ATTACHMENT 4A

Transit Operations Quarterly Report

For the Period July 1, 2018 – September 30, 2018 (Q1 of FY19)

Page 1 of 46 Contents

Executive Summary ...... 3 Key Performance Indicators ...... 6 Ridership ...... 14 Farebox Recovery ...... 21 On-Time Performance ...... 22 NCTD Customer Feedback ...... 23 Paratransit and Fixed-Route Wheelchair Usage ...... 32 Fare Collection System ...... 36 Appendix A: BREEZE Descriptions and Service Statistics ...... 37 Appendix B: BREEZE Composite Rankings by Day Type ...... 40 Appendix C: October Service Change Ridership Trends ...... 44 Appendix D: & Quarterly Performance ...... 46

Page 2 of 46 EXECUTIVE SUMMARY NCTD produces the Transit Operations Quarterly Report (TOPR) to provide information regarding operational performance. The data contained in this report for Quarter 1 Fiscal Year 2019 (Q1 FY19) is unaudited and subject to change. Final and audited financial and performance results will be provided as part of NCTD’s Comprehensive Annual Financial Report.

The following executive summary provides an overview of key performance trends compared to the previous fiscal year. Q1 includes the months of July, August, and September. In October 2017, Q2 of FY18, NCTD conducted its first major service change in recent years with the elimination of six BREEZE routes and modification of other routes. NCTD reduced average weekday revenue miles by nearly 8% and average weekday revenue hours by over 6% while only seeing a decrease in total BREEZE ridership of 2% from FY18 Q1 to FY19 Q1. The FY19 Q1 TOPR is the final quarterly TOPR where this major service change may have had a significant impact. Appendix C includes a summary of these key changes. The following provides an overview of key performance indicators compared to FY18:

Ridership and Productivity Compared to Q1 FY18, ridership and productivity in Q1 FY19: Ridership Productivity (1.9%) Decreased by 1.9% on BREEZE 11.7% Increased by 11.7% on BREEZE 1.3% Increased by 1.3% on COASTER 2.3% Increased by 2.3% on COASTER (8.3%) Decreased by 8.3% on SPRINTER (9.5%) Decreased by 9.5% on SPRINTER 112.0% Increased by 112.8% on FLEX (10%) Decreased by 10% on FLEX (4.8%) Decreased by 4.8% on LIFT (5.7%) Decreased by 5.7% on LIFT

Farebox Recovery Compared to Q1 FY18, farebox recovery in Q1 FY19: Farebox Recovery 21.0% Increased from 13.43% to 16.26% on BREEZE (7.2%) Decreased from 39.1% to 36.3% on COASTER 4.9% Increased from 13.72% to 14.39% on SPRINTER (11.6%) Decreased from 12.38% to 10.94% on FLEX (2.9%) Decreased from 7.58% to 7.36% on LIFT

On-Time Performance Compared to Q1 FY18, on-time performance in Q1 FY19: On-Time Performance (2.2%) Decreased by 1.9% on BREEZE 2.7% Increased by 1.3% on COASTER (0.9%) Decreased by 8.3% on SPRINTER 0.9% Increased by 112.8% on FLEX (2.7%) Decreased by 4.8% on LIFT

Page 3 of 46 Overall, system ridership declined by approximately 2.86%. This trend is consistent with national transit ridership decline, which has been declining since its peak in 2014. The recent ridership decline is influenced by both internal operational factors and external market factors. Market conditions include a significant growth in access to a personal automobile, the growing popularity of transportation network companies (TNCs) like Uber and Lyft, and low unemployment and increased household net worth. Operational factors, such as on-time performance, reliability, and missed trips also impact ridership. Throughout the past year, NCTD took proactive steps to address declining ridership and customer revenue trends. Actions include:

• Implementation of a major service change in October 2017 (FY18 Q2) to improve productivity on key BREEZE routes. Appendix C provides an overview of these changes and initial trends in the year following their implementation. • Customer engagement via survey to garner feedback about NCTD’s services. This includes NCTD’s COASTER survey and coordination with SANDAG on a public opinion survey for transit in the region. • Initiation of the Land Use and Transit Integration Study, a grant-funded study that will inventory and analyze existing land use, planning conditions, gaps between land use and mobility, and strategies to address these gaps.

In FY19, NCTD is exploring new ways to boost ridership despite recent downward trends. NCTD is incorporating three main components to its strategic approach for providing mobility in North County: 1) Evaluate trends impacting transit ridership, 2) Address barriers to transit use, and 3) Develop innovative service strategies.

To incorporate these strategic efforts, NCTD has identified several key priority projects that will help the District better understand key trends, identify challenges and opportunities for current and future riders, and develop new service strategies to increase ridership and productivity. Planned actions include:

• Initiation of the Strategic Multimodal Transit Implementation Plan (SMTIP) – an in- depth study of NCTD’s modes that will guide future service levels, design, and implementation of key service strategies. • Coordination with SANDAG on key Mobility Hub pilot programs. This includes a rideshare pilot at key COASTER stations and potential bikeshare at locations along the SPRINTER line to provide first-last mile connections to key employment and education facilities. • Development of on-demand services to provide a more cost-effective solution to LIFT paratransit service.

The following graph shows the distribution of system resources (revenue hours and operating costs) compared to quarterly ridership and fare revenue. This graph provides context on where the District’s funds are used in proportion to ridership and revenue attained. The high-level snapshot allows NCTD to identify opportunities for cost-savings and potential reallocation of funds.

Page 4 of 46 Graph 1: System Distribution of Resources

BREEZE SPRINTER COASTER FLEX LIFT

Q1 Ridership 59.5% 22.8% 15.6% 0.3% 1.7%

Q1 Revenue 73% 4.1% 2.9% 18.8% Hours 1.2%

Q1 Budgeted 45.4% 22.6% 19.3% 1.7% 11.0% Operating Cost

Q1 Budgeted 39.6% 17.5% 37.6% 4.3% Fare Revenue 1%

Page 5 of 46 KEY PERFORMANCE INDICATORS

NCTD’s performance is impacted by both internal and external factors. External factors include but are not limited to: the number of weekdays, number of days of inclement weather, number of railroad closures, the unemployment rate, and average cost of gasoline. The table below provides information regarding these key factors.

Table 1 External Factors External Factors FY18 Q1 FY19 Q1 Variance Weekdays 63 63 0 Days of Inclement Weather 6 2 -4 Rail Construction Shutdown Days 0 0 0 Unemployment Rate 4.1% 3.4% -0.8% Average Cost of Gallon of Gasoline $2.99 $3.62 $0.63

Another key component impacting ridership trends is the increased availability of personal automobiles. San Diego vehicle availability and driver's license registration rates have increased significantly since 2009. Between 2009 and 2017, San Diego County’s population grew by 296,122 (10%), while driver’s licenses increased by 270,659 (12.6%) and the number of available vehicles increased by 168,501 (8.6%). As the unemployment rate increases and individuals are able to purchase a private vehicle, transit ridership is significantly impacted.

Graph 2: San Diego County Vehicle Ownership

2,500,000 2,400,000 2,300,000 2,200,000 2,100,000 2,000,000 1,900,000 1,800,000 1,700,000 1,600,000 1,500,000 2009 2010 2011 2012 2013 2014 2015 2016 2017 San Diego County Vehicles Available San Diego County Drivers Licenses

Source: US Census, American Community Survey: Aggregate Number of Vehicles Available California Department of Motor Vehicles: Driver Licenses Outstanding by County

Page 6 of 46 These factors have varying degrees of influence on ridership. It is also important to note that overall transit ridership on a national basis is trending downward, as indicated in the ridership graph from the National Transit Database (NTD) below. The graph shows the fluctuation of ridership over time since 1990. NTD provides complete national data through 2017, with 2018 shown as a projection.

Graph 3 Total Annual Transit Ridership (000s)

Total National Transit Ridership (000s) 12,000,000

10,000,000

8,000,000

6,000,000

4,000,000

2,000,000

0

1990 1991 1992 1993 1994 1995 1996 1997 1998 1999 2000 2001 2002 2003 2004 2005 2006 2007 2008 2009 2010 2011 2012 2013 2014 2015 2016 2017 2018* Source: National Transit Database June 2018 NCTD regularly monitors its performance to help manage service quality, efficiency, and cost effectiveness. To complement this, NCTD has developed a series of performance goals for each metric, allowing the District to constantly monitor and address the internal operational characteristics that may impact overall ridership. The following table provides an overview of key indicators used for performance monitoring.

Page 7 of 46 Key Performance Indicators The total boardings on the mode. The goal for total boarding riders is an Total Boarding Riders allocation of the yearly budget, based on historical trends from past fiscal years. The weekday boardings per the total number of weekdays of the period. The Average Weekday goal is derived from the budget and the historical percentage of weekday Riders boardings. Boarding Per Revenue The total boardings divided by the total revenue hours. The goal is derived Hour from the budget. Percent of Service The percent of scheduled service that was actually operated. The goal is derived Operated from contractual requirements with operators. The percent of service that was on-time. The goal is derived from contractual On-time Performance requirements with operators. The number of system failures that prevent the vehicle from safely completing Major Mechanical the trip it is currently operating or from starting the next assigned trip. The Failures goal is derived from contractual requirements with operators The number of system failures that NCTD has deemed that the vehicle should Other Mechanical not continue en-route but do not prevent the vehicle from operating safely Failures (for example farebox malfunctioning or a radio that is inoperable). Chargeable Accidents The number of preventable accidents per 100,000 miles where the operator per 100,000 Miles was at fault. The goal is derived from contractual requirements with operators. Passenger Concerns The number of valid passenger concerns per 100,000 boardings. The goal is per 100,000 Boardings derived from contractual requirements with operators. The average length that a customer is on hold to contact LIFT. The goal is Call Response Time derived from contractual requirements with operators. The average length that a customer is on the phone when calling LIFT. The goal Average Length of the of 2:00 has been identified but the call should last as long as is needed to Call provide exceptional customer service.

Performance goals for FY19, such as boardings and productivity, were developed by utilizing ridership data from the previous fiscal year. An average was developed for each day type and applied to the number of each calendar day type per month to arrive at a total projected ridership for each month. This bottom-up method captures the seasonality of NCTD’s transit ridership through the course of the year, as well as adjustments in total ridership that are impacted by the number of each day type. Additional factors were taken into consideration, including national transit ridership trends and service structure impacts from the October 2017 service change.

Page 8 of 46 Tables 2 through 6 show the quarterly performance by mode compared to FY18 and NCTD’s established performance goals.

Table 2 BREEZE Performance

BREEZE Quarterly Performance

FY2018 FY2019 Variance Goal Variance Quarter 1 Quarter 1 From Goal

Total Boarding Riders 1,515,794.7 1,610,952.0 1,580,300.0 (1.90%) 4.26% Average Weekday Boarding Riders 19,589.4 20,811.8 20,412.0 (1.92%) 4.20% Boardings per Revenue Hour 13.7 13.3 14.8 11.72% 8.02% Percent of Scheduled Service Operated 99.98% 99.9% 99.9% (0.01%) (0.08%) On-time Performance 90.0% 88.7% 86.8% (2.15%) (3.57%) Major Mechanical Failures 104.3 172.0 108.0 (37.21%) 3.56% Other Mechanical Failures 0.0 9.0 2.0 (77.78%) 200.00% Chargeable Accidents per 100,000 Miles 1.0 1.5 1.0 (37.13%) (4.11%) Passenger Concerns per 100,000 Boardings 17.0 18.9 20.0 5.96% 17.62%

In FY19 Q1, BREEZE ridership declined 1.9% compared to the previous fiscal year. This decline is relatively modest and aligns with national bus ridership trends. Ridership has declined by a smaller percentage than the overall reduction in service through the October 2017 service changes. As such, boardings per revenue hour have increased 11.7% compared to FY18 Q1. Appendix A provides an overview of BREEZE routes and service characteristics.

A composite ranking of individual BREEZE routes by service day type (Weekday, Saturday, Sunday) is available in Appendix B. A discussion of the key ridership trends since the October 2017 BREEZE service changes is available in Appendix C.

Page 9 of 46 Table 3 LIFT Performance

LIFT Quarterly Performance

FY2018 FY2019 Variance Goal Variance Quarter 1 Quarter 1 From Goal

Total Boarding Riders 47,940.8 48,110.0 45,781.0 (4.84%) (4.51%) Average Weekday Boarding Riders 670.0 671.0 636.1 (5.20%) (5.06%) Boardings per Revenue Hour 1.6 1.6 1.7 5.71% 2.67% On-time Performance 92.0% 88.7% 86.3% (2.71%) (6.25%) Call Response Time (minutes) 2:00 4:03 1:25 (64.84%) (28.61%) Average Length of Call (minutes) 2:00 3:40 2:17 (37.92%) 14.17% Major Mechanical Failures 11.9 19.0 23.0 21.05% 93.53% Other Mechanical Failures 0.0 0.0 0.0 0.00% 0.00% Chargeable Accidents per 100,000 Miles 1.0 0.4 1.5 322.01% 49.59% Passenger Concerns per 1,000 Boardings 1.5 3.7 3.0 (18.80%) 98.04%

In FY19 Q1, LIFT ridership declined 4.8% compared to the previous fiscal year. The LIFT service area decreased slightly as a result of the October service changes, which may be a contributing factor. Boardings per revenue hour have increased slightly compared to the previous year. As additional Trapeze modules come onboard, these tools are expected to improve scheduling efficiencies and overall productivity by allowing NCTD to shift ridership during low-demand times to sub-contracted service providers as well as allowing riders to book trips via the Internet as opposed to speaking to a live Reservationist.

Page 10 of 46 Table 4 FLEX Performance

FLEX Quarterly Performance

FY2018 FY2019 Variance Goal Variance Quarter 1 Quarter 1 From Goal

Total Boarding Riders 7,944.0 3,770.0 8,023.0 112.81% 0.99% Average Weekday Boarding Riders 108.0 59.8 110.3 84.32% 2.13% Boardings per Revenue Hour 1.7 2.1 1.9 (10.01%) 12.85% On-time Performance 95.0% 98.6% 99.5% 0.90% 4.70% Major Mechanical Failures 1.8 2.0 2.0 0.00% 10.45% Other Mechanical Failures 0.0 0.0 0.0 0.00% 0.00% Chargeable Accidents per 100,000 Miles 1.0 0.0 0.0 0.00% (100.00%) Passenger Concerns per 1,000 Boardings 0.5 3.7 0.9 (76.51%) 74.50%

In FY19 Q1, FLEX ridership increased 112.8% compared to the previous fiscal year, largely due to the conversion of two BREEZE routes to FLEX routes. Boardings per revenue hour have decreased 10% compared to the previous year, from 2.1 to 1.9. This decrease is due to the changes made in October 2017. Two FLEX routes operating with one vehicle each were eliminated, and two new FLEX routes were added operating with up to 3 vehicles each. This increase in revenue hours was not quite matched with a corresponding increase in ridership, resulting in a reduced boardings per revenue hour. Staff is looking into adjustments of the FLEX service to maintain ridership but reduce the number of revenue hours being provided. This adjustment will potentially be implemented in April 2019.

Page 11 of 46 Table 5 COASTER Performance

COASTER Quarterly Performance

FY2018 FY2019 Variance Goal Variance Quarter 1 Quarter 1 From Goal

Total Boarding Riders 389,428.0 410,232.0 415,487.0 1.28% 6.69% Average Weekday Boarding Riders 5,151.0 5,405.9 5,528.8 2.27% 7.33% Boardings per Revenue Hour 224.6 225.3 230.6 2.32% 2.66% Percent of Scheduled Service Operated 100.0% 99.5% 99.6% 0.11% (0.40%) On-time Performance 95.0% 87.9% 90.2% 2.65% (5.02%) Major Mechanical Failures 2.0 5.0 7.0 40.00% 248.31% Other Mechanical Failures 0.0 0.0 1.0 100.00% 100.00% Chargeable Accidents per 100,000 Miles 1.0 0.0 0.0 0.00% (100.00%) Passenger Concerns per 100,000 Boardings 7.0 23.6 19.0 (19.59%) 171.63%

In FY19 Q1, COASTER ridership increased 1.3% compared to the previous fiscal year. Compared to FY18 Q1, boardings per revenue hour have increased by 2.3%.

There were two additional major mechanical failures in FY19 Q1 than FY18 Q1. NCTD is in the process of procuring new locomotives that will improve the COASTER’s on- time performance, mechanical failure rate, and percent of scheduled service operated. These service characteristics are critical in maintaining riders on the COASTER service.

Additional COASTER performance indicators by service day type (Weekday, Saturday, Sunday) are available in Appendix D.

Page 12 of 46 Table 6 SPRINTER Performance

SPRINTER Quarterly Performance

FY2018 FY2019 Variance Goal Variance Quarter 1 Quarter 1 From Goal

Total Boarding Riders 624,971.1 661,316.0 606,481.0 (8.29%) (2.96%) Average Weekday Boarding Riders 8,106.0 8,572.7 7,838.6 (8.56%) (3.30%) Boardings per Revenue Hour 105.5 111.9 101.2 (9.50%) (4.01%) Percent of Scheduled Service Operated 100.0% 99.5% 99.7% 0.22% (0.28%) On-time Performance 98.0% 98.4% 97.6% (0.85%) (0.44%) Major Mechanical Failures 2.6 40.0 44.0 10.00% 1,588.19% Other Mechanical Failures 0.0 14.0 26.0 85.71% 2,600.00% Chargeable Accidents per 100,000 Miles 1.0 0.0 0.0 0.00% (100.00%) Passenger Concerns per 100,000 Boardings 5.0 5.0 9.1 81.74% 81.37%

In FY19 Q1, SPRINTER ridership decreased 8.3% compared to the previous fiscal year. Compared to FY17 Q3, boardings per revenue hour have decreased by nearly 10%. Service levels on the SPRINTER have remained constant since the previous fiscal year. This decrease in ridership and productivity may in large part be attributed to the conclusion of the LCTOP program, which provided subsidized passes to college students at major campuses such as CSU San Marcos and Palomar College. While the program may have boosted ridership on the SPRINTER line, the passes negatively impacted the mode’s overall farebox recovery. In an effort to maintain the state- mandated farebox recovery ratio, NCTD will ensure any new fare subsidy programs do not have a negative effect on farebox recovery.

Additional SPRINTER performance indicators by service day type (Weekday, Saturday, Sunday) are available in Appendix D.

Page 13 of 46 RIDERSHIP

System-Wide Ridership

Overall, system ridership (BREEZE, SPRINTER, COASTER, LIFT, and FLEX) was down by 2.86% in FY19 Q1 as compared to FY18 Q1. Average weekday ridership was also down by 2.8% from FY18 Q1.

Table 7 Systemwide Ridership Comparison

Systemwide Quarterly Performance System-Wide Variance From Goal FY18 Q1 FY19 Q1 Variance Ridership Goal Total 2,586,079 2,734,380 2,656,072 (2.86%) 2.71% Average Weekday 33,624 35,521 34,526 (2.80%) 2.68%

The following section provides information on modal ridership trends and potential factors impacting ridership. Key trends include: • BREEZE ridership decreased in FY19 Q1 by 1.9% compared to FY18 Q1. • SPRINTER ridership decreased in FY19 Q1 by 8.3% compared to FY18 Q1. • COASTER ridership increased in FY19 Q1 by 1.3% compared to FY18 Q1. • FLEX ridership increased in FY19 Q1 by 112.8% compared to FY18 Q1. • LIFT ridership decreased in FY19 Q1 by 4.8% compared to FY18 Q1.

The graph below compares the distribution of ridership and revenue hours by mode. BREEZE service transported the bulk of the system ridership (59%) followed by SPRINTER (23%), COASTER (16%), LIFT (1.8%), and FLEX (0.2%). BREEZE comprises the most revenue hours (73%) followed by LIFT (19%), SPRINTER (4%), FLEX (3%), and COASTER (1%).

Page 14 of 46 Graph 4 NCTD System Ridership by Mode and System Revenue Hours Ridership Revenue Hours

FLEX FLEX LIFT 0% 3% 2% LIFT 19%

SPRINTER 23% SPRINTER 4%

COASTER BREEZE 59% 1%

COASTER BREEZE 16% 73%

BREEZE COASTER SPRINTER LIFT FLEX BREEZE COASTER SPRINTER LIFT FLEX

Page 15 of 46 BREEZE Ridership

BREEZE bus ridership for FY19 Q1 totaled 1,580,300 - a decrease of 1.9% compared to FY18 Q1. Average weekday ridership for FY19 Q1 was 20,412, a decrease of 1.9%.

Table 8 BREEZE Ridership Comparison

BREEZE Total Ridership July August September Quarter 1 FY18 480,748 554,891 575,313 1,610,952 FY19 474,775 548,790 556,735 1,580,300 Variance (1.24%) (1.10%) (3.23%) (1.90%) BREEZE Average Weekday Ridership July August September Quarter 1 FY18 18,375 20,485 23,625 20,812 FY19 17,946 20,284 23,294 20,412 Variance (2.33%) (0.98%) (1.40%) (1.92%)

In October 2017, NCTD conducted its first major service change in recent years with the elimination of six BREEZE routes and modification of other routes. NCTD reduced average weekday revenue miles by nearly 8% and average weekday revenue hours by over 6% while only seeing a decrease in total BREEZE ridership of 2% from FY18 Q1 to FY19 Q1.

NCTD proactively eliminated unproductive service with minimal impact to ridership. The majority of route changes resulted in a positive increase in average weekday ridership; if the changes were not implemented, average weekday ridership loss would have likely exceeded the 1.9% decrease seen in Q1. Additionally, the service changes contributed to the substantial increase (9.4%) in boardings per revenue from the previous year.

An overview of route-level ridership trends associated with the October service changes is included in Appendix C.

Page 16 of 46 LIFT Ridership

LIFT ADA Paratransit ridership decreased by 4.8% from 48,110 in FY18 Q1 to 45,781 in FY19 Q1. Due to the discontinuation of certain BREEZE routes, the ADA paratransit boundary was reduced. NCTD also implemented policy changes that may have impacted ridership, including new policies on reservations, cancellations, and pickup windows. LIFT ridership may also be declining due to changes in the administration of Medi-Cal that require service insurance providers to provide transportation for eligible trips.

Table 9 LIFT Ridership Comparison

LIFT Total Ridership July August September Quarter 1 FY18 15,382 16,867 15,861 48,110 FY19 15,278 15,971 14,532 45,781 Variance (0.68%) (5.31%) (8.38%) (4.84%)

LIFT Average Weekday Ridership July August September Quarter 1 FY18 665 655 696 671 FY19 630 623 658 636 Variance (5.27%) (4.76%) (5.41%) (5.20%)

FLEX Ridership

FLEX ridership increased by 112.81% over FY18 Q1, largely due to the introduction of FLEX 392 and 395 (BREEZE Routes 392 and 395 were modified and converted to FLEX routes on October 8th, 2017). These routes operate as deviated fixed-routes that will flex, or deviate, ¾ mile from the route. In addition to replacing BREEZE routes on Camp Pendleton, FLEX 392 and 395 gained additional ridership through replacing paratransit trips on Camp Pendleton. FLEX routes 373 and 374 were eliminated with the October service change.

Table 10 FLEX Ridership Comparison

FLEX Total Ridership July August September Quarter 1 FY18 1,103 1,411 1,256 3,770 FY19 2,680 2,756 2,587 8,023 Variance 142.97% 95.32% 105.97% 112.81%

FLEX Average Weekday Ridership July August September Quarter 1 FY18 55 61 63 60 FY19 111 109 112 110 Variance 100.66% 77.39% 77.84% 84.32%

Page 17 of 46 COASTER Ridership

COASTER recorded 415,487 boardings for FY18 Q3, an increase of 1.3% compared to the prior year’s Q1. Average weekday ridership increased 2.3% compared to FY18 Q1.

Table 11 COASTER Ridership Comparison

COASTER Total Ridership

July August September Quarter 1 FY18 150,504 138,942 120,786 410,232 FY19 154,356 144,022 117,109 415,487 Variance 2.56% 3.66% (3.04%) 1.28% COASTER Average Weekday Ridership

July August September Quarter 1 FY18 5,990 5,273 4,974 5,406 FY19 5,974 5,508 5,062 5,529 Variance (0.27%) 4.46% 1.76% 2.27%

Table 12 Average Weekday COASTER Ridership by Rail Station

Average Weekday COASTER Ridership by Rail Station Rail Station FY18 Quarter 1 FY19 Quarter 1 Variance 939 899 (4.28%) Carlsbad Village Station 678 723 6.61% Carlsbad Poinsettia Station 479 498 3.95% Encinitas Station 521 535 2.71% Solana Beach Station 299 340 13.58% Sorrento Valley Station 794 811 2.17% San Diego - Old Town 611 625 2.32% San Diego - Santa Fe Depot 1,356 1,290 (4.90%)

The Solana Beach Station had the highest increase in ridership at 13.6%, followed by Carlsbad Village Station at 6.61% and Carlsbad Poinsettia Station at 4%. Data for both quarters was provided by the Automatic Passenger Counter (APC) system installed on COASTER. Due to the Rail2Rail agreement being the same across both quarters, it’s likely that the ridership increases at the three stations are related to greater special event attendance. Both Oceanside Transit Center and San Diego – Santa Fe Depot saw decreases of 4.3% and 4.9%, respectively. The Sorrento Valley COASTER Connection service is operated by SDMTS based on an MOU between the two agencies and supports connection to major employers from the Sorrento Valley COASTER rail station. Total ridership on these routes has decreased since FY18

Page 18 of 46 Quarter 1, although COASTER ridership to the station saw a slight increase of 2%. This ridership reduction is likely tied to an increase in employer provided shuttles at the Sorrento Valley station, as well as increased TNC usage.

Table 13 Sorrento Valley COASTER Connection Total Ridership

Route FY18 Quarter 1 FY19 Quarter 1 Variance 972 8,959 8,618 (3.81%) 973 5,981 4,599 (23.11%) 978 5,111 4,528 (11.41%) 979 5,359 5,120 (4.46%) Total 25,410 22,865 (10.02%)

Table 14 Sorrento Valley COASTER Connection Average Weekday Ridership

Route FY18 Quarter 1 FY19 Quarter 1 Variance 972 142 137 (3.66%) 973 95 73 (23.16%) 978 81 72 (11.28%) 979 85 81 (4.39%) Total 403 363 (9.94%)

SPRINTER Ridership

SPRINTER recorded 606,481 boardings for FY19 Q1, a decrease of 8.3% compared to FY18 Q1. Average weekday ridership decreased as well, at 7,839 compared to FY18 Q1. Ridership at all SPRINTER stations declined except for Cal State San Marcos. The stations with the largest declines include , , San Marcos Civic Center Station, , and College Boulevard Station. While fluctuations in ridership may be partially attributed to a difference in calendar days from the previous year, a significant portion of the ridership decline is likely attributed to the conclusion of the student fare pass subsidy program provided by the California Low Carbon Transit Operations Program (LCTOP).

Table 15 Monthly SPRINTER ridership

Total Ridership July August September Quarter 1 FY18 196,118 222,230 242,968 661,316 FY19 180,877 206,129 219,475 606,481 Variance (7.77%) (7.25%) (9.67%) (8.29%) Average Weekday Ridership

Page 19 of 46 July August September Quarter 1 FY18 7,511 8,197 10,066 8,573 FY19 6,790 7,586 9,303 7,839 Variance (9.60%) (7.45%) (7.58%) (8.56%)

Table 16 Average Weekday SPRINTER Ridership by Rail Station

Rail Station FY18 Quarter 1 FY19 Quarter 1 Variance Oceanside Transit Center 1,032 952 (7.73%) Coast Highway Station 231 201 (13.11%) Crouch Street Station 448 404 (9.93%) El Camino Real Station 357 326 (8.85%) Rancho Del Oro Station 216 182 (15.80%) College Boulevard Station 511 447 (12.36%) Melrose Station 270 263 (2.34%) 1,273 1,181 (7.20%) Vista Civic Center Station 319 286 (10.45%) 381 354 (7.11%) Palomar College Station 898 775 (13.62%) San Marcos Civic Center Station 402 348 (13.44%) Cal State San Marcos Station 387 400 3.30% Nordahl Road Station 262 238 (9.02%) 1,627 1,518 (6.68%)

Page 20 of 46 FAREBOX RECOVERY

Farebox recovery is the ratio of fare revenue divided by operating costs for each mode. Farebox recovery from FY18 Q1 to FY19 Q1 increased for BREEZE and SPRINTER, and decreased for COASTER, LIFT, and FLEX. The table below provides a comparison of mode-level farebox recovery to the previous fiscal year.

Table 17: Farebox Recovery by Mode

Farebox Recovery by Mode Mode FY2018 Quarter 1 FY2019 Quarter 1 Variance BREEZE 13.43% 16.26% 21.07% COASTER 39.10% 36.30% -7.16%

SPRINTER 13.72% 14.39% 4.88% FLEX 12.38% 10.94% -11.63% LIFT 7.58% 7.36% -2.90%

Systemwide, farebox recovery ratio increased from 17% in FY18 Q1 to 18.6% in FY19 Q1. BREEZE had the largest increase in farebox recovery, from 13.43% in FY18 Q1 to 16.26% in FY19 Q1, an increase of 21%. This improvement can be partially attributed to the BREEZE service changes made immediately after FY18 Q1. In addition, as part of the budget process for FY19, all departments allocated expenses to each mode depending on the activity to reflect a more accurate cost related to oversight and management required of each mode. This resulted in changes to expenses allocated to each mode, which in turn results in changes to farebox recovery.

SPRINTER farebox recovery slightly increased, from 13.7% in FY18 to 14.4% in FY18. At the same time, the LCTOP program influenced SPRINTER farebox recovery. While the program may have increased pass sales (and ridership), the significantly lower- priced passes decreased overall fare revenue.

COASTER, LIFT, and FLEX farebox recovery ratios have decreased since the previous fiscal year.

Page 21 of 46 ON-TIME PERFORMANCE

NCTD has established on-time performance goals for each of its modes. The following is a summary of the modal performance compared to the District goal.

• BREEZE fixed-route on-time performance goal is 90%. FY19 Q1 performance was 86.8%. • SPRINTER rail on-time performance goal is 98%. FY19 Q1 performance was 97.6%. • COASTER rail on-time performance goal is 95%. FY19 Q1 performance was 90.2%. • LIFT ADA Paratransit service on-time performance goal is 92%. FY19 Q1 performance was 86.3%. • FLEX on-time performance goal is 95%. FY19 Q1 performance was 99.5%.

BREEZE on-time performance decreased 2.2% since FY18 Q1. NCTD changes BREEZE schedules twice a year (April and October) and scheduling staff regularly assesses opportunities to improve on-time performance on an individual route basis. In an effort to reduce dwell time along routes (the time between a bus’s arrival at a timepoint and its scheduled departure), NCTD scheduling staff reallocated time from specific timepoints to the end of the trip. This scheduling adjustment was made to help reduce the amount of time that customers would be sitting on the bus. Additionally, the majority of BREEZE trips end at a rail station, so shifting time to the final segment insures increased on-time arrival at terminals for transfers. Lastly, this adjustment helps to “right-size” the service and will potentially reduce revenue hours for the next service change, improving key performance metrics. While several routes had increased running time from the previous service change, they had reduced on-time performance earlier in the route’s trip which led to decreased on-time performance. Scheduling staff will continue to evaluate opportunities for adjustment.

COASTER on-time performance increased by 2.7% from FY18 Q1, but did not meet the district goal of 95%. The increase is a result of some construction projects nearing completion and slight adjustments to running time to accommodate for positive train control initialization. However, there are more than six (6) projects totaling $427 million under construction that are impacting COASTER operations. The construction impacts have resulted in railroad closures, longer travel times, and delays. Unfortunately, NCTD cannot eliminate all construction delays. However, NCTD, SANDAG, and the construction contractors have implemented strategies to minimize the impact of construction on train service and support timely and efficient construction of projects.

LIFT on-time performance decreased by 2.7% in FY19 Q1 over FY18 Q1. FLEX exceeded the on-time performance goal, while SPRINTER on-time performance decreased slightly since the previous year.

Page 22 of 46 NCTD CUSTOMER FEEDBACK

The following graphs are presented to provide a summary of customer feedback received during the preceding fiscal year and preceding quarter (FY 2019, July 1, 2018 – September 30, 2018). The graphs reflect the following informational categories:

• NCTD System Complaints — this graph reflects the total number of complaints received during the reporting period, inclusive of both mode and non-mode related complaints. • BREEZE, LIFT, FLEX, SPRINTER, COASTER Complaints — each individual graph reflects the total complaints received for that respective mode of service. They each include a numerical breakdown of the specific nature of the complaints within that particular mode. • Complaints by BREEZE Route per 100,000 riders, for the top six routes in terms of ridership during the reporting period. • Compliments - this graph details the compliments received system wide during the reporting period. • Compliments by BREEZE Route — this graph provides further detail on BREEZE compliments by route received during the reporting period.

For FY19 Q1, NCTD received a total of 782 complaints, an increase of 16 complaints compared to the FY18 Q1. Of the total complaints for FY19 Quarter 1, 593 were directly associated with the five modes of transit (BREEZE, LIFT, FLEX, COASTER, and SPRINTER), an increase of 31 complaints as compared to FY18 1st Quarter. All modes saw an increase in complaints, save for COASTER and LIFT.

BREEZE operations generated the most complaints out of the five modes, receiving 316, which was an increase of 34 complaints compared to the FY18 Q1. Service Related (i.e., late service or vehicle pass by passenger) and Operator Related (i.e., perceived rude operator or operator driving performance) reports continue to comprise the vast majority of complaints, 91.1% of the total for BREEZE. NCTD staff continues to work closely with our BREEZE contractor, MV Transit, to identify causality and trends relative to these Service Related reports so that corrective actions can be taken which will increase service levels and improve on-time performance.

Similarly, NCTD staff, in coordination with MV Transit, continues to focus on decreasing Operator Related reports through operator training and discipline in order to increase customer service levels and create a positive riding experience. MV continues to implement a new customer service training program in general and is focusing on addressing individual operator behavior as it relates to negative customer feedback. Additionally, NCTD staff will be working with MV staff to directly train coach operators specifically based on complaint trends seen in the last quarter (pass by, rude driver, etc.) BREEZE also received 50 compliments and 20 comments.

Page 23 of 46

LIFT received 150 complaints, a decrease of 18 over the same quarter of FY18. While this comprises a decrease, the overall number of complaints remains higher than NCTD’s expectations. Service related issues comprise the majority of complaints. MV is working towards stabilizing their scheduling procedures which will positively impact service levels. This, combined with modifications to the reservation and scheduling software, should lead towards a steady decrease in complaints and an improvement in service levels. The majority of LIFT Operator Related complaints are due to driving performance as reported by civilian drivers and not due to negative interactions with LIFT passengers. Similar to BREEZE, MV continues to implement a customer service program directed to address individual employee performance related to customer service in order to maintain a positive service environment for customers. LIFT also received 16 compliments and 16 comments.

FLEX received 7 complaints, a slight increase of three (3) over the same quarter of FY18. The majority of these complaints are related to service related items (late service, pass by). FLEX did not receive any compliments or comments.

SPRINTER received 55 complaints, an increase of 22 over the same quarter of FY18. SPRINTER complaints were mostly related to late service caused by mechanical issues as well as negative interactions with Train Attendants. NCTD and Bombardier are currently implementing capital improvement projects that, over time, will stabilize the mechanical issues and increase performance levels. Following thorough investigations of the Operator related reports, it has been determined that Train Attendants are performing to the expectations of both NCTD and Bombardier and that customers continue to adapt to this new operating environment. SPRINTER received seven (7) compliments and six (6) comments.

COASTER received 77 complaints, a decrease of 14 over the same quarter of FY18. The majority of complaints are related to equipment issues, specifically with regard to air conditioning and heating issues. Bombardier continues to advance capital projects that will address issues with climate control units. Other equipment related complaints were due to horn use on the coastal corridor. However, once investigated, the trains involved in the reports were deemed to be in compliance with all state and federal regulations. COASTER received three (3) compliments and six (6) comments.

Page 24 of 46 Graph 5 NCTD System Complaints by Type Comparing FY18 to FY19

NCTD System Complaints FY 2018 - 1st Quarter (749 total) vs FY 2019 1st Quarter (782 total) 350 311 300 300 250 210 200 169 150 130 85 100 6476 39 3117 18 50 8 8 13 15 13 6 3 5 3 3 0 3 0 1 0

FY18 FY19

Graph 6 NCTD System Complaints - Percent to Total

NCTD System Complaints - Percent to Total FY 2018 - 1st Quarter vs FY 2019 - 1st Quarter 45.0% 42% 38% 40.0% 35.0% 30.0% 27% 25.0% 23% 20.0% 17% 11% 15.0% 9% 10% 10.0% 5% 4% 2% 2% 5.0% 1% 1% 2% 2% 2% 1% 0% 1% 0%0% 0% 0% 0% 0% 0.0%

FY18 FY19

Page 25 of 46 Graph 7 BREEZE Complaints FY18 Q1 vs FY19 Q1

BREEZE Complaints FY 2018 - 1st Quarter (282 total) vs FY 2019 1st Quarter (316 total) 160 150 135 138 140 124 120

100

80

60

40

20 6 6 9 5 5 4 4 2 2 3 1 3 0 Operator Service Equipment Other Accident / ADA Title VI Passenger Related Related Injury Related FY18 FY19

Graph 8 BREEZE Complaints - Percent to FY18 Q1 vs FY19 Q1

BREEZE Complaints - Percent to Total FY 2018 - 1st Quarter vs FY 2019 - 1st Quarter 60.0%

50.0% 48% 47% 44% 44%

40.0%

30.0%

20.0%

10.0% 2% 3% 2% 2% 2% 1% 1% 1% 1% 1% 0% 1% 0.0% Operator Service Equipment Other Accident / ADA Title VI Passenger Related Related Injury Related FY18 FY19

Page 26 of 46 Graph 9 COASTER Complaints FY18 Q1 vs FY19 Q1

COASTER Complaints FY 2018 - 1st Quarter (91 total) vs FY 2019 - 1st Quarter (77 total) 70 59 60 50 50

40

30

17 20 14

10 7 5 5 5 2 1 2 0 1 0 0 Service Related Equipment Other Operator ADA Passenger Title VI Related Related FY 18 FY 19

Graph 10 COASTER Complaints - Percent to FY18 Q1 vs FY19 Q1

COASTER Complaints - Percent to Total FY 2018 - 1st Quarter vs FY 2019 - 1st Quarter 90.0% 80.0% 77% 70.0% 60.0% 55% 50.0% 40.0% 30.0% 19% 20.0% 15% 9% 10.0% 6% 5% 6% 2% 1% 2% 0% 1% 0% 0.0% Service Related Equipment Other Operator ADA Passenger Title VI Related Related FY 18 FY 19

Page 27 of 46 Graph 11 SPRINTER Complaints FY18 Q1 vs FY19 Q1

SPRINTER Complaints FY 2018 - 1st Quarter (33 total) vs FY 2019 - 1st Quarter (55 total) 30 25 25

20 19

15 13

9 10 8 7

5 3 2 2 0 0 0 0 0 Service Related Equipment Operator Accident / ADA Other Title VI Related Injury FY18 FY19

Graph 12 SPRINTER Complaints - Percent to FY18 Q1 vs FY19 Q1

SPRINTER Complaints - Percent to Total FY 2018 - 1st Quarter vs FY 2019 - 1st Quarter 70.0%

60.0% 58%

50.0% 45%

40.0%

27% 30.0% 24% 20.0% 15% 13% 9% 6% 10.0% 4% 0% 0% 0% 0% 0% 0.0% Service Related Equipment Operator Accident / ADA Other Related Injury FY18 FY19

Page 28 of 46 Graph 13 LIFT Complaints FY18 Q1 vs FY19 Q1

LIFT Complaints FY 2018 - 1st Quarter (168 total) vs FY 2019 - 1st Quarter (150 total) 120 99 100 84 80 60 40 26 27 23 15 17 20 9 5 1 3 2 2 4 1 0 0

FY18 FY19

Graph 14 LIFT Complaints - Percent to FY18 Q1 vs FY19 Q1

LIFT Complaints - Percent to Total FY 2018 - 1st Quarter vs FY 2019 - 1st Quarter 70.0% 59% 60.0% 56% 50.0% 40.0% 30.0% 18% 20.0% 15% 14% 10% 11% 10.0% 5% 3% 1% 2% 1% 1% 3% 1% 0% 0.0%

FY18 FY19

Page 29 of 46 Graph 15 LIFT FLEX FY18 Q1 vs FY19 Q1

FLEX Complaints FY 2018 - 1st Quarter (6 total) vs FY 2019 - 1st Quarter (14 total) 7 6 6

5

4 3 3

2 1 1 1

0 Service Related Operator Related FY18 FY19

Graph 16 FLEX Complaints - Percent to FY18 Q1 vs FY19 Q1

FLEX Complaints - Percent to Total FY 2018 - 1st Quarter vs FY 2019 1st Quarter 90% 86%

80% 75%

70%

60%

50%

40%

30% 25%

20% 14% 10%

0% Service Related Operator Related FY18 FY19

Page 30 of 46 Graph 17 Compliments FY18 Q1 vs FY19 Q1

Compliments FY 2018 - 1st Quarter (32 total) vs FY 2019 - 1st Quarter (56 total) 60 50 50

40 31 30

20 16

9 7 10 5 3 4 3 1 0 1 0 BREEZE LIFT Customer Service COASTER SPRINTER Facilities FY18 FY19

Graph 18 Compliments by Route

Compliments by BREEZE Route FY 2018 - 1st Quarter vs FY 2019 - 1st Quarter 8 7 7 6 6 6 5 5 4 4 4 4 4 3 3 3 3 3 3 3 2 2 2 2 2 2 2 1 1 1 1 11 1 1 1 1 1 1 0 0 0 0 0 0 0 0 0 0 0 0 0 0

FY18 FY19

Page 31 of 46 PARATRANSIT AND FIXED-ROUTE WHEELCHAIR USAGE

The following graphs and tables are presented to provide information on wheelchair usage on BREEZE service, major trip generators for the LIFT service, and LIFT trips by time of day. Tracking this metric allows NCTD to respond to routes that may experience significant delays. Since the previous fiscal year, greater emphasis has been placed on operator reporting of wheelchair usage, which may contribute to increases on some routes.

Route 303 recorded the most wheelchair boardings during Q1 for both FY18 and FY19 although it declined by over 300 wheelchair boardings in FY19 Q1 compared to the previous year. Routes 301(101), 305, and 309 saw increases in more than 100 wheelchair boardings since the previous year.

Table 18: Total Wheelchair Boardings by Route

Total Wheelchair Boardings, FY19 Q1 vs FY18 Q1 1400 *Indicates a Route that was eliminated or converted to FLEX on October 8th, 2017 1200

1000

800

600

400

200

0

325 388 301 302 303 304 305 306 308 309 311 313 315 318 323 332 334 347 350 351 352 353 354 355 356 357 358 359 444 445

*316 *335 *389 *392 *395 *446

Wheelchair Ridership FY18 Wheelchair Ridership FY19

Page 32 of 46 Route 353 had the highest percentage of wheelchairs as a percentage of total ridership with 0.85%. Routes 305, 313, 315, and 347 show relatively significant increases in wheelchair boardings as a percentage of total boardings in FY19 Q1 compared to FY18 Q1.

Table 19: Wheelchair Boardings as a Percentage of Total Ridership

Wheelchair Boardings as % of Ridership, FY19 Q1 vs FY18 Q1

0.90% 0.85% *Indicates a Route that was eliminated or converted to FLEX on October 8th, 2017 0.80%

0.70%

0.60%

0.50%

0.40%

0.30%

0.20%

0.10%

0.00%

308 332 355 444 301 302 303 304 305 306 309 311 313 315 318 323 325 334 347 350 351 352 353 354 356 357 358 359 388 445

*316 *335 *389 *392 *395 *446

Wheelchairs as % FY18 Wheelchairs as % FY19

Table 20 shows the BREEZE pass ups and ADA malfunctioning equipment for Q1 in FY18 and FY19. BREEZE operators reported a total of 16 wheelchair pass ups in FY19 Q1, a decrease of 46% from FY18 Q1. There was a total of 12 restraints that were reported as inoperable in FY19 Q1, the same number as the previous fiscal year.

Table 20: BREEZE Wheelchair Pass-Ups and ADA Malfunctioning Equipment

FY18 Q1 FY19 Q1 Variance Operator Reported Pass Up Due to Spaces Full 15 7 -53% Operator Reported Pass Up Due to Full Bus 10 8 -20% Operator Reported Pass Up Due to Passenger Refusing to Vacate Seat 4 0 -100% Operator Reported Pass Up Due to Ramp Defect 1 1 0% Operator Reported Total Pass Ups 30 16 -46% Operator Reported Restraint Inoperable 12 12 0% Customer Service Complaint Reporting Priority Seating Unavailable 0 1 100% Customer Service Complaint Reporting Ramp Failure 0 0 0% Total Customer Service BREEZE ADA Complaints 7 11 57%

Page 33 of 46 The top 20 LIFT origins and destinations are shown in Table 21. The most traveled to origin or destination is the Americare on Rancheros Drive in San Marcos, which accounts for 17.8% of the top 20 origins and destinations. The facility is an adult day healthcare center where customers have access to recreational and social activities, meals, social services, therapy, and medical services. Dialysis centers made up 6 of the top 20 origin and destinations centers with a total of 5,743 trips (28%) starting or ending at a dialysis facility in FY19 Q1. The average trip length has increased from 7.14 Miles in Q1 FY18 to 8.05 Miles in Q1 FY19. The average travel time has decreased from 37.9 minutes in Q1 FY18 to 34.91 minutes in Q1 FY19.

Table 21: Top LIFT Origins and Destinations

Origin or Destination City # of Trips Starting or Ending AMERICARE RANCHEROS:340 RANCHEROS DR SAN MARCOS 3672 GLENNER SAXONY:335 SAXONY RD ENCINITAS 2329 REX INDUSTRY:1336 RANCHEROS DR SAN MARCOS 1993 PWI:4059 OCEANSIDE BLVD OCEANSIDE 1458 DIALYSIS-VISTA WAY:3300 VISTA WAY OCEANSIDE 1327 DIALYSIS-EL CAMINO REAL:2227 S EL CAMINO REAL OCEANSIDE 1088 GREAT PACES-WEST DR VISTA:1830 WEST DR VISTA 1075 DIALYSIS-FMC HACIENDA: 950 HACIENDA DR VISTA 988 DIALYSIS-MONTIEL:2135 MONTIEL RD SAN MARCOS 879 UCP:205 W MISSION AVE ESCONDIDO 841 DIALYSIS-DAVITA ESCONDIDO:203 E 2ND AVE ESCONDIDO 736 DIALYSIS-DAVITA ENC:332 SANTA FE DR ENCINITAS 725 LIFE OF LIBERTY:320 N HORNE ST OCEANSIDE 717 MEDICAL-VA HOSPITAL LA JOLLA:3350 LA JOLLA VILLAGE DR LA JOLLA 661 TRANSFER PT 10: ESCONDIDO - MTS ACCESS:384 BEETHOVEN DR ESCONDIDO 483 COLLEGE-PALOMAR COLLEGE SM:1140 W MISSION RD SAN MARCOS 414 GOODWILL-VISTA WAY:1056 E VISTA WAY VISTA 383 BRAILLE INSTITUTE:4555 EXECUTIVE DR SAN DIEGO 317 KAISER-SAN MARCOS:400 CRAVEN RD SAN MARCOS 270 STEPPING STONE ADULT DAYCARE:842 S MAIN AVE FALLBROOK 242

Page 34 of 46

As shown in Table 25, The majority of LIFT trips are scheduled to occur between 2:00PM-2:59PM followed by 7:00AM-8:59AM. LIFT is designed to be comparable and complementary to fixed-route service which is shown with nearly all LIFT trips (88.1%) scheduled for pickup between 7:00AM and 5:59PM, similar to when BREEZE is at full service.

Table 22: LIFT Scheduled Trips

Timeframe Trips Percent of Trips 3:00-3:59 22 0.1% 4:00-4:59 517 1.3% 5:00-5:59 870 2.1% 6:00-6:59 1144 2.8% 7:00-7:59 4965 12.2% 8:00-8:59 4945 12.2% 9:00-9:59 2980 7.4% 10:00-10:59 2446 6.0% 11:00-11:59 2235 5.5% 12:00-12:59 2615 6.5% 1:00-1:59 4074 10.0% 2:00-2:59 6229 15.4% 3:00-3:59 2372 5.9% 4:00-4:59 1810 4.5% 5:00-5:59 1061 2.6% 6:00-6:59 741 1.8% 7:00-7:59 697 1.7% 8:00-8:59 378 0.9% 9:00-9:59 269 0.7% 10:00-10:59 104 0.3% 11:00-11:59 68 0.2%

Page 35 of 46 FARE COLLECTION SYSTEM

NCTD tracks performance related to the Fare Collection System, including Ticket Vending Machines (TVMs) and Rail Side Validators (RSVs) at all NCTD platforms. Each device is able to send an error message via Simple Network Management Protocol (SNMP) that is received by an internal data collection server. Service tickets are automatically submitted, and reports are generated based on the length of the error event, and a percentage of uptime is calculated during operating hours.

Using this information, NCTD has developed a dashboard to show various statistics for the fare collection system. Since this is a newly developed monitoring system, we will only be providing 2019 Q1 statistics.

TVM Availability

This metric was designed to show TVM availability to NCTD customers, taking in to account any issues that would prevent customers from purchasing NCTD service. TVM availability for Q1 was 96.7%. Average daily minutes out of service was thirty-two minutes. The majority of TVM service issues were related to cash fare payment (bills or coins). Stations with the largest number of down minutes include the College Blvd and Escondido Transit Center stations along the SPRINTER line, as well as the Santa Fe Depot COASTER station.

Graph 19: TVM Availability Graph 20: TVM Average Time Down TVM Average Daily Minutes Out of TVM Percent In Month Service Service July 16.43 98.29%

August 36.91 96.16% September 42.78 95.54%

Graph 19: TVM Out of Service Reasons

Page 36 of 46 Graph 20: TVM Out of Service Minutes by Location

Page 37 of 46 APPENDIX A: BREEZE DESCRIPTIONS AND SERVICE STATISTICS

Service Span Route Route Description Weekday Saturday Sunday BREEZE Core Route Route 302 Oceanside Transit Center-Vista Transit Center via Vista Way 4:10a-12:14a 5:08a-11:18p 5:08a-11:18p Route 303 Oceanside Transit Center-Vista Transit Center via Mission 4:02a-12:06a 4:33a-12:01a 4:33a-12:01a Route 332 Vista Transit Center-Buena Creek Station 4:34a-9:49p 6:04a-7:18p Route 350 Escondido Transit Center-Del Lago Station 4:23a-10:57p 6:03a-10:27p 6:03a-10:27p Route 351 Escondido Circulator via Grand Ave. then Washington Ave. 5:01a-10:58p 7:05a-9:48p 7:05a-9:48p Route 352 Escondido Circulator via Washington Ave. then Grand Ave. 3:55a-9:45p 5:11a-9:33p 5:11a-9:33p BREEZE Corridor Routes Route 301 (101) Oceanside Transit Center-University Town Center 5:07a-10:52p 5:05a-10:52p 5:05a-10:52p Route 304 Encinitas Station-Palomar College via Rancho Santa Fe 4:54a-9:04p 7:19a-9:03p Route 305 Escondido Transit Center-Vista Transit Center via Mission Ave. 4:11a-11:48p 5:12a-11:32p 5:12a-11:32p Route 308 Escondido Transit Center-Solana Beach Station via Del Dios Hwy. 5:03a-9:26p 6:33a-8:20p 6:33a-8:20p Route 309 Encinitas Station-San Luis Rey Transit Center via El Camino 4:01a-10:58p 5:29a-10:55p 5:29a-10:55p Route 315 Carlsbad Village Station-Camp Pendleton 4:21a-9:23p 6:14a-10:17p 6:14a-10:17p BREEZE Local Routes Route 313 Oceanside Transit Center-San Luis Transit Center via Mesa 5:39a-7:52p Route 318 Oceanside Transit Center-Vista Transit Center via Oceanside Blvd. 4:31a-8:00p 5:31a-7:52p Route 354 Escondido Transit Center-Orange Glen High School 5:16a-8:23p 8:33a-6:24p 8:33a-6:24p Route 355 Escondido Circulator via Valley Pkwy. then El Norte Pkwy. 6:04a-8:53p 6:35a-7:20p 6:35a-7:20p Route 356 Escondido Circulator via Morning View, El Norte & Escondido Blvd. 5:03a-9:22p 8:03a-5:54p Route 357 Escondido Circulator via El Norte Pkwy. then Valley Pkwy. 6:34a-6:18p 7:35a-8:18p 7:35a-8:18p Route 358 Escondido Circulator via El Norte Pkwy. then N. Broadway 6:03a-8:44p Route 359 Escondido Circulator via N. Broadway then El Norte Pkwy. 5:03a-7:45p BREEZE Local Small Vehicle Routes Route 323 College SPRINTER Station-Quarry Creek/Plaza Camino Real 5:13a-6:12p Route 325 Carlsbad Village Station-College SPRINTER Station 5:53a-7:31p 8:56a-5:59p Route 334 Vista Circulator 4:45a-7:52p 5:25a-6:30p Route 347 Cal State San Marcos-Palomar College 5:20a-7:37p 7:20a-7:12p Route 353 Escondido Transit Center-Nordahl Marketplace via ETC 5:39a-8:19p 5:39a-8:19p 5:39a-8:19p BREEZE Rural Routes Route 306 Vista Transit Center-Fallbrook 5:10a-9:53p 5:13a-8:48p 5:13a-8:48p Route 388 Escondido Transit Center-Pala Casino via Valley Center Rd. 5:06a-10:23p 5:06a-10:23p 5:06a-10:23p BREEZE Commuter Routes Route 311 San Luis Rey Transit Center-Rancho Del Oro SPRINTER Station AM&PM Peak Route 444 Carlsbad COASTER Connection via Faraday and Rutherford AM&PM Peak Route 445 Carlsbad COASTER Connection-Palomar College via AM&PM Peak

Page 38 of 46 FY18 Quarter 1 vs FY19 Quarter 1 BREEZE Operating Statistics

Weekday FY18 Quarter 1 FY19 Quarter 1 Difference Weekday Revenue Miles 17,646 15,715 -10.94% Weekday Total Miles 19,964 18,248 - 8.60% Weekday Revenue Hours 1,572 1,344 -14.51% Weekday Total Hours 1,678 1,464 -12.77%

Saturday FY18 Quarter 1 FY19 Quarter 1 Difference Saturday Revenue Miles 11,691 10,464 -10.50% Saturday Total Miles 12,807 11,801 -7.85% Saturday Revenue Hours 908 822 -9.52% Saturday Total Hours 958 887 -7.37%

Sunday FY18 Quarter 1 FY19 Quarter 1 Difference Sunday Revenue Miles 9,680 10,049 3.81% Sunday Total Miles 10,496 11,215 6.85% Sunday Revenue Hours 739 801 8.39% Sunday Total Hours 776 843 8.59%

Page 39 of 46 APPENDIX B: BREEZE COMPOSITE RANKINGS BY DAY TYPE

NCTD’s routes are classified into several categories as follows:

➢ Core Routes – Core Routes provide high frequency service to high density areas. ➢ Corridor Routes – Corridor Routes serve moderate and higher density travel corridors using primarily arterial streets to provide direct connections between communities that are not linked by the SPRINTER ➢ Local Routes – Local Routes provide circulation within communities and should accommodate short-distance feeder trips to and from the SPRINTER and COASTER stations ➢ Local and Small Vehicle Routes – Local and Small Vehicle Routes provide circulation within communities and should accommodate short-distance feeder trips to and from the SPRINTER and COASTER stations. The main difference from Local Routes is that Local and Small Vehicle Routes penetrate deeper into neighborhoods throughout the service area. ➢ Rural Routes – Rural Routes provide access to areas outside of the urbanized area. These routes are funded in part by FTA 5311 funds. ➢ Commuter Routes – Commuter Routes provide targeted service primarily between rail stations and major employment locations and other institutions. These routes focus on niche ridership markets and general do not require all-day service or constant service frequency.

The characteristics (population density, employment density, street patterns, pedestrian access, and arterial speed limits) of the area in the immediate vicinity of a route help determine what type of category a route will be. The type of route helps determine the frequency, span of service, days of operation, and what type of vehicle will be on the route (small vehicle bus, 35 foot, or 40 foot bus).

The following tables show the performance ranking of the routes. BREEZE routes are ranked by a composite score that incorporates key performance indicators such as boardings per mile, boardings per hour, net cost per passenger, and farebox recovery.

Page 40 of 46 Weekday BREEZE Performance

Fully Average Net Cost Operating Boardings Boardings Farebox Composite Route Service Tier Burdened Daily per Cost per Mile per Hour Recovery Score Cost Boardings Passenger 356 Local $52,697 $91,541 363 2.39 22.38 $2.95 26.11% 7.43 351/352 Core $224,347 $392,254 1,261 2.05 17.97 $3.89 21.15% 6.03 305 Corridor $278,207 $468,213 1,603 1.62 20.18 $3.59 22.51% 5.91 350 Core $237,328 $401,818 1,293 1.59 18.80 $3.89 21.16% 5.59 303 Core $607,658 $1,025,451 3,097 1.46 17.73 $4.21 19.87% 5.19 354 Local $114,809 $196,446 534 1.45 15.66 $4.79 17.89% 4.78 308 Corridor $131,726 $208,921 615 0.98 19.05 $4.35 19.35% 4.69 355/357 Local $86,226 $148,498 388 1.47 14.90 $5.03 17.18% 4.65 302 Core $382,191 $640,849 1,691 1.22 15.64 $4.97 17.35% 4.45 306 Rural $160,848 $255,168 688 0.90 17.45 $4.84 17.73% 4.28 301 Corridor $519,427 $850,115 2,229 1.04 16.12 $5.01 17.24% 4.27 Local-Small 334 $51,713 $87,862 213 1.23 14.10 $5.50 15.95% 4.17 Vehicle 318 Local $154,127 $258,813 631 1.14 14.42 $5.47 16.04% 4.11 388 Rural $133,199 $210,128 524 0.81 16.30 $5.32 16.41% 3.93 408 Fair Tripper $7,766 $13,010 960 1.07 13.90 $5.74 15.40% 3.92 309 Corridor $429,372 $704,850 1,601 0.92 13.90 $5.94 14.94% 3.69 304 Corridor $194,364 $312,757 695 0.80 14.04 $6.10 14.61% 3.53 311 Commuter $53,560 $87,468 186 0.83 13.10 $6.43 13.97% 3.42 332 Core $305,204 $499,766 1,036 0.82 12.74 $6.61 13.64% 3.34 315 Corridor $210,383 $349,698 688 0.86 11.81 $7.02 12.94% 3.23 313 Local $87,899 $149,412 237 0.81 9.21 $8.97 10.42% 2.69 Local-Small 353 $48,629 $83,676 120 0.80 8.19 $10.03 9.43% 2.49 Vehicle 358/359 Local $50,963 $87,187 123 0.75 8.11 $10.22 9.27% 2.42 Local-Small 325 $103,500 $179,631 239 0.80 7.52 $10.87 8.76% 2.37 Vehicle Local-Small 347 $105,913 $181,665 239 0.72 7.55 $11.02 8.66% 2.27 Vehicle 444 Commuter $14,530 $22,162 26 0.32 8.09 $12.58 7.66% 1.76 445 Commuter $27,964 $43,229 43 0.30 6.80 $14.77 6.60% 1.52 323 Commuter $60,178 $100,389 75 0.34 4.49 $20.07 4.94% 1.22

Page 41 of 46 Saturday BREEZE Performance

Average Net Cost Operating Burdened Boardings Boardings Farebox Composite Route Service Tier Daily per Cost Cost per Mile per Hour Recovery Score Boardings Passenger 350 Core $21,703 $37,153 721 2.15 23.04 $2.92 26.35% 9.02 356 Local $6,586 $11,432 188 2.04 19.20 $3.62 22.37% 7.81 305 Corridor $48,328 $80,471 1,418 1.60 21.77 $3.32 23.91% 7.71 303 Core $78,562 $132,548 2,083 1.56 19.05 $3.85 21.33% 6.96 351/352 Core $26,687 $46,612 546 1.53 13.53 $5.52 15.90% 5.53 301 Corridor $96,774 $157,152 1,831 0.91 14.97 $5.56 15.81% 4.79 302 Core $50,315 $84,079 923 1.02 13.49 $5.96 14.90% 4.67 354 Local $7,188 $12,125 124 1.02 12.42 $6.47 13.90% 4.42 306 Rural $23,919 $38,243 366 0.69 12.61 $7.00 12.98% 3.84 355/357 Local $8,815 $15,059 128 0.93 10.14 $7.98 11.56% 3.75 Local-Small 325 $6,239 $10,542 90 0.86 10.30 $7.99 11.56% 3.66 Vehicle 332 Core $10,304 $16,894 148 0.72 11.07 $7.75 11.88% 3.59 388 Rural $27,313 $42,994 377 0.58 11.88 $7.72 11.92% 3.48 304 Corridor $21,106 $34,549 285 0.68 10.47 $8.27 11.20% 3.38 309 Corridor $78,592 $128,621 997 0.63 9.84 $8.88 10.52% 3.16 308 Corridor $21,857 $34,650 265 0.52 10.21 $9.03 10.36% 3.02 Local-Small 334 $9,382 $15,775 98 0.61 7.60 $11.28 8.47% 2.63 Vehicle 315 Corridor $35,539 $58,566 299 0.44 6.42 $14.00 6.94% 2.08 Local-Small 353 $10,033 $17,256 81 0.54 5.52 $15.39 6.35% 2.06 Vehicle 318 Local $21,976 $36,127 171 0.40 5.98 $15.17 6.44% 1.92 Local-Small 347 $9,090 $15,202 35 0.21 2.81 $32.52 3.11% 0.94 Vehicle

Page 42 of 46 Sunday BREEZE Performance

Average Net Cost Operating Burdened Boardings Boardings Farebox Composite Route Service Tier Daily per Cost Cost per Mile per Hour Recovery Score Boardings Passenger 350 Core $25,298 $43,018 638 1.92 21.88 $3.17 24.78% 7.31 303 Core $97,058 $165,082 2,150 1.69 19.21 $3.75 21.76% 6.35 351/352 Core $34,102 $59,902 646 1.82 15.20 $4.75 18.00% 5.63 356 Local $8,118 $14,102 143 1.56 14.56 $5.10 16.98% 5.12 408 Fair Tripper $7,766 $13,010 129 1.16 14.95 $5.26 16.56% 4.62 305 Corridor $60,272 $100,673 992 1.13 14.92 $5.30 16.46% 4.57 306 Rural $30,148 $48,172 422 0.77 14.21 $6.10 14.62% 3.84 388 Rural $34,113 $53,959 459 0.71 14.05 $6.30 14.21% 3.70 355/357 Local $11,528 $19,912 143 1.05 10.36 $7.66 12.00% 3.51 302 Core $62,949 $105,537 799 0.89 11.40 $7.21 12.65% 3.49 309 Corridor $60,633 $100,325 765 0.82 11.70 $7.16 12.73% 3.45 301 Corridor $118,851 $193,274 1,354 0.68 11.05 $7.88 11.70% 3.09 308 Corridor $26,811 $42,486 261 0.52 10.13 $9.11 10.28% 2.65 354 Local $9,056 $15,374 64 0.54 6.20 $13.87 7.00% 1.94 315 Corridor $43,661 $73,167 289 0.46 5.96 $14.76 6.61% 1.79 Local-Small 353 $12,358 $21,259 73 0.48 4.95 $17.28 5.70% 1.62 Vehicle

Page 43 of 46 APPENDIX C: OCTOBER SERVICE CHANGES & RIDERSHIP TRENDS

NCTD has seen a positive increase in many of the routes that were modified during the October service change. Below are descriptions of the major changes in October 2017: • Route 101 previously served UTC transit center during peak periods on weekdays only, with off-peak and weekend trips terminating over a one-mile walking distance west of UTC – a major transit hub near shopping, retail, and employment. Since the alignment was made consistent with every trip serving UTC, daily weekday ridership in FY19 Q1 increased by 385 boardings per day. Saturday ridership increased by 642 boardings per day while average Sunday ridership increased by 181 boardings per day over the same period. • Route 302 had a different routing on Sunday. Due to Route 315 now serving Vista Way 7 days a week, Route 302 was rerouted to have consistent routing near Plaza Camino Real every day of the week. • Route 309 had numerous deviations that created confusion for customers on where the bus would be at certain times of the day. It is expected that with an emphasis on rail connectivity at Encinitas and El Camino Real Stations and improved on-time performance, ridership will continue to grow. • Route 318 formerly operated sporadically with a frequency between every hour and every hour and twenty minutes. Frequency between Vista and Oceanside was standardized to every hour and a deviation was added to serve areas near Rancho Del Oro that were formerly served by Route 316. As customers become more accustomed to the improved frequency, ridership is expected to increase. • Route 323 midday service to Plaza Camino Real was discontinued. As residents move into the development near Quarry Creek ridership is expected to increase. • Route 315/325 were combined – the current route 325 operates a single variation of the former route and ends at College Boulevard Station – to provide a “one-seat ride” between Camp Pendleton and Carlsbad, serving Mira Costa College and Plaza Camino Real. The northernmost section of the former Route 315 was also eliminated and replaced with a FLEX route. Ridership is expected to increase as customers become more accustomed to Route 315 serving Carlsbad and with the service available from the start of MiraCosta’s upcoming school year (the change went into effect in October 2017, two months after the college started). • Route 353 frequency was reduced from 30-minutes to 60 minutes. The route segment east of Escondido Transit Center (continued to be served by Routes 351, 352, 355, 357, and 388). • Route 388 additional trips were added to compensate for the discontinuation of Route 389, as well as an emphasis on connectivity with the SPRINTER at Escondido Transit Center. • Route 444 was extended to serve areas formerly served by Route 446.

The table below shows the routes with modifications and the ridership difference between FY18 Quarter 1 and FY19 Quarter 1 for weekday, Saturday, and Sunday.

Page 44 of 46 Modified Route Ridership Comparisons

Average Weekday Average Saturday Average Sunday Route Ridership Ridership Ridership FY18 FY19 FY18 FY19 FY18 FY19 301 (101) 1,818 2,203 1,189 1,831 1,166 1,347 302 1,771 1,664 982 923 787 796 309 1,621 1,573 1,050 997 736 778 315/325 771 907 380 389 109 292 318 430 613 348 171 - - 323 126 73 - - - - 353 310 118 93 81 67 75 388 604 528 578 433 560 377 444 14 25 - - - -

Page 45 of 46 APPENDIX D: COASTER & SPRINTER QUARTERLY PERFORMANCE

COASTER and SPRINTER Quarterly Performance (FY19 Q1)

Weekday Saturday Sunday COASTER SPRINTER COASTER SPRINTER COASTER SPRINTER Passengers per mile 5.8 5.1 5.7 3.4 5.7 3.4 Passengers per hour 231.1 110 227.6 74.4 228.3 75.6 Net cost per passenger $6.57 $6.42 $6.80 $10.29 $6.79 $10.14 Farebox recovery 36.4% 15.7% 35.6% 10.4% 35.7% 10.6%

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