Transit Operations Quarterly Report

For the Period October 1, 2018 – December 31, 2018 (Q2 of FY19)

Page 1 of 39 Contents

PERFORMANCE REPORT SUMMARY ...... 3 KEY PERFORMANCE INDICATORS ...... 5 YEAR TO DATE PERFORMANCE ...... 8 APPENDIX A: KEY PERFORMANCE INDICATORS ...... 10 APPENDIX B: BREEZE ROUTE DESCRIPTIONS AND SERVICE STATISTICS ...... 11 APPENDIX C: ROUTE DESCRIPTION AND SERVICE STANDARDS ...... 20 APPENDIX D: ROUTE DESCRIPTION AND SERVICE STATISTICS ...... 24 APPENDIX E: LIFT SERVICE DESCRIPTION AND STATISTICS ...... 28 APPENDIX F: FLEX ROUTE DESCRIPTIONS AND SERVICE STATISTICS ...... 33 APPENDIX G: AND ROUTE DESCRIPTIONS AND SERVICE STATISTICS ...... 36 APPENDIX I: COLLECTION SYSTEM ...... 38

Page 2 of 39 PERFORMANCE REPORT SUMMARY

The Quarterly Transit Operations Performance Report provides an overview of NCTD performance trends by mode as they relate to budgeted goals for both year to date (through December 31, 2018) and in the current quarter for the fiscal year. NCTD performance goals are set either as contractual requirements or established during the development process of the annual capital and operating budget. It provides key performance indicator reporting and includes detailed analysis of trends, which is included in appendices. The data contained in this report is unaudited and subject to change. Final actual operating information is included in the statistical section of NCTD’s audited Comprehensive Annual Financial Report.

Ridership NCTD system-wide FY2019 year to date (YTD) ridership totaled 5,247,333, 2.9% below the YTD budgeted goal. System-wide average weekday ridership totaled 34,416, 2.9% below the budgeted goal. Average Saturday ridership totaled 17,869 and average Sunday ridership totaled 13,749. Average Saturday ridership was 1.9% below the budgeted goal and average Sunday ridership was 1.2% below the budgeted goal. Ridership by mode is provided as part of the Quarterly and Year to Date Performance sections. NCTD systemwide ridership for FY2019 YTD was 2.7% below FY2018 Q1 and Q2. Farebox Recovery Farebox recovery is the ratio of fare revenue divided by operating costs for each mode. Farebox recovery was 15.5% in FY2019 Q2, an increase from 14.7% in FY2018 Q2. FY2019 YTD farebox recovery was 17.0%, an increase from 15.8% in the first two quarters of FY2018. Farebox recovery has increased for BREEZE and COASTER from FY2018 Q2 to FY2019 Q2 and decreased for SPRINTER, FLEX, and LIFT over the same period. The factors impacting the change in the include number of boardings, amount of fare collected and the allocation of operating costs between modes.

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

• BREEZE fixed-route on-time performance goal is 90%. FY2019 Q2 performance was 88% and FY2019 YTD was 88%. Key factors impacting BREEZE OTP are road congestion and lift deployment. • SPRINTER rail on-time performance goal is 98%. FY2019 Q2 performance was 97.7% and FY2019 YTD was 97.6%. Key factors impacting SPRINTER OTP are mechanical failures, police activity on the , and making connections with COASTER . • COASTER rail on-time performance goal is 95%. FY2019 Q2 performance was 90.4% and FY2019 YTD was 90.3%. Key factors impacting COASTER OTP are train meets, rail construction, mechanical failures, and passenger loads. • LIFT ADA Paratransit service on-time performance goal is 92%. FY2019 Q2 performance was 79.7% and FY2019 YTD was 83%. Key factors impacting LIFT OTP are medical emergencies, lift deployment, and road congestion. • FLEX on-time performance goal is 95%. FY2019 Q2 performance was 99% and FY2019 YTD was 99%. Key factors impacting FLEX OTP are inclement weather days and lift deployment.

Page 3 of 39 Customer Feedback For FY2019 Quarter 2, NCTD received a total of 809 complaints, an increase of 176 complaints compared to the FY2018 Quarter 2. Of the total complaints for FY2019 Q2, 640 were directly associated with the five modes of transit (BREEZE, LIFT, FLEX, COASTER, and SPRINTER), an increase of 35 complaints as compared to FY2018 Q2. BREEZE and LIFT saw increases in complaints, with LIFT seeing the largest increase. Details on customer feedback by mode can be found in the Appendices.

Regional Operations Performance Amtrak and Metrolink are regional passenger rail carriers that travel through the NCTD service area. Amtrak provides rail service via the route between , , and San Luis Obispo. Metrolink provides service via seven (7) lines in Orange, Los Angeles, Ventura, San Bernardino, Riverside and San Diego Counties.

During the reporting period systemwide ridership by operator varied; COASTER and Metrolink saw increases between FY2019 YTD and the first two quarters of FY2018, at 0.2% and 1.7%, respectively. During the same periods, Amtrak Pacific Surfliner ridership dropped by 5.6%. Additional ridership information for Amtrak, Metrolink, and the NCTD/Amtrak Rail2Rail Program are included in Appendix G.

MTS, through an agreement with NCTD, operates Sorrento Valley COASTER Connection (SVCC) shuttle service during weekday peak periods between the Sorrento Valley COASTER Station and surrounding employment areas. SVCC ridership decreased by 11% in FY2019 YTD compared to the same period in FY2018. Additional SVCC quarterly ridership information is included in Appendix C.

Page 4 of 39 KEY PERFORMANCE INDICATORS

NCTD’s performance is impacted by both internal and external factors.

External factors include but are not limited to: the number of weekdays, number of days of inclement weather, number of railroad closures, the unemployment rate, and average cost of gasoline. The tables below provide information regarding these key factors.

Table 1 External Factors by Quarter External Factors FY2018 Q2 FY2019 Q2 Variance Weekdays 63 64 1 Days of Inclement Weather 4 13 9 Rail Construction Shutdown Days 4 4 0 Unemployment Rate 3.5% 3.2% (0.3%) Average Cost of Gallon of Gasoline $3.12 $3.63 $0.51

Table 2 External Factors - Year to Date External Factors FY2018 YTD FY2019 YTD Variance Weekdays 126 127 1 Days of Inclement Weather 10 14 4 Rail Construction Shutdown Days 4 4 0 Unemployment Rate 3.8% 3.3% (0.5%) Average Cost of Gallon of Gasoline $3.06 $3.63 $0.57

Inclement weather, which is defined as days with forecasted or actual precipitation, results in decreased boardings. For example, in November 2018, the Thursday before Thanksgiving had total BREEZE boardings of 23,414 and the Thursday after Thanksgiving had inclement weather and BREEZE ridership dropped to 17,309, or a decrease of 26% from two weeks prior. NCTD reviews the net effect of inclement weather days when analyzing ridership loss.

Another external component impacting ridership trends is the increased availability of personal automobiles. San Diego vehicle availability and driver's license registration rates have increased significantly since 2009. Between 2009 and 2017, San Diego County’s population grew by 296,122 (10%), while driver’s licenses increased by 270,659 (13%) and the number of available vehicles increased by 168,501 (9%). NCTD will continue to evaluate this trend and other trends to support the achievement of NCTD’s goals.

Page 5 of 39 Graph 1 San Diego County Vehicle Ownership 2,500,000 2,400,000 2,300,000 2,200,000 2,100,000 2,000,000 1,900,000 1,800,000 1,700,000 1,600,000 1,500,000 2009 2010 2011 2012 2013 2014 2015 2016 2017 San Diego County Vehicles Available San Diego County Drivers Licenses

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

It is important to note that transit ridership and vehicle miles traveled (VMT) have experienced periods where usage trended upward and downward based on economic and business cycles. Graph 2 provides national VMT since 1990.

Graph 2 United States Annual Vehicle Miles Traveled Since 1990 United States Annual Vehicle Miles Traveled (Trillions) 3.4

3.2

3

2.8

2.6

2.4

2.2

2

2010 2011 1991 1992 1993 1994 1995 1996 1997 1998 1999 2000 2001 2002 2003 2004 2005 2006 2007 2008 2009 2012 2013 2014 2015 2016 2017 2018 1990

Overall transit ridership on a national basis is trending downward, as indicated in the ridership graph from the National Transit Database (NTD) below. The graph shows the fluctuation of

Page 6 of 39 ridership over time since 1990. NTD provides complete national data through 2017, with 2018 shown as a projection. Graph 3 shows NCTD systemwide ridership for the previous ten years; NCTD’s trends are following those seen by operators throughout the nation.

Graph 3 Total Annual Transit Ridership Total National Transit Ridership (000s) 12,000,000

10,000,000

8,000,000

6,000,000

4,000,000

2,000,000

0

2000 2005 1990 1991 1992 1993 1994 1995 1996 1997 1998 1999 2001 2002 2003 2004 2006 2007 2008 2009 2010 2011 2012 2013 2014 2015 2016 2017 2018* Source: National Transit Database June 2018

Graph 4 NCTD Systemwide Boardings NCTD Systemwide Boardings 14,000,000 12,000,000 10,000,000 8,000,000 6,000,000 4,000,000 2,000,000 0

Internal factors that affect ridership include service levels, on time performance, and vehicle reliability. NCTD regularly monitors its performance to help manage these internal factors, using metrics including service quality, efficiency, and cost effectiveness. Appendix A provides an explanation of NCTD’s key performance metrics and how goals are established.

Page 7 of 39 YEAR TO DATE PERFORMANCE The following table shows performance year to date to budgeted goals. Trends and anomalies will be discussed in the respective modal appendices.

Table 3 Key Performance Indicators – FY 2019 Year to Date Actual vs. Goal Variance External Factors Goal FY2019 YTD FY2018 Q1-2 from Goal Weekdays -- 127 -- 126 Saturdays -- 26 -- 27 Sundays -- 31 -- 31 Days of Inclement Weather -- 14 -- 10 Average Cost of Gallon of Gasoline** -- $3.63 -- $3.06 Variance SYSTEM (All Modes) Goal FY2019 YTD FY2018 Q1-2 from Goal

Total Boardings 5,405,396 5,247,333 (2.9%) 5,395,701 Average Weekday Boardings 35,439 34,416 (2.9%) 35,499 Average Saturday Boardings 18,211 17,869 (1.9%) 18,648 Average Sunday Boardings 13,910 13,749 (1.2%) 14,079 Variance BREEZE Performance Goal FY2019 YTD FY2018 Q1-2 from Goal

Total Boardings 3,244,573 3,226,808 (0.5%) 3,245,958 Average Weekday Boardings 21,099 20,939 (0.8%) 21,177 Average Saturday Boardings 11,231 11,324 0.8% 11,253 Average Sunday Boardings 8,807 8,809 0.02% 8,832 Boardings per Revenue Hour 14.65 15.14 3% 14 Percent of Scheduled Service Operated 99.98% 99.85% (0.1%) 99.92% Major Mechanical Failures 208 228 10% 288 Other Mechanical Failures 0 8 800% 9 Chargeable Accidents 29 33 13% 44 On-time Performance 90% 88% (3%) 89% Passenger Concerns 552 655 19% 598 Variance LIFT Performance Goal FY2019 YTD FY2018 Q1-2 from Goal

Total Boardings 94,198 88,583 (6%) 93,833 Average Weekday Boardings 640 614 (4%) 640 Average Saturday Boardings 318 230 (28%) 316 Average Sunday Boardings 151 149 (1%) 151 Passengers per Revenue Hour 1.59 1.70 7% 1.59 Passengers per Revenue Mile 0.10 0.10 (0.6%) 0.10 Accidents and Incidents 10 10 - % 7 On-Time Performance 92% 83% (10%) 90% Passenger Concerns 141 373 165% 300 Call Response Time (minutes) 2:00 1:52 (6%) 2:44 Average Length of Call (minutes) 2:00 2:24 20% 2:59 1-30 Minutes Past the 30-Minute Pick-Up Window 6,422 7,638 19% 7,052 31-60 Minutes Past the 30-Minute Pick-Up Window 443 724 63% 676 >60 Minutes Past the 30-Minute Pick-Up Window 221 136 (38%) 173

Page 8 of 39 Table 3 Key Performance Indicators – FY 2019 Year to Date Actual vs. Goal (Continued) Variance FLEX Performance Goal FY2019 YTD FY2018 Q1-2 from Goal

Total Boardings 16,029 15,972 (0.4%) 11,780 Average Weekday Boardings 110 109 (0.6%) 86 Average Saturday Boardings 35 38 9% 16 Average Sunday Boardings 38 36 (5%) 17 Passengers per Revenue Hour 1.7 1.9 13% 1.8 Passengers per Revenue Mile 0.11 0.10 (8%) 0.12 On-time Performance 95% 99% 5% 98% Passenger Concerns 16 10 (38%) 22 Accidents and Incidents 2 0 (100%) 1 Variance COASTER Performance Goal FY2019 YTD FY2018 Q1-2 from Goal Total Boardings 735,079 732,715 (0.3%) 731,255 Average Weekday Boardings 4,976 5,026 1% 4,969 Average Saturday Boardings 2,228 2,217 (0.5%) 2,656 Average Sunday Boardings 1,459 1,651 13% 1,631 Boardings per Revenue Hour 211 212 0.5% 211 Percent of Scheduled Service Operated 100% 99% (0.5%) 100% Major Mechanical Failures 4 22 477% 8 Other Mechanical Failures 0 3 300% 2 Chargeable Accidents 1 0 (100%) 0 On-time Performance 95% 90% (5%) 90% Passenger Concerns 51 111 118% 152 Variance SPRINTER Performance Goal FY2019 YTD FY2018 Q1-2 from Goal Total Boardings 1,315,517 1,183,255 (10%) 1,312,875 Average Weekday Boardings 8,615 7,728 (10%) 8,627 Average Saturday Boardings 4,398 4,059 (8%) 4,406 Average Sunday Boardings 3,455 3,104 (10%) 3,449 Boardings per Revenue Hour 111 99 (11%) 111 Percent of Scheduled Service Operated 100% 99.8% (0.2%) 100% Major Mechanical Failures 5 87 1,563% 115 Other Mechanical Failures 0 36 3,600% 45 Chargeable Accidents 0 1 100% 0 On-time Performance 98% 97.6% (0.4%) 98% Passenger Concerns 66 84 27% 123

Page 9 of 39 APPENDIX A: KEY PERFORMANCE INDICATORS Table 4 lists the Key Performance Indicators that NCTD uses to measure service performance. These are dictated by contractual requirements or developed during the annual budget process.

Table 4 Key Performance Indicators Metric Definition Goal The total passengers boarding the Established annually with the budget Total Boardings mode. and based on historical trends. Established annually with the budget Average Weekday The weekday passengers per the total and derived from historical weekday Boardings number of weekdays of the period. boardings. Established annually with the budget Boardings Per The total boardings divided by the based on forecasted service levels Revenue Hour total revenue hours. and historical boardings. Percent of Service The percent of scheduled service that Established in contractual Operated was actually operated. requirements for operators. The percent of service that was Established in contractual On-time Performance operated within an established requirements for operators. timeframe. A failure of some mechanical element of the revenue vehicle that prevents Major Mechanical Established in contractual the vehicle from completing a Failures requirements for operators. scheduled revenue trip or from starting the next scheduled revenue trip.* A failure of some other mechanical element of the revenue vehicle that, because of NCTD policy, prevents the revenue vehicle from completing a Other Mechanical scheduled revenue trip or from starting Established in contractual Failures the next scheduled revenue trip even requirements for operators. though the vehicle is physically able to continue in revenue service.* (For example farebox malfunctioning or a radio that is inoperable). Chargeable The number of preventable accidents Established in contractual Accidents per per 100,000 miles operated where the requirements for operators. 100,000 Miles operator was at fault. Passenger Concerns The number of passenger concerns Established in contractual per 100,000 per 100,000 boardings. requirements for operators. Boardings The average length of time that a Established in contractual Call Response Time customer is on hold to contact LIFT. requirements for the LIFT operator. The goal of 2:00 has been developed Average Length of The average length that a customer is as a metric to satisfactorily address the Call on the phone when calling LIFT. the customer's need. *NTD Definition

Page 10 of 39 APPENDIX B: BREEZE ROUTE DESCRIPTIONS AND SERVICE STATISTICS

Table 5 BREEZE Route Descriptions Service Span Route Route Description Weekday Saturday Sunday BREEZE Core Route Route 302 - via Vista Way 4:10a-11:58p 5:12a-11:17p 5:12a-11:17p Route 303 Oceanside Transit Center-Vista Transit Center via Mission 4:05a-12:04a 4:33a-12:02a 4:33a-12:02a Route 332 Vista Transit Center- 4:34a-9:52p 6:04a-7:18p Route 350 -Del Lago Station 4:23a-10:57p 6:04a-10:28p 6:04a-10:28p Route 351 Escondido Circulator via Grand Ave. then Washington Ave. 4:57a-10:56p 7:05a-9:48p 7:05a-9:48p Route 352 Escondido Circulator via Washington Ave. then Grand Ave. 3:55a-9:45p 5:11a-9:34p 5:11a-9:34p BREEZE Corridor Routes Route 301 (101) Oceanside Transit Center-University Town Center 5:07a-10:52p 5:03a-11:06p 5:03a-11:06p Route 304 -Palomar College via Rancho Santa Fe 4:53a-9:04p 7:19a-9:04p Route 305 Escondido Transit Center-Vista Transit Center via Mission Ave. 4:16a-11:46p 5:12a-11:34p 5:12a-11:34p Route 308 Escondido Transit Center- via Del Dios Hwy. 5:01a-9:26p 6:33a-8:20p 6:33a-8:20p Route 309 Encinitas Station-San Luis Rey Transit Center via 4:00a-10:55p 5:29a-10:55p 5:29a-10:55p Route 315 -Camp Pendleton 4:19a-9:20p 6:14a-10:17p 6:14a-10:17p BREEZE Local Routes Route 313 Oceanside Transit Center-San Luis Transit Center via Mesa 5:39a-7:52p Route 318 Oceanside Transit Center-Vista Transit Center via Oceanside Blvd. 4:32a-8:00p 5:31a-7:52p Route 354 Escondido Transit Center-Orange Glen High School 5:16a-8:25p 8:33a-6:24p 8:33a-6:24p Route 355 Escondido Circulator via Valley Pkwy. then El Norte Pkwy. 6:04a-8:51p 6:35a-7:20p 6:35a-7:20p Route 356 Escondido Circulator via Morning View, El Norte & Escondido Blvd. 5:03a-9:22p 8:03a-5:54p Route 357 Escondido Circulator via El Norte Pkwy. then Valley Pkwy. 6:34a-6:15p 7:35a-8:19p 7:35a-8:19p Route 358 Escondido Circulator via El Norte Pkwy. then N. Broadway 6:03a-8:44p Route 359 Escondido Circulator via N. Broadway then El Norte Pkwy. 5:03a-7:45p BREEZE Local Small Vehicle Routes Route 323 College SPRINTER Station-Quarry Creek/Plaza Camino Real 5:13a-6:12p Route 325 Carlsbad Village Station-College SPRINTER Station 5:53a-7:31p 8:56a-5:59p Route 334 Vista Circulator 4:45a-7:52p 5:25a-6:30p Route 347 Cal State San Marcos-Palomar College 5:15a-7:36p 7:20a-7:12p Route 353 Escondido Transit Center-Nordahl Marketplace via ETC 5:34a-8:19p 5:34a-8:19p 5:34a-8:19p BREEZE Rural Routes Route 306 Vista Transit Center-Fallbrook 5:10a-9:53p 5:13a-8:48p 5:13a-8:48p Route 388 Escondido Transit Center-Pala Casino via Valley Center Rd. 5:06a-10:23p 5:06a-10:23p 5:06a-10:23p BREEZE Commuter Routes Route 311 San Luis Rey Transit Center-Rancho Del Oro SPRINTER Station AM&PM Peak Route 444 Carlsbad COASTER Connection via Faraday and Rutherford AM&PM Peak Route 445 Carlsbad COASTER Connection-Palomar College via AM&PM Peak

Page 11 of 39 Table 6 BREEZE Quarterly Performance Quarterly Performance

FY2019 FY2019 Variance FY2018 Quarter 2 Quarter 2 From Goal Quarter 2 Goal

Total Boardings 1,649,000 1,641,439 (0.5%) 1,635,006 Average Weekday Boardings 21,569 21,394 (0.8%) 21,543 Boardings per Revenue Hour 14.8 15.4 3.7% 14.8 Percent of Scheduled Service Operated 99.98% 99.8% (0.2%) 99.9% On-time Performance 90.0% 88.2% (1.9%) 88.7% Major Mechanical Failures 104 120 15.9% 116 Other Mechanical Failures 0 6 600% 0 Chargeable Accidents per 100,000 Miles 1.0 1.3 31% 1.4 Passenger Concerns per 100,000 Boardings 17.0 20.7 22% 18.0

Table 7 BREEZE FY2019 Performance Year to Date FY2019 Year to Date (YTD) Performance

FY2019 FY2019 Variance FY2018

YTD Goal YTD From Goal YTD

Total Boardings 3,244,573 3,226,808 (0.5%) 3,245,958 Average Weekday Boardings 21,099 20,939 (0.8%) 21,177 Boardings per Revenue Hour 14.6 15.1 3.3% 14.0 Percent of Scheduled Service Operated 99.98% 99.8% (0.1%) 99.9% On-time Performance 90.0% 87.5% (2.8%) 88.7% Major Mechanical Failures 208 228 9.7% 288 Other Mechanical Failures 0 8 800% 9 Chargeable Accidents per 100,000 Miles 1.0 1.1 13.% 1.5 Passenger Concerns per 100,000 Boardings 17.0 20.3 19.% 18.4

FY2019 year to date (YTD) BREEZE ridership fell below the goal by 0.5% and boardings per revenue hour exceeded the goal by 3.3%. On-time performance (OTP) fell short of the 90% goal by 2.8%. Mechanical failures and accidents also fell short of budgeted goals, which contributed to OTP falling short of the goal. Chart 1 shows the causes that resulted in delays. BREEZE had 302 delays in FY2019 Q2. Consistent with data in Tables 6 and 7, mechanical issues and traffic caused the majority of delays.

Page 12 of 39

Chart 1 FY2019 Q2 BREZE Cause of Delay

1% BREEZE Cause of Delay 2% 1% 0.3% 2% Mechanical 4% Traffic 4% Off Route Accident 10% Passenger Other 56% Police Activity 19% Operator Manpower Detour

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

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

Page 13 of 39 BREEZE performance is measured using a comprehensive composite scoring process to evaluate route performance and minimum standards. The scoring process ensures that transparency and objectivity are applied to resource allocation decisions. NCTD uses four measures to monitor route performance:

• Passengers per Hour: Passengers per revenue hour • Passengers per Mile: Passengers per revenue mile • Cost per Passenger: Operating cost of the service per passenger • Farebox Recovery: Operating cost divided by passenger revenues

Each route is given a score for each of the four categories as defined in Table 8 below. FY2019 Q2 performance by day type is shown in Tables 9, 10 and 11.

Table 8 BREEZE Composite Scoring Measures Measure Scoring Definition A route’s score for passengers per hour is calculated by dividing the route’s Passengers per Hour passengers per hour by the median number for BREEZE passengers per hour. A route’s score for passengers per mile is calculated by dividing the route’s Passengers per Mile passengers per mile by the median number for BREEZE passengers per mile. A route’s score for cost per passenger is calculated by dividing the median Cost per Passenger number for BREEZE cost per passenger by the route’s cost per passenger. A route’s score for farebox recovery is calculated by dividing the route’s farebox Farebox Recovery recovery by the Transportation Development Act’s (TDA) 20% requirement for urban areas. Total Composite The four scores for each performance metric are totaled to create a composite Score score for each BREEZE route. Table 9 FY19 Q2 Weekday BREEZE Performance Fully Net Cost Operating Average Boardings Boardings Farebox Composite Route Service Tier Burdened per Cost Boardings per Mile per Hour Recovery Score Cost Passenger 356 Local $54,738 $104,953 456 3.01 27.29 $2.58 28.21% 9.38 351/352 Core $225,125 $433,541 1,381 2.28 19.91 $3.89 20.67% 6.76 303 Core $610,736 $1,136,351 3,606 1.77 20.61 $3.91 20.59% 6.26 350 Core $246,485 $459,688 1,423 1.75 20.04 $4.03 20.08% 6.12 354 Local $117,890 $220,667 660 1.74 19.28 $4.21 19.40% 5.93 305 Corridor $284,488 $523,268 1,548 1.54 19.48 $4.27 19.20% 5.71 301 Corridor $516,940 $920,538 2,613 1.23 19.44 $4.49 18.42% 5.25 306 Rural $163,596 $282,235 719 0.94 18.19 $5.12 16.52% 4.57 311 Commuter $60,814 $106,477 253 0.94 16.61 $5.57 15.39% 4.28 355/357 Local $87,290 $164,490 351 1.30 13.64 $6.32 13.83% 4.21 388 Rural $136,553 $234,777 547 0.85 16.72 $5.70 15.11% 4.15 302 Core $385,866 $714,422 1,532 1.16 14.00 $6.27 13.91% 4.10 304 Corridor $192,070 $337,600 747 0.89 15.43 $6.04 14.37% 4.00 Local-Small 334 $52,258 $97,592 191 1.12 12.63 $6.99 12.67% 3.78 Vehicle 318 Local $153,506 $280,123 551 0.97 13.08 $6.93 12.77% 3.67 313 Local $90,800 $170,159 315 1.08 11.92 $7.43 12.01% 3.60

Page 14 of 39 Fully Net Cost Operating Average Boardings Boardings Farebox Composite Route Service Tier Burdened per Cost Boardings per Mile per Hour Recovery Score Cost Passenger Local-Small 353 $49,016 $92,520 163 1.09 11.29 $7.83 11.46% 3.48 Vehicle 309 Corridor $436,522 $787,980 1,448 0.85 12.37 $7.49 11.92% 3.38 332 Core $303,585 $544,851 961 0.79 11.97 $7.84 11.45% 3.22 308 Corridor $132,204 $230,335 399 0.67 12.22 $8.00 11.25% 3.08 315 Corridor $206,077 $370,332 562 0.69 10.28 $9.28 9.85% 2.76 358/359 Local $51,667 $96,908 133 0.81 8.80 $10.41 8.88% 2.64 Local-Small 325 $105,480 $200,888 266 0.87 8.36 $10.81 8.58% 2.63 Vehicle Local-Small 347 $97,998 $185,710 245 0.83 8.39 $10.83 8.56% 2.60 Vehicle 445 Commuter $32,092 $51,099 66 0.34 10.42 $11.09 8.38% 2.21 444 Commuter $14,872 $23,413 28 0.31 9.84 $12.06 7.75% 2.04 Local-Small 323 $65,838 $119,572 118 0.47 6.58 $14.86 6.39% 1.79 Vehicle Table 10 FY19 Q2 Saturday BREEZE Performance Fully Average Net Cost Operating Boardings Boardings Farebox Composite Route Service Tier Burdened Daily per Cost per Mile per Hour Recovery Score Cost Boardings Passenger 350 Core $20,433 $38,083 755 2.27 26.09 $2.87 26.12% 8.95 354 Local $7,635 $14,308 225 1.87 20.56 $3.88 20.72% 7.03 303 Core $77,764 $144,131 2,112 1.62 19.41 $4.24 19.31% 6.38 306 Rural $24,116 $42,420 542 1.05 18.05 $5.01 16.82% 5.15 351/352 Core $29,283 $56,961 596 1.65 13.13 $6.34 13.78% 5.05 356 Local $6,982 $13,469 144 1.58 13.59 $6.16 14.14% 5.05 305 Corridor $48,802 $89,158 1,064 1.21 16.08 $5.43 15.73% 5.02 301 Corridor $95,542 $168,505 1,809 0.90 15.13 $6.15 14.15% 4.30 388 Rural $27,954 $48,169 503 0.78 15.17 $6.36 13.75% 4.09 302 Core $50,584 $92,314 870 0.95 12.71 $7.15 12.41% 3.91 332 Core $10,475 $18,554 165 0.76 12.49 $7.61 11.75% 3.56 304 Corridor $20,242 $36,246 273 0.68 10.39 $9.21 9.91% 3.02 308 Corridor $21,800 $37,564 282 0.56 10.90 $9.25 9.88% 2.90 355/357 Local $9,195 $17,251 114 0.79 8.63 $10.63 8.71% 2.85 309 Corridor $77,989 $140,938 986 0.66 9.55 $9.99 9.22% 2.84 318 Local $21,188 $38,255 266 0.66 9.51 $10.05 9.16% 2.82 Local-Small 353 $10,152 $19,230 118 0.78 7.90 $11.57 8.06% 2.69 Vehicle 315 Corridor $35,473 $64,074 406 0.60 8.66 $11.12 8.35% 2.56 Local-Small 334 $9,266 $17,242 96 0.63 7.35 $12.79 7.34% 2.36 Vehicle

Page 15 of 39 Local-Small 325 $6,286 $11,660 48 0.46 5.47 $17.61 5.44% 1.73 Vehicle Local-Small 347 $8,857 $16,918 52 0.42 3.92 $24.09 4.04% 1.37 Vehicle

Table 11 FY19 Q2 Sunday BREEZE Performance Fully Average Net Cost Operating Boardings Boardings Farebox Composite Route Service Tier Burdened Daily per Cost per Mile per Hour Recovery Score Cost Boardings Passenger 350 Core $23,455 $43,681 477 1.44 16.59 $5.10 16.59% 5.75 303 Core $89,942 $166,919 1,760 1.36 16.10 $5.31 16.04% 5.51 388 Rural $31,822 $54,618 574 0.89 17.71 $5.33 15.97% 5.00 351/352 Core $33,507 $65,314 536 1.52 11.86 $7.11 12.47% 4.82 354 Local $8,646 $16,155 143 1.19 13.40 $6.52 13.45% 4.65 305 Corridor $56,376 $103,024 776 0.88 11.71 $7.84 11.45% 3.78 306 Rural $27,719 $48,708 379 0.74 12.71 $7.56 11.83% 3.72 302 Core $59,570 $109,304 783 0.86 11.08 $8.29 10.89% 3.61 301 Corridor $109,978 $194,217 1,454 0.73 12.15 $7.89 11.38% 3.59 309 Corridor $56,772 $102,916 611 0.66 9.33 $10.21 9.03% 2.92 355/357 Local $10,422 $19,655 88 0.64 6.69 $13.92 6.79% 2.35 308 Corridor $25,218 $43,498 212 0.42 8.17 $12.65 7.42% 2.27 356 Local $8,163 $15,777 61 0.66 5.60 $16.36 5.83% 2.15 315 Corridor $39,569 $71,705 299 0.46 6.56 $14.96 6.35% 2.04 Local-Small 353 $11,715 $22,192 71 0.47 4.76 $19.86 4.86% 1.69 Vehicle

Page 16 of 39 Customer Feedback - BREEZE BREEZE operations has the highest ridership and generated the most complaints out of the five modes, receiving 338, an increase of 43 complaints compared to FY2018 Q2. Service Related (i.e., late service or vehicle passing by customers) and Operator Related (i.e., perceived rude operator or operator driving performance) reports comprise the majority of complaints, 90.8% of the total for BREEZE. NCTD staff continues to work closely with our BREEZE contractor, MV Transit, to identify causality and trends relative to these service related reports so that corrective actions can be taken to increase service levels and improve on-time performance.

Similarly, NCTD staff, in coordination with MV Transit, continues to focus on decreasing Operator Related reports through operator training and discipline in order to increase customer service levels and create a positive riding experience. MV continues to implement a new customer service training program and is focusing on addressing individual operator behavior as it related to negative customer feedback. Specifically, NCTD Customer Service staff works with MV staff to directly train coach operators about complaint trends seen in the last quarter (pass by, rude driver, etc.). BREEZE also received 27 compliments and 18 comments.

Graph 5 BREEZE Complaints BREEZE Complaints FY 2018 - 2nd Quarter (295 total) vs FY 2019 2nd Quarter (338 total) 180 159 160 148 140 140 134 120 100 80 60 40

20 8 6 9 7 5 2 2 5 2 3 1 1 0 1 0 Service Operator Accident / Other Passenger Equipment Title VI ADA Fare Issues / Related Related Injury Related Citations FY18 FY19

Page 17 of 39 Graph 6 BREEZE Complaints Percent to Total BREEZE Complaints - Percent to Total FY 2018 - 2nd Quarter vs FY 2019 - 2nd Quarter 50.0% 47.5% 45.4% 47.0% 45.0% 43.8% 40.0% 35.0% 30.0% 25.0% 20.0% 15.0% 10.0%

5.0% 2.7% 1.5% 2.0% 2.7% 2.1% 1.5% 0.7% 0.7% 0.7% 0.9% 0.3% 0.3% 0.0% 0.3% 0.0% Service Operator Accident / Other Passenger Equipment Title VI ADA Fare Issues / Related Related Injury Related Citations

FY18 FY19

The following graphs and tables are presented to provide information on wheelchair usage on BREEZE service. Tracking this metric allows NCTD to respond to routes that may experience significant delays due to the activity associated with securing wheelchairs on-board the bus.

Graph 7 Total Wheelchair Boardings by Route Total Wheelchair Boardings, FY18 Q2 vs FY19 Q2 900 800 700 600 500 400 300 200 100

0

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

Wheelchair Ridership FY18 Wheelchair Ridership FY19

Route 303 recorded the most wheelchair boardings during Q2 for both FY2018 and FY2019 although it declined slightly in FY2019 Q2 compared to the previous year. Routes 309, 305, and 325 saw the largest increases from the previous year. Route 351 had the highest percentage of

Page 18 of 39 wheelchairs as a percentage of total ridership with 0.60%. Routes 325, 358, and 309 show larger increases in wheelchair boardings as a percentage of total boardings in FY2019 Q2 compared to FY2018 Q2.

Graph 8 Wheelchair Boardings as a Percentage of Total Ridership Wheelchair Boardings as % of Ridership, FY19 Q2 vs FY18 Q2 0.80% 0.70% 0.60% 0.60% 0.50% 0.40% 0.30% 0.20% 0.10%

0.00%

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

Wheelchairs as % FY18 Wheelchairs as % FY19

Table 12 shows the BREEZE pass ups and ADA malfunctioning equipment for Q2 in FY2018 and FY2019. BREEZE operators reported a total of 15 wheelchair pass ups in FY2019 Q2, a decrease of 38% from FY2018 Q2. There was a total of 11 restraints that were reported as inoperable in FY2019 Q2, an increase of 83% from FY2018 Q2.

Table 12 BREEZE Wheelchair Pass-Ups and ADA Malfunctioning Equipment FY2018 FY2019 Reason Variance Q2 Q2 Operator Reported Pass Up Due to Spaces Full 5 8 60% Operator Reported Pass Up Due to Full Bus 12 4 -67% Operator Reported Pass Up Due to Passenger Refusing to 2 0 Vacate Seat -100% Operator Reported Pass Up Due to Ramp Defect 5 3 -40% Operator Reported Total Pass Ups 24 15 -38% Operator Reported Restraint Inoperable 6 11 83% Customer Service Complaint Reporting Priority Seating 1 1 Unavailable 0% Customer Service Complaint Reporting Ramp Failure 0 0 0% Total Customer Service BREEZE ADA Complaints 1 1 0%

Page 19 of 39 APPENDIX C: COASTER ROUTE DESCRIPTION AND SERVICE STANDARDS

Table 13 COASTER Service Description Service Span* Service Route Description Weekday Saturday Sunday 5:03 a.m.- 8:20 p.m.- Commuter Rail service between Oceanside Transit Center and 8:18 p.m. 8:16 p.m. 8:20 p.m.- COASTER Commuter Rail San Diego Santa Fe Depot Friday until Saturday until 8:16 p.m. 12:20a.m.* 12:19 a.m. *April – October

Table 14 COASTER Quarterly Performance Quarterly Performance

FY2019 FY2019 Variance FY2018 Quarter 2 Quarter 2 From Goal Quarter 2 Goal

Total Boardings 325,154 317,228 (2%) 321,023 Average Weekday Boardings 4,536 4,530 (0.1%) 4,533 Boardings per Revenue Hour 185.8 191.9 3% 194.5 Percent of Scheduled Service Operated 100% 99.3% (0.7%) 99.7% On-time Performance 95% 90% (5%) 93% Major Mechanical Failures 2 15 731% 3 Other Mechanical Failures 0 2 200% 2 Chargeable Accidents per 100,000 Miles 1 0 (100%) 0 Passenger Concerns per 100,000 Boardings 7 10 44% 17

Table 15 COASTER FY2019 Performance Year to Date FY2019 Year to Date (YTD) Performance

FY2019 FY2019 Variance FY2018

YTD Goal YTD From Goal YTD

Total Boardings 735,079 732,715 (0.3%) 731,255 Average Weekday Boardings 4,976 5,026 1% 4,969 Boardings per Revenue Hour 211 212 0.5% 211 Percent of Scheduled Service Operated 100% 99.5% (0.5%) 99.6% On-time Performance 95% 90% (5%) 90% Major Mechanical Failures 4 22 476.6% 8 Other Mechanical Failures 0 3 300% 2 Chargeable Accidents per 100,000 Miles 1 0 (100%) 0 Passenger Concerns per 100,000 Boardings 7 15 116% 21

COASTER ridership fell below both the quarterly and YTD goals by 2% and 0.3%, respectively. Boardings per revenue hour exceeded quarterly and YTD goals by 3% and 0.5%, respectively. On-time performance (OTP) fell below the goal of 95%; this was influenced by mechanical failures that exceeded the maximum goals. Chart 2 shows the breakdown of cause of delays. COASTER

Page 20 of 39 had 157 delays in FY2019 Q2. PTC Issues resulted in the most delays and were due to issues transitioning PTC from the interoperability phase to the revenue service delivery phase of the project.

Chart 2 FY2019 Q2 COASTER Cause of Delay COASTER Cause of Delay 1% 1% 1% 1% 3% 1% PTC Issue Cascading Delays 3% Mechanical Issue 4% 4% Passenger Delay 29% Other Track Issue 6% Amtrak Track Work 6% Xing Issue Operations Late Turn 7% Trespasser 19% BNSF Delay 13% Speed Restrictions Switch Issue

Page 21 of 39 Table 16 Average Weekday COASTER Ridership by Rail Station Average Weekday COASTER Ridership by Rail Station

Rail Station FY2018 Quarter 2 FY2019 Quarter 2 Variance

Oceanside Transit Center 735 625 (15%)

Carlsbad Village Station 494 516 5%

Carlsbad Poinsettia Station 357 360 1%

Encinitas Station 378 379 0%

Solana Beach Station 208 195 (7%)

Sorrento Valley Station 629 621 (1%)

San Diego - Old Town 490 506 3%

San Diego - Santa Fe Depot 953 1,040 9%

The Sorrento Valley COASTER Connection service is operated by San Diego Metropolitan Transit System (MTS) based on an MOU between the two agencies and supports connection to major employers from the Sorrento Valley COASTER rail station. Total ridership on these routes has decreased since FY2018 Q2.

Table 17 Sorrento Valley COASTER Connection Total Ridership Route FY2018 Quarter 2 FY2019 Quarter 2 Variance 972 8,402 8,409 0.1% 973 6,106 4,338 (29%) 978 4,281 3,592 (16%) 979 4,744 4,187 (12%) Total 23,534 20,526 (13%)

The following is a list of major employers served by the Sorrento Valley COASTER connections:

• Route 972: NuVasive Inc., L3 Applied Technologies, Qualcomm • Route 973: UPS Store corporate headquarters, AMETEC Programmable Power Inc, Prometheus Laboratories Inc, IRISY’S, Providian Thermoforming, Arena Pharmaceuticals • Route 978: Primordial Genetics, Genomics Institute of the Novartis Research Foundation, Scripps • Route 979: Scripps Memorial Hospital La Jolla, Human Longevity Inc

Customer Feedback – COASTER COASTER received 33 complaints, a decrease of 22 over the same quarter of FY2018. Most complaints are related to equipment issues, specifically with regard to air conditioning and heating issues or damaged or dirty equipment on board. Bombardier continues to advance capital projects that will address issues with climate control units. Other complaints were related to late service or service disruptions. COASTER received two (2) compliments and six (6) comments.

Page 22 of 39

Graph 9 COASTER Complaints COASTER Complaints FY 2018 - 2nd Quarter (55 total) vs FY 2019 - 2nd Quarter (33 total) 25 21 20

15 15 13 11 10 9 6 6

5 3 2 1 1 0 0 Service Related Equipment Operator Related Other Passenger Related ADA FY 18 FY 19

Graph 10 COASTER Complaints Percent to Total COASTER Complaints - Percent to Total FY 2018 - 2nd Quarter vs FY 2019 - 2nd Quarter 45% 39% 40% 38%

35%

30% 27% 27% 25% 20% 20% 18%

15% 11% 9% 10% 4% 5% 3% 3% 0% 0% Service Related Equipment Operator Related Other Passenger Related ADA FY 18 FY 19

Page 23 of 39 APPENDIX D: SPRINTER ROUTE DESCRIPTION AND SERVICE STATISTICS

Table 18 SPRINTER Service Description Service Span Service Route Description Weekday Saturday Sunday 4:03 a.m.- Hybrid rail service between Oceanside Transit Center and 9:26 p.m. 4:33 a.m.- 4:33 a.m.- SPRINTER Escondido Transit Center Friday until 12:26 a.m. 9:26 p.m. 12:26 a.m.

Table 19 SPRINTER Quarterly Performance Quarterly Performance

FY2019 FY2019 Variance FY2018 Quarter 2 Quarter 2 From Goal Quarter 2 Goal

Total Boardings 657,653 576,774 (12%) 651,559 Average Weekday Boardings 8,696 7,620 (12%) 8,681 Boardings per Revenue Hour 111 96 (13%) 111 Percent of Scheduled Service Operated 100% 99.9% (0.1%) 99.6% On-time Performance 98% 97.7% (0.3%) 97.7% Major Mechanical Failures 3 43 1,539% 40 Other Mechanical Failures 0 10 1,000% 19 Chargeable Accidents per 100,000 Miles 1 0 (24%) 0 Passenger Concerns per 100,000 Boardings 5 5 0.6% 5

Table 20 SPRINTER FY2019 Performance Year to Date FY2019 Year to Date (YTD) Performance

FY2019 FY2019 Variance FY2018

YTD Goal YTD From Goal YTD

Total Boardings 1,315,517 1,183,255 (10%) 1,312,875 Average Weekday Boardings 8,615 7,728 (10%) 8,627 Boardings per Revenue Hour 111 99 (11%) 111 Percent of Scheduled Service Operated 100% 99.8% (0.2%) 99.6% On-time Performance 98% 97.6% (0.4%) 98.1% Major Mechanical Failures 5 87 1,563% 80 Other Mechanical Failures 0 36 3,600% 33 Chargeable Accidents per 100,000 Miles 1 0.4 (62%) 0 Passenger Concerns per 100,000 Boardings 5 7 42% 5

SPRINTER ridership fell below quarterly and year to date (YTD) goals by at 12% and 10%, respectively. Boardings per revenue hour also fell below goals by 13% and 11%, respectively.

Page 24 of 39 Chart 3 shows the breakdown in cause of delay. SPRINTER had 123 delays in FY2019 Q2. Cascading impacts resulting from mechanical issues, passenger delays, and other issues resulted in the largest category of delay. Approximately half of the , which the SPRINTER operates on, is single track, which results in limited points where trains can pass. Therefore, one delayed train can impact other trains, resulting in cascading impacts from one root cause of delay.

Chart 3 SPRINTER FY2019 Q2 Cause of Delay SPRINTER Cause of Delay 1% 1% 2% 1% 2% Cascading Delays Mechanical Issue 3% 5% Passenger Delay 31% Trespasser 8% Operations Trespasser

10% Vehicle Accident Signal Issue COASTER Connection 11% Other 25% Signal Issue Speed Restrictions

NCTD monitors station-level ridership to pinpoint anomalies and focus further analysis; the table below shows that every SPRINTER station saw a decline in ridership between FY2018 Q2 and FY2019 Q2 (note that the percentages in Tables 19 and 20 are comparisons of actuals to goals, which is why the percentages do not correlate with those in Table 21).

Page 25 of 39 Table 21 Average Weekday SPRINTER Ridership by Station Rail Station FY2018 Quarter 2 FY2019 Quarter 2 Variance

Oceanside Transit Center 944 815 (14%)

Coast Highway Station 206 182 (11%)

Crouch Street Station 430 407 (5%)

El Camino Real Station 356 301 (15%)

Rancho Del Oro Station 195 170 (13%)

College Boulevard Station 501 424 (15%)

Melrose Station 276 263 (5%)

Vista Transit Center 1,261 1,121 (11%)

Vista Civic Center Station 339 277 (18%)

Buena Creek Station 362 348 (4%)

Palomar College Station 951 800 (16%)

San Marcos Civic Center Station 400 317 (21%)

Cal State San Marcos Station 535 506 (5%)

Nordahl Road Station 260 217 (16%)

Escondido Transit Center 1,706 1,511 (11%)

NCTD has identified the following factors as contributors to ridership not meeting goals:

• On July 1, 2018, NCTD discontinued the use of Low Carbon Transit Operations Program (LCTOP) funds to provide discounted student passes. • Mechanical failures are well over maximum goals; there have been 87 major mechanical failures YTD when the maximum was five (5). While this did not impact OTP, which is only 0.4% below the goal, the perception of reliability issues may have contributed to decreased ridership. • The introduction of train attendants in FY2019 Quarter 1 reduced incidents of fare evasion.

NCTD will continue to closely monitor ridership trends for other contributing factors. NCTD is taking the following actions to improve vehicle reliability and increase ridership:

• NCTD is currently in the planning stages with regional partners SANDAG, Cal State University San Marcos, and the City of San Marcos to implement a first/last mile micromobility pilot at key stations in San Marcos. This pilot aims to increase ridership along the SPRINTER line, especially amongst college students, and; • NCTD is completing major vehicle component overhauls which will decrease the potential for mechanical failures in the future.

Page 26 of 39

Customer Feedback – SPRINTER SPRINTER received 29 complaints, a decrease of three (3) over the same quarter of FY2018. SPRINTER complaints were mostly related to late service caused by mechanical issues as well as perceived negative interactions with train attendants. NCTD and Bombardier are currently working through capital improvement projects that, over time, will stabilize the mechanical issues and increase performance levels. Following thorough investigations of the operator related reports, it has been determined that train attendants are performing to the expectations of both NCTD and Bombardier and that customers continue to adapt to this new operating environment. SPRINTER received one (1) compliment and 11 comments.

Chart 4 SPRINTER Complaints SPRINTER Complaints FY 2018 - 2nd Quarter (32 total) vs FY 2019 - 2nd Quarter (29 total) 16 15 14 11 12 10 10 8 8 5 6 4 4 2 2 1 1 1 2 0 0 1 0 Service Other Equipment ADA Passenger Operator Title VI Related Related Related FY18 FY19

Chart 5 SPRINTER Complaints Percent to Total SPRINTER Complaints - Percent to Total FY 2018 - 2nd Quarter vs FY 2019 - 2nd Quarter

60.0% 51.7% 50.0% 40.0% 34.4% 34.5% 30.0% 25.0% 15.6% 20.0% 12.5% 6.9% 6.3% 10.0% 3.4% 3.1% 3.1% 3.4% 0.0% 0.0% 0.0% Service Other Equipment ADA Passenger Operator Title VI Related Related Related FY18 FY19

Page 27 of 39 APPENDIX E: LIFT SERVICE DESCRIPTION AND STATISTICS

Table 22 LIFT Quarterly Performance Quarterly Performance

FY19 FY2019 Variance FY2018 Quarter 2 Quarter 2 From Goal Quarter 2 Goal

Total Boardings 46,257 42,802 (8%) 45,723 Average Weekday Boardings 610 592 (3%) 609 Boardings per Revenue Hour 1.6 1.74 12% 1.6 On-time Performance 92% 79.7% (13%) 91% Call Response Time (minutes) 2:00 2:19 16% 1:25 Average Length of Call (minutes) 2:00 2:32 27% 2:17 Major Mechanical Failures 11 14 30% 28 Other Mechanical Failures 0 1 100% 0 Chargeable Accidents per 100,000 Miles 1 0.4 (59%) 1 Passenger Concerns per 1,000 Boardings 1.5 5.5 269% 2.7

Table 23 LIFT FY2019 Performance Year to Date FY2019 Year to Date (YTD) Performance

FY2019 FY2019 Variance FY2018

YTD Goal YTD From Goal YTD

Total Boardings 94,198 88,583 (6%) 93,833 Average Weekday Boardings 640 614 (4%) 640 Boardings per Revenue Hour 1.6 1.70 7% 1.6 On-time Performance 92.0% 83.0% (10%) 90.0% Call Response Time (minutes) 2:00 1:52 (6%) 2:44 Average Length of Call (minutes) 2:00 2:24 20% 2:59 Major Mechanical Failures 23 37 63% 47 Other Mechanical Failures 0 1 100% 0 Chargeable Accidents per 100,000 Miles 1.0 0.9 (2%) 0.6 Passenger Concerns per 1,000 Boardings 1.5 4.2 181% 3.2

LIFT ridership fell below the quarterly and year to date (YTD) goals by 8% and 6%, respectively. NCTD exceeded the goal of 1.6 boardings per revenue hour for both periods. On-time performance fell below the goal, which may have contributed to passenger concerns exceeding the threshold.

Page 28 of 39 Chart 6 shows the breakdown in cause of delays; accidents and mechanical incidents resulted in the largest percentage, with ten (10) accidents and six (6) mechanical issues. Total delays for LIFT were 29 in FY2019 Q2.

Chart 6 FY2019 Q2 LIFT Cause of Delay LIFT Cause of Delay

3% 3% Vehicle Accident 7% Mechanical 7% 34% Slip and Fall (No Medical)

7% Other

Medical Aid/Injury

17% Slip and Fall (Medical)

21%

Customer Feedback – LIFT LIFT received 237 complaints, a significant increase of 113 over the same quarter of FY2018. Service related issues comprise 74.7% of total complaints. MV is working toward stabilizing their scheduling procedures, including recalibration of the Trapeze software systems that support reservations and schedules to positively impact service levels. A decrease in complaints was seen in the month of December (down to 39 complaints from 114 and 84 for October and November respectively) as these changes were implemented. Most LIFT Operator Related complaints are due to driving performance as reported by civilian drivers and not due to negative interactions with LIFT passengers. Like BREEZE, MV continues to implement their customer service program to individual employees to maintain a positive service environment for customers. LIFT also received 18 compliments and 19 comments.

Page 29 of 39 Chart 7 LIFT Complaints LIFT Complaints FY 2018 - 2nd Quarter (124 total) vs FY 2019 - 2nd Quarter (237 total) 200 177 180 160 140 120 100 75 80 60 40 24 23 16 15 14 20 3 3 2 1 0 1 4 1 0 0 2 0

FY18 FY19

Chart 8 LIFT Complaints Percent to Total LIFT Complaints - Percent to Total FY 2018 - 2nd Quarter vs FY 2019 - 2nd Quarter 80.0% 74.7% 70.0% 60.5% 60.0% 50.0% 40.0% 30.0% 19.4% 20.0% 12.9% 9.7% 10.0% 6.3% 5.9% 2.4% 2.4% 0.8% 0.8% 0.0% 0.8% 1.7% 0.8% 0.0% 0.0% 0.8% 0.0%

FY18 FY19

Page 30 of 39 The top 20 LIFT origins and destinations are shown in Table 24. The most traveled to origin or destination is the AmeriCare on Rancheros Drive in San Marcos, which accounts for 18% of the top 20 origins and destinations. The facility is an adult day healthcare center where customers have access to recreational and social activities, meals, social services, therapy, and medical services. Dialysis centers make up 6 of the top 20 origin and destinations centers with a total of 5,386 trips (26%) starting or ending at a dialysis facility in FY2019 Q2. The average trip length has increased slightly from 9.5 miles in Q2 FY2018 to 9.7 miles in Q2 FY2019. The average travel time has decreased from 37.1 minutes in Q2 FY2018 to 35.3 minutes in Q2 FY2019.

Table 24 Top LIFT Origins and Destinations # of Trips - # if Trips Starting or Starting or Origin or Destination City Ending (FY2019 Ending FY2019 Q2) Year to Date

AMERICARE RANCHEROS:340 RANCHEROS DR SAN MARCOS 3,727 7,399

GLENNER SAXONY:335 SAXONY RD ENCINITAS 2,156 4,485

REX INDUSTRY:1336 RANCHEROS DR SAN MARCOS 2,089 4,082

PWI:4059 OCEANSIDE BLVD OCEANSIDE 1,471 2,929

DIALYSIS-VISTA WAY:3300 VISTA WAY OCEANSIDE 1,320 2,647

GREAT PACES-WEST DR VISTA:1830 WEST DR VISTA 1,029 2,104

DIALYSIS-MONTIEL:2135 MONTIEL RD SAN MARCOS 973 1,852

DIALYSIS-FMC HACIENDA: 950 HACIENDA DR VISTA 899 1,887

DIALYSIS-EL CAMINO REAL:2227 S EL CAMINO REAL OCEANSIDE 838 1,926

DIALYSIS-DAVITA ESCONDIDO:203 E 2ND AVE ESCONDIDO 797 1,533

UCP:205 W MISSION AVE ESCONDIDO 787 1,628

LIFE OF LIBERTY:320 N HORNE ST OCEANSIDE 723 1,440

MEDICAL-VA HOSPITAL LA JOLLA:3350 LA JOLLA VILLAGE DR LA JOLLA 593 1,254

DIALYSIS-DAVITA ENC:332 SANTA FE DR ENCINITAS 559 1,284

TRANSFER PT 10: ESCONDIDO - MTS ACCESS:384 BEETHOVEN DR ESCONDIDO 545 1,028

COLLEGE-PALOMAR COLLEGE SM:1140 W MISSION RD SAN MARCOS 544 958

1312 E MISSION AVE ESCONDIDO 469 469

715 N BROADWAY ESCONDIDO 402 402

KAISER-SAN MARCOS:400 CRAVEN RD SAN MARCOS 350 620

BRAILLE INSTITUTE:4555 EXECUTIVE DR SAN DIEGO 338 655

Page 31 of 39 As shown in Chart 9, the majority of LIFT trips are scheduled to occur between 2:00PM-2:59PM followed by 7:00AM-8:59AM. LIFT is designed to be comparable and complementary to fixed- route service which is shown with nearly all LIFT trips (88%) scheduled for pickup between 7:00AM and 5:59PM, similar to when BREEZE is at full service.

Chart 9 LIFT Scheduled Trips LIFT Trips by Time of Day 6,000

5,000

4,000

3,000

2,000

1,000

0

Page 32 of 39 APPENDIX F: FLEX ROUTE DESCRIPTIONS AND SERVICE STATISTICS

Table 25 FLEX Quarterly Performance Quarterly Performance

FY2019 FY2019 Variance From FY2018

Quarter 2 Goal Quarter 2 Goal Quarter 2

Total Boardings 8,085 7,797 (4%) 8,010

Average Weekday Boardings 112 106 (5%) 112

Boardings per Revenue Hour 1.7 1.9 12% 1.7

On-time Performance 95% 99.3% 5% 98.3%

Major Mechanical Failures 2 3 62% 5

Other Mechanical Failures 0 0 0% 1

Chargeable Accidents per 100,000 Miles 1 0 (100%) 1.3

Passenger Concerns per 1,000 Boardings 0.5 0.4 (23%) 1.0

Table 26 FLEX FY2019 Performance Year to Date FY2019 Year to Date (YTD) Performance

FY2019 YTD Variance FY2019 YTD FY2018 YTD Goal From Goal

Total Boardings 16,029 15,972 (0.4%) 11,780

Average Weekday Boardings 110 109 (0.6%) 86

Boardings per Revenue Hour 1.7 1.9 13% 1.8

On-time Performance 95.0% 99.4% 5% 98.4%

Major Mechanical Failures 4 5 36% 7

Other Mechanical Failures 0 0 0% 1

Chargeable Accidents per 100,000 Miles 1 0 (100%) 0.9

Passenger Concerns per 1,000 Boardings 0.5 0.6 25% 1.9

FLEX ridership fell short of goals during FY2019 Q2 and FY2019 year to date, by 4% and 0.4%, respectively. Boardings per revenue exceeded the goal by 12% and 13%, respectively. Chart 10 shows the breakdown in cause of delays. FLEX had 13 delays in FY2019 Q2. There were six (6) mechanical incidents and five (5) operational issues that resulted in delays.

Page 33 of 39 Chart 10 FY2019 Q2 FLEX Cause of Delay FLEX Cause of Delay

8% 8%

Mechanical 46% Operations Detour Traffic 38%

Customer Feedback – FLEX FLEX received three (3) complaints, a decrease of five (5) over the same quarter of FY2018. Two (2) of these complaints are service related items (late service, pass by), and one (1) complaint was reservationist related. FLEX did not receive any compliments or comments.

Chart 11 FLEX Complaints FLEX Complaints FY 2018 - 2nd Quarter (8 total) vs FY 2019 - 2nd Quarter (3 total) 7 6 6

5

4

3 2 2 1 1 1 1 0 0 0 0 Service Related Other Operator Related Reservationist FY18 FY19

Page 34 of 39 Chart 12 FLEX Complaints Percent to Total FLEX Complaints - Percent to Total FY 2018 - 2nd Quarter vs FY 2019 2nd Quarter

80% 75%

70% 67%

60%

50%

40% 33% 30%

20%

10% 0.0% 0.0% 0% Service Related Other Operator Related Reservationist FY18 FY19

Page 35 of 39 APPENDIX G: AMTRAK AND METROLINK ROUTE DESCRIPTIONS AND SERVICE STATISTICS

NCTD owns and maintains a portion of the LOSSAN (Los Angeles – San Diego – San Luis Obispo) rail line between and the City of San Diego and maintains the rail line owned by MTS in the City of San Diego. In addition to NCTD’s COASTER commuter rail service, tenant railroads operate on the line through shared use agreements with the District.

Amtrak intercity rail operates between San Luis Obispo and San Diego Santa Fe Depot, and stops in San Diego County at Oceanside Transit Center, Solana Beach Station, Old Town Station and Santa Fe Depot. Metrolink commuter rail operates two lines to Oceanside Transit Center. Service provided includes primarily peak period weekday and limited weekend service to Los Angeles, Orange, Riverside, San Bernardino, and San Diego Counties.

The chart below shows COASTER, Amtrak Pacific Surfliner and Metrolink systemwide ridership from FY2014 through FY2018. Both commuter rail services have seen a decrease in ridership over the past five years, while intercity rail has seen an increase.

Chart 13 COASTER, Amtrak Pacific Surfliner and Metrolink Systemwide Ridership COASTER, Amtrak and Metrolink Ridership 14,000,000 12,000,000 10,000,000 8,000,000 6,000,000 4,000,000 2,000,000 - FY2014 FY2015 FY2016 FY2017 FY2018

Metrolink COASTER Amtrak Pacific Surfliner

The tables below show Metrolink, COASTER, and Amtrak Pacific Surfliner systemwide ridership from FY2018 Q2, FY2019 Q2, and Year to Date. For FY2019 Q2, Amtrak Pacific Surfliner had the largest ridership decline, followed by a slight decline for COASTER, and an increase for Metrolink. Year to Date ridership was similar, except for COASTER, which had a slight ridership increase.

Table 27 Quarterly Rail Ridership Quarterly Ridership

Mode FY2018 Q2 FY2019 Q2 Percentage Change

Metrolink 2,589,483 2,626,853 1.4%

COASTER 321,023 317,228 (1.2%)

Amtrak Pacific Surfliner 707,918 673,332 (4.9%) Table 28 Year to Date Rail Ridership

Page 36 of 39 FY2019 Year to Date (YTD) Ridership

Mode FY2018 Q1-Q2 FY2019 Q1-Q2 Percentage Change

Metrolink 5,260,760 5,350,141 1.7% COASTER 731,255 732,715 0.2% Amtrak Pacific Surfliner 1,554,264 1,467,621 (5.6%)

NCTD and Amtrak have a Rail2Rail (R2R) program that allows COASTER day or monthly pass holders to ride any Amtrak train at no extra cost (blackout days apply). This provides NCTD COASTER customers additional options without the additional costs of operating more COASTER trains.

Chart 14 shows the significant decrease in R2R ridership between FY2018 Q2 and FY2019 Q2. Ridership has dropped over 80% each month. On October 8, 2018, updated the program terms went into effect, which are described in Table 29.

Chart 14 Amtrak Rail2Rail Ridership FY2018 and FY2019 Q2 Amtrak Rail2Rail Ridership 4,000

3,500

3,000

2,500

2,000

1,500

1,000

500

- October November December

2017 2018

Table 29 Amtrak and NCTD Rail2Rail Program Terms Rail2Rail Program Prior to October 8, 2018 As of October 8, 2018 Terms COASTER Single Ride, Day or Passenger Fare COASTER Day or Monthly Pass Monthly Pass Eight (8) off-peak Amtrak trains make All Amtrak trains, but they only Available Amtrak Trains select COASTER stops: Carlsbad stop at Amtrak-served stations Village, Sorrento Valley and Old Town

Page 37 of 39 APPENDIX I: FARE COLLECTION SYSTEM

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

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

TVM Availability

This metric was designed to show TVM availability to NCTD customers, considering any issues that would prevent customers from purchasing NCTD service. TVM availability for FY2019 year to date was 97.1%. Average daily minutes out of service was twenty-eight (28) minutes. The majority of TVM service issues were related to cash fare payment (bills or coins). Stations with the most minutes out of service were College Blvd SPRINTER Station, Vista Transit Center, and Escondido Transit Center.

Graph 6 FY18 Q2 TVM Availability Graph 7 FY19 Q2 TVM Availability

Table 30 TVM Average Time Down FY2018 Q1-Q2 FY2019 Q1-Q2 TVM Average Daily TVM Average FY2018 Q1-Q2 FY2019 Q1-Q2 Minutes Out of Daily Minutes TVM Percent In TVM Percent In Month Service Out of Service Service Service July 27.81 16.43 97.10% 98.29% August 16.54 36.91 98.28% 96.16% September 15.35 42.78 98.40% 95.54% October 9.57 17.69 99.00% 98.16% November 9.82 29.96 98.98% 96.88% December 8.61 24.16 99.10% 97.48%

Page 38 of 39 Graph 8 TVM Out of Service Reasons

FY2019 YTD TVM Out of Service: Reasons

Payment Issue (Bills) 129,199 Graph 5 TVMPayment Availability Issue (Coins) 72,602 No Paper Ticket Issued 44,751 TVM Issue (Device) 26,393 Coin System Cassette Removed 2,045 Payment Issue (Credit/Debit) 1,552

- 20,000 40,000 60,000 80,000 100,000 120,000 140,000 Minutes

Graph 9 TVM Minutes Down by Location FY2019 YTD TVM Minutes Down by Location

Unknown SPRINTER - Crouch Street SPRINTER - Melrose Drive SPRINTER - Rancho Del Oro COASTER - Carlsbad Village COASTER - Encinitas COASTER - Solana Beach COASTER - Sorrento Valley SPRINTER - El Camino Real COASTER - Carlsbad Poinsettia SPRINTER - Coast Highway SPRINTER - Civic Center-Vista SPRINTER - Palomar College SPRINTER - Cal State San Marcos SPRINTER - Oceanside Transit Center SPRINTER - Buena Creek SPRINTER - San Marcos Civic Center SPRINTER - Nordahl Road COASTER - Old Town COASTER - Santa Fe Depot COASTER - Oceanside Transit Center SPRINTER - Escondido Transit Center SPRINTER - Vista Transit Center SPRINTER - College Blvd. - 5,000 10,000 15,000 20,000 25,000 30,000 35,000 40,000 45,000

Page 39 of 39