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April 2020

Strategic Multimodal Transit Implementation Plan

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

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

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

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

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

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

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

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

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

Transportation Strategies and Improvement Areas

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

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

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

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

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

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

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

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

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

NCTD Strategic Multimodal Transit Implementation Plan Task 3.1 Plan Review

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

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

Document Control Page

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

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

TABLE OF CONTENTS

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

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

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

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

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

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

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

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

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

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

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

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

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

Appendix A ...... 27

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

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

1 Project Introduction and Document Purpose

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

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

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

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

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

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

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

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

Figure 1: NCTD Priority Corridors and Focus Areas

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

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

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

Table 1: Strategy Alignment Matrix

based -

r Bus

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

1 City of Solana Beach Comprehensive Active Transportation Strategy X

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

10 Riverside Transit Agency Comprehensive Operations Analysis X X X

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

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

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

based -

r Bus

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

2.4 San Marcos Bicycle and Pedestrian Master Plan (2015)

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

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

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

3.2 City of Encinitas Bikeway Master Plan (2005)

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

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

Strategy Themes • Active Transportation • Rail

3.3 Escondido Bicycle Master Plan (2012)

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

3.4 City of Oceanside Bicycle Master Plan (2008)

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

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

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

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

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

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

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

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

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

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

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

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

5.2 Carlsbad Circulation Element (amended 2013)

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

5.3 Encinitas Circulation Element (amended 2003)

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

5.4 Oceanside General Plan Circulation Element (2017)

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

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

5.5 Solana Beach General Plan Circulation Element (2017)

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

5.6 Vista 2030 General Plan Circulation Element (2011)

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

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

• Active Transportation

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

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

6.2 Escondido General Plan Mobility Element (2012)

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

6.3 San Marcos General Plan Mobility Element (2012)

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

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

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

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

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

7.2 Oceanside Pedestrian Master Plan (2009)

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

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

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

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

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

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

8.2 LOSSAN Rail Corridor Improvements (Ongoing)

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

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

• Active Transportation • Rail

8.3 I-15 Express Lanes Project (Caltrans)

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

8.4 North Coast Corridor (NCC) Program (Caltrans)

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

8.5 Inland Rail Trail (SANDAG)

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

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

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

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

9.2 State of OC Transit Report (2017)

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

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

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

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

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

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

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

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

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

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

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

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

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

9.7 Regional Mobility Hub Strategy (SANDAG) (2016)

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

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

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

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• Commuter Bus • Rapid/BRT

9.9 Designing for Smart Growth (SANDAG) (2009)

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

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

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

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• Rapid/BRT • Rail

9.11 RTA Ten-Year Transit Network Plan (2015)

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

9.12 LOSSAN Corridorwide Strategic Implementation Plan (2012)

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

9.13 2018 California State Rail Plan

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

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

9.14 California Transportation Plan 2040

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

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

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

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

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

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

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

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

Strategy Themes • Transportation Demand Management (TDM)

11 Summary and Next Steps

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

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

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

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

Appendix A

Land Use and Transit Integration Corridor Route Maps

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

Strategic Multimodal Transit Implementation Plan

Task 3.2 NCTD Transit Data Review

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

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Document Control Page

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

November 8, 2019 IBI GROUP ERROR! REFERENCE SOURCE NOT FOUND. TASK 3.2 NCTD TRANSIT DATA REVIEW Prepared for North County Transit District

Table of Contents

1 Introduction ...... 4

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

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

November 8, 2019 i IBI GROUP ERROR! REFERENCE SOURCE NOT FOUND. TASK 3.2 NCTD TRANSIT DATA REVIEW Prepared for North County Transit District

Table of Contents (continued)

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

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

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

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

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

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

9 Other Relevant Documents...... 18

November 8, 2019 ii IBI GROUP ERROR! REFERENCE SOURCE NOT FOUND. TASK 3.2 NCTD TRANSIT DATA REVIEW Prepared for North County Transit District

Table of Contents (continued)

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

10 Conclusion ...... 19

November 8, 2019 iii

1 Introduction

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

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

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

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

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

2 Operations and Capital Program

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

2.1 FY2020 Operating Budget and Capital Improvement Program (2019)

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

2.2 FY2019 Operating Budget and Capital Improvement Program (2018)

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

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

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

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

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

2.5 Service Implementation Plan FY2020 (2019)

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

2.6 Service Implementation Plan FY2019-2028 (2018)

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

2.7 Service Implementation Plan FY2018-2027 (2017)

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

2.8 Summary of October 2017 Service Changes (2017)

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

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

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

3 Management

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

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

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

3.2 ADA Paratransit Program Management Plan 2017

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

3.3 NCTD ADA Program Manual 2017

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

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

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

3.5 Title VI Triennial Program Update for NCTD (FY18)

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

3.6 LOSSAN Rail2Rail Agreement (2018)

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

3.7 Same Day Taxi Efforts (2019)

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

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

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

3.9 Sorrento Valley COASTER Connection MOU with MTS (2015)

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

3.10 Monthly Transit Operations Performance Reports

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

3.11 Quarterly Transit Operations Performance Reports

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

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

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

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

3.13 MV Transportation, Inc. Monthly Reports

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

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

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

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

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

3.16 Trespasser Delays – 2 years (2017-2019)

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

4 Operational Statistics

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

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

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

5 Fleet

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

5.1 Combined Fleet Management Plan FY2017-FY2026

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

5.2 Bus Replacement Plan

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

5.3 SPRINTER Buy America Availability Waiver (2016)

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

5.4 Bus Specifications (2018)

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

5.5 Rail Specifications (2018)

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

6 Facilities

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

6.1 Facilities Management Plan (2018)

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

6.2 Bus Stop Development Handbook (2018)

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

6.3 Bus Stop Optimization/Improvement Documents

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

6.4 Zero Emission Bus Infrastructure Scope of Work (2019)

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

6.5 Wonderbread Facility Demolition Schedule (2019)

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

7 Information Technology Systems (ITS)

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

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

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

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

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

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

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

8 Marketing

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

8.1 Strategic Marketing and Communications Plan (2019)

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

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

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

8.3 Rider Reports (FY18, FY19)

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

8.4 NCTD Fact Sheets and Project Cards (2019)

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

8.5 Zero Delays Campaign (2019)

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

9 Other Relevant Documents

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

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

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

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

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

9.3 COASTER Customer Survey (2018)

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

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

9.4 Remix

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

10 Conclusion

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

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

Task 3.3 Technical Data Review

Prepared for North County Transit District (NCTD)

November 12, 2019

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

Document Control Page

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

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

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

Table of Contents

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

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

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

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

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Table of Contents (continued)

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

5 Conclusion ...... 33

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

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

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1 Introduction

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

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

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Figure 1-1 NCTD Service Area

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

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Figure 1-2: Priority Corridors and Focus Areas

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

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

2 Traffic Data

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

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

Table 2-1: Carlsbad - ADT

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

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

Table 2-2: Del Mar - ADT

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

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

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

Table 2-3: Encinitas - ADT

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

Table 2-4: Escondido - ADT

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

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

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

Table 2-5: Oceanside - ADT

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

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

Table 2-6: San Marcos - ADT

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

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

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

Table 2-7: Solana Beach - ADT

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

Table 2-6: Vista - ADT

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

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

Table 2-9: Unincorporated Areas - ADT

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

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

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

Cole Grade Rd - Lilac Rd 26,800 2013

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

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

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

Stage Coach Ln - Route 76 19,500 2012

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

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

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

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

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

Table 2-10: Caltrans Operated Routes - ADT

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

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

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

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

Carlsbad Village Dr - Tamarack Avenue 208,000 2017

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

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

Leucadia Blvd - Encinitas Boulevard 218,000 2017

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

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

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

Mission Rd - Jct Rt 76 146,000 2017

Jct Rt 76 - Escondido Hwy 137,000 2017

Escondido Hwy - Gopher Canyon Rd 138,000 2017

Gopher Canyon Rd - Deer Springs Rd 146,000 2017

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

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

Jct Rt 78 - Valley Pkwy 291,000 2017

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

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

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

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

Summit Dr - Bear Valley Pkwy 15,800 2017

Bear Valley Pkwy - 17th Ave 15,000 2017

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

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

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

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Escondido, Ash St - Hickory St 16,100 2017

Escondido, Hickory St - Washington Ave 31,500 2017

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

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

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

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

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

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

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

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

Vista, Sunset Dr - Melrose Dr 130,000 2017

Vista, Melrose Dr - Emerald Dr 135,000 2017

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

3 Transit Operations Data

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

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

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

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

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

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

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

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

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

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

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

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

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

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

9 332 BREEZE 1,531 No connection offered.

10 304 BREEZE 1,518 No connection offered.

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

STOP STOP NAME TRANSIT TYPE CONNECTION OPPORTUNITIES NO.

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

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

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STOP STOP NAME TRANSIT TYPE CONNECTION OPPORTUNITIES NO.

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

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

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

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

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

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

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

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

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

NCTD ROUTE MTS ROUTE AREA

101 978 Torrey Pines (San Diego)

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

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

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

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

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NCTD ROUTE MTS ROUTE AREA

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

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

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

350 235 Kit Carson / Felicita (Escondido)

371, 372 891,* 892* Ramona

4 Technology Innovations

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

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

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

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

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

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

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

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

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

4.3 Relevant Technology Projects

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

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

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

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

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

5 Conclusion

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

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November 12, 2019 34

CLIENT LOGO

Strategic Multimodal Transit Implementation Plan Task 4.2 Transfer Survey Analysis

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

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

Document Control Page

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

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

Table of Contents

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

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

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

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

5 Conclusion ...... 32

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

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

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

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

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

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

Date AM/PM Location Number of Surveyors

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

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Date AM/PM Location Number of Surveyors

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

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

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

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

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

o 6% (65) trips required two transfers

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

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Table 3-1: Transfers per Station*

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

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

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

Table 3-2: Transfers by Mode

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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Figure 3-9: Mode of Access

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

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

Figure 3-11: Access Mode for COASTER Riders

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

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

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

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

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

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

Figure 3-15: Egress Mode of COASTER riders

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

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

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

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

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

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

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Figure 3-18: Transfers by Mode

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

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

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

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

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Figure 3-20: How Riders Would Travel Without Transit

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

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

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

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

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

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

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

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

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

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

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

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Figure 3-26: English and Spanish Fluency

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

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Figure 4-1: Transfers vs Direct Trips

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

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

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- Oceanside (14%)

Figure 4-2: Top 5 Origins and Destinations

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

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

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

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

Figure 4-3: Types of Trips by Language Fluency

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

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

Figure 4-4: Transfers per Household Income Bracket

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

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

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

5 Conclusion

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

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

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Appendix A: Survey Tool

Train Platform Questionnaire

RESPONSE QUESTION CODE RESPONSE

Location (Do Not Ask) Station & Direction

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

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

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

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

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

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

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

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

Access / Egress codes

W 1 Walk

B 2 Bicycle

P 3 Drive and park

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

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Bus Stop Questionnaire

RESPONSE QUESTION CODE RESPONSE

Location (Do Not Ask) Bus stop

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

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

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

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

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

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

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

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

W 1 Walk

B 2 Bicycle

P 3 Drive and park

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

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