Comprehensive Plan Fiscal Year 2017

Transcription

Comprehensive Strategic,
Operating, and Capital Plan
FY 2017 – FY 2026
Final Report
June 2016
Table of Contents
SECTION 1
Plan Purpose, NCTD Background and Context ......................................................... 7
1.1
PURPOSE ............................................................................................................................... 7
1.2
PLAN ORGANIZATION & STRATEGIC FRAMEWORK ........................................................... 7
1.3
FISCAL YEARS COVERED BY PLAN ..................................................................................... 8
1.4
DATE APPROVED BY BOARD................................................................................................ 8
1.5
BENEFITS OF NCTD TRANSIT SERVICES ............................................................................ 8
1.6
HISTORY OF THE AGENCY ................................................................................................... 9
1.7
BOARD GOVERNANCE ........................................................................................................ 11
1.8
NCTD ORGANIZATION ......................................................................................................... 12
1.9
TRANSIT SERVICES AND CONTRACTED PROVIDERS ..................................................... 12
1.10 ROLLING STOCK AND FACILITIES MAINTENANCE ........................................................... 14
1.11 STAKEHOLDERS .................................................................................................................. 16
1.12 COORDINATION WITH METROPOLITAN PLANNING ORGANIZATION .............................. 18
1.13 COORDINATION WITH OTHER REGIONAL TRANSPORTATION OPERATORS ................ 20
SECTION 2
2.1
Strategic Approach: Mission, Vision, and Goals ..................................................... 21
GOALS AND MEASURES ..................................................................................................... 24
GOAL 1: PLACE SERVICE TO OUR CUSTOMERS FIRST ............................................................. 24
GOAL 2: ENSURE THE SAFETY AND SECURITY OF OUR EMPLOYEES AND CUSTOMERS .... 26
GOAL 3: DELIVER HIGH QUALITY TRANSIT SERVICES .............................................................. 28
GOAL 4: DEMONSTRATE GOOD STEWARDSHIP OF FEDERAL, STATE, AND LOCAL FUNDS . 30
GOAL 5: MANAGE TRANSIT ASSETS IN A MANNER THAT SUSTAINS AND PROMOTES
CURRENT AND FUTURE TRANSPORTATION SERVICES ............................................. 32
GOAL 6: SECURE ADEQUATE REVENUE, PROTECTING OUR ASSETS, AND GETTING THE
MAXIMUM RETURN ON THE PUBLIC INVESTMENT ...................................................... 33
GOAL 7: WORK IN PARTNERSHIP WITH OUR COMMUNITIES AND OTHER STAKEHOLDERS 35
GOAL 8: ENCOURAGE INNOVATION, CREATIVITY, AND LEADERSHIP ..................................... 35
SECTION 3
Capital and Operating Investment Priorities ............................................................ 38
3.1
SERVICE PLANNING AND OPERATIONS PLAN DEVELOPMENT ...................................... 38
3.2
CAPITAL INVESTMENT CRITERIA ....................................................................................... 38
3.3
ECONOMIC BASED CONTINGENCY PLANS – SYSTEM SUSTAINABILITY ....................... 39
SECTION 4
Existing System and Performance Trends .............................................................. 42
4.1
SYSTEM DESCRIPTION: SERVICE AREA ............................................................................. 42
4.2
SYSTEM DESCRIPTION: SERVICE MODES .......................................................................... 43
4.3
SERVICE SPAN AND FREQUENCY ..................................................................................... 45
4.4
PERFORMANCE TRENDS................................................................................................... 47
4.5
FY2016 SERVICE PLANNING ACTIVITIES......................................................................... 49
4.6
KEY BUSINESS INITIATIVES ................................................................................................ 50
SECTION 5
Systemwide Operations Plan .................................................................................... 56
5.1
SERVICE PLAN SUMMARY (FY 2017 – FY 2021) ................................................................ 56
5.2
RAIL IMPROVEMENT PROGRAM ........................................................................................ 57
5.2.1
Camp Pendleton Transit Center...................................................................................... 57
5.2.2
CONVENTION CENTER PLATFORM ............................................................................ 57
5.2.3
SPRINTER Frequency Improvements ............................................................................ 57
5.3
PROVIDING PARATRANSIT ALTERNATIVES ...................................................................... 58
5.4
SERVICE CHANGE EFFECTS ON PERSONS WITH DISABILITIES AND OLDER ADULTS 58
5.5
FY 2017 SYSTEMWIDE OPERATIONS PLAN – SERVICE IMPLEMENTATION PLAN ........ 58
5.5.1
Proposed FY2017 Changes............................................................................................ 58
5.5.2
Systemwide FY 2017 Impacts......................................................................................... 59
5.6
FY 2018 SYSTEMWIDE OPERATIONS PLAN ...................................................................... 59
5.6.1
Proposed FY 2018 Changes ........................................................................................... 59
5.6.2
5.7
5.7.1
5.7.2
5.8
5.8.1
5.8.2
5.9
5.9.1
5.9.2
5.10 FY 2022 – FY 2026 SERVICE DEVELOPMENT THEMES .................................................... 61
5.10.1 Rail Frequency Improvements ........................................................................................... 61
5.10.2
Infill Property Development ............................................................................................. 61
5.10.3
SPRINTER Double Tracking and Express Service ......................................................... 62
SECTION 6
Operating Budget ...................................................................................................... 63
6.1
BUDGET POLICIES AND CONTROLS .................................................................................. 63
6.2
REVENUES ........................................................................................................................... 69
SECTION 7
7.1
Capital Budget ........................................................................................................... 71
10-YEAR CAPITAL IMPROVEMENT PROGRAM .................................................................. 71
7.1.1
Constrained Capital Budget ........................................................................................... 71
7.1.2
Unconstrained Baseline Budget ...................................................................................... 73
7.1.3
7.2
FY 2017 CIP ................................................................................................................... 73
SANDAG LOSSAN CORRIDOR CAPITAL PROJECTS ......................................................... 76
List of Tables
Table 1.1: Summary of Key Dates and Milestones in NCTD’s History ................................................. 11
Table 1.2: Summary Detail of NCTD’s Service Contracts .................................................................... 12
Table 2.1: Summary Table of NCTD Strategic Plan Goals .................................................................. 23
Table 4.1 - Service Span and Frequency.............................................................................................. 46
Table 4.2 – Ridership by Mode – FY2012 – FY2016 ............................................................................ 47
Table 4.3 – On-Time Performance by Mode – FY2012 – FY2016 ........................................................ 48
Table 4.4 – Farebox Recovery by Mode – FY2012 – FY2016 .............................................................. 48
Table 5.1: Planned System-wide Service Hours and Miles FY 2017 - FY 2021 ................................... 56
Table 5.2: FY 2017 Level of Planned Service Hours and Miles ........................................................... 59
Table 6.1: Low-, Mid- and High-Range Budget Forecast Changes FY 2017 – FY 2026....................... 64
Table 6.2: Proposed Cost Containment Initiatives FY 2017 – FY 2026................................................ 64
Table 6.3: Low-Range Grant Revenue 10-Year Operating Forecast.................................................... 66
Table 6.4: Mid-Range Grant Revenue 10-Year Operating Forecast .................................................... 67
Table 6.5: High-Range Grant Revenue 10-Year Operating Forecast ................................................... 68
Table 7.1: Constrained Baseline FY 2017 – FY 2026 .......................................................................... 72
Table 7.2: Unconstrained Baseline FY 2017 – FY 2026 ...................................................................... 74
Table 7.3: FY 2017 CIP Constrained Baseline..................................................................................... 75
List of Figures
Figure 1.1: NCTD Geographic Area..................................................................................................... 10
Figure 4.1: NCTD Service Network...................................................................................................... 42
Figure 4.2 – Sorrento Valley COASTER Connection Routes ................................................................ 45
List of Appendices
A.
B.
C.
D.
E.
F.
G.
Service Design Guidelines
FY2015 Performance Details
Customer Demographics
Regulations, Oversight & Compliance
SANDAG Transit Agency Policy (Board Policy No. 18)
NCTD Service Request Policy (Board Policy No. 22)
SANDAG LOSSAN Projects
SECTION 1
1.1
Plan Purpose, NCTD Background and Context
PURPOSE
The Comprehensive Strategic, Operating, and Capital Plan (hereinafter referred to as the Plan) is the
North County Transit District’s (hereinafter referred to as NCTD or the District) short-range transit plan
and strategic business plan. It includes a detailed five-year operations plan with corresponding 10-year
operating and capital budgets, providing the District’s roadmap for the next 10 years. The Plan
establishes the framework that supports NCTD’s mission: to deliver safe, convenient, reliable and userfriendly public transportation services, and vision: to build an integrated transit system that enables
customers to travel easily and efficiently throughout the growing region.
1.2
PLAN ORGANIZATION & STRATEGIC FRAMEWORK
VISION
MISSION
GOALS
BUDGET
PERFORMANCE MANAGEMENT
NCTD’s vision, mission, goals, budget and performance management approach comprise the strategic
framework that guides the District in providing sustainable, quality public transportation in North County
and the San Diego region. The Plan is organized to follow NCTD’s strategic framework, describing
each of the strategic elements in detail with a focus on the District’s specific goals, recent performance
trends and associated budgets for the next ten fiscal years (FY 2017 – FY 2026).
The Plan begins with an overview of the District (Section 1 - Plan Purpose, NCTD Background and
Context), highlighting the contract management requirements unique to NCTD’s provision of operations
and maintenance functions through contracted service providers. It also discusses NCTD’s
stakeholders: the customers NCTD serves, the contractors who help the District provide continuous
quality service, and a range of other stakeholders who influence how the District evolves within the
strategic framework.
The other sections of the Plan are organized as follows:
Section 2 - Strategic Framework: This section provides a detailed outline of the vision, mission, goals
and performance management approach that forms NCTD’s Strategic Framework (the budget element
of the framework is discussed in Sections 5 and 6). NCTD’s goals all fall under the umbrella of the
eight constant and overarching Goals adopted by the Board of Directors. These broad Goals are
achieved through many specific service and project goals established by each division and approved
through the budget process, along with associated activities authorized by the Executive Director or
appropriate decision-makers.
Section 3 - Capital and Operating Investment Priorities: Section 3 outlines how NCTD develops,
evaluates and prioritizes capital and operating investments. It also identifies the process through which
service standards are applied in response to service requests, enabling the District to provide service in
a way that respects the strategic framework.
Section 4 - Existing System and Performance Trends: This section outlines a description of the services
provided by NCTD and the performance by mode over the last five years, with projections for FY 2016.
Trends for key measures, such as ridership, on-time performance, and farebox recovery are provided
along with the FY 2016 service planning activities and business initiatives that drive the development of
NCTD’s five-year service plan.
Section 5: System-wide Operations Plan: The section outlines the service plan, or goals for service, for
the next five fiscal years (through FY 2021). The anticipated service improvements and resulting
ridership and revenue projections are based in part on recent performance trends in these arenas,
which are described in this section. The ridership and revenue projections are broken out by mode and
year for FY 2017 through FY 2021, with FY 2017 acting as NCTD’s Service Implementation Plan (SIP).
Mid-term service improvements for FY 2022 through FY 2026 focus on rail improvements and
corresponding bus operations enhancements that are contingent on major capital improvements.
Sections 6 & 7 - 10-Year Operating and Capital Budgets: The Operating and Capital Budgets allocate
funding to operations, capital projects and initiatives that support the goals identified in the previous
sections of the Plan. The service levels and corresponding ridership and revenue projections identified
in Section 4 provide the foundation for the Operating and Capital Budgets. Three budget scenarios are
presented based on SANDAG’s forecasted grant revenue projections: low-range, mid-range, and highrange projections. Using the cost containment process outlined in Section 3, NCTD is able to maintain
a balanced operating budget regardless of grant revenue outcomes.
This Plan is prepared in accordance with NCTD’s annual operating budget and five-year capital
improvement program (CIP), and is updated accordingly each year.
Additional detailed information on NCTD’s services can be found in the appendix, including information
on the existing transit system, NCTD’s service design guidelines, customer demographics, and
oversight and compliance activities.
1.3
FISCAL YEARS COVERED BY PLAN
The Comprehensive Strategic, Operating, and Capital Plan covers FY 2017 – FY 2026.
1.4
DATE APPROVED BY BOARD
NCTD Board of Directors approved this plan on June 16, 2016.
1.5
BENEFITS OF NCTD TRANSIT SERVICES
North County Transit District provides public transportation service to North County San Diego. This
service provides connections to jobs, schools, medical centers, and other points of interests and
enables mobility for those who have limited travel options, including seniors and persons with
disabilities. Serving as the coastal gateway to the San Diego region, NCTD’s multi-modal system
consists of COASTER commuter rail, SPRINTER hybrid rail, BREEZE fixed-route bus, FLEX demand
response, and LIFT complementary paratransit services. In 2015, NCTD carried more than 12.6 million
passengers throughout North San Diego County.
Public transportation is and will continue to be a vitally important component of the transportation
system of the San Diego region. NCTD’s services provide a number of public benefits:
Social: NCTD’s services provide alternative transportation for the general public, and most
importantly those who do not have other means of transportation. Eighty percent of NCTD’s
BREEZE fixed route passengers are transit dependent and rely on NCTD’ s services to travel to
school, work, and medical appointments. NCTD offers a Senior/Disabled/Medicare Reduced Fare
pass for qualified individuals to ensure transportation is affordable for those who need it most.
Youth passes are also available to the hundreds of students who use BREEZE and SPRINTER to
attend K-12 school.
Environmental: NCTD’s ridership includes individuals who are “choice” riders, meaning they may
have a car available but for a variety of reasons choose to take transit instead. Seventy-seven
percent of COASTER passengers describe themselves as choice riders. When individuals choose
to take transit rather than drive, there is a benefit to the environment through reduced greenhouse
gas emissions. With the passage of AB 32, California set the mandate to reduce greenhouse gas
emissions to 1990 levels by 2020. Providing alternative transportation that is safe, efficient, and
reliable will encourage individuals to choose not to drive and facilitate the reduction of greenhouse
gas emissions in the San Diego region.
Economic: NCTD provides alternative transportation to move people throughout the region.
According to SANDAG’s regional forecasts the San Diego region is expected to add nearly one (1)
million people, one-half million jobs, and approximately 300,000 new households by 2050.
Concentrating this growth in the urban and suburban areas is a key strategy to accommodating this
growth. As one of the region’s transit operators, NCTD’s charge is to ensure the region’s
transportation system can accommodate this growth. NCTD’s network of commuter rail, hybrid rail
and fixed route bus service allows passengers seamless travel between modes and is designed to
serve high densities of housing, employment and retail destinations. Providing an efficient transit
system is key to ensuring those who rely on NCTD’s services can get where they need to go, and
entice those who have access to a car to leave it at home and choose transit instead.
As a public agency funded with taxpayer dollars, NCTD will continue to provide the highest level of
service in the most efficient means possible. Section 3 in this Plan outlines how the District ensures
funds are budgeted to key activities regardless of funding forecast level. The Service Design Guidelines
(Appendix A) details how NCTD plans, designs, schedules and monitors service to ensure productivity
goals are met.
1.6
HISTORY OF THE AGENCY
The North San Diego County Transit Development Board was created by California Senate Bill No. 802
on September 20, 1975, and was renamed the North County Transit District in 2005. NCTD was
created to plan, construct, and operate, directly, or through a contractor, public transit systems in its
area of jurisdiction. NCTD provides bus, van, and train service for people in the northern half of San
Diego County – from the rural areas of Fallbrook and Ramona and the Camp Pendleton Marine Corps
Base, to the cities of Oceanside, Vista, Carlsbad, Encinitas, San Marcos, Del Mar, Solana Beach, and
Escondido, plus the unincorporated areas of North San Diego County, as seen in Figure 1.1 below.
The total population of NCTD’s 1,020 square mile geographic area is 849,420.
Figure 1.1: NCTD Geographic Area
1.6.1
Major Milestones
NCTD has accomplished a range of significant milestones since the establishment of the agency. The
table below highlights the major milestones accomplished from the creation of the agency to date.
Table 1.1: Summary of Key Dates and Milestones in NCTD’s History
Date
September 20, 1975
July 1, 1976
1978
1980
1981
1982
1983
1986
1987
1991
1992
October 30, 1992
Jan. 1, 1993
1994
June 2, 1994
February 27, 1995
2000
2002
September 2002
October 17, 2002
2003
2004
November 2004
August 30, 2005
March 9, 2008
October 16, 2008
July 1, 2010
2011
August 2011
October 2013
February 2014
February 2014
1.7
Milestone
California Senate Bill 802 creates the North San Diego County Transit Development
Board (NSDCTDB)
Board of Directors acquires municipal transit systems operated by cities of Escondido
and Oceanside
New local service between Vista and Oceanside
City of Del Mar added to NSDCTDB’s jurisdiction
NSDCTDB inaugurates service with advanced design (lift-equipped) buses
Planning for Coast Express Rail (COASTER) begins
Oceanside Transit Center opens
FAST service begin
Voters approve TransNet Ordinance, which provides funding for future transit projects
and improvements to existing system through ½ ¢ sales tax; Encinitas and Solana
Beach gain seats on Board
Escondido Transit Center opens
NSDCTDB signs Shared Use Agreement with ATSF
NSDCTDB is lead agency in the purchase of two lines (total 81 miles) of track from
ATSF for $90 million
LIFT begins and NCTD signs Shared Use Agreement with Metrolink
NSDCTDB signs Shared Use Agreement with Amtrak
NSDCTDB creates non-profit San Diego Northern Railway (SDNR) to maintain,
enhance, and operate SDNR facilities and COASTER
COASTER begins service
Solana Beach grade separation complete
Fast Forward service changes begin
Senate Bill 1703 passed. Consolidates planning, programming, and construction
functions under the SANDAG
NSDCTDB voted to dissolve SDNR and directly manage rail services and facilities
FTA grants SPRINTER Full Funding Agreement
SPRINTER construction begins
Voters extend Transnet for 40 years. Transnet will generate $6 billion total for transit
Name changed to North County Transit District
SPRINTER light rail service begins
Pres. Bush signs Rail Safety Improvement Act of 2008. Law stipulates the
implementation of Positive Train Control (PTC)
Contracted BREEZE operations began
PTC contract awarded
First Phase of Mobility Plan and FLEX service began
NCTD and Amtrak begin Rail 2 Rail Service
San Luis Rey Transit Center opens
Final Phase of Mobility Plan implemented
BOARD GOVERNANCE
NCTD is governed by a nine-member board composed of one City Council member from each
incorporated city in the NCTD service area plus the Fifth District County supervisor who represents the
unincorporated areas of North San Diego County. The NCTD Board of Directors includes three
committees that hold different responsibilities for NCTD.
Executive Committee:

Provides oversight to the other committees

Ensures that the Board of Directors protects the public interest

Provides oversight and guidance to the District in achieving its goals
Performance Committee:

Ensures that the District follows sound financial practices

Ensures compliance with all financial reporting requirements

Reviews critical performance indicators to ensure the goals and objectives of the District are
achieved
Marketing, Service Planning and Business Development Committee:
1.8

Ensures that the District is formulating and executing strategies that support increasing ridership
and revenues within the resources allocated through the budget process

Develops the annual Service Implementation Plan required for submittal to SANDAG
NCTD ORGANIZATION
In FY 2010, NCTD transitioned BREEZE operations and maintenance from being directly operated to
being provided by a private contractor. In doing so, NCTD was able to remain solvent during the
economic recession; and as a result, re-focus NCTD’s business model on contract management,
safety, customer service and business development. NCTD has ten divisions in addition to the Office of
the Executive Director, and they include: Procurement and Contracts Administration, Development
Services, Information Technology, Operations - Bus, Operations - Rail, Transit Enforcement, Finance,
Safety, Planning, and Administrative Services. Information on each Division’s responsibilities can be
found in NCTD’s FY 2016 Operating Budget.
1.9
TRANSIT SERVICES AND CONTRACTED PROVIDERS
NCTD provides bus, van, and train service for people in the northern half of San Diego County which
includes the rural areas of Fallbrook and Ramona and the Camp Pendleton Marine Corps Base; the
cities of Carlsbad, Del Mar, Encinitas, Escondido, Oceanside, San Marcos, Solana Beach, and Vista;
and the unincorporated parts of the county. Table 1.2 on the following pages list the descriptions of the
transit services provided and the contractors who operate the services. In January, 2016, NCTD signed
a contract with Bombardier Transportation (Holdings) USA, Inc. to perform rail operations,
maintenance, and dispatch. The following section provides detail on rail services and contract with
Bombardier.
Table 1.2: Summary Detail of NCTD’s Service Contracts
BREEZE
Description
Since 1976, BREEZE has been NCTD’s bus system operating in North San Diego
County. The BREEZE currently operates 36 fixed routes, 7 days a week. The fleet
Contractor
Contract Term Limits
Contract Value
Scope of Contract
consists of 163 vehicles, including cost-efficient, environmentally friendly
compressed natural gas (CNG) models, and three contingency or reserve fleet
buses. All of the buses are equipped with bicycle racks, giving passengers the
ability to bike and ride to their destinations. All buses are accessible with low floors
and ramps to assist the elderly and passengers with disabilities to board and ride
with ease.
First Transit
July 1, 2010 to June 30, 2017 (with a three-year option to renew in one, two, or
three-year increments)
$178,776,039 estimated over seven years (based on service levels)
BREEZE service, bus dispatching, managing bus operators, vehicle maintenance,
and facility maintenance.
LIFT
Description
Contractor
Contract Value
Scope of Contract
LIFT is NCTD’s ADA complementary paratransit service for passengers with
disabilities who are unable to access fixed route service. First Transit provides
LIFT service throughout NCTD’s service area and connects with neighboring bus
or train transit services. Throughout NCTD’s service area, paratransit service
operates using a variety of accessible vehicles. Passengers who receive an ADA
certification may call and schedule a ride with curb to curb service.
First Transit
March 30, 2014 to June 30, 2017
$13,100,000 estimated over 28 months (based on ridership at time of award)
Managing and operating the ADA paratransit service; taking customer reservations
and complaints; scheduling, dispatching, and maintaining telephone recordings
and records; maintaining an up to date ADA paratransit buffer map and inventory of
Medi-Cal sites and Medi-Cal passenger trips for the purpose of reimbursement
billing; maintaining all necessary records and data needed to assess its
performance against contractual requirements and those required for Federal
reporting.
FLEX
Description
Contractor
Contract Value
Scope of Contract
Description
Contractor
Contract Value
Scope of Contract
FLEX is an on-demand service in parts of southwest Carlsbad, Encinitas, Solana
Beach and Ramona. FLEX vehicles take passengers anywhere within the FLEX
zone or to the nearest transfer point on the BREEZE, COASTER, or SPRINTER. A
30-minute advance reservation is required by calling toll-free 855-844-1454.
First Transit
(see First Transit contract term limits description above)
(see First Transit contract value above)
(see First Transit scope of contract description above)
SPRINTER
The SPRINTER hybrid rail line is NCTD’s newest transit mode with operations
beginning in March 2008. The European-style hybrid rail vehicles run on 22 miles
of track that provides an east-west mobility link to 15 stations between Escondido,
San Marcos, Vista, and Oceanside. Passenger service runs seven days a week.
Bombardier Transportation (Holdings) USA, Inc. (Bombardier)
January 1, 2016, to June 30, 2023 (Base Contract)
$197,929,782
SPRINTER hybrid Rail operations, vehicle maintenance, on-going management of
a cost-effective and customer focused rail organization and service, and train
crews and vehicle maintenance technicians to maintain the operations of the rail
network in accordance with all state and federal regulations.
COASTER
Description
The COASTER provides commuter rail service seven days a week between
Oceanside and San Diego, with a total trip time of approximately one hour on the
Contractor
Contract Value
Scope of Contract
Description
Contractor
Contract Value
Scope of Contract
Description
Contractor
Contract Value
Scope of Contract
1.10
41-mile track. Currently, COASTER service is provided using seven locomotives
and 28 bi-level passenger coaches.
(see Bombardier contract term limits description above)
(see Bombardier contract value above)
COASTER commuter rail operations, vehicle maintenance, on-going management
of a cost-effective and customer focused rail organization and service, and train
crews and vehicle maintenance technicians to maintain the operations of the rail
network in accordance with all state and federal regulations.
Right of Way, Signal Communications Maintenance
NCTD and MTS jointly own the San Diego Subdivision and NCTD owns the
Escondido Subdivision. As the owner of the right of way (including track, structures,
signal and communications equipment), NCTD contracts maintenance of these
items to Bombardier.
Maintenance of Way, Signal and Communications for all NCTD-owned and
controlled railroad, including the San Diego Subdivision from County Line (MP
207.4) to San Diego (MP 267.51) and the Escondido Subdivision between
Escondido Junction in Oceanside (MP 0) to the end of track in Escondido (MP
21.31); Maintenance of Way includes the maintenance of all District-owned yard
and shop tracks on both Subdivisions; provide facility and equipment maintenance
for the Sprinter and Coaster operations facilities. Maintenance of Signal and
Communications includes the maintenance of all District-owned signal and
communications equipment on both Subdivisions.
RAIL DISPATCH (SPRINTER AND COASTER)
Bombardier handles dispatch responsibilities for SPRINTER and COASTER rail
operations. Per the contract, Bombardier supports NCTD’s PTC effort as
required. Bombardier is also responsible for the Centralized Traffic Control (CTC)
dispatching system and radio system training, and ongoing support and
maintenance. Bombardier provides all line staff, supervision, management,
training, standard operating procedures, incident and emergency response
procedures, and the back-up systems and support necessary to safely and
efficiently operate an FRA-compliant CTC for NCTD’s San Diego (COASTER) and
Escondido (SPRINTER) Subdivisions.
Provide all line staff, supervision, management, training; standard operating
procedures, incident and emergency response procedures, and the back-up
systems and support necessary to safely and efficiently operate an FRA compliant CTC for NCTD's San Diego (COASTER) and Escondido (SPRINTER)
Subdivisions (see RFP 10054 definitions for specific geographic parameters). The
dispatching services for the Escondido Subdivision and the San Diego Subdivision
and shall be shown as such on all schedule submittals.
ROLLING STOCK AND FACILITIES MAINTENANCE
Coach Operators and Vehicle Maintenance Personnel
NCTD’s BREEZE bus service contract necessitates the employment of 301 coach operators who
receive initial training and licensing, renewal licensing, specialty training, and continuous dispatch
assistance while operating the buses. There are 105 contracted employees to maintain our BREEZE,
LIFT, and FLEX vehicles along with our operating and public transit facilities. Contracted service for
coach operators and vehicle maintenance personnel began on July 1, 2010.
Vehicle Maintenance – Trains
NCTD is responsible for maintaining and operating 7 locomotives and 28 coach cars. Bombardier
Transportation (Holdings) USA, Inc. maintains COASTER rail equipment at an NCTD-owned facility on
Camp Pendleton Marine Corps Base. Equipment used for Stuart Mesa is massive and specialized.
Booms, cranes, and lifts within the facility assist with replacement of heavy parts. Dedicated contract
mechanics and service workers perform daily train washing and exterior and interior maintenance and
repair. Specialty equipment is used to maintain the railroad itself, clearing vegetation away from the
tracks and replacing ties while situated on the track itself.
The 40,000 square foot SPRINTER operations facility in Escondido was constructed specifically to
house the operations center and to maintain SPRINTER diesel multiple unit (DMU) rail cars. The
facility contains the train control and security monitoring center for the 22-mile right-of-way and 15
stations, as well as storage, training rooms, lockers, and office space for employees. The maintenance
area can accommodate up to four two-car train sets. Two structurally supported tracks allow
maintenance crews access underneath and on top of trains to fully service the vehicles via pits,
suspended platforms, and overhead bridge cranes. The pits are fully functional with integrated
electrical service, compressed air, and lube oil systems. On December 17, 2015, NCTD awarded the
rail services contract to Bombardier Transportation (Holdings) USA, Inc. to begin mobilization of
resources on January 1, 2016 in preparation to provide vehicle maintenance on SPRINTER and
COASTER vehicles on behalf of the District beginning on July 1, 2016.
Right-of-Way Maintenance
NCTD owns 63 miles of rail right-of-way used for COASTER and SPRINTER operations. This includes
41 miles of COASTER track along the main north-south line between the Orange County border and
the northern border of the City of San Diego.1 NCTD also owns the 22-mile east-west line between
Escondido and Oceanside. NCTD is responsible for maintaining these rights-of-way, including the
portion of the San Diego subdivision owned by MTS, including track, signal systems, bridges, sidings,
grade crossings, turnouts, road bed, culverts, drainage, and the land alongside the track. Track and
Signal maintenance equipment and personnel are housed in an NCTD leased facility in Oceanside. On
December 17, 2015, NCTD awarded the rail services contract to Bombardier Transportation (Holdings)
USA, Inc. to begin mobilization of resources on January 1, 2016 in preparation to provide railroad rightof-way maintenance on behalf of the District beginning on July 1, 2016.
Vehicle Maintenance – Buses
NCTD has a fleet of 163 revenue vehicles used for fixed route service, including 139 standard heavyduty buses and 24 vans. NCTD’s LIFT and FLEX vehicle fleet includes 40 cutaway vans and 21
minivan conversions. Currently, 32 of the 164 BREEZE buses have met and or exceeded their useful
service life as established by the FTA. Given NCTD's goal of providing safe, reliable, and efficient
transportation services, a Request for Proposals (RFP) was advanced to support the replacement of
vehicles that have reached the end of their useful life over a five (5) year contract term. In October of
2015 the Board approved a five (5) year contract with New Flyer Industries to construct and deliver 35
and 40 foot Compressed Natural Gas (CNG) buses. The initial purchase will be for 26, 40 foot buses.
The contract has been signed and preproduction review has been completed. Construction begins in
1
MTS owns the remaining 21 track miles in the City of San Diego to downtown.
April for the pilot vehicle and is scheduled to be delivered in May. The remaining units will be delivered
in late August thought October of 2016.
The fleet is maintained at two facilities where vehicles are fueled, cleaned, maintained and stored.
These facilities contain CNG fueling stations and service lanes, administration buildings, maintenance
buildings, and parking for buses, service vehicles, and employees. The maintenance shops contain
bus repair bays, pits, hoists, forklifts, engine repair benches, a body shop, parts inventory storeroom,
and paint shop. Vehicle maintenance occurs around the clock to keep the buses in excellent condition
and minimize road calls and service interruptions. In addition to servicing and repairing the bus fleet,
the maintenance crews maintain a fleet of service vehicles, administrative automobiles, forklifts, and
ride-on sweepers. On July 1, 2010, NCTD contracted with First Transit to provide BREEZE bus
operations and maintenance on behalf of the District.
Facilities Maintenance
NCTD facilities include two administration buildings in Oceanside, two bus maintenance buildings at
two sites in Oceanside and Escondido, eight multi-modal train stations along the COASTER line, 15
stations along the SPRINTER line, two train maintenance facilities, a leased maintenance of way facility
and all the adjacent land and parking lots. These facilities are depicted in Figure 2.8 on the following
page. Most of the facilities are maintained, cleaned, and repaired by facilities maintenance crews,
using specialized equipment (e.g., sweepers and portable boom trucks). Of the eight COASTER
stations, Santa Fe Depot and Old Town are owned by others, but the COASTER portion of the station
is maintained by NCTD. In addition, NCTD staff supervises major maintenance projects such as roof
replacements, parking lot paving and striping, bus shelter replacements and repairs, and heating and
air-conditioning repair and replacement, as well as painting and repair of administration buildings. On
December 17, 2015, NCTD awarded the rail services contract to Bombardier Transportation (Holdings)
USA, Inc. to begin mobilization of resources on January 1, 2016 in preparation to provide facilities
maintenance on behalf of the District beginning on July 1, 2016.
1.11
STAKEHOLDERS
NCTD has a diverse set of stakeholders that staff interact with. Key to successful implementation of
NCTD’s strategic framework is a good understanding of NCTD’s stakeholders, their interests, and
expectations.

NCTD Customers: NCTD exists to move people, therefore the primary NCTD stakeholder is
the population that depends on or chooses to ride NCTD services. NCTD customers need and
expect reliable, comfortable, convenient, and available service. Service that is late or early
can cause serious commuting and workplace difficulties. Transit vehicles also need to be clean
and comfortable, and trips need to take place in as safe an environment as possible. Transit
convenience is significant to the customer as people need to have easy access with minimal
impact to their overall quality of life. Similarly, service hours and frequency of service impact
the value of the service as perceived by the customer. Therefore service availability must be as
closely aligned with the needs of the riding public as possible.
Interests to this group include:
‒ “Does NCTD service meet my mobility needs?” (Service Availability)
‒ “Are NCTD services available when I need needed them?” (Service Availability)
‒ “How safe will I or my family be on NCTD Services or at NCTD facilities?” (System Safety)
‒ “Are NCTD buses and trains running on time as scheduled?” (On-Time Performance)
‒ “How clean are NCTD vehicles and facilities?” (System Cleanliness)
‒ “How responsive is NCTD to my feedback?” (Customer Service)

NCTD Board, Staff, and Contractors: NCTD’s Board of Directors, staff, and contractors who
operate the service need to have accurate information to be effective in their roles. NCTD’s
Board needs information related to cost-efficiency, cost-effectiveness, system safety and
reliability, and system appearance to guide decision-making on where and when service is to be
provided and to support actions designed to maintain and improve performance sustainably.
They are also interested in the quality of the service provided to their constituencies. Transit
agency management and staff use performance data to assess the current conditions, past
trends, existing concerns, and unmet needs. Contractors are interested in performance data to
ensure compliance with contractual requirements, achievement of profitability goals, and the
impact on their company image.
‒ “Are the services provided efficient, productive, and sustainable?” (Cost Efficiency, Service
Efficiency)
‒ “Are all applicable federal, state, and local laws, regulations, and mandates being followed?”
(Compliance)
‒ “Are all Board Policies and approved internal procedures being followed?” (Accountability)
‒ “Are the services provided meeting the needs of the community” (Service Effectiveness,
Service Reliability)
‒ “How safe are NCTD Services or NCTD facilities?” (System Safety)
‒ “How often are NCTD buses and trains breaking down?” (Mechanical Reliability)
‒ “How responsive is NCTD to the needs of the community?” (Customer Service)

Local Governments, Community Organizations/Members, Business Interests, and Other
Local Agencies: As a viable mobility option in North County, moving over 40,000 riders on an
average weekday, NCTD services are key to a vibrant economy and sustaining the quality of life
in north San Diego County. Local governments and businesses have an interest in NCTD
service as residents and employees who are transit users will likely be more productive if their
commuting stress is diminished. Furthermore, an extremely poor commute could actually
encourage absenteeism by discouraging workers from going to work. Consequently, for
employers, a low level of customer satisfaction may mean a decreased pool of potential workers
from which to choose. The community is also interested in knowing how well service is being
provided and may need convincing that transit provides a valuable service, for them, for
someone they know, or for the community as a whole.
‒ “Are the services provided meeting the needs of the community?” (Service Effectiveness,
Service Reliability)
‒ “How responsive is NCTD to the needs of the community?” (Customer Service,
Coordination with North County Municipalities)
 Funding and Regulatory Agencies: NCTD receives funding from several public funding
sources, including the federal government. A major subsidy source for NCTD services comes
from local funding generated through sales taxes under the Transportation Development Act of
1971 (TDA) and the TransNet Program. Each of these programs requires performance audits to
assess the status of the effectiveness of the subsidized projects and programs. State funds are
received via State Transit Assistance (STA) funding. These funds are derived from the sales tax
on diesel fuel. NCTD also receives federal aid from the Federal Transit Administration (FTA),
funding primarily coming from FTA’s §5307 and §5337 formula-based grant programs to provide
financial assistance to develop new transit systems and improve, maintain, and operate existing
systems. FTA conducts Triennial Reviews to ensuring that grantees, like NCTD, follow federal
mandates along with statutory and administrative requirements.
‒ “Is NCTD providing service pursuant to Federal, State, and Local mandates?”
(Effectiveness)
‒ “Is NCTD managing its resources pursuant to Federal, State, and Local mandates?”
(Stewardship)
‒ “Is NCTD meeting all current statutory and regulatory requirements?” (Compliance)
‒ “Is NCTD addressing any identified issues related to statutory or regulatory compliance?
(Compliance)
 Taxpayers: NCTD vigorously pursues key financial stewardship objectives to ensure service
efficiency and maintenance of NCTD assets and resources by increasing service productivity,
controlling costs, and seeking sustainable funding to preserve service and continue helping
North County thrive.
‒ “How much of the service is paid for by the customer?” (Farebox Recovery)
‒ “How much does the taxpayer pay to close the gap between the cost for service and what
the customer pays?” (Subsidy per Passenger)
‒ “Are we getting the ‘bang for our buck’ for the service NCTD provides?” (Route Productivity)
‒ “Is the service connecting people to jobs?”(Economic Development)
‒ “Is the service providing congestion relief?”(Mobility)
‒ “Is NCTD conducting business as required to maintain sources of federal and state
revenues?” (Federal and State Review and Audits)
1.12
COORDINATION WITH METROPOLITAN PLANNING ORGANIZATION
With the passage of Senate Bill (SB) 1703 in 2003, SANDAG assumed responsibility for the
consolidated agency functions for San Diego County while NCTD and MTS assumed the transit agency
functions. SANDAG Board Policy No. 18 (see Appendix E) allows the transit systems to quickly and
efficiently respond to changes in travel demand and operating/fiscal environment, while ensuring that
the system is adjusted and developed consistent with longer range regional transportation and land use
goals. As the regional planning organization, SANDAG works in coordination with NCTD and MTS to
plan transit service and development projects that:

Serve regional travel demand corridors that cross transit agency jurisdictional boundaries;

Significantly affect passenger trip making;

Require additional regional operating funds above the overall transit agency-adopted budget
and projected budget capacity; and

Affect the policies, projects, services, and facilities included in the Coordinated Plan, the
Regional Transportation Plan (RTP), and TransNet Ordinance.
Specifically, SANDAG responsibilities for planning and project development include:

Preparing the RTP and the Regional Short Range Transit Plan (RSRTP), also referred to as the
Coordinated Plan. SANDAG will conduct the long-range transit plans and corridor studies as
part of the RTP, and regional and subarea planning studies as prioritized in the RSRTP and
RTP;

Planning, locating, and designing transit infrastructure and facilities for regionally significant
transit projects and services, identified in the RTP, RSRTP, and the TransNet Ordinance;

Preparing Environmental Justice and Title VI compliance reports for fare changes;

Managing the competitive process for granting FTA funds; and

Developing the regional fare policy.
As a transit agency, NCTD planning responsibilities include the following:

Development of service adjustments, evaluation and approval of changes, implementation and
monitoring of BREEZE, SPRINTER, COASTER, and FLEX service;

Development of a service implementation plan; and

Participation in the development of service plans for service adjustments with regional
significance, in response to changes in regional travel demand, to address regional service
gaps and deficiencies and to implement plans and programs identified in RTP, RSRTP, and the
TransNet Ordinance.
1.13
COORDINATION WITH OTHER REGIONAL TRANSPORTATION OPERATORS
Located in North San Diego County, NCTD operates transit service in proximity to other transit
providers including Orange County Transportation Authority (OCTA), Metrolink commuter rail, Amtrak
intercity rail, Riverside Transit Agency (RTA), MTS, and Greyhound. Therefore, coordination between
the respective agencies is required.
Local Bus
MTS, OCTA, and RTA operate local bus services comparable to the NCTD system. MTS and OCTA’s
paratransit service is integrated with that of NCTD, allowing paratransit passengers to transfer between
NCTD and MTS or OCTA. The transfer point between NCTD and OCTA fixed route local bus service is
in San Clemente, at the northern terminus of BREEZE Route 395. MTS and NCTD transfer points
between local bus routes are located at Del Lago Park and Ride in Escondido, Escondido Transit
Center, and the VA Hospital and UTC in La Jolla. MTS local bus and Trolley service connects to three
COASTER stations in the MTS service area: Sorrento Valley, Old Town, and Santa Fe Depot. As the
only feeder system at these locations, MTS local bus and Trolley service play a critical role in providing
connections to the COASTER.
Intercity Bus
Greyhound operates long-haul bus service through NCTD’s service area, stopping at Oceanside
Transit Center (OTC) and Escondido Transit Center (ETC), and also operates routes elsewhere
throughout California, the United States, and Mexico.
Commuter Rail
Metrolink is the regional commuter rail network operating in 6 counties of southern California, with 55
stations and 7 rail lines. Metrolink provides 16 daily trips to OTC, where passengers may connect with
COASTER, SPRINTER, and BREEZE services.
Intercity Rail
Amtrak intercity rail operates on NCTD’s rail corridor, making stops at Santa Fe Depot, Solana Beach,
and OTC. Amtrak service extends north of San Diego County throughout California and east across
the United States.
SECTION 2
Strategic Approach: Mission, Vision, and Goals
A strategic plan is necessary to facilitate NCTD’s delivery of sustainable service, to maintain existing
assets in a state of good repair, and to maximize the use of federal, state, and regional funds, while
positioning services to accommodate anticipated growth. The following section provides a detailed
discussion of the components of NCTD’s strategic framework.
VISION
Providing effective and efficient public transportation services vital to San Diego’s regional
transportation network begins with the District’s vision.
Vision
“To build an integrated transit system that enables customers to travel easily and efficiently throughout
our growing region.”
The services provided by NCTD comprise a seamless system tailored to meet the mobility needs of
residents, employees, and visitors to this suburban-rural section of the region. With the successful
integration of BREEZE bus service with SPRINTER/COASTER rail service under the 2011/2012
Mobility Plan, NCTD operates and maintains a system of service designed to be sustainable under
current demand levels.
To keep the District on track to realize its vision, NCTD has established a clear, simple mission from
which all of the District’s specific goals and priorities are derived.
VISION
MISSION
Mission
“To deliver safe, convenient, reliable, and user-friendly public transportation services.”
Every day, residents and employees of, and visitors to, North County depend on the bus, rail, and
paratransit services provided by NCTD. NCTD services must be useful, accessible, and dependable to
successfully meet the needs of those who depend on transit while operating as a viable option for
choice riders.
VISION
MISSION
GOALS
NCTD delivers consistent service by ensuring that staff and contractors adhere to the following goals,
and by regularly measuring our performance toward these goals. NCTD’s goals, vision, and mission,
are set forth by the Board of Directors as follows:
Goals
1. Placing service to our customers first
2. Ensuring the safety and security of our employees and customers
3. Delivering high-quality transit services
4. Demonstrating good stewardship of federal, state, and local funds
5. Managing transit assets in a manner that sustains and promotes current and future transportation
services
6. Securing adequate revenue, protecting our assets, and getting the maximum return on the public
investment
7. Working in partnership with our communities and other stakeholders
8. Encouraging innovation, creativity, and leadership
NCTD tracks the District’s performance toward achieving these goals using several strategies and
measures or initiatives. These measures or initiatives are reported to the NCTD Board of Directors on a
monthly or quarterly basis. Table 2.1 on the following page summarizes the key strategies and
measures or initiatives related to the strategic goals for the District. Section 2.1 provides the details on
the measures, the data collection and quality assurance processes for each, and performance targets
as applicable. The initiatives are those efforts undertaken by District Staff that relate to a goal and
strategy, but are not objectively quantifiable.
Table 2.1: Summary Table of NCTD Strategic Plan Goals
GOAL
STRATEGY
1. Place Service To Our
Customer First
 Expediently assess and respond
to customer feedback
2. Ensure the Safety and
Security of Our
Employees and
Customers
 Track incidents
 Identify trends to mitigate or
eliminate risks to NCTD
customers, employees, and
assets
3. Deliver High Quality
Transit Services
 Operate safe, reliable,
convenient, comfortable, and
clean bus, rail, ADA Paratransit,
and demand response service
4. Demonstrate Good
Stewardship of
Federal, State, and
Local Funds
 Provide effective, efficient and
sustainable transit service
 Periodically monitor service
productivity
5. Manage Transit Assets
in a Manner that
Sustains and Promotes
Current and Future
Transportation
Services
 Maintain NCTD assets consistent
with regulatory requirements.
 Maintain NCTD assets consistent
with forecasted service needs
and regional plans
6. Secure Adequate
Revenue, Protect our
Assets, Get the
Maximum Return on
the Public Investment
 Sustain/secure existing revenue
stream.
 Seek to expand revenue streams
 Sustain maintenance programs
across all modes and facilities
 Centralize asset management
SELECT MEASURES/INITIATIVES
 Volume of Customer Feedback
 Response Time to Customer Feedback
 Average Call Wait Time
 Average Call Handle Time
 Average Call Abandonment Rate
 Increase the level of security on NCTD services
and at NCTD facilities
 Increase surveillance capabilities with vehicle
on-board equipment
 Proactively document, track, and review/analyze
crime and security incident trends
 On-Time Performance
 Mechanical Reliability
 System Cleanliness
 Ridership
 Operating Cost per Revenue Hour
 Operating Cost per Revenue Mile
 Operating Cost per Boarding
 Farebox Recovery
 Percentage of Preventive Maintenance Checks
completed on time (by mode)
 Railroad ROW Management/Oversight
 Oversight/Management of Facilities
 Management of Operating Systems (RTMS,
APCs, AVL, JDE)
 Develop Transit Asset Management Plan
 Fare Revenue per Passenger and Auxiliary/NonTransportation Revenue
 Finalize/Update Fleet, Signal, Facilities, and
Maintenance of Way (MOW) Plans
 Develop Transit Asset Management Plan
7. Work in Partnership
with our Communities
and Other
Stakeholders
 Continue to develop community,
employer, and business
partnerships
 Collaborate with municipal
planning/public works branches
in the NCTD service area
 Support regional events (SD Fair, Del Mar
Horseracing, Padres Baseball)
 Work with event sponsors on fare promotions to
increase use of NCTD services
 Regularly meet with City Officials/Staff for
information exchange
 Support local, public health, environmental,
national security initiatives as they relate to
transit
8. Encourage Innovation,
Creativity, and
Leadership
 Deploy technology to improve the
customer experience, comply
with federal/state mandates,
 Evaluate new ways to meet
customer needs
 Attract and retain a competent
workforce
 Implementation of Positive Train Control (PTC)
 Evaluation and implementation of Real-Time
Passenger Information System
 Implementation of Document Management
System (DMS)
 Employee Training/Development Programs
VISION
MISSION
GOALS
BUDGET
Budget
As required by NCTD Board Policy No. 17 – Budget Development, NCTD must annually propose a
balanced budget to fund ongoing operations, support services, and the capital improvement program
pursuant to NCTD’s vision, mission, and goals. The operating and capital budgets address the goals
and strategies of the District in financial terms and illustrate how NCTD will maintain operations to
accommodate growth and maintain assets in a state of good repair, irrespective of the economic
climate. NCTD’s Operating and Capital Budgets are discussed in detail in Sections 5 and 6.
VISION
MISSION
GOALS
BUDGET
PERFORMANCE MANAGEMENT
Performance Management
To ensure that NCTD meets the established goals, standards, and contract provisions for transit
system performance and sustainability, a regular program for monitoring and reporting of key
performance metrics is essential. Presented in this section are the eight goals and the associated
performance measures or initiatives that track how the District achieves the mission of delivering safe,
convenient, reliable, and user-friendly public transportation services. Performance related to these
measures is reported to the NCTD Board on a monthly or quarterly basis by the division responsible for
executing and managing the respective action or activity.
2.1
GOALS AND MEASURES
Section 2.1 provides more detail regarding each of the District’s Goals and the performance measures
used to ensure that NCTD meets these goals.
GOAL 1: PLACE SERVICE TO OUR CUSTOMERS FIRST
NCTD services are planned, designed, scheduled, and monitored with all stakeholders in mind. The
quality of the service provided is equally important as the efficiency of the service. Because the
primary source of gauging customer satisfaction is customer input, measuring how NCTD keeps the
customer first is assessed by how we receive, process, and resolve customer feedback received
through NCTD’s Customer Service Division.
Measures of Performance/Strategic Initiatives:
a. VOLUME OF CUSTOMER FEEDBACK
The total amount of customer feedback across the District which includes feedback related
to service, transit enforcement, planning, facilities, fleet maintenance, customer service,
and any other NCTD function which affects the customer experience.
Feedback is received by Customer Service and tracked via the Customer Service Rider
Report database where all customer initiated feedback is maintained. Data is sorted into
the various modes and departments and reported on a monthly basis. Thresholds are
established contractually for each operational modes based on passengers carried,
respectively.
b. RESPONSE TIME TO CUSTOMER FEEDBACK
The amount of time it takes Customer Service to officially respond to customer initiated
feedback (complaint, comment, or compliment).
Response time is tracked via the Customer Service Rider Report database where all
customer initiated feedback is maintained. Data related to the number of days a report
remains ‘open’ is exported from the database monthly. Reports dealing with Title VI/Unruh
Civil Rights Act complaints, claims, or other Transit Enforcement reports requiring
extensive and sometimes independent investigations are not tracked due to the length of
time necessary to complete. Customer Service should provide a response to each report
involving customer initiated feedback within five (5) business days.
c. AVERAGE CALL WAIT TIME
The average amount of time a customer spends on hold after calling the NCTD Customer
Service telephone line and before a Customer Service Assistant engages.
Average Wait Time is collected by NCTD’s Call Center software program. The total hold
time prior to a Customer Service Assistant answering each call made to the Customer
Service telephone line is logged. The software then compiles an average, which is
collected and tracked on a weekly and monthly basis for review. Only customer generated
inbound calls are tracked; internal agency calls and outbound calls are not tracked.
Two metrics are tracked related to average call wait time. Calls answered within one (1)
minute or less and calls answered after three (3) minutes. A customer waiting on hold prior
to engaging with a Customer Service Assistant for one (1) minute shall be considered
standard. A threshold of three (3) minutes shall be considered the maximum allowable wait
time for customers prior to engaging with a Customer Service Assistant.
d. AVERAGE HANDLE TIME (RESOLVING CUSTOMER CONCERNS)
The average amount of time a customer spends on the phone with a Customer Service
Assistant resolving a concern, planning a trip, inquiring about the system, or providing other
feedback.
Average Handle Time is collected by NCTD’s Call Center software program. The total
length of each call made to the Customer Service telephone line is recorded. The software
then compiles an average, which is collected and tracked on a weekly and monthly basis
for review. Only customer generated inbound calls are tracked; internal agency calls and
outbound calls are not tracked. A call lasting three (3) minutes or less shall be considered
at standard call length.
e. AVERAGE CALL ABANDONMENT RATE
The hourly rate at which customers abandon (hang up) a call while waiting for a Customer
Service Assistant to initially engage.
The hourly abandonment rate is collected by NCTD’s Call Center software program. Only
calls that are abandoned prior to first contact are tracked. The software then compiles an
average hourly rate, which is then collected and tracked on a weekly and monthly basis for
review. The average call abandonment rate shall not exceed three and a half (3.5)
abandoned calls per hour on a monthly basis.
GOAL 2: ENSURE THE SAFETY AND SECURITY OF OUR EMPLOYEES AND
CUSTOMERS
As with any public transportation system, the safety and security of NCTD service is critical for
increasing or sustaining ridership. The perception of system safety and the actual conditions are
key in making the decision to use transit. System safety measures evaluate the likelihood that a
customer will be involved in an accident (vehicular or otherwise). Security measures focus on the
likelihood that a customer may become the victim of a crime. Various aspects of workplace safety
can also be measured. In many instances, customer perceptions of safety and security are as
important to understand as the actual conditions; a customer satisfaction survey can assist in
uncovering these perceptions. NCTD currently tracks incidents, many of which are outside of
NCTD’s control, and identifies trends to mitigate or eliminate risks to the District, its employees and
customers, and the community.
a. NUMBER OF PREVENTABLE ACCIDENTS (BY MODE)
A preventable accident is an accident in which the driver or train operator could have done
something to prevent or avoid the accident regardless of fault.
The Safety Division receives all accident data and logs into the Industry Safe, NCTD’s tool
for tracking, trending, and retaining records of incidents, hazards, training, and inspections.
Safety Division staff track information to ensure corrective actions have been taken as
appropriate.
b. NUMBER OF NATIONAL TRANSIT DATABASE (NTD) REPORTABLE ACCIDENTS
The FTA through the National Transit Database (NTD) requires the reporting of certain
incidents that either: cause a fatality, including suicides; require one (1) or more persons to
be immediately transported away from scene for medical attention; result in property
damage equal to or exceeding $25,000; or an evacuation due to life safety reasons.
The Safety Division receives all accident data and logs into the Industry Safe and
designates those accidents that are reportable as defined above.
c. NEAR MISS INCIDENTS ALONG NCTD RAILROAD CORRIDORS
A “near miss” is any incident on the railroad right-of-way that causes the train
operator/engineer to execute an action, outside of the normal operation of a train, to avoid
or mitigate a collision with a trespasser or vehicle. Actions include slowing of the train,
sounding the horn, or deploying the emergency brake.
Incidents of trespassing (pedestrian, vehicular) are made by the Operator to
Dispatch/Station O (NCTD’s security control center) and then input into IndustrySafe.
Reports are then generated on a daily basis to track occurrences at individual Right of Way
locations. This information is then retrieved and filtered by measure to determine high
priority locations. Data is collected, graphed, and then delivered to all applicable parties.
d. SYSTEM INCIDENTS
An incident is defined as an occurrence of any anomalous event outside of the normal, safe
operations of rail, bus, or paratransit service. Incidents are reported through system
dispatch or directly to Station O and recorded in IndustrySafe. Depending on the type of
incident, first responders may be called to answer or resolve the event.
‒ Fire/Police Requests: Reported as an event that requires the assistance of the police
and/or fire departments and medical services.
‒ Felony Crimes: Events reported to the local agencies from NCTD where a felony
crime was committed on the NCTD vehicles or property.
‒ Arrests: Includes arrests or issuance of citations for crimes other than Part I Crimes.
NCTD's top priority is safety. NCTD's target for all incidents that are preventable and within
NCTD’s control, including accidents is zero (0) occurences.
Other security related initiatives that relate to ensuring the safety and security of NCTD customers
and employees include:
 Participation in the Transit Watch and “See Something, Say Something” public awareness
outreach campaigns;
 Equip each revenue service transit vehicle with on-board surveillance cameras and recording
equipment;
 Equip each Transit Center with surveillance cameras and recording capabilities;
 Equip each revenue service transit vehicle with a discreet emergency notification trigger;
 Provide uniformed Transit Enforcement staff at those Transit Centers and Facilities that are
determined by crime and security incident reports to have a need for proactive crime
deterrence presence;
 Deployment of uniformed Transit Enforcement staff, including Code Enforcement Officers and
contract service Transit Enforcement Services Sheriff’s Deputies to transit service locations
identified as having repetitive crime and security incident problems (Community and
Intelligence-Led Policing);
 Proactively document, track, and review/analyze crime and security incident trends within the
transit system and use this data to inform appropriate deployment of resources and to plan
security-related capital improvement projects;
 NCTD Transit Enforcement Management and Supervision (Division Team Leadership) will
actively participate in regional public safety networking and information sharing for the purpose
of understanding crime and security incident trends within the communities the District serves.
GOAL 3: DELIVER HIGH QUALITY TRANSIT SERVICES
To deliver safe, convenient, reliable, and user-friendly public transportation services, NCTD’s multimodal transit system is not only focused on meeting the needs of those who depend on transit, but
also those who make transit a lifestyle choice. To meet the customer needs, NCTD services must
be reliable, comfortable, convenient, and clean.
a. ON-TIME PERFORMANCE (OTP):
Percentage of the time that revenue buses and trains adhere to scheduled arrival/
departure times as printed at stations and specified time points. The data sources,
standards, and targets for OTP by mode are as follows:
‒ BREEZE: OTP data is collected by the use of automated vehicle location technology
(AVL). Through global positioning systems (GPS), the arrival/departure of buses at
timepoints are time stamped and compared with the schedule. AVL technology allows
the collection of a significant amount of data which is processed or “cleaned” with
outliers statistically removed. Buses that arrive 59 seconds before and up to five (5)
minutes and 59 seconds after the posted time shall be considered “on time”.
Target: 90 percent of bus trips shall be “on time”.
‒ COASTER: NCTD’s Train Management Dispatching System (TMDS) records
COASTER train departures/arrivals at the terminal stations. Dispatch staff identifies
and reports all late revenue trains. Trains that depart or arrive up to six (6) minutes
and zero seconds after the scheduled time shall be considered “on time”.
Target: 95 percent of revenue train trips shall be “on time”.
‒ SPRINTER: NCTD’s Train Management Dispatching System (TMDS) records
SPRINTER train departures/arrivals at the terminal stations. Dispatch staff identifies
and reports all late revenue trains. Trains that arrive up to six minutes and zero
seconds after the posted time shall be considered “on time”.
Target: 98 percent of revenue train trips shall be “on time”.
‒ LIFT: Actual trip arrival and drop off times are manual collected by the driver. Each
night those times are put in the dispatching software (Trapeze) to compare schedule
times to the reported actuals. Quality control activities include looking for
inconsistencies and errors which are addressed as identified. After errors are
accounted for, OTP is reported. LIFT vehicles that arrive within the 20-minute window
as agreed upon during the reservation of the trip shall be considered “on time”.
Target: 95 percent of all trips shall be “on time”.
b. MECHANICAL RELIABILITY
Mileage between mechanical failures (MBMF) is an industry standard that measures the
average vehicle miles between NTD reportable mechanical failures (incidents) that
preclude a revenue vehicle from completing its trip, or starting its next scheduled trip.
This measure is based on the ratio of total vehicle miles operated to the total number of
vehicle failures.
‒ BREEZE: Total vehicle miles are collected by Fleetwatch, a software data tool that
reports the monthly vehicle mileage for NCTD’s fleet of buses. Total vehicle road
failures are determined through the reconciliation of the road call report developed by
the dispatcher who receives the information by radio, and NCTD’s centralized access
database for road calls. The radio and road call reports are generated by First
Transit, NCTD’s bus operations and maintenance contractor. First Transit is
responsible for data input into the NCTD database. NCTD staff are responsible for the
quality assurance/control and the reconciliation of reports to determine the number of
monthly road failures. The fleet-wide average mileage between mechanical failures
shall be a minimum of 16,000 Miles.
Target: 16,000 Miles between mechanical failures
‒ COASTER: Total miles are collected by multiplying the number of trips (including
deadhead trips) by the miles for each trip. Annulled or missed trips are deducted.
Total vehicle failures are captured by NCTD’s Train Management Dispatching System
(TMDS) and included in a daily dispatch report provided by NCTD’s contracted
dispatcher, Herzog Transit Systems, Inc. (HTSI). The fleet-wide average mileage
between mechanical failures shall be a minimum of 51,930 Miles.
Target: 51,930 Miles between mechanical failures (based on three-year average)
‒ SPRINTER: Total miles are collected by multiplying the number of trips (including
deadhead trips) by the miles for each trip. Annulled or missed trips are deducted.
Total vehicle failures are captured by NCTD’s Train Management Dispatching System
(TMDS) and included in a daily dispatch report provided by NCTD’s contracted
dispatcher, Herzog Transit Systems, Inc. (HTSI). The fleet-wide average mileage
between mechanical failures shall be a minimum of 50,125 Miles.
Target: 50,125 Miles between mechanical failures (based on a three-year average)
‒ LIFT/FLEX: Data is collected and reconciled using the same method and resources
as those used for BREEZE. The fleet-wide average mileage between mechanical
failures shall be 16,000 Miles.
Target: 16,000 Miles between mechanical failures
c. SYSTEM CLEANLINESS
NCTD vehicles and facilities are an asset to the communities of North County. NCTD
ensures these assets are clean to ensure customers have a comfortable trip on NCTD
service. BREEZE/ LIFT/FLEX vehicles, and COASTER and SPRINTER railcars are
cleaned daily (interior) and several times per week (exterior). Repairs from natural wear or
vandalism that are visible to the public and present a hazardous or compromises comfort
are addressed promptly.
GOAL 4: DEMONSTRATE GOOD STEWARDSHIP OF FEDERAL, STATE, AND LOCAL
FUNDS
The total resources available to be expended on public transit services by NCTD are limited.
Therefore, total transit system costs should be minimized for the desired level of transit service,
and transit revenues should be maximized to maintain the financial stability of the system. Fiscal
accountability also entails maintaining compliance with federal and state mandates and targets.
a. RIDERSHIP
The accumulation of single trips taken onboard any NCTD mode of service.
‒ BREEZE boardings are recorded by the farebox system which integrates into the
regional smart card fare collection system and are reported using the Hummingbird
software.NCTD is working toward 100 percent installation of Automatic Passenger
Counters, and is currently validating some of the runs.
‒ COASTER boardings are captured by manual onboard counts conducted by the
operating contractor, however, NCTD has recently implemented an automated
passenger counting (APC) system which will replace the manual counts once the
system is validated.
‒ SPRINTER boardings are counted by an APC system.
‒ FLEX boardings are captured by the farebox system for route 371 and are reported
using the Hummingbird software, and by a reservation system for demand response
trips on routes 372, 373, and 374 which are reported by the Operator.
‒ LIFT boardings are recorded by a reservation system for all demand response trips
and are reported by the Operator.
The budgeted amounts for boardings for FY17 will support:
 BREEZE 7.6 million annual boardings
 COASTER 1.6 million annual boardings
 SPRINTER 2.7 million annual boardings
 FLEX 25 thousand annual boardings
 LIFT 219 thousand annual boardings
Target: Decrease from fiscal year 2015 boardings by 3.74 percent
b. OPERATING COST PER REVENUE HOUR
The average cost incurred by NCTD per Revenue Hour.
Operating expenses are tracked in JD Edwards, a software package of integrated
applications for asset, project, and financial tracking purposes. Operating expenses
exclude depreciation, amortization, interest and other debt related expense. Revenue
hours are tracked by the amount of time each mode is in service on a route.
Target: For FY 17 the budget for Operating Cost per Revenue Hour by mode is:
 BREEZE:
$107.07
 COASTER:
$2,683.87
 SPRINTER:
$701.85
 FLEX:
$98.03
 LIFT:
$80.82
c. OPERATING COST PER BOARDING
The average cost incurred by NCTD as a result of providing one customer trip.
Operating expenses are tracked in JD Edwards and exclude depreciation, amortization,
interest and other debt related expense.
regional smart card fare collection system and is reported using Hummingbird
software.
operating contractor, Transit America Services, Inc. However, NCTD has recently
implemented an automated passenger counting (APC) system which will replace the
manual counts once the system is validated.
‒ FLEX boardings are captured by the farebox system on route 371 and are reported
using Hummingbird software and by a reservation system for demand response trips
on routes 372, 373, and 374 which are reported by the operator.
and are reported by the operator.
Target: The budgeted Operating Cost per Boarding for FY 17 by mode is:
 BREEZE:
$6.54
 COASTER:
$11.65
 SPRINTER:
$6.10
 FLEX:
$32.93
 LIFT:
$45.86
d. OPERATING COST PER REVENUE MILE
The average cost incurred by NCTD per Revenue Mile.
Operating expenses are tracked in JD Edwards and exclude depreciation, amortization,
interest and other debt related expense. Revenue miles are tracked by the distance each
mode travels while in service on a route. Revenue miles are reported by Operators of each
mode.
Target: The budgeted Operating Cost per Revenue Mile by mode for FY 17 is:
 BREEZE:
$8.95
 COASTER:
$65.30
 SPRINTER:
$31.90
 FLEX:
$7.10
 LIFT:
$4.83
e. FAREBOX RECOVERY
Farebox recovery ratio is the portion of operating expenses that are met by the fares paid
by passengers. It is computed by dividing the total fare revenue by total operating
expenses. Operating expenses exclude depreciation, amortization and interest and other
debt financing expense.
Fare revenue is tracked from the Ticket Vending Machines and Ticket Office Terminals
through the Hummingbird software, online sales, mobile app and various other third party
vendors such as Albertsons. Operating expenses are tracked in JD Edwards. Based on
TDA requirements, a farebox recovery ratio of at least 20 percent must be maintained to be
eligible to receive TDA funds for all operating modes except LIFT which must have a
farebox recovery ratio of 10 percent.
Target: Maintain or increase farebox recovery rate through increased ridership and cost
containment.
f.
OPERATING RECOVERY RATIO
Operating recovery ratio is the portion of operating expenses that are met by the total
operating revenue. It is computed by dividing the total operating revenue by total operating
expenses. Operating expenses exclude depreciation, amortization interest and other debt
financing expense. Operating revenues include fare revenue, advertising, and lease and
right of way revenues. Operating revenues exclude grant revenues.
Operating revenue is tracked from real estate payments (leases, licenses, rights of entry
permits, etc.), advertising, shared use revenues, and fare revenues. Operating expenses
are tracked in JD Edwards.
Target: The budgeted Operating Recovery ratio for FY 16 is 29.87 percent percent.*
* NCTD’s goal is to attain 50 percent by 2021.
GOAL 5: MANAGE TRANSIT ASSETS IN A MANNER THAT SUSTAINS AND PROMOTES
CURRENT AND FUTURE TRANSPORTATION SERVICES
NCTD carries significant responsibility for maintaining and operating the services important to
the economy of the communities of North County San Diego. The integrated system of transit
service and facilities must be properly maintained in a state of good repair in order to effectively
and safely meet current and forecasted mobility needs. NCTD maintains its assets in
accordance with federal mandates to ensure the expected life-cycle of the asset is realized.
a. PERCENTAGE OF PREVENTIVE MAINTENANCE CHECKS COMPLETED ON TIME
This measure is the estimated rate of on-time vehicle preventive maintenance inspections
(PMI) for the purpose of maintaining equipment in a satisfactory operating condition before
failures occur or before the development of major defects periodic inspections and
servicing is performed to ensure reliability and minimize unscheduled maintenance.
BREEZE: NCTD buses are maintained in compliance with a prescribed vehicle
maintenance plan and preventive maintenance program. This includes regular vehicle
inspections (daily and weekly inspections) and a preventive maintenance program that
requires daily, weekly, monthly, and annual service. For BREEZE bus, PMIs are conducted
every 3,000/6,000/7,500 miles (or according to recommended manufacturer’s
specification).
COASTER: Locomotives and commuter rail cars are inspected and maintained in
compliance with a prescribed vehicle maintenance plan and preventive maintenance
program pursuant to 49 CFR Part 229 and 49 CFR Parts 238 and 239. 49 CFR outlines a
92 day inspection interval as the basis of the inspection cycle.
SPRINTER: DMU’s are inspected and maintained in compliance with a prescribed vehicle
maintenance plan, OEM recommendations as approved by the California Public Utilities
Commission (CPUC). The maintenance plan outlines a six (6) week inspection interval as
the basis of the inspection cycle.
Target: 98 percent of PMIs shall be performed on schedule
b. RAILROAD RIGHT-OF-WAY MANAGEMENT
NCTD covers all contractual deliverables regarding right of way (ROW) maintenance,
including Federal Railroad Administration (FRA) and California Public Utilities Commission
(CPUC) regulations, signal and gate maintenance, to track and bridge inspections.
GOAL 6: SECURE ADEQUATE REVENUE, PROTECTING OUR ASSETS, AND GETTING
THE MAXIMUM RETURN ON THE PUBLIC INVESTMENT
NCTD operates and maintains a diverse system of public transportation that includes
approximately 80 miles of rail, 22 rail stations (counting the Oceanside Transit Center once),
three (3) intermodal transit centers, three (3) fixed route transit centers, storage and
maintenance facilities, and fleets of commuter rail, hybrid rail, motor bus, and service vans.
Maintaining adequate revenues through existing and newly identified sources are essential to
keeping these assets in a state of good repair and furthering the other aspects of NCTD’s
mission. As a steward of taxpayer dollars, NCTD also tracks the service productivity to ensure
cost and service efficiency.
NCTD will continue to rely on the economic-based contingency plans for system sustainability
which include the consideration of anticipated revenues, to increase revenue while containing
costs, and maintain system preservation as a key priority for capital improvements.
a. FARE REVENUE PER PASSENGER
Fare Revenue per passenger is the amount of fare revenue NCTD receives per boarding. It
is computed by dividing the total fare revenue by total boardings.
Fare revenue is tracked from the Ticket Vending Machines and Ticket Office Terminals
through the Hummingbird software, online sales, mobile app and various other third party
vendors such as Albertsons.
regional smart card fare collection system and is reported using Hummingbird
software.
operating contractor, Transit America Services, Inc. However, NCTD has recently
implemented an automated passenger counting (APC) system which will replace the
manual counts once the system is validated.
‒ FLEX boardings are captured by the farebox system on route 371 and are reported
using Hummingbird software and by a reservation system for demand response trips
on routes 372, 373, and 374 which are reported by the operator.
and are reported by the operator.
Target: The budgeted Fare Revenue per Passenger for FY 17 by mode is:
 BREEZE
$1.04
 COASTER
$4.35
 SPRINTER $1.08
 FLEX
$1.98
 LIFT
$3.92
b. AUXILIARY/NON-TRANSPORTATION REVENUES
‒ Shared Use Revenues: By leveraging its rail assets, NCTD generates approximately
$8.7M in revenue through shared use agreements (SUA) with BNSF Freight and
Amtrak for their operational use of the Escondido and San Diego rail corridors.
‒ Advertising Revenues: NCTD generates approximately $1.1M annually in revenue
through an advertising sales program that includes display opportunities on BREEZE
bus vehicles and COASTER and SPRINTER rail cars. All display advertisements are
subject to NCTD Board Policy #13, which establishes guidelines for the sale of NCTD
advertising space and the requirement of all advertisements to propose a commercial
transaction. NCTD has plans to explore additional advertising revenue streams through
the use of other District assets including display space at select transit stations.
‒ Train Dispatching: NCTD receives compensation from passenger and freight service
operators for dispatching functions. As of April 2012, NCTD assumed the responsibility
of dispatching all SPRINTER, commuter rail (COASTER, Metrolink), intercity (Amtrak),
and freight (BNSF) rail service on the Escondido and San Diego rail subdivisions.
‒ Real Estate Lease/Permit Revenues: NCTD generates revenue through existing real
estate agreements via leases, licensing, and right-of-entry permitting. Under NCTD
Board Policy #11, NCTD effectively manages the District’s real estate assets to
maximize the use and value.
Other revenues generated by the District include investment income, administrative fees,
and gains on disposals of assets.
Target*: FY17 goal for Auxiliary/Non-Transportation revenues is 3 percent over prior year.
*This excludes revenues generated from SUAs
GOAL 7: WORK IN PARTNERSHIP WITH OUR COMMUNITIES AND OTHER
STAKEHOLDERS
As identified in Section 1, NCTD has a diverse set of stakeholders. NCTD shall strive to
maintain good working relations with other governmental bodies, employers, and communitybased organizations to raise the level of awareness, service utilization, transit consideration and
accommodations, and shared use of facilities as appropriate.
Strategic Initiatives:
a. BUSINESS PARTNERSHIPS
NCTD will continue to work with North County and regional partners in supporting regional
events and activities, including coordination with the annual San Diego County Fair, the Del
Mar Thoroughbred Club (Horseracing), the San Diego Padres Baseball Club, and other
events where alternative modes of travel are feasible and convenient. Additionally, NCTD
staff shall work with event sponsors to identify promotional fare opportunities that result in
increased ridership on NCTD services.
b. DEVELOP AND STRENGTHEN PARTNERSHIPS WITH NORTH COUNTY
MUNICIPALITIES
NCTD’s facilities (i.e., NCTD’s operational track and right of way) and transit services play
a significant role in the communities that NCTD serves. As a physical presence and
service provider in these municipalities, NCTD strives to be a communicative and engaged
partner.
NCTD considers this an ongoing strategic initiative as staff will continue to pro-actively
engage and work collaboratively with north county municipalities. Because of the wide
range of activities and issues that this may encompass, specific targets are not identified.
Instead, Planning activities are reported to the NCTD Board on a monthly basis to ensure
accountability and progress on the various interagency activities undertaken.
GOAL 8: ENCOURAGE INNOVATION, CREATIVITY, AND LEADERSHIP
NCTD continues to identify business practices that result in service delivery that: is compliant
with all federal, state, and local mandates; reflects the state-of-the-industry practice; and
efficiently and effectively meets the mobility needs of North County residents, employees, and
visitors. As NCTD continues to actively respond to customer needs, dutifully manage District
assets in a sustainable manner, and contain costs while finding ways to increase revenues,
NCTD will also continue to hire, train, and develop the staff to implement the business model
critical for NCTD’s current and future success.
Strategic Initiatives:
a. TECHNOLOGY-RELATED IMPROVEMENTS
NCTD is currently undertaking several initiatives that involve technology. These initiatives
result in safer rail operations, enhanced passenger information, and improved internal
document control.
‒ Positive Train Control (PTC): PTC is technology that prevents train-to-train collisions,
derailments due to excessive speeds, and casualties or injuries to roadway workers.
NCTD is responsible for the implementation of PTC along the San Diego portion of Los
Angeles-San Diego-San Luis Obispo (LOSSAN) corridor stretching from Orange
County to downtown San Diego. As a federal mandate, NCTD submitted the required
PTC Implementation Plan in April 2010.
‒ Real-Time Passenger Information System: Real-Time Passenger Information is a
comprehensive solution for providing real-time passenger information that improves the
customer experience, particularly for individuals with audio or visual disabilities. It also
improves operational efficiency by automating information that is currently provided by
vehicle operators, multiple or manual systems. RTPIS includes:
o Automated voice announcements (AVA)
o Automatic rolling stock location (AVL)
o Real-Time Passenger Information (RTPI) tools such as signage or web
interfaces
Implementation of RTPIS is a longer-term initiative for NCTD being implemented in
phases due to the multiple technical and infrastructure elements involved.
‒ Document Management System (DMS): DMS is a centralized electronic storage system
for document storage and retrieval purposes. NCTD’s implementation of DMS promotes
collaboration across divisions, streamlines preparation of Board documents with
customized workflows, reduces document duplication, and enables organized recordkeeping while improving timely document access.
b. EMPLOYEE TRAINING AND DEVELOPMENT
NCTD’s current business model requires a staff with effective project management and
contract management/oversight skills. With this shift in business practices, staff training and
subject matter knowledge is essential to ensure the competency of workforce that will
effectively carry out the mission of the District on a daily basis.
Through NCTD’s annual budget process, each division is allocated funds for training as
necessary. Each division is responsible for developing and implementing employee training
programs as necessary for staff development and retention in coordination with the Human
Resources Department.
c. INDUSTRY PARTICIPATION AND LEADERSHIP
As part of each division’s development plan, each Division is allocated resources to
participate in industry-wide events and conferences. Activities include participation in
industry-related conferences and committees, such as those sponsored by the American
Public Transportation Association (APTA), the California Association for Coordinated
Transportation (CalACT), and the California Transit Association.
Industry experience and certifications are an important part of the hiring process and NCTD
has an on-going commitment in engaging its staff in industry discussions to ensure the
NCTD workforce is knowledgeable and applying the industry’s best practices.
SECTION 3
Capital and Operating Investment Priorities
This section outlines how NCTD develops, evaluates and prioritizes capital and operating investments.
It also identifies the process through which service standards are applied in response to service
requests, enabling the District to provide service in a way that respects the strategic framework.
3.1
SERVICE PLANNING AND OPERATIONS PLAN DEVELOPMENT
NCTD’s Planning Division takes steps to improve service by monitoring performance data, refining
system integration between modes, and engaging with the local community and stakeholders to gain
insight on service needs. These improvements feed into NCTD’s Service Implementation Plan (SIP),
which lists projected hours, miles, and revenues for the upcoming year. The SIP reflects NCTD’s
Operations Plan, a five-year outlook by mode based on projected service levels.
Several factors are considered in the development of service levels: population growth; current
ridership patterns and route performance; planned developments of housing, schools, and employment
centers; and others. Additionally, the Coordinated Plan, the regional short range transit plan developed
by SANDAG, identifies gaps in transportation service for low income, elderly, and disabled individuals.
NCTD coordinates with SANDAG to address those gaps.
NCTD’s Service Request Policy (Board Policy 22, included in Appendix F) outlines how a public or
private entity may make service requests and the process through which NCTD evaluates those
requests.
3.2
CAPITAL INVESTMENT CRITERIA
Both the current and future operating impact of capital projects is analyzed during the capital review
and prioritization process. Projects submitted for consideration in the capital budget are ranked
according to twelve criteria: safety and security, core transit beyond its useful life (replacement value),
operating impact, travel time savings, support for the Regional Transportation Plan, ridership impact,
types of service impacted, regulatory requirement, air quality, contractual commitment, and project
readiness. The operating cost benefit criteria is based on the estimated benefits and savings of the
project and are rated on a scale depending on the annual estimated benefit or cost savings. Baseline
projects typically involve the replacement of vehicles and equipment which usually results in savings in
materials and labor costs through the avoidance of excessive maintenance.
NCTD’s CIP program consists of projects necessary to support existing operations. These projects
typically include the following:






Periodic and systematic replacement of transit buses
Railroad right-of-way component replacements and improvements (i.e. track switches, grade
crossings, rail, signal devices and crossties)
Periodic replacement of service vehicles
Replacement of support equipment (shop and garage, operating yard, transit way, and
computer equipment)
Information technology enhancements
Bridge engineering and design
Each year, NCTD project managers submit projects to be considered for inclusion in the current and/or
five-year CIP. To aide in this process, project managers identify specific projects that represent the
complete ongoing operational and infrastructure needs in line with the District’s business plan, and
proactively identify projects that can mitigate any potential service and safety issues.
3.3
ECONOMIC BASED CONTINGENCY PLANS – SYSTEM SUSTAINABILITY
NCTD’s operations plan is based on revenue and expenditure predictions, including expected revenues
received from state and local sales tax. If expected revenues do not fully materialize, or if revenues
come in higher than predicted levels, NCTD has evaluation criteria in place to determine where to
adjust costs to balance the budget (NCTD Board Policy No. 17 Budget Development).
Cost Containment Strategy
If revenues fall short of expected amounts, NCTD will implement cost containment measures to the
operating and/or capital budgets to ensure a balanced budget in that year and in the future.
Operating Budget Impacts
NCTD has a cost containment plan that uses four measures to balance the budget and maintain a
sustainable operating environment.
a. Internal cost containment. NCTD will consider and conduct an internal review of expenses and
determine administrative budget cuts that can be made to reduce operating costs in the short
and long term.
b. New revenue sources. NCTD will explore new revenue sources from advertising and other
mechanisms.
c. Fare changes. SANDAG determines the fares for the region, which are specified in the
comprehensive fare ordinance. SANDAG annually updates the comprehensive fare ordinance,
at which time NCTD may make recommendations for fare changes. NCTD and SANDAG will
evaluate the impact of proposed fare changes prior to implementation.
d. Modification of services. If the first three items fail to produce a balanced budget, NCTD will look
at service modification as a cost containment measure. This process will be vetted through the
public participation process to determine where service modifications will have the least impact
on the public and the greatest cost savings to NCTD. If such a severe reduction in service is
necessary, the following principles will ensure a service plan that is reliable by developing and
structuring a core service that is safe, convenient, consistently reliable, and sustainable.
1) FLEX service reduction/elimination
i. As FLEX service is a coverage-based service for low demand areas, it is
inherently NCTD’s least productive service. As such, it will be the first service
eliminated should service modifications be required to balance the budget.
2) Maximize ridership based on utilization trends
i. Evaluate all routes based on performance standards to identify underperforming
routes
ii. Assess service utilization (maximize ridership) to reduce associated potential
revenue loss
3) Ensure access to key/critical activity centers and facilities (lifeline connections)
i. Access to jobs, medical facilities, social service agencies, and government
facilities
ii. Access in minority and low income access
4) Ensure compliance with federal regulations and mandates (e.g., Title VI and
environmental justice considerations)
i. Assess the benefits/burdens of changes on minority and low-income
communities. Service quality characteristics to be monitored include waiting
time, walking distance, and service availability in areas of high concentration of
protected population segments
5) To the extent possible, maintain jurisdictional (geographic) service equity
i. Route miles and service hours by jurisdiction
ii. Change in route miles and service hours by jurisdiction
iii. Maintain regional connections and rail to rail, bus to rail, and bus to bus transfers
6) Minimize paratransit impacts (LIFT service)
i. Reduced LIFT service availability due to decreased service coverage (¾ mile
buffer)
i. Demand trends: identifying high concentrations of trips for potential flex service
considerations.
Capital Budget Impacts
The baseline of NCTD’s capital program is the replacement of vehicles and equipment, and funds will
be prioritized according to the operating cost benefit criteria, as outlined in Section 9 of this report.
Cost Allocation Strategy
In the event that revenues amount to the high forecast range and are forecasted to remain at that level,
NCTD will increase expenditures to balance the budget. If NCTD determines that adding service is the
appropriate expenditure of excess funds, NCTD will use the following evaluation criteria to determine
the most efficient way to add service.
Route Performance Analysis
Weekday


Evaluate all routes based on performance standards to identify high performing routes
Evaluate all routes for service utilization, and identify where high service utilization may warrant
increasing service capacity
Weekend

Evaluate transit network and identify where restoring or adding new service would increase
connectivity of the system
Service Improvements Recommendations
Before making service recommendations, NCTD will consider impacts to peak vehicle requirements
and operator availability. Based on route performance analysis, and within the context of service design
guidelines, NCTD will make service improvement recommendations.
Weekday


Increase weekday peak period service frequency
Increase weekday midday service frequency
Weekend


Add Saturday hourly service
Add Sunday hourly service
Capital Budget Impacts
If revenues come in at the high forecast range but are not expected to remain high, NCTD will consider
moving the additional revenue into the capital program to fund one-time expenditures, taking into
consideration funding requirements for operations and maintenance of additional capital expenditures.
SECTION 4
Existing System and Performance Trends
NCTD’s service design is consistent with a new network design and resource allocation priorities as
defined in the 2011 Mobility Plan. This section provides an overview of the existing system of service
provided by NCTD as of February 7, 2016; performance trends over the last five years; and key trends
by service mode.
4.1
SYSTEM DESCRIPTION: SERVICE AREA
The NCTD network overlays extensive portions of a 1,020 square mile geographic area containing the
cities of Carlsbad, Del Mar, Encinitas, Escondido, Oceanside, San Marcos, Solana Beach, and Vista,
as well as unincorporated parts of San Diego County, extending to Fallbrook and the Camp Pendleton
Marine Corps Base to the north, and Ramona to the east. Figure 4.1 displays the NCTD service
network and the communities of North San Diego County. The communities served by NCTD are
diverse in terms of population density and land use, which presents opportunities and challenges alike
for public transportation. Much of the service area is suburban or rural in character, which can be
difficult to serve with conventional fixed route bus service.
Figure 4.1: NCTD Service Network
4.2
SYSTEM DESCRIPTION: SERVICE MODES
Given the diverse travel patterns and challenging operating environment present in North San Diego
County, NCTD’s multimodal system includes multiple types or modes of transit service to optimize the
relationship between service quality, efficiency, and sustainability. Many arterial streets are designed to
accommodate automobile travel with limited consideration of pedestrians and transit vehicles. As a
result, NCTD maintains a focus on enhancing service quality and appropriate pricing to attract and
maintain transit ridership. The system has evolved from its early years as a purely local bus system to a
provider of integrated rail, bus, and specialized services operating in context of a regional transit
network extending from San Diego to neighboring Orange and Riverside counties. NCTD currently
operates five transit service modes:
COASTER commuter rail trains operate daily between OTC and the Santa Fe
Depot in San Diego along a portion of the LOSSAN rail corridor. Five stations
are situated within the NCTD service area: Oceanside, Carlsbad Village,
Carlsbad Poinsettia, Encinitas, and Solana Beach. The COASTER is an
important regional service designed to provide a viable commute alternative to
driving the I-5 freeway between Oceanside and downtown San Diego.
Customers who utilize this commuter rail service are primarily commuters during morning and evening
rush hours, with a growing number of off-peak customers traveling for business and recreational
purposes. COASTER trains are stored and maintained at the District’s Stuart Mesa facility on Camp
Pendleton. In the fall of 2013, NCTD implemented the updated Rail 2 Rail program with Amtrak which
offers six additional commuter rail trips between Oceanside and downtown San Diego. Currently,
Transit America Services, Inc. operates and maintains NCTD’s COASTER service. Beginning on July
1, 2016, Bombardier Transportation USA, Inc. will be the contractor for the operation and maintenance
of this service.
SPRINTER hybrid rail trains operate daily between ETC and OTC along a 22mile alignment running parallel to the SR-78 freeway with 15 stations
accommodating a wide range of trip purposes. The SPRINTER began operating
in March 2008 using 12 DMU railcars. The use of DMU technology obviated the
need for the overhead electric catenary system and significantly reduced the
capital cost for the required infrastructure. The SPRINTER operates seven days
per week. SPRINTER trains are stored and maintained at the District’s maintenance facility in
Escondido. Currently, SPRINTER service is operated Transdev and maintained by Bombardier.
Beginning on July 1, 2016, Bombardier Transportation USA, Inc. will be the contractor for the operation
and maintenance of this service.
BREEZE conventional fixed route bus service operates daily on 36 routes
across the NCTD service area. The bus network is built around six transit
centers, four of which are located adjacent to key SPRINTER stations in
Escondido, Oceanside, San Marcos, and Vista, as well two bus-only transit
centers at San Luis Rey Transit Center and Plaza Camino Real Transit Center in
Carlsbad. BREEZE routes also serve 5 COASTER stations and the 11 additional
SPRINTER stations. BREEZE routes comprise four types:
 Corridor routes serve moderate and higher density travel corridors using primarily arterial streets to
provide direct connections between communities that are not linked by the SPRINTER.
 Core routes provide high frequency service to high density areas.
 Local routes provide circulation within communities and increasingly should accommodate shortdistance feeder trips to and from SPRINTER and COASTER stations.
 Commuter routes provide targeted service primarily between rail stations and major employment
locations, schools, and other institutions. These routes focus on niche ridership markets and
generally do not require all-day service or constant service frequency.
 Rural/Non-Urban routes provide access to areas outside of the urbanized area. These routes are
funded in part by FTA 5311 funds.
Currently, First Transit, Inc. is under contract with NCTD to operate and maintain BREEZE service.
FLEX is NCTD’s demand response service created to provide sustainable transit
access to customers in lower density areas where conventional fixed route transit is
unsustainable. Unlike BREEZE fixed routes, FLEX utilizes small buses operating
within a defined zone to connect variable origins and destinations as requested by
customers. Routes vary from day to day based on the itineraries requested by riders,
and a flat fare is charged for any trip taken within the zone. Pick-up requests must be
made by telephone at least 30 minutes before travel time desired. To date, FLEX
has been deployed on four routes in Carlsbad, Encinitas, Solana Beach, and between Escondido and
Ramona via San Pasqual Valley Road. Transfers to fixed routes are available for customers traveling
beyond FLEX zone boundaries. Currently, First Transit, Inc. is under contract with NCTD to operate
and maintain NCTD’s FLEX service.
LIFT is complementary paratransit service as required by the Americans with
Disabilities Act (ADA) of 1990 for persons who are certified as eligible.
Generally, service is available during the hours that BREEZE routes are
operating. Travel is limited to origins and destinations located within ¾-mile of a
BREEZE corridor or local bus route. Pickup requests must be made one or two
working days before travel time desired. The fare for LIFT service is limited to
twice the base fare for BREEZE service. Currently, First Transit, Inc. is under contract with NCTD to
operate and maintain LIFT paratransit service.
OTHER SERVICES
COASTER-Amtrak R2R
In October 2013, NCTD and Amtrak implemented the updated Rail 2 Rail program. The program
consists of six daily Amtrak trains making all COASTER stops. Passengers may ride these six trains
with a valid COASTER fare, and Amtrak pass holders may ride any COASTER train with a valid Amtrak
fare. The agencies reimburse the average COASTER fare: $4.26. The program results in a 25 percent
increase in rail service for COASTER passengers without NCTD having to pay for additional COASTER
trains. The popularity of the program is reflected in the ridership, which increases significantly during
the summer months, consistent with COASTER ridership trends. See Appendix B: FY2015
Performance Details
Sorrento Valley COASTER Connection (SVCC)
SVCC Shuttles serve the Sorrento Valley COASTER Station during weekday peak periods. Under an
existing Memorandum of Understanding (MOU) between NCTD and MTS, the service is operated by
MTS via a contractor. NCTD and MTS equally share the operating cost. Additionally, NCTD pays MTS
one dollar per passenger for the SVCC service which serves as the first mile/last mile connection
between Sorrento Valley COASTER Station and surrounding major employment areas of Sorrento
Mesa, Carroll Canyon, Torrey Pines, and University Town Center. Figure 4.2 shows the four SVCC
routes, MTS Routes 972, 973, 978, and 979, which operate between eight (8) and ten (10) daily trips.
See Appendix B: FY2015 Performance Details.
Figure 4.2 – Sorrento Valley COASTER Connection Routes
4.3
SERVICE SPAN AND FREQUENCY
Service span and frequency are key indicators of transit service quality. To be useful to those who
depend on NCTD as their primary travel mode, system operating hours must be sufficient to
accommodate early morning, late night, and weekend travel. Similarly, the frequency of service must
be sufficient to limit customer wait times at bus stops, minimize overall transit travel times, and ensure
flexibility of departure and arrival. Transit service frequencies vary by service mode and route
consistent with differing demand levels around the service area. Table 4.1 displays the current
frequencies for the modes and routes.
Table 4.1 - Service Span and Frequency
4.4
PERFORMANCE TRENDS
The level of service provided since 2012 has steadily increased due to the implementation of the
Mobility Plan and consistent increase in LIFT ridership. The Mobility Plan, implemented over a threeyear period beginning in August 2011 through February 2014, included the successful integration of
BREEZE bus and SPRINTER rail service. As listed in Table 4.1, through FY2015, service miles,
service hours, and ridership all increased. Notably, the increase in service miles and hours are partly
attributed to BREEZE bus service (Mobility Plan and Wage Order No. 9 Regulations), while the
SPRINTER was responsible for a significant portion of the ridership increase. LIFT paratransit
operations increased in miles, hours, and ridership.
Table 4.1 – System Service Levels and Ridership – FY2012 – FY2016
Fiscal Year
SYSTEM
2012
2013
2014
2015
2016 (proj.)
Revenue Miles
7,071,063
7,623,930
7,817,031
8,517,482
8,546,162
%D
Total Miles
%D
7.3%
2.5%
8.2%
0.3%
7,745,940
8,319,709
8,676,523
9,494,514
9,517,953
6.9%
4.1%
8.6%
0.2%
%D
Revenue Hours
484,758
542,303
549,813
614,133
619,240
10.6%
1.4%
10.5%
0.8%
Total Hours
531,150
601,229
611,804
674,598
677,155
%D
11.7%
1.7%
9.3%
0.4%
Ridership
12,081,329
12,133,052
12,528,480
12,646,036
12,198,515
%D
0.4%
3.2%
0.9%
-3.7%
RIDERSHIP
As noted in the table above, NCTD ridership has exceeded 12 million since 2012, steadily rising to 12.6
million in 2015, a record for NCTD. Also illustrated is that NCTD has implemented sustained service
levels in FY 2016 compared to FY 2015 and has seen a ridership drop of nearly 4 percent.
Transit ridership is positively and negatively impacted by a number of internal and external factors.
Internal factors include but are not limited to fare rates, service levels, and service quality. External
factors include but are not limited to economic, employment, fuel pricing, and congestion. The current
trend toward declining ridership is largely driven by external factors in the regional and national
economy, including reduced unemployment, lowered fuel prices, record automobile sales, and
increased vehicle miles traveled. A comparable decline in ridership is occurring among other transit
systems within the region and state, across the nation and throughout North America.
At the modal level, BREEZE ridership dropped steadily since the significant increase in FY 2013. This
increase was due to the temporary suspension of SPRINTER service in the spring of 2013. COASTER
ridership was steady from FY 2012 through FY 2015, carrying over 1.6 million riders. SPRINTER
ridership increased every year, except FY 2013 due to the mentioned suspension of service. This
steady increase is due in part to the successful integration with BREEZE bus service, a goal of the
Mobility Plan. LIFT paratransit and FLEX demand response ridership increased every year from FY
2012 to FY 2015. For FY 2016, ridership on all modes is expected to drop, except LIFT paratransit
service. Ridership for the system is anticipated to remain above 12 million.
Table 4.2 – Ridership by Mode – FY2012 – FY2016
RIDERSHIP
BREEZE
COASTER
SPRINTER
LIFT
FLEX
Total
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FY2012
7,904,516
1,624,211
2,417,640
130,384
4,578
12,081,329
FY2013
8,339,239
1,629,196
2,000,888
145,039
18,690
12,133,052
FY2014
8,124,839
1,673,816
2,551,106
154,162
24,557
12,528,480
FY2015
8,018,531
1,641,525
2,769,686
184,845
31,449
12,646,036
FY2016 (Proj.)
7,670,091
1,572,952
2,726,225
203,910
25,337
12,198,515
ON-TIME PERFORMANCE
The primary metric for service reliability is on-time performance (OTP). OTP is the percentage of the
time that revenue buses and trains adhere to scheduled arrival/departure times as printed at stations
and specified time points. OTP by mode between 2012 and 2016 is provided in Table 4.3. In 2013,
NCTD transitioned from manually tracking BREEZE OTP to using the automatic vehicle locator system
(AVL) on NCTD buses. This is the reason for the drop between 2012 and 2013, from 96.9 percent to
85.0 percent. Since that time, BREEZE OTP has moved toward the goal of 90 percent.
Table 4.3 – On-Time Performance by Mode – FY2012 – FY2016
ON-TIME PERFORMANCE
2012
2013
BREEZE
96.9%
85.0%
COASTER
95.6%
97.9%
SPRINTER
99.2%
98.5%
LIFT
91.6%
92.2%
FLEX
97.0%
96.0%
2014
88.3%
96.8%
99.3%
93.8%
95.5%
2015
89.2%
98.2%
99.2%
91.5%
96.1%
FY2016 (YTD)
88.3%
95.2%
98.5%
91.9%
98.3%
COASTER OTP ranged from 95 percent to 98 percent, above the NCTD goal of 95 percent.
SPRINTER service is NCTD’s most timely, operating on time at 98 percent of the time or better over
the last five years. The OTP for NCTD’s LIFT paratransit service ranged from 91.5 percent to nearly 94
percent. Notably below the NCTD goal of 95 percent, NCTD Planning and Operations staff continues to
work with NCTD’s contractor, First Transit, to improve LIFT OTP. FLEX OTP is performing above the
goal of 95 percent. Entering into the 4th Quarter of FY2016, all modes are anticipated to exceed the
respective OTP goals, except LIFT.
FAREBOX RECOVERY
Fares are one of the main sources of revenue used to fund NCTD operations. Farebox recovery, or the
fraction of operating expenses covered by fare revenues, is very important. This metric reveals NCTD
costs which are not covered by fares that need to be covered by other means. The lower the farebox
intake, the greater the demand placed on other revenue sources.
Table 4.4 – Farebox Recovery by Mode – FY2012 – FY2016
FAREBOX RECOVERY
2012
2013
BREEZE
19.5%
21.4%
COASTER
39.5%
38.4%
SPRINTER
19.2%
15.5%
LIFT
15.7%
14.1%
FLEX
14.4%
15.0%
System
23.9%
24.0%
2014
19.7%
39.0%
18.4%
11.9%
12.3%
23.5%
2015
19.5%
37.5%
18.6%
9.3%
12.4%
22.5%
FY2016 (YTD)
16.4%
41.5%
21.3%
8.8%
8.1%
20.8%
The premium fare on the COASTER allows this mode to recover a higher percentage of its operating
cost. Since 2012, the farebox recovery on the COASTER ranged between 37.5 percent and 39.5
percent, and has a good chance of exceeding 40 percent in FY 2016. The farebox recovery for the
BREEZE and SPRINTER services fall in the range of 18 percent and 21 percent, with the exception of
2013. Again, SPRINTER had a significant drop in this measure due to the temporary suspension.
Farebox recovery on the SPRINTER has increased steadily since then and is poised to exceed 20
percent in FY 2016 while BREEZE may experience its lowest farebox recovery in five years due to the
decrease in ridership described above. Farebox recovery for LIFT ranged between 9 percent and
nearly 15 percent with the current FY 2016 below 9 percent. Farebox recovery on FLEX services has
also steadily declined since 2013, from 15 percent to 12.4 percent. To date in FY 2016, the recovery on
the suite of FLEX services sits at 8 percent.
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For detailed performance for FY 2015 for all modes, see Appendix B – FY 2015 Performance Details
4.5
FY2016 SERVICE PLANNING ACTIVITIES
Service planning activities during FY 2016 included the implementation of three service bids and
associated route productivity assessments, requisite analyses and recommendations for implemented
demonstration services, a review of performance of NCTD’s FLEX services and rural routes and taking
the lead on the oversight of NCTD’s LIFT service. The service planning team also coordinated with
Operations and Finance staff on the data systems used by NCTD for the effective monitoring of service,
National Transit Database (NTD) reporting, and day-to-day oversight of NCTD’s service contractors.
NCTD implemented three service bids on August 23, 2015, February 7, 2016 and on June 5, 2016.
Changes made during the August bid included the implementation of recommendations from staff’s
school tripper analysis which identified eleven school trippers for removal (5), extension (2), or
transition to permanent, non-school trips (4). The recommended elimination of Demonstration Route
331, due to poor performance, was also effective with the August 2016 bid. The recommended
elimination of Demonstration Routes 341 and 342, due to poor performance, took effect in the February
2016 bid along with minor route adjustments to improve on-time performance and connections with the
SPRINTER. The June 2016 bid included the removal of school trippers for the summer and the
implementation of Route 408 for direct service to the San Diego Fair from Escondido. See Appendix B
for the performance of BREEZE routes based on NCTD’s service standards.
NCTD’s FLEX service was approved under the Mobility Plan with the condition that a farebox recovery
rate of 50 percent would be achieved. After three years of service, the Service Planning team
conducted a performance analysis (see Appendix B for FLEX performance details) to determine the
viability of this service mode. Findings indicate that the 50 percent farebox recovery rate was never
achieved due to several factors, including average fare and transition from the coordinated
transportation services model. Staff continues to develop recommendations based on the findings
within the scope of a broader study of service options in areas of low productivity, including rural areas.
Recommendations for FLEX and rural services will be developed and finalized during FY2017 with an
implementation timeframe of FY2018.
As NCTD’s most costly service per trip, the process for LIFT paratransit eligibility certification is under
evaluation. Service planning is reviewing the industry practice of in-person appointments and functional
assessments to ensure that eligibility for LIFT trips is based solely on a client’s functional ability to use
the fixed route service. Studies indicate that a thorough eligibility determination process may identify a
significant number of clients that can use fixed route service under certain conditions. A revised
process that assesses conditional use via an in-person application process and includes functional
assessments may drop the rate of approvals and reduce costs with more trips being moved to fixed
route service.
NCTD service planning activities also included working with Operations and Finance staff to identify,
evaluate, and assess the process of data collection and checking. Currently, NCTD deploys six data
systems that collect, synthesize, and report data for system monitoring and reporting. Service planning
staff will continue to coordinate with Operations and Finance staff to develop resident proficiency and
redundancy in these data systems and develop processes and procedures to collect, synthesize, and
report data as needed for NTD reporting and practical contract oversight. NCTD staff will also continue
to monitor ridership trends on the NCTD system and other systems to identify trends, causal links and
to bolster ridership where feasible.
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4.6
KEY BUSINESS INITIATIVES
This section discusses some of the key business initiatives currently underway at NCTD. Along with
high quality service implementation and continuous performance management, these initiatives are
being implemented to meet the goals and objectives of the District outlined throughout this document.
Key business initiatives shift over time as specific initiatives are implemented and new initiatives are
developed to meet the priorities of District.
1. Implementation of Combined Rail Operations and Maintenance Contract
NCTD currently contracts out all rail operations, maintenance, and dispatching. There are four
contracts in place at the moment:
i. TASI-Responsible for the Operation of all COASTER trains, maintenance of all
COASTER equipment, and maintenance of the Right-of-Way (ROW) (track, structures,
and culverts) for both the San Diego Subdivision and the Escondido Subdivision.
ii. Transdev-Responsible for the operations of all SPRINTER trains and the maintenance of
all SPRINTER equipment.
iii. HTSI-Responsible for dispatching all trains (COASTER, SPRINTER, Metrolink, Amtrak,
BNSF, PacSun) over the San Diego and Escondido Subdivisions.
iv. HTI-Responsible for the maintenance of the signals and communications devices on the
San Diego and Escondido Subdivisions, as well as the maintenance of the dispatching
equipment for both subdivisions. HTI is also currently installing PTC on the San Diego
Subdivision as well as the COASTER rolling stock.
The TASI and Transdev contracts were both set to expire on the same date (July 1, 2016). In an
effort to increase safety, improve service, lower costs, and streamline the management of the
rail contract service, NCTD decided to roll all four contracts into one combined Rail Operations
and Maintenance Contract. Safety will be increased due to the fact that there is one Contractor
working on operating the railroad safely, with one unified safety message to all employees. The
service will be improved because there is only one Contractor to hold accountable for the
service, with no other Contractor to blame when service has degraded. One Contractor also
allows the number of administrative staff to be cut, as the Contractor no longer needs the
duplication of positions that two or more contracts required. Lastly, the work of the NCTD staff to
properly perform oversight will be reduced, with only one Contractor to communicate with. This
will allow NCTD staff to work more closely with the Contractor to keep the service at a high
safety and performance level.
NCTD awarded the new contract to Bombardier Transportation at its regular board meeting in
December 2015. Mobilization by Bombardier started on January 2nd, 2016. Bombardier will take
over SPRINTER operations and maintenance, as well as Dispatching of the San Diego and
Escondido Subdivisions on June 11th, 2016. Bombardier will take over COASTER operations
and maintenance, as well as maintenance of the signals, track and structures, communications,
and dispatching equipment on the San Diego and Escondido Subdivisions on June 18th, 2016.
50
2. Procurement of Combined Fixed Route, Specialized Transportation, and ADA
Services Contract
NCTD’s existing contract with First Transit expires in June of 2017. In order to ensure that
these core services are competitively bid and awarded in advance of the existing contract
expiration, NCTD will be issuing a Request for Proposals for combined Fixed Route, Specialized
Transportation, and ADA Services. Goals of this RFP will include achieving new ways to
consolidate and reduce costs, and minimize risk to the District, while ensuring a sustainable,
high quality of service and efficiency.
3. Procurement of Facilities Management and Equipment Contract
North County Transit District (NCTD) requires the services of a Facilities and Equipment
Maintenance Contractor for maintenance of its rail operational facilities, transit centers, stations,
and platforms. The majority of the scope of this contract is currently being performed under two
separate contracts which expire on June 30, 2016 and June 30, 2017 respectively.
The proposed selected Contractor will transition responsibility in two phases, with Phase I
commencing on July 1, 2016. Phase I Scope of Work includes the following: Maintenance of
operational equipment, janitorial services and structural maintenance at COASTER rail
operations facility, SPRINTER rail operations facility, Maintenance of Way facility, Layover Yard
trailer, Santa Fe Depot and Old Town COASTER Station.
Phase II Scope of Work includes all of Phase I and janitorial and structural maintenance of all
NCTD Transit Centers, COASTER Stations, and SPRINTER Stations. Phase I work
commences on July 1, 2016. Phase II shall commence on July 1, 2017.
This Facilities and Maintenance contract is a seven year contract with one three-year option.
4. Enterprise Financial and Asset Management System Upgrade
JD Edwards EnterpriseOne (JDE) is the existing North County Transit District (NCTD)
enterprise resource planning system (ERP) which supports NCTD financial, procurement,
project and grant activities. JDE was first implemented at NCTD in early 2000, replacing a
legacy financial system which was nearing obsolescence. A 2014 fit/gap assessment comparing
JDE ERP functionality as implemented in 2000, to the new business process requirements
under the current NCTD transit service model as effected in 2009, identified the strategic need
for a significant JDE ERP reimplementation and upgrade. This reimplementation and upgrade
would maximize cross-functional use of JDE at NCTD, support the critical business needs of the
current NCTD transit service model, eliminate redundant systems and interfaces, and position
the District to meet the US Department of Transportation State of Good Repair mandate under
its MAP-21 legislation.
On July 31, 2015, NCTD entered into a five-year, Board-approved contract with Denovo
Ventures, LLC to provide services supporting the JDE upgrade and reimplementation effort in
two phases. Phase I documented the current state of the NCTD JDE ERP, and produced
detailed project implementation and management plans for a JDE ERP reimplementation and
upgrade. Authorization to proceed into Phase II, the execution of the Phase I project
implementation and management plans, was given on May 6, 2016. It is contemplated that the
JDE ERP reimplementation and upgrade will be completed within two (2) years.
51
5. Implementation of Integrated System Safety Program Plan
The NCTD Integrated Safety Management System Plan (ISMSP) serves as a guiding policy
document describing the agency’s approach to managing risk and assuring the effectiveness of
safety mitigations. It is based on the four pillars of the Safety Management Systems (SMS): 1)
Safety Management Policy, 2) Safety Risk Management, 3) Safety Assurance, and 4) Safety
Promotion.
The Federal Transit Administration (FTA) adopted SMS as the basis to improve the safety of
public transportation as outlined in the Moving Ahead for Progress in the 21st Century Act
(MAP-21) signed in July 2012. The ISMSP governs all NCTD employees and contractors and
identifies the requirements, policies, procedures, inspections and programs for a comprehensive
approach to safety management. The ISMSP is a living document subject to updates as
required to meet the evolving safety needs of rail and bus operations and maintenance. It will
maximize continuing safety by influencing the design and configuration of future growth in
services and infrastructure. Though committed leadership, a robust safety culture and detailed
management systems, NCTD’s ISMSP will provide a level of safety in transit service that
exceeds industry standards for employees, contractors and the general public.
The ISMSP will be complete for all NCTD modes including recommended actions as delineated
by the February 2016 SMS gap assessment by May 2017.
6. Implementation of SSEPP and ERP
The NCTD System Security and Emergency Preparedness Plan (SSEPP) is the agency’s high
level planning and guidance document on the security resource deployment and operational
strategy as well as the overall emergency preparedness and management program related to
the operating modes (rail and bus) for the District. In accordance with Code of Federal
Regulations (CFR’s) and California Public Utilities Commission General Orders (CPUC G.O.’s),
the NCTD SSEPP is reviewed and updated on an annual basis or when significant changes
occur in the operational environment for rail and bus. The updated SSEPP has been adopted
for CY 2016 and has been implemented. Training on the content of the updated SSEPP will be
provided to the NCTD Governing Board and to NCTD staff in June and July of 2016. The annual
review process begins again in November of 2016 for the CY 2017 update.
The new NCTD Emergency Response Plan (ERP) is a first for the District. While NCTD has
current emergency response and preparedness plans in place that are directly related to the rail
and bus modes, it has not previously developed a plan on how to address emergencies that
affect the District as an organizational entity. This plan is in final draft form and will be adopted
in the new fiscal year (FY 2017). Review, update, and presentation of the NCTD ERP will be
placed on the same calendar track as the SSEPP as both documents are closely associated.
Training on the content of the new ERP will be provided to the NCTD Governing Board and to
NCTD staff in June and July of 2016. The annual review process begins again in November of
2016 for the CY 2017 update.
52
7. Implementation of Microsoft Project Server and Sharepoint Project
Management Solution
With NCTD’s current focus on project delivery, we are looking to implement an online project
management solution to effectively share, manage, and communicate all project information. This
solution will use commercial off-the-shelf software allowing a variety of vendors to assist with any
configuration assistance NCTD may need in the future. It also leverages existing systems already
owned by NCTD. When complete, the solution will provide visibility for all NCTD projects from
high-level business intelligence dashboards that will provide overall analysis of the projects, down
to a detailed level that will assist with resource management, budgets, and scheduling.
8. Rail Vision Study
NCTD and SANDAG have agreed to partner on the first phase of a new study that will examine
the options and costs for integration of rail service between the SPRINTER, COASTER and other
regional rail operators such as Amtrak and Metrolink. The primary purpose of the study will be to
determine how NCTD could implement more frequent and convenient service and offer
passengers more “one seat rides” between the different rail lines.
One of the central, driving projects that will be explored by this study is the potential to integrate
SPRINTER and COASTER service by transitioning the SPRINTER service to Federal Railroad
Administration (FRA) compliant vehicles that could also be operated on the coastal rail corridor.
This would offer passengers a one-seat ride between the SPRINTER corridor to San Diego and
other stations on the coastal rail line, and potentially provide for intercity rail to access cities along
the SPRINTER corridor- and eventually the high speed rail station envisioned along the I-15. This
approach considers State goals of increasing integration among intercity and regional rail, and
could position NCTD and SANDAG for State level funding in the future.
The analysis will be phased, with this first phase focused on feasibility of rail integration – a highlevel analysis of what it would take from a capital and operational cost standpoint, and the
regulatory or other challenges that must be overcome. The study will also examine the benefits
and challenges of integration which is anticipated to include more efficient use of the rail vehicles
across the corridors and potentially a need for fewer total vehicles to run projected service levels.
The overarching goal is to attract more riders, decrease traffic, and improve mobility. The Rail
Integration Study is intended as a significant step forward toward reaching that goal.
9. Implementation of E Learning System
NCTD has procured and implemented a comprehensive e-learning system that supports training
via multiple platforms and allows interface with external and online courses. The new system,
Training on the Move, which is provided by Great Learning Works, will allow the learning
process to be more efficient and will streamline administrative tracking and reporting.
Background:
The E Learning System includes the following functionality: shall provide a system that includes
on-line, in-person, webinar training; 3rd party training; tracking and reporting tools; and
management of applicants. Below is additional detail:
A. Customized Courses
53
NCTD shall add its own custom training content and/or third party courseware to the system
for 24/7 access by Participants.
Custom content features include:
1) Add an unlimited number of self-developed courses/third party courseware to the system,
including, but not limited to, course objectives, outline, customized course number, and
discipline.
2) Create courses that track attendance and allows participants to self-register for instructor
led or self-study training events.
3) Add 3rd party linkage to regulatory courses with specific training and/or procedures.
Courses may be assigned and viewed as a comprehensive course or individual modules.
4) Customize the Certificate of Completion with NCTD logo and instructors signature.
5) Create tests and evaluations for the custom content.
B. Department/Job Classification Training
Ability to create, assign and track specific learning programs for departments or job
classifications. For example, Code Enforcement Officers have a 12 month learning program
designed to fully indoctrinate new employees into the job. This includes a hybrid of training
conducted internally, externally and on the job.
C. Course Schedule
1) Provide a list of courses available for registration.
2) Ability to select or search for course by date or course name.
3) Provide calendar view of monthly training available upon log in.
D. Reporting and Tracking
The e-Learning system provides a wide range of reporting and tracking functionality.
Participants may securely access their personal transcripts online. Management will have
the ability to review collected data and generate reports on:
1) Course Status- registered participants, started/not started, unfinished, in progress,
finished.
2) Track time spent within course
3) Track attendance for courses, including those conducted via classroom, in-services or 3rd
party.
Implementation:
The system was rolled out to NCTD the week of May 9, 2016. Goals for FY 2017 include:
A. Utilization of the system to register and track all NCTD employee training, including both live
and online, as well on-site and off-site.
B. Development of 10 custom training courses specific to NCTD operational needs.
Expansion of the system to provide NCTD contractor employee with access for specified
training courses
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10. Financial Management Activities
NCTD is undertaking a review of the cost-effectiveness of some of its most costly and least
productive services, including the FLEX on-demand service and BREEZE rural route service.
FY2015 data suggests that the FLEX service program is performing below standard. The
farebox recovery for the FLEX service ranged from 7.9 percent to 28.5 percent, far below the
adopted standard for this service. When compared with fixed-route service, using the metrics of
passengers per hour and cost per passenger, the FLEX service performs poorly. FLEX carries
2.38 riders per hour as compared to an average of 15.51 riders per hour on BREEZE, and costs
$20.07 per passenger compared to an average of $3.20 on BREEZE (riders per hour and cost
per passenger vary by bus route type). Public transportation providers in areas such as Dallas
Pinellas County, Florida, Atlanta, and San Francisco are partnering with transportation network
companies (TNCs) like Uber and Lyft to help provide similar types of on-demand services at a
lower cost to the agency. Similarly, NCTD staff will evaluate the sustainability of providing
select rural routes. Trending as the least productive of all services due to the low density and
route length, these routes are under review to determine the current trip markets being served
and to identify alternative service plans that reflect the new demand patterns. NCTD will
evaluating alternative service models for the FLEX and rural service in FY 2017 with an
implementation timeline of FY2018.
Additionally, service planning staff is leading an evaluation of the current practices related to
provision of ADA services indicates a need for NCTD to consider revising its process of ADA
eligibility certification. Such revisions requiring include in-person appointments and functional
assessments. According to FY2015 data, the rate of approval of applications for eligibility
certification was over 97 percent. Of the 97 percent, approximately 34 percent have restricted
eligibility, meaning they are certified for ADA paratransit service under certain conditions. A
revised process may ensure that LIFT trips are being provided based on a client’s eligibility and
verify that those individuals with restricted eligibility are using the fixed route service as they are
able. A revised process for certification that includes in-person interviews and functional
assessments may also discourage abuse in the application process and result in a drop in the
rate of approvals and reduced costs with more trips being moved to fixed route service.
55
SECTION 5
Systemwide Operations Plan
This section presents NCTD’s five-year action plan for continuing investment in transit system
operations and associated capital improvements through FY 2021. Recommendations are consistent
with the long-term direction established in the 2011 Mobility Plan, which serves as the blueprint for
sustainable service design and resource allocation to meet the needs of growing North San Diego
County communities. The five-year plan also responds to performance trends from FY12 – FY16. In
response to a slight ridership decline in FY16 and projected stabilization over the next five years, NCTD
plans to sustain existing levels of service. Staff will continue to analyze system productivity to identify
short-range and long-range service improvements.
5.1
SERVICE PLAN SUMMARY (FY 2017 – FY 2021)
Further service changes beyond FY 2016 are contingent upon several factors including defined
productivity standards and targets, funding availability, and external factors affecting NCTD operating
costs (e.g., fuel costs) and service area environment (e.g., employment growth and traffic congestion).
Staff considers future service expansion within the context of local mobility needs in North San Diego
County, including service derived from short- and long-range plans, which identify future service needs
for the region, based on projected population growth, housing, and commercial development. A fiveyear projection of miles, hours, ridership, and passenger fares is provided in Table 5.1. Year-by-year
descriptions of planned service changes are provided in the following sections.
Table 5.1: Planned System-wide Service Hours and Miles FY 2017 - FY 2021
Revenue Miles
Total Miles
Revenue Hours
Total Hours
Ridership
Fare Revenues
FY 2017
FY 2018
FY 2019
FY 2020
FY 2021
8,567,413
9,521,631
625,607
683,061
12,173,319
$18,653,222
8,671,463
9,636,467
631,619
690,144
12,179,895
$22,332,236
8,780,714
9,757,044
637,931
697,582
12,246,439
$22,667,220
8,895,429
9,883,649
644,559
705,392
12,313,485
$23,007,228
9,100,380
10,105,530
653,574
716,011
12,441,410
$23,352,336
Consistency with regional plans is an underlying tenet of NCTD’s service planning effort. San Diego
County’s short-range transit plan (known as the Coordinated Plan) is a five-year plan that contains a
biennially updated list of specific gaps in the transportation system where individuals with disabilities,
older adults, low-income individuals, and others are underserved by transit. NCTD is obligated to
address unmet needs using the most cost-effective means available. Similarly, San Diego County’s
long-term regional plan, the 2050 Regional Transportation Plan (RTP), identifies transit corridors that
should receive increased transit service given growing population and increasing development. The
RTP identifies the coastal corridor, which is served by COASTER and BREEZE Route 101, as well as
the Mission Avenue/Santa Fe corridor (BREEZE Route 303) as warranting Rapid service in the future.
The City of Encinitas completed a Transit Feasibility Study that recommends additional fixed route
service, which NCTD will consider in the future. Vehicle fleet expansion is required to implement these
service improvements. During the next five years NCTD will use the performance monitoring framework
to reallocate existing resources where service is warranted.
Expanding the capacity of COASTER and SPRINTER is a key long-term objective for improving
regional transit network effectiveness throughout North San Diego County. Currently, capacity of both
rail lines is limited by the length of single-track segments, which limits the slot capacity of the line.
56
NCTD will increase COASTER capacity as discussed in Appendix A: Service Design Guidelines, using
cost-effective methods that will have the biggest impact on ridership.
SPRINTER service levels will remain constant over the next five years. Increasing service frequency
and adding express service requires additional track capacity. Additionally, service span will not deviate
from baseline levels due to the fact that freight carriers operate daily between the hours of midnight and
3 a.m. The Federal Railroad Administration (FRA) stipulates that the SPRINTER must be temporally
separated from heavy rail vehicles as to avoid any potential contact between heavy and light rail
vehicles. NCTD has a shared-use agreement with BNSF allowing freight operations at night, which
necessitates SPRINTER span of service remaining at current levels.
5.2
RAIL IMPROVEMENT PROGRAM
A long-term goal set forth in the SANDAG RTP, LOSSAN Strategic Implementation Plan, and California
State Rail Plan is the increase of service levels on the coastal and inland rail corridors in San Diego
County. In support of this goal, within the limits of capacity constraints (described in Appendix A)
located on the corridor, NCTD analyzed alternative methods of providing enhanced rail service to San
Diegans in the near- and mid-term. Currently, NCTD in a joint effort with SANDAG, is evaluating the
feasibility of integrating rail service on the San Diego and Escondido subdivisions to improve
operational efficiencies while providing direct local and commuter service. The study considers the
operating plans as programmed in the San Diego Forward Regional Transportation Plan which includes
a 20-minute peak frequency on the COASTER by year 2020, a 20-minute frequency on the SPRINTER
by year 2025, and limited stop service in the SPRINTER corridor by 2035.
5.2.1
CAMP PENDLETON TRANSIT CENTER
In FY 2013, NCTD conducted a study that analyzed the potential for commuters, visitors, and residents
to use transit services for travel to, from, and within Marine Corps Base Camp Pendleton. The study
resulted in ridership forecasts, costs, and rail and bus operations plans for the construction of a rail
station at Camp Pendleton. NCTD is likely to provide fixed route service that meets every train, similar
to the Sorrento Valley COASTER Connection shuttles. NCTD is currently seeking funding for final
design, environmental approvals and construction.
5.2.2
CONVENTION CENTER PLATFORM
NCTD is planning to construct a COASTER station to service special events near the Convention
Center in downtown San Diego. Currently, passengers must alight at the Santa Fe Station and transfer
to the MTS Trolley or walk up to 1.4 miles to their final destinations. The proposed station – a singleedge platform that would serve longer special event trains – would better accommodate current travel
demand and a growing population in NCTD’s service area, increase NCTD’s revenue, and provide
public benefits. This project is currently in the preliminary design phase. NCTD staff will continue
working with partner agencies to refine the design concept and cost estimates for this project in the
upcoming fiscal year.
5.2.3
SPRINTER FREQUENCY IMPROVEMENTS
The SPRINTER completed its fifth year of service in March 2013, and NCTD has developed multiple
studies facilitating frequency enhancements on the rail line. Operational constraints were identified in
the form of additional double tracking and crossovers needed to implement express service and 20minute headways. Results of this study are summarized at the end of Section 5.
57
5.3
PROVIDING PARATRANSIT ALTERNATIVES
While NCTD’s LIFT service fulfills the mandate for ADA paratransit service, NCTD recognizes the need
for elderly and disabled individuals to have transportation options in addition to paratransit. Those who
live within the ¾-mile buffer around fixed route bus service are encouraged to use the fixed route
system for some of their trips; NCTD incentivizes the use of fixed route options by paratransit-certified
individuals by allowing those individuals to ride for free on the BREEZE and SPRINTER. However,
because paratransit service is limited to areas within ¾-mile of fixed route service, individuals living
outside of that buffer cannot use the service and must rely on alternative transportation provided by
human services transportation providers, such as Facilitating Accessible Coordinated Transportation
(FACT), or the emerging transportation network companies, such as Uber, or Lyft.
5.4
SERVICE CHANGE EFFECTS ON PERSONS WITH DISABILITIES AND OLDER
ADULTS
NCTD is committed to addressing the unmet transportation needs among persons with disabilities and
older adults as identified in SANDAG’s Coordinated Plan. Any changes proposed to BREEZE services
will be reviewed specifically for consistency with the Coordinated Plan. Additionally, most changes to
fixed route service will affect the provision of LIFT complementary paratransit service as required by
ADA. Thus, changes in route alignment, span of service hours, and days of service will affect the
availability of paratransit service.

Route alignment: New routes and changes to existing routes will affect the ¾-mile buffer around
those routes in which paratransit service is provided.

Service span: Increasing service span will increase the availability of hours to provide
paratransit service.

Days of service: With the addition of Saturday and Sunday/holiday service, complementary
paratransit will be made available.
NCTD recognizes the importance of evaluating the impact of fixed-route service changes on the
provision of complementary paratransit service, and the effect that fixed-route changes may have on
the paratransit budget.
NCTD maintains a fleet management plan for fixed route and paratransit/FLEX vehicles. NCTD
monitors trip time of LIFT trips to ensure they are meeting the requirement that trips are not excessively
long. As demand for paratransit service continues to increase as the population ages, NCTD will need
to expand fleet to meet demand and ensure trip times are within regulation.
5.5
FY 2017 SYSTEMWIDE OPERATIONS PLAN – SERVICE IMPLEMENTATION PLAN
5.5.1
PROPOSED FY2017 CHANGES
This section details NCTD’s FY 2017 Service Implementation Plan (SIP), which is a requirement per
the Master MOU between NCTD and SANDAG.
As stated at the beginning of the Section, BREEZE service for FY 2017 shall remain at levels
comparable to the previous fiscal year. This follows the successful implementation of the Mobility Plan,
where mileage increased from 5,244,849 in 2011 to 5,646,805 in 2014, an increase of almost eight
percent.
58
NCTD will maintain the COASTER level of service set forth in FY 2016. Capacity improvement projects
will be completed during this time frame which will increase the reliability of COASTER operations given
the current construction underway in the corridor and reduce the occurrence of COASTER trains being
impacted when other carriers have service issues. The Rail 2 Rail service will continue through FY
2017. SPRINTER operations will remain at the current level of service.
FLEX service will continue as a weekday community-based service to Carlsbad Poinsettia, Encinitas,
and Solana Beach COASTER stations and along San Pasqual Road, providing a vital link between
Ramona and Escondido. In FY 2017, NCTD will identify potential alternative models that meet first/last
mile mobility needs associated with the FLEX service. The planned service levels below assume
continued service of the FLEX system under the current model.
NCTD will continue to provide LIFT service to ADA paratransit-eligible individuals. The FY 2017 level of
planned service hours and miles are shown below in Table 5.2.
Table 5.2: FY 2017 Level of Planned Service Hours and Miles
COASTER
SPRINTER
BREEZE/FLEX
LIFT
5.5.2
Vehicle Revenue
Miles
Total
Miles
280,508
520,762
5,685,159
2,080,985
295,301
522,514
6,407,113
2,296,704
Fiscal Year 2017
Vehicle Revenue
Hours
6,825
23,671
474,878
120,233
Total
Hours
Ridership
Fare
Revenue
8,032
23,788
509,568
141,673
1,572,952
2,724,087
7,657,077
219,203
$6,842,342
$2,942,013
$8,009,590
$859,276
SYSTEMWIDE FY 2017 IMPACTS
In FY 2017, NCTD will maintain service levels across BREEZE, COASTER, SPRINTER and FLEX.
Ridership is projected to be sustained or drop. BREEZE and SPRINTER will decrease by 0.5 percent
and 0.08 percent, respectively. LIFT service is expected to continue to increase by 7.5 percent, a lower
rate than FY 2016 as demand reaches capacity during peak times.
5.6
FY 2018 SYSTEMWIDE OPERATIONS PLAN
5.6.1
PROPOSED FY 2018 CHANGES
NCTD will maintain the BREEZE, COASTER, SPRINTER, and FLEX level of service from the prior
year. LIFT will continue to increase. The FY 2018 level of planned service hours and miles are shown
below in Table 5.3.
Fiscal Year 2018
COASTER
SPRINTER
BREEZE/FLEX
LIFT
59
Vehicle Revenue
Miles
Total
Miles
Vehicle Revenue
Hours
Total
Hours
Ridership
Fare
Revenue
280,508
520,762
5,685,159
2,185,034
295,301
522,514
6,407,113
2,411,539
6,825
23,671
474,878
126,245
8,032
23,788
509,568
148,756
1,572,952
2,724,087
7,657,077
225,779
$7,868,693
$3,383,315
$10,325,341
$988,167
5.6.2
With service levels maintained at FY 2016 levels, ridership across all modes except LIFT is expected to
be flat. LIFT will increase at a rate of three percent.
5.7
5.7.1
NCTD will maintain the BREEZE, COASTER and SPRINTER level of service from the prior year. LIFT
and FLEX service will continue to increase. The FY 2019 level of planned service hours and miles are
shown below in Table 5.4.
Fiscal Year 2019
COASTER
SPRINTER
BREEZE/FLEX
LIFT
5.7.2
Vehicle Revenue
Miles
Total
Miles
Vehicle Revenue
Hours
Total
Hours
Ridership
Fare
Revenue
280,508
520,762
5,685,159
2,294,286
295,301
522,514
6,407,113
2,532,116
6,825
23,671
474,878
132,557
8,032
23,788
509,568
156,194
1,580,817
2,737,707
7,695,363
232,553
$7,868,693
$3,383,315
$10,479,355
$988,167
As service levels are sustained at FY 2016 levels, ridership is projected to increase by 0.5 percent
across all modes, except LIFT due to population growth and activity. LIFT will continue to increase at a
rate of three percent.
5.8
5.8.1
In FY 2020, NCTD will maintain the COASTER, SPRINTER, BREEZE, and FLEX service levels
operated in FY 2016. LIFT and services will continue to grow moderately, but steadily. The FY 2020
level of planned service hours and miles are shown below in Table 5.5.
COASTER
SPRINTER
BREEZE/FLEX
LIFT
5.8.2
Vehicle Revenue
Miles
Total
Miles
280,508
520,762
5,685,159
2,409,000
295,301
522,514
6,407,113
2,658,722
Fiscal Year 2020
Vehicle Revenue
Hours
6,825
23,671
474,878
139,185
Total
Hours
8,032
23,788
509,568
164,004
Ridership
Fare
Revenue
1,588,721 $7,868,693
2,751,395
$3,383,315
7,733,839 $10,635,679
239,529
$988,168
Still operating at FY 2016 service levels, ridership will continue to increase on all modes at the same
rates projected for FY2019 due to population growth and activity.
60
5.9
5.9.1
As the same service levels for BREEZE, SPRINTER and FLEX are projected to remain the same,
COASTER service levels are expected with the implementation of a 20-minute peak frequency during
peak hours while LIFT is projected to increase by three percent in hours and miles as the population
continues to age. The FY 2021 level of planned service hours and miles, and ridership and revenues
are shown below in Table 5.6.
Vehicle Revenue
Miles
COASTER
SPRINTER
BREEZE/FLEX
LIFT
5.9.2
Total
Miles
365,009
384,245
520,762
522,514
5,685,159 6,407,113
2,529,450 2,791,658
Fiscal Year 2021
Vehicle Revenue
Hours
8,881
23,671
474,878
146,144
Total
Hours
Ridership
Fare
Revenue
10,451
23,788
509,568
172,204
1,604,608
2,778,909
7,811,178
246,715
$7,868,694
$3,383,315
$10,794,348
$988,168
With the increased peak frequency on the COASTER and the integrated structure of NCTD’s service,
ridership is projected to increase by one percent across all modes except LIFT, which maintains a
consistent increase of three percent.
5.10
FY 2022 – FY 2026 SERVICE DEVELOPMENT THEMES
NCTD will expect to further refine the multi-modal transit system while making increased use of
intelligent transportation systems technologies to monitor service delivery and compile running
performance data and ridership counts. Key development themes include the following:
5.10.1 RAIL FREQUENCY IMPROVEMENTS
The RTP and Transnet operating plan states that by 2020 COASTER peak frequency will increase to
20 minutes, and off-peak frequency will increase to 120 minutes. SANDAG manages the construction
of multiple capacity improvement projects on the ROW to ensure sufficient capacity to operate higher
frequencies (included as Appendix H). In the interim, NCTD will monitor the outcomes of rail
improvement program initiatives to determine the most cost effective way to meet the goal of increased
frequencies on the COASTER by 2020.
5.10.2 INFILL PROPERTY DEVELOPMENT
Possibly the biggest influence on transit system productivity is land use in the service area. On a
monthly basis NCTD receives numerous requests for development review of infill and property
developments in the service area. As these developments come on line, they will both add new areas
of possible ridership and change the demographics of older developed areas as people relocate. NCTD
is actively working with cities and towns to ensure that the proper infrastructure is in place to connect
61
these new destinations to the network as resources permit, and studying ways to integrate the
destinations with services that meet minimum productivity standards.
5.10.3 SPRINTER DOUBLE TRACKING AND EXPRESS SERVICE
Increases in service frequency on the SPRINTER are a part of NCTD’s intermediate and long-range
plans to address projected increases in rider demand. Intermediate plans include implementing an
express service and increasing SPRINTER service frequencies to every 20 minutes. These service
improvements require infrastructure improvements due to the single track segment constraints. These
improvements include increases in double tracking and construction of crossovers as appropriate.
They also require the purchase of additional SPRINTER vehicle(s) and potentially new or expanded
maintenance facilities. As mentioned above, NCTD is currently assessing the feasibility of integrating
the rail service on the San Diego and Escondido subdivisions in the context of the adopted regional
transportation plan. The assessment shall identify the vehicle and facility requirements as well as the
infrastructure improvements needed to operate direct rail service from Escondido to Sorrento Valley,
downtown San Diego, and to destinations north of Oceanside.
5.11
LONG TERM SERVICE PLANS
Long-term plans include double-tracking certain segments of the COASTER and SPRINTER rail lines
to enable improved service frequencies and greater system capacity. On the bus side, NCTD will
strategically deploy BREEZE fixed route services to improve feeder access to the rail network.
Meanwhile, supportive changes to operating schedules, fare collection methods and technology,
customer information, and accessibility of facilities will help to achieve seamless integration into the
regional transit system.
62
SECTION 6
Operating Budget
The purpose of this section is to highlight the long-term implications of operating revenues and
expenditures for the organization that are needed to support core functions and to achieve the goals
identified in previous sections of the Plan. This section provides three forecasts through FY 2026, with
revenue and expense assumptions primarily driven by low, medium, and high grant revenue forecasts.
By using three different scenarios for revenues and expenditures, NCTD ensures a balanced budget
will be maintained regardless of the economic environment and realization of grant revenues.
6.1
BUDGET POLICIES AND CONTROLS
NCTD’s budget policies are governed by NCTD Board Policy Number 17, “Budget Development.” This
policy ensures that proper procedures and controls are followed in the development and
implementation of the annual operating budget and capital improvement program. This policy covers
the basis of accounting and financial principles, budget development guidelines and conditions, budget
development procedures, budget monitoring, and budget controls.
Grant Revenue Forecasts
NCTD utilizes grant revenue forecasts to produce operating and capital budgets. The following grant
revenue forecasts are primarily based on SANDAG’s transit revenue estimates for TDA and TransNet.
The high and low ranges are determined by beginning with the prior year midpoint, applying the
estimated growth rate for the current year, and then adding and subtracting the confidence interval
range from the midpoint. For STA, federal, and other state and local funding sources, judgmental
reductions or increases are applied for the high and low ranges. The Federal Register provides the
apportionments for the federal programs and is subject to legislation. The State Controller’s Office is
responsible for providing the estimates in January for each year. See Section 8.2 for more information
about grant revenue.
General Assumptions – All Revenue Forecasts
In creating the 10-year operating budget, NCTD considers several assumptions. The following
assumptions were included in all three of the operating forecast budgets:
63

Other operating revenue increases at 2 percent based on contractual pricing indexes for rail
right of way shared use agreements with BNSF and Amtrak, anticipated advertising revenues,
and real estate leases.

Fuel price increases are based on the U.S. Department of Energy forecasts.

BREEZE purchased transportation is based on projected revenue hours and the contractual
rates under the First Transit contract until FY 2017; subsequent estimates are based on the
prior year percentage increase.

LIFT purchased transportation is based on projected passenger trips based on the expected
growth of the aging population and the contractual rates under the Agreement for Paratransit
Services between NCTD and First Transit to be effective until FY 2017; subsequent estimates
are based on the prior year percentage increase.

COASTER purchased transportation is based on the costs identified under the contract with
Bombardier, effective January 1, 2016 until FY 2023 with the option to extend until FY 2026.

SPRINTER purchased transportation is based on the costs identified under the new contract
with Bombardier, effective January 1, 2016 until FY 2023 with the option to extend until FY
2026.
Option Based Assumptions – Low-Range, Mid-Range and High-Range Operating Budget
Forecasts
Assumptions for the mid- and high-range operating budget forecasts are the same. The low-range
forecast differs in regard to funds allocated for professional services and salaries and wages
categories. All three forecasts are based off the service levels presented in Section 4. Each budget
differs in annual surplus; per Section 3, the operating budget surplus is allocated to the capital program.
Ridership forecasts are conservative and based on SANDAG’s projected population increases for North
San Diego County. Specifically, COASTER ridership is based on anticipated increases in fuel prices
and business development, SPRINTER ridership is based on increases in college enrollment and
decreases in unemployment, and BREEZE and FLEX ridership is based on refinement of service. LIFT
ridership will continue to increase as the elderly and disabled population increases in North San Diego
County. Other expenses increase at 3 percent based on the All Urban Consumers, US City Average.2
Following are the specific changes made in the in all three budget forecasts, shown in Table 6.1.
Table 6.1: Low-, Mid- and High-Range Budget Forecast Changes FY 2017 – FY 2026
Summary
Service Levels
BREEZE/FLEX
COASTER
SPRINTER
LIFT
Ridership
BREEZE/FLEX
COASTER
SPRINTER
LIFT
FY
2017
FY
2018
FY
2019
FY
2020
FY
2021
FY
2022
FY
2023
FY
2024
FY
2025
FY
2026
-1.0%
0.9%
0.1%
3.7%
0.0%
0.0%
0.0%
5.0%
0.0%
0.0%
0.0%
5.0%
0.0%
0.0%
0.0%
5.0%
0.0%
30.1%
0.0%
5.0%
0.0%
0.0%
0.0%
5.0%
0.0%
0.0%
0.0%
5.0%
0.0%
0.0%
0.0%
5.0%
0.0%
0.0%
0.0%
5.0%
0.0%
0.0%
40.9%
5.0%
0%
0.5%
0%
7.5%
0.0%
0.0%
0.0%
3.0%
0.5%
0.5%
0.5%
3.0%
0.5%
0.5%
0.5%
3.0%
1.0%
1.0%
1.0%
3.0%
3.0%
3.0%
3.0%
3.0%
3.0%
3.0%
3.0%
3.0%
3.0%
3.0%
3.0%
3.0%
3.0%
3.0%
3.0%
3.0%
3.0%
3.0%
3.0%
3.0%
Option Based Assumptions – Low-Range Revenue Forecasts
As stated above, NCTD utilized the cost containment strategy presented in Section 3 to maintain a
balanced budget amid a low grant revenue forecast. Under a scenario of reduced grant revenues,
service levels will remain the same as the mid and high budgets. This budget scenario maintains a
contingency fund in all but two years, and a $17 million minimum capital program. The summary of the
proposed cost containment initiatives is shown in Table 5.2.
Table 6.2: Proposed Cost Containment Initiatives FY 2017 – FY 2026
Internal Cost
Containment Measures
Professional Services
Wages and Salaries
2
64
FY
2017
FY
2018
FY
2019
FY
2020
FY
2021
FY
2022
FY
2023
FY
2024
FY
2025
FY
2026
-
3.28%
1.5%
1.5%
1.5%
1.5%
1.5%
1.5%
1.5%
1.5%
-
1.5%
1.5%
1.5%
1.5%
1.5%
1.5%
1.5%
1.5%
1.5%
All Urban Consumers refers to the Consumer Price Index developed by the Bureau of Labor Statistics.
Low-Range Grant Revenue Forecast
NCTD prepared the low-range budget utilizing internal cost containment initiatives (see Section 3) to
maintain a balanced budget. Rather than growing at 3 percent per year, professional service and
wages and salaries are reduced or held constant in some years to balance the budget.
Mid-Range Grant Revenue Forecast
This is a conservative approach based on SANDAG’s forecasting methodology. This forecast allows
NCTD to continue the capital and operating investment strategies discussed in Section 3.
High-Range Grant Revenue Forecast
The high-range forecast is based on a full economic recovery and provides a very positive surplus.
Should this scenario occur, NCTD will invest surplus operating funds in the capital program as
discussed in Section 3.
See Tables 6.3 to 6.5 for the grant revenue 10-year operating forecasts for low, mid, and high,
respectively.
65
Table 6.3: Low-Range Grant Revenue 10-Year Operating Forecast
FY 2017
REVENUES
Passenger Fares
Other Operating Revenue
Subtotal Operating Revenue
TDA Sales Tax
Transnet
FTA
STA
Other State & Local
Subtotal Grant Revenue
Investment Income
Gain or Loss on Assets
Additional Funds from CIP
Carry Forward from Prior Year
Subtotal of Non-Operating Revenue
TOTAL REVENUES
EXPENSES
Salaries & Wages
Fringe Benefits
Materials & Supplies
Utilities
Casualty & Liability
Purchased Transportation
Taxes
Advertising & Miscellaneous
Expense Reclass/Reimbursements
Debt Service
Leases & Rentals
TOTAL EXPENSES BEFORE CONTINGENCY
ANNUAL (SURPLUS)/DEFICIT BEFORE CONTINGENCY
CONTINGENCY
ANNUAL SURPLUS/(DEFICIT)
BASE CAPITAL PLAN
Total Grant Revenue
Percent of Grants to Costs
66
FY 2018
FY 2019
FY 2020
FY 2021
FY 2022
FY 2023
FY 2024
FY 2025
FY 2026
$ 18,653,222 $ 18,653,222 $ 18,653,222 $ 18,653,222 $ 18,653,222 $ 18,653,222 $ 18,653,222 $ 18,653,222 $ 18,653,222 $ 18,653,222
12,552,280
12,865,813 $ 13,251,787 $ 13,649,341 $ 14,058,821 $ 14,269,704 $ 14,483,749 $ 14,701,005 $ 14,921,520 $ 15,145,343
31,205,502
31,519,035
31,905,009
32,302,563
32,712,043
32,922,926
33,136,971
33,354,227
33,574,742
33,798,565
33,847,629
12,842,000
18,792,357
4,770,311
411,177
70,663,474
33,339,915
13,423,000
20,293,490
4,770,311
411,177
72,237,893
32,839,816
13,980,000
18,784,249
4,770,311
411,177
70,785,553
32,347,219
14,564,000
20,562,035
4,770,311
411,177
72,654,742
31,862,010
15,176,000
15,808,680
4,770,311
411,177
68,028,178
31,384,080
15,403,640
16,045,810
4,770,311
411,177
68,015,018
30,913,319
15,634,695
16,286,497
4,770,311
411,177
68,015,999
30,449,619
15,869,215
16,530,795
4,770,311
411,177
68,031,117
29,992,875
16,107,253
16,778,757
4,770,311
411,177
68,060,373
29,542,982
16,348,862
17,030,438
4,770,311
411,177
68,103,770
150,000
2,796,347
2,946,347
150,000
1,649,117
1,799,117
150,000
4,400,666
4,550,666
150,000
2,916,736
3,066,736
150,000
7,930,564
8,080,564
150,000
8,553,723
8,703,723
150,000
9,183,924
9,333,924
150,000
9,821,335
9,971,335
150,000
10,466,129
10,616,129
150,000
11,248,477
11,398,477
104,815,323
105,556,045
107,241,228
108,024,041
108,820,786
109,641,667
110,486,894
111,356,679
112,251,244
113,300,812
10,123,392
5,461,992
9,038,384
5,390,752
2,486,356
3,972,700
741,792
65,243,200
607,177
10,123,392
5,461,992
7,858,167
6,196,352
2,551,252
3,752,700
805,981
66,545,517
596,903
9,971,541
5,380,062
7,740,294
7,229,297
2,589,521
3,808,991
818,071
67,543,700
605,856
9,821,968
5,299,361
7,624,190
7,337,737
2,628,364
3,866,125
830,342
68,556,855
614,944
9,674,639
5,219,871
7,509,827
7,447,803
2,667,789
3,924,117
842,797
69,585,208
624,168
9,529,519
5,141,573
7,397,180
7,559,520
2,707,806
3,982,979
855,439
70,628,986
633,531
9,386,576
5,064,449
7,286,222
7,672,913
2,748,423
4,042,724
868,270
71,688,421
643,034
9,245,778
4,988,482
7,176,929
7,788,006
2,789,649
4,103,365
881,294
72,763,747
652,679
9,107,091
4,913,655
7,069,275
7,904,826
2,831,494
4,164,915
894,514
73,855,204
662,469
8,970,485
4,839,950
6,963,236
8,023,399
2,873,966
4,227,389
907,932
74,963,032
672,406
990,500
659,077
104,715,322
890,000
673,789
105,456,045
770,000
683,896
107,141,229
650,000
694,154
107,924,040
520,000
704,567
108,720,785
390,000
715,135
109,541,667
260,000
725,862
110,386,894
130,000
736,750
111,256,680
747,801
112,151,244
759,018
113,200,812
100,000
100,000
0
100,000
100,000
0
100,000
100,000
0
100,000
100,000
0
100,000
100,000
0
100,000
100,000
0
100,000
100,000
0
100,000
100,000
0
100,000
100,000
0
100,000
100,000
0
$ 18,394,455 $ 18,049,368 $ 21,091,525 $ 17,848,930 $ 24,472,538 $ 25,000,000 $ 25,000,000 $ 25,000,000 $ 25,000,000 $ 25,000,000
89,057,929
90,287,261
91,877,078
90,503,672
92,500,716
93,015,018
93,015,999
93,031,117
93,060,373
93,103,770
67.5%
68.5%
66.1%
67.3%
62.6%
62.1%
61.6%
61.1%
60.7%
60.2%
Table 6.4: Mid-Range Grant Revenue 10-Year Operating Forecast
FY 2017
REVENUES
Passenger Fares
TDA Sales Tax
Transnet
FTA
STA
Other State & Local
Investment Income
TOTAL REVENUES
EXPENSES
Salaries & Wages
Fringe Benefits
Utilities
Taxes
Debt Service
Leases & Rentals
CONTINGENCY
BASE CAPITAL PLAN
Total Grant Revenue
67
FY 2018
FY 2019
FY 2020
FY 2021
FY 2022
FY 2023
FY 2024
FY 2025
FY 2026
$ 18,653,222 $ 22,332,236 $ 22,667,220 $ 23,007,228 $ 23,352,336
23,356,622
23,688,384
24,030,098
24,382,063
24,502,905
12,552,280
12,865,813 $ 13,251,787 $ 13,649,341 $ 14,058,821 $ 14,480,586 $ 14,915,003 $ 15,362,454 $ 15,823,327 $ 16,298,027
31,205,502
35,198,049
35,919,007
36,656,569
37,411,158
37,837,208
38,603,387
39,392,551
40,205,391
40,800,932
33,847,629
12,842,000
18,792,357
4,770,311
411,177
70,663,474
32,473,588
13,423,000
20,293,490
4,770,311
411,177
71,371,566
33,213,201
13,980,000
18,784,249
4,770,311
411,177
71,158,938
37,147,449
14,564,000
20,562,035
4,770,311
411,177
77,454,972
37,121,196
15,176,000
15,808,680
4,770,311
411,177
73,287,364
37,678,014
15,403,640
16,045,810
4,770,311
411,177
74,308,952
38,243,184
15,634,695
16,286,497
4,770,311
411,177
75,345,864
38,816,832
15,869,215
16,530,795
4,770,311
411,177
76,398,330
39,399,084
16,107,253
16,778,757
4,770,311
411,177
77,466,582
39,990,071
16,348,862
17,030,438
4,770,311
411,177
78,550,859
150,000
2,796,347
2,946,347
150,000
150,000
150,000
953,878
1,103,878
150,000
150,000
150,000
326,802
476,802
150,000
407,492
557,492
150,000
157,606
307,606
150,000
150,000
150,000
150,000
150,000
150,000
104,815,323
106,719,615
108,181,823
114,261,541
111,175,323
112,703,652
114,256,857
115,940,881
117,821,973
119,501,791
10,123,392
5,461,992
9,038,384
5,390,752
2,486,356
3,972,700
741,792
65,243,200
607,177
10,275,243
5,543,922
7,858,167
6,196,352
2,551,252
3,752,700
805,981
66,545,517
596,903
10,429,372
5,627,081
7,976,040
7,229,297
2,589,521
3,808,991
818,071
67,543,700
605,856
10,585,812
5,711,487
8,095,680
7,337,737
2,628,364
3,866,125
830,342
68,556,855
614,944
10,744,599
5,797,159
8,217,115
7,447,803
2,667,789
3,924,117
842,797
69,585,208
624,168
10,905,768
5,884,116
8,340,372
7,559,520
2,707,806
3,982,979
855,439
70,628,986
633,531
11,069,355
5,972,378
8,465,478
7,672,913
2,748,423
4,042,724
868,270
71,688,421
643,034
11,235,395
6,061,964
8,592,460
7,788,006
2,789,649
4,103,365
881,294
72,763,747
652,679
11,403,926
6,152,893
8,721,347
7,904,826
2,831,494
4,164,915
894,514
73,855,204
662,469
11,574,985
6,245,187
8,852,167
8,023,399
2,873,966
4,227,389
907,932
74,963,032
672,406
990,500
659,077
104,715,322
890,000
673,789
105,689,825
770,000
683,896
108,081,823
650,000
694,154
109,571,500
520,000
704,567
111,075,323
390,000
715,135
112,603,652
260,000
725,862
114,156,857
130,000
736,750
115,735,310
747,801
117,339,390
759,018
119,099,481
100,000
100,000
0
1,029,790
100,000
929,790
100,000
100,000
0
4,690,041
100,000
4,590,041
100,000
100,000
0
100,000
100,000
0
100,000
100,000
0
205,571
100,000
105,571
482,583
100,000
382,583
402,310
100,000
302,310
$ 18,394,455 $ 18,049,368 $ 21,091,525 $ 17,848,930 $ 24,472,538 $ 25,000,000 $ 25,000,000 $ 25,000,000 $ 25,000,000 $ 25,000,000
89,057,929
89,420,934
92,250,463
95,303,902
97,759,902
99,308,952
100,345,864
101,398,330
102,466,582
103,550,859
67.5%
67.5%
65.8%
70.7%
66.0%
66.0%
66.0%
66.0%
66.0%
66.0%
Table 6.5: High-Range Grant Revenue 10-Year Operating Forecast
FY 2017
REVENUES
Passenger Fares
TDA Sales Tax
Transnet
FTA
STA
Other State & Local
Investment Income
TOTAL REVENUES
EXPENSES
Salaries & Wages
Fringe Benefits
Utilities
Taxes
Debt Service
Leases & Rentals
CONTINGENCY
BASE CAPITAL PLAN
Total Grant Revenue
68
FY 2018
FY 2019
FY 2020
FY 2021
FY 2022
FY 2023
FY 2024
FY 2025
FY 2026
$ 18,653,222 $ 22,332,236 $ 22,667,220 $ 23,007,228 $ 23,352,336
24,524,454
24,872,803
25,231,603
25,601,167
25,981,817
12,552,280
12,865,813 $ 13,251,787 $ 13,649,341 $ 14,058,821 $ 14,480,586 $ 14,915,003 $ 15,362,454 $ 15,823,327 $ 16,298,027
31,205,502
35,198,049
35,919,007
36,656,569
37,411,158
39,005,039
39,787,806
40,594,056
41,424,494
42,279,844
33,847,629
12,842,000
18,792,357
4,770,311
411,177
70,663,474
32,473,588
13,423,000
20,293,490
4,770,311
411,177
71,371,566
33,213,201
13,980,000
18,784,249
4,770,311
411,177
71,158,938
37,147,449
14,564,000
20,562,035
4,770,311
411,177
77,454,972
37,121,196
15,176,000
15,808,680
4,770,311
411,177
73,287,364
37,678,014
15,403,640
16,045,810
4,770,311
411,177
74,308,952
38,243,184
15,634,695
16,286,497
4,770,311
411,177
75,345,864
38,816,832
15,869,215
16,530,795
4,770,311
411,177
76,398,330
39,399,084
16,107,253
16,778,757
4,770,311
411,177
77,466,582
39,990,071
16,348,862
17,030,438
4,770,311
411,177
78,550,859
150,000
2,796,347
2,946,347
150,000
150,000
150,000
965,967
1,115,967
150,000
150,000
150,000
364,721
514,721
150,000
150,000
150,000
150,000
150,000
150,000
150,000
150,000
150,000
150,000
104,815,323
106,719,615
108,193,912
114,261,541
111,213,243
113,463,992
115,283,670
117,142,386
119,041,076
120,980,703
10,123,392
5,461,992
9,038,384
5,390,752
2,486,356
3,972,700
741,792
65,243,200
607,177
10,275,243
5,543,922
7,858,167
6,196,352
2,551,252
3,752,700
805,981
66,545,517
596,903
10,429,372
5,627,081
7,976,040
7,229,297
2,589,521
3,808,991
830,160
67,543,700
605,856
10,585,812
5,711,487
8,095,680
7,337,737
2,628,364
3,866,125
855,065
68,556,855
614,944
10,744,599
5,797,159
8,217,115
7,447,803
2,667,789
3,924,117
880,717
69,585,208
624,168
10,905,768
5,884,116
8,340,372
7,559,520
2,707,806
3,982,979
907,139
70,628,986
633,531
11,069,355
5,972,378
8,465,478
7,672,913
2,748,423
4,042,724
934,353
71,688,421
643,034
11,235,395
6,061,964
8,592,460
7,788,006
2,789,649
4,103,365
962,383
72,763,747
652,679
11,403,926
6,152,893
8,721,347
7,904,826
2,831,494
4,164,915
991,255
73,855,204
662,469
11,574,985
6,245,187
8,852,167
8,023,399
2,873,966
4,227,389
1,020,993
74,963,032
672,406
990,500
659,077
104,715,322
890,000
673,789
105,689,825
770,000
683,896
108,093,912
650,000
694,154
109,596,224
520,000
704,567
111,113,243
390,000
715,135
112,655,352
260,000
725,862
114,222,940
130,000
736,750
115,816,399
747,801
117,436,131
759,018
119,212,542
100,000
100,000
0
1,029,790
100,000
929,790
100,000
100,000
(0)
4,665,317
100,000
4,565,317
100,000
100,000
(0)
808,639
100,000
708,639
1,060,731
100,000
960,731
1,325,987
100,000
1,225,987
1,604,945
100,000
1,504,945
1,768,162
100,000
1,668,162
$ 18,394,455 $ 18,049,368 $ 21,091,525 $ 17,848,930 $ 24,472,538 $ 25,000,000 $ 25,000,000 $ 25,000,000 $ 25,000,000 $ 25,000,000
89,057,929
89,420,934
92,250,463
95,303,902
97,759,902
99,308,952
100,345,864
101,398,330
102,466,582
103,550,859
67.5%
67.5%
65.8%
70.7%
66.0%
66.0%
66.0%
66.0%
66.0%
65.9%
6.2
REVENUES
Grant Revenues
Approximately 71 percent of the District’s costs are covered by grant revenues in the mid-range
operating budget forecast over the next ten years. In the low-range budget, the percentage of the
District’s costs covered by grant revenue declines over time to as low as 66 percent. The TDA sales
tax provides the greatest portion of revenue followed by the FTA grants and local (TransNet) funding
revenues.
These funding sources provide revenue for the NCTD operating forecast:
69

TDA Sales Tax – The Mills-Alquist-Deddeh Act (SB 325), or Transportation Development Act of
1971, was enacted by the California Legislature to improve existing public transportation
services and encourage regional transportation coordination. TDA is the major subsidy source
that supports NCTD’s operations and non-motorized transportation projects. These funds are
generated by the one-quarter of one percent sales tax on taxable sales in the San Diego region
and are collected by the State of California for transportation purposes. SANDAG, as the
Regional Transportation Planning Agency, is responsible to release the apportionment of TDA
funds each year in conformance with state statute.

TransNet – TransNet is a funding source created by Proposition Z, the one-half cent local
countywide sales tax originally enacted in November 1987 to fund a 20-year transportation
program that expired at the end of FY 2008. The voters of San Diego County approved
Proposition A that extends this program until year 2048. Proposition A mandates the formation
of an Independent Taxpayer Oversight Committee (ITOC) to provide oversight for the
expenditures of TransNet funds and ensure that voter mandates are carried out. In addition, the
ITOC makes recommendations to improve the program’s financial integrity and performance.
After deducting the costs associated with administrative expense, the ITOC, and the
bicycle/pedestrian program, the TransNet program is divided into major corridor projects, new
bus rapid transit/rail operations, local system improvements, and transit system improvements.
Within the transit share, services provided pursuant to ADA and subsidies for seniors have
specific earmarks. The remaining revenues can be used by the transit agencies for operating or
capital purposes.

FTA funding – Federal capital and operating assistance for transit purposes is subject to an
annual appropriation by Congress and is administered by the FTA. The three primary sources
of federal aid are FTA 5307, 5337, and 5339.
o
FTA 5307 is a formula grant program which provides both capital and operating
assistance for transit. The formula for determining each metropolitan area’s share of
funds involves population, density, bus and rail vehicle miles, and rail route miles. The
FTA publishes annually the allocations for the recipients. SANDAG is the designated
recipient and then allocates the funds between NCTD and MTS. The current allocation
is 30 percent for NCTD and 70 percent for MTS after SANDAG deductions for the
Regional Vanpool Program. In addition to using these funds to cover typical CIP costs,
FTA 5307 funds can be used for preventive maintenance. The preventive maintenance
program allows the use of capital funds to offset 80 percent of the costs of maintaining
both vehicles and facilities.
o
FTA 5337 is a formula grant program which provides capital funding for projects to
maintain a system in a state of good repair, including projects to replace and rehabilitate
rolling stock, track, line equipment and structures, signals and communications, power
equipment and substations, passenger stations and terminals, security equipment and
systems, maintenance facilities and equipment, and operational support equipment,
including computer hardware and software and Transit Asset Management Plan
development and implementation. The current allocation is 30 percent for NCTD and
70 percent for MTS after MTS takes the allocation specific to High Intensity Motorbus.
o FTA 5339 is a formula grant program which provides capital funding to replace,
rehabilitate, and purchase buses and related equipment and to construct bus-related
facilities. The current allocation is 30 percent for NCTD and 70 percent for MTS.

State Transit Assistance (STA) funding – STA is part of the TDA and is derived from the
statewide one-quarter of one cent sales tax on diesel fuel. The State Board of Equalization
collects the sales tax and returns it to each county’s Local Transportation Fund (LTF). The STA
funds are appropriated by the Legislature to the State Controller’s Office. That office then
allocates the tax revenue, by formula, to planning agencies and other selected agencies.
Statute requires that 50 percent be allocated according to operator revenues from the prior
fiscal year and 50 percent be allocated based on population. The STA budget provides funding
for allocation to local transit agencies to fund a portion of the operations and capital costs
associated with local mass transit programs. The provision in ABx8 9, which suspended the
qualifying criteria requirement to use the funds for operations, expired with the FY 2012
apportionment; subsequently, SB 565 (Chapter 341) extends the suspension through FY 2015.
The criteria prohibit the use of STA for operations if the operator did not meet certain operating
efficiencies.

Other federal and state funding – NCTD also receives funding from other federal and state
programs. These include New Freedom, 5311(b)(3) for rural bus service, Medi-Cal
Administration Activities (MAA), and various Caltrans grants. LIFT receives substantial funding
from the MAA.
Fare Revenue
Fare revenues include fare receipts collected from money deposited in the farebox and ticket vending
machines (TVMs) by customers or collected through sales of tickets and passes at various transit
centers, ticket outlets, and online. Fare revenues are based on ridership of the various modes of
transportation. The COASTER and BREEZE generate the largest share of fare revenue in all
scenarios. Despite the COASTER having a lower percentage of ridership in comparison to the
BREEZE or SPRINTER, the COASTER’s higher fare generates significantly more revenue per trip than
the other modes.
Other operating revenues are composed of auxiliary revenues and non-transportation revenues.
Auxiliary revenues include transit-system generated revenues such as advertising, shared use of the
railroads, dispatching, and concession and pay phone revenues. Non-transportation revenues include
lease, permit, administration, and miscellaneous fee revenues.
70
SECTION 7
Capital Budget
The Capital Improvement Program (CIP) is a financial plan of proposed capital projects. The CIP is
designed to meet NCTD’s ongoing operational and infrastructure needs in a responsive and efficient
manner. It incorporates the current and future needs of NCTD and is updated annually. The CIP
includes capital projects that move NCTD forward toward achieving the goals identified in Section 2 of
the Plan. Capital projects must meet the following guidelines:



Have a monetary value of at least $5,000;
Have a life of at least one year; and
Result in the creation of a fixed asset or the revitalization of a fixed asset.
The current year of the CIP is reauthorized with the approval of the operating budget; approval of the
subsequent year is done to facilitate the submittal of corresponding funding applications. This allows
for the availability of funds for approved projects at the beginning of the subsequent fiscal years.
However, all years beyond the current year are subject to change and specific approval of the Board
upon adoption of the annual operating budget. The FY 2017 Baseline Constrained CIP Budget is
$18,394,455. This amount is approximately 22.7 percent above the budget target for annual capital
investment. While the FY 2017 CIP reflects a necessary transfer of revenues from the capital to the
operating budget to support additional services provided under the recently executed rail maintenance
and operations contract, the increased federal apportionment realized from the enactment of the Fixing
America’s Surface Transportation Act (FAST) meant a nominal $1.5 million decrease in funding from
the $19.9 million CIP as funded in FY 2016.
As a result of regional consolidation in San Diego in 2004 of certain public transportation functions
under SANDAG, pursuant to SB 1703, responsibility for planning and construction of NCTD major
projects of regional significance was transferred to SANDAG.
7.1
10-YEAR CAPITAL IMPROVEMENT PROGRAM
In accordance with the operating budget scenarios, a constrained and unconstrained capital budget
summary for FY 2017 – FY 2026 are presented. The constrained summary fits within the funding
parameters of the low-range, mid-range, and high-range revenue forecasts and the resulting
unconstrained budget scenario captures the remaining projects.
7.1.1
CONSTRAINED CAPITAL BUDGET
As shown in Table 7.1, the mid-range constrained baseline budget adds up to $176,581,816 over 10
years. As previously stated, this primarily includes the periodic and systematic replacement of transit
buses, minor railroad right-of-way replacements and improvements, periodic replacement of service
vehicles, replacement of support equipment (shop and garage equipment, operating yard equipment,
and transit way equipment), information technology enhancements, and bridge engineering and design.
71
Table 7.1: Constrained Baseline FY 2017 – FY 2026
Asset Description
2017
Revenue Vehicles
Service Vehicles
1,075,000
Station and Stop Improvements
-
Right-of-Way Improvements
5,573,406
Signal Equipment
860,494
Data Processing Equipment
2,475,000
Land Improvements
1,000,000
Totals - Constrained CIP
2019
$
18,394,455 $
2020
15,102,774
15,428,007
120,000
1,200,000
250,000
Building & Structure Improvements
72
2018
7,160,555
9,761,148
500,000
1,576,594
1,250,000
18,049,368 $
950,000
2021
2022
2023
2024
2025
2026
Totals
15,704,885
12,850,000
13,175,000
13,425,000
13,625,000
13,825,000
116,232,369
150,000
250,000
200,000
450,000
200,000
200,000
2,000,000
800,000
750,000
950,000
700,000
700,000
5,595,000
750,000
250,000
250,000
1,000,000
34,355,435
-
-
6,887,782
8,542,653
1,200,000
75,000
24,472,538 $
17,750,000 $
1,263,518
1,750,000
21,091,525 $
17,848,930 $
-
2,925,000
2,500,000
2,550,000
2,850,000
2,850,000
850,000
1,000,000
1,000,000
1,000,000
1,000,000
5,974,012
75,000
1,200,000
1,200,000
1,200,000
1,200,000
10,425,000
18,825,000 $
20,325,000 $
19,825,000 $
20,025,000 $
175,581,816
7.1.2
UNCONSTRAINED BASELINE BUDGET
Table 7.2 represents the unconstrained baseline budget, which totals $323,055,849. NCTD goes
through the CIP process each year to identify and outline projects that the District will fund for the
upcoming five years. When a large amount of projects would go unfunded in the five-year outlook,
NCTD reviews projects and reconsiders them for outgoing years.
To aide in this process, NCTD project managers are directed to clearly identify projects that fully
represent the ongoing operational and infrastructure needs that are in line with the District’s business
plan, and proactively identify projects that can mitigate any potential service and safety issues. Each
year, project needs always exceed available funding, so after careful consideration, the most critical
projects are funded. This total represents the amount of capital funding necessary to fund all of the
requested projects throughout the next 10 years.
7.1.3
FY 2017 CIP
The FY 2017 CIP is shown in Table 7.3. This program includes state of good repair and safety/security
projects.
73
Table 7.2: Unconstrained Baseline FY 2017 – FY 2026
Program Description
2017
2018
2019
2020
2021
2022
2023
2024
2025
2026
Totals
Revenue Vehicles
14,068,350
12,967,725
14,985,807
13,050,281
18,434,500
18,568,350
17,467,725
19,485,807
17,550,281
18,301,333
146,578,826
414,000
170,000
331,000
125,000
350,000
425,000
200,000
335,000
350,000
332,000
2,700,000
Facility/Equipment Rehabilitation and Upgrades
7,242,425
5,501,332
3,939,332
1,909,332
2,500,000
5,000,000
3,000,000
3,000,000
3,500,000
3,400,000
35,592,421
Station and Stop Improvements
9,887,500
8,630,000
3,120,000
9,360,000
9,360,000
2,000,000
2,000,000
2,000,000
2,000,000
3,472,000
48,357,500
Right-of-Way Improvements
7,619,184
5,521,080
6,229,193
5,999,719
3,794,504
3,700,000
3,700,000
3,700,000
3,700,000
3,718,901
43,963,680
Signal/Communication System Upgrades
1,735,883
3,370,811
1,166,308
1,094,920
1,500,000
1,500,000
1,500,000
1,500,000
1,500,000
1,500,000
14,867,922
1,000,000
1,000,000
1,000,000
1,000,000
1,000,000
1,000,000
1,000,000
6,000,000
Information Management System
2,820,000
3,320,000
2,250,000
2,250,000
2,500,000
2,250,000
2,250,000
2,250,000
2,500,000
2,350,000
22,390,000
Discretionary Operating Projects
185,000
185,000
167,000
168,500
375,000
325,000
400,000
400,000
400,000
380,000
2,605,500
43,972,342 $
39,665,948 $
32,188,640 $
34,957,752 $
39,814,004 $
34,768,350 $
31,517,725 $
33,670,807 $
32,500,281 $
34,454,233 $
Service Vehicles
Revenue Collection & Fare System Upgrades
Totals - Unconstrained CIP
74
$
323,055,849
Table 7.3: FY 2017 CIP Constrained Baseline
Description
BREEZE - Bus Replacements
BREEZE - Engines and Transmission Rebuilds
COASTER - Complete Locomotive Overhaul/Tier Upgrade
COASTER - Traction Motor/Main Engine/Generator Rebuilds
SPRINTER - DMU Refurbishment/Rehabilitation
SPRINTER - Power Pack Overhaul
Support Equipment - Dump Truck
Support Equipment - High Rail Inspection Truck
Bus Wash - BREEZE East/West Division Facilities
Electrical Arc Flash Study
Fire Alarm Refurbish - COASTER Operations Facility
Fuel Crane Metering - COASTER Operations Facility
Los Penasquitos Lagoon Bridges (MP 246.1, 246.9, 247.1, 247.7)
Washington Wye
Positive Train Control System Implementation
Information Technology Enhancements
JD Edwards Reimplementation & Upgrade
Network Upgrades
Del Mar Bluffs Stabilization
TOTAL FY 2017
75
Type of Project
State of Good Repair
Safety/Security
$
$
$
$
$
$
$
$
$
$
$
$
$
$
$
$
$
$
$
$
Amount
1,865,115
250,000
3,402,567
341,250
801,623
500,000
150,000
100,000
500,000
100,000
142,000
333,000
4,373,406
1,200,000
860,494
350,000
1,875,000
250,000
1,000,000
18,394,455.00
7.2
SANDAG LOSSAN CORRIDOR CAPITAL PROJECTS
NCTD is responsible for maintenance of not only its own capital projects but also for those projects that
are funded through SANDAG and located on NCTD’s ROW. Appendix H includes the status of the
current capital projects being constructed by SANDAG on NCTD’s behalf. These projects consist of
state of good repair projects, including bridge replacements, and capacity enhancement projects,
including double tracking and crossover projects, among others. As with NCTD capital projects, these
are funded by a variety of federal, state, and local funds. These projects are critical to COASTER
operations by ensuring that NCTD maintains safe operations. Additionally, many will allow for capacity
improvements, which are seen as a constraint on the rail corridor as discussed in the Appendix B.
76
Glossary of Terms
Accessible Service: Transit vehicles equipped
with wheelchair lifts.
Capital Outlay: Purchase or improvements of a
tangible fixed asset.
Americans with Disabilities Act (ADA): Law
enacted by Congress in 1990.
Congestion mitigation and air quality
program (CMAQ): Funding from FTA that
provides operating assistance to the new transit
services and new or expanded transportation
demand management strategies for a maximum
of three years.
Automated Fare Collection System (AFC):
An integrated region-wide fare system that
includes TVMs, fareboxes, and ticket office
terminals that allow riders to purchase fare
media at many different locations throughout
San Diego County.
Annual Budget: A budget applicable to a
single fiscal year.
Biennial Budget: A budget that spans two
fiscal years.
Budget Calendar: The schedule of key dates
which NCTD follows in the preparation and
adoption of the budget.
Budget Document: The official financial
spending and resource plan submitted by the
Executive Director, adopted by NCTD’s Board
of Directors, and made available to the public
and other interested parties.
Budget Year: Fiscal year for which the budget
is being considered.
Capital Assets: Assets of significant value and
having a useful life of several years, also called
fixed asset.
Capital Costs: The acquisition of property, a
facility, or equipment whose cost exceeds
$1,000 for equipment and $5,000 for facilities
per unit. Capital project costs includes
installation, delivery cost and sales and use
taxes.
Capital Improvement Program (CIP): Multiyear plan of facility construction, capital
improvements, and equipment, with estimated
costs and funding resources.
77
Coach: Bus used for public mass transit.
Compass Card: A contactless smart card that
allows riders to purchase paperless tickets on a
single card that can be used on NCTD transit
modes.
Comprehensive Annual Financial Report
(CAFR): The official financial report of a
government agency which includes an audit
opinion as well as a basic financial statement
and supporting schedule necessary to
demonstrate compliance with legal and
contractual requirements of NCTD.
Contract Services: Services provided to NCTD
under contract with vendors from the private
sector or other public agencies.
Contributed Capital: Resources that are
externally restricted for the acquisition or
construction of capital assets. This category
includes, but is not limited to, capital grants,
residual equity transfers in, and contributions
from developers.
Deadhead Hours: The number of hours which
a bus is driven while out of revenue service.
Deadhead Miles: The number of miles a bus is
driven while out of revenue service.
Deficit: The excess of an entity’s expenses
over its revenue.
Depreciation: Allocation of the costs, less
salvage value, of fixed assets, including
equipment, buildings, and other structures, over
their useful lives in a systematic and rational
manner. Depreciation reflects the use of the
asset(s) during specific operating periods in
order to match costs with related revenues in
measuring income or determining the costs of
carrying out program activities.
Fiscal Year (FY): A 12-month period to which
the annual operating budget applies and at the
end of which a government determines its
financial position and results of its operations.
NCTD’s fiscal year runs from July 1 to June 30.
Diesel Multiple Unit (DMU): Self-propelled unit
used for light rail transit. NCTD purchased 12
DMUs for SPRINTER service.
Fixed Assets: Assets which are intended to be
held or used for a long term, such as land,
buildings, machinery, equipment, and other
improvements.
Employee Benefits: Those benefits paid by
NCTD on behalf of its employees.
Encumbrance: Funds not yet expended but
obligated or set aside in anticipation of
expenditure. Once paid, the encumbrance is
reduced by the disbursement amounts.
Enterprise Fund: In governmental accounting,
a fund that provides a good or service to the
public for a fee that make the entity selfsupporting. It basically follows GAAP as does a
commercial enterprise.
Expenditures: Where accounts are kept on an
accrual or modified accrual accounting basis,
expenditures are recognized when goods are
received or services are rendered. Where
accounts are kept on a cash basis,
expenditures are recognized only when the
cash payments are mode.
Farebox Recovery Ratio: Measurement of
fares received against operating cost.
FAST: A curb-to-curb demand bus service that
was offered by NCTD until August 2008.
Fast Forward: Recognizing increasing demand
for new and improved transportation service,
NCTD began work on a 10-year strategic
business plan in June 1999. Dubbed Fast
Forward: Transit Solutions for the 21st Century,
this study will guide transportation planning in
North San Diego County for many years.
78
Five-Year Financial Forecast: Estimates of
future revenues and expenditures to help
predict the future financial condition of NCTD.
Full-time equivalent (FTE): Employee
positions are budgeted for the amount of time a
regular, full-time employee normally works in a
year. For example, one FTE is paid for 2,080
hours per year, while a 0.5 FTE would work
1,040 hours per year.
Full Access and Coordinated Transportation
(FACT): The consolidated transportation
service agency for San Diego County that
coordinates accessible services in the region.
Generally Accepted Accounting Principles
(GAAP): Uniform standards for financial
accounting and reporting. They govern the form
and content of the basic financial statement of
an entity.
Headway: The elapsed time between the
arrival of transit vehicles traveling in the same
direction on a given route, usually expressed in
minutes.
Heavy Rail: A heavy gauge railway with the
capacity to handle railway freight cars and
locomotives.
Intermodal: Passengers on more than one
type of transportation such as from bus to rail.
Job Access Reverse Commute (JARC): FTA
funding to improve access to transportation
service for employment related activities. The
program’s goal is to provide transportation
services to low-income individuals and to
transport residents of urbanized and
nonurbanized areas to suburban employment
opportunities.
Light Rail: A type of transit vehicle railway with
light-gauge track and cars, compare to freight,
or “heavy rail.” Light rail may be on exclusive or
shared rights-of-way and multi-car or single-car
trains may be automated or manually operated.
Los Angeles to San Diego to San Luis
Obispo (LOSSAN): Intercity railway or the rail
corridor agency named after this railway.
Metrolink: The regional commuter system
connecting Los Angeles with Orange County,
Riverside, San Bernardino, and Ventura
Counties. Service began in October 1991.
Mode: A particular form of transportation
identified by the vehicle used, such as bus, rail,
and paratransit.
Multimodal: Public transportation system
which provides more than mode of transit
service, such as bus, rail, ferry, HOV, bikeway,
pedestrian land use, or demand-response
service.
Net Assets: The residual interest in assets
after deducting liabilities. In accordance with
GASB statement No. 34, the equity section on
the statement of net assets reports total net
assets in three broad components: invested in
capital assets, restricted, and unrestricted. Net
assets invested in capital assets included
capital assets net of accumulated depreciation.
Net assets are restricted when constraints are
imposed by third parties or by law through
constitutional provisions or enabling legislation.
All other net assets are unrestricted. When both
restricted and unrestricted resources are
available, NCTD first uses restricted resources
unrestricted resources as needed.
Non-revenue Vehicles: Vehicles that do not
carry fare-paying passengers.
79
Operating Budget: The operating budget is the
primary means by which most of the spending
and service delivery activities of NCTD are
controlled.
Paratransit: Paratransit refers to equivalent
transportation service provided by vehicles
accessible to mobility devises.
Performance Results: A summary of major
accomplishment and objectives that are met.
Revenue Estimate: A formal estimate of how
much revenue will be earned from a specific
revenue source for some future period, typically
during a fiscal year.
Revenue Vehicle: Vehicle that carries farepaying passengers.
Revenue Vehicle Hours (RVH): Total number
of schedule hours that a vehicle is in service.
Excludes hours spent traveling to and from
storage facilities and during other non-service
travel.
Revenue Vehicle Miles (RVM): Total number
of miles traveled by a vehicle operating on rail
or tracks, bus, van, trolley, ferry, cable car, or
other vehicle used to provide public
transportation for which a fare is collected.
Excludes miles spent traveling to and from
storage facilities and during other no-service
travel.
Ridership: The number of rides taken by
people using a public transportation system
during a given time period.
Right of Way (ROW): Land purchase or
reserved for a transit system’s route, such as a
bus lane, or a railway line.
Regional Transportation Improvement
Program (RTIP): Plan that is required in order
for the region to qualify for federal funding.
Schedule Interlining: The process of
scheduling a vehicle to travel from one route to
another during a service day.
Service Charges: Charges for specific service
rendered.
Service Efficiency: Cost savings that are
generated due to more efficient scheduling of
routes.
Shake Up: The process conducted three times
per year in which bus routes and schedules are
updated or revised, as necessary, and following
public hearings. The drivers then select their
work assignments from the updated services.
Supplemental Appropriation: A budget
appropriation approved by the Board of
Directors after the initial budget is adopted.
Supplies: An expenditure classification for
articles and commodities purchased for
consumption of resale. Examples include office
and operating supplies, fuel, power, water, gas,
inventory of resale items, and small tools and
equipment.
TransNet: A funding source created by
Proposition A, the ½ cent sales tax enacted in
80
November 1987. A 40-year extension of
TransNet was approved by voters in November
2004.
Transportation Demand Management
(TDM): A series of programs to encourage
ridesharing to reduce air pollution and traffic
congestion.
Transportation Development Act (TDA):
Law enacted in 1972 by the California
legislature to provide a major source of funding
for public transportation. These funds are
generated by a ¼ percent sales tax collected in
each region of the state and allocated to each
county based on population, taxable sales, and
transit performance.
Transportation Enhancement Activities
(TEA): Activities such as bus stop shelters,
transit centers, park-and-ride facilities, and
pedestrian walkways.
List of Acronyms
ADA – Americans with Disabilities Act of 1990
AFC – Automated Fare Collection System
ALC – American Logistics Company
APTA – American Public Transportation Association
BNSF – Burlington Northern Santa Fe Railroad
BRT – Bus rapid transit
CAA – Clean Air Act
CAFR – Comprehensive Annual Financial Report
CalTrans – California Department of Transportation
CHP – California Highway Patrol
CIC – Computer interface cabinet
CIP – Capital Improvement Program
CMAQ – Congestion mitigation and air quality program
CNG – Compressed natural gas
CP – Control Point
CPI – Consumer price index
CPUC – California Public Utilities Commission
DMU – Diesel multiple unit
DOT – U.S. Department of Transportation
EIR – Environmental impact report
ETC – Escondido Transit Center
FACT – Full Access and Coordinated Transportation
FBJ – Fallbrook Junction
81
FFGA – Full funding grant agreement
FRA – Federal Railroad Administration
FTA – Federal Transit Administration
FTE – Full time equivalent
FY – Fiscal Year
GAAP – General accepted accounting principals
GAO – General Administration Office
HOV – High occupancy vehicle
HTSI – Herzog Transit Services, Inc.
ISTEA – Intermodal Surface Transportation Efficiency Act
ITOC – Independent Taxpayer Oversight Committee
JARC – Job Access Reverse Commute
JPA – Joint powers authority
KPI – Key performance indicator
LEP – Limited English proficiency
LIM – Low-income and minority
LOSSAN – Los Angeles to San Diego to San Luis Obispo
LRT – Light rail transit
LTF – Local Transportation Fund
MAA – Medi-Cal Administration Activities
MIS – Management information system
MOU – Memorandum of understanding
MOW – Maintenance of way
MP – Mile post
MTA – Metropolitan Transportation Authority in Los Angeles
MTS – San Diego Metropolitan Transit System
82
OCTA – Orange County Transportation Authority
OTC – Oceanside Transit Center
OTP – On time performance
PCA – Personal care attendant
PTA – Public Transportation Account
PTC – Positive train control
ROW – Right of way
RTA – Riverside Transit Agency
RTIP – Regional Transportation Improvement Program
RTMS – Regional Transit Management System
RTP – Regional Transportation Plan
RVH – Revenue vehicle hours
RVM – Revenue vehicle miles
SANDAG – San Diego Association of Governments
SB – Senate Bill
SIP – Service Implementation Plan
SRTP – Short Range Transit Plan
STA – State Transit Assistance
TASI – Transit America Services Inc.
TDA – Transportation Development Act
TDM – Transportation demand management
TEA 21 – Transportation Equity Act 21st Century
TPAC – Transit productivity advisory committee
TVM – Ticket vending machine
83
Appendix A: Service Design Guidelines
SERVICE DESIGN GUIDELINES
A.1
RAIL SERVICE DESIGN GUIDELINES
NCTD services include two distinct rail transit modes, commuter rail and light rail that differ in
purpose, market segments served, level of service characteristics, and fare structure. The two
modes are described in the following sections relative to North American industry characteristics
and standards, as well as key performance measures, standards, and targets applied to
COASTER and SPRINTER services by NCTD.
A.1.1 COMMUTER RAIL
Description
According to the American Public Transportation Association (APTA), commuter rail (also called
metropolitan rail, regional rail, or suburban rail) is a mode of transit service characterized by an
electric or diesel propelled railway for urban passenger train service consisting of local short
distance travel operating between a central city and adjacent suburbs. Service must be
operated on a regular basis by or under contract with a transit operator for the purpose of
transporting passengers within urbanized areas, or between urbanized areas and outlying
areas. Such rail service, using either locomotive hauled or self-propelled railroad passenger
cars, is generally characterized by multi-trip tickets, specific station to station fares, railroad
employment practices and usually only one or two stations in the central business district.
Intercity rail service is excluded, except for that portion of such service that is operated by or
under contract with a public transit agency for predominantly commuter services. Most service is
provided on routes of current or former freight railroads.1
Typical Characteristics
Propulsion:
Electric or diesel
Service coverage:
10 – 50 miles
Station spacing:
5 – 10 miles
Operating speed (avg/max):
25 – 40 mph/80 mph
Service frequency*:
Peak: 20 minutes; Off-Peak: 60 minutes
Span of service*:
5 - 7 days/week
5:00 a.m. to 8:00 p.m. weekdays
7:00 a.m. to 8:00 p.m. weekends (weekend service may not be
provided)
Car capacity:
90 – 140 seated (plus standees)
Maximum capacity:
2,520 passengers per hour (6-car train, 140 pass. per car/every 20
min.)
*COASTER service design characteristics are different than typical commuter rail service frequency and span of
service.
1
American Public Transit Association 2012 Transit Factbook; p. 50.
COASTER Service Design Characteristics
COASTER is diesel-propelled commuter rail service operating in the 41-mile segment of the
LOSSAN corridor between the Oceanside Transportation Center and the Santa Fe Depot in
downtown San Diego. Trains consist of up to six bi-level passenger cars plus locomotive
averaging 40 mph and completing a one-way trip end-to-end in 60 to 64 minutes. Access is
provided at eight stations, five of which are within the NCTD service area, one in Sorrento
Valley, and two in San Diego.2 The average distance between stations is 5.1 miles.
COASTER service design is generally consistent with typical coverage, station spacing, and
operating speed conventions for commuter rail. However, deviations from typical service
frequency and span are attributable to single track line capacity constraints that limit the number
of trains that can be operated during peak hours.
Car capacity - As manufactured, the seating capacity for a COASTER car is 140.
Maximum capacity –Maximum train capacity differs for off peak periods, peak periods, and
special events. For off peak trains, load factor is 1.00. This equates to a five-car train carrying
700 passengers. Peak load factor is 1.25, which increases the number of passengers a 5-car
train to 875. Maximum load for a special event train is the same at 1.25, however, NCTD may
add a sixth car to the train set to increase the train capacity to 1,050.
Operating Environment and Capacity Constraints
Four railroads—COASTER, Amtrak, Metrolink, and BNSF—operate on the coastal corridor.
Amtrak is the intercity rail provider for the State of California as mandated by the Federal Rail
Passenger Service Act. Metrolink, the operating arm of the Southern California Regional Rail
Authority (SCRRA), provides commuter rail service between Los Angeles, Riverside, and
Orange Counties and northern San Diego County. BNSF is a freight operator that operates six
trains per day, most of which are at night, and are critical to the goods movement of San Diego
County by hauling freight to and from the Port of San Diego.
Shared-use agreements exist between each carrier and NCTD; each carrier is allocated train
“slots,” which safely allow all carriers to operate on the corridor. Currently, approximately 47
percent of the coastal corridor is single track. The significant amount of single track in the
corridor requires the use of train slots to allow trains to safely pass each other on the double
track segments and maintain the respective trip schedules.
The following infrastructure improvements would allow for an increased number of train slots:
1. Signal placement – Adding intermediate signals on long signal blocks would allow for the
movement of increased trains for minimal increase in slot capacity. The amount of
2
NCTD is studying the feasibility of extending COASTER service north to a proposed new station near Stuart Mesa on Camp
Pendleton, and south with a proposed station at the Convention Center.
single track and the maximum railroad speed limit the effectiveness of this option on the
coastal corridor.
2. Construction of crossovers – Crossovers allow the passage of trains between parallel
tracks. Crossovers permit intercity trains to pass around commuter trains and minimize
the impacts of train breakdowns and construction/maintenance projects on the railroad.
3. Double tracking/Bridge Replacement– Adding to the amount of double-track segments in
the corridor increases the number of passing points or extends existing passing points
for trains meeting, resulting in added capacity.
NCTD is working with SANDAG to determine which construction projects will have the greatest
impact on increasing the number of train slots, which in effect, increases line capacity.
Service Capacity
Rail service capacity is a function of the number and size of the cars used to constitute a train,
as well as track configuration and other train activity in the corridor. COASTER car capacity is
140 seated passengers, so a maximum six-car train can carry up to 840 seated passengers.
Current schedules generally include at least one trip per hour, but not more than two trips during
any hour in either direction. In the peak periods, NCTD load factors allow for 1.25 passengers;
therefore, the effective maximum capacity of the line is currently 1,750 passengers in the peak
direction and 875 passengers in the reverse direction, or 2,625 passengers during the peak
hour.
COASTER operations are impacted by capacity constraints caused by lengthy single track
segments, shared use arrangements with other operators, and limited capital funding with which
to engineer and construct needed improvements. NCTD is working with other stakeholders in
the region on short- and long-range plans to improve capacity in the LOSSAN corridor. For
example, NCTD recently explored the feasibility of cross-jurisdictional service in order to
increase capacity and provide more travel options for COASTER passengers. Such an
agreement could potentially be less costly than building and maintaining track and signal
equipment, and would also result in increasing line capacity. NCTD’s enhanced Rail-to-Rail
Program is an example of providing more travel options with existing resources operating in the
corridor.
Service Span
Service span refers to the days and hours during which COASTER service is available to
customers. Existing and target spans by service day are shown in Table A.1.
Table A.1: COASTER Service Span Targets
Service
Existing
Weekday
Saturday
5:15 a.m. - 8:10 p.m.
Friday until 11:45 p.m.*
8:36 a.m. - 7:48 p.m.
Sunday
8:36 a.m. - 7:48 p.m.
Saturday until 11:45 p.m.*
5:00 a.m. - 9:00 p.m.
Target
7:00 a.m. - 9:00 p.m.
7:00 a.m. - 8:00 p.m.
Friday until Midnight
*April-October
Service Frequency
The COASTER timetable currently includes 11 round trips on weekdays and 4 round trips on
weekends and national holidays. Supplemental service operates on Friday and Saturday nights
when Padres baseball games are played at Petco Park in downtown San Diego.
Station Amenities
Because the COASTER has just five stations in the NCTD service area and handles high
passenger volumes during peak periods, amenities are critical. Such amenities include seating,
shade canopies parking lots for users who drive to the station, and curb space to for bus stops,
kiss-and-ride, and taxi zones. All stations have ticket vending machines and security video
surveillance technologies.
Service Quality Performance Standards and Targets

Operating safety: NCTD’s first priority is to deliver the safest commuter rail service possible
and measures its performance as the number of preventable accidents per 100,000 miles
of revenue service.

Schedule reliability: On-time performance is a basic concern of transit customers and the
most widely used rail service performance measure among North American rail systems.
The results are expressed as the percentage of trains in a given time period that operate
“on time” as defined, which for NCTD is between 59 seconds early and five minutes and
59 seconds behind the published schedule at the departure terminal. The standard for
COASTER schedule adherence is 96%.

Onboard conditions (passenger load): NCTD customers should have reasonable
expectations that transit vehicles not be overcrowded and that seating be available at most
times. During peak hours when passenger demand is heaviest, some standees must be
tolerated, but total passenger loads should not become excessive. COASTER maximum
load standards are 125 percent of seated capacity during peak periods, 125 percent of
seated capacity on special event trains, and 100 percent of seated capacity at all other
times.

Customer satisfaction: A bottom-line performance measure used increasingly by transit
systems is the level of customer satisfaction, most commonly determined through periodic
or annual surveys. Various rating structures may be used but the results usually are
expressed as the percentage of commuter rail customers who have a favorable opinion of
the service. Once a baseline is established, the results become useful for measuring the
trend in overall performance.

New Service: In order to measure performance of new COASTER trips, NCTD will evaluate
performance using 35% farebox recovery for those trips.
A.1.2 LIGHT RAIL
Description
According to APTA, light rail (also called streetcar, tramway, or trolley) is a mode of transit
service operating passenger rail cars singly (or in short, usually two-car or three-car, trains) on
fixed rails in right-of-way that is often separated from other traffic for part or much of the way.
Light rail vehicles are typically driven electrically with power being drawn from an overhead
electric line via a trolley or a pantograph; driven by an operator on board the vehicle; and may
have either high platform loading or low level boarding using steps.3
Propulsion source*
Electrical – Overhead Catenary System (OTS)
Service coverage
5.0 - 20 miles
Station spacing
0.5 - 2.0 miles
Operating speed (avg/max)
20 - 25 mph/70 mph
Service frequency*
5 - 10 minutes (peak)
10 - 30 minutes (off-peak)
Span of service
7 days per week
Up to 21 hours/day
Car capacity*
30 – 60 seated (plus standees)
Maximum capacity*
2,160 passengers per hour
(3-car, 90 passengers per car every 7.5 min.)
*SPRINTER service design characteristics are different than typical light rail propulsion source, service
frequency, car capacity, and maximum capacity.
SPRINTER Service Design Characteristics
SPRINTER is diesel-propelled hybrid rail service operating in a 22-mile corridor paralleling SR76 between Escondido and Oceanside. Service speed averages 25 mph, and a one-way endto-end trip can be completed in 53 minutes. Fifteen stations serve the SPRINTER line. The
average spacing between stations is 1.5 miles.
SPRINTER differs from industry standards due to its unique operating environment and rolling
stock. The corridor that the SPRINTER serves is a predominantly suburban environment with a
3
American Public Transit Association 2012 Transit Factbook; pp. 50-51.
lower population density than is typical around light rail lines and stations. Additionally, the selfpropelled diesel multiple unit (DMU) railcars deployed on the line can carry more passengers
than the more common electric cars used by peer systems. These factors allow a less frequent
service with comparable or greater capacity than the typical North American light rail system.
The following attributes are unique to SPRINTER operations and account for the deviation from
typical light rail service design characteristics.
Propulsion source - The use of DMU technology obviated the need for the overhead electric
catenary system and significantly reduced the capital cost for the required infrastructure.
Service frequency constraints - Service frequency adjustments for the SPRINTER service are
limited by physical constraints and require infrastructure improvements due to the constraints
associated with single track segments, which account for 55 percent of the corridor. These
improvements include the same infrastructure improvements on the coastal rail corridor,
including double tracking, construction of crossovers, and signal placements.
Car capacity - As manufactured, the car capacity for a SPRINTER vehicle includes a seating
capacity of 128 riders.
Maximum capacity - Train size and service frequency are two key factors that drive maximum
line capacity. In the case of the SPRINTER, the maximum train size is two vehicles, and the
maximum frequency without capital investment is every 30 minutes. Under these limitations
and use of a maximum load factor of 1.70, the current maximum capacity on the SPRINTER line
is 1,741 riders (assuming a 2-car train and 128 passengers per car every 30 minutes). The load
factor for all other times of day is 1.10.
Service Capacity
Rail service capacity is a function of the number and size of the cars used to constitute a train,
as well as track configuration and other train activity in the corridor. SPRINTER car capacity
averages 128 passengers under normal operating conditions,4 recognizing that NCTD
customers often travel with bicycles, baby strollers, and mobility devices including wheelchairs,
walkers, and service animals. NCTD has removed some seats to create a common area in
each car to better accommodate customers who need extra space when traveling. A two-car
train operating during peak periods has capacity for 435 riders. Given existing track limitations,
the maximum service frequency is limited to 30 minutes. Therefore, the effective maximum
capacity of the line 870 passengers in each direction, or 1,741 passengers per revenue service
hour during peak periods of the day.
Service Span
Service span refers to the days and hours during which SPRINTER service is available to
customers. Existing and target spans by service day are shown in Table A.2.
4
As manufactured, SPRINTER car capacity is 128 seated passengers plus 100 standees.
Table A.2: SPRINTER Service Span Targets
Service
Weekday
Saturday
Sunday
4:33 a.m. - 12:26 p.m.
4:33 a.m. - 9:26 p.m.
4:30 a.m. - 12:26 a.m.
4:30 a.m. - 9:26 p.m.
4:03 a.m. - 9:26 p.m.
Existing
Friday until 12:26 a.m.
4:00 a.m. – 9:26 p.m.
Target
Friday until 12:26 a.m.
Service Frequency
SPRINTER service frequency currently is below prevailing industry standards due to physical
constraints in the corridor that limit service frequency to 30 minutes. This compares to generally
7.5 to 15 minute peak and 10 to 20 minute off-peak service frequencies that are encountered on
other light rail lines in North America metro areas. While the current 30-minute service
frequency may be adequate at present, NCTD must increase SPRINTER line capacity both to
accommodate increasing ridership and to attract a larger share of the travel market with more
attractive service.
Station Amenities
Amenities at SPRINTER stations vary significantly based on location, boarding volumes, and
relationship to the BREEZE bus network. The following four stations are located adjacent to an
off-street bus transfer center: Escondido, Palomar, Vista, and Oceanside. These stations are
designed to accommodate higher passenger boarding volumes with surface auto and bicycle
parking, bus stop islands, and passenger waiting areas. Various conditions exist at the
remaining 11 stations, but all stations include seating, shade canopies, ticket vending machines,
and security video surveillance technologies.
Service Quality Performance Standards and Targets

Operating safety: NCTD’s first priority is to deliver the safest commuter rail service
possible. NCTD measures operating safety as the number of preventable accidents per
100,000 miles of revenue service.

Schedule reliability: On-time performance is a basic concern of transit customers and
the most widely used rail service performance measure among North American rail
systems. The results are expressed as the percentage of trains in a given time period
that operate on time as defined, which for NCTD is between 59 seconds early and five
minutes 59 seconds behind the published schedule at the departure terminal. The
standard for SPRINTER schedule adherence is 98%.

Onboard conditions (passenger load): NCTD customers should have reasonable
expectation that transit vehicles not be overcrowded and that seating be available at most
times. Given the capacity of the DMUs used for SPRINTER service, the maximum load
standard currently is 110 percent of seated capacity during the off peak, and 170 percent
during the peak hours and special events.

Customer satisfaction: A bottom-line performance measure used increasingly by transit
systems is the level of customer satisfaction, most commonly determined through periodic
or annual surveys. Various rating structures may be used but the results usually are
expressed as the percentage of commuter rail customers who have a favorable opinion of
the service. Once a baseline is established, the results become useful for measuring the
trend in overall performance.

New Service: In order to measure performance of new SPRINTER trips, NCTD will
evaluate performance using 20% farebox recovery for those trips.
A.2
FIXED-ROUTE BUS SERVICE DESIGN CRITERIA
Description
Local bus service, in which vehicles to stop every block or two along a route several miles long,
is the most common type of bus service. When limited to a small geographic area or to shortdistance trips, local service is often referred to as feeder service or circulator service. Such
routes, which may have a lower fare than regular local service, may operate in a loop and
connect, often at a transfer center or rail station, to major routes for travel to more distant
destinations. Examples are office park circulator, historic district routes, transit mall shuttles, rail
feeder routes, and university campus loops.
Service distance
0.25 - 0.50 miles
Bus stop spacing
0.25 - 0.50 miles
Speeds (avg/max)
10 – 15 mph / 30mph
Service frequency
30 - 60 (off-peak)
Span of service
7 days per week
5:00 a.m. - 1:00 a.m. on weekdays
8:00 a.m. - 8:00 p.m. on weekends
Bus capacity
25 - 40 seated
Maximum capacity
240 passenger per hour
(60 passengers per bus / every 15 minutes)
BREEZE Service Design Characteristics
BREEZE bus routes are differentiated by route types for purposes of performance
measurement.
Corridor routes listed in Table A.3 serve moderate and higher density travel corridors using
primarily arterial streets to provide direct connections between communities that are not linked
by the SPRINTER. Corridor routes tend to be longer, with one-way travel times of 50 to 100
minutes. Level of service characteristics reflect the prevailing geographic and demographic
conditions in the service area. For example, in areas of higher population and employment
density (i.e., primary transit corridors), these routes likely are full-service in terms of coverage,
span, and frequency. In areas of lower population and employment density (i.e., secondary
transit corridors), corridor routes may be less than full-service but nevertheless sufficient to
meet the basic transportation needs of transit-dependent and mobility-challenged persons.
Table A.3: BREEZE Corridor Routes
Breeze
Route
Communities Linked
101
Oceanside, Carlsbad, Encinitas, Solana
Beach, Del Mar, San Diego
Pacific Coast Highway
304
San Marcos, Encinitas
Rancho Santa Fe
305
Escondido, San Marcos, Vista
Mission, South Santa Fe
308
Escondido, Solana Beach
Del Dios Highway, Via de la Valle
309
Encinitas, Carlsbad, Oceanside
El Camino Real
315
Oceanside, Camp Pendleton
Vandegrift Boulevard
Corridor(s) Served
Core routes: Like the corridor routes, core routes serve areas with high concentrations of
employers, residences, and schools. The length of the route varies, but frequencies on these
routes are the highest in the system due to high demand, which necessitates the need for
increased capacity and thus increased frequency on these routes.
Table A.4: BREEZE Core Routes
Breeze
Route
302
Oceanside, Vista
Vista Way
303
Oceanside, Vista
Mission Ave, North Santa Fe
332
Vista
Melrose Drive, Sycamore Avenue
350
Escondido
Rapid Bus via Escondido Boulevard, Sunset, Bear
Valley Parkway
351/352
Escondido
Loop circulator via Grand Avenue, Washington
Avenue
Communities Linked
Corridor(s) Served
Local routes listed in Table A.5 provide circulation within communities and short-distance feeder
trips to and from SPINTER stations. Local routes tend to be moderate in length with end-to-end
one-way running times of 25 to 40 minutes.
Table A.5: BREEZE Local Routes
Breeze
Route
313
Oceanside
Mission Avenue, Mesa Drive
316
Oceanside
Ocean Ranch Boulevard, Rancho del Oro
SPRINTER Station
318
Oceanside
Oceanside Boulevard
323
Carlsbad, Vista,
College SPRINTER Station
325
Carlsbad, Oceanside, Vista
Carlsbad Village Drive, College Boulevard
331*
Vista
Buena Creek Station - Vista Business Park
334/335
Vista
Loop circulator
341/342**
San Marcos
Rancheros Dr. & Borden Rd.
347
San Marcos
CSU San Marcos – Palomar SPRINTER Station
353
Escondido, Nordahl
Palomar Medical Center, Citracado Parkway
354
Escondido
Lincoln Avenue, Midway Drive
355/357
Escondido
El Norte Parkway, Valley Parkway
356
Escondido
Escondido Boulevard, Morning View Drive
358/359
Escondido
North Broadway, El Norte Parkway, Country Club
Lane
Oceanside, Camp Pendleton
Camp Del Mar, Naval Hospital
392
Communities Linked
Corridor(s) Served
*Route 331 operated as a “pilot service” and was discontinued in August 2015.
**Route 341/342 operated on a “pilot service” basis and was discontinued in February 2016.
Commuter routes listed in Table A.6 focus on niche ridership markets and therefore are less likely
to require all-day service span or a constant service frequency.
Table A.6: Commuter Routes
Breeze
Route
311
Communities Served
Coverage Area
East Oceanside
Rancho del Oro SPRINTER Station, Douglas Drive
444
Carlsbad Poinsettia COASTER
Connection
Faraday Avenue, Rutherford Road
445
Connection
Palomar College
446
Connection
Legoland, Paseo del Norte
Rural Routes are those which are funded in part by FTA 5311 program. They are outside of the
urbanized area boundary, and tend to be longer routes connecting rural areas to the urban transit
center. Because of the length of the routes, they tend to not perform as well as other corridor
routes. NCTD will conduct performance analysis on these routes but will use the outcomes to
refine the service rather than eliminate it due to its unique funding status.
Table A.7: Rural Routes
Breeze
Route
306
Communities Served
Coverage Area
Fallbrook, Bonsall, Vista
Mission Avenue, Vista Way
388
Escondido, Valley Center, Pala
Valley Pkwy, Valley Center Blvd
389
Escondido and Pala
Escondido, Hwy 76 Park and Ride
395
Oceanside, Camp Pendleton, San
Clemente
Camp Pendleton
A.2.1 FIXED-ROUTE SERVICE COVERAGE
Transit route coverage is measured using three primary criteria: proximity to residential origins,
access to non-residential destinations, and bus stop spacing. Service coverage must be
understood in context of unique topographic conditions, prevailing land use patterns, and
development densities found in NCTD member jurisdictions. These physical characteristics, as
well as demographic and behavioral differences among population segments, weather
variations, economic conditions, and other factors, all contribute to service coverage
determinations.
Proximity to residential locations measures the walking distance and time required for transit riders
to travel between home and the nearest NCTD bus stop. Reasonable access to transit is defined
as 0.25-mile, which is the distance traversed within 10 minutes at a pace of 1.5 miles per hour.
Table A.7 indicates the targeted percentage of households located within this threshold, depending
on the population density of the service area.
Table A.7: Population Density Thresholds
Population Density
Persons per Acre
Percent of Households within
0.25-Mile
High
16 or above
90%
Medium
11 – 15
75%
Low
6 – 10
50%
Rural
5 or below
10%
Access to non-residential destinations is used to identify those commercial and institutional trip
generators such as downtown areas, office parks and factories, hospitals, colleges and secondary
schools, shopping centers, public buildings, popular visitor destinations, and other facilities that
should be accessible via public transportation. Minimum development activity thresholds are
provided in Table A.8.
Table A.8: Threshold Activity Levels for Transit Service to Non-Residential Destinations
Examples of
Types of Development
Destinations
Threshold Size or
Activity Level
Employment
Central business district, office
parks and buildings with
100 employees per shift
(common start/quit times)
Medical
Hospital, medical offices
50 employees and significant outpatient facilities
Public Facilities
Government offices, human
service agencies, libraries, and
senior centers
Frequent public visitation during
regular business hours
Retail
Regional mall or neighborhood
shopping center
100,000 sq. ft. of retail space with
at least one “anchor” store
School / Training
College, high school, and middle
school
500 combined students, faculty,
and employees
Bus stop spacing measures the physical distance between consecutive bus stops along a route.
Locating bus stops reflects an important balance between convenient access for transit customers
on one hand, and faster onboard travel time on the other. Bus stop spacing depends on various
factors ranging from service area density and prevailing land use to the specific orientation of
destinations relative to street intersections, availability of sidewalks, crosswalks, and traffic signals.
Optimal bus stop spacing guidelines by population density are summarized in Table A.9.
Table A.9: BREEZE Bus Stop Spacing Guidelines
Area Type
Rural
Suburban
Urban
Distance Between Stops
0.5 miles
0.3 miles
0.25 miles
A.2.2 FIXED-ROUTE SERVICE FREQUENCY
Service frequency refers to the interval of time, or “headway,” between consecutive buses
passing a given point along a route. A 15-minute weekday service frequency is a reasonable
mid- to long-range design target for high-performing routes in the BREEZE network. Shortrange frequency improvements must be selected based on current and projected demand as
well as NCTD’s fiscal constraints. Short-range targets for route frequency by route category are
provided in Table A.10. Increases or decreases in service frequency should be made in
consideration of population and population density of the area served, demographics, actual
and anticipated ridership, topography and street network, and operating conditions.
Table A.10: BREEZE Service Frequency Minimum Targets
Route
Classification
Weekday Peak
Weekday Base
Saturday
Sunday
Corridor
30
60
60
60
Core
20
30
30*
30*
Local
30
60
60
60
Commuter
30
--
--
--
*Route 332 operates 90 minute frequency on the weekends
A.2.3 FIXED-ROUTE SERVICE SPAN
Service span refers to the days and hours during which bus service is available to customers.
Target spans of service are summarized in Table A.11.
Table A.11: BREEZE Service Span Targets
Route Type
Weekday
Saturday
Sunday
Corridor
4:30 a.m. – Midnight
5:30 a.m. – 10:00 p.m.
6:30 a.m. – 8:00 p.m.
Core
4:00 a.m.- Midnight
5:00 a.m. – Midnight
6:00 a.m. - 11:00 p.m.
Local
5:00 a.m. – 8:00 p.m.
6:00 a.m. – 7:00 p.m.
7:00 a.m. – 6:00 p.m.
Peak periods
--
--
Commuter
A.2.4 FIXED-ROUTE AMENITIES
Installation of passenger amenities at bus stops such as shelters, benches, and passive and
real-time schedule information displays is generally guided by passenger volumes
supplemented by considerations of equity, safety, and comfort. Location of amenities is
primarily driven by route frequency; routes with higher frequency have more daily boardings.
Minimum daily boarding warrants for shelters and benches are shown in Table A.12 below.
Table A.12: Shelter and Bench Daily Utilization Minimums
Rural Stops
Suburban Stops
Urban Stops
Shelter
10
20
30
Bench
5
10
20
Beyond boarding volumes, other criteria may be used to evaluate the potential for providing a
shelter, including:

Number of transfers at a stop

Availability of space to construct shelters and waiting areas

Number of older adults or physically challenged individuals using the stop

Frequency of service

Adjacent land use compatibility

Availability of shelter from other sources (e.g., building entrance, awning)
Other street furniture such as benches can be provided at bus stops as appropriate when shelters
are not provided. Priority is given to those stop locations which are frequented by a significant
number of senior citizens or persons with disabilities.
A.2.5 FIXED-ROUTE SERVICE QUALITY PERFORMANCE TARGETS
Schedule Adherence
On-time performance targets by service mode and route type for fixed-route bus service are
summarized in Table A.13.
Table A.13: Schedule Adherence Performance Targets
Service Mode / Type
BREEZE
Measure
Target
59 seconds early to 5 minutes 59
seconds late
95%
Onboard Loading Conditions
As previously discussed for the rail service, fixed-route bus service should also maintain the
reasonable expectation that transit vehicles not be overcrowded and that seating be available at
most times on most routes. Maximum loading targets by route category and service day/time
period for fixed-route bus are shown in Table A.14.
Table A.14: Load Factor Targets
Route Category
Bus – BREEZE corridor
Bus – BREEZE core
Bus – BREEZE local
Bus – BREEZE commuter
A.3
Service Day / Time Period
Maximum Load Factor
Weekday peak
1.4
Other times
1.10
Weekday peak
1.4
Other times
1.10
Weekday peak
1.10
Other times
1.10
Weekday peak
1.25
BUS RAPID TRANSIT DESIGN CRITERIA
Description
Bus rapid transit (BRT) is a type of limited-stop service developed in the 1990s that relies on
technology to help speed up the service. It can operate on exclusive transitways, highoccupancy-vehicle lanes, expressways, or ordinary streets. A BRT line combines intelligent
transportation systems technology, priority for transit, rapid and convenient fare collection, and
integration with land use policy in order to substantially upgrade bus system performance. BRT
was originally conceived as a less costly alternative to light rail.
The cost differential between LRT and BRT is primarily a function of providing the electrical
power for light rail as well as the higher cost of LRT vehicles. Due to the difference in the
capacity of the vehicles, BRT is likely to have somewhat higher operating costs, as more
vehicles are required to provide the same passenger capacity as LRT.
Service distance
5 - 20 miles
Bus stop spacing
0.50 - 2 miles
Speeds (avg/max)
12 – 20 mph / 50 mph
Service frequency
10 - 20 (off-peak)
Span of service
7 days per week
5:00 a.m. - 1:00 a.m. on weekdays*
8:00 a.m. - 1:00 a.m. on weekends*
Bus capacity
40 - 50 seated (plus standees)
Maximum capacity
544 passenger per hour
(68 passengers per bus every 7.5 minutes)
*NCTD’s rapid transit service span differs from typical characteristics
BREEZE Rapid Service Design Characteristics
The BREEZE Rapid (Route 350) operates from the Escondido Transit Center to the north and
Westfield North County Mall/Del Lago Transit Center to the south. Unlike typical BRT, BREEZE
Rapid does not travel along an exclusive transitway but operates primarily along Escondido
Boulevard and Bear Valley Parkway corridors, intermixed with vehicular traffic. BREEZE Rapid
design characteristics are unique, with BREEZE Rapid-branded buses and stops as well as
eight stops with digital message signs that indicate the next bus arrival. Transit signal priority
measures are at 19 intersections along the route and a queue jump lane westbound Valley
Parkway before Centre City Parkway.
A.3.1 RAPID SERVICE SPAN AND FREQUENCY
Service frequency and span available to BREEZE Rapid customers are:


Weekday service from 4:30 a.m. – 11:00 p.m. with 15-minute peak and off-peak headways
Weekend service from 6:00 a.m. – 10:30 p.m. with 30-minute headways
A.3.2 RAPID AMENITIES
BREEZE Rapid bus stop improvements include enhancements and new amenities. The new
amenities at the Rapid bus stops that are not typically found at other BREEZE routes include:





Single shelter with integrated station marker
Double shelter with integrated station marker
Station marker with integrated seats
Solar-powered LED lighting
Digital message signs


A.4
Trash cans
Improved bus stop pads (where needed)
COMMUNITY-BASED TRANSIT SERVICE DESIGN CRITERIA
Description
Demand response service is typically composed of small buses or vans operating in response
to calls from passengers or their agents to the transit operator, who then dispatches a vehicle to
pick up the passengers and transport them to their destinations. Demand response vehicles do
not operate over a fixed-route or on a fixed schedule except, perhaps, on a temporary basis to
satisfy a special need. Demand response vehicles may be dispatched to pick up several
passengers at different pick-up points before taking them to their respective destinations and
may even be interrupted en route to these destinations to pick up other passengers. The
following types of operations fall under the above definitions, provided these operations are not
a scheduled fixed-route basis:

Service with many origins and many destinations

Service with many origins and one destination

Service with one origin and many destinations

Service with one origin and one destination
Several types of demand response service exist:
Complementary paratransit service. Transit agencies are required under ADA to provide
complementary paratransit service for persons with disabilities and others not able to use fixedroute service. Generally, this type of service must operate in the same areas and during the
same hours as fixed-route service. The fare is limited to twice the fixed-route fare. Service may
be provided by the fixed-route bus agency or contracted to a separate agency.
General demand response service is not required by law and is not subject to the restrictions
imposed on complementary paratransit service. A transit agency may limit the service to certain
people or make it available to anyone. Some such services operate during the late night and
weekend hours in place of fixed-route services.
Service distance
Complementary paratransit: same as fixed-route; other varies by
program
Bus stop spacing
Not applicable
Speeds (avg/max)
10 – 15 mph / 30 mph
Service frequency
As requested
Span of service
7 days per week
5:00 a.m. - 1:00 a.m. on weekdays*
8:00 a.m. - 8:00 p.m. on weekends*
Bus capacity
5 - 18 seated
Maximum capacity
5 - 18 passengers per bus / van
*FLEX service deviates from the typical service span as it is tailored to the commuter rail span of service.
FLEX Service Design Characteristics
FLEX service represents a new demand response service mode created by the 2011 Mobility
Plan. FLEX buses run on variable routes organized in near-real time as demand for service
materializes. NCTD currently operates in three FLEX zones:



371/372 – SR 78 Corridor between Escondido and Ramona
373 – Southwest Carlsbad
374 – Encinitas/Solana Beach
A.4.1 FLEX SERVICE SPAN AND FREQUENCY
Currently, FLEX service is available on weekdays only. FLEX 373 and 374 operates between
4:50 a.m. and 8:30 p.m., FLEX 371 consists of 10 trips in the peak periods, and FLEX 372
consists of two midday trips. Demand-based service quality is partly determined by vehicle
response times to customer requests for transportation in the same way that service frequency
is descriptive of fixed-route service. Currently customers are required to reserve their trip at
least 30 minutes ahead of desired pickup time. This serves as a reasonable short-range target
for FLEX response time. In addition, a minimum standard of 60 minutes is recommended to
ensure minimum service quality that generally is comparable to BREEZE local routes.
LIFT Paratransit Service Design Characteristics
ADA requires NCTD to provide complementary paratransit service for eligible customers due to
functional disability to ride COASTER, SPRINTER, and BREEZE fixed-route services. This
requirement does not apply to FLEX service. “Complementary” means that service coverage,
span, and trip time must be generally the same as the fixed-route system. LIFT service must be
provided to origins and destinations located within ¾-mile of fixed-routes and rail stations.
Similar to FLEX, service response time rather than service frequency is the applicable
performance measure for LIFT.
A.4.2 COMMUNITY-BASED TRANSIT SERVICE QUALITY PERFORMANCE TARGETS
Schedule Adherence
On-time performance targets for FLEX and LIFT are summarized in Table A.15 below.
Table A.15: Schedule Adherence Performance Targets
Service Mode / Type
Measure
Target
FLEX
Vehicle shall arrive within 20 minutes of pickup time
95%
LIFT
Vehicle shall arrive within 20 minutes of pickup time
95%
Onboard Loading Conditions
Maximum loading targets for FLEX are shown in Table A.16.
Table A.16: Load Factor Targets
Route Category
Bus – FLEX
A.5
Service Day / Time Period
Weekday peak
Maximum Load
Factor
1.00
Other times
1.00
PERFORMANCE MONITORING AND REPORTING
NCTD compiles performance data outlined in the Performance Monitoring section below and
produces several reports to summarize key performance indicators (KPIs). Performance is
reported on a monthly, quarterly, and annual basis and is compared to performance goals and
previous performance statistics. Operations and maintenance contractors are required to submit
weekly performance reports and monthly comprehensive reports detailing operations and
maintenance activity. Performance statistics are reported on NCTD’s intranet dashboard, and
reported annually to the National Transit Database (NTD).
A.5.1 PERFORMANCE MEASUREMENT
BREEZE
This section updates performance targets and minimum standards initially defined in the 2011
Mobility Plan as part of a comprehensive performance measurement process. The process
ensures that transparency and objectivity are applied to resource allocation decisions. NCTD
uses four measures to monitor route performance: passengers/revenue hour,
passengers/revenue mile, cost/passenger, and farebox recovery, as defined in Table A.17.
Table A.17: Route Performance Measurements
Measure
Definition
Pass
Watch
Fail
Passengers/hour
Passengers per
revenue hour
>50% of average
<50% of average
<40% of average
Passengers/mile
Passengers per
revenue mile
>50% of average
<50% of average
<40% of average
Cost/passenger
Cost per trip per
passenger
<140% of average
>140% of average
>150% of average
Farebox
recovery
Operating cost
divided by
passenger
revenues
>50% of average
<50% of average
<40% of average
The average of each measure is calculated by route category, and routes are compared to their
respective category average. If a route fails three or four of the measures, it is deemed deficient.
Performance will be monitored three times a year, coinciding with the three operator bids. If a
route is deemed deficient for two consecutive non-summer bids, NCTD will take measures to
improve the route, including:



Targeted marketing of the route
Service span and/or frequency modifications
Restructuring of the route
If after two more reporting periods the route is still deemed deficient, NCTD will conduct a public
hearing and recommend elimination of the route. Note that while route performance will be
monitored during the summer bid, it will not be used to recommend service modifications that
will be implemented during the school year.
Demonstration Status Route Monitoring
Pursuant to Title VI and NCTD’s Major Service Change Policy No. 30, NCTD may implement a
new BREEZE route under “demonstration” status for up to one year. During this time staff will
monitor the route using the performance monitoring framework listed above. This allows staff to
ensure a new route meets performance targets before conducing a service equity analysis and
holding a public hearing to transition the route from demonstration status to permanent service.
Staff will only implement one demonstration route within each route category at one time to
ensure the route’s performance is appropriately measured against permanent route
performance.
FLEX
NCTD instituted FLEX demand response service to mitigate the elimination of low-performing
BREEZE routes. FLEX service provides coverage-based transit access for low demand areas,
where densities did not support fixed route service. As such, FLEX performs below that of fixed
route service.
The performance targets throughout this appendix are used to monitor and improve system
performance. These design guidelines will be used when services are modified to respond to
operational issues, or when improvement programs are developed. The amenity guidelines will
assist in developing capital improvement programs. The performance of the services in meeting
their targets will be reported to the NCTD Board and are incorporated into the Service
Improvement Plan annual submittal to SANDAG. The report is based on the performance
targets developed for each service type.
A.5.2 BUS AND RAIL SERVICE AREA COVERAGE AND ACCESS TO TRANSIT
NCTD operates a suburban-rural system, with some pockets of higher density in certain
corridors. Compared with the area served by the San Diego Metropolitan Transit System (MTS),
North San Diego County has much fewer areas of high density as shown in Figure A.1. Higher
density areas in North County are along SR76 and Mission Avenue from Oceanside to Vista
and along SR78 from Oceanside through Vista and San Marcos on to Escondido. Any pockets
of medium and high density along the coastal cities of Carlsbad and Encinitas are mainly along
Carlsbad Boulevard/Highway 101 and El Camino Real/Rancho Santa Fe. The remainder of the
area is considered low or of rural density based on persons per acre.
As shown in Table A.18 and based on NCTD service guidelines for service coverage, the
current route structure of NCTD’s service is meeting the target of service availability for low and
rural areas in North County and below the target for medium and high density areas. Figure A.1
illustrates NCTD’s service coverage with respect to these density pockets.
Table A.18: Service Availability by Population Density
NCTD Service Area Coverage & Access to Transit by Population Density (2016)
Population
Persons
Percent of Housing Units Within
Goal
Density
per Acre
1/4-Mile of a bus stop or rail station
90% of housing units in high
density areas within 1/4-mile of a
bus stop or rail station
High
16 or
above
77.1%
75% of housing units in medium
density areas within 1/4-mile of a
bus stop or rail station
Medium
11 to 15
65.3%
50% of housing units in low density
areas within 1/4-mile of a bus stop
or rail station
Low
6 to 10
50.0%
10% of housing units in rural areas
within 1/4-mile of a bus stop or rail
station
Rural
5 or below
12.9%
Putting the topographic, land-use, and development patterns aside, there are additional reasons
for NCTD’s current route structure being below target for medium and high density areas.

In August 2011, NCTD began the implementation of the Mobility Plan, a five-phase
major restructuring of its BREEZE bus service. The Mobility Plan also included a
change is service policy. Before the Mobility Plan, NCTD BREEZE bus service was
designed based on a balance of service productivity (65 percent) and service coverage
(35 percent). The development of the Mobility Plan inherently proposed a change to the
policy from the “65/35” split to 100 percent productivity due to budgetary constraints. The
final phase of the Mobility Plan was implemented in February 2014.

Bus ridership is not as high as in some of these areas of medium or higher density
(some of these Medium/High density areas previously had service, but the service
eliminated due to low productivity)

Growth and development (economic recovery) is occurring in areas where there isn’t
service currently. As stated in Section 4, NCTD monitors requests for service and will
expand service to these areas as resources become available.
Figure A.1: NCTD Service Coverage Overlay with Population Density
Appendix B: FY2015 Performance Details
B.1
BREEZE PERFORMANCE
Figure B.1: Average Weekday Boardings by Route Category
Figure B.2: BREEZE Average Weekday Boardings by Year
Route
301
302
303
304
305
306
308
309
311
313
315
316
318
323
325
331
332
333
334
335
FY 2012
2,600
2,159
4,293
991
2,194
883
551
2,188
189
435
453
77
357
121
557
98
885
260
311
251
FY 2013
2,608
2,319
4,335
782
1,703
895
490
1,945
110
231
525
98
752
132
557
1,213
FY 2014
2,553
2,592
4,192
1,093
1,952
767
596
1,898
289
332
523
101
712
118
615
1,290
254
31
197
89
219
1,998
833
726
166
474
231
474
101
198
82
195
299
307
317
1,918
835
1,001
277
615
142
387
45
152
107
421
1,660
759
828
313
714
210
539
73
154
73
208
73
13
4
342
1,591
851
1,018
334
681
221
416
315
74
198
537
483
124
25
83
4
145
19
51
4
545
106
110
131
27
44
12
565
116
118
112
28
43
13
342
350
351
352
353
354
355
356
357
358
359
386
388
389
392
395
444
445
446
2,495
2,214
4,234
921
1,732
845
519
1,955
208
346
378
106
625
110
578
50
1,214
FY 2016
2,186
2,142
4,110
881
1,906
886
482
1,969
166
330
319
91
621
109
565
Route
301
302
303
209
40
10
11
311
1,620
731
801
309
697
195
343
219
130
84
536
121
99
85
45
62
14
FY 2013
1,532
1,345
2,262
1,531
1,401
2,592
1,067
567
282
1,036
223
1,219
550
318
911
223
374
287
304
305
306
308
309
315
318
325
170
332
88
334
347
350
351
1,083
FY 2012
352
165
903
309
352
102
188
253
217
299
228
266
373
265
214
805
259
255
353
341
347
FY 2015
Figure B.3: BREEZE Average Weekend Boardings by Year
354
355
356
357
388
389
395
FY 2014
1,559
1,383
2,508
19
1,176
510
317
1,037
237
359
368
156
120
15
940
396
326
84
161
17
237
5
510
95
212
FY 2015
1,540
1,348
2,761
167
1,071
530
349
1,076
182
166
101
89
58
40
750
364
387
116
208
105
198
58
610
115
186
FY 2016
1,503
1,201
2,458
146
1,073
528
249
1,041
162
154
103
93
62
33
660
350
361
92
191
91
172
56
567
122
162
Figure B.4: Top 25 BREEZE Boarding Locations
BREEZE Route Performance Measurement
The following 12 bar charts show the FY15 performance of each route in each of the four productivity measures for each
respective category and each day type, as discussed in Section A.5 of Appendix A: Service Design Guidelines.
Figure B.5: Route Performance by Category - Passengers per Revenue Mile, Weekday
Figure B.6: Route Performance by Category - Passengers per Revenue Mile, Saturday
Figure B.7: Route Performance by Category - Passengers per Revenue Mile, Sunday
Figure B.8: Route Performance by Category - Passengers per Revenue Hour, Weekday
Figure B.9: Route Performance by Category - Passengers per Revenue Hour, Saturday
Figure B.10: Route Performance by Category - Passengers per Revenue Hour, Sunday
Figure B.11: Route Performance by Category - Cost per Passenger, Weekday
Figure B.12: Route Performance by Category - Cost per Passenger, Saturday
Figure B.13: Route Performance by Category - Cost per Passenger, Sunday
Figure B.14: Route Performance by Category - Farebox Recovery, Weekday
Figure B.15: Route Performance by Category - Farebox Recovery, Saturday
Figure B.16: Route Performance by Category - Farebox Recovery, Sunday
B.2
COASTER AND SPRINTER PERFORMANCE
Figure B.17: COASTER and SPRINTER Ridership by Station
B.3
LIFT PERFORMANCE: FY15 DATA ANALYSIS FACT SHEET
This sheet provides a summary of the findings in the analysis of a dataset that contains all FY15 scheduled LIFT
trips in Trapeze.




There were 165,961 total scheduled LIFT trips in FY15 (not counting sub-contracted trips)
2,438 unique customers took these 165,961 LIFT trips in FY15
Average trips per person: 68
Median trips per person: 16
Range: 1 to 1,182 trips per person
The table and chart below show the frequency distribution of individual LIFT customers that use the service.
Table B.1 - Distribution of User Frequency
Type of User
Distribution of User Frequency
User Count % of Total
> One Trip per Day
128
5.3%
> One Trip per Week
594
24.4%
> One Trip per Month
634
26.0%
< One Trip per Month
594
24.4%
One to Two Trips per Year
488
20.0%
Total
25%
24%
26%
2438
Characteristics of LIFT Trips





5%
20%
> One Trip per Day
> One Trip per Week
> One Trip per Month
Total scheduled origin-to-destination trip
revenue miles (not counting sub-contracted
One to Two Trips per Year
trips): 1,561,097
Average revenue miles traveled per individual: 640.3
Average scheduled trip length (not counting sub-contracted trips): 9.4 miles
Median scheduled trip length (not counting sub-contracted trips): 7.4 miles
Range of trip mileage: 0.01 - 57.26
< One Trip per Month
The table and chart below show the distribution of LIFT trips by trip length.
Table B.2 - Distribution of Trip Miles
Mileage Category
Number of FY15 LIFT Trips by Trip Length
Trip Count % of Total
5 Miles or Less
57,056
34.4%
5.1 to 10 Miles
45,301
27.3%
10.1 to 12 Miles
10,124
6.1%
12 to 20
40,720
24.5%
20 to 30
10,830
6.5%
30 to 40
1,605
1.0%
324
0.2%
40 miles or greater
Total
165,960
7% 1% 0%
6%
27%
5 Miles or Less
5.1 to 10 Miles
10.1 to 12 Miles
12 to 20
20 to 30
30 to 40
40 miles or greater
Table B.3 - Percentage of Rural Trips/Miles vs. Total Trips/Miles
# Trips
34%
25%
Revenue Miles Avg Miles per Trip
Rural Trips
15,108.0
234,917.0
15.5
Total Trips
165,961.0
1,561,097.6
9.4
% of Total
9.1%
15.0%
Figure B.18 - Trips in Core Service Area vs. Rural Service Area
Figure B.19 - Top 50 Destinations – Number of Overall Trips
Figure B.20 - Top 50 Destinations with highest number of unique visitors (Not counting frequency of trips)
B.4
FLEX PERFORMANCE ANALYSIS
COMPLETED FEBRUARY 2016
Background
In early 2010, the North County Transit District (NCTD) initiated a comprehensive study of BREEZE bus
service to improve efficiency and effectiveness. A key outcome of this study was a shift in Board policy
from providing a coverage-based service design to a productivity-based service allocation. Due to this
policy shift, the study identified areas of low route productivity where service would be discontinued.
To avoid disconnecting these communities, NCTD staff developed and proposed the FLEX program to
preserve transit access in areas with low fixed-route productivity. The FLEX program of services is a
demand response service featuring smaller vehicles, higher fares to offset higher per passenger operating
cost, and brokered trips to maximize efficiency of service fleet. Upon Board approval for this service
concept, for performance monitoring purposes, a farebox recovery of 50 percent was set as the service
standard.
In August 2011, NCTD implemented the following FLEX routes and the services that were replaced:
• 371 Ramona Commuter – Route Deviation
– Weekdays, Ramona to Escondido, 10 peak trips daily
– Partially replaced BREEZE Route 386; 10 weekday peak trips between Ramona and Escondido
– Deviates to San Pasqual Academy/ Wild Animal Park by reservation only
• 372 Ramona Mid-day – Zoned-Based
– Partially replaced BREEZE Route 386 mid-day service;
– Reservation based with one daily round trip during the mid-day
• 373 Southwest Carlsbad – Zone-Based
– Partially replaced BREEZE Route 321;
– Weekday, reservation based, utilizing dedicated vehicle
In June 2012, the following FLEX service was added to the FLEX program:
• 374 Encinitas-Solana Beach – Zone-Based
– Partially replaced BREEZE Route 404 and mitigated decrease in service frequency for BREEZE Route 308;
weekday, reservation based, utilizing taxi model
– December 2013, service area was expanded to cover all of Solana Beach
While under contract with the American Logistics Company, Inc. (ALC), the FLEX service was provided with
dedicated vehicles and other taxi/shuttle services under a coordinated transportation model. In April
2014, NCTD and ALC, through mutual understanding, terminated the service agreement and NCTD hired
First Transit, Inc. to operate the FLEX program of services, transitioning to the sole use of dedicated
vehicles on FLEX routes 373 and 374. It should be noted that due to this circumstance, the optimization
of the FLEX service model is severely limited as the modal concept was based on coordinated
transportation services model, which included taxis and other service providers.
Performance Trends
In FY 2015, FLEX services carried 25,705 riders, equating to approximately 98 riders on an average
weekday. As this is the highest ridership to date for this service, the FLEX service is performing below
standard, at an annual cost of approximately $605,000. The farebox recovery for the FLEX program of
service for FY 2015 was 12.4 percent, well below the standard of 50 percent. As seen in Table 1 and Charts
1 and 2 below, using the metrics of passengers per hour and cost per passenger, the FLEX service performs
poorly carrying significantly less riders per hour with a much higher cost per passenger when compared
with fixed-route service.
Table B.4 – Performance Comparison – FLEX vs. BREEZE Fixed-Route (by BREEZE Route Category)
FLEX
(ALL)
BREEZE Core
BREEZE Corridor
BREEZE Local
BREEZE Small Vehicle
BREEZE Commuter
Farebox Recovery
12.4%
29.4%
22.5%
24.9%
16.3%
14.7%
Passengers
25,705
2,836,275
2,459,773
820,900
440,825
87,328
10,785.9
127,143.2
141,204.7
44,528.5
51,173.1
8,104.8
2.38
22.31
17.42
18.44
8.61
10.77
$20.10
$2.07
$2.73
$2.39
$4.93
$3.90
FY 2015
Revenue Hours
Passengers/Hour
Cost/Passenger
Figure B.21 - Passengers/Revenue Hour – FLEX vs. BREEZE Fixed Route (by BREEZE Route Category)
Figure B.22 - Cost/Passenger – FLEX vs. BREEZE Fixed Route (by BREEZE Route Category)
At the route level, FLEX 371, which operates only during peak hours, carried approximately 45 riders per
day in FY 2015 at an annual cost of $128,309. FLEX 372, the mid-day service operating between Escondido
and Ramona carried 26 total riders in FY 2015 at a cost of $1,521. FLEX Routes 373 and 374, operating on
weekdays from 4:50 am to 8:50 pm, had a daily FY 2015 utilization of 27 and 29 riders at a cost of $237,371
for each route. Table 2 below provides the performance statistics of the FLEX program by route.
Mentioned previously, the key statistic is farebox recovery. As outlined in the Comprehensive Strategic,
Operating, and Capital Plan, the performance threshold for farebox recovery for the FLEX service is 50
percent. In FY 2015, farebox recovery by route ranged from 7.9 percent to 28.5 percent.
Table B.5 – FY 2015 FLEX Performance – by Route
FY 2015 FLEX Service FLEX 371 FLEX 372 FLEX 373 FLEX 374
Farebox Recovery
28.5%
17.1%
7.9%
8.1%
Passengers
11,477
26
6,939
7,263
2,160
25.6
4,230
4,345
5.31
1.02
1.64
1.67
$9.04
$47.32
$29.30
$28.75
Revenue Hours
Passengers/Hour
Cost/Passenger
FLEX User Profile
The profile of the FLEX user varies based on the route used. Of the FLEX services provided, FLEX Route
371 is the most consistent. The primary trip pattern for FLEX 371 is westbound in the morning and
eastbound in the evening between Ramona and Escondido for commuting for work and school purposes,
with very few requests for deviation to the Wild Animal Park and the San Pasqual Academy. Most of the
boardings on FLEX 371 consist of a small group of regular riders. FLEX 372 ridership is negligible with rarely
more than 1 to 2 boardings per month.
Based on reservation data for FLEX 373 and 374, staff found that the 14,228 boardings recorded on both
FLEX 373 and 374 in FY15 were made by approximately 751 individuals using the service repeatedly. Data
also shows that only one percent of these 751 individuals rode the service five or more times per week,
suggesting that FLEX, in general, is used infrequently. As shown in Table 3, only 1 percent of the 751
individuals rode the service five or more times per week.
Table B.6 - Distribution of FLEX 373/374 User Frequency
Type of User
User Count
% of Total
Very Frequent User (5 or more trips per week)
10
1%
Frequent User (2-4 trips per week)
14
2%
Semi-Frequent User (2-8 trips per month)
59
8%
Occasional User (6-24 trips per year)
143
19%
Infrequent User (1-5 trips per year)
525
70%
751
100%
TOTAL
Further, an analysis of the reservation destinations, conducted using geographic information systems
(GIS), indicate that 72.5 percent of all trip destinations throughout FY15 fall within a quarter-mile radius
of a fixed-route bus stop (see Figures 1 - 3). This suggests that almost three-quarters of the destinations
can be reached through an existing BREEZE route.
Emerging Options to FLEX
As the FLEX service program is under review by the District, the emergence of the transportation network
companies (TNCs -Uber, Lyft, etc.) are expanding the transportation system, giving the riding public viable
alternatives for mobility. The average trip length for FLEX 373 and 374 is 2.5 miles, or 7 minutes. Based on
rates set by Uber and Lyft, an average one-way trip would cost $6.00, only a dollar more than the FLEX
fare of $5.00 under the assumption that riders pay the fare by cash. Based on the data, approximately 33
percent of the riders on FLEX 373 and 374 are transferring to or from the COASTER service, and are likely
to have a day or monthly pass. These riders would be impacted by the added cost of these alternatives,
unless a partnership can be established between NCTD and one or more TNC whereby subsidies or other
means of reduced pricing to accommodate trips to or from a transit center are established. To date, only
a few transit properties have such agreements, including the Metropolitan Atlanta Rapid Transit Authority
(MARTA), Dallas Area Rapid Transit’s (DART) “Uber + DART program,” and the “Direct Connect”
partnership recently launched by the Pinellas Suncoast Transit Authority (PTSA).
For the small group of riders using FLEX Route 371, one alternative is the implementation of a fixed-route
service that operates during the weekday peak only, similar to the Carlsbad Poinsettia and Sorrento Valley
COASTER Connection services, which do not require the provision of complementary paratransit service.
The impact on the total revenue service miles will need to be considered before moving forward with this
option.
Conclusions/Recommendation
The FLEX service was approved under the Mobility Plan with the condition that a farebox recovery rate of
50 percent would be achieved. This goal was never achieved due to several factors, including average fare
and transition from the coordinated transportation services model.
Additionally, the profile of the FLEX rider is frequent and work or school based for FLEX Route 371 and
infrequent for FLEX routes 373 and 374. For the small group of users on FLEX 371, a commuter service
may address this need going forward, should existing resources allow for it. Due to the infrequent trips of
passengers on FLEX 373 and 374, this service appears to be more of a “nice-to-have” than a service
depended upon for everyday use.
Finally, the emergence of adequate and available alternatives (TNCs) and existing transit service within ¾mile to destinations most frequented by FLEX users indicate minimal disconnection from mobility options
in the absence of FLEX 373 and 374 service.
Therefore, based on the assessment of the performance to date of the FLEX service, an analysis of the
FLEX rider profile, and the viable alternatives available to a majority of the riders, either to NCTD’s fixedroute service or through the TNCs, staff recommends the elimination of this service mode.
Figure B.23 – FLEX Trip Destinations within FLEX 373 and 374 Zones
Figure B.24 – FLEX Destinations within ¾-Mile Buffer of Existing Fixed-Route Service
Figure B.25 – Major FLEX 373 and 374 Destinations
B.5
AMTRAK/COASTER RAIL-2-RAIL RIDERSHIP
Figure B.26 – FY14-16 Rail-2-Rail Ridership on Amtrak
B.6
SORRENTO VALLEY COASTER CONNECTION PERFORMANCE UPDATE
RIDERSHIP TRENDS AND INFLUENCES
Table B.7 - SVCC SHUTTLES AVERAGE DAILY BOARDINGS: 2012 - 2016
 Ridership has steadily decreased
since 2013. Daily ridership in
FY2015 dropped by 6.6%
compared to FY2014 and is
projected to drop another 1.2% in
FY2016.
Route
 Average weekday ridership from
2012 to 2016 ranges from 460 to
530.
972
FY2012
163
FY2013
175
FY2014
160
FY2015
149
FY2016*
147
973
146
148
164
137
124
978
99
101
97
90
98
979
82
106
80
92
94
Total
490
530
501
468
462
%
8.0%
8.2%
-5.5%
-6.6%
-1.2%
*As of April 2016
Figure B.27 – SVCC Ridership Correlation with COASTER Ridership at SV Station
Sorrento Valley Station activity continues to be highly correlated with SVCC Shuttle ridership
PERFORMANCE
NCTD operates service similar to SVCC at the Carlsbad Poinsettia COASTER Station (CPCC). The ridership
of the SVCC service is higher than that of the COASTER Connection service due to the fact there are
more SVCC trips. The percentage of COASTER commuters boarding/alighting at the Sorrento Valley
COASTER Station (SVCC) is significantly higher (34 percent) compared commuters boarding/ alighting at
the Carlsbad Poinsettia Station (4 percent). Sorrento Valley is also a regional employment center,
attracting a higher number of trips. Table 2 lists the performance of the service by route and system of
connection service for FY2014.
Table B.8 - Service Productivity: SVCC – CPCC COASTER Connection Services
FY2016 SVCC Route Productivity Comparison (SVCC vs CPCC)*
SVCC Routes
MTS 972
MTS 973
MTS 978
MTS 979
SVCC System
Daily Pax
146.7
124.0
97.8
93.9
462.4
Pax/Trip
14.7
12.4
10.9
10.4
12.2
Pax/RevMi
2.1
1.4
1.7
1.9
1.8
Pax/RevHr
31.3
25.9
23.4
28.7
27.4
NCTD BREEZE Commuter Routes
444
445
446
CPCC System
Daily Pax
44.8
63.1
13.8
121.8
Pax/Trip
11.2
7.0
3.4
7.2
Pax/RevMi
1.48
0.77
0.78
0.9
Pax/RevHr
27.67
12.21
12.00
15.3
*Through April 2016
Appendix C: Customer Demographics
CUSTOMER DEMOGRAPHICS
C.1
SERVICE AREA DEMOGRAPHICS
The figures throughout this section are representative of the 2010 census data for the NCTD service
area.
C.1.1 POPULATION
The NCTD service area encompasses a population of approximately 849,420 residents. The service
area includes the rural areas of Fallbrook, Ramona, and the Camp Pendleton Marine Corps Base; the
cities of Carlsbad, Del Mar, Encinitas, Escondido, Oceanside, San Marcos, Solana Beach, and Vista;
and the unincorporated parts of the county. Figure C.1 depicts the service area population density for
North San Diego County. The NCTD service network provides generally good service coverage of the
more densely populated areas of North San Diego County.
Figure C.2 depicts the concentration of the senior population in the service area. NCTD offers reduced
fares for the senior riders aged 60 and up. As seen in Figure C.2, the majority of the service area has a
senior population of 10 percent or more, with several areas having a concentration of 25 percent or
more that are not within ¾ mile of a fixed route. Currently, NCTD provides the general public with FLEX
demand-response service which offers reservation-based rides within specific zones of North San
Diego County. NCTD provides LIFT service for persons with a disability and older adults that are ADA
certified.
C.1.2 UNEMPLOYMENT RATE
North San Diego County suffered economically due to the national recession, resulting in a rise in the
unemployment rate. In 2010, the County of San Diego’s unemployment rate was approximately 10
percent. As seen in Figure C.3, the majority of the NCTD service area has an unemployment rate of 5
percent or more. Several areas such as Ramona, portions of Oceanside, Vista, San Marcos, and
unincorporated parts of the county have an unemployment rate of 10 percent or more. NCTD generally
provides good service coverage to those areas with higher unemployment rates in its core service area.
C.1.3 LOW INCOME AND MINORITY POPULATION
Public transit is an affordable alternative mode of transportation used often by low-income and minority
individuals and families. The vast majority of the NCTD service area is characterized by 5 percent or
more of the population living below the poverty level (Figure C.4). The areas with a higher percentage
(20 percent or more) of the population living below the poverty level are generally located in the cities of
Oceanside, Vista, and Escondido.
The minority population is shown to be around 25 percent throughout much of the NCTD service area
(Figure C.5). There is a higher concentration of minority populations in Oceanside, Vista, San Marcos,
Escondido, Fallbrook, Valley Center, and some parts of Ramona.
NCTD generally provides good service coverage to those areas with higher concentrations of lowincome and minority population in its core service area.
Figure C.1: 2010 Population by Census Tract
Figure C.2: 2010 Senior (65+) Population by Census Tract
Figure C.3: 2010 Unemployment Rate by Census Tract
Figure C.4: 2010 Population Below Poverty Level by Census Tract
Figure C.5: 2010 Minority (Non-White) Population by Census Tract
C.2
TITLE VI COMPLIANCE
Title VI of the U.S. Civil Rights Act of 1964 prohibits discrimination based on race, color, or
national origin in programs or activities which receive federal financial assistance. Title VI
states that:
“No person in the United States shall, on the grounds of race, color, or national
origin, be excluded from participation in, be denied the benefits of, or be
subjected to discrimination under any program or activity receiving Federal
Financial assistance.”
Title VI compliance monitoring of transit service is conducted by SANDAG on behalf of NCTD,
based on the requirements detailed in Chapter V, Section 5 of the FTA Circular (FTA C
4702.1A). SANDAG conducts the low-income and minority (LIM) analysis by implementing the
quality of service methodology found in the circular to fulfill this requirement. Title VI analysis
methodology ensures that consistent service is delivered between different user groups and that
transit service is responsive to the needs of low-income and minority communities.
Based on Appendix H of the 2012-2016 Coordinated Plan prepared by SANDAG, the LIM
census tracts for NCTD were shown to have faster service, lower fares, and similar transfers to
the top three major destinations in each service area as seen in Tables C.1 to C.4. However,
the LIM census tracts were shown to have a higher cost per mile based on the close proximity
of these census tracts to the major destinations. SANDAG is conducting a Title VI monitoring
analysis in spring 2015, which will be presented to NCTD’s Board of Directors for approval in
June 2015.
Table C.1: NCTD Low Income Census Tract Average Travel Time to
Top 3 Major Destinations (In Minutes)
Major Destination
Downtown San Diego
Oceanside
Palomar College
Peak Hour
Non-Low
Low Income
Income
123.1
134.2
80.6
90.0
62.0
77.5
Non Peak Hour
Low Income
Non-Low Income
174.0
81.5
63.5
184.0
92.8
78.4
Table C.2: NCTD Minority Census Tract Average Travel Time to
Top 3 Major Destinations (In Minutes)
Major Destination
Downtown San Diego
Oceanside
Palomar College
Minority
118.8
78.2
51.0
Peak Hour
Non- Minority
131.4
89.2
79.3
Non Peak Hour
Minority
Non- Minority
169.8
173.9
81.5
91.8
53.4
82.4
Table C.3: NCTD Low Income Census Tract Average Fare, Transfer, and
Cost per Mile to Top 3 Major Destinations
Major Destination
Downtown San Diego
Oceanside
Palomar College
Fare
$5.82
$2.78
$3.23
Low Income
Transfers
Cost/Mile
1.2
$0.14
1
$0.21
0.9
$0.31
Fare
$5.85
$3.07
$3.28
Non-Low Income
Transfers
Cost/Mile
1.3
$0.14
1.1
$0.24
1.0
$0.29
Table C.4: NCTD Minority Census Tract Average Fare, Transfer, and
Cost per Mile to Top 3 Major Destinations
Major Destination
Downtown San Diego
Oceanside
Palomar College
Fare
$5.79
$2.83
$3.08
Low Income
Transfers
Cost/Mile
1.2
$0.15
1.2
$0.22
0.8
$0.51
Fare
$5.65
$3.06
$3.24
Non-Low Income
Transfers
Cost/Mile
1.2
$0.14
1.1
$0.29
0.9
$0.26
Under Federal Transit Administration (FTA) Title VI Circular (FTA C 4702.1B), updated in
October 2012, NCTD is required to determine if service changes qualify as a major service
change. NCTD adopted three Board Policies to address this requirement, which can be found
on NCTD’s website at http://www.gonctd.com/policies.
Board Policy No. 30 Threshold for Major Service Change
Board Policy No. 31 Threshold for Disparate Impact on Minority Populations
Board Policy No. 32 Threshold for Disproportionate Burden
If a service change exceeds the major service change threshold as provided under NCTD Board
Policy No. 30, a service equity analysis is required.
C.3
CUSTOMER DEMOGRAPHICS
The following sections describe overall demographics of NCTD customers based on information
obtained from on-board surveys conducted by SANDAG in 2009. FTA Title VI Circular (FTA C
4702.1B) requires transit operators to conduct an onboard survey every five years, which
SANDAG performs on behalf of the District. SANDAG is conducting the latest on-board survey
effort during calendar year 2015. The results of this survey are expected in late 2016. The
District uses this information when conducting Title VI service equity analysis. The information
presented here provides a reasonable assessment of the customer demographics of NCTD
transit users to help NCTD better understand and meet the needs of its riders.
C.3.1 2009 SANDAG SURVEY KEY RESULTS
In 2009, SANDAG performed an onboard profile of ridership for the BREEZE, COASTER, and
SPRINTER. SANDAG surveyed passengers on board fixed route buses, asking questions
regarding trip behaviors and demographics. Some of the key findings from the report included
information regarding trip purpose, mode of travel, ridership frequency, and age of riders.
Mode of Travel
Figure C.6 shows the mode of travel comparison for the three forms of transit. The 2009
SANDAG survey found that on the BREEZE, 95 percent of riders walk to the first or last stop of
their one-way linked trip. COASTER riders had 46 percent who walked to their first or last stop
of their one-way linked trip, while one-third used an automobile and 19 percent used a bike.
The SPRINTER had 80 percent of riders walk to the first or last stop of their one-way linked trip,
while 12 percent used an automobile and 7.4 percent used a bike.
Given the high percentage of riders who walk to their first or last stop of their one-way linked
trip, adequate pedestrian access should be provided and maintained at the transit stops.
Pedestrian access may be enhanced through universal access design elements including the
use of sidewalks, ramps, crosswalks, barrier-free streetscape, etc.
Figure C.6: Mode of Travel (2009 SANDAG Survey)
100.0%
90.0%
80.0%
70.0%
60.0%
50.0%
40.0%
30.0%
20.0%
10.0%
BREEZE
COASTER
SPRINTER
0.0%
Trip Purpose
The survey found that on BREEZE, 31 percent of all trips are between home and work, while 29
percent of BREEZE trips are between home and school. On the COASTER, 68 percent of all
trips made were between home and work, while 11 percent were for recreational uses. On the
SPRINTER, 40 percent of all trips were made between home and school, while 20 percent were
between home and work. As seen in Figure C.7, the majority of trips for all three modes of
transit are home-work and home-school trips.
Identifying the trip purpose is an important element in understanding people’s daily travel needs.
As illustrated in the figure below, commuting from home to work or home to school is the
predominate activity typically occurring weekdays and during peak travel demand. Important in
transit planning, these non-discretionary trips help influence the corridors served and levels of
transit service (including days of week, hours of day, frequency, etc.) to be provided.
Figure C.7: Trip Purpose (2009 SANDAG Survey)
80.0%
70.0%
60.0%
50.0%
40.0%
BREEZE
30.0%
20.0%
COASTER
SPRINTER
10.0%
0.0%
Ridership Frequency
The survey found that the majority of riders on all three modes use transit four or more days a
week (Figure C.8). This group of customers included 80 percent of riders on the BREEZE, 70
percent of riders on the COASTER, and 65 percent of riders on the SPRINTER.
Similar to the trip purpose, ridership frequency is another important element in transit planning.
Ridership frequency is defined as trips that occur at regular frequency of at least four or more
days a week, and usually can be linked to activities such as home to work trips and home to
school trips. In response to these travel demands, transit should operate more frequently during
periods of greater demand (i.e., weekdays).
Figure C.8: Ridership Frequency (2009 SANDAG Survey)
70.0%
60.0%
50.0%
40.0%
BREEZE
COASTER
30.0%
SPRINTER
20.0%
10.0%
0.0%
Less than 1
day/week
1-3 days/week 4-6 days/week
7 days/week
Age of Riders
NCTD provides transit services that accommodate riders of every age; fares are structured to
accommodate and encourage youth, college students, and the elderly population to utilize
transit. The 2009 survey found that on the BREEZE, youth riders (ages 12-18) represent a
large share of the transit riders. On the COASTER, the age category with the highest ridership
was 35-49 years, while riders age 50 and above also rode the COASTER frequently; this is
expected because the COASTER has a high percentage of home-work trips. COASTER riders
typically have a higher household income than BREEZE or SPRINTER riders and are often able
to pay a higher fare for their commuter trips. The greatest percent of SPRINTER riders by age
is the 19-24 age category. This likely reflects the college student population making the homeschool trip. Figure C.9 depicts the age categories of transit riders for each mode of transit.
Figure C.9: Age of Riders (2009 SANDAG Survey)
35.0%
30.0%
25.0%
20.0%
BREEZE
COASTER
15.0%
SPRINTER
10.0%
5.0%
0.0%
12-18 Years 19-24 Years 25-34 Years 35-49 Years 50-59 Years
C.4
Over 60
Years
CUSTOMER SERVICE AND FEEDBACK
C.4.1 CUSTOMER SERVICE
An integral component of NCTD, the Customer Service Department is NCTD’s primary interface
with its customers and interacts with customers on multiple fronts. This department sells fare
media, provides direct customer communication, resolves customers’ problems, and serves as
the access point for customers to provide feedback regarding their experience with NCTD’s
service. Patrons may access Customer Service through transit stores, via telephone, the
internet, email, and social media. Staff are working to implement a new customer service call
center, whereby customers may call NCTD directly, rather than be routed through the Regional
Call Center. This will continue to improve customer experience.
Transit Stores
The District operates three separate transit store locations where patrons can walk in and speak
to a customer service representative. Locations and hours of operations are listed below:
OTC – Main Office
205 South Tremont Street
Oceanside, CA 92054
760-966-6500
Hours of Operation:
Monday – Friday
7 a.m. – 7 p.m.
Vista Transit Center (VTC)
101 Olive Avenue
Vista, CA 92083
760-966-6500
Hours of Operation:
Monday – Friday
8 a.m. – 5 p.m.
Escondido Transit Center (ETC)
700 West Valley Parkway
Escondido, CA 92025
760-967-2875
Hours of Operation:
Monday – Friday
7 a.m. – 7 p.m.
Patrons may also call customer service representatives from 7 a.m. – 7 p.m.
511
511 is a free phone serve and internet site
that consolidates the San Diego region's
transportation information into a one-stop
resource. The 511 phone service is available
throughout San Diego County by dialing 511
on nearly all landline and cellular phones, or
by dialing 1-855-GO-SD-511 (1-855-4673511) from any phone.
511 provides up-to-the minute information on
traffic conditions, incidents, and driving times;
transit schedules, routes, and fare
information; carpool and vanpool referrals;
bicycling information; and additional
information. 511 is available 24 hours a day,
7 days a week.
511 is managed by a partnership of public agencies including SANDAG, the California Highway
Patrol (CHP), the California Department of Transportation (Caltrans), MTS, NCTD, and San
Diego SAFE.
Customers inquiring about or needing assistance with their Compass Cards may also contact
the San Diego County Transit Information Service by dialing 511 and saying “Compass.”
Website
Customers can also obtain information about NCTD at GoNCTD.com. Here customers may
access information about NCTD and NCTD’s public transit services, including schedules and
maps, fares and passes, rider tools, accessibility information, contact information, and general
information about the District. Customers are encouraged to visit this website and learn more
about the District and its services.
GoNCTD.com contains interactive features. Customers may provide feedback to the District via
the “Contact” menu on the website. This feedback is sent via email to customer service
representatives who then track the information, contact the appropriate department, and
respond to the customer as appropriate.
Social Media
NCTD also has a presence on social media, with
up-to-the-minute information available via
Facebook and Twitter. Through social media, the
District broadcasts information regarding events,
promotions, and service alerts, keeping customers
constantly informed. Through social media, NCTD
demonstrates its commitment to customer service.
Like the District’s webpage, these social media
sites interactive and encourage customers to
follow and friend the District. On these sites,
customers can post comments regarding their
experience on NCTD’s modes or obtain answers
to questions in real time. Up-to-the-minute Twitter
feeds can be found on twitter.com/GoNCTD as
well as on the District’s home page at
GoNCTD.com. In addition to the communication
formats listed above, NCTD solicits information regarding service delivery in the following ways:
Surveys
In FY 2013, NCTD began soliciting customer feedback through annual customer surveys that
measure customers’ perception of service delivery and assist in identifying perceived strengths
and weaknesses of NCTD. NCTD will solicit this survey via online and paper formats. NCTD
will circulate the survey to customers on all modes of transit and also make the survey available
to customers at the transit stores.
Rider Reports
NCTD currently maintains a customer feedback reporting system called Rider Reports that
allows the District to enter, track, and respond to customer feedback including compliments,
complaints, requests, or statements. NCTD staff record, evaluate, research, and response to
each customer report. The Customer Service Department handles all Rider Reports for the
District. The process to submit a Rider Report is as follows:




Customer contacts NCTD (Phone, Walkin, email)
Customer service representative enters
the report into database system and
o Identifies nature of complaint
o Categorizes the complaint by
mode, route, and detailed issue
 Tags as ADA or Title VI if
applicable
Customer service representative assigns
report to appropriate NCTD department
for research and response
Once the department researches and
responds to report, customer service staff
develop a response letter to the customer

NCTD mails the response letter to the customer
Mystery Shopper
NCTD contracts a third-party mystery shopper
program that engages and evaluates service
delivery from the customer perspective every
quarter. The program is conducted for each
mode of transportation and also for the Customer
Service Department. Various NCTD
departments review mystery shopper reports to
identify strengths and weakness and to devise
corrective actions if necessary.
For the modal assessment, mystery shoppers
use an evaluation sheet that contains questions
regarding fare collection/verification, customer
service and quality, condition/cleanliness of
vehicle, displayed information and accessibility,
and perception of the overall experience.
For the customer service assessment, mystery shoppers use an evaluation sheet that contains
questions regarding phone call responsiveness and agent identification, customer service and
quality, professionalism, issue and problem solving, and perception of the overall experience.
Paratransit Certification
ADARide is a contracted service that NCTD uses to provide ADA certification for customers
interested in using the LIFT service. Certifications are issued to individuals approved to use the
LIFT service. These certifications are categorized as 1) unrestricted (unlimited), 2) conditional,
3) temporary, or 4) trip-by-trip. The various levels of eligibility determine when and how often a
LIFT client may utilize the LIFT service, as well as when LIFT clients should utilize other public
transit services. ADARide may also perform appeals, including by conducting one-on-one
meetings with LIFT applicants. Each month, ADARide provides lists of newly certified and recertified clients to NCTD and American Logistics. Customers may apply for certification by
calling to request an application, faxing a request, or submitting a request online. ADARide aims
to provide certification in 10 business days.
Reduced Fare Applications
NCTD offers reduced fares to seniors, persons with disabilities, and Medicare recipients.
Generally, NCTD approves applications for reduced fares on the spot. However, should a
person with a disability not be able to provide one of the qualifying proofs of eligibility, a health
care verification must be done to determine eligibility. NCTD aims to process applications for
reduced fares in 7 business days.
Appendix D: Regulations, Oversight and
Compliance
REGULATIONS, OVERSIGHT, AND COMPLIANCE
NCTD and the regional planning body, SANDAG, ensure that social equity is maintained
throughout all phases of planning.
D.1
CONTRACTED TRANSIT SERVICE MANAGEMENT
NCTD contracts with private companies for the operations and maintenance of COASTER and
SPRINTER rail services, BREEZE bus service, and FLEX and LIFT specialized services. By
contracting with the private sector, NCTD has been able to lower its cost of delivering services
while maintaining safe, clean, and high-quality service.
The FTA requires public transit agencies maintain robust oversight programs for services to
ensure all applicable federal requirements are met. NCTD implemented a Comprehensive
Compliance and Oversight Program (Program) which is dedicated to bringing all compliance
and oversight activities under a single plan to ensure NCTD meets its compliance obligations.
The Program, managed by NCTD's Compliance Officer, is comprised of specific protocols,
differentiated by mode and program, which are part of a formal schedule of oversight
assessments and audits. In addition to carrying out a scheduled set of oversight activities,
NCTD also conducts short or no-notice spot audits or assessments as deemed necessary. In
the event that a highly technical process or function requires a review or audit, the Program
calls for engaging external independent auditors on an as needed basis. The following section
describes NCTD’s oversight programs for rail, fixed route, and ADA paratransit operations and
maintenance.
Risk Roundtable
The risk roundtable was implemented in 2013 to improve communications between the District
and transit service contractors. It’s a monthly meeting between NCTD staff from operations,
risk, general counsel, compliance, safety and security divisions and each service
contractor. The goal is to identify any maintenance or operations issues that pose a risk to
achieving the District’s goal of providing on-time service on that mode. The program has led to a
number of significant changes, an additional focus on critical items, and an improvement of
services.
Rail Operations and Facilities Maintenance
Rail operations and facilities maintenance contracts (with Bombardier) are managed via an
oversight program and random independent audits. The FRA, and the California Public Utilities
Commission (CPUC) provide oversight and establish regulations with which NCTD must comply
as a rail operator. Accordingly, NCTD’s oversight program supports compliance with these
requirements along with performance requirements established within its contract with private
operators.
Oversight Program
Contractors are required to report performance metrics, maintenance inspections, and other
information as specified in the contract on a specific interval. This information is stored in a
management information system (MIS) and is audited by the NCTD oversight program. Audits
are conducted electronically through the MIS and manually through facility site visits. This
information is reviewed and checked against NCTD’s independent inspections and audits for
accuracy. The rail operations officer compiles a monthly oversight report which comments on
contractor’s compliance.
Audits
NCTD operations personnel perform random audits of contractor activities, and vehicle
condition to ensure a state of good repair. This is accomplished by auditing records (i.e. reports,
inspections and other documented actions) submitted by our contractors by way of our
management information system (Industry Safe). Audits are performed daily, weekly, monthly,
or yearly, depending on the information being audited. The purpose of these audits is to confirm
that the information the contractor keeps in the MIS is in accord with the hard copies of reports
maintained on-site.
Quality control inspections are performed on a random basis by qualified NCTD staff.
Inspections are compiled and submitted with the monthly rail oversight report. Inspections
contain, but are not limited to, the following information:











Rail check rides
Facilities inspections
Rail vehicle cleanliness inspections
Customer service inspections
Train operator requirements
Review of Preventative Maintenance Inspections (PMI) inspections
Safety and security inspections
Equipment inspections
Railroad track conditions
Vehicle maintenance inspections
Vehicle maintenance records inspections
Day-to-Day Management
General managers of Bombardier and NCTD staff members hold a daily conference call to
discuss incidents from the previous 24 hours. Incidents include, but are not limited to, the
following:





Late trains
Service calls
Equipment malfunctions
Safety incidents
Trespassers
Upcoming events and current projects are also discussed. Those items include, but are not
limited to:

Equipment needs






Frequency of trains
Extended hours
Safety and security
Fare media
Third party construction projects
Work windows
Service Disruptions
Contractors manage service disruptions by determining the necessary action and requesting
resources from NCTD via the rail operations officer. NCTD will support and approve remediation
of disruptions, and ensure all interested parties are informed, including the deputy chief
operations officer – rail operations, the manager of customer service, and the manager of
service planning. Rail contractors will operate service, and NCTD will inform the public of
service changes. The contractor is responsible for operating on the railroad and meeting all
federal railroad requirements.
Contract Oversight for BREEZE Fixed Route Bus Operations, Fleet and Facility
Maintenance.
NCTD staff includes two Deputy Chief Operations Officers and three additional quality control
supervisors who perform the following oversight duties:
1. Inspections: On average, NCTD performs more than 120-150 quality control
inspections monthly. Types include:
 Bus check rides
 Facilities inspections
 Bus cleanliness inspections
 Contract compliance inspections
 Review of Preventive Maintenance Inspections (PMI)
 Pit inspections
 Bus shelter inspections
 Vehicle inspections
 Vehicle maintenance records inspections
2. Invoicing: NCTD reviews submitted invoices monthly and as required. The invoices are
checked for accuracy and validated. Some of the types of invoices reviewed are the
following:
 Monthly billable scheduled miles
 Monthly billable hours for additional service
 Monthly service removed (trippers)
 Lost service credits
 Administrative monthly billing
 Facilities out of scope invoices (in excess of $5,000) or audit items
 Additional facility repair not included in contract



FLEX or LIFT fleet repair invoices
Engine and transmission rebuilds not included in contract (mileage based)
Other department invoices, IT, MOW, and property management
3. Reporting: Staff complete and provide several reports weekly, monthly, quarterly, and
yearly. NCTD reports outstanding issues to the contractor for corrective action. Some of
the reports include the following:
 Weekly performance numbers, OTP complaints, missed trips, and road calls
 Weekly management report to NCTD, performance and project based
 Monthly fixed route performance report
 MIS reporting
 B10 reporting
 California Air Resources Board CARB reporting
 EPA reporting (not included in contract)
 Maintenance plan (fleet)
 Maintenance plan (facilities)
 Operations plan
4. Oversight: District staff also provides additional oversight not covered in the above
mentioned item. Some of the additional requirements include:
 Customer service complaints
 Bus stop planning
 Scheduling
 Routing
 Project oversight
 Review of contractor required reporting
 Requisition submittals, review, and approvals
 Utilities oversight, billing, and invoicing
 Budget
 Vehicle engineering and construction
 Capital planning and project oversight
Paratransit Contract Management
NCTD outsources the operation of its ADA complementary paratransit service and eligibility
process. This public-private partnership is a key part of NCTD’s strategy to promote a costeffective, competitive framework in the delivery of paratransit service. Each contract is subject to
re-procurement at the end of the contract period. This enables NCTD to remain price
competitive for the delivery of quality paratransit service.
NCTD’s contract management and service oversight is responsible for ensuring that contractors
meet all applicable requirements as outlined in ADA law and the FTA “stand in the shoes”
provision. This provision requires contractors to meet the same accessibility requirements as
would apply if the NCTD were operating the system itself.
Paratransit contract management and oversight is based on a five-prong approach, shown
below and depicted in Figure D.1:
1.
2.
3.
4.
5.
Contract compliance
Adherence to key performance standards
Quality assurance
Service monitoring
Reporting requirements
Figure D.1: Key Focal Areas for Paratransit Contract Management and Oversight
Key
Performance
Standards
Contract
Compliance
Paratransit
Contractors
Reporting
Requirements
Quality
Assurance
Service
Monitoring
NCTD’s contract management team has cross-departmental responsibility for contract oversight
(Figure D.2). The deputy chief operations officer has overall responsibility, with administrative
support, for operation of the paratransit service. The ADA administrator is responsible for
systemwide ADA compliance with a key focus on paratransit operations. Paratransit operations
staff works closely with procurement and contract management staff. All contract changes and
modifications will be issued in writing and administered through the Contracts Department.
Figure D.2: Contract Management and Oversight Organizational Unit
Deputy Chief
Operations
Officer
Contract
Compliance
ADA
Administrator
Procurement
Contract Officer
As a mobility management leader, NCTD will educate and communicate with paratransit
customers on the menu of transportations options designed to meet their travel needs. NCTD
will also meet with key activity centers regularly to ensure that customers understand the
operating parameters of the LIFT paratransit service. NCTD will coordinate and sustain
alliances with regional transit partners such as MTS and OCTA to facilitate transfers that
provide maximum flexibility, improve transit access, and create a sustainable transit
environment.
NCTD will deploy both internal reviews and external auditing as a key component of the quality
assurance program and as set forth in the Comprehensive Compliance and Oversight Program.
Internal quality assurance staff will conduct monthly reviews of contract compliance. These
reviews will focus on KPIs and reporting requirements. NCTD will also utilize an external auditor
to conduct periodic comprehensive assessments of the LIFT and FLEX operations and
maintenance functions to ensure contract compliance requirements are being met.
Safety Oversight Compliance
Like all other transit systems, NCTD is expected to meet a high standard of safety to ensure that
customers and employees remain safe from accidents while riding and delivering transit
services. To maintain a high standard of safety transit agencies are required to comply with
mandated local, state, and federal regulations. NCTD also works to implement industry
standards and best practices when applicable and practicable. NCTD safety s influenced by:





Federal regulation and oversight
California regulations and oversight
Local/regional regulations and oversight
APTA standards
NCTD internal oversight, including contractor oversight
Each contractor working for NCTD is expected to keep safety the top priority. While NCTD
relies on contractors to follow their contracts and provide sound services, NCTD remains
responsible to all customers, employees, and oversight agencies for ensuring that transit
operations serve the best interest of the riding customers by following all required regulations
and complying with oversight agencies.
Employee Safety
NCTD is held accountable for providing a safe work environment for all employees and
complying with federal and California Occupational Safety and Health (Cal/OSHA) regulations
established to protect workers and the public from safety hazards through effective programs.
Cal/OSHA Title 8 regulations require employers to have an injury and illness prevention
program and provide training/education for employees in certain areas of health and safety. In
addition, proper storage of hazardous materials or chemicals is required to guarantee workplace
safety.
NCTD Safety Coordination and Oversight
NCTD’s Safety Division oversees transit system safety including contractor safety. The transit
service contractor, Bombardier has a representative responsible for the safety of their transit
service and organization. Coordination and communication is maintained between the
organizations via daily roll-calls, monthly safety meetings, regular contact through System
Safety Review Committee meetings, operational meetings, and addressing safety hazards and
other relevant safety tasks. NCTD’s Safety Division determines contractor safety compliance by
conducting audits, inspections, incident investigations, and after action reports. While hazards
are addressed immediately, corrective actions resolving other issue areas are addressed in as
timely a manner as practicable.
Rail Safety
Federal Transit Administration and Federal Railroad Administration
Rail transit systems are subject to a number of regulations that support the safety and security
of operations. Light rail must remain in compliance with FTA regulations 49 CFR Part 659, and
commuter rail must comply with FRA regulations 49 CFR Parts 200 – 299.
California Public Utilities Commission
At the state level, both NCTD commuter and light rail operations are subject to CPUC railroad
safety oversight; CPUC is the state safety oversight agency for the state of California and NCTD
(49 CFR Part 659). This oversight responsibility lies within the Consumer Protection and Safety
Division in the program areas of Motor Carriers, Railroad Safety, Highway/Rail Crossing Safety,
and Rail Transit Safety.
Bus and Paratransit Safety
California Highway Patrol
The CHP oversees certain aspects of bus vehicle safety and driver’s licensure. Bus and
paratransit vehicle operators are expected to follow all traffic laws and are subject to citation
from local law enforcement agencies when not in compliance.
Additionally, APTA has several best practices and recommendations related to transit bus
safety.
All NCTD employees and contract employees are responsible for the safety of transit services
by, at minimum, reporting any hazard or incident that degrades the safety of NCTD. Job
descriptions and plans further address and formalize appropriate and relevant responsibilities by
department or position.
D.2
ENVIRONMENTAL JUSTICE
Environmental justice means ensuring that plans, policies, and actions do not disproportionately
affect low-income and minority individuals. SANDAG ensures the meaningful involvement of
low income, minority, disabled, senior, and other traditionally underrepresented communities in
all public participation activities. NCTD follows the same guidelines set forth by SANDAG, thus
ensuring that no underrepresented communities are disproportionately affected by NCTD
service changes.
D.3
TITLE VI POLICY
NCTD is responsible for civil rights compliance and monitoring, which includes ensuring that
contractors, regardless of tier, and subrecipients, regardless of tier, properly abide by Title VI of
the Civil Rights Act of 1964, Executive Order 12898, “Federal Actions To Address
Environmental Justice in Minority Populations and Low Income Populations,” and the
Department of Transportation’s Guidance to Recipients on Special Language Services to
Limited English Proficient (LEP) Beneficiaries.
NCTD Board Policy No. 26 outlines the procedures under which complaints alleging
discrimination in NCTD’s provision of services or NCTD activities can be made by persons who
are not employees of NCTD. Title VI-related complaints are evaluated within NCTD’s customer
service complaint investigation process. Identified violations are managed and resolved as
provided in the NCTD Title VI Discrimination Complaint Process.
The Federal Transit Administration (FTA) Circular 4702.1B, “Title VI Requirements and
Guidelines for Federal Transit Administration Recipients,” was updated effective October 1,
2012. The updated Circular requires any FTA recipient that operates 50 or more fixed route
vehicles in peak service and serves a population of 200,000 or greater to evaluate any major
service change at the planning and programming states to determine whether those changes
have a disparate impact on minorities or disproportionate burden on low-income populations.
The NCTD Board of Directors approved the following three new Policies to comply with the
updated circular:
 Policy No. 30: Threshold for Major Service Changes – Establishes threshold for major
service changes at 25 percent
 Policy No. 31: Threshold for Disparate Impact on Minority Populations – Establishes the
threshold that defines a disparate impact as an impact resulting from a service change that
adversely affects a percentage of the minority population that is ten percent or more than
the average minority population of the NCTD service area
 Policy No. 32: Threshold for Disproportionate Burden on Low-Income Populations –
Establishes the threshold that defines a disproportionate burden as an impact resulting
from a service change that adversely affects a percentage of the low-income population
that is ten percent or more than the average low-income population of the NCTD service
area
The three policies address what qualifies as a major service change, what analysis must be
done prior to the implementation of a major service change, and what constitutes a
disproportionate burden or disparate impact on low-income and minority populations created by
the proposed action.
As required by the Circular, NCTD solicited public comment on the draft policies prior to Board
approval.
SANDAG performs triennial Title VI quality of service monitoring for the transit agencies in the
region, NCTD and MTS. The summary of the most recent Title VI analysis from 2012 is as
follows:
D.3.1 TITLE VI QUALITY OF SERVICE MONITORING
Transit Title VI service monitoring is conducted by SANDAG, on behalf of MTS and the NCTD,
based on the requirements detailed in Chapter V, Section 5 of the FTA Circular (FTA C
4702.1A). SANDAG conducts a low-income and minority (LIM) analysis by implementing the
quality of service methodology found in the circular to fulfill this requirement. This methodology
ensures that consistent service is delivered between different user groups and determines the
degree to which transit service is responsive to the needs of LIM communities. To do this, lowincome, non-low-income, minority, and non-minority census tracts are compared using five
different transit performance variables based on trips taken to the top three travel destinations.
Census 2010 data was utilized to determine the population characteristics while the fixed route
transit networks (for MTS and NCTD) were from fall 2011. Finally, the SANDAG four-step
regional travel demand model (Series 12) was used to conduct the evaluation. Twenty low
income, 20 non-low income, 20 minority, and 20 non-minority census tracts were randomly
selected from each transit district (MTS and NCTD) to determine the quality of service. The
three most frequently traveled destinations were identified separately for MTS and NCTD using
the most recent onboard passenger survey. For each of these most frequently traveled
destinations, the following service quality variables were evaluated as recommended by the
FTA, for each transit district:





Average peak hour travel time to destinations
Average non-peak hour travel time to destinations
Number of transfers required to reach the destination
Total cost of trip to the destination
Cost per mile of trip to the destination (tables for distance per trip have been added to
explain potential cost per mile deficiencies)
D.3.2 CONCLUSION
Overall, the LIM census tracts (in both MTS and NCTD service areas) were shown to have
faster service, lower fares, and similar transfers to the top three major destinations in each
service area. However, the LIM census tracts were generally shown to have a higher cost per
mile based on the close proximity of these tracts to the major destinations.
NCTD is also required to evaluate the impacts of major service and fare changes pursuant to
Chapter 5, Section 4 of the FTA Title VI Circular. NCTD conducted analyses for each as
required in the development of the Mobility Plan.
D.4
LIMITED ENGLISH PROFICIENCY (LEP) POLICY
To ensure compliance with Title Vl mandates, the Federal Transit Administration (FTA) requires
that agencies formalize their language-assistance efforts by creating, approving, and submitting
a Language Assistance Plan (LAP) that guides communications efforts to Limited-English
Proficiency (LEP) populations. During the recent Title Vl Triennial Program Update of San Diego
Association of Government’s (SANDAG), NCTD and MTS were informed that each transit
agency is required to approve and submit their own individual LAP based on SANDAG’s
completed four-factor analysis.
In November 2013, the NCTD Board of Directors approved NCTD’s LAP that documents the
District’s current means to provide language assistance as needed via written and oral sources,
and through customer service and media relations. The LAP details the variety of languageassistance services, including the translation of all critical rider information. Public-outreach
components that NCTD currently has in place that have an LEP component include public
meetings, transit-planning efforts, printed rider-information materials, customer surveys, call
centers, fare-collection points, and community-outreach events.
The LAP also includes staff training on the requirements to provide meaningful access and
enhanced ways to provided notice to the LEP population, including offering a variety of
resources/services in multiple languages including Spanish, Korean, Chinese, and Vietnamese,
provided at no cost to individuals. Services include but are not limited to oral interpreters,
written language services, and translations of vital documents. Individuals may request such
resources and services by contacting NCTD’s Customer Service Department.
D.5
ADA RIDER’S GUIDE
NCTD’s ADA Rider’s Guide is intended as a guide for customers and captures all of the
following information about NCTD’s accessible transit system and provision of ADA paratransit
service.
Pursuant to ADA, NCTD provides complementary paratransit service, or equivalent public
transportation, to individuals with disabilities who cannot board, ride, or navigate accessible
fixed route bus or train services because of their disabilities. NCTD has three categories of
paratransit eligibility: unconditional eligibility, conditional eligibility, and trip-by-trip eligibility.
Eligibility is not based on age, economic condition, or inability to drive an automobile.
NCTD’s ADA paratransit service, LIFT, provides origin to destination public transportation to
riders whose disabilities prevent the use of fixed-route bus and rail for some trips or all trips.
NCTD’s ADA paratransit service is provided within ¾ mile of a bus route or rail station, during
the same hours and days of operation as the fixed-route bus and rail system. The service area
also may include other small areas surrounded by the corridors.
In addition to the LIFT paratransit service, NCTD encourages certified paratransit riders to apply
for a reduced fare ID card, which allows free travel on BREEZE buses and SPRINTER trains,
and a reduced fare on COASTER trains. If a paratransit customer is certified for a personal
care attendant (PCA), the PCA can also ride free on the BREEZE and SPRINTER.
The Rider’s Guide describes eligibility criteria for ADA certification and instructions on how to
obtain certification and schedule a LIFT trip. The Rider’s Guide describes the accessibility of
NCTD’s transit system and the process by which one may request accessible communications.
NCTD provides accessible service through the use of accessible buses, rail cars, COASTER
and SPRINTER stations, multi-modal transit centers, and bus stops.
D.6
PUBLIC PARTICIPATION PROCESS
NCTD has a public participation process in place to ensure both the users of the system and the
public whose tax dollars help fund the system have a stake in service changes and capital
improvements made to the transit system. Additionally, SANDAG’s Board Policy No. 25 on
public participation/involvement establishes a process for obtaining input from and providing
information to the public concerning agency programs, projects, and program funding in order to
ensure the public is informed and has the opportunity to provide SANDAG with input so plans
can reflect the public’s desire.
D.6.1 BREEZE, SPRINTER, AND COASTER INDIVIDUAL SCHEDULES AND MAPS AND REGIONAL
TRANSIT MAP
A comprehensive set of printed materials is routinely published to explain NCTD’s services and
provide important information to passengers. The printing of new schedules, maps, and
timetables coincides with service changes that take place three times a year. These materials
can be found on the buses, COASTER and SPRINTER trains, at each of the transit centers, at
schools and libraries, and at the District’s headquarters located at 810 Mission Avenue in
Oceanside.
D.6.2 RIDER ALERTS/TAKE ONES
Rider alerts are used to notify passengers of upcoming route, schedule, or fare changes and
any other events that may be of interest. The marketing, service planning, and customer
service departments play a role in the production of these paper flyers, which are available in
both English and Spanish. Route and schedule changes are handled by NCTD, while fare
change notices are the responsibility of SANDAG. While some rider alerts are used as Districtwide announcements, others are produced and made available to a smaller segment of the
ridership. For example, NCTD may produce a notice to publicize an upcoming public hearing
for a service change or to announce a small schedule change.
D.6.3 BOARD MEETINGS
The Board Agenda is published 72 hours in advance at the Board’s meeting place. It is also
available for review at a number of libraries and government agencies throughout the service
area. At the Board meeting, anyone may fill out a “request to speak” card before the agenda
item is called. Fifteen minutes are allotted for public communications at the beginning of every
Board meeting, and each person is allowed three minutes to speak. Additional time at the end
of the meeting may be given to public comment, so that all speakers are allowed three minutes
each.
D.6.4 PUBLIC HEARINGS
A public hearing is required for the adoption of NCTD’s annual budget and for major public
transportation service changes in accordance with Board Policy No. 17 and 30. These hearings
require a 30-day notice, which is advertised to the public as a published notification in local
newspapers and a Spanish language newspaper with circulation in North San Diego County.
Information contained in the notice shall include:

Date, time and location of the public hearing

A statement that the intent of the public hearing is to provide an opportunity for
interested persons or agencies to be heard with respect to the effects of the proposed
changes

As applicable, route numbers of the services that would be affected with the proposed
major service change and the proposed effective date of the change

A statement that comments can be offered verbally or in writing, establishing the date
and time of the public hearing as the deadline for written submissions, and providing a
mailing address and facsimile number

A statement informing any interested parties of the location where a copy of the
proposed change would be available for inspection

A statement that NCTD does not discriminate on the basis of disability in the admission
or access to, or in treatment or employment in, its services, programs, and activities. It
shall include the contact person designated to coordinate ADA compliance, and said
person may be contacted 72 hours in advance of the public meeting to provide disability
accommodations if requested. It shall also include a statement that agenda materials
will be provided in accessible formats upon request

A statement that NCTD does not discriminate on the basis of race, color, or national
origin in the level and quality of transportation services and transit-related benefits in
accordance with the Title VI Civil Rights Act of 1964.
Speakers are limited to three minutes to speak on an item listed on the agenda. The speakers
may receive one donation of three minutes, for a maximum of six minutes. A written request to
speak is not required during public hearings.
D.6.5 FINAL PUBLIC NOTIFICATION OF CHANGES
Following Board approval of a fare increase or service change, NCTD will place a flyer aboard
all vehicles one week prior to the effective date of the change to inform the public of the
implementation of the change. The flyers shall be printed in English and Spanish.
Appendix G: SANDAG LOSSAN Projects
Description
8 Batiquitos Lagoon Double Track
7 Poinsettia Station Improvements
6 Carlsbad Village Double Track
5 Oceanside Through Track
This project will add 2.7 miles of second main
track from CP Ponto (MP 234.5) to CP Moonlight
(MP 237.2), Batiquitos Lagoon Bridge
replacement and La Costa Avenue grade crossing
expansion in Encinitas.
This project will add a third track and crossovers
in the City of Oceanside connecting to the
existing Oceanside Transit Center track at
approximately MP 226.4. The new track is
intended to accommodate Metrolink and/or
COASTER trains and relieve congestion at the
Oceanside Transit Center resulting in improved ontime performance.
Construction of one mile of second main track
from CP Longboard (MP 228.4) to CP Carl (MP
229.5) in Carlsbad. Includes passing through
Carlsbad station and a new bridge across Buena
Vista Lagoon.
Construct a new grade-separated crossing, install
new platform, fence, reconfigure tracks, and install
two crossovers, signals and track improvements.
This project will replace the northern most timber
trestle segment of Bridge 208.7 over San Onofre
Creek.
2 San Onofre to Pulgas Double Track (Design
Phase 1 includes design work from CP San
and Stage 1)
Onofre (MP 212.3) to CP Pulgas (MP 218.1) in
Camp Pendleton and the construction work of
stage 1 (MP 212.3 to MP 216.5). This project
adds 4.2 miles of second main track, signals, a
retaining wall, and a bridge replacement.
3 San Onofre to Pulgas Double Track (Stage 2) Stage 2 of this project includes the construction of
a 1.6-mile segment of second main track (approx.
MP 216.5 to MP 218.1) and bridges (MP 217.3
and MP 218.0).
4 Eastbrook to Shell Double Track (San Luis
Second main track between CP Eastbrook (MP
Rey River Bridge)
225.3) and CP Shell (MP 225.9) and replacement
of the San Luis Rey River Bridge (MP 225.4).
Project Name
1 North Green Beach Bridge
Design
PS&E
TBD
TBD
Jun-19
Sep-18
TBD
Construction
Construction
PS&E
Construction
Construction
May-15
Jul-17
Construction
TBD
52.9
21.5
6
25.9
6.9
TBD
37.7
0.9
Total
Approved
Open to Public Funded through Phase Funding ($M)
In addition to NCTD CIP, these are the projects being delivered by SANDAG along NCTD's rail corridor, the LOSSAN corridor.
Status as of April 2016
SANDAG LOSSAN PROJECTS
Transnet, FTA 5307
FTA 5307, Transnet - MC
FRA-PRIIA, Transnet - MC
FTA 5339, 5307
FRA - PRIIA, Transnet-MC
Prop 1B, STIP-II
Prop 1B, FTA RSTP, STIP-IIP
FTA 5307, NCTD
Funding Sources
Project Name
16 Sorrento to Miramar Phase 2
15 Sorrento to Miramar Phase 1
14 Sorrento Valley Double Track
13 Los Penasquitos Lagoon Bridges
12 Del Mar Bluffs Stabilization 3
11 San Dieguito Double Track and Platform
10 Chesterfield Drive Crossing Improvements
9 San Elijo Lagoon Double Track (Cardiff to
Craven)
This project includes 1.5 miles of new doubletrack from CP Cardiff (MP 239.6) to CP Craven
(MP 241.1). The project also includes
replacement of the San Elijo Lagoon Bridge at MP
240.4, and new signals.
The project includes final design and construction
of at-grade crossing improvements including all
bike and pedestrian facilities, double-track rail,
signals, and safety improvements at Chesterfield
Drive.
2.1 miles of second main track and San Dieguito
bridge replacement from CP Valley (MP 242.2) in
the City of Solana Beach to south of CP Del Mar
(MP 243.9) in the City of Del Mar. Project
includes construction of an event platform at the
Del Mar Fairgrounds.
This Project is the third phase of slope stability
improvements of coastal bluffs in the City of Del
Mar. This phase of the project will construct
additional improvements at locations between MP
244.1 and MP 245.7.
This project replaces three aging timber trestle
railway bridges (bridges 246.1, 246.9, 247.1). A
fourth bridge (247.7) was added in May 2013.
This project includes second main track from New
CP Torrey (MP 247.8) to existing CP Torrey (MP
248.8), 2 bridge replacements (MP 248.5 and
248.7), 250' platform extension to accommodate
an additional parking lot south of Sorrento Valley
Blvd to accommodate 75 additional parking
spaces.
Phase 1 of a two - phase project to eliminate the
existing bottleneck that occurs between CP Pines
and Miramar Road. Includes new double tracking
from CP Pines (MP 249.8) to temporary CP
Scripps (MP 251.2), upgrading the signal system,
providing draining enhancements, and
constructing a new bridge for the double track.
This project includes construction of second main
track and curve realignment from temporary CP
Scripps (MP 251.2) to CP Miramar (MP 253.0)
north of Miramar Hill in the City of San Diego.
Description
TBD
Mar-14
May-15
May-17
Mar-12
TBD
Jul-18
Jul-18
PS&E
Construction
Construction
Construction
Construction
Environmental Clearance
Construction
Construction
11
44
32.9
30.6
4.6
9.5
4.5
72.8
Total
Approved
FRA - PRIIA, STIP, Transnet - MC
STIP IIP, Prop 1B - TCIF, Transnet MC
FTA 5307, TCIF, Transnet - MC
FTA 5307, NCTD, FTA Tiger
PTA (STIP), Federal 5309
Transnet - MC, FRA PRIIA
FRA-PRIIA, Transnet - MC,
Transnet - BPNS
FTA RSTP, Transnet - MC, STIP
Funding Sources
22 Rose Canyon Bridge Replacements
21 Santa Margarita River Bridge
20 San Onofre Bridge Replacements
19 COASTER Preliminary Engineering
Replaces four aging timber trestle railway bridges
at MP 254.7, 255.1, 255.3, and 257.2 that were
built in the 1940's.
This project will add 0.9-miles of second main
track and realignment from CP Tecolote (MP
263.2) to CP Friar (MP 264.1) and the
replacement of the San Diego River Bridge.
Preliminary engineering and prioritization of
COASTER improvement projects not currently
part of the Transnet Early Action Program in
addition to preparation of Project Study Reports to
better projects.
This project replaces three aging timber trestle
railway bridges at MP 207.6, 207.8, and 209.9.
Project includes construction of a second main
track from CP Puller (MP 222.8) to CP Westbrook
(MP 223.6) and the associated replacement of the
existing single track Santa Margarita River Bridge
with a new double track bridge.
18 San Diego River Bridge
Description
Convert 2.6 miles of single track to double track
and install new signals. Replace one mile of
double track. Construct new replacement bridges
at MP 260.4, 259.6, 259.1, and 257.2.
Construction of new water loop system for City of
San Diego between Balboa Avenue and SR 52.
Project Name
17 Elvira to Moreno Double Track
Jan-20
Mar-14
Jan-20
N/A
Mar-19
Sep-19
Env/Design
Construction
Design
Preliminary Engineering
Construction
Construction
1.4
42.5
9.9
1.1
82.4
95
Total
Approved
FTA 5307, TDA
FTA 5307, TDA, Misc. project
revenue
FTA 5309 CA-03-0678, STIP IIP,
Prop 1B, TCRP, Insurance, FEMA
Transnet
Transet, FTA 5307
FRA - PRIIA, CMAQ (FTA), TCRP,
FTA RSCP, Transnet - MC
Funding Sources

Comprehensive Plan Fiscal Year 2017

Transcription

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