810 Mission Avenue Oceanside, CA 92054 REVISED

(760) 966-6500

(760) 967-2001 (fax) Agenda GoNCTD.com Thursday, April 16, 2020

Regular Meeting: 2:00 P.M.

Location: NCTD Administrative Offices, 810 Mission Avenue, Oceanside, CA 92054

View Live Stream at: https://www.youtube.com/GoNCTD

COVID-19 PUBLIC SERVICE ANNOUNCEMENT AND SPECIAL PROCEDURES:

The Governor of California has issued Executive Order N-25-20 (Order) regarding the COVID-19 public health emergency. The Order directs that certain public gatherings should be postponed or canceled. The Governor, through the Order, has provided authority to public agencies to conduct public meetings over teleconference systems where possible. The public may view the meetings online using live streaming at the link: https://www.youtube.com/GoNCTD. Board Members may participate in NCTD Board and/or Committee meetings via teleconference in accordance with the Order.

Due to the COVID-19 public health emergency and the order by the State of California public health officials for anyone living in the State to stay home, in person participation at the NCTD Board of Directors meetings will not be allowed. Pursuant to the Order, NCTD is providing alternatives to in-person attendance for viewing and participating in NCTD Board and/or Committee meetings. 1 Members of the public may submit their comments via email at [email protected]. Public comments via email may be received up until the agenda item is called. Large groups wishing to comment on a common item are encouraged to submit comments in writing. Public comments submitted will be provided to the Board/Committee and included in the record of the Board/Committee Meeting.

While emailed comments are preferred, the public may also provide oral comments on agenda items by calling (760) 966-6560. When prompted, the caller should identify the agenda item they wish to speak about and leave a message not to exceed three minutes. All timely received telephonic comments will be shared with the Board of Directors during the meeting. Telephonic comments will be made part of the record. The deadline to leave a telephonic comment is 12:00 p.m. on the meeting day.

MISSION North County Transit District’s mission is to deliver safe, convenient, reliable and user-friendly public transportation services.

VISION Our vision is to build an integrated transit system that enables our customers to travel easily and efficiently throughout our growing region.

For individuals with disabilities, NCTD will provide assistive services. To obtain such services or copies of documents in an alternate format, please call or write, a minimum of 72 hours prior to the event, to request these needed reasonable modifications. NCTD will make every attempt to accommodate requests that do not give 72-hour notice. Please contact the Clerk of the Board at (760) 966-6553.

For individuals with sensory disabilities, this document is available in alternate formats. For information, please contact the Clerk of the Board at 760/966-6553. Persons with hearing impairment, please use the California Relay Service (CRS): 800/735-2929 TTY; 800/735-2922 voice; 800/855-3000 Spanish. CRS Customer Service: 877/632-9095 English or 877/419-8440 Spanish.

Agenda materials can be made available in alternative languages upon request. To make a request, please call (760) 966-6553 at least 72 hours in advance of the meeting.

Los materiales de la agenda de NCTD están disponibles en otros idiomas. Para hacer una solicitud, llame al (760) 966-6553 al menos 72 horas antes de la reunión.”

Any writings or documents provided to a majority of the members of the NCTD Board of Directors regarding any item on this agenda will be made available for public inspection at the office of the Clerk of the Board located at 810 Mission Avenue, Oceanside, CA 92054, during normal business hours.

2 REGULAR MEETING BEGINNING AT 2:00 PM  CALL TO ORDER  ROLL CALL OF BOARD MEMBERS  PLEDGE OF ALLEGIANCE TO THE AMERICAN FLAG  SAFETY BRIEF & EVACUATION PROCEDURES – Anthony Flores, Clerk of the Board  CHANGES TO THE AGENDA  PUBLIC COMMUNICATIONS There is a time limit of 15 minutes for this section of Public Communications and each speaker is limited to three minutes for their presentation. Members of the public may submit their comments via email at [email protected]. The public may also provide oral comments on agenda items by calling (760) 966-6560. When prompted, the caller should identify the agenda item they wish to speak about and leave a message not to exceed three minutes. All timely received telephonic comments will be shared with the Board of Directors during the meeting. Telephonic comments that were not allowed to be played for the Board of Directors at the beginning of the meeting due to time limit stated above, will be played at the end of the meeting. Telephonic and written comments will be made part of the record. A. MINUTES Approve Minutes for NCTD’s Regular Board Meeting of March 19, 2020 (S) (Anthony Flores, Clerk of the Board) B. CONSENT ITEMS 1 – 14 Items reviewed and recommended for approval by the Executive Committee, Marketing, Service Planning and Business Development Committee (MSPBD), Performance, Administration and Finance Committee (PAF), Staff (S), or Board (B) All matters listed under CONSENT are considered by the Board to be routine and will be enacted by one motion. There will be no separate discussion on these items prior to the time the Board votes on the motion, unless members of the Board, the Executive Director, or the public, request specific items to be discussed and/or removed from the Consent Calendar for separate action. A request from the public to discuss an item must be filed with the Clerk of the Board on the “Request to Speak” form before that agenda item is called. ITEMS PULLED FROM CONSENT WILL BE MOVED TO THE END OF THE AGENDA 1. Receive the Monthly Transit Operations Performance Report for February 2020 (Attachment 1A) (Damon Blythe, Chief Operations Officer – Transit Planning & Bus Operations) 2. Receive Quarterly Report of Contract Actions Issued Under the Executive Director’s Authority (S) (Attachments 2A and 2B) (Jennifer M. Taylor, Chief Procurement and Contract Administration Officer) 3. Set Public Hearing for June 18, 2020 for Consideration of Adoption of the FY2021 Operating Budget and FY2021-2025 Capital Improvement Plan and Authorize Certain Related Actions (S) (Eun Park-Lynch, Chief Financial Officer) 4. Approve Supplemental Agreement No. 04 to Agreement No. 09053 with Trillium USA for Extension of the Operation and Maintenance of Compressed Natural Gas Fueling Facilities (S) (Tracey Foster, Chief Development Officer) 5. Award Agreement No. 20031 to Compass Group USA, Inc. for Vending Machine Services at NCTD Transit Stations, Administrative Offices, and Operations Facilities (S) (Tracey Foster, Chief Development Officer)

3 6. Approve Amendment No. 01 to Task Order Agreement No. 03 to Agreement No. 17000 with Pacific Railway Enterprises, Inc. for Design Support During Construction for the Installation of Fiber Optic Cable Along the Escondido Subdivision (S) (Stephen M. Fordham, Director of Railroad Engineering) 7. Approve Task Order Agreement No. 01 to Agreement No. 19064 with Stantec Consulting Services, Inc. for Construction Management and Inspection Services for the Installation of Fiber Optic Cable Along the Escondido Subdivision (S) (Stephen M. Fordham, Director of Railroad Engineering) 8. Ratify Amendment No. 01 to Task Order Agreement No. 26 to Agreement No. 16044 with Bombardier Transportation (Holdings) USA, Inc. for Additional Tree and Debris Removal at Woodland Parkway in the City of San Marcos (S) (Tracey Foster, Chief Development Officer) 9. Ratify Agreement No. 20030 with ServPro of North Oceanside for Disinfectant Cleaning of the North County Transit District’s Tremont Facility (S) (Tracey Foster, Chief Development Officer) 10. Approve Amendment No. 01 to Task Order Agreement No. 16 to Agreement No. 16044 with Bombardier Transportation (Holdings) USA, Inc. for the Overhaul of COASTER Bi-level Coach and Cab Cars (S) (Matthew O. Tucker, Executive Director) 11. Authorize the Exercise of Options for the Purchase of 20 Compressed Natural Gas Transit Buses Pursuant to Agreement No. 16021 with New Flyer Industries (S) (Damon Blythe, Chief Operations Officer – Transit Planning & Bus Operations) 12. Approve Amended Exhibit A with SANDAG for the Continuation of the Carlsbad Connector Service at the Poinsettia COASTER Station (S) (Attachments 12A and 12B) (Katie Persons, Senior Strategic Planner) 13. Receive an Update on the North County Transit District’s Projects Managed by the San Diego Association of Governments (S) (Attachment 13A) (Matthew O. Tucker, Executive Director) 14. Receive an Update on the North County Transit District’s Strategic Multimodal Transit Implementation Plan (S) (Attachments 14A and 14B) (Katie Persons, Transit Planner-Strategic Planning) C. OTHER BUSINESS ITEM(S) 15 - 17 15. Award Authorize Executive Director to Execute Agreement No. 20032 to with Bombardier Transit Corporation for the Purchase of COASTER Coach and Cab Cars (Matthew O. Tucker, Executive Director) 16. Approve Supplemental Agreement No. 01 to Agreement No. 20027 with Innovations in Transportation, Inc. (Ryan Cashin, Chief Technology Officer) 17. Approve the Annual Performance Evaluation and Compensation Per Employment Agreement for General Counsel Item pulled from the agenda by the NCTD Board Chair and deferred to a future Board Meeting yet to be determined. (Karen L. Tucholski, Chief Administrative Officer)

4 D. INFORMATIONAL ITEM(S) 18 - 20 18. Receive the Monthly Intergovernmental Affairs Reports (Attachment 18A and 18B) (Matthew O. Tucker, Executive Director) 19. Receive an Update on the Impacts of COVID-19 on Transit Operations (Sean Loofbourrow, Chief of Safety) 20. Receive an Update on COVID-19 Financial Impacts on North County Transit District (Eun Park-Lynch, Chief Financial Officer)  EXECUTIVE DIRECTOR’S REPORT  BOARD MEMBER REPORTS, COMMENTS, AND CORRESPONDENCE  REMAINING PUBLIC COMMUNICATIONS  For any remaining speakers who have completed a “Request to Speak” form.  ADJOURNMENT  CERTIFICATIONS AND RULES (FOR BOARD AND PUBLIC INFORMATION)  Posting of Board Agenda (Page 7)  Rules for Public Speakers at meetings of the North County Transit District (Page 8)  Quorum and Voting Information (Page 9)

Upcoming Meetings:  PAF Committee Meeting: May 21, 2020 at 1:00 p.m. (subject to cancellation pending outcome of Board decision on Agenda Item No. 3)  Regular Board Meeting: May 21, 2020 at 2:00 p.m. All Regular Board and Committee Meetings will be held at NCTD Administrative Offices, 810 Mission Ave., Oceanside CA, unless otherwise provided on public notice.

5 MAP OF NORTH COUNTY TRANSIT DISTRICT OFFICES

The NCTD Board Chambers is located at NCTD Administrative Offices, 810 Mission Avenue, Oceanside, CA 92054 and is accessible by the COASTER (NCTD Commuter Rail), SPRINTER (NCTD Hybrid Rail), and the BREEZE (NCTD Bus). Please log onto www.goNCTD.com to check our current routes and schedules, or call 1-800-COMMUTE.

6 April 13, 2020 To: North County Transit District Board Members From: Clerk of the Board Subject: POSTING OF BOARD AGENDA

In Compliance with the Ralph M. Brown Act, as Amended, the following information is provided.

The Agenda for this Regular meeting of the Board was posted as follows:

Regular Meeting: April 16, 2020 at 2:00 p.m.

Posted At: 810 Mission Avenue, Oceanside, CA

Posted Online At: www.goNCTD.com

Date & Time of Posting: April 13, 2020 at 12:00 p.m.

Posted By: Anthony Flores, Clerk of the Board

7 Rules for Public Speakers at Meetings of the North County Transit District

Per Board policy, all public communications at meetings of the North County Transit District shall be made and received in accordance with the following procedures:

1. TELEPHONIC COMMENTS NOT ON AGENDA A. Total time limit for telephonic comments:  Beginning of meeting: Fifteen (15) minutes  End of meeting: No time limit. B. Time limit per speaker per meeting: Three (3) minutes, with no donation of time allowed. C. Priority: First come, first served. Telephonic comments will be played for the Board of Directors in the order they were received. D. Order on agenda: Items will be heard at the beginning of the meeting and if the time limit stated in Paragraph A is exhausted, telephonic comments that were not allowed to be played for the Board of Directors at the beginning of the meeting due to time limit stated above, will be played at the end of the meeting. under “Remaining Public Communications.”

2. TIME LIMITS FOR ADDRESSING MATTERS ON THE AGENDA A. Total time limit: None. B. Time limit per speaker: Three (3) minutes, with one donation of three minutes, for a maximum of six minutes. C. These rules apply to both public hearing and non-public hearing items listed on the agenda. D. Comments made not germane to the subject matter of the agenda item being considered are out of order.

3. CUTOFF FOR TELEPHONIC COMMENTS A. All timely received telephonic comments will be shared with the Board of Directors during the meeting. The deadline to leave a telephonic comment is 12:00 p.m. on the meeting day.

4. MODIFICATION OF RULES BY CHAIR A. The Board Chair may, in his or her absolute discretion, relax the requirements of these rules. However, a decision of the Chair to do so in one instance shall not be deemed a waiver of the rules as to any other instance or matter.

8 Quorum and Voting

Pursuant to Public Utilities Code § 125102, a majority of the Board members eligible to vote shall constitute a quorum for the transaction of business and all official acts of the Board shall require the affirmative vote of a majority of the members of the Board eligible to vote; however, after a vote of the members is taken, a weighted vote may be called by any two members eligible to vote.

In the case of a weighted vote, the County of San Diego and each city (with exception of the City of San Diego), shall, in total, exercise 100 votes to be apportioned annually based on population. Approval under the weighted vote procedure requires the vote of the representatives of not less than three jurisdictions representing not less than 51 percent of the total weighted vote to supersede the original action of the Board. When a weighted vote is taken on any item that requires more than a majority vote of the Board members eligible to vote, it shall also require the supermajority percentage of the weighted vote. County population: The population of the County of San Diego shall be the population in the unincorporated area of the county within the area of jurisdiction of the Board pursuant to Public Utilities Code § 125052.

*ACS – American Community Survey

9 Board Agenda Errata Sheet

Thursday, April 16, 2020

Regular Meeting: 2:00 P.M.

Agenda Item No. 15 (Consent): Authorize Executive Director to Execute Agreement No. 20032 to Bombardier Transit Corporation for the Purchase of COASTER Coach and Cab Cars – Staff recommendation was modified to authorize the Executive Director to execute Agreement No. 20032 with Bombardier Transit Corporation following the allocation of funds for this project by the California Transportation Commission in accordance with the 2020 Local Partnership Guidelines (Resolution No. G-20-33), which is anticipated in June 2020.

Agenda Item No. 17 (Other Business): Approve the Annual Performance Evaluation and Compensation Per Employment Agreement for General Counsel – Agenda Item No. 17 was pulled by the NCTD Board Chair and deferred to a future Board Meeting yet to be determined.

MINUTES OF THE REGULAR MEETING OF THE NORTH COUNTY TRANSIT DISTRICT’S BOARD OF DIRECTORS HELD MARCH 19, 2020

MINUTES OF THE REGULAR MEETING

CALL TO ORDER

Tony Kranz, Board Chair, called the Regular Meeting to order at 2:00 p.m.

ROLL CALL OF BOARD MEMBERS

1. Jack Feller (City of Oceanside) 2. Tony Kranz (City of Encinitas) 3. John Franklin (City of Vista) – Participated via teleconference. 4. Paul McNamara (City of Escondido) 5. Jim Desmond (County of San Diego) – Participated via teleconference. 6. Terry Gaasterland (City of Del Mar) – Participated via teleconference. 7. Jewel Edson (City of Solana Beach) – Participated via teleconference. 8. Sharon Jenkins (City of San Marcos) – Participated via teleconference. 9. Priya Bhat-Patel (City of Carlsbad) – Participated via teleconference. 10. TBD (City of San Diego) – Absent – Appointment not made

PLEDGE OF ALLEGIANCE TO THE AMERICAN FLAG

Board Chair Kranz led the Pledge of Allegiance to the American Flag.

SAFETY BRIEF

Anthony Flores, Clerk of the Board, provided emergency evacuation procedures.

CHANGES TO THE AGENDA

Agenda Item No. 5 (Consent): Receive the Fiscal Year 2020 April Service Change Report – Item pulled from the Agenda by staff; will be deferred to a later Board Meeting yet to be determined.

PUBLIC COMMUNICATIONS

See attached email from Mr. Greg Robin of Oceanside.

APPROVAL OF MINUTES OF THE FEBRUARY 20, 2020 REGULAR BOARD MEETING

ON THE MOTION OF BOARD MEMBER PAUL MCNAMARA TO APPROVE THE MINUTES OF FEBRUARY 20, 2020, SECONDED BY BOARD VICE-CHAIR JACK FELLER.

AYES: KRANZ, FELLER, BHAT-PATEL, GAASTERLAND, MCNAMARA, DESMOND, JENKINS, EDSON, FRANKLIN NOES: NONE ABSENT: NONE ABSTAIN: NONE MOTION CARRIES.

CONSENT ITEMS 1 – 4 AND 6 – 13

1. Receive the Monthly Intergovernmental Affairs Reports 2. Receive the Monthly Transit Operations Performance Report for January 2020 3. Receive Committee Chair Reports 4. Approve Job Order No. 113050 to HYM Engineering for Pavement Improvements at the North County Transit District Palomar College Transit Center 5. Receive the Fiscal Year 2020 April Service Change Report Item pulled from the Agenda by staff; will be deferred to a later Board Meeting yet to be determined. 6. Adopt Resolution No. 20-01 Authorizing the Establishment of an Investment Account in the San Diego County Investment Pool Administered by the Treasurer-Tax Collector 7. Receive Reports on Governmental Accounting Standards Board (GASB) 68 Defined Benefit Pension Plan and GASB 75 Other Postemployment Health Care Benefit Plan 8. Approve Amendment to FY2021-FY2025 Capital Improvement Program and Amendment to FY2019 Federal Transit Administration Section 5337 Funds Programmed Under Grant No. CA-2019-090 9. Receive the Financial Report for the Second Quarter of Fiscal Year 2020 10. Authorize Change Order No. 5 to Agreement No. 18055 to the Multistate Master Agreement No. 14-01-DPIT With Siemens Mobility, Inc. 11. Receive the Executive Director’s Report on Proposed FY2021 Budget Guidance and Strategic Areas of Focus 12. Adopt Resolution No. 20-02 Authorizing the Execution of the Certifications and Assurances and Authorized Agent Forms for the Low Carbon Transit Operations Program 13. Award Agreement No. 20027 to Innovations in Transportation, Inc. for Equipment to Support the New Regional Account-Based Fare Collection System

Page 2 of 5

ON THE MOTION OF BOARD MEMBER JOHN FRANKLIN TO APPROVE CONSENT ITEMS 1-4 AND 6 – 13, SECONDED BY BOARD MEMBER PAUL MCNAMARA.

AYES: KRANZ, FELLER, BHAT-PATEL, GAASTERLAND, MCNAMARA, DESMOND, JENKINS, EDSON, FRANKLIN NOES: NONE ABSENT: NONE ABSTAIN: NONE MOTION CARRIES.

INFORMATIONAL ITEM 14

14. Receive Update on the Impacts of COVID-19 on Transit Operations

Sean Loofbourrow, Chief of Safety, provided an update on the impacts of COVID-19 on transit operations.

Board Vice-Chair Feller asked if the planned service reductions applied to COASTER only. Mr. Loofbourrow confirmed that the immediate service reductions applied to COASTER only. Matthew O. Tucker, Executive Director, advised that certain BREEZE buses that are considered “school trippers” had also been temporarily suspended.

Board Vice-Chair Feller asked how the customers with monthly passes are impacted. Mr. Tucker informed the Board that staff is currently looking into how to accommodate customers with monthly COASTER passes.

Board Chair Kranz asked what the District’s strategy is moving forward and if there is anticipated time to lift the reduction of COASTER services. Mr. Tucker informed the Board that the District will be enhancing its reporting procedures and will be monitoring the situation on a daily basis. Mr. Tucker further stated that any proposed changes will only be considered after analyzing available data.

Board Chair Kranz asked if the District has been communicating with the regulatory agencies. Mr. Tucker confirmed that information has been communicated and the District is in the process of informing Federal Railroad Association (FRA), California Public Utilities Commission (CPUC), and the Federal Transit Administration (FTA) regarding the District’s service reduction plan.

Board Member Jenkins requested information on the BREEZE and SPRINTER modes and whether the District has a timeline for possible service cuts. Mr. Tucker informed the Board that the District is monitoring the modes on a daily basis and does not see any service reductions for either the BREEZE or SPRINTER in the foreseeable future.

Board Member Edson asked what the criteria was for selecting which northbound COASTER trains that were suspended from service. Damon Blythe, Chief Operations Officer – Transit Planning and Bus Operations, informed the Board that the COASTER trains were chosen by a combination of ridership and equipment cycles.

Page 3 of 5

Board Chair Kranz asked if Pacific Surfliner is intending to cut service. Mr. Tucker informed the Board that Pacific Surfliner is intending to reduce service.

Board Member Desmond requested clarification to the start date for the reduction in service. Mr. Tucker informed the Board that reduced COASTER weekday service will begin Monday, March 23rd and weekend service will be temporarily suspended starting Saturday, March 28th.

Board Member Edson informed the Board that LOSSAN is finalizing its planned service reductions and will communicate those changes to the LOSSAN Board of Directors and public Monday, March 23rd.

Board Chair Kranz requested the status of Metrolink. Mr. Tucker informed the Board that there was a planned meeting with Metrolink to discuss reduced service. Mr. Tucker stated that once the details are confirmed it will be communicated out to the Board. Board Chair Kranz asked if there was any coordination happening between Metrolink and COASTER trains. Mr. Blythe informed the Board that there had been coordination and that Metrolink is planning to suspend 30% of their service starting Monday, March 23rd and connections between COASTER and Metrolink services may be impacted.

EXECUTIVE DIRECTOR’S REPORT

Mr. Tucker reported on the following items:

• COASTER 25th Anniversary Follow-Up • April Schedule Change/Added Weekend Trains (noting this is now delayed) • Rail Closures/Absolute Work Window Weekends • COVID-19 (Coronavirus) Prevention • NCTD State of the District Event Postponement • Hydrogen Bus Grant Submittals • Upcoming Procurements

BOARD MEMBER REPORTS, COMMENTS AND CORRESPONDENCE

Board Vice-Chair Feller asked if the Executive Committee Meeting was still planning to meet as scheduled in April. Mr. Tucker informed the Board that he will confer with the Board Chair after the meeting.

Board Member Desmond asked if there will be any personnel cuts due to the reduction of COASTER services. Mr. Tucker informed the Board that there are no planned personnel cuts at this time.

Board Member Desmond asked if the COASTER employees were direct employees of NCTD or if they are contracted out. Mr. Tucker informed the Board that COASTER employees are contracted through Bombardier.

Ms. Karen L. Tucholski, Chief Administrative Officer, informed the Board that starting Monday, March 23rd, Amtrak will reduce their normal daily trains operating on the San Diego Subdivision from 26 to 12.

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Board Vice-Chair Feller asked if the District will be removing cars from the COASTER set. Karen Tucholski, Chief Administrative Officer, informed the Board that the District is planning on adding a 6th car to the COASTER to promote social distancing.

REMAINING PUBLIC COMMUNICATIONS

None.

ADJOURNMENT

The meeting adjourned at 2:24 p.m. Submitted by Anthony Flores, Clerk of the Board for North County Transit District.

BOARD CHAIR North County Transit District CERTIFICATION

I, Anthony Flores, do hereby certify that the above is a true and correct copy of the Minutes of the Regular Meeting held on March 19th, 2020 approved by the Board of Directors of the North County Transit District adopted at a legally convened meeting of the Board of Directors of the North County Transit District held on the 16th day of April 2020.

CLERK OF THE BOARD North County Transit District

For individuals with sensory disabilities, this document is available in alternate formats. For information, please contact the Clerk of the Board at 760/966-6553. Persons with hearing impairment, please use the California Relay Service (CRS): 800/855-7100 TTY; 800/855-7100 voice; 800/855-7200 Spanish. CRS Customer Service: 877/546-7414 or 800-867-4323 TTY.

Page 5 of 5

Anthony Flores

From: Greg Robin Sent: Thursday, March 19, 2020 4:26 AM To: Clerk Subject: Board meeting input

Follow Up Flag: Follow up Flag Status: Flagged

Good morning,

Due to the necessity of treating patients at my hospital, as well as the precautions to self-isolate, I won’t be able to attend the meeting Thursday and wanted to offer input as an Oceanside resident who lives close to the train station. First off, I believe in reducing the amount of trains to meet the decline in usage to allocate those costs to meet essential community needs during this crisis. Secondly, I want to address the quiet zone ordinance set to be mandated next month. I feel it’s vital to keep the train noise down for the well- being of residents including myself. Working as a nurse, it’s vital that I get quality sleep and peace when I’m at home, especially during this stressful time in our world. Also, with a majority of people having to stay home, it’s vital that residents can have peace as well. Please take this into strong consideration for initiating the quiet zone ordinance as soon as possible. Thank you for your time.

Sincerely,

Greg Robin

1 Agenda Item # 1 RECEIVE THE MONTHLY TRANSIT OPERATIONS PERFORMANCE REPORT FOR FEBRUARY 2020

Time Sensitive: ☐ Consent: ☒

STAFF Receive the Monthly Transit Operations Report for February 2020. RECOMMENDATION:

BACKGROUND The Monthly Transit Operations Performance Report (TOPR) provides an INFORMATION: overview of the North County Transit District’s (NCTD) performance trends by mode as they relate to budgeted goals and minimum performance standards for each month of the fiscal year. NCTD’s performance goals are developed as part of the annual operations budget development process. Minimum performance standards are set forth in each modal operations and maintenance contract.

The Monthly TOPR is intended to provide performance reporting around key performance indicators without the detailed analysis of trends that are included in the Annual TOPR. The data contained in this report is unaudited and subject to change. Final performance results will be provided as part of NCTD’s Comprehensive Annual Financial Report. Attached to this report is a table that provides information on NCTD’s modal performance compared to the established goals or standards, as well as a comparison to the previous fiscal year.

Systemwide Performance NCTD and MTS implemented a new fare structure on September 1, 2019 that simplifies and streamlines fares throughout the region. When preparing ridership goals for the Fiscal Year (FY) 2020 Operating Budget, NCTD budgeted a 4.7% ridership decline associated with the fare increase; for February 2020, budgeted ridership was calculated based on a 4.7% decline from February 2018 actuals. February 2020 systemwide ridership was 825,812, which is 5.5% above February 2019 ridership of 782,973 and exceeded the FY2020 budgeted goal by 1%. February 2020 had one (1) extra Saturday due to the leap year.

BREEZE Performance BREEZE boardings for February totaled 513,843, exceeding the budgeted goal of 502,376 by 2.3%. BREEZE on-time performance (OTP) was 86.7% for the month, which is below the minimum performance standard of 90%. Mechanical failures were the primary cause of delays.

LIFT Performance LIFT boardings for February totaled 11,659, below the budgeted assumption of 14,226 by 18%. LIFT OTP was 86% for the month which is below the minimum standard of 92%; this was primarily due to performance issues with sub- contracted LIFT trips and LIFT operator vacancies. This caused a spike in passenger concerns. LIFT productivity, measured by passengers transported per revenue hour, was two (2) for the month, which exceeds the minimum performance standard of 1.8 passengers per revenue hour.

April 16, 2020 Board Meeting Staff Report No.: SR-20-04-001 FLEX Performance FLEX boardings for February totaled 3,058, exceeding the budgeted goal of 2,242 by 36%. FLEX OTP was 90% for the month which is below the minimum performance standard of 95%. Delays are primarily caused by detours on Camp Pendleton.

COASTER Performance COASTER boardings for February totaled 91,845, below the budgeted goal of 95,631 by 4%. COASTER OTP was 95.8% for the month which exceeds the minimum standard of 95%.

SPRINTER Performance SPRINTER boardings for February totaled 205,407, exceeding the budgeted goal of 203,100 by 1.1%. SPRINTER OTP was 98.6% for the month, which exceeds the minimum standard of 98%.

ATTACHMENT: 1A – Monthly Transit Operations Performance Report, February 2020

GOAL/STRATEGIC Accountability and Performance Management DIRECTION:

FISCAL IMPACT: This staff report has no fiscal impact.

COMMITTEE REVIEW: None

STAFF CONTACT: Damon Blythe, Chief Operations Officer-Transit Planning & Bus Operations E-mail: [email protected] Phone: 760-966-6708

April 16, 2020 Board Meeting Staff Report No.: SR-20-04-001 ATTACHMENT 1A

External Factors Goal February 2020 Variance from Goal February 2019 Weekdays -- 20 -- 20 Saturdays -- 5 -- 4 Sundays -- 4 -- 4 Days of Inclement Weather -- 2 -- 8 Average Cost of Gallon of Gasoline** -- $3.56 -- $3.29

SYSTEM (All Modes) Goal February 2020 Variance from Goal February 2019

Total Boardings 817,575 825,812 1.0% 782,973 Average Weekday Boardings 34,601 34,925 0.9% 33,737 Average Saturday Boardings 16,363 16,916 3.4% 15,219 Average Sunday Boardings 12,931 12,632 (2.3%) 12,315 Goal/ Variance from BREEZE Performance February 2020 February 2019 Standard Goal/Standard Total Boardings 502,376 513,843 2.3% 478,782 Average Weekday Boardings 20,749 21,274 2.5% 20,283 Average Saturday Boardings 10,677 11,132 4.3% 10,121 Average Sunday Boardings 8,503 8,179 (3.8%) 8,159 Boardings per Revenue Hour 14.8 15.3 3.3% 14.6 Percent of Scheduled Service Operated 99.98% 99.87% (0.1%) 99.72% Major Mechanical Failures 33 49 50% 51 Other Mechanical Failures 0 8 800% 1 Chargeable Accidents 5 8 75% 6 On-time Performance 90% 86.7% (3.7%) 89.3% Passenger Concerns 85 108 27% 66 Goal/ Variance from LIFT Performance February 2020 February 2019 Standard Goal/Standard Total Boardings 14,226 11,659 (18%) 12,855 Average Weekday Boardings 620 519 (16%) 572 Average Saturday Boardings 243 163 (33%) 206 Average Sunday Boardings 150 115 (23%) 148 Passengers per Revenue Hour 1.8 2.0 11% 1.9 Passengers per Revenue Mile 0.105 0.107 1.8% 0.1 Accidents and Incidents 2 1 (50%) 0 On-Time Performance 92% 86% (6.5%) 89% Passenger Concerns 21 80 281% 36 Call Response Time (minutes) 2:00 0:57 (53%) 1:21 Average Length of Call (minutes) 2:00 2:35 29% 2:52 1-30 Minutes Past the 30-Minute Pick-Up Window 845 1,100 30% 961 31-60 Minutes Past the 30-Minute Pick-Up Window 58 180 210% 42 >60 Minutes Past the 30-Minute Pick-Up Window 29 28 (3%) 5 Goal/ Variance from FLEX Performance February 2020 February 2019 Standard Goal/Standard Total Boardings 2,242 3,058 36% 2,462 Average Weekday Boardings 89 127 42% 105 Average Saturday Boardings 42 69 62% 44 Average Sunday Boardings 63 46 (28%) 45 Passengers per Revenue Hour 1.7 2.28 35% 1.9 Passengers per Revenue Mile 0.09 0.123 31% 0.10 On-time Performance 95% 90% (5.3%) 99.4% Passenger Concerns 2 2 - % 3 Accidents and Incidents 0 0 - % 0 Goal/ Variance from COASTER Performance February 2020 February 2019 Standard Goal/Standard Total Boardings 95,631 91,845 (4.0%) 92,132 Average Weekday Boardings 4,652 4,453 (4.3%) 4,322 Average Saturday Boardings 1,305 1,295 (0.7%) 1,022 Average Sunday Boardings 1,017 1,026 0.9% 875 Boardings per Revenue Hour 136 132 (2.9%) 149 Percent of Scheduled Service Operated 100% 99.8% (0.002) 98.6% Major Mechanical Failures 1 0 (100%) 1 Other Mechanical Failures 0 2 200% 0 Chargeable Accidents 0 0 - % 0 On-time Performance 95% 95.8% 0.8% 87.9% Passenger Concerns 7 9 29% 63 Goal/ Variance from SPRINTER Performance February 2020 February 2019 Standard Goal/Standard Total Boardings 203,100 205,407 1.1% 196,742 Average Weekday Boardings 8,491 8,553 0.7% 8,454 Average Saturday Boardings 4,095 4,257 4.0% 3,825 Average Sunday Boardings 3,199 3,267 2.1% 3,089 Boardings per Revenue Hour 109 110 0.5% 109 Percent of Scheduled Service Operated 100% 100% - % 99.78% Major Mechanical Failures 1 0 (100%) 17 Other Mechanical Failures 0 18 1,800% 5 Chargeable Accidents 0 0 - % 0 On-time Performance 98% 98.6% 0.6% 97.9% Passenger Concerns 10 4 (60%) 8 Agenda Item # 2 RECEIVE QUARTERLY REPORT OF CONTRACT ACTIONS ISSUED UNDER THE EXECUTIVE DIRECTOR'S AUTHORITY

Time Sensitive: ☐ Consent: ☒

STAFF Receive the quarterly report of contracts and/or contract modifications for the RECOMMENDATION: reporting period of January 1, 2020 to March 31, 2020, issued pursuant to the delegation of authority provided by the Board of Directors to the Executive Director in Board Policy No. 19.

BACKGROUND Pursuant to the North County Transit District’s (NCTD) Board of Directors’ (Board) INFORMATION: Policy No. 19, Delegation of Authority to the Executive Director, the Executive Director or his designee may:

• Amend a contract of any value consistent with the Board-adopted budget if the amendment does-not-exceed $100,000, singular or cumulative value, and if the amendment does not involve a major change in scope, unless the amendment costs are reimbursable by a third party and an agreement for reimbursement is in place, in which event, the amendment may be of any value. • Award a contract if the initial contract value does-not-exceed $200,000 and is consistent with the Board-adopted budget.

The Executive Director must:

• Report contract actions and amendments made in accordance with this authority to the Board of Directors on a quarterly basis.

The Executive Director has delegated authority for execution of contracts, following review and approval by General Counsel, to the Chief of Procurement and Contract Administration.

As provided in the FY2020 Business Plan Initiatives, the Procurement and Contract Administration Division reports the following results for Key Performance Indicators for Quarter 3:

• The average number of days to post a solicitation from date of requisition approval was fifteen (15) days, well below the FY2020 goal of thirty (30) calendar days. • Staff negotiated a total of $51,771.52 in cost savings and avoidance during the reporting period.

Additional Quarter 3, FY2020 Performance Indicators for the Procurement and Contract Administration Division are attached.

Staff recommends that the Board receive the quarterly report of contracts and/or contract modifications for the reporting period of January 1, 2020 to March 31, 2020, issued pursuant to the delegation of authority provided by the Board of Directors to the Executive Director in Board Policy No. 19.

April 16, 2020 Board Meeting Staff Report No.: SR-20-04-002 ATTACHMENT: 2A – Original Commitments $200,000 in Value or Less and Change Order Commitments $100,000 in Value or Less (January 1, 2020 to March 31, 2020)

2B – Q3FY20 Procurement and Contract Administration Division Performance Indicators

GOAL/STRATEGIC Accountability and Performance Management DIRECTION:

FISCAL IMPACT: This staff report has no fiscal impact.

COMMITTEE REVIEW: None

STAFF CONTACT: Jennifer M. Taylor, Chief Procurement and Contract Administration Officer E-mail: [email protected] Phone: 760-967-2862

April 16, 2020 Board Meeting Staff Report No.: SR-20-04-002 ATTACHMENT 2A

Order Original Change Sole Number Order Order Supplier Description Service/Product Description Extended Cost Fed Funds Source 20025 X Datel Systems, Inc. TOA 05 - MobileView Installation $155,700.60 Y 20027 X INIT Innovations in Transportation Initial INIT Work $100,000.00 Y X 20028 X LNR Construction, Inc. LED Lighting for SPRINTER $193,912.80 Y 34245 X Good Fortune Cookies Marketing Materials $146.00 N 34246 X Oriental Trading Company Marketing Materials $288.66 N 34247 X Global Power Group, Inc. Gas Pressure Regulator East $2,304.54 N 34248 X Amazon Digital Camera $75.76 N 34249 X Apploon, The Murdock Corporation GAO Board Room Audio System Upgrade $17,416.90 Y 34250 X VETS4YOU, Inc. Toilet Repair & Installation $4,399.41 N 34251 X Amazon Handset Cord, Bins, PoE Hat Case $163.82 N 34252 X America Time Analog NTP Wi-Fi Clock $3,918.57 N 34253 X Gear Mage GearMage Pro Server Support $84.00 N 34254 X Amazon LiPo Battery LP803048 3.7V 120 $99.00 N 34255 X Y & S Technologies Docking Stations $4,955.68 Y 34256 X 4Imprint T-Shirts $3,953.36 N 34257 X eCustomWeat Polo Shirts $4,507.59 N 34258 X Nyfifth Marketing Materials $2,740.00 N 34259 X Oriental Trading Company Marketing Materials $477.05 N 34260 X Office Depot Business Services Office Supplies $746.61 N 34261 X LexisNexis Matthew Bender Legal Book- CA Govt 21 $1,161.31 N 34262 X Traffic Supply, Inc. Parking Lot Signage $3,712.68 N 34263 X West A Thomson Rueters Busines Misc. Legal Reference Books $383.75 N 34264 X GoDaddy GoDaddy Subscription $1,440.00 N 34265 X Dimensional Silk Screen, Inc. Decals Reprint for 2020 $153.54 N 34266 X SMART IT Pros, Inc. Cisco Smartnet $54,068.88 N 34267 X American Fence Company Fence Removal and Reinstallation $2,669.00 Y 34268 X Day Wireless Systems Radio Repair $4,500.00 N 34269 X Office Depot Business Services Office Supplies $601.34 N 34270 X Amazon Antenna Connectors $86.60 N 34271 X eBay Cable and Switch $193.10 N 34272 X RF Parts Cable and Switch $1,783.02 N 34273 X BlackBox DB9 Switch $63.89 N 34274 X Voice & Video Rentals AV Equipment Rental $1,191.58 N 34275 X Dimensional Silk Screen, Inc. Exterior Vehicle Die Cut Decal $2,181.94 N 34276 X Home Depot Tools and Materials for MOW $105.97 N 34277 X Amazon Tools and Materials for MOW $22.72 N 34279 X Sean Twomey DBA 2meart.com Priority Seating Decal $4,595.27 N 34280 X Dimensional Silk Screen, Inc. Posters and Podium Signage $723.00 N 34281 X Downstream Services, Inc Stormwater Bypass Pump $22,900.00 Y 34282 X RailCar Management, LLC Railcar Asset Tags $68.20 N 34283 X AlphaGraphics 760 ADA Building Door Window $471.66 N 34284 X Mili's Sweets Marketing Materials $784.90 N 34285 X Discount Ramps Wheelchair Loop Straps $1,872.50 N 34286 X Castle Service Inc DBA Austin Doors 809 Monitored Panic Bars $2,569.44 N 34287 X Singh Group, Inc. Quarterly Palm Tree Treatments Sante Fe Station $4,800.00 N 34288 X Siemens Mobility, Inc. Assessment of Locomotive Maintenance Facility $5,000.00 N 34289 X Bay Alarm Company Burglar Alarm Monitoring $1,396.70 N 34290 X CTI-USA, Inc. DBA Global Ticket SPRINTER/BREEZE Scratch-Off Tickets $7,888.66 N 34291 X IHS Global Inc. DBA Oil Price Inc. OPIS Subscription $2,349.00 N 34292 X Amazon Misc. IT parts and accessories $1,404.84 N 34293 X ID Card Groupl DataCard Alcohol Cleaning 10pk $25.93 N 34294 X Amazon TGRMN ViceVersa Pro 3 Software $179.95 N 34295 X Vertex Inc. Vertex License FY20 $5,838.00 N X 34296 X Omnistar FY21 OmniStar PTC Subscription $3,300.00 N 34297 X Office Depot Business Services Office Supplies $1,643.46 N 34298 X Johnson Controls, Inc. HVAC Repairs At The BOW $4,624.78 N 34299 X B&H Foto Axis Communication F1035-E Sensor Unit $269.54 N 34300 X Dimensional Silk Screen, Inc. Feather Banner Flags w/Stand $592.63 N 34301 X Mid-Coast Transit Constructors Miramar Hill Services $4,592.25 N 34302 X Neyenesch Printers, Inc. NCTD PCA Manual v.25 $2,316.62 N 34303 X Dimensional Silk Screen, Inc. OTC Platforms 1 & 3 Signs $560.30 N 34304 X Global Power Group, Inc. Repair Kohler Generator E&W $3,500.00 N 34305 X Singh Group, Inc. Remove 3 Palm a Escondido Transit Center $4,500.00 N 34306 X SCUG SCUG Membership 2020 $250.02 N 34307 X Neyenesch Printers, Inc. Collateral Package $1,356.37 N 34308 X Dimensional Silk Screen, Inc. Press Conference Display Posters $194.85 N 34309 X Dimensional Silk Screen, Inc. COASTER Anniversary Promo Post $315.00 N 34310 X Amazon Badge Reels - 25 packages $274.77 N 34311 X Office Depot Business Services Office Supplies $1,460.28 N Order Original Change Sole Number Order Order Supplier Description Service/Product Description Extended Cost Fed Funds Source 34312 X West A Thomson Rueters Business Misc. Legal Reference Books $223.53 N 34313 X Mailmgrp, Inc. Fare Implementation Letter $947.13 N 34314 X CDW VMWare Workspace ONE (Airwatch) $3,063.45 N 34315 X Zonar Systems, Inc. Zonar Cables $209.00 N 34316 X Raymond Allyn L Shaped Desks $2,960.42 N 34317 X Dimensional Silk Screen, Inc. NCTD System Map Kiosk Poster $375.00 N 34318 X Office Depot Business Services Office Supplies $893.97 N 34319 X Datel Systems, Inc. Cisco IP Phones $2,549.29 Y 34320 X Datel Systems, Inc. HPE KVM Console $9,428.58 Y 34321 X OzNet Systems, Inc. KVM Console & Windows Server Lic. $1,699.18 Y 34322 X Global Power Group, Inc. Emergency Generators - Annual Maintenance $4,500.00 N 34323 X BlackBox ABC-9 201 Switch for Hi-Rail $63.89 N 34324 X Global Power Group, Inc. F14000 R&R ATS Battery $677.70 N 34325 X Amazon Cash Box for Lift Vehicles $1,095.00 N 34326 X Amazon Labels, Adapter, Surge Protect $223.78 N 34327 X CDW Cisco Telephony & Total Care $2,232.80 N 34328 X eBay Hand Held Unit Batteries $171.65 N 34329 X Office Depot Business Services Office Supplies $65.09 N 34330 X Fobbugz Fogbugz Software Service $4,860.00 N 34331 X JAM Softward JAM TreeSize Pro Renewal $350.00 N 34332 X ESRI, Inc. ArcGIS Viewer License $2,119.99 N 34333 X 4Imprint T-Shirts $941.96 N 34334 X Municipal Maintenance Equipment ROW Mower $141,415.03 Y 34335 X Clear Channel Outdoor, Inc. Advertisement - 25th Anniversary $4,000.00 N 34336 X Office Depot Business Services Office Supplies $1,167.67 N 34337 X Dimensional Silk Screen, Inc. COASTER Schedule Station Signs $392.00 N 34338 X Superior Cleaning Equipment, Inc. VNG Coil Replacement on Pressure Washer $1,764.94 N 34339 X IRIS Teck IRIS Software $49.99 N 34341 X Active Auto Collision Accident Repairs - Vehicle 258 $3,545.16 N 34342 X Biteable.com Biteable Video Pro. Plan Subscription $376.71 N 34343 X Lynda.com LinkedIn Subscription $261.00 N 34344 X Regents of the Univ. of CA CA Municipal Law Handbook $395.00 N 34345 X S & A Systems, Inc. FleetWatch License & Support $13,457.00 N X 34346 X InContact, Inc 800 Phone Number Renewal $500.00 N 34347 X LexisNexis Matthew Bender FY21 LexisNexis Subscription $2,496.00 N 34348 X Dimensional Silk Screen, Inc. COVID Standee Line - On Bus Laminated Signs $821.50 N 34349 X KreationsByKida Fabric Face masks $3,000.00 N 34350 X Dimensional Silk Screen, Inc. Posters $400.00 N 34351 X Office Depot Business Services Office Supplies $286.16 N 34352 X RailCar Management, LLC (PURCH Railcar Asset Tags $341.00 N 34353 X vCloud Tech Inc. VMWare Contract Renewal $23,183.44 N Reporting Period Quarter 3| January 1, 2020—March 31, 2020 Fiscal Year July 1, 2019—June 30, 2020 | Submitted April 2020 PCA Fiscal Year-to-Date Statistics: Quarter-to-Date (QTD): Legend:

 103 REQ’S PROCESSED REQ—REQUISITION 16 SOW’S APPROVED SOW—SCOPE OF WORK 29 ICE’S APPROVED 31 INVOICES APPROVED ICE—INDEPENDENT COST ESTIMATE

FYTD—FISCAL YEAR-TO- Fiscal Year-to-Date (FYTD): DATE

 386 REQ’S PROCESSED QTD—QUARTER-TO- DATE  76 SOW’S APPROVED 123 ICE’S APPROVED SCOPE OF WORK

77 INVOICES APPROVED

Types of Solicitations Completed FYTD

Legend: RFQ: REQUEST FOR QUOTE IFB: INVITATION FOR BID RFP: REQUEST FOR PROPOSAL RFSQ: REQUEST FOR STATEMENTS OF QUALIFICATIONS

FYTD Negotiated Cost Savings AVG # OF DAYS TO POST

Total Value of Contract Actions: 15 15 Days – Quarter-to-date $32,400,713 18 Days - Fiscal Year-to-date

GOAL: $100,000 Negotiated GOAL: 30 Days Savings per Fiscal Year 0 30 Agenda Item # 3 SET PUBLIC HEARING FOR JUNE 18, 2020 FOR CONSIDERATION OF ADOPTION OF THE FY2021 OPERATING BUDGET AND FY2021- 2025 CAPITAL IMPROVEMENT PLAN AND AUTHORIZE CERTAIN RELATED ACTIONS

Time Sensitive: ☒ Consent: ☒ STAFF Staff recommends that the North County Transit District’s Board of Directors: RECOMMENDATION: 1) Set a public hearing for June 18, 2020 for consideration of adoption of the FY2021 Operating Budget; and 2) Authorize staff to execute the following actions related to the FY2021 Operating Budget and FY2021-FY2025 Capital Improvement Plan in accordance with the State of California Public Utilities Code §125106: a. Publish notice no later than May 14, 2020 that the North County Transit District will hold a public hearing on June 18, 2020 related to the consideration for adoption of the FY2021 Operating Budget and FY2021-FY2025 Capital Improvement Plan; b. Release the FY2021 Operating Budget and FY2021-FY2025 Capital Improvement Plan documents for public review and comment no later than June 3, 2020; and c. Receive and consider public comment. 3) Waive the provisions of Board Policy No. 3 – Committees and External Appointments and Board Policy No. 17 – Budget Development, that require that the Performance, Administration and Finance (PAF) Committee review and advance the annual budget to the full Board. Instead, NCTD staff will present the proposed annual operating budget to the full Board on May 21, 2020 for review and input and present the final proposed operating budget to the full Board at the June 18, 2020 meeting for consideration of adoption. BACKGROUND The North County Transit District is developing the proposed FY2021 Operating INFORMATION: Budget and FY2021-FY2025 Capital Improvement Plan in accordance with the Board of Directors’ (Board) Policy No. 17, Budget Development. In light of the financial impact attributed to the COVID-19 pandemic, staff will recommend presentation of the proposed FY2021 Operating Budget to the full Board at its May 21, 2020 meeting and the final FY2021 Operating Budget at the June 18, 2020 meeting.

In addition to the proposed budget document, the following items will accompany the release of the FY2021 budget for public review and comment:

A. Classification and Compensation Schedule. The proposed operating budget includes the District Classification and Compensation Schedule, a condensed structure that aligns job categories with marketplace compensation, and offers flexibility for future staffing requirements.

April 16, 2020 Board Meeting Staff Report No.: SR-20-04-003 B. Right-of-Way (ROW) Cost Recovery Fee Schedule. Staff has updated the ROW Cost Recovery Fee Schedule to reflect current costs of providing certain services. The District owns and/or maintains a considerable amount of real estate, including eighty-two (82) miles of rail right-of-way on the coastal and inland corridors. Other entities often have needs to conduct business on District property. The ROW Cost Recovery Fee Schedule identifies the costs an outside entity is charged for conducting business on District property. C. Disadvantaged Business Enterprise (DBE) Goal. The District’s overall DBE Goal for the three (3) Federal Fiscal Year periods of 2020-2022 (October 1, 2019 through September 30, 2022), pursuant to Title 49 Code of Federal Regulations Part 26 - Participation by Disadvantaged Business Enterprises in U.S. Department of Transportation Programs is a race-neutral 4.2%, which was concurred by the Federal Transit Administration on September 26, 2019. D. FY2021-FY2030 Comprehensive Strategic, Operating, and Capital Plan. The Comprehensive Strategic, Operating and Capital Plan (Comprehensive Plan) is the District's short-range transit and strategic business plan which ties short-range planning with operating and capital budgeting. The Comprehensive Plan incorporates key District business initiatives, the Service Implementation Plan and service standards, an economic-based contingency plan, and the five-year operating and capital budgets for low, mid, and high-revenue forecasts.  Service Implementation Plan. The Service Implementation Plan provides the level of service provided by the District's transit system, which is used to support the budgeted cost associated with planned service levels. The Service Implementation Plan is included as a section within the FY2021-FY2030 Comprehensive Strategic, Operating and Capital Plan document.

Board Policy No. 3 – Committees and External Appointments and Board Policy No. 17 – Budget Development (the Board Policies), require that the Performance, Administration and Finance (PAF) Committee review and provide input to the draft annual budget before advancing the annual budget to the full Board for consideration. Due to operational and financial impacts related to COVID-19, staff recommends that the Board waive the provisions of the Board Policies that require PAF review in advance of the full Board. Staff recommends that the proposed annual operating budget be presented to the full Board for review and feedback on May 21, 2020 and that the final proposed operating budget be presented to the full Board for consideration at the June 18, 2020 meeting.

Staff recommends that the North County Transit District's Board of Directors:

1) Set a public hearing for June 18, 2020 for consideration of adoption of the FY2021 Operating Budget and FY2021-FY2025 Capital Improvement Plan; and 2) Authorize staff to execute the following actions related to the FY2021 Operating Budget and FY2021-FY2025 Capital Improvement Plan in accordance with the State of California Public Utilities Code §125106: a. Publish notice no later than May 21, 2020 that the North County Transit District will hold a public hearing on June 18, 2020 related to the consideration for adoption of the FY2021 Operating Budget and FY2021-FY2025 Capital Improvement Plan;

April 16, 2020 Board Meeting Staff Report No.: SR-20-04-003 b. Release the FY2021 Operating Budget and FY2021-FY2025 Capital Improvement Plan documents for public review and comment no later than June 3, 2020; and c. Receive and consider public comment. 3) Waive the provisions of Board Policy No. 3 – Committees and External Appointments and Board Policy No. 17 – Budget Development, that require that the Performance, Administration and Finance (PAF) Committee review and advance the annual budget to the full Board. Instead, NCTD staff will present the proposed annual operating budget to the full Board on May 21, 2020 for review and input and present the final proposed operating budget to the full Board at the June 18, 2020 meeting for consideration of adoption.

ATTACHMENT: None

GOAL/STRATEGIC Legal, Regulatory and Policy Compliance DIRECTION:

FISCAL IMPACT: This staff report has no fiscal impact.

COMMITTEE REVIEW: None

STAFF CONTACT: Eun Park-Lynch, Chief Financial Officer E-mail: [email protected] Phone: 760-967-2858

April 16, 2020 Board Meeting Staff Report No.: SR-20-04-003 Agenda Item # 4 APPROVE SUPPLEMENTAL AGREEMENT NO. 04 TO AGREEMENT NO. 09053 WITH TRILLIUM USA FOR EXTENSION OF THE OPERATION AND MAINTENANCE OF COMPRESSED NATURAL GAS FUELING FACILITIES Time Sensitive: ☒ Consent: ☒ STAFF Approve Supplemental Agreement No. 04 to Agreement No. 09053 with Trillium RECOMMENDATION: USA for an additional twelve (12) months for operations and maintenance services for two (2) Compressed Natural Gas (CNG) fueling facilities in an amount not-to-exceed $555,555. BACKGROUND On September 17, 2009, the North County Transit District’s (NCTD) Board of INFORMATION: Directors (Board) approved Agreement No. 09053 (Agreement) with Trillium USA for the purchase and installation of one (1) CNG fueling facility and the operation and maintenance of two (2) CNG fueling facilities, located at the BREEZE Operations West Facility in Oceanside, CA and BREEZE Operations East Facility in Escondido, CA, for a term of ten (10) years. The current expiration date for this Agreement is June 30, 2020. The purchase and installation of the CNG fueling facility at the BREEZE Operations West Facility was completed by Trillium USA in 2010. Ongoing services under the Agreement include preventative maintenance and repairs of all CNG fueling facilities that ensures uninterrupted service for NCTD’s fleet of 145 CNG buses. Staff is currently working on a scope of work that will incorporate the replacement of the CNG equipment reaching the end of its useful service. To promote economies of scale, this package will also include requirements for hydrogen fueling infrastructure to support zero emission buses. A twelve (12) month extension to the existing Agreement will allow NCTD staff to develop a comprehensive scope of work for a new multi-year agreement to include capital improvements and operating and maintenance services. Based on the foregoing, staff recommends that the Board approve Supplemental Agreement No. 04 to Agreement No. 09053 with Trillium USA for an additional twelve (12) months for operations and maintenance services for two (2) Compressed Natural Gas (CNG) fueling facilities in an amount not-to-exceed $555,555. ATTACHMENT: None

GOAL/STRATEGIC Asset Management and State of Good Repair DIRECTION:

FISCAL IMPACT: The fiscal impact of this proposed contract action is not-to-exceed $555,555, which will be programmed in account 130.503311.100 in the FY2021 operating budget.

COMMITTEE REVIEW: None

STAFF CONTACT: Tracey Foster, Chief Development Officer E-mail: [email protected] Phone: 760-966-6674

April 16, 2020 Board Meeting Staff Report No.: SR-20-04-004 Agenda Item # 5 AWARD AGREEMENT NO. 20031 TO COMPASS GROUP USA, INC. FOR VENDING MACHINE SERVICES AT NCTD TRANSIT STATIONS, ADMINISTRATIVE OFFICES, AND OPERATIONS FACILITIES

Time Sensitive: ☐ Consent: ☒

STAFF Award Agreement No. 20031 to Compass Group USA, Inc. to provide vending RECOMMENDATION: machine services at North County Transit District’s (NCTD) transit stations, administrative offices, and operating facilities for a base period of three (3) years; and further authorize the Executive Director to exercise two (2) optional one (1) year extension(s), if determined in the best interest of NCTD, for a total anticipated revenue amount of $189,887.

BACKGROUND Vending machine services at customer stations/facilities, NCTD’s administrative INFORMATION: offices and NCTD’s operations and maintenance facilities are an amenity provided for customers, staff, and contractors. Vending machines also generate revenue for NCTD. The current contract gross vending services has an average income of $173,894 per year, with NCTD receiving a commission of 31% of the income, or an average of $53,103 per year, with a minimum annual guaranty of $42,000.

The existing agreement, Agreement No. 18037, was terminated by NCTD on January 31, 2020 with an effective date of May 16, 2020. The initial three (3) year term of the current contract had an expiration date of April 23, 2021; however, in order to re-solicit the vending services with additional scope of services, Agreement No. 18037 was terminated for convenience.

A new scope-of-work was prepared by staff and included the installation of vending machines that provide an assortment of non-alcoholic beverages and snacks at NCTD’s transit centers and stations, administrative offices, and operating and maintenance facilities. To ensure optimal upkeep and operation of the vending machines, the scope-of-work also includes weekly inspections and maintenance of the vending machines at all locations. The scope-of-work also requires the vending machine enclosures to be repaired or replaced at no cost to NCTD.

On February 6, 2020, NCTD issued Request for Proposals (RFP) No. 29009 for Vending Machine Services. Notices were published in two (2) newspapers of general circulation and posted on PlanetBids. A single proposal was received by the March 3, 2020 deadline from Compass Group USA, Inc. and was deemed responsive and responsible.

Staff conducted a Single Bid Analysis and determined that the limited number of responses was unrelated to any terms, conditions, or specifications and deemed the process valid. The new contract will start on or about April 17, 2020, providing a month for the transitioning of the vending machine services from the incumbent to the new contractor.

April 16, 2020 Board Meeting Staff Report No.: SR-20-04-005 While Compass Group USA, Inc. agreed to a minimum annual commission guaranty of $25,000, the following table demonstrates the anticipated revenue:

Estimated Gross Vending Anticipated Net Year Commission Machine Revenue to NCTD Revenue Year 1 $206,399 15% $30,960 Year 2 $206,399 16% $33,023 Year 3 $206,399 17% $35,088 Option Year 1 $227,039 20% $45,408 Option Year 2 $227,039 20% $45,408

Staff recommends that the NCTD Board of Directors award Agreement No. 20031 to Compass Group USA, Inc. to provide vending machine services at NCTD’s transit stations, administrative offices, and operating facilities for a base period of three (3) years; and further authorize the Executive Director to exercise two (2) optional one (1) year extension(s), if determined in the best interest of NCTD, for a total anticipated revenue amount of $189,887.

ATTACHMENT: None

GOAL/STRATEGIC Enhance Customer Service, Improve Service Quality, and Increase Ridership DIRECTION:

FISCAL IMPACT: The total anticipated fiscal impact of the proposed contract action over the initial three (3) years plus two (2) option years is $189,887 in revenue. The estimated revenues are incorporated in the annual operating budget process.

COMMITTEE REVIEW: None

STAFF CONTACT: Tracey Foster, Chief Development Officer E-mail: [email protected] Phone: 760-966-6674

April 16, 2020 Board Meeting Staff Report No.: SR-20-04-005 Agenda Item # 6 APPROVE TASK ORDER NO. 03 AMENDMENT NO. 01 TO AGREEMENT NO. 17000 WITH PACIFIC RAILWAY ENTERPRISES, INC. FOR DESIGN SUPPORT DURING CONSTRUCTION FOR THE INSTALLATION OF FIBER OPTIC CABLE ALONG THE ESCONDIDO SUBDIVISION

Time Sensitive: ☐ Consent: ☒

STAFF Approve Task Order No. 03 Amendment No. 01 to Agreement No. 17000 with RECOMMENDATION: Pacific Railway Enterprises, Inc. for design support during construction for the installation of fiber optic cable along the Escondido Subdivision in an amount not- to-exceed $231,200.

BACKGROUND At the February 20, 2020 Regular Board Meeting, the North County Transit INFORMATION: District’s (NCTD) Board of Directors (Board) awarded Agreement No. 20026 to Balfour Beatty for the installation and testing of fiber-optic cable along the Escondido Subdivision. This 72-strand single-mode fiber optic cable installation will support the Escondido Subdivision signal system in order to maintain reliable operations and will allow for future Positive Train Control (PTC) implementation.

Project design for installation of fiber optic cable along the Escondido Subdivision was performed by Pacific Railway Enterprises, Inc. under Agreement No. 06029. Task Order Agreement No. 03 to Agreement No. 17000 was executed to solely support NCTD staff with the solicitation for construction. To further support the success of this fiber optic cable installation project, NCTD staff developed a scope of work for design support during construction, to be performed by Pacific Railway Enterprises, Inc. as the design engineer of record. Tasks associated with this scope of work include review and approval of project requests for information and submittals, review of contractor fiber optic cable installation plans, preparation of design change notices, review and analysis of contractor fiber optic cable testing procedures and test results, preparation of signal maintenance drawings and red- lined drawings.

The proposed scope of work in the amended Task Order No. 03 identified above is within the scope for the as-needed Agreement No. 17000 with Pacific Railway Enterprises, Inc.

Based on the foregoing, NCTD staff recommends that the Board of Directors approve Task Order Agreement No. 03 Amendment No. 01 to Pacific Railway Enterprises, Inc. to Agreement No. 17000 to provide design support during construction for the installation of fiber optic cable along the Escondido Subdivision in an amount not-to-exceed $231,200.

ATTACHMENT: None

GOAL/STRATEGIC Successfully Implement Major Projects DIRECTION:

April 16, 2020 Board Meeting Staff Report No.: SR-20-04-006 FISCAL IMPACT: The fiscal impact of this proposed contract action is $231,200 which will be funded with Federal Railroad Administration (FRA), Transportation Development Act (TDA), and State of California Prop 1A and Prop 1B funds in Project 512560, which has a total budget of $15,409,690. If the Board of Directors approves the proposed contract action, the balance in Project 512560 will be reduced to $495,771.

COMMITTEE REVIEW: None

STAFF CONTACT: Stephen M. Fordham, Director of Railroad Engineering Email: [email protected] Phone: 760-967-2889

April 16, 2020 Board Meeting Staff Report No.: SR-20-04-006 Agenda Item # 7 APPROVE TASK ORDER AGREEMENT NO. 01 TO AGREEMENT NO. 19064 WITH STANTEC CONSULTING SERVICES, INC. FOR CONSTRUCTION MANAGEMENT AND INSPECTION SERVICES FOR THE INSTALLATION OF FIBER OPTIC CABLE ALONG THE ESCONDIDO SUBDIVISION

Time Sensitive: ☐ Consent: ☒

STAFF Approve Task Order Agreement No. 01 to Agreement No. 19064 with Stantec RECOMMENDATION: Consulting Services, Inc. for construction management and inspection services for the installation of fiber optic cable along the Escondido Subdivision in an amount not-to-exceed $784,044.

BACKGROUND At the February 20, 2020 Regular Board Meeting, the North County Transit INFORMATION: District’s (NCTD) Board of Directors (Board) authorized the award of Agreement No. 20026 to Balfour Beatty for the installation and testing of fiber-optic cable along the Escondido Subdivision. This 72-strand single-mode fiber optic cable installation supports the Escondido Subdivision signal system in order to maintain reliable operations and will allow for future PTC implementation.

To support the success of this fiber optic cable installation project, NCTD staff developed a scope of work for construction management, field inspection, and other related quality assurance/quality control services throughout the project. Tasks associated with this scope of work include producing construction progress reports, daily inspection reports, testing results, list of notices of potential claims, processing construction change orders, requests for information and submittals, preparing the final punch list, and review of red-lined drawings.

On March 5, 2020, NCTD issued a Request for Statements of Qualifications (RFSQ) No. 28117 for construction management and inspection services to NCTD’s On-Call Construction Management - Rail bench of firms. A single response to the RFSQ was received by the March 18, 2020 deadline. The statement of qualifications submitted by Stantec Consulting Services, Inc. was deemed responsive and responsible and evaluated by the Source Selection Committee (SSC) in accordance with the Federal Brooks and California Mini- Brooks Acts, which is a qualifications-based selection process. The SSC determined that Stantec Consulting Services, Inc. was the most qualified and negotiations were completed. Staff conducted a Single Bid Analysis and determined that the limited number of responses was unrelated to any terms, conditions, or specifications and deemed the process valid.

Based on the foregoing, NCTD staff recommends that the Board approve Task Order Agreement No. 01 to Agreement No. 19064 with Stantec Consulting Services, Inc. for construction management and inspection services for the installation of fiber optic cable along the Escondido Subdivision in an amount not- to-exceed $784,044.

ATTACHMENT: None

April 16, 2020 Board Meeting Staff Report No.: SR-20-04-007 GOAL/STRATEGIC Asset Management and State of Good Repair DIRECTION:

FISCAL IMPACT: The fiscal impact of this proposed contract action is $784,044 which will be funded with Federal Railroad Administration (FRA), Transportation Development Act (TDA), and State of California Prop 1A and Prop 1B funds in Project 512560, which has a total budget of $15,409,690. If the Board of Directors approves the proposed contract action, the balance in Project 512560 will be reduced to $495,771.

COMMITTEE REVIEW: None

STAFF CONTACT: Stephen M. Fordham, Director of Railroad Engineering Email: [email protected] Phone: 760-967-2889

April 16, 2020 Board Meeting Staff Report No.: SR-20-04-007 Agenda Item # 8 RATIFY AMENDMENT NO. 01 TO TASK ORDER AGREEMENT NO. 26 TO AGREEMENT NO. 16044 WITH BOMBARDIER TRANSPORTATION (HOLDINGS) USA, INC. FOR ADDITIONAL TREE AND DEBRIS REMOVAL AT WOODLAND PARKWAY IN THE CITY OF SAN MARCOS

Time Sensitive: ☐ Consent: ☒

STAFF Ratify Amendment No. 01 to Task Order Agreement (TOA) No. 26 to Agreement RECOMMENDATION: No. 16044 with Bombardier Transportation (Holdings) USA, Inc. (Bombardier) for additional tree and debris removal at Woodland Parkway in the City of San Marcos in an amount not-to-exceed $320,034.

BACKGROUND At the January 16, 2020 Regular Board Meeting, the North County Transit INFORMATION: District’s (NCTD) Board of Directors (Board) Ratified Task Order Agreement No. 26 to Agreement No. 16044 with Bombardier for tree and debris removal at Woodland Parkway in the City of San Marcos in an amount not to exceed $61,960.

Debris consisting of dead vegetation, sediment, and miscellaneous trash has accumulated and lodged amid overgrown live non-native invasive vegetation within the San Marcos Creek. The debris has created dams impeding proper storm water flow resulting in a track-bed erosion hazard for the Bypass Freight Track (BFT) between mile post (MP) 116.9 and MP 117.4. The dead vegetation, sediment, and miscellaneous trash along the Woodland Parkway right-of-way (ROW) had to be removed to mitigate an eminent threat to railroad operations as impeded storm water flow had previously eroded existing BFT track-bed on November 21, 2019.

While the work performed and authorized under Task Order No. 26 has improved the condition, additional work and preventative measures need to be taken to prevent track-bed erosion. This additional work includes removal of vegetation and necessitates dumpsters and heavy equipment rental to support the removal. Once the vegetation and debris are removed, 130 cubic yards of rip-rap will be placed.

In accordance with NCTD Board Policy No. 19, the Executive Director has the authority to execute a contract without competitive bidding when it is determined by the Executive Director that either an emergency or an exigent circumstance exists. On December 21, 2019, a memorandum was sent to the Executive Director and a briefing was conducted regarding the conditions along the SPRINTER right-of-way. Verbal declaration of public exigency and authorization to complete the tree and debris removal was given by the Executive Director on that same day in order to protect the health and safety of the public and to preserve the rail right-of-way and infrastructure from immediate and inevitable harm. On January 8, 2020, the verbal declaration was memorialized in writing. The Executive Director is required to notify the Board where the competitive bidding process was waived due to exigent or emergency circumstances and seek ratification.

April 16, 2020 Board Meeting Staff Report No.: SR-20-04-008 Staff recommends that the Board ratify Amendment No. 01 to TOA No. 26 to Agreement No. 16044 with Bombardier for tree and debris removal at Woodland Parkway in the City of San Marcos in an amount not-to-exceed $320,034.

ATTACHMENT: None

GOAL/STRATEGIC Asset Management and State of Good Repair DIRECTION:

FISCAL IMPACT: The fiscal impact of the proposed Task Order Agreement is $320,034, which will be funded with Federal Transit Administration (FTA) preventive maintenance and matching local operating funds in account 510.503117.002, which has a total budget of $397,517. If the Board ratifies Amendment No. 01 to Task Order Agreement No. 26 to Agreement No. 16044, the available balance in account 510.503117.002 will be reduced to $10,444.

COMMITTEE REVIEW: None

STAFF CONTACT: Tracey Foster, Chief Development Officer Email: [email protected] Phone: 760-966-6674

April 16, 2020 Board Meeting Staff Report No.: SR-20-04-008 Agenda Item # 9 RATIFY AGREEMENT NO. 20030 WITH SERVPRO OF NORTH OCEANSIDE FOR DISINFECTANT CLEANING OF THE NORTH COUNTY TRANSIT DISTRICT’S TREMONT FACILITY

Time Sensitive: ☐ Consent: ☒

STAFF Ratify Agreement No. 20030 with ServPro of North Oceanside for disinfectant RECOMMENDATION: cleaning of the North County Transit District’s Tremont facility in an amount not- to-exceed $30,821.

BACKGROUND On March 24, 2020, the North County Transit District (NCTD) became aware of INFORMATION: a report that there may have been exposure to COVID-19 at NCTD’s Tremont facility. Out of an abundance of caution, NCTD complied with the guidance provided by the Centers for Disease Control and the Occupational Safety and Health Administration for a presumptive positive and determined that a thorough disinfectant process should be followed to ensure the safety of its employees and contractors.

To that end, NCTD reached out to multiple vendors and ultimately obtained a quote for disinfectant cleaning of the building from ServPro of North Oceanside. The quote was for a Category 2 cleaning, which included disinfecting all surfaces including walls and ceilings, as well as cleaning the flooring and carpeting. Additionally, the heating, ventilation and air conditioning filters were replaced, and air ducts were cleaned.

In accordance with NCTD Board Policy No. 19, the Executive Director has the authority to execute a contract without competitive bidding when it is determined by the Executive Director that either an emergency or an exigent circumstance exists. On March 24, 2020, the Executive Director verbally declared the emergency and authorized the cleaning of the Tremont facility in order to protect the health and safety of NCTD’s employees and contractors. The Executive Director is required to notify the Board where the competitive bidding process was waived due to exigent or emergency circumstances and seek ratification.

Based on the foregoing, staff recommends that the Board ratify Agreement No. 20030 with ServPro of North Oceanside for disinfectant cleaning of the NCTD Tremont facility in an amount not-to-exceed $30,821.

ATTACHMENT: None

GOAL/STRATEGIC Enhance Safety & Security DIRECTION:

FISCAL IMPACT: The fiscal impact of the proposed agreement is $30,821 which will be funded with local operating funds in Project #820200, which has a total budget of $120,000.

COMMITTEE REVIEW: None

STAFF CONTACT: Tracey Foster, Chief Development Officer Email: [email protected] Phone: 760-966-6674

April 16, 2020 Board Meeting Staff Report No.: SR-20-04-009 Agenda Item # 10 APPROVE AMENDMENT NO. 01 TO TASK ORDER AGREEMENT NO. 16 TO AGREEMENT NO. 16044 WITH BOMBARDIER TRANSPORTATION (HOLDINGS) USA, INC. FOR THE OVERHAUL OF COASTER BI-LEVEL COACH AND CAB CARS

Time Sensitive: ☐ Consent: ☒ STAFF Approve Amendment No. 01 to Task Order Agreement No. 16 to Agreement No. RECOMMENDATION: 16044 with Bombardier Transportation (Holdings) USA, Inc. (Bombardier) for the overhaul of COASTER Bi-Level Coach and Cab Cars in an amount not-to-exceed $3,300,000.

BACKGROUND The North County Transit District (NCTD) owns and operates 28 Bombardier bi- INFORMATION: level coach and cab cars on the San Diego Subdivision. The bi-level coach and cab cars were built in 1998 and 2003. These cars have reached the end of their useful life and are currently due for an overhaul. This overhaul will include upgrades to the interior, repainting of the exterior, and overhaul of the undercar structures. Performing this overhaul will improve reliability and enhance passenger riding experience, as well as increase the safety and useful life of these vehicles.

At its meeting on March 21, 2019, the NCTD Board of Directors approved Task Order Agreement (TOA) No. 16 to Agreement No. 16044 with Bombardier Transportation (Holdings) USA, Inc., (Bombardier) to provide overhauls consisting of replacement of all flooring, seat cushions, and current lighting with LED lighting, as well as painting and decals for the exterior. The not-to-exceed amount approved by the NCTD Board of Directors for TOA 16 was $13,972,140.

Since issuance of the original Task Order, staff has evaluated the components of the overhaul and determined that minor modifications to the scope are necessary to increase reliability and modernize key systems. The additions to the scope include door system upgrades, outlets, electronic bell, electrical configuration to support the new INIT fare system, replacement of existing ditch lights and headlights with LEDs, and contingency funding for unforeseen repairs to the cars which would not be evident until they are fully stripped down. The total additional cost for the expanded scope is $3,300,000.

The pricing for the overhauls was competitively received as part of the Combined Rail Operations and Maintenance Services procurement awarded to Bombardier under Agreement No. 16044 and approved by the NCTD Board of Directors (Board) on December 17, 2015. NCTD has evaluated the pricing and determined that Bombardier's proposal is fair and reasonable. Moreover, the award of TOA No. 16 to Bombardier is operationally and financially beneficial given Bombardier's responsibilities under the operations and maintenance contract.

Staff recommends that the Board approve Amendment No. 01 to Task Order Agreement No. 16 to Agreement No. 16044 with Bombardier for the overhaul of COASTER Bi-Level Coach and Cab Cars in an amount not-to-exceed $3,300,000.

April 16, 2020 Board Meeting Staff Report No.: SR-20-04-010 ATTACHMENT: None

GOAL/STRATEGIC Asset Management and State of Good Repair DIRECTION:

FISCAL IMPACT: The fiscal impact of the proposed contract action is $3,300,000, which increases the total project cost to $17,272,140. This task order will be funded with Federal Transit Administration (FTA) and local matching Transportation Development Act (TDA) funds in Project 419004, which has a current budget of $2,537,526. An additional $4,032,128 was programmed in the FY2021-FY2025 Capital Improvement Program. Additional funds will be programmed in future fiscal years through the annual Capital Improvement Program based on project progress.

COMMITTEE REVIEW: None

STAFF CONTACT: Matthew O. Tucker, Executive Director E-mail: [email protected] Phone: 760-966-6500

April 16, 2020 Board Meeting Staff Report No.: SR-20-04-010 Agenda Item # 11 AUTHORIZE THE EXERCISE OF OPTIONS FOR THE PURCHASE OF 20 COMPRESSED NATURAL GAS TRANSIT BUSES PURSUANT TO AGREEMENT NO. 16021 WITH NEW FLYER INDUSTRIES

Time Sensitive: ☐ Consent: ☒

STAFF Authorize the exercise of options to New Flyer Industries pursuant to Agreement RECOMMENDATION: No. 16021 for the purchase and delivery of twenty (20) Compressed Natural Gas (CNG) buses, including fareboxes, radios, automatic passenger counters, delivery, and taxes, in an amount not-to-exceed $12,259,820 ($612,991 per bus).

BACKGROUND The North County Transit District (NCTD) has 152 revenue transit buses as part INFORMATION: of BREEZE operations. The Federal Transit Administration (FTA) has determined that urban transit buses have a minimum service life of 12 years or 500,000 miles, whichever comes first. Currently, 64 of the 152 BREEZE buses have exceeded their useful minimum service life as established by the FTA.

Agreement No. 16021 was awarded by NCTD’s Board of Directors (Board) to New Flyer Industries (New Flyer) at the October 2015 Board meeting to support the purchase of vehicles over a five (5) year contract term with an initial purchase of 26 buses and up to 77 additional buses, which at the time of award represented NCTD’s reasonably expected need for service expansion over the five (5) year term based on NCTD’s Service Implementation Plan (SIP).

The initial delivery of 26 buses had a per vehicle cost of $507,913. The contract specifies an annual cost increase for vehicles based on a Producer Price Index (PPI) for vehicles purchased in years 2-5 or any exercised option purchases. NCTD executed an option to purchase ten (10) CNG buses from this contract in October 2018. The buses were delivered between July and September of 2019 and placed into service shortly thereafter. In May 2019, NCTD executed an option to purchase ten (10) additional CNG buses from this contract. The buses were delivered in December 2019 and will be placed into service by the middle of May 2020.

Now in year five (5) of the contract, NCTD desires to exercise the option to purchase an additional twenty (20) CNG buses to continue replacement of transit buses that have met or exceeded their minimum service life. The purchase price per bus has been adjusted per the agreed upon PPI of 1.68% for the difference between April 2019 (the date of the last PPI adjustment) and December 2019 (the latest month of PPI data). Based on the PPI adjustments, the base cost per bus is $493,285. In addition to the PPI adjustments, NCTD has required additional equipment/improvements such as fareboxes, radios, automatic passenger counters, and low Nitrous Oxide (NOx) engines that will increase the unit cost per bus by $71,108. The total cost per bus with the equipment improvements, PPI, taxes, delivery, training and manuals is $612,991.

April 16, 2020 Board Meeting Staff Report No.: SR-20-04-011 Staff recommends that the Board authorize the exercise of options to New Flyer Industries pursuant to Agreement No. 16021 for the purchase and delivery of twenty (20) CNG buses, including fareboxes, radios, automatic passenger counters, delivery, and taxes, in an amount not-to-exceed $12,259,820 ($612,991 per bus).

ATTACHMENT: None

GOAL/STRATEGIC Enhance Customer Service, Improve Service Quality, and Increase Ridership DIRECTION:

FISCAL IMPACT: The option to purchase the additional twenty (20) CNG buses will be funded with Federal Transit Administration (FTA) and matching State Transit Assistance (STA) State of Good Repair and STA Senate Bill 1 funds programmed in the Board Approved FY2021 Capital Improvement Program (CIP).

COMMITTEE REVIEW: None

STAFF CONTACT: Damon Blythe, Chief Operations Officer-Transit Planning & Bus Operations E-mail: [email protected] Phone: 760-966-6708

April 16, 2020 Board Meeting Staff Report No.: SR-20-04-011 Agenda Item # 12 APPROVE AMENDED EXHIBIT A WITH SANDAG FOR THE CONTINUATION OF THE CARLSBAD CONNECTOR SERVICE AT THE POINSETTIA COASTER STATION

Time Sensitive: ☐ Consent: ☒

STAFF Approve an amended Exhibit A with SANDAG for the extension of the Carlsbad RECOMMENDATION: Connector Pilot in North County.

BACKGROUND In January 2019, the San Diego Association of Governments (SANDAG) and the INFORMATION: North County Transit District (NCTD) began pre-planning activities for the implementation of Mobility Hub Pilot Projects in North County. At its May 16, 2019 meeting, the NCTD Board of Directors approved an Exhibit A with SANDAG for the implementation of Mobility Hub Pilot Projects. The Exhibit A included funding to be used for two project types: 1) the potential deployment of micromobility (i.e. bike and scootershare) at key SPRINTER stations, and 2) an on-demand pilot program operating out of the Carlsbad Poinsettia Station (Carlsbad Connector). The Exhibit A approved at the May 16, 2019 Board meeting included a $300,000 contribution from NCTD in FY2020 matched by SANDAG’s contribution of $200,000.

Following the May 16, 2019 Board meeting, NCTD, SANDAG, and the City of Carlsbad worked collaboratively to launch the Carlsbad Connector in August 2019. NCTD and SANDAG also worked with regional partners to identify opportunities for the implementation of micromobility services at the CSU San Marcos SPRINTER station. Through this evaluation, the project partners decided to put the micromobility project on hold indefinitely given concerns over the relatively new nature of this type of mobility and limited ability to manage its use and potential growth. The Exhibit A approved at the May 16, 2019 Board meeting included up to $100,000 to be spent on this effort, which ultimately was not spent.

Because of this refocusing of project efforts, NCTD staff is proposing to amend the Exhibit A for a total NCTD contribution of $400,000 to be spent solely on the Carlsbad Connector pilot service. Of this contribution, $200,000 will be spent in FY2020 and $200,000 will be spent in FY2021. NCTD’s contribution will be matched by SANDAG’s $400,000 contribution across the same time period.

Carlsbad Connector Background Information In late 2018 and early 2019, the City of Carlsbad initiated planning and procurement of a rideshare vendor to provide on-demand services to major employers within the City. NCTD, SANDAG, and Carlsbad staff combined efforts and have worked in close coordination to launch the Carlsbad Connector pilot on August 19, 2019, monitor its performance, adjust operational parameters as needed, and market the service to the public while engaging employers in the service area.

Given the steady growth of the service since August 2019, NCTD, SANDAG, and the City of Carlsbad propose to extend the pilot period conclusion from June 2020 to June 2021.

April 16, 2020 Board Meeting Staff Report No.: SR-20-04-012 The attached Exhibit A outlines the proposed agreement with SANDAG for the continued implementation of the Carlsbad Connector Program and outlines NCTD’s total contribution of $400,000 for this effort, to be matched by SANDAG’s $400,000 contribution. SANDAG intends to fund its contribution through the FY2020 Capital Improvement Program Budget Amendment that was approved at the September 27, 2019 SANDAG Board of Directors meeting.

In addition to the proposed contributions from NCTD and SANDAG, the City of Carlsbad will contribute $500,000 across FY2020 and FY2021 to the Carlsbad Connector service, pending approval at its May 5, 2020 City Council meeting.

Attached to this staff report is an overview of the Carlsbad Connector pilot in its first year of service, including performance metrics, customer satisfaction, surveying efforts, and overview of longer-term implementation plans.

Staff recommends that the Board of Directors approve an amended Exhibit A with SANDAG for the extension of the Carlsbad Connector Pilot in North County.

ATTACHMENT: 12A – Exhibit A with SANDAG for Carlsbad Connector Service in North County 12B – Overview of Carlsbad Connector Pilot Performance

GOAL/STRATEGIC Enhance Customer Service, Improve Service Quality, and Increase Ridership DIRECTION:

FISCAL IMPACT: Expenses for the continuation of this service will occur in FY2021, which will be budgeted through the annual operating budget process by using local operating funds.

COMMITTEE REVIEW: None

STAFF CONTACT: Katie Persons, Senior Strategic Planner E-mail: [email protected] Phone: 760-966-6683

April 16, 2020 Board Meeting Staff Report No.: SR-20-04-012 ATTACHMENT 12A

EXHIBIT A Addendum 18 Project Scope of Work

NCTD File No.: SANDAG Ref. No.: 5000710 ADD 18 SOW 33

Project Title: Mobility Hub Pilot Projects

CIP No.: N/A SANDAG Project Manager: Danielle Kochman NCTD Project Manager: Katie Persons

Lead Agency: SANDAG Operating Agency: NCTD

Project Budget: $800,000 Effective Date: January 1, 2019

PILOT PLANNING & DESIGN CONSTRUCTION IMPLEMENTATION Estimated Start Date: Estimated Start Date: N/A Estimated Start Date: N/A January 1 2019

Estimated Completion: Estimated Completion: N/A Estimated Completion: N/A June 30, 2021

Estimated Budget: $800,000 Estimated Budget: N/A Estimated Budget: N/A

Intended Source of Funds: NCTD will utilize local operating funds for this work.

Funding Source NCTD Applied SANDAG Applied Total FEDERAL: ------Regional Surface -- $200,000 -- Transportation Program STATE: ------California State DMV Vehicle -- $200,000 $200,000 Registration Fees LOCAL: ------Local Operating Funds $400,000 -- $400,000 Total Funding $400,000 $400,000 $800,000

Describe Any Necessary Transfers of Project Funds Between the Parties: Within ten (10) days of the execution of this Exhibit A, NCTD will issue a Purchase Order to SANDAG to administer contracts on behalf of NCTD associated with the mobility hub pilot projects. SANDAG will invoice NCTD on a quarterly basis for reimbursement of contractor costs. Invoices will include the appropriate supporting documentation validated by the SANDAG and NCTD Project Managers. To the extent that the Project Costs as defined in Addendum 18 and incurred for the Scope of Work as provided below are expected to exceed the amount identified herein, the parties will meet and confer to discuss whether a further amendment is required in accordance with Section A.3 of Addendum 18 referenced above. Project Description: The purpose of this project is to improve transit connectivity by piloting mobility hub services and amenities at select NCTD transit stations. Specifically, this pilot projects will execute an agreement with an on-demand rideshare service to provide subsidized on-demand rideshare connecting the Carlsbad Poinsettia station to the nearby Palomar Airport employment center.

Background Information: NCTD, SANDAG, and the City of Carlsbad worked collaboratively to launch the Carlsbad Connector in August 2019. The City of Carlsbad, with advisement from SANDAG and NCTD, selected a vendor to provide the necessary software and vehicle operations. NCTD, SANDAG, and the City of Carlsbad entered into a Memorandum of Understanding (MOU) in which project administration and costs would be shared amongst the three agencies.

NCTD and SANDAG also worked with regional partners to identify opportunities for the implementation of micromobility services at the CSU San Marcos SPRINTER station. Through this evaluation, the project partners decided to put the micromobility project on hold indefinitely given concerns over the relatively new nature of this type of mobility and limited ability to manage its use and potential growth. The Exhibit A approved at the May 16, 2019 Board Meeting included up to $100,000 to be spent on this effort, which ultimately was not spent.

Because of this refocusing of project efforts, NCTD staff is proposing to amend the Exhibit A for a total NCTD contribution of $400,000 to be spent solely on the Carlsbad Connector pilot service. Of this contribution, $200,000 will be spent in FY2020 and $200,000 will be spent in FY2021. This amendment will extend the pilot period conclusion from June 2020 to June 2021.

Completed tasks include:

Task 1: Pilot Project Planning (January – March 2019) - Initial data collection and analysis to inform project design - Phase 1 partner identification and coordination to include City of Carlsbad, City of San Marcos, Cal State San Marcos, and major employers in Carlsbad and Sorrento Valley. Develop agreements with partners as needed. - Confirm project goals and requirements - Refine pilot project service areas and set specific geographical and time period boundaries - Determine appropriate subsidy levels to attract and retain transit riders - Determine any station improvements or other area improvements needed to support pilot projects (e.g., wayfinding signage, passenger pick-up and drop-off space, designated parking space for shared mobility services, relocation of bike lockers) - Develop a performance monitoring plan with data sharing and reporting requirements

Task 2: Procurement and Selection of Transportation Service Provider/s (January – May 2019) - Determine procurement method for selecting qualified on-demand rideshare service provider/s - Conduct procurement and execute agreements with selected service provider/s - Administer contracts and manage service provider performance

Ongoing tasks include:

Task 3: Outreach and Communications (February 2019 – May 2021) - Develop and implement marketing and outreach plans to inform commuters of the service improvements including bike parking options in order to maximize transit ridership - Develop co-branded marketing materials (including social media) to promote pilot projects to transit riders and area employers - Ongoing marketing and outreach efforts to NCTD riders and throughout 2019 and 2020 - Utilize iCommute employer outreach team for employer engagement in Carlsbad. Leverage the iCommute Try Transit program to attract new transit riders through employers. Task 4: Pilot Project Implementation (August 2019 – June 2021) - NCTD to implement any required station or area improvements identified in Task 1 - Launch pilot projects in August 2019 - SANDAG to hold regular check-in meetings with NCTD project manager in addition to the larger project development team. - Conduct monthly meetings (at minimum) with selected service provider/s

Task 5: Performance Monitoring and Assessment (April 2019 – June 2021) - Ongoing data collection and monthly reporting on pilot project performance - Modify pilot project as needed pending data analysis including identification of additional NCTD stations and coordination with additional cities and/or employers. - Final report at the end of the pilot project summarizing outcomes, lessons learned, and recommendations for future service.

Table of Estimated Incurred Direct Costs

Description NCTD Cost SANDAG Cost Total Administration ------Communications ------Engineering and Design ------Right of Way ------Construction Management ------Flagging ------Professional Services $400,000 $400,000 $800,000 Construction ------Environmental ------Contingency ------Total $400,000 $400,000 $800,000

Any Additional Project-Specific Conditions: N/A APPROVED BY: SAN DIEGO ASSOCIATION OF NORTH COUNTY TRANSIT DISTRICT GOVERNMENTS

Hasan Ikhrata Date Katie Persons Date Executive Director Project Manager

Eun Park-Lynch Date Chief Financial Officer

R. Jacob Gould Date Senior Legal Counsel

Matthew Tucker Date Executive Director ATTACHMENT 12B

Carlsbad Connector Program Update

Board Meeting April 16, 2020

1 Carlsbad Connector Service Overview

• Customers request a trip via an app, and are picked up and dropped off at selected virtual stops in the service area. The RideCo software optimizes drop- offs for efficient routing • Four 12-person shuttles, one is fully ADA compliant

2 Carlsbad Connector Service Overview

• Peak hour morning service (7:00-9:00am) – Serves 7:09am and 8:36am northbound COASTER • Peak hour afternoon service (3:00-6:00pm) – Serves 3:43pm, 5:21pm, and 5:51pm southbound COASTER • Midday service (9:00am-3:00pm) – Expanded service zone to Carlsbad Village

3 Carlsbad Connector Service Overview

• Customers with a COASTER monthly or day pass ride for free; individual rides are $2.50 otherwise • Rides can be scheduled ahead or in real-time • Customers without access to smartphones may call in to reserve and pay for rides

4 Program Goals

• Limited service plan focused on proof of concept – Not expected to generate significant ridership or customer revenue – Introduce public to new riding concept • Extend reach of COASTER service – Provide first/last mile connections to/from the COASTER and major regional employment center – Increase COASTER ridership by 50 passengers • Ridership target of 100 trips per day • Better target evolving customer needs – Service should respond to customer needs and improve upon existing experience (BREEZE Routes 444/445) • Evaluate viability of new type of service in North County – Provide the agencies with experience in rolling-out new mobility type 5 Key Performance Metrics

• Productivity – Passengers per revenue hour – Total ridership • Shared Rides – Percent shared rides – Passengers per shared ride • Customer Satisfaction – Average star rating • Cost-Effectiveness – Subsidy per passenger

6 Weekly Carlsbad Connector Ridership

Total Riders by Week 450 COVID-19 Thanksgiving Week Declared 400 Pandemic

Christmas Week 350

300

250

200

TotalWeekly Ridership 150

100 COASTER service reduced 50

0 1 2 3 4 5 6 7 8 9 10 11 12 13 14 15 16 17 18 19 20 21 22 23 24 25 26 27 28 29 30 31 32 August September October November December January February March

7 Ridership Trends

• NCTD maintained competing routes throughout implementation (Routes 444/445) • Over the first 6 months of service, average daily ridership more than doubled – Week 1: 31.6 average daily riders – Week 25: 82.4 average daily riders • Decreased ridership over holiday periods as would be expected

8 Trip Characteristics – Peak Hour Service

• Average trip duration: 16.1 minutes • Shared ride percentage: 95% • Average passengers per shared ride: 5.2 • Average passengers per vehicle hour: 3.2 • Average ride rating: 4.9 stars

9 Travel Time Competitiveness

• Trips on the Carlsbad Connector are on average only 4 minutes longer than if the trip were made by personal car, including stops to serve other riders. • Thermo Fisher Travel Time Example: – Personal Vehicle: 12 minutes – Carlsbad Connector: 16 minutes – Existing BREEZE Route 444: 25 minutes

10 Customer Experience & Satisfaction

• The app prompted riders to evaluate the service after each trip – 6,741 evaluations were completed via the app • The Carlsbad Connector received an average ride rating of 4.9 stars out of 5 • The Carlsbad Connector had an average on-time performance of 96%

11 Operating Expense Allocation

Carlsbad Connector % of Pilot Expense Type Budget 5.7% Vehicle Hours 56.9% 4.4% Vehicle Wrap, Lease & 18.9% 6.4% Storage 2.3% 1.7% Insurance & 4.1% Registration 4.1% Washing/Cleaning 1.7% 56.9% Preventative 2.3%

Maintenance 18.9% Project Management 6.4% Fuel 4.4% Software Licensing 5.7%

12 Cost Per Passenger

Mode* Cost Per Passenger BREEZE $6.77 SPRINTER $8.95 COASTER $14.07 LIFT $61.55 FLEX $60.99 Carlsbad Connector** $35.61

*NCTD’s Operating Costs for existing modes is from FY 2019 and excludes interest expense, depreciation & leases/rentals. These costs include associated NCTD staff time to each mode. **Carlsbad Connector cost excludes cost for vehicle leases. The lease costs are amortized over the duration of the pilot period.

13 Key Considerations for Operating Costs

• The lease and maintenance of the vehicles are amortized over a short period of time • The cost per passenger of the Carlsbad Connector is higher than BREEZE, SPRINTER, and COASTER, but lower than LIFT and FLEX – Limited scope (i.e. service area) and timeline of the service due to nature of pilot program contributes to higher cost – Carlsbad Connector provides a more specialized service than BREEZE Routes 444/445 operating in the same area • September 2019 fare increases account for premium services to connect riders to other NCTD modes such as the COASTER

14 COVID-19 Impact to Program

• Significant disruption to regional commute patterns • COASTER ridership decreased rapidly, Carlsbad Connector ridership decreased accordingly – Two Carlsbad-based companies working on coronavirus testing: Thermo Fisher Scientific & GenMark Diagnostics • Temporarily adjusted app parameters to allow for social distancing (less efficient ride sharing) • Rider surveying had been planned for Spring 2020 – Was to be distributed to all individuals who had downloaded the Carlsbad Connector app – Chose to hold off on distributing the survey, which impacts ability to evaluate certain pilot goals

15 Future Service Expansion

• Staff to transition Carlsbad Connector under NCTD’s umbrella of services in line with NCTD’s April 2021 service changes – Will support increased frequencies on the COASTER with the delivery of new locomotives and trainsets – Carlsbad Connector service expansion will be supported by NCTD’s Strategic Multimodal Transit Implementation Plan (Fall 2020) – Evaluating opportunities to expand service zone into San Marcos

16 Amended Exhibit A

• Allows the agencies to operate the Carlsbad Connector pilot program until June 2021 • Utilizes existing vendor and partnership with SANDAG and the City of Carlsbad • Reallocates NCTD funding solely to Carlsbad Connector service

17 Agenda Item # 13 RECEIVE AN UPDATE ON THE NORTH COUNTY TRANSIT DISTRICT’S PROJECTS MANAGED BY THE SAN DIEGO ASSOCIATION OF GOVERNMENTS

Time Sensitive: ☐ Consent: ☒ STAFF Receive an update from San Diego Association of Governments’ (SANDAG) staff RECOMMENDATION: regarding NCTD’s projects being managed by SANDAG.

BACKGROUND In 2002, the legislature passed Senate Bill 1703 which created a consolidated INFORMATION: transportation agency in San Diego from specified existing agencies, including SANDAG, the Metropolitan Transit Development Board (MTDB), and the North County Transit District (NCTD), to transfer certain planning and project/construction authority from NCTD/MTS to SANDAG while reserving transit operations to NCTD and MTS.

Per Senate Bill 1703, SANDAG is the lead agency for funding and implementation through construction of certain projects to include capacity enhancing railroad projects. The primary local source of funding capacity enhancing projects for both MTS and NCTD has been the TransNet Program. Over the last few years, SANDAG has acknowledged that the TransNet Program lacks the financial capacity to fund the current program of projects. The lack of funding has a significant impact for NCTD as many of the TransNet capacity enhancing projects support state-of-good repair replacements of existing bridges that will require replacement.

SANDAG staff has provided an update focusing on the critical projects related to state-of-good repair, capacity enhancements and regional priorities.

ATTACHMENT: 13A – SANDAG Update on NCTD Projects PowerPoint

GOAL/STRATEGIC Successfully Implement Major Projects DIRECTION:

FISCAL IMPACT: This staff report has no fiscal impact.

COMMITTEE REVIEW: None

STAFF CONTACT: Matthew O. Tucker, Executive Director E-mail: [email protected] Phone: 760-966-6500

April 16, 2020 Board Meeting Staff Report No.: SR-20-04-013 ATTACHMENT 13A

Bridge Replacement & Critical Infrastructure Project Update

April 16, 2020 Bridge Replacement Projects

Recommended Double Estimated Age of Bridge No. Project Name Replacement Track Cost Bridge Year Project (in millions)

207.6 San Onofre Bridge Replacements 1941 2022 Yes $7 207.8 San Onofre 1926 2022 Yes $4 208.6 San Onofre 1926 2021 Yes $8 209.9 San Onofre 1915 2023 No $2 225.4 San Luis Rey River 1917 2025 Yes $58 234.8 Bataquitos Lagoon 1942 2023 Yes $24 243.0 San Dieguito 1928 2025 Yes $90 254.7 Rose Canyon Bridge Replacements 1917 2025 No $4 255.1 Rose Canyon 1943 2024 No $2 255.3 Rose Canyon 1943 2024 No $8 257.2 Rose Canyon 1917 2022 No $8 - $13 Totals TOTAL: $220

2 Critical Infrastructure Projects

Estimated Mile Post Project Name Description of Deficiency Funded Cost No. (in millions)

Aged through-girder bridge 216.5 – 218.3 San Onofre to Pulgas Phase 2 susceptible to vehicle strikes due Yes $30 to low clearance Aged timber deck bridge on Cast 225.2 – 226.2 Eastbrook to Shell Double Track in Place Concrete / Steel Pile, No $75 susceptible to rust 234.2 – 235.2 Bataquitos Lagoon Double Track Aged Timber Trestle Bridge No $90 Protect track-bed from effects of 244.1 – 245.7 Del Mar Bluffs Stabilization 5 & 6 sea level rise, inclement weather No $100 and continual bluff erosion Aged timber trestle bridge with 241.79 – 243.97 San Dieguito Double Track rail elevation below predicted No $220 100-YR flood levels Slow winding curves susceptible 251.2 – 253.0 Sorrento to Miramar Phase 2 No $200 to rock slides Totals TOTAL: $715 3 San Onofre Timber Bridge Replacements Br 207.6, Br 207.8, Br 208.6 and Br 209.9

NCTD Needs: • Replace 4 timber trestle bridges • Br 208.6 repairs FY20 – FY21 • SOGR Estimate: $21 m

SANDAG Project Status: • Design & permitting not started • Estimate not available • Unfunded

4 San Onofre to Pulgas Phase 2 - Br 217.32

NCTD Needs: • Br 217.32 minor repairs only no replacement required • SOGR Estimate: $0.05 m

SANDAG Project Status: • Final design & permitting in progress • Add second bridge and double track • Estimate: $30 m • Funded • Construction start FY 22

5 Eastbrook to Shell on San Luis Rey River - Br 225.4 NCTD Needs: • Replace aged concrete/ steel/ wood bridge • SOGR Estimate: $58 m

SANDAG Project Status: • Final design & permitting in progress • Double track and bridge replacement Construction • Project Estimate: $90 m • Unfunded

6 Batiquitos Lagoon Double Track - Br 234.8

NCTD Needs: • Replace aged timber trestle bridge • SOGR Estimate: $24 m

SANDAG Project Status: • Final design & permitting in progress • Double track and bridge replacement Construction • Project Estimate: $75 m • Unfunded

7 San Dieguito Double Track and Special Events Platform Project - Br 243.0 NCTD Needs: • Replace aged timber trestle bridge out of flood zone • SOGR Estimate: $90 M

SANDAG Project Status: • Final design in progress • Environmental permitting complete • Double track and bridge replacement Construction • Project Estimate: $220 m • Unfunded

8 Del Mar Bluffs Stabilization 5 & 6

• NCTD Needs: • Evaluate drainage capacity/need • Document bluff 20-YR bluff retreat • Stabilization for landslides • Add piles, tie backs, and lagging • Install new drainage structures • SOGR Estimate: $100 m

SANDAG Project Status: • DMB 5 design & permitting initiated • DMB 6 not initiated • Project Estimate: $100 m • Unfunded

9 Sorrento Miramar Phase 2

NCTD Needs: • Mitigate against rock slides • Add 2 miles of double track • Straighten 25 mph curves • Increase passenger speeds to 40 mph • SOGR Estimate: $200 m

Project Status: • Final design, ROW & permitting in progress • Estimate : $200 m • Unfunded

10 Rose Canyon Bridges 254.7, 255.1, 255.3, and 257.2 NCTD Needs: • Replace 4 aged timber trestle double track bridges • Br 257.2 funded, Br 254.7, 255.1 & 255.3 design & construction funding required • SOGR Estimate: $27 m

SANDAG Project Status: • Br 257.2 Final design & Permitting in progress • Br 254.7, 255.1 and 255.3 are unfunded • Br 257.2 Estimate: $8 - $13 m • Funded by NCTD

11 LOSSAN Coastal Rail Corridor Questions and Contact Information

SANDAG NCTD Project Information: Project Information: gonctd.com KeepSanDiegoMoving.com/LOSSAN Bruce Smith PE, MBA, LOSSAN Corridor Stephen Fordham PE, Director of Rail Director for SANDAG Capital Projects for NCTD, [email protected] or [email protected] Phone 619 699 1907 Phone 760 967 2889

12 Agenda Item # 14 RECEIVE AN UPDATE ON THE NORTH COUNTY TRANSIT DISTRICT’S STRATEGIC MULTIMODAL TRANSIT IMPLEMENTATION PLAN

Time Sensitive: ☐ Consent: ☒

STAFF Receive an update regarding the North County Transit District’s Strategic RECOMMENDATION: Multimodal Transit Implementation Plan. BACKGROUND The North County Transit District (NCTD/District) operates a multimodal system INFORMATION: that provides transit service over a 1,000 square mile service area. North County’s unique land use and development patterns represent a significant challenge in building a strong transit ridership base, as well as providing high- quality service that attracts and retains riders. Efficient transit services are best supported by high density development with connecting active transportation networks. Seamless connections to jobs, residential developments, and other quality of life facilities help to enhance service quality and increase ridership. At the same time, technological advancements and economic shifts in the transportation industry have rapidly changed the mobility market for transit providers. NCTD has advanced two significant studies over the course of two (2) years. The Land Use and Transit Integration Study (LUTIS) sought to understand the current and future land use plans and opportunities within North County San Diego; whereas the Strategic Multimodal Transit Implementation Plan (SMTIP) seeks to understand current and future travel patterns both within North County and surrounding Riverside, Orange, and southern San Diego County, and is the subject of this staff report and presentation. NCTD received Caltrans Transportation Planning Grant funding to support these studies. The SMTIP is a comprehensive operations analysis and ten-year strategic plan that will examine opportunities and develop service plans to maximize transit ridership based upon the findings of the LUTIS and supplemented by high-quality data. The SMTIP includes robust public outreach using a variety of tools to reach underserved communities. Additionally, the SMTIP includes travel and trip demand analyses incorporating high-quality location-based cell phone data to provide an accurate depiction of inter- and intraregional travel patterns. Attached to this staff report is a summary of work completed to date, key technical memorandums, and upcoming work efforts. ATTACHMENT: 14A – Project Progress Summary 14B – SMTIP Technical Memorandums GOAL/STRATEGIC Enhance Customer Service, Improve Service Quality, and Increase Ridership DIRECTION: FISCAL IMPACT: This staff report has no fiscal impact. COMMITTEE REVIEW: None STAFF CONTACT: Katie Persons, Transit Planner Strategic Planning E-mail: [email protected] Phone: 760-966-6683

April 16, 2020 Board Meeting Staff Report No.: SR-20-04-014 April 2020

Strategic Multimodal Transit Implementation Plan

The Strategic Multimodal Transit Implementation Plan (SMTIP) is a ten-year strategic plan that provides insight over current and future travel patterns and demand within NCTD’s service area, and identifies service and capital improvements that will support NCTD’s efforts to provide high quality transit services to North County residents and visitors over the long-term. The plan fol- lows a previous study, the Land Use Transit Integration Study (LUTIS), which identified, through technical analysis and input from stakeholders and the community, priority corridors, focus areas, and preferred strategies to improve transit efficiency and overall attractiveness.

Started in August 2019, the SMTIP builds upon the findings of the LUTIS for the design of a ten-year strategy. Over the fall of 2019 and winter of 2020, IBI Group and its team of consultants have focused their efforts on the following tasks:

• A review of existing plans, policies, and transit data to provide an up-to-date profile of existing conditions as well as track current and future initiatives to consider and integrate into the strategic plan.

• A Transfer Survey, where surveyors went to busy intermodal stations to talk to transit riders and document their trips, with a special focus on origin and destination, as well as the modal combinations that compose their everyday trips.

• A Location-Based Services (LBS) Travel Demand Analysis, anonymous cellphone-based data was used to identify overall trip characteristics within and around NCTD’s service area to understand the volume, length, and destinations of all trips in the region.

• Two Technical Working Group Meetings during which participants heard: (1) a summary of results from the LUTIS analysis and how it will be used as the foundation for the SMTIP, and (2) the key takeaways from the Transfer Study and the LBS Travel-De- mand Analysis.

Over the course of the spring and summer of 2020, the IBI Group team will garner the rich data collected over the last year and a half (from the LUTIS until now), to develop service and capital improvement recommendations. These recommendations will also include high-level cost and implementation considerations. They will be prioritized and reviewed under the lens of Title IV Civil Rights requirements to ensure that proposed changes would not disproportionately affect minority groups. These will be at the core of the final plan that is expected to be completed in the fall of 2020.

SMTIP also includes several waves of outreach, which include holding quarterly meetings with an expanded Technical Working Group from LUTIS, as well as stakeholder engagement and community outreach. The initial outreach plan included both in-person outreach as well as online engagement. However, due to COVID_19 circumstances, changes to the initial strategies will be neces- sary, as the social distancing measures and overall concerns resulting from the pandemic may affect people’s interests and abilities to participate in the engagement activities that were scheduled to take place in April 2020.

For more information, contact NCTD’s Transit Planner Katie Persons at [email protected] or 760.966.6683 about this Study. April 2020

Transportation Strategies and Improvement Areas

Transportation Strategies The Strategic Multimodal Transit Implementation Plan will apply the following strategies to priority corridors and focus areas.

A. Technology Based Strategy Using technology for a better travel experience Examples: Enhanced user app and real-time traveler information

B. Transportation Demand Management Providing amenities for commuters using transit stations Examples: Car charging at park-and-ride lots and priority parking for transit riders

C. Active Transportation Strategy D. Commuter Bus Strategy Making the first and last mile of your journey easier to Increasing transit access and frequency to key walk and bike employment and activity centers Examples: Upgraded bike lanes and enhanced Examples: Increased service at peak commuting crosswalks and sidewalks hours and increased direct connections to reduce trip times

E. Bus Rapid Transit Strategy Providing enhanced services along busy and developed corridors Examples: Exclusive or dedicated right-of-way for rapid transit and stops at key destinations: shopping centers, employment centers and downtowns

F. Rail Strategy Identifying corridors that could be converted to rail to meet future travel demands

Planned Transportation Improvement Areas Priority corridors and focus areas are intended to benefit from some or all of the above transportation strategies.

Priority Corridors Focus Areas • Route 101 • Vista & Escondido • Mission Ave & Canyon Dr, • Centre City Pkwy, • SPRINTER • East Escondido & Bear Oceanside Escondido • Mission Ave & Santa Fe Valley Pkwy • Vista Village Dr & Santa Fe • Rock Springs Rd & Borden Ave • Vista-Fallbrook Ave, Vista Rd • El Camino Real • Oceanside Transit Center • N Ash St & Valley Pkwy • Palomar Airport Rd & San • I-15 & W Valley Pkwy, • N Escondido Blvd & Valley Marcos Blvd Escondido Pkwy • San Marcos Blvd & Grand • San Marcos Civic Center Ave

For more information, contact NCTD’s Transit Planner Katie Persons at [email protected] or 760.966.6683 about this Study. ATTACHMENT 14B

NCTD Strategic Multimodal Transit Implementation Plan Task 3.1 Plan Review

Prepared for North County Transit District by IBI Group September 11, 2019

IBI GROUP TASK 3.1 PLAN REVIEW Prepared for North County Transit District

Document Control Page

CLIENT: North County Transit District PROJECT NAME: NCTD Strategic Multimodal Transit Implementation Plan REPORT TITLE: Task 3.1 Plan Review IBI REFERENCE: 121412 VERSION: V5 DIGITAL MASTER: J:\121412_NCTDsmtip\6.0_Technical\Task 3-1 Plan Review ORIGINATOR: Patricia Vasquez Cabrera REVIEWER: Debbie Leung, Catherine Thibault, Steve Schibuola AUTHORIZATION: CIRCULATION LIST: Katie Persons, NCTD V1 Internal Draft V1.1 Revised Draft HISTORY: V2-4 Internal Draft V5 Draft for Submittal V6

September 11, 2019 IBI GROUP STRATEGIC MULTIMODAL TRANSIT IMPLEMENTATION PLAN TASK 3.1 PLAN REVIEW Prepared for North County Transit District

TABLE OF CONTENTS

1 Project Introduction and Document Purpose ...... 3

2 Active Transportation Plans ...... 9 2.1 City of Solana Beach Comprehensive Active Transportation Strategy (2015) .. 9 2.2 San Diego Forward: The Regional Plan – Appendix U.16: Active Transportation Implementation Strategy (SANDAG) (2015) ...... 9 2.3 County of San Diego Active Transportation Plan Draft (2018) ...... 9 2.4 San Marcos Bicycle and Pedestrian Master Plan (2015) ...... 10

3 Bike Master Plans ...... 10 3.1 Carlsbad Bikeway Master Plan (2007) ...... 10 3.2 City of Encinitas Bikeway Master Plan (2005) ...... 10 3.3 Escondido Bicycle Master Plan (2012) ...... 11 3.4 City of Oceanside Bicycle Master Plan (2008) ...... 11 3.5 Riding to 2050: San Diego Regional Bike Plan (SANDAG) (2010) ...... 11

4 Comprehensive Operating Analyses (COA) ...... 12 4.1 Riverside Transit Agency Comprehensive Operational Analysis (2015) ...... 12 4.2 San Diego Metropolitan Transit System (MTS) Transit Optimization Plan (2017) ...... 12

5 General Plan Circulation/Transportation Elements ...... 12 5.1 Del Mar Community Plan – Transportation (1976, amended in 1985) ...... 12 5.2 Carlsbad Circulation Element (amended 2013) ...... 13 5.3 Encinitas Circulation Element (amended 2003) ...... 13 5.4 Oceanside General Plan Circulation Element (2017) ...... 13 5.5 Solana Beach General Plan Circulation Element (2017) ...... 14 5.6 Vista 2030 General Plan Circulation Element (2011) ...... 14

6 General Plan Mobility Elements ...... 15 6.1 Carlsbad Master Plan – Mobility and Beautification Chapter (2018) ...... 15 6.2 Escondido General Plan Mobility Element (2012) ...... 15 6.3 San Marcos General Plan Mobility Element (2012) ...... 15

7 Pedestrian Master Plans ...... 16 7.1 Pedestrian Master Plan Prepared for City of Carlsbad (2008) ...... 16 7.2 Oceanside Pedestrian Master Plan (2009) ...... 16 7.3 City of San Diego Final Draft Pedestrian Master Plan (2015) ...... 17

8 Projects ...... 17 8.1 Lomas Santa Fe Corridor Improvement Project (Ongoing) ...... 17 1

IBI GROUP STRATEGIC MULTIMODAL TRANSIT IMPLEMENTATION PLAN TASK 3.1 PLAN REVIEW Prepared for North County Transit District

8.2 LOSSAN Rail Corridor Improvements (Ongoing) ...... 17 8.3 I-15 Express Lanes Project (Caltrans) ...... 18 8.4 North Coast Corridor (NCC) Program (Caltrans) ...... 18 8.5 Inland Rail Trail (SANDAG) ...... 18

9 Agency/Operator Plans ...... 19 9.1 Amtrak Five Year Service Line Plans (FY18-23) (2018) ...... 19 9.2 State of OC Transit Report (2017) ...... 19 9.3 Metrolink 10-Year Strategic Plan 2012-2025 (2016) ...... 19 9.4 Metrolink Short Range Transit Plan 2015-2020 (2016) ...... 20 9.5 SANDAG 2015-2016 State of the Commute (2017) ...... 20 9.6 SANDAG Commuting Patterns in the San Diego Region (2016) ...... 20 9.7 Regional Mobility Hub Strategy (SANDAG) (2016) ...... 21 9.8 Regional Transportation Plan (RTP) 2012-2035 Sustainable Communities Strategy Towards a Sustainable Future (2012) ...... 21 9.9 Designing for Smart Growth (SANDAG) (2009) ...... 22 9.10 SANDAG 2050 Regional Transportation Plan (RTP) and Sustainable Communities Strategy (SCS) (2011) ...... 22 9.11 RTA Ten-Year Transit Network Plan (2015) ...... 23 9.12 LOSSAN Corridorwide Strategic Implementation Plan (2012) ...... 23 9.13 2018 California State Rail Plan ...... 23 9.14 California Transportation Plan 2040 ...... 24

10 Others ...... 24 10.1 San Diego Region Transit Public Opinion Study (2008) (SANDAG) ...... 24 10.2 State Route 78 Corridor Study (2012) (Caltrans) ...... 25 10.3 SANDAG/Western Riverside Park & Ride Strategy (2019) ...... 25

11 Summary and Next Steps ...... 25

Appendix A ...... 27

Figure 1: NCTD Priority Corridors and Focus Areas ...... 6 Table 1: Strategy Alignment Matrix ...... 7

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IBI GROUP STRATEGIC MULTIMODAL TRANSIT IMPLEMENTATION PLAN TASK 3.1 PLAN REVIEW Prepared for North County Transit District

1 Project Introduction and Document Purpose

This Technical Memorandum corresponds to Task 3.1 of the Scope of Work of the North County Transit District (NCTD) Strategic Multimodal Transit Implementation Plan (SMTIP). For this task, IBI Group reviewed 45 neighborhood, jurisdictional, and regional planning documents in order to produce a comprehensive picture of current and expected development within NCTD’s service area. This plan review will assist in developing an enhanced, user-friendly multimodal network that effectively creates competitive travel alternatives and improves access to transit services for disadvantaged communities and the overall greater community. This plan review was conducted in light of the strategy themes that were developed as part of the Land Use and Transit Integration Study (LUTIS) and builds on the plan review completed for that Study. In 2018, NCTD began work on the Land Use and Transit Integration Study, which analyzed existing and future land use planning and development efforts in the NCTD service area in order to identify corridors that could use mobility improvements and strategies in an effort to better link land use and transit efforts. The Strategic Multimodal Transit Implementation Plan is a continuation of the Land Use and Transit Integration Study and will further explore the operational implications and implementation considerations of the strategy themes, corridors, and focus areas identified in the Land Use and Transit Integration Study. The strategy themes, corridors, and focus areas are listed below:

Strategy Themes Strategy themes are broad, overarching themes that could be applied to various corridors or focus areas and provide guidance to future development, mobility operations, placemaking, and land use decisions. • Technology-Based Strategy is focused on integrating technology into transit service planning for a more seamless and better-informed travel experience for riders. Potential strategies include a universal payment and journey planning app, real-time traveler information, Mobility-on-Demand or seasonal shuttles tracked via app, and transportation network providers (TNCs) as a first/last mile solution to transit stations. • Transportation Demand Management (TDM) Strategy is focused on providing commuter connections and amenities, which may include vanpool, carpool, and park-and-ride lots to meet diverse needs, particularly for long-distance commuters to/from Riverside, Orange County, and San Diego County. Potential strategies include employer partnerships for carpool/vanpool usage and subsidies, electric vehicle charging stations at park-and-ride stations, shared transit/park-and-ride lots, and accommodating pick-up/drop-off activities at designated areas at transit stations. • Active Transportation Strategy is focused on enhancing the first-last mile experience to/from transit stations in the form of enhanced bike/pedestrian facilities. This may include bike lanes/paths, wayfinding signage, enhanced crosswalks, lighting, landscaping, and more. This alternative to driving is both cost effective and healthy, promoting both multimodal connections and physical activity. Potential strategies include enhanced bike infrastructure and pedestrian facilities such as upgraded bike lanes, barriers, crosswalks, sidewalks, landscaping, and lighting. • Commuter Bus Strategy is focused on identifying corridors where express bus services could link commuters to key employment and activity centers, with minimal stops. This strategy could be cross-jurisdictional, connecting North County to southern San Diego County and potentially also to Riverside and Orange County. Potential strategies include increased peak-hour service frequency to employment centers, direct (minimal stops) service connections and inter-county commuter connections between north San Diego County and neighboring counties.

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IBI GROUP STRATEGIC MULTIMODAL TRANSIT IMPLEMENTATION PLAN TASK 3.1 PLAN REVIEW Prepared for North County Transit District

• Bus Rapid Transit (BRT) Strategy is similar to the commuter bus strategy, but would instead provide services along corridors with high ridership demand and density that either exists today or is anticipated for the future. BRT amenities may include enhanced stations, vehicles, exclusive right-of-way, and stops at key destinations – such as shopping centers, downtown areas, and employment centers. Potential strategies include service area improvements, improved service efficiency and rider experience improvements such as enhanced stations and vehicles. • Rail Strategy is focused on identifying current corridors that warrant increased service or future corridors that could be converted to rail in the future. Corridors where current and future needs for ridership demand and density operations are not met by BRT or commuter bus in the future could benefit from a conversion to rail. Potential strategies include trains operating in exclusive right-of-way, service expansion through new or extended rail service to corridors with high population or employment density that may benefit from extended rail service, increase peak-hour service, and rider experience improvements such as enhanced station areas and wayfinding.

Corridors Corridors are identified as linear areas along major streets that show land use development potential and existing or potential for transit ridership. • Route 101 runs along Coast Highway through the cities of Oceanside, Carlsbad, and Encinitas. Existing lines of service include BREEZE Route 101 and connection points to SPRINTER stations along the route. This corridor was selected for its coastal adjacency and connection to several east-west corridors. • SPRINTER North covers the SPRINTER corridor between Oceanside and Vista that runs east-west from Interstate 5 to the Vista Transit Center, and encompasses six SPRINTER stations (Crouch Street, El Camino Real, Rancho Del Oro, College Boulevard, Melrose Drive, and Vista). The corridor was selected due to high potential for redevelopment of land adjacent to the line, proximity to employment and other activity centers, and connection to the Route 101 corridor. • Mission Santa Fe corridor follows the path of BREEZE Route 303, running roughly parallel to CA-76 along Mission Avenue from the Oceanside Transit Center and then turns south on Santa Fe Avenue to connect to the Vista Transit Center. Route 303 is one of the highest-frequency lines of service in the corridor, operating on as frequent as six-minute headways during peak hours. The corridor passes primarily single- family residential and large light industrial and office parks and was identified for its high level of transit ridership compared to peak service frequency. • El Camino Real corridor covers an area along El Camino Real running from Oceanside Boulevard and the El Camino Real SPRINTER station at the north end to Encinitas Boulevard to the south end. This corridor is currently serviced by BREEZE Route 309 that operates on 30-minute headways Monday through Saturday and 60 minutes headways on Sundays. This corridor was selected due to the additional network connectivity that it could provide between the SPRINTER North and Palomar Airport/San Marcos corridors, as well as for the connection to key activity centers and potential infill development along a major north-south arterial. • Palomar Airport/San Marcos corridor is currently serviced by the BREEZE Route 445 bus that connects the Carlsbad Poinsettia COASTER station to the Palomar College SPRINTER station but provides only three eastbound and five westbound trips per day in service of commuters. The corridor is also served by the Carlsbad Connector pilot program, which provides on-demand rides from the Carlsbad Poinsettia COASTER station to the employment centers along the corridor. The Palomar Airport / San Marcos corridor is very low density, but proximity to activity centers like LEGOLAND, the McClellan-Palomar Airport, employment centers, and

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IBI GROUP STRATEGIC MULTIMODAL TRANSIT IMPLEMENTATION PLAN TASK 3.1 PLAN REVIEW Prepared for North County Transit District

the presence of developable land present a unique opportunity. Palomar College and California State University, San Marcos are additional key activity centers around which development could focus. • Vista/Escondido corridor connects the Vista and Escondido Transit centers via Santa Fe Avenue and Mission Boulevard and is serviced both by the SPRINTER and by BREEZE Route 305. The corridor was identified for its high level of transit ridership compared to peak service frequency. • East Escondido/Valley Parkway (County Highway S6) runs east-west through the City of Escondido and connects to the rural communities of Valley Center, Rincon, and Pala. Existing service is provided by the BREEZE Route 388 that operates every two hours northbound to Pala, with some additional frequency provided in the southbound direction to Escondido. Service along this corridor is also provided by the 355/357 BREEZE bus which covers almost the entire East Escondido Valley Parkway segment. Although providing additional transit service may be infeasible in the near-term, the high amount of redevelopment opportunity along Valley Parkway in Escondido may provide opportunities for strategic placemaking and infill development around key activity centers. • South Escondido/Bear Valley Parkway corridor connects the Escondido Transit Center to the Del Lago Transit Station via South Escondido Boulevard, Sunset Drive, and Bear Valley Parkway. Existing service is provided by the 350 BREEZE bus, a high-quality line that operates on 15-minute headways during peak hours and provides service roughly 16 hours per day. It connects key activity centers such as Westfield North County and Kit Carson Park, as well as San Pasqual High School (for which route 350 provides additional service on school days). The pattern of development along Escondido Boulevard presents relatively TOD-friendly conditions with street-fronting businesses, short block sizes, and evidence of recent multi-family and mixed-use development. • Vista-Fallbrook corridor shows evidence high levels of transit ridership compared to peak frequency. The existing 306 BREEZE bus route provides hourly service between the Vista Transit Center and the semirural community of Fallbrook via East Vista Way, CA SR-76, and Mission Road. • I-15 North corridor is a connecting route from north San Diego County to Riverside County and is a common route for commuters and lends itself to enhanced amenities for commuters. The increasing amount of housing development along I-15 north of the City of Escondido also presents opportunities for linkages between land use and transit.

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IBI GROUP STRATEGIC MULTIMODAL TRANSIT IMPLEMENTATION PLAN TASK 3.1 PLAN REVIEW Prepared for North County Transit District

Figure 1: NCTD Priority Corridors and Focus Areas

Focus Areas Focus areas are centered usually on major intersections with land use development potential as well as proximity to existing or potential transit. • Washington & Broadway (Escondido) • Vista Village Dr & Santa Fe (Vista) • Mission Ave & Twin Oaks Rd (San Marcos) • Oceanside Transit Center (Oceanside) • Mission & Canyon (Oceanside) • I-15 & Valley Parkway (Escondido) • Ash & Washington (Escondido) • San Marcos Blvd & SR-78 (San Marcos) • Centre City Parkway & 9th (Escondido) • I-15 & Rock Springs Rd (Escondido) This plan review focuses on analyzing what planning documents place emphasis on the identified transit strategies and which documents provide guidance for areas within the identified corridors and focus areas (see Appendix A). Documents from the Land Use and 6

IBI GROUP STRATEGIC MULTIMODAL TRANSIT IMPLEMENTATION PLAN TASK 3.1 PLAN REVIEW Prepared for North County Transit District

Transit Integration Study plan review were re-evaluated for alignment with NCTD’s goals for the Strategic Multimodal Transit Implementation Plan and included in this review if they were relevant to identified strategy themes, corridors, or focus areas. Other relevant documents and plans were included if they pertained to any areas near the identified corridors and focus areas, as well as relevant regional and statewide plans that may impact NCTD. A list of all reviewed documents can be found in Table 1. Relevant strategy themes are marked for each document. For reference to North County local and regional planning documents that were not included of this plan review, please refer to the NCTD Land Use and Transit Integration Study Task 3-1 Plan Review.

Table 1: Strategy Alignment Matrix

based -

r Bus

Technology TDM Active Transportation Commute Rapid/BRT Rail DOCUMENT NAME STRATEGY THEMES ACTIVE TRANSPORTATION PLANS

1 City of Solana Beach Comprehensive Active Transportation Strategy X

San Diego Forward: The Regional Plan - Appendix U.16: Active 2 X Transportation Implementation Strategy 3 County of San Diego Active Transportation Plan Draft X X 4 San Marcos Bicycle and Pedestrian Master Plan X X BIKE MASTER PLANS 5 Carlsbad Bikeway Master Plan X 6 City of Encinitas Bikeway Master Plan X X 7 Escondido Bicycle Master Plan X 8 City of Oceanside Bicycle Master Plan X 9 Riding to 2050: San Diego Regional Bike Plan X COMPREHENSIVE OPERATING ANALYSES (COA)

10 Riverside Transit Agency Comprehensive Operations Analysis X X X

11 San Diego Metropolitan Transit System (MTS) Transit Optimization Plan X

GENERAL PLAN CIRCULATION/TRANSPORTATION ELEMENTS 12 Del Mar Community Plan X X 13 Carlsbad Circulation Element X X 14 Encinitas Circulation Element X 15 Oceanside General Plan Circulation Element X X X X 16 Solana Beach General Plan Circulation Element X X 17 Vista 2030 General Plan Circulation Element X X X GENERAL PLAN MOBILITY ELEMENTS 18 Carlsbad Mobility Element X X X X 19 Escondido Mobility Element X X

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based -

r Bus

Technology TDM Active Transportation Commute Rapid/BRT Rail DOCUMENT NAME STRATEGY THEMES 20 San Marcos Mobility Element X X X X PEDESTRIAN MASTER PLANS 21 Pedestrian Master Plan Prepared for City of Carlsbad X X 22 Oceanside Pedestrian Master Plan X 23 City of San Diego Final Draft Pedestrian Master Plan X X PROJECTS

24 Lomas Santa Fe Corridor Improvement Project (Solana Beach) X X X

25 Rail Corridor Improvements (LOSSAN) X X X 26 I-15 Express Lanes Project (Caltrans) X X 27 North Coast Corridor (NCC) Program (Caltrans) X X 28 Inland Rail Trail (SANDAG) X AGENCY/OPERATOR PLANS 29 Amtrak Five Year Service Line Plan (FY17-21) X X X 30 State of OC Transit Report X X X 31 Metrolink 10-Year Strategic Plan X 32 Metrolink 5-Year Short Range Transit Plan X 33 SANDAG 2015-2016 State of the Commute X X 34 SANDAG Commuting Patterns in the San Diego Region X 35 SANDAG Regional Mobility Hub Implementation Strategy X X X X X

Regional Transportation Plan (RTP) 2012-3025 Sustainable Communities 36 X X X X X Strategy Towards a Sustainable Future

37 Designing for Smart Growth X X SANDAG 2050 Regional Transportation Plan (RTP) and Sustainable 38 X X X X X X Communities Strategy (SCS) 39 RTA Ten-Year Transit Network Plan X X 40 LOSSAN Corridorwide Strategic Implementation Plan X 41 2018 California State Rail Plan X 42 California Transportation Plan 2040 X X X X X X OTHERS 43 San Diego Region Transit Public Opinion Survey X X X 44 State Route 78 Corridor Study X X 45 SANDAG/Western Riverside Park & Ride Strategy X

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2 Active Transportation Plans 2.1 City of Solana Beach Comprehensive Active Transportation Strategy (2015)

Summary and Relevance The City of Solana Beach Comprehensive Active Transportation Strategy, adopted in 2015, guides bicycle and pedestrian improvements in Solana Beach, CA into 2030. The goals of the plan center on making existing bicycle and pedestrian facilities safer and more comfortable. The City intends to add more bicycle facilities and implement traffic calming and pedestrian facility improvements. The plan mentions that Solana Beach is working towards having a balanced, multimodal transportation network to meet the various needs of commuters. A notable amount of the planned improvements run along Highway 101, which follows the Solana Beach portion of the Route 101 corridor. Strategy Themes • Active Transportation

2.2 San Diego Forward: The Regional Plan – Appendix U.16: Active Transportation Implementation Strategy (SANDAG) (2015)

Summary and Relevance SANDAG’s Active Transportation Implementation Strategy, adopted in 2015, lays the framework for bicycle and pedestrian improvements in the San Diego Region. The main goal of the plan is to provide more transportation options and reduce greenhouse gases. The plan states that SANDAG will be working on implementing its Regional Bicycle Plan (Bike Plan) and the Regional Bicycle Plan Early Action Program in order to increase bicycle and pedestrian safety and connectivity to transit. These goals align with NCTD’s goals of improving access to public transit and coincides with the corridors being studied.

Update Since Land Use and Transit Integration Study Plan Review In April of 2019, SANDAG approved an action to develop a bolder transportation vision for the 2021 Regional Plan that will transform the way people and goods move throughout the San Diego region. As a part of this update, SANDAG unveiled the “5 Big Moves” – key strategies that will be used to identify transportation solutions for critical connections throughout the region. As a result, the Regional Plan update is being delayed, noting that its release and adoption will take place in 2021, not 2019. This development to the Regional Plan leaves uncertainty with regard to the future of the 2015 Regional Plan’s implementation. Strategy Themes • Active Transportation

2.3 County of San Diego Active Transportation Plan Draft (2018)

Summary and Relevance The County of San Diego Active Transportation Plan (2018) is a plan to address the needs of bicycles and pedestrians while balancing environmental, economic, and community interests. The City of San Diego aims to implement a comprehensive network of facilities that are accessible to all users. The document focuses on expanding the bicycle and pedestrian

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network in ways that will connection work and non-work destinations and fit into the context of each community in order to solve first-last mile issues and meet the needs of the community. The County of San Diego’s network of proposed developments can be found within the County of San Diego’s Vista/Fallbrook, I-15 North, East Escondido/Valley Parkway, and Vista/Escondido priority corridors. Strategy Themes • Transportation Demand Management (TDM) • Active Transportation

2.4 San Marcos Bicycle and Pedestrian Master Plan (2015)

Summary and Relevance San Marcos’ Bicycle and Pedestrian Master Plan (2015) is a guide for the design and implementation of bicycle and pedestrian facilities in San Marcos. Highlights of the plan’s goals include integrating multimodal connections to transit and parking facilities, expanding and improving the City’s bicycle and pedestrian facilities, and supporting transit service and facilities. San Marcos aims to work with NCTD and other transit agencies to ensure that there are appropriate accommodations for commuters at transit stations and within transit vehicles. The recommended additions in the plan are situated along or around the Palomar Airport/San Marcos and Vista/Escondido corridors. Strategy Themes • Technology-Based • Active Transportation

3 Bike Master Plans 3.1 Carlsbad Bikeway Master Plan (2007)

Summary and Relevance The Carlsbad Bikeway Master Plan, published in 2007, plans for improved bicycling in Carlsbad. The City aims to complete its bicycle network and increase connectivity within the city for both experienced and inexperienced riders. The City’s goals also include encouraging alternative transportation methods aside from cycling. This aligns with NCTD’s goals of planning for multimodal transit networks within its service area. A large portion of NCTD’s proposed improvements follow Carlsbad’s priority corridors. Strategy Themes • Active Transportation

3.2 City of Encinitas Bikeway Master Plan (2005)

Summary and Relevance Encinitas’ Bikeway Master Plan (2005) lays out the vision for bikeway network improvements in Encinitas. The plan’s objectives included establishing different types of facilities that could be implemented throughout the city, integrating the city’s bikeway system with San Diego’s regional bikeway system, and maximizing multimodal connections between mass transit and bikeways. The proposed bikeway update includes developments along the Route 101 and El Camino Real corridors seen in NCTD’s study areas. The document supports NCTD’s vision for improving and implementing multimodal connections.

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Strategy Themes • Active Transportation • Rail

3.3 Escondido Bicycle Master Plan (2012)

Summary and Relevance The Escondido Bicycle Master Plan (2012) sets out a plan for improving bicycling in Escondido. The plan’s goals include expanding and enhancing the city’s bikeway network while also integrating Escondido’s local network into the regional network. Escondido’s proposed bicycle facilities coincide with NCTD’s four corridors and five focus areas within the city. The document also notes that “opportunities for a more robust multimodal transportation system will be attained with additional population growth focused in Escondido’s central core”, which is in line with NCTD’s goals for more multimodal transit options. Strategy Themes • Active Transportation

3.4 City of Oceanside Bicycle Master Plan (2008)

Summary and Relevance The City of Oceanside Bicycle Master Plan, adopted in 2008, serves to meet bicyclist needs, accommodate long distance travel, and promote tourism. The City aims to better integrate its bicycle network to mass transit and the regional bikeway network. Aside from promoting bicycling as a viable method of travelling, the City also intends to increase multimodal connections between mass transit and bikeways. This aligns with NCTD’s goals of increasing the transit options that commuters have throughout North County while promoting active transportation. Different levels of proposed bicycle facilities run along the Route 101, Mission Santa Fe, SPRINTER North, and El Camino Real corridors. Strategy Themes • Active Transportation

3.5 Riding to 2050: San Diego Regional Bike Plan (SANDAG) (2010)

Summary and Relevance SANDAG’s Riding to 2050: San Diego Regional Bike Plan, completed in 2010, presents a vision for a regional system of bikeways and support facilities to make bicycling a more practical and attractive method of transportation in order to improve quality of life, public health, and environmental quality. SANDAG’s goals include increasing bicycling within the region, encouraging complete streets, and improving bicycle safety. This aligns with NCTD’s goals of providing alternative commute options to residents and tourists alike. SANDAG’s network covers the majority of NCTD’s corridors and focus areas. Strategy Themes • Active Transportation

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4 Comprehensive Operating Analyses (COA) 4.1 Riverside Transit Agency Comprehensive Operational Analysis (2015)

Summary and Relevance The Riverside Transit Agency (RTA) COA conducted a thorough analysis of the RTA’s broader network structure and route-specific performance to provide RTA with a comprehensive understanding of its market conditions and service performance. This resulted in a Ten-Year Network Transit Plan that will help guide RTA’s service planning decisions based on the efficiency and effectiveness of its existing services. RTA notes that it has plans to increase its Commuter Link services in order to provide more regional connections to San Diego County, but does not note any specific changes in this document. This COA aligns with NCTD’s goal of evaluating its existing services in order to better serve the community as well as providing multimodal alternative commute options for intercounty travel in order to provide equitable services. Strategy Themes • Commuter Bus • Rapid/BRT • Rail

4.2 San Diego Metropolitan Transit System (MTS) Transit Optimization Plan (2017)

Summary and Relevance The MTS Transit Optimization Plan aims to create a network of services that attracts more riders, reverse a two-year decline in ridership and fare revenue, and ensure that MTS services are efficient and effective for the region’s travel needs. In 2017, MTS added $2 million in new services to its bus network in order to improve high-frequency services and shorten travel times. These changes are benefitting the San Diego region as a whole and are in line with NCTD’s goals of developing services that improve the productivity and efficiency of regional transit systems and creating a more user-friendly regional network. Strategy Themes • BRT

5 General Plan Circulation/Transportation Elements 5.1 Del Mar Community Plan – Transportation (1976, amended in 1985)

Summary and Relevance The Del Mar Community Plan aims to minimize the impact of the automobile within Del Mar in order to maintain its character and emphasize a more pedestrian and bicycle-friendly environment. Along with its efforts to improve the commuters’ active transportation options, the document also encourages finding alternate solutions to the transportation needs of the community such as local transit and regional rapid transit. This supports NCTD’s goals of 12

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improving attractive alternative commute options in order to create a more user-friendly multimodal network. The document also places emphasis on Camino del Mar, which correlates to the Route 101 corridor within NCTD’s study area. Strategy Themes • Active Transportation • Rapid/BRT

5.2 Carlsbad Circulation Element (amended 2013)

Summary and Relevance The Carlsbad Circulation Element aims to promote, encourage, and accommodate a variety of transportation modes as alternatives to automobiles. The goals stated in the Circulation Element include creating an integrated transportation network with adequate infrastructure to serve the projected population. The document also notes that Carlsbad will coordinate with SANDAG and NCTD on the installation of any new trolley, light-rail, or park-and-ride facilities. These objectives support NCTD’s goals of creating multimodal transit networks throughout North County through rail and active transportation efforts. Though there is no specific mention of any proposed locations for developments, it does note main arterial roads such as Palomar Airport Road that align with the Palomar Airport/San Marcos corridor in Carlsbad identified in the Land Use and Transit Integration Study. Strategy Themes • Transportation Demand Management (TDM) • Active Transportation

5.3 Encinitas Circulation Element (amended 2003)

Summary and Relevance The Encinitas Circulation Element’s goal is to create a sound, safe, and sensible circulation system that promotes the efficient movement of people and goods in and around the City. The plan states that the City will support an integrated transportation program that includes mass-transit, active transportation including bicycle and pedestrian access, equestrian access, and carpooling efforts. Additionally, the Encinitas Circulation Element states that the City will cooperate with San Diego County, SANDAG, and other jurisdictions to plan and implement a multimodal transit system. This plan is supportive of NCTD’s efforts to create an equitable multimodal transportation system in order to reduce reliance on the automobile throughout the region. Strategy Themes • Active Transportation

5.4 Oceanside General Plan Circulation Element (2017)

Summary and Relevance The goals of the Oceanside General Plan Circulation Element is to create a multimodal transportation system which allows for the efficient and safe movement of all people and goods that also meets current and future demands and needs of the community. The City also aims to promote alternative modes of transportation and integrating the local system with the regional transportation system. The document highlights possible solutions to transportation issues such as promoting flexible work strategies to reduce automobile usage, encouraging carpool, increasing usage of transit and rail, and encouraging non-motorized transportation alternatives. This document supports NCTD’s vision of implementing 13

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multimodal transit within Oceanside. Some of the focus areas in this document align with corridors in Oceanside such as Route 101 and El Camino Real. The City of Oceanside is currently working on initiating a general plan update. The update includes the adoption of Economic Development and Energy and Climate Action Elements alongside the updates for all the existing elements. Most notable is the Smart and Sustainable Corridors Plan that will outline strategies designed to channel the bulk of projected housing and employment growth into Oceanside’s major commercial corridors, including Coast Highway, Mission Avenue, and Vista Way. This update will help facilitate land use in order to make the City of Oceanside more walkable and assist in promoting a more connected transit network. Strategy Themes • Technology-Based • Transportation Demand Management (TDM) • Active Transportation • Rapid/BRT

5.5 Solana Beach General Plan Circulation Element (2017)

Summary and Relevance The Solana Beach General Plan Circulation Element is intended to provide for a balanced circulation system that supports travel demands in order to maintain a high quality of life for residents of Solana Beach as well as other roadway users. It aims to identify enhancements that can be made to existing facilities in order to establish a comprehensive multimodal transportation system that encourages walking, cycling, and transit use as opposed to automobile reliance. Policy C-1.5 states that the City will “work with state, regional and local transportation entities to improve and expand transportation facilities and services that link residents to important land use destinations”. This will help the City get in line with its goals to expand Solana Beach’s public transportation system to meet the identified needs of the Solana Beach community while also being compatible with the regional mobility system. This is also in line with NCTD’s goals of establishing multimodal transit networks and increasing connectivity within the county. Strategy Themes • Transportation Demand Management (TDM) • Active Transportation

5.6 Vista 2030 General Plan Circulation Element (2011)

Summary and Relevance The Circulation Element of the City of Vista General Plan serves as a guide for policy makers, decision-makers, planners, and the general public regarding the desired circulation patterns through the 2030 planning period. The document states that Vista relies on a diverse multimodal transportation system consisting of roadways, rail, bicycle, and pedestrian facilities, and would like to ensure that its policies efficiently accommodate for future growth. The document alludes to consistent coordination and collaboration with NCTD in order to support NCTD’s efforts of maintaining and upgrading the existing transit systems. Strategy Themes • Technology-Based • Transportation Demand Management (TDM)

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• Active Transportation

6 General Plan Mobility Elements 6.1 Carlsbad Master Plan – Mobility and Beautification Chapter (2018)

Summary and Relevance The Carlsbad Master Plan Mobility and Beautification element describes a goal of creating a more walkable and livable setting as well as balancing a variety of travel mode. The document has a strong emphasis on walking, especially in the Barrio and Village. The City’s goals include maximizing connectivity, creating livable streets, enhancing Carlsbad’s bike network, and implementing parking and transportation demand strategies, and providing modal choices and networks. These align with NCTD’s goals of providing attractive alternative commute options. Some of the City’s proposed amendments correlate to the Route 101 corridor in Carlsbad. Strategy Themes • Technology-Based • Transportation Demand Management (TDM) • Active Transportation • Commuter Bus

6.2 Escondido General Plan Mobility Element (2012)

Summary and Relevance The City of Escondido’s Mobility Element discusses the transportation planning and infrastructure needs that must respond to changing conditions throughout the city. Its goal is to create an accessible, safe, convenient, and integrated multimodal network that connects all users and moves goods and people within the community and region efficiently. The plan mentions cooperating with SANDAG and NCTD in implementing programs such as a Rapid Bus service that will enhance transit connections throughout the city. Escondido’s support of these initiatives and others, such as designing complete streets, aligns with NCTD’s vision. Strategy Themes • Transportation Demand Management (TDM) • Active Transportation

6.3 San Marcos General Plan Mobility Element (2012)

Summary and Relevance The goal of the San Marcos Mobility Element is to transition to a multimodal transportation network, including pedestrian access, bikeways, roadways, and public transit routes. The City’s purpose is to enhance and manage its mobility network in order to continue properly serving its vibrant city. While the City of San Marcos is working towards improving its multimodal connections, it is targeting four focus areas: San Marcos Boulevard, Rancho Santa Fe Road, Mission Road, and Twin Oaks Valley. These four focus areas are all situated on or near NCTD’s Vista/Escondido and Palomar Airport/San Marcos corridors. Strategy Themes

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• Technology-Based • Transportation Demand Management (TDM) • Active Transportation • Rapid/BRT

7 Pedestrian Master Plans 7.1 Pedestrian Master Plan Prepared for City of Carlsbad (2008)

Summary and Relevance Carlsbad’s Pedestrian Master Plan is a guide to ensure that Carlsbad’s future growth results in a city with a truly multimodal transportation network. The Plan’s goals include creating a neighborhood feel so that streetscapes feel inviting and walkable, balancing needs for all modes, making streets accessible for all, promoting walking, biking, and public transit, and supporting the improvement and modernization of railroad facilities within Carlsbad and the region. The Plan acknowledges locations such as northwestern Carlsbad, the coastal region and areas along El Camino Real, Aviara Parkway, and La Costa Avenue as high pedestrian needs areas. The areas coincide with NCTD’s El Camino Real, Palomar Airport/San Marcos, and Route 101 focus corridors. Carlsbad’s vision for an improved multimodal transportation network that encourages walking aligns with NCTD’s goals of providing attractive commute options for commuters. Strategy Themes • Transportation Demand Management (TDM) • Active Transportation

7.2 Oceanside Pedestrian Master Plan (2009)

Summary and Relevance Oceanside’s Pedestrian Master Plan is a resource for the city to guide pedestrian improvements to make walking a safe, accessible, easy, and attractive transportation choice. The Plan’s goals include developing a safe, walkable, accessible pedestrian environment that connects to popular travel destinations in Oceanside and to ensure that the pedestrian network supports transit, biking, smart growth, and transit oriented development. Policies include repairing existing sidewalks, ensuring ADA compliance, supporting development that promotes walking, and encouraging pedestrian access to the COASTER and SPRINTER. Projects that the City is prioritizing coincide with the El Camino Real and Mission Santa Fe corridors in Oceanside. The document is aligned with NCTD’s goals of promoting attractive alternative commute options to increase connectivity throughout North County, stating that the City will “Work with NCTD to provide accessible pedestrian facilities at transit stops.” Strategy Themes • Active Transportation

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7.3 City of San Diego Final Draft Pedestrian Master Plan (2015)

Summary and Relevance The City of San Diego’s Master Plan, is a framework for improving the pedestrian network and fostering walkable communities to support sustainability, support transit access, connect public spaces, and improve public health and neighborhood quality. The main goals are to provide safe pedestrian facilities that are wide enough for peak use and have enough street crossings, ensure all facilities meet regulations for accessibility, and ensure that all facilities have amenities to encourage walking and improve the pedestrian experience. San Diego describes creating a pedestrian network that connects to transit stations and other activity centers. This is supportive of NCTD’s goals as it pertains to transit-oriented development. Strategy Themes • Transportation Demand Management (TDM) • Active Transportation

8 Projects 8.1 Lomas Santa Fe Corridor Improvement Project (Ongoing)

Summary and Relevance The Lomas Santa Fe Corridor Improvement Project seeks to identify physical improvements to this major east-west arterial in the City of Solana Beach that could be implemented to improve character, safety, walkability, bikeability, and circulation. Improvements include a focus on user-friendly walkways, bike lanes, and improving vehicular flow while maintaining flow at a low speed to avoid compromising safety. The Project connects to NCTD’s Route 101 focus corridor and supports NCTD’s vision to enhance multimodal network connections throughout North County. Strategy Themes • Transportation Demand Management (TDM) • Active Transportation • Rail

8.2 LOSSAN Rail Corridor Improvements (Ongoing)

Summary and Relevance The LOSSAN rail corridor is the second busiest intercity rail corridor in the nation supporting commuter, intercity, and freight rail services. Over the next 20 years, SANDAG plans to construct nearly $1 billion in improvements to the San Diego segment, including primary effort to double track the corridor from Orange County to Downtown San Diego. The LOSSAN rail corridor directly affects the daily service for NCTD’s COASTER and SPRINTER services. The expansion of the LOSSAN rail corridor could improve intercounty commuter travel, which aligns with NCTD’s vision for a multimodal network that increases accessibility for potential riders. The rail corridor runs along and intersects with NCTD’s Route 101 corridor, allowing for the possibility of increased transit connections. Strategy Themes • Transportation Demand Management (TDM)

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• Active Transportation • Rail

8.3 I-15 Express Lanes Project (Caltrans)

Summary and Relevance The Interstate-15 (I-15) Express Lanes Project was conducted by the California Department of Transportation (Caltrans) District 11. The express lanes run between State Route 78 (SR- 78) and State Route 163 (SR-163) and provide 20 miles of flexible travel for high-occupancy vehicles (HOVs). The project’s goal is to encourage people to carpool, vanpool, or use public transit in order to provide congestion relief and help ease demand on the general purpose lanes. This project has concluded and the express lanes have been in operation for a number of years. This is in line with NCTD’s goal to provide attractive alternative commute options and user-friendly transit networks that encourage less reliance on private automobiles. The I-15 Express Lanes come into contact with some of the Escondido corridors including El Camino Real and East Escondido/Valley Parkway. Strategy Themes • Technology-Based • Transportation Demand Management (TDM)

8.4 North Coast Corridor (NCC) Program (Caltrans)

Summary and Relevance The Caltrans and SANDAG North Coast Corridor (NCC) Program is a balanced set of transportation, environmental, and coastal access projects to improve the quality of life for residents of North County. The transportation projects adds upgrades to Interstate 5 (I-5) spanning from La Jolla to Oceanside, includes adding express lanes, double-tracking rail lines, upgrading rail stations, and improving highway overpasses to provide better bicycle and pedestrian paths. The improvements that the NCC Program is adding to the North County area aligns with NCTD’s goals of enhancing infrastructure that improves the efficiency of the transit system in order to provide better options for residents. Some of the improvements are being added near the Mission San Fe, SPRINTER Norther, and Palomar Airport/San Marcos corridors. Strategy Themes • Transportation Demand Management (TDM) • Rail

8.5 Inland Rail Trail (SANDAG)

Summary and Relevance The Inland Rail Trail is a 21-mile Class I bikeway that runs through Oceanside, Vista, San Marcos, Escondido, and a portion of the unincorporated County of San Diego. This project is an element of the San Diego Regional Bike Network located in the NCTD right-of-way and provides access to five SPRINTER stations. This trail will connect to five of NCTD’s identified focus corridors. The addition of the Inland Rail Trail supports NCTD’s vision to provide people with attractive alternative commute options and having an enhanced multimodal network throughout the region. Strategy Themes • Active Transportation

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9 Agency/Operator Plans 9.1 Amtrak Five Year Service Line Plans (FY18-23) (2018)

Summary and Relevance The goal of Amtrak’s Five Year Service Line Plan is to “provide efficient and effective intercity travel options”. Some of its primary initiatives are to improve access and connectivity, make service changes that expand routes and frequencies, improve and acquire fleets, and to improve service change forecasting process along state supported routes but no specific improvements were mentioned. The Pacific Surfliner is a state supported route that serves the cities from San Luis Obispo to Los Angeles to San Diego. The improved access and connectivity to the Pacific Surfliner aligns with NCTD’s vision for a more integrated multimodal transit system, especially improved rail services. The Pacific Surfliner provides access near the Route 101 corridor. Amtrak’s efforts to improve on-time reliability, increase routes and frequencies, and provide first/last mile connectivity options may benefit NCTD in its own efforts. Strategy Themes • Technology-Based • Transportation Demand Management (TDM) • Active Transportation

9.2 State of OC Transit Report (2017)

Summary and Relevance The State of OC Transit Report, prepared at the direction of the Orange County Transportation Authority (OCTA), provides an overview of transit in Orange County, including existing service, built environment, travel patterns, and demographics. OCTA has several connections to North San Diego County in place, such as its connection from Route 1 to NCTD Route 392, the LOSSAN Pacific Surfliner route, and the Metrolink OC line. Additionally, OCTA expresses interest in working with transit agencies from other counties, such as NCTD, to increase intercounty connectivity, leaving potential for collaboration. Strategy Themes • Technology-Based • Transportation Demand Management (TDM) • Active Transportation

9.3 Metrolink 10-Year Strategic Plan 2012-2025 (2016)

Summary and Relevance Metrolink’s vision for the next ten years is to be Southern California’s preferred transportation system. Some of the agency’s goals include increasing regional mobility, investing in staff and assets, and retaining and growing ridership. The document also mentions encouraging rail friendly development, which is in line with NCTD’s goals for this study. Additionally, the document mentions the possibility of expanding Orange County service from Oceanside to San Diego in its future growth scenarios, providing more connectivity opportunities for intercounty commuters. Metrolink mentions wanting to improve connectivity with regional

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transit agency services, which provides an opportunity for NCTD to build a relationship with them. Metrolink’s services currently provides connectivity to NCTD’s Route 101 and Mission Santa Fe corridors, but the expansion scenarios in the Plan could allow for connectivity to other corridors, such as Palomar Airport/San Marcos. Strategy Themes • Technology-Based

9.4 Metrolink Short Range Transit Plan 2015-2020 (2016)

Summary and Relevance The 5-Year Short Range Transit Plan is structured under the same goals as the 10-Year Strategic Plan, only working with a smaller time frame. Strategies specific to the short term that are related to NCTD include proposed service improvements to be implemented by 2020, such as adding service to the Orange County Line that connects Downtown Los Angeles to Oceanside. This is the highest increase in service planned among the existing Metrolink lines. This increase in connectivity to Oceanside would allow for access to the Route 101 and Mission Santa Fe corridors. This plan aligns with NCTD’s goal of coordinating short-term transit improvements to complement longer-term strategies. Strategy Themes • Technology-Based

9.5 SANDAG 2015-2016 State of the Commute (2017)

Summary and Relevance The SANDAG State of the Commute Report for 2015-2016 is a summary of the travel trends for various modes of transportation in the San Diego region. The goal is to provide a quick view of the region’s transportation system. The report identifies San Diego as having a high percentage (76.3%) of residents who drive alone to work and having the 19th highest commute among major US metropolitan areas. In 2016, the peak period freeway delay has been increasing at a slower rate than it previously had, regional travel by transit dropped about 7%, there has been increased Rapid ridership, and most major commutes have had increased travel time and peak period delay. The document states that SANDAG will be placing future efforts towards understanding freeway delay, improving travel time data, and improving bicycle and pedestrian performance. These efforts are in line with the efforts NCTD is making to improve multimodal networks and make transit an attractive commute option. The document also identifies trends in transit ridership over time and could serve as a baseline reference document for any NCTD planned expansion. Strategy Themes • Technology-Based • Active Transportation

9.6 SANDAG Commuting Patterns in the San Diego Region (2016)

Summary and Relevance SANDAG’s Commuting Patterns in the San Diego Region is a collection of maps for each of the 18 cities within the county as well as the county at large. The maps illustrate the commuting patterns of residents: where they live, where they work, and the overall inflow and outflow traffic associated with a city. 71% of residents in the San Diego region work outside of the city in which they live. The document interacts with the NCTD service area by

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acting as a resource for determining popular commuting patterns, which may bring to light transit opportunities along routes that could potentially have the need or areas where the existing transit facilities exist but are underutilized because they do not match commuting patterns. Strategy Themes • Transportation Demand Management (TDM)

9.7 Regional Mobility Hub Strategy (SANDAG) (2016)

Summary and Relevance SANDAG’s Regional Mobility Hub Strategy demonstrates how transportation services, amenities, and supporting technologies can work together to make it easier for communities to access transit and other shared mobility choices. Several prototype sites were generated to show how mobility hub features should be tailored to different communities. A Mobility Hub Features Catalog was developed to accompany the prototypes and provide a selection of all potential features that could be part of a Mobility Hub. The three prototypes in North County were the Oceanside Transit Center, Vista Transit Center, and the Sorrento Valley COASTER Station. As the mobility hub concept is rolled out region-wide, other transit hubs in NCTD’s service area may benefit from increased features to entice and benefit local residents to use transit. Strategy Themes • Technology-Based • Transportation Demand Management (TDM) • Active Transportation • Rapid/BRT • Rail

9.8 Regional Transportation Plan (RTP) 2012-2035 Sustainable Communities Strategy Towards a Sustainable Future (2012)

Summary and Relevance Southern California Association of Government’s (SCAG) Regional Transportation Plan/Sustainable Communities Strategy (RTP/SCS), adopted in 2012, balances mobility, economy, and sustainability to provide a vision for the regional transportation system. The Strategy’s goals include reducing transportation emissions, providing residents expanded opportunities by expanding transportation choices, and putting emphasis on transit and active transportation. The SCS portion has goals of developing pleasant neighborhoods that reduce automobile reliance, mitigating changing housing market issues by minimizing housing and transportation costs while maintaining a high quality of life, and confronting congestion by increasing transit capacity and being conscious when shaping land uses. This plan aligns well with NCTD’s goal of creating multimodal transit networks that improve access to transit services in order to promote social equity with regards to transit. Strategy Themes • Technology-Based • Transportation Demand Management (TDM) • Active Transportation 21

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• Commuter Bus • Rapid/BRT

9.9 Designing for Smart Growth (SANDAG) (2009)

Summary and Relevance SANDAG’s Designing for Smart Growth (2009) is a set of design guidelines for infill development in the San Diego Region. The plan promotes strong, walkable, and livable communities with a range of housing, employment, and transportation options. SANDAG’s focuses include transit stations and multimodal streets that balance all modes of transportation including transit. SANDAG’s goals are in unison with NCTD’s goals to create a more user-friendly multimodal transit network. The recommendations given in the document give insight into ideas that can be implemented at different points along NCTD’s corridors and focus areas. Strategy Themes • Transportation Demand Management (TDM) • Active Transportation

9.10 SANDAG 2050 Regional Transportation Plan (RTP) and Sustainable Communities Strategy (SCS) (2011)

Summary and Relevance The 2050 Regional Transportation Plan (RTP), adopted in 2011, is the blueprint for a regional transportation system in San Diego that further enhances quality of life, promotes sustainability, and offers more mobility options for people and goods. SANDAG’s goal is to implement new multimodal transportation options while also focusing its planning efforts around current transportation infrastructure to create new integrated neighborhoods that will work to reduce greenhouse gas emissions. Some of the projects include double-tracking Metrolink, Amtrak, and SPRINTER lines, adding new Trolley and Bus Rapid Transit lines, and improving active transportation infrastructure to encourage walking and bicycling. The plan mentions SANDAG’s active collaboration efforts with NCTD and seem very supportive of integrating new innovative services options that foster social equity and environmental justice. The plan for the 2050 Revenue Constrained Transit Network has improvements being added to system that provide direct access to or around NCTD’s corridors and focus areas. SANDAG has since announced its 5 Big Moves – a bold new transportation vision for the San Diego region. The five moves – Complete Corridors, Transit Leap, Mobility Hubs, Flexible Fleets and Next OS - are meant to enhance connectivity, increase safety and sustainability, and improve quality of life. The 2021 Regional Plan update will fully integrate the 5 Big Moves into the region’s transportation plan. While the 2050 Regional Transportation Plan is the latest approved plan from SANDAG, with the unveiling of SANDAG’s 5 Big Moves, new transit priorities will be going into development and may affect the implementation of the recommendations from the Strategic Multimodal Transit Implementation Plan. Strategy Themes • Technology-Based • Transportation Demand Management (TDM) • Active Transportation • Commuter Bus

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• Rapid/BRT • Rail

9.11 RTA Ten-Year Transit Network Plan (2015)

Summary and Relevance The RTA Ten-Year Transit Network Plan came as a result of the RTA COA study. The goal of the plan is to develop a strategy to enhance the efficiency and effectiveness of RTA’s existing transit services while also responding to the changing demands for transit throughout the area. As a result of this study, RTA is working on creating more multimodal connections throughout the county and also working to facilitate intercounty travel. The plan’s goals are in line with NCTD’s goal of creating more multimodal transit networks, but at the moment, RTA’s only San Diego connection, Route 202, has no proposed changes. Strategy Themes • Transportation Demand Management (TDM) • Rapid/BRT

9.12 LOSSAN Corridorwide Strategic Implementation Plan (2012)

Summary and Relevance The LOSSAN Corridorwide Strategic Implementation Plan aims to implement a strategy for seamless rail travel in the corridor through new and improved infrastructure, more efficient operation schedules, and integration of regional fare policies. The document outlines various quick improvements, preferred service plans, and funding statuses that when implemented will help elevate the LOSSAN rail system in an effort to better serve riders. LOSSAN works closely with NCTD on corridor improvements in the San Diego region and its goals are in line with NCTD’s vision to incorporate new innovative service options in the northern San Diego region in order to create a more user-friendly network. Strategy Themes • Rail

9.13 2018 California State Rail Plan

Summary and Relevance The 2018 California State Rail Plan envisions an integrated rail system for the state of California that provides comprehensive and coordinated service to passengers through more frequent service and convenient transfers between rail and other methods of transit. To achieve this, the State Rail Plan outlines policies and goals that will drive new developments in California’s rail system, including improving multimodal mobility and accessibility, preserving a multimodal transit system, and to foster livable communities and promote social equity. The goals of the State Rail Plan align with NCTD’s vision of creating a multimodal network that promotes social equity and expands the vision to fit a wider region. Strategy Themes • Rail

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9.14 California Transportation Plan 2040

Summary and Relevance The California Transportation Plan 2040 is a statewide, long-range transportation plan that aims to meet the State’s future travel needs while also reducing greenhouse gas reductions throughout the state. Two of the document’s main goals are to improve multimodal mobility and accessibility, and to preserve the multimodal transportation system, which are in line with NCTD’s goals. The Plan outlines different methods of transportation and how each method can be improved and supported over time in order to ensure that the statewide transportation network is providing improved service to a wider audience. NCTD’s work towards creating a multimodal network with new innovative service options will help support statewide transportation efforts. NCTD is willing to work closely with regional partners to ensure that all concurrent work is supporting each other. Strategy Themes • Technology-Based • Transportation Demand Management • Active Transportation • Commuter Bus • BRT • Rail

10 Others 10.1 San Diego Region Transit Public Opinion Study (2008) (SANDAG)

Summary and Relevance The San Diego Region Transit Public Opinion Study, published in December 2008, collected information from public transit riders in the San Diego region in order to adapt SANDAG’s future planning and marketing strategies to benefit riders. The surveys asked questions regarding rider frequency, preferred methods of transit, perceptions of transit, comfort with using various methods of transit, purpose for using transit, obstacles for using transit, interest in increasing transit use, and attitudes towards using transit. SANDAG has acknowledged that ridership will increase if transit services are more appealing than other methods of transportation. By acknowledging that riders are not a homogeneous population, SANDAG has taken it upon itself to better understand potential riders in order to improve its services and marketing strategies. Though the document is older, the strategies included in it with align NCTD’s goal of improving access to transit services for disadvantaged communities and the overall greater community. SANDAG conducted an updated public opinion study in 2019, but has yet to release the final version of the document. Strategy Themes • Technology-Based • Transportation Demand Management (TDM) • Rapid/BRT

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10.2 State Route 78 Corridor Study (2012) (Caltrans)

Summary and Relevance The State Route 78 (SR-78) Corridor Study examined the feasibility of adding a managed or tolled lane in each direction to SR-78 between Interstate 5 (I-5) and Interstate 15 (I-15) in order to address travel demands in the area. The focus of the study is to compare and evaluate the revenue capacity of a managed lane and tolled lane. Criteria analyzed included travel times, arterial level of service, percent congested, and estimated right-of-way needed, and person hours saved. Based on the study, managed lanes performed better than tolled lanes with regards to mobility optimization and revenue optimization, encouraging managed lanes to be studied further. NCTD served on the Technical Working Group for this study. The project runs along NCTD’s corridors. Note: Concurrently with this project, Caltrans is working on an update to the SR-78 Corridor Study as part of the “5 Big Moves” effort. Strategy Themes • Technology-Based • Transportation Demand Management (TDM)

10.3 SANDAG/Western Riverside Park & Ride Strategy (2019)

Summary and Relevance The SANDAG/Western Riverside Park & Ride Strategy focuses on outlining the demand for park & ride facilities in San Diego and Riverside counties and setting an action plan for how to move forward with improving the park & ride network. The document states that one of SANDAG and Riverside County Transportation Commission’s (RCTC) goals is to “increase access and usability of park & ride facilities through optimized siting and by promoting multimodal access features and amenities”. The document also includes a toolkit to guide the implementation of transit-oriented policies focusing on park & ride facilities in order to supplement existing transit facilities. The goals outlined in the document align with NCTD’s goals of incorporating innovative service options within its multimodal network and is in line with the Transportation Demand Management strategy.

Strategy Themes • Transportation Demand Management (TDM)

11 Summary and Next Steps

In this Plan Review, 45 neighborhood, jurisdictional, and regional planning documents were reviewed in order to foster a better understanding of current and expected development of transportation infrastructure and service within NCTD’s service area. The relevant goals, objectives, and project locations of each document were drawn out and assembled in this review for a comprehensive and comparative look of the various mobility visions within the NCTD service area. These documents all focused on creating multimodal transit networks that promote integrated communities for residents and visitors alike. The analytical exercises conducted as part of this plan review showed that the strategy themes, corridors, and focus areas are generally in alignment with the strategies put forth by the cities and communities in north San Diego County. Several of the plans mentioned above are doing work concurrently with the Strategic Multimodal Transit Implementation Plan. Regionwide, SANDAG’s Regional Transportation Plan, 5 Big Moves, and LOSSAN’s Corridorwide Strategic Implementation Plan are working to promote transit integration and multimodal networks that connect to areas outside of San 25

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Diego. These plans will provide commuters and tourists with more opportunities for travelling throughout California, in turn benefitting San Diego’s economy. Locally, NCTD’s Zero Emission Bus planning, the City of Oceanside’s general plan update, and Caltrans’ SR-78 Corridor planning efforts are benefitting San Diego residents and allowing the region to be more connected, bringing economic and environmental benefits to the region. NCTD is dedicated to working closely with regional and local partners to ensure that there is consistency between all the transit efforts being done throughout California and San Diego specifically. With these jurisdictions and their strategies in mind, future NCTD planning can be developed in a way that complements local and regional visions. While the Land Use and Transit Integration Study established the needs of and areas to be addressed within the NCTD service area, the Strategic Multimodal Transit Implementation Plan elaborates on the efforts made by coming up with concrete solution recommendations that pertain to the needs of the community. Future tasks for this project include an Existing Service Conditions Assessment, Travel and Trip Demand Analysis, and a Multimodal Transit Market Review. This information will be used to develop recommendations that align with NCTD’s goals of developing an enhanced multimodal networks that improves access to transit services for the greater community and applying new innovative service options to NCTD’s service area, as well as integrating local transit to regional transit infrastructure.

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Appendix A

Land Use and Transit Integration Corridor Route Maps

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Strategic Multimodal Transit Implementation Plan

Task 3.2 NCTD Transit Data Review

Prepared for North County Transit District by IBI Group November 8, 2019

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Document Control Page

CLIENT: North County Transit District PROJECT NAME: Strategic Multimodal Transit Implementation Plan REPORT TITLE: Task 3.2 NCTD Transit Data Review IBI REFERENCE: 121412 VERSION: V3 J:\121412_NCTDsmtip\6.0_Technical\6.3_Tech-Reports\Task 3.2 DIGITAL MASTER: Transit Data Review\For Review ORIGINATOR: Patricia Vasquez Cabrera, Rachael Alberts REVIEWER: Catherine Thibault, Steve Schibuola AUTHORIZATION: Steve Schibuola CIRCULATION LIST: Katie Persons V1 – Draft V2 – Draft HISTORY: V3 – Draft for approval V4 – Revised Draft

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Table of Contents

1 Introduction ...... 4

2 Operations and Capital Program ...... 7 2.1 FY2020 Operating Budget and Capital Improvement Program (2019) ...... 7 2.2 FY2019 Operating Budget and Capital Improvement Program (2018) ...... 7 2.3 FY2018 Operating Budget and FY 2018-2022 Capital Improvement Program (2017) ...... 7 2.4 FY2017 Adopted Operating Budget and Capital Improvement Program (2016) ..... 8 2.5 Service Implementation Plan FY2020 (2019) ...... 8 2.6 Service Implementation Plan FY2019-2028 (2018) ...... 8 2.7 Service Implementation Plan FY2018-2027 (2017) ...... 8 2.8 Summary of October 2017 Service Changes (2017) ...... 8 2.9 Buses in Service by Time of Day, Day of Week (2019) ...... 9

3 Management ...... 9 3.1 FY16-18 NCTD TDA Triennial Audit Final Report (2019) ...... 9 3.2 ADA Paratransit Program Management Plan 2017 ...... 9 3.3 NCTD ADA Program Manual 2017 ...... 10 3.4 NCTD Transit Asset Management (TAM) Plan (2018) ...... 10 3.5 Title VI Triennial Program Update for NCTD (FY18) ...... 10 3.6 LOSSAN Rail2Rail Agreement (2018) ...... 10 3.7 Same Day Taxi Efforts (2019) ...... 10 3.8 SDG&E non-binding MOU for Zero-Emissions Bus (ZEB) infrastructure (2017) .. 11 3.9 Sorrento Valley COASTER Connection MOU with MTS (2015) ...... 11 3.10 Monthly Transit Operations Performance Reports ...... 11 3.11 Quarterly Transit Operations Performance Reports ...... 11 3.12 Summary of changes made to LIFT services in the last year (2019) ...... 11 3.13 MV Transportation, Inc. Monthly Reports ...... 12 3.14 NCTD Operations and Maintenance of the COASTER and SPRINTER Commuter Rails (Bombardier Transportation Monthly Reports) ...... 12

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Table of Contents (continued)

3.15 Summary FY17, FY18, and FY19 Schedule of Base Statistics for Fixed-Route Transit Systems (Form B-10) ...... 12 3.16 Trespasser Delays – 2 years (2017-2019) ...... 12

4 Operational Statistics ...... 12 4.1 Data Sources ...... 13

5 Fleet ...... 13 5.1 Combined Fleet Management Plan FY2017-FY2026 ...... 13 5.2 Bus Replacement Plan ...... 14 5.3 SPRINTER Buy America Availability Waiver (2016) ...... 14 5.4 Bus Specifications (2018) ...... 14 5.5 Rail Specifications (2018) ...... 14

6 Facilities...... 14 6.1 Facilities Management Plan (2018) ...... 15 6.2 Bus Stop Development Handbook (2018) ...... 15 6.3 Bus Stop Optimization/Improvement Documents ...... 15 6.4 Zero Emission Bus Infrastructure Scope of Work (2019) ...... 15 6.5 Wonderbread Facility Demolition Schedule (2019) ...... 15

7 Information Technology Systems (ITS) ...... 16 7.1 Profile of available technologies (IT/ITS applications), including fareboxes, communications, scheduling/dispatch and data management software ...... 16 7.2 MOU 2016-24 MTS Fund Transfer Agreement (RTMS overview) ...... 16 7.3 MOU 2013 – MTS – Regional Scheduling System (HASTUS overview) ...... 16

8 Marketing ...... 17 8.1 Strategic Marketing and Communications Plan (2019) ...... 17 8.2 Customer Service Feedback on Ridership and On-Time Performance (2019) ..... 17 8.3 Rider Reports (FY18, FY19) ...... 17 8.4 NCTD Fact Sheets and Project Cards (2019) ...... 17 8.5 Zero Delays Campaign (2019) ...... 18

9 Other Relevant Documents...... 18

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Table of Contents (continued)

9.1 Deutsche Bahn Engineering and Consulting (DB E&C) SPRINTER Modeling Study Scope of Work (2019) ...... 18 9.2 DB E&C BNSF Convention Center/National City Study Scope of Work (2019) .... 18 9.3 COASTER Customer Survey (2018) ...... 18 9.4 Remix ...... 19

10 Conclusion ...... 19

November 8, 2019 iii

1 Introduction

North County Transit District (NCTD) has experienced significant ridership declines since 2015, consistent with ridership trends nationwide. Declining fuel prices, increased car ownership through low interest rates, improving economic conditions, and spatial mismatch between job location and workers have been identified as causes of this decline. NCTD is looking for strategies to address these new trends, and adapt and respond to the changing community landscape by improving access to transit, increasing modal choice at the local and regional level, and designing innovative service delivery strategies to best meet the diverse needs of the area’s residents and visitors. Over the course of 2018-2019, NCTD conducted a Land Use – Transit Integration Study (LUTIS) to develop a thorough understanding of existing and future land use planning and development efforts throughout its service area. Through extensive data analysis and public outreach, this study identified and prioritized strategies for the provision of service in the region in the future. The Study also led to the identification of six (6) strategies that will guide the implementation of a ten-year strategic plan: − Technology-Based Strategy − Commuter Bus Strategy − TDM Strategy − Active Transportation Strategy − Rail Strategy − Rapid/BRT Strategy The Strategic Multimodal Transit Implementation Plan (SMTIP) aims to complement this effort and mature these strategies to an implementable level. The SMTIP will focus on the system’s operational performance, on ways to better serve its markets within its financial and operational capabilities, on what public policy considerations need to be reconsidered, and on the implementation and integration of the various strategies into NCTD’s service plans for the future. This Technical Memorandum corresponds to Task 3.2 of the Scope of Work of the NCTD SMTIP. For this task, IBI Group reviewed 58 internal operations reports related to NCTD’s transit services in order to understand the current state of NCTD’s service, facilities, and vehicles. This transit data review will assist in developing an enhanced, user-friendly multimodal network that effectively creates competitive travel alternatives and improves access to transit services for disadvantaged communities and the overall greater community.

Table 1: Document Matrix Document Year Agency Operations and Financial Data FY 2020 Operating Budget and Capital Improvement 2019 NCTD 1 Program FY2019 Operating Budget and Capital Improvement 2018 NCTD 2 Program

Document Year Agency FY2018 Operating Budget and FY2018-FY2022 Capital 2017 NCTD 3 Improvement Program FY2017 Adopted Operating Budget and Capital 2016 NCTD 4 Improvement Program 5 Service Implementation Plan FY2020 2019 NCTD 6 Service Implementation Plan FY2019-FY2028 2018 NCTD 7 Service Implementation Plan FY2018-FY2027 2017 NCTD 8 Buses in service by time of day, day of week 2019 NCTD 9 Summary of October 2017 Service Changes 2017 NCTD Management 10 FY16-18 NCTD TDA Triennial Audit Final Report 2019 SANDAG 11 ADA Paratransit Program Management Plan 2017 2017 NCTD 12 NCTD ADA Program Manual 2017 2017 NCTD 13 NCTD Transit Asset Management (TAM) Plan 2018 NCTD 14 Title VI Concurrence Letter 2018 US DOT/NCTD 15 Title VI Triennial Program Update for NCTD (FY18) 2018 NCTD/SANDAG 16 LOSSAN Rail2Rail agreement 2018 NCTD/LOSSAN 17 Same Day Taxi Efforts 2019 NCTD 18 SDG&E non-binding MOU for ZEB infrastructure 2017 SDG&E/NCTD 19 Sorrento Valley COASTER Connection MOU with MTS 2015 MTS/NCTD Monthly Transit Operations Performance Report 2019 NCTD 20 Quarterly Transit Operations Performance Report 2019 NCTD 21 Summary of changes made to LIFT services in the last 2019 NCTD 22 year MV Transportation Monthly Report 2019 MV 23 Transportation NCTD Operations and Maintenance of the COASTER 2019 Bombardier 24 and SPRINTER Commuter Rails 25 Summary FY17 B-10s 2017 NCTD 26 Summary FY18 B-10s 2018 NCTD 27 Summary FY19 B-10s 2018 NCTD Trespasser Delays - 2 years 2017- NCTD 28 2019 Ridership 29 BREEZE Daily Ridership by Route FY17 2017 NCTD 30 BREEZE Daily Ridership by Route FY18 2018 NCTD 31 BREEZE Daily Ridership by Route FY19 2019 NCTD 32 FY19 BREEZE Ridership 2019 NCTD

Document Year Agency FY19 SPRINTER Weekday Ridership - October through 2019 NCTD 33 April 34 SPRINTER FY19 Ridership 2019 NCTD Fleet 35 Combined Fleet Management Plan FY2017-FY2026 2018 NCTD 36 Bus Replacement Plan N/A NCTD SPRINTER Buy America Availability Waiver 2016 Federal Transit 37 Administration, DOT 38 Bus Specs 2018 NCTD 39 Rail Specs 2018 NCTD Facilities 40 Facilities Management Plan 2018 NCTD 41 Bus Stop Development Handbook 2018 NCTD 42 Bus Stop Optimization/Improvement documents N/A NCTD 43 ZEB Infrastructure PSRs 2019 NCTD 44 Wonderbread Facility Demolition Schedule 2019 NCTD ITS Profile of available technologies (IT/ITS applications), N/A NCTD 45 including fareboxes, communications, scheduling/dispatch & data management software MOU 2016-24 MTS Fund Transfer Agreement (RTMS 2016 NCTD 46 overview) MOU 2013 - MTS - Regional Scheduling System 2013 NCTD 47 (HASTUS overview) Marketing and Customer Service 48 Strategic Marketing and Communications Plan 2019 NCTD Customer Service Ridership and On-Time 2019 NCTD 49 Performance 50 Rider Reports (FY18) 2018 NCTD 51 Rider Reports (FY19) 2019 NCTD 52 NCTD Fact Sheets and Project Cards 2019 NCTD 53 Zero Delays Campaign Info 2019 NCTD Other Relevant Scopes/Studies/Memos DB SPRINTER Modeling Study SOW 2019 NCTD/DB Engineering & 54 Consulting USA, Inc. DB BNSF Convention Center/National City Study SOW 2019 NCTD/DB Engineering & 55 Consulting USA, Inc./BSNF

Document Year Agency 56 SANDAG Transit Opinion Survey 2018 SANDAG 57 COASTER Customer Survey 2018 NCTD 58 Remix N/A NCTD

2 Operations and Capital Program

The operations documents include service implementation plans, operating budgets, capital improvement plans, and summaries of service changes. These documents are helpful in understanding how NCTD has responded to its dip in ridership, as well as learning what areas NCTD has focused on to improve within its capital improvement plans. The Transportation Demand Management, Commuter Bus, Bus Rapid Transit, and Rail strategies are all being supported through the operation and implementation of NCTD’s various transit services.

2.1 FY2020 Operating Budget and Capital Improvement Program (2019)

Summary NCTD’s FY2020 Operating Budget and Capital Improvement Program is a five-year plan strategy outlining the Agency’s key strategic priorities. NCTD notes increasing customer ridership and revenue, improving service quality, minimizing expenses, and funding State of Good Repair and Priority Capital Needs as its priorities for the following five-year period. During FY2020, NCTD is budgeted to spend $48.8 million in capital. Some projects include: SPRINTER Power Pack Overhaul, Bus Wash, Signal Respacing and Optimization Construction, and Fare Revenue System.

2.2 FY2019 Operating Budget and Capital Improvement Program (2018)

Summary During FY2019, NCTD was budgeted to spend $25 million in capital. Some projects include: Parking Lot Restorations (various locations, in progress), SPRINTER Wheel Replacement (complete), Zero Emission Bus Purchase (in progress with anticipated procurement initiation in January 2020), and Fuel Crane Metering (complete).

2.3 FY2018 Operating Budget and FY 2018-2022 Capital Improvement Program (2017)

Summary During FY2018, NCTD was budgeted to spend $15.2 million in capital. Some projects included: BREEZE Fleet Replacement (vehicles have been delivered and will be placed into revenue service in Q2 of FY2020), , Network Equipment Revitalization (complete), and SPRINTER Carbody Brake System (in progress).

2.4 FY2017 Adopted Operating Budget and Capital Improvement Program (2016)

Summary During FY2017, NCTD was budgeted to spend $18.4 million in capital. Some projects included: At-grade Crossing Renewal (complete), Replacement of BREEZE Buses (complete), and the Los Penasquitos Lagoon Bridge Replacement (complete).

2.5 Service Implementation Plan FY2020 (2019)

Summary There are no increases or decreases in services levels planned for FY2020. NCTD does not plan on implementing any service changes until the completion of the SMTIP. Aside from service changes, NCTD’s plans to integrate additional trainsets and double-tracking throughout its region will allow for increased frequency on COASTER and SPRINTER services. Fare adjustments have been approved, which may result in an estimated short-term loss of ridership of 4.7%. NCTD plans to increase the budget for BREEZE operating statistics between 1-2% for total revenue miles, miles, revenue hours, and hours.

2.6 Service Implementation Plan FY2019-2028 (2018)

Summary NCTD initiated the Land Use and Transit Integration Study to develop strategies to address service gaps. The SMTIP will provide an in-depth study of NCTD's modes to guide future service levels, design, and implementation. During the next 5 years (2019-2024) NCTD will use the performance monitoring framework and recommendations from the SMTIP to reallocate existing resources where service is warranted.

2.7 Service Implementation Plan FY2018-2027 (2017)

Summary In response to declining ridership in FY16 and FY17, NCTD made plans to discontinue, reduce, or modify 15 BREEZE routes and 2 FLEX routes in FY18. NCTD intended to increase COASTER capacity via funds from TransNet in order to improve regional connectivity.

2.8 Summary of October 2017 Service Changes (2017)

Summary NCTD implemented service changes to its transit services in order to address declining ridership and customer revenue trends. The changes were focused on the ten BREEZE and three FLEX routes with the lowest scoring performances. The changes were considered to be major service changes. The changes were expected to have an operational impact of $1.9 million in projected cost savings, improvement of farebox recovery from 1% to 2%, and projected that 55.68% of customers would continue to have access to NCTD services.

2.9 Buses in Service by Time of Day, Day of Week (2019)

Summary This document is a collection of data regarding the total number of BREEZE and FLEX vehicles in service at different times of the day on different days of the week in 2019. The total number of vehicles in use includes scheduled vehicles and standby vehicles. The information can be found for BREEZE and FLEX vehicles separately or together. BREEZE is currently operating up to 114 vehicles during weekdays, up to 50 vehicles on Sundays, and up to 63 vehicles on Saturdays. FLEX is currently operating up to five vehicles during weekdays and up to three vehicles on Sundays and Saturdays.

3 Management

The management section includes a wide range of documents, from audit reports to ridership data. These documents guide the maintenance and improvement of NCTD services. The management of NCTD’s transit services supports all six strategies by providing guidance to mobility operations.

3.1 FY16-18 NCTD TDA Triennial Audit Final Report (2019)

Summary In order to continue receiving State Transportation Development Act (TDA) funding, NCTD services were subject to a performance audit. NCTD was found to be in compliance with all but one of the Public Utilities Code requirements, which outline the legal requirements for running NCTD, including rules for administration, contracts, personnel, etc. The exception to compliance was with the farebox recovery ratio for paratransit services (LIFT) – NCTD falls short of the required 10% recovery rate by 2.7%. Additionally, NCTD has made improvements in areas such as minimizing operating cost for LIFT, instituting a robust tracking and management system for excess capital inventory at rail maintenance facilities, and working with SANDAG on developing a digital database for storing NCTD right-of-way information based on the recommendations received during the previous audit.

3.2 ADA Paratransit Program Management Plan 2017

Summary The ADA Paratransit Program Management Plan lists the NCTD's ADA program responsibilities spanning a wide range and including requirements such as the designation of staff and policy enforcement, and the method by which they are performed. The responsibilities are broken down into different categories, including administrative requirements, telecommunications, and transportation services. The document clearly specifies whether or not each responsibility is mandated by law.

3.3 NCTD ADA Program Manual 2017

Summary The ADA Program Manual serves as written guidance to NCTD employees on how NCTD complies with the U.S. Department of Transportation’s ADA regulations. Some of the requirements mentioned in the manual include service-related requirements, design specifications for transit vehicles, and general non-discrimination requirements.

3.4 NCTD Transit Asset Management (TAM) Plan (2018)

Summary The Transit Asset Management Plan defines the assets owned, operated, and/or maintained by NCTD, their condition, and how NCTD will prioritize maintenance funding to keep their transit system running smoothly. NCTD is committed to maintaining its assets in a state of good repair in order to deliver safe, convenient, reliable, and user-friendly public transportation services.

3.5 Title VI Triennial Program Update for NCTD (FY18)

Summary This document evaluates and updates NCTD's responsibilities in following Title VI of the Civil Rights Act of 1964. NCTD is required to ensure that their services are equitable and provide services to a wide variety of demographics. Some of the responsibilities placed on NCTD as the service operator include setting system-wide service standards, collecting and reporting demographic data, monitoring transit services, and evaluating service changes. This program update included a concurrence letter, which was submitted with a positive review for FY16- FY18.

3.6 LOSSAN Rail2Rail Agreement (2018)

Summary This document outlines the agreement between LOSSAN and NCTD to continue the Rail2Rail program for an additional 12 months until July 31, 2020. The agreement increased the reimbursement rate per passenger to $4.44 for passengers traveling on AMTRAK Pacific Surfliner and buses or COASTER trains within trip limits of Pacific Surfliner or COASTER fare media.

3.7 Same Day Taxi Efforts (2019)

Summary This document outlines an addition of a new partially subsidized, alternative transportation model for LIFT certified clients. The service, which will be implemented in 2020, will provide a flexible, same-day transportation option for LIFT riders, operated around the peak BREEZE service hours, but will also be available beyond those hours. The service will be subsidized up to a certain point, leaving riders to pay the rest of the fare when using it.

3.8 SDG&E non-binding MOU for Zero-Emissions Bus (ZEB) infrastructure (2017)

Summary This document outlines the agreement between San Diego Gas & Electric Company (SDG&E) and NCTD to work together to support the deployment of electric transit buses. SDG&E has agreed to supply the necessary infrastructure, service upgrades, and dedicated electric vehicle supply equipment charging stations for NCTD electric buses.

3.9 Sorrento Valley COASTER Connection MOU with MTS (2015)

Summary This document outlines the agreement between the San Diego Metropolitan Transit System (MTS) and NCTD to collaborate in providing transit services to the Sorrento Valley Coaster Connection (SVCC), valid through June 30, 2020. NCTD agreed to reimburse MTS for half of the actual annual subsidy cost to operate the SVCC and pay the $1 per trip fare for SVCC services. MTS agreed to provide transit services based on the service plan determined by MTS and NCTD.

3.10 Monthly Transit Operations Performance Reports

Summary The Monthly Transit Operations Performance Report (TOPR) provides an overview of NCTD performance trends by mode as they relate to budgeted goals and minimum performance standards for each month of the fiscal year. The Monthly Transit Operations Performance Report is intended to provide performance reporting around key performance indicators without the detailed analysis of trends that are included within the Quarterly and Year-End Transit Operations Reports

3.11 Quarterly Transit Operations Performance Reports

Summary The Quarterly Transit Operations Performance Report (TOPR) provides an overview of NCTD performance trends by mode on a quarterly basis. NCTD performance goals are developed as part of the annual operations budget development process. Minimum performance standards are set forth in each modal operations and maintenance contract

3.12 Summary of changes made to LIFT services in the last year (2019)

Summary NCTD's LIFT service are provided within 3/4 of a mile of BREEZE or SPRINTER rail stations, during the same hours and days as BREEZE and SPRINTER operations. LIFT is the most expensive mode of transit that NCTD operates, showing a $51.68 subsidy per passenger. Ridership peaked in FY17 and began to decline in FY18, while cost trends began to decline in

FY18. To improve the customer experience, NCTD implemented new software such as PASS- IVR and PASS-Web, EZWallet, and Interactive Planning Assistant which make the process of buying and presenting a pass more straightforward.

3.13 MV Transportation, Inc. Monthly Reports

Summary MV Transportation provides a monthly report about NCTD's BREEZE, LIFT, and FLEX services. The report includes updates on key projects, key performance indicators, mode specific operations reports, a safety dashboard, and vehicle incident log. NCTD and MV utilize these monthly reports to ensure that the service is on track to meet contractual standards. NCTD and MV are working on achieving a "Zero Delay" goal by reducing road call failures and loss of services to the public.

3.14 NCTD Operations and Maintenance of the COASTER and SPRINTER Commuter Rails (Bombardier Transportation Monthly Reports)

Summary Bombardier provides a monthly report with information regarding NCTD's COASTER and SPRINTER services. Operations information includes on-time performance ridership data, service delay information, and miles traveled. Maintenance information includes SPRINTER and COASTER service incidents and maintenance records.

3.15 Summary FY17, FY18, and FY19 Schedule of Base Statistics for Fixed-Route Transit Systems (Form B-10)

Summary This document shows FY17, FY18, and FY19 statistics such as Vehicle Service Miles, Total Boardings, Fare Revenue, etc. for each quarter. It breaks the data into weekday, Saturday, and Sunday statistics, and shows a percent variance from the previous year for each statistic

3.16 Trespasser Delays – 2 years (2017-2019)

Summary This document shows NCTD trespasser delays with location, date, time, and type of incident and its corresponding delay time in minutes. Notably, since July 2017 there has been over 203 hours of delay as a result of trespassers.

4 Operational Statistics

NCTD collects detailed information from multiple sources on service miles, hours, trips, ridership, fare revenue, mechanical failures, and on-time performance which are summarized in Base Statistics spreadsheets for each mode (B-10), as well as on Power BI for internal analysis.

NCTD also produces Transit Operations Performance Reports (TOPRs) on a monthly, quarterly, and year-end basis. Descriptions of these reports are included in section 3 of this report. NCTD’s ridership data includes average boardings and alightings by stop/station, day type (Weekday, Saturday, Sunday), date, time, direction, and route. A detailed analysis of ridership trends by mode will be included in Task 4.1 of the SMTIP.

4.1 Data Sources The following list of major hardware/software systems that contribute to the data summarized in NCTD’s B-10 reports. Other supporting systems are detailed in NCTD’s Technology Systems List document. • Cubic Fare Revenue System: NCTD’s fare revenue system uses Hummingbird as a fare revenue system reporting tool • Dilax Automatic Passenger Counting (APC) system: provides BREEZE and COASTER ridership (COASTER ridership supplemented with conductor counts via handheld units) • INIT APC system: provides SPRINTER ridership • Trapeze-PASS Scheduling Software and modules: provides LIFT ridership and trip characteristics • Regional Transit Management System (RTMS)/Automatic Vehicle Location (AVL): vehicle location and arrival information for on-time performance and other trip characteristics • RiderReport: customer concerns

5 Fleet

These documents provide information on NCTD’s vehicle fleet status and include plans for replacements. Notably, by 2040 NCTD expects its fleet to be 100% zero-emission, in compliance with the California Air Resources Board’s Innovative Clean Transit Regulation.. These vehicle operations will help transit services run safely and reliably, thus supporting all six strategies.

5.1 Combined Fleet Management Plan FY2017-FY2026

Summary NCTD's Fleet Management Plan is intended to fulfill NCTD's mission to provide safe, reliable and efficient services for customers, as well as serve as a resource for NCTD staff by providing an overview of the fleet maintenance and overhaul programs. This overview is in compliance with the Federal Transit Administration (FTA) requirements, which require a BFMP to address vehicle and service types in operation, as well as factors that are relevant to the transit operator’s current and future equipment needs.

5.2 Bus Replacement Plan

Summary Diesel vehicles are meant to be phased out by 2020, ensuring that all new NCTD vehicles have Low-NOx engines, later transitioning to ZEB. NCTD's plan is to phase out its nine diesel vehicles by 2021. The majority of the BREEZE fleet is expected to be compressed natural gas (CNG) vehicles, with slow additions of electric and hydrogen-powered buses. By 2040, NCTD's bus fleet is expected to be fully zero-emission.

5.3 SPRINTER Buy America Availability Waiver (2016)

Summary In order to keep NCTD's 12 diesel multiple unit (DMU) rail vehicles up-to-date and running safely, materials needed to be purchased outside of the United States. The FTA waived the Buy America requirement and granted NCTD permission to purchase materials outside of the United States, seeing as the necessary materials were not produced in nationally in sufficient and reasonably available quantities and of satisfactory quality. The waiver grants permission to purchase materials within the limited timeframe of 2018 through 2026.

5.4 Bus Specifications (2018)

Summary BREEZE buses are all New Flyer models, with the model years ranging from 2000 to 2016. This model seat anywhere between 30 to 38 passengers, but the majority of the buses part of the NCTD BREEZE fleet seat 37 passengers.

5.5 Rail Specifications (2018)

Summary The SPRINTER fleet inventory consists of 12 Diesel Multiple Unit cars, Siemens AG Transportation Systems Model VT642. The cars fit 128 passengers and 100 additional standing capacity. All cars were built in 2006. The COASTER fleet inventory consists of seven locomotives and 28 bi-level passenger cars. Five of the locomotives (manufactured by Morrison- Knudson) were built in 1994 and two (manufactured by Electra Motive Division of General Motors Corporation) were built in 2001. The passenger rail cars were all manufactured by Bombardier and can hold between 332 and 336 passengers (including standees). Overall, 16 of the cars were built in 1994, six were built in 1998, and six were built in 2003.

6 Facilities

The facilities sections analyzes the plans that NCTD has adopted in order to keep its transit facilities in a state of good repair. The documents include NCTD’s standard practices, policies, and in-progress project updates. Though not directly related to the six strategies, these facilities documents support each of the six strategies in order to keep NCTD services running smoothly.

6.1 Facilities Management Plan (2018)

Summary NCTD's Facilities Management Plan is intended to serve as a resource for facility management planning and budget development by providing an overview of facility management programs and an understanding of the factors affecting asset needs and requirements. The document provides insight into the performance measure set in place by NCTD in compliance with the State of Good Repair program.

6.2 Bus Stop Development Handbook (2018)

Summary This guidebook has been designed to establish standard practices of the design and placement of various bus-related facilities and amenities. These guidelines are meant to ensure that public transportation is included in the early stages of the planning process. The design standards mentioned in this document relate to both public transportation facilities and vehicles.

6.3 Bus Stop Optimization/Improvement Documents

Summary Bus stops within the NCTD service area were analyzed in order to submit a list of recommended stop improvements. Bus stops were ranked in three categories, Category 1 having 5-10 boardings, Category 2 having 10-19 boardings, and Category 3 having 20+ boardings. Each bus stop was scored based on the specific populations they serve, whether or not the stops are ADA compliant, whether or not they have a bench, and how many LIFT trips are completed near the bus stop. Scoring was then adjusted by ridership and final recommendations were made to either improve or remove each stop. A total of 158 stops were recommended for removal.

6.4 Zero Emission Bus Infrastructure Scope of Work (2019)

Summary The Scope of Work describes the transition of NCTD's transit facilities from fueled buses to battery-powered zero-emission buses (ZEB). The work includes phasing out old buses in order to implement the ZEBs and upgrading infrastructure to support implementation of this new fleet. Additionally, all fueling facilities and infrastructure that support diesel and compressed natural gas vehicles will be replaced with facilities that support the transition to electric vehicles.

6.5 Wonderbread Facility Demolition Schedule (2019)

Summary Schedule for the Wonder Bread Building Demolition Project began work on 12/11/2018 and is expected to be completed by 12/11/2019. The land where the Wonder Bread Building stood will be developed into a holistic design alongside the East Division maintenance facility and Escondido Transit Center in order to support NCTD’s ZEB Infrastructure project study reports.

7 Information Technology Systems (ITS)

The ITS section outlines the various technology systems that NCTD currently has licensing for and is using frequently. Some of these technology systems are used in collaboration with San Diego’s Metropolitan Transit System in order to better integrate San Diego’s regional transit system. These technology systems help support the Technology-Based Strategy that is being focused on in the Strategic Multimodal Transit Implementation Plan.

7.1 Profile of available technologies (IT/ITS applications), including fareboxes, communications, scheduling/dispatch and data management software

Summary This spreadsheet is a master collection of NCTD ITS systems, including information on what the system is used for, what department/contractor uses the system, who is the responsible contact for the system at NCTD and vendor, and what NCTD transit mode it affects. Keeping track of the technology systems in place can will help NCTD keep track of their transit service planning systems in order to provide a more seamless and better informed travel experience for riders, supporting the Technology-Based strategy.

7.2 MOU 2016-24 MTS Fund Transfer Agreement (RTMS overview)

Summary The Regional Transit Management System (RTMS) is a vehicle-tracking and communications system that provides performance and safety and security monitoring of transit vehicles for both NCTD and MTS. This Memorandum of Understanding (MOU) finalized an agreement between NCTD and MTS to amend the Funds Transfer Agreement for RTMS maintenance services for FY17. NCTD has agreed to reimburse MTS for an amount not exceeding $302,350.20 for costs pertaining to RTMS. NCTD's total obligation under the Funds Transfer Agreement is set at $11,882,937.34.

7.3 MOU 2013 – MTS – Regional Scheduling System (HASTUS overview)

Summary This Memorandum of Understanding (MOU) finalized an agreement between NCTD and MTS regarding their joint implementation of a Regional Scheduling System, using GIRO Inc.'s HASTUS as the system. Highlights of the agreement include NCTD’s agreement to reimburse MTS for NCTD's share of the costs, MTS's agreement to process GIRO Inc. payments, the hiring of one full-time employee at each agency to support the HASTUS system and RTMS, and each agency owning responsibility of any damage or liability caused by their agency.

8 Marketing

The marketing section outlines the strategies that NCTD is using to communicate and market their transit system to potential riders, as well as the feedback that NCTD has received from riders over the past few years. NCTD is working on improving their system to provide more reliability and enhanced customer experience in order to retain their current riders and gain new riders.

8.1 Strategic Marketing and Communications Plan (2019)

Summary This marketing plan outlines the proposed approach for NCTD's Fiscal Years 2019-2023 marketing strategy, provides an assessment of all current NCTD services, including current marketing efforts and service challenges, and responds to public transit needs and system goals.

8.2 Customer Service Feedback on Ridership and On-Time Performance (2019)

Summary NCTD is keeping track of the customer feedback for the agency's BREEZE, LIFT, and FLEX services and analyzing the trends related to the nature of complaints, the time of year when complaints occur, etc. Some of the feedback received on BREEZE services includes the challenge of making service changes, reports of people being passed by buses, and the want for better interactions in bus operators. FLEX services also received feedback regarding being passed by buses, as well as encouraging NCTD to watch capacity issues on FLEX. The feedback for LIFT services included tardiness of buses and issues with routing/scheduling, but interactions with reservationists and operators received positive feedback.

8.3 Rider Reports (FY18, FY19)

Summary These documents are a collection of all the rider comments, including complaints and accolades that have been received during each fiscal year regarding NCTD's services. They include the type of comment, what code group the comment is for, the corresponding location, the route, and a report of the comment.

8.4 NCTD Fact Sheets and Project Cards (2019)

Summary This document gives key facts about vehicle and non-vehicle maintenance costs of NCTD services, as well as descriptions and updates about the ongoing NCTD projects. The projects that NCTD is currently involved with include repair and replacement of their rail vehicles, facilities repair and replacement projects, transitioning to ZEBs, and various double-tracking and bridge replacement projects. This wide array of projects are in line with the Rail strategy most directly and the other five strategies indirectly.

8.5 Zero Delays Campaign (2019)

Summary NCTD is expanding and enhancing transit services by improving service frequencies, service quality, paratransit services, and customer service experiences. This project is being completed to support the significant increases in customer ridership and revenue, as well as to support the achievement of statewide requirements to reduce vehicle miles traveled and greenhouse gas emissions. The project is expected to continue through 2024 and beyond as appropriate.

9 Other Relevant Documents

The documents analyzed in this section did not clearly fit into any of the previous sections, but are important in noting work that NCTD is planning to do or has already done.

9.1 Deutsche Bahn Engineering and Consulting (DB E&C) SPRINTER Modeling Study Scope of Work (2019)

Summary NCTD and LOSSAN are working together on a project that will evaluated the infrastructure necessary to double-track NCTD's SPRINTER services in order to improve frequency from 30 minute to 15 minute headways. This scope of work was drafted in response to a request from NCTD and LOSSAN that asks Deutsche Bahn Engineering & Consulting and WSP to expand upon previous operations analysis carried in 2012 by WSP (then Parsons Brinkerhoff). This rail enhancement project supports the Rail strategy by improving rail infrastructure in order to improve service reliability, frequency, and availability.

9.2 DB E&C BNSF Convention Center/National City Study Scope of Work (2019)

Summary This scope of work was drafted in response to a request from BNSF dated June 12, 2019. DB E&C offers to expand the scope of the LOSSAN Corridor Optimization study to include freight- specific analysis on how anticipated growth can be accommodated on the LOSSAN South corridor for freight trains between CP Atwood and San Diego, as well as how an extension of passenger services to a new Convention Center station and/or National City could aid freight capacity. This study is jointly sponsored by NCTD and BNSF.

9.3 COASTER Customer Survey (2018)

Summary This customer survey was administered to COASTER service riders in order to gain an understanding of how riders use the COASTER and what needs need to be addressed. Some of the findings of the survey included that most people use the COASTER to commute to/from home and work (49.39%), board and disembark from Oceanside Transit Center and Santa Fe Depot (36.28% for both), use a car to get to their COASTER station (42%), walk from the COASTER station to get to their final destination (28.29%), take 10-20 minutes to get to their

COASTER station (42.38%), and take 10-20 minutes to get to their final destination from their disembarking COASTER station (25.91%). The feedback from this customer survey will help support the Rail strategy by providing insight into how riders are using the COASTER system, what riders need from the system, and how services can be improved to enhance the rider’s experience.

9.4 Remix

Summary Remix is an online platform that allows transit agencies to design a transportation network in a city. It allows users to insert and adapt transit infrastructure and implement their own transit services/schedules in order to simulate different situations that might benefit riders. Based on what users input, Remix will give nearby demographics and cost estimates in order to determine what services might be beneficial for the transit agency.. NCTD's current Remix agreement is set to expire in June 2020.

10 Conclusion

For this transit data review, 58 NCTD internal operation reports were reviewed in order to foster a better understanding of NCTD’s transit services’ policies and performance levels, as well as the conditions of their fleets and facilities. These documents all focused on acknowledging NCTD’s current service status in order to work on creating improvement of NCTD services, facilities, and fleets to provide a safe, reliable, and user-friendly customer experience. Currently, a majority of the projects that NCTD is involved with include rail enhancement projects, focusing on both improving rail infrastructure and repairing and replacing the vehicles in use. These projects are supporting the Rail strategy identified as a part of the Strategic Multimodal Transit Implementation Plan. While the other five strategies are being indirectly supported, NCTD’s current focus is directly supporting rail projects in order to improve the movement of passengers and freight within the San Diego region. Future tasks for this project include an Existing Service Conditions Assessment, Travel and Trip Demand Analysis, and a Multimodal Transit Market Review. These analyses of NCTD’s services will complement this transit data review by making connections to the six strategies and giving further insight into what riders need from their transit services. This information will be used to develop recommendations that align with NCTD’s goals of developing an enhanced multimodal networks that improves access to transit services for the greater community and applying new innovative service options to NCTD’s service area, as well as integrating local transit to regional transit infrastructure.

Strategic Multimodal Transit Implementation Plan (SMTIP) Agreement Number 19038-OS Final Technical Memorandum

Task 3.3 Technical Data Review

Prepared for North County Transit District (NCTD)

November 12, 2019

IBI GROUP SRATEGIC MULTIMODAL TRANSIT IMPLEMENTATION PLAN (SMTIP) TECHNICAL MEMORANDUM 3.3 Prepared for North County Transit District (NCTD)

Document Control Page

CLIENT: North County Transit District (NCTD) SMTIP Task 3.3 Technical Data Review PROJECT NAME:

REPORT TITLE: Task 3.3 Technical Data Review IBI REFERENCE: 121412 VERSION: V1.2 J:\121412_NCTDsmtip\6.0_Technical\6.3_Tech-Reports\Task 3.3 DIGITAL MASTER: Technical Data Review ORIGINATOR: Catherine Thibault, Debbie Leung, Alyssa Foley REVIEWER: Steve Schibuola AUTHORIZATION: Steve Schibuola CIRCULATION LIST: Katie Persons, NCTD V1.0 Internal Draft for Review HISTORY: V1.1 Revised Draft V1.2 Final Version

November 12, 2019 IBI GROUP STRATEGIC MULTIMODAL TRANSIT IMPLEMENTATION PLAN (SMTIP) DRAFT TECHNICAL MEMORANDUM 3.3 Prepared for North County Transit District (NCTD)

Table of Contents

1 Introduction ...... 1 1.1 Study Objective ...... 1 1.2 Service Area ...... 1 1.3 Main Conclusions from Land Use – Transit Integration Study ...... 2

2 Traffic Data ...... 4 2.1 Average Daily Traffic Compilation ...... 4 2.2 High Activity Segments and Focus Areas ...... 14 2.3 Observations ...... 23 2.3.1 North-South Corridors ...... 24 2.3.2 East-West Corridors ...... 24 2.3.3 Focus Areas ...... 24 2.3.4 Caltrans Operated Routes ...... 24

3 Transit Operations Data ...... 25 3.1 Service Types ...... 25 3.2 Connecting Transit Agencies ...... 28 3.2.1 Amtrak ...... 28 3.2.2 Metrolink ...... 28 3.2.3 Riverside Transit Agency ...... 29 3.2.4 San Diego Metropolitan Transit Services...... 29

4 Technology Innovations ...... 30 4.1 First and Last Mile Innovations – Pilot Programs ...... 30 4.2 Technology and Trends ...... 30 4.2.1 Universal Payment and Journey Planning Mobile Application ...... 31 4.2.2 Smart Parking ...... 31 4.2.3 Micromobility ...... 31 4.2.4 Transportation Network Companies and Autonomous Shuttles ...... 32 4.3 Relevant Technology Projects ...... 32 4.3.1 SANDAG Regional Mobility Hub Strategy ...... 32

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Table of Contents (continued)

4.3.2 Transit-Only Lane Pilot ...... 32 4.3.3 NCTD Electric Bus Fleet Study ...... 32 4.3.4 Transit Signal Priority Peer-to-Peer Communications ...... 33

5 Conclusion ...... 33

Figure 1-1 NCTD Service Area ...... 2 Figure 1-2: Priority Corridors and Focus Areas ...... 3 Figure 2-1: High Activity Areas along Carlsbad Priority Corridors ...... 15 Figure 2-2: High Activity Areas along San Diego County Priority Corridors ...... 16 Figure 2-3: High Activity Areas along Del Mar Priority Corridors ...... 17 Figure 2-4: High Activity Areas along Encinitas Priority Corridors ...... 18 Figure 2-5: High Activity Areas along Escondido Priority Corridors and Focus Areas ...... 19 Figure 2-6: High Activity Areas along Oceanside Priority Corridors and Focus Areas ...... 20 Figure 2-7: High Activity Areas along Solana Beach Priority Corridors ...... 21 Figure 2-8: High Activity Corridors along Vista Priority Corridors and Focus Areas ...... 22 Figure 2-9: High Activity Corridors along San Marcos Priority Corridors and Focus Areas ...... 23

Table 2-1: Carlsbad - ADT ...... 5 Table 2-2: Del Mar - ADT ...... 6 Table 2-3: Encinitas - ADT ...... 6 Table 2-4: Escondido - ADT ...... 6 Table 2-5: Oceanside - ADT ...... 8 Table 2-8: Vista - ADT ...... 10 Table 3-1: Connection Opportunities by Service Type ...... 25 Table 3-2: Connections between NCTD Highest Ridership Routes and Other Agencies . 26 Table 3-3: Connecting Locations ...... 27

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1 Introduction

1.1 Study Objective North County Transit District has experienced significant ridership declines since 2015, consistent with ridership trends nationwide. Low interest rates, increased car ownership, improving economic conditions, and a spatial mismatch between job location and workers have all contributed to decreased ridership and increased reliance on automobiles. NCTD is looking for strategies to address these new trends, and adapt and respond to the changing community landscape by improving access to transit, increasing modal choice at the local and regional level, and designing innovative service delivery strategies to best meet the diverse needs of the area’s residents and visitors. Over the course of 2018-2019, NCTD conducted a Land Use – Transit Integration Study (LUTIS) to develop a thorough understanding of existing and future land use planning and development efforts throughout its service area. Through extensive data analysis and public outreach, this study identified and prioritized strategies for the provision of service in the region in the future. The Strategic Multimodal Transit Implementation Plan (SMTIP) aims to complement this effort and mature these strategies to an implementable level. The SMTIP will focus on the system’s operational performance, ways to better serve its markets within its financial and operational capabilities, public policy considerations that need to be reconsidered, and the implementation and integration of the various strategies into NCTD’s service plans for the future. The objective of Task 3.3 is to expand on the Existing Conditions Assessment conducted as part of the LUTIS project and complement it with technical data such as traffic data, transit operations data, and potential technology innovations that could support the implementation of efficient, attractive, and sustainable public transit services.

1.2 Service Area NCTD provides public transportation in North San Diego County, through the COASTER commuter rail, SPRINTER hybrid rail, BREEZE fixed-route bus service, FLEX demand response and deviated fixed-route service, and LIFT paratransit service. NCTD’s 1,020 square mile service area contains the cities of Oceanside, Vista, Carlsbad, Escondido, San Marcos, Encinitas, Solana Beach, and Del Mar, as well as several unincorporated communities and census-designated places, including Fallbrook, Ramona, Camp Pendleton, San Diego Country Estates, Valley Center, Lake San Marcos, Bonsall, Fairbanks Ranch, Rancho Santa Fe, Rainbow, and Hidden Meadows. Figure 1-1 on the following page illustrates the NCTD service area, along with the subregional areas that are located within the service area boundary. The NCTD network also has connections to Orange County and Riverside County services, with connections available at Oceanside Transit Center and Escondido Transit Center. Connections to MTS services in the City of San Diego are available at the Escondido, Sorrento Valley, Old Town, and Santa Fe Depot transit centers. These connections will be a particular focus of this sub-task.

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Figure 1-1 NCTD Service Area

1.3 Main Conclusions from Land Use – Transit Integration Study The Land Use – Transit Integration Study highlighted a list of transit service enhancement opportunities for NCTD that could lead to increased efficiency and ridership throughout NCTD’s service area. It also identified priority corridors and focus areas which would most benefit from increases in service and infrastructure improvements. Figure 1.2 shows the priority corridors identified as part of the LUTIS study.

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Figure 1-2: Priority Corridors and Focus Areas

The Study also led to the identification of six (6) strategies that will guide the implementation of this ten-year strategic plan:

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 Technology-Based Strategy  Commuter Bus Strategy  TDM Strategy  Active Transportation Strategy  Rail Strategy  Rapid/BRT Strategy The analysis, recommendations and alternatives reviewed under the SMTIP will integrate considerations from these six strategies.

2 Traffic Data

2.1 Average Daily Traffic Compilation Average Daily Traffic, or ADT represents the average number of vehicles going in both directions at a specific point on a given road, over a 24-hour period. ADT is a useful tool to assess congestion on a given road, as well as other factors such as greenhouse gas emissions. For the purpose of this plan, ADT data will allow the Project Development Team to ensure that the recommended strategy and service changes truly address segments where congestion and high traffic loads have been noted. ADT data was compiled for priority corridors within each jurisdiction located inside NCTD’s service area boundaries. Corridors located in unincorporated areas were also compiled. Finally, the segments of I-5, I-15, and SR-78 were also examined as an effort to integrate this plan with Caltrans’ plans and programs for the area. The ADT data was extracted from two main sources:  SANDAG compiles data collected by each jurisdiction. However, since jurisdictions do not conduct counts every year for every segment, the date the counts were conducted vary from 2009 to 2015. These counts span a five-year period, meaning that the exact year the count took place is not disclosed for some segments. SANDAG also recently contracted with MS2, a developer of transportation data management software, which provides a Traffic Count Database System (TCDS), and will help the agency maintain a dynamic database with frequently updated data for the arterials in each jurisdiction in the San Diego region. The MS2 software will read output files from the cities’ continuous count field devices and feed them into the Traffic Count Database System hosted by SANDAG, so that the database can be updated without manual entry from SANDAG staff. The system, however, only shows at which date the data was entered, but not when it was recorded. Some of the segments included in the following data use AADT data extracted from this new database (see definition of AADT below).  Caltrans conducts continuous counts on its facilities and can provide Annual Average Daily Traffic (AADT) data. AADT takes the total volume for a given year and divides it by 365, giving a more accurate outlook on average day-to-day conditions. The most recent dataset

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available is from 2017. Priority corridors that are under Caltrans’ jurisdiction all show AADT data. The following tables show the latest available ADT data for the priority corridors identified as part of the Land Use – Transit Integration Study.

Table 2-1: Carlsbad - ADT

Corridor / Geographic Date of Opportunity Area Location Direction Segment ADT Count Carlsbad Route 101 Boulevard, North- N-S N City Limits - State St 19,200 2010 South city limits State St - Grand Ave 14,800 2013 Grand Ave - Carlsbad Village Dr 16,600 2010 Carlsbad Village Dr - Pine Ave 21,200 2010 Pine Ave - Tamarack Ave 16,600 2010 Tamarack Ave - Cannon Rd 17,300 2013 Cannon Rd - Palomar Airport Rd 16,800 2013 Palomar Airport Rd - Poinsettia Ln 15,200 2013 Poinsettia Ln - La Costa Ave 17,900 2013 Vista Way to El Camino Real N-S Route 78 - Plaza Dr 40,500 2010 Olivenhain Rd Plaza Dr - Marron Rd 27,800 2011 Marron Rd - Hosp Wy 26,600 prior to 2009 Hosp Wy - Carlsbad Village Dr 25,000 2010 Carlsbad Village Dr - Chestnut Ave 20,500 2010 Chestnut Ave - Tamarack Ave 20,900 2010 Tamarack Ave - Kelly Dr 25,200 2013 Kelly Dr - Cannon Rd 27,900 prior to 2009 Cannon Rd - College Blvd 34,900 2013 College Blvd - Faraday Ave 25,100 2009 Faraday Ave - Palomar Airport Rd 31,700 2013 Palomar Airport Rd - Camino Vida Roble 27,300 prior to 2009 Camino Vida Roble - Cassia Rd 30,700 2011 Cassia Rd - Aviara Pkwy/Alga Rd 29,000 prior to 2009 Aviara Pkwy/Alga Rd - La Costa Ave 49,300 2013 La Costa Ave - Levante St 33,600 2011 Levante St - Calle Barcelona 33,500 2011 Calle Barcelona - Olvenhain Rd 31,200 2010 Palomar Airport / San Palomar Airport Marcos Road from E-W Carlsbad Blvd - Avenida Encinas 10,900 2011 Carlsbad Avenida Encinas - Interstate 5 SB Ramps 23,900 prior to 2009 Poinsettia Interstate 5 SB Ramps - Interstate 5 NB COASTER station Ramps 37,200 prior to 2009 to Business Park Drive. Interstate 5 NB Ramps - Paseo del Norte 53,300 2010 Paseo del Norte - Armada Dr 52,600 2013

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Armada Dr - Hidden Valley Rd 42,100 2010 Hidden Valley Rd - College Blvd/Aviara Pkwy 41,400 2010 College Blvd/Aviara Pkwy - Camino Vida Roble 37,300 2010 Camino Vida Roble - Yarrow Dr 34,000 2013 Yarrow Dr - El Camino Real 34,000 2013 El Camino Real - El Fuerte St 48,600 2013 El Fuerte St - Melrose Dr 44,800 2011 Melrose Dr - Business Park Dr 31,500 2013

Table 2-2: Del Mar - ADT

Corridor / Geographic Date of Opportunity Area Location Direction Segment ADT Count Camino del Mar: Route 101 N-S Via de la Valle - Jimmy Durante Blvd 18,500 2015 Via de la Valley to N Torrey Pines Road Jimmy Durante Blvd - 15th St 28,400 2015

15th St - Del Mar Heights Rd 21,000 2015

Del Mar Heights Rd - Carmel Valley Rd 19,600 2015

Table 2-3: Encinitas - ADT

Corridor / Geographic Date of Opportunity Area Location Direction Segment ADT Count Olivenhaim to El Camino Real Encinitas Blvd N-S Olivenhain Rd - Garden View Rd 43,900 2015 Garden View Rd - Mountain Vista Rd 40,000 2015 Mountain Vista Rd - Encinitas Blvd 42,000 2015 N Coast Highway Route 101 N-S La Costa Ave - Leucadia Blvd 17,400 2015 101 from La Costa to south city limit Leucadia Blvd - Encinitas Blvd 19,100 2015 Encinitas Blvd - H St 18,700 2017 H St - Chesterfield Dr 20,600 2015 Chesterfield Dr - Ocean St 20,700 2015

Table 2-4: Escondido - ADT

Corridor / Geographic Date of Opportunity Area Location Direction Segment ADT Count Vista/Escondido Mission Avenue E-W Valley Pkwy, Interstate 15 - Auto Park Wy 42,500 2012 from Barham Centre City Pkwy, Valley Pkwy - Washington Drive to Escondido Ave 29,600 2012 Transit Center Centre City Pkwy, Washington Ave - Mission Ave 29,400 2012 Mission Ave, Centre City Pkwy - Quince St 20,500 2013

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Quince St - Rock Springs Rd 2,810 2012 Rock Springs Rd - Mission Rd/Andreasen Dr 20,000 2012 Mission Rd, Mission Ave/Andreasen Dr - Nordhal Rd/Citracado Pkwy 18,000 2013 Nordhal Rd/Citracado Pkwy - Barham Dr 20,600 2012 Interstate 15 from I-15 N N-S Rainbow Valley Blvd - Mission Rd 14,8000 2017 Escondido Transit Center (Valley Mission Rd - Jct Rte 76 14,6000 2017 Parkway) north to Jct Rte 76 - Escondido Hwy 137,000 2017 to the San Diego County/Riverside Escondido Hwy - Gopher Canyon Rd 138,000 2017 County border at Rainbow Valley Boulevard Gopher Canyon Rd - Deer Springs Rd 1460,00 2017 Deer Springs Rd - Centre City Pkwy 141,000 2017 Centre City Pkwy - Escondido, El Norte Pkwy 134,000 2017 Escondido, El Norte Pkwy - Jct Rte 78 152,000 2017 Jct Rte 78 - Valley Pkwy (Escondido Transit Center) 291,000 2017 East Escondido/Valley Valley Parkway Valley Center Rd, Lake Wohlford Rd - Pkwy from Escondido N-S Washington Ave 29,700 2014 Transit Center to Valley Pkwy, Washington Ave - Bear Valley Valley Center Pkwy 20,900 2012 Road at Escondido Bear Valley Pkwy - Citrus Ave 17,600 2012 city limit Citrus Ave - Midway Dr 28,100 2012 Midway Dr - Rose St 31,500 2012 Rose St - Ash St 27,400 2012 Ash St - Date St 27,500 2012 Date St - Fig St 27,600 2012 Fig St - Hickory St 27,500 2012 Valley Pkwy (W/B 1-Way) Hickory St - Juniper St 14,000 2012 Valley Pkwy (W/B 1-Way) Juniper St - Broadway 16,400 2015 Valley Pkwy (W/B 1-Way) Broadway - Escondido Blvd 16,900 2015 Valley Pkwy (W/B 1-Way) Escondido Blvd Centre City Pkwy 20,700 2012 Valley Pkwy (W/B 1-Way) Centre City Pkwy - Quince St 18,900 2012 South Escondido/Bear Escondido Transit Escondido Transit Center, Grand, Quince St Valley Pkwy Center to Del Lago N-S - Centre City Pkwy 2,300 2012 Transit Station via Grand Ave, Centre City Pkwy - Escondido South Escondido Blvd 12,600 2012 Boulevard, Sunset Escondido Blvd, Grand Ave - 2nd Ave 16,200 2012 Drive, and Bear Valley Parkway 2nd Ave - 5th Ave 13,800 2012 5th Ave - 9th Ave 14,100 2012 9th Ave - 13th Ave 13,600 2012 13th Ave - Felicita Ave 20,800 2012 Felicita Ave - Centre City Pkwy Ramp 16,700 2012 Sunset Dr, Vermont - Avocado Crest 4,800 unknown Avocado Crest - Royal Crest Dr no data no data

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Royal Crest Dr - Bear Valley 9,286 unknown Bear Valley Pkyw, Sunset Dr - San Pasqual Rd 30,600 2014 San Pasqual Rd - Via Rancho Pkwy 37,600 2012 Focus Areas Centre City Pkwy & W 13th Half mile radius Ave surrounding N/A Centre City Pkwy, 9th Ave - 13th Ave 30,600 2012 Centre City Centre City Pkwy, 13th Ave - Felicita Ave 31,800 2012 Parkway and W 13th Avenue 13th Ave, Quince St - Centre City Pkwy 2,700 2012 13th Ave - Centre City Pkwy - Escondido Blvd 5,900 2012 Rock Springs Rd & Borden Half mile radius Rd surrounding Rock N/A Rock Springs Rd, Montiel Rd - Mission Ave 13,400 2012 Springs Road and Borden Road Borden Rd, Rock Springs Rd - Seven Oaks Rd 1,600 prior to 2011 N Ash Street and Valley Half mile radius Ash St/Rte 78, Washington Ave - Valley Parkway (East Valley area surrounding N Ash N/A Pkwy 20,300 2012 to west) Street and Valley Parkway Ash St/Rte 78, Valley Pkwy - Grand Ave 21,000 2012 Valley Pkwy, Rose St - Ash St 27,400 2012 Valley Pkwy, Ash St - Date St 27,500 2012 N Escondido Boulevard Half mile radius Escondido Blvd, Washington Ave - Valley and Valley Parkway surrounding N N/A Pkwy 18,200 2012 Escondido Boulevard and Escondido Blvd, Valley Pkwy - Grand Ave 15,600 2012 Valley Parkway, Valley Pkwy (W/B 1-Way), Broadway - extending east to Escondido Blvd 16,900 2015 accommodate Valley Pkwy (W/B 1-Way), Escondido Blvd - shopping center Centre City Pkwy 20,700 2012 Interstate 15 and W Valley Half mile radius Parkway surrounding N/A I-15, Jct Rte 78 - Valley Pkwy 291,000 2017 Interstate 15 and I-15, Valley Pkwy - 9th Ave 211,000 2017 W Valley Parkway Valley Pkwy, Tulip St - I-15 39,400 2012 Valley Pkwy, I-15 - Auto Park Wy 42,500 2012

Table 2-5: Oceanside - ADT

Corridor / Geographic Date of Opportunity Area Location Direction Segment ADT Count S Coast Hwy: Route 101 Seagaze Drive to N-S Mission Ave - Wisconsin Ave 15,600 2015 Eaton Street Wisonsin Ave - Oceanside St 21,600 Prior to 2011 Oceanside St - Morse St 16,200 2013 Morse St - Cassidy St 20,000 Prior to 2011 Cassidy St - Vista Wy 17,700 2012 Vista Wy - S City limits (Eaton St) 24,800 Prior to 2011 SPRINTER Oceanside Blvd, Melrose Dr - Temple SPRINTER N alignment from E-W Heights Dr 19,700 2012 Oceanside Transit Temple Heights Dr - College Blvd 25,200 2014 Center to Melrose Drive College Blvd - El Camino Real 34,600 2014 El Camino Real - Foussat Rd 2,5400 Prior to 2011 Foussat Rd - Crouch St 2,5600 2014

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Crouch St - I-5 28,300 2013 I-5 - Coast Hwy 16,900 2015 N-S Connection, Oceanside - Transit Center no data N/A Mission Avenue Mission/Santa Fe E-W N Santa Fe Ave, Melrose Dr - Mesa Dr 23,200 2012 from Oceanside Transit Center to N Mesa Dr - Mission Ave/Rte 76 23,700 2015 Santa Fe Ave and Melrose Dr Rte 76, N Santa Fe Dr - College Blvd 46,000 2017 College Blvd, Rte 76 - Vandegrift Blvd 38,300 2011 N River Rd, College Blvd - Douglas Dr 19,500 2015 Douglas Dr, N River Rd - El Camino Real 34,400 2013 El Camino Real - Mission Ave 21,000 Prior to 2011 Mission Ave, Douglas Dr - El Camino Real 21,900 2015 El Camino Real - Frontier Dr 23,800 2011 Frontier Dr - Foussat Rd 26,000 2015 Foussat Rd - Airport Rd 20,200 2011 Airport Rd - Butler St 19,600 2015 Butler St - Mesa Dr 17,200 2011 Mesa Dr - Canyon Dr 23,500 2015 Canyon Dr - Barnes St 26,900 2015 Barnes St - Brooks St 29,000 Prior to 2011 Brooks St - I-5 34,800 Prior to 2011 I-5 - Horne St 31,500 Prior to 2011 Horne St - Coast Hwy 6,200 2015 El Camino Real El Camino Real N-S Oceanside Blvd - Fire Mountain Dr 40,200 2015 SPRINTER station to Vista Way Fire Mountain Dr - Via Las Rosas 37,600 2015 Via Las Rosas - Vista Way 40,000 2015 Focus Areas Half mile radius Oceanside Transit Center N/A Mission Ave, Coast Hwy - Pacific St 9,100 2015 surrounding Myers Street and Mission Myers St no data N/A Avenue Pacific St, Mission Ave - Wisconsin Ave 7,900 Prior to 2011 Coast Hwy, Mission Ave - Wisconsin Ave 15,600 2015 Half mile radius Mission Ave & Canyon Dr N/A Mission Ave, Mesa Dr - Canyon Dr 23,500 2015 surrounding Mission Avenue Mission Ave, Canyon Dr - Barnes St 26,900 2015 and Canyon Drive Canyon Dr, Bush St - Mission Ave 83,00 prior to 2011 Canyon Dr, Mission Ave - Grace St 11,300 prior to 2011

Table 2-6: San Marcos - ADT

Corridor/Opportun Geographic Directio Date of ity Area Location n Segment ADT Count Palomar Airport/San San Marcos E-W Mission Rd - Rancheros Dr 15,200 2013 Marcos Boulevard from Business Park Drive Rancheros Dr - Twin Oaks Valley Rd 22,600 2013 to Palomar College Twin Oaks Valley Rd - Pico Ave 23,900 2013 SPRINTER station

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Pico Ave - Knoll Rd 24,000 2013 Knoll Rd - Route 78 72,700 2013 Route 78 - Grand Ave 43,900 2013 Grand Ave - Bent Ave 39,000 2013 Bent Ave - Via Vera Cruz 37,400 2013 Via Vera Cruz - Las Posas Rd 32,200 2013 Las Posas Rd - Discovery St 37,700 2013 Discovery St - Rancho Santa Fe Rd 42,100 2013 Rancho Santa Fe Rd - Business Park Dr 29,800 pre-2011 Vista/Escondido Mission Avenue E-W Smilax Rd - Las Flores Dr 29,400 pre-2011 from Mar Vista Las Flores Dr - Rancho Santa Fe Rd 15,400 2013 Drive to Barham Drive Rancho Santa Fe Rd - Pacific St 14,100 2013 Pacific St - Las Posa Rd 14,800 2013 Las Posas Rd - Palomar College Entr 17,500 2013 Palomar College Entr - Knoll Rd 16,300 2013 Knoll Rd - Pico Ave 14,600 2013 Pico Ave - Vineyard Rd/San Marcos Bl 11,900 2013 Vineyard Rd/San Marcos Bl - Mulberry Dr 18,600 2013 Mulberry Dr - Woodland Pkwy 19,700 2013 Woodland Pkwy - Bougher Rd 17,400 2013 Bougher Rd - Bennett Ave/Rancheros Dr 14,100 2013 Bennett Ave/Rancheros Dr - Barham Dr 16,100 2013

Focus Areas San Marcos Civic Center Half mile radius N/A Mission Rd, Pico Ave - Vineyard Rd/San 11,900 2013 surrounding San Marcos Bl Marcos Civic Center Mission Rd, Vineyard Rd/San Marcos Bl - 18,600 2013 Mulberry Dr San Marcos Bl, Ranchero Dr - Mission Rd 15,200 2013 Twin Oaks Valley Rd, Richmar Ave - San 25,600 2013 Marcos Bl San Marcos Blvd and Half mile radius N/A San Marcos Bl, Bent Ave - Grand Ave 39,000 2013 Grand Ave surrounding San San Marcos Bl, Grand Ave - Route 78 43,900 2013 Marcos Boulevard and Grand Avenue Grand Ave, Bent Ave - San Marcos Blvd 8,800 2013

Table 2-7: Solana Beach - ADT

Corridor / Geographic Date of Opportunity Area Location Direction Segment ADT Count Route 101 North city limit N-S Ocean St - Lomas Santa Fe Dr 19,400 2014 south to Via de la Valle Lomas Santa Fe - Via De La Valle 15,900 2014

Table 2-6: Vista - ADT

Corridor / Geographic Date of Opportunity Area Location Direction Segment ADT Count

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SPRINTER North SPRINTER alignment E-W Bobier Dr/O'Side Blvd - Los Angeles Dr 30,800 2015 from City limit at Melrose Drive to Los Angeles Dr - Highland Dr 30,800 2015 Vista Transit Center Highland Dr - Olive Ave 30,800 2015 Melrose Dr (N) - Vista Village Dr 7,000 2015 Mission/Santa Fe N Santa Fe Ave from E-W Melrose Dr (Oceanside) - Osborne St 18,200 2015 Melrose Drive to Vista Transit Center Osborne St - Bobier Dr 18,200 2015 Bobier Dr - Los Angeles Dr 1,8900 2015 Los Angeles Dr - California Ave 24,200 2015 California Ave - Vista Village Dr 24,200 2015 Vista/Escondido Santa Fe Avenue E-W Vista Village Dr - Main St 15,700 2015 from Vista Transit Center to Mar Vista Main St - E Broadway 15,700 2015 Drive E Broadway - Eucalyptus Ave 15,700 2015 Eucalyptus Ave - Civic Center Dr 15,700 2015 Civic Center Dr - Monte Vista Dr 18,900 2015 Monte Vista Dr - Mar Vista Dr 18,900 2015 Vista-Fallbrook Vista Way from N-S Osborne St - Taylor St 26,800 2015 Vista Transit Center to Warmlands Ave Taylor St - Foothill Dr 2,6800 2015 Foothill Dr - Vale Terrace Dr 30,300 2015 Vale Terrace Dr - Townsite Dr 42,700 2015 Townsite Dr - Civic Center Dr 42,700 2015 Civic Center Dr - Main St 23,500 2015 Main St - N Santa Fe Ave 23,500 2015 Focus Areas Vista Village Drive and Half mile radius N/A N Santa Fe Ave, California Ave - Vista North Santa Fe Avenue surrounding Vista Village Dr 24,200 2015 Village Drive and N Santa Fe Ave, Vista Village Dr - Main St 15,700 2015 North Santa Fe Avenue Vista Village Dr, Main St - N Santa Fe Ave 23,500 2015 Vista Villlage Dr, N Santa Fe Ave - W Vista Wy 39,100 2015 Melrose Drive and Half mile radius N/A Melrose Dr, Shadowridge Dr - Sycamore Sycamore Ave surrounding Ave 31,600 2015 Melrose Drive and Melrose Dr, Sycamore Ave - Park Center Sycamore Ave, Dr/Faraday 30,000 2011 accounting for Sycamore Business Sycamore Dr, Business Park Dr - Melrose Dr Park (S) 21,000 2015

Table 2-9: Unincorporated Areas - ADT

Corridor / Geographic ADT/ Date of Opportunity Area Location Direction Segment AADT Count East Escondido / Valley Valley Center Road Parkway from Pala Casino N-S Route 76, Pala Mission Rd - County Rd S 16 6,900 2017 (Route 76) to Valley Route 76, County Rd S 16 - Cole Grade Rd 1,1000 2017 Center Road at Escondido city limit Route 76, Cole Grade Rd - Valley Center Rd 8,100 2017

Route 76 - N Lake Wohlford Rd 15,300 prior to 2011

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N Lake Wohlford Rd - Cole Grade Rd 19,900 2013

Cole Grade Rd - Lilac Rd 26,800 2013

Lilac Rd - Woods Valley Rd 15,900 prior to 2011 Woods Valley Rd - Lake Wohlford Rd 25,500 2015 E Vista Way at Vista - Fallbrook N-S Main Ave - Fallbrook St 10,000 prior to 2011 Warmlands Ave to East Mission in Fallbrook Fallbrook St - Ammunition Rd 23,400 2015

Ammunition Rd - Main Ave/Clemmens Ln 25,600 prior to 2011

Main Ave/Clemmens Ln - Stage Coach Ln 24,700 prior to 2011

Stage Coach Ln - Route 76 19,500 2012

Route 76, Mission Rd - Thoroughbred Ln Rt 39,000 2017

Route 76, Thoroughbred Ln RT - Olive Hill 39,000 2017

Route 76, Olive Hill to Vista Way 37,000 2017

Route 76 - Osborne St 14,700 prior to 2011 S Santa Fe Ave Vista - Escondido E-W Mar Vista Dr - Sycamore Ave/Robelini Dr 18,300 prior to 2011 between Vista city limit and San Marcos city limit. Robelini Dr - Buena Creek Rd 15,600 prior to 2011

Buena Creek Rd - Smilax Rd 19,900 prior to 2011 I-15 from Nutmeg I-15 North N-S Rainbow Valley Boulevard - Mission Road 148,000 2017 Street north to the San Diego County/Riverside County border at Rainbow Valley Boulevard Mission Road - Route 76 146,000 2017 Route 76 - Escondido Highway 137,000 2017 Escondido Hwy - Gopher Canyon Rd 138,000 2017 Gopher Canyon Rd - Deer Springs Rd 146,000 2017 Deer Springs Rd - Centre City Pkwy 141,000 2017 Centre City Pkwy - Escondido, El Norte Pkwy 134,000 2017 Escondido, El Norte Pkwy - Jct Rt 78 152,000 2017 Jct Rt 78 - Valley Pkwy (Escondido Transit Center) 291,000 2017

Table 2-10: Caltrans Operated Routes - ADT

Corridor / Geographic Date of Opportunity Area Location Direction Segment AADT Count Oceanside North I-5 N-S Harbor Dr/Vandergrift - Jct Route 76 171,000 2017 city limits to Via de la Valle Jct Route 76 - Mission Avenue 174,000 2017 Mission Avenue - Oceanside, Oceanside Boulevard 174,000 2017 Oceanside Boulevard - Oceanside, California Street 209,000 2017 Oceanside, California Street - Oceanside, Cassidy Street 210,000 2017

Oceaside, Cassidy Street - Jct Route 78 East 211,000 2017

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Jct Route 78 East - Carlsbad, Las Flores Dr 211,000 2017

Carlsbad, Las Flores Dr - Carlsbad Village Dr 206,000 2017

Carlsbad Village Dr - Tamarack Avenue 208,000 2017

Tamarack Avenue - Carlsbad, Cannon Rd 211,000 2017 Carlsbad, Cannon Rd - Carlsbad, Palomar Airport Rd 211,000 2017 Carlsbad, Palomar Airport Rd - Carlsbad, Poinsettia Lane 208,000 2017 Carlsbad, Poinsettia Lane - Leucadia, La Costa Avenue 211,000 2017

Leucadia, La Costa Avenue, Leucadia Blvd 215,000 2017

Leucadia Blvd - Encinitas Boulevard 218,000 2017

Encinitas Boulevard - Encinitas, Santa Fe Dr 217,000 2017

Encinitas, Santa Fe Blvd - Birmingham Dr 218,000 2017

Birmingham Dr - Manchester Ave 212,000 2017 Manchester Ave - Solana Beach, Lomas Santa Fe Dr 240,000 2017 Solana Beach, Lomas Santa Fe Dr - Via de la Valle 239,000 2017 San Diego Riverside San Diego Riverside County Line - Rainbow I-15 County Line to N-S Valley Blvd 147,000 2017 Pomerado Rd Rainbow Valley Blvd - Mission Rd 148,000 2017

Mission Rd - Jct Rt 76 146,000 2017

Jct Rt 76 - Escondido Hwy 137,000 2017

Escondido Hwy - Gopher Canyon Rd 138,000 2017

Gopher Canyon Rd - Deer Springs Rd 146,000 2017

Deer Springs Rd - Centre City Pkwy 141,000 2017 Centre City Pkwy - Escondido, El Norte Parkway 134,000 2017

Escondido, El Norte Pkwy - Jct Rt 78 152,000 2017

Jct Rt 78 - Valley Pkwy 291,000 2017

Valley Pkwy - Escondido, 9th Ave 211,000 2017

Escondido, 9th Ave - Citracado Pkwy 264,000 2017 Citracado Pkwy - Escondido, South Jct of Centre City Pkwy 210,000 2017 Escondido, South Jct of Centre City Pkwy - Escondido, Felicita Rd 217,000 2017

Escondido, Felicita Rd - Pomerado Rd 226,000 2017 From San Diego SR-78 E-W Wild Animal Park Rd - San Pasqual Valley Rd 9,900 2017 Wild Animal Park to Jct with I-5 in San Pasqual Valley Rd - Cloverdale/San Oceanside Pasqual Rd 9,900 2017

Coverdale/San Pasqual Rd - Summit Dr 12,900 2017

Summit Dr - Bear Valley Pkwy 15,800 2017

Bear Valley Pkwy - 17th Ave 15,000 2017

17th Ave - Escondido, Oak Hill Dr/5th Ave 16,200 2017 Escondido, Oak Hill Dr/5th Ave - Escondido, Grand Ave 17,600 2017

Escondido, Grand Ave - Valley Pkwy Blvd 17,800 2017

Escondido, Valley Pkwy Blvd - Ash St 20,100 2017

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Escondido, Ash St - Hickory St 16,100 2017

Escondido, Hickory St - Washington Ave 31,500 2017

Escondido, Washington St - Mission Ave 34,000 2017 Escondido, Mission Ave - Broadway & Rtw 78 33,000 2017 Broadway & Rte 78 - Escondido, Broadway/Lincoln Pkwy 58,000 2017 Escondido, Broadway/Lincoln Pkwy - Centre City Pkwy 58,000 2017

Escondido, Centre City Pkwy - Jct Rte 15 87,000 2017

Escondido, Jct Rte 15 - Nordhal Rd 169,000 2017

Nordhal Rd - San Marcos, Woodland Pkwy 166,000 2017 San Marcos, Woodland Pkwy - Twin Oaks Valley Rd 167,000 2017 San Marcos, Twin Oaks Valley Rd - San Marcos Blvd 166,000 2017

San Marcos, San Marcos Blvd - Las Posas Rd 140,000 2017

San Marcos, Las Posas Rd - Rancho Santa Fe 141,000 2017 San Marcos, Rancho Santa Fe - Sycamore Ave 137,000 2017

Sycamore Ave - Vista, Mar Vista Dr 133,000 2017

Vista, Mar Vista Dr - Sunset Dr 135,000 2017

Vista, Sunset Dr - Melrose Dr 130,000 2017

Vista, Melrose Dr - Emerald Dr 135,000 2017

Vista, Emerald Dr - Oceanside, College Blvd 130,000 2017

Oceanside, College Blvd - El Camino Real 140,000 2017

Oceanside, El Camino Real - Jefferson St 124,000 2017

Oceanside, Jefferson St - Jct Rte 5 119,000 2017

2.2 High Activity Segments and Focus Areas The following maps are a representation of locations along the priority corridors and focus areas where ADT and congestion analysis show higher activity levels of vehicular activities. These segments have been identified via a two-step approach. First, upon reviewing the above ADT tables, segments with big variations in ADT levels were identified. These particular segments were located on a Google generated map showing typical congestion patterns on week day peak hours. Segments which showed both high variations and high levels of congestion were traced on the map to show typical high levels of activity along the corridors. Figures 2-1 to 2-9 show these high activity areas for each jurisdiction.

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Figure 2-1: High Activity Areas along Carlsbad Priority Corridors

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Figure 2-2: High Activity Areas along San Diego County Priority Corridors

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Figure 2-3: High Activity Areas along Del Mar Priority Corridors

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Figure 2-4: High Activity Areas along Encinitas Priority Corridors

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Figure 2-5: High Activity Areas along Escondido Priority Corridors and Focus Areas

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Figure 2-6: High Activity Areas along Oceanside Priority Corridors and Focus Areas

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Figure 2-7: High Activity Areas along Solana Beach Priority Corridors

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Figure 2-8: High Activity Corridors along Vista Priority Corridors and Focus Areas

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Figure 2-9: High Activity Corridors along San Marcos Priority Corridors and Focus Areas

2.3 Observations The following are observations about main trends that have been identified from the ADT data compilation. It goes over the main corridors and focus areas identified as part of the Land Use – Transit Integration Study.

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2.3.1 North-South Corridors Of the six North-South corridors identified in the Land Use – Transit Integration Study (Route 101, El Camino Real, I-15, Vista-Fallbrook, East Escondido Valley Parkway, and South Escondido, Bear Valley Parkway), I-15 is by far the one encountering the biggest traffic load, with daily traffic ranging from 134,000 vehicles to 291,000. The three segments with the highest traffic load are:  The junction between State Route 78 and Valley Parkway, with 291,000 daily vehicles  In Escondido, between 9th Avenue, and Citracado Parkway, with 264,000 daily vehicles  In Escondido, between Felicita Road and Pomedaro Road, with 226,000 daily vehicles. El Camino Real is the second corridor with highest traffic loads, with daily loads ranging between 20,500 and 49,300 vehicles. The corridor is particularly congested at the junction between Carlsbad and Encinitas, particularly between Aviara Parkway/Alga Road, in Carlsbad, and Encinitas Boulevard, in Encinitas. The portion of the corridor that goes through Oceanside also records high numbers of vehicles. Other segments that are recording higher loads that could be an indication of congestion are along the Vista-Fallbrook corridor, and particularly the section in Vista between Vale Terrace Drive, and Civic Center Drive, and on State Route 76 in the unincorporated area, between Mission Road and Vista Way. Daily vehicles along those segments range between 37,000 and 42,700.

2.3.2 East-West Corridors The Palomar Airport/San Marcos corridor is the busiest of the four East-West corridors identified in the Land Use – Transit Integration Study (Palomar Airport/San Marcos, SPRINTER North, Mission/Santa Fe, and Vista/Escondido). Daily traffic loads on that corridor varies from 10,900 to 72,700 vehicles. This last number, recorded on San Marcos Boulevard, between Knoll Rd, and the junction with Route 78, significantly stands out, as it is almost 20,000 more vehicles than the second highest data entry (53,300). As a general trend, apart from the Palomar Airport/San Marcos corridor, the East-West segments intersecting with a Caltrans operated road, either I-15, SR 76 or SR 78 have higher ADT values than any other segment in the area.

2.3.3 Focus Areas The Land Use – Transit Integration Study has identified 10 focus areas which would be most suitable for increased transit and land use integration. These areas are located in Escondido, Oceanside, San Marcos, and Vista. ADT data area on the segments within the focus areas vary greatly, ranging from 7,900 to 291,000 daily vehicles. Additional considerations will be required to clearly reflect traffic loads and congestion around those areas.

2.3.4 Caltrans Operated Routes Interstate 15 has already been identified as one of the priority corridors during the Land Use – Transit Integration Study. There are other Caltrans operated routes of regional significance, particularly State Route 78, and Interstate 5. Some of these routes either intersect or are part of the priority corridors. State Route 78 is furthermore under study by Caltrans, which present opportunities to combine efforts and align future improvements. ADT data for these corridors have been compiled and are shown in the tables. The busiest segments of the Caltrans

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operated routes are the I-15, as mentioned above, as well as I-5, which recorded ADT levels ranging from 171,000 to 240,000. State Route 78 also shows high traffic levels between Route 15, in Escondido, and San Marcos Boulevard.

3 Transit Operations Data

The NCTD Land Use Transit Integration Study (LUTIS) provided a detailed assessment of existing connections between NCTD transit services and other local agencies. Public outreach conducted as part of this study also highlighted the fact that users considered increasing service connections, and strengthening inter-county connections extremely valuable. This opportunity will be further explored through a Transfer Analysis conducted as part of Task 4.2. Increased peak-hour frequency is also an intervention that outreach participants deemed “extremely valuable”. As frequency and optimization is being assessed by NCTD and its neighboring agencies, there may be added opportunities to increase connections and align service between providers. This subtask specifically looks at existing and potential connections between service agencies, by pulling data extracted from Task 3.5 of the LUTIS, and adding a few elements for consideration.

3.1 Service Types All five of NCTD’s types of services offer connection opportunities with other systems such as Amtrak, Metrolink, Riverside Transit Agency, and the San Diego Metropolitan Transit System (MTS). Table 3-1 describes the various connection opportunities each service offers. Table 3-1: Connection Opportunities by Service Type

SERVICE TYPE DESCRIPTION CONNECTION OPPORTUNITIES COASTER The COASTER is a commuter rail COASTER customers can service that runs north-south along the ride all Amtrak trains on the Pacific coast in San Diego County Rail2Rail with limited stop between Oceanside and downtown San service (Oceanside Transit Diego. The route serves 8 stations Center, Solana Beach, Old including Oceanside Transit Center, Town, Santa Fe Depot). Carlsbad Village, Carlsbad Poinsettia, Riders can make Encinitas, Solana Beach, Sorrento connections to Orange Valley, San Diego – Old Town and County and beyond from downtown San Diego – Santa Fe Oceanside Transit Center, Depot. or connections south and east from a number of COASTER stations. SPRINTER The SPRINTER is a hybrid rail train Passengers can make service that runs east-west between connections to Orange Oceanside Transit Center and County at Oceanside Transit Escondido Transit Center, generally Center or to Riverside following the alignment of California County from Escondido State Route 78 (CA-78). The Transit Center. Riders may

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SERVICE TYPE DESCRIPTION CONNECTION OPPORTUNITIES SPRINTER serves 15 stations across also make connections the cities of Oceanside, Vista, San further south within San Marcos, and Escondido. Diego County from either terminus. BREEZE BREEZE is NCTD’s fixed-route bus Several bus routes offer service. NCTD operates approximately connection opportunities 30 bus routes within its service area. with Amtrak, Metrolink, MTS Many routes connect to either or RTA bus routes. COASTER or SPRINTER stops. FLEX FLEX is a reservation-only demand Considering the flexibility of response and deviated fixed-route the service and the service available in specific parts of customer’s ability to be North County. Passengers that would dropped off at a location of like to ride call a toll-free number at their choice, this service also least 30 minutes in advance to be allows connection picked up within a FLEX zone and are opportunities with services dropped off at their requested location from other agencies. or their nearest transit connection point. The NCTD FLEX has three different service models: on-demand, deviated fixed-route, and point-deviated fixed- route. LIFT LIFT is NCTD’s paratransit service that Assuming that the provides origin-to-destination trips to connecting stations can eligible riders whose disabilities prevent accommodate their specific them from using fixed-route bus and rail needs, NCTD’s paratransit for some or all trips. LIFT operates in service could also potentially areas that are within ¾ of a mile of an allow for connections with NCTD non-commuter BREEZE route or other agencies. SPRINTER rail station. Riders wanting to use LIFT must make a reservation the day before they intend to travel.

Several of NCTD’s bus routes also offer connections to rail and bus services from other agencies. Table 3-2 shows connection opportunities offered via the ten routes with the highest ridership levels among NCTD services. Ridership data was provided by NCTD as part of the Land Use – Transit Integration Study. Table 3-2: Connections between NCTD Highest Ridership Routes and Other Agencies

CONNECTIONS OPPORTUNITIES NO ROUTE TRANSIT AVERAGE . NO. TYPE WEEKDAY RIDERSHIP (SUM OF BOARDINGS AND ALIGHTINGS)

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1 399 SPRINTER 17,461 Offers connections opportunities with MTS routes 235, and 280, and RTA express routes 202 and 217. Also offers connections with Amtrak Pacific Surfliner, Orange County Line (Metrolink), Inland Empire-Orange County Line (Metrolink).

2 398 COASTER 9,771 Offers connections with Amtrak Pacific Surfliner, Orange County Line (Metrolink), Inland Empire-Orange County Line (Metrolink), RTA Express bus 202, and MTS routes 8, 9 10, 28, 35, 44, 83, 84, 88, 105, 150, 215, 225, 235, 280, 290, 923, 992, 972, 973, 978, 979, the Coronado Ferry, the Sycuan Green Line, and UC San Diego Blue Line.

3 303 BREEZE 8,369 Offers connections with Amtrak Pacific Surfliner, Orange County Line (Metrolink), Inland Empire-Orange County Line (Metrolink), and RTA Express bus 202.

4 302 BREEZE 4,383 Offers connections with Amtrak Pacific Surfliner, Orange County Line (Metrolink), Inland Empire-Orange County Line (Metrolink), and RTA Express bus 202.

5 101 BREEZE 4,090 Offers connections with Amtrak Pacific Surfliner, Orange County Line (Metrolink), Inland Empire-Orange County Line (Metrolink), RTA Express bus 202, and MTS routes 978, 30, 31. 41, 50, 60, 105, 150, 201, 202, 204, 237, and 921.

6 305 BREEZE 3,720 Offers connections with RTA express route 217, and MTS routes 235 and 280.

7 350 BREEZE 3,457 Offers connections with RTA express route 217, and MTS routes 235 and 280.

8 309 BREEZE 2,418 Offers connections with RTA Express route 202

9 332 BREEZE 1,531 No connection offered.

10 304 BREEZE 1,518 No connection offered.

Connections between NCTD services and other agencies are limited to a few key stations and locations, as shown in Table 3-3. Table 3-3: Connecting Locations

STOP STOP NAME TRANSIT TYPE CONNECTION OPPORTUNITIES NO.

27014 / Escondido Transit Center SPRINTER / Offers connections with MTS bus route 235 and 92044 BREEZE 280, and RTA express route 217

28007 San Diego - Santa Fe Depot COASTER Offers connections with Amtrak Pacific Surfliner, MTS route 215, and the Sycuan Green Line

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STOP STOP NAME TRANSIT TYPE CONNECTION OPPORTUNITIES NO.

27000 / Oceanside Transit Center COASTER / Offers connections with Amtrak Pacific Surfliner, 28000 / SPRINTER / Metrolink Orange County Line, Metrolink Inland 92127 BREEZE Empire – Orange County Line, and RTA Express route 202

28005 Sorrento Valley Station COASTER Offers connections with MTS routes 972, 973, 978, and 979.

28006 San Diego - Old Town COASTER Offers connections with Amtrak Pacific Surfliner, MTS routes 8, 9, 10, 28, 30, 35, 44, 84X, 88, 105, 150, and Sycuan Green Line

3.2 Connecting Transit Agencies The North County Transit District is connected to four other local transit agencies offering services in San Diego County and Southern California:  Amtrak  Metrolink  Riverside Transit Agency (RTA)  San Diego Metropolitan Transit System (MTS) These agencies connect either via a few regional transit centers, or at bus stops located in proximity to each other (within a quarter mile radius). The following is a quick overview of the services available from NCTS stations.

3.2.1 Amtrak The Amtrak Pacific Surfliner is a commuter rail line connecting San Diego to San Luis Obispo. It includes a total of 27 stations, including four in San Diego County (Oceanside, Solana Beach, San Diego – Old Town, and San Diego – Santa Fe Depot). The whole route takes a total of 5 hours, 45 minutes. Amtrak offers seven (7) trips on weekdays, and eight (8) on the weekend and on Holidays. Northbound service at the Santa Fe Depot station spans from 4:00AM to 9:25PM on weekdays, and from 4:40AM to 9:25PM on the weekend and during holidays. Southbound service spans from 5:25AM to 1:25AM daily.

3.2.2 Metrolink Metrolink is a commuter rail service covering the Counties of Los Angeles, Orange, Riverside, San Bernardino and Ventura. Metrolink offers a total of seven (7) lines, two of which offer partial connection to the Oceanside Transit Center. The Inland Empire – Orange County line has a total of 16 stops, and connects Oceanside to either Downtown San Bernardino or Downtown Riverside. The full route takes about 2 hours and 43 minutes. Only two of the lines’ daily trips end or start in Oceanside. On weekdays, trains leave Oceanside at 7:39AM and 4:25PM and arrive at 7:03AM and 2:53PM. On the weekends, departures are scheduled for 2:51PM and 4:28PM and arrivals are scheduled at 9:55AM and 11:50AM. The majority of the other trips start instead in Laguna Niguel / Mission Viejo. The second line, the Orange County line, includes 15 stops connecting Oceanside to L.A. Union Station. The majority of the daily trips start or end in Oceanside. The full trip has a total duration of about 3 hours and 5 minutes. Northbound service spans from 4:38AM to 3:26PM on

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weekdays, and from 8:15AM to 5:36PM on the weekend. Southbound service spans from 10:01AM to 11:35PM on weekdays, and from 10:52AM to 6:55PM on the weekend.

3.2.3 Riverside Transit Agency The Riverside Transit Agency has two express bus routes connecting to NCTD’s services. It is the only transit agency that officially coordinates with MTS and NCTD’s services. Route 202 is an Express Bus that connects Murrieta to the Oceanside Transit Center. The route includes five (5) stops, and takes between 60 and 90 minutes. There are five (5) trips offered on weekdays only. There is also a “Beach Bus” service, which runs from early June to Labor Day, and offers three (3) additional trips on weekdays, and four (4) trips on the weekend and during Holidays. Regular northbound service spans from 6:36AM to 6:50PM, and southbound service starts at 6:25AM and ends at 6:50PM. The RTA specifies that the last northbound bus at 7:38AM will wait for the 7:26AM SPRINTER and 7:20AM COASTER trains to arrive before departing, unless one of them is significantly delayed. In the evening, the 5:36PM Northbound bus will wait for the 5:26PM SPRINTER, 5:28PM COASTER, and 5:28PM Metrolink trains before departing, unless one of them is significantly delayed. The 6:50PM bus will also wait for the 6:26PM SPRINTER, 6:37PM Metrolink, and 6:45PM COATER trains to arrive before departing. Route 217 is an Express Bus connecting Mt. San Jacinto College to the Escondido Transit Center. The five-stop route takes about one hour and 54 minutes to go from beginning to end. Nine trips are offered on weekdays only. Five of those trips end at the Temecula Promenade Mall. Northbound service spans from 6:00AM to 6:35PM, and southbound service starts at 5:18AM and ends at 6:20PM. The RTA specifies that the last bus leaving the Escondido Transit Center at 6:35PM will wait for MTS Route 280, which has two trips scheduled to arrive in Escondido at 6:14PM and 6:29PM. It also commits to wait for the 6:26PM NCTD Sprinter train.

3.2.4 San Diego Metropolitan Transit Services San Diego’s Metropolitan Transit Services (MTS) has several points of connection to NCTD: 37 MTS routes connect to 16 different NCTD routes, as shown in Table 3-1. Twenty-five of these stops are direct connections. Most of the direct connections are located in La Jolla on either side of the I-5, and in Ramona. Considering the greater flexibility of commuter bus service, increasing connections and aligning schedules between the two agencies at some of those direct connections could be explored as a feasible intervention. Table 3-5: MTS Connections

NCTD ROUTE MTS ROUTE AREA

101 978 Torrey Pines (San Diego)

398 972, 973, 978, 979 Sorrento Valley (San Diego)

101 30, 41, 150, 201, 202, 237, 921 La Jolla west of I-5 (San Diego)

101 30, 31, 41, 50, 60, 105, 150, 201, La Jolla east of I-5 / University City 202, 204, 237, 921 (San Diego),

NOTE: *MTS service on routes 891 and 892 in the Ramona area is limited to certain days of the week.

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NCTD ROUTE MTS ROUTE AREA

398 8, 9, 10, 28, 35, 44, 83, 84, 88, 105, Old Town (San Diego) 150, Sycuan Green Line

398 83, 215, 225, 235, 280, 290, 923, Downtown San Diego 992, Coronado Ferry, Sycuan Green Line, UC San Diego Blue Line

350; 353, 308, 399, 357, 305, 351, 235, 280 Central Escondido 352, 354, 358, 388, 355

350 235 Kit Carson / Felicita (Escondido)

371, 372 891,* 892* Ramona

4 Technology Innovations

4.1 First and Last Mile Innovations – Pilot Programs There are several pilot programs underway in North County that could significantly improve first and last mile connections with NCTD’s service. Some of these programs include:  Camp Pendleton and the Cities of Oceanside, Solana Beach, Encinitas and Del Mar have all approved a pilot project during which a mobility company will test out different bike share options, along with potential enforcement and control measures to limit nuisances and unsafe behaviors. The one-year program was scheduled to start in July 2019 but is now on hold. There are currently no shared bike/scooter services offered in North County.  The City of Carlsbad, NCTD, and SANDAG are jointly funding a one- year, on-demand shuttle pilot program that will operate out of the Carlsbad-Poinsettia Station during peak hours and lunchtime. The shuttle will transport commuters from the COASTER station to nearby employers and business parks and for local errands or lunch during midday hours. One of the goals of the pilot is to garner 100 new COASTER riders. The pilot began in August 2019. NCTD will continue to evaluate this service and look toward other opportunities for on- demand pilot programs, such as serving CSU San Marcos and Palomar College in the City of San Marcos.

4.2 Technology and Trends The IBI team’s Subject matter experts have identified several new trends and technology innovations that are being implemented or studied by regional agencies, and that could support NCTD’s effort to provide an optimized service adapted to the needs of current and prospective uses. Residents and stakeholders feedback received during the LUTIS outreach process also indicated an interest for some of these innovative practices.

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4.2.1 Universal Payment and Journey Planning Mobile Application As discovered during public and stakeholder outreach during the LUTI study, transit riders were interested in the idea of a universal payment and journey planning app. NCTD is in the preliminary stages of developing an app with LOSSAN and Metrolink that would offer a seamless one-payment transfer and journey planning between partner agencies’ services. Project team members should check in with NCTD staff periodically during the SMTIP study to incorporate any relevant information into the SMTIP study’s final recommendations.

4.2.2 Smart Parking In response to growing demand for space at park-and-rides throughout the region, SANDAG commissioned a concept of operations (ConOps) in 2015 that outlined how technology might alleviate some parking issues, particularly with park-and-rides that were adjacent to transit stations. Parking Access Control for Transit (PACT) details out the users, general functions, and user scenarios associated with transit stations and usage by providing varying levels of access control and management. The ConOps also includes proposed operational concepts for a potential parking reservation system at park-and-rides, particularly ones attached to transit stations, in which users could reserve a parking space before arriving on-site using a valid transit pass. These features would serve to prioritize spaces at parking lots next to transit stations for transit users. This system could be beneficial for NCTD parking lots in the future to help ensure transit riders have a place to park and help sustain ridership.

4.2.3 Micromobility Micromobility services that help travelers make first last mile connections or to make short neighborhood trips have become more popular in recent years, such as dockless bikes and scooters and neighborhood electric vehicles. SANDAG has established a Regional Micromobility Coordination effort to support deployment of these multimodal programs by local jurisdictions and build consensus around shared mobility. Some cities in North County have established shared mobility ordinances including Del Mar, Encinitas, and Solana Beach. SANDAG holds regular coordination meetings and is currently working on defining a set of data sharing requirements that can benefit multiple jurisdictions and regional agencies, including NCTD as decisions about capital improvements and micromobility in the context of transit and land use.

Neighborhood Electric Vehicles Neighborhood electric vehicles (NEVs) are low speed motorized vehicles with speeds of up to 25 mph that are suitable for short trips within the community. They can also enhance connections to transit as a first last mile connection and to or within commercial destinations, such as business parks. As of 2018, Senate Bill 1151 allows any city within San Diego County to establish a NEV transportation plan specifying where NEVs can operate and types of NEV infrastructure allowed, such as NEV parking and dedicated lanes. NEVs can support expanding shared mobility choices, connections to transit, and support a reduction in greenhouse gas emissions by converting gas-fueled trips into electric, zero-emission trips. NCTD should be aware of these potential changes and the increased NEV infrastructure that may come about at transit stations and on the roads and how it may affect how and where people travel in North County and beyond, as well as how certain routes may operate to best accommodate demand.

Dockless Bikes and Scooters Dockless bikes and scooters are becoming more prevalent in the region. They are operated by unlocking a device from a vendor application and can be used for short trips or first last mile trips

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and can assist riders in getting to or from a transit station or stop. These mobility devices can be parked on public right-of-way (except in the roadway), but jurisdictions and agencies in the region are starting to develop more guidelines for the operation of dockless bike and scooters, operating requirements for the vendors, and limitations of their use in certain areas. As legislation and policy is shaped locally and nationally around these devices, understanding the implications of dockless bikes and scooters for transit as part of a broader multimodal network will be necessary.

4.2.4 Transportation Network Companies and Autonomous Shuttles Use of services provided by Transportation Network Companies (TNCs) such as Uber and Lyft to connect to and from transit stations is not uncommon. Riders can request a ride from an app on their smartphone and are assigned a driver and have the option to select various type of trips, including shared or solo. Some of these trips may be replaced by NEVs or autonomous shuttles in the future. Both now and in the future, designated curb space at transit stations for pick up and drop off of passengers should be considered.

4.3 Relevant Technology Projects

4.3.1 SANDAG Regional Mobility Hub Strategy SANDAG has produced a Mobility Hub Features Catalog that describes the types of amenities that might be included in a mobility hub, available on the SANDAG website. As part of SANDAG and ICTC’s (Imperial County Transportation Commission) Regional Mobility Hubs Implementation Strategy, three mobility hub areas were identified for further evaluation within the scope of the project: Oceanside Transit Center, Vista Transit Center, and Sorrento Valley COASTER Station. Several corridors from the LUTI study start or end at the two of these mobility hubs. Mission Santa Fe and Route 101 corridors start/end at Oceanside Transit Center. SPRINTER North, Mission Santa Fe, Vista/Escondido, and Vista-Fallbrook corridors start/end at Vista Transit Center. These areas present opportunities to seamlessly transition various modes of transportation as well as spaces for services and amenities as passengers travel through a mobility hub. Several cities have also shown interest in mobility hub activities or mini-mobility hubs at smaller transit hubs throughout North County through the LUTI study.

4.3.2 Transit-Only Lane Pilot The Transit-Only Lane Pilot, currently led by SANDAG, will pilot the use of Dedicated Short- Range Communication (DSRC) on freeway on-ramps to allow buses to bypass congested traffic on Interstate 805 in the shoulder of the freeway. Using DSRC, sensors on a bus approaching the merge point of a freeway will communicate with ramp meters on the freeway on-ramp to hold all other traffic on a red signal until the bus has safely passed via the shoulder of the freeway. The project is currently in the installation stage preparing for pilot implementation in late 2019/early 2020. Benefits include increased bus reliability and on-time performance as well as enhanced public perception. This project is the first-of-its-kind in the region and the nation and may produce lessons learned and applications for bus routes in the NCTD service area with similar challenges getting onto the freeway during peak-hour traffic.

4.3.3 NCTD Electric Bus Fleet Study NCTD is currently conducting a zero emissions electric bus fleet study (ZEB) that is exploring the infrastructure requirements needed to support and transition to a 100% zero-emission bus fleet and develop plans, specifications, and estimates (PS&E) for an initial pilot program, which began in 2019. The schedule of the ZEB study overlaps with this study, but project team

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members should check in via NCTD staff periodically for the duration of the studies so that the results and findings of the ZEB study can be incorporated into the final recommendations for the SMTIP study.

4.3.4 Transit Signal Priority Peer-to-Peer Communications While transit signal priority is already implemented in the NCTD service area, and specifically on BREEZE Rapid route 350, transit signal priority peer-to-peer communication (TSP P2P) is now operating on route 225 between the Otay Mesa East border crossing, through Chula Vista, to downtown San Diego. In most implementations, TSP allows a bus to receive an early green or a green extension on an intersection-by-intersection basis to avoid stopping at intersections and help maintain a route’s reliability and on-time performance. TSP P2P takes it a step further by allowing several traffic controllers on a route to be in communication at the same time. When a bus is approaching, traffic controllers can begin adjusting timing several intersections from the actual position of the bus in order to minimize stopping at upcoming intersections. Unique to the route in Chula Vista is a dedicate bus guideway that enhances the capabilities of TSP P2P. This is an option that could be explored in the future by NCTD for express routes.

5 Conclusion

Traffic data, transit operations data, as well as current technology trends were reviewed as part of this technical memorandum. Observations included data reviews conducted as part of the Land Use Transit Integration Study, Average Daily Traffic (ADT) data compiled for each of the priority corridors and focus areas, transit operations data from NCTD and other services in the region, and current technology pilot projects and studies led by NCTD and other regional agencies. The technical data review highlighted areas where vehicular traffic was heavier, especially along the I-15, Camino El Real, and the Palomar corridor. These further highlight the need to implement strategic improvements to offer tangible alternatives to single-occupant-vehicles. It will be interesting to see whether programs such as pilot shuttle program which just recently started operating out of the Carlsbad Poinsettia station will offer release along the Palomar corridor, and become an intrinsic part of NCTD’s ten-year strategy. Transit operations data also show that there are already significant connecting opportunities that can be optimized to facilitate movement in and out of NCTD’s service areas. While most agencies make mention of connecting stops and routes, there are opportunities to increase coordination even further and expand the approach adopted by the RTA, which is committed to enable connections by having buses wait for the arrival of NCTD trains before leaving the Escondido Transit Center. The transfer analysis conducted as part of task 4.2 of the SMTIP will help further specify the routes that would most benefit from inter-agency coordination. There is also a strong momentum in the region to implement or consider for implementation various technology-based initiatives and pilot projects as demonstrated by section 4 of this memorandum. NCTD is currently operating or planning innovative pilots projects in coordination with other local jurisdictions and institutions. The other trends and technologies under study by SANDAG and other agencies will be taken into consideration as technology-based strategies that can improve service and guide future capital improvements. The following Task 4.1 will provide an overview of the existing NCTD network, detailing each route by service span, frequency, destinations, and connections, as well as annual costs and farebox recovery for each route. It will also provide an analysis of ridership with key observations and conclusions, focusing on current transfer practices and opportunities. A

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November 12, 2019 34

CLIENT LOGO

Strategic Multimodal Transit Implementation Plan Task 4.2 Transfer Survey Analysis

Prepared for North County Transit District by IBI Group April 6, 2020

IBI GROUP Strategic Multimodal Transit Implementation Plan TASK 4.2 TRANSFER SURVEY ANALYSIS Prepared for North County Transit District

Document Control Page

CLIENT: North County Transit District PROJECT NAME: Strategic Multimodal Transit Implementation Plan (SMTIP) REPORT TITLE: Task 4.2 Transfer Survey Analysis IBI REFERENCE: 121412 VERSION: V5 J:\121412_NCTDsmtip\6.0_Technical\6.3_Tech-Reports\Task 4.2 DIGITAL MASTER: Transfer Analysis ORIGINATOR: Patricia Vasquez Cabrera, Cristina Martinez REVIEWER: Catherine Thibault, Steve Schibuola AUTHORIZATION: Steve Schibuola CIRCULATION LIST: Katie Persons HISTORY: V1-V5 – Draft

April 6, 2020 IBI GROUP STRATEGIC MULTIMODAL TRANSIT IMPLEMENTATION PLAN TASK 4.2 TRANSFER SURVEY ANALYSIS Prepared for North County Transit District

Table of Contents

1 Introduction ...... 1 1.1 Study Objective ...... 1 1.2 Purpose of the Report ...... 1

2 Methodology ...... 2 2.1 Survey Design ...... 2

3 Survey Results ...... 4 3.1 Types of Trips ...... 4 3.2 Transfers per Station ...... 4 3.3 Trip Combinations ...... 5 3.4 Origin and Destination ...... 6 3.5 Access and Egress ...... 11 3.5.1 Access Mode ...... 11 3.5.2 Egress Mode ...... 14 3.5.3 Top Routes ...... 17 3.6 Fare Payment ...... 19 3.7 Alternatives to Transit ...... 20 3.8 Demographic Results ...... 23

4 Analysis/Key Observations ...... 27 4.1 Rate of transfers vs. direct trips ...... 27 4.2 Origins and destinations of transfer trips ...... 28 4.3 Access and Egress Modes ...... 29 4.4 COASTER vs. Non-COASTER analysis ...... 29 4.5 Equity considerations ...... 30

5 Conclusion ...... 32

Appendix A: Survey Tool ...... 34

April 6, 2020 i IBI GROUP STRATEGIC MULTIMODAL TRANSIT IMPLEMENTATION PLAN TASK 4.2 TRANSFER SURVEY ANALYSIS Prepared for North County Transit District

Figure 3-1: Responses by Survey Location…………………………………………………….4 Figure 3-2: Morning Trip Origins and Destinations (Complete Trips) . Error! Bookmark not defined. Figure 3-3: Top 5 AM Origins and Destinations (Complete Trips) ...... 8 Figure 3-4: Evening Trip Origins and Destinations (Complete Trips) ...... 9 Figure 3-5: Top 5 PM Origin and Destinations (Complete Trips) ...... 9 Figure 3-6: Top 5 Origin and Destination Combinations for Transfer Trips ...... 10 Figure 3-7: Top 5 Origin and Destination Combinations for Direct Trips ...... 10 Figure 3-8: Top 5 Origin and Destination Combinations for All Trips ...... 11 Figure 3-9: Mode of Access ...... 12 Figure 3-10: Service Used for Bus or Train Access Mode ...... 12 Figure 3-11: Mode of Egress from Final Transit Station ...... 15 Figure 3-12: Service Used for Bus or Train Mode ...... 16 Figure 3-13: Top 5 Routes per Leg of Trip ...... 18 Figure 3-14: Transfers by Mode ...... 19 Figure 3-15: Preferred Fare Payment Method ...... 19 Figure 3-16: How Riders Would Travel Without Transit ...... 21 Figure 3-17: Yearly Family Household Income of NCTD Transit Riders ...... 24 Figure 3-18: English and Spanish Fluency ...... 27 Figure 4-1: Transfers vs Direct Trips ...... 28 Figure 4-2: Top 5 Origins and Destinations ...... 29 Figure 4-3: Types of Trips by Language Fluency ...... 30 Figure 4-4: Transfers per Household Income Bracket ...... 31 Figure 4-5: Wouldn't Have Made Trips Without Transit per Household Income Bracket .. 32

Table 3-1: Transfers per Station ...... 5 Table 3-2: Transfers by Mode ...... 6

April 6, 2020 1 IBI GROUP STRATEGIC MULTIMODAL TRANSIT IMPLEMENTATION PLAN TASK 4.2 TRANSFER SURVEY ANALYSIS Prepared for North County Transit District

1 Introduction 1.1 Study Objective North County Transit District has experienced significant ridership declines since 2015, consistent with ridership trends nationwide. Low interest rates, increased car ownership, improving economic conditions, and a spatial mismatch between job location and workers have all contributed to decreased ridership and increased reliance on automobiles. NCTD is looking for strategies to address these new trends and adapt and respond to the changing community landscape by improving access to transit, increasing modal choice at the local and regional level, and designing innovative service delivery strategies to best meet the diverse needs of the area’s residents and visitors. Over the course of 2018-2019, NCTD conducted a Land Use – Transit Integration Study (LUTIS) to develop a thorough understanding of existing and future land use planning and development efforts throughout its service area. Through extensive data analysis and public outreach, this study identified and prioritized strategies for the future provision of service in the region. The Strategic Multimodal Transit Implementation Plan (SMTIP) aims to complement this effort and refine these strategies to an implementable level. The SMTIP will focus on the system’s operational performance, ways to better serve its markets within its financial and operational capabilities, public policy considerations that need to be reconsidered, and the implementation and integration of the various strategies into NCTD’s service plans for the future.

1.2 Purpose of the Report North County Transit District (NCTD) provides services in San Diego North County, spanning a service area of approximately 1,020 square miles. NCTD operates five modes – BREEZE, SPRINTER, COASTER, FLEX, and LIFT – that together provide over 10 million passenger trips per year. The agency acknowledges that in order to complete one trip, individuals must sometimes transfer between various modes of transportation, which can make public transit less convenient and thus less competitive than the car. To better serve potential riders, NCTD is looking at current travel patterns and potential service and capital improvements that could streamline everyday trips and improve riders’ experience. This report corresponds to Task 4.2 of NCTD’s Strategic Multimodal Transit Implementation Plan (SMTIP). The purpose of this task is to look at trip and particularly transfer patterns of commuters within North San Diego County and identify opportunities for improvement among current services offered. To do so, NCTD conducted a survey at key stations within its service area. The in-person surveys were collected at morning (6 AM – 9 AM) and afternoon (3 PM – 6 PM) peak times between October 22, 2019, and November 5, 2019. Transit riders were also given the option to fill out the survey online. The results from this survey will inform NCTD on how many riders need to make multiple transfers for one trip, what type of transfers riders are making (bus to bus, bus to rail, inter-agency transfers, etc.), what routes riders are taking, and where riders are transferring to and from. The current report presents the methodology adopted to conduct the survey, main results regarding travel patterns, as well as a general analysis and overview of opportunities that will be furthered explored as part of Task 6 of the SMTIP, which will look at service and capital improvements.

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2 Methodology 2.1 Survey Design IBI Group designed a transfer analysis survey to capture information regarding passenger activity within NCTD’s service area as well as trips that involved multiple jurisdictions. A specific focus was on trips involving transfers. The goal of the survey was to identify how many riders transfer, what services riders are most commonly transferring to, what the most common interagency transfers are, and where riders are traveling to and from. A few sociodemographic questions were also included in the survey. The survey consisted of eight to twelve questions. The questions asked how riders paid for their fares, what the origin and destination for the rider’s trip was, what routes riders were taking, how riders commuted for the first/last mile to/from the transit station, what the rider’s yearly household income was, and how/if riders would have completed that same trip if transit had not been available. To see a copy of the survey, see Appendix A. Surveys were administered in October 2019 over a three-week period. To account for growing trends such as teleworking and compressed work schedules, surveys were only conducted Tuesday, Wednesday, and Thursday, thus avoiding the instability of Monday and Friday commuters. Additionally, surveys were conducted during morning and evening peak hours to better understand transfers during different times of the day. IBI Group identified 15 major transit centers where surveys would be administered. Table 2-1 shows the distribution of surveyors at the stations based on levels of activity. IBI Group partnered with Flagship Research to conduct the in-person surveys. Flagship digitalized the questionnaire to administer the survey via iPads. Additionally, Flagship provided the online link to the survey, which was handed out to riders who did not have enough time to participate in person. Flagship provided five staff members to serve as surveyors. The target number of survey responses to be collected was 1,000. Table 2-1: Surveying Schedule

Date AM/PM Location Number of Surveyors

Escondido Transit Center 3 AM Oceanside Transit Center 2 Tuesday, October 22nd Escondido Transit Center 3 PM Oceanside Transit Center 2 Vista Transit Center 3 AM Sorrento Valley 2 Wednesday, October 23rd Vista Transit Center 3 PM Palomar 1 Encinitas 1 Palomar 2 AM Encinitas 2 Thursday, October 24th Carlsbad Village 1 Escondido Transit Center 2 PM Oceanside Transit Center 2

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Date AM/PM Location Number of Surveyors

Encinitas 1 Vista Transit Center 3 AM Oceanside Transit Center 2 Oceanside Transit Center 1 Tuesday, October 29th Carlsbad Village 1 PM Carlsbad Poinsettia 1 Buena Creek 1 College Boulevard 1 Escondido Transit Center 3 AM Palomar 1 Encinitas 1 Wednesday, October 30th Palomar 1 El Camino Real 1 PM Solana Beach 1 Coast Highway 1 Cal State San Marcos 1 Buena Creek 1 AM College Boulevard 1 Thursday, October 31st El Camino Real 1 Solana Beach 1 PM Sorrento Valley 2 Nordahl Road 1 Coast Highway 1 Tuesday, November 5th AM Vista Transit Center 1 Escondido Transit Center 1

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3 Survey Results Figure 2-1: Responses Collected per Survey Location

A total of 1,139 survey responses were collected Figure 3-1: Responses Collected per Survey Location over the three-week period. Some of the responses received were incomplete, leaving a total of 1,071 valid responses. The three stations with the most responses collected were: - Vista Transit Center (30%) - Escondido Transit Center (25%) - Oceanside Transit Center (10%).

3.1 Types of Trips Of the 1,071 valid responses: - 51% (542) of the trips were direct trips - 49% (529) of the responses represented trips that required transferring to another transit service

o 43% (464) of the trips required one transfer

o 6% (65) trips required two transfers

3.2 Transfers per Station The majority of transfers occurred at larger transit centers as opposed to individual bus stops. 77% of the stations/bus stops where transfers occurred were located within NCTD service boundaries. The seven stations that were not located within NCTD boundaries were located throughout San Diego and in Los Angeles County. The three locations where transfers occurred the most were: - Vista Transit Center (32%) - Escondido Transit Center (31%) - Oceanside Transit Center (9%)

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Table 3-1: Transfers per Station*

Station Transfers Vista Transit Center 191 Escondido Transit Center 184 Oceanside Transit Center 56 Santa Fe Depot 24 Sorrento Valley Station 18 Buena Creek Station 17 Palomar College Station 16 Coast Highway Station 12 Old Town Transit Center 12 Carlsbad Village Station 10 College Boulevard Station 10 Carlsbad Poinsettia Station 8 Cal State San Marcos Station 5 Miramar College Transit Station 4 University Ave and I-15 Transit Plaza 4 El Camino Real Station 3 Encinitas Station 3 Solana Beach Station 3 12th & Imperial Transit Center 2 Plaza Camino Real Station 2 2nd & Broadway Downtown SD Bus Stop 1 Citricado Pkwy & Scenic Trail Way Bus Stop 1 College Blvd & El Camino Real Bus Stop 1 Lomas Santa Fe & N Rios Bus Stop 1 Via Vera Cruz & San Marcos Blvd Bus Stop 1 Vista Way & El Camino Real Bus Stop 1 E Grand Ave & Rose St Bus Stop 1 E Vista Way & Arcadia Ave Bus Stop 1 Jimmy Durante Blvd & Stevens Ave Bus Stop 1 Van Nuys Station 1 594 *Stations in bold are situated outside of the NCTD service area

3.3 Trip Combinations For all trips, the data indicates what modes riders transferred to and from (i.e. BREEZE – BREEZE). The following calculations are based on 594 individual transfers and show trips in both directions. Overall, the two most common types of transfers were: - BREEZE – SPRINTER (45%)

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- BREEZE – BREEZE (29%) 79% of transfers occurred from one NCTD service to another NCTD service, 19% of the transfers were interagency transfers, and the remaining 2% were from one MTS service to another MTS service. The most common interagency transfers occurred between NCTD and MTS services. Table 3-2 show the different types of transfers that were part of the survey sample.

Table 3-2: Transfers by Mode

Type of Transfer # of Transfers BREEZE – SPRINTER 265 BREEZE – BREEZE 174 COASTER – MTS Bus 21 COASTER – MTS Trolley 20 BREEZE – MTS Bus 19 MTS Bus – SPRINTER 15 COASTER – SPRINTER 12 BREEZE – COASTER 11 COASTER – MTS Airport Shuttle 10 MTS Bus – MTS Bus 10 Amtrak – COASTER 8 COASTER – Shuttle (Privately-owned) 8 FLEX – SPRINTER 4 FLEX – BREEZE 3 RTA – MTS Bus 3 SPRINTER – Amtrak 3 MTS Bus – MTS Trolley 2 SPRINTER – Metrolink 2 Amtrak – LADOT DASH 1 MTS Bus – RTA 1 RTA – COASTER 1 RTA – SPRINTER 1

3.4 Origin and Destination The survey asked participants to indicate the origin and final destination of their trips. Using this information, complete trips were mapped in order to find travel patterns within the NCTD service area. The following maps show main origins and destinations of trips involving transfers. 55% of trips requiring transfers occurred during the morning peak. Vista and Escondido were the most popular origins for morning transfer trips. The five most popular origins during the morning peak were:

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- Vista (27%) - Escondido (27%) - Oceanside (18%) - Carlsbad (6%) - San Diego (5%) San Marcos was the most popular final destination for morning transfer trips. The five most popular final destinations during the morning peak were: - San Marcos (21%) - Escondido (20%) - Vista (15%) - Oceanside (14%) - San Diego (12%)

Figure 3-2: Morning Trip Origins and Destinations (Complete Trip)

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Figure 3-3: Top 5 Morning Origins and Destinations (Complete Trips)

45% of transfer trips occurred during the evening peak. Vista was the most popular origin for evening transfer trips. The five most popular origins during the evening peak were: - Vista (23%) - Escondido (20%) - Oceanside (13%) - Carlsbad (12%) - San Marcos (11%) Vista was also the most popular final destination for evening transfer trips. The five most popular final destinations during the evening peak were: - Vista (23%) - Escondido (19%) - San Diego (17%) - Oceanside (14%) - San Marcos (9%).

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Figure 3-4: Evening Trip Origins and Destinations (Complete Trips)

Figure 3-5: Top 5 PM Origin and Destinations (Complete Trips)

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The most common origin and destination combinations for transfer trips overall included: - Escondido to Escondido (10%) - Vista to Vista (9%) - Vista to Oceanside (5%) - Escondido to San Marcos (4%) - Vista to San Marcos (4%)

Figure 3-6: Top 5 Origin and Destination Combinations for Transfer Trips

In comparison, the most common origin and destination combinations for direct trips included: - Vista to Oceanside (8%) - Carlsbad to San Diego (5%) - Encinitas to San Diego (5%) - Vista to San Marcos (5%) - Vista to Vista (5%)

Figure 3-7: Top 5 Origin and Destination Combinations for Direct Trips

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Overall, the most common origin and destination combinations for all trips combined were: - Vista to Vista (7%) - Vista to Oceanside (7%) - Escondido to Escondido (7%) - Vista to San Marcos (5%) - Carlsbad to San Diego (5%)

Figure 3-8: Top 5 Origin and Destination Combinations for All Trips

3.5 Access and Egress The survey included first and last mile related questions in order to assess the main mode combinations used by everyday riders.

3.5.1 Access Mode The survey asked participants to note how they arrived to the stations at which they were interviewed. 42% of respondents had reached the station by bus or train, signaling that the respondent had either completed their trip or was about to make a transfer at the station. Of those respondents who had not arrived at the station by bus or train, the three most common ways for riders to get to a transit station were: - Walking (27%) - Getting dropped off by a personal connection (12%) - Driving and parking (11%) Of the 42% of riders who arrived to their respective station by bus or train: - 70% of those riders arrived by BREEZE services - 19% arrived by SPRINTER - 5% arrived by MTS Bus

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Figure 3-9: Mode of Access

Figure 3-10: Service Used for Bus or Train Access Mode

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Of riders that rode the COASTER, the top three access modes were: - Drive and park (26.5%) - Walking (25.3%) - Getting dropped off by a personal connection (20%)

Figure 3-11: Access Mode for COASTER Riders

Of riders that did not ride the COASTER, the top access mode was bus or train (50%). Following bus or train, the top three access modes were: - Walking (28%) - Getting dropped off by a personal connection (9.9%) - Drive and park (6.6%)

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Figure 3-12: Access Mode of Non-COASTER riders

3.5.2 Egress Mode The survey also asked participants to note how they planned to leave the stations at which their current buses/trains would drop them off. 17% of total respondents said that they would be taking another bus or train, indicating that a transfer was going to be made. The three most popular ways for people to access their final destination were: - Walking (61%) - Getting picked up and dropped off by a personal connection (10%) - Using a taxi or TNC service (5%) Of riders that were leaving the station by bus or train, the top three services used were: - BREEZE (51%) - MTS Bus (17%) - MTS Trolley (12%).

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Figure 3-13: Mode of Egress from Final Transit Station

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Figure 3-14: Service Used for Bus or Train Mode

Of riders that used the COASTER, 26% of respondents reported getting on another bus or train at their following stop. The top three egress modes aside from bus or train were: - Walk (33.2%) - Taxi, TNC, or similar (15.4%) - Picked up by a personal connection (11.6%)

Figure 3-15: Egress Mode of COASTER riders

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Of riders that did not use the COASTER, 13.9% of respondents reported getting on another bus or train at their following stop. The top three egress modes aside from bus or train were: - Walk (69%) - Getting picked up by a personal connection (9.4%) - Bicycle (4.2%)

Figure 3-16: Egress Mode of Non-COASTER riders

3.5.3 Top Routes From the rider’s origin to the station where they were surveyed, the top five routes used to complete that leg of the trip were: - SPRINTER (18%) - BREEZE 303 (14%) - BREEZE 332 (6%) - BREEZE 305 (6%) - BREEZE 350 (4%) From the rider’s survey station to their second transit stop, the top five routes used to complete that leg of the trip were: - SPRINTER (40%) - COASTER (22%) - BREEZE 305 (5%)

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- BREEZE 302 (4%) - BREEZE 332 (4%) From the rider’s second transit stop to their final destination, the top six routes used to complete that leg of the trip were: - MTS Trolley (12%) - BREEZE 303 (8%) - MTS Airport Shuttle (6%) - MTS 235 (5%) - Amtrak (4%) - BREEZE 304 (4%)

Figure 3-17: Top 5 Routes per Leg of Trip

Figure 3-14 below show the most common route combinations on trips requiring transfers, which are as follows: - BREEZE 303 and SPRINTER - BREEZE 332 and SPRINTER - COASTER and MTS Trolley - COASTER and MTS Airport Shuttle

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Figure 3-18: Transfers by Mode

These trips involve a combination of bus and light rail modes, which highlights the importance of bus routes in feeding the rail infrastructure. Service planning can support this essential role by looking at timetables and aligning stop times at inter-modal stations with light-rail departure and arrival times. These route combinations also highlight the significance of inter-agency connections and NCTD’s need to collaborate with neighboring agencies to make sure that North County residents can access important destinations such as Downtown San Diego and the San Diego airport.

3.6 Fare Payment In addition to travel patterns, NCTD was interested to know more about other general trends such as preferred payment methods as well as the sociodemographic profile of its riders. In terms of fare payment: - 56% of respondents were using Compass Cards to pay their fares - 30% of riders pay fares in cash - 13% of riders pay fares using the Compass Cloud app. Figure 3-19 denotes the composition of payment method among respondents. Figure 3-19: Preferred Fare Payment Method

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Furthermore, these numbers were broken down to look at the payment habits of COASTER riders vs. non-COASTER riders. Of the 241 commuters that used COASTER services on their trip: - 41.5% of respondents used a Compass Card - 29.5% of respondents used cash - 29% of respondents used the Compass Cloud app Of the 830 commuters that did not use COASTER services on their trip: - 60.6% of respondents used a Compass Card - 30.6% of respondents used cash - 8.8% of respondents used the Compass Cloud app Information regarding whether commuters were using a day pass or a monthly pass was not collected at this time.

3.7 Alternatives to Transit Several more vulnerable groups of the population, such as low-income households and older adults, are often dependent on public transit for their everyday commute. To identify the extent of dependency on transit from NCTD riders, surveyors asked participants how they would have completed their trips had transit not been available. Results showed that about one in five riders have no other option than transit for their daily commute. The top three responses were: - Getting a ride from a personal connection (25%) - Driving alone (24%) - Wouldn’t have made the trip (20%).

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Figure 3-20: How Riders Would Travel Without Transit

For commuters that used COASTER services at any point along their trip, the top three responses for traveling if transit options were not available were: - Drive alone (61.4%) - Taxi, Uber, Lyft, or similar (14.5%) - Getting a ride from a personal connection (9.5%)

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Figure 3-21: How COASTER Riders Would Travel Without Transit

For commuters that did not use COASTER services at any point along their trips, the top three responses for traveling if transit options were not available were: - Getting a ride from a personal connection (29.2%) - Wouldn’t have made the trip (23.1%) - Taxi, Uber, Lyft, or similar (17.2%)

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Figure 3-22: How Non-COASTER Riders Would Travel Without Transit

3.8 Demographic Results The survey asked respondents to provide information regarding their family’s household income over the past 12 months. Nine options were provided, including the option to not disclose what their household income is. 29% of respondents chose to not disclose their family’s household income. Following those who did not disclose their household income, the highest percentage of riders using public transit were those whose yearly household income was: - Less than $15,000 (22%) - Between $15,000 and $29,999 (12%) - Between $30,000 and $44,999 (7%).

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Figure 3-23: Yearly Family Household Income of NCTD Transit Riders

When broken down to look at the yearly household income of respondents that used the COASTER during their trip, the most common responses were higher incomes than that of total respondents. 24% of respondents chose not to disclose their incomes, but the following top three responses were: - $100,000 to $149,999 (19.5%) - $150,000 or above (17.4%) - $75,000 to $99,999 (17%)

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Figure 3-24: Yearly Family Household Income of COASTER Riders

On the other hand, riders who did not use the COASTER on their trip reported having lower household incomes. After the 31.7% of respondents that chose to not disclose their income, the top three responses were: - Less than $15,000 (26.7%) - $15,000 to $29,999 (14.3%) - $30,000 to $45,000 (8.3%)

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Figure 3-25: Yearly Family Household Income of Non-COASTER Riders

The questionnaire also took note of which surveys were conducted in Spanish for surveys that were conducted in person. This information was included by the surveyor and was not a question answered by the respondent. Surveys that were filled out via the online link by respondents on their own time asked whether or not the respondents are fluent in Spanish. 85% of surveys were conducted in English or were filled out by individuals that are not fluent in Spanish, whereas 15% of respondents were interviewed or reported being fluent in Spanish.

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Figure 3-26: English and Spanish Fluency

4 Analysis/Key Observations 4.1 Rate of transfers vs. direct trips Of the 1,071 valid responses received, 51% of responses represented direct trips, meaning no transfers were required, 43% of trips required one transfer, and 6% of trips required two transfers. This high number of transfers can be explained by the location where the surveys took place, which is at transit centers where most routes converge, and transfers are most likely to occur. It was a conscious decision to document as many trips involving transfers as possible.

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Figure 4-1: Transfers vs Direct Trips

Of the 1,071 responses, 241 of trips included using the COASTER. For trips that used the COASTER, 66% of trips were direct trips, followed by 31% of trips requiring one transfer, and 3% of trips requiring two transfers. The remaining 830 trips did not use the COASTER. 47% of trips were direct trips, 46% of trips required one transfer, and 7% of trips required two transfers.

4.2 Origins and destinations of transfer trips In total, 529 valid transfer responses were received as a result of this survey. In an effort to improve transit services, current travel patterns of NCTD riders were identified by analyzing the origins and destinations of transfer trips. The five most common origins for transfer trips overall were: - Vista (26%) - Escondido (24%) - Oceanside (16%) - Carlsbad (9%) - San Marcos (8%) The five most common destinations for transfer trips were: - Escondido (20%) - Vista (19%) - San Marcos (16%) - San Diego (15%)

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- Oceanside (14%)

Figure 4-2: Top 5 Origins and Destinations

4.3 Access and Egress Modes The Access and Egress modes showed that a vast majority of respondents arrived or left their station by foot. These results highlight the importance of the proximity factor as a motivation to use public transit for one’s everyday commute. The next step in this analysis will thus be to overlay NCTD’s existing routes and service offer with the focus areas, priority corridors, high density areas and regional attractors to assess whether changes in routing and service could better connect areas with high levels of activity.

4.4 COASTER vs. Non-COASTER analysis COASTER commuter rail services attract a different demographic of riders than other NCTD services, therefore it is expected to find differences between COASTER and non-COASTER riders. For example, COASTER riders typically use the commuter rail line to travel longer distances for daily school/work travel as opposed to BREEZE and SPRINTER riders who are traveling shorter distances. Notable differences between the access and egress modes between COASTER and non-COASTER riders are that the majority of COASTER drive and park to get to their necessary station, whereas commuters using other services are more likely to use another bus/train service or walk. In terms of a rider’s egress, both riders are most likely to walk when leaving their final transit stop, but COASTER riders are more likely to take a taxi or TNC service to their final destination whereas non-COASTER riders are more likely to get picked up by a personal connection. If transit were not available, the majority of COASTER riders would make the trip by driving alone or using a taxi/TNC service, while non-COASTER riders would have to rely on getting rides from personal connections, otherwise they would not be able to make the trip. As a result of the demographics research, COASTER riders tend to have higher household incomes than commuters not using the COASTER. The results from this survey seem to

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indicatethat COASTER riders are more likely to be using transit due to convenience rather than need as seen in BREEZE and SPRINTER riders.

4.5 Equity considerations Equity is a major concern with regard to access as well as quality of service. As part of this survey, the demographic questions added to the transfer-related questions allowed us to look at both cultural background and level of income and how these two elements related to trip profile. First, 85% of the trips documented in this survey were completed by English-speaking riders while 15% of the trips were completed by Spanish-speaking riders. Out of the 908 survey responses from English speakers, 46% of trips required transferring. Out of the 163 survey responses by Spanish speakers, 70% of trips required transferring. This suggests that Spanish- speaking communities tend to take longer, less direct trips than English-speaking communities.

Figure 4-3: Types of Trips by Language Fluency

Of the 1,071 valid trip responses, 321 respondents did not disclose their yearly family household income. The remaining 750 trips were analyzed in order to discover whether individuals that have lower household incomes are having to make more transfers than individuals who have higher household incomes. In 2017, the U.S. Census American Community Survey stated that the median household income in San Diego County was $76,207. 73% of participants reported being under that average household income. The three largest groups represented in the survey were individuals with household incomes of: - Less than $15,000 (31%) - $15,000 to $29,999 (17%) - $30,000 to $44,999 (11%)

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When looking at trip patterns within the different low income categories, results show that the lower their household income, the more likely it is that riders will need to take trips involving multiple modes. The responses show that transit riders with lower household incomes have to transfer services two times more than riders with higher household incomes. For instance, 63% of riders with a household income of less than $15,000 have to make at least one transfer to complete their trip whereas only about 30% of riders with household incomes of $75,000 or above have to make at least one transfer to complete their trip.

Figure 4-4: Transfers per Household Income Bracket

However, there is no significant burden on low income individuals when it comes to making a single transfer or double transfer trip. For this analysis, individuals with household incomes below $75,000 will be considered lower income, compared to the $76,207 median household income in San Diego County1. For trips that required only one transfer, 82% trips were completed by individuals whose household income was below $75,000. For trips that required two transfers, 88% of trips were completed by individuals whose household income was lower than the County’s median. Overall, 83% of trips requiring transfers were completed by individuals with lower income. While the data shows that there was a slightly higher percentage of double transfers in comparison to the percentage of single transfers, the ratios between household income and number of single or double transfer trips remained consistent. Aside from transfers, the responses show that riders with lower household incomes are five times more likely to not make trips when transit is unavailable than riders with higher household incomes. 34% of riders with household incomes of less than $15,000 would opt to not make a trip whereas only 6% of riders with household incomes of $150,000 or more would opt to not make a trip. These results lead to the conclusion that individuals with lower incomes are disproportionately affected with regards to access to transit.

1 NCTD’s Board Policy No. 32 Threshold for Disproportionate Burden (required for Title VI analysis) defines a low-income person as an individual whose household income is below 200% of the poverty level, using the most recent 5-year estimate table for Ratio of Income to Poverty Level in the Past 12 Months from the American Community Survey.

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Figure 4-5: Wouldn't Have Made Trips Without Transit per Household Income Bracket

5 Conclusion

The transfer survey conducted in the fall of 2019 provided a snapshot of NCTD riders’ travel patterns, their origins and destinations, the main routes they use, the most typical trip combinations they take when using multiple services, as well as their access and egress mode to and from transit stations. Results showed that a significant amount of transit riders use multiple services on their daily commute. The most common route combination is the use of a BREEZE bus to reach a SPRINTER transit station. Several of the trips involving transfers were connecting NCTD riders with transit services from other agencies, and particularly with MTS. These route combinations, origin and destination patterns as well as most common routes involved in transfer trips will be further reviewed as part of Task 6 of the Strategic Multimodal Transit Implementation Plan, where service and capital improvements will be designed. These improvements could provide a better riding experience to riders using multiple services. Specific improvements will be assessed based on the three types of trips identified in the study: - For single-seat riders, i.e. riders doing direct trips with no transfer, the current routes are already in line with the trips they need to make. Service improvements would thus correspond to changes that would further increase comfort and convenience, such as amenities at the stations, and increases in service frequencies. - For double-seat and triple seat riders, i.e. riders who need to make one or two transfers as part of their route, schedule alignment could be looked at to make sure they facilitate connections and reduce trip length as much as possible. - Finally, for triple-seat riders, routes will be reviewed to identify opportunities to reduce the number of transfers required. Other results from the survey revealed the importance of proximity as an incentive to use public transit, as the majority of respondents indicated getting to or leaving their station by foot. This is a critical component that supports NCTD’s strategic efforts to better align transit services with high activity areas and communities. Finally, results from the sociodemographic questions raised some equity questions regarding access to services from low-income communities and minority groups. While, at first glance,

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there does not seem to be any difference in the types of trips distribution between low-income and higher income groups, a more granular analysis shows that riders within the lowest income brackets are twice as likely to have commutes that require one to two transfers. Spanish speaking riders are also more likely to have less direct routes than English speaking riders. These equity considerations will be further reviewed as part of Task 6.4, which will look at how service and capital improvements could address these concerns, especially as they pertain to Title VI requirements.

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Appendix A: Survey Tool

Train Platform Questionnaire

RESPONSE QUESTION CODE RESPONSE

Location (Do Not Ask) Station & Direction

Time of Intercept (Do Not Ask) ___:___ AM / PM

Street address Where did you begin the trip you are taking now? or Nearest intersection or Name of place

How did you get to this station? W / P / B / D / T / Z

ONLY IF Z BUS OR TRAIN Rte #: ______Which route and direction? Dir: ______

Where will you get off the train you are waiting for Station name now? How will you leave the immediate area of your W / P / B / D / T / Z destination station?

ONLY IF Z BUS OR TRAIN Rte #: ______Which route and direction? Dir: ______

Street address What is your final destination today? or Nearest intersection or Name of place

Cash How are you paying your fare today? Compass Card Compass App

Access / Egress codes

W 1 Walk

B 2 Bicycle

P 3 Drive and park

D 4 Drop off / pick up by someone else T 5 Taxi, TNC (Uber/Lyft) or other for-hire transportation service Z 6 Bus or Train

April 6, 2020 34 IBI GROUP STRATEGIC MULTIMODAL TRANSIT IMPLEMENTATION PLAN TASK 4.2 TRANSFER SURVEY ANALYSIS Prepared for North County Transit District

Bus Stop Questionnaire

RESPONSE QUESTION CODE RESPONSE

Location (Do Not Ask) Bus stop

Time of Intercept (Do Not Ask) ___:___ AM / PM

Street address Where did you begin the trip you are taking now? or Nearest intersection or Name of place

How did you get to this bus stop? W / P / B / D / T / Z

ONLY IF Z BUS OR TRAIN Rte #: ______Which route and direction? Dir: ______

Where will you get off the bus you are waiting for Street address or Nearest intersection now? or Name of place How will you leave the immediate area of your W / P / B / D / T / Z destination bus stop?

ONLY IF Z BUS OR TRAIN Rte #: ______Which route and direction? Dir: ______

Street address What is your final destination today? or Nearest intersection or Name of place

Cash How are you paying your fare today? Compass Card Compass App Access / Egress codes

W 1 Walk

B 2 Bicycle

P 3 Drive and park

D 4 Drop off / pick up by someone else T 5 Taxi, TNC (Uber/Lyft) or other for-hire transportation service Z 6 Bus or Train

April 6, 2020 35 Agenda REVISED Item # 15 AWARD AUTHORIZE EXECUTIVE DIRECTOR TO EXECUTE AGREEMENT NO. 20032 TO WITH BOMBARDIER TRANSIT CORPORATION FOR THE PURCHASE OF COASTER COACH AND CAB CARS

Time Sensitive: ☒ Consent: ☐ STAFF 1) Award Authorize the Executive Director to execute Agreement No. 20032 to RECOMMENDATION: with Bombardier Transit Corporation for the purchase of 11 COASTER coach and cab cars in an amount not-to-exceed $42,542,065. 2) Authorize the Executive Director to execute future options specified in Agreement No. 20032 based on the availability of funding and prior approval by the Board within the Capital Improvement Program. 3) Authorize the Executive Director to negotiate and finalize a Memorandum of Understanding (MOU) with Central Puget Sound Regional Transit Authority (Sound Transit) and the San Joaquin Regional Rail Commission (SJRRC) as the managing agency for the Altamont Corridor Express (ACE) to provide oversight support for the construction and acceptance of cab and coach cars in an amount not to exceed $500,000.

BACKGROUND The North County Transit District (NCTD) currently operates a fleet of seven (7) INFORMATION: locomotives and twenty-eight (28) bi-level coach and cab cars on the San Diego Subdivision to support COASTER operations. The rail service currently provides twenty-two (22) weekday round trips with four (4) additional trips for Friday nights. Headways between trains are vary from forty-five (45) to sixty (60) minutes during peak periods, up to 211 minutes during the off-peak period. As such, the COASTER schedule is currently deficient in the number of trips provided during the peak and non-peak periods to support the needs of commuters. NCTD has received consistent feedback from customers and key stakeholders requesting increased service frequencies.

The 2050 Revenue Constrained Regional Plan (Regional Plan) contemplates operating COASTER trains on 20-minute frequencies during the peak period within the 2018 decade by 2024, a significant improvement over the current headways that range between forty-five (45) to sixty (60) minutes during the peak period. SANDAG and NCTD staff, within the context of the 2050 Regional Plan, have developed a phased implementation of increased frequencies. NCTD staff has completed an analysis that indicates that COASTER service frequencies can be implemented with 30-minute headways during the peak and 60-minute headways during the non-peak period with the procurement of two (2) new trainsets. With the new trainsets, NCTD will have the ability to run forty-two (42) trains per day, an increase of twenty (20) trains from the current twenty-two (22).

On April 18, 2019, the NCTD Board of Directors (Board) sent a letter to SANDAG requesting funding for the two (2) new COASTER expansion trainsets to support the Regional Plan objective of increased service frequencies. On September 27, 2019, the SANDAG Board of Directors approved the funding of $58.8 million over the next five (5) years, from FY2021 through FY2024, for the purchase of two (2) additional trainsets. At its meeting on March 19, 2020, the Board approved Change Order No. 5 to Agreement No. 14-01-DPIT with Siemens Mobility, Inc., April 16, 2020 Board Meeting Staff Report No.: SR-20-04-015 for a full notice-to-proceed for the purchase of the two (2) locomotives for the additional trainsets.

To support the purchase of the cab and coach cars for the additional trainsets, NCTD joined Sound Transit and SJRRC as the managing agency for the ACE in a joint procurement for bi-level railcars. Sound Transit is the lead agency for the procurement, which was posted on November 22, 2019. The solicitation closed on January 22, 2020, with one (1) proposal from Bombardier Transit Corporation (Bombardier) being received by the deadline. The proposal was deemed responsive and responsible after a single bid analysis, and met the following evaluation criteria:

 Technical Compliance  Price  Production and Delivery Schedule  Proper Qualifications, Experience, and Resources  Life-Cycle Costs  Aftermarket Support

Following extensive negotiations related to the terms and conditions of the agreement and the cost proposal including payment milestones, NCTD received Bombardier’s final proposal on January 23, 2020.

A price analysis was developed, and staff determined that the proposed costs are fair and reasonable. The following is an overview of the terms of the proposed agreement:

 Base order of three (3) cab cars priced at $3,924,590 each and a base order of eight (8) coach cars priced at $3,503,828 each. Base order prices include all the one-time, non-reoccurring costs associated with production.  Options for an additional nine (9) cab cars, priced at $3,501,033 each and options for an eighteen (18) additional coach cars, priced at $3,028,965 each. Option pricing is lower due to the one-time, non-reoccurring costs being paid in the base order.  Cost escalation for future orders is based on the Producer Price Index for railroad rolling stock manufacturing.  Cab/coach cars that are compliant with regulatory requirements and APTA Standards.

Along with the cab/coach cars, Bombardier will provide the below listed items which make up the remaining project costs:

 Manuals  Spare Parts  Diagnostic Test Equipment, including special tools  Two (2) Year Warranty  Training  Delivery  Surety Bond

April 16, 2020 Board Meeting Staff Report No.: SR-20-04-015 The base order of eleven (11) cars includes the two trainsets which support the Regional Plan for increased service levels, as well as one (1) cab car to support NCTD’s state-of-good-repair needs. Additionally, NCTD has, at its sole discretion, the option to purchase up to twenty-seven (27) cars to support its ongoing state-of-good repair needs.

Based on the foregoing, staff recommends that the Board of Directors:

1) Award Authorize the Executive Director to execute Agreement No. 20032 to with Bombardier for the purchase of eleven (11) COASTER coach and cab cars in an amount not-to-exceed $42,542,065. 2) Authorize the Executive Director to execute future options specified in Agreement No. 20032 based on the availability of funding and prior approval by the Board within the Capital Improvement Program. 3) Authorize the Executive Director to negotiate and finalize a MOU with Sound Transit and SJRRC as the managing agency for the ACE to provide oversight support for the construction and acceptance of cab and coach cars in an amount not to exceed $500,000.

The award to Bombardier and execution of Agreement No. 20032 will follow the allocation of funds for this project by the California Transportation Commission in accordance with the 2020 Local Partnership Guidelines (Resolution No. G-20- 33), which is anticipated in June 2020.

ATTACHMENT: None

GOAL/STRATEGIC Enhance Customer Service, Improve Service Quality, and Increase Ridership DIRECTION:

FISCAL IMPACT: The fiscal impact of this proposed contract action is $42,542,065, of which $38,39068,359596 for two cab cars and eight coach cars will be funded with funds in project 420009, which include the funds programmed in the SANDAG FY2020 Program Budget: Capital Improvement Program approved by SANDAG’s Board on September 27, 2019). The remainder $4,15173,706469 for one cab car will be funded with local Transportation Development Act (TDA) funds in project 419004.

COMMITTEE REVIEW: None

STAFF CONTACT: Matthew O. Tucker, Executive Director E-mail: [email protected] Phone: 760-966-6500

April 16, 2020 Board Meeting Staff Report No.: SR-20-04-015 RELATED TO AGENDA ITEM 15

COASTER Bi-Level Coach and Cab Car Purchase

Board Meeting April 16, 2020 COASTER Trainset

5-Car Consists includes: 1 locomotive, 1 cab and 4 coaches

1 COASTER Expansion Program

• On September 27, 2019, the SANDAG Board of Directors approved funding of $58.5 million over the next five years for the purchase of two additional trainsets to increase train frequencies from 22 to 42. – NCTD and SANDAG will execute a Memorandum of Understanding and will use Commercial Paper to support procurement • On March 19, 2020, the NCTD Board of Directors approved Change Order No. 5 to Agreement No. 14-01-DPIT with Siemens Mobility, Inc., for a full notice-to-proceed for the purchase of the two locomotives for the additional trainsets. • NCTD joined the Central Puget Sound Regional Transit Authority (Sound Transit) and the San Joaquin Regional Rail Commission (SJRRC) as the managing agency for the Altamont Corridor Express (ACE) in a joint procurement for bi-level coach/cab cars. • The procurement closed on January 22, 2020, with one proposal received from Bombardier Transit Corporation (Bombardier).

2 Proposed COASTER Cab and Car Agreement

• Under the proposed agreement Bombardier will provide the following: – Base order cab car price of $3,924,590 each and coach car price of $3,503,828 each. Base order prices include all the one-time, non-reoccurring costs associated with production. – Optional order cab car price of $3,501,033 each and coach car price of $3,028,965 each (supports NCTD’s ongoing state-of-good repair needs for up to 27 additional cars) – Future cost escalation based on Producer Price Index for railroad rolling stock manufacturing – Cab/coach cars that meet regulatory requirements and APTA standards – Manuals – Testing Equipment and Special Tools – Training – Spare parts – Two-year warranty – Delivery • Oversight support for construction and acceptance of cab and coach cars to be provided via separate MOU with Sound Transit and ACE.

3 Delivery & Payment Schedule for Base Order

Base Order includes 2 Cab Cars and 8 Coach Cars for SANDAG and 1 Cab Car for NCTD

4 Rendering of Bi-Level Cars

5 Staff Recommendation

• Authorize the Executive Director to execute Agreement No. 20032 with Bombardier Transit Corporation for the purchase of 11 COASTER coach and cab cars in an amount not-to-exceed $42,542,065; • Authorize the Executive Director to execute future options specified in Agreement No. 20032 with Bombardier Transit Corporation based on the availability of funding and prior approval by the Board within the Capital Improvement Program; • Authorize the Executive Director to negotiate and finalize a Memorandum of Understanding (MOU) with Central Puget Sound Regional Transit Authority (Sound Transit) and the San Joaquin Regional Rail Commission (SJRRC) as the managing agency for the Altamont Corridor Express (ACE) to provide oversight support for the construction and acceptance of cab and coach cars in an amount not-to-exceed $500,000.

6 Questions?

7 Agenda Item # 16 APPROVE SUPPLEMENTAL AGREEMENT NO. 01 TO AGREEMENT NO. 20027 WITH INNOVATIONS IN TRANSPORTATION, INC.

Time Sensitive: ☒ Consent: ☐ STAFF 1) Authorize the Executive Director to negotiate and finalize Supplemental RECOMMENDATION: Agreement No. 01 to Agreement No. 20027 with Innovations in Transportation, Inc. (INIT) for a ten (10) year term in an amount not-to-exceed $3,486,623; and 2) Authorize the Executive Director to purchase Optional Items if determined in the best interest of NCTD in an amount not-to-exceed $5,492,091, for a total not-to-exceed agreement amount of $8,978,714.

BACKGROUND The North County Transit District (NCTD), San Diego Metropolitan Transit INFORMATION: System (MTS), and the San Diego Association of Governments (SANDAG) implemented the Cubic electronic fare collection system in 2005 as the San Diego Regional Fare System. In 2014, MTS assumed responsibility for the regional electronic fare collection system, Compass Card, from SANDAG. The current system is at the end of its useful life and requires upgrades and replacements.

In December 2018, MTS awarded a contract for an account-based fare collection system to INIT. The scope of the contract requires INIT to provide an account- based fare collection system, software maintenance, and hosting services for ten (10) years. The purpose of MTS’s procurement was to establish a regional fare collection system that utilizes open architecture for future flexibility. The scope of the INIT system is fully compliant with the Federal Transit Administration’s (FTA) National ITS Architecture Consistency Policy for Transit Projects, meeting all project level requirements of a regional framework for ensuring institutional agreement and technical integration, consistent with the region’s transportation plans and improvements programs. The INIT system is proprietary and will not interface with other back office systems in the market. In accordance with Federal Transit Administration Circular 4220.1F, a procurement by non-competitive/sole source proposals may be used when the manufacturer is the sole provider of equipment/systems and when the equipment/systems are not interchangeable with similar parts and equipment.

After review and analysis, staff has determined that it is in NCTD’s best interest to enter into an agreement with INIT and MTS for the new fare collection system. Staff’s determination included consideration of the customer riding experience from a regional perspective (both MTS and the Southern California Regional Rail Authority have awarded contracts to INIT), overall customer convenience and consistency in technology usage, and the technological complexity of utilizing separate systems.

In March 2020, the NCTD Board of Directors awarded Agreement No. 20027 to INIT for the Fare Collection system field equipment. NCTD identified the NCTD- specific field equipment required and developed an independent cost estimate to support the procurement action. The unit price of the various pieces of equipment was negotiated and set in the MTS contract with INIT.

April 16, 2020 Board Meeting Staff Report No.: SR-20-04-016 Negotiations for the entire system, installation schedule, and maintenance program are currently being finalized. This proposed supplemental is for NCTD specific configurations and back office components only. Costs are separated into Base Contract Items (that represent the initial phase of system implementation, and ongoing annual maintenance of NCTD field equipment), and all anticipated future Optional Items. Optional Items will only be acquired if determined to be in NCTD’s best interest after a full evaluation. A breakdown of the costs are as follows:

Supplemental Agreement No. 01 Items:

Project Management $571,410 NCTD-Specific Software and Design $669,404 Testing $147,698 Field Equipment Installation $370,061 Back Office Hosting and Maintenance (10 yr.) $1,728,050 $3,486,623

Optional Items:

Additional Field Equipment, including Installation and Commissioning $4,239,000 Farebox Simplification $650,000 Mobile Ticketing $524,941 TVM Bill Re-circulator $78,150 $5,492,091

Staff recommends that the NCTD Board of Directors authorize the Executive Director to negotiate and finalize Supplemental Agreement No. 01 to Agreement No. 20027 with INIT for a ten (10) year term in an amount not-to-exceed $3,486,623, and further authorize the Executive Director to exercise the option to purchase the Optional Items, if determined in the best interest of NCTD in an amount not-to-exceed $5,492,091 for a total not-to-exceed agreement amount of $8,978,714.

ATTACHMENT: None

GOAL/STRATEGIC Asset Management and State of Good Repair DIRECTION:

FISCAL IMPACT: The total fiscal impact of this proposed contract is $8,978,714. The capital costs associated with Supplemental Agreement No. 01 in the amount of $1,758,573 will be funded with Federal Transit Administration (FTA) and matching Transportation Development Act (TDA) and State Transit Assistance (STA) funds in Project 119039, which has a current budget of $6,235,663. An additional $767,470 was programmed for the FY2021-FY2025 Capital Improvement Program, which will increase the total project budget to $7,003,133. If the Board approves this proposed contract action, the budget in Project 119039 will be reduced to $661,947.

The operating costs associated with this contract action will be budgeted through the annual operating budget process. The optional items will be programmed as needed through the annual Capital Improvement Program.

April 16, 2020 Board Meeting Staff Report No.: SR-20-04-016 COMMITTEE REVIEW: Performance, Administration, and Finance Committee

Date: April 18, 2019

STAFF CONTACT: Ryan Cashin, Chief Technology Officer E-mail: [email protected] Phone: 760-966-6554

April 16, 2020 Board Meeting Staff Report No.: SR-20-04-016 RELATED TO AGENDA ITEM 16

Approve Supplemental Agreement for Fare Collection System

Board Meeting April 16, 2020 New Fare System - INIT

• In Collaboration with MTS: – Innovations in Transportation, Inc. (INIT), New Fare Collection vendor • Hosted Back Office: – Cloud hosted – Data partitioned by each agency – Activity Logs

1 INIT System Benefits

• Account-based system • Multi-agency, multi-operator capable • Flexible fare management • Mature financial management system (SAGE) • Ready for open payment • Comprehensive system monitoring and reporting

2 Equipment – Approved by Board in March

• March 2020 - $4,417,309: – Replaces Existing: • Ticket Vending Machines • Platform Validators • Bus Validators and Control Units

3 Fare System – Requesting Board Approval

• System Implementation - $1,758,572: – One-Time Cost – Project management – System architecture – Software – Testing • Operations & Maintenance - $1,728,050 (over 10 years): – On-going Cost – Starts 1 year after Go-Live

4 Options – Requesting Board Approval

• Options – $5,492,019: – Additional Equipment: • To approximately double existing TVMs and Validators – Farebox Simplification – Mobile Ticketing - Bytemark – TVM Bill Re-Circulator

5 Schedule

• Estimated Completion – 4th Quarter FY21

6 Staff Recommendation

• Authorize the Executive Director to negotiate and finalize Supplemental Agreement No. 01 to Agreement No. 20027 with Innovations in Transportation, Inc. (INIT) for a ten (10) year term in an amount not-to-exceed $3,486,623, and; • Authorize the Executive Director to purchase Optional Items if determined in the best interest of NCTD in an amount not-to-exceed $5,492,091, for a total not-to-exceed amount of $8,978,714.

7 Questions?

8 Agenda Item # 18 RECEIVE MONTHLY INTERGOVERNMENTAL AFFAIRS REPORTS

Time Sensitive: ☐ Consent: ☐ STAFF Receive the Intergovernmental Affairs Reports for the reporting period of March RECOMMENDATION: 2020.

BACKGROUND Attached is the Intergovernmental Affairs Monthly Reports submitted by INFORMATION: Townsend Public Affairs for February 2020. Staff will provide updates on local, state and federal intergovernmental affairs, legislative and political matters. Richard Harmon, from Townsend Public Affairs, will provide an overview of the status of tracked legislation and those items of interest that are on the Governor's desk for consideration, with specific emphasis on COVID-19 impacts to transit and an overview of the State budget and economic outlook.

ATTACHMENT: 18A – Monthly Legislative Report (Townsend) – March 2020 18B – State Legislative Report (Townsend) – March 2020

GOAL/STRATEGIC Strategically Focus Intergovernmental and Legislative Relations DIRECTION:

FISCAL IMPACT: This staff report has no fiscal impact.

COMMITTEE REVIEW: None

STAFF CONTACT: Matthew O. Tucker, Executive Director E-mail: [email protected] Phone: 760-966-6500

April 16, 2020 Board Meeting Staff Report No.: SR-20-04-018 ATTACHMENT 18A

MEMORANDUM

To: North County Transit District Board of Directors Matthew O. Tucker, Executive Director Lori Winfree, General Counsel

From: Townsend Public Affairs, Inc. Christopher Townsend, President Richard Harmon, Senior Director

Date: April 6, 2020

Subject: Monthly Report—March 2020

SUMMARY

This memorandum is an overview of activities undertaken by Townsend Public Affairs (TPA) over the last month, working on behalf of the North County Transit District, including the following subjects:

• Legislative Activity and Administration Updates

o State Update ▪ Legislative Activity ▪ COVID-19 Relief Package Summary ▪ Legislative Analyst’s Office State Budget Update ▪ Statewide Moratorium on Evictions ▪ Governor’s Executive Orders ▪ Timeline of Other Mayor COVID-19 State Actions

o Tracked Legislation

• Potential Funding Opportunities

State Capitol Office ▪ 925 L Street • Suite 1404 • Sacramento, CA 95814 • Phone (916) 447-4086 • Fax (916) 444-0383 Federal Office ▪ 600 Pennsylvania SE • Suite 207 • Washington, DC 20003 • Phone (202) 546-8696 • Fax (202) 546-4555 Central California Office ▪ 744 P Street • Suite 308 • Fresno, CA 93721 • Phone (949) 399-9050 • Fax (949) 476-8215 Southern California Office ▪ 1401 Dove Street • Suite 330 • Newport Beach, CA 92660 • Phone (949) 399-9050 • Fax (949) 476-8215 Northern California Office ▪ 300 Frank Ogawa Plaza • Suite 204 • Oakland, CA 94612 • Phone (510) 835-9050 • Fax (510) 835-9030

LEGISLATIVE ACTIVITY AND ADMINISTRATION UPDATES

State Update

Legislative Activity

Both the Governor and the Legislature have been singularly focused on responding to the COVID- 19 crisis this month. While the State has been actively taking steps to respond to the spread of the coronavirus for several months, emergency response actions began on March 4 when the Governor announced a State of Emergency. According to the Governor’s Office, the Governor has taken 52 separate actions in response to the outbreak since the State of Emergency announcement. This list includes signing a $1.1 billion emergency bill into law, announcing a statewide shelter in place directive, and issuing 15 executive orders.

On March 16, the Legislature passed two COVID-19 relief bills equaling $1.1 billion. The Legislature then voted to suspend the current legislative session until April 13 (now May 4), however, there every indication that this date could be extended. Legislators will continue to work from their district offices and remain in close contact with the Newsom Administration so that they are able to respond to any needs that may require legislative action.

Although the Legislature is still constitutionally obligated to pass a State Budget by June 15, lawmakers and the Department of Finance have indicated that there may not be a May Revise to the Governor’s January Budget Proposal. All other deadlines for legislation, except the need to formally adjourn by August 31, are subject to change and only require a minor rule change by a majority.

Below are the upcoming tentative dates for the Legislature.

May 4: Legislature scheduled to reconvene June 15: Legislature needs to approve State Budget bill

COVID-19 Relief Package Summary

On March 16, Governor Newsom sent a letter requesting the Legislature to take emergency action regarding COVID-19. In response, the Legislature introduced and passed SB 89 and SB 117. Below is a summary of the two bills:

SB 89 (Budget Committee)—Provides up to approximately $1 billion from the current year budget to carry out actions related to the Governor’s March 4 State of Emergency announcement. The measure will allow the Governor to expend funds to increase hospital bed capacity, procure hotel and motel space to house homeless individuals, and provide funds to clean childcare facilities. Since the bill’s passage, $150 million of the available funds have been made available for local emergency homelessness actions.

The Assembly approved the bill on a 68-0 vote and the Senate approved it on a 32-0 vote.

SB 117 (Budget Committee)—Provides emergency school funding to ensure all K-12 districts will receive full funding for the fiscal year regardless of closures in response to the COVID-19 outbreak. The bill also guarantees funds based on average daily attendance and waives any

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penalties associated with missed instructional days and academic progress. The bill extends deadlines for state mandated standardized tests and allocates $100 million in one-time funds to support the purchase of personal protective equipment to clean school sites prior to students returning to campuses.

The Assembly approved the bill on a 68-0 vote and the Senate approved it on a 31-0 vote.

Some lawmakers over the age of 65 refrained from voting to comply with the Governor’s directive for seniors to remain in their homes to slow the spread of the coronavirus.

Legislative Analyst’s Office (LAO) State Budget Update

On March 18, the LAO released a high-level analysis of the State fiscal outlook in light of the COVID-19 crisis. The report notes that the economic uncertainty caused by the emergency and downward financial market trends threatens the State’s near-term fiscal outlook. However, the report also notes that the State has a strong fiscal footing to respond to the emergency and could address budget shortfalls with the State’s current budget reserves.

The LAO reports that the financial markets indicate lower anticipated capital gains-related tax revenue which is a significant source of the State’s overall revenue. The general health of the stock market and the economy during the LAO fiscal outlook was well below the Department of Finance’s assumption prior to the virus outbreak. This will likely result in actual revenues being several billion dollars less than what the Governor’s January Budget assumed.

The report also states that the likelihood of a recession has increased due to the widespread halt of economic activity within a short period of time. However, personal income and corporation tax revenues will be more directly impacted by the type of recession and recovery efforts. These revenues will better determine the State’s long-term fiscal outlook, but at this point, it is still too soon to accurately predict.

Lastly, the report states that the volatile financial marketplace, rapidly changing economic status, and the extension of the tax filing due date will complicate the estimate for this year’s State Budget. The LAO also indicated that the Legislature may need to incrementally pass a budget and then wait to assess the State’s fiscal capacity before passing additional spending measures.

Statewide Moratorium on Evictions

On March 16, the Governor issued an executive order regarding local governments and rent evictions. The order allowed cities and counties to adopt a local ordinance to prevent tenants from being evicted until May 31, 2020. However, the executive order stopped short of placing a statewide moratorium on evictions—the order only allowed cities and counties to take their own action.

Governor Newsom initially received criticism from renter protection groups who said that his order stopped short of a statewide moratorium, provided inadequate protection, and left eviction decisions up to cities and counties instead of the State. The Governor said during press briefings following the executive order that he stands by his directive, but that with the ever-changing situation, there may be additional action taken.

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On March 27, the Governor took additional action and issued another executive order that bans landlords from evicting renters that have been impacted by COVID-19. It requires tenants to declare in writing, no more than seven days after rent is due, that the tenant cannot pay all or part of their rent due to COVID-19. The order is in effect statewide until May 31, 2020. Tenants will remain obligated to repay full rent in a timely manner and could still face eviction after the moratorium is lifted.

Governor’s Executive Orders

The Governor has issued 15 executive orders related to the COVID-19 outbreak. Below is a summary of the 20 orders, including the date the order was signed and the issue topic:

• March 12 – Disability Insurance: The order removes the waiting period for unemployment and disability insurance for Californians who lose work as a result of the COVID-19 outbreak. The order also allows the state to obtain hotels and medical facilities.

• March 13 – Education: The order ensures that schools retain state funding regardless of physical closures.

• March 16 – Evictions: The order allows local governments to halt evictions for renters and homeowners, slows foreclosures, and protects against utility shutoffs for Californians affected by COVID-19.

• March 16 – Healthcare Facilities: The order aims to protect the health and safety of those most vulnerable to COVID-19 residing at health care, residential and non-residential facilities licensed by the state.

• March 17 – Transportation: The order aims to ensure vital goods can be delivered to retailers in a timely manner during the COVID-19 outbreak by easing restrictions on commercial drivers engaged in support of emergency relief efforts.

• March 18 – Education: The order waives statewide testing for approximately 6 million students in K-12 public schools.

• March 18 – Social Services: The order ensures that Californians who rely on Medi-Cal, CalFresh, CalWORKS, Cash Assistance for immigrants and in-home supportive services (IHSS) will not lose access due to COVID-19.

• March 18 – Homelessness: The order provides flexibility to local governments to spend their emergency homelessness funding on immediate solutions tailored to combatting COVID-19 and its impacts on the homeless population. Specifically, the order provides flexibility in Homeless Emergency Aid Program (HEAP) and Homeless Housing and Assistance Program (HHAP) funding to address COVID-19 impact on homelessness. The order also suspends The California Environmental Quality Act (CEQA) for any project using HEAP, HHAP, or SB 89 dollars.

• March 20 – Elections: The order permits vote-by-mail procedures to be used in three upcoming special elections to promote public health and safety during the COVID-19 outbreak.

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• March 21 – Healthcare: The order provides the State with the ability to increase the health care capacity in clinics, mobile health care units and adult day care facilities.

• March 24 – Correctional Facilities: The order directs the California Department of Corrections and Rehabilitation to temporarily halt intake of inmates and youth into the State’s 35 prisons and four youth correctional facilities.

• March 27 – Courts: The order enables the Chief Justice to take emergency actions for the State’s courts to be able to conduct business during the COVID-19 pandemic.

• March 27 – Evictions: The order bans the enforcement of eviction orders for renters affected by COVID-19 through May 31, 2020.

• March 30 – Healthcare: The order temporarily expands the health care workforce and allows health care facilities to staff at least an additional 50,000 hospital beds to treat COVID-19 patients.

• March 30 – Small Businesses: The order allows the California Department of Tax and Fee Administration (CDTFA) to offer a 90-day extension for tax returns and tax payments for all businesses filing a return for less than $1 million in taxes. That means small businesses will have until the end of July to file their first-quarter returns. Additionally, the order extends the statute of limitations to file a claim for refund by 60 days to accommodate tax and fee payers.

• April 1 – State Expenditures: The order facilitates expenditures from the state’s Disaster Response-Emergency Operations Account, a subaccount of the Special Fund for Economic Uncertainties in the General Fund—the State’s traditional budget reserve—as well as from any other legally available fund to help with the COVID-19 response.

• April 2 – Water Shutoffs: The order protects consumers who may not be able to pay for their water service from shutoffs. Already, over 100 public and private water systems across California have voluntarily suspended water shutoffs for non-payment as a result of COVID-19. Under the order, the State Water Resources Control Board will issue best practices and guidelines on support for the State’s water systems during this time.

• April 3 – Price Gouging: The order generally prohibits sellers of any kind from increasing prices on food, consumer goods, medical or emergency supplies, and certain other items by more than 10 percent. The order also gives additional tools to the California Department of Justice and Attorney General’s Office, among others, to take action against price gougers.

• April 3 – Telehealth: The order relaxes certain State privacy and security laws for medical providers, so they can provide telehealth services without the risk of being penalized. This action is similar to the federal HHS Office for Civil Rights waiver issued on March 17, 2020 regarding federal privacy and security laws.

• April 4 – Child Care: The order that will facilitate childcare for children of essential critical infrastructure workers by allowing the California Department of Education and California Department of Social Services the flexibility to waive certain programmatic and administrative requirements in response to the COVID-19 pandemic.

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Timeline of Other Major COVID-19 State Actions

Below is a timeline of other major relevant State actions that have taken place this month related to COVID-19:

• March 4 – State of Emergency: The Governor declared a State of Emergency to make additional resources available, formalize emergency actions already underway across multiple state agencies and departments, and help the state prepare for broader spread of COVID-19.

• March 10 – Mass Gatherings: The State directed mass gatherings be postponed or cancelled to slow the spread of the virus.

• March 12 – Government Meetings: The State issued guidance regarding local and state legislative bodies holding meetings via conference calls while still meeting state transparency and Brown Act requirements.

• March 15 – Homelessness: Governor Newsom announces a statewide initiative to deploy homeless shelter trailers, expediting the homeless movement into hotels and motels. The Governor also directed the closure or social distancing at bars and restaurants.

• March 17 – National Guard: The Governor placed the National Guard on alert to support COVID-19 community readiness efforts.

• March 18 – Homelessness: The Governor directed the first allocation of the $500 million in emergency funding recently authorized by the Legislature for COVID-19 related activities – $150 million for local emergency homelessness actions.

• March 22 – Major Disaster Declaration: The state secured a Presidential Major Disaster Declaration, which makes federal funding available to state and local governments for emergency protective measures.

• March 24 – State Budget: The Department of Finance sent a letter to Assembly and Senate Budget Committee Chairs indicating that they will not propose any modifications to current State appropriations. The Department will be re-evaluating all budget changes within the context of a workload budget.

• March 25 – Mortgage Payments: Major financial institutions will provide a 90-day grace period for mortgage payments and will not negatively impact credit reports for Californians accessing payment relief.

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Tracked Legislation

Normally, the end of March and beginning of April are the majority of initial committee hearings for newly introduced legislation. Due to the current COVID-19, the Legislature is on recess and not scheduled to resume activities until at least May 4.

Most committees are requesting that authors only seek to advance the most critical—and often COVID-19 related—bills. There are several options for the Legislature, including a Special Session once the crisis is over that could extend beyond the normal legislative schedule.

Below is a list of legislation we are currently monitoring, and below are bills of interest to the District, given the benefits or impacts to the District’s goals.

• Assembly Bill 1350 (Gonzalez)—this bill would require transit agencies to offer free youth transit passes to persons 18 years of age and under in order to be eligible for TDA, STA, or LCTOP funding. The bill would also require a free youth transit pass to count as a full price fare for purposes of calculating the ratio of fare revenues to operating costs. This bill would have a potential annual fiscal impact to the District of $900,000.

Status—This bill was approved by the Assembly and is awaiting a committee referral in the Senate.

• Assembly Bill 2012 (Chu)—this bill would require transit agencies to offer free senior transit passes to persons over 65 years of age in order to be eligible for TDA, STA, or LCTOP funding. The bill would also require a free senior transit pass to count as a full price fare for purposes of calculating the ratio of fare revenues to operating costs. This bill would have a potential annual fiscal impact to the District of between $1.5 and $3 million.

Status—This bill has been referred to the Assembly Transportation Committee.

• Assembly Bill 2062 (Boerner Horvath)—would appropriate $5,000,000 from the General Fund to the San Diego Association of Governments (SANDAG) to conduct a study of higher speed and safety alternatives for the LOSSAN Rail Corridor in the County of San Diego. As a condition of receiving the funding, the bill would require SANDAG to conduct the study, as specified, and would require SANDAG submit a report to specified committees of the Legislature summarizing the results of the study.

Status—This bill was referred to the Assembly Transportation Committee, but a hearing has been postponed given the current COVID-19 crisis.

• Assembly Bill 2176 (Holden)—this bill would require transit agencies to offer free student transit passes to persons attending a community college or either of the State university systems in order to be eligible for TDA, STA, or LCTOP funding. The bill would also require a free student transit pass to count as a full price fare for purposes of calculating the ratio of fare revenues to operating costs.

Status—This bill has been referred to the Assembly Transportation Committee and Assembly Higher Education Committee.

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• Assembly Bill 2620 (Boerner Horvath)—would state the intent of the Legislature to enact subsequent legislation that would allocate funding to the District to purchase shuttles for use in a 3-year pilot program to implement and operate an on-demand shared ride service as a transit option for specified cities .

Status—This bill is awaiting referral to a policy committee.

• Assembly Bill 2730 (Cervantes)—expresses the intent of the Legislature to enact legislation to establish agreements with paratransit providers to aid in the evacuation of the access and functional needs population in an emergency.

Status—This bill is awaiting referral to a policy committee.

• Assembly Bill 2836 (Chen)—this bill is currently a placeholder related to the Medi-Cal Emergency Medical Transportation Reimbursement Act.

Status—This bill is awaiting referral to a policy committee.

• Assembly Bill 2873 (Kalra)—this bill would require a public transit operator to take into consideration recommendations of best practices developed by bus operator organizations for the purpose of changing or introducing new technology that can affect the nature of work for employees of the transit operator or require job training for employees of the transit operator.

Status—This bill has been referred to the Assembly Transportation Committee.

• Assembly Bill 3248 (Waldron)—prohibits the SANDAG Board of Directors from changing the allocation of revenues to any component of the TransNet Extension Ordinance without meeting requirements related to public notices and voter approval.

Status—This bill is awaiting referral to a policy committee.

• Assembly Bill 3335 (Friedman)—this bill would change the requirements for limited California Environmental Quality Act (CEQA) review of transit priority projects by increasing the percentage of property located near transit.

Status—This bill is awaiting referral to a policy committee.

• Senate Bill 795 (Beall)—would establish the Affordable Housing and Community Development Investment Program and is a reintroduction of vetoed legislation from 2019 (SB 5).

Status—This bill has been referred to the Senate Governance and Finance Committee.

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POTENTIAL FUNDING OPPORTUNITIES

Included below is a list of several upcoming grant programs, descriptions and due dates:

• BUILD Discretionary Grant Program (May 18)—Fiscal Year 2020 Better Utilizing Investments to Leverage Development (BUILD) Discretionary Grants are for planning and capital investments in surface transportation infrastructure and are to be awarded on a competitive basis for projects that will have a significant local or regional impact. BUILD funding can support roads, bridges, transit, rail, ports or intermodal transportation. Projects for BUILD will be evaluated based on merit criteria that include safety, economic competitiveness, quality of life, environmental sustainability, state of good repair, innovation, and partnership. For this round of BUILD grants, the maximum grant award is $25 million, and no more than $100 million can be awarded to a single State, as specified in the appropriations act.

• Urban Greening Grant Program (TBD)—Eligible urban greening projects will reduce GHG emissions and provide multiple additional benefits, including, but not limited to, a decrease in air and water pollution or a reduction in the consumption of natural resources and energy. Eligible projects will result in the conversion of an existing built environment into green space that uses natural and green infrastructure approaches to create sustainable and vibrant communities. A competitive project will maximize opportunities to reduce GHG emissions through project design and implementation as well as incorporate green infrastructure solutions that improve the sustainability and function of existing urban hardscapes and landscapes.

• Local Partnership Program (June 12 but likely TBD)—Jurisdictions with voter approved taxes, tolls, and fees, or with imposed fees, will be eligible for this competitive grant program if the taxes, tolls, or fees are dedicated solely to transportation. The initial programming cycle will cover 2017-18 through 2019-20.

• Active Transportation Program (June 15 but likely TBD)—The Active Transportation Program was created to encourage increased use of active modes of transportation, such as biking and walking. Pursuant to statute, the goals of the Active Transportation Program are to Increase the proportion of trips accomplished by biking and walking, increase the safety and mobility of non-motorized users, enhance public health, including reduction of childhood obesity through the use of programs including, but not limited to, projects eligible for Safe Routes to School Program funding, and ensure that disadvantaged communities fully share in the benefits of the program.

• Transit-Oriented Development Housing Program (June 2020)—Funded from Proposition 1, funding under the TOD program will support low interest loans available as gap financing for rental housing development that include affordable units, and as mortgage assistance for homeownership developments. In addition, grants are available to cities, counties, and transit agencies for infrastructure improvements necessary for the development of specified housing developments, or to facilitate connections between these developments and the transit station.

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North County Transit District ATTACHMENT 18B 2019-20 Legislative Report (4/6/2020)

AB 145 (Frazier D) High-Speed Rail Authority: Senate confirmation. Current Text: Introduced: 12/13/2018 html pdf Status: 1/17/2020-Read third time. Passed. Ordered to the Senate. In Senate. Read first time. To Com. on RLS. for assignment. Location: 1/17/2020-S. RLS. Desk Policy Fiscal Floor Desk Policy Fiscal Floor Conf. Enrolled Vetoed Chaptered 1st House 2nd House Conc. Summary: Current law creates the High-Speed Rail Authority with specified powers and duties relative to development and implementation of a high-speed train system. The authority is composed of 11 members, including 5 voting members appointed by the Governor, 4 voting members appointed by the Legislature, and 2 nonvoting legislative members.This bill would provide that the members of the authority appointed by the Governor are subject to appointment with the advice and consent of the Senate. Organization Position North County Watch Transit District

AB 352 (Garcia, Eduardo D) Wildfire Prevention, Safe Drinking Water, Drought Preparation, and Flood Protection Bond Act of 2020. Current Text: Amended: 8/14/2019 html pdf Last Amend: 8/14/2019 Status: 8/14/2019-From committee chair, with author's amendments: Amend, and re-refer to committee. Read second time, amended, and re-referred to Com. on EQ. Location: 8/14/2019-S. E.Q. Desk Policy Fiscal Floor Desk Policy Fiscal Floor Conf. Enrolled Vetoed Chaptered 1st House 2nd House Conc. Summary: Would enact the Wildfire Prevention, Safe Drinking Water, Drought Preparation, and Flood Protection Bond Act of 2020, which, if approved by the voters, would authorize the issuance of bonds in the amount of $3,920,000,000 pursuant to the State General Obligation Bond Law to finance a wildlife prevention, safe drinking water, drought preparation, and flood protection program.The bill would provide for the submission of these provisions to the voters at the November 3, 2020, statewide general election.The bill would provide that its provisions are severable. Organization Position North County Watch Transit District

AB 516 (Chiu D) Authority to remove vehicles. Current Text: Amended: 7/2/2019 html pdf Last Amend: 7/2/2019 Status: 8/30/2019-Failed Deadline pursuant to Rule 61(a)(12). (Last location was APPR. SUSPENSE FILE on 8/12/2019)(May be acted upon Jan 2020) Location: 8/30/2019-S. 2 YEAR Desk Policy Fiscal Floor Desk Policy 2 year Floor Conf. Enrolled Vetoed Chaptered 1st House 2nd House Conc. Summary: Current law authorizes a peace officer and specified public employees, as an alternative to removal of a vehicle, to immobilize the vehicle with a device designed and manufactured for that purpose, if, among other circumstances, the vehicle is found upon a highway or public lands by the peace officer or employee and it is known to have been issued 5 or more notices of parking violations that are delinquent because the owner or person in control of the vehicle has not responded to the appropriate agency within a designated time period. This bill would delete the authority of a peace officer or public employee, as appropriate, to remove or immobilize a vehicle under those circumstances. Organization Position North County Watch Transit District

AB 992 (Mullin D) Open meetings: local agencies: social media. Current Text: Amended: 4/22/2019 html pdf Last Amend: 4/22/2019 Status: 1/30/2020-Read third time. Passed. Ordered to the Senate. In Senate. Read first time. To Com. on RLS. for assignment. Page 1/11 Location: 1/30/2020-S. RLS. Desk Policy Fiscal Floor Desk Policy Fiscal Floor Conf. Enrolled Vetoed Chaptered 1st House 2nd House Conc. Summary: The Ralph M. Brown Act generally requires that the meetings of legislative bodies of local agencies be conducted openly. That act defines “meeting” for purposes of the act and prohibits a majority of the members of a legislative body, outside a meeting authorized by the act, from using a series of communications of any kind to discuss, deliberate, or take action on any item of business that is within the subject matter jurisdiction of the legislative body. This bill would provide that the prohibition described above does not apply to the participation, as defined, in an internet-based social media platform, as defined, by a majority of the members of a legislative body, provided that a majority of the members do not discuss among themselves, as defined, business of a specific nature that is within the subject matter jurisdiction of the legislative body of the local agency. Organization Position North County Watch Transit District

AB 1350 (Gonzalez D) Free youth transit passes: eligibility for state funding. Current Text: Amended: 1/15/2020 html pdf Last Amend: 1/15/2020 Status: 1/28/2020-In Senate. Read first time. To Com. on RLS. for assignment. Location: 1/28/2020-S. RLS. Desk Policy Fiscal Floor Desk Policy Fiscal Floor Conf. Enrolled Vetoed Chaptered 1st House 2nd House Conc. Summary: Would require transit agencies to offer free youth transit passes to persons 18 years of age and under in order to be eligible for state funding under the Mills-Deddeh Transit Development Act, the State Transit Assistance Program, or the Low Carbon Transit Operations Program. The bill would also require a free youth transit pass to count as a full price fare for purposes of calculating the ratio of fare revenues to operating costs. Organization Position North County Watch Transit District

AB 1457 (Reyes D) Omnitrans Transit District. Current Text: Amended: 5/24/2019 html pdf Last Amend: 5/24/2019 Status: 7/10/2019-Failed Deadline pursuant to Rule 61(a)(10). (Last location was GOV. & F. on 6/25/2019)(May be acted upon Jan 2020) Location: 7/10/2019-S. 2 YEAR Desk Policy Fiscal Floor Desk 2 year Fiscal Floor Conf. Enrolled Vetoed Chaptered 1st House 2nd House Conc. Summary: Would create the Omnitrans Transit District in the County of San Bernardino. The bill would provide that the jurisdiction of the district would initially include the Cities of Chino, Chino Hills, Colton, Fontana, Grand Terrace, Highland, Loma Linda, Montclair, Ontario, Rancho Cucamonga, Redlands, Rialto, San Bernardino, Upland, and Yucaipa, and specified portions of the unincorporated areas of the County of San Bernardino. The bill would authorize other cities in the County of San Bernardino to subsequently join the district. Organization Position North County Watch Transit District

AB 1848 (Lackey R) High-speed rail: Metrolink commuter rail system. Current Text: Introduced: 1/6/2020 html pdf Status: 1/17/2020-Referred to Com. on TRANS. Location: 1/17/2020-A. TRANS. Desk Policy Fiscal Floor Desk Policy Fiscal Floor Conf. Enrolled Vetoed Chaptered 1st House 2nd House Conc. Summary: The California High-Speed Rail Act creates the High-Speed Rail Authority to develop and implement a high-speed rail system in the state. The Safe, Reliable High-Speed Passenger Train Bond Act for the 21st Century, approved by the voters as Proposition 1A at the November 4, 2008, general election, provides for the issuance of $9,000,000,000 in general obligation bonds for high-speed rail purposes and $950,000,000 for other related rail purposes. This bill would appropriate $4,000,000,000 of those bond revenues to the Southern California Regional Rail Authority to fund improvements to the Metrolink commuter rail system. Organization Position Page 2/11 North County Watch Transit District

AB 1991 (Friedman D) Transit and Intercity Rail Capital Program: passenger tramways. Current Text: Introduced: 1/27/2020 html pdf Status: 3/17/2020-In committee: Hearing postponed by committee. Location: 2/6/2020-A. TRANS. Desk Policy Fiscal Floor Desk Policy Fiscal Floor Conf. Enrolled Vetoed Chaptered 1st House 2nd House Conc. Summary: Would expand the purpose of the Transit and Intercity Rail Capital Program to authorize funding for passenger tramway transit systems. By expanding the purposes for which continuously appropriated moneys may be used, the bill would make an appropriation. Organization Position North County Watch Transit District

AB 2012 (Chu D) Free senior transit passes: eligibility for state funding. Current Text: Introduced: 1/28/2020 html pdf Status: 2/14/2020-Referred to Com. on TRANS. Location: 2/14/2020-A. TRANS. Desk Policy Fiscal Floor Desk Policy Fiscal Floor Conf. Enrolled Vetoed Chaptered 1st House 2nd House Conc. Summary: Would require transit agencies to offer free senior transit passes to persons over 65 years of age in order to be eligible for state funding under the Mills-Deddeh Transit Development Act, the State Transit Assistance Program, and the Low Carbon Transit Operations Program. The bill would require those free senior transit passes to count as full price fares for purposes of calculating the ratio of fare revenues to operating costs. Organization Position North County Watch Transit District

AB 2057 (Chiu D) San Francisco Bay area: public transportation. Current Text: Introduced: 2/3/2020 html pdf Status: 2/4/2020-From printer. May be heard in committee March 5. Location: 2/3/2020-A. PRINT Desk Policy Fiscal Floor Desk Policy Fiscal Floor Conf. Enrolled Vetoed Chaptered 1st House 2nd House Conc. Summary: Current law creates the Metropolitan Transportation Commission as a local area planning agency for the 9-county San Francisco Bay area with comprehensive regional transportation planning and other related responsibilities. Current law creates various transit districts located in the San Francisco Bay area, with specified powers and duties relative to providing public transit services. This bill would state the intent of the Legislature to later enact legislation relating to public transportation in the 9-county San Francisco Bay area. Organization Position North County Watch Transit District

AB 2062 (Boerner Horvath D) San Diego Association of Governments: LOSSAN Rail Corridor: study. Current Text: Introduced: 2/4/2020 html pdf Status: 3/17/2020-In committee: Hearing postponed by committee. Location: 2/14/2020-A. TRANS. Desk Policy Fiscal Floor Desk Policy Fiscal Floor Conf. Enrolled Vetoed Chaptered 1st House 2nd House Conc. Summary: Would appropriate $5,000,000 from the General Fund to the San Diego Association of Governments to conduct a study of higher speed and safety alternatives for the LOSSAN Rail Corridor in the County of San Diego. As a condition of receiving the funding, the bill would require the San Diego Association of Governments to conduct the study, as specified, and would require the San Diego Association of Governments to submit a report to specified committees of the Legislature summarizing the results of the study. Organization Position North County Watch Transit District

AB 2093 (Gloria D) Public records: writing transmitted by electronic mail: retention. Page 3/11 Current Text: Introduced: 2/5/2020 html pdf Status: 3/10/2020-From committee: Do pass and re-refer to Com. on APPR. (Ayes 10. Noes 1.) (March 10). Re-referred to Com. on APPR. Location: 3/10/2020-A. APPR. Desk Policy Fiscal Floor Desk Policy Fiscal Floor Conf. Enrolled Vetoed Chaptered 1st House 2nd House Conc. Summary: Would, unless a longer retention period is required by statute or regulation, or established by the Secretary of State pursuant to the State Records Management Act, require a public agency, for purposes of the California Public Records Act, to retain and preserve for at least 2 years every public record, as defined, that is transmitted by electronic mail. Organization Position North County Watch Transit District

AB 2176 (Holden D) Free student transit passes: eligibility for state funding. Current Text: Introduced: 2/11/2020 html pdf Status: 2/27/2020-Referred to Coms. on TRANS. and HIGHER ED. Location: 2/27/2020-A. TRANS. Desk Policy Fiscal Floor Desk Policy Fiscal Floor Conf. Enrolled Vetoed Chaptered 1st House 2nd House Conc. Summary: Would require transit agencies to offer free student transit passes to persons attending the California Community Colleges, the California State University, or the University of California in order to be eligible for state funding under the Mills-Alquist-Deddeh Act, the State Transit Assistance Program, or the Low Carbon Transit Operations Program. The bill would also require a free student transit pass to count as a full price fare for purposes of calculating the ratio of fare revenues to operating costs. Organization Position North County Watch Transit District

AB 2249 (Mathis R) High-speed rail: legislative oversight. Current Text: Introduced: 2/13/2020 html pdf Status: 2/14/2020-From printer. May be heard in committee March 15. Location: 2/13/2020-A. PRINT Desk Policy Fiscal Floor Desk Policy Fiscal Floor Conf. Enrolled Vetoed Chaptered 1st House 2nd House Conc. Summary: Would create the Joint Legislative Committee on High-Speed Rail Oversight consisting of 3 Members of the Senate and 3 Members of the Assembly and would require the committee to ascertain facts, review documents, and take action thereon, and make recommendations to the Legislature concerning the state’s programs, policies, and investments related to high-speed rail, as specified. The bill would require the authority and any entity contracting with the authority to give and furnish to the committee upon request information, records, and documents as the committee deems necessary and proper to achieve its purposes. Organization Position North County Watch Transit District

AB 2499 (Obernolte R) Size, Weight, and Load: United States Army Heavy Equipment Transporter: exception. Current Text: Amended: 3/5/2020 html pdf Last Amend: 3/5/2020 Status: 3/9/2020-Re-referred to Com. on TRANS. Location: 3/5/2020-A. TRANS. Desk Policy Fiscal Floor Desk Policy Fiscal Floor Conf. Enrolled Vetoed Chaptered 1st House 2nd House Conc. Summary: Current law generally provides limits for the gross weight imposed upon the highway by the wheels on any one axle or any group of 2 or more axles, as specified. This bill would provide an exemption from the prescribed weight limits imposed on the highway for a United States Army Heavy Equipment Transporter engaged in the transport of an M1 Abrams tank between Fort Irwin, California, Barstow-Daggett Airport, Daggett, California, and Marine Corps Logistics Base, Barstow, California along a route that includes Fort Irwin Road, Yermo Cut-Off, Ghost Town Road, Daggett-Yermo Road, and National Trails Highway. Organization Position North County Watch Page 4/11 Transit District

AB 2542 (Kalra D) Local transportation funds: State Transit Assistance Program: reports. Current Text: Introduced: 2/19/2020 html pdf Status: 3/17/2020-In committee: Hearing postponed by committee. Location: 3/2/2020-A. TRANS. Desk Policy Fiscal Floor Desk Policy Fiscal Floor Conf. Enrolled Vetoed Chaptered 1st House 2nd House Conc. Summary: Current law, for purposes of the State Transit Assistance Program, requires local transportation agencies to report to the Controller by June 15 of each year the public transportation operators within its jurisdiction that are eligible to claim specified local transportation funds.This bill would instead require local transportation agencies to report this information within 7 months after the end of each fiscal year. Organization Position North County Watch Transit District

AB 2620 (Boerner Horvath D) North County Transit District: pilot program. Current Text: Introduced: 2/20/2020 html pdf Status: 2/21/2020-From printer. May be heard in committee March 22. Location: 2/20/2020-A. PRINT Desk Policy Fiscal Floor Desk Policy Fiscal Floor Conf. Enrolled Vetoed Chaptered 1st House 2nd House Conc. Summary: Current law creates the North County Transit District, with various powers and duties relative to the planning and operation of a transit system in north San Diego County. This bill would state the intent of the Legislature to enact subsequent legislation that would allocate funding to the North County Transit District to purchase shuttles for use in a 3-year pilot program to implement and operate an on-demand shared ride service as a transit option for specified cities within the district. Organization Position North County Watch Transit District

AB 2661 (Chu D) Santa Clara Valley Transportation Authority: board of directors. Current Text: Introduced: 2/20/2020 html pdf Status: 2/21/2020-From printer. May be heard in committee March 22. Location: 2/20/2020-A. PRINT Desk Policy Fiscal Floor Desk Policy Fiscal Floor Conf. Enrolled Vetoed Chaptered 1st House 2nd House Conc. Summary: Current law creates the Santa Clara Valley Transportation Authority (VTA) with various powers and duties relative to transportation projects and services and the operation of public transit in the County of Santa Clara. Current law vests the government of the VTA in a 12-member board of directors.This bill would make a nonsubstantive change to the latter provision. Organization Position North County Watch Transit District

AB 2698 (Gray D) High-Speed Rail Authority: trains powered by fossil fuel combustion engines. Current Text: Amended: 3/11/2020 html pdf Last Amend: 3/11/2020 Status: 3/12/2020-Re-referred to Com. on TRANS. Location: 3/2/2020-A. TRANS. Desk Policy Fiscal Floor Desk Policy Fiscal Floor Conf. Enrolled Vetoed Chaptered 1st House 2nd House Conc. Summary: Would prohibit the High-Speed Rail Authority from directly or indirectly using local, state, federal, or any other public or private funding to purchase, lease, operate, or maintain a passenger or freight train powered by a diesel engine or other type of fossil fuel combustion engine, and from enabling such a train to operate on authority-owned rail infrastructure designed for speeds in excess of 125 miles per hour, except as specified. Organization Position North County Watch Transit District

AB 2711 (Eggman D) San Joaquin Regional Transit District. Current Text: Introduced: 2/20/2020 html pdf Page 5/11 Status: 3/12/2020-Referred to Com. on L. GOV. Location: 3/12/2020-A. L. GOV. Desk Policy Fiscal Floor Desk Policy Fiscal Floor Conf. Enrolled Vetoed Chaptered 1st House 2nd House Conc. Summary: The Local Agency Public Construction Act governs contracting by the San Joaquin Regional Transit District for the purchase of supplies, equipment, and materials. The act requires the district, when such an expenditure exceeds $50,000, to make that purchase by contract let to the lowest responsible bidder. The act requires the district to publish notice requesting bids at least once in a newspaper of general circulation. This bill would increase that competitive bidding threshold to $150,000 and specify that the contract be let to the lowest responsive and responsible bidder. The bill would additionally authorize notice by publication on a public internet website. Organization Position North County Watch Transit District

AB 2730 (Cervantes D) Paratransit providers. Current Text: Introduced: 2/20/2020 html pdf Status: 2/21/2020-From printer. May be heard in committee March 22. Location: 2/20/2020-A. PRINT Desk Policy Fiscal Floor Desk Policy Fiscal Floor Conf. Enrolled Vetoed Chaptered 1st House 2nd House Conc. Summary: Would express the intent of the Legislature to enact legislation that would establish memoranda of understanding and mutual aid agreements with paratransit providers to aid in the evacuation of the access and functional needs population in an emergency. Organization Position North County Watch Transit District

AB 2777 (Quirk D) Alameda-Contra Costa Transit District. Current Text: Introduced: 2/20/2020 html pdf Status: 3/12/2020-Referred to Com. on L. GOV. Location: 3/12/2020-A. L. GOV. Desk Policy Fiscal Floor Desk Policy Fiscal Floor Conf. Enrolled Vetoed Chaptered 1st House 2nd House Conc. Summary: The Transit District Law authorizes any city together with unincorporated territory, or 2 or more cities, with or without unincorporated territory, in either the Counties of Alameda or Contra Costa or both, to organize and incorporate as a transit district with specified powers and duties relative to providing public transit service. This bill would repeal the authority to form a transit district under these provisions and would recognize the Alameda-Contra Costa Transit District as the district formed pursuant to this authority. Organization Position North County Watch Transit District

AB 2824 (Bonta D) San Francisco-Oakland Bay Bridge: public transit: greenhouse gases. Current Text: Introduced: 2/20/2020 html pdf Status: 2/21/2020-From printer. May be heard in committee March 22. Location: 2/20/2020-A. PRINT Desk Policy Fiscal Floor Desk Policy Fiscal Floor Conf. Enrolled Vetoed Chaptered 1st House 2nd House Conc. Summary: Would state the intent of the Legislature to enact future legislation pertaining to the issue of high carbon emissions and inefficient public transit across the San Francisco-Oakland Bay Bridge in order to create a more environmentally sustainable, equitable, and efficient approach to transportation. Organization Position North County Watch Transit District

AB 2836 (Chen R) Medi-Cal Emergency Medical Transportation Reimbursement Act. Current Text: Introduced: 2/20/2020 html pdf Status: 2/21/2020-From printer. May be heard in committee March 22. Location: 2/20/2020-A. PRINT

Page 6/11 Desk Policy Fiscal Floor Desk Policy Fiscal Floor Conf. Enrolled Vetoed Chaptered 1st House 2nd House Conc. Summary: The Medi-Cal Emergency Medical Transportation Reimbursement Act, commencing July 1, 2018, and subject to federal approval and the availability of federal financial participation, imposes a quality assurance fee for each emergency medical transport provided by an emergency medical transport provider subject to the fee in accordance with a prescribed methodology. Current law authorizes the department to implement provisions of the act by various means, including provider bulletins, and requires the department to make use of appropriate processes to ensure that stakeholders are timely informed of, and have access to, guidance. This bill would make technical, nonsubstantive changes to that provision. Organization Position North County Watch Transit District

AB 2873 (Kalra D) Public transit operators: bus procurement: new technology considerations. Current Text: Introduced: 2/21/2020 html pdf Status: 3/5/2020-Referred to Com. on TRANS. Location: 3/5/2020-A. TRANS. Desk Policy Fiscal Floor Desk Policy Fiscal Floor Conf. Enrolled Vetoed Chaptered 1st House 2nd House Conc. Summary: Current law requires a public transit operator, before the procurement of a new bus to be used in revenue operations, to take into consideration recommendations of, and best practices standards developed by, the exclusive representative of the recognized organization representing bus operators of the transit operator for specified purposes, including, among other purposes, preventing accidents caused by blind spots created by bus equipment or bus design. This bill would require a public transit operator, for these purposes, to also take into consideration recommendations of, and best practices standards developed by, that exclusive representative for the purpose of changing or introducing new technology that can affect the nature of work for employees of the transit operator or require job training for employees of the transit operator. Organization Position North County Watch Transit District

AB 2987 (Flora R) Local agency public contracts: bidding procedures. Current Text: Introduced: 2/21/2020 html pdf Status: 3/5/2020-Referred to Com. on L. GOV. Location: 3/5/2020-A. L. GOV. Desk Policy Fiscal Floor Desk Policy Fiscal Floor Conf. Enrolled Vetoed Chaptered 1st House 2nd House Conc. Summary: The Uniform Public Construction Cost Accounting Act authorizes a public agency to elect to become subject to uniform construction cost accounting procedures. The act authorizes bidding procedures for public projects, as specified. Those bidding procedures include procedures for the publication or posting and electronic transmission of notice inviting formal bids. This bill would authorize a public agency, as an alternative to the publication or posting requirement, to meet the notice inviting formal bids requirement by transmitting notice electronically, as specified, and publishing the notice electronically in a prescribed manner on the public agency’s internet website at least 14 calendar days before the date of opening the bids. Organization Position North County Watch Transit District

AB 3248 (Waldron R) San Diego Association of Governments: San Diego County Regional Transportation Commission: transactions and use tax: expenditure plan. Current Text: Introduced: 2/21/2020 html pdf Status: 2/24/2020-Read first time. Location: 2/21/2020-A. PRINT Desk Policy Fiscal Floor Desk Policy Fiscal Floor Conf. Enrolled Vetoed Chaptered 1st House 2nd House Conc. Summary: Would prohibit SANDAG’s board of directors, serving as the San Diego County Regional Transportation Commission, from changing the allocation of revenues to any component of the expenditure plan contained in the TransNet Extension Ordinance by more than an unspecified percentage unless the board, serving as the commission, adopts a resolution proposing to change the allocation of revenues in the expenditure plan, holds 4 public meetings in specified regions of the county to share the details of the proposed change, and the proposed change is approved by 2/3 of the electors voting on the measure at a special election called by the board, serving as the Page 7/11 commission. Organization Position North County Watch Transit District

AB 3278 (Patterson R) High-speed rail. Current Text: Introduced: 2/21/2020 html pdf Status: 2/24/2020-Read first time. Location: 2/21/2020-A. PRINT Desk Policy Fiscal Floor Desk Policy Fiscal Floor Conf. Enrolled Vetoed Chaptered 1st House 2nd House Conc. Summary: The California High-Speed Rail Act creates the High-Speed Rail Authority to develop and implement a high-speed rail system in the state, with specified powers and duties. Current law defines certain terms in that regard.This bill would make nonsubstantive changes to these definitions. Organization Position North County Watch Transit District

AB 3335 (Friedman D) California Environmental Quality Act: transit priority projects. Current Text: Introduced: 2/21/2020 html pdf Status: 2/24/2020-Read first time. Location: 2/21/2020-A. PRINT Desk Policy Fiscal Floor Desk Policy Fiscal Floor Conf. Enrolled Vetoed Chaptered 1st House 2nd House Conc. Summary: CEQA provides for limited CEQA review or exempts from its requirements transit priority projects meeting certain requirements, including the requirement that the project be within 1/2 mile of a major transit stop or high-quality transit corridor included in a regional transportation plan. CEQA specifies that a project is considered to be within 1/2 mile of a major transit stop or high-quality transit corridor if, among other things, all parcels within the project have no more than 25% of their area farther than 1/2 mile from the stop or corridor. This bill, for a transit priority project to meet the requirements for limited CEQA review, would increase that percentage to 50%. Organization Position North County Watch Transit District

SB 146 (Beall D) Peninsula Rail Transit District. Current Text: Introduced: 1/18/2019 html pdf Status: 7/12/2019-Failed Deadline pursuant to Rule 61(a)(11). (Last location was TRANS. on 5/2/2019) (May be acted upon Jan 2020) Location: 7/12/2019-A. 2 YEAR Desk Policy Fiscal Floor Desk 2 year Fiscal Floor Conf. Enrolled Vetoed Chaptered 1st House 2nd House Conc. Summary: Current law, operative under certain conditions, redesignates the Peninsula Corridor Study Joint Powers Board as the Peninsula Rail Transit District, comprised of 9 members appointed from various governing bodies situated in the City and County of San Francisco and the Counties of San Mateo and Santa Clara, with specified powers.This bill would repeal the provisions relating to the Peninsula Rail Transit District. Organization Position North County Watch Transit District

SB 336 (Dodd D) Transportation: fully-automated transit vehicles. Current Text: Amended: 4/29/2019 html pdf Last Amend: 4/29/2019 Status: 7/12/2019-Failed Deadline pursuant to Rule 61(a)(11). (Last location was TRANS. on 5/24/2019)(May be acted upon Jan 2020) Location: 7/12/2019-A. 2 YEAR Desk Policy Fiscal Floor Desk 2 year Fiscal Floor Conf. Enrolled Vetoed Chaptered 1st House 2nd House Conc. Summary: Would require a transit operator, as defined, until January 1, 2025, to ensure each of its fully-automated transit vehicles, as defined, is staffed by at least one of its employees, who has had specified training, while the vehicle is in service. The bill would require a transit operator that deploys a fully-automated transit vehicle to report the results of that deployment to the Legislature on or before March 31, 2025. Page 8/11 Organization Position North County Watch Transit District

SB 356 (McGuire D) Sonoma-Marin Area Rail Transit District. Current Text: Amended: 8/19/2019 html pdf Last Amend: 8/19/2019 Status: 9/15/2019-Failed Deadline pursuant to Rule 61(a)(15). (Last location was INACTIVE FILE on 9/10/2019)(May be acted upon Jan 2020) Location: 9/15/2019-A. 2 YEAR Desk Policy Fiscal Floor Desk Policy Fiscal 2 year Conf. Enrolled Vetoed Chaptered 1st House 2nd House Conc. Summary: Current law creates, within the Counties of Sonoma and Marin, the Sonoma-Marin Area Rail Transit District, which is governed by a 12-member board of directors, with specified duties and powers. Existing law requires the district to work with specified authorities, including the North Coast Railroad Authority, to achieve a safe, efficient, and compatible system of passenger and freight rail service and authorizes the district to, among other things, provide a rail transit system for the provision of freight service by rail. This bill would give the board of governors of the district the duty and power to, among other things, own, operate, manage, and maintain a freight rail system within the district and fix rates, rentals, charges, and classifications of freight service operated by the district. The bill would also give the board of governors of the district the duty and power to consider potential alternatives to help address the housing needs of current and future employees. Organization Position North County Watch Transit District

SB 498 (Hurtado D) Trade Corridors Improvement Fund: grant program: short-line railroads. Current Text: Amended: 5/21/2019 html pdf Last Amend: 5/21/2019 Status: 7/10/2019-Failed Deadline pursuant to Rule 61(a)(10). (Last location was TRANS. on 6/6/2019) (May be acted upon Jan 2020) Location: 7/10/2019-A. 2 YEAR Desk Policy Fiscal Floor Desk 2 year Fiscal Floor Conf. Enrolled Vetoed Chaptered 1st House 2nd House Conc. Summary: Would require the California Transportation Commission, upon appropriation by the Legislature of funds resulting from TCIF program savings, to establish a competitive grant program to provide grants from those funds in the 2020–21 and 2021–22 fiscal years to the Department of Transportation or regional transportation planning agencies, or both, for short-line railroad projects such as railroad reconstruction, maintenance, upgrade, or replacement. The bill would require the commission to adopt guidelines, in consultation with representatives from specified government and industry entities, by July 1, 2020, to be used by the commission to select grant recipients. Organization Position North County Watch Transit District

SB 664 (Allen D) Electronic toll and transit fare collection systems. Current Text: Amended: 9/10/2019 html pdf Last Amend: 9/10/2019 Status: 9/15/2019-Failed Deadline pursuant to Rule 61(a)(15). (Last location was P. & C.P. on 9/10/2019)(May be acted upon Jan 2020) Location: 9/15/2019-A. 2 YEAR Desk Policy Fiscal Floor Desk 2 year Fiscal Floor Conf. Enrolled Vetoed Chaptered 1st House 2nd House Conc. Summary: Current law requires the Department of Transportation, in cooperation with the Golden Gate Bridge, Highway and Transportation District and all known entities planning to implement a toll facility, to develop and adopt functional specifications and standards for an automatic vehicle identification system, in compliance with specified objectives, including that a vehicle owner shall not be required to purchase or install more than one device to use on all toll facilities, and generally requires any automatic vehicle identification system purchased or installed after January 1, 1991, to comply with those specifications and standards. Current law authorizes operators of toll facilities on federal-aid highways engaged in an interoperability program to provide only specified information regarding a vehicle’s use of the toll facility. This bill would expand the above-described objective so that a user of a toll facility shall also not be required to purchase or install more than one device to use on all toll facilities. Organization Position Page 9/11 North County Watch Transit District

SB 795 (Beall D) Affordable Housing and Community Development Investment Program. Current Text: Amended: 4/2/2020 html pdf Last Amend: 4/2/2020 Status: 4/2/2020-From committee with author's amendments. Read second time and amended. Re- referred to Com. on GOV. & F. Location: 1/15/2020-S. GOV. & F. Desk Policy Fiscal Floor Desk Policy Fiscal Floor Conf. Enrolled Vetoed Chaptered 1st House 2nd House Conc. Summary: Would establish in state government the Affordable Housing and Community Development Investment Program, which would be administered by the Affordable Housing and Community Development Investment Committee. The bill would authorize a city, county, city and county, joint powers agency, enhanced infrastructure financing district, affordable housing authority, community revitalization and investment authority, transit village development district, or a combination of those entities, to apply to the Affordable Housing and Community Development Investment Committee to participate in the program and would authorize the committee to approve or deny plans for projects meeting specific criteria. Organization Position North County Watch Transit District

SB 1273 (Pan D) Commute benefit policies: Sacramento Regional Transit District: Sacramento Metropolitan Air Quality Management District. Current Text: Amended: 3/25/2020 html pdf Last Amend: 3/25/2020 Status: 3/25/2020-From committee with author's amendments. Read second time and amended. Re- referred to Com. on TRANS. Location: 3/5/2020-S. TRANS. Desk Policy Fiscal Floor Desk Policy Fiscal Floor Conf. Enrolled Vetoed Chaptered 1st House 2nd House Conc. Summary: Current law authorizes the formation of the Sacramento Regional Transit District with various powers and duties with respect to transportation planning, programming, construction, and operations. Current law creates the Sacramento Metropolitan Air Quality Management District, which has primary responsibility for the development, implementation, monitoring, and enforcement of air pollution control strategies, clean fuels programs, and motor vehicle use reduction measures for the County of Sacramento. This bill would authorize the districts, in consultation with the Sacramento Area Council of Governments, to jointly adopt, and revise as necessary to meet the region’s changing transportation needs, a commute benefit ordinance that, at minimum, requires covered employers, as defined, operating within the area of the County of Sacramento that is common to the service areas of the districts to offer certain employees commute benefits, as specified, except that the bill would prohibit the ordinance from affecting employers covered by certain Sacramento Metropolitan Air Quality Management District rules or regulations. Organization Position North County Watch Transit District

SB 1283 (Beall D) Department of Transportation: state highways: transit bus pilot program. Current Text: Amended: 3/26/2020 html pdf Last Amend: 3/26/2020 Status: 3/26/2020-From committee with author's amendments. Read second time and amended. Re- referred to Com. on RLS. Location: 2/21/2020-S. RLS. Desk Policy Fiscal Floor Desk Policy Fiscal Floor Conf. Enrolled Vetoed Chaptered 1st House 2nd House Conc. Summary: Current law authorizes the Monterey-Salinas Transit District and the Santa Cruz Metropolitan Transit District to conduct a transit bus-only program using the shoulders of certain state highways as transit bus-only traffic corridors, subject to approval by the Department of Transportation and the Department of the California Highway Patrol. Current law requires that the highway segments to be used for the program are to be jointly determined by the districts, the department, and the Department of the California Highway Patrol, as provided. This bill would authorize the Department of Transportation to establish a pilot program to authorize a transit operator or operators to operate transit buses on the shoulders of state highways, under a project selected under the program. Organization Position Page 10/11 North County Watch Transit District

SB 1366 (Archuleta D) Los Angeles County Metropolitan Transportation Authority: light rail: West Santa Ana Branch Transit Corridor. Current Text: Introduced: 2/21/2020 html pdf Status: 3/12/2020-Referred to Com. on TRANS. Location: 3/12/2020-S. TRANS. Desk Policy Fiscal Floor Desk Policy Fiscal Floor Conf. Enrolled Vetoed Chaptered 1st House 2nd House Conc. Summary: Would require the Los Angeles County Metropolitan Transportation Authority, or another public agency, if it constructs a light rail project within the right-of-way for the West Santa Ana Branch Transit Corridor, to include or construct, as applicable, 11 specified stations as part of an initial operating segment. Organization Position North County Watch Transit District Total Measures: 38 Total Tracking Forms: 38

Page 11/11 RELATED TO AGENDA ITEM 18

Monthly Intergovernmental Affairs Reports

Board Meeting April 16, 2020 State Update

• Legislative Timeline: – Legislature Returns (May 4) – Deadline for Budget Approval (June 15) – Legislature Adjourns (August 31) • State Budget and Economic Outlook • Policy Discussions: – COVID-19 Transit Impacts – Transit Pass Programs – Housing around Transit

1 COVID-19 Update

• Facilitation of Federal Relief Funding • Opportunity to Advance Reforms and Streamlining • Emergency State Funding • Outreach and Education to Legislative and Administration Stakeholders

2 Legislative Update

Transit Fares and Subsidies: • Legislation: – Assembly Bill 1350 (Gonzalez): Would require transit agencies to offer free youth transit passes to persons 18 years of age and under in order to be eligible for state transit funding. • Awaiting a referral to the Senate Transportation Committee • Estimated annual fiscal impact to the District: $1 million (6% of fare revenue) – Assembly Bill 2012 (Chu): Would require transit agencies to offer free senior transit passes to persons over 65 years of age in order to be eligible for state transit funding. • Referred to the Assembly Transportation Committee • Estimated annual fiscal impact to the District: $2.4 million (15% of fare revenue)

3 Legislative Update

Transit Fares and Subsidies (Continued): • Legislation: – Assembly Bill 2176 (Holden): Would require transit agencies to offer free student transit passes to persons attending a community college or either of the state university systems in order to be eligible for state transit funding. • Referred to the Assembly Transportation Committee and Assembly Higher Education Committee • Estimated fiscal impact: Post-secondary schools transit passes are sold at the Regional level.

4 Legislative Update

Access and Accommodations: • Legislation: – Assembly Bill 2730 (Cervantes): Expresses the intent of the Legislature to enact legislation to establish agreements with paratransit providers to aid in emergencies. • Awaiting referral to a policy committee – Assembly Bill 2836 (Chen): Currently a placeholder bill related to the Medi-Cal Emergency Medical Transportation Reimbursement Act. • Awaiting referral to a policy committee

5 Legislative Update

Equipment and Safety: • Legislation: – Assembly Bill 2620 (Boerner Horvath): States the intent of the Legislature to enact subsequent legislation that would allocate funding to the District to purchase shuttles for a pilot program. • While this bill is waiting referral to a policy committee, the author has notified the District it will likely not move forward this year. • Estimated fiscal impact to the District: Receipt of $1 million ($800,000 for capital investments in equipment and $200,000 for transit pass subsidies) – Assembly Bill 2873 (Kalra): Requires a public transit operator to take into consideration recommendations of best practices developed by bus operator organizations regarding technology. • Referred to the Assembly Transportation Committee

6 Legislative Update

Funding Program and Regional Issues: • Legislation: – Assembly Bill 2062 (Boerner Horvath): Appropriates $5 million to SANDAG to conduct a study of higher speed and safety alternatives for the LOSSAN Rail Corridor in the County of San Diego. • Referred to the Assembly Transportation Committee, but hearing is cancelled.

– Assembly Bill 3248 (Waldron): Prohibits the SANDAG Board of Directors from changing the allocation of revenues to any component of the TransNet Extension Ordinance without meeting specified requirements. • Awaiting referral to a policy committee

7 Legislative Update

Funding Program and Regional Issues (Continued): • Legislation: – Assembly Bill 3335 (Friedman): Would change the requirements for limited CEQA review of transit priority projects by increasing the percentage of property located near transit. • Awaiting referral to a policy committee

– Senate Bill 795 (Beall): Would establish the Affordable Housing and Community Development Investment Program and is a reintroduction of vetoed legislation from 2019. • Referred to the Senate Governance and Finance Committee

8 Funding Update

• Status of Current Applications: – Transit and Intercity Rail Capital Program (January 2020) – FTA Low or No Emission Program (March 2020) – VW Environmental Mitigation Fund (October 2020)

• Upcoming Funding Opportunities: – FTA Bus and Bus Facilities (April 2020) – Low Carbon Transit Operations Program (April 2020) – Local Partnership Program (June 2020) – Trade Corridor Enhancement Program (June 2020) – Active Transportation Program (June 2020)

9 Questions?

10 Agenda Item # 19 RECEIVE AN UPDATE ON THE IMPACTS OF COVID-19 ON TRANSIT OPERATIONS

Time Sensitive: ☐ Consent: ☐

STAFF The North County Transit District (NCTD) staff will provide the NCTD Board of RECOMMENDATION: Directors (Board) with an update on the impacts of the COVID-19 on transit operations.

BACKGROUND Safety is one of NCTD’s core values. NCTD staff will provide the Board an update INFORMATION: on the impacts of COVID-19 on transit operations.

ATTACHMENT: None

GOAL/STRATEGIC N/A DIRECTION:

FISCAL IMPACT: This staff report has no fiscal impact.

COMMITTEE REVIEW: None

STAFF CONTACT: Sean Loofbourrow, Chief of Safety E-mail: [email protected] Phone: 760-967-2827

April 16, 2020 Board Meeting Staff Report No.: SR-20-04-019 Agenda Item # 20 RECEIVE AN UPDATE ON COVID-19 FINANCIAL IMPACTS ON NORTH COUNTY TRANSIT DISTRICT

Time Sensitive: ☐ Consent: ☐ STAFF The North County Transit District (NCTD) staff will provide an update to the NCTD RECOMMENDATION: Board of Directors (Board) on the financial impacts of COVID-19 on NCTD.

BACKGROUND Since early March 2020, transit ridership has declined dramatically as a result of INFORMATION: the COVID-19 virus and efforts such as the Governor’s stay-at-home order which is focused on preserving the public’s health and mitigating the further spread of the virus. In the last several weeks, there has been a significant decrease in economic activity due to social distancing, business closures, increased unemployment, and the stay-at-home order. Based on a SANDAG survey of local businesses, taxable sales are anticipated to decline in the aggregate by 25% in March and approximately 50% in April 2020. NCTD relies heavily on funding from Transportation Development Act (TDA) funds (which derives from a ¼ cent of the general sales tax collected statewide) and TransNet (the ½ cent local countywide sales tax), to support transit services and the capital program.

At this time, no one knows with certainty when the current economic disruption will end. The latest federal guidelines extend the social distancing recommendations through April 30th. This will result in further significant economic disruption, but it is unknown when the social distancing guidelines will be removed and the shape of the economic recovery once the stay-at-home orders are lifted.

Staff will provide a presentation and discuss the decline in ridership and fare collections since early March, potential losses of taxable retail sales in the San Diego region forecasted by SANDAG, and fiscal impact considerations for NCTD.

ATTACHMENT: None

GOAL/STRATEGIC N/A DIRECTION:

FISCAL IMPACT: This staff report has no fiscal impact.

COMMITTEE REVIEW: None

STAFF CONTACT: Eun Park-Lynch, Chief Financial Officer E-mail: [email protected] Phone: 760-967-2858

April 16, 2020 Board Meeting Staff Report No.: SR-20-04-020 RELATED TO AGENDA ITEM 20

COVID-19 Financial Impact Report

Board Meeting April 16, 2020 COVID-19 Significant Events

• January 21, 2020: 1st confirmed case in the United States • January 30, 2020: World Health Organization (WHO) declares global health emergency • March 4, 2020: Governor Newsom declares state emergency • March 13, 2020: President Trump declares national emergency • March 13, 2020: San Diego schools announce school closures beginning on Monday, March 16: – Ridership declines start on March 10 and accelerate on March 16. • March 17, 2020: Coronavirus now present in all 50 states • March 19, 2020: Governor Gavin Newsom issues a stay at home order until further notice, with the exception of essential services

2 COVID-19 Significant Events

• March 27, 2020: President Trump signs the Coronavirus Aid, Relief, and Economic Security Act (CARES Act): – Includes $25 billion in emergency funding for public transportation – Funding for California of approximately $3.75 billion: • NCTD was allocated approx. $94 million of FTA 5307/5337/5340 and approx. $1.4 million of FTA 5311 funds, which can be applied retroactively to actual expenses incurred after January 20, 2020 • March 29: President Trump extends social distancing guidelines until April 30 • California Governor Gavin Newson has not provided any dates of when the state-at-home order will be rescinded

3 Service Reductions

• BREEZE school trippers cancelled beginning on March 16 • Beginning on Monday, March 23, temporary suspension of certain COASTER scheduled trains on weekday (Monday-Friday) service • All weekend COASTER service suspended beginning on Saturday, March 28 • In an effort to help further limit contact between bus operators and the public, BREEZE rear door boarding started on Monday, April 6, and NCTD is no longer collecting cash fares. Passengers are encouraged to carry a valid Compass Card or mobile ticket with valid fare. Senior and ADA passengers will still be granted access through the front of the vehicle.

4 Daily Ridership – All Modes

March 16 Schools closed 83% decline

March 10 Declines start

March 19 Stay at home order

5 Daily Fare Collections (excludes Regional distribution)

39 Days Fare Revenue Loss of $491K

March 16 Schools March 10 closed Declines start April 6 No cash fares in bus March 19 Stay at home order

6 FY2021 Budget Considerations

• NCTD develops conservative estimates for revenues and expenses in the development of its operating budget: – As of April 9, 2020, NCTD has cash of $64 million, which includes $15 million of Board required minimum cash reserve. Approximately $26 million has been paid to date towards the first five new SIEMENS locomotives • As part of adopting the FY 2020-FY 2024 Operating Budget, NCTD included advance planning for the potential of an economic downturn • For the first six months of the current fiscal year (as of December 31, 2019), NCTD had an operating surplus of $3 million • NCTD relies on a significant amount of funding from Transportation Development Act (TDA) funds, which derives from a ¼ cent of the general sales tax collected statewide and TransNet, the ½ cent local countywide sales tax

7 FY2021 Budget Considerations

• NCTD is highly reliant on sales tax-based revenues: – The FY20 budget included $41.3 million of TDA funds and $13.9 million of TransNet funds • Customer fare revenue accounts for 15% of NCTD’s operating revenues: – The FY20 budget assumed $16.9 million in customer fare revenue • Federal formula funding provides approximately $37.7 million annually that require a 20% match: – In FY20, 58% of this funding is allocated to support preventative maintenance activities which include vehicle maintenance, facilities maintenance, bridge inspections, cleaning, equipment maintenance, etc. – In FY20, 42% of this funding is allocated to support capital projects

8 COVID-19 Financial Impact

• NCTD has been experiencing significant declines in ridership and fare revenue since the beginning of March when COVID-19 awareness began, with ridership down approximately 83% by April 8, 2020. For each month that the COVID-19 crisis continues, NCTD projects losses of fare revenue of $1.1 million monthly (including regional revenue distributions). • SANDAG’s Data Science and Analytics Department has developed a dynamic model to forecast 40 scenarios based on an array of assumptions, including that social distancing will be practiced until April 30, 2020

9 COVID-19 Financial Impact

The table below represents SANDAG’s estimates of the impact on sales from COVID-19 based on surveys of local businesses. Initial estimates indicate a 47% decrease in retail sales expected in April 2020:

10 COVID-19 Financial Impact

The table below represents SANDAG’s estimates of the potential loss of taxable retail sales in the San Diego region in 2020 and 2021 under different economic scenarios. The scenarios in green are regarded as more likely to occur:

11 COVID-19 Financial Impact

If we apply SANDAG’s model to NCTD’s TDA and TransNet revenues, the table below estimates the potential losses under different economic scenarios: Potential NCTD Loss of TDA/TransNet (in Millions) Length of Disruption Disruption from March 15, 2020 through: May-15 June-15 2 months 3 months Pre-COVID-19 Forecast (in Millions) $55.17 $57.66 $55.17 $57.66 Scenario (Recession) Type Back to and Recovery Baseline Year 2020 Year 2021 Year 2020 Year 2021 COVID only (V) July 2020 -$4.80 $0.00 -$7.12 $0.00 Mild (V) July 2020 -$5.24 -$1.61 -$6.40 -$2.71 Moderate (V) July 2021 -$6.29 -$2.59 -$7.34 -$3.75 Moderate (V-Long) July 2022 -$6.29 -$4.09 -$7.34 -$5.19 Moderate (U) July 2026 -$6.29 -$5.82 -$7.34 -$6.98 Severe (V) July 2021 -$8.61 -$5.02 -$9.60 -$6.00 Severe (U) July 2025 -$8.61 -$9.11 -$9.60 -$10.15

12 COVID-19 Financial Impact

The tables below illustrate NCTD’s estimated loss of fare revenue and TDA/Transnet under two scenarios (in millions): Pessimistic

Percentage of Loss -90% -75% -75% -50% -25% Total Loss of Revenues Fare Fare TDA & TDA & TDA & (March 2020- Period Revenue Revenue TransNet TransNet TransNet June 2021) March 2020 - June 2020 -$5.35 -$13.79 -$19.15 July 2020 - December 2020 -$7.55 -$14.42 -$21.96 January 2021 - June 2021 -$6.26 -$7.21 -$13.47 -$54.57

Optimistic

Percentage of Loss -80% -10% 0% -25% -10% 0% Total Loss of Revenues Fare Fare Fare TDA & TDA & TDA & (March 2020- Period Revenue Revenue Revenue TransNet TransNet TransNet June 2021) March 2020 - June 2020 -$4.76 -$4.60 -$9.36 July 2020 - December 2020 -$0.84 -$2.88 -$0.84 January 2021 - June 2021 $0.00 $0.00 $0.00 -$10.19

13 COVID-19 Financial Impact

The table below illustrates the assumptions that NCTD may utilize during the development of the FY2021 budget (subject to change as more data becomes available):

Budget Assumption

Percentage of Loss -80% Range 0% -50% -25% -15% Total Loss of Revenues Fare Fare Fare TDA & TDA & TDA & (March 2020- Period Revenue Revenue Revenue TransNet TransNet TransNet June 2021) March 2020 - June 2020 -$4.76 -$9.19 -$13.95 July 2020 - December 2020 -$2.00 -$7.21 -$9.21 January 2021 - June 2021 $0.00 -$4.32 -$4.32 -$27.49

14 FY2021 Budget Final Thoughts

• No one knows the length and depth of this pandemic and economic downturn • No one knows the employment and economic impacts after we have advanced past social distancing • There is a potential that the COVID-19 pandemic will impact consumer and employer behavior in a manner that is detrimental to transit ridership: – Employers may hire fewer employees or increase telework – Consumers may feel less safe in public areas

• It is unclear whether there will be future stimulus or infrastructure investments from the federal or state government: – NCTD has state of good repair needs that exceed $1 billion – The ratio of Federal Debt to Gross Domestic Product (GD) was at 106.90% in 2019 15 FY2021 Budget Final Thoughts

• NCTD will utilize the $95.4 million from the CARES Act to supplement the loss of revenue from fare collections, TDA, STA, and TransNet in FY2020 and FY2021. The budget for TDA and TransNet revenues will be updated as SANDAG provides updated estimates. • Ridership is based on a scenario where the system gradually recovers 50% of its ridership in July 2020 and regains 100% of ridership in January 2021. This assumption may be revised as the COVID-19 crisis is still fluid. • NCTD will budget conservatively for FY2021 and not reduce staffing levels at this time. NCTD is working with its contractors to keep all employees fully employed (wages and benefits).

16 FY2021 Budget Final Thoughts

• Be prepared for increased contributions to CalPERS for the pension unfunded accrued liability due to the downturn in the stock market • Continue advancing significant service expansion, capital, and state of good repair projects that are grant funded. Examples include: – Positive Train Control – Signal Optimization – Bus and Rail Equipment Procurement – Increased COASTER Frequencies – Facility Improvements – Bridge Replacement Projects

17 Questions?

18 EXECUTIVE DIRECTOR’S REPORT

April 16, 2020

Coronavirus (COVID-19) Developments and Response: NCTD continues to monitor this situation closely and follow the recommendations of the Centers for Disease Control (CDC) and California Department of Health. Due to significant declines in ridership, NCTD has suspended some weekday COASTER trains and all weekend COASTER trains until further notice. In addition, NCTD has halted all BREEZE school tripper runs since schools throughout the region have been temporarily shut down. All other NCTD services are running as scheduled.

The General Administration Office building is now closed to public access. It is still available for deliveries and contractors with approved activity inside the building. Signage is on the door indicating that anyone needing access should call the listed phone numbers.

As a preventative measure against COVID-19, the County of San Diego has provided hand-washing stations at various stations and are servicing them on our behalf. These are currently installed at all COASTER stations from the Oceanside Transit Center to Sorrento Valley Station, as well as Vista Transit Center and Escondido Transit Center.

In an abundance of caution, NCTD has directed that all frontline contractor employees (bus operators, train operators/attendants, conductors/engineers) and direct employees (customer service) begin wearing face masks. In addition to the disposable masks that are available, NCTD has ordered reusable cloth masks for customer-facing employees.

In order to better protect our bus operators that are on the front lines and dealing with the public on a daily basis, NCTD has opted to place yellow safety tape and signage announcing that passengers must stay 6’ back from the operator’s area. In addition, NCTD has implemented rear door boarding for all passengers except seniors and disabled who may need the ramp.

NCTD’s Chief of Safety, Sean Loofbourrow, recently answered some frequently asked questions about how COVID-19 impacts public transit. Find that video on the NCTD YouTube channel.

NCTD’s webpage GoNCTD.com/coronavirus is continuously edited to include the most up-to-date information about service changes, ways to prevent the spread of the virus, and public service announcements.

Federal & State Response to COVID-19: NCTD will pursue all relevant opportunities for financial assistance during this crisis. The Coronavirus Aid, Relief, and Economic Security (CARES) Act was signed into law on Friday, March 27, 2020 providing $25 billion in funds for essential transportation services. An estimated $3.75 billion will be directed to California transit agencies. Of this amount, NCTD is estimated to receive approximately $94 million towards operating costs to maintain service and lost revenue due to the coronavirus public health emergency, including the purchase of personal protective equipment, and paying the administrative leave of operations personnel due to reductions in service.

Additionally, on March 16, 2020, the California Legislature passed emergency legislation, Senate Bill (SB) 89, appropriating $500 million from the State’s General Fund to be used for any purpose related to the Governor’s proclamation of a state of emergency related to COVID-19. SB 89 authorizes additional appropriations in the increments of $50 million up to a total appropriation of $1 billion. As a special district, NCTD should be directly eligible for this emergency funding under the authority of the California Disaster Assistance Act and plans to pursue funding.

The CARES Act and SB 89 will provide much-needed emergency funding to NCTD. The District will continue to work with its state and federal partners to ensure that appropriate financial measures are taken to offset the longer-term impact of reduced fare and sales tax revenue.

Heroes of Public Transit: NCTD is proud to support the Heroes of Public Transit – our bus operators, train conductors, engineers, and attendants, and facilities teams that are on the frontlines every day running service, keeping our vehicles and facilities clean, and keeping San Diego moving to their essential jobs and errands. These individuals embody the dedication and spirit that make a great team and we are honored to have them providing this necessary vital service of public transportation during this uncertain time.

NCTD also thanks our dedicated staff for their hard work during this pandemic. It has been clear that every employee is committed to continuing to further NCTD’s mission of delivering safe, convenient, reliable, and user-friendly public transportation services.

Page 2 of 5 Delay to Schedule Change/Added Weekend Trains: Due to the shelter-in-place orders and the vast suspension of events and community activities which have resulted in a major reduction in ridership, it has been determined that the bi-annual service change be postponed for an indeterminate amount of time. NCTD will revisit the service change and enhancement of COASTER weekend service once the County has moved toward recovery from this pandemic and NCTD has seen a rise in ridership.

Rail Closures/Absolute Work Window (AWWs) Weekend: To facilitate infrastructure improvements along the coastal rail corridor, there will be a full rail closure along the COASTER line the weekend of April 18-19, 2020. COASTER service is currently suspended for weekend trains; however, this will continue to effect Metrolink and Amtrak service as noted below:

• On Friday, April 17, 2020, southbound Amtrak R2R train A796 will be bused for its trip to Santa Fe Depot. During the closure weekend, neither Amtrak Pacific Surfliner or Metrolink will service the Oceanside Transit Center via rail but will have replacement bus service or any of their regularly scheduled trains. The tracks will reopen for regular rail service the morning of Monday, April 20, 2020. (Details are subject to change. Updates can be found at PacificSurfliner.com)

COASTER Refurbishment: Bombardier continues to push forward with vehicle enhancements on the COASTER fleet. They have now completed refurbishment of the first COASTER vehicle, 2401, and have begun work on the second vehicle, 2402. Refurbishments include new seat cushions, added electrical outlets, LED bulbs in overhead fixtures, upgraded doors, and carpet replacement in

Page 3 of 5 addition to the brand-new exterior paint job. Each car takes approximately 12 weeks to complete.

Grants: Given the evolving COVID-19 situation, several grant deadlines have been extended. NCTD will be submitting two grant applications toward the purchase of eight zero-emission hydrogen powered buses. The procurement is estimated to cost approximately $9.6 million for eight vehicles.

 Low Carbon Transit Operations Program (LCTOP): NCTD is submitting a $2.2 million allocation request from the State’s LCTOP program, due on April 17th.  FTA Bus and Bus Facilities: NCTD is requesting $2 million from the FTA’s Bus and Bus Facilities Program, due on April 29th.

Additionally, in October 2019, NCTD requested $3.2 million from the Volkswagen Environmental Mitigation Trust Fund for hydrogen buses. NCTD provided supplementary information to the program administrator in January 2020 and is awaiting notice of project selection. NCTD also submitted a grant application to the FTA’s Low or No Emission Bus Program requesting $2 million dollars for hydrogen buses on March 17th.

Upcoming Procurements: The following key procurements are anticipated to be presented to the Board in coming months.

 Electrical Panel Upgrades - May  Green Beach North Bridge 208.6 Repair Project - June  JD Edwards Managed Services – June  Administrative Citation Program – July

Page 4 of 5 OTC Redevelopment Procurement Extended: The Oceanside Transit Center Development Request for Proposal (RFP) was advertised on January 6, 2020. Since advertising, NCTD conducted a pre-proposal conference on January 30, 2020, which was well attended. Additionally, as part of the proposal process, we received and responded to more than 50 thoughtful questions and the interest in the development community remains strong.

RFP proposals were due April 22, 2020; however, due to the COVID-19 emergency, we have extended the RFP due date by 30 days to May 22, 2020. This decision was made taking into consideration the impacts to the financial markets, and current unrest in the development community’s ability for capital to be committed to a project of this size. Further, there are some logistic challenges in preparing the proposals.

NCTD will continue to monitor the situation closely and will notify the Board if any further delays are anticipated. If there are any questions, please contact Tracey Foster at (760) 966-6674 or [email protected].

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