Transit California interviewed Erin Rogers, CEO/General Manager of Omnitrans, and the 34th Chair of the Association’s Executive Committee.
Transit California: Since 2020, you’ve served as the CEO/GM Omnitrans, where you lead a transit system that serves nearly 8 million riders annually across 15 cities and unincorporated parts of San Bernardino County. What are some of your proudest accomplishments at Omnitrans during the past five years?
I joined Omnitrans in 2017 and just celebrated my eight-year anniversary on November 8th. During this time, the agency has faced and overcome many challenges – starting with building trust with our Board of Directors and stakeholders. These relationships are foundational to the agency’s success. During the past five years, we have continuously elevated the quality of the work we do and the service we provide. This started with something as simple as “the new bus standard”, which means having a standard that all buses are maintained to a standard of cleanliness of a brand-new bus. We have also restored service to pre-pandemic planned levels of service, which provides greater frequency, reliability and overall convenience to our riders. To do this, we have hired more than 150 new bus operators and maintenance workers. While doing this, we also began an apprenticeship program for Technicians and a mentorship program for Bus Operators.
While all these activities support service delivery, we are also focused on customer centered initiatives such as our Free Fares to School program, which has provided free bus fare to K-12 students, providing nearly four million trips. With this program, we believe we are building the next generation of transit riders. We know safety and security is a top priority for our customers and employees - we are addressing this using a multi-faceted approach including enhanced cleaning, lighting, security and the recent introduction of a Transit Ambassador Program. Together, these initiatives resulted in customer survey ratings regarding feeling safe while using the system improving by 11 percent over the prior year.
I would be remiss if I didn’t mention the progress made during the past five years on the transition of our fleet to zero emissions. We are testing both battery electric and fuel cell electric buses and have been successful in obtaining federal grants to support this effort. While this is a very complicated and costly undertaking, I feel good about the progress made and the lessons learned.
Transit California: Omnitrans ridership has increased year over year since the pandemic shutdown, however, like many transit systems across the state, ridership remains lower than what Omnitrans was seeing pre-pandemic. How are you navigating this “new normal?”
Like so many things, transit ridership patterns and customer expectations changed during and post pandemic. Omnitrans took a measured approach to service resumption, returning to 100% of planned service just last May. This effort included increasing frequency on our core network, or busiest routes. This strategy has been successful as in October, Omnitrans recorded its highest ridership week since 2019! To complement the core network, we also introduced microtransit service in four service zones, offering an on-demand option in areas with lower fixed route bus ridership.
In addition, we continue to work on new, faster, more convenient services such as our upcoming sbX Purple Line rapid transit service, which will convert the busiest route in our system to bus rapid transit (BRT) service, connecting major destinations such as Ontario International Airport, Cucamonga Station and future Brightline service, and shopping/employment destinations Victoria Gardens and Ontario Mills. While this is underway, we are also working with our partners at the San Bernardino County Transportation Authority on the planning efforts to bring the next BRT line into the planning phase.
As we navigate the “new normal” making transit service safe, fast, convenient and reliable is what will retain our current riders and attract new riders to the system. Omnitrans is a vital piece of the mobility landscape of the Inland Empire and San Bernardino Valley Region - we are excited about the momentum and future growth of our system.
Transit California: What ridership and other goals have you set for the agency’s future?
This is a great question, and something Omnitrans is currently considering as we develop our next 5-year Strategic Plan. Our top goals are increasing ridership, ensuring long-term financial sustainability, and positioning Omnitrans as a critical community partner.
To do this, safety and customer experience will remain at the forefront, both critical to agency success in building ridership. Ensuring we are operating as efficiently as possible is the foundation of long-term financial sustainability, along with continued advocacy for long-term, sustainable funding to support existing service and future service growth.
We will also educate (tell our story) the business community and community stakeholders about the economic impact and relevance of transit to the region. We provide access to opportunity – people going to work, to school, to appointments and to spend time with family - to people who may need it the most, I believe this is often overlooked. In addition, looking to the future, we are building out a transit system in the fastest growing area of the state. To do this, we must think bigger and attract new and occasional riders and be at the nexus of land use and future development.
We have big opportunities on the horizon as Southern California prepares to host the world with the 2026 FIFA World Cup and the 2028 Olympics. We expect those flying into Ontario International Airport to connect to our system to reach their destinations. We are looking to these events to create lasting change in the way people choose to move around the region.
Transit California: You have just been selected as the new Chair of the Association’s 25-member Executive Committee, responsible for representing over 220 transit operators, commuter rail agencies, transit support groups, national and international transit suppliers, and other government agencies. What are some of your priorities for your time in this new role?
It is an exciting time. My priorities are well aligned with the priorities of the association. While there is positive momentum on some fronts, such as the reauthorization of Cap and Invest at the state level, there continues to be uncertainty and lack of long-term funding solutions at both the state and federal level. Continued advocacy for reliable transit funding is critical, and we certainly will be dedicated to that work. Increased education regarding the value transit brings to our communities, whether people use our service, or not, will also be a critical part of this effort.
On the regulatory front, we will continue to advocate for transit supportive changes that will make building transit projects and providing transit services more efficient. As evidenced by the robust panel discussions at CTA’s recent fall conference, many agencies have significant challenges and concerns with CARB’s Innovative Clean Transit regulation, and I look forward to working with the CTA team and my colleagues to navigate those efforts.
Transit California: What do you want member organizations to know about interacting with you and the Executive Committee in 2026 and beyond?
I want to encourage all members to be engaged. Transit is essential and our strength lies in our united efforts to move our industry forward. Do not hesitate to bring emerging issues to our attention. The Association is very active in advocacy and education, and the best way to take advantage of these benefits and to ensure the work of the association is aligned with your priorities is to be involved.
Transit California: Earlier this year, you participated in the Association’s Annual Federal Lobby Day in Washington, D.C. What was your biggest takeaway from this year’s visit?
My biggest takeaway is that we are stronger when united as an industry – whether a large multi-modal transit agency, a small or mid-size transit agency, MPO or a business member, we have the same interests at heart. We all believe in the mission of industry and are all advocating for long-term, sustainable funding and policies that are supportive of transit. We have benefited from having strong relationships with lawmakers at both the state and federal level, and we will continue to build those relationships to accomplish mutual goals.
Transit California: What do you think your fellow transit agency colleagues should know about the work the Association continues to do at the federal level?
Do not underestimate the influence of the association. I continue to be impressed with the Association’s dedication to and success in advocating for our members at both the state and federal level. Continued lobbying efforts to reauthorize the IIJA, secure stable funding, and keeping the economic impact of transit at the forefront of lawmakers’ attention is the cornerstone of these efforts. I look forward to supporting these efforts and keeping our members informed.
Transit California: You’ve served in transit leadership roles for nearly 3 decades in both the public and private sectors across Southern California. How has this longtime service informed your leadership style as CEO/GM at Omnitrans?
I have learned a great deal at each step in my career, but my core belief is unchanged: transit is about people and safety. If belief in and concern for our employees and customers is the foundation of all we do, agency performance goals will be met successfully. A transit operations creed I have lived by for many years is “put people first and have a safe day”.
I’ve brought this people first philosophy to Omnitrans, including a major culture initiative, increasing engagement from employees at all levels including All Hands meetings and Coffee Chat with the CEO, with the goal of making our workplace inclusive and ultimately a workplace of choice in the region.
I also place very strong value on relationship building, professionalism and preparation. As CEO, I must be intentional about building trust with the members of the Board of Directors and our stakeholders. I believe preparation and professionalism have the biggest impact when it comes to building trust. I want our Board Members to know we have done our homework and are bringing thoughtful and strategic items forward for their consideration. It is our job as staff to do this work, to be very well-prepared, and ultimately the policy decisions rest with the Board.
The time I spent working at the Orange County Transportation Authority (OCTA) under the leadership of Darrell Johnson, Will Kempton and Art Leahy was formidable in my professional development and ultimately prepared me for this role. I never forget that.
Transit California: As a woman in transportation leadership, what do you recommend transit agencies do to uplift and support women in transit careers?
You know, in Southern California, the CEOs of all five Inland Empire transit agencies are women for the first time. I am proud to be part of that transition, and proud of the work our industry has undertaken to support the next generation of professional women. From Women’s Transportation Seminar efforts and outreach to the Women in Transit Summit and even partnerships with organizations like the Girl Scouts’ Classroom to Career program, this groundwork furthers the development of talent that will benefit our industry in the future and should be supported by all agencies.