ATTACHMENT 7A

Transit Operations Quarterly Report

For the Period October 1, 2017 – December 31, 2017 (Q2 of FY18)

Page 1 of 47 Contents

BACKGROUND ...... 3 EXECUTIVE SUMMARY ...... 4 KEY PERFORMANCE INDICATORS ...... 8 ROUTE PERFORMANCE ...... 30 NCTD CUSTOMER FEEDBACK ...... 37 FARE COLLECTION SYSTEM ...... 46

Page 2 of 47 BACKGROUND

NCTD produces this Quarterly Performance Report to provide information regarding the performance of its operations. The data contained in this report for Fiscal Year 2018 is unaudited and subject to change.

Final and audited financial and performance results will be provided as part of NCTD’s Comprehensive Annual Financial Report.

Page 3 of 47 EXECUTIVE SUMMARY

Ridership Performance

NCTD’s ridership performance is consistent with the nation-wide trends of decreased transit ridership, which can partly be attributed to the growing popularity of transportation network companies (TNCs), like Uber and Lyft, low unemployment, and increased automobile sales. Internal factors, like on-time performance, reliability, and missed trips, also impact ridership. BREEZE average miles per hour (MPH) have decreased by over 1 MPH since FY14; as travel times increase, customers with other mobility options will be more likely to choose those faster options.

NCTD took proactive steps to address declining ridership and customer revenue trends. Actions include:

1. Implementation of Board approved route changes, which went into effect on October 8, 2017. These changes improved productivity and have resulted in increased ridership. This 2nd Quarter Transit Operations Report will provide information about the impact of this service change. 2. Board approval to forward proposed fare change recommendations to SANDAG that would be implemented in July 2018. 3. Engaging with customers via survey to garner feedback about NCTD’s services. 4. Initiated project planning and submitted a grant application for a comprehensive operations analysis (COA) – an in-depth study of NCTD’s modes that will guide future service levels, design, and implementation. NCTD also received a grant to support a land use study that will be a precursor to the COA. The land use study will inventory and analyze existing land use, planning conditions, gaps between land use and mobility, and strategies to address these gaps.

Ridership across all modes (BREEZE, COASTER, , LIFT, and FLEX) is 2.06% less than budgeted for FY18 Quarter 2 and 7.41% less than budgeted YTD.

Ridership for NCTD’s fixed-route bus (BREEZE) and rail services (COASTER and SPRINTER) decreased by 2.56% in Quarter 2 when compared with FY17 Quarter 2. BREEZE service levels have changed since the prior year with the implementation of the service change on October 8th, 2017. The table below details the average weekday, Saturday, and Sunday BREEZE operating statistics in FY18 Quarter 2 compared with FY17 Quarter 2.

Page 4 of 47 Table 1 FY17 Quarter 2 vs FY18 Quarter 2 Operating Statistics

FY17 Quarter 2 FY18 Quarter 2 Difference Weekday Revenue Miles 17,302.81 15,887.78 -8.18% Saturday Revenue Miles 11,615.68 10,562.78 -9.06% Sunday Revenue Miles 8,911.81 8,763.32 -1.67% Weekday Total Miles 19,547.79 18,231.67 -6.73% Saturday Total Miles 12,688.28 11,613.73 -8.47% Sunday Total Miles 9,589.63 9,572.57 -0.18% Weekday Revenue Hours 1,523.36 1,398.35 -8.21% Saturday Revenue Hours 887.43 850.25 -4.19% Sunday Revenue Hours 668.06 703.49 5.30% Weekday Total Hours 1,645.77 1,507.41 -8.41% Saturday Total Hours 936.68 897.11 -4.22% Sunday Total Hours 699.18 740.40 5.90%

BREEZE and SPRINTER services are scheduled to support seamless transfers between the modes. Due to a strong interdependence of the two modes, ridership is expected to consistently trend in the same direction, if one increases, the other should increase and vice versa. However, as was the case in Quarter 1, SPRINTER ridership increased by 1.71% in Quarter 2 while BREEZE declined by 4.22%. The gap between the two modes is slowly decreasing, with BREEZE making improved ridership gains compared to Quarter 1, average weekday ridership in December FY18 was only 1.03% less than the prior year. The COASTER experienced a ridership decline of 2.44% during Quarter 2 for FY18. Encinitas Station had the greatest decrease in ridership (8.41%) during FY18 Quarter 2.

FLEX ridership increased in FY18 Quarter 2 by 63.07% compared to FY17 Quarter 2. This can be attributed to the introduction of FLEX 392 and 395, two former BREEZE routes serving areas in Camp Pendleton. FLEX routes 373 and 374 were eliminated with the October 8, 2017 service change.

LIFT ridership decreased by 12.35% for Quarter 2 of FY18. The average call response time decreased positively by over a minute and approaches the goal of within two minutes, additionally, the average length of calls decreased by 14.99%, while on-time performance improved by 1.11%.

Farebox Recovery

Farebox recovery decreased for every NCTD transit mode (2.47%) except FLEX which increased by 3.56%. Although SPRINTER ridership increased by 1.71% compared to FY17 Quarter 2, SPRINTER farebox recovery decreased by 2.92% during FY18 Quarter 2. As a result of the lower than budgeted ridership (discussed above), NCTD fare revenue is down 9.12% from the budget for Quarter 2 and 8.94% YTD. COASTER had the largest difference between budgeted fare and actual fare (-23.13%) followed by LIFT,

Page 5 of 47 SPRINTER, BREEZE, and FLEX. COASTER had a promotional fare of 50% off during November which contributed to the lower than expected fare revenue. The decrease in farebox recovery can also be attributed to the Low Carbon Transit Operations Program (LCTOP). The customer revenue from the discounted passes is lower than regular fares and results in a reduced farebox recovery.

FLEX service experienced an increase in its farebox recovery for FY18 Quarter 2 compared with FY17 Quarter 2 from 11.83%, to 15.39%. The increase is largely due to the conversion of BREEZE Routes 392 and 395 to FLEX which come with a premium fare but also allow for deviations to certain areas providing service to any destination within ¾ mile from the route. Although farebox recovery increased, the net cost per passenger increased by $8.02 to $44.11. A major factor in the increased cost per passenger was due to staff’s inability to predict how customers would use the new FLEX routes, as a result, trip runtimes were inflated to ensure connections would be made between the 392 and the 315 – the more runtime on a trip usually equates to increased revenue hours or hours that are contractually billable. Based off on-time performance and runtime data, staff have reduced runtimes and as a result, revenue hours. Table 2 below shows the change in revenue hours, total miles, and the estimated difference in cost after April 1st, 2018 on FLEX Routes 392 and 395. If ridership and fare revenue stay the same, farebox recovery is expected to increase to 18.2% and cost per passenger is expected to decrease to $32.51. The cost per passenger is high compared to fixed-route modes, but FLEX 392 and 395 replaced paratransit service on much of Camp Pendleton and replaced two unproductive BREEZE routes while maintaining transit service to the unproductive areas.

Table 2 Existing Weekday Statistics and Cost compared to Weekday Statistics and Cost after April Service Change for FLEX 392 and 395

Current After April Difference Current After April Cost Cost in cost Revenue Hours 54.87 $1,660.60 42.62 $1,289.87 -$370.74 Total Miles 819.92 $815.82 805.92 $801.89 -$13.93 Total $2,476.42 $2,091.75 -$384.67

On-Time Performance

NCTD has established on-time performance goals for each of its modes. The following is a summary of the modal performance compared with the goal for the first quarter of Fiscal Year 2018.

• BREEZE fixed-route on-time performance goal is 90%. FY18 Quarter 2 performance was 88.74%. • SPRINTER rail on-time performance goal is 98%. FY18 Quarter 2 performance was 97.7%. • COASTER rail on-time performance goal is 95%. FY18 Quarter 2 performance was 92.57%.

Page 6 of 47 • LIFT ADA Paratransit service on-time performance goal is 92%. FY18 Quarter 2 performance was 92.08%. • FLEX on-time performance goal is 95%. FY18 Quarter 2 performance was 98.30%.

BREEZE on-time performance decreased by 0.84% in FY18 Quarter 2 compared to FY17 Quarter 2. NCTD changes BREEZE schedules twice a year (April and October); as operators become more familiar with route changes that took place in October, on-time performance is expected to increase. Scheduling staff also conducted running time analyses on many of the routes to improve on-time performance, with improvement expected in Quarter 4 with the April schedule.

COASTER on-time performance increased by 3.23% from FY17 Quarter 2. The increase is a result of some construction projects nearing completion and also slight adjustments to running time to accommodate for positive train control initialization.

There are more than six (6) projects totaling $427 million under construction that are impacting COASTER operations. The construction impacts have resulted in railroad closures, longer travel times, and delays. Unfortunately, NCTD cannot eliminate all the construction delays. However, NCTD, SANDAG, and the construction contractors are working on strategies to minimize the impact of construction on train service.

LIFT on-time performance improved by 1.11% in FY18 Quarter 2 over FY17 Quarter 2. NCTD implemented a policy change to on-time performance, which increased the on-time window from within 20-minutes to 30-minutes of the scheduled pick-up time. NCTD has also invested in many technologies to improve the LIFT program, one of which is DriverMate, a program installed on a tablet inside the paratransit vehicle that improves communication between the vehicle and dispatch and utilizes Google Maps for improved directions. On-time performance is expected to continue to improve as the paratransit contractor continues to gain more experience operating in North County.

Page 7 of 47 KEY PERFORMANCE INDICATORS

NCTD’s performance is impacted by both internal and external factors. External factors that must be considered include but are not limited to: the number of weekdays, number of days of inclement weather, number of railroad closures, the unemployment rate and average cost of gasoline. The number of weekdays can be a major contributing factor to change in total ridership due to average ridership on Saturday or Sunday nearly half of average ridership on weekdays. The table below provides information regarding these key factors.

Table 3 External Factors External Factors FY17 Q2 FY18 Q2 Change Weekdays 64 63 -1 Days of Inclement Weather 16 1 -15 Rail Construction Shutdown Days 6 6 0 Unemployment Rate 4.37% 3.43% -0.93% Average Cost of Gallon of Gasoline $2.85 $3.13 $0.28

It is also important to note that overall transit ridership on a national basis is trending downward as indicated in the graph of ridership from the National Transit Database below.

Graph 1 Total Annual Transit Ridership

Graph 1: Five-year national trend for total transit ridership from May to April. Data includes rail and rural transit service. Source: National Transit Database June 2017.

Page 8 of 47 NCTD has established goals to help manage service quality, service efficiency, and cost effectiveness as specified in Tables 4 thru 8 – BREEZE, COASTER, SPRINTER, LIFT, and FLEX Performance. Readers will note a difference in the formatting of this section from prior reports. To more clearly illustrate the number of mechanical failures occurring in various modes, NCTD has decided to transition from the performance metric of Miles Between Mechanical Failure (or Mean Distance Between Failure) to the National Transit Database (NTD) metric of Major Mechanical Failures and Other Mechanical Failures. Major Mechanical Failures and Other Mechanical Failures constitute failures of mechanical systems onboard the vehicle that prevent the vehicle from completing the trip it is currently operating or from starting the next assigned trip. Major Mechanical Failures are failures of systems that prevent the vehicle from moving (for example: engine or transmission issues) or safety related (for example: door – brake interlock). Other Mechanical Failures are failures of systems that the District has deemed serious enough that the vehicle should not continue en-route (for example: a farebox or radio not working correctly) but would not impact the safety of customers on the route.

Total Boarding Riders – the total boardings on the mode. The goal for total boarding riders is an allocation of the yearly budget, based on historical trends from past fiscal years.

Average Weekday Riders – the weekday boardings per the total number of weekdays of the period. The goal is derived from the budget and the historical percentage of weekday boardings.

Boardings per Revenue Hour – the total boardings divided by the total revenue hours. The goal is derived from the budget.

Percent of Service Operated – the percent of scheduled service that was operated. The goal is derived from contractual requirements with operators.

On-time Performance – the percent of service that was on-time. The goal is derived from contractual requirements with operators.

Major Mechanical Failures - the number of system failures that prevent the vehicle from safely completing the trip it is currently operating or from starting the next assigned trip. The goal is derived from contractual requirements with operators.

Other Mechanical Failures - the number of system failures that NCTD has deemed that the vehicle should not continue en-route but do not prevent the vehicle from operating safely (for example farebox malfunctioning or a radio that is inoperable).

Chargeable Accidents per 100,000 Miles – The number of preventable accidents per 100,000 miles where the operator was at fault. The goal is derived from contractual requirements with operators.

Passenger Concerns per 100,000 Boardings - The number of valid passenger concerns per 100,000 boardings. The goal is derived from contractual requirements with operators.

Page 9 of 47

Call Response Time – The average length that a customer is on hold to contact LIFT. The goal is derived from contractual requirements with operators.

Average Length of the Call – The average length that a customer is on the phone when calling LIFT. The goal of 2:00 has been identified but the call should last as long as is needed to provide exceptional customer service.

Page 10 of 47 Table 4 BREEZE Performance

Quarterly Performance

FY2017 FY2018 Variance Goal Variance Quarter 2 Quarter 2 From Goal

Total Boarding Riders 1,689,184.0 1,682,468.0 1,611,456.0 (4.2%) (4.6%) Average Weekday Boarding Riders 21,959.4 21,937.0 21,167.8 (3.5%) (3.6%) Boardings per Revenue Hour 19.7 14.1 14.6 3.5% (25.8%) Percent of Scheduled Service Operated 100.0% 99.9% 99.8% (0.1%) (0.2%) On-time Performance 90.0% 89.5% 88.7% (0.8%) (1.4%) Major Mechanical Failures 103.8 115.0 116.0 0.9% 11.8% Other Mechanical Failures 0.0 0.0 0.0 0.0% 0.0% Chargeable Accidents per 100,000 Miles 1.0 1.3 1.4 7.6% 37.7% Passenger Concerns per 100,000 Boardings 17.0 16.3 18.2 12.0% 7.3%

Year to Date Performance

Variance Goal FY2017 FY2018 Variance From Goal

Total Boarding Riders 3,402,194.0 3,434,934.0 3,216,873.0 (6.4%) (5.5%) Average Weekday Boarding Riders 22,114.3 22,184.7 20,932.1 (5.7%) (5.4%) Boardings per Revenue Hour 19.2 14.4 13.9 (3.6%) (27.9%) Percent of Scheduled Service Operated 99.8% 99.9% 99.8% (0.2%) (0.1%) On-time Performance 90.0% 88.9% 88.7% (0.2%) (1.4%) Major Mechanical Failures 216.2 245.0 288.0 17.6% 33.2% Other Mechanical Failures 0.0 0.0 9.0 900.0% 900.0% Chargeable Accidents per 100,000 Miles 1.0 1.1 1.5 38.2% 45.4% Passenger Concerns per 100,000 Boardings 17.0 18.3 18.6 1.8% 9.4%

Page 11 of 47 Table 5 LIFT Performance

Quarterly Performance

FY2017 FY2018 Variance Goal Variance Quarter 2 Quarter 2 From Goal

Total Boarding Riders 50,571.1 52,164.0 45,723.0 (12.3%) (9.6%) Average Weekday Boarding Riders 657.4 718.0 608.6 (15.2%) (7.4%) Boardings per Revenue Hour 1.7 1.7 1.6 (7.4%) (6.0%) On-time Performance 92.0% 91.1% 92.1% 1.1% 0.1% Call Response Time (minutes) 2:00 3:13 2:07 (34.2%) 5.8% Average Length of Call (minutes) 2:00 2:02 1:44 (15.0%) (13.3%) Major Mechanical Failures 11.5 11 28 154.5% 143.3% Other Mechanical Failures 0.0 0.0 0.0 0.0% 0.0% Chargeable Accidents per 100,000 Miles 1.0 0.7 1.0 46.2% (3.4%) Passenger Concerns per 1,000 Boardings 1.5 1.1 2.7 139.8% 80.8% Year to Date Performance

Variance Goal FY2017 FY2018 Variance From Goal

Total Boarding Riders 101,933.8 104,811.0 93,833.0 (10.5%) (7.9%) Average Weekday Boarding Riders 662.6 720.7 639.8 (11.2%) (3.4%) Boardings per Revenue Hour 1.7 1.7 1.6 (7.9%) (7.2%) On-time Performance 92.0% 92.2% 90.3% (2.0%) (1.8%) Call Response Time (minutes) 2:00 2:44 3:34 30.1% 78.8% Average Length of Call (minutes) 2:00 1:57 2:54 47.7% 45.0% Major Mechanical Failures 24.0 27.0 47.0 74.1% 95.5% Other Mechanical Failures 0.0 0.0 0.0 0.0% 0.0% Chargeable Accidents per 100,000 Miles 1.0 0.6 0.6 12.5% (35.3%) Passenger Concerns per 1,000 Boardings 1.5 1.0 3.2 216.1% 113.1%

Page 12 of 47 Table 6 FLEX Performance

Quarterly Performance

FY2017 FY2018 Variance Goal Variance Quarter 2 Quarter 2 From Goal

Total Boarding Riders 5,305.3 5,416.0 8,832.0 63.1% 66.5% Average Weekday Boarding Riders 69.0 84.6 129.5 53.0% 87.8% Boardings per Revenue Hour 1.6 2.8 1.9 (33.5%) 12.6% On-time Performance 95.0% 97.6% 98.3% 0.7% 3.5% Major Mechanical Failures 1.7 3.0 5.0 66.7% 190.9% Other Mechanical Failures 0.0 0.0 1.0 100.0% 100.0% Chargeable Accidents per 100,000 Miles 1.0 0.0 1.3 129.3% 29.3% Passenger Concerns per 1,000 Boardings 0.5 1.3 0.9 (29.9%) 81.2% Year to Date Performance

Variance Goal FY2017 FY2018 Variance From Goal

Total Boarding Riders 10,735.4 10,682.0 13,397.0 25.4% 24.8% Average Weekday Boarding Riders 69.8 83.5 101.0 21.0% 44.7% Boardings per Revenue Hour 2.1 2.8 2.0 (25.6%) (2.2%) On-time Performance 95.0% 98.1% 98.4% 0.3% 3.6% Major Mechanical Failures 2.4 5.0 7.0 40.0% 191.0% Other Mechanical Failures 0.0 0.0 1.0 100.0% 100.0% Chargeable Accidents per 100,000 Miles 1.0 0.0 0.9 92.4% (7.6%) Passenger Concerns per 1,000 Boardings 0.5 1.3 1.6 25.3% 228.4%

Page 13 of 47 Table 7 COASTER Performance

Quarterly Performance

FY2017 FY2018 Variance Goal Variance Quarter 2 Quarter 2 From Goal

Total Boarding Riders 318,647.0 329,047.0 321,023.0 (2.4%) 0.7% Average Weekday Boarding Riders 4,142.4 4,584.6 4,532.7 (1.1%) 9.4% Boardings per Revenue Hour 187.1 199.0 194.5 (2.3%) 3.9% Percent of Scheduled Service Operated 100.0% 99.4% 99.7% 0.3% (0.3%) On-time Performance 95.0% 89.7% 92.6% 3.2% (2.6%) Major Mechanical Failures 1.8 3.0 3.0 0.0% 66.3% Other Mechanical Failures 0.0 2.0 2.0 0.0% 200.0% Chargeable Accidents per 100,000 Miles 1.0 0.0 0.0 0.0% (100.0%) Passenger Concerns per 100,000 Boardings 7.0 7.6 17.1 125.5% 144.8% Year to Date Performance

Variance Goal FY2017 FY2018 Variance From Goal

Total Boarding Riders 761,451.2 760,073.0 731,255.0 (3.79%) (3.97%) Average Weekday Boarding Riders 4,949.4 5,130.6 4,969.3 (3.14%) 0.40% Boardings per Revenue Hour 223.4 218.2 210.7 (3.46%) (5.71%) Percent of Scheduled Service Operated 100.0% 99.5% 99.6% 0.06% (0.41%) On-time Performance 95.0% 93.2% 90.2% (3.20%) (5.02%) Major Mechanical Failures 3.8 5.0 8.0 60.00% 107.80% Other Mechanical Failures 0.0 2.0 2.0 0.00% 200.00% Chargeable Accidents per 100,000 Miles 1.0 0.0 0.0 0.00% (100.00%) Passenger Concerns per 100,000 Boardings 7.0 10.4 20.8 99.99% 196.95%

Page 14 of 47

Table 8 SPRINTER Performance

Quarterly Performance

FY2017 FY2018 Variance Goal Variance Quarter 2 Quarter 2 From Goal

Total Boarding Riders 630,428.2 640,611.0 651,559.0 1.7% 3.4% Average Weekday Boarding Riders 8,195.6 8,465.1 8,681.5 2.6% 5.9% Boardings per Revenue Hour 106.8 108.2 110.5 2.2% 3.5% Percent of Scheduled Service Operated 100.0% 99.4% 99.6% 0.2% (0.4%) On-time Performance 98.0% 96.0% 97.7% 1.8% (0.3%) Major Mechanical Failures 2.6 7.0 40.0 471.4% 1,435.8% Other Mechanical Failures 0.0 1.0 19.0 1,800.0% 1,900.0% Chargeable Accidents per 100,000 Miles 1.0 0.0 0.0 0.0% (100.0%) Passenger Concerns per 100,000 Boardings 5.0 1.6 4.9 214.6% (1.8%)

Year to Date Performance

Variance Goal FY2017 FY2018 Variance From Goal

Total Boarding Riders 1,277,862.4 1,291,333.0 1,312,877.0 1.7% 2.7% Average Weekday Boarding Riders 8,306.1 8,406.7 8,627.1 2.6% 3.9% Boardings per Revenue Hour 108.2 108.8 111.2 2.2% 2.8% Percent of Scheduled Service Operated 100.0% 99.6% 99.6% (0.0%) (0.4%) On-time Performance 98.0% 97.5% 98.1% 0.6% 0.1% Major Mechanical Failures 5.2 14.0 80.0 471.4% 1,433.3% Other Mechanical Failures 0.0 1.0 33.0 3,200.0% 3,300.0% Chargeable Accidents per 100,000 Miles 1.0 0.0 0.0 0.0% (100.0%) Passenger Concerns per 100,000 Boardings 5.0 1.5 5.0 236.5% (1.0%)

Page 15 of 47 RIDERSHIP

System-Wide Ridership

In FY18 Quarter 2, NCTD reduced BREEZE weekday revenue miles by nearly eight (8) percent and revenue hours by over six (6) percent on average compared to FY17 Quarter 2. Overall, system ridership (BREEZE, SPRINTER, COASTER, LIFT, and FLEX) was down by 2.62% as compared to FY17 Quarter 2. Average weekday ridership was also down by 1.87%, from FY17 Quarter 2. This is consistent with the national trend of decreasing transit ridership shown in Graph 1 above, however, this is an improvement compared to last quarter when ridership was 5.62% less in FY18 Quarter 1 compared to FY17 Quarter 1.

Table 9 System-wide ridership comparison between FY17 and FY18

Quarterly Performance Variance From System-Wide Ridership Goal FY17 Quarter 2 FY18 Quarter 2 Variance Goal Total 2,694,135 2,709,706 2,638,593 (2.62%) (2.06%) Average Weekday 35,024 35,789 35,120 (1.87%) 0.28%

Year to Date Performance Variance From System-Wide Ridership Goal FY17 FY18 Variance Goal Total 5,554,177 5,386,562 5,142,370 (4.53%) (7.41%) Average Weekday 36,102 36,535 35,269 (3.46%) (2.31%)

The graphs below compare the distribution of ridership by mode and distribution of revenue hours by mode. BREEZE service transported the bulk of the system ridership (61%) followed by SPRINTER, COASTER, LIFT, and FLEX. BREEZE comprises the most revenue hours (73%) followed by LIFT, SPRINTER, FLEX, and COASTER.

Page 16 of 47 Graph 2 NCTD System Ridership by Mode and System Revenue Hours

Ridership LIFT FLEX 1.73% 0.33%

SPRINTER 24.69%

BREEZE COASTER 61.07% 12.17%

BREEZE COASTER SPRINTER LIFT FLEX

Revenue Hours FLEX 3%

LIFT 19%

SPRINTER 4%

COASTER 1%

BREEZE 73%

BREEZE COASTER SPRINTER LIFT FLEX

Page 17 of 47 BREEZE Ridership

BREEZE bus ridership for FY18 Quarter 2 totaled 1,611,456 - a decrease of 4.22% compared to FY17 Quarter 2. Average weekday ridership for FY18 Quarter 2 was 21,168 a decrease of 3.51%. Although BREEZE ridership has followed the aforementioned national trend of decreased transit ridership the average weekday ridership variance from the prior year in FY 18 has steadily approached an equilibrium; the average weekday ridership in FY18 December was only 1.03% less than FY17 December. NCTD conducted its first major service change in recent years with elimination of six BREEZE routes and modification of other routes. A decrease in ridership was expected due to service reductions and customer’s potential unfamiliarity with routing and schedule changes. The decrease in ridership of only 200 customers per day in December trends positively for an improved ridership outlook. A more in-depth look at the route changes and their impact to ridership is below.

Table 10 Monthly BREEZE ridership

Total Ridership October November December Quarter 2 FY17 615,739 558,553 508,176 1,682,468 FY18 591,451 538,182 481,823 1,611,456 Variance (3.94%) (3.65%) (5.19%) (4.22%) Average Weekday Ridership October November December Quarter 2 FY17 24,095 22,470 19,369 21,937 FY18 22,689 21,478 19,169 21,168 Variance (5.84%) (4.41%) (1.03%) (3.51%)

Graph 3 BREEZE Ridership

1,800,000 1,682,468 1,611,456 1,600,000 1,400,000 1,200,000 1,000,000 800,000 615,739 591,451 558,553 600,000 538,182 508,176 481,823 400,000 200,000 0 October November December Q2

FY17 FY18

Page 18 of 47 Since the service change that occurred on October 8th, 2017, NCTD has seen a positive increase in many of the routes that were modified. Below are a few key ridership trends: • Route 101 previously served UTC transit center during peak periods on weekdays only, with off-peak and weekend trips terminating over a one-mile walking distance west of UTC – a major transit hub near shopping, retail, and employment. Since the alignment was made consistent with every trip serving UTC, daily weekday ridership has increased by 109, Saturday ridership by 373, and Sunday ridership by 153 over the same period last year. • Route 302 had a different routing on Sunday. Due to Route 315 now serving Vista Way 7 days a week, Route 302 was rerouted to have consistent routing near Plaza Camino Real every day of the week. As a result, Sunday ridership has increased by 100 boardings per day. • Route 309 had many different deviations that created confusion for customers on where the bus would be at certain times of the day. The route was streamlined in Carlsbad and ridership has increased by 109 boardings on weekdays, 21 boardings on Saturdays, and 57 boardings on Sundays. It is expected that with an emphasis on rail connectivity at Encinitas and El Camino Real Stations and improved on-time performance that ridership will continue to grow after the service change in April 2018. • Route 318 ridership increased slightly by 8 customers. The route formerly operated sporadically with a frequency between every hour and every hour and twenty minutes. Frequency between Vista and Oceanside was standardized to every hour and a deviation was added to serve areas near Rancho Del Oro that were formerly served by Route 316. As customers become more accustomed to the improved frequency, ridership is expected to increase. • Route 323 ridership decreased by 14 passengers. This was expected with the discontinuation of midday service to Plaza Camino Real. As residents move into the development near Quarry Creek ridership is expected to increase. • Route 315/325 were essentially combined – the current route 325 operates a single variation of the former route and ends at College Boulevard Station – to provide a “one-seat ride” between Camp Pendleton and Carlsbad, serving MiraCosta College and Plaza Camino Real. The most northern section of the former Route 315 was also eliminated and replaced with a FLEX route. Route 315 and 325 combined saw an increase of 82 boardings on weekdays, 118 boardings on Saturdays, and 127 boardings on Sundays. Ridership is expected to increase as customers become more accustomed to Route 315 serving Carlsbad and with the service available from the start of MiraCosta’s upcoming school year (the change went into effect in October, two months after the college started). • Route 353 saw a decrease in ridership of 180 passengers on weekdays, 77 passengers on Saturdays, and 16 passengers on Sundays. This was expected to occur with the section of the route east of eliminated (continued to be served by Routes 351, 352, 355, 357, and 388) and the frequency reduced from 30-minutes to 60-minutes. • Route 388 ridership increased by 145 passengers with additional trips added to compensate for the discontinuation of Route 389. In the last quarter of operation, Route 389 had 120 customers, on average per weekday. The increase in ridership

Page 19 of 47 on Route 388 indicates that nearly all customers formerly traveling on Route 389 were able to complete their trip with Route 388. There was also an emphasis on connectivity with the SPRINTER at Escondido Transit Center leading to increased ridership. • Route 444 saw a slight increase of 3 customers per day. It was extended to serve areas formerly served by Route 446. Ridership is expected to increase with improved on-time performance.

The graphs below show the routes with modifications and the ridership difference between FY17 Quarter 2 and FY18 Quarter 2 for weekday, Saturday, and Sunday.

Graph 4 Modified Route Average Weekday Ridership Comparisons

Average Weekday Ridership: Quarter 2 2500

2000

1500

1000

500

0

FY17 FY18

Page 20 of 47 Graph 5 Modified Route Average Saturday Ridership Comparisons

Average Saturday Ridership: Quarter 2 1800 1670 1600

1400 1297 1200

1000 945 966

800 581 600 527 368 400 250 200 105 87 102 0 301 309 315/325 353 388 389

FY17 FY18

Graph 6 Modified Route Average Sunday Ridership Comparisons

Average Sunday Ridership: Quarter 2 1400 1283

1200 1130

1000 885 784 800 717 660 538 600 497

400 233 200 106 99 57 41 0 301 302 309 315 353 388 389

FY17 FY18

Since the service change, NCTD reduced average weekday revenue miles by nearly 8% and average weekday revenue hours by over 6% while only seeing a decrease in

Page 21 of 47 ridership of 4% from FY17 Quarter 2. NCTD proactively eliminated unproductive service with minimal impact to ridership. The majority of route changes resulted in a positive increase in ridership; if the changes were not implemented, ridership loss would have exceeded the 1.03% decrease seen in December. As customers continue to learn the new system and staff emphasize inter-modal connectivity with scheduling, BREEZE ridership is expected to increase.

Page 22 of 47 LIFT Ridership

LIFT ADA Paratransit ridership decreased by 12.35% from 52,164 in FY17 Quarter 2 to 45,723 in FY18 Quarter 2. Due to the discontinuation of certain BREEZE routes, the ADA paratransit boundary was reduced. NCTD also implemented policy changes that may have impacted ridership. This decrease in ridership is not expected to continue; as the “baby-boomer” generation continues to age, demand for LIFT service will increase.

Table 11 Monthly LIFT Ridership

Total Ridership October November December Quarter 2 FY17 18,155 17,320 16,689 52,164 FY18 16,855 14,579 14,289 45,723 Variance (7.16%) (15.83%) (14.38%) (12.35%) Average Weekday Ridership October November December Quarter 2 FY17 754 738 664 718 FY18 682 617 518 609 Variance (9.50%) (16.39%) (21.98%) (15.24%)

Graph 7 LIFT Ridership

60,000

52,164 50,000 45,723

40,000

30,000

18,155 20,000 16,855 17,320 16,689 14,579 14,289

10,000

0 October November December Q2

FY17 FY18

Page 23 of 47 FLEX Ridership

FLEX ridership increased by 63.07% over FY17 Quarter 2, largely due to introduction of FLEX 392 and 395 (BREEZE Routes 392 and 395 were modified and converted to FLEX routes on October 8th, 2017). These routes operate as deviated fixed-routes that will flex, or deviate, ¾ mile from the route. In addition to replacing BREEZE routes on Camp Pendleton, FLEX 392 and 395 gained additional ridership through replacing paratransit trips on Camp Pendleton.

Table 12 Monthly FLEX Ridership

Total Ridership October November December Quarter 2 FY17 1,993 1,759 1,664 5,416 FY18 3,618 2,782 2,432 8,832 Variance 81.54% 58.16% 46.15% 63.07% Average Weekday Ridership October November December Quarter 2 FY17 95 84 76 85 FY18 164 118 103 129 Variance 73.28% 40.53% 36.71% 53.02%

Graph 8 FLEX Ridership

10,000 8,832 9,000 8,000 7,000 5,416 6,000 5,000 3,618 4,000 2,782 3,000 2,432 1,993 1,759 2,000 1,664 1,000 0 October November December Q2

FY17 FY18

Page 24 of 47 COASTER Ridership

COASTER recorded 321,023 boardings for FY18 Quarter 2, a decrease of 2.44% compared to the prior year’s Quarter 2. Average weekday ridership decreased 1.13% compared to FY17 Quarter 2.

Table 13 Monthly COASTER Ridership

Total Ridership October November December Quarter 2 FY17 108,739 113,420 106,888 329,047 FY18 110,640 111,351 99,032 321,023 Variance 1.75% (1.82%) (7.35%) (2.44%) Average Weekday Ridership October November December Quarter 2 FY17 4,900 4,575 4,293 4,585 FY18 4,756 4,703 4,109 4,533 Variance (2.95%) 2.81% (4.29%) (1.13%)

Graph 9 Monthly COASTER ridership

350,000 329,047 321,023

300,000

250,000

200,000

150,000

108,739 110,640 113,420 106,888 111,351 99,032 100,000

50,000

0 October November December Q2

FY17 FY18

Page 25 of 47

Table 14 Average Weekday COASTER Ridership by Rail Station

Rail Station FY17 Quarter 2 FY18 Quarter 2 Variance 955 911 (4.61%) Carlsbad Village Station 598 612 2.34% Carlsbad Poinsettia Station 475 442 (6.95%) Encinitas Station 511 468 (8.41%) Solana Beach Station 277 258 (6.86%) Sorrento Valley Station 808 780 (3.47%) San Diego - Old Town 650 607 (6.62%) San Diego - Santa Fe Depot 1,126 1,181 4.88%

Sorrento Valley COASTER Connection service is operated by SDMTS based on an MOU between the two agencies and supports connection to major employers from the Sorrento Valley COASTER rail station. Total ridership on these routes has decreased since FY17 Quarter 2, along with COASTER ridership to Sorrento Valley Station.

Table 15 Sorrento Valley COASTER Connection Total Ridership

Route FY17 Quarter 2 FY18 Quarter 2 Variance 972 7,207 8,087 12.21% 973 6,603 6,200 (6.10%) 978 5,470 4,354 (20.39%) 979 5,681 4,822 (15.13%) Total 24,961 23,463 (6.00%)

Table 16 Sorrento Valley COASTER Connection Average Weekday Ridership

Route FY17 Quarter 2 FY18 Quarter 2 Variance 972 112.61 127.9 13.60% 973 103.17 98.5 (4.56%) 978 85.47 69.0 (19.27%) 979 88.77 76.4 (13.93%) Total 390.02 371.8 (4.67%)

Page 26 of 47 SPRINTER Ridership

SPRINTER recorded 651,559 boardings for FY18 Quarter 2, an increase of 1.71% compared to FY17 Quarter 2. Average weekday ridership was up 2.56% compared to FY17 Quarter 2. An increase in student ridership is the catalyst for increasing SPRINTER ridership with boardings at Palomar College and CSUSM Stations increasing by a combined 90 average boardings on weekdays. SPRINTER ridership increased across the service, with the exception of Coast Highway, Rancho Del Oro, College Boulevard, Melrose Drive, and Buena Creek Stations. Rancho Del Oro and College Boulevard Station each had BREEZE service eliminate or modified, impacting ridership.

Table 17 Monthly SPRINTER ridership

Total Ridership October November December Quarter 2 FY17 237,499 214,592 188,520 640,611 FY18 246,302 219,498 185,759 651,559 Variance 3.71% 2.29% (1.46%) 1.71% Average Weekday Ridership October November December Quarter 2 FY17 9,489 8,737 7,228 8,465 FY18 9,604 8,899 7,438 8,681 Variance 1.22% 1.85% 2.90% 2.56%

Graph 10 Monthly SPRINTER Ridership

700,000 640,611 651,559 600,000

500,000

400,000

246,302 300,000 237,499 214,592 219,498 188,520 185,759 200,000

100,000

0 October November December Q2

FY17 FY18

Page 27 of 47

Table 18 Average Weekday SPRINTER Ridership by Rail Station

Rail Station FY17 Quarter 2 FY18 Quarter 2 Variance Oceanside Transit Center 902 944 4.66% 218 206 (5.50%) Crouch Street Station 422 430 1.90% El Camino Real Station 342 356 4.09% 199 195 (2.01%) College Boulevard Station 510 501 (1.76%) Melrose Station 293 276 (5.80%) 1,261 1,261 0.00% Vista Civic Center Station 309 339 9.71% 386 362 (6.22%) 892 951 6.61% San Marcos Civic Center Station 370 400 8.11% Cal State San Marcos Station 519 535 3.08% Nordahl Road Station 256 260 1.56% Escondido Transit Center 1,692 1,706 0.83%

Page 28 of 47 SPRINTER ridership was enhanced through the LCTOP, which is funded by Cap and Trade funds. The LCTOP provides a $25.00 discount for student passes on top of the discount NCTD provides for student passes. A full price monthly pass that would normally cost $59.00 would now cost between $19.00-$24.00 for students due to the incentives. NCTD sold a total of 3,231 passes through the LCTOP during FY18 Quarter 2. Staff is currently evaluating the benefit of the LCTOP reduced fare program to the District. It has increased ridership throughout the system but at the detriment to the SPRINTER’s farebox recovery (12.66% in FY18 Quarter 2). NCTD must meet a certain system farebox recovery threshold to continue to receive the full allotment of Transportation Development Act and Transnet funds, two major sources of operational funds for NCTD. The grant funds that NCTD receives that make up the difference between regular fare and the fare the students are purchasing is not considered fare revenue.

Graph 11 LCTOP Ticket Sales by College Campus

Vista Adult School 1% Palomar College-East 2%

CSU San Marcos 37% Palomar College-West 35%

MiraCosta College Community Learner Center MiraCosta College 5% 20%

Page 29 of 47 ROUTE PERFORMANCE

NCTD’s routes are classified as follows.

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

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

Table 19 provides detailed classification information regarding NCTD routes.

Tables 20-22 below show the performance of the routes. Routes that were eliminated on October 8th are shown in the Tables 16-18 because they operated from October 1st through October 7th.

Page 30 of 47 Table 19 NCTD Route Descriptions and Service Spans

Service Span Route Route Description Weekday Saturday Sunday BREEZE Core Route Route 302 Oceanside Transit Center-Vista Transit Center via Vista Way 4:29a-12:13a 5:11a-11:15p 5:09a-11:13p Route 303 Oceanside Transit Center-Vista Transit Center via Mission 4:07a-12:09a 4:33a-12:08a 4:33a-12:08a Route 332 Vista Transit Center-Buena Creek Station 4:34a-9:45p 6:04a-7:13p Route 350 Escondido Transit Center-Del Lago Station 4:23a-10:53p 6:03a-10:25p 6:03a-10:25p Route 351 Escondido Circulator via Grand Ave. then Washington Ave. 5:03a-11:01p 7:05a-9:49p 7:05a-9:49p Route 352 Escondido Circulator via Washington Ave. then Grand Ave. 4:00a-9:47p 5:11a-9:34p 5:11a-9:34p BREEZE Corridor Routes Route 301 (101) Oceanside Transit Center-University Town Center 5:05a-10:52p 5:05a-10:52p 5:05a-10:52p Route 304 Encinitas Station-Palomar College via Rancho Santa Fe 4:53a-9:04p 6:55a-9:01p Route 305 Escondido Transit Center-Vista Transit Center via Mission Ave. 4:18a-11:47p 5:17a-11:34p 5:17a-11:34p Route 308 Escondido Transit Center-Solana Beach Station via Del Dios Hwy. 5:03a-9:11p 6:33a-8:18p 6:33a-8:18p Route 309 Encinitas Station-San Luis Rey Transit Center via El Camino 3:59a-10:57p 5:28a-10:57p 5:28a-10:57p Route 315 Carlsbad Village Station-Camp Pendleton 4:54a-8:48p 6:58a-9:48p 6:58a-9:48p BREEZE Local Routes Route 313 Oceanside Transit Center-San Luis Transit Center via Mesa 5:42a-7:52p Route 318 Oceanside Transit Center-Vista Transit Center via Oceanside Blvd. 4:34a-7:58p 5:35a-7:54p Route 354 Escondido Transit Center-Orange Glen High School 5:16a-8:23p 8:33a-6:21p 8:33a-6:21p Route 355 Escondido Circulator via Valley Pkwy. then El Norte Pkwy. 6:04a-8:53p 6:35a-7:20p 6:35a-7:20p Route 356 Escondido Circulator via Morning View, El Norte & Escondido Blvd. 5:03a-9:22p 8:03a-5:54p Route 357 Escondido Circulator via El Norte Pkwy. then Valley Pkwy. 6:34a-6:18p 7:35a-8:18p 7:35a-8:18p Route 358 Escondido Circulator via El Norte Pkwy. then N. Broadway 6:03a-8:44p Route 359 Escondido Circulator via N. Broadway then El Norte Pkwy. 5:03a-7:43p BREEZE Local Small Vehicle Routes Route 323 College SPRINTER Station-Quarry Creek/Plaza Camino Real 5:53a-6:10p Route 325 Carlsbad Village Station-College SPRINTER Station 5:22a-9:07p 7:22a-7:09p Route 334 Vista Circulator 4:45a-7:52p 5:25a-6:30p Route 347 Cal State San Marcos-Palomar College 5:20a-7:37p 7:20a-7:12p Route 353 Escondido Transit Center-Nordahl Marketplace via ETC 4:51a-9:18p 6:25a-8:37p 6:25a-8:37p BREEZE Rural Routes Route 306 Vista Transit Center-Fallbrook 5:08a-9:53p 5:13a-8:48p 5:13a-8:48p Route 388 Escondido Transit Center-Pala Casino via Valley Center Rd. 5:04a-10:24p 5:04a-10:24p 5:04a-10:24p BREEZE Commuter Routes Route 311 San Luis Rey Transit Center-Rancho Del Oro SPRINTER Station AM&PM Peak Route 444 Carlsbad COASTER Connection via Faraday and Rutherford AM&PM Peak Route 445 Carlsbad COASTER Connection-Palomar College via AM&PM Peak

Page 31 of 47

Table 20 Weekday BREEZE Performance

Fully Net Cost Operating Boardings Boardings Farebox Composite Route Service Tier Burdened per Cost per Mile per Hour Recovery Score Cost Passenger

350 Core $266,914 $536,466 2.11 20.08 $4.23 19.27% 6.59 351/352 Core $234,097 $479,691 2.31 18.72 $4.50 18.31% 6.51 303 Core $598,533 $1,187,289 1.94 20.44 $4.20 19.36% 6.48 354 Local $122,508 $245,049 1.78 17.64 $4.98 16.85% 5.67 305 Corridor $292,623 $575,490 1.51 16.95 $5.33 15.92% 5.19 355/357 Local $87,536 $174,854 1.62 16.25 $5.50 15.51% 5.18 356 Local $57,495 $117,383 1.78 14.94 $5.92 14.56% 5.07 306 Rural $151,432 $284,727 1.18 17.95 $5.28 16.05% 5.00 388 Rural $133,689 $242,389 1.00 18.79 $5.26 16.10% 4.90 304 Corridor $180,285 $349,611 1.25 15.49 $6.03 14.33% 4.57 301 Corridor $493,812 $952,491 1.19 15.36 $6.13 14.13% 4.47 302 Core $390,305 $772,697 1.32 14.17 $6.52 13.40% 4.38 444 Commuter $9,786 $19,066 1.15 13.83 $6.84 12.86% 4.10 309 Corridor $417,508 $801,474 1.04 13.80 $6.98 12.63% 3.96 318 Local $144,293 $282,532 1.14 13.20 $7.17 12.33% 3.95 308 Corridor $136,933 $252,981 0.82 13.84 $7.31 12.12% 3.68 334 Local-Small Vehicle $50,145 $100,462 1.18 11.57 $8.10 11.07% 3.67 358/359 Local $52,491 $104,295 1.11 11.53 $8.21 10.94% 3.57 313 Local $88,605 $176,259 1.11 11.47 $8.25 10.90% 3.56 332 Core $281,402 $553,119 1.04 11.71 $8.17 10.99% 3.53 315 Corridor $204,334 $402,327 0.98 10.93 $8.81 10.28% 3.30 347 Local-Small Vehicle $102,149 $208,805 1.05 8.72 $10.85 8.51% 2.92 353 Local-Small Vehicle $57,572 $115,380 0.85 8.32 $11.66 7.97% 2.61 316 Local-Small Vehicle $3,373 $6,750 0.83 8.23 $11.82 7.86% 2.57 325 Local-Small Vehicle $121,016 $247,394 0.83 6.83 $14.12 6.67% 2.28 311 Commuter $59,402 $116,661 0.65 7.40 $13.54 6.93% 2.20 389 Rural $5,585 $9,728 0.32 7.41 $15.73 6.03% 1.75 445 Commuter $25,370 $49,177 0.46 5.76 $17.93 5.33% 1.65 323 Local-Small Vehicle $57,355 $112,313 0.42 4.83 $21.33 4.52% 1.41 392 Local-Small Vehicle $4,890 $9,623 0.38 4.24 $24.31 3.99% 1.25 335 Local-Small Vehicle $1,495 $2,952 0.31 3.37 $30.74 3.18% 1.00 395 Rural $5,944 $10,402 0.18 4.09 $29.14 3.35% 0.97 446 Commuter $536 $1,095 0.28 2.36 $42.79 2.30% 0.78 Modified Discontinued

Page 32 of 47

Table 21 Saturday BREEZE Performance

Net Cost Operating Burdened Boardings Boardings Farebox Composite Route Service Tier per Cost Cost per Mile per Hour Recovery Score Passenger

303 Core $78,245 $154,867 1.85 19.82 $4.38 18.73% 7.63 354 Local $7,958 $15,788 1.72 18.13 $4.87 17.18% 6.99 356 Local $6,653 $13,418 1.69 15.65 $5.69 15.07% 6.30 350 Core $24,328 $49,155 1.69 15.44 $5.76 14.90% 6.25 305 Corridor $50,132 $96,811 1.23 15.74 $5.95 14.50% 5.59 388 Rural $27,452 $49,695 0.95 17.92 $5.58 15.33% 5.57 351/352 Core $28,719 $59,149 1.64 12.71 $7.07 12.49% 5.48 302 Core $50,242 $97,988 1.26 15.03 $6.20 13.99% 5.47 301 Corridor $91,027 $173,842 1.01 13.85 $7.00 12.61% 4.76 304 Corridor $20,282 $38,914 0.85 11.38 $8.69 10.41% 3.92 306 Rural $23,185 $43,433 0.74 11.52 $8.83 10.26% 3.76 334 Local-Small Vehicle $8,904 $17,805 0.98 9.70 $9.89 9.26% 3.73 309 Corridor $76,651 $147,909 0.73 9.31 $10.77 8.56% 3.24 308 Corridor $22,385 $40,454 0.53 10.19 $10.60 8.69% 3.08 332 Core $10,228 $19,369 0.60 8.75 $11.78 7.89% 2.90 355/357 Local $87,536 $18,174 0.74 7.63 $12.92 7.25% 2.87 318 Local $21,707 $41,659 0.63 8.33 $12.24 7.62% 2.85 325 Local-Small Vehicle $7,062 $14,087 0.62 6.23 $16.00 5.93% 2.35 315 Corridor $35,032 $68,978 0.55 6.16 $16.41 5.79% 2.24 353 Local-Small Vehicle $10,267 $20,517 0.58 5.80 $17.21 5.54% 2.20 389 Rural $1,107 $1,923 0.28 6.67 $17.66 5.41% 1.86 347 Local-Small Vehicle $8,215 $16,563 0.46 4.28 $23.46 4.13% 1.67 395 Rural $3,016 $5,310 0.10 2.10 $57.34 1.73% 0.59 Modified Discontinued

Page 33 of 47

Table 22 Sunday BREEZE Performance

Net Cost Operating Burdened Boardings Boardings Farebox Composite Route Service Tier per Cost Cost per Mile per Hour Recovery Score Passenger

303 Core $96,824 $154,867 1.61 17.13 $5.22 16.21% 6.31 355/357 Local $11,272 $22,434 1.56 16.06 $5.60 15.27% 5.98 350 Core $29,933 $49,155 1.68 15.34 $5.81 14.80% 5.98 388 Rural $33,652 $49,695 0.88 16.75 $6.05 14.29% 4.99 351/352 Core $33,733 $69,014 1.42 11.71 $7.81 11.44% 4.73 302 Core $61,641 $97,988 1.07 12.79 $7.47 11.90% 4.44 305 Corridor $60,934 $96,811 1.01 13.07 $7.40 12.00% 4.41 309 Corridor $59,199 $147,909 0.86 11.02 $8.95 10.14% 3.71 301 Corridor $112,310 $173,842 0.77 10.60 $9.44 9.66% 3.48 306 Rural $28,275 $43,433 0.57 8.91 $11.75 7.91% 2.77 356 Local $8,784 $13,418 0.72 6.10 $15.97 5.94% 2.40 308 Corridor $27,492 $40,454 0.39 7.54 $14.70 6.43% 2.18 354 Local $9,711 $15,788 0.54 5.80 $17.40 5.48% 2.07 389 Rural $1,108 $1,923 0.28 6.73 $17.49 5.46% 1.81 315 Corridor $43,479 $68,978 0.42 4.67 $21.98 4.39% 1.63 353 Local-Small Vehicle $12,449 $20,517 0.28 2.83 $36.52 2.69% 1.02 395 Rural $2,700 $5,310 0.10 2.14 $55.79 1.78% 0.59 Modified Discontinued

Page 34 of 47 COASTER and SPRINTER Quarterly Performance

Graph 12 COASTER and SPRINTER Passengers per Mile and Passengers per Hour

COASTER and SPRINTER Passengers per Mile 7.0 5.7 5.7 6.0 5.0 5.0 4.0 3.3 3.0 2.8 3.0 2.0 1.0 0.0 Weekday Saturday Sunday

COASTER SPRINTER

COASTER and SPRINTER Passengers per Hour

250.0 230.3 198.7 200.0

150.0 124.6 114.2 100.0 66.2 73.5

50.0

0.0 Weekday Saturday Sunday

COASTER SPRINTER

Page 35 of 47 Graph 13 COASTER and SPRINTER Net Cost per Passenger and Farebox Recovery

COASTER and SPRINTER Net Cost per Passenger

$20.00 $18.22 $18.00 $16.00 $14.00 $12.52 $12.00 $11.16 $10.00 $8.86 $7.33 $8.00 $6.16 $6.00 $4.00 $2.00 $0.00 Weekday Saturday Sunday

COASTER SPRINTER

COASTER and SPRINTER Farebox Recovery

35.0% 31.5% 30.0% 27.6%

25.0%

20.0% 15.6% 14.3% 15.0%

10.0% 7.6% 8.4%

5.0%

0.0% Weekday Saturday Sunday

COASTER SPRINTER

Page 36 of 47 NCTD CUSTOMER FEEDBACK

The following graphs are presented to provide a summary of customer feedback received during the FY18 Quarter 2 compared to FY17 Quarter 2. The graphs reflect the following informational categories:

• Graph 14, NCTD System Complaints — this graph reflects the total number of complaints received during the reporting period, inclusive of both mode and non - mode related complaints. • Graph 15, NCTD System Complaints by Percentage — this graph reflects the percentage of each complaint received during the reporting period, inclusive of both mode and non-mode related complaints • Graphs 16, 18, 20, 22, and 24, BREEZE, LIFT, FLEX, SPRINTER, COASTER Complaints — each reflect the total complaints received for that respective mode of service. They each include a numerical breakdown of the specific nature of the complaints within that particular mode. • Graphs 17, 19, 21, 23, and 25, BREEZE, LIFT, FLEX, SPRINTER, COASTER Complaints by Percentage — each reflect the reflect the percentage of complaints received by category for that respective mode of service. • Graph 26, Compliments — details the compliments received system wide during the reporting period. • Graph 27, Compliments by BREEZE Route —provides further detail on BREEZE compliments by route received during the reporting period.

For FY18 Quarter 2, NCTD received a total of 633 complaints, an increase of 150 complaints compared to the FY17 Quarter 2. Of the total complaints for FY18 Quarter 2, 514 were directly associated with the five modes of transit (BREEZE, LIFT, FLEX, COASTER, and SPRINTER), an increase of 134 complaints as compared to FY17 Quarter 2. All modes saw an increase in complaints, with the largest increases associated with COASTER, SPRINTER, and LIFT.

BREEZE operations generated the most complaints out of the five modes, receiving 295, an increase of 21 complaints compared to the FY17 Quarter 2. Service Related (i.e., late service or vehicle pass by passenger) and Operator Related (i.e., perceived rude operator or operator driving performance) reports continue to comprise the vast majority of complaints (92.9% of the total for BREEZE). NCTD staff continues to work closely with the BREEZE contractor, MV Transportation, to identify causality and trends relative to these Service Related reports so that corrective actions can be taken that will increase service levels and improve on-time performance. As part of the October service change, NCTD received 9 complaints about the new schedules with routes 444 and 353 generating the most complaints. Similarly, NCTD staff, in coordination with MV Transportation, continues to place an increased focus on decreasing Operator Related reports through operator training and reinforcement in order to increase customer service

Page 37 of 47 levels and create a positive riding experience. MV Transportation continues to implement their new customer service training program which focuses on operator behavior and its relation to customer experience. BREEZE received 46 compliments and 19 comments.

LIFT received 124 complaints, a significant increase of 60 over the same quarter of FY17 (this is a decrease, however, from FY18 Quarter 1). While service related issues comprise the majority of complaints the addition of taxi service to supplement trips provided by the NCTD fleet has increased LIFT on-time performance and has resulted in fewer complaints than the previous quarter. NCTD and MV Transportation continue to examine service levels and look for areas of improvement. The majority of LIFT Operator Related complaints are due to driving performance as reported by civilian drivers and not due to negative interactions with LIFT passengers. MV Transportation is actively implementing their new customer service program beginning with the retraining of reservationists and dispatchers in order to create and maintain a positive customer experience as well as minimizing scheduling mistakes that impact service. LIFT received nine (9) compliments, and eight (8) comments.

FLEX received eight (8) complaints, an increase of one (1) over the same quarter of FY17. Six (6) of these complaints dealt with a service issue during the first week of the new FLEX 395 service in October. That issue has since been resolved by MV Transportation. FLEX did not receive any compliments but did receive two (2) comments.

SPRINTER received 32 complaints, an increase of 22 over the same quarter of FY17. SPRINTER complaints were mostly related to late service caused by mechanical issues. NCTD and Bombardier are currently working through capital improvement projects that, over time, will stabilize the mechanical issues and increase performance levels. Further, with the new addition of Train Attendants on board each train, Operator related complaints saw an increase. As this is a new program, Bombardier will continue to gather feedback and provide an on-going action plan for performance improvement as new lessons are learned. SPRINTER received three (3) compliments and five (5) comments.

COASTER received 55 complaints, an increase of 30 over FY17 Quarter 2 (this is a significant decrease, however, from FY18 Quarter 1). The majority of complaints are related to late service and equipment issues. Service related (late service) issues are attributable to continued Revenue Service Demonstration of Positive Train Control as well as issues related to the ongoing construction along the coastal railway. Bombardier has addressed specific equipment related issues, including issues with the on-board restrooms and climate control units, which should decrease equipment related complaints going forward. COASTER received three (3) compliments and 13 comments.

Page 38 of 47 Graph 14 NCTD System Complaints by Type Comparing FY17 to FY18

NCTD System Complaints FY17 - 2nd Quarter (483 total) vs FY18 2nd Quarter (633 total)

350 293 300 250 216 180 200 136 150 100 61 49 28 31 33 50 10 10 5 13 6 8 10 6 12 2 4 0 2 0 1 0

FY17 FY18

Graph 15 NCTD System Complaints - Percent to Total

NCTD System Complaints - Percent to Total FY17 - 2nd Quarter vs FY18 - 2nd Quarter

50.0% 45% 46% 45.0% 40.0% 35.0% 28% 30.0% 28% 25.0% 20.0% 15.0% 10% 8% 10.0% 6% 6% 7% 5.0% 2% 3% 2% 2% 1% 1% 2% 2% 1% 0% 1% 0% 0% 0% 0% 0.0%

FY17 FY18

Page 39 of 47 Graph 16 BREEZE Complaints FY17 Q2 vs FY18 Q2

BREEZE Complaints FY17 - 2nd Quarter (274 total) vs FY18 2nd Quarter (295 total) 160 142 140 140 134

120 114

100

80

60

40

20 6 8 6 2 5 3 2 2 1 1 2 1 0 Service Operator Passenger Accident / Equipment ADA Title VI Other Related Related Related Injury FY17 FY18

Graph 17 BREEZE Complaints - Percent to FY17 Q2 vs FY18 Q2

BREEZE Complaints - Percent to Total FY17 - 2nd Quarter vs FY18 - 2nd Quarter 60.0% 52% 47% 50.0% 45% 42% 40.0%

30.0%

20.0%

10.0% 2% 3% 2% 1% 2% 1% 1% 1% 0% 0% 1% 0% 0.0% Service Operator Passenger Accident / Equipment ADA Title VI Other Related Related Related Injury FY17 FY18

Page 40 of 47 Graph 18 COASTER Complaints FY17 Q2 vs FY18 Q2

COASTER Complaints FY17 - 2nd Quarter (25 total) vs FY18 - 2nd Quarter (55 total) 25

21 20

15 15

11 10 10

6 5 5 4 4 2 2 0 0 0 Equipment Service Related Other Operator Related ADA Passenger Related FY17 FY18

Graph 19 COASTER Complaints - Percent to FY17 Q2 vs FY18 Q2

COASTER Complaints - Percent to Total FY17 - 2nd Quarter vs FY18 - 2nd Quarter 45.0% 40% 40.0% 38%

35.0%

30.0% 27%

25.0% 20% 20% 20.0% 16% 16% 15.0% 11% 10.0% 8%

5.0% 4% 0% 0% 0.0% Equipment Service Related Other Operator Related ADA Passenger Related FY17 FY18

Page 41 of 47 Graph 20 SPRINTER Complaints FY17 Q2 vs FY18 Q2

SPRINTER Complaints FY17 - 2nd Quarter (10 total) vs FY18 - 2nd Quarter (32 total) 12 11

10

8 8

6 5 4 4 3 2 2 1 1

0 Equipment Service Related Operator ADA Other Passenger Title VI Related Related FY17 FY18

Graph 21 SPRINTER Complaints - Percent to FY17 Q2 vs FY18 Q2

SPRINTER Complaints - Percent to Total FY17 - 2nd Quarter vs FY18 - 2nd Quarter 45.0% 40% 40.0% 34% 35.0% 30% 30% 30.0% 25% 25.0%

20.0% 16% 15.0% 13%

10.0% 6% 5.0% 3% 3% 0% 0% 0% 0% 0.0% Equipment Service Related Operator ADA Other Passenger Title VI Related Related FY17 FY18

Page 42 of 47

Graph 22 LIFT Complaints FY17 Q2 vs FY18 Q2

LIFT Complaints FY17 - 2nd Quarter (64 total) vs FY18 - 2nd Quarter (124 total) 80 75 70 60 50 40 29 30 24 17 20 16 15 10 2 3 0 1 1 3 0

FY17 FY18

Graph 23 LIFT Complaints - Percent to FY17 Q2 vs FY18 Q2

LIFT Complaints - Percent to Total FY17 - 2nd Quarter vs FY18 - 2nd Quarter 70.0% 60% 60.0% 50.0% 45% 40.0% 27% 30.0% 23% 19% 20.0% 13% 10.0% 3% 2% 0% 1% 2% 2% 0.0%

FY17 FY18

Page 43 of 47 Graph 24 LIFT FLEX FY17 Q2 vs FY18 Q2

FLEX Complaints FY17 - 2nd Quarter (7 total) vs FY18 - 2nd Quarter (8 total) 7 6 6 6

5

4

3

2 1 1 1 1 0 0 Service Related Operator Related Other FY17 FY18

Graph 25 FLEX Complaints - Percent to FY17 Q2 vs FY18 Q2

FLEX Complaints - Percent to Total FY17 - 2nd Quarter vs FY18 2nd Quarter 90% 86%

80% 75%

70%

60%

50%

40%

30%

20% 14% 13% 13% 10% 0% 0% Service Related Operator Related Other FY17 FY18

Page 44 of 47 Graph 26 Compliments FY17 Q2 vs FY18 Q2

Compliments FY17 - 2nd Quarter (40 total) vs FY18 - 2nd Quarter (76 total)

50 46 45 40 35 30 25 22 20

15 11 8 9 10 6 5 3 3 1 1 0 1 1 1 0 BREEZE Customer LIFT COASTER Facilities Security SPRINTER Service FY17 FY18

Graph 27 Compliments by Route

Compliments by BREEZE Route FY17 - 2nd Quarter vs FY18 - 2nd Quarter

12 10 10

8

6 5 5 5 5 4 4 4 4 2 2 2 2 2 2 1 1 1 1 1 1 1 1 1 1 1 1 1 1 0 0 0 0 0 0 0 0 0 0

FY17 FY18

Page 45 of 47

FARE COLLECTION SYSTEM

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

Using this information, NCTD has developed a dashboard to show various statistics for the fare collection system.

Since this is a newly developed monitoring system, we will only be providing 2018 Quarter 2 statistics.

Page 46 of 47 FY18 Quarter 2 Statistics

TVM Availability to the Customer

This metric was designed to show TVM availability to NCTD customers, taking in to account any issues that would prevent customers from purchasing NCTD service. TVM availability for Quarter 2 was over 99 percent. Average daily minutes out of service was less than ten minutes. The majority of TVM service issues were related to cash fare payment (bills or coins).

Graph 28 TVM Availability Graph 29 TVM Average Time Down

Graph 30 TVM Out of Service: Minutes by Reason

Page 47 of 47