I-805 Active Traffic and Demand Management (ATDM) …I-805 South ATDM Concept of Operations June...

Concept of Operations June 2016 i

I-805 Active Traffic and Demand Management (ATDM) Concept of Operations (Deliverable 7) June 2016

Prepared for:

Prepared by:

Funding provided by: California Transportation Planning Grant Program

Concept of Operations June 2016 ii

TABLE OF CONTENTS

EXECUTIVE SUMMARY ............................................................................. IV

Purpose of the Concept of Operations ............................................................................ iv

Applying the Concept of Operations to Implementation ................................................. v

1 INTRODUCTION ............................................................................... 1

1.1 Purpose and Scope of this Report ....................................................................... 1

1.2 Systems Engineering Process .............................................................................. 3

2 CORRIDOR INVENTORY ................................................................... 4

3 USER NEEDS, GOALS, AND OBJECTIVES ............................................ 4

3.1 User Needs by Category ...................................................................................... 4

3.2 I-805 South Vision and Mission Statements ....................................................... 6

3.3 Corridor Goals and Objectives ............................................................................ 6

3.4 Performance Measures ....................................................................................... 8

4 ATDM CONCEPTS .......................................................................... 10

4.1 Potential ATDM Strategies ................................................................................ 10 4.1.1 Bus on Shoulder – Proposed I-805 Implementation ............................................. 10 4.1.2 Queue Warning System ......................................................................................... 11 4.1.3 Dynamic Lane Assignment ..................................................................................... 11 4.1.4 Speed Harmonization System................................................................................ 12 4.1.5 Actionable Event Information ............................................................................... 13 4.1.6 Comparative Travel Times ..................................................................................... 13 4.1.7 Active Dynamic Routing ......................................................................................... 15 4.1.8 Parking Management/Dynamic Pricing ................................................................. 16 4.1.9 Toll Account for Transit Use .................................................................................. 17 4.1.10 Universal Payment Account .................................................................................. 17 4.1.11 Tolling Incentive Programs .................................................................................... 17 4.1.12 Mobility Hubs/Transit Connect ............................................................................. 18 4.1.13 Personal Travel Assistant ....................................................................................... 19 4.1.14 Commuter Express Bus .......................................................................................... 19 4.1.15 Carpool/Transit Parking ......................................................................................... 20 4.1.16 On-Demand Last-Mile Services ............................................................................. 20 4.1.17 Ride Matching, Real-Time and Incentives ............................................................. 21 4.1.18 Individualized Marketing ....................................................................................... 22 4.1.19 New Transit Pass Program ..................................................................................... 22 4.1.20 HOT/Special-Use Ramps ........................................................................................ 23

4.2 Recommended ATDM Strategies ...................................................................... 24 4.2.1 Implementation Considerations ............................................................................ 26

4.3 Implementation Opportunities and Challenges ................................................ 27

5 IMPLEMENTING THE CORRIDOR CON-OPS ..................................... 29

5.1 Project Charter .................................................................................................. 29

5.2 Operational Framework .................................................................................... 29

Concept of Operations June 2016 iii

5.3 Implementation Plan ........................................................................................ 30

6 ARCHITECTURE CONFORMANCE .................................................... 31

LIST OF TABLES

Table 1. List of Stakeholders ............................................................................................... 1

Table 2. I-805 South Corridor Issues and Needs by Category ............................................ 5

Table 3. Mapping of Objectives to Goals ............................................................................ 7

Table 4. Mapping of Goals to User Needs .......................................................................... 8

Table 5. Performance Measures by Objective .................................................................... 9

Table 6. Strategies by Timeframe ..................................................................................... 25

Table 7. Service Packages ................................................................................................. 32

Table 8. Element Revisions ............................................................................................... 33

Table 9. Flow Revisions ..................................................................................................... 33

LIST OF FIGURES

Figure 1. I-805 South Project Area ...................................................................................... 2

Figure 2. Systems Engineering "V" Diagram ....................................................................... 3

Figure 3. I-805 South Corridor Goals .................................................................................. 6

Figure 4. I-805 South Corridor Objectives .......................................................................... 7

I-805 South ATDM Concept of Operations June 2016 iv

EXECUTIVE SUMMARY The I-805 South Corridor is located in southwestern San Diego County providing access from the City of San Diego Downtown to the international border with Mexico. For this project, the I-805 South Corridor has been defined to include the surrounding parallel north-south routes and the facilities providing east-west connectivity. This project area extends from State Route 94 at the north end to the border with Mexico at the southern terminus; and is defined by Interstate 5 on the west, to State Route 125 toll facility to the east.

The I-805 South Corridor is a heavily utilized commuter corridor, providing local, regional, and international travelers access to and from the local communities of National City, Chula Vista, and Downtown San Diego in addition to areas beyond the corridor such as Mexico and Sorrento Valley. The corridor is approximately 13 miles long and experiences heavy travel demands in the northbound direction during the AM peak hour, and conversely, heavy demands in the southbound direction during the PM peak. The stakeholders have investigated the options for an Active Transportation and Demand Management (ATDM) solution for the corridor. The solution will integrate strategies across multiple modes and jurisdictions to develop a holistic and integrated approach that is founded on the needs and issues defined by the users.

Purpose of the Concept of Operations

The Concept of Operations forms the foundation on which ATDM strategies will be deployed within the Interstate 805 (I-805) South Corridor. The purpose is to establish a comprehensive program for the deployment of these ATDM strategies. This initial document is at the programmatic level and establishes the framework for future project development. This Concept of Operations meets the federal requirements as part of the systems engineering process and documents the user needs, selected strategies, and conformance with the regional ITS architecture. The details within the document will be used to develop the high level design, and feed into a detailed design that can be carried forward to implementation.

The Concept of Operations document for the I-805 South Corridor project is intended to provide a high level of understanding of the recommended solutions that can address the needs and issues for the corridor. The document provides answers to what strategies were identified for implementation, why they were selected, how the strategies will be implemented and used, and who the stakeholders are as they relate to the corridor. This document focuses on the overarching Concept of Operations for the I-805 South Corridor, while also addressing the federally required project documentation.

Vision

I-805 South Corridor operators will work collaboratively, using technology and partnership to increase person-throughput. Through a combination of strategies I-805 South Corridor users will be provided multimodal travel choices with reliable travel times and costs.

I-805 South ATDM Concept of Operations June 2016 v

The Concept of Operations development is an early step in the systems engineering process. It is a requirement for any ITS project using federal funds to follow the systems engineering process throughout the project development. This is a requirement by both the Federal Transit Administration (FTA) and the Federal Highway Administration (FHWA). The process guides the stakeholders through needs based project development that establishes benchmarks that can be later evaluated during the implementation. Building off of defined issues and needs, an overarching Vision and Mission statement were developed and vetted with the Stakeholders. Based on the defined Vision and Mission, clear goals and objectives were derived and referenced during the evaluation and selection of the preferred ATDM strategies.

Applying the Concept of Operations to Implementation

The Concept of Operations summarizes the input from the stakeholders, provides an initial assessment of potential strategies and forms the foundation on which stakeholders can implement a series of comprehensive and integrated projects for the I-805 South Corridor. The following table is a culmination of the project definition and preferred strategies. It presents a high-level analysis of strategies, establishing a baseline for the timeframe within which they can be implemented. It also presents a qualitative analysis of the perceived gap, anticipated benefit, and qualitative cost estimate for each strategy. As these strategies are advanced forward, it will be necessary to apply a more focused quantitative analysis that builds upon the presented baseline data.

In addition, this table presents a mapping of the proposed strategies back to the defined goals to confirm the applicability to addressing the needs of the corridor. The focus of the proposed ATDM implementations is to improve operations of the corridor in the near term (less than 10 years) with the understanding that infrastructure improvements to the corridor will be phased in over the next 20 years. The timeframe categories for proposed ATDM implementations are defined as short term (1 – 3 years), medium term (4 – 7 years), and long term (8 – 10 years).

In order to move forward with broadly deployed strategies as identified within this Concept of Operations, the stakeholders also should establish a Project Charter and a Transportation Systems Management and Operations (TSM&O) Plan for the corridor. These documents will formalize partner agency commitment to objectives of the Concept of Operations, define the roles and responsibilities of the stakeholders to achieve that concept, identify potential institutional challenges, present risk management and mitigation strategies for success, determine schedule for strategy implementation, identify funding, and define the O&M roles and expectations of each project partner.

Mission

Operators of the corridor will work collaboratively to increase person-throughput and will use technology and interagency communications and partnerships to manage mobility across all modes and facilities. Reliable and accurate travel information will be collected, processed, and shared with customers providing the ability to better plan for timely arrival at their destination.

I-805 South ATDM Concept of Operations June 2016 vi

Strategies by Timeframe

Goals

Timeframe Category Strategy

Optimize / Maintain

Trip Reliability

Maximize Person

Throughput

Minimize Person Delay

Institutional Coordination

Technical Integration Gap Benefit

Upper Cost

Short Term Bus On Shoulder LOW MED $*

Short Term Queue Warning System LOW HIGH $$

Short Term Actionable Event Information LOW MED $

Short Term Comparative Travel Times MED MED $$

Short Term Personal Travel Assistant LOW MED $$

Short Term Individualized Marketing MED MED $

Short Term Shared Ride/Transit Parking MED MED $$

Short Term Last-mile Services MED MED $

Short Term Adaptive Signal Timing LOW HIGH $$

Short Term Shared Ride Incentives LOW MED $

Short Term Corridor-wide Ramp Metering LOW HIGH $$

Short Term Signal Timing Coordination with Ramp Meters MED MED $$**

Medium Term Active Dynamic Routing MED MED $$

Medium Term Parking Mgmt / Dynamic Pricing HIGH MED $$

Medium Term Neighborhood Shuttles LOW MED $

Medium Term HOT/Special-Use Ramps MED MED $$

Medium Term Ride Matching, Real-Time and Incentives MED MED $

Medium Term Speed Harmonization MED HIGH $$$

Medium Term Dynamic Lane Assignment MED HIGH $$$

Medium Term EcoPass Program LOW MED $

Long Term Universal Payment Account HIGH HIGH $$

Long Term Toll Account for Transit Use HIGH MED $$$

Long Term Mobility Hubs / Transit Connect HIGH HIGH $$$

Long Term Commuter Express Bus / Expansion of BRT MED HIGH $$

Long Term Tolling Incentive Programs MED MED $$

* Funding for Pilot Project is in place. ** Implementation cost can be reduced where existing reliable communications is in place.

I-805 South ATDM Concept of Operations June 2016 1

1 INTRODUCTION

1.1 Purpose and Scope of this Report

The Concept of Operations forms the foundation on which Active Transportation and Demand Management (ATDM) programs will be deployed within the Interstate 805 South Corridor. It meets the federal requirements as part of the systems engineering process and documents the user needs, selected strategies, and conformance with the regional ITS architecture. The details summarized within this document will be used to develop the high level design and feed into a detailed design that can be carried forward to implementation.

The I-805 South Corridor is located in southwestern San Diego County providing access from the City of San Diego Downtown to the international border with Mexico. For the preparation of this Concept of Operations the I-805 South Corridor has been defined to include the surrounding parallel north-south routes and the facilities providing east-west connectivity. This project area extends from State Route 94 at the north end to the border with Mexico at the southern terminus; and is defined by Interstate 5 on the west, to State Route 125 toll facility to the east. Figure 1 identifies the whole of the I-805 South Corridor area.

The I-805 South Corridor is a heavily utilized commuter corridor, providing local, regional, and international travelers access to and from the local communities of National City, Chula Vista, and Downtown San Diego in addition to areas beyond the corridor such as Mexico and Sorrento Valley. The corridor is approximately 13 miles long and experiences heavy travel demands in the northbound direction during the AM peak hour, and conversely, heavy demands in the southbound direction during the PM peak.

The stakeholders are investigating the options for an ATDM solution for the corridor. Table 1 presents the stakeholders who were involved in the project. The solution will integrate strategies across multiple modes and jurisdictions to develop a holistic and integrated approach that is founded in the needs and issues defined by the users. This document will serve as the foundation for the project development.

Table 1. List of Stakeholders

Name Agency Name Agency Name Agency

Ray Traynor SANDAG Chris Schmidt Caltrans Oswaldo Meneses MTS

Alex Estrella SANDAG Gustavo Dallarda Caltrans Linda Marabian San Diego

Francine Jimenez SANDAG Mario Orso Caltrans Samir Hajjiri San Diego

Antoinette Meier SANDAG Gary Vettese Caltrans Duncan Hughes San Diego

Brady Balolong SANDAG Ramon Martinez Caltrans Frank Rivera Chula Vista

Tedi Jackson SANDAG Devin Braun MTS Steve Manganiello National City

Christina Casgar SANDAG Bill Spraul MTS Kuna Muthusamy National City

April Pentonak SANDAG Mike Daney MTS Jason Stack Representing National City

Marisa Mangan SANDAG Denis Desmond MTS Jesse Glazer FHWA

Shahin Sepassi Caltrans Sandra Bobek MTS


Figure 1. I-805 South Project Area


1.2 Systems Engineering Process

The Concept of Operations document for the I-805 South Corridor project is intended to provide a high level of understanding of the recommended solutions that can address the needs and issues for the corridor. The document will provide answers to what strategies were identified for implementation, why they were selected, how the strategies will be implemented and used, and who the stakeholders are as they relate to the corridor. While this document focuses on the overarching Concept of Operations for the I-805 South Corridor, its content also includes the following components:

Project Description and Need

Corridor Inventory and Existing Operations (Appendix A)

User Needs, Goals, and Objectives

ATDM Concepts

Conformance with the Regional ITS Architecture

The Concept of Operations development is an early step in the systems engineering process, which is shown in the “V” diagram (Figure 2). It is a requirement for any ITS project using federal funds to follow the systems engineering process throughout the project development. This is a requirement by both the Federal Transit Administration (FTA) and the Federal Highway Administration (FHWA). The process guides the stakeholders through needs based project development that establishes benchmarks that can be later evaluated during the implementation. The Concept of Operations defines the roles and responsibilities of the stakeholders as they relate to the proposed solution. It also documents conformance with the regional ITS architecture and identifies required standards, all in compliance with the FHWA Final Rule (23 CFR 940) and the FTA Policy on ITS Architecture and Standards (4/8/2001).

Figure 2. Systems Engineering "V" Diagram

Source: Systems Engineering for Intelligent Transportation Systems, FHWA, 2007


2 CORRIDOR INVENTORY Appendix A includes the corridor inventory documentation. This information was referenced during development of the strategies, bundles, and final recommendations for the I-805 South ATDM project.

3 USER NEEDS, GOALS, AND OBJECTIVES A series of stakeholder workshops were conducted with representatives from numerous agencies that operate and manage transportation infrastructure and services within the I-805 South Corridor. The stakeholders involved are presented in presented in Appendix B. The workshops conducted are listed below and the Meeting Notes also are included in Appendix B.

Kick-off Meeting: March 11, 2015

Project Development Team Meeting #2: June 10, 2015

Project Development Team Meeting #3: September 9, 2015

Project Development Team Meeting #4: February 17, 2016

3.1 User Needs by Category

The user needs were determined through outreach to project stakeholders shown in Table 1 and a review of existing regional operational needs – these needs will be the basis of the development of the I-805 South ATDM project. They will be referenced as the stakeholders move into the operational concept, system requirements, detailed design, implementation, and testing. The user needs have been grouped into specific categories for ease in reference and traceability as the process moves forward.

A summary of those are presented in Table 2.


Table 2. I-805 South Corridor Issues and Needs by Category

Issues and Needs

Operational Management Need: Emphasize person movement and person mobility

Need: Ability to provide a performance based solution

Need: Real-time, comprehensive, accurate, multimodal information to customers

Issue: Limited funding for transit and system operations

Issue: Limited real-time and historical data coverage of the corridor and surrounding arterials

Congestion and Capacity Need: Managing of events and incidents

Need: Multimodal coordination at the border

Issue: Increasingly congested conditions on I-805

Issue: Unreliable travel times on I-805

Issue: Increasingly congested conditions on arterial network approaching I-805

Issue: Lack of Park and Ride facilities

Multimodal and Ride-Sharing Systems Need: Reliable and convenient transit services

Need: Market-based transit services and options

Need: Transit last mile / first mile solutions (mobility hub)

Need: Transit priority measures

Issue: Limited existing transit infrastructure along I-805

Transportation System Management Need: Reliable corridor-wide communication systems

Need: Integrated transportation management (all modes)

Issue: Managing traffic flow between systems and modes

Issue: Limited extent of HOV/HOT system

Issue: Coordination across multiple functional systems and jurisdictions

Traveler Information Services Need: Improved education and outreach to customers

Need: Messaging options that reach broad audience of customers

Issue: Minimal real-time data coverage of the corridor

Issue: Availability of bi-directional border wait time data

Institutional Coordination Need: Inter-jurisdictional and inter-organizational coordination and integration among corridor stakeholders

Need: Integrated non-recurring incident management

Need: Exchange and sharing of real-time and historical data

Need: Manage and monitor compliance to services and system functions

Need: Improved clearance times to non-recurring incidents

Need: Common operational, environmental, and multimodal awareness

Need: Commitment to cross-agency procedures

Issue: Inconsistent performance measurement metrics

Issue: Natural tensions between agency goals and objectives

Issue: Limited funding for construction of capital improvements


3.2 I-805 South Vision and Mission Statements

Building off of these defined issues and needs, a Vision and a Mission statement were developed and vetted with the Stakeholders. Those statements are presented below.

Vision I-805 South Corridor operators will work collaboratively, using technology and partnership to increase person-throughput. Through a combination of strategies, I-805 South Corridor users will be provided multimodal travel choices with reliable travel times and costs.

Mission Operators of the corridor will work collaboratively to increase person-throughput and will use technology and interagency communications and partnerships to manage mobility across all modes and facilities. Reliable and accurate travel information will be collected, processed, and shared with customers providing the ability to better plan for timely arrival at their destination.

3.3 Corridor Goals and Objectives

Based on the defined user needs, operational goals and objectives then were identified for the corridor. Five goals and ten objectives were confirmed with the stakeholders and are presented in Figure 3 and Figure 4. Lastly, Table 3 and Table 4 presents how each of the defined goals can be mapped back to the objectives, and defined needs and issues, respectively.

Figure 3. I-805 South Corridor Goals

Optimize/Maintain Trip Reliability

Maximize Person Throughput



Technical Integration


Figure 4. I-805 South Corridor Objectives

Table 3 presents a mapping of the defined objectives to the goals for the I-805 South corridor. The objectives are identified as either having no (), direct (), or indirect () impacts on each of the goals.

Table 3. Mapping of Objectives to Goals

GOALS

OBJECTIVES Optimize/Maintain

Trip Reliability

Maximize Person

Throughput



Technical Integration

Maximize Non-SOV Share

Enhance Corridor Mgmt

Maximize Transit Service

Improve Incident/ Event Mgmt

Strengthen Interagency Coord

Increase Travel Choice

Reliable Travel Times

Collect, Process, and Share Data

Open Data Sourced Traveler Information

Improve Ability to Manage Assets

Enhance Corridor

Management



Stengthen Interagency

Coordination


Collect, process and

disseminate data

Improve incident and

event management

Improve ability to manage

corridor assets

Options for data

consumption

Increase Travel Choices


Table 4. Mapping of Goals to User Needs

3.4 Performance Measures

Performance measures are integral to evaluating the success of any project or task. For the I-805 South ATDM project, performance measures were defined for each of the defined objectives. The finite metrics are not determined at this stage, but it is important to define the data by which the performance can be analyzed after implementation. For effective evaluations, implementation should include a before and after analysis. Table 5 presents each objective along with examples of the defined measures.

Optimize/ Maintain

Trip Reliability

Maximize Person

Throughput

Minimize Person

Delay

Institutional

Coordination

Technical

Integration

Need: Emphasize person movement and person mobility

Need: Ability to provide a performance based solution

Need: Real-time, comprehensive, accurate, multimodal information to customers

Issue: Limited funding for transit and system Operations

Issue: Limited real-time and historical data coverage of the corridor

Need: Managing of events and incidents

Need: Multimodal coordination at the border

Issue: Increasingly congested conditions on I-805

Issue: Unreliable travel times on I-805

Issue: Increasingly congested conditions on arterial network approaching I-805

Issue: Park and Ride facilities are not sufficient

Need: Reliable transit services

Need: Market-based transit services and options

Need: Transit last mile / first mile solutions (mobility hub)

Need: Transit priority measures

Issue: Limited existing transit infrastructure along I-805

Need: Reliable corridor-wide communication systems

Need: Integrated transportation management (all modes)

Issue: Managing traffic flow between systems and modes

Issue: Limited extent of HOV/HOT system

Issue: Coordination across multiple functional systems and jurisdictions

Need: Improved education and outreach to customers

Need: Messaging options that reach broad audience of customers

Issue: Minimal real-time data coverage of the corridor

Issue: Availability of bi-directional border wait time data

Need: Inter-jurisdictional and inter-organizational coordination and integration

among corridor stakeholders

Need: Integrated non-recurring incident management

Need: Exchange and sharing of real-time and historical data

Need: Manage and monitor compliance to services and system functions

Need: Improved clearance times to non-recurring incidents

Issue: Inconsistent performance measurement metrics

Issue: Natural tensions between agency goals and objectives

Objective has potential to address the identified Issue/Need

Objective partially aligns with the identified Issue/Need

Objective significantly aligned with the identified Issue/Need

Objective is directly aligned with the identified Issue/Need

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Table 5. Performance Measures by Objective

Objective Performance Measure


Mode shift to other modes o Shared trips o Transit Trips o HOV Trips

Vehicle hours traveled

Enhance Corridor Management

Average travel time per trip Average delay per trip Travel time reliability Number of education/outreach activities


Person throughput Person delay Ridership Schedule adherence Transfer Times Number of en-route maintenance events

Improve Incident and Event Management Incident detection and verification times Incident response and clearance times Recovery time

Strengthen Interagency Coordination Number of coordinated inter-organizational instances Level of satisfaction across organizations

Increase Travel Choice

Number of convenient travel modes available per trip User satisfaction Employers participating in iCommute iCommute active users Number of iCommute program outreach activities


Accurate Travel Time Information o Per mode o Per route o During events (special events, incidents, work zones)

Collect, Process, and Share Data

Data integration capabilities Options for data sharing Data feed uptime Number of outreach activities to third-party data processors

Options for Data Consumption

Options for accessing corridor data Number of subscribers to I-805 Corridor data 511 usage (telephone, web, and via app) Number of third-parties processing and distributing data Availability of report creation options

Improve Ability to Manage Assets Number of corridor assets available Multi-jurisdictional signal coordination Evidence of Coordinated operations


4 ATDM CONCEPTS The ATDM Concepts Section presents an overview of the available strategies that were identified for consideration on the I-805 South project. In addition, it maps those strategies back to the objectives, goals, and defined needs; presents a qualitative assessment for those strategies; and confirms alignment with the applicable regional ITS architecture.

The most appropriate ATDM implementation includes strategies that are selected in response to the needs identified for the corridor. Designations are determined in response to the defined users, safety issues, and congestion concerns. Even though some of the strategies will be similar between multiple corridors, ATDM solutions allow the stakeholders to refine the list of strategies to optimize the funds and resources available to implement, operate, and maintain the system.

4.1 Potential ATDM Strategies

There is a broad range of potential strategies available to the I-805 South Corridor. Some of the strategies can require similar infrastructure, but also afford the opportunities to fine tune the application of the strategy in an effort to focus on addressing specific needs. Integrating a combination of the selected strategies into a single solution will optimize performance of the corridor by balancing both the capacity and the demand in in coordination with one another. A combination of these strategies identified for the corridor will provide the stakeholders and users with the best overall solution.

4.1.1 Bus on Shoulder – Proposed I-805 Implementation

Bus on Shoulder operation is proposed for the South Bay Rapid route, which will provide service between Otay Mesa and Downtown San Diego. The route will utilize I-805 between State Route 94 to the north and East Palomar Street to the south, a distance of just over 11 miles.

The Rapid route will operate on portions of the shoulders in order to bypass congestion, particularly during peak periods. When speeds on the freeway between SR-54 and SR-94 drop below 35 mph, the bus will be able to use the shoulder, operating at speeds up to 10 mph faster than mainline traffic, and up to a 35 mph maximum speed. The operator will be assisted by lane-keeping technology and the bus will receive priority at metered on-ramps to allow for safe and efficient operations. As a result, the route is expected to achieve travel time savings of over 4 minutes in the northern half of the route, resulting in up to a 25% travel time reduction north of SR-54.

Bus on shoulder operations provide improved service to the users on the corridor by decreasing delays and increasing travel time reliability for transit vehicles. The ability to maintain travel time reliability for transit users is anticipated to influence mode shift to transit.


4.1.2 Queue Warning System

A Queue Warning System informs travelers of the presence of upcoming incidents, congestion, or stop-and-go traffic. The information is based on real-time traffic detection collected at strategic locations along the roadway. Queue Warning Systems can alert drivers through either static signs with flashing beacons or changeable message signs (CMS). The beacons or warning messages are activated when slower moving vehicles or downstream queues are detected. The queue warning integrates real-time traffic conditions to warn approaching vehicles and reduce the occurrence of secondary crashes.

More extensive Queue Warning Systems can include individual lane control signals (LCS) to indicate advisory or regulatory speed limits. In addition, supplemental CMS used with the LCS can alert motorists to the cause of the reduced speed limit. I-80 SMART Corridor in the San Francisco, Bay area implemented Queue Warning using variable speeds and LCS. The reduced speeds are advisory and are displayed ahead of both the incidents and the queueing locations.

It is anticipated that the implementation of a Queue Warning system on northbound I-805 would best be utilized to address the queuing between SR 54 and SR 94 due to the vertical sight distance constraints and weaving that occurs within this segment. Notifying users that they are approaching slow moving or stopped vehicles through a queue warning on the corridor is anticipated to improve safety through the reduction of rear-end crashes.

4.1.3 Dynamic Lane Assignment

Dynamic lane assignment or active traffic management uses individual lane control signals (LCS) over each lane to communicate the current condition or availability of the specific lane. The messages displayed on LCS can include green arrows for lanes that are open to traffic, yellow directional arrows for merging traffic to adjacent lanes, red X’s for lane closures, high occupancy vehicle (HOV) indications, truck restrictions, and variable speed limits. The individual LCS allows more flexibility and agility in the use of the existing lanes.

The I-80 SMART Corridor includes full span gantries with varying size LCS and a small CMS. The LCS are full color and will display directional arrows for open lanes, merging messages, closed lanes, and speed

Rendering of a gantry with advisory speeds and supplemental speed warning messages. This configuration is applicable to a queue warning system and a speed harmonization system.


limits (advisory as well as posted speeds). The small CMS will display additional incident information for motorists.

It is important to note that dynamic lane assignment is very infrastructure dependent, which significantly increases capital and operations costs. Full span gantries that can support individual LCS over each lane are necessary. The gantries also must be spaced at intervals that allow drivers to see the downstream LCS as they

pass under each gantry. This spacing typically ranges between one-third and one-half of a mile between each gantry. This installation must meet all spacing requirements as defined in the Manual on Uniform Traffic Control Devices, which includes consideration for the sight distance impacts of the horizontal and vertical curvature of the roadway.

Lastly, communication and power needs of the field technology must be considered as part of the design and implementation. This includes the initial connection to both power and communication, but also the operational decisions around the loss of either. The back-up requirements to support operations during a power failure can include additional infrastructure and maintenance needs from the owning agency. Communications may require redundant connections to ensure a continuous connection to all field components. This strategy has the potential to provide strong results when implemented, but the complexity of an installation and cost associated with infrastructure are integral considerations when evaluating a dynamic lane management solution.

Dynamic lane assignment allows the operators of a corridor to manage capacity in real time. Responsive traffic management through this infrastructure would increase the incident management of the corridor and provide a more reliable trip to the users.

4.1.4 Speed Harmonization System

Speed Harmonization uses real-time speed data and algorithms to balance traffic speed upstream of irregular traffic conditions caused by incidents such as bottlenecks, weather impacts, crashes, or special events. The system will reduce the speed differentials in an effort to mitigate secondary vehicle crashes. Speed harmonization maintains stable traffic flow, reduces unnecessary stops and starts, and maintains consistent speeds in the vicinity and upstream of an incident. By decreasing the speed and reducing the speed differential, this application can increase throughput along a corridor.

The Speed Harmonization strategy automatically calculates appropriate speed recommendations relative to real-time traffic conditions. It generates speed limit response plans for approaching traffic,

Example of a full gantry structure installed on the I-80 SMART Corridor in the San Francisco Bay Area. The LCS demonstrate display messages that include advisory speeds, open lanes, merging lanes, and closed lanes. The small CMS provide the ability to supplement the traveler information.


and implements the messages to the affected approaching traffic via LCS, CMS, and other roadside equipment.

Queue Warning Systems and Speed Harmonization systems are dependent on a robust roadway network surveillance and traffic monitoring equipment and systems. Data is collected from these surveillance and monitoring systems and utilized in the generation of queue warnings and speed recommendations. Similar to the queue warning system, speed harmonization on the corridor provides improves safety by reducing the likelihood of rear-end crashes while additionally improving through-put along the corridor.

4.1.5 Actionable Event Information

Actionable Event Information refers to the ability to integrate comprehensive data relative to the current condition of the transportation network and the use of that information to discern and disseminate specific information. The resulting traveler information should allow users to effectively react and appropriately modify their travel decisions in response to the available information. The data collected can include travel speeds on a route, toll rates, arrival information of transit vehicles, and park and ride lot capacity. The collected data would be consolidated and made available via a centralized database or cloud database and presented through multiple means of communication, both pre- and during trip, including web sites, mobile apps, 511 phone systems, in-vehicle notifications, and dynamic message signs. This strategy focuses on the ability to integrate and process a wide range of data and share that data in a manner that allows a user to effectively process and react in a timely manner that improves their current trip. Actionable event information for the corridor allows users to make the most informed decisions about their trips starting with the selection of what travel mode to use and moving through to departure time, route choice, and deviations from planned routes and modes. It improves travel time reliability and provides the users with a better experience traveling the corridor.

4.1.6 Comparative Travel Times

Comparative travel times provides travelers with real time data so they can make informed travel mode and routing decisions. Travel time data can be referenced prior to initiating a trip and monitored during a trip to modify the selected route in response to changing conditions downstream. Comparative travel times can focus on conveying the best route for passenger car or commercial vehicle travel. Roadway focused travel times can promote carpooling and vanpooling in response to better travel times in HOV lanes. However, comparative travel times also can encourage mode shift by providing a comparison between freeway and rail or bus rapid transit (BRT) options.

An IDB along I-80 SMART Corridor that displays comparable travel times. Source: http://80smartcorridor.org/media-resources/#overhead_sign_testing (CALTRANS rights reserved)

http://80smartcorridor.org/media-resources/#overhead_sign_testing


Travel times can include information specific to a single freeway to compare current conditions for a general purpose lane as compared to a high occupancy vehicle (HOV) or high occupancy toll (HOT) lanes. Other scenarios can provide comparisons for travel times on two similar freeway sections that connect to the same destination, major interchange, or landmark. Comparative travel times also can be provided on arterial routes approaching a freeway interchange to promote use of alternative routes when the freeway is experiencing high volumes and longer travel times than typical.

Travel time comparison information can be disseminated on CMS located on the roadway network, at transit stops or multimodal transportation hubs, through traveler information websites, and mobile apps on a user’s smart phone. In addition, some agencies can make comparative travel time information available through their 511 phone systems. For a more individualized service, some traveler information systems can offer subscription services that store typical origins and destinations, and can “push” notifications and alternative routing when atypical travel times are being calculated. This allows users to make smart decisions regarding travel modes and routes before their trip begins, and provides the ability to modify the trip due to a change in conditions.

Stakeholders along the I-80 SMART Corridor have implemented a solution that not only provides comparable travel times for different vehicle routes; but also, between vehicle and transit routes. The I-80 SMART Corridor Project has installed full color information display boards (IDB) to convey this information to users along the corridor. In addition, the I-80 SMART Corridor integrates with the Bay Area 511 system and the East Bay SMART Corridors (www.smartcorridors.com) to provide comprehensive traveler information.

Providing comparative travel times for the corridor allows a user to make an informed trip decision by mode and by route. This allows the users to react to real time conditions to select the most appropriate trip type for their needs.

An IDB along I-80 SMART Corridor that displays comparable travel times for comparison between multiple vehicles routes and transit routes.

http://www.smartcorridors.com/


4.1.7 Active Dynamic Routing

Active dynamic routing or dynamic wayfinding continuously guides the user with an appropriate detour route when a primary route experiences severe congestion due to a major crash or special event. Information from multiple data sources is analyzed to monitor the capacity on both the primary and alternate routes. The route is defined based on the available real time data to determine the best option based on available capacity and travel time. The detour route is disseminated using CMS, dynamic trailblazers, smartphone apps, and coordination with the media. The dynamic trailblazers installed on the I-696 corridor in Michigan include a small LCS that displays the appropriate directional arrow for guiding users along the detour route.

Integration of additional strategies maximize the ability to manage the capacity of the detour route. These strategies include flush plans on coordinated systems along an arterial, the documentation of clear incident management plans so all stakeholders are aware of the response prior to implementation, and additional roadside equipment such as CCTV cameras and vehicle detection on the arterial routes to supplement the existing infrastructure.

The dynamic routing is intended

to be continuously managed and modified as traffic conditions change. It requires a commitment to operations from each of the stakeholders involved.

The I-80 SMART Corridor includes dynamic trailblazers along designated arterial detour routes. These trailblazers are activated when an incident occurs. The trailblazers direct motorists along an appropriate detour route and back to the freeway. The designated arterials also include incident response timing plans that are locally stored in each traffic signal controller. The timing plans maximize the capacity of the arterial during an incident through transit priority and additional green time along the primary through movements.

Adaptive dynamic routing on the I-805 South corridor would allow operators to maximize the capacity of the roadway network in response to real time conditions. The network of infrastructure would allow the direction of vehicles onto the most appropriate arterial route based upon current demand conditions The City of Chula’s proposed implementation of adaptive signal timing along H Street and Telegraph Canyon Road would allow for effective management of dynamic routing along these corridors.

Michigan I-696 Dynamic Trailblazer

Dynamic trailblazer on an arterial detour route for I-80 SMART Corridor. Source http://80smartcorridor.org/media-resources/#overhead_sign_testing (CALTRANS rights reserved)

http://80smartcorridor.org/media-resources/#overhead_sign_testing


4.1.8 Parking Management/Dynamic Pricing

Parking management and dynamic pricing are tools that allow for the efficient allocation and use of parking resources throughout the day. Dynamic pricing can be seen as a tool within the parking management toolbox. Prices can be responsive to occupancy within the system, allowing for a given rate of space turnover or occupancy that limits time wasted looking for an open space and inspires confidence in the ability to find a spot. Price also can be adjusted to allow for responsiveness to incidents on the freeway or for event management.

Successful implementation of dynamic pricing requires advanced parking management assets that measure parking occupancy, allow prices to be easily adjusted, and offer easy payment options. Smart assets can facilitate other beneficial management tools such as parking reservation systems that commuters can use to guarantee they will have a space at a park and ride facility and the dissemination of real time parking availability data that can users of the availability of parking at specific lots via highway signage, mobile apps, the 511 system, and other tools. Smart assets can also support way-finding programs that direct users to lots with available parking and subsequently to available parking spaces. They can also make the implementation and management of priority parking for high-occupancy vehicles easier.

Parking management can be best applied to park and ride or mobility hub type applications where trips are aggregated before entering the freeway corridor. System management can be extended to the arterials along which drivers travel prior to entering the freeway to manage any spillover parking from nearby transit centers or park and rides.

Management of parking resources can encourage HOV and transit usage by making parking simpler and more reliable. Dynamic pricing can be used to incentivize leaving the freeway and parking to use transit in the event of an incident in the corridor.

Beyond parking management, parking policy also influences mode choice. One of the largest influences on whether a person drives to work is whether the person receives free parking at work. Options exist to make free parking less common. With parking cash-out programs employers pay employees an allowance in place of the subsidy the employer would pay for a parking spot at a worksite. Parking cash-out programs have been successfully implemented throughout the United States and Europe and are the law in California. Any California employers with over 50 employees in an air basin designated nonattainment for any state air quality standard must offer a parking cash-out program if they provide free parking and are able to reduce the number of paid parking spaces they maintain without penalty. The law is poorly enforced, but encouraging greater compliance at employment sites near I-805 could encourage greater use of non-drive alone travel modes.

Governments along I-805 could further encourage a reduction in parking subsidies by mandating or incentivizing the unbundling of parking. With unbundled parking a lease or purchase of housing units or commercial space does not include parking spaces. Instead, parking spaces are purchased or leased as a separate cost. Unbundling makes it easier for employers to offer cash out programs and encourages residents to reduce the number of cars they have.


4.1.9 Toll Account for Transit Use

Creating a toll account that is integrated for transit use allows for the flexible use of funds and incentives between the use of managed lanes and transit services.

The flexibility between tolls and transit use can eliminate the false choice between only driving on tolled facilities and only relying on transit. Incentive programs can provide funds for one mode as a result of using another mode, allowing for flexibility. In such an instance, a user could earn toll credit for each transit trip taken, allowing a traveler to drive in managed lanes at no additional cost on Fridays if transit did not support their schedule on that day.

This strategy can boost use of transit on the corridor by allowing users flexibility to choose the right mode for them on any given day, based on their schedule, needs, or corridor travel times. An incentive structure can be created to provide an optimal ratio of transit to tolling usage per user.

4.1.10 Universal Payment Account

A universal payment account (UPA) expands on the toll account for transit use concept. A UPA would provide one account and one method of payment across all mobility options along the I-805 corridor. This would allow for the use of all transportation facilities and services without completing multiple registrations or carrying multiple payment cards/transponders.

A universal payment account would work on:

Tolled facilities such as managed lanes and tolled freeway entrance ramps

Parking garages at park and rides and transit centers

Public transit, across all providers

First-and-last mile solutions such as bike and car share applications

The manner in which payments would be made could vary. For example, by linking the account to a FasTrak transponder users could pay tolls and potential parking fees. Smart phone payment services and applications that are linked to the account could be used to pay transit, bike share, car share, and even parking fees. Apple Pay is an example of such a service. In the Chicago area commuters can pay transit fares through their phones and mobile tickets are then generated that can be shown using the phone’s screen.

Reducing barriers to use of the variety of mobility options in a corridor can increase the number of people using these services, moving patrons away from single occupancy vehicle usage when appropriate. Aggregating the management of these various resources also can lead to reductions in operational cost for all of the above options.

4.1.11 Tolling Incentive Programs

The toll account for transit use and the UPA create many opportunities for tolling incentives that would allow eligible travelers to earn credits that can be applied toward the travel costs of numerous modes. Options include allowing transit users to earn credit toward tolls and providing carpoolers with credits to use the toll lanes on days when they drive alone. Both options incentivize using transit or riding in


carpools. A third option is to provide individuals who drive alone using HOT lanes during peak travel times with toll credits if they shift their travel times to off-peak times.

All three strategies have been implemented in Atlanta. In that region individuals who carpooled or rode transit were able to earn toll credits that they could use on HOT lanes when they commuted alone. Additionally, single-occupancy vehicle drivers who used the toll lanes during peak periods were able to earn discounts if they used the toll lanes outside of peak hours.

Beyond these tested options, toll lane users could earn credits toward the use of bike share programs and credits for using real-time ride matching tools. Additionally, incentives could be provided to encourage travelers to use other tolling facilities, such as SR-125 when I-805 is highly congested.

Tolling incentives can be available to anyone who uses the I-805 HOT lanes if these lanes are implemented. Marketing of the incentives can be targeted to individuals who accrue toll fees for using the lanes during peak hours.

4.1.12 Mobility Hubs/Transit Connect

Mobility hubs are a concept pioneered in Toronto, Canada, which allow for multi-modal connectivity at a specified site. Within the San Diego region mobility hubs are defined as, “transportation centers located in smart growth opportunity areas that are served by high frequency transit. They provide an array of transportation services, amenities, and urban design enhancements that bridge the distance between transit and where people live, work, and play.” Connections between residential and workplace uses to transit can be made via numerous modes including bikeshare, carshare, neighborhood electric vehicles, and on-demand ride hailing services such as Uber and Lyft. Ideally, mobility hubs will bring together multiple types of travelers including transit riders, walkers, bikers, and drivers looking to start or end trips using non-drive alone modes including carpools and vanpools. SANDAG is currently developing a “Regional Mobility Hub Implementation Strategy,” as of June 2016 the initial public outreach has been completed. Additional information on the regional strategy can be accessed at: http://www.sdforward.com/fwdAsp/mobilityHubStrategy.aspx.

Mobility hubs with transit connect service should be provided at high-capacity, high-frequency transit line stations throughout the corridor. Mobility hubs spaced throughout the corridor allow for efficient access to the transit system at multiple locations, allowing for short travel distances from residences and workplaces to and from transit.

Increased utilization of transit through improved use of first-and-last mile solutions removes passenger vehicles from the freeway corridor and also decreases traffic on arterials leading to the freeway.

http://www.sdforward.com/fwdAsp/mobilityHubStrategy.aspx


4.1.13 Personal Travel Assistant

Personal travel assistants consolidate information about the corridor in easy to understand, and use, formats. Assistants can provide information on current travel times, accidents, construction, parking availability at park-and-ride facilities, real-time transit information, toll rates, travel incentives available to individuals who choose to use alternative transportation modes, and general information on available travel options. The assistants can come in various forms that include smart phone apps, websites, and interactive devices such as Amazon’s Echo®, which allows users in certain geographies to ask about current transit conditions and receive up-to-date information. Ideally, personal travel assistants will encourage their users to select travel modes and routes where excess capacity exists or to travel during times when congestion levels are lower.

The region currently provides a travel assistant in the form of 511 through its iCommute trip planning platform, which allows travelers to determine their transit, carpool, vanpool, walk, and bike travel options. The tool currently does not provide real-time information on road conditions, transit, or parking; nor is it currently able to inform travelers of incentives that may be available to them based on their trip start and end locations and travel times.

4.1.14 Commuter Express Bus

Commuter express buses operate only in the peak-hours and in the peak-direction of work commutes along freeway corridors, with limited stops. In San Diego, MTS currently operates Commuter Express services along I-15 and SR-52, connecting the residential communities of East County and inland North County to job centers in Sorrento Mesa and Downtown San Diego. These buses are usually 45-foot “coach” buses, and are designed for increased passenger comfort at highway speeds.

The South Bay Bus Rapid Transit (BRT) link will be online in the near future and will provide services along this corridor from Palomar Street to SR 94 – ultimately serving Downtown San Diego. Additional Commuter Express buses could be implemented along the I-805 South corridor, connecting the residential centers of the South Bay (e.g., Chula Vista, National City) with job centers to the north, including Kearny Mesa, and Sorrento Mesa. Buses ideally could take advantage of HOV and Express/Managed lanes in order to provide expedited service and trip reliability. Currently transit planning for this corridor has not validated a need for Commuter Express services beyond Downtown San Diego. However, with the implementation of the South Bay BRT further investigation could be conducted by reviewing projected commute flow between the I-805 South corridor area and major destinations beyond downtown or encouraging private providers to test the market.


This strategy has the potential to take additional commuters off the corridor at times when it is most congested, in the peak-hour and peak-direction of commutes.

4.1.15 Carpool/Transit Parking

Park and ride capacity along the corridor is not sufficient in all locations to meet the needs of all individuals interested in driving to a transit stop or vanpool/vanpool meeting location, and the shortage will worsen with time. The traditional concept of park and rides can be expanded, along with parking capacity, through partnerships with private property owners. Outreach can be conducted to private property owners along the corridor who have excess parking capacity to encourage them to lease or provide for free excess space for use by commuters. Strategically located parking facilities along I-805 allow commuters and other travelers to drive to a transit stop or meeting location for carpooling and vanpooling. Unfortunately, the corridor does not currently have adequate parking capacity to meet the needs of all individuals interested in driving to a transit stop or carpool/vanpool meeting location. Options could be explored to increase the availability of parking along the corridor to support ride-sharing and transit services. Leasing spaces from private property owners often is cheaper than building new facilities and allows parking capacity to be easily adjusted over time based on need.

4.1.16 On-Demand Last-Mile Services

On-demand transit-type systems have grown increasingly popular in the past several years. Companies such as Bridj offer app-based services that aggregate rides at pick-up and drop-off points, filling in gaps in the transit network that are not currently served by transit agencies. Additionally, Uber operates an “UberPool” service, which allows customers to reduce costs by sharing the ride with someone else headed in a similar direction. Lyft offers an equivalent service. The services can help connect people to transit, reduce parking demand at park and rides, and help people travel shorter distances without a car.

Another option for the provision of on-demand services is the operation of neighborhood-based “shuttles” that are small in scale, operated using neighborhood electric vehicles (NEVs), and take advantage of lower speed limits. NEVs can be operated at a low cost and are more flexible and scalable than traditional bus-type shuttles. The operation of NEVs is legal on roadways where speed limits do not exceed 35 miles per hour. However, more extensive deployments of NEVs are capable with the development, and adoption, of a NEV Transportation Plan; the state of California has given various communities exemptions to implement NEV programs once a NEV Plan is in place. Additionally, companies that are interested in NEVs could assign the vehicles to groups of employees for one-way trips in the morning and evening or could assign security or maintenance staff to operate the vehicles in the morning or evening.

Government agencies can help encourage the availability and use of on-demand services by educating employers and developers of their value, facilitating contracting with employers and developers, working with providers to target specific geographies, and subsidizing fares. The corridor would benefit from increased transit ridership due to the increased ease of first-and-last mile access to transit. Arterials would likely see a benefit from less traffic accessing the freeway corridor.


4.1.17 Ride Matching, Real-Time and Incentives

Empty seats in cars and vans represent unused system capacity. Two tools can successfully increase utilization of that capacity: ride matching and incentives. Ride matching pairs individuals who have a need to travel with individuals who have capacity in their vehicle and are traveling to destinations along the same route. Traditionally the matching process has not occurred in real time and drivers and riders had to schedule rides well in advance. New tools now allow matches to be made in real time. Mobile applications such as Ride, Carma, and Metropia are targeted to the general public and help match riders and drivers. Ride and Carma allow users to easily share the cost of driving by automatically transferring funds from a rider to a driver. Metropia allows users to earn prizes like gift cards and tickets to special events. Ride-hailing services Uber and Lyft also offer real-time ride matching; travelers are offered reduced fares if they agree to ride with other passengers traveling along their same route.

Given the expanding availability of real-time ride matching tools and companies, demand for this service is likely to increase in the near future. Use of real-time ride matching through ride hailing services is likely to increase as a result of those companies’ marketing efforts, but some additional marketing at the regional level may be worthwhile. A government agency, potentially in partnership with a private company, will likely need to take steps facilitate real-time ride matching among commuters and vanpool riders. Vanpools in the region are primarily operated by vRide and Enterprise and any solution would work best if coordinated with those providers.

Incentives can be offered to increase the use of real-time and traditional ride matching tools and thus carpooling. Incentives can be provided in the form of cash, a cash equivalent, a fare subsidy, or gas gift cards. With traditional ride-matching tools individuals who drive alone can be offered an incentive to use the tool to find a carpool partner and subsequently verify that they are carpooling on a regular basis. For instance, carpoolers who use the US 36 corridor in Colorado, which contains HOT lanes, can earn up to $75 for forming and riding in a carpool. In the Atlanta region, new carpoolers can earn $5 per day when they start carpooling. The programs typically provide long-lasting benefits – carpoolers often continue to carpool after the incentives stop. Incentives for real-time ride matching can typically be offered through the application in the form of fare credits or awards.

Incentives to encourage commuters to ride in vanpools can work in a similar manner. Potential vanpool riders can be offered discounts that are applied to their fares. Examples including providing a free month or discounts for a limited number of months. Such incentives can easily be provided by coordinating with the region’s vanpool operators, vRide and Enterprise.

Carpool and vanpool incentive programs that require people to use a specific corridor, in this case I-805, can be difficult to enforce with the exception of real-time ride matching incentives. While it may be most ideal to only provide incentives to travelers who use I-805, a more easily implemented option could make the incentives available to individuals who live and/or work within a specified distance of I-805, such as one to two miles.


4.1.18 Individualized Marketing

Individualized marketing (IM) strategies use community based social marketing techniques to encourage travel behavior change. The specific manner in which the campaigns are implemented can vary, but typically they consist of segmenting residents and employees based on their willingness to increase their use of non-drive alone travel modes. Individuals who are identified as most likely to increase their use of sustainable travel modes then are included in a campaign comprised of distributing personalized travel information and plans; subsidies to offset the cost of trying new travel modes; and events such as bicycle safety trainings, transit rides, carpool parties, and lunchtime walks. The idea is to encourage people to think about how they travel, how they can travel differently, and then to provide them with the tools and encouragement they need to travel more sustainably.

IM programs can target residential neighborhoods and employers. IM can be used to increase awareness and utilization of incentives, travel tools, information, transportation services, and infrastructure that is made available along the corridor.

According to data from the Federal Highway Administration IM programs have been found to decrease the drive alone rate by 6 – 14% in residential and office settings. Numerous programs have been implemented in the United States, Canada, England, and Australia. Successful efforts require a significant investment in staffing.

Due to the staffing requirements needed to successfully implement an IM program, efforts should be geographically focused. Potential target areas include mobility hubs, areas where an EcoPass program may be implemented, around key transit stations, and near interchanges with high levels of congestion and high levels of employment. Programs that target employees typically are easier and cheaper to implement than those that target residents; therefore, an emphasis should be placed on employment clusters or very large employers.

4.1.19 New Transit Pass Program

Employers are able to purchase transit passes at a discount through MTS. The discount ranges from 10% to 35% depending on the number of passes purchased. The minimum discount is available to employers that purchase 300 to 1,200 passes per month. Participation in the program in the program is only available to larger employers and an employer’s participation does not necessarily assure that all employees will receive a pass. An alternative program exists in the Denver region and should be considered. The program allows individual employers, groups of employers, and residents to purchase highly discounted transit passes that are valid for one year and can be used for almost all transit service in the region. In order to receive the discount, participating employers must purchase a pass for all of their employees. Similarly, all residents within participating neighborhoods or communities must purchase passes in order to receive the discounted rate. By assuring that non-transit riders are given a


transit pass, a barrier to riding transit is overcome making it more likely that individuals who normally drive alone will try transit. The city of Boulder has found that individuals who have EcoPasses can be as much as 40% more likely to ride transit than people who do not have passes.

The Denver region currently is experimenting with a program that is applicable to the I-805 corridor. Transit pass districts have been created around three transit stations along a major corridor that recently began offering BRT service that uses HOT lanes and bus-on-shoulder. Employers that are within walking distance of the transit stations can purchase EcoPasses for their employees. In the first year the passes were free, in the second year employers must pay 25% of the cost, and in the third year employers will be required to pay the entire cost of the EcoPasses. A recent evaluation of the program showed that in its first year, before the launch of BRT service, employees who received passes decreased their drive alone rate by 19% and increased their use of transit by 111%. A similar program, implemented along I-805, would require the creation of a similar transit pass and identification of appropriate geographies in which to distribute the passes. Ideally the program would integrate with the universal payment account described previously.

Pass programs would be best implemented near transit stations that are surrounded by high levels of employment. Potential options include the area near the US-Mexico border, the 905 corridor, Telegraph Canyon, and 54 interchanges.

4.1.20 HOT/Special-Use Ramps

High Occupancy Toll (HOT)/special-use ramps would allow certain travelers preferential access to on-ramps, such as the direct access ramp (DAR), and allow them to shorten their travel times. Drivers of single occupant vehicles could pay to use available capacity and generate funds that could be used to incentivize carpooling and transit use. Free access could be provided to carpools and vanpools with a certain number of riders. Additionally, certain travelers may be able to “earn access credits” to the ramps after using transit or riding in a carpool for a certain number of days. The concept is to incentivize travelers to carpool, vanpool, or use transit and to reward those who do.


4.2 Recommended ATDM Strategies

The purpose of this Concept of Operations is to establish a comprehensive program for the deployment of ATDM strategies within the I-805 Corridor. This initial document is at the programmatic level and establishes the framework for future project development. As strategies are further analyzed and prioritized, documentation at a focused project level will be required prior to implementation. Table 6 presents a high-level analysis of strategies, establishing a baseline for the timeframe within which they can be implemented. It also presents a qualitative analysis of the perceived gap, anticipated benefit, and qualitative cost estimate for each strategy. As these strategies are advanced forward, it will be necessary to apply a more focused quantitative analysis that builds upon the presented baseline data.

The focus of the proposed ATDM implementations is to improve operations of the corridor in the near term (less than 10 years) with the understanding that infrastructure improvements to the corridor will be phased in over the next 20 years. The timeframe categories for proposed ATDM implementations are defined as short term (1 – 3 years), medium term (4 – 7 years), and long term (8 – 10 years). Table 6 presents a mapping of the proposed strategies back to the goals defined earlier in the project development process.

The perceived gap is based on the current maturity of the operational environment, institutional relationships, and the technical difficulty for implementation. Strategies with a LOW gap are significantly mature, include well established institutional relationships, or build upon technical or operational infrastructure that are already in place within in this corridor – or within the region. Additionally, LOW gap reflects those strategies that are already funded or in development, such as bus on shoulder operations, and those strategies that are expected to be more easily implemented. Strategies with a MED gap will include multiple levels of maturity, but still depend on further development around certain characteristics such as infrastructure, institutional relationships, operational challenges, or investments in certain resources. Strategies that are defined with a HIGH gap have a very low maturity level in all areas, or require significant investments in resources.

The benefit is intended to reflect the anticipated level of success or impact of the strategy relative to the defined objectives. The LOW description is assigned to strategies that are expected to provide a lower overall fulfillment of the objectives when applied to this corridor. MED level benefits are expected to provide value or benefit with respect to more than one of the defined objectives. Lastly, HIGH level benefits are assigned to strategies that provide a positive impact to a majority or all of the defined objectives. The implementation of significant infrastructure improvements within the 805 corridor is not anticipated until 2035 or 2050. Implementation of a combination of LOW, MED, and HIGH impact ATDM strategies will provide for the ability to reach multiple users in the corridor and provide the greatest opportunity to minimize delay, while maintaining travel times and optimizing transportation options

The cost column presents a qualitative assessment of the capital cost and resources required to implement the individual strategy. A “$” represent strategies that are already funded for implementation or require lower funding and resource commitments. Strategies with “$$” may be eligible for dedicated funding sources or require additional commitments from the owning or multiple agencies. Strategies with substantial cost and resource requirements are identified with “$$$” and likely will require multiagency and region level support.


Table 6. Strategies by Timeframe

Goals


Optimize / Maintain

Trip Reliability

Maximize Person

Throughput




Upper Cost

Short Term Bus On Shoulder LOW MED $*





Short Term Individualized Marketing MED MED $


Short Term Last-mile Services MED MED $



Short Term Corridor-wide Ramp Metering LOW HIGH $$





Medium Term HOT/Special-Use Ramps MED MED $$

Medium Term Ride Matching, Real-Time and Incentives MED MED $

Medium Term Speed Harmonization MED HIGH $$$


Medium Term EcoPass Program LOW MED $



Long Term Mobility Hubs / Transit Connect HIGH HIGH $$$





4.2.1 Implementation Considerations

The previous section presents the strategies by timeframe to guide the stakeholders as funding comes available. As the project team moves forward with determining which will be implemented, it is important to identify those strategies that can leverage benefits through coordinated implementations with other strategies. As an example, strategies that can be implemented utilizing similar infrastructure can benefit from a shared investment (technical and/or financial) cost. Although not dependent upon one another, the implementation of strategy combinations as described below will provide for the capability to meet more objectives, potentially minimize overall implementation cost, and maximize the overall impact of the strategies employed. Additionally, some strategies include an inherent dependency on others in order to recognize the anticipated benefit.

When prioritizing short, medium, and long term deployments consideration should be given to implementation of strategies in the near term which can be enhanced or expanded in later deployments. Implementation of the selected strategies should seek to improve the ability to manage the congestion and demand in each of the short, medium, and long term horizons.

4.2.1.1 Dynamic Lane Assignment

The implementation of dynamic lane assignment requires a substantial infrastructure investment to provide individual lane control signals positioned over each lane. Speed harmonization and a robust queue warning system are two strategies that can benefit from the infrastructure required for the dynamic lane assignment. Combining these strategies in a combined approach will provide the capability to maximize investment costs of communications infrastructure, structural elements, and O&M recurring costs. Significant congestion is experienced in the 805 corridor, particularly in the northbound direction, due to overall demand, vertical sight distance constraints, and weaving movements. When incidents occur within this corridor, operations quickly breakdown. Implementation of queue warning, speed harmonization and dynamic lane assignment between SR 52 and SR 94 can be utilized to warn drivers of queues that occur as demand grows – or to manage the flow of travelers into, and through, the congested corridor. Significant growth is anticipated to occur in the 805 corridor, a combination of strategies such as these which provide the capability to maintain travel times, maximize throughput, and improve the management capabilities, must be considered in order to provide acceptable operations until planned infrastructure improvements can be implemented.

4.2.1.2 Adaptive Signal Timing

Adaptive signal timing optimizes the performance of an arterial corridor in response to current demand. To achieve this optimization, additional infrastructure for monitoring the real time traffic volumes is required. The investment in this infrastructure and the improved data made available also can support strategies such as dynamic wayfinding and comparative travel times. Dynamic wayfinding also must react in response to changing demand on the arterials to provide the most appropriate route on the designated arterial routes. The ultimate goal with comparative travel times is to provide full route and mode options. Increased data quality on the arterial performance can support the ability to provide route options between the freeway and instrumented arterial routes. The City of Chula Vista is currently in the process to improve, and deploy additional, adaptive signal timing corridors. Partnering with the City to enhance the adaptive deployments with the additional strategies above will increase the


usefulness of the adaptive deployments and improve the operational capabilities to actively manage congestion events within the corridor.

4.2.1.3 Individualized Marketing (IM)

The successful implementation of IM typically requires the provision of incentives to encourage travelers to consider a mode shift to new travel options. IM efforts will be more successful if they can draw on incentive-based strategies; additionally, strategies such as carpool incentives, tolling incentives or an EcoPass program can be enhanced through the use of IM. Not all of these incentives are necessary to implement a successful IM program, but providing incentives for multiple modes increases the likelihood for success and should be made available. Alternatively, in order to reach a more focused target audience, the budget for an IM program could be sufficiently robust to allow for the provision of incentives available solely to IM participants. It is recommended that IM be considered as a companion strategy for each of the following

4.2.1.4 Carpool Incentives and Real-Time Ridematching

Due to the limited amount of carpool parking available along the I-805 corridor, a carpool incentive program would benefit from integration with a real-time ridematching program and a parking management/dynamic pricing program. The combination of these programs could improve utilization of number and/or availability of carpool parking spaces along the corridor making it easier to connect carpool partners. A marketing campaign targeting these travelers, particularly those neighborhoods around dynamically priced parking facilities could be used to shift demand to improve parking lot utilization by carpoolers and provide carpooling as a viable option on an as-needed basis, as opposed to the commitment that is required to participate in conventional carpool programs.

4.2.1.5 Carpool/Tolling Incentives

The carpool incentive program, which allows travelers to “earn” the right to use HOT/special use ramps, and tolling incentives both will require robust marketing efforts to attract travelers to enroll in the programs. This non-conventional tolling incentive program would most directly benefit carpoolers who are located along, or near, the Palomar Street corridor providing them access to the direct access ramp currently under construction as part of the South Bay BRT implementation.

4.2.1.6 On-Demand Last Mile Services

The launch of on-demand last miles services likely would benefit from the concurrent implementation of an IM effort. The IM program should provide a geographically focused way to educate residents about the service(s) and motivate their use. Beyond density issues, one of the biggest barriers to success of this program will be educating and reaching potential riders – an IM campaign partnered with homeowners associations and neighborhood groups will be much more focused and capable of success.

4.3 Implementation Opportunities and Challenges

In addition to the implementation considerations identified above, PDT stakeholders were asked, to identify potential opportunities, and challenges that will need to be planned for, and addressed, as strategies proceed to implementation. Implementation of ATDM strategies along the 805 Corridor should seek to build upon, and in some cases expand, existing regional strategies that have been


developed and deployed in other corridors. The Bus-on-Shoulder strategy currently programmed for I-805 is one such example where previous regional efforts established the operational working relationships between SANDAG, Caltrans and MTS which forms the foundation for the I-805 Bus-on-Shoulder implementation. Additionally, the implementation of the Integrated Corridor Management System on the I-15 has established a framework that can be utilized by the I-805 Corridor stakeholders to advance the discussion of Active Dynamic Routing. These two examples which build upon existing regional strategies allows for an accepted operational strategy to be tailored to specific stakeholders and situations, and thereby enhanced with each successive deployment.

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Integration of existing regional transportation systems (Data Hub)

Sharing of parking availability (truck parking, private properties)

Strong Stakeholder support and involvement

Build upon existing regional support for TSM&O projects

Use of City owned land

Improved marketing/education outreach through use of a multi-jurisdictional approach

Regional focus on performance monitoring and management

Aligning Community Plan Updates and General Plan Land Use to support implementation of ATDM strategies

Opportunities to partner with technology based private sector transportation service providers (Google, Lyft, Uber, etc.)

City of Chula Vista TDM Policy

Building upon regional TDM Program (iCommute)

Challenges

Aligning priorities between multiple agencies

Parking availability – number of available lots, and leasing of additional private lots has been a challenge

Resources (funding and staffing)

Last mile shuttle strategies have been a challenge when partnering with businesses. It is anticipated that partnerships within neighborhoods will be more challenging.

Limited existing high-speed communications systems

Financial support of last mile connection programs within neighborhoods

Outreach to Freight

Suburban/auto-focused land-uses and planning


5 IMPLEMENTING THE CORRIDOR CON-OPS Although individual strategies, such as the Bus-on-Shoulder project, may continue to be implemented in the I-805 South Corridor on an ad-hoc basis; in order to move forward with broadly deployed strategies as identified within this Concept of Operations a Project Charter, Operational Framework and Implementation Plan for the corridor should be established. These documents will formalize partner agency commitment to objectives of the Concept of Operations, define the roles and responsibilities of the stakeholders to achieve that concept, identify potential institutional challenges, present risk management and mitigation strategies for success, determine schedule for strategy implementation and identify funding.

5.1 Project Charter

Cooperation between all agencies will be required to successfully implement, manage, measure and maintain the strategies identified herein for the I-805 South Corridor. A first step in deploying the ATDM strategies across I-805 South Corridor will be to establish a Project Charter. The Project Charter is a written agreement, signed by each of the partner agencies establishing a clear commitment to the vision, goals and objectives of I-805 South Corridor ATDM. The charter should be referenced throughout the project life cycle to validate consistency with the agreed project scope, confirm that project objectives are being met, and to reinvigorate commitment to the overall project concept.

5.2 Operational Framework

The Operational Framework is the next step in customizing a solution specific to the I-805 corridor and will provide a foundation to drive the requirements, design, implementation, testing and validation of each strategy. The Operational Framework must define the following items for each strategy: required assets and constraints, stakeholder responsibilities, dependencies, and anticipated outcomes. The Framework will include a high level description of the concept, a description of the overall system and relevant subsystems, system inputs, and system outputs. In addition, it will present the high-level required data and information that will enable the strategies to meet the goals and objectives as defined within this document.

The framework should describe each of the stakeholder’s contributions to the final system including implementation, operations, and maintenance responsibilities. More specifically beyond physical infrastructure and programs, stakeholders may be responsible for system management, data ownership, or other specific tasks as described in the operational concept. In addition, the Operational Framework should identify those stakeholders whose operations will be impacted by the implementation of the projects. It will identify the level of impact for the different types of stakeholders and the modifications in operational procedures and systems needed to support the changes. Finally, training programs necessary to support effective operations and migrate users to the new system should be identified.


5.3 Implementation Plan

In parallel with the development of the Operations Plan it is recommended that an Implementation Plan for the I-805 South Corridor ATDM program be developed. This plan should seek to define the sequencing of strategy implementations, develop refined estimated deployment costs, and identification of funding sources for implementation. The Implementation Plan should also highlight the lead agency(ies), or division for each strategy, and the interdependencies between strategies so that all of the project stakeholders maintain awareness of the interrelationships between strategies. The Implementation Plan will aid the corridor partners in strategically deploying the ATDM measures across the I-805 South Corridor.


6 ARCHITECTURE CONFORMANCE As part of the systems engineering process and federal regulations regarding federally funded ITS projects, it is required that the stakeholders must verify that the I-805 ATDM project aligns with the associated regional ITS architecture. The I-805 corridor is included within the San Diego Region Architecture:

San Diego Region Intelligent Transportation Systems Architecture: Detailed Document (2003)

Regional ITS architectures focus on regional needs and the ITS vision for the defined region. It is comprised of service packages that capture interconnects between elements, both planned and current. These interconnects are defined as the means by which to obtain the regional needs. This section confirms alignment between the regional ITS architecture and the project identified service packages for the I-805 ATDM project.

The National ITS Architecture and the Turbo Architecture database were recently updated to Version 7.1. Version 7.1 of the Turbo Architecture database software adds a planning view that is able to provide users with additional details on how the regional ITS architecture can be used to support transportation planning through project development. New focus areas within the National ITS Architecture include additional service packages for active traffic management strategies, alignment with the Federal Motor Carrier Safety Administration (FMCSA) Commercial Vehicle Information Systems and Networks (CVISN), and the synchronization with the Canadian Architecture by updated verbiage and outputs. The revision of “market packages” to be named “service packages” and the introduction of service packages in the new technical areas are the primary changes that impact the project conformance to the regional ITS architecture.

Table 7 identifies the project specific service packages (SPs). The table denotes those SPs that conform to the regional ITS architecture and those that will require revisions. The revisions are necessary for multiple reasons. Some of the revisions correspond to the newly created ATM SP from the National ITS Architecture version 7.1. Other revisions are required to accommodate new SPs needed per the recommended strategies for the I-805 ATDM. Lastly, some revisions are updates for elements that are now existing since the last update to the regional ITS architecture.


Table 7. Service Packages

*Note – SP aligns with the regional ITS architecture; “x” SP does not align, update required for conformance

Table 8 lists the elements that need to be added based on the identified SPs. In addition, the table denotes the stakeholder responsible for each element. All elements that will be implemented as part of the I-805 project should have the status revised to EXISTING. If a strategy will not be implemented as part of this project, but remains a future option, the status should be noted as FUTURE.

Network Surveillance ATMS01

Traffic Probe Surveillance ATMS02 x

Traffic Signal Control ATMS03

HOV Lane Management ATMS05 x

Traffic Information Dissemination ATMS06

Regional Traffic Management ATMS07

Traffic Incident Management System ATMS08

Transportation DSDM ATMS09 x

Electronic Toll Collection ATMS10 x

Parking Facility ATMS16 x

Regional Parking Management ATMS17 x

Variable Speed Limit ATMS22 x

Dynamic Lane Management and Shoulder Use ATMS23 x

Dynamic Roadway Warning ATMS24 x

VMT Road User Payment ATMS25 x

Broadcast Traveler Information ATIS01

Interactive Traveler Information ATIS02

Dynamic Route Guidance ATIS04 x

Travel Services Information and Reservation ATIS07

Transit Fixed-Route Operations APTS02 x

Demand Response Transit Operations APTS03

Transit Fare Collection Management APTS04

Transit Traveler Information APTS08

Emergency Routing EM02

Roadway Service Patrols EM04

Work Zone Management MC08 x

International Border Electronic Clearance CVO05 x

ITS Data Mart AD1

ITS Data Warehouse AD2 x

ITS Virtual Data Warehouse AD3 x

ConformanceService Packages


Table 8. Element Revisions

Element Stakeholder Status BRT (South Bay) City of Chula Vista Existing

Lane Control Signals (LCS) CALTRANS Existing

Gantry CALTRANS Existing

BRT (Tijuana) San Ysidro Existing *Note - denotes a new stakeholder and should be added to the regional ITS architecture

Table 9 lists flows that should be revised within existing SPs. Any of the flows that will be implemented as part of the I-805 project should be revised to EXISTING. Any flows that may be considered for future implementations, but are not part of this project, should be shown in the regional ITS architecture as FUTURE.

Table 9. Flow Revisions

Service Package Elements Flow Revision

Incident Management

Traffic Management; Construction and

Management Work zone status Change to existing


Management

Maintenance resource response

Change to existing


Management Closure coordination Change to existing

Transit Management

Parking Management; Transit Management

Transit parking lot response

Change to existing

Parking Management; Transit Management

Transit parking coordination

Change to existing

Transit Traveler Information and Basic

ATIS ATIS 1 & ATIS 2

Traveler information for ISP

Change to existing

APPENDIX A

APPENDIX B

I-805 Active Traffic and Demand Management (ATDM) Concept of Operations Inventory Documentation (Deliverable 4) December 2015

Prepared for:

Prepared by:


APPENDIX A

Concept of Operations – InventoryDecember 2015 i

TABLE OF CONTENTS

1 INTRODUCTION ..................................................................................11.1 Corridor Overview ............................................................................................ 11.2 Purpose and Scope of this Report ..................................................................... 3

2 CORRIDOR INVENTORY ......................................................................42.1 Stakeholder Roles and Operational Conditions ................................................. 42.2 Existing Conditions ........................................................................................... 7

2.2.1 Assets and Equipment Inventory .......................................................................... 72.2.2 Infrastructure Inventory ..................................................................................... 102.2.3 Operations and Management ............................................................................. 10

2.3 Planned Future Enhancements ....................................................................... 152.3.1 Asset and Equipment Deployments .................................................................... 152.3.2 Infrastructure Improvements ............................................................................. 162.3.3 Changes to Operations and Management ........................................................... 16

2.4 Corridor Constraints ....................................................................................... 202.5 Identified Gaps ............................................................................................... 20

APPENDIX A

Concept of Operations – InventoryDecember 2015 1

1 INTRODUCTION

1.1 Corridor OverviewThe Interstate 805 (I-805) South Corridor is located in southwestern San Diego County providing accessfrom the City of San Diego Downtown to the international border with Mexico. For the preparation ofthis Concept of Operations the I-805 South Corridor has been defined to include the surrounding parallelnorth-south routes and the facilities providing east-west connectivity. This project area extends fromState Route 94 at the north end to the border with Mexico at the southern terminus; and is defined byI-5 on the west, to SR-125 toll facility to the east. Figure 2.1 on the following page identifies the wholeof the I-805 South Corridor area. The I-805 Corridor is a heavily utilized commuter corridor, serving local,regional and international travelers access to/from the local communities of National City and ChulaVista, Mexico, Downtown San Diego, and beyond the corridor area into Sorrento Valley. This corridor isapproximately 13 miles long, experiencing heavy travel demands in the northbound direction during theAM peak hour, and conversely, heavy demands in the southbound direction during the PM peak.

The State of the Commute 2014identified that the average daily trafficon the I-805 South corridor isapproximately 232,000 vehicles perday, as measured at the junction withSR 54. Over the last three years theaverage AM commute times from ChulaVista to Downtown San Diego hasincreased from 17 minutes to 21minutes; conversely PM commute timehas remained relatively constant,decreasing slightly from 14 minutes to13 minutes. Additionally, the AM peaknorthbound trip experiences significantvariability which requires thatcommuters plan for a 34 minute trip inorder to reliably arrive in Downtown ontime.

While freeway congestion across theSan Diego region, as a whole has grownsteadily over the last several years; theI-805 freeway experiences more thanhalf, approximately 55 percent, of allpeak period freeway delay across theSan Diego region. This delay can beattributed to multiple

APPENDIX A

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Figure 2.1: I-805 South Project Area

Date: 5/13/2015

APPENDIX A


existing bottlenecks along the corridor; as well as,delays associated with ongoing constructionactivities along I-805.

In addition to the large volume of travelers whoutilize the I-805 freeway for their daily commutethe corridor area is also served by the most heavilyutilized transit facility within the San Diego Region;the Blue Line Trolley. This route runs from theborder crossing at San Ysidro to downtown SanDiego carrying more than 48,000 passengers on adaily basis (State of the Commute 2014; Figure2.4). Utilization of the Blue Line Trolley issignificantly impacted by cross-border trips as wellas commuters traveling from southern areas of theSan Diego region to downtown San Diego.

SANDAG recently published the San DiegoForward, The Regional Plan and identified certainoperational strategies that focus on theanticipated growth of the region. Development isexpected to shift along key transportationcorridors in the region, which include the I-805South corridor. To facilitate this anticipatedgrowth, expansion of the public transit andManaged Lanes networks are focus areas forconnecting people between their homes and theregional job centers. Public transit initiatives willinclude a new trolley line from San Ysidro toCarmel Valley along the I-805/I-15 corridor andnew Rapid service from Otay Mesa to Downtownalong the Managed Lanes. The expansions of theManaged Lanes (HOV and express lanes) networklook to provide a connected and free-flowingsystem of Managed Lanes on the regionalhighways.

1.2 Purpose and Scope of this ReportThis report is focused on the existing, funded, and planned inventory along the project corridor. It definesthe infrastructure, institutional, and programmatic elements that the participating agencies currentlyoperate or have identified for implementation in the near future. This report is key to confirming thefoundation on which the Active Traffic and Demand Management (ATDM) strategies will beimplemented and integrated.

APPENDIX A


2 CORRIDOR INVENTORY

2.1 Stakeholder Roles and Operational ConditionsCaltrans District 11

Within the I-805 South Corridor there are three east-west crossing freeways: SR 905 just north of theMexico border; SR 54 near the middle of the corridor; and, SR 94 which connects I-805 to Downtown.Caltrans District 11 is responsible for operations and maintenance of the freeways and all of theexisting transportation management elements along the freeways, ramps and junction points withlocal roadways. In order to accomplish this, each District has established independent functional unitsfor operations and maintenance of ramp metering, traffic signals, changeable messages signs, vehicledetection stations and cameras. These functional units are housed at the Transportation ManagementCenter from which each functional unit of Caltrans District 11 manages the freeway corridors. TheTransportation Management Center is located approximately eight miles north of the I-805 and SR 94.The central software for control of the changeable message signs (CMS) and closed-circuit television(CCTV) cameras is the Caltrans Advanced Transportation Management Systems (ATMS). Additionally,Caltrans is responsible for the operations and management of the regional ramp metering system –this system is the Ramp Metering Information System (RMIS) and was developed and modifiedspecifically for operations of the District 11 ramp metering system. Finally, the Caltrans District 11utilizes QuicNet to manage the regional traffic signals – use of this system allows Caltrans to participatewith other regional signal operators to improve cross jurisdictional timing by sharing traffic signaloperational data via the Regional Arterial Management System (RAMS).

Metropolitan Transit System

Throughout the I-805 South Corridor there are numerous local transit routes providing bus servicearound the I-805 freeway corridor. The most heavily utilized transit corridor within the San Diego regionis the Blue Line trolley which runs along the western limits of the I-805 South Corridor project area –running north-south paralleling I-5. All of the transit services throughout this corridor are operated andmanaged by the Metropolitan Transit System (MTS) or their service contractors. The software utilizedby MTS to manage the transit systems is the Regional Transit Management System (RTMS); this softwareis utilized to manage ahead/behind schedule service, coordinate with transit operators, and evaluateperformance metrics of the transit systems. MTS is also responsible for the regional fare collectionsystem known as Compass. After implementation by SANDAG the system was turned over in 2014 toMTS for continued operations and maintenance.

Cities of Chula Vista, National City and San Diego

The local arterials and associated traffic signalized intersections throughout the I-805 South Corridorarea are owned, operated and maintained by the Cities of Chula Vista, National City and San Diego. Theselocal agencies utilize the regional QuicNet software for operational control and management of theirtraffic signal systems, as well as to integrate into the RAMS for sharing of traffic signal operational datawith other regional partners. This software provides for the modification of traffic signal timing and thecollection of detector data.

APPENDIX A


Within the I-805 project area the Cities of Chula Vista and National City have implemented additionaloperational functions within their traffic signal systems in order to improve throughput, safety, andperformance monitoring. These additional operational elements are summarized in the following table.

Table 2.1: Other Local Agency Arterial Operational Elements

Agency Operational Element Location(s)

Chula Vista Travel Time Monitoring Telegraph Canyon Road

Chula Vista SCATS Adaptive System12 Intersections along East H

Street, Telegraph Canyon Road,and Otay Lakes Road

National CityGPS Emergency VehiclePreemption and Central

Management System8 intersections

SANDAG

The San Diego Association of Governments (SANDAG) is responsible for operations and maintenance ofa number of transportation systems throughout the San Diego region. There are two systems inparticular which are crucial to the transportation operations in the I-805 South Corridor region. The firstsystem is the previously discussed RAMS, this regional traffic signal operational environment is theplatform for sharing of traffic signal data between the local agencies and other operationalenvironments. Maintenance of the RAMS is administered by SANDAG and their contractors.

APPENDIX A


The other major operational investment by SANDAG in the I-805 South Corridor is the South Bay 125Expressway which runs approximately ten miles in length along the southeastern limits of the projectarea; from SR 905 to SR 54. This facility is owned, operated and maintained by SANDAG. The South BayExpressway is a four-lane, express tolled facility which also provides access to five arterials on/off rampsto access five crossing arterials. Tolling for this facility is primarily collected through the use of FasTraktransponders placed on the windshield of vehicles utilizing the corridor. The transponders utilized forthe South Bay Expressway can be utilized on any toll facility within the State of California. Additionally,toll booths to collect payment have been established on the on/off ramps providing access to/from thetoll facility and the local arterial network.

Figure 2.2: SANDAG Data Hub and Regional Transportation Systems

In addition to the operational systems of RAMS and the South Bay Expressway; SANDAG is alsoresponsible for administration and maintenance of the San Diego regional Data Hub and the 511 system.The Data Hub gathers transportation system operational data from the various systems deployed acrossthe region and makes it available for distribution to subscribers, publishing to traveler informationportals (e.g. 511), and for use by other operational systems (e.g. I-15 Integrated Corridor ManagementSystem). The Regional Data Hub utilizes XML in TMDD format for all data exchanges with external

APPENDIX A


systems. Ongoing operations of this system are critical in order to maintain operations of the systemswhich are dependent upon it, for example the I-15 ICMS.

Finally, SANDAG is responsible for the administration, operations and maintenance of the San DiegoRegion 511. Recently SANDAG undertook the endeavor to expand upon the 511 phone and web(www.511sd.com) services which are currently provided to develop a mobile application for use on iOSand Android devices. The mobile application was released for public use on 5/11/2014; links to downloadthe app are available at www.511sd.com/app.

2.2 Existing ConditionsThis section identifies the existing deployment of assets and improvements along the I-805 SouthCorridor which are currently in place and operational as of May 2015.

2.2.1 Assets and Equipment InventoryClosed Circuit Television (CCTV) Cameras

Caltrans has deployed CCTV throughout the San Diego Region in order to observe traffic conditions,verify/manage incidents, specifically within the I-805 South Corridor cameras have been installed alongI-805, I-5, SR 94 and SR 905. The following map summarizes the cameras deployed along these corridors.Currently these cameras are utilized by Caltrans TMC staff and also published to for public viewing viathe Caltrans QuickMap (http://quickmap.dot.ca.gov/). The map in Figure 2.3 summarizes the camerasdeployed along these corridors.

Changeable Message Signs (CMS)

Changeable Message Signs are utilized by Caltrans Transportation Management Center (TMC) staff tocommunicate to freeway drivers a variety of traveler and public safety information. Common travelerinformation posted to CMS is identification of incidents, notification of construction activities and traveltimes. At specific times Caltrans will post public safety notices on CMS to remind travelers aboutrequirements to buckle up, restrictions on cell phone use, etc.; additionally, the signs are used foremergencies such as Amber and Silver alerts. There are ten CMS located within the I-805 South Corridorproject area. The signs are located on I-805, I-5, SR 94 and SR 905. The map in Figure 2.3 shows thedeployment of CMS across the corridor.

Ramp Metering

Ramp Meters are utilized along the I-805, SR 94, SR 905, and the un-tolled portion of SR 125 to controlthe flow of vehicles entering the freeway during the peak hours. This helps to maintain more consistenttraveling speeds along the freeway. Ramp meters are currently utilized along I-805, SR 94, SR 54 and SR905. The locations of ramp meters are shown in the map in Figure 2.4.

APPENDIX A

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Figure 2.3: Caltrans CCTV and CMS

Date: 5/13/2015

APPENDIX A

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Figure 2.4: Caltrans Ramp Meters

Date: 5/13/2015

APPENDIX A


Detection

Caltrans has deployed mainline, collector-distributor, and on/off ramp detection on each of the freewaysacross the corridor area. This provides an extensive network of detection which can be utilized foridentifying travel speeds, volumes, occupancy and for estimating travel times along the corridor. Theexisting Caltrans vehicle detection locations are shown in Figure 2.5.

2.2.2 Infrastructure InventoryTransit Facilities

Trolley services are currently provided along the SR 94 and I-5 freeways with the existing Orange Lineand Blue Line, respectively. The remainder of the I-805 South Corridor is served by MTS with multiplelocal bus routes traversing throughout the project area. The transit services provided within the projectarea are shown in Figure 2.6.

Park and Ride Lots

There are currently seven Park and Ride facilities which are located within the project corridor area.These locations are shown in Figure 2.6.

I-805 South Express Lanes – Phase I

The first phase of the I-805 South Express Lanes project has established one High Occupancy Vehicle(HOV) lane in each direction along an eight-mile segment of I-805 from East Naples Street in Chula Vistato State Route 94 (SR 94) in San Diego. The limits of the HOV lanes installed under Phase 1 of the I-805Express Lanes are shown in Figure 2.6.

Bicycle Facilities

The City of National City is the first city to install bike boxes in San Diego County and their implementationhas been well received by the cycling community in the region. Along with these types of improvementsNational City, San Diego and Chula Vista have been actively engaged in promoting the use of bicyclesand deploying bicycle-friendly networks. The San Diego Regional Bicycle Plan has documented theexisting bicycle facilities across the I-805 South Corridor, these facilities are shown in Figure 2.7.

2.2.3 Operations and ManagementiCommute

The iCommute Transportation Demand Management (TDM) program administered by SANDAG isresponsible for providing and connecting travelers with alternate trip options such as carpooling, transitand vanpools. iCommute provides a number of travel tools to travelers such as RideMatcher, GuaranteedRide Home, and incentives for alternate trip participation. Additional information on the iCommuteProgram can be accessed at http://www.icommutesd.com. Employers that currently are participating inthe iCommute program are shown in Figure 2.8.

APPENDIX A

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APPENDIX A

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APPENDIX A

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APPENDIX A

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Figure 2.8: Employers Participating in iCommuteDate: 11/14/2015Data Source: SANDAG, 2015

APPENDIX A


Motorist Aid

SANDAG also administers the regional Call Box Program and Freeway Service Patrol program. Theseservices provide free motorist assistance to travelers on San Diego freeways. The Freeway Service Patrolcoverage by corridor, the following image, Figure 2.9, excerpted from the SANDAG, Freeway ServicePatrol (FSP) Fact Sheet, 2013, shows the coverage for the I-805 South Corridor freeways of I-5, I-805, SR94, SR 54, SR 125 and SR 905.

Figure 2.9: Freeway Service Patrol Service Areas

2.3 Planned Future Enhancements

2.3.1 Asset and Equipment DeploymentsBorder Wait Time Detection Pilot Program

SANDAG, Caltrans and the USDOT are currently embarking on the deployment of an automatic borderwait time detection system which will be piloted at the San Ysidro border crossing. The program willutilize Bluetooth readers housed in existing call boxes – to provide power and communications. This pilotproject will run from 2015 through early 2017.

Traffic Signal System Upgrades

The City of San Diego has recently completed the development of their Traffic Signal CommunicationMaster Plan which has identified the deployment of an Ethernet based communication system acrossthe City of San Diego, development of a new Transportation Management Center, implementation ofAdaptive Signal timing on numerous corridors, deployment of CCTV Cameras, and establishing travel

APPENDIX A


time monitoring stations. These improvements are identified for implementation over the next tenyears. In addition, the Chula Vista and National City also are undergoing initiatives to upgrade theirexisting signal systems to Ethernet based communications system.

2.3.2 Infrastructure ImprovementsI-805 South Express Lanes – Phase II

The second phase of the I-805 South Express Lanes will convert the HOV lanes into Express Lanes as wellas implement direct connectors from I-805 to SR 15 (additionally a Direct Connector will be implementedto SR 94 as part of a separate project). New in-line transit stations, with nearby Park & Ride stations, forthe South Bay BRT Route will be implemented along the Express Lanes at Plaza Boulevard and H Street.Finally a Direct Access Ramp (DAR) will be constructed from Palomar Street to the I-805 median runningExpress Lanes. All of the improvements to be implemented under Phase II of the I-805 South ExpressLanes are shown in Figure 2.11.

South Bay BRT

The proposed Project would provide BRT service between the proposed Otay Mesa IntermodalTransportation Center (ITC) at the Otay Mesa Port of Entry (POE) and downtown San Diego, a distanceof approximately 21.6 miles. The concept of providing regional transit service to the Otay Mesa POE,eastern Chula Vista, and downtown San Diego with regional transit service was initially evaluated bySANDAG as part of the South Bay Rail Extension Study in 1991. Since 1991, the original concept hasevolved into the proposed Project which is identified in the adopted transportation plan for the SanDiego region – the 2050 RTP/SCS; and currently nearing design completion. The South Bay BRT projectwill be primarily a median running BRT service through the City of Chula Vista and will establish a numberof in-line transit stations along the corridor for passenger to access the service. The ultimate South BayBRT improvements are shown in Figure 2.12.

Purple Line

The “Purple Line” is a 24-mile light rail corridor which is proposed to extend from the San Ysidro BorderCrossing to Kearny Mesa and UTC via the I-805 and I-15 corridors. The proposed corridor route is shownin Figure 2.10.

2.3.3 Changes to Operationsand Management

South Bay BRT Bus on Shoulder

Bus on Shoulder operation isproposed for the South Bay Rapidroute which will provide servicebetween Otay Mesa andDowntown San Diego. The routewill utilize the I-805 corridorbetween State Route 94 to thenorth and East Palomar Street to Figure 2.10: I-805 BOS Communications Conceptual Diagram

APPENDIX A

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APPENDIX A

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APPENDIX A


the south, a distance of just over 11 miles. The Rapid route will operate on portions of the shoulders inorder to bypass congestion, particularly during peak periods. When speeds on the freeway drop below35 mph, the bus will be able to use the shoulder, operating at speeds up to 10 mph faster than mainlinetraffic, and up to a 35 mph maximum speed. The operator will be assisted by lane-keeping technologyand the bus will receive priority at metered on-ramps to allow for safe and efficient operations. As aresult, the route is expected to achieve travel time savings of over 4 minutes in the northern half of theroute, resulting in up to a 25% time savings north of SR-54.

Virginia Avenue Intermodal Transit Center (west side of San Ysidro Land POE, from GSA website)

GSA is currently collaborating with local agencies to develop a plan for improvements at Virginia Avenueto support northbound and southbound pedestrian crossing on the west side of the port. The proposeddesign includes ten northbound and two reversible pedestrian processing lanes and conveniently servesthe traveling public on the west side of San Ysidro. The concept includes an intermodal transit center forbuses and taxis in addition to a pedestrian drop off and pickup area.

San Ysidro Land Port of Entry Phase II and III (from GSA website)

The San Ysidro Land Port of Entry (LPOE) is the busiest land border crossing in the Western Hemisphere;currently processing an average of 50,000 northbound vehicles and 25,000 northbound pedestrians perday. The San Diego Association of Governments (SANDAG) projects an 87% increase in vehicle traffic inSan Ysidro by the year 2030.

To accommodate that growth and to better meet the changing needs of the tenant agencies and thetraveling public, GSA is conducting a complete reconfiguration and expansion of the port. The scopeincludes the demolition and construction of the LPOE, including primary and secondary inspection areas,administration and pedestrian buildings, and all other support structures. The project will expandpedestrian processing facilities including a new pedestrian crossing on the east side of the LPOE that willconnect with a new multimodal transportation hub in Mexico and expanded northbound inspectionfacilities. Additionally, there will be a new north and southbound crossing at El Chaparral/Virginia Avenuewith an associated transit center.

Once all three phases are complete, the new port will boast 62 northbound vehicle primary inspectionbooths, one dedicated bus lane and inspection booth spread over 34 lanes, as well as improvedprocessing facilities for bus and Secure Electronic Network for Travelers Rapid Inspection (SENTRI)travelers. The LPOE will have over 110,000 square feet of new primary and secondary vehicle inspectioncanopy utilizing state-of-the-art materials that will both conserve and produce energy. In addition, aportion of the Interstate 5 South freeway will be realigned and expanded from the current five lanes toten lanes which will connect to Mexico’s new El Chaparral facility. Corresponding southbound inspectioncanopy will be constructed to support Customs and Border Protection’s (CBP) southbound vehicleinspection efforts.

Otay Mesa East

The development of the Otay Mesa East Port of Entry, Intermodal Transit Center, and the associated SR11 will deploy a tolled, secure border crossing for personal and commercial vehicles. The goal is toprovide an average 20 minute border wait time. In order to achieve this multiple innovations and

APPENDIX A


technologies will be deployed including; improved traveler information dissemination, automaticdetection of wait times, variable tolling rates, and unique funding/design partnership approaches.

BRT Tijuana

As documented in Major Infrastructure Projects in Mexico, October 2014, prepared under sponsorshipof the U.S. Trade and Development Agency (USDTA), Mexico is currently undertaking the deployment ofa BRT system for Tijuana. Two corridors will be developed, the first of which is 10.6 miles long and willprovide access to the San Ysidro Port of Entry. This corridor is estimated to accommodate 109,000 tripsper day upon opening, with an initial fleet of 45 articulated passenger buses.

2.4 Corridor ConstraintsThere are a number of constraints which were identified as part of the stakeholder outreach conductedat the project kick-off meeting and follow-up discussions. The following are the key constraints whichwere highlighted through this outreach process:

· Communications – Caltrans communications along I-805 South is currently copper-basedcommunications; while this will capture video stills for review at the TMC the media is insufficientto capture full motion video from the corridor.

· Caltrans Highway Patrol Enforcement – It was identified that there is limited CHP personnelassigned to the I-805 South freeway south of SR 94. With limited resources, it is difficult toenforce appropriate usage of the HOV lanes. Additionally, this constraint has a significant impactwhen multiple incidents occur within the corridor, because it takes a longer period of time forCHP to get on-scene and begin moving the incident out of travel lanes.

· Heavy freight corridor – This corridor is a heavily utilized freight corridor and any improvementsor modifications to the corridor must also consider the impact to freight.

· There is currently no mass transit service within the corridor.

· Insurance requirements for cross-border travel creates issues with implementing shared demandmanagement/ride-sharing programs with Mexico.

· Queuing and wait times at the border will always be impacted by operations of Customs andBorder Patrol. Safety and security at the border will remain the primary concern.

· SR 125 should only be considered for alternate routing at a point in time where the I-805 or I-5are completely closed.

2.5 Identified GapsIn addition to the constraints, there are a number of gaps which were identified as part of thestakeholder outreach conducted at the project kick-off meeting and follow-up discussions; as well asthrough review of the inventory documentation. The following are the gaps which were highlightedthrough this outreach process:

· Parking facilities – There is currently insufficient parking to meet the needs of existing servicevehicles, carpools and van pools. There is not currently any good data available on which lots areutilized by which commuter types.

APPENDIX A


· Traffic Incident Management Plan – There is currently no Traffic Incident Management (TIM)Coalition identified for the I-805 Corridor. It has been identified that there are delays in incidentresponse and clearance of incidents; establishing a TIM may help establish framework whichcould improve response and clearance times.

· Arterial Detection – There is limited live arterial data being collected throughout the corridorarea.

· Transit Rider Disconnect U.S./Mexico – Mexico is implementing a BRT to the San Ysidro POEwhich will increase the potential number of transit riders requiring transit services upon entry tothe U.S. – there are not any current plans for increasing the transit capacity to/from the SanYsidro POE.

· There are a variety of channels to communicate effective traveler information to the users withinthe region, but the ability to target specific messages to specific groups of users remains achallenge.

APPENDIX A

Concept of Operations – InventoryDecember 2015 TABLE.1

OPERATIONAL CONTROL ASSETS

ASSET COUNT STREET #1 STREET #2 AGENCYTRAFFIC SIGNAL 1 MARKET RAMP I-15 SB CALTRANSTRAFFIC SIGNAL 2 RAMP I-15 NB MARKET CALTRANSTRAFFIC SIGNAL 3 MARKET RAMP I-805 SB CALTRANSTRAFFIC SIGNAL 4 MARKET RAMP I-805 NB CALTRANSTRAFFIC SIGNAL 5 IMPERIAL RAMP I-805 SB CALTRANSTRAFFIC SIGNAL 6 RAMP I-805 NB IMPERIAL CALTRANSTRAFFIC SIGNAL 7 OCEAN VIEW RAMP I-15 SB CALTRANSTRAFFIC SIGNAL 8 OCEAN VIEW 35TH CALTRANSTRAFFIC SIGNAL 9 OCEAN VIEW 33RD CALTRANSTRAFFIC SIGNAL 10 43RD I-805 CALTRANSTRAFFIC SIGNAL 11 PALM 47TH CALTRANSTRAFFIC SIGNAL 12 PALM RAMP I-805 SB CALTRANSTRAFFIC SIGNAL 13 MAIN I5/BASE GATE CALTRANSTRAFFIC SIGNAL 14 BRIARWOOD RAMP SR-54 WB CALTRANSTRAFFIC SIGNAL 15 RAMP SR-54 EB BRIARWOOD CALTRANSTRAFFIC SIGNAL 16 RAMP I-805 NB PLAZA CALTRANSTRAFFIC SIGNAL 17 RAMP I-805 SB RAMP CALTRANSTRAFFIC SIGNAL 18 RAMP SR-54 HOV EB WOODMAN CALTRANSTRAFFIC SIGNAL 19 WOODMAN RAMP SR-54 EB CALTRANSTRAFFIC SIGNAL 20 CIVIC CENTER RAMP I-5 NB CALTRANSTRAFFIC SIGNAL 21 RAMP I-5 HOV NB RAMP I-5 SB CALTRANSTRAFFIC SIGNAL 22 RAMP SR-54 WB PLAZA BONITA CNTR CALTRANSTRAFFIC SIGNAL 23 RAMP SR-54 EB PLAZA BONITA CNTR CALTRANSTRAFFIC SIGNAL 24 SWEETWATER RAMP I-805 SB CALTRANSTRAFFIC SIGNAL 25 SWEETWATER RAMP I-805 NB CALTRANSTRAFFIC SIGNAL 26 RAMP I-5 NB 24TH CALTRANSTRAFFIC SIGNAL 27 RAMP I-5 SB BAY MARINA CALTRANSTRAFFIC SIGNAL 28 HIGHLAND RAMP SR-54 WB CALTRANSTRAFFIC SIGNAL 29 RAMP SR-54 EB HIGHLAND CALTRANS

APPENDIX A


TRAFFIC SIGNAL 30 NATIONAL CITY RAMP SR-54 WB CALTRANSTRAFFIC SIGNAL 31 NATIONAL CITY RAMP SR-54 EB CALTRANSTRAFFIC SIGNAL 32 NATIONAL CITY 35TH CALTRANSTRAFFIC SIGNAL 33 RAMP I-805 SB BONITA CALTRANSTRAFFIC SIGNAL 34 RAMP I-805 NB RAMP CALTRANSTRAFFIC SIGNAL 35 FUTURE RAIL STATION EAST H CALTRANSTRAFFIC SIGNAL 36 RAMP I-805 SB H CALTRANSTRAFFIC SIGNAL 37 E ST RAMP I-5 NB CALTRANSTRAFFIC SIGNAL 38 GUNPOWDER POINT RAMP I-5 SB CALTRANSTRAFFIC SIGNAL 39 H RAMP I-5 NB CALTRANSTRAFFIC SIGNAL 40 H RAMP I-5 SB CALTRANSTRAFFIC SIGNAL 41 RAMP I-805 NB TELEGRAPH CANYON CALTRANSTRAFFIC SIGNAL 42 TELEGRAPH CANYON RAMP CALTRANSTRAFFIC SIGNAL 43 J RAMP I-5 NB CALTRANSTRAFFIC SIGNAL 44 J RAMP I-5 SB CALTRANSTRAFFIC SIGNAL 45 RAMP I-805 NB ORANGE CALTRANSTRAFFIC SIGNAL 46 RAMP I-805 SB ORANGE CALTRANSTRAFFIC SIGNAL 47 RAMP I-5 SB PALOMAR CALTRANSTRAFFIC SIGNAL 48 RAMP I-5 NB PALOMAR CALTRANSTRAFFIC SIGNAL 49 MAIN RAMP I-5 NB CALTRANSTRAFFIC SIGNAL 50 RAMP I-805 NB OTAY VALLEY CALTRANSTRAFFIC SIGNAL 51 RAMP I-805 SB OTAY VALLEY CALTRANSTRAFFIC SIGNAL 52 PALM RAMP I-5 SB CALTRANSTRAFFIC SIGNAL 53 PALM RAMP CALTRANSTRAFFIC SIGNAL 54 RAMP I-805 NB PALM CALTRANSTRAFFIC SIGNAL 55 RAMP I-805 SB PALM CALTRANSTRAFFIC SIGNAL 56 I-5 SB RAMP CORONADO CALTRANSTRAFFIC SIGNAL 57 CORONADO RAMP I-5 NB CALTRANSTRAFFIC SIGNAL 58 IRIS BEYER CALTRANSTRAFFIC SIGNAL 59 PICADOR RAMP SR-905 WB CALTRANSTRAFFIC SIGNAL 60 PALM CALIENTE CALTRANSTRAFFIC SIGNAL 61 CORPORATE CENTER OTAY MESA CALTRANS

APPENDIX A


TRAFFIC SIGNAL 62 OTAY MESA HERITAGE CALTRANSTRAFFIC SIGNAL 63 OTAY MESA CACTUS CALTRANSTRAFFIC SIGNAL 64 OTAY MESA CONTINENTAL CALTRANSTRAFFIC SIGNAL 65 RAMP SR-905 EB SMYTHE/PICADOR CALTRANSTRAFFIC SIGNAL 66 BRITANNIA OTAY MESA CALTRANSTRAFFIC SIGNAL 67 GAILES OTAY MESA CALTRANSTRAFFIC SIGNAL 68 OTAY MESA OTAY MESA CENTER CALTRANSTRAFFIC SIGNAL 69 OTAY MESA LA MEDIA CALTRANSTRAFFIC SIGNAL 70 BEYER DAIRY MART CALTRANSTRAFFIC SIGNAL 71 PIPER RANCH OTAY MESA CALTRANSTRAFFIC SIGNAL 72 OTAY MESA RAMP SR-125 SB CALTRANSTRAFFIC SIGNAL 73 OTAY MESA RAMP SR-125 NB CALTRANSTRAFFIC SIGNAL 74 RAMP SR-905 WB CALIENTE CALTRANSTRAFFIC SIGNAL 75 RAMP SR-905 EB CALIENTE CALTRANSTRAFFIC SIGNAL 76 BRITANNIA RAMP SR-905 WB CALTRANSTRAFFIC SIGNAL 77 RAMP SR-905 WB LA MEDIA CALTRANSTRAFFIC SIGNAL 78 BRITANNIA RAMP SR-905 EB CALTRANSTRAFFIC SIGNAL 79 RAMP SR-905 EB LA MEDIA CALTRANSTRAFFIC SIGNAL 80 SR-905 AIRWAY CALTRANSTRAFFIC SIGNAL 81 SAN YSIDRO RAMP I-5 NB CALTRANSTRAFFIC SIGNAL 82 DAIRY MART RAMP I-5 SB CALTRANSTRAFFIC SIGNAL 83 SIEMPRE VIVA RAMP CALTRANSTRAFFIC SIGNAL 84 SIEMPRE VIVA RAMP SR-905 EB CALTRANSTRAFFIC SIGNAL 85 EAST SAN YSIDRO RAMP I-805 SB CALTRANSTRAFFIC SIGNAL 86 EAST SAN YSIDRO RAMP I-805 NB CALTRANSTRAFFIC SIGNAL 87 VIA DE SAN YSIDRO RAMP I-5 NB CALTRANSTRAFFIC SIGNAL 88 VIA DE SAN YSIDRO RAMP I-5 SB CALTRANSTRAFFIC SIGNAL 89 SAN MIGUEL RANCH AVENIDA ALTAMIRA CHULA VISTATRAFFIC SIGNAL 90 BONITA OTAY LAKES CHULA VISTATRAFFIC SIGNAL 91 BONITA ALLEN SCHOOL CHULA VISTATRAFFIC SIGNAL 92 H RAMP SR-125 NB CHULA VISTATRAFFIC SIGNAL 93 H RAMP SR-125 SB CHULA VISTA

APPENDIX A


TRAFFIC SIGNAL 94 WILLOW BONITA CHULA VISTATRAFFIC SIGNAL 95 OTAY LAKES ALLEN SCHOOL CHULA VISTATRAFFIC SIGNAL 96 EASTLAKE H CHULA VISTATRAFFIC SIGNAL 97 OTAY LAKES CAM DEL CERRO GRANDE CHULA VISTATRAFFIC SIGNAL 98 04TH BRISBANE CHULA VISTATRAFFIC SIGNAL 99 OTAY LAKES AV DEL REY/RIDGEVIEW CHULA VISTATRAFFIC SIGNAL 100 C 04TH CHULA VISTATRAFFIC SIGNAL 101 05TH C CHULA VISTATRAFFIC SIGNAL 102 BROADWAY C CHULA VISTATRAFFIC SIGNAL 103 BONITA E ST CHULA VISTATRAFFIC SIGNAL 104 BONITA BONITA GLEN CHULA VISTATRAFFIC SIGNAL 105 OTAY LAKES BONITA JUNIOR HIGH CHULA VISTATRAFFIC SIGNAL 106 H RUTGERS/CORRAL CYN. CHULA VISTATRAFFIC SIGNAL 107 BONITA PLZA BONITA/LYNNWOOD CHULA VISTATRAFFIC SIGNAL 108 D 04TH CHULA VISTATRAFFIC SIGNAL 109 01ST E ST CHULA VISTATRAFFIC SIGNAL 110 RIDGEBACK OTAY LAKES CHULA VISTATRAFFIC SIGNAL 111 02ND E ST CHULA VISTATRAFFIC SIGNAL 112 H AUBURN CHULA VISTATRAFFIC SIGNAL 113 OTAY LAKES RAMP SR-125 NB CHULA VISTATRAFFIC SIGNAL 114 OTAY LAKES BONITA VISTA HS CHULA VISTATRAFFIC SIGNAL 115 H BONITA VISTA HS CHULA VISTATRAFFIC SIGNAL 116 D BROADWAY CHULA VISTATRAFFIC SIGNAL 117 OTAY LAKES RAMP SR-125 SB CHULA VISTATRAFFIC SIGNAL 118 03RD E ST CHULA VISTATRAFFIC SIGNAL 119 OTAY LAKES VILLAGE CENTER WEST CHULA VISTATRAFFIC SIGNAL 120 OTAY LAKES H CHULA VISTATRAFFIC SIGNAL 121 04TH E ST CHULA VISTATRAFFIC SIGNAL 122 H SOUTHWESTERN COLLEGE CHULA VISTATRAFFIC SIGNAL 123 BROADWAY FLOWER CHULA VISTATRAFFIC SIGNAL 124 OTAY LAKES SAINT CLAIRE CHULA VISTATRAFFIC SIGNAL 125 03RD DAVIDSON CHULA VISTA

APPENDIX A


TRAFFIC SIGNAL 126 05TH E ST CHULA VISTATRAFFIC SIGNAL 127 OTAY LAKES ELMHURST CHULA VISTATRAFFIC SIGNAL 128 02ND F CHULA VISTATRAFFIC SIGNAL 129 OTAY LAKES GOTHAM CHULA VISTATRAFFIC SIGNAL 130 E ST BROADWAY CHULA VISTATRAFFIC SIGNAL 131 03RD F CHULA VISTATRAFFIC SIGNAL 132 RUTGERS OTAY LAKES CHULA VISTATRAFFIC SIGNAL 133 H BUENA VISTA CHULA VISTATRAFFIC SIGNAL 134 H HIDDEN VISTA CHULA VISTATRAFFIC SIGNAL 135 E ST WOODLAWN CHULA VISTATRAFFIC SIGNAL 136 F 04TH CHULA VISTATRAFFIC SIGNAL 137 OTAY LAKES APACHE CHULA VISTATRAFFIC SIGNAL 138 F 05TH CHULA VISTATRAFFIC SIGNAL 139 H TERRA NOVA DR CHULA VISTATRAFFIC SIGNAL 140 TELEGRAPH CANYON OTAY LAKES CHULA VISTATRAFFIC SIGNAL 141 H PASEO RANCHERO CHULA VISTATRAFFIC SIGNAL 142 BROADWAY F CHULA VISTATRAFFIC SIGNAL 143 G 03RD CHULA VISTATRAFFIC SIGNAL 144 H HILLTOP CHULA VISTATRAFFIC SIGNAL 145 H DEL REY BLVD CHULA VISTATRAFFIC SIGNAL 146 G 04TH CHULA VISTATRAFFIC SIGNAL 147 01ST H CHULA VISTATRAFFIC SIGNAL 148 H PASEO DEL REY CHULA VISTATRAFFIC SIGNAL 149 05TH G CHULA VISTATRAFFIC SIGNAL 150 H TIERRA DEL REY CHULA VISTATRAFFIC SIGNAL 151 H 02ND CHULA VISTATRAFFIC SIGNAL 152 H K-MART CHULA VISTATRAFFIC SIGNAL 153 COSTCO DRWY TIERRA DEL REY CHULA VISTATRAFFIC SIGNAL 154 G BROADWAY CHULA VISTATRAFFIC SIGNAL 155 H 03RD CHULA VISTATRAFFIC SIGNAL 156 HILLTOP I CHULA VISTATRAFFIC SIGNAL 157 H 04TH CHULA VISTA

APPENDIX A


TRAFFIC SIGNAL 158 H 05TH CHULA VISTATRAFFIC SIGNAL 159 PASEO DEL REY J CHULA VISTATRAFFIC SIGNAL 160 LA MEDIA PALOMAR CHULA VISTATRAFFIC SIGNAL 161 OLYMPIC PARKWAY RAMP SR-125 SB CHULA VISTATRAFFIC SIGNAL 162 EAST PALOMAR SANTA CORA CHULA VISTATRAFFIC SIGNAL 163 H BROADWAY CHULA VISTATRAFFIC SIGNAL 164 PALOMAR VISTA SONRISA CHULA VISTATRAFFIC SIGNAL 165 03RD I CHULA VISTATRAFFIC SIGNAL 166 HILLTOP J CHULA VISTATRAFFIC SIGNAL 167 EAST PALOMAR SANTA ROSA CHULA VISTATRAFFIC SIGNAL 168 OLYMPIC PARKWAY RAMP SR-125 NB CHULA VISTATRAFFIC SIGNAL 169 WOODLAWN H CHULA VISTATRAFFIC SIGNAL 170 PASEO RANCHERO J CHULA VISTATRAFFIC SIGNAL 171 04TH I CHULA VISTATRAFFIC SIGNAL 172 TELEGRAPH CANYON BUENA VISTA CHULA VISTATRAFFIC SIGNAL 173 OLYMPIC PARKWAY PALOMAR CHULA VISTATRAFFIC SIGNAL 174 05TH I CHULA VISTATRAFFIC SIGNAL 175 L TELEGRAPH CANYON CHULA VISTATRAFFIC SIGNAL 176 TELEGRAPH CANYON TELEGRAPH CANYON CHULA VISTATRAFFIC SIGNAL 177 TELEGRAPH CANYON OLEANDER/CREST CHULA VISTATRAFFIC SIGNAL 178 I BROADWAY CHULA VISTATRAFFIC SIGNAL 179 03RD J CHULA VISTATRAFFIC SIGNAL 180 PASEO DEL REY TELEGRAPH CANYON CHULA VISTATRAFFIC SIGNAL 181 EAST PALOMAR VIEW PARK WAY CHULA VISTATRAFFIC SIGNAL 182 04TH J CHULA VISTATRAFFIC SIGNAL 183 MONSERATE L CHULA VISTATRAFFIC SIGNAL 184 05TH J CHULA VISTATRAFFIC SIGNAL 185 TELEGRAPH CANYON PASEO RANCHERO CHULA VISTATRAFFIC SIGNAL 186 L CUYAMACA CHULA VISTATRAFFIC SIGNAL 187 LA MEDIA OLYMPIC PARKWAY CHULA VISTATRAFFIC SIGNAL 188 TELEGRAPH CANYON MEDICAL CENTER DR CHULA VISTATRAFFIC SIGNAL 189 J BROADWAY CHULA VISTA

APPENDIX A


TRAFFIC SIGNAL 190 03RD K CHULA VISTATRAFFIC SIGNAL 191 HILLTOP L CHULA VISTATRAFFIC SIGNAL 192 EAST PALOMAR SANTA ANDREA CHULA VISTATRAFFIC SIGNAL 193 EAST PALOMAR SANTA RITA CHULA VISTATRAFFIC SIGNAL 194 01ST L CHULA VISTATRAFFIC SIGNAL 195 TELEGRAPH CANYON PASEO LADERA CHULA VISTATRAFFIC SIGNAL 196 04TH K CHULA VISTATRAFFIC SIGNAL 197 OLEANDER NAPLES CHULA VISTATRAFFIC SIGNAL 198 OLYMPIC PARKWAY SANTA VENETIA CHULA VISTATRAFFIC SIGNAL 199 MAGDALENA SANTA VENETIA CHULA VISTATRAFFIC SIGNAL 200 L 02ND CHULA VISTATRAFFIC SIGNAL 201 05TH K CHULA VISTATRAFFIC SIGNAL 202 MEDICAL CENTER NAPLES CHULA VISTATRAFFIC SIGNAL 203 SANTA VENETIA LA MEDIA CHULA VISTATRAFFIC SIGNAL 204 PALOMAR PASEO RANCHERO CHULA VISTATRAFFIC SIGNAL 205 BROADWAY K CHULA VISTATRAFFIC SIGNAL 206 L 03RD CHULA VISTATRAFFIC SIGNAL 207 BIRCH RAMP SR-125 NB CHULA VISTATRAFFIC SIGNAL 208 BIRCH RAMP SR-125 SB CHULA VISTATRAFFIC SIGNAL 209 OLYMPIC PARKWAY OTAY RANCH HS CHULA VISTATRAFFIC SIGNAL 210 L 04TH CHULA VISTATRAFFIC SIGNAL 211 MEDICAL CENTER DR WILDAUER CHULA VISTATRAFFIC SIGNAL 212 05TH L CHULA VISTATRAFFIC SIGNAL 213 L BROADWAY CHULA VISTATRAFFIC SIGNAL 214 03RD MOSS CHULA VISTATRAFFIC SIGNAL 215 MAGDALENA BIRCH CHULA VISTATRAFFIC SIGNAL 216 HILLTOP NAPLES CHULA VISTATRAFFIC SIGNAL 217 BIRCH LA MEDIA CHULA VISTATRAFFIC SIGNAL 218 PALOMAR BRASHEAR CHULA VISTATRAFFIC SIGNAL 219 OLYMPIC PARKWAY HERITAGE CHULA VISTATRAFFIC SIGNAL 220 PALOMAR PASEO LADERA CHULA VISTATRAFFIC SIGNAL 221 MOSS 04TH CHULA VISTA

APPENDIX A


TRAFFIC SIGNAL 222 L INDUSTRIAL CHULA VISTATRAFFIC SIGNAL 223 05TH MOSS CHULA VISTATRAFFIC SIGNAL 224 PALOMAR DAVIES CHULA VISTATRAFFIC SIGNAL 225 MAGDALENA WOLF CANYON LOOP CHULA VISTATRAFFIC SIGNAL 226 EAST PALOMAR MEDICAL CENTER DR CHULA VISTATRAFFIC SIGNAL 227 MOSS BROADWAY CHULA VISTATRAFFIC SIGNAL 228 03RD NAPLES CHULA VISTATRAFFIC SIGNAL 229 OXFORD HILLTOP CHULA VISTATRAFFIC SIGNAL 230 NAPLES 04TH CHULA VISTATRAFFIC SIGNAL 231 MOSS INDUSTRIAL CHULA VISTATRAFFIC SIGNAL 232 NAPLES 05TH CHULA VISTATRAFFIC SIGNAL 233 NAPLES BROADWAY CHULA VISTATRAFFIC SIGNAL 234 03RD OXFORD CHULA VISTATRAFFIC SIGNAL 235 PALOMAR HILLTOP CHULA VISTATRAFFIC SIGNAL 236 MAGDALENA PEABODY CHULA VISTATRAFFIC SIGNAL 237 04TH OXFORD CHULA VISTATRAFFIC SIGNAL 238 PALOMAR 01ST CHULA VISTATRAFFIC SIGNAL 239 INDUSTRIAL NAPLES CHULA VISTATRAFFIC SIGNAL 240 OLYMPIC PKWY BRANDYWINE CHULA VISTATRAFFIC SIGNAL 241 PALOMAR 02ND CHULA VISTATRAFFIC SIGNAL 242 OLYMPIC PKWY CONCORD CHULA VISTATRAFFIC SIGNAL 243 BROADWAY OXFORD CHULA VISTATRAFFIC SIGNAL 244 03RD PALOMAR CHULA VISTATRAFFIC SIGNAL 245 HILLTOP QUINTARD CHULA VISTATRAFFIC SIGNAL 246 OLEANDER OLYMPIC PKWY CHULA VISTATRAFFIC SIGNAL 247 04TH PALOMAR CHULA VISTATRAFFIC SIGNAL 248 PALOMAR 05TH CHULA VISTATRAFFIC SIGNAL 249 QUINTARD 02ND CHULA VISTATRAFFIC SIGNAL 250 MELROSE ORANGE CHULA VISTATRAFFIC SIGNAL 251 PALOMAR INDUSTRIAL CHULA VISTATRAFFIC SIGNAL 252 PALOMAR TROLLEY CENTER CHULA VISTATRAFFIC SIGNAL 253 HILLTOP LOMA VERDE ELEM XING CHULA VISTA

APPENDIX A


TRAFFIC SIGNAL 254 PALOMAR ORANGE CHULA VISTATRAFFIC SIGNAL 255 PALOMAR MURRELL CHULA VISTATRAFFIC SIGNAL 256 BROADWAY PALOMAR CHULA VISTATRAFFIC SIGNAL 257 03RD QUINTARD CHULA VISTATRAFFIC SIGNAL 258 04TH ORANGE CHULA VISTATRAFFIC SIGNAL 259 ORANGE 03RD CHULA VISTATRAFFIC SIGNAL 260 BRANDYWINE SEQUOIA CHULA VISTATRAFFIC SIGNAL 261 ORANGE MAX CHULA VISTATRAFFIC SIGNAL 262 ORANGE 02ND CHULA VISTATRAFFIC SIGNAL 263 ORANGE ALBANY CHULA VISTATRAFFIC SIGNAL 264 ORANGE LOMA CHULA VISTATRAFFIC SIGNAL 265 HILLTOP ORANGE CHULA VISTATRAFFIC SIGNAL 266 ANITA INDUSTRIAL CHULA VISTATRAFFIC SIGNAL 267 BROADWAY ANITA CHULA VISTATRAFFIC SIGNAL 268 04TH ANITA CHULA VISTATRAFFIC SIGNAL 269 03RD ANITA CHULA VISTATRAFFIC SIGNAL 270 03RD MONTGOMERY CHULA VISTATRAFFIC SIGNAL 271 MAIN HOLLISTER/INDUSTRIAL CHULA VISTATRAFFIC SIGNAL 272 MAIN BROADWAY CHULA VISTATRAFFIC SIGNAL 273 MAIN 04TH CHULA VISTATRAFFIC SIGNAL 274 MAIN 03RD CHULA VISTATRAFFIC SIGNAL 275 MAIN MAIN COURT CHULA VISTATRAFFIC SIGNAL 276 OTAY VALLEY OLEANDER CHULA VISTATRAFFIC SIGNAL 277 OTAY VALLEY BRANDYWINE CHULA VISTATRAFFIC SIGNAL 278 MAIN ALBANY CHULA VISTATRAFFIC SIGNAL 279 MAIN AUTO PARK PLACE CHULA VISTATRAFFIC SIGNAL 280 MELROSE MAIN/OTAY VALLEY CHULA VISTATRAFFIC SIGNAL 281 HILLTOP MAIN CHULA VISTATRAFFIC SIGNAL 282 MAIN DATE CHULA VISTATRAFFIC SIGNAL 283 MAIN AUTO PARK AVE CHULA VISTATRAFFIC SIGNAL 284 OTAY VALLEY MAXWELL CHULA VISTATRAFFIC SIGNAL 285 OTAY VALLEY NIRVANA CHULA VISTA

APPENDIX A


TRAFFIC SIGNAL 286 04TH BEYER CHULA VISTATRAFFIC SIGNAL 287 PASEO DEL REY PLAZA COURT CHULA VISTATRAFFIC SIGNAL 288 MAIN MACE CHULA VISTATRAFFIC SIGNAL 289 EAST PALOMAR HERITAGE PARK XING CHULA VISTATRAFFIC SIGNAL 290 BONITA BILLY CASPER CHULA VISTATRAFFIC SIGNAL 291 MAGDALENA SANTA LUNA CHULA VISTATRAFFIC SIGNAL 292 SAN MIGUEL RANCH AVENIDA LORETTA CHULA VISTATRAFFIC SIGNAL 293 BIRCH MATER DEI HS CHULA VISTATRAFFIC SIGNAL 294 SAN MIGUEL RANCH SR-125 NB RAMP CHULA VISTATRAFFIC SIGNAL 295 SAN MIGUEL RANCH SR-125 SB RAMP CHULA VISTATRAFFIC SIGNAL 296 EAST PALOMAR PED X-ING CHULA VISTATRAFFIC SIGNAL 297 04TH PED CROSSING CHULA VISTATRAFFIC SIGNAL 298 47TH HILLTOP SAN DIEGOTRAFFIC SIGNAL 299 HILLTOP EUCLID SAN DIEGOTRAFFIC SIGNAL 300 EUCLID GUYMON SAN DIEGOTRAFFIC SIGNAL 301 MEADOWBROOK JAMACHA ROAD SAN DIEGOTRAFFIC SIGNAL 302 IMPERIAL LISBON SAN DIEGOTRAFFIC SIGNAL 303 WOODROW LISBON SAN DIEGOTRAFFIC SIGNAL 304 36TH MARKET SAN DIEGOTRAFFIC SIGNAL 305 MARKET GATEWAY CENTER DR SAN DIEGOTRAFFIC SIGNAL 306 MARKET 45TH SAN DIEGOTRAFFIC SIGNAL 307 47TH MARKET SAN DIEGOTRAFFIC SIGNAL 308 IMPERIAL 68TH SAN DIEGOTRAFFIC SIGNAL 309 MARKET 42ND SAN DIEGOTRAFFIC SIGNAL 310 WOODMAN IMPERIAL SAN DIEGOTRAFFIC SIGNAL 311 MARKET MARKET CREEK SAN DIEGOTRAFFIC SIGNAL 312 MARKET EUCLID SAN DIEGOTRAFFIC SIGNAL 313 IMPERIAL 65TH SAN DIEGOTRAFFIC SIGNAL 314 IMPERIAL 63RD SAN DIEGOTRAFFIC SIGNAL 315 IMPERIAL 62ND SAN DIEGOTRAFFIC SIGNAL 316 EUCLID NARANJA SAN DIEGOTRAFFIC SIGNAL 317 IMPERIAL 61ST SAN DIEGO

APPENDIX A


TRAFFIC SIGNAL 318 IMPERIAL 60TH SAN DIEGOTRAFFIC SIGNAL 319 IMPERIAL LINNET/MERLIN SAN DIEGOTRAFFIC SIGNAL 320 IMPERIAL VALENCIA SAN DIEGOTRAFFIC SIGNAL 321 IMPERIAL 54TH SAN DIEGOTRAFFIC SIGNAL 322 IMPERIAL 33RD SAN DIEGOTRAFFIC SIGNAL 323 36TH IMPERIAL SAN DIEGOTRAFFIC SIGNAL 324 IMPERIAL SAN JACINTO SAN DIEGOTRAFFIC SIGNAL 325 IMPERIAL 36TH SAN DIEGOTRAFFIC SIGNAL 326 EUCLID IMPERIAL SAN DIEGOTRAFFIC SIGNAL 327 IMPERIAL REDWORKS/GREENWOOD SAN DIEGOTRAFFIC SIGNAL 328 IMPERIAL 40TH SAN DIEGOTRAFFIC SIGNAL 329 45TH IMPERIAL SAN DIEGOTRAFFIC SIGNAL 330 47TH IMPERIAL SAN DIEGOTRAFFIC SIGNAL 331 IMPERIAL 49TH SAN DIEGOTRAFFIC SIGNAL 332 IMPERIAL WILLIE JAMES JONES SAN DIEGOTRAFFIC SIGNAL 333 SKYLINE GREENLAWN SAN DIEGOTRAFFIC SIGNAL 334 SKYLINE SYCHAR SAN DIEGOTRAFFIC SIGNAL 335 SKYLINE TUTHER SAN DIEGOTRAFFIC SIGNAL 336 SKYLINE 69TH SAN DIEGOTRAFFIC SIGNAL 337 SKYLINE MEADOWBROOK SAN DIEGOTRAFFIC SIGNAL 338 OCEAN VIEW 38TH SAN DIEGOTRAFFIC SIGNAL 339 OCEAN VIEW 36TH SAN DIEGOTRAFFIC SIGNAL 340 OCEAN VIEW 40TH SAN DIEGOTRAFFIC SIGNAL 341 SKYLINE VALENCIA SAN DIEGOTRAFFIC SIGNAL 342 SKYLINE 61ST SAN DIEGOTRAFFIC SIGNAL 343 SKYLINE O'MEARA SAN DIEGOTRAFFIC SIGNAL 344 SKYLINE WOODMAN SAN DIEGOTRAFFIC SIGNAL 345 OCEAN VIEW 47TH SAN DIEGOTRAFFIC SIGNAL 346 47TH T SAN DIEGOTRAFFIC SIGNAL 347 PARADISE VALLEY MEADOWBROOK SAN DIEGOTRAFFIC SIGNAL 348 LOGAN 45TH SAN DIEGOTRAFFIC SIGNAL 349 47TH LOGAN SAN DIEGO

APPENDIX A


TRAFFIC SIGNAL 350 LOGAN 49TH SAN DIEGOTRAFFIC SIGNAL 351 EUCLID LOGAN SAN DIEGOTRAFFIC SIGNAL 352 WOODMAN PLAZA SAN DIEGOTRAFFIC SIGNAL 353 NATIONAL 32ND SAN DIEGOTRAFFIC SIGNAL 354 NATIONAL 35TH SAN DIEGOTRAFFIC SIGNAL 355 NATIONAL 38TH SAN DIEGOTRAFFIC SIGNAL 356 NATIONAL 36TH SAN DIEGOTRAFFIC SIGNAL 357 NATIONAL/LOGAN 43RD SAN DIEGOTRAFFIC SIGNAL 358 VALENCIA WESMEAD SAN DIEGOTRAFFIC SIGNAL 359 PARADISE VALLEY DEEP DELL SAN DIEGOTRAFFIC SIGNAL 360 BULLOCK WOODMAN SAN DIEGOTRAFFIC SIGNAL 361 EUCLID SOLOLA SAN DIEGOTRAFFIC SIGNAL 362 ALPHA 43RD SAN DIEGOTRAFFIC SIGNAL 363 BRIARWOOD PARADISE VALLEY SAN DIEGOTRAFFIC SIGNAL 364 PARADISE VALLEY WOODMAN VILLAGE SAN DIEGOTRAFFIC SIGNAL 365 PARADISE VALLEY MUNDA SAN DIEGOTRAFFIC SIGNAL 366 PARADISE VALLEY WOODMAN SAN DIEGOTRAFFIC SIGNAL 367 BRIARWOOD NEBRASKA SAN DIEGOTRAFFIC SIGNAL 368 PARADISE VALLEY POTOMAC SAN DIEGOTRAFFIC SIGNAL 369 ALSACIA WOODMAN SAN DIEGOTRAFFIC SIGNAL 370 BRIARWOOD ALTA VIEW SAN DIEGOTRAFFIC SIGNAL 371 TOOMA WOODMAN SAN DIEGOTRAFFIC SIGNAL 372 ALTA VIEW WOODMAN SAN DIEGOTRAFFIC SIGNAL 373 RANCHO HILLS REO SAN DIEGOTRAFFIC SIGNAL 374 TONAWANDA VALLEY SAN DIEGOTRAFFIC SIGNAL 375 REO TONAWANDA SAN DIEGOTRAFFIC SIGNAL 376 BEYER BLVD OTAY REGIONAL PARK SAN DIEGOTRAFFIC SIGNAL 377 DENNERY BLACK CORAL SAN DIEGOTRAFFIC SIGNAL 378 DENNERY REGATTA SAN DIEGOTRAFFIC SIGNAL 379 HARRIS/TROLLEY STN PALM AVENUE SAN DIEGOTRAFFIC SIGNAL 380 PALM HOLLISTER SAN DIEGOTRAFFIC SIGNAL 381 BEYER PALM SAN DIEGO

APPENDIX A


TRAFFIC SIGNAL 382 PALM HAWAII SAN DIEGOTRAFFIC SIGNAL 383 PALM BEYER/PICADOR SAN DIEGOTRAFFIC SIGNAL 384 PALM NORSTAD SAN DIEGOTRAFFIC SIGNAL 385 DENNERY PALM SAN DIEGOTRAFFIC SIGNAL 386 PALM PICCARD SAN DIEGOTRAFFIC SIGNAL 387 PALM TWINING SAN DIEGOTRAFFIC SIGNAL 388 PALM DELCARDO/KOSTNER SAN DIEGOTRAFFIC SIGNAL 389 PALM FIRETHORN SAN DIEGOTRAFFIC SIGNAL 390 LYNDHURST TERRACE OCEAN VIEW HILLS SAN DIEGOTRAFFIC SIGNAL 391 PICADOR BEYER SAN DIEGOTRAFFIC SIGNAL 392 DENNERY UNKNOWN SAN DIEGOTRAFFIC SIGNAL 393 PICADOR VIA TONGA SAN DIEGOTRAFFIC SIGNAL 394 DENNERY PALM PROMENADE SAN DIEGOTRAFFIC SIGNAL 395 PICADOR AREY SAN DIEGOTRAFFIC SIGNAL 396 BEYER WAY CORONADO SAN DIEGOTRAFFIC SIGNAL 397 BEYER BLVD CORONADO SAN DIEGOTRAFFIC SIGNAL 398 OCEAN VIEW HILLS STARFISH SAN DIEGOTRAFFIC SIGNAL 399 27TH CORONADO SAN DIEGOTRAFFIC SIGNAL 400 PICADOR CEDAR GLEN SAN DIEGOTRAFFIC SIGNAL 401 DENNERY HOME DEPOT DRWY SAN DIEGOTRAFFIC SIGNAL 402 PALM BREAKERS/DEL SOL SAN DIEGOTRAFFIC SIGNAL 403 BEYER BLVD DEL SOL SAN DIEGOTRAFFIC SIGNAL 404 PICADOR DEL SOL SAN DIEGOTRAFFIC SIGNAL 405 OCEAN VIEW HILLS SEA FIRE SAN DIEGOTRAFFIC SIGNAL 406 DENNERY DEL SOL SAN DIEGOTRAFFIC SIGNAL 407 DEL SOL SURF CREST SAN DIEGOTRAFFIC SIGNAL 408 PALM HIDDEN TRAILS SAN DIEGOTRAFFIC SIGNAL 409 IRIS 27TH SAN DIEGOTRAFFIC SIGNAL 410 HOWARD IRIS SAN DIEGOTRAFFIC SIGNAL 411 SMYTHE ATHEY SAN DIEGOTRAFFIC SIGNAL 412 DAIRY MART TEQUILA SAN DIEGOTRAFFIC SIGNAL 413 BEYER DEL SUR SAN DIEGO

APPENDIX A


TRAFFIC SIGNAL 414 SMYTHE AVNDA DE LA MADRID SAN DIEGOTRAFFIC SIGNAL 415 BRITANNIA AIRWAY SAN DIEGOTRAFFIC SIGNAL 416 DAIRY MART SAN YSIDRO SAN DIEGOTRAFFIC SIGNAL 417 SMYTHE BEYER SAN DIEGOTRAFFIC SIGNAL 418 WEST PARK BEYER SAN DIEGOTRAFFIC SIGNAL 419 EAST BEYER OTAY MESA SAN DIEGOTRAFFIC SIGNAL 420 BEYER CMTO DE LOS NINOS SAN DIEGOTRAFFIC SIGNAL 421 COTTONWOOD SAN YSIDRO SAN DIEGOTRAFFIC SIGNAL 422 SIEMPRE VIVA OTAY CENTER DR SAN DIEGOTRAFFIC SIGNAL 423 BRITANNIA SIEMPRE VIVA SAN DIEGOTRAFFIC SIGNAL 424 SIEMPRE VIVA OTAY PACIFIC SAN DIEGOTRAFFIC SIGNAL 425 AVD COSTA BRAVA SIEMPRE VIVA SAN DIEGOTRAFFIC SIGNAL 426 SIEMPRE VIVA DRUCKER LN SAN DIEGOTRAFFIC SIGNAL 427 SIEMPRE VIVA CUSTOMHOUSE PZ SAN DIEGOTRAFFIC SIGNAL 428 VIA DE SAN YSIDRO SAN YSIDRO SAN DIEGOTRAFFIC SIGNAL 429 EAST SAN YSIDRO EAST OLIVE SAN DIEGOTRAFFIC SIGNAL 430 EAST SAN YSIDRO BORDER VILLAGE (W) SAN DIEGOTRAFFIC SIGNAL 431 EAST SAN YSIDRO BORDER VILLAGE (E) SAN DIEGOTRAFFIC SIGNAL 432 EAST SAN YSIDRO E BEYER/CAM D PLAZA SAN DIEGOTRAFFIC SIGNAL 433 EAST SAN YSIDRO RAIL CT SAN DIEGOTRAFFIC SIGNAL 434 DENNERY RED CORAL SAN DIEGOTRAFFIC SIGNAL 435 BRITANNIA BRITANNIA PARK SAN DIEGOTRAFFIC SIGNAL 436 HARBISON DIVISION NATIONAL CITYTRAFFIC SIGNAL 437 DIVISION EUCLID NATIONAL CITYTRAFFIC SIGNAL 438 DELTA 43RD NATIONAL CITYTRAFFIC SIGNAL 439 PARADISE VALLEY PLAZA NATIONAL CITYTRAFFIC SIGNAL 440 PALM DIVISION NATIONAL CITYTRAFFIC SIGNAL 441 EUCLID 04TH NATIONAL CITYTRAFFIC SIGNAL 442 PLAZA 8TH/PARADISE VLY NATIONAL CITYTRAFFIC SIGNAL 443 DIVISION 43RD/HIGHLAND NATIONAL CITYTRAFFIC SIGNAL 444 HARBISON 08TH NATIONAL CITYTRAFFIC SIGNAL 445 PLAZA MANCHESTER NATIONAL CITY

APPENDIX A


TRAFFIC SIGNAL 446 PALM 04TH NATIONAL CITYTRAFFIC SIGNAL 447 08TH EUCLID NATIONAL CITYTRAFFIC SIGNAL 448 08TH V NATIONAL CITYTRAFFIC SIGNAL 449 NATIONAL CITY MAIN NATIONAL CITYTRAFFIC SIGNAL 450 04TH HIGHLAND NATIONAL CITYTRAFFIC SIGNAL 451 PLAZA HARBISON NATIONAL CITYTRAFFIC SIGNAL 452 08TH PALM NATIONAL CITYTRAFFIC SIGNAL 453 EUCLID PLAZA NATIONAL CITYTRAFFIC SIGNAL 454 NATIONAL CITY 04TH NATIONAL CITYTRAFFIC SIGNAL 455 HIGHLAND 08TH NATIONAL CITYTRAFFIC SIGNAL 456 PLAZA GROVE/PARADISE NATIONAL CITYTRAFFIC SIGNAL 457 PLAZA L NATIONAL CITYTRAFFIC SIGNAL 458 08TH D NATIONAL CITYTRAFFIC SIGNAL 459 PLAZA N NATIONAL CITYTRAFFIC SIGNAL 460 PALM PLAZA NATIONAL CITYTRAFFIC SIGNAL 461 HIGHLAND PLAZA NATIONAL CITYTRAFFIC SIGNAL 462 NATIONAL CITY 08TH NATIONAL CITYTRAFFIC SIGNAL 463 16TH EUCLID NATIONAL CITYTRAFFIC SIGNAL 464 08TH ROOSEVELT NATIONAL CITYTRAFFIC SIGNAL 465 PLAZA D NATIONAL CITYTRAFFIC SIGNAL 466 HIGHLAND 1100-FEDCO NATIONAL CITYTRAFFIC SIGNAL 467 NATIONAL CITY PLAZA NATIONAL CITYTRAFFIC SIGNAL 468 EUCLID 18TH NATIONAL CITYTRAFFIC SIGNAL 469 ROOSEVELT PLAZA NATIONAL CITYTRAFFIC SIGNAL 470 PALM 16TH NATIONAL CITYTRAFFIC SIGNAL 471 18TH NEWELL NATIONAL CITYTRAFFIC SIGNAL 472 NATIONAL CITY 12TH NATIONAL CITYTRAFFIC SIGNAL 473 EUCLID 20TH NATIONAL CITYTRAFFIC SIGNAL 474 18TH PALM NATIONAL CITYTRAFFIC SIGNAL 475 NATIONAL CITY CIVIC CENTER NATIONAL CITYTRAFFIC SIGNAL 476 HIGHLAND 16TH NATIONAL CITYTRAFFIC SIGNAL 477 18TH L NATIONAL CITY

APPENDIX A


TRAFFIC SIGNAL 478 D 16TH NATIONAL CITYTRAFFIC SIGNAL 479 HIGHLAND 18TH NATIONAL CITYTRAFFIC SIGNAL 480 NATIONAL CITY 16TH NATIONAL CITYTRAFFIC SIGNAL 481 EUCLID 24TH NATIONAL CITYTRAFFIC SIGNAL 482 18TH D NATIONAL CITYTRAFFIC SIGNAL 483 18TH NATIONAL/WEST NATIONAL CITYTRAFFIC SIGNAL 484 HIGHLAND 21ST NATIONAL CITYTRAFFIC SIGNAL 485 HIGHLAND 24TH NATIONAL CITYTRAFFIC SIGNAL 486 24TH D NATIONAL CITYTRAFFIC SIGNAL 487 PLAZA BONITA CTR VALLEY NATIONAL CITYTRAFFIC SIGNAL 488 NATIONAL CITY 24TH NATIONAL CITYTRAFFIC SIGNAL 489 SWEETWATER PROSPECT NATIONAL CITYTRAFFIC SIGNAL 490 MILE OF CARS HOOVER NATIONAL CITYTRAFFIC SIGNAL 491 30TH SWEETWATER NATIONAL CITYTRAFFIC SIGNAL 492 MILE OF CARS WILSON NATIONAL CITYTRAFFIC SIGNAL 493 SWEETWATER VALLEY NATIONAL CITYTRAFFIC SIGNAL 494 30TH L NATIONAL CITYTRAFFIC SIGNAL 495 CLEVELAND BAY MARINA NATIONAL CITYTRAFFIC SIGNAL 496 MARINA WAY BAY MARINA NATIONAL CITYTRAFFIC SIGNAL 497 SWEETWATER STOCKMAN/PLZ BONITA NATIONAL CITYTRAFFIC SIGNAL 498 PLAZA BONITA CTR SWEETWATER NATIONAL CITYTRAFFIC SIGNAL 499 HIGHLAND 30TH NATIONAL CITYTRAFFIC SIGNAL 500 SWEETWATER RING NATIONAL CITYTRAFFIC SIGNAL 501 30TH D NATIONAL CITYTRAFFIC SIGNAL 502 30TH NATIONAL CITY NATIONAL CITYTRAFFIC SIGNAL 503 PLAZA BONITA RD BONITA MESA NATIONAL CITYTRAFFIC SIGNAL 504 PLAZA PED X-ING NATIONAL CITYTRAFFIC SIGNAL 505 SWEETWATER CALMOOR NATIONAL CITYTRAFFIC SIGNAL 506 NATIONAL CITY 9TH NATIONAL CITY

ASSET COUNT LOCATIONCAMERA 1 WB 94 JEO RTE 15 CALTRANSCAMERA 2 EB 94 JWO RTE 805 CALTRANS

APPENDIX A


CAMERA 3 NB 5 JNO RTE 15 CALTRANSCAMERA 4 SB 5 JSO RTE 15 CALTRANSCAMERA 5 NB 805 AT HOME AVE (ON RAMP) CALTRANSCAMERA 6 NB 15 AT 94 CALTRANSCAMERA 7 WB 905 AT BRITANNIA CALTRANSCAMERA 8 TOP CCTV AT LA MEDIA CALTRANSCAMERA 9 TOP CCTV AT AIRWAY CALTRANSCAMERA 10 TOP CCTV AT SEMPRE VIVA CALTRANSCAMERA 11 SB 5 AT DAIRY MART RD. CALTRANSCAMERA 12 SB 5 JNO H ST. CALTRANSCAMERA 13 SB 5 AT E ST. (ON RAMP) CALTRANSCAMERA 14 EB 94 EO FEDERAL BLVD. CALTRANSCAMERA 15 NB 805 JNO 905 CALTRANSCAMERA 16 NB 805 JSO TELEGRAPH CANYON CALTRANSCAMERA 17 NB 805 AT H STREET CALTRANSCAMERA 18 SB 805 JSO SR 54 CALTRANSCAMERA 19 SB 805 JNO SR 54 CALTRANSCAMERA 20 SB 5 AT VIA DE SAN YSIDRO CALTRANSCAMERA 21 WB 905 AT 805 JUNCTION CALTRANSCAMERA 22 WB 905 JEO 805 CALTRANSCAMERA 23 EB 905 AT CALIENTE CALTRANSCAMERA 24 EB 905 AT HERITAGE RD CALTRANSCAMERA 25 EB 905 AT CACTUS RD CALTRANSCAMERA 26 WB 905 AT BRITANNIA CALTRANSCAMERA 27 BOTTOM CCTV AT LA MEDIA CALTRANSCAMERA 28 EB 905 AT LA MEDIA CALTRANSCAMERA 29 TOP CCTV AT SEMPRE VIVA CALTRANS

ASSET COUNT LOCATION ROUTE / DIR / PM OWNERRAMP METER 1 MAIN ST TO 805 NB 805 NB; PM 3.851 CALTRANSRAMP METER 2 ORANGE/OLYMPIC TO 805 NB 805 NB; PM 4.587 CALTRANSRAMP METER 3 L ST/TELEGRAPH CYN RD 805 NB 805 NB; PM 6.21 CALTRANSRAMP METER 4 H ST EB 805 NB 805 NB; PM 7.026 CALTRANS

APPENDIX A


RAMP METER 5 H ST WB TO 805 NB 805 NB; PM 7.082 CALTRANSRAMP METER 6 E ST/BONITA RD 805 NB 805 NB; PM 7.926 CALTRANSRAMP METER 7 REO DR TO 54 EB 54 EB; PM 2.951 CALTRANSRAMP METER 8 REO DR TO 54 WB 54 WB; PM 2.968 CALTRANSRAMP METER 9 WOODMAN ST TO 54 WB 54 WB; PM 4.039 CALTRANSRAMP METER 10 WOODMAN ST TO 54 EB 54 EB; PM 4.288 CALTRANSRAMP METER 11 PLAZA BLVD TO 805 NB 805 NB; PM 10.36 CALTRANSRAMP METER 12 BRIARWOOD RD TO 54 WB 54 WB; PM 4.767 CALTRANSRAMP METER 13 BRIARWOOD RD TO 54 EB 54 EB; PM 5.072 CALTRANSRAMP METER 14 47TH ST TO 805 NB 805 NB; PM 11.442 CALTRANSRAMP METER 15 43RD ST TO 805 NB 805 NB; PM 0 CALTRANSRAMP METER 16 PARADISE VALLEY RD TO 125 SB 125 SB; PM 9.671 CALTRANSRAMP METER 17 ELKELTON PLACE TO 125 NB 125 NB; PM 9.84 CALTRANSRAMP METER 18 IMPERIAL AVE TO 805 NB 805 NB; PM 12.35 CALTRANSRAMP METER 19 JAMACHA RD TO 125 SB 125 SB; PM 10.501 CALTRANSRAMP METER 20 MARKET ST TO 805 NB 805 NB; PM 13.208 CALTRANSRAMP METER 21 JAMACHA RD TO 125 NB 125 NB; PM 10.73 CALTRANSRAMP METER 22 15 SB 94 WB 94 WB; PM 3.137 CALTRANSRAMP METER 23 15 NB TO 94 WB 94 WB; PM 3.259 CALTRANSRAMP METER 24 EUCLID AVE TO 94 EB 94 EB; PM 5.16 CALTRANSRAMP METER 25 EUCLID AVE NB/SB TO 94 WB 94 WB; PM 5.156 CALTRANSRAMP METER 26 49TH ST TO 94 WB 94 WB; PM 4.83 CALTRANSRAMP METER 27 HOME AVE TO 94 WB 94 WB; PM 3.55 CALTRANSRAMP METER 28 EUCLID AVE NB/SB TO 94 WB 94 WB; PM 5.156 CALTRANSRAMP METER 29 805 NB TO 94 WB 94 WB; PM 3.979 CALTRANSRAMP METER 30 KELTON RD TO 94 WB 94 WB; PM 5.614 CALTRANSRAMP METER 31 KELTON RD TO 94 EB 94 EB; PM 5.8 CALTRANSRAMP METER 32 HOME AVE TO 805 NB 805 NB; PM 13.98 CALTRANSRAMP METER 33 FEDERAL BLVD TO 94 WB 94 WB; PM 6.205 CALTRANSRAMP METER 34 COLLEGE GROVE WAY TO 94 WB 94 WB; PM 7.24 CALTRANSRAMP METER 35 BROADWAY/COLLEGE TO 94 WB 94 WB; PM 7.76 CALTRANSRAMP METER 36 BROADWAY/COLLEGE TO 94 WB 94 WB; PM 7.76 CALTRANS

APPENDIX A


RAMP METER 37 MASSACHUSETTS AVE TO 94 EB 94 EB; PM 8.36 CALTRANSRAMP METER 38 WAITE DR TO 94 WB 94 WB; PM 8.546 CALTRANSRAMP METER 39 MASSACHUSETTS AVE TO 94 WB 94 WB; PM 8.142 CALTRANSRAMP METER 40 LEMON GROVE AVE TO 94 EB 94 EB; PM 9.01 CALTRANSRAMP METER 41 125 NB TO 94 WB 94 WB; PM 9.62 CALTRANSRAMP METER 42 LEMON GROVE AVE TO 94 WB 94 WB; PM 8.87 CALTRANSRAMP METER 43 SWEETWATER RD TO 805 SB 805 SB; PM 9.063 CALTRANS

ASSET COUNT LOCATION OWNERCHANGEABLE MESSAGE SIGN 1 NORTHBOUND I-805, JSO IMPERIAL CALTRANSCHANGEABLE MESSAGE SIGN 2 NORTHBOUND I-5, JSO L ST (CV) CALTRANSCHANGEABLE MESSAGE SIGN 3 NORTHBOUND I-805, JSO E/H ST CALTRANSCHANGEABLE MESSAGE SIGN 4 NORTHBOUND I-5, NO MILE OF CARS CALTRANS

APPENDIX A

Advisory Group Members May 2016 i

I-805 Active Traffic and Demand Management (ATDM) Advisory Group (Deliverables 1 & 2) May 2016

Prepared for:

Prepared by:


APPENDIX B

APPENDIX B

Advisory Group Members May 2016 ii

TABLE OF CONTENTS

1 LIST OF ADVISORY GROUP MEMBERS .............................................. 1

2 MARCH 11, 2015: PDT MEETING #1 / STAKEHOLDER KICK-OFF ........ 3

3 JUNE 10, 2015: PDT MEETING #2 ..................................................... 9

4 SEPTEMBER 9, 2015: PDT MEETING #3 .......................................... 14

5 FEBRUARY 17, 2016: PDT MEETING #4 ........................................... 27

APPENDIX B

Advisory Group Members May 2016 1

1 LIST OF ADVISORY GROUP MEMBERS Name Agency Division Phone E-mail

Maria Filipelli SANDAG TDM 619.515.1177 [email protected]

Alex Estrella SANDAG ITS 619.699.1928 [email protected]

Francine Jimenez SANDAG TDM 619.515.1177 [email protected]

Antoinette Meier SANDAG TDM 619.699.7381 [email protected]

Marisa Mangan SANDAG TDM 619.595.5614 [email protected]

Brady Balolong SANDAG TDM [email protected]

Gustavo Dallarda Caltrans I-805 Corridor Director 619.701.0472 [email protected]

Mario Orso Caltrans SR-11 Corridor 619.688.2561 [email protected]

Chris Schmidt Caltrans Transit 619.220.7360 [email protected]

Shahin Sepassi Caltrans Adv. Transportation System Engineering 858.518.3912 [email protected]

Bob Sheehan FHWA Office of Operations 202.366.6817 [email protected]

Devin Braun MTS Transportation Comm & Technology 619.238.0100 x6431 [email protected]

Bill Spraul MTS Transit Services, COO 619.238.0100 x6400 [email protected]

Mike Daney MTS Transit Services, BRT Manager 619.595.3087 [email protected]

Denis Desmond MTS Service Planning, Manager 619.515.0929 [email protected]

Sandra Bobek MTS Information Technology, Interim CIO 619.238.0100 x6404 [email protected]

Duncan Hughes City of San Diego Traffic Engineering 619.533.3141 [email protected]

Frank Rivera City of Chula Vista Engineering 619.691.5045 [email protected]

Steve Manganiello City of National City Public Works 619.336.4380 [email protected]

Lisa Burgess Kimley-Horn 602.906.1359 [email protected]

Mike Harris Kimley-Horn 703.674.1318 [email protected]

Jeff Dale Kimley-Horn 919.653.2978 [email protected]

Edgar Torres Kimley-Horn 619.744.0163 [email protected]

Dave Sorenson Kimley-Horn 619.744.0105 [email protected]

Mike Washkowiak Kimley-Horn 619.744.0130 [email protected]

Matthew Kaufman UrbanTrans 720.570.3343 [email protected]

Kuna Muthusamy National City [email protected]

mailto:[email protected]


















APPENDIX B

Advisory Group Members May 2016 2

Name Agency Division Phone E-mail

Jason Stack Stack Traffic [email protected]

Samir Hajjiri City of San Diego [email protected]

Tedi Jackson SANDAG [email protected]

Christina Casgar SANDAG [email protected]

April Pentonak SANDAG [email protected]

Gary Vettese Caltrans [email protected]

Jesse Glazer FHWA [email protected]

Ramon Martinez Caltrans [email protected]

Oswaldo Meneses MTS [email protected]

Mark Shisler Kimley-Horn 619-272-7110 [email protected]

Ray Traynor SANDAG [email protected]

Linda Marabian City of San Diego [email protected]






APPENDIX B

Meeting Agenda and Notes May 2016 3

2 MARCH 11, 2015: PDT MEETING #1 / STAKEHOLDER KICK-OFF

APPENDIX B

MEETING: PDT Meeting / Stakeholder Kick‐off DATE: March 11, 2015 TIME: 3:00 PM – 5:00 PM LOCATION: 401 B Street Suite 600‐ Torrey Pines conference room

MEETING AGENDA

1. Welcome and Introductions

2. Project Overview

3. What is ATDM?

4. Existing Environment and Asset Inventory

5. Needs and Goals

6. Identify Project Stakeholders

7. Wrap‐Up and Summarize Action Items

APPENDIX B

MEETING: Project Development Team Meeting / Stakeholder Kick‐off DATE: March 11, 2015 TIME: 3:00 PM – 5:00 PM LOCATION: 401 B Street Suite 600‐ Torrey Pines conference room

ATTENDEES (p) = via conference line

Maria Filippelli

Alex Estrella

Francine Jimenez

April Petonak

Chris Schmidt

Shahin Sepassi

Antoinette Meier

Gary Vettese (p)

Nikolas Kennedy

Bob Shaheen

Oswaldo Meneses

Ramon Martinez

Frank Rivera

Steven Bliss

Jesse Glazer (p)

Matthew Kaufman

Mike Washkowiak

Lisa Burgess

Dave Sorenson

Mark Shisler

MEETING NOTES Create an Active Traffic and Demand Management (ATDM) Concept of Operations (ConOps) along the Southern Portion of I‐805 that builds off the successful ICM and TDM programs in the region.

Asset Inventory

Important to gather existing and future asset data from SANDAG, SanGIS, Caltrans, and other pertinent agencies to provide an accurate existing asset inventory

Confirm the approved Bike Program is included in the ATDM CON OPS inventory documentation

Loop detectors are in place on I‐805 but not connected – have to look into this one for existing conditions

Consider planned facilities when developing solutions

Kimley‐Horn will follow up with project partners to fill inventory gaps over the next month

APPENDIX B

Gaps/Needs/Challenges General

An ATDM program should be performance based Customer service as a priority A common challenge is articulating the needs (existing and future). There currently is no Traffic Incident Management (TIM) Coalition for the I‐805 corridor.

Response and clearance is an issue. Express lanes

Consider the possibility of using tolls on the direct access ramp to allow single occupancy vehicles to access I‐805.

Consider using DAR for SOVs to enter I‐805 (without tolls). Would need to figure out how to direct single access vehicles into the general purpose lanes.

Need to consider “out‐of‐the‐box” concepts to improve utilization of facilities

Consider the impacts of the new HOV implementation that has shifted the bottlenecks to HOV start and end points which creates gaps in connectivity

Parallel facilities

There are limited arterials to get one from/to parallel routes

There is a need to consider parallel facilities. Are there strategies for the I‐805 that should be considered along the SR‐125?

Need to make sure that the project is not creating new problems on parallel facilities and should factor in the dynamics of I‐5, SR‐125, I‐805, SR‐54, SR‐94, and SR‐15

Arterials are not necessarily a good alternate, and impacts on the I‐805 can cause significant impacts on adjacent arterial networks. Look for opportunities to help cities more actively manage arterial/signal operations.

Need for local ATDM programs to coincide with regional/corridor level plans

Investigate planned DAR strategies for marketing to vanpool/carpool users at the future parking facilities, while hold up to 343 vehicles.

Parking

Park and ride lots along the I‐805 are at capacity. There is a need for park and ride lots to be available for all of the service vehicles, carpools, and vanpools. May be a need to determine which lots the different user groups use.

Parking can be a key motivator/incentive to influence traveler behavior change

Look for opportunities to increase the capacity of park and ride lots near DAR

Border

APPENDIX B

There are challenges with trying to implement demand management/ride sharing with Mexico due to vehicle insurance requirements, etc. There is some informal transit operations near San Ysidro that are community based (not agency operated).

There are consistent queues/backups at the border (2‐3 miles) heading south

New Otay Mesa East border crossing (http://www.sandag.org/uploads/projectid/projectid_56_18840.pdf).

Mexico is currently implementing their first BRT which will serve the San Ysidro border crossing

There are border wait time apps for northbound travelers available from Customs and Border Protection and UCSD.

There is a pilot program with Caltrans to utilize Bluetooth readers to improve southbound border wait time information.

Freight/goods movement

Large percentage of freight that utilize the corridor. Contact the Freight staff and Working Group (SANDAG), they have done a recent study on Trucks & Managed Lanes. (Project Managers will meet with SANDAG goods movement staff)

Transit

There is currently no mass transit service in the corridor. South Bay BRT will start in two (2) years.

Communication with facility users

Need to leverage existing regional programs/internet sites/apps and personal technologies that customers can utilize. The project can build off other programs like iCommute.

ATDM in place for the I‐805 should utilize technology point based programs/applications that give incentives to drivers who utilize the I‐805 corridor.

Land use patterns

There’s a need for land use patterns to shift from SOV developments to developments that promote carpooling, activity centers, etc.

Otay Mesa is one of the last big greenfield opportunities for development in the San Diego region. It’s important to understand future needs in the area and how development will impact the I‐805 corridor.

Enforcement

Difficulty in enforcing HOV lanes. Possible lack of enforcement resources. It was reported that there is only one (1) CHP officer for all of I‐805 south of the SR‐94.

How Will We Measure Success?

APPENDIX B

We need to package rational and recommendations in a way that can be understood by key audiences: City Councils, customers, public message/partner agencies

Understand and emphasize ROI to audiences

Reliability, travel time, number of available commute options

Air quality/sustainability

Need to emphasize person movement/person mobility (not just throughput)

Reports/Existing resources to be considered

I‐15Violation Enforcement System Phase 2 Study

San Diego Regional HOV/Managed Lanes study

CA Connected Corridors Program

SANDAG Regional Bicycle Plan

SANDAG Trucks and Managed Lanes Study

FHWA ATDM app primer

Correction of Notes: These notes represent our understanding of the information presented at the kick off meeting. These notes were prepared by Kimley‐Horn in coordination with SANDAG on March 18, 2015.

Please provide any comments to Mark Shisler (Mark.Shisler@Kimley‐Horn.com) by March 31, 2015.

APPENDIX B


3 JUNE 10, 2015: PDT MEETING #2

APPENDIX B

MEETING: Project Development Team Meeting #2 DATE: June 10, 2015 TIME: 3:00 PM – 5:00 PM LOCATION: 401 B Street Suite 600‐ Torrey Pines conference room

MEETING AGENDA


2. Existing Conditions and Inventory Documentation

3. Findings from User Needs Surveys

4. Discussion on User Needs, Goals and Objectives

5. Wrap‐Up and Summarize Action Items

APPENDIX B

MEETING: PDT Meeting #2 DATE: June 10, 2015 TIME: 3:00 PM – 5:00 PM LOCATION: 401 B Street Suite 600‐ Torrey Pines conference room


Maria Filippelli

Alex Estrella

Francine Jimenez

Chris Schmidt

Gustavo Dallarda

Shahin Sepassi

Oswaldo Meneses

Samir Hajjiri

Frank Rivera (p)

Kuna Muthusamy

Jason Stack (p)

Jesse Glazer (p)

Matthew Kaufman (p)

Mike Washkowiak

Jeff Dale

Lisa Burgess (p)

Edgar Torres

Mark Shisler

MEETING NOTES Existing Conditions and Inventory Documentation

Travel statistics from the 2014 State of the Commute for the I‐805 Corridor were reviewed.

Freeway commute on I‐805 accounts for ~30% of the regional peak period freeway delay (AM and PM). Freeway travel times, particularly in the AM, are very inconsistent, and a trip into downtown can range from 21 minutes to 34 minutes.

Blue Line trolley provides an alternative travel mode to the I‐805 region with reliable travel times. Blue Line trolley has been the most utilized transit system within the San Diego region – approximately 48,000 passengers per day.

Based upon stakeholder interviews the inventory documentation has been expanded to include stakeholder plans, policies, and procedures (such as City of San Diego Car and Bike Share programs and the Chula Vista TDM Program) which are anticipated to support, provide guidance to, or otherwise influence the future implementation of ATDM strategies within the project corridor.

It was identified that the existing and future transit assets for the I‐805 South Corridor must be included in the I‐805 Concept of Operations. The ConOps documentation currently includes existing bus routes/stops, existing trolley corridors, the Regional

APPENDIX B

Transit Management System and future planned BRT/LRT facilities. Central Train Control will be documented as an existing asset within the ConOps documentation.

Four ‘cross‐cutting’ themes were extracted from the stakeholder feedback:

Need accessible, timely, specific and actionable traveler information

Provide better access to multimodal travel choices such as transit, carpools, vanpools, etc.

Awareness of the travel options and how they relate to, or impact, an individual’s trip

Use technology to improve the utilization, and coordination, of existing assets and systems

Findings from Stakeholder Surveys

Stakeholder feedback surveys were distributed to all of the PDT member agency partners prior to the meeting to review the feedback and identify the most important concerns, from each PDT’s member’s perspective.

Eight stakeholders were able to complete surveys.

Based upon the initial feedback customer service was ranked low. However it was noted by some members of the PDT that from a transit perspective customer service is the #1 priority. It was recommended that maintaining a high‐level of customer service should be included as a goal I‐805 Concept of Operations.

The question was raised – who is the “customer?” It was identified by the group that the different ‘users’ of the I‐805 South Corridor be defined – and that they be related/traced to specific needs and performance measurements.

The findings from the stakeholder feedback surveys led to the following goal categories: Performance Measures; People Movement/Multimodal Options; Corridor Access/Arterial; Traveler Information; Incident Management; Marketing and Outreach; and, Multimodal Coordination at the Border.

Feedback / User Needs Discussion Some concerns were raised with the process required to identify and confirm the needs;

others noted that the process has been beneficial to this point and they were pleased to see that the feedback they provided had carried through to the stakeholder surveys.

It was noted by the PDT that the goal categories presented were consistent with work previously completed for I‐8 and I‐15. It was recommended that the team utilize the other existing planning efforts to assist in establishing initial baseline goals/objectives. This would help in providing regional consistency. When referencing previous documentation only those items which explicitly trace to the identified User Needs will be considered for inclusion in the I‐805 Concept of Operations.

The PDT mentioned that it might be helpful to begin discussing potential strategies and to know what options are available and what is being done in other areas that can be

APPENDIX B

applicable to the I‐805 South Corridor. This was highlighted as one of the topics of discussion for the September PDT.

Discussion of strategies should include a discussion on the potential impact of the strategy and the time required to deploy.

Strategies considered should include a variety of impacts and timelines, ranging from short‐term/low‐impact to long‐term/high‐impact. Next Steps

Structure user needs based upon PDT member feedback.

Identify existing regional goals and objectives which align with I‐805 user needs.

Identify additional I‐805 goals and objectives required to fulfill remaining user needs.

Identify a draft list of ATDM Strategies to be considered for implementation in the I‐805 corridor.

Categorize strategies to identify opportunities to obtain near, mid and long term benefits.

CAPABILITY / COST

BENEFITS

Near Term

Mid Term

Long Term

Low

Moderate

High

The next PDT is scheduled for Wednesday, September 9th, 2015.

Correction of Notes: These notes represent our understanding of the proceedings of Project Development Team Meeting #2; please provide any comments or corrections by Monday, July 6th. These notes were prepared by Kimley‐Horn in coordination with SANDAG for distribution on June 29th, 2015.

APPENDIX B


4 SEPTEMBER 9, 2015: PDT MEETING #3

APPENDIX B

MEETING: PDT Meeting #3 - ATDM Workshop DATE: September 09, 2015 TIME: 12:30 PM – 4:30 PM LOCATION: 401 B Street Suite 600

Torrey Pines, Gaslamp, and Cabrillo Conference Rooms

MEETING AGENDA

1. 12:30pm – ATDM Vision, Mission Statement, User Needs, Goals, Objectives

2. 12:55pm – Strategies Presentation 1:40pm – 5-minute Break

3. 1:45pm – Breakout Session #1

2:35 – 10 minute Break

4. 2:45 – Breakout Session #2

3:30 – 15 minute Break

5. 3:45 – Strategies Recap and Next Steps

6. 4:30 – Meeting Closed

APPENDIX B

MEETING: PDT Meeting #2 DATE: September 9, 2015 TIME: 12:30 PM – 4:30 PM LOCATION: 401 B Street Suite 600‐ Torrey Pines conference room


Alex Estrella

Francine Jimenez

Chris Schmidt

Shahin Sepassi

Dariel Walker

Samir Hajjiri

Frank Rivera

Jason Stack

Donaldo Martinez

April Petonak

Marisa Mangan

Denis Desmond

Matthew Kaufman

Mike Washkowiak

Jeff Dale

Alex Lange

Dave Sorenson

Edgar Torres

MEETING NOTES ATDM Vision, Mission Statement, User Needs, Goals, Objectives

A public meeting forum was used to initiate the meetings with posters presenting each of the Vision, Mission Statement, User Needs, Goals, and Objectives to allow each of the stakeholders in attendance to comment on the final version of each.

Strategies Presentation

A presentation walked through the stakeholders through each of the strategies that have been defined to date for the corridor. This educational session allowed the facilitators to move all attendees to a foundational understanding before moving into the break‐out session.

Break‐out Sessions #1 and #2 Breakouts were coordinated for Travel Demand Management (TDM) and Transportation

Systems Management (TSM). The attendees were segmented into two groups so smaller group conversations could be facilitated on each topic. Each attendee was able to attend a break‐out that covered both of the topics.

Summaries from the break‐out sessions are included below.

APPENDIX B

Following the break‐outs, the feedback and conversations were summarized in the Recap and Next Steps session.

Next Steps

Feedback on the strategies will be integrated into the draft Concept of Operations document and provided to the Stakeholder group for comment.

The next PDT is scheduled for Wednesday, January 13th, 2016.

Transportation Systems Management (TSM) Break‐out Session Notes High Level Comments

Would like to have cost to help make a more informed decision

Provide holistic picture of justification and benefits

Fix the Big bottleneck

o NB 805 @ 54 and @94

o NB to WB HOV connector

Dynamic lane control

High Level Needs / Challenges

o Education

o Enforcement/Transitions

o Marketing

Peak hours bus lane

HOT Lane

Use queue detection

Communicate with signal and motorists

Not a good fit for I‐905

Use HOV lane as a preferential use lane (transit, HOT, etc.)

Bus on shoulder

Queue Warning

Take advantage of existing structures

Seasonal traffic with SDSO/UCSD/SWC

Possible locations beyond the I‐805 freeway

o SR‐125

o SR‐54

Confirm this implementation is warranted based on accident analysis

Look at crash data to support queue warning

APPENDIX B

Speed Harmonization

1/3 – 1/2 mile spacing

CHP does not like on I‐80‐ has black on white (need to confirm if change in sign colors

will address concern from CHP)

Dynamic Ramp Metering

Implement as a whole system, not just specific ramps

Higher priority

Transit By‐pass at ramp meters

Truck Staging areas

Near borders?

Get information on freight truck stop area

Study has comprehensive data on truck needs

Tolling discount on SR‐125 when 805 is congested

Direct Access Ramps (DAR)

Tolling SOV for access

DAR will be underutilized as HOV access only

Add more DARS along corridor

Comparative Travel

CMS

Provide information for

o Travel time on routes

o Park and Ride availability

Dynamic Wayfinding

Divert users to Olympic and Telegraph

Telegraph/Olympic transit

Conversion from HOV 2+ to HOV 3+

Single HOV in both directions

Conversion to HOV 3+ alone creates unused capacity on corridor

Study underway, need to implement with HOT lanes to limit amount of unused capacity

Enforcement

o Need to move to 100% transponders for HOV enforcement

o Will technology overcome enforcement issues

o Peer reports on violators

Newly Constructed BRT P&R Spaces

APPENDIX B

Use in interim for point‐to‐point service along corridor

Space will be available for us soon, but full BRT route will not be ready until mid 2017

Decision Points on Arterials

See map attached to meeting notes

Arterial Management

Challenges with institutional boundaries

Increase ramp storage makes ramp metering more palatable for local agencies

Route options

o North / South

Broadway – 4th

Euclid

o East / West

Telegraph

Olympic

H Street (Trolley Crossing constraint)

30th and Plaza

National City currently has no priority currently in place. Request the use of responsive

systems due to limited staff.

Measures for Transit Priority Corridors

Palomar guideways?

Queue Jumpers

Priority Corridors should be defined and specific rules implemented to protect the

capacity

o No traffic calming/road diets

o Use of Queue Jumpers

o Use or Transit Signal Priority (TSP)

o Transit Priority Corridors

3rd /4th / Highland

Bexar/Broadway/NC

Palomar/E Palomar

H Street

Travel Demand Management (TDM) Break‐out Session Notes Bundling

TDM/Transit‐funding in capital

APPENDIX B

Create capital and operating budgets (effectively a “rounding error”)

Challenges

o Sustainability of funding

o Operating funds

o Funding

o Regulatory

o Climate Action Plan

Marketing/Education

What is it?

Didn’t you know you needed it?

Educating on “all the above”

TDM/Transit‐ED Classes (short term wins/benefits with eye on generational change)

o How young?

o How to get into the classroom?

Enabling the behavior

o Bundling the incentives

Asset owner/managing demand

Shared Economy

Not for everywhere/everyone

o CV shutdown for Car2Go

o EV an issue

Smart Phone/Credit card base

Using non‐traditional distribution

o Albertsons

o Lottery system

EJ community service incentives

Reducing access barriers

o Don’t prevent the market entry for new services

Customer

Who are we really serving?

Are these strategies really choices

Demand for transit is already there

0‐1 car households

Hourly/wage employees

Market research

Customer retention

APPENDIX B

o National city

o Students

o Transit pass as new DL

o Loyalty program

Institutional

“TDM First” emulating “Transit First”

o Customizing the approach (e.g. I‐5 TDM)

Customer Flexibility

o Universal account

o Stored value vs. monthly pass

o TDM vs. Bonds‐incentives

o Provide the option

Trip reduction ordinance

Trip reduction mandate

Create hard req’s/ need funding streams

Parking policies/Curb Function

Transit Pass District

o Chula Vista TDM

o State Legislation

o Downtown SD‐Partnership

o New development areas

Leveraging Climate Action Plan

Public/Private partnership

Bifurcated roles for TDM implementation

Permit/entitlement process (traffic mitigation)

Employer types for deploying program

What’s nexus?

Incentives

Reducing Barriers

Social Equity

o No credit cards

o Earning funds through behavior

Cash/Value (Expand to with examples)

o DOT cannot provide cash funds

o FHWA/CMAQ

o Private dollars

APPENDIX B

o Partnerships

o Reimbursement through vendor

Quantify the incentive (gaming/iteration)

Tax Incentive (State) (Federal)

Opportunities to provide “credits”

o Conversion of “color” of money

o flexibility of use

o Tolling

Discount incentive

Policies regarding prioritization of toll revenue

Employers vs. Employees‐ focus here

o Leverage existing relationships

Remove access barriers – don’t lost track of mobility goals

Services (provided/subsidized)

What is FasTrak‐ I‐IS SBX‐ about?

Correction of Notes: These notes represent our understanding of the proceedings of Project Development Team Meeting #3; please provide any comments or corrections by Monday, December 21st. These notes were prepared by Kimley‐Horn in coordination with SANDAG for distribution on December 3, 2015.

APPENDIX B

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Decision Points noted by Stakeholders

APPENDIX B

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TDM Notes (1/2)

APPENDIX B

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TDM Notes (2/2)

APPENDIX B

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TSM Notes (1/2)

APPENDIX B

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TSM Notes (2/2)

APPENDIX B


5 FEBRUARY 17, 2016: PDT MEETING #4

APPENDIX B

MEETING: PDT Meeting #4 - ATDM Workshop DATE: February 17, 2016 TIME: 3:00 PM – 5:00 PM LOCATION: 401 B Street Suite 600

Torrey Pines, Gaslamp, and Cabrillo Conference Rooms

MEETING AGENDA


2. Overview of Strategy Bundle Evaluation Methodology

3. Strategy Bundles – Gradients of Agreement

4. Opportunities and Challenges

5. Next Steps and Summarize Action Items

APPENDIX B

MEETING: PDT Meeting #4 – ATDM Workshop DATE: February 17, 2016 TIME: 3:00 PM – 5:00 PM LOCATION: 401 B Street Suite 600‐ Torrey Pines conference room


Alex Estrella

Tedi Jackson

Francine Jimenez

Ramon Martinez

Shahin Sepassi

Samir Hajjiri

Frank Rivera

Jason Stack (rep. National City)

Donaldo Martinez

Marisa Mangan

Denis Desmond

Oswaldo Meneses

Jesse Glazer (p)

Matthew Kaufman

Mike Washkowiak

Jeff Dale

Alex Lange

Dave Sorenson

Edgar Torres

MEETING NOTES ATDM Strategies Evaluation

Based on feedback during the PDT Meeting, it was determined to present the strategies in categories related to timeframe; and to simplify the qualitative analysis to the perceived gap, the anticipated benefit, and the qualitative cost estimate for each strategy. This summary is presented in the strategy evaluation matrix below. In the original document issued, Section 2.2, beginning on page 8, and Section 2.3, beginning on page 21, will be reorganized to reflect the summaries presented within these meeting notes.

1. The focus of the proposed ATDM implementations is to improve operations of the corridor in the near term (less than 10 years) with the understanding that infrastructure improvements to the corridor will be phased in over the next 20 years. The timeframe categories for proposed ATDM implementations are defined as short term (1 – 3 years), medium term (4 – 7 years), and long term (8 – 10 years).

2. The perceived gap is based on the current maturity of the operational environment, institutional relationships, and the technical difficulty for implementation. Strategies

APPENDIX B

with a LOW gap are significantly mature, include well established institutional relationships, or build upon technical or operational infrastructure that are already in place within in this corridor – or within the region. Additionally, LOW gap reflects those strategies that are already funded or in development, such as bus on shoulder operations, and those strategies that are expected to be more easily implemented. Strategies with a MED gap will include multiple levels of maturity, but still depend on further development around certain characteristics such as infrastructure, institutional relationships, operational challenges, or investments in certain resources. Strategies that are defined with a HIGH gap have a very low maturity level in all areas, or require significant investments in resources.

3. The benefit is intended to reflect the anticipated level of success or impact of the strategy relative to the defined objectives. The LOW description is assigned to strategies that are expected to provide a lower overall fulfillment of the objectives when applied to this corridor. MED level benefits are expected to provide value or benefit with respect to more than one of the defined objectives. Lastly, HIGH level benefits are assigned to strategies that provide a positive impact to a majority or all of the defined objectives. The implementation of significant infrastructure improvements within the 805 corridor is not anticipated until 2035 or 2050. Implementation of a combination of LOW, MED, and HIGH impact ATDM strategies will provide for the ability to reach multiple users in the corridor and provide the greatest opportunity to minimize delay, while maintaining travel times and optimizing transportation options

4. The cost column presents a qualitative assessment of the capital cost and resources required to implement the individual strategy. A “$” represent strategies that are already funded for implementation or require lower funding and resource commitments. Strategies with “$$” may be eligible for dedicated funding sources or require additional commitments from the owning or multiple agencies. Strategies with substantial cost and resource requirements are identified with “$$$” and likely will require multiagency and region level support.

APPENDIX B

Goals


Optimize / Maintain

Trip Reliability

Maximize Person

Throughput




Upper Cost

Short Term Bus On Shoulder LOW MED $





Short Term Individualized Marketing MED HIGH $


Short Term Last‐mile Services MED MED $



Short Term Corridor‐wide Ramp Metering LOW HIGH $$





Medium Term HOT/Special‐Use Ramps MED MED $$

Medium Term Real Time / Dynamic Ride Matching MED MED $

MediumTerm Speed Harmonization MED HIGH $$$




Long Term Mobility Hubs / Transit Connect MED HIGH $$$


Long Term EcoPass Program HIGH MED $$



APPENDIX B

Implementation Considerations

As the project team moves forward with determining recommendations, it is important to identify those strategies that can leverage benefits through coordinated implementations with other strategies. As an example, strategies that can be implemented via similar infrastructure can benefit from a shared investment (technical and/or financial) cost. Although not dependent upon one another, the implementation of the combinations of strategies as described below will provide for the capability to meet more objectives, potentially minimize overall implementation cost, and maximize the overall impact of the strategies employed. Additionally, some strategies include an inherent dependency on others in order to recognize the anticipated benefit. As the strategies are refined and prioritized for implementation, these shared benefits and dependencies will be considered.

Dynamic Lane Assignment The implementation of dynamic lane assignment requires a substantial infrastructure investment to provide individual lane control signals positioned over each lane. Speed harmonization and a robust queue warning system are two strategies that can benefit from the infrastructure required for the dynamic lane assignment. Combining these strategies in a combined approach will provide the capability to maximize investment costs of communications infrastructure, structural elements, and O&M recurring costs. Significant congestion is experienced in the 805 corridor, particularly in the northbound direction, due to overall demand, vertical sight distance constraints, and weaving movements. When incidents occur within this corridor operations quickly breakdown. Implementation of queue warning, speed harmonization and dynamic lane assignment between SR 52 and SR 94 can be utilized to warn drivers of queues that occur as demand grows – or to manage the flow of travelers into, and through, the congested corridor. Significant growth is anticipated to occur in the 805 corridor, a combination of strategies such as these which provide the capability to maintain travel times, maximize throughput, and improve the management capabilities, must be considered in order to provide acceptable operations until planned infrastructure improvements can be implemented.

Adaptive Signal Timing Adaptive signal timing optimizes the performance of an arterial corridor in response to current demand. To achieve this optimization, additional infrastructure for monitoring the real time traffic volumes is required. The investment in this infrastructure and the improved data made available also can support strategies such as dynamic wayfinding and comparative travel times. Dynamic wayfinding also must react in response to changing demand on the arterials to provide the most appropriate route on the designated arterial routes. The ultimate goal with comparative travel times is to provide full route and mode options. Increased data quality on the arterial performance can support the ability to provide route options between the freeway

APPENDIX B

and instrumented arterial routes. The City of Chula Vista is currently in the process to improve, and deploy additional, adaptive signal timing corridors. Partnering with the City to enhance the adaptive deployments with the additional strategies above will increase the usefulness of the adaptive deployments and improve the operational capabilities to actively manage congestion events within the corridor.

Individualized Marketing (IM) The successful implementation of IM typically requires the provision of incentives to encourage travelers to consider a mode shift to new travel options. IM efforts will be more successful if they can draw on incentive‐based strategies; additionally, strategies such as carpool incentives, tolling incentives or an EcoPass program can be enhanced through the use of IM. Not all of these incentives are necessary to implement a successful IM program, but providing incentives for multiple modes increases the likelihood for success and should be made available. Alternatively, in order to reach a more focused target audience, the budget for an IM program could be sufficiently robust to allow for the provision of incentives available solely to IM participants. It is recommended that IM be considered as a companion strategy for each of the following

Carpool Incentives and Real‐Time Ridematching Due to the limited amount of carpool parking available along the I‐805 corridor, a carpool incentive program would benefit from integration with a real‐time ridematching program and a parking management/dynamic pricing program. The combination of these programs could improve utilization of number and/or availability of carpool parking spaces along the corridor making it easier to connect carpool partners. A marketing campaign targeting these travelers, particularly those neighborhoods around dynamically priced parking facilities could be used to shift demand to improve parking lot utilization by carpoolers and provide carpooling as a viable option on an as‐needed basis, as opposed to the commitment that is required to participate in conventional carpool programs.

Carpool/Tolling Incentives The carpool incentive program, which allows travelers to “earn” the right to use HOT/special use ramps, and tolling incentives both will require robust marketing efforts to attract travelers to enroll in the programs. This non‐conventional tolling incentive program would most directly benefit carpoolers who are located along, or near, the Palomar Street corridor providing them access to the direct access ramp currently under construction as part of the South Bay BRT implementation.

Neighborhood Shuttles The launch of a neighborhood shuttle program likely would benefit from the concurrent implementation of an IM effort. The IM program should provide a geographically focused way to educate residents about the shuttle service and motivate users to access

APPENDIX B

the shuttle service and the associated transit service. The biggest barrier to success of this shuttle program will be educating and reaching potential riders – an IM campaign partnered with homeowners associations and neighborhood groups will be much more focused and capable of success.

Implementation Opportunities and Challenges

In addition to the implementation considerations identified above, PDT stakeholders were asked, to identify potential opportunities, and challenges that will need to be planned for, and addressed, as strategies proceed to implementation. Implementation of ATDM strategies along the 805 Corridor should seek to build upon, and in some cases expand, existing regional strategies that have been developed and deployed in other corridors. The Bus‐on‐Shoulder strategy currently programmed for I‐805 is one such example where previous regional efforts established the operational working relationships between SANDAG, Caltrans and MTS which forms the foundation for the I‐805 Bus‐on‐Shoulder implementation. Additionally, the implementation of the Integrated Corridor Management System on the I‐15 has established a framework that can be utilized by the I‐805 Corridor stakeholders to advance the discussion of Active Dynamic Routing. These two examples which build upon existing regional strategies allows for an accepted operational strategy to be tailored to specific stakeholders and situations, and thereby enhanced with each successive deployment.

Technical

Institutional

Operational

Opportunities

Integration of existing regional transportation systems (Data Hub) Sharing of parking availability (truck parking, private properties) Strong Stakeholder support and involvement Regional support for TSM&O projects Use of City owned land Improved marketing/education outreach through use of a multi‐jurisdictional approach

Regional focus on performance monitoring and management Aligning Community Plan Updates and General Plan Land Use to support implementation of ATDM strategies

Challenges

Aligning priorities between multiple agencies Parking availability – leasing of private lots has been a challenge Liability of parking

APPENDIX B

Last mile shuttle strategies have been a challenge when partnering with businesses. It is anticipated that partnerships within neighborhoods will be more challenging.

Limited existing high‐speed communications systems Financial support of last mile connection programs within neighborhoods

Outreach to Freight

Next Steps Project partners to provide comments on the previously submitted ATDM Strategies

document (if not previously provided) by Wednesday, April 8th.

Revise the strategies document as defined within these meeting notes.

Integrate all of the deliverables into a single programmatic Concept of Operations document for the I‐805 South ATDM corridor.

These notes were prepared by Kimley‐Horn in coordination with SANDAG.

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