Transportation Committee Agenda

Friday, June 4, 2021 9 a.m. **Teleconference Meeting**

MEETING ANNOUNCEMENT AMIDST COVID-19 PANDEMIC: The Transportation Committee meeting scheduled for Friday, June 4, 2021, will be conducted virtually in accordance with Governor Newsom’s State of Emergency declaration regarding the COVID-19 outbreak, Executive Order N-29-20, and the Guidance for Gatherings issued by the California Department of Public Health. Board Members will primarily participate in the meeting virtually, while practicing social distancing, from individual remote locations. To participate via Zoom webinar, click the link to join the meeting: https://zoom.us/j/92036256273 Webinar ID: 920 3625 6273 To participate via phone, dial a number based on your current location: US: +1 669 900 6833 or +1 346 248 7799 or +1 253 215 8782 or +1 301 715 8592 or +1 312 626 6799 or +1 929 205 6099 International numbers available: https://zoom.us/u/adhGaaP9MX

SANDAG is relying on commercial technology to broadcast the meeting via Zoom. With the recent increase of virtual meetings, platforms such as Microsoft Teams, WebEx, GoToMeeting, and Zoom are working to scale their systems to meet the new demand. If we experience technical difficulty or you are unexpectedly disconnected from the broadcast, please close and reopen your browser and click the link to rejoin the meeting. SANDAG staff will take all possible measures to ensure a publicly accessible experience. Public Comments: Persons who wish to address the members on an item to be considered at this meeting, or on non- agendized issues, may email comments to the Clerk at [email protected] (please reference June 4 Transportation Committee Meeting in your subject line and identify the item number(s) to which your comments pertain). Comments received by 4 p.m. on June 3, 2021, will be provided to members prior to the meeting. If you desire to provide live verbal comment during the meeting, please join the Zoom meeting by computer or phone and use the “Raise Hand” function to request to provide public comment. On a computer, the “Raise Hand” feature is on the Zoom toolbar. By phone, enter *9 to “Raise Hand” and *6 to unmute. Requests to provide live public comment must be made at the beginning of the relevant item, and no later than the end of any staff presentation on the item. The Clerk will call on members of the public who have timely requested to provide comment by name for those joining via a computer and by the last three digits of for those joining via telephone. All comments received prior to the close of the meeting will be made part of the meeting record. Please note that any available chat feature on the Zoom meeting platform should be used by panelists and attendees solely for procedural or other “housekeeping” matters as comments provided via the chat feature will not be retained as part of the meeting record. All comments to be provided for the record must be made via email or orally per the instructions above. Welcome to SANDAG. Members of the public may speak to the Transportation Committee on any item at the time the Committee is considering the item. Public speakers are limited to three minutes or less per person. The Committee may only take action on any item appearing on the agenda. In order to keep the public informed in an efficient manner and facilitate public participation, SANDAG also provides access to all agenda and meeting materials online at sandag.org/meetings. Additionally, interested persons can sign up for email notifications at sandag.org/subscribe. SANDAG operates its programs without regard to race, color, and national origin in compliance with Title VI of the Civil Rights Act. SANDAG has developed procedures for investigating and tracking Title VI complaints, and the procedures for filing a complaint are available to the public upon request. Questions concerning SANDAG nondiscrimination obligations or complaint procedures should be directed to the SANDAG General Counsel, John Kirk, at (619) 699-1997 or [email protected]. Any person who believes himself or herself or any specific class of persons to be subjected to discrimination prohibited by Title VI also may file a written complaint with the Federal Transit Administration. In compliance with the Americans with Disabilities Act (ADA), SANDAG will accommodate persons who require assistance in order to participate in SANDAG meetings. If such assistance is required, please contact the Clerk of the Board at [email protected] or at (619) 699-1985, at least 72 hours in advance of the meeting. To request this document or related reports in an alternative format, please call (619) 699-1900 or (619) 699-1904 (TTY), or fax (619) 699-1905 at least 72 hours in advance of the meeting. SANDAG agenda materials can be made available in alternative languages. To make a request, call (619) 699-1900 in advance of the meeting. Los materiales de la agenda de SANDAG están disponibles en otros idiomas. Para hacer una solicitud, llame al (619) 699-1900. 如有需要, 我们可以把SANDAG议程材料翻译成其他語言. 请在会议前至少 72 小时打电话 (619) 699-1900 提出请求. Message from the Clerk In compliance with Government Code §54952.3, the Clerk hereby announces that the compensation for legislative body members attending the following simultaneous or serial meetings is: Executive Committee (EC) $100, Board of Directors (BOD) $150, and Regional Transportation Commission (RTC) $100. Compensation rates for the EC and BOD are set pursuant to the SANDAG Bylaws, and the compensation rate for the RTC is set pursuant to state law. Vision Statement Pursuing a brighter future for all. Mission Statement We are the regional agency that connects people, places, and innovative ideas by implementing solutions with our unique and diverse communities. Our Commitment to Equity We hold ourselves accountable to the communities we serve. We acknowledge we have much to learn and much to change; and we firmly uphold equity and inclusion for every person in the San Diego region. This includes historically underserved, systemically marginalized groups impacted by actions and inactions at all levels of our government and society. We have an obligation to eliminate disparities and ensure that safe, healthy, accessible, and inclusive opportunities are available to everyone. In 2021, SANDAG will develop an equity action plan that will inform how we plan, prioritize, fund, and build projects and programs; frame how we work with our communities; define how we recruit and develop our employees; guide our efforts to conduct unbiased research and interpret data; and set expectations for companies and stakeholders that work with us. We are committed to creating a San Diego region where every person who visits, works, and lives can thrive. San Diego Association of Governments 401 B Street, Suite 800, San Diego, CA 92101-4231 × (619) 699-1900 × Fax (619) 699-1905 × sandag.org

2 Transportation Committee Friday, June 4, 2021

Item No. Action 1. Public Comments/Communications/Member Comments Members of the public shall have the opportunity to address the Transportation Committee on any issue within the jurisdiction of the Committee that is not on this agenda. Public speakers are limited to three minutes or less per person. Committee members also may provide information and announcements under this agenda item. Subjects of previous agenda items may not again be addressed under public comment.

2. Executive Director’s Report Discussion Hasan Ikhrata, SANDAG An update on key programs, projects, and agency initiatives will be presented.

Consent

+3. Approval of Meeting Minutes Approve +3A. April 16, 2021, Meeting Minutes +3B. May 7, 2021, Transportation, Regional Planning, and Borders Committees Joint Meeting Minutes

+4. TransNet Environmental Mitigation Program: Land Management Information Grant Program Quarterly Status Update Courtney Pesce, SANDAG This report provides an overview of progress made by TransNet Environmental Mitigation Program Land Management Grant recipients.

Reports

+5. 2020 State of the Commute Report Information Grace Miño, SANDAG The Transportation Committee is asked to review information about the regional transportation system performance data shown in the 2020 State of the Commute report based on the review and acceptance of the TransNet Independent Taxpayer Oversight Committee.

+6. Crossborder Transportation: Impacts of Delay and Border Master Information Planning Efforts Rachel Kennedy, SANDAG Jose Márquez, Caltrans An overview and highlights of the Impacts of Border Delays at California– Baja California Land Ports of Entry study and the 2021 California–Baja Border Master Plan will be presented.

3 +7. Annual Report to Legislature on Public Transit Recommend Jennifer Williamson, SANDAG The Transportation Committee is asked to recommend that the Board of Directors approve submission of the Annual Public Transit Report to the State Legislature.

+8. Federal Section 5310 Coronavirus Response and Relief Recommend Supplemental Appropriations Act and American Rescue Plan Act Funding Allocation Zach Rivera and Brian Lane, SANDAG The Transportation Committee is asked to recommend that the Board of Directors: 1. Approve an amendment to the FY 2022 Program Budget adding $825,640 in funding from Coronavirus Response and Relief Supplemental Appropriations Act of 2021 (CRRSAA) and American Rescue Plan Act of 2021 (ARPA) to OWP Nos. 3321400 and 3320200; and Authorize staff to: 2. Offer CRRSAA and ARPA funding to Cycle 11 Section 5310 grantees with non-vehicle projects in proportion to their total awarded project funding if they establish a need for COVID-19 relief; 3. Allocate any remaining funding to FACT if there are any grantees that do not establish a need for COVID-19 relief; and 4. Allocate future COVID-19 relief or stimulus funding received through December 2021 and with similar program requirements consistent with the recommended action. +9. Transportation Development Act: FY 2021 Productivity Recommend Improvement Program and FY 2022 Allocations Lisa Madsen, SANDAG The Transportation Committee is asked to recommend that the Board of Directors approve the eligibility of the Metropolitan Transit System and North County Transit District to receive their FY 2022 Transportation Development Act allocations of funds.

10. Upcoming Meetings Information The next Transportation Committee meeting is scheduled for Friday, June18, 2021, at 9 a.m.

11. Adjournment

+ next to an item indicates an attachment

4

Transportation Committee Item: 3A June 4, 2021 April 16, 2021, Meeting Minutes

Chair Nora Vargas (County of San Diego) called the Action: Approve meeting of the Transportation Committee to order at The Transportation Committee is asked to 9 a.m. approve the minutes from its April 16, 2021, meeting. 1. Public Comments/Communications/ Member Comments None.

2. Executive Director’s Report Executive Director Hasan Ikhrata presented an update on key programs, projects, and agency initiatives.

Consent

3. Approval of Meeting Minutes (Approve) The Transportation Committee was asked to approve the minutes from its April 2, 2021, meeting.

4. Proposed FY 2021 Program Budget Amendment: Beech and Middletown Double Crossover Integration (Information) The Transportation Committee was asked to approve an amendment to the FY 2021 Program Budget to: (1) create a new Capital Improvement Program (CIP) project (CIP Project No. 1131800) to establish the Beech and Middletown Double Crossover Integration project; and

(2) accept $370,000 in funding from the Metropolitan Transit System to fully fund the project.

5. Federal Transit Administration Section 5311 Program of Projects (Recommend) The Transportation Committee was asked to recommend that the Board of Directors approve the Federal Fiscal Year 2021 and Coronavirus Relief and Response Supplemental Appropriations Act apportionments of Federal Transit Administration Section 5311 Non-Urbanized Area Formula Program funds for the San Diego region.

6. FY 2022 Transit Capital Improvement Program (Recommend) The Transportation Committee was asked to recommend that the Board of Directors: (1) approve the submittal of Federal Transit Administration grant applications for the San Diego region; and (2) adopt Regional Transportation Commission Resolution No. RTC-2021-06, approving Amendment No. 1 to the 2021 Regional Transportation Improvement Program.

Action: Upon a motion by Councilmember Montgomery Steppe (Metropolitan Transit System), and a second by Councilmember David Zito (North County Coastal), the Transportation Committee voted to approve Item No. 3 and recommend Item Nos. 5 and 6 on the Consent agenda. The motion passed. Yes: Chair Vargas, Vice Chair Raul Campillo (City of San Diego), Gil Cabrerra (San Diego County Regional Airport Authority), Councilmember Jennifer Mendoza (East County), Councilmember Montgomery Steppe, Councilmember Zito, Mayor Paul McNamara (North County Inland), Councilmember Jewel Edson (North County Transit District), Commissioner Garry Bonelli (Port of San Diego), and Councilmember Bill Sandke (South County). No: None. Abstain: None. Absent: None. Reports 7. Regional Active Transportation Program Funding Recommendations (Recommend) Grants Planning Associate Audrey Porcella presented the item. Action: Upon a motion by Councilmember Bill Sandke and a second by Gil Cabrerra, the Transportation Committee recommended that the Board of Directors: (1) adopt Resolution No. 2021-18, certifying the results of the San Diego Regional Active Transportation Program (ATP); and (2) recommend that the California Transportation Commission fund the San Diego Regional ATP projects. The motion passed. Yes: Chair Vargas, Vice Chair Campillo, Gil Cabrerra, Councilmember Mendoza, Councilmember Montgomery Steppe, Councilmember Zito, Mayor McNamara, Councilmember Edson, Commissioner Bonelli, and Councilmember Sandke. No: None. Abstain: None. Absent: None.

8. SD-LOSSAN Regional Rail Corridor Improvements Study Update (Information) Principle Regional Planner Linda Culp presented an overview of the SD-LOSSAN Study. Action: Information only.

9. Second Reading of Proposed Amendments to the Regional Transit Comprehensive Fare Ordinance (Approve) Senior Regional Planner Brian Lane presented the item. Action: Upon a motion by Councilmember Sandke, and a second by Councilmember Zito, the Transportation Committee: (1) adopted Resolution No. 2021-19, related to findings supporting a California Environmental Quality Act exemption for the proposed amendments to the Comprehensive Fare Ordinance; and (2) conducted the second reading and approved amendments to the Regional Comprehensive Fare Ordinance, by reading the title of the Ordinance. The motion passed. Yes: Chair Vargas, Vice Chair Campillo, Gil Cabrerra, Councilmember Mendoza, Councilmember Montgomery Steppe, Councilmember Zito, Mayor McNamara, Councilmember Edson, Commissioner Bonelli, and Councilmember Sandke. No: None. 2 Abstain: None. Absent: None.

10. Mid-Coast Trolley Project Update (Information) Director of Mid-Coast Transit Projects Ramon Ruelas presented an overview of the Mid-Coast Trolley Project and other projects concurrently underway in the corridor.

11. Upcoming Meetings The next Transportation Committee meeting is scheduled for Friday, May 7, 2021, at 9 a.m.

12. Adjournment Chair Vargas adjourned the meeting at 11 a.m.

3 Meeting Start Time: 9 a.m. Meeting Adjourned Time: 11 a.m. Confirmed Attendance at SANDAG Transportation Committee Meeting April 16, 2021

Member/ Attend Jurisdiction Name Alternate Virtually Mayor Paul McNamara Member Yes North County Inland Mayor Judy Ritter Alternate Yes Councilmember Bill Sandke Member Yes South County Mayor Mary Salas Alternate No Vice Chair Raul Campillo Member Yes City of San Diego Councilmember Vivian Moreno Alternate No Chair Nora Vargas Member Yes County of San Diego Supervisor Terra Lawson-Remer Alternate No Supervisor Joel Anderson Alternate No Councilmember Jennifer Yes Member East County Mendoza Mayor Bill Wells Alternate No Councilmember David Zito Member Yes North County Coastal Councilmember Joe Mosca Alternate Yes Councilmember Monica Yes Member Metropolitan Transit System Montgomery Steppe Councilmember Paloma Aguirre Alternate No Councilmember Jewel Edson Member Yes Mayor Pro Tem Sharon Jenkins Alternate No North County Transit District Councilmember Corinna No Alternate Contreras

San Diego County Regional Gil Cabrerra Member Yes Airport Authority Bob Lloyd Alternate No Commissioner Garry Bonelli Member Yes Port of San Diego Commissioner Sandy Naranjo Alternate No

Advisory Members

Gustavo Dallarda Member Yes Caltrans Ann Fox Alternate Yes

Southern California Tribal Erica Pinto Member No Chairmen’s Association James Hill Member No Matt Tucker NCTD Yes Other Attendees Sharon Cooney MTS Yes

4

Transportation Committee Item: 3B June 4, 2021 May 7, 2021, Joint Meeting of the Transportation, Regional Planning, and Borders Committees Meeting Minutes

Transportation Committee Chair Nora Vargas (County of Action: Approve San Diego) called the joint meeting of the Transportation, Regional Planning, and Borders The Transportation Committee is asked to Committees to order at 9 a.m. approve the minutes from its May 7, 2021, meeting. 1. Public Comments/Communications/ Member Comments Gustavo Dallarda, Caltrans, provided updates on Caltrans programs and projects. Nicole Burgess, member of the public, encouraged members to sign the Bike Month pledge, and spoke regarding biking opportunities along the Border.

2. Executive Director’s Report (Discussion) Executive Director Hasan Ikhrata presented an update on key programs, projects, and agency initiatives. Natalia Figueroa, Republic of Mexico, spoke regarding social equity efforts.

Reports 3. Remote Working in the San Diego Region: A Survey of Businesses and Employees (Discussion) Antoinette Meier and Ray Major presented an overview of research and data on remote work practices in the region before, during, and after the pandemic. Nicole Burgess, member of the public, spoke regarding efforts to reduce Vehicle Miles Traveled, and encouraged SANDAG to plan for all trips and not just commuter trips.

4. Federal Transit Administration Section 5311 Program of Projects (Discussion) Tuere Fa’aola and Ray Major presented an overview of social equity data and draft social equity performance results that support the 2021 Regional Plan goals for a “fair” transportation system. Carolina, Environmental Health Coalition, spoke regarding social equity and efforts to combat climate change. Noah Harris, member of the public, spoke regarding social equity and efforts to combat climate change. Bee Mittermiller, member of the public, spoke regarding social equity and efforts to combat climate change. Nicole Burgess, member of the public, spoke regarding social equity and efforts to combat climate change, as well as alternative forms of transportation.

5. Upcoming Meetings The next Transportation Committee meeting is scheduled for Friday, May 21, 2021, at 9 a.m.

6. Adjournment Chair Vargas adjourned the meeting at 11:17 a.m. Meeting Start Time: 9 a.m. Meeting Adjourned Time: 11:17 a.m. Confirmed Attendance at SANDAG Joint Committee Meeting

Transportation Committee Attendance May 7, 2021

Member/ Attend Jurisdiction Name Alternate Virtually Mayor Paul McNamara Member No North County Inland Mayor Judy Ritter Alternate Yes Councilmember Bill Sandke Member Yes South County Mayor Mary Salas Alternate No Vice Chair Raul Campillo Member No City of San Diego Councilmember Vivian Moreno Alternate No Chair Nora Vargas Member Yes County of San Diego Supervisor Terra Lawson-Remer Alternate Yes Supervisor Joel Anderson Alternate Yes Councilmember Jennifer Yes Member East County Mendoza Mayor Bill Wells Alternate No Councilmember David Zito Member Yes North County Coastal Councilmember Joe Mosca Alternate Yes Councilmember Monica No Member Metropolitan Transit System Montgomery Steppe Councilmember Paloma Aguirre Alternate Yes Councilmember Jewel Edson Member Yes Mayor Pro Tem Sharon Jenkins Alternate No North County Transit District Councilmember Corinna No Alternate Contreras

San Diego County Regional Gil Cabrerra Member Yes Airport Authority Bob Lloyd Alternate No Commissioner Garry Bonelli Member Yes Port of San Diego Commissioner Sandy Naranjo Alternate Yes

Advisory Members

Gustavo Dallarda Member Yes Caltrans Ann Fox Alternate Yes

Southern California Tribal Erica Pinto Member Yes Chairmen’s Association James Hill Member No Matt Tucker NCTD Yes Other Attendees Sharon Cooney MTS Yes

2

Transportation Committee Item: 4 June 04, 2021 TransNet Environmental Mitigation Program Land Management Grant Program: Quarterly Status Update This report provides the status of projects funded Action: Information through the TransNet Environmental Mitigation Program Land Management Grant program for Quarter 3 This report provides an update of progress (January 1, 2021–March 31, 2021). made by TransNet Environmental Mitigation Program Land Management Grant recipients. Key Considerations During the Quarter 3 reporting period, no projects were Fiscal Impact: completed. The status of active projects is provided in None. Attachment 1. Schedule/Scope Impact: All projects are on schedule and no projects are on the All projects are on schedule and no project are Watch List. Projects are placed on the Watch List if a on the Watch List. In addition, as of grantee is not making timely progress toward its December 31, 2020, 104 Land Management milestones (which is defined in SANDAG Board Policy Grant projects have been completed and No. 035) and the grantee has not yet sought corrective closed out. action.

Next Steps The next quarterly status report is scheduled to be presented to the Independent Taxpayer Oversight Committee, and the Transportation and Regional Planning Committees in September 2021.

Coleen Clementson, Director of Regional Planning Key Staff Contacts: Courtney Pesce (619) 699-6942 [email protected] Kim Smith, (619) 699-6949, [email protected] Attachment: 1. Status of Active TransNet EMP Land Management Grant Program Projects: Reporting Period January 1, 2021 through March 31, 2021

Status of Active TransNet EMP Land Management Grant Program Projects: Reporting period Jan 01 - Mar 31, 2021 Attachment 1

Contract Contract Grant Watch Project Complete Based on Current Project Complete Based on Dollars Contract # Grantee Project Description of Project Activities Execution Expiration Status/ Amendment History Notes Amount List* Project Schedule Spent Date Date

8th Cycle

Seed collection and bulking for two rare species and the Project IS making timely progress toward Chaparral Lands SANDAG Grant: 59.66% Spent 1 5004954 Otay Mesa Rare Plants establishment of new occurrences for five MSP species $141,319 4/5/17 4/5/22 No their milestones. 75% Completed Conservancy Matching Funds: 108.60% Spent through seeding, planting, and maintenance. No Amendments.

Restoration of 19 acres of vernal pool and coastal sage scrub habitat in Proctor Valley specific to the needs of Project IS making timely progress toward Chaparral Lands Proctor Valley Vernal SANDAG Grant: 76.91 Spent 2 5004955 MSP species and the establishment of two high-priority $393,864 4/5/17 4/5/22 No their milestones. 78% Completed Conservancy Pools and Uplands Matching Funds: 104% Spent MSP plant species through collection, bulking, seeding, No Amendments. and maintenance efforts.

Phase 2 of North County Dunes Restoration Project focusing on the implementation and completion of site Project IS making timely progress toward specific plan for Cardiff State Beach and invasive SANDAG Grant: 88.09% Spent 3 5004956 The Nature Collective North County Dunes 2 $197,799 2/13/17 5/13/21 No their milestones. 96% Completed management and support for existing coastal dune and Matching Funds: 122.06% Spent One Amendment - 12 month extension bluff species at South Carlsbad State Beach Campground.

9th Cycle

Remove invasive plants, restore social trails with Project IS making timely progress toward complimentary native plants, and reduce off-trail use SANDAG Grant: 66.60% Spent 4 5005506 National Parks Service Cabrillo $25,000 11/8/18 5/8/21 No their milestones. 93% Completed with signage, fencing, and education via social media Matching Funds: N/A One Amendment - 12 month extension platforms.

Reduce threats to Otay tarplant, San Diego thornmint,‐ and Orcutt’s bird beak within Rice Canyon by Project IS making timely progress toward Rice Canyon Invasive SANDAG Grant: 44.26% Spent 5 5005508 City of Chula Vista maintaining and installing new fencing (wire and t post) $36,500 11/8/18 5/8/21 No their milestones. 93% Completed Removal Matching Funds: N/A and signage to direct trail users on authorized trails One Amendment - 12 months only.

Seed bulking for Orcutt’s spineflower, short-leaved Project IS making timely progress toward The Chaparral Lands SANDAG Grant: 74.67% Spent 6 5005511 Rare Plants 2 dudleya, and Orcutt’s brodiaea; supplementation of $79,998 1/28/19 7/28/21 No their milestones. 86% Completed Conservancy Matching Funds: N/A existing plant populations; and control invasive plants. One Amendment - 12 month extension

Survey the Silverwood Reserve property lines currently Project IS making timely progress toward San Diego Audubon affected and install approximately 1,100 feet of non- their milestones. SANDAG Grant: 68.67% Spent 7 5005512 Silverwood-Anstine $34,311 10/30/18 4/29/21 No 100% Completed Society barbed wire fencing. In addition 255 feet of lodge pole One Amendment - 6 month extension Matching Funds: N/A wood fencing will be installed at the Anstine Preserve.

Begin Phase 1 eradication perennial veldt grass Project IS making timely progress toward SANDAG Grant: 92.47% Spent 8 5005513 The Nature Collective Veldt Grass 2 (Ehrharta calycina) in the newly acquired Lake Property, $76,655 12/6/18 6/6/21 No their milestones. 90% Completed Matching Funds: N/A adjacent to San Elijo Lagoon Ecological Reserve. One Amendment - 12 month extension

The Santa Margarita and San Luis Rey Watersheds are Project IS making timely progress toward Mission Resource Invasive Species now over 98% free of Arundo donax. This project will SANDAG Grant: 59.78% Spent 9 5005514 $183,750 10/11/19 10/11/22 No their milestones. 47% Completed Conservation District Management continue re-treatments to allow the program to reach Matching Funds: 30.10% Spent No Amendments. its goal of eradication.

Enhance and restore an additional 100 acres of habitat Project IS making timely progress toward SANDAG Grant: 9.95% Spent 10 5005515 City of San Diego San Pasqual Cactus Wren for the endangered Coastal cactus wren along the north $200,000 1/28/19 1/28/24 No their milestones. 43% Completed Matching Funds: 32.27% Spent side of San Pasqual Valley. No Amendments.

3 Status of Active TransNet EMP Land Management Grant Program Projects: Reporting period Jan 01 - Mar 31, 2021

Contract Contract Grant Watch Project Complete Based on Current Project Complete Based on Dollars Contract # Grantee Project Description of Project Activities Execution Expiration Status/ Amendment History Notes Amount List* Project Schedule Spent Date Date

Weed management, cactus reolcation, and cactus Project IS making timely progress toward planting to expand existing coastal cactus wren territory SANDAG Grant: 25.26% Spent 11 5005516 City of San Diego Lower Otay Reservoir $243,142 2/25/19 2/25/24 No their milestones. 41% Completed from Salt Creek Preserve towards Matching Funds: 7.23% Spent No Amendments. the Sweetwater population.

Create resilient, self sustaining California Least tern and Project IS making timely progress toward San Diego Audubon Nutall's acmispon populations in Mission Bay through SANDAG Grant: 67.08% Spent 12 5005518 Mission Bay Park $195,333 11/7/18 11/7/21 No their milestones. 77% Completed Society ecosystem based management and predator control Matching Funds: 198.69% Spent No Amendments. community science.

Manage an entrenched Oncosiphon piluliferum (stinknet) infestation at the Safari Park Biodiversity Project IS making timely progress toward SANDAG Grant: 57.99% Spent 13 5005519 San Diego Zoo Global Stinknet Removal Reserve for the benefit of the large extant nesting $132,025 11/29/18 12/29/22 No their milestones. 57% Completed Matching Funds: 49.32% Spent population of coastal cactus wrens and other sensitive No Amendments. species on the property.

Recently Closed-Out Projects

*Watch List Projects are those grantees not making timely progress toward their milestones (which are defined in Board Policy No. 035) and not yet sought corrective action. Delays in tasks leading up to either the award of a contract or project completion may place grantees on the watch list.

4

Transportation Committee Item: 5 June 4, 2021 2020 State of the Commute Report

Overview

The Transportation Committee is asked to review Action: Information information about the regional transportation system The Transportation Committee is asked to performance data shown in the 2020 State of the review information about the regional Commute report based on the review and acceptance of transportation system performance data the TransNet Independent Taxpayer Oversight Committee shown in the 2020 State of the Commute (ITOC). Paragraph 7 of the “Statement of Understanding report based on the review and acceptance of Regarding the Implementation of the ITOC for the the TransNet Independent Taxpayer Oversight TransNet program” of the TransNet Extension Ordinance Committee. establishes this responsibility as follows:

On an annual basis, review ongoing SANDAG Fiscal Impact: system performance evaluations, including Development of the annual State of the SANDAG’s “State of the Commute” report, and Commute report is approximately $90,000, provide an independent analysis of information funded through Overall Work Program Project included in that report. This evaluation process is No. 3311700. expected to include such factors as level of service measurements by roadway segment and Schedule/Scope Impact: by time of day, throughput in major travel The State of the Commute report provides corridors, and travel time comparisons by mode transportation performance monitoring and between major trip origins and destinations. reporting to be used as a tool in the Such information will be used as a tool in the RTP development of Regional Transportation Plans. development process. The Independent Analysis Subcommittee is anticipated to begin working with staff on the Key Considerations next annual State of the Commute beginning On May 12, 2021, ITOC reviewed and accepted the in summer 2021. completed performance data included in the 2020 State of the Commute InfoBits report. SANDAG staff worked with the ITOC Subcommittee, including ITOC members Chair Michael Kenney, Les Hopper, and Stewart Halpern, who met with SANDAG staff twice to review the draft performance data included in the 2020 State of the Commute report to support ITOC independent analysis as required by the TransNet Ordinance. Key data and performance statistics for 2020 were reviewed and initial input was received from the Subcommittee. Staff received ITOC Subcommittee comments, including adding data for TransNet-funded projects in the region such as services for seniors, bike counts, and bikeway mileage. SANDAG staff met with the ITOC subcommittee on April 6, 2021, to review the draft 2020 State of the Commute report and provided updates to feedback that was received. SANDAG staff will continue to work with the Subcommittee to incorporate revisions into future State of the Commute reports.

Next Steps Staff will begin developing the 2021 State of the Commute Report in fall 2021 and will return to the ITOC for review in spring 2022.

Cynthia Burke, Director of Research and Program Management Key Staff Contact: Grace Miño, (619) 699-6913, [email protected] Attachment: 1. 2020 State of the Commute Report Attachment 1

2020 State of the Commute Report

May 2021

TransNet is the half-cent sales tax for local transportation projects that was first approved by voters in 1988, and extended in 2004 for another 40 years. The funding collected through TransNet have been distributed to local agency grants; environmental projects; and highway, transit, and bikeway projects. The TransNet Ordinance states that one of the responsibilities of the Independent TransNet Oversight Committee (ITOC) is: “On an annual basis, review ongoing SANDAG system performance evaluations, including SANDAG’s ‘State of the Commute’ report, and provide an independent analysis of information included in that report. This evaluation process is expected to include such factors as level of service measurements by roadway segment and by time of day, throughput in major travel corridors, and travel time comparisons by mode between major trip origins and destinations. Such information will be used as a tool in the Regional Transportation Plan (RTP) development process.” This 13th annual 2020 State of the Commute report fulfills this mandate in theTransNet ordinance. The pandemic and stay home order issued on March 19, 2020, had a significant impact on society, including how people traveled across the region. As described in this InfoBits report, the number of vehicle miles traveled on our highways, highway and transit commute times, and transit ridership were all down significantly in 2020, similar to other large cities across the nation, but bicycle ridership was up. As the pandemic continues in 2021, SANDAG will continue to monitor these data trends in partnership with the TransNet Independent Taxpayer Oversight Committee.

Summary Overall 2020 Commute Trends

-16.7% 25 14

Peak period highway travel Highway travel times on all Transit travel times were down was down -16.7% 25 major commute corridors on 14 of the 16 routes were down

-59% 37% 215K

Ridership on transit in 2020 Bike activity across eight 215,000 one way dropped considerably bike routes increased 37% passenger trips through the (-59%), from 2019 Senior Mini Grant program

2 1 2020 State of the Commute Report

Regional Transportation Performance

This report provides a high-level summary of performance trends for the regional transportation system in 2020, including highway and transit use and travel times, as well as transit performance. Before the transportation performance data are presented, it is helpful to consider how the region has changed during the past ten years in terms of population, employment, and gross domestic product. As Figures 1 through 3 show, since 2010, the region’s population has grown 8.3% (through 2019, the most recent SANDAG estimate available) and the gross domestic product has grown 50.1%. Employment numbers have grown 21.2%, between 2011 and 2020, but dropped by 7.8% from 2019 to 2020, as has been described in other recent SANDAG reports.

Figure 1 Figure 2 Figure 3 population employment gross domestic product in millions in millions in billions of dollars 8.3% 21.2% 50.1% 2010 – 2019 2011 – 2020 2010 – 2019 $253 $242 $231 3.35 3.34 $220 3.32 $213 3.29 $201 1.50 1.48 3.23 $191 1.45 3.19 1.42 $180 3.16 $175 1.39 $169 1.38 3.13 3.12 1.34 3.10 1.32 1.28 1.25

2015 – 2019 2015 – 2020 2015 – 2019 3.9% 8.6% 18.5%

Source: Population Estimates, SANDAG Source: California Employment Development Department Source: U.S. Bureau of Economic Analysis

NOTE: 2020 data for Figures 1 and 3 were not available at the time this InfoBits report was produced.

Travel on the regional highways during peak periods* fell for the third year in a row, with a dramatic decrease (-16.7%) in 2020, to just over 4.2 billion vehicle miles, as would be expected due to changes in travel patterns as a result of the pandemic (Figure 4).

Figure 4 new Peak Period Highway Travel TransNet funds specialized transportation services for seniors age 60 and older through the Senior Mini Grant program. In 2020, SANDAG provided approximately $1.4 million to grantees who were able to use this funding to leverage other resources and as a result, provide around 215,000 one-way passenger trips. The demand for more funding has grown as measured by the increase in the senior population in our region, the number of grant applications from organizations to provide senior transportation services, and the increase in volume of rides provided. 4.3 4.5 4.7 4.8 5.0 4.9 5.0 5.0 5.0 4.2

*Peak periods are weekdays from 6–10 a.m. and from 3–7 p.m. Source: Performance Measurement System (PeMS), Caltrans 3 2 2020 State of the Commute Report 2020 Highway and transit travel times on major commute corridors a.m. westbound from Escondido 18 min (-3) As this map shows, p.m. eastbound all 25 highway corridors p.m. northbound 51 min (0) from Oceanside from Downtown SPRINTER had a decrease in travel 21 min (-5) 41 min (-20) times from 2019 to 2020 52 min (-1) N/A SPRINTER (ranging from 2 to 30 COASTER minutes). p.m. northbound For the 16 transit routes from Downtown with data for both 2019 and 31 min (-13) 54 min (-7) 2020, 2 had no change, and 280 Rapid Express 14 decreased (ranging from 57 min (-35) 1 to 35 minutes). 235 Rapid

Consistent with the p.m. eastbound a.m. westbound from Carmel Valley decrease in highway from Poway 10 min (-4) commute times, bus a.m. westbound 11 min (-6) commute times decreased from El Cajon to a greater degree than 22 min (-16) p.m. southbound rail commute times, which from Sorrento Mesa is not surprising given the a.m. northbound 16 min (-26) fewer number of vehicles from Chula Vista p.m. eastbound a.m. westbound from Kearny Mesa on the road during 2020. 31 min (-21) from Santee a.m. westbound 13 min (-6) from El Cajon 13 min (-3) 16 min (-8) p.m. eastbound I-8/SR 163 a.m. southbound from Sorrento Valley from Escondido 43 min (-10) a.m northbound 23 min (-27) 215 Rapid 31 min (-10) from Mid-City 65 min (-1) p.m. eastbound Highway travel Sycuan Green 51 min (-9) 13 min (-10) Line Trolley 280 Rapid Express from Downtown Average highway travel times 51 min (-30) 13 min (-7) a.m. westbound 235 Rapid I-8/SR 163 departing at 8 a.m. and 5 p.m. from El Cajon 53 min (-8) a.m. southbound Travel times reflect weekday 15 min (-7) 215 Rapid SR 94/SR 125 from Oceanside p.m. eastbound travel on all Tuesdays, 68 min (0) 53 min (-1) 37 min (-12) from Downtown Sycuan Green Wednesdays, and Thursdays Orange Line Trolley Line Trolley N/A 14 min (-2) throughout the calendar year. SR 94/SR 125 a.m. northbound COASTER from Chula Vista 53 min (-2) a.m. northbound Orange Line Trolley 15 min (-7) from San Ysidro

69 min (-7) 14 min (-9) Transit travel 225 Rapid 45 min (-1) Average transit travel times UC San Diego Blue Line Trolley p.m. southbound are based on peak period from Sorrento Valley travel times from January to 32 min (-30) June 2020. p.m. southbound a.m. peak period is 6–9 a.m. from Downtown p.m. southbound p.m. peak period is 3–6 p.m. from Downtown 13 min (-2) 71 min (-7) (-4) NOTE: The number in parentheses represents the change in minutes from 2019 to 2020. 14 min 225 Rapid Not applicable (N/A) is shown if route had no data collected in 2020 due to the pandemic. 45 min (-3) Source: Highway Travel Times - PeMS, Caltrans; UC San Diego Blue Line Trolley Transit Travel Times - SANDAG Passenger Counting Program, MTS, NCTD 4 3 2020 State of the Commute Report

After an increase from 2018 to 2019, regional transit ridership decreased 59%, from 2019 to 2020, with only 136,000 average weekday boardings in 2020 compared to 335,000 in 2019 (Figure 5). Transit travel also decreased to around 820,000 passenger miles (from 1.73 million in 2019) (Figure 6). The modest growth in ridership and relatively stable service levels (in revenue miles) in recent years, also came to a halt in 2020 (Figure 7) and transit productivity decreased from 3.38 to 1.82 passengers per revenue mile in 2020 (Figure 8). Ridership decreased on all four of the major rail routes from 2019 to 2020 (Table 1). Ridership on all ten major bus routes in the region also decreased in 2020 (Table 2).

Figure 5 Figure 6 Average Weekday Transit Ridership Average Weekday Transit Passenger Miles 400

350 2.0 374 367 359 353 353 343 338 300 335 329 1.87

1.5 1.84 1.76 1.76 1.73 1.73 illi on s) 1.72 (t hou sa nd s) 1.66 1.64 250 ng s

il es (m 1.0 200 bo ardi

0.5 0.82 150 m sse ng er transit transit 136 pa

100 0.0 2011 2012 2013 2014 2015 2016 2017 2018 2019 2020 2011 2012 2013 2014 2015 2016 2017 2018 2019 2020

Figure 7 Figure 8 Average Weekday Transit Revenue Miles Average Weekday Transit Passengers per Revenue Mile

100 4.2 98 98 98 4.0 96

90 94

3.8 4.12 92 4.08 il e 4.01 3.97 87 3.6 3.92 80 86 86

3.4 3.70 e m eve nu e (t hou sa nd s) 3.2 3.51

70 75 3.38 3.37

il es 3.0

60 2.8 2.6 e m ve nu e re 50 per r sse ng ers 2.4 pa 2.2

40 2.0 1.82 2011 2012 2013 2014 2015 2016 2017 2018 2019 2020 2011 2012 2013 2014 2015 2016 2017 2018 2019 2020

Table 1 Table 2 Rail Routes by Ridership Top 10 Bus Routes by Ridership

2019 2020 2019 2020 2020 Transit 2020 Transit Route Route Description Avg. Daily Avg. Daily Route Route Description Avg. Daily Avg. Daily Rank Mode Rank Mode Passengers Passengers Passengers Passengers

Local UC San 1 7 La Mesa to Downtown 6,831 3,126 America Plaza to Bus 1 Diego Blue Light Rail 57,916 24,410 San Ysidro Downtown San Diego to Local Line Trolley 2 929 7,524 2,957 Iris Avenue Trolley Bus Rapid Sycuan Santee to Downtown SD / 3 Rapid 215 SDSU to Downtown 6,556 2,679 Bus 2 Green Line 12th & Imperial via Light Rail 31,042 11,704 Kaiser Hospital / Grantville Local Trolley La Mesa / Mission Valley 4 13 6,852 2,598 Trolley to 24th Street Trolley Bus El Cajon to Downtown UCSD Medical Center / Local 5 3 5,924 2,080 Orange Line SD / America Plaza Hillcrest to Euclid Trolley Bus 3 Light Rail 25,802 11,322 Trolley via Southeastern Local 6 1 Fashion Valley to La Mesa 4,140 1,795 Communities Bus SDSU Transit Center to Local 7 955 5,028 1,794 8th Street Trolley Bus 4 SPRINTER Oceanside to Escondido Light Rail 8,555 4,844 University & College to Local 8 10 4,131 1,582 Old Town Transit Center Bus 8th Street Trolley to Local 9 932 4,217 1,386 Oceanside to Commuter San Ysidro Bus 5 COASTER 5,092 N/A Downtown San Diego Rail UTC / VA Medical Center Local 10 30 5,581 1,322 to Downtown Bus

Source: SANDAG Passenger Counting Program, MTS, NCTD NOTE: SPRINTER data represents average weekday ridership between Oct. 2019 - Oct. 2020, and does not provide true impact of COVID on SPRINTER. 4 NOTE: Average daily passenger data unavailable because no in-person data collection was conducted5 due to the pandemic. 2020 State of the Commute Report

Figure 9 Regional Rail Transit Ridership Our region’s rail transit experienced large } -43% decreases from 2019 to 2020 for the three most frequently used lines (Sycuan Green Line down 62%, UC } N/A San Diego Blue Line down 58%, and Orange Line down 56%). The SPRINTER also had a } -56% decrease of 43% (Figure 9).

} -62%

} -58%

NOTE: Average daily passenger data unavailable for COASTER in 2020 due to COVID-19 pandemic. NOTE: The UC San Diego Blue Line runs from San Ysidro to America Plaza Downtown, the Sycuan Green Line from Santee to 12th Street and Imperial, and the Orange Line from El Cajon to Courthouse Station Downtown. Figure 10 Regional Bus Transit Ridership All six bus routes monitored for this report had significant } -87% decreases, ranging from 59% to 93%, with the Rapid 201/202 (UTC to } -85% UC San Diego) having the most significant drop. } -66%

} -59%

} -77%

} -93%

NOTE: The SuperLoop Rapid 201/202 connects the UTC Transit Center to UC San Diego, La Jolla Village Square, and other locations. The SuperLoop Rapid 204 connects the UTC Transit Center to the Nobel Athletic Area and employers east of Genessee. The Rapid 215 connects SDSU to Downtown. The Rapid 225 connects East Palomar Station to Downtown (Rapid 225 began on January 27, 2019, data prior to 2019 were not applicable). The Rapid 235 connects the Escondido Transit Center to Downtown. The Rapid 237 connects Miramar College to UC San Diego via Mira Mesa Boulevard.

Source: SANDAG Passenger Counting Program, MTS, NCTD 6 5 2020 State of the Commute Report

In addition to average weekday Table 3 boardings, two other performance Regional Bus Transit Productivity – TransNet Program measures for bus transit include the average number of passengers per 1 Year 5 Year 2016 2019 2020 hour on weekdays (Table 3) and the Change Change percent of seats occupied on these bus routes (also known as load Rapid 201/202 129 147 15 -90% -88% factor) (Table 4). As Table 3 shows, the average number of weekday passengers per hours across the six Rapid 204 20 20 5 -75% -74% lines varied from 5 (Rapid 204 and Rapid 237) to 20 (Rapid 215), with Rapid 215 41 35 20 -44% -52% a total of 63 in 2020, compared to 271 in 2019, a one-year decrease of 77%. Similar to the data presented Rapid 225 -- 15 8 -46% -- in Figure 10, the Rapid 201/202 saw the largest one-year decrease and Rapid 235 31 28 10 -64% -68% the Rapid 215 saw the smallest. In terms of percent of seats occupied on these bus routes (Table 4), there Rapid 237 22 26 5 -81% -77% was a 62% decrease overall, to 9% occupied in 2020, compared to 24% Total 242 271 63 -77% -74% in 2019. The Rapid 201/202 and Rapid 204 had the smallest transit load factor in 2020 (both 4%) and the Rapid 235 had the highest (18%). Table 4 Regional Bus Transit Load Factor – TransNet Program (All Day)

1 Year 5 Year 2016 2019 2020 Change Change

Rapid 201/202 27% 28% 4% -85% -84%

Rapid 204 16% 15% 4% -71% -72%

Rapid 215 26% 22% 12% -46% -53%

Rapid 225 -- 19% 10% -45% --

Rapid 235 38% 34% 18% -47% -53%

Rapid 237 20% 29% 7% -75% -64%

Average 25% 24% 9% -62% -63%

Source: SANDAG Passenger Counting Program, MTS, NCTD NOTE: The SuperLoop Rapid 201/202 connects the UTC Transit Center to UCSD, La Jolla Village Square, and other locations. The SuperLoop Rapid 204 connects the UTC Transit Center to the Nobel Athletic Area and employers east of Genessee. The Rapid 215 connects SDSU to Downtown. The Rapid 225 connects East Palomar Station to Downtown (Rapid 225 began on January 27, 2019, data prior to 2019 were not applicable). The Rapid 235 connects the Escondido Transit Center to Downtown. The Rapid 237 connects Miramar College to UC San Diego via Mira Mesa Boulevard.

7 6 2020 State of the Commute Report

TransNet has also funded key segments of the San Diego Regional Bike Network, with several projects that are in the planning, environmental, or construction phases, which will help improve connectivity throughout the region and create safer and more inviting environments for everyone. With the SANDAG Board of Directors approving the Regional Bike Plan in 2011, SANDAG has focused on providing a diverse system of interconnected bicycle corridors, support facilities, and programs to make biking more practical and desirable to a broader range of people in our region. SANDAG and local agency partners implemented more than 400 miles of bikeways since 2010, often with TransNet funds. This is a 31% increase in the total centerline regional bikeways mileage from a 2010 baseline as shown in Figure 11.

There are 4 main bikeway types or “classes” present in the San Diego region, they are codified in the California Vehicle Code 890.4. A Class 1 Multi-Use Path provides completely separated right-of-way designated for the exclusive use of bicycles and pedestrians. Class 2 Bike Lanes provide a restricted right-of-way designated for the exclusive or semi- exclusive use of bicycles with travel by motor vehicles or pedestrians prohibited. A Class 3 Bike Route provides a right- of-way on-street designated by signs or permanent markings and is shared with pedestrians and motorists. The Class 4 Separated Bikeway is a hybrid type bicycle facility that combines the experience of a separated path with the on-street infrastructure of a conventional bike lane providing a right-of-way designated exclusively for bicycle travel adjacent to a roadway and separated from vehicular traffic.

new Figure 11 Regional Bikeways Mileage

Multi-Use Paths

2010 151 miles

2020 189 miles

Bike Lanes

2010 892 miles LANE BIKE

2020 1,145 miles

Bike Routes

2010 259 miles

2020 363 miles

Separated Bikeways

2010 2 miles

2020 13 miles

8 7 2020 State of the Commute Report

Data across bike routes tracked by SANDAG show an upward trend in the number of bike trips on the Regional Bike Network. In 2020, bike activity counted across the eight routes increased 37% from 2019, likely due in part to people’s travel patterns as a result of the pandemic (Figure 12).

new Figure 12 Regional Bike Counts

845,041 792,033 880,968 848,826 1,162,617

Source: SANDAG Eco-Counters NOTE: For more information please see Bike Riding in the San Diego Region Since COVID-19 InfoBits.

About SANDAG serves as the San Diego region’s clearinghouse for information and data. Infobits publish timely, relevant information as well as provide context on complex issues facing the region. sandag.org

For more information, call (619) 699-1950 or email [email protected] 8 5/21 6094

Transportation Committee Item: 6 June 4, 2021 Crossborder Transportation: Impacts of Delay and Border Master Planning Efforts

Overview

The California–Baja California binational megaregion Action: Information benefits from a rich daily economic, social, and cultural An overview and highlights of the Impacts of exchange occurring through flows of people and goods Border Delays at California–Baja California between the U.S. and Mexico. The influence of Land Ports of Entry study and the 2021 crossborder travel and bilateral trade sets the region apart California–Baja Border Master Plan will be and provides necessary elements for the economic presented. competitiveness and binational cooperation that characterize the relationship between the two countries. The region’s location within the larger crossborder Fiscal Impact: megaregion naturally creates opportunities for None. collaboration and partnerships across international boundaries on transportation strategies to support this Schedule/Scope Impact: exchange. The Impacts of Border Delays at California– Baja California Land Ports of Entry Study and SANDAG and partner agencies frequently pursue joint the 2021 California–Baja California BMP were efforts to improve border infrastructure and plan for completed in February 2021 and are being mobility strategies in coordination with partners in used to inform binational planning and Mexico. At the center of these strategies is the need to collaboration. understand and address inefficiencies experienced at the land ports of entry (POEs) in the region, as they are the gateways for shared benefits and the focal point of the crossborder dynamic. In February 2021, two milestone border planning efforts were completed. They help agencies and stakeholders assess the economic and air quality/climate impacts of border delays and provide a comprehensive binational planning approach for improving crossborder mobility.

Key Considerations

Impacts of Border Delays at California–Baja California Land Ports of Entry study: SANDAG, the Imperial County Transportation Commission, and Caltrans recently completed the Impacts of Border Delays at California–Baja California Land Ports of Entry study, which presents a comprehensive assessment of economic and climate/air quality emissions impacts resulting from delays experienced at the California land POEs. The economic analysis estimates impact to regional, state, and binational economies in terms of losses to economic output, labor income, and jobs. The climate/air quality analysis quantifies impacts to regional air quality in terms of emissions (including greenhouse gases) from personal and commercial vehicle delays. The study provides partner agencies and stakeholders with information on the importance of reducing border-crossing delay. The methods, research, analysis, and findings of the final report are summarized in three distinct volumes. Estimates of economic impacts shown in the table below include base year 2016, a baseline year 2025 future scenario (which includes completion of ongoing projects such as San Ysidro POE Modernization, Otay Mesa POE Modernization, Phase I improvements at Calexico West), and another year 2025 future scenario that considers additional capacity enhancements including the opening of Otay Mesa East (OME)–Otay II POE, expansion of the bridge at Calexico East, and additional transit and active transportation enhancements.

Economic Impacts to the U.S.-Mexico Binational Economy due to Delay at California – Baja California POEs

2025 Baseline plus Capacity Base year 2016 2025 Baseline Enhancements Output Losses: −$3.4 billion −$5.1 billion −$3.3 billion

Employment Loss: −88,000 jobs −97,000 jobs −81,000 jobs

The economic analysis found that anticipated losses by the year 2025 could grow by nearly 50% in terms of output, and 10% in jobs. However, when additional capacity enhancements are implemented (i.e., new OME POE, Calexico East bridge expansion, etc.), this growth could be fully mitigated to below 2016 levels— effectively buying back nearly ten years of anticipated growth in economic loss. Climate/air quality emissions impacts are presented in the table below under the same 2016 and 2025 scenarios estimated for economic impacts, but also include two future year 2035 scenarios. These 2035 scenarios help assess emissions impacts when expanding the OME POE from a 5×5 configuration to a 10×10 1 configuration. The final report includes estimates for greenhouse gas emissions (CO2), ozone precursors 2 (ROG, NOX), particulates (PM10, and PM2.5), and CO.

Daily Average CO2 due to Delay at California – Baja California POEs

2025 Baseline plus 2035 Baseline plus 2035 Baseline plus Base year 2016 2025 Baseline Capacity Enhancements Capacity Enhancements Capacity Enhancements (OME 5×5) (OME 5×5) (OME 10×10)

457,100 kg 535,400 kg 488,700 kg 443,600 kg 429,300 kg

The study concludes with recommendations for reducing border delays and associated impacts including further investment in POE infrastructure and physical capacity, strategies for improving operations, enhancing transportation access and services connecting to a POE, and long-term strategies for supporting binational coordination and planning. These recommendations also align with State of California goals and objectives noted in planning efforts such as the 2016 California Sustainable Freight Action Plan, 2020 California Freight Mobility Plan, and the 2021 California–Baja California BMP. Materials available on the study webpage include the final report volume(s), technical appendices, fact sheet, Spanish translation of the executive summary, and other supporting documents. Attachment 1 includes a study InfoBits, which summarizes key findings.

2021 California–Baja California BMP: The California–Baja California BMP is a comprehensive, binational approach to coordinate planning and delivery of POE and transportation infrastructure projects serving those POEs in the California–Baja California border region. The U.S.–Mexico Joint Working Committee, led by the U.S. Federal Highway Administration and Mexico’s Secretariat of Communications and Transportation, provided leadership for the effort. Caltrans developed the 2021 BMP in partnership with the State of Baja California Secretariat of Infrastructure, Urban Development, and Territorial Reorganization; with consultant assistance from the SANDAG Service Bureau and its subconsultant, IBI Group; and with technical support from the HNTB Corporation. The planning process involved nearly 40 agencies from the United States and Mexico at the federal, state, regional, and local levels and was completed in February 2021.

1 5×5 and 10×10 refer to POE vehicle lane configuration. 5×5 entails five personal vehicle (POV) lanes and five commercial vehicle lanes in the northbound direction, and 10×10 entails ten POV and ten commercial vehicle lanes northbound. 2 Emissions included in the analysis are carbon dioxide (CO2), reactive organic gases (ROG), oxides of nitrogen (NOx),

particulate matter smaller than 10 microns (PM10), particulate matter smaller than 2.5 microns (PM2.5), and carbon monoxide (CO).

2

The 2021 California–Baja California BMP brought many benefits to border planning, such as continuity in decision making; binational harmonization of priorities; certainty for private-sector investment; value for seeking public funding for project implementation; connectivity with greenhouse gas and vehicle idling– reduction efforts; sound, data-driven, and systematic planning processes; and binational information sharing. The full report, technical appendix, and an executive summary in English and Spanish are available on the BMP website. Attachment 2 includes an executive summary of the 2021 BMP.

Next Steps Both documents are being used by SANDAG and partner agencies in planning efforts and in support for investments in transportation along the California–Baja California border. These documents also are being used to inform strategies contemplated in San Diego Forward: The 2021 Regional Plan, South Bay to Sorrento Comprehensive Multimodal Corridor Plan, and development of the Otay Mesa East POE. As part of the BMP, Caltrans plans to convene annual meetings of BMP agencies to help strengthen binational collaboration and advance projects that help manage the border as a system. Caltrans is also interested in establishing an “Adopt a BMP Recommendation” program as a way to engage stakeholder groups in the BMP and to advance work on the plan’s recommendations.

Elisa Arias, Director of Integrated Transportation Planning Key Staff Contacts: Rachel Kennedy, (619) 699-1929, [email protected] Jose Márquez, (619) 709-4016, [email protected] Attachments: 1. Impacts of Border Delays at California–Baja California Land Ports of Entry: InfoBits 2. California–Baja California 2021 Border Master Plan: Executive Summary

3 Attachment 1

Impacts of Border Delays at California – Baja California Land Ports of Entry

February 2021 Approximately 7.3 million people live on both sides of the 150-mile international border in California and Baja California. The proximity between cities on both sides of the border has resulted in an interdependent relationship, including shared economic and environmental concerns, border infrastructure, and a linked transportation system. In 2006, SANDAG and Caltrans conducted a study that showed how border delays lead to significant reductions in economic output and employment in the San Diego region. While this study has continued to be widely cited, SANDAG and Caltrans, along with the Imperial County Transportation Commission, recognized that much changed during the past decade and a new and more comprehensive study was needed to measure economic impacts and how emissions affect climate and air quality.1 This new study began in 2016 and involved data collection at all seven California – Baja California land ports of entry (POEs). With the recent publication of the three-volume final report,Impacts of Border Delays at California – Baja California Land Ports of Entry, this InfoBits publication describes the focus of this study, how it differs from the original effort, and highlights key findings and implications.

Did you know? An estimated $3.40 Without additional POE Carbon dioxide emissions billion in economic enhancements, the estimated 2016-2025 related to border delays output and over U.S. – Mexico economic from all California – Baja 88,000 jobs were loss will continue to grow California POEs are lost in the U.S. and to $5.07 billion and more predicted to increase Mexico in 2016 due than 97,000 jobs by 2025. from 2016 to 2025, to border delays. These losses could be fully but would decrease in mitigated with additional 2035 following planned POE enhancements and the POE improvements and opening of the Otay Mesa phasing in of cleaner and East – Mesa de Otay II POE. 2035- more efficient vehicles.

1 This study was separate from the Crossborder Travel Behavior Survey conducted in 2019 that was summarized in an earlier InfoBits report, Crossborder Travel in the San Diego Region. While both involved surveys, this later study took place only in San Diego County and was not focused on economic and emissions estimates.

2 It should be noted this study was completed prior to COVID-19 travel restrictions and that data collection and key assumptions reflect the border environment under the previous trade agreement (NAFTA). In addition, while measures for San Diego and Imperial Counties, Baja California, the U.S., and Mexico are presented individually in the final report, the focus of this InfoBits report is on the impact on the U.S. – Mexico overall and San Diego County – Baja California.

4 1 | Impacts of Border Delays at California – Baja California Land Ports of Entry

Study Overview The purpose of this study was to use the most up-to-date information available, along with the most comprehensive and reasonable assumptions possible, to TABLE 1 create a 2016 baseline of economic loss and emissions due to border delays. Methodology Overview Compared to the 2006 study, this updated effort was different in that it: • More than 11,000 surveys on • Involved a partnership between agencies in San Diego and Imperial border-crossing behavior Counties to measure impacts of delay for all POEs along the • More than 12,000 direct measure- California-Baja California border ments of border-crossing times • Measured the impacts on climate and air pollution, economic output, and job loss • 20 interviews with local businesses on both sides of the border • Included measures of economic impact on emerging industry clusters, subregions, and value added • Incorporates latest travel demand modeling data As Table 1 shows, a variety of data sources were used in these analyses to estimate the 2016 Base Year condition and create two 2025 scenarios3 (2025 • Peer review with a binational Baseline and 2025 Baseline +) and two 2035 scenarios4 (2035 Baseline and group of experts 2035 Baseline +).

The average border cross time during this study ranged from 43 minutes at Tecate to almost 80 minutes at San Ysidro • (for northbound general purpose lanes).

Economic Impacts In 2016, the California-Baja California The current study estimates the economic impacts on both sides of the U.S. – border was crossed approximately 73 Mexico border and includes data from pedestrians, privately owned vehicles million times by people (individuals (POVs), and commercial vehicles. Three types of impacts were measured, crossing as pedestrians, in personal including: vehicles, or buses), over 31 million • Direct impacts: direct spending by businesses or agencies in the study area times by personal vehicles, and over • Indirect impacts: purchases by local firms that are suppliers to the directly 1 million times by commercial affected businesses or agencies vehicles (trucks), just in the • Induced impacts: the increase in economic activity over and above the direct northbound direction. About 70% of and indirect effects associated with increased labor income of workers spent all individuals crossed through San on household goods and services purchased from businesses within the Diego POEs, while 30% crossed study area through Imperial County. Of the more As Figures 1 and 2 show, in 2016, the economic output loss due to border than 1 million truck crossings, the delays for the U.S. and Mexico combined was $3.40 billion and the loss specific to San Diego County and Baja California was $1.96 billion. Otay Mesa, Calexico East, and Tecate Additionally, more than 88,000 jobs were lost in both countries combined, POEs processed 70%, 26%, and 4% including more than 48,000 in San Diego County and Baja California. If of the total, respectively. additional enhancements assumed in both the 2025 and 2025+ scenarios are made, there would be a reduction of almost $1.8 billion in economic loss and Source: U.S. Department of Transportation, Bureau of Transportation Statistics more than 16,000 jobs saved.

3 The 2025 Baseline scenario included certain planned improvements, such as continued improvements at San Ysidro and modernization of the cargo and pedestrian facilities at Otay Mesa. The 2025 Baseline + included these assumptions as well as the additional Otay Mesa East POE and future transit and bicycle/pedestrian access improvements at all POEs. 4 The 2035 scenarios include those used in the 2025 Baseline + scenario and assumes that Otay Mesa East will either have a 5x5 (2035 Baseline) or 10x10 (2035 Baseline +) lane configuration (number of POV and commercial vehicle primary lanes assumed). 5 2 | Impacts of Border Delays at California – Baja California Land Ports of Entry

Additional findings from the economic FIGURE 1 analysis include: Economic Impacts to the U.S. and Mexico from Border Delays • 70% of the economic output loss at All Ports of Entry in San Diego County was related to $6.00 120,000 delays in personal trips, and 30% 97,159 was related to commercial vehicles $5.00 88,254 100,000 80,864 • 85% of the output and job loss $4.00 $5.07 80,000 experienced in San Diego County $3.00 60,000 is in the retail employment sector, $3.40 $3.30 one of the employment sectors $2.00 40,000 most impacted by the COVID-19 $1.00 20,000 pandemic $0.00 0 • Machinery & Equipment and Food 2016 2025 2025+ & Agriculture are the sectors most Output Losses (in Billions $) Jobs Lost affected by commercial vehicle (freight) delay FIGURE 2 Economic Impacts to San Diego County and Baja California Greenhouse Gas Emissions from Border Delays at San Diego County Ports of Entry $2.38 In California, the transportation $2.50 56,0 00 $1.96 54,0 00 sector is the largest contributor to $2.00 $1.86 54,749 greenhouse gas emissions (41% of 52,0 00 statewide emissions). Climate and $1.50 50,0 00 air quality impacts on both sides $1.00 48,0 00 of the border were estimated for 48,583 46,0 00 the emissions portion of the study. $0.50 46,346 44,0 00 While five different criteria pollutants $0.00 42,0 00 were included, the estimated 2016 2025 2025+ carbon dioxide (CO2) emissions are Output Losses (in Billions $) Jobs Lost discussed here. As Figure 3 shows,

CO2 emissions are projected to FIGURE 3 increase from 2016 levels in both Estimated Daily Average CO2 Emissions from Border Delays of the 2025 scenarios, both in San in San Diego County and California-Baja California (kg/day) Diego County and California – Baja 600,000 California; however, the additional 535,400 500,000 488,700 investments included in the 2025+ 457,100 443,600 410,300 429,300 scenario (such as the opening of 400,000 374,300 354,000 339,800 the Otay Mesa East POE) would 335,500 300,000 mitigate some of additional emissions related to longer border wait times. 200,000 Further reductions can be expected 100,000 in 2035 with additional planned improvements at the POEs and the 0 2016 2025 2025+ 2035 2035+ phasing in of cleaner, more efficient San Diego County California-Baja California vehicles.

5 It should be noted that the analyses presented in the final report do not take into account a recent Governor’s Executive Order (EO N-79-20) for the State of California that states that all sales of new passenger cars and trucks be zero emission by 2035 and that medium and heavy-duty vehicles be zero-emission by 2045. It is possible the rates presented here will be lower if this information was available when these analyses were conducted.

6 3 | Impacts of Border Delays at California – Baja California Land Ports of Entry

Looking Forward Our communities, economies, and quality of life across the U.S. – Mexico border are intrinsically connected. The data presented here show the significant impact of border delays to our economies and environment. As we look out to 2025 and 2035, we have the opportunity to work together collaboratively to reduce impacts due to border delays and ensure thriving economies and environments.

Recommendations from this study to reduce border crossing delays and economic and emission impacts include: • Investment in POE infrastructure/physical capacity, including additional lanes and booths for motorized vehicles and pedestrians, including the new Otay Mesa East POE • Improved operations, including a joint inspection facility, unified cargo processing, Southbound Electronic Commercial Clearance, interchangeable and reversible lanes, offering appointment times for truck crossers, extended hours of operation, and variable tolls at the new POE • Improved access to POEs, including bike/pedestrian access improvements, enhanced transit services, advanced traffic management and traveler information systems, and zero/near-zero truck prioritization • Corridor-wide improvements, including the Regional Border Management System (RBMS) and related components such as the Freight Advanced Traveler Information System, Integrated Corridor Management, and Active Traffic Management • Support for binational planning processes for POEs and transportation infrastructure

About SANDAG serves as the region’s clearinghouse for information and data. InfoBits are short reports with relevant and timely information to provide context on complex issues facing the region.

sandag.org 6090 2/2021

For more information, call (619) 699-1950 or email [email protected] 7 4 | Attachment 2

Executive Summary Resumen Ejecutivo 2021 California-Baja California 2021 Border Master Plan

Plan Maestro Fronterizo California-Baja California 2021

FEBRUARY 2021 FEBRERO 2021

8 Executive Summary Resumen Ejecutivo

California-Baja California 2021 Border Master Plan Plan Maestro Fronterizo California-Baja California 2021

FEBRUARY 2021 FEBRERO 2021

Submitted to

Caltrans, District 11 4050 Taylor Street San Diego, CA 92110

Submitted by

SANDAG Service Bureau 401 B Street, Suite 800 San Diego, CA 92101 (619) 699-1900 sandag.org/servicebureau

IBI Group Team 530 B Street, Suite 1000 San Diego CA 92101 (619) 234-4110 ibigroup.com

9 I

February 11, 2021

The California Department of Transportation (Caltrans) and the Secretariat of Infrastructure, Urban Development and Territorial Reorganization of Baja California (SIDURT) would like to thank the California-Baja California 2021 Border Master Plan (BMP) Policy Advisory Committee and Technical Working Group for their valuable contributions and participation in this unique binational planning process. Special acknowledgment is due to the United States (U.S.) Federal Highway Administration and Mexico's Secretariat of Transportation and Communications for their leadership and support through the U.S.-Mexico Joint Working Committee.

The California-Baja California BMP is a binational comprehensive approach to coordinate planning and delivery of international land Ports of Entry (POEs) and transportation infrastructure projects serving the POEs in the region. The initial California-Baja California BMP was completed in 2008, and later updated in 2014 with the participation of government agencies from both sides of the international border. This update reflects a more innovative and sustainable approach to address the transportation needs at the border region.

Developing new or improving existing international land POEs and related transportation infrastructure is a complex and lengthy undertaking that requires close coordination and collaboration between governmental agencies on both sides of the border. A comprehensive and systematic approach, like the California-Baja California BMP, maximizes resources to facilitate the efficient cross-border mobility and provide for the security of people and goods of Mexico and the U.S. Effective mobility improves the quality of life for residents in the border region and ultimately for the citizens of both countries.

Caltrans and SIDURT appreciate the outstanding support and commitment of the agencies involved in the California-Baja California BMP effort and look forward to continuing this partnership in the future.

Sincerely,

GUSTA VO DALLARDA KAREN POSTLETHWAITE MONTIJO District Director Secretary California Department of Transportation Secretariat of Infrastructure, Urban CALTRANS Development and Territorial Reorganization of Baja California SIDURT

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11 de febrero de 2021

El Departamento de Transporte de California (Caltrans por sus siglas en ingles) y la Secretarfa de lnfraestructura y Desarrollo Urbano y Reordenacion Territorial del Estado de Baja California (SIDURT) desean agradecer al Comite Asesor de Polfticas y al Grupo Tecnico de Trabajo por su participacion y sus valiosas contribuciones en este proceso (inico de planeacion binacional en la actualizacion del Plan Maestro Fronterizo California-Baja California. Reconocemos de manera especial a la Administracion Federal de Carreteras de los Estados Unidos y a la Secretarfa de Comunicaciones y Transportes por su liderazgo y apoyo a troves del Comite Conjunto de Trabajo.

El Plan Maestro Fronterizo California-Baja California es un instrumento integral binacional que coordina, planea, y jerarquiza los proyectos de Cruces Fronterizos e infraestructura de transporte que dan servicio a la region. El primer Plan Maestro Fronterizo fue concluido en 2008 y fue actualizado en 2014 con la participacion de dependencias de los tres ordenes de gobierno en ambos !ados de la frontera. La presente actualizacion reflejauna nueva perspectiva innovadora y sustentable de como enfrentar la problem6tica de movilidad en la region fronteriza.

Desarrollar nuevos Cruces Fronterizos o mejorar los existentes, asf como la infraestructura del transporte relacionada a los mismos es un esfuerzo complejo que requiere de coordinacion y colaboracion muy estrecha entre dependencias gubernamentales en ambos !ados de la frontera. Un esfuerzo consensuado y sistem6tico como lo es el Plan Maestro Fronterizo California-Baja California maximiza recursos y facilita la movilidad y seguridad transfronteriza de bienes y personas entre Mexico y los Estados Unidos de manera mas eficaz. Una movilidad efectiva mejorala calidad de vida de los residentes en la region fronteriza y por ende a los ciudadanos de ambos pafses.

Caltrans y SIDURT reconocen y aprecian el apoyo excepcional y compromiso por parte de las dependencias involucradas en el Plan Maestro Fronterizo California-Baja California y esperan mantener esta estrecha relacion binacional en el futuro.

Atentamente,

GUSTA VO DALLARDA KAREN POSTLETHWAITE MONTIJO Director de Distrito Secretaria Departamento de Transporte de California Secretarfa de lnfraestructura y Desarrollo CALTRANS Urbano y Reordenacion Territorial del Estado de Baja California SIDURT

ii 11 Caltrans | SIDURT | SANDAG Service Bureau Acknowledgments: Policy Advisory Committee and Technical Working Group

The California–Baja California 2014 Border Master Plan (BMP) Update was prepared with the assistance of many individuals from the BMP agencies. Special acknowledgment for the leadership and support of the following:

California State Transportation Agency Secretariat of Infrastructure and Urban (CalSTA) Development of Baja California (SIDURT) Secretary David Kim Secretary Karen Postlethwaite

Current representatives of the Policy Advisory Committee (PAC) and Technical Working Group (TWG) are listed below.

U.S. Representatives (as of December 2020) (Agencies listed in alphabetical order)

California Department of Transportation City of Imperial Beach (Caltrans) Tyler Foltz Gustavo Dallarda Ann Fox City of National City Mario Orso Roberto Yano Jose Marquez Martin Reeder

California Environmental Protection City of San Diego Agency (CalEPA) Rita Fernandez Yana Garcia Denice Garcia Elizabeth King Samir Hajjiri

City of Calexico U.S. Consulate General of the Liliana Falomir United States in Tijuana Sue Saarnio City of Chula Vista Bridget Premont William Valle Jett Thomason Frank Riviera Sandy Lien Scott Barker County of Imperial City of El Centro Jim Minnick Marcela Piedra Michael Abraham Abraham Campos

City of Holtville Nick Wells

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12 Acknowledgments Policy Advisory Committee and Technical Working Group California–Baja California 2021 Border Master Plan

County of San Diego San Diego Association of Governments Sarah Aghassi (SANDAG) Michael De La Rosa Hasan Ikhrata Richard Chin Hector Vanegas Eric Lardy Phil Trom Robert Reider Domingo Vigil Southern California Association of Governments (SCAG) U.S. Customs and Border Protection (CBP) Annie Nam Pete Flores Scott Strelecki Sidney Aki David Salgado Jose Haro Ryan Koseor Invited Agency Anne Maricich Port of San Diego Yvette Stephens Stephen Shafer Mikhail Pavlov

U.S. Department of State (DOS) Christian Loubeau Rebecca Daley

U.S. Federal Highway Administration (FHWA) Sylvia Grijalva Monica Gourdine

U.S. General Services Administration (GSA) Ramon Riesgo Anthony Kleppe

Imperial County Transportation Commission (ICTC) Mark Baza Virgina Mendoza Marlene Flores

International Boundary and Water Commission (IBWC) Dr. Pardinare Unnikrishna Dr. Apurba Borah

North American Development Bank Manuel Hernandez Jesse Hereford

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13 Acknowledgments Policy Advisory Committee and Technical Working Group California–Baja California 2021 Border Master Plan

Mexico Representatives (as of December 2020) (Agencies listed in alphabetical order)

Consulate General of Mexico in San Diego Municipality of Tijuana – Secretariat of Carlos González Gutiérrez Territorial, Urban and Environmental Natalia Figueroa Development (SDTUA) Patricia Peterson Villalobos Institute of Administration and Estimates Ramiro Gutiérrez of National Real Estate (INDAABIN) Oscar Gonzalez Lozano Mauricio Márquez Corona Salvador Lamas Padilla National Immigration Institute of Mexico Gerardo Castro Bolaños (INM) Antonio López Díaz International Boundary and Water Carmen Ivonne Ramírez García Commission (CILA) Marian Hamdan Roberto Castelo Jesús Luévano Sustainable Mobility Institute of Baja California (IMOS) Metropolitan Planning Institute of Tijuana Raúl Alejandro Corona Rodarte (IMPlan) Rodolfo Argote Gutierrez Office of the Governor of Baja California Belén Couoh Amador Rodolfo Castro Valdez

Municipal Development Planning Institute Secretariat of Agrarian, Land, and of Tecate (Inpladem) Urban Development (SEDATU) Alejandro Ruiz Garcia María Dolores Franco Delgado Ivonne Anaya Gómez Ismael López Padilla

Municipal Planning Institute of Mexicali Secretariat of Communications and (IMIP) Transportation (SCT) Helia Marisol Vázquez Montes de Oca Ricardo Erazo Garcia Cano Erika Guadalupe Garcia Reyes Municipality of Mexicali Juventino Pérez Brámbila Secretariat of Sustainable Economy and Miguel Sánchez Robles Tourism of Baja California (SEST) Mauricio Atehorteua Galeano Mario Escobedo Carignan Rubén Roa Dueñas Municipality of Tecate Vivian Salazar Aguirre Hugo Esteban Briceño Alcantar Secretariat of Exterior Relations (SRE) Municipality of Tijuana – Secretariat of Jesús Mario Chacón Carrillo Economic Development of Tijuana Liliana Yasmín García Hernández (SEDETI) Arturo Pérez Behr Mónica Gabriela Morales Juárez

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14 Acknowledgments Policy Advisory Committee and Technical Working Group California–Baja California 2021 Border Master Plan

Secretariat of Infrastructure and Urban Development of Baja California (SIDURT) Jorge Hirales Vargas Carlos López Rodríguez Víctor Hugo Rangel Ramírez

Secretariat of Infrastructure and Urban Development (SIDURT–Tecate) Carlos Villalobos

Secretariat of Infrastructure and Urban Development (SIDURT–Tijuana) Juan Ramón Bojórquez López

Service for the National Health for Food Safety and Food Quality (SENASICA) Jorge Luis Leyva Vázquez Teodomiro Carranza Rosalinda Flores Camacho

Tax Administration Service (SAT) Including General Customs Administration (Aduanas) Oliver Aguilar Yuñez Carlos Morales Tayavas

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15 Acknowledgments: Other Contributors

The California–Baja California 2021 Border Master Plan (BMP) was prepared with the assistance of many individuals from the BMP agencies.

(Current representatives of the Policy Advisory Committee (PAC) and Technical Working Group (TWG) are acknowledged separately in the BMP report. Individuals who contributed other than PAC and TWG representatives are listed below.)

U.S. Representatives (as of December 2020) (Agencies listed in alphabetical order)

California Department of Transportation National City (Caltrans) Steve Manganiello Roy Abboud Ray Pe Omar Bendeck Seth Cutter U.S. Customs and Border Protection (CBP) Maurice Eaton Jonathan Alesso Omar Flores Brittany Brown Beth Landrum Eduardo Castorena Yasnaia Massie Deborah Jasperson Donaldo Martinez Laura Wilson Jose Ornelas Robin Owen U.S. Department of State (DOS) Melina Pereira Sandy Lien Enrique Ramirez Erica Magallon Jose Luis Robles Kanchana Shanumurthy Caridad Sanchez Rogelio Sanchez San Diego Association of Governments Barbara Valentine (SANDAG) Hanwen Yi Linda Cimmino Grace Chung City of Calexico Rick Curry Chris Valesa Erika Espinosa Tedi Jackson County of San Diego Including Rachael Kennedy Air Pollution Control District Kendall Reynolds Marty Eslambolchi Maria Rodriguez Molina Hugo Salgado Eli Tamagni Eric Luther Arthur Tovar Jennifer Williamson

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16 Acknowledgments Other Contributors California–Baja California 2021 Border Master Plan

Mexico Representatives (as of December 2020) (Agencies listed in alphabetical order)

Consulate General of Mexico in San Diego Secretariat of Infrastructure and Urban Alejandro Sanchez Development of Baja California (SIDURT) Felipe Dávalos Macalpin International Boundary and Water Ivan Pacheco Commission (CILA) Karla Romero Roberto Espinoza Secretariat of Exterior Relations (SRE) Municipal Planning Institute of Mexicali Alejandro Romero (IMIP) Patricia Barquet Rogelio Guzmán Obispo Job Orozco

Municipality of Tijuana – Secretariat of Service for the National Health for Food Territorial, Urban and Environmental Safety and Food Quality (SENASICA) Development (SDTUA) Luis Antonio Ocampo Salmeron Miguel Navarro Tax Administration Service (SAT) Including National Immigration Institute of Mexico General Customs Administration (INM) (Aduanas) Manuel Marin Salazar Jorge Alvarez Eva Amador Secretariat of Communications and Luis Cortez Transportation (SCT) Francisco Calvario

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17 Acknowledgments Other Contributors California–Baja California 2021 Border Master Plan

Visionaries Workshop Participants

Laura Araujo Mark Baza Kimberly Collins Denise Ducheney Gustavo de la Fuente Paul Ganster Mario Orso Helia Vázquez Montes de Oca

Consultant Team

SANDAG Service Bureau IBI Group Team Adam Attar Rachael Alberts, IBI Group Elida Arias David Galicia Cabrera, TTI Cindy Burke Elizabeth Hannon, Sutra Research Ruben Casillas Oliver Hartleben, IBI Group Carlo Felix Debbie Leung, IBI Group Andy Gordon Luis Lezama, IBI Group Zach Hernandez Tracy ”Ty” Manzo, Sutra Research Pat Landrum Don Murphy, IBI Group Cheryl Mason Jolanda Prozzi, TTI Rodolfo Orozco Catherine Thibault, IBI Group Kendall Sauer Patricia Vasquez Cabrera, IBI Group Tim Sutherland Isabel Victoria-Jaramillo, Cambridge Systematics Laura Valdes Juan Villa, TTI Kimberly Walters TransLang HNTB Corporation Andrew Monroy Robert Augspurger Carlos Diaz De Leon Moncada Bryan Gottschalk Kellen Gorman Ian Grasshoff Earl Medina Jeff Siegel Darin Welch

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18 Table of Contents

Executive Summary ES-1 Study Purpose ES-3 Goals and Scope of Work ES-6 Summary of Findings ES-7 2021 Recommendations ES-16 Conclusion ES-18

Resumen Ejecutivo RE-1 Objetivo del Estudio RE-3 Metas y Alcance del Trabajo RE-6 Resumen de Resultados RE-8 Recomendaciones para el 2021 RE-17 Conclusión RE-19

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19 List of Tables

Executive Summary Table ES.1: Scope of Work Tasks ES-7 Table ES.2: Innovative Strategies Objectives ES-8 Table ES.3: People Movement Innovative Strategies ES-10 Table ES.4: Goods Movement Innovative Strategies ES-10 Table ES.5: Collaboration/Coordination Innovative Strategies ES-11 Table ES.6: Summary of 2021 BMP Projects ES-14 Table ES.7: 2021 Recommendations ES-17

Resumen Ejecutivo Tabla RE.1: Tareas del Alcance de Trabajo RE-7 Tabla RE.2: Objetivos de Estrategias Innovadoras RE-9 Tabla RE.3: Estrategias Innovadoras del Movimiento de Personas RE-10 Tabla RE.4: Estrategias Innovadoras del Movimiento de Mercancías RE-11 Tabla RE.5: Estrategias Innovadoras de Colaboración/Coordinación RE-12 Tabla RE.6: Resumen de Proyectos del BMP 2021 RE-15 Tabla RE.7: Recomendaciones para el 2021 RE-18

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20 List of Figures

Executive Summary Figure ES.1: California–Baja California Region and Ports of Entry ES-2 Figure ES.2: Border Region Vision ES-9 Figure ES.3: White Paper Topics ES-12 Figure ES.4: Number of Projects by Time Horizon ES-15

Resumen Ejecutivo Figura RE.1: Región California–Baja California y Puertos Fronterizos RE-2 Figura RE.2: Visión de la Región Fronteriza RE-10 Figura RE.3: Temas de Informes Oficiales RE-13 Figura RE.4: Cantidad de Proyectos por Horizonte Temporal RE-16

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21 Executive Summary

The United States and Mexico share an international border that is nearly 2,000 miles long and spans four U.S. states and six Mexican states. Total population is estimated at approximately 329 million in the United States and 129 million in Mexico.1 International trade between the two countries is a key contributor to local, state, and national economic growth and is important for the continued economic success of both nations. Mexico became the United States’ top trading partner in 2019 and is one of the United States’ primary export markets. Trade has increased by more than 225% since the North American Free Trade Agreement (NAFTA) was ratified in 1994 and is expected to increase by more than $68 billion in the California–Baja California region thanks to the United States–Mexico–Canada Agreement (USMCA), amounting to more than $1 million of goods and services traded per minute.2 Mexico and Canada are two of the largest markets for U.S. exports, purchasing nearly one-third of exported U.S. merchandise. Furthermore, Mexican exports to the United States include 40% U.S. content, far exceeding the U.S. content of any other foreign imports.3

California and Baja California share a 140-mile long international border. Approximately 6.9 million people lived in the counties and municipalities along the California–Baja California border in 2015. The population is expected to grow by more than 1.5 million people by 2040, bringing the total number of residents to nearly 8.5 million. This growth in population and the associated economic activity will increase crossborder travel demand and continue to add pressure to the existing Ports of Entry (POE) facilities and connecting roads.

Along this border are six traditional Ports of Entry (POE): San Ysidro/Virginia Avenue–Puerta México/ El Chaparral; Otay Mesa–Mesa de Otay I; Tecate–Tecate; Calexico West–Mexicali I; Calexico East– Mexicali II; and Andrade–Los Algodones. A seventh border crossing that has served the region since December 2015 is Cross Border Xpress (CBX)–Tijuana Airport, which is a hybrid POE in that it is a privately operated paid-use facility for direct access between the San Diego region and the Tijuana International Airport. In addition to these seven POEs, the Otay Mesa East–Mesa de Otay II POE, a new passenger and commercial port, is planned to open in 2024 to facilitate crossborder travel demand in the region (Figure ES.1).

1 Source: U.S. Census Bureau 2 Source: Brooking Institute 3 Source: U.S. International Trade Commission

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22 Executive Summary California–Baja California 2021 Border Master Plan

Figure ES.1 California–Baja California Region and Ports of Entry

In 2015, there were more than 16.6 million northbound pedestrian crossings through the six traditional POEs. Projections for the year 2040 estimate an overall growth of approximately 57% in northbound pedestrian volumes from 2015. Most of this growth is expected to occur at the San Ysidro/Virginia Avenue– Puerta México/El Chaparral POE. In 2015, there were more than 30.7 million northbound privately owned vehicle (POV) crossings. Projections for the year 2040 estimate an overall growth of approximately 68% in northbound POV volumes from 2015, or an additional 20.8 million over 2015 levels. The San Ysidro/Virginia Avenue–Puerta México/El Chaparral, Otay Mesa–Mesa de Otay I, and Calexico West–Mexicali I POEs are expected to process about 40%, 17%, and 13% of the 2040 annual total, respectively. Projections for northbound commercial vehicle volumes estimate 178% overall growth from 1.2 million in 2015 to nearly 3.4 million in 2040. About 27% of the future total (about 900,000) is expected to be processed at the Otay Mesa East–Mesa de Otay II facility, while Otay Mesa–Mesa de Otay I, Calexico East–Mexicali II, and Tecate– Tecate are anticipated to process the remaining 50%, 20%, and 3% of the 2040 annual total, respectively.4

4 U.S. Department of Transportation, Bureau of Transportation Statistics (2010, 2015); BMP Ad Hoc Task Force (2040)

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23 Executive Summary California–Baja California 2021 Border Master Plan

Study Purpose Wait times for all modes of crossborder travel reflect significant levels of congestion at most of the border crossings in the California–Baja California region. Border crossing volumes are expected to increase significantly between 2015 and 2040 for four of the five crossing modes. In order of relative increase, the highest growth in crossing volumes is expected for commercial vehicles (178%) followed by personal vehicles (68%), pedestrians (57%), and finally rail cars (31%). These anticipated increases are in addition to the millions of crossings that occur each year through the existing California–Baja California POEs.

Bilateral value of trade via commercial truck has also been following a strong increasing trend and will likely increase as planned POE facilities become operational and capacity to process commercial trade is improved. The $59 billion in bilateral trade moved via commercial truck in 2015 contributed to the local, state, and national economies in both the United States and Mexico. As key trade partners, emphasis on improving and better managing border infrastructure is critical to ensuring current and future economic stability as well as competitiveness for both countries.

The California–Baja California BMP helps resolve a number of challenges to border planning and brings a number of benefits. Challenges that it helps resolve include inconsistencies in POE and transportation project priorities, limited opportunities to improve the tools and data that contribute to more informed decision making; a desire to balance service, technological advancements, and equity; community, economic, and environmental impacts related to border crossing operations; congestion and delays at border crossings; and coordination across binational stakeholders.

In addition to resolving challenges, the BMP also provides value-add benefits in terms of continuity in decision making; harmonization of binational priorities; added value for seeking public funding for project implementation; increased alignment with greenhouse gas emissions reductions and vehicle idling efforts; greater emphasis on binational multimodal needs and efforts; increased awareness of needs for future truck electrification; the establishment of sound, data-driven, and systematic planning processes; and the shared benefits of binational information sharing that collectively help to move border-associated projects forward in a collaborative, informed manner that is considerate of surrounding communities and emerging technologies.

The 2021 BMP incorporates the aforementioned concerns and benefits and updates previous recommendations to incorporate multimodal considerations, leverage technology for efficient border crossings, and specific steps for increased collaboration and coordination across the border. The California–Baja California BMP itself was first envisioned by the U.S.–Mexico Joint Working Committee (JWC), led by the U.S. Federal Highway Administration (FHWA) and Mexico’s Secretariat of Communications and Transportation (SCT), as a pilot project to improve the binational coordination on planning and delivery of land POEs and transportation projects serving those POEs across the entire U.S.–Mexico border. The pilot study was completed in 2008 to include the first binational prioritization process for border planning that included a methodology for ranking POE and related infrastructure projects that was accepted binationally. It was updated in 2014. Caltrans, in partnership with the State of Baja California Secretariat of Infrastructure, Urban Development and Territorial Reorganization (SIDURT), consultant assistance from the San Diego Association of Governments (SANDAG) Service Bureau, subconsultant assistance from the IBI Group Team, and technical support from HNTB Corporation, developed the 2021 BMP.

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24 Executive Summary California–Baja California 2021 Border Master Plan

Decision-Making Structure The 2021 BMP Policy Advisory Committee (PAC) was established to provide direction throughout the study, including the preparation of a Scope of Work and approving the study parameters. By invitation, the PAC included top-level executive managers of federal, state, regional, and local entities responsible for land use, transportation, POE facilities, and security operations from the United States and Mexico. A Technical Working Group (TWG) composed of senior staff from the same agencies was also established to provide ongoing support and guidance to the consultant in collecting data and providing the requested information. The participating agencies are:

United States • U.S. Department of State (DOS) • U.S. Consulate General of the United States in Tijuana • U.S. Customs and Border Protection (CBP) • U.S. General Services Administration (GSA) • U.S. Federal Highway Administration (FHWA) • California Department of Transportation (Caltrans) • California Environmental Protection Agency (CalEPA) • Imperial County Transportation Commission (ICTC) • San Diego Association of Governments (SANDAG) • Southern California Association of Governments (SCAG) • County of Imperial • County of San Diego, including the Air Pollution Control District • City of Calexico • City of Chula Vista • City of El Centro • City of Holtville • City of Imperial Beach • City of National City • City of San Diego

Mexico • Secretariat of Foreign Relations (Secretaría de Relaciones Exteriores, SRE) • Consulate General of Mexico in San Diego (Consulado General de México en San Diego) • Secretariat of Communications and Transportation (Secretaría de Comunicaciones y Transportes, SCT)

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25 Executive Summary California–Baja California 2021 Border Master Plan

• Tax Administration Service including General Customs Administration (Servicio de Administración Tributaria (SAT) incluyendo la Administración General de Aduanas) • Secretariat Agrarian, Territorial, and Urban Development (Secretaría de Desarrollo Agrario, Territorial, y Urbano, SEDATU) • Institute of Administration and Estimates of National Real Estate (Instituto de Administración y Avalúos de Bienes Nacionales, INDAABIN) • National Immigration Institute of Mexico (Instituto Nacional de Migración, INM) • Service for the National Health for Food Safety and Food Quality (Servicio Nacional de Sanidad, Inocuidad y Calidad Agroalimentaria, SENASICA) • Office of the Governor of Baja California (Oficina del Gobernador del Estado de Baja California) • Secretariat of Infrastructure, Urban Development and Territorial Reorganization of Baja California (Secretaría de Infraestructura y Desarrollo Urbano y Reordenación Territorial del Estado de Baja California, SIDURT) • Secretariat of Sustainable Economy and Tourism of Baja California (Secretaría de Economía Sustentable y Turismo de Baja California, SEST) • Sustainable Mobility Institute of Baja California (Instituto de Movilidad Sustentable de Baja California. IMOS) • Municipality of Mexicali including Mexicali Municipal Institute of Investigation and Urban Planning (Municipio de Mexicali incluyendo el Instituto Municipal de Investigación y Planeación Urbana de Mexicali, IMIP) • Municipality of Tecate including Directorate of Urban Administration and Municipal Development Planning Institute of Tecate (Municipio de Tecate incluyendo la Dirección de Administración Urbana y el Instituto de Planeación del Desarrollo Municipal de Tecate, Inpladem) • Municipality of Tijuana including (Municipio de Tijuana incluyendo):

o Directorate of Urban Administration de Tijuana (Dirección de Administración Urbana) o Metropolitan Planning Institute of Tijuana (Instituto Metropolitano de Planeación de Tijuana, IMPLAN)

o Secretariat of Territorial, Urban and Environmental Development (Secretaría de Desarrollo Territorial, Urbano y Ambiental de Tijuana, SDTUA)

o Secretariat of Economic Development of Tijuana (Secretaría de Desarrollo Económico de Tijuana, SEDETI)

o Office of Binational Affairs of the Tijuana City Council (Oficina de Asuntos Binacionales del Ayuntamiento de Tijuana)

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26 Executive Summary California–Baja California 2021 Border Master Plan

Binational Agencies • International Boundary and Water Commission (IBWC) / Comisión Internacional de Límites y Aguas (CILA) • North American Development Bank (NADB) / Banco de Desarrollo de América del Norte (BDAN)

Invited Agencies to Participate on Specific Tasks • Port of San Diego

Goals and Scope of Work Given the current and projected travel demand at the above-mentioned POEs, improving the capacity and operations of the existing infrastructure is critical to decrease traffic congestion, facilitate international trade, reduce environmental impacts, encourage multimodal (including pedestrian and cyclist) crossings, and improve the overall quality of life for residents in the border region. Federal, state, regional, and local agencies responsible for planning and implementation of POEs and related transportation facilities in the California–Baja California region agree that a border master planning process is needed. This process will help optimize investments in border transportation infrastructure while providing and prioritizing multimodal options and giving certainty to future actions related to POEs.

The goals of the 2021 BMP are:

1. Maintain and strengthen binational coordination via the U.S.–Mexico Joint Working Committee and the Binational Bridges and Border Crossing Group. 2. Expand outreach to community groups and private-sector stakeholders in the border region to learn about their concerns and gain additional insights on border region issues. 3. Review the status of the recommendations from previous BMPs. 4. Develop a process to manage the border as one system consisting of coordinated ports of entry in the California–Baja California Border Region, considering current innovative efforts of stakeholders.

5. Identify and address regional mobility impacts of crossborder traffic on border communities. 6. Update new policy and/or legislative issues, and funding trends and opportunities impacting planning and capital improvement in the BMP study area. Identify and seek ongoing long-range sustainable funding sources to provide an ongoing BMP process. 7. Encourage ongoing communication amongst participating agencies by upgrading the existing online project data portal to an updatable data source for partner agency information sharing. To meet these objectives, the 2021 BMP required input from, and collaboration with, many U.S. and Mexican local, state, federal stakeholders who contributed to this Project. The scope of work was approved by the PAC at the January 2020 Kickoff meeting (Table ES.1).

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27 Executive Summary California–Baja California 2021 Border Master Plan

Table ES.1 Scope of Work Tasks

Task Description

1 Outreach to PAC and TWG to develop 2021 BMP Scope of Work

2 Finalize Scope of Work and Procure Subconsultants

3 Develop Public and Stakeholder Outreach and Communication Plan and Execute Plan

4 Gather, Review, and Update Existing BMP Data 5 Conduct Assessment of Existing Conditions of the Multi-modal Transportation System at the Border 6 Develop BMP Website; Enhance Online Data Management Tool, Update Project Lists, and Rank POE Projects 7 Identify Innovative Border Improvement Strategies

8 Develop BMP Story Map

9 Prepare White Papers for up to Three Ideas or Concepts 10 Update Information on Funding Issues and Opportunities

11 Draft Recommendations

12 Draft and Final Reports

Summary of Findings The following section describes the main findings and recommendations for the main tasks in the study.

Stakeholder and Community Outreach Outreach for the 2021 BMP began prior to the official kickoff in January 2020. Informal face-to-face meetings with nearly all of the BMP agencies were held between July and December 2019 to gauge their interest in participating and review and obtain input on the preliminary Scope of Work. In addition, a questionnaire that focused on how agencies have used the previous BMP (2014 BMP) and solicited ideas for the final Scope was distributed to the BMP agencies. Overviews of the Border Master Plan were presented to various stakeholder groups, including the San Diego Association of Governments (SANDAG) Committee on Binational Regional Opportunities (COBRO), Borders Committee, and Freight Working Group; Imperial–Mexicali Binational Alliance (IMBA); and the Smart Border Coalition.

The core of the BMP project was conducted as the binational border region and the world were in the midst of the COVID-19 pandemic, which, for this project, meant that engagement with the PAC, TWG, and the Border Stakeholder Groups shifted to virtual workspaces rather than in-person sessions. A

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28 Executive Summary California–Baja California 2021 Border Master Plan variety of online tools were used to obtain input from stakeholders, host virtual workshops, conduct surveys, poll for opinions, and rank and vote on various components needed to generate the project ideas and deliverables.

The outreach process was also adjusted to reflect the constraints due to the COVID-19 pandemic. The outreach process included the following steps:

1. Engagement Overview Briefing 2. Objectives for Innovative Strategies 3. Transportation Issues Survey 4. Strategy Starter Kit, Ideation, and Innovative Strategies Survey 5. Strategy Refinement and Visionaries Workshop

The California–Baja California 2021 BMP features innovative strategies generated and refined through a methodology that incorporated diverse feedback from stakeholders and working group members. Certain innovative strategies were selected by working group members to be further developed into white papers exploring sub-topics to address various border-related concerns in three categories: People Movement, Goods Movement, and Collaboration/Coordination. The white papers serve as future scopes of work that may be carried out as part of future BMP processes and updates.

Innovative Strategies A strategy is an implementation activity, policy change, end user service, a project and/or series of improvement projects that can be applied to several POEs in order to achieve the objectives of the California–Baja California 2021 BMP (Table ES.2).

Table ES.2 Innovative Strategies Objectives

# Concept Objective

A Mode Shift Promote a mode shift from single-occupancy vehicles to active transportation and transit B Efficient Movement Efficient movement of people and goods

C First / Last Mile Incorporate enhanced first/last mile options and connections

D Environment Improve the air quality in and around the border region E Coordination Coordinate binational operations and shared data

F Mobility Information Provide accurate and timely information to the traveling public

G Economy Promote economic growth and vitality for the border region

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29 Executive Summary California–Baja California 2021 Border Master Plan

# Concept Objective

H Resiliency Enhance resiliency of the border region

I Healthy Communities Support healthy and sustainable communities in the border region J Goods Movement Promote safe, sustainable, and efficient freight flows

K High Speed Connections Provide high-speed connections to and from the border

The development of innovative strategies combined a series of inputs from ongoing and various border projects (including the 2014 BMP), lessons learned from other crossings, and combined technical knowledge of the agency and Consultant teams to generate and refine an initial set of potential strategies. This effort was coordinated with the stakeholder outreach process that helped fill gaps and develop consensus-based priorities for the strategies. The following sections show the developed innovative strategies for the three categories of people movement, goods movement, and coordination/collaboration. The innovative strategies in each category aim to fulfill the vision of each category, as shown below (ES.2). Select innovative strategies were further developed into white papers.

Figure ES.2 Border Region Vision

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30 Executive Summary California–Baja California 2021 Border Master Plan

People Movement The People Movement category encapsulates strategies for pedestrians, cyclists, transit, and passenger vehicles. Strategies aim to facilitate more efficient crossing and access to POEs while enhancing the experience itself (Table ES.3).

Table ES.3 People Movement Innovative Strategies

# Strategy Name

PM1 Enhanced/Priority Processing for Pedestrians and Cyclists PM2 Pre-Crossing Check-In/Read POVs PM3 Daily Trusted Traveler Program PM4 Pedestrian and Cyclist Amenities/Benefits PM5 Dedicated Bicycle Lanes/Network PM6 Smart Mobility Center/Mobility Hub PM7 Crossborder Transit Service PM8 Integrated Traveler Information PM9 Dynamic Lane Operations

Goods Movement The Goods Movement category includes strategies that facilitate efficient crossing and processing of freight and commercial vehicles (Table ES.4).

Table ES.4 Goods Movement Innovative Strategies

# Strategy Name

GM1 Unified Cargo Processing GM2 Appointment/Arrival Window System and Staging Area GM3 Dynamic Lane Operations based on Demand and with Appointment GM4 Flexible Hours of Operation Responding to Demand GM5 Improved Security and Vehicle Safety Inspection Systems with Modern Technology and Processes GM6 New C-TPAT/FAST program for Non-Manufactured Commodities

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31 Executive Summary California–Baja California 2021 Border Master Plan

GM7 Overweight Truck Corridors GM8 Regional ITS Systems GM9 Shipment Tracking and Tracing System

Coordination/Collaboration The strategies in the Collaboration/Coordination category serve to further binational coordination and management of the California–Baja California border region by operating the system of border crossings as a network, allowing for binational efficiencies, and strategies for enhanced communication across border agencies (Table ES.5).

Table ES.5 Collaboration/Coordination Innovative Strategies

# Strategy Name

CC1 Bilingual Border Education Program CC2 Border Crosser Process & Procedure Summaries CC3 Private Industry Brain Trust CC4 Border Performance Monitoring/Metrics System CC5 Regional Border Management System CC6 Binational Border Data Warehouse CC7 Improved Binational Border Region Mobility Model CC8 Border Region Studies CC9 Multi-Jurisdiction Binational Support Program CC10 Border Community Information & Feedback System CC11 Border Region Collaboration Management Framework

White Paper Concepts Select innovative strategies were further developed into white papers within each category: People Movement, Goods Movement, and Collaboration/Coordination. White paper topic options were proposed to and selected via online voting by the TWG and PAC. The selected white paper topics are depicted below (Figure ES.3). The full white papers can be found in Chapter 5 of the 2021 BMP and include discussion of the concept, challenges, considerations, implementation steps, and high-level cost estimates.

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32 Executive Summary California–Baja California 2021 Border Master Plan

Figure ES.3 White Paper Topics White Paper White Paper Representative Graphic Topic Title

People Smart Pathway Movement and Pedestrian Enhancements

Goods Unified Cargo Movement Processing, Non-Intrusive Inspection, Appointment Arrival Window and Staging Area

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33 Executive Summary California–Baja California 2021 Border Master Plan

White Paper White Paper Representative Graphic Topic Title

Collaboration/ Applying Coordination Regional Border Management and Crossborder Transit

Project Prioritization One of the key tasks in the 2021 BMP is the project prioritization of POE and related transportation projects. A total of 183 POE and related transportation projects representing an investment of approximately $13.5 billion ($2015 USD) are planned for the California–Baja California region over the next 20 years (Table ES.6). The projects include ten POE projects—four planned for the construction of new POEs and six for the improvement and modernization of existing POEs. The four projects submitted for new POEs include one project in the United States and one project in Mexico for the proposed new Otay Mesa East–Mesa de Otay II POE. Both projects are planned for completion in the short term (2024). In addition, a project in the United States and one project in Mexico for a proposed Jacumba–Jacumé POE was received. These projects are in early conceptual stages of development and are both planned for completion in 2040.

Six projects were received to modernize existing POEs. Four of these are planned for completion in the short term and are planned for the U.S. side of the border. They include the modernization of the passenger and cargo facilities at Otay Mesa–Mesa de Otay I, modernization of the Commercial Vehicle Enforcement Facility adjacent to the Otay Mesa commercial facility, Phase 2 of the modernization of the passenger facilities at Calexico West–Mexicali I, and the widening of the existing bridge over the All- American Canal at Calexico East–Mexicali II. A project to modernize the passenger and cargo facilities on the Mexico side of the Tecate–Tecate POE is planned for 2027 and a project to modernize the passenger and commercial facilities at Calexico East–Mexicali II is planned for 2030.

Related transportation projects serving the ports include improvements on roadways, interchanges, and rail/transit projects connecting POEs to the regional transportation networks. Infrastructure projects for

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34 Executive Summary California–Baja California 2021 Border Master Plan pedestrian, bicycles, and other modes of crossborder travel as well as new technology and short-term operational and minor capital outlay to reduce border wait times are also included.

Table ES.6 Summary of 2021 BMP Projects Cost Summation Number of Projects (in millions of USD [2015$]) Project Type Total U.S. Mexico Total % U.S. % Mexico

New POEs 4 2 2 $521.2 68% 32%

Existing POEs 6 5 1 $443.8 93% 7%

Roadway 99 94 5 $5,198.3 93% 7%

Interchange 8 7 1 $245.9 87% 13%

Rail/Transit 25 22 3 $6,760.2 94% 6%

Ped/Bicycle/Micromobility 31 25 6 $298.1 81% 19% Short-Term Operational 10 7 3 $63.1 96% 4% and Minor Capital Outlay Total 183 162 21 $13,530.6 92% 8%

Development of a new POE or improvements to an existing POE and related transportation facilities are complex and lengthy undertakings that require close coordination and collaboration with governmental agencies on both sides of the border. The California–Baja California Border Master Plan process is used to help prioritize infrastructure projects and enhance coordination of planning and implementation of POE and transportation projects in both the United States and Mexico. At the time of preparing this 2021 BMP, the border region had recently completed major infrastructure modernization of POEs including major expansion and modernization of San Ysidro/Virginia Avenue–Puerta México/El Chaparral and Calexico West–Mexicali I (the first of two phases), the opening of the CBX–Aeropuerto Tijuana in December 2015, and major advancements for the new Otay Mesa East–Mesa de Otay II POE.

The projects submitted during this BMP reveal that the new Otay Mesa East–Mesa de Otay II as well as improvements at Otay Mesa–Mesa de Otay I, Calexico West–Mexicali I, and Calexico East–Mexicali II are planned for completion by 2024. While two medium-term projects serving Tecate, Baja California and Calexico East are in the planning stages, the analysis indicates that the period of major capital investments to modernize ports to accommodate current traffics flow, improve safety, and meet security requirements at the border will be completed within the next five years.

Completion of these major investments in POEs indicate that the focus over the next 20 years will be on transportation infrastructure and new and emerging technology supporting the POEs. Projects planned for completion in the short-term (2020–2024) will provide critical roadway access to the POEs as well as improvements to pedestrian and bicycle access and other operational and technological improvements to expand options and information for travelers. The majority of the projects fall into the long-term planning

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35 Executive Summary California–Baja California 2021 Border Master Plan horizon (2031–2040) accommodating future traffic as the population and economic activity increase (Figure ES.4). These transportation projects serving POEs will provide critical roadway, rail and transit, and pedestrian and bicycle infrastructure and will help accommodate millions of pedestrian, bicycle, personal vehicle, and bus crossings as well as truck and train crossings carrying cargo.

Figure ES.4 Number of Projects by Time Horizon 120

100

80

60

40 Number of Projects

20

0 POE Roadway Interchange Rail/Transit Ped/Bike Short-Term Op

Short Term Medium Term Long term Not Specified

While assessing traditional projects in approved planning documents, the 2021 BMP effort broadened its scope to include visionary concepts and innovative strategies to improve how people and goods will cross the border and get around the binational region. These innovative strategies, described above, reflect new ways of thinking about regional transportation planning in the binational region that will enhance connectivity, increase safety and sustainability, and improve the everyday lives of people. The vision, when fully realized, would provide enhanced mobility solutions for those who travel to, from, or through our land POEs in the border region.

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36 Executive Summary California–Baja California 2021 Border Master Plan

Funding Opportunities The BMP does not have a long-term sustainable funding source that would allow for the implementation of recommendations and projects identified in the BMP as well as the continuity and certainty of BMP updates.

To realize these benefits of the BMP on an ongoing basis, there is a need for consistent and certain funding. There are many potential funding opportunities and sources to make the BMP a permanent binational process as well as to implement BMP transportation and infrastructure projects.

Some potential funding sources for the planning process include the Caltrans Sustainable Communities Grants, FHWA Coordinated Border Infrastructure (CBI) program, and the Caltrans Division of Transportation (DOTP) Special Studies Cycle. Each of these programs provides funding for the planning process to further state environmental, economic, and cooperative goals. Some potential funding sources for the implementation of BMP transportation projects include the North American Development Bank (NADB) Loan and Community Assistance Programs (CAP) programs, the GSA/CBP Donations Acceptance Program (DAP), USDOT BUILD, the California Transportation Commission Trade Corridor Enhancement Program (TCEP), and FONADIN ProTram.

Additional opportunities for funding and partnerships may be possible through business and trade associations in the border community. Such associations include the Otay Mesa Chamber of Commerce, the San Diego Regional Chamber of Commerce, Tijuana Economic Development Council (DEITAC), INDEX Tijuana the Smart Border Coalition, and the Imperial–Mexicali Binational Alliance.

2021 Recommendations The following are the primary recommendations to maintain and enhance the border master planning process and support the goals of the California–Baja California 2021 BMP. They were developed as a result of inputs from the 2014 BMP, various surveys, stakeholder workshops, feedback on the innovative strategies, as well as input from the TWG and PAC. The recommendations are grouped into the following six categories (Table ES.7):

1. Establish Process for Future Updates and Maintain Binational Coordination 2. Expand Border Collaboration and Coordination 3. Manage the Border as a System 4. Promote Multimodal Access for People at the Border 5. Promote Ease of Goods Movement 6. Provide Framework and Prioritization for Border Efforts

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37 Executive Summary California–Baja California 2021 Border Master Plan

Table ES.7 2021 Recommendations

# Recommendation

Establish BMP Process for Future Updates and Maintain Binational 1 Coordination 1.1 Develop an annual BMP status report 1.2 Develop process for five-year and annual work plans for the BMP 1.3 Identify funding opportunities for future BMP updates and establish tracking process 1.4 Identify new policy and/or legislative issues, trends, and funding realities and opportunities impacting the BMP 1.5 Incorporate planning efforts by other agencies into the BMP process 1.6 Encourage agencies to incorporate sustainability principles into their planning studies and efforts

2 Expand Border Collaboration and Coordination

2.1 Explore crossborder collaboration and identify framework options 2.2 Explore opportunities for increased binational public outreach 2.4 Conduct border region studies to address environmental justice 2.4 Establish binational performance metrics 2.5 Explore the opportunity for a crossborder transit service

3 Manage the Border as a System

3.1 Continue to collaborate with border agencies through the U.S.–Mexico Border Forecasting Peer Exchange to harmonize and share information on data collection and forecasting methodologies 3.2 Establish border management framework 3.3 Establish border performance monitoring system 3.4 Consider options for border network operational efficiency

4 Promote Multimodal Access at the Border

4.1 Expand mode shift and transit access opportunities and connections 4.2 Explore pilot opportunities for those crossing on foot

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38 Executive Summary California–Baja California 2021 Border Master Plan

5 Promote Ease of Goods Movement

5.1 Explore opportunities for piloting and implementing efficient inspection technologies at POEs 5.2 Explore opportunities for pre-crossing technologies 5.3 Explore opportunities for electrified trucks

6 Provide Framework and Prioritization for Border Efforts

6.1 Develop prioritized white papers for future border enhancements 6.2 Develop scope of work for a binational transportation model 6.3 Reevaluate criteria for border projects 6.4 Explore opportunities and expand functionality of the data portal 6.5 Identify and continually track funding opportunities for binational projects

Conclusion Development of POE and associated transportation infrastructure improvements is a complex and lengthy undertaking that requires close coordination and collaboration with government agencies on both sides of the border. The California–Baja California BMP process is a tool that can be used to help prioritize infrastructure projects and enhance coordination of planning and implementation of POE and transportation projects in both the United States and Mexico. A comprehensive approach helps agencies in both the United States and Mexico strategize and agree to priorities to pursue short-, medium- and long-term priorities to complete needed projects that efficiently facilitate international trade and improve the quality of life for residents in the border region. The California–Baja California 2021 BMP is the outcome of an ongoing process that began in 2006, with its 2008 first report, and an update in 2014.

Key accomplishments of the California–Baja California 2021 BMP Update are:

1. Effectively managed and incorporated stakeholder outreach and feedback into the BMP update process 2. Developed innovative strategies that make border crossings more efficient through leveraging new technology and implementing effective collaboration strategies for binational coordination 3. Updated POE and transportation projects priority lists with revised criteria 4. Produced three white papers that further explore the innovative strategies and open up opportunities for future border-related scopes of work 5. Identified ongoing funding sources for the California–Baja California BMP process 6. Prepared recommendations to maintain and enhance the border master planning process.

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39 Executive Summary California–Baja California 2021 Border Master Plan

7. Developed a California–Baja California BMP website and BMP Story Map to encourage ongoing communication amongst participating agencies and help communicate the border story (calibajabmp.org).

The California–Baja California BMP is envisioned to be expanded and adapted, resulting in a coordinated master planning process that reflects current trends and priorities.

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40 Resumen Ejecutivo

Los Estados Unidos (EE. UU.) y México comparten una frontera internacional de 3,169 kilómetros de largo y delimita cuatro estados estadounidenses y seis estados mexicanos. La población total se estima en aproximadamente 329 millones en EE. UU. y 129 millones en México.1 El comercio internacional entre los dos países es un clave para el desarrollo económico local, estatal y nacional, así como es importante para la continuidad del éxito económico de ambos países. México se convirtió en el principal socio comercial de EE. UU. en 2019 y es uno de sus principales mercados de exportación. El comercio ha aumentado más del 225 por ciento desde que se ratificó el Tratado de Libre Comercio de América del Norte (NAFTA, por sus siglas en inglés) en 1994 y se espera que aumente en más de $68,000 millones de dólares en la región de California-Baja California, gracias al Acuerdo Estados Unidos-México-Canadá (USMCA, por sus siglas en inglés), que asciende a más de $1 millón de dólares de bienes y servicios comercializados por minuto2. México y Canadá son dos de los mercados más grandes para las exportaciones de EE. UU., comprando casi un tercio de la mercancía exportada de EE. UU. Además, las exportaciones mexicanas a los EE. UU. incluyen 40 por ciento de contenido estadounidense, excediendo el contenido estadounidense de cualquier otra importación extranjera3.

California y Baja California comparten una frontera internacional de 225 kilómetros de largo. Aproximadamente 6.9 millones de personas vivían en los condados y municipios a lo largo de la frontera de California-Baja California en 2015. Se espera que la población aumente en más de 1.5 millones de personas para 2040, lo que elevará el número total de residentes a casi 8.5 millones. Este crecimiento de la población y la actividad económica asociada aumentará la demanda de viajes transfronterizos y continuará agregando presión a las instalaciones de los Puertos de Entrada existentes y su conexión carretera.

A lo largo de esta frontera existen seis Puertos de Entrada tradicionales: San Ysidro/Virginia Avenue– Puerta México/ El Chaparral; Otay Mesa–Mesa de Otay I; Tecate–Tecate; Calexico West–Mexicali I; Calexico East–Mexicali II; y Andrade–Los Algodones. Un séptimo cruce fronterizo que ha servido a la región desde diciembre de 2015 es Cross Border Xpress (CBX)-Aeropuerto de Tijuana, el cual es un Puerto de Entrada híbrido, que a su vez son instalaciones pagadas por operación privada para acceso directo entre la región de San Diego y el Aeropuerto Internacional de Tijuana.

Además de estos siete Puertos de Entrada, el Puerto de Entrada Otay Mesa East-Mesa de Otay II, un nuevo puerto comercial y de pasajeros que está previsto abrir para facilitar la demanda de viajes transfronterizos de la región (Figura RE.1).

1 Fuente: Oficina de Censos de los EE. UU. 2 Fuente: Brooking Institute 3 Fuente: Comisión de Comercio Internacional de Estados Unidos

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Figura RE.1 Región California-Baja California y Puertos Fronterizos

En 2015, se registraron más de 16.6 millones de cruces de peatones en dirección norte a través de seis Puertos de Entrada tradicionales. Las proyecciones para el año 2040 estiman un aumento general de aproximadamente 57 por ciento en volúmenes de peatones en dirección norte desde 2015. Se espera que la mayor parte de este crecimiento ocurra en el Puerto de Entrada San Ysidro/Virginia Avenue– Puerta México/El Chaparral. En 2015, hubo más de 30.7 millones de cruces de vehículos ligeros (POV, por sus siglas en inglés) en dirección norte. Las proyecciones para el año 2040 estiman un aumento general de aproximadamente el 68 por ciento en volúmenes de cruces de vehículos ligeros en dirección norte desde 2015, o 20.8 millones adicionales sobre los niveles de 2015. Se espera que los Puertos de Entrada de San Ysidro/Virginia Avenue–Puerta México/El Chaparral, Otay Mesa–Mesa de Otay I y Calexico West–Mexicali I procesen aproximadamente 40, 17 y 13 por ciento del total anual de 2040 respectivamente. Las proyecciones de volúmenes de vehículos comerciales en dirección norte estiman un aumento general del 178 por ciento de los 1.2 millones en 2015 hasta casi 3.4 millones en 2040. Se espera que aproximadamente el 27 por ciento del total futuro (aproximadamente 900,000) se procesará

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42 Resumen Ejecutivo California–Baja California Plan Maestro Fronterizo 2021 en las instalaciones de Otay Mesa East–Mesa de Otay II, mientras se anticipa que Otay Mesa–Mesa de Otay I, Calexico East–Mexicali II y Tecate–Tecate procesen el 50, 20 y 3 por ciento restante del total anual de 2040, respectivamente4.

Objetivo del estudio Los tiempos de espera en todas las modalidades de viaje transfronterizo reflejan considerables niveles de congestionamiento vial en la mayoría de cruces fronterizos en la región de California-Baja California. Se espera que los volúmenes de cruces fronterizos aumenten considerablemente entre 2015 y 2040, en cuatro de las cinco modalidades de cruce. Se espera el aumento más alto de volúmenes de cruce para vehículos comerciales (178%), seguido de vehículos personales (68%), peatones (57%) y finalmente vagones (31%). Estos aumentos previstos son además de los millones de personas que cruzan cada año a través de los Puertos de Entrada existentes entre California y Baja California.

El valor del comercio bilateral originado por los camiones comerciales también ha estado siguiendo una fuerte tendencia de aumento firme. Esto es probable que siga incrementándose, mientras que las instalaciones de los Puertos de Entrada planificadas comiencen a operar y mejore la capacidad para procesar el intercambio comercial. El comercio bilateral de $59,000 millones de dólares trasportados a través de los camiones comerciales en 2015 contribuyó con la economía local, estatal y nacional, tanto en EE. UU. como en México. Como socios clave, el énfasis es mejorar y gestionar mejor infraestructura fronteriza para garantizar la economía actual y futura, así como la estabilidad y competitividad en ambos países.

El Plan Maestro Fronterizo de California-Baja California ayuda a resolver una cantidad de desafíos en la planeación fronteriza y aporta una serie de beneficios. Los desafíos que este Plan Maestro Fronterizo ayuda a resolver incluyen inconsistencias en las prioridades de proyectos de Puertos de Entrada y de transporte, oportunidades limitadas para mejorar las herramientas y la información que contribuye a la toma de decisiones más informadas; un plan para equilibrar el servicio, progresos tecnológicos y equidad; impactos comunitarios, económicos y ambientales asociados con las operaciones de cruce fronterizo; congestionamiento vial, demoras en los cruces fronterizos; y coordinación entre todos los grupos de interés binacionales.

Además de resolver desafíos, el Plan Maestro Fronterizo también proporciona beneficios de valor agregado en términos de continuidad en la toma de decisiones, armonización de prioridades binacionales, valor agregado para buscar recursos financieros públicos para la implementación de proyectos, mayor alineación con los esfuerzos para las reducciones de gases de efecto invernadero, mayor énfasis en necesidades y esfuerzos multimodales binacionales, mayor concientización de las necesidades de una futura electrificación de camiones, y el beneficio del intercambio binacional de información que ayudan colectivamente hacer avanzar los proyectos asociados a la frontera de manera colaborativa e informada teniendo en cuenta las comunidades circundantes y las tecnologías.

4 Departamento de Transporte de EE. UU., Oficina de Estadísticas de Transporte (2010, 2015); Cuerpo Especial Ad Hoc del Plan Maestro Fronterizo California-Baja California (BMP, por sus siglas en inglés) (2040)

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El Plan Maestro Fronterizo 2021 incorpora desafíos y los beneficios antes mencionados, así como brinda información actualizada en cuanto a recomendaciones previas para incorporar consideraciones multimodales, hace uso de tecnología para cruces fronterizos eficientes y da pasos específicos para una mayor colaboración y coordinación a lo largo de la frontera. El Plan Maestro Fronterizo California-Baja California fue concebido por primera vez por el Comité Conjunto de Trabajo México-EE. UU. (JWC, por sus siglas en inglés), liderado por la Administración Federal de Carreteras de EE. UU. (FHWA, por sus siglas en inglés) y la Secretaría de Comunicaciones y Transporte (SCT) de México, como un proyecto piloto para mejorar la coordinación binacional en planeación y entrega de Puertos de Entrada terrestres, así como proyectos de transporte que sirvan a aquellos Puertos de Entrada a lo largo de toda la frontera entre EE. UU. y México. El estudio piloto se finalizó en 2008 para incluir la primera priorización binacional para el proceso de la planeación fronteriza, el cual incluía una metodología para jerarquizar los Puertos de Entrada y los proyectos de infraestructura relacionados que fueron aceptados binacionalmente. Este Plan se actualizó en 2014. El Departamento de Transporte de California (Caltrans) desarrolló el Plan Maestro Fronterizo 2021 en coordinación con la Secretaría de Infraestructura, Desarrollo Urbano y Reordenación Territorial del Estado (SIDURT), la asistencia de consultoría de la Oficina de Servicios de la Asociación de Gobiernos de San Diego (SANDAG, por sus siglas en inglés), del subconsultor IBI Group y apoyo técnico de HNTB Corporation.

Estructura de toma de decisiones Se estableció el Comité Asesor de Políticas del Plan Maestro Fronterizo 2021 para ofrecer dirección a lo largo del estudio, incluyendo la preparación de un Alcance de Trabajo y aprobación de los parámetros del estudio. Por invitación, el Comité Asesor de Políticas incluía a gerentes ejecutivos de primer nivel de entidades federales, estatales, regionales y locales, responsables del uso de suelo, transporte, instalaciones de Puertos de Entrada y operaciones de seguridad desde EE. UU. y México. También se estableció un Grupo Técnico de Trabajo compuesto por personal superior de las mismas agencias para brindarle apoyo continuo y orientación continua al consultor en la recopilación de información y el suministro de datos de la información solicitada. Las agencias participantes son:

Estados Unidos • Departamento de Estado (DOS) • Consulado General de los Estados Unidos en Tijuana • Aduanas y Protección Fronteriza (CBP) • Administración de Servicios Generales (GSA) • Administración Federal de Carreteras (FHWA) • Departamento de Transporte de California (Caltrans) • Agencia de Protección Ambiental de California (CalEPA) • Comisión de Transporte del Condado de Imperial (ICTC) • Asociación de Gobiernos de San Diego (SANDAG) • Asociación de Gobiernos del Sur de California (SCAG)

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• Condado de Imperial • Condado de San Diego, lo que incluye el Distrito de Control de Contaminación del Aire • Ciudad de Calexico • Ciudad de Chula Vista • Ciudad de El Centro • Ciudad de Holtville • Ciudad de Imperial Beach • Ciudad de National City • Ciudad de San Diego

México • Secretaría de Relaciones Exteriores (SRE) • Consulado General de México en San Diego • Secretaría de Comunicaciones y Transportes (SCT) • Servicio de Administración Tributaria (SAT) • Secretaría de Desarrollo Agrario, Territorial, y Urbano (SEDATU) • Instituto de Administración y Avalúos de Bienes Nacionales (INDAABIN) • Instituto Nacional de Migración (INM) • Servicio Nacional de Sanidad, Inocuidad y Calidad Agroalimentaria (SENASICA) • Oficina del Gobernador del Estado de Baja California • Secretaría de Infraestructura y Desarrollo Urbano y Reordenación Territorial del Estado de Baja California (SIDURT) • Secretaría de Economía Sustentable y Turismo de Baja California (SEST) • Instituto de Movilidad Sustentable de Baja California (IMOS) • Municipio de Mexicali:

o El Instituto Municipal de Investigación y Planeación Urbana de Mexicali (IMIP) • Municipio de Tecate:

o La Dirección de Administración Urbana y el Instituto de Planeación del Desarrollo Municipal (Inpladem) • Municipio de Tijuana:

o Dirección de Administración Urbana o Instituto Metropolitano de Planeación de Tijuana (IMPLAN) o Secretaría de Desarrollo Territorial, Urbano y Ambiental de Tijuana (SDTUA) o Secretaría de Desarrollo Económico de Tijuana (SEDETI) o Oficina de Asuntos Binacionales del Ayuntamiento de Tijuana

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Agencias binacionales • Comisión Internacional de Límites y Aguas (CILA) • Banco de Desarrollo de América del Norte (BDAN)

Agencias invitadas a participar en tareas específicas • Puerto de San Diego

Metas y Alcance de Trabajo Dada la demanda de viajes actual y proyectada en los Puertos de Entrada antes mencionados, la mejora de la capacidad y las operaciones de la infraestructura existente son fundamentales para disminuir la congestión de tránsito, facilitar el comercio internacional, reducir los impactos ambientales, incentivar los cruces multimodales (incluidos peatones y ciclistas), así como mejorar la calidad de vida en general de los residentes de la región fronteriza. Las agencias federales, estatales, regionales y locales responsables de la planeación y la implementación de los Puertos de Entrada e instalaciones de transporte relacionadas en la región de California-Baja California, están de acuerdo en que se necesita un proceso de planeación maestro fronterizo. Este proceso ayudará a optimizar las inversiones en infraestructura de transporte fronterizo, al tiempo que proporciona y prioriza opciones multimodales y dando certeza a las futuras acciones relacionadas con los con los Puertos de Entrada.

Las metas del BMP 2021 son:

1. Mantener y fortalecer la coordinación binacional a través del Comité Conjunto de Trabajo México- EE. UU. y del Grupo Binacional de Puentes y Cruces Fronterizos. 2. Ampliar el alcance a grupos comunitarios y grupos de interés del sector privado en la región fronteriza, a fin de obtener información sobre sus inquietudes de los problemas de la región fronteriza. 3. Revisar el estado de las recomendaciones de Plan Maestro Fronterizo anteriores. 4. Desarrollar un proceso para administrar la frontera como un sistema compuesto de puertos fronterizos coordinados en la región fronteriza de California-Baja California, considerando los esfuerzos innovadores de las partes interesadas. 5. Identificar y abordar los impactos de movilidad regional del tránsito transfronterizo en las comunidades fronterizas. 6. Actualizar nuevas políticas normativas y legislativas, así como las tendencias y oportunidades de financiación que afecten a la planeación y mejora de capital en el área de estudio del Plan Maestro Fronterizo. Identificar y buscar fuentes de recursos financieros sostenibles de largo alcance para ofrecer un proceso continuo del Plan Maestro Fronterizo.

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7. Fomentar la comunicación continua entre las agencias participantes, mediante la actualización del programa de gestión de datos de proyectos basado en la web a una fuente de datos actualizables para compartir la información con las agencias asociadas. Para cumplir estos objetivos, el Plan Maestro Fronterizo 2021 requirió aportaciones y colaboración de muchos grupos de interés locales, estatales y federales de EE. UU. y de México, quienes contribuyeron con este Proyecto. El Alcance de Trabajo fue aprobado por el Comité Asesor de Políticas en la reunión inicial en enero de 2020 (Tabla RE.1).

Tabla RE.1 Tareas del Alcance de Trabajo

Tarea Descripción:

1 Alcance del Comité Asesor de Políticas y del Grupo Técnico de Trabajo para desarrollar el Alcance de Trabajo del BMP 2021 2 Finalizar el Alcance de Trabajo y procurar subconsultores

3 Desarrollar un Plan de comunicación y difusión pública con las partes interesadas y ejecutar el Plan 4 Recopilar, revisar y actualizar la información existente del Plan Maestro Fronterizo 5 Realizar una evaluación de las condiciones existentes del Sistema de transporte multimodal en la frontera 6 Desarrollar una página web del Plan Maestro Fronterizo; mejorar la herramienta de manejo de información en línea; actualizar las listas del proyecto; y jerarquizar los proyectos de Puertos de Entrada 7 Identificar estrategias innovadoras para la mejora de la frontera

8 Desarrollar un Mapa de la historia del Plan Maestro Fronterizo

9 Preparar documentos técnicos de hasta tres ideas o conceptos 10 Actualizar información sobre asuntos de recursos financieros y oportunidades

11 Elaborar borrador de recomendaciones

12 Redactar borradores e informes finales

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Resumen de Resultados La siguiente sección describe los principales hallazgos y recomendaciones para las tareas principales del estudio.

Alcance comunitario y a los grupos de interés El alcance del Plan Maestro Fronterizo 2021 comenzó antes de su inicio oficial en enero de 2020. Se realizaron reuniones presenciales informales con casi todas las agencias del Plan Maestro Fronterizo entre julio y diciembre de 2019 para medir su interés en participar, así como para revisar y obtener aportes para el Alcance de Trabajo preliminar. Además, se distribuyó un cuestionario a las agencias del Plan Maestro Fronterizo que se enfocaba en cómo las agencias han utilizado el Plan Maestro Fronterizo anterior (2014) y solicitaba ideas para el Alcance final. Se presentaron resúmenes del Plan Fronterizo Maestro a varios grupos de interés, que incluyen la SANDAG Comité de Oportunidades Binacionales de la Región (COBRO, por sus siglas en inglés), Comité de Fronteras, y Grupo de Trabajo de Carga; la Alianza Binacional de Imperial-Mexicali (IMBA, por sus siglas en inglés); y la Coalición Fronteriza Inteligente.

La mayor parte del proyecto del Plan Maestro Fronterizo fue realizado mientras que la región fronteriza binacional y el mundo se encontraban en medio de la pandemia por COVID-19, lo que para este proyecto significó que la participación del Comité Asesor de Políticas, del Grupo Técnico de Trabajo, y de los Grupos de Interés Fronterizos cambiaron sus sesiones a espacios de trabajo virtuales en vez de presenciales. Se utilizaron una serie de herramientas en línea para obtener aportes de los grupos de interés, se organizaron talleres virtuales, encuestas, sondeos de opinión, se jerarquizó y se votó sobre varios componentes necesarios para generar las ideas del proyecto y los entregables.

También se ajustó el proceso del Alcance para reflejar las limitaciones debido a la pandemia por COVID- 19. El proceso de difusión incluyó los siguientes pasos:

1. Sesión informativa del resumen de participación 2. Objetivos de las estrategias innovadoras 3. Encuesta de asuntos de transporte 4. Kit de iniciación de estrategias, concepción y encuesta de estrategias innovadoras 5. Refinamiento de estrategia y taller para visionarios

El Plan Maestro fronterizo 2021 de California-Baja California presenta estrategias innovadoras generadas y refinadas a través de una metodología que incorporó retroalimentación diversa de grupos de interés y miembros del grupo de trabajo. Miembros del grupo de trabajo seleccionaron ciertas estrategias innovadoras para que se desarrollen aún más y se conviertan en informes oficiales que exploren subtemas, a fin de abordar varias inquietudes relacionadas con la frontera, en tres categorías: Movimiento de personas, movimiento de mercancía y colaboración/coordinación. Los informes oficiales sirven como futuros alcances de trabajo que pueden llevarse a cabo como parte de futuros procesos y actualizaciones del Plan Maestro Fronterizo.

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Estrategias innovadoras Una estrategia es una actividad de implementación, cambio de política, servicio al usuario final, un proyecto y/o series de proyectos de mejora que pueden aplicarse a varios Puertos de Entrada, con el fin de cumplir los objetivos del Plan Maestro Fronterizo 2021 de California-Baja California (Tabla RE.2).

Tabla RE.2 Objetivos de Estrategias Innovadoras

No. Concepto Objetivo

A Cambio de modalidad Promover un cambio de modalidad de vehículo de ocupación individual a transporte no motorizado y transporte público B Movimiento eficiente Movimiento eficiente de personas y mercancías

C Primera / última milla Incorporar opciones y conexiones mejoradas de primera/última milla

D Medio ambiente Mejorar la calidad del aire en la región fronteriza y alrededor de la misma E Coordinación Coordinar operaciones binacionales e información compartida

F Información de movilidad Brindar acceso a información precisa y oportuna al público viajero.

G Economía Promover el desarrollo económico y la vitalidad para la región fronteriza H Resiliencia Mejorar la resiliencia de la región fronteriza

I Comunidades saludables Respaldar comunidades saludables y sostenibles en la región fronteriza J Movimiento de mercadería Promover flujos de carga seguros, sostenibles y eficientes

K Conexiones de alta Brindar conexiones de alta velocidad hasta y desde la frontera velocidad

El desarrollo de estrategias innovadoras combinó una serie de aportes de proyectos fronterizos variados y actuales (incluidos en el Plan Maestro Fronterizo 2014), lecciones aprendidas de otros cruces fronterizos y una combinación de conocimiento técnico de la agencia y los equipos consultores para generar y refinar un conjunto inicial de estrategias potenciales. Este esfuerzo fue coordinado con el proceso de difusión a grupos de interés que ayudó a llenar los vacíos y a desarrollar prioridades de estrategias en base a consensos. Las siguientes secciones muestran las estrategias innovadoras desarrolladas para las tres categorías de movimiento de personas, movimiento de mercadería y coordinación/colaboración. Las estrategias innovadoras en cada categoría tienen el objetivo de cumplir con la visión de cada categoría, según se muestra a continuación (Figura RE.2). Estrategias innovadoras selectas se desarrollaron en mayor profundidad para convertirse en informes oficiales.

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Figura RE.2 Visión de la Región Fronteriza

Región Fronteriza

Promover una movilidad eficiente, modernizar la gestión fronteriza y los sistemas operativos, mejorar la experiencia de las personas que cruzan la frontera y crear una región fronteriza sostenible y resiliente.

Movimiento de Personas Movimiento de Mercancías Coordinación/Colaboración

Promover/facilitar el movimiento eficiente, Desarrollar estrategias para mejorar el flujo Manejo proactivo de la región fronteriza como seguro, protegido y sostenible de personas a de mercancías a través de la frontera de una red binacional de instalaciones de cruce través de la frontera de California-Baja California-Baja California promoviendo flujos y conexión, con información integrada para California, mediante la implementación de seguros, sostenibles y eficientes, aplicando viajeros, gestión de movilidad multimodal, programas y estrategias innovadoras, soluciones tecnológicas, mejoras operativas e resiliencia mejorada y política de toma de soluciones tecnológicas, mejoras operativas e inversiones en infraestructura. decisiones en base a la evidencia. inversiones en infraestructura.

Movimiento de personas La categoría de Movimiento de Personas incluye estrategias para peatones, ciclistas, transporte público y vehículos de pasajeros. Las estrategias tienen el objetivo de facilitar un cruce fronterizo más eficiente y acceder a Puerto de Entrada mientras que mejoran la experiencia propiamente dicha (Tabla RE.3).

Tabla RE.3 Estrategias Innovadoras del Movimiento de Personas

No. Nombre de la Estrategia

PM1 Procesamiento mejorado/prioritario para peatones y ciclistas PM2 Registros/lectura previos al cruce de vehículos ligeros. PM3 Programa de viajero de confianza diario PM4 Servicios/beneficios para peatones y ciclistas PM5 Red/carriles dedicados para bicicletas

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No. Nombre de la Estrategia

PM6 Centro de movilidad inteligente/centro de movilidad PM7 Servicio de transporte público transfronterizo PM8 Información integrada para viajeros PM9 Operaciones de carriles dinámicos

Movimiento de Mercancías La categoría de Movimiento de Mercancías incluye estrategias que facilitan el cruce y el procesamiento eficiente de carga y vehículos comerciales (Tabla RE.4).

Tabla RE.4 Estrategias Innovadoras del Movimiento de Mercancías

No. Nombre de la Estrategia

GM1 Procesamiento de carga unificada GM2 Sistema de citas/ventanilla de llegada y área de preparación GM3 Operaciones de carriles dinámicos en base a demanda y con cita GM4 Horario de operaciones flexible que responda a la demanda GM5 Sistemas de protección y seguridad mejorados con tecnología y procesos modernos GM6 Nuevo programa C-TPAT/FAST para materias primas no fabricadas GM7 Corredores para camiones con sobrepeso GM8 Sistemas de transporte inteligente (ITS, por sus siglas en inglés) regionales GM9 Sistema de monitoreo y rastreo de cargamentos

Coordinación/colaboración Las estrategias en la categoría de Colaboración/Coordinación sirven para fomentar la coordinación binacional y la gestión de la región fronteriza de California-Baja California al operar el sistema de cruces fronterizos como una red, permitiendo eficiencias binacionales y estrategias para una mejor comunicación en todas las agencias fronterizas (Tabla RE.5).

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Tabla RE.5 Estrategias Innovadoras de Colaboración/Coordinación

No. Nombre de la Estrategia

CC1 Programa bilingüe de educación fronteriza CC2 Resúmenes de procesos y procedimientos para personas que cruzan la frontera CC3 Grupo de expertos de la industria privada CC4 Monitoreo/sistema métrico de desempeño en la frontera CC5 Sistema regional de gestión fronteriza CC6 Almacén binacional de datos fronterizos CC7 Modelo binacional mejorado de movilidad de la región fronteriza CC8 Estudios de la región fronteriza CC9 Programa binacional de respaldo multijurisdiccional CC10 Sistema de información y retroalimentación de las comunidades fronterizas CC11 Marco de gestión de colaboración de la región fronteriza

Conceptos de informes oficiales Se desarrollaron estrategias innovadoras en documentos técnicos dentro de cada categoría: Movimiento de Personas, Movimiento de Mercancías y Colaboración/Coordinación. Se propusieron y seleccionaron opciones de informes oficiales a través de un proceso de votación en línea por parte del Grupo Técnico de Trabajo y el Comité Asesor de Políticas. Los temas de los informes oficiales seleccionados se describen más abajo (Figura RE.3). Los informes oficiales completos pueden encontrarse en el Capítulo 5 del Plan Maestro Fronterizo 2021 e incluyen discusiones sobre el concepto, desafíos, consideraciones, pasos para la implementación y costos estimados de alto nivel.

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Figura RE.3 Temas de Informes Oficiales

Tema Título Gráfico Representativo

Movimiento de Mejoras de Personas caminos inteligentes y peatonales

Movimiento de Procesamiento Mercancías de carga unificada, inspección no invasiva, ventanilla de llegada con cita y área de preparación

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Tema Título Gráfico Representativo

Colaboración/ Cómo aplicar

Coordinación la gestión Conocimiento fronteriza y el de aportes transporte público Aporte de transfronterizo coordinación CALTRANS/CHP TMC COMANDO DE regional VIGILANCIA DE CBP

Información actualizada precisa y oportuna/tiem pos de espera

INSTALACIONES WEB/TELÉFONO/RADIO SCT/MX AGENCIAS SAT/MX

INFORMACIÓN DE CRUCE FRONTERIZO

Priorización del proyecto Una de las tareas clave del Plan Maestro Fronterizo 2021 es la priorización de proyectos de Puertos de Entrada y los proyectos de transporte (Tabla RE.6). Se planea un total de 183 proyectos de Puertos de Entrada y de transporte que representan una inversión de aproximadamente $13,500 millones de dólares ($2015 USD) para la región de California-Baja California en los próximos 20 años. Los proyectos incluyen diez proyectos de Puertos de Entrada--cuatro planeados para la construcción de nuevos Puertos de Entrada y seis para la mejora y la modernización de Puertos de Entrada existentes. Los cuatro proyectos presentados para nuevos Puertos de Entrada incluyen un proyecto en los EE. UU. y un proyecto en México para el nuevo Puerto de Entrada propuesto de Otay Mesa East–Mesa de Otay II, se planea la culminación de ambos proyectos en el corto plazo (2024). Además, se recibió un proyecto en EE. UU. y un proyecto en México para un Puerto de Entrada Jacumba–Jacumé. Estos proyectos se encuentran en las etapas conceptuales iniciales de desarrollo y se planea completar ambas en 2040.

Se recibieron seis proyectos para modernizar Puertos de Entrada existentes. Se planea la culminación de cuatro de estos en el corto plazo y se planean para el lado estadounidense de la frontera. Estos incluyen la modernización de instalaciones de pasajeros y carga en Otay Mesa-Mesa de Otay I, modernización de las Instalaciones de ejecución de vehículos comerciales adyacentes a las instalaciones comerciales de Otay Mesa, Fase 2 de la modernización de las instalaciones de pasajeros en Calexico West-Mexicali I y la ampliación del puente existente sobre el canal estadounidense en Calexico East-Mexicali II. Se planea un proyecto para modernizar las instalaciones de pasajeros y carga en el lado de México del Puerto de Entrada de Tecate-Tecate para 2027, y se planea un proyecto para modernizar las instalaciones comerciales y de pasajeros en Calexico East-Mexicali II en 2030.

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Los proyectos de transporte relacionados que sirven a los puertos incluyen mejoras en carreteras, intersecciones a desnivel y proyectos ferroviarios/de transporte público que conecten los Puertos de Entrada con las redes de transporte regional. Los proyectos de infraestructura para viajes transfronterizos peatonales, en bicicleta y en otras modalidades, así como nueva tecnología y gastos capitales operativos menores y a corto plazo para reducir tiempos de espera en la frontera también están incluidos.

Tabla RE.6 Resumen de Proyectos del BMP 2021 Suma de Costos Cantidad de Proyectos (en millones de USD (2015$)) Tipo de proyecto Total EE. UU. México Total % EE. UU. % México Puertos de Entrada Nuevos 4 2 2 $521.2 68 % 32 % Puertos de Entrada 6 5 1 $443.8 93 % 7 % Existentes Carretera 99 94 5 $5,198.3 93 % 7 %

Intersección a Desnivel 8 7 1 $245.9 87 % 13 % Ferroviario/Transporte 25 22 3 $6,760.2 94 % 6 % Público Peatonal/Bicicleta/ 31 25 6 $298.1 81 % 19 % Micro-movilidad Gastos Capitales Menores y 10 7 3 $63.1 96 % 4 % Operativos a Corto Plazo Total 183 162 21 $13,530.6 92 % 8 %

El desarrollo de un nuevo Puerto de Entrada o las mejoras a un Puertos de Entrada existente y las instalaciones de transporte relacionadas son tareas complejas y prolongadas que requieren una estrecha coordinación y colaboración con agencias gubernamentales en ambos lados de la frontera. El proceso del Plan Maestro Fronterizo California-Baja California se utiliza para ayudar a priorizar los proyectos de infraestructura, así como mejorar la coordinación de la planeación y la implementación de Proyectos de Entrada y proyectos de transporte, tanto en EE. UU. como en México. Al momento de preparar el Plan Maestro Fronterizo 2021, la región fronteriza había realizado recientemente una importante modernización de infraestructura de Puerto de Entrada, que incluye una gran expansión y modernización de San Ysidro/Virginia Avenue-Puerta México/El Chaparral y Calexico West-Mexicali I (las primeras de dos fases), la apertura de CBX-Aeropuerto Tijuana en diciembre de 2015 y avances importantes para el nuevo Puerto de Entrada Otay Mesa East-Mesa de Otay II.

Los proyectos presentados durante este BMP revelan que la finalización del nuevo Otay Mesa East- Mesa de Otay II, así como las mejoras en Otay Mesa-Mesa de Otay I, Calexico West-Mexicali I y Calexico East-Mexicali II se planea para el 2024. Si bien dos proyectos medianos que sirven a Tecate, Baja California y Calexico East se encuentran en las etapas iniciales, el análisis indica que el periodo de

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55 Resumen Ejecutivo California–Baja California Plan Maestro Fronterizo 2021 importante inversión capital para modernizar los puertos, a fin de acomodar el flujo de tránsito actual, mejorar la seguridad y cumplir los requerimientos de seguridad en la frontera, se finalizarán dentro de los próximos cinco años.

La finalización de estas importantes inversiones en los Puertos de Entrada indica que el enfoque en los próximos 20 años será la infraestructura de transporte, así como en tecnología nueva y emergente que respalde los Puertos de Entrada. Los proyectos planeados para finalizar a corto plazo (2020-2024) brindarán acceso crítico de carreteras a los Puertos de Entrada, así como mejoras al acceso peatonal y de bicicletas, y otras mejoras operativas y tecnológicas para ampliar las opciones y la información para los viajeros. La mayoría de los proyectos se encuentra dentro del horizonte de planificación a largo plazo (2031-2040), acomodando tránsito futuro a medida que la población y la actividad económica aumentan (Figura RE.4). Estos proyectos de transporte que sirven a los Puertos de Entrada ofrecerán infraestructura crítica para carreteras, ferrocarriles, transporte público, peatonal y de bicicletas, y ayudarán a acomodar millones de cruces cada año, lo que incluye a peatones, personas en bicicleta, vehículos personales y autobuses, así como camiones y trenes de carga.

Figura RE.4 Cantidad de Proyectos por Horizonte Temporal 120

100

80

60

40 Cantidad de Proyectos

20

0 Puerto de Camino Intersección Ferroviario Peatonal/ Operativo a Entrada Bicicletas Corto Plazo Corto Plazo Medio Plazo Largo Plazo No especificado

Mientras se realiza una evaluación de proyectos tradicionales en documentos de planeación aprobados, el esfuerzo del Plan Maestro fronterizo 2021 amplió su alcance para incluir conceptos visionarios y estrategias innovadoras para mejorar la forma en que las personas y las mercancías cruzarán la frontera y se movilizarán en la región binacional. Estas estrategias innovadoras, descritas anteriormente, reflejan

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Fuentes de recursos financieros El BMP no tiene una fuente de recursos financieros sostenible a largo plazo que permita la implementación de recomendaciones y proyectos identificados en el Plan Maestro Fronterizo, así como la continuidad y certeza de sus actualizaciones. Para lograr estos beneficios del Plan Maestro Fronterizo en forma continua, existe la necesidad de contar con recursos financieros consistentes y certeros. Existen muchas oportunidades potenciales de recursos financieros y fuentes para hacer del Plan Maestro Fronterizo un proceso binacional permanente, así como para implementar proyectos de transporte e infraestructura del Plan Maestro Fronterizo.

Algunas potenciales fuentes de recursos financieros para el proceso de planeación incluyen Subsidios para Comunidades Sostenibles de Caltrans, programa de Infraestructura Fronteriza Coordinada (CBI, por sus siglas en inglés) de FHWA y el Ciclo de Estudios Especiales de la División de Transporte de Caltrans (DOTP, por sus siglas en inglés). Cada uno de estos programas brinda financiamiento para el proceso de planeación, a fin de promover metas estatales ambientales, económicas y colaborativas. Algunas fuentes de potenciales recursos financieros para la implementación de proyectos de transporte del Plan Maestro Fronterizo incluye programas del Banco de Desarrollo de América del Norte (BDAN), Programas de Asistencia Comunitaria y de Préstamos (CAP, por sus siglas en inglés), el Programa de Aceptación de Donaciones (DAP, por sus siglas en inglés) de GSA/CBP, USDOT BUILD, el Programa de Mejora de Corredores de Comercio de la Comisión de Transporte de California (TCEP, por sus siglas en inglés) y FONADIN ProTram.

Pueden haber posibles oportunidades adicionales de recursos financieros y sociedades a través de asociaciones comerciales y de negocios en la comunidad fronteriza. Tales asociaciones incluyen la Cámara de Comercio de Otay Mesa, la Cámara de Comercio Regional de San Diego, el Consejo de Desarrollo Económico de Tijuana (DEITAC), la Coalición Fronteriza Inteligente, INDEX Tijuana y la Alianza Binacional Imperial-Mexicali.

Recomendaciones para el 2021 Las siguientes son las principales recomendaciones para mantener y mejorar el proceso de planeación maestro y respaldar las metas del Plan Maestro Fronterizo 2021. Estas se desarrollaron como resultado de aportes del Plan Maestro Fronterizo 2014, varias encuestas, talleres con grupos de interés, retroalimentación de estrategias innovadoras, así como retroalimentación del Grupo Técnico de Trabajo y del Comité Asesor de Políticas. Estas se agrupan en las siguientes seis categorías (Tabla RE.7):

1. Establecer procesos para actualizaciones futuras y mantener la coordinación binacional. 2. Ampliar la colaboración y la coordinación fronteriza.

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3. Gestionar la frontera como un sistema. 4. Promover el acceso multimodal para las personas en la frontera. 5. Promover la facilidad de movimiento de mercancías. 6. Ofrecer marcos y priorizaciones para los esfuerzos fronterizos.

Tabla RE.7 Recomendaciones para el 2021

No. Recomendación

Establecer procesos del Plan Maestro Fronterizo para actualizaciones futuras 1 y mantener la coordinación binacional

1.1 Desarrollar un informe anual sobre el estado del Plan Maestro Fronterizo. 1.2 Desarrollar un proceso para 5 años y planes anuales de trabajo para el BMP. 1.3 Identificar oportunidades de recursos financieros para futuras actualizaciones del Plan Maestro Fronterizo y establecer un proceso de seguimiento. 1.4 Identificar políticas nuevas y/o asuntos legislativos, tendencias y realidades de recursos financieros, así como oportunidades que impacten el Plan Maestro Fronterizo. 1.5 Incorporar esfuerzos de planeación por parte de otras agencias en el proceso del Plan Maestro Fronterizo. 1.6 Incentivar a las agencias para que incorporen principios de sostenibilidad en sus estudios y esfuerzos de planeación.

2 Ampliar la colaboración y la coordinación fronteriza

2.1 Explorar la colaboración transfronteriza e identificar opciones marco. 2.2 Explorar oportunidades para una mayor difusión pública binacional. 2.4 Realizar estudios de la región fronteriza para abordar la justicia ambiental. 2.4 Establecer métricas de desempeño binacional. 2.5 Explorar la oportunidad de servicio de transporte público transfronterizo.

3 Gestionar la frontera como un sistema.

3.1 Continuar colaborando con agencias fronterizas a través del Intercambio de Pares del Pronóstico de la Frontera EE. UU. - México para armonizar y compartir información sobre la recopilación de datos y proyectar metodologías. 3.2 Establecer un marco de gestión fronteriza. 3.3 Establecer un sistema de monitoreo de desempeño en la frontera.

RE–18 Caltrans | SIDURT | Oficina de Servicio de SANDAG

58 Resumen Ejecutivo California–Baja California Plan Maestro Fronterizo 2021

No. Recomendación

3.4 Considerar opciones para la eficiencia operativa de la red fronteriza.

4 Promover el acceso multimodal en la frontera.

4.1 Ampliar el cambio de modalidad, así como las oportunidades o conexiones de acceso de transporte público. 4.2 Explorar oportunidades piloto para aquellos que cruzan caminando.

5 Promover la facilidad de movimiento de mercancías.

5.1 Explorar oportunidades para pilotear e implementar tecnologías de inspección eficiente en Puertos de Entrada. 5.2 Explorar oportunidades de tecnologías previas al cruce. 5.3 Explorar oportunidades de camiones electrificados.

6 Ofrecer marcos y priorizaciones para los esfuerzos fronterizos.

6.1 Desarrollar informes oficiales priorizados para futuras mejoras fronterizas. 6.2 Desarrollar un alcance de trabajo para un modelo de transporte binacional. 6.3 Revaluar los criterios de los proyectos fronterizos. 6.4 Explorar oportunidades y ampliar la funcionalidad del portal de información. 6.5 Identificar y rastrear continuamente oportunidades de recursos financieros para proyectos binacionales.

Conclusión El desarrollo de un Puerto de Entrada y mejoras relacionadas en la infraestructura de transporte es una tarea compleja y prolongada que requiere una estrecha coordinación y colaboración con agencias del gobierno en ambos lados de la frontera. El proceso del Plan Maestro Fronterizo de California-Baja California es una herramienta que puede utilizarse para ayudar a priorizar proyectos de infraestructura, así como mejorar la coordinación de la planeación y la implementación de Puertos de Entrada y proyectos de transporte, tanto en EE. UU. como en México. Un enfoque integral ayuda a las agencias en EE. UU. y en México a esbozar estrategias y acordar prioridades a corto, mediano y largo plazo, a fin de realizar proyectos necesarios que faciliten eficientemente el comercio internacional y que mejoren la calidad de vida de los residentes de la región fronteriza. El Plan Maestro Fronterizo 2021 de California- Baja California es el resultado de un proceso continuo que comenzó en 2006, con su primer reporte en 2008 y una actualización en 2014.

Caltrans | SIDURT | Oficina de Servicio de SANDAG RE–19

59 Resumen Ejecutivo California–Baja California Plan Maestro Fronterizo 2021

Los logros clave de la Actualización del Plan Maestro Fronterizo 2021 de California-Baja California son:

1. Se gestionó y se incorporó efectivamente la difusión y la retroalimentación de los grupos de interés en el proceso de actualización del Plan Maestro Fronterizo. 2. Se desarrollaron estrategias innovadoras para hacer que el cruce fronterizo sea más eficiente a través del uso de nueva tecnología y de la implementación de estrategias de colaboración efectivas para la coordinación binacional. 3. Se actualizaron listas de proyectos prioritarios de transporte y de Puertos de Entrada, así como se actualizaron los criterios de evaluación. 4. Se realizaron tres reportes oficiales que exploran en mayor profundidad las estrategias innovadoras y abren oportunidades para futuros alcances de trabajo relacionados con la frontera. 5. Se identificaron fuentes de recursos financieros continuos para el proceso del Plan Maestro Fronterizo de California-Baja California. 6. Se prepararon recomendaciones para mantener y mejorar el proceso de planeación maestro de la frontera. 7. Se desarrolló una página web del Plan Maestro Fronterizo de California-Baja California y un Mapa de su historia para incentivar la comunicación continua entre las agencias participantes y ayudar a comunicar la historia de la frontera (calibajabmp.org).

El Plan Maestro Fronterizo de California-Baja California se concibió para que se amplíe y se adapte, dando como resultado un proceso de planeación maestro coordinado que refleja tendencias y prioridades actuales.

RE–20 Caltrans | SIDURT | Oficina de Servicio de SANDAG

60

Transportation Committee Item: 7 June 4, 2021 Annual Report to Legislature on Public Transit

Overview Assembly Bill 805 (Gonzalez, 2017) requires the Board of Action: Recommend Directors to provide a report, developed through the The Transportation Committee is asked to Transportation Committee, to the State Legislature on or recommend that the Board of Directors before July 1 of each year that outlines the region’s approve submission of the Annual Public public transit needs, transit funding criteria, Transit Report to the State Legislature. recommended transit funding levels, additional work on public transit, and specifies the funds spent explicitly on Fiscal Impact: public transportation. None. Key Considerations Schedule/Scope Impact: Assembly Bill 805 (Gonzalez, 2017) requires This report is a reflection of the public transit system that that SANDAG submit an annual report on was in place in FY 2020. Despite occurring for only a public transit to the State Legislature by July 1 part of the report’s target fiscal year, the COVID-19 of each year. pandemic has been the defining challenge for transportation systems since March 2020. Recent technology changes, shared mobility, and new modes being used for travel have influenced the number of people taking transit, but nothing in recent years has made nearly as significant an impact as the pandemic has. At the peak of the pandemic’s economic impact in April 2020, vehicle miles traveled in the San Diego region had fallen by 44% and ridership on Metropolitan Transit System (MTS) transit services had decreased by 80%. As the economy reopens, SANDAG is continuing to monitor trends in teleworking to identify the best ways to keep San Diegans connected in a future where fewer people need to commute to work each day. Public transportation operators in the region, including MTS and North County Transit District (NCTD), adapted to these drastic declines in ridership mostly through reprioritized vehicle use while avoiding most service reductions. Specialized transportation providers pivoted to meet the needs of seniors and other vulnerable populations. To best serve the population of essential workers who relied on transit to commute to work each day even during the pandemic, the transit operators leveraged federal Coronavirus Aid, Relief, and Economic Security Act stimulus funding to maintain service at existing levels. MTS and NCTD also collaborated to provide free COVID-19 testing at transit hubs and eventually free rides to and from vaccination appointments when they began to roll out to members of the community. Despite challenges presented by the COVID-19 pandemic, SANDAG and its partners in the region continued work on essential transportation infrastructure projects to help build a more connected and sustainable San Diego. SANDAG worked with NCTD to implement the first mobility hub pilot in North County through NCTD’s Strategic Multimodal Transit Implementation Plan, while collaboration with MTS opened the El Cajon Boulevard Busway. SANDAG and Caltrans kicked off the development of five Comprehensive Multimodal Corridor Plans while bicycle infrastructure projects continued as part of the SANDAG Regional Bike Plan Early Action Program. Importantly, rail improvements along the Los Angeles – San Diego – San Luis Obispo Rail Corridor, including vital stabilization efforts for the Del Mar Bluffs, continued while alternative routes are being analyzed. As SANDAG finalizes its draft 2021 Regional Plan, it continues to advance public transportation projects that will help realize that vision. The attached report provides an overview of the existing conditions that public transit operates in and includes five primary elements, covered in a series of appendices, that reflect this commitment toward a fully realized public transportation system—one that is integrated with a more complete transportation system overall (Attachment 1). Next Steps Pending recommendation by the Transportation Committee, the Board is scheduled to consider the report at its June 11, 2021, meeting for submission to the State Legislature.

Coleen Clementson, Director of Regional Planning Key Staff Contacts: Jennifer Williamson, (619) 699-1959, [email protected] Attachment: 1. FY 2020 Annual Report to the California State Legislature on Public Transit in the San Diego Region

2 Attachment 1

FY 2020 Annual Report to the Legislature on Public Transit in the San Diego Region Assembly Bill 805 (AB 805) (Gonzalez, 2017) requires the SANDAG Board of Directors to provide an annual report, developed through the Transportation Committee, to the State Legislature that outlines the region’s efforts to support public transportation. The legislation, its criteria, and all required data are detailed in this report’s appendices. 2020: A Year Like None Other In 2020, the COVID-19 pandemic severely disrupted the lives of people and economies, and the impact on public transit in the San Diego region was great. Beginning in early to mid-March of 2020, the pandemic altered the travel behavior of millions of Americans, and the San Diego region was no exception. At the onset of the pandemic in the spring of 2020, vehicle miles traveled (VMT)—the total distance traveled by all vehicles on the road—fell regionwide by 44% and traffic volumes fell by 41%, leading to higher average vehicle speeds and an increase in traffic safety incidents. By the end of June 2020, however, traffic flows nationwide were back up to 90% of pre-pandemic levels. A similar return of traffic congestion was seen in the San Diego region.1 Ridership on public transit during the pandemic fell significantly in the region, mirroring national trends. Overall in 2020, the San Diego Metropolitan Transit System (MTS) had an average of 145,000 riders per weekday in 2020 – a 48% decrease from the previous year. MTS ridership has been trending upwards through the first half of 2021, as vaccinations roll out and restrictions are lifted. The North County Transit District (NCTD) had an average of nearly 27,000 weekday riders in 2020 – a 21% decrease over the previous year. Both agencies typically carry large numbers of college and university students, so those riders are expected to return as schools begin to reopen in fall 2021. Despite these declines in ridership in 2020, essential workers still relied on public transit to travel to and from work, and it provided people throughout the region with critical connections – particularly for COVID-19- related health care as people traveled to get tested and vaccinated.2 Both MTS and NCTD have offered free rides to vaccination appointments, and free public COVID-19 testing has been available at Trolley stations. There were other successes: since June 2020, MTS has been operating over 95% of its scheduled service at pre-COVID-19 levels; NCTD maintained more than 99% of BREEZE bus revenue hours during COVID-19; and MTS’ ridership retention was higher than the national average. The federal CARES Act in 2020 provided critical stimulus for local transportation agencies to maintain service and prevent layoffs, with $220 million supporting MTS and $96 million supporting NCTD.3 On another front, SANDAG has extended grant programs for specialized transportation for seniors and individuals with disabilities and revised the scope of those programs to better serve those populations impacted by the pandemic. For example, due to COVID-19, some grantees have - with SANDAG's approval - pivoted to alternative services such as deliveries of meals, personal protective equipment, and prescriptions to meet the urgent and essential needs of seniors and individuals with disabilities.4

1 SANDAG 2019 State of the Commute 2 MTS and NCTD Will Offer Free Rides to Vaccination Appointments, MTS 3 Times of San Diego / NCTD 4 SANDAG Board of Directors, 26 March 2021

3

While the region saw a significant shift toward telework in 2020, many of those who worked from home last year are now returning to their place of employment.5 By March 2021, some corridors even exceeded 2019 traffic volumes.6 And telework has always only worked for a small percentage of employees in the region: more than 60% of jobs, many of which are lower income jobs in the service industry, require employees to travel to work. Public transportation will continue to provide travelers in our region with valuable alternatives to driving alone, whether they travel to work or telework from home. In late 2021, the region’s Mid-Coast Trolley extension will provide people with new options for mobility between San Ysidro and the UC San Diego campus, health care centers such as the VA Medical Center, and popular shopping areas in La Jolla and University City. Along the Interstate 5 Corridor in this part of the region, people will have new transportation options designed to alleviate congestion, including the trolley, COASTER enhancements, and the new Coastal Rail Trail. Vital Work Continues NCTD recently completed a strategic planning initiative known as Strategic Multimodal Transit Implementation Plan, which will provide insight into travel patterns and demand and identify service and capital improvements to support the agency’s efforts to provide high-quality transit services.7 SANDAG partnered with NCTD to pilot mobility hub services at some NCTD stations, including a pilot of the Carlsbad Connector. At its peak in February 2020, it transported more than 400 riders per week between the Carlsbad Poinsettia COASTER station and nearby office parks but was suspended during COVID. NCTD plans to implement a new pilot on-demand service in 2021 within the cities of Carlsbad and San Marcos to provide commuters with additional flexible and convenient transportation options. In January 2020, the City of San Diego and MTS, with support from SANDAG and the El Cajon Boulevard Business Improvement Association, began operating a pilot shared bus and bike lane along El Cajon Boulevard in San Diego’s Mid-City neighborhoods.8 The pilot seeks to reduce the impacts of vehicle traffic on transit operations and offer a proof of concept for quick-build transit enhancements that can be replicated throughout San Diego County. Looking forward, MTS is transitioning to zero emission buses; adding a new east-west Rapid route in the South Bay area; renovating and expanding its busiest transfer station, the 12th & Imperial Transit Center in Downtown San Diego; and renovating its San Ysidro Transit Center. MTS and NCTD are also close to launching a new, regional account-based fare system called PRONTO that will allow riders to load money to their PRONTO account and then pay as they go, ensuring riders always get the best fare. Other work in progress includes stabilization of sensitive coastal bluffs in the City of Del Mar and the launch of the long-term realignment study to move the corridor from the bluffs; station improvements at the Carlsbad Poinsettia station and double tracking throughout the City of San Diego; five Comprehensive Multimodal Corridor Plans which include the development of a new Central Mobility Hub to provide connections throughout the county and a much-needed transit connection to San Diego International Airport; and construction on two bike projects in the SANDAG Regional Bike Plan Early Action Program. As SANDAG finalizes its 2021 Regional Plan in late 2021, efficient and easy access to comprehensive public transportation options remains a top priority for the San Diego region.

5 SANDAG Transportation Committee, 7 May 2021 6 SANDAG Highway Data Tracker 7 NCTD Board of Directors, 18 June 2020 8 The Boulevard Bus Way, MTS

4 Appendices

Appendix A: Public Transit Needs ...... Appendix B: Transit Funding Criteria ...... Appendix C: Additional Work on Public Transit ...... Appendix D: Recommended Transit Funding Levels ...... Appendix E: Funds Spent on Public Transit (FY 2020) ......

Section 9795

Section 9795 of the California State Government Code states the following:

(a)(1) Any report required or requested by law to be submitted by a state or local agency to the Members of either house of the Legislature generally, shall instead be submitted as a printed copy to the Secretary of the Senate, as an electronic copy to the Chief Clerk of the Assembly, and as an electronic or printed copy to the Legislative Counsel. Each report shall include a summary of its contents, not to exceed one page in length. If the report is submitted by a state agency, that agency shall also provide an electronic copy of the summary directly to each member of the appropriate house or houses of the Legislature. Notice of receipt of the report shall also be recorded in the journal of the appropriate house or houses of the Legislature by the secretary or clerk of that house.

(2) In addition to and as part of the information made available to the public in electronic form pursuant to Section 10248, the Legislative Counsel shall make available a list of the reports submitted by state and local agencies, as specified in paragraph (1). If the Legislative Counsel receives a request from a member of the public for a report contained in the list, the Legislative Counsel is not required to provide a copy of the report and may refer the requester to the state or local agency that authored the report, or to the California State Library as the final repository of public information.

(b) No report shall be distributed to a Member of the Legislature unless specifically requested by that Member.

(c) Compliance with subdivision (a) shall be deemed to be full compliance with subdivision (c) of Section 10242.5 .

(d) A state agency report and summary subject to this section shall include an Internet website where the report can be downloaded and telephone number to call to order a hard copy of the report. A report submitted by a state agency subject to this section shall also be posted at the agency's Internet website.

(e) For purposes of this section, “report” includes any study or audit.

5

Appendix A: Public Transit Needs

A comprehensive list of transit projects identified by SANDAG and the region’s transit operators that would meet the transit needs of the San Diego region is included in the 2019 Federal Regional Transportation Plan (2019 Federal RTP)1. The 2019 Federal RTP presents the overall vision for how the San Diego region will grow through 2050, including all the transportation-related investments that will be needed to support that vision. The 2019 Federal RTP includes two transportation networks. The “revenue constrained transportation network” will be built with the financial resources the region can reasonably expect to be available between now and 2050. It also incorporates an “unconstrained transportation network,” which contains all transportation projects that could potentially benefit mobility in the region without regard to anticipated revenues. The revenue constrained network relies on estimates of future funds, and therefore funding for some of the projects included in the network remains uncertain. Figures 1.1-1.3 represent transit and active transportation projects in the 2019 Federal RTP revenue constrained and unconstrained networks. Each project is ranked depending upon a variety of metrics. These metrics can be found in the discussion of transit funding criteria (Appendix B). Each year, the Metropolitan Transit System (MTS) and North County Transit District (NCTD) are required to submit a Service Implementation Plan (SIP) to SANDAG in advance of the budget approval process. The SIPs list the operational changes each transit operator implemented or plans to implement in order to balance proposed fiscal year budgets. A summary of the service area needs identified by each transit operator in their Service Implementation Plan is outlined in a Figure 2 below.

1 The FY 2018 AB805 Report referenced the constrained and unconstrained project lists in San Diego Forward: The 2015 Regional Plan. This report utilizes the 2019 Federal RTP, which is the more recently adopted document.

6 Appendix A

Figure 1.1: Regional Public Transit Needs (Transit Facilities) Service Route Description HSR 598 Commuter Rail Overlay (Temecula to Airport ITC) HSR -- Extension from Airport ITC to San Ysidro/ Otay Mesa Double tracking, grade separation at Leucadia Blvd and two other COASTER 398 locations, stations/platforms at Convention Center/Petco Park and Del Mar Fairgrounds, and extension to Gaslamp and Camp Pendleton COASTER 398 COASTER extension to National City SPRINTER efficiency improvements; double tracking Oceanside to Escondido; includes six rail grade separations at El Camino Real, SPRINTER 399 Melrose Dr, Vista Village Dr/Main St, North Dr, Civic Center, Auto Pkwy and Mission Ave and a Branch Extension to Westfield North County1 SPRINTER 588 SPRINTER Express Trolley 510 Mid-Coast Trolley Extension Blue Line/Mid-Coast Frequency Enhancements and rail grade Trolley 510 separations at 28th St, 32nd St, E St, H St, Palomar St, Taylor and Ash St, and Blue/Orange Track Connection at 12th/Imperial Orange Line Frequency Enhancements and four rail grade separations Trolley 520 at Euclid Ave, Broadway/Lemon Grove Ave, Allison Ave/University Ave, Severin Dr Orange Line Express - El Cajon to San Diego International Airport Trolley 522 Intermodal Transit Center (ITC) Trolley 540 Blue Line Express - Santa Fe Depot to San Ysidro via Downtown SDSU to Palomar Station via East San Diego, Southeast San Diego, Trolley 550 National City SDSU to Downtown San Diego via El Cajon Blvd/Mid-City (transition of Trolley 560 Mid-City Rapid to Trolley) Trolley 561 UTC COASTER Connection COASTER Connection to Sorrento Mesa/Carroll Canyon (extension of Trolley 561 Route 510) San Ysidro to Carmel Valley via Chula Vista, National City, Southeast Trolley 562 San Diego, Mid-City, Mission Valley, and Kearny Mesa Trolley 563 Pacific Beach to El Cajon Transit Center via Balboa and Kearny Mesa Otay Mesa East Border Crossing to Western Chula Vista via Otay Trolley 564 Ranch/Millennia Palomar St Trolley Station to Carmel Valley via Trolley 566 Mid-City, Kearny Mesa (Route 562 Express) 510, 520, Trolley 540, 522, and Downtown Trolley Tunnel 560 Rapid 2 North Park to Downtown San Diego via 30th St, Golden Hill La Mesa to Ocean Beach via Mid-City, Hillcrest, Rapid 10 Old Town Spring Valley to SDSU via Southeast San Diego, Downtown, Hillcrest, Rapid 11 Mid-City Rapid 28 Point Loma to Kearny Mesa via Old Town, Linda Vista

7 Appendix A

Figure 1.1: Regional Public Transit Needs (Transit Facilities) Service Route Description Old Town to Sorrento Mesa via Pacific Beach, Rapid 30 La Jolla, UTC Rapid 41 Fashion Valley to UTC/UC San Diego via Linda Vista and Clairemont El Cajon Transit Center to San Diego International Airport ITC via SR Rapid 90 94, City College (peak only) Rapid 103 Solana Beach to Sabre Springs Rapid station via Carmel Valley Rapid 120 Kearny Mesa to Downtown via Mission Valley Temecula (peak only) Extension of Escondido to Downtown Rapid Rapid 235 (formerly Route 610) Rapid 430 Oceanside to Escondido (peak only) Rapid 440 Carlsbad to Escondido Transit Center via Palomar Airport Rd Rapid 471 Downtown Escondido to East Escondido UTC/UC San Diego to Oceanside via Hwy 101 Coastal Communities, Rapid 473 Carmel Valley Rapid 474 Oceanside to Vista via Mission Ave/Santa Fe Road Corridor Camp Pendleton to Carlsbad Village via College Blvd, Plaza Camino Rapid 477 Real SDSU to Palomar Station via East San Diego, Southeast San Diego, Rapid 550 National City2 Rapid 635 Eastlake to Palomar Trolley via Main St Corridor SDSU to Spring Valley via East San Diego, Rapid 636 Lemon Grove, Skyline Rapid 637 North Park to 32nd St Trolley via Golden Hill Iris Trolley to Otay Mesa via Otay, Airway Dr, Rapid 638 SR 905 Corridor Iris Trolley Station to North Island via Imperial Beach and Silver Strand, Rapid 639 Coronado Route 640A: I-5 - San Ysidro to Old Town Transit Center via City 640A Rapid College 640B Route 640B: I-5 Iris Trolley/Palomar to Kearny Mesa via City College Chula Vista to Palomar Airport Rd Business Park via I-805/I-5 (peak Rapid 650 only) Downtown to UTC via Kearny Mesa Guideway/ Rapid 652 I-805 Mid-City to Palomar Airport Rd via Kearny Mesa/ Rapid 653 I-805/I-5 688 San Ysidro to Sorrento Mesa via I-805/I-15/SR 52 Corridors; Otay Mesa Rapid 689 Port of Entry (POE) to UTC/Torrey Pines via Otay Ranch/Millennia,I-805 690 Corridor; Mid City to Sorrento Mesa via I-805 Corridor. All Peak Only Grossmont Center to Otay Town Center/Millennia via Southwest Rapid 692 College, SR125, Spring Valley Rapid 709 H St Trolley to Millennia via H St Corridor, Southwestern College Rapid 870 El Cajon to UTC via Santee, SR 52, I-805 Rapid 890 El Cajon to Sorrento Mesa via SR 52, Kearny Mesa

8 Appendix A

Figure 1.1: Regional Public Transit Needs (Transit Facilities) Service Route Description Extension of Iris Trolley Station to Otay Mesa Port of Entry (POE) with Rapid 905 new service to Otay Mesa East POE Rapid 910 Coronado to Downtown via Coronado Bridge Rapid 940 Oceanside to Sorrento Mesa via I-5, Carlsbad, Encinitas (peak only) Kearny Mesa to Downtown via SR 163. Stations at Sharp/Children's Rapid SR 163 DARs Hospital, University Ave, and Fashion Valley Transit Center Shuttle 448/449 San Marcos Shuttle3 Streetcar 551 Chula Vista Downtown4 Streetcar 552 National City Downtown4 Streetcar 553 Downtown San Diego: Little Italy to East Village4 Streetcar 554 Hillcrest/Balboa Park/Downtown San Diego Loop4 Streetcar 555 30th St to Downtown San Diego via North Park/Golden Hill4 Streetcar 557 El Cajon Downtown4 Streetcar 558 Escondido Downtown4 Streetcar 559 Oceanside Downtown4 Streetcar 565 Mission Beach to La Jolla via Pacific Beach4 Airport Express – Airport Express Routes5 Local – Local Bus Routes - 15 minutes in key corridors Local – Local Bus Routes - 10 minutes in key corridors Intermodal – San Diego International Airport Intermodal Transit Center Transit Center Intermodal – San Ysidro Intermodal Transit Center Transit Center Intermodal – Otay Mesa East Intermodal Transit Center Transit Center Other Improvements (Vehicles, transit system rehabilitation, Other – maintenance facilities, ITS, regulatory compliance, park and ride, and transit center expansions) Source: Table A.5 Revenue Constrained and Unconstrained Transit Facilities (2019 Federal RTP) 1 Unconstrained rail facilities (shared use freight and passengers) 2 Rapid Route 550 appeared only as a Trolley route in the Unconstrained Network 3 Capital cost to be funded by the City of San Marcos 4 Streetcar cost is representative of 10 percent of the total capital cost 5 Capital cost to be funded by aviation and other private funds

9 Appendix A

Figure 1.2: Regional Public Transit Needs (Active Transportation) Project Jurisdiction(s) Uptown – Fashion Valley to Downtown San Diego San Diego Uptown – Old Town to Hillcrest San Diego Uptown – Hillcrest to Balboa Park San Diego North Park – Mid-City – City Heights San Diego North Park – Mid-City – Hillcrest to City Heights (City Heights – Old Town San Diego Corridor) North Park – Mid-City – City Heights to Rolando San Diego

Bayshore Bikeway – Main St to Palomar Chula Vista, Imperial Beach

Coastal Rail Trail Encinitas – Chesterfield to Solana Beach Encinitas Pershing and El Prado – Cross-Park San Diego Imperial Beach San Ysidro to Imperial Beach – Bayshore Bikeway Connection San Diego Terrace Dr/Central Ave – Adams to Wightman San Diego San Diego River Trail – I-805 to Fenton San Diego San Diego River Trail – Short gap connections San Diego Coastal Rail Trail Encinitas - Leucadia to G St Encinitas San Diego River Trail – Father Junipero Serra Trail to Santee Santee Downtown to Southeast connections San Diego Coastal Rail Trail San Diego – UTC San Diego Coastal Rail Trail San Diego - Rose Canyon San Diego Coastal Rail Trail San Diego – Pac Hwy (W Washington St to Laurel St) San Diego Coastal Rail Trail San Diego – Pac Hwy (Laurel St to Santa Fe Depot) San Diego Coastal Rail Trail San Diego – Pac Hwy (Taylor St to W Washington St) San Diego Coastal Rail Trail San Diego- Pac Hwy (Fiesta Island Rd to Taylor St) San Diego City Heights /Encanto/Lemon Grove Lemon Grove, San Diego City Heights/Fairmount Corridor San Diego La Mesa, El Cajon, Rolando to Grossmont/La Mesa San Diego La Mesa/Lemon Grove/El Cajon connections Lemon Grove, La Mesa San Diego River Trail – Qualcomm Stadium to Ward Rd San Diego San Diego River Trail – Rancho Mission Rd to Camino Del Rio North San Diego Coastal Rail Trail Carlsbad – Reach 4 Cannon to Palomar Airport Rd Carlsbad Coastal Rail Trail Carlsbad – Reach 5 Palomar Airport Rd to Poinsettia Carlsbad Station Coastal Rail Trail Encinitas – Carlsbad to Leucadia Encinitas Coastal Rail Trail Del Mar Del Mar Coastal Rail Trail San Diego – Del Mar to Sorrento via Carmel Valley Del Mar, San Diego Coastal Rail Trail San Diego – Carmel Valley to Roselle via Sorrento San Diego Coastal Rail Trail San Diego – Roselle Canyon San Diego Chula Vista National City connections Chula Vista, National City Pacific Beach to Mission Beach San Diego

10 Appendix A

Figure 1.2: Regional Public Transit Needs (Active Transportation) Project Jurisdiction(s) Ocean Beach to Mission Bay San Diego San Diego River Trail – Bridge connection (Sefton Field to Mission Valley San Diego YMCA) San Diego River Trail – Mast Park to Lakeside baseball park Santee I-8 Flyover – Camino del Rio S to Camino del Rio N San Diego Coastal Rail Trail Oceanside - Broadway to Eaton Oceanside El Cajon – Santee connections El Cajon, La Mesa, Santee San Diego River Trail – Father JS Trail to West Hills Parkway San Diego Inland Rail Trail Oceanside Oceanside Coastal Rail Trail Carlsbad – Reach 3 Tamarack to Cannon Carlsbad Clairemont Dr (Mission Bay to Burgener) San Diego Harbor Dr (Downtown to Ocean Beach) San Diego Mira Mesa Bike Blvd San Diego Sweetwater River Bikeway Ramps National City Coastal Rail Trail Oceanside – Alta Loma Marsh bridge Oceanside Coastal Rail Trail San Diego – Mission Bay (Clairemont to Tecolote) San Diego Bayshore Bikeway Coronado – Golf course adjacent Coronado San Luis Rey River Trail Oceanside, Unincorporated Encinitas-San Marcos Corridor – Double Peak Dr to San Marcos Blvd San Marcos Escondido Creek Bikeway – Quince St to Broadway Escondido Escondido Creek Bikeway – Escondido Creek to Washington Ave Escondido Escondido Creek Bikeway – 9th Ave to Escondido Creek Escondido Escondido Creek Bikeway – El Norte Pkwy to northern bikeway terminus Escondido Encinitas to San Marcos Corridor – Leucadia Blvd to El Camino Real Carlsbad, Encinitas I-15 Bikeway – Via Rancho Pkwy to Lost Oak Ln Escondido I-15 Bikeway – Rancho Bernardo Community Park to Lake Hodges Bridge San Diego I-15 Bikeway – Camino del Norte to Aguamiel Rd San Diego I-15 Bikeway – Poway Rd interchange to Carmel Mountain Rd San Diego SR 56 Bikeway – Azuaga St to Rancho Peñasquitos Blvd San Diego I-15 Bikeway – Murphy Canyon Rd to Affinity Ct San Diego SR 56 Bikeway – El Camino Real to Caminito Pointe San Diego SR 52 Bikeway – I-5 to Santo Rd San Diego SR 52 Bikeway – SR 52/Mast Dr to San Diego River Trail San Diego I-8 Corridor – San Diego River Trail to Riverside Dr Unincorporated Chula Vista, I-805 Connector – Bonita Rd to Floyd Ave Unincorporated SR 125 Connector – Bonita Rd to U.S. –Mexico Border Chula Vista, San Diego SR 905 Connector – E Beyer Blvd to U.S.–Mexico Border San Diego, Unincorporated El Camino Real Bike Lanes – Douglas Dr to Mesa Dr Oceanside Vista Way Connector from Arcadia Vista, Unincorporated I-15 Bikeway – W. Country Club Ln to Nutmeg St Escondido El Camino Real Bike Lanes – Marron Rd to SR 78 offramp Carlsbad

11 Appendix A

Figure 1.2: Regional Public Transit Needs (Active Transportation) Project Jurisdiction(s) Carlsbad to San Marcos Corridor – Paseo del Norte to Avenida Encinas Carlsbad Encinitas to San Marcos Corridor – Kristen Ct to Ecke Ranch Rd Encinitas Encinitas to San Marcos Corridor – Encinitas Blvd/I-5 Interchange Encinitas Mira Mesa Corridor – Reagan Rd to Parkdale Ave San Diego Mira Mesa Corridor – Scranton Rd to I-805 San Diego Mira Mesa Corridor – Sorrento Valley Rd to Sorrento Valley Blvd San Diego Mid-County Bikeway – I-5/Via de la Valle Interchange San Diego Mid-County Bikeway – Rancho Santa Fe segment San Diego, Unincorporated El Camino Real Bike Lanes – Manchester Ave to Tennis Club Dr Encinitas Mid-County Bikeway – Manchester Ave/I-5 Interchange to San Elijo Ave Encinitas Central Coast Corridor – Van Nuys St to San Rafael Pl San Diego Clairemont – Centre-City Corridor – Coastal Rail Trail to Genesee Ave San Diego SR 125 Corridor – Mission Gorge Rd to Glen Vista Way Santee SR 125 Corridor – Prospect Ave to Weld Blvd Santee, El Cajon I-8 Corridor – Lakeside Ave to SR 67 Unincorporated I-8 Corridor – Willows Rd to SR 79 Unincorporated E County Northern Loop – N Marshall Ave to El Cajon Blvd El Cajon E County Northern Loop – Washington Ave to Dewitt Ct El Cajon E County Northern Loop – SR 94 onramp to Del Rio Rd Unincorporated E County Southern Loop – Pointe Pkwy to Omega St Unincorporated SR 125 Corridor – SR 94 to S of Avocado St Unincorporated Centre City – La Mesa Corridor – Gateside Rd to Campo Rd La Mesa, Unincorporated Bay to Ranch Bikeway – River Ash Dr to Paseo Ranchero Chula Vista Mid-County Bikeway – San Elijo Ave to 101 Terminus Encinitas Central Coast Corridor – Van Nuys St San Diego E County Northern Loop – El Cajon Blvd to Washington Ave El Cajon E County Northern Loop – Calavo Dr to Sweetwater Springs Blvd Unincorporated Central Coast Corridor – Torrey Pines Rd to Nautilus St San Diego Central Coast Corridor – Via Del Norte to Van Nuys St San Diego Kearny Mesa to Beaches Corridor – Ingraham St from Garnet Ave to San Diego Pacific Beach Dr Kearny Mesa to Beaches Corridor – Clairemont Dr to Genesee Ave San Diego Kearny Mesa to Beaches Corridor – Genesee Ave to Linda Vista Dr San Diego Bay to Ranch Bikeway – E J St from 2nd Ave to Paseo Del Rey Chula Vista Chula Vista Greenbelt – Bay Blvd to Oleander Ave Chula Vista Safe Routes to Transit Various Local Bike Projects/Local Pedestrian/Safety/Traffic Calming Various Regional Bicycle and Pedestrian Programs Various Safe Routes to School Various Source: Table A.5 Revenue Constrained and Unconstrained Active Transportation Projects (2019 Federal RTP)

12 Appendix A

Figure 1.3: Regional Public Transit Needs (Active Transportation – Safe Routes to Transit at Existing Stations) Project Jurisdiction(s) Plaza Camino Real Transit Center Carlsbad El Camino Real at Cannon/College Carlsbad Carlsbad Poinsettia COASTER Station Carlsbad Carlsbad Village COASTER Station Carlsbad E St Trolley Station Chula Vista Old Highway 80 between El Cajon and Alpine County – Fallbrook Fallbrook High School County – Fallbrook WB Jamacha Blvd at Sweetwater Springs Blvd County – Spring Valley Jamacha Blvd at Lamplighter Village Dr County – Spring Valley SB Sweetwater Rd at Troy St County – Spring Valley Sweetwater Rd between Jamacha Blvd and Broadway County – Spring Valley Buena Creek SPRINTER Station County of San Diego Encinitas COASTER Station Encinitas Encinitas pedestrian undercrossing connections Encinitas Escondido Transit Center Escondido Del Lago Transit Station Escondido Amaya Trolley Station La Mesa 70th St Trolley Station La Mesa National City Blvd and E 32nd St/W 33rd St National City Oceanside Transit Center Oceanside Coast Highway SPRINTER Station Oceanside Crouch St SPRINTER Station Oceanside El Camino Real SPRINTER Station Oceanside Rancho Del Oro SPRINTER Station Oceanside College Blvd SPRINTER Station Oceanside Oceanside High School Oceanside San Luis Rey Transit Center Oceanside Tri-City Medical Center Oceanside 32nd and Commercial Trolley Station San Diego – Barrio Logan Euclid Ave between Home Ave and Roselawn Ave San Diego – City Heights Alvarado Trolley Station San Diego – College Area 70th St between El Cajon Blvd and Alvarado Rd San Diego – College Area 12th and Imperial Transit Center San Diego – Downtown Harbor Dr Pedestrian Bridge San Diego – Downtown Harborside Trolley Station San Diego - Harborside Pacific Fleet Trolley Station San Diego – Harborside Washington St at Hancock St/I-5 Overcrossing San Diego – Mission Hills WB Hotel Circle S. at Bachman Pl San Diego – Mission Valley Fenton Parkway Trolley Station San Diego – Mission Valley Grantville Trolley Station San Diego – Mission Valley Morena/Linda Vista Trolley Station San Diego – Mission Valley

13 Appendix A

Figure 1.3: Regional Public Transit Needs (Active Transportation – Safe Routes to Transit at Existing Stations) Project Jurisdiction(s) 54th St between Euclid Ave and Chollas Pkwy San Diego – Oak Park EB Airway Rd at Dublin Dr San Diego – Otay Mesa EB Airway Rd at Excellante St (Southwestern College) San Diego – Otay Mesa La Media Rd at Airway Rd San Diego – Otay Mesa WB Siempre Vida Rd at La Media Rd San Diego – Otay Mesa SB Hollister St at Conifer Ave (Palm St Trolley Station) San Diego – Palm City NB S. Vista Ave at Beyer Blvd Trolley Station San Diego – San Ysidro Calle Primera between Willow Rd and Via de San Ysidro San Diego – San Ysidro Sorrento Valley COASTER Station San Diego – Sorrento Valley SB Gilman Dr at Villa La Jolla Dr San Diego – University City EB Eastgate Mall between I-805 and Miramar Rd San Diego – University City Palomar College SPRINTER Station San Marcos San Marcos Civic Center SPRINTER Station San Marcos Cal State San Marcos SPRINTER Station San Marcos Nordahl Rd SPRINTER Station San Marcos Rancheros Dr/State Department of Rehabilitation San Marcos Solana Beach COASTER Station Solana Beach Melrose Dr SPRINTER Station Vista Vista Transit Center Vista Civic Center–Vista SPRINTER Station Vista Sweetwater Rd between Jamacha Blvd and Broadway County – Spring Valley Source: Table A.5 Revenue Constrained and Unconstrained Active Transportation Retrofits - Safe Routes to Transit at Existing Stations (2019 Federal RTP)

14 Appendix A

Figure 2: Operator Identified Service Area Needs

MTS Identified Service Area Needs Service Route Description Local bus 1 Relocate western terminal from Fashion Valley to Washington Street Station for Blue and Green Line connections. Local bus 3 Increase Saturday frequency. Local bus 4 Increase weekday base frequency; match Saturday frequency on Sundays. Local bus 8 Reconfigure route and schedule for Mid-Coast LRT Extension implementation. Extend route to Balboa Station. Local bus 9 Reconfigure route and schedule for Mid-Coast LRT Extension implementation. Local bus 10 Extend weekday 15-minute frequency to end of day and match Saturday frequency on Sundays. Local bus 12 Match Saturday frequency on Sundays. Local bus 13 Increase span of service and increase weekend frequency. Local bus 27 Reconfigure route to serve Balboa Station and adjust schedule for Mid- Coast LRT Extension implementation. Increase weekday and Saturday frequency and add Sunday service. Local bus 28 Increase weekday frequency and match Saturday frequency on Sundays. Local bus 30 Reconfigure route and schedule for Mid-Coast LRT Extension implementation. Local bus 31 Add midday weekday service. Local bus 43 Implement new route as specified in Mid-Coast Feeder Bus Study. Express bus 50 Discontinue route and replace with Blue Line service over Mid-Coast LRT extension and enhanced local services. Local bus 88 Increase weekday span of service; increase Saturday service and add Sunday service to match new weekday schedule. Express bus 105 Reconfigure route and schedule for Mid-Coast LRT Extension implementation. Express bus 110 Add two roundtrips to extend peak period span. Local bus 140 Implement new route as specified in Mid-Coast Feeder Bus Study. Express bus 150 Discontinue route and replace with Blue Line service over Mid-Coast LRT extension and enhanced local services. Rapid 201/202 Reconfigure route and schedule for Mid-Coast LRT Extension implementation. Rapid 215 Increase midday weekday frequency. Rapid 225 Restore service to Otay Mesa Transit Center; increase midday frequency. Rapid 235 Extend weekday span of service by one hour; increase Saturday frequency. Rapid 280 Increase service to pre-Covid levels. Express Rapid 290 Increase Service to pre-Covid levels. Express Local bus 705 Add Sunday service. Local bus 709 Restore weekday limited stop service 709L to Southwestern College. Local bus 712 Restore weekday limited stop service 712L to Southwestern College. Local bus 848 Increase frequency and span of service seven days of the week.

15 Appendix A

Local bus 851 Increase weekday frequency and span of service and add weekend service. Local bus 854 Add weekend service. Local bus 855 Increase weekend frequency. Local bus 901 Increase weekday frequency and increase Sunday frequency to match Saturday schedule. Local bus 905 Restore service to Otay Mesa Transit Center. Local bus 909 Restore weekday service to Otay Mesa Transit Center. Local bus 928 Increase weekend frequency and span of service. Local bus 929 Complete 24-hour frequency seven days of the week and extend route northward into downtown at night. Local bus 945 Increase Saturday frequency. Local bus 950 Restore service to Otay Mesa Transit Center. Local bus 961 Extend weekday span of service and match Saturday schedule on Sunday. Local bus 963 Increase weekend frequency and Saturday span of service. Local bus 965 Increase weekday and Saturday span of service. Local bus 968 Increase weekday frequency and add weekend service. Local bus 985 Implement new route as specified in Mid-Coast Feeder Bus Study. Airport 992 Extend 15-minute frequency to 9pm. connection Trolley Blue Line Extend service to UTC over new Mid-Coast LRT Extension. Extend 15- minute frequency between Downtown and San Ysidro to end of day. Trolley Orange Line Extend weekend 15-minute frequency to end of day. Trolley Green Line Extend weekend 15-minute frequency to end of day. Trolley Silver Line Restore service suspended due to Covid. Rapid Iris Rapid Establish Rapid service connecting Otay Mesa and Imperial Beach with Blue Line trolley at Iris Avenue Transit Center. Rapid Southwestern Establish weekday Rapid service connecting H Street Transit Center with Rapid Southwestern College and Millenia. NCTD Identified Service Area Needs Commuter rail COASTER Long term: Implement 30-minute frequencies. Increase frequencies to a total of 30 daily weekday trips and 20 daily Commuter rail COASTER weekend trips. Light rail SPRINTER Long term: Implement 15-minute peak frequencies. Local bus BREEZE Improve frequencies for service across bus route network. Local bus BREEZE 444 Discontinue route and replace with new FLEX Demand Response service. Local bus BREEZE 445 Discontinue route and replace with new FLEX Demand Response service. Demand- FLEX Implement on-demand application use to enhance demand-response service response bus and support improved BREEZE, COASTER, and SPRINTER services. Demand- FLEX Implement expanded services in the city of Carlsbad to replace and enhance response bus the service provided by BREEZE 444, BREEZE 445, and Carlsbad Connector. Demand- FLEX Implement new service in the city of San Marcos according to San Marcos response bus FLEX Demand Response Zone. Demand- FLEX 372 Discontinue service pending Title VI review. response bus Multimodal Multimodal Implement new first-mile and last-mile services regionwide. Sources: MTS FY22 Service Implementation Plan and NCTD FY22 Draft Service Implementation Plan.

16 Appendix B: Transit Project Evaluation Criteria

SANDAG prioritizes projects and their phasing through the development of project evaluation criteria and network-based performance measures as part of the 2019 Federal RTP, among other factors. Input for the criteria are received through public workshops, as well as from the region’s planning directors, the transit operators, SANDAG policy committees, and the Board of Directors. The project evaluation criteria for the 2019 Federal RTP are organized within the three goals established by the Board of Directors: (1) Innovative Mobility and Planning; (2) Healthy Environment and Communities; and (3) Vibrant Economy. Each individual criterion is nested into one of the three goals. A new set of criteria will be developed for the 2021 Regional Plan.

Project Evaluation Criteria Transit Services

Max No. Criteria Description Calculation Total Percent Policy Objectives Score

Innovative Mobility & Planning

Analysis of percentage of transit route within What is the Provides Time dedicated transit percentage of the Competitive/ guideway; dedicated Mobility Choices, 1 route located in 10 Reliable arterial lane, interrupted Complete Communities priority Transit Service rail, or Managed Lane; treatment? or HOV lane or arterial spot treatment

What is the number of Serves Daily additional daily Change in daily transit Mobility Choices, 2 15 Trips transit trips linked trips Complete Communities resulting from the 35 project?

Proximity analysis of Mobility Choices, hazard areas (dam How will the Partnerships and Provides failure, earthquake, project provide Collaboration, Binational Access to flood, landslide, 3 evacuation access 5 Collaboration with Baja Evacuation liquefaction, tsunami, for regional California, Preservation Routes and wildfire), weighted hazards? and Safety of the by population and Transportation System employment

Daily passenger miles/ Daily System What is the daily Mobility Choices, 4 daily service seat miles 5 Utilization transit utilization? Complete Communities (system wide)

Healthy Environment & Communities

A) What is the Greenhouse Environmental reduction in CO2 Gas and Reduction in CO2 Stewardship, Energy and 5 emissions from 5 30 Pollutant emissions Climate Change Mitigation implementing the Emissions and Adaptation project?

17 Appendix B

Project Evaluation Criteria Transit Services

Max No. Criteria Description Calculation Total Percent Policy Objectives Score

B) What is the reduction in smog forming Reduction in smog 5 pollutants from forming pollutants implementing the project?

What is the share Share of trips on transit of trips on the service serving all Complete Communities, Serves RCP transit service existing/planned or Regional Economic 6 Smart Growth 10 serving RCP potential Smart Growth Prosperity, Habitat and Areas Smart Growth Areas is calculated, Open Space Preservation areas? using select link analysis

Increase in time What is the Physical engaged in moderate Mobility Choices, 7 increase in 10 Activity transportation-related Complete Communities physical activity? physical activity

Vibrant Economy

A) What is the Change in daily transit increase in job Mobility Choices, Regional linked work and school 4 and school trips Economic Prosperity trips by transit?

B) How will the Acres of parkland/ project support Complete Communities, recreational areas and access to 3 Habitat and Open Space beaches within 1/4 mile recreational areas Preservation of project and beaches?

C) What is the Change in total transit increase in transit Mobility Choices, trips by disadvantaged 8 Accessibility trips by 3 35 Partnerships and community’s disadvantaged Collaboration population communities?

D) How will the Project located within project facilitate Mobility Choices, 1/4 mile of pedestrian 3 pedestrian and Complete Communities and bike facilities bike access?

E) What is the increase in transit Change in total transit Mobility Choices, trips to federally trips to/from Indian 2 Partnerships and recognized Indian reservations Collaboration reservations?

18 Appendix B

Project Evaluation Criteria Transit Services

Max No. Criteria Description Calculation Total Percent Policy Objectives Score

Enhanced cost- effectiveness measure Mobility Choices, Regional incorporates the Economic Prosperity, following components: Binational Collaboration • Project cost with Baja California, What is the cost- Project Cost- • Fuel costs Preservation and Safety of 9 effectiveness of 20 Effectiveness • Greenhouse gas the Transportation System, the project? emissions Environmental • Smog forming Stewardship, Energy and pollutants Climate Change Mitigation • Physical activity and Adaptation • Safety

Source: 2019 Federal RTP (Appendix M: Table M.3)

19 Appendix C: Additional Work on Public Transit

In addition to the regular work that SANDAG undertakes as part of its core mission to develop transportation programs and projects, there are a variety of additional efforts that are undertaken at the direction of the SANDAG Board of Directors which are transit supportive. The transit supportive studies and work that SANDAG implemented in FY 2020 are outlined below. They total over $19 million. Studies that more directly impacted transit projects are listed in Appendix E.

Additional Work on Public Transit Project Number Project Name Total Expenses Capital Improvement Program (CIP) Expenditures 1200100 TransNet EAP Program Management $2,541,900.59 Overall Work Program (OWP) Expenditures 2300000 Transportation Analysis and Modeling $1,110,248.67 2300400 Economic and Demographic Analysis and Modeling $1,257,091.32 2302400 Update of SANDAG’s Cross Border Travel Mode Component of the ABM $29,577.08 3100600 Air Quality Planning and Transportation Conformity $111,746.81 3101500 Airport Connectivity Planning $740,300.35 3102004 Regional Plan Outreach $636,654.30 3102400 Congestion Pricing Feasibility Study and Concept of Operations: I-805 DAR $6,568.80 3200300 Regional Energy/Climate Change Planning $369,999.11 3201100 Energy Roadmap Program Continuation: SDG&E $751,411.75 3201200 Advancing Climate Action Plans with Data-Driven Transportation Strategies $274,686.43 3201400 Regional Sea-Level Rise Adaptation Guidance for Transportation Infrastructure $67,007.88 3201600 Regional Collaboration to Advance Transportation System Resiliency $119,503.20 3201800 Holistic Implementation of Adaptation & Transportation Resilience Strategies $27,597.27 3300100 TransNet Smart Growth Incentive and Active Transportation Grant Programs $219,631.41 3300200 Active Transportation Planning and Programs $934,517.42 3301100 Planning for Future Coastal Rail Trail Segments $152,784.23 3310700 Transportation Demand Management Program $483,666.20 3310701 Transportation Demand Management - Smart Mobility Planning and Pilot Projects $450,880.25 3310702 Transportation Demand Management – Employer Services $1,298,075.74 3310703 Transportation Demand Management – Program and Service Delivery $511,475.04 3310704 Transportation Demand Management – Regional Vanpool Program $3,148,694.02 3310711 Transportation Demand Management – Outreach Program $748,184.50 3310713 Transportation Demand Management Mobility Hub Pilot $385,383.72 3311000 Intelligent Transportation Systems Operation $1,023,489.19 3311100 Regional Intelligent Transportation Systems Program Management $341,069.32 3311700 Transportation Performance Monitoring and Reporting $125,446.09 3321800 Planning for Operations of Mobility Hubs $57,936.35 3330700 TSM – Integrated Corridor Management Programs $119,514.65 3331200 Regional Transportation System Management and Operations Plan $226,942.07 3400100 Interregional Planning: Imperial, Orange, and Riverside Counties $39,372.15 3400200 Interregional Planning: Binational Planning and Coordination $382,565.79 3400500 Interregional Planning: Tribal Liaison Program $155,958.64 3401100 State Route 94 Multiuse Pathway Feasibility Study $34,803.25 3503000 Smart Center - Concept of Operations $302,169.73 7300000 TransNet Public Information Program $263,953.89 Total $19,450,807.21

20 Appendix D: Recommended Transit Funding Levels

SANDAG, as the Metropolitan Planning Organization and the Regional Transportation Planning Agency, is required by state and federal laws to develop and adopt a Regional Transportation Improvement Program (RTIP). The RTIP is a multi-billion-dollar, multi-year program of proposed projects for major transportation improvements in the San Diego Region. All public transit funding that is recommended for expenditure in the five-year period covered by the RTIP is Board approved as part of the FY 2021 Transit Capital Improvement Program. The table below (Figure 1) covers the approved funding levels for transit operations and maintenance projects from FY 2021 through FY 2025. Other transit related and multi-modal projects included in the FY 2022 SANDAG budget will be programmed in the 2021 RTIP in Amendment No.3. The projects programmed by these documents and reflected in this table represent committed funds of over $4.5 billion by the region through as far as FY 2028.

Figure 1: Recommended Transit and Multimodal Funding Levels FY 2020 Description Total Major Transit* Mid-Coast $258,449 Other Trolley $57,990 LOSSAN Corridor $272,046 Central Mobility Station $9,006 Bus Rapid Transit (Rapid) $28,962 Subtotal Major Transit $626,453 Other Transit** Planning, Operations, Maintenance, and Capital $3,613,993 Subtotal Operations/Maintenance $3,613,993 Major Multimodal Facilities* Interstate 805 $19,238 Complete Corridor Studies $22,158 Subtotal Major Multimodal Facilities $41,396 Multimodal facilities are included because they benefit transit. They are funded by highway funds. Active Transportation* Bicycle/Pedestrian $133,298 Subtotal Active Transportation $133,298 Transportation Systems/Demand Management*** ITS/Traffic Signal $144,063 Transportation Demand Management (TDM) $35,000 Subtotal Transportation Systems Management/TDM $179,063 TDM projects support the provision of first mile and last mile services and do outreach activities that support public transit. TOTAL $4,594,203 Previous versions of this report based recommended funding levels solely on relevant projects in the RTIP. This FY20 report uses the Transit CIPs. It does not include past expenditures in future funding level estimates. * Projects from FY 2022 SANDAG Budget (Adopted May 2021) ** Projects from FY 2022 SANDADG Budget and 2021 RTIP *** Projects from the 2021 RTIP

21 Appendix E: Funds Spent Specifically on Public Transit (FY 2020)

This section of the report identifies funds spent in FY 2020 in the provision of public transit. The projects that represent the biggest expenditures from the SANDAG budget are the Mid-Coast Trolley, South Bay Rapid, and double tracking of the COASTER corridor. The largest expenditures made by MTS and NCTD were on the operation of transit services, vehicle and facility replacements. The figures below summarize FY 2020 Expenditures (Figure 1) and list the specific SANDAG transit (Figures 2, 3 and 4) and multi-modal (Figure 5) expenditures. The SANDAG expenditures total over $540 million.

Figure 1: Summary of FY 2020 Expenditures

SANDAG – Transit Projects* $512,110,646 SANDAG – Multimodal Projects* $28,625,689 MTS $298,659,227 NCTD $111,460,058 Total Funds Spent $950,855,620 *This line item does not include the “Transportation Studies” from Appendix C. Sources: • FY 2020 SANDAG Actuals for all itemized expenditures in Figures 2-5 from each of the projects listed in the Overall Work Program and Capital Improvement Program that are transit and multi-modal projects. • MTS Comprehensive Audit Financial Report for the fiscal years ended June 30, 2020 and 2019. • NCTD Comprehensive Audit Financial Report for the fiscal years ended June 30, 2020 and 2019.

Figure 2: FY 2020 SANDAG Transit Expenditures (OWPs)

2301100 Transportation Surveys and Other Primary Data Collection $1,426389.13 310400 Regional Plan Implementation $635,780.05 3101501 New: San Diego Airport Transit Corridor Study $517,465.24 3101800 CV Light Rail Trolley Improvement Study $197,823.82 3102000 San Diego Forward: The 2021 Regional Plan and 2019 Federal RTP $7,966,928.98 3102200 NCTD Comprehensive Operations Analysis $248,452.18 3312300 Centralized Trolley Control Maintenance $250,915.63 3320100 Short-Range Transit Service Activities $609,867.60 3320200 Specialized Transportation Grant Program $123,509.33 3320201 Specialized Transportation TransNet Grant Program $49,943.80 3320300 Passenger Counting Program $116,520.99 3321000 2021 Regional Transportation Plan Transit Plan – Advance Planning $502,695.92 3321400 Enhanced Mobility for Seniors and Disabled Pass Through $1,074,312.95 3400600 LOSSAN and High-Speed Rail Corridor Planning $283,285.67 Subtotal $14,003,891.29

22 Appendix E

Figure 3: FY 2020 SANDAG Transit Expenditures (CIPs)

1139601 SuperLoop $246,772.87 1139602 East County Bus Maintenance Facility $120,006.09 1139603 Mainline Drainage $1,290,681.67 1139604 Document Control $8,765.27 1139607 OCS Insulator/Catch Cable Re $996,467.74 1142300 NCTD Bus Wash Replacement-West Division $204,523.36 1142500 LRV Procurement Support $17,258.89 1142600 TransNet Operations: I-15 Operations $7,972,896.00 1144000 TransNet Operations: SuperLoop $1,943,477.00 1145000 TransNet Operations: Mid City Rapid $2,480,286.00 1145500 TransNet Operations: South Bay BRT $6,010,349.00 1146100 TransNet Operations: Mira Mesa Rapid $1,348,113.00 1146700 NCTD E. Division Maintenance Facility $29,112.27 1201507 Centralized Train Control $216,638.44 1201509 Jt Transportation Ops Center $284,869.77 1201511 Substation SCADA Design $1,038,358.07 1201513 Los Penasquitos Lagoon Bridge $334,661.29 1201514 Airport Connection $16,252.31 1201515 Del Mar Bluffs IV $372,699.14 1201518 UCSD Mid-Coast Improvements $1,815,441.83 1210030 I-15 BRT Stations-South $1,583,536.16 1210040 Downtown BRT $18,872.46 1239801 Mira Mesa Blvd Queue Jumpers $16,911.96 1239803 I-15 S. Bay BRT Maintenance Facility $2,303.79 1239805 DT Multiuse & Bus Facility $10,160,154.21 1239806 Clairmont Mesa Blvd BRT Station $7,252.05 1239807 I-15 Mira Mesa TS Parking $2,039.63 1239809 Blue Line Stations $588,185.20 1239810 Blue Line Rail $215,527.79 1239811 Sorrento-Miramar Double Track Phase 1 $4,946.98 1239812 Oceanside Station $111,874.66 1239813 Poinsettia/Carlsbad Run-thru $16,451,366.78 1239814 San Elijo Lagoon Double Track $3,941,783.98 1239815 Sorrento Valley Double Track $21,205.90 1239816 Eastbrook to Shell Double Track $352,869.08 1239817 Carlsbad Village Double Track $27,547.90 1239819 Elvira to Morena Double Track $24,335,106.60 1240001 Sorrento to Miramar Phase II $861,180.62 1257001 San Dieguito Double Track $703,961.80 1280504 LOSSAN PE $83,523.93 1280510 San Diego River Bridge $17,465,811.13

23 Appendix E

Figure 3: FY 2020 SANDAG Transit Expenditures (CIPs)

1280513 I-805/SR 94 Bus on Shoulder Demonstration $2,132,619.17 9109900 General MTS Engineering Supplement $5,856.64 Subtotal $498,106,754.25

Figure 4: FY 2020 Senior Mini Grant Expenditures (Cycle 9, Round 2) 1270400 City of La Mesa Rides4Neighbors $62,494.00 1270800 FACT RideFACT $198,369.00 1271000 Jewish Family Service On the Go (North County Inland) $141,677.00 1271100 Peninsula Shepherd Out and About $50,804.00 1271300 Traveler's Aid SenioRide $196,551.00 1271800 Jewish Family Service On the Go (Eastern San Diego) $117,722.00 1271900 FACT CTSA & Brokerage Services $189,268.00 1272000 Jewish Family Service On the Go (Northern San Diego) $102,138.00 1272600 Traveler's Aid RIDEFinder $30,133.00 Subtotal $1,089,156.00

Figure 5: FY 2020 Multi-Modal Expenditures

Active Transportation 1129900 Bayshore Bikeway Segment 8B $44,259.19 1143700 Bayshore Bikeway Seg 4&5 $62,548.37 1223014 SR-15 Bike Path Design/Env Doc $139,200.36 1223016 CRT San Diego to Rose Creek $8,614,255.06 1223017 Barham Dr. Urban Trail Improvements $5,264,253.94 1223020 NP/MC Bikeway- Robinson Bikeway $158,598.04 1223022 Bike Fac-Old Town to San Diego $(134,276.26) 1223023 Inland Rail Trail $5,437,232.03 1223052 SD River Trail Qualcomm Segment $47,378.95 1223053 SD River Trail Carlton Oaks Se $222,151.14 1223054 Central Avenue Bikeway $365,163.90 1223055 Bayshore Bikeway- Barrio Logan $1,310,948.58 1223056 Border to Bayshore Bikeway $852,463.56 1223057 Pershing Drive Bikeway $388,264.25 1223058 Downtown to Imperial Ave Bike $1,473,318.38 1223078 NP/MC Bikeway- Landis $228,060.68 1223079 NP/MC Bikeway Howard-Orange $345,948.86 1223080 NP/MC Bikeway: Monroe $85,323.61 1223081 NP/MC Bikeway: University $1,025,923.71 1223082 NP/MC Bikeway: Georgia-Meade $562,681.40 1223083 Uptown Bikeway: E Hillcrest $769,917.95 1223084 Uptown Bikeway: Washington St $775,902.79 1223085 Uptown Bikeway: Mission Hills $4,082.26 1223086 Uptown Bikeway: Park Blvd $120,975.97

24 Appendix E

Figure 5: FY 2020 Multi-Modal Expenditures

1223087 North Park/Mid-City Orange Bikeway $47,246.33 Subtotal $28,211,823.05 Multimodal Other 1201501 I-15 South $4,405.11 1201504 I-15 FasTrak $403,685.30 1201506 I-15 DARs (Hale & Hillary) $7,311.55 1280508 SR94/I-5 to I-805 HOV Lanes $(1,535.96) Subtotal $413,866.00 TOTAL $28,625,689.05

25

Transportation Committee Item: 8 June 4, 2021 Federal Section 5310 Coronavirus Response and Relief Supplemental Appropriations Act and American Rescue Plan Act Funding Allocation Action: Recommend Overview The Transportation Committee is asked to Through the SANDAG Specialized Transportation Grant recommend that the Board of Directors Program (STGP), SANDAG distributes Federal Transit 1. Approve an amendment to the FY 2022 Administration (FTA) Section 5310 funding to support Program Budget adding $825,640 in specialized transportation projects that improve mobility funding from Coronavirus Response and for seniors and individuals with disabilities. The most Relief Supplemental Appropriations Act of recent project rankings and funding recommendations 2021 (CRRSAA) and American Rescue Plan were approved by the Board of Directors in March 2021, Act of 2021 (ARPA) to OWP Nos. 3321400 as detailed in Attachment 1. Additional Section 5310 and 3320200; and funding is available from the Coronavirus Response and Authorize staff to: Relief Supplemental Appropriations Act of 2021 2. Offer CRRSAA and ARPA funding to Cycle (CRRSAA) and the American Rescue Plan Act of 2021 11 Section 5310 grantees with non-vehicle (ARPA), as detailed in Attachment 1. This report projects in proportion to their total describes staff’s recommendation to distribute this awarded project funding if they establish a funding to Cycle 11 STGP grantees. need for COVID-19 relief; 3. Allocate any remaining funding to FACT if Key Considerations there are any grantees that do not COVID-19 has impacted not only the demand for establish a need for COVID-19 relief; and specialized transportation services, but also the ways in 4. Allocate future COVID-19 relief or stimulus which STGP grantees have responded to the essential funding received through December 2021 needs of seniors and individuals with disabilities caused and with similar program requirements by COVID-19. The intent of CRRSAA and ARPA is to consistent with the recommended action. provide COVID-19 relief and support specialized transportation services. All regular Section 5310 Fiscal Impact: requirements apply except for those specified by $743,077 in available CRRSAA and ARPA the FTA. funding would be awarded to specialized transportation projects through OWP SANDAG key considerations for the allocation of this No. 3321400 (Attachment 2), and $82,563 additional funding are detailed in Attachment 1. would be allocated for SANDAG Facilitating Access to Coordinated Transportation (FACT), administration of these projects in OWP the County Transportation Services Agency, is a STGP No. 3320200 (Attachment 3). grantee and has notified SANDAG it has a significant funding shortfall due to COVID-19. Staff proposes to Schedule/Scope Impact: offer funding to Cycle 11 Section 5310 grantees with Staff would submit a grant application to the non-vehicle projects in proportion to their total awarded FTA to obligate CRRSAA and ARPA funds for funding if they establish a need for COVID-19 relief, and the region. Staff would also offer CRRSAA and allocate any remaining funding to FACT if grantees do ARPA funding to Section 5310 Cycle 11 not establish a need for COVID-19 relief. The amount of grantees with non-vehicle projects through the funding that would be available to each grantee is contracting process. Grantees could begin using CRRRSAA and ARPA funding after summarized in Attachment 1. SANDAG’s contracting process concludes. Next Steps Pending Board approval, staff would submit a grant application to the FTA to obligate CRRSAA and ARPA funding. Staff would then allocate available CRRSAA and ARPA funding to Cycle 11 Section 5310 grantees with non-vehicle projects through the SANDAG contracting process. Grantees could begin using CRRRSAA and ARPA funding after the SANDAG contracting process concludes. Should there be any future COVID-19 relief or stimulus funding provided to the region through December 2021 with similar program requirements as the CRRSAA and ARPA, staff would disburse those funds consistent with the recommended action. Any additional funding provided to the region after December 2021 would be disbursed through the Cycle 12 STGP call for projects.

Julie Wiley, Director and Legal Counsel, Contracts and Grants Department Key Staff Contacts: Zachary Rivera, (619) 699-4892, [email protected] Attachments: 1. Discussion Memo 2. Work Element No. 3321400 Enhanced Mobility for Seniors and Disabled Pass- Through Budget Amendment 3. Work Element No. 3320200 Specialized Transportation Grant Program Budget Amendment

2 Attachment 1

Discussion Memo

Specialized Transportation Grant Program Background The SANDAG Specialized Transportation Grant Program (STGP) distributes Federal Transit Administration (FTA) Section 5310 funding and TransNet Senior Mini-Grant (SMG) funding to support specialized transportation projects that improve mobility for seniors and individuals with disabilities. Through a biennial competitive process, SANDAG distributes two years of funding from both funding sources, historically totaling approximately $7 milllion per cycle. At its March 26, 2021, meeting, the Board of Directors approved, the award of approximately $7.2 million in STGP funding through the STGP Cycle 11 call for projects. Through this action, the Board allocated $3.3 million in FY 2022 and 2023 SMG funding and $3.9 million in FFY 2019 and 2020 Section 5310 funding. Awarded projects include, but are not limited to, support for volunteer driver programs, information and referral services, and purchase of accessible vehicles. Impacts of COVID-19 on the STGP At the January 15, 2021 Transportation Committee meeting, staff provided a report detailing the impacts of COVID-19 on the STGP and how grantees and SANDAG responded to challenges brought about by COVID-19. While some grantees have recently reported an increase in the number of seniors and individuals with disabilities requesting rides, many of the challenges and impacts identified in the January 15, 2021, report remain. As of March 31, 2021, 8 of the 12 active operating and mobility management STGP projects and 4 of 12 active vehicle grantees had been granted amendments to their scopes of work. These amendments have helped meet essential and urgent needs of seniors and individuals with disabilities by permitting grantees to provide alternative services such as delivery of meals and personal protective equipment in response to COVID-19. The impacts of COVID-19 on the STGP are considerably great and varied by grantee and project. CRRSAA and ARPA Background The Coronavirus Response and Relief Supplemental Appropriations Act of 2021 (CRRSAA) and the American Rescue Plan Act of 2021 (ARPA) were signed into law on December 27, 2020, and March 11, 2021, respectively. Both measures included approximately $50 million in additional Federal Transit Adminstration (FTA) Section 5310 FFY2021 funding. Of that national total, the San Diego urbanized region was apportioned $412,817 in CRRSAA funding and $412,823 in ARPA funding. As the designated recipient of Section 5310 funding for the San Diego urbanized area, SANDAG is authorized to receive CRRSAA and ARPA funding apportioned to the region and use 10% of the $825,640 for administration and oversight purposes. The remaining 90%, or $743,077, is available as pass-through funding to subrecipients. The intent of both measures is to provide COVID-19 relief, including to those that provide specialized transportation services to seniors and individuals with disabilities through the Section 5310 program. Both measures direct recipients to prioritize payroll and operational needs, including the purchase of items that have a useful life of less than one year such as personal protective equipment (PPE) and cleaning supplies. CRRSAA and ARPA funding may also be used to pay for the operational costs of providing essential services such as transportation to vaccination sites and meal deliveries. Both measures waive the Section 5310 matching funds requirement and the requirement that 55% of funds be used for traditional projects, meaning funding can go towards non-vehicle projects at 100% federal share. FTA guidance also allows for reimbursement of eligible expenses retroactive to January 20, 2020, for both CRRSAA and ARPA funding. ARPA funding is available until September 2024, whereas there is no lapse date for CRRSAA funding. FTA Guidance on CRRSAA and ARPA Funding Allocation The SANDAG Program Management Plan (PMP), which details SANDAG’s policies and procedures for administering the STGP, calls for funding to be dispersed through a competitive process. The FTA, however, allows for recipients to deviate from their FTA-approved procedures, as outlined in the PMP, to disperse CRRSAA and ARPA funds so long as the funds are dispersed in a fair and equitable manner. Therefore, SANDAG has flexibility in how it decides to allocate CRRSAA and ARPA funding. 3 Request for Funding from Facilitating Access to Coordinated Transportation On March 19, 2021, Facilitating Access to Coordinated Transportation (FACT) submitted a written request to SANDAG for $300,000 in CRRSAA funding to “address COVID-19 related specialized transportation needs,” including increased demand for its RideFACT program. FACT is a current grantee of the STGP and serves as the Consolidated Transportation Services Agency for SANDAG. Through the STGP Cycle 10 call for projects, FACT was awarded Section 5310 funding to support three projects. The grant agreement for FACT’s Section 5310 operating project, RideFACT, was executed in November 2019 and was scheduled to terminate in November 2021. As of March 31, 2021, however, the RideFACT project had expended all funds, due in large part to providing rides for free due to COVID-19. FACT was successfully awarded funding for its RideFACT project through the STGP Cycle 11 call for projects, though Section 5310 funding is not anticipated to become available until October 1, 2021. Based on meetings with FACT, staff surmised that if FACT was awarded funding at the requested amount, FACT would provide approximately 17,600 trips through its RideFACT program at a cost per trip of $17.04, retroactive to April 1, 2021. For comparison, FACT’s effective cost per trip for its Cycle 10 RideFACT project was proposed to be $16.67, though its actual effective cost per trip was $20.22. FACT provided 82% of the one-way passenger trips that it proposed through its Cycle 10 grant agreements with SANDAG. STGP Stakeholder Survey Given the flexibility afforded SANDAG to allocate CRRSAA and ARPA funding, staff developed a survey to further assess the needs of the region’s specialized transportation providers brought about by COVID-19 and gather input on how SANDAG should allocate CRRSAA funding, which could inform its decision on the allocation of ARPA funding to FACT and other subrecipients. On April 13, 2021, staff released the survey, emailing it to a distribution list of more than 250 STGP stakeholders, including current and former grantees, former applicants, and members of the Social Services Transportation Advisory Council. Through the survey, staff presented four potential options for survey respondents to rank and provided space for other suggestions for how SANDAG should allocate CRRSAA funding. There were multiple survey options that received a plurality of support, which shows that there was not a specific preference among survey respondents. The input received, however, has helped inform staff’s recommendation. Staff Recommendation Informed by survey input, staff analyzed the advantages and disadvantages of each approach, considering the legislative intent to bring about urgent COVID-19 relief, the FTA requirement that funds be allocated in a fair and equitable manner, and the potential distribution of funds. Based on the legislative intent and the flexibility given to SANDAG, staff proposes to not hold a competitive process and to offer funding to Cycle 11 Section 5310 grantees with non-vehicle projects in proportion to their total awarded funding if they establish a need for COVID-19 relief. To the extent a grantee cannot establish need for COVID-19 relief, any remaining funding would be allocated to FACT. The amount of funding that would be available to each grantee using the Cycle 11 allocation percentages is summarized below. Grantee Recommended Funding Amount City of Vista $12,459 FACT $352,271 Jewish Family Service (JFS) $183,743 St. Madeleine Sophie’s Center (SMSC) $73,391 The Arc of San Diego $84,874 Travelers Aid Society $36,333 Total $743,071

4 Attachment 2

WORK ELEMENT: 3321400 Enhanced Mobility for Seniors and Disabled Pass Through FY 2022 BUDGET: $3,077,505 $3,820,582 AREA OF EMPHASIS: Sustainable Mobility Programs and Services

Amendment Title: Amendment to Add $743,077 in Section 5310 Pass-Through Funding Made Available Through CRRSAA and ARP

Funds Source

Prior FY 2022 FY 2023 Total

FTA 5310 Enhanced Mobility of $11,461,067 $2,871,794 $1,514,059 $15,846,920 Seniors & Individuals with Disabilities $3,614,871 $16,589,997 Other Local Funds $2,078,670 $205,711 $0 $2,284,381

Insurance Settlement $29,917 $0 $0 $29,917

TOTAL $13,569,654 $3,077,505 $1,514,059 $18,161,218 $3,820,582 $18,904,295

Funds Application

Prior FY 2022 FY 2023 Total

Other Direct Costs $8,351,533 $1,028,556 $0 $9,380,089

Pass Through to Other Agencies $5,218,121 $2,048,949 $2,792,026 $1,514,059 $8,781,129 $9,524,206

TOTAL $13,569,654 $3,077,505 $3,820,582 $1,514,059 $18,161,218 $18,904,295

OBJECTIVE The objective of this work element is to facilitate pass-through funding for Federal Transit Administration (FTA) Section 5310 grants. The administration and oversight of these grants is funded separately in Work Element No. 3320200 Specialized Transportation Grant Program. Emphasis in FY 2022 will be on procuring vehicles awarded through the Cycle 11 Specialized Transportation Grant Program Call for Projects on behalf of grantees and providing funding to grantees for operating and mobility management projects. Cycle 11 funding recommendations were approved by the Board of Directors on March 26, 2021.

PREVIOUS ACCOMPLISHMENTS Projects awarded through the Cycle 9 call for projects have been completed and Cycle 10 projects are ongoing. SANDAG staff performed site visits or desk reviews to ensure compliance with grant agreements and funding requirements.

Project Manager: Rivera, Zachary Committee(s): Transportation Committee Working Group(s):

5

PRODUCTS, TASKS, AND SCHEDULES FOR FY2022

Task % of Task Description / Product / Schedule No. Effort

1 45 Task Description: Pass-through Section 5310 funding for operating and mobility management projects Product: Pass-through funding on a monthly/quarterly reimbursement basis Completion Date: 6/30/2022

2 55 Task Description: Purchase vehicles for Section 5310 grantees Product: Accessible vehicles procured on behalf of subrecipients Completion Date: 6/30/2022

FUTURE ACTIVITIES Pass-through funding for operating and mobility management projects will continue along with vehicle purchases resulting from the Cycle 11 call for projects.

Note: The Coronavirus Response and Relief Supplemental Appropriations Act of 2021 (CRRSAA) and the American Rescue Plan Act of 2021 (ARPA) make $743,077 in Section 5310 FFY 21 funding available as pass-through to subrecipients.

6 Attachment 3 WORK ELEMENT: 3320200 Specialized Transportation Grant Program FY 2022 BUDGET: $255,381 $337,944 AREA OF EMPHASIS: Sustainable Mobility Programs and Services

Amendment Title: SANDAG Staff Administration of CRRSAA and ARPA Section 5310 projects

Funds Source

FY 2022 Total

FTA 5310 Enhanced Mobility of Seniors & Individuals $155,381 $237,944 $155,381 $237,944 with Disabilities TransNet Senior Grants Program Monitoring $100,000 $100,000

TOTAL $255,381 $337,944 $255,381 $337,944

Funds Application

FY 2022 Total

Salaries, Benefits, Indirect $254,381 $254,381

Other Direct Costs $1,000 $83,563 $1,000 $83,563

TOTAL $255,381 $337,944 $255,381 $337,944

OBJECTIVE The objective of this work element is to administer grants for the Federal Transit Administration (FTA) Enhanced Mobility of Seniors and Individuals with Disabilities (FTA Section 5310) and TransNet Senior Mini-Grant programs. Emphasis in FY 2022 will be on writing the FTA Grant for Section 5310 funding, executing grants with successful applicants through the Cycle 11 Call for Projects, implementing enhanced performance measures, streamlining grant monitoring procedures, producing data-driven performance reports, and preparing a call for projects for future competitive funding cycles.

PREVIOUS ACCOMPLISHMENTS Since 2006, SANDAG has administered eleven competitive cycles to distribute specialized transportation funds, including funds through the former FTA New Freedom and Job Access and Reverse Commute grant programs, the current Section 5310 Grant Program, and the TransNet Senior Mini-Grant program. In FY 2021, SANDAG awarded approximately $7 million in Specialized Transportation Grant Program funding through the Cycle 11 call for projects.

Project Manager: Rivera, Zachary Committee(s): Transportation Committee Working Group(s): Social Services Transportation Advisory Council, Independent Taxpayer Oversight Committee

7

PRODUCTS, TASKS, AND SCHEDULES FOR FY2022

Task % of Task Description / Product / Schedule No. Effort

1 25 Task Description: Develop and submit Section 5310 grant application to the FTA for Cycle 11-funded projects; execute grant agreements with subrecipients; procure vehicles on behalf of subrecipients Product: FTA award; grant agreements and vehicle lease agreements; completed procurement of vehicles Completion Date: 3/31/2022

2 15 Task Description: Evaluate and refine grant program management procedures; coordinate with other SANDAG grant programs to seek opportunities for greater efficiencies, streamlining, and consistency; explore software solutions for project management and performance monitoring; highlight program performance and outcomes through enhanced progress reports and SANDAG website

Product: Draft revision to the Program Management Plan with robust vehicle disposition procedures; uniform forms and templates applicable to SANDAG grant programs; initial database/tracking enhancement options; website updates and program marketing materials Completion Date: 6/30/2022

3 30 Task Description: Continue monitoring grantee progress and performance Product: Completed monitoring checklists and vehicle audits, budget tracking worksheets, subrecipient Title VI Plans, and quarterly grant status update reports Completion Date: 6/30/2022

4 30 Task Description: Update evaluation criteria and develop call for project materials for a subsequent call for projects Product: Call for project materials; staff reports and presentations Completion Date: 6/30/2022

FUTURE ACTIVITIES Future activities include administering the competitive process for a subsequent grant cycle and continuing to monitor and report on grantee performance.

Note: This amendment adds the maximum allowable $82,563 or 10% for SANDAG staff to administer Section 5310 projects funded by the Coronavirus Response and Relief Supplemental Appropriations Act of 2021 (CRRSAA) and the American Rescue Plan Act of 2021 (ARPA).

8

Transportation Committee Item: 9 June 4, 2021 Transportation Development Act: FY 2021 Productivity Improvement Program and FY 2022 Allocations

Overview The Transportation Development Act (TDA) provides Action: Recommend one-quarter percent of the state sales tax for operating and capital support of public transportation systems and The Transportation Committee is asked to non-motorized transportation projects. SANDAG as the recommend that the Board of Directors designated Regional Transportation Planning Agency, is approve the eligibility of the Metropolitan responsible for the allocation of TDA funds to the Transit System and North County Transit region’s cities, county, transit operators, and the District to receive their FY 2022 Transportation Consolidated Transportation Service Agency (CTSA). Development Act allocations of funds. Pursuant to California Public Utilities Code Fiscal Impact: Section 99244, a transit operator can be allocated no more in FY 2022 than it was allocated in FY 2021 unless Approval of the requests will allow the the region’s transportation planning agency determines requesting agencies to receive their full that the operator made a reasonable effort to FY 2022 Transportation Development Act implement the productivity improvement (TDA) revenue apportionment. Denial of the recommendations adopted after the last triennial TDA eligibility request may result in a potential audit (completed in June 2019). SANDAG evaluates reduction of funding in a future fiscal year. operator effort by tracking performance measures over a Schedule/Scope Impact: rolling three-year period, as well as an annual review of The Metropolitan Transit System and actions taken by each operator to address North County Transit District can be allocated recommendations received during the triennial audit. no more in FY 2022 than they were in Based on the performance measures monitored as part FY 2021, unless it is determined that they of the TDA Productivity Improvement Program, and the made a reasonable effort to implement the agencies responses to the audit recommendations, staff productivity improvement recommendations has determined that the Metropolitan Transit System adopted after the last triennial TDA audit. (MTS) and the North County Transit District (NCTD) have made reasonable efforts toward achieving their FY 2019 productivity improvements and should be allocated their full allocation of FY 2022 TDA Funds.

The transit industry has faced many challenges since the outbreak of the COVID-19 pandemic last year. Ridership (and revenue) declined sharply in March 2020 when the Governor of California signed Executive Order N-33-20 ordering Californians to stay at home. Recognizing the effect of the pandemic on transit revenues as well as the requirements set forth in the TDA, the Governor of California signed Assembly Bill 90 (AB 90) on June 29, 2020, which prohibits the imposition of penalties on transit operators who do not maintain their required ratios of fare revenues to operating costs in the 2019-2020 or 2020-2021 fiscal years.

Additionally, SANDAG has monitored the performance of the CTSA in accordance with the performance measures set forth in its contract and determined that it is meeting those goals.

Key Considerations The TDA Productivity Improvement Program includes all of the performance measures included in the state TDA Guidebook Section 99246(d). Additionally, SANDAG tracks multiyear trend analysis since it is recognized that steps taken by the transit agencies to improve system performance often take several years to be fully realized. The Productivity Improvement Program for FY 2021 included an evaluation of the following six TDA performance measures over a three-year period (Quarter 2 FY 2018 to Quarter 2 FY 2021): • Operating Cost Per Passenger (adjusted for annual inflation) – measures cost-effectiveness • Operating Cost Per Revenue Hour (adjusted for annual inflation) – measures cost-efficiency • Passengers Per Revenue Hour – measures service productivity • Passengers Per Revenue Mile – measures service productivity • Revenue Hours Per Employee – measures labor productivity • Farebox Recovery Ratio – measures cost-efficiency Attachments 1 and 2 include the summary and charts for each of the six performance measures by mode. The performance measures, which are reviewed quarterly by the Regional Short-Range Transit Planning Task Force, help determine if the agency is obtaining the desired results from the system and if overall performance is improving based on updated regional strategies, fare changes, and/or service operation plans. These performance measures also help the transit agencies determine where improvements can be made. Improvements can then be incorporated into each operator’s service implementation plan, which are included in the Coordinated Public Transit – Human Services Transportation Plan prepared by SANDAG. TDA Triennial Audit Recommendations In addition to the three-year performance measures monitoring associated with the annual TDA claim, the TDA Triennial Performance Audit included the development of improvement recommendations for the transit agencies. The most recent performance audit completed in June 2019 included one recommendation for MTS, and two for NCTD. These recommendations have been addressed by NCTD and MTS. Their action plans, the progress made to date to implement them, and updated responses (from Form B of the 2021 TDA Claim) are included in Attachments 3 and 4, respectively. CTSA Performance Review At the direction of the Transportation Committee, SANDAG amended its contract agreement with Full Access to Coordinated Transportation (FACT), the designated CTSA for San Diego County, in June 2019 to add performance measures. FACT’s FY 2021 Quarter 2 report is included in Attachment 5. Since there have only been six full quarters of data received since the new contract was implemented, a long-term analysis of the data like the one that is completed for the transit operators is not yet possible. However, the monitoring report shows that FACT is fully complying with all requirements in the agreement.

Next Steps SANDAG staff will continue to monitor the performance indicators on a quarterly basis.

Coleen Clementson, Director of Regional Planning Key Staff Contact: Lisa Madsen, (619) 595-1432, [email protected] Attachments: 1. FY 2021 Productivity Improvement Performance Measures Summary 2. FY 2021 Productivity Improvement Performance Measure Results by Mode 3. MTS Annual TDA Claim Form (Form B) 4. NCTD Annual TDA Claim Form (Form B) 5. CTSA Performance Monitoring Report FY 2021, Quarter 2

2 Attachment 1

FY 2021 Productivity Improvement Performance Measures Summary

This summary provides an overview of the Metropolitan Transit System (MTS) and the North County Transit District’s (NCTD) performance through Quarter 2 of FY 2021. Attachment 2 includes charts for each of the six performance measures by mode. In recent years, both MTS and NCTD have worked to improve ridership after years of decline. This downward trend was not unique to the San Diego region. MTS implemented its Transit Optimization Plan, while NCTD also implemented significant service changes to increase productivity. Both agencies also looked to stabilize ridership and revenue metrics by updating the regional fare ordinance and reinvesting resources from underutilized services into more productive areas and routes with high demand. However, with the outbreak of the COVID-19 global pandemic in early 2020, the agencies are again facing declines in ridership while working to protect the health and safety of their employees and riders. While average weekday ridership declined to approximately 92,000 passengers in April 2020, as of April 2021, average weekday ridership has increased to approximately 149,000 passengers – an increase of nearly 62%. As the State of California moves toward fully reopening, the transit operators anticipate that ridership will continue to increase back to pre-pandemic levels. MTS FY 2021 Performance

• Summary: The MTS farebox recovery ratio for MTS Fixed-Route services ended the quarter at 16%. This is below the 20% TDA minimum threshold requirement. For Americans with Disabilities Act (ADA) services, the farebox recovery rate ended the quarter at -10.3% and is also below the TDA minimum threshold of 10%. The farebox recovery rate for ADA services is reported as a negative for the quarter due to NTD requirements; revenue for ADA is recorded based on reported ticket counts, and in Quarter 2, MTS had to reclass prepaid ticket sales as unearned revenue. MTS is working to improve the efficiency of both the fixed-route and ADA service, which is outlined in their response in Attachment 3.

• MTS Trolley has seen a 148.7% increase in the operating cost per passenger, a 15.9% increase in the operating cost per revenue hour, a 53.4% decrease in passengers per revenue hour, and a 56.4% decrease in passengers per revenue mile since Quarter 2 in FY 2020.

• MTS Bus has seen a 179.7% increase in the operating cost per passenger, a 17.2% increase in the operating cost per revenue hour, a 58.1% decrease in passengers per revenue hour, and a 57.7% decrease in passengers per revenue mile since Quarter 2 in FY 2020.

• Rapid (Routes 201, 202, 204, 215, 225, 235, and 237) has seen a 343.3% increase in the operating cost per passenger, a 12.3% increase in the operating cost per revenue hour, a 74.7% decrease in passengers per revenue hour, and a 74.6% decrease in passengers per revenue mile since Quarter 2 in FY 2020.

• MTS ADA has seen a 160.2% increase in the operating cost per passenger, a 79.6% increase in the operating cost per revenue hour, a 30.1% decrease in passengers per revenue hour, and a 36.7% decrease in passengers per revenue mile since Quarter 2 in FY 2020.

3 NCTD FY 2021 Performance

• Summary: NCTD farebox recovery rate for fixed-route services has decreased, ending the quarter at 3.9%, which is below the 18.8% TDA minimum threshold requirement. For ADA services, the farebox recovery rate ended the quarter at 5%, which is below the TDA minimum threshold of 10%. However, NCTD is working to improve the operating efficiency of both the fixed-route and ADA service, as evidenced in their response in Attachment 4.

• NCTD COASTER has seen a 1,040.9% increase in the operating cost per passenger, a 156.2% increase in the operating cost per revenue hour, a 77.6% decrease in passengers per revenue hour, and an 82.3% increase in passengers per revenue mile since Quarter 2 in FY 2020.

• NCTD SPRINTER has seen a 98% increase in the operating cost per passenger, a 0.4% increase in the operating cost per revenue hour, a 50% decrease in passengers per revenue hour, and a 53% decrease in passengers per revenue mile since Quarter 2 in FY 2020.

• NCTD BREEZE (including FLEX) has seen a 123.3% increase in the operating cost per passenger, an 8.4% increase in the operating cost per revenue hour, a 51.4% decrease in passengers per revenue hour, and a 51.5% decrease in passengers per revenue mile since Quarter 2 in FY 2020.

• NCTD ADA has seen a 120.7% increase in the operating cost per passenger, a 63.7% increase in the operating cost per revenue hour, a 25.9% decrease in passengers per revenue hour, and a 31.3% decrease in passengers per revenue mile since Quarter 2 in FY 2020.

4 Attachment 2

FY 2021 Productivity Improvement Performance Measure Results by Mode

Figure 1: Operating Cost per Passenger

$300 Rail (COASTER, SPRINTER, Trolley)

$250

$200

$150

$100

$50

$0 2nd Qtr 3rd Qtr 1st Qtr 2nd Qtr 3rd Qtr 4th Qtr 1st Qtr 2nd Qtr 3rd Qtr 4th Qtr 1st Qtr 2nd Qtr FY18 FY19 FY20 FY21

COASTER SPRINTER Trolley

Figure 2: Operating Cost per Passenger

$25 Bus (MTS Bus, Rapid, and NCTD Breeze)

$20

$15

$10

$5

$0 2nd Qtr 3rd Qtr 1st Qtr 2nd Qtr 3rd Qtr 4th Qtr 1st Qtr 2nd Qtr 3rd Qtr 4th Qtr 1st Qtr 2nd Qtr FY18 FY19 FY20 FY21

MTS Bus RAPID NCTD Bus

5

Figure 3: Operating Cost per Passenger

$450 Bus (MTS and NCTD ADA Patatransit)

$400

$350

$300

$250

$200

$150

$100

$50

$0 2nd Qtr 3rd Qtr 1st Qtr 2nd Qtr 3rd Qtr 4th Qtr 1st Qtr 2nd Qtr 3rd Qtr 4th Qtr 1st Qtr 2nd Qtr FY18 FY19 FY20 FY21

MTS ADA NCTD ADA

Figure 4: Operating Cost per Revenue Hour Rail (COASTER, SPRINTER, Trolley) $7,000

$6,000

$5,000

$4,000

$3,000

$2,000

$1,000

$0 2nd Qtr 4th Qtr 1st Qtr 2nd Qtr 3rd Qtr 4th Qtr 1st Qtr 2nd Qtr 3rd Qtr 4th Qtr 1st Qtr 2nd Qtr FY18 FY19 FY20 FY21

COASTER SPRINTER Trolley

6

Figure 5: Operating Cost per Revenue Hour Bus (MTS Bus, Rapid, and NCTD Breeze) $200

$175

$150

$125

$100

$75

$50

$25

$0 2nd Qtr 3rd Qtr 4th Qtr 1st Qtr 2nd Qtr 3rd Qtr 4th Qtr 1st Qtr 2nd Qtr 3rd Qtr 4th Qtr 1st Qtr 2nd Qtr FY18 FY19 FY20 FY21

MTS FR RAPID NCTD FR

Figure 6: Operating Cost per Revenue Hour Bus (MTS and NCTD ADA Paratransit) $450

$400

$350

$300

$250

$200

$150

$100

$50

$0 2nd Qtr 3rd Qtr 4th Qtr 1st Qtr 2nd Qtr 3rd Qtr 4th Qtr 1st Qtr 2nd Qtr 3rd Qtr 4th Qtr 1st Qtr 2nd Qtr FY18 FY19 FY20 FY21

MTS ADA NCTD ADA

7

Figure 7: Passengers per Revenue Hour Rail (COASTER, SPRINTER, Trolley) 300

250

200

150

100

50

0 2nd Qtr 3rd Qtr 4th Qtr 1st Qtr 2nd Qtr 3rd Qtr 4th Qtr 1st Qtr 2nd Qtr 3rd Qtr 4th Qtr 1st Qtr 2nd Qtr FY18 FY19 FY20 FY21

COASTER SPRINTER Trolley

Figure 8: Passengers per Revenue Hour Bus (MTS Bus, Rapid, and NCTD Breeze) 50

40

30

20

10

0 2nd Qtr 3rd Qtr 4th Qtr 1st Qtr 2nd Qtr 3rd Qtr 4th Qtr 1st Qtr 2nd Qtr 3rd Qtr 4th Qtr 1st Qtr 2nd Qtr FY18 FY19 FY20 FY21 MTS Bus RAPID NCTD Bus

8

Figure 9: Passengers per Revenue Hour

3 Bus (MTS and NCTD ADA Paratransit)

2

1

0 2nd Qtr 3rd Qtr 4th Qtr 1st Qtr 2nd Qtr 3rd Qtr 4th Qtr 1st Qtr 2nd Qtr 3rd Qtr 4th Qtr 1st Qtr 2nd Qtr FY18 FY19 FY20 FY21

MTS ADA NCTD ADA

Figure 10: Passengers per Revenue Mile Rail (COASTER, SPRINTER, Trolley) 6

5

4

3

2

1

0 2nd Qtr 3rd Qtr 4th Qtr 1st Qtr 2nd Qtr 3rd Qtr 4th Qtr 1st Qtr 2nd Qtr 3rd Qtr 4th Qtr 1st Qtr 2nd Qtr FY18 FY19 FY20 FY21

COASTER SPRINTER Trolley

9

Figure 11: Passengers per Revenue Mile Bus (MTS Bus, Rapid, and NCTD Breeze) 4

3

2

1

0 2nd Qtr 3rd Qtr 1st Qtr 2nd Qtr 3rd Qtr 4th Qtr 1st Qtr 2nd Qtr 3rd Qtr 4th Qtr 1st Qtr 2nd Qtr FY18 FY19 FY20 FY21

MTS Bus RAPID NCTD Bus

Figure 12: Passengers per Revenue Mile Bus (MTS and NCTD ADA Patatransit) 0.25

0.20

0.15

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Figure 13: Revenue Hours per Employee Rail (COASTER, SPRINTER, Trolley) 150

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Figure 15: Revenue Hours per Employee Bus (MTS and NCTD ADA Patatransit) 300

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Figure 16: Farebox Recovery Ratio Bus and Rail (MTS Fixed Route)

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Figure 17: Farebox Recovery Ratio Bus and Rail (NCTD Fixed Route)

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Figure 18: Farebox Recovery Ratio Bus (MTS and NCTD ADA Paratransit)

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13 Attachment 3 ANNUAL TDA CLAIM FORM Form B STATEMENT OF EFFORTS MADE TO IMPLEMENT PERFORMANCE AUDIT RECOMMENDATIONS

SANDAG Staff Member: Lisa Madsen Date Completed: May 5, 2021

Operator: Metropolitan Transit System (MTS)

Date of Last Performance Audit: June 2019

Performance Audit Page Actions Taken to Implement Recommendations Recommendation(s) Recommendations The auditor notes an erosion of the Metropolitan Transit System’s (MTS’) systemwide 40 farebox recovery ratio (FRR) during the audit period, from 40.5% in FY 2015 to 31.7% The auditor in FY 2018. In spite of the reduction, MTS is still in compliance with the Transportation recommended that Development Act (TDA) FRR thresholds. The decline over the audit period was partially the Metropolitan a result of costs increasing faster than revenues, but also due to changes in Transit System track Governmental Accounting Standards Board (GASB) accounting rules that added costs and document the to the balance sheet. farebox recovery ratio very closely over the GASB Statement 68 now requires reporting of the net pension liability in accrual-based next several years financial statements, compared to the previous method in which funding and accounting were aligned. Further, GASB Statement 75 requires the balance sheet to both with Senate report the total Unfunded Actuarial Accrued Liability for other post-employment Bill 508 reporting and benefits other than pensions, rather than the annual contribution expected based on a without. The auditor calculated long-term liability. These are accounting changes that have no impact on offered that a fare costs or revenues, simply in how future liabilities are reported. increase would bring farebox revenue back MTS also notes that there are other “local funds” that are allowable through to historical averages Section 99268.19 of the Public Utilities Code that were not included within the FRR and ought to be calculation. Together they amounted to over $12 million in revenue for FY 2018 and considered at the FY 2019. Incorporating these, as MTS could do in the future, would result in a earliest opportunity. relatively significant increase in FRR of over 4 percentage points for MTS rail services and nearly 5 percentage points for MTS bus services, resulting in a system wide FRR of 39.1% in FY 2019. These items include advertising revenues, energy credits, and naming rights. Since historically we haven’t had challenges meeting the FRR target and thus have not needed to look at other “local funds” to enhance our revenue streams, we can track these sources of revenues and determine the impacts on FRR with and without these revenue sources. Lastly, during the TDA audit process in early 2019, MTS was seeking approval from its Board of Directors and the SANDAG Board of Directors to adjust and simplify fares, with recommended changes that would increase annual revenues by approximately $5 million (primarily driven by the $1 increase in the day pass). Both MTS and NCTD Boards approved the changes and they were implemented in September 2019. The Covid-19 situation has had, and is expected to continue having, a significant impact on MTS’ operating revenues beginning in FY 2020 through at least FY 2022. Due to the pandemic, most transit agencies in the state, including MTS, are unlikely to meet TDA farebox recovery minimums until impacts of the pandemic are behind us, so proposals for legislative relief may prove necessary. Additionally, MTS notes that there are increasing cost pressures from other mandates and issues outside its control, such as the California Air Resources Board’s Innovative Clean Transit rule, rising energy costs, and various increases to the minimum wage throughout its jurisdiction.

14 Attachment 4

ANNUAL TDA CLAIM FORM Form B STATEMENT OF EFFORTS MADE TO IMPLEMENT PERFORMANCE AUDIT RECOMMENDATIONS

SANDAG Staff Member: Lisa Madsen Date Completed: May 7, 2021

Operator: North County Transit District (NCTD)

Date of Last Performance Audit: June 2019

Performance Audit Page Actions Taken to Implement Recommendations Recommendation(s) Recommendation 1 Actions Taken to Implement Recommendations Expand efforts to The North County Transit District (NCTD) has worked with outside consultants to understand what develop a Strategic Multimodal Transit Implementation Plan (SMTIP). This is a ten-year riders want and how strategic plan that provides insight over current and future travel patterns and demand to grow 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. Since the Transportation Development Act (TDA) audit, NCTD has completed the following:

• A review of existing plans, policies, and transit data to provide an up-to-date profile of existing conditions, as well as to 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.

• An online survey targeted at riders and non-riders within NCTD’s service area to understand key barriers to transit use, mobility considerations related to COVID- 19, and priorities related to transit service.

• Three Technical Working Group meetings, which participants heard: (1) a summary of results from the Land Use Transit Integration Study analysis and how it will be used as the foundation for the SMTIP; (2) the key takeaways from the Transfer Study and the LBS Travel-Demand Analysis; and (3) key components of the proposed Service and Capital Plan.

• Two Stakeholder Working Group meetings, where participants from local community based organizations, school districts, chambers of commerce, and other local organizations heard (1) key takeaways from analyses conducted through the SMTIP and (2) key components of the proposed Service and Capital Plan for review and feedback.

15 Performance Audit Page Actions Taken to Implement Recommendations Recommendation(s) The information gathered over the past two years were used to develop service and capital improvement recommendations, including high-level cost and implementation considerations. These recommendations were incorporated into a draft final plan for NCTD and stakeholder review. Over the course of the upcoming year, NCTD will continue to refine the SMTIP through additional rounds of community engagement, targeted in three phases. The first phase will consist of focus groups conducted in Spring-Summer 2021 to gather input from local employers on anticipated remote work arrangements and future commuting patterns post COVID-19. The second phase will consist of focus groups conducted in Fall 2021 to gather input from local school districts on family travel patterns related to school transportation, with a particular focus on middle and high schools within North County. The third phase will include an online survey conducted in Fall 2021 to gather input from the general public on post-COVID-19 related travel trends and patterns. Additionally, NCTD will kick off the BREEZE Speed and Reliability Study in Summer 2021. After consistent feedback over the last several years on the speed and duration of BREEZE bus trips, NCTD will work with local jurisdictions to identify opportunities to improve the reliability of the BREEZE bus network.

Recommendation 2 NCTD calculates the farebox recovery ratio under two methods: (1) the method allowed under Public Utilities Code (PUC § 99270.1), which divides fare revenues to operating Closely track and costs; and (2) the method allowed under Senate Bill 508 (Section 99268.19), where document Farebox local funds can be used to supplement fare revenue for the purpose of meeting the recovery ratio both applicable farebox recovery ratio. In addition, NCTD deducts from operating expenses with traditional the exclusions allowed under PUC 99268.17. The second method is reported to the calculation and State Controller’s Office. according to SB 508 provisions. NCTD and SANDAG have not yet reevaluated whether the 18.8% farebox recovery ratio (blended rate of urban/rural rate determined by legislation) should continue to be applicable to NCTD. During the 2019 legislative session the State legislature had discussions regarding a TDA reform that could have modified or eliminated the farebox recovery ratio. That effort did not move forward. Subsequently, in June 2020, in response to the impact on ridership and transit fares due to COVID-19, the California Budget Act of 2020 Assembly Bill (AB) 90 suspended for fiscal years 2019-2020 and 2020-2021, the financial penalties associated with the Transportation Development Act’s requirements that transit agencies obtain specified fixed percentages of their operating budgets from passenger fares. NCTD and SANDAG will continue to track these efforts at the State level.

16 Attachment 5

CTSA Performance Monitoring Report Notes: Consolidated Transportation Services Agency (CTSA) QUARTER: 2 10/01/20 - 12/31/20 Contact Information: mm/dd/yy - mm/dd/yy Arun Prem, Executive Director Full Access and Coordinated Transportation, Inc. (FACT) Contract Number: 760-754-1252 5000644 [email protected] 516 Civic Center Dr., Oceanside, CA 92054 TDA Article 4.5 Funds

TASK PERFORMANCE MEASURE/DELIVERABLE QUARTERLY DATA 1. Provide information and referral services. Number of referrals 100% referrals number reported (by agency) 1,429 referrals (See Attachment A, Pg. 1 for a breakdown by agency) 2. Facilitate at least 4 Council on Access and Mobility (CAM) Meetings annually. •CAM COVID-19 Teleconference: Manage CAM -October 6 At least 4 CAM meetings held annually meetings and agendas -November 10 -December 15 - FACT 2020 Annual Meeting • See Attachment A, Pg. 2 for Agendas CAM meeting agendas Report agenda and attendance from each CAM meeting • CAM Attendance: 25 to 30 participants each Teleconference. • FACT Annual Meeting Attendance: Approximately 85 participants •Online Sexual Harassment Prevention Training made available to members free of cost to help agencies meet the new employee 1 technical training training requirements. workshop per year, •Group Training: Customer Service and Age Sensitivity Training was postponed due to COVID-19 crisis. and Report all training items •CAM COVID-19 Teleconference: Included information on safety procedures and supplies, funding, returning to work protocols, 6 training/education and updates from agencies. items on CAM agenda •FACT 2020 Annual Meeting: Speakers included Hon. Catherine Blakespear, Hasan Ikhrata, Coleen Clementson, Ray Tellis, Sharon Cooney, and Robert Calix. 3. Maintain a public webpage that hosts a comprehensive and up to date database of specialized transportation providers, including options for seniors and persons with disabilities. Number of web hits to 100% documentation of web hits 4,918 web hits FACT website Number of web hits for 100% documentation of web hits 195 web hits "Find a Ride" page

•Current number of agencies: 189 •Approximately 25% of agencies in the database are contacted each quarter to verify annually that all agencies’ information is Number of providers in Maintain contact with 100% of the agencies in the database each accurate. List of agencies contacted this quarter (Attachment A, Pg.5) the database year •Number of agencies added: 9 •Number of agencies removed: 1 4. Increase/leverage available funding for senior/disabled transportation in the San Diego Region. Caltrans' FTA 5310 program, FTA 5339 (b) and (c) programs, FTA Mobility for All Grants, NCMM Grants, County of San Diego Community Enhancement Grant (CE) and Neighborhood Reinvestment Program (NRP), SANDAG's Specialized Transportation List of identified Program (STGP): TransNet SMG and FTA 5310), Sustainable Transportation Equity Project (STEP) Grant, Paycheck Protection Update funding inventory at least annually sources of funding. Program (PPP), County Community Development Block Grant, California Small Business COVID-19 Relief Grant, and Coordinated Agency Services (Currently 8 contracts); New contracts: City of Escondido began 11/1/19 and Scripps Healthcare to begin 1/15/20. Other contracts are currently under discussion. •Sustainable Transportation Equity Project (STEP) - Applied for $190,000 in August in partnership with NCTD, ARS, and Universidad Number of Popular. - Not Awarded applications to Provide list of annual applications submitted and dollar amount of •SD County Community Enhancement Program (CE)application - Applied for $50,000 in May SANDAG, DOT and successful applications. •Paycheck Protection Program (PPP) – Submitted 7/20/20, $111,3000 available other funding sources *Note: As a non-profit FACT is not eligible to apply for many FTA grant programs.

17 ATTACHMENT A

OCTOBER - DECEMBER 2020 AGENCY NAME # OF REFERRALS TO AGENCY City of La Mesa - Rides4Neighbors 4 City of Oceanside - Go Oceanside 5 FACT - RideFACT 1,366 City of San Marcos - Catch a Ride! 2 Elderhelp - Seniors - A - Go - Go 3 Jewish Family Service - On the Go 6 NCTD LIFT 9 MTS ACCESS 18 Scripps Mercy Shuttle 2 Sol Transportation 2 SHARP Healthcare Transportation 10 VA Transportation Network 2 TOTAL 1429

*RideFACT provided 4,035 trips in October and 3,716 trips in November for seniors and/or individuals with disabilities who had no other transportation options. In response to COVID-19, FACT began providing meal and grocery delivery services to assist clients during stay at home orders.

18 MEETING AGENDA AND NOTICE COVID-19 Response CAM Teleconference Tuesday, October 6, 2020 1:30p.m. – 2:00p.m. *In order to limit travel and social interaction the meeting will be held virtually*

Join Microsoft Teams Meeting +1 619-468-5670 Conference ID: 631 138 911#

1. FACT Board Approval of CAM Member: o Scott Jaeger, Department of Rehabilitation

2. General discussion regarding response to COVID-19 o Participant updates o Meeting schedule o CTSA and FACT Services updates

3. FACT Annual Meeting

Helpful Links/Resources: COVID-19 Related: o County of San Diego Coronavirus Dashboard o Older Adult and Disability Service Providers Telebriefings o Great Plates Programs - Enrollment is Open!

o FTA’s COVID-19 Resource Tool for Public Transportation o Ride Well to Age Well Guide: Special COVID-19 Edition o CALACT COVID-19 Resources o APTA Public Transit Response to Coronavirus o California Department of Public Health

General: o CalACT virtual conference November 3-6, 2020: https://calact.org/conferences o State’s web page regarding the TNC: Accessibility for Persons with Disabilities Program (SB1376)

FACT| 516 Civic Center Dr. Oceanside CA 92054 |Ph: (760) 754 1252 |Fax: (760) 757 3226 E-mail: Budd Anderson, CAM Liaison, [email protected] FACT is a 501 (c) (3) Non-Profit Corporation

19

MEETING AGENDA AND NOTICE COVID-19 Response CAM Teleconference Tuesday, November 10, 2020 1:30p.m. – 2:00p.m. *In order to limit travel and social interaction the meeting will be held virtually*

Join Microsoft Teams Meeting +1 619-468-5670 United States, San Diego (Toll)

Conference ID: 631 138 911#

1. Introductions and Participant updates

2. AARP Challenge Grant Project –Transportation Information Resources o Jana Schwartz, Circulate San Diego

3. "5 Big Moves" RTP Survey o Craig Jones, Alliance for Regional Solutions (ARS)

4. New CAM Member Approval o Christy Patch, County of San Diego HHSA

5. General discussion regarding response to COVID-19

6. CTSA and FACT Services updates o FACT Annual Meeting

Helpful Links/Resources: COVID-19 Related: o County of San Diego Coronavirus Dashboard o Older Adult and Disability Service Providers Telebriefings o Great Plates Programs - Enrollment is Open! o FTA’s COVID-19 Resource Tool for Public Transportation o Ride Well to Age Well Guide: Special COVID-19 Edition o CALACT COVID-19 Resources o APTA Public Transit Response to Coronavirus o California Department of Public Health

General: o State’s web page regarding the TNC: Accessibility for Persons with Disabilities Program (SB1376) o Alliance "5 Big Moves" RTP Survey – English and Spanish

FACT| 516 Civic Center Dr. Oceanside CA 92054 |Ph: (760) 754 1252 |Fax: (760) 757 3226 E-mail: Budd Anderson, CAM Liaison, [email protected] FACT is a 501 (c) (3) Non-Profit Corporation

20

AGENDA 2020 ANNUAL BOARD of DIRECTORS MEETING Call to Order 9:30 AM

Welcoming Remarks, Introductions, Public Comment

PRESENTATION Fiscal Year 2020 Annual Report

PRESENTATION REPORT - Council on Access & Mobility Ms. Catherine Manis, City of San Marcos Mr. C J Palmer, City of Oceanside

PRESENTATION Report on Covid Impacts/New Services

GUEST SPEAKERS Mr. Robert Calix, NCTD Ms. Sharon Cooney, MTS Mr. Ray Tellis, FTA Ms. Coleen Clementson, SANDAG Mr. Hasan Ikhrata, SANDAG

KEYNOTE ADDRESS Hon. Catherine Blakespear Mayor, City of Encinitas

AWARDS Vendor of the Year – Furaat Transportation FACT 2020 Norine Sigafoose Partner of the Year JFS

CLOSING REMARKS

ADJOURNMENT 11:00 AM

21 UPDATED OCT-DEC Scripps Mercy Hillcrest Scripps Hospital Chula Vista BOUNCE Scripps La Jolla Shuttle No Vacancy Transportation NCTD Travel Training (Mobility Management Program) Presbyterian Urban Ministries ELITE TRANSPORTATION SOLUTIONS CLUB-ABLE Ability Center Accessible Vans After Dawn At Your Home Familycare transportation Lenora's Homecare Services Transpo Ryan White Care Act Neighborhood House Senior Center Transportation Samahan Senior Center Salvation Army Senior Nutrition Prog San Diego Center for the Blind GO Oceanside GO Oceanside- Go Grocery GO Oceanside- Go Walk GO Oceanside- Volunteer Driver Service Oceanside Senior Nutrition Transport Marquee Medical Transport Mountain Health Tranportation Campo Clinic Mountain Shadows Community Homes Transportation Program LIFT Transportation ADA Paratransit Ramona Senior Center Poway Senior Care Transportation Project CARE Taxi Voucher Program aNeededRide.com Inc Blind Community Center Transportation Rancho Bernardo Community Presbyterian Church Transport Sharp Health Care Sharp Senior Health Center

TOTAL # AGENCIES: 189

AGENCIES ADDED: 9

AGENCIES DELETED: 1

22