TO: ADAM PIRRIE, CITY MANAGER
FROM: JEREMY SWAN, COMMUNITY SERVICES DIRECTOR
DATE: FEBRUARY 10, 2026
Reviewed by:
City Manager: AP
SUBJECT:
Title
CLAREMONT DIAL-A-RIDE BUDGET APPROPRIATION AND COST-CONTAINMENT STRATEGY (FUNDING SOURCE: TRANSPORTATION FUND)
Body
SUMMARY
The City of Claremont’s Dial-a-Ride (DAR) program is administered by the Pomona Valley Transportation Authority (PVTA). In June 2024, PVTA proposed a $314,000 annual budget for the Claremont Dial-a-Ride Program. City staff budgeted a corresponding annual amount for 2024-25 and 2025-26 as part of the two-year budget process. Due to the successful integration of Uber into the service delivery model, the Dial-a-Ride Program gained ridership in 2024-25, ultimately resulting in $546,827 in total expenditures. The City Council authorized additional Transportation Fund expenditures in 2024-25 to cover the higher-than-anticipated costs.
PVTA’s 2025-26 budget anticipated spending $641,943 on the Claremont Dial-a-Ride Program; however, program ridership has continued to experience a significant increase. General public ridership, particularly trips originating at the Claremont Colleges, has grown rapidly since July 2025. Due to the increased ridership, PVTA staff now anticipates that, without changes, the program could be on track to expend $1,033,000 in 2025-26. While the City of Claremont has reserved Transportation Funds and can cover this cost in 2025-26, this funding level is not sustainable long-term. Therefore, a cost-containment strategy is required.
This report contains recent ridership trends and cost data, historic and current budget projections, and recommendations for cost-containment strategies.
RECOMMENDATION
Recommended Action
Staff recommends the City Council:
A. Increase the Claremont Dial-a-Ride Budget from $314,000 to $1,033,000 in 2025-26; and
B. Direct staff to conduct a public input process to consider fare and service changes aimed at bringing program expenditures back in line with historic levels.
Body
ALTERNATIVE TO RECOMMENDATION
In addition to the recommendation, there is the following alternative:
• Request more information from City and PVTA staff.
FINANCIAL REVIEW
The City of Claremont receives Federal, State, and local transportation funds, and utilizes these funds to fund Claremont Dial-a-Ride operations. During the COVID-19 Pandemic, ridership decreased substantially. Concurrently with reduced ridership, the City received stimulus funding from the Federal Transit Administration to support operations. The combined reduced ridership and supplemental funding resulted in a temporary surplus of allocations funds. The City of Claremont currently has $2,310,858 in reserved, unallocated Federal, State, and local transportation funds that may be used to support the Claremont Dial-a-Ride Program. These funds may only be used to support transit programs and related capital expenditures. City of Claremont staff recommends appropriating $719,000 of these reserved funds to fund Claremont Dial-a-Ride program costs for the remainder of 2025-26.
Starting in 2026-27, the City aims to return the Claremont Dial-a-Ride program to an operating cost that is fiscally sustainable given annual transit funding allocations. Although funding levels vary slightly by year, the City receives approximately $650,000 annually that can be dedicated to the Claremont Dial-a-Ride Program. Therefore, PVTA staff has proposed cost-containment strategies aimed at reducing program costs to $650,000 annually.
The staff cost to prepare this report and administer this program is estimated at $3,900 and is included in the operating budget of the Community Services Department.
ANALYSIS
Background
Historically, Claremont Dial-a-Ride has served seniors, people with disabilities, and a limited number of General Public riders. The most recent fare increase was implemented in 2013. Since that time, General Public usage was modest and fiscally sustainable utilizing the City’s Federal, State, and local transportation funds.
Uber Integration
In 2024, PVTA and Claremont Dial-a-Ride operator Transdev brought on Uber as a subcontractor to provide Claremont Dial-a-Ride rides that were formerly provided via taxi service. PVTA also implemented an app-based system for requesting trips. With the integration of Uber, quicker pickup windows and convenient app-based reservations have made the program more attractive to General Public riders.
Recent Shift in Ridership Patterns
Beginning in July 2025, ridership patterns shifted noticeably, with General Public ridership increasing substantially, particularly trips that originate at and near the Claremont Colleges.
The above figure shows rapid growth in General Public trips, with rides originating from the College campuses accounting for most of the new demand. During this period, College riders represented approximately two-thirds of all DAR Uber trips, while non-College General Public ridership remained near historical levels. Senior and Disabled ridership did not experience similar growth during the same timeframe.
Cost data indicates that rising expenditures are attributable to increased trip volume rather than higher per-trip costs. The below figure demonstrates that College-associated trips are generally less expensive on a per-trip basis than Senior and Disabled trips; however, their high frequency has resulted in a substantial increase in total program costs.
|
Volume by Individual Trips |
# Trips |
$ Cost |
% of Trips |
% of Cost |
|
College Trip |
7,329 |
$ 81,955 |
57% |
53% |
|
Public Trip |
2,507 |
$ 32,068 |
19% |
21% |
|
S&D Trip |
3,085 |
$ 39,338 |
24% |
26% |
|
Grand Total |
12,921 |
$ 153,361 |
100% |
100% |
Monthly program costs have increased steadily since July 2025, placing the program on track for approximately $1.03 million in annual expenditures, compared to the PVTA approved budget of $641,943.
Trip location data further clarifies the source of growth. The below map shows dense clusters of trips beginning or ending within the Claremont Colleges campus area. Many trips appear to link the Claremont Colleges with the Target in Montclair, CA. Typically, the Claremont Dial-a-Ride Program is for trips within Claremont’s borders; however, allowances were made for several healthcare facilities located in Pomona and for the Montclair Transit Center. The high frequency of Target trips is due to the policy allowing trips to the area surrounding the Montclair Transit Center. In contrast, Senior and Disabled trips remain dispersed and consistent with travel to housing, healthcare, shopping, and regional transit facilities. This pattern indicates that recent growth reflects a shift in who is using the service rather than a change in underlying community mobility needs.
Transportation Options through the Claremont Colleges
Although college students are believed to be driving recent program growth, it is important to note that other free and subsidized transportation options for students exist. The Claremont Colleges partner with Foothill Transit to provide a free “Class Pass” to students, faculty, and staff at The Claremont Colleges, providing free rides on Foothill Transit. Likewise, Claremont McKenna College and Pitzer College provide free, dedicated shuttle services that provide trips to Target on Sundays. Finally, Pomona College has partnered with Zipcar and offers thirteen shared cars on campus that are available for daily or hourly rentals.
Cost-Containment Strategies
PVTA staff, in partnership with consulting firm Agape Mobility, has evaluated several cost-containment strategies to bring ridership to a fiscally sustainable level. It was identified that no single strategy, such as a fare increase or rider cap alone, achieves sufficient cost reductions. PVTA staff therefore recommends that the City Council consider the following options of cost-containment strategies:
1. Adjust the service area to reduce high-volume, high-cost trips to Target in Montclair (estimated cost savings: $100,000);
2. Establish a monthly trip cap for General Public riders of 16 one-way trips (estimated cost savings: $40,000);
3. Increase the General Public fare from $2.50-$4.50 to $7-9 per trip (estimated cost savings: $130,000);
4. Increase the Senior/Disabled fare from $1.50 to $2.75 per trip (estimated cost savings: $8,000);
5. Adjust hours of operation from 24/7 to 7:00 AM-8:00 PM to reduce staffing costs during low volume periods (estimated cost savings: $70,000);
6. Establish a daily trip cap for 30 total one-way trips (estimated cost savings: $350,000).
Staff recommends the City Council consider implementing cost-containment strategies 1 through 5. Strategies 1 and 2 can be implemented immediately at City Council’s direction. Strategies 3 through 5 require a public input process.
Public Outreach Process
The City of Claremont has a Transportation Fare and Service Change Policy, which aims to ensure that public input is invited and considered when evaluating transportation fare and service changes. The policy requires that proposed fare or service changes be reviewed by the Community and Human Services Commission and the City Council at accessible, Public Hearings. Further, the Federal Transit Administration (FTA) requires a Fare Analysis to be conducted prior to fare changes. PVTA and Agape Mobility are currently working on this Fare Analysis.
If directed by the City Council to consider strategies 3 through 5, City and PVTA staff would perform public outreach and host public meetings to consider the recommended changes. This process could be completed by June 2026 with a July 1, 2026 implementation date. Staff recommends that the City Council direct staff to initiate this process.
Anticipated Budgetary Impact
If approved, strategies 1-5 are estimated to reduce annual costs from the currently projected $1,033,000 to approximately $685,000, near the City’s $650,000 annual budget target. PVTA staff would track ridership and expenditures monthly to ensure that the target cost reductions are achieved.
If it is determined that further cuts are necessary, the City and PVTA would bring back additional cost-containment recommendations, potentially including Strategy 6, setting a daily trip cap for the total program. Strategy 6 is a more aggressive approach to controlling costs that could result in additional rider impacts and is therefore not recommended for the initial cost-containment strategy.
Other Initiatives
In addition to the short-term cost-containment strategies listed above, PVTA and Agape Mobility are evaluating long-term strategies to reduce overhead costs and restructure operations contracts to improve efficiency and reduce costs. Recommendations will be available as part of Agape Mobility’s final report in late 2026.
RELATIONSHIP TO CITY PLANNING DOCUMENTS
Staff has evaluated the agenda item in relationship to the City’s strategic and visioning documents and finds that it applies to the following City Planning Documents: Council Priorities, Sustainable City Plan, Economic Sustainability Plan, General Plan, 2024-26 Budget, and the Youth and Family Master Plan.
CEQA REVIEW
This item is not subject to environmental review under the California Environmental Quality Act (CEQA).
PUBLIC NOTICE PROCESS
The agenda and staff report for this item have been posted on the City website and distributed to interested parties. If you desire a copy, please contact the City Clerk’s Office.
Submitted by: Prepared by:
Jeremy Swan Kristin Mikula
Community Services Director Community Services Manager