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HomeMy WebLinkAbout2022-07-28; Growth Management Citizens Committee; ; Presentation SlidesMay 26, 2022Meeting 5 July 28, 2022 Call to Order & Roll Call Approval of Minutes Public Comment Welcome &Introductions COMMITTEE PURPOSE Promote balanced consideration of a range of perspectives on issues affecting the future growth and quality of life in Carlsbad and identify the key elements of a new plan to manage growth in Carlsbad in a way that maintains an excellent quality of life while also complying with state law. 11 PERFORMANCE STANDARDS •City Administrative Facilities •Libraries •Parks •Drainage •Circulation •Fire Response •Open Space •Sewer Collection System •Schools •Water Distribution System •Wastewater Treatment Orientation, background & history COMMITTEE PROCESS MAR –APRIL 2022 Information & dialogue on existing standards Discussion & recommendation development for future standards MAY –AUGUST 2022 SEPT –OCT 2022 Draft recommendations available for public reviewCommittee meetings are open to the public and livestreamed. Review & discuss draft recommendations for new quality- of-life standards NOV 2022 –JAN 2023 Discuss & finalize report for City Council FEB 2023 TODAY’S AGENDA Discussion Items •Committee business –Fire performance standard •SANDAG Presentation –Population statistics and trends •Committee business –“Committee housekeeping” –Circulation performance standard •Committee member requests for future agenda items •Public comment (continued if needed) •Adjourn 1.Committee Business Fire Performance Standard FIRE PERFORMANCE STANDARD No more than 1,500 dwelling units outside of a five-minute response time. INTENT OF FIRE STANDARD •Distribute fire stations based on response distance •Consistent with best practices when standard established in 1986 •Allows up to 1,500 homes outside 5- minute reach FIRE STANDARD COMPLIANCE •No more than 1,500 homes outside 5-minute response –today and planned buildout Fire Station #Homes outside 5 minutes at buildout 1, 3 & 4 1,227 2 902 5 392 6 1,185 CONCERNS WITH CURRENT STANDARD •Sole focus is on geographic location of stations •Does not measure performance •Does not factor in call volume or call saturation OPTIONS AND CONSIDERATIONS •Should Fire be included in Growth Management Plan? •Adopt complete performance measures to aid deployment planning and to monitor performance •Measures of time should be designed to: •Deliver outcomes that save patients when possible •Keep small serious fires from becoming more serious MEDICAL EMERGENCIES & SMALL FIRES Treat pre-hospital medical emergencies and control small fires: •First-due unit should arrive within 7.5 minutes. 90% of the time from receipt of 9-1-1 call at fire dispatch •90-second dispatch time •2-minute company turnout time •4-minute travel time *Medical emergencies will be determined by the national dispatch criteria for determinant dispatching and will consist of “Echo” level calls. MULTIPLE-UNIT EFFECTIVE RESPONSE FORCE Multiple-Unit Effective Response Force should arrive within 11.5 minutes. 90% of the time from the receipt of the 9-1-1 call at fire dispatch to: Confine building fires near the room of origin Keep vegetation fires under five acres in size Extricate trapped victims within 30 minutes Treat multiple medical patients at a single incident HAZARDOUS MATERIALS RESPONSE The fundamental mission of the Department’s Haz-Matresponse is to isolate the hazard, deny entry into the hazard zone, and notify appropriate officials/resources to minimize impacts on the community. ▪First-due unit should arrive within 7.5 minutes. 90% of the time from the receipt of the 9-1-1 call at fire dispatch. ▪Provide initial hazard evaluation and/or mitigation actions ▪Determination can be made whether to request additional resources from the regional hazardous materials team TECHNICAL RESCUE RESPONSE Respond to technical rescue emergencies as efficiently and effectively as possible with enough trained personnel to facilitate a successful rescue •First-due total response time of 7.5 minutes. 90% of the time from the receipt of the 9-1-1 call at fire dispatch to: Evaluate the situation and/or initiate rescue actions. Assemble additional resources as needed within a total response time of 11.5 minutes. 90% of the time from the receipt of the 9-1-1 call at fire dispatch Safely complete rescue/extrication and provide medical transport DISCUSSION QUESTIONS •Is this standard important to quality of life in Carlsbad? •Should this standard be re-evaluated in any way? 2.Presentation: Population Stats and Trends Regional Economic Update City of Carlsbad Presented by Marcia Smith, Associate Economic Research Analyst July 28, 2022 San Diego Region Continued growth | 24 Annual growth rate is less than 0.5% for the region of 3.4 million. Peak of 3.6 million forecasted for 2055. Slowing growth of a diversified and balanced economy. Source: California Department of Finance, Real Estate Research Council of Southern California More than 10,000 homes were built in 2021 –a 15-year high but still well short of demand. Population Jobs Housing How Does Carlsbad Compare? | 25 •115,585 persons (2022)1 3.5% of regional population •0.2% annual growth rate 2016-20502 •120,313 forecasted for 20502 Population Jobs Housing Source: 1California Department of Finance; 22010 Census, SANDAG 2020 Demographic and Socioeconomic Estimates, SANDAG Series 14 Regional Growth Forecast; 32020 Census •47,734 units (2020)3 3.9% of regional housing •0.4% annual growth rate 2016-20502 •52,494 forecasted for 20502 •81,507 jobs (2020)2 4.7% of regional jobs •1.1% annual growth rate 2016-20502 •103,979 forecasted for 20502 Population 105,328 114,746 - 20,000 40,000 60,000 80,000 100,000 120,000 140,000 2010 Census 2020 Census Population Carlsbad Population 2010 and 2020 A Decade of Growth | 27Source: 2010 Census and 2020 Census 9% increase Population Gains: Comparing Carlsbad | 28 7% 9% 5% 13% 4%4% 0% 2% 4% 6% 8% 10% 12% 14% San Diego Region Carlsbad Vista San Marcos Oceanside Encinitas Ch a n g e f r o m 2 0 1 0 Population Growth 2010-2020 114,7463,298,6342020 Census Source: 2010 Census and 2020 Census; SANDAG calculations 98,381 94,833 174,068 62,007 The Aging Population | 29 24% 22% 76% 78% 0 20,000 40,000 60,000 80,000 100,000 120,000 140,000 2010 Census 2020 Census Population by Age Category 2010 and 2020 Under 18 18 and Older Source: 2010 Census and 2020 Census 2% decrease 105,328 114,746 Population Pyramids: Carlsbad 2010 and 2020 | 30 (6,000)(4,000)(2,000)0 2,000 4,000 6,000 <5 5 10 15 20 25 30 35 40 45 50 55 60 65 70 75 80 85 plus Carlsbad 2020 Population (114,463) Male Female (6,000)(4,000)(2,000)0 2,000 4,000 6,000 <5 5 10 15 20 25 30 35 40 45 50 55 60 65 70 75 80 85 plus Carlsbad 2010 Population (107,257) Male Female Source: 2010 Census, SANDAG 2020 Demographic and Socioeconomic Estimates Population Forecast: Carlsbad 2020 and 2050 | 31 (6,000)(4,000)(2,000)0 2,000 4,000 6,000 <5 5 10 15 20 25 30 35 40 45 50 55 60 65 70 75 80 85 plus Carlsbad 2050 Population Forecast (120,313) Male Female (6,000)(4,000)(2,000)0 2,000 4,000 6,000 <5 5 10 15 20 25 30 35 40 45 50 55 60 65 70 75 80 85 plus Carlsbad 2020 Population (114,463) Male Female Source: SANDAG 2020 Demographic and Socioeconomic Estimates, SANDAG Series 14 Forecast White 74.9% Hispanic14% Black1.2% American Indian0.3%Asian7.0% Pacific Islander 0.2% Other Race0.2%Two or More Races3.0% 2010 Census Increasing Diversity | 32Source: 2010 Census and 2020 Census White69.0% Hispanic15.1% Black 1.1% American Indian 0.2%Asian 7.8% Pacific Islander0.2% Other Race 0.5% Two or More Races6.0% 2020 CensusCarlsbad Population by Race/Ethnicity Higher Household Income | 33Source: SANDAG 2020 Demographic and Socioeconomic Estimates 0% 5% 10% 15% 20% <$15K $15K - $29.9K $30K - $44.9K $45K - $59.9K $60K - $74.9K $75K - $99.9K $100K - $124.9K $125K - $149.9K $150K - $199.9K ≥$200K Pe r c e n t o f T o t a l H o u s e h o l d s Carlsbad Households by Income Category (2010$, adjusted for Inflation) 2010 2020 Carlsbad Median Household Income $100,177 (2020) Carlsbad Median Household Income $77,746 (2010) Household Income: Comparing Carlsbad | 34Source: SANDAG 2020 Demographic and Socioeconomic Estimates 0% 5% 10% 15% 20% <$15K $15K -$29.9K $30K -$44.9K $45K -$59.9K $60K -$74.9K $75K -$99.9K $100K -$124.9K $125K -$149.9K $150K -$199.9K ≥$200K Pe r c e n t o f T o t a l H o u s e h o l d s Carlsbad San Diego Region Carlsbad Median Household Income $100,177 San Diego Region Median Household Income $72,238 Households by Income Category (2010$, adjusted for Inflation) | 35 $72,238 $100,177 $68,025 $71,587 $66,271 $100,940 $0 $20,000 $40,000 $60,000 $80,000 $100,000 $120,000 San Diego Region Carlsbad Vista San Marcos Oceanside Encinitas Median Household Income (2020) Median Household Income: Comparing Carlsbad Source: SANDAG 2020 Demographic and Socioeconomic Estimates Jobs Job Growth Source: SANDAG Series 14 Regional Growth Forecast 75,912 82,382 88,373 95,119 98,168 100,285 102,292 103,979 - 20,000 40,000 60,000 80,000 100,000 120,000 2016 2020 2025 2030 2035 2040 2045 2050 Forecast Year Carlsbad Jobs Forecast 2016-2050 Base Year SR 78 Corridor Employment Center Forecast shows 35% job growth 2016-2050 as expansion in key industries continues. 2016:293,209 jobs 2050:394,681 jobs | 38Source: SANDAG (2019, May). 78 Corridor employment center, Employment centers in the San Diego region: An analysis of where people live and work [Map 1]. Employment Trends: Comparing Carlsbad Jobs increase 35% from 2016 to 2050 | 39 - 20,000 40,000 60,000 80,000 100,000 120,000 2016 2020 2050 SR 78 Corridor Jobs Forecast Carlsbad Vista San Marcos Escondido Oceanside Encinitas Source: SANDAG Series 14 Regional Growth Forecast Base Year 293,209 jobs 315,916 jobs 394,681 jobs Forecast Summary: Carlsbad | 40Source: SANDAG Series 14 Regional Growth Forecast 113,179 118,068 118,719 120,313 75,912 88,373 98,168 103,979 46,152 49,299 51,552 52,494 0 20,000 40,000 60,000 80,000 100,000 120,000 140,000 Forecast Year Carlsbad Growth2016-2050 Total Population Jobs Housing Units 20252016 Base Year 2035 2050 Housing units Jobs Persons Housing Meeting the Region’s Housing and Climate Goals 171,685 new homes by 2029 20% GHG reduction by 2035 | 42 Sustainable Communities Strategy: Bringing Housing & Mobility Options Together | 43 Series 14 Regional Growth Forecast 2016-2050Series 9 Regional Growth Forecast 1995-2020 | 44 Growth Forecast San Diego Region | 45 San Diego Region Growth Forecast Comparing growth | 46 San Diego Region Growth Forecast Comparing growth 66.3% 31.1% 2.5% 2050 66.7% 30.4% 2.9% 2010 67.7% 29.5% 2.8% 2020 Single Family*Multifamily Mobile Home and Other Carlsbad Housing 2010, 2020 and 2050 | 47Source: 2010 Census, SANDAG 2020 Demographic and Socioeconomic Estimates, SANDAG Series 14 Regional Growth Forecast *Note: Single family includes both attached and detached single-family homes 44,422 Housing Units 47,183 Housing Units 52,494 Housing Units 26,386 24,575 9,578 12,455 7,858 0 5,000 10,000 15,000 20,000 25,000 30,000 35,000 40,000 45,000 50,000 19 7 0 19 7 1 19 7 2 19 7 3 19 7 4 19 7 5 19 7 6 19 7 7 19 7 8 19 7 9 19 8 0 19 8 1 19 8 2 19 8 3 19 8 4 19 8 5 19 8 6 19 8 7 19 8 8 19 8 9 19 9 0 19 9 1 19 9 2 19 9 3 19 9 4 19 9 5 19 9 6 19 9 7 19 9 8 19 9 9 20 0 0 20 0 1 20 0 2 20 0 3 20 0 4 20 0 5 20 0 6 20 0 7 20 0 8 20 0 9 20 1 0 20 1 1 20 1 2 20 1 3 20 1 4 20 1 5 20 1 6 20 1 7 20 1 8 20 1 9 Source: Economic Research Bureau, Greater San Diego Chamber of Commerce, Forecast Bulletin Economic Indicators (1970-1992); Real Estate Research Council (RERC) of Southern California, Real Estate and Construction Report (1993-2019) Mira Mesa, Scripps Ranch Peñasquitos, North Coast, San Marcos Peñasquitos, Scripps Ranch, Eastlake,San Luis Rey Carmel Valley, Poway/Rancho Bernardo, Eastlake Residential Permits Issued | 48 20 2 0 20 2 1 20 2 2 70,000 unit shortage Questions Stay connected with SANDAG Explore our website SANDAG.org Email: marcia.smith@sandag.org Follow us on social media: @SANDAGregion @SANDAG 3.Committee Business Committee Housekeeping Items PUBLIC COMMENTS & INPUT •City Hall location –Aug. 16 City Council meeting •Day-to-day management of the Senior Center •Ponto Park •Reservoir solar panels •Village development BROWN ACT REMINDER SUBCOMMITTEES PRIORITIZING POTENTIAL NEW TOPICS PROJECT SCHEDULE PROJECT SCHEDULE Circulation Performance Standard •Current Growth Management Plan •How Roadway Improvements are Funded •How Transportation Analysis has Changed •Best Transportation Practices for Sustainable Growth •Growth Management Plan Standards Discussion OUTLINE Current Growth Management Plan​ CURRENT GROWTH MANAGEMENT PLAN Established in 1986 •Updated with the 1994 General Plan Update •Updated with the 2015 General Plan Update Main Goals •Provide a framework growth should occur •Ensure that new development pays its own way 2015 General Plan Update Set the GMP Circulation Standard •Established a livable streets approach to mobility •Emphasized a multi-modal approach to transportation •Established a Complete Streets network within the city Circulation –Implement a comprehensive livable streets network that serves all users of the system –vehicles, pedestrians, bicycles and public transit. Maintain LOS D or better for all prioritized modes of travel, as identified in the General Plan Mobility Element, excluding LOS exempt intersections and streets approved by the City Council. GROWTH MANAGEMENT PLAN POLICY 3-P.3 Apply and update the city’s multi-modal level of service (MMLOS) methodology and guidelines that reflect the core values of the Carlsbad Community Vision related to transportation and connectivity. Utilize the MMLOS methodology to evaluate impacts of individual development projects and amendments to the General Plan on the city’s transportation system. 3-P.4 Implement the city’s MMLOS methodology and maintain LOS D or better for each mode of travel for which the MMLOS standard is applicable, as identified in Table 3-1 and Figure 3-1. CURRENT GENERAL PLAN POLICIES LIVABLE STREETS VS LIVABLE STREETS CURRENT TRAFFIC TRENDS IN CARLSBAD HOW PEOPLE TRAVEL: TRAVEL MODE SPLIT 5%4%0% 92% Carlsbad Blvd.: Avenida Encinas to Ponto Pedestrian Bicycle Transit Vehicle 0%1%1% 98% El Camino Real, Chestnut to Tamarack Pedestrian Bicycle Transit Vehicle GENERAL PLAN POLICIES –GROWTH MANAGEMENT PLAN 3-P.5 Require developers to construct or pay their fair share toward improvements for all travel modes consistent with this Mobility Element, the Growth Management Plan, and specific impacts associated with their development. 3-P.9 Develop and maintain a list of street facilities where specified modes of travel are exempt from the LOS standard (LOS exempt street facilities), as approved by the City Council. To exempt vehicle mode of travel from LOS standard, the street facility must be identified as built-out by City Council because: a.obtaining rights of way not feasible; or b.proposed improvements significantly impact environment in an unacceptable way; or c.proposed improvements result in unacceptable impacts to other community values or General Plan policies; or d.proposed improvements require more than three through lanes in each direction GENERAL PLAN POLICIES: GROWTH MANAGEMENT PLAN 3-P.11 Require new development that adds vehicle traffic to street facilities that are exempt from the vehicle LOS standard (consistent with 3-P.9) to implement: a.Transportation Demand Management strategies that reduce the reliance on single-occupant automobile and assist in achieving the city’s livable streets vision. b.Transportation Systems Management strategies that improve traffic signal coordination and improve transit service. HOW TO MANAGE TRAFFIC WITHOUT WIDENING ROADS Adds pressure to the roadway network Reduce trips through Transportation Demand Management Maximize roadway capacity With Transportation System Management Move more people with less asphalt Growth Result Solution TRANSPORTATION DEMAND MANAGEMENT TYPES OF MEASURES •Creating ridesharing services •Offering flexible work schedules •Providing amenities for alternative travel modes such as bike racks, lockers, showers, carpool parking , etc.. •Having dining, laundry, services at worksites •Giving incentives for not commuting alone by car •Encouraging use of public transit TRANSPORTATION SYSTEMS MANAGEMENT •Transportation system management strategies that improve traffic signal coordination, improve transit service, and access for all modes. •Signal detection for vehicles, buses, bikes and pedestrians. •City currently allows developments to purchase updated signal controllers as mitigation. Questions? How Roadway Improvements are Funded​ Grant Funding •SANDAG’s Active Transportation Grant Program and Smart Growth Incentive Program •FHWA Highway Safety Improvement Program •Caltrans sustainability grants Developer Funding •Direct mitigation and frontage improvements •Transportation Impact Fees •Regional Transportation Congestion Improvement Program Fees •Other financing mechanisms, infrastructure districts, bridge thoroughfare districts… Taxes •TransNet (half-cent sales tax) •Gas Tax HOW ROADWAY IMPROVEMENTS ARE FUNDED WHO IS RESPONSIBLE FOR THE TRANSPORTATION NETWORK •Local roadways •Traffic signals •Sidewalks •Multi-use trails •Bicycle facilities •On-street parking •Mainline freeways •Freeway over/under Passes •Ramp meters •Traffic signals at ramps •Managed lanes •Park & Ride facilities •Regional Network Funding & Planning •Transit planning •Sustainable Communities Strategy •Bus operations •The COASTER •Rail right-of-way operation and maintenance •Transit station amenities •Flexible fleets Questions? How Transportation Analysis has Changed​ Vehicular traffic All modes of travel Trip generation 1950s to the Early 2000s 2010s to Now Vehicular delay Travel efficiency Vehicular travel time Connectivity of all modes Vehicle miles traveled (VMT) HOW TRANSPORTATION ANALYSIS HAS CHANGED CALIFORNIA SENATE BILL 743 Required jurisdictions to adopt VMT based CEQA Thresholds by July 1, 2020 Disallowed LOS-based CEQA thresholds for land development projects September 2013 –Governor Signed Bill December 2018 –OPR Finalized Guidelines December 2018 –Natural Resources Agency updates CEQA Guidelines July 2020 -Opt-in Period Ends WHAT IS VEHICLE MILES TRAVELED 2 Miles 1 Mile 3 Vehicle Miles Traveled2 Trips WHY VEHICLE MILES TRAVELED 1 Mile 1 Mile 1 Mile 1 Mile 5 Miles WHY VEHICLE MILES TRAVELED Which is More Impactful? 4 Miles 5 Miles 1 Mile 1 Mile 1 Mile 1 Mile HOW ARE IMPACTS DETERMINED Proposed Project Area Total Project VMT Total Project Residents Vehicle Miles Traveled Per Capita Project VMT: 200 Miles Residents: 10 People VMT Per Capita: 20 Miles Per Person Residential Projects HOW ARE IMPACTS DETERMINED Average VMT/Person in the Region 85% of the VMT/Person in the Region What the project is allowed to generate Impact Mitigate HOW ARE IMPACTS DETERMINED Retail / Commercial Projects 3 Miles 1.5 Miles Current Retail New Retail No Net Increase in VMT IMPACTS OF ROADWAY INFRASTRUCTURE PROJECTS New Standard: Roadway infrastructure projects that induce vehicular travel demand are considered to have a VMT related impact. •Pedestrian Facility Improvements •Bicycle Facilities •Multi-Use Trails •Transit Only Facilities •HOV Facilities •Non-Capacity Enhancing Safety Improvements •Roadway Extensions that Will Create a Shorter Trip Length and Reduce the Over All VMT No Impact •Improvements that Improve Travel Time •Capacity Enhancing Roadway Projects •Additional Turn-Lanes at Intersections •Improvements that Result in Additional Trips •Roadway Extensions to Accommodate New Development •Roadway Improvements that Incentivize People to Drive Further Now Creates An Impact Transportation Demand Management HOW DO YOU MITIGATE FOR VMT Implement Multi-Modal Infrastructure HOW DO YOU MITIGATE FOR VMT Questions? Best Practices​ •Plan for growth in areas where the transportation network can accommodate it •Provide a diversity of land uses •Develop a system of mobility hubs •Provide infrastructure that allow travelers to have options •Plan for multi-modal connectivity •Utilize fee programs to require development to pay their fair-share and mitigate their impacts BEST PRACTICES Questions? Questions? HOW ARE IMPACTS DETERMINED Retail / Commercial Projects 3 Miles 1.5 Miles Current Retail New Retail No Net Increase in VMT CHANGING MODES 1.5 Miles 0.5 Miles Access Retail and Services $3.2 Billion HAVE GROWTH PAY THEIR FAIR-SHARE VIA FEE PROGRAMS Growth Management Plan Housing Element Livable Streets SMP Implement More Housing & Less Strain on the Transportation Network New Homes Generate Traffic / VMT Fee Program to Implement SMP and Mitigate VMT Impacts Accommodate traffic growth with shifts in modes, equity, and efficiency FEE PROGRAM STRUCTURE Transportation System Management Program Transportation Impact Fee Program Livable Streets CEQA VMT Mitigation Fee Program Transportation Demand Management SMP Improvements Accommodate Travel from New Growth Move More People with Less Asphalt Reduce VMT Mitigate VMT Impacts Sustainable Growth Questions? The Future of Growth Management Plan Standards Discussion FUTURE GROWTH PROJECTIONS FOR TRIPS IN CARLSBAD •With the recent state law changes, like SB9 and SB10, the future residential units going up •With the increase in units will be increase in vehicle trips and demand •Under current vehicle LOS standards, the city will experience future roadway deficiencies PRESENT TRENDS PRESENT TRENDS 110 111 0 20000000 40000000 60000000 80000000 100000000 120000000 140000000 160000000 180000000 NCC Mode Share North Coast Corridor Program Mode Share I5 ADT (2017)Coaster Boardings (2021)I5 ADT (2017)2 Coaster Boardings (2017) PRESENT TRENDS VMT: GOOD VS. BAD? https://sdforward.com/ mobility-planning/2021- regional-plan STATUS OF REGIONAL PLAN •December 10, 2021, meeting, after adoption of the 2021 Regional Plan, the Board of Directors directed staff to immediately begin evaluation of a potential update •July 8, 2022, Board of Directors approve a revision with schedule estimated through 2025 CONCLUSIONS AND FUTURE CONSIDERATIONS •Given how technology changed the transportation landscape over the last decade, SANDAG must continually reevaluate whether the portfolio of projects remaining to be completed are the best mix for achieving congestion relief and the other goals of the TransNet Program. >>> •Regardless, if autonomous vehicles become commonplace, SANDAG must be nimble in its decisions on the design, operation, and supply of roadways, public transit, and active demand traffic management practices and employ planning efforts that avoid building expensive infrastructure that may soon become obsolete. Selected PWP/TREP Multi- Modal Project (Alternative 18) •Double Track LOSSAN, Enhanced Regional Transit Service, and Four Buffer- Separated Express Lanes CONSIDERATIONS FOR TRANSNET MOVING FORWARD Selected PWP/TREP Multi- Modal Project (Alternative 18) •Double Track LOSSAN, Enhanced Regional Transit Service, and Four Buffer- Separated Express Lanes CONSIDERATIONS FOR TRANSNET MOVING FORWARD Flexible public transit fleets on managed lanes: •Microtransit: On-demand transit, e- bikes, future mobility technology (wheels) •Shared transportation options •Flexible, compact, affordable, shared and provide direct access to destination CONSIDERATIONS FOR TRANSNET MOVING FORWARD CONSIDERATIONS FOR TRANSNET MOVING FORWARD CONSIDERATIONS FOR TRANSNET MOVING FORWARD Future updates to the Regional Plan: •Considering trends over the last 7 years, review model assumptions predicting increased transit ridership •Consider increasing budget for Complete Corridors, Flexible Fleets and Active Transportation •Future changes to Extension Ordinance or Expenditure Plan reviewed by City/County Technical Advisory Committee (CTAC) or Mobility Working Group and ITOC PRESENT TRAVEL MODE CHOICES: TRAVEL TIME EXAMPLE •TRIP START: Carlsbad Village •TRIP END: Sorrento Valley Employment Center PRESENT TRAVEL MODE CHOICES Travel Mode Travel Time Average Speed Trip Legs Drive (SOV)32 min.44 MPH Walk, Drive, Park, Walk Rideshare 42 min.34 MPH Walk, Rideshare, Walk Transit (COASTER)2 hr. 19 min.10 MPH Walk, Rideshare, Train, Rideshare, Walk Bike 2 hr. 8 min.11 MPH Bike, walk E-Bike 1 hr. 13 min.20 MPH E-Bike, walk Carlsbad Village to Sorrento Valley Employment Center FLEXIBLE FLEET SERVICES Micromobility Ridehail & Carshare Rideshare Microtransit Last Mile Delivery Low-speed devices On-demand vehicles Shared rides On-demand shuttles Ground and aerial package delivery Circulation –Implement a comprehensive livable streets network that serves all users of the system –vehicles, pedestrians, bicycles and public transit. Maintain LOS D or better for all prioritized modes of travel, as identified in the General Plan Mobility Element, excluding LOS exempt intersections and streets approved by the City Council. POSSIBLE UPDATES •Should we implement policies that allow the city to provide faster, fairer, cleaner, and safer mobility options? •Should we remove LOS standards for monitoring purposes and focus on improving citywide connectivity? Questions? DISCUSSION QUESTIONS •Is this standard important to quality of life in Carlsbad? •Should this standard be re-evaluated in any way? Committee Member Requests for Future Agenda Items Public Comment Adjournment Next Meeting: Aug. 25, 2022