HomeMy WebLinkAbout2022-05-09; Economic Development Subcommittee; ; Carlsbad Mobility Program UpdateEconomic Development Subcommittee
Meeting Date:
To:
From:
Item #3:
Recommendation:
May 9, 2022
City Council Economic Development Subcommittee
David Graham, Chief Innovation Officer
Nathan Schmidt, Transportation Planning and Mobility Manager
Carlsbad Mobility Program Update
{city of
Carlsbad
Receive an informational report regarding city mobility efforts, discuss and provide recommendations.
Executive Summary:
Staff will present and discuss the subject of the past, present, and future of mobility in and around
Carlsbad, including an evaluation of mobility trends and choices with a focused review of a potential
microtransit program in the Carlsbad Village.
Discussion:
The city is exploring new possibilities of how people are able to travel between home, work, and
destinations of play. Today, there are many new alternatives to driving such as carshare, bikeshare, TNCs
(Uber/Lyft), microtransit, and neighborhood electric vehicles. Due to the city's high demand, limited
capacity on its local roads, and limited parking supply, the city has identified the need to study and
implement mobility options and transportation demand management (TDM) strategies that increase
connections to transit and provide for local circulation.
City of Carlsbad Trolley Feasibility Study:
In July 2019, Kimley-Horn prepared a Trolley Program Feasibility Study (Exhibit 1) to evaluate trolley
options to serve major destination along the city's coast which includes the Carlsbad Village, Barrio and
beach areas. The study was a continuation of a recommendation in the Carlsbad Coastal Mobility
Readiness Plan (Coastal Plan) that was developed in January 2016. The Coastal Plan advised the city to
consider trolley services as a mobility option designed to enhance and reinforce the SANDAG model for
mobility hubs. The Trolley Feasibility Study was noted to support several existing city efforts and plans,
which includes the following documents:
• Climate Action Plan
• Carlsbad Coastal Mobility Readiness Plan
• Village, Barrio, and Beach Area Parking Management Plan
• Village and Barrio Master Plan
• Carlsbad Sustainable Mobility Plan
The study's approach consisted of reviewing the best practices, stakeholder input and engagement, big
(travel) data analysis and a recommendation of trolley alternative concepts. Review of best practices
included research of trolley and circulator services implemented by other coastal cities similar to Carlsbad.
Stakeholder input and engagement included coordination with multiple City of Carlsbad departments and
other agencies such as NCTD, SAN DAG and Caltrans. The analysis of travel data was done using Streetlight
Data Analytics which were used to understand the existing travel patterns in the project area. This travel
data analysis revealed the following findings:
May 9, 2022 Item #3 Page 1 of 63
• The weekend presents the largest potential market for the proposed local-circulator service as
more trips occur in the potential service areas during the weekend
• The weekdays show a peak travel around the lunch period (12:00 PM -2:00 PM) and evening
commute hours (4:00 PM -7:00 PM)
• The weekends show consistent travel activity throughout the day {10:00 AM -8:00 PM)
• There is a high concentration of trips within the Village area
Finally, using the above listed approaches, three recommended trolley alternatives were developed for
consideration.
Alternative A was proposed to operate as a fixed route shuttle service. It would operate between the
Village/Barrio area to the North Ponto Beach area, running along Carlsbad Boulevard with limited stops.
It is proposed to operate every day between 11:00 am to 7:00 pm with 15-minute headways. The route is
proposed to be operated using a small rubber tire vehicle. The estimated year one total capital and
operations and maintenance cost is between $1.9 and $4.9 million.
Alternative B was proposed to operate as a zone based on-demand micro transit service. This would
operate within a defined zone that includes the Village/Barrio areas, west of 1-5 and between Buena Vista
Lagoon and Agua Hedionda Lagoon. This service would operate as on-demand, meaning it would use a
navigation system that would accept real-time requests for pick-ups and drop-offs. The service would be
used for short trips under 15 minutes in duration. It is proposed to operate every day between 11:00 am
to 7:00 pm. The route is proposed to be operated using a neighborhood electric vehicle able to hold
between five and 12 passengers. The estimated year one total capital and operations and maintenance
cost is between $360,000 and $651,000.
Alternative C was proposed to operate as a dynamic fixed route shuttle service. It would operate with a
fixed-route alignment with limited stops where riders could book trips on-demand, in advance or on a
subscription basis. The service would have two or three stops that passengers could get on without a
reservation. It would operate between the Village/Barrio area to the North Ponto Beach area, running
along Carlsbad Boulevard. It is proposed to operate every day between 11:00 am to 7:00 pm with 30-
minute headways for "no reservation" stops. The route is proposed to be operated using a small rubber
tire vehicle. The estimated year one total capital and operations and maintenance cost is between $1.0
and $1.7 million.
City of Oceanside Downtown Microtransit Pilot Program:
On April 6, 2022, the City of Oceanside City Council approved a contract with an electric shuttle operator
called Circuit to operate a free six-month microtransit pilot program. The pilot program is scheduled to
begin service on Memorial Day weekend and operate for a period of six months, that includes a fleet of
five on-demand electric shuttles. Vehicles will operate within a service area that includes Downtown
Oceanside including the areas west of Interstate 5 between Vista Way on the south and the Oceanside
harbor on the north. The initial operating hours will be from 10 AM to 10 PM, though the hours may be
adjusted based on ridership demand. Riders will schedule rides using a telephone or computer app. The
total cost of the six-month pilot program is $321,361 and all rides will be free, similar to the FRED service
in Downtown San Diego which is also operated by Circuit.
Status of the Carlsbad Connector
May 9, 2022 Item #3 Page 2 of 63
NCTD continues to plan for the relaunch of an on-demand microtransit service similar to the Carlsbad
Connector, however the launch date has been postponed to the Fall of 2022. NCTD has expressed that
the specific launch date will continue to be dependent on the post-COVID-19 recovery and it is planning
to issue an RFP to select a consultant that will provide the software application for this on-demand transit
service.
NCTD+ Ride Share Pilot Program
On September 16, 2021, the NCTD Board of Directors approved an agreement with rideshare providers
Uber and Lyft for a microtransit pilot program to provide first/last mile connections at three station
locations within the NCTD service area including the Carlsbad Poinsettia COASTER station and the Sorrento
Valley COASTER station. The service is intended to provide commuters with connections to and from these
two transit stations in line with the expansion of COASTER service which will increase frequencies
significantly over the current schedule.
Uber and Lyft will provide rideshare services for trips within specified geofenced areas that either start or
end at the Poinsettia COASTER station. In addition, passengers with a mobility device can book similar
discounted trips for curb-to-curb service via an NCTD vehicle using the TripShot application. To utilize the
pilot service, COASTER riders will book trips via the Uber, Lyft, or TripShot mobile apps and would pay the
first $2.50 and NCTD would pay up to $7.50, and then the riders would be responsible for any additional
costs. Riders would also be subject to a variable price structure set by the rideshare companies such as
"Uber surge pricing" when in effect.
To qualify for the discount, each NCTD+ trip scheduled must begin or end at either the Sorrento Valley or
Carlsbad Poinsettia stations and must be within the defined NCTD+ zone as shown in Exhibit 2.
The NCTD+ pilot program is anticipated to run through October 2022 and is intended to provide flexibility
to travelers connecting to key COASTER stations. NCTD is looking to use this pilot as an opportunity to
enhance their understanding of the travel market post COVID-19, as well as determine how an on-demand
first-last mile option can attract new riders. Due to the fluid nature of COVID-19 and the latest omicron
surge, NCTD has not provided external ridership targets to share at this time. However, NCTD will provide
regular updates on usage of the program to the Board of Directors and other stakeholders.
Next Steps:
Staff will continue to implement mobility strategies that support residents, workers, and businesses in
Carlsbad.
Exhibits:
1. Trolley Feasibility Study (Kimley-Horn, July 2019)
2. NCTD+ Service Area Map
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May 9, 2022
Exhibit 1
(city of
Carlsbad
Prepared By:
Kimley >>>Horn
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I
EXECUTIVE SUMMARY
PURPOSE OF STUDY
The purpose of this study is to evaluate local-circulator service ("Trolley") options to serve major destinations along
the city's coast including the Carlsbad Village, Barrio, and beach areas. With an increasing demand on the limited
space on local roads and the limited number of parking available along the coast, the city identified a need to study
and implement a local-circulator service option that helps commuters, residents, and visitors travel between home,
work, and destinations of play. The city's Economic Development Division is also developing a pilot commuter service
that aims to be a first mile/last mile solution between the Poinsettia COASTER station to Carlsbad's employment
areas.
While the pilot commuter service aims to create a service between the COASTER station and the business park, the
alternative trolley options presented in this study aims to serve the needs of the city's coast. The Trolley Feasibility
Study identifies three alternative trolley options, the probable cost for each option, and the next steps city council
and staff could take to implement a preferred alternative.
RESEARCH METHODOLOGY & FINDINGS
To help inform the three alternative trolley options developed for city consideration, the study performed the
following: a best practices research, preliminary stakeholder engagement, and a big (travel) data analysis.
Best Practices Research
The study carried out a best practices research of existing local-circulator service options in cities with similar
profiles to Carlsbad. The findings from this research provide the city insight of what their peers are doing to meet
their local circulation transportation needs. The best practices research identified trolleys, shuttles, and microtransit
services as common types of local-circulation solutions. These options helped reduce traffic on local roads and the
need to drive a personal vehicle for short distances.
Bi~ maven Data Analysis
Using big (travel) data, the study analyzed existing travel patterns in the study area. The data source (Streetlight
Data Analytics) platform provided origin-destination pairs for customized geographic zones within the study area
using anonymized mobile device data created from location-based applications on cellphones. The travel data also
served as an important form of community feedback for the study as it provided a more accurate picture of how the
community truly travels. The travel data analysis discovered the following findings:
• The weekend presents the largest potential market for the proposed local-circulator service as more trips
occur in the potential service areas during the weekend.
• The weekdays show a peak travel around the lunch (12:00 pm -2:00 pm) and evening commute hours
(4:00 pm -7:00 pm).
• The weekends show consistent travel activity throughout the day (10:00 am -8:00 pm).
• There is a high concentration of trips within the Village area.
Preliminary Stakeholder Engagement
Agency stakeholders from city departments, NCTD, and SAN DAG provided input and feedback on the study's
progress, research, and findings through Project Development Team and Technical Advisory Committee meetings.
Stakeholders identified a particular need for the local-circulator service in the Village, Barrio, and beach areas. If the
service was successful, stakeholders would find value in expanding the service to farther locations such as Legoland
and employment centers that are more inland.
Trolley Program Feasibility Study Phase II
ExecutlvMal(r9r,i~2 2 Item #3
SUMMARY OF RECOMMENDED TROLLEY ALTERNATIVES
Based on the research findings, travel data analysis, and stakeholder engagement, three trolley alternatives are
recommended for city staff and council to consid er. The characteristics of the three trolley alternatives are outlined
in Table 1 below.
Table 1 . Summary of Recommended Trolley Alternatlves
It is also recommended that the city consider the pilot commuter service for first mile/last mile connection to the
Poinsettia and Village COASTER stations when developing and implementing the preferred Trolley service. The pilot
is being developed by the city's Economic Development Division and procurement is currently underway. At this time,
the preferred service is a dynamic app-based shuttle service that provides rides for 7-12 passengers in vehicles from
6:00 am -9:00 am and 3:00 pm -6:00 pm.
Trolley Program Feasibility Study Phase II
Item #3 Pagteltmt-ii!ummary
SUMMARY OF NEXT STEPS
After selecting the preferred Trolley alternative, it is recommended for the city to engage in the action steps outlined
below:
Technical Advisory Committee
Involved Parties: City Staff, NCTD, TAC
□ Continue to meet with TAC to plan and evaluate alternatives
Public Outreach
Involved Parties: City Staff, NCTD
□ Develop a public outreach and community engagement plan to engage potential users about the
project and to collect opinions and ideas
□ Create several internal working groups and extern al coordination committees to ensure the
appropriate stakeholders are consulted
□ Use the public outreach process to identify key issues, goals, & evaluation criteria
Evaluation and Screening Analysis
Involved Parties: TAC Project Team
□ Use goals & evaluation criteria developed in public outreach process to screen potential route
alignments to create the preferred route alignment
□ Create performance metrics to monitor new service
□ Consider additional amenities to enhance service
funding
Involved Parties: City Staff, NCTD, SANDAG
□ Secure funding for pilot through grants, Public-Private Partnership, parking revenue, development
impact fees
Implement Pilot service
Involved Parties: City Staff, Project Team, Operator
□ Market new service to target audience
□ Monitor pilot program with developed performance metrics
□ Analyze performance of pilot and adjust service, as needed
Evaluate Pilot Program
Involved Parties: TAC
□ Evaluate performance of pilot and consider impacts of wider application
Implement full Trolley Service
Involved Parties: City Staff, NCTD
□ Identify dedicated/sustainable funding sources
D Procure technology for full implementation
□ Develop MOU between city, NCTD, and another additional partners
Monitor Performance
Involved Parties: City Staff
□ Continue to monitor shuttle needs and performance in service area to determine the timing for
additional service, service changes, and/or expansion of service to other areas of the city
Trolley Program Feasibility Study Phase II iii
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TABLE OF CONTENTS
INTRODUCTION .................................................................................................................................................................................... 1
What is the Trolley Program Feasibility Study? .................................................................................................................................... 1.
Why the Trolley Feasibility Study? .......................................................................................................................................................... 2
How is the Study Organized? ................................................................................................................................................................... 2
CHAPTER 1: GOALS & POLICIES ...................................................................................................................................................... 3
Supporting Community Visions & Values .............................................................................................................................................. 3
Alignment with Existing Efforts & Plans ................................................................................................................................................ 3
Achieving Council Goals ........................................................................................................................................................................... 5
CHAPTER 2: PROJECT APPROACH ............................................................................................................................................... 6
CHAPTER 3: BEST PRACTICES RESEARCH ................................................................................................................................. 7
Trolley Service Case Studies .................................................................................................................................................................... 7
Shuttle Service Case Studies .................................................................................................................................................................. 7
Microtransit Case Studies ........................................................................................................................................................................ 7
City of Laguna Beach Coastal Trolley Service Summary .................................................................................................................... 8
City of Monterey MST Trolley Summary ... : ............................................................................................................................................. 9
Coronado Free Summer Shuttle Summary ......................................................................................................................................... 10
Santa Barbara MTD Downtown & Waterfront Shuttle Summary .................................................................................................... 11
City of San Diego Free Rides Everywhere Downtown (FRED) Summary ........................................................................................ 12
City of Sarasota I-Ride and Gotcha RideShare Program Summary ................................................................................................ 13
Carlsbad Poinsettia Shuttle Service Summary .................................................................................................................................. 14
Lessons Learned from case studies ..................................................................................................................................................... 15
Additional Research ............................................................................................................................................................................... 16
CHAPTER 4: STATE OF COMMUTE FOR PROJECT STUDY AREA ....................................................................................... 17
Project Study Area .................................................................................................................................................................................. 17
How do people move through the project area? ................................................................................................................................ 17
CHAPTER 5: RECOMMENDED TROLLEY ALTERNATIVE CONCEPTS ................................................................................ 20
Development of Trolley Alternative Concepts ..................................................................................................................................... 20
Alternative A: Fixed Route Shuttle Servlce .......................................................................................................................................... 20
Alternative 8: On-Demand Mlcrotransit Service ................................................................................................................................. 22
Alternative C: Dynamic Shuttle Service Route ................................................................................................................................... 23
Cost Considerations ................................................................................................................................................................................ 25
Commuter Service Considerations ....................................................................................................................................................... 26
CHAPTER 6: TROLLEY NEXT STEPS ........................................................................................................................................... 28
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LIST OF FIGURES
Figure 1. Alignment with Existing City Efforts & Plans ............................................................................................................................. 4
Figure 2. Route Map of Laguna Beach Coastal Trolley Service .............................................................................................................. 8
Figure 3. Route Map of MST Trolley ......................................................................................................................................................... 9
Figure 4. Route Map of City of Coronado Free Summer Shuttle Service ............................................................................................. 10
Figure 5. Route Map of Santa Barbara MTD Downtown and Waterfront Shuttle Service ................................................................... 11
Figure 6. FRED Service Area ................................................................................................................................................................... 12
Figure 7. GOTCHA Service Area ............................................................................................................................................................... 13
Figure 8. Route Map of Laguna Beach Coastal Trolley Service ............................................................................................................ 17
Figure 9. Big (Travel) Data Focus Area .................................................................................................................................................... 18
Figure 10. Trolley Study Area Origins ...................................................................................................................................................... 18
Figure 11. Trips by Time of Day ............................................................................................................................................................... 18
Figure 12. Total Daily Trip Patterns ......................................................................................................................................................... 19
Figure 13. AC Transit Flex Service Steps ................................................................................................................................................ 24
LIST OF TABLES
Table 1. Summary of Recommended Trolley Alternatives ..................................................................................................................... 21
Table 2. Alternative A Implementation Considerations ......................................................................................................................... 22
Table 3. Alternative B Implementation Considerations ......................................................................................................................... 23
Table 4. Alternative C Implementation Considerations ......................................................................................................................... 25
Table 5. Summary of Cost Considerations for Trolley Service Alternatives .......................................................................................... 26
APPENDICES
Appendix A: Best Practices Matrix .......................................................................................................................................................... 31
Appendix B: City of Coronado 2019 summer Operations ..................................................................................................................... 37
Appendix C: Cost Assumptions for Trolley alternatives .......................................................................................................................... 43
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INTRODUCTION
Carlsbad is a highly desirable place to live, work, and play. A large number of residents, commuters, and visitors are
drawn to several key destinations and community assets such as Carlsbad Village, the beach, the airport business
parks, LEGOLAND, major retail centers, and two inter-city rail stations. Most of the city's transportation infrastructure
to support the movement of people and goods is concentrated along the coastline, including Interstate 5, Hwy
101 (Carlsbad Blvd), the Coastal Rail Trail, and the transit centers at the Carlsbad Village and Poinsettia COASTER
stations. With the increasing demand for limited space on local roads and limited parking spaces on the coastline,
the city is facing many mobility challenges.
To address these mobility challenges, the city is exploring new possibilities
of how people can travel bet ween home, work, and destinations of play.
Today, there are many new alternatives to driving such as carshare,
bikeshare, Transportation Network Compan ies (TNCs) such as Uber/Lyft,
microtransit, and neighborhood electric vehicles. With the rise of new
travel alternatives, the city has id entified the need to study and implement
mobility options and transportation demand management (TOM) strategies
that provide local circulation, alleviate the demand for parking spaces, and
reduce the number of vehicles in congested areas.
Q Descriptions and examples for
~arshare, bikeshare, Transportation
Network Companies (TNCs)/on-
demand rideshare such as Uber/Lyft,
microtransit. and neighborhood electric
vehicles is available in SANDAG's
Mobility Hub Features Catalog.
WHAT IS THE TROLLEY PROGRAM FEASIBILITY STUDY?
The city initiated the Trolley Program Feasibility Study (Study) to help address the city's transportation challenges
by assessing a specific transportation demand management (TOM) strategy -a local circulator-type service such
as a trolley. Several previous city efforts advised the city to consider and evaluate potential options to provide a
local circulator-type service in areas of high demand such as the Carlsbad Village, Ba rrio, beach areas, and major
employment centers.
The city's Economic Development Division is developing a pilot commuter service that aims to be a first mile/last
mile solution between the Poinsettia COASTER station to Carlsbad's employment areas. While the pilot commuter
service aims to create a shuttle service between the COASTER station and the business park, the study reviews
potential alternative trolley options to serve residents and visitors along the city's coast. The Trolley Feasibility Study
Trolley Program Feasibility Study Phase II
lntroducMay 9, 2022 Item #3
identifies three alternative trolley options, the probable cost for each option, and the next steps city council and staff
could take to implement a preferred alternative.
The preferred service option can potentially reduce parking demand and congestion in certain areas of the city
by encouraging residents, employees, and visitors to make more trips within the core of the city without the use
of a personal vehicle. It also provides other indirect benefits, such as attracting visitors to Carlsbad and attracting
businesses to Carlsbad because of its 'cool' factor.
WHY THE TROLLEY FEASIBILITY STUDY?
The Trolley Program Feasibility Study is a continuation of a recommendation in the Carlsbad Coastal Mobility
Readiness Plan (Coastal Plan) developed in January 2016. The Coastal Plan advised the city to consider trolley
services as a mobility option designed to enhance and reinforce the SAN DAG model for mobility hubs. Thus, the
Trolley Feasibility Study was initiated.
This Study aims to help stakeholders and constituents better understand the elements needed to establish a
sustainable circulator system in Carlsbad along the coastal corridor. The city is invested in finding mobility solutions
to mitigate current transportation challenges such as heavy vehicular congestion and heavy parking demands.
In conjunction with the Transit and TDM Baseline Assessment and Sustainable Mobility Plan, this Study provides
potential mobility solutions and technologies that could serve residents, visitors, employees, and businesses in the
Village, Barrio, and beach areas with the potential to expand to major employment centers.
HOW IS THE STUDY ORGANIZED?
The Study is organized into six chapters:
• Chapter 1: Describes city goals and policies that support and align with the study
• Chapter 2: Outlines the approach to the study, describing the process that was performed for this study
• Chapter 3: Documents the best practices for local-circulator type services in coastal cities with a similar
profile to Carlsbad
• Chapter 4: Analyzes the state of commute for the project area
• Chapter 5: Discusses the recommended trolley alignment concepts
• Chapter 6: Provides potential next steps for the city to take when moving forward with a recommended
trolley alignment concept
Throughout the study, recommendations are made for the city to consider using the following icon: 0
Trolley Program Feasibility Study Phase II
Item #3 Page 15 oftli8oductlon
CHAPTER 1: GOALS & POLICIES
The Trolley Feasibility Study aligns and supports several previously developed plans, policies, goals, and community
visions for the city.
SUPPORTING COMMUNITY VISIONS & VALUES
In an effort to help guide the future of Carlsbad, city leaders and staff initiated "Envision Carlsbad" to engage the
entire community to help define a set of shared community values and visions. This Study supports several visions
and va lues voiced by the community and adopted by the city in 2009, including:
0
Access to Recreation and Active, Healthy Lifestyles. Promote active lifestyles and community health
by furthering access to trails, parks, beaches, and other recreation opportunities.
The Local Economy, Business Diversity, and Tourism. Strengthen the city's strong and diverse
economy and its position as an employment hub in North San Diego County. Promote business
diversity, increased specialty retail and dining opportunities, and Carlsbad's tourism.
Walking, Biking, Public Transportation, and Connectivity. Increase travel options through enhanced
walking, bicycling, and public transportation systems. Enhance mobility through increased connectivity
and intelligent transportation management.
This Study eva luates three alternative concepts that help promote access to the beach areas and create more
options for people to travel between tourist destinations with the potential to expand service to major employment
centers to create a more integrated transportation network.
ALIGNMENT WITH EXISTING EFFORTS & PLANS
The Trolley Feasibility Study supports several existing city efforts and plans such as the city's Climate Action Plan and
Village and Barrio Action Plan (Figure 1). The alignment of the Trolley Feasibility Study with the discussed existing
effort and plan is indicated with a link icon below.
#':'i study's
'{fl Alignment
CLIMATE ACTION PLAN
The City of Carlsbad developed a Climate Action Plan (CAP) to help the city meet state and regional goals for
reducing greenhouse gases (GHG) and the community's goal of promoting a sustainable environment. The CAP is a
long-range strategy to reduce emissions of greenhouse gases. Through the CAP, the city set a baseline for past and
current emissions, forecasts future emissions, and establishes targets for future em issions reductions. It outlines
measures, policies, and implementation steps for how to the city can achieve its targets.
The Trolley Program Feasibility Study aligns with the CAP as the proposed service supports one of the
listed GHG measures -Transportation Demand Management (TDM). The measure aims to support
TDM strategies to increase alternative mode use in Carlsbad. The proposed service is a regionally
recognized TDM strategy that can help increase alternative mode use in areas of Carlsbad that see
high demand.
CARLSBAD COASTAL MOBILITY READINESS PLAN
The Carlsbad Coastal Mobility Readiness Plan (Coastal Plan) was developed to lay out a vision for a coastal
transportation system that connects people, creates a sense of belonging, and closely link quality of life issues to
economic growth.
Trolley Program Feasibility Study Phase II
Item #3
Figure 1. Alignment with Existing City
Efforts & Plans
The Trolley Feasibility Study builds upon
the existing city efforts and plans outlined
below:
2015
Climate Action Plan
Carlsbad's Climate Action Plan sets a
baseline for past and current emissions,
forecasts future emissions and
establishes targets to reduce future
emissions.
2016
Coastal Mobility Readiness
Plan
Carlsbad's Coastal Mobility Readiness
Plan envisions a coastal transportation
system that connects people, creates
a sense of belonging, and closely links
quality of life issues to economic growth.
2017
Village, Barrio, and Beach
Area Parking Management
Plan
Carlsbad's Parking Management Plan
promotes strategies to efficiently use
existing parking and support future
parking needs and mobility options for
community members, residents, and
visitors.
2018
Village and Barrio Master
Plan
Carlsbad's Village and Barrio Master
Plan sets forth a vision for the character
and development of these two historic
neighborhoods.
2019
Sustainable Mobility Plan
Carlsbad's Sustainable Mobility Plan
examines alternative transportation
options in a comprehensive and
interwoven way to present an existing
and a future network
One of the implementation recommendations of the
Coastal Plan is the consideration of a trolley service
as a mobility option. Thus, the Trolley Feasibility
Study was initiated as a result of the Mobility Plan.
VILLAGE, BARRIO, AND BEACH AREA
PARKING MANAGEMENT PLAN
The Vi llage, Barrio, and Beach Area Parking Management
Plan (Parking Plan) serves as a road map for how the city can
maximize the efficiency of existing parking, support future
parking needs, and encourage alternatives to driving these busy
neighborhoods.
The Parking Plan lists out this Study as one of the
strategies to help reduce parking demand. This
Study will help the city determine whether a
circulator-type transit service, such as a trolley, is a
viable option within t he Barrio, Village, and beach
areas. As stated in the Parking Plan, a circulator
service, such as a trolley, can reduce parking
demand in these areas by allowing residents and to
travel from their homes to destinations in the
Vi llage, Barrio, and beach areas without driving. In
addition, this service would allow visitors to travel
t hrough the area without moving their vehicles,
promoting them to 'park once' instead of moving
their vehicle from one parking lot to another -
adding additional congestion to the local roads.
VILLAGE AND BARRIO MASTER PLAN
The Village and Barrio Master Plan (Master Plan) establishes
a vision for the preservation of and the future development of
two neighborhoods in Carlsbad -the Village and Barrio. Based
on hundreds of community members thoughts and feedback,
the Master Plan establishes guidelines for the following areas:
building heights, design standards, project approvals and
implementation, parking, mobility and connectivity, and safety
and beautification.
This Study directly supports the Master Plan by
addressing proposed parking and mobility
concerns. The Master Plan includes strategies to
manage street parking and parking lots to improve
mobility in the Village and Barrio neighborhoods. In
addition, the Master Plan embraces emerging
transportation choices such as a shuttle system.
This Study will help guide the city towards the
implementation of a shuttle service that helps
alleviate congestion, provide people choices, and
connect destinations in the Village and Barrio
neighborhoods.
Trolley Program Feasibility Study Phase II
Item #3 Ch~Sd!M Polle/es
CARLSBAD SUSTAINABLE MOBILITY PLAN
The city is developing a Sustainable Mobility Plan (SMP) to help improve transportation-related safety, reduce
emissions, increase travel choices, and implement the Mobility Element of the city General Plan. The SMP will
examine alternative transportation options in a comprehensive and interconnected way to present an existing and
future multimodal transportation network. The SMP will evaluate, plan, and expand on transportation initiatives
such as active transportation, transit, mobility hubs, TDM, and improving transportation options in underserved
communities.
The Trolley Program Feasibility Study aligns with the SMP in that the Study evaluates and expands on a
TDM effort for the city to implement. The proposed TDM effort of a local-circulator service aims to help
increase alternative transportation options for the study area while leveraging the existing
transportation network.
ACHIEVING COUNCIL GOALS
Through the multi-faceted community engagement and outreach processes of city plans such as the Carlsbad
Coastal Mobility Readiness Plan and Village and Barrio Master Plan, community members and stakeholders shared
their aspirations and priorities for the mobility and transportation network of the city. As a result of these efforts, the
Carlsbad City Council can make better informed decisions when developing their goals and priorities. A review of the
City Council Goals Work Plan FY 2017-18 was performed to show how the Trolley Feasibility Study helps city council
achieve goals outlined in their work plan.
This Study helps the city move forward towards the following goals:
Become a leader in multimodal transportation systems and creative approaches to moving people
and goods through and within Carlsbad.
Enhance Carlsbad's coastline to ensure an exceptional experience in all the ways people want to
enjoy it.
Enhance the health and vitality of the Village and Barrio, two neighborhoods that represent the
historic heart of Carlsbad.
This Study helps provide information on potential local-circulator type service for the Village, Barrio, and beach
areas such as type of service, potential route, cost considerations, and potential for expansions. The selected trolley
alignment concept will help move the city towards a multimodal transportation system and provide a convenient and
creative approach towards helping people go where they need to go.
Trolley Program Feasibility Study Phase II
Chapter M~@s;n@/cles Item #3
CHAPTER 2: PROJECT APPROACH
The Study's approach consisted of a review of best practices, stakeholder engagement, 'big (travel) data' analysis,
and the development of recommended alternative trolley concepts.
Best Practices Research
The Study conducted a best practices research of trolley and circulator services implemented by coastal cities similar
to Carlsbad. Research included web research and phone interviews with key city staff and operators to develop a
more thorough understanding of the elements associated with providing trolley or shuttle services.
Stakeholder Input & Engagement
The study identified several stakeholders to share information with and seek input from. The list of individuals and
organizations engaged during the completion of this study is below:
' CITY AGENCY
• Traffic Safety Commission • NCTD
• Public Works • SANDAG
• Planning • Caltrans
• Transportation
• Community and
• Economic Development
• Leadership Team
Project Development Team (PDT) and Technical Advisory Committee (TAC) meetings were the primary form to receive
stakeholder input from the above individuals. During these meetings, stakeholders and project team members
discussed research findings and the direction for the Study. The PDT consisted primarily of City staff who directed
regu lar project tasks. The TAC included additional City and Agency Staff to review the findings of the research and
discuss the applicability to Carlsbad.
'Big (Travel) Data' Analysis
To understand the existing travel patterns in the project area, the Study performed a 'big data' analysis using
geospatial information obtained from Streetlight Data Analytics (Streetlight). Streetlight created and processed
anonymized geospatial information from GPS location apps on mobile phones. Even when these apps are not being
actively used, they ping cell towers and satellites, creating location records. These records are converted into useful
information with a proprietary algorithmic processing engine. The findings from the analysis helped inform and
develop the recommended trolley alternative concepts.
The Study leveraged the analysis of travel data to complete an innovative form of community engagement. Travel
data provided an opportunity to receive straightforward and unbiased community input on actual existing travel
patterns. Through this effort, the Study captured a better picture of how community members actually travel in the
project area.
Recommended Trolley Alternative Concepts
From the research, analysis, and stakeholder engagement, three recommended trolley alternative concepts were
developed for city and stakeholder consideration. The recommendations seek to address the city's high congestion
and high parking demand issues found in the Village, Barrio, and beach areas. Each recommendation will require its
own community process to design, pilot, and fully implement the service.
At the end of this Study, next steps for the city to consider can be found. These next steps are aimed to help the city
implement the recommendation they wish to move forward with.
Trolley Program Feasibility Study Phase II
Item #3 Cha,Ragfi?: '!9c,pf~lpproach
CHAPTER 3: BEST PRACTICES RESEARCH
This section provides one-page summaries for the case studies gathered from a best practices review of local-
circulator services implemented in other coastal cities that are similar in size and visitor profile as Carlsbad. A matrix
of the case studies found in the best practices research is provided in Appendix A. Each one-page summary outlines
the case study's initial service goals, fares, service hours, frequency, target market, and funding. The case study
summaries are a resource to help city staff and council develop mobility and circulation options along the coast. The
summaries can be found from pages 8 to 15 of this report. The case study summaries cover the following types of
local-circulator services: trolley, shuttle, and microtransit. These local-circulator service types are described below.
TROLLEY SERVICE CASE STUDIES
While trolleys were once operated on light-duty rail tracks, such as in San
Francisco's or New Orleans' historic trolley systems, today's trolley service
generally refers to rubber t ire vehicles designed to resemble an old-style
streetcar or tram (see photo to the right). The trolley service typically uses
a fixed-route alignment on city streets. It is usually marketed as a service
for visitors to get around within a localized area. Visitor-serving trolleys or
'tourist trolleys' often travel at low speeds, making frequent stops to facilitate
tourist travel. These vehicles are often traditional transit vehicles that have
been rebranded to look like trolleys, though they retain the same operating
components as regular transit buses. Trolleys can also be an amenity in visitor-Source: Google Images
oriented areas and become an attraction itself.
Summaries for the following the trolley service case studies are provided on pages 8 and 9, respectively:
• City of Laguna Beach Trolley Service • City of Monterey MST Trolley
SHUTTLE SERVICE CASE STUDIES
A shuttle service refers to a transit vehicle that serve residents and visitors of a
local area. It is intended primarily to transport passengers between stops on a
fixed or dynamic route. A shuttle service usually links with other transport hubs
and connects major activity areas that are of interest to the community. Unlike the
trolley, a shuttle service typically uses a vehicle that resembles a bus.
Summaries for the following the shuttle service case studies are provided on
pages 10, 11, and 12, respectively:
• Coronado Free Summer Shuttle
• Santa Barbara MTD Downtown
& Waterfront Shuttle
• Carlsbad Poinsettia Shuttle
Service
MICROTRANSIT CASE STUDIES
A microtransit service is a form of transit service that offers flexible routing and/
or flexible scheduling. It enables riders to create on-demand routes to get them
to their ultimate destination. Microtransit services use smaller vehicles that carry
between five and 12 passengers, and riders typically order the service through a
mobile app or website that directs them to gather at common locations along the
route.
Summaries for the following t he shuttle service case studies are provided on
pages 13, 14, and 15, respectively:
• City of San Diego Free Rides
Everywhere Downtown (FRED)
Trolley Program Feasibility Study Phase II
• Chariot
• Gotcha RideShare
Source: Google Images
Source: Google Images
Chapter M8¢$¾,~es Research Item #3
PRIMARY GOALS OF SERVICE:
Provide options for parking and free transportation
services
fAB.E$;.
• Free
SERVICE AREA·
• Linear route with
stops along Coast
Highway, Cliff Drive,
Mission Hospital,
and the Transit
Depot. A Limited
Stop Coastal Trolley
service also exists.
SERVICE HOURS:
• Summer: 9:30 AM-
11:30 PM (daily)
• Off-season: 4 PM-11
PM (Fri), 11 AM-11
PM (Sat), 11 AM-8
PM (Sun)
FREQUENCY/RESPONSE
~
• Every 20 minutes
(summer)
• Every 30 minutes
(off-season)
VEHICLE TYPE:
• 21 trolleys
• A mix of Hometown Villagers, Molly Trolleys, and
Cable Car Classic-Golden Gate vehicles
VEHICLE CAPACITY:
• Varies
TARGET MARKET:
• Residents and tourists
• Intended to connect beach goers with retail
districts and remote parking areas inland
FUNDED:
• Regional, state, and local funds (e.g., State
gasoline tax, OCTA grant funds, fare-box revenues,
and parking receipts)
COSTS TO OPERATE:
• $600,000 -$675,000 (FY 2018-19)
• Includes: salaries/wages, maintenance &
operations
• Cost of vehicles: $530,000 for 3 Hometown
Trolley vehicles (2013); $195,000 for one
propane fueled trolley vehicle (2017)
CITY OF LAGUNA BEACH
COASTAL TROLLEY SERVICE
SUMMARY
The City of Laguna Beach implemented their Coastal
Trolley service to boost efficiency of the City's transit
system and reduce vehicular congestion. The City lacks
adequate parking and experiences increased traffic
congestion during the summer months. Initially, the
service was implemented to help people get from remote
parking lots to the City's festivals. Now, the service
connects residents and tourists from remote parking
areas to major destinations such as the City's beaches,
retail districts, major hospital, and the Tra nsit Depot
(Figure 2).
Due to its success and high ridership, the City added two
additional routes to t he trolley service with 21 rubber
tire trolley vehicles. Funded through regional, state, and
local sources, the service can operate every 20 minutes
during the summer season and every 30 minutes during
the off-season (September -June). The City contracts
with private parties to schedule trolley service during the
off-season. The budget of the service is also subsidized
with the City's parking fund. Through this service, the
City provides a fare-free transportation service and limits
car traffic entering the City. As a direct result, congestion
is reduced and parking is more available.
Figure 2 . Route Map of Laguna Beach Coastal Trolley
Service
Trolley Program Feasibility Study Phase II
lte~~er 3: lftag~iGl:ttilil?esearch
CITY OF MONTEREY MST
TROLLEY SUMMARY
The City of Monterey implemented the MST Trolley
service to mitigate their heavy traffic congestion and
high parking demand. Through a partnership between
the City, the Monterey Bay Aquarium, and Monterey-
Salinas Transit (MST), the MST Trolley was implemented
to provide a fare-free transportation option that connects
residents and visitors to popular Monterey destinations
such as the Downtown area, Cannery Row, Fisherman's
Wharf, and Aquarium (Figure 3). The service also
provides stops at nearby parking garages. The service
has one route and uses wirelessly-charged all-electric
trolley vehicles that depart every 10-15 minutes year-
round. The cost of the trolley service is subsidized by
the Aquarium and the revenue from the City's parking
garages. The Aquarium pays 20% of the cost, and the
parking revenue accounts for 80% of the City's funds
for the service. Initially, the service used transit buses.
However, it switched to using trolley vehicles with
automated voice recordings for each stop and points of
interests.
Figure 3. Route Map of MST Trolley
0
lloloy_ ........ _
l.DOtD'htMST --· --_ .. _
dlWMSTlf!GLWI -0
0 _.,
lnformetlon --... _ -
---=-Alvarado& ~~....,•• 8-:h
~ llw¼>i,.
~
l
Trolley Program Feasibility Study Phase II
Chapter M8'si,RWc?t1ces Research
PRIMARY GOALS OF SERVICE:
Provide free transportation to popular destinations,
with stops at nearby parking garages for easy
transfers
• Free
SERVICE AREA:
• Mostly linear route
between Monterey
Bay Aquarium and
Monterey Transit
Plaza
SERVICE HOURS:
• Hours vary during
summer -generally
10 AM-7 PM daily
• 10AM-7PM
(weekends during
off-season)
FREOUENCV/RESPONSE
~
• Every 10-15 minutes
VEHICLE TYPE:
• Electric trolley
VEHICLE CAPACITY:
• 27 seats
TARGET MARKET:
• Residents and tourists/visitors
FUNDED:
• Funded by a partnership of the City of Monterey,
the Monterey Bay Aquarium, and Monterey-
Salinas Transit (MST); Monterey Bay Aquarium
pays 20% of the cost
COSTS TO OPERATE:
• $78.49 per trolley per hour
• Includes: Contractor-operated but MST provides
some overhead costs
Item #3
PRIMARY GOALS OF SERVICE:
Relieve traffic congestion and improve mobility
during the city's peak summer season
~
• Free
SERVICE AREA:
• Service runs along
existing MTS 904
bus route between
Coronado's civic
center and the
Coronado Island
Marriott Resort,
with eight stops in
between
SERVICE HOURS:
• 9 AM-9:45 PM (Sun-
Thurs)
• 9 AM-10:45 PM (Fri-
Sat)
FREQUENCV/RESPoNSE
II.ME.:.
• Every 15 minutes
VEHICLE TYPE:
• Four 32' El Dorado Nationals
VEHICLE CAPACITY:
• 27 passengers
TARGET MARKET:
• Coronado residents and tourists
FUNDED:
• Coronado Tourism Improvement District paid
$25,000 to wrap the buses
• City of Coronado pays 100% of the operating
costs during the peak summer tourism period
and reimburses MTS for the foregone revenue in
order to make the service fare-free
COSTS JO OPERATE:
• $157,200 (FY 2018-2019)
• Includes operating costs, foregone revenue,
and the cost to wrap each bus; services are
contracted using one of MTS's standard contract
operators; costs have varied significantly each
year
CORONADO FREE SUMMER
SHUTTLE SUMMARY
Beginning with the Free Summer Shuttle pilot program in
2013, the City annually provides a free shuttle replacing
existing San Diego Metropolitan Transit System's (MTS)
Route 904 service during the summer. The City of
Coronado implemented its Free Summer Shuttle service
to reduce vehicular congestion in its downtown area
during the summer months. During the summer, the
City experiences peak tourism, causing heavy traffic
congestion on its local roads. To relieve the congestion
and improve people's mobility in the City, the Free
Summer Shuttle program was implemented to help keep
residents and visitors get out of their cars.
The Free Shuttle Program typically operates in 15-minute
intervals, between the end of May to early September
(about three months). The shuttle program picks and
drops off passengers along the existing MTS 904
route, which connects residents and visitors to major
destination areas such as the Marriott Coronado Island
Resort, City Hall, and Coronado Ferry Landing (Figure 4).
The program uses four transit buses (a smaller 35' bus).
Each bus can accommodate up to 27 passengers. The
City contracts with MTS to operate the shuttle service.
The City pays 100% of the operating costs during the
summer tourism period and reimburses MTS for the
foregone revenue to make the service fare-free. For fiscal
year 2018-2019, the city council approved the allocation
of approximately $157,200 from the General Fund to
operate the Free Summer Shuttle.
A report of the Free Summer Shuttle costs, service
levels, and ridership from 2013-2018 is provided in
Appendix 8.
Figure 4. Route Map of City of Coronado Free Summer
Shuttle Service
-,, . .,. ' :: I I Ii i I ! ::: i ! -
-.... ~ • • '!II • ~ ; r• ~--,, . .,. __ -···-····· .... •-• OMdAve •··••-q_~~
g (. ~-• -:::-••-llA.-t --: -~ '...,. ·-............ <>-·=-·/'··. { ..... :.:~ ~:·:(-::.;
I
1 i 0 FRCt SUMMER SHUTTLE ..... ,
I, Runs Every 15 Minutes
Trolley Program Feasibility Study Phase II
SANTA BARBARA MTD
DOWNTOWN & WATERFRONT
SHUTTLE SUMMARY
The City of Santa Barbara provides a shuttle service
year-round to reduce traffic congestion and high parking
demand. The City was experiencing high congestion in
the downtown and waterfront areas while additional
public parking lots were being built. The City wanted to
avoid people hopping from parking lot to parking lot as
they shopped and enjoyed various attractions. Thus, the
City partnered with Santa Barbara Metropolitan Transit
District (MTD) to provide a frequent shuttle service to
connect residents, visitors, and train riders to major
destinations in the City's waterfront and Downtown area
such as Santa Barbara City College and Santa Barbara
Zoo (Figure 5). Through this service, the City aims to
have residents and visitors "park once" instead of driving
to each major destination. The service operates every
15 minutes during the peak season (summer) and every
30 minutes during the off-season using electric shuttles
using MTD vehicles and employees. The City provides
MTD a fare buy-down subsidy that covers much of the
cost of the service, and MTD provides the balance. The
shuttle costs riders $0.50 one-way and $0.25 for seniors
and disabled. Rides are free for children under 45
inches. The City provides MTD a fare-down subsidy that
covers much of the cost of the service.
Figure 5. Route Map of Santa Barbara MTD Downtown and
Waterfront Shuttle Service
Trolley Program Feasibility Study Phase II
Chapter M~si,~es Research
PRIMARY GOALS OF SERVICE:
"Park once" service that provide frequent shuttle
service along the waterfront and downtown area
fAB.ES:.
• $0.50 one-way
• $0.25 for seniors
and disabled
• Children under 45"
are free
SERVICE AREA:
• From Santa Barbara
City College to Santa
Barbara Zoo
SERVICE HOURS:
• Weekdays from 10
AM -6 PM; extends
to 9 PM on Fri and
Sat
FREQUENCY/RESPONSE
~
• Every 15 minutes
(Memorial Day
Weekend -Labor Day
Weekend)
• Every 30 minutes
VEHICLE TYPE;
• 22' full-electric E-bus shuttles; will be replaced by
14 new 30' electric BYD shuttles by end of 2017
VEHICLE CAPACITY;
• Unavailable
TARGET MARKET:
• Residents and visitors to downtown Santa
Barbara
• Train riders are also encouraged to use the
shuttle
FUNDED;
• City of Santa Barbara provides MTD a fare buy-
down subsidy that covers much of the cost of the
service. MTD provides the balance.
COSTS TO OPERATE:
• Estimated operating cost (not including
depreciation) for FY 2017 was $1.8 million.
• The service is directly operated using MTD
vehicles and employees.
Item #3
PRIMARY GOALS OF SERVICE:
Provide mobility options for people traveling to and
within downtown San Diego while reducing vehicle
emissions
~
• Free
SERVICE AREA:
• 2.5-mile service area
around downtown
San Diego
SERVICE HOURS:
• 7 AM-9 PM (Mon-
Thurs)
• 7 AM-midnight (Fri)
• 9 AM-midnight (Sat)
• 9 AM-9 PM (Sun)
FREOUENCV/RESPONSE
I1M.E.:.
• Pickup within 8
minutes
VEHICLE TYPE:
• 17 electric (Polaris GEMe6) vehicles
VEHICLE CAPACITY:
• 5 passenger vehicles
TARGET MARKET:
• Downtown San Diego residents, locals, and
visitors
FUNDED:
• $500,000 initial funding from downtown parking
meter revenues. Revenue is also generated
from private sponsorships in the form of
advertisements, both inside and on the outside of
the vehicles.
• Up to $2 million over five years has been
earmarked with more funds available, if needed.
COSTS m OPERATE·
• Civic San Diego spends approximately $100k per
month to fund the program.
• The Free Ride to operates the service.
CITY OF SAN DIEGO FREE RIDES
EVERYWHERE DOWNTOWN
(FRED) SUMMARY
The City of San Diego, in partnership with Civic San
Diego and the Free Ride business, implemented the Free
Rides Everywhere Downtown (FRED) program. FRED is a
microtransit service that provides residents, locals, and
visitors with a free ride within Downtown San Diego using
electric vehicles. The service allows people to travel
within a 2.5-mile service area in Downtown San Diego by
using a mobile app to request a ride on demand (Figure
6). The service helps the City fill transportation gaps
for short rides that traditional public transit and TNCs
(Transportation Network Companies) cannot sustain, and
provide transportation options that serve as a "last-mile
solution" for individuals who live, work, visit or commute
downtown. The service is funded using a mixture of
downtown parking meter revenues and advertising
revenue from private sponsorships.
Figure 6. FRED Service Area
j
co,u:•COC.UMBtA
San Diego
OASUMP OVMtfEII
GOI.OfHH4ll
$otl1H"
OOlDf# HllCiHTS
Trolley Program Feasibility Study Phase II
ltem~er 3: Bmg@'tik~Research
CITY OF SARASOTA I-RIDE AND
GOTCHA RIDESHARE PROGRAM
SUMMARY
In partnership with Gotcha, the city of Sarasota
launched a free ride service called i-Ride in 2017. The
i-Ride project created a rideshare service that aimed to
connect people with places in the downtown area via
an on-demand ride sharing service. Similar to FRED,
the service aimed to reduce the number of single-
use vehicles on the road and provide options other
than driving a car for residents and visitors. It utilized
seven electric vehicles and a phone app to transport
passengers within a 2.5 mile radius of the downtown
area. Users could request a ride through the app for
free any day of the week between 11 am -11 pm. The
city contributed around $340,000 dollars for a two-year
test run. In 2019, the city discontinued running the
free rideshare program. However, Gotcha took over the
service.
The Gotcha RideShare Program utilizes electric vehicles
and the Gotcha App to help passengers travel in the
downtown service area (see Figure 7). The electric ride
share program operates from 11 am -9pm Sunday-
Thursday and 11 am -midnight on Friday and Saturday.
The cost to ride anywhere within the service area is $3
per passenger. Gotcha is a cash-less rideshare, and
customers wi ll have to use their cards to pay, with the
option to give an additional tip. Users can request a ride
via the app or flag down a Gotcha vehicle. Gotcha's fleet
are six-passenger, 100% electric vehicles that last up
to 100 miles per charge, as well as one ADA-accessible
wheelchair accessible vehicle. Each vehicle features a
reverse camera and six doors with roll-up windows.
In San Diego County, Gotcha is launching an e-bike
service in the cities of Encinitas, Del Mar, and Solana
Beach -three northern coastal cities in the county.
Figure 7. GOTCHA Service Area
Now Senv1co Araa-Hospital. Airport. Rmghng College
R111;~~0J~~~:~ ~f:1: 9
@
Nllth8l1 Beoderson Park
9 1 ong Bout t<.ey Q (El t~onh Sarasota
Saras~ta
Kensington The Meadows Park
SoolhQale S;)raso1a Spnngs
@)
Fru1l¥1lle
Trolley Program Feasibility Study Phase II
Chapter M~sl,~es Research
PRIMARY GOALS OF SERVICE:
Reduce the number of single-use vehicles on
the road and provide options other than driving
a car for residents and visitors
~
I-Ride:
• Free
Gotcha:
• $3
SERVICE AREA:
• 2.5 mile service area
in downtown
SERVICE HOURS:
iRide:
• 11 am -11 pm
Gotcha:
• 11am-9 pm
(Sunday -Thursday)
• 11 am -midnight
(Friday -Saturday)
fREQUENCY/RESPoNSE
TIME.:.
• Pickup within 15
minutes
VEHICLE TYPE·
iRide:
• 7 electric vehicles, similar to a golf cart
Gotcha:
• 7 electric vehicles, similar to a gof cart
VEHICLE CAPACITY;
• 6 passenger vehicle
TARGET MARKET:
• Residents and visitors in dowtown Sarasota
FUNDED:
• Initially, City funded $340,000 to run a two-year
pilot with Gotcha. The pilot was called i-Ride.
COSTS JO OPERATE:
• Costs include vehicle wraps, marketing materials,
app service, leasing shuttles
Item #3 Page 2 13 •
PRIMARY GOALS OF SERVICE:
Provide first mile/last mile shuttle service between
Poinsettia COASTER station and primary employment
areas for Carlsbad
SERVICE HOURS:
• Free for passengers
with COASTER
passes
• 7 AM-9 PM
• 12 PM-6 PM
• $2.50 for one-way FREOUENCV/RESPONSE
II.ME:.
SERVICE AREA:
• Between Poinsettia
COASTER station
and business parks
near Palomar Airport
and along Avenida
Encinas
• Pickup within 15
minutes
VEHICLE TYPE:
• Four 12-person shuttles, one of which is fully ADA
compliant
• Shuttles equipped with wifi
• Each shuttle holds up to two bikes
VEHICLE CAPACITY:
• 12 passenger vehicles
TARGET MARKET;
• Employees of city's business parks
FUNDED;
• $650,000 initial funding to start one-year pilot
with RideCo (service provider) and WeDriveU
(shuttle operator)
• City contributes $250,000 while NCTD and
SANDAG contribute $200,000 each to initiate
pilot
COSTS TO OPERATE:
• Costs include vehicle wraps, logos, marketing
materials, app service, leasing shuttles
CARLSBAD POINSETTIA SHUTTLE
SERVICE SUMMARY
The city will launch a one-year pilot program starting in
August that will help shuttle commuters travel between
the Poinsettia COASTER station and the city's primary
industrial and business areas near Palomar Airport and
along Avenida Encinas. The proposed shuttle service
will use an app-based technology developed by RideCo,
allowing commuters to book trips between the train
station and their workplaces. RideCo will operate the
one-year pilot project using WeDriveU as its shuttle
operator. Commuters will book their trip using the shuttle
service app, be picked up in a 12-passenger van, and be
dropped within a five-minute walk of their workplace. The
pilot project is designed to help address an issue raised
by local businesses who have said they face recruiting
and retention challenges for employees who want to live
closer to downtown San Diego but don't want to sit in
traffic.
The shuttle service will operate between 7 am -9 am
and 3 pm -6 pm. The service will also run between
12 pm and 3 pm to accommodate people who took
the train to work and need a ride for lunch. Commuters
who have COASTER passes will ride free, and anyone
else will pay $2.50 for a one-way ride. Businesses may
arrange with RideCo to cover the cost of their employees'
trips. The pilot project is a partnership among the City
of Carlsbad, NCTD, and SANDAG. Th e pilot project will
operate for one-year using a $650,000 budget. The City
will contribute $250,000, and NCTD and SANDAG will
contribute $200,000 each to initiate the pilot.
Source: Google Images
Trolley Program Feasibility Study Phase II
ltem~er 3: #Jlagf'iiic~Research
LESSONS LEARNED FROM CASE STUDIES
LESSONS LEARNED FROM TROLLEY SERVICE CASE STUDIES
Trolley services such as the Laguna Beach Coastal Trolley and MST Trolley provide fixed-route service at regular
intervals to connect dest inations. These services use rubber tire bus-type trolley vehicles to move larger amounts of
people with a free fare. As mentioned in the City of Carlsbad's Village and Barrio Master Plan, t he city can implement
a trolley circulator service to connect its parking areas to destination areas in Carlsbad Village, the Barrio, and along
Carlsbad Boulevard. In the Village and Barrio, a trolley service could connect key parking areas, hotels, and other
activity areas such as shopping and dining. It can also provide stops along Carlsbad Boulevard to improve access to
the beach. Li ke the trolley service seen in Laguna Beach and Monterey, implementing this type of mobility service
in Carlsbad ca n create a better use of existing parking sources and increase the likelihood of "park once" parking.
Through a trolley service, the City can provide mobility options for people getting t o major activity areas so that
they can park once instead of driving to each destination. This can help relieve traffic congestion and lower parking
demands.
From the case studies in Laguna Beach and Monterey, it is suggested that the City implement initially one route
that connects parking resources to major destinations and operates at shorter intervals during peak tourist
seasons. Since the other cities use parking revenue as a funding resource and Carlsbad doesn't currently charge
for parking, Carlsbad may consider partnering with businesses to f und all or part of the potential trolley service.
LESSONS LEARNED FROM SHUTTLE SERVICE STUDIES
A shuttle program is very similar to a trolley system except that it uses transit buses or electric shuttles provides
fixed-route service with several stops and operates at regular intervals to connect major activity areas. Generally, it is
low-cost or free for riders. The City of Carlsbad can implement a shuttle service to connect major activity areas such
as Carlsbad Village, the Barrio, its public beaches, and other commercial areas. Through a shuttle service, the City
ca n offer more attractive options to residents and visitors than driving to each location -by aiming to have them "park
once" and use the shuttle to get to their desired destinat ions. As seen with the shuttle service programs in Coronado
and Santa Ba rbara, both cities partnered with their transit agency to help implement t he shuttle service.
The City of Carlsbad can consider partnering with North County Transit District (NCTD) to operate a similar
shuttle service with a frequency of service that coincides with the busiest times of major activity areas or t he
commuter train schedule. Like the trolley service mentioned above, the shuttle service helps reduce traffic
congestion, connect people to desired destinations, and promote people to park once.
LESSONS LEARNED FROM MICROTRANSIT CASE STUDIES
Microtransit provides on-demand, dynamically-routed trips based on requested trips. It uses small electric vehicles
or van-style vehicles to move five to fifteen people at a time. The City of Ca rlsbad can consider implementing a
microtransit similar to FRED or Gotcha to provide on-demand service for a designated service area where parking is
in high demand. The microtransit rideshare program can be more effective to helping improve the mobility of visitors
and tourists who come to Carlsbad during the tourist season. However, there are limitations on t he city's existing
roadway network to implement a microtransit service that utilizes low-speed vehicles (LSVs) or neighborhood electric
vehicles (NEVs) such as the ones seen in the FRED and Gotcha case study summary. In California, a low speed
vehicle is a motor vehicle having four wheels on the ground and an unladen weight of 1,800 pounds or less, that is
capable of travelling a minimum speed of 20 mph and a maximum speed of 25 mph, on a paved level surface.
Trolley Program Feasibility Study Phase II
Chapter Ma-;~,~es Research Item #3
It is advised that the City establish their goals or
define hypotheses up-front and work with potential
technology vendors to design a microtransit project
within those parameters. The City is advised to also
conduct robust vendor and design research prior
to RFP development and release. For example, by
taking the time to conduct a series of outreach
meetings to potential vendors, agencies can better
understand the capabilities of their technology
solutions and set achievable standards.
ADDITIONAL RESEARCH
To use and take full-advantage of NEVs as a mobility
option, the city must develop and adopt a NEV
transportation plan, which identifies where low-
speed vehicles can safely operate in a community.
The city should also consider lowering speed limits
along corridors to allow NEVs to operate and expand
their reach, but it can be difficult for the city to
enforce the low speeds.
While not as thoroughly researched as the previously discussed best practices, additional mobility technologies were
investigated over the course of the Study.
APP-BASED MICROTRANSIT SUPPORTIVE PLATFORMS
Various platforms like Transloc and DoubleMap offer software systems to support the implementation of a
microtransit-type service. These platforms allow the operating agency to customize service areas, pick-up/drop-
off points, and payments in real-time or as predetermined settings using their own fleet of vehicles. Like other
microtransit services, this could be used for circulators, point-to-point service, and first/last mile connections to
transit, among others.
VIA
Via is a microtransit software platform that has similar advantages as others previously discussed. Via is different
in that the company will also operate the service which provides for a turnkey solution for the city or agency. West
Sacramento recently implemented a microtransit service with Via to enhance mobility to underserved areas of the
city.
EASYMILE
EasyMile is a company that provides software for autonomous shuttles. In partnership with various manufacturers
and operators, EasyMile has implemented autonomous shuttle services internationally and at several locations
in the US. While these vehicles are currently not permitted on public roads in Carlsbad, various State and Federal
policies may change, along with vehicle and technology enhancements, to make this a viable mode to achieve some
of the City's mobility goals.
ELECTRONIC CAB NORTH AMERICA
Electronic Cab North America is a microtransit service provider that utilizes neighborhood electric vehicles to provide
on-demand or fixed-route first/last-mile connections. The company offers a turnkey solution that includes drivers,
software, and insurance for the desired service with no capital investment required. Electronic Cab can work with
communities to offer a pilot service to test viability of a new microtransit service.
Trolley Program Feasibility Study Phase II
ltem.atier 3: lftagf!>ift~l?esearch
CHAPTER 4: STATE OF COMMUTE FOR PROJECT
STUDY AREA
PROJECT STUDY AREA
The TAC recognized t hat a shuttle service would complement the existing transportation system as well as be a tool
to leverage future mobility strategies. A range of potential routes for a shuttle type service was considered t hrough
the course of the study for the project st udy area (see Figure 8). Routes were designed to connect the Carlsbad
Village and Poinsettia COASTER Station locations, with the potential for extending the route on either side to include
additional destinations such as The Shoppes at Carlsbad, the Carlsbad Outlets, and LEGOLAND. Further refinement
of potential routes is recommended as part of service-type selection and key market identification.
Figure 8. Route Map of Laguna Beach Coastal Trolley Service
.,..,_,_. ''""~•o, .. .._A .........
(.Ill.., .. °' ~'•••-
-LEGOIAt,ID
· Outlets •
· Poinsettia COASTER
~
HOW DO PEOPLE MOVE THROUGH THE PROJECT AREA?
;
J
0
The project team collected 'big (travel) data'1 from Streetlight Data Analytics (St reetlight) to provide an analysis of
existing commuting patterns and to identify trends to help develop the characteristics of the potential trolley service.
Using personal movement data consolidated and processed by Streetlight, actual travel patterns across Carlsbad
were discovered to help develop the recommended trolley service alignments.
Streetlight prepared trip data for Carlsbad, which included 50 customized geographic zones determined by the
project team. Th e data collected presented a snapshot of actual movements between March 2017 and June 2017
for all the customized zones. Data was gathered from location-based services that track movement from mobile
devices, and then calibrated to known average daily traffic counts. Hourly dat a samples considered trips based on
origin and destination starting or ending within the predetermined zones. The hourly samples were averaged into
1 'Big data' describes a large volume of structured and unstructured data that can be analyzed for insights to help with decision-making and strategies.
For this study, the term 'big data' is used to describe anonymized location-based data from mobile device applications that can be processed into origin-
destination (0-D) pairs based on geographic zones and a selected time period. Location-based data has come from smartphone apps utilizing the device's
location when in use, operating in the background, and when the device is in airplane mode.
Trolley Program Feasibility Study Phase II
Chapter "45'8~ iD2ammute for Project Study Area Item #3
typical days including Weekday (Tuesday-Thursday), Weekend day (Saturday-Sunday), and Average Day (all days).
Data attributes included in the dataset for the hourly weekday, weekend day, and average day data points are:
• Origin/ Destination (directional • Trip speed (mph)
travel between zones) • Trip direction (from/to zone)
• Trip purpose • Time of day (hourly and daily total)
• Home-Based to/from Work • Demographics
• Home-Based to/from Other • Income Groups
• Non-Home-Based • Educational attainment
• Trip length (miles) • Race/ Ethnic Origin
• Trip duration (minutes) • With/ without Ch ildren
Figure 9. Big (Travel) Data
Focus Area
The 50 citywide zones were narrowed down to the zones within the project study area
as identified by the TAC. This area is shown in Figure 9. Of all trips t hat start and end
within the city, Figure 10 shows the number that end within (green arrow) and begin
within (brown arrow) the focus area. The blue arrow represents the number of trips
that begin and end within the focus area and is the theoretical maximum number
of trips that could be served by a Trolley-type service. Based on this information, an
average weekend day has the largest potential market for passenger trips.
Figure 10. Trolley Study Area Origins
Figure 11 shows this same occurrence based on the time of day. Weekdays show a considerable amount of peak
travel around lunch and the evening commute, while the weekend has a more stable level of travel throughout the
day.
Figure 11. Trips by Time of Day
WEEKDAY -TROLLEY STUDY AREA WEEKEND -TROLLEY STUDY AREA
10000 10000 10000 10000
9000 9000 9000 9000
8000 8000 8000 8000
7000 7000 7000 7000
6000 6000 6000 6000
5000 5000 5000 5000
4000 4000 4000 4000
3000 3000 3000 3000
2000 --~---2000 2000 2000
1000 1000 1000 1000
0 0 0 0
1 2 3 4 5 6 7 8 9 101112131415161718192021222324 1 2 3 4 5 6 7 8 9101112131415161718192021222324
-Origin -Dcstinauon --Internal --Total -origin -Destination --Internal --Total
Total daily trips between zones were mapped to better understand origin and destination patterns within the focus
area. Figure 12 shows the strength of the connections between zones. Trips are particularly concentrated in the
Village area as well as the LEGOLAND/Outlets area.
Tro lley Program Feasibility Study Phase II
Chapter 4: Statem tti3mmut@a~3}1rl"t<sludy Area
Figure 12. Total Dally Trip Patterns
... ......
•1,-::1 .... .... .,
n •• --•'•0 --•s:s
WEEKDAY
TOTAL Tl!IPS
WEEKEND
TOTAi. TlllPS
Overall, the analysis shows that there is a considerable amount of travel not only with the Village and LEGOLAND/
Outlets areas, but also between the two areas and to nearby activity centers like the Plaza Camino Real Transit
Center at the north end of the city. Peak activity occurred on the weekend between 11:00 AM and 6:00 PM. This
time period has the largest potential ridership within the focus area and should be strongly considered as the
starting point for any future service.
Trolley Program Feasibility Study Phase II
Chapter ~Slei8 ell'2ammute for Project Study Area Item #3
CHAPTER 5: RECOMMENDED TROLLEY
ALTERNATIVE CONCEPTS
DEVELOPMENT OF TROLLEY ALTERNATIVE CONCEPTS
Based on the feedback from Technical Advisory Committee (TAC), the proposed t rolley alignment should focus in the
Village, Barrio, and beach areas. This service area is ideal for the proposed trolley service as it cou ld complement
and leverage the existing transportation network in the Carlsbad community. A range of potential routes and shuttle
type services we re considered through the course of this study. Using the findings from the travel data analysis and
the best practices research, three trolley alignment alternative concepts were developed that aim to help the city
achieve the following:
• Connecting key destinations in Village area, Barrio Logan area, and/or the community surrounding North
Ponto Beach
• Reducing the reliance of driving to complete short trips in Village area, Barrio area, and/or the community
surrounding North Ponto Beach
• Potential for extending the route to serve commuters in the business areas of Carlsbad
The three trolley alternative concepts are sum marized in Table 1.
Further refinement of the selected trolley alternative concept is recommended with a public outreach
engagement, evaluation process, and screening analysis.
ALTERNATIVE A: FIXED ROUTE SHUTTLE SERVICE
One of the alternative trolley service options for the study area is a fixed-route trolley service. The proposed trolley
alternative (Alternative A) wo uld travel between Village/Barrio areas and North Ponto Beach area via Carlsbad
Boulevard using a rubber tire vehicle along a fixed-route alignment. The Village, Barrio, and North Ponto Beach areas
are major activity areas for the community. The shuttle will aim to help t ransport residents and visitors of Carlsbad
between stops along a fixed route. This alternative would follow the trolley examples of the cities of Laguna Beach
and Monterey.
RECOMMENDED SERVICE AREA
Alternative A proposes to have a limited number of stops on the selected fixed
route alignment between Village/Barrio areas and North Ponto Beach area via
Carlsbad Boulevard to be more time competitive against other transportation
modes such as driving. The stops should consist of distinctive community trolley
signage and could be combined with existing transit route stops such as the
Village COASTER Station and Poinsettia COASTER station. The stops should be
closely spaced and conveniently located along the fixed route to attract a high
number of riders.
In addition, Alternative A should include stops at or in close proximity to key source: Google images
parking locations in the Village, Barrio, and North Ponto Beach areas. This will
provide drivers an option to park their car and use the trolley service to continue the rest of their trips and complete
short trips. This presents an opportunity for people to park their car once instead of hopping from parking spot to
parking spot. This could help reduce congestion and reduce single passenger vehicle trips.
Trolley Program Feasibility Study Phase II
Chapter 5: RecoltiMerlliad Trol~gutemcitf"£oncepts
Table 1. Summary of Recommended Trolley Alternatives
The travel data analysis performed shows that there a large number of trips between the Village, Barrio, and North
Ponto Beach areas. By creating a service between these areas, Alternative A would be able to cater towards these
trips.
RECOMMENDED VEHICLE TYPE
Alternative A proposes to use a rubber tire vehicle, similar to Laguna Beach's
trolley vehicles, due to their ease of maneuverability and ability to become
an attraction experience for the community. A small vehicle would be most
effective in the proposed service areas as drivers would be able to easily
navigate in the dense, active areas. A small size vehicle similar to what is used
in the cities of Laguna Beach and Monterey is suggested.
Trolley Program Feasibility Study Phase II
Chapter Matt~ilded Trolley Alternative Concepts
Source: City of Laguna Beach Website
Item #3
Vehicles with low floors are preferred as these types of vehicles make boarding easy for all riders including the
elderly, disabled, and beach goers carrying beach equipment. These vehicles would also help speed up the boarding
and alighting process to help the reliability of the service. In pursuant of the city's Climate Action Plan, 'green'
vehicles would be the preferred option such as a wirelessly charged electric trolley vehicle.
RECOMMEND HOURS OF OPERATION & SERVICE FREQUENCIES
Based on trips by time of day findings from the travel data analysis, it is suggested for Alternative A to operate every
day at 15-minute headways from 11 am -7 pm.
From the Streetlight travel data analysis, weekdays show a considerable amount of peak travel around lunch and
evening hours, while the weekend shows high number of trips throughout the day and low number of trips during the
mornings and evenings. Using the suggested hours, Alternative A would be able to cater towards the time people are
travelling.
IMPLEMENTATION CONSIDERATIONS
There are many benefits to Alternative A as well as several drawbacks for the city to consider. These are outlined
below.
Table 2. Alternative A Implementation Considerations
POTENTIAL BENEFITS OF POTENTIAL BARRIERS OF
ALTERNATIVE A ALTERNATIVE A
• Traditional 'trolley'-type
service -many examples as
models
• Lack of flexibility because of
fixed-route and fixed-schedule
configuration
ALTERNATIVE B: ON-DEMAND MICROTRANSIT SERVICE
An alternative trolley service for the city to consider is an on-demand microtransit service. The proposed microtransit
alternative (Alternative B) would follow turn-by-turn instruct ions from a navigation system that uses live traffic
conditions and real-time requests for pick-ups and drop-offs to generate the most efficient shared trips for
passengers of Carlsbad. The service will be used for short trips under approximately 15 minutes in duration, in a
defined service zone and utilize vehicles that are smaller than traditional transit vehicles. The proposed alternative
would be an on-demand service where riders can get picked up and dropped off where they want in the service zone,
connecting more people and places within Carlsbad. The service will aim to help transport residents and visitors of
Carlsbad within the Village and Barrio areas, west of 1-5, from Buena Vista Lagoon south to Agua Hedionda Lagoon.
RECOMMENDED SERVICE AREA
Alternative B proposes to have a limited service area to ensure on-time performance and reliability for pick-up/
drop-off. This type of service would be ideal to serve the Village and Barrio areas, west of 1-5 and between the two
lagoons. The proposed service area aligns with the findings of the travel data analysis, which shows that there is
high activity in the Village and Barrio areas. By focusing on these areas, the proposed service would be able to cater
towards the users of these trips. This presents an opportunity for people to be able to complete short trips in the
area without using their car, helping reduce the number of vehicles on the road and reduce the need to drive to
complete short trips. This service can also provide attractive options to discourage people from parking at one spot
and then moving their car to another spot -such as people parking in the Village and then moving their car to park
near the beach.
Trolley Program Feasibility Study Phase II
Chapter 5: Recoltfbmrltlid Trol~getem~f~l:oncepts
RECOMMENDED VEHICLE TYPE
Alternative B proposes to use small electric vehicles, such as the FRED and
Gotcha vehicles,that carry between five and 12 passengers. It is preferred that
the vehicles used in this service are electric shuttles to cut out the cost of fuel
and to contribute to GHG reductions. Rid ers of the service will order their pick-
up and drop-off through a mobile app that directs them to gather at common
locations for faster service times.
In addition, vehicles with low floors are preferred as these types of vehicles
make boarding easy for all riders including the elderly, disabled, and beach-
goers carrying beach equipment.
Source: Google Images
RECOMMEND HOURS OF OPERATION & SERVICE FREQUENCIES
A microtransit service is ideal to target peak period commute travel. Based on trips-by-time-of-day findings from the
travel data analysis, it is suggested for Alternative B to operate on the everyday from 11am-7pm.
From the travel data analysis, weekdays show a considerable amount of peak travel around lunch and evening
hours, while the weekend shows high number of trips throughout the day and low number of trips during the
mornings and evenings. Using the suggested hours, Alternative B would be able to cater towards the time people are
travelling.
IMPLEMENTATION CONSIDERATIONS
There are many benefits to Alternative Bas well as several drawbacks for the city to consider. These are outlined
below.
Table 3. Alternatlve B Implementation Considerations
POTENTIAL BENEFITS OF ALTERNATIVE B POTENTIAL BARRIERS OF ALTERNATIVE B
• Leveraging new technology
• Increase demand responsiveness for
riders
• Fill service gaps as public transit is
unable to provide service in areas that
are deemed infeasible
• Expand connection to existing t ransit
stops within zone
• Limited to users·with smartphones
since its app-based
• Might not be able to serve peak
demand because of vehicle ca pacity
restrictions
• Limited storage for people carrying
beach equipment and/or bikes
• Developing a service area that is not
too big but large enough to capture a
critical mass of riders
• Determining how to have microtransit
work with public transit to boost
overall transportation system
• Creating a profitable business model
ALTERNATIVE C: DYNAMIC SHUTTLE SERVICE ROUTE
An alternative trolley service for the city to consider is a dynamic shuttle service route, also referred to as "Flex
service" (Alternative C). The Flex dynamic service alternative would provide an on-demand, shared-ride public
transit service where riders who had similar destinations are picked up and dropped off during the course of a
ride. Alternative C would have a fixed-route alignment with limited stops where riders can book trips on-demand, in
Trolley Program Feasibility Study Phase II
Chapter Ma>;~i3ded Trolley Alternative Concepts Item #3 Pag 23
i,
advance, or on a subscription basis from select stops using an app, website, or call center. The service would stop
at two or three stops that passengers ca n get on without a reservation. This alternative would model after the AC
Transit Flex service implemented in the Bay Area as shown in Figure 13. This alternative is similar to the Carlsbad
Poinsettia Pilot Program being launched.
Figure 13. AC Transit Flex Service Steps
AC TRANSIT FLEX
II BOOK YOUR TRIP ON-OEMAHD
ORIN ADVANCE
11J1 TRACK YOUR BUS WHILE
Iii WAITING AT INTERSECTION II ON YOUR RETURN, BOARD FLEX
AT BART EVERY 30 MINUTES
WITHOUT RESERVATION
CONFIRM YOUR 10-MINUlE
PICKUP WINDOW El WE"ll SEND YOU A PICKUP ETA
WHEN YOUR BUS IS ON THE WAY
THE BUS WON l LEAVE
BEFORE THIS TIME
II TRAVEL TO BUS STOP
BOARD aus AND PAY WITH
CASH. CLIPPER, OR PASS m SHARE YOUR RIDE AS OlHER
PASSENGERS GET PICKED UP
ANO DROPPED OFF
f!1 ARRIVE AT DROP-OFF POINT ANO
~ WALK TO DESTINATION
TRANSFER AT BAAT FOR
DESTINATIONS IN THE EAST
BAY AHO SAN FRANCISCO
RECOMMENDED SERVICE AREA
RESERVATIONS CAN ALSO BE
MADE IN ADVAtlCE OR ON A
SUBSCRIPTION BASIS
Alternative C proposes to have a limited number of stops on the selected fixed-route alignment between Village/
Barrio areas and North Ponto Beach area via Carlsbad Boulevard. Riders could book their select pick-up and drop-off
stop using an app, website, or call center. The service would have two or three stops on the route where passengers
can get on at scheduled times without a reservation. These stops can be the Village COASTER Station, Poinsettia
COASTER station, and/or a highly utilized parking lot.
In addition, Alternative C should include stops at or in close proximity to key parking locations in the Village, Barrio,
and North Ponto Beach areas for riders to select from. This will provide drivers an option to park their car and use
the trolley service to continue the rest of their trips and complete short trips. This presents an opportunity for people
to park their car once instead of hopping from parking spot to parking spot. This could help reduce congestion and
reduce single passenger vehicle trips.
The travel data analysis performed shows that there large numbers of trips
between the Village, Barrio, and North Ponto Beach areas. By creating a service
between these areas, Alternative C would be able to cater towards these trips
while working an on-demand schedule.
RECOMMENDED VEHICLE TYPE
Alternative C proposes to use small transit vehicles that carry between five and
12 passengers. It is preferred that the vehicles used are electric shuttles to cut
out the cost of fuel and reduce GHG emissions. In addition, vehicles with low I
Source: Google Images
Trolley Program Feasibility Study Phase II
Chapter 5: Recokti:tmrli/id Trol~geter7iiftf.,f,3:oncepts
floors are preferred as these types of vehicles make board ing easy for all riders including the elderly, disabled, and
beach goers carrying beach equipment.
RECOMMEND HOURS OF OPERATION & SERVICE FREQUENCIES
Based on trips by time of day findings from the travel data analysis, it is suggested for Alternative C to operate every
day from 11am-7pm. The service would go to the "no reservation" stops every 30 minutes.
From t he travel data analysis, weekdays show a considerable amount of peak travel around lunch and evening
hours, while the weekend shows high number of trips throughout the day and low number of trips during the
mornings and evenings.
IMPLEMENTATION CONSIDERATIONS
There are many be nefits to Alternative A as well as several drawbacks for the city to co nsider. These are outlined
below.
Table 4. Alternatlve C lmplementatlon Considerations
POTENTIAL BENEFITS OF ALTERNATIVE C POTENTIAL BARRIERS OF ALTERNATIVE C
• Leveraging new technology
• Increase demand responsiveness for
rid ers
• Fill service gaps as public transit is
unable to provide service in areas that
are deemed infeasible
• Expand connection to existing transit
stops within zone
COST CONSIDERATIONS
• Limited to users with smartphones
since its app-based
• Might not be able to serve peak
demand because of vehicle capacity
restrictions
• Limited storage for people carrying
beach equipment and/or bikes
• Developing a service area that is not
too big but large enough to capture a
critical mass of riders
• Determining how to have microtransit
work with public transit to boost
overall transportation system
• Creating a profitable business model
To help the city move forward with one of the recommended trolley service alternatives, a high-level opinion of
probable cost was developed for each service alternative using va rious service parameters such as service hours,
vehicle type, number of expected vehicles, and expected needed technology to run the service. The developed costs
were based on research of existing service implemented in other cities such as the Laguna Beach Trolley, FRED
service in Downtown San Diego, and AC Transit FLEX in Newark (see Appendix C).
Trolley Program Feasibility Study Phase II
Chapter Ma,;~nded Trolley Alternative Concepts Item #3
Table 5. Summary of Cost Considerations for Trolley Service Alternatives
YEARLY YEAR ONE
SERVICE SERVICE PARAMETERS YEAR ONE CAPITAL OPERATIONS AND TOTAL CAPITAL
ALTERNATIVES COSTS MAINTENANCE AND O&M
(O&M) COSTS
• Service Hours: Every day from
11am-7pm
• Limited stops along fixed $1.02M -$3.08M $876,000-
route along Carlsbad Blvd . $200,000-$1,095,000
Alternathr:e A from Carlsbad Village to $600,000 for each . Lower end: $60/
Fixed Route North Ponto Beach (-4 mi) trolley vehicle VRH (contracted $1.9 M-
Shuttle • Est imated 40 stops (every .2 • $20,000 to service) $4.2M . Higher end: $75/
Service mi) $80,000 for VRH (City-run • Estimated Vehicle Fleet: 5 signage service)
t rolleys
• Estimated Vehicle Revenue
Hours (VRH): 14,600
• Service Hours: Every day from $185,000 -11am-7pm $290,000 $175,000-
• Zone surrounding Carlsbad $16K -$45K for $362,000 .
Alternative B Village (-1 sq mi) . Lower end: $15/ each vehicle
On-Demand • Estimate vehicles: 4 . $20,500 for VRH (NEV shuttle $360,000-
Microtransit neighborhood electric upfront planning service) $651,000 . Higher end:
Service vehicles (NEVs) or Light costs $31/VRH (Light Passenger Vans . $100,000 commercial van • Estimated Ve hicle Revenue for software servi ce)
Hours (VRH): 11,680 development costs
• Service Hours: Every day from
11am-7pm
• Limited stops by reservation
between Carlsbad Village, $331,000 -
Barrio and North Ponto $604,000
Alternative C Beach (-10 sq mi) . $70K -$100K per $701,000 -
Dynamic • Two permanent stops cutaway bus $1,051,000 $1.0 M -. $1K-$4K for . Low end: $60/VRH
Shuttle at Carlsbad Village and signage • High end: $90/ $1.7 M
Service Carlsbad Poinsettia COASTER . $50K to $200K VRH stations for software • Estimated vehicles: 4 startup costs
cutaway buses
• Estimated Vehicle Revenue
Hours: 5,000
COMMUTER SERVICE CONSIDERATIONS
The city should also consider t he commuter service being developed in conj unction with this Study when selecting
the trolley service alternat ive to move forward with. The city's Economic Development Division is leading an effort to
pilot first mile/last mile commuter services from at least the Poinsettia COASTER stat ion. This pilot coincides with the
city's transportation demand management efforts to reduce the number of commuters driving alone to job sites in
Carlsbad. While the procurement is still underway, at t his time the preferred service is:
• Dynamic app-based shuttle service
Trolley Program Feasibility Study Ph ase II
Chapter 5: RecoHYMerlliid Trol~geteBl~f\'G£oncepts
• Commuter prioritized service from 6-9 am and then 3-6 pm
• Mid-day service trips that could serve hospitality locations, Village and other tourism destinations throughout
the city
• Mid-day service trips could also serve lunch and other errands for emplo~ees that took transit to work
• The vehicles are 7 to 12 passenger vehicles like a Ford Transit
• Wifi on board and bike racks
The findings from a related the travel data analysis performed demonstrated a high number of trips between the
Village, Barrio, beach areas, and major employment areas. The city may benefit from selecting the same vendor as
t he Commuter Service in terms of cost and expansion of service area.
Trolley Program Feasibility Study Phase II
Chapter M~~l!ded Trolley Alternative Concepts Item #3
CHAPTER 6: TROLLEY NEXT STEPS
After selecting the preferred trolley alternative concept, there are several action steps that should occur as outlined
below.
Technical Advisory Committee
Involved Parties: City Staff, NCTD, TAC
Continue to meet with TAC to plan and evaluate alternatives
Public Outreach
Involved Parties: City Staff, NCTD
Develop a public outreach and community engagement plan to engage potential users about the
project and to collect opinions and ideas
Create several internal working groups and external coordination committees to ensure the
appropriate stakeholders are consulted
Use the public outreach process to identify key issues, goals, & evaluation criteria
Evaluation and Screening Analysis
Involved Parties: TAC Project Team
Use goals & evaluation criteria developed in public outreach process to screen potential route
alignments to create the preferred route alignment
Create performance metrics to monitor new service
Consider additional amenities to enhance service
Funding
Involved Parties: City Staff, NCTD, SANDAG
Secure funding for pilot through grants, Public-Private Partnership, parking revenue, development
impact fees
Implement Pilot Service
Involved Parties: City Staff, Project Team, Operator
Market new service to target audience
Monitor pilot program with developed performance metrics
Analyze performance of pilot and adjust service, as needed
Evaluate Pilot Program
Involved Parties: TAC
Evaluate performance of pilot and consider impacts of wider application
Implement Full Trolley Service
Involved Parties: City Staff, NCTD
Identify dedicated/sustainable funding sources
Procure technology for full implementation
Develop MOU between city, NCTD, and another additional partners
Monitor Performance
Involved Parties: City Staff
Continue to monitor shuttle needs and performance in service area to determine the timing for
additional service, service changes, and/or expansion of service to other areas of t he city
Trolley Program Feasibility Study Phase II
Item #3 Cha,:i~ •1i~xt Steps
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May 9, 2022 Item #3 Page 42 of 63
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May 9, 2022 Item #3 Page 43 of 63
APPENDIX A:
BEST PRACTICES MATRIX
Trolley Program Feasibility Study Phase II
Append/Niay 9, 2022 Item #3
CARLSBAD TROLLEY STUDY: BEST PRACTICES
Coronado Free
Summer Shuttle
SERVICE CHARACTERISTICS
Fares I Free
Service Hours I 9 AM-9:45 PM, Sun-
Thurs
9 AM-10:45 PM, Fri-Sat
Frequency/Response I Every 15 minutes
Time
I
Service Area I Service runs along
existing MTS 904 bus
route between
Coronado's civic center
and the Coronado
Island Marriott Resort,
with eight stops in
between
Target Market I Coronado residents and
visitors
Vehicle Type I Four 32' El Dorado
Nationals
I
May 9, 2022
Laguna Beach Coastal
Trolley
I Free
Summer: 9:30 AM-11 :30
PM (daily); off-season: 4
PM-11 PM (Fri), 11 AM-
11 PM (Sat), 11 AM-8
PM (Sun)
I Every 20 minutes
(summer); every 30
minutes (off-season)
Linear route with stops
along Coast Highway,
Cliff Drive, Mission
Hospital, and the Transit
Depot. A Limited Stop
Coastal Trolley service
also exists.
Residents and tourists;
intended to connect
beachgoers with retail
districts and remote
parking areas inland
121 trolleys; a mix of
Hometown Villagers,
I Moll~ Trolle~s. and
MST Trolley
(Monterey, CA)
I Free
Hours vary during
summer -generally 10
AM-7 PM daily; 10 AM-
7 PM (weekends during
off-season)
Every 10-15 minutes
Mostly linear route
between Monterey Bay
Aquarium and Monterey
Transit Plaza
Monterey residents and
visitors
Optima trolleys (cannot
be purchased--9oing
Santa Barbara MTD
Downtown and
Waterfront Shuttle
I $0.50 one-way; $0.25
for seniors and disabled;
children under 45" are
free
Weekdays from 10 AM -
6 PM; extends to 9 PM
on Fri and Sat
Every 15 minutes
(Memorial Day
Weekend through Labor
Day Weekend),
otherwise every 30
minutes
From Santa Barbara
City College to Santa
Barbara Zoo
Residents and visitors to
downtown Santa
Barbara; train riders are
also encouraged to use
the shuttle
Microtransit
FRED I Chariot
(San Diego. CA) I (San Francisco, CA)
Free $5/ride (peak),
$3.80/ride (off-peak),
$47/12 rides; $119/mo
for unlimited access;
rides can be paid for
with pretax commuter
, benefits
7 AM-9 PM, Mon-Thurs I Weekdays from 6 AM-
7 AM-midnight, Fri 10 AM and 4 PM-8 PM
9 AM-midnight, Sat
9 AM-9 PM, Sun
Pickup within 8 minutes Every 4-5 minutes
during peak commute
hours; up to 15 minutes
during off-peak hours
2.5-mile service area Crowdsourced fixed
around downtown San route services with
Diego designated stops, in
addition to 2-to 6-mile
linear routes; pick-up
and drop-off points are
at legal loading zones
(white/yellow curbs)
Downtown San Diego Commuters wanting
residents, locals, and shorter travel times and
visitors guaranteed seats
22' full-electric E-bus 117 electric (Polaris
shuttles; will be replaced GEMe6) vehicles
I Ford vans; 150 total
vans
by 14 new 30' electric
Item #3 Page 45 of 63
Vehicle Capacity 27 passengers
ADDITIONAL INFORMATION
Primary goals of Relieve traffic
service (e.g. park once, congestion and improve
tourist attraction, mobility during the city's
shopping circulation) peak summer season
How is the service Coronado Tourism
funded? Improvement District
paid $25,000 to wrap
the buses; City of
Coronado pays 100% of
the operating costs
during the peak summer
tourism period and
reimburses MTS for the
foregone revenue in
order to make the
service fare-free.
Cost to operate? $156,225 (Summer
(denote whether work is 2017)
contracted or
operating/staffing is
done in-house)
Cost Items Included Includes operating
costs, foregone
revenue, and the cost to
wrap each bus; services
May 9, 2022
CARLSBAD TROLLEY STUDY I BEST PRACTICES
City of Carlsbad
Cable Car Classic-out to bid for new BYD shuttles by end of
Golden Gate vehicles trolleys soon) 2017
Unavailable 27 seats Unavailable
Provide options for Provide free "Park once" service that
parking and free transportation to popular provide frequent shuttle
transportation services; Monterey destinations, service along the
limit car traffic entering with stops at nearby waterfront and
the city parking garages for downtown area
easy transfers
Regional, state, and Funded by a partnership City of Santa Barbara
local funds of the City of Monterey, provides MTD a fare
the Monterey Bay buy-down subsidy that
Aquarium, and covers much of the cost
Monterey-Salinas of the service. MTD
Transit (MST); Monterey provides the balance.
Bay Aquarium pays 20%
of the cost
$600,000 -$675,000 $78.49 per trolley per Estimated operating
(FY 2018-19) hour cost (not including
Cost of vehicles: depreciation) for FY
$530,000 for 3 2017 was $1.8 million.
Hometown Trolley
vehicles (2013);
$195,000 for one
propane fueled trolley
vehicle (2017)
Includes salaries/wages, Contractor-operated but The service is directly
maintenance & MST provides some operated using MTD
operations (gas and overhead costs vehicles and
lubrications, materials employees.
2
5 passenger 15 passenger
Provide mobility options Improve transportation
for people traveling to options for San
and within downtown Francisco commuters by
San Diego while providing faster and
reducing vehicle more convenient service
emissions than existing transit
lines; also provide first-
nast-mile solutions
$500,000 initial funding $3 million seed funding
from downtown parking from venture capital;
meter revenues. 100% commuter-
Revenue is also financed with no
generated from private taxpayer funding; some
sponsorships in the form businesses pay to place
of advertisements, both ads on vehicles
inside and on the
outside of the vehicles.
Up to $2 million over five
years has been
earmarked with more
funds available, if
needed.
Civic San Diego spends $8,000 to $10,000 per
approximately $100k vehicle
per month to fund the
program.
The Free Ride to Depends on hours and
operates the service. length of route; drivers
are Chariot employees
Item #3 Page 46 of 63
are contracted using
one of MTS's standard
contract operators;
costs have varied
significantly each year
What problem(s) is the Increased traffic
city/entity trying to congestion during
solve? summer months in the
busy commercial district.
How did city/entity City wanted to reduce
know it was the right vehicular congestion in
time to have a trolley? downtown Coronado
during the peak summer
tourism period.
Is the ride subsidized No
by local
businesses/hotels/
parking lots?
How was the Span was determined
span/frequency by the span of service of
decided? the Coronado Bay Ferry,
which the Free Summer
May 9, 2022
CARLSBAD TROLLEY STUDY I BEST PRACTICES
City of Carlsbad
and supplies, rents and
leases, repairs &
maintenance
automotive, printing,
contractual services)
Lack of parking and Increased traffic Increased traffic
increased traffic congestion and high congestion in the
congestion in summer parking demand with a Waterfront area and
months constrained supply high parking demand
with a constrained
supply
The service was initially Popular tourist Congestion in the area
intended to assist in destinations were was increasing while
getting people from getting too crowded and additional public parking
parking lots to the city's demand for parking was lots were being built.
festivals. outpacing supply. It was The City wanted to
also part of the avoid people hopping
Aquarium's use permit from garage to garage
(under CEQA) to as they shopped.
mitigate increased
vehicle traffic.
The city's parking fund Monterey Bay Aquarium No
subsidizes the local pays 20% of the cost;
funding portion of the revenue from city
budget. parking garages
accounts for 80% of the
city's funds that are
used to pay for the
Trolley.
Recommendation from Based on the number of Coincides with the
staff to the City Council vehicles and drivers that busiest times downtown
could be provided within and on the waterfront
the given budget
3
.
Filling the transportation Lack of fast and reliable
gap for short, free rides commuting options
that traditional public within San Francisco
transit and TNCs cannot
fill. The service allows
people to travel to and
within the parking-
constrained commercial
district without a car.
The city was looking for Chariot saw a need to
additional transportation provide transportation
options and wanted a from Marina to Financial
service that could also District. Lyft and Uber
serve as a "last-mile" are expensive to use
solution. daily.
Businesses contribute to East Bay has
the revenue by placing commissioned Chariot
ads inside and outside to create routes to and
of the vehicle. The idea from the BART station,
is that advertising which the city will
revenue will help offset subsidize (contract is
costs and reduce the still being worked out); a
subsidy from Civic San Bay Area government
Diego. agency will fund low-
income individuals on
existing Chariot routes.
Service span is intended Hours of operation are
to target people who typical commuting hours
mostly live, work, or
commute downtown.
Friday and Saturday
Item #3 Page 47 of 63
Shuttle is scheduled to
meet.
How is the service The city, Coronado
promoted? Does the Tourism Improvement
marketing differ District, and MTS
between participate in promotion
visitors/residents? and signage.
What refinements has Frequency was
the city/entity made to increased from 30
their original business minutes to 15 minutes.
plans?
URL Coronado Summer
Shuttle Website
Contact info Mark Thomsen
Senior Transportation
Planner
Mark.Thomsen@sdmts.
com
May 9, 2022
CARLSBAD TROLLEY STUDY I BEST PRACTICES
City of Carlsbad
Promoted to residents Service promotes itself Service is promoted
through direct mailers, because the vehicle is more to visitors than
promotional pieces, city highly visible and residents. Hotels and
events, and attractive to visitors; downtown businesses
publications. Service is also, promoted through like to promote the
marketed to visitors brochures, tourist service. The message to
through promotional information websites, residents is more about
events, city events, and the visitor information not needing to worry
on-street marketing (i.e. center, Monterey Bay about parking when they
signage and maps). Aquarium, electronic come downtown.
parking garage signs,
and posted signage
Two new routes were Transit buses were Modest changes have
incorporated this past replaced with trolleys; been made to the hours
summer. automated voice of operation and number
recordings for each stop of vehicles in service.
and for points of interest
were incorporated
Laguna Beach Coastal Monterey Trolley SB MTD Waterfront
Trolley Shuttle
Paula Faust Hunter Harvath Hillary Blackerby
Deputy Director Assistant GM Marketing and
i:1faust@lagunabeachcit 831.264.5969 Communications
y.net hharvath@mst.org Relations Manager
HBlackerby@sbmtd.gov
4
evening service caters
to the downtown crowd.
Civic San Diego is trying Digital marketing
not to over-promote the campaigns to current
service due to and former members of
supply/demand issues. the service, social
However, they are media, brand
working with The Free ambassador street team
Ride to promote through
the service through
social media.
Civic San Diego will be Mobile app
looking to partner with improvements, ability to
other agencies including book through the phone,
the City of San Diego, ability to pay in cash,
Port of San Diego, and looking to expand
SANDAG to help sustain partnerships with
the program. municipalities
FRED San Di~o Chariot
Ben Verdugo Michael Moore
PM -Parking, Transit, Technical Sales
Specialist and Transportation michael@chariot.com
verdugo@civicsd.com
Item #3 Page 48 of 63
APPENDIX B:
CITY OF CORONADO 2019 SUMMER OPERATIONS
Trolley Program Feasibility Study Phase II
Append/May 9, 2022 Item #3
AUTHORIZE THE CITY MANAGER TO EXECUTE CONTRACTS WITH THE SAN
DIEGO METROPOLITAN TRANSIT SYSTEM TO OPERATE THE FREE SUMMER
SHUTTLE FOR SUMMER 2019 AND A FREE FOURTH OF JULY BUS BETWEEN THE
CAYS AND THE COMMUNITY CENTER AND BUDGET $55,000 IN FY 18-19 FOR THIS
PURPOSE
RECOMMENDATION: 1) Authorize the execution of a contract with San Diego Metropolitan
Transit System (MTS) to operate the Free Summer Shuttle from May 24 through September 2,
2019, at 15-minute intervals; 2) Authorize the execution of a contract with MTS to operate a free
bus service from the Cays Fire Station to the Community Center on the Fourth of July from 8 a.m.
to 11 p.m., at 30-minute intervals; and 3) Allocate $55,000 from General Fund reserves in FY 18-
19 for this purpose.
FISCAL IMPACT: The cost to the General Fund to operate the Free Summer Shuttle from May
24-September 2, 2019, (102 days) is approximately $150,000 plus an additional $5,000 for
promotional materials (maps, signage, and advertisements). Some of these promotional costs are
offset by interior bus advertising revenue. Discover Coronado will fund the cost (approximately
$25,000) to wrap the four shuttle buses. Providing free special bus service on the Fourth of July
from the Cays Fire Station to the Community Center will cost approximately $2,200.
Due to an oversight, the entire cost of the 2018 Summer Shuttle was charged to the FY I 8-19
budget rather than split between FY 17-18 and 18-19. Therefore, $55,000 will need to be added
to the FY 18-19 budget for the May 24 through June 30 bus service. lf approved, staff will request
sufficient funding to be included in the FY 19-20 budget for the 2020 Summer Shuttle.
Total budget: $150,000 -Free Summer Shuttle
$ 5,000 -Promotion for Summer Shuttle and Cays Fourth of July Bus
$ 2,200 -Fourth of July Bus from Cays to Community Center
$ 0 -Wrap four buses ($25K paid by Discover Coronado)
$157,200
CITY COUNCIL AUTHORITY: Approval of this project is a legislative action. Legislative
actions tend to express a public purpose and make provisions for the ways and means of
accomplishing the purpose. Legislative actions involve the exercise of discretion governed by
considerations of public welfare, in which case, the City Council is deemed to have "paramount
authority" in such decisions.
PUBLIC NOTICE: None required. Discover Coronado and the Coronado Cays Homeowners
Association (HOA) were made aware of this agenda item.
CALIFORNIA ENVIRONMENT AL QUALITY ACT: This is not a project as defined by
CEQA.
BACKGROUND: Beginning with the Free Summer Shuttle pilot program in 2013, the City of
Coronado has annually provided a free shuttle replacing MTS's Route 904 service during the
summer with the following e lements:
03/19/19
May 9, 2022 Item #3
lOd
Page S~<fSS
• Free rides for all passengers.
• Increased frequency of service from hourly to 30 minutes in 2013 and 2014; to 20 minutes
in 2015; and 15 minutes in 2016, 2017, and 2018.
• Expanded hours of operation: 8:57 a.m.-9:42 p.m. Sunday through Thursday, and 8:57
a.m.-10:42 p.m. Friday and Saturday.
A summary of the Free Summer Shuttle costs, service levels, and ridership from 2013-2018 is
provided in Table 1. The year 2012 is included as a comparison to show ridership on the regular
MTS 904 service that operated during the summer immediately preceding the 2013 Free Summer
Shuttle pilot program.
a e -ree T bl 1 F S ummer Sh utt e-s ummary o fO oerat1ons
Summer of Operation % Increase in Ave.
& Dates of Days of City Total Ridership from ridership
Service Provided Service Service Cost* Ridership Previous Year per day
2012
(Regular 904 Service) N/A N/A N/A 9,142 N/A N/A
2013
(30-minute Service) 7 /5-9/30 88 $49,800 55,397 +506% 630
2014
(30-minute Service) 6/8-9/14 99 $57,500 78,612 +42% 794
2015
(20-minute Service) 6/7-9/13 99 $92,500 116,499 +48% 1,177
2016
(15-minute Service) 5/27-9/25 122 $160,948 138,584 +19% 1,136
2017
(15-minute Service) 5/27-9/4 101 $135,000 149,975 +8% 1,485
2018
(15-minute Service) 5/25-9/3 102 $135,000 122,169 -18.5% 1,198
Includes direct costs paid to MTS. Does not include internal costs to advertise and promote the
program or the CTID costs of wrapping the buses.
ANALYSIS:
Shuttle Bus Type: According to MTS, it is unlikely that the smaller 35' bus (compared to their
standard 40' bus) will continue to be available for use in Coronado this summer. MTS is in the
process of phasing out all their 35' buses, which is the s ize bus that has been typically used in
Coronado on the 904 route. The City has begun to research possible options with MTS and others
about purchasing or leasing a non-standard smaller bus in the future to help differentiate the
Coronado Summer Shuttle from a typical 40' MTS bus. ff a 40' MTS bus is the only option
available for this summer, Discover Coronado will need to develop alternative wrap designs to fit
the larger bus.
Free Summer Shuttle in the Village: It is recommended to operate the Free Summer Shuttle
from May 24 to September 2, as the peak ridership is between the Memorial Day and Labor Day
weekends.
03/19/19
May 9, 2022 Item #3 Page S~<fS6
MTS operates four buses in order to meet the 15-minute interval schedule. There is a required
layover for approximately 10-12 minutes, which in 2017 was moved from the Shores to Second
and Glorietta, near the Coronado Marriott. This change reduced inconvenience to passengers since
there is lower ridership near the Marriott and the layover required passengers to disembark one
bus and load onto or wait for another bus.
Beginning in 2017, the Free Summer Shuttle extended the operating hours on the Fourth of July
two additional hours, from 8 a.m. to 11 p.m., to accommodate the large crowds and traffic
congestion related to the parade and fireworks show. For 2019, it is recommended to continue
these operating hours. Discover Coronado will also continue to pay to wrap the four buses,
continuing the VW "beach" bus theme.
Service to Coronado Cays:
The City has provided free summer bus service to the Cays in a variety of methods. The following
is a summary:
2014: Fourth of July Shuttle Implemented for Cay's residents: City provided free round-trip MTS transit
vouchers to Cays residents that were distributed through Cay's Home Owners Association. Approximately
303 round-trip vouchers were used at a cost to the City of approximately $1,200 or $3.96 per rider.
2015: Free MTS Vouchers: City purchased and distributed 600 MTS all-day transit passes through Cay's
Home Owners Association. Cost to City was of $3300 or $5.50 per rider (Approximation only: cost per
rider may be higher since MTS was unable to track if distributed passes used). Some allegations of abuse
arose concerning vouchers being distributed to non-residents.
Concerts in the Park free shuttle service added for Cay Residents. City purchased 440 round-trip MTS
transit tickets at a cost of $1800 (268 adult passes and 172 senior passes).
2016: Daily Silver Strand Summer Streak. Shuttle cost of$ I 52,724 split between City ($60,000), the
Coronado Tourism Improvement District ($60,724), and the Loews Resort ($32,000).
Total ridership was 39,838 with majority from Loews Resort (80%) and Cays (17%), and remaining from
Navy Housing, and Naval Amphibious Base. Cost per rider: Overall: $3.83; City Cost per rider: $1.51 ; City
Cost per Cays rider: $8.88.
2017: Loews Resort Curbside Service: City partnered with Loews Resort for daily summer "Curbside
Service" from May 27 through September 4. Cay's residents were picked up by Loews courtesy golf cart
and transported to the resort for connection to the Loews Silver Strand shuttle into the Village. Total cost
was $9,298 which include $2500 per month and $2 per rider. 899 Cays residents used the Curbside Service
at a cost $10.34 per rider.
Fourth of July free shuttle service: City contracted with MTS to provide special free bus service from the Cays to
the Community Center. For 2017, a total of 683 riders used the service at a cost to the City of$1,849 or $2.71
per rider.
2018: Daily summer shuttle discontinued due to cost and limited riders.
Staff continues to be open and seek ways that free service can be provided to the Cays. The biggest
impediment is the low level of participation, except for July 4th•
Fourth of July Bus Service: On the Fourth of July, staff recommends the City contract w ith MTS
to provide special free bus service from the Cays to the Community Center. This free bus would
operate from 8 a.m. to 11 p.m. in 30-minute intervals, serving Cays residents from the bus stop
03/19/19
May 9, 2022 Item #3
across from the Cays Fire Station to the turnaround at the Community Center. As parking is at a
premium on the Fourth of July, this would provide a convenient alternative to driving for Cays
residents. This service was provided in 2018 with a total of 533 riders. The cost to the City for this
Fourth of July bus service was $2,100, yielding a cost per rider of $3.94.
Staff recommends that the Council authorize the City Manager to enter into an agreement with
MTS to operate the Free Summer Shuttle from May 24 to September 2 and, separately, a special
MTS bus service from the Cays to the Community Center on the Fourth of July.
ALTERNATIVES: The Council could alter or eliminate the proposed agreements with MTS, or
direct staff to analyze other transportation options for the Village or Cays.
Submitted b Ci Mana er's Office/ACM Ritter
CM ACM AS CA CC CD CE
'BK TR JK JNC MLC NA NA
03/19/19
May 9, 2022
F L P PSE RIG
NA NA NA NA NA
Item #3
APPENDIX C :
COST ASSUMPTIONS FOR TROLLEY
ALTERNATIVES
Trolley Program Feasibility Study Phase II
AppendJNlay 9, 2022 Item #3
Carlsbad Trolley Opinion of Probable Cost
Service Service Parameters Year One Capital Yearly Operations and Year One Total Capital
Alternatives Costs Maintenance (O&M) and O&M Costs
Alternative -Service Hours: $876,000 -$1,095,000 $1.9 M -$4.2 M
~ 0 Every day from llam-7pm $1.02M -$3.08M Lower end: $60/VRH (contracted
Fixed Route -Limited stops along fixed route along $200,000 • $600,000 for service)
Carlsbad Blvd from Carlsbad Village to North each trolley vehicle Higher end: $75/VRH (City-run
Shuttle service)
Ponto Beach (~4 mi) $20,000 to $80,000 for
Service signage -Estimated 40 stops (every .2 mi)
-Estimated Vehicle Fleet: S trolleys
-Estimated Vehicle Revenue Hours (VRH):
14,600
Alternative -Service Hours: $185,000 -$290,000 $175,000 -$362,000 $360,000 -$651,000
.!! 0 Every day from llam-7pm $16K -$45K for each vehicle Lower end: $15/VRH (NEV shuttle
On-Demand -Zone surrounding Carlsbad Village (~1 sq mi) $20,500 for upfront service)
-Estimate vehicles: 4 neighborhood electric planning costs Higher end: $31/VRH (Light
Microtransit $100,000 for software commercial van service)
Service vehicles (NEVs) or Light Passenger Vans development costs
-Estimated Vehicle Revenue Hours (VRH):
11,680
Alternative -Service Hours: $331,000-$701,000 -$1,051,000 $1.0 M -$1.7 M
~ 0 Every day from llam-7pm $604,000 Low end: $60/VRH
Dynamic -Limited stops by reservation between $70K -$100K per cutaway High end: $90/VRH
Shuttle Carlsbad Village, Barrio and North Ponto · bus
Beach (~10 sq mi) $1K -$4K for signage -Service $SOK to $200K for software -Two permanent stops at Carlsbad Village and startup costs
Carlsbad Poinsettia COASTER stations
-Estimated vehicles: 4 cutaway buses
-Estimated Vehicle Revenue Hours: 5,000
May 9, 2022 Item #3 Page 55 of 63
Alternative A: Fixed Route Shuttle Service
Capital Expenditures
• Small Rubber Tire Vehicles (low floor, electric trolley, wireless charging preferred; autonomous
possibility)
o Laguna Beach. CA: ~$200,000 each for Villager Model 228 Trolleys1
o Scottsdale, AZ: ~$600,000 each for diesel-electric hybrid trolleys2
• Signage Along Route (Incorporated with existing routes)
o Estimating $500-$1,000 per stop
0 (~ow End-Simple Shuttle Stop Sign -example: Monterey, CA)3
0 ~ (High End-Shuttle Stop Sign with Route Map -Example:
Laguna Beach, CA)4
• Wayfinding Signage
o Estimati!}g $1,000-$2,000 per sign
o {Low End-Simple Route Map Sign with Nearby Amenities -
Example: Scottsdale, AZ)5
1 http://www. lagu n a beach city.net/ civi cax/fi leba n k/bl obd load. aspx ?Blob I D=19 371
2 https://www.valleymetro.org/sites/default/files/legacy-
images/uploads/board minutes/NOVEMBER BOARD PACKET FOR POSTING -2.pdf -page 25
3 https://hiveminer.com/Tags/mst%2Ctransit/Timeline
4 https://www.tripadvisor.com/Location PhotoDirectlink-g32588-d8417668-i287040493-Laguna _Beach_ Trolley-
Laguna _Beach_ California.htm I
5 https://www.tripadvisor.com/Location PhotoDi rectli nk-g31350-dll33142-i279389529-
Scottsdale_Fashion_Square-Scottsdale_Arizona.htm I
May 9, 2022 Item #3 Page 56 of 63
0 (High End-Freestanding Wayfinding Signage -Example: Santa
Monica, CA)6
•
Operating Expenditures
• Laguna Beach, CA: (27 vehicles operated in max service; 36,128 vehicle revenue hours (VRH))
o Trolley service owned and operated by City
Line Item Total Cost Cost Per Vehicle Cost Per VRH
2017 Driver and ~$2million $75k per vehicle $55 per VRH
Adm in Salaries
2017 $726k $26k per vehicle $20 per VRH
Maintenance
2017 Total O&M7 $2.7 million $100k per vehicle $75 perVRH
• Scottsdale, AZ: (14 vehicles operated in max service; 70,174 VRH)
o Service is contracted out; contractor responsible for operating routes (contractor
employs drivers) and providing vehicle maintenance8
Line Item Total Cost Cost Per Vehicle Cost PerVRH
2017 $200k $14k per vehicle $3 per VRH
Administration
Salaries
2017 Fuel and $360k $25k per vehicle $5 perVRH
Misc. Costs
2017 Service $3.6 million $255k per vehicle $51 per VRH
Contract
2017 Total O&M9 $4.14 million $300k per vehicle $60 perVRH
• Further Cost Considerations:
o Software for Bus Tracking (Optional)
6 h ttps ://sel bertperki ns. com/sa nta-mon ica-b reeze-bi ke-sha re/
7 2017 Operating Expenses on FTA's National Transit Database: https://www.transit.dot.gov/ntd/data-
product/2017-operating-expenses
8 http://www.scottsdaleaz.gov/ Asset66454.aspx
9 2017 Operating Expenses on FTA's National Transit Database: https://www.transit.dot.gov/ntd/data-
prod uct/2017-operating-expenses
May 9, 2022 Item #3 Page 57 of 63
Alternative B: On-Demand Microtransit Service
Free Ride Everywhere Downtown (FRED) San Diego10:
• Transported 194,600 riders in 2018
• Costs were $6.00 per rider= $1.17 million in 2018 (includes costs of driver pay)
• Annual advertising revenue was $440,000 in 2018
• Costs minus advertising subsidy was $1.61 million
• 22 vehicles in 2018
• Operating time: daily 7am to 9pm-5,100 hours per year -112,000 VRH
• Costs: $15 per VRH
• Vehicles-Polaris GEM e6-cost: $16,000 per car11
Partnership between Arlington, TX and Via (one-year pilot)12:
• Six passenger vans, booked through telephone or Via smartphone app-cost $3 each ride to user
• Passenger vans used: Mercedes-Benz V-Class13• Not for retail sale in USA. Similar van by
Mercedes-Benz is Sprinter Passenger Van: retails for $42,00014•
• Service hours: 7am to 9pm weekdays, 9am to 9pm weekends (29,328 vehicle revenue hours) (20
sq mi area)
• Costs15:
o Capital
• Planning and Adm in Costs: $20,500
• Software Development+ Equipment+ Technical and Customer Support:
$92,000
o Operations and Maintenance:
• Project Management: $56,500
• Performance Monitoring and Reporting: $13,500
• Payments to Drivers and Subcontractors: $713,000
o TOTAL: $922,500 ($153,750 per vehicle) ($31 per VRH)
Additional Capital Expenditures
• Signage Along Route
o Estimating $500-$1,000 per sign; $250 if it is decal on sidewalk
10 https://www .sand i egou n iontri bun e .com/bu sin ess/growth-d eve I op men t/ sd-fi-fred-free-sh uttle-i mp rovements-
20190112-story. htm I
11 https://gem.polaris.com/en-us/e6/
12 ht tp:// pol ides.sh a red usemobi I itycenter. org/#/pol ici es/973
13 https://www.daimler.com/products/services/mobility-services/via.html
14 https://www .mbvans.com/sprinter /commercial-vans/passenger-van
15 http://policies.sharedusemobilitycenter.org/policy/973/files -page 30
M ay 9, 2022 Item #3 Page 58 of 63
Alternat ive C: Dynamic Shuttle Service Route
Capital Expenditures
• Small Rubber Tire Vehicles (low floor, electric trolleys, wireless
o Denver RTD: in 2017 purchased four cutaway buses for $66k each16 (seems low-a high
estimate would be $100k)
• Signage Along Route (at least at 3 permanent stops)-along with stop decal on ground
o Estimating $500-$1,000 per sign
Operating Expenditures
• AC Transit FLEX (Newark)17 -2 buses, 271 daily miles, service area is roughly 9 sq mi, M-F 6a-8p
(1,456 annual VRH)
o O&M per mile: $0.98
o Annual O&M: $66,926
o Annual Tech Costs: $60,000
o Total O&M Costs: $126,926 ($63k per bus) ($87 per VRH)
o Trip Planning Software Costs: $17k-$32k18 ($SOK is a more reasonable estimate)
• Denver RTD Call-n-Ride -54 buses, operations and maintenance are contracted out, 120,826
vehicle service hours
o 2017 Bus Operations: $7.37 million; $136k per bus; ($60 per VRH)
o Annualized technology costs: $200,000
• Further Considerations:
o Software Maintenance
o Call Center Staffing
16 https://www.rtd-denver.com/documents/financialreports/rtd-adopted-budget-2017.pdf -page 170
17 http://www.actransit.org/wp-content/uploads/board memos/14-
247a%20Line%20275%20Flex%20Serv.%20PH.pdf -page 7
18 http://www.actransit.org/wp-content/uploads/board memos/1 14-247%20Line%20275%20Flex.pdf -page 3
May 9, 2022 Item #3 Page 59 of 63
Alternative A: Fixed Route Shuttle Services I
Service Hours 2920 Every day fro m 11am to7pm
Vehicles 5
Vehicle Revenue Hours 14,600
Stops With Signage 40
Year One Capital Costs
Low High
Vehicles $1,000,000 $3,000,000 $200,000 to $600,000 for each trolley
Signage Costs $20,000 $80,000 $500 to $2,000 for each sign (low end: simple sign, high end: wayfinding signs)
Total $1,020,000 $3,080,000
Yearly Operations and Maintenance (O&M)
I Low I High
O&M Costs I ss1G,ooo I $1,ogs,000 $60 per VRH (contracted service); $75 per VRH (city-run service)
Year One Total Capital and O&M Costs
~ !::lliill
$1,896,000 $4,175,000
May 9, 2022 Item #3 Page 60 of 63
Alternative B: On-Demand Microtransit Services I
Service Hours 2920 m llamto 7pm
Vehicles 4
Vehicle Revenue Hours 11680
Year One Capital Costs
Low High
Vehicles $64,000 $168,000 $16k for NEVs; $42k for light passenger vans
Pla nning Cost s $20,500 $20,500
Software Development Cos $100,000 $100,000
Total $184,500 $288,500
Yearly Operations and Maintenance (O&M)
I Low I High
O&M Costs I $11s,200 I $362,oso $15 per VRH for low end, $31 per VR H for high end
Year One Total Capital and O&M Costs
~ !::!Jgh
$359,700 $650,580
May 9, 2022 Item #3 Page 61 of 63
Alternative C: Dllnamic Shuttle Service I
Service Hours 2920 Every day fro m 11amto7pm
Vehicles 4
Vehicle Revenue Hours 11680
Permanent Stops 2
Year One Capital Costs
Low High
Vehicles $280,000 $400,000 $70K to $100K per cutaway bus
Stop Signage $1,000 $4,000 $500 to $2,000 for each sign (low end: simple bus stop sign, high end: wayfinding signs)
Software Development Costs $50,000 $200,000
Total $331,000 $604,000
Yearly Operations and Maintenance (O&M)
I Low I .tiJgb_
O&M Costs I $700,soo I s 1,os1,200 $60 per VRH for low end, $90 per VRH for high end
Year One Total Capital and O&M Costs
~ !!_igh
$1,031,800 $1,655,200
May 9, 2022 Item #3 Page 62 of 63
Carl sbad
' 0 o.s 1
•
Carlsb•~
Prl!mium
Outlets
Carlsbad
Poinsettia
1tion
2
Miles
AirP,,Or-t , 1 _i..,./
l ••e , •I < f-.,\:-r ,: •.... .
i;J~V•\. •
~
EXHIBIT 2 ~
~·
T1tle,st t •
[iase,
D Pilot Area
@ COASTER Station
• Landmarks & Major Employers
Transit Routes
--COASTER
--309
--332
--444
--445
ltem#3 Page63 of 63
CARLSBAD MOBILITY PROGRAM UPDATE
•Recommendation:Receive an informational report regarding city
mobility efforts, discuss and provide recommendations.Item 3{city of
Carlsbad
Item Agenda
•Sustainable Mobility Plan
•South Carlsbad Climate Adaptation Study
•Carlsbad Commuter (TDM)
•Carlsbad Connector
•NCTD+ Rideshare Pilot
•Trolley Feasibility Study
{city of
Carlsbad
Sustainable Mobility Plan
•Adopted January 2021
•Comprehensive planning document with
focus on non-Single Occupancy Vehicle
Modes (Transit, Walking, Biking)
•Vision guided by General Plan Mobility Element
•Roadmap to providing safer, connected
and accessible transportation options
CITY OF CARLSBAD
SUSTAINABLE MOBILITY PLAN -
DECEMBER 2020
{city of
Carlsbad
Transportation Network
Recommendations
•Pedestrian
•Trails
•Bike
•Transit
.,._-.. i.--i-_,_,.-.r .... ~-.... -
1@¥1,Nl!#Md
MultiU..
Priontv Corridon lot
[nlUl'l(ed f~MMC
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t-btl.Jtt 11.• ll.6 1d
~ational 26.6 J0.8 ti
W•Din 132 22..2 6t
Roadside 7.JJ 11.8 5:...
~Coonct;tOt" 10S..S 11J.O 7"
P.lwd Mtllri-1.Jse P4th 7..8 17A --
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811":IJ~ --· Cyt~Tr;a-:k
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. ..,.,._
-...-....,.._~
FIFHIIHS:m mun□
Owtes-Commute lb.II 6.6 6.6 8"
ev.~ iu
~!081.tf; 1.2
l«Jll8us S0-2. 3$.S •2'"' -, ____
{city of
Carlsbad
Next Steps for the Sustainable Mobility Plan
•Guide the development of the city’s future active transportation network
•Implementation Strategy
•Review of the SMP’s High Priority Projects
•Conduct engineering feasibility studies
•Prepare concept plans and cost estimates
•Basis of the City’s Update to the Multimodal Traffic Impact Fee program {city of
Carlsbad
Active Transportation Monitoring
•Annual monitoring of citywide active transportation travel:
•People walking, riding bicycles, and taking
transit
•Three dimensions of mobility:
•Travel demand (traffic volumes)
•Travel mode share
•Safety (collision data)
(cityof
Carlsbad
{city of
Carlsbad
Bicycle Counts
Bicycle Counts • 0-75 • 76 -140 • 141 -200 • 201 -350 • 351 -901
Location ID
0 0.5 2 Miles +•
~I ~•-1~• ~~~~I . , .
Figure 3.4 -13-Hour Weekday and Weekend Bicyc le Co unts
Carlsbad Blvd, Avenida Encinas to Ponto Rd
Carlsbad Blvd , Cannon Rd to Cerezo Dr
Carlsbad Blvd, Carlsbad Village Dr to Tamarack Ave
Carlsbad Blvd N/0 State St Roundabout
Poinsettia Ln , Carlsbad Blvd to Avenida Encinas
La Costa Ave , 1-5 to El Cam ino Real
Soorce: City of Carlsbad. CR Associates (2021)
500 1,000 1,500 2,000 2,500 3,000
( City of
Carlsbad
Travel Mode Share
Vehicle Person Trips
(in Thousands)
• 1.5-8.2
• 8.3-14.6
• 14.7 -20.7
• 20.8 -26.5
• 26.6-54.0
Location ID
o 0.5 2 Miles +· I~• ~•~•~~~I .. .
Tab le 4.1-Mode Share -Weekday
ID Location Pe~-Bicycle Transit Vehicle estnan
1 Jefferson St, 1-5 to Marron Rd 0.1% 0 .. 6% 99.3 %
2 Carl sbad Blvd N/0 State St Roundabout 1.0% 3..2% 2.3% 93.5%
3 Carlsbad Village Dr, Carlsbad Blvd to Harding St 1.3% 0.4% 98.3 %
4 Carl sbad Blvd, Carlsbad Vi llage Dr to Tamarack Ave 7.6% 2 .. 9% 1.8% 87.7%
5 Garfield St, Wal nut Ave to Sycamore Ave (Coasta l Ra il Trail) 15.7% 9.4% 74.9 %
6 Tamarack Ave . Pio Pico Dr to Valley St 0.7% 0..5% 0.4% 98.4%
7 El Cam ino Rea l. Chestnut Ave to Tamarack Ave 0.0% 0 . .2% 1.6% 98.1%
8 Kel ly Dr, El Cam ino Rea l to Hillside Dr 1.7% 1 .. 9% 96.4%
9 Canno n Rd , El Cam ino Rea l to Co llege Blvd 0.4% 0 .5% 99.1%
10 Cannon Rd , Carlsbad Blvd to El Arbo l Dr 1.7% 2.1% 96.3%
L_r-·7 i
( City of 0c..'ivENHAJN RD L .. -.,. I ! ' ;-... i ·-------~--··•
Carlsbad
Source: City of Ca~sbad. CR Associates (2021)
SOUTH CARLSBAD BLVD. CLIMATE ADAPTATION STUDY
ITEM 10: SHORTENED TITLE HERE
Transportation Demand
Management (TDM)
•TDM Services
•Infrastructure to support TDM use
•Education and Awareness
•City Policies
•TDM Ordinance
•Mandatory and Voluntary TDM
programs for Carlsbad employers {city of
Carlsbad
Carlsbad Commuter TDM
Program
•New Focus: Balanced Work/Life
•Carpooling, cycling, and transit
programming
•Hybrid Work Resources
•Sustainable Transportation Incentives
•TDM consulting to Carlsbad employers
•www.CarlsbadCommuter.com {city of
Carlsbad
Carlsbad Connector
On-Demand Microtransit
Pilot Program
(city of
Carlsbad
Background
Palomar Airport Rd.
Business Park
MILES 0 0.5
0 0.5 1.5
KILOMETERS
SANDAG A
N
McClellan Palomar
Airport
'
OCEANSID-E I ( , _____ 1
Palomar 4irport Rd
V,
{city of
Carlsbad
Background
Where do Carlsbad Palomar Airport employment center employees live?
What mode of transportation these employment center employees use to get to work during peak period?
Carlsbad Palomar Airport
employment center
Drive alone
0
SOURCE: SANDAG Activity Based Model, 2016
Transit Carpool
0
Bike Walk
0 0
mar Airport -------------------------------------------------:co·fltes@ence
• 1 dot • 1 Employee
O..ffl'~ ..... ,,,.,_
rancNIU,H-ol ~
Q Ciirb~d Pi1lo1ni1r Airport
Souri:.l..orltjl,tJdin.al[~HouYhllkl tt,t,.,miu-...,,u~ ~ll!Oi1..--, ..... X11,-
S4ND4G {city of
Carlsbad
First-Last Mile Problem
•Rail transit like COASTER is often not located in close proximity to residential neighborhoods or employment centers
•Describes the beginning or end of the trip, which if not
convenient, deters use of transit entirely
{city of
Carlsbad
Origin of the Pilot Program
•Partnership made it possible
•RFP Issued by City of Carlsbad
•Collaborative messaging and branding
•Goal: Scalability
( City of
Carlsbad
{city of
Carlsbad
Pilot Program Goals
•Limited service plan focused on proof of concept
•Introduce public to new riding concept
•Extend the reach of COASTER service
•First/last mile connection to the COASTER and increase ridership
•Ridership target of 100 trips per day
•Better target evolving customer needs
•Improve on existing fixed route service (BREEZE Rte. 444/445)
•Evaluate viability of new type of service in North County {city of
Carlsbad
Service Technology
•On-demand (like Uber / Lyft)
•Reservation based
•Optimizes trips to be as efficient as
possible (dynamic routing)
•Call-in option for those without smartphones
~
Book a Ride
Q 2505 Gateway Rd, Carlsbad, CA 92009, USA ...
Q Poinsettia Station
0 1 Q) 5:00PM B Today
FIND RIDES
Jth Carlsbad
late Beach
3mpground
Go gl'i?
Batiqu1tos
Lagoon
Stare Manne ..
McClellan
Palomar
Airpon-Crq
Q
Atga Non
Communi
Park
M.ap Dall Terms of UH
2:09-f
Book a Ride
Q 2505 Gateway Rd, Carlsbad, CA 92009, USA
-.
How many riders'
Standard 1
passenger or large object
Standard with bike 0
standard seat plus a bike rack
SDM Standard Seat 0
senlor/disabled/medicare
ADA Accessible seat 0
securement reciuired
SDM ADA Accessible seat 0
securement required
• Valid proof of eligibility required for all SOM
(Senior/Disabled/Medicare) bookings
NC. L
{city of
Carlsbad
+
+
+
+
+
Service Vehicles
Four 12-passenger shuttles
•One fully ADA compliant
•Wi-Fi enabled
•2-bike capacity racks
•Branded to the service for recognition and easy boarding
{city of
Carlsbad
Service Performance
•Over 10,000 trips from launch in August 2019 to July 2020
•Ridership (Average daily riders):
•Week 1: 32
•Week 27: 98 (Highest)
{city of
Carlsbad
Service Performance Cont.
•The average trip duration with planned stops was 16 minutes compared to 12
minutes if passengers were to drive
themselves or 25 minutes if taking the fixed route service.
•Shared ride percentage: 95%
•Average ride rating: 4.9 stars
•On-time performance: 96%{city of
Carlsbad
450
400
350
Q.
..c 300 (I)
L-Q) -a
& 250
>..
~
Q)
Q) 200 s
ro +-' 0 150 I-
100
50
0
Aug. Sept.
Total Riders by Week
Christmas
Thanksgiving
Oct. Nov. Dec. Jan.
Month
Feb. Mar.
{city of
Carlsbad
450
400
350
0..
...c 300 II)
I,_
Q)
""O
& 250
>.
~ Q)
~ 200
ro +-' ~ 150
100
so
0
Aug. Sept. Oct.
Total Riders by Week
Christmas
Thanksgiving
Nov. Dec. Jan.
Month
Feb. Mar.
COVID-19
Pandemic
-
Apr
I
May
Future of the Carlsbad Connector
•Service was suspended on July 31, 2020, due to COVID-19 impacts
•NCTD plans to implement new pilot on-
demand service in October 2022
•Aligned with NCTD’s new service and operational plans
•NCTD Strategic Multimodal Transit
Implementation Plan { City of
Carlsbad
NCTD+ Rideshare Pilot Program
•Interim “Last Mile” solution from Poinsettia and Sorrento Valley
Coaster Stations
•Uber, Lyft, and TripShot
•Riders pay first $2.50 then receive credit for up to the next $7.50 for
TNC ride to/from stations
I
!
I
McClellan-Palomar A
Airport Y
Kl Speed · Indoor ft
Go Karts, Corporate Y
Sky Zone
Trampoline Park
! f f rrade
J "'
Poinsettia Park
Tower230
~ Park Hyatt Aviara T Resort, Golf Club & Spa
Go gle My MaP.s . -
a~t;n.,;tnc Umnt La Costa t;;;J
{city of
Carlsbad
u,.,,,,..,
Trolley Feasibility Study
•Evaluated local-circulator service options to serve Village/Barrio and
beach areas
•Proposed three (3) recommended options, probable cost, and next steps
(
---·
• air1s1>ac vniaee
c,1y11a11
• snoppes at c.;ans1>a<1
Vlllage COASTER
Station
,r I-..) -• I -
f ·----· · LEGOLAND
Outlets
• Poinsettia COASTtR
talion
0
{city of
Carlsbad
Trolley Feasibility Study
•Big (Travel) Data Analysis
•Weekend is the largest potential
market
•Weekdays peak: 12-2pm, 4-7pm
•Weekends show consistent activity within the Village from
10 am –8 pm
------... n --.. -------·-WEEKDAY
TOTAl.111.11'$
1oYIOOT1,,.
, ..
"' .... ...... .... --•l•Q --•GI
• • • • • ' ' • ' ' ' .. , .. ....
WEEKEND
TOTAi. TRIPS
{city of
Carlsbad
Trolley Feasibility Study: Alt 1 Fixed Route Shuttle
•Village/Barrio to North Ponto Beach via Carlsbad Blvd.
•Rubber tire trolley
•Estimated annual cost of $1.9 –4.2 Million
{city of
Carlsbad
Trolley Feasibility Study:
Alt 2 Zone Based On-Demand Microtransit
•Village/Barrio west of I-5 and in-between lagoons
•Neighborhood Electric Vehicle
(NEV)
•Estimated annual cost of $360k -$650k
•City of Oceanside Implementing
similar system in May 2022 {city of
Carlsbad
Trolley Feasibility Study:
Alt 3 Dynamic Fixed Route Shuttle
•Village/Barrio and North Ponto Beach
•Small rubber tire vehicle
•Estimated annual cost of $1.0 -$1.7 Million
•Similar to the Carlsbad Connector
{city of
Carlsbad
Questions
Nathan SchmidtTransportation Planning and Mobility Manager
Nathan.Schmidt@carlsbadca.gov
{city of
Carlsbad