 30 30 47 5 47 5 47 5 47 5 16.2 1.7 1.7 1.7 1.7 4.9 10.4 5.2 4.3 24.8 

Redlands Mall-Redlands Comm.Hsb 3.3 30 30 30 30 15 15 15 15 13.2 0.5 0.5 0.5 0.5 1.3 3.0 1.5 1.3 7.0 

nb 3.3 30 30 30 30 15 5 15 5 15 5 15 5 13.2 0.7 0.7 0.7 0.7 1.9 4.0 2.0 1.7 9.5 

Total Route 15 56.5 220 20 220 20 220 20 220 20 15.4 8.0 8.0 8.0 8.0 21.3 48.0 24.0 24.6 117.9 2660 23 

17: Redlands-San Bernerdino Aeb 6:00am-9:00pm 3.0 6.0 3.0 3.0 15.0 

wb 6:00am-9:00pm 3.0 6.0 3.0 3.0 15.0 

Redlands Transit Center - 4th St. eb 10.3 30 30 30 60 50 10 50 10 50 10 50 10 12.4 2.0 2.0 2.0 1.0 6.0 12.0 6.0 3.0 27.0 

wb 10.3 30 30 30 60 50 10 50 10 50 10 50 10 12.4 2.0 2.0 2.0 1.0 6.0 12.0 6.0 3.0 27.0 

20.6 100 20 100 20 100 20 100 20 12.4 4.0 4.0 4.0 2.0 12.0 24.0 12.0 6.0 54.0 800 15 

18: SanBern-Sterling-SanManuenb 6:00am-9:00pm 3.0 6.0 3.0 3.0 15.0 

sb 6:00am-9:00pm 3.0 6.0 3.0 3.0 15.0 

4th St. Transit Mall - San Manuel nb 6.7 30 30 30 60 25 5 25 5 25 5 25 5 16.1 1.0 1.0 1.0 0.5 3.0 6.0 3.0 1.5 13.5 

sb 6.7 30 30 30 60 25 5 25 5 25 5 25 5 16.1 1.0 1.0 1.0 0.5 3.0 6.0 3.0 1.5 13.5 

13.4 50 10 50 10 50 10 50 10 16.1 2.0 2.0 2.0 1.0 6.0 12.0 6.0 3.0 27.0 400 15 


eb5:30am-10:00pm 2.5 6.0 3.0 3.8 15.3 


eb 15.9 30 30 30 30 65 5 65 5 65 5 65 5 14.7 2.3 2.3 2.3 2.3 5.8 14.0 7.0 8.8 35.6 


eb 7.4 30 30 30 30 30 5 30 5 30 5 30 5 14.8 1.2 1.2 1.2 1.2 2.9 7.0 3.5 4.4 17.8 

Total Route 19 46.6 190 20 190 20 190 20 190 20 14.7 7.0 7.0 7.0 7.0 19.8 42.0 21.0 21.0 103.8 2640 25 

20: FontanaML-Hemlock-Kaiser 


sb 5:05am-9:50pm 4.0 6.0 3.0 3.2 16.2 

Arrowhead RMC-Live Oak&Rvrsd nb 11.3 30 30 30 30 47 8 47 8 47 8 47 8 14.5 1.8 1.8 1.8 1.8 7.5 11.0 5.5 5.5 29.5 

sb 11.7 30 30 30 30 50 15 50 15 50 15 50 15 14.1 2.2 2.2 2.2 2.2 8.7 13.0 6.5 6.9 35.1 

Total Route 22 23.1 97 23 97 23 97 23 97 23 14.3 4.0 4.0 4.0 4.0 16.2 24.0 12.0 12.4 64.6 1888 29 


29: N. Fontana-ML-Bloomingtoneb 5:45am-8:54pm 3.0 6.0 3.0 3.0 15.0 

wb 6:10am-9:10pm 3.0 6.0 3.0 3.0 15.0 

Beech&Summit-Fontana Metrolinksb 8.7 30 30 30 60 30 5 30 5 30 5 30 5 17.4 1.2 1.2 1.2 0.6 3.5 7.0 3.5 1.8 15.8 

nb 8.0 30 30 30 60 30 30 30 30 16.0 1.0 1.0 1.0 0.5 3.0 6.0 3.0 1.5 13.5 

Fontana Metrolink-11th&Cedar eb 7.0 30 30 30 60 25 25 25 25 16.8 0.8 0.8 0.8 0.4 2.5 5.0 2.5 1.3 11.3 

wb 7.0 30 30 30 60 25 5 25 5 25 5 25 5 16.8 1.0 1.0 1.0 0.5 3.0 6.0 3.0 1.5 13.5 

Total Route 29 30.7 110 10 110 10 110 10 110 10 16.7 4.0 4.0 4.0 2.0 12.0 24.0 12.0 6.0 54.0 600 11 



wb 4:56am-9:30pm 4.0 6.0 3.0 5.0 18.0 



nb 14.7 30 35 45 45 29 35 38 38 30.3 1.0 1.0 0.8 0.8 3.9 6.0 2.5 4.2 16.6 

Total Route 90 29.3 55 5 61 9 66 22 66 22 32.0 2.0 2.0 2.0 2.0 8.0 12.0 5.9 9.7 35.5 645 18 

East Valley Total 113 113 112 64 375 676 335 215 1,601 40734 25 

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Figure 12-6: Unconstrained Service Plan for Omnitrans Fixed Route West Valley Routes 

(Weekdays) 




60:OntCC-ChaffeyColl-OntMills eb 5:10am-9:10pm 3.0 6.0 3.0 3.0 15.0 

wb 4:40am-8:40pm 3.0 6.0 3.0 3.0 15.0 


nb 5.2 30 30 30 60 20 10 20 10 20 10 20 10 15.6 1.0 1.0 1.0 0.5 3.0 6.0 3.0 1.5 13.5 


wb 11.5 60 60 60 60 60 60 60 60 11.5 1.0 1.0 1.0 1.0 3.0 6.0 3.0 3.0 15.0 

Total Route 60 33.4 158 22 158 22 158 22 158 22 12.7 4.0 4.0 4.0 3.0 12.0 24.0 12.0 9.0 57.0 1000 18 

61:Fontana-OntarioMills-Pomoneb 4:40am-9:05pm 3.7 5.8 3.3 3.5 16.2 

wb4:20am-10:20pm 4.0 5.8 3.3 4.3 17.3 


wb 6.6 16 15 15 30 29 11 32 12 32 12 32 12 13.7 2.5 2.9 2.9 1.5 10.0 16.9 9.5 4.2 40.6 

Ontario Transfer Center - Airport Deb 3.2 16 15 15 30 15 17 17 17 12.8 0.9 1.1 1.1 0.6 3.5 6.5 3.7 2.0 15.6 

wb 3.7 16 15 15 30 16 2 12 2 12 2 12 2 13.9 1.1 0.9 0.9 0.5 4.5 5.4 3.0 1.2 14.1 


wb 13.0 16 15 15 30 42 45 45 45 18.6 2.6 3.0 3.0 1.5 10.5 17.3 9.8 6.5 44.0 

Total Route 61 45.3 175 31 183 27 183 27 183 27 15.5 13.0 14.0 14.0 7.0 49.7 80.5 45.5 24.2 199.9 5729 29 


sb 5:26am-8:23pm 3.0 6.0 3.0 3.0 15.0 

ChinoHillsMP-OntarioTCviaChaffenb 9.5 30 30 30 30 32 32 32 34 17.8 1.1 1.1 1.1 1.1 3.2 6.4 3.2 3.7 16.5 

sb 9.5 30 30 30 30 32 7 32 7 32 7 34 5 17.8 1.3 1.3 1.3 1.3 3.9 7.8 3.9 3.8 19.4 


sb 6.0 30 30 30 30 22 5 22 5 22 5 18 16.4 0.9 0.9 0.9 0.6 2.7 5.4 2.7 1.8 12.6 

Total Route 62 31.2 108 12 108 12 108 12 104 5 17.3 4.0 4.0 4.0 3.6 12.0 24.0 12.0 11.3 59.3 1200 20 


sb 5:45am-9:45pm 3.0 6.0 3.0 3.6 15.6 


sb 6.4 30 30 30 55 27 17 27 17 27 17 27 6 14.2 1.5 1.5 1.5 0.6 4.4 8.8 4.4 2.1 19.7 

Sultana&D St - San Antonio Hosp nb 7.1 30 30 30 55 30 2 30 2 30 2 30 2 14.2 1.1 1.1 1.1 0.6 3.2 6.4 3.2 1.7 14.5 

sb 5.3 30 30 30 55 21 21 21 21 15.1 0.7 0.7 0.7 0.4 2.1 4.2 2.1 1.4 9.8 

Total Route 63 25.2 99 21 99 21 99 21 99 10 15.3 4.0 4.0 4.0 2.0 12.0 24.0 12.0 6.5 54.5 1214 22 


nb 4:53am-9:53pm 4.0 6.0 3.0 4.2 17.2 

A/B:Montclair Transcenter- ChinoTsb 6.6 30 30 30 30 24 24 24 24 16.6 0.8 0.8 0.8 0.8 3.2 4.8 2.4 3.4 13.8 

nb 6.6 30 30 30 30 21 15 21 15 21 15 21 15 19.0 1.2 1.2 1.2 1.2 4.8 7.2 3.6 5.0 20.6 

A: ChinoTC-ChinoHillsMPvia Chinsb 3.6 60 60 60 60 11 11 11 11 19.7 0.2 0.2 0.2 0.2 0.7 1.1 0.6 0.8 3.2 

nb 3.6 60 60 60 60 11 11 11 11 19.7 0.2 0.2 0.2 0.2 0.7 1.1 0.6 0.8 3.1 

A: ChinoHillsMP- Glen Ridge Loo ccw 2.0 60 60 60 60 6 6 6 6 20.0 0.1 0.1 0.1 0.1 0.4 0.6 0.3 0.4 1.7 

B: ChinoTC-ChinoHillsMPvia Edissb 3.9 60 60 60 60 12 12 12 12 19.7 0.2 0.2 0.2 0.2 0.8 1.2 0.6 0.8 3.4 

nb 3.9 60 60 60 60 12 12 12 12 19.7 0.2 0.2 0.2 0.2 0.8 1.2 0.6 0.8 3.4 

B: ChinoHillsMP- Valla Vista Loopcw 2.7 60 60 60 60 8 8 8 8 20.3 0.1 0.1 0.1 0.1 0.5 0.8 0.4 0.6 2.3 

Total Route 65 33.1 105 15 105 15 105 15 105 15 18.9 3.0 3.0 3.0 3.0 12.0 18.0 9.0 12.5 51.5 1400 27 


eb5:00am -9:15pm 4.0 6.0 3.0 2.6 15.6 


eb 16.7 20 20 20 30 75 9 75 9 75 9 75 5 13.3 4.2 4.2 4.2 2.7 16.4 25.2 12.6 7.8 62.0 

Total Route 68 33.1 141 19 141 19 141 19 141 9 14.1 8.0 8.0 8.0 5.0 32.0 48.0 24.0 18.3 122.3 2673 22 


sb 6:05am-9:05pm 3.0 6.0 3.9 3.0 15.9 


sb 6.4 30 30 30 30 23 5 23 5 23 5 23 5 16.7 0.9 0.9 0.9 0.9 2.8 5.6 3.6 2.8 14.8 


wb 15.0 30 30 30 30 60 60 60 60 15.0 2.0 2.0 2.0 2.0 6.0 12.0 7.8 6.0 31.8 

Total Route 67 42.8 165 15 165 15 165 15 165 15 15.6 6.0 6.0 6.0 6.0 19.5 36.0 23.4 18.0 96.9 1800 19 


sb 5:49am-9:19pm 2.5 6.0 3.0 3.0 14.5 

Chaffey College Chino- Montclair nb 10.1 30 30 30 60 40 5 40 5 40 5 35 3 15.1 1.5 1.5 1.5 0.5 3.8 9.0 4.5 1.5 18.8 

sb 10.1 30 30 30 60 40 5 40 5 40 5 35 3 15.1 1.5 1.5 1.5 0.7 3.8 9.0 4.5 2.1 19.4 

Montclair TC- Chaffey College No eb 12.4 30 30 30 60 51 15 51 15 51 15 51 3 14.6 2.2 2.2 2.2 0.9 5.5 13.2 6.6 2.7 28.0 

wb 12.4 30 30 30 60 54 54 54 50 13.8 1.8 1.8 1.8 0.9 4.5 10.8 5.4 2.7 23.4 

Total Route 68 44.9 185 25 185 25 185 25 171 9 14.6 7.0 7.0 7.0 3.0 17.5 42.0 21.0 9.0 89.5 1700 19 

70:Ontario-via Riverside-Ont M eb 6:34am-8:20pm 2.5 6.0 3.0 2.5 14.0 

wb 6:44am-8:24pm 2.5 6.0 3.0 2.5 14.0 


wb 12.0 30 30 30 60 41 8 41 8 41 8 41 8 17.6 1.6 1.6 1.6 0.8 4.1 9.8 4.9 2.0 20.8 


sb 3.7 30 30 30 60 13 13 13 13 17.1 0.4 0.4 0.4 0.2 1.1 2.6 1.3 0.5 5.5 


sb 7.4 30 30 30 60 25 25 25 25 17.8 0.8 0.8 0.8 0.4 2.1 5.0 2.5 1.0 10.6 

Total Route 70 47.2 162 18 162 18 162 18 162 18 17.5 6.0 6.0 6.0 3.0 15.0 36.0 18.0 7.5 76.5 1500 20 


71:Kaiser-S.Ridge-R.Cucamongeb 5:10am-9:07pm 4.0 6.0 3.0 3.0 16.0 

wb 5:35am-8:35pm 4.0 6.0 3.0 2.6 15.6 

Haven&Foothill-Etiwanda&Jurupa eb 8.1 30 30 30 60 30 23 23 23 16.2 1.0 0.8 0.8 0.4 4.0 4.6 2.3 1.2 12.1 

wb 8.1 30 30 30 60 30 5 18 10 18 10 18 10 16.2 1.2 0.9 0.9 0.5 4.7 5.6 2.8 1.2 14.3 

Etiwanda&Jurupa- Fontana Metro eb 10.6 30 30 30 60 38 5 40 10 40 10 40 10 16.8 1.4 1.7 1.7 0.8 5.7 10.0 5.0 2.5 23.2 

wb 10.6 30 30 30 60 38 40 40 40 16.8 1.3 1.3 1.3 0.7 5.1 8.0 4.0 1.7 18.8 

Fontana ML - Sierra&Sierra LakePeb 4.1 30 30 30 60 15 15 15 15 16.4 0.5 0.5 0.5 0.3 2.0 3.0 1.5 0.8 7.3 

wb 4.1 30 30 30 60 15 4 15 9 15 9 15 9 16.4 0.6 0.8 0.8 0.4 2.5 4.8 2.4 1.0 10.8 

Total Route 71 45.7 166 14 151 29 151 29 151 29 16.5 6.0 6.0 6.0 3.0 24.0 36.0 18.0 8.4 86.4 1075 12 

West Valley Total 61 62 62 39 206 369 195 125 894 19291 22 

Total Unconstrained System 174 175 174 103 581 1044 530 340 2,495 60025 24 

Total Partially Constrained System 160 155 159 103 537 921 486 341 2,285 57391 25 

Total Constrained System 136 127 136 96 461 655 414 308 1,939 54338 28 

Total Current System 145 144 145 99 499 849 441 334 2,123 56268 27 

July 11, 2007 257

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12.3 Resource Impacts 

Figure 12-7 illustrates the resource impacts of the various scenarios. 

Present 

System (as of 

July 1, 2007) 

Figure 12-7: Resource Impacts 

Constrained 

Scenario (by 

2012) 

Partially 

Constrained 

Scenario 

Unconstrained 

Scenario 

Peak Buses 138 143 163 182 

Operators 415 415 472 522 

Annual Rev. Hrs 634,000 634,000 730,000 800,000 

July 11, 2007 258

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13. IMPLEMENTATION STRATEGY 

Several major actions are required to implement this plan, including services, marketing, amenities, and – 

perhaps most important – the supporting policies that will ensure the best possible fit between transit 

service and the region’s growing communities. This chapter outlines recommended implementation 

efforts. 

13.1 Steps Towards Implementation 

This section describes the next steps required to successfully implement the proposed Omnitrans service 

redesign. This section consists four parts that comprise the implementation path: 

• Phasing – Because the agency’s resources are expected to grow gradually over 

time, a phasing plan will be needed. A phasing plan identifies specific parts of 

the plan that are independent of one another and can be implemented 

separately. It then assigns these elements to different years. These elements 

become the basis of the annual service change process for each year of the 

plan. 

• Achieving Service Change Adoption – This section discusses the steps 

required to receive adequate public input – and respond to that input with 

revisions to the plan as needed – so that the Board is comfortable directing staff 

to implement each service change outlined in the plan. 

• From Adoption to Implementation – This section discusses the steps required 

for a successful service implementation of each phase. 

• Monitoring After Implementation 

In addition, this section describes four efforts that will occur in parallel with the SRTP implementation: 

13.2 Phasing 

• Ongoing Proactive Planning 

• Supporting Policies 

• Marketing Strategies 

• Long Range Planning 

The Scenario 1: Constrained Service Plan was developed through a comprehensive planning process 

that included substantial technical analysis of the existing service operation, and research on travel 

demands and development trends in the service area. The process included several Board workshops, 

public and stakeholder involvement sessions, meetings with employees, and review of the service 

changes at public hearings. 

The Scenario 1: Constrained Service Plan was designed to address declining ridership, increasing 

operating costs and the need to stabilize farebox recovery above the minimum State mandated 

requirements. Phasing is designed to begin addressing these issues in the early stages of the SRTP. 

The Plan calls for a reduction of 64,892 annual revenue service hours by FY 2009 and a reduction in the 

peak fixed route fleet requirement from 145 to 136, although both those metrics will increase in the latter 

part of the SRTP due to the introduction of sbX service, as delineated in Section 2.2.8. Access demand 

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management and productivity incentives are phased in gradually over the 2008-2013 timeframe. Several 

OmniLink and Access service standards will be deferred until the beginning of the next service contract 

cycle on July 1, 2009. 

A number of service changes were approved by Omnitrans’ Board of Directors effective May 7, 2007. 

These include: 

• Route 1 – Reduce Saturday frequency from 15/30 minutes to 30/60 minutes. 

• Route 8 – Alignment changes near Citrus Plaza. 

• Route 11 – Eliminate Saturday Northbound 5:53 PM trip. 

• Route 14 – Discontinue weekday 14L Limited Stop Service. 

• Route 15 –Eliminate weekday Eastbound 9:10 PM trip. 

• Route 19 – Reduce Saturday frequency from 30 minutes to 60 minutes. 

• Route 20 – Reduce Sunday frequency from 30 minutes to 60 minutes. 

• Route 22 – Reduce weekday frequency from 20 minutes to 30 minutes. 

• Route 28 – Reduce weekday frequency to peak service only (6:02 AM to 8:56 

AM and 4:02 PM to 6:52 PM). 

• Route 31 – Eliminate route. 

• Route 62 – Eliminate weekday Northbound 5:48 AM trip between Chino 

Transcenter and D at Sultana. Start service at Montclair Transcenter. 

• Route 68 – Discontinue Sunday service. 

• Route 75 – Eliminate weekday 9:05 AM eastbound trip, 9:24 AM westbound trip, 

6:24 eastbound trip and 6:24 westbound trip. 

• Route 90 – Discontinue service between Riverside and Montclair. 

• OmniLink – Discontinue Saturday and Sunday service. 

The following changes will be introduced in 2009: 

• Route 11 – Change Saturday evening frequency from 30 to 60 minutes. 

• Route 15 – Change Sunday frequency from 30 to 60 minutes. 


• Route 60 – Restructure east and west sections. Extend west section along Holt 

and Mountain to the Montclair Transcenter. Eliminate east section (this section 

will be served by an extended Route 70). 

• Route 62 – Restructure to run on Euclid Avenue. 

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• Route 65 – Eliminate Los Serranos service. 

• Route 66 – Reduce weekday midday and evening service from 15 minutes to 30 

minutes. 

• Route 67 – Restructure to service 16 th Street, the Mountain corridor and 

Montclair. Increase weekday service from 60 minutes to 30 minutes. Extend 

weekday service to 9:00 p.m. with 60 minute frequency. 

• Route 70 – Restructure to serve Milliken corridor and west section of Route 60. 

• Route 71 – Restructure and extend up Sierra corridor. Eliminate Sunday service. 


• Access – Adjust service area boundaries as needed based on changes to fixed 

route and OmniLink service. 

For a description of July 1, 2007 fare changes, see Section 2.3.5 (Figure 2-5, Figure 2-11, Figure 2-12, 

and Figure 2-22). Additional fare increases are proposed for FYs 2009, 2011, and 2012. 

sbX service will be introduced in FY 2012, providing Bus Rapid Transit (BRT) service along the E Street 

corridor between CSUSB and LLUMC. 

The Scenario 1: Constrained Service Plan is intended to address more immediate service productivity 

and farebox recovery issues. If the initial reductions of unproductive service scheduled for FY 2007 and 

FY 2009 stabilize the current farebox recovery ratio issue, some of the reduced service could be 

reintroduced, or service enhancements proposed in the Scenario 2: Partially Constrained Service Plan 

and Scenario 3: Unconstrained Service Plan could be considered for implementation. 

13.3 Achieving Service Change Adoption 

The changes implemented May 8, 2007 and July 1, 2007 have gone through the public hearing process 

and have been approved by the Board of Directors. Changes scheduled for implementation in FY 2009 

have not yet been approved. These service changes, as well as the service designs included in the 

Scenario 2 and Scenario 3 Service Plans, indicate what Omnitrans could propose to the public during the 

years covered by this Plan. The following process is intended for the consideration of those Plan 

elements that were not initially approved for implementation on May 8, 2007 and July 1, 2007. 

If the remaining Plan is divided into phases for implementation, then each phase will go through its own 

outreach/adoption process as part of the Annual Service Change process. For major changes, 

recommended steps of this process are: 

1. Notify the public of the proposed change – Good notification requires outreach not 

just to “already interested” parties, such as current riders, but also to parties who may not 

know they are affected. Outreach typically includes press releases to trigger media 

coverage, presentations to community, civic, neighborhood groups, and “open house” 

style public meetings where people can speak individually with Omnitrans 

representatives. The most effective tools include a brochure presenting the proposed 

changes (both the big-picture goals and the details) and a presentation that covers the 

same material. 

2. Collect input over a specified period with a clear deadline – All outreach materials 

should state this deadline. They should provide an array of opportunities for the public to 

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find out more and to comment. Comments should be welcomed by mail, phone, e-mail, 

or through the Omnitrans website. 

3. Review comments – Summarize areas of major concern, and develop proposed 

modifications to the service design to address those concerns. 

4. Public Hearing and Adoption – This is described in the following section. 

Possible “Fixes” and Public Hearings 

At the public hearings, staff should present the results of the outreach. Prior to this presentation, staff 

and/or a consultant should conduct the following analysis: 

• If major concerns have been raised by large numbers of people, staff should ask: 

“Can the concern be resolved in a way that does not compromise the key 

principles of the plan?” 

• If the answer to the previous question is YES, then staff should develop a 

proposed change to the plan that resolved the concern. 

• If the answer is NO, staff should develop a proposed change, but should first ask 

the Board whether it wants to (1) change the SRTP’s basic principles so as to 

make the change, (2) refuse to make the change based on the SRTP principles, 

or (3) make an exception to the principles due to overriding considerations. 

At the public hearing, staff should present these issues. Each issue should have a potential resolution 

and a clear description of (1) whether that resolution is consistent with the principles and (2) whether that 

resolution creates other problems that could generate other complaints. 

Additional testimony at the public hearing may raise new issues. Beginning the public hearing with a 

presentation of issues already raised can help reassure attendees that they have been heard. This can 

allow them to focus their testimony on possible solutions and the real tradeoffs these solutions imply. 

Although the strategy for managing the public hearing lies with the Board chair, some simple strategies 

can be used to ensure an efficient and fair public hearing: 

• Where groups of people have come to testify on the same point, the Board chair 

can ask a single person to testify on that point, and then to ask for show of hands 

of people who have come solely to say the same thing. The Chair would then 

acknowledge the testimony as coming for all of those people, and ask them to 

forego testifying individually. 

• In advance of testimony, the Board of Directors should decide whether it will 

make an adoption decision at that meeting. This decision can be made based on 

the actual hearing attendance. If the Board knows in advance that there is 

enough controversy to justify postponing action, they should announce this 

intention at the beginning of the hearing, so that people will feel free to leave 

once they have had their say. This approach respects the valuable time of the 

citizens, who may otherwise be aggravated when they wait through the entire 

hearing for a Board action, only to have it postponed. 

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Options for the Board of Directors 

Board action on the Plan should occur either at the public hearing or at a special meeting no more than 

two weeks later. Given the tremendous effort that will have gone into consolidating input, based on a 

widely advertised deadline, it is only fair that input received prior to the deadline and at the public hearing 

be the basis for a Board decision. A long delay provides opportunities for consensus to deteriorate. 

The staff recommendation will include a date for implementation. Many considerations go into this 

decision. Summer implementation is ideal for Omnitrans operations, because drivers can test the service 

before they encounter school demand or winter weather. 

At the public hearing, or at a special meeting no more than two weeks later, the Board of Directors should 

make one of the following choices: 

1. Adopt the plan as previously proposed, and direct staff to implement it. 

2. Adopt the plan with specific changes selected from the issues list – Each 

change is studied by staff in advance, and is ready to implement. 

3. Direct staff to study changes other than those that appear on the issues list 

– This choice should be necessary only if staff has failed to respond to a major 

issue. It also may result from a new issue raised in the public hearing process 

that the Board of Directors feels must be addressed (it may not have been 

presented prior to the questionnaire deadline). If the issues remaining are small, 

it still may be possible for staff to address them in two weeks and present a 

revised plan for final adoption to meet the target implementation date. 

4. Shelve the plan and elect not to implement any major changes to the 

present system – In this case, the Omnitrans Board should revisit the initial 

discussion of service design principles. This will give staff direction towards 

developing new service change ideas for later implementation. Since the Board 

will be consulted several times throughout the development of the service 

changes, outright rejection of the plan should be a last resort. 

What It Means to Vote Yes on a Service Change 

A member of the Board of Directors should vote for Service Plan Option 1 or 2 – adoption of the plan in 

some form – only with the knowledge that: 

• Further changes should not be made for a year, except as noted below – 

Any major service restructuring must operate for a year before significant 

changes are made. Ridership resulting from new service patterns takes a year to 

develop, and a complete cycle of seasonal variations must also be observed. 

For further details on warrants for continuance and discontinuance, see Section 

6.12. 

• Service redesigns are changeable but not practically “reversible” – Given 

the previous point, by the time the system is ready for further redesign, the new 

system will have been running for a year, memories of the “old” system will be 

fading, and enough travel patterns will have changed that “going back to the old 

system” will itself be a disruption to many riders. Should the Board of Directors 

choose to undo the entire restructuring, or parts of it, after a year, it should take 

into account that the political process for doing so will likely lead to a new set of 

concerns. 

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• A storm of complaint could greet the implementation of new service. This 

does not indicate failure – Those who are inconvenienced by a change will 

complain at once, while those who benefit will notice the improvements gradually 

and may never express appreciation. As a result, negative feedback is always 

louder than positive feedback in the wake of the service change, regardless of 

the overall benefit of the change to the community. Ridership, after several 

months, is a better indication than public comment of whether the service change 

is succeeding. 

Despite the potential complaints, and even negative statistics in the first months, there are only three 

reasons to make service changes in the first year of a major restructuring. These are: 

• Cycle Failure – If a line is failing to cycle in the scheduled amount of time, 

causing timed connections to be missed or providing inadequate driver breaks, 

service may be streamlined to eliminate this problem. Staff will have already 

tried to minimize the chances of this by extensive field testing of the Plan prior to 

implementation. 

• Safety – As always, a safety problem should be corrected immediately. Again, 

staff will have already tried to minimize the chances of this by extensive field 

testing of the Plan, and will continue to monitor for safety during implementation 

steps such as the placement of bus stops. However, some safety issues are not 

foreseeable, such as those arising from land use activities that may affect bus 

stops or movements. 

• Overloads and Pass-ups – If buses are overloaded beyond Omnitrans’ 

standard, or must pass up passengers due to lack of space, immediate corrective 

action is required. Omnitrans passengers must have complete confidence that 

they will be able to board the trip of their choice. Exceptional pass-ups can be 

covered by the “extra board” of spare drivers and vehicles, or a spare paratransit 

capacity. Chronic pass-ups may require corrective action such as additional 

service. 

The above principles are time-tested and are critical for any successful implementation of a major service 

change. 

13.4 From Adoption to Implementation 

If the Board directs staff to implement a major service change, staff must be ready to undertake a series 

of accelerated actions in every department. Most actions are simply amplified versions of things that staff 

does anyway, such as training drivers on lines or moving bus stops, but the amplification of staff effort will 

be dramatic. A detailed review of staffing should be conducted well in advance to ensure maximum staff 

availability in the timeframe for the implementation tasks, and to identifying the level of staffing needed to 

implement the plan. 

The most labor-intensive implementation tasks for a major service change are as follows: 

• Developing new informational materials for the new service, not only describing 

the service but also promoting the service in the best light. 

• Distributing informational materials and responding constructively to inquiries. 

• Hiring new drivers (if needed). 

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• Finalizing schedules and runcutting. Runcutting is the process of dividing the 

bus schedule into pieces of work for the drivers. 

• Training drivers on the new services, so that they can not only drive the new lines 

but also answer questions about them. 

• Moving bus stop signs, and possibly some shelters. This is a particularly laborintensive 

task because it must be done rapidly to avoid confusing customers prior 

to implementation. A huge effort on the weekend prior to service startup is 

typically the best way to achieve bus stop sign revisions. This is the most 

common area of failure in implementations, simply because agencies often 

underestimate the magnitude of the task. In addition, the implementation of a 

service change is the most appropriate time to introduce more informative bus 

stop signage, identifying the lines and their frequencies, if Omnitrans chooses to 

do so. This issue is discussed in greater detail below. 

• Reprogramming overhead signage. The simpler lines should generally permit 

simpler signage that advertises the service in addition to identifying it. This issue 

is discussed in greater detail below. 

To do all of this while sustaining day-to-day operations requires additional staff, and a special 

management structure for the implementation activities. A common mistake is to assume that the existing 

staff can handle implementation alongside their ongoing duties; this assumption inevitably causes 

implementation errors that reflect badly on the agency and on the service change. 

The following are the most predictable pitfalls of a major implementation, and strategies for minimizing 

them. The first, signage replacement, is a common logistical failure. All of the others fall under a general 

principle, which is “The whole information system should convey the plan’s values.” 

Bus Stop Signage Replacement 

There are three categories of bus stop changes that occur due to a service change: 

• Deleted stops 

• New stops 

• Stops that are retained, but with new route information 

The steps for changing stops are as follows: 

• Deleted stops – As early as possible in the implementation, and no later than a 

month in advance, place a decal on each sign at a deleted stop. The decal 

should say: “No service to this stop after (date). For information, call 

(information phone number)”. This gives customers plenty of warning that 

service is changing, so that people are not standing forlornly at abandoned bus 

stops on opening day. The decals will remain useful information even after 

implementation has occurred. As time permits, deleted stops should then be 

uninstalled. 

• New stops – New signs can be posted at new stops at any time prior to 

implementation, though the later the better. Typically, these signs are covered 

with plastic bags marked “New OMNITRANS service begins (date),” with the 

phone number. In this case, all the bags must be removed the night before 

July 11, 2007 265

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implementation. A way to eliminate this time pressure is to put a removable 

decal at the top of the sign loudly announcing the new service and its effective 

date. These signs then do not have to be modified on implementation day, 

though the decals should eventually be removed. If the new signs have a new 

look, as this report recommends, then the difference will further call customer 

attention to the fact that they need to study the sign closely for new information. 

This approach helps to ensure that passengers are not standing forlornly at new 

stops before the new service begins. 

• Changed stops – Stops that are remaining in service, but with different routes 

serving them, present the biggest challenge, especially since these are likely to 

include the busiest stops in the system. There are two ways to handle changed 

stops: 

1. Treat a changed stop as a new stop and a deleted stop at the same location, 

dealing with each as described above. This is the most capital-intensive 

approach, since it requires replacing all signs (and briefly having two signs 

on the same pole), but it is also the easiest to implement accurately, offers 

the best promotional value, and requires the least intensive overtime effort in 

the days before the new service begins. It also permits the whole system to 

be “re-inaugurated” with a new look, including new signs everywhere. 

2. Use decals to change the route number information on each existing sign. At 

stops where old information must be removed, this effort must occur 

intensively in the 24 hours before implementation. Decals announcing new 

service can be added earlier, so long as the decals identify the start date of 

the new service. Using a different “look” for the decals makes it easier for 

riders to identify the new service. Service that is unchanged would get these 

decals last, after all the other implementation tasks are complete. 

Route Naming/Numbering and Overhead Signage 

Many Omnitrans routes are associated with one or two arterials. Most key destinations are along these 

arterials, not just at the route terminals. In these cases, Omnitrans should consider adopting an arterialbased 

style of route naming – a style also used by San Francisco Muni, Portland’s Tri-Met, Spokane 

Transit, and several other agencies. 

In this style, a key arterial, rather than the terminals, forms the basis for the route name. Since most 

people in Southern California navigate by arterials, this style is more useful, because it helps people to 

think of the route as an intrinsic part of the arterial. 

Several ideas are at work in this signage style: 

• Route names are consistently the name of a primary arterial used, not simply the 

terminals. The arterial named may in some cases describe only part of the route 

(as with 65-Central) but it gives some sense of the corridor that the bus follows. 

• The sign announces both the name – that is, the major arterial – and the 

terminus. This helps clarify which way on the route the bus is going, and also 

whether it is turning back at a shortline. More importantly, though, it serves as a 

“passive advertisement” of the service. “Euclid/to 19th” is a pretty complete 

description of what the bus in question does, and by announcing both the route 

and terminal, the overhead sign gives the casual observer some potentially 

useful information about the bus system. 

July 11, 2007 266

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Signage/Decal Design 

• On the newer, more versatile overhead signs, the route name or arterial could 

appear in a different “font” than the terminus, typically larger. As a citizen grows 

used to seeing these signs, the possibility of confusing the routing arterial with 

the terminus disappears. The terminus is always preceded with the small word 

“to” for the same reason. 

• The route number is continuously visible, unlike on some changeable overhead 

signs. 

A good bus stop sign is not just an indicator, but a small advertisement. It not only tells you that the bus 

stops here, but also gives you some information about where it goes and why you might want to use it. 

Omnitrans should consider acquiring new bus stop signs that do several things differently: 

• Identify the arterial and destination in different fonts, as on the proposed 

overhead sign. 

• Reflect the plan’s emphasis on high-frequency Primary Corridors. This can be 

done either by showing primary routes in a different color or by adding a decal 

that advertises “15 minute service.” This prominent and catchy symbol should be 

carried through the information system, including the Bus Book. 

13.5 Monitoring After Implementation 

Once the new service is in place, performance should be monitored using the standards discussed in 

Chapters 6 and 7 of the 2008-2013 Omnitrans SRTP. Close attention should also be given to individual 

route productivity and farebox recovery as well as route running times, to ensure that the routes are 

meeting efficiency standards and are cycling as planned. Small schedule adjustments, such as shifting a 

few minutes from one timepoint to another, are sometimes in order after three months of observations. 

However, as noted above, no significant changes should be made for one year except in cases of cycle 

failure, safety problems, or overloads and pass-ups. See the discussion under “What It Means to Vote 

Yes on a Service Change” in Section 13.3. Except for these issues, no adjustments should be made until 

the following annual service change cycle. 

13.6 Proactive Planning and Planning for the Unexpected 

This Plan covers the fiscal years 2008-2013 in as much detail as can be foreseen from the current 

vantage point in 2007, but many events may occur between now and then that cannot be predicted, or 

which are not definite enough to reflect in the detailed service packages presented here. Aside from 

ongoing short term restructuring and rescheduling related to major road work projects, response to 

emergency requirements, and planning for major events, a number of significant initiatives will impact 

transit planning priorities within the 2008-2013 timeframe. These include: 

• E Street Transit Corridor and San Bernardino Transcenter Projects – With 

the implementation of sbX service along the E Street Corridor in 2012, there will 

be a requirement to reroute base and local fixed routes in the Downtown to 

establish good, convenient connections along E Street prior to the opening of 

San Bernardino Transcenter. There will also be a requirement to establish a 

Downtown San Bernardino transit circulation plan with appropriate routing and 

schedule changes to accommodate fixed route bus service to/from the new San 

Bernardino Transcenter. 

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IBI GROUP 




• San Bernardino Downtown Redevelopment – Anticipated redevelopment in 

San Bernardino’s Downtown will require ongoing short term routing changes 

during construction phases. Downtown redevelopment also offers an opportunity 

for Omnitrans planners to be involved in the early phases of design and planning 

to ensure transit operational requirements are accommodated, and to assist in 

the design of effective transit-oriented development (TOD). 

• I-210 Completion (FY 2007/08) – Offers an opportunity to plan an east-west 

limited stop express connecting the planned Chaffey College Transcenter and 

new residential developments in the West Valley with the E Street sbX. A new I- 

210 express service could be integrated with E Street sbX as an overlay, 

increasing E Street capacity and frequency while providing an attractive, singleseat 

service for West Valley commuters. 

• Yucaipa and Chaffey College Transcenters – The opening of the Yucaipa 

Transcenter in FY 2007/08 is an opportunity to formally structure the Yucaipa 

OmniLink service into a flexroute service pulsed with the arrival and departure of 

Route 9 service. The opening of the Chaffey College Transcenter will require 

some schedule and route changes. This new Transcenter could also serve as a 

strategic focal point for a possible I-210 express service. 

• Redlands Passenger Rail – The Redlands Passenger Rail planning process will 

continue during the 2008-2013 timeframe and provide Omnitrans planners a 

good opportunity to assist in the development of TOD projects, and the planning 

of feeder services for the key stations along the rail corridor. 

• SCRRA Strategic Assessment – Metrolink service increases along the San 

Bernardino Line are planned for 2015 and along the Inland Empire-Orange 

County Line in 2010 and 2015. Service increases may impact Metrolink station 

parking capacity and generate a need for peak hour express bus feeder services 

in the West Valley. Planning for enhanced bus feeder services could begin 

during the 2008-2013 timeframe. 

• Gold Line Extension – The planned extension of the Gold Line to the Montclair 

Transcenter will impact Omnitrans service in the West Valley. Although the 

planned extension will not be completed until 2014, feeder service planning will 

begin in the 2008-2013 timeframe. Again, this is an opportunity for Omnitrans 

Planners to proactively plan new feeder bus services. 

• The SCAG Compass Blueprint 2% Strategy – As part of SCAG’s Compass 

Blueprint 2% Strategy, SANBAG has identified opportunities for TOD in San 

Bernardino, Loma Linda and Redlands. As with other redevelopment and 

regional transportation initiatives, the SCAG Compass Blueprint 2% Strategy 

offers an opportunity for Omnitrans planners to become proactively involved in 

site design and in the planning of TOD-supportive transit services. 

• SANBAG Public Transit-Human Services Transportation Coordination Plan 

for San Bernardino County – A Coordination Plan is scheduled for completion 

in the fall of 2007. Outcomes could include an expanded role for Omnitrans as a 

“mobility manager,” coordinating human service transportation beyond the 

current Access scope. A mobility manager role could also go beyond the 

delivery of human service transportation to include the management of carpool 

July 11, 2007 268

IBI GROUP 




and vanpool programs for situations where regular transit services cannot 

efficiently or effectively meet commuter travel needs. 

13.7 Supporting Policies 

Since World War II, population growth in San Bernardino has been accommodated in low-density, 

automobile-oriented single family neighborhoods with local and regional shopping centers and lowdensity 

employment areas, typically called sprawl. In the past ten years in Southern California, decisionmakers 

and planners have begun to think about more efficient ways to develop that reduce automobile 

dependency and create more compact, transit-accessible, pedestrian-oriented, mixed-use development 

areas. 

Both the Southern California Association of Governments (SCAG) and San Bernardino Associated 

Governments (SANBAG) are leading the way in determining how growth should occur in San Bernardino. 

The studies underway identify opportunity areas (city centers, regional hubs, and Transcenters) where 

future growth can be accommodated with a mix of uses at higher densities. This is particularly relevant to 

Omnitrans’ efforts to plan for future transit. 

Transit and land use policies are inextricably linked in two basic ways, as shown in Figure 13-1. First, 

transit investments and policies can influence development patterns: with new highway development, 

commercial development stretches out along highway corridors, new subdivisions pop up after the new 

freeway opens, and shopping malls and gas stations congregate at interchanges. With the introduction or 

expansion of higher order transit services, there are opportunities to increase densities and create or 

enhance the range of uses around the new transit stations. Second, development patterns shape travel 

patterns: the design of suburban areas makes transit and walking a challenge, and the separation 

between land uses in low-density developments makes driving a necessity. In this way, sprawl 

contributes to automobile dependence, but policies designed to fight sprawl can potentially help to reduce 

automobile dependence. 

Figure 13-1: Basic Links Between Transportation and Land Use 

How San Bernardino continues to grow in the future affects Omnitrans’ ability to service both existing 

development and future growth. In a financially constrained environment, it will be difficult for Omnitrans 

to continue to provide transit services to existing neighborhoods and cities as well as provide new transit 

services to new low-density single family residential neighborhoods or to low-density employment areas 

that are designed to discourage walking and taking transit. Difficult choices will lie ahead for Omnitrans in 

expanding its existing transit service to new growth areas if they continue to be developed in the same 

pattern. At the same time, if the cities promote higher-density, mixed-use nodes in key locations, it will be 

July 11, 2007 269

IBI GROUP 




important for Omnitrans to work with the cities to provide the necessary transit connections and upgrade 

services as growth occurs in these areas. 

13.8 Marketing Strategies 

As a result of the findings of the 2008-2013 Omnitrans SRTP, Omnitrans has the opportunity to market its 

existing services and to communicate proposed changes to its transit plan. From the SRTP, a set of key 

messages or significant communication points should be identified, which are of consequence to the 

Omnitrans customer and key audiences. 

13.8.1 MARKETING OPPORTUNITIES 

Omnitrans should utilize its existing Marketing Plan to channel identified key messages to its customer 

base. These may include, but are not limited to: 

• Media Relations – Press release summarizing the changes, dates they take 

effect, and overall impact on Omnitrans services. 

• Collateral Material – Existing Omnitrans collateral material should be updated to 

reflect the changes, including any potential change to the image/presentation of 

materials. 

• Advertising/Billboards/Bus Boards – As appropriate, major messages should 

be communicated en masse via established ad buys and/or Omnitrans’ own bus 

boards and in-bus messaging. 

13.8.2 OTHER PUBLIC RELATIONS OPPORTUNITIES 

Again, depending upon the nature of the key messages, additional public relations opportunities may be 

appropriate avenues of marketing. These may include, but are not limited to: 

• Organizational Presentations – During scheduled meetings with various 

community/professional groups and organizations, and government agencies. 

• Special Events – In booth or kiosk viewing at numerous community fairs and 

events. 

• Movie Theaters – As appropriate, on-screen viewing at movie theaters prior to 

the start of the feature film. 

13.9 Long Range Plan 

The next 20 years will be both exciting and challenging for Omnitrans. The 2008-2013 Omnitrans SRTP 

provides a blueprint for the stabilization of Omnitrans farebox recovery ratio and standards for the design 

and operation of efficient and effective transit services in both the near and long term. The 2008-2013 

Omnitrans SRTP offers a service strategy for the near term horizon. Implementation of the 2008-2013 

Omnitrans SRTP service strategies will minimize reactive planning and free Omnitrans management and 

staff to focus on proactively planning for the future. A focused Long Range Transit Planning Process is 

critical to fiscal, facility, and resource planning. Longer range projections of capital requirements and 

service volumes are essential to the establishment of priorities, and to ensure Omnitrans’ effectiveness in 

meeting the San Bernardino Valley’s increasing mobility needs and supporting land use, economic 

development, and quality of life goals. 

July 11, 2007 270

IBI GROUP 




The Omnitrans Long Range Plan will build on the 2008-2013 Omnitrans SRTP service strategies and 

focus on the expansion of sbX services to attract choice riders, supporting TOD initiatives, and designing 

seamless feeder services for regional mass transit commuter initiatives. With Metrolink service increases 

and expansion, SCAG Compass 2% initiatives, San Bernardino Downtown redevelopment, Loma Linda 

development, the expansion of the Gold Line, and the development of the Redlands Passenger Rail, 

there is a significant supportive role for Omnitrans in the realization of quality of life improvements in the 

San Bernardino Valley. 

July 11, 2007 271

IBI GROUP 




APPENDIX A – CURRENT VEHICLE LISTING AND DESCRIPTION OF COACHES 

July 11, 2007 272




Series Summary 

New Flyer Series Coaches 

Manufacture Years: 2000 - 2005 

Dimensions - Length: 39.9 - 40.8 

Width: 10.3 

Seats: 37 

Wheelchair Tiedown Positions: 2 

Fuel Type: CNG 

Total Vehicles in Series: 127 

Detailed Listing 

Usage: Local Fixed Route Services 

Equipment # Year of Manufacture Manufacturer Model # License # Mileage as of May 2007 Fuel Type Passenger Capacity Estimated Replacement Year 

0001 2000 New Flyer C40LF 382013 311,387 CNG 37 2012 

0002 2000 New Flyer C40LF 382012 232,447 CNG 37 2012 





















July 11, 2007 273

















0036 2000 New Flyer C40LF 382008 368,551 CNG 37 2012 









0101 2001 New Flyer C40LF 1041920 340,948 CNG 37 2013 






















July 11, 2007 274

































































July 11, 2007 275





New Flyer Hybrid Series Coaches 

Manufacture Years: 2000 

Dimensions - Length: 40.8 

Width: 10.3 

Seats: 37 




Fuel Type: Gasoline/Electric 

Usage: Local Fixed Route Services - Downtown San Bernardino 


0045 2000 New Flyer C40LF 1140417 101,112 Gasoline/Electric 37 2012 



July 11, 2007 276





Orion Series Coaches 



Width: 10.0 

Seats: 37 







700 1997 Orion 05.501 496883 455,965 CNG 37 2009 

701 1997 Orion 05.501 36530 390,293 CNG 37 2009 

702 1997 Orion 05.501 496887 432,410 CNG 37 2009 

703 1997 Orion 05.501 36531 464,235 CNG 37 2009 

704 1997 Orion 05.501 36536 425,129 CNG 37 2009 

705 1997 Orion 05.501 36529 419,805 CNG 37 2009 

706 1997 Orion 05.501 496886 426,871 CNG 37 2009 

707 1997 Orion 05.501 496888 442,633 CNG 37 2009 

708 1997 Orion 05.501 496890 452,409 CNG 37 2009 

709 1997 Orion 05.501 496889 451,972 CNG 37 2009 

710 1997 Orion 05.501 496884 463,094 CNG 37 2009 

711 1997 Orion 05.501 496885 468,837 CNG 37 2009 

712 1997 Orion 05.501 496882 406,228 CNG 37 2009 

713 1997 Orion 05.501 496881 444,727 CNG 37 2009 

714 1997 Orion 05.501 36535 435,020 CNG 37 2009 

715 1997 Orion 05.501 36540 447,606 CNG 37 2009 

716 1997 Orion 05.501 36532 437,548 CNG 37 2009 

717 1997 Orion 05.501 36537 433,712 CNG 37 2009 

718 1997 Orion 05.501 36534 429,892 CNG 37 2009 

719 1997 Orion 05.501 36528 392,707 CNG 37 2009 

720 1997 Orion 05.501 36538 435,317 CNG 37 2009 

721 1997 Orion 05.501 36533 393,378 CNG 37 2009 

722 1997 Orion 05.501 36539 415,817 CNG 37 2009 

723 1997 Orion 05.501 36503 430,127 CNG 37 2009 

July 11, 2007 277





TMC Series Coaches 


Dimensions - Length: 40.0 - 40.3 

Width: 10.0 

Seats: 37 


Fuel Type: Diesel 





2690 1994 TMC T80206 380363 640,952 Diesel 37 2007 

2691 1994 TMC T80206 1057385 564,683 Diesel 37 2007 

2692 1994 TMC T80206 380365 647,920 Diesel 37 2007 

2693 1994 TMC T80206 380366 650,996 Diesel 37 2007 

2695 1994 TMC T80206 380368 596,113 Diesel 37 2007 

2696 1994 TMC T80206 380369 553,908 Diesel 37 2007 

2698 1994 TMC T80206 380371 568,628 Diesel 37 2007 

July 11, 2007 278





Thomas Series Coaches 



Width: 7.9 

Seats: 37 





Usage: Local Fixed Route 

Equipment # Year of Manufacture Manufacturer Model # License # Mileage as of 11/31/06 Fuel Type Passenger Capacity Estimated Replacement Year 

501 2003 Thomas SLF232G 1171478 163,356 CNG 37 2015 












July 11, 2007 279





Ford Goshen Series Coaches 


Dimensions - 

Length: 

Width: 


Seats: Van 16, Minibus 20 

Fuel Type: Gasoline 



Usage: Demand Response 


A0628 2000 Ford GOSHEN GCII Van E1055499 203,812 Gasoline 16/3 2007 








A0833 2000 Ford GOSHEN GCII Minibus E1055160 223,963 Gasoline 20/3 2007 














July 11, 2007 280


































July 11, 2007 281





Starcraft AllStar Series Coaches 


Dimensions - 

Length: 

Width: 

Seats: 

Wheelchair Tiedown Positions: 

Fuel Type: 

Usage: 




A9026 2006 Starcraft AllStar 7,899 

























July 11, 2007 282





El Dorado Series Coaches 

Manufacture Years: 2004 & 2006 

Dimensions - 

Length: 

Width: 

Seats: 


Fuel Type: Gasoline 



Usage: Demand Response 


A0859 2004 El Dorado Aerotech E1150946 101,616 Gasoline 2011 










A09001 2006 El Dorado Aerotech 1241503 16,106 Gasoline 2013 

























July 11, 2007 283





GM Series Coaches 


Dimensions - 

Length: 

Width: 

Seats: 

Wheelchair Tiedown Positions: 

Fuel Type: Diesel 



Usage: Service Promotion 


5876 1958 GM TDH4801 E1023483 1,082 Diesel N/A 

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APPENDIX B – TRANSCENTER AND FACILITY DESCRIPTIONS 

July 11, 2007 285




4th Street Transit Mall 

Address 

City 

Description: 

4th and E Street 


The Mall spreads over a four-block length and includes E 

Street as part of the transit mall. There are several 

regional connections, including MARTA and Omnitrans 

Route 90. 

Location Map 

Jurisdiction: 


Facility Amenities 

Size: 

Bus Bays: 

Public Restrooms: 

Telephones: 

Lighting: 

Shelters: 

Benches: 

Bicycle Racks: 

Information Kiosks: 

Public Art Features: 

Landscaping: 

Parking Available: 

ADA Compliance: 

14 

No 

Yes 

Yes 

Yes 

Yes 

No 

Details 

Wall Panels in Shelters with bus 

route info & maps 

Boarding Passengers 

Monday - Friday: 4848 pax. daily 

Saturday: 1511 pax. daily 

Sunday: 1205 pax. daily 

Omnitrans Bus Services Provided 

Routes: 1, 2, 3, 4, 5, 7, 8, 9, 10, 11, 14, 15 

Regional Transit Connections Available 

MARTA Route: Off The Mountain Service 

Omnitrans IEC: 90 

Historic Site Information 

None 

Yes 

No 

No 

No 

Yes Current - 

Planned - 

Surrounding Land Uses 

Retail and office space. 

Retail and office space. 

Available Driver Amenities 

None 

July 11, 2007 286




Redlands Mall 

Address 

City 

Description: 

Redlands Blvd & Orange 

Redlands 

Redlands currently does not have a formal Transcenter. 

This Transcenter is located on Redlands Boulevard next 

to the Redlands Mall. Redlands has one regional 

connection from RTA. 

Jurisdiction: 

Redlands 


Size: 

Bus Bays: 


5 

No 

No 

Yes 

Yes 

Yes 

No 

Yes 

No 

No 

No 

DETAILS 






Lighting: Routes: 8, 9, 15, 19 

Telephones: 

Shelters: 

Benches: 

Regional Transit Connections Available: 

Bicycle Racks: RTA Route: 36 




Landscaping: 



Yes Current - 


None 


Commercial 

Mixed-use (residential and commercial) 

Available Driver Amenities: 

None 

* NOTE: Counts do not reflect discontinued Redlands Trolley Service 

July 11, 2007 287




S. Fontana Transcenter 

Address 

City 

Marygold and Sierra 

Fontana 

Site Picture 

Description: 

South Fontana Transcenter is located on Marygold and 

Sierra Streets. This Transcenter has one regional 

connection. This Transcenter is in an excellent location 

as it is adjacent to Kaiser Hospital. 

Location Map 

Jurisdiction: 

Fontana 


Size: 

Bus Bays: 


4 

No 

No 

Yes 

Yes 

Yes 

No 

Yes 

No 

No 

No 






Lighting: Routes: 19, 20, 28, 29, 61, 71 

Telephones: 

Shelters: 

Benches: 

Regional Transit Connections Available: 

Bicycle Racks: Omnitrans IEC: 90 


None 



Landscaping: 



Details 


Yes Current - Hospital, retail, and general commercial uses. 

Planned - Hospital, retail, and general commercial uses. 


None 

July 11, 2007 288




Fontana Metrolink Station 

Address 

City 

16777 Orange Way 

Fontana 

Description: 

The Fontana Metrolink Station Transcenter allows for all 

buses to layover. There are additional amenities on site 

including restroom facilities, landscaping and shelters. 

In addition there are driver amenities available. The 

Metrolink services this Transcenter. 

Location Map 

Jurisdiction: 

Fontana 


Size: 

Bus Bays: 


9 

Yes 

Yes 

Yes 

Yes 

Yes 

Yes 

Yes 

No 

Yes 

Yes 

Details 






Lighting: Routes: 10, 14, 15, 19, 20, 61, 66, 67, 71 

Telephones: 

Shelters: 

Benches: 




Landscaping: 




Metrolink: San Bernardino Line 


None 


Residential (single- and multi-family), vacant, 

Yes Current - some commercial. 

Planned - Residential (senior housing), commercial. 


Bathrooms 

July 11, 2007 289





Address 

City 

Description: 

D & Sultana 

Ontario 

The Ontario Transcenter is located on D Street and 

Sultana Avenue. It is not a traditional Transcenter and 

there are no regional connections available. 

Location Map 

Jurisdiction: 

Ontario 


Size: 

Bus Bays: 


6 

No 

No 

Yes 

Yes 

Yes 

No 

No 

No 

No 

No 

Details 






Lighting: Routes:61, 62, 63, 67, 70, 75 

Telephones: 

Shelters: 

Benches: 




Landscaping: 




None 


None 


Yes Current - 



None 

Government, education, commercial, residential 

Residential, commercial 

July 11, 2007 290




Montclair Transcenter 

Address 

City 

Description: 

5091 Richton St. 

Montclair 

Montclair Transcenter has connections to Omnitrans, RTA, 

Foothill Transit and Metrolink commuter rail service. There is 

parking available and there is a day care center located on the 

premises. There are also driver amenities available. 

Location Map 

Jurisdiction: 

Montclair 


Size: 

Bus Bays: 


14 

Yes 

Yes 

Details 

Yes 

Yes 

Yes 

Yes 

Yes 

Yes Current - 






Telephones: 


Lighting: 

Shelters: 

Benches: 

Yes 

Yes 

Yes 

Routes: 62, 65, 66, 68 





Landscaping: 




RTA Route: 204 


Foothill Transit Routes: 699, 187, 292, 294, 492, 480, 

190, 197, 690, Silver Streak BRT 


None 



Bathrooms 

Industrial, vacant 

Mixed use (residential, commercial), Gold Line Extensio 

July 11, 2007 291





Address 

City 

Description: 

Sixth Street and Chino Avenue 

Chino 

The Transcenter is located near the Civic Center on 

Sixth Street and Chino Avenue in the City of Chino. 

Local and Regional routes provide service to this 

Transcenter. 

Location Map 

Jurisdiction: 

Chino 


Size: 

Bus Bays: 


Telephones: 

Lighting: 

Shelters: 

7 

No 

No 

Yes 

Yes 

Yes 

No 

Details 






Routes: 62, 63, 65a, 65b, 68, Omnilink 

Benches: 


Bicycle Racks: Foothill Transit 497 

OCTA 758 

Information Kiosks: Yes 


Public Art Features: Yes 

None 

Landscaping: Yes 




Yes 

Yes Current - 



None 

Government, commercial, residential. 

Government, commercial, residential. 

July 11, 2007 292




Montclair Plaza 

Address 

City 

Monte Vista & Moreno 

Montclair 

Site Picture 

Description: 

The Montclair Plaza Transcenter is located on Moreno 

Street and Monte Vista Avenue. There are no special 

amenities available to passengers and/or drivers. 

However, this Transcenter is adjacent to a large 

shopping and restaurant area. 

Location Map 

Jurisdiction: 

Montclair 


Size: 

Bus Bays: 


4 

No 

No 

Yes 

No 

Yes 

No 

Yes 

No 

No 

Yes 

Details 






Lighting: Routes: 62, 65, 66, 68 

Telephones: 

Shelters: 

Benches: 


Bicycle Racks: Omnitrans IEC 90 




Landscaping: 



None 


Yes Current - 



None 

Commercial, residential 

Mixed use (residential, commercial) 

July 11, 2007 293




Inland Center Mall 

Address 

City 

Inland Center Dr. 


Site Picture 

Description: 

This Transcenter is located on the premises of the Inland 

Center Mall in the City of San Bernardino. Only one 

local route stops at this location. 

Location Map 

Jurisdiction: 



Size: 

Bus Bays: 


Shelters: 

Benches: 




Landscaping: 



1 

No 

No 

Yes 

No 

Yes 

No 

Yes 

No 

No 

Yes 



Lighting: Route: 2 

Telephones: 

Details 


None 


None 


Yes Current - 






None 

Commercial 

Commercial, Future Omnitrans sbX 

July 11, 2007 294




Ontario Mills 

Address 

City 

Milliken & Fourth 

Ontario 

Description: 

The Ontario Mills Transcenter has Route 61 on Milliken 

and Fourth streets. In addition, there is available room 

to accommodate buses within the Ontario Mills premises 

to hold the other routes. Regional connections are 

provided by Omnitrans and RTA. There are no 

amenities for drivers or passengers at this location. 

Location Map 

Jurisdiction: 

Ontario 


Size: 

Bus Bays: 





Landscaping: 



4 

No 

No 

Details 


Telephones: 


Lighting: 

Shelters: 

Benches: 

Yes 

No 

No 

Routes: 60, 61, 70, 71, 75 



RTA Route: 204 


No 

Yes 

No 

No 

Yes 

No Current - 





None 


Commercial 

Commercial 


None 

July 11, 2007 295




Pomona Transcenter 

Address 

City 

101 W. First Street 

Pomona 

Description: 

The Pomona Transcenter is located on Garey Avenue 

and 2nd Street in the City of Pomona. The Pomona 

Transcenter provides regional transit connections with 

Foothill Transit, LACMTA and Metrolink Commuter Rail 

service. Omnitrans currently has only one route that 

goes to Pomona. There is parking available and 

amenities available for passengers and drivers. 

Location Map 

Jurisdiction: 

Pomona 


Size: 

Bus Bays: 


Telephones: 

Lighting: 

Shelters: 

Benches: 




Landscaping: 



10 

Yes 

Yes 

Yes 

Yes 

Yes 

Details 






Route 61 

Yes 

Yes 

No 

Yes 

Yes 

Yes Current - 



Foothill Transit Routes: 191, 193, 195, 292, 294, 291s, 

291n, 480w, 480e 482 

LAMTA Routes: 484 



None 



Bathrooms 

Mixed use (retail), parking 

Specific plan being updated. May remain the same. 

July 11, 2007 296




Ontario Airport 

Address 

City 

Airport Drive 

Ontario 

Site Picture 

Description: 

Omnitrans has only one route that serves the Ontario 

Airport and is located on Airport Drive. Passengers can 

use this route to connect to the Free Airport Shuttle that 

will take them inside the Ontario International airport. 

There are no special amenities for passengers or drivers. 

Location Map 

Jurisdiction: 

Ontario 


Size: 

Bus Bays: 


Shelters: 

Benches: 




Landscaping: 



1 

No 

No 

No 

No 

No 

No 

No 

No 

No 

No 

Details 






Lighting: Route: 61 

Telephones: 


Airport Shuttle 


None 


Yes Current - 


Airport 

Airport 


None 

July 11, 2007 297




Arrowhead Regional Medical Center 

Address 

City 

400 North Pepper Avenue 

Colton 

Site Picture 

Description: 

The ARMC Transcenter is located within the facility's 

property. There is one regional connection provided at 

this location. 

Location Map 

Jurisdiction: 

Colton 


Size: 

Bus Bays: 


4 

No 

No 

Yes 

Yes 

Yes 

No 

Yes 

No 

No 

Yes 






Lighting: Routes: 1, 19, 22 

Telephones: 

Shelters: 

Benches: 


Bicycle Racks: Omnitrans IEC: 90 




Landscaping: 



Details 

None 


Yes Current - 



None 

Hospital, vacant, residential, commercial. 

Hospital, hotel, residential, commercial. 

July 11, 2007 298




East Valley Facility 

Address: 1700 W. Fifth Street, San Bernardino, CA 92411-2499 

Features Include: 

Houses the Agency's Administrative, Maintenance, and Operations Dept. 

Equipped to handle short and long term needs of the Agency 

Equipped to handle major engine, paint and body repair 

Formal Board Room capable of accommodating 20 Board members 

plus seating for up to 50 additional persons 

Size: 12.7 acres - Administrative, Operations, and Maint. Facility 

Administrative Facility 

Operations/Maintenance Facility: 

Fuel, Fare, and Vacuum Facility: 

Bus Wash Facility: 

Parking: 

23,769 sq. feet 

119,364 sq. feet 

3,077 sq. feet 


250,320 sq. feet 

Facility Details 

Quantity/Space 

Comments 

Bus Bays 22 

Justification: 50,000 Pound Hoists 9 

Service Pits 3 

Bus/Truck Lift 0 

Automobile Lift 2 

Location Map (not to scale) Bus Wash 1 

Steam Cleaning Area 1 

Diesel Fueling 3 20,000 gallons per tank 

Gasoline Fueling 1 10,000 gallons per tank 

LCNG Fueling 2 30,000 gallon per tank 

Major Bus Cleaning 

Yes 

Vehicle Detailing 

Yes 

Training Room 

Yes 

Parts Room 

Yes 

Garage Area 

Yes 

Maintenance Offices 

Yes 

Facility Amenities Preventive Maintenance Yes 

Employee Parking 289 Employee Spaces 

Body Work Yes 

Guest Parking Yes 

Storage Yes 

Guard House Yes 

Bus Parking 155 spaces 

Camera System Yes 

Body Shop 5 bays 

Emergency Power/Lighting 

Wellness Facilities 

Childcare Facilities 

Yes 

Yes 

No 

July 11, 2007 299




West Valley Facility 

Address: 4748 Arrow Highway, Montclair, CA 91763-1208 

Picture of Facility 


Located within 1/2 mile of the Montclair Transcenter 

W.V. maint., street supervision and dispatch conducted on-site 

Handicap accessible 

Monthly bus pass sales outlet 

Size: 

5.5 Acres - Operations and Maintenance Facility 

Maintenance Facility: 

Operations Facility: 



Parking: 

20,475 sq. feet 




75,000 sq. feet 



Comments 

Bus Bays 9 





Location Map (not to scale) Bus Wash 1 

Steam Cleaning Area 1 

Diesel Fueling 2 Tanks 25,000 gallons per tank 

Gasoline Fueling 1 Tank 10,000 gallons per tank 

LCNG Fueling 1 20,000 gallons per tank 


Yes 


Yes 

Training Room 

Yes 

Parts Room 

Yes 

Garage Area 

Yes 


Yes 


Employee Parking 69 Employee Spaces 

Body Work No 


Storage Yes 


Bus Parking 68 spaces Large Buses 

Camera System 




Yes 

Yes 

Yes 

No 

July 11, 2007 300





Address: Etiwanda Ave & Arrow Route 


Will be handicapped accessible 

Will have monthly bus pass sales outlet 

Will model after East Valley 

Size: 

28.8 acres 

Maintenance Facility 

Operations/Administrative Facility: 


~50,000 sq. feet 

~20,000 sq. feet 

~13,000 sq. feet 



~5,400 sq. feet 

Parking: 

~40,000 sq. feet 


Bus Bays 

TBD 

Justification: 50,000 Pound Hoists TBD 

Service Pits 

TBD 

Bus/Truck Lift 

Yes 

Automobile Lift 

TBD 

Location Map (not to scale) Bus Wash Yes 

Steam Cleaning Area 

Diesel Fueling 

Gasoline Fueling 

CNG Fueling 



Training Room 

Parts Room 

Garage Area 



Employee Parking Yes 

Body Work Yes 


Storage Yes 


Bus Parking Yes 

Camera System 




Yes 

Yes 

Yes 

TBD 

Yes 

Yes 

Yes 

Yes 

Yes 

Yes 

Yes 

Yes 

Yes 

Yes 

Comments 

July 11, 2007 301




I Street Facility 

Address: 234 South I Street, San Bernardino, CA 


Maintenance & Parking facilities large enough to handle expansion 

over the next 20 years 

On-site fueling facility 

Easy freeway access 

Size: 

4.7 Acres - Operations and Vehicle Maintenance Garage 

Office Building 

4,520 sq. ft. 

Maintenance Building 

11,339 sq. ft. 




Parking: 


Bus Bays 10 



Comments 


Automobile Lift 

No 

Location Map (not to scale) Bus Wash Yes General Cleaning Area 

Steam Cleaning Area Yes General Cleaning Area 


No 

Gasoline Fueling 2 4,000 gallon tanks 

CNG Fueling 

No 


Yes 


Yes 

Training Room 

Yes 

Parts Room 

Yes 

Garage Area 

Yes 


Yes 



Body Work No 

Guest Parking No 

Storage Yes 

Guard House No 

Bus Parking 70 For Access Vans 

Camera System 




Yes 

No 

No 

No 

July 11, 2007 302




West Valley Paratransit Facility 

Address: 9421 Feron Blvd., Rancho Cucamonga, CA 91730 


Located in an industrial park 

Picture of Facility 

Size: 

1.3 Acres - Operations and Vehicle Maintenance 

Office and Vehicle Maintenance Facility 

Operations: 



Parking: 

4,312 sq. ft. 



Comments 

Bus Bays 0 





Location Map (not to scale) Bus Wash Yes General Cleaning Area 

Steam Cleaning Area Yes General Cleaning Area 


No 

Gasoline Fueling No Fueling is conducted off-site 

CNG Fueling 

No 


Yes 


Yes 

Training Room 

Yes 

Parts Room 

Yes 

Garage Area 

Yes 


Yes 



Body Work No 


Storage Yes 

Guard House No 

Bus Parking 60 For Access Vans 

Camera System 




No 

No 

No 

No 

July 11, 2007 303

IBI GROUP 




APPENDIX C – CAPITAL PROJECT DESCRIPTIONS 

July 11, 2007 304




sbX PE, Environmental, TOD, and Construction 

SRTP #: 

Omni Budget #: 

Project ID: 

Program Code: 

200625 

FTA Scope: 11.21.01 

Status: 

no change 

new project 

scope change 

funding change 

Local $ > 20% 

Project Description: 

sbX Program for San Bernardino Valley-wide Rapid Transit Program. 

Project Justification: 

sbX program for San Bernardino Valley-wide Rapid Transit Program. This project includes the Preliminary Engineering, Transit-Oriented Development, 

Project Management, Environmental Review, Final Design , Engineering, and Construction. 

Significant Changes Since Last SRTP: 

The locally preferred alternative was selected and approved in FY 2006. Engineering and Environmental will begin in FY 2008. This project has been included 

in SCAG's RTP and RTIP. 

POTENTIAL FUNDING SOURCES SUMMARY (IN $000's) 

Federal 

State/Local 

Fiscal Year/Project 

5307 5309 5310 CMAQ In Kind STAF LTF Prop 1B Measure I LTF Art. 3 STIP 

2008 sbX - PE/Environmental $ 3,653 

3,413 2,500 $ 5,000 $ 14,567 

2009 sbX - Planned $ - 

$ 3,000 

$ - $ 3,000 

2010 sbX - Planned $ - $ 32,374 

$ 1,720 $ 4,500 

$ 5,000 $ 703 

$ 44,297 


$ 4,500 

$ 2,366 

$ 43,799 


$ 10,814 

$ 2,494 

$ 19,001 

2013 sbX - Planned $ - 

$ - 

TOTAL $ 3,653 $ 74,999 $ - $ 1,720 $ 9,000 $ 14,228 $ 2,500 $ 8,000 $ 5,563 $ - $ 5,000 $ 124,663 

TOTAL 

July 11, 2007 305




sbX Vehicles 

SRTP #: 


Project ID: 

Program Code: 

Status: 

200625 

FTA Scope: 11.21.01 

no change 

new project 

scope change 


Local $ > 20% 


sbX Vehicles for San Bernardino Valley-wide Rapid Transit Program. 


Funding here provides for the purchase of 16 articulated coaches to be used for the sbX project. 



Federal 

State/Local 


5307 5309 5310 CMAQ In Kind STAF LTF Prop 1B Measure I LTF Art. 3 STIP 

2008 sbX - PE/Environmental $ - 


2010 sbX - Planned $ 14,427 

$ 3,607 

$ 18,034 



2013 sbX - Planned $ - 

TOTAL $ - $ - $ - $ 14,427 $ - $ 3,607 $ - $ - $ - $ - $ - $ 18,034 

TOTAL 

July 11, 2007 306




Revenue Vehicles 

SRTP #: 


Project ID: SBD090105 

Program Code: 

FTA Scope: 

Status: 

no change 

new project 


scope change 


Local $ > 20% 


Purchase replacement coaches. Vehicles will be equiped with wheelchair lift or low floor, two tie-downs, kneeling features, air conditioning and auxilary 

equipment. Engines will be alternative fuel. 


Replacement Coaches are needed to replace coaches that have reached standard replacement life. Thrity (30) coaches are scheduled for replacment in FY 

2008, and then coaches will be replaced at approximately 15 coaches a year starting in 2010. 


Omnitrans decided to smooth purchase of large coaches after FY 2008. The plan is to purchase 15 coaches a year starting FY 2010. Omnitrans will utilize 

CMAQ funding when available. CMAQ funding moved from FY 2008 and 2009 to FY 2008, 2010. 


Federal 

State/Local 

5307 5309 5310 CMAQ JA/RC STAF LTF AB2766 

Carl 

Moyer LTF Art. 3 STIP 

2008 Revenue Vehicles 

$ 826 

$ 9,317 

$ 2,536 

$ 12,679 

2009 Revenue Vehicles 

$ - 

$ - 

$ - 


$ 2,790 

$ 2,317 

$ 1,277 

$ 6,384 


$ 5,304 

$ 1,326 

$ 6,629 


$ 5,495 

$ - 

$ 1,374 

$ 6,869 

2013 Revenue Vehicles 

$ 5,692 

$ - 

$ 1,423 

$ 7,115 

TOTAL $ 20,107 $ - $ - $ 11,634 $ - $ 7,935 $ - $ - $ - $ - $ - $ 39,677 

TOTAL 

July 11, 2007 307




Service Vehicles 

SRTP #: 



Program Code: 

FTA Scope: 

Status: 

no change 

new project 

scope change 


Local $ > 20% 


Purchase replacement vehicles. Vehicles are used to provide service to the Omnitrans operation. The vehicles are used in Operations, Marketing and for 

Omnitrans support staff. 


Replacement vehicles are replaced once they reached standard replacement life; 5 years or 100,000 miles. Service include: Supervisor Vans, Roadcall 

Repair Vehicles, Stops and Zones Repair and Maintenance Vehicles, Facility Repair and Maintenance Vehicles and other support vehicles. Replacements 

are planned as followed: 2008 - 7 vans, 1 roadcall truck, 1 marketing truck, 1 marketing trailer; 2009 - 2 marketing trucks, 9 vans, 1 

marketing van; 2010 - 1 facilities truck, 1 lift truck, 6 leases vehicles; 2011 - 1 lift truck; 2012 - 1 roadcall truck, 24 leased vehicles; 2013 - 1 roadcall 

truck. 




Federal 

State/Local 


Carl 


2008 Service Vehicles 

$ 316 

$ 79 

$ 395 

2009 Service Vehicles 

$ 486 

$ 122 

$ 608 


$ 223 

$ 56 

$ 279 


$ 46 

$ 12 

$ 58 


$ 726 

$ 182 

$ 908 

2013 Service Vehicles 

$ 36 

$ 9 

$ 45 

TOTAL $ 1,834 $ - $ - $ - $ - $ 459 $ - $ - $ - $ - $ - $ 2,293 

TOTAL 

July 11, 2007 308




Service Equipment 

SRTP #: 


Project ID: 200088 

Program Code: 

FTA Scope: 

Status: 

no change 

new project 

scope change 


Local $ > 20% 


Bus System - Service Equipment: Purchase maintenance equipment for East and West Valley facilities. 


Equipment will be used to replace/supplement outmoded equipment now in use. The goal is to improve operational efficiency. 




Federal 

State/Local 


Carl 


2008 Service Equipment 

$ 60 

$ 60 

2009 Service Equipment 

$ 75 

$ 75 


$ 11 

$ 11 


$ - 

$ - 


$ 24 

$ 24 

2013 Service Equipment 

$ - 

$ - 

TOTAL $ - $ - $ - $ - $ - $ 171 $ - $ - $ - $ - $ - $ 171 

TOTAL 

July 11, 2007 309




Transit Enhancements 

SRTP #: 



Program Code: 

FTA Scope: 

Status: 

no change 

new project 

scope change 


Local $ > 20% 


Transit - Enhancements: 1% Transit Enhancement. 


This funding will be used to enhance pedestrian improvements in conjunction with city projects to increase accessibility to bus stops. 


Fiscal Year/ Project 


Federal 

State/Local 


Carl 


2008 Transit Enhancements $ 135 

$ 34 

$ 169 

2009 Transit Enhancements $ 143 

$ 36 

$ 179 


$ 37 

$ 186 


$ 38 

$ 192 


$ 40 

$ 199 

2013 Transit Enhancements $ 165 

$ 41 

$ 206 

TOTAL $ 905 $ - $ - $ - $ - $ 226 $ - $ - $ - $ - $ - $ 1,132 

TOTAL 

July 11, 2007 310




Security 

SRTP #: 



Program Code: 

FTA Scope: 

Status: 

no change 

new project 

scope change 


Local $ > 20% 


Transit - Security: Capitalization of security costs. 


These expenditures are to abate operating costs by shifting the expenses to capital financing. According to FTA guidelines, at least 1% of Section 5307 funds 

must be used for security purposes. 


Fiscal Year/ Project 


Federal 

State/Local 


Carl 


2008 1% Security 

$ 135 

$ 34 

$ 169 

2009 1% Security 

$ 143 

$ 36 

$ 179 


$ 148 

$ 37 

$ 186 


$ 154 

$ 38 

$ 192 


$ 159 

$ 40 

$ 199 

2013 1% Security 

$ 165 

$ 41 

$ 206 

TOTAL $ 905 $ - $ - $ - $ - $ - $ 226 $ - $ - $ - $ - $ 1,132 

TOTAL 

July 11, 2007 311




Preventive Maintenance 

SRTP #: 



Program Code: 

FTA Scope: 

Status: 


no change 

new project 

scope change 


Local $ > 20% 


Bus System - General: Capitalization of preventive maintenance 


FY 2008 Budget is for $1,445 of FTA 5307 funding with a local match of $361 of LTF funding. This complies with the FTA 80/20 match requirement. The 

balance of the LTF funding is Operating Funds. 


Omnitrans funds Preventive Maintenance after funding all capital programs. This number will fluctuate with each SRTP as new programs become critical for 



Federal 

State/Local 


Carl 


2008 Preventive Maintenance $ 1,445 

$ 3,581 

$ 5,026 

2009 Preventive Maintenance $ 8,824 

$ 2,206 

$ 11,031 


$ 2,119 

$ 10,597 


$ 353 

$ 1,766 


$ 1,219 

$ 6,094 

2013 Preventive Maintenance $ 8,393 

$ 2,098 

$ 10,491 

TOTAL $ 33,428 $ - $ - $ - $ - $ - $ 11,577 $ - $ - $ - $ - $ 45,005 

TOTAL 

July 11, 2007 312




Management Information Systems 

SRTP #: 



Program Code: 

FTA Scope: 

Status: 

no change 

new project 

scope change 


Local $ > 20% 


Transit - Administration Equipment: Purchase Management Information Systems (MIS) for East and West Valley facilities and provide training for 

new/upgraded equipment. 


MIS equipment will be used to replace/supplement outmoded equipment now in use and incorporate new technologies. The goal is to improve operational 

efficiency. 




Federal 

State/Local 


Carl 


2008 Management Information Systems $ 1,084 

$ 271 

$ 1,355 

2009 Management Information Systems $ 1,929 

$ 482 

$ 2,411 


$ 276 

$ 1,380 


$ 1,412 

$ 7,060 


$ 381 

$ 1,907 

2013 Management Information Systems $ 855 

$ 214 

$ 1,069 

TOTAL $ 12,146 $ - $ - $ - $ - $ 3,036 $ - $ - $ - $ - $ - $ 15,182 

TOTAL 

July 11, 2007 313




Office Equipment 

SRTP #: 



Program Code: 

FTA Scope: 

Status: 

no change 

new project 

scope change 


Local $ > 20% 


Transit - Administration Equipment: Purchase office equipment for East and West Valley facilities. 


Equipment will be used to replace worn out furnishings, expand and update administrative/support capabilities. The goal is to improve operational efficiency. 




Federal 

State/Local 


Carl 


2008 Office Eq. & Furniture $ 10 

$ 10 

2009 Office Eq. & Furniture $ 11 

$ 11 


$ 11 


$ 12 


$ 12 

2013 Office Eq. & Furniture $ 12 

$ 12 

TOTAL $ - $ - $ - $ - $ - $ 68 $ - $ - $ - $ - $ - $ 68 

TOTAL 

July 11, 2007 314




Stops and Zones 

SRTP #: 



Program Code: 

FTA Scope: 

Status: 

no change 

new project 

scope change 


Local $ > 20% 


Bus System - Passenger Facilities ( Benches, Shelters, etc.): Purchase stops and zones equipment to replace, improve, or enhance stops in fixed route 

operation. 


Equipment will be used to replace/supplement current amenities at fixed route bus stops. Equipment is needed to accommodate continuation and expansion 

of fixed route service. 



Federal 

State/Local 



Carl 

Moyer LTF Art. 3 STIP TOTAL 

2008 Stop and Zones 

$ 20 

$ 5 

$ 25 

2009 Stop and Zones 

$ 50 

$ 13 

$ 63 


$ 21 

$ 5 

$ 27 


$ 32 

$ 8 

$ 39 


$ 66 

$ 16 

$ 82 

2013 Stop and Zones 

$ 34 

$ 8 

$ 42 

TOTAL $ 223 $ - $ - $ - $ - $ 56 $ - $ - $ - $ - $ - $ 279 

July 11, 2007 315




Replacement Paratransit Vehicles 

SRTP #: 


Project ID: 

Program Code: 

FTA Scope: 

Status: 


20040211 

no change 

new project 

scope change 


Local $ > 20% 


Paratransit - Vehicles (Repl.: Gas/Diesel): Purchase replacement paratransit vans. Vans will be lift-equipped and run on conventional fuel source, unless a 

CARB approved engine is found that meets Omnitrans service requirements. 


Vehicles being replaced will have reached standard replacement life of 4 years/100,000 miles. The following replacements are planned: 2008 - 25, 2009 - 25, 

2010 - 10, and 2012 - 25. 


The funding pattern of the Paratransit fleet changed as Omnitrans moved up delivery of Paratransit Vehicles. Omnitrans took delivery of 25 vehicles in FY 

2006 and should take delivery of an additional 25 in FY 2007. This will "smooth" the replacement pattern. 


Federal 

State/Local 


Carl 


2008 Paratransit Vehicles - 25 $ 1,557 

$ 401 

$ 441 

$ 2,399 

2009 Paratransit Vehicles - 25 $ 1,613 

$ 403 

$ 2,017 

2010 Paratransit Vehicles - 10 $ 715 

$ 179 

$ 894 

2011 Paratransit Vehicles $ - 

$ - 

$ - 

2012 Paratransit Vehicles - 25 $ 2,044 

$ 511 

$ 2,555 

2013 Paratransit Vehicles $ - 

$ - 

$ - 

TOTAL $ 5,929 $ - $ 401 $ - $ - $ 1,534 $ - $ - $ - $ - $ - $ 7,864 

TOTAL 

July 11, 2007 316




Capitalization of Leases 

SRTP #: 



Program Code: 

FTA Scope: 

Status: 

no change 

new project 

scope change 


Local $ > 20% 



Capitalization of Operating facility lease for West Valley Access and Omnilink service / Voice/data communications base station and antenna tower sites. This 

also includes capitalization of the Tire Lease. 


Omnitrans does not own appropriate property and facilities for these purposes and therefore these expenditures can be shifted to capital financing. 


During the FY 2008 budget year, Omnitrans made a decision to capitalize its Tire Lease in accordance with capitalization procedures. This had a significant 

impact on the increase expenditures in Capitalizatin of Leases total funding request. 


Federal 

State/Local 


Carl 


2008 Capitalization of Leases $ 561 

$ 140 

$ 701 

2009 Capitalization of Leases $ 583 

$ 146 

$ 729 


$ 139 

$ 694 


$ 146 

$ 729 


$ 153 

$ 765 

2013 Capitalization of Leases $ 642 

$ 160 

$ 802 

TOTAL $ 3,536 $ - $ - $ - $ - $ - $ 884 $ - $ - $ - $ - $ 4,420 

TOTAL 

July 11, 2007 317




Revenue Equipment 

SRTP #: 



Program Code: 

FTA Scope: 

Status: 

no change 

new project 

scope change 


Local $ > 20% 


Improvement, upkeep, or replacement of equipment used in revenue service. 





Federal 

State/Local 


Carl 


2008 Revenue Equipment $ - 

2009 Revenue Equipment $ - 




2013 Revenue Equipment $ 398 

$ 100 

$ 498 

TOTAL $ 398 $ - $ - $ - $ - $ 100 $ - $ - $ - $ - $ - $ 498 

TOTAL 

July 11, 2007 318




Alternative Fueling Facilities 

SRTP #: 


Project ID: 

Program Code: 

FTA Scope: 

Status: 

20040829 

no change 

new project 

scope change 


Local $ > 20% 


Transit - Fueling Facilities: Rehabilitation and maintenance of alternative fueling facilities. 


Various maintenance equipment will be replaced, repaired and/or refurbished to enhance fueling capabilities and to replace parts that have become worn or no 

longer able to meet up-to-date air quality standards. Refurbishment will occur every 4 years. 



Federal 

State/Local 



Carl 


2008 Alt. Fueling Facilities Maint. $ 62 

$ 16 

$ 78 

2009 Alt. Fueling Facilities Maint. $ 65 

$ 16 

$ 81 


$ 38 

$ 191 


$ 26 

$ 128 


$ 30 

$ 150 

2013 Alt. Fueling Facilities Maint. $ 75 

$ 19 

$ 93 

TOTAL $ 577 $ - $ - $ - $ - $ 144 $ - $ - $ - $ - $ - $ 721 

July 11, 2007 319





SRTP #: 



Program Code: 

FTA Scope: 

Status: 

X 

no change 

new project 

scope change 


Local $ > 20% 


The Chino Transcenter serves as the transportation hub for Omnitrans' West Valley Service and provides inter-county transit connections to Los Angeles and 

Orange Counties. Phase II of the project involves building additional bus bays for future inter-county routes to/from Los Angels and Riverside Counties. 


The existing facility has reached capacity with three different transit agencies stopping at this location. 



Federal 

State/Local 



Carl 


2008 Chino Transcenter 

$ - 

$ - 

$ - 

2009 Chino Transcenter 

$ 267 

$ 67 

$ 333 


$ - 

$ - 

$ - 


$ 1,754 

$ 439 

$ 2,193 


$ - 

$ - 

$ - 

2013 Chino Transcenter 

$ - 

$ - 

$ - 

TOTAL $ 2,021 $ - $ - $ - $ - $ 505 $ - $ - $ - $ - $ - $ 2,526 

July 11, 2007 320





SRTP #: 



Program Code: 

FTA Scope: 

Status: 

no change 

new project 

scope change 


Local $ > 20% 


In conjunction with the City of Ontario, Omnitans is creating a Transcenter in downtown Ontario, California. This project was funded in FY 2006 at $190,654 

and in FY 2007 at $200,640. These amounts were funded with FTA 5309 and STAF funds. 


The funding for this project was appropriated in 2006 under SAFETA-LU. The funding was for four years and started in FY 2006. Omnitrans will only need to 

provide a match to the FTA Section 5309 Funding. 


The amount budgeted in FY 2008 is a result of Section 5309 FY07 Appropriations. 


Federal 

State/Local 



Carl 


2008 Ontario Transcenter $ - $ 201 

$ 50 

$ 251 

2009 Ontario Transcenter $ - $ 243 

$ 61 

$ 303 

2010 Ontario Transcenter $ - 

$ - 


$ - 


$ - 

2013 Ontario Transcenter $ - 

$ - 

TOTAL $ - $ 443 $ - $ - $ - $ 111 $ - $ - $ - $ - $ - $ 554 

July 11, 2007 321




Chaffey Transcenter 

SRTP #: 


Project ID: 

Program Code: 

FTA Scope: 

Status: 

X 

no change 

new project 

scope change 


Local $ > 20% 


The Chaffey College Transcenter will provide a centralized location, integrated into the campus, for several Omnitrans routes to pick up and drop off 

passengers. The stop will have shelters, seating areas and information kiosks. 


The student population of the Chaffey College campus continues to grow.. Providing convenient public transportation service can reduce the demand for 

parking stalls and provide opportunities for post-high school education for young adults that do not own a car. 


Chaffey Transcenter is scheduled to receive STIP funding in FY 2008 to pursue this project. 


Federal 

State/Local 



Carl 


2008 Chaffey Transcenter $ - 

$ 3,000 $ 3,000 

2009 Chaffey Transcenter $ - 

$ - 


$ - 


$ - 


$ - 

2013 Chaffey Transcenter $ - 

$ - 

TOTAL $ - $ - $ - $ - $ - $ - $ - $ - $ - $ - $ 3,000 $ 3,000 

July 11, 2007 322





SRTP #: 



Program Code: 

FTA Scope: 

Status: 

no change 

new project 

scope change 


Local $ > 20% 


Transit - Administrative & Maintenance Facility: Architectural, engineering, and construction costs for development of site for revenue service. Phase I is for 

the development of the paratransit facility. 


The Mid Valley Phase I project is to develop a paratransit facility to replace the existing Rancho Cucamonga facility that is currently being leased by 

Omnitrans. This funding is in addition to the funding received in the FY 2007 Budget. The FY 2007 budget amount is $15,993,047. 




Federal 

State/Local 


Carl 


2008 Architecture/design $ 2,633 

$ 624 $ 575 

$ 3,831 

2009 Architecture/design $ - 

$ - 

$ - 


$ - 

$ - 


$ - 

$ - 


$ - 

$ - 

2013 Architecture/design $ - 

$ - 

$ - 

TOTAL $ 2,633 $ - $ - $ - $ - $ 624 $ 575 $ - $ - $ - $ - $ 3,831 

TOTAL 

July 11, 2007 323




Mid-Life Vehicle Rehabilitation 

SRTP #: 



Program Code: 

FTA Scope: 

Status: 

no change 

new project 

scope change 


Local $ > 20% 


Bus System - Buses Rehab - Mid-life repair of coaches and replacement of worn/outmoded parts. 


Omnitrans replaces and updates and overhauls parts on buses in order to keep them running. 



Fiscal Year 

Federal 

State/Local 

Carl 

Program/ Budget 

5307 5309 5310 CMAQ JA/RC STAF LTF AB2766 Moyer LTF Art. 3 STIP TOTAL 

2008 Mid-life Rehab $ 280 

$ 70 

$ 350 

2009 Mid-life Rehab $ - 

$ - 


$ - 


$ - 


$ - 

2013 Mid-life Rehab $ - 

$ - 

TOTAL $ 280 $ - $ - $ - $ - $ - $ 70 $ - $ - $ - $ - $ 350 

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Facility Improvements 

SRTP #: 



Program Code: 

FTA Scope: 

Status: 

no change 

new project 

scope change 


Local $ > 20% 


Transit - Facilities: Improvement/upkeep of existing facilities. 


Facility improvements and upkeep are necessary to make sure that they are kept in working order and do not fall into disrepair. Each year the maintenance 

department identifies specific projects that are included in this allocation. 




Federal 

State/Local 


Carl 


2008 Facility Improvements $ 692 

$ 173 

$ 865 

2009 Facility Improvements $ 197 

$ 49 

$ 246 


$ 128 

$ 641 


$ 51 

$ 257 


$ 41 

$ 203 

2013 Facility Improvements $ 40 

$ 10 

$ 50 

TOTAL $ 1,808 $ - $ - $ - $ - $ 452 $ - $ - $ - $ - $ - $ 2,261 

TOTAL 

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APPENDIX D – CITY GENERAL PLAN SUMMARIES 

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CITY OF CHINO 

Overview 

The “City of Chino General Plan” was last adopted in 1981 and recent amendments were made to the 

Circulation Element (1992) and the Housing Element (2001). The City is in the midst of doing a 

comprehensive update with the primary consultant Design Community and Environment (DC&E). The 

original 1981 General Plan lists various implementation polices to guide the development and 

redevelopment of public and private lands. 

Key Relevant Points 

The City of Chino has designated few specific areas for development opportunities. Bounded by Chino 

Hills parkway, Ramona Avenue and State Highway 71, the triangle-shaped 13 acre property is zoned for 

commercial and office uses. Lands adjacent to Central Avenue are also planned for commercial 

development with a mix of office and retail. 

Other prominent corridor-adjacent areas that are zoned for commercial uses are North Central Avenue 

and Pomona Freeway at Benson Avenue. 

CITY OF CHINO HILLS 

Overview 

The “City of Chino Hills General Plan” is currently undergoing a comprehensive update. The Circulation 

Element and Land Use Element have been updated in 2000 and 2005 respectively. The General Plan 

intends major commercial growth with master-planned communities. The City adopted an Economic 

Incentive Zone (EIZ) to encourage commercial development on key sites throughout the community. 


Prime retail sites have been identified at: 

• Chino Hills Parkway & Pipeline Center 

• Chino Hills Promenade 

• Rolling Ridge Plaza 

• Woodview Plaza 

New transit plan includes: 

• Service along Peyton Drive from Riverside Drive to Soquel Canyon Road to 

Central and to Chino Hills Parkway to serve more residential areas. 

• Increased frequency on Omnitrans Route 71 along Grand Avenue, Chino Hills 

Parkway and Pipeline Avenue to provide access to major new developments. 

• Regional transit access to other cities, e.g., Grand Avenue service from City of 

Chino to City of Diamond Bar. 

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• Carbon Canyon Road service including Brea Mall passing through Chino Hills. 

Omnitrans runs Routes 65 (Central Avenue) and 72 (Monte Vista Avenue, Pipeline Avenue, and Grand 

Avenue). 

State Route 71, the largest roadway within the city, is scheduled to be improved from suburban highway 

to full Freeway. 

CITY OF COLTON 

Overview 

The “City of Colton General Plan” was updated in 1987 in association with Community Systems 

Associates, Inc. The Land Use Element and the Circulation Element were updated in 1986 and 1996 

respectively. 


Significant portions of the northwestern part of the city have been redesignated from medium and highdensity 

residential to low-density zones. This area is north of San Bernardino Avenue and west of 

Meridian Avenue. 

Large vacant pieces of land that lie north of Valley Boulevard and that are bisected by Meridian Avenue 

have been eliminated as medium-density residential zones to provide more industrial development 

opportunities. Some areas east of Cooley Drive have been redesignated from medium-density to lowdensity 

residential. 

Areas north of Valley Boulevard and intersected by La Cadena Drive have been designated high-density 

residential to meet housing needs in the central city area. Planned community development is 

designated in areas north of I-215 fronting the Santa Ana River. High-density residential zoning is also 

designated in areas east of Mount Vernon near Fairway drive. The largest concentration of high-density, 

however, is in the area bounded by Rancho Avenue, Olive Street, Valley Boulevard, and Mount Vernon. 

High-density residential development is also planned in these areas: 

• East and west of La Cadena Drive and C Street 

• North and south of Washington Street (which pivots at Barton Road) 

• North and south of Fairway Drive east of Mount Vernon Avenue 

Currently, the Colton Redevelopment Agency has three areas for future redevelopment: 

Major employers 

• Santa Ana River industrial area west of Hunts Lane 

• West end of industrial project west of Hermosa Avenue and south of San 

Bernardino Avenue 

• Mount Vernon corridor extending eastward along Fairway Drive to the I-215 

freeway 

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• Stater Bros Markets – 10,000 

• Arrowhead Regional Medical Center – 2,000 

• Colton Joint Unified School District – 2,000 

• Trinity Child and Family Services – 1,190 

CITY OF FONTANA 

Overview 

The “City of Fontana General Plan” was updated in 2003 and the consultants who worked on the various 

elements in the document were: 

• Michael Brandman Associates: Open Space & Conservation, EIR 

• The Planning Center: General Plan 

• Meyer Mohaddes Associates, Inc: Circulation 

• Earth Consultants International: Safety 

• Realty Research Associates: Economic Analysis 

• David Taussig & Associates, Inc: Fiscal Analysis 

• Research Network Ltd: Public Survey 

• Psomas & Associates: GIS 

• Hunt Research Corporation: Structural Fire Risk Assessment 

• CRM Tech: Cultural Resources 

The City adopted a new General Plan in 1993 that set aggressive programs for: 

• Revitalization of Downtown with development of the Civic Center and Senior 

Housing Project 

• Implementation of the Robert W. Weddle Capital Improvement Program for 

street, sewer, and storm drain improvements 

• Commitment to expanding recreational opportunities for its residents 

• Modernizing and improving major commercial corridors along Valley Boulevard 

and Foothill Boulevard 

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Over 30% of the city’s land is vacant as of the year 2001, especially in the northern portion of the city. 

The City plans to create and adopt policies to improve development on scattered in-fill opportunities 

located in the central core of the city, and provide significant opportunity areas south of Slover Avenue 

and east of Sierra Avenue, and south of Jurupa Avenue in the southeast corner of the city. The physical 

connections between Downtown, Metrolink station, Transit Plaza, and surrounding community are 

planned for improvement. 

Major intersection improvements and traffic control installation systems are taking place along Alder 

Avenue, Randall Avenue, Baseline Avenue, Foothill Avenue, Maple Avenue, Ceres Avenue, and Walnut 

Avenue. 

The land use plan provides the following acreage with a final build-out that could generate 105,992 jobs: 

• 2,440 acres of community and general commercial development 

• 8,150 acres of light and general industrial uses 

• 1,086 acres of mixed-use development 

Public transportation is provided by Omnitrans and there are two existing bus transit terminals in the City 

of Fontana: the Fontana Metrolink Station and the South Fontana Transcenter. Omnitrans routes that 

provide services to the city are Routes 10, 14, 15, 19, 20, 29, 61, 66, 67, and 71. Omnitrans is in talks 

with Caltrans to construct a transit center between Cherry and Citrus Avenues that would serve as a rest 

point for commuters on the I-10 Freeway and also as a park-n-ride facility. 


• Kaiser Medical Center – 5,400 

• Fontana Unified School District – 3,300 

• Target Distribution Center – 1,200 

• California Street Industries – 1,000 

CITY OF GRAND TERRACE 

Overview 

The “City of Grand Terrace General Plan” was last updated in 1988 with recent amendments to the 

Housing Element (1999), Air Quality Element (1999), and Noise Element (2003). Willdan Associates 

worked with the City for the 1988 update; currently, Jameson Group started work to comprehensively 

update the General Plan document. 


The City plans to continue an expeditious processing of residential development proposals and permits. 

There are 138 acres of commercial property within the city. Strip commercial uses are located on Barton 

Road, with highest concentration between Mount Vernon and Michigan Avenues. A neighborhood 

shopping center is at the intersection of Mount Vernon Avenue and Barton Road. It is the intent of the 

General Plan to carefully monitor new commercial uses along Barton Road. 

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The Barton Road Specific Plan is being amended to permit low and moderate-income housing for senior 

citizens. The City plans to study High Grove as a possible commuter rail station, and also as a hub for 

public transit to serve Barton Corridor, parks and other activity centers. One of the implementing actions 

is to work with Omnitrans and SANBAG to improve internal circulation and regional connectivity. 

To accommodate future traffic volume, some of the major transportation routes that are designated for 

significant improvements are: 

• Barton Road corridor 

• Michigan Street from Commerce Way to Barton Road 

• Barton Road/I-215 interchange 

• La Cadena Drive 

• Mt. Vernon Avenue and Commerce Way proposed to be improved to secondary 

highway standards 

• Main Street, west of Michigan 

The City plans to study High Grove as a possible commuter rail station that would serve as a bus transit 

hub serving activity centers including the Barton corridor, parks, and schools. Actions to work with 

SANBAG to ensure access to regional transit and commuter rail are addressed in the San Bernardino 

County Comprehensive Transportation Plan. 

Other actions that are planned to be implemented include: 

• Promotion and facilitation of bicycle usage through citywide network of bikeways. 

• Development of human-scale buildings to encourage pedestrian movement. 

• Creation of convenient and affordable bus service by coordination with regional 

transit agencies. 

• Improvement of internal circulation and connections by coordination with 

Omnitrans and SANBAG. 

The Circulation Element covers five technical memorandums: 

• Issue Identification 

• Existing Conditions Analysis 

• I-215 Freeway Access Analysis 

• Circulation Improvement Fee Program 

• Technical Amendments 

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CITY OF HIGHLAND 

Overview 

The “City of Highland General Plan” was updated in March 2006 in association with a consultant (The 

Planning Center, based in Orange County). Five themes have basically formed the benchmark that 

shaped the policies and these are: 


• Invigorating key activity centers 

• Preserving the natural setting 

• Stimulating jobs and economic health 

• Revitalizing neighborhoods 

• Strengthening historic links 

The Land Use Plan has designated enough land to accommodate 21,000 units and 72,000 residents by 

2030. 60% of the city’s 11,948 acres is designated for residential uses and more than 20% is for open 

spaces. East Highlands Ranch Planned unit development to the east of SR-30 has been the prime 

shaper of the development in the city. The City plans to promote mixed-use development of the Town 

Center and Golden Triangle to foster social interaction. 

Out of the four quadrants formed by the intersection of Baseline and Palm Avenue, significant vacant land 

exists on the northwest quadrant and this will be the focus of totally new development. 

Many of the mid-block commercial uses along Baseline, which is the principal east-west corridor through 

the city, are redesignated to medium-density residential uses. 

Golden Triangle, formed by two creeks and Boulder Avenue, is a collection of vacant and agricultural 

lands. The few constraints for a successful master-planning effort are congestion on 5 th Street and the 

elimination of excellent visual resources. The General Plan aims to mitigate these constraints and 

facilitate a master-planned, mixed-use development. New uses will be oriented along City Creek and a 

new specific plan is going to be planned. 

To encourage the flow of industrial workers from San Bernardino International Airport (SBIA), the General 

Plan has designated the 5 th Street corridor to be a major employment center that includes Business Parks 

and other industrial land uses. 

Victoria Avenue, the prime entry point to the airport from I-210, is going to expand and have a 

concentration of commercial uses specifically at Baseline, Pacific Street, and Highland Avenue. This 

avenue is also seen as a potential new interchange for the I-210 Freeway. 

Another prime residential area known as Seven Oaks area is envisaged in the General Plan to have good 

access points, trail connections, open spaces, and preservation of existing natural resources. Strong 

connection to the Historic Village District is being emphasized. 

The Circulation Element of the City’s Plan mentions the connection of I-210 with SR-30 by 2007 and 

proposed expansion of SR-30 to six lanes near Highland. Several Omnitrans buses operate in the city. 

The City plans to provide park-n-ride regional bus and carpool facilities. Other goals are: 

• Work with Omnitrans to provide more service to the eastern side of the city 

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• Ensure accessibility of disabled to public transportation 

• Coordinate to provide “safe, clean and attractive” bus shelters 

Finally, the City plans to study feasibility of implementing Variable Parking District Overlays along the 

Base Line Historic District to improve the existing condition of parking-deficient development. 

CITY OF LOMA LINDA 

Overview 

The “City of Loma Linda Draft General Plan” was updated in 2005 in association with LSA Associates. 

The vision of the General Plan is to make the city a small, pedestrian-friendly university town, avoiding 

high-density development but providing a variety of housing opportunities that utilize the natural assets of 

this hilly area and open spaces. 


24% of the existing land area is residential, 9% institutional and 3% commercial, 0.5% industrial and 63% 

is open space. There is a “Special Planning Area D” that consists of dispersed residential uses especially 

along Mission Road and Redlands Boulevard. The area is bounded Redlands Boulevard on the north, 

California Street on the east, the new alignment of Mission Road on the south, and the Edison 

transmission towers to the west. The General Plan intends the area to have a mixed-use character. The 

public also envisions a heritage park within the planning area for recreational uses. 

“Special Planning Area E”: This area located south of new Mission Road is intended to promote a livework 

studio environment. “Special Planning Area F,” between Barton Road and San Timoteo Creek and 

west of California Avenue, is also being planned for mixed-use on certain portion of the existing orange 

groves. Similarly, “Special Planning Area H,” located east of California Street and south of Barton Street, 

has vacant lands and orange groves that are being planned for mixed-use development. Providing 

access to and improving circulation patterns on Barton Street are primary goals. Finally, “Special 

Planning Area I” is zoned in the future for mixed-use development at the intersection of Mountain View 

Avenue and Barton Road, bounded on the east by the Edison easement. 

Omnitrans is the primary public transportation provider, operating five routes in the city; Riverside Transit 

Agency also operates one route. 

The Capital Improvement Program and the Final 2002 Regional Transportation Improvement Program 

(RTIP) identify the following improvements: 

• Provide traffic signal coordination and timing interconnect at seven traffic signals 

and install emergency preemption of traffic signal operation; Anderson 

Street/Tippecanoe Avenue from University Court to Hospitality Lane 

• Widen existing bridge from three lanes to four lanes, add pedestrian walkway to 

outside of bridge; Mountain View Avenue from Van Leuven to Prospect 

• Widen intersection and install traffic signals and drainage; Redlands Boulevard at 

California Street 

• Widen from four lanes to six lanes; Redlands Boulevard from east city limits to 

west city limits 

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• Widen from two to six lanes; California Street from Barton Road to Redlands 

Boulevard 

Widening roadway and extending Evans Street interchange are noted in the Plan. Key intersections 

marked for improvements are: 

• Additional lanes at the intersection of California Street and Redlands Boulevard 

• Additional lanes at the intersection of Benton Street and Barton Road 

• Additional lanes at Anderson Street and Redlands Boulevard 

• Two-way center left turn lane at the intersection of the proposed Evans Street 

• Realignment of Mission Road intersection to coincide with Orange Avenue 

intersection 

For transit policies, the City of Loma Linda plans to achieve the following: 


• Ensure that the site design of new developments provides for pedestrian access 

to existing and future transit routes and transit centers through specific review 

during the development review process. 

• Preserve options for future transit use when designing roadway and highway 

improvements. 

• When applicable, include Omnitrans in the review of new development projects, 

and require new development to provide transit improvements in proportion to 

traffic demands created by the project. Transit improvements may include direct 

and paved access to transit stops; provision of bus turnout areas and bus 

shelters; and roadway geometric designs to accommodate bus traffic. 

• Encourage ridership on public transit through use of City information sources 

(e.g., City website and mail-outs) to provide information on transit services. 

• Require community care facilities and large age-restricted developments (50 

units or more, but excluding facilities designed for “active” adults) to provide 

transportation services for the convenience of residents as a condition of 

development. 

• Loma Linda University Medical Center – 6,390 

• Loma Linda University – 3,700 

• Jerry L. Pettis Veterans Hospital, Loma Linda – 1,490 

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CITY OF MONTCLAIR 

Overview 

The “City of Montclair General Plan” was last updated in 1999 and amendments were made to the Land 

Use element to reflect the development changes over the recent years. The General Plan encompasses 

5.28 square miles located within Montclair's boundary and also 1.2 square miles of unincorporated San 

Bernardino County within Montclair's sphere of influence, north of Phillips Boulevard between the Los 

Angeles County line and Benson Avenue. 


Omnitrans, Foothill Transit, Riverside Transit Agency, Metrolink, Amtrak, and Greyhound form the primary 

public transportation providers. Foothill Transit takes riders to Los Angeles County, and Omnitrans 

services San Bernardino County. Public transit usage has increased in the last few years on all the 12 

routes that serve the city. 

New development plans are proposed at the Montclair Transcenter and along Fremont Avenue for 

pedestrian-friendly access and shutter services to provide good linkage. 55% of Montclair’s land use is 

classified as residential and only 9% is commercially zoned. 

I-210 construction is approved to begin in the Los Angeles County portion that would extend eastward. 

Construction will be in two sections on the San Bernardino side to reduce congestion. Adding High- 

Occupancy Vehicles (HOV) lanes on I-10 and widening of the Central Avenue underpass are part of the 

transportation plan. Richton-Huntington Drive connection, possible grade separation at Ramona Avenue, 

Union Pacific and the Southern Pacific Railroad tracks are future plans of the City. 

There are many trucking firms that operate in Montclair in addition to the Southern Pacific and Union 

Pacific Railroad. 

The existing commercial and industrial land uses north of I-10 and between Holt Boulevard and Mission 

Boulevard attract many people. Residential neighborhoods are predominant in the southern portion of I- 

10 Freeway up to Holt Boulevard. 

The City is planning to continue commercial plans typically along the following arterials: 

New developments 

• Mission Boulevard 

• Holt Boulevard 

• Large portion of Central Avenue 

• Monte Vista Avenue 

• Arrow Highway 

• Moreno Street 

• Between Mills and Amherst Avenues, on north side of Holt Boulevard, 106 

residences of 3-stories are being built. 

• 19 one- and two-story homes are going to be constructed on the south side of 

Mission Boulevard between Ramona and Monte Vista Avenues. 

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Transit generators 

• 5,800 square-feet, multi-tenant commercial development was approved by the 

Planning Commission at the southwest corner of Mission Boulevard and Ramona 

Avenue. 

• North Montclair Downtown Specific Plan – proposes a mixed-use, transit-oriented 

development between the Montclair Gold Line/Metrolink station and the Montclair 

Plaza. Mixed-use development is intended to create a transit village with a range 

of medium to high-density housing, retail, commercial, and office development. 

This development will reinforce the significance of the Montclair Transcenter as 

an Omnitrans service focal point. 

• Montclair Plaza, a regional shopping center 

• Montclair Transcenter, located on Richton Street between Central Avenue and 

Monte Vista Avenue 

CITY OF ONTARIO 

Overview 

The “City of Ontario General Plan” was updated in 1992. General Plan intends major growth for the 

eastern portion of the city and over a dozen specific plans are either adopted or proposed. 


Important Land use policies: 

• Develop growth compatible with the existing and planned growth of Ontario 

International Airport. 

• Consolidation of parcels for a shopping center on the northwest corner of East 

Holt Boulevard and Grove Avenue. 

Goals of the Downtown Area are: 

• To preserve areas along Euclid Avenue, north of D Street to G Street, for 

expansion of office uses and additional commercial activities. 

• To promote special retail, entertainment and restaurant uses from Euclid to Fern 

Avenues and from Holt Boulevard to D Street. 

• To expand existing City Hall and County facilities from D Street south of Holt 

Boulevard and from Sultana Avenue west of Euclid Avenue. 

• To create strong functional linkage between Civic Center complex, Specialty 

Retail Center and Euclid Avenue by developing B Street as a major transitoriented 

street. 

Current capacity issues on different streets in the city are mentioned in detail in the Land Use Element. 

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Major commercial developments in Eastern Ontario: 

Major transfer center: 

Future Bus Service 

• Ontario center: 8 million square feet of office, commercial, residential, and 

industrial uses. 

• CA Commerce center: 1,420 acres of development. 

• Centerlake: 1.3 million square feet of commercial and business uses. 

• Village industrial park: Large-scale warehousing and distribution uses for 

Hyundai, Honda and Inland Container. 

• Ontario Mills Mall, located at 4th and Milliken, served by Routes 61, 60, 70, 71, 

75 and 90. 

The service is provided by Omnitrans and Southern California RTD. According to the General Plan, new 

local service routes are intended to link residential areas in the west to the new job centers in the east, 

using corridors such as D Street/Guasti Road and 4th Street/Inland Empire Drive. 

Local service is also being planned to link newer residential areas in the south, such as Creekside and 

Archibald Ranch, to the Ontario center, North Airport and downtown areas via Haven Avenue, Archibald 

Avenue, and Walnut Street. 

There is a general notion that the local transit service on I-10 corridor between Ontario Center and North 

Airport area should connect to industrial, office, hotel, and airport uses. 

Potential for Bus Terminals 

D Street between Euclid Avenue and Sultana Avenue could be a potential timed transfer corridor if more 

lines are added or bus frequency is increased. 

Growth and Travel Patterns 

• Ontario Airport continues to be a dominant economic force for the City but the 

potential for growth is small. Construction of United Parcel Service is expected 

to increase freight volume and traffic. 

• The airport has a location advantage spurring more commercial and industrial 

development. 

• Construction of more single-family residences plus closer multi-family 

development regulation is to be accomplished without affecting housing choices. 

• A major concern is a good connection between residents of Creekside and 

others south of Pomona Freeway and those who live in established 

neighborhoods (CPA’s 1, 3,4,10, and 11) within downtown Ontario. 

• In addition to restoration projects within Downtown and East Holt Special Study 

area, most of the City’s future development is likely to involve build-out of 

industrial and commercial uses that will take place in CPA’s 5, 6, and 8. 

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Unique areas that have special attention for development are: 

• Grove Avenue Corridor Business Park 

• Town Center Study Area 

• East Holt Boulevard Study Area 

CITY OF RANCHO CUCAMONGA 

Overview 

The “City of Rancho Cucamonga General Plan” was updated in 2001 in association with the following 

consultants: 

• Psomas & Associates: GIS & Mapping 

• Purkiss Rose: Recreation Systems 

• Stanley R. Hoffman Associates, Inc: Economic and fiscal analysis 

• The Research Network: Library and recreation survey 

• Thirtieth Street Architects: Library planning and design guidelines 

• Urban Crossroads: Traffic analysis and transportation 

• Earth Consultants International: Geotechnical 

• Engineering Resources of Southern California: Civil Engineering 

• Hunt Research: Fire Protection 

• Michael Brandman Associates: EIR 

The General Plan Update specifically addressed economic development and land planning for “key 

opportunity areas” throughout the city. These “opportunity areas” were identified through special studies, 

namely a Recreation Needs Analysis and Recommendations Study, an update of the Library Master Plan, 

an update of the Foothill Fire Defense Study, and a new study of Police Services. 


The Land Use Plan aims to achieve two objectives. One is to increase mixed-use development along 

Foothill Boulevard and the Empire Lakes area. The other is consolidation of open space preserves. 

The following Specific Plans and Planned Communities have been approved: 

• Industrial Area Specific Plan: The purpose of the plan is to make guidelines for 

industrial development and three zones have been identified in the southern 

portion of the city. 

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o 

o 

o 

Zone A is bordered on the north by Arrow Route and North Town area, by Haven 

Avenue to the east, 4th Street to the south, and to the west by Cucamonga Creek 

and the City of Ontario. 

Zone B is bounded on the north by Foothill Boulevard, Devore Freeway (I-15) to the 

east, 4th Street to the south, and by Haven Avenue to the west. 

Zone C is bounded on the north by Foothill Boulevard, on Etiwanda and East 

Avenues, 4th Street and the City of Ontario to the south, and by I-15 to the west. 

• Sub-Area 18 Specific Plan: The purpose of this plan according to the General 

Plan is to provide a “broader mix of land uses than was originally permitted within 

the Industrial Area Specific Plan.” On the south of the Plan area is Fourth Street, 

on the east is Milliken Avenue, on the north is Atchison Topeka and Santa Fe 

(AT&SF) Railroad, and on the west is Cleveland Avenue and Utica Street. 

• Foothill Boulevard Specific Plan: The plan proposes a series of activity centers 

and gateways, linked through a unifying suburban parkway design. 

• Etiwanda Specific Plan: This rural area is located in the northeast corner of the 

city and the purpose of the Plan is to ensure long-term rural character. 

• Etiwanda North Specific Plan: The General Plan aims to make open space a 

prominent feature in these 6,840 acres of land, located just above the Etiwanda 

Specific Plan area. 

• Victoria Community Plan: With Victoria Park lane as the central corridor, the City 

plans to build residential villages and related uses in the 2,150 acres of land 

bounded on the north by Highland Avenue, the east by Etiwanda Avenue, and 

the south and west by the I-15, Arrow Route, Base Line Road, Milliken, Southern 

Pacific Railroad tracks and Deer Creek. 

• Terra Vista Community Plan: This central core area is planned for a mixed-use 

development along Foothill Boulevard and Haven Avenue. 

The most visible change from the General Plan is the approval of more than 700 acres of mixed-use 

development in the city. 

The Circulation Element proposed a coordinated effort to make 6 th Street a new interchange to alleviate 

congestion problems at 4 th Street and Foothill Boulevard. Omnitrans provides six fixed route services and 

Access services to the city residents, and the City mentions the agency’s proactive effort in improving the 

transit scenario. 

CITY OF REDLANDS 

Overview 

Adopted in 1997, the “City of Redlands General Plan” was prepared by Blayney, Dyett and Greenberg 

Associates. The document abides by six principles of Managed Development detailed in the introduction 

of the document. The “Phase I Strategic Plan” was completed recently and the City plans to send out an 

RFP for completion of Phase II. 

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Some of the aims of the General Plan are to: 

• Maintain the predominant single-family residential character of the city. 

• Locate low, medium and high-density uses near regional access routes and 

employment centers. 

• Continue mobile home parks. 

• Encourage residential units in downtown area. 

• Consider approval of medium-density houses in the East Valley Corridor special 

development district. 

• Encourage Planned Residential Developments and Specific Plans in San 

Timoteo and Live Oak Canyon areas. 

• Focus development in the “Southeast Area Plan” bounded by Sunset Drive on 

the north, Alessandro Drive on the west, Live Oak Canyon Road on the south, 

and South Lane on the east. 

The Downtown Redlands Specific Plan makes specific proposals for the development of the downtown 

area between Redlands Boulevard and the I-10 Freeway. This includes two- and three-story mixed-use 

development in the Town Center District and industrial buildings in the Service Commercial District. 

In the East Valley Corridor (EVC) Specific Plan, 4,000 acres are planned for commercial and industrial 

establishments that total 37 million square feet and provide up to 90,000 jobs. 

The City plans to improve commercial strip development at four places: 

• Redlands Boulevard west of Texas Street 

• Colton Avenue west of Orange Street 

• Orange Street between Colton Avenue and Brockton Street 

• Mentone Boulevard between Wabash Avenue and Crafton Avenue 

No expansion on the University of Redlands campus is being planned currently. In the overall traffic 

scenario, the General Plan mentions need for comprehensive study to reduce congestion issues on the 

following road network: 

• Alessandro Boulevard 

• Sunset Drive 

• Timoteo Canyon Road 

• Live Oak Canyon Road 

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CITY OF RIALTO 

Overview 

The “City of Rialto General Plan” was last updated in March 1992 by the Keith Company. Later 

amendments to the Land Use and Circulation Elements have been made in keeping with the original 

goals and policies. The City has currently hired EDAW to do a revised comprehensive update of the 

General Plan document. 


For the residential category, high-density housing, except that for senior citizens, has brought problems to 

the city and therefore extending high-density residential land use is considered undesirable. Yet as more 

land is available, affordable housing is looked as an important design element. 

The City has proposed a new industrial land use zoning category of varying intensity on large portions of 

vacant land. The City plans to focus redevelopment plans on several vacant in-fill sites along Foothill 

Boulevard and provide commercial business opportunities in the Central Business District. The document 

identifies in-fill sites for development along Foothill Boulevard within radii of 1, 3, and 5 miles. The 

downtown revitalization for $2.8 million is currently underway and this would bring more mixed-use 

commercial and residential development. 

After the completion of the I-210 Freeway extension to North Rialto, with four on and off ramps, retail and 

commercial growth are seen as added advantages on vacant adjacent lands. Currently a moratorium has 

been ordered on many development proposals along the I-210 corridor; the City plans to lift this action on 

December 20, 2006, when the Land Use Element would be updated. The properties most affected are 

located east of Alder Avenue, north of Baseline road, west of Ayala Avenue; also included are those 

properties that have frontage on Casmalia or Easton Avenue. Around 1500 acres of land along the I-210 

Freeway extension are marked for development, including the area around Rialto Municipal airport. 

A new Gateway Center is planned in the East Central sector, between Foothill Boulevard and the I-10 

Freeway, east of Cactus Avenue. This is a diverse area with some of the city’s oldest development. 

Caltrans has proposed a Route 30 extension parallel to the Highland Avenue, but due to the lack of a 

precise planning timeline, update of Land Use Element is deferred along this section of the corridor. 

Bloomington Avenue is one of the city’s most attractive streetscapes but its north-south grid creates a five 

point intersection with Riverside Avenue, creating confusion and danger for drivers. Its other terminus on 

Cedar Avenue is congested by traffic coming from and to Valley Boulevard and the I-10 Freeway. The 

City has a goal to improve this corridor and limit traffic by measures such as speed limits, crosswalks, 

signals, and stop signs. 

Other goals noted in the General plan are to: 

• Develop Rialto Avenue Corridor to become economically viable in the local area. 

• Promote commuter rail station location along Atchison Topeka Avenue and 

Santa Fe Avenue. 

• Redesign intersection of Rialto Avenue and Willow Avenue to connect Civic 

Center, Post Office and Downtown from the west. 

• Encourage location of high order retail centers along the western end of Foothill 

Boulevard to serve Rialto residents as well as to capture residents from far west. 

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• Discourage residential development in proximity to the Highland Avenue corridor 

and to encourage the smooth extension of State Route 30. 

• Work with Caltrans to improve Foothill Boulevard by paving additional lanes, 

improve Baseline Road, and to coordinate east-west arterial improvements with 

Colton, San Bernardino, and Fontana. 

CITY OF SAN BERNARDINO 

Overview 

The “City of San Bernardino General Plan” was adopted in 2005 in association with the following 

consultants: 


• The Planning Center: General Plan 

• Transtech Engineering, Inc: Circulation 

• Stanley R. Hoffman Associates: Economic Analysis 

• Psomas & Associates: GIS 

• San Buenaventura Research Associates: Historic Resources 

The City has approved preparation of Strategic Area Plans to oversee the growth regulation and guidance 

in certain areas. These Specific Plans are: 

• San Bernardino Valley College Strategic Area: Bounded by City of Colton to the 

west and south, Mill Street to south and K Street to north, this strategic area was 

marked for expansion to accommodate more college students and to explore 

opportunities for off-campus parking. 

• Santa Fe Depot Strategic Area: Bounded on the south by Rialto Avenue, I-215 

to the east, Viaduct Avenue to the west and BNSF rail line to the north, this land 

is being planned to integrate historic Santa Fe depot with surrounding 

neighborhoods and improve aesthetics. 

• Redlands Boulevard Strategic Area: The Plan plans a mixture of commercial, 

industrial and office uses to enhance economic viability. 

• Tippecanoe Strategic Area: This area west of San Bernardino International 

Airport (SBIA) is targeted for more economic linkage to the airport and better 

usage of the Santa Ana River. The Plan proposes signal synchronization and 

extension of Tippecanoe Avenue from the southern part of the city to Baseline 

Avenue. More cooperation with the Cities of Loma Linda and Redlands is also 

expected to extend Mountain View Avenue north of the river and intersection 

improvements at the I-10 Freeway. 

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• Eastern Recreation Village Strategic Area: This area is being developed as a 

recreational and commercial area while enhancing the existing sports complex 

and bike trails. 

• Residential Conversion Strategic Area: The area is bound by 19th Street on the 

north, 18th Street on the south, Guthrie Street on the east, and Sterling Avenue 

on the west. There are plans to improve the current residential apartments and 

develop on vacant lots. 

• Southeast Industrial Strategic Area: Protection of existing industrial base and 

continuous redevelopment options are being considered for this area just south 

of the San Bernardino International Airport Strategic Area and north of the 

Southeast Strategic Area. 

• SBIA and Downtown Strategic Area: Many improvement plans for street lighting, 

parking, mixed-use development, and pedestrian-friendly street walks are 

underway for all areas surrounding SBIA and the historic core of the Downtown. 

• Corridor Strategic Area: Lot consolidations, density bonuses, and public 

amenities construction are the major plans on adjacent portions of land along a 

few corridors that include Mount Vernon Avenue, E Street, Baseline Street and 

Highland Avenue. 

The city also has public transportation provided by Omnitrans, demand-response services, and taxi 

services. Some of the Circulation Element policies are to: 

• Maintain a peak-hour level of service D or better at street intersections. 

• Provide designated truck routes for use by commercial/industrial trucking to 

alleviate negative impact on local streets. 

• Create good connection between bus stops with shelters and pedestrian/bicycle 

paths. 

• Work with Omnitrans to create transit corridors, like the current E Street linking 

CSUB to Hospitality Lane, “to increase transit ridership, reduce traffic congestion, 

and improve air quality.” 

COUNTY OF SAN BERNARDINO 

Overview 

The “County of San Bernardino General Plan” was adopted in 1989 and was prepared by the following 

consultants: 

• URS Corporation 

• Hogle – Ireland, Inc 

• Jacobson & Wack 

• RBF Consulting 

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• Stanley R. Hoffman Associates, Inc 

• ISMS, Inc 

• Economics and Politics, Inc 

• Meyer, Mohaddes Associates 

• Psomas & Associates 

• Moore, Iacofano & Goltzman (MIG) 

The General Plan follows a set of key strategies that are focused on initiatives to be planned and 

implemented in identified Policy Areas. The airport is intended to be a “vibrant center for commerce and 

travel” that would attract and flourish more businesses in the surrounding areas. As part of the overall 

vision, the historic depot is going to be planned as a “versatile community.” 


Growth-related issues surrounding the Circulation Element in the General Plan centered around three 

issues: 

• Need for adequate services 

• Need for future growth plan 

• Enhancement of current operating efficiencies 

Many streets, arterials, and collectors are currently in the process of undergoing or are scheduled for 

significant improvements. The following is a partial list: 

• Widening 

• Baseline Road, City of Highland 

• E Street, City of San Bernardino 

• Haven Avenue, City of Rancho Cucamonga 

• Construction 

• Monte Vista Avenue, City of Montclair, City of Upland, County of San Bernardino 

• Milliken Avenue, City of Rancho Cucamonga (includes signalization) 

• Los Serranos Drive, City of Chino Hills 

• Butterfield Drive, City of Chino Hills 

• Right-of-Way Acquisition and Construction 

• Ramona Avenue, City of Chino, City of Chino Hills 

• Euclid Avenue, City of Chino 

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• Riverside Drive, City of Chino 

• Fairfield Ranch Road, City of Chino 

• Highland Avenue, City of Fontana 

• Easton Avenue, City of Rialto 

• Grade Separations 

• Ramona Avenue, City of Montclair 

• Monte Vista Avenue, City of Montclair 

• Milliken Avenue, City of Ontario 

• State Street/University Parkway, City and County of San Bernardino 

• Hunts Lane, City of San Bernardino, City of Colton 

There are seven public transit agencies that operate in the San Bernardino County. Improvements on 

scenic routes, state highways, and bike trails are being planned on a countywide basis. Planning reports, 

corridor studies and other State and Federal programs are mentioned in the General Plan. 

CITY OF UPLAND 

Overview 

The “City of Upland General Plan” was adopted in 1982 with recent updates to the Land Use Element 

(1996), the Circulation Element (1996), and the Housing Element (2001). The original document was 

prepared by Castaneda and Associates. At present, the City is in the process of updating other elements 

of the original document. The Land Use Element contains updated land estimates with proposed land 

use pattern and distribution for the community. 


Four Omnitrans lines serve Upland: Routes 62, 64, 73 and 74. The document mentions that Omnitrans 

has plans to add a shuttle service that will link residential areas with: 

• Upland Metrolink station 

• Montclair Transcenter 

• Neighborhood shopping centers and services 

Upland has two existing Paratransit services: 

• Dial-a-cab for senior citizens and persons with disabilities 

• Access service for disabled 

Some of the changes recommended in the Circulation Element are to: 

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• Construct Campus Avenue between 20th and 23rd streets as a four-lane 

roadway 

• Widen 8th street between San Antonio Avenue to the east city limit 

• Redesign Foothill Boulevard between San Antonio and Redding Way, and at 

Memorial Park on the south side east of Eleventh Avenue, to provide on-street 

parking for commercial establishments and to increase the right-of-way 

CITY OF YUCAIPA 

Overview 

The “City of Yucaipa General Plan” was adopted in September of 1992 and was prepared in association 

with the following consultants: 

• J.L. Webb Planning, Inc 

• Weston Pringle & Associates 

• Stanley R. Hoffman Associates, Inc 

• G.A. Nicoll & Associates 

The major goal of the City's General Plan is to preserve the community's "rural atmosphere" based on the 

priorities that were identified from community participation. 37% of the city's total land is designated for 

Rural Living land uses. 


The city lacks any kind of dominant land use pattern. 48% of the existing land is open space and the rest 

is interspersed with residential development, a patchwork of vacant lots, mobile home parks, and chicken 

ranches. Based on several field visits and aerial maps, the City officially divided the whole land into four 

zones: 

• Rural area of Wildwood to the southeast 

• North Bench in the north 

• Central Core, oldest portion of the city 

• Dunlap acres in the west 

Compared to the average 4 dwellings per acre, the level of development in the city is only 1.3 homes per 

acre, suggesting a significantly low-intensity development. 

The Land Use Plan designates greater importance to rural living in the Wildwood canyon and North 

Bench areas, and a few portions in the Dunlap acres. Multi-family residential uses are allocated mainly to 

the central core, and commercial nodes are for specific nodes such as Oak Glen and Bryant, Yucaipa and 

5 th , Sand Canyon and Yucaipa, and Oak Glen and Yucaipa. 

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The City zoned the land south of the I-10 freeway and east of the Live Oak Canyon Road as a master 

Planned Development with a mix of residential and commercial uses. In the Crafton Hills area, adjacent 

to the City of Redlands, the City of Yucaipa approved a 59-lot Planned Development that fronts onto 

Bryant Street and Mill Creek Road. The City is proposing to connect to the City of Redlands by Crafton 

Hills Drive, which is a limited access collector. 

The Circulation Element has noted significant improvements to the road network that includes Bryant 

Street, California Street, Yucaipa Boulevard, Avenue E, Wildwood Canyon Road, Avenue H, Oak Glen 

Road, 5 th Street, 14 th Street, Sand Canyon Road and Mesa Grande Road. 

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APPENDIX E – GLOSSARY AND ACRONYMS 

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Access 

APC 

BRT 

COA 

Deadhead 

FTA 

GIS 

Headway 

Interline 

JPA 

LACMTA 

A demand-response, curb-to-curb service operated by Omnitrans and available 

to ADA-certified individuals. 

Automatic Passenger Counters. Automatic electronic equipment installed on a 

limited number of buses. The APCs count passengers boarding and alighting at 

each stop. 

Bus Rapid Transit is a broad term given to a variety of transportation systems 

that, through improvements to infrastructure, vehicles and scheduling, attempt to 

use buses to provide a service that is of a higher quality than an ordinary bus 

line. Each BRT system uses different improvements, although many 

improvements are shared by many BRT systems. The goal of such systems is to 

at least approach the service quality of rail transit while still enjoying the cost 

savings of bus transit. BRT applications range from express services using 

special purpose vehicles operating on exclusive right-of-ways to limited stop 

expresses operating along mixed traffic corridors with transit priority 

enhancements. 

Comprehensive Operational Assessment. 

Deadheading is a bus traveling when it is not in service. Deadheading can occur 

between the garage and the start or end of a route, or when a bus must travel 

between two routes. 

Federal Transit Administration. 

Geographic Information Systems is the generic name applied to a category of 

software that conducts spatial analysis and plots the results on maps. The 

leading provider of GIS software is ESRI, which has its headquarters in 

Redlands. 

Headway is the elapsed time between buses operating on the same route in the 

same direction. Headways on most Omnitrans routes are 15, 30, or 60 minutes. 

The integration of more than one bus route into a single schedule. When two 

routes are interlined, a specific bus would complete a trip on the first route, and 

then proceed to the second route before returning to the first route. The 

integration is transparent to the riders. 

Joint Powers Authority. 

Los Angeles County Metropolitan Transportation Authority. 

Layover or Recovery Time provided during the scheduled operation of a bus to provide time for the 

bus to regain the correct schedule (e.g. if a bus is operating late or early), or to 

provide a short break for the driver. 

LIM 

LTF 

MARTA 

Low-Income and Minority populations that are guaranteed equal access to 

services funded by the federal government under Title VI. 

Local Transportation Fund has been in existence since 1972 and is derived from 

a ¼ cent of the general sales tax collected statewide. 

Mountain Area Regional Transit Authority. 

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OCTA 

OmniLink 

PCA 

Platform Hours 

Pulsing 

PVTA 

Regional Express 

Revenue Hours 

RTA 

Running Time 

SANBAG 

SCAG 

SCRRA 

Spare Bus Ratio 

SRTP 

Through Routing 

Timepoint 

Transcenter 

TOD 

VVTA 

Orange County Transportation Authority. 

A demand-response, curb-to-curb service available to the general public. 

A Personal Care Attendant is someone who travels with ADA-certified 

passengers to provide additional care. 

The actual time an operator is behind the wheel. It includes revenue and nonrevenue 

hours (deadheading and recovery time hours).The limit on platform time 

is 10 hours a day by California state law. 

Most routes operated by Omnitrans have timed connections at Transcenters. A 

pulse occurs when buses on several routes all arrive and depart a specific 

Transcenter at the same time. 

Pomona Valley Transportation Authority. 

The name applied to Route 90, which connects San Bernardino and Riverside. 

Time that a bus and coach operator or bus driver are scheduled to be on duty 

and operating on a route. It includes layover time, but not deadheading. 

Riverside Transit Agency. 

The actual travel time it takes for a bus to travel between two fixed points. It 

usually refers to the travel time between terminals or between timepoints. 

San Bernardino Associated Governments. 

Southern California Association of Governments. 

Southern California Regional Rail Authority (Metrolink). 

The number of buses available as backups relative to the number of buses 

required to meet the peak bus pullout requirements; spares cover breakdowns, 

accidents and overload situations. FTA recommends a 20% spare bus ratio. 

Short Range Transit Plan. 

Similar to interlining, but in this case, the two halves of the route share a common 

route number so that they appear as a single through route. 

A bus stop designated in the timetable by having a specific arrival and/or 

departure time. 

A major transfer point where buses are timed to make connections. 

Transit-oriented development, which concentrates compact, pedestrian-friendly 

housing, jobs and activities at locations easily served by transit. 

Victor Valley Transit Authority. 

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APPENDIX F – CITY PROFILE SUMMARIES 

Available under separate cover. 

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APPENDIX G – INDIVIDUAL ROUTE MAPS, CONSTRAINED AND 

UNCONSTRAINED PLANS 

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Route Maps for the Constrained Plan: 

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Route Maps that change or are added in the Unconstrained Plan: 

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APPENDIX H – LEDGER VERSIONS OF SELECTED MAPS 

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Figure 2-1: Fixed Route Service (as of July 1, 2007) 

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Figure 2-14: Trip Origins and Destinations – West Valley 

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Figure 2-15: Trip Origins and Destinations – East Valley 

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Figure 4-7: Omnitrans East Valley Fixed Route Weekday Coverage (6:00 a.m.) and Residential and Job Concentrations (2006) 

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Figure 4-8: Omnitrans West Valley Fixed Route Weekday Coverage (6:00 a.m.) and Residential and Job Concentrations (2006) 

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Short Range Transit Plan 2008-2013 - Omnitrans

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