Comprehensive Strategic, Operating, and Capital Plan

FY 2017 – FY 2026

Final Report June 2016

Table of Contents

SECTION 1 Plan Purpose, NCTD Background and Context ...... 7 1.1 PURPOSE ...... 7 1.2 PLAN ORGANIZATION & STRATEGIC FRAMEWORK ...... 7 1.3 FISCAL YEARS COVERED BY PLAN ...... 8 1.4 DATE APPROVED BY BOARD...... 8 1.5 BENEFITS OF NCTD TRANSIT SERVICES ...... 8 1.6 HISTORY OF THE AGENCY ...... 9 1.7 BOARD GOVERNANCE ...... 11 1.8 NCTD ORGANIZATION ...... 12 1.9 TRANSIT SERVICES AND CONTRACTED PROVIDERS ...... 12 1.10 ROLLING STOCK AND FACILITIES MAINTENANCE ...... 14 1.11 STAKEHOLDERS ...... 16 1.12 COORDINATION WITH METROPOLITAN PLANNING ORGANIZATION ...... 18 1.13 COORDINATION WITH OTHER REGIONAL TRANSPORTATION OPERATORS ...... 20 SECTION 2 Strategic Approach: Mission, Vision, and Goals ...... 21 2.1 GOALS AND MEASURES ...... 24 GOAL 1: PLACE SERVICE TO OUR CUSTOMERS FIRST ...... 24 GOAL 2: ENSURE THE SAFETY AND SECURITY OF OUR EMPLOYEES AND CUSTOMERS .... 26 GOAL 3: DELIVER HIGH QUALITY TRANSIT SERVICES ...... 28 GOAL 4: DEMONSTRATE GOOD STEWARDSHIP OF FEDERAL, STATE, AND LOCAL FUNDS . 30 GOAL 5: MANAGE TRANSIT ASSETS IN A MANNER THAT SUSTAINS AND PROMOTES CURRENT AND FUTURE TRANSPORTATION SERVICES ...... 32 GOAL 6: SECURE ADEQUATE REVENUE, PROTECTING OUR ASSETS, AND GETTING THE MAXIMUM RETURN ON THE PUBLIC INVESTMENT ...... 33 GOAL 7: WORK IN PARTNERSHIP WITH OUR COMMUNITIES AND OTHER STAKEHOLDERS 35 GOAL 8: ENCOURAGE INNOVATION, CREATIVITY, AND LEADERSHIP ...... 35 SECTION 3 Capital and Operating Investment Priorities ...... 38 3.1 SERVICE PLANNING AND OPERATIONS PLAN DEVELOPMENT ...... 38 3.2 CAPITAL INVESTMENT CRITERIA ...... 38 3.3 ECONOMIC BASED CONTINGENCY PLANS – SYSTEM SUSTAINABILITY ...... 39 SECTION 4 Existing System and Performance Trends ...... 42 4.1 SYSTEM DESCRIPTION: SERVICE AREA ...... 42 4.2 SYSTEM DESCRIPTION: SERVICE MODES ...... 43 4.3 SERVICE SPAN AND FREQUENCY ...... 45 4.4 PERFORMANCE TRENDS...... 47

4.5 FY2016 SERVICE PLANNING ACTIVITIES...... 49 4.6 KEY BUSINESS INITIATIVES ...... 50 SECTION 5 Systemwide Operations Plan ...... 56 5.1 SERVICE PLAN SUMMARY (FY 2017 – FY 2021) ...... 56 5.2 RAIL IMPROVEMENT PROGRAM ...... 57 5.2.1 Camp Pendleton Transit Center ...... 57 5.2.2 CONVENTION CENTER PLATFORM ...... 57 5.2.3 SPRINTER Frequency Improvements ...... 57 5.3 PROVIDING PARATRANSIT ALTERNATIVES ...... 58 5.4 SERVICE CHANGE EFFECTS ON PERSONS WITH DISABILITIES AND OLDER ADULTS 58 5.5 FY 2017 SYSTEMWIDE OPERATIONS PLAN – SERVICE IMPLEMENTATION PLAN ...... 58 5.5.1 Proposed FY2017 Changes ...... 58 5.5.2 Systemwide FY 2017 Impacts...... 59 5.6 FY 2018 SYSTEMWIDE OPERATIONS PLAN ...... 59 5.6.1 Proposed FY 2018 Changes ...... 59 5.6.2 Systemwide FY 2018 Impacts...... 60 5.7 FY 2019 SYSTEMWIDE OPERATIONS PLAN ...... 60 5.7.1 Proposed FY 2019 Changes ...... 60 5.7.2 Systemwide FY 2019 Impacts...... 60 5.8 FY 2020 SYSTEMWIDE OPERATIONS PLAN ...... 60 5.8.1 Proposed FY 2020 Changes ...... 60 5.8.2 Systemwide FY 2020 Impacts...... 60 5.9 FY 2021 SYSTEMWIDE OPERATIONS PLAN ...... 61 5.9.1 Proposed FY 2021 Changes ...... 61 5.9.2 Systemwide FY 2021 Impacts...... 61 5.10 FY 2022 – FY 2026 SERVICE DEVELOPMENT THEMES ...... 61 5.10.1 Rail Frequency Improvements ...... 61 5.10.2 Infill Property Development ...... 61 5.10.3 SPRINTER Double Tracking and Express Service ...... 62 SECTION 6 Operating Budget ...... 63 6.1 BUDGET POLICIES AND CONTROLS ...... 63 6.2 REVENUES ...... 69 SECTION 7 Capital Budget ...... 71 7.1 10-YEAR CAPITAL IMPROVEMENT PROGRAM ...... 71 7.1.1 Constrained Capital Budget ...... 71 7.1.2 Unconstrained Baseline Budget ...... 73

7.1.3 FY 2017 CIP ...... 73 7.2 SANDAG LOSSAN CORRIDOR CAPITAL PROJECTS ...... 76

List of Tables

Table 1.1: Summary of Key Dates and Milestones in NCTD’s History ...... 11 Table 1.2: Summary Detail of NCTD’s Service Contracts ...... 12 Table 2.1: Summary Table of NCTD Strategic Plan Goals ...... 23 Table 4.1 - Service Span and Frequency...... 46 Table 4.2 – Ridership by Mode – FY2012 – FY2016 ...... 47 Table 4.3 – On-Time Performance by Mode – FY2012 – FY2016 ...... 48 Table 4.4 – Farebox Recovery by Mode – FY2012 – FY2016 ...... 48 Table 5.1: Planned System-wide Service Hours and Miles FY 2017 - FY 2021 ...... 56 Table 5.2: FY 2017 Level of Planned Service Hours and Miles ...... 59 Table 5.3: FY 2018 Level of Planned Service Hours and Miles ...... 59 Table 5.4: FY 2019 Level of Planned Service Hours and Miles ...... 60 Table 5.5: FY 2020 Level of Planned Service Hours and Miles ...... 60 Table 5.6: FY 2021 Level of Planned Service Hours and Miles ...... 61 Table 6.1: Low-, Mid- and High-Range Budget Forecast Changes FY 2017 – FY 2026 ...... 64 Table 6.2: Proposed Cost Containment Initiatives FY 2017 – FY 2026 ...... 64 Table 6.3: Low-Range Grant Revenue 10-Year Operating Forecast ...... 66 Table 6.4: Mid-Range Grant Revenue 10-Year Operating Forecast ...... 67 Table 6.5: High-Range Grant Revenue 10-Year Operating Forecast ...... 68 Table 7.1: Constrained Baseline FY 2017 – FY 2026 ...... 72 Table 7.2: Unconstrained Baseline FY 2017 – FY 2026 ...... 74 Table 7.3: FY 2017 CIP Constrained Baseline...... 75

List of Figures

Figure 1.1: NCTD Geographic Area ...... 10 Figure 4.1: NCTD Service Network ...... 42 Figure 4.2 – Sorrento Valley COASTER Connection Routes ...... 45

List of Appendices

A. Service Design Guidelines B. FY2015 Performance Details C. Customer Demographics D. Regulations, Oversight & Compliance E. SANDAG Transit Agency Policy (Board Policy No. 18) F. NCTD Service Request Policy (Board Policy No. 22) G. SANDAG LOSSAN Projects

SECTION 1 Plan Purpose, NCTD Background and Context

1.1 PURPOSE

The Comprehensive Strategic, Operating, and Capital Plan (hereinafter referred to as the Plan) is the North County Transit District’s (hereinafter referred to as NCTD or the District) short-range transit plan and strategic business plan. It includes a detailed five-year operations plan with corresponding 10-year operating and capital budgets, providing the District’s roadmap for the next 10 years. The Plan establishes the framework that supports NCTD’s mission: to deliver safe, convenient, reliable and user- friendly public transportation services, and vision: to build an integrated transit system that enables customers to travel easily and efficiently throughout the growing region.

1.2 PLAN ORGANIZATION & STRATEGIC FRAMEWORK

VISION

MISSION

GOALS

BUDGET

PERFORMANCE MANAGEMENT

NCTD’s vision, mission, goals, budget and performance management approach comprise the strategic framework that guides the District in providing sustainable, quality public transportation in North County and the San Diego region. The Plan is organized to follow NCTD’s strategic framework, describing each of the strategic elements in detail with a focus on the District’s specific goals, recent performance trends and associated budgets for the next ten fiscal years (FY 2017 – FY 2026).

The Plan begins with an overview of the District (Section 1 - Plan Purpose, NCTD Background and Context), highlighting the contract management requirements unique to NCTD’s provision of operations and maintenance functions through contracted service providers. It also discusses NCTD’s stakeholders: the customers NCTD serves, the contractors who help the District provide continuous quality service, and a range of other stakeholders who influence how the District evolves within the strategic framework.

The other sections of the Plan are organized as follows:

Section 2 - Strategic Framework: This section provides a detailed outline of the vision, mission, goals and performance management approach that forms NCTD’s Strategic Framework (the budget element of the framework is discussed in Sections 5 and 6). NCTD’s goals all fall under the umbrella of the eight constant and overarching Goals adopted by the Board of Directors. These broad Goals are achieved through many specific service and project goals established by each division and approved through the budget process, along with associated activities authorized by the Executive Director or appropriate decision-makers.

Section 3 - Capital and Operating Investment Priorities: Section 3 outlines how NCTD develops, evaluates and prioritizes capital and operating investments. It also identifies the process through which service standards are applied in response to service requests, enabling the District to provide service in a way that respects the strategic framework.

Section 4 - Existing System and Performance Trends: This section outlines a description of the services provided by NCTD and the performance by mode over the last five years, with projections for FY 2016. Trends for key measures, such as ridership, on-time performance, and farebox recovery are provided along with the FY 2016 service planning activities and business initiatives that drive the development of NCTD’s five-year service plan.

Section 5: System-wide Operations Plan: The section outlines the service plan, or goals for service, for the next five fiscal years (through FY 2021). The anticipated service improvements and resulting ridership and revenue projections are based in part on recent performance trends in these arenas, which are described in this section. The ridership and revenue projections are broken out by mode and year for FY 2017 through FY 2021, with FY 2017 acting as NCTD’s Service Implementation Plan (SIP). Mid-term service improvements for FY 2022 through FY 2026 focus on rail improvements and corresponding bus operations enhancements that are contingent on major capital improvements.

Sections 6 & 7 - 10-Year Operating and Capital Budgets: The Operating and Capital Budgets allocate funding to operations, capital projects and initiatives that support the goals identified in the previous sections of the Plan. The service levels and corresponding ridership and revenue projections identified in Section 4 provide the foundation for the Operating and Capital Budgets. Three budget scenarios are presented based on SANDAG’s forecasted grant revenue projections: low-range, mid-range, and high- range projections. Using the cost containment process outlined in Section 3, NCTD is able to maintain a balanced operating budget regardless of grant revenue outcomes.

This Plan is prepared in accordance with NCTD’s annual operating budget and five-year capital improvement program (CIP), and is updated accordingly each year.

Additional detailed information on NCTD’s services can be found in the appendix, including information on the existing transit system, NCTD’s service design guidelines, customer demographics, and oversight and compliance activities.

1.3 FISCAL YEARS COVERED BY PLAN

The Comprehensive Strategic, Operating, and Capital Plan covers FY 2017 – FY 2026.

1.4 DATE APPROVED BY BOARD

NCTD Board of Directors approved this plan on June 16, 2016.

1.5 BENEFITS OF NCTD TRANSIT SERVICES

North County Transit District provides public transportation service to North County San Diego. This service provides connections to jobs, schools, medical centers, and other points of interests and enables mobility for those who have limited travel options, including seniors and persons with disabilities. Serving as the coastal gateway to the San Diego region, NCTD’s multi-modal system consists of COASTER commuter rail, SPRINTER hybrid rail, BREEZE fixed-route bus, FLEX demand response, and LIFT complementary paratransit services. In 2015, NCTD carried more than 12.6 million passengers throughout North San Diego County.

Public transportation is and will continue to be a vitally important component of the transportation system of the San Diego region. NCTD’s services provide a number of public benefits:

Social: NCTD’s services provide alternative transportation for the general public, and most importantly those who do not have other means of transportation. Eighty percent of NCTD’s BREEZE fixed route passengers are transit dependent and rely on NCTD’ s services to travel to school, work, and medical appointments. NCTD offers a Senior/Disabled/Medicare Reduced Fare pass for qualified individuals to ensure transportation is affordable for those who need it most. Youth passes are also available to the hundreds of students who use BREEZE and SPRINTER to attend K-12 school.

Environmental: NCTD’s ridership includes individuals who are “choice” riders, meaning they may have a car available but for a variety of reasons choose to take transit instead. Seventy-seven percent of COASTER passengers describe themselves as choice riders. When individuals choose to take transit rather than drive, there is a benefit to the environment through reduced greenhouse gas emissions. With the passage of AB 32, California set the mandate to reduce greenhouse gas emissions to 1990 levels by 2020. Providing alternative transportation that is safe, efficient, and reliable will encourage individuals to choose not to drive and facilitate the reduction of greenhouse gas emissions in the San Diego region.

Economic: NCTD provides alternative transportation to move people throughout the region. According to SANDAG’s regional forecasts the San Diego region is expected to add nearly one (1) million people, one-half million jobs, and approximately 300,000 new households by 2050. Concentrating this growth in the urban and suburban areas is a key strategy to accommodating this growth. As one of the region’s transit operators, NCTD’s charge is to ensure the region’s transportation system can accommodate this growth. NCTD’s network of commuter rail, hybrid rail and fixed route bus service allows passengers seamless travel between modes and is designed to serve high densities of housing, employment and retail destinations. Providing an efficient transit system is key to ensuring those who rely on NCTD’s services can get where they need to go, and entice those who have access to a car to leave it at home and choose transit instead.

As a public agency funded with taxpayer dollars, NCTD will continue to provide the highest level of service in the most efficient means possible. Section 3 in this Plan outlines how the District ensures funds are budgeted to key activities regardless of funding forecast level. The Service Design Guidelines (Appendix A) details how NCTD plans, designs, schedules and monitors service to ensure productivity goals are met.

1.6 HISTORY OF THE AGENCY

The North San Diego County Transit Development Board was created by California Senate Bill No. 802 on September 20, 1975, and was renamed the North County Transit District in 2005. NCTD was created to plan, construct, and operate, directly, or through a contractor, public transit systems in its area of jurisdiction. NCTD provides bus, van, and train service for people in the northern half of San Diego County – from the rural areas of Fallbrook and Ramona and the Camp Pendleton Marine Corps Base, to the cities of Oceanside, Vista, Carlsbad, Encinitas, San Marcos, Del Mar, Solana Beach, and Escondido, plus the unincorporated areas of North San Diego County, as seen in Figure 1.1 below. The total population of NCTD’s 1,020 square mile geographic area is 849,420.

Figure 1.1: NCTD Geographic Area

1.6.1 Major Milestones

NCTD has accomplished a range of significant milestones since the establishment of the agency. The table below highlights the major milestones accomplished from the creation of the agency to date.

Table 1.1: Summary of Key Dates and Milestones in NCTD’s History Date Milestone September 20, 1975 California Senate Bill 802 creates the North San Diego County Transit Development Board (NSDCTDB) July 1, 1976 Board of Directors acquires municipal transit systems operated by cities of Escondido and Oceanside 1978 New local service between Vista and Oceanside 1980 City of Del Mar added to NSDCTDB’s jurisdiction 1981 NSDCTDB inaugurates service with advanced design (lift-equipped) buses 1982 Planning for Coast Express Rail (COASTER) begins 1983 Oceanside Transit Center opens 1986 FAST service begin 1987 Voters approve TransNet Ordinance, which provides funding for future transit projects and improvements to existing system through ½ ¢ sales tax; Encinitas and Solana Beach gain seats on Board 1991 Escondido Transit Center opens 1992 NSDCTDB signs Shared Use Agreement with ATSF October 30, 1992 NSDCTDB is lead agency in the purchase of two lines (total 81 miles) of track from ATSF for $90 million Jan. 1, 1993 LIFT begins and NCTD signs Shared Use Agreement with Metrolink 1994 NSDCTDB signs Shared Use Agreement with Amtrak June 2, 1994 NSDCTDB creates non-profit San Diego Northern Railway (SDNR) to maintain, enhance, and operate SDNR facilities and COASTER February 27, 1995 COASTER begins service 2000 Solana Beach grade separation complete 2002 Fast Forward service changes begin September 2002 Senate Bill 1703 passed. Consolidates planning, programming, and construction functions under the SANDAG October 17, 2002 NSDCTDB voted to dissolve SDNR and directly manage rail services and facilities 2003 FTA grants SPRINTER Full Funding Agreement 2004 SPRINTER construction begins November 2004 Voters extend Transnet for 40 years. Transnet will generate $6 billion total for transit August 30, 2005 Name changed to North County Transit District March 9, 2008 SPRINTER light rail service begins October 16, 2008 Pres. Bush signs Rail Safety Improvement Act of 2008. Law stipulates the implementation of Positive Train Control (PTC) July 1, 2010 Contracted BREEZE operations began 2011 PTC contract awarded August 2011 First Phase of Mobility Plan and FLEX service began October 2013 NCTD and Amtrak begin Rail 2 Rail Service February 2014 San Luis Rey Transit Center opens February 2014 Final Phase of Mobility Plan implemented

1.7 BOARD GOVERNANCE

NCTD is governed by a nine-member board composed of one City Council member from each incorporated city in the NCTD service area plus the Fifth District County supervisor who represents the

unincorporated areas of North San Diego County. The NCTD Board of Directors includes three committees that hold different responsibilities for NCTD.

Executive Committee:  Provides oversight to the other committees  Ensures that the Board of Directors protects the public interest  Provides oversight and guidance to the District in achieving its goals

Performance Committee:  Ensures that the District follows sound financial practices  Ensures compliance with all financial reporting requirements  Reviews critical performance indicators to ensure the goals and objectives of the District are achieved

Marketing, Service Planning and Business Development Committee:  Ensures that the District is formulating and executing strategies that support increasing ridership and revenues within the resources allocated through the budget process

 Develops the annual Service Implementation Plan required for submittal to SANDAG

1.8 NCTD ORGANIZATION

In FY 2010, NCTD transitioned BREEZE operations and maintenance from being directly operated to being provided by a private contractor. In doing so, NCTD was able to remain solvent during the economic recession; and as a result, re-focus NCTD’s business model on contract management, safety, customer service and business development. NCTD has ten divisions in addition to the Office of the Executive Director, and they include: Procurement and Contracts Administration, Development Services, Information Technology, Operations - Bus, Operations - Rail, Transit Enforcement, Finance, Safety, Planning, and Administrative Services. Information on each Division’s responsibilities can be found in NCTD’s FY 2016 Operating Budget.

1.9 TRANSIT SERVICES AND CONTRACTED PROVIDERS

NCTD provides bus, van, and train service for people in the northern half of San Diego County which includes the rural areas of Fallbrook and Ramona and the Camp Pendleton Marine Corps Base; the cities of Carlsbad, Del Mar, Encinitas, Escondido, Oceanside, San Marcos, Solana Beach, and Vista; and the unincorporated parts of the county. Table 1.2 on the following pages list the descriptions of the transit services provided and the contractors who operate the services. In January, 2016, NCTD signed a contract with Bombardier Transportation (Holdings) USA, Inc. to perform rail operations, maintenance, and dispatch. The following section provides detail on rail services and contract with Bombardier.

Table 1.2: Summary Detail of NCTD’s Service Contracts BREEZE Description Since 1976, BREEZE has been NCTD’s bus system operating in North San Diego County. The BREEZE currently operates 36 fixed routes, 7 days a week. The fleet

consists of 163 vehicles, including cost-efficient, environmentally friendly compressed natural gas (CNG) models, and three contingency or reserve fleet buses. All of the buses are equipped with bicycle racks, giving passengers the ability to bike and ride to their destinations. All buses are accessible with low floors and ramps to assist the elderly and passengers with disabilities to board and ride with ease. Contractor First Transit Contract Term Limits July 1, 2010 to June 30, 2017 (with a three-year option to renew in one, two, or three-year increments) Contract Value $178,776,039 estimated over seven years (based on service levels) Scope of Contract BREEZE service, bus dispatching, managing bus operators, vehicle maintenance, and facility maintenance. LIFT Description LIFT is NCTD’s ADA complementary paratransit service for passengers with disabilities who are unable to access fixed route service. First Transit provides LIFT service throughout NCTD’s service area and connects with neighboring bus or train transit services. Throughout NCTD’s service area, paratransit service operates using a variety of accessible vehicles. Passengers who receive an ADA certification may call and schedule a ride with curb to curb service. Contractor First Transit Contract Term Limits March 30, 2014 to June 30, 2017 Contract Value $13,100,000 estimated over 28 months (based on ridership at time of award) Scope of Contract Managing and operating the ADA paratransit service; taking customer reservations and complaints; scheduling, dispatching, and maintaining telephone recordings and records; maintaining an up to date ADA paratransit buffer map and inventory of Medi-Cal sites and Medi-Cal passenger trips for the purpose of reimbursement billing; maintaining all necessary records and data needed to assess its performance against contractual requirements and those required for Federal reporting. FLEX Description FLEX is an on-demand service in parts of southwest Carlsbad, Encinitas, Solana Beach and Ramona. FLEX vehicles take passengers anywhere within the FLEX zone or to the nearest transfer point on the BREEZE, COASTER, or SPRINTER. A 30-minute advance reservation is required by calling toll-free 855-844-1454. Contractor First Transit Contract Term Limits (see First Transit contract term limits description above) Contract Value (see First Transit contract value above) Scope of Contract (see First Transit scope of contract description above) SPRINTER Description The SPRINTER hybrid rail line is NCTD’s newest transit mode with operations beginning in March 2008. The European-style hybrid rail vehicles run on 22 miles of track that provides an east-west mobility link to 15 stations between Escondido, San Marcos, Vista, and Oceanside. Passenger service runs seven days a week. Contractor Bombardier Transportation (Holdings) USA, Inc. (Bombardier) Contract Term Limits January 1, 2016, to June 30, 2023 (Base Contract) Contract Value $197,929,782 Scope of Contract SPRINTER hybrid Rail operations, vehicle maintenance, on-going management of a cost-effective and customer focused rail organization and service, and train crews and vehicle maintenance technicians to maintain the operations of the rail network in accordance with all state and federal regulations. COASTER Description The COASTER provides commuter rail service seven days a week between Oceanside and San Diego, with a total trip time of approximately one hour on the

41-mile track. Currently, COASTER service is provided using seven locomotives and 28 bi-level passenger coaches. Contractor Bombardier Transportation (Holdings) USA, Inc. (Bombardier) Contract Term Limits (see Bombardier contract term limits description above) Contract Value (see Bombardier contract value above) Scope of Contract COASTER commuter rail operations, vehicle maintenance, on-going management of a cost-effective and customer focused rail organization and service, and train crews and vehicle maintenance technicians to maintain the operations of the rail network in accordance with all state and federal regulations. Right of Way, Signal Communications Maintenance Description NCTD and MTS jointly own the San Diego Subdivision and NCTD owns the Escondido Subdivision. As the owner of the right of way (including track, structures, signal and communications equipment), NCTD contracts maintenance of these items to Bombardier. Contractor Bombardier Transportation (Holdings) USA, Inc. (Bombardier) Contract Term Limits (see Bombardier contract term limits description above) Contract Value (see Bombardier contract value above) Scope of Contract Maintenance of Way, Signal and Communications for all NCTD-owned and controlled railroad, including the San Diego Subdivision from County Line (MP 207.4) to San Diego (MP 267.51) and the Escondido Subdivision between Escondido Junction in Oceanside (MP 0) to the end of track in Escondido (MP 21.31); Maintenance of Way includes the maintenance of all District-owned yard and shop tracks on both Subdivisions; provide facility and equipment maintenance for the Sprinter and Coaster operations facilities. Maintenance of Signal and Communications includes the maintenance of all District-owned signal and communications equipment on both Subdivisions. RAIL DISPATCH (SPRINTER AND COASTER) Description Bombardier handles dispatch responsibilities for SPRINTER and COASTER rail operations. Per the contract, Bombardier supports NCTD’s PTC effort as required. Bombardier is also responsible for the Centralized Traffic Control (CTC) dispatching system and radio system training, and ongoing support and maintenance. Bombardier provides all line staff, supervision, management, training, standard operating procedures, incident and emergency response procedures, and the back-up systems and support necessary to safely and efficiently operate an FRA-compliant CTC for NCTD’s San Diego (COASTER) and Escondido (SPRINTER) Subdivisions. Contractor Bombardier Transportation (Holdings) USA, Inc. (Bombardier) Contract Term Limits (see Bombardier contract term limits description above) Contract Value (see Bombardier contract value above) Scope of Contract Provide all line staff, supervision, management, training; standard operating procedures, incident and emergency response procedures, and the back-up systems and support necessary to safely and efficiently operate an FRA - compliant CTC for NCTD's San Diego (COASTER) and Escondido (SPRINTER) Subdivisions (see RFP 10054 definitions for specific geographic parameters). The dispatching services for the Escondido Subdivision and the San Diego Subdivision and shall be shown as such on all schedule submittals.

1.10 ROLLING STOCK AND FACILITIES MAINTENANCE

Coach Operators and Vehicle Maintenance Personnel NCTD’s BREEZE bus service contract necessitates the employment of 301 coach operators who receive initial training and licensing, renewal licensing, specialty training, and continuous dispatch

assistance while operating the buses. There are 105 contracted employees to maintain our BREEZE, LIFT, and FLEX vehicles along with our operating and public transit facilities. Contracted service for coach operators and vehicle maintenance personnel began on July 1, 2010.

Vehicle Maintenance – Trains NCTD is responsible for maintaining and operating 7 locomotives and 28 coach cars. Bombardier Transportation (Holdings) USA, Inc. maintains COASTER rail equipment at an NCTD-owned facility on Camp Pendleton Marine Corps Base. Equipment used for Stuart Mesa is massive and specialized. Booms, cranes, and lifts within the facility assist with replacement of heavy parts. Dedicated contract mechanics and service workers perform daily train washing and exterior and interior maintenance and repair. Specialty equipment is used to maintain the railroad itself, clearing vegetation away from the tracks and replacing ties while situated on the track itself.

The 40,000 square foot SPRINTER operations facility in Escondido was constructed specifically to house the operations center and to maintain SPRINTER diesel multiple unit (DMU) rail cars. The facility contains the train control and security monitoring center for the 22-mile right-of-way and 15 stations, as well as storage, training rooms, lockers, and office space for employees. The maintenance area can accommodate up to four two-car train sets. Two structurally supported tracks allow maintenance crews access underneath and on top of trains to fully service the vehicles via pits, suspended platforms, and overhead bridge cranes. The pits are fully functional with integrated electrical service, compressed air, and lube oil systems. On December 17, 2015, NCTD awarded the rail services contract to Bombardier Transportation (Holdings) USA, Inc. to begin mobilization of resources on January 1, 2016 in preparation to provide vehicle maintenance on SPRINTER and COASTER vehicles on behalf of the District beginning on July 1, 2016.

Right-of-Way Maintenance NCTD owns 63 miles of rail right-of-way used for COASTER and SPRINTER operations. This includes 41 miles of COASTER track along the main north-south line between the Orange County border and the northern border of the City of San Diego.1 NCTD also owns the 22-mile east-west line between Escondido and Oceanside. NCTD is responsible for maintaining these rights-of-way, including the portion of the San Diego subdivision owned by MTS, including track, signal systems, bridges, sidings, grade crossings, turnouts, road bed, culverts, drainage, and the land alongside the track. Track and Signal maintenance equipment and personnel are housed in an NCTD leased facility in Oceanside. On December 17, 2015, NCTD awarded the rail services contract to Bombardier Transportation (Holdings) USA, Inc. to begin mobilization of resources on January 1, 2016 in preparation to provide railroad right- of-way maintenance on behalf of the District beginning on July 1, 2016.

Vehicle Maintenance – Buses

NCTD has a fleet of 163 revenue vehicles used for fixed route service, including 139 standard heavy- duty buses and 24 vans. NCTD’s LIFT and FLEX vehicle fleet includes 40 cutaway vans and 21 minivan conversions. Currently, 32 of the 164 BREEZE buses have met and or exceeded their useful service life as established by the FTA. Given NCTD's goal of providing safe, reliable, and efficient transportation services, a Request for Proposals (RFP) was advanced to support the replacement of vehicles that have reached the end of their useful life over a five (5) year contract term. In October of 2015 the Board approved a five (5) year contract with New Flyer Industries to construct and deliver 35 and 40 foot Compressed Natural Gas (CNG) buses. The initial purchase will be for 26, 40 foot buses. The contract has been signed and preproduction review has been completed. Construction begins in

1 MTS owns the remaining 21 track miles in the City of San Diego to downtown.

April for the pilot vehicle and is scheduled to be delivered in May. The remaining units will be delivered in late August thought October of 2016.

The fleet is maintained at two facilities where vehicles are fueled, cleaned, maintained and stored. These facilities contain CNG fueling stations and service lanes, administration buildings, maintenance buildings, and parking for buses, service vehicles, and employees. The maintenance shops contain bus repair bays, pits, hoists, forklifts, engine repair benches, a body shop, parts inventory storeroom, and paint shop. Vehicle maintenance occurs around the clock to keep the buses in excellent condition and minimize road calls and service interruptions. In addition to servicing and repairing the bus fleet, the maintenance crews maintain a fleet of service vehicles, administrative automobiles, forklifts, and ride-on sweepers. On July 1, 2010, NCTD contracted with First Transit to provide BREEZE bus operations and maintenance on behalf of the District.

Facilities Maintenance NCTD facilities include two administration buildings in Oceanside, two bus maintenance buildings at two sites in Oceanside and Escondido, eight multi-modal train stations along the COASTER line, 15 stations along the SPRINTER line, two train maintenance facilities, a leased maintenance of way facility and all the adjacent land and parking lots. These facilities are depicted in Figure 2.8 on the following page. Most of the facilities are maintained, cleaned, and repaired by facilities maintenance crews, using specialized equipment (e.g., sweepers and portable boom trucks). Of the eight COASTER stations, Santa Fe Depot and Old Town are owned by others, but the COASTER portion of the station is maintained by NCTD. In addition, NCTD staff supervises major maintenance projects such as roof replacements, parking lot paving and striping, bus shelter replacements and repairs, and heating and air-conditioning repair and replacement, as well as painting and repair of administration buildings. On December 17, 2015, NCTD awarded the rail services contract to Bombardier Transportation (Holdings) USA, Inc. to begin mobilization of resources on January 1, 2016 in preparation to provide facilities maintenance on behalf of the District beginning on July 1, 2016.

1.11 STAKEHOLDERS

NCTD has a diverse set of stakeholders that staff interact with. Key to successful implementation of NCTD’s strategic framework is a good understanding of NCTD’s stakeholders, their interests, and expectations.

 NCTD Customers: NCTD exists to move people, therefore the primary NCTD stakeholder is the population that depends on or chooses to ride NCTD services. NCTD customers need and expect reliable, comfortable, convenient, and available service. Service that is late or early can cause serious commuting and workplace difficulties. Transit vehicles also need to be clean and comfortable, and trips need to take place in as safe an environment as possible. Transit convenience is significant to the customer as people need to have easy access with minimal impact to their overall quality of life. Similarly, service hours and frequency of service impact the value of the service as perceived by the customer. Therefore service availability must be as closely aligned with the needs of the riding public as possible. Interests to this group include: ‒ “Does NCTD service meet my mobility needs?” (Service Availability) ‒ “Are NCTD services available when I need needed them?” (Service Availability) ‒ “How safe will I or my family be on NCTD Services or at NCTD facilities?” (System Safety) ‒ “Are NCTD buses and trains running on time as scheduled?” (On-Time Performance)

‒ “How clean are NCTD vehicles and facilities?” (System Cleanliness) ‒ “How responsive is NCTD to my feedback?” (Customer Service)

 NCTD Board, Staff, and Contractors: NCTD’s Board of Directors, staff, and contractors who operate the service need to have accurate information to be effective in their roles. NCTD’s Board needs information related to cost-efficiency, cost-effectiveness, system safety and reliability, and system appearance to guide decision-making on where and when service is to be provided and to support actions designed to maintain and improve performance sustainably. They are also interested in the quality of the service provided to their constituencies. Transit agency management and staff use performance data to assess the current conditions, past trends, existing concerns, and unmet needs. Contractors are interested in performance data to ensure compliance with contractual requirements, achievement of profitability goals, and the impact on their company image. Interests to this group include: ‒ “Are the services provided efficient, productive, and sustainable?” (Cost Efficiency, Service Efficiency) ‒ “Are all applicable federal, state, and local laws, regulations, and mandates being followed?” (Compliance) ‒ “Are all Board Policies and approved internal procedures being followed?” (Accountability) ‒ “Are the services provided meeting the needs of the community” (Service Effectiveness, Service Reliability) ‒ “How safe are NCTD Services or NCTD facilities?” (System Safety) ‒ “How clean are NCTD vehicles and facilities?” (System Cleanliness) ‒ “How often are NCTD buses and trains breaking down?” (Mechanical Reliability) ‒ “How responsive is NCTD to the needs of the community?” (Customer Service)

 Local Governments, Community Organizations/Members, Business Interests, and Other Local Agencies: As a viable mobility option in North County, moving over 40,000 riders on an average weekday, NCTD services are key to a vibrant economy and sustaining the quality of life in north San Diego County. Local governments and businesses have an interest in NCTD service as residents and employees who are transit users will likely be more productive if their commuting stress is diminished. Furthermore, an extremely poor commute could actually encourage absenteeism by discouraging workers from going to work. Consequently, for employers, a low level of customer satisfaction may mean a decreased pool of potential workers from which to choose. The community is also interested in knowing how well service is being provided and may need convincing that transit provides a valuable service, for them, for someone they know, or for the community as a whole. Interests to this group include: ‒ “Are the services provided meeting the needs of the community?” (Service Effectiveness, Service Reliability) ‒ “How safe are NCTD Services or NCTD facilities?” (System Safety) ‒ “How clean are NCTD vehicles and facilities?” (System Cleanliness) ‒ “How responsive is NCTD to the needs of the community?” (Customer Service, Coordination with North County Municipalities)

 Funding and Regulatory Agencies: NCTD receives funding from several public funding sources, including the federal government. A major subsidy source for NCTD services comes from local funding generated through sales taxes under the Transportation Development Act of 1971 (TDA) and the TransNet Program. Each of these programs requires performance audits to assess the status of the effectiveness of the subsidized projects and programs. State funds are received via State Transit Assistance (STA) funding. These funds are derived from the sales tax on diesel fuel. NCTD also receives federal aid from the Federal Transit Administration (FTA), funding primarily coming from FTA’s §5307 and §5337 formula-based grant programs to provide financial assistance to develop new transit systems and improve, maintain, and operate existing systems. FTA conducts Triennial Reviews to ensuring that grantees, like NCTD, follow federal mandates along with statutory and administrative requirements. Interests to this group include: ‒ “Is NCTD providing service pursuant to Federal, State, and Local mandates?” (Effectiveness) ‒ “Is NCTD managing its resources pursuant to Federal, State, and Local mandates?” (Stewardship) ‒ “Is NCTD meeting all current statutory and regulatory requirements?” (Compliance) ‒ “Is NCTD addressing any identified issues related to statutory or regulatory compliance? (Compliance)

 Taxpayers: NCTD vigorously pursues key financial stewardship objectives to ensure service efficiency and maintenance of NCTD assets and resources by increasing service productivity, controlling costs, and seeking sustainable funding to preserve service and continue helping North County thrive. Interests to this group include: ‒ “How much of the service is paid for by the customer?” (Farebox Recovery) ‒ “How much does the taxpayer pay to close the gap between the cost for service and what the customer pays?” (Subsidy per Passenger) ‒ “How safe are NCTD Services or NCTD facilities?” (System Safety) ‒ “Are we getting the ‘bang for our buck’ for the service NCTD provides?” (Route Productivity) ‒ “Is the service connecting people to jobs?”(Economic Development) ‒ “Is the service providing congestion relief?”(Mobility) ‒ “Is NCTD conducting business as required to maintain sources of federal and state revenues?” (Federal and State Review and Audits) 1.12 COORDINATION WITH METROPOLITAN PLANNING ORGANIZATION

With the passage of Senate Bill (SB) 1703 in 2003, SANDAG assumed responsibility for the consolidated agency functions for San Diego County while NCTD and MTS assumed the transit agency functions. SANDAG Board Policy No. 18 (see Appendix E) allows the transit systems to quickly and efficiently respond to changes in travel demand and operating/fiscal environment, while ensuring that the system is adjusted and developed consistent with longer range regional transportation and land use goals. As the regional planning organization, SANDAG works in coordination with NCTD and MTS to plan transit service and development projects that:

 Serve regional travel demand corridors that cross transit agency jurisdictional boundaries;

 Significantly affect passenger trip making;  Require additional regional operating funds above the overall transit agency-adopted budget and projected budget capacity; and  Affect the policies, projects, services, and facilities included in the Coordinated Plan, the Regional Transportation Plan (RTP), and TransNet Ordinance.

Specifically, SANDAG responsibilities for planning and project development include:

 Preparing the RTP and the Regional Short Range Transit Plan (RSRTP), also referred to as the Coordinated Plan. SANDAG will conduct the long-range transit plans and corridor studies as part of the RTP, and regional and subarea planning studies as prioritized in the RSRTP and RTP;  Planning, locating, and designing transit infrastructure and facilities for regionally significant transit projects and services, identified in the RTP, RSRTP, and the TransNet Ordinance;  Preparing Environmental Justice and Title VI compliance reports for fare changes;  Managing the competitive process for granting FTA funds; and  Developing the regional fare policy.

As a transit agency, NCTD planning responsibilities include the following:

 Development of service adjustments, evaluation and approval of changes, implementation and monitoring of BREEZE, SPRINTER, COASTER, and FLEX service;  Development of a service implementation plan; and  Participation in the development of service plans for service adjustments with regional significance, in response to changes in regional travel demand, to address regional service gaps and deficiencies and to implement plans and programs identified in RTP, RSRTP, and the TransNet Ordinance.

1.13 COORDINATION WITH OTHER REGIONAL TRANSPORTATION OPERATORS

Located in North San Diego County, NCTD operates transit service in proximity to other transit providers including Orange County Transportation Authority (OCTA), Metrolink commuter rail, Amtrak intercity rail, Riverside Transit Agency (RTA), MTS, and Greyhound. Therefore, coordination between the respective agencies is required.

Local Bus MTS, OCTA, and RTA operate local bus services comparable to the NCTD system. MTS and OCTA’s paratransit service is integrated with that of NCTD, allowing paratransit passengers to transfer between NCTD and MTS or OCTA. The transfer point between NCTD and OCTA fixed route local bus service is in San Clemente, at the northern terminus of BREEZE Route 395. MTS and NCTD transfer points between local bus routes are located at Del Lago Park and Ride in Escondido, Escondido Transit Center, and the VA Hospital and UTC in La Jolla. MTS local bus and Trolley service connects to three COASTER stations in the MTS service area: Sorrento Valley, Old Town, and Santa Fe Depot. As the only feeder system at these locations, MTS local bus and Trolley service play a critical role in providing connections to the COASTER.

Intercity Bus

Greyhound operates long-haul bus service through NCTD’s service area, stopping at Oceanside Transit Center (OTC) and Escondido Transit Center (ETC), and also operates routes elsewhere throughout California, the United States, and Mexico.

Commuter Rail Metrolink is the regional commuter rail network operating in 6 counties of southern California, with 55 stations and 7 rail lines. Metrolink provides 16 daily trips to OTC, where passengers may connect with COASTER, SPRINTER, and BREEZE services.

Intercity Rail Amtrak intercity rail operates on NCTD’s rail corridor, making stops at Santa Fe Depot, Solana Beach, and OTC. Amtrak service extends north of San Diego County throughout California and east across the United States.

SECTION 2 Strategic Approach: Mission, Vision, and Goals

A strategic plan is necessary to facilitate NCTD’s delivery of sustainable service, to maintain existing assets in a state of good repair, and to maximize the use of federal, state, and regional funds, while positioning services to accommodate anticipated growth. The following section provides a detailed discussion of the components of NCTD’s strategic framework.

VISION

Providing effective and efficient public transportation services vital to San Diego’s regional transportation network begins with the District’s vision.

Vision “To build an integrated transit system that enables customers to travel easily and efficiently throughout our growing region.”

The services provided by NCTD comprise a seamless system tailored to meet the mobility needs of residents, employees, and visitors to this suburban-rural section of the region. With the successful integration of BREEZE bus service with SPRINTER/COASTER rail service under the 2011/2012 Mobility Plan, NCTD operates and maintains a system of service designed to be sustainable under current demand levels.

To keep the District on track to realize its vision, NCTD has established a clear, simple mission from which all of the District’s specific goals and priorities are derived.

VISION

MISSION

Mission “To deliver safe, convenient, reliable, and user-friendly public transportation services.”

Every day, residents and employees of, and visitors to, North County depend on the bus, rail, and paratransit services provided by NCTD. NCTD services must be useful, accessible, and dependable to successfully meet the needs of those who depend on transit while operating as a viable option for choice riders.

VISION

MISSION

GOALS

NCTD delivers consistent service by ensuring that staff and contractors adhere to the following goals, and by regularly measuring our performance toward these goals. NCTD’s goals, vision, and mission, are set forth by the Board of Directors as follows:

Goals 1. Placing service to our customers first 2. Ensuring the safety and security of our employees and customers 3. Delivering high-quality transit services 4. Demonstrating good stewardship of federal, state, and local funds 5. Managing transit assets in a manner that sustains and promotes current and future transportation services 6. Securing adequate revenue, protecting our assets, and getting the maximum return on the public investment 7. Working in partnership with our communities and other stakeholders 8. Encouraging innovation, creativity, and leadership

NCTD tracks the District’s performance toward achieving these goals using several strategies and measures or initiatives. These measures or initiatives are reported to the NCTD Board of Directors on a monthly or quarterly basis. Table 2.1 on the following page summarizes the key strategies and measures or initiatives related to the strategic goals for the District. Section 2.1 provides the details on the measures, the data collection and quality assurance processes for each, and performance targets as applicable. The initiatives are those efforts undertaken by District Staff that relate to a goal and strategy, but are not objectively quantifiable.

Table 2.1: Summary Table of NCTD Strategic Plan Goals GOAL STRATEGY SELECT MEASURES/INITIATIVES  Volume of Customer Feedback  Response Time to Customer Feedback 1. Place Service To Our  Expediently assess and respond  Average Call Wait Time Customer First to customer feedback  Average Call Handle Time  Average Call Abandonment Rate  Increase the level of security on NCTD services  Track incidents 2. Ensure the Safety and and at NCTD facilities  Identify trends to mitigate or Security of Our  Increase surveillance capabilities with vehicle eliminate risks to NCTD Employees and on-board equipment customers, employees, and  Proactively document, track, and review/analyze Customers assets crime and security incident trends  Operate safe, reliable,  On-Time Performance 3. Deliver High Quality convenient, comfortable, and  Mechanical Reliability Transit Services clean bus, rail, ADA Paratransit,  System Cleanliness and demand response service  Ridership 4. Demonstrate Good  Provide effective, efficient and  Operating Cost per Revenue Hour Stewardship of sustainable transit service  Operating Cost per Revenue Mile Federal, State, and  Periodically monitor service  Operating Cost per Boarding Local Funds productivity  Farebox Recovery 5. Manage Transit Assets  Percentage of Preventive Maintenance Checks in a Manner that  Maintain NCTD assets consistent completed on time (by mode) Sustains and Promotes with regulatory requirements.  Railroad ROW Management/Oversight Maintain NCTD assets consistent  Oversight/Management of Facilities Current and Future  with forecasted service needs  Management of Operating Systems (RTMS, Transportation and regional plans APCs, AVL, JDE) Services  Develop Transit Asset Management Plan 6. Secure Adequate  Sustain/secure existing revenue  Fare Revenue per Passenger and Auxiliary/Non- Revenue, Protect our stream. Transportation Revenue  Seek to expand revenue streams Assets, Get the  Finalize/Update Fleet, Signal, Facilities, and  Sustain maintenance programs Maintenance of Way (MOW) Plans Maximum Return on across all modes and facilities  Develop Transit Asset Management Plan the Public Investment  Centralize asset management  Support regional events (SD Fair, Del Mar Horseracing, Padres Baseball)  Continue to develop community,  Work with event sponsors on fare promotions to 7. Work in Partnership employer, and business increase use of NCTD services with our Communities partnerships  Regularly meet with City Officials/Staff for and Other  Collaborate with municipal information exchange Stakeholders planning/public works branches in the NCTD service area  Support local, public health, environmental, national security initiatives as they relate to transit  Deploy technology to improve the  Implementation of Positive Train Control (PTC) customer experience, comply  Evaluation and implementation of Real-Time 8. Encourage Innovation, with federal/state mandates, Passenger Information System Creativity, and  Evaluate new ways to meet  Implementation of Document Management customer needs Leadership System (DMS)  Attract and retain a competent  Employee Training/Development Programs workforce

VISION MISSION

GOALS

BUDGET

Budget As required by NCTD Board Policy No. 17 – Budget Development, NCTD must annually propose a balanced budget to fund ongoing operations, support services, and the capital improvement program pursuant to NCTD’s vision, mission, and goals. The operating and capital budgets address the goals and strategies of the District in financial terms and illustrate how NCTD will maintain operations to accommodate growth and maintain assets in a state of good repair, irrespective of the economic climate. NCTD’s Operating and Capital Budgets are discussed in detail in Sections 5 and 6.

VISION

MISSION

GOALS

BUDGET

PERFORMANCE MANAGEMENT

Performance Management To ensure that NCTD meets the established goals, standards, and contract provisions for transit system performance and sustainability, a regular program for monitoring and reporting of key performance metrics is essential. Presented in this section are the eight goals and the associated performance measures or initiatives that track how the District achieves the mission of delivering safe, convenient, reliable, and user-friendly public transportation services. Performance related to these measures is reported to the NCTD Board on a monthly or quarterly basis by the division responsible for executing and managing the respective action or activity.

2.1 GOALS AND MEASURES

Section 2.1 provides more detail regarding each of the District’s Goals and the performance measures used to ensure that NCTD meets these goals.

GOAL 1: PLACE SERVICE TO OUR CUSTOMERS FIRST

NCTD services are planned, designed, scheduled, and monitored with all stakeholders in mind. The quality of the service provided is equally important as the efficiency of the service. Because the primary source of gauging customer satisfaction is customer input, measuring how NCTD keeps the

customer first is assessed by how we receive, process, and resolve customer feedback received through NCTD’s Customer Service Division. Measures of Performance/Strategic Initiatives:

a. VOLUME OF CUSTOMER FEEDBACK The total amount of customer feedback across the District which includes feedback related to service, transit enforcement, planning, facilities, fleet maintenance, customer service, and any other NCTD function which affects the customer experience.

Feedback is received by Customer Service and tracked via the Customer Service Rider Report database where all customer initiated feedback is maintained. Data is sorted into the various modes and departments and reported on a monthly basis. Thresholds are established contractually for each operational modes based on passengers carried, respectively.

b. RESPONSE TIME TO CUSTOMER FEEDBACK The amount of time it takes Customer Service to officially respond to customer initiated feedback (complaint, comment, or compliment).

Response time is tracked via the Customer Service Rider Report database where all customer initiated feedback is maintained. Data related to the number of days a report remains ‘open’ is exported from the database monthly. Reports dealing with Title VI/Unruh Civil Rights Act complaints, claims, or other Transit Enforcement reports requiring extensive and sometimes independent investigations are not tracked due to the length of time necessary to complete. Customer Service should provide a response to each report involving customer initiated feedback within five (5) business days.

c. AVERAGE CALL WAIT TIME The average amount of time a customer spends on hold after calling the NCTD Customer Service telephone line and before a Customer Service Assistant engages.

Average Wait Time is collected by NCTD’s Call Center software program. The total hold time prior to a Customer Service Assistant answering each call made to the Customer Service telephone line is logged. The software then compiles an average, which is collected and tracked on a weekly and monthly basis for review. Only customer generated inbound calls are tracked; internal agency calls and outbound calls are not tracked.

Two metrics are tracked related to average call wait time. Calls answered within one (1) minute or less and calls answered after three (3) minutes. A customer waiting on hold prior to engaging with a Customer Service Assistant for one (1) minute shall be considered standard. A threshold of three (3) minutes shall be considered the maximum allowable wait time for customers prior to engaging with a Customer Service Assistant.

d. AVERAGE HANDLE TIME (RESOLVING CUSTOMER CONCERNS) The average amount of time a customer spends on the phone with a Customer Service Assistant resolving a concern, planning a trip, inquiring about the system, or providing other feedback.

Average Handle Time is collected by NCTD’s Call Center software program. The total length of each call made to the Customer Service telephone line is recorded. The software then compiles an average, which is collected and tracked on a weekly and monthly basis for review. Only customer generated inbound calls are tracked; internal agency calls and outbound calls are not tracked. A call lasting three (3) minutes or less shall be considered at standard call length.

e. AVERAGE CALL ABANDONMENT RATE The hourly rate at which customers abandon (hang up) a call while waiting for a Customer Service Assistant to initially engage.

The hourly abandonment rate is collected by NCTD’s Call Center software program. Only calls that are abandoned prior to first contact are tracked. The software then compiles an average hourly rate, which is then collected and tracked on a weekly and monthly basis for review. The average call abandonment rate shall not exceed three and a half (3.5) abandoned calls per hour on a monthly basis.

GOAL 2: ENSURE THE SAFETY AND SECURITY OF OUR EMPLOYEES AND CUSTOMERS

As with any public transportation system, the safety and security of NCTD service is critical for increasing or sustaining ridership. The perception of system safety and the actual conditions are key in making the decision to use transit. System safety measures evaluate the likelihood that a customer will be involved in an accident (vehicular or otherwise). Security measures focus on the likelihood that a customer may become the victim of a crime. Various aspects of workplace safety can also be measured. In many instances, customer perceptions of safety and security are as important to understand as the actual conditions; a customer satisfaction survey can assist in uncovering these perceptions. NCTD currently tracks incidents, many of which are outside of NCTD’s control, and identifies trends to mitigate or eliminate risks to the District, its employees and customers, and the community.

Measures of Performance/Strategic Initiatives:

a. NUMBER OF PREVENTABLE ACCIDENTS (BY MODE) A preventable accident is an accident in which the driver or train operator could have done something to prevent or avoid the accident regardless of fault.

The Safety Division receives all accident data and logs into the Industry Safe, NCTD’s tool for tracking, trending, and retaining records of incidents, hazards, training, and inspections. Safety Division staff track information to ensure corrective actions have been taken as appropriate.

b. NUMBER OF NATIONAL TRANSIT DATABASE (NTD) REPORTABLE ACCIDENTS The FTA through the National Transit Database (NTD) requires the reporting of certain incidents that either: cause a fatality, including suicides; require one (1) or more persons to be immediately transported away from scene for medical attention; result in property damage equal to or exceeding $25,000; or an evacuation due to life safety reasons.

The Safety Division receives all accident data and logs into the Industry Safe and designates those accidents that are reportable as defined above.

c. NEAR MISS INCIDENTS ALONG NCTD RAILROAD CORRIDORS A “near miss” is any incident on the railroad right-of-way that causes the train operator/engineer to execute an action, outside of the normal operation of a train, to avoid or mitigate a collision with a trespasser or vehicle. Actions include slowing of the train, sounding the horn, or deploying the emergency brake.

Incidents of trespassing (pedestrian, vehicular) are made by the Operator to Dispatch/Station O (NCTD’s security control center) and then input into IndustrySafe. Reports are then generated on a daily basis to track occurrences at individual Right of Way locations. This information is then retrieved and filtered by measure to determine high priority locations. Data is collected, graphed, and then delivered to all applicable parties.

d. SYSTEM INCIDENTS

An incident is defined as an occurrence of any anomalous event outside of the normal, safe operations of rail, bus, or paratransit service. Incidents are reported through system dispatch or directly to Station O and recorded in IndustrySafe. Depending on the type of incident, first responders may be called to answer or resolve the event. ‒ Fire/Police Requests: Reported as an event that requires the assistance of the police and/or fire departments and medical services. ‒ Felony Crimes: Events reported to the local agencies from NCTD where a felony crime was committed on the NCTD vehicles or property. ‒ Arrests: Includes arrests or issuance of citations for crimes other than Part I Crimes. NCTD's top priority is safety. NCTD's target for all incidents that are preventable and within NCTD’s control, including accidents is zero (0) occurences.

Other security related initiatives that relate to ensuring the safety and security of NCTD customers and employees include:  Participation in the Transit Watch and “See Something, Say Something” public awareness outreach campaigns;  Equip each revenue service transit vehicle with on-board surveillance cameras and recording equipment;  Equip each Transit Center with surveillance cameras and recording capabilities;  Equip each revenue service transit vehicle with a discreet emergency notification trigger;  Provide uniformed Transit Enforcement staff at those Transit Centers and Facilities that are determined by crime and security incident reports to have a need for proactive crime deterrence presence;  Deployment of uniformed Transit Enforcement staff, including Code Enforcement Officers and contract service Transit Enforcement Services Sheriff’s Deputies to transit service locations identified as having repetitive crime and security incident problems (Community and Intelligence-Led Policing);

 Proactively document, track, and review/analyze crime and security incident trends within the transit system and use this data to inform appropriate deployment of resources and to plan security-related capital improvement projects;  NCTD Transit Enforcement Management and Supervision (Division Team Leadership) will actively participate in regional public safety networking and information sharing for the purpose of understanding crime and security incident trends within the communities the District serves.

GOAL 3: DELIVER HIGH QUALITY TRANSIT SERVICES

To deliver safe, convenient, reliable, and user-friendly public transportation services, NCTD’s multi- modal transit system is not only focused on meeting the needs of those who depend on transit, but also those who make transit a lifestyle choice. To meet the customer needs, NCTD services must be reliable, comfortable, convenient, and clean.

Measures of Performance/Strategic Initiatives:

a. ON-TIME PERFORMANCE (OTP): Percentage of the time that revenue buses and trains adhere to scheduled arrival/ departure times as printed at stations and specified time points. The data sources, standards, and targets for OTP by mode are as follows: ‒ BREEZE: OTP data is collected by the use of automated vehicle location technology (AVL). Through global positioning systems (GPS), the arrival/departure of buses at timepoints are time stamped and compared with the schedule. AVL technology allows the collection of a significant amount of data which is processed or “cleaned” with outliers statistically removed. Buses that arrive 59 seconds before and up to five (5) minutes and 59 seconds after the posted time shall be considered “on time”. Target: 90 percent of bus trips shall be “on time”. ‒ COASTER: NCTD’s Train Management Dispatching System (TMDS) records COASTER train departures/arrivals at the terminal stations. Dispatch staff identifies and reports all late revenue trains. Trains that depart or arrive up to six (6) minutes and zero seconds after the scheduled time shall be considered “on time”. Target: 95 percent of revenue train trips shall be “on time”. ‒ SPRINTER: NCTD’s Train Management Dispatching System (TMDS) records SPRINTER train departures/arrivals at the terminal stations. Dispatch staff identifies and reports all late revenue trains. Trains that arrive up to six minutes and zero seconds after the posted time shall be considered “on time”. Target: 98 percent of revenue train trips shall be “on time”. ‒ LIFT: Actual trip arrival and drop off times are manual collected by the driver. Each night those times are put in the dispatching software (Trapeze) to compare schedule times to the reported actuals. Quality control activities include looking for inconsistencies and errors which are addressed as identified. After errors are accounted for, OTP is reported. LIFT vehicles that arrive within the 20-minute window as agreed upon during the reservation of the trip shall be considered “on time”. Target: 95 percent of all trips shall be “on time”.

b. MECHANICAL RELIABILITY Mileage between mechanical failures (MBMF) is an industry standard that measures the average vehicle miles between NTD reportable mechanical failures (incidents) that preclude a revenue vehicle from completing its trip, or starting its next scheduled trip. This measure is based on the ratio of total vehicle miles operated to the total number of vehicle failures. ‒ BREEZE: Total vehicle miles are collected by Fleetwatch, a software data tool that reports the monthly vehicle mileage for NCTD’s fleet of buses. Total vehicle road failures are determined through the reconciliation of the road call report developed by the dispatcher who receives the information by radio, and NCTD’s centralized access database for road calls. The radio and road call reports are generated by First Transit, NCTD’s bus operations and maintenance contractor. First Transit is responsible for data input into the NCTD database. NCTD staff are responsible for the quality assurance/control and the reconciliation of reports to determine the number of monthly road failures. The fleet-wide average mileage between mechanical failures shall be a minimum of 16,000 Miles. Target: 16,000 Miles between mechanical failures ‒ COASTER: Total miles are collected by multiplying the number of trips (including deadhead trips) by the miles for each trip. Annulled or missed trips are deducted. Total vehicle failures are captured by NCTD’s Train Management Dispatching System (TMDS) and included in a daily dispatch report provided by NCTD’s contracted dispatcher, Herzog Transit Systems, Inc. (HTSI). The fleet-wide average mileage between mechanical failures shall be a minimum of 51,930 Miles. Target: 51,930 Miles between mechanical failures (based on three-year average) ‒ SPRINTER: Total miles are collected by multiplying the number of trips (including deadhead trips) by the miles for each trip. Annulled or missed trips are deducted. Total vehicle failures are captured by NCTD’s Train Management Dispatching System (TMDS) and included in a daily dispatch report provided by NCTD’s contracted dispatcher, Herzog Transit Systems, Inc. (HTSI). The fleet-wide average mileage between mechanical failures shall be a minimum of 50,125 Miles. Target: 50,125 Miles between mechanical failures (based on a three-year average) ‒ LIFT/FLEX: Data is collected and reconciled using the same method and resources as those used for BREEZE. The fleet-wide average mileage between mechanical failures shall be 16,000 Miles. Target: 16,000 Miles between mechanical failures c. SYSTEM CLEANLINESS NCTD vehicles and facilities are an asset to the communities of North County. NCTD ensures these assets are clean to ensure customers have a comfortable trip on NCTD service. BREEZE/ LIFT/FLEX vehicles, and COASTER and SPRINTER railcars are cleaned daily (interior) and several times per week (exterior). Repairs from natural wear or vandalism that are visible to the public and present a hazardous or compromises comfort are addressed promptly.

GOAL 4: DEMONSTRATE GOOD STEWARDSHIP OF FEDERAL, STATE, AND LOCAL FUNDS

The total resources available to be expended on public transit services by NCTD are limited. Therefore, total transit system costs should be minimized for the desired level of transit service, and transit revenues should be maximized to maintain the financial stability of the system. Fiscal accountability also entails maintaining compliance with federal and state mandates and targets. Measures of Performance/Strategic Initiatives: a. RIDERSHIP

The accumulation of single trips taken onboard any NCTD mode of service. ‒ BREEZE boardings are recorded by the farebox system which integrates into the regional smart card fare collection system and are reported using the Hummingbird software.NCTD is working toward 100 percent installation of Automatic Passenger Counters, and is currently validating some of the runs. ‒ COASTER boardings are captured by manual onboard counts conducted by the operating contractor, however, NCTD has recently implemented an automated passenger counting (APC) system which will replace the manual counts once the system is validated. ‒ SPRINTER boardings are counted by an APC system. ‒ FLEX boardings are captured by the farebox system for route 371 and are reported using the Hummingbird software, and by a reservation system for demand response trips on routes 372, 373, and 374 which are reported by the Operator. ‒ LIFT boardings are recorded by a reservation system for all demand response trips and are reported by the Operator.

The budgeted amounts for boardings for FY17 will support:  BREEZE 7.6 million annual boardings  COASTER 1.6 million annual boardings  SPRINTER 2.7 million annual boardings  FLEX 25 thousand annual boardings  LIFT 219 thousand annual boardings Target: Decrease from fiscal year 2015 boardings by 3.74 percent

b. OPERATING COST PER REVENUE HOUR The average cost incurred by NCTD per Revenue Hour. Operating expenses are tracked in JD Edwards, a software package of integrated applications for asset, project, and financial tracking purposes. Operating expenses exclude depreciation, amortization, interest and other debt related expense. Revenue hours are tracked by the amount of time each mode is in service on a route. Target: For FY 17 the budget for Operating Cost per Revenue Hour by mode is:  BREEZE: $107.07  COASTER: $2,683.87  SPRINTER: $701.85  FLEX: $98.03

 LIFT: $80.82 c. OPERATING COST PER BOARDING The average cost incurred by NCTD as a result of providing one customer trip. Operating expenses are tracked in JD Edwards and exclude depreciation, amortization, interest and other debt related expense.

‒ BREEZE boardings are recorded by the farebox system which integrates into the regional smart card fare collection system and is reported using Hummingbird software. ‒ COASTER boardings are captured by manual onboard counts conducted by the operating contractor, Transit America Services, Inc. However, NCTD has recently implemented an automated passenger counting (APC) system which will replace the manual counts once the system is validated. ‒ SPRINTER boardings are counted by an APC system. ‒ FLEX boardings are captured by the farebox system on route 371 and are reported using Hummingbird software and by a reservation system for demand response trips on routes 372, 373, and 374 which are reported by the operator. ‒ LIFT boardings are recorded by a reservation system for all demand response trips and are reported by the operator.

Target: The budgeted Operating Cost per Boarding for FY 17 by mode is:  BREEZE: $6.54  COASTER: $11.65  SPRINTER: $6.10  FLEX: $32.93  LIFT: $45.86 d. OPERATING COST PER REVENUE MILE The average cost incurred by NCTD per Revenue Mile. Operating expenses are tracked in JD Edwards and exclude depreciation, amortization, interest and other debt related expense. Revenue miles are tracked by the distance each mode travels while in service on a route. Revenue miles are reported by Operators of each mode. Target: The budgeted Operating Cost per Revenue Mile by mode for FY 17 is:  BREEZE: $8.95  COASTER: $65.30  SPRINTER: $31.90  FLEX: $7.10  LIFT: $4.83 e. FAREBOX RECOVERY Farebox recovery ratio is the portion of operating expenses that are met by the fares paid by passengers. It is computed by dividing the total fare revenue by total operating

expenses. Operating expenses exclude depreciation, amortization and interest and other debt financing expense.

Fare revenue is tracked from the Ticket Vending Machines and Ticket Office Terminals through the Hummingbird software, online sales, mobile app and various other third party vendors such as Albertsons. Operating expenses are tracked in JD Edwards. Based on TDA requirements, a farebox recovery ratio of at least 20 percent must be maintained to be eligible to receive TDA funds for all operating modes except LIFT which must have a farebox recovery ratio of 10 percent. Target: Maintain or increase farebox recovery rate through increased ridership and cost containment.

f. OPERATING RECOVERY RATIO Operating recovery ratio is the portion of operating expenses that are met by the total operating revenue. It is computed by dividing the total operating revenue by total operating expenses. Operating expenses exclude depreciation, amortization interest and other debt financing expense. Operating revenues include fare revenue, advertising, and lease and right of way revenues. Operating revenues exclude grant revenues. Operating revenue is tracked from real estate payments (leases, licenses, rights of entry permits, etc.), advertising, shared use revenues, and fare revenues. Operating expenses are tracked in JD Edwards.

Target: The budgeted Operating Recovery ratio for FY 16 is 29.87 percent percent.* * NCTD’s goal is to attain 50 percent by 2021.

GOAL 5: MANAGE TRANSIT ASSETS IN A MANNER THAT SUSTAINS AND PROMOTES CURRENT AND FUTURE TRANSPORTATION SERVICES

NCTD carries significant responsibility for maintaining and operating the services important to the economy of the communities of North County San Diego. The integrated system of transit service and facilities must be properly maintained in a state of good repair in order to effectively and safely meet current and forecasted mobility needs. NCTD maintains its assets in accordance with federal mandates to ensure the expected life-cycle of the asset is realized.

Measures of Performance/Strategic Initiatives:

a. PERCENTAGE OF PREVENTIVE MAINTENANCE CHECKS COMPLETED ON TIME This measure is the estimated rate of on-time vehicle preventive maintenance inspections (PMI) for the purpose of maintaining equipment in a satisfactory operating condition before failures occur or before the development of major defects periodic inspections and servicing is performed to ensure reliability and minimize unscheduled maintenance.

BREEZE: NCTD buses are maintained in compliance with a prescribed vehicle maintenance plan and preventive maintenance program. This includes regular vehicle inspections (daily and weekly inspections) and a preventive maintenance program that requires daily, weekly, monthly, and annual service. For BREEZE bus, PMIs are conducted

every 3,000/6,000/7,500 miles (or according to recommended manufacturer’s specification).

COASTER: Locomotives and commuter rail cars are inspected and maintained in compliance with a prescribed vehicle maintenance plan and preventive maintenance program pursuant to 49 CFR Part 229 and 49 CFR Parts 238 and 239. 49 CFR outlines a 92 day inspection interval as the basis of the inspection cycle.

SPRINTER: DMU’s are inspected and maintained in compliance with a prescribed vehicle maintenance plan, OEM recommendations as approved by the California Public Utilities Commission (CPUC). The maintenance plan outlines a six (6) week inspection interval as the basis of the inspection cycle. Target: 98 percent of PMIs shall be performed on schedule

b. RAILROAD RIGHT-OF-WAY MANAGEMENT NCTD covers all contractual deliverables regarding right of way (ROW) maintenance, including Federal Railroad Administration (FRA) and California Public Utilities Commission (CPUC) regulations, signal and gate maintenance, to track and bridge inspections.

GOAL 6: SECURE ADEQUATE REVENUE, PROTECTING OUR ASSETS, AND GETTING THE MAXIMUM RETURN ON THE PUBLIC INVESTMENT

NCTD operates and maintains a diverse system of public transportation that includes approximately 80 miles of rail, 22 rail stations (counting the Oceanside Transit Center once), three (3) intermodal transit centers, three (3) fixed route transit centers, storage and maintenance facilities, and fleets of commuter rail, hybrid rail, motor bus, and service vans. Maintaining adequate revenues through existing and newly identified sources are essential to keeping these assets in a state of good repair and furthering the other aspects of NCTD’s mission. As a steward of taxpayer dollars, NCTD also tracks the service productivity to ensure cost and service efficiency.

NCTD will continue to rely on the economic-based contingency plans for system sustainability which include the consideration of anticipated revenues, to increase revenue while containing costs, and maintain system preservation as a key priority for capital improvements.

Measures of Performance/Strategic Initiatives:

a. FARE REVENUE PER PASSENGER Fare Revenue per passenger is the amount of fare revenue NCTD receives per boarding. It is computed by dividing the total fare revenue by total boardings. Fare revenue is tracked from the Ticket Vending Machines and Ticket Office Terminals through the Hummingbird software, online sales, mobile app and various other third party vendors such as Albertsons.

‒ BREEZE boardings are recorded by the farebox system which integrates into the regional smart card fare collection system and is reported using Hummingbird software. ‒ COASTER boardings are captured by manual onboard counts conducted by the operating contractor, Transit America Services, Inc. However, NCTD has recently implemented an automated passenger counting (APC) system which will replace the manual counts once the system is validated. ‒ SPRINTER boardings are counted by an APC system. ‒ FLEX boardings are captured by the farebox system on route 371 and are reported using Hummingbird software and by a reservation system for demand response trips on routes 372, 373, and 374 which are reported by the operator. ‒ LIFT boardings are recorded by a reservation system for all demand response trips and are reported by the operator. Target: The budgeted Fare Revenue per Passenger for FY 17 by mode is:  BREEZE $1.04  COASTER $4.35  SPRINTER $1.08  FLEX $1.98  LIFT $3.92 b. AUXILIARY/NON-TRANSPORTATION REVENUES

‒ Shared Use Revenues: By leveraging its rail assets, NCTD generates approximately $8.7M in revenue through shared use agreements (SUA) with BNSF Freight and Amtrak for their operational use of the Escondido and San Diego rail corridors. ‒ Advertising Revenues: NCTD generates approximately $1.1M annually in revenue through an advertising sales program that includes display opportunities on BREEZE bus vehicles and COASTER and SPRINTER rail cars. All display advertisements are subject to NCTD Board Policy #13, which establishes guidelines for the sale of NCTD advertising space and the requirement of all advertisements to propose a commercial transaction. NCTD has plans to explore additional advertising revenue streams through the use of other District assets including display space at select transit stations. ‒ Train Dispatching: NCTD receives compensation from passenger and freight service operators for dispatching functions. As of April 2012, NCTD assumed the responsibility of dispatching all SPRINTER, commuter rail (COASTER, Metrolink), intercity (Amtrak), and freight (BNSF) rail service on the Escondido and San Diego rail subdivisions. ‒ Real Estate Lease/Permit Revenues: NCTD generates revenue through existing real estate agreements via leases, licensing, and right-of-entry permitting. Under NCTD Board Policy #11, NCTD effectively manages the District’s real estate assets to maximize the use and value. Other revenues generated by the District include investment income, administrative fees, and gains on disposals of assets. Target*: FY17 goal for Auxiliary/Non-Transportation revenues is 3 percent over prior year. *This excludes revenues generated from SUAs

GOAL 7: WORK IN PARTNERSHIP WITH OUR COMMUNITIES AND OTHER STAKEHOLDERS

As identified in Section 1, NCTD has a diverse set of stakeholders. NCTD shall strive to maintain good working relations with other governmental bodies, employers, and community- based organizations to raise the level of awareness, service utilization, transit consideration and accommodations, and shared use of facilities as appropriate.

Strategic Initiatives:

a. BUSINESS PARTNERSHIPS NCTD will continue to work with North County and regional partners in supporting regional events and activities, including coordination with the annual San Diego County Fair, the Del Mar Thoroughbred Club (Horseracing), the San Diego Padres Baseball Club, and other events where alternative modes of travel are feasible and convenient. Additionally, NCTD staff shall work with event sponsors to identify promotional fare opportunities that result in increased ridership on NCTD services.

b. DEVELOP AND STRENGTHEN PARTNERSHIPS WITH NORTH COUNTY MUNICIPALITIES NCTD’s facilities (i.e., NCTD’s operational track and right of way) and transit services play a significant role in the communities that NCTD serves. As a physical presence and service provider in these municipalities, NCTD strives to be a communicative and engaged partner.

NCTD considers this an ongoing strategic initiative as staff will continue to pro-actively engage and work collaboratively with north county municipalities. Because of the wide range of activities and issues that this may encompass, specific targets are not identified. Instead, Planning activities are reported to the NCTD Board on a monthly basis to ensure accountability and progress on the various interagency activities undertaken.

GOAL 8: ENCOURAGE INNOVATION, CREATIVITY, AND LEADERSHIP

NCTD continues to identify business practices that result in service delivery that: is compliant with all federal, state, and local mandates; reflects the state-of-the-industry practice; and efficiently and effectively meets the mobility needs of North County residents, employees, and visitors. As NCTD continues to actively respond to customer needs, dutifully manage District assets in a sustainable manner, and contain costs while finding ways to increase revenues, NCTD will also continue to hire, train, and develop the staff to implement the business model critical for NCTD’s current and future success.

Strategic Initiatives:

a. TECHNOLOGY-RELATED IMPROVEMENTS

NCTD is currently undertaking several initiatives that involve technology. These initiatives result in safer rail operations, enhanced passenger information, and improved internal document control. ‒ Positive Train Control (PTC): PTC is technology that prevents train-to-train collisions, derailments due to excessive speeds, and casualties or injuries to roadway workers. NCTD is responsible for the implementation of PTC along the San Diego portion of Los Angeles-San Diego-San Luis Obispo (LOSSAN) corridor stretching from Orange County to downtown San Diego. As a federal mandate, NCTD submitted the required PTC Implementation Plan in April 2010.

‒ Real-Time Passenger Information System: Real-Time Passenger Information is a comprehensive solution for providing real-time passenger information that improves the customer experience, particularly for individuals with audio or visual disabilities. It also improves operational efficiency by automating information that is currently provided by vehicle operators, multiple or manual systems. RTPIS includes: o Automated voice announcements (AVA) o Automatic rolling stock location (AVL) o Real-Time Passenger Information (RTPI) tools such as signage or web interfaces

Implementation of RTPIS is a longer-term initiative for NCTD being implemented in phases due to the multiple technical and infrastructure elements involved.

‒ Document Management System (DMS): DMS is a centralized electronic storage system for document storage and retrieval purposes. NCTD’s implementation of DMS promotes collaboration across divisions, streamlines preparation of Board documents with customized workflows, reduces document duplication, and enables organized record- keeping while improving timely document access.

b. EMPLOYEE TRAINING AND DEVELOPMENT

NCTD’s current business model requires a staff with effective project management and contract management/oversight skills. With this shift in business practices, staff training and subject matter knowledge is essential to ensure the competency of workforce that will effectively carry out the mission of the District on a daily basis.

Through NCTD’s annual budget process, each division is allocated funds for training as necessary. Each division is responsible for developing and implementing employee training programs as necessary for staff development and retention in coordination with the Human Resources Department.

c. INDUSTRY PARTICIPATION AND LEADERSHIP

As part of each division’s development plan, each Division is allocated resources to participate in industry-wide events and conferences. Activities include participation in industry-related conferences and committees, such as those sponsored by the American Public Transportation Association (APTA), the California Association for Coordinated Transportation (CalACT), and the California Transit Association.

Industry experience and certifications are an important part of the hiring process and NCTD has an on-going commitment in engaging its staff in industry discussions to ensure the NCTD workforce is knowledgeable and applying the industry’s best practices.

SECTION 3 Capital and Operating Investment Priorities

This section outlines how NCTD develops, evaluates and prioritizes capital and operating investments. It also identifies the process through which service standards are applied in response to service requests, enabling the District to provide service in a way that respects the strategic framework.

3.1 SERVICE PLANNING AND OPERATIONS PLAN DEVELOPMENT

NCTD’s Planning Division takes steps to improve service by monitoring performance data, refining system integration between modes, and engaging with the local community and stakeholders to gain insight on service needs. These improvements feed into NCTD’s Service Implementation Plan (SIP), which lists projected hours, miles, and revenues for the upcoming year. The SIP reflects NCTD’s Operations Plan, a five-year outlook by mode based on projected service levels.

Several factors are considered in the development of service levels: population growth; current ridership patterns and route performance; planned developments of housing, schools, and employment centers; and others. Additionally, the Coordinated Plan, the regional short range transit plan developed by SANDAG, identifies gaps in transportation service for low income, elderly, and disabled individuals. NCTD coordinates with SANDAG to address those gaps.

NCTD’s Service Request Policy (Board Policy 22, included in Appendix F) outlines how a public or private entity may make service requests and the process through which NCTD evaluates those requests.

3.2 CAPITAL INVESTMENT CRITERIA

Both the current and future operating impact of capital projects is analyzed during the capital review and prioritization process. Projects submitted for consideration in the capital budget are ranked according to twelve criteria: safety and security, core transit beyond its useful life (replacement value), operating impact, travel time savings, support for the Regional Transportation Plan, ridership impact, types of service impacted, regulatory requirement, air quality, contractual commitment, and project readiness. The operating cost benefit criteria is based on the estimated benefits and savings of the project and are rated on a scale depending on the annual estimated benefit or cost savings. Baseline projects typically involve the replacement of vehicles and equipment which usually results in savings in materials and labor costs through the avoidance of excessive maintenance.

NCTD’s CIP program consists of projects necessary to support existing operations. These projects typically include the following:

 Periodic and systematic replacement of transit buses  Railroad right-of-way component replacements and improvements (i.e. track switches, grade crossings, rail, signal devices and crossties)  Periodic replacement of service vehicles  Replacement of support equipment (shop and garage, operating yard, transit way, and computer equipment)  Information technology enhancements  Bridge engineering and design

Each year, NCTD project managers submit projects to be considered for inclusion in the current and/or five-year CIP. To aide in this process, project managers identify specific projects that represent the

complete ongoing operational and infrastructure needs in line with the District’s business plan, and proactively identify projects that can mitigate any potential service and safety issues.

3.3 ECONOMIC BASED CONTINGENCY PLANS – SYSTEM SUSTAINABILITY

NCTD’s operations plan is based on revenue and expenditure predictions, including expected revenues received from state and local sales tax. If expected revenues do not fully materialize, or if revenues come in higher than predicted levels, NCTD has evaluation criteria in place to determine where to adjust costs to balance the budget (NCTD Board Policy No. 17 Budget Development).

Cost Containment Strategy

If revenues fall short of expected amounts, NCTD will implement cost containment measures to the operating and/or capital budgets to ensure a balanced budget in that year and in the future.

Operating Budget Impacts

NCTD has a cost containment plan that uses four measures to balance the budget and maintain a sustainable operating environment.

a. Internal cost containment. NCTD will consider and conduct an internal review of expenses and determine administrative budget cuts that can be made to reduce operating costs in the short and long term. b. New revenue sources. NCTD will explore new revenue sources from advertising and other mechanisms. c. Fare changes. SANDAG determines the fares for the region, which are specified in the comprehensive fare ordinance. SANDAG annually updates the comprehensive fare ordinance, at which time NCTD may make recommendations for fare changes. NCTD and SANDAG will evaluate the impact of proposed fare changes prior to implementation. d. Modification of services. If the first three items fail to produce a balanced budget, NCTD will look at service modification as a cost containment measure. This process will be vetted through the public participation process to determine where service modifications will have the least impact on the public and the greatest cost savings to NCTD. If such a severe reduction in service is necessary, the following principles will ensure a service plan that is reliable by developing and structuring a core service that is safe, convenient, consistently reliable, and sustainable.

1) FLEX service reduction/elimination i. As FLEX service is a coverage-based service for low demand areas, it is inherently NCTD’s least productive service. As such, it will be the first service eliminated should service modifications be required to balance the budget. 2) Maximize ridership based on utilization trends i. Evaluate all routes based on performance standards to identify underperforming routes ii. Assess service utilization (maximize ridership) to reduce associated potential revenue loss 3) Ensure access to key/critical activity centers and facilities (lifeline connections)

i. Access to jobs, medical facilities, social service agencies, and government facilities ii. Access in minority and low income access 4) Ensure compliance with federal regulations and mandates (e.g., Title VI and environmental justice considerations) i. Assess the benefits/burdens of changes on minority and low-income communities. Service quality characteristics to be monitored include waiting time, walking distance, and service availability in areas of high concentration of protected population segments 5) To the extent possible, maintain jurisdictional (geographic) service equity i. Route miles and service hours by jurisdiction ii. Change in route miles and service hours by jurisdiction iii. Maintain regional connections and rail to rail, bus to rail, and bus to bus transfers 6) Minimize paratransit impacts (LIFT service) i. Reduced LIFT service availability due to decreased service coverage (¾ mile buffer) i. Demand trends: identifying high concentrations of trips for potential flex service considerations. Capital Budget Impacts

The baseline of NCTD’s capital program is the replacement of vehicles and equipment, and funds will be prioritized according to the operating cost benefit criteria, as outlined in Section 9 of this report.

Cost Allocation Strategy

In the event that revenues amount to the high forecast range and are forecasted to remain at that level, NCTD will increase expenditures to balance the budget. If NCTD determines that adding service is the appropriate expenditure of excess funds, NCTD will use the following evaluation criteria to determine the most efficient way to add service.

Route Performance Analysis

Weekday  Evaluate all routes based on performance standards to identify high performing routes  Evaluate all routes for service utilization, and identify where high service utilization may warrant increasing service capacity Weekend  Evaluate transit network and identify where restoring or adding new service would increase connectivity of the system

Service Improvements Recommendations

Before making service recommendations, NCTD will consider impacts to peak vehicle requirements and operator availability. Based on route performance analysis, and within the context of service design guidelines, NCTD will make service improvement recommendations.

Weekday  Increase weekday peak period service frequency  Increase weekday midday service frequency Weekend  Add Saturday hourly service  Add Sunday hourly service

Capital Budget Impacts

If revenues come in at the high forecast range but are not expected to remain high, NCTD will consider moving the additional revenue into the capital program to fund one-time expenditures, taking into consideration funding requirements for operations and maintenance of additional capital expenditures.

SECTION 4 Existing System and Performance Trends

NCTD’s service design is consistent with a new network design and resource allocation priorities as defined in the 2011 Mobility Plan. This section provides an overview of the existing system of service provided by NCTD as of February 7, 2016; performance trends over the last five years; and key trends by service mode.

4.1 SYSTEM DESCRIPTION: SERVICE AREA

The NCTD network overlays extensive portions of a 1,020 square mile geographic area containing the cities of Carlsbad, Del Mar, Encinitas, Escondido, Oceanside, San Marcos, Solana Beach, and Vista, as well as unincorporated parts of San Diego County, extending to Fallbrook and the Camp Pendleton Marine Corps Base to the north, and Ramona to the east. Figure 4.1 displays the NCTD service network and the communities of North San Diego County. The communities served by NCTD are diverse in terms of population density and land use, which presents opportunities and challenges alike for public transportation. Much of the service area is suburban or rural in character, which can be difficult to serve with conventional fixed route bus service.

Figure 4.1: NCTD Service Network

4.2 SYSTEM DESCRIPTION: SERVICE MODES

Given the diverse travel patterns and challenging operating environment present in North San Diego County, NCTD’s multimodal system includes multiple types or modes of transit service to optimize the relationship between service quality, efficiency, and sustainability. Many arterial streets are designed to accommodate automobile travel with limited consideration of pedestrians and transit vehicles. As a result, NCTD maintains a focus on enhancing service quality and appropriate pricing to attract and maintain transit ridership. The system has evolved from its early years as a purely local bus system to a provider of integrated rail, bus, and specialized services operating in context of a regional transit network extending from San Diego to neighboring Orange and Riverside counties. NCTD currently operates five transit service modes:

COASTER commuter rail trains operate daily between OTC and the Santa Fe Depot in San Diego along a portion of the LOSSAN rail corridor. Five stations are situated within the NCTD service area: Oceanside, Carlsbad Village, Carlsbad Poinsettia, Encinitas, and Solana Beach. The COASTER is an important regional service designed to provide a viable commute alternative to driving the I-5 freeway between Oceanside and downtown San Diego. Customers who utilize this commuter rail service are primarily commuters during morning and evening rush hours, with a growing number of off-peak customers traveling for business and recreational purposes. COASTER trains are stored and maintained at the District’s Stuart Mesa facility on Camp Pendleton. In the fall of 2013, NCTD implemented the updated Rail 2 Rail program with Amtrak which offers six additional commuter rail trips between Oceanside and downtown San Diego. Currently, Transit America Services, Inc. operates and maintains NCTD’s COASTER service. Beginning on July 1, 2016, Bombardier Transportation USA, Inc. will be the contractor for the operation and maintenance of this service.

SPRINTER hybrid rail trains operate daily between ETC and OTC along a 22- mile alignment running parallel to the SR-78 freeway with 15 stations accommodating a wide range of trip purposes. The SPRINTER began operating in March 2008 using 12 DMU railcars. The use of DMU technology obviated the need for the overhead electric catenary system and significantly reduced the capital cost for the required infrastructure. The SPRINTER operates seven days per week. SPRINTER trains are stored and maintained at the District’s maintenance facility in Escondido. Currently, SPRINTER service is operated Transdev and maintained by Bombardier. Beginning on July 1, 2016, Bombardier Transportation USA, Inc. will be the contractor for the operation and maintenance of this service.

BREEZE conventional fixed route bus service operates daily on 36 routes across the NCTD service area. The bus network is built around six transit centers, four of which are located adjacent to key SPRINTER stations in Escondido, Oceanside, San Marcos, and Vista, as well two bus-only transit centers at San Luis Rey Transit Center and Plaza Camino Real Transit Center in Carlsbad. BREEZE routes also serve 5 COASTER stations and the 11 additional SPRINTER stations. BREEZE routes comprise four types:

 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.

 Core routes provide high frequency service to high density areas.

 Local routes provide circulation within communities and increasingly should accommodate short- distance feeder trips to and from SPRINTER and COASTER stations.

 Commuter routes provide targeted service primarily between rail stations and major employment locations, schools, and other institutions. These routes focus on niche ridership markets and generally do not require all-day service or constant service frequency.

 Rural/Non-Urban routes provide access to areas outside of the urbanized area. These routes are funded in part by FTA 5311 funds.

Currently, First Transit, Inc. is under contract with NCTD to operate and maintain BREEZE service.

FLEX is NCTD’s demand response service created to provide sustainable transit access to customers in lower density areas where conventional fixed route transit is unsustainable. Unlike BREEZE fixed routes, FLEX utilizes small buses operating within a defined zone to connect variable origins and destinations as requested by customers. Routes vary from day to day based on the itineraries requested by riders, and a flat fare is charged for any trip taken within the zone. Pick-up requests must be made by telephone at least 30 minutes before travel time desired. To date, FLEX has been deployed on four routes in Carlsbad, Encinitas, Solana Beach, and between Escondido and Ramona via San Pasqual Valley Road. Transfers to fixed routes are available for customers traveling beyond FLEX zone boundaries. Currently, First Transit, Inc. is under contract with NCTD to operate and maintain NCTD’s FLEX service.

LIFT is complementary paratransit service as required by the Americans with Disabilities Act (ADA) of 1990 for persons who are certified as eligible. Generally, service is available during the hours that BREEZE routes are operating. Travel is limited to origins and destinations located within ¾-mile of a BREEZE corridor or local bus route. Pickup requests must be made one or two working days before travel time desired. The fare for LIFT service is limited to twice the base fare for BREEZE service. Currently, First Transit, Inc. is under contract with NCTD to operate and maintain LIFT paratransit service.

OTHER SERVICES

COASTER-Amtrak R2R

In October 2013, NCTD and Amtrak implemented the updated Rail 2 Rail program. The program consists of six daily Amtrak trains making all COASTER stops. Passengers may ride these six trains with a valid COASTER fare, and Amtrak pass holders may ride any COASTER train with a valid Amtrak fare. The agencies reimburse the average COASTER fare: $4.26. The program results in a 25 percent increase in rail service for COASTER passengers without NCTD having to pay for additional COASTER trains. The popularity of the program is reflected in the ridership, which increases significantly during the summer months, consistent with COASTER ridership trends. See Appendix B: FY2015 Performance Details

Sorrento Valley COASTER Connection (SVCC)

SVCC Shuttles serve the Sorrento Valley COASTER Station during weekday peak periods. Under an existing Memorandum of Understanding (MOU) between NCTD and MTS, the service is operated by MTS via a contractor. NCTD and MTS equally share the operating cost. Additionally, NCTD pays MTS one dollar per passenger for the SVCC service which serves as the first mile/last mile connection between Sorrento Valley COASTER Station and surrounding major employment areas of Sorrento Mesa, Carroll Canyon, Torrey Pines, and University Town Center. Figure 4.2 shows the four SVCC routes, MTS Routes 972, 973, 978, and 979, which operate between eight (8) and ten (10) daily trips. See Appendix B: FY2015 Performance Details.

Figure 4.2 – Sorrento Valley COASTER Connection Routes

4.3 SERVICE SPAN AND FREQUENCY

Service span and frequency are key indicators of transit service quality. To be useful to those who depend on NCTD as their primary travel mode, system operating hours must be sufficient to accommodate early morning, late night, and weekend travel. Similarly, the frequency of service must be sufficient to limit customer wait times at bus stops, minimize overall transit travel times, and ensure flexibility of departure and arrival. Transit service frequencies vary by service mode and route consistent with differing demand levels around the service area. Table 4.1 displays the current frequencies for the modes and routes.

Table 4.1 - Service Span and Frequency

4.4 PERFORMANCE TRENDS

The level of service provided since 2012 has steadily increased due to the implementation of the Mobility Plan and consistent increase in LIFT ridership. The Mobility Plan, implemented over a three- year period beginning in August 2011 through February 2014, included the successful integration of BREEZE bus and SPRINTER rail service. As listed in Table 4.1, through FY2015, service miles, service hours, and ridership all increased. Notably, the increase in service miles and hours are partly attributed to BREEZE bus service (Mobility Plan and Wage Order No. 9 Regulations), while the SPRINTER was responsible for a significant portion of the ridership increase. LIFT paratransit operations increased in miles, hours, and ridership.

Table 4.1 – System Service Levels and Ridership – FY2012 – FY2016

Fiscal Year Revenue Miles % D Total Miles % D Revenue Hours % D Total Hours % D Ridership % D 2012 7,071,063 - 7,745,940 - 484,758 - 531,150 - 12,081,329 - 2013 7,623,930 7.3% 8,319,709 6.9% 542,303 10.6% 601,229 11.7% 12,133,052 0.4% SYSTEM 2014 7,817,031 2.5% 8,676,523 4.1% 549,813 1.4% 611,804 1.7% 12,528,480 3.2% 2015 8,517,482 8.2% 9,494,514 8.6% 614,133 10.5% 674,598 9.3% 12,646,036 0.9% 2016 (proj.) 8,546,162 0.3% 9,517,953 0.2% 619,240 0.8% 677,155 0.4% 12,198,515 -3.7%

RIDERSHIP As noted in the table above, NCTD ridership has exceeded 12 million since 2012, steadily rising to 12.6 million in 2015, a record for NCTD. Also illustrated is that NCTD has implemented sustained service levels in FY 2016 compared to FY 2015 and has seen a ridership drop of nearly 4 percent.

Transit ridership is positively and negatively impacted by a number of internal and external factors. Internal factors include but are not limited to fare rates, service levels, and service quality. External factors include but are not limited to economic, employment, fuel pricing, and congestion. The current trend toward declining ridership is largely driven by external factors in the regional and national economy, including reduced unemployment, lowered fuel prices, record automobile sales, and increased vehicle miles traveled. A comparable decline in ridership is occurring among other transit systems within the region and state, across the nation and throughout North America.

At the modal level, BREEZE ridership dropped steadily since the significant increase in FY 2013. This increase was due to the temporary suspension of SPRINTER service in the spring of 2013. COASTER ridership was steady from FY 2012 through FY 2015, carrying over 1.6 million riders. SPRINTER ridership increased every year, except FY 2013 due to the mentioned suspension of service. This steady increase is due in part to the successful integration with BREEZE bus service, a goal of the Mobility Plan. LIFT paratransit and FLEX demand response ridership increased every year from FY 2012 to FY 2015. For FY 2016, ridership on all modes is expected to drop, except LIFT paratransit service. Ridership for the system is anticipated to remain above 12 million.

Table 4.2 – Ridership by Mode – FY2012 – FY2016 RIDERSHIP FY2012 FY2013 FY2014 FY2015 FY2016 (Proj.) BREEZE 7,904,516 8,339,239 8,124,839 8,018,531 7,670,091 COASTER 1,624,211 1,629,196 1,673,816 1,641,525 1,572,952 SPRINTER 2,417,640 2,000,888 2,551,106 2,769,686 2,726,225 LIFT 130,384 145,039 154,162 184,845 203,910 FLEX 4,578 18,690 24,557 31,449 25,337 Total 12,081,329 12,133,052 12,528,480 12,646,036 12,198,515

47

ON-TIME PERFORMANCE The primary metric for service reliability is on-time performance (OTP). OTP is the percentage of the time that revenue buses and trains adhere to scheduled arrival/departure times as printed at stations and specified time points. OTP by mode between 2012 and 2016 is provided in Table 4.3. In 2013, NCTD transitioned from manually tracking BREEZE OTP to using the automatic vehicle locator system (AVL) on NCTD buses. This is the reason for the drop between 2012 and 2013, from 96.9 percent to 85.0 percent. Since that time, BREEZE OTP has moved toward the goal of 90 percent.

Table 4.3 – On-Time Performance by Mode – FY2012 – FY2016 ON-TIME PERFORMANCE 2012 2013 2014 2015 FY2016 (YTD) BREEZE 96.9% 85.0% 88.3% 89.2% 88.3% COASTER 95.6% 97.9% 96.8% 98.2% 95.2% SPRINTER 99.2% 98.5% 99.3% 99.2% 98.5% LIFT 91.6% 92.2% 93.8% 91.5% 91.9% FLEX 97.0% 96.0% 95.5% 96.1% 98.3%

COASTER OTP ranged from 95 percent to 98 percent, above the NCTD goal of 95 percent. SPRINTER service is NCTD’s most timely, operating on time at 98 percent of the time or better over the last five years. The OTP for NCTD’s LIFT paratransit service ranged from 91.5 percent to nearly 94 percent. Notably below the NCTD goal of 95 percent, NCTD Planning and Operations staff continues to work with NCTD’s contractor, First Transit, to improve LIFT OTP. FLEX OTP is performing above the goal of 95 percent. Entering into the 4th Quarter of FY2016, all modes are anticipated to exceed the respective OTP goals, except LIFT.

FAREBOX RECOVERY Fares are one of the main sources of revenue used to fund NCTD operations. Farebox recovery, or the fraction of operating expenses covered by fare revenues, is very important. This metric reveals NCTD costs which are not covered by fares that need to be covered by other means. The lower the farebox intake, the greater the demand placed on other revenue sources.

Table 4.4 – Farebox Recovery by Mode – FY2012 – FY2016 FAREBOX RECOVERY 2012 2013 2014 2015 FY2016 (YTD) BREEZE 19.5% 21.4% 19.7% 19.5% 16.4% COASTER 39.5% 38.4% 39.0% 37.5% 41.5% SPRINTER 19.2% 15.5% 18.4% 18.6% 21.3% LIFT 15.7% 14.1% 11.9% 9.3% 8.8% FLEX 14.4% 15.0% 12.3% 12.4% 8.1% System 23.9% 24.0% 23.5% 22.5% 20.8%

The premium fare on the COASTER allows this mode to recover a higher percentage of its operating cost. Since 2012, the farebox recovery on the COASTER ranged between 37.5 percent and 39.5 percent, and has a good chance of exceeding 40 percent in FY 2016. The farebox recovery for the BREEZE and SPRINTER services fall in the range of 18 percent and 21 percent, with the exception of 2013. Again, SPRINTER had a significant drop in this measure due to the temporary suspension. Farebox recovery on the SPRINTER has increased steadily since then and is poised to exceed 20 percent in FY 2016 while BREEZE may experience its lowest farebox recovery in five years due to the decrease in ridership described above. Farebox recovery for LIFT ranged between 9 percent and nearly 15 percent with the current FY 2016 below 9 percent. Farebox recovery on FLEX services has also steadily declined since 2013, from 15 percent to 12.4 percent. To date in FY 2016, the recovery on the suite of FLEX services sits at 8 percent.

48

For detailed performance for FY 2015 for all modes, see Appendix B – FY 2015 Performance Details

4.5 FY2016 SERVICE PLANNING ACTIVITIES

Service planning activities during FY 2016 included the implementation of three service bids and associated route productivity assessments, requisite analyses and recommendations for implemented demonstration services, a review of performance of NCTD’s FLEX services and rural routes and taking the lead on the oversight of NCTD’s LIFT service. The service planning team also coordinated with Operations and Finance staff on the data systems used by NCTD for the effective monitoring of service, National Transit Database (NTD) reporting, and day-to-day oversight of NCTD’s service contractors.

NCTD implemented three service bids on August 23, 2015, February 7, 2016 and on June 5, 2016. Changes made during the August bid included the implementation of recommendations from staff’s school tripper analysis which identified eleven school trippers for removal (5), extension (2), or transition to permanent, non-school trips (4). The recommended elimination of Demonstration Route 331, due to poor performance, was also effective with the August 2016 bid. The recommended elimination of Demonstration Routes 341 and 342, due to poor performance, took effect in the February 2016 bid along with minor route adjustments to improve on-time performance and connections with the SPRINTER. The June 2016 bid included the removal of school trippers for the summer and the implementation of Route 408 for direct service to the San Diego Fair from Escondido. See Appendix B for the performance of BREEZE routes based on NCTD’s service standards.

NCTD’s FLEX service was approved under the Mobility Plan with the condition that a farebox recovery rate of 50 percent would be achieved. After three years of service, the Service Planning team conducted a performance analysis (see Appendix B for FLEX performance details) to determine the viability of this service mode. Findings indicate that the 50 percent farebox recovery rate was never achieved due to several factors, including average fare and transition from the coordinated transportation services model. Staff continues to develop recommendations based on the findings within the scope of a broader study of service options in areas of low productivity, including rural areas. Recommendations for FLEX and rural services will be developed and finalized during FY2017 with an implementation timeframe of FY2018.

As NCTD’s most costly service per trip, the process for LIFT paratransit eligibility certification is under evaluation. Service planning is reviewing the industry practice of in-person appointments and functional assessments to ensure that eligibility for LIFT trips is based solely on a client’s functional ability to use the fixed route service. Studies indicate that a thorough eligibility determination process may identify a significant number of clients that can use fixed route service under certain conditions. A revised process that assesses conditional use via an in-person application process and includes functional assessments may drop the rate of approvals and reduce costs with more trips being moved to fixed route service.

NCTD service planning activities also included working with Operations and Finance staff to identify, evaluate, and assess the process of data collection and checking. Currently, NCTD deploys six data systems that collect, synthesize, and report data for system monitoring and reporting. Service planning staff will continue to coordinate with Operations and Finance staff to develop resident proficiency and redundancy in these data systems and develop processes and procedures to collect, synthesize, and report data as needed for NTD reporting and practical contract oversight. NCTD staff will also continue to monitor ridership trends on the NCTD system and other systems to identify trends, causal links and to bolster ridership where feasible.

49

4.6 KEY BUSINESS INITIATIVES

This section discusses some of the key business initiatives currently underway at NCTD. Along with high quality service implementation and continuous performance management, these initiatives are being implemented to meet the goals and objectives of the District outlined throughout this document. Key business initiatives shift over time as specific initiatives are implemented and new initiatives are developed to meet the priorities of District.

1. Implementation of Combined Rail Operations and Maintenance Contract

NCTD currently contracts out all rail operations, maintenance, and dispatching. There are four contracts in place at the moment: i. TASI-Responsible for the Operation of all COASTER trains, maintenance of all COASTER equipment, and maintenance of the Right-of-Way (ROW) (track, structures, and culverts) for both the San Diego Subdivision and the Escondido Subdivision. ii. Transdev-Responsible for the operations of all SPRINTER trains and the maintenance of all SPRINTER equipment. iii. HTSI-Responsible for dispatching all trains (COASTER, SPRINTER, Metrolink, Amtrak, BNSF, PacSun) over the San Diego and Escondido Subdivisions. iv. HTI-Responsible for the maintenance of the signals and communications devices on the San Diego and Escondido Subdivisions, as well as the maintenance of the dispatching equipment for both subdivisions. HTI is also currently installing PTC on the San Diego Subdivision as well as the COASTER rolling stock.

The TASI and Transdev contracts were both set to expire on the same date (July 1, 2016). In an effort to increase safety, improve service, lower costs, and streamline the management of the rail contract service, NCTD decided to roll all four contracts into one combined Rail Operations and Maintenance Contract. Safety will be increased due to the fact that there is one Contractor working on operating the railroad safely, with one unified safety message to all employees. The service will be improved because there is only one Contractor to hold accountable for the service, with no other Contractor to blame when service has degraded. One Contractor also allows the number of administrative staff to be cut, as the Contractor no longer needs the duplication of positions that two or more contracts required. Lastly, the work of the NCTD staff to properly perform oversight will be reduced, with only one Contractor to communicate with. This will allow NCTD staff to work more closely with the Contractor to keep the service at a high safety and performance level.

NCTD awarded the new contract to Bombardier Transportation at its regular board meeting in December 2015. Mobilization by Bombardier started on January 2nd, 2016. Bombardier will take over SPRINTER operations and maintenance, as well as Dispatching of the San Diego and Escondido Subdivisions on June 11th, 2016. Bombardier will take over COASTER operations and maintenance, as well as maintenance of the signals, track and structures, communications, and dispatching equipment on the San Diego and Escondido Subdivisions on June 18th, 2016.

50

2. Procurement of Combined Fixed Route, Specialized Transportation, and ADA Services Contract

NCTD’s existing contract with First Transit expires in June of 2017. In order to ensure that these core services are competitively bid and awarded in advance of the existing contract expiration, NCTD will be issuing a Request for Proposals for combined Fixed Route, Specialized Transportation, and ADA Services. Goals of this RFP will include achieving new ways to consolidate and reduce costs, and minimize risk to the District, while ensuring a sustainable, high quality of service and efficiency.

3. Procurement of Facilities Management and Equipment Contract

North County Transit District (NCTD) requires the services of a Facilities and Equipment Maintenance Contractor for maintenance of its rail operational facilities, transit centers, stations, and platforms. The majority of the scope of this contract is currently being performed under two separate contracts which expire on June 30, 2016 and June 30, 2017 respectively.

The proposed selected Contractor will transition responsibility in two phases, with Phase I commencing on July 1, 2016. Phase I Scope of Work includes the following: Maintenance of operational equipment, janitorial services and structural maintenance at COASTER rail operations facility, SPRINTER rail operations facility, Maintenance of Way facility, Layover Yard trailer, Santa Fe Depot and Old Town COASTER Station.

Phase II Scope of Work includes all of Phase I and janitorial and structural maintenance of all NCTD Transit Centers, COASTER Stations, and SPRINTER Stations. Phase I work commences on July 1, 2016. Phase II shall commence on July 1, 2017.

This Facilities and Maintenance contract is a seven year contract with one three-year option.

4. Enterprise Financial and Asset Management System Upgrade

JD Edwards EnterpriseOne (JDE) is the existing North County Transit District (NCTD) enterprise resource planning system (ERP) which supports NCTD financial, procurement, project and grant activities. JDE was first implemented at NCTD in early 2000, replacing a legacy financial system which was nearing obsolescence. A 2014 fit/gap assessment comparing JDE ERP functionality as implemented in 2000, to the new business process requirements under the current NCTD transit service model as effected in 2009, identified the strategic need for a significant JDE ERP reimplementation and upgrade. This reimplementation and upgrade would maximize cross-functional use of JDE at NCTD, support the critical business needs of the current NCTD transit service model, eliminate redundant systems and interfaces, and position the District to meet the US Department of Transportation State of Good Repair mandate under its MAP-21 legislation.

On July 31, 2015, NCTD entered into a five-year, Board-approved contract with Denovo Ventures, LLC to provide services supporting the JDE upgrade and reimplementation effort in two phases. Phase I documented the current state of the NCTD JDE ERP, and produced detailed project implementation and management plans for a JDE ERP reimplementation and upgrade. Authorization to proceed into Phase II, the execution of the Phase I project implementation and management plans, was given on May 6, 2016. It is contemplated that the JDE ERP reimplementation and upgrade will be completed within two (2) years.

51

5. Implementation of Integrated System Safety Program Plan

The NCTD Integrated Safety Management System Plan (ISMSP) serves as a guiding policy document describing the agency’s approach to managing risk and assuring the effectiveness of safety mitigations. It is based on the four pillars of the Safety Management Systems (SMS): 1) Safety Management Policy, 2) Safety Risk Management, 3) Safety Assurance, and 4) Safety Promotion.

The Federal Transit Administration (FTA) adopted SMS as the basis to improve the safety of public transportation as outlined in the Moving Ahead for Progress in the 21st Century Act (MAP-21) signed in July 2012. The ISMSP governs all NCTD employees and contractors and identifies the requirements, policies, procedures, inspections and programs for a comprehensive approach to safety management. The ISMSP is a living document subject to updates as required to meet the evolving safety needs of rail and bus operations and maintenance. It will maximize continuing safety by influencing the design and configuration of future growth in services and infrastructure. Though committed leadership, a robust safety culture and detailed management systems, NCTD’s ISMSP will provide a level of safety in transit service that exceeds industry standards for employees, contractors and the general public.

The ISMSP will be complete for all NCTD modes including recommended actions as delineated by the February 2016 SMS gap assessment by May 2017.

6. Implementation of SSEPP and ERP

The NCTD System Security and Emergency Preparedness Plan (SSEPP) is the agency’s high level planning and guidance document on the security resource deployment and operational strategy as well as the overall emergency preparedness and management program related to the operating modes (rail and bus) for the District. In accordance with Code of Federal Regulations (CFR’s) and California Public Utilities Commission General Orders (CPUC G.O.’s), the NCTD SSEPP is reviewed and updated on an annual basis or when significant changes occur in the operational environment for rail and bus. The updated SSEPP has been adopted for CY 2016 and has been implemented. Training on the content of the updated SSEPP will be provided to the NCTD Governing Board and to NCTD staff in June and July of 2016. The annual review process begins again in November of 2016 for the CY 2017 update.

The new NCTD Emergency Response Plan (ERP) is a first for the District. While NCTD has current emergency response and preparedness plans in place that are directly related to the rail and bus modes, it has not previously developed a plan on how to address emergencies that affect the District as an organizational entity. This plan is in final draft form and will be adopted in the new fiscal year (FY 2017). Review, update, and presentation of the NCTD ERP will be placed on the same calendar track as the SSEPP as both documents are closely associated. Training on the content of the new ERP will be provided to the NCTD Governing Board and to NCTD staff in June and July of 2016. The annual review process begins again in November of 2016 for the CY 2017 update.

52

7. Implementation of Microsoft Project Server and Sharepoint Project Management Solution

With NCTD’s current focus on project delivery, we are looking to implement an online project management solution to effectively share, manage, and communicate all project information. This solution will use commercial off-the-shelf software allowing a variety of vendors to assist with any configuration assistance NCTD may need in the future. It also leverages existing systems already owned by NCTD. When complete, the solution will provide visibility for all NCTD projects from high-level business intelligence dashboards that will provide overall analysis of the projects, down to a detailed level that will assist with resource management, budgets, and scheduling.

8. Rail Vision Study

NCTD and SANDAG have agreed to partner on the first phase of a new study that will examine the options and costs for integration of rail service between the SPRINTER, COASTER and other regional rail operators such as Amtrak and Metrolink. The primary purpose of the study will be to determine how NCTD could implement more frequent and convenient service and offer passengers more “one seat rides” between the different rail lines.

One of the central, driving projects that will be explored by this study is the potential to integrate SPRINTER and COASTER service by transitioning the SPRINTER service to Federal Railroad Administration (FRA) compliant vehicles that could also be operated on the coastal rail corridor. This would offer passengers a one-seat ride between the SPRINTER corridor to San Diego and other stations on the coastal rail line, and potentially provide for intercity rail to access cities along the SPRINTER corridor- and eventually the high speed rail station envisioned along the I-15. This approach considers State goals of increasing integration among intercity and regional rail, and could position NCTD and SANDAG for State level funding in the future.

The analysis will be phased, with this first phase focused on feasibility of rail integration – a high- level analysis of what it would take from a capital and operational cost standpoint, and the regulatory or other challenges that must be overcome. The study will also examine the benefits and challenges of integration which is anticipated to include more efficient use of the rail vehicles across the corridors and potentially a need for fewer total vehicles to run projected service levels.

The overarching goal is to attract more riders, decrease traffic, and improve mobility. The Rail Integration Study is intended as a significant step forward toward reaching that goal.

9. Implementation of E Learning System

NCTD has procured and implemented a comprehensive e-learning system that supports training via multiple platforms and allows interface with external and online courses. The new system, Training on the Move, which is provided by Great Learning Works, will allow the learning process to be more efficient and will streamline administrative tracking and reporting. Background: The E Learning System includes the following functionality: shall provide a system that includes on-line, in-person, webinar training; 3rd party training; tracking and reporting tools; and management of applicants. Below is additional detail: A. Customized Courses

53

NCTD shall add its own custom training content and/or third party courseware to the system for 24/7 access by Participants. Custom content features include: 1) Add an unlimited number of self-developed courses/third party courseware to the system, including, but not limited to, course objectives, outline, customized course number, and discipline. 2) Create courses that track attendance and allows participants to self-register for instructor led or self-study training events. 3) Add 3rd party linkage to regulatory courses with specific training and/or procedures. Courses may be assigned and viewed as a comprehensive course or individual modules. 4) Customize the Certificate of Completion with NCTD logo and instructors signature. 5) Create tests and evaluations for the custom content.

B. Department/Job Classification Training Ability to create, assign and track specific learning programs for departments or job classifications. For example, Code Enforcement Officers have a 12 month learning program designed to fully indoctrinate new employees into the job. This includes a hybrid of training conducted internally, externally and on the job.

C. Course Schedule 1) Provide a list of courses available for registration. 2) Ability to select or search for course by date or course name. 3) Provide calendar view of monthly training available upon log in.

D. Reporting and Tracking The e-Learning system provides a wide range of reporting and tracking functionality. Participants may securely access their personal transcripts online. Management will have the ability to review collected data and generate reports on: 1) Course Status- registered participants, started/not started, unfinished, in progress, finished. 2) Track time spent within course 3) Track attendance for courses, including those conducted via classroom, in-services or 3rd party.

Implementation: The system was rolled out to NCTD the week of May 9, 2016. Goals for FY 2017 include: A. Utilization of the system to register and track all NCTD employee training, including both live and online, as well on-site and off-site. B. Development of 10 custom training courses specific to NCTD operational needs. Expansion of the system to provide NCTD contractor employee with access for specified training courses

54

10. Financial Management Activities

NCTD is undertaking a review of the cost-effectiveness of some of its most costly and least productive services, including the FLEX on-demand service and BREEZE rural route service.

FY2015 data suggests that the FLEX service program is performing below standard. The farebox recovery for the FLEX service ranged from 7.9 percent to 28.5 percent, far below the adopted standard for this service. When compared with fixed-route service, using the metrics of passengers per hour and cost per passenger, the FLEX service performs poorly. FLEX carries 2.38 riders per hour as compared to an average of 15.51 riders per hour on BREEZE, and costs $20.07 per passenger compared to an average of $3.20 on BREEZE (riders per hour and cost per passenger vary by bus route type). Public transportation providers in areas such as Dallas Pinellas County, Florida, Atlanta, and San Francisco are partnering with transportation network companies (TNCs) like Uber and Lyft to help provide similar types of on-demand services at a lower cost to the agency. Similarly, NCTD staff will evaluate the sustainability of providing select rural routes. Trending as the least productive of all services due to the low density and route length, these routes are under review to determine the current trip markets being served and to identify alternative service plans that reflect the new demand patterns. NCTD will evaluating alternative service models for the FLEX and rural service in FY 2017 with an implementation timeline of FY2018.

Additionally, service planning staff is leading an evaluation of the current practices related to provision of ADA services indicates a need for NCTD to consider revising its process of ADA eligibility certification. Such revisions requiring include in-person appointments and functional assessments. According to FY2015 data, the rate of approval of applications for eligibility certification was over 97 percent. Of the 97 percent, approximately 34 percent have restricted eligibility, meaning they are certified for ADA paratransit service under certain conditions. A revised process may ensure that LIFT trips are being provided based on a client’s eligibility and verify that those individuals with restricted eligibility are using the fixed route service as they are able. A revised process for certification that includes in-person interviews and functional assessments may also discourage abuse in the application process and result in a drop in the rate of approvals and reduced costs with more trips being moved to fixed route service.

55

SECTION 5 Systemwide Operations Plan

This section presents NCTD’s five-year action plan for continuing investment in transit system operations and associated capital improvements through FY 2021. Recommendations are consistent with the long-term direction established in the 2011 Mobility Plan, which serves as the blueprint for sustainable service design and resource allocation to meet the needs of growing North San Diego County communities. The five-year plan also responds to performance trends from FY12 – FY16. In response to a slight ridership decline in FY16 and projected stabilization over the next five years, NCTD plans to sustain existing levels of service. Staff will continue to analyze system productivity to identify short-range and long-range service improvements.

5.1 SERVICE PLAN SUMMARY (FY 2017 – FY 2021)

Further service changes beyond FY 2016 are contingent upon several factors including defined productivity standards and targets, funding availability, and external factors affecting NCTD operating costs (e.g., fuel costs) and service area environment (e.g., employment growth and traffic congestion). Staff considers future service expansion within the context of local mobility needs in North San Diego County, including service derived from short- and long-range plans, which identify future service needs for the region, based on projected population growth, housing, and commercial development. A five- year projection of miles, hours, ridership, and passenger fares is provided in Table 5.1. Year-by-year descriptions of planned service changes are provided in the following sections.

Table 5.1: Planned System-wide Service Hours and Miles FY 2017 - FY 2021 FY 2017 FY 2018 FY 2019 FY 2020 FY 2021 Revenue Miles 8,567,413 8,671,463 8,780,714 8,895,429 9,100,380 Total Miles 9,521,631 9,636,467 9,757,044 9,883,649 10,105,530 Revenue Hours 625,607 631,619 637,931 644,559 653,574 Total Hours 683,061 690,144 697,582 705,392 716,011 Ridership 12,173,319 12,179,895 12,246,439 12,313,485 12,441,410 Fare Revenues $18,653,222 $22,332,236 $22,667,220 $23,007,228 $23,352,336

Consistency with regional plans is an underlying tenet of NCTD’s service planning effort. San Diego County’s short-range transit plan (known as the Coordinated Plan) is a five-year plan that contains a biennially updated list of specific gaps in the transportation system where individuals with disabilities, older adults, low-income individuals, and others are underserved by transit. NCTD is obligated to address unmet needs using the most cost-effective means available. Similarly, San Diego County’s long-term regional plan, the 2050 Regional Transportation Plan (RTP), identifies transit corridors that should receive increased transit service given growing population and increasing development. The RTP identifies the coastal corridor, which is served by COASTER and BREEZE Route 101, as well as the Mission Avenue/Santa Fe corridor (BREEZE Route 303) as warranting Rapid service in the future. The City of Encinitas completed a Transit Feasibility Study that recommends additional fixed route service, which NCTD will consider in the future. Vehicle fleet expansion is required to implement these service improvements. During the next five years NCTD will use the performance monitoring framework to reallocate existing resources where service is warranted.

Expanding the capacity of COASTER and SPRINTER is a key long-term objective for improving regional transit network effectiveness throughout North San Diego County. Currently, capacity of both rail lines is limited by the length of single-track segments, which limits the slot capacity of the line.

56

NCTD will increase COASTER capacity as discussed in Appendix A: Service Design Guidelines, using cost-effective methods that will have the biggest impact on ridership.

SPRINTER service levels will remain constant over the next five years. Increasing service frequency and adding express service requires additional track capacity. Additionally, service span will not deviate from baseline levels due to the fact that freight carriers operate daily between the hours of midnight and 3 a.m. The Federal Railroad Administration (FRA) stipulates that the SPRINTER must be temporally separated from heavy rail vehicles as to avoid any potential contact between heavy and light rail vehicles. NCTD has a shared-use agreement with BNSF allowing freight operations at night, which necessitates SPRINTER span of service remaining at current levels.

5.2 RAIL IMPROVEMENT PROGRAM

A long-term goal set forth in the SANDAG RTP, LOSSAN Strategic Implementation Plan, and California State Rail Plan is the increase of service levels on the coastal and inland rail corridors in San Diego County. In support of this goal, within the limits of capacity constraints (described in Appendix A) located on the corridor, NCTD analyzed alternative methods of providing enhanced rail service to San Diegans in the near- and mid-term. Currently, NCTD in a joint effort with SANDAG, is evaluating the feasibility of integrating rail service on the San Diego and Escondido subdivisions to improve operational efficiencies while providing direct local and commuter service. The study considers the operating plans as programmed in the San Diego Forward Regional Transportation Plan which includes a 20-minute peak frequency on the COASTER by year 2020, a 20-minute frequency on the SPRINTER by year 2025, and limited stop service in the SPRINTER corridor by 2035.

5.2.1 CAMP PENDLETON TRANSIT CENTER

In FY 2013, NCTD conducted a study that analyzed the potential for commuters, visitors, and residents to use transit services for travel to, from, and within Marine Corps Base Camp Pendleton. The study resulted in ridership forecasts, costs, and rail and bus operations plans for the construction of a rail station at Camp Pendleton. NCTD is likely to provide fixed route service that meets every train, similar to the Sorrento Valley COASTER Connection shuttles. NCTD is currently seeking funding for final design, environmental approvals and construction.

5.2.2 CONVENTION CENTER PLATFORM

NCTD is planning to construct a COASTER station to service special events near the Convention Center in downtown San Diego. Currently, passengers must alight at the Santa Fe Station and transfer to the MTS Trolley or walk up to 1.4 miles to their final destinations. The proposed station – a single- edge platform that would serve longer special event trains – would better accommodate current travel demand and a growing population in NCTD’s service area, increase NCTD’s revenue, and provide public benefits. This project is currently in the preliminary design phase. NCTD staff will continue working with partner agencies to refine the design concept and cost estimates for this project in the upcoming fiscal year.

5.2.3 SPRINTER FREQUENCY IMPROVEMENTS

The SPRINTER completed its fifth year of service in March 2013, and NCTD has developed multiple studies facilitating frequency enhancements on the rail line. Operational constraints were identified in the form of additional double tracking and crossovers needed to implement express service and 20- minute headways. Results of this study are summarized at the end of Section 5.

57

5.3 PROVIDING PARATRANSIT ALTERNATIVES

While NCTD’s LIFT service fulfills the mandate for ADA paratransit service, NCTD recognizes the need for elderly and disabled individuals to have transportation options in addition to paratransit. Those who live within the ¾-mile buffer around fixed route bus service are encouraged to use the fixed route system for some of their trips; NCTD incentivizes the use of fixed route options by paratransit-certified individuals by allowing those individuals to ride for free on the BREEZE and SPRINTER. However, because paratransit service is limited to areas within ¾-mile of fixed route service, individuals living outside of that buffer cannot use the service and must rely on alternative transportation provided by human services transportation providers, such as Facilitating Accessible Coordinated Transportation (FACT), or the emerging transportation network companies, such as Uber, or Lyft.

5.4 SERVICE CHANGE EFFECTS ON PERSONS WITH DISABILITIES AND OLDER ADULTS

NCTD is committed to addressing the unmet transportation needs among persons with disabilities and older adults as identified in SANDAG’s Coordinated Plan. Any changes proposed to BREEZE services will be reviewed specifically for consistency with the Coordinated Plan. Additionally, most changes to fixed route service will affect the provision of LIFT complementary paratransit service as required by ADA. Thus, changes in route alignment, span of service hours, and days of service will affect the availability of paratransit service.

 Route alignment: New routes and changes to existing routes will affect the ¾-mile buffer around those routes in which paratransit service is provided.  Service span: Increasing service span will increase the availability of hours to provide paratransit service.  Days of service: With the addition of Saturday and Sunday/holiday service, complementary paratransit will be made available.

NCTD recognizes the importance of evaluating the impact of fixed-route service changes on the provision of complementary paratransit service, and the effect that fixed-route changes may have on the paratransit budget.

NCTD maintains a fleet management plan for fixed route and paratransit/FLEX vehicles. NCTD monitors trip time of LIFT trips to ensure they are meeting the requirement that trips are not excessively long. As demand for paratransit service continues to increase as the population ages, NCTD will need to expand fleet to meet demand and ensure trip times are within regulation.

5.5 FY 2017 SYSTEMWIDE OPERATIONS PLAN – SERVICE IMPLEMENTATION PLAN

5.5.1 PROPOSED FY2017 CHANGES

This section details NCTD’s FY 2017 Service Implementation Plan (SIP), which is a requirement per the Master MOU between NCTD and SANDAG.

As stated at the beginning of the Section, BREEZE service for FY 2017 shall remain at levels comparable to the previous fiscal year. This follows the successful implementation of the Mobility Plan, where mileage increased from 5,244,849 in 2011 to 5,646,805 in 2014, an increase of almost eight percent.

58

NCTD will maintain the COASTER level of service set forth in FY 2016. Capacity improvement projects will be completed during this time frame which will increase the reliability of COASTER operations given the current construction underway in the corridor and reduce the occurrence of COASTER trains being impacted when other carriers have service issues. The Rail 2 Rail service will continue through FY 2017. SPRINTER operations will remain at the current level of service.

FLEX service will continue as a weekday community-based service to Carlsbad Poinsettia, Encinitas, and Solana Beach COASTER stations and along San Pasqual Road, providing a vital link between Ramona and Escondido. In FY 2017, NCTD will identify potential alternative models that meet first/last mile mobility needs associated with the FLEX service. The planned service levels below assume continued service of the FLEX system under the current model.

NCTD will continue to provide LIFT service to ADA paratransit-eligible individuals. The FY 2017 level of planned service hours and miles are shown below in Table 5.2.

Table 5.2: FY 2017 Level of Planned Service Hours and Miles Fiscal Year 2017 Vehicle Revenue Total Vehicle Revenue Total Fare Ridership Miles Miles Hours Hours Revenue COASTER 280,508 295,301 6,825 8,032 1,572,952 $6,842,342 SPRINTER 520,762 522,514 23,671 23,788 2,724,087 $2,942,013 BREEZE/FLEX 5,685,159 6,407,113 474,878 509,568 7,657,077 $8,009,590 LIFT 2,080,985 2,296,704 120,233 141,673 219,203 $859,276

5.5.2 SYSTEMWIDE FY 2017 IMPACTS

In FY 2017, NCTD will maintain service levels across BREEZE, COASTER, SPRINTER and FLEX. Ridership is projected to be sustained or drop. BREEZE and SPRINTER will decrease by 0.5 percent and 0.08 percent, respectively. LIFT service is expected to continue to increase by 7.5 percent, a lower rate than FY 2016 as demand reaches capacity during peak times.

5.6 FY 2018 SYSTEMWIDE OPERATIONS PLAN

5.6.1 PROPOSED FY 2018 CHANGES

NCTD will maintain the BREEZE, COASTER, SPRINTER, and FLEX level of service from the prior year. LIFT will continue to increase. The FY 2018 level of planned service hours and miles are shown below in Table 5.3.

Table 5.3: FY 2018 Level of Planned Service Hours and Miles Fiscal Year 2018 Vehicle Revenue Total Vehicle Revenue Total Fare Ridership Miles Miles Hours Hours Revenue COASTER 280,508 295,301 6,825 8,032 1,572,952 $7,868,693 SPRINTER 520,762 522,514 23,671 23,788 2,724,087 $3,383,315 BREEZE/FLEX 5,685,159 6,407,113 474,878 509,568 7,657,077 $10,325,341 LIFT 2,185,034 2,411,539 126,245 148,756 225,779 $988,167

59

5.6.2 SYSTEMWIDE FY 2018 IMPACTS

With service levels maintained at FY 2016 levels, ridership across all modes except LIFT is expected to be flat. LIFT will increase at a rate of three percent.

5.7 FY 2019 SYSTEMWIDE OPERATIONS PLAN

5.7.1 PROPOSED FY 2019 CHANGES

NCTD will maintain the BREEZE, COASTER and SPRINTER level of service from the prior year. LIFT and FLEX service will continue to increase. The FY 2019 level of planned service hours and miles are shown below in Table 5.4.

Table 5.4: FY 2019 Level of Planned Service Hours and Miles Fiscal Year 2019 Vehicle Revenue Total Vehicle Revenue Total Fare Ridership Miles Miles Hours Hours Revenue COASTER 280,508 295,301 6,825 8,032 1,580,817 $7,868,693 SPRINTER 520,762 522,514 23,671 23,788 2,737,707 $3,383,315 BREEZE/FLEX 5,685,159 6,407,113 474,878 509,568 7,695,363 $10,479,355 LIFT 2,294,286 2,532,116 132,557 156,194 232,553 $988,167

5.7.2 SYSTEMWIDE FY 2019 IMPACTS

As service levels are sustained at FY 2016 levels, ridership is projected to increase by 0.5 percent across all modes, except LIFT due to population growth and activity. LIFT will continue to increase at a rate of three percent.

5.8 FY 2020 SYSTEMWIDE OPERATIONS PLAN

5.8.1 PROPOSED FY 2020 CHANGES

In FY 2020, NCTD will maintain the COASTER, SPRINTER, BREEZE, and FLEX service levels operated in FY 2016. LIFT and services will continue to grow moderately, but steadily. The FY 2020 level of planned service hours and miles are shown below in Table 5.5.

Table 5.5: FY 2020 Level of Planned Service Hours and Miles Fiscal Year 2020 Vehicle Revenue Total Vehicle Revenue Total Fare Ridership Miles Miles Hours Hours Revenue COASTER 280,508 295,301 6,825 8,032 1,588,721 $7,868,693 SPRINTER 520,762 522,514 23,671 23,788 2,751,395 $3,383,315 BREEZE/FLEX 5,685,159 6,407,113 474,878 509,568 7,733,839 $10,635,679 LIFT 2,409,000 2,658,722 139,185 164,004 239,529 $988,168

5.8.2 SYSTEMWIDE FY 2020 IMPACTS

Still operating at FY 2016 service levels, ridership will continue to increase on all modes at the same rates projected for FY2019 due to population growth and activity.

60

5.9 FY 2021 SYSTEMWIDE OPERATIONS PLAN

5.9.1 PROPOSED FY 2021 CHANGES

As the same service levels for BREEZE, SPRINTER and FLEX are projected to remain the same, COASTER service levels are expected with the implementation of a 20-minute peak frequency during peak hours while LIFT is projected to increase by three percent in hours and miles as the population continues to age. The FY 2021 level of planned service hours and miles, and ridership and revenues are shown below in Table 5.6.

Table 5.6: FY 2021 Level of Planned Service Hours and Miles Fiscal Year 2021 Vehicle Revenue Total Vehicle Revenue Total Fare Ridership Miles Miles Hours Hours Revenue COASTER 365,009 384,245 8,881 10,451 1,604,608 $7,868,694 SPRINTER 520,762 522,514 23,671 23,788 2,778,909 $3,383,315 BREEZE/FLEX 5,685,159 6,407,113 474,878 509,568 7,811,178 $10,794,348 LIFT 2,529,450 2,791,658 146,144 172,204 246,715 $988,168

5.9.2 SYSTEMWIDE FY 2021 IMPACTS

With the increased peak frequency on the COASTER and the integrated structure of NCTD’s service, ridership is projected to increase by one percent across all modes except LIFT, which maintains a consistent increase of three percent.

5.10 FY 2022 – FY 2026 SERVICE DEVELOPMENT THEMES

NCTD will expect to further refine the multi-modal transit system while making increased use of intelligent transportation systems technologies to monitor service delivery and compile running performance data and ridership counts. Key development themes include the following:

5.10.1 RAIL FREQUENCY IMPROVEMENTS

The RTP and Transnet operating plan states that by 2020 COASTER peak frequency will increase to 20 minutes, and off-peak frequency will increase to 120 minutes. SANDAG manages the construction of multiple capacity improvement projects on the ROW to ensure sufficient capacity to operate higher frequencies (included as Appendix H). In the interim, NCTD will monitor the outcomes of rail improvement program initiatives to determine the most cost effective way to meet the goal of increased frequencies on the COASTER by 2020.

5.10.2 INFILL PROPERTY DEVELOPMENT

Possibly the biggest influence on transit system productivity is land use in the service area. On a monthly basis NCTD receives numerous requests for development review of infill and property developments in the service area. As these developments come on line, they will both add new areas of possible ridership and change the demographics of older developed areas as people relocate. NCTD is actively working with cities and towns to ensure that the proper infrastructure is in place to connect

61

these new destinations to the network as resources permit, and studying ways to integrate the destinations with services that meet minimum productivity standards.

5.10.3 SPRINTER DOUBLE TRACKING AND EXPRESS SERVICE

Increases in service frequency on the SPRINTER are a part of NCTD’s intermediate and long-range plans to address projected increases in rider demand. Intermediate plans include implementing an express service and increasing SPRINTER service frequencies to every 20 minutes. These service improvements require infrastructure improvements due to the single track segment constraints. These improvements include increases in double tracking and construction of crossovers as appropriate. They also require the purchase of additional SPRINTER vehicle(s) and potentially new or expanded maintenance facilities. As mentioned above, NCTD is currently assessing the feasibility of integrating the rail service on the San Diego and Escondido subdivisions in the context of the adopted regional transportation plan. The assessment shall identify the vehicle and facility requirements as well as the infrastructure improvements needed to operate direct rail service from Escondido to Sorrento Valley, downtown San Diego, and to destinations north of Oceanside.

5.11 LONG TERM SERVICE PLANS

Long-term plans include double-tracking certain segments of the COASTER and SPRINTER rail lines to enable improved service frequencies and greater system capacity. On the bus side, NCTD will strategically deploy BREEZE fixed route services to improve feeder access to the rail network. Meanwhile, supportive changes to operating schedules, fare collection methods and technology, customer information, and accessibility of facilities will help to achieve seamless integration into the regional transit system.

62

SECTION 6 Operating Budget

The purpose of this section is to highlight the long-term implications of operating revenues and expenditures for the organization that are needed to support core functions and to achieve the goals identified in previous sections of the Plan. This section provides three forecasts through FY 2026, with revenue and expense assumptions primarily driven by low, medium, and high grant revenue forecasts. By using three different scenarios for revenues and expenditures, NCTD ensures a balanced budget will be maintained regardless of the economic environment and realization of grant revenues.

6.1 BUDGET POLICIES AND CONTROLS

NCTD’s budget policies are governed by NCTD Board Policy Number 17, “Budget Development.” This policy ensures that proper procedures and controls are followed in the development and implementation of the annual operating budget and capital improvement program. This policy covers the basis of accounting and financial principles, budget development guidelines and conditions, budget development procedures, budget monitoring, and budget controls.

Grant Revenue Forecasts NCTD utilizes grant revenue forecasts to produce operating and capital budgets. The following grant revenue forecasts are primarily based on SANDAG’s transit revenue estimates for TDA and TransNet. The high and low ranges are determined by beginning with the prior year midpoint, applying the estimated growth rate for the current year, and then adding and subtracting the confidence interval range from the midpoint. For STA, federal, and other state and local funding sources, judgmental reductions or increases are applied for the high and low ranges. The Federal Register provides the apportionments for the federal programs and is subject to legislation. The State Controller’s Office is responsible for providing the estimates in January for each year. See Section 8.2 for more information about grant revenue. General Assumptions – All Revenue Forecasts In creating the 10-year operating budget, NCTD considers several assumptions. The following assumptions were included in all three of the operating forecast budgets:  Other operating revenue increases at 2 percent based on contractual pricing indexes for rail right of way shared use agreements with BNSF and Amtrak, anticipated advertising revenues, and real estate leases.  Fuel price increases are based on the U.S. Department of Energy forecasts.  BREEZE purchased transportation is based on projected revenue hours and the contractual rates under the First Transit contract until FY 2017; subsequent estimates are based on the prior year percentage increase.  LIFT purchased transportation is based on projected passenger trips based on the expected growth of the aging population and the contractual rates under the Agreement for Paratransit Services between NCTD and First Transit to be effective until FY 2017; subsequent estimates are based on the prior year percentage increase.  COASTER purchased transportation is based on the costs identified under the contract with Bombardier, effective January 1, 2016 until FY 2023 with the option to extend until FY 2026.  SPRINTER purchased transportation is based on the costs identified under the new contract with Bombardier, effective January 1, 2016 until FY 2023 with the option to extend until FY 2026.

63

Option Based Assumptions – Low-Range, Mid-Range and High-Range Operating Budget Forecasts

Assumptions for the mid- and high-range operating budget forecasts are the same. The low-range forecast differs in regard to funds allocated for professional services and salaries and wages categories. All three forecasts are based off the service levels presented in Section 4. Each budget differs in annual surplus; per Section 3, the operating budget surplus is allocated to the capital program. Ridership forecasts are conservative and based on SANDAG’s projected population increases for North San Diego County. Specifically, COASTER ridership is based on anticipated increases in fuel prices and business development, SPRINTER ridership is based on increases in college enrollment and decreases in unemployment, and BREEZE and FLEX ridership is based on refinement of service. LIFT ridership will continue to increase as the elderly and disabled population increases in North San Diego County. Other expenses increase at 3 percent based on the All Urban Consumers, US City Average.2

Following are the specific changes made in the in all three budget forecasts, shown in Table 6.1.

Table 6.1: Low-, Mid- and High-Range Budget Forecast Changes FY 2017 – FY 2026 FY FY FY FY FY FY FY FY FY FY Summary 2017 2018 2019 2020 2021 2022 2023 2024 2025 2026 Service Levels BREEZE/FLEX -1.0% 0.0% 0.0% 0.0% 0.0% 0.0% 0.0% 0.0% 0.0% 0.0% COASTER 0.9% 0.0% 0.0% 0.0% 30.1% 0.0% 0.0% 0.0% 0.0% 0.0% SPRINTER 0.1% 0.0% 0.0% 0.0% 0.0% 0.0% 0.0% 0.0% 0.0% 40.9% LIFT 3.7% 5.0% 5.0% 5.0% 5.0% 5.0% 5.0% 5.0% 5.0% 5.0% Ridership BREEZE/FLEX 0% 0.0% 0.5% 0.5% 1.0% 3.0% 3.0% 3.0% 3.0% 3.0% COASTER 0.5% 0.0% 0.5% 0.5% 1.0% 3.0% 3.0% 3.0% 3.0% 3.0% SPRINTER 0% 0.0% 0.5% 0.5% 1.0% 3.0% 3.0% 3.0% 3.0% 3.0% LIFT 7.5% 3.0% 3.0% 3.0% 3.0% 3.0% 3.0% 3.0% 3.0% 3.0%

Option Based Assumptions – Low-Range Revenue Forecasts

As stated above, NCTD utilized the cost containment strategy presented in Section 3 to maintain a balanced budget amid a low grant revenue forecast. Under a scenario of reduced grant revenues, service levels will remain the same as the mid and high budgets. This budget scenario maintains a contingency fund in all but two years, and a $17 million minimum capital program. The summary of the proposed cost containment initiatives is shown in Table 5.2.

Table 6.2: Proposed Cost Containment Initiatives FY 2017 – FY 2026 Internal Cost FY FY FY FY FY FY FY FY FY FY Containment Measures 2017 2018 2019 2020 2021 2022 2023 2024 2025 2026 Professional Services - 3.28% 1.5% 1.5% 1.5% 1.5% 1.5% 1.5% 1.5% 1.5% Wages and Salaries - 1.5% 1.5% 1.5% 1.5% 1.5% 1.5% 1.5% 1.5% 1.5%

2 All Urban Consumers refers to the Consumer Price Index developed by the Bureau of Labor Statistics.

64

Low-Range Grant Revenue Forecast

NCTD prepared the low-range budget utilizing internal cost containment initiatives (see Section 3) to maintain a balanced budget. Rather than growing at 3 percent per year, professional service and wages and salaries are reduced or held constant in some years to balance the budget.

Mid-Range Grant Revenue Forecast

This is a conservative approach based on SANDAG’s forecasting methodology. This forecast allows NCTD to continue the capital and operating investment strategies discussed in Section 3.

High-Range Grant Revenue Forecast

The high-range forecast is based on a full economic recovery and provides a very positive surplus. Should this scenario occur, NCTD will invest surplus operating funds in the capital program as discussed in Section 3.

See Tables 6.3 to 6.5 for the grant revenue 10-year operating forecasts for low, mid, and high, respectively.

65

Table 6.3: Low-Range Grant Revenue 10-Year Operating Forecast

FY 2017 FY 2018 FY 2019 FY 2020 FY 2021 FY 2022 FY 2023 FY 2024 FY 2025 FY 2026 REVENUES Passenger Fares $ 18,653,222 $ 18,653,222 $ 18,653,222 $ 18,653,222 $ 18,653,222 $ 18,653,222 $ 18,653,222 $ 18,653,222 $ 18,653,222 $ 18,653,222 Other Operating Revenue 12,552,280 12,865,813 $ 13,251,787 $ 13,649,341 $ 14,058,821 $ 14,269,704 $ 14,483,749 $ 14,701,005 $ 14,921,520 $ 15,145,343 Subtotal Operating Revenue 31,205,502 31,519,035 31,905,009 32,302,563 32,712,043 32,922,926 33,136,971 33,354,227 33,574,742 33,798,565

TDA Sales Tax 33,847,629 33,339,915 32,839,816 32,347,219 31,862,010 31,384,080 30,913,319 30,449,619 29,992,875 29,542,982 Transnet 12,842,000 13,423,000 13,980,000 14,564,000 15,176,000 15,403,640 15,634,695 15,869,215 16,107,253 16,348,862 FTA 18,792,357 20,293,490 18,784,249 20,562,035 15,808,680 16,045,810 16,286,497 16,530,795 16,778,757 17,030,438 STA 4,770,311 4,770,311 4,770,311 4,770,311 4,770,311 4,770,311 4,770,311 4,770,311 4,770,311 4,770,311 Other State & Local 411,177 411,177 411,177 411,177 411,177 411,177 411,177 411,177 411,177 411,177 Subtotal Grant Revenue 70,663,474 72,237,893 70,785,553 72,654,742 68,028,178 68,015,018 68,015,999 68,031,117 68,060,373 68,103,770

Investment Income 150,000 150,000 150,000 150,000 150,000 150,000 150,000 150,000 150,000 150,000 Gain or Loss on Assets ------Additional Funds from CIP - - 4,400,666 2,916,736 7,930,564 8,553,723 9,183,924 9,821,335 10,466,129 11,248,477 Carry Forward from Prior Year 2,796,347 1,649,117 ------Subtotal of Non-Operating Revenue 2,946,347 1,799,117 4,550,666 3,066,736 8,080,564 8,703,723 9,333,924 9,971,335 10,616,129 11,398,477

TOTAL REVENUES 104,815,323 105,556,045 107,241,228 108,024,041 108,820,786 109,641,667 110,486,894 111,356,679 112,251,244 113,300,812

EXPENSES Salaries & Wages 10,123,392 10,123,392 9,971,541 9,821,968 9,674,639 9,529,519 9,386,576 9,245,778 9,107,091 8,970,485 Fringe Benefits 5,461,992 5,461,992 5,380,062 5,299,361 5,219,871 5,141,573 5,064,449 4,988,482 4,913,655 4,839,950 Professional Services 9,038,384 7,858,167 7,740,294 7,624,190 7,509,827 7,397,180 7,286,222 7,176,929 7,069,275 6,963,236 Materials & Supplies 5,390,752 6,196,352 7,229,297 7,337,737 7,447,803 7,559,520 7,672,913 7,788,006 7,904,826 8,023,399 Utilities 2,486,356 2,551,252 2,589,521 2,628,364 2,667,789 2,707,806 2,748,423 2,789,649 2,831,494 2,873,966 Casualty & Liability 3,972,700 3,752,700 3,808,991 3,866,125 3,924,117 3,982,979 4,042,724 4,103,365 4,164,915 4,227,389 Purchased Transportation 741,792 805,981 818,071 830,342 842,797 855,439 868,270 881,294 894,514 907,932 Taxes 65,243,200 66,545,517 67,543,700 68,556,855 69,585,208 70,628,986 71,688,421 72,763,747 73,855,204 74,963,032 Advertising & Miscellaneous 607,177 596,903 605,856 614,944 624,168 633,531 643,034 652,679 662,469 672,406 Expense Reclass/Reimbursements Debt Service 990,500 890,000 770,000 650,000 520,000 390,000 260,000 130,000 - - Leases & Rentals 659,077 673,789 683,896 694,154 704,567 715,135 725,862 736,750 747,801 759,018 TOTAL EXPENSES BEFORE CONTINGENCY 104,715,322 105,456,045 107,141,229 107,924,040 108,720,785 109,541,667 110,386,894 111,256,680 112,151,244 113,200,812

ANNUAL (SURPLUS)/DEFICIT BEFORE CONTINGENCY 100,000 100,000 100,000 100,000 100,000 100,000 100,000 100,000 100,000 100,000 CONTINGENCY 100,000 100,000 100,000 100,000 100,000 100,000 100,000 100,000 100,000 100,000 ANNUAL SURPLUS/(DEFICIT) 0 0 0 0 0 0 0 0 0 0

BASE CAPITAL PLAN $ 18,394,455 $ 18,049,368 $ 21,091,525 $ 17,848,930 $ 24,472,538 $ 25,000,000 $ 25,000,000 $ 25,000,000 $ 25,000,000 $ 25,000,000

Total Grant Revenue 89,057,929 90,287,261 91,877,078 90,503,672 92,500,716 93,015,018 93,015,999 93,031,117 93,060,373 93,103,770

Percent of Grants to Costs 67.5% 68.5% 66.1% 67.3% 62.6% 62.1% 61.6% 61.1% 60.7% 60.2%

66

Table 6.4: Mid-Range Grant Revenue 10-Year Operating Forecast

FY 2017 FY 2018 FY 2019 FY 2020 FY 2021 FY 2022 FY 2023 FY 2024 FY 2025 FY 2026 REVENUES Passenger Fares $ 18,653,222 $ 22,332,236 $ 22,667,220 $ 23,007,228 $ 23,352,336 23,356,622 23,688,384 24,030,098 24,382,063 24,502,905 Other Operating Revenue 12,552,280 12,865,813 $ 13,251,787 $ 13,649,341 $ 14,058,821 $ 14,480,586 $ 14,915,003 $ 15,362,454 $ 15,823,327 $ 16,298,027 Subtotal Operating Revenue 31,205,502 35,198,049 35,919,007 36,656,569 37,411,158 37,837,208 38,603,387 39,392,551 40,205,391 40,800,932

TDA Sales Tax 33,847,629 32,473,588 33,213,201 37,147,449 37,121,196 37,678,014 38,243,184 38,816,832 39,399,084 39,990,071 Transnet 12,842,000 13,423,000 13,980,000 14,564,000 15,176,000 15,403,640 15,634,695 15,869,215 16,107,253 16,348,862 FTA 18,792,357 20,293,490 18,784,249 20,562,035 15,808,680 16,045,810 16,286,497 16,530,795 16,778,757 17,030,438 STA 4,770,311 4,770,311 4,770,311 4,770,311 4,770,311 4,770,311 4,770,311 4,770,311 4,770,311 4,770,311 Other State & Local 411,177 411,177 411,177 411,177 411,177 411,177 411,177 411,177 411,177 411,177 Subtotal Grant Revenue 70,663,474 71,371,566 71,158,938 77,454,972 73,287,364 74,308,952 75,345,864 76,398,330 77,466,582 78,550,859

Investment Income 150,000 150,000 150,000 150,000 150,000 150,000 150,000 150,000 150,000 150,000 Gain or Loss on Assets ------Carry Forward from Prior Year 2,796,347 - 953,878 - 326,802 407,492 157,606 - - - Subtotal of Non-Operating Revenue 2,946,347 150,000 1,103,878 150,000 476,802 557,492 307,606 150,000 150,000 150,000

TOTAL REVENUES 104,815,323 106,719,615 108,181,823 114,261,541 111,175,323 112,703,652 114,256,857 115,940,881 117,821,973 119,501,791

EXPENSES Salaries & Wages 10,123,392 10,275,243 10,429,372 10,585,812 10,744,599 10,905,768 11,069,355 11,235,395 11,403,926 11,574,985 Fringe Benefits 5,461,992 5,543,922 5,627,081 5,711,487 5,797,159 5,884,116 5,972,378 6,061,964 6,152,893 6,245,187 Professional Services 9,038,384 7,858,167 7,976,040 8,095,680 8,217,115 8,340,372 8,465,478 8,592,460 8,721,347 8,852,167 Materials & Supplies 5,390,752 6,196,352 7,229,297 7,337,737 7,447,803 7,559,520 7,672,913 7,788,006 7,904,826 8,023,399 Utilities 2,486,356 2,551,252 2,589,521 2,628,364 2,667,789 2,707,806 2,748,423 2,789,649 2,831,494 2,873,966 Casualty & Liability 3,972,700 3,752,700 3,808,991 3,866,125 3,924,117 3,982,979 4,042,724 4,103,365 4,164,915 4,227,389 Purchased Transportation 741,792 805,981 818,071 830,342 842,797 855,439 868,270 881,294 894,514 907,932 Taxes 65,243,200 66,545,517 67,543,700 68,556,855 69,585,208 70,628,986 71,688,421 72,763,747 73,855,204 74,963,032 Advertising & Miscellaneous 607,177 596,903 605,856 614,944 624,168 633,531 643,034 652,679 662,469 672,406 Expense Reclass/Reimbursements Debt Service 990,500 890,000 770,000 650,000 520,000 390,000 260,000 130,000 - - Leases & Rentals 659,077 673,789 683,896 694,154 704,567 715,135 725,862 736,750 747,801 759,018 TOTAL EXPENSES BEFORE CONTINGENCY 104,715,322 105,689,825 108,081,823 109,571,500 111,075,323 112,603,652 114,156,857 115,735,310 117,339,390 119,099,481

ANNUAL (SURPLUS)/DEFICIT BEFORE CONTINGENCY 100,000 1,029,790 100,000 4,690,041 100,000 100,000 100,000 205,571 482,583 402,310 CONTINGENCY 100,000 100,000 100,000 100,000 100,000 100,000 100,000 100,000 100,000 100,000 ANNUAL SURPLUS/(DEFICIT) 0 929,790 0 4,590,041 0 0 0 105,571 382,583 302,310

BASE CAPITAL PLAN $ 18,394,455 $ 18,049,368 $ 21,091,525 $ 17,848,930 $ 24,472,538 $ 25,000,000 $ 25,000,000 $ 25,000,000 $ 25,000,000 $ 25,000,000

Total Grant Revenue 89,057,929 89,420,934 92,250,463 95,303,902 97,759,902 99,308,952 100,345,864 101,398,330 102,466,582 103,550,859

Percent of Grants to Costs 67.5% 67.5% 65.8% 70.7% 66.0% 66.0% 66.0% 66.0% 66.0% 66.0%

67

Table 6.5: High-Range Grant Revenue 10-Year Operating Forecast

FY 2017 FY 2018 FY 2019 FY 2020 FY 2021 FY 2022 FY 2023 FY 2024 FY 2025 FY 2026 REVENUES Passenger Fares $ 18,653,222 $ 22,332,236 $ 22,667,220 $ 23,007,228 $ 23,352,336 24,524,454 24,872,803 25,231,603 25,601,167 25,981,817 Other Operating Revenue 12,552,280 12,865,813 $ 13,251,787 $ 13,649,341 $ 14,058,821 $ 14,480,586 $ 14,915,003 $ 15,362,454 $ 15,823,327 $ 16,298,027 Subtotal Operating Revenue 31,205,502 35,198,049 35,919,007 36,656,569 37,411,158 39,005,039 39,787,806 40,594,056 41,424,494 42,279,844

TDA Sales Tax 33,847,629 32,473,588 33,213,201 37,147,449 37,121,196 37,678,014 38,243,184 38,816,832 39,399,084 39,990,071 Transnet 12,842,000 13,423,000 13,980,000 14,564,000 15,176,000 15,403,640 15,634,695 15,869,215 16,107,253 16,348,862 FTA 18,792,357 20,293,490 18,784,249 20,562,035 15,808,680 16,045,810 16,286,497 16,530,795 16,778,757 17,030,438 STA 4,770,311 4,770,311 4,770,311 4,770,311 4,770,311 4,770,311 4,770,311 4,770,311 4,770,311 4,770,311 Other State & Local 411,177 411,177 411,177 411,177 411,177 411,177 411,177 411,177 411,177 411,177 Subtotal Grant Revenue 70,663,474 71,371,566 71,158,938 77,454,972 73,287,364 74,308,952 75,345,864 76,398,330 77,466,582 78,550,859

Investment Income 150,000 150,000 150,000 150,000 150,000 150,000 150,000 150,000 150,000 150,000 Gain or Loss on Assets ------Carry Forward from Prior Year 2,796,347 - 965,967 - 364,721 - - - - - Subtotal of Non-Operating Revenue 2,946,347 150,000 1,115,967 150,000 514,721 150,000 150,000 150,000 150,000 150,000

TOTAL REVENUES 104,815,323 106,719,615 108,193,912 114,261,541 111,213,243 113,463,992 115,283,670 117,142,386 119,041,076 120,980,703

EXPENSES Salaries & Wages 10,123,392 10,275,243 10,429,372 10,585,812 10,744,599 10,905,768 11,069,355 11,235,395 11,403,926 11,574,985 Fringe Benefits 5,461,992 5,543,922 5,627,081 5,711,487 5,797,159 5,884,116 5,972,378 6,061,964 6,152,893 6,245,187 Professional Services 9,038,384 7,858,167 7,976,040 8,095,680 8,217,115 8,340,372 8,465,478 8,592,460 8,721,347 8,852,167 Materials & Supplies 5,390,752 6,196,352 7,229,297 7,337,737 7,447,803 7,559,520 7,672,913 7,788,006 7,904,826 8,023,399 Utilities 2,486,356 2,551,252 2,589,521 2,628,364 2,667,789 2,707,806 2,748,423 2,789,649 2,831,494 2,873,966 Casualty & Liability 3,972,700 3,752,700 3,808,991 3,866,125 3,924,117 3,982,979 4,042,724 4,103,365 4,164,915 4,227,389 Purchased Transportation 741,792 805,981 830,160 855,065 880,717 907,139 934,353 962,383 991,255 1,020,993 Taxes 65,243,200 66,545,517 67,543,700 68,556,855 69,585,208 70,628,986 71,688,421 72,763,747 73,855,204 74,963,032 Advertising & Miscellaneous 607,177 596,903 605,856 614,944 624,168 633,531 643,034 652,679 662,469 672,406 Expense Reclass/Reimbursements Debt Service 990,500 890,000 770,000 650,000 520,000 390,000 260,000 130,000 - - Leases & Rentals 659,077 673,789 683,896 694,154 704,567 715,135 725,862 736,750 747,801 759,018 TOTAL EXPENSES BEFORE CONTINGENCY 104,715,322 105,689,825 108,093,912 109,596,224 111,113,243 112,655,352 114,222,940 115,816,399 117,436,131 119,212,542

ANNUAL (SURPLUS)/DEFICIT BEFORE CONTINGENCY 100,000 1,029,790 100,000 4,665,317 100,000 808,639 1,060,731 1,325,987 1,604,945 1,768,162 CONTINGENCY 100,000 100,000 100,000 100,000 100,000 100,000 100,000 100,000 100,000 100,000 ANNUAL SURPLUS/(DEFICIT) 0 929,790 (0) 4,565,317 (0) 708,639 960,731 1,225,987 1,504,945 1,668,162

BASE CAPITAL PLAN $ 18,394,455 $ 18,049,368 $ 21,091,525 $ 17,848,930 $ 24,472,538 $ 25,000,000 $ 25,000,000 $ 25,000,000 $ 25,000,000 $ 25,000,000

Total Grant Revenue 89,057,929 89,420,934 92,250,463 95,303,902 97,759,902 99,308,952 100,345,864 101,398,330 102,466,582 103,550,859

Percent of Grants to Costs 67.5% 67.5% 65.8% 70.7% 66.0% 66.0% 66.0% 66.0% 66.0% 65.9%

68

6.2 REVENUES

Grant Revenues

Approximately 71 percent of the District’s costs are covered by grant revenues in the mid-range operating budget forecast over the next ten years. In the low-range budget, the percentage of the District’s costs covered by grant revenue declines over time to as low as 66 percent. The TDA sales tax provides the greatest portion of revenue followed by the FTA grants and local (TransNet) funding revenues.

These funding sources provide revenue for the NCTD operating forecast:

 TDA Sales Tax – The Mills-Alquist-Deddeh Act (SB 325), or Transportation Development Act of 1971, was enacted by the California Legislature to improve existing public transportation services and encourage regional transportation coordination. TDA is the major subsidy source that supports NCTD’s operations and non-motorized transportation projects. These funds are generated by the one-quarter of one percent sales tax on taxable sales in the San Diego region and are collected by the State of California for transportation purposes. SANDAG, as the Regional Transportation Planning Agency, is responsible to release the apportionment of TDA funds each year in conformance with state statute.  TransNet – TransNet is a funding source created by Proposition Z, the one-half cent local countywide sales tax originally enacted in November 1987 to fund a 20-year transportation program that expired at the end of FY 2008. The voters of San Diego County approved Proposition A that extends this program until year 2048. Proposition A mandates the formation of an Independent Taxpayer Oversight Committee (ITOC) to provide oversight for the expenditures of TransNet funds and ensure that voter mandates are carried out. In addition, the ITOC makes recommendations to improve the program’s financial integrity and performance. After deducting the costs associated with administrative expense, the ITOC, and the bicycle/pedestrian program, the TransNet program is divided into major corridor projects, new bus rapid transit/rail operations, local system improvements, and transit system improvements. Within the transit share, services provided pursuant to ADA and subsidies for seniors have specific earmarks. The remaining revenues can be used by the transit agencies for operating or capital purposes.  FTA funding – Federal capital and operating assistance for transit purposes is subject to an annual appropriation by Congress and is administered by the FTA. The three primary sources of federal aid are FTA 5307, 5337, and 5339. o FTA 5307 is a formula grant program which provides both capital and operating assistance for transit. The formula for determining each metropolitan area’s share of funds involves population, density, bus and rail vehicle miles, and rail route miles. The FTA publishes annually the allocations for the recipients. SANDAG is the designated recipient and then allocates the funds between NCTD and MTS. The current allocation is 30 percent for NCTD and 70 percent for MTS after SANDAG deductions for the Regional Vanpool Program. In addition to using these funds to cover typical CIP costs, FTA 5307 funds can be used for preventive maintenance. The preventive maintenance program allows the use of capital funds to offset 80 percent of the costs of maintaining both vehicles and facilities. o FTA 5337 is a formula grant program which provides capital funding for projects to maintain a system in a state of good repair, including projects to replace and rehabilitate rolling stock, track, line equipment and structures, signals and communications, power

69

equipment and substations, passenger stations and terminals, security equipment and systems, maintenance facilities and equipment, and operational support equipment, including computer hardware and software and Transit Asset Management Plan development and implementation. The current allocation is 30 percent for NCTD and 70 percent for MTS after MTS takes the allocation specific to High Intensity Motorbus.

o FTA 5339 is a formula grant program which provides capital funding to replace, rehabilitate, and purchase buses and related equipment and to construct bus-related facilities. The current allocation is 30 percent for NCTD and 70 percent for MTS.

 State Transit Assistance (STA) funding – STA is part of the TDA and is derived from the statewide one-quarter of one cent sales tax on diesel fuel. The State Board of Equalization collects the sales tax and returns it to each county’s Local Transportation Fund (LTF). The STA funds are appropriated by the Legislature to the State Controller’s Office. That office then allocates the tax revenue, by formula, to planning agencies and other selected agencies. Statute requires that 50 percent be allocated according to operator revenues from the prior fiscal year and 50 percent be allocated based on population. The STA budget provides funding for allocation to local transit agencies to fund a portion of the operations and capital costs associated with local mass transit programs. The provision in ABx8 9, which suspended the qualifying criteria requirement to use the funds for operations, expired with the FY 2012 apportionment; subsequently, SB 565 (Chapter 341) extends the suspension through FY 2015. The criteria prohibit the use of STA for operations if the operator did not meet certain operating efficiencies.  Other federal and state funding – NCTD also receives funding from other federal and state programs. These include New Freedom, 5311(b)(3) for rural bus service, Medi-Cal Administration Activities (MAA), and various Caltrans grants. LIFT receives substantial funding from the MAA.

Fare Revenue

Fare revenues include fare receipts collected from money deposited in the farebox and ticket vending machines (TVMs) by customers or collected through sales of tickets and passes at various transit centers, ticket outlets, and online. Fare revenues are based on ridership of the various modes of transportation. The COASTER and BREEZE generate the largest share of fare revenue in all scenarios. Despite the COASTER having a lower percentage of ridership in comparison to the BREEZE or SPRINTER, the COASTER’s higher fare generates significantly more revenue per trip than the other modes.

Other Operating Revenue

Other operating revenues are composed of auxiliary revenues and non-transportation revenues. Auxiliary revenues include transit-system generated revenues such as advertising, shared use of the railroads, dispatching, and concession and pay phone revenues. Non-transportation revenues include lease, permit, administration, and miscellaneous fee revenues.

70

SECTION 7 Capital Budget

The Capital Improvement Program (CIP) is a financial plan of proposed capital projects. The CIP is designed to meet NCTD’s ongoing operational and infrastructure needs in a responsive and efficient manner. It incorporates the current and future needs of NCTD and is updated annually. The CIP includes capital projects that move NCTD forward toward achieving the goals identified in Section 2 of the Plan. Capital projects must meet the following guidelines:

 Have a monetary value of at least $5,000;  Have a life of at least one year; and  Result in the creation of a fixed asset or the revitalization of a fixed asset.

The current year of the CIP is reauthorized with the approval of the operating budget; approval of the subsequent year is done to facilitate the submittal of corresponding funding applications. This allows for the availability of funds for approved projects at the beginning of the subsequent fiscal years. However, all years beyond the current year are subject to change and specific approval of the Board upon adoption of the annual operating budget. The FY 2017 Baseline Constrained CIP Budget is $18,394,455. This amount is approximately 22.7 percent above the budget target for annual capital investment. While the FY 2017 CIP reflects a necessary transfer of revenues from the capital to the operating budget to support additional services provided under the recently executed rail maintenance and operations contract, the increased federal apportionment realized from the enactment of the Fixing America’s Surface Transportation Act (FAST) meant a nominal $1.5 million decrease in funding from the $19.9 million CIP as funded in FY 2016.

As a result of regional consolidation in San Diego in 2004 of certain public transportation functions under SANDAG, pursuant to SB 1703, responsibility for planning and construction of NCTD major projects of regional significance was transferred to SANDAG.

7.1 10-YEAR CAPITAL IMPROVEMENT PROGRAM

In accordance with the operating budget scenarios, a constrained and unconstrained capital budget summary for FY 2017 – FY 2026 are presented. The constrained summary fits within the funding parameters of the low-range, mid-range, and high-range revenue forecasts and the resulting unconstrained budget scenario captures the remaining projects.

7.1.1 CONSTRAINED CAPITAL BUDGET

As shown in Table 7.1, the mid-range constrained baseline budget adds up to $176,581,816 over 10 years. As previously stated, this primarily includes the periodic and systematic replacement of transit buses, minor railroad right-of-way replacements and improvements, periodic replacement of service vehicles, replacement of support equipment (shop and garage equipment, operating yard equipment, and transit way equipment), information technology enhancements, and bridge engineering and design.

71

Table 7.1: Constrained Baseline FY 2017 – FY 2026

Asset Description 2017 2018 2019 2020 2021 2022 2023 2024 2025 2026 Totals

Revenue Vehicles 7,160,555 15,102,774 15,428,007 9,761,148 15,704,885 12,850,000 13,175,000 13,425,000 13,625,000 13,825,000 116,232,369

Service Vehicles 250,000 500,000 150,000 250,000 200,000 450,000 200,000 200,000 2,000,000

Building & Structure Improvements 1,075,000 120,000 1,200,000 - 800,000 750,000 950,000 700,000 700,000 5,595,000

Station and Stop Improvements ------750,000 250,000 250,000 1,000,000

Right-of-Way Improvements 5,573,406 1,576,594 950,000 6,887,782 8,542,653 2,925,000 2,500,000 2,550,000 2,850,000 2,850,000 34,355,435

Signal Equipment 860,494 - 1,263,518 850,000 1,000,000 1,000,000 1,000,000 1,000,000 5,974,012

Data Processing Equipment 2,475,000 1,250,000 1,750,000 1,200,000 75,000 75,000 1,200,000 1,200,000 1,200,000 1,200,000 10,425,000

Land Improvements 1,000,000 Totals - Constrained CIP $ 18,394,455 $ 18,049,368 $ 21,091,525 $ 17,848,930 $ 24,472,538 $ 17,750,000 $ 18,825,000 $ 20,325,000 $ 19,825,000 $ 20,025,000 $ 175,581,816

72

7.1.2 UNCONSTRAINED BASELINE BUDGET

Table 7.2 represents the unconstrained baseline budget, which totals $323,055,849. NCTD goes through the CIP process each year to identify and outline projects that the District will fund for the upcoming five years. When a large amount of projects would go unfunded in the five-year outlook, NCTD reviews projects and reconsiders them for outgoing years.

To aide in this process, NCTD project managers are directed to clearly identify projects that fully represent the ongoing operational and infrastructure needs that are in line with the District’s business plan, and proactively identify projects that can mitigate any potential service and safety issues. Each year, project needs always exceed available funding, so after careful consideration, the most critical projects are funded. This total represents the amount of capital funding necessary to fund all of the requested projects throughout the next 10 years.

7.1.3 FY 2017 CIP

The FY 2017 CIP is shown in Table 7.3. This program includes state of good repair and safety/security projects.

73

Table 7.2: Unconstrained Baseline FY 2017 – FY 2026

Program Description 2017 2018 2019 2020 2021 2022 2023 2024 2025 2026 Totals

Revenue Vehicles 14,068,350 12,967,725 14,985,807 13,050,281 18,434,500 18,568,350 17,467,725 19,485,807 17,550,281 18,301,333 146,578,826

Service Vehicles 414,000 170,000 331,000 125,000 350,000 425,000 200,000 335,000 350,000 332,000 2,700,000

Facility/Equipment Rehabilitation and Upgrades 7,242,425 5,501,332 3,939,332 1,909,332 2,500,000 5,000,000 3,000,000 3,000,000 3,500,000 3,400,000 35,592,421

Station and Stop Improvements 9,887,500 8,630,000 3,120,000 9,360,000 9,360,000 2,000,000 2,000,000 2,000,000 2,000,000 3,472,000 48,357,500

Right-of-Way Improvements 7,619,184 5,521,080 6,229,193 5,999,719 3,794,504 3,700,000 3,700,000 3,700,000 3,700,000 3,718,901 43,963,680

Signal/Communication System Upgrades 1,735,883 3,370,811 1,166,308 1,094,920 1,500,000 1,500,000 1,500,000 1,500,000 1,500,000 1,500,000 14,867,922

Revenue Collection & Fare System Upgrades 1,000,000 1,000,000 1,000,000 1,000,000 1,000,000 1,000,000 1,000,000 6,000,000

Information Management System 2,820,000 3,320,000 2,250,000 2,250,000 2,500,000 2,250,000 2,250,000 2,250,000 2,500,000 2,350,000 22,390,000

Discretionary Operating Projects 185,000 185,000 167,000 168,500 375,000 325,000 400,000 400,000 400,000 380,000 2,605,500

Totals - Unconstrained CIP $ 43,972,342 $ 39,665,948 $ 32,188,640 $ 34,957,752 $ 39,814,004 $ 34,768,350 $ 31,517,725 $ 33,670,807 $ 32,500,281 $ 34,454,233 $ 323,055,849

74

Table 7.3: FY 2017 CIP Constrained Baseline Description Type of Project Amount BREEZE - Bus Replacements State of Good Repair $ 1,865,115 BREEZE - Engines and Transmission Rebuilds State of Good Repair $ 250,000 COASTER - Complete Locomotive Overhaul/Tier Upgrade State of Good Repair $ 3,402,567 COASTER - Traction Motor/Main Engine/Generator Rebuilds State of Good Repair $ 341,250 SPRINTER - DMU Refurbishment/Rehabilitation State of Good Repair $ 801,623 SPRINTER - Power Pack Overhaul State of Good Repair $ 500,000 Support Equipment - Dump Truck State of Good Repair $ 150,000 Support Equipment - High Rail Inspection Truck State of Good Repair $ 100,000 Bus Wash - BREEZE East/West Division Facilities State of Good Repair $ 500,000 Electrical Arc Flash Study State of Good Repair $ 100,000 Fire Alarm Refurbish - COASTER Operations Facility State of Good Repair $ 142,000 Fuel Crane Metering - COASTER Operations Facility State of Good Repair $ 333,000 Los Penasquitos Lagoon Bridges (MP 246.1, 246.9, 247.1, 247.7) State of Good Repair $ 4,373,406 Washington Wye State of Good Repair $ 1,200,000 Positive Train Control System Implementation Safety/Security $ 860,494 Information Technology Enhancements State of Good Repair $ 350,000 JD Edwards Reimplementation & Upgrade State of Good Repair $ 1,875,000 Network Upgrades State of Good Repair $ 250,000 Del Mar Bluffs Stabilization State of Good Repair $ 1,000,000 TOTAL FY 2017 $ 18,394,455.00

75

7.2 SANDAG LOSSAN CORRIDOR CAPITAL PROJECTS

NCTD is responsible for maintenance of not only its own capital projects but also for those projects that are funded through SANDAG and located on NCTD’s ROW. Appendix H includes the status of the current capital projects being constructed by SANDAG on NCTD’s behalf. These projects consist of state of good repair projects, including bridge replacements, and capacity enhancement projects, including double tracking and crossover projects, among others. As with NCTD capital projects, these are funded by a variety of federal, state, and local funds. These projects are critical to COASTER operations by ensuring that NCTD maintains safe operations. Additionally, many will allow for capacity improvements, which are seen as a constraint on the rail corridor as discussed in the Appendix B.

76

Glossary of Terms

Accessible Service: Transit vehicles equipped Capital Outlay: Purchase or improvements of a with wheelchair lifts. tangible fixed asset.

Americans with Disabilities Act (ADA): Law Congestion mitigation and air quality enacted by Congress in 1990. program (CMAQ): Funding from FTA that provides operating assistance to the new transit Automated Fare Collection System (AFC): services and new or expanded transportation An integrated region-wide fare system that demand management strategies for a maximum includes TVMs, fareboxes, and ticket office of three years. terminals that allow riders to purchase fare media at many different locations throughout Coach: Bus used for public mass transit. San Diego County. Compass Card: A contactless smart card that Annual Budget: A budget applicable to a allows riders to purchase paperless tickets on a single fiscal year. single card that can be used on NCTD transit modes. Biennial Budget: A budget that spans two fiscal years. Comprehensive Annual Financial Report (CAFR): The official financial report of a Budget Calendar: The schedule of key dates government agency which includes an audit which NCTD follows in the preparation and opinion as well as a basic financial statement adoption of the budget. and supporting schedule necessary to demonstrate compliance with legal and Budget Document: The official financial contractual requirements of NCTD. spending and resource plan submitted by the Executive Director, adopted by NCTD’s Board Contract Services: Services provided to NCTD of Directors, and made available to the public under contract with vendors from the private and other interested parties. sector or other public agencies.

Budget Year: Fiscal year for which the budget Contributed Capital: Resources that are is being considered. externally restricted for the acquisition or construction of capital assets. This category Capital Assets: Assets of significant value and includes, but is not limited to, capital grants, having a useful life of several years, also called residual equity transfers in, and contributions fixed asset. from developers.

Capital Costs: The acquisition of property, a Deadhead Hours: The number of hours which facility, or equipment whose cost exceeds a bus is driven while out of revenue service. $1,000 for equipment and $5,000 for facilities per unit. Capital project costs includes Deadhead Miles: The number of miles a bus is installation, delivery cost and sales and use driven while out of revenue service. taxes. Deficit: The excess of an entity’s expenses Capital Improvement Program (CIP): Multi- over its revenue. year plan of facility construction, capital improvements, and equipment, with estimated costs and funding resources.

77

Depreciation: Allocation of the costs, less Fiscal Year (FY): A 12-month period to which salvage value, of fixed assets, including the annual operating budget applies and at the equipment, buildings, and other structures, over end of which a government determines its their useful lives in a systematic and rational financial position and results of its operations. manner. Depreciation reflects the use of the NCTD’s fiscal year runs from July 1 to June 30. asset(s) during specific operating periods in order to match costs with related revenues in Five-Year Financial Forecast: Estimates of measuring income or determining the costs of future revenues and expenditures to help carrying out program activities. predict the future financial condition of NCTD.

Diesel Multiple Unit (DMU): Self-propelled unit Fixed Assets: Assets which are intended to be used for light rail transit. NCTD purchased 12 held or used for a long term, such as land, DMUs for SPRINTER service. buildings, machinery, equipment, and other improvements. Employee Benefits: Those benefits paid by NCTD on behalf of its employees. Full-time equivalent (FTE): Employee positions are budgeted for the amount of time a Encumbrance: Funds not yet expended but regular, full-time employee normally works in a obligated or set aside in anticipation of year. For example, one FTE is paid for 2,080 expenditure. Once paid, the encumbrance is hours per year, while a 0.5 FTE would work reduced by the disbursement amounts. 1,040 hours per year.

Enterprise Fund: In governmental accounting, Full Access and Coordinated Transportation a fund that provides a good or service to the (FACT): The consolidated transportation public for a fee that make the entity self- service agency for San Diego County that supporting. It basically follows GAAP as does a coordinates accessible services in the region. commercial enterprise. Generally Accepted Accounting Principles Expenditures: Where accounts are kept on an (GAAP): Uniform standards for financial accrual or modified accrual accounting basis, accounting and reporting. They govern the form expenditures are recognized when goods are and content of the basic financial statement of received or services are rendered. Where an entity. accounts are kept on a cash basis, expenditures are recognized only when the Headway: The elapsed time between the cash payments are mode. arrival of transit vehicles traveling in the same direction on a given route, usually expressed in Farebox Recovery Ratio: Measurement of minutes. fares received against operating cost. Heavy Rail: A heavy gauge railway with the FAST: A curb-to-curb demand bus service that capacity to handle railway freight cars and was offered by NCTD until August 2008. locomotives.

Fast Forward: Recognizing increasing demand Intermodal: Passengers on more than one for new and improved transportation service, type of transportation such as from bus to rail. NCTD began work on a 10-year strategic business plan in June 1999. Dubbed Fast Forward: Transit Solutions for the 21st Century, this study will guide transportation planning in North San Diego County for many years. Job Access Reverse Commute (JARC): FTA funding to improve access to transportation

78

service for employment related activities. The Operating Budget: The operating budget is the program’s goal is to provide transportation primary means by which most of the spending services to low-income individuals and to and service delivery activities of NCTD are transport residents of urbanized and controlled. nonurbanized areas to suburban employment opportunities. Paratransit: Paratransit refers to equivalent transportation service provided by vehicles Light Rail: A type of transit vehicle railway with accessible to mobility devises. light-gauge track and cars, compare to freight, or “heavy rail.” Light rail may be on exclusive or Performance Results: A summary of major shared rights-of-way and multi-car or single-car accomplishment and objectives that are met. trains may be automated or manually operated. Revenue Estimate: A formal estimate of how Los Angeles to San Diego to San Luis much revenue will be earned from a specific Obispo (LOSSAN): Intercity railway or the rail revenue source for some future period, typically corridor agency named after this railway. during a fiscal year.

Metrolink: The regional commuter system Revenue Vehicle: Vehicle that carries fare- connecting Los Angeles with Orange County, paying passengers. Riverside, San Bernardino, and Ventura Counties. Service began in October 1991. Revenue Vehicle Hours (RVH): Total number of schedule hours that a vehicle is in service. Mode: A particular form of transportation Excludes hours spent traveling to and from identified by the vehicle used, such as bus, rail, storage facilities and during other non-service and paratransit. travel.

Multimodal: Public transportation system Revenue Vehicle Miles (RVM): Total number which provides more than mode of transit of miles traveled by a vehicle operating on rail service, such as bus, rail, ferry, HOV, bikeway, or tracks, bus, van, trolley, ferry, cable car, or pedestrian land use, or demand-response other vehicle used to provide public service. transportation for which a fare is collected. Excludes miles spent traveling to and from Net Assets: The residual interest in assets storage facilities and during other no-service after deducting liabilities. In accordance with travel. GASB statement No. 34, the equity section on the statement of net assets reports total net Ridership: The number of rides taken by assets in three broad components: invested in people using a public transportation system capital assets, restricted, and unrestricted. Net during a given time period. assets invested in capital assets included capital assets net of accumulated depreciation. Right of Way (ROW): Land purchase or Net assets are restricted when constraints are reserved for a transit system’s route, such as a imposed by third parties or by law through bus lane, or a railway line. constitutional provisions or enabling legislation. All other net assets are unrestricted. When both Regional Transportation Improvement restricted and unrestricted resources are Program (RTIP): Plan that is required in order available, NCTD first uses restricted resources for the region to qualify for federal funding. unrestricted resources as needed. Schedule Interlining: The process of Non-revenue Vehicles: Vehicles that do not scheduling a vehicle to travel from one route to carry fare-paying passengers. another during a service day.

79

Service Charges: Charges for specific service November 1987. A 40-year extension of rendered. TransNet was approved by voters in November 2004. Service Efficiency: Cost savings that are generated due to more efficient scheduling of Transportation Demand Management routes. (TDM): A series of programs to encourage ridesharing to reduce air pollution and traffic Shake Up: The process conducted three times congestion. per year in which bus routes and schedules are updated or revised, as necessary, and following Transportation Development Act (TDA): public hearings. The drivers then select their Law enacted in 1972 by the California work assignments from the updated services. legislature to provide a major source of funding for public transportation. These funds are Supplemental Appropriation: A budget generated by a ¼ percent sales tax collected in appropriation approved by the Board of each region of the state and allocated to each Directors after the initial budget is adopted. county based on population, taxable sales, and transit performance. Supplies: An expenditure classification for articles and commodities purchased for Transportation Enhancement Activities consumption of resale. Examples include office (TEA): Activities such as bus stop shelters, and operating supplies, fuel, power, water, gas, transit centers, park-and-ride facilities, and inventory of resale items, and small tools and pedestrian walkways. equipment.

TransNet: A funding source created by Proposition A, the ½ cent sales tax enacted in

80

List of Acronyms

ADA – Americans with Disabilities Act of 1990

AFC – Automated Fare Collection System

ALC – American Logistics Company

APTA – American Public Transportation Association

BNSF – Burlington Northern Santa Fe Railroad

BRT – Bus rapid transit

CAA – Clean Air Act

CAFR – Comprehensive Annual Financial Report

CalTrans – California Department of Transportation

CHP – California Highway Patrol

CIC – Computer interface cabinet

CIP – Capital Improvement Program

CMAQ – Congestion mitigation and air quality program

CNG – Compressed natural gas

CP – Control Point

CPI – Consumer price index

CPUC – California Public Utilities Commission

DMU – Diesel multiple unit

DOT – U.S. Department of Transportation

EIR – Environmental impact report

ETC – Escondido Transit Center

FACT – Full Access and Coordinated Transportation

FBJ – Fallbrook Junction

81

FFGA – Full funding grant agreement

FRA – Federal Railroad Administration

FTA – Federal Transit Administration

FTE – Full time equivalent

FY – Fiscal Year

GAAP – General accepted accounting principals

GAO – General Administration Office

HOV – High occupancy vehicle

HTSI – Herzog Transit Services, Inc.

ISTEA – Intermodal Surface Transportation Efficiency Act

ITOC – Independent Taxpayer Oversight Committee

JARC – Job Access Reverse Commute

JPA – Joint powers authority

KPI – Key performance indicator

LEP – Limited English proficiency

LIM – Low-income and minority

LOSSAN – Los Angeles to San Diego to San Luis Obispo

LRT – Light rail transit

LTF – Local Transportation Fund

MAA – Medi-Cal Administration Activities

MIS – Management information system

MOU – Memorandum of understanding

MOW – Maintenance of way

MP – Mile post

MTA – Metropolitan Transportation Authority in Los Angeles

MTS – San Diego Metropolitan Transit System

82

OCTA – Orange County Transportation Authority

OTC – Oceanside Transit Center

OTP – On time performance

PCA – Personal care attendant

PTA – Public Transportation Account

PTC – Positive train control

ROW – Right of way

RTA – Riverside Transit Agency

RTIP – Regional Transportation Improvement Program

RTMS – Regional Transit Management System

RTP – Regional Transportation Plan

RVH – Revenue vehicle hours

RVM – Revenue vehicle miles

SANDAG – San Diego Association of Governments

SB – Senate Bill

SIP – Service Implementation Plan

SRTP – Short Range Transit Plan

STA – State Transit Assistance

TASI – Transit America Services Inc.

TDA – Transportation Development Act

TDM – Transportation demand management

TEA 21 – Transportation Equity Act 21st Century

TPAC – Transit productivity advisory committee

TVM – Ticket vending machine

83

Appendix A: Service Design Guidelines

SERVICE DESIGN GUIDELINES

A.1 RAIL SERVICE DESIGN GUIDELINES

NCTD services include two distinct rail transit modes, commuter rail and light rail that differ in purpose, market segments served, level of service characteristics, and fare structure. The two modes are described in the following sections relative to North American industry characteristics and standards, as well as key performance measures, standards, and targets applied to COASTER and SPRINTER services by NCTD.

A.1.1 COMMUTER RAIL

Description According to the American Public Transportation Association (APTA), commuter rail (also called metropolitan rail, regional rail, or suburban rail) is a mode of transit service characterized by an electric or diesel propelled railway for urban passenger train service consisting of local short distance travel operating between a central city and adjacent suburbs. Service must be operated on a regular basis by or under contract with a transit operator for the purpose of transporting passengers within urbanized areas, or between urbanized areas and outlying areas. Such rail service, using either locomotive hauled or self-propelled railroad passenger cars, is generally characterized by multi-trip tickets, specific station to station fares, railroad employment practices and usually only one or two stations in the central business district. Intercity rail service is excluded, except for that portion of such service that is operated by or under contract with a public transit agency for predominantly commuter services. Most service is provided on routes of current or former freight railroads.1

Typical Characteristics Propulsion: Electric or diesel Service coverage: 10 – 50 miles Station spacing: 5 – 10 miles Operating speed (avg/max): 25 – 40 mph/80 mph Service frequency*: Peak: 20 minutes; Off-Peak: 60 minutes Span of service*: 5 - 7 days/week 5:00 a.m. to 8:00 p.m. weekdays 7:00 a.m. to 8:00 p.m. weekends (weekend service may not be provided) Car capacity: 90 – 140 seated (plus standees) Maximum capacity: 2,520 passengers per hour (6-car train, 140 pass. per car/every 20 min.) *COASTER service design characteristics are different than typical commuter rail service frequency and span of service.

1 American Public Transit Association 2012 Transit Factbook; p. 50.

COASTER Service Design Characteristics COASTER is diesel-propelled commuter rail service operating in the 41-mile segment of the LOSSAN corridor between the Oceanside Transportation Center and the Santa Fe Depot in downtown San Diego. Trains consist of up to six bi-level passenger cars plus locomotive averaging 40 mph and completing a one-way trip end-to-end in 60 to 64 minutes. Access is provided at eight stations, five of which are within the NCTD service area, one in Sorrento Valley, and two in San Diego.2 The average distance between stations is 5.1 miles.

COASTER service design is generally consistent with typical coverage, station spacing, and operating speed conventions for commuter rail. However, deviations from typical service frequency and span are attributable to single track line capacity constraints that limit the number of trains that can be operated during peak hours.

Car capacity - As manufactured, the seating capacity for a COASTER car is 140.

Maximum capacity –Maximum train capacity differs for off peak periods, peak periods, and special events. For off peak trains, load factor is 1.00. This equates to a five-car train carrying 700 passengers. Peak load factor is 1.25, which increases the number of passengers a 5-car train to 875. Maximum load for a special event train is the same at 1.25, however, NCTD may add a sixth car to the train set to increase the train capacity to 1,050.

Operating Environment and Capacity Constraints Four railroads—COASTER, Amtrak, Metrolink, and BNSF—operate on the coastal corridor. Amtrak is the intercity rail provider for the State of California as mandated by the Federal Rail Passenger Service Act. Metrolink, the operating arm of the Southern California Regional Rail Authority (SCRRA), provides commuter rail service between Los Angeles, Riverside, and Orange Counties and northern San Diego County. BNSF is a freight operator that operates six trains per day, most of which are at night, and are critical to the goods movement of San Diego County by hauling freight to and from the Port of San Diego.

Shared-use agreements exist between each carrier and NCTD; each carrier is allocated train “slots,” which safely allow all carriers to operate on the corridor. Currently, approximately 47 percent of the coastal corridor is single track. The significant amount of single track in the corridor requires the use of train slots to allow trains to safely pass each other on the double track segments and maintain the respective trip schedules.

The following infrastructure improvements would allow for an increased number of train slots:

1. Signal placement – Adding intermediate signals on long signal blocks would allow for the movement of increased trains for minimal increase in slot capacity. The amount of

2 NCTD is studying the feasibility of extending COASTER service north to a proposed new station near Stuart Mesa on Camp Pendleton, and south with a proposed station at the Convention Center.

single track and the maximum railroad speed limit the effectiveness of this option on the coastal corridor. 2. Construction of crossovers – Crossovers allow the passage of trains between parallel tracks. Crossovers permit intercity trains to pass around commuter trains and minimize the impacts of train breakdowns and construction/maintenance projects on the railroad. 3. Double tracking/Bridge Replacement– Adding to the amount of double-track segments in the corridor increases the number of passing points or extends existing passing points for trains meeting, resulting in added capacity.

NCTD is working with SANDAG to determine which construction projects will have the greatest impact on increasing the number of train slots, which in effect, increases line capacity.

Service Capacity

Rail service capacity is a function of the number and size of the cars used to constitute a train, as well as track configuration and other train activity in the corridor. COASTER car capacity is 140 seated passengers, so a maximum six-car train can carry up to 840 seated passengers. Current schedules generally include at least one trip per hour, but not more than two trips during any hour in either direction. In the peak periods, NCTD load factors allow for 1.25 passengers; therefore, the effective maximum capacity of the line is currently 1,750 passengers in the peak direction and 875 passengers in the reverse direction, or 2,625 passengers during the peak hour.

COASTER operations are impacted by capacity constraints caused by lengthy single track segments, shared use arrangements with other operators, and limited capital funding with which to engineer and construct needed improvements. NCTD is working with other stakeholders in the region on short- and long-range plans to improve capacity in the LOSSAN corridor. For example, NCTD recently explored the feasibility of cross-jurisdictional service in order to increase capacity and provide more travel options for COASTER passengers. Such an agreement could potentially be less costly than building and maintaining track and signal equipment, and would also result in increasing line capacity. NCTD’s enhanced Rail-to-Rail Program is an example of providing more travel options with existing resources operating in the corridor.

Service Span

Service span refers to the days and hours during which COASTER service is available to customers. Existing and target spans by service day are shown in Table A.1.

Table A.1: COASTER Service Span Targets

Service Weekday Saturday Sunday

5:15 a.m. - 8:10 p.m. 8:36 a.m. - 7:48 p.m. Existing 8:36 a.m. - 7:48 p.m. Friday until 11:45 p.m.* Saturday until 11:45 p.m.*

5:00 a.m. - 9:00 p.m. Target 7:00 a.m. - 9:00 p.m. 7:00 a.m. - 8:00 p.m. Friday until Midnight

*April-October Service Frequency

The COASTER timetable currently includes 11 round trips on weekdays and 4 round trips on weekends and national holidays. Supplemental service operates on Friday and Saturday nights when Padres baseball games are played at Petco Park in downtown San Diego.

Station Amenities

Because the COASTER has just five stations in the NCTD service area and handles high passenger volumes during peak periods, amenities are critical. Such amenities include seating, shade canopies parking lots for users who drive to the station, and curb space to for bus stops, kiss-and-ride, and taxi zones. All stations have ticket vending machines and security video surveillance technologies.

Service Quality Performance Standards and Targets

 Operating safety: NCTD’s first priority is to deliver the safest commuter rail service possible and measures its performance as the number of preventable accidents per 100,000 miles of revenue service.  Schedule reliability: On-time performance is a basic concern of transit customers and the most widely used rail service performance measure among North American rail systems. The results are expressed as the percentage of trains in a given time period that operate “on time” as defined, which for NCTD is between 59 seconds early and five minutes and 59 seconds behind the published schedule at the departure terminal. The standard for COASTER schedule adherence is 96%.

 Onboard conditions (passenger load): NCTD customers should have reasonable expectations that transit vehicles not be overcrowded and that seating be available at most times. During peak hours when passenger demand is heaviest, some standees must be tolerated, but total passenger loads should not become excessive. COASTER maximum load standards are 125 percent of seated capacity during peak periods, 125 percent of seated capacity on special event trains, and 100 percent of seated capacity at all other times.

 Customer satisfaction: A bottom-line performance measure used increasingly by transit systems is the level of customer satisfaction, most commonly determined through periodic

or annual surveys. Various rating structures may be used but the results usually are expressed as the percentage of commuter rail customers who have a favorable opinion of the service. Once a baseline is established, the results become useful for measuring the trend in overall performance.

 New Service: In order to measure performance of new COASTER trips, NCTD will evaluate performance using 35% farebox recovery for those trips.

A.1.2 LIGHT RAIL

Description According to APTA, light rail (also called streetcar, tramway, or trolley) is a mode of transit service operating passenger rail cars singly (or in short, usually two-car or three-car, trains) on fixed rails in right-of-way that is often separated from other traffic for part or much of the way. Light rail vehicles are typically driven electrically with power being drawn from an overhead electric line via a trolley or a pantograph; driven by an operator on board the vehicle; and may have either high platform loading or low level boarding using steps.3

Typical Characteristics Propulsion source* Electrical – Overhead Catenary System (OTS) Service coverage 5.0 - 20 miles Station spacing 0.5 - 2.0 miles Operating speed (avg/max) 20 - 25 mph/70 mph 5 - 10 minutes (peak) Service frequency* 10 - 30 minutes (off-peak) 7 days per week Span of service Up to 21 hours/day Car capacity* 30 – 60 seated (plus standees) 2,160 passengers per hour Maximum capacity* (3-car, 90 passengers per car every 7.5 min.) *SPRINTER service design characteristics are different than typical light rail propulsion source, service frequency, car capacity, and maximum capacity.

SPRINTER Service Design Characteristics SPRINTER is diesel-propelled hybrid rail service operating in a 22-mile corridor paralleling SR- 76 between Escondido and Oceanside. Service speed averages 25 mph, and a one-way end- to-end trip can be completed in 53 minutes. Fifteen stations serve the SPRINTER line. The average spacing between stations is 1.5 miles.

SPRINTER differs from industry standards due to its unique operating environment and rolling stock. The corridor that the SPRINTER serves is a predominantly suburban environment with a

3 American Public Transit Association 2012 Transit Factbook; pp. 50-51.

lower population density than is typical around light rail lines and stations. Additionally, the self- propelled diesel multiple unit (DMU) railcars deployed on the line can carry more passengers than the more common electric cars used by peer systems. These factors allow a less frequent service with comparable or greater capacity than the typical North American light rail system.

The following attributes are unique to SPRINTER operations and account for the deviation from typical light rail service design characteristics.

Propulsion source - The use of DMU technology obviated the need for the overhead electric catenary system and significantly reduced the capital cost for the required infrastructure.

Service frequency constraints - Service frequency adjustments for the SPRINTER service are limited by physical constraints and require infrastructure improvements due to the constraints associated with single track segments, which account for 55 percent of the corridor. These improvements include the same infrastructure improvements on the coastal rail corridor, including double tracking, construction of crossovers, and signal placements.

Car capacity - As manufactured, the car capacity for a SPRINTER vehicle includes a seating capacity of 128 riders.

Maximum capacity - Train size and service frequency are two key factors that drive maximum line capacity. In the case of the SPRINTER, the maximum train size is two vehicles, and the maximum frequency without capital investment is every 30 minutes. Under these limitations and use of a maximum load factor of 1.70, the current maximum capacity on the SPRINTER line is 1,741 riders (assuming a 2-car train and 128 passengers per car every 30 minutes). The load factor for all other times of day is 1.10.

Service Capacity Rail service capacity is a function of the number and size of the cars used to constitute a train, as well as track configuration and other train activity in the corridor. SPRINTER car capacity averages 128 passengers under normal operating conditions,4 recognizing that NCTD customers often travel with bicycles, baby strollers, and mobility devices including wheelchairs, walkers, and service animals. NCTD has removed some seats to create a common area in each car to better accommodate customers who need extra space when traveling. A two-car train operating during peak periods has capacity for 435 riders. Given existing track limitations, the maximum service frequency is limited to 30 minutes. Therefore, the effective maximum capacity of the line 870 passengers in each direction, or 1,741 passengers per revenue service hour during peak periods of the day.

Service Span

Service span refers to the days and hours during which SPRINTER service is available to customers. Existing and target spans by service day are shown in Table A.2.

4 As manufactured, SPRINTER car capacity is 128 seated passengers plus 100 standees.

Table A.2: SPRINTER Service Span Targets

Service Weekday Saturday Sunday 4:03 a.m. - 9:26 p.m. Existing 4:33 a.m. - 12:26 p.m. 4:33 a.m. - 9:26 p.m. Friday until 12:26 a.m.

4:00 a.m. – 9:26 p.m. Target 4:30 a.m. - 12:26 a.m. 4:30 a.m. - 9:26 p.m. Friday until 12:26 a.m.

Service Frequency

SPRINTER service frequency currently is below prevailing industry standards due to physical constraints in the corridor that limit service frequency to 30 minutes. This compares to generally 7.5 to 15 minute peak and 10 to 20 minute off-peak service frequencies that are encountered on other light rail lines in North America metro areas. While the current 30-minute service frequency may be adequate at present, NCTD must increase SPRINTER line capacity both to accommodate increasing ridership and to attract a larger share of the travel market with more attractive service.

Station Amenities

Amenities at SPRINTER stations vary significantly based on location, boarding volumes, and relationship to the BREEZE bus network. The following four stations are located adjacent to an off-street bus transfer center: Escondido, Palomar, Vista, and Oceanside. These stations are designed to accommodate higher passenger boarding volumes with surface auto and bicycle parking, bus stop islands, and passenger waiting areas. Various conditions exist at the remaining 11 stations, but all stations include seating, shade canopies, ticket vending machines, and security video surveillance technologies.

Service Quality Performance Standards and Targets

 Operating safety: NCTD’s first priority is to deliver the safest commuter rail service possible. NCTD measures operating safety as the number of preventable accidents per 100,000 miles of revenue service.  Schedule reliability: On-time performance is a basic concern of transit customers and the most widely used rail service performance measure among North American rail systems. The results are expressed as the percentage of trains in a given time period that operate on time as defined, which for NCTD is between 59 seconds early and five minutes 59 seconds behind the published schedule at the departure terminal. The standard for SPRINTER schedule adherence is 98%.

 Onboard conditions (passenger load): NCTD customers should have reasonable expectation that transit vehicles not be overcrowded and that seating be available at most times. Given the capacity of the DMUs used for SPRINTER service, the maximum load

standard currently is 110 percent of seated capacity during the off peak, and 170 percent during the peak hours and special events.

 Customer satisfaction: A bottom-line performance measure used increasingly by transit systems is the level of customer satisfaction, most commonly determined through periodic or annual surveys. Various rating structures may be used but the results usually are expressed as the percentage of commuter rail customers who have a favorable opinion of the service. Once a baseline is established, the results become useful for measuring the trend in overall performance.

 New Service: In order to measure performance of new SPRINTER trips, NCTD will evaluate performance using 20% farebox recovery for those trips.

A.2 FIXED-ROUTE BUS SERVICE DESIGN CRITERIA

Description Local bus service, in which vehicles to stop every block or two along a route several miles long, is the most common type of bus service. When limited to a small geographic area or to short- distance trips, local service is often referred to as feeder service or circulator service. Such routes, which may have a lower fare than regular local service, may operate in a loop and connect, often at a transfer center or rail station, to major routes for travel to more distant destinations. Examples are office park circulator, historic district routes, transit mall shuttles, rail feeder routes, and university campus loops.

Typical Characteristics Service distance 0.25 - 0.50 miles Bus stop spacing 0.25 - 0.50 miles Speeds (avg/max) 10 – 15 mph / 30mph

Service frequency 10 - 20 minutes (peak) 30 - 60 (off-peak)

Span of service 7 days per week 5:00 a.m. - 1:00 a.m. on weekdays 8:00 a.m. - 8:00 p.m. on weekends Bus capacity 25 - 40 seated

Maximum capacity 240 passenger per hour (60 passengers per bus / every 15 minutes)

BREEZE Service Design Characteristics BREEZE bus routes are differentiated by route types for purposes of performance measurement.

Corridor routes listed in Table A.3 serve moderate and higher density travel corridors using primarily arterial streets to provide direct connections between communities that are not linked by the SPRINTER. Corridor routes tend to be longer, with one-way travel times of 50 to 100 minutes. Level of service characteristics reflect the prevailing geographic and demographic conditions in the service area. For example, in areas of higher population and employment density (i.e., primary transit corridors), these routes likely are full-service in terms of coverage, span, and frequency. In areas of lower population and employment density (i.e., secondary transit corridors), corridor routes may be less than full-service but nevertheless sufficient to meet the basic transportation needs of transit-dependent and mobility-challenged persons.

Table A.3: BREEZE Corridor Routes Breeze Communities Linked Corridor(s) Served Route Oceanside, Carlsbad, Encinitas, Solana 101 Pacific Coast Highway Beach, Del Mar, San Diego

304 San Marcos, Encinitas Rancho Santa Fe

305 Escondido, San Marcos, Vista Mission, South Santa Fe

308 Escondido, Solana Beach Del Dios Highway, Via de la Valle

309 Encinitas, Carlsbad, Oceanside El Camino Real

315 Oceanside, Camp Pendleton Vandegrift Boulevard

Core routes: Like the corridor routes, core routes serve areas with high concentrations of employers, residences, and schools. The length of the route varies, but frequencies on these routes are the highest in the system due to high demand, which necessitates the need for increased capacity and thus increased frequency on these routes.

Table A.4: BREEZE Core Routes Breeze Communities Linked Corridor(s) Served Route 302 Oceanside, Vista Vista Way

303 Oceanside, Vista Mission Ave, North Santa Fe

332 Vista Melrose Drive, Sycamore Avenue

Rapid Bus via Escondido Boulevard, Sunset, Bear 350 Escondido Valley Parkway

Loop circulator via Grand Avenue, Washington 351/352 Escondido Avenue

Local routes listed in Table A.5 provide circulation within communities and short-distance feeder trips to and from SPINTER stations. Local routes tend to be moderate in length with end-to-end one-way running times of 25 to 40 minutes.

Table A.5: BREEZE Local Routes Breeze Communities Linked Corridor(s) Served Route 313 Oceanside Mission Avenue, Mesa Drive

Ocean Ranch Boulevard, Rancho del Oro 316 Oceanside SPRINTER Station

318 Oceanside Oceanside Boulevard

323 Carlsbad, Vista, College SPRINTER Station

325 Carlsbad, Oceanside, Vista Carlsbad Village Drive, College Boulevard

331* Vista Buena Creek Station - Vista Business Park

334/335 Vista Loop circulator

341/342** San Marcos Rancheros Dr. & Borden Rd.

347 San Marcos CSU San Marcos – Palomar SPRINTER Station

353 Escondido, Nordahl Palomar Medical Center, Citracado Parkway

354 Escondido Lincoln Avenue, Midway Drive

355/357 Escondido El Norte Parkway, Valley Parkway

356 Escondido Escondido Boulevard, Morning View Drive

North Broadway, El Norte Parkway, Country Club 358/359 Escondido Lane

392 Oceanside, Camp Pendleton Camp Del Mar, Naval Hospital

*Route 331 operated as a “pilot service” and was discontinued in August 2015. **Route 341/342 operated on a “pilot service” basis and was discontinued in February 2016.

Commuter routes listed in Table A.6 focus on niche ridership markets and therefore are less likely to require all-day service span or a constant service frequency.

Table A.6: Commuter Routes Breeze Communities Served Coverage Area Route 311 East Oceanside Rancho del Oro SPRINTER Station, Douglas Drive

Carlsbad Poinsettia COASTER 444 Faraday Avenue, Rutherford Road Connection

Carlsbad Poinsettia COASTER 445 Palomar College Connection

Carlsbad Poinsettia COASTER 446 Legoland, Paseo del Norte Connection

Rural Routes are those which are funded in part by FTA 5311 program. They are outside of the urbanized area boundary, and tend to be longer routes connecting rural areas to the urban transit center. Because of the length of the routes, they tend to not perform as well as other corridor routes. NCTD will conduct performance analysis on these routes but will use the outcomes to refine the service rather than eliminate it due to its unique funding status. Table A.7: Rural Routes Breeze Communities Served Coverage Area Route 306 Fallbrook, Bonsall, Vista Mission Avenue, Vista Way

388 Escondido, Valley Center, Pala Valley Pkwy, Valley Center Blvd

389 Escondido and Pala Escondido, Hwy 76 Park and Ride

Oceanside, Camp Pendleton, San 395 Camp Pendleton Clemente

A.2.1 FIXED-ROUTE SERVICE COVERAGE

Transit route coverage is measured using three primary criteria: proximity to residential origins, access to non-residential destinations, and bus stop spacing. Service coverage must be understood in context of unique topographic conditions, prevailing land use patterns, and development densities found in NCTD member jurisdictions. These physical characteristics, as well as demographic and behavioral differences among population segments, weather variations, economic conditions, and other factors, all contribute to service coverage determinations.

Proximity to residential locations measures the walking distance and time required for transit riders to travel between home and the nearest NCTD bus stop. Reasonable access to transit is defined as 0.25-mile, which is the distance traversed within 10 minutes at a pace of 1.5 miles per hour. Table A.7 indicates the targeted percentage of households located within this threshold, depending on the population density of the service area.

Table A.7: Population Density Thresholds Percent of Households within Population Density Persons per Acre 0.25-Mile

High 16 or above 90%

Medium 11 – 15 75%

Low 6 – 10 50%

Rural 5 or below 10%

Access to non-residential destinations is used to identify those commercial and institutional trip generators such as downtown areas, office parks and factories, hospitals, colleges and secondary schools, shopping centers, public buildings, popular visitor destinations, and other facilities that should be accessible via public transportation. Minimum development activity thresholds are provided in Table A.8.

Table A.8: Threshold Activity Levels for Transit Service to Non-Residential Destinations Examples of Threshold Size or Types of Development Destinations Activity Level

Central business district, office 100 employees per shift Employment parks and buildings with (common start/quit times)

50 employees and significant out- Medical Hospital, medical offices patient facilities

Government offices, human Frequent public visitation during Public Facilities service agencies, libraries, and regular business hours senior centers

Regional mall or neighborhood 100,000 sq. ft. of retail space with Retail shopping center at least one “anchor” store

College, high school, and middle 500 combined students, faculty, School / Training school and employees

Bus stop spacing measures the physical distance between consecutive bus stops along a route. Locating bus stops reflects an important balance between convenient access for transit customers on one hand, and faster onboard travel time on the other. Bus stop spacing depends on various factors ranging from service area density and prevailing land use to the specific orientation of destinations relative to street intersections, availability of sidewalks, crosswalks, and traffic signals. Optimal bus stop spacing guidelines by population density are summarized in Table A.9.

Table A.9: BREEZE Bus Stop Spacing Guidelines Area Type Distance Between Stops Rural 0.5 miles Suburban 0.3 miles Urban 0.25 miles

A.2.2 FIXED-ROUTE SERVICE FREQUENCY

Service frequency refers to the interval of time, or “headway,” between consecutive buses passing a given point along a route. A 15-minute weekday service frequency is a reasonable mid- to long-range design target for high-performing routes in the BREEZE network. Short- range frequency improvements must be selected based on current and projected demand as well as NCTD’s fiscal constraints. Short-range targets for route frequency by route category are provided in Table A.10. Increases or decreases in service frequency should be made in consideration of population and population density of the area served, demographics, actual and anticipated ridership, topography and street network, and operating conditions.

Table A.10: BREEZE Service Frequency Minimum Targets Route Classification Weekday Peak Weekday Base Saturday Sunday

Corridor 30 60 60 60

Core 20 30 30* 30*

Local 30 60 60 60

Commuter 30 ------

*Route 332 operates 90 minute frequency on the weekends

A.2.3 FIXED-ROUTE SERVICE SPAN

Service span refers to the days and hours during which bus service is available to customers. Target spans of service are summarized in Table A.11.

Table A.11: BREEZE Service Span Targets Route Type Weekday Saturday Sunday

Corridor 4:30 a.m. – Midnight 5:30 a.m. – 10:00 p.m. 6:30 a.m. – 8:00 p.m.

Core 4:00 a.m.- Midnight 5:00 a.m. – Midnight 6:00 a.m. - 11:00 p.m.

Local 5:00 a.m. – 8:00 p.m. 6:00 a.m. – 7:00 p.m. 7:00 a.m. – 6:00 p.m.

Commuter Peak periods -- --

A.2.4 FIXED-ROUTE AMENITIES

Installation of passenger amenities at bus stops such as shelters, benches, and passive and real-time schedule information displays is generally guided by passenger volumes supplemented by considerations of equity, safety, and comfort. Location of amenities is primarily driven by route frequency; routes with higher frequency have more daily boardings. Minimum daily boarding warrants for shelters and benches are shown in Table A.12 below.

Table A.12: Shelter and Bench Daily Utilization Minimums Shelter Bench Rural Stops 10 5 Suburban Stops 20 10 Urban Stops 30 20

Beyond boarding volumes, other criteria may be used to evaluate the potential for providing a shelter, including:

 Number of transfers at a stop  Availability of space to construct shelters and waiting areas  Number of older adults or physically challenged individuals using the stop  Frequency of service  Adjacent land use compatibility  Availability of shelter from other sources (e.g., building entrance, awning)

Other street furniture such as benches can be provided at bus stops as appropriate when shelters are not provided. Priority is given to those stop locations which are frequented by a significant number of senior citizens or persons with disabilities.

A.2.5 FIXED-ROUTE SERVICE QUALITY PERFORMANCE TARGETS

Schedule Adherence On-time performance targets by service mode and route type for fixed-route bus service are summarized in Table A.13.

Table A.13: Schedule Adherence Performance Targets Service Mode / Type Measure Target

59 seconds early to 5 minutes 59 BREEZE 95% seconds late

Onboard Loading Conditions As previously discussed for the rail service, fixed-route bus service should also maintain the reasonable expectation that transit vehicles not be overcrowded and that seating be available at most times on most routes. Maximum loading targets by route category and service day/time period for fixed-route bus are shown in Table A.14.

Table A.14: Load Factor Targets Route Category Service Day / Time Period Maximum Load Factor

Weekday peak 1.4 Bus – BREEZE corridor Other times 1.10

Weekday peak 1.4 Bus – BREEZE core Other times 1.10

Weekday peak 1.10 Bus – BREEZE local Other times 1.10

Weekday peak 1.25 Bus – BREEZE commuter

A.3 BUS RAPID TRANSIT DESIGN CRITERIA

Description Bus rapid transit (BRT) is a type of limited-stop service developed in the 1990s that relies on technology to help speed up the service. It can operate on exclusive transitways, high- occupancy-vehicle lanes, expressways, or ordinary streets. A BRT line combines intelligent transportation systems technology, priority for transit, rapid and convenient fare collection, and integration with land use policy in order to substantially upgrade bus system performance. BRT was originally conceived as a less costly alternative to light rail.

The cost differential between LRT and BRT is primarily a function of providing the electrical power for light rail as well as the higher cost of LRT vehicles. Due to the difference in the capacity of the vehicles, BRT is likely to have somewhat higher operating costs, as more vehicles are required to provide the same passenger capacity as LRT.

Typical Characteristics Service distance 5 - 20 miles Bus stop spacing 0.50 - 2 miles Speeds (avg/max) 12 – 20 mph / 50 mph Service frequency 5 - 10 minutes (peak) 10 - 20 (off-peak) Span of service 7 days per week 5:00 a.m. - 1:00 a.m. on weekdays* 8:00 a.m. - 1:00 a.m. on weekends* Bus capacity 40 - 50 seated (plus standees) Maximum capacity 544 passenger per hour (68 passengers per bus every 7.5 minutes) *NCTD’s rapid transit service span differs from typical characteristics

BREEZE Rapid Service Design Characteristics The BREEZE Rapid (Route 350) operates from the Escondido Transit Center to the north and Westfield North County Mall/Del Lago Transit Center to the south. Unlike typical BRT, BREEZE Rapid does not travel along an exclusive transitway but operates primarily along Escondido Boulevard and Bear Valley Parkway corridors, intermixed with vehicular traffic. BREEZE Rapid design characteristics are unique, with BREEZE Rapid-branded buses and stops as well as eight stops with digital message signs that indicate the next bus arrival. Transit signal priority measures are at 19 intersections along the route and a queue jump lane westbound Valley Parkway before Centre City Parkway.

A.3.1 RAPID SERVICE SPAN AND FREQUENCY

Service frequency and span available to BREEZE Rapid customers are:

 Weekday service from 4:30 a.m. – 11:00 p.m. with 15-minute peak and off-peak headways  Weekend service from 6:00 a.m. – 10:30 p.m. with 30-minute headways

A.3.2 RAPID AMENITIES

BREEZE Rapid bus stop improvements include enhancements and new amenities. The new amenities at the Rapid bus stops that are not typically found at other BREEZE routes include:

 Single shelter with integrated station marker  Double shelter with integrated station marker  Station marker with integrated seats  Solar-powered LED lighting  Digital message signs

 Trash cans  Improved bus stop pads (where needed)

A.4 COMMUNITY-BASED TRANSIT SERVICE DESIGN CRITERIA

Description Demand response service is typically composed of small buses or vans operating in response to calls from passengers or their agents to the transit operator, who then dispatches a vehicle to pick up the passengers and transport them to their destinations. Demand response vehicles do not operate over a fixed-route or on a fixed schedule except, perhaps, on a temporary basis to satisfy a special need. Demand response vehicles may be dispatched to pick up several passengers at different pick-up points before taking them to their respective destinations and may even be interrupted en route to these destinations to pick up other passengers. The following types of operations fall under the above definitions, provided these operations are not a scheduled fixed-route basis:

 Service with many origins and many destinations

 Service with many origins and one destination

 Service with one origin and many destinations

 Service with one origin and one destination

Several types of demand response service exist:

Complementary paratransit service. Transit agencies are required under ADA to provide complementary paratransit service for persons with disabilities and others not able to use fixed- route service. Generally, this type of service must operate in the same areas and during the same hours as fixed-route service. The fare is limited to twice the fixed-route fare. Service may be provided by the fixed-route bus agency or contracted to a separate agency.

General demand response service is not required by law and is not subject to the restrictions imposed on complementary paratransit service. A transit agency may limit the service to certain people or make it available to anyone. Some such services operate during the late night and weekend hours in place of fixed-route services.

Typical Characteristics Complementary paratransit: same as fixed-route; other varies by Service distance program Bus stop spacing Not applicable Speeds (avg/max) 10 – 15 mph / 30 mph Service frequency As requested Span of service 7 days per week 5:00 a.m. - 1:00 a.m. on weekdays* 8:00 a.m. - 8:00 p.m. on weekends* Bus capacity 5 - 18 seated Maximum capacity 5 - 18 passengers per bus / van *FLEX service deviates from the typical service span as it is tailored to the commuter rail span of service.

FLEX Service Design Characteristics FLEX service represents a new demand response service mode created by the 2011 Mobility Plan. FLEX buses run on variable routes organized in near-real time as demand for service materializes. NCTD currently operates in three FLEX zones:

 371/372 – SR 78 Corridor between Escondido and Ramona  373 – Southwest Carlsbad  374 – Encinitas/Solana Beach

A.4.1 FLEX SERVICE SPAN AND FREQUENCY

Currently, FLEX service is available on weekdays only. FLEX 373 and 374 operates between 4:50 a.m. and 8:30 p.m., FLEX 371 consists of 10 trips in the peak periods, and FLEX 372 consists of two midday trips. Demand-based service quality is partly determined by vehicle response times to customer requests for transportation in the same way that service frequency is descriptive of fixed-route service. Currently customers are required to reserve their trip at least 30 minutes ahead of desired pickup time. This serves as a reasonable short-range target for FLEX response time. In addition, a minimum standard of 60 minutes is recommended to ensure minimum service quality that generally is comparable to BREEZE local routes.

LIFT Paratransit Service Design Characteristics ADA requires NCTD to provide complementary paratransit service for eligible customers due to functional disability to ride COASTER, SPRINTER, and BREEZE fixed-route services. This requirement does not apply to FLEX service. “Complementary” means that service coverage, span, and trip time must be generally the same as the fixed-route system. LIFT service must be provided to origins and destinations located within ¾-mile of fixed-routes and rail stations. Similar to FLEX, service response time rather than service frequency is the applicable performance measure for LIFT.

A.4.2 COMMUNITY-BASED TRANSIT SERVICE QUALITY PERFORMANCE TARGETS

Schedule Adherence On-time performance targets for FLEX and LIFT are summarized in Table A.15 below.

Table A.15: Schedule Adherence Performance Targets Service Mode / Type Measure Target

FLEX Vehicle shall arrive within 20 minutes of pickup time 95%

LIFT Vehicle shall arrive within 20 minutes of pickup time 95%

Onboard Loading Conditions Maximum loading targets for FLEX are shown in Table A.16.

Table A.16: Load Factor Targets Route Category Service Day / Time Period Maximum Load Factor Weekday peak 1.00 Bus – FLEX Other times 1.00

A.5 PERFORMANCE MONITORING AND REPORTING

NCTD compiles performance data outlined in the Performance Monitoring section below and produces several reports to summarize key performance indicators (KPIs). Performance is reported on a monthly, quarterly, and annual basis and is compared to performance goals and previous performance statistics. Operations and maintenance contractors are required to submit weekly performance reports and monthly comprehensive reports detailing operations and maintenance activity. Performance statistics are reported on NCTD’s intranet dashboard, and reported annually to the National Transit Database (NTD).

A.5.1 PERFORMANCE MEASUREMENT

BREEZE This section updates performance targets and minimum standards initially defined in the 2011 Mobility Plan as part of a comprehensive performance measurement process. The process ensures that transparency and objectivity are applied to resource allocation decisions. NCTD uses four measures to monitor route performance: passengers/revenue hour, passengers/revenue mile, cost/passenger, and farebox recovery, as defined in Table A.17.

Table A.17: Route Performance Measurements Measure Definition Pass Watch Fail

Passengers per Passengers/hour >50% of average <50% of average <40% of average revenue hour

Passengers per Passengers/mile >50% of average <50% of average <40% of average revenue mile

Cost per trip per Cost/passenger <140% of average >140% of average >150% of average passenger

Operating cost Farebox divided by >50% of average <50% of average <40% of average recovery passenger revenues

The average of each measure is calculated by route category, and routes are compared to their respective category average. If a route fails three or four of the measures, it is deemed deficient. Performance will be monitored three times a year, coinciding with the three operator bids. If a route is deemed deficient for two consecutive non-summer bids, NCTD will take measures to improve the route, including:

 Targeted marketing of the route  Service span and/or frequency modifications  Restructuring of the route

If after two more reporting periods the route is still deemed deficient, NCTD will conduct a public hearing and recommend elimination of the route. Note that while route performance will be monitored during the summer bid, it will not be used to recommend service modifications that will be implemented during the school year.

Demonstration Status Route Monitoring

Pursuant to Title VI and NCTD’s Major Service Change Policy No. 30, NCTD may implement a new BREEZE route under “demonstration” status for up to one year. During this time staff will monitor the route using the performance monitoring framework listed above. This allows staff to ensure a new route meets performance targets before conducing a service equity analysis and holding a public hearing to transition the route from demonstration status to permanent service. Staff will only implement one demonstration route within each route category at one time to ensure the route’s performance is appropriately measured against permanent route performance.

FLEX

NCTD instituted FLEX demand response service to mitigate the elimination of low-performing BREEZE routes. FLEX service provides coverage-based transit access for low demand areas, where densities did not support fixed route service. As such, FLEX performs below that of fixed route service.

The performance targets throughout this appendix are used to monitor and improve system performance. These design guidelines will be used when services are modified to respond to operational issues, or when improvement programs are developed. The amenity guidelines will assist in developing capital improvement programs. The performance of the services in meeting their targets will be reported to the NCTD Board and are incorporated into the Service Improvement Plan annual submittal to SANDAG. The report is based on the performance targets developed for each service type.

A.5.2 BUS AND RAIL SERVICE AREA COVERAGE AND ACCESS TO TRANSIT

NCTD operates a suburban-rural system, with some pockets of higher density in certain corridors. Compared with the area served by the San Diego Metropolitan Transit System (MTS), North San Diego County has much fewer areas of high density as shown in Figure A.1. Higher density areas in North County are along SR76 and Mission Avenue from Oceanside to Vista and along SR78 from Oceanside through Vista and San Marcos on to Escondido. Any pockets of medium and high density along the coastal cities of Carlsbad and Encinitas are mainly along Carlsbad Boulevard/Highway 101 and El Camino Real/Rancho Santa Fe. The remainder of the area is considered low or of rural density based on persons per acre. As shown in Table A.18 and based on NCTD service guidelines for service coverage, the current route structure of NCTD’s service is meeting the target of service availability for low and rural areas in North County and below the target for medium and high density areas. Figure A.1 illustrates NCTD’s service coverage with respect to these density pockets.

Table A.18: Service Availability by Population Density NCTD Service Area Coverage & Access to Transit by Population Density (2016) Population Persons Percent of Housing Units Within Goal Density per Acre 1/4-Mile of a bus stop or rail station 90% of housing units in high 16 or density areas within 1/4-mile of a High 77.1% above bus stop or rail station 75% of housing units in medium density areas within 1/4-mile of a Medium 11 to 15 65.3% bus stop or rail station 50% of housing units in low density areas within 1/4-mile of a bus stop Low 6 to 10 50.0% or rail station 10% of housing units in rural areas within 1/4-mile of a bus stop or rail Rural 5 or below 12.9% station

Putting the topographic, land-use, and development patterns aside, there are additional reasons for NCTD’s current route structure being below target for medium and high density areas.

 In August 2011, NCTD began the implementation of the Mobility Plan, a five-phase major restructuring of its BREEZE bus service. The Mobility Plan also included a change is service policy. Before the Mobility Plan, NCTD BREEZE bus service was designed based on a balance of service productivity (65 percent) and service coverage (35 percent). The development of the Mobility Plan inherently proposed a change to the policy from the “65/35” split to 100 percent productivity due to budgetary constraints. The final phase of the Mobility Plan was implemented in February 2014.  Bus ridership is not as high as in some of these areas of medium or higher density (some of these Medium/High density areas previously had service, but the service eliminated due to low productivity)  Growth and development (economic recovery) is occurring in areas where there isn’t service currently. As stated in Section 4, NCTD monitors requests for service and will expand service to these areas as resources become available.

Figure A.1: NCTD Service Coverage Overlay with Population Density

Appendix B: FY2015 Performance Details

B.1 BREEZE PERFORMANCE

Figure B.1: Average Weekday Boardings by Route Category

Figure B.2: BREEZE Average Weekday Boardings by Year Figure B.3: BREEZE Average Weekend Boardings by Year

Route FY 2012 FY 2013 FY 2014 FY 2015 FY 2016 Route FY 2012 FY 2013 FY 2014 FY 2015 FY 2016 301 2,600 2,608 2,553 2,495 2,186 301 1,532 1,531 1,559 1,540 1,503 302 2,159 2,319 2,592 2,214 2,142 302 1,345 1,401 1,383 1,348 1,201 303 4,293 4,335 4,192 4,234 4,110 303 2,262 2,592 2,508 2,761 2,458 304 991 782 1,093 921 881 304 19 167 146 305 2,194 1,703 1,952 1,732 1,906 305 1,067 1,219 1,176 1,071 1,073 306 883 895 767 845 886 306 567 550 510 530 528 308 551 490 596 519 482 308 282 318 317 349 249 309 2,188 1,945 1,898 1,955 1,969 309 1,036 911 1,037 1,076 1,041 311 189 110 289 208 166 315 223 223 237 182 162 313 435 231 332 346 330 318 374 359 166 154 315 453 525 523 378 319 325 170 287 368 101 103 316 77 98 101 106 91 332 156 89 93 318 357 752 712 625 621 334 88 120 58 62 323 121 132 118 110 109 347 15 40 33 325 557 557 615 578 565 350 805 903 940 750 660 331 98 50 351 259 309 396 364 350 332 885 1,213 1,290 1,214 1,083 352 255 352 326 387 361 333 260 353 102 84 116 92 334 311 254 197 208 209 354 165 188 161 208 191 335 251 31 89 73 40 355 17 105 91 341 13 10 356 253 217 237 198 172 357 342 4 11 5 58 56 388 347 219 317 421 342 311 299 373 510 610 567 389 350 1,998 1,918 1,660 1,591 1,620 228 265 95 115 122 395 266 214 212 186 162 351 833 835 759 851 731 352 726 1,001 828 1,018 801 353 166 277 313 334 309 354 474 615 714 681 697 355 231 142 210 221 195 356 474 387 539 416 343 357 101 45 73 315 219 358 198 152 154 74 130 359 82 107 73 198 84 386 195 388 299 537 545 565 536

389 307 483 106 116 121 392 110 118 99

395 124 145 131 112 85 444 25 19 27 28 45 445 83 51 44 43 62 446 4 4 12 13 14

Figure B.4: Top 25 BREEZE Boarding Locations

BREEZE Route Performance Measurement The following 12 bar charts show the FY15 performance of each route in each of the four productivity measures for each respective category and each day type, as discussed in Section A.5 of Appendix A: Service Design Guidelines. Figure B.5: Route Performance by Category - Passengers per Revenue Mile, Weekday

Figure B.6: Route Performance by Category - Passengers per Revenue Mile, Saturday

Figure B.7: Route Performance by Category - Passengers per Revenue Mile, Sunday

Figure B.8: Route Performance by Category - Passengers per Revenue Hour, Weekday

Figure B.9: Route Performance by Category - Passengers per Revenue Hour, Saturday

Figure B.10: Route Performance by Category - Passengers per Revenue Hour, Sunday

Figure B.11: Route Performance by Category - Cost per Passenger, Weekday

Figure B.12: Route Performance by Category - Cost per Passenger, Saturday

Figure B.13: Route Performance by Category - Cost per Passenger, Sunday

Figure B.14: Route Performance by Category - Farebox Recovery, Weekday

Figure B.15: Route Performance by Category - Farebox Recovery, Saturday

Figure B.16: Route Performance by Category - Farebox Recovery, Sunday

B.2 COASTER AND SPRINTER PERFORMANCE

Figure B.17: COASTER and SPRINTER Ridership by Station

B.3 LIFT PERFORMANCE: FY15 DATA ANALYSIS FACT SHEET

This sheet provides a summary of the findings in the analysis of a dataset that contains all FY15 scheduled LIFT trips in Trapeze.

 There were 165,961 total scheduled LIFT trips in FY15 (not counting sub-contracted trips)  2,438 unique customers took these 165,961 LIFT trips in FY15  Average trips per person: 68  Median trips per person: 16 Range: 1 to 1,182 trips per person

The table and chart below show the frequency distribution of individual LIFT customers that use the service.

Table B.1 - Distribution of User Frequency Distribution of User Frequency Type of User User Count % of Total 5% > One Trip per Day 128 5.3% 20% > One Trip per Week 594 24.4% 25% > One Trip per Month 634 26.0%

< One Trip per Month 594 24.4% 24% One to Two Trips per Year 488 20.0% Total 2438 26% Characteristics of LIFT Trips > One Trip per Day > One Trip per Week  Total scheduled origin-to-destination trip > One Trip per Month < One Trip per Month revenue miles (not counting sub-contracted One to Two Trips per Year trips): 1,561,097  Average revenue miles traveled per individual: 640.3  Average scheduled trip length (not counting sub-contracted trips): 9.4 miles  Median scheduled trip length (not counting sub-contracted trips): 7.4 miles  Range of trip mileage: 0.01 - 57.26

The table and chart below show the distribution of LIFT trips by trip length.

Table B.2 - Distribution of Trip Miles Number of FY15 LIFT Trips by Trip Length Mileage Category Trip Count % of Total 7% 1% 0% 5 Miles or Less 57,056 34.4% 34% 5.1 to 10 Miles 45,301 27.3% 25% 10.1 to 12 Miles 10,124 6.1%

12 to 20 40,720 24.5% 6% 20 to 30 10,830 6.5% 27% 30 to 40 1,605 1.0% 5 Miles or Less 5.1 to 10 Miles 10.1 to 12 Miles 40 miles or greater 324 0.2% 12 to 20 20 to 30 30 to 40 Total 165,960 40 miles or greater

Table B.3 - Percentage of Rural Trips/Miles vs. Total Trips/Miles

# Trips Revenue Miles Avg Miles per Trip Rural Trips 15,108.0 234,917.0 15.5 Total Trips 165,961.0 1,561,097.6 9.4 % of Total 9.1% 15.0%

Figure B.18 - Trips in Core Service Area vs. Rural Service Area

Figure B.19 - Top 50 Destinations – Number of Overall Trips

Figure B.20 - Top 50 Destinations with highest number of unique visitors (Not counting frequency of trips)

B.4 FLEX PERFORMANCE ANALYSIS

COMPLETED FEBRUARY 2016 Background In early 2010, the North County Transit District (NCTD) initiated a comprehensive study of BREEZE bus service to improve efficiency and effectiveness. A key outcome of this study was a shift in Board policy from providing a coverage-based service design to a productivity-based service allocation. Due to this policy shift, the study identified areas of low route productivity where service would be discontinued.

To avoid disconnecting these communities, NCTD staff developed and proposed the FLEX program to preserve transit access in areas with low fixed-route productivity. The FLEX program of services is a demand response service featuring smaller vehicles, higher fares to offset higher per passenger operating cost, and brokered trips to maximize efficiency of service fleet. Upon Board approval for this service concept, for performance monitoring purposes, a farebox recovery of 50 percent was set as the service standard.

In August 2011, NCTD implemented the following FLEX routes and the services that were replaced:

• 371 Ramona Commuter – Route Deviation – Weekdays, Ramona to Escondido, 10 peak trips daily – Partially replaced BREEZE Route 386; 10 weekday peak trips between Ramona and Escondido – Deviates to San Pasqual Academy/ Wild Animal Park by reservation only • 372 Ramona Mid-day – Zoned-Based – Partially replaced BREEZE Route 386 mid-day service; – Reservation based with one daily round trip during the mid-day • 373 Southwest Carlsbad – Zone-Based – Partially replaced BREEZE Route 321; – Weekday, reservation based, utilizing dedicated vehicle

In June 2012, the following FLEX service was added to the FLEX program: • 374 Encinitas-Solana Beach – Zone-Based – Partially replaced BREEZE Route 404 and mitigated decrease in service frequency for BREEZE Route 308; weekday, reservation based, utilizing taxi model – December 2013, service area was expanded to cover all of Solana Beach

While under contract with the American Logistics Company, Inc. (ALC), the FLEX service was provided with dedicated vehicles and other taxi/shuttle services under a coordinated transportation model. In April 2014, NCTD and ALC, through mutual understanding, terminated the service agreement and NCTD hired First Transit, Inc. to operate the FLEX program of services, transitioning to the sole use of dedicated

vehicles on FLEX routes 373 and 374. It should be noted that due to this circumstance, the optimization of the FLEX service model is severely limited as the modal concept was based on coordinated transportation services model, which included taxis and other service providers.

Performance Trends

In FY 2015, FLEX services carried 25,705 riders, equating to approximately 98 riders on an average weekday. As this is the highest ridership to date for this service, the FLEX service is performing below standard, at an annual cost of approximately $605,000. The farebox recovery for the FLEX program of service for FY 2015 was 12.4 percent, well below the standard of 50 percent. As seen in Table 1 and Charts 1 and 2 below, using the metrics of passengers per hour and cost per passenger, the FLEX service performs poorly carrying significantly less riders per hour with a much higher cost per passenger when compared with fixed-route service.

Table B.4 – Performance Comparison – FLEX vs. BREEZE Fixed-Route (by BREEZE Route Category) FLEX BREEZE - BREEZE - BREEZE - BREEZE - BREEZE - FY 2015 (ALL) Core Corridor Local Small Vehicle Commuter

Farebox Recovery 12.4% 29.4% 22.5% 24.9% 16.3% 14.7%

Passengers 25,705 2,836,275 2,459,773 820,900 440,825 87,328

Revenue Hours 10,785.9 127,143.2 141,204.7 44,528.5 51,173.1 8,104.8

Passengers/Hour 2.38 22.31 17.42 18.44 8.61 10.77

Cost/Passenger $20.10 $2.07 $2.73 $2.39 $4.93 $3.90

Figure B.21 - Passengers/Revenue Hour – FLEX vs. BREEZE Fixed Route (by BREEZE Route Category)

Figure B.22 - Cost/Passenger – FLEX vs. BREEZE Fixed Route (by BREEZE Route Category)

At the route level, FLEX 371, which operates only during peak hours, carried approximately 45 riders per day in FY 2015 at an annual cost of $128,309. FLEX 372, the mid-day service operating between Escondido and Ramona carried 26 total riders in FY 2015 at a cost of $1,521. FLEX Routes 373 and 374, operating on weekdays from 4:50 am to 8:50 pm, had a daily FY 2015 utilization of 27 and 29 riders at a cost of $237,371 for each route. Table 2 below provides the performance statistics of the FLEX program by route. Mentioned previously, the key statistic is farebox recovery. As outlined in the Comprehensive Strategic, Operating, and Capital Plan, the performance threshold for farebox recovery for the FLEX service is 50 percent. In FY 2015, farebox recovery by route ranged from 7.9 percent to 28.5 percent.

Table B.5 – FY 2015 FLEX Performance – by Route FY 2015 FLEX Service FLEX 371 FLEX 372 FLEX 373 FLEX 374

Farebox Recovery 28.5% 17.1% 7.9% 8.1%

Passengers 11,477 26 6,939 7,263

Revenue Hours 2,160 25.6 4,230 4,345

Passengers/Hour 5.31 1.02 1.64 1.67

Cost/Passenger $9.04 $47.32 $29.30 $28.75

FLEX User Profile

The profile of the FLEX user varies based on the route used. Of the FLEX services provided, FLEX Route 371 is the most consistent. The primary trip pattern for FLEX 371 is westbound in the morning and eastbound in the evening between Ramona and Escondido for commuting for work and school purposes, with very few requests for deviation to the Wild Animal Park and the San Pasqual Academy. Most of the boardings on FLEX 371 consist of a small group of regular riders. FLEX 372 ridership is negligible with rarely more than 1 to 2 boardings per month.

Based on reservation data for FLEX 373 and 374, staff found that the 14,228 boardings recorded on both FLEX 373 and 374 in FY15 were made by approximately 751 individuals using the service repeatedly. Data also shows that only one percent of these 751 individuals rode the service five or more times per week, suggesting that FLEX, in general, is used infrequently. As shown in Table 3, only 1 percent of the 751 individuals rode the service five or more times per week.

Table B.6 - Distribution of FLEX 373/374 User Frequency Type of User User Count % of Total

Very Frequent User (5 or more trips per week) 10 1%

Frequent User (2-4 trips per week) 14 2%

Semi-Frequent User (2-8 trips per month) 59 8%

Occasional User (6-24 trips per year) 143 19%

Infrequent User (1-5 trips per year) 525 70%

TOTAL 751 100%

Further, an analysis of the reservation destinations, conducted using geographic information systems (GIS), indicate that 72.5 percent of all trip destinations throughout FY15 fall within a quarter-mile radius of a fixed-route bus stop (see Figures 1 - 3). This suggests that almost three-quarters of the destinations can be reached through an existing BREEZE route.

Emerging Options to FLEX

As the FLEX service program is under review by the District, the emergence of the transportation network companies (TNCs -Uber, Lyft, etc.) are expanding the transportation system, giving the riding public viable alternatives for mobility. The average trip length for FLEX 373 and 374 is 2.5 miles, or 7 minutes. Based on rates set by Uber and Lyft, an average one-way trip would cost $6.00, only a dollar more than the FLEX

fare of $5.00 under the assumption that riders pay the fare by cash. Based on the data, approximately 33 percent of the riders on FLEX 373 and 374 are transferring to or from the COASTER service, and are likely to have a day or monthly pass. These riders would be impacted by the added cost of these alternatives, unless a partnership can be established between NCTD and one or more TNC whereby subsidies or other means of reduced pricing to accommodate trips to or from a transit center are established. To date, only a few transit properties have such agreements, including the Metropolitan Atlanta Rapid Transit Authority (MARTA), Dallas Area Rapid Transit’s (DART) “Uber + DART program,” and the “Direct Connect” partnership recently launched by the Pinellas Suncoast Transit Authority (PTSA).

For the small group of riders using FLEX Route 371, one alternative is the implementation of a fixed-route service that operates during the weekday peak only, similar to the Carlsbad Poinsettia and Sorrento Valley COASTER Connection services, which do not require the provision of complementary paratransit service. The impact on the total revenue service miles will need to be considered before moving forward with this option.

Conclusions/Recommendation

The FLEX service was approved under the Mobility Plan with the condition that a farebox recovery rate of 50 percent would be achieved. This goal was never achieved due to several factors, including average fare and transition from the coordinated transportation services model.

Additionally, the profile of the FLEX rider is frequent and work or school based for FLEX Route 371 and infrequent for FLEX routes 373 and 374. For the small group of users on FLEX 371, a commuter service may address this need going forward, should existing resources allow for it. Due to the infrequent trips of passengers on FLEX 373 and 374, this service appears to be more of a “nice-to-have” than a service depended upon for everyday use.

Finally, the emergence of adequate and available alternatives (TNCs) and existing transit service within ¾- mile to destinations most frequented by FLEX users indicate minimal disconnection from mobility options in the absence of FLEX 373 and 374 service.

Therefore, based on the assessment of the performance to date of the FLEX service, an analysis of the FLEX rider profile, and the viable alternatives available to a majority of the riders, either to NCTD’s fixed- route service or through the TNCs, staff recommends the elimination of this service mode.

Figure B.23 – FLEX Trip Destinations within FLEX 373 and 374 Zones

Figure B.24 – FLEX Destinations within ¾-Mile Buffer of Existing Fixed-Route Service

Figure B.25 – Major FLEX 373 and 374 Destinations

B.5 AMTRAK/COASTER RAIL-2-RAIL RIDERSHIP

Figure B.26 – FY14-16 Rail-2-Rail Ridership on Amtrak

B.6 SORRENTO VALLEY COASTER CONNECTION PERFORMANCE UPDATE

RIDERSHIP TRENDS AND INFLUENCES Table B.7 - SVCC SHUTTLES AVERAGE DAILY BOARDINGS: 2012 - 2016

 Ridership has steadily decreased Route FY2012 FY2013 FY2014 FY2015 FY2016* since 2013. Daily ridership in 972 163 175 160 149 147 FY2015 dropped by 6.6% 973 146 148 164 137 124 compared to FY2014 and is 978 99 101 97 90 98 projected to drop another 1.2% in 979 82 106 80 92 94 FY2016. Total 490 530 501 468 462  Average weekday ridership from %  8.0% 8.2% -5.5% -6.6% -1.2% *As of April 2016 2012 to 2016 ranges from 460 to 530.

Figure B.27 – SVCC Ridership Correlation with COASTER Ridership at SV Station

Sorrento Valley Station activity continues to be highly correlated with SVCC Shuttle ridership

PERFORMANCE

NCTD operates service similar to SVCC at the Carlsbad Poinsettia COASTER Station (CPCC). The ridership of the SVCC service is higher than that of the COASTER Connection service due to the fact there are more SVCC trips. The percentage of COASTER commuters boarding/alighting at the Sorrento Valley COASTER Station (SVCC) is significantly higher (34 percent) compared commuters boarding/ alighting at the Carlsbad Poinsettia Station (4 percent). Sorrento Valley is also a regional employment center, attracting a higher number of trips. Table 2 lists the performance of the service by route and system of connection service for FY2014.

Table B.8 - Service Productivity: SVCC – CPCC COASTER Connection Services FY2016 SVCC Route Productivity Comparison (SVCC vs CPCC)*

SVCC Routes Daily Pax Pax/Trip Pax/RevMi Pax/RevHr MTS 972 146.7 14.7 2.1 31.3 MTS 973 124.0 12.4 1.4 25.9 MTS 978 97.8 10.9 1.7 23.4 MTS 979 93.9 10.4 1.9 28.7 SVCC System 462.4 12.2 1.8 27.4

NCTD BREEZE Commuter Routes Daily Pax Pax/Trip Pax/RevMi Pax/RevHr 444 44.8 11.2 1.48 27.67 445 63.1 7.0 0.77 12.21 446 13.8 3.4 0.78 12.00 CPCC System 121.8 7.2 0.9 15.3 *Through April 2016

Appendix C: Customer Demographics

CUSTOMER DEMOGRAPHICS

C.1 SERVICE AREA DEMOGRAPHICS

The figures throughout this section are representative of the 2010 census data for the NCTD service area.

C.1.1 POPULATION

The NCTD service area encompasses a population of approximately 849,420 residents. The service area includes the rural areas of Fallbrook, Ramona, and the Camp Pendleton Marine Corps Base; the cities of Carlsbad, Del Mar, Encinitas, Escondido, Oceanside, San Marcos, Solana Beach, and Vista; and the unincorporated parts of the county. Figure C.1 depicts the service area population density for North San Diego County. The NCTD service network provides generally good service coverage of the more densely populated areas of North San Diego County.

Figure C.2 depicts the concentration of the senior population in the service area. NCTD offers reduced fares for the senior riders aged 60 and up. As seen in Figure C.2, the majority of the service area has a senior population of 10 percent or more, with several areas having a concentration of 25 percent or more that are not within ¾ mile of a fixed route. Currently, NCTD provides the general public with FLEX demand-response service which offers reservation-based rides within specific zones of North San Diego County. NCTD provides LIFT service for persons with a disability and older adults that are ADA certified.

C.1.2 UNEMPLOYMENT RATE

North San Diego County suffered economically due to the national recession, resulting in a rise in the unemployment rate. In 2010, the County of San Diego’s unemployment rate was approximately 10 percent. As seen in Figure C.3, the majority of the NCTD service area has an unemployment rate of 5 percent or more. Several areas such as Ramona, portions of Oceanside, Vista, San Marcos, and unincorporated parts of the county have an unemployment rate of 10 percent or more. NCTD generally provides good service coverage to those areas with higher unemployment rates in its core service area.

C.1.3 LOW INCOME AND MINORITY POPULATION

Public transit is an affordable alternative mode of transportation used often by low-income and minority individuals and families. The vast majority of the NCTD service area is characterized by 5 percent or more of the population living below the poverty level (Figure C.4). The areas with a higher percentage (20 percent or more) of the population living below the poverty level are generally located in the cities of Oceanside, Vista, and Escondido.

The minority population is shown to be around 25 percent throughout much of the NCTD service area (Figure C.5). There is a higher concentration of minority populations in Oceanside, Vista, San Marcos, Escondido, Fallbrook, Valley Center, and some parts of Ramona.

NCTD generally provides good service coverage to those areas with higher concentrations of low- income and minority population in its core service area.

Figure C.1: 2010 Population by Census Tract

Figure C.2: 2010 Senior (65+) Population by Census Tract

Figure C.3: 2010 Unemployment Rate by Census Tract

Figure C.4: 2010 Population Below Poverty Level by Census Tract

Figure C.5: 2010 Minority (Non-White) Population by Census Tract

C.2 TITLE VI COMPLIANCE

Title VI of the U.S. Civil Rights Act of 1964 prohibits discrimination based on race, color, or national origin in programs or activities which receive federal financial assistance. Title VI states that: “No person in the United States shall, on the grounds of race, color, or national origin, be excluded from participation in, be denied the benefits of, or be subjected to discrimination under any program or activity receiving Federal Financial assistance.”

Title VI compliance monitoring of transit service is conducted by SANDAG on behalf of NCTD, based on the requirements detailed in Chapter V, Section 5 of the FTA Circular (FTA C 4702.1A). SANDAG conducts the low-income and minority (LIM) analysis by implementing the quality of service methodology found in the circular to fulfill this requirement. Title VI analysis methodology ensures that consistent service is delivered between different user groups and that transit service is responsive to the needs of low-income and minority communities.

Based on Appendix H of the 2012-2016 Coordinated Plan prepared by SANDAG, the LIM census tracts for NCTD were shown to have faster service, lower fares, and similar transfers to the top three major destinations in each service area as seen in Tables C.1 to C.4. However, the LIM census tracts were shown to have a higher cost per mile based on the close proximity of these census tracts to the major destinations. SANDAG is conducting a Title VI monitoring analysis in spring 2015, which will be presented to NCTD’s Board of Directors for approval in June 2015.

Table C.1: NCTD Low Income Census Tract Average Travel Time to Top 3 Major Destinations (In Minutes) Peak Hour Non Peak Hour Major Destination Non-Low Low Income Low Income Non-Low Income Income Downtown San Diego 123.1 134.2 174.0 184.0 Oceanside 80.6 90.0 81.5 92.8 Palomar College 62.0 77.5 63.5 78.4

Table C.2: NCTD Minority Census Tract Average Travel Time to Top 3 Major Destinations (In Minutes) Peak Hour Non Peak Hour Major Destination Minority Non- Minority Minority Non- Minority Downtown San Diego 118.8 131.4 169.8 173.9 Oceanside 78.2 89.2 81.5 91.8 Palomar College 51.0 79.3 53.4 82.4

Table C.3: NCTD Low Income Census Tract Average Fare, Transfer, and Cost per Mile to Top 3 Major Destinations Low Income Non-Low Income Major Destination Fare Transfers Cost/Mile Fare Transfers Cost/Mile Downtown San Diego $5.82 1.2 $0.14 $5.85 1.3 $0.14 Oceanside $2.78 1 $0.21 $3.07 1.1 $0.24 Palomar College $3.23 0.9 $0.31 $3.28 1.0 $0.29

Table C.4: NCTD Minority Census Tract Average Fare, Transfer, and Cost per Mile to Top 3 Major Destinations Low Income Non-Low Income Major Destination Fare Transfers Cost/Mile Fare Transfers Cost/Mile Downtown San Diego $5.79 1.2 $0.15 $5.65 1.2 $0.14 Oceanside $2.83 1.2 $0.22 $3.06 1.1 $0.29 Palomar College $3.08 0.8 $0.51 $3.24 0.9 $0.26

Under Federal Transit Administration (FTA) Title VI Circular (FTA C 4702.1B), updated in October 2012, NCTD is required to determine if service changes qualify as a major service change. NCTD adopted three Board Policies to address this requirement, which can be found on NCTD’s website at http://www.gonctd.com/policies.

Board Policy No. 30 Threshold for Major Service Change Board Policy No. 31 Threshold for Disparate Impact on Minority Populations Board Policy No. 32 Threshold for Disproportionate Burden

If a service change exceeds the major service change threshold as provided under NCTD Board Policy No. 30, a service equity analysis is required.

C.3 CUSTOMER DEMOGRAPHICS

The following sections describe overall demographics of NCTD customers based on information obtained from on-board surveys conducted by SANDAG in 2009. FTA Title VI Circular (FTA C 4702.1B) requires transit operators to conduct an onboard survey every five years, which SANDAG performs on behalf of the District. SANDAG is conducting the latest on-board survey effort during calendar year 2015. The results of this survey are expected in late 2016. The District uses this information when conducting Title VI service equity analysis. The information presented here provides a reasonable assessment of the customer demographics of NCTD transit users to help NCTD better understand and meet the needs of its riders.

C.3.1 2009 SANDAG SURVEY KEY RESULTS

In 2009, SANDAG performed an onboard profile of ridership for the BREEZE, COASTER, and SPRINTER. SANDAG surveyed passengers on board fixed route buses, asking questions regarding trip behaviors and demographics. Some of the key findings from the report included information regarding trip purpose, mode of travel, ridership frequency, and age of riders.

Mode of Travel Figure C.6 shows the mode of travel comparison for the three forms of transit. The 2009 SANDAG survey found that on the BREEZE, 95 percent of riders walk to the first or last stop of their one-way linked trip. COASTER riders had 46 percent who walked to their first or last stop of their one-way linked trip, while one-third used an automobile and 19 percent used a bike. The SPRINTER had 80 percent of riders walk to the first or last stop of their one-way linked trip, while 12 percent used an automobile and 7.4 percent used a bike.

Given the high percentage of riders who walk to their first or last stop of their one-way linked trip, adequate pedestrian access should be provided and maintained at the transit stops. Pedestrian access may be enhanced through universal access design elements including the use of sidewalks, ramps, crosswalks, barrier-free streetscape, etc.

Figure C.6: Mode of Travel (2009 SANDAG Survey)

100.0% 90.0% 80.0% 70.0% 60.0% 50.0%

40.0% BREEZE 30.0% COASTER 20.0% SPRINTER 10.0% 0.0%

Trip Purpose The survey found that on BREEZE, 31 percent of all trips are between home and work, while 29 percent of BREEZE trips are between home and school. On the COASTER, 68 percent of all trips made were between home and work, while 11 percent were for recreational uses. On the SPRINTER, 40 percent of all trips were made between home and school, while 20 percent were between home and work. As seen in Figure C.7, the majority of trips for all three modes of transit are home-work and home-school trips.

Identifying the trip purpose is an important element in understanding people’s daily travel needs. As illustrated in the figure below, commuting from home to work or home to school is the predominate activity typically occurring weekdays and during peak travel demand. Important in transit planning, these non-discretionary trips help influence the corridors served and levels of transit service (including days of week, hours of day, frequency, etc.) to be provided.

Figure C.7: Trip Purpose (2009 SANDAG Survey)

80.0%

70.0%

60.0%

50.0%

40.0% BREEZE 30.0% COASTER 20.0% SPRINTER

10.0%

0.0%

Ridership Frequency The survey found that the majority of riders on all three modes use transit four or more days a week (Figure C.8). This group of customers included 80 percent of riders on the BREEZE, 70 percent of riders on the COASTER, and 65 percent of riders on the SPRINTER.

Similar to the trip purpose, ridership frequency is another important element in transit planning. Ridership frequency is defined as trips that occur at regular frequency of at least four or more days a week, and usually can be linked to activities such as home to work trips and home to school trips. In response to these travel demands, transit should operate more frequently during periods of greater demand (i.e., weekdays).

Figure C.8: Ridership Frequency (2009 SANDAG Survey)

70.0%

60.0%

50.0%

40.0% BREEZE 30.0% COASTER SPRINTER 20.0%

10.0%

0.0% Less than 1 1-3 days/week 4-6 days/week 7 days/week day/week

Age of Riders NCTD provides transit services that accommodate riders of every age; fares are structured to accommodate and encourage youth, college students, and the elderly population to utilize transit. The 2009 survey found that on the BREEZE, youth riders (ages 12-18) represent a large share of the transit riders. On the COASTER, the age category with the highest ridership was 35-49 years, while riders age 50 and above also rode the COASTER frequently; this is expected because the COASTER has a high percentage of home-work trips. COASTER riders typically have a higher household income than BREEZE or SPRINTER riders and are often able to pay a higher fare for their commuter trips. The greatest percent of SPRINTER riders by age is the 19-24 age category. This likely reflects the college student population making the home- school trip. Figure C.9 depicts the age categories of transit riders for each mode of transit.

Figure C.9: Age of Riders (2009 SANDAG Survey)

35.0%

30.0%

25.0%

20.0% BREEZE 15.0% COASTER SPRINTER 10.0%

5.0%

0.0% 12-18 Years 19-24 Years 25-34 Years 35-49 Years 50-59 Years Over 60 Years

C.4 CUSTOMER SERVICE AND FEEDBACK

C.4.1 CUSTOMER SERVICE

An integral component of NCTD, the Customer Service Department is NCTD’s primary interface with its customers and interacts with customers on multiple fronts. This department sells fare media, provides direct customer communication, resolves customers’ problems, and serves as the access point for customers to provide feedback regarding their experience with NCTD’s service. Patrons may access Customer Service through transit stores, via telephone, the internet, email, and social media. Staff are working to implement a new customer service call center, whereby customers may call NCTD directly, rather than be routed through the Regional Call Center. This will continue to improve customer experience.

Transit Stores

The District operates three separate transit store locations where patrons can walk in and speak to a customer service representative. Locations and hours of operations are listed below:

OTC – Main Office 205 South Tremont Street Oceanside, CA 92054 760-966-6500

Hours of Operation: Monday – Friday 7 a.m. – 7 p.m.

Vista Transit Center (VTC) 101 Olive Avenue Vista, CA 92083 760-966-6500

Hours of Operation: Monday – Friday 8 a.m. – 5 p.m.

Escondido Transit Center (ETC) 700 West Valley Parkway Escondido, CA 92025 760-967-2875

Hours of Operation: Monday – Friday 7 a.m. – 7 p.m.

Patrons may also call customer service representatives from 7 a.m. – 7 p.m.

511

511 is a free phone serve and internet site that consolidates the San Diego region's transportation information into a one-stop resource. The 511 phone service is available throughout San Diego County by dialing 511 on nearly all landline and cellular phones, or by dialing 1-855-GO-SD-511 (1-855-467- 3511) from any phone.

511 provides up-to-the minute information on traffic conditions, incidents, and driving times; transit schedules, routes, and fare information; carpool and vanpool referrals; bicycling information; and additional information. 511 is available 24 hours a day, 7 days a week.

511 is managed by a partnership of public agencies including SANDAG, the California Highway Patrol (CHP), the California Department of Transportation (Caltrans), MTS, NCTD, and San Diego SAFE.

Customers inquiring about or needing assistance with their Compass Cards may also contact the San Diego County Transit Information Service by dialing 511 and saying “Compass.”

Website

Customers can also obtain information about NCTD at GoNCTD.com. Here customers may access information about NCTD and NCTD’s public transit services, including schedules and maps, fares and passes, rider tools, accessibility information, contact information, and general information about the District. Customers are encouraged to visit this website and learn more about the District and its services.

GoNCTD.com contains interactive features. Customers may provide feedback to the District via the “Contact” menu on the website. This feedback is sent via email to customer service representatives who then track the information, contact the appropriate department, and respond to the customer as appropriate.

Social Media

NCTD also has a presence on social media, with up-to-the-minute information available via Facebook and Twitter. Through social media, the District broadcasts information regarding events, promotions, and service alerts, keeping customers constantly informed. Through social media, NCTD demonstrates its commitment to customer service. Like the District’s webpage, these social media sites interactive and encourage customers to follow and friend the District. On these sites, customers can post comments regarding their experience on NCTD’s modes or obtain answers to questions in real time. Up-to-the-minute Twitter feeds can be found on twitter.com/GoNCTD as well as on the District’s home page at GoNCTD.com. In addition to the communication formats listed above, NCTD solicits information regarding service delivery in the following ways:

Surveys

In FY 2013, NCTD began soliciting customer feedback through annual customer surveys that measure customers’ perception of service delivery and assist in identifying perceived strengths and weaknesses of NCTD. NCTD will solicit this survey via online and paper formats. NCTD will circulate the survey to customers on all modes of transit and also make the survey available to customers at the transit stores.

Rider Reports

NCTD currently maintains a customer feedback reporting system called Rider Reports that allows the District to enter, track, and respond to customer feedback including compliments, complaints, requests, or statements. NCTD staff record, evaluate, research, and response to each customer report. The Customer Service Department handles all Rider Reports for the District. The process to submit a Rider Report is as follows:

 Customer contacts NCTD (Phone, Walk- in, email)  Customer service representative enters the report into database system and o Identifies nature of complaint o Categorizes the complaint by mode, route, and detailed issue . Tags as ADA or Title VI if applicable  Customer service representative assigns report to appropriate NCTD department for research and response  Once the department researches and responds to report, customer service staff develop a response letter to the customer

 NCTD mails the response letter to the customer

Mystery Shopper

NCTD contracts a third-party mystery shopper program that engages and evaluates service delivery from the customer perspective every quarter. The program is conducted for each mode of transportation and also for the Customer Service Department. Various NCTD departments review mystery shopper reports to identify strengths and weakness and to devise corrective actions if necessary.

For the modal assessment, mystery shoppers use an evaluation sheet that contains questions regarding fare collection/verification, customer service and quality, condition/cleanliness of vehicle, displayed information and accessibility, and perception of the overall experience.

For the customer service assessment, mystery shoppers use an evaluation sheet that contains questions regarding phone call responsiveness and agent identification, customer service and quality, professionalism, issue and problem solving, and perception of the overall experience.

Paratransit Certification ADARide is a contracted service that NCTD uses to provide ADA certification for customers interested in using the LIFT service. Certifications are issued to individuals approved to use the LIFT service. These certifications are categorized as 1) unrestricted (unlimited), 2) conditional, 3) temporary, or 4) trip-by-trip. The various levels of eligibility determine when and how often a LIFT client may utilize the LIFT service, as well as when LIFT clients should utilize other public transit services. ADARide may also perform appeals, including by conducting one-on-one meetings with LIFT applicants. Each month, ADARide provides lists of newly certified and re- certified clients to NCTD and American Logistics. Customers may apply for certification by calling to request an application, faxing a request, or submitting a request online. ADARide aims to provide certification in 10 business days.

Reduced Fare Applications

NCTD offers reduced fares to seniors, persons with disabilities, and Medicare recipients. Generally, NCTD approves applications for reduced fares on the spot. However, should a person with a disability not be able to provide one of the qualifying proofs of eligibility, a health care verification must be done to determine eligibility. NCTD aims to process applications for reduced fares in 7 business days.

Appendix D: Regulations, Oversight and Compliance

REGULATIONS, OVERSIGHT, AND COMPLIANCE NCTD and the regional planning body, SANDAG, ensure that social equity is maintained throughout all phases of planning.

D.1 CONTRACTED TRANSIT SERVICE MANAGEMENT

NCTD contracts with private companies for the operations and maintenance of COASTER and SPRINTER rail services, BREEZE bus service, and FLEX and LIFT specialized services. By contracting with the private sector, NCTD has been able to lower its cost of delivering services while maintaining safe, clean, and high-quality service.

The FTA requires public transit agencies maintain robust oversight programs for services to ensure all applicable federal requirements are met. NCTD implemented a Comprehensive Compliance and Oversight Program (Program) which is dedicated to bringing all compliance and oversight activities under a single plan to ensure NCTD meets its compliance obligations. The Program, managed by NCTD's Compliance Officer, is comprised of specific protocols, differentiated by mode and program, which are part of a formal schedule of oversight assessments and audits. In addition to carrying out a scheduled set of oversight activities, NCTD also conducts short or no-notice spot audits or assessments as deemed necessary. In the event that a highly technical process or function requires a review or audit, the Program calls for engaging external independent auditors on an as needed basis. The following section describes NCTD’s oversight programs for rail, fixed route, and ADA paratransit operations and maintenance.

Risk Roundtable

The risk roundtable was implemented in 2013 to improve communications between the District and transit service contractors. It’s a monthly meeting between NCTD staff from operations, risk, general counsel, compliance, safety and security divisions and each service contractor. The goal is to identify any maintenance or operations issues that pose a risk to achieving the District’s goal of providing on-time service on that mode. The program has led to a number of significant changes, an additional focus on critical items, and an improvement of services.

Rail Operations and Facilities Maintenance

Rail operations and facilities maintenance contracts (with Bombardier) are managed via an oversight program and random independent audits. The FRA, and the California Public Utilities Commission (CPUC) provide oversight and establish regulations with which NCTD must comply as a rail operator. Accordingly, NCTD’s oversight program supports compliance with these requirements along with performance requirements established within its contract with private operators.

Oversight Program

Contractors are required to report performance metrics, maintenance inspections, and other information as specified in the contract on a specific interval. This information is stored in a management information system (MIS) and is audited by the NCTD oversight program. Audits are conducted electronically through the MIS and manually through facility site visits. This information is reviewed and checked against NCTD’s independent inspections and audits for accuracy. The rail operations officer compiles a monthly oversight report which comments on contractor’s compliance.

Audits

NCTD operations personnel perform random audits of contractor activities, and vehicle condition to ensure a state of good repair. This is accomplished by auditing records (i.e. reports, inspections and other documented actions) submitted by our contractors by way of our management information system (Industry Safe). Audits are performed daily, weekly, monthly, or yearly, depending on the information being audited. The purpose of these audits is to confirm that the information the contractor keeps in the MIS is in accord with the hard copies of reports maintained on-site.

Quality control inspections are performed on a random basis by qualified NCTD staff. Inspections are compiled and submitted with the monthly rail oversight report. Inspections contain, but are not limited to, the following information:

 Rail check rides  Facilities inspections  Rail vehicle cleanliness inspections  Customer service inspections  Train operator requirements  Review of Preventative Maintenance Inspections (PMI) inspections  Safety and security inspections  Equipment inspections  Railroad track conditions  Vehicle maintenance inspections  Vehicle maintenance records inspections

Day-to-Day Management

General managers of Bombardier and NCTD staff members hold a daily conference call to discuss incidents from the previous 24 hours. Incidents include, but are not limited to, the following:

 Late trains  Service calls  Equipment malfunctions  Safety incidents  Trespassers

Upcoming events and current projects are also discussed. Those items include, but are not limited to:

 Equipment needs  Frequency of trains  Extended hours  Safety and security  Fare media  Third party construction projects  Work windows

Service Disruptions

Contractors manage service disruptions by determining the necessary action and requesting resources from NCTD via the rail operations officer. NCTD will support and approve remediation of disruptions, and ensure all interested parties are informed, including the deputy chief operations officer – rail operations, the manager of customer service, and the manager of service planning. Rail contractors will operate service, and NCTD will inform the public of service changes. The contractor is responsible for operating on the railroad and meeting all federal railroad requirements.

Contract Oversight for BREEZE Fixed Route Bus Operations, Fleet and Facility Maintenance.

NCTD staff includes two Deputy Chief Operations Officers and three additional quality control supervisors who perform the following oversight duties:

1. Inspections: On average, NCTD performs more than 120-150 quality control inspections monthly. Types include:  Bus check rides  Facilities inspections  Bus cleanliness inspections  Contract compliance inspections  Review of Preventive Maintenance Inspections (PMI)  Pit inspections  Bus shelter inspections  Vehicle inspections  Vehicle maintenance records inspections

2. Invoicing: NCTD reviews submitted invoices monthly and as required. The invoices are checked for accuracy and validated. Some of the types of invoices reviewed are the following:  Monthly billable scheduled miles  Monthly billable hours for additional service  Monthly service removed (trippers)  Lost service credits  Administrative monthly billing  Facilities out of scope invoices (in excess of $5,000) or audit items  Additional facility repair not included in contract  FLEX or LIFT fleet repair invoices  Engine and transmission rebuilds not included in contract (mileage based)  Other department invoices, IT, MOW, and property management

3. Reporting: Staff complete and provide several reports weekly, monthly, quarterly, and yearly. NCTD reports outstanding issues to the contractor for corrective action. Some of the reports include the following:  Weekly performance numbers, OTP complaints, missed trips, and road calls  Weekly management report to NCTD, performance and project based  Monthly fixed route performance report  MIS reporting  B10 reporting  California Air Resources Board CARB reporting  EPA reporting (not included in contract)  Maintenance plan (fleet)  Maintenance plan (facilities)  Operations plan

4. Oversight: District staff also provides additional oversight not covered in the above mentioned item. Some of the additional requirements include:  Customer service complaints  Bus stop planning  Scheduling  Routing  Project oversight  Review of contractor required reporting  Requisition submittals, review, and approvals  Utilities oversight, billing, and invoicing  Budget  Vehicle engineering and construction  Capital planning and project oversight

Paratransit Contract Management

NCTD outsources the operation of its ADA complementary paratransit service and eligibility process. This public-private partnership is a key part of NCTD’s strategy to promote a cost- effective, competitive framework in the delivery of paratransit service. Each contract is subject to re-procurement at the end of the contract period. This enables NCTD to remain price competitive for the delivery of quality paratransit service.

NCTD’s contract management and service oversight is responsible for ensuring that contractors meet all applicable requirements as outlined in ADA law and the FTA “stand in the shoes” provision. This provision requires contractors to meet the same accessibility requirements as would apply if the NCTD were operating the system itself. Paratransit contract management and oversight is based on a five-prong approach, shown below and depicted in Figure D.1:

1. Contract compliance 2. Adherence to key performance standards 3. Quality assurance 4. Service monitoring 5. Reporting requirements

Figure D.1: Key Focal Areas for Paratransit Contract Management and Oversight

Key Contract Performance Compliance Standards

Paratransit Contractors Reporting Quality Requirements Assurance

Service Monitoring

NCTD’s contract management team has cross-departmental responsibility for contract oversight (Figure D.2). The deputy chief operations officer has overall responsibility, with administrative support, for operation of the paratransit service. The ADA administrator is responsible for systemwide ADA compliance with a key focus on paratransit operations. Paratransit operations staff works closely with procurement and contract management staff. All contract changes and modifications will be issued in writing and administered through the Contracts Department.

Figure D.2: Contract Management and Oversight Organizational Unit

Deputy Chief Operations Procurement Officer

Contract Contract Officer Compliance

ADA Administrator

As a mobility management leader, NCTD will educate and communicate with paratransit customers on the menu of transportations options designed to meet their travel needs. NCTD will also meet with key activity centers regularly to ensure that customers understand the operating parameters of the LIFT paratransit service. NCTD will coordinate and sustain alliances with regional transit partners such as MTS and OCTA to facilitate transfers that provide maximum flexibility, improve transit access, and create a sustainable transit environment.

NCTD will deploy both internal reviews and external auditing as a key component of the quality assurance program and as set forth in the Comprehensive Compliance and Oversight Program. Internal quality assurance staff will conduct monthly reviews of contract compliance. These reviews will focus on KPIs and reporting requirements. NCTD will also utilize an external auditor to conduct periodic comprehensive assessments of the LIFT and FLEX operations and maintenance functions to ensure contract compliance requirements are being met.

Safety Oversight Compliance

Like all other transit systems, NCTD is expected to meet a high standard of safety to ensure that customers and employees remain safe from accidents while riding and delivering transit services. To maintain a high standard of safety transit agencies are required to comply with mandated local, state, and federal regulations. NCTD also works to implement industry standards and best practices when applicable and practicable. NCTD safety s influenced by:

 Federal regulation and oversight  California regulations and oversight  Local/regional regulations and oversight  APTA standards  NCTD internal oversight, including contractor oversight

Each contractor working for NCTD is expected to keep safety the top priority. While NCTD relies on contractors to follow their contracts and provide sound services, NCTD remains responsible to all customers, employees, and oversight agencies for ensuring that transit operations serve the best interest of the riding customers by following all required regulations and complying with oversight agencies.

Employee Safety

NCTD is held accountable for providing a safe work environment for all employees and complying with federal and California Occupational Safety and Health (Cal/OSHA) regulations established to protect workers and the public from safety hazards through effective programs. Cal/OSHA Title 8 regulations require employers to have an injury and illness prevention program and provide training/education for employees in certain areas of health and safety. In addition, proper storage of hazardous materials or chemicals is required to guarantee workplace safety.

NCTD Safety Coordination and Oversight

NCTD’s Safety Division oversees transit system safety including contractor safety. The transit service contractor, Bombardier has a representative responsible for the safety of their transit service and organization. Coordination and communication is maintained between the organizations via daily roll-calls, monthly safety meetings, regular contact through System Safety Review Committee meetings, operational meetings, and addressing safety hazards and other relevant safety tasks. NCTD’s Safety Division determines contractor safety compliance by conducting audits, inspections, incident investigations, and after action reports. While hazards are addressed immediately, corrective actions resolving other issue areas are addressed in as timely a manner as practicable.

Rail Safety

Federal Transit Administration and Federal Railroad Administration

Rail transit systems are subject to a number of regulations that support the safety and security of operations. Light rail must remain in compliance with FTA regulations 49 CFR Part 659, and commuter rail must comply with FRA regulations 49 CFR Parts 200 – 299.

California Public Utilities Commission

At the state level, both NCTD commuter and light rail operations are subject to CPUC railroad safety oversight; CPUC is the state safety oversight agency for the state of California and NCTD (49 CFR Part 659). This oversight responsibility lies within the Consumer Protection and Safety Division in the program areas of Motor Carriers, Railroad Safety, Highway/Rail Crossing Safety, and Rail Transit Safety.

Bus and Paratransit Safety

California Highway Patrol

The CHP oversees certain aspects of bus vehicle safety and driver’s licensure. Bus and paratransit vehicle operators are expected to follow all traffic laws and are subject to citation from local law enforcement agencies when not in compliance.

Additionally, APTA has several best practices and recommendations related to transit bus safety.

All NCTD employees and contract employees are responsible for the safety of transit services by, at minimum, reporting any hazard or incident that degrades the safety of NCTD. Job descriptions and plans further address and formalize appropriate and relevant responsibilities by department or position.

D.2 ENVIRONMENTAL JUSTICE

Environmental justice means ensuring that plans, policies, and actions do not disproportionately affect low-income and minority individuals. SANDAG ensures the meaningful involvement of low income, minority, disabled, senior, and other traditionally underrepresented communities in all public participation activities. NCTD follows the same guidelines set forth by SANDAG, thus ensuring that no underrepresented communities are disproportionately affected by NCTD service changes. D.3 TITLE VI POLICY

NCTD is responsible for civil rights compliance and monitoring, which includes ensuring that contractors, regardless of tier, and subrecipients, regardless of tier, properly abide by Title VI of the Civil Rights Act of 1964, Executive Order 12898, “Federal Actions To Address Environmental Justice in Minority Populations and Low Income Populations,” and the Department of Transportation’s Guidance to Recipients on Special Language Services to Limited English Proficient (LEP) Beneficiaries.

NCTD Board Policy No. 26 outlines the procedures under which complaints alleging discrimination in NCTD’s provision of services or NCTD activities can be made by persons who are not employees of NCTD. Title VI-related complaints are evaluated within NCTD’s customer service complaint investigation process. Identified violations are managed and resolved as provided in the NCTD Title VI Discrimination Complaint Process.

The Federal Transit Administration (FTA) Circular 4702.1B, “Title VI Requirements and Guidelines for Federal Transit Administration Recipients,” was updated effective October 1, 2012. The updated Circular requires any FTA recipient that operates 50 or more fixed route vehicles in peak service and serves a population of 200,000 or greater to evaluate any major service change at the planning and programming states to determine whether those changes have a disparate impact on minorities or disproportionate burden on low-income populations. The NCTD Board of Directors approved the following three new Policies to comply with the updated circular:

 Policy No. 30: Threshold for Major Service Changes – Establishes threshold for major service changes at 25 percent  Policy No. 31: Threshold for Disparate Impact on Minority Populations – Establishes the threshold that defines a disparate impact as an impact resulting from a service change that adversely affects a percentage of the minority population that is ten percent or more than the average minority population of the NCTD service area  Policy No. 32: Threshold for Disproportionate Burden on Low-Income Populations – Establishes the threshold that defines a disproportionate burden as an impact resulting from a service change that adversely affects a percentage of the low-income population that is ten percent or more than the average low-income population of the NCTD service area

The three policies address what qualifies as a major service change, what analysis must be done prior to the implementation of a major service change, and what constitutes a disproportionate burden or disparate impact on low-income and minority populations created by the proposed action.

As required by the Circular, NCTD solicited public comment on the draft policies prior to Board approval.

SANDAG performs triennial Title VI quality of service monitoring for the transit agencies in the region, NCTD and MTS. The summary of the most recent Title VI analysis from 2012 is as follows: D.3.1 TITLE VI QUALITY OF SERVICE MONITORING

Transit Title VI service monitoring is conducted by SANDAG, on behalf of MTS and the NCTD, based on the requirements detailed in Chapter V, Section 5 of the FTA Circular (FTA C 4702.1A). SANDAG conducts a low-income and minority (LIM) analysis by implementing the quality of service methodology found in the circular to fulfill this requirement. This methodology ensures that consistent service is delivered between different user groups and determines the degree to which transit service is responsive to the needs of LIM communities. To do this, low- income, non-low-income, minority, and non-minority census tracts are compared using five different transit performance variables based on trips taken to the top three travel destinations. Census 2010 data was utilized to determine the population characteristics while the fixed route transit networks (for MTS and NCTD) were from fall 2011. Finally, the SANDAG four-step regional travel demand model (Series 12) was used to conduct the evaluation. Twenty low income, 20 non-low income, 20 minority, and 20 non-minority census tracts were randomly selected from each transit district (MTS and NCTD) to determine the quality of service. The three most frequently traveled destinations were identified separately for MTS and NCTD using the most recent onboard passenger survey. For each of these most frequently traveled destinations, the following service quality variables were evaluated as recommended by the FTA, for each transit district:

 Average peak hour travel time to destinations  Average non-peak hour travel time to destinations  Number of transfers required to reach the destination  Total cost of trip to the destination  Cost per mile of trip to the destination (tables for distance per trip have been added to explain potential cost per mile deficiencies)

D.3.2 CONCLUSION

Overall, the LIM census tracts (in both MTS and NCTD service areas) were shown to have faster service, lower fares, and similar transfers to the top three major destinations in each service area. However, the LIM census tracts were generally shown to have a higher cost per mile based on the close proximity of these tracts to the major destinations.

NCTD is also required to evaluate the impacts of major service and fare changes pursuant to Chapter 5, Section 4 of the FTA Title VI Circular. NCTD conducted analyses for each as required in the development of the Mobility Plan.

D.4 LIMITED ENGLISH PROFICIENCY (LEP) POLICY

To ensure compliance with Title Vl mandates, the Federal Transit Administration (FTA) requires that agencies formalize their language-assistance efforts by creating, approving, and submitting a Language Assistance Plan (LAP) that guides communications efforts to Limited-English Proficiency (LEP) populations. During the recent Title Vl Triennial Program Update of San Diego Association of Government’s (SANDAG), NCTD and MTS were informed that each transit agency is required to approve and submit their own individual LAP based on SANDAG’s completed four-factor analysis.

In November 2013, the NCTD Board of Directors approved NCTD’s LAP that documents the District’s current means to provide language assistance as needed via written and oral sources, and through customer service and media relations. The LAP details the variety of language- assistance services, including the translation of all critical rider information. Public-outreach components that NCTD currently has in place that have an LEP component include public meetings, transit-planning efforts, printed rider-information materials, customer surveys, call centers, fare-collection points, and community-outreach events. The LAP also includes staff training on the requirements to provide meaningful access and enhanced ways to provided notice to the LEP population, including offering a variety of resources/services in multiple languages including Spanish, Korean, Chinese, and Vietnamese, provided at no cost to individuals. Services include but are not limited to oral interpreters, written language services, and translations of vital documents. Individuals may request such resources and services by contacting NCTD’s Customer Service Department.

D.5 ADA RIDER’S GUIDE

NCTD’s ADA Rider’s Guide is intended as a guide for customers and captures all of the following information about NCTD’s accessible transit system and provision of ADA paratransit service.

Pursuant to ADA, NCTD provides complementary paratransit service, or equivalent public transportation, to individuals with disabilities who cannot board, ride, or navigate accessible fixed route bus or train services because of their disabilities. NCTD has three categories of paratransit eligibility: unconditional eligibility, conditional eligibility, and trip-by-trip eligibility. Eligibility is not based on age, economic condition, or inability to drive an automobile.

NCTD’s ADA paratransit service, LIFT, provides origin to destination public transportation to riders whose disabilities prevent the use of fixed-route bus and rail for some trips or all trips. NCTD’s ADA paratransit service is provided within ¾ mile of a bus route or rail station, during the same hours and days of operation as the fixed-route bus and rail system. The service area also may include other small areas surrounded by the corridors.

In addition to the LIFT paratransit service, NCTD encourages certified paratransit riders to apply for a reduced fare ID card, which allows free travel on BREEZE buses and SPRINTER trains, and a reduced fare on COASTER trains. If a paratransit customer is certified for a personal care attendant (PCA), the PCA can also ride free on the BREEZE and SPRINTER.

The Rider’s Guide describes eligibility criteria for ADA certification and instructions on how to obtain certification and schedule a LIFT trip. The Rider’s Guide describes the accessibility of NCTD’s transit system and the process by which one may request accessible communications. NCTD provides accessible service through the use of accessible buses, rail cars, COASTER and SPRINTER stations, multi-modal transit centers, and bus stops.

D.6 PUBLIC PARTICIPATION PROCESS

NCTD has a public participation process in place to ensure both the users of the system and the public whose tax dollars help fund the system have a stake in service changes and capital improvements made to the transit system. Additionally, SANDAG’s Board Policy No. 25 on public participation/involvement establishes a process for obtaining input from and providing information to the public concerning agency programs, projects, and program funding in order to ensure the public is informed and has the opportunity to provide SANDAG with input so plans can reflect the public’s desire.

D.6.1 BREEZE, SPRINTER, AND COASTER INDIVIDUAL SCHEDULES AND MAPS AND REGIONAL TRANSIT MAP

A comprehensive set of printed materials is routinely published to explain NCTD’s services and provide important information to passengers. The printing of new schedules, maps, and timetables coincides with service changes that take place three times a year. These materials can be found on the buses, COASTER and SPRINTER trains, at each of the transit centers, at schools and libraries, and at the District’s headquarters located at 810 Mission Avenue in Oceanside.

D.6.2 RIDER ALERTS/TAKE ONES

Rider alerts are used to notify passengers of upcoming route, schedule, or fare changes and any other events that may be of interest. The marketing, service planning, and customer service departments play a role in the production of these paper flyers, which are available in both English and Spanish. Route and schedule changes are handled by NCTD, while fare change notices are the responsibility of SANDAG. While some rider alerts are used as District- wide announcements, others are produced and made available to a smaller segment of the ridership. For example, NCTD may produce a notice to publicize an upcoming public hearing for a service change or to announce a small schedule change.

D.6.3 BOARD MEETINGS

The Board Agenda is published 72 hours in advance at the Board’s meeting place. It is also available for review at a number of libraries and government agencies throughout the service area. At the Board meeting, anyone may fill out a “request to speak” card before the agenda item is called. Fifteen minutes are allotted for public communications at the beginning of every Board meeting, and each person is allowed three minutes to speak. Additional time at the end of the meeting may be given to public comment, so that all speakers are allowed three minutes each.

D.6.4 PUBLIC HEARINGS

A public hearing is required for the adoption of NCTD’s annual budget and for major public transportation service changes in accordance with Board Policy No. 17 and 30. These hearings require a 30-day notice, which is advertised to the public as a published notification in local newspapers and a Spanish language newspaper with circulation in North San Diego County. Information contained in the notice shall include:

 Date, time and location of the public hearing  A statement that the intent of the public hearing is to provide an opportunity for interested persons or agencies to be heard with respect to the effects of the proposed changes  As applicable, route numbers of the services that would be affected with the proposed major service change and the proposed effective date of the change  A statement that comments can be offered verbally or in writing, establishing the date and time of the public hearing as the deadline for written submissions, and providing a mailing address and facsimile number  A statement informing any interested parties of the location where a copy of the proposed change would be available for inspection  A statement that NCTD does not discriminate on the basis of disability in the admission or access to, or in treatment or employment in, its services, programs, and activities. It shall include the contact person designated to coordinate ADA compliance, and said person may be contacted 72 hours in advance of the public meeting to provide disability accommodations if requested. It shall also include a statement that agenda materials will be provided in accessible formats upon request  A statement that NCTD does not discriminate on the basis of race, color, or national origin in the level and quality of transportation services and transit-related benefits in accordance with the Title VI Civil Rights Act of 1964.

Speakers are limited to three minutes to speak on an item listed on the agenda. The speakers may receive one donation of three minutes, for a maximum of six minutes. A written request to speak is not required during public hearings.

D.6.5 FINAL PUBLIC NOTIFICATION OF CHANGES

Following Board approval of a fare increase or service change, NCTD will place a flyer aboard all vehicles one week prior to the effective date of the change to inform the public of the implementation of the change. The flyers shall be printed in English and Spanish.

Appendix G: SANDAG LOSSAN Projects

FTA 5339, 5307 5339, FTA

Prop 1B,Prop STIP-II

FTA 5307, NCTD 5307, FTA

Transnet, FTA 5307 FTA Transnet,

FTA 5307, Transnet - MC Transnet 5307, FTA

FRA-PRIIA, Transnet - MC Transnet FRA-PRIIA,

FRA - PRIIA, FRA Transnet-MC - PRIIA,

Prop 1B,Prop RSTP, STIP-IIP FTA

Funding Sources Funding

6

6.9

0.9

52.9

21.5

25.9

TBD

37.7

Funding ($M) Funding

Approved Approved

Total Total

PS&E

PS&E

Design

Construction

Construction

Construction

Construction

Construction

Funded through Phase through Funded

TBD

TBD

TBD

TBD

Jul-17

Jun-19

Sep-18

May-15

Open to Public to Open

SANDAG LOSSAN PROJECTS LOSSAN SANDAG

expansion expansion in Encinitas.

replacement and La Costa Avenue grade crossing grade Costa La Avenue and replacement

(MP 237.2), Batiquitos Lagoon Bridge (MP Batiquitos237.2), Bridge Lagoon

track CP Ponto from (MPto 234.5) CP Moonlight

This project This 2.7 will milesadd second main of

two crossovers, signalstwo crossovers, trackand improvements.

new platform, fence, reconfigure tracks, installreconfigure fence, and platform, new

Construct a new grade-separated crossing, install Construct grade-separated a new

Vista Lagoon.

Carlsbad station and a new bridge across station bridge Buena Carlsbad a new and

229.5) in Carlsbad. Includes passing through passing Includes in Carlsbad. through 229.5)

from CP Longboard (MPto (MP 228.4) CP Carl CP Longboard from

Construction of one milesecond one main Construction of trackof

time performance.

Oceanside Transit Center resulting in improved on- resulting in improved Center Oceanside Transit

COASTER trains and relieve congestion at the trains relieve COASTER and

intended to accommodateintended Metrolink and/or

approximately MP 226.4. The new track approximately MPnew is226.4. The

existing Oceanside Transit Center existingtrack Center Oceanside Transit at

in in the City Oceanside connecting of to the

This project This a will third trackadd crossovers and

of the San Luis Rey River Bridge (MP Bridge 225.4). the San of Luis Rey River

225.3) and CP Shelland replacement (MPand 225.3) 225.9)

Second Second main track CP Eastbrook between (MP

and MPand 218.0).

MP to 216.5 (MP MPbridges 217.3 and 218.1)

a a 1.6-mile secondsegment main of track (approx.

Stage 2 of Stage this 2 of project includes the construction of

retaining wall, and a bridge replacement. wall, a bridge and retaining

adds adds 4.2 miles second main of track, signals, a

stage 1 (MP to 212.3 MP project This 216.5).

Camp Pendleton and the constructionand Pendleton Camp of work

Onofre (MPto 212.3) CP Pulgas Onofre (MPin 218.1)

Phase 1 CP includes San from design work

Creek.

trestle segment of Bridge 208.7 over San Onofre San Onofre trestle over 208.7 Bridge segment of

This project will replace the northern most project This will the northern replace timber

Description

Batiquitos Lagoon Double Track BatiquitosDouble Lagoon

Poinsettia Station Improvements

Carlsbad Village Double Track Village Double Carlsbad

Oceanside Through Track Oceanside Through

Rey River Bridge) Rey River

Eastbrook Luis(San toTrack Shell Double

San Onofre to(Stage 2) Track Pulgas Double San Onofre

and Stage and 1)

San Onofre to Pulgas Double Track (Design to(Design Track Pulgas Double San Onofre

North Green Beach Bridge Green North

Project Name Project

Status as April 2016 of

In addition to NCTD CIP, these are the projects being delivered by SANDAG along NCTD's rail corridor, the LOSSANrail corridor, corridor. by NCTD's SANDAG along CIP, these the projectsare delivered tobeing addition NCTD In

8

7

6

5

4

3

2 1

MC

Transnet - BPNS Transnet

PTA (STIP), Federal 5309 Federal PTA (STIP),

Transnet - MC, FRA PRIIA Transnet

FRA-PRIIA, Transnet - MC, Transnet FRA-PRIIA,

FTA 5307, NCTD, FTA Tiger FTA NCTD, 5307, FTA

FTA 5307, TCIF, Transnet - MC Transnet TCIF, 5307, FTA

FTA RSTP, Transnet - MC, STIP RSTP, Transnet FTA

FRA - PRIIA, STIP, Transnet - MC Transnet FRA STIP, - PRIIA,

STIP IIP, Prop 1B - TCIF, Transnet - Transnet 1B Prop IIP, - TCIF, STIP

Funding Sources Funding

11

44

4.6

9.5

4.5

32.9

30.6

72.8

Funding ($M) Funding

Approved Approved

Total Total

PS&E

Construction

Construction

Construction

Construction

Construction

Construction

Funded through Phase through Funded

Environmental Clearance Environmental

TBD

TBD

Jul-18

Jul-18

Mar-14

Mar-12

May-15

May-17

Open to Public to Open

SANDAG LOSSAN PROJECTS LOSSAN SANDAG

north of Miramar Hill in Miramar the of City north San Diego. of

Scripps (MPto (MP251.2) CP Miramar 253.0)

track and curve realignment from temporary CP temporary from realignment track curve and

This project This includes construction second main of

constructing a new bridge for the double track. the double constructingfor bridge a new

providing draining enhancements, and draining providing

Scripps (MP 251.2), upgrading the Scripps signal system, (MP upgrading 251.2),

from CP Pinesfrom (MPto CP 249.8) temporary

and Miramar Road. Includes new double tracking double new Includes Road. Miramar and

existing bottleneck that occurs CP Pines between

Phase 1 of Phase a two project - 1 phase of to eliminate the

spaces.

Blvd to accommodate parking Blvd additional 75

an additional parking lotValley parking southadditional Sorrento an of

248.7), 250' platform extension platform to accommodate 250' 248.7),

248.8), 2 bridge replacements (MP and 2 248.8), 248.5 bridge

CP Torrey (MPto 247.8) existing (MPCP Torrey CP Torrey

This project This includes second main track New from

fourth bridge (247.7) was added in May was added 2013. (247.7) bridge fourth

railway bridges (bridges 246.1, 246.9, A247.1). (bridges bridges railway

This project replaces three aging timber trestleproject This aging replaces three

244.1 and MPand 244.1 245.7.

additional improvements at locationsMP improvements between additional

Mar. This phase of the project Mar. of phase will This construct

improvements of coastal in of the City bluffs Del improvements of

This ProjectThis is slope the stabilityof third phase

Del Mar Fairgrounds. Mar Del

includes construction of an event platform at the platform includes construction event an of

(MP 243.9) (MPin the 243.9) City Mar. Del Projectof

the the City Beach Solana to of southCP Mar Del of

bridge replacement from CP Valley from replacement (MPin bridge 242.2)

2.1 2.1 miles second main of track San Dieguito and

Drive.

signals, and safety improvements at Chesterfield signals,at Chesterfield safety and improvements

bike and pedestrian facilities, bike pedestrian and rail, double-track

of at-grade crossing improvements including all crossing improvements at-grade of

The project constructionincludesdesign and final The

240.4, and new signals. new 240.4, and

replacement of the at Bridge San of ElijoMPreplacement Lagoon

(MP 241.1). The project also (MP includes The 241.1).

track from CP Cardiff (MP 239.6) to CP Craven (MPto 239.6) CP Craven track CP Cardiff from

This project This includes 1.5 milesdouble- new of

Description

Sorrento to Phase Sorrento Miramar 2

Sorrento to Phase Sorrento Miramar 1

Sorrento ValleyTrack Sorrento Double

Los Penasquitos Lagoon Los Bridges Penasquitos Lagoon

Del Mar Bluffs StabilizationBluffs Mar Del 3

San Dieguito Double Track and Platform and Track Double San Dieguito

Chesterfield Drive Crossing Improvements Drive Chesterfield

Craven)

San Elijo Lagoon Double Track (Cardiff to (Cardiff Track Double San Elijo Lagoon

Project Name Project

Status as April 2016 of

In addition to NCTD CIP, these are the projects being delivered by SANDAG along NCTD's rail corridor, the LOSSANrail corridor, corridor. by NCTD's SANDAG along CIP, these the projectsare delivered tobeing addition NCTD In

9

16

15

14

13

12

11 10

revenue

Transnet

FTA 5307, TDA TDA 5307, FTA

Transet, FTA 5307 FTA Transet,

FTA RSCP, Transnet - MC RSCP, FTA Transnet

FTA 5307, TDA, Misc. TDA, 5307, FTA project

FTA 5309 CA-03-0678, STIP IIP, IIP, STIP CA-03-0678, 5309 FTA

Prop 1B, TCRP, Insurance, FEMA 1B,Insurance, Prop TCRP,

FRA - PRIIA, CMAQ (FTA), TCRP, TCRP, CMAQ FRA (FTA), - PRIIA,

Funding Sources Funding

95

1.4

9.9

1.1

42.5

82.4

Funding ($M) Funding

Approved Approved

Total Total

Design

Env/Design

Construction

Construction

Construction

Preliminary Preliminary Engineering

Funded through Phase through Funded

N/A

Jan-20

Jan-20

Mar-14

Mar-19

Sep-19

Open to Public to Open

SANDAG LOSSAN PROJECTS LOSSAN SANDAG

built in the 1940's.

at MP that 257.2 254.7, 255.1, 255.3, were and

Replaces four aging timber trestle aging bridges railway Replaces four

with a new double track double with bridge. a new

existing single track Santa Margarita River Bridge Bridge existing single track River Santa Margarita

(MP 223.6) and the associatedthe and (MP of 223.6) replacement

track CP to Puller (MP CP from 222.8) Westbrook

Project includes construction a second main of

railway bridges at bridges MPrailway 209.9. 207.6, 207.8, and

This project replaces three aging timber trestle aging project replaces three This

better better projects.

addition to preparation of Project of Study to to Reports addition preparation

part of the Transnet Early Action the Transnet in of part Program

COASTER improvement projects not currently improvement COASTER

Preliminary engineering and prioritization of prioritization of and Preliminary engineering

replacement of the San Diego River Bridge. River the San Diego of replacement

263.2) to CP Friar (MP 264.1) and the to and (MP CP 263.2) Friar 264.1)

track and realignment from CP Tecolote (MP CP Tecolote from track realignment and

This project will add 0.9-miles of second project 0.9-miles will This main add of

San Diego between Balboa Avenue and SR 52. and Avenue Balboa between San Diego

Construction of new water loop systemloop water City new Construction of for of

at MP 257.2. 260.4, 259.6, 259.1, and

double track. double bridges Constructreplacement new

and install and signals. mile new one of Replace

Convert 2.6 miles single trackof trackto Convert double

Description

Rose Canyon Bridge Replacements Bridge Canyon Rose

Santa Margarita River Bridge River Santa Margarita

San Onofre Bridge Replacements Bridge San Onofre

COASTER Preliminary Engineering COASTER

San Diego River Bridge River San Diego

Elvira to Moreno Double Track Double to Moreno Elvira

Project Name Project

Status asApril 2016 of

In addition to NCTD CIP, these are the projects being delivered by SANDAG along NCTD's rail corridor, the LOSSAN corridor, rail corridor. by NCTD's SANDAG along the CIP, these projectsdelivered are being to addition NCTD In

22

21

20

19

18 17